Soledad City Council
September 2, 2026

EXHIBIT A: SCOPE OF WORK/PAYMENT PROVISIONS CAOHSI/ ERFG2SOLED PROGRAM CITY OF SOLEDAD (“CONTRACTOR”)

ENCAMPMENT RESOLUTION FUNDING PROGRAM
DEVELOPMENT OF A 16-BED NON-CONGREGATE INTERIM HOUSING FACILITY A. FUNDING AMOUNT $1,955,000.00 ERF-3-R Funding
B. CONTRACT TERM January 7, 2025 to June 30, 2027
C. CONTACT INFORMATION
COUNTY Contract Manager: COUNTY of Monterey Administrative Office Sarah Federico, Management Analyst II
168 W. Alisal St, 3rd Floor Salinas, CA 93901
Phone: (831) 755-5341
[email protected]
COUNTY Contract Monitor: COUNTY of Monterey Administrative Office Dania Valdez, Management Analyst I
168 W. Alisal St, 3rd Floor Salinas, CA 93901
Phone: (831) 796-3049
[email protected]
CONTRACTOR Information: City of Soledad, City Manager’s Office Megan Hunter, City Manager
248 Main Street, Soledad, CA 93960
Phone: (831) 223-5043
[email protected]
Location of Interim Housing: Parcel APN Number: 022-291-010-000 990 Los Coches Road, Soledad, CA 93960
D. SUBAWARD INFORMATION
SUBAWARD: HCD Encampment Resolution Funding, round 3 (ERF-3-R) CONTRACTOR UEI Number: N/A
Date COUNTY Awarded Funding: April 18, 2024
CFDA Passthrough Information and Dollar Amount: N/A
Federal Award Identification Number (FAIN): N/A
Federal Award Description: N/A
Research and Development: No
Maximum Allowable Indirect Cost Rate: None
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EXHIBIT A

SCOPE OF SERVICES/PAYMENT PROVISIONS

EXHIBIT A: SCOPE OF WORK/PAYMENT PROVISIONS CAOHSI/ ERFG2SOLED PROGRAM E. BACKGROUND
Since 2022, the COUNTY of Monterey (“COUNTY”) has partnered with the City of Soledad (“CONTRACTOR”) and the local Continuum of Care (“CoC”) agency, to address encampment concerns for the unsheltered individuals living at an encampment site located along the Salinas River, on unincorporated, public, and private lands adjacent to the City of Soledad.

CONTRACTOR, in partnership with the COUNTY, will utilize an Encampment Resolution Funding Program grant (“ERF-3-R”) to develop, build and provide property management for a 16- bed capacity temporary, non-congregate interim housing facility in Soledad and will perform oversight of the programmatic and fiscal components under the terms of the ERF-3-R grant requirements of the State Grant Agreement.1
The goal of the Soledad Interim Housing Facility is to provide low-barrier, temporary living facilities and access to comprehensive services in a housing-focused service model to the unsheltered individuals of the Soledad Salinas River encampments. The daily operations and services for program participants of the interim housing facility will be provided for by an experienced services provider through a separate agreement with the COUNTY.

F. DESCRIPTION OF SERVICES
CONTRACTOR shall provide services and staff, and otherwise do all things necessary for or incidental to the performance of work, as set forth below:

F.1 CONTRACTOR shall in accordance with laws associated with the development and permitting of emergency shelters, manage, arrange, supervise, and coordinate the planning, design, entitlement, permitting, construction, completion and property management for a 16-bed capacity non-congregate Interim Housing Facility (“Interim Housing”) that will provide temporary living facilities to the occupants of an encampment site located along the Salinas River adjacent to Soledad, see Encampment Site Map (EXHIBIT B), until the program participants have transitioned to permanent or other transitional housing, no later than the grant expenditure deadline of June 30, 2027.

F.1.a CONTRACTOR and COUNTY agree the Interim Housing shall be constructed on real property owned by the City of Soledad located at 990 Los Coches Road, Soledad, CA 93960 (“Site”), see the Interim Housing property map (EXHIBIT C).

F.1.b CONTRACTOR and COUNTY agree CONTRACTOR shall be the owner and developer of the Interim Housing, upon execution of this Agreement.

F.1.c CONTRACTOR agrees to maintain insurance for the Site during and after development of the Interim Housing.

F.1.d CONTRACTOR shall execute a no-fee Interim Housing facility use agreement with the selected services provider contracted by the COUNTY to operate and provide services to the program participants temporarily living at the Interim Housing, upon notification of the Certificate of Occupancy issuance until June 30, 2027.
1 State Grant Agreement
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EXHIBIT A

SCOPE OF SERVICES/PAYMENT PROVISIONS

EXHIBIT A: SCOPE OF WORK/PAYMENT PROVISIONS CAOHSI/ ERFG2SOLED PROGRAM F.1.e CONTRACTOR, upon the transition and exit of all program participants of the Interim Housing to other types of housing or permanent housing, may choose to repurpose, deconstruct and/or relocate the Interim Housing at CONTRACTOR’S sole discretion, time, and expense.

F.2 CONTRACTOR shall identify and contract with an experienced modular unit provider to design and develop manufactured parts to build a temporary, non-congregate and relocatable 16-bed Interim Housing that shall include restrooms, showers, a laundry unit, staff offices and restroom, an intake/security unit, and common areas for indoor/outdoor dining, a pet area, storage, breakroom, bike racks and a parking area, hereinafter referred to as “Interim Housing Project.”
F.2.a CONTRACTOR shall work with the identified modular unit provider to manage, arrange, supervise and coordinate the planning, design, entitlement, permitting, development, construction, and completion of the Interim Housing Project and COUNTY shall have input on any issues that may arise related to managing, arranging, supervising, and coordinating the planning, design, entitlement, permitting, development, construction, and completion of the Interim Housing Project for oversight purposes and to ensure the project is moving towards successful completion pursuant to the rules set forth in the State Grant Agreement.

F.2.b CONTRACTOR shall oversee the development, design and construction of the Interim Housing Project as herein described, in accordance with a mutually approved Construction Plan and all other permits and approvals granted by the Soledad’s Public Works and Planning Departments pertaining to the Interim Housing Project.

F.2.c CONTRACTOR shall require any subcontractor(s), employees and consultants hired to comply with all directions, rules and regulations of any fire marshal, health officer, building official or other officer of every governmental agency having jurisdiction over the Site or the Interim Housing Project. All design and construction work on the Interim Housing Project shall be performed by licensed design professionals including licensed contractors, engineers, or architects, as applicable and in accordance with state and local laws and regulations.

F.2.d CONTRACTOR shall be responsible for obtaining the required permits for the construction of the Interim Housing Project, including but not limited to any required grading, utility connections, and Site improvements.

F.2.e CONTRACTOR shall be responsible for ensuring that all contracts related to the Interim Housing Project are prepared and executed in a form and with substantive provisions sufficient to meet all legal, regulatory, and project-specific requirements. CONTRACTOR shall provide copies of any and all executed contracts secured for services to be performed as described in this Agreement to the COUNTY upon request.

F.2.f CONTRACTOR shall own all Plans and Specifications and all other materials, prepared in connection with the Interim Housing Project. Upon completion or any termination of this Agreement, the CONTRACTOR shall retain sole custody of all such materials and CONTRACTOR shall provide the COUNTY with any and all copies of such materials upon request by COUNTY within thirty (30) days.

F.3 CONTRACTOR shall be responsible for the Interim Housing’s utilities, property maintenance and onsite security management as follows:

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EXHIBIT A

SCOPE OF SERVICES/PAYMENT PROVISIONS

EXHIBIT A: SCOPE OF WORK/PAYMENT PROVISIONS CAOHSI/ ERFG2SOLED PROGRAM F.3.a CONTRACTOR shall provide Site utilities and property maintenance, which may include basic facilities and gardening maintenance as needed to maintain the Interim Housing Site during the time it is in use under this Agreement. Property maintenance services may be staff or contracted to outside vendors.

F.3.b CONTRACTOR shall provide nightly on-site security at the Interim Housing from 10:00 pm to 6:00 a.m., seven (7) days a week including weekends and holidays. Security may be provided by CONTRACTOR’s staff or contracted to outside vendors.

F.3.c CONTRACTOR shall provide the Interim Housing with onsite and/or on-call support coverage for scheduling gaps as needed, in coordination with the Soledad Police Department and the Interim Housing’s services provider.

F.4 CONTRACTOR, its employees, agents, third party consultants, general contracts, and any subcontractor(s) hired under this Agreement shall abide by confidentiality and nondiscrimination provisions in accordance with Sections II and III of EXHIBIT D and by including the following language in the subcontract agreements:

F.4.a During the performance of this Agreement, CONTRACTOR and all subcontractors shall not unlawfully discriminate against any person because of race, religious creed, color, sex, national origin, ancestry, physical disability, mental disability, medical condition, marital status, age (over 40), sexual orientation, or any other characteristic set forth in the California Government Code section 12940(a), either in CONTRACTOR and/or subcontractors’ employment practices.

F.4.b CONTRACTOR and all subcontractors shall comply with all federal, state, and local laws and regulations which prohibit discrimination.

F.4.c CONTRACTOR and subcontractors shall ensure for the purpose of ERF-3-R evaluation to allow the State, and COUNTY and its officers, employees, agents, consultants, and contractors (“Parties”) shall have the right to enter the Soledad Interim Housing during normal business hours to conduct work, inspections, investigations, in accordance with this Agreement.

F.5 CONTRACTOR shall ensure all Interim Housing Project activities with any subcontractors including the modular unit provider, third party consultants, licensed general contractors, timelines, construction plans, operation schedules, shall be reported to the COUNTY Contract Manager as identified in Section C in regularly scheduled weekly project status meetings and documented in the quarterly project activities report.

G. ERF-3-R FINANCIAL OVERSIGHT AND ACCOUNTING
G.1 CONTRACTOR shall ensure all development, program operations and objectives advance ERF-3-R’s objective and fall under the ERF-3-R eligible use category for Interim Sheltering, with costs limited to newly developed clinically enhanced congregate shelters, new or existing non-congregate shelters, and operations of existing navigation centers and shelters based on demonstrated need that are well suited for eligible persons.

G.1.a Restoration of the riverbed encampment site is not a permitted eligible use for ERF3-R funds.

G.2 CONTRACTOR shall collect data on all eligible expenditures including subcontractor(s) invoices in such a manner that all expenses are classified as Interim Docusign Envelope ID: FC9B98BE-4380-44CE-82EB-892FBE6D35C9 Docusign Envelope ID: 86BABAE5-174B-4F14-AEEA-AD8817309003 204

EXHIBIT A

SCOPE OF SERVICES/PAYMENT PROVISIONS

EXHIBIT A: SCOPE OF WORK/PAYMENT PROVISIONS CAOHSI/ ERFG2SOLED PROGRAM Sheltering, utilizing the template approved by the COUNTY Contract Manager, EXHIBIT E.

G.3 All proceeds from any interest-bearing account established by the CONTRACTOR or subcontractors for the deposit of ERF-3-R funds, along with any interest-bearing accounts must be used for eligible activities and reported on as required by the State and reported to the COUNTY in quarterly reporting defined in Section I of this Agreement.

G.4 CONTRACTOR and subcontractor(s) shall collaborate with COUNTY Contract Manager to prepare and submit all budget modifications to the State for review and ultimate approval.

G.5 CONTRACTOR shall execute all subcontractor agreements by June 30, 2025, and expend all funds by the expenditure deadline of June 30, 2027.

G.6 ERF-3-R shall not be used for costs associated with activities in violation, conflict, or inconsistent with Health Safety Code Sections 50250 – 50254, other applicable laws, the terms and conditions of this Agreement, State guidance or directives, the Notice of Funding Availability under which the COUNTY (Grantee) applied, representations contained in the COUNTY’s application, and the Purpose of the ERF-3-R Program.

G.7 CONTRACTOR nor their subcontractors and/or agents shall directly or indirectly use ERF3-R awards for any use or activity that is in violation, conflict, or inconsistent with the legislative intent of the authorizing statute to ensure the safety and wellness of people experiencing homelessness in encampments. ERF-3-R funded activities that cause a traumatic effect are inconsistent with ensuring the safety and wellness of people experiencing homelessness in encampments.

G.8 CONTRACTOR shall not use ERF-3-R to supplant existing local funds for homeless housing, assistance, prevention, or encampment resolution including site restoration or waste management.

G.9 CONTRACTOR acknowledges that this Agreement is valid and enforceable only if sufficient funds are made available from State to the COUNTY for the administration of the services under this Agreement.

G.10 In the event ERF-3-R funding is terminated or reduced, or the CONTRACTOR breaches any of the duties under this Agreement, CONTRACTOR agrees to cooperate with COUNTY to return any unused funds within thirty (30) days of written notice from the COUNTY.

H. MONITOR EXPENDITURES AND SERVICE PERFORMANCE
H.1 CONTRACTOR shall inform the COUNTY Contract Manager of the failure to perform any component of this executed agreement and any executed SUBCONTRACTOR agreement, in accordance with the performance standards and compliance provisions defined in this Section and Section I. of EXHIBIT D.

H.1.a. CONTRACTOR may perform its duties and obligations hereunder with its own employees and/or by engaging consultants, contractors, and subcontractors and in accordance with the provisions outlined in Additional Provisions H.1.b.CONTRACTOR shall be responsible for hiring, supervising, training, and terminating all of its employees and staff members performing any of the Services relating to the Interim Housing Project. The persons designated by CONTRACTOR as its representatives ("Representatives") shall represent Docusign Envelope ID: FC9B98BE-4380-44CE-82EB-892FBE6D35C9 Docusign Envelope ID: 86BABAE5-174B-4F14-AEEA-AD8817309003 205

EXHIBIT A

SCOPE OF SERVICES/PAYMENT PROVISIONS

EXHIBIT A: SCOPE OF WORK/PAYMENT PROVISIONS CAOHSI/ ERFG2SOLED PROGRAM CONTRACTOR as its agents and all written communications given to or by those Representatives shall be as if given to or by CONTRACTOR.

H.1.c. CONTRACTOR and its employees, agents, third party consultants, subcontractors, and general contracts shall at all times perform CONTRACTORS’ obligations hereunder in a good and workmanlike manner. Any employee, agent, third party consultant, subcontractor or general contract performing work for the Interim Housing Project who, in the reasonable opinion of the COUNTY and in accordance with Section IV. EXHIBIT D does not perform its work in a skillful manner or appears to be incompetent or to act in a disorderly or intemperate manner shall, at the written request of the COUNTY, be promptly removed from performing work on the Interim Housing Project.

H.1.d.CONTRACTOR shall fully comply with all applicable laws and regulations relating to Workers’ Compensation Insurance (WCI), social security, unemployment insurance, hours of labor, wages, working conditions, other employer-employee related laws, including the California Labor Code, and the provisions listed in non-discrimination program requirements set forth in Section III. of EXHIBIT D, as applicable to CONTRACTOR’S employees, agents, third party consultants, subcontractors’ and general contractors H.2 CONTRACTOR shall participate in annual contract monitoring conducted by COUNTY staff to review fiscal integrity, customer service, business management, and service delivery and may include an on-site visit. Completion of this measure shall be documented through issuance of a contract monitoring report provided by COUNTY Contract Monitor listed in Section C.

I. REPORTING
I.1 CONTRACTOR shall provide Interim Housing Project updates at regularly scheduled project status meetings to the COUNTY to ensure regular communication and oversight of the Interim Housing Project progress until the project is complete or June 30, 2027, whichever occurs first. If CONTRACTOR is unable to attend a regularly scheduled meeting, CONTRACTOR shall provide notification and status report via email to the COUNTY Contract Manager listed in Section C.

I.2 CONTRACTOR shall submit quarterly reports on ERF-3-R expenditures with invoices and project activities addressing performance of activities as outlined in Section F. Description of Services and expenditures as outlined in the budget (EXHIBIT F) for the prior quarterly reporting period, to the COUNTY Contract Manager per the schedule below and using the Expenditure and Activity Report Template provided in EXHIBIT E.

I.3 Quarterly Expenditure and Activity Reporting Schedule:

Due Date Reporting Period
Beginning date
Reporting Period
End Date
January 10, 2025 October 1 2024 December 31, 2024
April 10, 2025 January 1, 2025 March 31, 2025
July 10, 2025 April 1, 2025 June 30, 2025
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EXHIBIT A

SCOPE OF SERVICES/PAYMENT PROVISIONS

EXHIBIT A: SCOPE OF WORK/PAYMENT PROVISIONS CAOHSI/ ERFG2SOLED PROGRAM October 10, 2025 July 1, 2025 September 30, 2025
January 10, 2026 October 1, 2025 September 30, 2025
April 10, 2026 January 1, 2026 March 31, 2026
July 10, 2026 April 1, 2026 June 30, 2026
October 10, 2026 July 1, 2026 September 30, 2026
January 10, 2027 October 1, 2026 December 31, 2026
April 10, 2027 January 1, 2027 March 31, 2027
July 10, 2027 April 1, 2027 June 30, 2027
October 31, 2027 October 1, 2024 June 30, 2027
I.4 CONTRACTOR shall submit contract monitoring report defined in Section H.2 to the COUNTY Contract Manager Monitor no later than July 10, 2025, July 10, 2026, and July 10, 2027, respectively.

J. PAYMENT PROVISIONS AND EXPENDITURE REPORTING INSTRUCTIONS J.1 The maximum amount payable by COUNTY to CONTRACTOR under the terms of this Agreement shall not exceed one million nine hundred fifty-five thousand dollars and zero cents ($1,955,000.00) as set forth in the budget (EXHIBIT F).

J.2 A pre-payment of one million nine hundred fifty-five thousand dollars and zero cents ($1,955,000.00) shall be paid to the CONTRACTOR upon execution of this Agreement.

This pre-payment will have a certified invoice, which will be approved by the COUNTY Homelessness Strategy and Initiatives Division, and is agreed upon now, in this Agreement, for all expenditure amounts claimed shall be offset against the pre-payment until all funds are exhausted or the term of the agreement has ended, whichever occurs first.

J.3 CONTRACTOR shall submit original signed quarterly expenditure reports per the schedule as defined in Section I.3, reflecting expenditures for the reporting period and a reduction against the advanced amount to the COUNTY setting forth amounts expended with an itemized basis for the amounts claimed and such other information pertinent to the expense on the form set forth in EXHIBIT E. The COUNTY Contract Manager shall certify the expenditures for the claimed amounts or in such other amount as the COUNTY approves in conformity with this Agreement within (10) business days of receiving the report.

J.3.a Allowable claims shall be the CONTRACTOR’s actual costs of developing, supervising, and delivering services defined in Sections F, G.1 and G.2 under this Agreement. Only activities related to the expense categories listed in EXHIBIT F as contract expenses may be claimed as allowable claims.

J.3.b Any request to change eligible use of funds defined in Section G.1 must be made in writing to the COUNTY Contract Manager listed in Section C.

J.3.c If at any time during the term of this Agreement it is determined there will be unspent ERF-3-R funds, CONTRACTOR agrees to cooperate with COUNTY to Docusign Envelope ID: FC9B98BE-4380-44CE-82EB-892FBE6D35C9 Docusign Envelope ID: 86BABAE5-174B-4F14-AEEA-AD8817309003 207

EXHIBIT A

SCOPE OF SERVICES/PAYMENT PROVISIONS

EXHIBIT A: SCOPE OF WORK/PAYMENT PROVISIONS CAOHSI/ ERFG2SOLED PROGRAM return any unused funds within thirty (30) days of written notice from the COUNTY.

J.3.d All ERF-3-R funds must be expended by CONTRACTOR by June 30, 2027.

J.3.e The final quarterly expenditure report will be due no later than July 10, 2027, and final work product report due by October 31, 2027.

K. INDEMNIFICATION AND INSURANCE
K.1 CONTRACTOR shall indemnify and make whole the COUNTY should any funds be stolen, used in fraudulent activities, or not used for the purposes set forth in this Agreement.

K.2 CONTRACTOR shall ensure that any subcontractor agreements for design professionals includes the indemnification provisions as set out in Section 8.0-8.03 of this Agreement to indemnify, defend and hold harmless County, its governing board, directors, officers, employees, and agents.

K.3 CONTRACTOR shall ensure that the subcontractor obtains and maintains commercial general liability insurance coverage, worker’s compensation, auto and professional liability insurance for any services performed. Subcontractor shall meet the same insurance requirements as set out in Section 9.0 of this Agreement. The subcontractor shall be required to name County of Monterey, its officers, officials, employees, and volunteers as additional insured.
(End of EXHIBIT A)
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Riverbed
Underpass
Billboard
375 Nestles Rd
Leonard and Company Inc
Bassetti Properties Limited Partnership
Bassetti Properties Limited Partnership
Panziera Ronald J & Lori TRS
Cling Michael D TR
C/O David L Gill
AG Fields Owned by
Gill David L & Susan M TRS
101
Ne
s
tles Rd
Salinas River
101
City Limits and Nearby Properties
Maxar, Microsoft, Esri Community Maps Contributors, California State Parks, © OpenStreetMap, Microsoft, Esri, HERE, Garmin, SafeGraph, 1/30/2023
0 0.02 0.04 0.08 mi
0 0.04 0.07 0.14 km
1:3,220

CITY OF SOLEDAD

PLANNING DIVISION

EXHIBIT B
Encampment Areas Along River and
Underpass (outside City Boundaries)
Encampment Areas Along
River and Underpass
(outside City Boundaries) Lat: 36.412006 Long: -121.31901 Lat: 36.410732 Long: -121.321403 Lat: 36.41049 Long: -121.31775 LEGEND Key Areas Parcels/Properties City Limits Docusign Envelope ID: FC9B98BE-4380-44CE-82EB-892FBE6D35C9 Docusign Envelope ID: 86BABAE5-174B-4F14-AEEA-AD8817309003 209
990 Los Coches Rd
City Owned Property
APN: 022-291-010-000 Parcel
Size-Acres: 6.94
Legend
Property of City of Soledad
Property Line
900 ft
N
➤

EXHIBIT C

PROPERTY SITE
MAP
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EXHIBIT D

HOMELESSNESS STRATEGY AND INITIATIVES DIVISION

OF THE COUNTY ADMINISTRATIVE OFFICE

ADDITIONAL PROVISIONS
Exhibit D – Additional Provisions Page 1 of 7

CITY OF SOLEDAD INTERIM HOUSING FACILITY AGREEMENT
I. PERFORMANCE STANDARDS & COMPLIANCE

1.01 Outcome objectives and performance standards: CONTRACTOR shall for the entire term of this Agreement provide the service outcomes set forth in Exhibit A. CONTRACTOR shall meet the contracted level of service and the specified performance standards described in Exhibit A, unless prevented from doing so by circumstances beyond CONTRACTOR's control, including but not limited to, natural disasters, fire, theft, and shortages of necessary supplies or materials due to labor disputes.

1.02 County monitoring of services: COUNTY shall monitor services provided under this Agreement in order to evaluate the effectiveness and quality of services provided.

1.03 Notice of defective performance: COUNTY shall notify CONTRACTOR in writing within thirty (30) days after discovering any defects in CONTRACTOR's performance.

CONTRACTOR shall promptly take action to correct the problem and to prevent its recurrence. Such corrective action shall be completed and a written report made to the COUNTY concerning such action not later than thirty (30) days after the date of the COUNTY's written notice to CONTRACTOR.

1.04 Termination for cause: Notwithstanding Section 7.02 of the Agreement, if the corrective actions required above are not completed and the report to the COUNTY not made within thirty (30) days, the COUNTY may terminate this Agreement by giving five (5) days' written notice to CONTRACTOR.

1.05 Training for Staff: CONTRACTOR shall insure that sufficient training is provided to its volunteer and paid staff to enable them to perform effectively on the project, and to increase their existing level of skills. Additionally, CONTRACTOR shall ensure that all staff completes Division 21 Civil Rights training.

1.06 Bi-lingual Services: CONTRACTOR shall ensure that qualified staff is available to accommodate non-English speaking, and limited English proficient, individuals.

1.07 Assurance of drug free-workplace: CONTRACTOR shall submit to the COUNTY evidence of compliance with the California Drug-Free Workplace Act of 1990, Government Code sections 8350 et seq., by doing the following:
 Publishing a statement notifying employees that the unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited in the person’s or organization’s workplace and specifying the actions that will be taken against employees for violations of the prohibition;
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EXHIBIT D

HOMELESSNESS STRATEGY AND INITIATIVES DIVISION

OF THE COUNTY ADMINISTRATIVE OFFICE

ADDITIONAL PROVISIONS
Exhibit D – Additional Provisions Page 2 of 7

CITY OF SOLEDAD INTERIM HOUSING FACILITY AGREEMENT
 Establishing a drug-free awareness program to inform employees about all of the following:
1) the dangers of drug abuse in the workplace;
2) the organization’s policy of maintaining a drug-free workplace; 3) any available drug counseling, rehabilitation, and employee assistance programs; 4) the penalties that may be imposed upon employees for drug abuse violations; 5) requiring that each employee engaged in the performance of the contract or grant be given a copy of the company’s drug-free policy statement and that, as a condition of employment on the contract or grant, the employee agrees to abide by the terms of the statement.

II. CONFIDENTIALITY
CONTRACTOR and its officers, employees, agents, and subcontractors shall comply with Welfare and Institutions (W & I) Code Sec. 10850, 45 CFR Sec. 205.50, and all other applicable provisions of law which provide for the confidentiality of records and prohibit their being opened for examination for any purpose not directly connected with the administration of public social services. Whether or not covered by W&I Code Sec. 10850 or by 45 CFR Sec. 205.50, confidential medical or personnel records and the identities of clients and complainants shall not be disclosed unless there is proper consent to such disclosure or a court order requiring disclosure. Confidential information gained by CONTRACTOR from access to any such records, and from contact with its clients and complainants, shall be used by CONTRACTOR only in connection with its conduct of the program under this Agreement. The COUNTY, through the Director of Homelessness Strategy and Initiatives Division of the County Administrative Office (CAO-HSI), and his/her representatives, shall have access to such confidential information and records to the extent allowed by law, and such information and records in the hands of the COUNTY shall remain confidential and may be disclosed only as permitted by law.

III. NON-DISCRIMINATION
CONTRACTOR certifies that to the best of its ability and knowledge it will comply with the nondiscrimination program requirements set forth in this Section.

3.01 Discrimination Defined: The term “discrimination” as used in this contract, is the same term that is used in Monterey County Code, Chapter 2.80 “Procedures for Investigation and Resolution of Discrimination Complaints”; it means the illegal denial of equal employment opportunity, harassment (including sexual harassment and violent harassment), disparate treatment, favoritism, subjection to unfair or unequal working conditions, and/or other discriminatory practice by any Monterey County official, employee or agent, due to an individual’s race, color, ethnic group, national origin, ancestry, religious creed, sex, sexual Docusign Envelope ID: FC9B98BE-4380-44CE-82EB-892FBE6D35C9 Docusign Envelope ID: 86BABAE5-174B-4F14-AEEA-AD8817309003 212

EXHIBIT D

HOMELESSNESS STRATEGY AND INITIATIVES DIVISION

OF THE COUNTY ADMINISTRATIVE OFFICE

ADDITIONAL PROVISIONS
Exhibit D – Additional Provisions Page 3 of 7

CITY OF SOLEDAD INTERIM HOUSING FACILITY AGREEMENT
orientation, age, veteran’s status, cancer-related medical condition, physical handicap (including AIDS) or disability. The term also includes any act of retaliation.

3.02 Application of Monterey COUNTY Code Chapter 2.80: The provisions of Monterey COUNTY Code Chapter 2.80 apply to activities conducted pursuant to this Agreement.

Complaints of discrimination made by CONTRACTOR against the COUNTY, or by recipients of services against CONTRACTOR, may be pursued using the procedures established by Chapter 2.80. CONTRACTOR shall establish and follow its own written procedures for the prompt and fair resolution of discrimination complaints made against CONTRACTOR by its own employees and agents and shall provide a copy of such procedures to COUNTY on demand by COUNTY.

3.03 Compliance with laws: During the performance of this Agreement, CONTRACTOR shall comply with all applicable federal, state and local laws and regulations which prohibit discrimination, including but not limited to the following:
• California Fair Employment and Housing Act, California Government Code Sec. 12900 et seq., see especially Section 12940 (c), (h), (1), (i), and (j); and the administrative regulations issued thereunder, 2 Calif. Code of Regulations Secs. 7285.0 et seq. (Division 4 - Fair Employment and Housing Commission); • California Government Code Secs. 11135 - 11139.5, as amended (Title 2, Div. 3, Part 1, Chap. 1, Art. 9.5) and any applicable administrative rules and regulations issued under these sections; including Title 22 California Code of Regulations 98000-98413.
• Federal Civil Rights Acts of 1964 and 1991 (see especially Title VI, 42 USC Secs. 2000d et seq.), as amended, and all administrative rules and regulations issued thereunder (see especially 45 CFR Part 80);
• The Rehabilitation Act of 1973, Secs. 503 and 504 (29 USC Sec. 793 and 794), as amended; all requirements imposed by the applicable HHS regulations (45 CFR Parts 80, 84 and 91); and all guidelines and interpretations issued pursuant thereto; • 7 Code of Federal Regulations (CFR), Part 15 and 28 CFR Part 42;

• Title II of the Americans with Disabilities Act of 1990 (P.L. 101-336), 42 U.S.C.

Secs. 12101 et seq. and 47 U.S.C. Secs. 225 and 611, and any federal regulations issued pursuant thereto (see 24 CFR Chapter 1; 28 CFR Parts 35 and 36; 29 CFR Parts 1602, 1627, and 1630; and 36 CFR Part 1191);
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EXHIBIT D

HOMELESSNESS STRATEGY AND INITIATIVES DIVISION

OF THE COUNTY ADMINISTRATIVE OFFICE

ADDITIONAL PROVISIONS
Exhibit D – Additional Provisions Page 4 of 7

CITY OF SOLEDAD INTERIM HOUSING FACILITY AGREEMENT
• Unruh Civil Rights Act, Calif. Civil Code Sec. 51 et seq., as amended; • Monterey COUNTY Code, Chap. 2.80.;
• Age Discrimination in Employment Act 1975, as amended (ADEA), 29 U.S.C.

Secs 621 et seq.;
• Equal Pay Act of 1963, 29 U.S.C. Sec. 206(d);
• California Equal Pay Act, Labor Code Sec.1197.5.
• California Government Code Section 4450;
• The Dymally-Alatorre Bilingual Services Act; Calif. Government Code Sec. 7290 et seq.
• The Food Stamp Act of 1977, as amended and in particular Section 272.6. • California Code of Regulations, Title 24, Section 3105A(e) • Removal of Barriers to Inter-Ethnic Adoption Act of 1996, Section 1808

3.04 Written assurances: Upon request by COUNTY, CONTRACTOR will give any written assurances of compliance with the Civil Rights Acts of 1964 and 1991, the Rehabilitation Act of 1973 and/or the Americans with Disabilities Act of 1990, as may be required by the federal government in connection with this Agreement, pursuant to 45 CFR Sec. 80.4 or 45 CFR Sec. 84.5, and 91; 7 CFR Part 15; and 28 CFR Part 35, or other applicable State or federal regulation.

3.05 Written non-discrimination policy: Contractor shall maintain a written statement of its non-discrimination policies which shall be consistent with the terms of this Agreement. Such statement shall be available to employees, recipients of services, and members of the public, upon request.

3.06 Grievance Information: CONTRACTOR shall advise applicants who are denied CONTRACTOR’s services, and recipients who do receive services, of their right to present grievances, and of their right to a State hearing concerning services received under this Agreement.

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EXHIBIT D

HOMELESSNESS STRATEGY AND INITIATIVES DIVISION

OF THE COUNTY ADMINISTRATIVE OFFICE

ADDITIONAL PROVISIONS
Exhibit D – Additional Provisions Page 5 of 7

CITY OF SOLEDAD INTERIM HOUSING FACILITY AGREEMENT

3.07 Notice to Labor Unions: CONTRACTOR shall give written notice of its obligations under paragraphs 4.01 - 4.08 to labor organizations with which it has a collective bargaining or other agreement.

3.08 Access to records by government agencies: CONTRACTOR shall permit access by COUNTY and by representatives of the State Department of Fair Employment and Housing, and any state agency providing funds for this Agreement, upon reasonable notice at any time during normal business hours, but in no case less than 24 hours' notice, to such of its books, records, accounts, facilities, and other sources of information as the inspecting party may deem appropriate to ascertain compliance with these non-discrimination provisions.

3.09 Binding on Subcontractors: The provisions of paragraphs 3.01 - 3.08 shall also apply to all of CONTRACTOR's subcontractors. CONTRACTOR shall include the nondiscrimination and compliance provisions of these paragraphs in all subcontracts to perform work or provide services under this Agreement.

IV. ADDITIONAL REQUIREMENTS

4.01 Covenant Against Contingent Fees: CONTRACTOR warrants that no person or selling agency has been employed or retained to solicit this Agreement. There has been no agreement to make commission payments in order to obtain this Agreement. For breach or violation of this warranty, COUNTY shall have the right to terminate this Agreement without liability or, at its discretion, to deduct from the Agreement price or consideration, or otherwise recover, the full amount of such commission, percentage, brokerage, or contingency fee.

4.02 Debarment, Suspension and Fraud, and Abuse: CONTRACTOR certifies to the best of its knowledge and belief, that it and any subcontractors:
a) Are not presently debarred, suspended, proposed for disbarment, declared ineligible, or voluntarily excluded from covered transactions by any federal or State department or agency.
b) Have not, within a three-year period preceding this Agreement, been convicted of, or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (federal, State, or local) transaction or contract under a public transaction; violation of federal or State antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property.
c) Are not presently indicted for, or otherwise criminally or civilly charged by a governmental entity (federal, State, or local) with commission of any of the offenses in 4.02(b).

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EXHIBIT D

HOMELESSNESS STRATEGY AND INITIATIVES DIVISION

OF THE COUNTY ADMINISTRATIVE OFFICE

ADDITIONAL PROVISIONS
Exhibit D – Additional Provisions Page 6 of 7

CITY OF SOLEDAD INTERIM HOUSING FACILITY AGREEMENT
d) Have not, within a three-year period preceding this Agreement, had one or more public transactions (federal, State, or local) terminated for cause or default.

4.03 CONTRACTOR shall report immediately to COUNTY in writing, any incidents of alleged fraud and/or abuse by either CONTRACTOR or its subcontractors.

4.04 CONTRACTOR shall maintain any records, documents, or other evidence of fraud and abuse until otherwise notified by COUNTY.

4.05 CONTRACTOR agrees to timely execute any and all amendments to this Agreement or other required documentation relating to the debarment/suspension status of any subcontractors.

V. CONTRACT ADMINISTRATORS

5.01 Contract Administrator – CONTRACTOR: CONTRACTOR hereby designates its CITY MANAGER OF SOLEDAD as its Contract Administrator for this Agreement. All matters concerning this Agreement which are within the responsibility of CONTRACTOR shall be under the direction of, or shall be submitted to, the CONTRACTOR's Contract Administrator. CONTRACTOR may, in its sole discretion, change its designation of the Contract Administrator, and shall promptly give written notice to COUNTY of any such change.

5.02 Contract Administrator – COUNTY: COUNTY hereby designates the DIRECTOR OF HOMELESSNESS STRATEGY AND INITIATIVES DIVISION (CAO-HSI) as its Contract Administrator for this Agreement. All matters concerning this Agreement which are within the responsibility of COUNTY shall be under the direction of, or shall be submitted to, the Director or such other COUNTY employee in the CAO-HSI as the Director may appoint.

COUNTY may, in its sole discretion, change its designation of the Contract Administrator, and shall promptly give written notice to CONTRACTOR of any such change.

VI. CONTRACT DEPENDENT ON GOVERNMENT FUNDING
COUNTY's payments to CONTRACTOR under this Agreement are funded by the State and/or Federal governments. If funds from State and/or Federal sources are not obtained and continued at a level sufficient to allow for COUNTY's purchase of the indicated quantity of services, then COUNTY may give written notice of this fact to CONTRACTOR, and the obligations of the parties under this Agreement shall terminate immediately, or on such date thereafter, as COUNTY may specify in its notice, unless in the meanwhile the parties enter into a written Amendment modifying this Agreement.

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EXHIBIT D

HOMELESSNESS STRATEGY AND INITIATIVES DIVISION

OF THE COUNTY ADMINISTRATIVE OFFICE

ADDITIONAL PROVISIONS
Exhibit D – Additional Provisions Page 7 of 7

CITY OF SOLEDAD INTERIM HOUSING FACILITY AGREEMENT
VII. APPEAL PROCESS
In the event of a dispute or grievance regarding the terms and conditions of this Agreement, both parties shall abide by the following procedures:
a) CONTRACTOR shall first discuss the problem informally with the designated CAO-HSI Contact/Program Analyst. If the problem is not resolved, CONTRACTOR must, within fifteen (15) working days of the failed attempt to resolve the dispute with Contact/Program Analyst, submit a written complaint, together with any evidence, to the CAO-HSI Director.

The complaint must include a description of the disputed issues, the legal authority/basis for each issue which supports CONTRACTOR’s position, and the remedy sought. The CAOHSI Director shall, within fifteen (15) working days after receipt of CONTRACTOR’s written complaint, make a determination on the dispute, and issue a written decision and reasons therefore. All written communication shall be pursuant to Section 14. NOTICES of this Agreement. Should CONTRACTOR disagree with the decision of the Director, CONTRACTOR may appeal the decision to the County Administrative Officer (CAO Officer).
b) CONTRACTOR’s appeal of the Director’s decision must be submitted to the CAO Officer within ten (10) working days from the date of the decision; be in writing, state the reasons why the decision is unacceptable, and include the original complaint, the decision that is the subject of appeal, and all supporting documents. Within twenty (20) working days from the date of CONTRACTOR’S appeal, the CAO Officer, or his/her designee, shall meet with CONTRACTOR to review the issues raised on appeal. The CAO Officer shall issue a final written decision within fifteen (15) working days of such meeting. c) CONTRACTOR may appeal the final decision of the CAO Officer in accordance with the procedures set forth in Division 25.1 (commencing with Section 38050) of the Health and Safety Code and the regulations adopted thereunder. (Title 1, Subchapter 2.5 commencing with Section 251, or Subchapter 3 commencing with Section 300, whichever is applicable, of the California Code of Regulations).
d) CONTRACTOR shall continue to carry out the obligations under this Agreement during any dispute.
e) Costs incurred by CONTRACTOR for administrative/court review are not reimbursable by COUNTY.

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EXPENDITURE AND ACTIVITY REPORT TEMPLATE EXHIBIT E
Agency Name and Address: City of Soledad Remit to: [email protected] Agency Contract Administrator: Megan Hunter, City Manager cc: [email protected] Email Address: [email protected]
Direct Phone Number: 831-223-5043 Contract Term:

Contract Amount:

Initial Payment Balance: $1,955,000.00
Unencumbered: $ 1,955,000.00
Unexpended: $ 1,955,000.00 Reporting Period:

To Date Expenses: $ - Report Date:

Report Number:

Expenditure Table
Expense Type Eligible Use Category Encumbered Expended Services Provided By:

Modular Units Interim Sheltering AMEG
Total $ - $ -
I certify that this report is correct and complete to the best of my knowledge and that the costs are eligible pursuant to the terms of the contract.

Person Completing Report Title Authorizing Signature/Date County Contract Manager Approval
Budget Modification Request: Y*/N *attach proposed budget. $1,955,000.00
December 3, 2024 to June 30, 2027
Summary of Expenditure and Project Activities [Attach all subcontractor invoices and any other supporting documentation.] Include Interim Housing Progress
Notes/Status Updates
ERFG2SOLED: SOLEDAD ENCAMPMENT RESOLUTION FUNDING PROGRAM DEVELOPMENT OF INTERIM HOUSING FACILITY Docusign Envelope ID: FC9B98BE-4380-44CE-82EB-892FBE6D35C9 Docusign Envelope ID: 86BABAE5-174B-4F14-AEEA-AD8817309003 218

EXHIBIT F
BUDGET
EXHIBIT F –BUDGET Page 1 of 1
January 7, 2025 to June 30, 2027
Agency Name:CITY OF SOLEDAD – ERF-3-R PROGRAM
Project Description: Development of a 16-bed non-congregate interim housing facility Expense Categories* Amount
Development and Construction $ 1,655,000.00
Property Maintenance & Security (24 months) $ 300,000.00 Total Project Budget $ 1,955,000.00
Budget Narrative
Expense Categories Line-Item narrative
Development and
Construction
Costs for the purchase of modular units, furniture, fixtures & equipment, site development, planning and design, permitting, entitlements, bonding, utility hookups, decking/grading/gravel to build a pet-friendly, non-congregate and relocatable interim housing facility that includes: 16 sleeping quarters, hygiene units, office units, a laundry unit, an intake/security unit, break room unit, outdoor common areas, area for pets, area for parking, bike racks and storage space for residents’ belongings.

Property
Management,
Maintenance &
Property Security
Costs for maintaining the Interim Housing Facility property management needs, including monthly utilities, basic maintenance, and repairs to units/appliances/plumbing, and for the provision of onsite security management from 10:00 p.m. to 6:00 a.m. 7-days a week, 365 days a year for up to 24 months.
*ERF-3-R
Eligible Use
Category
Eligible Use Description Total
Maximum
Allowable
Amount
Interim
Sheltering
Interim sheltering, limited to newly developed
clinically enhanced congregate shelters, new or
existing non-congregate shelters, and operations of
existing navigation centers and shelters based on
demonstrated need that are well suited for eligible
persons.
$ 1,955,000.00
Program Code: ERFG2SOLED
Program Name: Soledad Encampment Resolution Funding Program Docusign Envelope ID: FC9B98BE-4380-44CE-82EB-892FBE6D35C9 Docusign Envelope ID: 86BABAE5-174B-4F14-AEEA-AD8817309003 219
Docusign Envelope ID: 8FF0CF8C-72C4-48D1-9D1A-166989E2C838 AMENDMENT #1 TO AGREEMENT A-17196

BY AND BETWEEN

COUNTY OF MONTEREY & CITY OF SOLEDAD
THIS AMENDMENT #I is made and entered into by and between the County of Monterey, a political subdivision of the State of California, (hereinafter "COUNTY"), and the City of Soledad (hereinafter "CONTRACTOR").

WHEREAS, COUNTY and CONTRACTOR entered into an AGREEMENT for the development, construction, and property management of a non-congregate interim housing facility to provide temporary shelter for the occupants living in the Salinas River Soledad encampment for the period of January 7, 2025 to June 30, 2027 for a contract total of $1,955,000.00; and, WHEREAS, the parties wish to amend the AGREEMENT via AMENDMENT #1 to add $193,332.00 to support the development of additional provisional interim shelter during the construction of the 16-bed interim housing facility to address emergency encampment concerns for the unsheltered encampment occupants living in the Salinas River Soledad encampment with no change to the contract term for a revised contract total of $2,148,332.00,
NOW THEREFORE, the COUNTY and CONTRACTOR agree to amend the AGREEMENT in the following manner:

This Agreement is hereby amended on the terms and conditions set forth in the Original Agreement and Amendment# I incorporated herein by this reference, except as specifically set forth below.

I. SECTION 1.0, "SERVICES TO BE PROVIDED" is amended to read as follows:

The COUNTY hereby engages CONTRACTOR to perform, and CONTRACTOR hereby agrees to perform the services described in Exhibit A-1 in conformity with the terms of this Agreement.

2. SECTION 2.0, "PAYMENTS BY COUNTY" is amended to read as follows:

COUNTY shall pay the CONTRACTOR in accordance with the payment provisions set forth in Exhibit A-1, subject to the limitations set forth in this Agreement. The total amount payable by County to CONTRACTOR under this Agreement shall not exceed the sum of $2,148,332.00.

3. Exhibit A-1 replaces Exhibit A and reflects the addition of $193,332.00 for a new contract total of $2,148,332.00.

4. Exhibit D-1 replaces Exhibit D and references the new Exhibit A-1.

5. Exhibit E-1 replaces Exhibit E and reflects the addition of $193,332.00 and the new contract total of $2,148,332.00.

6. Exhibit F-1 replaces Exhibit F and reflects the addition of $193,332.00 and the new contract total of $2,148,332.00.

Amendment# I to Professional Services Agreement w/City of Soledad FY: January 7, 2025 to June 30, 2027
Pagel of3
Attachment 4
220
Docusign Envelope ID: 8FF0CFBC-72C4-48D1-9D1A-166989E2C838

7. Except as provided herein, all remaining terms, conditions and provisions of the AGREEMENT are unchanged and unaffected by this AMENDMENT #I and shall continue in full force and effect as set forth in the AGREEMENT.

8. A copy of this AMENDMENT #1 shall be attached to the original AGREEMENT, dated January 7, 2025, respectively.

This space left blank intentionally.

Amendment # I to Professional Services Agreement w/City of Soledad FY: January 7, 2025 to June 30, 2027

221
Docusign Envelope ID: 8FF0CF8C-72C4-48D1-9D 1 A-166989E2C838 IN WITNESS WHEREOF, the parties have executed this AMENDMENT on the day and year written below.

COUNTY ADMINISTRATIVE OFFICE (CAO) CITY OF SOLEDAD
Sonia M. De La Rosa, CAO lDSigned by:

By [£~:Ip ~GLUJli By: _2
City
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Manager
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Deborah Paolinelli, Assistant CAO
Date: 3/13/2025 I 9:10 AM PDT 3/10/2025 I 10: 57 AM PDT Date:

CONTRACTS/PURCHASING (C/P): CITY OF SOLEDAD
~::::.:::~ G Slgnedby:

By:
lllik ~Jn"fVJ) U~ Offo~
By: -csacs012a~dSQds;ia
Debra R. Wilson, C/P Officer City Attorney
Date: 3/13/2025 I 8:14 AM PDT Date: 3/11/2025 I 9 :22 AM PDT APPROVED AS TO FORM:

Offi ce of the County Counsel-Risk Management,
Susan K. Blitch, County Counsel
~DocuSlgned by:

By: al.AJA,l, bvu1,fotA, A4609 I 250263489 ...

