HomeMy WebLinkAboutCOMPLETE November 17, 2025 City Council Regular Meeting Agenda PacketNovember 17, 2025 | 6:00 PM Page 1 of 7 City Council
Regular Meeting
CITY COUNCIL
REGULAR MEETING
AGENDA
CITY CHAMBERS, CITY HALL
7351 ROSANNA STREET, GILROY, CA
95020
MONDAY, NOVEMBER 17, 2025 | 6:00 PM
MAYOR
Greg Bozzo
COUNCIL MEMBERS
Dion Bracco
Tom Cline
Terence Fugazzi
Zach Hilton
Carol Marques
Kelly Ramirez
CITY COUNCIL PACKET MATERIALS ARE AVAILABLE ONLINE AT www.cityofgilroy.org
AGENDA CLOSING TIME IS 5:00 P.M. THE TUESDAY PRIOR TO THE MEETING
COMMENTS BY THE PUBLIC WILL BE TAKEN ON AGENDA ITEMS BEFORE ACTION IS TAKEN BY THE CITY
COUNCIL. Public testimony is subject to reasonable regulations, including but not limited to time restrictions
for each individual speaker. **Please limit your comments to 3 minutes.** The amount of time allowed per
speaker may vary at the Mayor’s discretion depending on the number of speakers and length of the agenda.
Written comments on any agenda item may be emailed to the City Clerk’s Office at
publiccomment@cityofgilroy.org or mailed to the Gilroy City Clerk’s Office at City Hall, 7351 Rosanna Street,
Gilroy, CA 95020. Comments received by the City Clerk’s Office by 1 p.m. on the day of a Council meeting will
be distributed to the City Council prior to or at the meeting and available for public inspection with the agenda
packet located in the lobby of Administration at City Hall, 7351 Rosanna Street prior to the meeting. Any
correspondence received will be incorporated into the meeting record. Items received after the 1 p.m. deadline
will be provided to the City Council as soon as practicable. Written comments are also available on the City’s
Public Records Portal at bit.ly/3NuS1IN.
In compliance with the Americans with Disabilities Act, the City will make reasonable
arrangements to ensure accessibility to this meeting. If you need special assistance to
participate in this meeting, please contact the City Clerk’s Office at least 72 hours prior to the
meeting at (408) 846-0204 or cityclerk@cityofgilroy.org to help ensure that reasonable
arrangements can be made.
If you challenge any planning or land use decision made at this meeting in court, you may be limited to raising
only those issues you or someone else raised at the public hearing held at this meeting, or in written
correspondence delivered to the City Council at, or prior to, the public hearing. Please take notice that the time
within which to seek judicial review of any final administrative determination reached at this meeting is governed
by Section 1094.6 of the California Code of Civil Procedure.
A Closed Session may be called during this meeting pursuant to Government Code Section 54956.9 (d)(2) if a
point has been reached where, in the opinion of the legislative body of the City on the advice of its legal counsel,
based on existing facts and circumstances, there is a significant exposure to litigation against the City.
Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packet
are available with the agenda packet on the City website at www.cityofgilroy.org subject to the Staff’s ability to
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post the documents before the meeting.
KNOW YOUR RIGHTS UNDER THE GILROY OPEN GOVERNMENT ORDINANCE
Government's duty is to serve the public, reaching its decisions in full view of the public.
Commissions, task forces, councils and other agencies of the City exist to conduct the
people's business. This ordinance assures that deliberations are conducted before the
people and that City operations are open to the people's review.
FOR MORE INFORMATION ON YOUR RIGHTS UNDER THE OPEN GOVERNMENT
ORDINANCE, TO RECEIVE A FREE COPY OF THE ORDINANCE OR TO REPORT A
VIOLATION OF THE ORDINANCE, CONTACT THE OPEN GOVERNMENT COMMISSION
STAFF AT (408) 846-0204.
If you need assistance with translation and would like to speak during public comment,
please contact the City Clerk a minimum of 72 hours prior to the meeting at 408-846-0204 or
e-mail the City Clerk’s Office at cityclerk@cityofgilroy.org.
Si necesita un intérprete durante la junta y gustaría dar un comentario público,
comuníquese con el Secretario de la Ciudad un mínimo de 72 horas antes de la junta al 408-
846-0204 o envíe un correo electrónico a la Oficina del Secretario de la Ciudad
a cityclerk@cityofgilroy.org.
To access written translation during the meeting, please scan the QR
Code or click this link:
Para acceder a la traducción durante la reunión, por favor escanee el
código QR o haga clic en el enlace:
bit.ly/3FBiGA0
Choose Language and Click Attend | Seleccione su lenguaje y haga clic
en asistir
Use a headset on your phone for audio or read the transcript on your
device.
Use sus auriculares para escuchar el audio o leer la transcripción en el
dispositivo.
The agenda for this regular meeting is outlined as follows:
1. OPENING
1.1. Call to Order
1.2. Roll Call
1.3. City Clerk's Report on Posting the Agenda
1.4. Pledge of Allegiance
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1.5. Invocation
1.6. Orders of the Day
1.7. Employee Introductions
2. CEREMONIAL ITEMS - Proclamations and Awards
2.1. Open Government Week Proclamation
3. PRESENTATIONS TO THE COUNCIL
3.1. Annual Presentation by the Planning Commission
3.2. PUBLIC COMMENT BY MEMBERS OF THE PUBLIC ON ITEMS NOT ON THE
AGENDA BUT WITHIN THE SUBJECT MATTER JURISDICTION OF THE CITY
COUNCIL
This portion of the meeting is reserved for persons desiring to address the
Council on matters within the Gilroy City Council’s jurisdiction but not on the
agenda. Persons wishing to address the Council are requested to complete a
Speaker’s Card located at the entrances and handed to the City Clerk. Speakers
are limited to 1 to 3 minutes each, varying at the Mayor’s discretion depending
on the number of speakers and length of the agenda. The law does not permit
Council action or extended discussion of any item not on the agenda except
under special circumstances. If Council action is requested, the Council may
place the matter on a future agenda.
Written comments to address the Council on matters not on this agenda may be
e-mailed to the City Clerk’s Office at publiccomment@cityofgilroy.org or mailed
to the Gilroy City Clerk’s Office at City Hall, 7351 Rosanna Street, Gilroy, CA
95020. Comments received by the City Clerk’s Office by 1:00 pm on the day of a
Council meeting will be distributed to the City Council prior to or at the meeting
and available for public inspection with the agenda packet located in the lobby
of Administration at City Hall, 7351 Rosanna Street, prior to the meeting. Any
correspondence received will be incorporated into the meeting record. Items
received after the 1:00pm deadline will be provided to the City Council as soon
as practicable. Written material provided by public members under this section
of the agenda will be limited to 10 pages in hard copy. An unlimited amount of
material may be provided electronically.
4. REPORTS OF COUNCIL MEMBERS
Council Member Bracco – Downtown Committee, Santa Clara County Library Joint Powers
Authority, Santa Clara Water Commission, Santa Clara Valley Water Joint Water Resources
Committee, SCRWA
Council Member Fugazzi – Santa Clara Water Commission (alternate), Silicon Valley
Regional Interoperability Authority Board (alternate), SCRWA, Visit Gilroy California Welcome
Center, VTA Mobility Partnership Committee
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Council Member Marques – ABAG, Downtown Committee, Santa Clara County Library Joint
Powers Authority (alternate), Santa Clara Valley Habitat Agency Governing Board, Santa
Clara Valley Habitat Agency Implementation Board, SCRWA (alternate)
Council Member Hilton – CalTrain Policy Group, Santa Clara County Expressway Plan
2040 Advisory Board (alternate), Silicon Valley Clean Energy Authority JPA Board, South
County Youth Task Force Policy Team, VTA Policy Advisory Committee
Council Member Ramirez – ABAG (alternate), Gilroy Gardens Board of Directors (alternate),
Gilroy Sister Cities, Gilroy Youth Task Force (alternate), SCRWA, Santa Clara Housing and
Community Development Advisory Committee
Council Member Cline – CalTrain Policy Group (alternate), Gilroy Sister Cities (alternate),
Gilroy Youth Task Force, Santa Clara County Expressway Plan 2040 Advisory Board, Silicon
Valley Clean Energy Authority JPA Board (alternate), Silicon Valley Regional Interoperability
Authority Board, Visit Gilroy California Welcome Center (alternate), VTA Mobility Partnership
Committee, VTA Policy Advisory Committee (alternate)
Mayor Bozzo – Gilroy Gardens Board of Directors, Santa Clara Valley Water Joint Water
Resources Committee, South County Youth Task Force Policy Team, VTA Board of Directors
(alternate), Santa Clara Housing and Community Development Advisory Committee
(alternate)
5. CONSENT CALENDAR
All matters listed under the Consent Calendar are considered by the City Council to be routine
and will be enacted by one motion. There will be no separate discussion of these items unless
a request is made by a member of the City Council or a member of the public. Any person
desiring to speak on any item on the consent calendar should ask to have that item removed
from the consent calendar prior to the time the City Council votes to approve. If removed, the
item will be discussed in the order in which it appears.
5.1. Approve the minutes of the November 3, 2025 City Council Study Session and
the November 3, 2025 City Council Regular Meeting
5.2. Authorization to Deaccession Artifacts from the Collection Managed by the
Gilroy Museum
5.3. Acceptance of the Cash and Investment Report as of September 30, 2025
5.4. Adoption of an Ordinance of the City Council of the City of Gilroy Amending
Chapter 30, Article LIV of the Gilroy City Code Relating to Accessory Dwelling
Units (Z 25-02)
5.5. Claim of Curtis Crackel (The City Administrator recommends a "yes" vote under
the Consent Calendar shall constitute denial of the claim)
5.6. Claims of Yolanda Alanis and Tony Jose Alanis (The City Administrator
recommends a "yes" vote under the Consent Calendar shall constitute denial of
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the claims)
5.7. Consider the Approval of Santa Clara Valley Habitat Agency to Proceed with a
Habitat Plan Amendment
6. BIDS AND PROPOSALS
6.1. Award Two Opioid Remediation Grants, not-to-exceed $118,675 to Carry the
Vision and $118,676 to Youth Alliance, for Opioid Remediation Services; Adopt a
Resolution Amending the Fiscal Year 2026 Budget in the Opioid Settlement Fund
by $237,352; and Authorize the City Administrator to Negotiate and Execute Final
Grant Agreements
1. Staff Report:
Bryce Atkins, Assistant to the City Administrator
2. Public Comment
3. Possible Action:
Council:
1. Award two opioid remediation grants, reimbursement-based and not
to exceed $118,675 to Carry the Vision and $118,676 to Youth
Alliance, for opioid remediation services;
2. Adopt a resolution amending the Fiscal Year 2026 Budget in the
Opioid Settlement Fund by $237,352; and
3. Authorize the City Administrator to negotiate and execute final grant
agreements.
6.2. Award the Interim Aquatics Center Operator Contract to Swan Swimming, LLC
for an Amount Not to Exceed $266,662 and Authorize the City Administrator to
Complete Negotiations and Execute the Agreement
1. Staff Report:
Bryce Atkins, Assistant to the City Administrator
2. Public Comment
3. Possible Action:
Award the interim aquatics center operator contract to Swan Swimming, LLC
for an amount not to exceed $266,662 and authorize the City Administrator
to complete negotiations and execute the agreement.
7. INTRODUCTION OF NEW BUSINESS
7.1. Introduce for First Reading by Title Only An Ordinance to Amend Board and
Commission Terms and Appointment Processes
1. Staff Report:
Kim Mancera, City Clerk
2. Public Comment
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3. Possible Action:
1. It is recommended that the City Council adopt an ordinance extending
the current terms of all Board and Commission members whose terms
are set to expire in even-numbered years by one year, thereby
aligning all future term expirations with odd-numbered years;
2. Motion to read the ordinance by title only and waive further reading of
the ordinance; and
3. Introduce the ordinance of the City Council of the City of Gilroy to
reflect all future terms will expire in odd-numbered years.
7.2. Receive Budget Report for the First Quarter of Fiscal Year 2025-26 (FY26) and
Adopt a Budget Amendment Resolution
1. Staff Report:
Harjot Sangha, Finance Director
2. Public Comment
3. Possible Action:
1. Receive Budget Report for the First Quarter of Fiscal Year 2025-26
(FY26); and
2. Adopt a budget amendment resolution.
8. CITY ADMINISTRATOR'S REPORTS
9. CITY ATTORNEY'S REPORTS
10. CLOSED SESSION
10.1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Pursuant to Government Code Section 54956.8 and Gilroy City Code Section
17A.8
Property: 7491 Railroad Street, APN 841-06-001
Negotiators: LeeAnn McPhillips, Assistant City Administrator, Administrative
Services & Human Resources Director/Risk Manager; Sharon Goei, Community
Development Director; Victoria Valencia, Economic Development Manager
Under Negotiations: Price and Terms of Payment for Purchase and/or Lease
10.2. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION
Pursuant to Paragraph (4) of Subdivision (d) of Government Code Section
54956.9 and Gilroy City Code Section 17A.11 Subdivision (3): One Case
11. ADJOURN TO OPEN SESSION
Report of any action taken in Closed Session and vote or abstention of each Council Member
if required by Government Code Section 54957.1 and GCC Section 17A.13(b); Public Report
of the vote to continue in closed session if required under GCC Section 17A.11(5).
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12. ADJOURNMENT
FUTURE MEETING DATES
December 2025
08 City Council Regular Meeting - 6:00 p.m.
January 2026
05
26
City Council Regular Meeting - 6:00 p.m.
City Council Regular Meeting - 6:00 p.m.
February 2026
09
23
City Council Regular Meeting - 6:00 p.m.
City Council Regular Meeting - 6:00 p.m.
Meetings are webstreamed on the City of Gilroy’s website at gilroy.city/meetings.
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Minutes
1. OPENING
1. Call to Order
City of Gilroy
DRAFT
City Council
Minutes
Monday, November 3, 2025 | 5:00 PM
The meeting was called to order by Mayor Bozzo at 5:00 PM.
2. Roll Call
Attendance Attendee Name
Present Council Member Dion Bracco
Council Member Tom Cline
Council Member Terence Fugazzi
Council Member Zach Hilton
Council Member Carol Marques
Council Member Kelly Ramirez
Mayor Greg Bozzo
2. STUDY SESSION
1. CMAP Study Session
Communication and Engagement Manager Rachelle Bedell and Finance Director
Harjot Sangha provided a report and presentation.
CMAP Director Mike Sanchez provided a report and presentation.
2. Public Comment
Mayor Bozzo opened public comment at 6:40 P.M.
Elia Salinas - commented on CMAP being part of the community and encouraged
the Council to consider the option to continue the CMAP agreement.
Kevin Pfeffer - commented on programs and classes that CMAP has held.
Gary Walton - commented on the CMAP agreement and past conversations
regarding the contract.
Kelly Pfeffer - commented on the jobs that CMAP provides.
Mike Sanchez - commented on the alternative option for the Council to consider.
Jeff Perkins - commented on CMAP financials.
Alex Larson - commented on communication problems between the City of Gilroy
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Minutes
and CMAP.
With no further speakers, Mayor Bozzo closed public comment.
The City Council provided direction to staff to review the needs of the community
and work with CMAP to develop a future agreement that reflects clearly what
services CMAP can provide, and what responsibilities the City may take over.
3. ADJOURNMENT
With no additional business before the Council, the meeting was adjourned at 6:03 P.M
I HEREBY CERTIFY that the foregoing minutes were duly and regularly adopted at a regular
meeting of the City Council of the City of Gilroy on XXXXXXX, 20XX.
Kim Mancera
City Clerk
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Minutes
1. OPENING
1. Call to Order
City of Gilroy
DRAFT
City Council
Minutes
Monday, November 3, 2025 | 6:00 PM
The meeting was called to order by Mayor Bozzo at 6:15 PM.
2. Roll Call
Attendance Attendee Name
Present Council Member Dion Bracco
Council Member Tom Cline
Council Member Terence Fugazzi
Council Member Zach Hilton
Council Member Carol Marques
Council Member Kelly Ramirez
Mayor Greg Bozzo
3. City Clerk's Report on Posting the Agenda
City Clerk Kim Mancera reported on the Posting of the Agenda.
4. Pledge of Allegiance
Council Member Ramirez led the Pledge of Allegiance.
5. Invocation
Pastor Jesse Jimenez led the Invocation.
6. Orders of the Day
None.
7. Employee Introductions
Utilities Director Heath McMahon introduced Engineer I for SCRWA Jay
Kantamneni.
Police Captain Luke Powell introduced Police Officer Michael DeFrates and Police
Officer Camilla Aguilar.
2. CEREMONIAL ITEMS - Proclamations and Awards
1. Arbor Day Proclamation
3. PRESENTATIONS TO THE COUNCIL
1. PUBLIC COMMENT BY MEMBERS OF THE PUBLIC ON ITEMS NOT ON THE
AGENDA BUT WITHIN THE SUBJECT MATTER JURISDICTION OF THE CITY
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Minutes
COUNCIL
Mayor Bozzo opened public comment at 6:26 P.M.
Greg Felios - commented on the importance of voting.
Adam Jaso - commented on the presence of the homeless camps in the slew and
who is responsible for the cleanup efforts.
Sherri Jaso - commented the presence of the homeless camps in the slew and the
citations they have received.
Ron Kirkish - commented on the great work of street paving from Public Works and
spoke about an assault on a Gilroy Police Officer in the community over the
weekend.
Linda Berti - commented on ADU issues on her street.
With no further speakers, Mayor Bozzo closed public comment.
4. REPORTS OF COUNCIL MEMBERS
1. Council Member Bracco – Downtown Committee, Santa Clara County Library
Joint Powers Authority, Santa Clara Water Commission, Santa Clara Valley
Water Joint Water Resources Committee, SCRWA
Council Member Fugazzi – Santa Clara Water Commission (alternate), Silicon
Valley Regional Interoperability Authority Board (alternate), SCRWA, Visit
Gilroy California Welcome Center, VTA Mobility Partnership Committee
Council Member Marques – ABAG, Downtown Committee, Santa Clara County
Library Joint Powers Authority (alternate), Santa Clara Valley Habitat Agency
Governing Board, Santa Clara Valley Habitat Agency Implementation Board,
SCRWA (alternate)
Council Member Hilton – CalTrain Policy Group, Santa Clara County
Expressway Plan 2040 Advisory Board (alternate), Silicon Valley Clean Energy
Authority JPA Board, South County Youth Task Force Policy Team, VTA
Policy Advisory Committee
Council Member Ramirez – ABAG (alternate), Gilroy Gardens Board of
Directors (alternate), Gilroy Sister Cities, Gilroy Youth Task Force (alternate),
SCRWA, Santa Clara Housing and Community Development Advisory
Committee
Council Member Cline – CalTrain Policy Group (alternate), Gilroy Sister Cities
(alternate), Gilroy Youth Task Force, Santa Clara County Expressway Plan
2040 Advisory Board, Silicon Valley Clean Energy Authority JPA Board
(alternate), Silicon Valley Regional Interoperability Authority Board, Visit
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Minutes
Gilroy California Welcome Center (alternate), VTA Mobility Partnership
Committee, VTA Policy Advisory Committee (alternate)
Mayor Bozzo – Gilroy Gardens Board of Directors, Santa Clara Valley Water
Joint Water Resources Committee, South County Youth Task Force Policy
Team, VTA Board of Directors (alternate), Santa Clara Housing and
Community Development Advisory Committee (alternate)
Council Member Bracco - wished Council Member Marques a Happy Birthday.
Council Member Fugazzi - no report.
Council Member Marques - congratulated the La Ofrenda committee for their great
event.
Council Member Hilton - reported that the Valley Transportation Authority (VTA)
Policy Advisory Committee released the Draft Plan Bay Area 2050 and the Plan Bay
Area 2025 Environmental Impact Report (EIR) for review and comment. He thanked
VTA and staff for sponsoring and attending in the La Ofrenda festival and wellness
fair this weekend. He reported from Silivon Valley Clean Energy (SVCE) that they do
not receive federal funding and should have no direct impact from the government
shutdown. He thanked SVCE and staff for sponsoring and attending the La Ofrenda
festival and wellness fair this weekend. He also thanked City staff who worked the
La Ofrenda festival and attended on their own for playing a part in the celebration.
Council Member Ramirez - congratulated the La Ofrenda team for the great festival.
She congratulated the Library for its Storywalk display ceremony. She encouraged
her fellow Council Members to participate in a ride-along with the Gilroy Police
Department.
Council Member Cline - no report.
Mayor Bozzo - reported from the Gilroy Gardens Board of Directors that he is
looking forward to the meeting at the end of November, where they will hold a
strategic planning session.
5. CONSENT CALENDAR
Motion
Approve the consent calendar.
RESULT: Passed
MOVER: Council Member Kelly Ramirez
SECONDER: Council Member Carol Marques
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council
Member Terence Fugazzi, Council Member Zach Hilton, Council Member
Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo
NAYS: None
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Minutes
1. Approved the October 20, 2025 City Council Regular Meeting Minutes
2. Approve the 2025 Update to the City of Gilroy's Sewer System Management
Plan (SSMP) in Compliance with State Water Resources Control Board Order
WQ 2022-0103-DWQ
3. Award a Contract to Catholic Charities of Santa Clara County for $103,448 for
South County Youth Task Force Community-Based Services for Youth
4. Authorize the City Administrator to Enter into a Ten-Year Master Service and
Purchasing Agreement with Axon Enterprises, Inc., to Purchase the Axon
Interview Room Recording System for $243,621
6. BIDS AND PROPOSALS
1. Award a Contract to FBD Vanguard Construction, Inc. for the FY26 CDBG
Sidewalk and Curb Ramp Project No. 26-PW-303 in the amount of $156,820.00,
approve a project contingency of $19,370.14, and approve a total project
expenditure of $176,190.14 for Construction
City Engineer Nisha Pratel provided a report and presentation.
Mayor Bozzo opened public comment at 6:49 P.M.
With no speakers, Mayor Bozzo closed public comment.
Motion
Award a contract to FBD Vanguard Construction, Inc. in the amount of $156,820.00,
approve a project contingency of $19,370.14, approve a total project expenditure of
$176,190.14 for the construction of the FY26 CDBG Sidewalk and Curb Ramp
Project (No. 26-PW-303), and authorize the Interim City Administrator to execute the
contract and associated documents.
RESULT: Passed
MOVER: Council Member Zach Hilton
SECONDER: Council Member Tom Cline
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council
Member Terence Fugazzi, Council Member Zach Hilton, Council
Member Carol Marques, Council Member Kelly Ramirez, Mayor
Greg Bozzo
NAYS: None
7. PUBLIC HEARINGS
1. Introduction and First Reading of an Ordinance Amending Chapter 30, Article
LIV of the Gilroy City Code Relating to Accessory Dwelling Units (Z 25-02)
Planning Manager Michael Fossati provided a report and presentation.
Mayor Bozzo opened public comment at 7:18 P.M.
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Minutes
With no speakers, Mayor Bozzo closed public comment.
Motion
Determine the proposed ordinance is statutorily exempt from the California
Environmental Quality Act ("CEQA") pursuant to CEQA Guidelines Section 15282(h)
for the adoption of an ordinance regarding second units in a single-family or
multifamily residential zone by a city or county to implement the provisions of
Section 66314 and 66333 of the Government Code as set forth in Section 21080.17
of the Public Resources Code.
RESULT: Passed
MOVER: Council Member Zach Hilton
SECONDER: Mayor Greg Bozzo
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council
Member Terence Fugazzi, Council Member Zach Hilton, Council
Member Carol Marques, Council Member Kelly Ramirez, Mayor
Greg Bozzo
NAYS: None
Motion
Read the ordinance by title only and waive further reading of the ordinance.
RESULT: Passed
MOVER: Council Member Zach Hilton
SECONDER: Council Member Tom Cline
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council
Member Terence Fugazzi, Council Member Zach Hilton, Council
Member Carol Marques, Council Member Kelly Ramirez, Mayor
Greg Bozzo
Motion
Introduce the ordinance of the City Council of the City of Gilroy amending Chapter
30, Article LIV of the Gilroy City Code relating to accessory dwelling units.
RESULT: Passed
MOVER: Council Member Zach Hilton
SECONDER: Council Member Tom Cline
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council
Member Terence Fugazzi, Council Member Zach Hilton, Council
Member Carol Marques, Council Member Kelly Ramirez, Mayor
Greg Bozzo
2. Consider Adopting an Urgency Interim Ordinance Prohibiting the Issuance of
Tobacco Retailer Permits for a Period Not to Exceed Forty-Five (45) Days
within the Downtown Specific Plan Area (M 25-13)
Planning Manager Michael Fossati provided a report and presentation.
Mayor Bozzo opened public comment at 7:40 P.M.
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Minutes
Ashly Castillo - commented on not allowing more smoke shops in Downtown.
Saul Gonzalez - commented in favor of the urgency ordinance
.
Gary Walton - commented in favor of adopting the urgency ordinance.
Ron Kirkish - commented on DA Rosen not wanting to prosecute on drug charges.
With no speakers, Mayor Bozzo closed public comment.
Motion
Waive further readings and adopt an Urgency Interim Ordinance establishing a
temporary prohibition on the issuance or approval of any new Tobacco Retailer
Permits within the Downtown Specific Plan area within the City of Gilroy pursuant to
Government Code Section 65858 and make findings, as incorporated in the
ordinance, that adoption of the ordinance is necessary for the immediate
preservation of the public health, safety, and welfare, particularly regarding the
protection of minors within the Downtown Specific Plan area.
RESULT: Passed
MOVER: Council Member Carol Marques
SECONDER: Council Member Tom Cline
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council
Member Terence Fugazzi, Council Member Zach Hilton, Council
Member Carol Marques, Council Member Kelly Ramirez, Mayor
Greg Bozzo
NAYS: None
8. INTRODUCTION OF NEW BUSINESS
1. Update on Downtown Plywood Storefront Ordinance and Downtown Vacancy
Ordinance Proposal
Community Development Sharon Goei provided a report and presentation.
Mayor Bozzo opened public comment at P.M.
Gary Walton - commented on past partnerships and collaboration regarding
Downtown and what it takes to bring in new tenants.
Maria Aguilar - commented on hiring artists to paint murals or paintings on the
plywood store fronts.
Ron Kirkish - commented on creating a Santana Row atmosphere in Downtown
Gilroy.
With no further speakers, Mayor Bozzo closed public comment.
Report received.
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Minutes
Council directed staff to revive, update, and strengthen the expired Gilroy City Code
Chapter 5D, "Vacant Commercial Space in the Downtown Historic and Downtown
Expansion Districts," without a vacancy tax at this time, but with additional
consideration in the future if Council feels it is needed.
9. FUTURE COUNCIL INITIATED AGENDA ITEMS
None.
10. CITY ADMINISTRATOR'S REPORTS
No report.
11. CITY ATTORNEY'S REPORTS
No report.
12. CLOSED SESSION
Assistant City Attorney Houston announced the closed session item 12.1.
City Council adjourned to closed session at 8:47 P.M.
Motion
Remain in closed session.
RESULT: Passed
MOVER: None
SECONDER: None
AYES: Council Member Dion Bracco, Council Member Tom Cline, Council
Member Terence Fugazzi, Council Member Zach Hilton, Council Member
Carol Marques, Council Member Kelly Ramirez, Mayor Greg Bozzo
1. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION –
Significant exposure to litigation pursuant to Paragraph (2) of Subdivision (d)
of Government Code Section 54956.9 and Gilroy City Code Section 17A.11
Subdivision (3): One Case.
13. ADJOURN TO OPEN SESSION
Assistant City Attorney Houston announced that there was no reportable action.
14. ADJOURNMENT
With no additional business before the Council, the meeting was adjourned at 9:00 P.M
I HEREBY CERTIFY that the foregoing minutes were duly and regularly adopted at a regular
meeting of the City Council of the City of Gilroy on XXXXXXX, 20XX.
Kim Mancera
City Clerk
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City of Gilroy
STAFF REPORT
Agenda Item Title: Authorization to Deaccession Artifacts from the Collection
Managed by the Gilroy Museum
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Administration
Submitted by: Bryce Atkins, Assistant to the City Administrator
Prepared by: Bryce Atkins, Assistant to the City Administrator
STRATEGIC PLAN GOALS: Not Applicable
RECOMMENDATION
Council approval to deaccession the artifacts identified by the Gilroy Museum.
EXECUTIVE SUMMARY
BACKGROUND
The City received a request from the Gilroy Museum requesting to deaccession a list of
items from the Museum's inventory, a common practice for museums. Attached to this
staff report are a cover letter, a deaccession report, and the list of items being
considered for deaccessioning as presented to the Arts and Culture Commission.
At their regular meeting on October 14, 2025, the Arts and Culture Commission adopted
a recommendation to the City Council to approve the de-accessioning of the items listed
in the report.
The Gilroy Museum intends to sell the majority of its items. Proceeds from the sale will
be added to the endowment, generating future interest income to support the museum's
operations.
Page 18 of 417
ANALYSIS
ALTERNATIVES
Council may approve, modify, or reject the deaccession of any and all items from the
deaccession request.
FISCAL IMPACT/FUNDING SOURCE
Minor revenue to the museum endowment. Specific amounts are not known until the
item is offered for sale. Some items may be too damaged or undesired for sale or
donation, and may be discarded.
PUBLIC OUTREACH
This item was discussed at the October 14, 2025, public meeting of the Arts and Culture
Commission and was included on the publicly posted agenda for that meeting.
NEXT STEPS
The Gilroy Museum will be advised of the result of any Council action on this matter.
Attachments:
1. Deaccession List for the City Council
2. 10-14-2025 ACC Deaccession Report from Gilroy Museum
3. Deaccession Visual List to ACC 10-14-2025
Page 19 of 417
Gilroy Museum Deaccession List
2025
Museum No. Artifact Deaccession Reasons
751A, 751B Two bent wood pews from the Presbyterian Church on 5th and
Church Street in Gilroy
Pews are nearly 9 feet long. Storage space is limited and the
space better used by items with greater historical value.
3840 Eight, Standard Electric Time Classroom Clocks Deaccession multiple artifacts due to storage limitations.
3841 A&B Two, Standard Electric Time Control clocks from the Eliot
Elementary Schools. Used as the master clock for controlling
alarm bells.
Large clocks and cases nearly six feet tall; space constraints
and size make storage and display prohibitive.
3848, 3849A,
3849B, 3850
Four Victorian chairs, two chairs require recovering Poor condition, no local historical value, not important to
museum mission
3134 Small (gold painted) wood and glass medical cabinet Poor condition, glass not tempered, safety hazard
4256 A-D Four, Regency style chairs No local historical value, not pertinent to museum mission
4251 Victorian walnut cylinder desk (roll top) with bookcase above. Space constraints both storage and display
3845 Upholstered Empire style armchair Space constraints both storage and display
8368 1900 Eastlake style chair Space constraints both storage and display
6421, 9029, Two wooden desk chairs, two chairs have non-functioning
mechanisms
Condition problems, limited historical value, and storage
constraints
9029, 7769,
4659, 3140
Four oil paintings, non-Gilroy topics or artists No local historical value, not pertinent to museum mission
627 Colored panorama photograph titled on "Carquinez Bridge on
the Pacific Highway between Vallejo and Crockett."
No local historical value, not pertinent to museum mission
6031 Lithograph of Archbishop Allemany, first Archbishop in
California.
No local historical value, not pertinent to museum mission
67.8.11 Framed colored Grace Line map of Calif., Mexico, and Central
America by Jo Mora.
No local historical value, not pertinent to museum mission
67.7.4/7729A
67.7.5/7729B
Two framed advertising pictures for Goodrich and Palmer &
Goodrich tires which hung in a local tire shop.
Little historical value, not pertinent to museum mission
66.4.1 Wooden filing cabinet with 12 drawers. Needs repair Needs repair, so no display value; space constraints prevent
storage
67.2.2 Walnut bookcase with 2 glass doors. Needs repair, non-tempered glass, so no display value; space
constraints prevent storage
67.7.3 Large mahogany desk with 7 drawers Repurposed as office equipment so needs deaccession
61.1.9 St. Stephens pew rail with bible holders Pew rail is 10 feet long, and display and storage space limited
4252 A&B Two headboards and footboards of walnut spool bedsteads. Limited space prevents display & storage
950 Large square grand piano, needs reconditioning and tuning,
moving and restoration costs beyond Museum budget
Occupies space better used by objects with more historical
value.
Miscellaneous abandoned property: chairs, framed pictures Objects were never accessioned but left at the museum.
Page 20 of 417
Gilroy Museum Staff Report
for the
Arts & Culture Commission
October 14, 2025
Recommendation
The Gilroy Museum recommends that the Arts & Culture Commission approve the items listed for
deaccession. The Gilroy Museum also asks that the Arts & Culture Commission recommend the Gilroy
City Council approve the list of items for deaccession.
Summary
The Gilroy Museum has more than 25,000 artifacts in its collection. The collection belongs to the people
of Gilroy, and the Gilroy City Council serves as the peoples’ trustee for the collection. These objects,
photographs, works on paper, and books have been assembled during the museum’s 62-year lifetime.
The donations have come from Gilroy residents or their descendants, and the artifacts reflect aspects of
life in Gilroy and its environs. The museum’s incoming and present artifacts are constantly being
evaluated for their importance to the museum’s mission, their historical value, their condition and
usefulness within the museum, and the space available for housing artifacts. The Gilroy Museum
Collection Committee is tasked with this evaluation, and it is composed of four museum volunteers and
the Museum Manager. This committee meets as needed to assess new artifacts and to evaluate artifacts
already in the collection. At meetings on May 13, 2023, and June 11, 2025, the Collection Committee
recommended removal (deaccession) of the attached list of artifacts. Since the Arts & Culture
Commission is the museum’s representative to the City Council, the Gilroy Museum is seeking the
Commission’s approval for deaccession of the listed artifacts, and a recommendation that the City
Council approve these artifacts for deaccession.
Background
Deaccession is the process by which museums remove items from their collections. This process
typically involves deliberation and approval by both the museum’s Collection Committee and
by the governing board or trustees. At the Gilroy Museum, the process begins with the Collection
Committee, and then agreement is solicited from the Arts & Culture Commission, and finally from the
collection trustees, the Gilroy City Council. Once deaccession has been approved, the museum is free to
dispose of the items by any and all means such as: sale, trade, loan, donation, return to donor, or disposal.
Since the Gilroy Museum has an established trust with the City of Gilroy, all proceeds from the sale of
items will be deposited in the trust for the benefit of the museum collection. The preferred disposal
mechanism is the sale of items or acceptance of a donation. Depending on the artifact, other alternatives
will be evaluated prior to final disposition.
Items considered for deaccession are evaluated by the Collection Committee using established criteria.
The Gilroy Museum lists these criteria as the following:
• The artifact does not support the Gilroy Museum’s mission.
• The condition of the artifact presents a threat to the collection, it is too large for storage, or it is
too damaged such that the cost of conservation outweighs the historical value.
• The collection has multiple copies of an artifact. The artifacts that then have the poorest
condition are recommended first for deaccession.
• The artifact occupies a large storage space, is not a candidate for display, and its retention
precludes collection of more historically significant items.
• An artifact may be deaccessioned due to changes to the Gilroy Museum’s collection policy,
emphasis, or collection trends.
The artifacts recommended for deaccession meet one or more of the listed criteria above.
Page 21 of 417
Artifacts Recommended for Deaccession
Gilroy Museum’s Report
Arts & Culture Commission
October 14, 2025
Objects Books & ArchivesPhotographs
Page 22 of 417
Two pews from the
Presbyterian Church on 5th
and Church Street in Gilroy,
California. Made of wood with
bent plywood as the body.
Dated 1871.
#751A, 751B
Two, Standard Electric Time
Control clocks from the Eliot
Elementary Schools. Used as
the master clock for controlling
alarm bells. Wood case with
door. Wall mounted. #’s 3841 A
& 3841 B
Eight, Standard Electric
Time Classroom Clocks
from the Gilroy Unified
School District, 1923
#3840
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Page 23 of 417
Upholstered 1890
Victorian armchair
with carved walnut
frame. #3848
1890 Upholstered
Victorian armchair
with castors on
front legs #3850
1890 Upholstered
Victorian
armchair #3849B
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
1890 Upholstered
Victorian
armchair #3849A
Page 24 of 417
Small (gold painted) wood
and glass medical cabinet
from Dr. David Barton's
medical office on 5th
Street in Gilroy, CA. #3134
A Victorian walnut
cylinder desk (roll top)
with bookcase above.
#4251
Four, Regency style
chairs with olive
green velvet seats.
c-1939 #’s 4256A-D
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Page 25 of 417
Upholstered Empire
style armchair once
owned by Harry E.
Maggard (1887-1939),
manager at the Gilroy
Hot Springs Resort in
1930. #3845
1900 Eastlake style
chair of Walter &
Josephine Gouzenne
Sargent. #8368
Leather upholstered and
adjustable oak desk chair
with Greek key design on
the legs. Owned originally
by Walter Fitzgerald, and
later by lawyer, Sidney S.
Johnson, Gilroy City
Attorney. #6421
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Page 26 of 417
Reproduction of painting by
Raeburn, "Boy with Rabbit",
framed #4659
1957 Oil painting titled
"Stormy El Toro" by
Grace Ward #7769
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
1920 Oil painting on board
with a Native American motif
done by Joseph Sylvia of San
Jose, CA. #4314
Page 27 of 417
Oil painting of floral still life by
Crooks. #3140
Framed colored Grace Line
map of Calif., Mexico, and
Central America by Jo Mora.
#67.8.11
1880 Large framed
lithograph of Archbishop
Allemany, first Archbishop
in California. #6031
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Page 28 of 417
Framed colored panorama photograph titled on a plaque "Carquinez Bridge on the Pacific Highway
between Vallejo and Crockett." 1927 #627
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Page 29 of 417
Framed advertising poster for
Goodrich Tires that hung at the
Forsyth machine shop in Gilroy,
CA circa 1900 – 1920
#67.7.4/7729A
1893 Framed advertising poster; G & J Tires,
Buckeye Tires, Palmer & Goodrich Co: Plaster
frame. Once hung in Forsyth Machine Shop in
Gilroy, CA. circa. 1900-1920 #67.7.5/7729B
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Page 30 of 417
Small wooden desk chair used by Gilroy
Justice of the Peace, Leon Tupper Thomas
(1885-1965). The chair was used in his
chambers during his tenure as J.P. #9029
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Wooden filing cabinet with 12
drawers belonged in Judge Leon
Thomas's office in City Hall.
Page 31 of 417
Large square piano built by Hallet, Davis and Company,
Boston, Massachusetts. Used in an elementary school
for Gilroy kindergarten class in Gilroy, California. Built
1871 #950
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Walnut bookcase with 2 glass doors.
#67.2.1 Not pictured: Small
wooden table holding the bookcase.
#67.2.2
Page 32 of 417
Large mahogany desk with 7 drawers. (34'' x 60")
#67.7.3
Pew rail with bible holders, wood. Plaque
honoring Harry Bannister adhered to end.
St. Stephen’s Episcopal Church,
Measurements 30” Wide x 120” Length
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Page 33 of 417
Two brown leather
armchairs. No Number
Painted white wooden
armchair. No number
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Wooden office chair.
No Number
Page 34 of 417
Partial picture of a headboard and
footboard. No Number
Headboard or foot board of a bed.
No number
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
Page 35 of 417
Two headboards and footboards of walnut spool bedsteads.
#4252 A&B
Gilroy Museum’s Recommended Deaccessions
Arts & Culture Commission Report
October 14, 2025
End
Page 36 of 417
City of Gilroy
STAFF REPORT
Agenda Item Title: Acceptance of the Cash and Investment Report as of
September 30, 2025
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Finance
Submitted by: Harjot Sangha, Finance Director
Prepared by: Rosemary Guerrero, Finance Manager
STRATEGIC PLAN GOALS: Develop a Financially Resilient Organization
RECOMMENDATION
Accept and file the cash and investment report as of September 30, 2025.
BACKGROUND
The quarterly investment reports are prepared pursuant to the City’s investment policy
to keep the City Council apprised of the City’s investment activities.
ANALYSIS
As of September 30, 2025, the City’s cash and investments totaled $188.7 million, of
which primary investments include: $35.3 million in the Local Agency Investment Fund
(LAIF), $89.2 million in US Treasury securities, $21.3 million in other Federal Agency,
and $27.8 million in the California CLASS PRIME Fund.
In addition, there is approximately $15.1 million in cash, of which $13.8 million is held by
Fiscal Agents in the Trustee capacity for various bond issues, including bond proceeds,
debt service reserves, bond payments, and other post-employment benefits (OPEB)
and pensions. The majority of this balance ($7.3 million) consists of the City of Gilroy’s
share of the Acquisition and Construction Funds for the SCRWA Plant Expansion
Project, and the remaining portion primarily consists of the Section 115 Trusts for OPEB
and pension ($6.3 million). The fiscal year-to-date interest earnings are $2.0 million,
Page 37 of 417
which includes accrued interest as well as amortization of the discount on the securities
held, with an effective rate of return is 3.9%.
ALTERNATIVES
None.
FISCAL IMPACT/FUNDING SOURCE
There are no direct fiscal impacts to receiving and filing the quarterly cash and
investment report. This is an activity included in the Finance Department’s annual work
plan.
Attachments:
1) Cash and Investment as of 09302025 - Signed
Page 38 of 417
City of Gilroy
investment report
september 2025
Page 39 of 417
TABLE OF CONTENTS
1.PORTFOLIO SUMMARY REPORT..........................................................................................1 - 3
2.INVESTMENTS BY ISSUER REPORT................................................................................... 4 - 6
3 INVESTMENT ACTIVITY…………………………………………………………………………….. 7 - 8
4.QUARTERLY MOVEMENT OVER THE LAST TWELVE MONTHS........................................ 9
5.MOVEMENT OVER THE LAST TWO YEARS - GRAPHICAL PRESENTATION.................... 10
6.INVESTMENT PORTFOLIO - GRAPHICAL PRESENTATION................................................ 11 - 12
7.INTEREST EARNINGS: FISCAL YEARS 2016 - 2026............................................................ 13
Page 40 of 417
City of Gilroy
Portfolio Management
September 30, 2025
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
(408)846-0294
Portfolio Summary
% of
Portfolio
Book
ValueInvestmentsMarket
Value
Par
Value
Days to
MaturityTerm
YTM
360 Equiv.
YTM
365 Equiv.
LAIF 35,277,344.67 120.32 4.182135,277,344.6735,277,344.67 4.240
Federal Agency Non-Amortized 21,250,000.00 59912.24 4.27840121,248,412.5021,250,000.00 4.337
Treasury Notes Securities 89,208,746.30 48651.38 4.18620389,340,014.1489,698,300.00 4.245
California Class 27,884,665.26 116.06 4.284127,884,665.2627,884,665.26 4.343
173,620,756.23 100.00%Investments 173,750,436.57174,110,309.93 323 154 4.212 4.271
15,090,232.59 1 0.000115,090,232.5915,090,232.59 0.000
188,710,988.82
Cash & Monies Held with Fiscal Agents
Passbook/Checking
(not included in yield calculations)
Total Cash and Investments 188,840,669.16189,200,542.52 323 154 4.212 4.271
Current Year
September 30
616,814.76
Fiscal Year To Date
1,990,453.40
Average Daily Balance
Effective Rate of Return
194,402,830.47 201,140,728.20
3.93%3.86%
Total Earnings Month Ending
6 Month T-Bill Benchmark:3.72%
NOTES:
1. The Maturity Aging Factor of the City's Portfolio = 5.13 months.
2. The unrealized gain resulting from an increase in Market Values obtained from U.S. Bank of all Securities (excluding LAIF) = $129,680.34
3. The LAIF balance shown includes $5,865,563 in bond proceeds from the Gilroy Library 2010 Bonds that can be used exclusively for the construction of the library.
This is to certify that this schedule of investments is in compliance with the City of Gilroy's investment policy and that there are adequate funds available to meet the City's budgeted and actual expenses for
the next six months.
__________________________________________________ ____________________
Harjot Sangha, Finance Director
Reporting period 07/01/2025-09/30/2025
Page 1 of 13
11/06/2025
Page 41 of 417
YTM
365Par Value Book Value
Maturity
Date
Stated
RateMarket Value
September 30, 2025
Portfolio Details - Investments
Average
BalanceIssuer
Portfolio Management
City of Gilroy
Days to
Maturity
YTM
360CUSIPInvestment #
Purchase
Date
LAIF
4.240LAIF - City of GilroyLAIF01 20,484,576.25 20,484,576.25 4.24020,484,576.25 4.182SYSLAIF01 1
4.240LAIF - Industrial Dev. Auth.LAIF03 8,927,205.43 8,927,205.43 4.2408,927,205.43 4.182SYSLAIF03 1
4.240LAIF LIBRARYLAIF05 5,865,562.99 5,865,562.99 4.2405,865,562.99 4.182LAIF05 1
35,277,344.67 4.18235,277,344.6735,277,344.6738,260,678.00Subtotal and Average 4.240 1
Federal Agency Non-Amortized
4.420Federal Home Loan Bank BoardUSB-28 11,250,000.00 11,250,000.00 02/04/20274.42002/07/2025 11,252,812.50 4.3593130B4XH9 491
4.245Federal Home Loan Bank BoardUSB-29 10,000,000.00 10,000,000.00 07/28/20264.24004/30/2025 9,995,600.00 4.1863130B63Y0 300
21,250,000.00 4.27821,248,412.5021,250,000.0021,250,000.00Subtotal and Average 4.337 401
Treasury Notes Securities
4.429U. S. TREASURY NOTESUSB-20 9,294,000.00 9,298,114.67 10/31/20255.00001/31/2024 9,299,855.22 4.36891282CJE2 30
4.670U. S. TREASURY NOTESUSB-24 10,461,900.00 10,425,449.58 10/31/20250.25007/31/2024 10,428,840.40 4.60691282CAT8 30
4.562U. S. TREASURY NOTESUSB-25 10,092,000.00 9,957,345.09 01/31/20260.37507/31/2024 9,971,905.20 4.49991282CBH3 122
4.236U. S. TREASURY NOTESUSB-26 9,694,000.00 9,694,303.27 01/31/20264.25010/31/2024 9,700,785.80 4.17891282CJV4 122
4.216U. S. TREASURY NOTESUSB-27 20,000,000.00 19,612,856.83 04/30/20260.75001/31/2025 19,647,600.00 4.15891282CBW0 211
3.833U. S. TREASURY NOTESUSB-30 9,910,000.00 9,952,839.82 07/31/20264.37504/30/2025 9,957,568.00 3.78191282CLB5 303
4.019U. S. TREASURY NOTESUSB-31 20,246,400.00 20,267,837.04 10/31/20264.12507/31/2025 20,333,459.52 3.96491282CLS8 395
89,208,746.30 4.18689,340,014.1489,698,300.0089,153,381.72Subtotal and Average 4.245 203
California Class
4.343California ClassCLASS 27,884,665.26 27,884,665.26 4.34327,884,665.26 4.284CLASS PRIME 1
27,884,665.26 4.28427,884,665.2627,884,665.2627,790,345.18Subtotal and Average 4.343 1
4.212194,402,830.47 174,110,309.93 4.271 154173,750,436.57 173,620,756.23Total and Average
Page 2 of 13
Page 42 of 417
YTM
365Par Value Book Value
Stated
RateMarket Value
September 30, 2025
Portfolio Details - Cash
Average
BalanceIssuer
Portfolio Management
City of Gilroy
Days to
Maturity
YTM
360CUSIPInvestment #
Purchase
Date
Monies Held by Fiscal Agents
0.000U. S. BANKCONSTRUCTION 7,269,435.60 7,269,435.6007/01/2025 7,269,435.60 0.000WASTEWATER BOND 1
0.000U. S. BANKINT FUND 0.01 0.0107/01/2025 0.01 0.000LEASE REV 2020A 1
0.000U. S. BANKINTE FUND 192.22 192.2207/01/2025 192.22 0.000LEASE REV 2022A 1
0.000U. S. BANKPRIN FUND 4.59 4.5907/01/2025 4.59 0.000LEASE REV 2020A 1
0.000U. S. BANKPRINC FUND 1,117.78 1,117.7807/01/2025 1,117.78 0.000LEASE REV 2022A 1
0.000U. S. BANKPYMT FUND 1,423.42 1,423.4207/01/2025 1,423.42 0.000WASTEWATER BOND 1
0.000U. S. BANKRESERVE FUND 291,562.14 291,562.1407/01/2025 291,562.14 0.000CFD HWY 152 1
0.000U. S. BANKREVENUE FUND 223.81 223.8107/01/2025 223.81 0.000LEASE REV 2020A 1
0.000U. S. BANKSPECIAL TAX 6,190.44 6,190.4407/01/2025 6,190.44 0.000CFD HWY 152 1
Section 115 Trust Held by PARS
0.000Public Agency Retirement ServiOPEB 1,102,406.57 1,102,406.5707/01/2025 1,102,406.57 0.000OPEB 1
0.000Public Agency Retirement ServiPENSION 5,169,294.65 5,169,294.6507/01/2025 5,169,294.65 0.000PENSION 1
Wells Fargo Checking
0.000WELLS FARGOWELLS FARGO 646,129.21 646,129.21646,129.21 0.000SYSWFB 1
Other Banks-Misc.Account-Petty Cash
0.000CHASE BANKUNDERCOV 698.30 698.3007/01/2025 698.30 0.000SYSUNDERCOV 1
0.000MUFG / UNION BANKMUFG 0.00 0.0007/01/2025 0.00 0.000SYS/MUFG 1
0.000PETTY CASHPETTY 2,661.56 2,661.5607/01/2025 2,661.56 0.000SYSPETTY 1
0.000U. S. BANKUSB-CASH 268,523.60 268,523.6007/01/2025 268,523.60 0.000SYS/USBANK 1
0.000WELLS FARGOBAIL 0.00 0.0007/01/2025 0.00 0.000SYSBAIL 1
0.000WELLS FARGODISCOVERY 147,397.08 147,397.0807/01/2025 147,397.08 0.000SYSDISCOVERY 1
0.000WELLS FARGOICS 181,376.61 181,376.6107/01/2025 181,376.61 0.000SYSICS 1
0.000WORKING CASHWORKING 1,595.00 1,595.0007/01/2025 1,595.00 0.000SYSWORKING 1
0.00
4.212194,402,830.47 189,200,542.52 4.271 154
1Average Balance
188,840,669.16 188,710,988.82Total Cash and Investments
Page 3 of 13
Page 43 of 417
City of Gilroy
Investments by Issuer
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
(408)846-0294
Sorted by Type
Active Investments
September 30, 2025
Market
DateMarket Value
Redemption
DateSecurity Type
Current
Rate
Call
Date CollateralCUSIPInvestment #
Investment
Class
YTM
365Book Value
CHASE BANK
698.30UNDERCOVSYSUNDERCOV 1Other Banks-Misc.Account-Petty Cash Fair 09/30/2025698.30
698.30698.30Subtotal and Average 1
California Class
27,884,665.26CLASSCLASS PRIME 14.343California Class Fair 09/30/2025 4.34327,884,665.26
27,884,665.26 4.34327,884,665.26Subtotal and Average 1
Federal Home Loan Bank Board
11,252,812.50USB-283130B4XH9 02/04/20264914.420Federal Agency Non-Amortized Fair 02/04/202709/30/2025 4.42011,250,000.00
9,995,600.00USB-293130B63Y0 10/28/20253004.240Federal Agency Non-Amortized Fair 07/28/202609/30/2025 4.24510,000,000.00
21,248,412.50 4.33721,250,000.00Subtotal and Average 401
LAIF - City of Gilroy
20,484,576.25LAIF01SYSLAIF01 14.240LAIFFair 09/30/2025 4.24020,484,576.25
20,484,576.25 4.24020,484,576.25Subtotal and Average 1
LAIF - Industrial Dev. Auth.
8,927,205.43LAIF03SYSLAIF03 14.240LAIFFair 09/30/2025 4.2408,927,205.43
8,927,205.43 4.2408,927,205.43Subtotal and Average 1
LAIF LIBRARY
5,865,562.99LAIF05LAIF05 14.240LAIFFair 09/30/2025 4.2405,865,562.99
5,865,562.99 4.2405,865,562.99Subtotal and Average 1
MUFG / UNION BANK
0.00MUFGSYS/MUFG 1Other Banks-Misc.Account-Petty Cash Fair 0.00
0.000.00Subtotal and Average
Public Agency Retirement Servi
1,102,406.57OPEBOPEB 1Section 115 Trust Held by PARS Fair 09/30/20251,102,406.57
5,169,294.65PENSIONPENSION 1Section 115 Trust Held by PARS Fair 09/30/20255,169,294.65
Page 4 of 13
Page 44 of 417
Market
DateMarket Value
Redemption
DateSecurity Type
Current
Rate
Call
Date Collateral
Sorted by Type
Investments by Issuer
City of Gilroy
CUSIP Investment #
Investment
Class
YTM
365Book Value
6,271,701.226,271,701.22Subtotal and Average 1
PETTY CASH
2,661.56PETTYSYSPETTY 1Other Banks-Misc.Account-Petty Cash Fair 09/30/20252,661.56
2,661.562,661.56Subtotal and Average 1
U. S. BANK
7,269,435.60CONSTRUCTIONWASTEWATER BOND 1Monies Held by Fiscal Agents Fair 09/30/20257,269,435.60
0.01INT FUNDLEASE REV 2020A 1Monies Held by Fiscal Agents Fair 09/30/20250.01
192.22INTE FUNDLEASE REV 2022A 1Monies Held by Fiscal Agents Fair 09/30/2025192.22
4.59PRIN FUNDLEASE REV 2020A 1Monies Held by Fiscal Agents Fair 09/30/20254.59
1,117.78PRINC FUNDLEASE REV 2022A 1Monies Held by Fiscal Agents Fair 09/30/20251,117.78
1,423.42PYMT FUNDWASTEWATER BOND 1Monies Held by Fiscal Agents Fair 09/30/20251,423.42
291,562.14RESERVE FUNDCFD HWY 152 1Monies Held by Fiscal Agents Fair 09/30/2025291,562.14
223.81REVENUE FUNDLEASE REV 2020A 1Monies Held by Fiscal Agents Fair 09/30/2025223.81
6,190.44SPECIAL TAXCFD HWY 152 1Monies Held by Fiscal Agents Fair 09/30/20256,190.44
268,523.60USB-CASHSYS/USBANK 1Other Banks-Misc.Account-Petty Cash Fair 09/30/2025268,523.60
7,838,673.617,838,673.61Subtotal and Average 1
U. S. TREASURY NOTES
9,299,855.22USB-2091282CJE2 305.000Treasury Notes Securities Fair 10/31/202509/30/2025 4.4299,298,114.67
10,428,840.40USB-2491282CAT8 300.250Treasury Notes Securities Fair 10/31/202509/30/2025 4.67010,425,449.58
9,971,905.20USB-2591282CBH3 1220.375Treasury Notes Securities Fair 01/31/202609/30/2025 4.5629,957,345.09
9,700,785.80USB-2691282CJV4 1224.250Treasury Notes Securities Fair 01/31/202609/30/2025 4.2369,694,303.27
19,647,600.00USB-2791282CBW0 2110.750Treasury Notes Securities Fair 04/30/202609/30/2025 4.21619,612,856.83
9,957,568.00USB-3091282CLB5 3034.375Treasury Notes Securities Fair 07/31/202609/30/2025 3.8339,952,839.82
20,333,459.52USB-3191282CLS8 3954.125Treasury Notes Securities Fair 10/31/202609/30/2025 4.01920,267,837.04
89,340,014.14 4.24589,208,746.30Subtotal and Average 203
WELLS FARGO
646,129.21WELLS FARGOSYSWFB 1Wells Fargo Checking Fair 09/30/2025646,129.21
0.00BAILSYSBAIL 1Other Banks-Misc.Account-Petty Cash Fair 0.00
147,397.08DISCOVERYSYSDISCOVERY 1Other Banks-Misc.Account-Petty Cash Fair 09/30/2025147,397.08
181,376.61ICSSYSICS 1Other Banks-Misc.Account-Petty Cash Fair 09/30/2025181,376.61
974,902.90974,902.90Subtotal and Average 1
WORKING CASH
Page 5 of 13
Page 45 of 417
Market
DateMarket Value
Redemption
DateSecurity Type
Current
Rate
Call
Date Collateral
Sorted by Type
Investments by Issuer
City of Gilroy
CUSIP Investment #
Investment
Class
YTM
365Book Value
1,595.00WORKINGSYSWORKING 1Other Banks-Misc.Account-Petty Cash Fair 09/30/20251,595.00
1,595.001,595.00Subtotal and Average 1
188,840,669.16 3.929188,710,988.82Total and Average 141
Page 6 of 13
Page 46 of 417
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
(408)846-0294
City of Gilroy
Purchases Report
Sorted by Type - Type
July 1, 2025 - September 30, 2025
Original
Par Value
Ending
Book Value
Sec.
TypeType
Maturity
YTM
Accrued Interest
at PurchasePayment Periods DateCUSIPInvestment #Issuer
Purchase
Date
Principal
Purchased
Rate at
Purchase
CHECKING ACCOUNTS
698.30 698.30698.3007/01/2025 08/01 - MonthlyCHASEUNDERCOVSYSUNDERCOVPA2CHECKING
0.00 0.000.0007/01/2025 01/31 - MonthlyMUFGMUFGSYS/MUFG PA2CHECKING
1,055,439.23 1,102,406.571,055,439.2307/01/2025 07/31 - MonthlyPARSOPEBOPEBLA3CHECKING
4,613,782.57 5,169,294.654,613,782.5707/01/2025 07/31 - MonthlyPARSPENSIONPENSIONLA3CHECKING
2,661.56 2,661.562,661.5607/01/2025 08/01 - MonthlyPETTYPETTYSYSPETTYPA2CHECKING
7,544,461.26 7,269,435.607,544,461.2607/01/2025 07/31 - MonthlyUSBANKCONSTRUCTIONWASTEWATERLA2CHECKING
0.01 0.010.0107/01/2025 07/31 - MonthlyUSBANKINT FUNDLEASE REV 2020A LA2CHECKING
190.41 192.22190.4107/01/2025 07/31 - MonthlyUSBANKINTE FUNDLEASE REV 2022A LA2CHECKING
4.54 4.594.5407/01/2025 07/31 - MonthlyUSBANKPRIN FUNDLEASE REV 2020A LA2CHECKING
1,107.25 1,117.781,107.2507/01/2025 07/31 - MonthlyUSBANKPRINC FUNDLEASE REV 2022A LA2CHECKING
880.41 1,423.42880.4107/01/2025 07/31 - MonthlyUSBANKPYMT FUNDWASTEWATER LA2CHECKING
294,425.49 291,562.14294,425.4907/01/2025 07/31 - MonthlyUSBANKRESERVE FUNDCFD HWY 152 LA2CHECKING
221.61 223.81221.6107/01/2025 07/31 - MonthlyUSBANKREVENUE FUNDLEASE REV 2020A LA2CHECKING
6,804.15 6,190.446,804.1507/01/2025 07/31 - MonthlyUSBANKSPECIAL TAXCFD HWY 152 LA2CHECKING
25,208.99 268,523.6025,208.9907/01/2025 07/01 - MonthlyUSBANKUSB-CASHSYS/USBANK PA2CHECKING
0.00 0.000.0007/01/2025 08/01 - MonthlyWFBBAILSYSBAILPA2CHECKING
131,208.54 147,397.08131,208.5407/01/2025 02/01 - MonthlyWFBDISCOVERYSYSDISCOVERYPA2CHECKING
349,801.51 181,376.61349,801.5107/01/2025 10/31 - MonthlyWFBICSSYSICSPA2CHECKING
1,595.00 1,595.001,595.0007/01/2025 08/01 - MonthlyWORKINWORKINGSYSWORKINGPA2CHECKING
Subtotal 14,444,103.3814,028,490.83 0.0014,028,490.83
NOT CALLABLE
20,246,400.00 4.125 10/31/2026 20,267,837.0420,271,201.84 208,791.0007/31/2025 4.01910/31 - 04/30USTNUSB-3191282CLS8 TRCNOT
Subtotal 20,267,837.0420,271,201.84 208,791.0020,246,400.00
34,299,692.67Total Purchases 34,274,890.83 208,791.00 34,711,940.42
Page 7 of 13
Page 47 of 417
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
(408)846-0294
City of Gilroy
Maturity Report
Sorted by Maturity Date
Amounts due during July 1, 2025 - September 30, 2025
Rate
at MaturityPar Value
Sec.
TypeType
Maturity
Date
Maturity
ProceedsInterest Income
Net
CUSIP Investment #Issuer
Purchase
Date
Book Value
at Maturity
8,915,000.00 0.250 8,926,143.7511,143.7511/07/2023USTNUSB-1491282CAB7 TRCNOT 07/31/2025 11,143.758,915,000.00
9,905,300.00 4.750 10,140,550.88235,250.8804/30/2024USTNUSB-2191282CHN4 TRCNOT 07/31/2025 235,250.889,905,300.00
868,700.00 0.250 869,785.881,085.8807/31/2024USTNUSB-2391282CAB7 TRCNOT 07/31/2025 1,085.88868,700.00
19,936,480.51Total Maturities 19,689,000.00 247,480.5119,689,000.00 247,480.51
Page 8 of 13
Page 48 of 417
DESCRIPTION Dec Mar Jun Sep % of Total
2024 2025 2025 2025 Sep
LAIF:
CITY OF GILROY 42,446,881 37,894,655 47,832,701 20,484,576 11.80%
GILROY INDUSTRIAL DEV AGENCY 8,633,796 8,734,209 8,830,459 8,927,205 5.14%
GILROY LIBRARY 2010 BOND 5,672,780 5,738,756 5,801,996 5,865,563 3.38%
SUB TOTAL 56,753,457 52,367,619 62,465,156 35,277,345 20.32%
CALIFORNIA CLASS 26,991,063 27,285,684 27,583,616 27,884,665 16.06%
US GOVERNMENTAL AGENCIES:
FEDERAL AGENCY NON-AMORTIZED - - 21,250,000 21,250,000 12.24%
TREASURY NOTES SECURITIES 86,486,293 108,566,845 88,234,366 89,208,746 51.38%
TREASURY BILL-AMORTIZING 10,969,743 - - - 0.00%
SUB TOTAL 97,456,037 108,566,845 109,484,366 110,458,746 63.62%
GRAND TOTAL (Book Value)181,200,557 188,220,147 199,533,138 173,620,756 100.00%
Quarterly Movement of Investments over the Last 4 Quarters
Page 9 of 13
Page 49 of 417
0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
160,000,000
180,000,000
200,000,000
September
2023
December
2023
March
2024
June
2024
September
2024
December
2024
March
2025
June
2025
September
2025
City of Gilroy
Investments From:
September 30, 2023 to September 30, 2025
LAIF CALIFORNIA CLASS US GOVT. AGENCIES
Page 10 of 13
Page 50 of 417
LAIF, $35M, 19%
California Class, $28M, 15%
Federal Agency Non-
Amortized, $21M, 11%
Treasury Notes Securities,
$89M, 47%
Monies Held with Fiscal
Agents, $8M, 4%
OPEB -Sec 115 Trust,
$1M, 0%
Pension -Sec 115 Trust,
$5M, 3%
Cash or Equivalent, $1M, 1%
Book Value by Investment Type
As of September 30, 2025
Value of Portfolio: $188,710,989
Page 11 of 13
Page 51 of 417
LAIF, CA Class, Bank Checking
Accounts, $64M, 34%
Monies Held with Fiscal Agent,
$8M, 4%
Section 115 Trust Held by
PARS, $6M, 3%
Short Term (less than 1 year),
$79M, 42%
Medium Term (1 to 5 years),
$32M, 17%
Value of Portfolio: $188,710,989
Portfolio By Maturity
As of September 30, 2025
Page 12 of 13
Page 52 of 417
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 24/26 est*
Interest Earnings
Fiscal Years
*Estimate of full year interest earnings for FY25/26
City of Gilroy
Interest Earnings FY2016 - FY2026
Page 13 of 13
Page 53 of 417
City of Gilroy
STAFF REPORT
Agenda Item Title: Adoption of an Ordinance of the City Council of the City of
Gilroy Amending Chapter 30, Article LIV of the Gilroy City
Code Relating to Accessory Dwelling Units (Z 25-02)
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Community Development
Submitted by: Sharon Goei, Community Development Director
Prepared by: Michael Fossati, Planning Manager
STRATEGIC PLAN GOALS: Promote Safe and Affordable Housing for All
RECOMMENDATION
Adopt the ordinance of the City Council of the City of Gilroy amending Chapter 30,
Article LIV of the Gilroy City Code relating to accessory dwelling units and find the
ordinance is statutorily exempt from review under the California Environmental Quality
Act (CEQA) pursuant to CEQA Guidelines Section 15282(h) for the adoption of an
ordinance regarding second unit in a single-family or multifamily residential zone by a
city or county to implement the provisions of Sections 66314 and 66333 of the
Government Code as set forth in Section 21080.17 of the Public Resources Code.
EXECUTIVE SUMMARY
State legislation bills SB 477, AB 2533, SB 1211 and SB 1077 established new
requirements for Accessory Dwelling Units (ADUs) for 2025. The proposed zoning text
amendments are recommended to ensure the city code is consistent with the provisions
of those bills and state law.
BACKGROUND
On October 16, 2025, the Planning Commission considered and voted 6-0-1 (one
Page 54 of 417
absent) recommending the adoption of an ordinance amending Chapter 30, Article LIV
of the Gilroy City Code relating to accessory dwelling units, which includes zoning text
amendments to ensure the city code is compliant with state law.
On November 3, 2025, the City Council approved to introduce the ordinance and find
the ordinance statutorily exempt from CEQA per Section 21080.17 of the Public
Resources Code and Section 15282(h) of the CEQA Guidelines which statutorily
exempts adoption of an ADU ordinance from environmental review per the provisions of
Section 65852.1 and 65852.2 of the Government Code, which are now referenced as
Government Code Sections 66314 and 66333.
ANALYSIS
The City Council is now being asked to adopt the proposed ADU ordinance previously
discussed at the November 3rd, 2025 City Council meeting. Once adopted, the
ordinance will take effect thirty (30) days from the date of adoption, or December 17,
2025.
ALTERNATIVES
The Council may choose not to adopt the ordinance. This is not recommended as
Council has provided direction to staff. If the Council decides to amend the proposed
ordinance, staff will provide a revised version.
FISCAL IMPACT/FUNDING SOURCE
Staff time and resources required to adopt new zoning regulations to implement the
state requirements are typically funded under the Department's operational budget and
through the City’s General Fund.
PUBLIC OUTREACH
Public noticing is only required for the initial hearings at the Planning Commission and
during the City Council’s introduction stages. No additional notice is necessary for the
second reading or adoption unless there are substantial changes made. The public
hearings on October 16 and November 3, 2025 were property noticed, and no
modifications were proposed.
NEXT STEPS
If adopted, the proposed ordinance will become effective in 30 days following adoption
and staff will submit the adopted ADU ordinance for review by the State of California
Page 55 of 417
Housing and Community Development Department (HCD) to verify compliance with
state law. HCD requires submittal within 60 days.
