Watsonville City Council
April 28, 2026

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-9 APPENDIX A. Resumes
Bob Riggins | RESUME PG 2
projects at various locations along State Route
1 between Willow Creek Bridge, PM 11.67 and
Garrapata Creek Bridge PM 62.97in Monterey County.

The projects involved removal and replacement
of unsound bridge deck concrete, placement of
methacrylate deck treatment, polyester concrete
overlay, replacement of Type B joint seals, removal
of existing bearings and replace with Elastomeric
bearing pads, blast and painting of girders, and posttension impregnation (PTI) of post-tension strands.

The work involved concrete removal, placement
of structural steel, bridge superstructure jacking,
temporary supports and scaffolding, spot blast
cleaning, and Cleaning of post tensioning ducts,
hangers and hanger assemblies. Responsibilities
included daily inspection, material verification,
assisting with RFI and submittal review, coordination,
and tracking quantities and extra work.
» Salinas River Bridge Widening (EA 05-0F7003),
Caltrans District 5, CA. Assistant Structure
Representative. This $17M Caltrans project widened
the existing Salinas River Bridge and State Route 68
in Monterey County. The widening was performed
in multiple stages and required strict adherence to
environmental permit requirements. The project
widened a multi-span bridge on both sides of the
existing bridge and included cast-in-steel-shell (CISS) piling, pier wall bents, post-tensioned box girder
bridge and associated falsework and shoring; roadway
excavation; drainage structures; HMA paving;
barrier rail and Midwest Guardrail System (MGS);
traffic control; and landscaping. Responsibilities
included coordinating with the contractor; daily
review, and problem solving on the project; tracking
all associated contract documents including
submittals, change orders, extra work reports,
material certifications, payment application, item
quantities, grade checking; and performing review of
contractor daily performance and conformance to the
contract documents.
» Prunedale Improvement Project, Caltrans District
5, CA. Assistant Structures Representative. The $75M
Prunedale Improvement Project spanned four areas
along an eight-mile stretch of US 101 in the County of
Monterey, north of Salinas, CA. This project involved
realigning over 10 miles of State highway in multiple
stages as well as improving and reconstructing the
adjacent frontage roads; eight new structures, one
existing structure widening, six concrete and/or
soldier pile retaining walls and sound walls, and five
reinforced box culverts. Additional elements included
over one million cubic yards of earthwork, miles of
HMA and Portland cement concrete (PCC) paving,
numerous drainage systems, traffic control, and traffic signals. Bob was the lead inspector responsible
for the inspection of all bridges, retaining walls,
and other project structure items. Duties included
coordinating with the contractor, daily review, and
problem solving on the project; tracking all associated contract documents including submittals, change
orders, extra work reports, material certifications,
payment application, item quantities, falsework, and
grade checking; and performing review of contractor
daily performance and conformance to the contract
specifications.
» State Route 1 Climbing Lane, County of Monterey,
CA. Construction Inspector. This $5M Caltrans
Oversight project widened the existing State Route
1 on the incline between Rio Road and Carmel
Valley Road, reconstructed a bike path, and added
an auxiliary northbound lane for the purpose of
relieving the frequent congestion caused by larger
commercial and recreational vehicles that require
a longer distance to achieve highway speed. The
project included earthwork; HMA paving; curb,
gutter, and sidewalk; ADA ramps; guard rail system;
drainage improvements; traffic signals; staging and
traffic control. Bob worked with the contractor closely to document the numerous changes to the contract
requested by both the County as well as Caltrans.

Responsibilities included inspection and coordination,
submittal review, RFI support, pay quantities, extra
work, SWPPP monitoring, and traffic control.

EXHIBIT "A"
pg. 27 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-10 APPENDIX A. Resumes

RELEVANT PROJECTS
» Soquel Drive Buffered Bike Lanes
Project, County of Santa Cruz, CA.

Senior Construction Inspector. This
$22M project involves multi-modal
transportation improvements,
including pedestrian, bicyclist,
vehicle, bus transit, and roadway
improvements, along the Soquel
Avenue/Drive corridor from the
State Park Drive intersection to
the La Fonda Ave intersection,
approximately 5.6 miles in one
direction. Project improvements
include resurfacing the roadway
(rubberized cape seal) for 5.6
miles with striping improvements,
including green bike lanes and
green bike boxes, 2.7 miles of
Class II Buffered bike lanes, and

2.4 miles of Class IV separated
bikeways. The project also
includes traffic signal upgrades
by furnishing and installation of
adaptive signal systems to 15
signalized intersections, new fiber
optic improvements for traffic
signals coordination, installation
of 5.6 miles of Fiber Optic
Communications cable to SSC
Building, and installation of Transit
Signal Priority (TSP) systems to 21
signalized intersections for Santa
Cruz METRO bus transit. Pedestrian
improvements include construction
of approximately 2,500 feet of
new sidewalk areas, installation of
Accessible Pedestrian Signals (APS)
at 21 signalized intersections and
11 mid-block pedestrian crossings,
enhancements to four mid-block
Rectangular Rapid Flashing Beacon
(RRFB) pedestrian crossings,
construction of seven new midblock RRFB pedestrian crossings, and upgrades to approximately 96
ADA ramps to current standards.

Other components consist of
adjustments and relocations to City
of Santa Cruz Water Department
and Soquel Creek Water District
facilities including meter boxes
and water valves, relocation of fire
hydrants and air release valves
(ARV), installation of a new 12-
inch water main, and removal of
cast iron pipe.
» Santa Cruz County Regional
Transportation Commission
(SCCRTC), CA. Senior Construction
Inspector. Martin’s projects
have also included:
- Emergency Embankment
Washout repair
Mr. Castillo has over 32 years of experience in construction and railroad construction management, field engineering, design, and maintenance of electrical, communications, fiber optic, wayside signal, and Positive Train Control (PTC) systems, at grade crossings, grade separation, underpasses, overpasses, road, rail track, and culvert construction. For 14 years, Martin served Wabtec/ Xorail as a Lead Field Engineer which included construction management, design, inspection, survey, and construction of railroad crossings and stations, roads and parking lots, railroad stations and platforms, signal systems, wayside communication, PTC, electrical, communications, and fiber optic networks.

He was also responsible for supervising and training junior staff members. His experience includes:

Martin Castillo
Electrical Inspector
MNS Engineers, Inc.
32 years of experience
3 years with MNS
Areas of Expertise
» Electric,
communications, and
signal systems
» Construction
management and
inspection
» Caltrans standards
Licenses/Certifications
» Caltrans Temporary
Pedestrian Access
Routes
» Electric Systems
» OSHA 10-Hour
Course
» AREMA, CPUC, FRA,
and NEC Standards
» Roadway Worker
Protection
EXHIBIT "A"
pg. 28 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-11 APPENDIX A. Resumes
Martin Castillo | RESUME PG 2
- RTC Railroad Track re-build PM 8.49
- Green Valley Rd. PM 1.85 Culvert/Road construction
- Culvert Rehabilitation
- Pajaro River Bridge Rehabilitation
- Trout Gulch Road/Paulsen Road
- Rider Road/Redwood Road
» San Bruno Grade Separation Project, JPB, San
Bruno, CA. Construction Management/Inspector. A
$147 million project to improve safety by eliminating
conflicts between trains and vehicular/pedestrian
traffic at crossings between Interstate 380 and San
Felipe Avenue in San Bruno. Project included grade
separation by building a Shoofly to elevate the
railroad track and building of underpasses for Angus
Avenue, San Mateo Avenue, San Bruno Avenue,
installation of Pedestrian Underpasses at Sylvan
Avenue, Euclid Avenue and at the new Caltrain
Station at San Bruno Avenue. Responsibilities included
construction management and inspection of Railroad
Track, adjacent Railroad and Pedestrian Crossings,
underpasses, Railroad Stations, signal, electrical,
communication and fiber optic systems, project
documentation such as plan review, daily reports,
pay applications, As-Builts, submittals, RFIs, RFPs,
and ensuring contractors follow design plans and all
applicable FRA, CPUC, DOT, and NEC regulations.
» 2022 Pavement Preservation Program, County
of Sonoma, CA. Senior Construction Inspector. This
project improves and rehabilitates over 21 miles
of roadway with asphalt concrete overlays (some
sections included full-depth reclamation treatments),
chip and slurry seals along with associated flagging,
traffic signal modification with Multi Sensor Video
Detection System (MSVDS) with video imaging and
radar technologies, metal beam guard rail (MBGR),
ditch maintenance, culvert replacement, traffic
control, pavement repair of structural sections,
cold planning, shoulder backing, and delineation
of the new pavement surface. MNS provided a full
construction management team to deliver the project
in accordance with the LAPM and County materials
lab requirements.
» Aptos Area Adaptive Traffic Control System,
County of Santa Cruz, CA. Senior Construction
Inspector. This project involves the involves furnishing and installing InSync Adaptive Traffic Signal Systems,
manufactured by Rhythm Engineering, at five traffic
signal intersections in the Aptos Area of the County of Santa Cruz, including furnishing and installing InSync
systems with necessary cables, conductors, ethernet
devices, modem, cameras, mounting hardware, and
fabric innerduct at each of the five traffic signals. All devices for the InSync Adaptive System, including
cabling, conductors, ethernet devices, modem,
cameras, mounting hardware, and fabric innerduct
will be installed within existing traffic signal cabinets, conduit runs, and onto existing signal mast arms at
each traffic signal, including furnishing and installing 3-inch conduit and replacing pullboxes in kind. The
system is being installed at the Soquel Drive, State
Park Drive, and Sunset Way intersection; Soquel Drive,
Rancho Del Mar, and Aptos Rancho Road intersection;
Soquel Drive and Spreckels Drive intersection; Soquel
Drive and Aptos Creek Road intersection; and the
Soquel Drive and Trout Gulch Road intersection.
» Debris Removal and Erosion Control (TP2123-
2023), Santa Cruz County Regional Transportation
Commission (SCCRTC), CA. Senior Construction
Inspector. As part MNS’ Construction Management
On-Call Services with SCCRTC, this $137K project
consisted of removal of both sediment and vegetative
debris from the railroad roadbed, in ditches, and the
culvert to reestablish the grades and existing drainage patterns within the Santa Cruz Branch Rail Line R/W.

In some areas, loose and/or unstable debris needed
to be removed from slip out scarps prior to installing
erosion control. Rock Slope Protection (RSP) was
also installed in several locations, and 160-feet of
washed-out railroad track was re-built. At culverts, a
grade drainage ditch was installed to match inlets and
outlets of existing culverts. After completion of the
clearing, MNS conducted an inspection of the culvert
condition and reported findings in a post-cleaning
report that documented the condition of the culvert.

EXHIBIT "A"
pg. 29 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-12 APPENDIX A. Resumes

RELEVANT PROJECTS
» Road Improvement Project in
Panoche Hills, Fresno County,
CA. Environmental Compliance
Manager. Prior to and during
construction, Joshua was
responsible for coordinating
biological reconnaissance and
special-status species surveys.

Species observed and documented
included giant kangaroo rats, bluntnosed leopard lizards, Mohave ground squirrels, and local plants.
» Heritage Park Pedestrian Bridge
Repair, City of Rancho Cucamonga,
CA. Environmental Compliance
Manager. Joshua was responsible
for wetland delineations,
biological habitat assessments,
and coordination with USACE and
CDFW for project repairing two
pedestrian bridges.
» Arterial Pavement Repair Project,
City of Goleta, CA. Environmental
Compliance Manager. Joshua
was responsible for arborist
survey coordination, nesting bird
surveys and monitoring, and
overall environmental permit
compliance for several miles of
residential street repair.
» Newell Creek Pipeline Felton/
Graham Hill Project, City of
Santa Cruz, CA. Environmental
Coordinator. This $21M
project includes installation of
approximately 23,400 linear
feet of 24-inch ductile iron pipe
(DIP), a 100-foot crossing over a
river, 90-foot trenchless railroad
crossing, existing pipeline and
facility abandonment, cathodic
protection system, and pavement
improvements in environmentally
sensitive habitats and high traffic
areas. Joshua serves as lead
compliance manager and ensures
all monitoring and surveys comply
with permit requirements.
» Los Alamos-Lincoln Residential
Development, Esoteric
Homes, Riverside County, CA.

Environmental Compliance
Manager. Joshua was responsible
for coordinating protocol surveys
for special-status species, wetland
delineation, and wetland and
special-status species permitting
for this residential development
project in Riverside County.

Dr. Reece is an accomplished natural resource professional with over 21 years of experience in biology and project management. Joshua has published over 20 peer-reviewed scientific papers and is well-versed in studying the needs and habitats of special-status species. His experience includes various investigations, surveys, vulnerability assessments, excavations, and analyses related to species such as Yosemite toads, California tiger salamanders, San Joaquin kit foxes, and special-status plants. Additionally, Joshua is knowledgeable on local, state, and federal environmental regulations and specializes in preparing CEQA and NEPA documents, coordinating wetland delineations, and ensuring environmental compliance. To maintain consistent survey and mitigation standards, he effectively collaborates with local and national wildlife agencies.

Joshua Reece, PhD
Environmental Compliance
MNS Engineers, Inc.
21 years of experience
1 years with MNS
Areas of Expertise
» Special-status
species
» California
Environmental
Quality Act
(CEQA)/National
Environmental Policy
Act (NEPA)
» Wetland delineation
» Permitting
compliance
» Environmental
regulations and
compliance
» Wildlife agency
coordination
Education
» PhD, Ecology
and Evolutionary
Biology, Washington
University in Saint
Louis, MO
» MS, Biology
University of Central
Florida, Orlando, FL
» BS, Biology,
University of Central
Florida, Orlando, FL
EXHIBIT "A"
pg. 30 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-13 APPENDIX A. Resumes
» Various Solar Projects, Fresno, Kings, Kerns,
Sacramento, and San Bernardino Counties, CA.

Environmental Compliance Manager. Joshua was
responsible for leading, coordinating and advising on
permitting, entitlement, and mitigation pathways and
strategies; coordinating and consulting with wildlife
agencies; managing the development and execution
of environmental, biological reconnaissance, and
special-status species surveys; and maintaining
environmental compliance through the construction
phases of various solar projects with up to 15,000
acres of solar installation.
» Gavilan College and Fairview Corners, San Benito
County, CA. Environmental Compliance Manager.

Joshua was responsible for the coordination of
environmental permitting and ensuring compliance
during construction phases for two key developments:
the Gavilan College San Benito campus and Fairview
Corner suburban residential area.
» Routine Maintenance Activities, Fresno Metropolitan
Flood Control District, CA. Environmental Compliance
Manager. Joshua was responsible for conducting
surveys and writing reports in compliance with Lake
and Streambed Alteration Agreements.
» Commercial and Residential Development Projects,
Central Valley, CA. Environmental Compliance
Manager. Joshua conducted biological surveys
for various large- and small-scale projects in the
Central Valley. For these projects, he wrote reports in compliance with CEQA/NEPA requirements.
» Driftwood Solar Project in Kern County, CA.

Environmental Compliance Manager. Joshua was
responsible for budget tracking, execution of
environmental permitting and survey work, and
coordination with wildlife agencies for a 5,000 acre
solar installation.

Joshua Reece, PhD | RESUME PG 2
EXHIBIT "A"
pg. 31 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-14 APPENDIX A. Resumes

RELEVANT PROJECTS
Mr. Kittleson has 36 years of experience providing natural resource management and biological consulting services to public agencies and land managers in California. He specializes in coordinating state and federal resource agency consultations for protected species, with a focus on owner representation and project implementation. His work includes wildlife inventories, bird surveys, environmental permitting, habitat restoration, flood control, and fish passage projects. Gary has maintained long-term contracts with agencies including the County of Santa Cruz, City of Santa Cruz, City of Watsonville, Santa Cruz County Regional Transportation Commission, Watsonville Wetlands Watch, and the Pajaro Valley Water Management Agency (PVWMA).

Gary Kittleson
Environmental Compliance/Biologist
MNS Engineers, Inc.
36 years of experience
<1 year with MNS
Areas of Expertise
» Natural resource
management
» Biological consulting
» Bird surveys
» Environmental
permitting
» Habitat resoration
» Wildlife inventories
Education
» MS, Natural Resource
Management and
Administration,
Antioch/New
England Graduate
School
» BA, Anthropology
with Environmental
Studies, Boston
University, MA
» Authorized Project Biologist – USACE Pajaro River Flood Control Project Storm Damage Repair Project
» Pajaro River Flood Control Project - Special Status Species Inventory (CRLF, WPT, Raptors), ADEIR Supplement
» College Lake Waterfowl Study, Client: Pajaro Valley Water Management Agency
» Western Pond Turtle Trapping and Radio-telemetry Study – Pajaro River Flood Control Project, County of Santa Cruz/Zone 7 Flood Control District » Project Biologist – Corralitos Creek Fisheries Enhancement Project, City of Watsonville DPW
» Authorized Project Biologist – USACE San Lorenzo River Flood Control and Environmental Restoration Project, City of Santa Cruz Department of Public Works
» California Red-legged Frog Surveys and Monitoring - Butano Creek Floodplain Restoration Project, San Mateo County Resource Conservation District » California Red-legged Frog Surveys and Monitoring - Upper Pilarcitos Creek Road Damage Repair Project, San Mateo County Resource Conservation District
» Pescadero Creek Smolt Outmigrant Trapping Study
» As-needed Fish and Wildlife Biological Services, County of Santa Cruz Department of Public Works
» Western Pond Turtle Surveys – Neary Lagoon Wildlife Area, City of Santa Cruz Department of Public Works
» Watsonville Slough Farms Management Plan, Resource Conservation District of Santa Cruz County and Land Trust of Santa Cruz County
» Watsonville Slough Farms and Bryant-Habert Property CA Red-legged Frog Assessment, Land Trust of Santa Cruz County
EXHIBIT "A"
pg. 32 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-15 APPENDIX A. Resumes

RELEVANT PROJECTS
» County of Monterey. Sean is the current hazardous materials consultant, oncall for all county owned properties. » The Pebble Beach Company. Consultant for facility maintenance and improvement projects for all Pebble Beach Resorts.
» University of California at Santa Cruz. Environmental consultant for a major redevelopment of the student-family housing.
» The Monterey Bay Aquarium. Sean provides hazardous materials consulting for improvement projects and property acquisitions.
» MidPen Housing Corporation. One of the largest affordable housing developers and management firms in the United States. Sean’s team consults on MidPen projects from the Monterey to San Francisco region. » Monterey Peninsula Unified School District. S Tech provides hazardous materials consulting across all schools in the district. Currently assisting with bond modernization projects.
» Monterey Salinas Transit (MST)
» Shea Homes. Environmental consultant for Shea projects involving the demolition of over 200 Former Fort Ord military buildings to allow for redevelopment. The project involves one of the largest demolitions of wood structures in the United States.
» Soquel Creek Water District (SCWD). Hazardous materials consulting. » Silcon Constructors. Environmental consultant for major redevelopment project in Sand City, CA.
» Orosco Group. Hazardous materials consulting for major developer’s property acquisitions.
» Stevenson School. Private School in Pebble Beach.
» Firestone Business Park. Largest commercial warehouse property in Monterey County.

Mr. Tillema has been involved in the environmental consulting field since 1994. His experience began with internships while still completing his BS in Environmental Science at the University of California, Riverside. His education continued through various training courses and certification exams in specific environmental and safety fields. Sean formed S Tech Consulting LLC in 2000.

The primary focus for S Tech has been asbestos consulting, lead-based paint consulting, and various industrial hygiene and project management services. His experience includes:

Sean Tillema
Asbestos Sampling
MNS Engineers, Inc.
32 years of experience
26 years with S Tech
Areas of Expertise
» Environmental
consulting
» Asbestos testing/
sampling
» Hazardous materials
» Lead-based paint
consulting
Licenses/Certifications
» California Registered
Environmental
Assessor (REA-1),
No. 30054
» California
Department of
Occupational Safety
and Heath (DOSH)
Certified Asbestos
Consultant No.
07-4257
» California
Department of
Public Health
Certified LeadRelated Construction
Inspector/Assessor,
Project Monitor, and
Project Supervisor
No. 2901-2902
Education
» BS, Environmental
Science, University of
California, Riverside
EXHIBIT "A"
pg. 33 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-16 APPENDIX A. Resumes

RELEVANT PROJECTS
» Bollinger Canyon Ironhorse Trail
Bridge, Contra Costa Transportation
Authority, San Ramon, CA. Structural
Material Representative. The
project entailed the construction of
a bridge and associated roadway
improvements, incorporating an
extensive fracture-critical steel cable
pedestrian bridge with precast MSE
wall panels serving as abutments.

Farzad served as the SMR on this
project, providing source inspection
and quality management support
to the CM/owner team. His
responsibilities included developing
and implementing the project
SIQMP, reviewing quality control
plans for precast fabricators and
welding operations, and conducting
verification inspections of both
FCM steel bridge components
and precast MSE wall panels. His
scope extended to fabrication
surveillance, material testing
verification, review of shop drawings
and certifications, and coordination
of nonconformance resolution.

Additionally, he managed and
coordinated source fabrication
activities for the FCM steel bridge
and other structural materials,
ensuring all work met project
specifications and requirements.
» Metro Interstate 5 North
Capacity Enhancement Project
(NCEP), North County, CA. Quality
Manager Oversight Farzad oversees
quality management processes
for the Metro I-5 North Capacity
Enhancement Project, ensuring
all work meets Metro QMO
requirements. He reviews contractor
quality plans, conducts site
inspections, and provides guidance
on welding and material testing
compliance to support successful
project delivery.
» State Route 71/91 Interchange
Improvement, Riverside County
Transportation Commission
(RCTC), Riverside, CA. Structural
Material Representative. RCTC,
in partnership with Caltrans,
completed the realignment and
Mr. Tasbihgoo has approximately 22 years of work experience in design, structure construction, and QC/QA on public transportation projects. Farzad is a registered Professional Civil Engineer with the State of California, a Certified Weld Inspector (CWI), and Certified Quality Auditor (CQA) with the American Society for Quality. He has a strong engineering design background with extensive experience in verification inspection, surveillance audits, and quality assurance services. He has assisted numerous local agencies in the design and construction of their public projects. He has developed and implemented QMP, SIQMP, and construction QA/QC specifications on numerous projects.

Farzad has a well-earned reputation for his knowledge of Caltrans Standard Specifications and Greenbook specifications within Caltrans METS, District, and Structure Construction. He has extensive working knowledge of welding codes, weld inspection, and steel fabrication with railroad code. He assisted Caltrans steel committee in implementing Electroslag Welding requirements in one of the first Caltrans projects utilizing ESW in District 8.

Farzad Tasbihgoo, PhD, PE, CQA, CWI, ACI I, PCI III
Source Inspection
ZT Consulting Group
23 years of experience
12 years with ZTC
Areas of Expertise
» Source inspection
» Steel fabrication
» Pre-cast concrete
fabrication
» Quality assurance
» Material
specifications review
» Fabricator audits
Licenses/Certifications
» CWI (FCM), No.
11081291
» ACI I, No. 1226819
» ASQ CQA, No. 67819
» PCI Level III, No.
14342
» UPRR Safety Training,
Safety Assessment
Program, DSW
Evaluator, CA No.
64449
Education
» PhD, Civil Engineering,
University of Southern
California
» MS, Structural
Engineering,
University of Southern
California
» BS, Civil Engineering,
Iran University
of Science and
Technology, Iran
EXHIBIT "A"
pg. 34 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-17 APPENDIX A. Resumes
Farzad Tasbihgoo, PhD, PE, CQA, CWI, ACI I, PCI III | RESUME PG 2 widening of the existing connector from South Bound
SR 71 to East Bound State Route 91 in September
2025. The project involved replacing the existing
single lane loop connector with the construction of
a new overcrossing structure from East Bound State
Route 91 to North Bound State Route 71, realigning
the East Bound State Route 91 entrance ramp from
Green River Road—including constructing a new
Green River entrance ramp overhead structure—and
constructing a new East Bound auxiliary lane from
Green River Road to east of the State Route 71/91
Interchange. As the Structural Material Representative, Farzad prepared the SIQMP for Caltrans Oversight
SMR, implemented the SIQMP, reviewed shop
drawings for multiple materials, and coordinated
and managed source fabrication, structural material,
and electrical verification and testing. Key element
in this project was 120-inch Class N Steel Pipe Piles.

Farzad was involved in all stages of fabrication to field splices from reviewing shop drawings, welding quality
control plans, pre-weld meeting, welding issues, NDT
challenges, and all aspects for welding and fabrication in shop and field.
» McKinley Street Grade Separation, City of Corona,
CA. Structural Material Representative. The McKinley
Street Grade Separation is located in the City of
Corona at the intersection of McKinley Street and
the Burlington Northern Santa Fe (BNSF) Railway,
south of State Route 91 and east of Interstate 15.

This intersection was grade separated by elevating
McKinley Street over the BNSF Railway, Sampson
Avenue, and the Arlington Channel. Farzad prepared
the SIQMP for Caltrans Oversight SMR, implemented
the SIQMP, reviewed shop drawings for multiple
materials, and coordinated and managed source
fabrication, structural material, and electrical
verification and testing. A key element of this project was the Fracture Critical Arch Steel Bridge. Farzad was involved in all stages of welding and NDT fabrication
for the bridge. There were numerous welding and
NDT challenges during fabrication, and Farzad
worked closely with the construction and design
teams to resolve these issues in a timely manner and
avoid project delays.
» State Route 60 and Central Interchange, San
Bernardino County Transportation Authority, Ontario,
CA. Structural Material Representative. The State
Route 60 Central Avenue Interchange project widened
Central Avenue to accommodate three through-lanes
with provisions for a future lane, two left-turn lanes, standard shoulders, bike path, and sidewalk in both
the northbound and southbound directions. The
existing eastbound and westbound entrance ramps
was also widened to accommodate two general
purpose lanes and one high occupancy vehicle
(HOV) preferential lane. As the Structural Material
Representative, Farzad was responsible for preparing
the SIQMP for Caltrans Oversight SMR, implementing
the SIQMP, and coordinating and managing source
fabrication, and structural material and electrical
verification and testing.
» Monte Vista Grade Separation, San Bernardino
County Transportation Authority, Montclair, CA.

Structural Material Representative. The project
construction consisted of replacing the at-grade
Monte Vista Avenue and UPRR railroad tracks with
an overpass in the City of Montclair, CA. Farzad
was project SMR who managed QA inspection for
about 54,000 SF of MSE precast panels (about 2,200
precast panels) and 27 precast prestressed posttension bulb tee I girders. He reviewed fabrication submittals, such as PCQCPs, Shop Drawings, and
Concrete Mix Designs. He held prefabrication
meetings and coordinated inspection of precast items.

He worked closely with the QA Inspector to address
all of the issues and challenges that arose during
the fabrication.
» Cabrillo Bridge Replacement, City of Santa Barbara,
CA. Structural Material Representative. This project
will include the replacement of the Cabrillo Bridge
with a precast voided slab bridge. Farzad is the
project SMR and supporting MNS Engineers. Farzad
has performed facility audit and QA precast concrete
inspection of voided slabs, PCQCP review, PCQCP
meeting, and provided PCI Level II inspector for
precast prestressed voided slabs source inspection.

EXHIBIT "A"
pg. 35 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-18 APPENDIX A. Resumes

RELEVANT PROJECTS
» Stormwater Compliance
Manager, Various Cities, CA. Lead
Engineer. Kent uses his expertise
as a QSD/QSP to assist multiple
agencies in complying with the
stormwater regulations applicable
to them such as the MS4 permit or
the CGP permit as applicable for
specific projects. Kent works with
his team to provide inspections,
plan review, outfall tracking, water
sampling, reporting on SMARTS
and private development and
compliance consultation. Kent is
also reviewing stormwater reports
during construction as well as
SWPPP creation and review for
projects. He assists with the post
construction requirements and
provides feedback for consistency
throughout a municipalities
process to protect the city and the
environment. Kent has performed
these services for agencies such as:

City of San Juan Bautista; City of
Soledad; City of Solvang; County
of Santa Cruz; and County of Marin.
» Pedestrian Safety Improvements,
City of Buellton, CA. Deputy City
Engineer. Kent led a coordinated
effort to apply and be awarded an
ATP Cycle 3 Grant utilizing concept
plans created by MNS to improve
the safety needed of crossing State
Route 246. The project involved
many traffic calming devices
and coordination efforts with
Caltrans to create a Safe Routes
to School crossing. Once funds
were allocated, Kent implemented
multiple phases of safety
improvements along the residential
corridor split by State Route 246.