Anne Brereton, Deputy County Counsel
Date: 3/12/2025 I 4:55 PM PDT
APPROVED AS TO RISK MANAGEMENT:

Office of the County Counsel-Risk Management,
Susan K. Blitch, County Counsel
Q Slgnedby:

By:

David
~!e~~~!~~~J Bolton, Risk ~sk
Manag
~ er
Date: 3/13/2025 I 8:05 AM PDT
Amendment # I to Professional Services Agreement w/City of Soledad FY: January 7, 2025 to June 30, 2027

222
ENCAMPMENT RESOLUTION FUNDING- ROUND 3 ( ERF-3)

SENDERO INTERIM HOUSING
September 2, 2026
223

OUTCOMES UPDATE
All participants are engaged in behavioral health, and individualized support continues as they work towards permanent housing 14 Permanent
Housing
Placements
14 Residents at
Sendero
3 Employeed
Participants
4 Recieved
Substance Use
Treatment
224

SENDERO PATICIPANTS HOUSING GOALS
Participants are actively meeting with Step Up case managers for a smooth transition
4 Approved to
Casa de
Esperanza
2 Awaiting
Approval
2 Family
Reunification
6 Tenant-Based
Rental
Assistance
Every Participant at Sendero (14) has a housing plan
225
SENDERO’S CLOSURE & ADDITONAL FUNDS
Staff continues to seek additional funding opportunities. However the current funds can only support site operations through December 2026
Participants will continue to recieve wrap-around services though June 2027 to maintain housing stability
The additional funds are gap funding to address higher-thananticipated expenditures and emerging needs to resolve the riverbed encampment, such as the 8-month provisional encampment.

Additional enforcement and clean-up efforts
226

DISCUSSION AND Q&A
227
SUBJECT: Community Engagement Strategies Presentation
TO: Honorable Mayor Velazquez and City Council
FROM: Eric Mora, Community Engagement Manager
MEETING DATE: September 2, 2026

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 2.

Recommendation
Receive and file the report on community engagement strategies Executive Summary
Meaningful community engagement is an important component of effective local government.

Consistent opportunities for residents to receive information, provide input, and understand how public feedback informs City decisions can strengthen trust and transparency. The City of Soledad currently engages the community through a variety of methods, including public meetings, City Council meetings, websites, social media, email communications, community events, partnerships, and direct person-to-person outreach. The purpose of this report is to provide the City Council with an overview of current engagement strategies as well as highlighting a couple of priority areas for the community engagement team in the coming months.

Background
The City of Soledad established the Community Engagement job description in December 2020. At that time the purpose of the position was to focus on leveraging our parks and recreation center with available regional programs that can provide community programs for the Soledad Community, specifically the elderly and youth. Additionally, the position would focus on neighborhood and community outreach including but not limited to community infrastructure, volunteer programs, Soledad Youth Council and securing grants through establishing relationships with various philanthropic foundations and non-profit organizations.

The Community Engagement Manager position was not filled until January 2022, due to the COVID19 pandemic. In September 2021, the City Council approved the Community Engagement Coordinator position to enhance the community engagement efforts. The department operated with two full-time positions until January 2026, when the Community Engagement Coordinator left to pursue other interests. Since that time the City has not filled the Community Engagement Coordinator position due to General Fund budget constraints.
228
Since the creation of the Community Engagement Department the purpose has evolved. The City now has a greater social media presence and is working on establishing partnerships. Work with the Youth Council is now under the direction of the Parks and Recreation Director, while the Community Engagement Manager continues to work with the Civics Academy.

Review & Analysis
The City of Soledad uses a variety of strategies to further the City’s Community Engagement goals:

Social Media
The City of Soledad has established a strong presence on social media, particularly through its existing Facebook and Instagram platforms. During the first nine months of the new Community Engagement team’s operations, the team has focused on expanding the City’s capacity to provide timely, accessible, and engaging information to residents across a variety of topics. These efforts have included communications regarding road closures and other service impacts, emergency notifications, City department accomplishments, community and city events, programs, and other information of interest to residents.

The team has also worked to broaden the City’s reach and improve the accessibility and inclusivity of its communications. Key accomplishments during the first nine months include:

Expanded Spanish-language communications: Increased the City’s ability to communicate with Spanish-speaking residents by producing videos and other content entirely in Spanish, rather than relying solely on translated text or captions.

Improved accessibility: Began incorporating accessibility features into video communications, including ADA-conscious design practices such as captions and accessible visual and audio content, positioning the City to meet evolving accessibility expectations for government communications that will go into effect next year.

Increased Instagram engagement and reach: Grew the City’s Instagram following by 35% during the team’s first nine months, from December 2025 through August 2026.

Expanded the City’s social media presence by launching three new accounts: Launched new official City of Soledad accounts on LinkedIn, Nextdoor, and TikTok, allowing the City to reach different audiences.

These efforts represent an important step toward establishing a more proactive and accessible communications infrastructure for the City. Rather than relying on a single communications channel, the Community Engagement team is expanding the City’s ability to meet residents where they are, provide information in multiple languages and formats, and build stronger connections with the community.

Newsletter
The City of Soledad maintains a quarterly community newsletter as an additional channel for sharing timely information about City services, programs, events, projects, and community resources. As part of the Community Engagement team’s efforts to improve the accessibility and effectiveness of City communications, the newsletter format has been redesigned to better align with evolving ADA accessibility requirements and best practices.
229
The redesigned format incorporates increased color contrast, larger and more readable font sizes, improved content organization, and a stronger visual hierarchy to make information easier for residents to navigate and understand.

The City’s newsletter currently reaches over 2,000 subscribers through Mailchimp, providing the City with a direct communication channel to residents and community members who have opted to receive updates.

The newsletter redesign represents an opportunity not only to improve accessibility, but also to strengthen the City’s ability to communicate consistently and effectively with residents through a direct, reliable, and measurable communications platform.

Civics Academy
Following a hiatus due to the departure of the previous Community Engagement Manager, the City of Soledad’s Civics Academy has resumed regular meetings. A key challenge identified during the transition was the lack of consistent recordkeeping and documentation of prior meetings and activities as well as a pending graduation ceremony and shirts for the first cohort of the civics academy.

Since reconvening, the Civics Academy has provided residents with opportunities to learn about and engage with City operations and initiatives. Recent sessions have included:

Presentations on the City of Soledad’s budget process;
An introduction to the City’s new Parks Director, Ana Ambriz; An overview of the Clean California grant and solicitation of feedback for debris hot spots; and Regular updates on City events, programs, and community activities.

To increase accessibility and participation, the Civics Academy has expanded its meeting schedule from one in-person meeting per month to two hybrid meetings per month—one morning session and one evening session. This expanded schedule provides residents with greater flexibility to participate based on their schedules and availability. Staff will continue to strengthen recordkeeping and documentation practices while expanding outreach and participation in the Civics Academy.

Media Ad Hoc Committee
The Community Engagement Manager leads an internal Media Ad Hoc Committee comprised of representatives from each City department. The committee meets on a monthly basis at City Hall to identify and coordinate departmental communication and community engagement needs.

The committee provides a collaborative forum for departments to brainstorm communications strategies, identify outreach opportunities, and ensure that departmental needs are effectively supported. The group also works to strengthen each department’s capacity to independently engage with the community through effective communication, outreach, and public information efforts.

Partnerships
A key component of the City of Soledad’s community engagement strategy is the development and maintenance of strong partnerships with community-based organizations (CBOs), government agencies, and other community partners. While many of the City’s longstanding partnerships have traditionally been initiated through the efforts of elected officials, the Community Engagement team is actively working to maintain, strengthen, and expand these relationships to increase access to services and resources for Soledad residents.
230
Recent partnership highlights include:

Mexican Consulate: The City continues to partner with the Mexican Consulate to bring events and services directly to Soledad. This partnership provides Mexican nationals residing in Soledad with opportunities to engage with Consular representatives in their own community and access services without having to travel outside the area.

Catholic Charities: The City established a new partnership with Catholic Charities to provide CalFresh and Medi-Cal enrollment assistance in Soledad. The partnership helps ensure that residents who may need assistance navigating these programs can access support close to home. Watsonville Law Center: The City partnered with the Watsonville Law Center to host a “Know Your Rights” workshop, providing residents with free legal consultations, information, and assistance in completing family emergency plans.

First 5 Monterey County: Dolly Parton’s Imagination Library: Through targeted community outreach and promotion, Soledad has achieved the highest enrollment among South County cities in the Dolly Parton Imagination Library program and ranks third overall in Monterey County, behind only two Salinas ZIP codes. This reflects the impact of coordinated outreach efforts to connect local families with early childhood literacy resources.

Website
The City of Soledad launched a new website in July 2026, spearheaded by the Information Technology (IT) Department. Since the launch, the Community Engagement Manager has worked closely with City departments to review and update departmental webpages, ensuring that information is current, accurate, and easily accessible to the public.

The Community Engagement Manager has also advocated for enhancements to improve the City’s overall communications infrastructure, including the development of a community calendar, a centralized press release repository, and other website improvements designed to streamline the dissemination of information and provide residents with a more user-friendly resource for accessing City programs, services, events, and updates.

Events
The Community Engagement Team coordinates and supports a variety of City events and community engagement activities throughout the year. The team also provides direct support to City departments in planning and executing press conferences, ribbon cuttings, community events, and other Citysponsored activities.

This support includes coordinating communications and outreach, assisting with event logistics, developing promotional materials such as flyers, social media graphics, and other informational materials, promoting events to the community, and helping ensure that City-sponsored activities effectively inform and engage residents.

Media
The Community Engagement Team serves as a primary point of contact for local and regional media, helping to amplify the City’s voice and ensure timely and accurate information is shared through traditional media platforms.

The team develops and distributes press releases and media advisories, maintains and updates media contact lists, and coordinates with reporters and media outlets on City-related inquiries and announcements. The team also monitors and reviews media coverage of the City, identifying significant stories, emerging issues, and public sentiment, and provides regular briefings to City leadership to 231
support informed decision-making and effective communication Forthcoming Work
As outlined in the City’s Strategic Plan, the Community Engagement team will advance a coordinated, data-informed, and equity-focused approach to strengthening relationships between the City and the community. The team’s work will focus on three interconnected priorities:

3.2.1 – Use data to advance equitable and effective community engagement. The Community Engagement team will use demographic data to community feedback to better understand who is and who is not participating in City programs, services, and decision-making processes. This information will help the City identify gaps in outreach, tailor engagement strategies to the needs of different communities, and evaluate the effectiveness of engagement efforts over time.

3.2.2 – Update a citywide community engagement strategy with measurable and equity-focused goals. The team will support the development and implementation of a comprehensive, citywide community engagement strategy that establishes consistent practices across City departments.

The strategy will identify clear goals, measurable outcomes, priority audiences, and appropriate engagement methods, while ensuring that residents have meaningful opportunities to provide input on issues that affect their neighborhoods and quality of life.

3.3.1 – Strengthen community connections through partnerships and access to local resources.

The Community Engagement team will strengthen relationships with community-based organizations to help expand the City's reach, connect residents with available resources and services, and create additional opportunities for residents to participate in civic life. By working collaboratively with trusted community partners, the City can improve access to information and resources while building stronger, more sustained relationships with residents.

Financial Considerations
There are no financial considerations tied to this presentation Strategic Plan Alignment
The Community Engagement Department supports Goal 3.2 - Strengthen Inclusive and Equitable Participation in all City Planning and Decision-Making Processes Alternatives
None
Planning/CEQA
The presentation of the Community Engagement Strategies is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15262, as the Plan is a planning document that does not commit the City to any specific project or physical improvements.

Environmental impacts of any future projects identified in the Plan will be evaluated separately in accordance with CEQA prior to their implementation.

Public Notice Requirements
None
232
Community Engagement Strategies
Attachment(s):
233

COMMUNITYENGAGEMENT
E
Sric MoTra, CoRmmunAity EngTagemeEnt MaGnager, CI
ity
Eof SoSledad
234

OFFICEOVERVIEW
The Office of Community Engagement spearheads
the City’s initiatives in public information, civic
engagement, website and digital communications
management, and legislative advocacy.

The Office’s primary mission is to enhance public
awareness of City programs and initiatives, and
encourage meaningful participation in local
government.

OFFICEOF COMMUNITYENGAGEMENT STAFF
Eric Mora, Community Engagement Manager
Community Engagement Coordinator (VACANT,
Unfunded for FY 26/27)
235

CURRENT STRATEGIES
236

SOCIALMEDIA
-Facebook
-Instagram
-LinkedIn (New!)
-Nextdoor (New!)
-TikTok (New!)
237

NEWSLETTER
238

CIVICSACADEMY
239

MEDIAADHOC COMMITTEE
Comprised of representativies of
each City Department
Expand City’s capacity for
effective communication
Coordinating communication
efforts for events and city’s work
Learning community
240

PARTNERSHIPS
Catholic Charities: new
partnership to launch Cal Fresh and
Medical enrollment assistance to
ensure that residents who need
help can receive it close to home
Mexican Consulate: hosted
Rutas informativas, Consul Movil
events and Dual Citizenship
information sessions to ensure
that Soledad residents don’t
have to travel all the way to San
Jose for essential services
Watsonville Law Center:
hosted Know Your Rights
workshop with free legal
consulations, information, and
assistance completing family
emergency plans
First 5 (Dolly Parton Imagination
Library): due to outreach efforts,
Soledad is the highest enrolled
South County City in the Dolly
Parton Imagination Library (3
overall to two Salinas zip codes)
rd
241

WEBSITE
242
EVENTS
Tacos with the Team
State of the City
Press Conferences
Ribbon Cuttings
243
M
EDIA
PressReleases&
MediaAdvisories
Maintainmedia
contactlists
Reviewmedia
coverageandbrief
cityleadershipon
significantstoriesor
publicsentiment
244

FORTHCOMING WORK
245

STRATEGIC PLAN

3.2.1 – Use data
to advance
equitable and
effective
community
engagement

3.2.2 – Update a
citywide community
engagement
strategy with
measurable and
equity-focused
goals.

3.3.1 – Strengthen
community
connections through
partnerships and
access to local
resources.
246
SUBJECT: Strategic Plan Quarterly Update - Q2 2026
TO: Honorable Mayor Velazquez and City Council
FROM: Jesus Yanez, Finance Management Analyst
MEETING DATE: September 2, 2026

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 3.

Recommendation
It is recommended that the City Council of the City of Soledad receive and accept the Second Quarter 2026 Strategic Plan Progress Report, which provides an overview of the City’s implementation efforts and key accomplishments to date.

Executive Summary
The Second Quarter 2026 Strategic Plan Progress Report summarizes implementation efforts for the quarter ending June 30, 2026 (April–June). The Strategic Plan serves as a five-year roadmap informed by community priorities and guides City operations, budgeting, and service delivery. Initial results indicate that implementation is well underway, with 74% of urgent objectives and 23% of semi-urgent objectives completed or on track. The City has also strengthened accountability by integrating Strategic Plan tracking into its operations through dashboards, reporting mechanisms, and enhanced departmental coordination. Moving forward, the City will continue aligning resources with strategic priorities, maintaining transparency through quarterly progress updates, and refining the plan to address evolving community needs.

Background
On November 5, 2026, the City Council adopted the 2025-2030 Strategic Plan, establishing a clear vision, mission, and set of priorities to guide City operations, resource allocation, and decision-making over the next five years. The Strategic Plan was developed collaboratively by the City Council and staff, incorporating input from community stakeholders and residents gathered through various planning efforts to ensure it reflects Soledad’s shared values and long-term vision. Each priority is supported by specific goals, measurable objectives, and key initiatives that align with the City’s budget, capital planning, and departmental work programs. Implementation will be monitored through regular progress reports and performance indicators to ensure accountability and transparency. 247
Review & Analysis
The Strategic Plan is organized around the Siempre Soledad General Plan Guiding Principles, which were shaped by input from hundreds of community stakeholders. These Guiding Principles establish nine foundational pillars—Economy, Housing, Environmental Justice and Equity, Community Places, Mobility, Safety, Youth, and Health. The 2025-2030 Strategic Plan is organized around these pillars. A tenth element—focused on internal operations—has been incorporated to ensure the City has the organizational capacity, staffing, and resources necessary to implement the Strategic Plan successfully.

The Strategic Plan serves as a comprehensive roadmap for achieving the City’s vision, with ten overarching priorities that reflect Soledad’s commitment to service excellence, sustainability, and quality of life.

To balance near-term action with long-term planning, the Strategic Plan spans a five-year horizon (2025–2030). Objectives are categorized by priority level to guide implementation:

Urgent Priorities: 1–2 years
Semi-Urgent Priorities: 2–4 years
Long-Term Priorities: 5+ years
Second Quarter Progress(April 1 - June 30, 2026)
The attached report includes:

A high-level summary of Urgent and Semi-Urgent Objectives, categorized as Completed, On Track, or Not Started, providing a clear snapshot of implementation progress.

A detailed attachment outlining major milestones and departmental accomplishments.

Examples of the major milestones include:

Issued the building permit for Quick Quack car wash as part of the build out for the Soledad Marketplace
Secured a $300,000 CDBG Planning Grant to further project design and implementation efforts of the Container Village Project
Executed an Exclusive Negotiating Agreement (ENA) with Eden Housing for 143 affordable housing units at 540 Gabilan
Secured approximately $182,000 in HHAP funding through the Coalition for Homeless Services Providers for a Transitional Aged Youth program under development in Soledad Completed installation of all purple pipe within the City of Soledad for the Recycled Water Project, advanced associated pipe installation work to approximately 95% completion Installed “Talk To Me Technology” boards at Orchard Lane and Vosti Parks Secured a $300,000 Clean California Community Cleanup and Employment Pathway (CCEP) Grant
The City continues to take the necessary actions to institutionalize the Strategic Plan in daily operations:

Integrating Strategic Plan alignment into all City Council staff reports Developing a digital progress dashboard to track implementation Assigning goal champions across departments for accountability Including Strategic Plan updates in Executive Team meetings Committing to quarterly public reporting to ensure transparency In addition, the City’s new website launched in June which includes access to the Strategic Plan, quarterly reports, and a real-time dashboard to keep the community informed. 248
Strategic Plan Implementation Dashboard - Quarter 2 Update Strategic Plan Progress Highlights - 2026 2nd Quarter
The Strategic Plan is intended to be a living document. The City Council will review and update the plan annually to ensure it remains responsive to evolving conditions, priorities, and community needs.

Future quarterly reports will continue to track progress, identify challenges, and highlight opportunities for alignment and improvement.

Financial Considerations
Although an accomplishment to highlight for the 3rd Quarter update, staff utilized the Strategic Plan to develop the Fiscal Year 2026–2027 budget.

Given the limited discretionary funding, the budget prioritizes:

Urgent actions that can be completed within existing resources Initiatives already incorporated into departmental work plans Projects eligible for grant funding or external resources This approach is intended to advance Strategic Plan implementation while minimizing impacts on the General Fund.

Strategic Plan Alignment
This report directly supports Goal 10.1: Maintain and Track Progress on the Strategic Plan and Align with Department Work Programs, serving as a key accountability and performance tracking mechanism for the City Council and the community.

Alternatives
This item provides a report to the Council on our progress. No other action is required.

Planning/CEQA
The adoption of the Soledad Strategic Plan is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15262, as the Plan is a planning document that does not commit the City to any specific project or physical improvements. Environmental impacts of any future projects identified in the Plan will be evaluated separately in accordance with CEQA prior to their implementation.

Public Notice Requirements
None required.

Attachment(s):
249
The 2026-2030 City of Soledad Strategic Plan includes 70 objectives that are categorized as Urgent, which are to be completed within one to two years of implementation; and 72 objectives categorized as Semi-Urgent to be completed within two to four years. This report shares progress towards completing these actions to advance the City’s strategic Goals.

Visit https://soledadstrategicplan.com/ for more details.

URGENT

Department Lead Key
CED Community & Economic Development
CM City Manager
CE Community Engagement
FIN Finance
HR Human Resources
IT Information Technology
FD Fire Department
REC Recreation
PD Police Department
PW Public Works
Status Key

COMPLETED

ON TRACK

NOT STARTED
2026 Q2 Update
City of Soledad Strategic Plan Implementation Dashboard 250

SEMI URGENT

Department Lead Key
CED Community & Economic Development
CM City Manager
CE Community Engagement
FIN Finance
HR Human Resources
IT Information Technology
FD Fire Department
REC Recreation
PD Police Department
PW Public Works
Status Key

COMPLETED

ON TRACK

NOT STARTED
251

1.1.1 - Increase Soledad’s marketability to attract business investment CED

1.1.2 - Provide technical assistance, resources, and engagement opportunities to help retain and grow Soledad businesses.

CED

1.1.3 – Redevelop underutilized sites to support light industrial, office, and retail growth CED

1.2.1 – Develop and implement a comprehensive tourism and hospitality strategy focused on local assets (Pinnacles, wineries, historic sites).

CED

1.2.2 - Redevelop underutilized properties to construct a major hotel to strengthen tourism CM

1.2.4 - Position Soledad as a Regional Destination through Branding, Gateway Enhancements, and Visitor Experience Improvements
CM

1.3.2 - Develop the Container Village as a small business incubator and Downtown catalyst. CM/CED

1.3.3 - Beautify downtown with façade, signage, lighting, art, and landscaping programs. CED

1.3.4 – Update and implement Downtown Specific Plan (land use, design, pedestrian access). CED

1.3.6 - Ensure that downtown infrastructure is shovel-ready (water, sewer, fiber, EV). CED/PW

1.3.7 – Activate the Downtown with regular cultural, culinary, and community events.

REC/CE/CE
D

1.4.1 - Update general plan and zoning codes to support retail, industrial redevelopment, and highway access.

CED

1.4.3 - Activate city vacant land with tailored incentives and developer outreach. CED ECONOMY: We cultivate a thriving economy that supports quality retail for our residents’ shopping needs, small businesses, and regional tourism. We aim to provide our residents with secure and well-paying jobs that will serve as the background of their livelihoods. Residents are able to shop locally for their essential needs

1.1 - Goal: Build a Resilient and Diverse Local Economy by Supporting Business Attraction, Retention, and Expansion

1.2 - Goal: Promote Tourism, Hospitality, and Agrotourism

1.3 - Goal: Enhance Downtown Revitalization, Placemaking and Infrastructure Improvements

1.4 - Goal: Evaluate Zoning, Land Use, and Sustainable Development 252

2.1.1 - Facilitate the development of 734 housing units by 2031 to meet the Regional Housing Needs Allocation (RHNA) through active pipeline projects and strategic developer partnerships.

CED

2.1.2 - Expand innovative housing options (ADUs, Cottages). CED

2.1.3 - Expand housing opportunities for all Soledad residents. CED

2.2.2 - Negotiate a Development Agreement for Miramonte to ensure adequate provision of infrastructure and public services at each stage of the project’s build out.

CM

2.3.1 – Expand permanent housing options for homeless individuals, seniors, farmworkers, large families, single parents, and other vulnerable groups.

CED

2.3.2 - Implement comprehensive homelessness solutions grounded in Housing First and interim-topermanent strategies to achieve functional zero homelessness.

CED

2.3.3 – Provide temporary emergency housing in hotels for vulnerable populations CED

2.4.1 – Preserve and improve existing housing stock. CED

2.5.1 - Provide education on housing affordability and the homebuying process CED

2.5.2 - Promote the Mortgage Credit Certificate (MCC) Program CED

2.6.1 - Strengthen and enforce fair housing policies. CED

2.6.2 - Revitalize the Soledad Housing Authority to Advance Equity and Expand Funding Access FIN

2.7.1 - Advance infill on underutilized or vacant property through re-zoning and updated standards. CM

2.7.2 - Activate city-owned sites for housing/public-private partnerships. CM

2.7.3 – Expand strategic site acquisition.

CM/
CED

2.8.1 - Pursue grants and establish a local housing trust fund. CED

2.8.2 - Update development impact fees to promote affordability. CED

2.6 - Goal: Promote Fair Housing, Equity, and Inclusion

2.7 - Goal: Evaluate and Activate City-Owned and Vacant Land for Housing Development

2.8 - Goal: Develop Incentives and Sustainable Housing Funding Programs HOUSING: We ensure access to quality, safe, and diverse housing near schools, jobs, retail, and parks that is affordable to residents of all income levels.

2.1 - Goal: Promote, Support, and Expand the Development of Diverse and Affordable Housing to Meet Community Needs

2.2 - Goal: Develop Infrastructure and Promote Smart Growth

2.3 - Goal: Expand Housing Resources for Vulnerable Populations

2.5 - Goal: Promote Homeownership, Financial Literacy, and First-Time Buyer Assistance 253

3.2.1 - Use data to advance equitable and effective community engagement. CE

3.2.2 – Update a citywide community engagement strategy with measurable and equity-focused goals. CE

3.2.3 – Build city capacity by hiring and training staff skilled in authentic community engagement. CE/HR

3.3.1 – Strengthen community connections through partnerships and access to local resources. CE/CED

3.4.1 – Upgrade and modernize water, wastewater, and stormwater systems for long-term sustainability and efficiency.

PW

3.4.3 - Expand Water Reuse and Conservation Systems PW

3.4.4 – Develop and implement a comprehensive Climate Action Plan integrated into all city operations PW

3.2 - Goal: Strengthen Inclusive and Equitable Participation in all City Planning and Decision-Making Processes

3.3 – Goal: Intentionally Allocate Resources to Eliminate Disparities in City Services and Outcomes

3.4 - Goal: Promote Sustainable Infrastructure and Environmental Resiliency ENVIRONMENTAL JUSTICE AND EQUITY: We improve the health and well-being of our local community by addressing environmental, social, and economic obstacles. We are committed to diversity, equity, and inclusion and believe everyone has a voice in shaping Soledad. We engage together as equal partners in local decision-making processes to reduce inequalities and disparities in our community.
254

4.1.1 – Ensure all city parks and public spaces are safe, accessible, and vibrant through improved amenities, infrastructure, and connectivity.

REC/PW

4.1.3 – Expand and modernize the Community Center for youth, seniors, and multicultural programming. REC/PW

4.2.2 – Improve public awareness and access to recreational programming through multilingual and digital outreach
REC

4.2.3 – Encourage physical activity, social connection, and overall well-being by offering diverse wellness opportunities and accessible outdoor spaces for residents of all ages.

REC

4.2.4 – Expand cultural programming and opportunities for creative expression. REC

4.3.4 – Develop a comprehensive plan for murals, banners, and installations celebrating local culture and history.

CED/CM

4.4.1 – Host citywide and recurring events.

CED/CED
/CM

4.4.3 – Promote Arts, Live Shows, and Performance Engagement REC/CE

4.4.4 – Provide opportunities for social engagement by connecting seniors, teens, and farmworkers to community activities.

REC/CE

4.5.2 – Expand broadband access in key areas. CM

4.6.2 – Strengthen community participation and civic engagement. CE

4.6 - Strengthen Community Services, Engagement, and Social Support

4.3 - Goal: Promote Historical Preservation and Celebrate Soledad’s Culture and Heritage

4.4 - Goal: Promote Events, Entertainment, and Social Engagement

4.5 - Goal: Improve City Facilities and Create New Community Spaces COMMUNITY PlACES: We value parks, public gathering spaces, recreation, cultural events, and vibrant community places that are comfortable and welcoming to all, regardless of age or abilities. We advance our beautiful park and recreation system with amenities that offer moments of play and connection with our neighbors.

4.1 - Enhance and Expand Public Parks, Open Space, and Community Facilities

4.2 - Expand Recreational Programming
255

5.1.1 – Upgrade key transportation corridors near schools, parks, and transit stops to enhance safety, accessibility and comfort for pedestrians and cyclists.

PW

5.2.1 – Implement the Safe Routes to School Plan PW

5.2.3 – Enhance citywide pedestrian safety infrastructure. PW

5.2.4 – Strengthen traffic enforcement and speed management. PW

5.2.5 – Launch public awareness and education campaigns.. PW

5.2.6 – Pursue funding and partnerships for Vision Zero implementation. PW

5.4.2 – Improve roadway conditions through data-driven maintenance and capital planning PW

5.6.3 – Conduct transportation impact fee and cost allocation studies. PW

5.4 - Goal: Improve Traffic Management, Road Safety, and Infrastructure

5.6 - Goal: Increase Mobility Innovation and Future Planning Capabilities MOBILITY: We have high-quality road and public transit systems that help prevent traffic fatalities and severe injuries, minimize traffic congestion, and allow convenient access to daily destinations. We are proud of our safe, walkable, accessible, and bikeable neighborhoods that promote non-automobile modes of transportation.

5.1 - Goal: Promote Active Transportation and Pedestrian Safety

5.2 – Goal: Advance Vision Zero by Implementing the Safe Routes to School Plan and Other Safety Improvements 256

6.1.1 – Strengthen relationships between police and residents. PD

6.1.3 – Partner with Schools and Service Providers to Reduce Youth Violence PD/FD

6.1.4 – Enhance senior safety and well-being. PD

6.2.1 – Recruit, Retain, and Develop Community-Oriented Police Officers PD

6.2.2 – Modernize technology to enhance departmental capacity. PD

6.2.3 – Invest in Equipment and Facilities to Support Operational Readiness. PD

6.3.3 – Modernize and standardize city ordinances and enforcement tools PD

6.5.1 – Strengthen Fire Services, Staffing, and Emergency Medical Response FD

6.5.3 – Expand Fire Prevention, Education, and Hazard Mitigation Programs FD

6.6.1 – Leverage Measure Y funding to modernize equipment, vehicles, and technology PD/FD

6.6.3 – Explore a Local Parcel Tax to Sustain and Strengthen Fire and Emergency Services FIN/CM

6.6.4 – Pursue Public Safety Grants to Strengthen Police and Fire Services PD/FD SAFETY: We prioritize a safe and open community with streets that have ample lighting, well maintained sidewalks and roads, highly visible crosswalks, protected bike lanes, and convenient freeway access that accommodates routes for emergency evacuation. Our safety and law enforcement providers are our partners in preventing crime, developing community-based intervention programs, and preparing for emergencies. We are committed to building long-term resilience and embracing environmental sustainability to protect all residents from negative environmental impacts.

6.1 - Goal: Strengthen Community Trust and Public Safety through Partnership and Community Policing

6.2 – Goal: Strengthen the Capacity of the Police Department through Recruitment, Retention, and Strategic Investment

6.5 - Goal: Maintain Adequately Staffed and Well-Equipped Fire and Emergency Services to Protect Life, Property, and Community Safety

6.6 - Goal: Secure Sustainable and Transparent Funding for Public Safety Operations

6.3 - Goal: Improve Animal Control Services and Code Enforcement 257

7.2.2 – Reinvigorate the Youth Council to Strengthen Youth Voice and Civic Impact REC

7.3.2 – Expand recreational, cultural, and wellness programming. REC

7.4.1 – Strengthen youth mental health and wellness services through community partnerships REC

7.2 - Goal: Promote Youth Leadership, Civic Engagement, and Mentorship

7.3 - Goal: Expand Recreational Activities and Cultural Exposure

7.4 - Goal: Enhance Mental Health, Family Support, and Community-Based Resources YOUTH: We invest in our youth by providing safe communities, access to health care, workforce development, educational pathways, quality housing, and parks and recreational opportunities for their well-being and growth.
258

8.4.1 – Expand access to nutritional programs. REC

8.4.2 – Support our local farmers' market, develop community gardens, and increase cooking programs. REC

8.5.4 – Ensure ADA access and senior-friendly recreation. REC

8.4 - Goal: Provide Healthy Food Access and Nutrition Programs

8.5 - Goal: Enhance Senior Health, Recreation, and Social Engagement HEALTH: We promote both physical and mental health services through our infrastructure, facilities, stores, and services. This includes walking, biking, and access to healthy and safe foods. Healthcare and social services are plentiful and accessible to everyone in the community.
259

INTERNAL OPERATIONS

10.1.1 – Update and implement the Strategic Plan to reflect current Council goals. CM

10.2.1 – Strengthen Governance Structures and Council Effectiveness CM

10.2.2 – Increase transparency, open communication, and public access CM

10.2.3 – Strengthen legislative advocacy and policy influence CM

10.3.1 – Strengthen leadership development and organizational coaching. HR

10.3.2 – Align employee policies and performance systems with strategic priorities. HR

10.3.3 – Enhance succession planning for critical roles. HR

10.3.4 – Strengthen organizational culture and employee engagement. HR

10.4.1 – Conduct citywide hardware and software technology and infrastructure needs assessment. IT

10.4.2 – Transform the City’s Website, Meeting Systems, and Digital Tools to Support Accessible and Transparent Governance
IT

10.4.3 – Develop a fleet modernization plan to upgrade and maintain the City’s vehicle fleet. FIN

10.5.1 – Maintain fiscal stability and responsible financial management. FIN

10.5.2 – Pursue grants to ensure a sustainable funding strategy.

PW/CED/

PD/FIRE

10.5.3 – Build capacity for collaborative and equitable grant development. FIN

10.5 – Goal: Promote Fiscal Responsibility and Grow Grant Funding Capacity

10.1 - Goal: Maintain and Track Progress on the Strategic Plan and Align with Departmental Work Programs

10.2 - Goal: Advance Good Governance, Transparency, and Effective Council Leadership

10.3 - Goal: Foster a Healthy Organizational Culture and Invest in Leadership and Employee Development

10.4 - Goal: Modernize Technology and Fleet Infrastructure to Support Efficient, Secure, and Resilient City Operations 260
Strategic Plan Progress Highlights
April 1, 2026 – June 30, 2026
Economy
The City advanced economic development by supporting new retail openings through streamlined permitting, activating downtown with recurring events, expanding smallbusiness and vendor pathways, and continuing planning and funding efforts for the Container Village Project.

Business Growth & Permitting
• Issued Quick Quack’s building permit for the Soledad Marketplace. • Completed efforts to advance tenant improvements leading to a successful opening of a Wing Stop location.
• Facilitated execution of deferred development impact fee agreement with Wood Investment Company, Inc. related to the development of a Ross store located at 423 Nestles Road.

Downtown Activation & Events
• Activated downtown by hosting a variety of events at Front Street Park and developing a regular calendar of events, including Music in the Park Series.

Small Business & Vendor Development
• Launched El Mercadito Series, a recurring monthly marketplace developed with MCBC and supported by Chamber marketing efforts, providing a proof of concept for the future Container Village Project.
• Advanced access to capital for local businesses through the City’s CDBG loan program, providing financing assistance of $200,000 to Leyva Towing.

Strategic Projects & Funding
• Secured a $300,000 CDBG Planning Grant to further project design and implementation efforts of the Container Village Project. 261
Housing
The City furthered its housing priorities by delivering interim housing and rehousing outcomes, moving key residential projects through entitlements and environmental review, formalizing affordable housing partnerships, securing and pursuing funding for targeted programs, and adopting ordinances to remove regulatory barriers and streamline development.

Housing Production & Entitlements
• Negotiated and executed an Exclusive Negotiating Agreement (ENA) with Eden Housing to advance development of 143 affordable housing units at 540 Gabilan.

Funding & Programs
• Submitted application for additional funding for the Youth Homeless Demonstration Project and worked with BACS and HUD to initiate transfer of funding of approximately $1.2 million
• Secured $181,825.17 in HHAP funding through the Coalition for Homeless Services Providers for a Transitional Aged Youth program under development in Soledad.

Policy & Regulatory Streamlining
• Adopted three housing ordinances to remove regulatory barriers, facilitate infill and affordable housing, and streamline local development procedures—particularly for Accessory Dwelling Units (ADUs)—as required by state law.

Environmental Justice and Equity
The City invested in core water system reliability, pursuing modern metering technology to improve efficiency and customer service, and continuing construction on recycled water infrastructure to expand conservation and reduce potable water demand.

Modernization of Water, Wastewater, and Stormwater Systems • Completed a comprehensive water assessment study to guide future infrastructure planning and conservation efforts.
• Continued a utility rate study to update water, wastewater, and stormwater rates and support long-term financial sustainability and equitable cost recovery.

Water Reuse and Conservation Systems
• Completed installation of all purple pipe within the City of Soledad for the Recycled Water Project, advanced associated pipe installation work to approximately 95% completion, and prepared to transition project work to the Water Reclamation 262
Facility; remaining items include CARVs work, irrigation improvements at three school sites, and punch list items.

Supported Climate Action Planning and Greenhouse Gas Reduction • Secured Caltrans Sustainable Transportation Planning Grant for the Soledad Vehicle Miles Traveled and Greenhouse Gas Reduction Project, which was awarded on June 3, 2026.

Strengthened Community Partnerships and Access to Services for Vulnerable Populations
• Advanced the City's community engagement efforts through the "Tacos with the Team" workshop, expanding outreach to residents who are often underrepresented in public processes and creating a forum for dialogue on City services, programs, and future priorities.

Community Places
Staff continued to advance projects and partnerships that enhance community access, engagement, and quality of life. Accomplishments include securing project funding, pursuing grants for park and program improvements, expanding inclusive amenities, evaluating facility operations, and strengthening community partnerships. Staff also increased opportunities for residents to participate and provide input through advisory groups, outreach activities, events, and community programs.

Parks, Placemaking & Engagement
• Installed “Talk To Me Technology” boards at Orchard Lane and Vosti Parks to support children and adults who are non-verbal, neurodivergent, or have speech-language impairments to easily communicate with peers and caregivers, ensuring every resident can fully enjoy our public spaces.
• Evaluated the development of an application to the State for improvements at Little League/Chester Aaroe Park. Given the complexity of the grant program, staff is evaluating proposals from two grant-writing firms to assist with the application process. The effort would also require extensive community outreach, and staff is developing an engagement strategy to support the application. • Submitted a pre-application for the Salinas Valley Resilience Hub regional project.

The pre-application included a proposal to enhance cooling at Orchard Lane Park through the installation of shade structures and tree planting. • Actively exploring the expansion of operating hours for City Park restrooms. 263
Community Center & Facility Improvements
• Through coordination with Central Coast Community Energy (3CE), the City secured $20,000 toward the EV Charging Station Project. The $20,000 were awarded to support the project design.
• Analyzed community center program schedules and member check-in data to identify peak and low-traffic hours, providing recommendations to optimize facility operating hours and evaluate the feasibility of expanding Saturday service hours.

Programs, Access & Communications
• Submitted a preliminary partnership agreement for the South Monterey County Promise Neighborhood Partnership initiative to fund free or low-cost programming through grants.
• Submitted a grant application to the California Arts Council to fund free afterschool arts programming.
• Actively working to develop and launch the City’s official volunteer program to promote beautification and environmental stewardship.
• Actively working with representatives from each department and City Manager’s office to develop a Special Event Process to streamline permitting processes. • In partnership with Alliance on Aging, formed a Senior Advisory Group, which meets monthly.

Mobility
The City continued to promote safety and active transportation projects, implementing Safe Routes to School actions, advancing Vision Zero planning, and strengthening roadway maintenance planning to support safer, more accessible travel citywide.

Transportation Safety and Active Transportation Program • Advanced the West Street Road Diet Project by selecting a contractor and entering into a contract with MPE; construction is planned to begin on or shortly after July 13, 2026.
• Submitted applications for both Active Transportation Program Cycle 8 and Safe Streets and Roads for All funding cycles; award status is expected in November or December 2026.

Safe Routes to School Plan Safety Improvements
• Held a town hall-style meeting in collaboration with TAMC to gather community feedback on changes to the original list of project locations, documented the input, 264
shared updated feedback with the design consultant, and began preparing to present information to the community again.

Vision Zero and Safety Improvements
• Initiate a contract to design striping improvements consistent with the latest MUTCD edition, including improvements near school sites and along highly used roads. • Submitted applications for Active Transportation Program Cycle 8 and Safe Streets and Roads for all funding. Both applications incorporated community input, crash data, and equity considerations as supporting documentation. TAMC was the primary driver for these submissions, and the City is preparing to pursue additional safety projects through the recent HSIP Cycle 13 call for projects.

Roadway Maintenance
• Advanced the 2026 Slurry Seal Project by awarding PEI a contract to deliver plans, specifications, and estimates to the City by August.
• Coordinated with the City’s traffic engineering to update pavement markings on applicable streets.

Public Safety
The City applied for funding to adequately staff fire and emergency services, expanded community safety education, strengthened school safety planning and presence, and invested in officer training, wellness and safety equipment.

Community Outreach
• Conducted active-threat safety audits at Eden Valley Medical Center and Soledad Medical Clinic. Officers completed physical security assessments to identify vulnerabilities related to access control, building layouts, and emergency response protocols, and provided actionable recommendations to improve facility security and occupant survivability during an incident.
• Successfully completed training courses on beyond-bias racial profiling, autism awareness, and developmental disabilities to strengthen fair, informed, and effective interactions with the community.

Equipment & Officer Safety
• Transitioned the citywide video surveillance system from a locally hosted server to a cloud platform, improving system reliability, remote accessibility, video management, and officers’ ability to quickly review and obtain footage for criminal investigations.
265
• Evaluated and upgraded the department’s body-worn camera system from WOLFCOM to GETAC, providing officers with a more reliable, user-friendly, and secure platform. The system was also transitioned from a locally hosted server to the GETAC cloud platform, improving data storage, accessibility, system management, and the secure handling of digital evidence. • Improved the department’s overall work environment by organizing workstation cables, upgrading office chairs, and providing ergonomic telephone headsets and keyboards for professional staff. These enhancements help reduce physical strain, improve posture, support employee comfort, and promote greater productivity, efficiency, and workplace morale.

Operational Efficiency
• Collaborated with the Economic Development Department to retain Civica Law for specialized expertise in municipal law and code enforcement. Their work includes reviewing outdated ordinances, evaluating complex code-enforcement cases, and providing legal guidance to strengthen the City’s enforcement efforts. • Participated in weekly Development Review Committee (DRC) meetings with representatives from the Building, Planning, Public Works, and Code Enforcement divisions. These meetings promote interdepartmental collaboration to review new and recurring violations, coordinate appropriate enforcement actions, address complex cases, and develop effective solutions.

Fire and Emergency Medical Services Staffing, Infrastructure, Equipment, and Facilities
• Submitted applications to FEMA for the Staffing for Adequate Fire and Emergency Response (SAFER) Grant in the amount of $643,566.50 to partially fund 2 firefighters over two years and Assistance to Firefighters Grant for $65,298.62 for replacement of old hose line.
• Completed a citywide inventory of fire hydrants, identified older hydrants that do not meet current City standards or Fire Department hose size requirements. Staff has noted the need to determine a funding source for future hydrant removal and replacement.

Enhanced Community Safety and Engagement
• Secured a $300,000 Clean California Community Cleanup and Employment Pathway (CCEP) grant—the only award in Monterey County—to address illegal dumping, graffiti, and neighborhood blight while creating workforce development opportunities for local young adults through a partnership with the Monterey District Conservation Corps.
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Youth
The City continued to support our youth through recreational programming and formation of the FY2026-27 Youth Council cohort.
• Collected and analyzed FY2025–26 Youth Council feedback to inform ongoing program improvements and better align programming with youth needs and interests.
• Continued investing in youth leadership by establishing the FY2026–27 Youth Council and creating a platform for young residents to contribute to the community.

Internal Operations
The City focused on strengthening the internal systems, resources, and organizational capacity necessary to provide efficient, responsive, and fiscally responsible public services. Key priorities included implementing and tracking the City’s Strategic Plan, improving technology, aggressively pursuing grants, strengthening governance and transparency, investing in employee development and fostering a collaborative and accountable organizational culture.

Modernize Technology and Fleet Infrastructure
• Conducted a citywide assessment of hardware and software technology with approximately 60% of the assessment completed.

Migrated Police Department programs to the newly installed servers, improving the City’s technology infrastructure and system reliability. o Launched the City’s new website and transitions ongoing maintenance and content management responsibilities to individual departments. • Advanced work on a comprehensive replacement plan for the City passenger vehicle fleet to include the introduction of hybrid and electric vehicles.

Human Resources
• Strengthened City culture and engagement through three employee events; employee sponsored FIFA World Cup Competition and potluck, public service recognition luncheon, and National Parks and Recreation lunch time volleyball game.
• Engaged Public Safety employees through an online survey for the use of MBASIA safety grant funds.
• Initiated work to redesign the employee performance evaluation system to strengthen engagement and effectiveness.

Fiscal Responsibility and Grant Funding
• Advanced the Utility Rate Study to approximately 75% completion, with presentation to the City Council anticipated by the end of the year. 267
SUBJECT: Presentation and Acceptance of the Soledad Container Village Feasibility Study and 2024 United States Department of Agriculture Rural Business Development Fund (USDA) Rural Business Development Grant Closeout Report
TO: Honorable Mayor Velazquez and City Council
FROM: Beatriz Trujillo, Community and Economic Development Director and Tencia C. Vargas, Economic Development Coordinator
MEETING DATE: September 2, 2026

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 4.

Recommendation
It is recommended that the City Council of the City of Soledad receive the presentation on the Container Village Feasibility Study and accept the Closeout Report for the 2024 United States Department of Agriculture (USDA) Rural Business Development Grant (RBDG).

Executive Summary
The City applied for and was awarded a total of $50,000 through the 2024 United States Department of Agricultural (USDA) Rural Business Development Grant (RBDG) program to support the completion of a comprehensive feasibility study for the proposed Soledad Container Village project. The feasibility study evaluated the viability of the proposed project and provided the City with a roadmap to guide future planning, development, and implementation of the Container Village Project. The study also provides research, analysis, and recommendations that will assist the City in determining the appropriate next steps for advancing the project. With the feasibility study completed and the grant funds fully expended, the City is presenting the grant close-out report to the City Council for acceptance and providing an opportunity for public comment regarding the completion of the grant-funded project.