Attachments:
1. Proposed ADU Ordinance
Page 56 of 417
ORDINANCE 2025-XX
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
GILROY AMENDING THE GILROY CITY CODE, CHAPTER
30 (ZONING), ARTICLE LIV REGARDING ACCESSORY
DWELLING UNITS
WHEREAS, the Gilroy City Code Chapter 30 (Zoning), Article LIV currently
regulates Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs)
within the city; and
WHEREAS, Senate Bill No. 477 was signed by the Governor and filed with the
Secretary of State on March 25, 2024, which, among other things, amended and
reorganized various sections of the California Government Code related to ADUs and
JADUs, specifically moving and consolidating provisions into the new Chapter 13,
commencing with Section 66310 of Division 1 of Title 7 of the Government Code, which
became effective March 25, 2024 as an urgency ordinance; and
WHEREAS, Senate Bill No. 1211 was signed by the Governor and filed with the
Secretary of State on September 19, 2024, and amended Sections 66313, 66314, and
66323 of the California Government Code, which became effective January 1, 2025; and
WHEREAS, Senate Bill No. 1077, was signed by the Governor and filed with the
Secretary of State on September 22, 2024, and amended Section 30500.5 of the Public
Resource Code, and became effective January 1, 2025; and
WHEREAS, Assembly Bill No. 2533 was signed by the Governor and filed with the
Secretary of State on September 28, 2024, and amended Section 66332 of the
Government Code, and became effective January 1, 2025; and
WHEREAS, the approved bills required text amendments to the Gilroy City Code
Chapter 30, Article LIV to remain in compliance with State ADU Law; and
WHEREAS, the adoption of the Zoning Ordinance text amendments is statutorily
exempt from review under the California Environmental Quality Act (“CEQA”) pursuant to
CEQA Public Resources Code Section 21080.17 and CEQA Guidelines Section 15282(h)
because it is a project for the adoption of an ordinance by a city to implement the articles
of the Government Code commencing with Section 66314 and 66333 of the Government
Code (the ADU statutes); and
WHEREAS, on October 16, 2025, the Planning Commission held a duly noticed
public meeting, at which time the Planning Commission received and considered the staff
report as well as all evidence received including written and oral public testimony related
to the proposed Zoning Amendments (Z 25-02); and
WHEREAS, the City Council held a duly noticed public hearing on November 3,
and November 17, 2025, at which time the City Council received and considered Zoning
Amendment file number Z 25-02, took and considered written and oral public testimony,
the staff report, and all other documentation related to application Z 25-02; and
Page 57 of 417
WHEREAS, in accordance with City of Gilroy Chapter 30 (Zoning), Article LII
(Amendment to the Zoning Ordinance), the Planning Commission has recommended,
and the City Council finds, that the proposed Zoning Ordinance text amendment is
necessary to carry out the general purpose of the Zoning Ordinance, and applicable
General Plan goals and policies including Gilroy 2040 General Plan Land Use Goal LU 3
to provide a variety of housing types that offer choices for Gilroy residents and create
complete, livable neighborhoods; Gilroy 2023-2031 Housing Element Goal 1 (Housing
Production) to encourage the production of a variety of housing types for Gilroy residents;
and Gilroy 2023-2031 Housing Element Goal 2 (Removal of Government Constraints) to
periodically review City regulations and ordinances to ensure that they do not constrain
housing development and are consistent with state law; and
WHEREAS, the location and custodian of the documents or other materials which
constitute the record of proceedings upon which the project approval is based is the office
of the City Clerk.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GILROY DOES
HEREBY ORDAIN AS FOLLOWS:
SECTION I
The foregoing recitals are true and correct and are incorporated herein by this reference.
SECTION II
The amendments to the Gilroy City Code, Chapter 30 (Zoning), Article LIV, set forth in
Exhibit ‘A’ regarding accessory dwelling units, are hereby adopted.
SECTION III
If any section, subsection, subdivision, sentence, clause, or phrase of this Ordinance is
for any reason held to be unconstitutional or otherwise void or invalid by any court of
competent jurisdiction, the validity of the remaining portion of this Ordinance shall not be
affected thereby.
SECTION IV
Pursuant to Section 608 of the Charter of the City of Gilroy, this Ordinance shall be in full
force and effect thirty (30) days from and after the date of its adoption.
PASSED AND ADOPTED by the City Council of the City of Gilroy at a regular
meeting duly held on the __ day of ___ 2025 by the following roll call vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
Page 58 of 417
APPROVED:
Greg Bozzo, Mayor
ATTEST:
_______________________
Kim Mancera, City Clerk
Page 59 of 417
EXHIBIT ‘A’ of ORDINANCE 2025-XX
ARTICLE LIV. ACCESSORY DWELLING UNITS
30.54.10: Purpose and intent.
The intent of this article is to provide for accessory dwelling units and junior accessory
dwelling units on lots zoned to allow single-family, duplex and multifamily dwelling
residential use and that include a proposed or existing primary residential dwelling
consistent with California Government Code Section 66310 et seq. Accessory dwelling
units contribute needed housing to the City of Gilroy’s housing stock and enhance
housing opportunities. An accessory dwelling unit is considered a residential use that is
consistent with the existing general plan and zoning designations for the lot. The
accessory dwelling unit is not included in calculation of residential density for the
purposes of determining general plan conformance.
30.54.20: General requirements.
Notwithstanding any local ordinance regulating the issuance of variances or special use
permits, or regulations adopted herein to the contrary, an application for a building
permit to construct an accessory dwelling unit or junior accessory dwelling unit shall be
approved or denied ministerially without discretionary review or hearing within sixty (60)
days from the date the city receives a completed application if there is an existing
single-family or multifamily dwelling on the lot. The following requirements apply to all
accessory dwelling units:
(a) An accessory dwelling unit shall not be rented for periods less than thirty (30) days.
Short-term rentals are prohibited.
(b) An accessory dwelling unit shall not be sold separately from the primary residential
structure except as permitted by California Government Code Section 66341.
(c) Prior to the final building inspection for an accessory dwelling unit and/or a junior
accessory dwelling unit, the owner must record a deed restriction stating that any
accessory dwelling unit on the property may not be rented for periods less than thirty
(30) days and that any accessory dwelling unit may not be transferred or sold
separately from the primary residential structure except as permitted by California
Government Code Section 66341.
(d) The installation of fire sprinklers shall not be required for an accessory dwelling unit
if sprinklers are not otherwise required for the primary residence.
(e) Accessory dwelling units are subject to the objective design standards and other
zoning requirements of the zoning district in which the existing primary dwelling is
located and must be built in accordance with the building code set forth in Chapter 6,
except for those design, zoning, and building standards inconsistent with state
requirements under California Government Code 66310 et seq. Objective design
standards and other zoning requirements will not be imposed if they would preclude the
construction of at least an eight hundred (800) square foot attached or detached
Page 60 of 417
dwelling unit with four (4) foot side and rear yard setbacks.
(f) An accessory dwelling unit is not subject to residential accessory structure
regulations.
(g) An accessory dwelling unit will not be subject to any charges and fees other than
building permit fees generally applicable to residential construction in the zone in which
the property is located, except as otherwise provided herein.
(h) Any connection fees and capacity charges that may be required must be assessed
in compliance with the provisions of Government Code Sections 66324 and 66338.
(i) The accessory dwelling unit must contain water, sewer and gas and/or electric utility
connections that are in working condition upon its occupancy. The accessory dwelling
unit may be serviced by the primary residence or may have separate utility meters. The
accessory dwelling unit will not be considered a new residential use for the purpose of
calculating connection fees or capacity charges for these utilities.
(j) Ministerial approval of a permit for creation of an accessory dwelling unit shall not be
conditioned on the correction of preexisting nonconforming zoning conditions.
(k) A certificate of occupancy for any accessory dwelling unit shall not be issued before
the local agency issues a certificate of occupancy for the primary dwelling.
(l) If the applicant requests a delay in processing, the sixty (60) daytime period shall be
tolled for the period of the delay.
30.54.30: Single-family residential accessory dwelling unit standards.
Notwithstanding any other provisions of this article or of this chapter to the contrary,
residential accessory dwelling unit shall be permitted as a single-family residential use
that complies with California Government Code Section 66310 et seq. and the following:
(a) Zoning. An accessory dwelling unit shall be allowed on any residential parcel in any
zoning district that permits residential or mixed-use development and which contains an
existing or proposed primary single-family residential use.
(b) Primary Dwelling Relationship. An accessory dwelling unit may be within, attached
to, or detached from the proposed or existing primary dwelling; provided, that a single-
family residential accessory dwelling unit contained within or attached to an existing
primary dwelling unit shall have independent exterior access from the existing
residence.
(c) Unit Type Combinations. Ministerial approval for a building permit within a residential
or mixed-use zone is permitted to create any of the following:
(1) One (1) accessory dwelling unit and one (1) junior accessory dwelling unit per lot
with a proposed or existing single-family dwelling if all of the following apply:
Page 61 of 417
a. The accessory dwelling unit or junior accessory dwelling unit is within the proposed
space of a single-family dwelling or existing space of a single-family dwelling or
accessory structure and may include an expansion of not more than one hundred fifty
(150) square feet beyond the same physical dimensions as the existing accessory
structure. An expansion beyond the physical dimensions of the existing accessory
structure shall be limited to accommodating ingress and egress.
b. The space has exterior access from the proposed or existing single-family dwelling.
c. The side and rear setbacks are sufficient for fire and safety.
d. The junior accessory dwelling unit complies with the requirements of this article and
Government Code Sections 66333 and 66334.
(2) One (1) detached, new construction, accessory dwelling unit that does not exceed
four (4) foot side and rear yard setbacks for a lot with a proposed or existing single-
family dwelling.
(d) Size.
(1) A detached accessory dwelling unit shall not exceed a maximum size of one
thousand (1,000) square feet in floor area.
(2) An attached accessory dwelling unit shall be permitted but shall not exceed fifty
percent (50%) of the existing primary dwelling gross floor area, garage area excluded.
Notwithstanding this requirement, an eight hundred fifty (850) square foot one (1)
bedroom or one thousand (1,000) square foot two (2) or more bedroom accessory
dwelling unit shall be allowed.
(e) Height.
(1) The maximum height for a detached accessory dwelling unit shall be sixteen (16)
feet. Detached accessory dwelling units located within one-half (1/2) mile of a major
transit stop or high-quality transit corridor are permitted to a maximum height of
eighteen (18) feet, and may be up to two (2) feet taller, for a maximum of twenty (20)
feet, if necessary to match the roof pitch of the primary dwelling unit.
(2) The maximum height for a structure composed of a detached garage and an
accessory dwelling unit that is proposed to be constructed above a detached garage
shall be twenty-four (24) feet.
(3) An accessory dwelling unit attached to the primary dwelling is limited to the height
allowed in the underlying zoning district.
(f) Setbacks. An accessory dwelling unit is subject to the design criteria and zoning
requirements of the district in which the existing single-family dwelling is located and as
follows:
Page 62 of 417
(1) An accessory dwelling unit must not encroach upon the required front yard area
unless it would preclude the construction of at least an eight hundred (800) square foot
accessory dwelling unit with four (4) foot side and rear yard setbacks.
(2) A setback of four (4) feet from the side and rear lot lines shall be required for a newly
constructed accessory dwelling unit that is not constructed in the same location and to
the same dimensions as an existing structure.
(3) No additional zoning setback is required for conversion of an existing permitted
accessory structure, living area, or garage space, or conversion of a structure that is
constructed in the same location and to the same dimensions as the existing structure.
(g) Parking. One (1) additional parking space shall be required for a newly constructed
accessory dwelling unit, which may be located within the front setback, in tandem and in
an existing driveway. Parking in setback areas or tandem parking may be denied if
found to be infeasible due to specific site or life safety conditions. Notwithstanding the
above, a parking stall will not be required for an accessory dwelling unit that meets any
of the following criteria:
(1) The accessory dwelling unit is created as a result of the conversion of existing area
of the single-family residence or existing permitted single-family residential accessory
structure.
(2) An existing single-family residential garage, carport, covered parking structure, or
uncovered parking space is converted or demolished to accommodate an accessory
dwelling unit in the same location.
(3) The accessory dwelling unit is within one-half (1/2) mile walking distance of a public
transit station, such as a bus stop or train station.
(4) The property is within an architecturally and historically significant historic district.
(5) On-street parking permits are required in the area but not offered to the occupant of
the residential accessory dwelling unit.
(6) A car share vehicle is located within one (1) block of the accessory dwelling unit.
(h) Design Standards. Architectural review of an attached or detached accessory
dwelling unit will be limited to the following:
(1) The design of the single-family residential accessory dwelling unit must be
compatible with the existing primary dwelling. This may be achieved through use of the
same architectural details, including window styles, roof slopes, exterior materials, and
colors. Architectural review shall not unreasonably restrict construction of the accessory
dwelling unit.
(2) An accessory dwelling unit located within a historic site or neighborhood combining
district will be subject to ministerial review for compliance with the design review criteria
set forth in section 30.27.40 and must be consistent with the Secretary of the Interior’s
Standards for the Treatment of Historic Properties.
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(3) An accessory dwelling unit must be built in accordance with the building code set
forth in Chapter 6, except that any design, zoning, and building standards inconsistent
with state requirements under California Government Code Sections 66314, 66321,
66322, and 66323 shall not apply.
30.54.40: Junior accessory dwelling unit standards.
Notwithstanding any other provisions in this article or of this chapter to the contrary, a
junior accessory dwelling unit shall be permitted within a single-family residential unit in
compliance with the following standards:
(a) One (1) junior accessory dwelling unit may be permitted per residential lot zoned for
a single-family residential use; provided, that the lot has not more than one (1) existing
or proposed single-family residence, and not more than one (1) attached or detached
residential accessory dwelling unit if constructed in compliance with all applicable
limitations of section 30.54.30.
(b) The unit must be constructed within the existing walls of an existing or proposed
single-family dwelling.
(c) The square footage of the unit shall be at least the minimum size required for an
efficiency unit, up to a maximum size of five hundred (500) square feet in floor area.
(d) A separate entrance from the unit to the exterior of the residence shall be provided.
Internal connection may also be permitted.
(e) An efficiency kitchen must be provided in the unit which shall include all of the
following:
(1) A cooking facility with appliances, which may be countertop appliances.
(2) A food preparation counter and storage cabinets that are of reasonable size in
relation to the size of the junior accessory dwelling unit.
(f) The unit may include separate bathroom facilities or may share bathroom facilities
contained within the primary residence. If a bathroom facility is shared with a primary
residence, a separate interior entry to the main living area is required.
(g) No separate utility connection, connection fee or capacity charge, or parking space
shall be required for a junior accessory dwelling unit.
30.54.50: Multifamily and duplex residential accessory dwelling unit standards.
Notwithstanding any other provisions of this article or of this chapter to the contrary,
accessory dwelling units within duplex or multifamily zoned and developed properties
shall be permitted and comply with the following:
(a) Portions of the existing duplex or multifamily dwelling structure(s) that are not used
as livable space (including, but not limited to, storage rooms, boiler rooms,
passageways, attics, basements, or garages) may be converted for use as accessory
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dwelling units; provided, that the total number of units must not exceed twenty-five
percent (25%) of the existing multifamily dwelling units or one (1) unit, whichever is
greater.
(b) An owner may also construct up to a maximum of eight (8) detached accessory
dwelling units on a lot that has an existing permitted or proposed duplex or multifamily
dwelling, subject to a height limit of eighteen (18) feet and four (4) foot rear yard and
side setbacks, provided that the number of accessory dwelling units does not exceed
the number of existing dwelling units on the lot.
(c) Height. Accessory dwelling units are limited to a maximum height of sixteen (16)
feet, except as established below:
(1) A detached accessory dwelling unit located within one-half (1/2) mile of a major
transit stop or high-quality transit corridor is limited to a maximum height of eighteen
(18) feet, and may be up to two (2) feet taller, for a maximum of twenty (20) feet, if
necessary to match the roof pitch of the primary dwelling unit.
(2) A detached accessory dwelling unit located on a parcel with a multistory, multifamily
dwelling structure is limited to a maximum height of eighteen (18) feet.
30.54.60: Definitions.
As used in this article, the following terms shall be defined as follows:
“Accessory dwelling unit” means an attached or a detached residential dwelling unit that
provides complete independent living facilities for one (1) or more persons and is
located on a lot with a proposed or existing primary residence. It shall include
permanent provisions for living, sleeping, eating, cooking and a food preparation area
(which may include countertop appliances), and sanitation on the same parcel as the
single-family or multifamily dwelling is or will be situated. “Accessory dwelling unit” also
includes the following:
(a) An efficiency unit, as defined in California Health and Safety Code Section 17958.1.
(b) A manufactured home, as defined in California Health and Safety Code
Section 18007.
“Attached accessory dwelling unit” means a residential dwelling unit that is created as a
result of internal conversion, addition, or combination thereof made to the primary
residential dwelling unit.
“High-quality transit corridor” means a corridor with fixed bus route service with service
intervals no longer than fifteen (15) minutes during peak commute hours as defined in
Section 21155 of the Public Resources Code.
“Junior accessory dwelling unit” means a unit that is no more than five hundred (500)
square feet in size and contained entirely within a single-family residence. A junior
accessory dwelling unit may include separate sanitation facilities, or may share
sanitation facilities with the existing structure.
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“Livable space” means a space in a dwelling intended for human habitation, including
living, sleeping, eating, cooking, or sanitation.
“Living area” means the interior habitable area of a dwelling unit, including basements
and attics, but does not include a garage or any accessory structure.
“Major transit stop” means an existing rail or bus rapid transit station, a ferry terminal
served by either a bus or rail transit service, or the intersection of two (2) or more major
bus routes with a frequency of service interval of twenty (20) minutes or less during the
morning and afternoon peak commute periods as defined in Section 21064.3 of the
Public Resources Code.
“Nonconforming zoning condition” means a physical improvement on a property that
does not conform with current zoning standards.
“Objective standards” means standards that involve no personal or subjective judgment
by a public official and are uniformly verifiable by reference to an external and uniform
benchmark or criterion available and knowable by both the development applicant or
proponent and the public official prior to submittal.
“Public transit” means a location, including, but not limited to, a bus stop or train station,
where the public may access buses, trains, subways, and other forms of transportation
that charge set fares, run on fixed routes, and are available to the public.
“Tandem parking” means that two (2) or more automobiles are parked on a driveway or
in any other location on a lot, lined up behind one another.
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City of Gilroy
STAFF REPORT
Agenda Item Title: Claim of Curtis Crackel (The City Administrator recommends
a "yes" vote under the Consent Calendar shall constitute
denial of the claim)
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Administrative Services
Submitted by: LeeAnn McPhillips, Assistant City Administrator/HR Director
Prepared by: LeeAnn McPhillips, Assistant City Administrator/HR Director
STRATEGIC PLAN GOALS: Not Applicable
RECOMMENDATION
Based on the recommendation from Municipal Pooling Authority (MPA) and/or legal
counsel, this claim is recommended for rejection.
EXECUTIVE SUMMARY
Based on the recommendation from Municipal Pooling Authority (MPA) and/or legal
counsel, the following claim is submitted to the City Council for rejection at the
November 17, 2025 meeting:
• Claim of Curtis Crackel
BACKGROUND
n/a
ANALYSIS
n/a
ALTERNATIVES
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n/a
FISCAL IMPACT/FUNDING SOURCE
n/a
PUBLIC OUTREACH
n/a
NEXT STEPS
n/a
Attachments:
1. Claim of Curtis Crackel
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City of Gilroy
STAFF REPORT
Agenda Item Title: Claims of Yolanda Alanis and Tony Jose Alanis (The City
Administrator recommends a "yes" vote under the Consent
Calendar shall constitute denial of the claims)
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Administrative Services
Submitted by: LeeAnn McPhillips, Assistant City Administrator/HR Director
Prepared by: LeeAnn McPhillips, Assistant City Administrator/HR Director
STRATEGIC PLAN GOALS: Not Applicable
RECOMMENDATION
Based on the recommendation from Municipal Pooling Authority (MPA) and/or legal
counsel, these claims are recommended for rejection.
EXECUTIVE SUMMARY
Based on the recommendation from Municipal Pooling Authority (MPA) and/or legal
counsel, the following claim is submitted to the City Council for rejection at the
November 17, 2025 meeting:
• Claim of Yolanda Alanis
• Claim of Tony Jose Alanis
BACKGROUND
n/a
ANALYSIS
n/a
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ALTERNATIVES
n/a
FISCAL IMPACT/FUNDING SOURCE
n/a
PUBLIC OUTREACH
n/a
NEXT STEPS
n/a
Attachments:
1. Claim of Yolanda Alanis
2. Claim of Tony Jose Alanis
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City of Gilroy
STAFF REPORT
Agenda Item Title: Consider the Approval of Santa Clara Valley Habitat Agency
to Proceed with a Habitat Plan Amendment
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Community Development
Submitted by: Sharon Goei, Community Development Director
Prepared by: Valerie Negrete, Senior Planner
STRATEGIC PLAN GOALS: Not Applicable
RECOMMENDATION
1. Receive information on a proposed amendment to the Santa Clara Valley Habitat
Plan; and
2. Authorize the Santa Clara Valley Habitat Agency to proceed with the Habitat Plan
amendment.
EXECUTIVE SUMMARY
The Habitat Plan managed by the Santa Clara Valley Habitat Agency (Agency) provides
a long-term coordinated vision for habitat conservation, while improving and
streamlining the environmental permitting process for projects and activities impacting
threatened and endangered species in Santa Clara County. The City of Gilroy is one of
six co-permittee agencies to the Habitat Plan.
After 10 years of successful implementation, the Agency and its co-permittee agencies
are preparing a Habitat Plan amendment, which is summarized in the attached report.
Pursuant to the 2012 Memorandum of Understanding (MOU) with the co-permittee
agencies (of which the city is a co-permittee), the Habitat Agency is requesting approval
from the City of Gilroy to proceed with the proposed amendment. No changes to the
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existing 2012 MOU are required for this action.
BACKGROUND
Since 2013, the Habitat Agency has been managing and implementing the Habitat
Conservation Plan (HCP) with support from the following co-permittees; County of
Santa Clara, Cities of San Jose, Gilroy and Morgan Hill, Valley Water (SCVWD) and the
Valley Transportation Authority. Prior to HCP, applicants and developers would apply
directly to the U.S. Fish and Wildlife Service (USFWS), and/or the California
Department of Fish and Game (CDFG) for any potential impacts on protected species
under the federal Endangered Species Act (ESA) if their project would result in a “take”
of a listed threatened or endangered species. “Take” is defined separately by state and
federal wildlife agencies but generally refers to a negative effect on a species of plant or
wildlife that is listed on the Federal Endangered Species Act (FESA) or the California
Endangered Species Act (CESA). Permitting from state and federal agencies often took
months if not years to achieve depending on the project and associated impacts.
In 2013, the Habitat Plan was approved in order to provide mitigation when take occurs.
Since Plan adoption, through careful oversight of covered projects, efficient use of fees
and grants to advance the Conservation Strategy, and detailed annual reporting, the
Habitat Agency has been successful in meeting the early goals and objectives of the
Habitat Plan. However, continued success of the Habitat Plan means that some
components must be adjusted or revised periodically to align assumptions with the
reality of development and need for coverage in Santa Clara Valley. For example, land
cover impact limits in the Habitat Plan are approaching their take limits for one covered
species (burrowing owl) and a few habitat types. These limits can only be adjusted
through a formal amendment to the Habitat Plan.
Also, the Habitat Plan does not cover all special status species in the area and some
species, like Swainson’s hawk, are expanding their range into the plan area, while other
resident species, such as mountain lion, Crotch’s bumblebee, and western monarch
butterfly are now candidates for listing under the Federal or California Endangered
Species Acts. For the Habitat Plan to remain useful and effective in streamlining project
permitting, it must adapt, and new species must be added for coverage. Otherwise,
project proponents will have to revert to the regulatory process prior to the Habitat Plan,
whereby some species and habitats are covered and some are not. Individual project
consultation with regulatory agencies and additional and uncertain mitigation would
become necessary if new listed species are not extended coverage under the Habitat
Plan.
The first ten years of Habitat Plan implementation have required modifications,
clarifications, and interpretations to clear the administrative record and strengthen
policy. A rewrite of some Habitat Plan sections would make it easier to understand for
new staff members of the co-permittee agencies who help administer the Habitat Plan.
Also, the early success of the Habitat Plan has led to discussions about whether more
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of the land within Santa Clara County should be covered for impacts and/or considered
for enrollment in the growing Reserve System of land. County Parks, County Roads and
Airports, VTA and Valley Water have all requested this extended coverage, which they
see as beneficial in carrying out new development as well as continued operations and
maintenance of existing facilities.
ANALYSIS
A staff report prepared by the Habitat Agency is provided as Attachment 1. This staff
report details the history and early implementation of the Habitat Plan, as well as the
rationale for the proposed amendment. It also includes a direct link the full
administrative draft chapters of the amended Habitat Plan and an explanation of each of
the changes, shown as edited versions of the text. Attachment 2 is a copy of the
Memorandum of Understanding that was executed between the Habitat Agency and the
co-permittees.
Consistent with Section 8(d) of the MOU, any decision to amend the Habitat Plan must
be approved by the governing bodies of each co-permittee agency. The VTA Board of
Directors, the Valley Water Board of Directors, and the Morgan Hill City Council have all
approved the Habitat Agency proceeding with the proposed amendment. The Habitat
Agency is therefore requesting that the Gilroy City Council also approve them
proceeding with the proposed amendment.
The amendment is anticipated to go through the environmental review process in early
2026 and be complete by the end of 2026. Coordination between the Habitat Agency
and the co-permittees will be ongoing during this time.
ALTERNATIVES
If the City of Gilroy does not approve this request, then the Plan amendment won’t
proceed and benefits outlined in the staff report will be lost. Developers will face
uncertainty regarding mitigation requirements for covered species, leading to delays
and increased costs from the United States Fish and Wildlife Service (USFWS) and
California Department of Fish and Wildlife (CDFW) permit requirements. This may
hinder their ability to plan and move forward with development and construction.
FISCAL IMPACT/FUNDING SOURCE
There is no direct fiscal impact. Funding for the plan amendment has been fully secured
by the Habitat Agency through USFWS/CDFW grants and also funds provided by
SCVWD to pay for benefits they specifically receive through the amendment that does
not benefit the other co-permittees.
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PUBLIC OUTREACH
N/A
NEXT STEPS
The Habitat Agency requests that the City of Gilroy City Council approve pursuit of the
Plan amendment as presented. If approved, the Habitat Agency Implementation and
Governing Boards may approve a final Plan amendment upon its completion of
environmental review.
Attachments:
1. Santa Clara Valley Habitat Agency Technical Summary Staff Report
2. Santa Clara Valley Habitat Plan Memorandum of Understanding
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Gilroy City Council
Agenda: November 17, 2025
1
TO: Gilroy City Council
FROM: Gerry Haas, Principal Planner
SUBJECT: Santa Clara Valley Habitat Plan Amendment – Administrative Draft Review
RECOMMENDED ACTION: Approve the Habitat Agency proceeding with a proposed amendment to the
Santa Clara Valley Habitat Plan.
INTRODUCTION:
For the past ten years, the Santa Clara Valley Habitat Agency (Habitat Agency) has led an ambitious
conservation effort, quietly protecting valuable natural habitat throughout the County to benefit
special status plant and wildlife species, several of which exist only in this valley. The permanent
protection of over 16,000 acres of conservation land to date is a local success story implemented by
the Habitat Agency, but impossible without the support and partnership of the six co -permittee
agencies including the County of Santa Clara, the Cities of San Jose, Morgan Hill and Gilroy, Valley Water
and the Santa Clara Valley Transportation Authority. The conservation success is at a landscape-scale,
focused on purchasing large ranches from willing sellers .
These ranchlands are managed to enhance natural communities and the 18 Habitat Plan covered
species. Wetlands and other aquatic resources, which have been negatively impacted by past human
activities, are restored to improve water quality, water storage and habitat benefits for species which
are dependent on them. To date, the Habitat Agency has restored nearly four miles of streams, 10
acres of sycamore alluvial woodland, six acres of riparian habitat, and 8.9 acres of perennial and
seasonal wetlands and ponds. Moreover, the Habitat Agency is contributing to a better understanding
of our natural environment through research and monitoring. Staff uses this knowledge to better
manage the landscapes in the hope what they learn will benefits future generations.
The purpose of this report is to explain how and why this conservation is taking place; to define the
Habitat Agency in the context of its formation, function, and future; to acknowledge the achievements
of its goals and objectives; and finally, to present the purpose and need for an update to its governing
document, the Santa Clara Valley Habitat Plan.
BACKGROUND:
A Habitat Conservation Plan/Natural Communities Conservation Plan (HCP/NCCP) may be required
when a project will result in direct take of a listed threatened or endangered species. The intent of the
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Gilroy City Council
Agenda: November 17, 2025
2
HCP/NCCP is to provide mitigation for the take when it occurs. “Take” is defined separately by state
and federal wildlife agencies but generally refers to a negative effect on a species of plant or wildlife
that is listed on the Federal Endangered Species Act (FESA) or the California Endangered Species Act
(CESA). An HCP/NCCP was required in July 2001 as part of State and Federal approval of several local
transportation projects (U.S. 101 widening from San Jose to Morgan Hill, the U.S. 101/Bailey Avenue
Interchange, Highway 85/U.S. 101 Interchange, and the Coyote Valley Research Park Plan). Since
several projects were being required to complete an HPC/NCCP at the same time, and since there were
many more projects in the foreseeable future which would face the same requirement, it was decided
that the best approach would be to prepare a single large -scale plan to accommodate broad
development in Santa Clara County.
Four local agencies (Valley Transportation Authority [VTA], County of Santa Clara, City of San Jose, and
Valley Water) were subject to the initial requirement and jointly committed to the California
Department of Fish and Wildlife (CDFW) and the U.S. Fish and Wildlife Service (USFWS) to develop the
HCP/NCCP. Initial work included development of a work plan and approval in 2004 of a Memorandum
of Understanding among the four original co-permittee agencies (Co-Permittees). The four original co-
permittees were joined in 2005 by the cities of Gilroy and Morgan Hill. The six co-permittees then
signed a Planning Agreement with CDFW and USFWS in October 2005. Intense technical work on the
Santa Clara Valley HCP/NCCP, now known as the Santa Clara Valley Habitat Plan (Plan), started in 2005 .
In 2013, the Plan was approved, along with the formation of the Santa Clara Valley Habitat Agency
(Habitat Agency) as a Joint Powers Authority (JPA) to oversee and implement the Plan. The JPA is
managed by a Governing Board, consisting of eight members: tw o representatives of each of the four
participating jurisdictions (the cities and the County). The Governing Board has two primary roles:
adoption of Plan fees and approval of the annual budget. The Habitat Agency has a second board, the
Implementation Board, which is responsible for making financial recommendations to the Governing
Board, contracting approvals, land acquisition and grant funding review, approval of annual reports
and additional tasks prior to submittal to the USFWS and CDFW (together, the wildlife agencies). The
Implementation Board is composed of 11 members, consisting of two representatives from each of the
participating jurisdictions, two representatives for Valley Water, and a single representative for VTA.
The Plan’s HCP component is consistent with the FESA, which allows local agencies to approve projects
in endangered species’ habitats in exchange for identifying mitigation strategies based on a
coordinated landscape scale plan for conserving endangered species and related natural habitat.
The Plan’s NCCP component is the State counterpart to the Federal HCP and provides a means of
complying with the CESA. The NCCP goes farther than the HCP in that it addresses not only mitigation
of development impacts but also includes actions necessary to promote the long-term restoration and
enhancement of species habitat areas, known as natural communities.
The purpose of an HCP/NCCP is to offer a more efficient process for protecting the environment and
processing state and federal applications for local projects that may affect endangered species and
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Gilroy City Council
Agenda: November 17, 2025
3
natural habitat. Prior to the Plan, public entities and private developers evaluated projects individually.
Endangered species regulations may require consultation with a variety of federal and state regulators
to mitigate impacts to species and habitat loss. This can be a lengthy process for project proponents,
involving considerable time and money and with uncertain outcomes.
Furthermore, mitigation in the absence of an HCP/NCCP does less to protect the environment because
of its piecemeal approach, resulting in fragmented habitats that are less ecologically viable and more
difficult to manage. As endangered species protections continue to expand in response to increasing
development impacts, movement of non-native invasive species and climate change, there is a
mounting need to provide an assured and balanced structure for development and resource
conservation at a regional scale that can be sustained indefinitely. An HCP/NCCP meets this need by
providing clear project costs, avoiding project delays due to consultation or permitting for impacts to
protected plants or wildlife and creates a local mitigation solution that results in a comprehensive
landscape scale conservation program which benefits all the co -permittees.
Since 2013, the Plan has provided instant and automatic take authorization for all covered projects
within the Plan area with the completion and submittal of a Private Development Application Form or
a Public Reporting form, and the payment of land cover and specialty impact fees.
PLAN IMPLEMENTATION:
The Habitat Plan programmatic take permits are shared by all co-permittees and are issued with the
understanding that generally marginal habitat is being impacted, while better habitat is being
protected, away from the threat of development. The Plan’s Conservation Strategy makes this
expectation clear as it strives for recovery of protected species locally and the presence of protected
species within the Reserve System of land (all land protected by the Habitat Agency). The loss of some
species in areas that are more impacted is offset by protecting, then improving the quality of habitat
in the Reserve System. In this sense, the Plan is managed like a bank account. For every acre of land
impacted by permanent development, one or more acres must be permanently protected from future
development through the purchase of land or a conservation easement by the Habitat Agency. The
ratio of acres protected to acres impacted varies by land cover type. Additional acreage is required to
be protected and restored when especially sensitive resources are impacted. In each fiscal year (July 1
through June 30), the Habitat Agency documents total covered project impacts which have accrued
within the Plan area (debits) and acres of land acquired or protected for conservation as well as
restoration or enhancement actions completed (credits). Demonstrating compliance with the Plan
through an annual report ensures that the Habitat Agency is keeping up with the Plan’s conservation
strategy and that the take authorization can conti nue throughout the permit term (50 years from
inception). All annual reports are accessible on the Habitat Agency website: https://scv-
habitatagency.org/328/Annual-Reports.
Impacts and Take Authorization
Since Plan adoption, the Habitat Agency and Co-Permittees have developed workflows and processes
to improve efficiency of reporting impacts and documenting compliance with the Plan’s requirements.
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Agenda: November 17, 2025
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Primarily documented in annual reports, the impacts accrued are compared with the conservation and
restoration achieved with the funding provided through the assessment of land cover fees for those
same impacts. Since 2013, a total of 470 individual projects have received automatic take coverage
under the Habitat Plan. Cumulative permanent land cover impacts for all projects covered by the Plan
in the first ten years of implementation total 2,230 acres. In that same period, 3,027 linear feet of
streams (0.57-mile) were permanently impacted. The Plan assumes total land cover impacts for the
entire 50-year permit term to be 17,975 acres. As the Plan is ten years old, the assumption is that 3,595
acres of land would have been permanently impacted by this time. The actual impact figure is 883 acres
fewer than assumed, and this may represent changes in development pattern s such as avoidance of
open space in favor of infill development or it may be reflective of other trends such as cost of living
and the resulting outmigration In any case, the amount of impact is well below anticipated levels.
Of the 470 projects covered by the Plan as of the date of this report, 2 62 were private development
activities, 184 were public projects, and 24 were projects conducted by Participating Special Entities
(PSE’s) – outside agencies who voluntarily sought coverage under the Plan to streamline their projects.
All of these projects and activities received automatic take co verage for impacts to Plan covered
species, meaning there was no delay for project review or permitting by USFWS or CDFW. The Plan also
ensured certainty for these projects in terms of cost and conditioning. Development and construction
plans could be drafted and completed with the knowled ge that abiding by the Plan was all that was
necessary to avoid consultation with the wildlife agencies.
Conservation
The Habitat Plan’s Conservation Strategy describes how covered activity impacts are mitigated
primarily through the conservation (protection) of land. Land which is acquired through the purchase
of fee title or through a recorded conservation easement beco mes part of the Reserve System of Land
(Reserve System). The Reserve System includes land protected in four of the five major watersheds in
the Plan area. The Habitat Agency’s early focus on acquiring land of high conservation value has
resulted in a mosaic of protected land occupied by one or more of the Plan’s covered species. This
conservation land exists in various locations across the Plan area extending from San Jose in the north,
down to the Pajaro River south of Gilroy and in both mountain ranges th at flank the valley. The Habitat
Agency is active in managing these newly protected lands. General land management actions are
necessary, such as installation and maintenance of fences, roads, culverts, and irrigation infrastructure;
vegetation management; removal of debris, aging infrastructure and other nuisances; and property
access management. Beyond those responsibilities applicable to all land management entities, the
Habitat Agency has additional requirements to enhance the habitat within the Reserve System to make
it more suitable for covered species. Enhancement includes installing and supporting native plant
species, removal and control of invasive and exotic species and activities focused on improving
ecosystem health.
In a demonstration of the Habitat Agency’s commitment to the Conservation Strategy, land has been
protected at an impressive rate, averaging over 1,400 acres per year for the first ten years of
implementation. Many acres of the highest value conservation lands in the most critical locations have
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Gilroy City Council
Agenda: November 17, 2025
5
already been secured. Continuing at this rate will give all protected plant and wildlife species the
greatest chance at recovery. A current map of the Reserve System is available on the Habitat Agency
website at this link: https://scv-habitatagency.org/213/Reserve-System
With the Reserve System now standing at 16,160 acres of land conserved, the Plan is a full 40% ahead
of its conservation target. By this time in Plan implementation, it was anticipated that only 9,000 acres
would have been protected. This land acquisition success is due the Habitat Agency successfully
secured local, state and federal grants, which allows Plan mitigation fees to fund the Habitat Agency
operations and land management. But as mentioned above, with a reduction in total acres of land
being impacted than was anticipated, there is a corresponding reduction in fees being collected. This
challenge, and a recommended solution to it, is discussed in the Plan Amendment Funding and Future
Costs section below.
Restoration and Enhancement
The habitat restoration requirements of the Plan are intended to offset impacts to aquatic resources
resulting from development in the Plan area, and to aid in the recovery of the species which rely on
those resources. Since 2013, the Habitat Agency has completed seven habitat restoration projects in
ponds, wetlands and stream corridors. These restoration sites are located on the east side of Santa
Clara Valley (Diablo Range – Coyote watershed), on the west side of the Valley, (Santa Cruz Mountain
foothills – Alamitos watershed), and also on valley floor lands in the Pacheco Creek and Pajaro
watersheds. Cumulatively, restoration projects have restored 9 acres of riparian woodlands, 9 acres of
sycamore alluvial woodlands, 8.9 acres of perennial and seasonal wetlands and ponds, and 3.4 miles of
streams. Restoration projects have improved habitat for 8 of 18 covered species— western burrowing
owl, California red-legged frog, California tiger salamander, western pond turtle, least Bell’s vireo, tri-
colored blackbird, Mount Hamilton thistle, and Coyote ceanothus. One project improved a regional
wildlife connection between the Diablo Range and Santa Cruz Mountains , and another one enhanced
wildlife movement under SR-152 In addition to providing benefits to covered plant and wildlife species,
the habitat improvements realized through effective restoration benefits all plant and wildlife species
occurring in the vicinity of these projects.
In addition to restoration projects, general habitat conditions have been improved throughout the
Reserve System of land through focused and careful land management practices. Managing grasslands
to benefit our covered plant species and Bay checkerspot but terfly is an ongoing task occurring on
thousands of acres of protected land. Clearing trash and debris from the landscape, as well as targeting
invasive plant and wildlife species for removal ensures the best chances of all covered species to survive
and thrive in the Reserve System.
Monitoring and Research
In addition to funding significant land conservation, restoration and enhancement, the Habitat Agency
has used available funding to conduct research on covered species, wildlife connectivity and monitoring
of resources. Several studies, ranging from species surveys and occurrence tracking for covered plants
(smooth lessingia, jewelflowers and Tiburon paintbrush) and herptofauna (California red -legged frog
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Gilroy City Council
Agenda: November 17, 2025
6
and California tiger salamander) to wildlife movement (mountain lion, tule elk) to adaptive
management based on tracking impacts following wildfire (Coyote Ridge) are playing an important role
in the Habitat Agency’s understanding of the current and changing conditions of the landscape within
the Plan area. Links to early research and monitoring projects can be found on the Habitat Agency’s
website, which is updated regularly.
Plan Implementation Success
As described in the Annual Reports, the Habitat Agency is meeting most of its early success criteria. It
exceeds the Plan’s proportional requirements for land protection and habitat restoration, which are
the key and foundational metrics for gauging such success. Land acquisition and restoration are, in fact,
the primary means of determining that mitigation has truly been provided for impacts which have
occurred in the past ten years. Not only has the Habitat Agency protected 40% more acreage than
required at this point in implementation, but it has also protected more than 100% of the minimum
required acres of all specified natural communities on which our covered species rely. By nearly every
measure, the Habitat Agency is outperforming its expectations to the collective benefit of the co-
permittees.
HABITAT PLAN AMENDMENT: On January 20, 2022, the Implementation Board authorized the
Executive Officer to enter into a consultant service agreement with ICF to prepare a major amendment
to the Santa Clara Velley Habitat Plan (Plan). The proposed changes to the Plan were described in the
January 2022 staff report to the Implementation Board and are summarized below in the section titled:
Primary Changes Proposed in the Amendment. Two approved US Fish and Wildlife Service (USFWS)
Section 6 planning assistance grants, administered through the California Department of Fish and
Wildlife (CDFW) are funding this effort, which is needed to capitalize on early Plan successes by
expanding the coverage and benefits of the Plan, both to special status species and to the co-
permittees, and to address issues that have arisen since the Plan was adopted in 2013. A consultant
service agreement with ICF was finalized in April 2022, and work on the Plan amendment began
immediately.
For the past three years, the Habitat Agency and ICF have worked closely with each of the co-permittee
agencies, the wildlife agencies, land management entities, local professional biologists and other
stakeholders to review and discuss changes proposed in the Plan through the amendment process. The
second half of 2022 and the first few months of 2023 were spent determining the full scope of changes
to be considered. The result of this effort was a technical report, which was shared with the Habitat
Agency’s Public Advisory Committee (PAC) and its Implementation and Governing Boards in early 2023.
The report became an informal roadmap for drafting the revised language in each of the chapters. The
remainder of 2023 was spent negotiating sections of new language and revisions to existing language
within each of the chapters of the Plan with the partners.
In 2024, the first versions of the administrative draft chapters of the Plan were shared with the Habitat
Agency’s Technical Advisory Committee (TAC) for input and discussion. The TAC consists of
representation from each of the co-permittee agencies, the Habitat Agency and both wildlife agencies.
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Chapter 1 (Introduction) required very little discussion, and consensus was reached in a short time. But
most other chapters required extensive discourse to ensure the final draft language was acceptable for
all parties. Although there had been general agreement on the scope of the proposed additions to the
Plan, the exact language to incorporate those additions was challenging to fully develop. For example,
there is general agreement that adding monarch butterfly to our covered species list was necessary
now that they are candidate for federal listing on the Endangered Species Act. Yet, agreeing on their
primary and secondary habitat types within the Plan area, overwintering use, and an effective
conservation approach took time. This played out for all seven species and even for a few other species
that were evaluated but dropped from consideration. Other initial proposals were also dropped after
lengthy analysis and discussions, such as the removal of the Private Development Areas Map, the
addition of other agencies as co-permittees and removal of coverage for two species that have not
been documented in the Plan area. Most Plan amendment work in 2024 was focused on writing and
rewriting text to ensure all parties could agree with the final approach.
Progress improved in early 2025 and by early summer, the consensus administrative draft version of
the first three chapters was completed. By summer’s end, the final administrative draft version of the
entire Plan was completed. The administrative draft version is summarized below and can be accessed
at the following link (due to volume) for review and discussion with this staff report, following a brief
explanation of the Habitat Plan structure and an overview of the changes within each chapter.
Administrative Draft Amended Habitat Plan overview and chapters:
https://scv-habitatagency.org/354/Habitat-Plan-Amendment
STRUCTURE OF THE HABITAT PLAN:
The structure of the Habitat Plan is somewhat linear, wherein early chapters define the setting and
scope for ensuing chapter analyses. The Plan and state and federal permits are introduced, as are the
existing physical conditions, regulatory framework and biological resources. Then, covered activities
are described and potential build-out of the various general plans, master plans and other
organizational documents are accounted for in an effects analysis. The effects analysis is layered over
the biological setting to provide a sense of the potential scale of impacts expected over the life of the
permit term (50 years). Most importantly, the effects analysis drives a conservation strategy to
appropriately mitigate for all potential impacts, and the final chapters discuss how the conservation
strategy is to be implemented, including a funding chapter to ensure the Plan can pay for itself. Below
is a brief outline of the chapters, including a description of their general content and how they relate
to other chapters.
Chapter 1 – Introduction
This chapter describes the Habitat Plan as both a Natural Communities Conservation Plan (NCCP) under
the California Department of Fish and Wildlife, and a Habitat Conservation Plan (HCP) under US Fish
and Wildlife Service. It describes the Plan boundary, the structure and jurisdiction of the co-permittee
agencies and list of species covered by the Habitat Plan.
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Chapter 2 – Land Use and Covered Activities
This chapter defines the activities and projects to be covered by the Habitat Plan, broken down by
covered activity type and including co-permittee programs, master plans and proposed build out. It
summarizes the areas where take (in the form of development or ongoing maintenance) is likely to
occur.
Chapter 3 – Physical and Biological Resources
This chapter describes the existing baseline condition of physical and biological resources throughout
the Plan area at the time of Plan adoption. It describes the natural communities, the land cover types
(which are a subset of those communities), aquatic resources and topographical features in the Plan
area. It also includes habitat modeling for each of the existing 18 covered species of plants and wildlife.
Chapter 4 – Impact Assessment and Level of Take
This chapter describes the scale of covered activities and establishes the impact caps on the various
land cover types and modeled habitats. By quantifying the presumed rate of development within the
Plan area and layering the covered activities onto the baseline maps of the biological setting, a n
assumption of total take of acres (and miles of stream length) is specified for the entire 50-year permit
term.
Chapter 5 – Conservation Strategy
Based on the impact assumptions, a conservation strategy is developed, which will sufficiently mitigate
for all the identified impacts throughout the permit term. The conservation strategy is a combination
of land protection, land management, restoration, enhancement actions, research, monitoring and
reporting.
Chapter 6 – Conditions on Covered Activities
These are conditions of coverage and are required, as applicable, for all covered activities. They identify
avoidance and minimization measures, survey requirements for select species and certain standard
practices for development
Chapter 7 – Monitoring and Adaptive Management
This chapter outlines the expected land management actions and monitoring of species and habitat
health within the Reserve System of land. It also provides allowances and expectations for adaptive
management as new data is generated, and research is developed.
Chapter 8 – Plan Implementation
This chapter describes how the Plan is to be implemented. Though much of this chapter is focused on
documenting, tracking and reporting out on covered activities, there also is significant discussion about
Habitat Agency structure, roles of the co-permittees and wildlife agencies.
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Chapter 9 – Cost and Funding
Funding for the Habitat Plan comes from land cover impact fees (approximately 55% of revenue) and
grants/donations (45% of revenue). This chapter describes the collection of revenues and how they are
to be spent proportionally on various cost centers, including: land acquisitions, land management,
restoration, enhancement, monitoring, research, staffing, and administration. It describes the
endowment, as well as the anticipated change in the fee schedule from year to year and over time,
including adjustments made pursuant to the requisite five -year fee reviews.
Chapter 10 – Assurances
These are assurances requested by the co-permittees to ensure that the state and federal take permits
issued to the Habitat Plan will not be modified and that the agreements and commitments within the
Plan will not change as a result of new regulation or policies, except as agreed to by all parties. It
includes references to the federal No Surprises Regulation stipulating that no additional money,
commitments or restrictions will be required by the co-permittees due to unforeseen circumstances.
Chapter 11 – Alternatives to Take
This chapter is limited to a disclosure that alternatives to take for the covered species were considered,
and if take is included, an explanation why it could not be avoided. Some of the Plan covered species
are still no-take, meaning no direct loss of individuals is covered, but impacts to their habitat can occur.
PRIMARY CHANGES PROPOSED IN THE PLAN AMENDMENT:
The schedule of regular TAC meetings, sharing Plan amendment updates with Habitat Agency boards
and committees, as well as separate meetings and consultations with individual co-permittees as
needed, has helped to refine the approach to the amendment and has distilled four primary changes
deemed most important to address at this time. These changes are considered by the TAC to be the
most pressing in terms of ensuring continued success of the Habitat Plan , increased benefits of
including more species for coverage and extending the existing coverage benefits to a larger geographic
area. Many other secondary and administrative changes can be seen in draft versions of each amended
chapter. Because most of them have no material effect on coverage, cost, or conservation, they are
not described here. The four primary changes that have the potential to affect coverage, cost or
conservation are as follows:
1) Add seven new special status wildlife species to the Habitat Plan for coverage, protection and
conservation.
2) Expand the Plan area boundary to the northwest for public and select project coverage and to
the northeast for conservation only.
3) Include Valley Water’s Stream Maintenance Program and the California Vegetation Treatment
Program as covered activities, including some provisions for acknowledging the beneficial
actions of each of these programs.
4) Adjust cumulative impact assumptions and take limits for certain land cover types, habitats or
specific species.
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ADMINISTRATIVE DRAFT AMENDED CHAPTERS:
There are four universal changes to Plan text where replacement language has been selected to update
and provide clarity to existing text within the document. These changes include the following:
• Name change from Santa Clara Valley Water District to Valley Water
• Name change from California Department of Fish and Game (CDFG) to California Department of Fish and
Wildlife (CDFW)
• Removal of references to the Three Creeks HCP, which is no longer in development
• Change ‘Study area’ (existing Plan boundary) to ‘Permit area’ (existing Plan boundary, plus expanded
coverage areas described below)
The following is a description of the primary additions, omissions and revisions to each chapter of the
Habitat Plan. These revisions can all be found within the linked revised chapters in a track-change
format for ease of discovery.
The primary changes to Chapter 1 include:
• Update to reflect the first amendment to the Habitat Plan and presumed date of approval
• Updated Table 1-2 to include the seven new species proposed to be added for coverage
• Definition of the expanded Plan boundary
• Updated Mission Statement approved by the PAC and Governing Board in 2024
• Notations that certain supporting or background documents were updated within the Habitat Plan, but
only if their updates necessitated analysis for impact assumptions.
Amending the Plan to address early challenges in implementation offers the opportunity to reevaluate
the covered species list and propose new species for coverage. Periodic re-evaluation is important and
necessary when considering the many environmental threats facing an expanding list of local plants
and wildlife. In the past ten years, several new species have been proposed for listing under CESA and
ESA. If any of these species become listed, but are not covered by the Plan, then projects and activities
affecting these species may require additional consultation and mitigation from project proponents. If
that should occur, it would undermine the assurances baked into the Plan for expeditious project
review, covered projects could experience costly delays, and the certainty created by the Plan through
the transparency of both the avoidance measures and impact fees, would be eroded.
Species considered in the evaluation process for the Plan amendment consisted of special -status
species:
• That were not previously evaluated in the original Plan;
• With a change (or proposed change) in regulatory listing status;
• With range expansion into the study area;
• With the potential to be impacted by covered activities; and/or
• That were of interest for take coverage by the Habitat Agency or members of the TAC.
Special-status species which were evaluated and excluded in the original plan because they did not
meet any of the five criteria above were not reevaluated. Once selected for evaluation, each new
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species was assessed based on a set of criteria described in the Plan (Section 1.2.4, Covered Species,
subheading Covered Species Criteria). These criteria are as follows:
1. Range – the species is known to occur in the Plan area based on credible evidence, or is expected
to occur in the Plan area sometime during the permit term (e.g., range expansion or
reintroduction)
2. Status – the species is: listed or proposed for listing under the ESA; listed or candidate for listing
under the CESA; listed as rare under the Native Plant Protection Act; or is expected to be listed
under one of these acts within the permit term.
3. Impact – the species or its habitat would adversely be affected by covered activities
4. Data – sufficient data on the species’ life history, habitat requirements and occurrence in the
Plan area are available to adequately evaluate the impacts on the species and develop
conservation measures to mitigate those impacts.
For species that met all the above criteria, a final screening criterion was whether coverage for the
species is deemed necessary by the Habitat Agency and its co-permittees. For example, if there is
interest in adding a species with a low potential to meet some of the above criteria but the species
generally fit within the existing conservation strategy, will benefit from inclusion in the Plan, and will
not significantly increase the cost to implement the Plan, then it could be included as a covered species.
Based on the above criteria, the following list of seven species is currently being proposed for coverage
under the Plan amendment.
• Monarch butterfly (Danaus Plexippus)
• Large marble butterfly (Euchloe ausonides ausonides)
• Crotch’s bumblebee (Bombus crotchii)
• Swainson’s hawk (Buteo swainsoni)
• Loggerhead shrike (Lanius ludovicianus)
• American badger (Taxidea taxus)
• California mountain lion (Felis concolor) (Central Coast Distinct Population Segment)
The proposed expansion of the Plan boundary includes two separate components, but each one has a
similar geographic purpose and extent. The current Plan boundary does not include the northwest or
northeast portions of Santa Clara County between the existing Plan boundary and the county line. In
the northwest, mostly covered by cities which are not co-permittees to the Plan, coverage was deemed
unnecessary because private development secures approval authority through those cities and there
is no nexus to the Plan. In the northwest, very little development or management of the land occurs,
which would require coverage, so it was left out.
Through the Plan amendment process, the County of Santa Clara, Valley Water, and Valley
Transportation Authority all requested coverage in the northwest portion of the County for ongoing
operations and maintenance as well as future capital projects. The Plan can be extended to this area,
even though it is within other city jurisdictions, because the requested coverage will be limited to land
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owned or controlled by one of the co-permittee agencies. Examples of the select projects would be
maintenance of streams, dams, canals, roadways, bridges and other infrastructure, as well as capital
projects to repair or create new infrastructure. Private development would not be covered in this
expanded area.
In the northeast, the Habitat Agency is proposing expansion of the existing Plan boundary out to the
northeast County line to allow for potential expansion of the Reserve System by acquiring suitable
habitat in that area. It is uncertain if land will eventually be enrolled for protection in this area, but
having the potential for acquisition provides land protection options if the Habitat Agency encounters
difficulty in securing the minimum acreages of specific land cover types within the existing Plan
boundary. For both current and new proposed species, suitable and possibly occupied habitat may be
available to address future conservation needs.
Certain development plans, policies and other documents that informed the existing Habitat Plan were
updated between initial adoption and this amendment process. They were evaluated to determine
whether the updates would have a significant effect on the impact assumptions. For example, Gilroy’s
General Plan update in November 2020 slightly constricted the urban growth boundary, which will
reduce overall urban growth. However, it would not reduce all potential development of agricultural
land and certain land cover impacts are still likely to occur. Additionally, this restriction builds on an
existing growth boundary that has been in place for decades and the anticipated decrease in impact
assumptions for the Gilroy is very small in the context of the entire Plan area. Therefore, this update is
referenced, but because it did not result in a significant change in development patterns and the
decrease in development potential was so small, no reduction in the overall impact assumption
resulted from the update. By acknowledging the Gilroy Plan update, the Habitat Agency wanted to be
transparent that potentially significant policy changes in the past twelve years had been given
consideration. Many other updates or new plans, which were determined to not have an effect on the
impact assumptions, were not addressed in the amendment as their inclusion would have slowed down
review and approval of the Plan amendment.
The primary changes to Chapter 2 include:
• Inclusion of Valley Water’s Stream Maintenance Program (SMP) and other VW activities
• Inclusion of the California Vegetation Treatment Program (CalVTP)
• Update of references to local plans, policies and ordinances where they relate to future growth
restrictions
• Updated population figures and economic statistics for the local jurisdictions
• Description of beneficial actions to be considered as covered, but exempt from fee payment when
consistent with the Conservation Strategy
• Acknowledging tribal access to Reserve System land if their uses are described in the Reserve Unit
Master Plan for each property
• The series of bullets at the end of Section 2.4 (Projects and Activities not Covered by this Plan) are not
new, but were approved as an errata to the original Habitat Plan upon its adoption in 2014, and are now
simply incorporated into the text
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This chapter was revised to expand coverage for certain activities, both within the existing Plan
boundary and the new proposed expanded areas of coverage. Although Valley Water’s Stream
Maintenance Program was specifically excluded from the Habitat Plan, the list of activities included in
that program are covered for all other co-permittees currently. The reason it was exempted from the
Plan had to do with timing of the original SMP and the fact that the program had mitigation needs for
the US Army Corps of Engineers and the Regional Water Quality Control Board, that could not be
addressed by the Habitat Plan conservation strategy. However, since the Habitat Agency received
approval of the In-Lieu Fee program for shared mitigation, and the newest reissuance of the SMP is
under review at the time, it made sense for Valley Water to request inclusion through the Plan
amendment. Within the expanded Plan area, Valley Water’s Dam Maintenance and Pipeline
Maintenance Programs will also be covered.
Another Chapter 2 update was focused on ensuring coverage for increasing land management activities
to control vegetation and preventing wildfires. Activities outlined in the CalVTP, which was approved
in 2019, are largely viewed as beneficial across the landscape because they control the spread of
invasive weeds and reduce fire fuel loads. In the absence of fire or other vegetation management,
landscapes become overgrown and wildfires in these areas are known as catastrophic. Managing fuel
loads with a focus on ecosystem health ensures that future fires burn more slowly and destroy fewer
native shrubs and trees. Although these vegetation management activities are already covered by the
Plan, the co-permittees requested that CalVTP be specifically identified and covered for future
reference. It is important to note that components of CalVTP , Valley Water’s SMP, tribal management
of landscapes, and ongoing public agency and private property owner vegetation management may be
considered beneficial actions if they adhere to the same list of best management practices and specific
avoidance and minimization measures for vegetation management outlined specifically in the revised
Chapter 2 language.
The primary changes to Chapter 3 include:
• New land cover and natural community assessment within the expanded Plan area
• Identifies existing and new habitats for the seven newly proposed covered species
• Updated topography, slope and watershed mapping for the expanded Plan area
• Updated existing species occurrence data within the expanded Plan area and noted occurrences of the
seven proposed covered species in both the current and proposed expanded Plan area
The revisions in Chapter 3 are focused on updating descriptions of the biological setting of the Plan
area to include habitat assessments for all 7 of the new covered species, as well as a new assessment
of the biological setting in the expanded Plan area for all 25 species (18 existing and 7 new). Appendix
B – Species Accounts, was also updated to provide new account records for all the new proposed
species. This included consultation with the wildlife agencies, biologist consultants and Habitat Agency
biological staff to ensure the proper habitat designations were applied to the new species.
The primary changes to Chapter 4 include:
• Adjust the impact assessment to account for expanded Plan boundary
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• Adjust impact assessment to account for impacts to the seven new species proposed for coverage
• Change methodology of tracking land cover impacts at the natural community level
• Increase temporary take levels
• Increase impact assumptions for burrowing owl occupied habitat
• Expand occupied habitat buffer from 0.5-mile to one mile in the vicinity of the Burrowing Owl
Conservation Easement at the San Jose/Santa Clara Regional Wastewater Treatment Facility
• Reduce permanent impact assumptions for certain pond and wetland land covers
With the updates and expansion of covered activities described in Chapter 2, and a new biological
setting established in Chapter 3, the Habitat Agency updated the impact assessment. As documented
in the Habitat Agency’s annual report (May 2025), by the end of Fiscal Year 2025 the Habitat Agency
had provided take coverage for permanent impacts to 2,030 acres of land in its first 11 years of
operation. This amount is 1,930 acres short of land conversion expectations that drive the Habitat
Plan’s minimum conservation and restoration requirements. Because the Plan has over-assumed
permanent impacts to land cover, the amended Chapter 4 concludes that all future land cover impacts,
including new covered activities and impacts within the expanded Plan area, remain below the
maximum level set in the original Plan. Thus, there is no increase in any permanent impact assumption
for any land cover type resulting from the proposed amendment. There are some increases to the
temporary impact assumptions, but temporary impacts do not require conservation action and do not
result in any additional costs.
As shown in Table 1 below, Chapter 4, impact assumptions to ponds, freshwater marsh, and mixed
riparian habitats are proposed to be lowered. This is because impacts to those specific aquatic land
cover types have been far below anticipated impact assumptions, but more importantly, impacts to
aquatic resources require expensive restoration efforts regardless of the level of impact. By reducing
the take assumptions, the Habitat Agency can reduce the minimum restoration commitment and
overall cost of the Plan.
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The Plan does not allow for direct take of burrowing owls but authorizes conversion of up to 198 acres
of occupied BUOW habitat. Occupied nesting habitat impacts may be approved for development within
0.5-mile of a nest. Mitigation fees for these impacts fund the burrowing owl conservation strategy,
including the captive rearing, captive breeding, and reintroduction programs. As of the date of this staff
report, the Habitat Agency has authorized take of 162 acres of occupied BUOW habitat, and only 36
acres of take remain. The species is now a candidate for listing on the California ESA, so continued
coverage of the owl by the Plan is critical.
Following consultation with the wildlife agencies, the burrowing owl conservation strategy has been
amended to allow for 20 more acres of permanent take coverage immediately. An additional 40 acres
of take may be authorized by the wildlife agencies if the Habitat Agency can come into compliance with
the stay-ahead provision for protection of occupied burrowing owl habitat that keeps pace with, or
exceeds the requirement based on accrued impacts. A third installment of take (another 40 acres) could
be approved following demonstration of continued compliance with the stay -ahead provision and a
sustained, positive growth trend for the species.
Since all of the current occupied nesting habitat occurs around the San Jose/Santa Clara Regional
Wastewater Facility (RWF), take coverage for impacts to occupied nesting habitat is most critical for
projects within the City of San Jose. This allowance for up to 100 additional acres of take authorization
would ensure that the City of San Jose continues to benefit from the streamlined permitting for take
afforded by the Habitat Plan for future public and private projects in the vicinity of the RWF.
The primary changes to Chapter 5 include:
• Adding conservation actions for new covered species
• Update adaptive management approaches to conservation requirements
• Increase take limit for burrowing owl occupied habitat (from 198 acres to 298 acres)
• Develop a strategy for the incremental release of take acreage for burrowing owl occupied habitat
contingent upon new success criteria
• Reducing minimum restoration commitments commensurate with the proposed reduction in maximum
allowable take of aquatic resources
• Added public education and outreach goals for bird-safe actions, noise reduction, light shielding and
pollinator-friendly practices to be implemented by the Habitat Agency
This chapter was revised to include a conservation strategy for each of the new covered species. As
shown in draft Chapter 5, many of the existing conservation approaches for the currently covered
species will also benefit the new suite of species. For example, protection of 13,300 acres of annual
grassland as currently required by the Plan to mitigate for impacts to kit fox, burrowing owl and other
covered species would also provide protection benefits to mountain lion, loggerhead shrike , monarch
butterfly and other new proposed species. Similarly, management of oak woodlands, as currently
required, can provide the same benefit to other species not currently covered.
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Where the existing conservation strategy was not considered adequate for the new species, and in
consultation with the wildlife agencies and other species experts, additional measures, known as
Biological Goals and Objectives (BGO’s), are identified in the draft chapter. Therefore, the text of this
chapter has been updated, but also Tables 5-1 and 5-2, which list the BGO’s.
Consistent with the proposed increase to the burrowing owl take limits, Chapter 5 and Appendix M
(Burrowing Owl Conservation Strategy) were both updated with new conservation commitments,
primarily focused on close coordination and continued consultation with the wildlife agencies to ensure
additional take is commensurate with success criteria in the new draft language.
The primary changes to Chapter 6 include:
• Add new survey requirements and avoidance measures for Swainson’s hawk (new Condition 21) and
loggerhead shrike (new Condition 22)
• Add new voluntary Condition 23 to avoid payment of temporary impacts fees associated with mowing
and other vegetation management when conducted to minimize impacts to covered pollinator species
• Added new language to streamline reporting requirements for temporary land management actions,
such as mowing and vegetation management
• Revised language in Condition 11 to clarify that the Habitat Agency itself does not have the authority to
stop any development – such authority only exists with the local jurisdiction
• Revised Table 6-2 to eliminate aquatic resource avoidance and minimization references associated with
Regional Water Quality Control Board or US Army Corps of Engineers and National Pollutant Discharge
Elimination System (NPDES) permitting compliance in favor of incorporating such measures by reference
This chapter was revised to add two new required conditions for coverage of loggerhead shrike and
Swainson’s hawk. A third new condition, which is voluntary, will allow co -permittees to avoid
temporary or permanent impact fees for impacts to pollinator species if they abide by avoidance and
minimization measures included in the condition. This condition is meant to address impacts to the
new pollinator species.
A minor adjustment to Condition 11 now clarifies that the Habitat Agency cannot prohibit a reduction
in stream setbacks for a project but can only provide a recommendation to the authorizing jurisdiction.
Also related to aquatic resources, the amended Chapter 6 includes an update to consolidate Table 6-2
(Aquatic Avoidance and Minimization Measures) because state law now permits incorporation by
reference, so there is not a need to list every possible measure by every regulatory agency. The list is
consolidated, renumbered and now only includes those measures which could impact or directly
benefit covered species.
The primary changes to Chapter 7 include:
• Removal of the Independent Conservation Assessment Team
• Adjustments to existing covered species monitoring requirements based on feedback and lessons
learned during the first 10 years of implementation.
• Adding a monitoring framework for all seven new covered species
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• None of the original tables or figures required edited
This chapter was revised to add monitoring and management requirements for the new species, as
well as provide some additional flexibility in surveying and monitoring requirements for existing species
by allowing for more time between survey efforts, when they can be determined to not have an effect
on the performance of the monitoring program.
Removal of the independent conservation assessment team is proposed due to the fact that local
species experts work regularly with the Habitat Agency in a number of capacities and have the best
understanding of the local species population needs. Additionally, the Habitat Agency is now staffed
with four biologists who are becoming local authorities on our covered species. The periodic convening
of an independent team to assess performance of the Plan is considered to be an unnecessary expense
and use of staff time because our successful compliance with the Biological Goals and Objectives of the
Plan is transparent in publicly shared annual reports.
The primary changes to Chapter 8 include:
• Expanded definition of a conservation easement to allow for other land protection instruments
consistent with California Civil Code Section 815 (providing flexibility and reducing costs to the Habitat
Agency in acquiring and protecting land)
• Minor updates
The Plan requirement for reserve properties to be protected with a conservation easement has proven
costly and time consuming, and in some cases, unachievable. Smaller properties (less than 100 acres,
for example), which are important acquisitions by the Habitat Agency due to their natural resources or
geographic locations important for wildlife connectivity, are rarely of interest to open space agencies
and an unwelcome burden for private property owners. Additionally, California Civil Code Section 815
defines a conservation easement as any one of a number of protective instruments which can be
recorded on a property. The Habitat Agency asserts that, provided land is owned by the Agency,
alternative perpetual protection documents may be relied on in the fut ure to secure enrollment of new
properties without the lengthy and costly conservation easement template included in the Plan.
The primary changes to Chapter 9 include:
• Adjust the cost analysis to account for increase in conservation actions to mitigate impacts for the new
covered species
• Reduce costs associated with the minimum restoration commitments for willow riparian, freshwater
marsh and pond impacts as a result of reduced impact assumptions in Chapter 4
• Account for additional take limit for burrowing owl occupied habitat impacts, both for increased fee
revenue and commensurate increase in conservation commitments for this species
• Prepare a new Appendix P to provide analysis and summary of all cost model changes associated with
the Plan amendment
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The final revised Chapter 9 is updated to reflect new costs and cost savings that would result from the
amended Plan. It is important to note that these cost assumptions are not reflected as a direct change
in the cost model of the existing Plan. This is because the original cost model (from 2012) and associated
fee schedule have been updated with a comprehensive analysis resulting from the Plan’s requisite Five -
Year Fee Review. The most recent Five-Year Fee Review was completed in 2019, so the new cost
analysis for the Plan amendment is based on the resulting adjusted cost model of that review.