Kent was a Lead Designer creating
plans, specifications and estimates
as well as attaining a Caltrans
encroachment permit and working
through construction as the
Project Manager. Kent performed
all reported necessary for grant
funding as well as before and
after studies as required through
Caltrans Local Assistance. Kent was
also responsible for stormwater
management and developing the
stormwater plan for the project.
» Pedestrian Path of Travel
Improvements, City of Arroyo
Grande, CA. Project Engineer.

This project consisted of sidewalk,
driveway, handicap ramps, asphalt
concrete (AC) roadway, and curb
and gutter improvements in various
areas of the City of Arroyo Grande.

The bulk of the project is to be
used for the Safe Routes to School
(SRTS) program. The project covers
Mr. Yankee is a proficient design engineer with a high level of skill in creating site and grading plans, construction plan sets, project specifications and estimates. Kent’s skills in AutoCAD and background in structural calculations offer a great combination of services. He is also competent in all aspects of field work including construction observation, and with his background in materials testing, has a keen eye on projects as they progress. Kent has excelled at roles in project management by handling the contract documentation and project implementation of a wide variety of complex projects and meeting time sensitive project deadlines. His experience includes:

Kent Yankee, PE, QSD
SWPPP
MNS Engineers, Inc.
24 years of experience
24 years with MNS
Areas of Expertise
» SWPPP
» Grading and
drainage
» Hydrology and
hydraulic
» Street improvement
projects
» Infrastructure design
Licenses/Certifications
» Professional Civil
Engineer, CA No.
74570
» Qualified SWPPP
Developer, CA No.
74570
» Nuclear Gauge Safety
» Residential/
Commercial
AdvanTex Design for
Septic Systems
Education
» BS, Architectural
Engineering,
California Polytechnic
State University, San
Luis Obispo, CA
EXHIBIT "A"
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City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-19 APPENDIX A. Resumes
areas of difficulty meeting ADA standards due to
existing private residence conditions. Kent designed
construction plans, including grading and drainage
modifications for the roadway construction as well as
stormwater plans and specifications.
» Green Valley Road Improvements Project, City
of Watsonville, CA. Project Engineer. Kent was the
project engineer overseeing the creation of plans,
specifications and estimates to meet strict city
requirements. Kent was able to work closely with city
staff to provide a product addressing all concerns
expressed by the city and providing for a complete,
clear, and constructable project package. The grind
and overlay project had multiple issues to work with
including bus stop locations, ADA conformance,
right-of-way constraints, drainage concerns as well as
concurrent utility maintenance project schedules. The
package is currently in review with the city.
» Honda Ridge Culverts Repair, Vandenberg
Space Force Base, CA. Lead Engineer. MNS was
the Designer of Record for the work necessary to
rehabilitate two existing 13-foot diameter culverts
under mission critical Coast Road. The project
included working with the design-build prime
contractor to provide a pipelining that would protect
the longevity of the culverts structure and in turn
protect the life of the roadway needed to perform
necessary functions. The project environmental
requirements were extreme with an active creek
needing diversion and many biological and cultural
concerns being present at the site and on the
access road to the site. Kent was able to prepare
and implement the necessary SWPPP as well as
provide the necessary water quality testing; and
assisted Vandenberg environmental and stormwater
management staff with completing the necessary
reports for permits with the State Water Board and
the United States Army Corps of Engineers (USACE).

The design required aggregate road construction
to provide access to the beach leading to the
culvert location, and took into consideration vehicle
and material transport needs, as well as shoreline
protection needed due to the tides experienced at
the site. MNS also worked with restrictions placed
on the project due to access to the culverts passing
under a UPRR trestle bridge and coordinated multiple
disciplines for successful completion of the work as
well as assisted in the mitigation requirements set.
» Bikeway and Trails Master Plan, City of Buellton,
CA. Project Engineer. Kent took an active role
in researching the many options for the city to
incorporate a pedestrian and bicycle friendly
environment. Kent gathered the information to
present the best alternatives to the City Engineer. The information was gathered from other cities current
plans as well as bicycle advocacy companies. Kent
compiled the information to be presented for future
implementation.
» Hill Ranch Access Road, County of Santa Barbara,
Santa Maria, CA. Project Engineer. The project
consisted of creating an access roadway from a county
road into a private ranch property. Kent designed the
grading and drainage plan under strict requirements
from the County Roads Department. Kent performed
hydrology calculations, designed and sized earth
swales and concrete Arizona crossings maintaining
all County Fire Department requirements. Kent also
implemented Best Management Practices (BMPs) for
erosion and sediment control during construction and
post construction.

Kent Yankee, PE, QSD | RESUME PG 2
EXHIBIT "A"
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City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-20 APPENDIX A. Resumes

RELEVANT PROJECTS
» US 101/Holly Street Interchange
and Pedestrian Overcrossing
(POC) Project, City of San
Carlos, CA. Grant Manager. This
$25.8M project modifies the
existing interchange on US 101
at the Holly Street overcrossing
(OC) and adds a pedestrian
overcrossing (POC) over US 101.

The interchange modification
will remove the northeast and
southwest loop ramps from the
existing full cloverleaf (Type L-10)
interchange and create a partial
cloverleaf (Type L-9) interchange
to US 101. Diagonal on- and offramps will be modified to create more bicycle- and pedestrianfriendly crossings. Holly Street will be widened to provide a third
through lane for limited sections
at on-ramp approaches. The
existing deck drains, electroliers,
concrete median, and concrete
barriers will be modified on the
existing Holly Street OC. The POC
will provide a new 12-foot-wide
multi-use path approximately 430
feet south of the Holly Street OC.

As an alternate route for nonmotorists, the POC will provide cross-freeway access without the
need to traverse ramp termini and
entrances. Other key features of
the project include ramp widening,
ramp metering improvements,
drainage improvements, stormwater retention basins, retaining walls, bicycle roundabouts at either
end of the multi-use pathway,
signing and striping improvements
in Redwood City on the east side
of US 101, signal improvements
at the Industrial Road/Holly Street
intersection, and fiber optic
modifications along Industrial Road
on the west side of US 101. The
city was awarded $10.2M.
» Active Transportation Program
(ATP) Weber Avenue Pedestrian
and Bicycle Connectivity/Cycle
6, City of Stockton, CA. Project
Manager. MNS developed the
entire project scope for a Class IV
bicycle facility through downtown
Stockton with preliminary
engineering and engineer’s
estimate. The project is intended
to have a transformative effect on
the downtown area by creating
a complete street approach to
the roadway with a road diet and
streetscape elements. The city was
awarded a grant amount of $9.4M.

Mr. Jaquez specializes in public works staff augmentation, infrastructure project management, and grant writing. Greg’s additional experience includes transportation planning, bikeway and pedestrian facility planning and project management, public infrastructure coordination with railroads, traffic engineering and community traffic calming, stormwater management planning, water resources policy, legislative management, grants management, and federal advocacy. He is also the founder of the Los Angeles County Flood Control District’s first ever study on climate change effects in partnership with the Bureau of Reclamation, the Los Angeles Basin Stormwater Conservation Study. His experience includes:

Greg Jaquez, PE
Grant Support
MNS Engineers, Inc.
39 years of experience
10 years with MNS
Areas of Expertise
» Transportation
projects
» Project management
» Grants management
» Federal advocacy
Licenses/Certifications
» Professional Civil
Engineer, CA No.
68182
Education
» BS, Civil Engineering,
University of
California,
Berkeley, CA
EXHIBIT "A"
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City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-21 APPENDIX A. Resumes
Greg Jaquez, PE | RESUME PG 2
» HSIP Cycle 10 Grant Application, Madison Street
Intersections Pedestrian Safety Improvements,
Stockton, CA. Project Manager. MNS in an on-call
grant writing services provider to Stockton. Greg
prepared a HSIP Cycle 10 grant application including
preliminary engineering, scoping, and cost estimation.

The city was awarded a grant of $645K.
» ATP Cycle 3, City of Buellton, CA. Grant Writer.

As part of a grant writing team, Greg prepared
an application which secured funding for a school
pedestrian safety improvement project. MNS also
provided preliminary engineering and design services.
» HSIP Cycle 7, City of Pittsburg, CA. Grant Writer.

As part of a grant writing team, Greg prepared an
application which secured funding for various safety
countermeasures on Leland Road which had a high
incidence of collisions. The grant writing project also included analysis of SWITRS collision data with the
TIM mapping system and development of a set of
countermeasures to reduce or eliminate the frequency
of certain types of collisions.
» Federal Lands Access Program (FLAP) Grant,
Thornton Avenue Cycle Track, City of Newark,
CA. Grant Writing Manager. MNS prepared a FLAP
Grant application for the Thornton Avenue Cycle
Track Project. The MNS grants team also conducted
public outreach. The application resulted in a grant
award of $5.4M. Greg defined the project concept,
prepared a conceptual plan layout, and prepared a
preliminary cost estimate.
» ATP Cycle 6, City of San Carlos, CA. Project Manager.

Greg is leading the MNS grants team in conducting
an extensive public outreach program in support of
the ATP grant pursuit. The effort will conclude with
preparation of the ATP grant application.
» Ventura County Transportation Commission
CMAQ/TDA Call for Projects—Grant Writing, City
of Santa Paula, CA. Project Manager. Greg oversaw
preparation of a successful grant application which
secured $266K for the Santa Paula High School
Neighborhood Traffic Safety Improvement Project.
» HSIP Cycle 9 Grant Application, School Crosswalks
Safety Enhancement Project, City of Glendora, CA.

Project Manager. MNS in an on call civil engineering
services provider to Glendora. Greg prepared a
HSIP Cycle 9 grant application including preliminary
engineering and scoping. The city was awarded a
grant of $250K.
» HSIP Cycle 9 Grant Application, School Crosswalks
Safety Enhancement Project, City of Soledad, CA.

Project Manager. MNS in an on-call grant writing
services provider to Soledad. Greg prepared a HSIP
Cycle 9 grant application including preliminary
engineering and scoping. The city was awarded a
grant of $250K.
» HSIP Cycle 10 Grant Application, Harding Way
at Lincoln Street and at Pacific Avenue/Madison
Street Left-Turn Pockets with Left-Turn Phasing,
City of Stockton, CA. Project Manager. MNS in an oncall grant writing services provider to Stockton. Greg prepared a HSIP Cycle 10 grant application including
preliminary engineering, scoping, and cost estimation.

The city was awarded a grant of $1.4M.
» HSIP Cycle 10 Grant Application, Madison Street
Intersections Pedestrian Safety Improvements,
Stockton, CA. Project Manager. MNS in an on-call
grant writing services provider to Stockton. Greg
prepared a HSIP Cycle 10 grant application including
preliminary engineering, scoping, and cost estimation.

The city was awarded a grant of $645K.
» Southern California Association of Governments
(SCAG) Future Communities Pilot Program—
Project Scoping and Grant Writing, City of
Monrovia, CA. Project Manager. MNS prepared the
scope of work for a proposed study that would seek
to optimize operation of the subsidized Lyft rideshare
component of the City of Monrovia’s GoMonrovia!
Program. MNS also prepared the grant application
and the city was awarded $500K.

EXHIBIT "A"
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City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-22 APPENDIX A. Resumes

RELEVANT PROJECTS
» Caltrans Bay Area Bike Highway
Concept Study, Caltrans, CA.

Principal. Caltrans implemented
a study to evaluate opportunities
for the development of bike
highways along state highway
system corridors in the Bay Area
to support bicycle commuting and
increase bicycle trips. Circlepoint
was tasked with the development
of a comprehensive strategic
communications and stakeholder
engagement plan, which served
as the communication “roadmap”
during project planning and
implementation. Circlepoint
also supported Caltrans and
project partners through a
series of stakeholder meetings
throughout the project’s duration,
as well as with conducting online
stakeholder and public surveys to
assess their priorities and solicit
input on potential alternatives.

Ivy led the development of the
public engagement plan and
oversaw stakeholder and public
engagement and outreach.
» West Oakland Link, Bay Area Toll
Authority (BATA), CA. Principal-inCharge. This project will connect the City of Oakland’s growing network
of walking and biking routes
with the greater San Francisco
Bay Trail and allow for greater
pedestrian safety. Circlepoint
has supported this project
through several iterations. The
West Oakland Link was originally
an element of the Gateway
Park project near the Oakland
touchdown of the San FranciscoOakland Bay Bridge. Circlepoint supported the engineering and
environmental team with the
development and implementation
of a Public Engagement Plan and
a comprehensive and equitable
community outreach program to
provide project information about
this phase of work, as well as
multifaceted online opportunities
for meaningful input. Public
engagement during the COVID-19
restrictions was especially
challenging—resulting in Circlepoint
working even more closely with
neighborhood organizations and
Community Based Organizations in
West Oakland to help ensure that
all community members remained
informed and engaged throughout
the planning process. Ivy and
the Circlepoint team planned
Ms. Morrison has 30 years of experience developing and directing public outreach and community relations programs for major Bay Area infrastructure projects, with an emphasis on transportation and land use. She brings exceptional experience in project management, the development and implementation of strategic communications and community engagement plans, the deployment of online and traditional engagement tools, as well as public education materials and special events planning. Her expertise includes managing complex, high-profile projects involving multiple partner agencies and stakeholders, as well as planning and facilitating workshops to build stakeholder and public consensus. She is passionate about infrastructure projects that incorporate new technology and innovation in support of a sustainable future.

Her experience includes:

Ivy Morrison
Public Outreach
Circlepoint
30 years of experience
21 years with Circlepoint
Areas of Expertise
» Strategic
communications
» Planning and
implementation
» Behavior change
» Marketing and
communications
campaigns
» Public outreach and
community relations
programs
» Construction
communications
» Design of public
engagement and
information materials
Education
» MFA, Nonfiction
Writing, Columbia
University
» BA, Slavic Languages
and Literature (with
honors), Indiana
University
EXHIBIT "A"
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City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-23 APPENDIX A. Resumes
Ivy Morrison | RESUME PG 2
and facilitated an online public meeting for project
neighbors in late 2020 and a public meeting to
solicit input on the Draft Environmental Document
(DED). Ivy also oversaw the development of an
Equity Engagement Plan in collaboration with MTC’s
Equity Liaison Group. Ivy led public engagement
in support of the release of the DRAFT IS/MND
document in June 2022. Outreach was expanded to
include translation of materials into Arabic, as well as Simplified Chinese and Spanish and a direct mailer
and a postage-paid comment card that was broadly
distributed to West Oakland neighbors, as well as
through Bicycle shops and e-bike rental stations near
the project area. She also oversaw the development
of materials for presentation at online neighborhood
meetings to the Prescott Neighborhood Association
and other organizations.
» Richmond-San Rafael Bridge Access Improvement,
BATA. Associate Principal. In partnership with MTC/
BATA, Circlepoint developed and implemented
weekly construction communications to keep
partner agencies, stakeholders, motorists, and the
general public apprised of construction activities
and key milestones. The project converted the
existing shoulder on eastbound Interstate 580
to a peak-period use lane creating a separated
bicycle/pedestrian path through the installation of
a moveable barrier on the upper deck of the bridge
adjacent to westbound traffic. The Circlepoint team
developed and implemented a comprehensive
public outreach plan that identified key issues
and concerns, target audiences, messaging, and
coordinated a roll-out schedule with multiple
agencies and Public Information Officers (PIOs). Ivy
oversaw the development of best practices and risk
communications for incident notifications and served
as the primary communications point-of-contact in the
event of an incident. Ivy also oversaw the planning
and implementation of ribbon-cutting events in April
2018 and November 2019 marking the completion
of the shoulder-to-third lane, and the opening of the
pilot bike path, respectively. Both events involved
local, regional, state, and federal elected officials, and entailed extensive planning and coordination. The
events garnered positive local and regional media.
» Interstate 880 Bicycle/Pedestrian Bridge and
Trail, City of Fremont, CA. Principal-in-Charge. The
City of Fremont proposes the Interstate 880 Bicycle/
Pedestrian Bridge and Trail to create a safe and
comfortable multi-modal route across Interstate 880
and provide trail connections to the San Francisco
Bay Trail, the East Bay Greenway, the Warm Springs/
South Fremont BART station, and the Innovation
District business center. This trail alignment will
include an architecturally significant bicycle and
pedestrian bridge across Interstate 880, two smaller
prefabricated bridges across urban creek channels,
and approximately one mile of pathway. Circlepoint
developed and executed a Communications Plan
for a series of meetings with key public and private
stakeholders. As the Principal-in-Charge for Outreach,
Ivy oversaw these activities.
» Caldecott Tunnel Fourth Bore Project, Caltrans,
Contra Costa Transportation Authority (CCTA)
and Alameda County Transportation Commission
(Alameda CTC), CA. PIO. Circlepoint was involved
with this project from the early project planning phase through construction. Circlepoint was responsible
for conducting outreach and providing extensive
public information services. As PIO, Ivy developed
and implemented a comprehensive communications
plan, including media and community relations
strategies for this high-profile infrastructure project.

She was responsible for providing communications
and outreach to project neighbors on sensitive
project-related issues, developing and providing
presentations for a wide array of audiences,
overseeing project website content, and crafting
factsheets and e-blasts for transmittal to key
stakeholders. She oversaw the development and
implementation of several successful outreach
and education programs, including the Medallion
Design Competition for schoolchildren grades K-12,
and a traveling photo exhibition. Ivy facilitated an
interagency communications subcommittee and led
the Circlepoint communications team in planning
and implementing major project milestone events,
including the groundbreaking, tunnel breakthrough,
and the ribbon-cutting event. Her efforts have also
helped garner positive media coverage in The
New York Times.

EXHIBIT "A"
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City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-24 APPENDIX A. Resumes

RELEVANT PROJECTS
» Soquel Drive Buffered Bike
Lanes, County of Santa Cruz,
CA. Office Engineer. This $22M
project consists of multi-modal
transportation improvements for
pedestrians, bicyclists, vehicles,
and bus transit, as well as roadway
improvements along the Soquel
Avenue/Drive corridor in the
County of Santa Cruz, from the
State Park Drive intersection to the
La Fonda Ave intersection, that
is approximately 5.6 miles in one
direction. Project improvements
include resurfacing the roadway
(rubberized cape seal) for 5.6 miles
along the Soquel Avenue/Drive
corridor, with striping improvements
including green bike lanes and
green bike boxes, construction of

2.7 miles of Class II Buffered bike
lanes, and 2.4 miles of Class IV
separated bikeways. The project
also includes traffic signal upgrades
by furnishing and installation of
adaptive signal systems to 15
signalized intersections, new
fiber optic improvements for
traffic signals coordination, and
installation of Transit Signal Priority
(TSP) systems to 21 signalized
intersections for Santa Cruz
METRO bus transit. Pedestrian
improvements include construction
of approximately 2,500 feet of
new sidewalk areas, installation of
Accessible Pedestrian Signals (APS)
at 21 signalized intersections and
11 mid-block pedestrian crossings,
enhancements to 4 mid-block
Rectangular Rapid Flashing Beacon
(RRFB) pedestrian crossings,
construction of 7 new mid-block
RRFB pedestrian crossings, and
upgrades to approximately 96
Americans with Disabilities Act
(ADA) ramps to current standards.

Marie’s responsibilities include
assisting the Resident Engineer
in document control within
Construction Management
Information System (CMIS) and
Box programs as well as tracking,
processing, and distributing RFIs,
submittals, Potential Change
Orders (PCOs), CCOs, Weekly
Statement of Working Days
(WSWDs), pay applications, Quality
Assurance/Quality Control (QA/
QC) documents, SWPPP reports,
Ms. Dunne has 19 years of experience in the construction industry, managing and supporting project teams. Marie brings diligent inspection and document control skills, successfully completing projects on time, within budget, and to the client’s approved specifications. She has a proven track record of qualitydriven and effective project planning, resource oversight, supervision, scheduling, and budget management. Marie is a great team player and resource, bringing numerous technical and multitasking skills to the team. She has maintained field correspondence and prepared daily reports on inspected works, and detailed processes that reduce redundancy, improve project operational efficiency, and achieve project objectives. She is results-oriented, capable of taking on complex tasks, effective with deadline-driven operations, and can identify goals and priorities to resolve issues and tackle problems as they arise. Her experience includes:

Marie Dunne
Office Engineer
MNS Engineers, Inc.
19 years of experience
5 years with MNS
Areas of Expertise
» Cost and change
order management
» Document control
» Field inspection
» Project planning
» Project scheduling
Education
» BS, Health Science,
Institute of
Technology, County
Kerry, Ireland
» Studies in
Construction
Management
(CM), La Guardia
Community College,
Queens, NY
EXHIBIT "A"
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City of Watsonville, Construction Management Services for Safer Access to Pajaro Valley High School | A-25 APPENDIX A. Resumes
Marie Dunne | RESUME PG 2
labor compliance, and weekly meetings and minutes
through project closeout. Marie also provided
CMIS project training and troubleshooting for all
project personnel.
» Crocker Bridge Bike and Pedestrian Passage,
County of Sonoma, CA. Office Engineer. The
$2.4M project consisted of the construction of a
516-foot-long pedestrian bridge on the north side
of the existing roadway bridge. The new bridge is
supported on the existing reinforced concrete bents
and new abutments. The project also included the
construction of retaining walls and hot mix asphalt
(HMA) approaches. The project site is located on
Crocker Road just east of US 101. Crocker Road is
the main access to the center of Cloverdale from
the east side of the Russian River. The bridge spans
the 450-foot-wide river and was built in two CDFW
permit restricted seasons. The project included a
separate 10-foot-wide prefabricated steel truss bike
and pedestrian bridge with a CIP lightweight concrete
deck across the Russian River. New abutments
were constructed to transition from the bridge to
the pathway at both ends of the structure. Marie’s
responsibilities included assisting the Resident
Engineer in document control within CMIS and
Box programs as well as tracking, processing, and
distributing RFIs, submittals, PCOs, CCOs, WSWDs,
pay applications, QA/QC documents, SWPPP reports,
labor compliance, and weekly meetings and minutes
through project closeout. Marie also provided
CMIS project training and troubleshooting for all
project personnel.
» Marin and Napoleon Street Bridges Replacement
Project Construction Phase, Peninsula Corridor Joint
Powers Board (PCJPB)/Caltrain, CA. Office Engineer. As
part of an on-call contract, MNS provided construction
management services for the $8.8M replacement of
the Marin and Napoleon Street rail bridges, which are
located near the base of Islais Creek, under Interstate 280, in San Francisco’s Bayview neighborhood. The
Napoleon Street Bridge was replaced for safety
and structural integrity purposes, whereas minor
safety improvements were made to the Marin Street
Bridge. Responsibilities included overall document
control, submittal processing, RFI management,
processing pay estimates, including extra work bills and certified payroll review. Additionally, Marie prepared
and processed project closeout documents per
Caltrain Procedure.
» Treat Boulevard Pavement Rehabilitation, Phase
1, City of Concord, CA. Office Engineer. This $7.2M
contract consists of traffic control, potholing utilities, lowering/adjusting utility covers, street asphalt
concrete (AC) pavement by full depth reclamation
(FDR), asphalt grind and overlay, concrete curb
and gutter, concrete sidewalk, concrete ADA ramp
construction, tree removal and trimming, inspection of
existing electrical conduits to ensure enough capacity
for fiber optic cable installation, fiber optic installation and testing, video detection systems, landscape, and
striping. Marie’s responsibilities included assisting
the Resident Engineer in document control within
Construction Management Information System (CMIS)
and Box programs as well as tracking, processing,
and distributing RFIs, submittals, CCOs, WSWDs, pay
applications, QA/QC documents, SWPPP reports,
labor compliance, and weekly meetings minutes
through project closeout.
» Iron Horse Trail/Bollinger Canyon Road Bicycle
and Pedestrian Overcrossing, Contra Costa
Transportation Authority (CCTA), CA. Office Engineer.

This project constructed a bicycle and pedestrian
overcrossing connecting to the Iron Horse Trail (IHT).

The new IHT bridge features cable-stayed main
spans totaling 200 feet in length with a median
support consisting of a 70-feet-tall V-shaped pylon.

The structural steel pylon is supported by a concrete
pile cap and two 72-inch-diameter CIDH piles
roughly 78 feet long. Additional services included
utility protection, roadway realignment, signing,
striping, traffic signal, lighting, landscaping, and
irrigation work. Marie’s responsibilities include
assisting the Resident Engineer in document control
within CMIS and Box programs as well as tracking,
processing, and distributing project documents to
project stakeholders.

EXHIBIT "A"
pg. 43 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

CONTACT
Paul Goryl, PE, LEED AP
408.483.4719 Mobile
[email protected]
1730 N. First Street, Suite 600
San Jose, CA 95112
805.692.6921 Office
www.mnsengineers.com
EXHIBIT "A"
pg. 44 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Pre-Construction $ 35,074.07
Construction $ 1,090,172.83
Closeout $ 79,467.90
Role Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Project Manager 12 4 16 337.17 352.34 5,394.65 $
Construction Manager 32 16 48 295.02 308.30 14,160.95 $ Scheduler 6 6 299.20 312.66 1,795.17 $
Construction Inspector 16 16 32 216.12 225.85 6,915.94 $ Electrical Inspector 0 188.06 196.52 - $
Office Engineer 24 24 188.06 196.52 4,513.45 $
Grant Funding Specialist 6 6 185.88 194.25 1,115.29 $
Environmental Coordinator 6 6 196.44 205.28 1,178.63 $
SWPPP Specialist 0 261.85 273.63 - $
0 0 0 102 36 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 138 35,074.07 $ Project Manager 488888888888 92 337.17 352.34 31,504.73 $ Construction Manager 150 150 150 120 120 120 120 120 120 120 120 120 1530 295.02 308.30 457,752.61 $ Scheduler 866666666666 74 299.20 312.66 22,463.59 $
Construction Inspector 150 172 172 172 172 172 172 172 172 172 172 172 2042 216.12 225.85 448,014.38 $ Electrical Inspector 12 60 72 188.06 196.52 14,048.12 $ Office Engineer 32 32 32 32 32 32 32 32 24 24 24 24 352 188.06 196.52 67,009.71 $ Grant Funding Specialist 844444444444 52 185.88 194.25 9,799.69 $ Environmental Coordinator 12 4 4 4 4 4 4 4 4 4 4 4 56 250.00 0.00 10,000.00 $ SWPPP Specialist 12 8 8 8 8 8 8 8 8 8 8 8 100 235.00 0.00 15,980.00 $ 0 0 0 0 388 384 384 354 354 354 354 354 346 406 346 346 0 0 0 0 0 0 0 0 4370 1,076,572.83 $ Project Manager 8 4 12 337.17 352.34 4,228.05 $
Construction Manager 80 40 120 295.02 308.30 36,995.47 $ Scheduler 8 8 216.12 225.85 1,806.79 $
Construction Inspector 32 32 188.06 196.52 6,288.74 $
Office Engineer 40 40 80 188.06 196.52 15,721.86 $
Grant Funding Specialist 32 32 185.88 194.25 6,215.89 $ Environmental Coordinator 40 40 196.44 205.28 8,211.10 $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 240 84 0 0 0 0 0 0 324 79,467.90 $ 0 0 0 102 424 384 384 354 354 354 354 354 346 406 346 346 240 84 0 0 0 0 0 0 4832 $1,191,114.81
$ 2,000.00$ 2,000.00
Sub Consultants
Source Inspection $ 116,000.00Public Outreach (Optional) $ 75,000.00Biologist Survey/Monitoring $ 48,000.00 $ 11,600.00$ 175,600.00
Notes:7. Biologist hours/cost is based on an assumed 10hrs/day for 5 days for pre-construction surveys, 8 hrs/day for 20 days for biological monitoring, 3 days for final reports. Actual time/cost will be based on contractor's actual schedule and project need5. No support for delays due to weather, CCO, R/W, and claims filed by contractor in response to the Proposed Final Estimate.PRE-CONSTRUCTION SUB-TOTAL Darrel Lightfoot

PRE-CONSTRUCTION
Ann Meyer, PE
Kent Yankee, PE
Marie Dunne
ZTC Consulting Group
Circlepoint
MNS

PROJECT TOTAL
Josh Reece
Marie Dunne
Darrel Lightfoot

CONSTRUCTION MANAGEMENT SUB-TOTALTOTAL HOURS
Darrel Lightfoot

PROJECT CLOSEOUT
Ann Meyer, PE
Said Najafi
Certified Asbestos testing (if required)
Greg Jaquez, PE
Direct expenses
Paul Goryl, PE
Construction Management Services
Safer Access to Pajaro Valley High School Project
City of Watsonville

TOTAL COST
Staff
PHASE

TOTAL HOURS
Project Schedule
PHASE
2026 HOURLY
RATE
Greg Jaquez, PE
Ann Meyer, PE
Martin Castillo
Said Najafi
Kent Yankee, PE
Direct Expenses
Josh Reece

PROJECT CLOSEOUT SUB-TOTAL
2026
Josh Reece
Greg Jaquez, PE

CONSTRUCTION MANAGEMENT
Paul Goryl, PE
Martin Castillo
Paul Goryl, PE
2027 HOURLY
RATE
Marie Dunne
2026
20272027
Said Najafi

9. Circlepoint's public Outreach services are considered optional, and level of scope can be determined if needed by City. The estimated cost is informational and not included in the submitted cost proposal. 10. Direct costs and subconsultant cost are billed at cost plus a 10% mark-up.8. Asbestos testing cost will be determined based on any required need. Cost not included in cost proposal. SUB-TOTAL $1,368,714.81
Sub Markup 10%

6. Lodging and meal allowance are based on the current GSA per deim rates for Santa Cruz County.1. Monthly hours for construction inspectors are based upon eight-hour working days times the number of working days that month, with no overtime (OT). 2. Construction Management hours for the construction phase are based on 250 working days with a start date in May 2026. 3. Prevailing Wage rates subject to PW adjustments. Night work is billed at regular rate + $8/hr.4. The above estimate doesn't include any OT hours. However, should OT hours be required due to contractor's schedule, non-exempt employees are subject to OT regulations (Time and half & double time).