Background
The City of Soledad identified the proposed Container Village as an economic development initiative intended to support small business development, entrepreneurship, and the activation of underutilized city-owned property within the Downtown Corridor. To further evaluate the concept and determine its feasibility, the City pursued funding through the United States Department of Agriculture (USDA) Rural Business Development Grant (RBDG) program.

In 2024, the City was awarded $50,000 in USDA RBDG funding to complete a comprehensive 268
feasibility study for the proposed Soledad Container Village. The grant required a $50,000 City match, resulting in a total project investment of $100,000. The City partnered with the Monterey County Business Council (MCBC), which subcontracted with Kosmont Companies to conduct the study and evaluate the economic and operational feasibility of developing a container-based commercial village in Soledad.

The feasibility study included research and analysis of the proposed concept, potential uses, market conditions, development considerations, and implementation strategies. The purpose of the study was to provide the City with the information necessary to evaluate the project's viability and to establish a roadmap for advancing the concept toward implementation.

As part of the project, city staff and project partners also participated in placemaking training provided through Project for Public Spaces, which helped form a broader vision for creating an active commercial destination. The feasibility study has now been completed and provides recommendations and next steps for advancing the Container Village project. As a result of the final study findings, the project has been incorporated into the City’s 2026 Strategic Plan, further demonstrating the City’s commitment to exploring its development as a long-term economic development and placemaking initiative.

Review & Analysis
The completed Feasibility Study provides the City with a comprehensive assessment of the economic, operational, and implementation considerations associated with the development of the Soledad Container Village. The study incorporates prior conceptual design work, construction cost estimates, operational and revenue projections, case study research, stakeholder input and financial analysis to develop a roadmap for future implementation.

The study found that the Container Village concept has several strategic advantages, including a Cityowned site situated on the Downtown Core, visibility from Highway 101 and access to existing parking. At the same time, the analysis identified significant financial constraints associated with constructing the project at its originally envisioned design and scale.

The estimated development costs are $9.8-$10 million, while anticipated rental revenues would cover only a portion of the project’s capital costs. As a result, the study determined that a traditional full buildout is not financially feasible without substantial grant funding, outside investment, public -private partnerships, or other funding sources.

These financial challenges were previously presented to the City Council in April of 2025; therefore, after reviewing the projected capital requirement for the full concept, the City Council directed staff to evaluate a phased approach that could reduce the City’s immediate financial exposure while allowing the concept to be tested before significant permanent improvements are made.

Consistent with this direction, the Feasibility Study recommends a phased development strategy as the most viable path forward. Under this approach, the City would begin with lower-cost activation strategies such as food truck events, temporary vendor spaces and pop-up markets while evaluating participation and demand and gradually considering permanent infrastructure and container units as funding and partnerships develop. This approach is intended to minimize financial risk, build momentum and strengthen future funding opportunities.

The study also recommends that the City retain ownership of the site while considering a partnership 269
with an experienced third party or nonprofit operator to manage day-to-day operations.

Recommendations include supporting local entrepreneurs and small businesses, providing flexible leasing and incubation opportunities, creating a diverse mix of food, retail and incorporating ongoing programming to encourage consistent activity at the site.

As an initial step toward testing this phased approach, the City launched El Mercadito on April 4, 2026.

El Mercadito serves as a practical proof of concept by activating the area near the proposed Container Village site, providing opportunities for small local businesses, testing community interest in a downtown market environment, and generating information that can be used for future project planning.

The study also provided tools that support future phases of the container village project, including draft Request for Proposals for an operator/management entity and future site design services as well as a Community Outreach Plan intended to engage and recruit local entrepreneurs and small businesses.

The USDA RBDG-funded effort successfully provided the City with a planning framework, financial analysis, development strategy, procurement tools, and outreach resources to guide future decisionmaking and develop next steps. While the study identified financial challenges associated with the fullscale development of the container village, it concluded that the container village concept remains a viable long-term economic development opportunity when pursued in a phased approach plan.

Financial Considerations
The total project investment was $100,000. The City disbursed the first $50,000 payment in FY 2024– 25 using American Rescue Plan Act (ARPA) funds to satisfy the required local match. The second $50,000 payment, issued in FY 2025–26, will be fully reimbursed through the U.S. Department of Agriculture’s Rural Business Development Grant, resulting in no impact to the City’s General Fund.

Strategic Plan Alignment
This project advances four objectives identified in the City’s Strategic Plan:

Section 1.1.3: Redevelop underutilized sites to support light industrial, office, and retail growth.

Section 1.2.3: Assess the feasibility of high-impact regional destination projects.

Section 1.2.4: Position Soledad as a regional destination through branding, gateway enhancements, and visitor experience improvements.

Section 1.3.2: Develop the Container Village as a small-business incubator, with the Year 1 planning priority of finalizing the USDA feasibility study and phased development plan.

Completion of the feasibility study directly fulfills the Year 1 priority under Section 1.3.2 while also supporting the City’s broader economic development, destination-building, and site-redevelopment objectives.

Alternatives
Receive and accept the Closeout Report of the City of Soledad’s 2024 United States Department of Agricultural (USDA) Rural Business Development Fund (RBDG).

Do not accept the Closeout Report and provide alternative direction to staff. This alternative is not recommended, as delaying or not submitting the Closeout Report may affect the City’s ability to timely complete the grant closeout process and satisfy USDA grant requirements. 270
Soledad Container Village Feasibility Study
Planning/CEQA
The acceptance and submittal of the Closeout Report of the 2024 United States Department of Agricultural (USDA) Rural Business Development Fund (RBDG) grant is not considered a “project” for purposes of CEQA.

Public Notice Requirements
Public Notice is not required.

Attachment(s):
271
Soledad Container Village
Feasibility Study
Prepared for the City of Soledad
By the Monterey County Business Council (MCBC)
272
1 Soledad Container Village Feasibility Study

EXECUTIVE SUMMARY AND PROJECT OVERVIEW
Prepared for the City of Soledad
By the Monterey County Business Council (MCBC)

TABLE OF CONTENTS
OVERVIEW AND PURPOSE ............................................................................................ 2 PROCESS AND APPROACH............................................................................................ 3 ABOUT MCBC AND KOSMONT COMPANIES.................................................................... 4 TIMELINE: SOLEDAD CONTAINER VILLAGE FEASIBILITY STUDY........................................ 6 KEY DELIVERABLES.....................................................................................................11 FEASIBILITY STUDY KEY FINDINGS...............................................................................12 IMPLEMENTATION STRATEGY AND KEY RECOMMENDATIONS........................................14 FUTURE OUTLOOK AND NEXT STEPS............................................................................15 EL MERCADITO: PROOF OF CONCEPT AND NEAR-TERM ACTION...................................16 CONCLUSIONS ..........................................................................................................17 APPENDICES..............................................................................................................18 273
2 OVERVIEW AND PURPOSE
The City of Soledad envisioned a new transformative community asset—a "Container Village" as a vibrant public market and small business incubator in the downtown core. To transition this vision from concept to an actionable development plan, the City applied for and was awarded a USDA Rural Business Development Grant (RBDG). This federal funding was specifically designated to provide the technical assistance and economic planning necessary to support rural business growth and job creation within the City.

The City matched the USDA’s $50,000 investment with an additional $50,000 in local funds to execute a comprehensive Feasibility Study. In fulfillment of the grant’s objectives, the City partnered with the Monterey County Business Council (MCBC) to lead the project, with Kosmont Companies retained to provide the specialized economic analysis and financial modeling. This Study represents the main final deliverable for the grant, providing the datadriven roadmap required to justify future capital investment and operational sustainability for the Container Village.

The proposed project site is a City-owned parcel on Front Street adjacent to Cesar Chavez Park, positioned to benefit from recent public infrastructure investments and high visibility from Highway 101. The Container Village concept centers on utilizing repurposed shipping containers to house food vendors, retail shops, entertainment, and community-oriented gathering spaces designed to serve residents, support local entrepreneurs, cultivate new small businesses, and attract regional visitors.

This report outlines the project history, Feasibility Study process, key findings, major deliverables, and strategic recommendations, while also contextualizing the City’s current effort to launch “El Mercadito” as an interim activation strategy and proof of concept. 274
3 PROCESS AND APPROACH
The Container Village Feasibility Study represents a collaborative, multi-phase effort integrating prior planning work and design, technical analysis, and market validation. The City of Soledad engaged with MCBC to guide the overall process due to MCBC’s Monterey County business expertise, insights into the regional economy through various previously contracted studies and reports, and access to key players, while Kosmont led the financial, market, and implementation analysis. Key components of the process included:
• Review of Foundational Planning Efforts: Integration of conceptual designs (ELS Architecture), cost estimates (Cumming), and operational and revenue projections (Crafted Destinations) which the City of Soledad previously commissioned. MCBC also contributed reports that were reviewed, including the Economic and Demographic Existing Conditions Report from BAE Urban Economics, the Monterey South County Retail Assessment from Kosmont Companies, and the Monterey County Economic Trends and Workforce Dynamics report from Beacon Economics. • Market and Demographic Analysis: Evaluation of regional population trends, visitor patterns, retail leakage, and consumer behavior in the southern Salinas Valley. • Professional Training and Placemaking:Completion by several City and MCBC staff members of an online Placemaking training offered by the Project for Public Spaces to learn how to bring community-centered design principles to the project. • Case Study Research: Examination of successful container villages and food truck parks nationwide to identify best practices, scalable models, and potential partners or operators. Additionally, MCBC staff conducted meetings and interviews with established small container village and market operators including The Yard in Sand City, CA; Mitote Food Park in Santa Rosa, CA; Las Islitas Food Truck and The Hangar in Watsonville, CA; and Old Town Salinas Farmers Market in Salinas, CA. • Financial Feasibility Assessment: Analysis of development costs, revenue potential, funding gaps, and long-term operational sustainability. • Stakeholder and Community Context:Consideration of local programming, events, local small businesses/potential vendors, and emerging activity in downtown Soledad to gauge readiness and demand.
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4 The goal was to develop a Feasibility Study that combined the research and technical expertise of MCBC and Kosmont Companies, with feedback and direction from the City of Soledad. The result is a study that provides a comprehensive roadmap for implementation, grounded in both quantitative analysis and real-world precedents.

Project effort was distributed across multiple phases of work, including research, feasibility analysis, stakeholder coordination, economic and operational review, report development, revisions, and final production. The approximate allocation of overall project effort is summarized below:

Project Function Approximate Share of Overall Project Effort Research & Data Collection 30%
Feasibility & Economic Analysis 25%
Stakeholder Coordination & Meetings 15%
Report Writing & Content Development 20%
Design, Editing & Final Report Production 10%
Project work was completed through a collaborative effort involving MCBC staff and specialized subcontractor support from Kosmont Companies. MCBC engaged third-party professional consultants, Laura Pruneda and Blake Holiday, to assist with research, analysis, and report preparation. All subcontractor relationships and consulting services were administered internally by MCBC under the fixed-fee contract, ensuring efficient project delivery.

ABOUT MCBC AND KOSMONT COMPANIES
The Monterey County Business Council (MCBC) operates as a primary nexus for publicprivate collaboration, focusing on regional economic development and the promotion of business growth throughout the area. MCBC’s expertise lies in their deep-rooted engagement with local stakeholders and their ability to facilitate targeted initiatives that strengthen the regional economy. By delivering leadership development, procurement support, and high-impact networking opportunities, MCBC maintains an on-the-ground perspective that is essential for identifying actionable economic opportunities and fostering an environment where innovation and prosperity can thrive. Through this grant, MCBC provides the essential technical assistance and business counseling framework necessary to transition local micro-entrepreneurs into the Container Village's permanent tenant base. 276
5 MCBC also brings a wealth of expertise and a library of local economic studies and reports that informed the economics aspect of the feasibility study.

Kosmont Companies is a nationally recognized real estate and financial advisory firm that specializes in the complex intersection of public sector land-use policies and private sector investment. Their expertise is defined by a data-driven approach to fiscal impact analysis, market feasibility, and the structuring of public-private transactions. With a diverse team that includes former city managers and economic development directors, they possess a unique proficiency in navigating entitlement processes and economic incentive negotiations. Their work provides the rigorous financial modeling and strategic roadmap necessary to transform conceptual development goals into sustainable, market-ready realities.
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6 TIMELINE: SOLEDAD CONTAINER VILLAGE FEASIBILITY STUDY October 2023: The Vision & Early Project Allocation
• Soledad city leaders publicly announce an $11 million vision to transform vacant, former rail-side packinghouse lots on Front Street into a vibrant commercial hub using repurposed shipping containers.
• The City of Soledad commits $300,000 in American Rescue Plan Act (ARPA) funding to seed preliminary engineering, environmental evaluation (CEQA), and base layout parameters.
• This initiative is strategically timed alongside an independent $4.5 million Front Street Maintenance Project funded by local Measure X. This public infrastructure alignment guaranteed that intersection visibility, pedestrian safety, utility setups, and ADA compliance were already integrated directly into the future Container Village corridor.

Completed in 2023: Background Studies & Design Architecture • Several specialized foundational studies commissioned to evaluate the technical boundaries of the 0.69-acre parcel (APN: 022-211-017). These include:
o Conceptual Layouts & Design: Developed by ELS Architecture (alongside PGA Design and Crafted Destinations), laying out repurposed shipping containers framing an open-air public courtyard and dining space around Cesar Chavez Park.
o Development Cost Modeling: A Rough Order of Magnitude (ROM) construction cost estimation completed by Cumming Group.
o Pro Forma & Revenue Projections: A 3-year commercial restaurant and incubator financial performance analysis built by Crafted Destinations.

February 2024: Federal RBDG Funding Application
• Under the USDA Rural Business Development Grant (RBDG) guidelines (Program CFDA 10.351), the formal application toolkit is submitted and approved to secure targeted economic planning assistance.
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7 • The grant requests federal technical funding, which was set as a $50,000 USDA investment matched dollar-for-dollar by $50,000 in local municipal funds, adding up to a total of $100,000 for the feasibility phase.

September 2024: MCBC Consulting Team Begins Research and Development Work • Monterey County Business Council (MCBC) receives the contract and operational blueprint to act as the project management entity to oversee the process and federal grant deliverables.

Oct to Dec 2024: Competitive Benchmarking & Structural Operational Research • MCBC’s third party professional consultants Laura Pruneda and Blake Holiday conduct extensive benchmarking research on successful public markets and container villages nationwide to incorporate into a viable business model. Their work establishes the following critical framework pillars:
• Governance - Recommending a model where the City of Soledad retains absolute land ownership, partnering with a third-party nonprofit operator to handle day-today leasing and management. • Marketing - Mapping strategies to capture both local residents and high-volume tourist traffic from the nearby Highway 101 corridor, while leveraging established local resources.
• Phasing - Outlining the mechanics of a phased rollout, demonstrating how interim activations and stepped development could test vendor capacity and foot traffic before adding permanent infrastructure.
• Integration - Synthesizing these operational findings with the 2023 foundational baseline studies (ELS Architecture, Cumming Group, Crafted Destinations, and South County Retail Assessment), giving Kosmont Companies the precise structural data needed to complete the master feasibility study. • Outreach & Modeling – Researching various project models in California and conducting interviews with established operators to understand the nuances of their business structure and identify different business model options. 279
8 November 2024: Staff Placemaking Training
City and MCBC staff participate in an intensive online workshop through the Project For Public Spaces (PPS). PPS’s Placemaking: Making it Happen curriculum was intentionally selected because its timeline-driven framework directly addresses the challenges of immediate, post-training activation. Rather than focusing on multi-year, capital-intensive urban design projects, the workshop emphasized the "Lighter, Quicker, Cheaper" (LQC) methodology, which empowers teams to transition from the classroom to the street by launching low-cost, short-term experimental activations, such as pop-up markets, temporary seating, and public art. This structured timeline allows staff to bypass traditional bureaucratic methods, utilizing direct place analysis and deep community visioning to quickly test concepts and measure foot traffic in real time. 2024: Surplus Land Act (SLA) Consideration
• Because the targeted Front Street parcel is city-owned, potential applicability of California’s Surplus Land Act (SLA) is an important consideration for future implementation of the Container Village. The City intends to retain ownership of the property rather than sell the site. However, a future lease or operating agreement may be subject to SLA requirements depending on the structure and terms of the agreement. Final SLA applicability will be evaluated once an operator is identified and the terms of the proposed agreement are established.

March 2025: Kosmont Comes on Board to Synthesize Economic Data • Kosmont Companies formally proposes its economic development advisory services under Kosmont Retail NOW! ® platform. Their draft scope is to act as the master economist—synthesizing the previous ELS, Cumming, and Crafted Destinations documents with fresh regional demographic data and financial gap modeling.

April 2025: Initial City Council Review & Phased Directive • City staff brings Kosmont’s scope of work and workplan to the Soledad City Council for programmatic review.
• Upon examining the projected $10 million+ capital requirement for full concept buildout, Council directs staff to have Kosmont analyze the possibility of a phased approach utilizing city-owned land. This strategy minimizes immediate public financial risk by prioritizing low-cost interim configurations (food trucks, market pop280 9 ups, and temporary layouts) to prove vendor demand before advancing to fixed capital structures.

June 2025 – Contract with Kosmont is Finalized
• With city alignment finalized, MCBC officially executes the professional services agreement contracting Kosmont Companies to lead the technical feasibility study.

August 2025: MCBC Final Deliverables Transmitted
• Kosmont Companies finalizes the Feasibility Study report, incorporating regional retail leakage analyses, tourist traffic models from the Highway 101 corridor, and break-even operational metrics.
• Fulfilling the technical assistance parameters of the USDA RBDG grant, MCBC delivers the complete development toolkit to the City of Soledad. The package includes:
o The finalized Soledad Container Village Feasibility Study document from Kosmont.
o Two turnkey Requests for Proposals (RFPs) designed to market the project and secure qualified site developers/operators.
o An actionable Community Outreach Plan mapped to identify and cultivate local South County micro-entrepreneurs.

Jan – March 2026: Development of Phase 1 Proof of Concept • The City of Soledad engages MCBC, through its in-house Small Business Development Center(SBDC), to provide assistance with launching a proof of concept small-scale market called El Mercadito in Downtown Soledad.

April 2026: Proof of Concept Launch (El Mercadito)
• Directly activating the Council's phasing directive and the delivered outreach frameworks, the city, in partnership with the Soledad Chamber of Commerce and MCBC, launches a new monthly El Mercadito community market at Cesar Chavez Park located on Front Street.
• Positioned alongside the designated Container Village parcel next to Cesar Chavez Park, this recurring marketplace operates as a live incubation platform. Backed by the 281
10 Small Business Development Center (SBDC) network, it is designed to test community interest and build a stable pipeline of regional small businesses prepared to eventually occupy physical containers.

Present Status (May 2026): Strategic Blueprint Integration • The Container Village project has transitioned from an unvetted design concept into a permanent, de-risked priority within the Soledad 2026–2030 Strategic Plan. • The city maintains its goal to retain absolute site ownership while partnering with a mission-driven nonprofit operator. Moving forward, the project's data-backed framework serves as the primary justification for seeking secondary, long-term capital construction grants.
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11 KEY DELIVERABLES
The feasibility study produced several important deliverables for the City, including:
• Final Feasibility Study Report with comprehensive market/economic analysis, including:
o Realistic analysis of construction and operational costs; and o Market analysis and recommendations of appropriate mix of businesses and lease terms to service the community and maximize revenue; and o Financing plan identifying possible models to fund construction; and o Economic impact report identifying number of businesses to benefit, jobs created, and overall impact on the economy; and
o Recommendations regarding an ownership and operating structure, including consideration of potential California Surplus Land Act requirements associated with future implementation.
• Two Request for Proposal (RFP) Drafts: one that focuses on recruiting a potential operator/management company of the Container Village and one for a landscape designer to bring the footprint of the Village to life. • A community outreach plan that identifies strategies and opportunities to engage the local community to build awareness and recruit new start-ups and local small business for the Village.

Together, these materials provide a strong foundation for decision-making and future project advancement.
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12 FEASIBILITY STUDY KEY FINDINGS

1. Strong Concept with Strategic Location Advantages
The Container Village concept aligns well with Soledad’s economic development objectives and physical assets. Strengths include:
• A City-owned site in the downtown core identified for potential use; • Proximity to Cesar Chavez Park and recent streetscape improvements; • Visibility from Highway 101, with significant daily traffic exposure; and • Existing parking and public infrastructure.

Additionally, the region benefits from tourism activity tied to nearby destinations, including Pinnacles National Park and local wineries, creating an opportunity to capture visitor interest and spending.

2. Demonstrated Market Opportunity — with Constraints
The analysis identified meaningful demand potential:
• Estimated $2.7 million in annual sales at stabilization. • Approximately 2,200 weekly visitors projected.
• Opportunity to recapture retail leakage (millions of annual trips leaving Soledad for dining and shopping – typically to Salinas).

However, several constraints must be addressed:
• Limited local daytime population.
• Modest household incomes relative to broader county averages. • Dependence on weekend and visitor traffic.
• Competition from larger retail centers in nearby communities.

These factors underscore the need for a carefully phased and curated approach.

3. Significant Financial Gap for Full Build-out
The most critical finding is the financial challenge:
• Estimated development costs approach $9.8–$10 million. • Projected rental revenues (~$150,000–$200,000 annually) cover only a small portion of capital costs.
• Long-term operational subsidies or external funding would likely be required. 284
13 This gap makes a traditional, fully built-out project infeasible in the near term without substantial grant funding or public-private partnerships.

4. High Community and Economic Development Value
Despite financial challenges, the project offers substantial benefits:
• Projected creation of 15–20 full-time equivalent (FTE) jobs at stabilization, directly supporting the USDA's objective of strengthening rural employment bases. • Support for 5–6 small businesses at stabilization.
• Creation of an entrepreneurial incubator ecosystem.
• Activation of underutilized downtown space.
• Increased local spending retention and visitor attraction.

The Container Village is positioned both as a retail project and as a catalyst for broader downtown economic and cultural revitalization.
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14 IMPLEMENTATION STRATEGY AND KEY RECOMMENDATIONS
The analysis prepared by Kosmont strongly recommends a phased development approach as the most viable path forward.

Phase-Based Development
Rather than pursuing full build-out immediately, the City should:

1. Start with low-cost activation strategies, such as food truck events, temporary vendor tents, and pop-up markets and programming.

2. Evaluate performance and demand, using real-world data to refine the concept.

3. Gradually invest in permanent infrastructure, including container units and site improvements, as funding and demand grow.

This approach minimizes risk, builds momentum, and strengthens future funding applications and potential grants.

Ownership and Operations Model Recommendations
• The City should retain ownership of the site.
• A nonprofit or experienced operator should manage day-to-day operations. • This hybrid model ensures both mission alignment and professional execution.

Tenant Strategy and Programming Recommendations
• Focus on local entrepreneurs and small businesses.
• Provide flexible lease terms and incubation support.
• Curate a diverse mix of food, retail, and cultural offerings. • Integrate programming (music, events, markets) to drive consistent visitation.

Regulatory and Funding Considerations
• Engage early with permitting and health authorities.
• Pursue grant funding, partnerships, and philanthropic support. • Explore incremental financing tied to phased growth.
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15 FUTURE OUTLOOK AND NEXT STEPS
The Container Village concept remains a compelling long-term opportunity for Soledad, but its success will depend on disciplined, incremental implementation.

Near-Term Priorities:
• Execute and evaluate possible events in Soledad
• Continue community engagement and vendor recruitment
• Refine operational and programming strategies
• Identify potential nonprofit/operator partners
Mid-Term Actions:
• Implement phased site improvements
• Pursue targeted grant funding and partnerships
• Pilot semi-permanent infrastructure (e.g., food truck pads, utility upgrades) Long-Term Vision:
• Construct permanent container village elements
• Establish a permanent, fully operational public market and incubator • Position downtown Soledad as a regional destination
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16 EL MERCADITO: PROOF OF CONCEPT AND NEAR-TERM ACTION
Recognizing the importance of testing the market concept in real time, the City of Soledad has initiated El Mercadito Community Market, a monthly market held at Cesar Chavez Park during the spring, summer and fall months, in partnership with MCBC and the Soledad Chamber of Commerce.

While separate from the USDA-funded feasibility study, El Mercadito plays a critical strategic role in:
• Validating demand for a downtown market environment.
• Providing immediate activation of the site area.
• Offering opportunities for local vendors to participate and grow. • Building community awareness and engagement.
• Generating data to inform future Container Village planning.

In essence, El Mercadito represents the first phase of the recommended implementation strategy — a practical, low-risk way to test assumptions and build a customer base. The event series launched in spring of 2026 as a pop-up-style community market with food vendors, handcrafted items, and entertainment. The inaugural El Mercadito was held in April 2026, followed by additional markets throughout the year, including several holiday-themed markets throughout December 2026. This early response demonstrates the potential for El Mercadito to serve as a proof of concept while building momentum toward the long-term vision for the Container Village.
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17 CONCLUSIONS
The Soledad Container Village Feasibility Study confirms that while a full-scale development presents financial challenges, the underlying concept is sound and holds significant promise as a catalyst for rural economic development. By adopting a phased approach, leveraging interim activations like El Mercadito, and aligning public, nonprofit, and community stakeholders, the City of Soledad is prepared to transform an underutilized site into a dynamic hub that supports local entrepreneurs, enhances quality of life, and strengthens the downtown core. The path forward outlined in the Study is a strategic progression that builds momentum over time, allowing the vision to evolve based on realworld success.

The technical assistance funded through the USDA Rural Business Development Grant successfully provided the City of Soledad with the planning framework, financial analysis, implementation strategy, procurement tools, and community outreach mechanisms necessary to advance a long-term rural economic development initiative.

With the tools provided by the Monterey County Business Council and Kosmont Companies, the City is now better positioned to build the Container Village from the ground up, driving long-term job creation and sustainable economic prosperity for the City and the region. 289
18 APPENDICES
Appendix A: Foundational Technical Studies (2023)
This appendix contains the original baseline documents that established the physical and financial parameters of the site.
• A-1: Conceptual Site Layout & Designs (ELS Architecture / PGA Design) – The visual maps, container spatial configurations, and integration plans with Cesar Chavez Park.
• A-2: Development Cost Estimates (Cumming Group) – The baseline Rough Order of Magnitude (ROM) construction cost projections.
• A-3: 3-Year Operational Pro Forma & Revenue Projections (Crafted Destinations) – The micro-market restaurant and incubator financial performance models.

Appendix B: Master Economic Feasibility Study (August 2025) • B-1: Kosmont Companies Final Report – The complete, data-driven report containing the regional demographic data, retail leakage analysis, and Highway 101 corridor tourist traffic models.

Appendix C: Turnkey Procurement & Implementation Toolkits These include actionable items delivered by MCBC to ensure the project can transition smoothly from planning to execution.
• C-1: Site Development Request for Proposals (RFP) – A template to solicit bids from third-party landscape designers to make sure the footprint works for all phases. • C-2: Site Operator Request for Proposals (RFP) – The procurement template to secure a mission-driven, likely nonprofit, operations management company. • C-3: Local Small Business & Entrepreneur Community Outreach Plan – Prepared by MCBC, this is a grassroots framework used to cultivate and recruit South County micro-entrepreneurs, as well as general public outreach.

Appendix D: Federal Funding & Regulatory Compliance
• D-1: USDA Rural Business Development Grant (RBDG) Application – The original February 28, 2024, submission documents (Program CFDA 10.351) detailing the $50,000 federal match structure.
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19 Appendix E: City Council Review and Project Direction • E-1: City Council Staff Report- April 16, 2025 – Discussion and Consideration on a Phased Approach for the Soledad Container Village Project to Increase Feasibility – Staff report presenting the phased development approach for City Council discussion and consideration, including project feasibility considerations and recommended direction for advancing the Container Village. • E-2: City Council Presentation- April 16, 2025 – Presentation provided to the City Council summarizing the proposed phased approach, project considerations, and recommended next steps.
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APPENDIX A-1:

Conceptual Site Layout & Design
292

SOLEDAD

CONTAINER DEVELOPMENT
293

OVERALL CONCEPT
294
OPTION 1 COURTYARD DESTINATION FOR COMMUNITY
Serves community need for
• Entertainment
• Community engagement
• Food & Beverage
• Local Products and artists
The container village will be known for
• Focusing on the dining, entertainment and retail products within the container space.
• A place to meet friends/neighbors and expand friendships. • Musical performances that bring people together.
• Courtyard layout
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OPTION 1: COURTYARD DESTINATION FOR COMMUNITY
KEY

1. 2.

3. 4.

6. 7.

8. 9.

10. 11.

12. 5.

FRONT ST

FOOD & BEVERAGE

BEVERAGE
RETAIL

SEATING POD
STAGE

COMMISSARY (CMU)

CIRCULATION

RESTROOM

CONTAINER TOWER
LEGEND

EXISTING TREES

TO REMAIN

PROPOSED TREES

GREEN SPACE

LOUNGE AREA

CAFE & TABLES

NATURE PLAY

TRUCK LOADING
ZONE

CONTAINER ART
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KEYNOTES

1. PAVED COURTYARD AREA

2. BENCH SEATING & PLANNING, BIKE RACKS

3. BERM SEATING AREA

4. LOUNGE SPACE

6. STAGE W/ SEATING STEPS

7. OPEN LAWN / FLEX SEATING & GAMES

8. TREES W/ DECK SEATING & STRING LIGHTS

9. CONTAINER TOWER ABOVE "BEACON"

10. DG AREA W/ MOVEABLE SETING, ART, GAMES

11. (E) OLIVE TREES

12. 15' TRUCK ACCESS

13. CAFE TABLES AND BENCHES

14. SPECIMEN TREE FAN TEX ASH

15. LINEAR OVERHEAD TRELLIS STRUC

16. BIORETENTION AREA / BRIDGES

17. FARMER'S MARKET HALL

18. CONTAINER ABOVE

19. SHADING ROOF ABOVE

5. BOCCE

20. LOCATION FOR ART
0 8' 16'

FRONT ST
SO
KI
VERAGE
OD

COMMISSARY (CMU)

CIRCULATION

RESTROOM

CONTAINER TOWER

EXISTING TREES

TO REMAIN

PROPOSED TREES

GREEN SPACE

LOUNGE AREA

CAFE & TABLES

NATURE PLAY

TRUCK LOADING
ZONE

CONTAINER ART
KEY

1. 2.

3. 4.

6. 7.

8. 9.

10. 11.

12. 5.

FRONT ST

FOOD & BEVERAGE

BEVERAGE
RETAIL

SEATING POD
STAGE

COMMISSARY (CMU)

CIRCULATION

RESTROOM

CONTAINER TOWER
LEGEND

EXISTING TREES

TO REMAIN

PROPOSED TREES

GREEN SPACE

LOUNGE AREA

CAFE & TABLES

NATURE PLAY

TRUCK LOADING
ZONE

CONTAINER ART
OPTION 1: COURTYARD DESTINATION FOR COMMUNITY

NO PARK OPTION
297

SEATING NATURE PLAY LOUNGE SPACE OPEN LAWN/GAMES/FLEX STAGE LAWN SEATING FOOD/BEVERAGE SALES & SEATING SERVICE OPTION 1: COURTYARD DESTINATION FOR COMMUNITY
FARMER’S MARKET ZONE

LOUNGE SEATING OVERHEAD TRELLIS BOCCE COURTS STAGE WITH

SEATING STEPS

CAFE TABLES

AND BENCHES

TRUCK ACCESS

BERM SEATING LOUNGE SPACE TRELLIS OPEN LAWN SHADING ROOF CONTAINER ABOVE PAVED

COURTYARD

BIORETENTION ZONE
298
OPTION 1: COURTYARD DESTINATION FOR COMMUNITY
299
OPTION 1: COURTYARD DESTINATION FOR COMMUNITY
300
OPTION 1: COURTYARD DESTINATION FOR COMMUNITY
301
OPTION 1: COURTYARD DESTINATION FOR COMMUNITY
302
OPTION 1: COURTYARD DESTINATION FOR COMMUNITY
303
OPTION 2 FRONT STREET STROLL
Serves community need for
• Diversity in food & beverage
• Robust activities that draw crowds
• Place for an afternoon hangout
• Reinforcement of historical heritage
• Potential for growth opportunity
The container village will be known for
• A path that winds through the front of Soledad
• A place to make new friendships
• A greater awareness of wine country surroundings
• Integration with the City urban fabric (Kidder Ave axis) • Greater understanding of local wineries
• Appreciation of local arts and historical markers
304

FRONT ST
SO
KI
& BEVERAGE
RAGE
L
NG POD
E

COMMISSARY (CMU)

RESTROOM

CONTAINER TOWER

EXISTING TREES

TO REMAIN

PROPOSED TREES

CONTAINER ART
OPTION 2: FRONT STREET STROLL
KEY

1. 2.

3. 4.

6. 7.

8. 9.

10. 11.

12. 5.

FRONT ST

FOOD & BEVERAGE

BEVERAGE
RETAIL

SEATING POD
STAGE

COMMISSARY (CMU)

CIRCULATION

RESTROOM

CONTAINER TOWER
LEGEND

EXISTING TREES

TO REMAIN

PROPOSED TREES

GREEN SPACE

LOUNGE AREA

CAFE & TABLES

NATURE PLAY

TRUCK LOADING
ZONE

CONTAINER ART
305

KEYNOTES

1. PAVED COURTYARD AREA

2. BENCH SEATING & PLANNING, BIKE RACKS

3. BERM SEATING AREA
4LOUNGE SPACE

13. CAFE TABLES AND BENCHE

14. SPECIMEN TREE FAN TEX A

15. LINEAR OVERHEAD TRELLI
16BIORETENTION AREA / BRID

FRONT ST

SOLEDAD ST

KIDDER ST
0 8'
VERAGE
E

CONTAINER TOWER

EXISTING TREES

TO REMAIN

GREEN SPACE

LOUNGE AREA

CONTAINER ART

SEATING NATURE PLAY LOUNGE OPEN LAWN/

GAMES/FLEX

STAGE FOOD/BEVERAGE SALES & SEATING SERVICE
OPTION 2: FRONT STREET STROLL
FARMER’S MARKET ZONE

LOUNGE SEATING OVERHEAD TRELLIS STAGE WITH

SEATING STEPS

CAFE TABLES

AND BENCHES

TRUCK ACCESS

BERM SEATING LOUNGE SPACE TRELLIS

TRELLIS

TREES W/ SEATING AND

STRING LIGHTS

OPEN LAWN W/

BERM SEATING

ART LOCATION CONTAINER ABOVE
PAVED

COURTYARD

BIORETENTION ZONE
306
OPTION 2: FRONT STREET STROLL
307

SOLEDAD CONTAINER DEVELOPMENT
OPTION 2: FRONT STREET STROLL
308

SOLEDAD CONTAINER DEVELOPMENT
OPTION 2: FRONT STREET STROLL
309

SOLEDAD CONTAINER DEVELOPMENT
OPTION 2: FRONT STREET STROLL
310

SOLEDAD CONTAINER DEVELOPMENT
OPTION 2: FRONT STREET STROLL
311
OPTION 3 CATALYST FOR SOLEDAD IDENTITY
Serves community need for
• Development of a Soledad identity
• Regional destination
• Promotion of local heritage
• Diversity in food & beverage
• Robust activities that draw crowds
• Place for an afternoon hangout
The container village will be known for
• A place to mingle with community
• Pride in Soledad as a regional destination
• Landmark on 101 that differentiates Soledad
• 7-Day a week activation
312
OPTION 3: CATALYST FOR SOLEDAD IDENTITY

FRONT ST
SO
KI
& BEVERAGE
RAGE
L
NG POD
E

COMMISSARY (CMU)

CIRCULATION

RESTROOM

CONTAINER TOWER

EXISTING TREES

TO REMAIN

PROPOSED TREES

CONTAINER ART
KEY

1. 2.

3. 4.

6. 7.

8. 9.

10. 11.

12. 5.

FRONT ST

FOOD & BEVERAGE

BEVERAGE
RETAIL

SEATING POD
STAGE

COMMISSARY (CMU)

CIRCULATION

RESTROOM

CONTAINER TOWER
LEGEND

EXISTING TREES

TO REMAIN

PROPOSED TREES

GREEN SPACE

LOUNGE AREA

CAFE & TABLES

NATURE PLAY

TRUCK LOADING
ZONE

CONTAINER ART
313

KEYNOTES

1. PAVED COURTYARD AREA

2. BENCH SEATING & PLANNING, BIKE RACKS

3. BERM SEATING AREA
4LOUNGE SPACE

13. CAFE TABLES AND BENCHES

14. SPECIMEN TREE FAN TEX AS

15. LINEAR OVERHEAD TRELLIS S
16BIORETENTION AREA / BRIDG

FRONT ST

SOLEDAD ST

KIDDER ST
0 8' 1
ERAGE

CONTAINER TOWER
"BEACON"

EXISTING TREES

TO REMAIN

GREEN SPACE

LOUNGE AREA

SEATING NATURE PLAY LOUNGE OPEN LAWN/

GAMES/FLEX

STAGE FOOD/BEVERAGE SALES & SEATING SERVICE
OPTION 3: CATALYST FOR SOLEDAD IDENTITY
FARMER’S MARKET ZONE

LOUNGE SEATING OVERHEAD TRELLIS STAGE WITH

SEATING STEPS

CAFE TABLES

AND BENCHES

TRUCK ACCESS

BERM SEATING

BENCHES/BIKE RACKS

LOUNGE TRELLIS

TRELLIS

TREES W/ SEATING AND

STRING LIGHTS

OPEN LAWN

ART LOCATION ART LOCATION CONTAINER ABOVE

CONTAINER

ABOVE PAVED

COURTYARD

BIORETENTION ZONE
LOUNGE
314
315
OPTION 3: CATALYST FOR SOLEDAD IDENTITY
316
OPTION 3: CATALYST FOR SOLEDAD IDENTITY
317
OPTION 3: CATALYST FOR SOLEDAD IDENTITY
318
OPTION 3: CATALYST FOR SOLEDAD IDENTITY
319
OPTION 1
OPTION 2
OPTION 3

CATALYST FOR SOLEDAD IDENTITY

FRONT STREET STROLL

COURTYARD DESTINATION FOR

COMMUNITY
320
OPTION 3: LARGE PROGRAM
321
OPTION 2: MEDIUM PROGRAM
322
OPTION 1: SMALL PROGRAM
OPTION 1 SMALL CONTAINER PROGRAM
323
OPTION 2 MEDIUM CONTAINER PROGRAM
324
OPTION 3 LARGE CONTAINER PROGRAM
325

KEYNOTES

1. PAVED COURTYARD AREA

2. BENCH SEATING & PLANNING, BIKE RACKS

3. BERM SEATING AREA
4LOUNGE SPACE

13. CAFE TABLES AND BENCHES

14. SPECIMEN TREE FAN TEX AS

15. LINEAR OVERHEAD TRELLIS S
16BIORETENTION AREA / BRIDG

FRONT ST

SOLEDAD ST

KIDDER ST
0 8' 1
ERAGE

CONTAINER TOWER
"BEACON"

EXISTING TREES

TO REMAIN

GREEN SPACE

LOUNGE AREA

SEATING NATURE PLAY LOUNGE OPEN LAWN/

GAMES/FLEX

STAGE FOOD/BEVERAGE SALES & SEATING SERVICE
OPTION 3: CATALYST FOR SOLEDAD IDENTITY
FARMER’S MARKET ZONE

LOUNGE SEATING OVERHEAD TRELLIS STAGE WITH

SEATING STEPS

CAFE TABLES

AND BENCHES

TRUCK ACCESS

BERM SEATING

BENCHES/BIKE RACKS

LOUNGE TRELLIS

TRELLIS

TREES W/ SEATING AND

STRING LIGHTS

OPEN LAWN

ART LOCATION ART LOCATION CONTAINER ABOVE

CONTAINER

ABOVE PAVED

COURTYARD

BIORETENTION ZONE
LOUNGE
326
APPENDIX A-2:

Development Cost Estimates
327
PHONE: 415-748-3080 • FAX: 415-748-3090
ELS - Soledad Container Village
Soledad, California
ROM
March 10, 2023
Cumming Project No. 23-00xxx.00
Prepared for ELS Architecture & Urban Desgin
475 SANSOME STREET, SUITE 520 • SAN FRANCISCO • CALIFORNIA • 94111 Prepared by Page 1 of 40328
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Page

1. Project Introduction
Executive Summary 3

2. Cost Summaries
Summary 4
Summary Matrix 5

3. Control Areas
Controls 6

4. Construction Cost Back Up
Option 1 - Courtyard Destination for Community (Container Area) 7 Option 1 - Courtyard Destination for Community (Park Area) 14 Option 2 - Front Street Stroll (Container Area) 18
Option 2 - Front Street Stroll (Park Area) 25
Option 3 - Catalyst for Soledad Identity (Container Area) 28 Option 3 - Catalyst for Soledad Identity (Park Area) 35

5. Appendix
Approach & Methodology 38

TABLE OF CONTENTS
Prepared by Page 2 of 40329
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23

1.1 Introduction

1.2 Project Schedule
Start Finish Duration
Jan-23 Dec-23 12 months
Aug-24 Mar-25 8 months

1.3 Key Assumptions & Exclusions
- Normal Working Hours
- A Single Bid Package

EXECUTIVE SUMMARY
The project scope encompasses installation of repurposed shipping containers for use on a proposed development site for the City of Soledad.

Three options are included herein, varying primarily in layout and the quantity of built space.

This estimate has been prepared, pursuant to an agreement between ELS Architecture and Urban Design and Cumming, for the purpose of establishing a probable cost of construction at the ROM design stage.