In addition to the relatively minor Chapter 9 text changes, a new Appendix P was prepared and
proposed for approval. Appendix P provides an in-depth explanation of the analysis of the cost model
changes that would result if the Plan amendment were approved . The chart below, excerpted from
the new Appendix P, provides an overview and explanation of any potential cost adjustments that could
result from the Plan amendment.
Plan Amendment Change Effect on Costs Effect on Fees & Revenues
Add seven new covered species. Small increase in land
management and monitoring
costs.
Small changes in land cover,
serpentine, and nitrogen
deposition fee levels and
revenues.
Expand Plan boundary.
No increase in reserve
acquisition costs
No effect.
Expand covered activities.
No effect because no change in
required conservation
activities.
Negligible effect on
development fee revenue from
expanded coverage for specified
public projects.
Adjust cumulative impacts and
take limits: reduce allowable
wetland impacts and
conservation actions.
16% decrease in wetland
restoration/creation costs.
Small increase in wetland fee
levels and 11% decrease in fee
revenue.1
Adjust cumulative impacts and
take limits: increase western
burrowing owl impacts and
conservation actions.
Small increase in burrowing
owl conservation strategy
costs.
(See Chapter 2.)
17% decrease in burrowing owl
fee level and small increase in
fee revenue.2
(See Chapter 3.)
Overall effect on funding
strategy.
Small decrease in total Plan
costs.
Small decrease in total Plan
funding and small increase in
ending fund balance.1
1 This Appendix P analysis does not incorporate a small potential reduction in non -fee funding associated
with reduced wetland restoration/creation for contribution to recovery (versus mitigation, see Table
2.1). See Chapter 4 for further discussion.
2 Burrowing owl fee decreases because allowable impacts increase more in proportion to mitigation
costs. See Chapter 3 for more explanation.
Also excepted from Appendix P is a table (below) itemizing the cost adjustments in terms of dollars and
percentages of change from the existing cost model. When all is considered, the Plan amendment
would result in a 3.2% reduction in total plan costs over the permit term. This amounts to a potential
$23 Million savings to the Habitat Agency in future implementation, while achieving conservation for
an expanded number of species.
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Gilroy City Council
Agenda: November 17, 2025
19
2019
Five-Year
Review
2026
Plan
Amendment
Amendment vs.
Five-Year Review
Amount Percent
Wetland Restoration/
Creation $132,410,000 $110,670,000 ($21,740,000) (16.4%)
Reserve Management
and Maintenance $156,640,000 $156,590,000 ($50,000) (0.0%)
Monitoring, Research, and
Scientific Review $40,420,000 $40,550,000 $130,000 0.3%
Western Burrowing Owl
Conservation Strategy $11,790,000 $11,930,000 $140,000 1.2%
Land Acquisition &
Enrollment $243,400,000 $243,400,000 $0 0.0%
Program Administration $30,440,000 $30,440,000 $0 0.0%
Technical and Permitting
Support $22,700,000 $22,700,000 $0 0.0%
Contingency Fund $16,700,000 $16,340,000 ($360,000) (2.2%)
Subtotal $654,500,000 $632,620,000 ($21,880,000) (3.3%)
Endowment Fund
Contribution $71,520,000 $70,150,000 ($1,370,000) (1.9%)
Plan Preparation Cost
Recovery $5,040,000 $5,040,000 $0 0.0%
Total $731,060,000 $707,810,000 ($23,250,000) (3.2%)
Note: All dollar amounts in FY 2017-18 dollars.
Sources: Urban Economics, Five-Year Review of the Santa Clara Valley Habitat Plan Costs, Funding &
Development Fees, June 2020, Table 2.1, p. 10; Appendix P2, Table 9-1.
The primary changes to Chapter 10 include:
• Updates to climate change and temperature data
• No other significant revisions
The primary changes to Chapter 11 include:
• Updates to include alternatives to take for new covered species
• No other significant revisions
HABITAT PLAN AMENDMENT COMPLETION SCHEDULE:
As mentioned above, the Plan amendment is funded by two USFWS Section 6 grants, administered by
CDFW. The final grant deliverable for this Plan amendment is a completed draft of the Amended
Habitat Plan, including environmental clearances and approval by the Habitat Agency Implementation
Board. The grant deadline for funding is January 27, 2026. This means the full Amended Habitat Plan
must be approved by the Implementation Board at the January 2026 meeting.
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Gilroy City Council
Agenda: November 17, 2025
20
The schedule below shows the remaining milestones to finalize the Plan amendment process. Once
approved by the Implementation Board, the final draft Amended Habitat Plan must be sent to the
wildlife agencies for their review of all changes. Their legal counsel must review and accept the
document, and findings for the new species and changes to Plan scope must be made. This period of
their review may take many months to complete and may require subsequent changes.
2025 2026
TASK Jul Aug Sep Oct Nov Dec Jan Feb Mar
Complete Administrative
Draft of Plan
Share Admin Draft Plan with
SCVHA Board
CEQA and NEPA Process
Public Draft Amended Plan
to PAC
Public Draft Amended Plan
to SCVHA Board for
Approval
Submit USFWS 10(a)1(b)
Permit
USFWS and CDFW Review
of Amended Permit
ACTION:
The Habitat Agency requests that the Gilroy City Council approve pursuit of the Plan amendment as
presented and authorize the Habitat Agency Implementation and Governing Boards to approve a final
Plan Amendment upon completion of environmental review.
Following approval of the Plan amendment in January, the grant funding will expire, and minor
administrative processing of the revised Plan being approved by the wildlife agencies and returning to
the Joint Board for final adoption would be borne by the Habitat Agency. This cost is not expected to
exceed $40,000 and would consist primarily of staff time to process.
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SANTA CLARA VALLEY HABITAT PLAN
MEMORANDUM OF UNDERSTANDING
This Memorandum of Understanding ("MOD") is entered into by and among the Santa Clara Valley
Habitat Agency ("Agency"), the County of Santa Clara (the "County"), the City of San Jose ("San
Jose"), the Santa Clara Valley Water District ("SCVWD"), the Santa Clara Valley Transportation
Authority ("VTA"), the City of Gilroy ("Gilroy"), the City of Morgan Hill ("Morgan Hill"), and the Santa
Clara County Open Space Authority ("OSA"). The parties may be referred to collectively as the
"Parties" and individually as a "Party" in this MOD. The County, San Jose, SCVWD, VTA, Gilroy
and Morgan Hill are collectively referred to as "Local Partners."
RECITALS
The Local Partners have been engaged in a lengthy process to develop a joint habitat
conservation plan and natural communities conservation plan entitled the "Santa Clara
Valley Habitat Plan" ("Habitat Plan").
1"^ The purposes of the Habitat Plan include the long-term protection of ecosystems and
biodiversity within the geographic area covered by the Habitat Plan, and the provision of
incidental take authorization pursuant to the Federal Endangered Species Act and the
California Natural Community Conservation Planning Act for local land use and public
agency infrastructure activities.
The Habitat Plan and the Santa Clara Valley Habitat Plan Implementing Agreement
("Implementing Agreement") identify certain duties and obligations that must be fulfilled, in
whole or in part, by an "Implementing Entity."
D. The Local Partners determined that it was appropriate to establish a joint powers agency to
serve as the Implementing Entity for the Habitat Plan. The Joint Powers Act, Gov. Code §
6500 et seq., requires that all parties to a joint powers agreement have common powers.
One of the primary functions of the joint powers agency is to adopt mitigation fees for
development projects pursuant to the Mitigation Fee Act, Government Code § 66000 et
seq., to help finance Habitat Plan implementation activities. Because only certain of the
Local Partners (the County, San Jose, Morgan Hill and Gilroy) have clear authority to adopt
mitigation fees, the Local Partners determined that the parties to the joint exercise of
powers agreement ("Agency Agreement") creating the Santa Clara Valley Habitat Agency
would be limited to the County, San Jose, Morgan Hill and Gilroy. Nonetheless, because
the Implementing Agreement and the Permits associated with the Habitat Plan provide that
all Local Partners are responsible for ensuring that the Habitat Plan is fully implemented, all
of the Local Partners will play a role in the Santa Clara Valley Habitat Agency.
The OSA will also play a critical role in Habitat Plan implementation, including potential
contributions of land to the Habitat Plan Reserve System and/or potentially undertake
management and monitoring, and/or provide other services related to implementation of the
Habitat Plan.
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NOW, THEREFORE, the Parties, for and in consideration of the mutual promises and agreements
herein contained, agree as follows:
PURPOSES
The purposes of this MOD are to:
Further define the roles, rights and responsibilities of the Parties with respect to
Habitat Plan implementation activities;
Explain the relationships between the Parties;
Establish processes for resolving disputes and addressing other issues that may
arise with respect to the Habitat Plan;
EFFECTIVE DATE
The following conditions must occur before this MOU will go into effect: 1) the Implementing
Agreement must be fully executed; and 2) all parties must execute this MOU. The effective
date of this MOU will occur at the date when both of the above mentioned conditions have
been fulfilled.
3 • DEFINITIONS
Unless the context otherwise requires, the terms used in this MOU shall have the same
definitions as provided in the Implementing Agreement.
LOCAL PARTNER AND AGENCY ROLES
All of the Local Partners are Permittees and parties to the Implementing Agreement.
Therefore, all of the Local Partners must ensure that they comply with the Habitat
Plan and Permits. However, although each Local Partner must ensure that its own
actions comply with the Plan and Permits, the primary responsibilities for
implementing the Habitat Plan rests with the Agency. Among other things, the
Agency is responsible for ensuring that there is sufficient funding to perform all
implementation activities, including activities during the permit term and in
perpetuity. Except for paying SCVHP Fees associated with their own projects and,
where applicable, collecting SCVHP Fees from private project applicants and
transmitting SCVHP Fees to the Agency, the Local Partners are not required to fund
implementation activities. These roles and responsibilities are more fully described
in Chapter 8 of the Habitat Plan.
(a)
(b) Although VTA and SCVWD are not parties to the Agency Agreement, all of the
Local Partners will play an active role in the Agency through, among other things,
their representatives on the Implementation Board of the Agency. The fact that VTA
and SCVWD are not parties to the Agency Agreement should not be viewed in any
way as diminishing their rights and responsibilities established in the Habitat Plan or
Permits.
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5. OSA ROLE
(a) Although OSA is not a Permittee, the Parties anticipate that OSA may contribute
land and potentially other resources that will assist with fulfilling Habitat Plan
implementation responsibilities. Exhibit , which is attached hereto and
incorporated by reference herein, are the "Principles of Participation in the Santa
Clara Valley Habitat Plan" that were adopted by the OSA Board on September 9,
2010.
(b) While the OSA is not a Permittee under the Habitat Plan, the OSA has the option to
apply for take authorization under the Plan as a Participating Special Entity. To
receive this take authorization, the OSA would follow the procedures outlined in the
Habitat Plan, including approval by the Implementing Entity and the Wildlife
Agencies. To anticipate this, the estimated impacts of OSA activities on the covered
species will be included in the Plan. Any Habitat Plan fees due would be offset by
an equivalent value of OSA land being concurrently incorporated into the Habitat
Plan Reserve System.
6. COMPENSATION FOR LOCAL PARTNER CONTRIBUTIONS TO IMPLEMENTATION
REQUIREMENTS
The Local Partners may contribute land, provide services, or undertake other activities
(e.g., habitat creation, restoration, monitoring) that fulfill Habitat Plan implementation
requirements. The process by which the Agency will evaluate the value of these
contributions and give credit to the Local Partners for these "in lieu" activities is set forth in
Section 9.4.1 of the Habitat Plan.
IMPLEMENTATION FUNDING SHORTFALLS
(a) Although the Local Partners believe that the cost and funding assumptions in the
Habitat Plan are sound, there is always the possibility that there will be funding
shortfalls and/or that the costs of implementing the Habitat Plan exceed
expectations. As set forth in the Habitat Plan and Implementing Agreement, the
Agency is responsible for implementation and any funding shortfalls, and for
ensuring that SCVHP fees keep pace with Habitat Plan implementation costs.
Except for SCVHP fees associated with their own Covered Activities, the Local
Partners are not required to contribute any of their funds toward Habitat Plan
implementation.
(b) If there is a funding shortfall, the Agency will take all feasible steps to address the
funding shortfall, including but not limited to seeking loans from all possible sources.
(c) If, despite all reasonable efforts, the Agency is unable to address a funding shortfall,
the Local Partners will meet and confer regarding how to proceed. Options that may
be considered include, but are not limited to, loans from one or more Local Partners
to the Agency, grants from Local Partners, government agencies or non
governmental entities, relinquishing the permits, and/or amending the Habitat Plan
and Permits.
(d) No Local Partner shall be required to provide funding to the Agency. If a Local
Partner, in the sole discretion of its governing body, agrees to provide funding to the
Agency, it may do so on the condition that the Agency either provide the Local
Partner with credit toward future SCVHP Fees or repay the loan at a future date.
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8. HABITAT PLAN/PERMIT AMENDMENTS
(a) There are a variety of reasons why the Local Partners may want or need to amend
the Habitat Plan and Permits over the 50-year term, including but not limited to the
following;
to add or remove Covered Species;
to expand or retract the Permit Area boundaries;
to add a Permittee;
to address a significant funding shortfall that cannot be addressed through
any feasible means;
to reflect significant changes in Habitat Plan assumptions (e.g., the amount
or timing of "Take"); or
to provide for additional Covered Activities.
(b) If the Agency or one or more of the Local Partners desires to amend the Habitat
Plan and/or Permits, then that Local Partner shall notify the Agency and all of the
other Local Partners of this desire and provide an explanation of the proposed
amendment and reasons for the amendment.
(c) Upon being notified by the Agency or a Local Partner of a request to amend the
Habitat Plan and Permits, the Agency and all Local Partners will meet and confer
regarding whether to proceed with the proposed amendment.
(d) The costs associated with any amendment to the Habitat Plan and Permits
(including but not limited to preparation, analysis and approval of the amendment
documents and implementation responsibilities resulting from the amendment) shall
be borne by the Local Partners in a manner that reflects the relative benefit of the
amendment to each Local Partner. A cost allocation shall be mutually agreed upon
by the Local Partners before any costs are incurred in relation to the amendment.
Any Local Partner that commences work on an amendment prior to this proceeds at
its own risk.
(e) Any decision to seek an amendment to the Habitat Plan and Permits, and the cost
allocation associated with the amendment, shall be approved by the governing
bodies of all of the Local Partners before any work is begun or any costs are
incurred in relation to the amendment. Any Local Partner that commences work on
an amendment prior to this proceeds at its own risk.
WITHDRAWAL
(a) If a Local Partner decides to withdraw from the Implementing Agreement and
relinquish its Permits, it shall first provide 180 days written notice to the Agency, the
other Local Partners and the OSA. Notwithstanding such withdrawal, the
withdrawing Local Partner shall remain obligated, to the same extent, if any, that the
remaining Parties are obligated, to contribute amounts necessary to pay any debts,
liabilities and obligations of the Agency arising from or related to actions taken by
the Agency while the withdrawing Party was a party to the Implementing Agreement.
Upon withdrawal, the withdrawing Party shall no longer be a Party to this MOU or a
Local Partner, and the term "Parties" and "Local Partners" as used in this MOU shall
thereafter mean the remaining Parties and Local Partners to this MOU.
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(b) The OSA may withdraw from the MOD upon ninety (90) days written notice to the
Agency and the Local Partners. Upon withdrawal, the OSA shall no longer be a
Party to this MOU, and the term "Parties" as used in this MOU shall thereafter mean
the remaining Parties and Local Partners to this MOU.
(c) Within 30 days after receiving a notice of withdrawal, the Parties who will remain will
meet to discuss whether any amendments to the Habitat Plan, Permits or
Implementing Agreement are necessary or appropriate in light of the withdrawal,
and to prepare any appropriate amendments for consideration by the governing
bodies of the remaining Parties. The requirements of this provision are intended to
be in addition to any notice or other requirements set forth in the Implementing
Agreement or Permits pertaining to withdrawal from or termination of the Habitat
Plan or Permits.
10. TERMINATION BY ALL LOCAL PARTNERS
If the governing bodies of all or some of the Local Partners agree to relinquish the Permits
and terminate the Implementing Agreement, then the Agency and Local Partners will
undertake a process to discuss and resolve the following issues:
Calculating and funding the amounts necessary to pay any debts, liabilities and
obligations of the Agency arising from or related to actions taken by the Agency
while the Permits and Implementing Agreement were in effect, including but not
limited to funding any endowment necessary for ongoing obligations related to
Reserve System lands; and
Identifying one or more successor(s) to fulfill the continuing obligations of the
Agency.
The dispute resolution process in Section 15 of this MOU may be used for this purpose.
11. REMEDIES FOR HABITAT PLAN/PERMIT/IMPLEMENTATION AGREEMENT
VIOLATIONS
(a) Although the Wildlife Agencies will issue separate permits to the Agency and Local
Partners, the obligations imposed by the Habitat Plan, Implementation Agreement
and Permits operate collectively. Therefore, if the Agency or a Local Partner
violates the Habitat Plan, Implementation Agreement or Permits in a way that puts
the overall Habitat Plan or Permits at risk or subjects the Agency and/or Local
Partners to an enforcement action, then the other Parties may take any and all
commensurate and reasonable action against the violating Party to remedy the
noncompliance, including but not limited to filing a lawsuit seeking injunctive relief or
specific performance.
(b) The Parties shall engage in the dispute resolution process set forth in Section 15 of
this MOU prior to filing a lawsuit for an alleged violation. The dispute resolution
process is not required, however, if there is a threat of imminent harm to any Party
or if the Wildlife Agencies have notified the Parties of their intent to suspend the
Permits or undertake other enforcement action.
12. INDEMNIFICATION AND INSURANCE
(a) Except as provided in Section 14(c) of this MOU, the Agency shall indemnify,
defend and hold harmless all of the Local Partners and the OSA and their officers,
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agents, and employees from any claim, liability, loss, injury or damage arising out of,
or in connection with, the adoption, execution, performance or implementation of the
Habitat Plan, the EIR/EIS, the Permits, the Implementing Agreement, the Agency
Agreement or this MOU provided, however, that this obligation by the Agency shall
not apply to; (1) reckless, intentional, or willful conduct leading to personal injury, or
(2) any claims, demands, damages, costs, expenses or suits by one party to this
MOU against one or more other parties relating to an alleged breach of either
agreement. The Agency shall reimburse the Local Partner(s) and the OSA for all
reasonable costs, attorneys' fees, expenses and liabilities incurred with respect to
any litigation or action in which the Agency is obligated to indemnify, defend and
hold harmless the Local Partner(s) and the OSA under this MOU. Any indemnified
party may elect to provide its own defense at that party's own expense.
(b) It is the intent of the Parties that the provisions of this Section 12 provide the
broadest possible coverage for the Local Partners. The Agency shall obtain and
maintain insurance to provide sufficient coverage to fulfill its obligations under this
Section.
(c) Each Local Partner shall require that any consultant hired to implement this MOU
obtain and maintain insurance policies to provide sufficient coverage to fulfill its
obligations under this Section.
(d) If any claim, liability, loss, injury or damage for which the Agency is obligated to
indemnify, defend and hold harmless the Local Partner(s) and the OSA pursuant to
this Section 12 is filed or incurred before the Agency is formed, has sufficient
revenues or obtains sufficient insurance to fulfill its obligations under this Section 12,
then the Local Partner(s) may bear their own their reasonable costs, attorneys' fees,
expenses and liabilities incurred with respect to any litigation or action in which the
Agency is obligated to indemnify, defend and hold harmless the Local Partner(s)
and the OSA under this Section 12 and recover them from the Agency at a future
date, and the Agency shall not raise any defenses related to the timeliness of such a
claim for recovery (e.g., statute of limitations, laches) against the Local Partner(s) or
the OSA.
13. AGENCY FAILURE/INABILITY TO PERFORM
(a) If, for any reason, the Agency is unable or unwilling to perform its implementation
duties, then the Local Partners will meet and confer regarding how to proceed.
Options that may be considered include, but are not limited to, recommending that
the parties to the Implementing Agreement dissolve the Agency and that the Local
Partners establish a new implementing entity or reallocate Habitat Plan
implementation obligations.
(b) If a particular Local Partner or its representatives to the Governing Board or
Implementation Board are preventing the Agency from fulfilling its duties, then the
other Local Partners shall notify the governing body of the Local Partner that is
preventing the Agency from fulfilling its duties and request that the governing body
promptly address the situation. If the situation is not resolved within 60 days, the
other Local Partners may seek judicial relief, including but not limited to requesting
that the court reform the Implementing Agreement without the consent of the Local
Partner that is preventing the Agency from fulfilling its duties.
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14. COMPENSATION FOR SERVICES/ACTIVITIES PROVIDED TO AGENCY
(a) Due to the necessity and desire to keep Habitat Plan implementation costs as low
as possible, the Agency may contract for many goods and services. In procuring
goods and services, the Agency will utilize a selection process that is fair, objective
and impartial, and is intended to result in the selection of a provider that provides
the best value and meets the needs of the Agency. The Parties acknowledge that
they are not entitled to any rights or preferences in the Agency's selection process.
If a Party believes that it has been treated unfairly during any Agency selection
process, it may invoke the dispute resolution process set forth in Section 15 of this
MOU.
(b) If a Party provides services to the Agency, it may negotiate with the Agency to be
compensated with cash or credits toward SCVHP Fees. The form of compensation
may be a factor that the Agency considers during its selection process.
(c) If a Party contracts with the Agency to provide land, services or perform other
activities on behalf of the Agency, then any indemnity and defense responsibilities
related to that arrangement shall be addressed in the agreement for the particular
goods and services, and the indemnification and defense provisions in Section 12 of
this MOU shall not apply.
15. DISPUTE RESOLUTION PROCESS
In addition to the other provisions of this MOU that require the Parties to engage in the
dispute resolution process in this Section, any Party may request that the Parties voluntarily
engage in the dispute resolution process set forth in this Section at any time and for any
reason related to the Habitat Plan, Permits, Implementing Agreement or any matters related
thereto. The intent of this provision is to provide an informal dispute resolution measure
which is alternative to a court action.
(a) Informal Negotiations Before Mediation. Any negotiations the Parties may undertake
to resolve disputes before Mediation is initiated are for settlement purposes only and
are not binding. Any Party may notify any other Party of a disagreement or dispute
regarding provisions of the Habitat Plan, Permits, Implementing Agreement or any
matters related thereto. That notifying Party shall first request discussion among all
the Parties. The dispute may be informally resolved by consensus of the Parties.
Only after proceeding through such an informal dispute resolution process
described in this Section may a Party seek mediation as described in Section 15 (b).
(b) Mediation.
(i) Non-Binding Nature of Mediation. If any dispute or issue related is not
resolved through informal negotiations, the Parties agree to attempt to
resolve the matter through mediation. Any mediation is voluntary, non-
binding, and intended to provide an opportunity for the Parties to arrive at a
mutually agreeable solution.
(ii) Initiation of Mediation. Any Party may initiate mediation for any dispute or
issue related to this MOU by submitting a written request for mediation to the
other Parties involved in the dispute. The request for mediation shall contain
a brief statement of the nature of the dispute or claim, and the names,
addresses, and telephone numbers of those who will represent the Party
submitting the request for mediation.
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(iii) Selection of Mediator. Within 14 days of receiving a request for mediation,
the involved Parties shall meet and confer to select a mediator agreeable to
the Parties. Any mediator selected shall have expertise in the area of the
dispute and be knowledgeable about the mediation process. No person
shall serve as a mediator in any dispute in which that person has any
financial or personal interest in the result of the mediation.
Before accepting an appointment as mediator, the prospective mediator shall
be required to disclose all circumstances likely to create a perception of bias
or prevent a prompt meeting with the Parties. Upon receipt of such
information, the Parties will meet and confer and decide whether to select
another mediator.
(iv) Representation During Mediation. The Parties may be represented by
persons of their choice, who shall have full authority to negotiate on behalf of
the Party they represent. The names, addresses, and telephone numbers of
such representatives shall be communicated in writing to all Parties and the
mediator.
(v) Time and Place of Mediation. The Mediator shall set the time of each
mediation session. The mediation shall be held at any convenient location
within Santa Clara County that is agreeable to the mediator and the involved
Parties. All reasonable efforts will be made by the Parties and the mediator
to schedule the first session within thirty (30) days after selection of the
mediator.
(vi) Identification of Matters in Dispute. At least 10 days before the first
scheduled mediation session, each involved Party shall provide the mediator
with a brief memorandum not longer than 10 pages setting forth its position
with regard to the issues that need to be resolved. At the mediator's
discretion, the memoranda may be mutually exchanged by the Parties.
(vii) Authoritv of Mediator. The mediator shall not have authority to impose a
settlement on the Parties, but will attempt to assist the Parties in reaching a
satisfactory resolution of their dispute. The mediator is authorized to
conduct joint and separate meetings with the Parties and to make oral and
written recommendations for settlement. Whenever necessary, the mediator
may also obtain expert advice concerning technical aspects of the dispute,
provided the involved Parties agree and assume the expenses of obtaining
such advice. Arrangements for obtaining such advice shall be made by the
mediator or the Parties, as determined by the mediator.
(viii) Privacv. Mediation sessions are private. The Parties and their
representatives may attend mediation sessions. Other persons may attend
only with the permission of the Parties and consent of the mediator.
(ix) Confidentiality. Confidential information disclosed to a mediator by the
Parties or by witnesses in the course of mediation shall not be divulged by
the mediator or the Parties. All records, reports, and other documents and
information produced during mediation shall be confidential. The mediator
shall not be compelled to divulge such records or to testify in regard to the
mediation in any adversary proceeding or a judicial forum. The Parties shall
maintain the confidentiality of the mediation and shall not rely on, or
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introduce as evidence in any arbitration, judicial or other proceedings any of
the following: (a) views expressed or suggestions made by the other Party
with respect to a possible settlement of the dispute; (b) statements made by
the other party in the course of the mediation proceedings; (c) proposals
made or views expressed by the mediator; or (d) whether the other Party
had or had not indicated willingness to accept a proposal for settlement
made by the mediator.
(x) No Record of Proceedings. There shall be no stenographic or other record
of the mediation proceedings.
(xi) Termination of Mediation. The mediation may be terminated in any of the
following ways; (a) by the execution of a settlement agreement by the
Parties; (b) by a written declaration of the mediator to the effect that further
efforts at mediation are no longer worthwhile; or (c) by a written declaration
of any Party to the mediation that it is terminating the mediation proceedings.
(xii) Interpretation and Application of These Mediation Provisions. The mediator
shall interpret and apply these mediation provisions insofar as they relate to
the mediator's duties and responsibilities.
(xiii) Expenses. The expenses of witnesses for each Party shall be borne by the
Party producing the witnesses. All other expenses of the mediation,
including required travel and other expenses of the mediator, the expenses
of any witness called by the mediator, and the cost of any proofs or expert
advice produced at the direct request of the mediator, shall be the sole
responsibility of the Agency.
16. TERMOFMOU
This MOU shall remain in effect until it is terminated by mutual agreement of the Parties.
17. AMENDMENT OF MOU
This MOU may be amended only by written agreement executed by all of the Parties.
18. POST-PERMIT ISSUES
The Parties anticipate that the Agency will be dissolved at the end of the 50-year Permit
term and that one or more successor entities will need to be identified to fulfill the
implementation responsibilities that will continue in perpetuity. In light of this, the Parties
agree as follows:
By no later than the beginning of year 45 of the Permit term, the Parties will begin
the process of identifying all implementation responsibilities that will continue
beyond the 50-year Permit term and related funding requirements (e.g., endowment
for continuing obligations related to Reserve System lands);
By no later than the end of year 48, the Parties will have identified one or more
successor entities to fulfill the implementation responsibilities beyond the 50-year
Permit term and a transition plan will have been completed; and
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By no later than the end of year 49, agreements with the successor entity(ies) will
be in place and implementation of the transition plan will have begun.
19. REMEDIES FOR BREACH
If a Party shall default on any obligation contained in this MOD, such default shall not
excuse any Local Partner from fulfilling its respective obligations under this MOD. Any
Party shall be entitled to pursue any and all legal and equitable remedies against any other
Party in response to any alleged default under this MOU. Any and all of the remedies
provided to the Parties hereunder or by any law now or hereafter enacted are cumulative
and the exercise of one right or remedy shall not impair the right of the Parties to any or all
other remedies.
20. SEVERABILITY
If any court determines that a part, term, or provision of this MOU is illegal or in conflict with
any law of the State of California, or otherwise be rendered unenforceable or ineffectual,
the validity of the remaining parts, terms or provisions hereof shall not be affected by that
determination.
21. SUCCESSORS; ASSIGNMENT
This MOU shall be binding upon and shall inure to the benefit of the successors of the
Parties. No Party may assign any right or obligation hereunder without the consent of the
other Parties.
22. NOTICES
Notices to the Parties shall be sufficient if delivered as follows;
County of Santa Clara
County Executive
70 W. Hedding Street, 11lh Floor, E. Wing
San Jose, OA 95110
City of San Jose
City Manager
200 East Santa Clara St.
San Jose, CA 95113
City of Gilrov
City Administrator
7351 Rosanna St.
Gilroy, CA 95020
City of Morgan Hill
City Manager
17575 Peak Avenue
Morgan Hill. CA 95037
Santa Clara Valley Water District
Chief Executive Officer
5700 Almaden Expressway
San Jose, CA 95118
Santa Clara Valley Transportation Authority
General Manager
Page 10 of 13
Page 113 of 417
3331 North First St.
Building B. Second Floor
San Jose, CA 95134
Santa Clara County Open Space Authority
General Manager
6980 Santa Teresa Boulevard, Suite 100
San Jose, CA 95119
With a copy to:
County Counsel
County of Santa Clara
70 W. Hedding St., 9th Floor, E. Wing
San Jose, CA 95110
San Jose City Attorney
City of San Jose
200 East Santa Clara St.
San Jose, CA 95113
Gilroy City Attorney
City of Gilroy
7351 Rosanna St.
Gilroy, CA 95020
Morgan Hill City Attorney
City of Morgan Hill
17575 Peak Avenue
Morgan Hill, CA 95037
District Counsel
Santa Clara Valley Water District
5700 Almaden Expressway
San Jose, CA 95118
General Counsel
Santa Clara Valley Valley Transportation Authority
3331 North First St.
San Jose, CA 95134
Open Space Authority Legal Counsel
Wittwer & Parkin, LLP
147 S. River St.. Suite 221
Santa Cruz, CA 95060
23. SECTION HEADINGS
All Section headings contained herein are for reference only and are not intended to define
or limit the scope of any provision of this MOD.
24. COUNTERPARTS
This MOU may be executed in counterparts and so executed shall constitute one MOD
which shall be binding upon all Parties. A photocopy of the fully executed MOU shall have
the same force and effect as the original.
Page 11 of 13
Page 114 of 417
25. SIGNATURES
By affixing his/her signature below, each of the persons signing this MOD warrants and
represents that he/she has read and understands the MOD, that he/she is authorized to
sign this MOU, and that the Party on behalf of whom he/she signs agrees to be bound by its
terms.
COUNTY OF SANTA CLARA
Date: ifXjil By;
Jeffrey V. S
APPROVED AS TO FORM;
County Counsel
Orr/ P . |^-o rlo y A ,
By:
Lizanne^R
ounty Executive
Date; (3 1
eynolds ounty Counsel t)e|7u.^y
CITY OF SAN JOSE
By; Date;
Debra Figone, City Manager
APPROVED AS TO FORM;
Richard Doyle, City Attorney
By; Date;
Vera Todorov, Senior Deputy City Attorney
CITY OF GILROY
By; Date;
Thomas J. Haglund, City Administrator
APPROVED AS TO FORM;
By: Date:
Linda Callon, City Attorney
CITY OF MORGAN HILL
By; Date;
J. Edward Tewes, City Manager
APPROVED AS TO FORM;
By; Date;
Danny Wan, City Attorney
Page 12 of 13
Page 115 of 417
25. SIGNATURES
By affixing his/her signature below, each of the persons signing this MOU warrants and
represents that he/she has read and understands the MOU, that he/she is authorized to
sign this MOU, and that the Party on behalf of whom he/she signs agrees to be bound by its
terms.
COUNTY OF SANTA CLARA
By; Date:
Jeffrey V. Smith, County Executive
APPROVED AS TO FORM:
Lori E. Pegg, Acting County Counsel
By: Date:
Lizanne Reynolds, Acting County Counsel
CITY ;AN JOSE
V/ ////? Date: £•* -1 Debra Figone, Manager
APPROVED AS TO FORM:
Richard Do-Attorn'
Date: ^ llfU i)^ By:
Vera Todorov, Senior Deputy City Attorney
CITY OF GILROY
By: Date:
Thomas J. Haglund, City Administrator
APPROVED AS TO FORM:
By: Date:
Linda Callon, City Attorney
CITY OF MORGAN HILL
By: Date:
J. Edward Tewes, City Manager
APPROVED AS TO FORM:
By: Date:
Danny Wan, City Attorney
Page 12 of 13
Page 116 of 417
25. SIGNATURES
By affixing his/her signature below, each of the persons signing this MOU warrants and
represents that he/she has read and understands the MOU, that he/she is authorized to
sign this MOU, and that the Party on behalf of whom he/she signs agrees to be bound by its
terms.
COUNTY OF SANTA CLARA
Date; By:
Jeffrey V. Smith, County Executive
APPROVED AS TO FORM:
Lori E. Pegg, Acting County Counsel
Date: By:
Lizanne Reynolds, Acting County Counsel
CITY OF SAN JOSE
Date: By:
Debra Figone, City Manager
APPROVED AS TO FORM:
Richard Doyle, City Attorney
Date: By:
Vera Todorov, Senior Deputy City Attorney
OY c £
Date: By:
Thomas J. Haglund, City Administrator
APPROVED AS TO FORM:
Date: By:
Linda Callon, City Attorney
CITY OF MORGAN HILL
Date: By:
J. Edward Tewes, City Manager
APPROVED AS TO FORM:
Date: By:
Danny Wan, City Attorney
Page 12 of 13
Item IX.A.
Page 117 of 417
25. SIGNATURES
By affixing his/her signature below, each of the persons signing this MOD warrants and
represents that he/she has read and understands the MOD, that he/she is authorized to
sign this MOD, and that the Party on behalf of whom he/she signs agrees to be bound by its
terms.
COUNTY OF SANTA CLARA
By: Date;
Jeffrey V. Smith, County Executive
APPROVED AS TO FORM;
Lori E. Pegg, Acting County Counsel
By; Date;
Lizanne Reynolds, Acting County Counsel
CITY OF SAN JOSE
Date; By;
Debra Figone, City Manager
APPROVED AS TO FORM;
Richard Doyle, City Attorney
Date; By;
Vera Todorov, Senior Deputy City Attorney
CITY OF GILROY
Date; By;
Thomas J. Haglund, City Administrator
APPROVED AS TO FORM;
Date; By;
Linda Callon, City Attorney
CITY OF HILL
Date; 'jVL By;
Steve Kymer, City Manager
S TO FORM; APPR
Date; By;
Renee Gurza, City Attorney
Page 12 of 13
Page 118 of 417
SANTA CLARA VALLEY WATER DISTRICT
Date: By:
BeauGoTdi ief Executive Officer
APPROVED AS TO FORM:
Stanly Yamamoto. District Qouosi
* V zy/j By: Date:
/ , ^-^dwarcTErYates. Senior Assistant District Counse
"x
SANTA CLARA VALLEY TRANSPORTATION AUTHORITY
By: Date:
Michael T. Burns, General Manager
APPROVED AS TO FORM:
By: Date:
Robert Fabeia, General Counsel
SANTA CLARA COUNTY OPEN SPACE AUTHORITY
By: Date:
Andrea Mackenzie, General Manager
APPROVED AS TO FORM:
By: Date:
William P. Parkin, Legal Counsel
SANTA CI^ARA VALLEY HABITAT AGENCY
) UL-CKA Date: "S By:
APPROVED AS FORM: \ SMI>/3 By: Date:
Page 13 of 13
Page 119 of 417
SANTA CLARA VALLEY WATER DISTRICT
By: Date;
Beau Goldie, Chief Executive Officer
APPROVED AS TO FORM:
By: Date:
Stanly Yamamoto, District Counsel
SANTA CLARA, VALLEY TRANSPORTATION AUTHORITY
Date: // By:
Michael T. Burns, Qeneral Manager
APPROVED AS TO FORM:
a, General Counsel
C jS' Date: ^ 11 13 By:
Robfert Fa
SANTA CLARA COUNTY OPEN SPACE AUTHORITY
By: Date:
Andrea Mackenzie, General Manager
APPROVED AS TO FORM:
By: Date:
William P. Parkin, Legal Counsel
SANTA CLARA VALLEY HABITAT AGENCY
By: Date:
APPROVED AS TO FORM:
By: Date:
Page 13 of 13
Page 120 of 417
SANTA CLARA VALLEY WATER DISTRICT
By; Date:
Beau Goidie, Chief Executive Officer
APPROVED AS TO FORM:
Stanly Yamamoto, District Counsel
By: Date:
Edward E. Yates, Senior Assistant District Counsel
SANTA CLARA VALLEY TRANSPORTATION AUTHORITY
By: Date:
Michael T. Burns, General Manager
APPROVED AS TO FORM:
By: Date:
Robert Fabela, General Counsel
SANTA CLARA COUNTY OPEN SPACE AUTHORITY
Andrea Mackenzie, General MaQ^ger
Date: jV/T/ZS By:
' APPRO/VElJlAS TO FORM:
Hh/iz By: Date:
iHjam P. Parkin, Legal Counsel
SANTA CLARA VALLEY HABITAT AGENCY
By: Date:
APPROVED AS TO FORM:
By: Date:
Page 13 of 13
Page 121 of 417
Santa Clara County Open Space Authority
Principles of Participation
in the Santa Clara Valley Habitat Plan
These principles are to be used later for a side agreement between the Santa Clara County Open
Space Authority (OSA) and the Santa Clara Valley Habitat Plan (Habitat Plan, or Plan) Implementing
Entity, once the Entity is established:
1) The OSA states its willingness to cooperate and partner with the Habitat Plan Implementing
Entity to help implement the Plan successfully. The OSA recognizes that acquisition of
habitat is consistent with its mission as an open space agency.
2) The OSA is not a permittee under the Habitat Plan. However, the OSA has the option to
apply for take authorization under the Plan as a Participating Special Entity. To receive this
take authorization, the OSA would follow the procedures outlined in the Habitat Plan,
including approval by the Implementing Entity and the Wildlife Agencies. To anticipate
this, the estimated impacts of OSA activities on the covered species will be included in the
Plan. Any Habitat Plan fees due would be offset by the value of land acquired by the OSA
to date and incorporated into the Habitat Plan Reserve System.
3) The OSA has no specific funding commitment towards the Habitat Plan. However, the
OSA commits to working with the Habitat Plan Implementing Entity for the duration of the
permit to pursue joint land acquisition that is mutually beneficial to each agency on a case-
by-case basis and help the Implementing Entity meet its local land acquisition commitments
in cooperation with other local agencies, non-profit organizations, and foundations. The
OSA intends to leverage its funds to acquire an estimated 5,000 acres for inclusion in the
Reserve System, and will make efforts to acquire an additional 2,500 acres for the Reserve
System, if feasible. Roles for the OSA in land acquisition may include cooperating on land
management issues, brokering a land purchase but not owning it, contributing lands to a
Habitat Plan acquisition and owning the land, or owning and managing land acquired by
the Implementing Entity in exchange for management funding. The OSA's acquisitions and
funding that is ultimately committed to the Habitat Plan are not to be used for mitigation,
but are to be allocated instead to species recovery and conservation on an ecosystem-wide
basis under the Natural Community Conservation Plan (NCCP) portion of the Habitat Plan.
4) Any lands that the OSA acquires in partnership with the Implementing Entity would meet
the requirements of the Habitat Plan including a conservation easement and incorporation
into a reserve unit management plan. The conservation easement would require
management in perpetuity by the Implementing Entity consistent with the Habitat Plan and
allow for compatible public access such as unpaved multi-use trails. The OSA does not
expect to be directly reimbursed for the cost of land acquisition or conservation easement
dedication for land that it continues to own; the OSA's evaluation of projects on a case-by-
case basis allows the OSA to consider the financial benefits the OSA will receive through
grant funding under the Plan and funding for management before granting a conservation
easement.
Principals of Participation | Approved by the Board: September 9, 2010
| Amendment Approved: September 8, 2011
Page 122 of 417
City of Gilroy
STAFF REPORT
Agenda Item Title: Award Two Opioid Remediation Grants, not-to-exceed
$118,675 to Carry the Vision and $118,676 to Youth Alliance,
for Opioid Remediation Services; Adopt a Resolution
Amending the Fiscal Year 2026 Budget in the Opioid
Settlement Fund by $237,352; and Authorize the City
Administrator to Negotiate and Execute Final Grant
Agreements
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Administration
Submitted by: Bryce Atkins, Assistant to the City Administrator
Prepared by: Bryce Atkins, Assistant to the City Administrator
STRATEGIC PLAN GOALS: Not Applicable
RECOMMENDATION
Council:
1. Award two opioid remediation grants, reimbursement-based and not to
exceed $118,675 to Carry the Vision and $118,676 to Youth Alliance, for opioid
remediation services;
2. Adopt a resolution amending the Fiscal Year 2026 Budget in the Opioid
Settlement Fund by $237,352; and
3. Authorize the City Administrator to negotiate and execute final grant agreements.
BACKGROUND
In response to the national lawsuits and bankruptcies surrounding the production and
distribution of opioids, such as Fentanyl, for example, nationwide settlement and
bankruptcy agreements were created as part of those processes, and cities and
counties throughout the nation were able to sign on to the agreements to receive some
Page 123 of 417
of those funds. The City of Gilroy signed onto those agreements and now accepts
payments from the administrators overseeing those settlements.
The individual payments are small, ranging from just a few thousand dollars to
approximately $42,000, the most significant amount, although these large amounts are
rare. In the budget process, staff do not project payments from these agreements, as
the amounts are not known in advance and can vary significantly regarding the amount
and timing of the payments.
The use of settlement funds is required to meet conditions in the settlement agreements
and is regulated by the State of California and the appointed Trust Administrator. There
are several categories of uses, but many of the services described in them are not
commonly present in Gilroy. Opioid remediation and prevention is not a program offered
by the City, and the City is neither equipped to create such a program nor knows if it
would be viable.
The only expenditure against these funds was a purchase of naloxone (also known as
Narcan) for distribution to Police and Public Works staff in case they encounter
someone in the public experiencing an overdose condition. Aside from that purchase,
there has not been any additional use of these funds. The fund currently has a fund
balance of $237,352.12.
Staff had received an inquiry and an unsolicited proposal from a local organization
seeking to use the funds. However, the City's purchasing policy requires competitive
procurement. Without specific programming and knowledge of the available vendors
and programs in the area, staff requested, and the Council approved, the issuance of an
exploratory request for proposals (RFP). The exploratory RFP was an open solicitation
process for vendors who believe their services align with the intent of the funding being
made available, without limiting proposals to a specific program or service.
ANALYSIS
As presented to the Council at the September 8, 2025, regular meeting, the evaluation of
proposals was first vetted by City staff to ensure they meet the funding requirements and
to offer a recommendation for grant awards. Those proposals that meet the requirements
would then be presented to the Council, which would determine which awards are made.
The City received six proposals, which are attached to this staff report and discussed
briefly below, and all meet the intent of the funds.
Proposals Received
The City received the following proposals, listed in order from highest to lowest average
screening score. Although staff are presenting the amounts for each proposal, the basis of
the staff's recommendation was on the services being provided, matched to the funding
requirements, and suitable to the community, rather than the lowest cost.
Page 124 of 417
Organization Evaluation
Average Score
Proposal
Amount
Carry the Vision 81 $118,675
Youth Alliance 81 $118,676
End Overdose 79 $72,238
Catholic Charities 77 $129,330
Sunday Friends Foundation 63 $73,889
Bay Area Community
Health 56 $125,000
Each of these proposals accomplishes a different assortment of services. Below is a rough
identification of services being proposed by each organization. The breakdown is rough
due to differences in descriptions of the various programs in each proposal:
Firm
Naloxone
Distribution/
Overdose
Prevention
Education/
Prevention
Medication-
Assisted
Treatment
Warm-
Handoff/
Recovery
Services
Syringe
Services
OUD
Treatment/
Support
those in
treatment
Diversion
Program
Programs
Offered
Bay Area
Community
Health
X
X X X X
5
Youth Alliance X X X X X 5
Carry the
Vision X X X X 4
Sunday
Friends
Foundation
X X
2
Catholic
Charities
X 1
End Overdose X 1
Special Considerations
There are a few considerations that played in the screening scores as well as staff's
recommendation:
• Bay Area Community Health. While matching Youth Alliance for the largest number
of programs offered, including medication-assisted treatment for opioid abuse, the
proposal identified that participants are selected based on their existing status as
patients or those receiving referrals from other medical professionals and specific
sources. A general resident could not participate in their programs. This limits the
utility of their programs in addressing the community-wide needs of residents who
require support.
• End Overdose. End Overdose had a quality proposal, but the service delivery is
dependent upon finding partners to deliver the program. The organization is based
in Southern California, and there is a risk that insufficient partnerships will be
Page 125 of 417
created to deliver their train-the-trainer model of service delivery.
• Sunday Friends Foundation. The proposal requires city staff participation, namely,
community service officers for certain components, and recreation staff for referrals.
Given that the RFP was intended to have the potential firms provide the services
and operate independently, this proposal is not feasible as the City's staff in these
positions already carry a significant task load and are not available to support the
functions. Additionally, it places the firm in a position where, if insufficient
participants are found, it could claim that the City did not perform the referral
functions adequately.
• Carry the Vision and Youth Alliance. These two organizations submitted separate
proposals, but are coordinated to provide similar programs, one for adults and the
other for youth. The Youth Alliance proposal includes an additional service of
providing a diversion program, which is not offered by any other proposal. These
two organizations previously submitted an unsolicited proposal and sought
information about the Opioid Settlement funding, which encouraged the activation of
these funds.
Staff Recommendation
Staff recommends that the Council award contracts to Carry the Vision and Youth Alliance.
Their proposals have some of the largest program type offerings based on their
descriptions; have already been providing services in the community; have outreach
mechanisms that reach population groups that — statistically speaking — are more likely
to be impacted and underserved as documented in the settlement agreements and use of
funding descriptions; have coordinated services to reach families, including a youth
component that would meet the area of high impact requirement for opioid funding; and
proposals that, including these qualities but others, scored the highest in the proposal
screening.
With the RFP process being exploratory and the high level of requirements for
documentation, reimbursement, and oversight of the opioid settlement funds, the specific
contract scopes of work, milestone schedules, and payment schedules must be negotiated
with each organization awarded funds; only then can the contracts be executed. Staff is
seeking Council approval to authorize the City Administrator to complete negotiations on
the proposed agreements selected by the Council for grant awards, and to execute the
contracts.
Finally, as mentioned in the background, no funds from the Opioid Settlement Fund have
been appropriated in the budget. Staff has included, as part of the recommended action, a
resolution for the Council to approve a budget amendment to appropriate the full balance
of funds available for the FY26 budget. The unused funds, since the contracts will be
based on the calendar year, will roll forward with the contract terms into FY27.
ALTERNATIVES
Council may award, modify, or reject the proposal(s).
Page 126 of 417
FISCAL IMPACT/FUNDING SOURCE
$237,352.12 from the Opioid Settlement Fund (Fund 293). The funds will be expended
as reimbursements for qualifying expenditures under the final contract, consistent with
the requirements as imposed by the settlement agreements, the funding source for
these grant funds.
PUBLIC OUTREACH
This item was first discussed at the September 8, 2025, regular City Council Meeting
and was included on the publicly posted agenda for tonight. Any decision on this item
will be shared through the City's e-newsletter.
NEXT STEPS
Following the Council's selection of proposals to receive grant funds, staff will complete
contract negotiations and execute agreements with the awarded organizations to
implement the proposed programs.
Attachments:
1. Budget Amendment Resolution - FY26 Opioid Settlement Fund
2. Proposal - Bay Area Community Health
3. Proposal - Bay Area Community Health Budget
4. Proposal - Carry the Vision
5. Proposal - Catholic Charities
6. Proposal - End Overdose
7. Proposal - Sunday Friends Foundation
8. Proposal - Youth Alliance
9. RFP for Opioid Remediation Services
Page 127 of 417
RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GILROY AMENDING
THE BUDGET FOR THE CITY OF GILROY FOR FISCAL YEAR 2026 IN THE
OPIOID SETTLEMENT FUNDS AND APPROPRIATING PROPOSED
AMENDMENTS
WHEREAS, the City Administrator prepared and submitted to the City Council a
budget for the City of Gilroy for Fiscal Years 2026 and 2027, and the City Council
carefully examined, considered, and adopted the same on June 2, 2025; and
WHEREAS, City Staff has prepared and submitted to the City Council a proposed
amendment to said budget for Fiscal Year 2026 for the City of Gilroy in the staff report
dated November 17, 2025, for the awarding of opioid settlement funds for opioid
remediation services; and
WHEREAS, the City Council has carefully examined and considered the same
and is satisfied with said budget amendments.
NOW, THEREFORE, BE IT RESOLVED that appropriations to the expenditure accounts
in the Opioid Settlement Funds (Fund 293), are hereby increased by $237,352 for Fiscal
Year 2026.
PASSED AND ADOPTED this 17th day of November 2025 by the following roll call vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
APPROVED:
______________________________
Greg Bozzo, Mayor
ATTEST:
Kim Mancera, City Clerk
Page 128 of 417
Resolution No. 2025-XX
Budget Amendment: Opioid Settlement Funds
City Council Regular Meeting | November 17, 2025
Page 2 of 2
2
0
0
4
CERTIFICATE OF THE CLERK
I, KIM MANCERA, City Clerk of the City of Gilroy, do hereby certify that the
attached Resolution No. 2025-XX is an original resolution, or true and correct copy of a
City Resolution, duly adopted by the Council of the City of Gilroy at a Regular Meeting of
said held on Council held Monday, November 17, 2025, with a quorum present.
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official
Seal of the City of Gilroy this Date.
____________________________________
Kim Mancera
City Clerk of the City of Gilroy
(Seal)
Page 129 of 417
Carina Baksa
City Of Gilroy
Administration Department
7351 Rosanna Street
Gilroy, CA 95020-6197
Dear Selection Committee,
On behalf of Bay Area Community Health (BACH), I am pleased to submit this proposal in
response to the City of Gilroy’s Request for Proposals (RFP) for opioid remediation services.
BACH is fully committed to partnering with the City to deliver high-quality, equitable, community-
centered health services in alignment with the goals and requirements of the RFP.
Required organizational and contact information is as follows:
Legal name of applicant organization: Bay Area Community Health (BACH)
Address of headquarters: 40910 Fremont Boulevard, Fremont, CA 94538
Website address: https://bach.health
Contact information for the applicant organization:
Name: Dr. Zettie D. Page III
Title: Chief Executive Officer
Email: zpage@bach.health
Phone: (510) 252‑5882
As part of our proposal submission, BACH hereby states that it has reviewed the standard
agreement template attached to this RFP as Attachment B and (if selected) agrees to be bound
by its terms, conditions, and obligations.
BACH is strongly suited to perform the requested services in light of the organization’s decades
of experience in providing substance use, behavioral, medical, and social support services
across Santa Clara County, fortified by our commitment to serving underserved communities.
Thank you for your consideration.
Zettie D. Page, III, M.D., Ph.D., MBA, MSW, MS
Chief Executive Officer (CEO)
Bay Area Community Health
Doc ID: 419ffa437baf7c94d8703609c662d88e62cd31e2Page 130 of 417
CEO Signature Needed: City of Gilroy - Opioid Remediation...
file
419ffa437baf7c94d8703609c662d88e62cd31e2
MM / DD / YYYY
Signed
This document was requested from app.contractsafe.com
10 / 14 / 2025
21:29:34 UTC
Sent for signature to Dr. Zettie D. Page III
(zpage@bach.health) from kbannister@bach.health
IP: 174.221.119.129
10 / 14 / 2025
21:36:50 UTC
Viewed by Dr. Zettie D. Page III (zpage@bach.health)
IP: 12.200.253.194
10 / 14 / 2025
21:37:31 UTC
Signed by Dr. Zettie D. Page III (zpage@bach.health)
IP: 12.200.253.194
The document has been completed.10 / 14 / 2025
21:37:31 UTC
Page 131 of 417
1
Project Narrative
Organization Overview and History: Bay Area Community Health (BACH)’s mission is to deliver
exceptional health and social services that improve the quality of life for the individuals, families,
and communities it serves. A nonprofit, Federally Qualified Health Center (FQHC), BACH
provides high quality comprehensive health services in California’s southern Alameda County
(AC) and Santa Clara County (SCC). The organization provides primary medical, dental, vision,
and behavioral health services for the entire family through 34 clinic sites from Union City to
Gilroy, including a dental site, a vision clinic, 12 mobile units, and six school-based clinics.
Originally split into two organizations, Tri-City Health Center (TCHC) and Foothill Community
Health Center (FCHC), BACH was formed in spring 2020. TCHC was founded in 1970 as a
family planning clinic for low-income, minority women living in Newark and FCHC was founded
in 1996 in San Jose. BACH as it exists today was born at the height of the COVID-19 pandemic
in 2020, a time when the Bay Area’s most vulnerable communities urgently needed accessible,
affordable, and culturally responsive healthcare. BACH has been able to meet those needs by
ensuring effective inclusive healthcare solutions for underserved populations.
As part of its diverse suite of services, BACH has extensive experience providing effective
treatment protocols for patients facing substance use disorder (SUD), and opioid use disorder
(OUD). For example, the organization’s Generations initiative has provided a full spectrum of
harm reduction services since 2000. The program currently operates at the East Bay Recovery
Project in Hayward and at three homeless encampments in Fremont. By the end of 2023,
Generations had served 580 unhoused individuals in Fremont, offering rapid Hepatitis C Virus
(HCV) testing, HIV screenings, street outreach, syringe exchange, one-on-one risk and harm
reduction counseling, OUD/SUD education, fentanyl detection kits, wound and abscess care,
overdose prevention education, and referrals to SUD and OUD treatment and social service
agencies.
Furthermore, BACH has extensive experience delivering harm reduction services that effectively
reduce clients’ risky behaviors and improve overall health outcomes. To support patients who
choose medications for recovery, BACH launched its Medication Assisted Treatment (MAT)
program in 2016, drawing on the expertise of addiction and behavioral health specialists to
support clients in recovery. Clients receiving MAT services have achieved stability on
Suboxone, a prescription medication containing buprenorphine and naloxone used to treat
opioid addiction.
The program incorporates a variety of therapeutic and peer-led groups, including a Harm
Reduction Support Group, Art and Meditation Group, Relapse Prevention Groups in English and
Spanish, and a Walking Group. BACH has also partnered with the SCC Harm Reduction
Program and Needle Exchange (NEX) since 2021 to expand access to services and outreach.
This experience, combined with support from the City of San José, positions BACH to serve a
growing number of unhoused individuals at risk of OUD. In 2022, BACH served 140 individuals
through its Harm Reduction program, including 44 MAT clients across Santa Clara and Alameda
counties.
Through years of OUD care, BACH has also effectively treated co-occurring conditions,
including HIV, in vulnerable populations, especially people experiencing homelessness. The
organization implemented one of the first HIV programs in Alameda County in 1993 and has
maintained a strong presence in outreach and prevention ever since. BACH’s street outreach
team has been successful in building trust and providing services within high-risk social
Page 132 of 417
2
networks, reaching individuals who are often the most difficult to engage across both Alameda
and Santa Clara counties. In 2002, BACH created TransVision to meet the HIV service needs of
transgender individuals, establishing the only comprehensive transgender health program in
southern, central, and eastern Alameda County. These services are scheduled to expand into
Santa Clara County by the end of 2025.
BACH’s leadership team combines decades of experience in healthcare operations, clinical
services, and community health innovation. The team consists of the following:
● Dr. Zettie D. Page, CEO, has over 20 years of FQHC leadership as an executive,
clinician, and researcher.
● Dr. Harsha Ramchandani, CMO, a Board-Certified Internist, oversees clinical care and
champions MAT and SUD initiatives.
● Dr. Stan Augustine, CFO, has led financial strategy for Kaiser Permanente and
Providence St. Joseph Health.
● Wilfredo Lacro, Chief of Strategic Development, offers 18 years in nonprofit
management and fund development.
● Carl Walters II, COO, contributes 30 years of FQHC leadership and service as a U.S.
Naval Officer.
● Gaurav Tyagi, Chief of Information Systems, brings 17 years of healthcare
technology expertise that supports innovation and efficiency.
Through its integrated, equity-driven approach, BACH has demonstrated the organizational
capacity, community trust, and clinical expertise necessary to advance opioid prevention,
treatment, recovery, and harm reduction efforts across Alameda and Santa Clara Counties.
Project Narrative
A. Provide in the narrative for the overall project answers to the following:
Plan to Address Abatement Strategies: BACH intends to reduce OUD-related overdoses,
reduce stigma for patients in recovery, and increase linkage to care and services for patients in
Gilroy. The project will expand harm reduction services throughout the City of Gilroy, increase
treatment sites, build the patient roster, and collaborate with more mission-aligned
organizations. Pop-up SSP services will be based at BACH’s Gilroy Clinic in the parking lot at
9460 No Name Uno in the city of Gilroy. The clinic provides medical care, behavioral health
care, and social services that support harm reduction. BACH’s project will leverage the following
abatement strategies:
Naloxone or other FDA-approved overdose reversal medications: BACH provides non-
judgmental access to naloxone distribution, education on safer substance use, and referrals to
needle exchange programs. This meets patients where they are and reduces barriers to entry
for treatment, especially for those not yet ready to fully engage in recovery. In order to facilitate
maximum impact within its target population, BACH will increase distribution efforts of overdose
reversal medications among individuals who are uninsured or whose insurance does not cover
these services. The organization provides health services for all regardless of income or
insurance status. In fact, 87.3% of BACH’s overall patients in 2024 lived at or below 200% of the
Federal Poverty Level and 85.4% were uninsured or qualified for Medicaid. BACH will continue
this practice for the proposed project by distributing FDA-approved overdose reversal
medications at low or no cost to patients based on health insurance, ensuring accessibility for
low-income, uninsured, and/or unhoused individuals.
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Medication-Assisted Treatment distribution and other treatment: Patients linked to
treatment can receive counseling, support groups, and MAT. Since 2016 BACH has expanded
its MAT services from three to 16 waivered physicians authorized to prescribe buprenorphine for
OUD. The project leverages addiction behavioral health specialists and therapy groups,
including a Support Group which provides art, meditation, life skills, Cognitive Behavioral
Therapy approaches, and physical activity. BACH partners with the SCC Public Health
Department to reach target populations through a low-barrier MAT program. The team includes
SUD and MAT counselors, case managers, Primary Care Providers (PCPs), and MAT providers
who meet patients where they are in their process of change and recovery. Referrals come from
individuals, doctors, hospitals, the legal system, and other substance abuse programs. Once
referred, patients receive an assessment appointment within 24 to 48 hours. If a patient misses
a provider appointment, a face to face visit with SUD or MAT staff is required prior to a refill.
Walk-in patients outside their regular appointment receive a refill only through their next
scheduled visit. Extenuating circumstances can be evaluated by the MAT team.
Expansion of warm hand-off programs and recovery services: The proposed project will
help the target population address and overcome barriers to improve access to and retention in
OUD care. To meet this goal, the project will offer evidence-based, comprehensive, wraparound
services and referrals. These include mental health support, OUD treatment, Narcan
distribution, medical case management, basic primary care, and linkages to medical, BH, and
other social supports.
Upon intake, patients receive comprehensive SUD screenings so providers can make
appropriate internal referrals to the most suitable services. Linked patients can receive
counseling, support groups, MAT, Cognitive Behavioral Therapy, and recovery support from
staff. Patients are eligible for 30-day prescriptions and monthly group meetings or shared
medical appointments for continued SUD and MAT prescriptions.
Other referrals include dental, vision, preventative screenings, reproductive services, STD
screening and treatment, specialized care, and primary care. BACH also screens all patients for
negative social determinants of health during intake and provides referrals to local community-
based organizations when necessary, including social services and family and cultural
resources.
Staff will support clients throughout the continuum of care, referring them to enroll in benefits
(Medicaid, SNAP, SSDI), securing transportation, if needed, and linking them to other social
services. To fully support individuals experiencing or at risk of OUD and overdose, BACH will
leverage and expand partnerships with City of San Jose (and SCC) nonprofit organizations,
shelters, faith‑based groups, and public housing agencies and providers. BACH already
partners with the SCC Departments of Public Health and BH.
Expanding Syringe Services Programs: The project is designed to reduce fatal and nonfatal
overdoses, prevent infections related to injection drug use, deliver low-barrier and community-
informed services, and strengthen sustainable access to care through expanded Syringe
Services Programs (SSPs). Building on existing programs, services, and relationships, BACH
will expand its overdose prevention efforts to better serve individuals at high risk of drug-related
harm and disease transmission. The initiative will center the voices and experiences of people
who use drugs, ensuring they are treated as partners in the design and delivery of care.
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Project Staff will distribute health education materials in English and Spanish to reflect and
accommodate Gilroy’s cultural diversity. These multi-modal outreach strategies are designed to
meet people where they are and build trust through consistency, visibility, and respect.
Treat Opioid Use Disorder: BACH’s staff for the proposed project will conduct an array of
health services to ensure a holistic system of care for patients suffering from OUD. These
methods include syringe exchange, individual risk and harm reduction counseling, distribution of
fentanyl detection kits and Narcan, hygiene kit distribution, overdose prevention and education,
and referrals to drug treatment and social services. Narcan use and overdose reversal
education will be routinely offered.
The team will use harm‑reduction and trauma‑ informed approaches to reduce stigma and
build trust with clients and support them throughout the continuum of care by assisting in
benefits enrollment, securing transportation as necessary, and linking them to other social
services. For patients with co-occurring OUD and BH issues, BACH offers intensive outpatient
services using evidence‑based approaches such as motivational interviewing , cognitive
behavioral therapy, and FDA‑approved medications for OUD. BACH will also facilitate
telemedicine appointments, when possible, to help clients overcome logistical barriers to
engage with BACH providers. By offering these services, BACH staff will foster trust and build
rapport with patients, reducing stigma that creates a bridge between clients and the healthcare
system.
As a further part of its overdose prevention strategy, the project’s staff will provide OUD
education by introducing patients to BACH’s harm reduction services and encourage
participation in 15-minute risk reduction sessions delivered directly at outreach sites. These
sessions will cover safer drug use practices, overdose prevention, and strategies to prevent
injection-related infections such as HIV or HCV. Staff will track outreach contacts and sessions
delivered to monitor impact and adjust strategies as needed.
Support people in treatment and recovery: The proposed project will help the target
population overcome barriers to accessing and remaining in OUD care. To achieve this, the
project will provide evidence-based, comprehensive wraparound services and referrals that
include mental health support, OUD treatment, support groups, medical case management,
primary care, and linkages to behavioral health and other social supports with the overall goal of
helping clients sustain their recovery journey.
As mentioned, project staff will guide clients through the entire continuum of care by referring to
benefit enrollment, and helping secure transportation when needed. Staff will also refer clients
to essential social services.
Additional referrals will include dental, vision, preventive screenings, reproductive health
services, STD screening and treatment, specialized care, and primary care. BACH screens all
patients for negative social determinants of health during SUD intake and provides referrals to
community-based organizations for social services and family or cultural resources as needed.
For this initiative, BACH will serve 150 patients annually through the following timeline:
● 3 months - During the project’s initial ramp-up period, BACH will train existing staff on
project goals, while staff conduct standardized SUD intakes and referrals to address
local residents’ needs. At the same time, a Community Health Worker (CHW) will be
recruited and hired to support the project. Peers will volunteer and assist the CHW at the
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5
SSP pop-up site with naloxone education and safe distribution.
● 3-6 months - During the first three months of implementation, project staff will operate in
the previously identified service areas to initiate SSPs, distribute naloxone, and provide
fentanyl test strips to clients. Staff will also refer clients, as needed, to BACH services
such as MAT, HCV treatment, and tobacco cessation support.
As these activities progress, BACH will collect and analyze data to assess whether the
project is on track to meet its goals and objectives. Staff will evaluate the project’s
effectiveness based on these findings and adjust workflows as necessary. To ensure all
grant deliverables are met, project managers will conduct regular check-ins, review
progress toward grant goals, and implement changes as needed.
● 6-9 months - BACH will continue to collect data while maintaining SSPs, distributing
naloxone, providing fentanyl test strips to clients, and referring clients to additional
services as needed. Staff will use the collected data to adjust workflows, evaluate project
effectiveness, verify that grant deliverables are being met, and conduct routine check-ins
to ensure progress toward all goals.
● 9 -12 months - In the project’s final quarter, BACH will begin preparing for end-of-year
reporting and comprehensive data collection. During this period, the organization will
continue to operate its SSPs, distribute naloxone, provide fentanyl test strips, and refer
clients to additional BACH services as needed.
Description of the Target Audience: The project’s target audience are people diagnosed with
OUD, people who use drugs, individuals in treatment, and recurring BACH clients. The target
patient population faces a diverse array of other barriers and challenges in accessing services.
Many have been historically underserved or marginalized and have been denied treatment.
Many have also not felt welcome or felt services have not fully understood their circumstances
or situations. They may have felt isolated or alienated due to their race or language, have faced
social stigma in accessing brick-and-mortar health services, or lack health insurance and
therefore feel they are not eligible to receive care. Adding to all of this is the stigma they may
feel related to the substance use, which might be compounded by co-occurring mental illness
(including severe mental illness), and other BH issues they may be experiencing.
BACH staff recognize and understand that social determinants of health (SDOH) and other
complicating factors intersect with health and social challenges that target population
experience. The project will help the target population address and overcome barriers to
improve access to and retention in OUD care. To do this, the project will offer evidence-based,
comprehensive, wraparound services and referrals, which include mental health support, OUD
treatment, Narcan distribution, medical case management, basic primary care, and linkages to
medical, BH, and other social supports.
Furthermore, BACH has extensive experience with harm reduction services that have been
effective in mitigating clients' risky behaviors and thus ensuring an overall improvement in
health. In 2022, BACH served 140 in its Harm Reduction program, including 44 MAT clients in
both SCC and AC. Those who received MAT services have become stable on Suboxone (a
prescription medicine of buprenorphine and naloxone, active ingredients that treat opioid
addiction). BACH has partnered on an innovative partnership with the SCC Harm Reduction
Program, NEX since 2021. This experience, coupled with support from the City of San Jose will
place BACH in a strategic position to serve an increased number of individuals at risk of OUD.
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BACH will continue to leverage its best practices in this proposed project. BACH will act as a
regional hub for OUD treatment, providing ongoing integrated care for individuals identified
through outreach and referred by partners. Patients will have access to BACH’s network of
PCPs who lead evidence‑based treatment regimens. For patients with co -occurring OUD and
BH issues, BACH offers intensive outpatient services using evidence‑based approache s such
as motivational interviewing, cognitive behavioral therapy, and FDA‑approved medications for
OUD. Also, to address common challenges they face, BACH will offer telemedicine
appointments, when possible, to help them overcome logistical barriers to engage with BACH
providers.
Description of Community Needs: BACH’s identification of the community needs addressed by
this project comes from observations and patient feedback gathered by BACH’s Harm
Reduction team. The prevalence of OUD has been steadily rising throughout SCC. The county’s
opioid overdose rate dramatically increased from 61 in 2018 to 195 in 2022 with nearly 87
percent of overdose related deaths coming from opioids, methamphetamine, or a combination
of both (County of Santa Clara, 2023). This crisis creates an undue burden on the county’s
underserved and marginalized populations including those in recovery from OUD, people living
in poverty, patients with co-occurring disorders, and residents experiencing homelessness.