EXHIBIT "A"pg. 45 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

Local Assistance Procedures Manual Exhibit 10-H
Cost Proposal
Consultant Contract No. TBD Date 7/31/2025

DIRECT LABOR
hours Actual Hourly Rate Total
120 $130.00 $15,600.00
1,698 $113.75 $193,147.50
80 $115.36 $9,228.80
2,082 $83.33 $173,493.06
$84.93 $0.00
72 $72.51 $5,220.72
456 $71.67 $32,681.52
94 $75.74 $7,119.56
94 $100.96 $9,490.24
140 $86.65 $12,131.00

LABOR COSTS
a) Subtotal Direct Labor Costs $458,112.40
b) Anticipated Salary Increases (see page 2 for sample) $7,468.04 c) TOTAL DIRECT LABOR COSTS [(a) + (b)] $465,580.44

FRINGE BENEFITS
d) Fringe Benefits (Rate: ) e) Total Fringe Benefits
[(c) x (d)] $0.00

INDIRECT COSTS
f) Overhead (Rate: 135.78% ) g) Overhead [(c) x (f)] $632,165.12 h) General and Administrative (Rate: 0.00% ) i) Gen & Admin [(c) x (h)] $0.00 j) Total Indirect Costs [(e) + (g) + (i)] $632,165.12
FEE (Profit)
q) (Rate: 10.00% ) k) TOTAL FIXED PROFIT [(c) + (j)] x (q)] $109,774.56 l) OTHER DIRECT COSTS (ODC)
Description Unit(s) Unit Cost Total
Mileage Costs $0.00 $0.00
Equipment Rental and Supplies 1 $2,000.00 $2,000.00
Permit Fees $0.00 $0.00
Travel 1 $0.00 $0.00
l) Total Other Direct Costs [(l) + (m) + (n) + (o)] $2,000.00 m) SUBCONSULTANTS’ COSTS (Add additional pages if necessary) ZT Consulting Group $116,000.00
Biological Survey/Monitoring $48,000.00
Circlepoint
m) TOTAL SUBCONSULTANTS’ COSTS $164,000.00
n) TOTAL OTHER DIRECT COSTS INCLUDING SUBCONSULTANTS [(l)+(m)] $166,000.00 TOTAL COST [(c) + (j) + (k) + (p)] $1,373,520.11
NOTES:
 Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two asterisks (**). All costs must comply with the Federal cost principles. Subconsultants will provide their own cost proposals.  The cost propsal format shall not be amended. Indirect cost rates shall be updated on an annual basis in accordance with the consultant's annual accounting period and established by a cognizant agency or accepted by Caltrans.  Anticipated salary increases calculation (page 2) must accompany.

EXHIBIT 10-H COST PROPOSAL- South Bay Blvd Bridge replacement

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS (DESIGN, ENGINEERING AND ENVIRONMENTAL STUDIES)
MNS ENGINEERS INC.

Classification/Title Name
Project Manager* Paul Goryl, PE
Construction Manager* Ann Meyer, PE
Scheduler Said Najafi
Construction Insp** Darrel Lightfoot
Office Engineer Marie Dunne
Environmental Coordinator Josh Reece
Stormwater Coordinator Kent Yankee, PE, QSD/P
Electrical Insp** Martin Castillo
Grant Funding Support Greg Jaquez, PE
Supplemental Insp** Bob Riggins
LPP 15-01 January 14, 2015
EXHIBIT "A"
pg. 46 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

Local Assistance Procedures Manual Exhibit 10-H
Consultant Contract No. TBD Date 7/31/2025

1. Calculate Average Hourly Rate for 1st year of the contract (Direct Labor Subtotal divided by total hours) 45869 Avg Hourly 5 Year Contract
Rate Duration
$458,112.40 = $94.73 Year 1 Avg Hourly Rate
Avg Hourly Rate
Year 1 $94.73 + = $94.73 Year 2 Avg Hourly Rate
Year 2 $94.73 + = $98.99 Year 3 Avg Hourly Rate
Year 3 $98.99 + = $103.45 Year 4 Avg Hourly Rate
Year 4 $103.45 + = $108.10 Year 5 Avg Hourly Rate
Year 5 $108.10 + = $112.97 Year 5 Avg Hourly Rate
Total Hours
per Year
Year 1 63.41% * = 3066.5 Estimated Hours Year 1
Year 2 36.59% * = 1769.5 Estimated Hours Year 2
Year 3 0.00% * = 0.0 Estimated Hours Year 3
Year 4 0.00% * = 0.0 Estimated Hours Year 4
Year 5 0.00% * = 0.0 Estimated Hours Year 5
Total 100.0% = 4836.0
$465,655.33
Year 1 $94.73 *= $290,491.80 Estimated Hours Year 1
Year 2 $98.99 *= $175,163.52 Estimated Hours Year 2
Year 3 $103.45 *= $0.00 Estimated Hours Year 3
Year 4 $108.10 *= $0.00 Estimated Hours Year 4
Year 5 $112.97 *= $0.00 Estimated Hours Year 5
= $465,655.33
= $458,112.40
= $7,542.93 Transfer to Page 1
NOTES:
 This is not the only way to estimate salary increases. Other methods will be accepted if they clearly indicate the % increase, the # of years of the contract, and a breakdown of the labor to be performed each year.  An estimation that is based on direct labor multiplied by salary increase % multiplied by the # of years is not acceptable. (i.e. $250,000 x 2% x 5 yrs = $25,000 is not an acceptable methodology)  This assumes that one year will be worked at the rate on the cost proposal before salary increases are granted.

(SAMPLE CALCULATIONS FOR ANTICIPATED SALARY INCREASES)
EXHIBIT 10-H COST PROPOSAL (EXAMPLE #1) PAGE 2 OF 2

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS

0.0%
MNS ENGINEERS INC.

Direct Labor Subtotal Total Hours
per Cost Proposal per Cost Proposal
4836

2. Calculate hourly rate for all years (Increase the Average Hourly Rate for a year by proposed escalation %) Proposed Escalation
4836.0

4.5%

4.5%

4.5%

4.5%

3. Calculate estimated hours per year (Multiply estimate % each year by total hours) Estimated % Total Hours
Completed Each Year per Cost Proposal
(calculated above) (calculated above)
4836.0
4836.0
4836.0
4836.0
Total
Direct Labor Subtotal before Escalation
Estimated total of Direct Labor Salary Increase
3067
1769
0 0
0 Total Direct Labor Cost with Escalation

4. Calculate Total Costs including Escalation (Multiply Average Hourly Rate by the number of hours) Avg Hourly Rate Estimated hours Cost per Year
LPP 15-01 January 14, 2015
EXHIBIT "A"
pg. 47 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

Local Assistance Procedures Manual EXHIBIT 10-H1
Cost Proposal
Certification of Direct Costs:

Prime Consultant or Subconsultant Certifying:

Name: Greg Chelini Title*:

Signature: Date of Certification (mm/dd/yyyy): 3/17/2026 Email: [email protected] Phone Number:

Address:

List of services the consultant is providing under the proposed contract:

3. Title 23 United State Code Section 112 - Letting of Contracts 805.896.9474
201 N CalleCesar Chavez #300 Santa Barbara, CA 93103
* An individual executive or financial officer of the consultant's or subconsultant's organization at a level no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent the financial information utilized to establish the cost proposal for the contract.

Construction Management, Source Inspection, Environmental support

4. 48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures

5. 23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of Engineering and Design Related Service

6. 48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable) All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be retained in the project files and be in compliance with applicable Federal and State requirements. Costs that are non-compliant with the Federal and State requirements are not eligible for reimbursement
Prinicipal / Vice President
EXHIBIT 10-H1 COST PROPOSAL (Page 3 of 3)
I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the contract terms and the following requirements.

1. Generally Accepted Accounting Principles (GAAP)

2. Terms and conditions of the contract.

January 2018
EXHIBIT "A"
pg. 48 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

CITY OF WATSONVILLE

SAFER ACCESS TO PAJARO VALLEY HIGH SCHOOL

SIQMP ESTIAMTE
ZTC PID: 26-S601
Caltrans EA: 05-1G4904
Item
No. Item Description Sub. Items Inspection Type Inspection Hours Approx. Testing Budget Testing Components Prob. Source Location ** Approx. Travel Budget Engineering Hours Engineering Function Approx. Cost per Item Precast Prestressed Piles - Expected 3 Weeks Fabrication QA Precast PCI II InProcess Inspection during
production
120 $ - N/A California $ 3,600 24
PCQCP Meeting, Shop Drawing Review , PCQCP Review, In-Process Inspection and fabrication coordination $ 26,644.08
Prestressing Strands QA Sampling & Verification Testing 32 $ 4,000 N/A Stockton, CA $ 1,200 8 Review Reports and Inspection Coordination - Submittal Review
$ 11,672.64
N/A Columns Welded Hoops - 2 x #7 @ 6" - 1'- 1/2" Diameter - About 240 hoops - 2 lots Welded Hoops QA Sampling & Verification Testing 32 $ 1,120 N/A California $ 800 8 Review Reports and Inspection Coordination - Submittal Review $ 8,392.64 Poles & Arms15TS (QTY: 2) CWI Source inspection 24 $ - N/A Nebraska $ 1,500 8 Review Reports and Inspection Coordination - Submittal Review $ 6,763.92
Structural Fasteners - High Strength BoltsEstimated 3 sizes of HSB Assemblies QA Sampling & Verification
Testing 0 $ 600 High Strength Bolts (A325) California $ - 4 Review Reports and Inspection Coordination - Submittal Review $ 1,418.88 Structural Fasteners - Anchor Rods 1 1/2" x 42" (Used for 15TS Poles) QA Sampling & Verification
Testing 16 $ 650 Anchor Bolts (F1554) California $ 100 4 Review Reports and Inspection Coordination - Submittal Review $ 3,986.32 APS PPBs, LEDs & Luminaires Source Verification 0 $ - N/A California $ - 4 Review Reports and Caltrans AML Verification - Submittal Review $ 818.88
Precast Prestressed Girders - Expected 3 Weeks Fabrication QA Precast PCI II InProcess Inspection during
production
120 $ - N/A California $ 3,600 24
PCQCP Meeting, Shop Drawing Review , PCQCP Review, In-Process Inspection and fabrication coordination $ 26,644.08
Prestressing Strands QA Sampling & Verification Testing 32 $ 4,000 N/A Stockton, CA $ 1,200 8 Review Reports and Inspection Coordination - Submittal Review
$ 11,672.64
12 Item
No.

Inspection
Hours
Approx. Testing Budget
Testing
Components
Prob. Source
Location
Approx.

Travel
Budget
Engineering
Hours Engineering Function Approx. Cost per Item
N/A 0 $ - N/A N/A $ - 24
Submitting SIQMP to Caltrans and responding to comments + 2 Addendums $ 4,913.28
N/A 0 $ - N/A N/A $ - 24 Misc. SMR work for average of 1 hour per month $ 4,913.28 N/A 0 $ - N/A N/A $ - 24 Preparing monthly SIQMP report for duration of the project average 2 hours per month $ 4,913.28
N/A 0 $ - N/A N/A $ - 16
Caltrans Quarterly IQA audits - 8 hours for duration of each audit $ 3,275.52
376 180
$ 56,809.84 $ 10,370 $ 6,400 $ 36,849.60
204.72 $/hr151.09 $/hr
*
**
Caltrans Monthly SIQMP Summary ReportCaltrans METS quarterly IQA audit and response to audit Source Inspection Components
SIQMP Engineering Works For Months Duration
Item DescriptionSIQMP Preparation and Approval, Revisions, and AddendumsTypical SMR work such as response ding to QAF-3101 and issuing 28/608 forms during the course of project, Resolving NCRs, attend construction meeting, etc.

N/A ElectricalN/A Precast Prestressed Girders - total of 8 girders - 30' to 75' length Class 140" - Alt X - Precast Prestressed Piles
2 Each Abutment (Total 4)
12 Each Bent (Total 36)
Total 40 piles of about 40' length
N/A
Material source location will be set by the Prime Contractor and their subs.

Total Cost Based on regular rate $ 116,029.44 Total Cost ZTC Hourly Rate Engineering Average Regular hourly rate Source Inspection Average Regularly hourly rate - Include NDTTotal Hours These cost estimates are not intended to be lump sums or guaranteed costs. 26-S586-COIr-Walnut-Ramps-Estimate-012626.xlsx 1 3/17/2026 EXHIBIT "A"pg. 49 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

S
TECH

CONSULTING
484-b washington street monterey, ca 93940 #401 / p 831 883 8415 / f 877 984 5495 / [email protected] / stechconsulting.com 2026 - Environmental Consulting Fee Schedule (1/1-12/31/2026) Service Rate Description
Meeting Attendance &
Correspondence - In Person,
Online, Telephone, Email
$150.00 / Hour
Pre-construction job walks and other
project related meetings and
correspondence. Minimum fee is $150.00
Asbestos/Lead/PCB Surveys
Primary Consultant $250.00 / Hour
Asbestos, lead, PCB surveys - Certified
Asbestos Consultant (CAC), CDPH Lead
Certified Inspector. Note: Surveys will be
proposed on a project by project basis.

Asbestos/Lead/PCB Surveys
Environmental Technician $175.00 / Hour
Asbestos, lead, PCB Surveys - Field
technician working under the direct
supervision of the CAC.

Work Plan and Specification
Preparation and Submittal
Reviews
$250.00 / Hour Initial plan development, review, revisions Onsite Monitoring, Air Sampling,
Clearance Inspections $325.00 / Hour
M-F, Day Shift Projects. Overtime rate of

1.5× applies to work exceeding eight
hours per shift or work performed on
weekends or nights. Monitoring services
are billed in four-hour minimum increments
Lab Fees - PCM Asbestos Air $45.00 / Sample Includes overnight courier delivery to laboratory.

Lab Fees - Lead Air $65.00 / Sample
Analysis meets new OSHA compliance for
lowered exposure levels (1/1/2025).

NIOSH 7300 ISP. Includes overnight
courier delivery to laboratory.

Lab Fees - Bulk Asbestos $45.00 / Sample Includes overnight courier delivery to laboratory.

Lab Fees - Lead XRF Field Analysis: $25.00 / Assay Onsite XRF analysis for lead.

Lab Fees - Waste
Characterization Lead $950.00 / Sample
Includes TTLC, STLC, and TCLP analysis
for lead only. Additional analytes billed
separately.

Reporting $150.00 / Hour
Includes survey reports, close-out reports,
data compilation, digital plan preparation,
and project documentation.

EXHIBIT "A"
pg. 50 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

CONTACT
Paul Goryl, PE, LEED AP
408.483.4719 Mobile
[email protected]
1730 N. First Street, Suite 600
San Jose, CA 95112
805.692.6921 Office
www.mnsengineers.com
EXHIBIT "A"
pg. 51 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Pre-Construction $ 35,074.07
Construction $ 1,090,172.83
Closeout $ 79,467.90
Role Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Project Manager 12 4 16 337.17 352.34 5,394.65 $
Construction Manager 32 16 48 295.02 308.30 14,160.95 $ Scheduler 6 6 299.20 312.66 1,795.17 $
Construction Inspector 16 16 32 216.12 225.85 6,915.94 $ Electrical Inspector 0 188.06 196.52 - $
Office Engineer 24 24 188.06 196.52 4,513.45 $
Grant Funding Specialist 6 6 185.88 194.25 1,115.29 $
Environmental Coordinator 6 6 196.44 205.28 1,178.63 $
SWPPP Specialist 0 261.85 273.63 - $
0 0 0 102 36 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 138 35,074.07 $ Project Manager 488888888888 92 337.17 352.34 31,504.73 $ Construction Manager 150 150 150 120 120 120 120 120 120 120 120 120 1530 295.02 308.30 457,752.61 $ Scheduler 866666666666 74 299.20 312.66 22,463.59 $
Construction Inspector 150 172 172 172 172 172 172 172 172 172 172 172 2042 216.12 225.85 448,014.38 $ Electrical Inspector 12 60 72 188.06 196.52 14,048.12 $ Office Engineer 32 32 32 32 32 32 32 32 24 24 24 24 352 188.06 196.52 67,009.71 $ Grant Funding Specialist 844444444444 52 185.88 194.25 9,799.69 $ Environmental Coordinator 12 4 4 4 4 4 4 4 4 4 4 4 56 250.00 0.00 10,000.00 $ SWPPP Specialist 12 8 8 8 8 8 8 8 8 8 8 8 100 235.00 0.00 15,980.00 $ 0 0 0 0 388 384 384 354 354 354 354 354 346 406 346 346 0 0 0 0 0 0 0 0 4370 1,076,572.83 $ Project Manager 8 4 12 337.17 352.34 4,228.05 $
Construction Manager 80 40 120 295.02 308.30 36,995.47 $ Scheduler 8 8 216.12 225.85 1,806.79 $
Construction Inspector 32 32 188.06 196.52 6,288.74 $
Office Engineer 40 40 80 188.06 196.52 15,721.86 $
Grant Funding Specialist 32 32 185.88 194.25 6,215.89 $ Environmental Coordinator 40 40 196.44 205.28 8,211.10 $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 240 84 0 0 0 0 0 0 324 79,467.90 $ 0 0 0 102 424 384 384 354 354 354 354 354 346 406 346 346 240 84 0 0 0 0 0 0 4832 $1,191,114.81
$ 2,000.00$ 2,000.00
Sub Consultants
Source Inspection $ 116,000.00Public Outreach (Optional) $ 75,000.00Biologist Survey/Monitoring $ 48,000.00 $ 11,600.00$ 175,600.00
Notes:7. Biologist hours/cost is based on an assumed 10hrs/day for 5 days for pre-construction surveys, 8 hrs/day for 20 days for biological monitoring, 3 days for final reports. Actual time/cost will be based on contractor's actual schedule and project need5. No support for delays due to weather, CCO, R/W, and claims filed by contractor in response to the Proposed Final Estimate.PRE-CONSTRUCTION SUB-TOTAL Darrel Lightfoot

PRE-CONSTRUCTION
Ann Meyer, PE
Kent Yankee, PE
Marie Dunne
ZTC Consulting Group
Circlepoint
MNS

PROJECT TOTAL
Josh Reece
Marie Dunne
Darrel Lightfoot

CONSTRUCTION MANAGEMENT SUB-TOTALTOTAL HOURS
Darrel Lightfoot

PROJECT CLOSEOUT
Ann Meyer, PE
Said Najafi
Certified Asbestos testing (if required)
Greg Jaquez, PE
Direct expenses
Paul Goryl, PE
Construction Management Services
Safer Access to Pajaro Valley High School Project
City of Watsonville

TOTAL COST
Staff
PHASE

TOTAL HOURS
Project Schedule
PHASE
2026 HOURLY
RATE
Greg Jaquez, PE
Ann Meyer, PE
Martin Castillo
Said Najafi
Kent Yankee, PE
Direct Expenses
Josh Reece

PROJECT CLOSEOUT SUB-TOTAL
2026
Josh Reece
Greg Jaquez, PE

CONSTRUCTION MANAGEMENT
Paul Goryl, PE
Martin Castillo
Paul Goryl, PE
2027 HOURLY
RATE
Marie Dunne
2026
20272027
Said Najafi

9. Circlepoint's public Outreach services are considered optional, and level of scope can be determined if needed by City. The estimated cost is informational and not included in the submitted cost proposal. 10. Direct costs and subconsultant cost are billed at cost plus a 10% mark-up.8. Asbestos testing cost will be determined based on any required need. Cost not included in cost proposal. SUB-TOTAL $1,368,714.81
Sub Markup 10%

6. Lodging and meal allowance are based on the current GSA per deim rates for Santa Cruz County.1. Monthly hours for construction inspectors are based upon eight-hour working days times the number of working days that month, with no overtime (OT). 2. Construction Management hours for the construction phase are based on 250 working days with a start date in May 2026. 3. Prevailing Wage rates subject to PW adjustments. Night work is billed at regular rate + $8/hr.4. The above estimate doesn't include any OT hours. However, should OT hours be required due to contractor's schedule, non-exempt employees are subject to OT regulations (Time and half & double time).

EXHIBIT "A"pg. 52 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

Local Assistance Procedures Manual Exhibit 10-H
Cost Proposal
Consultant Contract No. TBD Date 7/31/2025

DIRECT LABOR
hours Actual Hourly Rate Total
120 $130.00 $15,600.00
1,698 $113.75 $193,147.50
80 $115.36 $9,228.80
2,082 $83.33 $173,493.06
$84.93 $0.00
72 $72.51 $5,220.72
456 $71.67 $32,681.52
94 $75.74 $7,119.56
94 $100.96 $9,490.24
140 $86.65 $12,131.00

LABOR COSTS
a) Subtotal Direct Labor Costs $458,112.40
b) Anticipated Salary Increases (see page 2 for sample) $7,468.04 c) TOTAL DIRECT LABOR COSTS [(a) + (b)] $465,580.44

FRINGE BENEFITS
d) Fringe Benefits (Rate: ) e) Total Fringe Benefits
[(c) x (d)] $0.00

INDIRECT COSTS
f) Overhead (Rate: 135.78% ) g) Overhead [(c) x (f)] $632,165.12 h) General and Administrative (Rate: 0.00% ) i) Gen & Admin [(c) x (h)] $0.00 j) Total Indirect Costs [(e) + (g) + (i)] $632,165.12
FEE (Profit)
q) (Rate: 10.00% ) k) TOTAL FIXED PROFIT [(c) + (j)] x (q)] $109,774.56 l) OTHER DIRECT COSTS (ODC)
Description Unit(s) Unit Cost Total
Mileage Costs $0.00 $0.00
Equipment Rental and Supplies 1 $2,000.00 $2,000.00
Permit Fees $0.00 $0.00
Travel 1 $0.00 $0.00
l) Total Other Direct Costs [(l) + (m) + (n) + (o)] $2,000.00 m) SUBCONSULTANTS’ COSTS (Add additional pages if necessary) ZT Consulting Group $116,000.00
Biological Survey/Monitoring $48,000.00
Circlepoint
m) TOTAL SUBCONSULTANTS’ COSTS $164,000.00
n) TOTAL OTHER DIRECT COSTS INCLUDING SUBCONSULTANTS [(l)+(m)] $166,000.00 TOTAL COST [(c) + (j) + (k) + (p)] $1,373,520.11
NOTES:
 Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two asterisks (**). All costs must comply with the Federal cost principles. Subconsultants will provide their own cost proposals.  The cost propsal format shall not be amended. Indirect cost rates shall be updated on an annual basis in accordance with the consultant's annual accounting period and established by a cognizant agency or accepted by Caltrans.  Anticipated salary increases calculation (page 2) must accompany.

EXHIBIT 10-H COST PROPOSAL- South Bay Blvd Bridge replacement

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS (DESIGN, ENGINEERING AND ENVIRONMENTAL STUDIES)
MNS ENGINEERS INC.

Classification/Title Name
Project Manager* Paul Goryl, PE
Construction Manager* Ann Meyer, PE
Scheduler Said Najafi
Construction Insp** Darrel Lightfoot
Office Engineer Marie Dunne
Environmental Coordinator Josh Reece
Stormwater Coordinator Kent Yankee, PE, QSD/P
Electrical Insp** Martin Castillo
Grant Funding Support Greg Jaquez, PE
Supplemental Insp** Bob Riggins
LPP 15-01 January 14, 2015
EXHIBIT "A"
pg. 53 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

Local Assistance Procedures Manual Exhibit 10-H
Consultant Contract No. TBD Date 7/31/2025

1. Calculate Average Hourly Rate for 1st year of the contract (Direct Labor Subtotal divided by total hours) 45869 Avg Hourly 5 Year Contract
Rate Duration
$458,112.40 = $94.73 Year 1 Avg Hourly Rate
Avg Hourly Rate
Year 1 $94.73 + = $94.73 Year 2 Avg Hourly Rate
Year 2 $94.73 + = $98.99 Year 3 Avg Hourly Rate
Year 3 $98.99 + = $103.45 Year 4 Avg Hourly Rate
Year 4 $103.45 + = $108.10 Year 5 Avg Hourly Rate
Year 5 $108.10 + = $112.97 Year 5 Avg Hourly Rate
Total Hours
per Year
Year 1 63.41% * = 3066.5 Estimated Hours Year 1
Year 2 36.59% * = 1769.5 Estimated Hours Year 2
Year 3 0.00% * = 0.0 Estimated Hours Year 3
Year 4 0.00% * = 0.0 Estimated Hours Year 4
Year 5 0.00% * = 0.0 Estimated Hours Year 5
Total 100.0% = 4836.0
$465,655.33
Year 1 $94.73 *= $290,491.80 Estimated Hours Year 1
Year 2 $98.99 *= $175,163.52 Estimated Hours Year 2
Year 3 $103.45 *= $0.00 Estimated Hours Year 3
Year 4 $108.10 *= $0.00 Estimated Hours Year 4
Year 5 $112.97 *= $0.00 Estimated Hours Year 5
= $465,655.33
= $458,112.40
= $7,542.93 Transfer to Page 1
NOTES:
 This is not the only way to estimate salary increases. Other methods will be accepted if they clearly indicate the % increase, the # of years of the contract, and a breakdown of the labor to be performed each year.  An estimation that is based on direct labor multiplied by salary increase % multiplied by the # of years is not acceptable. (i.e. $250,000 x 2% x 5 yrs = $25,000 is not an acceptable methodology)  This assumes that one year will be worked at the rate on the cost proposal before salary increases are granted.

(SAMPLE CALCULATIONS FOR ANTICIPATED SALARY INCREASES)
EXHIBIT 10-H COST PROPOSAL (EXAMPLE #1) PAGE 2 OF 2

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS

0.0%
MNS ENGINEERS INC.

Direct Labor Subtotal Total Hours
per Cost Proposal per Cost Proposal
4836

2. Calculate hourly rate for all years (Increase the Average Hourly Rate for a year by proposed escalation %) Proposed Escalation
4836.0

4.5%

4.5%

4.5%

4.5%

3. Calculate estimated hours per year (Multiply estimate % each year by total hours) Estimated % Total Hours
Completed Each Year per Cost Proposal
(calculated above) (calculated above)
4836.0
4836.0
4836.0
4836.0
Total
Direct Labor Subtotal before Escalation
Estimated total of Direct Labor Salary Increase
3067
1769
0 0
0 Total Direct Labor Cost with Escalation

4. Calculate Total Costs including Escalation (Multiply Average Hourly Rate by the number of hours) Avg Hourly Rate Estimated hours Cost per Year
LPP 15-01 January 14, 2015
EXHIBIT "A"
pg. 54 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

Local Assistance Procedures Manual EXHIBIT 10-H1
Cost Proposal
Certification of Direct Costs:

Prime Consultant or Subconsultant Certifying:

Name: Greg Chelini Title*:

Signature: Date of Certification (mm/dd/yyyy): 3/17/2026 Email: [email protected] Phone Number:

Address:

List of services the consultant is providing under the proposed contract:

3. Title 23 United State Code Section 112 - Letting of Contracts 805.896.9474
201 N CalleCesar Chavez #300 Santa Barbara, CA 93103
* An individual executive or financial officer of the consultant's or subconsultant's organization at a level no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent the financial information utilized to establish the cost proposal for the contract.