Design & Engineering
Construction
This document should be read in association with Appendix 1 which outline cost management methodology. Key assumptions built into the above cost breakdown include
- AV Equipment
Key Assumptions Key Exclusions
- CM@Risk - Project Soft Costs
- Single Phase Construction - Hazardous Materials Abatement - Seismic Upgrade
- Schedule Acceleration, Off-Hours or Shift Work
- Design Assist MEP Trades
Prepared by Page 3 of 40330
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Area Cost / SF Total
Option 1
Option 1 - Courtyard Destination for Community 11,274 $586.26 $6,609,496 Option 1 - Park Area $180.70 $3,225,209 17,484
Furniture's, Fixtures and Equipment $25.00 $718,950 28,758 Total Estimated Construction Cost $366.98 $10,553,655 28,758 Option 2
Option 2 - Front Street Stroll (Container Area) $620.62 $8,787,313 14,159 Option 2 - Park Area $168.75 $2,463,564 14,599
Furniture's, Fixtures and Equipment $25.00 $718,950 28,758 Commissary $850.00 $1,151,750 1,355
Total Estimated Construction Cost $456.28 $13,121,577 28,758 Option 3
Option 3 - Catalyst for Soledad Identity (Container Area) 16,331 $677.76 $11,068,576 Option 3 - Park Area $184.64 $2,294,576 12,427
Furniture's, Fixtures and Equipment $25.00 $718,950 28,758 Commissary $850.00 $1,151,750 1,355
Total Estimated Construction Cost $529.73 $15,233,852 28,758

SUMMARY
Prepared by Page 4 of 40331
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00ROM 03/10/23
Element Total Cost/SF Total Cost/SF Total Cost/SF Total Cost/SF Total Cost/SF Total Cost/SF Total Cost/SF Total Cost/SF Total Cost/SF 02 Existing Conditions $57,096 $5.06 $81,936 $5.81 $139,032 $4.83 $76,136 $5.38 $70,396 $4.82 $146,532 $5.10 $84,824 $5.19 $61,708 $4.97 $146,532 $5.1003 Concrete $330,200 $29.29 $24.91 $330,200 $11.48 $407,000 $28.74 $407,000 $14.15 $556,600 $34.08 $556,600 $19.3505 Metals $806,400 $71.53 $77.13 $806,400 $28.04 $812,000 $57.35 $812,000 $28.24 $915,200 $56.04 $915,200 $31.8206 Wood, Plastics, And Composites $75,000 $6.65 $5.66 $75,000 $2.61 $75,000 $5.30 $75,000 $2.61 $75,000 $4.59 $75,000 $2.6108 Openings $171,950 $15.25 $12.97 $171,950 $5.98 $288,700 $20.39 $288,700 $10.04 $433,000 $26.51 $433,000 $15.0609 Finishes $434,992 $38.58 $32.81 $434,992 $15.13 $794,462 $56.11 $794,462 $27.63 $990,584 $60.66 $990,584 $34.4510 Specialties $231,003 $20.49 $101,250 $25.25 $332,253 $11.55 $199,276 $14.07 $101,250 $6.94 $300,526 $10.45 $324,866 $19.89 $101,250 $8.15 $426,116 $14.8211 Equipment $0.9421 Fire Suppression $43,200 $3.83 $3.26 $43,200 $1.50 $55,200 $3.90 $55,200 $1.92 $79,200 $4.85 $79,200 $2.7522 Plumbing $112,000 $9.93 $8.45 $112,000 $3.89 $124,000 $8.76 $124,000 $4.31 $152,000 $9.31 $152,000 $5.2923 HVAC $128,000 $11.35 $9.66 $128,000 $4.45 $196,000 $13.84 $196,000 $6.82 $216,000 $13.23 $216,000 $7.5126 Electrical $234,786 $20.83 $17.71 $234,786 $8.16 $335,737 $23.71 $335,737 $11.67 $449,731 $27.54 $449,731 $15.6427 Communications $36,885 $3.27 $2.78 $36,885 $1.28 $53,386 $3.77 $53,386 $1.86 $71,467 $4.38 $71,467 $2.4928 Electrical Safety And Security $124,160 $11.01 $124,160 $9.37 $248,320 $8.63 $179,160 $12.65 $179,160 $6.23 $239,160 $14.64 $239,160 $8.3231 Earthwork $67,644 $6.00 $104,904 $6.00 $172,548 $6.00 $84,954 $6.00 $87,594 $6.00 $172,548 $6.00 $97,986 $6.00 $74,562 $6.00 $172,548 $6.0032 Exterior Improvements $263,373 $23.36 $736,294 $44.40 $999,667 $34.76 $579,224 $40.91 $566,760 $38.82 $1,145,984 $39.85 $807,544 $49.45 $580,107 $46.68 $1,387,651 $48.2533 Utilities $272,548 $24.17 $34,968 $20.86 $307,516 $10.69 $278,318 $19.66 $29,198 $2.00 $307,516 $10.69 $282,662 $17.31 $24,854 $2.00 $307,516 $10.6948 Electrical Power Generation $442,505 $39.25 $686,247 $39.25 $1,128,752 $39.25 $555,741 $39.25 $573,011 $39.25 $1,128,752 $39.25 $640,992 $39.25 $487,760 $39.25 $1,128,752 $39.25 Subtotal Cost $3,831,741 $339.87 $1,869,759 $347.21 $5,701,501 $198.26 $5,094,293 $359.79 $1,428,209 $97.83 $6,522,502 $226.81 $6,416,816 $392.92 $1,330,241 $107.04 $7,747,057 $269.39Contractor Contingency 3.0% $114,952 $10.20 $56,093 $10.42 $171,045 $5.95 $152,829 $10.79 $42,846 $2.93 $195,675 $6.80 $192,504 $11.79 $39,907 $3 $232,412 $8.08General Requirements 3.0% $118,401 $10.50 $57,776 $10.73 $176,176 $6.13 $157,414 $11.12 $44,132 $3.02 $201,545 $7.01 $198,280 $12.14 $41,104 $3 $239,384 $8.32General Conditions 12.0% $459,809 $40.78 $224,371 $41.67 $684,180 $23.79 $611,315 $43.18 $171,385 $11.74 $782,700 $27.22 $770,018 $47.15 $159,629 $13 $929,647 $32.33Bonds & Insurance 2.0% $76,635 $6.80 $37,395 $6.94 $114,030 $3.97 $101,886 $7.20 $28,564 $1.96 $130,450 $4.54 $128,336 $7.86 $26,605 $2 $154,941 $5.39Contractor's Fee 10.0% $460,154 $40.82 $224,539 $41.70 $684,693 $23.81 $611,774 $43.21 $171,514 $11.75 $783,287 $27.24 $770,595 $47.19 $159,749 $13 $930,344 $32.35Design Contingency 20.0% $1,012,338 $89.79 $493,987 $91.73 $1,506,325 $52.38 $1,345,902 $95.06 $377,330 $25.85 $1,723,232 $59.92 $1,695,310 $103.81 $351,447 $28 $2,046,757 $71.17Escalation to MOC, 11/30/24 8.8% $535,466 $47.50 $261,289 $48.52 $796,755 $27.71 $711,901 $50.28 $199,585 $13.67 $911,485 $31.70 $896,716 $54.91 $185,894 $15 $1,082,610 $37.65 Total Estimated Construction Cost $6,609,496 $586.26 $3,225,209 $180.70 $9,834,705 $344.14 $8,787,313 $620.62 $2,463,564 $168.75 $11,250,877 $391.23 $11,068,576 $677.76 $2,294,576 $184.64 $13,363,152 $464.68

SUMMARY MATRIX
Option 3 - Catalyst for Soledad
Identity (Container Area)
Option 1 - Courtyard
Destination for Community
(Container Area)
Option 1 - Courtyard
Destination for Community
(Park Area)
Option 1 Total Option 2 - Front Street Stroll (Container Area) Option 2 - Front Street Stroll (Park Area) Option 2 Total Option 3 - Catalyst for Soledad Identity (Park Area) Option 3 Total Prepared by Page 5 of 40
332
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Schedule of Areas
Option 1 - Courtyard
Destination for
Community (Container
Area)
Option 2 - Front Street
Stroll (Container Area)
Option 3 - Catalyst for
Soledad Identity
(Container Area)

1. Enclosed Areas (x 100%)
New Build Containers 2,880 3,680 5,280
Sitework 25,878 25,078 23,478
Total Enclosed 28,758 28,758 28,758

SCHEDULE OF AREAS AND CONTROL QUANTITIES
Prepared by Page 6 of 40333
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Total Cost / SF
02 Existing Conditions $57,096 $5.06
03 Concrete $330,200 $29.29
05 Metals $806,400 $71.53
06 Wood, Plastics, And Composites $75,000 $6.65
08 Openings $171,950 $15.25
09 Finishes $434,992 $38.58
10 Specialties $231,003 $20.49
21 Fire Suppression $43,200 $3.83
22 Plumbing $112,000 $9.93
23 HVAC $128,000 $11.35
26 Electrical $234,786 $20.83
27 Communications $36,885 $3.27
28 Electrical Safety And Security $124,160 $11.01
31 Earthwork $67,644 $6.00
32 Exterior Improvements $263,373 $23.36
33 Utilities $272,548 $24.17
48 Electrical Power Generation $442,505 $39.25
Subtotal $3,831,741 $339.87
Contractor Contingency 3.00% $114,952 $10.20
Subtotal $3,946,694 $350.07
General Requirements 3.00% $118,401 $10.50
Subtotal $4,065,094 $360.57
General Conditions 12.00% $459,809 $40.78
Subtotal $4,524,903 $401.36
Bonds & Insurance 2.00% $76,635 $6.80
Subtotal $4,601,538 $408.15
Contractor's Fee 10.00% $460,154 $40.82
Subtotal $5,061,692 $448.97
Design Contingency 20.00% $1,012,338 $89.79
Subtotal $6,074,030 $538.76
Escalation to MOC, 11/30/24 8.82% $535,466 $47.50
TOTAL ESTIMATED CONSTRUCTION COST $6,609,496 $586.26
Total Area: 11,274 SF
SUMMARY - OPTION 1 - COURTYARD DESTINATION FOR COMMUNITY (CONTAINER AREA) Prepared by Page 7 of 40334
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 1 CONTAINER AREA
02 Existing Conditions
Existing Site Demolition
Removal of existing trees, allowance 5 ea $750.00 $3,750 Retain trees; protection throughout the works 3 ea $250.00 $750 Breakout hard landscape, allowance 11,274 sf $4.00 $45,096 Dispose offsite, allowance 1 ls $2,500.00 $2,500
Miscellaneous site demolition 1 ls $5,000.00 $5,000
Total - Existing Conditions $57,096
03 Concrete
Foundations
Pile Foundations
Mobilization and testing 1 ls $75,000.00 $75,000
Drilled piers, 16" diameter 784 lf $300.00 $235,200
Miscellaneous
Foundation upgrades to vertical units 2 ea $10,000.00 $20,000 Total - Concrete $330,200
05 Metals
Miscellaneous Metals
Shade Canopy 3,500 sf $200.00 $700,000
Miscellaneous Metals, Allowance 1,280 gsf $5.00 $6,400
Structural steel supports at vertical units 2 ea $50,000.00 $100,000 Total - Metals $806,400
06 Wood, Plastics, And Composites
Casework
Custom millwork, allowance 50 lf $750.00 $37,500
Base Cabinets, allowance 50 lf $450.00 $22,500
Upper Cabinets, allowance 50 lf $300.00 $15,000
Total - Wood, Plastics, And Composites $75,000
08 Openings
Exterior Openings
Exterior shutters 693 sf $150.00 $103,950
Prepared by Page 8 of 40335
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 1 CONTAINER AREA
Exterior Doors
Door, Double - 6'-0 x 7'-10", allowance 7 ea $8,500.00 $59,500 Door, Single - 3'-0 x 7'-10", allowance 1 ea $5,000.00 $5,000 Hardware
Finish Hardware Premium (Exterior), allowance 1 ls $3,500.00 $3,500 Total - Openings $171,950
09 Finishes
Floor Finishes
Raised floor 1,280 sf $50.00 $64,000
Lino 800 sf $15.00 $12,000
Resilient Sheet 480 sf $15.00 $7,200
Base
Rubber 448 lf $4.00 $1,792
Wall Finishes
FRP 3,300 sf $25.00 $82,500
Wood Cladding 1,980 sf $90.00 $178,200
Ceiling Finishes
Gypsum Board 1,280 sf $22.00 $28,160
Paint
Paint - Exterior Walls 8,820 sf $5.00 $44,100
Paint - Interior Walls 5,280 sf $2.50 $13,200
Paint - Ceilings 1,280 sf $3.00 $3,840
Total - Finishes $434,992
10 Specialties
Shipping Containers
Shipping Container; 20' x 8' x 8'-6" 8 ea $6,175.00 $49,400 Shipping Container; 40' x 8' x 8'-6" 5 ea $9,808.50 $49,043 Relocation of containers on-site and anchorage 13 ea $5,500.00 $71,500 Toilet Cubicles
ADA 2 ea $2,100.00 $4,200
Standard 6 ea $1,700.00 $10,200
Toilet / Restroom Specialties
Paper towel dispenser 8 ea $400.00 $3,200
Grab Rail 8 ea $253.00 $2,024
Mirror 8 ea $350.00 $2,800
Soap Dispenser 8 ea $250.00 $2,000
Towel seat cover dispenser 8 ea $341.00 $2,728
Surface mounted toilet tissue dispenser 8 ea $250.00 $2,000 Coat hook 8 ea $110.00 $880
Sanitary napkin dispenser 8 ea $242.00 $1,936
Prepared by Page 9 of 40336
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 1 CONTAINER AREA
Building Signage
Signages 11,274 gsf $1.25 $14,093
Oversized signage sculptural, allowance 1 ls $15,000.00 $15,000 Total - Specialties $231,003
11 Equipment
Removed from scope
Total - Equipment
21 Fire Suppression
Fire Protection 2,880 sf $15.00 $43,200
Total - Fire Suppression $43,200
22 Plumbing
Plumbing
Standard containers, ventilation only 640 sf $50.00 $32,000 Food service containers 640 sf $125.00 $80,000
Total - Plumbing $112,000
23 HVAC
HVAC
Standard containers, ventilation only 640 sf $75.00 $48,000 Food service containers 640 sf $125.00 $80,000
Total - HVAC $128,000
26 Electrical
Distribution equipment
Food & Beverage (4 Containers) 640 sf $25.00 $16,000
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 320 sf $25.00 $8,000
Open Seating (1 Containers) 160 sf $25.00 $4,000
Decorative (3 Containers) 960 sf $12.50 $12,000
Upright Container (Tower) (2 Containers) 640 sf $12.50 $8,000 Prepared by Page 10 of 40337
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 1 CONTAINER AREA
HVAC and equipment connections
Food & Beverage (4 Containers) 640 sf $25.00 $16,000
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 320 sf $25.00 $8,000
Open Seating (1 Containers) 160 sf $25.00 $4,000
Decorative (3 Containers) 960 sf $12.50 $12,000
Upright Container (Tower) (2 Containers) 640 sf $12.50 $8,000 Convenience power
Food & Beverage (4 Containers) 640 sf $15.63 $10,003
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 320 sf $15.63 $5,002
Open Seating (1 Containers) 160 sf $15.63 $2,501
Decorative (3 Containers) 960 sf $7.50 $7,200
Upright Container (Tower) (2 Containers) 640 sf $7.50 $4,800 Lighting and lighting control
Food & Beverage (4 Containers) 640 sf $30.00 $19,200
Restroom (1 Containers) 160 sf $15.00 $2,400
Retail (2 Containers) 320 sf $30.00 $9,600
Open Seating (1 Containers) 160 sf $30.00 $4,800
Decorative (3 Containers) 960 sf $15.63 $15,005
Upright Container (Tower) (2 Containers) 640 sf $15.63 $10,003 Demolition
Electrical demolition 2,880 sf $1.50 $4,320
Additional electrical requirements
Firestopping and core drilling allowance 1 ls $3,200.00 $3,200 Electrical temporary power 1 ls $2,632.00 $2,632
Sawcut allowance 1 ls $1,500.00 $1,500
Coordination and investigation allowance 40 hr $127.71 $5,109 Grounding allowance 1 ls $1,668.00 $1,668
Testing/commissioning allowance 60 hr. $127.71 $7,663
General conditions / General requirements
General conditions / General requirements 1 ls $19,781.00 $19,781 Total - Electrical $234,786
27 Communications
Voice and Data system
Food & Beverage (4 Containers) 640 sf $18.75 $12,000
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 320 sf $18.75 $6,000
Open Seating (1 Containers) 160 sf $18.75 $3,000
Decorative (3 Containers) 960 sf $9.38 $9,005
Upright Container (Tower) (2 Containers) 640 sf $9.50 $6,080 Total - Communications $36,885
Prepared by Page 11 of 40338
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 1 CONTAINER AREA
28 Electrical Safety And Security
Access control system
Food & Beverage (4 Containers) 640 sf $37.50 $24,000
Restroom (1 Containers) 160 sf $10.00 $1,600
Retail (2 Containers) 320 sf $37.50 $12,000
Open Seating (1 Containers) 160 sf $37.50 $6,000
Decorative (3 Containers) 960 sf $18.75 $18,000
Upright Container (Tower) (2 Containers) 640 sf $18.75 $12,000 Fire alarm system
Food & Beverage (4 Containers) 640 sf $25.00 $16,000
Restroom (1 Containers) 160 sf $16.00 $2,560
Retail (2 Containers) 320 sf $25.00 $8,000
Open Seating (1 Containers) 160 sf $25.00 $4,000
Decorative (3 Containers) 960 sf $12.50 $12,000
Upright Container (Tower) (2 Containers) 640 sf $12.50 $8,000 Total - Electrical Safety And Security $124,160
31 Earthwork
Earthwork - Container Area
Rough and fine grade 11,274 sf $5.00 $56,370
Erosion control 11,274 sf $1.00 $11,274
Total - Earthwork $67,644
32 Exterior Improvements
Exterior Improvements - Container Area
Miscellaneous curbs, gutter, etc. 11,274 sf $1.50 $16,911 Roads, Paths & Paving
Generally
Aggregate base; 6" thick assumed 209 cy $100.00 $20,878 Aggregate base to containers; 6" thick assumed 53 cy $100.00 $5,333 Paving
Pathway paving 930 sf $15.00 $13,950
Gravel; nature play 6,713 sf $8.00 $53,704
Gravel; truck loading area 1,838 sf $30.00 $55,140
Allowance for curbs and gutters to roads, allowance 150 sf $36.00 $5,400 Tie into existing surfaces 5 % $128,194.00 $6,410
Soft Landscapes, planting and irrigation systems
Generally
Import Topsoil; 12" Import Topsoil and 12" unamended Topsoil 209 cy $125.00 $26,097 Trees
Prepared by Page 12 of 40339
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 1 CONTAINER AREA
Trees 6 ea $1,500.00 $9,000
Tree staking; 2 per tree 6 ea $250.00 $1,500
Fixtures and Fittings
Perimeter Fencing 327 lf $150.00 $49,050
Total - Exterior Improvements $263,373
33 Utilities
Utility Connections
Storm drain - Container 11,274 sf $2.00 $22,548
Water, gas, sewer 1 ls $250,000.00 $250,000
Total - Utilities $272,548
48 Electrical Power Generation
Site service and distribution
Site power distribution - includes conduit, medium voltage cables, splicing, testing, excavation, back 11,274 sf fill, compaction and encasement (Normal $16.70 $188,276 Power systems allowance UPS / generator, 250kW generator (Emergency Power) 11,274 sf $14.00 $157,836 Site lighting and lighting control
Site lighting, general purpose electrical power & miscellaneous electrical systems11,274 sf $3.55 $40,023 Site communications
Site communication distribution - includes conduit and pull string to from utility manhole to MPOE, tr 11,274 sf enching, backfill and compaction. $3.78 $42,616 Site electronic safety and security
Security access control, video surveillance system - includes pull boxes, conduit, wire, trenching, ba 11,274 sf ckfill and compaction. $1.22 $13,754 Total - Electrical Power Generation $442,505
Prepared by Page 13 of 40340
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Total Cost / SF
SUMMARY - OPTION 1 - COURTYARD DESTINATION FOR COMMUNITY (PARK AREA) 02 Existing Conditions $81,936 $4.59
10 Specialties $101,250 $5.67
28 Electrical Safety And Security $124,160 $6.96
31 Earthwork $104,904 $5.88
32 Exterior Improvements $736,294 $41.25
33 Utilities $34,968 $1.96
48 Electrical Power Generation $686,247 $38.45
Subtotal $1,869,759 $104.76
Contractor Contingency 3.00% $56,093 $3.14
Subtotal $1,925,852 $107.90
General Requirements 3.00% $57,776 $3.24
Subtotal $1,983,628 $111.14
General Conditions 12.00% $224,371 $12.57
Subtotal $2,207,999 $123.71
Bonds & Insurance 2.00% $37,395 $2.10
Subtotal $2,245,394 $125.81
Contractor's Fee 10.00% $224,539 $12.58
Subtotal $2,469,933 $138.39
Design Contingency 20.00% $493,987 $27.68
Subtotal $2,963,920 $166.06
Escalation to MOC, 11/30/24 8.82% $261,289 $14.64
TOTAL ESTIMATED CONSTRUCTION COST $3,225,209 $180.70
Total Area: 17,848 SF
Prepared by Page 14 of 40341
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 1 PARK AREA
02 Existing Conditions
Existing Site Demolition
Removal of existing trees, allowance 5 ea $750.00 $3,750 Retain trees; protection throughout the works 3 ea $250.00 $750 Breakout hard landscape, allowance 17,484 sf $4.00 $69,936 Dispose offsite, allowance 1 ls $2,500.00 $2,500
Miscellaneous site demolition 1 ls $5,000.00 $5,000
Total - Existing Conditions $81,936
10 Specialties
Miscellaneous
Band Stage 450 sf $225.00 $101,250
Total - Specialties $101,250
28 Electrical Safety And Security
Access control system
Food & Beverage (4 Containers) 640 sf $37.50 $24,000
Restroom (1 Containers) 160 sf $10.00 $1,600
Retail (2 Containers) 320 sf $37.50 $12,000
Open Seating (1 Containers) 160 sf $37.50 $6,000
Decorative (3 Containers) 960 sf $18.75 $18,000
Upright Container (Tower) (2 Containers) 640 sf $18.75 $12,000 Fire alarm system
Food & Beverage (4 Containers) 640 sf $25.00 $16,000
Restroom (1 Containers) 160 sf $16.00 $2,560
Retail (2 Containers) 320 sf $25.00 $8,000
Open Seating (1 Containers) 160 sf $25.00 $4,000
Decorative (3 Containers) 960 sf $12.50 $12,000
Upright Container (Tower) (2 Containers) 640 sf $12.50 $8,000 Total - Electrical Safety And Security $124,160
31 Earthwork
Earthwork
Rough and fine grade 17,484 sf $5.00 $87,420
Erosion control 17,484 sf $1.00 $17,484
Total - Earthwork $104,904
Prepared by Page 15 of 40342
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 1 PARK AREA
32 Exterior Improvements
Exterior Improvements
Miscellaneous curbs, gutter, etc. 17,484 sf $1.50 $26,226 Roads, Paths & Paving
Generally
Aggregate base; 6" thick assumed 324 cy $100.00 $32,378 Paving
Pathway paving 2,008 sf $15.00 $30,120
Paved courtyard 500 sf $50.00 $25,000
Gravel; nature play 7,206 sf $8.00 $57,648
Allowance for curbs and gutters to roads, allowance 150 sf $36.00 $5,400 Tie into existing surfaces 5 % $118,168.00 $5,908
Wood slat trellis 1,356 sf $175.00 $237,300
Soft Landscapes, planting and irrigation systems
Generally
Import Topsoil; 12" Import Topsoil and 12" unamended Topsoil 324 cy $125.00 $40,472 Planting
Open lawn 3,440 sf $9.00 $30,960
Grass planting; green space 5,566 sf $15.00 $83,490
Trees
Trees 10 ea $1,500.00 $15,000
Tree staking; 2 per tree 10 ea $250.00 $2,500
Irrigation
Allowance for fully automated water efficient irrigation system 9,006 sf $7.00 $63,042 Fixtures and Fittings
Perimeter Fencing 539 lf $150.00 $80,850
Total - Exterior Improvements $736,294
33 Utilities
Utility Connections
Storm drain - Container 17,484 sf $2.00 $34,968
Total - Utilities $34,968
48 Electrical Power Generation
Site service and distribution
Site power distribution - includes conduit, medium voltage cables, splicing, testing, excavation, back 17,484 sf fill, compaction and encasement (Norma$16.70 $291,983 Power systems allowance UPS / generator, 250kW generator (Emergency Power) 17,484 sf $14.00 $244,776 Site lighting and lighting control
Site lighting, general purpose electrical power & miscellaneous electrical systems 17,484 sf $3.55 $62,068 Prepared by Page 16 of 40343
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 1 PARK AREA
Site communications
Site communication distribution - includes conduit and pull string to from utility manhole to MPOE, tr 17,484 sf enching, backfill and compaction. $3.78 $66,090 Site electronic safety and security
Security access control, video surveillance system - includes pull boxes, conduit, wire, trenching, ba 17,484 sf ckfill and compaction. $1.22 $21,330 Total - Electrical Power Generation $686,247
Prepared by Page 17 of 40344
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Total Cost / SF
02 Existing Conditions $76,136 $5.38
03 Concrete $407,000 $28.74
05 Metals $812,000 $57.35
06 Wood, Plastics, And Composites $75,000 $5.30
08 Openings $288,700 $20.39
09 Finishes $794,462 $56.11
10 Specialties $199,276 $14.07
21 Fire Suppression $55,200 $3.90
22 Plumbing $124,000 $8.76
23 HVAC $196,000 $13.84
26 Electrical $335,737 $23.71
27 Communications $53,386 $3.77
28 Electrical Safety And Security $179,160 $12.65
31 Earthwork $84,954 $6.00
32 Exterior Improvements $579,224 $40.91
33 Utilities $278,318 $19.66
48 Electrical Power Generation $555,741 $39.25
Subtotal $5,094,293 $359.79
Contractor Contingency 3.00% $152,829 $10.79
Subtotal $5,247,122 $370.59
General Requirements 3.00% $157,414 $11.12
Subtotal $5,404,535 $381.70
General Conditions 12.00% $611,315 $43.18
Subtotal $6,015,851 $424.88
Bonds & Insurance 2.00% $101,886 $7.20
Subtotal $6,117,736 $432.07
Contractor's Fee 10.00% $611,774 $43.21
Subtotal $6,729,510 $475.28
Design Contingency 20.00% $1,345,902 $95.06
Subtotal $8,075,412 $570.34
Escalation to MOC, 11/30/24 8.82% $711,901 $50.28
TOTAL ESTIMATED CONSTRUCTION COST $8,787,313 $620.62
Total Area: 14,159 SF
SUMMARY - OPTION 2 - FRONT STREET STROLL (CONTAINER AREA) Prepared by Page 18 of 40345
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 2 CONTAINER AREA
02 Existing Conditions
Existing Site Demolition
Removal of existing trees, allowance 5 ea $750.00 $3,750 Retain trees; protection throughout the works 3 ea $250.00 $750 Breakout hard landscape, allowance 14,159 sf $4.00 $56,636 Dispose offsite, allowance 1 ls $5,000.00 $5,000
Miscellaneous site demolition 1 ls $10,000.00 $10,000
Total - Existing Conditions $76,136
03 Concrete
Foundations
Pile Foundations
Mobilization and testing 1 ls $75,000.00 $75,000
Drilled piers, 16" diameter 1,040 lf $300.00 $312,000
Miscellaneous
Foundation upgrades to vertical units 2 ea $10,000.00 $20,000 Total - Concrete $407,000
05 Metals
Miscellaneous Metals
Shade Canopy 3,500 sf $200.00 $700,000
Miscellaneous Metals, Allowance 2,400 gsf $5.00 $12,000 Structural steel supports at vertical units 2 ea $50,000.00 $100,000 Total - Metals $812,000
06 Wood, Plastics, And Composites
Casework
Custom millwork, allowance 50 lf $750.00 $37,500
Base Cabinets, allowance 50 lf $450.00 $22,500
Upper Cabinets, allowance 50 lf $300.00 $15,000
Total - Wood, Plastics, And Composites $75,000
08 Openings
Exterior Openings
Exterior Shutters 1,188 sf $150.00 $178,200
Prepared by Page 19 of 40346
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 2 CONTAINER AREA
Exterior Doors
Door, Double - 6'-0 x 7'-10", allowance 12 ea $8,500.00 $102,000 Door, Single - 3'-0 x 7'-10", allowance 1 ea $5,000.00 $5,000 Hardware
Finish Hardware Premium (Exterior), allowance 1 ls $3,500.00 $3,500 Total - Openings $288,700
09 Finishes
Floor Finishes
Raised floor 2,400 sf $50.00 $120,000
Lino 960 sf $15.00 $14,400
Resilient Sheet 1,120 sf $15.00 $16,800
Base
Rubber 728 lf $4.00 $2,912
Wall Finishes
FRP 3,960 sf $25.00 $99,000
Wood Cladding 4,620 sf $90.00 $415,800
Ceiling Finishes
Gypsum Board 2,400 sf $22.00 $52,800
Paint
Paint - Exterior Walls 8,820 sf $5.00 $44,100
Paint - Interior Walls 8,580 sf $2.50 $21,450
Paint - Ceilings 2,400 sf $3.00 $7,200
Total - Finishes $794,462
10 Specialties
Shipping Containers
Shipping Container; 20' x 8' x 8'-6" 15 ea $6,175.00 $92,625 Shipping Container; 40' x 8' x 8'-6" 4 ea $9,808.50 $39,234 Relocation of containers on-site, allowance 1 ls $2,750.00 $2,750 Toilet Cubicles
ADA 2 ea $2,100.00 $4,200
Standard 6 ea $1,700.00 $10,200
Toilet / Restroom Specialties
Paper towel dispenser 8 ea $400.00 $3,200
Grab Rail 8 ea $253.00 $2,024
Mirror 8 ea $350.00 $2,800
Soap Dispenser 8 ea $250.00 $2,000
Towel seat cover dispenser 8 ea $341.00 $2,728
Surface mounted toilet tissue dispenser 8 ea $250.00 $2,000 Coat hook 8 ea $110.00 $880
Prepared by Page 20 of 40347
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 2 CONTAINER AREA
Sanitary napkin dispenser 8 ea $242.00 $1,936
Building Signage
Signages 14,159 gsf $1.25 $17,699
Oversized signage sculptural, allowance 1 ls $15,000.00 $15,000 Total - Specialties $199,276
11 Equipment
Removed from scope
Total - Equipment
21 Fire Suppression
Fire Protection 3,680 sf $15.00 $55,200
Total - Fire Suppression $55,200
22 Plumbing
Plumbing
Standard containers, ventilation only 1,280 sf $50.00 $64,000 Food service containers 800 sf $75.00 $60,000
Total - Plumbing $124,000
23 HVAC
HVAC
Standard containers, ventilation only 1,280 sf $75.00 $96,000 Food service containers 800 sf $125.00 $100,000
Total - HVAC $196,000
26 Electrical
Distribution equipment
Food & Beverage (4 Containers) 800 sf $25.00 $20,000
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 640 sf $25.00 $16,000
Open Seating (1 Containers) 480 sf $25.00 $12,000
Prepared by Page 21 of 40348
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 2 CONTAINER AREA
Decorative (3 Containers) 1,120 sf $12.50 $14,000
Upright Container (Tower) (2 Containers) 640 sf $12.50 $8,000 HVAC and equipment connections
Food & Beverage (4 Containers) 800 sf $25.00 $20,000
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 640 sf $25.00 $16,000
Open Seating (1 Containers) 480 sf $25.00 $12,000
Decorative (3 Containers) 1,120 sf $12.50 $14,000
Upright Container (Tower) (2 Containers) 640 sf $12.50 $8,000 Convenience power
Food & Beverage (4 Containers) 800 sf $15.63 $12,504
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 640 sf $15.63 $10,003
Open Seating (1 Containers) 480 sf $15.63 $7,502
Decorative (3 Containers) 1,120 sf $7.50 $8,400
Upright Container (Tower) (2 Containers) 640 sf $7.50 $4,800 Lighting and lighting control
Food & Beverage (4 Containers) 800 sf $30.00 $24,000
Restroom (1 Containers) 160 sf $15.00 $2,400
Retail (2 Containers) 640 sf $30.00 $19,200
Open Seating (1 Containers) 480 sf $30.00 $14,400
Decorative (3 Containers) 1,120 sf $15.63 $17,506
Upright Container (Tower) (2 Containers) 640 sf $15.63 $10,003 Demolition
Electrical demolition 3,840 sf $1.50 $5,760
Additional electrical requirements
Firestopping and core drilling allowance 1 ls $6,930.00 $6,930 Electrical temporary power 1 ls $3,550.00 $3,550
Sawcut allowance 1 ls $1,828.00 $1,828
Coordination and investigation allowance 50 hr $127.71 $6,386 Grounding allowance 1 ls $2,225.00 $2,225
Testing/commissioning allowance 70 hr $127.71 $8,940
General conditions / General requirements
General conditions / General requirements 1 ls $27,000.00 $27,000 Total - Electrical $335,737
27 Communications
Voice and Data system
Food & Beverage (4 Containers) 800 sf $18.75 $15,000
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 640 sf $18.75 $12,000
Open Seating (1 Containers) 480 sf $18.75 $9,000
Decorative (3 Containers) 1,120 sf $9.38 $10,506
Upright Container (Tower) (2 Containers) 640 sf $9.50 $6,080 Prepared by Page 22 of 40349
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 2 CONTAINER AREA
Total - Communications $53,386
28 Electrical Safety And Security
Access control system
Food & Beverage (4 Containers) 800 sf $37.50 $30,000
Restroom (1 Containers) 160 sf $10.00 $1,600
Retail (2 Containers) 640 sf $37.50 $24,000
Open Seating (1 Containers) 480 sf $37.50 $18,000
Decorative (3 Containers) 1,120 sf $18.75 $21,000
Upright Container (Tower) (2 Containers) 640 sf $18.75 $12,000 Fire alarm system
Food & Beverage (4 Containers) 800 sf $25.00 $20,000
Restroom (1 Containers) 160 sf $16.00 $2,560
Retail (2 Containers) 640 sf $25.00 $16,000
Open Seating (1 Containers) 480 sf $25.00 $12,000
Decorative (3 Containers) 1,120 sf $12.50 $14,000
Upright Container (Tower) (2 Containers) 640 sf $12.50 $8,000 Total - Electrical Safety And Security $179,160
31 Earthwork
Earthwork
Rough and fine grade 14,159 sf $5.00 $70,795
Erosion control 14,159 sf $1.00 $14,159
Total - Earthwork $84,954
32 Exterior Improvements
Exterior Improvments
Miscellaneous curbs, gutter, etc. 14,159 sf $1.50 $21,239 Roads, Paths & Paving
Generally
Aggregate base; 6" thick assumed 262 cy $100.00 $26,220 Aggregate base to containers; 6" thick assumed 68 cy $100.00 $6,815 Paving
Pathway Paving 1,981 sf $15.00 $29,715
Gravel; nature play 11,588 sf $8.00 $92,704
Gravel; truck loading area 1,427 sf $30.00 $42,810
Allowance for curbs and gutters to roads, allowance 150 sf $36.00 $5,400 Tie into existing surfaces 5 % $140,914.00 $7,046
Wood slat trellis 1,350 sf $175.00 $236,250
Soft Landscapes, planting and irrigation systems
Prepared by Page 23 of 40350
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 2 CONTAINER AREA
Generally
Import Topsoil; 12" Import Topsoil and 12" unamended Topsoil 262 cy $125.00 $32,775 Trees
Trees 7 ea $1,500.00 $10,500
Tree staking; 2 per tree 7 ea $250.00 $1,750
Fixtures and Fittings
Perimeter Fencing 440 lf $150.00 $66,000
Total - Exterior Improvements $579,224
33 Utilities
Utility Connections
Storm drain 14,159 sf $2.00 $28,318
Water, gas, sewer 1 ls $250,000.00 $250,000
Total - Utilities $278,318
48 Electrical Power Generation
Site service and distribution
Site power distribution - includes conduit, medium voltage cables, splicing, testing, excavation, back 14,159 sf fill, compaction and encasement (Norma$16.70 $236,455 Power systems allowance UPS / generator, 250kW generator (Emergency Power) 14,159 sf $14.00 $198,226 Site lighting and lighting control
Site lighting, general purpose electrical power & miscellaneous electrical systems 14,159 sf $3.55 $50,264 Site communications
Site communication distribution - includes conduit and pull string to from utility manhole to MPOE, tr 14,159 sf enching, backfill and compaction. $3.78 $53,521 Site electronic safety and security
Security access control, video surveillance system - includes pull boxes, conduit, wire, trenching, ba 14,159 sf ckfill and compaction. $1.22 $17,274 Total - Electrical Power Generation $555,741
Prepared by Page 24 of 40351
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Total Cost / SF
02 Existing Conditions $70,396 $4.82
10 Specialties $101,250 $6.94
31 Earthwork $87,594 $6.00
32 Exterior Improvements $566,760 $38.82
33 Utilities $29,198 $2.00
48 Electrical Power Generation $573,011 $39.25
Subtotal $1,428,209 $97.83
Contractor Contingency 3.00% $42,846 $2.93
Subtotal $1,471,055 $100.76
General Requirements 3.00% $44,132 $3.02
Subtotal $1,515,187 $103.79
General Conditions 12.00% $171,385 $11.74
Subtotal $1,686,572 $115.53
Bonds & Insurance 2.00% $28,564 $1.96
Subtotal $1,715,136 $117.48
Contractor's Fee 10.00% $171,514 $11.75
Subtotal $1,886,649 $129.23
Design Contingency 20.00% $377,330 $25.85
Subtotal $2,263,979 $155.08
Escalation to MOC, 11/30/24 8.82% $199,585 $13.67
TOTAL ESTIMATED CONSTRUCTION COST $2,463,564 $168.75
Total Area: 14,599 SF
SUMMARY - OPTION 2 - FRONT STREET STROLL (PARK AREA)
Prepared by Page 25 of 40352
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 2 PARK AREA
02 Existing Conditions
Existing Site Demolition
Removal of existing trees, allowance 5 ea $750.00 $3,750 Retain trees; protection throughout the works 3 ea $250.00 $750 Breakout hard landscape, allowance 14,599 sf $4.00 $58,396 Dispose offsite, allowance 1 ls $2,500.00 $2,500
Miscellaneous site demolition 1 ls $5,000.00 $5,000
Total - Existing Conditions $70,396
10 Specialties
Miscellaneous
Band Stage 450 sf $225.00 $101,250
Total - Specialties $101,250
31 Earthwork
Earthwork
Rough and fine grade 14,599 sf $5.00 $72,995
Erosion control 14,599 sf $1.00 $14,599
Total - Earthwork $87,594
32 Exterior Improvements
Exterior Improvments - Container Area
Miscellaneous curbs, gutter, etc. 14,599 sf $1.50 $21,899 Roads, Paths & Paving
Generally
Aggregate base; 6" thick assumed 270 cy $100.00 $27,035 Paving
Pathway Paving 1,662 sf $15.00 $24,930
Paved courtyard 500 sf $8.00 $4,000
Gravel; nature play 5,103 sf $8.00 $40,824
Allowance for curbs and gutters to roads, allowance 150 sf $36.00 $5,400 Tie into existing surfaces 5 % $50,224.00 $2,511
Wood slat trellis 1,031 sf $175.00 $180,425
Soft Landscapes, planting and irrigation systems
Generally
Import Topsoil; 12" Import Topsoil and 12" unamended Topsoil 270 cy $125.00 $33,794 Planting
Open Lawn 1,400 sf $9.00 $12,600
Prepared by Page 26 of 40353
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 2 PARK AREA
Grass planting; green space 5,711 sf $15.00 $85,665
Trees
Trees 8 ea $1,500.00 $12,000
Tree staking; 2 per tree 8 ea $250.00 $2,000
Irrigation
Allowance for fully automated water efficient irrigation system 7,111 sf $7.00 $49,777 Fixtures and Fittings
Perimeter Fencing 426 lf $150.00 $63,900
Total - Exterior Improvements $566,760
33 Utilities
Utility Connections
Storm drain 14,599 sf $2.00 $29,198
Total - Utilities $29,198
48 Electrical Power Generation
Site service and distribution
Site power distribution - includes conduit, medium voltage cables, splicing, testing, excavation, back 14,599 sf fill, compaction and encasement (Norma$16.70 $243,803 Power systems allowance UPS / generator, 250kW generator (Emergency Power) 14,599 sf $14.00 $204,386 Site lighting and lighting control
Site lighting, general purpose electrical power & miscellaneous electrical systems 14,599 sf $3.55 $51,826 Site communications
Site communication distribution - includes conduit and pull string to from utility manhole to MPOE, tr 14,599 sf enching, backfill and compaction. $3.78 $55,184 Site electronic safety and security
Security access control, video surveillance system - includes pull boxes, conduit, wire, trenching, ba 14,599 sf ckfill and compaction. $1.22 $17,811 Total - Electrical Power Generation $573,011
Prepared by Page 27 of 40354
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Total Cost / SF
02 Existing Conditions $84,824 $5.19
03 Concrete $556,600 $34.08
05 Metals $915,200 $56.04
06 Wood, Plastics, And Composites $75,000 $4.59
08 Openings $433,000 $26.51
09 Finishes $990,584 $60.66
10 Specialties $324,866 $19.89
21 Fire Suppression $79,200 $4.85
22 Plumbing $152,000 $9.31
23 HVAC $216,000 $13.23
26 Electrical $449,731 $27.54
27 Communications $71,467 $4.38
28 Electrical Safety And Security $239,160 $14.64
31 Earthwork $97,986 $6.00
32 Exterior Improvements $807,544 $49.45
33 Utilities $282,662 $17.31
48 Electrical Power Generation $640,992 $39.25
Subtotal $6,416,816 $392.92
Contractor Contingency 3.00% $192,504 $11.79
Subtotal $6,609,320 $404.71
General Requirements 3.00% $198,280 $12.14
Subtotal $6,807,600 $416.85
General Conditions 12.00% $770,018 $47.15
Subtotal $7,577,618 $464.00
Bonds & Insurance 2.00% $128,336 $7.86
Subtotal $7,705,954 $471.86
Contractor's Fee 10.00% $770,595 $47.19
Subtotal $8,476,549 $519.05
Design Contingency 20.00% $1,695,310 $103.81
Subtotal $10,171,859 $622.86
Escalation to MOC, 11/30/24 8.82% $896,716 $54.91
TOTAL ESTIMATED CONSTRUCTION COST $11,068,576 $677.76
Total Area: 16,331 SF
SUMMARY - OPTION 3 - CATALYST FOR SOLEDAD IDENTITY (CONTAINER AREA) Prepared by Page 28 of 40355
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 3 CONTAINER AREA
02 Existing Conditions
Existing Site Demolition
Removal of existing trees, allowance 5 ea $750.00 $3,750 Retain trees; protection throughout the works 3 ea $250.00 $750 Breakout hard landscape, allowance 16,331 sf $4.00 $65,324 Dispose offsite, allowance 1 ls $5,000.00 $5,000
Miscellaneous site demolition 1 ls $10,000.00 $10,000
Total - Existing Conditions $84,824
03 Concrete
Foundations
Pile Foundations
Mobilization and testing 1 ls $75,000.00 $75,000
Drilled piers, 16" diameter 1,472 lf $300.00 $441,600
Miscellaneous
Foundation upgrades to vertical units 4 ea $10,000.00 $40,000 Total - Concrete $556,600
05 Metals
Miscellaneous Metals
Shade Canopy 3,500 ls $200.00 $700,000
Miscellaneous Metals, Allowance 3,040 gsf $5.00 $15,200 Structural steel supports at vertical units 4 ea $50,000.00 $200,000 Total - Metals $915,200
06 Wood, Plastics, And Composites
Casework
Custom millwork, allowance 50 lf $750.00 $37,500
Base Cabinets, allowance 50 lf $450.00 $22,500
Upper Cabinets, allowance 50 lf $300.00 $15,000
Total - Wood, Plastics, And Composites $75,000
08 Openings
Exterior Openings
Exterior Shutters 1,980 sf $150.00 $297,000
Prepared by Page 29 of 40356
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 3 CONTAINER AREA
Exterior Doors
Door, Double - 6'-0 x 7'-10", allowance 15 ea $8,500.00 $127,500 Door, Single - 3'-0 x 7'-10", allowance 1 ea $5,000.00 $5,000 Hardware
Finish Hardware Premium (Exterior), allowance 1 ls $3,500.00 $3,500 Total - Openings $433,000
09 Finishes
Floor Finishes
Raised Floor 3,040 sf $50.00 $152,000
Lino 1,120 sf $15.00 $16,800
Resilient Sheet 1,440 sf $15.00 $21,600
Base
Rubber 896 lf $4.00 $3,584
Wall Finishes
FRP 4,620 sf $25.00 $115,500
Wood Cladding 5,940 sf $90.00 $534,600
Ceiling Finishes
Gypsum Board 3,040 sf $22.00 $66,880
Paint
Paint - Exterior Walls 8,820 sf $5.00 $44,100
Paint - Interior Walls 10,560 sf $2.50 $26,400
Paint - Ceilings 3,040 sf $3.00 $9,120
Total - Finishes $990,584
10 Specialties
Shipping Containers
Shipping Container; 20' x 8' x 8'-6" 19 ea $6,175.00 $117,325 Shipping Container; 40' x 8' x 8'-6" 7 ea $9,808.50 $68,660 Relocation of containers on-site, allowance 26 ea $2,750.00 $71,500 Toilet Cubicles
ADA 2 ea $2,100.00 $4,200
Standard 6 ea $1,700.00 $10,200
Toilet / Restroom Specialties
Paper towel dispenser 8 ea $400.00 $3,200
Grab Rail 8 ea $253.00 $2,024
Mirror 8 ea $350.00 $2,800
Soap Dispenser 8 ea $250.00 $2,000
Towel seat cover dispenser 8 ea $341.00 $2,728
Surface mounted toilet tissue dispenser 8 ea $250.00 $2,000 Coat hook 8 ea $110.00 $880
Sanitary napkin dispenser 8 ea $242.00 $1,936
Prepared by Page 30 of 40357
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 3 CONTAINER AREA
Building Signage
Signages 16,331 gsf $1.25 $20,414
Oversized signage sculptural, allowance 1 ls $15,000.00 $15,000 Total - Specialties $324,866
11 Equipment
Removed from scope
Total - Equipment
21 Fire Suppression
Fire Protection 5,280 sf $15.00 $79,200
Total - Fire Suppression $79,200
22 Plumbing
Plumbing
Standard containers, ventilation only 1,600 sf $50.00 $80,000 Food service containers 960 sf $75.00 $72,000
Total - Plumbing $152,000
23 HVAC
HVAC
Standard containers, ventilation only 1,600 sf $75.00 $120,000 Food service containers 960 sf $100.00 $96,000
Total - HVAC $216,000
26 Electrical
Distribution equipment
Food & Beverage (4 Containers) 960 sf $25.00 $24,000
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 960 sf $25.00 $24,000
Open Seating (1 Containers) 480 sf $25.00 $12,000
Decorative (3 Containers) 1,440 sf $12.50 $18,000
Prepared by Page 31 of 40358
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 3 CONTAINER AREA
Upright Container (Tower) (2 Containers) 1,280 sf $12.50 $16,000 HVAC and equipment connections
Food & Beverage (4 Containers) 960 sf $25.00 $24,000
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 960 sf $25.00 $24,000
Open Seating (1 Containers) 480 sf $25.00 $12,000
Decorative (3 Containers) 1,440 sf $12.50 $18,000
Upright Container (Tower) (2 Containers) 1,280 sf $12.50 $16,000 Convenience power
Food & Beverage (4 Containers) 960 sf $15.63 $15,005
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 960 sf $15.63 $15,005
Open Seating (1 Containers) 480 sf $15.63 $7,502
Decorative (3 Containers) 1,440 sf $7.50 $10,800
Upright Container (Tower) (2 Containers) 1,280 sf $7.50 $9,600 Lighting and lighting control
Food & Beverage (4 Containers) 960 sf $30.00 $28,800
Restroom (1 Containers) 160 sf $15.00 $2,400
Retail (2 Containers) 960 sf $30.00 $28,800
Open Seating (1 Containers) 480 sf $30.00 $14,400
Decorative (3 Containers) 1,440 sf $15.63 $22,507
Upright Container (Tower) (2 Containers) 1,280 sf $15.63 $20,006 Demolition
Electrical demolition 5,280 sf $1.50 $7,920
Additional electrical requirements
Firestopping and core drilling allowance 1 ls $8,600.00 $8,600 Electrical temporary power 1 ls $4,857.00 $4,857
Sawcut allowance 1 ls $2,513.00 $2,513
Coordination and investigation allowance 80 hr $127.71 $10,217 Grounding allowance 1 ls $2,904.00 $2,904
Testing/commissioning allowance 90 hr $127.71 $11,494
General conditions / General requirements
General conditions / General requirements 1 ls $36,000.00 $36,000 Total - Electrical $449,731
27 Communications
Voice and Data system
Food & Beverage (4 Containers) 960 sf $18.75 $18,000
Restroom (1 Containers) 160 sf $5.00 $800
Retail (2 Containers) 960 sf $18.75 $18,000
Open Seating (1 Containers) 480 sf $18.75 $9,000
Decorative (3 Containers) 1,440 sf $9.38 $13,507
Upright Container (Tower) (2 Containers) 1,280 sf $9.50 $12,160 Prepared by Page 32 of 40359
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 3 CONTAINER AREA
Total - Communications $71,467
28 Electrical Safety And Security
Access control system
Food & Beverage (4 Containers) 960 sf $37.50 $36,000
Restroom (1 Containers) 160 sf $10.00 $1,600
Retail (2 Containers) 960 sf $37.50 $36,000
Open Seating (1 Containers) 480 sf $37.50 $18,000
Decorative (3 Containers) 1,440 sf $18.75 $27,000
Upright Container (Tower) (2 Containers) 1,280 sf $18.75 $24,000 Fire alarm system
Food & Beverage (4 Containers) 960 sf $25.00 $24,000
Restroom (1 Containers) 160 sf $16.00 $2,560
Retail (2 Containers) 960 sf $25.00 $24,000
Open Seating (1 Containers) 480 sf $25.00 $12,000
Decorative (3 Containers) 1,440 sf $12.50 $18,000
Upright Container (Tower) (2 Containers) 1,280 sf $12.50 $16,000 Total - Electrical Safety And Security $239,160
31 Earthwork
Earthwork
Rough and fine grade 16,331 sf $5.00 $81,655
Erosion control 16,331 sf $1.00 $16,331
Total - Earthwork $97,986
32 Exterior Improvements
Exterior Improvements
Miscellaneous curbs, gutter, etc. 16,331 sf $1.50 $24,497 Roads, Paths & Paving
Generally
Aggregate base; 6" thick assumed 302 cy $100.00 $30,243 Aggregate base to containers; 6" thick assumed 56 cy $100.00 $5,630 Paving
Pathway Paving 1,926 sf $15.00 $28,890
Gravel; nature play 12,814 sf $8.00 $102,512
Gravel; truck loading area 1,667 sf $30.00 $50,010
Allowance for curbs and gutters to roads, allowance 150 sf $36.00 $5,400 Tie into existing surfaces 5 % $186,812.00 $9,341
Wood slat trellis 1,607 sf $175.00 $281,225
Soft Landscapes, planting and irrigation systems
Prepared by Page 33 of 40360
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 3 CONTAINER AREA
Generally
Import Topsoil; 12" Import Topsoil and 12" unamended Topsoil 302 cy $125.00 $37,803 Planting
Open Lawn 1,429 sf $9.00 $12,861
Grass planting; green space 4,615 sf $15.00 $69,225
Trees
California Fan Palm; soft landscaping 10 ea $2,500.00 $25,000 Tree staking; 2 per tree 10 ea $250.00 $2,500
Irrigation
Allowance for fully automated water efficient irrigation system 6,044 sf $7.00 $42,308 Fixtures and Fittings
Perimeter Fencing 534 lf $150.00 $80,100
Total - Exterior Improvements $807,544
33 Utilities
Utility Connections
Storm drain 16,331 sf $2.00 $32,662
Water, gas, sewer 1 ls $250,000.00 $250,000
Total - Utilities $282,662
48 Electrical Power Generation
Site service and distribution
Site power distribution - includes conduit, medium voltage cables, splicing, testing, excavation, back 16,331 sf fill, compaction and encasement (Norma$16.70 $272,728 Power systems allowance UPS / generator, 250kW generator (Emergency Power) 16,331 sf $14.00 $228,634 Site lighting and lighting control
Site lighting, general purpose electrical power & miscellaneous electrical systems 16,331 sf $3.55 $57,975 Site communications
Site communication distribution - includes conduit and pull string to from utility manhole to MPOE, tr 16,331 sf enching, backfill and compaction. $3.78 $61,731 Site electronic safety and security
Security access control, video surveillance system - includes pull boxes, conduit, wire, trenching, ba 16,331 sf ckfill and compaction. $1.22 $19,924 Total - Electrical Power Generation $640,992
Prepared by Page 34 of 40361
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Total Cost / SF
02 Existing Conditions $61,708 $4.97
10 Specialties $101,250 $8.15
31 Earthwork $74,562 $6.00
32 Exterior Improvements $580,107 $46.68
33 Utilities $24,854 $2.00
48 Electrical Power Generation $487,760 $39.25
Subtotal $1,330,241 $107.04
Contractor Contingency 3.00% $39,907 $3.21
Subtotal $1,370,148 $110.26
General Requirements 3.00% $41,104 $3.31
Subtotal $1,411,252 $113.56
General Conditions 12.00% $159,629 $12.85
Subtotal $1,570,881 $126.41
Bonds & Insurance 2.00% $26,605 $2.14
Subtotal $1,597,486 $128.55
Contractor's Fee 10.00% $159,749 $12.85
Subtotal $1,757,235 $141.40
Design Contingency 20.00% $351,447 $28.28
Subtotal $2,108,682 $169.69
Escalation to MOC, 11/30/24 8.82% $185,894 $14.96
TOTAL ESTIMATED CONSTRUCTION COST $2,294,576 $184.64
Total Area: 12,427 SF
SUMMARY - OPTION 3 - CATALYST FOR SOLEDAD IDENTITY (PARK AREA) Prepared by Page 35 of 40362
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 3 PARK AREA
02 Existing Conditions
Existing Site Demolition
Removal of existing trees, allowance 5 ea $750.00 $3,750 Retain trees; protection throughout the works 3 ea $250.00 $750 Breakout hard landscape, allowance 12,427 sf $4.00 $49,708 Dispose offsite, allowance 1 ls $2,500.00 $2,500
Miscellaneous site demolition 1 ls $5,000.00 $5,000
Total - Existing Conditions $61,708
10 Specialties
Miscellaneous
Band Stage 450 sf $225.00 $101,250
Total - Specialties $101,250
31 Earthwork
Earthwork
Rough and fine grade 12,427 sf $5.00 $62,135
Erosion control 12,427 sf $1.00 $12,427
Total - Earthwork $74,562
32 Exterior Improvements
Exterior Improvements
Miscellaneous curbs, gutter, etc. 12,427 sf $1.50 $18,641 Roads, Paths & Paving
Generally
Aggregate base; 6" thick assumed 230 cy $100.00 $23,013 Paving
Pathway Paving 1,720 sf $15.00 $25,800
Paved courtyard 450 sf $50.00 $22,500
Gravel; nature play 4,376 sf $8.00 $35,008
Allowance for curbs and gutters to roads, allowance 150 sf $36.00 $5,400 Tie into existing surfaces 5 % $88,708.00 $4,435
Wood slat trellis 1,212 sf $175.00 $212,100
Soft Landscapes, planting and irrigation systems
Generally
Import Topsoil; 12" Import Topsoil and 12" unamended Topsoil 230 cy $125.00 $28,766 Planting
Open Lawn 1,429 sf $9.00 $12,861
Prepared by Page 36 of 40363
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
Element Quantity Unit Unit Cost Total
DETAIL ELEMENTS - OPTION 3 PARK AREA
Grass planting; green space 4,615 sf $15.00 $69,225
Trees
California Fan Palm; soft landscaping 11 ea $2,500.00 $27,500 Tree staking; 2 per tree 11 ea $250.00 $2,750
Irrigation
Allowance for fully automated water efficient irrigation system 6,044 sf $7.00 $42,308 Fixtures and Fittings
Perimeter Fencing 332 lf $150.00 $49,800
Total - Exterior Improvements $580,107
33 Utilities
Utility Connections
Storm drain 12,427 sf $2.00 $24,854
Total - Utilities $24,854
48 Electrical Power Generation
Site service and distribution
Site power distribution - includes conduit, medium voltage cables, splicing, testing, excavation, back 12,427 sf fill, compaction and encasement (Norma$16.70 $207,531 Power systems allowance UPS / generator, 250kW generator (Emergency Power) 12,427 sf $14.00 $173,978 Site lighting and lighting control
Site lighting, general purpose electrical power & miscellaneous electrical systems 12,427 sf $3.55 $44,116 Site communications
Site communication distribution - includes conduit and pull string to from utility manhole to MPOE, tr 12,427 sf enching, backfill and compaction. $3.78 $46,974 Site electronic safety and security
Security access control, video surveillance system - includes pull boxes, conduit, wire, trenching, ba 12,427 sf ckfill and compaction. $1.22 $15,161 Total - Electrical Power Generation $487,760
Prepared by Page 37 of 40364
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
APPENDIX 1 - APPROACH & METHODOLOGY
Basis of Estimate - Electronic Documents
2023 0118 Soledad Container Park Concept Presentation_sm Shipping Container Install
Estimate Format A component cost classification format has been used for the preparation of this estimate. IT classifies costs by building system / element
Cost Mark Ups The following % mark ups have been included in each design option:
- General Conditions (3.00% on direct costs)
- General Requirements (12.00% on direct costs)
- GC Fee (10.00% compound)
- Bonds & Insurance (2.00% compound)
- Contingency (20.00% compound)
- Escalation (9.27% compound)
Escalation All subcontract prices herein are reflective of current bid prices. Escalation has been included on the summary level to the stated mid point of construction.