According to Santa Clara County’s 2023 Point-in-Time Count and Survey, 7,427 individuals
were identified as unhoused and unsheltered, representing 75 percent of the total 9,903
unhoused residents. Of these, 26 percent reported experiencing drug or alcohol dependence
(County of Santa Clara, 2023). The City of Gilroy faces a particularly acute homelessness
challenge. Although smaller than many other Bay Area cities, Gilroy has more than 17
unhoused residents per 1,000 people, the highest per capita rate in the region (Mercury News,
2025). Interviews conducted with Gilroy’s unhoused population also revealed that substance
use is widespread (Mercury News, 2025).
Although prescriptions for buprenorphine and access to naloxone have increased in line with
evidence-based practices, staff at BACH’s Generations program have noted the persistence of
substantial barriers to treatment. These barriers include stigma, limited transportation, lack of
insurance, restrictive care policies, homelessness, mental health issues, and other unmet basic
needs. Complicating these barriers are co-occurring issues, including psychiatric or emotional
conditions; chronic health problems; physical disability; or living with HIV/AIDS. These barriers
cause a higher mortality and morbidity rate in comparison to the general population and
significant barriers to primary, behavioral, and specialty healthcare.
Individuals at risk of OUD face a range of logistical, social, health access, and legal obstacles to
consistent care: their unstable housing, lack of reliable transportation, laws that require them to
move from place to place, and limited communication resources can prevent them from
accessing OUD prevention and intervention services, or, if they are already accessing service,
these barriers may lead them to drop out of OUD care.
This proposed project will enable BACH to reduce the barriers experienced by community
members by positioning Gilroy as a centralized hub for OUD treatment, supporting residents of
both the city and the broader SCC. To further support participants, BACH has prioritized
culturally and linguistically appropriate care to reflect the diverse demographics of Gilroy’s
population, ensuring that all educational materials and services are accessible and respectful of
cultural norms.
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The organization’s commitment to offering culturally appropriate healthcare to each patient is
demonstrated through the hiring of bilingual providers and support staff, who speak many
languages. This approach acknowledges the barriers patients may face, such as language
differences, and works to create a welcoming and supportive environment. Additionally, many of
BACH’s Generations staff have lived experience with SUD and behavioral health challenges, as
well as firsthand understanding of the barriers faced by historically disadvantaged communities.
This shared experience fosters trust with the target population, reflects the community served,
and ultimately enhances the project's effectiveness.
In addition, by addressing SDOH that disproportionately affects people at risk of or suffering
OUD in the city of Gilroy. Project staff will mitigate barriers such as limited transportation. BACH
will support socially and geographically isolated patients by connecting them with transportation
services or vouchers as needed. To ensure a seamless care experience, BACH staff will
provide transportation to patients through UBER Health, ensuring patient accessibility to receive
services.
Project Staffing: To coordinate and complete the activities of the proposed project, funding from
the City of Gilroy will be used to compensate the following personnel:
● In-Kind MAT Provider: Jason England
● In-Kind SUD Counselor: Esther Veronika Rodriguez
● In-Kind Behavioral Health Specialist: Marjorie Huang
● In-Kind Harm Reduction Supervisor - Jorge “Koki” Vieto
● 1.0 FTE Community Health Worker - To Be Hired
● Subcontractors/ Partners- N/A
Project Sustainability: BACH is committed to sustaining the success of its opioid remediation
project even after the conclusion of the funding period. The organization engages in a
diversified revenue strategy that includes federal, state, county, and municipal grants and
contracts; foundation and corporate support; individual donations; and special events. As the
project proceeds beyond the funding period, BACH will also be able to bill Medi-Cal and other
insurance providers along with managed healthcare plans to increase revenue that will enable
project sustainability. Confirmed revenue streams include insurance reimbursements from
participant insurance and medical provider payments, an ongoing revenue source for covered
services.
B. For each activity or program within the broader project, the narrative must include a
work plan. The work plans at a minimum shall consist of the following:
Project Activities
Activity 1: Naloxone Distribution and Overdose Prevention
● Category: Prevention
● Subcategory: Prevent overdose deaths and other harms (Harm Reduction)
● Strategy: Providing access to naloxone distribution, education on safer substance use,
and referrals to needle exchange programs
● Activity Description: BACH will procure naloxone (Narcan) units and distribute them
through the Gilroy Clinic, mobile outreach teams, and community events. Staff will
provide education on safer substance use, recognizing overdose signs, and
administering naloxone.
● Objective: By 12/31/2026, distribute at least 150 naloxone kits in Gilroy, increasing
community access to overdose reversal medication by 80%.
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● Action Steps:
1. Identify local shelters and outreach sites for distribution (by March 31, 2026).
2. Train 3 staff and peers in naloxone education and safe distribution (by March 31,
2026).
3. Host 1 outreach event per quarter to educate and distribute naloxone (starting every
three months in March, June, September, and December).
● Responsible Staff: Harm Reduction Supervisor: Jorge “Koki” Vieto and a Community
Health Worker: To Be Hired.
● Performance Metrics: # of naloxone kits distributed; # of people trained in overdose
response
● Timeline: Start Date: January 1, 2026 - End Date: December 31, 2026
Activity 2: Medication-Assisted Treatment (MAT) and Behavioral Health Integration
● Category: Treatment
● Subcategory: Treat OUD and support people in treatment and recovery
● Strategy: Expand access to FDA-approved medications for OUD and integrated
behavioral health care
● Activity Description: BACH will expand its MAT program in Gilroy by linking patients to
counseling and medical management using buprenorphine and other evidence-based
medications.
● Objective: By 12/31/2026, enroll 45 new patients in MAT and ensure 75% remain in
treatment for at least 2 months.
● Action Steps:
1. Conduct intake and SUD screenings for all new Gilroy patients (ongoing).
2. Train 3 new providers or counselors to deliver or refer to MAT by December 31,
2026.
3. Offer 2 recovery support groups per month (starting January 1, 2026).
4. Track medication and prescriptions via Electronic Health Records (EHR) (quarterly).
● Responsible Staff: In-Kind MAT Provider: Jason England; In-Kind SUD Counselor:
Esther Veronika Rodriguez; and In-Kind Behavioral Health Specialist: Marjorie Huang.
● Performance Metrics: # of patients enrolled in MAT, # of active MAT prescribers, % of
patients retained in treatment for at least two months.
● Timeline: Start Date: January 1, 2026 - End Date: December 31, 2026
Activity 3: Warm Hand-offs and Recovery Services
● Category: Treatment and Recovery Support
● Subcategory: Expansion of warm hand-offs and recovery services
● Strategy: Facilitate immediate linkage from outreach or intake to appropriate OUD
treatment and wrap-around care
● Activity Description: BACH will strengthen its intake process and warm hand-off system
to refer patients to counseling, MAT, case management, and recovery services within
24–48 hours.
● Objective: By 12/31/2026, ensure 100% of patients identified through screening are
successfully linked to treatment or recovery services within 48 hours.
● Action Steps:
1. Staff will implement standardized SUD intake and referral workflows that address
SDOH assessment needs within 30 days of a patient encounter.
2. Train clinical staff on warm hand-off protocols and internal referral processes to
behavioral health and MAT by March 31, 2026.
3. Link eligible patients to counseling, support groups, MAT, CBT, and peer-led
recovery support (ongoing).
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4. Provide referrals for dental, vision, reproductive, STD, and primary care services, as
well as to community-based resources addressing social services and family or
cultural resources (ongoing).
5. Track referral outcomes and service utilization through EHR and monthly team
meetings.
6. Evaluate process effectiveness and adjust referral flow as needed (quarterly).
● Responsible Staff: Program Manager: Jorge “Koki” Vieto and Community Health Worker:
[Name / To Be Hired].
● Performance Metrics: % of referrals linked to care within 48 hours, # of clients receiving
warm hand-offs
● Timeline: Start Date: January 1, 2026 - End Date: December 31, 2026
Activity 4: Syringe Services Program (SSP) Expansion
● Category: Prevention
● Subcategory: Reduce overdose deaths and prevent infections related to injection drug
use, deliver low-barrier, community-informed services, and strengthen sustainable
access to care
● Strategy: Conduct SSPs
● Activity Description: BACH will conduct its SSP by deploying a Community Health
Worker to conduct daily distribution of harm reduction supplies (naloxone, fentanyl test
strips, sterile syringes), provide 15-minute risk-reduction sessions, and link people who
use drugs in Gilroy to comprehensive health, treatment, and social services.
● Objective: By 12/31/2026, distribute 200 sterile syringes and safely collect/dispose of
100 used syringes, reaching at least 100 clients in Gilroy.
● Action Steps:
1. Launch SSP pop-up services in the shared parking lot of BACH’s Gilroy Clinic and
St. Louise Regional Hospital by March 31, 2026.
2. Conduct syringe exchange 4 times per month.
3. Provide education and referrals for HIV, HCV, and MAT services at all SSP
encounters.
4. Track syringe distribution and disposal data in compliance with county reporting
requirements.
● Responsible Staff: Harm Reduction Supervisor: Jorge “Koki” Vieto
● Performance Metrics: # of sterile syringes distributed, # of used syringes safely
collected/disposed, # of participants receiving 15-minute risk-reduction sessions, # of
participants referred or linked to care.
● Timeline: Start Date: January 1, 2026 - End Date: December 31, 2026.
Activity 5: Treat OUD:
● Category: Treatment
● Subcategory: Treat OUD and support people in treatment and recovery
● Strategy: Provide holistic treatment protocols for patients with OUD
● Activity Description: The team will use harm-reduction and trauma-informed approaches
to reduce stigma, build trust, and support clients across the continuum of care by
referring to benefits enrollment (Medicaid, SNAP, SSDI), arranging transportation, and
referring them to social services. For clients with co-occurring OUD and behavioral
health issues, BACH provides intensive outpatient care using evidence-based methods
such as motivational interviewing, cognitive behavioral therapy, and FDA-approved
medications for OUD. BACH also facilitates telemedicine visits to overcome logistical
barriers.
● Objective: By 12/31/2026, enroll at least 45 Gilroy residents to holistic care continuum.
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● Action Steps:
1. Conduct intake and SUD screenings for all new Gilroy patients (ongoing).
2. Train 3 new providers to deliver or refer to MAT services by December 31, 2026.
3. Link 45 patients to BH and other SUD treatment as needed by December 31, 2026.
4. Facilitate 45 telemedicine appointments as needed by December 31, 2026.
5. Track patient retention and medication adherence via EHR (quarterly).
● Responsible Staff: In-Kind MAT Provider: Jason England; In-Kind SUD Counselor:
Esther Veronika Rodriguez; In-Kind Behavioral Health Specialist: Marjorie Huang.
● Performance Metrics: # of patients enrolled in OUD treatment, % of patients retained in
treatment ≥ 12 months
● Timeline: Start Date: January 1, 2026 - End Date: December 31, 2026
Activity 6: Support people in treatment and recovery
● Category: Treatment
● Subcategory: Treat OUD and support people in treatment and recovery
● Strategy: Provide project clients with services and support necessary for them to sustain
their recovery journey
● Activity Description: Project staff will guide clients through the entire continuum of care
by referring to benefit enrollment (such as Medicaid, SNAP, and SSDI), and helping
secure transportation when needed. Staff will also refer clients to essential social
services.
● Action Steps:
1. Conduct intake and SUD screenings for all new Gilroy patients (ongoing).
2. Link 45 clients to supplementary services or treatment as necessary by December
31, 2026.
3. Track patient retention and medication adherence via EHR (quarterly).
● Responsible Staff: In-Kind MAT Provider: Jason England; In-Kind SUD Counselor:
Esther Veronika Rodriguez; In-Kind Behavioral Health Specialist: Marjorie Huang.
● Performance Metrics: # of patients referred to additional care and services, % of patients
retained in treatment ≥ 12 months.
● Timeline: Start Date: January 1, 2026 - End Date: December 31, 2026.
Budget Plan
Salaries and Benefits: In-Kind MAT Provider, Jason England will connect to patients via
videoconference. He will prescribe buprenorphine, where applicable, and establish, strengthen,
and maintain links to care through Medication Assisted Treatment (MAT) and other OUD
services. In-Kind SUD Counselor, Esther Veronika Rodriguez, will be working with newly
diagnosed OUD patients to establish, strengthen, and maintain links to care through MAT
services. She will provide SUD counseling via videoconference. In-Kind Behavioral Health
Specialist, Marjorie Huang, will be providing referred patients with behavioral health services via
videoconference. In-Kind Harm Reduction Supervisor, Jorge "Koki" Vieto, will be overseeing the
project progress on this grant and checking in with the CHW via videoconference. $56,000 will
go towards a To be hired 1.0 FTE CHW II with 36% fringe benefits. The CHW will be running
the grant program.
Contractual Services: No contractual services will take place for the grant.
Travel: $3,000 will be provided for client transportation via UBER Health. $2,000 will cover staff
mileage throughout the grant period.
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Operating Supplies: $10,000 will cover harm reduction supplies including points, bubblers,
fentanyl test strips, wound care supplies, hygiene kits, food packs, and Narcan. $2,000 will
cover office supplies. $3,000 will cover minor equipment including 1 laptop, 1 monitor, and 1
tablet. $15,000 will cover incentives for peer support at $625 per quarter per peer x 6 peers x 4
quarters. Peers who are volunteering to assist the CHW II at the SSP pop-up site with naloxone
education and safe distribution will receive incentives. $2,4736.36 will cover the cost of outreach
supplies.
Other: Indirect costs are at 10% for this grant.
Page 142 of 417
Bay Area Community Health
City of Gilroy: Opioid Remediation Services
TBD
Cost Items SALARY FTE Budget
A.Personnel
Harm Reduction Supervisor - Jorge Vieto - IN KIND 0%$-
MAT Provider - Jason England - IN KIND 0%$-
SUD Counselor - Esther V. Rodriguez - IN KIND 0%$-
BH Specialist - Marjorie Huang - IN KIND 0%$-
Community Health Worker II - TBH 56,000.00 100%$56,000.00
Subtotal Personnel 56,000.00
Retirement 54100 3.00%1,680.00
Worker's Comp 54300 3.94%2,206.40
Med/Dental, etc 54400 20.41%11,429.60
Social Security 54600 6.20%3,472.00
Medicare 54700 1.45%812.00
EDD 54800 1.00%560.00
B. Fringe Benefits at 31%Fringe Benefits 36.00%20,160.00
Total Payroll Costs 76,160.00
C. Operating ExpensesOperating Expense 37,476.36
Minor Equipment (1 laptop, 1 monitor, 1 tablet)$3,000.00
Office Supplies $2,000.00
Client Transportation $3,000.00
Harm Reduction Supplies $10,000.00
Peer Support $15,000.00
Staff Mileage $2,000.00
Outreach Supplies $2,476.36
Total Operating Costs 37,476.36
D. Indirect CostIndirect Costs 10%10%11,363.64
E. Total BudgetTotal Budget $125,000.00
Page 1 of 3
Page 143 of 417
Bay Area Community Health
City of Gilroy: Opioid Remediation Services
Budget Narrative
A. PERSONNEL: $56,000.00
Harm Reduction Supervisor - Jorge Vieto - IN KIND -
($-X 0%)
He will be overseeing the project progress on this grant and checking in with the CHW via videoconference.
MAT Provider - Jason England - IN KIND
($-X 0%)
He will connect to patients via videoconference. He will prescribe buprenorphine, where applicable, and
establish, strengthen, and maintain links to care through Medication Assisted Treatment (MAT) and other
OUD services.
SUD Counselor - Esther V. Rodriguez - IN KIND
($-X 0%)
She will be working with newly diagnosed OUD patients to establish, strengthen, and maintain links to care
through MAT services. She will provide SUD counseling via videoconference.
BH Specialist - Marjorie Huang - IN KIND
($-X 0%)
She will be providing referred patients with behavioral health services via videoconference.
Community Health Worker II - TBH 56,000.00
($56,000.00 X 100%)
The Community Health Worker II will be running the grant program.
B. FRINGE BENEFITS 36%20,160.00
Bay Area Community Health Center’s fringe benefit rate is 36% and consists of 3% Retirement, 3.94 Wokers'
Comp, 20.41% Medical/Dental, 7.65 Social Security & Medicare, 1% Long-term Disability.
C. Operating Expenses 37,476.36
Minor Equipment (1 laptop, 1 monitor, 1 tablet)3,000.00
$3,000.00 will be provided for minor equipment including 1 laptop, 1 monitor, and 1 tablet.
Page 2 of 3
Page 144 of 417
Office Supplies 2,000.00
$2,000.00 will be provided for office supplies.
Client Transportation 3,000.00
$3,000.00 will be provided for client transportation via UBER Health.
Harm Reduction Supplies 10,000.00
$10,000.00 will cover harm reduction supplies including points, bubblers, fentanyl test strips, wound care
supplies, hygiene kits, food packs, and Narcan. $2,000 will cover office supplies
Peer Support 15,000.00
$15,000 will cover incentives for peer support at $625 per quarter per peer x 6 peers x 4 quarters. Peers who
are volunteering to assist the CHW II at the SSP pop-up site with naloxone education and safe distribution
will receive incentives.
Staff Mileage 2,000.00
$2,000.00 will cover staff mileage throughout the grant period.
Outreach Supplies 2,476.36
$2,476.36 will cover the cost of outreach supplies.
D. Indirect Cost 10%11,363.64
Indirect costs are expenses that cannot be directly attributed, but are necessary for the general operation and
administration of an organization. Expenses include but are not limited to administrative salaries, facility
costs, office supplies, communications, and other general operating expenses.
Total Budget $125,000.00
Bay Area Community Health
City of Gilroy: Opioid Remediation Services
Budget Narrative
Page 3 of 3
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Cover Letter
Legal Name: Carry the Vision (CTV)
Address: 7365 Monterey Road, Suite 203, Gilroy, CA 95020
Website: www.carrythevision.org
Primary Contact: Shelley Swan, Executive Director
Email: swan@carrythevision.org
Phone: (408) 275-6133
Statement of Agreement:
Carry the Vision has reviewed and agrees to the terms of the standard agreement template attached
to this RFP as Attachment B.
Organizational Overview
Carry the Vision (CTV) is a community based nonprofit organization based in Gilroy. Our mission is
to foster healing, recovery, and connection among South County residents who have been most
impacted by trauma, substance use, incarceration, homelessness, and systemic inequity.
CTV is one of the few organizations in South Santa Clara County that hires, trains, and is led by
people with lived experience. Our staff and peer mentors are individuals who have walked through
addiction, incarceration, and recovery themselves and now dedicate their lives to helping others
heal. This foundation of authenticity, compassion, and trust allows CTV to reach and support
residents who are often disconnected from formal systems of care.
Our core programs include:
•In Custody Leadership and Life Skills – Courses at Elmwood Correctional Facility, Main
Jail, and through reentry programs that help incarcerated individuals develop tools for
healing, reflection, and successful reentry.
•Resource Navigation and Peer Support – Peer-led assistance for formerly incarcerated
adults and families navigating recovery, employment, and housing stabilization.
•Employment Social Enterprise (Rooted) – Paid work and wraparound support for
individuals facing barriers to employment, offering second chance jobs through dignified
work.
•Healing Circles, Mindfulness, and Life Skills – Healing Circles and mindfulness practices
that strengthen emotional wellness, connection, and belonging throughout South County.
•Advocacy and Leadership Development: Seats on boards and commissions, coalition
building, and leadership training to influence policy.
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• Fiscal Partner Development – Backbone and capacity support for grassroots coalitions
and emerging community groups advancing healing-centered, resident-led solutions.
CTV’s peer-led approach directly aligns with the principles of opioid remediation. Our Healing
Circles provide trauma-informed spaces for those affected by addiction and loss to process grief,
rebuild relationships, and connect with recovery resources. CTV also provides Narcan distribution
and referrals to treatment and recovery services.
Our organization has longstanding collaborations with Santa Clara County Reentry Services, Santa
Clara County Public Health, behavioral health networks, and community coalitions that address
substance use. These partnerships ensure coordination across systems of care and increase access
to prevention and recovery resources for those most impacted.
For this initiative, Healing Together: Rooted in Recovery, CTV will partner closely with Youth
Alliance (YA), a trusted South County organization with extensive experience supporting youth and
families through prevention, intervention, and wellness programs. This collaboration creates a
whole family approach to healing and recovery that strengthens the continuum of care across
generations. CTV and YA will coordinate referrals between youth and family programs to ensure
seamless access to support for all household members. This partnership ensures that families in
Gilroy receive compassionate, culturally relevant, and coordinated support that meets them where
they are on the path to healing.
Carry the Vision is honored to submit this proposal in partnership with the City of Gilroy and in
collaboration with local agencies, schools, law enforcement, and nonprofit partners who share a
commitment to building a healthier, more connected community. Healing Together: Rooted in
Recovery will strengthen the local response to the opioid crisis by expanding trusted, culturally
grounded spaces for healing, education, and recovery. Together, we will create a network of
support that bridges families, service providers, and first responders ensuring that every person in
Gilroy has access to compassionate care, prevention resources, and a community that believes in
their capacity to heal and recover.
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Project Narrative
Describe how you plan to address the abatement strategy(ies). Share the project, including
the timeline, a high-level overview of implementation and evaluation steps, and the
intended outcomes. Describe how the project addresses opioid use disorder (OUD)-related
stigma.
Healing Together: Rooted in Recovery is a peer-led, trauma-informed initiative designed and
implemented by people with lived experience of addiction, recovery, incarceration, and family loss
related to substance use. The program aligns with the opioid remediation abatement strategies
outlined in Schedule A and Schedule B–J, specifically:
- Strategy 1: Prevent overdose deaths and other harms
- Strategy 3: Support recovery services and connections
- Strategy 5: Reduce stigma and promote recovery through education and storytelling
- Schedule B–J (J-3): Leadership, planning, and coordination through training and capacity building
The project builds on CTV’s established Healing Circle model, which has long provided safe and
inclusive spaces for reflection, emotional healing, and connection across Gilroy neighborhoods.
Healing Together expands these circles with a recovery-focused framework that strengthens
prevention, education, and leadership within the recovery community.
The program recognizes that connection is a cornerstone of recovery and that healing occurs within
community, where individuals are seen, heard, and valued. It cultivates belonging one person at a
time, transforming isolation into trust, shame into compassion, and stigma into understanding.
Program Activities:
- Weekly Healing Circles: Peer-led circles provide trauma-informed spaces for individuals and
families affected by opioid use to process trauma, build coping skills, and foster belonging.
- Educational Workshops: Bilingual workshops offer harm reduction education, Narcan
distribution, and trauma awareness for families and residents.
- Trauma-Informed and Opioid Safety Training: Training sessions equip staff, peers, and
volunteers with skills in trauma -informed care, overdose prevention, and culturally responsive
engagement.
- Storytelling Events: Community gatherings highlight real stories of recovery and resilience,
helping reframe addiction through a human -centered lens and reduce stigma.
- Outreach and Referrals: Peer outreach teams provide Narcan kits, harm reduction education,
and warm handoffs to recovery and community resources.
- Narcan Distribution: Narcan will be provided at all circles, workshops, and outreach events, with
bilingual demonstrations to ensure community readiness to prevent overdose deaths.
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Timeline:
- January 2026: Planning, coordination, and recruitment of peer facilitators.
- February 2026: Training in trauma-informed care, harm reduction, safety, and outreach.
- March–December 2026: Implementation of Healing Circles, educational workshops, storytelling,
and outreach. Evaluation will include attendance tracking, Narcan distribution, and participant
feedback on stigma reduction and connection to recovery supports.
Intended Outcomes:
- 80 Healing Circles
-100 Residents Connected to Recovery Supports
- 200 Narcan kits distributed
- 5 Educational Workshops
- 6 Storytelling Opportunities
- 20 peer mentors and volunteers trained
- 80% of participants report reduced stigma and increased sense of belonging
- 60% connect to ongoing recovery supports
Healing Together redefines recovery as a collective process of community healing, where each
circle and story transforms shame into compassion and isolation into belonging, rebuilding the
human connections essential for lasting recovery.
Describe the target audience impacted by your proposal. How are these targeted audiences
most at risk or impacted by OUD considered in this project? How does your project address
potential barriers to accessing your programming?
The target audience includes individuals and families most affected by the opioid crisis in Gilroy
particularly Latino residents, justice-impacted adults, youth, unhoused residents, and low-income
households. Gilroy neighbors face significant barriers such as language access, stigma, isolation, and
fear, all of which limit their ability to engage in prevention and recovery services.
The project addresses these barriers through trusted peer leadership. Every facilitator, trainer, and
outreach worker brings lived experience in having personally navigated recovery or supported
loved ones through addiction. This peer-to-peer connection builds trust and credibility, making
participants more likely to engage.
To ensure equitable access and inclusion, all Healing Together circles, workshops, and community
events will be bilingual in English and Spanish, held in trusted and familiar community spaces such
as neighborhood centers, faith-based sites, and public parks. Activities will be co-facilitated by
trained peers and community leaders who reflect the cultures and lived experiences of participants.
Outreach efforts will extend beyond traditional service settings to include encampments and other
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overlooked areas, meeting people where they are and ensuring that no resident is left disconnected
from information, support, or recovery resources.
By grounding this work in lived experience, cultural fluency, and peer leadership, Healing Together
ensures that those most impacted by opioid use disorder can access compassionate, judgment -free
support in the spaces where they already live and gather. All peer leaders were born and raised in
Gilroy, bringing deep community wisdom and firsthand understanding of the local realities that
shape both harm and healing. This authentic connection removes institutional barriers and builds
the trust, belonging, and resilience essential for lasting recovery.
Describe how the proposed project will meet community needs. How were those needs
identified? How does your project support those most disproportionately impacted by the
opioid epidemic? How will you ensure this program is culturally, linguistically, and
developmentally appropriate for the proposed community(ies)?
The Healing Together initiative was created in response to the growing number of opioid related
overdoses in Gilroy and South Santa Clara County, where fentanyl has devastated families and
deeply affected neighborhoods already facing social and economic ha rdship. The need for this work
has been identified through years of lived experience and community engagement. Peer mentors,
local service providers, and families in recovery have consistently expressed that residents need a
safe place to gather, learn, and heal together outside of clinical or institutional settings.
Healing Together meets these needs by expanding CTV’s trusted Healing Circle model into a
recovery focused space designed by and for people who have lived through addiction, incarceration,
or loss. The program offers a bridge between the street and the system, a place where healing
begins with connection.
What makes this program unique is who leads it. Every peer mentor once struggled with addiction
or contributed to harm in the community. Through their own transformation, they now lead others
toward healing. They embody what recovery looks like in real life and model what is possible for
those who are still struggling. Their presence alone breaks stigma and builds trust, reminding
participants that change is possible and that recovery belongs to everyone.
The program prioritizes those most impacted by the opioid crisis including Latino residents, justice
involved individuals, unhoused neighbors, and low income families. Many face language barriers,
fear of judgment, or limited access to care. To meet these needs, all circles, workshops, and
educational sessions will be bilingual in English and Spanish and will use clear and inclusive
communication that is easy to understand and relate to. Sessions will be interactive and flexible,
meeting participants where they are.
By grounding the program in local leadership and lived experience, Healing Together ensures that
recovery is not something done to people but something created with them. It restores dignity,
agency, and belonging while strengthening community trust and resilience. Through shared stories,
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mutual support, and practical tools for harm reduction and healing, this initiative transforms cycles
of harm into cycles of hope and connection.
What is the level of staffing for the project? Ensure accountability for carrying out work plan
activities and maintaining overall support and coordination of the work. If planning to use
subcontractors, please describe their responsibilities in carrying out grant activities.
The Healing Together project will be led by CTV’s Program Director, who will oversee all activities,
documentation, reporting, and collaboration with the City of Gilroy and community partners. The
Program Director will be responsible for ensuring that all deliverables outlined in the work plan are
met on time and that data collection, evaluation, and communication with city staff are coordinated
effectively.
The project will be implemented by CTV’s Healing Circle facilitators and peer mentors, all of whom
bring lived experience with substance use, recovery, incarceration, or family loss related to
addiction. These individuals were born and raised in Gilroy and have deep roots in the community.
Their credibility, compassion, and firsthand understanding of addiction and recovery make them
uniquely equipped to reach those most in need. They helped design this program based on what has
already proven effective in CTV’s existing Healing Circles, which consistently draw strong
community participation and trust.
Peer mentors will facilitate weekly circles, provide outreach in the community, and co-lead
workshops and storytelling events. They will also support participants through referrals to services
and ensure that Narcan and harm reduction materials are distributed safely and responsibly. All
staff and volunteers will complete trauma informed and opioid safety training at the beginning of
the project to ensure best practices in care, confidentiality, and cultural responsiveness
A subcontracted consultant will provide professional training and oversight in trauma informed
care, safety protocols, and healing circle facilitation with a recovery focus. All subcontracted
services will directly build capacity and strengthen the peer-led model.
All activities will be implemented by CTV’s trained team under the supervision of the Executive
Director, ensuring strong leadership, accountability, and alignment with the goals of the opioid
remediation program.
How will this project be sustainable beyond the proposed funding period?
The Healing Together initiative is intentionally designed to build lasting community infrastructure
rather than create a short term program. Sustainability is embedded in every part of the model
through leadership development, local capacity building, and deep partnerships with trusted
systems of care. By training peer mentors and equipping them with facilitation, trauma informed
care, and harm reduction skills, the project creates a self sustaining network of recovery leaders
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rooted in Gilroy. These peers are community members who have walked the path of addiction and
recovery themselves. Through this program they will gain the tools, confidence, and experience to
continue leading circles, mentoring others, and expanding access to support long after the grant
period ends.
CTV will continue operating Healing Circles through its established programming and partnerships
with Santa Clara County Reentry Services, Youth Alliance, and regional coalitions that support
recovery, behavioral health, reentry, and housing stability. These collaborations provide natural
continuity for participants who need ongoing recovery and navigation support. The program also
strengthens relationships with local institutions including the City of G ilroy, public safety, and
county agencies, aligning with existing community health and prevention goals.
Sustainability will also grow through the human connections formed in the circles themselves. Each
participant becomes part of a larger network of belonging that continues beyond structured
sessions. As trust and community ownership increase, local leaders will emerge who can host
circles, share lived experience, and continue the cycle of healing.
Ultimately, Healing Together builds the foundation for a community led recovery ecosystem in
South County. It ensures that healing, education, and connection continue to thrive as part of
Gilroy’s long term response to the opioid crisis.
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Workplan – Healing Together: Rooted in Recovery (January – December 2026)
Activity Name Category /
Subcategory /
Strategy
Activity Description Objectives &
Measurable
Outcomes (with
target dates)
Timeline (Jan–Dec
2026)
Healing Circles & Peer-
Led Support
Category: Treatment &
Recovery Support
Subcategory: Recovery
Services and
Connection-Based Care
Strategy: Establish
peer-led recovery
programs offering
ongoing emotional and
social support.
Connection to services.
Facilitate weekly
bilingual Healing
Circles led by trained
peer mentors with
lived experience.
Circles provide trauma-
informed, stigma-free
spaces for reflection,
emotional regulation,
and support.
Participants receive
referrals to treatment
support services and
resources.
Objective: By
12/31/26, conduct 80
circles serving at least
150 residents from
high-need Gilroy
neighborhoods. 100
residents connected to
recovery services and
supports.
Action Steps: Train 8
peer facilitators (by
Feb 2026), launch
weekly circles (Mar–
Dec 2026), collect
feedback after sessions.
Outcome: 75% of
participants report
improved well-being,
connection, and
awareness of recovery,
and resources.
Planning and training
Jan-Feb;
Implementation Mar–
Dec 2026
Trauma-Informed &
Opioid Safety Training
Category: Leadership,
Planning, and
Coordination
Subcategory: Training
and Professional
Development
Deliver bilingual
trauma-informed and
opioid safety training
to staff, peer mentors,
volunteers to
strengthen capacity for
Objective: By 9/30/26,
train 20 peer recovery
staff and volunteers in
trauma-informed
recovery and fentanyl
safety practices.
Planning Jan–Feb;
Training Feb–Dec 2026
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Strategy: Provide
trauma-informed care
and opioid safety
training to staff, peer
mentors, and
volunteers.
culturally responsive
recovery support.
Training will cover
trauma awareness,
harm reduction, self-
care, and fentanyl
overdose response and
safety protocols.
Action Steps: Contract
bilingual trauma-
informed consultant
(Feb 2026), conduct
quarterly training
sessions (Feb, April,
July, Oct.), evaluate via
pre/post surveys.
Outcome: 90% of
trainees demonstrate
increased knowledge
and confidence
supporting recovery.
Educational
Workshops for
Families & Community
Members
Category: Prevention
Subcategory: Prevent
Overdose Deaths and
Other Harms (Harm
Reduction)
Strategy: Conduct
public education on
overdose prevention
and harm reduction.
Host bilingual
workshops for families
and residents on
understanding topics
such as: trauma
informed care,
addiction, reducing
stigma, recognizing
overdose,
administering Narcan,
and navigating
treatment supports and
referrals. Include
distribution of free
Naloxone.
Objective: By
12/31/26, conduct 5
workshops reaching 50
participants and
distributing Naloxone.
Action Steps: Partner
with community
leaders (Mar 2026),
deliver monthly
workshops (Mar–Dec),
collect participant
feedback.
Outcome: 80% report
increased awareness
and readiness to
respond to opioid
emergencies.
Planning Jan–Feb;
Implementation Mar–
Dec 2026
Community Outreach &
Resource Navigation
Category: Treatment &
Recovery Support
Subcategory: Recovery
Services and
Navigation
Strategy: Provide
Conduct outreach in
high-impact
neighborhoods,
including hard to reach
areas. Distribute
Narcan, share recovery
Objective: By
12/31/26, engage 100
individuals and link 50
to ongoing recovery or
mental health services.
Action Steps: Conduct
Planning Jan-Feb;
Implementation Mar–
Dec 2026
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outreach and peer
navigation to connect
at-risk individuals and
families to care.
resources, and provide
navigation/referrals.
weekly outreach
beginning Feb 2026,
track referrals and
outcomes.
Outcome: 50% of those
reached engage in at
least one follow-up or
referral service.
Storytelling & Stigma
Reduction
Category: Prevention
Subcategory: Reduce
Stigma and Promote
Awareness
Strategy: Share lived-
experience stories to
increase understanding
and normalize
recovery/connection.
Storytelling activities
featuring lived-
experience narratives
from Healing Circles
and training graduates.
Stories shared at
community events and
through digital
channels to promote
compassion and
recovery awareness.
Objective: By
12/31/26, collect 10
stories, share 6
publicly.
Action Steps: Record
and translate stories
(May–Oct 2026),
present stories at two
community events
and/or council
meetings.
Outcome: 70% of
attendees report
reduced stigma and
improved
understanding of
recovery.
Planning Jan–Mar;
Implementation Apr–
Dec 2026
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Budget Plan and Narrative
Total Requested: $118,675
Category Line Item Description Amount
1. Salaries and
Benefits
Program Director 0.375 FTE (15
hrs/week)
responsible for
coordination,
reporting, and
supervision of peer
mentors. Oversees
all Healing Circles,
educational
workshops, and
outreach.
$37,440
Healing Circle
Facilitators / Peer
Mentors
0.625 FTE (25
hrs/week
combined)
responsible for
facilitating Healing
Circles, outreach,
Narcan distribution,
and referrals to
recovery supports.
$34,830
Payroll Taxes &
Fringe Benefits
Payroll taxes, health
benefits, and related
personnel costs for
project staff.
$23,126
Subtotal – Salaries &
Benefits
$95,396
2. Contractual
Services
Trauma-Informed
Consultant
Provides bilingual
training and
technical assistance
in trauma-informed
care, harm
reduction, and
recovery best
practices to staff
and peer mentors.
$12,000
3. Operating
Supplies
Program Supplies Includes printed
materials, light
refreshments for
circles, and outreach
handouts for
community
engagement.
$490
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5. Indirect Costs Administrative and
Overhead
10% of total direct
costs for
administrative
support, insurance,
rent, accounting,
and facilities
overhead.
$10,789
TOTAL BUDGET $118,675
Budget Narrative
1. Salaries and Benefits ($95,396)
The Program Director (0.375 FTE) manages implementation, reporting, and coordination of
all Healing Together: Rooted in Recovery activities. Healing Circle Facilitators/Peer Mentors
(0.625 FTE combined) lead bilingual Healing Circles, outreach, Narcan dist ribution, and
recovery support referrals. Payroll taxes and fringe benefits include required employer
contributions, health coverage, and payroll processing costs.
2. Contractual Services ($12,000)
A trauma-informed care consultant will deliver quarterly bilingual trainings and provide
technical assistance on trauma-informed practice, harm reduction, and recovery-focused
engagement.
3. Operating Supplies ($490)
Covers bilingual educational materials, outreach handouts, and light refreshments to
encourage participation and connection during Healing Circles and workshops.
4. Indirect Costs ($10,789)
Calculated at 10% of total direct costs. Supports administrative functions such as
accounting, insurance, facilities, and overall management infrastructure necessary for
effective program delivery.
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CHIEF EXECUTIVE OFFICER
Don Taylor
CHAIRMAN
Bishop
Oscar Cantú
BOARD OF DIRECTORS
President
Paul Sanchirico
Vice President
James Otieno
Secretary
Lisa Kloppenberg
Paul Baker
Susan Bishop
Wendy Brennan
Hyoung Chon
Bill Evans
Laura Garcia
Bárbara Gómez-Aguiñaga
Ron Gonzales
Yen Hoang Do
Liz Mireles
John Oosterhouse
Rich Ramko
Bill Roth
Dr. Judith Sánchez, M.D.
Vincent Sunzeri
Michelle VonderHaar
Patrick Waite
Ex Officio
Most Reverend Oscar Cantú
Fr. Andres Ligot
Deacon Eric Simontis
Don Taylor
Carina Baksa October 17, 2025
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020-6197
Dear Ms. Baksa,
Catholic Charities of Santa Clara County is pleased to submit this
proposal in response to the City of Gilroy Administration Department in
response to Request for Proposals Opioid Remediation Services No. 26-
RFP-AD-527. The required information is provided below.
Legal Name of Applicant:
Catholic Charities of Santa Clara County
2625 Zanker Road, San José, CA 95134
www.catholiccharitiesscc.org
Primary Contact:
Don Taylor, Chief Executive Officer
dtaylor@catholiccharitiesscc.org
408-325-5110
Primary Contact for this Proposal:
Shea Heller-Antrim, Director, Public Grants
santrim@ccscc.org
408-325-5125 / 805-570-7317 (cell)
Review of Attachment B: CCSCC has reviewed and agrees to the terms of
the standard agreement template attached to the RFP as Attachment B.
We are enthusiastic about the potential of collaborating with the City of
Gilroy in addressing urgent behavioral health and substance use challenges
within our community. Thank you for considering our application.
Sincerely,
Don Taylor, Chief Executive Officer
Catholic Charities of Santa Clara County
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Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527
Catholic Charities of Santa Clara County 1
1. Applicant Information
Organization History and Description
Tracing its origins as far back as 1929, Catholic Charities of Santa Clara County (CCSCC) is a
Santa Clara County-based, 501(c)(3) non-profit organization that has provided regular services to
the community since 1955 and has been incorporated in California since 1981. Our mission is to
serve and advocate for families and individuals in need, especially those living in poverty. We
work to create a more just and compassionate community in which people of all cultures and
beliefs can participate and prosper.
Our vision includes a valley where every child has the opportunity to learn from cradle to career
and lives in a neighborhood free from fear, where families can afford to live in safe and decent
housing and eat nutritious food, where enterprising workers can earn enough to make ends meet
and save for the future, where immigrants are welcomed, and where those who are imprisoned,
physically and mentally ill, elderly, and vulnerable can find healing and hope. We commit to act
with a spirit of Compassion, Service and Justice guided by the principles of Respect, Integrity,
Teamwork and Excellence as our core values.
CCSCC By the Numbers
• We serve more than 100,000 clients annually.
• Our services address five key areas of need: Food, Housing, Health, Education, and
Economic Security.
• Our 30+ direct service programs include youth and family services, job skills training and
placement, meals and food distribution, disaster response and emergency preparedness,
older adult services, mental health and wellness, financial education, immigration legal
services, homeless services and supportive housing, and refugee foster care.
• Services are provided at 90+ community locations throughout the county, including
Gilroy, San Martin, and Morgan Hill.
• Our work is supported by more than 550 staff and 1,500 volunteers.
• CCSCC’s staff reflect Santa Clara County’s diversity – more than 80% are people of
color, nearly 80% women, and cumulatively speak nearly 30 languages and dialects.
Many are themselves residents of the neighborhoods and communities we serve, fostering
deep understanding and connection with local needs and program participants.
CCSCC’s Opioid and Substance Use Disorder Prevention Programs
Our extensive experience operating substance use disorder (SUD) prevention programs, or
incorporating SUD prevention components as essential parts of our programming, includes
opioid prevention, treatment, recovery, and harm reduction through programs such as:
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Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527
Catholic Charities of Santa Clara County 2
Bringing Everyone’s Strengths Together (BEST): Through BEST, we have implemented an
array of school and community-based programming, with the City of San José for over 20 years.
This has included SUD prevention education that incorporates harm reduction strategies.
Opioid Overdose Prevention (OOP) services: This program, funded by the City of San José in
2024, served youth and families in the 95122 zip code, providing training in overdose
prevention, safe decision-making, and harm reduction practices. We delivered This Is Not About
Drugs (TINAD) curriculum in group settings, pro-social civic engagement activities, and opioid
awareness workshops.
Morgan Hill / San Martin Late Night Gym and School-based services: In 2024-2025, CCSCC
implemented these programs in partnership with the City of Gilroy Police Department South
County Youth Task Force (SCYTF). We successfully deliver recreation-based out-of-school
time services within a safe evening space for a target population of youth similar to this proposed
program as well as evidence-based classroom sessions and assemblies delivered during the
school day that teach students about opioid risks, healthy decision-making, and how to support
peers in making safe choices.
In addition, we recently received notice that we were selected to implement the SCYTF’s
Community-Based Youth Services program, which will build on our current activities in Gilroy.
Programs in partnership with Santa Clara County: For many years, CCSCC provided a
continuum of services funded by Santa Clara County Probation for justice-involved youth or
youth at risk for involvement in the juvenile justice system through programs of varying
intensity. These included the Multi-Agency Assessment Center Program, Probation Gang
Resistance and Intervention Program, and Support and Enhancement Services.
Currently, we operate successful programs including Community Service Learning, Young Adult
Deferred Entry of Judgment, and the Youth Advisory Council initiative in partnership with
Probation. All are designed to address key needs of our clients – including substance misuse –
and reduce justice system recidivism.
Since 2018, we have also provided services with the county’s Social Services Agency through
our Supportive Therapeutic Options Program. This program, in part, delivers services to youth
and their families referred by the County's Behavioral Health Services Department, the
Department of Alcohol and Drug Services, the Department of Family and Children's Services,
and Juvenile Probation. Services are designed to prevent entry or re‐entry into out-of‐home
placement for at-risk children.
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Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527
Catholic Charities of Santa Clara County 3
2. Project Narrative
a. Overall Project Narrative
i. Abatement Strategy, Timeline, Implementation & Evaluation, and
Intended Outcomes
CCSCC will implement a trauma-informed, evidence-informed program that combines
prevention education, outreach, and family engagement. This plan balances long-term protective
factors to reduce opioid misuse while strengthening youth, families, and communities. Program
infrastructure and key YES staff are in place, allowing for an immediate start upon award. Staff
will utilize the AWARDS database for intake, case notes, and outcomes. Reporting to the City
will follow required timelines.
Addressing the abatement strategies: CCSCC will prevent the misuse of opioids through youth-
focused strategies that we have used effectively throughout our continuum of programs for at-
risk, underserved community members. Activities will include family night workshops using
evidence-informed curriculum, afterschool peer groups with youth and a community awareness
campaign.
Project Timeline with Implementation and Evaluation Steps
Step 1 – Mobilization (period: notice of award to execution of contract)
• Confirm target neighborhoods
• Configure AWARDS for intakes and reporting.
• Orient staff on policies, reporting, TINAD delivery, and trauma-informed care.
Step 2 – Program Launch (Month 1)
• Conduct community outreach in Gilroy neighborhoods and schools to recruit youth and
families.
• Begin intakes using CCSCC’s AWARDS database.
• Launch the first cycle of This Is Not About Drugs (TINAD) life-skills/prevention groups
(12–15 youth per cohort, 2-hour sessions weekly).
• Coordinate with City and County partners (e.g., Gilroy PD, Behavioral Health, and
Second Harvest) to promote safe-storage and harm-reduction awareness.
• Finalize logistics for ongoing data collection, reporting, and continuous-improvement
tracking.
Step 3 – Ongoing Services (Months 2–10)
Outreach & Engagement
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Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527
Catholic Charities of Santa Clara County 4
• Maintain 2–3 days/week of street and school-based outreach, resource navigation, and
climate checks in target areas.
• Promote awareness of misuse prevention through community partners and family events.
Group Prevention Cycles
• Deliver two full TINAD cycles (8–10 sessions each) integrating life skills, substance-use
education, and peer leadership.
Family & Community Engagement
• Host bilingual family workshops on protective factors, stress management, and safe-
storage practices.
• Conduct 3–4 pro-social and civic engagement events (approximately 5 hours each),
including at least one family-inclusive community service project in Gilroy.
• Distribute safe-medication storage kits at events and through case management.
Coordination & Quality Improvement
• Hold monthly team and partner check-ins to review data and adjust outreach or group
strategies.
• Submit quarterly updates to the City of Gilroy summarizing participation, outcomes, and
budget utilization.
Step 4 – Closeout (Months 11–12)
• Conduct post-surveys and exit interviews to measure knowledge gain, behavior change,
and satisfaction.
• Complete final case reviews and ensure warm handoffs for participants still needing care.
• Finalize all data entry, expenditure tracking, and outcome reporting.
• Convene Gilroy partners to share results, highlight success stories, and identify
sustainability strategies through ongoing YES and Footsteps programming.
ii. Target Audience
The target audience consists of youth ages 12-20 and their families residing in challenged or
high-risk neighborhoods in Gilroy, including areas with high poverty rates, limited access to
behavioral health resources, and concentrated social stressors.
Many of the families served are Latino, low-income, and linguistically diverse, and may face
systemic barriers such as stigma around mental health and substance use, immigration-related
stress, and a lack of culturally-responsive prevention programming. This target audience aligns
with CCSCC’s Existing Youth Prevention Model and is a Developmental and Programmatic Fit.
It is also consistent with the RFP’s focus on prevention and youth engagement as well as with
local demographics and partnerships in Gilroy.
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Data from the Mayo Clinic and U.S. Department of Labor indicates that certain populations face
a higher risk for opioid use disorder (OUD). Contributing risk factors include younger age
(particularly 18–25), exposure to trauma, poverty and unemployment, a history of criminal
behavior, mental health challenges, academic disengagement, and prior substance use. When
paired with California data, showing a rising prevalence of opioid misuse within the Latinx
population, it is clear that our target audience includes those most vulnerable to OUD and related
harms.
The project will ensure accessibility and inclusion through culturally- and linguistically-tailored
outreach, bilingual staff and materials, and programming held at trusted community sites.
Services will be free of charge and scheduled at convenient times to accommodate working
parents. Programming will integrate family-based engagement, recognizing that effective
prevention must include parents and caregivers as partners in building resilience, knowledge, and
healthy coping strategies.
iii. Meeting Community Needs
The communities we serve in Gilroy are disproportionately impacted by opioid and other
substance use risks due to the combination of economic instability, limited access to preventive
education and treatment, intergenerational trauma, and systemic barriers to treatment. Youth in
these areas are particularly vulnerable to exposure to substance use in their environments and the
emotional toll of family or community-level addiction.
The program meets the need for culturally-sensitive opioid misuse prevention services by
reaching families through trusted CCSCC programs that reflect the cultural, linguistic, and
spiritual values of the communities we serve.
Community needs were identified through data analysis, direct engagement with families, and
collaboration with local schools, parishes, and community-based partners. Families and youth
consistently express a desire for safe, positive spaces that promote healthy coping skills, family
communication, and culturally-responsive prevention education.
Our direct service staff are bilingual, bicultural, and many come from the same neighborhoods as
the families we serve. This shared background enables staff to build trust, develop authentic
relationships, and deliver programming in a manner that reflects community values and lived
experience.
To ensure the program is developmentally appropriate, activities and discussions are tailored to
the age and maturity of participants – using guided discussions, media literacy, and peer
leadership opportunities for teens. Family components provide parents with practical tools to
communicate about substance use and strengthen protective factors at home.
By combining culturally-grounded engagement, linguistically-accessible delivery, and age-
appropriate content, the project meets the community’s expressed needs while empowering
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youth and families to make informed, healthy choices that reduce risk for opioid misuse and
build long-term resilience.
iv. Project Staffing
What is the level of staffing for the project? Ensure accountability for carrying out work plan
activities and maintaining overall support and coordination of the work. If planning to use
subcontractors, please describe their responsibilities in carrying out grant activities.
For over five decades, CCSCC has designed and implemented successful programs that address
the evolving needs of our community. Drawing on this extensive experience, we have ensured
that the proposed opioid prevention program is staffed with qualified, culturally-competent
professionals and support personnel who are trained to deliver evidence-informed, family-
centered services with compassion, effectiveness, and respect.
Staffing Model
Fred Buzo, Director of Advocacy and Community Engagement (0.01 FTE): Fred will be
responsible for program quality and contract oversight; overseeing program implementation,
evaluation, and reporting; and supervising the YES Program Director.
Michael Bright, YES Program Director (0.02 FTE): Mike will oversee program operations,
contract deliverables, and reporting.
So’o Poumele, YES Senior Program Manager (0.07 FTE): So’o will be responsible for
supervising the program’s direct services; supervising the Case Manager and ensuring program
data is tracked, analyzed, and reported on as required.
Esteban Escalante, Case Manager (1.0 FTE): Esteban will provide the program’s direct services
in a culturally appropriate, person-centered manner. As Case Manager, Esteban will conduct
intakes, perform outreach, group facilitation, pro-social activities, family engagement, and
misuse prevention education.
Svitlana Vilaire, Program Financial Analyst (0.02 FTE): Svitlana will support the team with
preparing and submitting invoices for the grant and providing financial contract support.
v. Project Sustainability
The program aligns with existing opioid and SUDS prevention activities and will use CCSCC’s
existing staff, data systems, and management structure to track results and show impact. That
data will help attract new funding and keep the program running in future years. CCSCC’s Fund
Development team actively works to identify and apply for grant opportunities and cultivates
contributions to support agency activities and programs on an ongoing basis.
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b. Work Plan
i. Project Category, Subcategory, & Strategy
Activity Name: Hope and Healing: Gilroy Family Prevention & Support Services
Category: Prevention.
Subcategory: Prevent misuse of opioids.
Strategy: School-based or youth-focused programs or strategies that have demonstrated
effectiveness in preventing drug misuse and seem likely to be effective in preventing the uptake
and use of opioids.
Activity Description: CCSCC will provide trauma-informed, culturally- and linguistically-
appropriate services that helps vulnerable youth and families prevent drug misuse through
classroom lessons on opioid risks, healthy coping skills, and positive decision-making—
supported by family workshops and a community awareness campaign (Safe Home, Safe
Choices) promoting safe medication use and open conversations at home.
ii. Objectives & Action Steps
Strategy 1 – Prevent Misuse of Opioids (Prevention)
Objective: Assuming a start date of January 1, 2026, by June 30, 2026, 80% of participating
youth (ages 12–20) will show an increase in knowledge about opioid risks, safe decision-making,
and refusal skills as measured by pre- and post-program surveys.
Action Steps:
• Deliver two full cycles of the This Is Not About Drugs (TINAD) prevention curriculum
in Gilroy schools and youth centers.
• Conduct family workshops in English and Spanish on safe storage and healthy
communication.
• Collect pre- and post-surveys to track changes in knowledge and attitudes.
• Provide safe-medication storage boxes and educational materials at events.
• Review progress during monthly partner check-ins and adjust outreach as needed.
• Follow up at 30/60/90 days to confirm engagement and track outcomes in the AWARDS
database.
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Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527
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iii. Project Budget
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October 6, 2025
ATTN: Carina Baksa, Purchasing Coordinator/Finance Manager
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020-6197
Email: carina.baksa@cityofgilroy.org
Cc: bryce.atkins@cityofgilroy.org
Subject: Cover Letter – RFP No. 26-RFP-AD-527, Opioid Remediation Services
Dear Ms. Baksa,
End Overdose is pleased to submit this proposal for the City of Gilroy’s Opioid Remediation
Services RFP. We are committed to partnering with the City to expand evidence-based
prevention, treatment, and recovery supports for Gilroy residents.
End Overdose is a 501(c)(3) nonprofit organization committed to ending drug-related overdose
deaths through education, medical intervention, and public awareness. We equip communities
with education, naloxone, test strips, and easily navigable digital resources to prevent and
respond to overdose crises. (EIN: 83-0696963.)
Per the RFP’s cover letter requirements, we provide the following organizational information:
● Legal Name of Applicant Organization: End Overdose
● Headquarters/Operating Office Address: 215 W Palm Ave, Unit 204, Burbank, CA 91502
● Website: https://endoverdose.net
● Primary Proposal Contact: Madeleine “Maddie” Ward, Chief Operating Officer
○ Email: maddie@endoverdose.net
○ Phone: 760-450-8119
End Overdose has reviewed Attachment B – City Standard Agreement (Contractor) included
with RFP No. 26-RFP-AD-527 and agrees to the template’s terms.
We appreciate the opportunity to be considered and look forward to the possibility of serving
Gilroy. Please contact me with any questions or requests for additional information.
Sincerely,
Madeleine “Maddie” Ward
Chief Operating Officer, End Overdose
215 W Palm Ave, Unit 204, Burbank, CA 91502
maddie@endoverdose.net | 760-450-8119
https://endoverdose.net
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History, Leadership, and Current Work
End Overdose is a California-based 501(c)(3) nonprofit, officially incorporated in 2018. From
day one, our mission has been to prevent drug-related overdose deaths through education,
medical intervention, and public awareness. What began as a grassroots effort has evolved into a
national overdose-prevention movement with 68 chapter locations on college and high school
campuses and in local communities. In 2024, we distributed 241,257 naloxone doses and 59,508
fentanyl test strips across the U.S., pairing online training with mail-order distribution to all 50
states and delivering 1,050 in-person events and trainings in 27 states. In Los Angeles County,
we supported the Department of Public Health’s Fentanyl Frontline campaign, expanding
awareness through coordinated social media outreach and in-person overdose prevention and
response (OdPR) trainings at large music festivals across the county.
To further expand impact, in late 2024 we partnered with the Arkansas Department of Human
Services (DHS) and the Office of Substance Abuse and Mental Health (OSAMH) under the State
Opioid Response (SOR) IV grant to help the state meet county naloxone-saturation goals through
online and in-person trainings and distributions. Since the start of 2025, we have provided OdPR
training to over 5,325 people across Arkansas and distributed more than 60,000 naloxone doses
to individuals, businesses, and organizations. We also built a county-specific, interactive digital
resource map for community support, information and referrals, overdose prevention, recovery,
and treatment services, with over 2,000 resources currently listed.
Our program portfolio includes standardized layperson OdPR training covering the signs of an
opioid overdose, rescue breathing, naloxone administration, and seeking further medical
attention, delivered in person and virtually, as well as online courses on OUD Signs, Prevention,
and Key Facts; OUD Stigma; and Leading Change on Campus. We source and distribute
intranasal naloxone and fentanyl test strips to individuals, organizations, and businesses;
coordinate campus and regional chapters that host training events and localized distribution with
partners such as nightlife venues, festivals, libraries, public health agencies, and more; run
public-awareness campaigns to promote training priorities and reduce stigma; and administer
knowledge, attitudes, and practices (KAP) surveys to assess training effectiveness and guide
curriculum development. Our organization’s resources and outreach are for people of all ages,
but the majority of our outreach population is aged 16-24, making up 63% of the individuals
surveyed by our organization in 2024.
End Overdose is led by Founder and CEO Theo Krzywicki, a person in long-term recovery who
currently works as a first responder, and Chief Operating Officer Madeleine Ward. Governance is
provided by a Board of Directors with lived experience and nonprofit leadership backgrounds
(Ryan Hampton, Garrett Hade, and CEO Theo Krzywicki). Our program, training, operations,
and logistics staff manage outreach, curriculum development, procurement, warehousing,
fulfillment, and data tracking and evaluation are performed in-house by End Overdose
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employees. Outreach initatives are supported by an extensive network of over 1,000 trained
volunteers and chapter leads.
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Project Narrative
(i) Strategy, Timeline, Implementation, Evaluation, Outcomes, and Stigma
End Overdose provides a turnkey program featuring trainings on OUD Signs, Prevention, and
Key Facts; OUD Stigma; and Overdose Prevention and Response (OdPR), high volume access to
intranasal naloxone and fentanyl test strips (FTS), bilingual OdPR training and educational
materials, and high-reaching public awareness efforts to reduce OUD-related stigma.
End Overdose will focus on addressing the following abatement strategies:
● Naloxone Overdose Reversal
End Overdose will expand community access to intranasal naloxone through recurring
trainings and event tables where naloxone doses will be distributed to trained individuals.
Further, End Overdose will promote our online Overdose Prevention and Response
(OdPR) training and free naloxone mail delivery within Gilroy through targeted digital
media campaigns. In-person trainings will employ an anonymous knowledge, attitudes,
and practices (KAP) survey to assess the effectiveness of the training and areas for
further curriculum development. Our naloxone distribution and training strategy follows
the CDC’s guidance on preventing opioid overdoses through educating and equipping
laypeople, particularly those at a high risk of witnessing an opioid overdose.
● Prevention Programs
End Overdose will launch targeted digital media campaigns in Gilroy to normalize
training, naloxone carriage, and use of fentanyl test strips; drive residents to our online
courses (OUD basics, OUD Stigma, OdPR); and counter misinformation through
educational content. Programs and campaigns will focus on preventing the misuse of
opioids, overdose deaths and other harms. Our organization follows SAMHSA’s
recommended practices of person-first language and dispelling myths to improve
linkages to care. For longlasting impact, End Overdose provides a training-the-trainer
program, used to equip community members with the knowledge and skills needed to
educate others on OdPR. End Overdose’s OdPR training follows SAMHSA’s guidance of
educating on recognition, rescue breathing, use of naloxone, and post-reversal care.
Timeline
● Months 1-2) Confirm priority partners and sites (community groups, libraries, community
centers, venues, schools, first responders); localize materials in EN/ES; schedule events;
stage naloxone and FTS inventory; deploy an initial run of targeted media to drive
residents to online courses and mail-order naloxone and FTS; develop targeted digital
media campaign materials focused on OUD stigma reduction and prevention of the
misuse of opioids.
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● Months 3-10) Maintain a calendar of trainings and events; continue and launch new
digital campaigns; assess and replenish inventory as needed; use KAP and
attendance/distribution data to refine scheduling and audience.
● Months 11-12) Document SOPs for partner restock and training; develop a
train-the-trainer cohort to sustain capacity after project close.
Evaluation
● Participant Learning
End Overdose will evaluate the project’s OdPR training through KAP pre- and
post-training surveys during live training sessions. Online OdPR training knowledge will
be assessed through knowledge questions embedded throughout the training module.
● Training and Distribution Reach & Activity
End Overdose will track training completions (in-person and online), number of
events/trainings, partner sites onboarded through the training-the-trainer program, and
amount of naloxone and FTS distributed.
● Behavioral Indicators
End Overdose will assess changes to participants’ attitudes and practices through the use
of the live training pre- and post-KAP surveys.
● Campaign Analytics
End Overdose will track media impressions, online OUD-related training completions,
engagement on media campaign content, and main demographics reached through media
campaigns.
Intended Outcomes
Through the project, End Overdose aims to:
● Train at least 500 Gilroy residents on how to prevent and respond to opioid overdoses via
in-person and online OdPR trainings.
● Distribute at least 1,000 naloxone doses and 1,000 fentanyl test strips to Gilroy residents.
● Achieve ≥25% average KAP knowledge gain on post-surveys.
● Implement the train-the-trainer program at a minimum of 3 partner sites for continued
impact past the project period.
● Receive at least 500,000 local impressions on targeted digital media campaigns.
Across trainings and media, we use person-first, nonjudgmental language, myth-vs-fact content,
and discreet, anonymous options to reduce stigma, increase comfort with training, and normalize
carrying and using naloxone and FTS.
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(ii) Target Audience and Access Barriers
End Overdose will prioritize youth and young adults, service-sector workers, and community
organizations—particularly those serving unhoused residents and providing SUD treatment and
recovery services. This focus is responsive to Santa Clara County data showing a sustained
overdose burden with polysubstance involvement and a notably high impact of opioid overdose
among individuals ages 15–34. Recognizing Gilroy’s majority Hispanic/Latino population and
the roughly 27% English-learner student rate (primarily Spanish-speaking), we will deploy our
existing Spanish-language campaign messaging and make Spanish OdPR trainings and materials
available throughout the project.
To reduce barriers and maximize participation, we will provide both in-person and virtual
training and distribution options, maintain discreet/anonymous supply pickup, and keep all
supplies free of charge. With roughly 94% of households online, targeted digital campaigns and
online training modules will reach most residents, while in-person delivery will close any access
gaps. All content will be bilingual (EN/ES), plain-language, and accessible, with age-appropriate
modules for youth and young adults. By meeting residents where they are– schools and
campuses, service-sector workplaces, shelters and outreach events, and community venues– and
pairing trainings with on-site naloxone and fentanyl test-strip distribution, the project ensures
that those most at risk can access practical, stigma-reducing education and tools on terms that
work for them.
(iii) Community Needs
End Overdose’s project directly targets needs identified through Santa Clara County’s overdose
dashboards and needs assessment. County data show 275 overdose deaths in 2024 (14.23 per
100,000), with substantial polysubstance involvement (including fentanyl and
methamphetamine), and a notably high impact among ages 15–34. Gilroy’s 95020 ZIP ranks
among the highest countywide for overdose deaths and moderate for non-fatal overdoses,
signaling a local need for accessible overdose-prevention training, naloxone and fentanyl
test-strip (FTS) distribution, and targeted anti-stigma education. We prioritize youth and young
adults, service-sector workers, and community organizations– particularly those serving
unhoused residents and treatment/recovery clients, because these audiences are more likely to
witness or encounter overdose in everyday settings and benefit from practical OdPR training and
low-barrier lifesaving tools.
The project is built to support those most disproportionately impacted. Consistent with the
county needs assessment, we concentrate training sessions in places serving men, people
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experiencing homelessness, and Hispanic/Latino communities. Delivery is culturally,
linguistically, and developmentally appropriate: trainings and campaigns are bilingual (EN/ES);
materials are plain-language, person-first, and myth-busting; and content is tailored for
youth/young adults. Recognizing Gilroy’s majority Hispanic/Latino population and roughly 27%
English-learner student rate (primarily Spanish-speaking), we will deploy Spanish-language
campaign messaging and offer Spanish OdPR trainings and handouts. With approximately 94%
household internet access, we pair targeted digital campaigns and online courses with in-person
options to close any connectivity gaps. Practical barriers are reduced through flexible training
scheduling, long-form and rapid training options, discreet/anonymous kit distributions, and
no-cost supplies. We track participation and distribution by site type, ZIP, language, and
audience, use KAP pre/post surveys to monitor knowledge and attitudes, and adjust locations and
messaging accordingly– keeping resources focused on Gilroy residents most affected by the
opioid epidemic.
(iv) Project Staffing
End Overdose will staff this project with an experienced team drawn from our existing
operations. Project lead and End Overdose COO, Madeleine Ward, will be responsible for the
overall delivery, City liaison, contract compliance, timeline and budget management, and final
approvals. Director of Community Engagement and Training, Anthony Banuelos, will be
responsible for scheduling and staffing in-person and virtual training sessions, administering
KAP pre/post surveys, and maintaining in-person resource distributions and attendance tracking.
Chapter and Operations Coordinator, Olive Younts, will support with the development of
campaign materials and Gilroy-specific educational materials. End Overdose’s Director of
Communications, Mike Giegerich, will oversee the development and launch of digital media
campaigns. Further, End Overdose will utilize a contracted photographer/videographer for
developing campaign-specific media materials.
(v) Sustainability Past Funding Period
End Overdose designs for continuity from day one. We will embed capacity within Gilroy by
training partner staff through a train-the-trainer pathway, leaving behind templated OdPR
curricula and Spanish/English materials, event checklists, and simple SOPs for hosting sessions,
managing discreet sign-ups, and restocking naloxone and fentanyl test strips. Our online courses
(OUD Signs/Prevention/Key Facts, OUD Stigma, OdPR) remain available at no cost, allowing
partners to onboard new staff and refresh skills without ongoing contracts. Further, we will
continue offering free mail-order naloxone and test strips to Gilroy residents beyond the funding
period. We will also provide a compact campaign toolkit (myth-vs-fact posts, QR codes to
courses, printables) that City and community partners can redeploy seasonally at minimal
expense.
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Operationally, we transition from End Overdose–led events to partner-led micro-sessions
supported by volunteers/chapters and light-touch technical assistance from our team (as needed).
We will document inventory SOPs (ordering, expirations, storage, and kit assembly) so
City/County partners can continue procurement using existing public-health channels.
Sustainability is further supported by diversified resourcing: partners can braid in county/state
public health funds, school safety or student wellness funds, employer/worksite safety budgets,
and foundation or venue sponsorships for targeted outreach. Finally, our evaluation package,
KAP gains, training completions, distribution totals, and campaign analytics, gives the City a
clear outcomes brief and dashboard that can be used to secure future allocations and
philanthropic support, ensuring the program’s reach continues beyond the grant period.
Work Plan
Activity 1: Community OdPR trainings and naloxone/FTS distributions.
Category: Prevention & Naloxone to Reverse Opioid Overdoses.
Subcategory: Prevent overdose deaths and other harms; expand training for community support
groups and families, and schools. Increase distribution to individuals who are uninsured or
whose insurance does not cover the needed service.
Strategy: Community entities providing free naloxone and FTS to anyone in the public.
Activity Description: End Overdose will deliver short, age-appropriate Overdose Prevention &
Response (OdPR) trainings at schools/campuses, shelters/libraries, service-sector workplaces,
and community venues, paired with on-site naloxone and fentanyl test-strip (FTS) distribution
and quick-guide handouts. Sessions cover recognition of opioid overdose, rescue breathing,
intranasal naloxone use, and post-reversal care. Trainings are available in a rapid format, suitable
to tabling-style events, and long-form format, more suitable to training business staff and
organization members.
Strategy - Naloxone overdose reversal
Objective 1. By December 31, 2026, End Overdose will provide OdPR training to at least 500
individuals, primarily targeting youth/young adults (ages 14-24), service-sector workers,
unhoused residents, and clients/staff at treatment/recovery sites in Gilroy. KAP post-tests will
achieve an average ≥25% knowledge gain.
Objective 2. By December 31, 2026, End Overdose will distribute at least 1,000 doses of
intranasal naloxone to trained individuals, organizations, and businesses within Gilroy.
Action Steps
1. Stage inventory; create event/partner calendar of trainings.
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2. Deliver training sessions with printed educational materials in English and Spanish.
Collect KAP pre/post surveys.
3. Offer discreet and anonymous resource distribution methods; track distributions by site
and audience (where data is available). Analyze KAP survey results.