Construction Management, Source Inspection, Environmental support

4. 48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures

5. 23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of Engineering and Design Related Service

6. 48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable) All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be retained in the project files and be in compliance with applicable Federal and State requirements. Costs that are non-compliant with the Federal and State requirements are not eligible for reimbursement
Prinicipal / Vice President
EXHIBIT 10-H1 COST PROPOSAL (Page 3 of 3)
I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the contract terms and the following requirements.

1. Generally Accepted Accounting Principles (GAAP)

2. Terms and conditions of the contract.

January 2018
EXHIBIT "A"
pg. 55 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

CITY OF WATSONVILLE

SAFER ACCESS TO PAJARO VALLEY HIGH SCHOOL

SIQMP ESTIAMTE
ZTC PID: 26-S601
Caltrans EA: 05-1G4904
Item
No. Item Description Sub. Items Inspection Type Inspection Hours Approx. Testing Budget Testing Components Prob. Source Location ** Approx. Travel Budget Engineering Hours Engineering Function Approx. Cost per Item Precast Prestressed Piles - Expected 3 Weeks Fabrication QA Precast PCI II InProcess Inspection during
production
120 $ - N/A California $ 3,600 24
PCQCP Meeting, Shop Drawing Review , PCQCP Review, In-Process Inspection and fabrication coordination $ 26,644.08
Prestressing Strands QA Sampling & Verification Testing 32 $ 4,000 N/A Stockton, CA $ 1,200 8 Review Reports and Inspection Coordination - Submittal Review
$ 11,672.64
N/A Columns Welded Hoops - 2 x #7 @ 6" - 1'- 1/2" Diameter - About 240 hoops - 2 lots Welded Hoops QA Sampling & Verification Testing 32 $ 1,120 N/A California $ 800 8 Review Reports and Inspection Coordination - Submittal Review $ 8,392.64 Poles & Arms15TS (QTY: 2) CWI Source inspection 24 $ - N/A Nebraska $ 1,500 8 Review Reports and Inspection Coordination - Submittal Review $ 6,763.92
Structural Fasteners - High Strength BoltsEstimated 3 sizes of HSB Assemblies QA Sampling & Verification
Testing 0 $ 600 High Strength Bolts (A325) California $ - 4 Review Reports and Inspection Coordination - Submittal Review $ 1,418.88 Structural Fasteners - Anchor Rods 1 1/2" x 42" (Used for 15TS Poles) QA Sampling & Verification
Testing 16 $ 650 Anchor Bolts (F1554) California $ 100 4 Review Reports and Inspection Coordination - Submittal Review $ 3,986.32 APS PPBs, LEDs & Luminaires Source Verification 0 $ - N/A California $ - 4 Review Reports and Caltrans AML Verification - Submittal Review $ 818.88
Precast Prestressed Girders - Expected 3 Weeks Fabrication QA Precast PCI II InProcess Inspection during
production
120 $ - N/A California $ 3,600 24
PCQCP Meeting, Shop Drawing Review , PCQCP Review, In-Process Inspection and fabrication coordination $ 26,644.08
Prestressing Strands QA Sampling & Verification Testing 32 $ 4,000 N/A Stockton, CA $ 1,200 8 Review Reports and Inspection Coordination - Submittal Review
$ 11,672.64
12 Item
No.

Inspection
Hours
Approx. Testing Budget
Testing
Components
Prob. Source
Location
Approx.

Travel
Budget
Engineering
Hours Engineering Function Approx. Cost per Item
N/A 0 $ - N/A N/A $ - 24
Submitting SIQMP to Caltrans and responding to comments + 2 Addendums $ 4,913.28
N/A 0 $ - N/A N/A $ - 24 Misc. SMR work for average of 1 hour per month $ 4,913.28 N/A 0 $ - N/A N/A $ - 24 Preparing monthly SIQMP report for duration of the project average 2 hours per month $ 4,913.28
N/A 0 $ - N/A N/A $ - 16
Caltrans Quarterly IQA audits - 8 hours for duration of each audit $ 3,275.52
376 180
$ 56,809.84 $ 10,370 $ 6,400 $ 36,849.60
204.72 $/hr151.09 $/hr
*
**
Caltrans Monthly SIQMP Summary ReportCaltrans METS quarterly IQA audit and response to audit Source Inspection Components
SIQMP Engineering Works For Months Duration
Item DescriptionSIQMP Preparation and Approval, Revisions, and AddendumsTypical SMR work such as response ding to QAF-3101 and issuing 28/608 forms during the course of project, Resolving NCRs, attend construction meeting, etc.

N/A ElectricalN/A Precast Prestressed Girders - total of 8 girders - 30' to 75' length Class 140" - Alt X - Precast Prestressed Piles
2 Each Abutment (Total 4)
12 Each Bent (Total 36)
Total 40 piles of about 40' length
N/A
Material source location will be set by the Prime Contractor and their subs.

Total Cost Based on regular rate $ 116,029.44 Total Cost ZTC Hourly Rate Engineering Average Regular hourly rate Source Inspection Average Regularly hourly rate - Include NDTTotal Hours These cost estimates are not intended to be lump sums or guaranteed costs. 26-S586-COIr-Walnut-Ramps-Estimate-012626.xlsx 1 3/17/2026 EXHIBIT "A"pg. 56 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

S
TECH

CONSULTING
484-b washington street monterey, ca 93940 #401 / p 831 883 8415 / f 877 984 5495 / [email protected] / stechconsulting.com 2026 - Environmental Consulting Fee Schedule (1/1-12/31/2026) Service Rate Description
Meeting Attendance &
Correspondence - In Person,
Online, Telephone, Email
$150.00 / Hour
Pre-construction job walks and other
project related meetings and
correspondence. Minimum fee is $150.00
Asbestos/Lead/PCB Surveys
Primary Consultant $250.00 / Hour
Asbestos, lead, PCB surveys - Certified
Asbestos Consultant (CAC), CDPH Lead
Certified Inspector. Note: Surveys will be
proposed on a project by project basis.

Asbestos/Lead/PCB Surveys
Environmental Technician $175.00 / Hour
Asbestos, lead, PCB Surveys - Field
technician working under the direct
supervision of the CAC.

Work Plan and Specification
Preparation and Submittal
Reviews
$250.00 / Hour Initial plan development, review, revisions Onsite Monitoring, Air Sampling,
Clearance Inspections $325.00 / Hour
M-F, Day Shift Projects. Overtime rate of

1.5× applies to work exceeding eight
hours per shift or work performed on
weekends or nights. Monitoring services
are billed in four-hour minimum increments
Lab Fees - PCM Asbestos Air $45.00 / Sample Includes overnight courier delivery to laboratory.

Lab Fees - Lead Air $65.00 / Sample
Analysis meets new OSHA compliance for
lowered exposure levels (1/1/2025).

NIOSH 7300 ISP. Includes overnight
courier delivery to laboratory.

Lab Fees - Bulk Asbestos $45.00 / Sample Includes overnight courier delivery to laboratory.

Lab Fees - Lead XRF Field Analysis: $25.00 / Assay Onsite XRF analysis for lead.

Lab Fees - Waste
Characterization Lead $950.00 / Sample
Includes TTLC, STLC, and TCLP analysis
for lead only. Additional analytes billed
separately.

Reporting $150.00 / Hour
Includes survey reports, close-out reports,
data compilation, digital plan preparation,
and project documentation.

EXHIBIT "A"
pg. 57 of 57
Docusign Envelope ID: 72B0D5E6-35B4-4A0B-9FB5-AE897DD55EB7

1 CITY COUNCIL AGENDA REPORT
MEETING DATE: Monday, April 28, 2025
TO: CITY COUNCIL
WRITTEN BY: INTERIM PUBLIC WORKS & UTILITIES DIRECTOR GREEN RECOMMENDED BY: INTERIM PUBLIC WORKS & UTILITIES DIRECTOR GREEN APPROVED BY: TAMARA VIDES, CITY MANAGER
SUBJECT: RESOLUTION AWARDING CONSTRUCTION CONTRACT TO SELDON & SON FOR THE RAMSAY PARK NATURE/FAMILY CENTER TENANT IMPROVEMENTS PROJECT NO. CB-26- 14794 IN THE AMOUNT OF $1,448,400
RECOMMENDATION:

Adopt a resolution awarding a construction contract to Seldon & Son for the Ramsay Park Nature/Family Center Tenant Improvements Project No. CB-26-14794 in the amount of $1,448,400, and authorize and direct City Manager to execute the same .

BACKGROUND:

The bidding process for the Ramsay Park Nature/Family Center Tenant Improvements Project No. CB-26- 14794 has been completed, bids have been tabulated, and Council action is needed to award the construction contract.

DISCUSSION:

The plans and specifications for the Ramsay Park Nature/Family Center Tenant Improvements Project No.

CB-26-14794 were approve for bidding by City Council on February 10, 2026 in Resolution 19-26 (CM).

Bids were received through the City’s electronic sealed bids were due by 2:00pm April 14, 2026 on the City’s bidding portal, and publicly opened, tabulated, and evaluated.

The results of the bids are as follows:

2 Bidder Name Base Bid Add Alternates Total Bid
Seldon & Son $1,403,800 $44,600 $1,448,400
C2 Builders, Inc. $1,450,000 $49,000 $1,499,000
CWS Construction Group $1,495,000 $107,000 $1,602,000
Strawn Construction, Inc. $2,205,000 $125,000 $2,330,000 Listed Subcontractors:

Seldon & Son C2 Builders CWS Construction Group Strawn Construction

1. Parc Environmental
– Abatement/Demo

2. Andy’s Roofing
Company – Roofing

3. Brady West – Metal
Stud
Framing/Drywall

4. California Tile
Installers – Ceramic
Tile

5. Pro Spectra – Floor
Covering

6. WM B Saleh
Painting – Painting

7. JD Specialties –
Toilet Partitions

8. Johnson Electronics
– Fire Alarm

9. Marquee Fire
Protection – Fire
Protection

10. Geo H Wilson –
Plumbing

11. ESCO Electric -
Electrical

1. RMV Electric –
Electrical

2. AC Fire Protection
– Sprinklers

3. Airtec Service -
Mechanical

1. Coastwide
Environmental –
Demo

2. WM B Saleh Painting
– Painting

3. Westech Roofing –
Roofing

4. Marquee Fire
Protection – Fire
Sprinklers

5. Brady West – Metal
Framing/Drywall

6. Pro Spectra – Tile &
Flooring

7. American Sheet
Metal Partition –
Bathroom
Accessories

8. Geo H. Wilson –
HVAC/Plumbing

9. SCC Electrical -
Electrical

1. Maeque – Fire
Sprinklers

2. Geo H. Wilson –
Plumbing/HVAC

3. Golden State –
Toilet Accessories

4. Coastwide - Demo

5. Waterproofing
Associates -
Roofing

6. Cal Tile – Ceramic
Tile

7. JM Electric –
Electrical

8. Pro Spectre –
Flooring

9. Primal - Painting
The engineer’s estimate for the project was $1.6 million. Seldon & Son was determined to be the lowest responsive, responsible bidder. Staff therefore recommend awarding both the base bid and all add alternates in the total amount of $1,448,400 to Seldon & Son for the construction of the Ramsay Park Nature/Family Center Tenant Improvements Project No. CB-26-14794.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION:

Under the California Environmental Quality Act (CEQA), this project is exempt in accordance with CEQA Guidelines Section 15301 CE Class 1(a) because it involves interior and exterior alterations of an existing building including interior partitions, plumbing, and electrical, and the occupancy of the new use would

3 not exceed the equivalent occupancy of the former use; as well as exempt under Class 1(d) because it involves the restoration or rehabilitation of deteriorated or damaged structures, facilities, and mechanical equipment to meet current standards of public health and safety which were not caused by an environmental hazard such as earthquake, landslide or flood.

STRATEGIC PLAN:

This project is consistent with strategic plan goals:

Community Engagement & Well-being
Infrastructure & Environment
FINANCIAL IMPACT:

This project is planned in the Measure R Fund, and there is sufficient budget available in budget account 975-7851-14794 to cover the cost of the construction contract (base bid plus add alternates) in the total amount of $1,448,400.

ALTERNATIVE ACTION:

No reasonable alternatives are known at this time. This project will convert half of the existing Family Center building into the new Nature Center that will serve as an asset to educating the community on environmental and conservation goals of the City.

ATTACHMENTS AND/OR REFERENCES (IF ANY):

None.

Reso No. (CM)
Meeting Date: 042826 SWZ ______ TV ______ PCS ______
1 RESOLUTION NO.__________ (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

WATSONVILLE AWARDING CONSTRUCTION CONTRACT TO

SELDEN & SON, A CORPORATION, FOR THE RAMSAY PARK
NATURE/FAMILY CENTER TENANT IMPROVEMENT PROJECT, NO.

CB-26-14794, IN THE AMOUNT OF $1,448,400 TO BE PAID FROM THE MEASURE R FUND; AND AUTHORIZING THE CITY MANAGER TO

EXECUTE SAME
WHEREAS, on February 10, 2026, the City Council adopted Resolution No. 19-26 (CM) approving plans and specifications and authorizing the call for bids for the Ramsay Park Nature/Family Center Tenant Improvements Project; and WHEREAS, pursuant to Title 7, Chapter 14 of the City of Watsonville Municipal Code, the City issued a notice inviting bids and electronic bids were received for the project; and
WHEREAS, bids that were submitted by the deadline were publicly opened live online in City’s electronic bidding procurement portal, on Tuesday, April 14, 2026, at 2:05 P.M., and later tabulated by the Purchasing Officer for the consideration of the City Manager and submission to the City Council; and
WHEREAS, the City Manager has recommended that the bid from Selden & Son, a corporation, for the Ramsay Park Nature/Family Center Tenant Improvements Project, in the amount of $1,448,400, which is the base bid plus all alternates, be accepted as the lowest responsible and responsive bidder.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:

1. This Nature/Family Center Tenant Improvements project is exempt from the requirements of the California Environmental Quality Act (CEQA) in accordance with CEQA Guidelines Section 15301 CE Class 1(a) because it involves interior and exterior

Reso No. (CM)
Meeting Date: 042826
2 alterations of an existing building including interior partitions, plumbing, and electrical, and the occupancy of the new use would not exceed the equivalent occupancy of the former use; as well as exempt under Class 1(d) because it involves the restoration or rehabilitation of deteriorated or damaged structures, facilities, and mechanical equipment to meet current standards of public health and safety which were not caused by an environmental hazard such as earthquake, landslide or flood.

2. That the construction contract is hereby awarded to Selden & Son, a corporation, for the Ramsay Park Nature/Family Center Tenant Improvements Project, in the amount of $1,448,400.

3. That the City Manager is hereby authorized and directed to execute said construction contract for and on behalf of the City of Watsonville, with minor revisions that may be approved by the City Manager and the City Attorney. ********************************

REVISED
Reso No. (CM)
Meeting Date: 042826 SWZ ______ TV ______ PCS ______
1 RESOLUTION NO.__________ (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

WATSONVILLE AWARDING CONSTRUCTION CONTRACT TO

SELDEN & SON, A CORPORATION, FOR THE RAMSAY PARK
NATURE/FAMILY CENTER TENANT IMPROVEMENT PROJECT, NO.

CB-26-14794, IN THE AMOUNT OF $1,448,400 TO BE PAID FROM THE MEASURE R FUND; AND AUTHORIZING THE CITY MANAGER TO

EXECUTE SAME
WHEREAS, on February 10, 2026, the City Council adopted Resolution No. 19-26 (CM) approving plans and specifications and authorizing the call for bids for the Ramsay Park Nature/Family Center Tenant Improvements Project; and WHEREAS, pursuant to Title 7, Chapter 14 of the City of Watsonville Municipal Code, the City issued a notice inviting bids and electronic bids were received for the project; and
WHEREAS, bids that were submitted by the deadline were publicly opened live online in City’s electronic bidding procurement portal, on Tuesday, April 14, 2026, at 2:05 P.M., and later tabulated by the Purchasing Officer for the consideration of the City Manager and submission to the City Council; and
WHEREAS, the City Manager has recommended that the bid from Selden & Son, a corporation, for the Ramsay Park Nature/Family Center Tenant Improvements Project, in the amount of $1,448,400, which is the base bid plus all alternates, be accepted as the lowest responsible and responsive bidder.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:

1. This Nature/Family Center Tenant Improvements project is exempt from the requirements of the California Environmental Quality Act (CEQA) in accordance with CEQA Guidelines Section 15301 CE Class 1(a) because it involves interior and exterior

Reso No. (CM)
Meeting Date: 042826
2 alterations of an existing building including interior partitions, plumbing, and electrical, and the occupancy of the new use would not exceed the equivalent occupancy of the former use; as well as exempt under Class 1(d) because it involves the restoration or rehabilitation of deteriorated or damaged structures, facilities, and mechanical equipment to meet current standards of public health and safety which were not caused by an environmental hazard such as earthquake, landslide or flood.

2. That the construction contract is hereby awarded to Selden & Son, a corporation, for the Ramsay Park Nature/Family Center Tenant Improvements Project, in the amount of $1,448,400, in the form on file in the Office of the City Clerk.

3. That the City Manager is hereby authorized and directed to execute said construction contract for and on behalf of the City of Watsonville, with minor revisions that may be approved by the City Manager and the City Attorney. ********************************

1 CITY COUNCIL AGENDA REPORT
MEETING DATE: Tuesday, April 28, 2026
TO: CITY COUNCIL
WRITTEN BY: SOLID WASTE DIVISION MANAGER SMITH
RECOMMENDED BY: INTERIM PUBLIC WORKS & UTILITIES DIRECTOR GREEN APPROVED BY: TAMARA VIDES, CITY MANAGER
SUBJECT: APPROVE SOLE SOURCE PURCHASE OF RESIDENTIAL CARTS FROM OTTO ENVIRONMENTAL SYSTEMS NORTH AMERICA, INC., IN AN AMOUNT NOT TO EXCEED $550,000 FOR A FIVE (5) YEAR TERM
RECOMMENDATION:

It is recommended the City Council adopt a resolution approving sole source purchase with Otto Environmental Systems North America, Inc., a corporation, for residential carts, in an amount not to exceed $550,000 for a five (5) year term.

BACKGROUND:

The Solid Waste Division is responsible for servicing and collecting residential materials, such as garbage, recyclables, and organics, while maintaining an inventory of carts and containers for repairing, replacing, and delivering new cart requests. The City has standardized Otto Environmental Systems to allow cart uniformity across the City and ease of repairs for replacement parts, requiring the approval of a sole source purchase order.

DISCUSSION:

The majority of the city’s residential carts are from Otto Environmental Systems, with the remaining existing carts from other manufacturers carts planned to be replaced with the standard Otto carts as they reach end of life and require replacement. It is important to standardize on one manufacturer because it allows cost savings and efficient customer service in the ability to utilize uniform spare parts like lids, wheels and axels without needing to replace an entire cart or stock duplicate parts from multiple manufacturers. Once a manufacturer is selected, the spare and replacement parts fit exclusively on that manufacturer’s brand of carts.

2 The City’s municipal code allows an exception to formal competitive bidding requirements for purchases exceeding $100,000 under Article 4 of Chapter 5 (Purchasing Procedures) of Title 3 (Finance) of the Watsonville Municipal Code. The specific exemption is subdivision (c) of Section 3-5.210 “equipment, supplies or nonprofessional services are unique, available only from one (1) source, or sought to match existing equipment or supplies already in use (also known as a sole source purchase)” and also under subdivision d) “Equipment, supplies or nonprofessional services have been uniformly adopted or otherwise standardized in the City. Otto Environmental Systems was selected as the standardized manufacturer due to their high quality and durable product at fair market value who often have a history of being the lowest priced cart vendor for the City’s specific needs.

Staff therefore recommends that Otto Environmental Systems be approved as a sole source vendor for the solid waste division carts, and that City Manager be directed to execute a purchase order, in an amount not to exceed $550,000 for five years ($110,000 annually). This will enable the City to control costs on repairs and replacements with standard uniform equipment and provide consistent, efficient service to customers.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION:

This action is exempt from the requirements of the California Environmental Quality Act (CEQA) in accordance with CEQA Guidelines Section 15378(b)(5), in that entering into an agreement for the purchase of residential carts does not meet CEQA's definition of a “project,” because the action does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, and because the action constitutes organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment and if a “project,” is exempt under the “common sense” exception (14 Cal.

Code Regs. § 15061(b)(3)) because it can be seen with certainty that there is no possibility that this action may have a significant effect on the environment.

STRATEGIC PLAN:

This recommendation is consistent with the following Strategic Goal(s):

Efficient and Well-performing Government
Infrastructure & Environment
FINANCIAL IMPACT:

The amount of this purchase, $550,000 during the five-year period term, will be funded from the Solid Waste Fund. There are sufficient funds in budget account 0740-570-7559 for an annual purchase order amount of $110,000 over the proposed five year term.

ALTERNATIVE ACTION:

3 Though not recommended by staff, Council could elect not to approve the sole source purchase order to continue utilizing a standard cart brand.

ATTACHMENTS AND/OR REFERENCES:

None.

Reso No. (CM)
Meeting Date: 042826 SWZ ______ TV ______ PWU ______
1 RESOLUTION NO. __________ (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

WATSONVILLE APPROVING SOLE SOURCE PURCHASE ORDER
WITH OTTO ENVIRONMENTAL SYSTEMS NORTH AMERICA, INC., A

CORPORATION, FOR THE PURCHASE OF RESIDENTIAL CARTS, IN
AN AMOUNT NOT TO EXCEED $550,000 FOR A TERM OF 5 YEARS;

AND AUTHORIZING AND DIRECTING CITY MANAGER TO EXECUTE

PURCHASE ORDER (FUNDED FROM SOLID WASTE FUND)
WHEREAS, competitive bidding requirements for the purchase of supplies, equipment and non-personal contractual services and the sale of personal property are set forth in Chapter 5 of Title 3 of the Municipal Code; and WHEREAS, subdivision (c) of § 3-5.210 exempts from the competitive bidding requirements for the purchase of supplies and materials which are unique, available only from one source, or sought to match existing equipment or supplies already in use (also known as a sole source purchase); and
WHEREAS, the city currently has a majority of existing residential carts standardized to Otto Environmental Systems North America, Inc. carts, and has spare parts including lids, wheels and axels that fit exclusively on Otto brand carts in stock.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:

1. This action is exempt from the requirements of the California Environmental Quality Act (CEQA) in accordance with CEQA Guidelines Section 15378(b)(5), in that entering into an agreement for purchase of residential carts does not meet CEQA's definition of a “project,” because the action does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, and because the action constitutes organizational or

Reso No. (CM)
Meeting Date: 042826 2
administrative activities of governments that will not result in direct or indirect physical changes in the environment and if a “project,” is exempt under the “common sense” exception (14 Cal. Code Regs. § 15061(b)(3)) because it can be seen with certainty that there is no possibility that this action may have a significant effect on the environment.

2. The Council finds that the purchase of residential carts is available from one source that meets the needs of the city (also known as a sole source purchase).

3. This purchase is exempt from the purchasing procedures of Chapter 5 of Title 3 of the Municipal Code as a sole source purchase under subdivision (c) of § 3-5.210 of the Municipal Code.

4. That the Council hereby approves the purchase of residential carts from Otto Environmental Systems North America, Inc., a corporation, in an amount not to exceed $550,000 for a term of five (5) years.

5. That the City Manager is hereby authorized and directed to execute said purchase for and on behalf of the City of Watsonville with minor revisions that may be approved by the City Manager and the City Attorney.
********************************

1 Reso No. (CM)
Meeting Date: 04/28/26
RESOLUTION NO. (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE

APPOINTING ARASELI CAMPOS TO THE CITY OF WATSONVILLE

PARKS AND RECREATION COMMISSION
[DISTRICT 1]
WHEREAS, Section 911 of the City Charter established a seven member Parks and Recreation Commission with specific powers and duties; and WHEREAS, Section 902 of the Charter of the City of Watsonville authorizes each member of the Council to appoint one member to each City board or commission subject to approval by resolution of the Council adopted by at least four (4) affirmative votes.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:

1. Adopting a Resolution appointing a member to the Parks and Recreation Commission does not meet CEQA's definition of a “project,” because the action does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

2. That Council Member Montesino hereby nominates Araseli Campos for appointment to the Parks and Recreation Commission (expires December 2028), representing District 1.

3. That the Council hereby approves such appointment.

4. That the City Clerk is hereby directed to transmit a copy of this resolution to the newly appointed member and to the Secretary of the Parks and Recreation Commission.
********************************

1 Ord No. (CM)
Meeting Date:04/28/26
ORDINANCE NO. FINAL ADOPTION (CC)

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
WATSONVILLE AMENDING CHAPTER 14-16 (DISTRICT
REGULATIONS) WITHIN TITLE 14 (ZONING) OF THE WATSONVILLE

MUNICIPAL CODE TO CONDITIONALLY PERMIT COMMERCIAL USES

ON PARCELS ZONED PUBLIC FACILITIES (PF) AND LOCATED IN THE DOWNTOWN WATSONVILLE SPECIFIC PLAN AREA; AND FINDING

THE ACTION EXEMPT FROM REVIEW UNDER THE CALIFORNIA

ENVIRONMENTAL QUALITY ACT (CEQA) PURSUANT TO CEQA
GUIDELINES SECTION 15061(B)(3)
WHEREAS, Watsonville Municipal Code (WMC) Chapter 14-16 regulates uses and development in specific zoning districts in the City; and WHEREAS, WMC § 14-16.802 identifies uses within the Public Facilities (PF) and Institutional (N) zoning districts that are permitted by right, subject to design review, require an Administrative Use Permit with Design Review approval, require a Special Use Permit with Design Review approval, require approval of a Temporary Use Permit, or are prohibited; and
WHEREAS, the PF zoning district only permits aviation-related commercial uses on the Watsonville Municipal Airport property; and
WHEREAS, no other commercial uses are permitted on parcels zoned PF in any other area of the city; and
WHEREAS, providing a permitting pathway for commercial tenants to occupy vacant tenant spaces in existing buildings on parcels zoned PF in the Downtown Watsonville Specific Plan (DWSP) area supports the City Council Strategic Plan goal of economic development and multiple General Plan goals, policies, and implementation measures related to employment opportunities and revitalization of the City’s commercial core; and

2 Ord No. (CM)
Meeting Date:04/28/26
WHEREAS, City Staff reviewed the project under the California Environmental Quality Act (CEQA) and determined that the project qualifies for a common sense exemption under California Code of Regulations Title 14, §15061(b)(3) because the proposed zoning text amendment does not have the potential for causing a significant impact on the environment and it can be seen with certainty that there is no possibility that the amendment may have a significant effect on the environment; and WHEREAS, on April 7, 2026, the Planning Commission held a duly noticed public hearing to review the proposed Zoning Code Text Amendments, at which time during the hearing, members of the public were given an opportunity to testify regarding the proposed amendments; and
WHEREAS, the Planning Commission considered all evidence received, both oral and documentary, and adopted Resolution No. 03-26 (PC) recommending that the City Council adopt an ordinance amending Chapter 14-16 (District Regulations) of Title 14 (Zoning) of the Watsonville Municipal Code; and
WHEREAS, notice of time and place of the City Council hearing to consider the zoning code text amendment was given as required by law and a public hearing was held according to Part 9: Public Hearing Notice Provisions of Chapter 14-10: Administration and Procedure of the WMC; and
WHEREAS, on April 14, 2026, the Council held a duly noticed public hearing to review the proposed Zoning Code Text Amendments, at which time during the hearing members of the public were given an opportunity to testify regarding the proposed Zoning Code Text Amendments; and
WHEREAS, the City Council has considered all evidence received, both oral and documentary, and the matter was submitted for decision.

3 Ord No. (CM)
Meeting Date:04/28/26

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

SECTION 1: RECITALS
The foregoing recitations are true and correct and are hereby incorporated into this Ordinance.

SECTION 2: ENACTMENT

1. The City Council adopts an ordinance amending Chapter 14-16 (District Regulations) of Title 14 (Zoning) of the Watsonville Municipal Code, attached hereto as Exhibit A, to conditionally permit commercial uses on parcels zoned Public Facilities (PF) and located in the Downtown Watsonville Specific Plan area.

2. The City Council finds that the proposed zoning code text amendments are consistent with the purposes of the General Plan and Municipal Code as set forth in Exhibit B, which is attached hereto and incorporated herein by this reference.

SECTION 3: CEQA
The City Council determined that the proposed Zoning Code Text Amendments are exempt from review under the California Environmental Quality Act (CEQA) under the common sense exemption under CEQA Guidelines Section 15061(b)(3) as it can be seen with certainty that there is no possibility that the amendments to the Zoning Code would have significant effects on the environment because no actual physical project is being proposed at this time.