Design Contingency An allowance of 20.00% for undeveloped design details has been included in this estimate. As the design of each system is further developed, details which historically increase cost become apparent and must be incorporated into the estimate while decreasing the % burden.

Construction Contingency It is prudent for all program budgets to include an allowance for change orders which occur during the construction phase. These change orders normally increase the cost of the project. It is recommended that a 10% construction contingency is carried in this respect. This cost is not included within the estimate.

Construction Schedule Costs included herein have been based upon a construction period of 8 months. Any costs for excessive overtime to meet accelerated schedule milestone dates are not included in this estimate.

Method of Procurement The estimate is based on a public hard bid delivery method Bid Conditions This estimate has been based upon competitive bid situations (minimum of 3 bidders) for all items of subcontracted work.

Basis For Quantities Wherever possible, this estimate has been based upon the actual measurement of different items of work. For the remaining items, parametric measurements were used in conjunction with other projects of a similar nature.

Basis for Unit Costs
Unit costs as contained herein are based on current bid prices in Soledad, California. Sub overheads and profit are included in each line item unit cost. Their overhead and profit covers each sub's cost for labor burden, materials, and equipment, sales taxes, field overhead, home office overhead, and profit. The general contractor's overhead is shown separately on the master summary.

Prepared by Page 38 of 40365
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Soledad, California Project # 23-00xxx.00
ROM 03/10/23
APPENDIX 1 - APPROACH & METHODOLOGY
Sources for Pricing This estimate was prepared by a team of qualified cost consultants experienced in estimating construction costs at all stages of design. These consultants have used pricing data from Cumming's database for construction, updated to reflect current conditions in Monterey, California.

Key Exclusions The following items have been excluded from our estimate:
- Project Soft Costs
- Hazardous Materials Abatement
- AV Equipment
- Schedule Acceleration, Off-Hours or Shift Work
- Design Assist MEP Trades
Items Affecting Cost Estimate Items which may change the estimated construction cost include, but are not limited to:
- Modifications to the scope of work included in this estimate. - Unforeseen sub-surface conditions.
- Restrictive technical specifications or excessive contract conditions. - Any specified item of material or product that cannot be obtained from 3 sources. - Any other non-competitive bid situations.
- Bids delayed beyond the projected schedule.

Statement of Probable Cost
Cumming has no control over the cost of labor and materials, the general contractor's or any subcontractor's method of determining prices, or competitive bidding and market conditions. This estimate is made on the basis of the experience, qualifications, and best judgement of a professional consultant familiar with the construction industry. Cumming, however, cannot and does not guarantee that proposals, bids, or actual construction costs will not vary from this or subsequent cost estimates.

Cumming's staff of professional cost consultants has prepared this estimate in accordance with generally accepted principles and practices. This staff is available to discuss its contents with any interested party.

Pricing reflects probable construction costs obtainable in the project locality on the target dates specified and is a determination of fair market value for the construction of this project. The estimate is not a prediction of low bid. Pricing assumes competitive bidding for every portion of the construction work for all sub and general contractors with a range of 3 - 4 bidders for all items of work. Experience and research indicates that a fewer number of bidders may result in higher bids.

Conversely, an increased number of bidders may result in more competitive bid day responses.

Prepared by Page 39 of 40366
ELS - Soledad Container Village
Soledad, California Project # 23-00xxx.00
ROM 03/10/23
APPENDIX 1 - APPROACH & METHODOLOGY
Recommendations Cumming recommends that the Owner and the Architect carefully review this entire document to ensure it reflects their design intent. Requests for modifications of any apparent errors or omissions to this document must be made to Cumming within ten days of receipt of this estimate. Otherwise, it will be assumed that its contents have been reviewed and accepted. If the project is over budget or there are unresolved budget issues, alternate systems / schemes should be evaluated before proceeding into further design phases.

It is recommended that there are preparations of further cost estimates throughout design by Cumming to determine overall cost changes since the preparation of this preliminary estimate. These future estimates will have detailed breakdowns indicating materials by type, kind, and size, priced by their respective units of measure.

Prepared by Page 40 of 40367
APPENDIX A-3:
3-Year Operational Pro-Forma
& Revenue Projections
368

RESTAURANT FINANCIAL

PERFORMANCE ANALYSIS,
3 ‐ YEAR PRO FORMA, &

PROJECTION GUIDE
Soledad Container Village
Soledad, CA
April 19, 2023
369

FINANCIAL ANALYSIS
One Year Profit & Loss
Soledad Container Village

REVENUE
Food 1,603,564 $         60% of Total F&B Revenue
Beer 881,960 $             33% of Total F&B Revenue
Wine 106,904 $             4% of Total F&B Revenue
NA Beverages 80,178 $               3% of Total F&B Revenue 100%
Retail 213,809 $             8% of Total F&B Revenue
TOTAL REVENUE (A) $        2,886,415
COGS
Food Ingredients 548,419 $          34.2% of Food Revenue Beer Cost 231,074 $          26.2% of Beer Revenue
Wine Cost 42,762 $            40.0% of Wine Revenue
NA Beverage Cost 2,806 $               3.5% of NA Beverage Revenue Cost of Ingredients 825,060 $             28.6% of Total Revenue Cost of Retail 74,833 $               35.0% of Retail Sales Credit Card Fees 80,820 $               2.80% of Total Revenue GROSS PROFIT (B) $        1,905,702 66% of Total Revenue

EXPENSES
Salaries
Direct Labor $         721,604 25% of Revenue
Mgmt Salary $           86,592 3% of Revenue
Payroll Taxes $         121,229 15.0% of Salary Expense Total Staff Salaries (C) $            929,426 32% of Revenue Marketing/Advertising 115,457 $             4% of Revenue Equipment (purchase/lease) 86,592 $               3% of Revenue General Expenses
Auto $              3,970 1.31% of General Expenses
Acounting $           44,643 14.73% of General Expenses Legal $           37,460 12.36% of General Expenses
License/Permits $              9,426 3.11% of General Expenses Insurance $           37,581 12.40% of General Expenses Staff Meals $              2,728 0.9% of General Expenses Office Expenses $           11,244 3.71% of General Expenses Electric/Gas Utilities $           93,680 30.91% of General Expenses Internet/Cable TV/Audio $           26,822 8.85% of General Expenses Repairs/Maintenance $           25,276 8.34% of General Expenses Security $              2,425 0.80% of General Expenses Misc $              7,819 2.58% of General Expenses
Total General Expenses 303,074 $             10.5% of Revenue Rent 288,642 $             10.0% of Revenue
Other Expenses 57,728 $               2.00% of Revenue
TOTAL EXPENSES 1,780,918 $         62% of Revenue
EBITDA 124,784 $             4.3% of Revenue
Debt Service $                     ‐ 0.00% of Revenue
Interest 776 $                     0.00% of Revenue
Corporate Taxes 1,443 $                 0.05% of Revenue NET INCOME 122,565 $
370

RESTAURANT FINANCIAL ANALYSIS
3 Year ProForma Profit & Loss Annual Sales Growth: 5% 5%Soledad Container Village JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR 1 YEAR 2 YEAR 3

REVENUE
Food 60% $ 88,875 $ 110,503 $ 148,016 $ 140,067 $ 165,777 $ 151,171 $ 157,582 $ 151,581 $ 139,697 $ 148,462 $ 106,014 $ 95,819 $ 1,603,564 $ 1,683,742 $ 1,767,929 Beer 33% $ 48,881 $ 60,777 $ 81,409 $ 77,037 $ 91,177 $ 83,144 $ 86,670 $ 83,370 $ 76,833 $ 81,654 $ 58,307 $ 52,700 $ 881,960 $ 926,058 $ 972,361 Wine 4% $ 5,925 $ 7,367 $ 9,868 $ 9,338 $ 11,052 $ 10,078 $ 10,505 $ 10,105 $ 9,313 $ 9,897 $ 7,068 $ 6,388 $ 106,904 $ 112,249 $ 117,862NA Beverages 3% $ 4,444 $ 5,525 $ 7,401 $ 7,003 $ 8,289 $ 7,559 $ 7,879 $ 7,579 $ 6,985 $ 7,423 $ 5,301 $ 4,791 $ 80,178 $ 84,187 $ 88,396 Retail 8% $ 11,850 $ 14,734 $ 19,736 $ 18,676 $ 22,104 $ 20,156 $ 21,011 $ 20,211 $ 18,626 $ 19,795 $ 14,135 $ 12,776 $ 213,809 $ 224,499 $ 235,724 Misc
TOTAL REVENUE $ 159,976 $ 198,906 $ 266,429 $ 252,121 $ 298,399 $ 272,107 $ 283,647 $ 272,846 $ 251,454 $ 267,232 $ 190,824 $ 172,474 $ 2,886,415 $ 3,030,736 $ 3,182,273 COGS
Food Ingredients 34.2% $ 30,395 $ 37,792 $ 50,622 $ 47,903 $ 56,696 $ 51,700 $ 53,893 $ 51,841 $ 47,776 $ 50,774 $ 36,257 $ 32,770 $ 548,419 $ 575,840 $ 604,632Beer Cost 26.2% $ 12,807 $ 15,924 $ 21,329 $ 20,184 $ 23,888 $ 21,784 $ 22,708 $ 21,843 $ 20,130 $ 21,393 $ 15,277 $ 13,808 $ 231,074 $ 242,627 $ 254,759Wine Cost 40.0% $ 2,370 $ 2,947 $ 3,947 $ 3,735 $ 4,421 $ 4,031 $ 4,202 $ 4,042 $ 3,725 $ 3,959 $ 2,827 $ 2,555 $ 42,762 $ 44,900 $ 47,145NA Beverage Cost 3.5% $ 156 $ 193 $ 259 $ 245 $ 290 $ 265 $ 276 $ 265 $ 244 $ 260 $ 186 $ 168 $ 2,806 $ 2,947 $ 3,094 Cost of Ingredients $ 45,728 $ 56,856 $ 76,157 $ 72,067 $ 85,295 $ 77,780 $ 81,078 $ 77,991 $ 71,876 $ 76,386 $ 54,546 $ 49,300 $ 825,060 $ 866,313 $ 909,629 Cost of Retail 35.0% $ 4,148 $ 5,157 $ 6,907 $ 6,536 $ 7,736 $ 7,055 $ 7,354 $ 7,074 $ 6,519 $ 6,928 $ 4,947 $ 4,472 $ 74,833 $ 78,575 $ 82,503 Credit Card Fees 2.8% $ 4,479 $ 5,569 $ 7,460 $ 7,059 $ 8,355 $ 7,619 $ 7,942 $ 7,640 $ 7,041 $ 7,482 $ 5,343 $ 4,829 $ 80,820 $ 84,861 $ 89,104 GROSS PROFIT (B) $ 105,621 $ 131,324 $ 175,905 $ 166,458 $ 197,012 $ 179,654 $ 187,273 $ 180,142 $ 166,018 $ 176,435 $ 125,988 $ 113,873 $ 1,905,702 $ 2,000,987 $ 2,101,037

EXPENSES
Salaries
Direct Labor 25% $ 60,134 $ 60,134 $ 60,134 $ 60,134 $ 60,134 $ 60,134 $ 60,134 $ 60,134 $ 60,134 $ 60,134 $ 60,134 $ 60,134 $ 721,604 $ 757,684 $ 795,568 Mgmt Salary 3% $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 86,592 $ 90,922 $ 95,468 Payroll Taxes 15% $ 10,102 $ 10,102 $ 10,102 $ 10,102 $ 10,102 $ 10,102 $ 10,102 $ 10,102 $ 10,102 $ 10,102 $ 10,102 $ 10,102 $ 121,229 $ 127,291 $ 133,655 Total Staff Salaries (C) $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 929,426 $ 975,897 $ 1,024,692 Marketing/Advertising 4% $ 6,399 $ 7,956 $ 10,657 $ 10,085 $ 11,936 $ 10,884 $ 11,346 $ 10,914 $ 10,058 $ 10,689 $ 7,633 $ 6,899 $ 115,457 $ 121,229 $ 127,291 Equipment (purchase/lease 3% $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 7,216 $ 86,592 $ 90,922 $ 95,468 General Expenses
Auto 1.31% $ 331 $ 331 $ 331 $ 331 $ 331 $ 331 $ 331 $ 331 $ 331 $ 331 $ 331 $ 331 $ 3,970 $ 4,169 $ 4,377 Acounting 14.73% $ 3,720 $ 3,720 $ 3,720 $ 3,720 $ 3,720 $ 3,720 $ 3,720 $ 3,720 $ 3,720 $ 3,720 $ 3,720 $ 3,720 $ 44,643 $ 46,875 $ 49,219 Legal 12.36% $ 3,122 $ 3,122 $ 3,122 $ 3,122 $ 3,122 $ 3,122 $ 3,122 $ 3,122 $ 3,122 $ 3,122 $ 3,122 $ 3,122 $ 37,460 $ 39,333 $ 41,300License/Permits 3.11% $ 785 $ 785 $ 785 $ 785 $ 785 $ 785 $ 785 $ 785 $ 785 $ 785 $ 785 $ 785 $ 9,426 $ 9,897 $ 10,392 Insurance 12.40% $ 3,132 $ 3,132 $ 3,132 $ 3,132 $ 3,132 $ 3,132 $ 3,132 $ 3,132 $ 3,132 $ 3,132 $ 3,132 $ 3,132 $ 37,581 $ 39,460 $ 41,433 Staff Meals 0.90% $ 227 $ 227 $ 227 $ 227 $ 227 $ 227 $ 227 $ 227 $ 227 $ 227 $ 227 $ 227 $ 2,728 $ 2,864 $ 3,007 Office Expenses 3.71% $ 937 $ 937 $ 937 $ 937 $ 937 $ 937 $ 937 $ 937 $ 937 $ 937 $ 937 $ 937 $ 11,244 $ 11,806 $ 12,397 Electric/Gas Utilities 30.91% $ 7,807 $ 7,807 $ 7,807 $ 7,807 $ 7,807 $ 7,807 $ 7,807 $ 7,807 $ 7,807 $ 7,807 $ 7,807 $ 7,807 $ 93,680 $ 98,364 $ 103,282 Internet/Cable TV/Audio 8.85% $ 2,235 $ 2,235 $ 2,235 $ 2,235 $ 2,235 $ 2,235 $ 2,235 $ 2,235 $ 2,235 $ 2,235 $ 2,235 $ 2,235 $ 26,822 $ 28,163 $ 29,571 Repairs/Maintenance 8.34% $ 2,106 $ 2,106 $ 2,106 $ 2,106 $ 2,106 $ 2,106 $ 2,106 $ 2,106 $ 2,106 $ 2,106 $ 2,106 $ 2,106 $ 25,276 $ 26,540 $ 27,867Security 0.80% $ 202 $ 202 $ 202 $ 202 $ 202 $ 202 $ 202 $ 202 $ 202 $ 202 $ 202 $ 202 $ 2,425 $ 2,546 $ 2,673 Misc 2.58% $ 652 $ 652 $ 652 $ 652 $ 652 $ 652 $ 652 $ 652 $ 652 $ 652 $ 652 $ 652 $ 7,819 $ 8,210 $ 8,621 Total General Expenses 10.5% 25,256 $ $ 25,256 $ 25,256 $ 25,256 $ 25,256 $ 25,256 $ 25,256 $ 25,256 $ 25,256 $ 25,256 $ 25,256 $ 25,256 $ 303,074 $ 318,227 $ 334,139 Rent 2.5% 24,053 $ $ 24,053 $ 24,053 $ 24,053 $ 24,053 $ 24,053 $ 24,053 $ 24,053 $ 24,053 $ 24,053 $ 24,053 $ 24,053 $ 288,642 $ 295,858 $ 303,254Other Expenses 2.00% $ 4,811 $ 4,811 $ 4,811 $ 4,811 $ 4,811 $ 4,811 $ 4,811 $ 4,811 $ 4,811 $ 4,811 $ 4,811 $ 4,811 $ 57,728 $ 60,615 $ 63,645 TOTAL EXPENSES $ 145,187 $ 146,745 $ 149,446 $ 148,873 $ 150,724 $ 149,673 $ 150,134 $ 149,702 $ 148,847 $ 149,478 $ 146,421 $ 145,687 $ 1,780,918 $ 1,862,748 $ 1,948,489 EBITDA $ (39,567) $ (15,421) $ 26,459 $ 17,585 $ 46,288 $ 29,981 $ 37,138 $ 30,439 $ 17,171 $ 26,957 $ (20,433) $ (31,815) $ 124,784 $ 138,239 $ 152,548 Debt Service 0 $           ‐ ‐ $           ‐ $           ‐ $           ‐ $           ‐ $           ‐ $           ‐ $           ‐ $           ‐ $           ‐ $           ‐ $ $                ‐ ‐ $                ‐ $ Interest $ 776 $ 65 $ 65 $ 65 $ 65 $ 65 $ 65 $ 65 $ 65 $ 65 $ 65 $ 65 $ 65 $ 776 $ 776 $ 776 Corporate Taxes $ 1,443 $ 120 $ 120 $ 120 $ 120 $ 120 $ 120 $ 120 $ 120 $ 120 $ 120 $ 120 $ 120 $ 1,443 $ 1,443 $ 1,443 NET INCOME $ (39,752) $ (15,606) $ 26,275 $ 17,400 $ 46,103 $ 29,796 $ 36,953 $ 30,255 $ 16,986 $ 26,772 $ (20,618) $ (31,999) $ 122,565 $ 136,020 $ 150,328 371

RESTAURANT OPERATIONAL ANALYSIS
Financial Operational Analysis
Soledad Container Village
Assumptions
The year for analysis 2024
Square Feet of Entire Business Operation (incl patio)                               8,800 Square Feet of BOH (kitchen, office areas)                               3,200 Mon Tue Wed Thu Fri Sat Sun Hours of Annual Operation                            16,967 61 hrs/week; 361 days/yr 4‐74‐74‐72‐10 2‐11 11‐11 11‐7 Percent of Prime Hours 35%
Average Weighted Cover $                           22.75 3 3 3 9 9 12 8 Number of Covers                          117,477
Number of Seats (Indoor + patio)                                    90 Anticipated Annual Income Growth 5%
Build‐Out Costs (percent of this year sales) 6%
Build‐Out Financed Amount $                                ‐ Build‐Out Repayment Term (years) 10
Benchmark Data Business Results

KEY METRICS
Prime Cost (B+C)/A 66.2%
Combination of COGS & labor costs determines operational efficiency.

Overhead Rate (% of Sales) Target of 30% 26.5%
Percent of indirect expenses of total revenue.

Overhead Cost per Hour $46.78
The cost in overhead for every hour operation is open.

Revenue per Hour $170.12
The revenue brought in divided by hours of operation.

EXPENSE METRICS
Cost of Ingredients 28.6%
Raw cost of ingredients as percent of revenue.

Credit Card Fees 2.8‐3.3% 2.8%
The amount spent on processing credit cards as percent of revenue.

Direct Labor Cost 25‐35% 28.8%
The cost of labor directly involved with delivering restaurant product as percent of revenue.

Indirect General Expenses ~10% 10.5%
Tertiary operational expenses to maintain the functioning business.

Marketing & Advertising Expenses Typ 2‐4% 4.0%
Promotional expenses to promote business and maintain
market visibility.

Occupancy Cost 10‐12% 10.0%
Cost of rent, common area fees, RE taxes, triple‐net expressed as percent of revenue.

Rent per Foot $50+ for high traffic $32.80
Cost of rent per square foot of business.

REVENUE METRICS
Maintain between 20‐
40%
Target 60%‐65%;
Above 70% is danger
to business
372
Average Cover varies $22.75
Average amount of money each person guest spends at
restaurant.

Average Check varies #REF!
Average amount spent my each party or group of people
visiting the restaurant.

Gross Profit 70% 66.0%
The profit remaining from revenue after subtracting COGS but before all expenses.

Net profit (ebitda) 10% 4.3%
The percentage of gross revenue remaining after accounting for all expenses; but before interest, taxes, debt payment, depreciation and amoritization are subtracted.

Revenue per Foot $328.00
The amount of revenue generated per square foot of business.

Often used as benchmark for comparable businesses.

Revenue per Seat (annual) $32,071
Amount of revenue generated per seat in restaurant.

Revenue per Seat Hour $5.40
General revenue per seat hour during prime periods of day.

Current Seating Density 12‐15 62.2
The number of seats per square foot of FOH area
BUILD‐OUT METRICS
Max Build‐out Budget(based on 10 year profit repayment) $1,170,385 Amount of money that can be invested for
repairs/modifications based on net income over repayment term with anticipated growth in income in assumptions.

Build‐out Costs as Percent Revenue $173,185
Based on the assumed percent of revenue, projects the costs of build‐out expenses.

Depends on location ‐
$450‐850 for
mall/high traffic; as
low as $150 for local
biz
373

RESTAURANT OPERATIONAL ANALYSIS
Financial AssumptionsSoledad Container Village
Pricing Assumptions (per cover) Frequency per Year
Beer 7.00 $ 1 visit per 30 days = 12
App 10.00 $ 1 visit per 45 days = 8
Lunch Item 14.00 $ 1 visit per 60 days = 6
Entrée Item 19.00 $ 1 visit per 85 days = 4
Kids Item 9.00 $ 1 visit per 180 days = 2
1 visit per year = 1

1. The universe of guests increases as each of the options increase the footprint and attraction of the container village.

Universe Age Breakdowns Avg. Cover $ Exposure Covers Frequency Sales Exposure Covers Frequency Sales Exposure Covers Frequency Sales under 18 13.00 $ 5.00% 273 6 21,294 $ 0.70% 31 2 806 $ 0.50% 257 1 3,341 $ age 18‐24 16.00 $ 25.00% 588 8 75,264 $ 15.00% 272 4 17,408 $ 4.00% 785 2 25,120 $ age 25‐44 24.00 $ 36.00% 3506 8 673,152 $ 33.00% 1300 8 249,600 $ 6.00% 2934 4 281,664 $ age 45‐64 24.00 $ 33.00% 2003 8 384,576 $ 22.00% 436 8 83,712 $ 6.00% 1894 4 181,824 $ age 65+ 19.00 $ 10.00% 114 4 8,664 $ 6.00% 46 2 1,748 $ 3.00% 368 2 13,984 $ Totals/Averages: 19.20 $ 26.17% 6484 16.19% 2085 3.81% 6238 TOTAL Covers Per Year: 50870 15130 21875
Local F&B Revenue: 2,022,157 $ $ 1,162,950 $ 353,274 $ 505,933 Cover $ Daily Cars % Convert Covers/Car Daily Sales Annual Sales Highway 101 Revenue: 650,450 $ $ 22.00 13,000 0.35% 1.8 1,802 $ = 650,450 $ (46 per day)
Total F&B Revenue: 2,672,607 $
Annual Local Covers: 87875
Annual Hgwy Covers: 29602
Total: 117,477
Total Weekly Covers: 2,259
Weighted Avg Cover: 22.75 $

2. Although CalTrans data for Hwy 101 shows vehicle volume of 35,000‐40,000 daily, after subtracting traffic between King City and Salinas, outside travel is around 13,000 vehicles per day.

SOLEDAD KING CITY & Vicinity (22 mi) SALINAS & Vicinity (28 mi) 374
Regional Population Distribution

DESCRIPTION VALUE BASIS
Population of Soledad 24,778                   Current
Age‐Breakdowns 2010 census
under 18 22.0%
age 18‐24 9.5%
age 25‐44 39.3%
age 45‐64 24.5%
age 65+ 4.6%
Median Household Income 44,343 $                2010 census Qty. of Households 15,635                   2010 census Population of King City 12,875                   2010 census Age‐Breakdowns 2010 census
under 18 34.0%
age 18‐24 14.1%
age 25‐44 30.6%
age 45‐64 15.4%
age 65+ 5.9%
Median Household Income 34,398 $                200 census Qty. of Households 12,815
Population of Salinas 163,542                 2020 census Age‐Breakdowns 2010 census
under 18 31.4%
age 18‐24 12.0%
age 25‐44 29.9%
age 45‐64 19.3%
age 65+ 7.5%
Median Household Income 67,914 $                2020 census Qty. of Households 40,387
Population of Greenfield 16,330                   2010 census Age‐Breakdowns 2010 census
under 18 35.8%
age 18‐24 13.2%
age 25‐44 30.8%
age 45‐64 15.5%
age 65+ 4.7%
Median Household Income 37,602 $                2006 census Qty. of Households 16,301                   2010 census 375
Traffice volume on Hgwy 101 based on 2020 CalTrans Data Hgwy Exit Back Ahead
W Laurel 71000 45000
Salinas 183 74000 71000
Salinas Air 44500 44500
Soledad Pris 44000 46500
N Soledad 32500 45000
S Soledad 35500 32500
King City N 26700 35200 Increased Volume of 23,200 between King City/Soledad King City S 13000 12000
13000
Traffic Volume
Potential gross number of cars traveling Hgwy 101
through Monterey County (exclusive of local traffic)
376
Local Restaurant Pricing Analysis
Average
Soledad
Taqueria Pacheco
Avg Taco (3) 6.75 $
Avg Entrée 14.10 $ 14.5 14.5 14.5 15.5 13.5 13.5 14.5 13.5 13.5 13.5 Taste of the Pinnacles
Avg Apps 7.50 $ 10 10 5 5
Avg Entrée 10.00 $ 10 9 8 12.99 10Avg Draft Beer $ 6.00 Avg Glass Wine 10.25 $
Los Gurasoles
Avg Entrée 6.62 $ 6.9 6.9 6.9 6.9 5.5
Cocuyos Restaurant
Avg Small Plate 5.90 $ 1.69 2.5 6.99 5.99 7.99 3.95 7.99 7.99 7.99 Avg Kids Plate 7.49 $ 6.99 7.99 6.99 6.99 6.99 6.99 6.99 9.99Avg Lunch 12.42 $ 13.99 13.99 10.99 10.99 12.99 10.99 12.99Avg Entrée 13.81 $ 13.99 13.99 13.99 13.99 11.99 11.99 15.99 12.99 11.99 15.99 14.99Avg Draft Beer $ 5.50 Mix Stix Asian Fusion
Avg Apps 7.76 $ 5 6 6 8 9 5.5 8.95 9.95 8.95 7.5 10.5
Avg Lunch 13.23 $ 12.5 12.5 12.5 13.95 12.95 14.95Avg Entree 18.45 $ 17.95 18.95 19.95 16.95 18.95 17.95 The Windmill Restaurant
Avg Apps 11.77 $ 9.95 9.5 10.5 9.95 9.25 14.95 13.95 9.95 17.95Avg Lunch 14.98 $ 13.95 15.5 14.5 15.75 15.25 14.95 14.95 15.5 14.95 14.5 14.95 Avg Entree 26.77 $ 35.95 32.95 26.95 23.95 25.95 23.95 23.95 25.95 23.95 23.95 26.95Avg Draft Beer (16oz) 6.10 $ AVERAGE APP 7.94 $AVERAGE LUNCH 13.54 $AVERAGE ENTRÉE 14.96 $AVERAGE BEER 5.87 $ King City
Tacos La Potranca De Jalisco
Avg Taco (3) 8.43 $ 2.54 2.54 2.54 2.54 2.54 2.99 3.99
Avg Lunch 8.64 $ 7.39 7.39 7.99 9.49 7.39 8.99 8.99 9.49 9.99 8.99 8.99 The Cork & Plough
Avg Apps 12.30 $ 20 7 13 11 12 13 10 14 13 10
Avg Lunch 16.22 $ 18 16 18 18 13 16 17 15 15
Food Item Pricing (up to top 11 items)
377
Avg Entree 23.00 $ 32 24 26 20 22 36 20 19 18 18 18
Mariscos El Camaron Estilo Nayarit
Avg Taco (3) 7.86 $ 3.5 3 1.99 1.99
Avg Entrée 14.99 $ 14.99 14.99 12.99 16.99
Restaurante El Sinaloense
Avg Entree 15.50 $
AVERAGE APP 9.53 $
AVERAGE LUNCH 10.91 $AVERAGE ENTRÉE 17.83 $AVERAGE BEER Salinas
Culturas Hidalgo y Oaxaca Restaurant
Avg Small Plate 5.83 $ 456659
Avg Entrée 12.63 $ 13.5 11 12 14 13.5 11 15 11
El Kora Restaurant
Avg Lunch 8.35 $ 7.79 5.85 5.2 5.2 8.45 10.39 15.59
Avg Entrée 20.54 $ 17.49 19.99 15.59 15.59 22.09 22.09 22.09 23.39 23.39 22.09 22.09 Alvarado on Main
Avg App 13.40 $ 18 18 12 9 10Avg Lunch 18.33 $ 17 21 20 19 16 16 21 16 19Avg Entrée 25.88 $ 20 19 28 20 18 48 28 26Avg Draft Beer $ 7.75 Elli's Great American Restaurant
Avg App 13.77 $ 10.99 13.99 13.99 19.99 13.99 12.99 13.99 12.99 10.99 Avg Lunch 13.11 $ 10.99 9.99 10.99 14.25 14.25 14.99 14.25 14.25 11.99 14.25 13.99Avg Entrée 18.26 $ 17.99 16.99 17.99 16.99 16.99 19.99 16.99 18.99 19.99 17.99 19.99Avg Draft Beer $ 8.00 Hacienda Mexican Grill
Avg Entrée 32.59 $ 34.95 35 48 23.95 23.95 29.95 48 16.95 BJ's Restaurant & Brewhouse
Avg App 15.89 $ 18.09 18.99 15.09 16.99 16.99 18.69 19.29 17.39 7.79 9.59Avg Lunch 15.62 $ 13.09 14.75 15.09 15.69 18.69 16.39Avg Entrée 26.41 $ 26.19 22.29 20.29 16.99 35.99 30.09 28.79 26.79 30.79 26.79 25.49 AVERAGE APP 12.22 $
AVERAGE LUNCH 13.85 $
AVERAGE ENTRÉE 22.72 $
AVERAGE BEER 7.88 $
378
Population Mix (for weighted pricing average)
Soledad 40%King City + Vicinity 20%
Salinas + Highway 101 40%
Weighted Average Pricing
App 9.97 $ $ 7.94 $ 7.94 $ 7.94 $ 7.94 $ 9.53 $ 9.53 $ 12.22 $ 12.22 $ 12.22 $ 12.22 Lunch 13.14 $ $ 13.54 $ 13.54 $ 13.54 $ 13.54 $ 10.91 $ 10.91 $ 13.85 $ 13.85 $ 13.85 $ 13.85 Entrée 18.64 $ $ 14.96 $ 14.96 $ 14.96 $ 14.96 $ 17.83 $ 17.83 $ 22.72 $ 22.72 $ 22.72 $ 22.72 Draft Beer 6.87 $ $ 5.87 $ 5.87 $ 5.87 $ 5.87 $ 7.88 $ 7.88 $ 7.88 $ 7.88 SOLEDAD KING CITY SALINAS + HWY
379

RESTAURANT FINANCIAL ANALYSIS
Day‐of‐Week Statistics
Soledad Container Village

5.642% 13.067% 13.473% 15.356% 19.336% 18.872% 14.254%

MON TUE WED THU FRI SAT SUN WEEKLY
Number of Covers 127 295 304 347 437 426 322 2259Weighted Cover Amt. $22.75 $22.75 $22.75 $22.75 $22.75 $22.75 $22.75 $22.75Checks 85 197 203 217 273 237 169 1381Check Amt. $34.13 $34.13 $34.13 $36.40 $36.40 $40.95 $43.23 $37.05Avg. Party Size 1.5 1.5 1.5 1.6 1.6 1.8 1.9 1.63Total Net Sales $2,900 $6,716 $6,925 $7,892 $9,938 $9,700 $7,326 $51,396 * Based on average day‐of‐week metrics throughout entire year. Does not account for seasonal fluctuations. 380

RESTAURANT FINANCIAL ANALYSIS
Monthly AnalysisSoledad Container Village
Year 1 JAN FEB MAR APR May JUN JUL AUG SEP OCT NOV DEC AVERAGES TOTAL NET F&B SALES 148,125 $ $ 184,172 $ 246,694 $ 233,445 $ 276,295 $ 251,951 $ 262,636 $ 252,636 $ 232,828 $ 247,437 $ 176,689 $ 159,698 $ 222,717 $ 2,672,607 NET RETAIL SALES 11,850 $ $ 14,734 $ 19,736 $ 18,676 $ 22,104 $ 20,156 $ 21,011 $ 20,211 $ 18,626 $ 19,795 $ 14,135 $ 12,776 $ 17,817 $ 213,809 % Year's Sales 5.5% 6.9% 9.2% 8.7% 10.3% 9.4% 9.8% 9.5% 8.7% 9.3% 6.6% 6.0%Average Cover 22.75 $ $ 22.75 $ 22.75 $ 22.75 $ 22.75 $ 22.75 $ 22.75 $ 22.75 $ 22.75 $ 22.75 $ 22.75 $ 22.75 $ 22.75 Average Check 37.05 $ $ 37.05 $ 37.05 $ 37.05 $ 37.05 $ 37.05 $ 37.05 $ 37.05 $ 37.05 $ 37.05 $ 37.05 $ 37.05 $ 37.05 LABOR COST 77,452 $ $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 77,452 $ 929,426 Labor % of Sales 52% 42% 31% 33% 28% 31% 29% 31% 33% 31% 44% 48% 36% 32% 381
APPENDIX B-1:

Kosmont Companies
Final Report
382

MONTEREY COUNTY BUSINESS COUNCIL

SOLEDAD CONTAINER VILLAGE

FEASIBILITY STUDY

SOLEDAD, CA
August 2025
Disclaimer: The analyses, projections, assumptions, rates of return, and any examples presented herein are for illustrative purposes and are not a guarantee of actual and/or future results. Project pro forma and tax analyses are projections only. Actual results may differ from those expressed in this analysis, as results are difficult to predict as a function of market conditions, natural disasters, pandemics, significant economic impacts, legislation and administrative actions.

Prepared By:

KOSMONT COMPANIES
1601 N. Sepulveda Blvd. #382
Manhattan Beach, CA 90266
Telephone: (424) 297-1070
www.kosmont.com
383
Kosmont Companies
(424) 297-1070
www.kosmont.com
Soledad Container Village – Feasibility Study
August 2025
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Contents
Introduction................................................................................................................................ 3 Executive Summary ................................................................................................................... 4 Market Analysis.......................................................................................................................... 6 Site Background & Recent Community Activity ...................................................................... 6 Regional Demographics and Visitor Base .............................................................................. 7 Tourism .................................................................................................................................. 8 Retail Market Data ................................................................................................................. 9 Demand and Revenue Projections......................................................................................... 9 Case Studies: Container Villages & Food Truck Parks ..........................................................10 Container Business Mix and Tenant Strategy ........................................................................16 Analysis of Construction and Operational Costs........................................................................17 Site Plan Concepts (ELS Designs)........................................................................................17 Development Cost Estimate (Cumming) ...............................................................................18 Phasing and Cost Mitigation..................................................................................................19 Financing Plan ..........................................................................................................................20 Funding Needs and Gap .......................................................................................................20 Potential Funding Sources and Models .................................................................................20 Economic Impact ......................................................................................................................22 New Business Formation ......................................................................................................22 Job Creation..........................................................................................................................22 Revenue and Spending Retention.........................................................................................22 Downtown Revitalization and Property Impacts.....................................................................22 Entrepreneurial Ecosystem ...................................................................................................23 Summary of Opportunities and Challenges ...........................................................................24 Implementation Recommendations ...........................................................................................25 Adopt a Phased Development Strategy.................................................................................25 Establish a Strong Ownership and Management Structure ...................................................26 Navigate Regulatory and Permitting Challenges Proactively .................................................26 Engage the Community and Stakeholders ............................................................................27 Conclusion................................................................................................................................27 Appendix 1: Retail Market Assessment (Kosmont 2024)...........................................................28 Appendix 2: Restaurant Financial Performance Analysis, 3-Year Pro Forma & Projection Guide (Crafted Destinations 2023) ......................................................................................................29 Appendix 3: Soledad Container Park Concept Presentation (ELS / PGA Design / Crafted Destinations 2023)....................................................................................................................30 Appendix 4: Cumming ROM Estimate for ELS – Soledad Container Village (Cumming 2023) ..31 384
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Introduction
The City of Soledad (“City”) was awarded a grant by USDA Rural Business Development for a feasibility study and economic impact report for a proposed Container Village public market / business incubator project (“Project”) on a roughly half-acre City-owned parcel (“Site”) adjacent to Cesar Chavez Park on Front Street between Soledad St. and Kidder St. This was in conjunction with an investment of almost $5 million in the Front Street Maintenance Project funded by Measure X to provide intersection visibility, pedestrian safety, ADA access and landscape improvements for the downtown.

The Project envisions repurposed shipping containers arranged around the small Cesar Chavez Park to house food vendors, small retail shops, and communal gathering space. The goal is to create an iconic destination visible from Highway 101 that serves local residents, supports emerging entrepreneurs with incubator spaces, and attracts visitors traveling in southern Monterey County.

Full buildout of a high-quality Container Village concept may be expensive and require millions in grant dollars and operating subsidies. The City is exploring similar low-cost concepts that could phase-in the implementation of the Project (such as utilizing food trucks and temporary amenity / landscape improvements, swap-meet / farmers market tents) to test the concept / market and use lessons learned to inform the full Project.