4. Replenish inventory as needed; monitor expiration dates.
Budget Plan
Total: $32,574
1. Salaries and Benefits: $20,370
a. COO (Project Lead) — 0.06 FTE (~2.4 hrs/wk)
i. $5,400
ii. Oversight, City liaison, compliance, reporting
b. Director of Community Engagement & Training (DCET) — 0.12 FTE (~4.8
hrs/wk)
i. $8,400
ii. Scheduling, curriculum fidelity, KAP admin
c. Chapter & Operations Coordinator — 0.06 FTE (~2.4 hrs/wk)
i. $2,496
ii. Materials development, youth media support
d. Fringe Benefits at 25% of FTE
i. $4,074
2. Contractual Services: $0
3. Travel: $3,000
a. Local mileage/parking
4. Operating Supplies: $3,800
a. Kit packaging, CPR face shields, printed educational materials
5. Other: $5,404
a. Venue incidentals/room fees, training and tabling equipment upkeep, insurance
share, shipping cost for mail-order resource deliveries
Activity 2: Partner site training-the-trainer and resource connections.
Category: Prevention.
Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms.
Strategy: Expand training for schools, community support groups and families.
Activity Description: End Overdose will equip partner staff/volunteers (libraries,
shelters/outreach teams, treatment/recovery sites, service-sector employers) to deliver OdPR
refresher trainings and manage naloxone distribution. Training to build local capacity;
community entities providing free naloxone and FTS to anyone in the public. Support
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organizations in accessing naloxone from California state distribution program. Provide SOPs for
naloxone distribution and training.
Strategy - Naloxone overdose reversal & capacity-building
Objective 3. By December 31, 2026, End Overdose will implement the training the trainer
program and toolkit for at least three Gilroy partner sites.
Action Steps
1. Finalize Gilroy-specific training the trainer toolkit.
2. Identify partner sites for training the trainer program.
3. Implement training the trainer program and toolkit.
4. Monitor effectiveness and utilization of training the trainer program through KAP survey
analysis.
Budget Plan
Total: $15,540
1. Salaries and Benefits: $8,540
a. COO (Project Lead) — 0.02 FTE (~1 hrs/wk)
i. $1,800
ii. MOUs, partner onboarding/approvals
b. Director of Community Engagement & Training (DCET) — 0.06 FTE (~2.4
hrs/wk)
i. $4,200
ii. Training the trainer delivery
c. Chapter & Operations Coordinator — 0.02 FTE (~1 hrs/wk)
i. $832
ii. Toolkit and SOP development
d. Fringe Benefits at 25% of FTE
i. $1,708
2. Contractual Services: $3,000
a. Stipends provided to partner sites engaged in Training the Trainer program.
$1,000 allocated per site.
3. Travel: $1,000
a. Local mileage/parking, lodging for visiting partner sites
4. Operating Supplies: $3,000
a. Partner starter kits, printed SOP and toolkit materials, EN/ES educational
materials
5. Other: $0
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Activity 3: Targeted digital awareness campaigns and online course promotions.
Category: Prevention.
Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms.
Strategy: Prevention through media campaigns preventing opioid use and misuse.
Activity Description: Public awareness and training through localized, anti-stigma and
educational campaigns driving to OUD Signs/Prevention/Key Facts, OUD Stigma, and OdPR
online courses. Campaigns will also focus on the normalization of naloxone/FTS. Localized
EN/ES creative (myth-vs-fact, short videos, venue/toolkit assets) to normalize training and kit
carriage, to reduce OUD-related stigma, and to promote online courses and discreet mail-order
naloxone access.
Strategy - Prevention programs: preventing misuse and overdose deaths and other
harms
Objective 4. By December 31, 2026, End Overdose will deliver at least 500,000 local
impressions thorugh targeted digital media campaigns ensuring residents come into contact with
campaign materials on multiple occasions for enhanced reinforcement.
Objective 5. By December 31, 2026, End Overdose will distribute at least 1,000 fentanyl test
strips to individuals, businesses, and organizations in Gilroy.
Action Steps
1. Develop Gilroy-specific media campaign materials in English and Spanish.
2. Launch and promote media campaign materials, connect individuals to further
educational modules focused on OUD Signs/Prevention/Key Facts, OUD Stigma, and
OdPR.
3. Track engagement on media campaigns and course completions for online training
modules.
Budget Plan
Total: $24,124
1. Salaries and Benefits: $10,620
a. COO (Project Lead) — 0.02 FTE (~1 hrs/wk)
i. $1,800
ii. Approvals and coordination
b. Chapter & Operations Coordinator — 0.06 FTE (~2.4 hrs/wk)
i. $2,496
ii. Content development, youth alignment
c. Director of Communications — 0.07 FTE (~3 hrs/wk)
i. $4,200
ii. Develop & launch media campaign; analytics
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d. Fringe Benefits at 25% of FTE
i. $2,124
2. Contractual Services: $10,300
a. Paid media buys/placements (EN/ES) via Google and Meta Ads
i. $8,000
ii. Social and web-based advertisement placements
b. Photography and Videography Services, exact vendor TBD
i. $2,300
ii. Creative editing of existing End Overdose creative campaign materials,
addition of EN/ES subtitles
3. Travel: $0
4. Operating Supplies: $2,000
a. Physical media for distribution via mail and through partner organizations and
venues
5. Other: $1,204
a. Printed promotional materials for distribution to Gilroy businesses
Project Budget Overview
Total Amount Requested: $72,238
Breakdown by Budget Category
1. Salaries & Benefits: $39,530
a. Project Lead/COO total: 0.10 FTE ($9,000)
b. Director of Community Engagement and Training total: 0.18 FTE ($12,600)
c. Chapter and Operations Coordinator total: 0.18 FTE ($5,824)
d. Director of Communications total: 0.07 ($4,200)
e. Fringe Benefits (25% of FTE): $7,906
2. Contractual Services: $13,300
a. Media placement, photography/videography, partner site stipends
3. Travel: $4,000
4. Operating Supplies: $8,800
5. Other: $6,608
Breakdown by Activity
1. Activity 1: Community OdPR trainings and naloxone/FTS distributions.
a. $32,574
2. Activity 2: Partner site training-the-trainer and resource connections.
a. $15,540
3. Activity 3: Targeted digital awareness campaigns and online course promotions.
a. $24,124
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October 13, 2025
Sunday Friends is pleased to submit this proposal in response to the City of Gilroy
Administration Department in response to Request for Proposals Opioid Remediation
Services No. 26-RFP-AD-527. The requested information is provided below.
Legal Name of Applicant: Sunday Friends Foundation
Address: 645 Wool Creek Dr,. 2nd Floor, Suite A, San José, CA 95134
Website: www.sundayfriends.org.org
Primary Contact: Tatiana Colón-Rivera, Executive Director
Email: tatiana@sundayfriends.org
Phone: (408) 475-2798
Review of Attachment B: Sunday Friends has reviewed and agrees to the terms of the
standard agreement template attached to the RFP as Attachment B.
Organization history and overview: Established in 1997, Sunday Friends is a Latina-
led non-profit based in San Jose and serving all of Santa Clara County. Our mission is
to help low-income families break the intergenerational cycle of poverty and achieve
health equity by activating their internal power and providing resources through a
supportive community across multiple generations. We achieve this through an
innovative model that combines essential services with hands-on, skill-building
programs that foster stability, agency, and long-term success. We believe that by
helping families to break the cycle of poverty across generations and achieve health
equity, we can help create a more just and equitable society for all. Our core values
include:
Dignity: We affirm the inherent self-worth of every individual and embrace the
responsibility to create access to opportunities to live a healthy life, regardless of
their race, ethnicity, gender, sexual orientation, socioeconomic status, or other
factors.
Caring: We practice kindness, caring, and mutual respect to foster trust and build
healthy relationships.
Solidarity: We believe in the beauty of camaraderie and the strength that comes
from “standing with” all we help in support of community.
Collectiveness: We believe that our ability to work together with all those we help
as partners contributes to our mutual success.
Agency: We believe that positive power can be unleashed when people are given
the tools to advocate for their future.
We have built a strong and efficient infrastructure that provides the administrative
capacity to manage complex programs, as demonstrated by more than 25 years of
successfully fulfilling grants and contracts with government, foundation, and corporate
funders. Guided by our “for the community, by the community” approach, we center
Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 1
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community voice, elevate neighborhood leadership, and celebrate culture to create
long-lasting change. This approach also ensures that members identify their needs, and
plan services accordingly, with Sunday Friends providing access, tools, and guidance
as relevant.
Primary areas of current work: Sunday Friends participants, known as “members,”
rather than “clients” to foster a sense of ownership and belonging, engage in our "Learn,
Serve, and Earn" (LSE) model, guided by three core principles: family-centered
mindfulness, community support, and education. Through this model, families can
engage in a variety of learning activities, such as parenting classes, job skills training,
wellness, digital and financial literacy workshops, and education around climate
resilience and environmental stewardship, and serve in different roles for the benefit of
the community. The family earns points for each activity they serve or participate in.
Points can be redeemed for benefits such as food, rental assistance, household and
school supplies, and more. We currently operate community-based facilities in San José
and Gilroy with multipurpose spaces, supported by a trained staff and a volunteer
network experienced in delivering prevention and family-strengthening programs. We
have established partnerships with local schools, community-based organizations,
healthcare providers, law enforcement, local municipalities, and the State of California.
Annually, we distribute 112,000 pounds of food, provide over 24,000 units of basic
necessities, and conduct over 130 classes. Our main areas of work also include our
Dream. Build. Mentor. (DBM) Lab, an Entrepreneurship accelerator for families;
Wellness in Bloom, supporting overall wellness, and providing education and
experiences around nature conservation, recycling, and environmental stewardship;
drug prevention and education initiatives in partnership with the State of California and
City of San Jose; advocacy, leadership and skills-building; and homelessness
prevention work.
Board and Staff: Sunday Friends is governed by a Board of Directors who are strong
advocates for the organization and bring a diverse skillset to drive our mission and
impact. Our staff, led by an Executive Director with more than 20 years of experience in
non-profit leadership, program development and evaluation, is comprised of an
experienced team with deep knowledge of grassroots work in un and underserved
communities of color. All staff have lived experience similar to our members - and some
are members who have chosen to work for our organization. Key staff include:
Tatiana Colón-Rivera, Executive Director: Tatiana is a dynamic Latina leader with
extensive expertise in designing effective programs for underserved and diverse
populations in Santa Clara County. Her experience in grassroots program development
ensures that the voices of diverse communities in Santa Clara County are not only
heard but that they are actively involved in shaping, implementing, and evaluating
services that make a difference. As Chief Impact and Strategy Officer at Unity Care
Group for five years, she led the organization through a significant expansion and
diversification of funding streams, developed its housing and client services strategy,
and guided the shift toward becoming a data-driven organization. Prior to that, she held
Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 2
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leadership positions at Catholic Charities of Santa Clara County, where she oversaw
Older Adult Services as Division Director. Earlier in her career, she held several
leadership roles spearheading local, state, and national efforts focused on domestic
violence and sexual assault prevention. Tatiana holds a Master’s degree in Public
Administration with an emphasis in public policy development and a Bachelor of Arts
degree in Psychology and Criminal Justice. Tatiana is bilingual in English and Spanish.
Andy Garcia-Romo, Director of Programs: Andy has been a dedicated member of the
Sunday Friends team since 2020, advancing through roles of increasing impact. He has
played a vital role in strengthening program evaluation, enhancing the volunteer
experience, and expanding Sunday Friends’ digital presence through engaging content
on social media and the website. Andy also hosts Spanish-language classes for
members, fosters strong community partnerships, and actively supports development
initiatives. As a first-generation son of a Mexican immigrant, his personal experiences,
along with his bilingual skills in Spanish and English, enable him to connect effectively
with our members. Andy holds a Bachelor's degree in Economics.
Tia TranHoang, Community Health Manager: Tia leads Sunday Friends community
health and wellness portfolio. She is also responsible for implementing educational
programs, supervising staff, and tracking data. As the daughter of immigrant parents
and a first-generation college graduate, she has a deep, personal understanding of the
challenges faced by diverse communities. She has interned with CommUniverCity as a
student coordinator and with the San José State University Wellness Center as a Health
Educator, giving her valuable hands-on experience in public health education. Tia holds
a Bachelor of Science in Public Health with minors in Nutrition & Food Science and
Child & Adolescent Development and a Master of Public Health degree. She is fluent in
English and Vietnamese.
Support staff: Our Fiscal team includes a fractional Chief Financial Officer, a Controller,
and a bookkeeper who together have built the needed systems and provide the
necessary oversight to ensure successful monitoring of contractual obligations.
Our administrative team is skilled in handling complex reporting requirements, financial
tracking, and compliance obligations. We utilize robust project management and
accounting software to maintain accurate financial records, monitor fund allocation, and
ensure transparency in spending.
Experience with opioid/substance use prevention and harm reduction: Risk
reduction and improving protective factors for our members is incorporated into
everything we do. In terms of programming specific to opioid and substance use
disorder (SUD) prevention, relevant examples include:
-Opioid overdose prevention and education: Since 2021, Sunday Friends has
partnered with the San Jose Police Department (SJPD) to provide opioid abuse
and overdose prevention education for families, with resources on how to
administer Narcan and where to find it. We have also distributed Narcan to
families.
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-Wellness in Bloom OOP Module (an Opioid Overdose and Prevention Program):
This program was an expansion of our partnership with SJPD to provide more
comprehensive education to families. With support from the City of San Jose,
Sunday Friends implemented this program in 2024-2025. We utilized various
age-appropriate education modules provided in English and Spanish aimed at
preventing the misuse of opioids for families and youth at risk of OUD. The
program incorporated our whole family strategy, engaging parents and their
children together in workshops that explore the impact of opioid addiction on
families, build communication and strengthen family bonds and family-centered
activities.
-RISE (Resilience, Inspiration, Support, and Empowerment)Youth Leadership
Program: We launched this program in 2025, in partnership with the California
Department of Health Care Services via the Elevate Youth California initiative.
RISE addresses SUD prevention, equipping youth to lead with skill and purpose:
they build teamwork, communication, conflict-resolution, and public-speaking
abilities; learn to run community listening sessions and service projects; research
and analyze policies on substance use, mental health, and social justice and
advocate with decision-makers; develop critical thinking and media literacy to
create awareness campaigns (videos, podcasts, social media); design peer-
education initiatives in formats they choose; and receive ongoing mentorship and
coaching from experienced leaders.
Sunday Friends appreciates the opportunity to submit the enclosed proposal. We look
forward to the possibility of partnering to expand our impact and advance shared goals
in community health and well-being.
Respectfully,
Tatiana J. Colón-Rivera, Executive Director
Sunday Friends Foundation
Phone: (408) 475-2798
Email: tatiana@sundayfriends.org
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Project Narrative
a. Program plan
i. Plan to address the abatement strategies and timeline
The proposed program, Wellness in Bloom: Gilroy Opioid Overdose Prevention (OOP)
Edition, incorporates a comprehensive approach to substance use disorder (SUD)/
opioid use disorder (OUD) prevention, focusing on education, awareness, and
overdose death prevention. While this is a new project, it builds on our successful
Wellness in Bloom initiative, which was previously funded for OOP by the City of San
Jose. Services are designed to align with preventing the misuse of opioids, preventing
overdose deaths and other harms (harm reduction), and connecting people with the
resources and help they need. We address OUD-related stigma by normalizing
conversations about substance use, emphasizing that addiction is a health issue
rather than a moral failing. Our approach includes community education sessions,
culturally and linguistically appropriate materials, and peer-led discussions where lived
experience is valued. Staff and volunteers receive training in trauma-informed care,
motivational interviewing, and nonjudgmental communication to ensure all interactions
reduce shame and encourage help-seeking behavior.
Intended outcomes include increased community awareness of OUD as a treatable
condition, reduced stigma among participants, improved linkage to treatment and
support services, and ultimately, a reduction in use, overdose risk and associated
harms.
The curriculum for the prevention module will draw from evidence-based resources
tailored to community settings adapted to suit this project. We will utilize resources like
the U.S. Department of Health and Human Services' Opioid Crisis Practical Toolkit,
Operation Prevention's Parent Tool Kit, SAMHSA Opioid Use Disorder Digital Products
and tool kits and relevant materials from the California Department of Public Health,
particularly those in Spanish. We will also adapt and translate existing resources,
ensuring cultural relevance and accessibility. Additional proposed program components
are thoughtfully designed, drawing upon established best practices, our extensive
experience working with the target population in a person-centered, strength-based
manner, the strengths and insights of our team, and the measurable successes our
model has achieved.
Components include:
Activity 1: Community Listening sessions: Engage the community in listening sessions
to understand their needs and the impacts of opioid misuse in their community. We will
use this information to adapt our programming and education to ensure their needs are
addressed.
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Activity 2: Education
● Targeted youth education for ages 8–18: 1) Age-appropriate workshops to build
foundational knowledge about opioids. Sessions also cover where to access
Naloxone/Narcan, how to resist peer pressure, and practical harm-reduction
strategies such as overdose prevention and how to get help in a crisis. We
strengthen problem-solving and decision-making so youth can navigate real-
world situations, address environmental factors that influence use, and practice
healthy coping skills to manage stress and emotions. 2) Experiential activities
translate learning into action: participants create public service announcements,
substance use and mental health related Zines, and take part in community
outreach, reinforcing knowledge while building confidence to educate peers and
connect others to support.
● Parent/Caregiver Education: Six sessions will equip parents with practical tools to
keep children safe. In age-appropriate sessions, they learn what opioids are, how
to spot early signs of misuse, and how to talk with children in ways that build
trust. Topics include overdose prevention, Naloxone/Narcan access, managing
chronic pain, environmental risk factors, and harm-reduction strategies. Parents
also receive referrals to counseling, treatment, and community resources,
helping them respond early, communicate effectively, and protect family health.
Activity 3: Family Engagement and Public Awareness Campaign: Families (youth and
parents together) will participate in an interactive workshop that strengthens
communication, deepens understanding of how opioid addiction affects families, and
empower them to become advocates for prevention. Building on this activity, families
will co-create a bilingual (English/Spanish) social media and public education campaign
that shares their collective messages with the wider community. The campaign will be
coordinated with community partners and amplified beyond Sunday Friends’ network to
maximize awareness and impact.
Activity 4: Community Partnerships, Resources and Support: This includes: a)
Partnerships with the City of Gilroy Police Departments Community Services Officer for
the distribution and education of Narcan, Santa Clara Family Health Plan, Gardner
Health Services to provide our families access to their resources; local schools and the
City of Gilroy's recreation department to disseminate information and recruit
participants; b) Development of comprehensive resource guides for families.
Activities, outputs, outcomes, and evaluative tools are described further below.
Activity 1: Community Listening Sessions
Frequency: Will occur two times at the beginning of the program
Output: 2 sessions in the first two months of the program
Outcome: Establish community priorities: participants will articulate key challenges they
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face related to opioid misuse to help guide future programming and partnerships.
Evaluative Tools: Documentation from the listening sessions.
Activity 2: Education
Education and experiential activities for ages 8-18:
Frequency: Monthly for 9 months
Outputs: 1 workshop cycle of 6 sessions x 9 months = 54 sessions
• 35 Youth ages 8-12 will be served through the 5-session curriculum (sessions
take place once per week for 30 minutes each).
• 50 Youth ages 13-18 will be served through the 5-session curriculum
(sessions take place once per week for 30 minutes each).
• 85 youth will be served through follow up 1-hour long experiential activities at
the end of every 5-session curriculum.
Outcome: 80% of participants will report increased knowledge about opioids, their
effects, and the risks associated with their use.
Evaluative Tools: Post-event listening session
Education for caregivers:
Frequency: Monthly for 9 months
Output: 1 workshop cycle of 6 sessions x 9 months = 54 sessions
75 parents/caregivers will be served through a weekly, 60-minute each 6-session
curriculum
Outcome: 90% of participants will report knowing where to access additional resources
to address opioid/fentanyl misuse.
Evaluative Tools: Post-workshop series survey
Activity 3: Family Engagement & Public Awareness Campaign
Frequency: Biannually (at least two events per year)
Outputs: 100 parents and youth will participate in a whole family experiential prevention
activities creating joint public service announcements (PSAs) and community prevention
messaging; Sunday Friends will reach 2,500 individuals through the social media
campaign component.(10 posts)
Outcomes: at least 80% of participants will report Increased awareness of substance
use prevention strategies; Greater confidence in discussing substance use within their
families; and a stronger sense of connection to community support and resources.
Evaluative Tools: Post-workshop series survey
Activity 4: Community Partnerships, Resources and Support
Frequency: Ongoing
Outputs: Number of new partnerships developed, number of resource guides
developed/distributed, 80% of program participants report increased awareness of
available resources.
Evaluative Tools: Data tracked by program staff
Implementation, evaluation and project timeline
Implementation will begin with a planning and training phase in Month 1, followed by
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outreach and program delivery in Months 2–12, including interactive workshops, family
support sessions, and community awareness campaigns. Evaluation will involve pre-
and post-surveys to assess changes in knowledge, attitudes, and willingness to seek
support, as well as tracking participation and engagement metrics.
Implementation plan with timeline: January, 2026 – December, 2026
If funded, Sunday Friends will be ready to start providing program services in January
2026. The implementation plan is as follows:
• January-February 2026: Orient staff to project goals in and deliverables in early
January, confirm project work plan, including data collection protocols; begin
outreach, recruitment, and engagement of participants
• February 2026: Confirm curriculum, workshop schedules and logistics; continue
outreach, recruitment and engagement
• March 2026: Parent classes will be implemented and are ongoing
• April 2026: Youth classes begin and are ongoing
• September 2026: Social media campaign design and implementation begins in
tandem with National Recovery Month and into October 2026, during National
Youth Substance Use Prevention Month.
• December 2026: Program wrap up, data analysis and evaluation activities in
conjunction with ongoing program activities.
• Ongoing: Client and program data will be collected throughout the grant period,
analyzed, and reported on as required.
ii. Target audience, risk, and barriers
With an established presence in Gilroy, Sunday Friends will have a special focus on
low-income Latinx families living in under-resourced Gilroy neighborhoods. However,
the program will be open to any Gilroy resident at risk of or impacted by OUD. We will
hold community listening sessions to identify specific community needs and gaps and
with help of the city of Gilroy identify potential “hot spots” with disproportionate rates of
drug misuse and opioid overdoses so that we can focus our outreach activities
appropriately. Our members in Gilroy will serve as a starting point for recruitment - all
are low-income and most Latinx. The typical Sunday Friends family consists of a single
mother with two children earning about $23,500 a year - far below Silicon Valley’s
average income of roughly $160,000 - often while juggling multiple jobs. Education and
economic opportunity remain out of reach for too many. In terms of race and ethnicity,
Latinx youth continue to have the highest rate of school disengagement in the county -
in 2023-24, 27% were chronically absent from school. Graduates often lack the
financial means or support systems to pursue higher education. Families face
compounded barriers - generational poverty, unstable housing, limited healthcare
access - both symptoms and legacies of discriminatory drug policies.
We work to disrupt these cycles, surrounding such families and communities with
dignified care and concrete pathways to stability, so they can turn from survival to
healing and lasting opportunity. We address barriers by providing culturally and
linguistically responsive, free programming and flexible scheduling to ensure families
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can participate fully. Our staff and volunteers build trusting relationships with families,
offering individualized guidance and connecting them to resources for housing,
healthcare, education, and employment. By embedding programming directly in the
neighborhoods where families live and leveraging community members as peer
mentors and ambassadors, we reduce stigma and increase accessibility. In this way,
Sunday Friends ensures that even those facing the greatest systemic obstacles can
engage meaningfully in our prevention, education, and support initiatives. Our “by the
community, for the community” model ensures that participants are actively involved in
identifying community needs, planning and implementing services, and evaluating
them so that they are relevant and what people need and want.
iii. How the project will meet community needs; how needs were identified; how
the project supports those most disproportionately impacted by the opioid
epidemic; developmental, cultural and linguistic appropriateness
The proposed project will address the urgent need for opioid use prevention support
among low-income, immigrant, Latino families in Gilroy as well as anyone impacted by
OUD with barriers to accessing needed resources. This need was identified through a
review of local and county data, and community input, including overdose cases over
the past several years, news stories in which affected families have stated a critical
need for education and awareness in Gilroy, and data re: the opioid epidemic among
Latinos. Data shows that the opioid crisis is increasingly affecting the Latino community
in California, with death rates growing fastest among this group. Data from recent years
highlights a dramatic rise in mortality and emergency department visits for Latinos which
began in 2017 [Avelardo Valdez, et. al. The opioid epidemic among the Latino
population in California, Drug and Alcohol Dependence Reports, Volume 2, 2022.] This
crisis is compounded by language barriers, challenges regarding healthcare access,
stigma surrounding mental health and substance use, and limited culturally responsive
prevention and education programs for Spanish-speaking residents.
To ensure that our program design reflects real community priorities and experiences,
Sunday Friends will conduct listening sessions and focus groups with parents, youth,
and local partners/stakeholders. This community input will guide program activities,
topics, and outreach strategies, ensuring they are relevant and resonate with
participants’ lived realities.
Our project will support those most disproportionately impacted by the opioid epidemic -
low-income families, immigrants, and at-risk youth by integrating culturally, linguistically,
and developmentally appropriate prevention education into our trusted, family-based
service model. All workshops and materials will be bilingual (Spanish/English) and
delivered by staff who reflect the cultural backgrounds of participants. Sessions will use
age-appropriate, interactive methods that engage children, teens, and adults together in
efforts to reduce stigma, strengthen protective family factors, and promote open
dialogue about stress, coping, and healthy choices. By leveraging Sunday Friends’
established community trust and empowerment-based approach, the project will create
safe, welcoming spaces for prevention education and connection, meeting families
where they are, in the language they speak, and in the context of their everyday lives.
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iv. Level of staffing for the project
The Sunday Friends Executive Director will oversee program design and
implementation while our Community Health Manager will oversee the program and
provide support - both in-kind. Our Director of Programs (0.05 FTE) will be responsible
for daily program operations and community partnerships. The Operations and
Engagement Coordinator ( .10 FTE) will support engagement activities, manage data
and report on performance. The Health Education Coordinator (0.6 FTE) based in Gilroy
will lead community listening sessions, and implement all education, family
engagement, outreach, and partnership/activities.
Sunday Friends is confident that this staffing structure - combining dedicated
leadership, operational support, and community-based expertise - will ensure the
program is implemented efficiently, with strong accountability and high-quality
outcomes.
v. How this project will be sustainable beyond the funding period
Through knowledge transfer, families will gain lasting skills and information to make
healthy choices, communicate effectively, and prevent substance misuse long after
direct program participation ends. Sunday Friends’ model centers on building the
capacity of parents and children to support one another and share what they have
learned within their communities, creating a multiplier effect that extends impact well
beyond the grant period. In addition, our broad base of community and philanthropic
support keeps Sunday Friends stable and able to serve families with dignity and care.
Our strong fund development team actively identifies and cultivates new funding
sources—including foundations, corporations, and individual donors—to sustain and
expand our programming. Sunday Friends has a proven track record of financial
stability and program longevity, ensuring that this initiative will remain viable and
continue to benefit families for years to come.
b. Project Work Plans
i. Category; subcategory(ies); and strategies under each subcategory being
utilized; activities meeting the category
Activity name: Community listening sessions
Category: Prevention
Subcategory: Prevent misuse of opioids
Strategy: Community-based education or intervention services for families, youth, and
adolescents at risk for OUD and any co-occurring SUD/MH conditions
Activity Description: Engage target audience in listening sessions to understand their
needs related to opioid misuse to help inform our education and prevention strategies.
Activity name: Education
Category: Prevention
Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms
(harm reduction)
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Strategy: Youth-focused programs or strategies that have demonstrated effectiveness
in preventing drug misuse and seem likely to be effective in preventing the uptake and
use of opioids; community-based education for families, youth, and adolescents;
Training and education regarding naloxone and other drugs that treat overdoses for
youth and adults; training and education regarding naloxone and other drugs that treat
overdoses for families, and other members of the general public.
Activity Description: Age-appropriate youth education and experiential activities related
to opioid misuse for ages 8–18, include where to access Naloxone; education for
parents/caregivers about opioids
Activity name: Family Engagement & Public Awareness Campaign
Category: Prevention
Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms
(harm reduction)
Strategy: Media campaigns to prevent opioid misuse; training and education regarding
naloxone and other drugs that treat overdoses for families, community support groups,
and other members of the general public.
Activity Description: Families will develop relevant social media campaigns related to
opioid and SUD prevention
Activity name: Community Partnerships, Resources and Support
Category: Prevention
Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms
(harm reduction)
Strategy: Increased availability and distribution of naloxone and other drugs that treat
overdoses for… individuals with OUD and their friends and family members..., or other
members of the general public.
Activity Description: Sunday Friends will maintain, build on and cultivate local
partnerships and develop a resource guide to ensure families have adequate support
and access to resources related to opioid use.
ii. Objectives
Abatement strategy: Prevention
Outcome for education strategy for youth: 80% of youth ages 8-18 will report
increased knowledge about opioids, their effects, and the risks associated with their
use as measured from the start of the workshops described in Section a.i. of the
Project Narrative to exit. Target completion date: 12/1/26.
Outcome for education strategy for parents/caregivers: 90% of participants will report
knowing where to access additional resources to address opioid/fentanyl misuse as
measured from baseline/entry to completion of the education described in Section a.i.
of the Project Narrative. Target completion date:12/1/26.
iii. Budget plan and narrative – Please see the following page
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Category Amount Budget Narrative
Salaries and Benefits 1 2 3 4
Director of Programs - 0.05 FTE $4,700.00 $1,566.00 $1,567.00 $1,567.00 Responsible for program implementation, daily
program operations, community partnerships, and
relationships with schools, local government
Community Health Manager $0.00 $0.00 $0.00 $0.00 Has primary oversight over this program and will
provide support in-kind
Operations and Engagement
Coordinator - 0.10 FTE
$5,616.00 $1,872.00 $1,872.00 $1,872.00 Will support enagagement activities, track data and
report on performance
Gilroy Health Education Coordinator - $32,448.00 $8,112.00 $8,112.00 $8,112.00 $8,112.00 Part-time staff assisting with education activities in
person and online, supports with coordinting youth
leaders and assigning tasks.
Subtotal salary $42,764.00 $11,550.00 $9,984.00 $11,551.00 $9,679.00
Employee taxes, payroll & benefits $9,408.08 $2,541.00 $2,196.48 $2,541.22 $2,129.38 Calculated at 22% of salaries (employee taxes &
payroll at 11.65% and employee benefits at 10.35%
Personnel Subtotal $52,172.08 $14,091.00 $12,180.48 $14,092.22 $11,808.38 $52,172.08
Operating Supplies
Narcan $7,500.00 $3,750.00 $3,750.00 To purchase narcan for program participants
Tiendita de Apoyo $7,500.00 $1,000.00 $3,250.00 $3,250.00 Supports participation in our Learn, Serve Earn
Model
Operating Supplies subtotal $15,000.00 $1,000.00 $7,000.00 $3,250.00 $3,750.00 $15,000.00
Subtotal Direct Program Expense $67,172.08 $15,091.00 $19,180.48 $17,342.22 $15,558.38 $67,172.08
Indirect Expense at 10%$6,717.21 $1,679.30 $1,679.31 $1,679.30 $1,679.30 Covers the costs of accounting firm, audit, tax
preparation, HR services firm, development
consultants, utilities, insurance, legal fees, etc.
Total Program Cost $73,889.29 $16,770.30 $20,859.79 $19,021.52 $17,237.68 $73,889.29
Activities
Activity 1: Community Listening Sessions
Activity 2: Education
Activity 3: Family Engagement & Public Awareness Campaign
Activity 4: Community Partnerships, Resources and Support
Budget: 2026 Wellness in Bloom Program "Gilroy OOP Edition"
Activity
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October 17, 2025
City of Gilroy
Attn: Carina Baksa
Community Engagement Division
Subject: Opioid Remediation Services Proposal
Dear Ms. Baksa and Mr. Atkins,
Youth Alliance (YA) is honored to submit this proposal for the City of Gilroy’s Opioid Remediation Services
funding. For nearly 30 years, YA has been a trusted community-based organization serving South Santa
Clara and San Benito Counties, helping youth and families heal and lead through culturally rooted
prevention and leadership programs. Our request for $118,676 represents half of the available funds and
reflects our partnership with Carry the Vision (CV) to jointly implement CARE: Community Action for
Recovery & Education, a community-led opioid prevention and education initiative. Through this effort,
Youth Alliance will deliver youth-centered prevention, education, and healing by facilitating Xinachtli and
Joven Noble groups, peer-led healing circles, and harm reduction workshops, while amplifying youth voice
through creative media and outreach campaigns. Together with Carry the Vision’s adult-focused recovery
work, CARE will build a comprehensive, culturally grounded response to the opioid crisis that uplifts
Gilroy’s youth and families.
YA has a proven track record of managing public and private funding for youth prevention and wellness
programs. For over a decade, we’ve partnered with Santa Clara County Behavioral Health to lead
prevention and restorative justice initiatives, complemented by collaborations with the Santa Clara County
Youth Task Force, Elevate Youth California (Prop 64), and San Benito County Probation and Behavioral
Health in the neighboring county. These long-standing partnerships demonstrate our capacity to deliver
equitable, evidence-based, and fiscally responsible programs that improve community outcomes.
We also confirm that we have reviewed and agree to the terms outlined in Attachment B: Standard
Agreement Template included in the RFP and are committed to full compliance with requirements.
We thank the City of Gilroy for its leadership in directing opioid settlement funds toward prevention and
community wellness. We welcome the opportunity to continue our long-standing service to Gilroy’s youth
and families through this important initiative.
With gratitude,
Diane Ortiz, MSW Eduardo Navarro, MA
CEO COO
(831) 636-2853 Ext 123 (831) 537-6656
diane@youthall.org eddy@youthall.org
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ORGANIZATION HISTORY AND PROVEN SUCCESS
Founded in 1995, Youth Alliance (YA) is a nonprofit organization dedicated to collaborating with
youth and families from rural, predominantly Latinx communities in the Central Coast (with a key
focus on South Santa Clara County) who have been: (1) historically marginalized; (2)
disproportionately impacted by the opioid crisis; and, (3) left without a continuum of care. Lack
of access to mental health and behavioral health care has been and remains a critical issue,
especially in the context of widespread opioid misuse.
Our goal is to heal individual and generational trauma so that Latinx youth and families
recognize their inherent strength, cultural values, and leadership potential. They can then
advocate for the full range of services their communities need. We envision a bright future
where every young person from these communities can access a robust network of care and
myriad pathways to prosper and thrive.
Over 30 years, YA has collaborated with young leaders and their families, public agencies,
public officials, and other community partners in South Santa Clara County to establish a
community hub with wraparound services, which are evidence-based, culturally responsive, and
linguistically appropriate. Today Youth Alliance is a deeply rooted, trusted partner serving more
than 2,300 every year across South Santa Clara and San Benito Counties through substance
abuse prevention, leadership development, and other wellness programs.
Our team is led by a diverse team of professionals who are bilingual and with deep experience
in youth development, holistic whole person care focus, restorative justice practices, and
nonprofit management. Together, our staff of over 60 facilitators, case managers, outreach
specialists and youth & family advocates are trained in proven models tailored to the unique
needs of rural BIPOC families.
For our work to identify risk factors and intervene early to prevent drug abuse—including
opioids—we apply frameworks focused on addressing trauma, instilling healthy
decision-making, and discovering resilience through cultural values. Behavioral health
frameworks include Mental Health First Aid, Substance Use Prevention, Botvin Life Skills
Training, and Motivational Interviewing. They are interwoven with culturally-rooted curricula that
include Joven Noble, Xinachtli, Cara y Corazón, and Girasol. We are also pioneers in weaving
restorative justice and mindfulness practices into whole-person care.
Moreover, YA has established a contractual partnership with Santa Clara County Behavioral
Health Services for over a decade to lead in-school and community prevention and restorative
justice programs that align with countywide mental health and substance use strategies. We
have also implemented prevention initiatives with the Santa Clara County Youth Task Force and
Elevate Youth California—the grant program administered by the California Department of
Health Care Services and funded by the Regulate and Tax Adult Use of Marijuana Act (Prop
64). These long-standing partnerships reflect our ability to deliver programs that are equitable,
effective, and accountable to both fiscal and performance standards.
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Our prevention and recovery efforts include school and community workshops on fentanyl
awareness, overdose prevention, Narcan intervention use, and harm reduction practices. We
coordinate youth-led campaigns and support circles that strengthen protective factors, build
resilience, and promote wellness. Guided by the La Cultura Cura framework, our approach
helps young people reconnect to identity, culture, and community as key pathways to healing
and prevention.
After nearly three decades of service, we continue to show the capacity, trust, and commitment
needed to lead effective, culturally grounded opioid prevention and education programs in
partnership with our community.
PROJECT NARRATIVE
Describe how you plan to address the abatement strategy(ies). Share the project,
including the timeline, a high-level overview of implementation and evaluation steps, and
the intended outcomes. Describe how the project addresses opioid use disorder
(OUD)-related stigma.
PROGRAM OVERVIEW
Youth Alliance (YA) will implement holistic prevention and education strategies, co-created with
the communities it serves—designed to address substance use (especially opioids) among rural
marginalized groups and families in South Santa Clara County. These strategies are grounded
in trauma-informed, culturally and linguistically responsive practices that meet youth and
families where they are. The initiative integrates substance use prevention, early intervention,
and youth leadership development to strengthen individual and community resilience. Outcomes
are categorized by 1) community accessible education and services, 2) in-school services, and
3) community outreach and information dissemination. Each activity supports the opioid
remediation priorities outlined by Santa Clara County in the following ways:
1. Interventions to Prevent Drug Addiction in Vulnerable Youth: YA will deliver
school-based prevention education, family workshops, and peer-led programs that
strengthen coping skills, foster supportive relationships, and build resilience so youth can
internalize healthy coping mechanisms, build peer connections, and recognize their
potential—all behavioral practices that lead them away from substance use.
2. Support and Sustain Culturally Relevant Healing and Diversion Programs: Through
culturally rooted models like Xinachtli and Joven Noble , YA will operate trauma-informed
healing circles and leadership groups that address the underlying causes of substance use
and promote healthy alternatives.
3. Diversion of People with Substance Use Disorders from the Justice System into
Treatment (at risk or impacted): YA’s restorative justice and healing-centered programs
provide non-punitive alternatives for youth at risk of jail or incarceration or as a re-entry
resource, connecting them to mentoring, education, and culturally grounded care with
trusted adults that have been native to the Gilroy area.
4. Addressing the Needs of Communities of Color and Vulnerable Populations
Disproportionately Impacted by Substance Abuse Disorders: Programs are bilingual,
bicultural, in-school & community-based, reaching all communities of color regardless of the
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economic, cultural, educational, or immigration status in Santa Clara County through trusted
relationships and accessible prevention services.
We have organized our work to address opioid misuse across three outcomes.
OUTCOME #1
Youth demonstrate increased knowledge, confidence, and participation in substance use
prevention—especially opioid misuse—through trauma-informed education,
early-intervention workshops, and access to culturally and linguistically appropriate
resources.
YA will provide interactive substance abuse prevention workshops in a community setting like
the Youth Impact Center, primarily focused on: (1) warning signs for early intervention; (2) use
and training of Naloxone (Narcan); (3) non-judgmental ways to discuss substance abuse and its
impacts; and, (4) healthy decision-making. Sessions will be age-appropriate, trauma-informed,
and adaptable to both in-school and after-school spaces. YA staff will partner with educators to
host sessions that respond to the unique needs of youth in the county for parents and for youth.
In addition, participating youth will be eligible for a range of resources at its Gilroy Youth Impact
Center that include weekly drop-in sessions, advocacy and leadership groups, resource
navigation, art workshops and family activities.
Implementation Steps
● Youth Alliance will offer weekly interactive workshops applying culturally relevant,
evidence-informed, and linguistically appropriate curricula to attract and retain participants.
● At the Gilroy Youth Impact Center, YA will connect youth and families to bilingual case
managers who can connect families to a range of services, including partners focused on
substance abuse prevention and recovery like Carry the Vision, intensive outpatient
programs, and (as needed) in-patient hospitalization.
● The Gilroy Youth Impact Center will also serve as a safe space for drop-in sessions and
special family activities offered once every other month and during holidays.. Drop-in
sessions offer a safe space for youth to work on homework, socialize, have access to
snacks and engage in recreational activities. Special family activities include educational
activities, creative workshops, listening sessions, or holiday shared meals.
OUTCOME #2
Latinx youth, families, and community members collaborate to reduce stigma
surrounding substance use—particularly opioids—by fostering open dialogue, shared
understanding, and leadership.
Youth Alliance will integrate opioid prevention education into ongoing healing circles and
leadership development programs grounded in culturally responsive models, including Xinachtli
and Joven Noble. These circles will create safe spaces for youth to reflect on personal and
community experiences with substance use, grief, violence, and structural harm. Grounded in
restorative practices and cultural values, these groups will foster connection, empathy, and
emotional regulation while linking youth to additional support as needed. Groups will take place
at a selected school and a minimum of 4 groups will take place during the contract period.
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Youth participating in these activities will be matched with supportive mentors and peers to
cultivate leadership skills to model positive behaviors, provide a larger support network focused
on substance abuse, and lead a campaign focused on reducing the stigma, especially opioid
addiction.
Implementation Steps
● Youth Alliance will recruit at least 40 youth (ages 12-18) to participate in healing circles and
leadership development groups through established partnerships with local schools and
community organizations, as well as direct outreach in high-need areas throughout Santa
Clara County.
● Healing circles and leadership development groups will meet weekly for a 10 week cohort
across the selected South County school district(s) and will be eligible to join the Youth
Media team, and Advocacy team at the Gilroy Youth Impact Center.
● At least 20 youth peer mentors will be trained and receive continuous coaching in cultural
healing, mindfulness, and restorative practices, with a key focus on monitoring for early
intervention around opioid misuse and initiating delicate and charged conversations around
substance abuse.
● Restorative justice diversion practices will be integrated into the program to provide
alternatives to punitive discipline for youth impacted by substance use or related behavioral
issues. Youth referred through school or community diversion pathways will participate in
leadership training groups and healing circles that emphasize accountability, reflection, and
reconnection, helping them rebuild trust and restore relationships while learning coping and
leadership skills.
OUTCOME #3
Youth-led media and advocacy campaigns increase community awareness about
substance use risks and prevention strategies — emphasizing opioid education, early
warning signs, and access to care through trusted and relatable messengers.
YA will expand its multi-channel public awareness campaigns aimed at raising awareness about
substance abuse across the county, with a focus on the opioid epidemic. Campaign activities
will target all communities in South County across generations. Accessible and relatable media
will be developed to be accessible to communities of color. The design will be led by youth
leaders mentored by adults versed in storytelling across media. A cornerstone of the campaign
will be stories and interviews incorporated into the Our Voices podcast or short social media
clips .
Implementation Steps
● YA will recruit and identify a cadre of youth leaders from programs it runs at the Gilroy
Impact Center and at partner schools. We will also reach out to a variety of longstanding
partners, including Gavilan College and Community Media Access Partnership to provide
youth with technical skills.
● The team of youth spearheading the campaign will meet weekly to brainstorm and shape
elements of campaigns.
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● With support from Youth Alliance staff, parent allies, and partners, youth leaders will
coordinate additional in-person public awareness activities across schools, parks, and public
events. Activities may include, but are not limited to, tabling events, roundtables, listening
sessions, resource fairs, open forums, community workshops, and school informational
sessions.
● The youth-led team will also develop 5 social media initiatives across the core platforms
including Instagram, Facebook, Youtube, and X (Twitter).
● Participants will develop, produce, edit, and publish a minimum of three episodes for the Our
Voices podcast, where youth share stories and conversations that elevate their voices and
lived experiences. The episodes will center on substance abuse, with significant focus on
the dangers of opioids. In keeping with the purpose of the podcast, they will include stories
and interviews, as well as information on early warning signals, approaching sensitive and
high-stakes conversations, and paths to resources.
● Mentors will assist youth leaders in compiling and interpreting feedback and data from
campaigns to continue to iterate and innovate.
EVALUATION
To demonstrate a rigorous, culturally responsive approach to measuring outcomes, learning,
and accountability across all project activities, Youth Alliance will use the following data
collection and assessment practices:
● Quantitative tracking: Participant counts, attendance logs, pre/post knowledge surveys.
● Qualitative feedback: Restorative reflection circles, youth focus groups, and caregiver
feedback used to gather stories of change and perceived shifts in stigma or wellness.
● Partner data: Partner feedback will be utilized to improve and learn for future programs.
● Continuous improvement: Quarterly team debriefs to assess fidelity to trauma-informed
and culturally grounded models; mid-year adjustments documented in written summaries.
All evaluation tools and reflection activities will be linguistically appropriate and culturally
accessible to ensure safe participation and honest feedback. For example, all evaluation
materials distributed to participants will be available in English, Spanish, and other languages
(as needed).
TIMELINE
The following is the cadence that Youth Alliance will use to execute, refine, and evaluate
strategies based on the start of the contract. This timeline proposes a November 2025 start and
end date of October 2026.
Nov–Dec 2025 | Program Setup and Outreach
• Finalize school partnerships with GUSD and community partners.
• Meet with administrators, counselors, and parent liaisons to plan logistics.
• Develop bilingual outreach materials and hold info sessions for families.
• Establish evaluation tools, reporting templates, and data tracking system.
• Launch introductory social media announcements and recruitment campaign.
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Jan–Feb 2026 | Recruitment and Group Enrollment
• Recruit youth and families for prevention workshops and leadership groups.
• Conduct orientations and collect baseline data (intake forms, surveys).
• Deliver staff refresher training on trauma-informed and culturally rooted facilitation.
• Schedule initial bilingual parent workshops and youth information nights.
• Implement 10-week culturally grounded leadership and healing cohorts (Outcome 2) either all
in unicent or 2 in January and 2 in May depending on school approval.
Mar–Apr 2026 | Launch of Prevention Workshops
• Begin weekly prevention and education sessions in GUSD schools (Outcome 1).
• Offer bilingual family workshops on fentanyl awareness and early intervention.
• Open weekly drop-in sessions at the Gilroy Youth Impact Center.
• Provide ongoing peer mentor coaching and collect interim data.
May–Jun 2026 | Healing Circles and Leadership Development
• Integrate restorative justice diversion referrals from schools and partners.
• Host family engagement and community-building activities at the Center.
• Conduct mid-year review and program reflection with staff and Data Analyst.
Jul–Aug 2026 | Youth-Led Media and Advocacy Campaigns
• Recruit youth media team and begin planning Our Voices podcast episodes.
• Develop social media campaigns focused on stigma reduction and prevention.
• Partner with Communications Specialist for design and dissemination.
• Host community outreach events in parks, schools, and public spaces.
Sep–Oct 2026 | Evaluation and Reporting
• Conduct post-surveys, focus groups, and reflection circles.
• Compile final attendance, participation, and impact data.
• Hold community celebration and youth recognition event.
• Review results with leadership team and submit final report to City of Gilroy.
• Develop sustainability and continuation plan for prevention programming.
Ongoing Activities:
• Weekly coordination and supervision meetings.
• Continuous data tracking and evaluation support by Data Analyst.
• Monthly bilingual family engagement events and school collaboration.
POPULATION OF FOCUS
Describe the target audience impacted by your proposal. How are these targeted
audiences most at risk or impacted by OUD considered in this project? How does your
project address potential barriers to accessing your programming?
The need for trusted, community-based prevention—especially for BIPOC youth ages 12 to
18—is urgent and well-documented. According to the Santa Clara County Medical
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Examiner-Coroner’s Office, fentanyl is involved in more than 70 percent of accidental overdose
fatalities countywide. Youth and young adults ages 15 to 29 account for a growing share of
these deaths, with South County ZIP codes 95020 (Gilroy) and 95037 (Morgan Hill) showing the
highest per-capita overdose rates. In Gilroy—where more than 60 percent of residents identify
as Hispanic or Latinx—these losses are compounded by limited access to behavioral health
care, language isolation, cultural stigma, and fear of law enforcement.
Youth Alliance programming is co-created with the community it serves and therefore directly
addresses these barriers that exacerbate the opioid epidemic among Latinx youth across South
County. Core pillars of our work which include healing-centered and trauma-informed practice,
community co-creation, evidence-based and culturally responsive frameworks, and accessible,
safe spaces, have established Youth Alliance as a trusted partner in navigating substance use
and mental health challenges. Moreover, we operate in other easily accessible spaces,
especially schools throughout the county. By meeting youth and families where they
are—physically, in the language they use, and through internalized cultural values—YA
removes the structural and psychological barriers that most often prevent Latinx communities
from accessing the opioid prevention education and early-intervention services they need.
COMMUNITY NEEDS
Describe how the proposed project will meet community needs. How were those needs
identified? How does your project support those most disproportionately impacted by
the opioid epidemic? How will you ensure this program is culturally, linguistically, and
developmentally appropriate for the proposed community(ies)?
The impetus behind YA was witnessed decimation across generations by intersecting systems
of harm, including the amalgamation of policies falling under the banner of the “War on Drugs.”
Raised by traumatized elders and watching the cycle of trauma begin again with their children, a
group of parents formed the organization to create a new path forward, one of healing,
opportunity, and empowerment named Barrio Unidos. 30 years later, YA forged that path with
services connecting to more than 20,000 people and providing direct services to more than
3,000 each year that (1) bolster resiliency within rural communities (2) equip generations of
youth to thrive.
At the heart of all our programming is deep, participatory engagement with the community.
Through ongoing active listening—through both informal and formal channels—our programs
continually evolve to reflect the lived realities and cultural values of the Latinx families we serve.
We therefore ensure that prevention and wellness programs are not brought to the community
but built with it , grounded in trust, cultural values, and shared responsibility for collective
well-being. Moreover, we represent our community, with the majority of staff identifying as Latinx
and Indigenous and our service providers living in the neighborhoods where we implement our
programs. Feedback and insight is woven into our work and formalized through longstanding
collaborations with agencies, elected officials, and other nonprofit partners. Now, in the
aftermath of the War on Drugs, we face the opioid epidemic and are once again first to witness
and respond to its devastating impacts. We also see the barriers we must remove to prevent
opioid misuse and intervene early.
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For example, many young people in South Santa Clara County, especially those from Latinx,
immigrant, and low-income families, face limited access to afterschool and recreational
opportunities. Many of these youth are also from hard working parents that may have
experienced work related injuries with access to opioids at home while unsupervised. In Gilroy,
there are few safe, supervised spaces where youth can build community, express themselves,
and connect to caring adults especially if they come from a two working parent household.
Without these protective environments, young people are at higher risk of social isolation and
exposure to substance use, misinformation, and under the influence of toxic role models they
see on social media platforms.
We have responded by creating the Gilroy Youth Impact Center, which is designed in all aspects
to be safe and to reflect cultural roots. We also address the threat by creating structured
opportunities for youth to connect, learn, and lead so that they are mentors to others struggling
with addiction. Moreover (and as stated above), all services are culturally, linguistically, and
developmentally appropriate. We also ground our substance abuse prevention programs in
evidence-informed approaches, as well as decades of experience. In addition, staff regularly
refresh their skills and knowledge through Santa Clara County Behavioral Health trainings.
Accessibility is a key part of the effectiveness of our substance abuse programming. Prevention
and healing programs are offered directly on school campuses during school hours, removing
the need for transportation and minimizing the risks youth may face traveling long distances
after class. Additionally, our Youth Impact Center is conveniently located in downtown Gilroy
near public transportation routes and in a safe, well-lit area, or with caring YA staff that can
transport them back home.
STAFF PLAN
What is the level of staffing for the project? Ensure accountability for carrying out work
plan activities and maintaining overall support and coordination of the work. If planning
to use subcontractors, please describe their responsibilities in carrying out grant
activities.
The CARE initiative will be implemented by a dedicated and experienced team within YA that
ensures strong program delivery, data integrity, compliance, and community engagement. The
project will be coordinated by existing leadership and supported by trained direct-service staff
who have years of experience providing prevention, wellness, and restorative programs in
Gilroy and throughout South Santa Clara County.
The program will be led by a Program Director, who will oversee implementation, manage
day-to-day operations, and ensure that all activities align with the approved work plan. The
Case Manager / Prevention Specialist will facilitate culturally rooted prevention groups such as
Xinachtli and Joven Noble, lead workshops on harm reduction and youth resilience, and
maintain case notes, attendance records, and follow-up with participants and families. The
Outreach Specialist (in-kind) will focus on engaging youth and families through community
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events, conducting direct outreach, and coordinating group activities to maintain strong
participation and visibility in the community.
The project will also receive internal support from key staff across the organization to ensure
accountability and quality (in-kind). The Chief Operating Officer (COO) will provide executive
oversight to ensure fidelity to contract deliverables and responsible management of grant funds.
The Director of Development & Initiatives will ensure compliance, performance tracking, and
timely submission of reports to the City of Gilroy. A Data Analyst will collect, manage, and
analyze quantitative and qualitative program data to evaluate outcomes and ensure alignment
with grant metrics. The Communications Specialist will assist with content creation, media
coordination, and promotion of youth-led prevention campaigns to enhance outreach efforts and
community awareness. Additional Case Managers and Outreach Staff will provide support for
group facilitation, event coordination, and family engagement as needed.
Together, this integrated staffing structure ensures that all program activities are
well-coordinated, compliant with city requirements, and delivered with consistency and cultural
responsiveness. With this team approach, YA will maintain clear accountability for every
component of the work plan from implementation and data collection to evaluation and reporting
to ensuring the success and sustainability of the CARE initiative.
SUSTAINABILITY
How will this project be sustainable beyond the proposed funding period?
YA is deeply committed to sustaining this project beyond the proposed funding period through a
combination of existing infrastructure, strong partnerships, and diversified funding streams. As a
long-standing community-based organization with nearly three decades of service, YA has the
systems, relationships, and staff capacity to continue this work as part of its broader prevention
and wellness portfolio.
The Gilroy Youth Impact Center, where many of the project’s workshops and circles will take
place, is a permanent community hub that YA operates year-round through a blend of public,
private, and philanthropic support. This established site ensures that activities, staff, and
participant engagement can continue without interruption once the grant period concludes. The
Center ’s location in downtown Gilroy, close to schools and public transportation, also supports
long-term accessibility for youth and families.
Sustainability will also be achieved through ongoing partnerships with Gilroy Unified School
District (GUSD), Santa Clara County Behavioral Health Services, and Carry the Vision. These
collaborations provide access to in-kind resources such as facilities, staff training,
subcontracting opportunities, and referral pathways that reduce program costs and strengthen
service integration. YA will continue leveraging these partnerships to align prevention education
with existing school wellness initiatives and county behavioral health strategies. Additionally, YA
maintains a successful record of securing multi-year grants and government contracts for
substance use prevention and youth development. The organization will continue to pursue
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funding from state and county behavioral health departments, Elevate Youth California (Prop
64), and local philanthropic foundations to extend and expand program services. Lessons
learned and data collected from this initiative will be used to strengthen future grant proposals
and demonstrate measurable community impact.
Finally, by embedding prevention and stigma-reduction activities into ongoing youth leadership
and restorative justice programs, YA will ensure that the knowledge, skills, and cultural practices
established during this project remain part of its long-term service model. Through community
ownership, cross-sector collaboration, and continued advocacy, the CARE initiative will outlast
its initial grant cycle and remain a sustainable, community-driven effort to promote wellness and
prevent opioid misuse in Gilroy.
WORK PLAN
Identify by name which category(ies); subcategory(ies); and each strategy under each
subcategory(ies) are being utilized. Identify for each activity within the project which
category it applies to and how the category is being met. Include at least one objective
with action steps for each abatement strategy chosen in the project proposal.
ACTIVITY 1: Trauma-Informed, Culturally Responsive, And Linguistically Appropriate
Workshops And Family Drop-In Services
Category: Prevention
Subcategory: Interventions to Prevent Drug Addiction in Vulnerable Youth
Strategy: Deliver trauma-informed, culturally responsive, and linguistically appropriate
substance abuse education workshops and drop-in services that integrate information
about opioid misuse.
Activity Description: Youth Alliance will review, translate, and incorporate substance
abuse prevention information into trauma-informed, culturally responsive workshops at
schools and other community settings. They will primarily focus on (1) warning signs for
early intervention; (2) use and training of Naloxone (Narcan); (3) non-judgmental ways to
discuss substance abuse and its impacts; and (4) healthy decision-making. The Gilroy
Youth Impact Center will host weekly drop-in sessions, resource navigation, and family
activities that reinforce prevention education.
Objective: Youth demonstrate increased knowledge, confidence, and participation in
substance use prevention—especially opioid misuse.
Target Date: Months 3-10
Impact: Increased youth and family awareness of substance use risks; improved
early-intervention behaviors; strengthened protective factors and community connection.
ACTIVITY 2: Healing-Informed, Evidence-Based, and Culturally Responsive Healing
Circles and Leadership Groups
Category: Prevention
Subcategory: Support and Sustain Culturally Relevant Healing and Diversion Programs
Strategy: Operate trauma-informed healing circles and leadership groups that address
root causes of substance use and promote healthy alternatives.
Activity Description: Youth Alliance will integrate opioid prevention education into
ongoing healing circles and leadership development programs grounded in culturally
responsive models, including Xinachtli and Joven Noble. These circles will create safe
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spaces for youth to reflect on personal and community experiences with substance use,
grief, violence, and structural harm. Grounded in restorative practices and cultural
values, these groups will foster connection, empathy, and emotional regulation while
linking youth to additional support as needed. Youth participating in these activities will
be matched with supportive mentors and peers to cultivate leadership skills to model
positive behaviors, provide a larger support network focused on substance abuse, and
lead a campaign focused on reducing stigma, especially around opioid addiction.
Objective: Latinx youth, families, and community members collaborate to reduce stigma
around substance abuse and addiction, particularly opioids, by fostering open dialogue,
shared understanding, and leadership.
Target Date: Months 3–12
Impact: Reduced stigma and social isolation related to substance use; strengthened
peer networks; increased leadership capacity among youth and families.
ACTIVITY 3: Restorative Justice Diversion and Re-Entry Support
Category: Prevention / Diversion
Subcategory: Diversion of People with Substance Use Disorders from the Justice
System into Treatment
Strategy: Incorporate additional information around substance abuse and opioid misuse
into existing restorative justice diversion programs offered by Youth Alliance in
collaboration with law enforcement agencies, school districts, and community partners..
Activity Description: Youth Alliance will collaborate with law enforcement partners to
expand the scope of restorative justice diversion programs currently offered to youth
engaging in destructive and illegal behavior that could put them in jail. Substance abuse
prevention strategies, with a particular focus on opioid mis-use, will be adapted to be
culturally responsive, then introduced to restorative justice healing circles facilitated by
Youth Alliance.
Objective: Refine the scope of restorative, non-punitive alternatives for youth to help
them recognize warning signs of substance abuse (especially opioid mis-use) and
discuss the root causes that lead to addiction—fractured families, punitive and/or
isolating practices at school, peer pressure, mental health struggles, and oppressive law
enforcement dynamics, among others.
Target Date: Months 6–11
Impact: Increased diversion from the justice system; improved access to culturally
responsive behavioral health and substance abuse care; deeper connections with
peers; demonstration of constructive behaviors that lead youth away from substance
abuse.
ACTIVITY 4: Youth-Led Public Awareness Campaigns
Category: Prevention / Public Education
Subcategory: Public Education and Community Engagement to Reduce Substance Use
and Stigma
Strategy: Led by youth leaders, devise and launch culturally responsive,
intergenerational prevention campaigns to raise awareness of the dangers of substance
abuse (especially opioids) and reduce the stigma around addiction.
Activity Description: Spearheaded by a select youth media team, Youth Alliance will
coordinate multi-channel awareness campaigns focused on substance abuse education
(including opioid addiction), early warning signs, and access to care. Campaigns will be
informed by the expertise of adult mentors. They will feature storytelling, interviews, and
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substance abuse prevention education. Campaigns will launch across social media,
schools, and public events.
Objective: Increase community awareness and engagement around opioid prevention
through youth-led storytelling and trusted-messenger strategies.
Target Date: Months 5–11
Impact: Increased public understanding of opioid risks and prevention resources; greater
openness and community dialogue incorporating youth-led messaging
ACTIVITY 5: Community Feedback and Reflection
Category: Evaluation / Continuous Improvement
Subcategory: Community Engagement and Program Learning
Strategy: Use proven culturally grounded reflection and feedback processes to
strengthen program quality, accountability, and responsiveness.
Activity Description: Youth Alliance will establish formal and informal communication
channels with youth participants, staff, and community partners to gather stories, solicit
feedback, and review data. Sessions will be facilitated in English and Spanish (as
needed), using trauma-informed, culturally responsive practices that ensure safe
participation and honest responses. Staff and youth mentors will synthesize feedback to
refine workshops, healing circles, and media campaign content.
Objective: Create ongoing feedback loops that facilitate ongoing co-creation, strengthen
program alignment with community needs, and improve the effectiveness of substance
abuse prevention activities, particularly new components focused on opioid misuse.
Target Date: Occurring quarterly, beginning Month 3
Impact: Continuous improvement in the quality and relevance of opioid prevention
programming; integration of co-creation design into opioid prevention strategies that
meet community needs.
Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527
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BUDGET
Foreword
The following proposed budget is subject to change based on negotiations with the City of
Gilroy. Youth Alliance remains open and flexible to adjusting budget allocations in alignment with
the City’s available resources and shared program goals. Our priority is ensuring fiscal
responsibility while maintaining high-quality services that meet the scope of work and deliver
measurable impact.
Youth Alliance
Personnel FTE Rate Annual Salary Total
Program Director 0.1 $42.00 $87,360.00 $8,736.00
Case Manager 1.0 $33.00 $68,640.00 $68,640.00
Fringe
Fringe Benefits at 28% $21,665.28
Subtotal Personnel $99,041.28
Non Personnel Qty. Unit Price Total
Program Supplies 1 $5,000.00 $5,000.00
Incentives 1 $2,000.00 $2,000.00
Training 1 $1,350.00 $1,350.00
Travel/Mileage 1 $500.00 $500.00
Subtotal Non-Personnel $8,850.00
Direct Costs $107,891.28
Indirect Costs at 10% $10,789.13
TOTAL $118,680.41
Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527
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BUDGET NARRATIVE
The expenses are to be broken down by the following categories:
1. Salaries and Benefits
a. In this category, list the individual(s) in your organization who will be paid to work
on this project. Include each individual's title, project job duties, FTE on the
project (hours/week), and salary and benefits that would be paid for by this grant.
Program Director, 0.1 FTE, $8,736.00
Program Director provides strategic oversight, supervision, and alignment with
grant deliverables.
Case Manager, 1.0 FTE, $68,640.00
Case Manager is the cornerstone of service delivery, providing case
management, referrals, and individualized youth support while ensuring
consistent recruitment, relationship-building, and community engagement,
particularly in neighborhoods and schools.
Combined Benefits at 28% - $21,665.28
2. Contractual Services
a. In this category, identify contracts that will be used to complete the activities in
the work plan. For each contractor, include their name (if known, or write "TBD"),
their scope of work related to the grant project duties, and the total amount to be
paid.
N/A
3. Travel
a. In this category, describe who is traveling and for what purpose. Include travel
expenses (transportation, lodging, meals) for project-related meetings, trainings,
and conferences. Ensure the travel is addressed in the work plan.
Travel costs will primarily support staff travel within Gilroy and surrounding areas
to conduct project-related activities. This includes mileage reimbursement for
home visits, meetings at school sites, and other pre-determined community
locations where youth and families receive support services. Staff will also travel
regularly to and from the Gilroy Youth Impact Center, which will serve as the main
hub for case management, coordination, and service delivery.
In addition, travel funds will cover attendance at local and regional trainings,
community meetings, and partner coordination sessions relevant to the project’s
goals. All travel activities align with the work plan and are essential for
maintaining accessibility, collaboration, and continuity of care across program
sites.
Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527
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4. Operating Supplies
a. In this category, list the expenses related to internal supplies and equipment.
Supplies and equipment purchased through contractors should be included in the
"Contractual Services" section.
Operating supplies will include materials and equipment necessary to conduct
the program activities outlined in the proposal. This includes program supplies to
support youth engagement, educational workshops, and enrichment activities;
incentives that encourage consistent participation and goal achievement; and
food and snacks to ensure that food security is addressed for all youth and
families served.
Additionally, funds may be used for prosocial trips and enrichment activities that
promote positive youth development, community connection, and skill-building.
All supplies will be used to directly support program implementation, participant
well-being, and the creation of a safe, welcoming environment for youth and
families.
5. Other
a. In this category, describe expenses not covered in all other sections. Include how
each expense contributes to carrying out the work plan.
Indirect expenses cover the necessary administrative and operational costs
required to effectively manage and support the proposed project. These include
fiscal management, human resources, communications, insurance, utilities, and
technology systems that ensure compliance, reporting accuracy, and program
efficiency.
These costs represent the shared organizational infrastructure that supports all
Youth Alliance programs, including oversight by executive leadership, data
tracking, and evaluation. Indirect expenses are allocated at the organization’s
approved rate and are essential for maintaining accountability, staff support, and
long-term sustainability of project outcomes.
Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527
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City of Gilroy
Administration Department
Request for Proposals
Opioid Remediation Services
No. 26-RFP-AD-527
ATTN: Carina Baksa
City Of Gilroy
7351 Rosanna Street
Gilroy, C A 95020-6197
Proposals Due by: 4:00 pm Pacific Time,
Friday, October 17, 2025
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Request for Proposal
No. 26-RFP-AD-527
Notice is hereby given that the Purchasing Coordinator of the City of Gilroy at 7351
Rosanna Street, Gilroy, CA 95020-6197 will receive proposal submittals via e-mail.
The City of Gilroy is soliciting proposals from firms to identify services they may
provide to the Gilroy community to support opioid remediation services, pursuant to
requirements established by the National Opioids Settlements, as described in the
attached Request for Proposals (RFP), Project No. 26-RFP-AD-527. Submittals will be
accepted up until 4:00 PM, PST, Friday, October 17, 2025, via e-mail to the addresses
specified in this RFP. Proposals received after that time and date will not be considered.
The City of Gilroy accepts no responsibility if delivery is made to another e-mail address
other than the one specified within this RFP. An evaluation of compliance with the RFP
requirements will be conducted, and proposals for presentation to the City Council for
selection of services. The selected Contractor will then enter negotiations on the final
contract for services.
A free electronic copy of the RFP can be obtained by going to the City of Gilroy website,
selecting bid opportunities located under the Business and Development Services Tab,
or directly by going to the following link: http://www.cityofgilroy.org/Bids.aspx.
Respectfully Requested,
Carina Baksa
Purchasing Coordinator
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RFP No. 26-RFP-AD-527
Request for Proposals for Opioid Remediation Services
Table of Contents
Request for Proposal .......................................................................................................................... 2
Introduction ...................................................................................................................................... 4
Goal................................................................................................................................................... 4
Eligibility ............................................................................................................................................ 4
Availability of Funds and Awards ........................................................................................................ 4
Issuing Office ..................................................................................................................................... 5
Anticipated RFP Schedule ................................................................................................................... 5
Submission Date and Location ............................................................................................................ 5
Protests ............................................................................................................................................. 6
Rejection of Proposals ........................................................................................................................ 6
Partial Funding or Award .................................................................................................................... 6
Modification / Withdrawal ................................................................................................................. 6
Cancellation ....................................................................................................................................... 7
Duration of Proposals ........................................................................................................................ 7
Public Record ..................................................................................................................................... 7
Incurring Costs ................................................................................................................................... 7
Selection Process ............................................................................................................................... 7
Requirements .................................................................................................................................... 7
Allowable Uses of Funds & Funding Restrictions ................................................................................. 8
Proposal Requirements ...................................................................................................................... 9
Selection and Award Process ............................................................................................................ 11
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Introduction
The City of Gilroy (City) invites organizations or groups addressing opioid prevention,
harm reduction, treatment, and recovery to apply for funding to support the
development, implementation, enhancement, or expansion of programs. This includes
programs addressing substance use disorders, polysubstance use, and co-occurring
mental health and substance use disorders. While the selection process will utilize a
competitive Request for Proposals (RFP) process, the number of awards will be
dependent on the amount of funds available.