SECTION 4: PUBLICATION
This ordinance shall be published in the Watsonville Register-Pajaronian and/or Santa Cruz Sentinel in compliance with the provisions of the Charter of the City of Watsonville.

4 Ord No. (CM)
Meeting Date:04/28/26
SECTION 5: EFFECTIVE DATE
This ordinance shall take effect thirty (30) days after its final adoption. ***************************************

5 Ord No. (CM)
Meeting Date:04/28/26
CITY OF WATSONVILLE EXHIBIT “A”

PLANNING COMMISSION
Chapter 14-16

DISTRICT REGULATIONS
Part 8: PF – Public Facilities and N – Institutional Districts 14-16.802 Permitted, development permitted, and Special Use Permit uses (Table).

The following list represents those uses, subject to the provisions of this title, in the Public Facilities (PF) and the Institutional (N) zones that are permitted by right (P), subject to Design Review (D), require an Administrative Use Permit with Design Review approval (AUP), require a Special Use Permit with Design Review approval (SUP), require an approval of a Temporary Use Permit (TUP), or are prohibited (X).

Any other use or service establishment determined by the Zoning Administrator to be of the same general character as the foregoing permitted uses, which will not impair the present or potential use of adjacent properties, shall be permitted. If the Zoning Administrator determines that the proposed use is more in character with the conditional uses for this zone, then either an AUP or SUP shall be required to be processed.

Uses (See Section 14-

16.803 for use
descriptions)
PF N
(a) Institutional and
uses of community
significance
(1) Cemetery SUP SUP
(2) Churches and other
places of worship
X SUP
(3) Clinics and
rehabilitation facilities
(public/nonprofit)

SUP SUP
(4) Community center
and related facilities
(public/nonprofit)

AUP AUP
(5) Daycare center
(public/nonprofit/private)

AUP AUP
(6) Educational facility
(public/private)
SUP SUP*

6 Ord No. (CM)
Meeting Date:04/28/26
Uses (See Section 14-

16.803 for use
descriptions)
PFN
(7) Galleries and
museums
(public/nonprofit)
D AUP
(8) Large group care or
group home
(public/private/nonprofit)
X SUP
(9) Hospital
(public/nonprofit/private)
X SUP
(10) Judicial center with
or without jail facilities

SUP/AUP X/X
(11) Nursing,
convalescent and
residential care facility
(public/nonprofit)
X AUP
(12) Post office* AUP AUP
(13) Use of community
significance

SUP SUP
(b) Lodging uses
(1) Campground
(public)
SUPX
(2) Conference center SUPX
(c) Government
buildings
(1) Government offices
(local/state/federal)
DX
(2) Nonprofit
organization offices

AUP AUP
(3) Fire/Paramedic
Station
DX
(4) Library (public)DX
(d) Recreation uses
(1) Equestrian facility SUPX
(2) Golf course SUPX
(3) Membership club or
hall
D SUP

7 Ord No. (CM)
Meeting Date:04/28/26
Uses (See Section 14-

16.803 for use
descriptions)
PFN
(4) Outdoor recreation
with lighted facilities

D/AUP AUP/SUP
(5) Park or playfield with
lighted facilities

D/AUP AUP/SUP
(6) Public Recreation
Center
D SUP
(e) Residential uses
(1) Affordable housing
project (multi-family,
rental)
SUPX
(2) Caretaker’s
residence

AUP AUP
(3) Emergency shelterPP
(4) Rectory/minister’s
residence
X AUP
(5) Transitional housing AUPX
(f) Transportation uses
(1) Airport (airfield
modifications)
DX
(2) Airport support
(terminal expansion)
DX
(3) Aviation commercial
(airport access)
AUPX
(4) Aviation
noncommercial
(hangars and taxiways)
DX
(5) Aviation compatible
(research park
improvements)
SUPX
(6) Helistop SUPX
(7) Mass transit center AUPX
(8) Park and ride facilityD AUP
(9) Parking structure or
parking lot (primary
use)
DX

8 Ord No. (CM)
Meeting Date:04/28/26
Uses (See Section 14-

16.803 for use
descriptions)
PFN
(10) Terminal and
passenger service
facility
AUPX
(g) Utility and public
service uses
(1) Electrical power
substation
AUPX
(2) Public or quasi-
public facility other than
listed

AUP AUP
(3) Public safety
telecommunication
facility
DX
(4) Sewage or water
transmission lines
PX
(5) Telecommunications
site —
Telecommunications
site exceeding height
limit of district

AUP/SUP AUP/SUP
(6) Utility service facilityPX
(7) Water tank, water
treatment facility or
sewer lift station
DX
(8) Telecommunications
facilities
SUPX
(h) Accessory uses
(1) Accessory outside
storage
D AUP
(2) Accessory structureDD
(3) Shipping containersDD
(4) Satellite earth
station antennas
PP
(i) Temporary uses
(1) Emergency
noncommercial
TUPX

9 Ord No. (CM)
Meeting Date:04/28/26
Uses (See Section 14-

16.803 for use
descriptions)
PF N
telecommunications
facility
(2) Temporary batch
plant
TUP X
(3) Temporary
construction office
and/or yard

TUP TUP
(4) Temporary dwelling
unit

TUP TUP
(j) DWSP Commercial
Uses
AUP X
*State or Federal facilities not subject to City of Watsonville Review except as leasehold project.

Key:

D — Requires Design Review
SUP — Requires Special Use Permit with Design Review
X — Prohibited
AUP — Requires Administrative Use Permit with Design Review TUP — Temporary Use Permit
P — Principally Permitted (may require a Building Permit) (Ord. 1156-03 C-M, eff. May 22, 2003, as amended by § 1, Ord. 1373-18 (CM), eff.

October 11, 2018, and § 2(3) (Exh. A), Ord. 1481-25 (CM), eff. October 9, 2025) 14-16.802.1 Accessory uses.

The following uses are only permitted with an Administrative Review Permit if a primary residential unit is provided or present on the site:

DLU 02 Accessory dwelling unit
02 Junior accessory dwelling
unit
(§ 2(3) (Exh. A), Ord. 1481-25 (CM), eff. October 9, 2025) 14-16.803 Use regulations.
(a) Institutional and uses of community significance.
(1) Cemetery.

10 Ord No. (CM)
Meeting Date:04/28/26
(i) Definition: A place designated for the burial or retention of the remains of the dead whether human or animals, including crematories, mausoleums, and columbariums operated within the boundaries of the cemetery.
(ii) Parking requirements: To be determined through a Use Permit.1 (iii) Loading requirements: To be determined through a Use Permit.1 (iv) Additional provisions: This use shall provide proof of having obtained and of having maintained, as may be periodically requested by the City, all applicable local, State, and Federal permits. (2) Churches and other places of worship.
(i) Definition: A facility principally used for people to gather together for public worship, religious training, or other religious activities. (ii) Parking requirements: One space per four (4) seats feet in the worship area, plus any parking required for accessory uses.1 (iii) Loading requirements: None.1
(iv) Additional provisions:
(aa) The structure height limitations of this code shall not apply to church spires, belfries, or cupolas;
(bb) One single-family dwelling used to house a church official and family is considered customary and incidental as a part of this use.
(cc) Daycares subject to an Administrative Use Permit.
(dd) Schools subject to a Special Use Permit.
(3) Clinics and rehabilitation facilities (public/nonprofit). (i) Definition: An establishment where patients are admitted for study/treatment by two (2) or more medical professionals. (ii) Parking requirement: One space per three (3) service units/beds plus one space per two (2) employees or one space per two hundred (200) square feet of area whichever is greater.1
(4) Community facility.
(i) Definition: A facility for a use of community significance, public or quasi-public, where public services or information is provided on a nonprofit basis, including but not limited to government offices, senior centers, meeting rooms, family counseling or family help centers, and police substations.
(ii) Parking requirements: One space per two hundred and fifty (250) square feet of office area, meeting rooms thirty percent (30%) of maximum occupancy, or as determined by Design Review.1
(iii) Loading requirements: To be determined through Design Review. (5) Day care center (public/nonprofit).
(i) Definition: A facility providing less than twenty-four (24) hour care or supervision for fourteen (14) or more persons who are not related by blood, marriage, or adoption to the owner, operator, or manager. Such facility may operate by day or night, with or without compensation for such care, and with or without a stated educational purpose. (ii) Parking requirements: One space for every eight (8) persons plus one space per employee.1

11 Ord No. (CM)
Meeting Date:04/28/26
(iii) Additional provisions:
(aa) This use shall provide proof of having obtained and of having maintained, as may be periodically requested by the City, all applicable local, County, State and Federal permits.
(6) Educational facility (public/private).
(i) Definition: Buildings and uses for public or private educational or research activities associated with an academic institution which has a curriculum for technical, vocational training, or higher education. (ii) Parking requirements:1
(aa) Elementary or junior high school, one space per employee plus one space for every twenty (20) students of school design capacity.
(bb) High school, one space per employee plus one space for every seven (7) students of school design capacity.1
(7) Galleries and museums (public/nonprofit).
(i) Definition: A place offering or displaying artistic works, decorative objects or the like for public viewing or sale.
(ii) Parking requirements: three (3) parking spaces plus one space per eight hundred (800) square feet of floor space.1
(8) Large group care or group home (public/private/nonprofit). (i) Definition: A facility which provides twenty-four (24) hour care or supervision of more than twelve (12) persons who are not related by blood, marriage, or adoption, to the owner, operator, or manager, and who do not meet the definition of a family. A group care or foster home may be operated by a public, nonprofit, or private agency. This definition includes halfway houses and drug or alcohol rehabilitation facilities for any number of persons, with or without twenty-four (24) hour care or supervision,
(ii) Parking requirements: One-half (0.5) parking spaces per bed or one and one-quarter (1.25) parking spaces per living unit, whichever is greater.1
(iii) Additional provisions:
(aa) This use shall provide proof of having obtained and of having maintained, as may be periodically requested by the city, all applicable local, State, and Federal permits;
(9) Hospital (public/nonprofit/private).
(i) Definition: An institution where people are given medical attention and treatment including but not limited to related facilities such as laboratories, outpatient clinics, and staff offices on primarily an inpatient basis.
(ii) Parking requirements: One space per two (2) patient beds plus one per employee on shift with maximum personnel.1
(iii) Loading requirements: One loading space for ten thousand (10,000) or more square feet of floor area.
(iv) Setbacks: Minimum setback of thirty (30), feet from any residential district.

12 Ord No. (CM)
Meeting Date:04/28/26
(v) Additional provisions: This use shall provide proof of having obtained and of having maintained, as may be periodically requested by the City, all applicable local, State, and Federal permits. (vi) Helipads: Helipads shall be allowed for hospitals as long as they are setback a minimum of two hundred (200) feet from residential uses and they do not include support facilities such as refueling or similar use.
(10) Judicial center with or without jail facilities.
(i) Definition: Buildings used for courtrooms, police stations, jails, and accessory offices.
(ii) Parking requirements: To be determined through a Special Use Permit.1
(iii) Loading requirements: To be determined through a Special Use Permit.
(11) Nursing, convalescent and residential care facility (public/nonprofit). (i) Definition: A facility which provides twenty-four (24) hour residential care to persons who are not related by blood, marriage, or adoption to the owner, operator, or manager of the facility. A nursing, convalescent, or residential care facility provides some level of skilled nursing or medical service to the residents.
(ii) Parking requirements: One parking space per five (5) patient beds plus one per each two (2) employees.1
(iii) Loading requirements: To be determined by Use Permit (iv) Additional provisions: This use shall provide proof of having obtained and of having maintained, as may be periodically requested by the City, all applicable local, State, and Federal permits. (12) Post office.
(i) Definition: A facility owned and/or operated by the United States Postal Service where public mailing services, including distribution and delivery of mail, are provided.
(ii) Parking requirements: One space per three hundred (300) square feet of gross floor area over four thousand (4,000) square feet plus one per post office vehicle and one per three (3) employees.1 (iii) Loading: a minimum of two (2) loading spaces shall be provided and one additional loading space per each twenty thousand (20,000) square feet of building area.
(13) Use of community significance.
(i) Definition: A use determined to have significant historic cultural, economic, social, or environmental value to the City, which does not conform to the use regulations of the district in which the use is located as a result of either the adoption or amendment of this Code, and which cannot be made conforming through any other
discretionary review process under this Code.
(ii) Parking requirements: To be determined through Use Permit.1 (iii) Loading requirements: To be determined through Use Permit. (iv) Additional provisions: The creation of murals falls within this definition.

13 Ord No. (CM)
Meeting Date:04/28/26
(b) Lodging uses.
(1) Campground (public).
(i) Definition: An area of land where accommodations for occupation on a transient basis are located or may be placed. This includes tents and recreational vehicles.
(ii) Parking requirements: One parking space per tent or recreational vehicle space.
(2) Conference center.
(i) Definition: An indoor overnight facility, including either a single building or multi-building complex with or without individual kitchens, which serves as a destination point for visitors, which includes conference facilities.
(ii) Parking requirements: One and one-half (1.5) spaces per room or two (2) spaces per cabin, plus one space per two hundred (200) square feet of meeting room(s).1
(iii) Loading requirements: To be determined through Use Permit. (iv) Additional provisions: Guest residency is limited to a transient basis. (c) Government Buildings.
(1) Government offices (public).
(i) Definition: A building/office used by Federal, State, County or City government agencies or an instrumentality thereof.
(ii) Parking requirements: One space per five hundred (500) square feet of floor area, or as determined by Design Review based on the type of use.1
(2) Nonprofit organization offices.
(i) Definition: Buildings or offices used by an Internal Revenue Service (IRS) designated 501 3(c) entity. This use does not include medical/clinic facilities or other specific uses identified in this chapter where run by a non profit entity.
(ii) Parking requirement: One space per five hundred (500) square feet of floor area or as determined by Design Review.1
(3) Fire/Paramedic Station.
(i) Definition: A facility operated by a municipality, fire district, department, or private company which houses fire and paramedic equipment and may be used for the housing of personnel. (ii) Parking requirements: To be determined through Design Review.1 (4) Library (public).
(i) Definition: Buildings used for public access to books, computers and other publications.
(ii) Parking: Ten (10) spaces plus one per each four hundred (400) square feet of floor area over five thousand (5,000) square feet.1 (iii) Loading: To be determined through the Design Review process. (iv) Other standards: To be determined through the Design Review process.
(d) Recreation uses.
(1) Equestrian facility.

14 Ord No. (CM)
Meeting Date:04/28/26
(i) Definition: A public or commercial facility for horse training, horse boarding, competitive equestrian events, rentals, sales and lessons. (ii) Parking requirements: Determined through Design Review.1 (iii) Additional provisions:
(iv) Setback requirements:
(aa) Structures intended or designed to house animals shall be located a minimum of fifty (50) feet from all lot lines. (bb) Outdoor lighting of facility requires Use Permit approval. (2) Golf course.
(i) Definition: A recreational facility primarily used for the purpose of playing golf, but which may include accessory eating and drinking areas, retail sales areas, locker rooms and staff offices. The use includes stand-alone driving ranges, miniature golf and “pitch and putt” facilities.
(ii) Parking requirements: four (4) spaces per hole, plus as required for accessory uses including but not limited to pro shops and restaurants.

One and one-half (1.5) space per miniature hole or driving range station.1
(3) Membership club or hall.
(i) Definition: A facility, including associated eating, drinking, and recreational facilities, owned or operated by a group of people organized for a common social, educational, service, or recreational purpose. These clubs are usually characterized by certain membership qualifications, payment of fees or dues, regular meetings, a constitution, and bylaws.
(ii) Parking requirements: One space per three hundred (300) square feet of floor area.1
(4) Outdoor recreation, for day use or with lighted fields. (i) Definition: An area or facility which offers entertainment, recreation, or games of skill for a fee where any portion of the activity takes place outside. This includes but is not limited to a rifle range, boating facility, or tennis facility.
(ii) Parking requirements: As established through Title 9, Part 12 (Public and Quasi-Public Open Centers) standards and Design Review.1 (5) Park or playfield, for day use or with lighted facilities. (i) Definition: A recreational area providing parks and playfields. This includes publicly-owned and commonly-owned recreational facilities such as playgrounds, parks, game courts, swimming pools, and playing fields.
(ii) Parking requirements: As established through Title 9, Part 12 (Public and Quasi-Public Open Centers) standards and Design Review or planned development.1
(6) Public recreation center.
(i) Definition: A publicly-owned area providing indoor recreational facilities such as multi-purpose rooms, basketball courts, training facilities.

15 Ord No. (CM)
Meeting Date:04/28/26
(ii) Parking requirements: As established through Title 9, Part 12 (Public and Quasi-Public Open Centers) standards and Design Review or planned development.1
(e) Residential uses.
(1) Affordable housing project (multi-family, rental).
(i) Definition: Two (2) or more rental dwelling units which are restricted in rental rates so as to meet the definition of affordable of the City or Redevelopment Agency.
(ii) Parking requirements: One and a half (1.5) spaces per unit for up to three (3) bedrooms; two (2) spaces per unit for four (4) or more bedrooms. Additionally, one additional guest space shall be provided per eight (8) bedrooms.1
(iii) Density and Development Standards: Affordable housing developed under these provisions shall follow the RM-2 district regulations and minimum net land area standards.
(2) Caretaker’s residence.
(i) Definition: An accessory structure intended to house an individual and immediate family who is principally employed by the principal use to provide maintenance, security or other services directly related to the facility.
(ii) Parking requirements: Two (2) dedicated spaces per unit.1 (iii) Additional provisions: There may be no more than one caretaker’s residence per facility.
(3) Emergency shelter.
(i) Definition: Housing with minimal supportive services for homeless persons that is limited to occupancy of six (6) months or less by a homeless person. No individual or household may be denied emergency shelter because of an inability to pay.
(ii) Parking requirements: As determined by Chapter 14-43. (iii) Development standards: As determined by Chapter 14-43. (4) Rectory/minister’s residence.
(i) Definition: Primary housing facility for ministry leaders, their family and guests which are located on the premises of the place of worship. (ii) Parking requirements: Two (2) dedicated spaces per unit.1 (iii) Additional provisions: There may be no more than two (2) residences per facility.
(5) Transitional housing.
(i) Definition: A structure or facility used as housing for a period of up to twenty-four (24) months for individuals and/or families who have been displaced from their home.
(ii) Parking requirements: One space per unit if an additional 0.5 (1/2) spaces per unit is available on the street directly adjacent to the facility. Otherwise, projects shall be designed to provide one and one half (1.5) parking spaces per unit on-site.1
(iii) Development Standards: As determined by Use Permit. (f) Transportation uses.
(1) Airport (air field modifications).

16 Ord No. (CM)
Meeting Date:04/28/26
(i) Definition: Facilities/modifications to the existing air field and infrastructure necessary to support safe aircraft arrival and departure which are identified in the Watsonville Municipal Airport Master Plan including but not limited to: Instrument Landing System (ILS) improvements, runway extension, taxiway improvements allowed when a master plan is approved.
(ii) Development Standards: As outlined in a master plan and developed in conjunction with Design Review.
(2) Airport support (terminal expansion).
(i) Definition: Facilities to improve airport operations identified in the Watsonville Municipal Airport Master Plan including but not limited to:
airport administration, airport maintenance, aviation fuel facilities, pilot lounge and general services facilities, terminal expansion, and aircraft rescue and fire fighting facilities.
(ii) Development Standards: As outlined in Master Plan and developed in conjunction with Design Review.
(iii) Height of structures and use of airspace are specified in Chapter 4 of Title 9 of this Code.
(3) Aviation commercial (airport access).
(i) Definition: Facilities necessary to provide area for commercial uses that serve the needs of general aviation at the airport identified in the Watsonville Municipal Airport Master Plan including but not limited to:
fixed base operator facilities involving the sale of general aviation products and services to the general public and limited service commercial facilities, such as avionics sales and repair shops, aircraft paint shops and aircraft maintenance facilities.
(ii) Development Standards: As outlined in Master Plan and developed in conjunction with Design Review.
(iii) Height of structures and use of airspace are specified in Chapter 4 of Title 9 of this Code.
(4) Aviation noncommercial (hangars and taxiways).
(i) Definition: Facilities necessary to provide area for non-commercial aircraft operators to store and service private aircraft which are identified in the Watsonville Municipal Airport Master Plan including but not limited to: new hangars, taxiways, fuel facilities. (ii) Development Standards: As outlined in Master Plan and developed in conjunction with Design Review.
(iii) Height of structures and use of airspace are specified in Chapter 4 of Title 9 of this Code.
(5) Aviation compatible (research park improvements).
(i) Definition: Facilities necessary to provide for non-aviation uses that support airport operations which are identified in the Watsonville Municipal Airport Master Plan including but not limited to automobile rental agencies, airport restaurant, motel, office park or research and development facilities.
(ii) Development Standards: As outlined in Master Plan and following the Commercial development standards within the City’s development

17 Ord No. (CM)
Meeting Date:04/28/26
codes for the specific use or as developed in conjunction with Design Review.
(iii) Height of structures and use of airspace are specified in Chapter 4 of Title 9 of this Code.
(6) Helistop.
(i) Definition: Any designated area outside of the airport used for the landing and taking off of helicopters for the purpose of picking up or discharging passengers or cargo including designated emergency medical patients. This use does not include fueling, refueling, or service facilities.
(ii) Additional provisions: This use shall provide proof of having obtained and of having maintained, as may be periodically requested by the City, all applicable local, State, and Federal permits. (iii) Helistops shall be no closer than two hundred feet (200') to any residential zone.
(7) Mass transit center.
(i) Definition: A transportation facility that serves as a transportation hub for buses, trains or other forms of mass transportation. These can be associated with Park and ride facilities.
(ii) Additional provisions: To be determined through the Use Permit process.
(8) Park and ride facility.
(i) Definition: A facility whose sole purpose is to provide parking for motor vehicles and bicycles with a connection to mass transit services or carpooling activities.1
(ii) Additional provisions: To be determined through Design Review process.
(9) Parking structure and parking lot (primary use).
(i) Definition: A structure or area the purpose of which is to allow the parking of motor vehicles, for a fee or not, as the primary use on a parcel.
(ii) Additional provisions: To be determined through the Design Review process including screening lots by landscaping from adjacent rightsof-way. (10) Terminal and passenger service facility.
(i) Definition: Establishments engaged in the operation of motor vehicle passenger service terminals including maintenance and service facilities, including bus and taxicab fleet operations. (ii) Parking requirements: Customer and employee parking at one space for every two hundred and fifty (250) square feet of office area and one space for every one thousand feet (1,000') of maintenance service area vehicles related to the operation of the terminal may not be parked in customer or employee parking areas.1
(g) Utility and public service uses.
(1) Electrical power substation.
(i) Definition: A facility operated by an electrical utility company that acts as a collection and distribution point for electricity. The facility includes

18 Ord No. (CM)
Meeting Date:04/28/26
transformers, and other equipment that reduce high voltage current and transfer it to utility lines.
(2) Public or quasi-public facility other than listed.
(i) Definition: A public or quasi-public facility other than those specified in this chapter.
(ii) Parking requirements: To be determined through Special Use Permit.1 (iii) Loading requirements: To be determined through Special Use Permit. (3) Public safety telecommunication facility.
(i) Definition: A facility owned or operated by a governmental agency or a volunteer public safety agency officially sanctioned by a government agency for that purpose, utilized for the transmission and reception of electromagnetic or electro-optic information for public safety communication uses in accordance with the provisions of Chapter 14- 35, Telecommunications Uses.
(4) Sewage or water transmission lines.
(i) Definition: Pipelines used for the transport of water (potable or nonpotable) or sewage effluent. (5) Telecommunications site.
(i) Definition: See Section 14-18.804.
(ii) Additional provisions: Comply with Chapter 14-35,
Telecommunication Uses.
(6) Utility service facility.
(i) Definition: Any electrical distribution lines, natural gas distribution lines, minor gas regulator stations, cable television lines, telegraph and telephone lines, and gathering lines, or other minor service facilities.
(ii) Additional provisions: No buildings may be associated with this use. (7) Water tank, water treatment facility or sewer lift station. (i) Definition: A water facility with a capacity of five thousand (5,000) gallons or more for purifying, supplying, and holding water, or a sewer lift station facility, each including appurtenant wells, pumps, and control buildings.
(ii) Additional Provisions: Comply with Chapter 14-35,
Telecommunications Uses.
(8) Telecommunications facilities.
(i) Definition: See Section 14-18.803.
(ii) Additional provisions: Comply with Chapter 14-35,
Telecommunication Uses.
(h) Accessory uses.

An accessory use must be a use customarily incidental to and on the same parcel as the main use. A use listed in Chapter 14-16.02 may be an accessory use if the Zoning Administrator determines that the use is customarily incidental to a main use. Except as provided in this section, an accessory use must comply with all regulations applicable to the main use.
(1) Accessory outside storage.

19 Ord No. (CM)
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(i) Definition: The outside placement, for a period of more than fortyeight (48) hours, of items which are customary and incidental to the main use of the property.
(ii) Additional provisions:
(aa) The area of placement may not exceed five (5%) percent of the lot area;
(bb) Items must be screened from the view of adjacent roadways and properties;
(cc) Accessory outdoor storage of agricultural products and operable agricultural equipment is exempt from these additional provisions;
(dd) For purposes of these regulations, recreational equipment includes motor homes, boats, and boat trailers, travel trailers, pick-up campers, tent trailers, utility trailers and similar equipment, and cases or boxes used for transporting recreation equipment, whether occupied by equipment or not. Recreation equipment must be parked or stored in a carport or in an enclosed building, or up to two (2) units may be parked behind the nearest portion of a building to the street, screened by a six foot (6') solid fence or wall provided that equipment may be parked anywhere for a time period not to exceed forty-eight (48) hours during loading or unloading. Recreational equipment must not be used for living, sleeping or housekeeping purposes when parked or stored on any lot or in any location not approved for the use.
(2) Accessory structure.
(i) Definition: A structure detached from, but located on, the same lot as the principal use, the use of which is incidental and accessory to that of the principal use, and not designed for human habitation. (ii) Additional provisions: Any accessory structure is subject to the minimum requirements of the zoning district in which it is located; however, accessory structures less than fifteen feet (15') in height from adjacent pre-developed grade may be located five feet (5') from the side or rear lot lines within the rear yard area.
(3) Shipping containers.
(i) Definition: Any enclosed container constructed of metal, wood, or other material which container was designed or patterned after structures used in containerized shipping operations used for temporary or permanent storage.
(ii) Parking requirements: None for temporary applications; at least one per three (3) container units for permanent applications as determined by Design Review.1
(iii) Additional provisions: See Section 14-10.170.
(4) Satellite earth station antennae.
(i) Definition: See Section 14-18.064(8).
(ii) Development Standards: See Chapter 14-35, Telecommunications Uses.

20 Ord No. (CM)
Meeting Date:04/28/26
(i) Temporary uses.
(1) Emergency noncommercial telecommunications facility. (i) Definition: A facility owned or operated by a governmental agency or a volunteer public safety agency officially sanctioned by a government agency for that purpose used for the transmission and reception of electromagnetic or electro-optic information for public safety communication uses. This facility may operate for a maximum of six (6) months.
(ii) Parking requirements: To be determined through the Temporary Use Permit.1
(iii) Loading requirements: To be determined through the Temporary Use Permit.
(2) Temporary batch plant.
(i) Definition: A temporary facility for mixing concrete, asphalt or similar paving materials.
(ii) Parking requirements: To be determined through the Temporary Use Permit.1
(iii) Loading requirements: To be determined through the Temporary Use Permit.
(iv) Additional provisions:
(aa) Limited to a maximum six (6) months for specific project needs; (bb) The Zoning Administrator may limit the hours of operation where the use is to be located within six hundred feet (600') of residentially zoned property.
(3) Temporary construction office and/or yard.
(i) Definition: A facility temporarily used as a construction or sales office or staging/storage area.
(ii) Parking requirements: To be determined through the Temporary Use Permit.1
(iii) Loading requirements: To be determined through the Temporary Use Permit.
(iv) Additional provisions:
(aa) Office use limited to a maximum of twelve (12) months with up to two (2) six (6) month extensions;
(bb) Storage/staging uses limited to six (6) months with up to two (2) six (6) month extensions.
(4) Temporary dwelling unit.
(i) Definition: A dwelling unit temporarily used by a watchperson during construction.
(ii) Additional provisions:
(aa) May be approved only in conjunction with the issuance of a Building Permit for a commercial project or a residential project involving construction of three (3) or more new dwelling units.
(bb) One unit per project site.
(cc) Unit must be connected to City water and sewer.
(j) DWSP Commercial Uses

21 Ord No. (CM)
Meeting Date:04/28/26
(1) For parcels with the Public Facilities (PF) zoning designation located in the Downtown Watsonville Specific Plan area, any commercial use may be allowed with an Administrative Use Permit unless prohibited elsewhere in the Watsonville Municipal Code.
(Ord. 1156-03 C-M, eff. May 22, 2003, as amended by § 1, Ord. 1373-18 (CM), eff.