The City intends to retain ownership of the Site and partner with a non-profit operator for operation / management, with local businesses renting spaces at the Project. Monterey County Business Council (“MCBC”) hired Kosmont Companies (“Kosmont”) to assist the City with this feasibility study, which summarizes prior Project studies and plans, identifies key opportunities and challenges, reviews case studies of similar container marketplaces, and outlines potential implementation strategies.

Kosmont is a nationally-recognized real estate & economics advisory firm specializing in publicprivate transactions for over 39 years. Kosmont has strong experience in assisting communities with innovative and customized economic development advisory services, and will assist Soledad in successfully achieving its objectives.

Kosmont also brings extensive experience developing implementable policies and plans that attract private investment, and provides support to cities with public-private partnerships – helping cities issue developer RFQ/Ps for hotel, retail, and mixed/blended-use development projects and negotiate development agreements as appropriate.
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Executive Summary
The City, in partnership with MCBC, is evaluating the feasibility of developing the Container Village Project – an architecturally iconic project serving as a public market and small business incubator to be built from repurposed shipping containers around an outdoor dining area.

Soledad envisions such a concept on the 0.6-acre City-owned Site adjacent to Cesar Chavez Park in downtown Soledad.

The Project envisions a vibrant hub of food vendors, small retail shops, and communal gathering spaces, creating an iconic destination visible from Highway 101 (~37,200 cars per day) that serves local residents and attracts visitors traveling through southern Monterey County. The USDA Rural Business Development grant funded this feasibility study and economic impact analysis, which consolidates prior consultant studies (by ELS Architecture, Crafted Destinations, Cumming, and Kosmont) into a comprehensive development strategy.

Strengths
• City-owned cleared Site along Front St commercial corridor • Adjacent park with public restrooms and Gateway Center • Dozens of adjacent public parking spaces
• Visibility from 101 Freeway
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Challenges
• Requires ability to attract hundreds of customers per day • City has limited financial resources
• Small daytime population in Soledad
• Freeway through traffic is limited except on weekends The feasibility analysis finds that a full build-out of a high-quality container village is an ambitious undertaking for a community the size of Soledad, with conceptual plans requiring on the order of $10 million in capital investment. Such a project would likely need substantial external funding (grants) and could face an operational funding gap, as the projected rental revenues would cover only a small percentage of development costs. To address this, a phased Project implementation approach is recommended: the City can start with low-cost interim steps (e.g. food truck events and temporary amenities) to test the market and build momentum, then gradually build the container village and public amenities as funding allows. This phased City-ownership strategy can minimize upfront costs and allow the concept to prove itself, strengthening future financing options, grant applications and stakeholder support.

Despite the costs and challenges, the Project promises significant community benefits. At stabilization, the project could likely support roughly half a dozen small businesses, create 15– 20 jobs, and generate about $3 million in annual gross revenue from visitor and resident spending. By providing affordable, ready-to-use micro retail and food spaces, the project would serve as an incubator for local entrepreneurs, allowing them to launch and grow businesses with lower overhead than traditional brick-and-mortar establishments.

This Project could catalyze downtown revitalization by leveraging recent public investments (Front Street improvements, Cesar Chavez Park) and drawing both locals and tourists into the downtown core. The City intends to retain ownership of the Site and partner with a nonprofit operator for day-to-day management, ensuring the Project is mission-driven and aligned with community goals. This public/nonprofit partnership model, combined with community input and careful phasing, can help mitigate financial risks while transforming an underutilized lot into a thriving social and economic center for Soledad.
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Market Analysis
Site Background & Recent Community Activity
As a result of the Front Street Maintenance investment, the Site has significant assets in place with Cesar Chavez Park, public restrooms, landscaped median and dozens of parking spaces north of the Gateway Center and dozens of angled parking spaces on Front Street.

Recent community activity helps to demonstrate community interest in a project similar to a container village and can be utilized to help launch the Project concept in downtown:

Music in the Park
 City-led initiative organized by the Recreation
Department.
 Held on one Friday each month at Cesar Chavez
Park, the events have seen steadily growing
attendance – with 100 people attending the first
event, 200 at the next event, and 200-300
anticipated at the August 8th event.
 Demonstrates community interest in downtown
gathering space. Food trucks challenging to
secure; those at the event face limited sales. Further growth of attendance may support food trucks sales.

Night Market
 Launched by Chamber of Commerce.
 Held every other Friday between 4 – 8 pm at
Soledad Marketplace shopping center, the event
features live music, food trucks, vendors, and
entertainment.
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Regional Demographics and Visitor Base
The southern Salinas Valley Region (“Region”) (Soledad and nearby communities) has a population of about 75,000, with slow but steady growth expected as new housing continues to be built in the Region, according to a comprehensive retail market study of southern Monterey County prepared by Kosmont in 2024 (See Appendix 1). Recent / upcoming development projects in the Region include a variety of residential projects that are likely to add over 6,000 housing units over the coming years – and Soledad is well-positioned to capture a good portion of future residential / commercial development due to its central location in the Region and its infrastructure capacity.

The study notes that the retail market in the Region is generally stable, however the Region also faces retail competition from surrounding communities / shopping centers – particularly the strong regional retail cluster in Salinas. While retail vacancy generally remains low, the cities in the Region would like to improve retail tenancy in existing spaces and would also like to stimulate additional retail development – particularly along the US-101 corridor – that can both serve local residents as well as attract visitors traveling through the Region.

The retail market is being shaped by modern consumer forces (such as e-commerce), and the desire for curated / engaging retail experience is reshaping demand for brick-and-mortar retail, as well as driving new demand and redevelopment. At this time, new retail developments are experiencing financial feasibility challenges, due to high land values (driven by residential and industrial demand), high construction costs, and relatively high interest rates.

Key findings from that study indicated that household incomes in the immediate area are below county averages (average household incomes in the Region ~$92,100), and residents spend roughly $312 million per year on key brick-and-mortar retail and dining categories.

However, much of this spending currently leaks out of Soledad to larger retail centers in Salinas and beyond – for example, residents make an estimated 3.6 million trips annually to out-of-area restaurants/fast food and 2.4 million trips to big-box stores due to local gaps. This retail leakage indicates an opportunity to recapture some local spending with new offerings, especially in dining and convenience retail, provided those businesses can be supported. 389
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Tourism
Soledad and the Region benefit from significant visitor traffic. The City is well-located along US101, which provides easy accessibility to Salinas and the coastal areas. Tourists and visitors travel into the Salinas Valley earlier to reach Pinnacles National Park, wineries / vineyards activities in the region (River Road Wine Trail), the Salinas River / Arroyo Seco, Salinas Valley Fairgrounds, Mission Soledad, Los Coches Adobe, and other cultural / natural destinations and activities.

Placer.ai mobile location data shows that Pinnacles National Park draws an estimated 5,000 visitors per week who pass thru downtown and the new Soledad Marketplace shopping center on Highway 101 already draws over 30,000 weekly visits. Downtown Soledad itself attracts roughly 15,000 visits per week (as of 2024), with about 64% of visits from people living less than 5 miles away and 8% of those visits coming from people living more than 30 miles away. Visits to the downtown area are generally stable through the week (slightly higher on Thursday – Saturday), with sustained activity between 12 – 7pm (generally peaking between 3 – 6 pm). This suggests that while the customer base is primarily local, a well-curated destination downtown could be a regional draw and increase tourist capture.

Downtown Soledad is a retail opportunity area in the Region with very little retail vacancy and major improvements underway for Front Street that will help to further activate the area. The planned Container Village concept can help to drive additional activity to the area and provide vital space for up-and-coming businesses.
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Retail Market Data
Source: Costar
Retail vacancy is generally low,
with CoStar estimating approx.
3,100 SF of vacant retail space in
the downtown Soledad area, or
roughly 2.1% of the area’s retail
inventory. The downtown retail
inventory is primarily older
freestanding retail buildings.

Recent retail developments in the
City include the Soledad
Marketplace, a neighborhood
center located in the southern
part of the City. The Soledad
Marketplace will include up to
~141,000 SF of retail space,
including a ten-screen cinema,
restaurants, shops, general retail
uses, parking, landscaping,
signing and lighting on an
approximately 13.6 acre site on
Nestels Road and Los Coches
Drive. Approximately 59,000 SF
of retail space has been built
since 2022, with an additional
~86,900 currently under
construction and an additional
~8,000 SF proposed.

Demand and Revenue Projections
In 2023, The City engaged Crafted Destinations to analyze the potential food & beverage revenues for a Container Village concept (See Appendix 2). That demand study estimated the container market could operate ~10 hours a day, 360 days a year, with an average purchase of $22 per customer. Based on local demographics and a modest capture of the ~13,000 daily Highway 101 travelers, the analysis projected the venue could attract about 2,200 customers per week, yielding approximately $2.7 million in annual sales across all vendors (roughly $50,000 per week in revenue). At stabilization, this level of sales would translate to $150,000– $200,000 in annual rent paid by the container businesses (assuming tenant leases are structured as 6–8% of gross sales). This percentage rent model is a typical lease approach for public market incubators, as it keeps base rents affordable for start-ups while allowing the operating entity (City or nonprofit operator) to share in upside when vendors do well. The projected rent range, however, YTD Q3 2025 Downtown
Soledad
City of
Soledad
Central
Salinas Valley
Inventory
(SF) 150,709 424,883 1,383,730
Inventory
(Bldgs)
23 55 198
Inventory
Growth
(10 yrs)
0 18% 6.7%
Under
Construction 0 86,900 86,900
12mo Net
Absorption (3,100) (3,100) 797
Vacancy
Rate 2.1% 2.0% 1.7%
Vacant SF 3,112 8,661 24,161
Market
Asking
Rent/SF
$27.50 $26.08 $22.99
Market Sale
Price/SF $274 $268 $270
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underscores the financial challenge: even with successful sales, the rent revenue is limited and would support only a small fraction of the development’s capital cost (implying a stabilized value about $2–3 million, much less than the estimated construction costs, even excluding the public park amenities.

Case Studies: Container Villages & Food Truck Parks
There is a tremendous range of food hall concepts in cities across the U.S. that are economic development anchors for struggling downtown areas. They can range from weekend food truck spots with an open-air setting for a hundred people to fully enclosed 20,000 SF air-conditioned buildings with adjacent outdoor seating areas that attract thousands of people each day. Shipping container “villages” or parks repurpose surplus cargo containers into affordable building blocks for retail, dining, and community spaces. They offer several potential advantages for a small city like Soledad: relatively quick construction, modularity, and a trendy aesthetic that can attract visitors and entrepreneurs.

In the economic development context, container villages can serve as low-cost incubators for small businesses: providing ready-to-use micro retail/restaurant spaces with far lower startup costs than traditional brick-and-mortar leases. This enables local entrepreneurs to test / grow their markets before moving into to a permanent space. Such projects can activate underutilized lots and bring new energy to struggling commercial districts by clustering several small vendors around a shared public gathering space. Soledad initially selected a mid-level concept with steel containers acting as indoor kitchen or bar spaces surrounded by dozens of tables in a quasiopen air setting with a stage and children’s play area.

Key Concepts / Best Practices
• Affordability / Incubation: Aim for low-cost, flexible spaces that are ideal for startups, pop-ups, and local entrepreneurs that may find traditional brick-and-mortar too risky or expensive (and serve as a stepping stone for growing businesses). • Support Services: Some operators provide business coaching, professional support (accounting, marketing), and access to investors to boost success rate of vendors – serving as a true incubator, not just retail space.
• Diverse / Local Tenant Mix: Host a wide variety of local businesses – eateries, food artisans, boutique retail, and services. This can contribute to the uniqueness of the Downtown area and fulfill the Project’s role as a community hub and incubator. • Design / Street Integration: Create a site design that engages with the street and feels welcoming from all sides, drawing visitors from and connecting to the existing businesses along Front Street. Use interior courtyards and park spaces to serve as ‘outdoor anchors’ that can be gathering places for visitors.
• Amenities / Atmosphere: Aim for a vibrant atmosphere, with outdoor seating, landscaping, string lights, public art, kids play areas, shade structures, and programming (such as live music, dancing, and other special events). 392
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• Operational Model: Ideally pursue a hybrid model, allowing the City to retain ownership of the Site and ensure the Project / tenants are aligned with the City’s goals, while a local non-profit group could actively operate the site (providing professional / management expertise)
• Regulatory / Code: Engage local building officials / health departments early to ensure compliance with health / safety / building regulations. Shipping container village project can be complex from a code perspective, food hall, commissary kitchen, and pop-up stalls.

Case Studies: Container Villages
Case studies of similar container marketplaces emphasize curating local and authentic offerings to differentiate the destination.

BLVD MRKT – Montebello, CA
Montebello’s BLVD MRKT is a 8,500 SF shipping container food hall / community space in downtown area that opened in 2021. The project repurposed a brick building and added several shipping containers on an adjacent city-owned vacant lot to create an indoor / outdoor artisan food hall and small business incubator.

The project includes both market-rate
as well as incubator restaurant spaces.

Incubator occupants also participate in
a business development program that
offers training / capacity building /
technical assistance to nurture small
businesses.

BLVD MKRT is a partnership between
Gentefy Inc (a firm focused on
economic development in marginalized
Latino communities), the City of
Montebello (provided the land), and Community Vision’s California FreshWorks program (Genesis LA, a FreshWorks network lender, provided technical assistance grants and a construction loan).

Tenants: Alchemy Craft (craft beer and wine), Café Santo (Mexican / Central American coffee), Los Taquero Mucho (Mexican-Guatemalan tacos), White Rice (Filipino rice bowls), VCHOS (pupusas), Cold Pizza (pizza), For The Win (burgers)
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Boxville – Chicago, IL
Chicago’s Boxville is a container mall and community marketplace that started as one container in 2014 and grew to a year-round operation with 17 shipping containers that can host up to 20 businesses – including food, retail, services and fitness.

The Project launched in 2014 to revitalize the neighborhood by activating a vacant lot next to a CTA station, with the first shipping
container hosting the Bronzeville Bike
Box, which offered neighbors and
commuters bike sales and repair
services. In 2017 the project added
four more shipping containers and
recruited 15 local businesses; in 2018,
the project added Neighborhood
Square which provided community
gathering space. The project has four
distinct areas – Market Square,
Cooks’ Corner, Neighborhood Square,
and Fitness Oasis – that are
interconnected, each oriented around
a gathering space / courtyard with seating and other amenities.

Boxville operates as non-profit / social enterprise, providing low-cost retail space, business coaching services, and gathering space for community events. Boxville is part of Urban Juncture’s Build Bronzeville initiative, which aims to revitalize Chicago’s Bronzeville community with several programs, developments, a Small Business Development Center, and other initiatives. Build Bronzeville / Urban Juncture maintains partnerships with a wide range of community organizations and businesses, including Greater Englewood CDC, Quad Communities Devlopment Corporation, 51st Street Business Association, Metropolitan Planning Council (MTC), the City of Chicago, and others
Tenants: Market Square – Bike Box (bike sales / services), SPIFSEDO Gallery Box, Box Shoppe, Ahead Academy (hair after-school classes / camps), Beats Sneaks and Eats (wings, wraps, sandwiches), Younge Lab (medical testing); Cooks’ Corner – Aries Lounge To-go (wings), Slide n Eat (fusion dining), Pimento Ny’am (Caribbean eatery), Daniel’s Test Kitchen (fusion dining / catering), Divine Bites Bakery (cookies); Neighborhood Square – Wonder Box (urban explorers / education / programming), The MKR Studio, The Chi is Elite (clothing), Seek Studios (photography), Cherish a Piece of Nature (skincare products), Greenhouse; Fitness Oasis – Fit Konekt (gym / fitness classes)
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Downtown Container Park – Las Vegas, NV
This larger-scale, open-air retail / entertainment
complex sits on a 1.3-acre site in the downtown
area of Las Vegas, and is built from 43 shipping
containers and 41 modular cubes, housing 40
small businesses. Spaces range in size from
170 to 800 square feet, and interior dining space
is limited, with most customers using outdoor
tables. Management aimed to carefully curate a
unique shopping experience with a range of
different tenant types. The project also includes
large metal sculptures, outdoor stage for
musical performances, and playground area.

The project was developed in 2012 / 2013, and
aimed to revitalize Fremont Street East district by incubating local startups and provide an attractive gathering spot for locals and tourists.

Tenants: 21 retailers (including clothing, art, tattoos, gifts, candy, salons, and fitness); 8 dining establishments (including craft beer, sandwiches, burgers, pizza, boba tea, cocktails, popcorn, ice cream, desserts).

Steelcraft – Bellflower, CA
This outdoor food court and communal dining
area is made from 14 repurposed shipping
containers on a 0.35-acre site, built in 2019.

The project features 15,000 SF of dining,
drinking, and social space; curated independent
businesses.

The project was privately developed on a cityowned lot, and was a partnership between Steelcraft, Howard CDM (partner / builderdeveloper), and the City of Bellflower (cityowned lot). The project is expected to add over 100 jobs to the community, and generate
~$50,000 in sales tax and $22,000 in lease
revenue annually to the City. Steelcraft also has projects in several other southern California cities.

Tenants: Off Duty Beer + Wine (craft beer, wine, cocktails), Tacos Aranadas (Mexican), Barrio (Filipino-Korean Fusion BBQ), Panda Sal’s (Filipino Burgers), Un Rinconcito Argentino (Argentinian empanadas and sandwiches), Pana’s Café (Mexican coffee, tea, and desserts), Brown Cup Boba (boba tea), ChocoFaberries Pop-Up (Dubai Chocolate Strawberries). 395
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Shipping Container Shops – Sparta, MI
The Sparta Downtown Development
Authority created a temporary project in the
Town Square area of the City, with four
refurbished containers installed around
deck / communal seating in the rural town of
Sparta, north of Grand Rapids. The project
also included a small business incubator
program to assist businesses opening in the
project.

The project opened in 2020, was managed
by the village’s Downtown Development
Authority, and was intended as a temporary
installation to build momentum downtown. The project was considered a success and was phased-out in 2023 to make way for more permanent redevelopments.

BeltLine Marketplace – Atlanta, GA
This project used repurposed shipping
containers to house six small storefronts
along Atlanta’s BeltLine trail, a 22-mile trail of
open space that utilized unused railroad
tracks circling the City’s core.

BeltLine Marketplace launched in 2022, and
is a collaboration between private developers
and philanthropic grant. The project is
focused on providing affordable spaces for
small businesses, and also provides tenants
with business support services such as
coaching, marketing, and access to investors.

Tenants: West Stride (running store), Glaciers (Italian Ice), Food Truck Economics and Food Truck Park Case Studies
Kosmont’s research indicates that the revenue potential for food truck operators varies widely based on location-specific factors such as population density, household income, and proximity to employment centers or major destinations. In higher-density urban areas, strong weekday foot traffic and evening activity can support extended hours and higher sales. Rural communities like Soledad must rely more heavily on drive-by traffic, weekend visitors, and special events to generate consistent demand.
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While some food truck parks operate from early morning through late evening, offering breakfast and coffee to dinner and craft beverages, others with limited hours rely on focused event programming to draw patrons. A typical food truck park includes 8–10 vendors arranged around a central communal seating area.

The most successful food truck parks tend to be located in areas with a strong daytime workforce presence, as well as nightlife or tourism activity that supports evening crowds. While Soledad’s downtown does not currently offer a large employment base or nightlife scene, its location along US-101 and proximity to the Pinnacles National Park and regional wineries present opportunities to capture tourist and commuter demand—especially on weekends or in conjunction with local events.

Given these conditions, Kosmont estimates that the City could charge food truck operators approximately $25 to $50 per day if operating on weekends, or approximately $100 to $150 per week if operating on a daily basis, though actual pricing would depend on the amenities provided (e.g., power hookups, waste disposal, seating, event programming) and the strength of the marketing and management model.

Food trucks parks are designated spaces where multiple trucks gather to offer a variety of cuisines in a casual, open-air setting – with communal seating, live music / entertainment, lawn games, and other amenities (shade, trash, restrooms, power). These can revitalize areas by bringing foot traffic and supporting local entrepreneurs, catalyzing economic and social activity. Often used as an early stage toward more permanent developments.

The Visit California website promotes many examples of Food Truck parks across the State, including:

Smorgasburg
Los Angeles
One of the largest weekly open-air markets in the country, held every Sunday in the Arts District. Hosts almost 100 small food / retail businesses, draws thousands of visitors.

The Park
Redding
Downtown food truck park open multiple evenings per week.

Rotating lineup of trucks, beer garden, live music, lawn games.

Midtown Farmers Market
Sacramento
Year-round Saturday market in Midtown that spans five block and features over 200 vendors, including farm stands and food trucks.

SPARK Social SF
San Francisco
Permanent food truck park, beer garden, event space in Mission Bay area. Open all week, rotating lineup of trucks, amenities include picnic seating, fire pits, games, events.

Off the Grid @ OMCA
Oakland
Friday night food truck event held at Oakland Museum of California featuring ~8 food trucks. Museum’s garden provides picnic tables / lawn space, features live music, activities, latenight gallery access.

Avenue 26 Family Night
Market
Pico Rivera
Large family-friendly night market held of Saturdays at Pico Rivera Sports Arena. Hosts over 75 vendors and food trucks, live bands, dancers, carnival games.
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Granada Hills Grubfest
Los Angeles
Occurring every Friday, it is one of the longest-running food truck events in the state, with over 30 food trucks featured.

Curbside Bites
Downtown Markets
San Diego
Organization hosts weekly markets (often on temporary closed city blocks), with a rotating selection of local food trucks Container Business Mix and Tenant Strategy
Based on the case study research, Kosmont believes that to best serve the community and maximize foot traffic and revenue, the Container Village should host a diverse mix of primarily food-and-beverage businesses augmented by select retail or artisan vendors. The conceptual designs developed by ELS illustrate this mix: each option included multiple restaurant/food container stalls and some retail shop containers, anchored by communal dining areas and an event stage to create a family-friendly atmosphere. The intent is to offer a variety of local eateries (e.g. unique casual dining, coffee, craft beverages, dessert or snack vendors) alongside complementary boutique retail (such as local crafts, farm products, or merchandise that reflects Soledad’s agricultural and cultural heritage).

The Project is envisioned as a community hub and incubator, meaning tenants should skew toward local entrepreneurs rather than national chains. To support these start-ups, lease terms need to be flexible and accessible – this could involve short-term leases or licenses, below-market rents, and incubation support services (business coaching, marketing assistance, etc.) provided through the operator. Keeping vendor costs low will help ensure spaces remain filled and businesses can thrive, thereby sustaining activity and revenue. At the same time, strategic tenant selection can enhance revenue potential: for instance, including one or two “anchor” operators with strong regional draw (such as a popular local brewery or a known restaurant brand) could attract additional visitors who then patronize the smaller vendors.

Overall, the market analysis suggests that by balancing community-serving affordability with unique offerings that capture tourist interest, the Container Village can gradually build a robust customer base. Seasonal and weekly visitation patterns (peaks on weekends and late afternoons) will also inform operations – vendors may focus on the busier Thursday–Sunday period and coordinate hours with travel patterns to maximize sales. 398
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Analysis of Construction and Operational Costs
Site Plan Concepts (ELS Designs)
The architecture firm ELS/PGA Design prepared three conceptual site plans for the Project, exploring a range of layouts and program intensities. (See Appendix 3) These options – Option 1:

Courtyard Destination, Option 2: Front Street Stroll, and Option 3: Identity Catalyst – all fit the City parcel adjacent to Cesar Chavez Park and include common elements such as clustered shipping container units for food and retail vendors, a performance stage, and integrated outdoor seating and play areas.
• Option 1 Courtyard Destination envisioned containers arranged around a central courtyard plaza;
• Option 2 Front Street Stroll emphasized a linear promenade along Front Street with kiosks and open activity space;
• Option 3 Identity Catalyst combined features of the first two with a larger footprint, aiming to create a signature attraction reflecting Soledad’s identity.

Illustrative Site Plan and Rendering
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A key finding from this conceptual design is that the Site can physically accommodate a vibrant Container Village and multiple configurations exist to achieve the desired mix of uses. The preferred concepts ensure adequate stall spaces for a variety of small businesses, maintain visibility and access from the street, incorporate Soledad’s story (e.g. through thematic design or signage), and provide inviting public gathering space – all while remaining flexible enough to be built in phases to match funding realities.

Development Cost Estimate (Cumming)
To understand the financial challenges, ELS commissioned Cumming, a construction cost consulting firm, to produce detailed cost estimates for the conceptual plans. See Appendix 4) The estimated cost for the least intensive option (Option 1) came in at approximately $9.8 million. This figure includes both the Container Village area and the enhanced park and site amenities around it. Notably, roughly 40% of the total cost (about $4 million) was attributed to public park elements, landscaping, seating areas, restrooms, and other infrastructure.

The breakdown for Option 1 illustrates the major cost components:

Container Area (11,300 SF)
• ~$3.8 million in hard construction costs for the container vendor areas (including container procurement and build-out, kitchen equipment, utility installation, etc.) • ~$2.8 million in related soft costs, contingencies, and fees; Park Area (17,500 SF)
• ~$1.9 million in hard costs (plazas, play features, stage, etc.) • ~$1.3 million in soft costs/contingencies.
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These estimates also reflect a substantial premium for public procurement requirements, which can substantially increase costs as compared to a private-sector development. Similar projects built by a private developer (rather than the City) could be 30–40% cheaper than the City’s cost.

The cost estimates demonstrate that while shipping container reuse projects are innovative, it can still be costly to build a high-quality project – emphasizing the importance of phasing and grants, as well as identifying opportunities for value engineering and phased improvement deferrals.

Phasing and Cost Mitigation
Given the high upfront cost, the City is considering a phased approach to Project implementation.

The feasibility study highlights that a phase-by-phase development can align better with funding availability and reduce risk.

Phase 0, a low-cost pilot activation, has already been identified as a way to test the concept with minimal capital: this might involve hosting regular food truck nights, pop-up vendors, events / programming, and temporary amenities on the site to build public interest and demonstrate market demand without significant construction.

Subsequent phases (Phase 1 “Core Container Village” and Phase 2 “Expansion/Build-out”) would incrementally construct the container structures and permanent facilities as funding is secured.

By deferring full build-out, the City can spread costs over time and incorporate “lessons learned” from the pilot into the final design. The City can also explore value engineering opportunities and possibly utilizing prefabricated or lower-cost container units to trim expenses. This might include sourcing used containers, simplifying finishes, or reducing costly park improvements in initial phases.

The City should also aim to control operational costs as well, since the long-term financial sustainability of the container village will depend on maintaining high vendor occupancy, efficient management, and steady customer traffic. Because vendor rents alone are expected to be modest, the operator will need to keep expenses (security, maintenance, utilities, event programming) reasonable; the project may require ongoing City support, or could consider seeking sponsorships to provide additional funding (particularly in the early years).

In summary, the analysis of costs makes clear that while a container-based project is innovative, more modular, and potentially quicker to construct than a conventional building, it is not inexpensive to deliver a high-quality project – emphasizing the importance of phasing, partnerships with private / nonprofit entities for support, opportunities for value engineering / phased improvement deferrals, and the aggressive pursuit of external funding to bridge the gap between the project’s community value and its financial feasibility. 401
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Financing Plan
Development of container villages typically involves finding a private sector developer to build and operate this business venture. In more urban downtown areas, there is typically a daytime workforce of several thousand people that can support venues serving breakfast, lunch and dinner. Developers would either purchase a site or ground lease from a city, get building permits, obtain a loan to finance the construction of the commercial and amenity spaces.

Funding Needs and Gap
The financial evaluation reveals a substantial funding gap between the cost to build even a scaled-down village and the project’s ability to generate income. As noted, the projected stabilized rent revenue (~$150–$200k per year) would support at most $2 million dollars of project value, whereas construction costs are on the order of $6 to $10 million. This imbalance means traditional private financing or developer-led delivery is unlikely without subsidies; no private entity would invest $10M for a return worth only $2–3M.

The Container Village Project will therefore need to rely on a public-private funding model, where grants, public funds, and possibly philanthropic contributions supply the majority of capital, supplemented by any modest debt or equity that can be supported by project cash flow. The City has already leveraged USDA grant funding for this feasibility study, and moving forward it can target state and federal economic development grants (for construction of public markets or community facilities), rural development programs, and infrastructure funding to cover site improvements. Phased development is integral to the financing plan: by starting with a smaller Phase 1 project, the City can seek incremental funding (for example, a grant to build the initial handful of container units and basic site work) and demonstrate early success. A successful Phase 1 that activates the site and draws visitors will strengthen applications for additional grants to expand the village in Phase 2. The phased approach also allows time to cultivate partnerships – for instance, a local employer or institution might sponsor certain amenities, or a crowdfunding campaign could rally community investment for specific features once the concept gains popularity.

Potential Funding Sources and Models
Feasibility research and case studies point to several funding models for container marketplaces:
• Public/Philanthropic Partnership: Some projects were realized through a collaboration of private developers and philanthropic grants. In Soledad’s case, charitable foundations (especially those focused on rural development or entrepreneurship) could be approached to grant funds for the incubator aspects, while the City provides the land and infrastructure.

Aligning the project with broader initiatives (e.g. healthy food access, arts/culture, or small business support) can open doors to specialized grants. • Municipal Investment with Grants: The City may choose to directly invest capital (from Measure X revenues, ARPA funds, etc.) into the project’s infrastructure and leverage matching grants. Given the public benefits (downtown revitalization, jobs, tourism impact), 402
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one model is for the City to fund site preparation and common areas, and use future grants or low-interest loans for the container structures.
• Private Development on City Land: In some cases, cities have provided land at nominal cost and let a private operator finance and build the container park. For example, the Steelcraft project in Bellflower, CA involved a private developer building and operating the

0.35-acre food court on a city-owned lot. The incentive for the private sector was the low (or free) land lease and potential profits from operations. For Soledad, this model is challenging due to the limited profit margins, but a hybrid approach could be possible for a portion of the project (e.g. a brewery or anchor tenant builds its own container facility under a lease).
• Nonprofit Development/Operation: The City’s preferred approach is to retain ownership of the site and partner with a nonprofit operator. Under this model, the City could potentially convey a ground lease to a nonprofit development partner or a community development corporation that specializes in public markets. That entity could then tap unique funding sources (New Markets Tax Credits, community development grants, fundraising in the community) to construct and operate the project. For example, Boxville in Chicago, is run by a nonprofit social enterprise and has grown through community-driven investment to provide low-cost retail spaces for local vendors. A nonprofit operator can prioritize mission over profit, ensuring affordable rents and reinvestment of any surpluses into programming or maintenance.

For a full build-out, this Project will likely require millions in grant dollars and possibly operating subsidies. Fortunately, the concept likely aligns with many grant priorities (rural innovation, downtown revitalization, small business incubation, tourism promotion).

As each phase is completed and shows positive outcomes (e.g., new jobs created, foot traffic increased), the City can document these economic development impacts to strengthen subsequent grant proposals.

Overall, the financing plan for the Soledad Container Village will likely be a mosaic of public and private funding, unified by the City’s commitment to spearhead the Project and a clear demonstration of community benefits to justify external support. 403
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Economic Impact
A key part of this feasibility study is projecting the economic impact of the Container Village and the broader Soledad economy. Based on the demand analysis and case study analogs, the following impacts are anticipated:

New Business Formation
The Project is expected to accommodate approximately 5–7 small businesses (tenants) in Phase 1, growing to 10+ businesses at full build-out. These will be a mix of food vendors and retailers, many likely being start-ups or expansions led by local entrepreneurs. By providing turnkey space at low cost, the container village lowers the barrier to entry for small businesses, functioning as an incubator where entrepreneurs can test and grow their concepts. As these businesses mature, some may “graduate” to permanent brick-and-mortar locations in Soledad, multiplying the long-term impact on the local economy.

Job Creation
At stabilization of the initial phase, the Container Village could directly support an estimated 15– 20 jobs on-site. These include jobs for food preparation, retail sales, and facility management.

Indirectly, additional jobs may be supported in the supply chain (e.g. local farms supplying food, service providers for events) and through increased activity in nearby downtown establishments.

If the project expands in later phases, the job impact would rise correspondingly (potentially 30– 40 jobs at full operation). Importantly, many of these positions would be accessible to Soledad residents and offer opportunities for skill-building in hospitality and retail.

Revenue and Spending Retention
The container market is projected to generate roughly $2.7–3.0 million in annual gross sales once a core cluster of vendors is operating. This represents spending that might otherwise occur outside the community. Capturing even a small share of the existing retail leakage (for example, enticing residents to dine in Soledad rather than in Salinas, or convincing travelers on Highway 101 to stop and spend money locally) means more dollars circulating within the City. At $3 million in sales, the project would contribute modestly to tax revenues as well – for instance, generating on the order of $30,000 per year in local sales tax (at 1%) in addition to state tax revenues. More broadly, by drawing tourists off the highway and into downtown, the container village can stimulate spending at nearby gas stations, shops, and services (i.e. a multiplier effect benefiting other local businesses). Data from Placer.ai suggest that currently only a small fraction (8%) of downtown visits are from non-locals; a signature attraction like this could increase that share, bringing new outside money into the community.

Downtown Revitalization and Property Impacts
The qualitative impact on downtown Soledad could be significant. A vibrant public market will increase foot traffic on Front Street, enhancing the visibility of existing mom-and-pop businesses and potentially spurring additional investment (for example, an uptick in nearby property 404
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improvements, new business openings, or interest from developers in other infill projects). Similar projects elsewhere have transformed underused lots into regional draws – Las Vegas’s Downtown Container Park, for example, was a major project that helped revitalize the Fremont East district by attracting locals and tourists to an area that then saw new shops and nightlife open around it.

While Soledad’s scale is much smaller, the principle holds: a successful container market can uplift the overall economic environment, increasing community pride and signaling that the downtown is on an upswing.

Entrepreneurial Ecosystem
Beyond immediate jobs and revenue, the Container Village’s incubator role can have lasting economic development benefits. Vendors who launch at the village will gain experience, clientele, and potentially investor exposure that enables them to grow. The study emphasizes providing vendor support (training, marketing, mentorship) to boost their success. Over time, this could lead to a pipeline of local businesses that “graduate” into larger commercial spaces in Soledad, filling vacant storefronts or expanding the city’s dining and retail offerings. The multiplier effect of new businesses maturing and creating more jobs off-site is a longer-term but important impact.

In addition, the Project could become a tourism asset that dovetails with Southern Monterey County’s wine country and Pinnacles National Park visitors.

While the Container Village alone is not a large economic engine in dollar terms, it can be a highly visible catalyst for economic development: generating new jobs and businesses, recapturing local spending, boosting tourism activity, and energizing Soledad’s downtown to the benefit of the wider community.
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Summary of Opportunities and Challenges
Opportunities Challenges
Downtown Revitalization Catalyst: Cityowned Project aligns with City’s goals, leverages recent Front Street upgrades, and
drives visits to Downtown.

Economic Impact: Could generate $3m in
annual revenue, half a dozen businesses,
and 15-20 jobs.

Entrepreneurship & Small Business: The
Project can serve as an incubator with lower
overhead and business support for local
entrepreneurs, artisans, and food vendors
Community Enhancement & Pride:

Provides a shared public space and
downtown destination for events, gatherings,
and families
Tourism & Regional Attraction: Captures
pass-through visitors from US-101 and
nearby destinations like Pinnacles National
Park and wineries
Phased Development & Grant Strategy:

City-led phased development allows site
activation at lower cost, tests concept, and
builds momentum for long-term funding
Public Partnership & Innovation: City
retains Site ownership, partnership with
operator and tenants, explore innovative
vendor models
High Upfront Cost & Funding Gap:

Containers / site improvements are
significant investments; City pursuing
phased approach and grants to close funding
gap.

Financial Sustainability of Operations:

Long-term viability depends on achieving
consistent vendor occupancy, controlling
costs, and attracting steady customer base
Small Market and Demand Uncertainty:

Limited local population base; Project
depends on regional consumers, attracting
visitors, and US-101 traffic; food truck /
outdoor retail may fluctuate with seasons or
require regular programming to sustain
traffic.

Logistical and Regulatory Hurdles: Site
development will require navigation and
collaboration with health, safety, permitting,
and food service regulations
Vendor Recruitment / Support: Need to
identify, support, and retain reliable local
vendors that align with curated vision
Community Expectations: Community has
expectations for vibrant, high-quality space
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Implementation Recommendations
To realize the Container Village Project, an implementation roadmap is recommended, building on the phased approach and partnership model.

Adopt a Phased Development Strategy
The City can consider proceeding with the Project in stages to manage costs and incorporate learning at each step. These phases could include:

Phase 0 – Interim Activation (Pilot)
Use temporary measures to activate the site with minimal capital investment to test the market.

For example, host food truck rallies, night markets, and pop-up events at the site using portable equipment (tables, tents, lights). A pilot shipping container stall could be placed to simulate the concept on a small scale. This phase tests market response, builds public enthusiasm, and provides data on traffic, logistics, and sales, all of which can inform the design and operations of the permanent project. It also strengthens the City’s story for grant applications by demonstrating community interest and initial success.

Phase 1 – Core Container Village
With initial funding secured, construct the first set of container units and basic infrastructure. This would establish the core of the village – perhaps a 3 - 5 containers (including an anchor tenant container), utilities, restrooms, and a portion of the seating/landscaping. The goal in Phase 1 is to open a functioning marketplace on a smaller scale, proving the concept’s viability. Early wins (successful vendors, popular events) will support the pursuit of additional grants or investments for expansion. Design the Phase 1 improvements so they will integrate seamlessly with later additions.

Phase 2 – Expansion/Build-Out
Expand the Container Village toward the full envisioned concept. This phase would add more container structures (potentially two-story configurations for added vendor space or viewing decks), expand the vendor mix, add more permanent park amenities (play area, stage, enhanced landscaping and shade), and make operational / programming enhancements. Phase 2 may be executed in sub-parts as funding becomes available, and should remain flexible based on demand. The result of this phase is a fully realized Container Village and public market that serves as a regional destination.

Phase 3 – Long-Term Evolution (Optional)
Plan for the Project’s long-term sustainability and growth. In future years, this could involve refurbishing containers as they age, introducing new features or uses (e.g. small co-working spaces, fitness area, farmers’ market area, etc.), or even transitioning some structures to permanent buildings if warranted. The City should monitor performance and community needs over time, keeping open the possibility of evolving the site. The Container Village should be seen 407
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as a dynamic asset that can adapt, with the containers as reusable modular pieces that might be relocated or reconfigured as the concept matures.

Establish a Strong Ownership and Management Structure
Consistent with the City’s intent, retain public ownership of the land to ensure long-term community control and benefit. The City should select a qualified nonprofit entity as the operator of the Project through a competitive Request for Proposals (RFP) process. The chosen operator would handle day-to-day management, vendor recruitment, and programming, under a contract or lease that enforces the City’s objectives (e.g. maintaining affordable rents, local business focus, and upkeep of the Site).

This public-nonprofit partnership model has been effective in other community market projects – it leverages professional management and entrepreneurial energy, while the City provides oversight and support. The City should negotiate a management agreement or ground lease of appropriate length (while minding California’s Surplus Land Act requirements for leasing public property, as discussed below).

Navigate Regulatory and Permitting Challenges Proactively Early in implementation, convene a technical task force of City planning/building officials, county health department, fire marshal, and other regulators to review the concept plans. This will help identify any code issues (for example, ensuring retrofitted shipping containers meet building codes, providing adequate sanitation for food vendors, addressing accessibility and fire safety.) Streamlining the permitting pathway will prevent costly delays. It is also advisable to research and learn from other cities’ approaches to permitting container structures and food halls – many case studies have navigated these hurdles successfully, and their lessons could inform Soledad’s process.

The City will also have to comply with the Surplus Land Act, which requires cities to make certain agency-owned surplus property available for affordable housing development, shaped by a compliance process administered by the California Department of Housing and Community Development (HCD). Under the current SLA structure, unless property is eligible for certain exemptions, public agencies that want to sell or lease a public agency owned property must go through a structured sale disposition process that first requires exposing a property to a state published list of affordable housing developers and other required public agencies. The SLA gives affordable housing developers an opportunity to propose to purchase any public agency surplus land in the State of California. It does not necessarily prevent agencies from ultimately selling or leasing property for other uses or fair market value.

There are several pathways that the City can explore to ensure SLA compliance. The City intends to retain ownership of the Site rather than sell it to a private developer; if the City decided to pursue a sale to a private developer, the City would likely have to first put the property through the SLA process before engaging in negotiations or disposing of the property. If the City intends to lease the property for a term longer than 15 years (inclusive of extension / renewal options), it 408
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may need to navigate the SLA process (or pursue an exemption). Important SLA considerations are the size of the property being sold / leased (since there is an SLA exemption for sites less than half an acre that meet other criteria), the length of the lease and whether demolition / development will occur, and the SLA’s definition of “agency use” (which explicitly excludes commercial or industrial uses / activities, including nongovernmental retail, entertainment, or office development). The City should keep SLA compliance requirements in mind as it considers options for the container village to ensure that, if necessary, the City designates the site as exempt surplus land (subject to HCD review) or follow the required affordable housing notice / negotiation process to ensure legal compliance before engaging in other negotiations.

Engage the Community and Stakeholders
Continuous community engagement is essential to maintain public support and ensure the Project reflects local needs. The City has already seen strong interest through events like “Music in the Park” and the Chamber’s night market, which drew hundreds of residents and validated demand for downtown food and entertainment options. Building on this, the City should involve local residents, nearby businesses, and community groups in the planning process – for instance, through public workshops or a volunteer advisory committee. Feedback on desired vendors, operating hours, and facility design (e.g. play features for kids, cultural art elements) will help finetune the concept. During implementation, the City and operator can keep excitement high by continuing interim events, providing project updates, and even allowing the community to vote on certain aspects (such as the container art/murals or the market name/branding). By showcasing partnerships – for example, collaboration with the Soledad Chamber of Commerce, local wineries/breweries, and arts organizations for programming – the Project can root itself firmly in the community fabric. This engagement not only builds goodwill, it also ensures robust usage of the space once open, as locals feel a sense of ownership and pride.

Conclusion
In conclusion, the Kosmont Feasibility Study acknowledges that a Container Village is a compelling vision for downtown revitalization. By phasing the development Project, securing diverse funding, partnering with a mission-driven operator, and actively involving the community – the City can transform an empty lot into a lively center of commerce, culture, and community.

Each success will pave the way for the next, ultimately creating a sustainable public market and incubator that stimulates economic growth and enhances quality of life in Soledad.

With strategic implementation of these recommendations, the Container Village Project stands to become a model of rural downtown renewal and a highlight of Soledad’s economic development efforts.
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APPENDIX C-1:

Site Development Request for
Proposals (RFP) Template
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REQUEST FOR PROPOSAL (RFP)
for
LANDSCAPE DESIGN SERVICES: FRONT STREET CONTAINER VILLAGE Issued by

XXXXXXX XXXXXXXX
TITLE
City of Soledad
248 Main Street
Soledad, CA 93960
ISSUED: Month XX, 2025
DUE DATE: Month XX, 2025 at 5:00 p.m.

Questions should be directed to:

XXXXXX XXXXXX, Title
(831) XXX-XXXX or [email protected]
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NOTICE OF REQUEST FOR PROPOSAL

PREPARATION OF A SITE DESIGN FOR THE FRONT STREET CONTAINER VILLAGE The City of Soledad invites proposals from qualified and experienced landscape architecture firms or individual designers to provide professional services for the conceptual design, schematic design, and construction documents for the new Container Village project located on Front Street.

The City is seeking an innovative and highly functional design that will create a vibrant, engaging public space and serve as a central gathering point for the community. The successful proposer must demonstrate a strong understanding of urban landscape design, sustainable practices, and the ability to integrate design with a unique, modern architectural context.

The services to be performed by the successful respondent are described in the Request for Proposal in the Project Scope of Work Section. Copies of the Request for Proposal are available at https://cityofsoledad.com/business/rfps/ or https://pbsystem.planetbids.com/portal/49392/portalhome.

Qualified firms that would like to be considered will need to submit a response to this Request for Proposals (RFP) no later than XXXXX, Month XX, 2025 at 5:00 p.m. Responses must be sent electronically per the requirements outlined in the Submittal Requirements section.

For further information and questions concerning this RFP, please contact XXXXXX XXXXXX, Title at [email protected]. All requests for information and responses to questions will be posted on the City’s website (https://cityofsoledad.com/business/rfps/) or (https://pbsystem.planetbids.com/portal/49392/portal-home). Please check the City’s website for the latest information and queries concerning this RFP.

The City intends to follow, but will not be bound by, the following timeline:
• Distribution of the RFP Month XX, 2025
• Deadline to Submit Proposals Month XX, 2025, 5:00 pm
• Review of Submittals Month XX-XX, 2025
• Scheduled Interviews Month XX-XX, 2025
• Contract Review by City Council for Award Month XX, 2025 or a scheduled meeting in Month 2025.

All responses shall be reviewed and evaluated by the City in order to determine which proposer best meets the City’s needs for service. The criteria by which the City shall evaluate proposals are set forth in the Request for Proposal.

The City reserves the right to reject any and all proposals or waive any irregularities in any proposal or the proposal process.
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BACKGROUND
The City of Soledad is a growing community located in the fertile Salinas Valley. As part of our commitment to economic development and community revitalization, the City is initiating a Container Village project on a prominent parcel on Front Street. This project will transform a currently underutilized lot into a dynamic hub for small businesses, food vendors, and community events, utilizing repurposed shipping containers as commercial and retail spaces.

The City's vision is for the Container Village to be a flexible and highly-utilized public space that enhances the downtown area. The landscape design is a critical component of this vision, and it must successfully complement the industrial aesthetic of the shipping containers with a welcoming, green, and highly functional environment.