The City of Gilroy is a charter city located in southern Santa Clara County with a
population of approximately 60,000. The City operates under a council-administrator
form of government, with the mayor elected at large for a four-year term and six city
council members elected at large for four-year terms. The City is currently transitioning
to district-based elections for the city council member seats.
Goal
The goal of this opportunity is to serve the City of Gilroy through the development,
implementation, enhancement, or expansion of evidence-based strategies or promising
practices to prevent and address the adverse impacts of the drug overdose epidemic.
Eligibility
Organizations or groups addressing opioid prevention, treatment, recovery, and harm
reduction are eligible for funding to support the development, implementation,
enhancement, or expansion of programs.
Out-of-city organizations may be considered for funding if they are primarily serving
Gilroy residents and 100% of the funds requested will be used to provide services to
Gilroy residents. Further, priority will be given to organizations with an established
presence in Gilroy.
Availability of Funds and Awards
The funds available currently total $237,352. All funding is derived from National Opioid
Settlements allocations to the City of Gilroy and carries restrictions relating to its use.
Awarding of funds will be at the discretion of the City Council. The Council may select
specific programs, consultants, and assign amounts, including partial amounts, to
submitted proposals.
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Issuing Office
The City Administrator’s Office is the Issuing Office for this Request for Proposal (RFP)
and the point of contact for all process and contract questions.
Contact
City Administrator’s Office
Bryce Atkins, Assistant to the City Administrator
7351 Rosanna Street
Gilroy, CA 95020
bryce.atkins@cityofgilroy.org
Anticipated RFP Schedule
The Administration Department anticipates the following general timeline for this RFP,
and the schedule may change as necessary.
Issuance of RFP documents September 19, 2025
Deadline for RFP questions and
comments
5:00 p.m., PST, October 6,
2025
Response to questions available on the
website
5:00 p.m., PST, October 7,
2025
Deadline for proposal submission 4:00 p.m., PST, October 17,
2025
Council review and selection of program awards at a
regular City Council meeting
Monday, November 3, 2025
Submission Date and Location
Each responding Consultant must provide one electronic copy of their proposal in PDF
format to carina.baksa@cityofgilroy.org with a cc to bryce.atkins@cityofgilroy.org. The
e-mail shall be entitled “Opioid Remediation Services Proposal”. The proposals must be
received via e-mail by the Deadline for Proposal Submission, as defined above.
Solicitation Documents and Changes (Addenda)
All solicitation documents may be viewed or printed online from the City’s website at
https://www.cityofgilroy.org/Bids.aspx or may be viewed onsite at the Issuing Office at
the address listed above.
Proposals received from other sources will not be considered valid documents. Please
contact the Issuing Office listed above with any problems viewing solicitation
documents.
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All questions regarding this solicitation shall be submitted in writing via e-mail. The
questions will be researched, and the answers will be communicated to all known
interested Consultants and posted on the City’s website after the deadline for receipt of
questions.
Prospective Consultants shall not contact City officers or employees with questions or
suggestions regarding this solicitation except through the primary contact person listed
above. Any unauthorized contact may be considered undue pressure and cause for the
disqualification of the Consultant.
Consultants are responsible for checking the City’s website for the issuance of any
addenda before submitting a proposal. The Consultant is held accountable for all
addenda/changes to the documents and may be considered non-responsive if their
proposal does not reflect those addenda/alterations.
Protests
Any complaints or perceived inequities related to this RFP shall be made in writing and
directed to the Purchasing Coordinator in accordance with the City's purchasing policy.
This policy may be found on the City’s website, located here:
https://www.cityofgilroy.org/DocumentCenter/View/10774/Gilroy-Purchasing-Policy-.
Contact
Carina Baksa
Purchasing Coordinator/Finance Manager
7351 Rosanna Street
Gilroy, CA. 95020
Carina.Baksa@cityofgilroy.org
Rejection of Proposals
The City reserves the right to reject any and all proposals submitted. The City also
reserves the right to waive or not waive any informalities or irregularities in proposal
responses.
Partial Funding or Award
The City reserves the right to fund only a portion of the total funding identified in its sole
discretion. The City may make a partial award of an amount it determines to be
appropriate, based on the financial resources available and operational considerations.
Modification / Withdrawal
Unless otherwise specified, modification of the proposal will not be permitted;
however, a Consultant may withdraw his or her Proposal at any time prior to the
scheduled closing time for receipt of proposals; any Consultant may withdraw their
proposal, either personally or by written request to the Issuing Office. W ithdrawal of
the Proposal shall not disqualify the Consultant from submitting another Proposal,
provided the time for receipt of Proposals has not expired
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Cancellation
The City reserves the right to cancel the award of this contract at any time before
execution of the contract by both parties if cancellation is deemed to be in the C ity’s
best interest. In no event shall the City have any liability for the cancellation of the
award.
Duration of Proposals
Proposals must remain valid for at least 90 days. Proposals must be signed by an
official authorized to bind the Consultant.
Public Record
All proposals submitted are the property of the City and are public records. All
documents received by the City are subject to public disclosure after the City selects a
Consultant.
Incurring Costs
The City is not liable for any cost incurred by Consultants before execution of a contract.
Selection Process
The City reserves the right to select the Consultant based on the proposals or to
conduct interviews with the highest qualified Consultant(s) following evaluation and
scoring of the proposals, whichever is determined to serve the needs of the City best.
The City reserves the right to seek clarifications on any or all proposals.
Requirements
Organizations awarded funding are required to:
1. Utilize funds within the timeframe established by the final contract.
2. Ensure that utilization of funds as supplemental funding, rather than replacing
existing funding.
3. Ensure all funds are used in alignment with Exhibit E of the Final Settlement
Agreement and the California Opioid Settlements Allowable Expenditures
(together, the “Allowable Expenditures List”), included as Attachment A, and the
definition of opioid remediation.
4. Ensure indirect costs do not exceed 10 percent (10%) of awarded funds.
5. Provide data on program outputs, outcomes, impact, and effectiveness, following
agreed-upon metrics with the City of Gilroy.
6. Complete all reporting requirements, which will include, but are not limited to:
• Project/service initiation report.
• Biannual progress reports.
• Semi-annual progress reports.
• Annual reports.
• Project/service closeout report.
Reporting topics will include, but are not limited to:
• Staff working on the project.
• Community partners involved with the project.
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• Challenges and barriers experienced within the associated timeframe.
• Successes experienced within the associated timeframe.
• Anticipated next steps.
• Summary of funds expended.
• Metrics to gauge outputs, outcomes, impact, and effectiveness as
determined through the final contract's scope of work.
Allowable Uses of Funds & Funding Restrictions
Funds will be allocated to support programs in Gilroy that fall within the approved
funding uses, pursuant to the use restrictions and requirements of the settlement funds,
as described under the Settlement Agreements.
Activities must meet the definition of opioid remediation and be evidence-based
strategies or promising practices and align with the Allowable Expenditures List,
included as Attachment A to this RFP.
These strategies include:
1) Core Strategies
a. Naloxone or another FDA-approved drug to reverse opioid overdoses
b. Medication-assisted Treatment (MAT) distribution and other opioid-related
treatment
c. Address the needs of pregnant and postpartum women
d. Expanding treatment for Neonatal Abstinence Syndrome (NAS)
e. Expansion of warm hand-off programs and recovery services
f. Treatment for incarcerated population
g. Prevention programs
h. Expanding syringe service programs
i. Evidence-based data collection and research analyzing the effectiveness
of the abatement strategies within the state
2) Approved Uses – Treatment
a. Treat Opioid Use Disorder (OUD)
b. Support people in treatment and recovery
c. Connect people who need help to the help they need (connections to
care)
d. Address the needs of criminal justice-involved persons
e. Address the needs of pregnant or parenting women and their families,
including babies with NAS
3) Approved Uses – Prevention
a. Prevent over-prescribing and ensure appropriate prescribing and
dispensing of opioids
b. Prevent misuse of opioids
c. Prevent overdose deaths and other harms (harm reduction)
4) Approved Uses – Other Strategies
a. First responders
b. Leadership, planning and coordination
c. Training
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d. Research
Proposal Requirements
The proposal, to be considered, must include the following sections, in order, with all
listed content as identified for each section:
1. Applicant Information
a. Provide a cover letter regarding the organization, identifying at a minimum
the following information:
i. Legal Name of the applicant organization.
ii. Address for the headquarters or office from which the organization
operates.
iii. The website address for the organization, or the local chapter/unit
of the organization.
iv. Contact information for the applicant organization, including name,
email address, phone number, and address if different than the
legal address for the applicant organization.
v. Statement that the Contractor has reviewed and agrees to the
terms of the standard agreement template attached to this RFP as
Attachment B.
b. Briefly describe the history of the organization and the current staff,
leadership, and board (if applicable). Describe the organization’s
significant areas of current work, as well as the organization’s mission,
vision, and/or values. Include details regarding the organization’s
experience with opioid/substance use prevention, treatment, recovery, and
harm reduction.
2. Project Narrative
a. Provide in the narrative for the overall project answers to the following:
i. Describe how you plan to address the abatement strategy(ies).
Share the project, including the timeline, a high-level overview of
implementation and evaluation steps, and the intended outcomes.
Describe how the project addresses opioid use disorder (OUD)-
related stigma.
ii. Describe the target audience impacted by your proposal. How are
these targeted audiences most at risk or impacted by OUD
considered in this project? How does your project address potential
barriers to accessing your programming?
iii. Describe how the proposed project will meet community needs.
How were those needs identified? How does your project support
those most disproportionately impacted by the opioid epidemic?
How will you ensure this program is culturally, linguistically, and
developmentally appropriate for the proposed community(ies)?
iv. What is the level of staffing for the project? Ensure accountability
for carrying out work plan activities and maintaining overall support
and coordination of the work. If planning to use subcontractors,
please describe their responsibilities in carrying out grant activities.
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v. How will this project be sustainable beyond the proposed funding
period?
b. For each activity or program within the broader project, the narrative must
include a work plan. The work plans at a minimum shall consist of the
following:
i. Identify by name which category(ies); subcategory(ies); and each
strategy under each subcategory(ies) are being utilized. Identify for
each activity within the project which category it applies to and how
the category is being met. As an illustration:
Activity Name: Supporting Naloxone distribution at local
clinics.
Category: Prevention.
Subcategory: Prevent overdose deaths and other harms
(harm reduction).
Strategy: Public health entities providing free naloxone to
anyone in the community.
Activity Description: Organization will procure naloxone
application units and deliver quantities as requested to local
hospitals and urgent care clinics, which support public health
entities providing free naloxone to any member of the
community that requests it.
ii. Applicant must include at least one objective with action steps for
each abatement strategy chosen in the project proposal. All
objectives must be measurable and include a specific target date
(i.e., 06/30/26) by which the objective will be accomplished, as well
as how much change will occur (i.e., increase/decrease) and the
population addressed (i.e., youth ages 12-17).
iii. Consultant must include a detailed budget plan for each activity.
The budget plan must consist of not only the total amount for the
activity, but a detailed narrative including totals and a description of
the expenses. The expenses are to be broken down by the
following categories:
1. Salaries and Benefits
In this category, list the individual(s) in your organization who
will be paid to work on this project. Include each individual's
title, project job duties, FTE on the project (hours/week), and
salary and benefits that would be paid for by this grant.
2. Contractual Services
In this category, identify contracts that will be used to
complete the activities in the work plan. For each contractor,
include their name (if known, or write "TBD"), their scope of
work related to the grant project duties, and the total amount
to be paid.
3. Travel
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In this category, describe who is traveling and for what
purpose. Include travel expenses (transportation, lodging,
meals) for project-related meetings, trainings, and
conferences. Ensure the travel is addressed in the work
plan.
4. Operating Supplies
In this category, list the expenses related to internal supplies
and equipment. Supplies and equipment purchased through
contractors should be included in the "Contractual Services"
section.
5. Other
In this category, describe expenses not covered in all other
sections. Include how each expense contributes to carrying
out the work plan.
Other Considerations
• Per the California requirements, indirect costs shall not exceed actual costs or
ten (10) percent of the total allocation, whichever is less.
• The final contract shall be a time-and-materials contract, reimbursable with
evidence of actual expenditures. The contracts will have a not-to-exceed amount
established based on an award from the City Council.
• Proposals shall be from one firm. If multiple firms wish to partner on a proposal,
any resulting contract will be entered into with just one of the firms as the lead,
and the lead firm will carry the accountability for administration and reporting
requirements. If the partnership is intended to be two or more separate entities
and contracts, each must submit its own proposal.
Selection and Award Process
The City Council will make awards at a regular City Council meeting. The proposals will
be screened by City staff. The screening process entails a determination of whether the
proposal overall meets the criteria contained below. All proposals will be forwarded to
the City Council, ranked first by the number of criteria deemed met, then by order of
proposal amount. The City Council will select which activity(ies) will be awarded from a
proposal(s). The City will then enter into contract negotiations with the firms that
submitted the Council-selected proposals.
Criteria
Criterion Description Points
Suitability The proposal explains how it aligns with the
allowable uses and meets Gilroy’s needs.
30
Evidence-Based
Strategy
The proposal uses an evidence-based strategy. 20
Feasibility The proposal demonstrates that the organization
can deliver on the proposal.
10
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Evaluation The proposal details a work plan listing the
outcomes to be measured.
10
Equity The proposal describes how the project addresses
the community's needs fairly and equitably
10
Reach The proposal describes how the project
reaches/targets those most impacted by the opioid
epidemic in Gilroy.
10
Budget The budget is comprehensive and meets the
criteria for indirect costs not exceeding 15% of the
awarded funds.
10
Total 100
Attachments
Attachment A – Allowable Expenditures List
Attachment B – City Standard Agreement - Contractor
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ATTACHMENT A
ALLOWABLE EXPENDITURES
LIST
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E-1
EXHIBIT E
List of Opioid Remediation Uses
Schedule A
Core Strategies
States and Qualifying Block Grantees shall choose from among the abatement strategies listed in
Schedule B. However, priority shall be given to the following core abatement strategies (“Core
Strategies”).14
A.NALOXONE OR OTHER FDA-APPROVED DRUG TO
REVERSE OPIOID OVERDOSES
1.Expand training for first responders, schools, community
support groups and families; and
2.Increase distribution to individuals who are uninsured or
whose insurance does not cover the needed service.
B.MEDICATION-ASSISTED TREATMENT (“MAT”)
DISTRIBUTION AND OTHER OPIOID-RELATED
TREATMENT
1.Increase distribution of MAT to individuals who are
uninsured or whose insurance does not cover the needed
service;
2.Provide education to school-based and youth-focused
programs that discourage or prevent misuse;
3.Provide MAT education and awareness training to
healthcare providers, EMTs, law enforcement, and other
first responders; and
4.Provide treatment and recovery support services such as
residential and inpatient treatment, intensive outpatient
treatment, outpatient therapy or counseling, and recovery
housing that allow or integrate medication and with other
support services.
14 As used in this Schedule A, words like “expand,” “fund,” “provide” or the like shall not
indicate a preference for new or existing programs.
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E-2
C.PREGNANT & POSTPARTUM WOMEN
1.Expand Screening, Brief Intervention, and Referral to
Treatment (“SBIRT”) services to non-Medicaid eligible or
uninsured pregnant women;
2.Expand comprehensive evidence-based treatment and
recovery services, including MAT, for women with co-
occurring Opioid Use Disorder (“OUD”) and other
Substance Use Disorder (“SUD”)/Mental Health disorders
for uninsured individuals for up to 12 months postpartum;
and
3.Provide comprehensive wrap-around services to individuals
with OUD, including housing, transportation, job
placement/training, and childcare.
D.EXPANDING TREATMENT FOR NEONATAL
ABSTINENCE SYNDROME (“NAS”)
1.Expand comprehensive evidence-based and recovery
support for NAS babies;
2.Expand services for better continuum of care with infant-
need dyad; and
3.Expand long-term treatment and services for medical
monitoring of NAS babies and their families.
E.EXPANSION OF WARM HAND-OFF PROGRAMS AND
RECOVERY SERVICES
1.Expand services such as navigators and on-call teams to
begin MAT in hospital emergency departments;
2.Expand warm hand-off services to transition to recovery
services;
3.Broaden scope of recovery services to include co-occurring
SUD or mental health conditions;
4.Provide comprehensive wrap-around services to individuals
in recovery, including housing, transportation, job
placement/training, and childcare; and
5.Hire additional social workers or other behavioral health
workers to facilitate expansions above.
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E-3
F.TREATMENT FOR INCARCERATED POPULATION
1.Provide evidence-based treatment and recovery support,
including MAT for persons with OUD and co-occurring
SUD/MH disorders within and transitioning out of the
criminal justice system; and
2.Increase funding for jails to provide treatment to inmates
with OUD.
G.PREVENTION PROGRAMS
1.Funding for media campaigns to prevent opioid use (similar
to the FDA’s “Real Cost” campaign to prevent youth from
misusing tobacco);
2.Funding for evidence-based prevention programs in
schools;
3.Funding for medical provider education and outreach
regarding best prescribing practices for opioids consistent
with the 2016 CDC guidelines, including providers at
hospitals (academic detailing);
4.Funding for community drug disposal programs; and
5.Funding and training for first responders to participate in
pre-arrest diversion programs, post-overdose response
teams, or similar strategies that connect at-risk individuals
to behavioral health services and supports.
H.EXPANDING SYRINGE SERVICE PROGRAMS
1.Provide comprehensive syringe services programs with
more wrap-around services, including linkage to OUD
treatment, access to sterile syringes and linkage to care and
treatment of infectious diseases.
I.EVIDENCE-BASED DATA COLLECTION AND
RESEARCH ANALYZING THE EFFECTIVENESS OF THE
ABATEMENT STRATEGIES WITHIN THE STATE
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E-4
Schedule B
Approved Uses
Support treatment of Opioid Use Disorder (OUD) and any co-occurring Substance Use Disorder
or Mental Health (SUD/MH) conditions through evidence-based or evidence-informed programs
or strategies that may include, but are not limited to, the following:
PART ONE: TREATMENT
A.TREAT OPIOID USE DISORDER (OUD)
Support treatment of Opioid Use Disorder (“OUD”) and any co-occurring Substance Use
Disorder or Mental Health (“SUD/MH”) conditions through evidence-based or evidence-
informed programs or strategies that may include, but are not limited to, those that:15
1.Expand availability of treatment for OUD and any co-occurring SUD/MH
conditions, including all forms of Medication-Assisted Treatment (“MAT”)
approved by the U.S. Food and Drug Administration.
2.Support and reimburse evidence-based services that adhere to the American
Society of Addiction Medicine (“ASAM”) continuum of care for OUD and any co-
occurring SUD/MH conditions.
3.Expand telehealth to increase access to treatment for OUD and any co-occurring
SUD/MH conditions, including MAT, as well as counseling, psychiatric support,
and other treatment and recovery support services.
4.Improve oversight of Opioid Treatment Programs (“OTPs”) to assure evidence-
based or evidence-informed practices such as adequate methadone dosing and low
threshold approaches to treatment.
5.Support mobile intervention, treatment, and recovery services, offered by
qualified professionals and service providers, such as peer recovery coaches, for
persons with OUD and any co-occurring SUD/MH conditions and for persons
who have experienced an opioid overdose.
6.Provide treatment of trauma for individuals with OUD (e.g., violence, sexual
assault, human trafficking, or adverse childhood experiences) and family
members (e.g., surviving family members after an overdose or overdose fatality),
and training of health care personnel to identify and address such trauma.
7.Support evidence-based withdrawal management services for people with OUD
and any co-occurring mental health conditions.
15 As used in this Schedule B, words like “expand,” “fund,” “provide” or the like shall not
indicate a preference for new or existing programs.
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8.Provide training on MAT for health care providers, first responders, students, or
other supporting professionals, such as peer recovery coaches or recovery
outreach specialists, including telementoring to assist community-based providers
in rural or underserved areas.
9.Support workforce development for addiction professionals who work with
persons with OUD and any co-occurring SUD/MH conditions.
10.Offer fellowships for addiction medicine specialists for direct patient care,
instructors, and clinical research for treatments.
11.Offer scholarships and supports for behavioral health practitioners or workers
involved in addressing OUD and any co-occurring SUD/MH or mental health
conditions, including, but not limited to, training, scholarships, fellowships, loan
repayment programs, or other incentives for providers to work in rural or
underserved areas.
12.Provide funding and training for clinicians to obtain a waiver under the federal
Drug Addiction Treatment Act of 2000 (“DATA 2000”) to prescribe MAT for
OUD, and provide technical assistance and professional support to clinicians who
have obtained a DATA 2000 waiver.
13.Disseminate of web-based training curricula, such as the American Academy of
Addiction Psychiatry’s Provider Clinical Support Service–Opioids web-based
training curriculum and motivational interviewing.
14.Develop and disseminate new curricula, such as the American Academy of
Addiction Psychiatry’s Provider Clinical Support Service for Medication–
Assisted Treatment.
B.SUPPORT PEOPLE IN TREATMENT AND RECOVERY
Support people in recovery from OUD and any co-occurring SUD/MH conditions
through evidence-based or evidence-informed programs or strategies that may include,
but are not limited to, the programs or strategies that:
1.Provide comprehensive wrap-around services to individuals with OUD and any
co-occurring SUD/MH conditions, including housing, transportation, education,
job placement, job training, or childcare.
2.Provide the full continuum of care of treatment and recovery services for OUD
and any co-occurring SUD/MH conditions, including supportive housing, peer
support services and counseling, community navigators, case management, and
connections to community-based services.
3.Provide counseling, peer-support, recovery case management and residential
treatment with access to medications for those who need it to persons with OUD
and any co-occurring SUD/MH conditions.
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4.Provide access to housing for people with OUD and any co-occurring SUD/MH
conditions, including supportive housing, recovery housing, housing assistance
programs, training for housing providers, or recovery housing programs that allow
or integrate FDA-approved mediation with other support services.
5.Provide community support services, including social and legal services, to assist
in deinstitutionalizing persons with OUD and any co-occurring SUD/MH
conditions.
6.Support or expand peer-recovery centers, which may include support groups,
social events, computer access, or other services for persons with OUD and any
co-occurring SUD/MH conditions.
7.Provide or support transportation to treatment or recovery programs or services
for persons with OUD and any co-occurring SUD/MH conditions.
8.Provide employment training or educational services for persons in treatment for
or recovery from OUD and any co-occurring SUD/MH conditions.
9.Identify successful recovery programs such as physician, pilot, and college
recovery programs, and provide support and technical assistance to increase the
number and capacity of high-quality programs to help those in recovery.
10.Engage non-profits, faith-based communities, and community coalitions to
support people in treatment and recovery and to support family members in their
efforts to support the person with OUD in the family.
11.Provide training and development of procedures for government staff to
appropriately interact and provide social and other services to individuals with or
in recovery from OUD, including reducing stigma.
12.Support stigma reduction efforts regarding treatment and support for persons with
OUD, including reducing the stigma on effective treatment.
13.Create or support culturally appropriate services and programs for persons with
OUD and any co-occurring SUD/MH conditions, including new Americans.
14.Create and/or support recovery high schools.
15.Hire or train behavioral health workers to provide or expand any of the services or
supports listed above.
C.CONNECT PEOPLE WHO NEED HELP TO THE HELP THEY NEED
(CONNECTIONS TO CARE)
Provide connections to care for people who have—or are at risk of developing—OUD
and any co-occurring SUD/MH conditions through evidence-based or evidence-informed
programs or strategies that may include, but are not limited to, those that:
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1.Ensure that health care providers are screening for OUD and other risk factors and
know how to appropriately counsel and treat (or refer if necessary) a patient for
OUD treatment.
2.Fund SBIRT programs to reduce the transition from use to disorders, including
SBIRT services to pregnant women who are uninsured or not eligible for
Medicaid.
3.Provide training and long-term implementation of SBIRT in key systems (health,
schools, colleges, criminal justice, and probation), with a focus on youth and
young adults when transition from misuse to opioid disorder is common.
4.Purchase automated versions of SBIRT and support ongoing costs of the
technology.
5.Expand services such as navigators and on-call teams to begin MAT in hospital
emergency departments.
6.Provide training for emergency room personnel treating opioid overdose patients
on post-discharge planning, including community referrals for MAT, recovery
case management or support services.
7.Support hospital programs that transition persons with OUD and any co-occurring
SUD/MH conditions, or persons who have experienced an opioid overdose, into
clinically appropriate follow-up care through a bridge clinic or similar approach.
8.Support crisis stabilization centers that serve as an alternative to hospital
emergency departments for persons with OUD and any co-occurring SUD/MH
conditions or persons that have experienced an opioid overdose.
9.Support the work of Emergency Medical Systems, including peer support
specialists, to connect individuals to treatment or other appropriate services
following an opioid overdose or other opioid-related adverse event.
10.Provide funding for peer support specialists or recovery coaches in emergency
departments, detox facilities, recovery centers, recovery housing, or similar
settings; offer services, supports, or connections to care to persons with OUD and
any co-occurring SUD/MH conditions or to persons who have experienced an
opioid overdose.
11.Expand warm hand-off services to transition to recovery services.
12.Create or support school-based contacts that parents can engage with to seek
immediate treatment services for their child; and support prevention, intervention,
treatment, and recovery programs focused on young people.
13.Develop and support best practices on addressing OUD in the workplace.
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14.Support assistance programs for health care providers with OUD.
15.Engage non-profits and the faith community as a system to support outreach for
treatment.
16.Support centralized call centers that provide information and connections to
appropriate services and supports for persons with OUD and any co-occurring
SUD/MH conditions.
D.ADDRESS THE NEEDS OF CRIMINAL JUSTICE-INVOLVED PERSONS
Address the needs of persons with OUD and any co-occurring SUD/MH conditions who
are involved in, are at risk of becoming involved in, or are transitioning out of the
criminal justice system through evidence-based or evidence-informed programs or
strategies that may include, but are not limited to, those that:
1.Support pre-arrest or pre-arraignment diversion and deflection strategies for
persons with OUD and any co-occurring SUD/MH conditions, including
established strategies such as:
1.Self-referral strategies such as the Angel Programs or the Police Assisted
Addiction Recovery Initiative (“PAARI”);
2.Active outreach strategies such as the Drug Abuse Response Team
(“DART”) model;
3.“Naloxone Plus” strategies, which work to ensure that individuals who
have received naloxone to reverse the effects of an overdose are then
linked to treatment programs or other appropriate services;
4.Officer prevention strategies, such as the Law Enforcement Assisted
Diversion (“LEAD”) model;
5.Officer intervention strategies such as the Leon County, Florida Adult
Civil Citation Network or the Chicago Westside Narcotics Diversion to
Treatment Initiative; or
6.Co-responder and/or alternative responder models to address OUD-related
911 calls with greater SUD expertise.
2.Support pre-trial services that connect individuals with OUD and any co-
occurring SUD/MH conditions to evidence-informed treatment, including MAT,
and related services.
3.Support treatment and recovery courts that provide evidence-based options for
persons with OUD and any co-occurring SUD/MH conditions.
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4.Provide evidence-informed treatment, including MAT, recovery support, harm
reduction, or other appropriate services to individuals with OUD and any co-
occurring SUD/MH conditions who are incarcerated in jail or prison.
5.Provide evidence-informed treatment, including MAT, recovery support, harm
reduction, or other appropriate services to individuals with OUD and any co-
occurring SUD/MH conditions who are leaving jail or prison or have recently left
jail or prison, are on probation or parole, are under community corrections
supervision, or are in re-entry programs or facilities.
6.Support critical time interventions (“CTI”), particularly for individuals living with
dual-diagnosis OUD/serious mental illness, and services for individuals who face
immediate risks and service needs and risks upon release from correctional
settings.
7.Provide training on best practices for addressing the needs of criminal justice-
involved persons with OUD and any co-occurring SUD/MH conditions to law
enforcement, correctional, or judicial personnel or to providers of treatment,
recovery, harm reduction, case management, or other services offered in
connection with any of the strategies described in this section.
E.ADDRESS THE NEEDS OF PREGNANT OR PARENTING WOMEN AND
THEIR FAMILIES, INCLUDING BABIES WITH NEONATAL ABSTINENCE
SYNDROME
Address the needs of pregnant or parenting women with OUD and any co-occurring
SUD/MH conditions, and the needs of their families, including babies with neonatal
abstinence syndrome (“NAS”), through evidence-based or evidence-informed programs
or strategies that may include, but are not limited to, those that:
1.Support evidence-based or evidence-informed treatment, including MAT,
recovery services and supports, and prevention services for pregnant women—or
women who could become pregnant—who have OUD and any co-occurring
SUD/MH conditions, and other measures to educate and provide support to
families affected by Neonatal Abstinence Syndrome.
2.Expand comprehensive evidence-based treatment and recovery services, including
MAT, for uninsured women with OUD and any co-occurring SUD/MH
conditions for up to 12 months postpartum.
3.Provide training for obstetricians or other healthcare personnel who work with
pregnant women and their families regarding treatment of OUD and any co-
occurring SUD/MH conditions.
4.Expand comprehensive evidence-based treatment and recovery support for NAS
babies; expand services for better continuum of care with infant-need dyad; and
expand long-term treatment and services for medical monitoring of NAS babies
and their families.
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5.Provide training to health care providers who work with pregnant or parenting
women on best practices for compliance with federal requirements that children
born with NAS get referred to appropriate services and receive a plan of safe care.
6.Provide child and family supports for parenting women with OUD and any co-
occurring SUD/MH conditions.
7.Provide enhanced family support and child care services for parents with OUD
and any co-occurring SUD/MH conditions.
8.Provide enhanced support for children and family members suffering trauma as a
result of addiction in the family; and offer trauma-informed behavioral health
treatment for adverse childhood events.
9.Offer home-based wrap-around services to persons with OUD and any co-
occurring SUD/MH conditions, including, but not limited to, parent skills
training.
10.Provide support for Children’s Services—Fund additional positions and services,
including supportive housing and other residential services, relating to children
being removed from the home and/or placed in foster care due to custodial opioid
use.
PART TWO: PREVENTION
F.PREVENT OVER-PRESCRIBING AND ENSURE APPROPRIATE
PRESCRIBING AND DISPENSING OF OPIOIDS
Support efforts to prevent over-prescribing and ensure appropriate prescribing and
dispensing of opioids through evidence-based or evidence-informed programs or
strategies that may include, but are not limited to, the following:
1.Funding medical provider education and outreach regarding best prescribing
practices for opioids consistent with the Guidelines for Prescribing Opioids for
Chronic Pain from the U.S. Centers for Disease Control and Prevention, including
providers at hospitals (academic detailing).
2.Training for health care providers regarding safe and responsible opioid
prescribing, dosing, and tapering patients off opioids.
3.Continuing Medical Education (CME) on appropriate prescribing of opioids.
4.Providing Support for non-opioid pain treatment alternatives, including training
providers to offer or refer to multi-modal, evidence-informed treatment of pain.
5.Supporting enhancements or improvements to Prescription Drug Monitoring
Programs (“PDMPs”), including, but not limited to, improvements that:
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1.Increase the number of prescribers using PDMPs;
2.Improve point-of-care decision-making by increasing the quantity, quality,
or format of data available to prescribers using PDMPs, by improving the
interface that prescribers use to access PDMP data, or both; or
3.Enable states to use PDMP data in support of surveillance or intervention
strategies, including MAT referrals and follow-up for individuals
identified within PDMP data as likely to experience OUD in a manner that
complies with all relevant privacy and security laws and rules.
6.Ensuring PDMPs incorporate available overdose/naloxone deployment data,
including the United States Department of Transportation’s Emergency Medical
Technician overdose database in a manner that complies with all relevant privacy
and security laws and rules.
7.Increasing electronic prescribing to prevent diversion or forgery.
8.Educating dispensers on appropriate opioid dispensing.
G.PREVENT MISUSE OF OPIOIDS
Support efforts to discourage or prevent misuse of opioids through evidence-based or
evidence-informed programs or strategies that may include, but are not limited to, the
following:
1.Funding media campaigns to prevent opioid misuse.
2.Corrective advertising or affirmative public education campaigns based on
evidence.
3.Public education relating to drug disposal.
4.Drug take-back disposal or destruction programs.
5.Funding community anti-drug coalitions that engage in drug prevention efforts.
6.Supporting community coalitions in implementing evidence-informed prevention,
such as reduced social access and physical access, stigma reduction—including
staffing, educational campaigns, support for people in treatment or recovery, or
training of coalitions in evidence-informed implementation, including the
Strategic Prevention Framework developed by the U.S. Substance Abuse and
Mental Health Services Administration (“SAMHSA”).
7.Engaging non-profits and faith-based communities as systems to support
prevention.
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8.Funding evidence-based prevention programs in schools or evidence-informed
school and community education programs and campaigns for students, families,
school employees, school athletic programs, parent-teacher and student
associations, and others.
9.School-based or youth-focused programs or strategies that have demonstrated
effectiveness in preventing drug misuse and seem likely to be effective in
preventing the uptake and use of opioids.
10.Create or support community-based education or intervention services for
families, youth, and adolescents at risk for OUD and any co-occurring SUD/MH
conditions.
11.Support evidence-informed programs or curricula to address mental health needs
of young people who may be at risk of misusing opioids or other drugs, including
emotional modulation and resilience skills.
12.Support greater access to mental health services and supports for young people,
including services and supports provided by school nurses, behavioral health
workers or other school staff, to address mental health needs in young people that
(when not properly addressed) increase the risk of opioid or another drug misuse.
H.PREVENT OVERDOSE DEATHS AND OTHER HARMS (HARM REDUCTION)
Support efforts to prevent or reduce overdose deaths or other opioid-related harms
through evidence-based or evidence-informed programs or strategies that may include,
but are not limited to, the following:
1.Increased availability and distribution of naloxone and other drugs that treat
overdoses for first responders, overdose patients, individuals with OUD and their
friends and family members, schools, community navigators and outreach
workers, persons being released from jail or prison, or other members of the
general public.
2.Public health entities providing free naloxone to anyone in the community.
3.Training and education regarding naloxone and other drugs that treat overdoses
for first responders, overdose patients, patients taking opioids, families, schools,
community support groups, and other members of the general public.
4.Enabling school nurses and other school staff to respond to opioid overdoses, and
provide them with naloxone, training, and support.
5.Expanding, improving, or developing data tracking software and applications for
overdoses/naloxone revivals.
6.Public education relating to emergency responses to overdoses.
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7.Public education relating to immunity and Good Samaritan laws.
8.Educating first responders regarding the existence and operation of immunity and
Good Samaritan laws.
9.Syringe service programs and other evidence-informed programs to reduce harms
associated with intravenous drug use, including supplies, staffing, space, peer
support services, referrals to treatment, fentanyl checking, connections to care,
and the full range of harm reduction and treatment services provided by these
programs.
10.Expanding access to testing and treatment for infectious diseases such as HIV and
Hepatitis C resulting from intravenous opioid use.
11.Supporting mobile units that offer or provide referrals to harm reduction services,
treatment, recovery supports, health care, or other appropriate services to persons
that use opioids or persons with OUD and any co-occurring SUD/MH conditions.
12.Providing training in harm reduction strategies to health care providers, students,
peer recovery coaches, recovery outreach specialists, or other professionals that
provide care to persons who use opioids or persons with OUD and any co-
occurring SUD/MH conditions.
13.Supporting screening for fentanyl in routine clinical toxicology testing.
PART THREE: OTHER STRATEGIES
I.FIRST RESPONDERS
In addition to items in section C, D and H relating to first responders, support the
following:
1.Education of law enforcement or other first responders regarding appropriate
practices and precautions when dealing with fentanyl or other drugs.
2.Provision of wellness and support services for first responders and others who
experience secondary trauma associated with opioid-related emergency events.
J.LEADERSHIP, PLANNING AND COORDINATION
Support efforts to provide leadership, planning, coordination, facilitations, training and
technical assistance to abate the opioid epidemic through activities, programs, or
strategies that may include, but are not limited to, the following:
1.Statewide, regional, local or community regional planning to identify root causes
of addiction and overdose, goals for reducing harms related to the opioid
epidemic, and areas and populations with the greatest needs for treatment
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intervention services, and to support training and technical assistance and other
strategies to abate the opioid epidemic described in this opioid abatement strategy
list.
2.A dashboard to (a) share reports, recommendations, or plans to spend opioid
settlement funds; (b) to show how opioid settlement funds have been spent; (c) to
report program or strategy outcomes; or (d) to track, share or visualize key opioid-
or health-related indicators and supports as identified through collaborative
statewide, regional, local or community processes.
3.Invest in infrastructure or staffing at government or not-for-profit agencies to
support collaborative, cross-system coordination with the purpose of preventing
overprescribing, opioid misuse, or opioid overdoses, treating those with OUD and
any co-occurring SUD/MH conditions, supporting them in treatment or recovery,
connecting them to care, or implementing other strategies to abate the opioid
epidemic described in this opioid abatement strategy list.
4.Provide resources to staff government oversight and management of opioid
abatement programs.
K.TRAINING
In addition to the training referred to throughout this document, support training to abate
the opioid epidemic through activities, programs, or strategies that may include, but are
not limited to, those that:
1.Provide funding for staff training or networking programs and services to improve
the capability of government, community, and not-for-profit entities to abate the
opioid crisis.
2.Support infrastructure and staffing for collaborative cross-system coordination to
prevent opioid misuse, prevent overdoses, and treat those with OUD and any co-
occurring SUD/MH conditions, or implement other strategies to abate the opioid
epidemic described in this opioid abatement strategy list (e.g., health care,
primary care, pharmacies, PDMPs, etc.).
L.RESEARCH
Support opioid abatement research that may include, but is not limited to, the following:
1.Monitoring, surveillance, data collection and evaluation of programs and
strategies described in this opioid abatement strategy list.
2.Research non-opioid treatment of chronic pain.
3.Research on improved service delivery for modalities such as SBIRT that
demonstrate promising but mixed results in populations vulnerable to
opioid use disorders.
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4.Research on novel harm reduction and prevention efforts such as the
provision of fentanyl test strips.
5.Research on innovative supply-side enforcement efforts such as improved
detection of mail-based delivery of synthetic opioids.
6.Expanded research on swift/certain/fair models to reduce and deter opioid
misuse within criminal justice populations that build upon promising
approaches used to address other substances (e.g., Hawaii HOPE and
Dakota 24/7).
7.Epidemiological surveillance of OUD-related behaviors in critical
populations, including individuals entering the criminal justice system,
including, but not limited to approaches modeled on the Arrestee Drug
Abuse Monitoring (“ADAM”) system.
8.Qualitative and quantitative research regarding public health risks and
harm reduction opportunities within illicit drug markets, including surveys
of market participants who sell or distribute illicit opioids.
9.Geospatial analysis of access barriers to MAT and their association with
treatment engagement and treatment outcomes.
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September 2023 | 1
CALIFORNIA OPIOID SETTLEMENTS
Allowable Expenditures
On July 21, 2021, California Attorney General Rob Bonta announced the final settlement
agreements with prescription opioid manufacturer Janssen Pharmaceuticals and
pharmaceutical distributors McKesson, Cardinal Health, and AmerisourceBergen (the
Distributors). These were the first of several opioid settlements that will provide
substantial funds for the remediation of the opioid crisis in California.
This document is intended to provide guidance for California’s cities and counties
(otherwise known as Participating Subdivisions) that receive funds from the California
Abatement Accounts Fund through current and future California Opioid Settlements.1
This resource includes three sections:
» Section 1: Use of California (CA) Abatement Accounts Fund
» Section 2: High Impact Abatement Activities (HIAA)
» Section 3: List of Opioid Remediation Uses (Exhibit E) – Core Strategies and
Approved Uses
Questions about the applicability of strategies to expend funds received from the CA
Abatement Accounts Fund can be directed to DHCS at OSF@dhcs.ca.gov.
1 Opioid settlements in this instance refers to final and proposed agreements between the State of California and opioid distributors and manufacturers: Janssen Pharmaceuticals and Johnson & Johnson (collectively “Janssen”); McKesson, Cardinal Health, and AmerisourceBergen
(collectively, Distributors); Teva; Allergan; and pharmacies Walgreens, Walmart, and CVS
(collectively, The Pharmacies), as well as any future opioid settlement agreements which follow
the structure of these agreements.
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September 2023 | 2
Section 1: Use of California (CA) Abatement Accounts
Fund
Funds from the California Opioid Settlements are intended to support opioid
remediation activities. As defined in the National Opioid Settlement Agreements, opioid
remediation is the “care, treatment, and other programs and expenditures designed to
(1) address the misuse and abuse of opioid products, (2) treat or mitigate opioid use or
related disorders, or (3) mitigate other alleged effects of, including on those injured as a
result of, the opioid crisis.”
Pursuant to the California State-Subdivision Agreements, funds from the CA Abatement
Accounts Fund must be used for opioid remediation activities in one or more of the
areas described in Exhibit E of the National Opioid Settlement Agreements. Section 3 of
this document provides a copy of Exhibit E, which is divided into Schedule A and
Schedule B strategies. Schedule A provides a list of core opioid remediation strategies
identified through the National Opioid Settlements, while Schedule B provides a list of
additional opioid remediation strategies identified through the settlements.
Pursuant to the National Opioid Settlement Agreements, funds from the CA Abatement
Accounts Fund may also be used to support reasonable related administrative expenses
for opioid remediation activities.
Section 2: High Impact Abatement Activities (HIAA)
California state officials, in partnership with counsel representing cities and counties,
have agreed on a list of opioid remediation activities to prioritize within the State of
California. These priorities, referred to as High Impact Abatement Activities (HIAA), can
be found in the respective California State-Subdivision Agreements. Many of the
activities listed in Exhibit E of the National Opioid Settlement Agreements can qualify as
HIAA, depending on their focus.
Pursuant to the California State-Subdivision Agreements, no less than fifty percent
(50%) of the funds received by a Participating Subdivision in each calendar year from
the CA Abatement Accounts Fund will be used for one or more of the HIAA listed below:
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September 2023 | 3
Table 1: High Impact Abatement Activities (HIAA) No. Activity
1 Provision of matching funds or operating costs for substance use disorder (SUD)
facilities within the Behavioral Health Continuum Infrastructure Program (BHCIP)
2 Creating new or expanded SUD treatment infrastructure 2
3 Addressing the needs of communities of color and vulnerable populations (including sheltered and unsheltered homeless populations) that are
disproportionately impacted by SUD
4
Diversion of people with SUD from the justice system into treatment, including by providing training and resources to first and early responders (sworn and
non-sworn) and implementing best practices for outreach, diversion and deflection, employability, restorative justice, and harm reduction
5 Interventions to prevent drug addiction in vulnerable youth
6 The purchase of naloxone for local entities including for distribution and efforts
to expand access to naloxone for opioid overdose reversals.
Section 3: List of Opioid Remediation Uses – Core
Strategies and Approved Uses
Participating Subdivisions shall choose from among the opioid remediation strategies
listed in “Approved Uses” (Schedule B) of Exhibit E, which are listed below. However,
priority should be given to the following core opioid remediation strategies (“Core
Strategies” (Schedule A)).
Pursuant to the National Opioid Settlement Agreements, words like “expand,” “fund,”
or “provide” shall not indicate a preference for new or existing programs.
2 May include cost overrun for BHCIP programs as needed.
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September 2023 | 4
Core Strategies (Schedule A)
A. Naloxone or Other FDA-Approved Drug to Reverse Opioid Overdoses
1. Expand training for first responders, schools, community support groups and families; and 2. Increase distribution to individuals who are uninsured or whose
insurance does not cover the needed service.
B. Medication-Assisted Treatment (MAT) Distribution and Other Opioid-
Related Treatment
1. Increase distribution of MAT to individuals who are uninsured or
whose insurance does not cover the needed service;
2. Provide education to school-based and youth-focused programs
that discourage or prevent misuse;
3. Provide MAT education and awareness training to healthcare
providers, EMTs, law enforcement, and other first responders; and
4. Provide treatment and recovery support services such as residential
and inpatient treatment, intensive outpatient treatment, outpatient
therapy or counseling, and recovery housing that allow or integrate
medication and with other support services.
C. Pregnant and Postpartum Women
1. Expand Screening, Brief Intervention, and Referral to Treatment (SBIRT)
services to non-Medi-Cal eligible or uninsured pregnant women;
2. Expand comprehensive evidence-based treatment and recovery
services, including MAT, for women with co-occurring Opioid Use
Disorder (OUD) and other SUD/Mental Health disorders for uninsured
individuals for up to 12 months postpartum; and
3. Provide comprehensive wrap-around services to individuals with
OUD, including housing, transportation, job placement/training, and
childcare.
D. Expanding Treatment for Neonatal Abstinence Syndrome (NAS)
1. Expand comprehensive evidence-based and recovery support for
NAS babies;
2. Expand services for better continuum of care with infant-need dyad; and 3. Expand long-term treatment and services for medical monitoring of
NAS babies and their families.
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September 2023 | 5
E. Expansion Of Warm Hand-Off Programs and Recovery Services
1. Expand services such as navigators and on-call teams to begin MAT
in hospital emergency departments; 2. Expand warm hand-off services to transition to recovery services; 3. Broaden scope of recovery services to include co-occurring SUD
or mental health conditions;
4. Provide comprehensive wrap-around services to individuals in
recovery, including housing, transportation, job placement/training,
and childcare; and
5. Hire additional social workers or other behavioral health workers
to facilitate expansions above.
F. Treatment for Incarcerated Population
1. Provide evidence-based treatment and recovery support, including
MAT for persons with OUD and co-occurring SUD/MH disorders
within and transitioning out of the criminal justice system; and
2. Increase funding for jails to provide treatment to inmates with OUD.
G. Prevention Programs
1. Funding for media campaigns to prevent opioid use (similar to the
FDA’s “Real Cost” campaign to prevent youth from misusing tobacco);
2. Funding for evidence-based prevention programs in schools;
3. Funding for medical provider education and outreach regarding best
prescribing practices for opioids consistent with the 2016 CDC
guidelines, including providers at hospitals (academic detailing);
4. Funding for community drug disposal programs; and
5. Funding and training for first responders to participate in pre-arrest
diversion programs, post-overdose response teams, or similar
strategies that connect at-risk individuals to behavioral health services
and supports.
H. Expanding Syringe Service Programs
1. Provide comprehensive syringe services programs with more wrap-
around services, including linkage to OUD treatment, access to sterile
syringes and linkage to care and treatment of infectious diseases.
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I. Evidence-Based Data Collection and Research Analyzing the Effectiveness of
the Abatement Strategies Within the State
Approved Uses (Schedule B)
Support treatment of Opioid Use Disorder (OUD) and any co-occurring Substance Use
Disorder (SUD) or Mental Health (SUD/MH) conditions through evidence-based or
evidence-informed programs or strategies that may include, but are not limited to, the
following:
Part I: Treatment
A. TREAT OPIOID USE DISORDER (OUD)
Support treatment of OUD and any co-occurring Substance Use Disorder or
Mental Health (SUD/MH) conditions through evidence-based or evidence-
informed programs or strategies that may include, but are not limited to, those
that:
1. Expand availability of treatment for OUD and any co-occurring SUD/MH
conditions, including all forms of MAT approved by the U.S. Food and
Drug Administration.
2. Support and reimburse evidence-based services that adhere to the
American Society of Addiction Medicine (ASAM) continuum of care for
OUD and any co-occurring SUD/MH conditions.
3. Expand telehealth to increase access to treatment for OUD and any co-
occurring SUD/MH conditions, including MAT, as well as counseling,
psychiatric support, and other treatment and recovery support services.
4. Improve oversight of Opioid Treatment Programs (OTPs) to assure
evidence- based or evidence-informed practices such as adequate
methadone dosing and low threshold approaches to treatment.
5. Support mobile intervention, treatment, and recovery services, offered by
qualified professionals and service providers, such as peer recovery
coaches, for persons with OUD and any co-occurring SUD/MH conditions
and for persons who have experienced an opioid overdose.
6. Provide treatment of trauma for individuals with OUD (e.g., violence,
sexual assault, human trafficking, or adverse childhood experiences) and
family members (e.g., surviving family members after an overdose or
overdose fatality), and training of health care personnel to identify and
address such trauma.
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7. Support evidence-based withdrawal management services for people
with OUD and any co-occurring mental health conditions.
8. Provide training on MAT for health care providers, first responders,
students, or other supporting professionals, such as peer recovery
coaches or recovery outreach specialists, including tele-mentoring to
assist community-based providers in rural or underserved areas.
9. Support workforce development for addiction professionals who work
with persons with OUD and any co-occurring SUD/MH conditions.
10. Offer fellowships for addiction medicine specialists for direct patient care,
instructors, and clinical research for treatments.
11. Offer scholarships and supports for behavioral health practitioners or
workers involved in addressing OUD and any co-occurring SUD/MH or
mental health conditions, including, but not limited to, training,
scholarships, fellowships, loan repayment programs, or other incentives
for providers to work in rural or underserved areas.
12. Provide funding and training for clinicians to obtain a waiver under the
federal Drug Addiction Treatment Act of 2000 (DATA 2000) to prescribe
MAT for OUD, and provide technical assistance and professional support
to clinicians who have obtained a DATA 2000 waiver.
13. Disseminate of web-based training curricula, such as the American
Academy of Addiction Psychiatry’s Provider Clinical Support Service–
Opioids web-based training curriculum and motivational interviewing.
14. Develop and disseminate new curricula, such as the American Academy
of Addiction Psychiatry’s Provider Clinical Support Service for
Medication– Assisted Treatment.
B. SUPPORT PEOPLE IN TREATMENT AND RECOVERY
Support people in recovery from OUD and any co-occurring SUD/MH conditions
through evidence-based or evidence-informed programs or strategies that may
include, but are not limited to, the programs or strategies that:
1. Provide comprehensive wrap-around services to individuals with OUD
and any co-occurring SUD/MH conditions, including housing,
transportation, education, job placement, job training, or childcare.
2. Provide the full continuum of care of treatment and recovery services for
OUD and any co-occurring SUD/MH conditions, including supportive
housing, peer support services and counseling, community navigators,
case management, and connections to community-based services.
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3. Provide counseling, peer-support, recovery case management and
residential treatment with access to medications for those who need it to
persons with OUD and any co-occurring SUD/MH conditions.
4. Provide access to housing for people with OUD and any co-occurring
SUD/MH conditions, including supportive housing, recovery housing,
housing assistance programs, training for housing providers, or recovery
housing programs that allow or integrate FDA-approved mediation with
other support services.
5. Provide community support services, including social and legal services,
to assist in deinstitutionalizing persons with OUD and any co-occurring
SUD/MH conditions.
6. Support or expand peer-recovery centers, which may include support
groups, social events, computer access, or other services for persons with
OUD and any co-occurring SUD/MH conditions.
7. Provide or support transportation to treatment or recovery programs or
services for persons with OUD and any co-occurring SUD/MH conditions.
8. Provide employment training or educational services for persons in
treatment for or recovery from OUD and any co-occurring SUD/MH
conditions.
9. Identify successful recovery programs such as physician, pilot, and
college recovery programs, and provide support and technical assistance
to increase the number and capacity of high-quality programs to help
those in recovery.
10. Engage non-profits, faith-based communities, and community coalitions
to support people in treatment and recovery and to support family
members in their efforts to support the person with OUD in the family.
11. Provide training and development of procedures for government staff to
appropriately interact and provide social and other services to individuals
with or in recovery from OUD, including reducing stigma.
12. Support stigma reduction efforts regarding treatment and support for
persons with OUD, including reducing the stigma on effective treatment.
13. Create or support culturally appropriate services and programs for
persons with OUD and any co-occurring SUD/MH conditions, including
new Americans.
14. Create and/or support recovery high schools.
15. Hire or train behavioral health workers to provide or expand any of the
services or supports listed above.
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C. CONNECT PEOPLE WHO NEED HELP TO THE HELP THEY NEED
(CONNECTIONS TO CARE)
Provide connections to care for people who have — or are at risk of developing
— OUD and any co-occurring SUD/MH conditions through evidence-based or
evidence-informed programs or strategies that may include, but are not limited
to, those that:
1. Ensure that health care providers are screening for OUD and other risk
factors and know how to appropriately counsel and treat (or refer if
necessary) a patient for OUD treatment.
2. Fund SBIRT programs to reduce the transition from use to disorders,
including SBIRT services to pregnant women who are uninsured or not
eligible for Medicaid.
3. Provide training and long-term implementation of SBIRT in key systems
(health, schools, colleges, criminal justice, and probation), with a focus on
youth and young adults when transition from misuse to opioid disorder is
common.
4. Purchase automated versions of SBIRT and support ongoing costs of the
technology.
5. Expand services such as navigators and on-call teams to begin MAT in
hospital emergency departments.
6. Provide training for emergency room personnel treating opioid overdose
patients on post-discharge planning, including community referrals for
MAT, recovery case management or support services.
7. Support hospital programs that transition persons with OUD and any co-
occurring SUD/MH conditions, or persons who have experienced an
opioid overdose, into clinically appropriate follow-up care through a
bridge clinic or similar approach.
8. Support crisis stabilization centers that serve as an alternative to hospital
emergency departments for persons with OUD and any co- occurring
SUD/MH conditions or persons that have experienced an opioid
overdose.
9. Support the work of Emergency Medical Systems, including peer support
specialists, to connect individuals to treatment or other appropriate
services following an opioid overdose or other opioid- related adverse
event.
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10. Provide funding for peer support specialists or recovery coaches in
emergency departments, detox facilities, recovery centers, recovery
housing, or similar settings; offer services, supports, or connections to
care to persons with OUD and any co-occurring SUD/MH conditions or to
persons who have experienced an opioid overdose.
11. Expand warm hand-off services to transition to recovery services.
12. Create or support school-based contacts that parents can engage with to
seek immediate treatment services for their child; and support
prevention, intervention, treatment, and recovery programs focused on
young people.
13. Develop and support best practices on addressing OUD in the workplace
14. Support assistance programs for health care providers with OUD.
15. Engage non-profits and the faith community as a system to support
outreach for treatment.
16. Support centralized call centers that provide information and connections
to appropriate services and supports for persons with OUD and any co-
occurring SUD/MH conditions.
D. ADDRESS THE NEEDS OF CRIMINAL JUSTICE-INVOLVED PERSONS
Address the needs of persons with OUD and any co-occurring SUD/MH
conditions who are involved in, are at risk of becoming involved in, or are
transitioning out of the criminal justice system through evidence-based or
evidence-informed programs or strategies that may include, but are not limited
to, those that:
1. Support pre-arrest or pre-arraignment diversion and deflection strategies
for persons with OUD and any co-occurring SUD/MH conditions,
including established strategies such as:
1. Self-referral strategies such as the Angel Programs or the Police
Assisted Addiction Recovery Initiative (“PAARI”);
2. Active outreach strategies such as the Drug Abuse Response Team
(“DART”) model;
3. “Naloxone Plus” strategies, which work to ensure that individuals
who have received naloxone to reverse the effects of an overdose
are then linked to treatment programs or other appropriate
services;
4. Officer prevention strategies, such as the Law Enforcement Assisted
Diversion (“LEAD”) model;
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September 2023 | 11
5. Officer intervention strategies such as the Leon County, Florida
Adult Civil Citation Network or the Chicago Westside Narcotics
Diversion to Treatment Initiative; or
6. Co-responder and/or alternative responder models to address
OUD-related 911 calls with greater SUD expertise.
2. Support pre-trial services that connect individuals with OUD and any co-
occurring SUD/MH conditions to evidence-informed treatment, including
MAT, and related services.
3. Support treatment and recovery courts that provide evidence-based
options for persons with OUD and any co-occurring SUD/MH conditions.
4. Provide evidence-informed treatment, including MAT, recovery support,
harm reduction, or other appropriate services to individuals with OUD
and any co- occurring SUD/MH conditions who are incarcerated in jail or
prison.
5. Provide evidence-informed treatment, including MAT, recovery support,
harm reduction, or other appropriate services to individuals with OUD
and any co- occurring SUD/MH conditions who are leaving jail or prison
or have recently left jail or prison, are on probation or parole, are under
community corrections supervision, or are in re-entry programs or
facilities.
6. Support critical time interventions (“CTI”), particularly for individuals living
with dual-diagnosis OUD/serious mental illness, and services for
individuals who face immediate risks and service needs and risks upon
release from correctional settings.
7. Provide training on best practices for addressing the needs of criminal
justice- involved persons with OUD and any co-occurring SUD/MH
conditions to law enforcement, correctional, or judicial personnel or to
providers of treatment, recovery, harm reduction, case management, or
other services offered in connection with any of the strategies described
in this section.
E. ADDRESS THE NEEDS OF PREGNANT OR PARENTING WOMEN AND THEIR
FAMILIES, INCLUDING BABIES WITH NEONATAL ABSTINENCE SYNDROME
Address the needs of pregnant or parenting women with OUD and any co-
occurring SUD/MH conditions, and the needs of their families, including babies
with NAS, through evidence-based or evidence-informed programs or strategies
that may include, but are not limited to, those that:
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1. Support evidence-based or evidence-informed treatment, including MAT,
recovery services and supports, and prevention services for pregnant
women—or women who could become pregnant—who have OUD and
any co-occurring SUD/MH conditions, and other measures to educate
and provide support to families affected by Neonatal Abstinence
Syndrome.
2. Expand comprehensive evidence-based treatment and recovery services,
including MAT, for uninsured women with OUD and any co-occurring
SUD/MH conditions for up to 12 months postpartum.
3. Provide training for obstetricians or other healthcare personnel who work
with pregnant women and their families regarding treatment of OUD and
any co- occurring SUD/MH conditions.
4. Expand comprehensive evidence-based treatment and recovery support
for NAS babies; expand services for better continuum of care with infant-
need dyad; and expand long-term treatment and services for medical
monitoring of NAS babies and their families.
5. Provide training to health care providers who work with pregnant or
parenting women on best practices for compliance with federal
requirements that children born with NAS get referred to appropriate
services and receive a plan of safe care.
6. Provide child and family supports for parenting women with OUD and
any co- occurring SUD/MH conditions.
7. Provide enhanced family support and child care services for parents with
OUD and any co-occurring SUD/MH conditions.
8. Provide enhanced support for children and family members suffering
trauma as a result of addiction in the family; and offer trauma-informed
behavioral health treatment for adverse childhood events.
9. Offer home-based wrap-around services to persons with OUD and any
co- occurring SUD/MH conditions, including, but not limited to, parent
skills training.
10. Provide support for Children’s Services — Fund additional positions and
services, including supportive housing and other residential services,
relating to children being removed from the home and/or placed in
foster care due to custodial opioid use.
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Part II: Prevention
F.PREVENT OVER-PRESCRIBING AND ENSURE APPROPRIATE PRESCRIBING
AND DISPENSING OF OPIOIDS
Support efforts to prevent over-prescribing and ensure appropriate prescribing
and dispensing of opioids through evidence-based or evidence-informed
programs or strategies that may include, but are not limited to, the following:
1.Funding medical provider education and outreach regarding best
prescribing practices for opioids consistent with the Guidelines for
Prescribing Opioids for Chronic Pain from the U.S. Centers for Disease
Control and Prevention, including providers at hospitals (academic
detailing).
2.Training for health care providers regarding safe and responsible opioid
prescribing, dosing, and tapering patients off opioids.
3.Continuing Medical Education (CME) on appropriate prescribing of
opioids.
4.Providing Support for non-opioid pain treatment alternatives, including
training providers to offer or refer to multi-modal, evidence-informed
treatment of pain.
5.Supporting enhancements or improvements to Prescription Drug
Monitoring Programs (“PDMPs”), including, but not limited to,
improvements that:
i.Increase the number of prescribers using PDMPs;
ii.Improve point-of-care decision-making by increasing the quantity,
quality, or format of data available to prescribers using PDMPs, by
improving the interface that prescribers use to access PDMP data,
or both; or
iii.Enable states to use PDMP data in support of surveillance or
intervention strategies, including MAT referrals and follow-up for
individuals identified within PDMP data as likely to experience OUD
in a manner that complies with all relevant privacy and security laws
and rules.
6.Ensuring PDMPs incorporate available overdose/naloxone deployment
data, including the United States Department of Transportation’s
Emergency Medical Technician overdose database in a manner that
complies with all relevant privacy and security laws and rules.
7.Increasing electronic prescribing to prevent diversion or forgery.
8.Educating dispensers on appropriate opioid dispensing.
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G. PREVENT MISUSE OF OPIOIDS
Support efforts to discourage or prevent misuse of opioids through evidence-
based or evidence-informed programs or strategies that may include, but are not
limited to, the following:
1. Funding media campaigns to prevent opioid misuse.
2. Corrective advertising or affirmative public education campaigns based
on evidence.
3. Public education relating to drug disposal.
4. Drug take-back disposal or destruction programs.
5. Funding community anti-drug coalitions that engage in drug prevention
efforts.
6. Supporting community coalitions in implementing evidence-informed
prevention, such as reduced social access and physical access, stigma
reduction—including staffing, educational campaigns, support for people
in treatment or recovery, or training of coalitions in evidence-informed
implementation, including the Strategic Prevention Framework
developed by the U.S. Substance Abuse and Mental Health Services
Administration (“SAMHSA”).
7. Engaging non-profits and faith-based communities as systems to support
prevention.
8. Funding evidence-based prevention programs in schools or evidence-
informed school and community education programs and campaigns for
students, families, school employees, school athletic programs, parent-
teacher and student associations, and others.
9. School-based or youth-focused programs or strategies that have
demonstrated effectiveness in preventing drug misuse and seem likely to
be effective in preventing the uptake and use of opioids.
10. Create or support community-based education or intervention services
for families, youth, and adolescents at risk for OUD and any co- occurring
SUD/MH conditions.
11. Support evidence-informed programs or curricula to address mental
health needs of young people who may be at risk of misusing opioids or
other drugs, including emotional modulation and resilience skills.
12. Support greater access to mental health services and supports for young
people, including services and supports provided by school nurses,
behavioral health workers or other school staff, to address mental health
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September 2023 | 15
needs in young people that (when not properly addressed) increase the
risk of opioid or another drug misuse.
H. PREVENT OVERDOSE DEATHS AND OTHER HARMS (HARM REDUCTION)
Support efforts to prevent or reduce overdose deaths or other opioid-related
harms through evidence-based or evidence-informed programs or strategies that
may include, but are not limited to, the following:
1. Increased availability and distribution of naloxone and other drugs that
treat overdoses for first responders, overdose patients, individuals with
OUD and their friends and family members, schools, community
navigators and outreach workers, persons being released from jail or
prison, or other members of the general public.
2. Public health entities providing free naloxone to anyone in the
community.
3. Training and education regarding naloxone and other drugs that treat
overdoses for first responders, overdose patients, patients taking opioids,
families, schools, community support groups, and other members of the
general public.
4. Enabling school nurses and other school staff to respond to opioid
overdoses, and provide them with naloxone, training, and support.
5. Expanding, improving, or developing data tracking software and
applications for overdoses/naloxone revivals.
6. Public education relating to emergency responses to overdoses.
7. Public education relating to immunity and Good Samaritan laws.
8. Educating first responders regarding the existence and operation of
immunity and Good Samaritan laws.
9. Syringe service programs and other evidence-informed programs to
reduce harms associated with intravenous drug use, including supplies,
staffing, space, peer support services, referrals to treatment, fentanyl
checking, connections to care, and the full range of harm reduction and
treatment services provided by these programs.
10. Expanding access to testing and treatment for infectious diseases such as
HIV and Hepatitis C resulting from intravenous opioid use.
11. Supporting mobile units that offer or provide referrals to harm reduction
services, treatment, recovery supports, health care, or other appropriate
services to persons that use opioids or persons with OUD and any co-
occurring SUD/MH conditions.
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12. Providing training in harm reduction strategies to health care providers,
students, peer recovery coaches, recovery outreach specialists, or other
professionals that provide care to persons who use opioids or persons
with OUD and any co- occurring SUD/MH conditions.
13. Supporting screening for fentanyl in routine clinical toxicology testing.
Part III: Other Strategies
I. FIRST RESPONDERS
In addition to items in section C, D and H relating to first responders, support the
following:
1. Education of law enforcement or other first responders regarding
appropriate practices and precautions when dealing with fentanyl or
other drugs.
2. Provision of wellness and support services for first responders and others
who experience secondary trauma associated with opioid- related
emergency events.
J. LEADERSHIP, PLANNING AND COORDINATION
Support efforts to provide leadership, planning, coordination, facilitations,
training and technical assistance to abate the opioid epidemic through activities,
programs, or strategies that may include, but are not limited to, the following:
1. Statewide, regional, local or community regional planning to identify root
causes of addiction and overdose, goals for reducing harms related to
the opioid epidemic, and areas and populations with the greatest needs
for treatment intervention services, and to support training and technical
assistance and other strategies to abate the opioid epidemic described in
this opioid abatement strategy list.
2. A dashboard to (a) share reports, recommendations, or plans to spend
opioid settlement funds; (b) to show how opioid settlement funds have
been spent; (c) to report program or strategy outcomes; or (d) to track,
share or visualize key opioid- or health-related indicators and supports as
identified through collaborative statewide, regional, local or community
processes.
3. Invest in infrastructure or staffing at government or not-for-profit
agencies to support collaborative, cross-system coordination with the
purpose of preventing overprescribing, opioid misuse, or opioid
overdoses, treating those with OUD and any co-occurring SUD/MH
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conditions, supporting them in treatment or recovery, connecting them
to care, or implementing other strategies to abate the opioid epidemic
described in this opioid abatement strategy list.
4. Provide resources to staff government oversight and management of
opioid abatement programs.
K. TRAINING
In addition to the training referred to throughout this document, support training
to abate the opioid epidemic through activities, programs, or strategies that may
include, but are not limited to, those that:
1. Provide funding for staff training or networking programs and services to
improve the capability of government, community, and not-for-profit
entities to abate the opioid crisis.
2. Support infrastructure and staffing for collaborative cross-system
coordination to prevent opioid misuse, prevent overdoses, and treat
those with OUD and any co- occurring SUD/MH conditions, or implement
other strategies to abate the opioid epidemic described in this opioid
abatement strategy list (e.g., health care, primary care, pharmacies,
PDMPs, etc.).
L. RESEARCH
Support opioid abatement research that may include, but is not limited to, the
following:
1. Monitoring, surveillance, data collection and evaluation of programs and
strategies described in this opioid abatement strategy list.
2. Research non-opioid treatment of chronic pain.
3. Research on improved service delivery for modalities such as SBIRT that
demonstrate promising but mixed results in populations vulnerable to
opioid use disorders.
4. Research on novel harm reduction and prevention efforts such as the
provision of fentanyl test strips.
5. Research on innovative supply-side enforcement efforts such as
improved detection of mail-based delivery of synthetic opioids.
6. Expanded research on swift/certain/fair models to reduce and deter
opioid misuse within criminal justice populations that build upon
promising approaches used to address other substances (e.g., Hawaii
HOPE and Dakota 24/7).
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7. Epidemiological surveillance of OUD-related behaviors in critical
populations, including individuals entering the criminal justice system,
including, but not limited to approaches modeled on the Arrestee Drug
Abuse Monitoring (“ADAM”) system.