October 11, 2018, and § 2(3) (Exh. A), Ord. 1481-25 (CM), eff. October 9, 2025) 1 Parking requirements established by this Code supersede those established by Title 9, Chapter 3, for specific use listed.

22 Ord No. (CM)
Meeting Date:04/28/26
CITY OF WATSONVILLE EXHIBIT “B”

PLANNING COMMISSION
ZONING CODE TEXT AMENDMENT FINDINGS (WMC § 14-12.807)
A. That the proposed amendment is consistent with the policies in the General Plan.

The proposed amendments are consistent with the following policies embodied in the General Plan as described below:
 Goal 4.3 & Policy 4.C Commercial Land Use - Revitalize the central business district and provide adequate neighborhood commercial services.

Supportive Evidence: The proposed zoning code text amendments would conditionally permit commercial uses on parcels zoned Public Facilities (PF) and located within the Downtown Watsonville Specific Plan (DWSP) area. Providing a permitting pathway for additional commercial uses in the downtown area will help revitalize the central business district.  Goal 4.6 Local Employment - Promote a variety of employment opportunities within the city providing living wage jobs to Watsonville residents. Stimulate creation of 7,500 additional jobs by 2005. Pursue opportunities for job skill training.

Supportive Evidence: The proposed zoning code text amendments would conditionally permit commercial uses on parcels zoned Public Facilities (PF) and located within the Downtown Watsonville Specific Plan (DWSP) area. New commercial uses will provide additional employment opportunities for Watsonville residents within the downtown area.  Policy 4.C.4 Visitor Commercial - The City shall plan for additional visitor-serving facilities within the central business district and in suitable locations in proximity to Highway 1.

Supportive Evidence: The proposed zoning code text amendments would conditionally permit commercial uses on parcels zoned Public Facilities (PF) and located within the Downtown Watsonville Specific Plan (DWSP) area. Building such as the City Hall building located at 275 Main Street are both centrally located and visitor-serving, with an attached parking structure (Civic Plaza Parking Garage) serving commercial uses on surrounding parcels as well as visitors to the Civic Plaza, Watsonville Public Library, and Superior Court of Santa Cruz. Therefore, permitting

23 Ord No. (CM)
Meeting Date:04/28/26
commercial uses in these locations will provide additional visitor-serving facilities within the central business district.
 Implementation Measure 4.G.2 Multiple Use - Wherever feasible and appropriate, and where the potential impacts and mitigation measures associated with mixed use can be identified and fully considered through the CEQA process, the City shall support intensification of use by combining uses on one site, e.g. residential and commercial, institutional and recreational.

Supportive Evidence: The proposed zoning code text amendments would conditionally permit commercial uses on parcels zoned Public Facilities (PF) and located within the Downtown Watsonville Specific Plan (DWSP) area. Building such as the City Hall building located at 275 Main Street already include a mix of public uses, such as Watsonville Civic Plaza, Watsonville Public Library, the Superior Court of Santa Cruz, and the Civic Plaza Parking Garage. Adding commercial uses in these locations is feasible and appropriate because it will complement and support the existing uses.

B. That the proposed amendment is compatible to the extent possible with the actual and general planned use of the adjacent properties.

Supportive Evidence: The proposed amendments conditionally permit the same commercial uses principally permitted in Downtown Core and Downtown Neighborhood zoning districts in the DWSP area. Because all of the PF parcels identified are adjacent to or within those zoning districts, they are consistent and compatible with the land use regulations identified in the DWSP, which was adopted in October 2023, and the General Plan as modified by the DWSP.

Therefore, the proposed amendment is compatible with the actual and general planned use of the adjacent properties.

AGE-FRIENDLY

WATSONVILLE
ACTION PLAN 2026-2031

A Senior Center member prepares to board the Lift
Line bus. Door‑to‑door paratransit service helps our
members stay engaged in community life.

AACCKKNNOOWWLLEEDDGGEEMMEENNTTSS

SENIOR ACTION COMMITTEE
Anna Kammer
Antonio Rivas
Araseli Campos
Christine Catanzaro
Fabian C Leonor
Gina Cole
John Hunting

CITY COUNCIL MEMBERS
Kristal Salcido, Mayor
Eduardo Montesino, Council
Member
Vanessa Quiroz-carter, Council
Member
Casey Clark, Council Member
Jimmy Dutra, Council Member
Ari Parker, Council Member
Maria Orozco, Council Member

CITY ADMINISTRATION
Tamara Vides, City Manager
Nick Calubaquib, Deputy City
Manager/Parks and Community
Services Director
Imelda Negrete, Assistant Parks
and Community Services Director
Katie Nunez, Older Adult Services
Supervisor
Alicia Lopez-Perez, Recreation
Coordinator
Elizabeth Shea, Recreation
Coordinator

AGE WELL SURVEY PLANNING TEAM
Alicia Morales, County of Santa Cruz
Human Services Department
Karina Aragon, County of Santa Cruz
Human Services Department
Elizabeth Byrd, County of Santa Cruz
Human Services Department
Seven Stafford, County of Santa Cruz
Clay Kempf, Seniors Council
Patty Talbott, Seniors Council
Pam Arnsberger, Seniors Council

AGE-FRIENDLY WATSONVILLE ACTION PLAN

PARKS & RECREATION COMMISSION
Araseli Campos
Francisco Estrada
Fabian Leonor
Jennifer Schacher
Celeste DeWald, Vice Chair
Noe Ibarra, Chair
Emiko Stewart
3

4 Grandmotherandgranddaughtercreatingtogether
atourArtsandCraftswithGrandchildrenprogram,
fosteringconnectionacrossgenerations.

Chapter 1: Introduction
Background............................................................................................................................6 AARP’s Eight Domains of Livability......................................................................................7 Chapter 3: Age-Friendly Action Plan
Outdoor Spaces and Buildings..........................................................................................14 Transportation.....................................................................................................................16 Housing.................................................................................................................................18 Social Participation..............................................................................................................22 Respect and Social Inclusion..............................................................................................24 Civic Participation and Employment.................................................................................26 Communication and Information......................................................................................28 Community Support and Health Services........................................................................30 Conclusion............................................................................................................................32 Chapter 2: Community Profile
Age Well Survey.....................................................................................................................8 Older Adult Services............................................................................................................10 Watsonville Is Aging.............................................................................................................11

CCOONNTTEENNTTSS
05 INTRODUCTION
07 COMMUNITY PROFILE
13 ACTION PLAN

AGE-FRIENDLY WATSONVILLE ACTION PLAN
5

BBAACCKKGGRROOUUNNDD
In 2007, the World Health Organization (WHO) released the Global Age-Friendly Cities Guide, identifying key aspects of community life that support adults age 55 and older. This work led to the creation of the Global Network of Age-Friendly Cities and Communities in 2010, fostering collaboration among cities worldwide.

As of 2025, there are now 1,000 communities in the AARP Network of AgeFriendly states and communities.

California has continued to expand its Age-Friendly initiatives, with over 60 cities participating. The City of Watsonville has joined this statewide and national movement to ensure the community is welcoming, inclusive, and supportive of residents of all ages.

The Age-Friendly process follows a five-year cycle that begins with community engagement to identify priorities, challenges, and a shared vision. This input informs the development of an action plan with clear, achievable goals. Progress is monitored by the City and community partners, and the cycle concludes with renewed community input to guide the next phase.

The City of Watsonville began the process of joining the AARP Network of AgeFriendly Communities in 2020, and its application was officially accepted in 2022.

That same year, the City formed the Senior Action Committee (SAC), made up of Watsonville residents age 50 and older, to advise City staff, gather community input, and help develop this Age-Friendly Action Plan. Guided by AARP’s eight domains of livability—ranging from transportation and housing to social participation and access to services—Watsonville’s Age-Friendly Action Plan serves as a living document to guide the City of Watsonville’s work in improving the health, independence, and well-being of all residents.

INTRODUCTION Page 243 of 769
Communication and Information
We now communicate in ways few
could have imagined a decade ago.

Age-friendly communities recognize
that information needs to be shared
through a variety of methods since
not everyone is tech-savvy, and not
everyone has a smartphone or homebased access to the internet.

Civic Participation and Employment
Why does work need to be an all or
nothing experience? An age-friendly
community encourages older people
to be actively engaged in community
life and has opportunities for
residents to work for pay or volunteer
their skills.

Community Support and Health
Services
At some point, every person of every
age gets hurt, becomes ill or simply
needs some help. While it’s important
that assistance and care be available
nearby, it’s essential that residents are
able to access and afford the services
required.

Transportation
Driving shouldn’t be the only way
to get around. Pedestrians need
sidewalks and safe, crossable
streets. Dedicated bicycle lanes
benefit nondrivers and drivers
alike. Public transit options can
range from the large-scale (trains,
buses, light rail) to the small (taxis,
shuttles or ride share services).

Housing
AARP surveys consistently find
that the vast majority of older
adults want to reside in their
current home or community for as
long as possible. Doing so is
possible if a home is designed or
modified for aging in place, or if a
community has housing options
that are suitable for differing
incomes, ages and life stages.

Social Participation
Regardless of a person’s age,
loneliness is often as debilitating a
health condition as having a
chronic illness or disease. Sadness
and isolation can be combated by
having opportunities to socialize
and the availability of accessible,
affordable and fun social activities.

Respect and Social inclusion
Everyone wants to feel valued.

Intergenerational gatherings and
activities are a great way for young
and older people to learn from one
another, honor what each has to offer
and, at the same time, feel good
about themselves.

Outdoor Spaces and Buildings
People need public places to
gather - indoors and out. Green
spaces, seating and accessible
buildings (elevators, zero step
entrances, staircases with railings)
can be used and enjoyed by
people of all ages.

Source: AARP, The 8 Domains of Livability, AARP Livable Communities.

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AARP’S EIGHT DOMAINS
OF LIVABILITY:

INTRODUCTION
7

DATA DEMOGRAPHICS
Watsonville Represents 11.5% of
Age Well Survey Responses
Surrounding Cities

88.5%
Watsonville

11.5%
As part of our commitment to creating a more
age-friendly community, the City of Watsonville
partnered with the County of Santa Cruz, the
Seniors Council, and other local jurisdictions to
launch the Age Well Santa Cruz County survey in
early 2024. This regional needs assessment
gathered input from nearly three thousand
residents aged 40 and older to better
understand the priorities, challenges, and
experiences of older adults and caregivers
across the county.

Watsonville played a key role in outreach and
engagement, ensuring participation from
underrepresented groups—including
monolingual Spanish speakers, low-income
households, and individuals with disabilities.

The findings from this survey directly
informed the development of the action
items outlined in this plan, allowing us to
address the specific needs and concerns
raised by our community.

INTRODUCTION

AAGGEE WWEELLLL SSUURRVVEEYY
Based on U.S. Census Bureau data (2020 Census
and American Community Survey estimates).

A Senior Center member enjoys crocheting as a
creative outlet, connecting with others who share
the same interest in our Crochet Club and
building a strong sense of community.

Scan to view the County of Santa
Cruz Master Plan for Aging
Community Needs Assessment 2024
Watsonville Residents 40+
Represent 16% of the County
Surrounding Cities
84%
Watsonville
16%

Primary Language of Watsonville
Respondents
Both English and Spanish English
Spanish Other
English

79.4%
Spanish

19.1%
Other

0.9%
Household Income of Watsonville
Survey Respondents
Under $15,
000
$15,
000-$24,
999
$25,
000-$34,
999
$35,
000-$49,
999
$50,
000-$74,
999
$75,
000-$99,
999
$100,
000-$124,
999
$125,
000-$149,
999
$150,
000+
Decline to say
0 10
20 30
40 50
44 32
19 22
42 37
26 16
34 50
Race of Watsonville
Respondents
White

46.4%
White, NOT
Hispanic/Latino

32.8%
Some Other Race

13.8%
Native
American or
Alaska Native

2.3%
Asian

2.1%

WATSONVILLE IN FOCUS
9 The charts below illustrate survey responses from Watsonville residents, with demographic breakdowns by income, primary language, age, and race/ethnicity.

Age Group of Watsonville Respondents
40-49 50-59 60-69 70-79 80 or Older
0 20
40 60
80 100
120
57 60
103 104
47 Watsonville Hispanic or Latino
Respondents
No

50.9%
Yes
38%
No Answer

11.1%

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Watsonville offers a wide range of services that support the health, independence, and quality of life of older adults. The City provides programs mainly through the Watsonville Senior Center, including congregate meals, wellness and fitness classes, educational workshops, social activities, and volunteer opportunities that help older adults remain active and connected to their community.

A strong network of nonprofit and community-based organizations also plays an essential role in serving Watsonville’s older adults. Community Bridges is a key partner, offering multiple programs including Elderday Adult Day Health Care, which provides daytime care, health monitoring, and social engagement for older adults who need additional support. They also operate Meals on Wheels, which includes both home-delivered meals and congregate dining sites, and Lift Line, a transportation service for older adults and people with disabilities. Grey Bears is another important partner, providing Healthy Brown Bag food deliveries that help ensure seniors have consistent access to nutritious groceries.

Seniors Council of Santa Cruz County serves as the Area Agency on Aging and a key funder, oversight agency, and policy advocate for state and federal programs supporting older adults, including Meals on Wheels and Senior Legal Services.

The organization has also played an important role in advancing Age-Friendly efforts countywide. In addition, they offer direct services such as Project SCOUT, as well as the Foster Grandparent and Senior Companion programs.

Additional transportation options include volunteer driver programs coordinated by the Volunteer Center of Santa Cruz County and public transit provided by Santa Cruz METRO, helping older adults access medical appointments, groceries, and community activities.

Additional resources help older adults navigate complex systems and maintain stability. Senior Network Services provides assistance with Medicare counseling and care coordination, while Senior Legal Services offers legal support and advocacy for older adults.

In addition to these key partners, many other nonprofit organizations, healthcare providers, and community agencies offer services that support not only older adults but the broader Watsonville community. While it would be difficult to list them all, this collective network of organizations helps ensure that residents have access to vital resources that promote health, independence, and overall wellbeing.

OOLLDDEERR AADDUULLTT SSEERRVVIICCEESS
10 COMMUNITY PROFILE Page 247 of 769
2010 2020 2023 2026 2030
4,000
5,000
6,000
7,000
8,000
Between 2010 and 2020, Watsonville experienced a significant increase (45%) in its population ages 65 and over. While the city’s total population grew only modestly during that time, the number of seniors rose from approximately 4,200 to more than 6,100 residents—reflecting a rapid demographic shift toward an older population.

This trend mirrors broader patterns seen across Santa Cruz County, which is currently recognized as the fastest-aging county in California.

At the same time, Watsonville remains the youngest city in the county, with a median age of just 33.1 years as of the 2020 Census. This unique dynamic places Watsonville at the intersection of two important trends: a youthful, family-oriented community that is also seeing a sharp rise in older adults.

These changes highlight the growing need for age-friendly planning to ensure that residents of all ages, particularly older adults, can thrive in place with dignity, health, and community support.
2010 and 2020 data are from the U.S. Census, and 2023
data are American Community Survey estimates. Figures
for 2026 and 2030 are projected estimates based on
regional aging trends and are intended for planning
purposes.

Population Growth Among
Older Adults (65+) in Watsonville

COMMUNITY PROFILE

WWAATTSSOONNVVIILLLLEE IISS AAGGIINNGG
11

Participants and their pets gathered for a group photo
during the Senior Center’s annual 4th of July Pup Parade at Franich Park.

This Age-Friendly Action Plan will guide the City of Watsonville’s decision-making and planning efforts over the next five years as City teammates work to make our community more age-friendly. The action items included in this plan were informed by data from the Age Well Survey, and responses from Watsonville residents were analyzed separately to ensure the strategies reflect the specific needs and priorities of our local community.

This plan serves as a practical tool for prioritizing actions, strengthening partnerships, and supporting ongoing efforts to improve the quality of life for older adults in Watsonville. Implementation of the plan will be guided by available funding sources, including local investments such as Measure R, a voter-approved tax measure that supports recreation services, road repairs, and libraries. The City will also continue to pursue additional funding opportunities, and this plan will serve as a valuable resource when applying for grants and external funding.

Parks and Community Services teammates, particularly those working with Older Adults Services, will play a key role in leading and advancing many of the identified action items. Several strategies outlined in this plan align with and complement existing City efforts, including the Parks and Recreation Strategic Plan, Vision Zero Plan and the Downtown Watsonville Specific Plan, helping to ensure coordination and maximize impact across initiatives. This plan also reflects alignment with the Master Plan on Aging Playbook led by the Seniors Council of Santa Cruz County, incorporating shared priorities and strategies to promote regional consistency and strengthen collective impact.

Finally, this plan is intended to be a living document and may be updated as community needs evolve and new opportunities emerge.

AGE-FRIENDLY WATSONVILLE ACTION PLAN

AAGGEE--FFRRIIEENNDDLLYY AACCTTIIOONN PPLLAANN
13

Pedestrian Safety Ratings
Not A Problem
27%
Major Problem
22%
Minor Problem
21% Moderate
Problem
17%
Resident Feedback on Accessibility and Public
Amenities
Excellent Good Fair Poor Not Sure
0% 20% 40% 60% 80% 100%
Number of Benches in Public Areas
Wheelchair Access to Public Areas
Accessible Parks or Natural Areas
24% 23% 20% 28%
8% 27% 20% 9% 37%
17% 39% 27% 11%

OOUUTTDDOOOORR SSPPAACCEESS AANNDD

BBUUIILLDDIINNGGSS

OUTDOOR SPACES AND

BUILDINGS
Current Status
Watsonville has a network of neighborhood parks and
trails, but overall park access remains limited. With
only about 2.25 acres of parkland per 1,000 residents
—well below the recommended national average of 10
acres—many residents have fewer opportunities for
outdoor recreation and social connection. The City is
working to address this through park improvements,
trail connections, joint use agreements with the
Pajaro Valley Unified School District and long-term
planning focused on equitable access.

Pedestrian safety is also a concern, as rates of
pedestrian and bicyclist injuries and fatalities are
higher than in much of Santa Cruz County. Lighting,
high vehicle speeds, and the need for more
multimodal infrastructure make it harder—especially
for older adults—to travel safely. In response, the City has adopted a Vision Zero Plan and is implementing
street safety improvements and traffic calming
measures.

Together, limited park access and safety challenges
limit residents’ ability to fully benefit from outdoor
spaces. Community feedback highlights the need for
well-lit streets, walkable paths, accessible restrooms, and mobility-friendly buildings—priorities that align
with the City’s ongoing efforts to create safer, more
age-friendly environments.

AGE-FRIENDLY WATSONVILLE ACTION PLAN Page 251 of 769
Strategic Action
Key Actions
Year 1-2
Measure
Expected
Outcomes
Cross-Department
Coordination for
Age-Friendly Design
Create a cross-departmental City
staff committee to coordinate
planning related to outdoor
spaces, pedestrian safety, and
age-friendly building design, with
regular updates shared with the
Senior Action Committee.

Committee
established; number
of meetings and
project updates
shared.

Improved
coordination and
consistent
integration of older
adult input into City
planning and
projects.

Street Lighting
& Visibility
Support the City’s ongoing street
lighting improvement projects,
prioritizing key pedestrian routes
and areas near senior-serving
facilities.

Number of lighting
improvements
completed.

Increased visibility,
perceived safety, and
walkability for older
adults.

Age-Friendly Parks
& Outdoor Spaces
Incorporate older adult input into
new park projects and major
renovations, prioritizing shaded
seating, accessible pathways,
restrooms, and low-impact
activity areas.

Park projects with
age-friendly
features;
engagement efforts
documented.

More inclusive and
accessible outdoor
spaces that support
health and social
connection.

Strategic Action
Key Actions
Year 3-5
Measure
Expected
Outcomes
Long-Term
Age-Friendly Design in
Outdoor Spaces
& Buildings
Prioritize age-friendly design
standards in new and renovated
outdoor spaces and public
buildings to support mobility,
safety, and independence.

Number of public
projects
incorporating
age-friendly
standards.

More accessible,
safe, and supportive
environments that
enable older adults
to remain active,
independent, and
engaged in the
community.

OOUUTTDDOOOORR SSPPAACCEESS AANNDD

BBUUIILLDDIINNGGSS

OUTDOOR SPACES AND

BUILDINGS

AGE-FRIENDLY WATSONVILLE ACTION PLAN
15

Type of Transportation Used
0% 10% 20% 30% 40% 50%
Drive Myself
Walk
Get a Ride From Someone I Know
Santa Cruz Metro Bus
Bike
Lift Line
Santa Cruz Metro Paracruz
Other
Rideshare Like Uber Or Lyft
Volunteer Center Rides
47%
17%
14%
6%
5%
3%
2%
2%
2%
1%
How difficult is it to get
where you need to go?
Not at all
66%
A little bit
24%
Somewhat
9%
Very
1%

TTRRAANNSSPPOORRTTAATTIIOONN
Current Status
Transportation is essential to independence, health,
and community participation for older adults in
Watsonville. While local and regional transit options
exist, many older adults face barriers such as limited
routes, infrequent service, and a reliance on personal
vehicles—especially challenging for those who can no
longer drive. Age Well Survey responses show that
many essential services, including medical care and
affordable shopping, are located outside of
Watsonville, requiring out-of-town travel. For older
adults with limited mobility, fixed incomes, or no car, this can lead to missed appointments, food insecurity,
and increased social isolation.

Community organizations like Lift Line, ParaCruz, and
the Volunteer Center of Santa Cruz County provide
critical transportation support. A need for expanded
options for flexible, everyday travel has been cited. At the same time, the City is making important strides to
improve transportation safety and accessibility
through its Vision Zero goals, which focus on
reducing serious injuries and fatalities on local streets.

Continued investment in safer streets, well-maintained
sidewalks, and accessible crossings—alongside
expanded transportation options—is essential to
ensuring older adults can travel safely, stay
connected, and maintain independence.

AGE-FRIENDLY WATSONVILLE ACTION PLAN
Overall, respondents aged 60+ have little difficulty with transportation, however 10% of Watsonville respondents report that getting around is "somewhat" or "very" difficult for them.

Strategic Action
Key Actions
Year 1-2
Measure
Expected
Outcomes
Expand volunteer
transportation for
older adults
Partner with the Volunteer Center
to recruit and retain volunteer
drivers and increase ride capacity
for older adults
Increase in number
of active volunteers
and completed
rides.

Greater access to
medical care,
groceries, and
essential services;
reduced isolation
among older adults
Advocate for expanded
public transit service
Advocate with regional transit
agencies for increased routes,
frequency, and service coverage
in Watsonville
Number of public
transportation
improvement
engagements with
transit agencies.

Improved
transportation
reliability and access
to jobs, healthcare,
and education
Advance Vision Zero
and improve pedestrian
and bicycle safety
Support implementation of Vision
Zero goals through expanded
pedestrian and bicycle
infrastructure improvements
citywide.

Miles of pedestrian
and bicycle
infrastructure
improved; Vision
Zero projects
implemented.

Reduced trafficrelated injuries and
safer streets for older
adults and all
residents.

Strategic Action
Key Actions
Year 3-5
Measure
Expected
Outcomes
Expand access to
essential services
locally
Collaborate with economic
development partners to retain
and attract medical providers,
clinics, grocery stores, and other
essential services in Watsonville
Build strategies to help current
business grow and thrive
Encourage creation of new retail,
professional, and residential uses
as well as personal services
within the downtown.

Number of business
engagements;
Number of new
businesses opened
Reduced need for
out-of-town travel;
improved access to
healthcare and daily
necessities; greater
independence for
older adults

TTRRAANNSSPPOORRTTAATTIIOONN

AGE-FRIENDLY WATSONVILLE ACTION PLAN
17

60+ living situation
More than one in three respondents 60+ live alone.
0% 10% 20% 30% 40% 50% 60% 70%
Living Alone
Living with Others
39%
61%
Younger Adults Report Higher
Uncertainty They Will Be Able
to Age in Place
Definitely Not Not Likely Maybe Probably
Definitely
40-59 60+
0%
20%
40%
60%
80%
100%
11%
18%
26%
22%
23%
6%
11%
24%
34%
25%

HHOOUUSSIINNGG
Current Status
Housing affordability and availability are among the
most pressing concerns for older adults in
Watsonville. Many struggle to find safe, accessible,
and affordable housing, with high rents forcing some
to spend a large share of their income on housing or
consider leaving the city. Respondents also noted
challenges maintaining their homes due to high repair
and upkeep costs, which can threaten safety and
independence. Emergency preparedness is another
concern, including housing resilience to natural
disasters and access to resources during extreme
weather. Smaller, age-friendly homes are especially
needed to help older adults remain connected to their
community, services, and family.

Watsonville also faces broader affordability
challenges within the regional housing market.

Housing costs across Santa Cruz County remain
among the highest in the country, contributing to a
high overall cost of living for local residents.

According to data from the City’s Homelessness
Strategic Plan, Watsonville’s housing stock includes
approximately 1,124 single-family homes owned by
seniors and about 2,000 affordable rental homes. In
addition, 2,423 Housing Choice Vouchers (Section 8)
are issued to Watsonville households, representing
46% of all vouchers issued countywide. While these
resources provide important housing support,
demand continues to exceed supply.

AGE-FRIENDLY WATSONVILLE ACTION PLAN Page 255 of 769
Unmet needs for Home Maintenance
Nearly 1 in 5 respondents (17.5%) need help with household maintenance or repairs but do not have it, and 14.6% report the same unmet need for yardwork. Does not need help with this Gets paid help Gets unpaid help with this Needs help but doesn't have it
0% 20% 40% 60% 80% 100%
Household Maintenance or Repairs
Yardwork
53% 19% 10% 18%
56% 21% 8% 15%

HHOOUUSSIINNGG
Current Status Continued..

The City has supported several affordable housing
developments, including Sparrow Terrace (72 units),
Cienega Heights (80 units), and smaller
homeownership efforts with Habitat for Humanity.

Although these projects provide critical housing, they
fill quickly and often have long waitlists.

Survey responses also emphasized the need for
accessible, safe housing near essential services. This
reinforces the importance of coordinating housing
strategies with transportation, walkable
neighborhoods, local shopping, medical care and
emergency planning. Ongoing efforts—such as infill
development, zoning updates, and mixed-use projects
like the planned Watsonville Metro Project—aim to
expand affordable, age-friendly housing while helping
older adults remain safely in their homes.

AGE-FRIENDLY WATSONVILLE ACTION PLAN
19

Strategic Action
Key Actions
Year 1-2
Measure
Expected
Outcomes
Increase access to
housing information
and options for older
adults
Host an annual community forum
and conduct outreach to connect
older adults with rental,
roommate, and landlord
resources
Number of forum
participants and
resource referals
provided
Improved awareness
of housing options
and increased
housing stability for
older adults.

Support safe home
maintenance and repair
assistance
Develop a handyman guide or
partner with a nonprofit to
connect older adults with trusted
repair services
Guide completed or
partnership
established; number
of adults served
Safe homes and
increased ability for
older adults to age in
place
Enhance emergency
preparedness for older
adults
Offer workshops, planning
reasources, and community
outreach to help older adults stay
safe and resilient
Number of
workshops held,
toolkits distributed,
preparedness plan
completion rates
Increased emergency
readiness, stronger
resilience, lower risk
during distasters
Prevent housing
displacement among
older adults
Support organizations that help
older adults maintain their
current housing arrangements
and avoid displacement
Number of
organizations
supported; number
of referrals or
people served
Older adults are
better able to remain
in their current
housing, reducing
risk of displacement
and housing
instability

HHOOUUSSIINNGG
AGE-FRIENDLY WATSONVILLE ACTION PLAN Page 257 of 769
Strategic Action
Key Actions
Year 3-5
Measure
Expected
Outcomes
Encourage diverse
housing options for
older adults
Support development of all
housing models such as ADU’s,
smaller accessible units, shared
housing, and single family homes.

Number of housing
units developed
Increased availability
of housing options
that better meet the
needs of older adults
Improve housing access
near transportation
Advocate for senior housing
development near existing and
planned transit corridors.

Number of housing
developments
loacted near transit
Older adults have
improved mobility
and access to
servces,
transportation, and
community resources
Expand affordable
housing for older adults
Promote development of
affordable, accessible housing
units designed for older adults
Number of
affordable units
developed.

Increased supply of
affordable and
accessible housing
that supports aging
in the community.