PROJECT PHASES
The project is planned to be developed in phases. This RFP is for the initial phase, with the understanding that the landscape and infrastructure design must lay the groundwork for a seamless transition into future phases.
• Phase 1: Food Truck Park: The initial design will focus on creating a highly functional and attractive food truck park. This includes the strategic placement of hardscape, lighting, and seating areas to support multiple food trucks and create a dynamic community gathering space.

The infrastructure and landscape design must be forward-thinking, anticipating the future needs of a more permanent build-out.
• Future Phases: Container Village Transition: The landscape design should be flexible enough to accommodate the future transition from a food truck park to the full Container Village. This includes the potential integration of repurposed shipping containers, permanent retail structures, and additional public amenities. The design should minimize disruption during this future transition.

SCOPE OF WORK
The City is seeking a qualified landscape architecture firm or individual designer ("Consultant") that has extensive experience in creating vibrant and highly functional spaces. The Consultant must have a proven ability to integrate innovative design solutions with modern architectural elements, specifically repurposed shipping containers. The ideal Consultant will be knowledgeable and competent in sustainable landscape practices, including the use of drought-tolerant plants and efficient irrigation systems. It is anticipated that the project will require creative solutions for pedestrian circulation, seating, lighting, and stormwater management. In addition, the Consultant must be familiar with innovative public engagement techniques to maximize community input and ensure the final design meets the needs of Soledad's residents.
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DELIVERABLES
As part of the City of Soledad’s commitment to being a paperless organization, all deliverables to be used for internal staff distribution shall be submitted electronically in both Microsoft Word and PDF in a manner to be determined between the Consultant and City. Paper copies shall only be used when required for outside agencies or for the availability of the general public as required. The electronic format should be easily viewed on a desktop or smartphone with no compatibility issues.

The selected Consultant will be responsible for providing all necessary landscape design services, including, but not limited to, the following tasks:
• Conceptual Design: Develop a distinct design concept for the site's landscape, including pedestrian circulation, seating areas, lighting, and placement of green spaces. • Schematic Design: Refine the selected conceptual design, providing detailed plans for hardscape, planting plans, irrigation systems, site furnishings, and public art integration. • Construction Documents: Prepare a complete set of construction documents, including drawings and specifications, that are ready for bid and construction. This must include all details for accessible pathways, planting, grading, drainage, lighting, and irrigation. • Sustainability Plan: Propose a sustainable design approach, including drought-tolerant and native plant species, stormwater management, and material selection. The design should minimize water use and ongoing maintenance costs.
• Public Engagement: Participate in at least one community meeting or workshop to present design concepts and gather public feedback.

MEETING SCHEDULE AND COMMUNICATION
The Consultant will keep the City staff fully-apprised of the status for the project by providing timely meetings and other forms of communication.
• Consultant will designate a Project Manager who will be the point-of-contact for the City. This individual will attend all meetings and be responsible for the overall coordination of activities and completion of the Container Village design. Monthly communication with City staff is essential. It is anticipated that these meetings will be comprised of the Lead Consultant, and team members if appropriate, as well as City staff. These monthly meetings will be held in City Hall. Occasional conference calls may be acceptable in lieu of monthly in-person meetings. • It is also anticipated that the use of conference calls will be necessary at various times throughout the process. The number of these meetings is indeterminate and are not in lieu of the monthly meetings. • Prepare informative PowerPoint presentations for staff to reference at meetings where the Consultant is not present.
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• The consultant will provide all public meetings, workshops and presentations in both English and Spanish translation. Spanish-only workshops may be necessary. Staff will not serve as a translator in any meeting that requires language translation.
• The consultant will provide all documents at public meetings, workshops and presentations in both English and Spanish translation. Staff will not translate any documents into Spanish. This will be a requirement of the consultant.

BUDGET PROPOSAL
Although an important aspect of consideration, financial cost estimate will not be the sole justification for consideration. The City does expect a fair and reasonable project cost backed by itemization of how the costs per phase and task were developed. Negotiations may or may not be conducted with the firm; therefore, the proposal submitted should contain the firm’s most favorable terms and conditions since selection and award may be made without discussion with any firm. All prices should reflect “not to exceed” amounts per item. The City desires the Consultant to use available data sources and technical tools provided by local, regional and state government entities in order to minimize costs associated with new data collection efforts. Consultant shall list the available data sources that are proposed to be used.

Proposals should include, at minimum, the costs for the completion of each major task in the work program. Each task should clearly identify the Consultant team member who will be primarily responsible for completing the task. Costs should be segregated into a time and materials rate schedule and a not-to exceed maximum amount for all work. Indicate hourly rates of individuals involved, number of hours for each component, task or product, and the fee structure for additional work outside of the contract and optional items. Prices shall represent the cost of finished products and cost estimates shall identify expenditures for graphics, base maps, public meetings and hearing participation, printing, legal notices, postage, mailing, advertising, travel, and other incidental and administrative costs.

SUBMITTAL REQUIREMENTS
A. Delivery of Proposal
It is the Respondent’s responsibility to ensure that the proposal is received by the City prior to the 5:00PM PACIFIC DAYLIGHT TIME on Month XX, 2025 (Day). Respondents are required to submit a full electronic copy by flash drive or through the following link https://pbsystem.planetbids.com/portal/49392/portal-home. Paper submittals are not requested. Documents that exceed file sizes shall contain proper instructions to download appropriate files. Note, proposal submittals received by the City after the hour and date shall be rejected and returned unopened.

B. Format of Proposal
All proposals shall be typed clearly and legibly, in conformance with the Request for Proposal and submitted in an envelope plainly marked outside or titled in electronic mail: “CITY OF SOLEDAD CONTAINER VILLAGE DESIGN PROPOSAL.”
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C. Quality of Proposal
The emphasis of the proposal should be responding to the requirements set forth in this Request for Proposals and Scope of Work.

D. Contents of Submission
The respondent shall include in its submission, at a minimum, the following information presented in a clear and concise format, in order to demonstrate the respondent’s related experience, competence and professional qualifications in performing the services outlined in the Scope of Work.
1) Introduction (transmittal letter)
a. A brief statement of the Responder’s understanding of the scope of work to be performed;
b. A confirmation that, if awarded the contract, the Respondent acknowledges its complete responsibility for the entire contract, including payment of any and all charges resulting from the contract;
c. Any other information that the Respondent feels appropriate; d. The signature of an individual who is authorized to provide information of this nature in the name of the Respondent submitting the Request for Proposal; e. A statement which discloses any past, ongoing or potential personal, financial, and/or organizational conflicts of interest which the Respondent may have as a result of performing the work on this project.
f. A statement that the Consultant has read and agrees to the Standard Agreement for Consultant Services and Insurance Requirements or, if there are areas of clarification or disagreement, the Consultant will indicate such in the cover letter. If there are no exceptions, then the proposer agrees to be bound by, and thereby represents its ability to satisfy all terms of the Agreement, if awarded a contract. Alterations or changes to the agreement which were not in the Consultant’s response will not be made after the selection of the Consultant. This includes alterations, exceptions, or changes to the insurance and indemnity provisions.
2) Executive Summary
a. Briefly summarize your understanding of the City’s intent and purpose for completing the Container Village Landscape Design. The Executive Summary should introduce your proposal and your understanding of the City of Soledad, the Container Village project, significant steps, methods and procedures to be employed by your firm to ensure quality end products that can be delivered within the required time frames and your budget.
3) Background and Experience
a. A list of the most recent projects for which the Respondent has performed services of similar size, scope and complexity. The list shall include the name, contact person, 416
address and phone number of each party for whom the service was provided, as well as a description of the service performed and the dollar amount of the contract and the date of the performance;
b. Describe any issue, the characteristics of which would be uniquely relevant, in evaluating the experience of Respondent’s firm to handle the proposed project; c. Provide current information on professional errors and omissions coverage carried by Respondent’s firm, including amount of coverage.
4) Personnel/Professional Qualifications
a. A list of the Respondent’s principals, employees, agents and sub-consultants (project team) which Respondent anticipates assigning to the project and the approximate number of hours each will devote to the project. b. Include resumes or curriculum vitae of each such staff member designated above, including name, position, telephone number, email address, education, and years and type of experience.
5) Specialized Knowledge
a. Describe their knowledge and experience in the particular types of projects described in the Scope of Work.
6) Scope of Work
a. A concise, complete response to all aspects requested in the Scope of Work. 7) Meeting Schedule
a. Proposed plan to meet the expectation outlined in the document above. 8) Pending or Completed Litigation History
a. Please provide all case information regarding completed or pending litigations and or settlements to any environmental or design work completed by your firm or were a party to. Please include all pertinent legal summaries of the complaint and subsequent outcomes.
9) References
a. Provide references from at least five (5) municipal agencies, companies or individuals for whom you have provided similar services. 10) Budget Proposal
a. Meeting the requirements and information described above. The cost proposal shall be submitted concurrently but under separate cover with the technical proposal.

Costs shall be shown for labor by position by firm for total costs for this project. A total cost for the entire project shall be indicated. Negotiations with the selected 417
candidate(s) may begin immediately. Cost Proposals should be broken out by the respective Tasks described in the Scope of Work.

E. Interpretations of the Request for Proposal
If the Respondent is in doubt as to the meaning of any part of the RFP, or finds discrepancies in or omissions from the RFP, the Respondent shall submit to the City a written request for an interpretation or clarification a minimum of forty eight (48) hours prior to the time RFP’s are due. All such requests should be addressed to:

City of Soledad
248 Main Street
Soledad CA 93960
Attn: XXXXX XXXXXX, Title Email: [email protected] The City shall not be responsible for any explanations or interpretations of the RFP other than by written addendum delivered to each Proposer. No oral interpretations of any provision in the RFP shall be binding upon the City.

EVALUATION CRITERIA
Proposals will be evaluated based on the following criteria:
• Qualifications and Experience: Demonstrated expertise and a proven track record in similar projects.
• Design Quality: The creativity, functionality, and aesthetic appeal of the proposed design approach.
• Sustainability: The commitment to sustainable and low-maintenance design principles. • Fee Proposal: The reasonableness of the proposed fees relative to the scope of work.

ADDENDA, CHANGES, AND AMENDMENTS TO THE SOLICITATION
At any time prior to the due date for responses, the City may make changes, amendments, and addenda to this solicitation, including changing the date due to allow respondents time to address such changes.

Addenda, changes and amendments, if made, will be posted on the City’s website (www.cityofsoledad.com), which is deemed adequate notice. Any prospective respondent may submit, via U.S. mail or by e-mail, a request to the City’s project coordinator to be placed on a list of persons to receive notice of any such addenda, changes, or amendments. The preferred manner of communication is e-mail due to its timeliness.
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GENERAL INFORMATION

1. Exceptions/Deviations: Any exceptions to the requirements of this RFP must be included in the consultant's proposal. Such exceptions must be included as a separate element of the proposal entitled "Exceptions and Deviations.”

2. Right to Reject Proposals: The City reserves the right to reject any and all responses, which do not meet the requirements of this RFP, and/or any portion of the requirements of this project.

Issuance of this RFP and receipt of responses does not commit CITY to award a Contract. CITY also reserves the right to postpone award of a Contract for its own convenience, accept or reject any or all responses received in response to this RFP, and cancel any or all portions of this RFP and resulting Contract.

3. Examination of Proposal Documents: By submitting a proposal, each Consultant represents that it has thoroughly examined and become familiar with the work required under this RFP and that it is capable of performing quality work to achieve the objectives of the CITY.

4. Pre-Contractual Expenses: Pre-contractual expenses are defined as expenses incurred by the consultant in: 1) preparing and reproducing its proposal in response to this RFP; 2) submitting its proposal to CITY; 3) negotiating with CITY any matter related to this RFP and consultant's proposal; 4) other matters prior to the date of award of a Contract. CITY shall not be liable for any pre-contractual expenses incurred by consultants in the preparation of proposals. Precontractual expenses shall not be included in the fee proposal.

5. Ownership of Reports and Documents: Originals of all documents, letters, drawings, design calculations, estimates, specifications, and other documents and data including electronic data files produced under the terms of the Contract shall become the property of CITY. Examples of data format files include but are not limited to modifiable word documents, AutoCAD files, Excel files, Adobe files. CITY shall retain all rights in copyright. Copies may be made and retained by the consultant for its records but shall not be furnished to others without the written consent of CITY for a period of three (3) years from the date of acceptance, by CITY, of all requirements of this project.

6. Consultant's Representative: The Consultant shall assign a responsible representative and an alternate, both of whom shall be identified in the proposal. Should a contract be awarded, the consultant’s representative shall remain in responsible representative for the duration of the project. Should the consultant’s primary representative be unable to continue with the project, the consultant’s alternate representative shall become the primary representative. No other changes will be acceptable without prior written approval by CITY. CITY reserves the right to reject any changes to personnel.

7. Consultant's Representative: The Consultant shall assign a responsible representative and an alternate, both of whom shall be identified in the proposal. Should a contract be awarded, the 419
consultant’s representative shall remain in responsible representative for the duration of the project. Should the consultant’s primary representative be unable to continue with the project, the consultant’s alternate representative shall become the primary representative. No other changes will be acceptable without prior written approval by CITY. CITY reserves the right to reject any changes to personnel.

8. Subcontracting: Should a contract be awarded, only those firms identified in the Contract as subcontractors or subconsultants shall be allowed to perform work for this project. Any amendments to this requirement shall be made in writing by prime consultant to CITY. CITY has the right to reject any requested amendments at any time during the course of this project.

9. Federal, State, and Local Laws: The Consultant shall comply with all federal, state, and local laws, rules, regulations, ordinances, and statutes.

10. Consultant Selection: CITY will review all proposals and rank consultants according to their response to this RFP and the CITY Evaluation Criteria as outlined in this RFP.

11. Billing Rate Schedule: A billing rate schedule shall be submitted concurrently as part of the technical proposal.

12. Compensation: Should a contract be issued to consultant, all items of work required for completion of a specified project shall be paid for on a not-to-exceed time and materials basis.

Costs for any and all items not specifically listed, but required to complete the work (including all exceptions and deviations stated in consultant's proposal), shall be included as part of the total cost proposed. No additional compensation shall be paid for such items. No additional compensation shall be given for any reproduction costs, except those in excess of project requirements stated in a scope of work. Only a change in scope or any significant task addition or increase shall receive consideration for additional compensation. Should a contract be issued to consultant, and the consultant believes that any work it has been directed to perform is beyond the scope of the Contract and constitutes extra work, it shall notify CITY in writing within ten (10) days. CITY will review such notice and, if justified, authorize additional compensation to the consultant on a fair and equitable basis. Should a contract be issued to consultant, monthly progress payments will be made to the consultant only upon submittal of invoices to CITY. Said invoice shall indicate the percentage completion of each task, as well as the overall percentage completion of the entire project. In addition, an updated schedule showing tasks and their degree of completion shall be provided.

13. Indemnification: Should a contract be awarded, the consultant shall be prepared to indemnify, defend, and hold harmless CITY, its officers, directors, employees, and agents from and against any and all claims, including attorney's fees and reasonable expenses as stated in the City’s Consultant Service Agreement.
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14. Insurance Requirements: In the event that a contract is awarded, the consultant shall be required to maintain and provide current copies to CITY of the minimum insurance coverages required by the City’s Consultant Services Agreement.

15. Contracts/Agreements: The successful consultant shall enter into a Contract with CITY that is based on the contents of this RFP, the consultant's proposal, and CITY Contract. Where two or more consultants desire to submit a single proposal, only one consultant shall be listed as prime consultant. All others shall be listed as subconsultants. CITY shall enter into a Contract for this project with a single firm and not with multiple firms doing business as a joint venture. Issuance of this RFP and receipt of proposals does not commit CITY to award a Contract. CITY reserves the right to postpone award of a Contract for its own convenience, accept or reject any or all proposals received in response to this RFP, negotiate with a consultant other than the highest ranked consultant should negotiations with the highest ranked consultant be terminated, and cancel any or all portions of this RFP and resulting Contract. CITY also reserves the right to award individual or groups of projects to different firms at the sole discretion of CITY.

End
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APPENDIX C-2:

Site Operator Request for
Proposals (RFP)Template
422

REQUEST FOR PROPOSAL (RFP)
for
OPERATOR/MANAGEMENT SERVICES: FRONT STREET CONTAINER

VILLAGE
Issued by

XXXXXXX XXXXXXXX
TITLE
City of Soledad
248 Main Street
Soledad, CA 93960
ISSUED: Month XX, 2025
DUE DATE: Month XX, 2025 at 5:00 p.m.

Questions should be directed to:

XXXXXX XXXXXX, Title
(831) XXX-XXXX or [email protected]
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NOTICE OF REQUEST FOR PROPOSAL

OPERATOR/MANAGER FOR THE FRONT STREET CONTAINER VILLAGE The City of Soledad invites proposals from qualified organizations to serve as the Operator/Management Firm (“Operator”) for the new Soledad Container Village Project. The selected Operator will manage dayto-day operations of the Village, including vendor recruitment and coordination, site management, marketing, community programming, and financial oversight.

The City’s preference is for a local nonprofit organization with experience in community development, economic vitality, or small business support. However, proposals from commercial space management firms or retail management companies with demonstrated capacity to operate a multi-tenant, publicfacing project will also be considered. The Operator will play a critical role in ensuring that the Village achieves its purpose: to become a vibrant, sustainable downtown destination for dining, retail, entertainment, and community gatherings.

This RFP outlines the project background, scope of services, evaluation criteria, and submission requirements for interested proposers. The services to be performed by the successful respondent are described in the Request for Proposal in the Project Scope of Work Section. Copies of the Request for Proposal are available at https://cityofsoledad.com/business/rfps/ or https://pbsystem.planetbids.com/portal/49392/portal-home.

Qualified firms that would like to be considered will need to submit a response to this Request for Proposals (RFP) no later than XXXXX, Month XX, 2025 at 5:00 p.m. Responses must be sent electronically per the requirements outlined in the Submittal Requirements section.

For further information and questions concerning this RFP, please contact XXXXXX XXXXXX, Title at [email protected]. All requests for information and responses to questions will be posted on the City’s website (https://cityofsoledad.com/business/rfps/) or (https://pbsystem.planetbids.com/portal/49392/portal-home). Please check the City’s website for the latest information and queries concerning this RFP.

The City intends to follow, but will not be bound by, the following timeline:
• Distribution of the RFP Month XX, 2025
• Deadline to Submit Proposals Month XX, 2025, 5:00 pm
• Review of Submittals Month XX-XX, 2025
• Scheduled Interviews Month XX-XX, 2025
• Contract Review by City Council for Award Month XX, 2025 or a scheduled meeting in Month 2025.

All responses shall be reviewed and evaluated by the City in order to determine which proposer best meets the City’s needs for service. The criteria by which the City shall evaluate proposals are set forth in the Request for Proposal.

The City reserves the right to reject any and all proposals or waive any irregularities in any proposal or the proposal process.
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BACKGROUND
The City of Soledad is a growing community located in the fertile Salinas Valley. As part of our commitment to economic development and community revitalization, the City is initiating a Container Village project on a prominent parcel on Front Street. The City's vision is for the Container Village to be a flexible and highly-utilized public space that enhances the downtown area. This project will transform a currently underutilized lot into a dynamic hub for small businesses, food vendors, and community events, utilizing repurposed shipping containers as commercial and retail spaces.

The Soledad Container Village is a major economic development initiative designed to revitalize downtown Soledad and create a unique destination along Highway 101. The Village, located on a ¾-acre site on Front Street, will feature repurposed shipping containers converted into vendor spaces for food, beverage, retail, and creative enterprises. Landscaped public gathering areas, communal dining, and entertainment spaces will make the Village a hub of community life and tourism.

The City has completed a feasibility and economic impact study supporting the project’s viability. With construction phased for growth and expansion, the project requires a skilled Operator to ensure smooth daily operations, consistent vendor and customer satisfaction, and long-term sustainability.

The careful management of this new venue is a critical component of this vision, and the selected Operator will be crucial in recruiting and curating a diverse selection of vendors, managing all daily operations of the Village, and programming an array of exciting new events and programs that enhance and build a loyal customer base.

PROJECT PHASES
The Operator will be engaged from Phase 1 and continue through subsequent phases, with responsibilities scaling alongside project expansion.

Phase 1: Initial Launch – Food Truck Park
• Oversee onboarding of initial food, beverage, and retail vendors. • Manage communal dining and event spaces.
• Coordinate use of food truck accommodations and shared infrastructure. • Maintain facilities, utilities, and safety compliance.

Phase 2: Expansion to Container Village
• Integrate additional vendors as new containers are added. • Assist in implementing branding, signage, and wayfinding. • Curate community programming and events to drive visitor engagement. • Support installation of art, landscaping, and enhanced public spaces.

Phase 3: Full Operation
• Operate and promote the Village at full buildout (10–12 containers). • Manage a permanent stage and event programming.
• Oversee safety, lighting, and security systems.
• Sustain financial operations to ensure long-term viability. 425

SCOPE OF WORK
The City is seeking a qualified nonprofit organization or management firm (“Operator”) with demonstrated experience in overseeing vibrant, multi-vendor public spaces. The Operator must have a proven ability to manage complex, day-to-day operations, including vendor recruitment, community programming, marketing, and facility maintenance. The ideal Operator will bring expertise in sustainable business practices, financial accountability, and equitable community engagement. It is anticipated that the project will require creative solutions for tenant mix, site activation, programming, safety, and customer experience. In addition, the Operator must be skilled in fostering strong partnerships with local stakeholders and employing innovative strategies to ensure the Container Village meets the needs of Soledad’s residents, visitors, and businesses.

The selected Operator will provide comprehensive operational services, including but not limited to:

A. Vendor & Tenant Management
• Recruit, select, and manage food, beverage, retail, and service vendors. • Draft and administer vendor agreements in coordination with the City. • Ensure compliance with health, safety, and accessibility regulations.

B. Facility & Site Management
• Oversee day-to-day maintenance of utilities, lighting, and common areas. • Coordinate janitorial and security services.
• Maintain ADA accessibility and public safety standards.

C. Programming & Marketing
• Develop and implement marketing strategies to attract visitors. • Plan and host community events, cultural programming, and entertainment. • Collaborate with local businesses and organizations to maximize Village impact.

D. Financial & Administrative Oversight
• Collect vendor rents/fees and manage operational budgets. • Provide financial reporting to the City on a quarterly basis. • Monitor economic impact and make recommendations for improvements.

E. Stakeholder Collaboration
• Serve as the primary liaison between the City, vendors, community partners, and visitors. • Participate in regular meetings with City staff and advisory groups. • Incorporate community feedback to enhance operations.

MEETING SCHEDULE AND COMMUNICATION
The Operator will keep the City staff fully-apprised of the status for the project by providing timely meetings and other forms of communication.
• Operator will designate a Project Manager who will be the point-of-contact for the City. This individual will attend all meetings and be responsible for the overall coordination of activities and completion of the Container Village design. Monthly communication with City staff is essential. It is anticipated that these meetings will be comprised of the Lead Operator, and team members if appropriate, as well as City 426
staff. These monthly meetings will be held in City Hall. Occasional conference calls may be acceptable in lieu of monthly in-person meetings.
• It is also anticipated that the use of conference calls will be necessary at various times throughout the process. The number of these meetings is indeterminate and are not in lieu of the monthly meetings. • Prepare informative PowerPoint presentations for staff to reference at meetings where the Consultant is not present.
• The Operator will provide all public meetings, workshops and presentations in both English and Spanish translation. Spanish-only workshops may be necessary. Staff will not serve as a translator in any meeting that requires language translation.
• The Operator will provide all documents at public meetings, workshops and presentations in both English and Spanish translation. Staff will not translate any documents into Spanish. This will be a requirement of the consultant.

BUDGET PROPOSAL
While financial cost is an important consideration, it will not be the sole factor in the City’s selection process. The City expects a fair and reasonable operational budget that is clearly itemized by task and phase of service. Proposals should present the most favorable terms and conditions, as negotiations may or may not be conducted; selection and award may be made without further discussion. All proposed costs should reflect “not-to-exceed” amounts.

The Operator is expected to leverage existing City, regional, and state resources whenever possible to minimize expenses. Proposals should identify any anticipated in-kind contributions, partnerships, or efficiencies that will reduce overall operational costs.

At minimum, proposals should include:
• Itemized Costs for each major operational responsibility (e.g., vendor management, site maintenance, marketing, programming, financial administration). • Staffing Costs, including hourly rates of individuals involved, estimated hours per task, and total labor costs.
• Time and Materials Rate Schedule with a not-to-exceed maximum for all work. • Fee Structure for any additional services outside of the contract scope or for optional items. • Breakdown of Anticipated Expenses, which may include program/event costs, community engagement, marketing and advertising, administrative expenses, insurance, travel, and other operational overhead.

The City seeks proposals that demonstrate both financial responsibility and long-term sustainability of the Container Village, ensuring that revenues, vendor fees, and community benefits are balanced effectively.
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SUBMITTAL REQUIREMENTS
A. Delivery of Proposal
It is the Respondent’s responsibility to ensure that the proposal is received by the City prior to the 5:00PM PACIFIC DAYLIGHT TIME on Month XX, 2025 (Day). Respondents are required to submit a full electronic copy by flash drive or through the following link https://pbsystem.planetbids.com/portal/49392/portal-home. Paper submittals are not requested. Documents that exceed file sizes shall contain proper instructions to download appropriate files. Note, proposal submittals received by the City after the hour and date shall be rejected and returned unopened.

B. Format of Proposal
All proposals shall be typed clearly and legibly, in conformance with the Request for Proposal and submitted in an envelope plainly marked outside or titled in electronic mail: “CITY OF SOLEDAD CONTAINER VILLAGE OPERATOR PROPOSAL.”
C. Quality of Proposal
The emphasis of the proposal should be responding to the requirements set forth in this Request for Proposals and Scope of Work.

D. Contents of Submission
The respondent shall include in its submission, at a minimum, the following information presented in a clear and concise format, in order to demonstrate the respondent’s related experience, competence and professional qualifications in performing the services outlined in the Scope of Work.
1) Introduction (transmittal letter)
a. A brief statement of the Responder’s understanding of the scope of work to be performed;
b. A confirmation that, if awarded the contract, the Respondent acknowledges its complete responsibility for the entire contract, including payment of any and all charges resulting from the contract;
c. Any other information that the Respondent feels appropriate; d. The signature of an individual who is authorized to provide information of this nature in the name of the Respondent submitting the Request for Proposal; e. A statement which discloses any past, ongoing or potential personal, financial, and/or organizational conflicts of interest which the Respondent may have as a result of performing the work on this project.
f. A statement that the Consultant has read and agrees to the Standard Agreement for Consultant Services and Insurance Requirements or, if there are areas of clarification or disagreement, the Consultant will indicate such in the cover letter. If there are no exceptions, then the proposer agrees to be bound by, and thereby represents its ability to satisfy all terms of the Agreement, if awarded a contract. Alterations or changes to the agreement which were not in the Consultant’s response will not be 428
made after the selection of the Consultant. This includes alterations, exceptions, or changes to the insurance and indemnity provisions.
2) Executive Summary
a. Briefly summarize your understanding of the City’s intent and purpose for managing and operating the Container Village. The Executive Summary should introduce your proposal and your understanding of the City of Soledad, the Container Village project, significant steps, methods and procedures to be employed by your firm to ensure quality end-products that can be delivered within the required time frames and your budget.
3) Background and Experience
a. A list of the most recent projects for which the Respondent has performed services of similar size, scope and complexity. The list shall include the name, contact person, address and phone number of each party for whom the service was provided, as well as a description of the service performed and the dollar amount of the contract and the date of the performance;
b. Describe any issue, the characteristics of which would be uniquely relevant, in evaluating the experience of Respondent’s firm to handle the proposed project; c. Provide current information on the insurance coverage carried by the Respondent, including the type and amount of coverage. At a minimum, the Operator will be expected to maintain general liability, workers’ compensation (if applicable), and any other insurance necessary to operate a public facility. Coverage levels should be sufficient to protect both the Operator and the City from potential claims arising out of daily operations, vendor management, events, and public use of the site. 4) Personnel/Professional Qualifications
a. A list of the Respondent’s principals, employees, agents and sub-consultants (project team) which Respondent anticipates assigning to the project and the approximate number of hours each will devote to the project. b. Include resumes or curriculum vitae of each such staff member designated above, including name, position, telephone number, email address, education, and years and type of experience.
5) Specialized Knowledge
a. Describe their knowledge and experience in the particular types of projects described in the Scope of Work.
6) Scope of Work
a. A concise, complete response to all aspects requested in the Scope of Work. 429
7) Meeting Schedule
a. Proposed plan to meet the expectations outlined above. 8) Pending or Completed Litigation History
a. Please provide all case information regarding completed or pending litigations and or settlements to any environmental or design work completed by your firm or were a party to. Please include all pertinent legal summaries of the complaint and subsequent outcomes.
9) References
a. Provide references from at least five (5) municipal agencies, companies or individuals for whom you have provided similar services. 10) Budget Proposal
a. Meeting the requirements and information described above. The cost proposal shall be submitted concurrently but under separate cover with the operations proposal. Costs shall be shown for labor by position by firm for total costs for this project. An annual and monthly cost for the entire project shall be indicated.

Negotiations with the selected candidate(s) may begin immediately. Cost Proposals should be broken out by the respective Tasks described in the Scope of Work.

E. Interpretations of the Request for Proposal
If the Respondent is in doubt as to the meaning of any part of the RFP, or finds discrepancies in or omissions from the RFP, the Respondent shall submit to the City a written request for an interpretation or clarification a minimum of forty eight (48) hours prior to the time RFP’s are due. All such requests should be addressed to:

City of Soledad
248 Main Street
Soledad CA 93960
Attn: XXXXX XXXXXX, Title Email: [email protected] The City shall not be responsible for any explanations or interpretations of the RFP other than by written addendum delivered to each Proposer. No oral interpretations of any provision in the RFP shall be binding upon the City.

EVALUATION CRITERIA
Proposals will be evaluated based on the following criteria:
• Relevant Experience (30%): Demonstrated success in operating similar spaces. • Operational Understanding (25%): Clear and effective plan for managing daily activities. 430
• Community Impact (15%): Ability to engage local stakeholders and promote small business growth.
• Sustainability & Compliance (15%): Commitment to financial sustainability and regulatory compliance.
• Cost Proposal (15%): Reasonableness and transparency of financial plan.

ADDENDA, CHANGES, AND AMENDMENTS TO THE SOLICITATION
At any time prior to the due date for responses, the City may make changes, amendments, and addenda to this solicitation, including changing the date due to allow respondents time to address such changes.

Addenda, changes and amendments, if made, will be posted on the City’s website (www.cityofsoledad.com), which is deemed adequate notice. Any prospective respondent may submit, via U.S. mail or by e-mail, a request to the City’s project coordinator to be placed on a list of persons to receive notice of any such addenda, changes, or amendments. The preferred manner of communication is e-mail due to its timeliness.

GENERAL INFORMATION

1. Exceptions/Deviations: Any exceptions to the requirements of this RFP must be included in the consultant's proposal. Such exceptions must be included as a separate element of the proposal entitled "Exceptions and Deviations.”

2. Right to Reject Proposals: The City reserves the right to reject any and all responses, which do not meet the requirements of this RFP, and/or any portion of the requirements of this project.

Issuance of this RFP and receipt of responses does not commit CITY to award a Contract. CITY also reserves the right to postpone award of a Contract for its own convenience, accept or reject any or all responses received in response to this RFP, and cancel any or all portions of this RFP and resulting Contract.

3. Examination of Proposal Documents: By submitting a proposal, each Consultant represents that it has thoroughly examined and become familiar with the work required under this RFP and that it is capable of performing quality work to achieve the objectives of the CITY.

4. Pre-Contractual Expenses: Pre-contractual expenses are defined as expenses incurred by the Operator in: 1) preparing and reproducing its proposal in response to this RFP; 2) submitting its proposal to CITY; 3) negotiating with CITY any matter related to this RFP and consultant's proposal; 4) other matters prior to the date of award of a Contract. CITY shall not be liable for any pre-contractual expenses incurred by consultants in the preparation of proposals. Precontractual expenses shall not be included in the fee proposal. 431

5. Ownership of Reports and Documents: Originals of all documents, letters, calculations, estimates, specifications, and other documents and data including electronic data files produced under the terms of the Contract shall become the property of CITY. Examples of data format files include but are not limited to modifiable word documents, Excel files, Adobe files. CITY shall retain all rights in copyright. Copies may be made and retained by the consultant for its records but shall not be furnished to others without the written consent of CITY for a period of three (3) years from the date of acceptance, by CITY, of all requirements of this project.

6. Operator’s Representative: The Operator shall assign a responsible representative and an alternate, both of whom shall be identified in the proposal. Should a contract be awarded, the consultant’s representative shall remain in responsible representative for the duration of the project. Should the consultant’s primary representative be unable to continue with the project, the consultant’s alternate representative shall become the primary representative. No other changes will be acceptable without prior written approval by CITY. CITY reserves the right to reject any changes to personnel.

7. Operator’s Representative: The Operator shall assign a responsible representative and an alternate, both of whom shall be identified in the proposal. Should a contract be awarded, the Operator’s representative shall remain in responsible representative for the duration of the project. Should the Operator’s primary representative be unable to continue with the project, the Operator’s alternate representative shall become the primary representative. No other changes will be acceptable without prior written approval by CITY. CITY reserves the right to reject any changes to personnel.

8. Subcontracting: Should a contract be awarded, only those firms identified in the Contract as subcontractors or subconsultants shall be allowed to perform work for this project. Any amendments to this requirement shall be made in writing by prime consultant to CITY. CITY has the right to reject any requested amendments at any time during the course of this project.

9. Federal, State, and Local Laws: The Operator shall comply with all federal, state, and local laws, rules, regulations, ordinances, and statutes.

10. Operator Selection: CITY will review all proposals and rank potential Operators according to their response to this RFP and the CITY Evaluation Criteria as outlined in this RFP.

11. Billing Rate Schedule: A billing rate schedule shall be submitted concurrently as part of the proposal.

12. Compensation: Should a contract be issued to an Operator, the City anticipates that the Operator will manage all day-to-day financial activity of the Container Village, including vendor rents/fees, program revenues, and operational expenses, without monthly invoicing to the City. The Operator is required to submit a monthly accounting report detailing all income and expenses associated with the Village. The monthly accounting must include, at minimum:
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• Vendor fees and other revenues collected.
• All operational and administrative expenses incurred. • Any program- or event-related income and costs.
• A reconciliation of revenues versus expenditures for the reporting period. • No additional compensation shall be paid by the City beyond the terms established in the executed contract, except in the event of an approved change in scope. If the Operator believes that work directed by the City is beyond the scope of the contract and constitutes extra services, the Operator shall notify the City in writing within ten (10) days. The City will review such notice and, if justified, authorize additional compensation on a fair and equitable basis.

13. Indemnification: Should a contract be awarded, the consultant shall be prepared to indemnify, defend, and hold harmless CITY, its officers, directors, employees, and agents from and against any and all claims, including attorney's fees and reasonable expenses as stated in the City’s Consultant Service Agreement.

14. Insurance Requirements: In the event that a contract is awarded, the consultant shall be required to maintain and provide current copies to CITY of the minimum insurance coverages required by the City’s Consultant Services Agreement.

15. Contracts/Agreements: The successful consultant shall enter into a Contract with CITY that is based on the contents of this RFP, the consultant's proposal, and CITY Contract. Where two or more consultants desire to submit a single proposal, only one consultant shall be listed as prime consultant. All others shall be listed as subconsultants. CITY shall enter into a Contract for this project with a single firm and not with multiple firms doing business as a joint venture. Issuance of this RFP and receipt of proposals does not commit CITY to award a Contract. CITY reserves the right to postpone award of a Contract for its own convenience, accept or reject any or all proposals received in response to this RFP, negotiate with a consultant other than the highest ranked consultant should negotiations with the highest ranked consultant be terminated, and cancel any or all portions of this RFP and resulting Contract. CITY also reserves the right to award individual or groups of projects to different firms at the sole discretion of CITY.

End
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APPENDIX C-3:

Local Small Business &
Entrepreneur Community
Outreach Plan
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Strategic Community Outreach Plan for the Soledad Container Village Date: October 1, 2025
Prepared for: The City of Soledad
Prepared by: Monterey County Business Council
Executive Summary
The City of Soledad is launching the Container Village as a dynamic business incubator designed to support local entrepreneurs, particularly home-based operators, MEHKO permit holders, and small food and retail vendors ready to grow into a public-facing business. This outreach plan focuses on engaging this target audience, connecting them with the tools, resources, and technical support the City can provide to foster sustainable income and long-term success.

Through a phased outreach strategy, the plan highlights the Village as a pipeline for local talent— offering opportunities to formalize businesses, comply with health and permitting requirements, and graduate into larger commercial ventures. By collaborating with key partners such as the Pajaro CDC, Monterey County Health Department, regional business support organizations, and community networks, the City will ensure broad awareness and accessible entry points.

This approach emphasizes transparency and realistic expectations, prioritizing local entrepreneurs who can thrive within the Village model. By cultivating a supportive, wellstructured environment, the outreach campaign will position the Container Village as a launchpad for Soledad’s next generation of businesses.

Community Outreach Plan for Soledad Container Village
The outreach strategy for the Soledad Container Village will focus on identifying and supporting local entrepreneurs who are ready to take the next step in growing their businesses. The Village is designed as a new, exciting commercial hub and business incubator, helping home-based businesses, informal operators, and early-stage entrepreneurs build stability, access customers, and eventually “graduate” into permanent storefronts or expanded ventures.

In addition to the City’s outreach efforts, the new Village Operator will be expected to help with outreach to their list of potential vendors as well (once they have been selected). Coordination with the Operator will be crucial to success of the plan as they may be able to reach out to their rolodex and well as suggest supplemental outreach ideas. 435
Key Outreach Targets

1. Home-Based Entrepreneurs – Individuals currently operating from their homes (e.g., bakers, caterers, artisans, makers, personal services) who already have a customer base but need to formalize and register their businesses.

2. MEHKO Holders – Outreach to MEHKO (Microenterprise Home Kitchen Operations) permit holders and those in the process of applying, highlighting the Village as a next step in scaling up.

3. Food & Beverage Businesses – Collaborate directly with the Monterey County Health Department, Pajaro CDC, and other agencies to identify small operators who are permitted but need a more permanent, reliable space to serve customers.

4. Retail and Makers – Local artists, crafters, and small retailers who are currently selling at markets or pop-ups and could benefit from a consistent storefront space.

Messaging
The core message will emphasize that the City of Soledad is providing the tools to help entrepreneurs grow. The Container Village offers:
• Affordable, professional space for small businesses with lower startup cost. • Built-in infrastructure, utilities, and compliance support. • Access to customers and visibility in a high-traffic, community-centered setting with existing foot traffic.
• A pathway to stability and the opportunity to eventually expand into larger, independent spaces.

Approach
To effectively attract local food entrepreneurs, particularly those with a Microenterprise Home Kitchen Operation (MEHKO) permit, a multi-faceted approach is essential. • Targeted Information Sessions – Host bilingual (English/Spanish) workshops and information nights in partnership with the City, Chamber of Commerce, , and nonprofits to explain requirements (business registration, permits, health approvals). • Direct Outreach – Contact known MEHKO permit holders, small food vendors, and market participants.
• Collaborative Outreach - Coordinate with the Monterey County Health Department to reach approved vendors in need of space.
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• Community Pipeline Announcement – Publicize that the Container Village is a pipeline for local entrepreneurs, positioning it as the first-stop on the road to long-term success. • Digital & Grassroots Campaigns – Use social media, local radio, flyers, and neighborhood networks to share stories of local entrepreneurs and opportunities at the Village.

Tenant Value & Benefits
Unmatched Affordability: Significantly lower startup and operating costs compared to traditional retail spaces.

Built-in Foot Traffic: The unique design, central location and centralized marketing will attract a steady flow of customers.

Community-Driven Atmosphere: A collaborative environment with other start-ups, fostering partnerships and shared success.

Flexibility: The ability to customize and brand a compact space, with low long-term commitment.

City Support: Direct access to City planning, economic development, and marketing support.

Outreach Channels & Tactics
A. Hyper-Local & Grassroots Recruitment:

These are some potential approaches that leverage the City’s existing relationships and the power of personal connection.

Soledad Entrepreneurial Pop-Up Series: Host a series of pop-up events on the future site of the Container Village. This will not only generate buzz but also serve as a live demonstration of the space's potential. Prospective tenants will have the opportunity to sell their goods in a temporary, low-cost setting, allowing them to test and refine their business concepts.

Partnering with Local Institutions: Collaborate with the Soledad Chamber of Commerce, the Soledad High School FFA, Pajaro CDC, and Hartnell College's agricultural programs. These partnerships will help identify and nurture young, local talent with business ideas. "Pitch Soledad" Competition: Host a formal pitch competition for aspiring entrepreneurs. A panel of judges (made up of local business leaders and city staff) will select the winners, who will be awarded reduced rent for the first year. This will generate local media attention and create a sense of excitement and competition.
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B. Targeted Digital Marketing Campaign:

A digital marketing campaign will cast a wider net, reaching entrepreneurs across the Central Coast and Bay Area.

Dedicated Website: Create a visually appealing website with high-quality renderings and drone footage of the site. The site will serve as a hub for all information, including an online application portal, FAQ, and success stories of similar projects.

Social Media Campaign: Run highly targeted ad campaigns on Facebook, Instagram, and LinkedIn.

These ads will be geo-targeted to the Monterey Bay and Bay Area regions and demographically targeted to individuals with interests in entrepreneurship, small business, food trucks, and local commerce.

Email Marketing: Build a contact list of interested parties from the website and pop-up events.

Send a regular newsletter with project updates, testimonials, and information on the application process.

Tone & Guardrails
The outreach campaign should set realistic expectations. The goal is not to attract everyone, but to target the right audience—local entrepreneurs who are prepared to take the next step.

Messaging will highlight opportunity and support, without overpromising outcomes, ensuring that those who apply understand the incubator model and commitment required.

Community Outreach Timeline for Soledad Container Village Phase 1: Awareness & Pipeline Building (Months 1–2)
Objective: Build visibility for the Container Village as a pathway for local entrepreneurs and announce the opportunity to the right audiences.

Messaging: “The City of Soledad is providing the tools to help local entrepreneurs grow.” Actions:
• Launch bilingual campaign (English/Spanish social media, flyers, local radio, and community newspapers).
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• Distribute outreach materials through churches, schools, and community centers. • Announce partnership with Monterey County Health Department and engage outreach to MEHKO permit holders.
• Highlight success stories of local home-based businesses moving toward formalization.

Partners: City of Soledad, County Health Dept., Pajaro CDC, local nonprofits and Chambers Phase 2: Recruitment & Education (Months 2–4)
Objective: Directly engage home-based and early-stage entrepreneurs, ensuring they understand the incubator model and requirements.

Messaging: “This is your chance to formalize your business, access a stable space, and grow.” Actions:
• Host informational workshops (in English and Spanish) on business licensing, permits, and health regulations.
• Provide resource guides on business registration, business planning and compliance. • One-on-one outreach to MEHKO operators and other known home-based businesses. • Set up an online interest form and application portal.

Partners: Monterey County Health Dept., SBDC (Small Business Development Center), local Chambers of Commerce.

Phase 3: Application & Selection (Months 4–6)
Objective: Identify the inaugural group of entrepreneurs best prepared for the Village.

Messaging: “The Container Village is a GATEWAY to success—apply now to be part of Soledad’s newest business pipeline.”
Actions:
• Open formal application process.(maybe through on-line portal or webpage) • Convene a selection committee (City staff, business leaders, community representatives). • Evaluate applicants based on readiness, commitment, and growth potential. • Provide feedback and referrals for those not yet ready (keeping them in the pipeline). 439
Phase 4: Onboarding & Support (Months 6–7)
Objective: Prepare selected entrepreneurs for successful launch.

Messaging: “You’re not in this alone—the City and its partners will help you succeed.” Actions:
• Conduct orientation sessions covering facility use, shared infrastructure, and incubator expectations.
• Pair entrepreneurs with mentors (via SBDC and Advisory Committee). • Support with branding, signage, and marketing before launch.

Phase 5: Launch & Community Engagement (Month 8 and beyond) Objective: Celebrate the Village opening and promote vendors as part of Soledad’s economic story.

Messaging: “Soledad is investing in its people. These entrepreneurs are the future of our community.”
Actions:
• Host a ribbon-cutting event with media, local officials, and community groups. • Promote vendor stories through a “Meet the Entrepreneurs” campaign (social media, press, video).
• Continue regular workshops for ongoing support and prepare vendors for “graduation” into permanent spaces.
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Budget & Metrics for Success
This is a conceptual budget to illustrate the allocation of resources. Actual costs will vary. This budget includes estimated costs for the launch of this outreach campaign vs an annual budget.

Category Description Estimated Cost
Marketing & Branding Microsite development, graphic design, social media assets $15,000 Advertising Targeted social media ads (e.g., LinkedIn, Instagram, Facebook) $10,000 Events Pop-up series logistics, in-person event prizes/promotion $12,000 Admin & Outreach Staff time, printed materials, direct mailers $8,000 Contingency Allocated for unforeseen costs $5,000
TOTAL $50,000
Metrics for Success (Key Performance Indicators)
• Application Volume: Achieve a minimum of 3 applications for every available container space. • Tenant Diversity: Recruit a diverse range of businesses (e.g., at least 50% food/beverage, 30% retail, 20% services).
• Local Representation: Ensure at least 50% of selected businesses are based in or have a strong tie to Soledad or the Salinas Valley.
• Website & Social Media Engagement: Track website traffic, social media follower growth, and engagement rates to gauge community interest and campaign reach. • Economic Impact: Monitor and report on the number of new jobs created and the estimated sales tax revenue generated within the first year of operation.