8. Qualitative and quantitative research regarding public health risks and
harm reduction opportunities within illicit drug markets, including surveys
of market participants who sell or distribute illicit opioids.
9. Geospatial analysis of access barriers to MAT and their association with
treatment engagement and treatment outcomes.
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ATTACHMENT B
CITY STANDARD AGREEMENT -
CONTRACTOR
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-1- 4835-2267-0361v1 LAC\04706083
AGREEMENT FOR SERVICES
(For contracts over $5,000 – NON-DESIGN, NON-ENGINEERING TYPE CONTRACTOR)
This AGREEMENT made this day of , 20 , between:
CITY: City of Gilroy, having a principal place of business at
7351 Rosanna Street, Gilroy, California
and CONTRACTOR: , having a principal place of business at .
ARTICLE 1. TERM OF AGREEMENT
This Agreement will become effective on and will continue in effect through unless
terminated in accordance with the provisions of Article 7 of this Agreement.
Any lapse in insurance coverage as required by Article 5, Section D of this Agreement shall
terminate this Agreement regardless of any other provision stated herein. ______
Initial
ARTICLE 2. INDEPENDENT CONTRACTOR STATUS
It is the express intention of the parties that CONTRACTOR is an independent contractor and not
an employee, agent, joint venturer or partner of CITY. Nothing in this Agreement shall be
interpreted or construed as creating or establishing the relationship of employer and employee
between CITY and CONTRACTOR or any employee or agent of CONTRACTOR. Both parties
acknowledge that CONTRACTOR is not an employee for state or federal tax purposes.
CONTRACTOR shall not be entitled to any of the rights or benefits afforded to CITY’S
employees, including, without limitation, disability or unemployment insurance, workers’
compensation, medical insurance, sick leave, retirement benefits or any other employment
benefits. CONTRACTOR shall retain the right to perform services for others during the term of
this Agreement.
ARTICLE 3. SERVICES TO BE PERFORMED BY CONTRACTOR
A. Specific Services
CONTRACTOR agrees to: Perform the services as outlined in Exhibit “A” (“Specific
Provisions”) and Exhibit “B” (“Scope of Services”), within the time periods described in Exhibit
“C” (“Milestone Schedule”).
B. Method of Performing Services
CONTRACTOR shall determine the method, details and means of performing the above-described
services. CITY shall have no right to, and shall not, control the manner or determine the method
of accomplishing CONTRACTOR’S services.
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C. Employment of Assistants
CONTRACTOR may, at the CONTRACTOR’S own expense, employ such assistants as
CONTRACTOR deems necessary to perform the services required of CONTRACTOR by this
Agreement, subject to the prohibition against assignment and subcontracting contained in
Article 5 below. CITY may not control, direct, or supervise CONTRACTOR’S assistants in the
performance of those services. CONTRACTOR assumes full and sole responsibility for the
payment of all compensation and expenses of these assistants and for all state and federal income
tax, unemployment insurance, Social Security, disability insurance and other applicable
withholding.
D. Place of Work
CONTRACTOR shall perform the services required by this Agreement at any place or location
and at such times as CONTRACTOR shall determine is necessary to properly and timely perform
CONTRACTOR’S services.
ARTICLE 4. COMPENSATION
A. Consideration
In consideration for the services to be performed by CONTRACTOR, CITY agrees to pay
CONTRACTOR the amounts set forth in Exhibit “D” (“Payment Schedule”). In no event
however shall the total compensation paid to CONTRACTOR exceed .
B. Invoices
CONTRACTOR shall submit invoices for all services rendered.
C. Payment
Payment shall be due according to the payment schedule set forth in Exhibit “D”. No payment
will be made unless CONTRACTOR has first provided City with a written receipt of invoice
describing the work performed and any approved direct expenses (as provided for in Exhibit “A”,
Section IV) incurred during the preceding period. If CITY objects to all or any portion of any
invoice, CITY shall notify CONTRACTOR of the objection within thirty (30) days from receipt
of the invoice, give reasons for the objection, and pay that portion of the invoice not in dispute. It
shall not constitute a default or breach of this Agreement for CITY not to pay any invoiced amounts
to which it has objected until the objection has been resolved by mutual agreement of the parties.
D. Expenses
CONTRACTOR shall be responsible for all costs and expenses incident to the performance of
services for CITY, including but not limited to, all costs of equipment used or provided by
CONTRACTOR, all fees, fines, licenses, bonds or taxes required of or imposed against
CONTRACTOR and all other of CONTRACTOR’S costs of doing business. CITY shall not be
responsible for any expenses incurred by CONTRACTOR in performing services for CITY, except
for those expenses constituting “direct expenses” referenced on Exhibit “A.”
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ARTICLE 5. OBLIGATIONS OF CONTRACTOR
A. Tools and Instrumentalities
CONTRACTOR shall supply all tools and instrumentalities required to perform the services under
this Agreement at its sole cost and expense. CONTRACTOR is not required to purchase or rent
any tools, equipment or services from CITY.
B. Workers’ Compensation
CONTRACTOR agrees to provide workers’ compensation insurance for CONTRACTOR’S
employees and agents and agrees to hold harmless, defend with counsel acceptable to CITY and
indemnify CITY, its officers, representatives, agents and employees from and against any and all
claims, suits, damages, costs, fees, demands, causes of action, losses, liabilities and expenses,
including without limitation reasonable attorneys’ fees, arising out of any injury, disability, or
death of any of CONTRACTOR’S employees.
C. Indemnification of Liability, Duty to Defend
As to all liability, to the fullest extent permitted by law, CONTRACTOR shall defend, through
counsel approved by CITY (which approval shall not be unreasonably withheld), indemnify and
hold harmless CITY, its officers, representatives, agents and employees against any and all suits,
damages, costs, fees, claims, demands, causes of action, losses, liabilities and expenses, including
without limitation attorneys’ fees, arising or resulting directly or indirectly from any act or
omission of CONTRACTOR or CONTRACTOR’S assistants, employees or agents, including all
claims relating to the injury or death of any person or damage to any property.
D. Insurance
In addition to any other obligations under this Agreement, CONTRACTOR shall, at no cost to
CITY, obtain and maintain throughout the term of this Agreement: (a) Commercial Liability
Insurance on a per occurrence basis, including coverage for owned and non-owned automobiles,
with a minimum combined single limit coverage of $1,000,000 per occurrence for all damages due
to bodily injury, sickness or disease, or death to any person, and damage to property, including the
loss of use thereof. As a condition precedent to CITY’S obligations under this Agreement,
CONTRACTOR shall furnish written evidence of such coverage (naming CITY, its officers and
employees as additional insureds on the Comprehensive Liability insurance policy referred to in
(a) immediately above via a specific endorsement) and requiring thirty (30) days written notice of
policy lapse or cancellation, or of a material change in policy terms.
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E. Assignment
Notwithstanding any other provision of this Agreement, neither this Agreement nor any duties or
obligations of CONTRACTOR under this Agreement may be assigned or subcontracted by
CONTRACTOR without the prior written consent of CITY, which CITY may withhold in its sole
and absolute discretion.
F. State and Federal Taxes
As CONTRACTOR is not CITY’S employee, CONTRACTOR shall be responsible for paying all
required state and federal taxes. Without limiting the foregoing, CONTRACTOR acknowledges
and agrees that:
• CITY will not withhold FICA (Social Security) from CONTRACTOR’S
payments;
• CITY will not make state or federal unemployment insurance contributions on
CONTRACTOR’S behalf;
• CITY will not withhold state or federal income tax from payment to
CONTRACTOR;
• CITY will not make disability insurance contributions on behalf of
CONTRACTOR;
• CITY will not obtain workers’ compensation insurance on behalf of
CONTRACTOR.
ARTICLE 6. OBLIGATIONS OF CITY
A. Cooperation of City
CITY agrees to respond to all reasonable requests of CONTRACTOR and provide access, at
reasonable times following receipt by CITY of reasonable notice, to all documents reasonably
necessary to the performance of CONTRACTOR’S duties under this Agreement.
B. Assignment
CITY may assign this Agreement or any duties or obligations thereunder to a successor
governmental entity without the consent of CONTRACTOR. Such assignment shall not release
CONTRACTOR from any of CONTRACTOR’S duties or obligations under this Agreement.
ARTICLE 7. TERMINATION OF AGREEMENT
A. Sale of CONTRACTOR’s Business/ Death of CONTRACTOR.
CONTRACTOR shall notify CITY of the proposed sale of CONTRACTOR’s business no later
than thirty (30) days prior to any such sale. CITY shall have the option of terminating this
Agreement within thirty (30) days after receiving such notice of sale. Any such CITY termination
pursuant to this Article 7.A shall be in writing and sent to the address for notices to
CONTRACTOR set forth in Exhibit A, Subsection V.H., no later than thirty (30) days after
CITY’ receipt of such notice of sale.
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If CONTRACTOR is an individual, this Agreement shall be deemed automatically terminated
upon death of CONTRACTOR.
B. Termination by City for Default of CONTRACTOR
Should CONTRACTOR default in the performance of this Agreement or materially breach any of
its provisions, CITY, at CITY’S option, may terminate this Agreement by giving written
notification to CONTRACTOR. For the purposes of this section, material breach of this
Agreement shall include, but not be limited to the following:
1. CONTRACTOR’S failure to professionally and/or timely perform any of the
services contemplated by this Agreement.
2. CONTRACTOR’S breach of any of its representations, warranties or covenants
contained in this Agreement.
CONTRACTOR shall be entitled to payment only for work completed in accordance with the
terms of this Agreement through the date of the termination notice, as reasonably determined by
CITY, provided that such payment shall not exceed the amounts set forth in this Agreement for
the tasks described on Exhibit C” which have been fully, competently and timely rendered by
CONTRACTOR. Notwithstanding the foregoing, if CITY terminates this Agreement due to
CONTRACTOR’S default in the performance of this Agreement or material breach by
CONTRACTOR of any of its provisions, then in addition to any other rights and remedies CITY
may have, CONTRACTOR shall reimburse CITY, within ten (10) days after demand, for any and
all costs and expenses incurred by CITY in order to complete the tasks constituting the scope of
work as described in this Agreement, to the extent such costs and expenses exceed the amounts
CITY would have been obligated to pay CONTRACTOR for the performance of that task pursuant
to this Agreement.
C. Termination for Failure to Make Agreed-Upon Payments
Should CITY fail to pay CONTRACTOR all or any part of the compensation set forth in Article
4 of this Agreement on the date due, then if and only if such nonpayment constitutes a default
under this Agreement, CONTRACTOR, at the CONTRACTOR’S option, may terminate this
Agreement if such default is not remedied by CITY within thirty (30) days after demand for such
payment is given by CONTRACTOR to CITY.
D. Transition after Termination
Upon termination, CONTRACTOR shall immediately stop work, unless cessation could
potentially cause any damage or harm to person or property, in which case CONTRACTOR shall
cease such work as soon as it is safe to do so. CONTRACTOR shall incur no further expenses in
connection with this Agreement. CONTRACTOR shall promptly deliver to CITY all work done
toward completion of the services required hereunder, and shall act in such a manner as to facilitate
any the assumption of CONTRACTOR’s duties by any new CONTRACTOR hired by the CITY
to complete such services.
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ARTICLE 8. GENERAL PROVISIONS
A. Amendment & Modification
No amendments, modifications, alterations or changes to the terms of this Agreement shall be
effective unless and until made in a writing signed by both parties hereto.
B. Americans with Disabilities Act of 1990
Throughout the term of this Agreement, the CONTRACTOR shall comply fully with all applicable
provisions of the Americans with Disabilities Act of 1990 (“the Act”) in its current form and as it
may be amended from time to time. CONTRACTOR shall also require such compliance of all
subcontractors performing work under this Agreement, subject to the prohibition against
assignment and subcontracting contained in Article 5 above. The CONTRACTOR shall defend
with counsel acceptable to CITY, indemnify and hold harmless the CITY OF GILROY, its
officers, employees, agents and representatives from and against all suits, claims, demands,
damages, costs, causes of action, losses, liabilities, expenses and fees, including without limitation
reasonable attorneys’ fees, that may arise out of any violations of the Act by the CONTRACTOR,
its subcontractors, or the officers, employees, agents or representatives of either.
C. Attorneys’ Fees
If any action at law or in equity, including an action for declaratory relief, is brought to enforce or
interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable
attorneys’ fees, which may be set by the court in the same action or in a separate action brought
for that purpose, in addition to any other relief to which that party may be entitled.
D. Captions
The captions and headings of the various sections, paragraphs and subparagraphs of the Agreement
are for convenience only and shall not be considered nor referred to for resolving questions of
interpretation.
E. Compliance with Laws
The CONTRACTOR shall keep itself informed of all State and National laws and all municipal
ordinances and regulations of the CITY which in any manner affect those engaged or employed in
the work, or the materials used in the work, or which in any way affect the conduct of the work,
and of all such orders and decrees of bodies or tribunals having any jurisdiction or authority over
the same. Without limiting the foregoing, CONTRACTOR agrees to observe the provisions of the
Municipal Code of the CITY OF GILROY, obligating every contractor or subcontractor under a
contract or subcontract to the CITY OF GILROY for public works or for goods or services to
refrain from discriminatory employment or subcontracting practices on the basis of the race, color,
sex, religious creed, national origin, ancestry of any employee, applicant for employment, or any
potential subcontractor.
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F. Conflict of Interest
CONTRACTOR certifies that to the best of its knowledge, no CITY employee or office of any
public agency interested in this Agreement has any pecuniary interest in the business of
CONTRACTOR and that no person associated with CONTRACTOR has any interest that would
constitute a conflict of interest in any manner or degree as to the execution or performance of this
Agreement.
G. Entire Agreement
This Agreement supersedes any and all prior agreements, whether oral or written, between the
parties hereto with respect to the rendering of services by CONTRACTOR for CITY and contains
all the covenants and agreements between the parties with respect to the rendering of such services
in any manner whatsoever. Each party to this Agreement acknowledges that no representations,
inducements, promises or agreements, orally or otherwise, have been made by any party, or anyone
acting on behalf of any party, which are not embodied herein, and that no other agreement,
statement or promise not contained in this Agreement shall be valid or binding.
No other agreements or conversation with any officer, agent or employee of CITY prior to
execution of this Agreement shall affect or modify any of the terms or obligations contained in
any documents comprising this Agreement. Such other agreements or conversations shall be
considered as unofficial information and in no way binding upon CITY.
H. Governing Law and Venue
This Agreement shall be governed by and construed in accordance with the laws of the State of
California without regard to the conflict of laws provisions of any jurisdiction. The exclusive
jurisdiction and venue with respect to any and all disputes arising hereunder shall be in state and
federal courts located in Santa Clara County, California.
I. Notices
Any notice to be given hereunder by either party to the other may be effected either by personal
delivery in writing or by mail, registered or certified, postage prepaid with return receipt requested.
Mailed notices shall be addressed to the parties at the addresses appearing in Exhibit “A”, Section
V.H. but each party may change the address by written notice in accordance with this paragraph.
Notices delivered personally will be deemed delivered as of actual receipt; mailed notices will be
deemed delivered as of three (3) days after mailing.
J. Partial Invalidity
If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void
or unenforceable, the remaining provisions will nevertheless continue in full force without being
impaired or invalidated in any way.
K. Time of the Essence
All dates and times referred to in this Agreement are of the essence.
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L. Waiver
CONTRACTOR agrees that waiver by CITY of any one or more of the conditions of performance
under this Agreement shall not be construed as waiver(s) of any other condition of performance
under this Agreement.
Executed at Gilroy, California, on the date and year first above written.
CONTRACTOR: CITY:
CITY OF GILROY
By: By:
Name: Name:
Title: Title:
Social Security or Taxpayer
Identification Number
Approved as to Form ATTEST:
City Attorney City Clerk
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EXHIBIT “A”
SPECIFIC PROVISIONS
I. PROJECT MANAGER
CONTRACTOR shall provide the services indicated on the attached Exhibit “B”, Scope of
Services (“Services”). (All exhibits referenced are incorporated herein by reference.) To
accomplish that end, CONTRACTOR agrees to assign , who will act in the capacity of
Project Manager, and who will personally direct such Services.
Except as may be specified elsewhere in this Agreement, CONTRACTOR shall furnish all
technical and professional services including labor, material, equipment, transportation,
supervision and expertise to perform all operations necessary and required to complete the Services
in accordance with the terms of this Agreement.
II. NOTICE TO PROCEED/COMPLETION OF SERVICE
A. NOTICE TO PROCEED
CONTRACTOR shall commence the Services upon delivery to CONTRACTOR of a written
“Notice to Proceed”, which Notice to Proceed shall be in the form of a written communication
from designated City contact person(s). Notice to Proceed may be in the form of e-mail, fax or
letter authorizing commencement of the Services. For purposes of this Agreement, shall be
the designated City contact person(s). Notice to Proceed shall be deemed to have been delivered
upon actual receipt by CONTRACTOR or if otherwise delivered as provided in the Section V.H.
(“Notices”) of this Exhibit “A”.
B. COMPLETION OF SERVICES
When CITY determines that CONTRACTOR has completed all of the Services in accordance with
the terms of this Agreement, CITY shall give CONTRACTOR written Notice of Final Acceptance,
and CONTRACTOR shall not incur any further costs hereunder. CONTRACTOR may request
this determination of completion when, in its opinion, it has completed all of the Services as
required by the terms of this Agreement and, if so requested, CITY shall make this determination
within two (2) weeks of such request, or if CITY determines that CONTRACTOR has not
completed all of such Services as required by this Agreement, CITY shall so inform
CONTRACTOR within this two (2) week period.
III. PROGRESS SCHEDULE
The schedule for performance and completion of the Services will be as set forth in the attached
Exhibit “C”.
IV. PAYMENT OF FEES AND DIRECT EXPENSES
Payments shall be made to CONTRACTOR as provided for in Article 4 of this Agreement.
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Direct expenses are charges and fees not included in Exhibit “B”. CITY shall be obligated to pay
only for those direct expenses which have been previously approved in writing by CITY.
CONTRACTOR shall obtain written approval from CITY prior to incurring or billing of direct
expenses.
Copies of pertinent financial records, including invoices, will be included with the submission of
billing(s) for all direct expenses.
V. OTHER PROVISIONS
A. STANDARD OF WORKMANSHIP
CONTRACTOR represents and warrants that it has the qualifications, skills and licenses necessary
to perform the Services, and its duties and obligations, expressed and implied, contained herein,
and CITY expressly relies upon CONTRACTOR’S representations and warranties regarding its
skills, qualifications and licenses. CONTRACTOR shall perform such Services and duties in
conformance to and consistent with the standards generally recognized as being employed by
professionals in the same discipline in the State of California.
Any plans, designs, specifications, estimates, calculations, reports and other documents furnished
under this Agreement shall be of a quality acceptable to CITY. The minimum criteria for
acceptance shall be a product of neat appearance, well-organized, technically and grammatically
correct, checked and having the maker and checker identified. The minimum standard of
appearance, organization and content of the drawings shall be that used by CITY for similar
purposes.
B. RESPONSIBILITY OF CONTRACTOR
CONTRACTOR shall be responsible for the professional quality, technical accuracy, and the
coordination of the Services furnished by it under this Agreement. CONTRACTOR shall not be
responsible for the accuracy of any project or technical information provided by the CITY. The
CITY’S review, acceptance or payment for any of the Services shall not be construed to operate
as a waiver of any rights under this Agreement or of any cause of action arising out of the
performance of this Agreement, and CONTRACTOR shall be and remain liable to CITY in
accordance with applicable law for all damages to CITY caused by CONTRACTOR’S negligent
performance of any of the services furnished under this Agreement.
C. RIGHT OF CITY TO INSPECT RECORDS OF CONTRACTOR
CITY, through its authorized employees, representatives or agents, shall have the right, at any and
all reasonable times, to audit the books and records (including, but not limited to, invoices,
vouchers, canceled checks, time cards, etc.) of CONTRACTOR for the purpose of verifying any
and all charges made by CONTRACTOR in connection with this Agreement. CONTRACTOR
shall maintain for a minimum period of three (3) years (from the date of final payment to
CONTRACTOR), or for any longer period required by law, sufficient books and records in
accordance with standard California accounting practices to establish the correctness of all charges
submitted to CITY by CONTRACTOR, all of which shall be made available to CITY at the
CITY’s offices within five (5) business days after CITY’s request.
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D. CONFIDENTIALITY OF MATERIAL
All ideas, memoranda, specifications, plans, manufacturing procedures, data (including, but not
limited to, computer data and source code), drawings, descriptions, documents, discussions or
other information developed or received by or for CONTRACTOR and all other written and oral
information developed or received by or for CONTRACTOR and all other written and oral
information submitted to CONTRACTOR in connection with the performance of this Agreement
shall be held confidential by CONTRACTOR and shall not, without the prior written consent of
CITY, be used for any purposes other than the performance of the Services, nor be disclosed to an
entity not connected with the performance of the such Services. Nothing furnished to
CONTRACTOR which is otherwise known to CONTRACTOR or is or becomes generally known
to the related industry (other than that which becomes generally known as the result of
CONTRACTOR’S disclosure thereof) shall be deemed confidential. CONTRACTOR shall not
use CITY’S name or insignia, or distribute publicity pertaining to the services rendered under this
Agreement in any magazine, trade paper, newspaper or other medium without the express written
consent of CITY.
E. NO PLEDGING OF CITY’S CREDIT.
Under no circumstances shall CONTRACTOR have the authority or power to pledge the credit of
CITY or incur any obligation in the name of CITY.
F. OWNERSHIP OF MATERIAL.
All material including, but not limited to, computer information, data and source code, sketches,
tracings, drawings, plans, diagrams, quantities, estimates, specifications, proposals, tests, maps,
calculations, photographs, reports and other material developed, collected, prepared (or caused to
be prepared) under this Agreement shall be the property of CITY, but CONTRACTOR may retain
and use copies thereof subject to Section V.D of this Exhibit “A”.
CITY shall not be limited in any way in its use of said material at any time for any work, whether
or not associated with the City project for which the Services are performed. However,
CONTRACTOR shall not be responsible for, and City shall indemnify CONTRACTOR from,
damages resulting from the use of said material for work other than PROJECT, including, but not
limited to, the release of this material to third parties for work other than on PROJECT.
G. NO THIRD PARTY BENEFICIARY.
This Agreement shall not be construed or deemed to be an agreement for the benefit of any third
party or parties, and no third party or parties shall have any claim or right of action hereunder for
any cause whatsoever.
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H. NOTICES.
Notices are to be sent as follows:
CITY:
City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
CONTRACTOR:
I. FEDERAL FUNDING REQUIREMENTS.
If the box to the left of this sentence is checked, this Agreement involves federal
funding and the requirements of this Section V.I. apply.
If the box to the left of this sentence is checked, this Agreement does not involve
federal funding and the requirements of this Section V.I. do not apply.
1. DBE Program
CONTRACTOR shall comply with the requirements of Title 49, Part 26, Code of Federal
Regulations (49 CFR 26) and the City-adopted Disadvantaged Business Enterprise programs.
2. Cost Principles
Federal Acquisition Regulations in Title 48, CFR 31, shall be used to determine the allowable cost
for individual items.
3. Covenant against Contingent Fees
The CONTRACTOR warrants that he/she has not employed or retained any company or person,
other than a bona fide employee working for the CONTRACTOR, to solicit or secure this
Agreement, and that he/she has not paid or agreed to pay any company or person, other than a
bona fide employee, any fee, commission, percentage, brokerage fee, gift or any other
consideration, contingent upon or resulting from the award or formation of this Agreement. For
breach or violation of this warranty, the Local Agency shall have the right to annul this Agreement
without liability or, at its discretion, to deduct from the agreement price or consideration, or
otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift or
contingent fee.
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EXHIBIT “B”
SCOPE OF SERVICES
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EXHIBIT “C”
MILESTONE SCHEDULE
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EXHIBIT “D”
PAYMENT SCHEDULE
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City of Gilroy
STAFF REPORT
Agenda Item Title: Award the Interim Aquatics Center Operator Contract to
Swan Swimming, LLC for an Amount Not to Exceed $266,662
and Authorize the City Administrator to Complete
Negotiations and Execute the Agreement
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Administration
Submitted by: Bryce Atkins, Assistant to the City Administrator
Prepared by: Bryce Atkins, Assistant to the City Administrator
STRATEGIC PLAN GOALS: Not Applicable
RECOMMENDATION
Award the interim aquatics center operator contract to Swan Swimming, LLC for an
amount not to exceed $266,662 and authorize the City Administrator to complete
negotiations and execute the agreement.
EXECUTIVE SUMMARY
BACKGROUND
The City Council and staff have held discussions regarding the City's aquatics programs
since January 2024. Over the course of those conversations, several reports were
presented to the City Council, providing information as available regarding the aquatics
programs, both internal and contracted out. For a summary of the discussions and the
aquatics program, please refer to the staff report dated September 8, 2025.
At the conclusion of the September 8, 2025, regular City Council meeting agenda item
regarding an interim aquatics operator, Council authorized the issuance of a request for
proposals (RFP) for a one-year aquatics center operator agreement, with a one-year
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extension option subject to the approval of the City Council. The interim operator would
provide services while the recreation assessment, including aquatics programming, was
being conducted. Staff issued the RFP and distributed it to the list of vendors identified
in the presentation during the September meeting.
ANALYSIS
The City received more interest from potential vendors in this RFP issuance than in
previous iterations. Shortly after the release of the RFP, the City was contacted by the
YMCA of Silicon Valley, which expressed that it would not be providing a proposal to
operate the CHS Aquatic Center. They stated that due to several competing priorities
and some staffing and insurance changes, they weren't in a position to expand their
aquatic programming.
During the optional site visit, the City received visitors from Team Sheeper and the City
of Morgan Hill Aquatics.
Ultimately, the City received three proposals. The proposals, evaluation scores, and
proposed management fees are provided in the following table, along with a brief
narrative for each proposal below.
Organization Average Score Management Fee
Swimming Swan 93 $266,662
Team Sheeper 84 $350,000
Sports Facilities Companies 47 $198,000
• Sports Facilities Companies. SFC's proposal did not provide the services being
sought by the RFP. The proposal aims to adapt their model of services to the
City's RFP. However, their model is inconsistent with what the City was asking
for. They propose hiring, with the management fee listed, an aquatics manager
who would provide oversight of the program and offer support in marketing and
strategic planning. However, the proposal states that the final budget would be
determined in negotiation. The City would still need to cover all other costs and
staffing, and retain any net revenue. They also displayed a significant lack of
understanding regarding the nature of the aquatics center itself, stating at one
point that the aquatics center was still under development.
• Team Sheeper. Team Sheeper's proposal is a viable option. Their proposal is
sound, providing the core services the City has offered, and has successfully
delivered services to other cities in the Bay Area. The proposal includes a higher
management fee, and the organization requested in its proposal that the City
assist with introductions to other organizations in the community. This is not a
bad request, but it highlights the need for a wind-up period, which may not be
advantageous given the nature of an interim operator agreement, but is more
viable in a longer-term contractual relationship.
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• Swimming Swan. Swimming Swan has proposed a lower management fee than
is currently charged, as it does not include the $125,000 increase from the prior
year, the one-year agreement cost impacts. The proposal includes several
positive changes for the City, such as adapting to the Council's comments
regarding revenue sharing and enhancing transparency in reporting. Additionally,
Swimming Swan proposes introducing a new program, Adaptive Swimming, for
students with various types of disabilities who require, or would benefit from, a
more inclusive swimming lesson program. The proposed management fee is
approximately $83,000 lower than Team Sheeper. Additionally, Swimming Swan
is proposing a revenue-sharing structure of 10% net revenue, potentially further
reducing the management fee payment.
User Fees
Staff also reviewed the fees proposed between Team Sheeper and Swimming Swan.
Their fee structure is slightly different, making an exact comparison impossible,
particularly in relation to group swim lessons on weekends. Overall, Team Sheeper's
proposed rates at an individual user level are somewhat lower, with a few exceptions
where Swimming Swan has the lower fee or the exact cost. The price differences range
from $1 to $5 per user per charge, where the two proposals offer the same service.
Team Sheeper also offers a separate scholarship program, which would be distinct from
the City's scholarship program.
The specific value of the difference is unknown, given the variability in the pricing
structure. Still, it reveals a broader policy consideration: how much consideration should
be given to the cost of service for a private user compared to the cost of service for the
General Fund to subsidize lower user fees? This is a value consideration from a policy
perspective for Council to determine. However, this agenda item is for the interim
operator agreement; the long-range plan for aquatics and the policy discussion on user
fee amounts and General Fund subsidy are part of the Recreation Assessment project,
which will guide the long-term approach to aquatics user fees.
ALTERNATIVES
Council may accept or reject any or all proposals.
FISCAL IMPACT/FUNDING SOURCE
$266,662 from the Recreation Fund. This amount is a reduction from the previous
amount charged, and may be further reduced by any revenue-sharing payments
received, as proposed. No budget amendment is needed.
PUBLIC OUTREACH
Aquatics has been discussed at several public City Council meetings, with updates
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shared on social media and in the City’s e-newsletter. The direction and approvals
tonight will also be shared on the City’s social media and e-newsletter. Further public
outreach will occur as the assessment process and aquatics operations commence.
NEXT STEPS
Staff will negotiate the final conditions and terms of the agreement, based upon Council
action.
Attachments:
1. Proposal - Swimming Swan
2. Proposal - Swimming Swan Bid Form
3. Proposal - Team Sheeper
4. Proposal - Sports Facilities Companies
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Christopher High School
Aquatics Center Operation
City of Gilroy
October 24, 2025
26-RFP-AD-526 Proposal
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2 Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
Table of Contents
Cover Letter
Qualifications
Our History
Our Mission
Services We Offer
Aquatics Programs
Affiliations and Memberships
Program Understanding
The Swan Aquatics 5-Step Approach
Safety Program & Documentation
Special Needs/ADA
Community Access and Rentals
City Assistance
Program Philosophy
Programs, Services, and Schedule
2026 Proposed Hours of Operations
Aquatics Programs
Lessons by Age, Range of Skills, and Abilities
Proposed Fee Schedule
Scholarships for those Experiencing Economic Hardship
Proposed Total Operator Management Fee
Maintaining Comparable Fees and Approach to Increases
Proposed Staffing Plan and Ratios
Human Resources
Attachment A, Bidding Worksheet
Marketing Flow
Marketing Team and Strategy
Specialized and Past Experience
The Swan Partnership Overview
Our Clientele
References, Key Staff, and Management
References
Key Staff
Organizational Chart
Key Staff: titles, responsibilities, qualifications, and certifications
Contract Performance
Current Contracts
Contracts Ended Within the Past 5 Years
Public Communication and Registration
Communication Between Participants and Swan Aquatics
Policies and Procedures
Customer Satisfaction and Continuous Improvement
Crisis Media Management Plan
Quality Assurance, Risk Management, and Insurance
Contact Information
3
4
6
10
33
38
39
42
45
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The Swimming Swan, LLC dba Swan Aquatics
Attn: Melissa Swanson-Musil, Founder & CEO
PO Box 2290
Fallbrook, CA 92028
Melissa@SwanAquatics.com | 858-242-9974 | www.SwanAquatics.com
October 23, 2025
City of Gilroy
Attn: Purchasing Department / Selection Committee
7351 Rosanna Street
Gilroy, CA 95020
RE: Proposal for Aquatic Facility Management Services – Christopher High School Aquatic Center
Dear Selection Committee Members,
On behalf of Swan Aquatics, I am pleased to submit our proposal to continue providing professional aquatic
management services for the Christopher High School Aquatic Center. It has been our privilege to serve the
Gilroy community over the past four years — maintaining a safe, welcoming, and well-run aquatic environment for
local residents, students, and partner organizations.
While last season presented some unique challenges, our team took that as an opportunity for growth and
reflection. We have listened closely to City feedback, refined our operational practices, and renewed our focus on
accountability, communication, and community partnership. Our goal is not only to manage the facility efficiently
but also to strengthen trust and transparency in every interaction with City staff and leadership.
We believe in shared success. As part of this proposal, Swan Aquatics is offering a profit-share incentive model
that allows the City to recoup a portion of the management fee through operational efficiencies and program
growth. We see this as a meaningful way to demonstrate our commitment to fiscal responsibility and partnership
— aligning our interests directly with the City’s.
Our team remains deeply invested in the Gilroy community. We employ local residents, collaborate with local
schools, and reinvest in our staff through ongoing training and certifications. We’re proud of the relationships built
at the Aquatic Center and of the positive impact those relationships have had on thousands of swimmers, families,
and recreation participants.
We sincerely hope to continue this partnership — not as just a contractor, but as a trusted extension of your Parks
& Recreation team. Thank you for your consideration and for the opportunity to present our renewed commitment
to excellence, transparency, and community value.
3
Warm regards,
Melissa Swanson-Musil
Founder & Chief Executive Officer
The Swimming Swan, LLC dba Swan Aquatics
Melissa@SwanAquatics.com | 858-242-9974
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
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Our History
4
On May 20, 2014, a near drowning occurred at
a pool where there was no lifeguard on duty.
Melissa, in the pool teaching a swim lesson, was
able to respond and resuscitate a 4-year-old child
with the help of one of her swimmers, age 3 who
was the first person to grab the victim from the
bottom of the pool.
This event was life changing and
transformative for Melissa. She then decided to
come up with a plan to bring on more instructors
and create more awareness of the importance of
learn to swim programs.
Swan Aquatics’ Founder: Melissa Swanson-Musil
Some of our strategies to this are:
Implementing required safety programing and
training documentation.
Aquatic programming for all, from swim
lessons, aquatic fitness, and other options.
Handling of community access with our
comprehensive websites with registrations,
reservations, and waivers for a simple
process for patrons.
Qualifications
The lifeguards were professional. I never saw one take their eyes off people in the
pool!-Christopher High School Aquatics Center patron, 9/2025
Our Mission
To bring aquatic safety into more communities,
building safer environments.
Services We Offer
Strategic Planning - Swan Aquatics provides
comprehensive strategic planning services
designed to strengthen facility operations,
financial sustainability, and community
engagement.
Facility Operations - We manage every aspect
of day-to-day aquatic facility operations —
including staffing, scheduling, maintenance
oversight (if needed), and guest services — to
ensure smooth, safe, and enjoyable experiences
for all patrons.
Planning: Tailoring programs and schedules -
We design flexible, inclusive programming and
schedules that reflect community demographics,
seasonal demand, and facility capacity.
Operational Development: Workflows and
resource allocation - Our operational
development services focus on creating efficient
workflows, defining clear staff responsibilities, and
optimizing resource use.
Safety Training: Certifications - We provide
comprehensive staff training and certification
programs aligned with American Red Cross
standards.
Scholarship Programs - Over the last 4 years
Swan Scholarships have assisted over 100 Gilroy
families to bring water safety and aquatic equity
into their summer plan.
Brand Development and Marketing - Swan
Aquatics enhances visibility and community
participation through targeted brand development
and marketing initiatives.
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5
Qualifications
Aquatics Programs
Lap Swimming/Recreation Swim/Adaptive & Family
Swim
We provide seasonal lap swimming, recreational swim,
and adaptive/family swim, supporting healthy lifestyles
and meeting public demand.
Lap Swim: Lap swimming is available daily, 6 days
a week.
Recreational Swim: Fun and enjoyable time with
the 2 large water slides and play structure open
and operating.
Adaptive and Family Swim: During this time, we
have the activity pool and first lane of the
competitive pool available for a low sensory time to
enjoy and play. *Swan Aquatics is implementing
special adaptive swim lessons training with staff to
bring to our swim lesson classes for those students
with different types of disabilities
Swim Lessons
Private Swim Lessons: Tailored one-on-one
instruction designed to fit individual needs.
Group Swim Lessons: We offer 30-minute, 8-
lesson sessions (4 days per week for 2 weeks) and
4-lesson sessions (2 days per week for 2 weeks
over weekends).
Service offerings for each group along with age, range
of skills and abilities are outlined more in-depth in
Programs, Services, and Schedule.
Youth Programs
Junior Guard: Designed to build a foundation of
knowledge, attitudes and skills for future lifeguards.
Swim Day Camps: A safe and fun environment
where kids learn water safety and practice their
swimming skills.
Aqua Fitness Classes
These classes provide low impact ways to improve
joint stability, coordination, heart health, mental health,
and overall strength. Examples include:
Aqua Cardio Classes
Aqua Zumba
SUP (stand-up paddle board) Yoga
It's a beautiful pool. Vee, the Aqua Zumba instructor was great!
-Christopher High School Aquatics Center patron, 9/2025
Affiliations and Memberships
Swan Aquatics is proud to be a licensed training
provider for both the American Red Cross and a
recognized Training Site for Starguard. This enables us
to offer comprehensive training programs through
these reputable agencies, ensuring our staff and
programs meet the highest safety and industry
standards.
1. American Red Cross
2.Starguard Elite
3.Association of Aquatic Professionals (AOAP)
4.USA Swimming
5.Bay Area Public Pool Operator Association
(BAPPOA)
6.United States Swim School Association (USSSA)
7.National Recreation & Park Association (NRPA)
8.American Camp Association (ACA)
9.Community Associations Institute (CAI)
10.San Diego Aquatic Council
11.Southern California Public Pool Operator
Association (SCPPOA)
Our extensive network of industry partnerships
guarantees that we remain at the forefront of aquatic
safety, training, and operational excellence.
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Our approach to aquatics is an established, straightforward, five-step approach for all the facilities that we
manage.
STEP 1 - FACILITY REVIEW AND ASSESSMENT
We begin with an on-Site facility visit closely followed by a review of the overall operations including: Safety,
First aid, Instructional and Rescue equipment, Standard operating procedures in place, Emergency Action
Plans (EAPs), pool space capacity, and notable weather factors. Adjustments or new policies are then
created by our team in order to ensure all safety standards are up-to-date to mitigate risk.
STEP 2 - CREATION OF INDIVIDUALIZED WEBSITE
Once the site has been assessed, we begin creating a custom, branded website specific to the facility. This
website can include registration forms, liability release waivers, and payment structures for exclusive facility
use. Further information such as pool rules, reservations of pool, Q&A, open lap swimming schedules, and
calendar of all available classes to come, is also included.
STEP 3 - INSURANCE AND MANAGEMENT STRUCTURE
Next up is establishing the certificate of insurance (COI) and additional insured liability policy in place for the
venue. We are also reviewing any safety and risk mitigation strategies at this point with our ADP
representative through our PEO. (Professional Employer Organization)
STEP 4 - HR, TRAINING AND STAFFING
We then begin hiring staff by looking at our internal team and sending out the request and/or posting on
various job boards and at local schools. We may also host certification courses to the public with the
expectation that positions are available for hire with successful completion of training and onboarding. Once
staff is hired and the first pre-service training has been scheduled; equipment, uniforms and teaching
supplies are purchased and delivered.
Examples of our outreach to the community include: Social media platforms, PPC/Google campaign,
thumbtack and other third-party marketing or advertising sites, direct door mailers to neighbors in the
community outlining the new programs, community outreach and Business-to-Business partner building.
STEP 5 - SCHEDULING AND MARKETING
Finally, we then market the first series of classes and schedule our monthly in-service training for staff to
review pool layout, zones of surveillance, practice emergency skills and evacuation drills, review programs,
and all other important and pertinent information. Our approach is very methodical with bi-weekly meetings
between the executive Team and on-site management.
Our five-step approach establishes a solid foundation for safe, efficient, and community-focused operations.
The following sections outline how these systems are applied in practice — including our safety and
documentation protocols, accessibility initiatives, community access processes, and collaboration with the
City of Gilroy to maintain the highest standards of care and service.
Program Understanding
6
The Swan Aquatics 5-Step Approach
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Safety Program & Documentation
7
Program Understanding
Swan Aquatics has worked with state, county and local guideline to put into place protocols that are
designed to minimize potential risks, keep operations running smoothly, and maintain the highest level
of safety. Our safety programs and documentation can be found within our aquatic offices and is
available upon request and approval from Swan Aquatics management. Swan Aquatics strives to keep
digital copies of documentations as back up.
Standard Operating Procedures (SOPs)
Reviewed annually
Cal-OSHA reviewed and approved daily aquatic attraction safety checklists and training records
Three consecutive years of review and approved through Cal-OSHA at CHS Aquatic Center
Facility opening and closing duties, including water chemistry readings
Reporting
Daily pool and slide inspections
First aid and AED protocols
Incident and accident reporting
Water Rescue Reports
Accidental Fecal Response reports
In-service and training
Staff safety certifications
EAPs
Reviewed annually
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Swan Aquatics is looking to bring in an Adaptive and Family Swim time to our operations hours. During
this time we have the activity pool and first lane of the competitive pool available for a low sensory time
to enjoy and play. During this swim time there will be no music playing, the loud water features will be
turned off, a quiet time to enjoy the water safely.
Swan Aquatics is implementing special adaptive swim lessons training with staff to bring to our
swim lesson classes for those students with different types of disabilities from Intellectual and
Developmental Disabilities, Congenital Disorders, Neurological System Disorders, Orthopedic
Impairments as well as Sensory Impairments with the intention to encourage our lessons to be
inclusive. If available, accommodations may be made so that parents and caregivers will be able to
participate in-water during swimming lessons if desired.
Community Access and Rentals
Swan Aquatics uses a customized implementation of the Presspoint software platform to manage
registration, scheduling, and reporting for all aquatic programs. Through a centralized online portal,
community members can register for lessons and camps, reserve event or party spaces, and receive
automatic confirmations and receipts. The system integrates registration, payment, and communication
tools, enabling both automated and manual email or SMS updates directly within the platform.
Our team leverages Presspoint’s robust reporting features to track attendance, usage, revenue, and
scheduling efficiency. These insights allow us to adjust programming, manage waitlists and transfers,
and respond quickly to community demand. Standard rentals such as party (or lane reservations, when
implemented) can be automatically approved online, while specialty or recurring requests — such as
school or swim club lane rentals — are reviewed by management to ensure fairness and optimal facility
use. By combining automation with attentive oversight, Presspoint ensures transparent scheduling,
accurate record keeping, and exceptional customer service that keeps programs efficient, balanced,
and community-focused.
Special Needs/ADA
Program Understanding
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Program Understanding
9
Program Philosophy
At Swan Aquatics, our philosophy is built on three pillars — safety, operational excellence, and
community connection. We combine decades of aquatics management experience with integrated
systems that streamline scheduling, HR compliance, payroll, and staff performance tracking to ensure
each facility operates efficiently and transparently. Safety is our foundation, reinforced through rigorous
training, ongoing audits, and alignment with American Red Cross standards. In partnership with the
City of Gilroy, we’re dedicated to creating vibrant, inclusive aquatic spaces where residents of all ages
can learn, grow, and connect through the water. Our approach blends precision with purpose —
ensuring every program, from swim lessons to lifeguard certification, reflects the values, energy, and
goals of the Gilroy community.
City Assistance
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
Swan Aquatics values its ongoing partnership with the City of Gilroy and welcomes continued
collaboration to ensure the success of the Christopher High School Aquatic Center. The City’s support
in several key areas would be beneficial: communication and marketing, community partnerships,
and coordination with local agencies. Joint promotion through City social media channels, website
listings, and placement in the City’s Activity Guide helps us reach a wider audience and keep residents
informed of upcoming lessons, events, and recreational swim opportunities.
We also hope to continue participating in programs like the City’s “OpportuniTEEN” job fair to provide
local youth with employment and certification opportunities. In addition, partnership with Gilroy’s first
responders — including the police and fire departments — strengthens water safety awareness,
supports emergency response readiness, and builds community trust. These collaborative efforts allow
Swan Aquatics and the City to operate a program that is not only efficient and safe, but also deeply
connected to the residents it serves.
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Programs, Services, and Schedule
10
Swan Aquatics brings a structured, data-informed approach to managing the Christopher High School
Aquatics Center. This summer plan integrates community attendance trends, operational data, and
feedback from past seasons to deliver safe, engaging, and equitable programming for all users. The
following section provides a detailed overview of proposed operations, program design, staffing, and
pricing strategies to ensure both financial sustainability and outstanding public service.
2026 Proposed Hours of Operations
Tuesday, June 16 - Sunday, August 16, 2026
Mondays: Closed
Weekdays: 8:30 AM - 7:00 PM
Weekends: 8:30 AM - 5:00 PM
Spring
Saturday, May 23 - Sunday, June 14, 2026
Mondays: Closed
Weekdays: 4:30 - 7:30 PM
Weekends: 12:00 - 5:00 PM
Summer
Pool Closed June 8-12 for GUSD last week of school
Saturday, August 22 - Sunday, September 6, 2026
Weekends: 12:00 - 5:00 PM
Fall
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Lap Swimming/Recreation Swim/Adaptive and Family Swim:
We provide seasonal lap swimming, recreational swim, and adaptive/family swim, supporting healthy
lifestyles and meeting public demand.
Lap Swim:
Lap swimming is available daily, six days a week, with shared lanes and circle swimming for two or
more swimmers. At times there may be limited available lanes as the space is shared with swim
lessons, fitness classes, swim teams and recreational swim. The competition pool requires a swim test
for anyone wanting to swim under the age of 13, except in specific programming.
Recreational Swim:
Fun and enjoyable time with the 2 large water slides and play structure open and operating. A time to
play, with music playing and both Activity and Competition pool available. All slides have height
restrictions and require a wristband to ride. The competition pool requires a swim test for anyone
wanting to swim under the age of 13.
Adaptive and Family Swim:
During this time we have the activity pool and first lane of the competitive pool available for a low
sensory time to enjoy and play. During this swim time there will be no music playing, the loud water
features will be turned off, a quiet time to enjoy the water safely.
*Swan Aquatics is implementing special adaptive swim lessons training with staff to bring to our
swim lesson classes for those students with different types of disabilities from Intellectual and
Developmental Disabilities, Congenital Disorders, Neurological System Disorders, Orthopedic
Impairments as well as Sensory Impairments with the intention to encourage our lessons to be
inclusive. If available, accommodations may be made where parents and caregivers will be able to
participate in-water during swimming lessons if desired.
Private Swim Lessons:
Tailored one-on-one instruction designed to fit individual needs. Each session is 30 minutes, focused
learning and minimal distractions. These lessons are sold individually to be flexible in scheduling needs
and can be built to be adaptable.
11
My instructor Maddie was very knowledgeable and made it
easier for me to understand the basic[s] of swimming.
-Christopher High School Aquatics Center Private Swim Lesson patron, 9/2025
Programs, Services, and Schedule
Aquatics Programs
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Group Swim Lessons:
We offer 30-minute, 8-lesson group sessions (4 days per week for 2 weeks) and 4-lesson sessions (2
days per week for 2 weeks over weekends).
Swan Aquatics follows the American Red Cross standards for group swim lessons beginning at the age
of six months through adult in a learn to swim program. However, we are also offering more flexible
scheduling options through private lessons to accommodate families with varied availability.
*Swan Aquatics is implementing special adaptive swim lessons training with staff to bring to our
swim lesson classes for those students with different types of disabilities from Intellectual and
Developmental Disabilities, Congenital Disorders, Neurological System Disorders, Orthopedic
Impairments as well as Sensory Impairments with the intention to encourage our lessons to be
inclusive. If available, accommodations may be made where parents and caregivers will be able to
participate in-water during swimming lessons if desired.
Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
[I loved] How they broke it down for you and worked with
you at your level of skill.
-Christopher High School Aquatics Center patron, 9/2025
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Parent and Tot Swim Lessons
6 months to 3 years of age, Maximum of 10
Families per Lesson.
The purpose of this course is to familiarize
children with the water and teach swimming
readiness skills. This course also teaches parents
safety information and techniques parents can
use to help orient children to the water. One
parent or guardian per child is required in the
water during this course.
Goals for this Group Lesson:
Water Adjustment, Exiting/Entering the Water
Breath Control
Retrieving Water Toys
Child Passes
Kicking
Monkey Crawls/Crab Walks
Assisted Front/Back Floats and Glide
Rolling from front to back, back to front
Assisted Ice Cream Scoops
Optional Underwater Exploration
Water Safety
Preschool Level 1 Swim Lessons
Ages 3 to 4, Maximum of 5 swimmers per
lesson.
The purpose of this course is to begin teaching
fundamental water safety and aquatic skills. The
goal is to help children get comfortable in the
water while learning basic water safety skills.
Goals for this Group Lesson:
Safe Water Entry/Exit
Blowing Bubbles
Face In, Eyes Open or Closed
Dunkaroo's - cue & goes under
Retrieving Underwater Toys
Assisted Front and Back Floats
Kicking with Support
Reach for the Wall
Assisted Ice Cream Scoops
Jumps & Recovery
Front and Back Glide
Supported Front Crawl
Supported Back Crawl
Supported and Unsupported Roll Front to
Back
Water Safety
[I loved] watching my kids learn how to swim.
-Christopher High School Aquatics Center patron, 9/2025
Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
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Preschool Level 2 Swim Lessons
Ages 3 to 4, Maximum of 5 children per lesson.
The purpose of this course is to further the
development of water safety and aquatic skill
progressions towards independent swim. Children
beginning in the lesson should be very
comfortable in the water and be able to ease their
faces into the water.
Goals for this Group Lesson:
Entry and Exit Safety
Bobbing
Open Eyes under Water
Retrieve Objects at Steps
Front Float 3 to 5 Seconds
Front Glide to Recover
Back Float 5 to 15 Seconds
Back Glide to Recover
Roll from Front to Back and Back to Front
Combined Arm and Leg Action on Front and
Back
Finning Arms on Back
Treading Water 5 to 15 Seconds
Water Safety
Level 1 Beginner Swim Lessons
Ages 5 and Up, Maximum of 5 swimmers per
lesson.
The purpose of this course is to teach children
and young teenagers to be safe in, on, and
around water and swim well. Aquatic and
personal water safety skills are taught in logical
progressions through the swim levels.
Goals for this Group Lesson:
Enter and Exit Water Safely
Breath Control - Bubble Blowing, Rhythmic
Breathing (3 seconds)
Working towards Independent Front and
Back Crawl
Bobbing 5 Times
Open Eyes under Water and Retrieve
Submerged Objects
Front/Back Float and Recovery
Back Float 5 seconds
Roll from Front to Back and Back to Front
Treading - below waters surface, arm and
hand actions
Alternating and simultaneous leg and arm
actions on back and front
Jumping out and Recovering to the wall
Water Safety
Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
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Level 2 Advanced Beginner Swim Lessons
Ages 5 and Up, Maximum of 5 swimmers per
lesson.
The purpose of this course is to teach children
and young teens to be safe in, on, and around
water and swim well. Aquatic and personal water
safety skills are taught in logical progressions
through the levels. Children beginning in this
lesson should be very comfortable in the water,
able to ease their face into the water and be
comfortable with a supported back and front float.
Goals for this Group Lesson:
Safe Entry and Exit
Fully Submerged and hold breath
Bobbing 5 to 10 times
Open eyes underwater and retrieval of
objects
Rotary breathing
Front Float/Front Glide to Recover
Back Float/Back Glide to Recover
Roll from Front to Back
Tread Water 15 seconds to 1 minute
Change direction of travel while swimming on
front or back
Combined arm and leg actions on front and
back
Finning arm action on back
Water Safety
Level 3 Intermediate Swim Lessons
Ages 5 and Up | Maximum of 5 swimmers per
lesson.
The purpose of this course is to teach children
and teens to be safe in, on, and around water.
Aquatic and personal water safety swimming
skills are taught in logical progressions through
the swim levels. Children beginning in this
lesson should be independently swimming at
least half way across the pool, be able to fully
submerge, are comfortable in deeper water, and
be able to perform the front and back crawl.
Goals for this Group Lesson:
Jump into deep water from the side,
submerge, return to the surface then to the
side
Headfirst entry from the side in a seated and
kneeling position
Bobbing while moving to safety
Rotary breathing
Survival float for 30 seconds
Back float 1 minute
Tread water 1 minute
Change from vertical to horizontal position
on front and back
Push off streamlined position on front, then
begin kicking
9 ft. depth - Jump In and recover to wall
9 ft. depth - Deep sitting and kneeling dives
(protects head)
Bobbing
Front/Back float and recover
Front/Back crawl 15 to 25 yards
Elementary Backstroke 15 yards
Flutter, scissors, breaststroke and dolphin
kicks
Introduction to side stroke
Water Safety
The swim teacher was
great with the kids!
-Christopher High School Aquatics
Center patron, 9/2025
Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
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16
Level 4 Advanced Swim Lessons
Ages 5 and Up, Maximum of 5 swimmers per
lesson.
The purpose of this course is to teach children
and teenagers how to be safe in, on and around
water and to swim well. Aquatic and personal
water safety skills are taught in logical
progressions through the swim levels. Swimmers
in this level should be swimming across the pool
independently and working on improving their
stroke development and endurance.
Goals for this Group Lesson:
Headfirst entry - compact and stride positions
Feet first surface dives
Swim underwater
Tread water, using 2 different kicks
Survival swimming for 1 minute
Continuous swimming 25 yards+ for all
primary strokes
Elementary backstroke 25 yards+
Sidestroke 15 yards+
Push off wall streamlined on front and back,
15 yards
Open turns on the front and back
Flutter and dolphin kicks on board
Water Safety
Adult Swim Lessons | Adult Learn-to-Swim
Ages 18 and Up, Maximum of 5 swimmers per
lesson.
The purpose of this course is to introduce and
teach adults to be safe in, on, and around water.
The primary focus is on comfortability and
remaining calm. We then progress into proper
floating, kicking, and further, into stroke
mechanics and technique. We will make
exceptions for teenagers to join this group.
Goals for this Group Lesson:
Comfortability
Breath Control
Front/Back Floats
Flutter Kicking
Front/Back Glides
Introduction to Front/Back Crawl
Introduction to Rotary Breathing
Introduction to Sidestroke and Elementary
Backstroke
Introduction to Treading Water
[I loved how] ... amazing the swim coaches are at actually
working with and teaching the kids.
-Christopher High School Aquatics Center patron,
10/2025
Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
Swan Aquatics Water Safety Services
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Programs, Services, and Schedule
Junior Guard and Swim Day Camps:
Ages 11 - 14
Junior Lifeguarding is designed to guide youth to the world of aquatics and safety through an
introductory lifeguarding course by building a foundation of knowledge, attitudes and skills for future
lifeguards.
Additional swim camps are summer day camps that provide a safe and fun environment. Where kids
will learn water safety, get a chance to practice their swimming skills under the direct supervision of our
camp leaders, and play games.
17
Aqua Fitness Classes:
Ages 13 and up
Aqua Fitness is a perfect way to stay healthy for those who enjoy the water. This program is designed
to be low impact, improve joint stability, coordination, heart health, mental health, and overall strength.
Participants will use water dumbbells and various flotation devices to help with coordination and
exercise techniques. Examples include Aqua Cardio Classes, Aqua Zumba and SUP (Paddle board)
Yoga.
Aquatics Programs: Youth Programs and Aqua Fitness
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Lifeguard Course:
Ages 15 and up
The primary purpose of the courses in the American Red Cross Lifeguarding program is to provide
participants with the knowledge and skills needed to:
Prevent, recognize, and respond to aquatic emergencies.
Provide professional-level care for breathing and cardiac emergencies, injuries, and sudden
illnesses until emergency medical services (EMS) professionals take over.
This program offers a choice of lifeguarding courses to meet the various training needs of a diverse
audience.
Water Safety Instructor Course:
Ages 15 and up
The purpose of the American Red Cross Water Safety Instructor course is to train instructor candidates
to teach courses and presentations in the American Red Cross Swimming and Water Safety program
by developing their understanding of how to use the course materials, how to conduct training sessions,
and how to evaluate participants’ progress.
18
Programs, Services, and Schedule
Aquatics Programs: Lifeguarding and Water Safety Instructor
Swan Aquatics Water Safety Services
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Please note that our response to Maintaining Comparable Fees & Approach to Increases is on the
following page.
19
Programming Rates
Group Lessons $125
Group Weekend Lessons $65
Private Lessons $55
Aqua Zumba $10
Jr. Lifeguard $260
Daily Rate
2 and Under Free
Youth (3-17)$9
Adult (18-54)$10
Senior (55+)$7
Military $8
Monthly Gilroy Resident Rate
Individual $85
Senior $65
Family (Multiple options avaiable)$100-120
Summer Passes Gilroy Residents
Individual $275
Family (Multiple options avaiable)$300-375
Training and Certification
Rates
Lifeguard Cert. $325
LGI Cert $375
WSI Cert. $375
First Aid/CPR/AED Cert.$90
Rental Rates
Party Area $400
*Admission up to 40 people is included in
the reservation fee
Concessions
Pre-Packaged Options
$1 - $5 Items
Programs, Services, and Schedule
Proposed Fee Schedule
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
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20
Swan Aquatics has provided Youth and Family Recreation Scholarships to residents who live within the
boundary lines of Gilroy Unified School District and are limited to participate in fee-based
recreation/pool programs due to economic constraints. Over the last 4 years, Swan Scholarships have
assisted over 100 Gilroy families to bring water safety and aquatic equity into their summer plan. The
online application process is simple with verification and allows for recipients to utilize their scholarship
quickly to not miss out on programming.
Along with scholarships availability for our participants Swan Aquatics offers assistance for incoming
staff to obtain the necessary certifications for Lifeguards and Water Safety Instructors. This assistance
is offered in a variety of ways and is discussed privately with staff to keep any assistance requests
confidential.
Swan Aquatics knows that swimming is more than a leisure activity; we create schedules and fees that
reflect community demographics, seasonal demand, and facility capacity. When looking at
programming and entry fees, industry trends and comparisons are taken into account. This includes
research into local options for programs and pricing comparisons; taking part in local surveys; and
researching neighboring communities to compare fees, programs, and wages.
We know that at times prices may need to increase due to many factors, including adjustments made in
local and state wage requirements or certification costs. To reduce how these increases impact our
patrons, Swan Aquatics takes a modest approach -- planning for smaller price adjustments spread over
multiple seasons, rather than large single-year increases. In recent years, most of our program fee
increases have remained below the national Consumer Price Index (CPI), reflecting our commitment to
affordability and access.
Thank you for the reasonable cost, because that 6 of us can
come almost every day. This facility offers one of the best
activities for all of us summer time!!
-Christopher High School Aquatics Center patron, 9/2025
Programs, Services, and Schedule
Scholarships for those Experiencing Economic Hardship
Maintaining Comparable Fees and Approach to Increases
Swan Aquatics Water Safety Services
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21
Programs, Services, and Schedule
Proposed Total Operator Management Fee
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
Swan Aquatics proposes an annual management fee of $266,661.24, reflecting a 3% increase from the
first 2025 submitted bid. This adjustment aligns with a modest, consistent year-over-year growth rate
that supports staff development, certification requirements, updating along with replacement of facility
amenities and safety equipment, this with rising operational costs while maintaining fiscal responsibility.
In addition to the management fee, Swan Aquatics proposes a 10% end-of-season profit share to be
returned to the City. Based on conservative projections, this structure is estimated to generate
approximately $12,400 in revenue back to the City, with the potential for a greater return as program
participation and community engagement continue to grow.
Swan Aquatics is committed to full financial transparency, providing detailed monthly profit and loss
(P&L) reporting inline to previous reports requested and provided to City of Gilroy staff and open
communication throughout the season. This model ensures that the City benefits directly from
increased participation and revenue while maintaining a stable, predictable operational framework for
the Christopher High School Aquatics Center.
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22
Program: Group Swim Lessons (Ages 6
months–Adult)
Program Hours: Tuesday–Friday, 8:30 –
11:00 AM and 5:00 - 7:30 PM
Staffing Plan:
Swim Coordinator (1): 28 hours/week
Swim Instructors (4-5 positions): 28
hours/week each
Lifeguards (4-5 positions): 28
hours/week each
Program: Private Swim Lessons (Ages 6-
Adult)
Program Hours: Tuesday-Sunday, 12:00
- 4:00 PM
Staffing Plan:
Swim Coordinator (1): 24 hours/week
Lifeguard (2): 28 hours/week each
Program: Jr. Lifeguard (Ages 11-14)
Program Hours: Tuesday–Friday, 9:00
AM – 1:00 PM (2 week session)
Staffing Plan:
Lifeguard Coordinator: 16 hours/week
Lifeguard (2 positions): 16 hours/week
each
To ensure a safe, structured, and enjoyable experience for all participants, our company has developed
a comprehensive staffing plan that outlines the number of staff, position titles, and assigned hours for
each program. Each position is strategically assigned based on the scope of services, participant-to-
staff ratios, and the specific needs of the program.
Program: Aqua Fitness (Ages 13 and up)
Program Hours: T/W/F, 6:00-7:00PM;
W/F, 10:00-11:00 AM; T/Th, 10:00-
11:00AM; Sunday, 10:00-11:00 AM
Staffing Plan:
Aqua Fitness Instructor (1): 8
hours/week
Lifeguard (2): 16 hours/week each
Program: Lap Swim (Ages 12 and up)
Program Hours: Tuesday-Friday, 8:30-
11:30 AM and 12:00-7:00 PM; Sat/Sun,
8:30-11:30 AM and 12:00-5:00 PM
Staffing Plan:
Lifeguard Coordinator (1): 56
hours/week
Lifeguard (3): 56 hours/week
Program: Recreation Swim (All ages)
Program Hours: Tuesday-Friday, 12:00-
4:30 PM; Sat/Sun, 12:00-5:00 PM
Staffing Plan:
Lifeguard Coordinator (1): 28
hours/week
Lifeguard (14): 28 hrs/week each
This staffing structure ensures adequate adult-to-youth ratios, consistent supervision, and quality
programming throughout the day. Our team is trained in youth development, safety protocols,
emergency response, and inclusive practices, all of which support a positive and enriching
environment for participants.
Programs, Services, and Schedule
Proposed Staffing Plan
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California | Nevada | Arizona | Florida | Washington, DC
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Market Research: Track industry trends and community needs to guide staffing and growth.
Advertising & Outreach: Targeted campaigns to attract top talent and new partners.
Talent Acquisition & Recruitment: Use job boards, social media, and assessments to hire the most
qualified professionals.
Staff Training: Provide onboarding, safety certifications, and leadership development to keep staff
current and motivated.
Benefits: Comprehensive medical, dental, vision, and 401(k) plans for long-term stability and retention.
ADP Services: End-to-end payroll, HR, and compliance support through ADP.
Performance Management: Set goals, evaluate progress, and drive improvement.
Employee Relations: Strengthen workplace culture and resolve conflicts.
Health & Safety: Ensure compliance with safety standards and promote wellbeing.
23
Our human resources (HR) team drives recruitment, onboarding, and professional development to
maintain a skilled, motivated workforce. We ensure compliance with safety regulations, support career
growth through mentorship, and offer competitive benefits and wellness programs that promote
retention and satisfaction.
Key HR Services
Programs, Services, and Schedule
Human Resources
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
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Marketing Team Expertise
30+ years combined experience in wellness, marketing,
and tech
25
Day 1 Implementation
Immediate activation of community engagement
strategies
Core Platform
SEO-optimized website & customer profile tracking
Engagement Strategies
Growth & Optimization
List building & paid campaigns
Data-driven adjustments (SEO, SEM, reporting)
Outcome & Impact
Engaged, informed, growing aquatic community
Enhanced awareness of safety services
Personalized Communication to
Boost Retention
Targeted Messaging
Automated Campaigns
Safety Updates & Notices
Feedback Loops
Retention Tracking
Multi-channel Outreach to
Maximize Visibility
Social Media Posts
Email Campaigns & Text Messaging
Flyers, posters, and printed in facilities
Blog posts
Consistent branding
Marketing Flow
Programs, Services, and Schedule
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California | Nevada | Arizona | Florida | Washington, DC
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Chief Marketing Officer Karoline Neville-
Hamilton combines 25 years of experience with a
unique blend of technical and creative expertise.
A yoga teacher since 2004, she’s built custom
web applications and marketing campaigns for
clients and her own ventures since 2000.
...Turning Strategy Into Action
26
Proven expertise that delivers results: Swan’s marketing team brings over 30 years of combined
experience in fitness and wellness, marketing, and web technology, ensuring professional
campaigns that engage customers and grow participation.
Day 1 Marketing: We start from day one with immediate implementation of strategies for robust
community engagement before launch.
Co-branded SEO-optimized website platform: Designed for efficient registration and customer
profile-building, which allows us to cultivate customer interest and analyze participation and
spending patterns across demographics.
Personalized communication that boosts retention: Our Mailchimp-integrated technology
platform allows us to match opportunities with customer interests, increasing satisfaction and
encouraging repeat involvement.
Multi-channel outreach that maximizes visibility: From social media, text, and email to flyers
and posters, we reach customers where they are, keeping the community informed of programs,
classes, and schedule updates — and driving stronger attendance.
List building and customer growth: We expand reach through paid social media and Google Ads
campaigns, alongside targeted lead-generation efforts, steadily growing the customer base and
increasing community engagement.
Continuous Optimization: Data-driven adjustments using Mailchimp reporting and purchasing
results to refine campaigns and improve SEO and SEM results over time.
The Team ...
Caitlin Elrod, Marketing Coordinator, pairs over
a decade of yoga instruction with a background
in social media marketing, bringing balance and
creativity to every project.
Marketing Team and Strategy
Programs, Services, and Schedule
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California | Nevada | Arizona | Florida | Washington, DC
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2 Pools
Featuring a main swimming pool with diving board and
an activity pool
Volleyball Court
Managed and maintained the
facility's volleyball court,
providing a fun and active
space for patrons
Picnic Areas
Supervised the use of picnic
areas to ensure a clean and
enjoyable experience for
families and visitors
With Swan Aquatics leading operations, the Islander Aquatic Center has become a cornerstone of
community recreation in Riverside, offering safe, family-friendly aquatic activities and enhancing the
overall visitor experience.
Facility Operations
Oversee all daily operations to ensure a smooth, safe,
and enjoyable environment for all visitors
Concessions
Managed food and beverage services, providing a
variety of healthy and convenient options for patrons
Program Management
Coordinated swim lessons, aquatic programs, and
recreational activities to engage the community
Safety Training
Provided comprehensive safety and lifeguard training
to ensure the highest standards of care and
emergency preparedness
Highlights
27
Situated in the heart of the Inland Empire, the Islander Aquatic Center serves as a vital summer
destination for the 2.4 million residents of Riverside County. This vibrant facility offers a wide
range of activities, including swimming lessons, aqua play, concessions, a volleyball court, and
open picnic areas, making it a central hub for recreation and community engagement.
Islander
Aquatic Center
Overview
Swan Aquatics Services
Specialized and Past Experience
Programs, Services, and Schedule
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Planning
Tailoring programs and schedules
Operational Development
Workflows and resource allocation
Facility Operations
Brand Development and Marketing
Safety Training Certifications
Retail
Swimwear, accessories, and essentials for a
complete visitor experience
Scholarship Programs
Swan Aquatics was awarded the Operations and Management contract in 2024, marking a highly
successful inaugural season filled with community engagement and operational excellence.
Highlights
28
The Delano Aquatic Center, located in Delano, Kern County, serves as a vital recreational hub
for both Delano’s 52,046 residents and the greater Bakersfield area.
Delano
Aquatic Center
Lap pool
A four-lane pool, designed for training and
community events
Size and Capacity
151,758 gallons and 6,324 square feet,
accommodating swimmers of all ages and
abilities
Aqua Play Structure
An interactive water play
area to entertain and
engage families
Zero Depth Entry Pool
Concessions
Overview
Swan Aquatics Services
Specialized and Past Experience
Programs, Services, and Schedule
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
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Swan Aquatics was awarded the Operations and Management contract.
Highlights
29
The Vista Murrieta Aquatic Center, located in the City of Murrieta, serves as a vital recreational
hub for the City’s over 100,000 population.