HHOOUUSSIINNGG

AGE-FRIENDLY WATSONVILLE ACTION PLAN
21

Emotional Well-Being Indicators Among Participants
None of the time A little of the time Some of the time
Most of the time
0% 20% 40% 60% 80% 100%
Feel sad or depressed
Feel lonely or isolated
Feel anxious or stressed
Feel grief or loss
34% 33% 28% 5%
51% 26% 17% 6%
28% 36% 26% 10%
44% 30% 23%

SSOOCCIIAALL PPAARRTTIICCIIPPAATTIIOONN
Current Status
Data indicates that social participation opportunities
in Watsonville are strongly anchored in formal
settings, particularly the Watsonville Senior Center
and affiliated community resource programs.

Utilization of these spaces is consistently high,
especially among seniors who may be more
vulnerable, including Spanish-speaking older adults,
individuals with lower incomes, and those living alone.

These programs are serving as critical social lifelines and trusted points of connection.

At the same time, the data suggests that access to
social connection is not evenly distributed. Seniors
who are already connected to established programs
tend to benefit the most, while others report difficulty navigating available resources or identifying where to
go for social engagement. Informal or neighborhoodbased social connectors appear less visible, and awareness of non–Senior Center opportunities is
inconsistent.

Overall, Watsonville demonstrates a solid foundation
for social participation, but current engagement relies heavily on a limited number of centralized programs.

The data highlights a need to strengthen outreach,
improve navigation of resources, and expand social
connection opportunities beyond traditional settings
to reach seniors who may be isolated, newly aging
into services, or less familiar with existing systems.

AGE-FRIENDLY WATSONVILLE ACTION PLAN
3%

Strategic Action
Key Actions
Year 1-2
Measure
Expected
Outcomes
Develop a marketing
and outreach plan to
promote senior centers
as welcoming
community hubs
Create a marketing strategy and
conduct outreach to older adults
who may be isolated or unaware
of services.

Outreach plan
implemented;
participants asked
in surveys how they
learned about
programs; increased
participation and
new members.

Greater awareness of
programs and
increased social
connection among
older adults.

Expand and diversify
social participation
opportunities
Offer classes and events in
multiple locations, promote
culturally inclusive and
multigenerational programming,
and encourage volunteerism.

Number of
programs offered;
participation across
diverse groups.

More opportunities
for older adults to
stay active and
engaged in the
community.

Increase Awareness of
Technology Resources
Increase awareness of available
technology tools, digital literacy
programs, and internet access
resources.

Number of outreach
efforts, and
workshops about
technology and
internet resources.

Older adults are
more informed about
available resources
and feel more
confident using
technology.

SSOOCCIIAALL PPAARRTTIICCIIPPAATTIIOONN

AGE-FRIENDLY WATSONVILLE ACTION PLAN
23

Community Feedback on Services, Programs, and Opportunities for Older Adults
Excellent Good Fair Poor Not Sure
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
105%
Volunteer Opportunities
Library Hours or Locations
Cultural Events
Community Activities/Events
Quality of Services for Older Adults
17% 39% 16% 24%
20% 46% 18% 15%
13% 37% 30% 8% 12%
11% 38% 29% 10% 13%
9% 33% 30% 12% 17%
Current Status
Respect and Social Inclusion is an area of strength in
Watsonville, with many older adults reporting that
they feel welcomed, respected, and connected within
their community. Survey feedback reflects a strong
sense of belonging and appreciation for the city’s
cultural diversity, intergenerational relationships, and community-centered values.

At the same time, respondents identified
opportunities to improve how information about
programs, services, and resources is shared with older
adults. Strengthening communication and outreach
efforts will help ensure that all seniors—especially
those who are newer, more isolated, or from
underserved communities—are aware of and able to
access the support and opportunities available to
them.

RREESSPPEECCTT AANNDD SSOOCCIIAALL

IINNCCLLUUSSIIOONN

RESPECT AND SOCIAL

INCLUSION

AGE-FRIENDLY WATSONVILLE ACTION PLAN
4%

Strategic Action
Key Actions
Year 1-2
Measure
Expected
Outcomes
Strengthen
intergenerational
connections in the
community
Expand and promote
intergenerational events and
activities
Number of events
held; participation
levels; partnerships
with community
groups
Increased interaction
and
understandingbetwe
en older adults and
other age groups,
strengthening
community
connections
Explore rebranding the
Watsonville Senior
Center to better reflect
an inclusive community
space.

Explore a new name and identity
for the Watsonville Senior Center
that reflects community values
and cultural diversity
Community input
gathered; branding
options developed;
rebranding progress
A more inclusive and
welcoming identity
that better reflects
the center’s role as a
community space for
older adults

RREESSPPEECCTT AANNDD SSOOCCIIAALL

IINNCCLLUUSSIIOONN

RESPECT AND SOCIAL

INCLUSION

AGE-FRIENDLY WATSONVILLE ACTION PLAN
25

Volunteer Opportunities
Excellent Good Fair Poor Not Sure
0%
10%
20%
30%
40%
17%
39%
16%
4%
24%
Employment Status
0% 10% 20% 30% 40%
Retired
Full-time
Unable to work
Self-Employed
Part-time
Not Working and not looking
Homemaker
Looking for work
Student
40%
22%
9%
7%
7%
5%
5%
3%
1%

CCIIVVIICC PPAARRTTIICCIIPPAATTIIOONN AANNDD

EEMMPPLLOOYYMMEENNTT

CIVIC PARTICIPATION AND

EMPLOYMENT
Current Status
Survey responses indicate that many current and
future older adults in Watsonville feel there are plenty of volunteer opportunities available and value having
options to stay civically engaged. Volunteerism
remains an important and accessible way for residents
to stay connected to their community.

At the same time, feedback highlights interest in
greater access to paid employment opportunities,
particularly flexible or age-friendly jobs that support financial stability for those who wish or need to
remain in the workforce. A notable portion of
respondents also identified as caregivers,
underscoring the important role they play in
supporting others while balancing their own ability to
remain engaged in civic life and employment.

Together, these findings reflect a community where
civic participation is strong, while also pointing to
opportunities to better support residents—including
caregivers—in maintaining both community
involvement and economic stability as they age.

AGE-FRIENDLY WATSONVILLE ACTION PLAN Page 263 of 769
Strategic Action
Key Actions
Year 1-2
Measure
Expected
Outcomes
Promote civic
education and
engagements for older
adults
Host an annual nonpartisan civic
education event covering voting,
local propositions, and the role of
city council
Number of events
held; number of
participants;
participoant
feedback
Older adults increase
understanding of
local government
and voting processes
and feel more
confident engaging
in civic life
Increase awareness of
volunteer and
employment
opportunities
Share volunteer, civic
engagement, and employment
opportunities for older adults
through existing communication
channels
Number of
opportunities
shared
Older adults are
more aware of
opportunities to stay
active through
volunteering, civic
participation, and
employment
Strategic Action
Key Actions
Year 3-5
Measure
Expected
Outcomes
Support and recognize
caregivers
Create and promote
opportunities that support
caregivers in maintaining
engagement in civic life and the
workforce, including access to
resources, flexible volunteer roles,
and employment pathways.

Number of
caregivers engaged
in volunteer and
employment
opportunities;
outreach efforts;
partnerships
developed to
support caregiver
engagement
Caregivers are
supported in
maintaining active
roles in their
communities and
workforce, leading to
increased civic
participation,
economic stability,
and overall wellbeing

AGE-FRIENDLY WATSONVILLE ACTION PLAN
27 CCIIVVIICC PPAARRTTIICCIIPPAATTIIOONN AANNDD

EEMMPPLLOOYYMMEENNTT

CIVIC PARTICIPATION AND

EMPLOYMENT

Current Methods for Accessing
Information for Older Adults
Internet
25%
Friends
24%
Newspaper
13%
Community
Center/Senior
Center
11%
Senior
Network
Services
10%
Other
6%
Church
6%
211
3%
Even if you don't need these
services, how informed do you feel
about services for older adults?
Somewhat informed A little informed
Not informed
Very informed

CCOOMMMMUUNNIICCAATTIIOONN AANNDD

IINNFFOORRMMAATTIIOONN

COMMUNICATION AND

INFORMATION
Current Status
Access to clear, timely, and reliable information
remains a challenge for many older adults in
Watsonville. Survey results show that only 14% of
respondents feel very well informed about services
available to older adults, with most relying on informal sources such as friends, family, or internet searches to find information. This reliance on informal networks
suggests gaps in coordinated outreach and accessible
communication. These challenges are further shaped
by language barriers, varying levels of digital literacy, and limited access to technology for some residents.

While Watsonville has a strong network of service
providers and community programs, information
about these services is often spread across multiple
platforms, making it difficult for older adults and
caregivers to easily identify and navigate available
resources. Improving how information is shared—
across both digital and in-person channels—will be
key to increasing awareness, access, and equity for
older adults in the community.

AGE-FRIENDLY WATSONVILLE ACTION PLAN
14%
27%
15%
44%

Strategic Action
Key Actions
Year 1-2
Measure
Expected
Outcomes
Raise awareness of
Older Adult Services
through a public
campaign
Develop a PSA campaign. Completion and
distribution of PSA
campaign materials
Increased awareness
of Older Adult
Services and
engagement from
older adults not
currently connected
to services
Partner with the City of
Watsonville Library for
literacy and digital
literacy
Establish partnership and
coordinate programs
Number of
programs or
workshops offered
in partnership with
the library
Improved literacy
and digital literacy
skills among older
adults
Continue and expand
the Senior Resource
Fair
Plan and host the annual event in
May, including additional
services, organizations, and
interactive activities
Number of
participants and
participating
organization
Increased
participation and
access to resources,
celebrating Older
Americans Month
and strengthening
community
connections

CCOOMMMMUUNNIICCAATTIIOONN AANNDD

IINNFFOORRMMAATTIIOONN

COMMUNICATION AND

INFORMATION

AGE-FRIENDLY WATSONVILLE ACTION PLAN
29 Strategic Action
Key Actions
Year 3-5
Measure
Expected
Outcomes
Improve technology
infrastructure
Support efforts to improve
reliable cell phone reception and
expand access to high-speed,
affordable internet.

Number of projects
that improve cell
phone reception or
access to high
speed, affordable
internet.

Older adults
experience fewer
barriers to
communication and
are better able to
access online
services.

Feedback on Difficulty Navigating the Health Care System Not at all difficult A little difficult Somewhat difficult Very difficult 0% 20% 40% 60% 80% 100%
Afford the health care you need
Navigate the healthcare system or insurance coverage
50% 29% 9% 12%
40% 31% 18% 11%

CCOOMMMMUUNNIITTYY SSUUPPPPOORRTT AANNDD

HHEEAALLTTHH SSEERRVVIICCEESS

COMMUNITY SUPPORT AND

HEALTH SERVICES
Current Status
Many older adults in Watsonville rely on safety-net
and community support services to meet their basic
needs, yet affordability and access remain ongoing
challenges. Survey results indicate that more than one
in four older adults find it difficult to afford the
services they need, underscoring concerns around
financial stability and access to care. Use of food
support programs, including free groceries and meals,
is common—particularly among lower-income
respondents and Watsonville residents—highlighting
the continued importance of food security initiatives.

In addition, many older adults report difficulty
navigating the health care system and accessing
services locally, creating barriers to timely and
appropriate care. While Watsonville benefits from a
strong network of community-based providers, the
demand for affordable services, coordinated support,
and accessible health care continues to exceed
available resources.

AGE-FRIENDLY WATSONVILLE ACTION PLAN Page 267 of 769
Strategic Action
Key Actions
Year 1-2
Measure
Expected
Outcomes
Support continuation of
the Companionship
Program
Elevate program importance,
assist with outreach,
partnerships, and identify
funding/resources
Program sustained
and actively
supported
Older adults
experience reduced
isolation and
stronger social
connections
Support existing social
and health programs
Encourage participation,
volunteerism, and engagement
through events like senior
health/resource fairs
Participation and
volunteer numbers
at programs and
events
Greater community
engagement and
improved well-being
for older adults
Strengthen pathways
for service expansion
Connect programs, residents, and
community partners to broaden
access
Number of
collaborations or
partnerships
developed
More older adults are
able to access
existing services and
resources
Promote access to
services and healthy
living resources
Share information on nutritious
foods, preventive care, and inhome inspections
Number of outreach
efforts and
resources shared
Older adults have
increased awareness
and use of health and
wellness resources
Strategic Action
Key Actions
Year 3-5
Measure
Expected
Outcomes
Facilitate connections
between care facilities
and health educators
Coordinate partnerships to
provide educational programs
and services within facilities
Number of programs
or partnerships
implemented
Residents have
improved access to
health education and
in-facility services
Encourage local
solutions for unmet
health and mobility
needs
Advocate for low-cost wheelchair
repair, broader health benefits,
and Medicare dental coverage
Number of advocacy
efforts supported
through partnerships
Increased access to
essential health and
mobility resources
for older adults

CCOOMMMMUUNNIITTYY SSUUPPPPOORRTT AANNDD

HHEEAALLTTHH SSEERRVVIICCEESS

COMMUNITY SUPPORT AND

HEALTH SERVICES

AGE-FRIENDLY WATSONVILLE ACTION PLAN
31

Creating a community that supports older adults is not just an investment in one population, it is an investment in everyone. The same features that make a city agefriendly—safe streets, accessible spaces, reliable transportation, and strong social connections—also make it more livable for families, children, and people of all abilities.

From infrastructure that supports mobility to welcoming public spaces that foster connection, these improvements shape a community where everyone can participate and thrive.

At its core, this work is about building a city where people can remain connected to the places and people they love. Supporting older adults in aging in place strengthens neighborhoods, preserves cultural and community ties, and ensures that the wisdom and contributions of long-time residents continue to enrich Watsonville. A diverse, multigenerational community is not only more inclusive,it is more resilient, vibrant, and strong.

This plan reflects the City of Watsonville’s commitment to both the older adults of today and those of tomorrow. Each of us is on a shared path of aging, and the actions we take now will shape the experience of future generations. Today’s youth are tomorrow’s older adults, and the systems, spaces, and supports we build today will define how our community cares for them in the years ahead.

By working together across generations, organizations, and sectors—we are creating a Watsonville where everyone can age with dignity, stay engaged, and feel a true sense of belonging. In doing so, we are not only planning for the future,we are building a better community for all.

AGE-FRIENDLY WATSONVILLE ACTION PLAN

CCOONNCCLLUUSSIIOONN
Members of Watsonville’s Senior Action Committee (left to right):

Christine Catanzaro, Anna Kammer, John Hunting, and Fabian C. Leonor.

Also serving on the committee: Antonio Rivas, Gina Cole, and Araceli Campos.

AGINGWELL IN

WATSONVILLE

AGEWELL SURVEY &

AARP AGE-FRIENDLY ACTION PLAN
Presented by:

Katie Nuñez, Older Adult Services Supervisor, City of Watsonville Karina Aragon, HSD Program Manager, County of Santa Cruz

ALIGNMENTWITH

STATE & NATIONAL

EFFORTS
AARP Age-Friendly
8 Domains
Master Plan on Aging
5 Bold Goals

COUNTY-LED

EFFORTS
Steering Committee
Age Well Survey
Governance Meetings
Planning
Monit
o
r
ni
g
Evaluation
www.agewellsantacruzcounty.org

AGE WELL

SURVEY TOOL
Interactive dashboard
Can filter by: City, age, income, ect.

Between 2010 and 2020, Watsonville experienced a
significant increase (45%) in its population ages 65 and over

AT A GLANCE
4,200 6,100

WATSONVILLE

IS AGING
Santa Cruz County is the fastest aging county in
the State
Seniors are the fastest-growing age group in
Watsonville
Demand for senior services will continue to rise
pop. ~7,600
Yr
pop. pop.

Yr Yr 2010 2020 2030

WATSONVILLE

IN FOCUS
Watsonville Demographics (Survey Respondents)
Watsonville = 11.5% of total survey responses
Residents age 40+ = 16% of county population
Language
English: 79.4%
Spanish: 19.1%
Income
Wide income range
Strong representation from low–moderate
income households
Race/Ethnicity
White: 46.4%
Some Other Race: 13.8%
Hispanic/Latino: 38%

AARP AGE-FRIENDLY

KEY FINDINGS
43% reported pedestrian safety
as a minor or major problem
10% of respondents 60+ have
difficulty getting around
Younger Adults (age 40-59)
Report Higher Uncertainty They
Will Be Able to Age in Place
Only 14% of respondents feel
very well informed about
services available to older adults

OUTDOOR SPACES AND BUILDINGS TRANSPORTATION
Cross-Department Coordination for Age-Friendly Design
Expand volunteer transportation for older adults in Partnership with the Volunteer Center of Santa Cruz County

HOUSING SOCIAL PARTICIPATION
Increase access to housing information and options for older adults
Develop a marketing and outreach plan to promote senior centers as welcoming community hubs

AARP AGE-FRIENDLY

ACTION PLANS

ACTION ITEMS THAT WILL GUIDE THE CITY TO
BECOMING AGE-FRIENDLY OVER THE NEXT 5
YEARS
33

RESPECT AND SOCIAL INCLUSION CIVIC PARTICIPATION AND EMPLOYMENT Explore rebranding the Watsonville Senior Center to better reflect an inclusive community space.

Promote civic education and engagements for older adults through a nonpartisan event covering voting.

COMMUNICATION AND INFORMATION COMMUNITY SUPPORT AND HEALTH

SERVICES
Continue and expand the Senior Resource Fair
Support continuation of the Companionship Program in
partnership with Seniors Council of Santa Cruz County

AARP AGE-FRIENDLY

ACTION PLANS

TURNING PLANS

INTO ACTION
Leverage Measure R funding to move key action
items forward
Use this plan to pursue grants and additional
funding opportunities
Strengthen partnerships with existing local
service providers and community organizations
When we invest in older adults, we’re building a
stronger, more connected community for
everyone.

THANK
YOU
[email protected]
[email protected]

April 28, 2026

BIZ SPOTLIGHT
Rebeccas Bakery
15 1st Street
Hours of Operation
Open 7 days a week
5am – 8pm
LINK: VIDEO

Proposed
95-Room
Hotel Project
375 Technology Drive
The project represents an opportunity to
expand local lodging options and
generate additional Transient Occupancy
Tax revenue, while supporting broader
economic activity in the area.

Retail
Recruitment
The City continues advancing
economic development and retail
recruitment efforts with Retail
Strategies.

Following participation at the ICSC
Monterey conference, outreach efforts
are ongoing, including site evaluation
and coordination with property
owners and brokers.

Small Business
Owners New
Free Training
Available

Revolving Loan
A Small Business Loan Fund supported
by Santa Cruz Communities

4th Grade
Field Trips
This year, about 90 students from Landmark
Elementary visited the Municipal Airport as
part of our ongoing partnership with PVUSD.

Over the past five years, nearly 1,800 students
have participated, with schools rotating
annually for the opportunity.

During their visit, students explored interactive
stations led by Watsonville-based businesses
and organizations on the airfield, learning
about aviation careers, clean energy flight, and
even stepping inside an airplane and a
helicopter.

Watsonville Fire
In-house Public
Education Effort

Summer Youth
Academy!
From July 13–17, teens ages 14 to 18
will have the opportunity to explore
the many roles within the Watsonville
Police Department and learn about
different career paths in law
enforcement.

The deadline to apply has been
extended to Friday, May 1 at 4PM.
watsonvillepd.com

Wastewater
Tour & Webinar
Last Friday, April 24, community members
joined our Public Works team for a
behind-the-scenes tour of the City's
Wastewater Treatment Facility.

The next tour will be on Wednesday, May
13, from 3PM-4:30PM
SHORT VIDEO OF TOUR:

VIDEO
_____
Join us for a community webinar this
Wednesday, April 29, at 5:30PM, to learn
about proposed water, sewer, and solid
waste rate adjustments.

Cannabis
Grant Overview
(Prop 64 Funding)
The Watsonville Police Department
has applied for a $2.7 million state
grant funded through Proposition 64 to
support cannabis enforcement, public
safety, and community outreach
efforts, with award notification
expected on June 25, 2026.

Plaza
Groundbreaking
Thursday, May 7 at 4 PM
The City of Watsonville is pleased to
invite stakeholders as we kick off the
Watsonville City Plaza Revitalization
Project. Phase 1 includes the renovation
of the city's historic gazebo (bandstand)
and the refurbishment of the historic
fountain.

Main Street
Sidewalk
Ribbon Cutting
Tomorrow, April 29 at 11:30AM

Early Voting
Early voting for the June 2nd Statewide
Primary Election will be kicking off on
Monday, May 4th.

For more information, please call
(831) 768-3010

Family
Democracy Day
Saturday, May 9, 2026 from 10:00 AM
to 2:00 PM at Starlight Elementary, 225
Hammer Drive.

Hosted by the Santa Cruz County
Elections Department, this free
community event is designed for all ages
and offers a fun, interactive way to learn
how local government and elections
work.

Enjoy hands on activities, connect with
community partners, and get a behind
the scenes look at the election process.

Snacks and prizes will be available.

Watsonville
Academy
The Watsonville Academy is a free
interactive program geared at giving
participants an inside look at how local
government operates.

Academy Begins:

June 18, 2026
Last Session:

October 8, 2026
Graduation/Reception:

October 13, 2026

City Commissions
& County
Regional Boards
Library Commission
Parks Commission
Personnel Commission
Planning Commission
Measure R
Measure Y
Regional Boards

Upcoming
Events
Fiestas Patrias de Watsonville
May 3, 2026
Centro Portugues de Nossa
Senhora de Fatima
May 3, 2026
YouthCon
May 9, 11am - 3pm
Wine, Beer and Art Walk
May 16, 1-5 PM

1 CITY COUNCIL AGENDA REPORT
MEETING DATE: Monday, April 28, 2025
TO: CITY COUNCIL
WRITTEN BY: Housing Manager Landaverry
Administrative Analyst Ortiz
RECOMMENDED BY: COMMUNITY DEVELOPMENT DIRECTOR ORBACH
APPROVED BY: TAMARA VIDES, CITY MANAGER
SUBJECT: PUBLIC HEARING AND RESOLUTION AUTHORIZING SUBMITTAL OF THE COMMUNITY DEVELOPMENT BLOCK GRANT 2026-2027 ANNUAL
ACTION PLAN TO THE U.S. DEPARTMENT OF HOUSING AND URBAN

DEVELOPMENT
RECOMMENDATION:

Staff recommends the City Council adopt a Resolution approving the Community Development Block Grant (CDBG) Annual Action Plan for fiscal year 2026-2027, and authorize the City Manager to submit the same to the United States Department of Housing and Urban Development for approval, with any possible adjustments to the funding levels, and with clarifying and/or non-substantive modifications, as necessary.

BACKGROUND:

Following the requirements set forth by the U.S. Department of Housing and Urban Development (HUD), the City receives annual entitlement funding through the Community Development Block Grant (CDBG) program. To obtain these funds, the City must develop and adopt a five-year Consolidated Plan (Con Plan) that outlines strategies to address specific community needs. This report pertains to the second Annual Action Plan (AAP) under the newly adopted 2025-2029 Consolidated Plan.

The Annual Action Plan serves as a comprehensive guide for the allocation of CDBG funds each fiscal year.

It builds upon the priorities and strategies identified in the Consolidated Plan, ensuring that funding is directed towards addressing the most pressing community needs, aligning with established goals. The plan also incorporates feedback from the community, ensuring that the allocation of funds reflects local priorities. Once adopted, the Annual Action Plan will be submitted to HUD for final approval.

2 DISCUSSION:
2025-2029 Consolidated Plan
As an entitlement jurisdiction, HUD requires that the City prepare a Consolidated Plan every five years.

This plan provides a critical framework for the City’s efforts to address the most pressing needs in affordable housing, community development, and economic growth. The Consolidated Plan facilitates a community-wide dialogue, enhancing the quality of life for all citizens, particularly those with low- to moderate-incomes. Additionally, the City is required to submit an Annual Action Plan to outline how federal funds will be distributed each year, as well as a Consolidated Annual Performance Evaluation Report (CAPER) to measure progress towards achieving the objectives established in both the Consolidated Plan’s Strategic Plan and the Annual Action Plan.

The City’s Consolidated Plan is guided by four overarching goals that address the diverse needs of our community:
 Affordable Housing- Ensuring safe, decent, and affordable housing for extremely low- to moderate-income households remains a cornerstone of the City’s community development strategy. The plan seeks to preserve and expand the affordable housing stock, providing a range of housing solutions, including emergency shelters, transitional housing, and permanent housing for those experiencing homelessness. Efforts to prevent homelessness are also prioritized, alongside strengthening code enforcement to ensure that housing quality and safety standards are consistently upheld. These efforts are designed to provide secure living environments for vulnerable populations and to support long-term stability in our communities.  Economic Development- The Consolidated Plan also emphasizes economic growth and opportunities for low- and moderate-income individuals. The City will support microenterprises and small businesses to foster job creation and expand economic opportunities in our community.

This will be complemented by revitalization efforts in the downtown and commercial/industrial districts, improving infrastructure and aesthetics to spur economic activity, attract investment, and enhance the surrounding housing stock.
 Public Services- Enhancing the quality of life for individuals and families, particularly those in underserved communities, is a primary objective. The City will continue to support public services that promote public safety, youth development, and services for individuals with special needs, including those experiencing homelessness. Expanding these services, such as after-school programs and support for low-income households, is essential for building a stronger and more inclusive community.
 Public Facilities- Investments in public infrastructure and facilities will help improve the community’s image and living conditions. The focus will be on upgrading park facilities and essential public infrastructure that serves low- and moderate-income residents. Rehabilitation efforts in public facilities and infrastructure will ensure that these amenities meet the evolving needs of our residents and contribute to a more sustainable and connected community.

3 The Consolidated Plan is intentionally broad in scope to allow for flexibility in responding to the City’s dynamic needs within HUD/CDBG guidelines. While the goals are long-term, the specific activities to address these priorities and allocate resources are detailed in the annual Action Plan. The activities proposed in the 2026-2027 Annual Action Plan are designed to align closely with these long-term objectives and reflect the most current and urgent needs of Watsonville residents. Importantly, at least 70% of CDBG expenditures are required to directly benefit low- and moderate-income individuals, ensuring that the City’s resources are targeted where they are most needed.

There are also statutory limits on how much of the entitlement funding can be allocated to certain activities. Public Services funding is capped at 15% of the entitlement amount. Additionally, Planning and Administration costs are capped at 20% of the entitlement amount. These restrictions are in place to maximize direct benefits to low-income communities and to ensure that funding is used efficiently for its intended purposes.

Based on current federal guidance and local community needs, staff have identified the following proposed activities for the 2026-2027 Annual Action Plan. These initiatives are designed to meet the goals outlined in the Consolidated Plan while addressing immediate needs within the community. Staff will continue to monitor local conditions and feedback from residents to ensure that the Annual Action Plan remains responsive to changing priorities and challenges. 2026-2027 Action Plan
The Annual Action Plan for the 2026-2027 fiscal year estimates the available CDBG revenue and proposes a range of specific new and continuing projects to address the community’s most pressing needs. These projects are designed to align with the goals outlined in the City’s Consolidated Plan, ensuring that federal funds are strategically allocated to maximize their impact on low- and moderate-income residents. Below is a summary of the proposed activities and projects for the upcoming fiscal year:

Project Name Description/Activities
Code Enforcement
(Affordable
Housing)
The proposed funding will support the code enforcement program in target areas to address and inspect illegal and unsafe construction, substandard housing, and property maintenance issues. The program will include property inspections, enforcement of housing codes, and efforts to improve neglected properties. Additionally, staff will conduct educational outreach to inform residents about property maintenance and code compliance. This initiative aims to enhance housing quality, prevent deterioration, and promote long-term community stability.

Micro-Enterprise
Business and
Technical Assistance
To support local entrepreneurship in Watsonville, the City will allocate funds to El Pajaro Community Development Corporation, a non-profit organization, to manage the Plaza Vigil Business Incubator program. This program will focus on providing technical assistance to micro-enterprises and small businesses, helping them build capacity and thrive in the local market. Additionally, funding will support the Incubator Without Walls program, which offers business training and technical assistance to new startups and entrepreneurs in

4 Watsonville. These initiatives aim to foster business growth, create jobs, and strengthen the local economy.

Youth Center
Staffing
Funding will be allocated to support staff at the Gene Hoularis Waldo Rodriguez Youth Center, which serves approximately 100 youth daily. The Youth Center offers a variety of recreational and neighborhood services, including sports, games, arts & crafts, and other educational programs. These activities aim to provide youth with constructive and engaging opportunities, promoting personal development and community involvement.