Conclusion
By following this strategic and phased approach, the City of Soledad can ensure a successful and sustainable recruitment process that not only fills the Container Village but also builds a foundation for long-term economic vitality and community pride. 441
APPENDIX D-1:

USDA Rural Business Development
Grant (RBDG) Application
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USDA is an equal opportunity provider, employer and lender.

Rural Business Development
Grant (RBDG) Program
2024 California Application Toolkit
CFDA Number: 10.351
CFDA Title: Rural Business Development Grant
CALIFORNIA APPLICATIONS DEADLINE:

The Deadline for California Applications including Native-American (NA); Strategic Economic Community Development (SECD), and Persistent Poverty (PP) Set-Aside Funds is Close of Business (COB) 4:30 pm PST, February 28, 2024
NOTE: Important Application Deadline Information
All applicants are encouraged to submit their application by email to: [email protected]. However, please provide one original copy of the complete application package via regular mail to any of the California area offices by the deadline.

About this Toolkit
The RBDG program operates under RD Instruction 4280-E. Applicants are encouraged to read the Instruction before completing the application as it includes definitions and other important requirements of the RBDG program. This application toolkit was created to assist the applicant in submitting a complete RBDG application, but it does not replace the instruction. Use of this application toolkit is not required. However, applicants must provide all required information as stated in the Instruction. The Agency may request additional information to assist in the application review process. Additional guidance can be found on USDA Rural Development’s RBDG program website.
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Checklist
Before you submit your application, please be sure you have completed all the following elements:

SAMS Registration
All applicants for Federal grant funding must register in the Central Contractor Registration (CCR) database, or its successor database, known as the System for Award Management (SAM), at https://www.sam.gov, whether applying electronically or by paper, and at no cost. Registration may take 1-1.5 hours to complete and requires a DUNS #, tax ID and business name, statistical and financial information about the business (including number of employees and annual receipts for each of previous 3 years), and Electronic Funds Transfer information for payment of grant disbursements to grantee (Routing #, Account #, ACH contact).  Registration activation will take 1-5 days with an established tax ID; OR 2-5 weeks if a new Employer Identification Number is used.  A cage code number and expiration date will be provided when the registration is activated and must be included in your RBDG application information. For technical assistance, call the toll-free assistance line at 1-866-606-8220 and press “1.” Enter the registration cage code and expiration date in field 5(a), “Federal Entity Identifier,” on Form SF-424.

This registration must remain active, with current information, at all times during which an entity has an application under consideration by an Agency or has an active Federal Award. To remain registered in the database after the initial registration, the applicant is required to review and annually update its information in the database to ensure it is current, accurate and complete.

Required Forms
☒ Form SF-424, “Application for Federal Assistance”
☒ Form SF-424A, “Budget Information - Non-Construction Programs” ☐ Form RD 400-1, “Equal Opportunity Agreement” (only required for construction projects greater than $10,000) - Not Applicable
☒ Form RD 400-4, “Assurance Agreement” (only required for construction projects greater than $10,000)
☒ RD Instruction 1940-Q, Exhibit A-1, “Certification for Contracts, Grants & Loans” ☐ RD Instruction 1970-A, Exhibit C, “Environmental Documentation Checklist” – As this project is strictly focused on developing a feasibility study and plan for the project, there will be no environmental impact. - Not Applicable
☐ Section 6025 Strategic Economic and Community Development Information (Verify with USDA if appropriate for your project) - Not Applicable
Environmental Requirements:
☐ Environmental Information Packet: Consult USDA for project appropriate material. - Not Applicable
☒ Intergovernmental Review Comments: Consult USDA for state specific requirements [RD Inst. 4280-E, § 4280.427 (f)] Link: http://cfda.opr.ca.gov/#/ [Submit SF-424 Application] Non-Profits: Include in Appendix A: - Not Applicable
☐ Articles of Incorporation (including any amendments)
☐ Bylaws (including any amendments)
☐ Current (within 12 months) Certificate of Good Standing issued by the appropriate Secretary of State
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☐ Board Resolution authorizing entity to apply and administer the RBEG/RBOG including the name and title of the person authorized to sign grant documents.

Public Bodies: Include in Appendix A:
☒ Documentation of organization (dated established if other than city, county, or state government). ☒ Resolution passed by the governing board authorizing entity to apply and administer the RBDG/RBOG, including the name and title of the person authorized to sign grant documents. – DRAFT provided
Section 1 – Summary Information
☒ Legal name of applicant
☒ Requested Grant amount
☒ UEI # https://sam.gov/content/entity-registration
☒ SAM Registration Cage Code and Expiration Date www.sam.gov ☒ NAICS Code: Check tax returns or see http://www.census.gov/eos/www/naics/ - Not Applicable ☒ Certification of Relationship to RD employee
☒ Certification of serving rural areas
☒ Certification of Citizenship
☒ Certification of assisting small and emerging businesses (Enterprise Grant only) Section 2 – Applicant Eligibility
☒ Applicant Type
☐ Non-profit corporation
☒ Public Body / Municipality
☐ Federally recognized Indian Tribe
Section 3 – Project Eligibility
☒ Business Opportunity Project
☒ Demonstration of Need
☒ Economic Development Result
☒ Local and Area Strategic Plans
☒ Suggested Performance Criteria
☐ Business Enterprise Project - Not Applicable
☐ Demonstration of Need
☐ Clear identification (list) of Small & Emerging Business(es) to be assisted ☐ Suggested Performance Criteria
Section 4 –Scope of Work
☒ Project Type / Description: RLF, Technical Assistance, Site, Feasibility Study ☒ Proposed Activities to be Accomplished
☒ Timeframe for Individual Activity Completion
☒ Timeframe (months) To Project Completion
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☒ Timeframe from Grant Approval to Project Start

Section 5 –Written Narrative
☒ Project Need
☒ Project Benefits
☒ Demonstrate Project Meets Eligible Grant Purpose
☒ Area(s) to be Served (be specific)
☒ Project Coordination with Area Economic Development Plans ☒ Goals to be Accomplished
☒ Identify Business(es) to be Assisted (if appropriate) – Not Applicable ☒ Economic Development to be Accomplished
☒ Summary: How the Project will result in Created, Saved or Supported Jobs ☒ Quantify: Jobs Created, Saved and/or Supported for next 3 Year Period ☒ Description of Applicant Experience – Demonstrated Ability – Key Staff that Support Project ☒ Method and Rationale to Select Service Area and Proposed Benefitting Businesses ☒ Description of Project Methodology: Use of Organization Staff, Consultants, Contractors or Other ☒ Work Plan and Budget
Appendices
☒ Appendix A – Organizational Documents §4280.427(b)
☒ Appendix B – Proposed Scope of Work §4280.427(c)
☒ Appendix C – Documentation of Experience §4280.427(d) ☒ Appendix D – Supporting Financial Documentation (Latest 3 Years Financial Information) §4280.427(e) ☒ Appendix E – Supplemental Funds Verification (Matching Funds) §4280.427(g) ☒ Appendix F – Letters of Commitment from Businesses to be assisted (include jobs saved/created) Letters of Support §4280.435(h) - Not Applicable
☒ Appendix G – Additional Supporting Documentation
Rural Business Development Grant Instructions: https://www.rd.usda.gov/files/4280e.pdf 446
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Application Template
Section 1: Summary Information
Legal Name of Applicant: City of Soledad (Verify from
Articles/Bylaws)
Requested Grant Amount: $ $50,000
Applicant Type– Please Check One:
☒Public Body/Government Entity
☐Nonprofit Entity
☐Federally recognized Indian Tribe
Project Type – Please Check One:
☐Enterprise Grant ☒Opportunity Grant
UEI #: FJ4JK94UUJL8
SAM/CCR Registration Cage Code: 5DLD8 Expiration Date: 5/16/2024 Jobs Summary: As this grant request will fund a feasibility study and economic impact report for the Soledad Container Village Project, the numbers below are based on initial projections of similar business models. Multiple small businesses have already reached out to the City about leasing space in the project, but the exact number of jobs created will be refined as the feasibility study and economic impact report are completed.

Full Time Part Time
Current- Existing # of jobs 0 0
Projected jobs to be created as a result of this project 30 50 Projected jobs to be saved as a result of this project 0 0 Businesses Assisted Summary:

Number of Businesses
Total Businesses to be assisted: 15
Type of Sub-Business assisted: 1
Farmer/Rancher 0
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Small Business 15
Individuals 0
Groups 0
Cooperatives 0
Type of Plan to be accomplished for the business
(i.e. feasibility, business plans):

Feasibility Study and
Economic Impact Report
1 “Total Businesses Assisted” must equal the sum of “Sub-Businesses Assisted” Project Summary
The City of Soledad is requesting a total of $50,000 with a 1:1 match of $50,000 towards the Rural Business Development Grant to develop a feasibility study and economic impact report for the City’s proposed Soledad Container Village Project.

The proposed project will allow the City to create new jobs and business opportunities, stabilize existing small businesses and maintain jobs, generate tourism in the region, and revitalize the City’s Downtown district. The City currently envisions an addition of a minimum of 12 shipping containers into retail spaces to bring small businesses, restaurants, and wineries to the City’s Downtown Front Street using innovative design concepts that allow for a central vibrant community gathering space in rural Monterey County. The USDA grant funding will allow the City to conduct a feasibility study to determine the economic impact and community benefits, the likely business mix and revenue streams, market opportunities, optimal financing models, realistic cost projections, and technical assistance on ownership and disposition structure. The City has already retained a consultant to assist in completing the environmental review process. The feasibility study consultant will be partnered with dedicated Community Engagement staff from the City to implement the most effective outreach strategies in order to ensure the vision for the project is rooted in community-identified needs and hopes.

Soledad, a rural city in Monterey County, California, has a population of 18,800 (about 5,640 of this population are inmates at the Soledad Correctional Training Facility), according to the 2020 census, with 20.1% of residents living below the federal poverty level. The City’s two primary census tracts rank in the statewide 66th and 97th percentiles for poverty (according to the CalEnviroscreen 4.0 Tool). DWR’s Disadvantaged Community Mapping Tool identifies the entirety of the City limits as disadvantaged, with the median household incomes of identified DAC tracts as low as $44,696. Half of all Soledad Union Schools (5/10) are Free Reduced Price Meals (FPRM) qualified of at or over 75% according to 2022 State DOE Data (75%,

84.2%, 86.7% 79.2%, 78.3%, respectively).

Currently, residents who are looking for a downtown shopping corridor or similar retail/community space for recreation, social engagement, and economic activity typically drive 28 minutes (27.7 miles) north to Salinas to shop at the Northridge Mall and Harden Ranch Plaza due to the limited economic opportunities available within the City of Soledad. However, many of the residents lack the additional time or economic ability to travel outside of the City for a similar gathering space and community development corridor. Likewise, small businesses often lack the facilities and capacity to thrive within Soledad.

As a result, the City has developed the Front Street Revitalization project, including the proposed container village, to reenvision the City as a thriving hub for small businesses, community events, and instill pride and community identity in the City of Soledad. The Soledad Container Village will allow for an innovative, cost-efficient facility for small businesses to incubate and flourish and residents to congregate. Potential designs have included a fire pit and seating area for visitors, 12 container village structures for small businesses, wineries, and restaurants, and a promenade. The feasibility study will allow the City to make certain critical determinations about the operations and financing of the project and how best to implement the proposed revitalization efforts in a cost-effective way. As this project is currently in preliminary phases, many of the details provided within this application are approximate, and subject to the findings of the feasibility study to determine the exact design based on cost, environmental impact, appropriate mix of businesses based on market, and economic benefit to the region.

The spark for the container village started two years ago during an economic development workshop followed by surveys to determine what residents were looking for. On April of 2023, Soledad City Council and the Planning Commission reviewed 448
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three container village options for revitalizing city-owned downtown properties presented by ELS Architecture. They chose the mid-sized village option. A village of about a dozen containers would cost up to $10 million and include space for restaurants, drinks, retail, and an outdoor stage. Another component the city is considering is a community kitchen similar to El Pájaro Community Development Corporation’s commercial kitchen incubator for emerging food entrepreneurs. The feasibility study will be the critical “next-step” to determine the scope, costs, revenue, and potential economic benefit of this critical project and most importantly determine how the City can finance the construction All Grant Applicants – Complete certifications 1 – 3.

9. Relationships to RD employees
To assure the high standards of honesty, integrity, and impartiality maintained by Rural Development employees, we need to identify any Rural Development assistance to be provided to employees, their relatives, or their business or close personal associates. This includes insured or guaranteed, loans or grants to individuals or organizations. If you know of any relationship or association you (the applicant) may have with a Rural Development employee, please provide this information, or advise if there is none. Your response will allow us to make special provisions for processing but will not affect your application status.

Immediate family, other relatives or close associates who are USDA Rural Development employees, if any, are listed here If none, indicate here None.

2. Rural Location
Applicant (grantee) organizations may be located in “rural” or “non-rural” communities. Benefitting business (es) must be located in a rural community with a population of 50,000 or less population and not located in a city or town located within the urbanized area contiguous and adjacent to a city or town with a population over 50,000. You may verify rural eligibility of benefitting business (es) using the Rural Eligibility Website. Note your agreement here that all business(es) to be served will be located in eligible rural area(s). The City of Soledad is an eligible “rural” community, and all businesses to be served will be located within City limits.

3. Citizenship Requirement
All business (es) assisted with grant funds must be at least 51 % owned by U.S. citizens or resident aliens (persons legally admitted for permanent residence). Note your agreement here that all proposed businesses assisted will be at least 51 % owned by U.S. citizens or resident aliens Yes.

Enterprise Grant Applicants Only

4. Small and Emerging Private Business Enterprise Requirement Enterprise Grant Funds. All businesses assisted with RBDG enterprise grant funds must meet the following definition: “Any private business which will employ 50 or fewer new employees and has less than $1 million in projected gross revenues.” Note your agreement here that all business (es) assisted will meet the RBDG program definition of small and emerging private business enterprise Yes.

5. Development or Financing of Small & Emerging Private Businesses - §4280.417(b)(2) The project will provide a central economic and community hub within the City, as well as provide a physical space for small businesses to house their physical storefronts. The City is open to financial assistance programs as well to incubate and encourage small business development and establishment, however the exact scope of such financing and development assistance programs will be a component of the feasibility study and is yet to be determined. The flexibility afforded by the shipping containers will allow for each business’s vision for the space to be implemented and readily customized to their 449
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needs, without the operating costs of a traditional storefront, allowing for lower rent and leasing costs for businesses. This will encourage additional development efforts to get small businesses in the City off-the-ground. The City has partnered with various non-profit organizations that help start-ups and small businesses grow. For example, El Pajaro Community Development Corporation is the Regional Women’s Business Center and provides office hours at the City’s Gateway Center, which is adjacent to the proposed project site. In addition, the Gateway Center also houses the region’s Small Business Development Center satellite office, helping local businesses secure resources to expand.

6. Revolving Loan Fund Requests Only - §4280.453 Not Applicable RBDG Revolving Loan Funds are processed in accordance with Subpart 4274-D, Intermediary Relending Program and serviced in accordance with Subpart 1951-R. RBDG revolving loan funds are limited to financing no more than 75% of total project costs. Applicants must identify in the Project Budget the minimum 25% non-federal leverage funds.

Additional application requirements found in § 4274.343(a)(2) should be submitted. The application will consist of a written work plan and other evidence the Agency requires to demonstrate the feasibility of the intermediary’s program to meet the objectives of this grant.

Use of Funds: All Agency funds must be used for the purpose of making eligible loan(s). Loans cannot exceed 75% of total project costs in accordance with §4274.331(b)(2).

RLF Operating Budget: RLF applications must include an Annual Budget in accordance with §4274.332(b)(2). RBDG revolving loan fund initial administrative costs are the responsibility of the applicant. As loans are repaid, principal and interest are the basis of the continuation of the revolving loan fund. Subject to an approved Operating Budget, interest collected may be used to offset administrative costs of the Loan Fund.

7. Equipment Purchase Requests Only - Not Applicable
Provide a detailed list of equipment to be acquired along with supplemental funding (if applicable):

Pass Thru Prohibition §4280.423(m)(4)
The requested grant funding will exclusively be allocated towards development of a feasibility study and economic impact report alongside the City’s 1:1 match provided. This allows it to not be classified as “pass thru” as their will not be sub granting activities to small businesses within the scope of the grant proposal.

Opportunity Grant Applicants Only

8. Economic Development Result - §4280.417(b)(1)
Opportunity Type Grants may be made only when there is reasonable prospect that the project will result in economic development of a rural area.

The proposed project will allow the City to take critical “next steps” in providing an economic, commercial retail, and central community hub within the City of Soledad that allows for the cultivation and access of small businesses within the City limits.

This will bring jobs into the City and provide a central space for economic activity where previously residents (who had access to transportation) would otherwise need to travel over 20 miles to access. This will allow for an affordable space for small businesses to flourish and provide critical economic development needs to a rural area. The parcels the project will be located upon, are long and narrow and immediately adjacent to the railroad, making them unappealing to housing developers and difficult to otherwise develop, but are perfect for innovative incubator spaces for new start-ups or small businesses hoping to expand. The proposed site is highly visible from the 101 freeway and serves as a gateway to the Pinnacles National Park, which could attract travelers and tourists and advancing economic development not just for Soledad, but the other rural cities in South Monterey County.
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9. Consistency with Local and Area Strategic Plans - §4280.417(d) Grants may be made only when the proposed project is consistent with local and area-wide strategic plans for community and economic development, coordinated with other economic development activities in the project area and consistent with USDA Rural Development State Strategic Plan.

This project is consistent with the City of Soledad’s current General Plan, which envisions a vibrant downtown as a destination. In addition, the project is being added to the 2045 General Plan – Siempre Soledad – which is currently being developed and includes elements from the Soledad Redevelopment Plan to attract and retain commercial and industrial businesses and includes the City’s overall planning efforts for downtown revitalization. Additionally, the City has identified high potential collaboration with the wine and tourism industries for economic development, that will be serviced by the proposed container village, given the City’s proximity to wine country, the Monterey Peninsula, and to Pinnacles National Park. Many residents currently commute outside of the City for high-paying quality jobs. A robust hospitality, restaurant, and wine industry, incubated through the Container Village and other City downtown revitalization efforts, will help accomplish this critical goal identified in City economic development planning efforts.

Additionally, by focusing efforts on a Justice 40 disadvantaged community, and improving the City’s infrastructure, the City addresses several USDA Rural Development Strategies for California by advancing racial justice, place-based equity, and opportunity, as well as assisting rural communities to access better market opportunities through improved infrastructure.

All Grant Applicants:

Basis for Project Success or Failure §4280.417©
[A] Demonstrated Need:

The City of Soledad currently lacks a centralized location for small businesses to reliably provide a social and community space for robust economic activity and shopping. Many residents commute outside of the City for quality jobs, and the City is categorically considered a historically disadvantaged and under-resourced community. However, the City has high potential to grow into an economic center given its proximity to several tourism hotspots including wine tourism, with Monterey County a central wine hotspot for the California wine industry, its location adjacent to the newly established Pinnacles National Park, and its proximity to the City of Monterey and the Monterey Peninsula, which is a major tourism pull for the region. The proposed container village will not only allow for an affordable method to establish a downtown smallbusiness retail corridor, but also allow for the City to gain a foothold in these critical industries to bring tourism and tourism dollars into the City, further elevating our economic development goals and propelling small businesses in this critically underserved rural area.
[B] Project Evaluation: The grant-funded scope of the project will be a completed feasibility study and economic impact report with subsequent recommendations on how to finance and market the Soledad Container Village. The City hired ELS Architecture to devise a concept plan and to conduct an initial pro-forma of the project. However, this work is incomplete and lacking a more realistic analysis of costs, understanding the potential market and revenue streams, identifying possible financing models, and outlining various ownership options considering California’s Surplus Lands Act requirements for disposing of or leasing publicly owned property. Since the City owns the property where the Soledad Container Village would be located, it is important to receive technical assistance on the best way to accomplish the project’s vision. It should be noted that there is nothing comparable to this project in Monterey County, and it could draw more investment to the most disadvantaged area of the county. Success will not be determined on the scope of the plan recommendations, but on achieving a feasible way forward to develop the project into an economic force for the City and the region. [C] Project Elements: The major elements of the study will include:

1. Realistic analysis of construction and operational costs; and 451
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2. Market analysis and recommendations of appropriate mix of businesses and lease terms to service the community and maximize revenue; and

3. Financing plan identifying possible models to fund construction; and

4. Economic impact report identifying number of businesses to benefit, jobs created, and overall impact on the economy; and

5. Recommendations on an ownership structure and technical assistance in addressing the California Surplus Lands Act and drafting a request for proposal for a developer or operator; and

6. Assistance in developing a community outreach strategy in shaping the proposal and recruiting new start-ups and local small business for the project.
[D] Project Impact:

The Economic Impact Report as a component of the overall feasibility study will identify qualitative and quantitative benchmarks to determine what success looks like, such as number of jobs created and how to measure the overall economic impact. As of now, these are yet to be determined without the appropriate analysis and ultimate determination of the scope of the development. For example, the ultimate design including square footage of the retail space will be impacted by the financing plan. The square footage will ultimately dictate the number of businesses incorporated into the project. Thus, the comprehensive feasibility study really needs to be completed to flesh out the economic impacts. However, the clear deliverable of the grant funding will be a completed, approved, and implementable feasibility study with subsequent recommendations.

Proposed Scope of Work - §4280.427(c)

3.1 Project Description – Opportunity Projects §4280.417(a)(1) or Enterprise Projects §4280.417(a)(2) The project type will be the development of a commercial corridor to provide space and opportunities for small business storefronts and developments. This opportunity project will allow for the City to make a critical first step in developing a high-trafficked downtown commercial corridor within the City of Soledad.

3.2 Project Activities and Timeline
The Grant activities, key milestones, and timeline will include the following:

1. RFP for Feasibility Study Contractor will be issued immediately upon USDA Grant Award (expected August 2024.) The subsequent RFP process is expected to require 2-3 months before execution of a contract.

2. Once a consultant is selected, the City anticipates a 6-9-month process for the feasibility study development, inclusive of cost-benefit calculations and community outreach, to be completed by August 2025, for a total implementation timeline of 1 year upon receipt of a grant award agreement.

3.2 Project Duration
August 2024: RFP Issued
August – November 2024: RFP Process and Required Procurement Procedures December 2024: Consultant Selection and Contract Execution December 2024 – August 2025: Feasibility Study Development January 31, 2026: Final Plan Completion

3.3 Project Implementation
The project will be ready to begin immediately upon execution of a grant award agreement. The City will begin the Draft RFP in advance of award notifications, to be ready immediately upon a grant agreement. The total implementation timeline will be from August 2024 (or upon a grant agreement) for 12 months until August 2025. The City is flexible and willing to accommodate timing updates from the USDA, as well as comply with all required grant reporting timelines and requirements.
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Written Narrative - §4280.427(d)

4.1 Project Need
Soledad, a small rural city in Monterey County, California, has a population of 18,800 according to the 2020 census, with

20.1% of residents living below the federal poverty level. The City's two primary census tracts rank in the statewide 66th and 97th percentiles for poverty (according to the CalEnviroscreen 4.0 Tool) and a population that is 17.2% in poverty according to 2020 US Census Data. DWR's Disadvantaged Community Mapping Tool identifies the entirety of the City limits as disadvantaged, with the median household incomes of identified DAC tracts as low as $44,696. Half of all Soledad Union Schools (5/10) are FPRM qualified of at or over 75% according to 2022 State DOE Data (75%, 84.2%, 86.7% 79.2%, 78.3%, respectively).

The Proposed Soledad Container Village Project is located at Census Tract 06053011101, which is a qualifying Justice 40 tract. Within this Census area, the population is in the 93rd percentile nationwide for college/graduate school enrolment and attainment, 95th percentile for linguistic isolation, 76th for median household income, and 79th for individuals below the federal poverty line. Robust economic and community development efforts for the City are critical for addressing these severe quality of life and workforce development deficiencies. The Container Village Project will provide a critical downtown space for the community to flourish, both as visitors, generating cash in-flow within the City, and as small business owners and employees, creating high-quality jobs within the region and developing the City as a regional destination and tourism hub.

4.2 Project Benefits
The benefits of the proposed container village are manifold. They include:

1. Creation of a regional central economic hub for small businesses and employees that is affordable and accessible.

2. Creation of Jobs and Small Business Assistance Efforts in a historically underserved, majority-minority community.

3. Provision of an affordable retail space with high traffic within Downtown Soledad

4. Creation of a central community hub and gathering space

5. Development of a tourism and hospitality hub within the City

6. Reduction of need to exit the City for jobs and economic opportunities

7. Expanded economic outreach given the City’s upcoming proposed housing developments adjacent to Front Street.

8. Provision of a flexible space for customization given future, changing economic needs for the City. This space will also be cost-efficient, given the reduced costs of utilizing and renovatin shipping containers versus traditional storefronts.

9. Beautification of the currently blighted downtown corridor within the City and encouragement for residents to remain local for their shopping and recreation.

10. Attraction of further investment and development in Soledad and the rest of rural South Monterey County.

The exact scope, cost effectiveness, and exact businesses to be aided will be determined in the scope of the proposed feasibility study.

4.3 Eligible Grant Purpose
See: Opportunity Projects §4280.417(a)(1) or Enterprise Projects §4280.417(a)(2) The proposed project is USDA Rural Business Development Fund grant eligible as it is both consistent with local and areawide strategic plans and will be a critical first step in a vital business and economic development service that will result in economic development, per the Opportunity Project eligibility scope.

4.4 Area to be Served
The City of Soledad, CA will be served by the project.

4.5 Description of Project Coordination with Area Economic Development 453
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This project will be coordinated with current additional housing burden reduction efforts to increase supply of affordable housing to the region and to the Front Street area specifically, and also with specific agricultural and small business assistance programs. The City received $750,000 in CDBG funding in 2023 to provide small business assistance, which will augment the container village efforts and further the City’s commitment to small businesses. This will also be conducted alongside County Economic Development Planning efforts and the priorities of the Association of Monterey Bay Area Governments Regional Growth Forecast and Sustainable Communities Strategy.

4.6 Businesses Assisted and Economic Development to be Accomplished The exact scope of the businesses to be developed will be determined through the feasibility study development process.

Tentatively, the City anticipates conversion of 12 shipping containers to be provided as revolving storefronts to approximately 10-20 small businesses (food and retail), but the exact scope and quantified benefits, including job creation numbers, is part of what the grant funding will help determine.

4.7 Job Impact – 3 Years
The feasibility study will allow the City to take the next critical step to realizing the community vision for the container village.

Once the Study is complete, the City hopes to immediately work on financing construction of the project and secure additional grant funding. The goal is to complete the construction of the Soledad Container Village Project within three years, resulting in at least 20 construction jobs. During this time, the City will also work with El Pajaro CDC and the Monterey County Business Council to recruit and prepare businesses for openingin the new container village. Within three years, it is anticipated that at least 3 full-time positions will be created to manage operations and lease up. Full lease up should be completed within 6 months to a year of completing construction.

4.8 Applicant Experience – Key Personnel
The project will be administered by the City’s Community and Economic Development Department alongside a qualified vendor selected for plan development. Kao Nou Yang, the City’s Community and Economic Development Director, and Tencia Vargas, the City’s Economic Development Coordinator, will oversee the project.

Rationale: Project Area
The project Soledad Container Village is located within The Front Street Corridor which is located in a federally designated Justice 40 census tract, with the following demographics and census thresholds met, according to the California Governor’s Office State Geoportal, DOT Climate and Economic Justice Screening Tool, and US Census.gov as of February 22, 2023:

1. Unemployment Rate: 17th federal percentile

2. Median Houshold Income (MHI): 76th Federal percentile

3. Low Income (People in households where income is less than or equal to twice the federal poverty level, not including students enrolled in higher ed) – 95th federal percentile - Qualifies as Justice 40

4. High School Education: 57th percentile (>10 percent) - Qualifies as Justice 40

5. Linguistic Isolation: 96th percentile (federally) – Qualifies as Justice 40

6. Disaster Notices: N/A

4.10 Project Execution
The program will be overseen by the City’s Community and Economic Development Department, which will be conducting a Request for Proposal and then select a qualified consultant to complete the feasibility study.

4.11 Jobs Created/Saved
The feasibility study will determine the exact total of jobs to be created and exact businesses that will be served.

Number of jobs expected to be created ___ 30 (Full-Time) and 50 (Part-Time) ____ or saved __ 0 ______
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Jobs created are the jobs created by the “businesses assisted” and are directly related to, a result of, and attributed to the project funded by the RBDG project. Jobs created are generally located at the project site; however, jobs created may be located off site if they are employed by the business assisted and are directly related to the project. Examples may include increases in off-site sales staff due to a production expansion project. Enter the estimated number of jobs that will be created if the project is implemented. Part-time and seasonal jobs will be converted to full-time equivalents (FTE):
count 2 part-time jobs as 1 full-time job; count 3 seasonal jobs as 1 full-time job. If part-time and/or seasonal jobs add up to a fraction, round up to the next whole number.

4.12 Applicant Expertise

1. Project Director:

Kao Nou Yang, City of Soledad Community and Economic Development Director Kao Nou will oversee project implementation. Yang has 12 years of experience in economic development, planning and housing. She is a former community and economic development director for the City of Avenal, a rural city in Kings County. During her tenure in Avenal, her department collaborated with state and federal government and secured more than $10 million in grants for housing and infrastructure, facilitated housing projects including the construction of 200 new homes and multi-family units and improved economic growth.

2. Project Manager:

Tencia Vargas, Economic Development Coordinator
Tencia will oversee the day-to-day of project and grant implementation, including compliance with all reporting requirements and protocols. She will work closely with the selected feasibility study consultant to ensure compliance with the grant scope and timeline. She has over 16 years of Community and Economic Development grant management and has been with the City of Soledad as their Economic Development and Housing Program Coordinator for over 3 years.

3. Feasibility Study Consultant
The City will select a qualified consultant to develop the feasibility study via required consultant procurement processes and RFP. The consultant will be selected based on a variety of factors, including experience, knowledge of the region, and ability to deliver an actionable, foundational study.

4.13 Work Plan Narrative
The Grant activities, key milestones, and timeline will include the following:

1. RFP for Feasibility Study Contractor will be issued immediately upon USDA Grant Award (expected August 2024.) The subsequent RFP process is expected to require2- 3 months to execute a contract.

2. Once a consultant is selected, the City anticipates a 6-9-month process for the feasibility study development, inclusive of cost-benefit calculations and community outreach, to be completed by August 2025, for a total implementation timeline of 12 months upon receipt of a grant award agreement. a. Project Budget Summary
The proposed budget includes the anticipated costs for procurement of a qualified consultant to develop the feasibility study (expected $100,000 total). The City is committed to providing a 1:1 cash match of $50,000 to the proposed grant request amount. The City will also be providing additional staff-time and in-kind resources to conduct community outreach and grant administration for the project (not included in the proposed grant request amount). 455
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Insert additional rows as needed.

Activity # Task Name and Description Start Date End Date RBDG Funds Supplemental Funds
Total Project
Costs
Feasibility
Plan
Consultant
City to select a qualified
contractor via City
procurement procedures to
develop the proposed
feasibility costs.

August 1
2024
August 31,
2025
$50,000 $50,000 $100,000
TOTAL PROJECT $ 50,000 $ 50,000 $ 100,000

b. Sources of Funding
The City’s proposed $50,000 match is expected to come from the American Rescue Plan Act allocation and the General Fund. A commitment letter from Megan Hunter, City Manager, is included with the application. c. Task Budget Format
Add additional task tables as needed.

Task #1
Budget Categories
RBDG Funds Supplemental Funds Total Project Costs
Personnel 0 0 0
Fringe Benefits 0 0 0
Travel 0 0 0
Supplies 0 0 0
Contractual 50,000 50,000 100,000
Indirect Costs 0 0 0
Total $ 50,000 $ 50,000 $100,000
All project and grant costs will be accounted for with the consultant/vendor procurement to develop the feasibility plan. 456
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Appendices
Appendix A – Organizational Documents
Please attach evidence of Legal Authority and Good-standing (Examples: By-Laws, Articles of Incorporation or Organization, Letter or Certificate of Good Standing from your Secretary of State or equivalent agency.

Appendix B – Proposed Scope of Work
Please attached Proposed Scope of Work (above).

Appendix C – Documentation of Experience
Please attach documentation of experience for proposed project activities.

Staff capacity and history of similar project implementation and priorities can be found here:
https://www.cityofsoledad.com/2024/01/23/city-of-soledad-welcomes-new-community-andeconomic-development-team-members/ Appendix D – Supporting Financial Documentation
Please attach latest Three (3) years financial statements including, balance sheets, income statements and current audited report if available. - Attached
Appendix E – Supplemental / Matching Funds Verification Cost Sharing or Matching. There are no cost sharing or matching requirements associated with this grant.

Matching funds are not required for eligibility purposes, however, additional priority points may be awarded for leveraging per 7 CFR 4280.435 (a).

Documentation verifying eligible supplemental / matching funds are available and have been committed to the project must be included in your application to qualify for consideration under applicable scoring criterion. 457
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Letter Attached
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Appendix F – Letters of Support
Letters of Support should be from business(es) that will benefit from the project and they should report how many jobs will be created/saved in their letter(s). – As the project is still in the early planning phases, the exact businesses to benefit from the project will be determined through the Feasibility Plan process.

Appendix G – Supporting Documentations
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Non-Discrimination Statement
In accordance with Federal civil rights laws and U.S. Department of Agriculture (USDA) civil rights regulations and policies, the USDA, its Mission Areas, agencies, staff offices, employees, and institutions participating in or administering USDA programs are prohibited from discriminating based on race, color, national origin, religion, sex, gender identity (including gender expression), sexual orientation, disability, age, marital status, family/parental status, income derived from a public assistance program, political beliefs, or reprisal or retaliation for prior civil rights activity, in any program or activity conducted or funded by USDA (not all bases apply to all programs). Remedies and complaint filing deadlines vary by program or incident.

Program information may be made available in languages other than English. Persons with disabilities who require alternative means of communication to obtain program information (e.g., Braille, large print, audiotape, American Sign Language) should contact the responsible Mission Area, agency, staff office or the 711 Relay Service.

To file a program discrimination complaint, a complainant should complete a Form AD-3027, USDA Program Discrimination Complaint Form which can be obtained online at https://www.usda.gov/sites/defult/files/documents/ad-3027.pdf , from any USDA office, by calling (866) 632-9992, or by writing a letter addressed to USDA. The letter must contain the complainant’s name, address, telephone number, and written description of the alleged discriminatory action in sufficient detail to inform the Assistant Secretary for Civil Rights (ASCR) about the nature and date of an alleged civil rights violation. The completed AD-3027 form or letter must be submitted to USDA by:
(1) Mail: U.S. Department of Agriculture, Office of Assistant Secretary for Civil Rights 1400 Independence Avenue, SW, Washington, D.C. 20250-9410; or (2) Fax: (833) 256-1665 or (202) 690-7442; or
(3) Email: [email protected].

USDA is an equal opportunity provider, employer, and lender. 460
APPENDIX E-1:

City Council Staff Report - April 16, 2025
461
SUBJECT: Discussion and Consideration on a Phased Approach for the Soledad Container Village Project to Increase Feasibility
TO: Honorable Mayor Velasquez and City Council
FROM: Tencia C. Vargas, Economic Development Coordinator and Beatriz Trujillo, Community and Economic Development Director
MEETING DATE: April 16, 2025

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 2.

Recommendation
It is recommended that the City Council of Soledad review the staff report and provide direction on ownership and a potential phased approach to the Soledad Container Village Project in an effort to improve the feasibility and likelihood of securing grant funding or favorable loans.

Executive Summary
The City Council has actively supported the development of the Container Village Project, an innovative multi-use space made up of repurposed shipping containers designed to host restaurants, retail shops, and incubator businesses. The Council approved a contract with ELS Architecture to create a conceptual plan, provide a construction estimate, and identify potential revenue streams. The City Council also allocated $300,000 in ARPA funds for site preparation and to serve as a match for a USDA Rural Development Grant to conduct a feasibility study.

The City has contracted the Monterey County Business Council (MCBC) to assist with a feasibility study. During this process, it has become apparent that a private developer is unlikely to participate, and securing $10.2 million in funding will be extremely challenging. Recent discussions with the Small Business Administration (SBA), the Economic Development Administration (EDA), and MCBC have suggested a phased approach. This strategy would lessen the City’s initial financial burden, better align with federal funding requirements, and provide greater flexibility as market conditions change.

Adopting this approach presents a prudent pathway for revitalizing Downtown Soledad, opening new economic opportunities while managing risks and maximizing the potential for grant funding.

Background
Soledad is one of the fastest-growing communities in South Monterey County. To support this growth and expand economic opportunities, the City is implementing strategies to transform Downtown Soledad into a vibrant destination—one that attracts both tourists and locals looking for a place to visit, 462
shop, and gather. The Soledad Container Village Project has the potential to revitalize downtown by introducing dining, business incubation, and tourism opportunities. Over the past three years, City staff have been diligently working to develop a clear vision and strategic roadmap for this initiative.

Key Milestones in the Development of the Soledad Container Village Project:

September 25, 2021 – Special Economic Development Workshop The City held a workshop to discuss potential development opportunities for the vacant lots on Front Street.

May 5, 2022 – Approval ofARPAFunding
The City Council allocated $1 million in American Rescue Plan Act (ARPA) funds for economic development initiatives, including $300,000 for the Container Village Project.

August 17, 2022 – Architect Selection
ELS Architecture was selected to design the project.

October 17, 2022 – Community Workshop
A public workshop was held to gather community input on the vision and potential uses for the Container Village.

April 19, 2023 – Joint City Council and Planning Commission Workshop ELS Architecture presented three conceptual designs for the project, along with a detailed threeyear pro forma outlining financial projection.

August 7, 2024 – USDA GrantApplication
The City applied for a $50,000 USDA Rural Development grant for a feasibility study and was awarded funding on September 5, 2024.

January 31, 2025 – SBASite Visit
Representatives from the Small Business Administration (SBA) toured the proposed site and met with City staff to discuss potential funding opportunities through the Economic Development Administration (EDA).

February 26, 2025 – Meeting with SBA, EDA, and MCBC
City staff met with representatives from the Small Business Administration (SBA), Economic Development Administration (EDA), and Monterey County Business Council (MCBC) to discuss the project in detail. During the meeting, EDA recommended phasing the project to increase its feasibility for funding, as a phased approach would require fewer matching funds from the City compared to a single large-scale project.

Review & Analysis
The Soledad Container Village Project is a significant economic development initiative aimed at revitalizing Downtown Soledad by introducing new dining, retail, and entertainment opportunities. While the project holds strong potential for community and economic growth, its estimated development cost of $7 million to $10.2 million presents financial challenges, necessitating the pursuit of external funding sources.

Using ARPA funding, City staff has been preparing the site for development. The City has utilized the Cesar Chavez Restroom and Front Street Maintenance Projects to establish utility connections at the Container Village site. Additionally, Phase I and Phase II soil testing have been conducted, with results indicating that no remediation is needed. This suggests that the project is likely to be categorically exempt from the California Environmental Quality Act (CEQA). Staff has concluded that the next steps involve a more detailed analysis of the project's financial feasibility.

To undertake the feasibility study, City staff actively pursued grant funding, securing a $50,000 USDA 463
Rural Development Grant in August 2024, which will be matched by an additional $50,000 from the City. This study, currently being developed in collaboration with the Monterey County Business Council, will provide critical insights into the project’s viability, ownership structure, and funding strategy.

Determining the ownership structure is crucial, as, being a city-owned property, any sale or leasing arrangement must comply with the Surplus Lands Act (SLA). The SLA requires the City to first offer the property for housing development before entering into any negotiations with a commercial developer. This process can take 6-12 months.

Even if the City identifies a private developer, there would be limited control over lease arrangements for the property. This could result in high lease rates that attract "chain stores" instead of local small businesses that contribute to the uniqueness of Downtown. Such an outcome would not align with the Council's goals for the Container Village. Therefore, it is recommended that the City consider developing the project in partnership with an operator while retaining ownership.

After further discussions with the Small Business Administration (SBA) and the Economic Development Administration (EDA), staff has become more optimistic about the City's ability to develop the Container Village by taking a phased approach and structuring the project to align with federal funding criteria. Following a site visit by the SBA and consultations with SBA and EDA representatives, staff were advised that phasing the project into multiple stages would significantly increase grant eligibility. This phased approach would allow for incremental funding opportunities, reducing the City's upfront financial burden and increasing the likelihood of securing EDA grants, which typically require matching funds.

There are potential funding opportunities we could pursue, but it is essential to ensure that the City Council supports city ownership and a phased approach. We will continue the feasibility study to outline our options, but we need direction from the City Council on whether to detail a phased implementation approach in the study. This approach will enable the City to:

Increase funding opportunities,
Reduce the City's financial burden (minimizing the required local match for large-scale grants), and
Ensure long-term feasibility, allowing for adjustments based on market demand and funding availability.

In the interim, staff is also interested in developing a food truck pod to demonstrate the viability of a future container village with minimal capital investment. As part of this effort, staff will reach out to Downtown businesses. The feasibility study will explore this interim use, and staff will return to the Council for further direction on the food truck pod.

Financial Considerations
Providing direction to staff on the Container Village Project will not have a direct fiscal impact to the City’s General Fund. Staff may return in the future for additional funding requests to carry out the development of the Container Village Project.

Alternatives
Approve a Phased Approach with City-Defined Phases
The City Council could direct staff to develop a specific phasing structure, prioritizing certain components of the project (example: retail spaces first, followed by dining and entertainment 464
Attachment A - Presentation
elements).

Delay the project until full funding is secured
This alternative can pause development efforts until sufficient grant funding or other financial resources are secured.

Planning/CEQA
Pursuant to Section 21065 of the CEQA guidelines, a "project" is defined as a "whole action” subject to a public agency's discretionary funding or approval that has the potential to either (1) cause a direct physical change in the environment or (2) cause a reasonably foreseeable indirect physical change in the environment. The proposed consideration is only a discussion of adopting a phase approach for the Soledad Container Village project. This action will not cause a direct physical change to the environment. Any development project resulting from the allocation of these funds may be subject to subsequent CEQA review and analysis.

Public Notice Requirements
No public hearing is required.

Attachment(s):
465
APPENDIX E-2:

City Council Presentation -
April 16, 2025
466

SOLEDAD CONTAINER

VILLAGE DISCUSSION

PRESENTING A PHASED APPROUCH FOR DEVELOPMENT
Presented By:

Date:

Tencia C. Vargas
Economic Development Coordinator
April 16, 2025
Beatriz Trujillo
Community & Economic Development Director
467

PROJECT OVERVIEW
The Soledad Container Village Project is a significant
economic development initiative aimed at revitalizing
Downtown Soledad by introducing new dining, retail and
entertainment opportunities. While the project holds strong potential for community and economic growth, its estimated development cost of $7 million to $10.2 million presents financial challenges necessitating the pursuit for external funding sources.

This proposed development would be located on Front Street on a city owned property that is currently undeveloped (Apn No: 022-211-017).
468

PROGRESS & KEY MILESTONES
3 2021-2022:

Sept 25, 2021 – Economic Development Workshop
May 5, 2022 – ARPA funding allocated towards
project
Aug 17, 2022 – ELS Architecture selected
Oct 17, 2022 – Community input workshop
2023–2025:

Apr 19, 2023 – Concept designs & 3-year pro forma
presented to Council & Planning Commission
Sept 5, 2024 – Awarded $50K USDA Grant
Jan 31, 2025 – SBA site visit & tour of Soledad
Feb 26, 2025 – Meeting with SBA, EDA & MCBC
469
ECONOMIC DEVELOPMENT MILESTONES:
4 Utilizing ARPA funding, the City completed critical
infrastructure improvements, including electrical
connections, site preparation, and sewer facility
hookups.

Phase I and Phase II site assessments were
conducted to confirm the site’s exemption from
CEQA requirements.

These efforts were undertaken to ensure the site is fully prepared and suitable for future development.
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CURRENT PROGRESS & FUNDING
5 In August 2024, the City secured a $50,000 USDA Rural Development Grant to fund a feasibility study, now underway in partnership with the Monterey County Business Council. The study will assess project viability, ownership models, and funding strategies, but we need direction from the City Council on whether to detail a phased implementation approach in the study.

Federal Agency Engagement:

Following a site visit by SBA and consultation with SBA and EDA representatices, staff were advised that phasing the project into multiple stages would significally increase grant eligibility. Given the initial proposed project cost of $7 million to $10.2 million, This phased approach would allow for incremental funding opportunities, reducing the City’s upfront financial burden and increasing likelihood of securing EDA grants, which typically require matching funds.

Staff wants to ensure City Council supports city ownership and a phased approach. 471
City Ownership Approach:

Development would occur in phases, resulting in a
slower but more strategic rollout.

The City retains control over rental rates.

The City can determine the types of businesses that
occupy the container village.

Phased development allows the City to pursue
additional funding opportunities while minimizing
financial risk.

Private Development Approach:

Development could proceed more quickly due to
access to private capital.

The City would lose control over business selection
within the container village.

Rental rates would be set by the private developer,
limiting the City’s influence over affordability.

OWNERSHIP MODELS
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The Phase Approach will enable the City to:

Increase funding opportunities
Reduce the City’s financial burden
Ensure long-term feasibility
Allow for adjustments based on market demand & funding
availability
Interim Plan to be included in Feasibility Study:

Development of food truck pod to demonstrate the viability of a future container village (with minimal capital investment) Staff will reach out to Downtown business and the feasibility study will explore this interim use, and staff will return to Council for further direction on the food truck pod.

PHASE APPROACH & INTERIM PLAN
473
THANK YOU.

QUESTIONS & COMMENTS
474