Ramsay Park Family
Center & Rental Hall
The activity will support improvements to the commercial kitchen within the Family Nature Center, which includes areas for food preparation, cooking, plating, dishwashing, and storage. Existing equipment includes an oven, refrigeration units, and ventilation hoods. The project is intended to enhance functionality, efficiency, and compliance with current health and safety standards. The upgraded kitchen will serve residents, partner agencies, and host culinary and nutritional education classes, expanding community access to food-related resources and programming. Specific upgrade components are to be determined based on internal planning discussions.

Administration and
Planning
Funding will also support the planning, administration, and management of the CDBG Program. This includes overseeing reporting, expenditure tracking, IDIS entry, Action Plan development, monitoring, citizen participation, and compliance. Additionally, staff will manage the housing rehabilitation program, contract management, and ensure that all activities align with program guidelines and federal requirements.

Estimated Revenue
CDBG Entitlement for Program Year 2026 $658,503
Estimated Program Income receipts during FY 2026-2027 $ 20,000 Reallocated/Unused funds $240,000
Total Anticipated to be Available $918,503
Proposed Projects
Youth Center Staffing $ 98,700
Code Enforcement $150,000
Micro/Small Business Assistance Program (EPCDC) $ 50,000 Program Administration $131,000
Public Facilities $488,803
Total Proposed Allocations $918,503
In drafting the Annual Action Plan, staff considered potential 2026-2027 Capital Improvement Projects (CIP) that could be eligible for partial funding through CDBG. To ensure the plan reflects community needs and priorities, staff conducted public outreach using multiple channels, including social media, local newspapers, and public events. Additionally, an in-person community meeting was held on March 25, 2026, in both English and Spanish to gather direct input from residents regarding the use of CDBG funds.

5 A draft of the Action Plan is now available for public review and comment from April 6, 2026, to May 8, 2026, providing the community with an opportunity to provide further feedback before finalizing the plan.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION:

The preparation and submittal of the Annual Action Plan is not subject to CEQA, as the action is not a project as defined in Section 15378(b)(2) of the Public Resources Code, and therefore no further review is required.

STRATEGIC PLAN:

The purpose of the City of Watsonville’s 2025-2027 Strategic Plan is to help the City prioritize its efforts, allocating both fiscal and human resources to achieve a shared vision and goals. The 2025-2027 Strategic Plan identifies seven goals, concerning community engagement & well-being, economic development, efficient & well-performing government, fiscal health, housing, infrastructure & environment, and public safety.

Projects proposed in the Action Plan for fiscal year 2026-2027 are aligned with the City’s goals for housing, economic development, fiscal health, infrastructure and the environment, community engagement and well-being, and public safety.

FINANCIAL IMPACT:

There will be no financial impact on the General Fund. The submission and approval of the Annual Action Plan will provide the City with access to its Entitlement Community Development Block Grant (CDBG) funds.

ALTERNATIVE ACTION:

The City Council could direct staff to amend the Annual 2026-2027 Action Plan.

ATTACHMENTS AND/OR REFERENCES (IF ANY):

None

Reso No. (CM)
Meeting Date: 042826 SWZ ______ TV ______ CDD ______
1 RESOLUTION NO.__________ (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

WATSONVILLE APPROVING THE COMMUNITY DEVELOPMENT
BLOCK GRANT (“CDBG”) ANNUAL ACTION PLAN FOR FISCAL YEAR 2026-2027 AND AUTHORIZING THE CITY MANAGER TO SUBMIT SAME

TO THE UNITED STATES DEPARTMENT OF HOUSING AND URBAN

DEVELOPMENT FOR APPROVAL, WITH ANY POSSIBLE

ADJUSTMENT TO THE FUNDING LEVELS, AND WITH CLARIFYING

AND/OR NON-SUBSTANTIVE MODIFICATIONS, AS NECESSARY
WHEREAS, the City of Watsonville (“City”) has been designated an “Entitlement City” by the United States Department of Housing and Urban Development (“HUD”), which entitles the City to receive an annual allocation of Community Development Block Grant (“CDBG”) funds to implement housing and community development projects throughout the entire City; and
WHEREAS, the Action Plan is a required annual component of the 2025-2029 Consolidated Plan for HUD approval before the City can receive 2026 CDBG funds.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:

1. That the CDBG Annual Action Plan does not meet the California Environmental Quality Act (CEQA) definition of a “project,” because the action does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, and therefore does not require environmental review.

2. That the Community Development Block Grant (CDBG) Annual Action Plan for Fiscal Year 2026-2027, =a copy of which is attached hereto and marked as Exhibit “A”; is hereby approved.

Reso No. (CM)
Meeting Date: 070825
2 3. That the City Manager is hereby authorized and directed to submit, for and on behalf of the City of Watsonville, to HUD, the City’s FY 2026-2027 Action Plan, and any amendments thereto, and all required documents with any possible adjustments to the funding levels, and with clarifying and/or non-substantive modifications, as necessary in a form approved by the City Manager.
******************************

CITY OF WATSONVILLE

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)

PROGRAM
2026-2027 ANNUAL ACTION PLAN
PUBLIC COMMENT PERIOD: APRIL 6, 2026 – MAY 8, 2026
Submit comments to: [email protected]
Prepared by:

Community Development Department
250 Main Street, Watsonville, CA 95076
(831) 768-3080
Exhibit A

1 City of Watsonville
2026-2027 Action Plan
(July 1, 2026 – June 30, 2027)
City Council:

Kristal Salcido, Mayor
Casey K. Clark, Mayor Pro Tempore
Eduardo Montesino, District 1
Vanessa Quiroz-Carter, District 2
María Orozco, District 3
Jimmy Dutra, District 6
Ari Parker, District 7
City Manager:

Tamara Vides
Exhibit A

2 TABLE OF CONTENTS
AP-05 Executive Summary – 24 CFR 91.200(c), 91.220(b)………………………………………………………...………3 PR-05 Lead & Responsible Agencies – 91.200(b)…………………………………………….…...………………...……….7 AP-10 Consultation – 91.100, 91.200(b), 91.215(I)…..…………………….……………….…...………………...………8 AP-12 Participation – 91.105, 91.200(c)………………………………………………………….…...………………...…….25 AP-15 Expected Resources – 91.220(c)(1,2)…………………………………………………….…...………………...……27 AP-20 Annual Goals and Objectives…………..…………………………………………………………….……………………29 AP-35 Projects – 91.220(d)………………………………………………………………..……………………….…………………31 AP-38 Project Summary………………………………………………………………………………….…...………………...…….33 AP-50 Geographic Distribution – 91.220(f) ………………………….………………………………….…………….………37 AP-55 Affordable Housing – 91.220(g)..……………………………………………..……………………………………….…38 AP-60 Public Housing – 91.220(h)……………………………………….…………….…...…………………………………….39 AP-65 Homeless and Other Special Needs Activities – 91.220(i).………………………….………………………….41 AP-75 Barriers to affordable housing – 91.220(j)……….…………………………………………..………………………45 AP-85 Other Actions – 91.220(k).………………….………………………………………………………………………………47 AP-90 Program Specific Requirements – 91.220(l)(1,2,4)…………………………….……………………..………….53 Exhibit A

3 EXECUTIVE SUMMARY
AP-05 EXECUTIVE SUMMARY – 24 CFR 91.200(C), 91.220(B)

1. INTRODUCTION
Please note that this is a draft and that edits/additions will be made as new information is received.

The City of Watsonville receives federal Community Development Block Grant (CDBG) funding and is designated as an Entitlement City by the U.S. Department of Housing and Urban Development (HUD) in accordance with federal regulations. To guide the use of these funds, the City has prepared its Fiscal Year 2026–2027 Annual Action Plan, which outlines priorities, strategies, and specific activities aimed at addressing local housing, infrastructure, and community development needs—particularly for low- and moderate-income residents.

Covering the period from July 1, 2026, through June 30, 2027, this Action Plan represents the second year of the City’s 2025–2029 Consolidated Plan, a five-year framework that identifies long-term goals for housing affordability, neighborhood revitalization, economic opportunity, and public services. The Annual Action Plan also includes a summary of community outreach efforts, stakeholder input, and coordination with local service providers to ensure that proposed activities reflect identified needs and priorities.

Preparation and submission of this Action Plan fulfill federal requirements for receiving CDBG funding for FY 2026–2027 and reinforce the City’s commitment to transparent planning, regulatory compliance, and equitable investment in the community.

For Program Year (PY) 2026-2027, the City anticipates receiving $658,503 in CDBG entitlement funds. Additionally, the City plans to utilize $240,000 in unspent funds from prior years, which resulted from projects that were either canceled or completed under budget. The City also anticipates receiving approximately $20,000 in program income (PI), primarily from loan repayments related to housing rehabilitation. These resources, along with any remaining unspent funds from previous program years, will be incorporated into the current Action Plan to support eligible activities.

Exhibit A

4 2. SUMMARIZE THE OBJECTIVES AND OUTCOMES IDENTIFIED IN THE PLAN The five-year CDBG program objectives identified in the 2025–2029 Consolidated Plan are summarized below. Specific FY 2026–2027 objectives and anticipated outcomes are described in the Annual Goals and Objectives section of this document. • Affordable Housing: Promote the City’s housing programs and provide financial assistance to eligible homeowners to help maintain safe, decent, and code-compliant living conditions. These efforts will be coordinated with code enforcement activities to address health and safety violations and preserve the quality of the City’s housing stock through the rehabilitation program.
• Public Services: Expand and enhance the quality and availability of public service programs, with a focus on services offered through the City’s Youth Center. • Economic Development: Continue providing funding to support small businesses and microenterprises, including technical assistance to help new and expanding businesses grow, strengthen operations, and remain sustainable over time. • Public Facilities: Utilize CDBG funds to support ongoing renovations and improvements to parks and recreational facilities to benefit the community, particularly low- and moderate-income areas.

3. EVALUATION OF PAST PERFORMANCE
Each year, the City submits a Consolidated Annual Performance and Evaluation Report (CAPER) to HUD summarizing CDBG activities, expenditures, and beneficiaries. These reports have consistently been submitted on time and accepted without issue. The CAPER serves as the primary tool for evaluating program performance, and all CDBG-funded activities are regularly monitored for compliance.

As FY 2025–2026 data is not yet available, FY 2024-2025 represents the most recent complete program year. During this period, the City expended approximately $497,646.98 of the $660,000 in available funds, demonstrating strong financial management and timely use of resources. All activities were completed or substantially completed without significant delays.

CDBG-funded programs met or exceeded performance goals. Public services surpassed targets, and major capital improvements—such as ADA curb ramps and facility upgrades—benefited thousands of residents. Monitoring of subrecipients revealed no findings, reflecting strong compliance and administrative capacity.

Exhibit A

5 Overall, the City has demonstrated effective program implementation and measurable outcomes aligned with Consolidated Plan priorities, supporting its ability to successfully carry out the FY 2026–2027 Action Plan.

The FY 2026–2027 Action Plan is expected to continue benefiting low- and moderate-income residents through public services and infrastructure improvements, with a focus on vulnerable populations. The City will maintain ongoing monitoring to ensure compliance and achievement of program goals.

4. SUMMARY OF CITIZEN PARTICIPATION PROCESS AND CONSULTATION PROCESS The City of Watsonville conducted a comprehensive citizen participation and consultation process for the FY 2026–2027 Annual Action Plan, building on outreach completed for the 2025– 2029 Consolidated Plan. Efforts focused on engaging low- and moderate-income residents, minority populations, service providers, and other stakeholders.

Outreach for the Consolidated Plan included three public meetings held on February 3, March 4, and April 2, 2025, along with a community needs assessment survey. The draft plan was available for a 30-day public review period (April 1–May 9, 2025), followed by a public hearing on July 8, 2025.

For the FY 2026–2027 Action Plan, the City held a public meeting on March 25, 2026, and will hold a public hearing on April 28, 2026, for City Council approval and submittal to HUD. The draft plan is available for a 30-day public review period from April 6 to May 8, 2026, with notices published in English and Spanish in the Register Pajaronian, a newspaper of local circulation, and posted on the City’s website. All public comments will be considered and summarized in the final submission.

The City administers its CDBG program on an annual cycle and continues to use community input to guide funding priorities and program implementation.

5. SUMMARY OF PUBLIC COMMENTS
A public meeting was held on March 25, 2026, during which most comments supported increasing funding for economic development. Additional comments will be incorporated, if received, following the conclusion of the 30-day public review period.

Exhibit A

6 6. SUMMARY OF COMMENTS OR VIEWS NOT ACCEPTED, AND THE REASONS FOR

NOT ACCEPTING THEM
All comments received to date have been accepted and incorporated into the Action Plan. Any additional comments received during the remainder of the 30-day public review period will be included upon the conclusion of that period.

7. SUMMARY
The FY 2026–2027 Annual Action Plan outlines the City of Watsonville’s strategy for using CDBG and related resources to address priority needs identified in the 2025–2029 Consolidated Plan.

Key priorities include affordable housing, housing rehabilitation and code enforcement, economic development through support for microenterprises, public services, public facilities and infrastructure improvements, and accessibility enhancements for low- and moderateincome populations, including seniors, youth, persons experiencing homelessness, and individuals with disabilities.

The City has demonstrated strong performance in administering CDBG funds, with effective program delivery, high expenditure rates, and measurable community outcomes. Input from residents, stakeholders, and service providers was incorporated through a comprehensive citizen participation process to guide funding priorities and project selection.

Overall, the FY 2026–2027 Action Plan reflects the City’s ongoing commitment to addressing community needs, ensuring compliance with HUD requirements, and advancing the goals of the Consolidated Plan.

Exhibit A

7 PR-05 LEAD & RESPONSIBLE AGENCIES- 91.200(B)

1. AGENCY/ENTITY RESPONSIBLE FOR PREPARING/ADMINISTERING THE

CONSOLIDATED PLAN
Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
Grantee City of Watsonville Community Development
Table 1- Expected Resources- Priority Table

NARRATIVE (OPTIONAL)
The City of Watsonville (City) is the Lead Agency for the United States Department of Housing and Urban Development (HUD) entitlement programs. The City’s Community Development Department is responsible for administering the funds it receives under the Community Development Block Grant (CDBG).

CONSOLIDATED PLAN PUBLIC CONTACT INFORMATION
Elena Ortiz, Administrative Analyst
City of Watsonville
250 Main Street
Watsonville, CA 95076
(831) 768-3080
[email protected]
Exhibit A

8 AP-10 CONSULTATION- 91.100, 91.200(B), 91.215(I)

1. INTRODUCTION
The City consulted a broad range of agencies, including local and regional non-profits, government organizations, faith-based groups, fair housing advocates, and other entities involved in affordable housing development and preservation, job creation for low- and moderate-income residents, and services for vulnerable populations such as children, the elderly, individuals with disabilities, people with HIV/AIDS and their families, and homeless individuals.

Public participation is essential for helping the City identify key needs, priorities, goals, strategies, and activities for future housing and community development over the next five years. To facilitate this consultation, the City gathered feedback through stakeholder surveys, consultations, public meetings, and public hearings. A Community Needs Survey was created in both English and Spanish and distributed to service providers via email.

The primary goal of the consultation process was to collect data that would help determine the priority needs of Watsonville residents and identify opportunities for improving service availability and accessibility. The insights gathered from these consultation partners played a crucial role in shaping the objectives and goals outlined in the Annual Action Plan.

PROVIDE A CONCISE SUMMARY OF THE JURISDICTION’S ACTIVITIES TO ENHANCE

COORDINATION BETWEEN PUBLIC AND ASSISTED HOUSING PROVIDERS AND

PRIVATE AND GOVERNMENTAL HEALTH, MENTAL HEALTH AND SERVICE AGENCIES (91.215(I))
The City of Watsonville is an active member of various agencies and organizations that provide services to the community, as indicated in the 2025-2029 Consolidated Plan. The City seeks out and has been successful in collaborations with the County of Santa Cruz, private and non-profit housing developers, and local non-profit service providers to preserve and create safe and decent affordable housing through its Affordable Housing and Housing Rehabilitation Programs.

The City is a contributing member of the Monterey Bay Economic Partnership (MBEP) Housing Trust Fund, whose initiative is to support an increase in the supply of housing throughout Monterey, Santa Cruz, and San Benito Counties. In addition, City staff is a member, along with other local jurisdictions, State legislative representatives, for-profit and non-profit housing developers, and non-profit service providers, of MBEP’s Housing Advisory Committee, which meets every other month to discuss and address housing-related matters.

Exhibit A

9 The City is also collaborating with the County of Santa Cruz, Housing Authority of Santa Cruz County, and local non-profit housing developers and providers to identify fair housing issues, contributing factors, and provide recommended areas of improvement on a local as well as regional scale.

DESCRIBE COORDINATION WITH THE CONTINUUM OF CARE AND EFFORTS TO

ADDRESS THE NEEDS OF HOMELESS PERSONS (PARTICULARLY CHRONICALLY

HOMELESS INDIVIDUALS AND FAMILIES, FAMILIES WITH CHILDREN, VETERANS, AND

UNACCOMPANIED YOUTH) AND PERSONS AT RISK OF HOMELESSNES S The City of Watsonville is an active participant in the Watsonville/Santa Cruz City & County Continuum of Care (CoC), with the Santa Cruz County Homeless Action Partnership (HAP) serving as the lead agency for HUD’s Continuum of Care Homeless Assistance Program. HAP oversees the full CoC membership and is responsible for coordinating efforts to assist those who are homeless or at risk of homelessness throughout Santa Cruz County, including Watsonville.

The City of Watsonville plays a key role in the HAP Governance Board, the HAP Jurisdictional Executive Committee, and the Strategic Planning Committee. The CoC includes a diverse range of individuals and organizations from across the region, ensuring broad representation and input from various perspectives. The CoC also invites other community organizations and individuals to participate in its sub-groups and planning efforts.

The HAP Governance Board includes representatives from County Mental Health, the Cities of Santa Cruz, Watsonville, and Scotts Valley, United Way, Mountain Community Resources, the VA Medical Center, and the Watsonville Law Center. CoC planning committees meet quarterly to identify service gaps, establish funding priorities, and develop a coordinated approach to addressing homelessness across the region.

DESCRIBE CONSULTATION WITH THE CONTINUUM(S) OF CARE THAT SERVE THE

JURISDICTION'S AREA IN DETERMINING HOW TO ALLOCATE ESG FUNDS, DEVELOP

PERFORMANCE STANDARDS AND EVALUATE OUTCOMES, AND DEVELOP FUNDING,

POLICIES, AND PROCEDURES FOR THE ADMINISTRATION OF HMIS The City of Watsonville is not an ESG entitlement jurisdiction and therefore does not receive funds.

Exhibit A

10 2. DESCRIBE AGENCIES, GROUPS, ORGANIZATIONS, AND OTHERS WHO

PARTICIPATED IN THE PROCESS, AND DESCRIBE THE JURISDICTIONS'

CONSULTATIONS WITH HOUSING, SOCIAL SERVICE AGENCIES, AND OTHER

ENTITIES
1 Agency/Group/Organization Big Brothers Big Sisters of Santa Cruz County Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
2 Agency/Group/Organization California Rural Legal Assistance, Inc.

Agency/Group/Organization Type Services-Victims of Domestic Violence Service-Fair Housing
Legal Assistance and Continuum of Care
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
3 Agency/Group/Organization CASA of Santa Cruz County
Agency/Group/Organization Type Services-Children
Services-Victims of Domestic Violence
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.

Exhibit A

11 4 Agency/Group/Organization Catholic Charities
Agency/Group/Organization Type Housing
Continuum of Care and Faith Based
Organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
5 Agency/Group/Organization Center for Employment Training (CET) Agency/Group/Organization Type Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Anti-poverty Strategy
Non-Housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
6 Agency/Group/Organization Central Coast Center for Independent Living Agency/Group/Organization Type Services-Persons with Disabilities Continuum of Care
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis, Non-housing Community
Development Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.

Exhibit A

12 7 Agency/Group/Organization Central Coast Energy Services, Inc.

Agency/Group/Organization Type Housing
4What section of the Plan was addressed by
5onsultation?
Market Analysis
6ow was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
8 Agency/Group/Organization Central Coast Small Business Development Center (SBDC)
Agency/Group/Organization Type Small business services
What section of the Plan was addressed by
Consultation?
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
9 Agency/Group/Organization Community Action Board Of Santa Cruz Agency/Group/Organization Type Housing
Continuum of Care, Referral and counseling
service
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.

Exhibit A

13 10 Agency/Group/Organization Community Bridges (AKA La Manzana Community Resources)
Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Health
Services-Education
Continuum of Care, Referral Service
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
11 Agency/Group/Organization El Pajaro Community Development Corporation
Agency/Group/Organization Type Services-Education
Services-Employment
Economic Development
What section of the Plan was addressed by
Consultation?
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
12 Agency/Group/Organization Encompass
Agency/Group/Organization Type Housing
Services-Children
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Health
Services-Education
Continuum of Care
Exhibit A

14 What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
13 Agency/Group/Organization Families in Transition of Santa Cruz County, Inc.

Agency/Group/Organization Type Services-homeless
Continuum of Care
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
14 Agency/Group/Organization Family Service Agency of the Central Coast Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Health
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
15 Agency/Group/Organization Farm Bureau of Santa Cruz County Agency/Group/Organization Type Services-Education
Farming Advocacy
Exhibit A

15 What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Market Analysis
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
16 Agency/Group/Organization Housing Authority of Santa Cruz County Agency/Group/Organization Type PHA
Continuum of Care
What section of the Plan was addressed by
Consultation?
Public Housing Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input. In addition, the Agency was
contacted via email seeking information about
public housing activities in Watsonville, which
was provided and included in the Plan.
17 Agency/Group/Organization Housing Choices Coalition
Agency/Group/Organization Type Housing
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
18 Agency/Group/Organization Monarch Services (AKA Women's Crises Support-Defensa de Mujeres)
Agency/Group/Organization Type Services-Victims of Domestic Violence What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Exhibit A

16 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
19 Agency/Group/Organization Pajaro Valley Chamber of Commerce Agency/Group/Organization Type Business and Civic Leaders What section of the Plan was addressed by
Consultation?
Anti-poverty Strategy
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
20 Agency/Group/Organization Pajaro Valley Children's Center Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
21 Agency/Group/Organization Pajaro Valley Loaves and Fishes Agency/Group/Organization Type Food Pantry
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.

Exhibit A

17 22 Agency/Group/Organization PAJARO VALLEY SHELTER SERVICES Agency/Group/Organization Type Housing
Services-Victims of Domestic Violence
Services-homeless
Continuum of Care,
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
23 Agency/Group/Organization Salud Para La Gente
Agency/Group/Organization Type Services-Health
Health Agency
What section of the Plan was addressed by
Consultation?
Lead-based Paint Strategy
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
24 Agency/Group/Organization Salvation Army
Agency/Group/Organization Type Housing
Services-Children
Services-Elderly Persons
Services-Victims of Domestic Violence
Services-homeless
Regional organization
Continuum of Care, Emergency Disaster Relief
Exhibit A

18 What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
25 Agency/Group/Organization San Andreas Regional Center Agency/Group/Organization Type Services-Persons with Disabilities What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
26 Agency/Group/Organization Santa Cruz AIDS Project
Agency/Group/Organization Type Services-Persons with HIV/AIDS Continuum of Care
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
27 Agency/Group/Organization Santa Cruz County Business Council Agency/Group/Organization Type Business Leaders
What section of the Plan was addressed by
Consultation?
Market Analysis
Non-housing Community Development
Strategy
Exhibit A

19 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
28 Agency/Group/Organization Santa Cruz County Planning Department (Economic Development)
Agency/Group/Organization Type Other government - County What section of the Plan was addressed by
Consultation?
Anti-poverty Strategy
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
29 Agency/Group/Organization Santa Cruz County Planning Department (Housing)
Agency/Group/Organization Type Other government - County Continuum of Care
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
30 Agency/Group/Organization Santa Cruz County Workforce Investment Board
Agency/Group/Organization Type Services-Employment
Other government - County
Planning organization
What section of the Plan was addressed by
Consultation?
Anti-poverty Strategy
Non-housing Community Development
Strategy
Exhibit A

20 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
31 Agency/Group/Organization Second Harvest Food Bank
Agency/Group/Organization Type Food Bank
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
32 Agency/Group/Organization Senior Circle
Agency/Group/Organization Type Services-Elderly Persons What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
33 Agency/Group/Organization Seniors Council of Santa Cruz County (AKA Area Agency on Aging)
Agency/Group/Organization Type Services-Elderly Persons What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.

Exhibit A

21 34 Agency/Group/Organization United Way of Santa Cruz County Agency/Group/Organization Type Regional organization
Continuum of Care, Variety of Services
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
35 Agency/Group/Organization Volunteer Center of Santa Cruz County Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
36 Agency/Group/Organization Watsonville Family YMCA
Agency/Group/Organization Type Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.

Exhibit A

22 37 Agency/Group/Organization Watsonville Law Center
Agency/Group/Organization Type Services-Victims of Domestic Violence Service-Fair Housing
Legal Assistance
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
38 Agency/Group/Organization Youth Services (AKA Pajaro Valley Prevention and Student Assistance)
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Non-housing Community Development
Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.
39 Agency/Group/Organization YWCA
Agency/Group/Organization Type Services-Children
Services-Victims of Domestic Violence
Services-Health
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
Non-housing Community Development
Strategy
Exhibit A

23 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency was contacted via email and invited to
provide input.

Table 2- Agencies, groups, and organizations that participated in the process

IDENTIFY ANY AGENCY TYPES NOT CONSULTED AND PROVIDE RATIONALE FOR NOT

CONSULTING
No agency types were excluded from engagement.

OTHER LOCAL/REGIONAL/STATE/FEDERAL PLANNING EFFORTS CONSIDERED WHEN

PREPARING THE PLAN
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
Housing for Health
Partnership (H4HP),
County of Santa
Cruz
The Santa Cruz County Homeless Action Partnership (HAP) identifies funding gaps and submits yearly applications to HUD for Continuum of Care (CoC) funds, focusing on new and renewing projects that address local needs and support the County's efforts to end Homelessness. The City of Watsonville is actively involved in these efforts.

Strategic Plan
2025-2027
City of Watsonville
City Council
The City of Watsonville’s Strategic Plan outlines strategic goals to enhance economic development opportunities, expand access to affordable housing, improve the City's infrastructure, strengthen fiscal health, prioritize public safety, foster increased community engagement and well-being, and optimize government efficiency City of
Watsonville
2023-2031
Housing
Element
City of Watsonville
Community
Development
Department
The Housing Element encompasses several goals that align with the Strategic Plan, including promoting fair housing for all, providing housing for individuals with special needs, preserving existing housing, and producing new affordable housing.

Watsonville
2005 General
Plan and draft
City of Watsonville Aligns with the strategic plan goal of improving the quality of life for the City’s low- and moderate-income community. The General Plans address a wide range of issues that affect Watsonville, including Exhibit A

24 2050 General
Plan
development restrictions, economic, and social concerns that impact the overall quality of life for residents.
2-1-1 Santa Cruz
County Annual
Report
United Way of
Santa Cruz County
This report aligns with the strategic plan's goal of supporting the Continuum of Care. It details the needs of Watsonville residents and serves as an ongoing needs assessment for our low— and moderateincome residents.

AMBAG AMBAG AMBAG is the tri-county agency responsible for identifying regional housing needs for the three-county region. Every 7 years, they coordinate the State Regional Housing Needs Assessment (RHNA) numbers for the tri-county area, which includes Santa Cruz, Monterey, and San Benito Counties, to inform affordable housing development.

These numbers are then included in local jurisdictions’ Housing Elements updates.

Climate Action
Plan (CAP) 2030
City of Watsonville The CAP and Consolidated Plan share goals of aligning affordable housing and resilience investments across the city.

Table 3 – Other local / regional / federal planning efforts

NARRATIVE
The City of Watsonville consulted with public agencies, housing providers, social service organizations, and community stakeholders in preparing the Consolidated Plan and Annual Action Plan. Input was gathered through interviews, surveys, and meetings and informed key sections, including the Housing Needs Assessment, Homeless Strategy, Market Analysis, and NonHomeless Special Needs.

Participants included the Housing Authority, affordable housing developers, and service providers assisting seniors, youth, persons with disabilities, and individuals experiencing or at risk of homelessness. Key priorities identified include expanding affordable housing and continuing investment in economic development and public services.

The City will continue coordinating with these partners to align resources and ensure CDBG funds are effectively targeted to community needs. Watsonville also participates in regional planning efforts and collaborates with the Housing Authority of Santa Cruz County and the Homeless Action Partnership (HAP) on shared housing and community development priorities.

Exhibit A