Murrieta
Aquatic Center
Lap pool
An 8-lane pool
Designed for training and community events
Size and capacity
over 500,00 gal
4.5 - 7 foot depth
Accommodating swimmers of all ages and
abilities
Overview
Swan Aquatics Services
Planning
Tailoring programs and schedules
Operational development
Workflows and resource allocation
Facility operations
Brand development and marketing
Safety training certifications
Retail
Swimwear, accessories, and
essentials for a complete visitor experience.
Scholarship programs
Specialized and Past Experience
Programs, Services, and Schedule
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California | Nevada | Arizona | Florida | Washington, DC
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In 2021, Swan Aquatics was awarded the contract for Operations and Management after the facility had
been closed for several years due to the pandemic. Our team successfully revived the center, beginning
with strategic planning and operational development to ensure a smooth and effective relaunch.
With Swan Aquatics at the helm, the Christopher High School Aquatic Center has become a key
recreational destination in Gilroy, offering a safe and enjoyable aquatic experience for residents of all
ages.
Strategic Planning
Developed a comprehensive plan to reopen and
operate the aquatic center efficiently post-pandemic.
Operational Development
Facility Operations
Brand Development & Marketing
Safety Training
Highlights
30
Located just south of the San Francisco Bay Area, Gilroy is a rapidly growing city with a
population of over 58,000. The Christopher High School Aquatic Center is the city’s only aquatic
facility featuring waterslides, an aqua play structure, and two pools, making it a unique and vital
resource for the community. We employ nearly 50 employees and have around 2,000
participants in our learn to swim programs at this facility.
Christopher High
School Aquatic Center
Competition Pool: 14 lanes, 25 yards, 3.5-13 depth
Activity Pool
Provided safe and enjoyable
recreational opportunities.
Waterslides & Aqua Play
Structure
Zero Depth Entry
Concession
Overview
Swan Aquatics Services
Swan Aquatics Water Safety Services
California | Nevada | Florida | Washington, DC
Specialized and Past Experience
Programs, Services, and Schedule
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Swan
Community
Swan Operational
Excellence
31
Swan Technology &
Marketing
Swan
Safety
Multi-state Operator
200+ employees
25+ years per senior manager
Full Human Resources, partnered
with ADP*Affiliates
Learn-to-Swim
LG/WSI Training
Aqua Fitness
Camps
Special Events
Risk Management & Compliance
Manuals
SOP’s
Audits
Presspoint
Square
Livechat
WhenIWork
Mailchimp
Mailchimp
Social Media
Blogs
Fresh Content
E-Campaigns
Programs, Services, and Schedule
The Swan Partnership Overview
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California | Nevada | Arizona | Florida | Washington, DC
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At Swan Aquatics, we cater to a diverse range of clients across the aquatics industry, ensuring
that each facility is managed by highly trained professionals. Our expertise spans multiple
sectors, allowing us to provide tailored solutions for any type of aquatic facility. With a proven
track record, we deliver peace of mind, knowing that your facility is in the hands of experts.
Municipalities: Supporting public pool
operations and community programming
for cities and local governments.
Hotels, Resorts, and Casinos: Ensuring
luxury aquatic experiences with top-tier
safety and service standards.
Homeowners Associations (HOAs):
Managing residential community pools
with a focus on safety, maintenance, and
resident satisfaction.
Schools: Providing swim programs,
facility management, and lifeguard
services for school pools.
Camps: Offering aquatic supervision,
programming, and safety at summer
camps and recreational camps.
Gyms and Health Clubs: Delivering
expert facility management and swim
programming for fitness centers and
health clubs.
Who We Work With
By partnering with us,
you can trust that your
aquatic facility will be
operated to the highest
standards of safety,
efficiency, and
excellence.
Programs, Services, and Schedule
Our Clientele
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References
Adam has overseen various recreational programs in Gilroy and can speak to Swan Aquatics'
effectiveness and commitment to community engagement.
Christoper High School Aquatic Center: Adam Henig, Recreation Manager | City of Gilroy
Adam.Henig@ci.gilroy.ca.us cityofgilroy.org(510) 415-1820
Ebony manages a variety of parks and recreational services and can provide insights into Swan
Aquatics' operational excellence and service quality.
Islander Aquatic Center: Ebony Perkins, Parks & Recreation Manager |. City of Riverside
EPerkins@riversideca.gov riversideca.gov(951) 485-2045
Pedro administers Swan Aquatics’ contract within the Public Works Department and can speak to
the organization’s reliability, responsiveness, and professionalism in fulfilling departmental
objectives.
Delano Aquatic Center: Pedro Nunez, Public Works Director | City of Delano
PNunez@cityofdelano.org cityofdelano.org(559) 361- 3055
Murrieta Aquatic Center: Victor Patino, Parks & Recreation Supervisor | City of Murrieta
Victor evaluates community recreation needs and interests and can speak to Swan Aquatics’
dedication to developing programs and improvements that meet those evolving needs.
VPatino@MurrietaCA.gov (951) 461-6117 murrietaca.gov
Swan Aquatics Water Safety Services
California | Nevada | Florida | Washington, DC
References, Key Staff, and Management
Current Swan Staff Staff to Return & Staff to be Hired
Staff who will participate in this contract;
responsibilities, qualifications, and certifications
follow.
Direct and as-needed participation:
Melissa Swanson-Musil, Founder & CEO
Tara Colosimo, Director of Human Resources
Kelly Hodgins, Human Resources Coordinator
Direct, ongoing participation:
Stacy Burton, Director of Facility Operations
Aaron Turnier, Aquatic Operations Manager
Amanda Morrill, Facility Supervisor
Shane Cardenas, Assistant Facility Supervisor
Staff who will return and be hired for this contract;
qualifications & descriptions follow.
Lifeguard Coordinators
Lifeguards
Water Safety Instructors
Swim Instrucors
Front Desk Lead
Front Desk Clerk
Key Staff
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
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Robin Niehaus
Risk Mgmt & Compliance
Melissa Swanson-Musil
Founder & CEO
25 years Aquatics
Katie Harker
Dir. Health & Safety Services
20 years Aquatics and CPR
Karoline Neville-Hamilton
Chief Marketing Officer
Patricia Gomez
Chief Accounting Officer
Frank Neville-Hamilton
Chief Tech. Officer
Tara Colosimo
Dir. Human Resources
20 years Aquatics
Kelly Hodgins
H.R. Coordinator
15 years Aquatics and CPR
Stacy Burton
Dir. of Facility Operations
25 years Aquatics
Aaron Turnier
Aquatic Operations Mgr.
28 years Aquatics
Assistant Facility
Supervisor
Facility Supervisor
(Pool Manager)
David Musil
Partner & CFO
Will Browning
General Council
34
Lifeguard Coordinators Front Desk
Clerk Leads
Front Desk
ClerksLifeguardsSwim
Instructors
Water Safety
Instructors
Organizational Chart
References, Key Staff, and Management
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Responsibilities:
Overall site management and operations.
Supervision of all staff.
Budget oversight, reporting, and compliance.
Risk management and emergency response coordination.
Qualifications:
Over 25 years of aquatic management experience.
Certifications:
American Red Cross Lifeguard Training Instructor
American Red Cross Water Safety Instructor Trainer
American Red Cross Water Safety Instructor
American Red Cross First Aid/CPR/AED Instructor
35
Stacy Burton, Facility Operations Director
Key Staff
References, Key Staff, and Management
Aaron Turnier, Facility Operations Manager
Responsibilities:
Assist with planning, implementing, and evaluating program activities (youth,
teen, adult, special needs), budget creation, training and auditing oversight.
Annual training schedule, creating certification courses and closing of courses.
Ensure compliance with health, safety, and licensing standards.
Qualifications:
Bachelor's degree in Physical Education
28 years of experience working in aquatic programs or community services.
Certifications:
American Red Cross Lifeguard Instructor/Instructor Trainer
American Red Cross Water Safety Instructor/Instructor Trainer
American Red Cross First Aid/CPR/AED Instructor/Instructor Trainer
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36
Amanda Morrill, Facility Supervisor
Key Staff
References, Key Staff, and Management
Shane Cardenas, Assistant Facility Supervisor
Responsibilities:
Supervise aquatic staff including lifeguards and instructors.
Maintain pool safety protocols and equipment.
Coordinate swim lessons and water programs.
Conduct regular safety drills and inspections.
Qualifications:
Bachelor ’s degree in Education.
15 years of aquatic supervision experience.
Certifications:
American Red Cross Lifeguard Instructor (LGI)
American Red CrossFirst Aid/CPR/AED Instructor
Mandated Reporter Training
Responsibilities:
Assist with overseeing staff and program implementation
Manage inventory of concessions and rescue equipment.
Oversee staff schedules
Qualifications:
5 years of facility management experience.
Supervisory experience and established lifeguard instructor
Certifications:
American Red Cross Lifeguard Instructor
Lifeguard Management
Mandated Reporter Training
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37
Lifeguard Coordinator
Responsibilities:
Oversees lifeguards on deck, assists with
lifeguard scheduling, lifeguards when needed.
Enforce pool rules and respond to
emergencies.
Maintain cleanliness and report hazards.
Qualifications:
Must be 21 years old
Certifications:
American Red Cross Lifeguarding
CPR/AED for the Professional Rescuer
First Aid
Mandated Reporter Training
Key Staff
References, Key Staff, and Management
Swim Coordinator
Responsibilities:
Monitors and evaluates swim instructors while
teaching, assists with swim instructor
scheduling, teaches lessons when needed.
Enforce pool rules and respond to
emergencies.
Maintain cleanliness and report hazards.
Qualifications:
Must be 21 years old
Certifications:
American Red Cross Water Safety Instructor
American Red Cross Lifeguarding (preferred)
First Aid/CPR
First Aid
Mandated Reporter Training
Lifeguard
Responsibilities:
Monitor swimmers to ensure safety.
Enforce pool rules and respond to
emergencies.
Maintain cleanliness and report hazards.
Qualifications:
Must be 15+ years old, 16+ to dispatch slides.
Certifications:
American Red Cross Lifeguarding
CPR/AED for the Professional Rescuer
First Aid
Mandated Reporter Training
Swim Instructors
Responsibilities:
Teach swim lessons to participants 6 months
to Adult
Parent communication
Provide updated attendance records
Qualifications:
2+ years working in aquatics
Previous lifeguard experience preferred.
Certifications:
American Red Cross Water Safety Instructor
American Red Cross First Aid/CPR
Mandated Reporter Training
Front Desk Lead
Responsibilities:
Customer Service
Money handling and tracking of patron visits
Answering phones providing program and/or
facility information
Qualifications:
Must be 15+ years old.
Certifications:
American Red Cross CPR/First Aid
Mandated Reporter Training
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California | Nevada | Arizona | Florida | Washington, DC
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Delano Aquatic Center
260 W. 11th Avenue
Delano, CA 93215
Palm Springs Surf Club
1500 S Gene Autry Trail
Palm Springs, CA 92264
Contract Performance
Swan Aquatics approach to managing relationships with client entities centers on proactive
communication, trust-building, and alignment with their community goals. The company focuses on
understanding the client’s priorities, organizational culture, and key success metrics so that our
engagement delivers measurable value rather than transactional outcomes.
38
Current Contracts
Contracts Ended Within the Past 5 Years
Tuscany Association
Marcos Casas, General Manager
850 Olivia Parkway
Las Vegas, NV 89011
marcos.casas@fsresidential.com
702-845-9056
Cibola Vista Resort & Spa
Erick Molinero, Assistant Resort Manager
27501 North Lake Pleasant Rd
Peoria, AZ 85383
erick.molinero@bluegreenvacations.com
623.889.6799
City of Riverside
Ebony Perkins, Recreation Manager
6927 Magnolia Avenue
Riverside, CA 92506
EPerkins@riversideca.gov
951.826.2000
Eastlake 1 HOA
2050 Lakeshore Dr.
Chula Vista, CA 91913
Vista Murrieta High School
28251 Clinton Keith Rd.
Murrieta, CA 92563
The Harker School
500 Saratoga Ave.
San Jose, CA 95129
Idyllwild Pines Camp
52500 Temecula Rd #38
Idyllwild - Pine Cove, CA
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Swan Aquatics maintains consistent, transparent communication with participants through an
integrated system of digital tools, on-site engagement, and responsive customer service. Our custom
implementation of the Presspoint platform serves as the central communication hub — allowing
participants to register for programs, receive automated confirmations and reminders, access real-time
schedule updates, and manage account information from any device. Built-in messaging capabilities
enable both automated and direct communication via email or SMS, ensuring participants stay
informed about schedules, policy updates, and upcoming events. In addition to digital communication,
on-site staff are trained to provide clear, courteous support, reinforcing consistency between
online information and in-person service.
We also maintain open channels for two-way communication, encouraging feedback through post-
program surveys, direct contact forms, and social media engagement. Facility staff and managers
monitor all incoming messages daily to ensure timely responses to participant inquiries and concerns.
This approach allows us to identify trends, address issues promptly, and continuously improve
service quality. Whether it’s a parent confirming a swim lesson schedule or a community member
asking about accessibility accommodations, our goal is to provide clear, reliable information —
fostering confidence, satisfaction, and long-term community trust.
Overall atmosphere was really positive, enjoyed the staff!
-Christopher High School Aquatics Center patron,
9/2025
Public Communication and Registration
Communication Between Participants and Swan Aquatics
Policies and Procedures: Registrations, Refunds, and
Customer Complaints
Refund Policy:
There are no refunds once the course has been registered for and payment has been received. This
policy includes: students who do not pass the prerequisites or do not attend all classes for the entire
duration of class, do not pass Red Cross required skills with proficiency or do not pass the written final
with a minimum score of 80 percent.
Class Transfer:
Students can opt to transfer classes to another date. Class transfers are allowed a total of one time and
transfer requests must be submitted via email at least 48 hours prior to the start date of the original
class start date.
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Cancelled Class:
Swan Aquatics, may need to cancel any classes at any time. If a class is cancelled, an appropriate
refund will be given OR students will be given the option to transfer classes to another date with no
additional fees.
48-Hour New Student Enrollment For Lifeguard Courses:
No new students are allowed to enroll into a course within 48 hours of a course start date. There are no
exceptions to this rule and the online coursework. must be completed prior to the first in-class session.
Inclement Weather Policy:
Swim lessons will be canceled in the event there is an inclement weather warning. An inclement
weather warning is defined as:
Lightning is observed or thunder is heard by any Aquatics staff member.
It is raining so much that the bottom of the pool cannot be seen
Be aware we will open if it rains, but if it is severe rain that we cannot see the bottom of the pool
then the pool will be temporarily closed until the bottom can be seen.
It is Swan Aquatics’ policy that all patrons must clear the pool and deck for any of these warnings.
The weather will be observed for 30 minutes before further action is taken. If after 30 minutes, the
weather has cleared, staff will resume operations and patrons will be allowed back into the pools. If
the weather does not clear, Management will determine if the pool will be closed for the remainder
of the day.
Swim lessons will resume once the aquatics staff gives the OKAY. Every effort will be made to
contact parents if it is suspected that your swim lesson will be canceled for the day.
Public Communication and Registration
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
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Customer Satisfaction and Continuous Improvement
41
Swan Aquatics measures and maintains customer
satisfaction through a combination of season-end
surveys, direct communication, and
responsive service adjustments. Each summer,
participants receive an end-of-season survey
distributed through our Presspoint system to
evaluate program quality, instructor performance,
scheduling, and overall experience. In addition to
formal feedback, we welcome participant input
year-round through contact forms, emails,
phone calls, and in-person conversations with
on-site staff. This ensures that both structured and
ad hoc feedback are captured consistently and
addressed promptly.
We treat participant feedback as a vital tool for improvement. Responses are reviewed by our
management team to identify trends, guide staff training, and inform programming adjustments for
the following season. When patterns emerge, we act quickly — refining schedules, enhancing
instruction, and communicating changes to our community. This continuous feedback loop helps us
maintain high satisfaction and trust, ensuring every participant feels heard and valued while we
continue to elevate the quality of Gilroy’s aquatic programs.
In Person Communication
Email Communication Web Form Communication
Public Communication and Registration
Crisis Media Management Plan: A Brief Overview
All media inquiries will be directed to Swan Aquatics management team.
Team members are not permitted to make media statements.
Swan Aquatics will work directly with City staff on any crisis communications.
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
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At Swan Aquatics, safety is at the core of everything we do. Unlike typical management companies, we
specialize in aquatic operations, making risk management our top priority. With years of hands-on
experience, we understand the unique safety challenges of running aquatic facilities and have built a
comprehensive, multi-layered approach to mitigate these risks.
Multi-Layered Approach to Risk Management:
1. Training:
Pre-Service Training and Orientation: Preparing new hires with the basics of facility operations and
safety.
In-Service Training: Regular training sessions that keep lifeguards up to date on the latest safety
protocols and rescue techniques.
Annual aquatic attraction training for slide dispatch and emergency preparedness reviewed and
approved by CalOSHA.
Accident Prevention Training: Focused on identifying and preventing potential hazards before they
occur.
2. Audits:
To ensure that safety standards are consistently met, Swan Aquatics partners with a third-party risk
management and auditing service, such as the American Red Cross or an equivalent accredited
agency. These audits are conducted unannounced and videotaped to maximize learning and
continuous improvement. In addition to third-party evaluations, Swan Aquatics conducts regular internal
audits led by our management team to assess staff performance, safety compliance, and adherence to
operational protocols. This dual-audit approach allows us to maintain the highest level of accountability
and preparedness across all facilities. Our audits assess several critical areas, including:
Facility risk documentation and safety compliance
Zones of Surveillance: Ensuring lifeguards are effectively monitoring their areas of responsibility
Zone Testing (making sure zones are not to large)
Rescue response times
CPR and First Aid scenarios
EAP implementation: e.g., lost child, fires, earthquakes.
(continued on next page)
Quality Assurance, Risk Management, andInsurance
42
Swan Aquatics’ Comprehensive Safety, Risk Management,
and Quality Assurance Program
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
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3. Insurance:
We carry multiple layers of insurance that not only meet but exceed the standard requirements for
aquatic facilities.
General Liability
Worker's Compensation
Auto Insurance o Employment Protection Liability
Professional Liability
Property Insurance
Sexual Abuse and Molestation (SAM) coverage.
4. Policies and Procedures:
These protocols are designed to minimize potential risks, keep operations running smoothly, and
maintain the highest level of safety.
Standard Operating Procedures (SOPs)
Reviewed annually
Cal-OSHA reviewed and approved daily aquatic attraction safety checklists
Three consecutive years of review and approved through CalOSHA at CHS Aquatic Center
Facility opening and closing duties
Reporting
Daily pool and slide inspections
First aid and AED protocols
Incident and accident reporting
Water Rescue Reports
Accidental Fecal Response reports
Emergency Action Plans (EAPs)
Reviewed annually
(continued on next page)
Quality Assurance, Risk Management, andInsurance
Swan Aquatics’ Comprehensive Safety, Risk Management,
and Quality Assurance Program
(continued from previous page)
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This Emergency Action Plan is intended to address various hazards that may arise during normal
working conditions, such as pool equipment and water quality failure, fecal accidents, water slide
emergencies, pool accidents and medical emergencies, missing child/Amber Alert, chemical
releases, fire, lightning or thunder, earthquake, bomb threat, power outage, flooding, and violence.
Procedures to address each are noted in our lifeguard manual. Procedures for pool closure and
evacuation are also included.
Reviewed and updated annually
Certification verification for lifeguards and staff. All certifications are stored within the pool office
and tracked digitally.
5. Standards of Care:
Swan Aquatics has a strong understanding of the Standards of Care required to operate a public pool
safely, efficiently, and in compliance with all relevant health and safety regulations. This includes
knowledge of local and state public health codes, water quality management, facility maintenance, and
patron safety procedures.
The company is familiar with proper chemical handling, testing water balance (pH, chlorine, alkalinity),
and ensuring that filtration and circulation systems are functioning correctly to maintain safe water
quality. We also understand the importance of documentation—keeping accurate logs of water tests,
maintenance activities, and incident reports to demonstrate compliance and accountability.
In addition, Swan Aquatics prioritizes staff and patron safety by enforcing pool rules, maintaining clear
signage, ensuring lifeguard certification and training standards are met, and performing regular facility
inspections. We recognize that maintaining the Standards of Care is not just about compliance, but
about providing a safe, clean, and enjoyable environment for all pool users.
Litigation:
Swan Aquatics, LLC has not been involved in any litigation or claims related to aquatic facility
operations or programming within the past ten years.
Quality Assurance, Risk Management, andInsurance
Swan Aquatics’ Comprehensive Safety, Risk Management,
and Quality Assurance Program
(continued from previous page)
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC
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Contact Information
45
1-844- THE- SWAN
swanaquatics.com
info@swanaquatics.com
California
Nevada
Florida
Arizona
Washington, DC
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Aquatic Center Operations - Bid Proposal Form - Financial Summary Page
ID #Program / Service Estimated Costs ($)Estimated User Fee
Revenues ($)Net (Revenue - Cost) ($)Management Fee Requested ($)Estimated Net Profit/
(Loss) to Operator ($)
1 Swim Lessons $74,684.00 $95,190.00 ($20,506.00) ($20,506.00)
2 Public/Recreation Daily & Memberships $94,459.00 $81,612.00 ($(12,847.00) ($(12,847.00)
3 Other (Payroll)$83,735.00 $0.00 ($(83,735.00) ($(83,735.00)
4 Lifeguard & WSI Training (35% Staff)$4,500.00 $6,000.00 ($1,500.00) ($1,500.00)
5 LGI Training (30% Staff)$1,200.00 $1,837.50 ($637.50) ($637.50)
6 Other (Admin/HR/Office)$10,000.00 ($(10,000.00) ($(10,000.00)
7 Other (Marketing/Advertising)$3,000.00 ($(3,000.00) ($(3,000.00)
8 Safety/Rescue/Instructional Equipment $2,500.00 ($(2,500.00) ($(2,500.00)
9 Other (Insurance)$67,000.00 ($(67,000.00) ($(67,000.00)
10 Other (Uniforms)$5,000.00 ($(5,000.00) ($(5,000.00)
11 Merchant Fees (Square/Stripe)$8,000.00 ($(8,000.00) ($(8,000.00)
12 Technology $1,500.00 ($(1,500.00) ($(1,500.00)
13 Taxes (12% of Payroll)$30,345.36 ($(30,345.36) ($(30,345.36)
14 Other (Private Swim Lessons)$18,000.00 ($18,000.00) ($18,000.00)
15 Junior Lifeguard Program $1,900.00 ($1,900.00) ($1,900.00)
16 Swim Team / Clubs (Gilroy Gators)$5,400.00 ($5,400.00) ($5,400.00)
17 Facility Rentals $9,656.00 ($9,656.00) ($9,656.00)
18 Food/Concessions Operations $11,800.00 $32,000.00 ($20,200.00) ($20,200.00)
19 Other (Aqua Fitness)$1,500.00 ($1,500.00) ($1,500.00)
20 Other (Scholarships)$1,500.00 ($(1,500.00) ($(1,500.00)
TOTAL ($399,223.36) ($253,095.50) ($(146,127.86) ($266,661.24) ($120,533.38)
Profit Share (10%)$12,053.34
Total Management Fee ($254,607.90)
INSTRUCTIONS:
1. Complete all fields for each program or service where you are proposing to provide operations.
2. Enter your estimated costs, expected revenues, and requested management fee for each program.
3. The 'Net' column will auto-calculate (Revenues - Costs).
4. Totals are provided automatically at the bottom.
5. Add additional rows if needed for other programs/services.
6. Enter $0 for any programs listed that your organization will not or cannot provide.
7. Submit the completed form as part of your bid proposal.
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City of Gilroy
Christopher High
School Aquatics
Center RFP
26-RFP-AD-526
Attention: Carina Baksa
7351 Rosanna St.
Gilroy, CA 95020-6197
Submitted by:
Team Sheeper, Inc.
October, 2025
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City of Gilroy October 24, 2025
Attention: Carina Baksa
7351 Rosanna St.
Gilroy, CA 95020-6197
Dear Proposal Reviewers,
My name is Tim Sheeper, founder and CEO of Team Sheeper Inc., a professional aquatics
operating company. While the company is 25 years old, I continually draw from my 42 years of
aquatic experience in my daily professional decision making.
My first exposure to the Christopher High School Aquatic Center was back in 2018 when my
wife and I watched our son’s high school league water polo game from the pool bleachers. At
the time, our whole family was impressed with the facility design, especially the activity pool
adjacent to the competition pool. I remember wishing the partners that our company were
contracting with had such attractive and playful amenities.
My interest in presenting this proposal to the City of Gilroy is to offer our company’s aquatic
professionalism to a community that is close to our home. Connecting community members
through individual and family physical activity speaks to our company mission.
Aquatic activities were the bonding agent in my formative years, and are still a major focal point
in my current family life. To me, aquatics and families are synonymous and our company is
always striving to serve all ages, all abilities and all interests in the attempt to bring people and
family members closer together.
I am proud of our company’s loyal and highly committed team of year-round aquatic
professionals that are already assembled and interested in the potential of delivering aquatic
services to the community of Gilroy. Having administrative and operational scalability is what
affords us the ability to reach out and assist in a region along the North-South transportation
corridor from our home base. Also, having several of our executive team members residing in
nearby Santa Cruz County, makes this proposal exciting for all of our contributors.
Our company's intention has always been to create and nurture long term, mutually beneficial
relationships with our partners. We believe our relationships are built on trust, transparency and
both sides doing the hard work. We hope to get the opportunity to build this relationship.
Respectfully,
Tim Sheeper-Contact Person
650-504-1114
tim@teamsheeper.com
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Table of Contents
Team Sheeper Inc. Qualifications-------------------------------------------------------------------------------------------1
Summary of CEO’s Aquatic Background and Organizational History-------------------------------------------1
Founding of Team Sheeper as a Coaching Organization-----------------------------------------------------------1
Evolution of Team Sheeper into a Coaching and Community Aquatic Provider-------------------------------1
Mission Statement------------------------------------------------------------------------------------------------------------1
Current Core Services-------------------------------------------------------------------------------------------------------2
Historical Programs (Not Currently Operating)------------------------------------------------------------------------2
Aquatic Affiliations and Memberships------------------------------------------------------------------------------------2
Program Understanding--------------------------------------------------------------------------------------------------------3
Approach to Aquatics--------------------------------------------------------------------------------------------------------3
Core Values---------------------------------------------------------------------------------------------------------------------3
Program Philosophy----------------------------------------------------------------------------------------------------------3
Program Goals-----------------------------------------------------------------------------------------------------------------4
Safety Program Implementation and Training Documentation----------------------------------------------------4
Safety Program Training & Hiring Flow----------------------------------------------------------------------------4
Training Documentation------------------------------------------------------------------------------------------------4
Additional Staff Training------------------------------------------------------------------------------------------------5
Participants with Special Needs and/or Requiring ADA Accommodation---------------------------------------5
Handling Community Access and Outside Organization Rental Requests-------------------------------------6
Assistance Requested from the City-------------------------------------------------------------------------------------6
Programs, Services and Schedule------------------------------------------------------------------------------------------7
Christopher High School Aquatics Proposed Schedule-------------------------------------------------------------7
Spring Proposed Schedule--------------------------------------------------------------------------------------------7
Spring Lap Pool Proposed Schedule-------------------------------------------------------------------------------8
Spring Activity Pool Proposed Schedule---------------------------------------------------------------------------9
Summer Proposed Schedule----------------------------------------------------------------------------------------10
Summer Lap Pool Proposed Schedule---------------------------------------------------------------------------11
Summer Activity Pool Proposed Schedule----------------------------------------------------------------------12
Fall Proposed Schedule----------------------------------------------------------------------------------------------13
Fall Activity Pool Proposed Schedule-----------------------------------------------------------------------------14
Fall Lap Pool Proposed Schedule---------------------------------------------------------------------------------15
Service Offerings------------------------------------------------------------------------------------------------------------16
Proposed Fee Schedule---------------------------------------------------------------------------------------------------17
Fee Increases-----------------------------------------------------------------------------------------------------------17
Scholarship Funding---------------------------------------------------------------------------------------------------18
Management Fee------------------------------------------------------------------------------------------------------------18
Staffing Plan------------------------------------------------------------------------------------------------------------------18
Attachment A Financial Worksheet-------------------------------------------------------------------------------------20
References, Key Staff and Management---------------------------------------------------------------------------------21
Key Staff & Management:-------------------------------------------------------------------------------------------------21
References--------------------------------------------------------------------------------------------------------------------24
Proposed Staffing Ratios--------------------------------------------------------------------------------------------------24
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Contract Performance---------------------------------------------------------------------------------------------------------25
Public Communication and Registration--------------------------------------------------------------------------------26
Overview and Philosophy-------------------------------------------------------------------------------------------------26
Communication Systems and Customer Support-------------------------------------------------------------------26
Registration and Payment Systems------------------------------------------------------------------------------------26
Policies and Procedures: Registration, Refunds, and Complaints----------------------------------------------27
Customer Service Standards and Communication Practices----------------------------------------------------27
Training and Staff Support------------------------------------------------------------------------------------------------27
Assessing and Maintaining Customer Satisfaction-----------------------------------------------------------------28
Quality Assurance, Risk Management and Insurance--------------------------------------------------------------29
Tools and Processes Used for Quality Assessment----------------------------------------------------------------29
Risk Management and Response Procedures-----------------------------------------------------------------------29
Standards of Care for Operating a Public Pool----------------------------------------------------------------------29
Standards for Protecting Employee Health---------------------------------------------------------------------------30
Emergency Preparedness Action Plan---------------------------------------------------------------------------------30
Litigation-----------------------------------------------------------------------------------------------------------------------30
Insurance----------------------------------------------------------------------------------------------------------------------30
Emergency Preparedness Action Plan Flow Chart-----------------------------------------------------------------31
Page 322 of 417
Team Sheeper Inc. Qualifications
Summary of CEO’s Aquatic Background and Organizational History
1984-1986 Swim Team Coach/Lifeguard-YMCA-Long Beach, CA
Introduction to public safety and leadership of teams
1986-1991 Professional triathlon career-Worldwide
Goal setting, discipline, planning, budgeting, sponsor relationships
1991-1993 Aquatics Coordinator-Peninsula Covenant Community Center-Redwood City
Introduction to managing and delivering full spectrum of aquatic services
Founding of Team Sheeper as a Coaching Organization
1993-Present Masters Swim Team and Triathlon Team Operator
Management of facility agreements, instructing, recruiting, communications, retention
2000-2003 Aquatics Director at Sacred Heart Preparatory School-Atherton
Management of facility operations, coaches, support staff, summer programs
Evolution of Team Sheeper into a Coaching and Community Aquatic Provider
2003-2006 Aquatics Operator City of Redwood City
Management of aquatic facility programming
2006-Present Aquatics Operator City of Menlo Park
Total management of safety, programming, customer service and pool operations
2013-2014 Aquatics Operator St. Helena Unified School District
Start up management of new facility
2014-2015 Aquatics Operator City of San Jose
Management of 2 City owned facilities
2016 Aquatics Consultant Los Gatos Unified School District
Financial reporting related to the high school pools and rental agreements
2016-2017 Swim School Provider City of Palo Alto
Management and delivery of community swim lessons at 2 City facilities
2017 Aquatics Emergency Safety Provider San Ramon Valley Unified School District
Management of lifeguards during all school aquatic activities
2017-2018 Swim School Provider City of San Ramon
Management and delivery of community based swim lessons at 2 City facilities
2017-Present Aquatics Operator City of Palo Alto
Total management of safety, programming and customer service
Mission Statement
Developing passionate leaders to deliver premium services for a full spectrum of aquatic activities for all
ages of the population so that individuals and families can come together in a safe, nurturing environment
to foster the building of enriching relationships for the end result of participants leading happier, healthier
and stronger lives.
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Current Core Services
Swim School: Comprehensive swim instruction for all ages, beginning at 6 months through to adults.
Lessons are offered in both group and private formats to suit individual learning needs and goals.
Lap Swim: Open lane swimming available to the community throughout the day, offering convenient
access for fitness, training, or leisure.
Community Open Swim: Designated times for recreational swimming that promote play, relaxation,
family bonding, exercise, water comfort, and skill development in a welcoming environment.
Water Exercise Classes: Group fitness classes that use the natural resistance of water combined with
movement patterns and music to support cardiovascular health, strength, and joint mobility.
Masters Swim Team: A structured swim program for adults aged 18 and older, open to all skill levels.
Emphasis is placed on fitness, stroke technique, and community in a coached group setting.
Youth Summer Swim Team: An introduction to competitive swimming for youth, offering practice and
team-based competition in a supportive, skill-building environment.
Youth Summer Swim Camps: Week-long programs providing immersive aquatic experiences, including
swim instruction, recreational swim time, and team games.
Youth Pre-Competitive Development Group (Bridge Program): Designed as a transition between
swim lessons and competitive swim team. Swimmers develop endurance and technique with guidance
from deck-level coaching.
Senior Swim and Strength (Legends Program): A fitness program for adults aged 65+, focused on
improving strength, balance, and overall conditioning through both land-based and aquatic exercises.
Adult Triathlon Team: A supportive training group for adult athletes of all levels, focused on swimming,
biking, and running with structured guidance and group motivation.
Lifeguard Certification Courses: American Red Cross Lifeguard certification courses, providing
participants with essential lifesaving skills and training for aquatic safety and emergency response.
Historical Programs (Not Currently Operating)
● Youth USA Swimming Team
● Youth USA Water Polo Team
● Adult USA Water Polo Team
● Adult Bootcamp
● Indoor Cycling
● Youth Tennis
● Youth Triathlon Team
● Adult Bicycling Tours
Aquatic Affiliations and Memberships
● Red Cross Lifeguard instructors (LGI)
● Red Cross Lifeguard Instructor Trainer (LGIT)
● Bay Area Public Pool Operator Association (BAPPOA)
● Certified Pool Operators (CPO)
● Aquatic Facility Operators (AFO)
● US Masters (USMS)
● USA Triathlon (USAT)
● West Bay Swim League (WBSL)
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Program Understanding
Approach to Aquatics
Team Sheeper is a mission driven organization, where we align all our business decisions and operating
models with our long standing company mission:
Developing passionate leaders to deliver premium services for a full spectrum of aquatic activities for all
ages of the population so that individuals and families can come together in a safe, nurturing environment
to foster the building of enriching relationships for the end result of participants leading happier, healthier
and stronger lives.
Our core values are practiced everyday of our operations by our front line staff, managers and executive
team with the desired effect of the facility patrons experiencing and actually feeling the positive and
affirming culture.
Core Values
Safety: We base all our decisions on this uncompromising tenant. We will never waiver from what is best
for the guests or our staff members.
Warrior Spirit: We work hard, are courageous and innovative, and we use our fighting spirit to be
successful and move the business forward. We want to win at what we set out to do and we have the
determination to follow through on a mission, vision or goal.
Servant's Heart: We have a passion for serving others, we treat everyone with respect, we put others
first, and we offer proactive customer service.
Trust: Trust is established through realizing common goals, displaying respect and fulfilling our
commitments every day without fail. We strive to earn our guests and staff members trust by providing
reliable service, effective communication and providing transparency
Fun and Friendly: We maintain perspective, celebrate success and develop a passionate staff who enjoy
working together and serving the community.
Program Philosophy
Serving as many people in the community by optimizing pool space by employing a SHARING model of
aquatics programming. Sharing space is crucial when there are many different groups and populations
that the facility is ultimately designed to serve. Creating true accessibility and treating each user group
equally and with respect leads to facility harmony.
Community pools are shared community assets. Patrons come to pools to learn life saving skills, improve
fitness, relax, have fun, cool off, spend time with friends and bond with family members. At times there
are hundreds of people in a small shared space where safety supervision and shared ground rules are in
place.
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The community deserves a well thought out operating schedule that fits the specific community wants and
needs. Community feedback is crucial to an aquatics operator and having an open communication
channel that enables the operator and patrons to interact and align programming with the specifics of the
user groups is crucial to a successful delivery of service.
Program Goals
1. Build a professional safety and program delivery team of local community members. Some of this
team will be employed for the first time in their life and will learn how to navigate in a professional
work environment.
2. Build a robust learn-to-swim program that is accessible, effective and affordable
3. Introduce an operational model that serves the entire community and welcomes people to the
facility.
4. Build a customer service team that leads to informed, satisfied and content facility users.
5. Build an aquatic operation that the City of Gilroy and Christopher High School are proud to be
associated with.
6. Create an offering that is wanted and appreciated by the community we serve.
Safety Program Implementation and Training Documentation
The backbone of every community pool is its dedicated safety staff, composed of Lifeguards, Lifeguard
Managers, and Lifeguard Instructors/Trainers. Together, these individuals ensure that the facility operates
safely, efficiently, and with a welcoming atmosphere for all guests. Their training, professionalism, and
vigilance are fundamental to the overall success of the aquatic program.
Safety Program Training & Hiring Flow
The development of qualified safety staff begins with a structured and comprehensive recruitment and
training process. Candidates apply for open positions and first complete a brief phone screening to
confirm eligibility and interest. Qualified applicants then participate in an interview with a Hiring Manager
to assess their communication skills, judgment, and fit for the role.
Following a successful interview, candidates enroll in a Lifeguard Certification Training Course conducted
by a certified Lifeguard Instructor (LGI). Upon successful completion and certification, candidates move
forward in the hiring process.
The hiring and onboarding process includes background and health safety checks, orientation, and
shadow shifts to ensure readiness for active duty. New employees are also required to complete online
harassment prevention training as part of their initial onboarding.
Once employed, staff participate in monthly in-service training sessions to reinforce skills and stay current
with best practices, as well as weekly skills quick checks conducted by their manager to maintain
operational readiness.
Training Documentation
All certification, training, and compliance records are tracked through multiple internal systems to ensure
accountability and accuracy:
● Lifeguard Red Cross Certifications are monitored and updated by the Head of Safety through a
centralized spreadsheet.
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● Harassment Prevention Training completion is recorded and managed through the Paylocity
payroll and HR system.
● In-Service Training Attendance is documented by the Lifeguard Manager and maintained in a
dedicated spreadsheet.
● Weekly Skills Quick-Checks are tracked by the Lifeguard Manager to verify ongoing proficiency.
These systems provide consistent oversight, support renewal tracking, and ensure that all safety staff
remain current with their required credentials.
Additional Staff Training
While the Red Cross certification process is specific to lifeguards, other aquatic and recreation staff follow
a similar onboarding structure. Swim Instructors, Camp Counselors, Coaches, and Customer Service
Staff participate in a process that includes interviews, orientation, online compliance training, and
hands-on shadowing.
In particular, Swim Instructors undergo an extensive training and mentorship program designed to
develop teaching consistency, lesson quality, and safety awareness. This approach ensures that all staff
members uphold the same organizational standards for professionalism and safety.
Our managers are also trained as certified pool operators (CPO) in order to have an understanding of
pool fluid dynamics, chemical interactions and safety surrounding the act of public water treatment. This
knowledge is helpful during our multiple water chemistry checks throughout our daily operations. All
certification dates and tracking are logged in our Paylocity software platform.
Participants with Special Needs and/or Requiring ADA Accommodation
Our facilities are committed to providing inclusive access for all community members, ensuring that
individuals of all abilities can safely and comfortably enjoy the pool environment. Both Lap Swim and
Community Open Swim operations are designed with accessibility in mind, incorporating strategies that
support entry and egress for patrons who may require additional assistance.
Staff are trained to assist individuals who may need help with gates, doors, or pool access points. This
includes proactive communication at the front desk and on the pool deck to ensure each guest is
supported in a respectful and efficient manner. Clear pathways, properly maintained gate mechanisms,
and accessible signage are maintained to facilitate ease of movement throughout the facility.
To support safe pool entry and exit, each site is equipped with ADA-compliant pool lift chairs. Our team
conducts routine inspections and maintenance checks to verify that all lift chairs, batteries, and
associated equipment- such as hydraulic or water-powered systems and hoses- are in proper working
condition. Preventive maintenance schedules are followed to minimize downtime and ensure consistent
availability of equipment for patrons who depend on these features.
All Lifeguard and Safety Staff receive hands-on training in the proper use of ADA lift chairs as part of their
onboarding and ongoing professional development. This training includes guidance on safety protocols,
customer communication, and the physical operation of lift systems. Lifeguards are responsible for
assisting patrons in a supportive, professional, and dignified manner, ensuring that each individual can
access and enjoy the pool independently or with minimal assistance as needed.
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By integrating these accessibility procedures into daily operations, the facility reinforces its commitment to
safety, inclusion, and community service, providing equitable access to aquatic programs for all
participants.
Handling Community Access and Outside Organization Rental Requests
Individuals or organizations interested in renting the facility may contact Customer Service staff in person,
by phone, email or our website to request a one-time or extended pool rental.
Each request is reviewed by the executive team (CEO/CFO) to ensure alignment with facility availability,
safety standards, and community priorities. The requesting party is then contacted to provide additional
details, including proof of liability insurance and any required certifications.
If the proposed rental fits within the established pool schedule, serves a public need, and meets all safety
and compliance requirements, a rental agreement is drafted and signed by both the facility operator and
the renter. The approved rental is then communicated and added to the public pool schedule.
The agreement between the operator and renter clearly outlines the daily expectations of both parties
relating to time, space, parameters of service, and code of conduct.
Assistance Requested from the City
Our request is to be introduced to the stakeholders involved in this collaborative effort.
In the City we would like to be introduced to:
a. The Director and City team associated with delivering service to the community
b. City Council members
At the Christopher High School we would like to be introduced to:
a. School Principal
b. School Athletic Director
c. Public Works Director
From the community, we would like to be introduced to:
a. Pool program stakeholders
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Programs, Services and Schedule
Christopher High School Aquatics Proposed Schedule
Closed every Monday
Closed on Friday June 12th – graduation
Closed weekdays August 17 through August 21 – first week of school
Spring Proposed Schedule
Dates: May 25 to June 12 (19 days)
Weekdays (14 days)
Hours: 4 pm - 7 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons,Team Rentals
Saturdays - May 30, Jun 6 (2 days)
Hours: 9 am - 5 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons
Sundays + Memorial day - May 25, May 31, June 7 (3 days)
Hours: 12 pm - 5 pm
Activity Pool Programs: Open Swim
Lap Pool Programs: Lap Swim, Open Swim
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Spring Lap Pool Proposed Schedule
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Spring Activity Pool Proposed Schedule
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Summer Proposed Schedule
Dates: June 13 to August 16 (9 weeks +1 day)
Weekdays
Hours: 8:30 am - 7 pm
Activity Pool Programs: Open Swim, Lessons, Camps
Lap Pool Programs: Lap Swim, Open Swim, Lessons,Team Rentals
Saturdays - Including Jul 4 and Aug 15 (10 days)
Hours: 9 am - 5 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons
Sundays - Including Jun 14 and Aug 16 (10 days)
Hours: 11 am - 5 pm
Activity Pool Programs: Open Swim
Lap Pool Programs: Lap Swim, Open Swim
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Summer Lap Pool Proposed Schedule
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Summer Activity Pool Proposed Schedule
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Fall Proposed Schedule
Dates: August 22 to September 7 (19 days)
Weekdays (10 days)
Hours: 4 pm - 7 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons,Team Rentals
Saturdays - Aug 22, Aug 29, Sep 5 (3 days)
Hours: 9 am - 5 pm
Activity Pool Programs: Open Swim, Lessons
Lap Pool Programs: Lap Swim, Open Swim, Lessons
Sundays + Labor Day - Aug 23, Aug 30, Sep 7 (3 days)
Hours: 12 pm - 5 pm
Activity Pool Programs: Open Swim
Lap Pool Programs: Lap Swim, Open Swim
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Fall Activity Pool Proposed Schedule
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Fall Lap Pool Proposed Schedule
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Service Offerings
Lap Swimming: Available for youth and adults who are able to continuously swim a length of the pool.
This program provides a dedicated environment for fitness, training, and personal wellness. Swimmers
can enjoy structured exercise, improve endurance, or simply take time to unwind through consistent lap
swimming opportunities.
Open Swimming: A fun and welcoming environment for community members of all ages. Participants
can enjoy recreational play and water activities in both the lap pool and activity pool. Open Swim is an
ideal way for families and individuals to relax, cool off, and enjoy time together in the water.
Swim Lessons: A comprehensive program serving children and youth from 6 months to 18 years of age,
as well as adults of all ability levels.
Youth Lessons: Designed for every stage of development-from parent-child classes to group
and private lessons for ages 3 and up. Swimmers are placed in classes according to their skill
level, ensuring safety, comfort, and steady progression. Instruction covers water safety, stroke
development, endurance building, and confidence in the water.
Adult Lessons: Offered in both group and private formats for beginners through advanced
swimmers. Lessons emphasize skill refinement, confidence building, and swimming for fitness or
recreation.
Camps: Provide a balanced mix of skill development, fun, and recreation for children ages 7 to 12 years
(as of the first day of camp) who have completed kindergarten. Camps run for nine weeks each summer,
offered in one-week sessions. Every camper receives a daily 30-minute swim lesson with an experienced
instructor, and participants are grouped by ability following an assessment on the first day. Beginner
swimmers enjoy focused, hands-on lessons in small groups to promote rapid progress, while more
advanced swimmers engage in workout-style sessions in a 25-yard format to refine strokes and build
endurance. In addition to swim instruction, campers enjoy daily water activities, free swim, land games,
crafts, and snack time—creating a well-rounded and engaging camp experience.
Summer Bridge Program: Designed for youth ages 5 to 12 to help swimmers transition from traditional
swim lessons to more structured swimming as a sport or lifelong fitness activity. The program emphasizes
endurance, technique, and team-based practice, helping swimmers build confidence and consistency in
the water. Participants are prepared for advancement to either a USA Swimming club team or a
non-competitive group program.
Team Lane Rentals: Pool lanes are available for rent by outside teams, clubs, and organizations seeking
dedicated swim time. These rentals support local athletic and community groups by providing access to
high-quality aquatic facilities for training and practice.
Party Rentals: The pool’s party area is available for private group gatherings, celebrations, and
community events. Rentals include access to designated spaces near the pool and can be paired with
recreational swim time for a fun and memorable event experience.
Lifeguard, First Aid, and CPR Certification Courses: American Red Cross certification courses in
Lifeguarding, First Aid, and CPR are offered and taught by certified instructors. These classes are
provided at no cost for seasonal staff as part of the employee training and safety program, and when
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space allows, are opened to the public for a fee. These certifications equip participants with valuable
lifesaving skills and provide a pathway to employment in aquatics and recreation.
Proposed Fee Schedule
(Residents = R; Non Residents = NR)
Lap Swim:
● Adult drop in: $9R/$10NR
● Youth drop in: $5R/$6NR
● Senior drop in: $7R/$8NR
● Adult monthly pass: $65R/$72NR
● Youth monthly pass: $36R/$40NR
● Senior monthly pass: $52R/$58NR
● Full season lap swim pass: (May through Sept) - Adult: $250R/$275NR
● Full season lap swim pass: May through Sept - Senior: $200R/$220NR
Open Swim:
● Adult Drop in: $9R/$10NR
● Youth Drop in: $5R$10NR
● Senior Drop in: $7R/$8NR
● Individual Full Season Pass: (May through Sept) - Youth: $150R/$165NR
● Family Full Season Pass: (May through Sept) - up to 5 family members in the same household:
$299R/$329NR
● Family Monthly Pass: $80R/$88NR
Lessons:
● Youth Group Lessons - week of lessons, (4 x ½ hr lessons) $120R/$132NR per week
● Adult Group Lessons - week of lessons, (4 x 45 minute lessons) $180R/$198NR per week
● Youth and Adult Lessons - $60R/$66NR per lesson
● Full Season Youth Bridge Program - $399R/$439NR
● BBAF Scholarship Youth Group Swim Lesson-$5R/$5NR
● Scholarship swim lessons are provided in collaboration with our long time partner Beyond
Barriers Athletic Foundation (BBAF). Families qualify based on annual household income.
Camps:
● Regular camp, 1 week, 8:30 am to 2pm - $450R/$495NR
● Extended care to 5pm, 1 week, or daily rate will be available - $300R/$330NR
Lane Rentals:
● $16.50 per lane, per hour
Party Rentals:
● $200R/$220NR per rental for 2.5 hours
Fee Increases
Fees would not be increased once set, within the season. Generally, if there is another year added to the
contract, then we would use a 3% to 5% increase to allow for increased costs. This would be compared
to other programs in the area to ensure comparative fees are being used.
Team Sheeper ’s approach is to keep fees as reasonable as possible for customers so they can afford to
come and have fun in the pool, learn to swim and enjoy the community resource. While aquatics
operations are expensive, we strive to keep the cost down for community members.
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Team Sheeper always conducts a fee comparison study of various other aquatic programs in the
immediate area and region in order to set competitive fees.
Scholarship Funding
Team Sheeper is proud to have a close partnership with a 501(c)3 organization whose mission is to
promote healthy lifestyles, improve personal safety, and add structure for lifelong achievement by
providing scholarships for aquatic programs to underserved youth. With this partnership, those that
complete an application for sponsorship and are approved will pay only $5 per swim lesson and the
organization will pay the remainder of the lesson cost. The organization has been an integral part of
Team Sheeper ’s mission to provide swim lessons to all youth.
Management Fee
Team Sheeper is requesting a $350,000 management fee. This amount is necessary to cover the
extremely high cost of insurance and staffing for a community pool in order to keep fees low for the
patrons. If the contract is renewed for another year, Team Sheeper would request a 4% increase in the
fee to help cover cost increases. Insurance is the most costly item that needs to be covered, along with
the fact that the operation is only seasonal and yet there are year round costs that have to be incurred in
order to support the facility.
Staffing Plan
Team Sheeper CEO: Will oversee the full operation, staffing plans, service plans and management staff
in order to provide a full service, seamless and enjoyable experience for all customers
Team Sheeper CFO and HRO: Will oversee full finance and human resources of the operation including
all hiring, training and onboarding of staff as well as the collection of revenues, payment of staff and
expenses and other human resource functions.
Team Sheeper Head of Safety: This is a year round position that oversees safety at all locations. She
makes sure that all safety policies and procedures are in place to conform to the American Red Cross
specifications, sets up training programs and supervises all General Managers company wide. Full
responsibility for all safety on site.
General Manager: General Manager will be responsible for overseeing the full operations of the facility.
Manager on Duty (MOD): MOD’s are responsible for the operation of the facility when the General
Manager is not on duty. There will likely be 4 MOD’s available to cover shifts, depending on the hours
that they are available. There will ALWAYS be a manager on site during all operational hours.
Lifeguards:
● Lifeguards will be on duty at all times overseeing safety of all programs during operations, in strict
adherence to the American Red Cross standards.
● Lap pool - depending on what services are being offered in the lap pool, and number of patrons,
there will be 1 to 3 lifeguards on the pool deck, plus 1 guard in rotation. (open swim, lap swim,
rentals, lessons. The number of guards on deck will depend on the number of programs and
patrons in the pool at any one time.
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● Activity pool - during lessons and camps, no slide use, there will be only lessons in the activity
pool, and in addition to swim instructors and swim lesson lead on deck, there will be a lifeguard
overseeing the lessons
● Activity pool - during full open swim, there will be up to 4 lifeguards on the pool deck, plus 1
lifeguard in rotation
● Full staff of lifeguards will likely be a pool of about 35 lifeguards depending on staff availability for
shifts
● All lifeguards will be fully trained and certified before operations begin and will attend a monthly in
service training
Customer Service:
● 1 customer service staff on site during open operations to check in customers for programs.
● Company customer service manager supports hiring and training of customer service staff for all
of our locations and will serve as the manager for this location as well
● Also off-site customer service by 2 Company managers that provide company wide customer
service to assist in signing up new customers for programs, answering emails and phone
message questions, assisting in billing and registration processes.
● 1 Company manager off site will set up the complete registration database using Perfect Mind
Xplor software for full registration capabilities on site and off site. Includes pin pad sign ins for
monthly pass users and lessons
● There will likely be a staff of about 10 customer service representatives depending on shifts that
each can work.
● Customer service staff will be fully trained before operations begin and will attend a monthly
customer service training and meeting
Swim Lessons:
● Overseen ultimately by the GM or MOD
● Swim instructors for group lessons, 1 for every 3-4 children, except for water babies, when there
is 1 instructor for every 8 water baby and their parent/guardian
● There is always at least one Swim Deck Lead present during swim lessons to help ensure a safe,
organized, and positive experience for both swimmers and their families. Deck Leads are
responsible for checking children into the correct classes, answering parent questions, and being
a reliable point of contact on deck. They also play a key role in maintaining safety by monitoring
activity around the pool area and supporting instructors by helping keep swimmers focused and
engaged during lessons. Additionally, Deck Leads provide valuable feedback to instructors and
help communicate any important information to parents or supervisors, contributing to the overall
success of the program.
Camps:
● Overseen ultimately by the GM or MOD
● 1 counselor for every 8 campers
● 1 counselor for every 6 junior campers
● Swim lessons during camps will have 1 instructor for every 3 campers
● Lifeguards on deck as indicated above for open swim or lessons
Marketing:
● One full time year round Team Sheeper employee already in place who is in charge of marketing
communications for the whole company will provide marketing support and promotion to get the
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word out in the area about programming as well as post jobs and job descriptions for recruiting
efforts.
Attachment A Financial Worksheet
* Estimated costs are ONLY direct costs for each program, which includes the front line staff such as
instructors for swim school, lifeguards for open and lap swim and counselors for camps.
** Management and support overhead are shown separately for clarity. This number includes the
following things that relate to all programming at the facility:
● Liability Insurance
● Facility General Manager
● Head of Safety for Facility
● Customer service staff and Management
● Programming support including initial set up and maintenance plus cash handling, revenue
reporting and revenue collection
● Financial support including budgeting, financial set up and reporting and financial management
● Payroll, Human Resources including management of onboarding, training, work permits, tb
testing, fingerprints and other CA labor law compliance
● Subscription and set up fees for payroll and registration service databases
● Marketing, advertising of jobs and programming and internal and external communications
● All other facility expenses such as janitorial, paper supplies, soap supplies, set up costs including
computer and iPad for checking in and registration, first aid supplies, signage, pool equipment
such as paddles and kickboards
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References, Key Staff and Management
Key Staff & Management:
Tim Sheeper, CEO
Responsible for guiding the company’s culture, values, and overall direction, ensuring strong foundations
for sound business practices, operational excellence, and continuous improvement. Builds and maintains
relationships with community partners and stakeholders while developing and evolving programs and
services that meet the needs of the community. Ensures that every service delivered and every team
member reflects the organization’s brand and core values. Responsible for hiring and developing
coaching talent and quality control for swimming, water polo, water exercise and strength training. Proud
of our long serving loyal and professional team members that are mission driven and safety focused.
Constantly drawing on my 42 years of aquatic business and coaching experience and my absolute love of
the water to serve individuals and families in our region.
Can be reached at tim@teamsheeper.com 650-504-1114.
Carole Hayworth, Chief Financial and Human Resources Officer
Responsible for all financial operations, including revenue collection, cost control, internal controls,
budgeting, and financial reporting. Responsible for payroll, human resource management, required
trainings, compliance with labor laws, full onboarding and termination of employees. Fully responsible for
contracts, insurance, and rental agreements with outside parties. Oversees customer registration
services, customer service and marketing departments.
Carole is a CPA and has been working in the field of finance for over 35 years. She has headed up the
finance and HR departments for Team Sheeper for 25 years.
Can be reached at: carole@teamsheeper.com; 650-781-5525
Melissa Joy, Manager of Customer Experience and Program Development
Responsible for the configuration, maintenance, and reporting of the PerfectMind Xplor registration
system, ensuring a seamless and high-quality customer experience. Oversees cash handling, collection,
and revenue reporting processes to maintain strong financial controls. Supports program development
and scheduling, and leads marketing communications directed to both customers and staff.
Certifications: American Red Cross Lifeguard, CPR/AED and First Aid (valid through 9/8/2026),
Hazardous Chemical Communication training, fire extinguisher use, Bloodborne Pathogens,
Anti-harassment training, back safety, and preventing slips, trips, and falls.
Can be reached at mjoy@menloswim.com; 650-781-5525
Meg Huggett, Head of Safety Operations
Responsible for ensuring the facility provides a safe and welcoming environment for all patrons and staff.
Oversees the recruitment, hiring, and scheduling of lifeguards and Managers on Duty, and manages the
development and ongoing implementation of lifeguard training and procedures in alignment with American
Red Cross aquatic safety standards. Ensures all staff maintain current certifications in Lifeguarding, First
Aid, and CPR. Oversees the procurement and maintenance of safety equipment and supplies, including
uniforms, first aid kits, AED components, testing reagents, rescue tubes, and communication devices.
Implements and manages a lifeguard skill audit program that includes weekly evaluations to ensure
consistent safety performance and operational excellence.
Certifications: Certified Pool Operator through the PHTA (Current through 10/31/2030), American Red
Cross Lifeguard Instructor Trainer, American Red Cross Lifeguard Instructor, American Red Cross
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Lifeguard/CPR/AED/First Aid, American Red Cross First Aid and CPR/AED Instructor and Instructor
Trainer (all current through 2/20/2027), American Red Cross Lifeguard Management Certification (valid
through 8/19/2027), American Red Cross Water Safety for Parents and Care Givers, Hazardous Chemical
Communication Training, fire extinguisher use, Bloodborne Pathogens, Anti-harassment training, back
safety, and preventing slips, trips, and falls.
Can be reached at meg@teamsheeper.com; 650-781-5525
Michelle Tedford, General Manager
Fully responsible for overall facility operations, programs, and customer experience, ensuring compliance
with all state, local, and company standards. Manages all staff and Managers on Duty to maintain safety,
professionalism, and exceptional service. Oversees the recruitment, hiring, and training of lifeguards and
Managers on Duty, ensuring all staff meet company standards aligned with American Red Cross
Lifeguarding Guidelines. Conducts and manages lifeguard training classes, onboarding, and continuous
staff development. Ensures the facility is clean, well maintained, properly staffed, and safely opened and
closed each day according to established procedures. Leads by example to foster a motivated, positive,
and team-oriented culture. Reviews and updates safety policies as directed by the Head of Safety
Operations and conducts quarterly multi-department EAP drills. Serves as a liaison with City staff and
contracted renters to coordinate maintenance, events, and operations. Monitors and maintains facility
inventory, including chemicals, janitorial, and office supplies to ensure uninterrupted operations.
Certifications: American Red Cross Lifeguard/CPR/AED/First Aid Instructor (valid through 7/12/2027),
American Red Cross Lifeguard/CPR/AED First Aid (valid through 7/12/2027), American Red Cross
CPR/AED/First Aid Instructor (valid through 10/18/2026), Aquatic Facility Operator Certified through
National Recreation and Park Association (valid through 6/30/2027), Hazardous Chemical
Communication training, fire extinguisher use, Bloodborne Pathogens, Anti-harassment training, back
safety, and preventing slips, trips, and falls.
Brianna Cavanagh, Manager of Youth Programming
Responsible for the development, implementation, and oversight of all youth and instructional
programming, including swim lessons, swim team, camps, and adult swim lessons. Oversees the full
lifecycle of program delivery- from curriculum design and scheduling to staffing and quality assurance- to
ensure each program meets organizational standards for safety, instruction, and participant experience.
Manages all swim lesson instructors, coaches, and camp counselors, providing leadership, mentorship,
and performance feedback to maintain consistency and excellence across programs. Recruits, hires,
trains, and schedules all youth aquatic staff, ensuring they are fully equipped with the knowledge,
certifications, and tools necessary to deliver high-quality, engaging, and safe programming for participants
of all ages and abilities.
Certifications: American Red Cross Lifeguard, CPR/AED and First Aid (valid through October 2027),
Certified Pool Operator (valid through June 2027), Hazardous Chemical Communication training, fire
extinguisher use, Bloodborne Pathogens, Anti-harassment training, back safety, and preventing slips,
trips, and falls.
Can be reached at bri@menloswim.com; 650-781-5525
Patrick Marion, Head of Marketing and Communications
Responsible for all internal and external marketing and communications to staff, customers, and the
broader community, ensuring consistent alignment with the organization’s brand, mission, and values.
Oversees the design, content, and presentation of the company website to maintain a professional
appearance and an intuitive, user-friendly experience for customers. Manages all advertising efforts,
including promotional campaigns for programs, events, and staff recruitment, to support participation
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growth and workforce development. Additionally oversees the maintenance of web domains, online
systems, and digital infrastructure, coordinating technical support.
Can be reached at pmarion@menloswim.com; 650-781-5525
Kathy Miller, Head of Customer service
Responsible for the hiring, training, and scheduling of all customer service staff to ensure consistent,
high-quality service and smooth front-line operations. Develops and implements both initial and ongoing
monthly training programs focused on communication, customer relations, safety and operational
procedures. Assists with employee onboarding. Oversees all systems and audits related to cash
collection, safety, and financial reconciliations, maintaining accuracy and compliance with established
protocols. Responds promptly and professionally to customer inquiries, supports registration processes,
and ensures clear, timely communication with patrons. Additionally, assists in collecting and tracking
financial support applications in partnership with the Beyond Barriers Athletic Foundation (BBAF) to
provide scholarship opportunities for qualifying participants.
Certifications: American Red Cross Lifeguard, CPR/AED and First Aid (valid through July 2026),
Hazardous Chemical Communication training, fire extinguisher use, Bloodborne Pathogens,
Anti-harassment training, back safety, and preventing slips, trips, and falls.
Can be reached at kmiller@menloswim.com; 650-781-5525
Managers on Duty
Provide full management support and oversight of facility operations when the General Manager is not on
site.
Certifications: All managers on duty hold current American Red Cross lifeguard CPR/AED/First Aid
certification. All Managers on Duty are trained in Hazardous Chemical Communication, fire extinguisher
use, Bloodborne Pathogens, Anti-harassment training, back safety, and preventing slips, trips, and falls.
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References
Kristen O’Kane, City of Palo Alto Community Services Director
Kristen.o’kane@cityofpaloalto.org ; 650-463-4908
Sean Reinhart, City of Menlo Park, Library and Community Services Director
SSReinhart@menlopark.gov ; 650-330-2510
Sharon Eva, City of Palo Alto Community Services Manager
Sharon.eva@cityofpaloalto.org ; 650-463-4909
Proposed Staffing Ratios
Managers: A manager is always on duty at the facility, whether the General Manager or Manager on Duty
Lifeguards:
Lap Pool: 2 guards on duty, plus one in rotation for 45 number of patrons in the water, per American Red
Cross standards.
Activity Pool: 1 guard at the top of the slides, 1 guard at the bottom of slides, 1 guard rotating at side of
pool plus 1 guard in rotation for 45 patrons in the water
Swim Lessons:
Beginner Groups: 1 instructor for every 3 participants
Intermediate Groups: 1 instructor for every 4 participants
Water Babies Lessons: 1 instructor for every 8 participants (since a parent is with each baby)
Private Lessons: 1 instructor for every 1 participant
Semi-Private Lessons:1 instructor for every 2 participants
Adult Lessons: 1 instructor for every 3 students
Bridge Swim Program: 1 coaches for every 15 participants
Camps: A camp manager or camp lead is always on-site for supervision
Main Camp: 1 counselor for every 8 campers
Junior Camp: 1 counselor for every 6 junior campers (campers age 6 and under)
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Contract Performance
1. City of Palo Alto:
Team Sheeper currently has a full aquatics service contract with the City of Palo Alto that began
in 2018 and will continue at least through December 31, 2030. This contract was recently
renewed for another 5 year term and is for the Rinconada pool at 777 Embarcadero Ave, Palo
Alto.
2. City of Menlo Park:
Team Sheeper currently has a full aquatics service contract with the City of Menlo Park that
began in May of 2006. This contract will continue at least until September 30, 2028. This
includes operations of two locations, one at 501 Laurel St and one at 100 Terminal Ave, both in
the City of Menlo Park.
Relationships with the cities that we work with are managed through a number of strategies
including weekly meetings, monthly and quarterly recaps of services, survey results and financial
information including full reporting of attendance by each category of service and revenue
information by each program area.
Any concerns are communicated through email with each party and are followed up on
immediately through personal communication or email depending on the issue that has arisen.
Team Sheeper communicates frequently with customers via focus groups, emails, phone calls
and while they are in-person and on-site to determine that all needs are being met appropriately.
We have not had any terminations, cancellations or non-renewals at any time in the last five years.
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Public Communication and Registration
Overview and Philosophy
Team Sheeper, Inc., is dedicated to serving the entire community through safe, high-quality, and
welcoming aquatics and fitness programs. Our organization was founded on the belief that everyone
should feel welcome, wanted, and part of a community built around wellness.
Our mission is to promote health and well-being by helping each person “find their lane”—whether that
means learning to swim, joining a class, or connecting with others through movement.
Every element of our communication, registration, and customer service system is designed to make
community participation simple, transparent, and positive.
Communication Systems and Customer Support
Clear, consistent, and caring communication is at the heart of our operations.
We blend digital systems with in-person service to ensure participants always have direct access to
information and assistance.
● Front Desk Support: Associates are present during all operating hours to provide in-person
help, answer questions, assist with registrations and payments, and receive feedback. They are
also available by phone and email, ensuring every visitor or participant receives a prompt,
friendly, and professional response.
● Digital Communication: Our website, email newsletters, and social media provide ongoing
updates about registration, program changes, schedules, and upcoming events.
● Marketing and Online Presence: Our marketing manager maintains accurate, up-to-date
information on Google and Apple, so community members can easily find hours, contact details,
and announcements.
● Customer Relationship Management (CRM): We use CRM software to track all customer
service communications, including inquiries, follow-ups, and feedback. This system helps ensure
that every customer receives a timely and complete response, and allows our management team
to monitor customer relations.
Additional customer service support is provided by the Head of Customer Service, both on-site and
remotely. A Manager on Duty is available during all open hours to assist with escalations or special
concerns.
Registration and Payment Systems
Our registration and payment systems are designed for convenience, flexibility, and accessibility.
Participants can register online anytime through Xplor Recreation (formerly PerfectMind), our secure
management software that supports membership sign-ups, class registration, and automatic billing.
To ensure equitable access for all community members, we also provide:
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● In-person registration and payment options at the front desk, so no online access is required to
participate.
● Automatic monthly membership renewal through Xplor Recreation, with easy cancellation
available at any time.
● Quick front desk check-ins for members using scan-in technology.
● Open access to facilities — no reservation or membership is required to use the pools.
Administrative staff coverage is maintained at all times that the facilities are open. Email support is
available during all hours of operation and all inquiries are responded to within 24 hours, often much
sooner.
Policies and Procedures: Registration, Refunds, and Complaints
All policies are guided by our core values of fairness, transparency, and community care. They are clearly
communicated to participants, easily accessible online, and regularly reviewed for improvement.
● Registration: Participants may register online, in person, or by phone/email with the help of
customer service staff.
● Refunds and Cancellations: Refunds are automatically processed when canceled within the
program’s cancellation window. Each program (e.g., Swim School, Bridge, Camps) has a specific
cancellation policy designed to be fair to families while allowing programs to run smoothly.
● Memberships: Auto-renew monthly and can be canceled at any time at the end of the billing
cycle, either online, by phone, or in person.
● Complaints and Feedback: Feedback is welcomed and tracked through HubSpot CRM,
ensuring that all customer comments or concerns are documented, assigned for follow-up, and
resolved. Front desk staff listen attentively and escalate issues to the Customer Service Leads or
Head of Customer Service as needed. Managers review recurring feedback to identify
opportunities for improvement.
Our guiding principle is to always take ownership of the customer experience—never putting responsibility
back on the client.
Customer Service Standards and Communication Practices
Our communication guidelines emphasize friendliness, empathy, and engagement. Staff are encouraged
to connect with guests personally—asking about their swim, remembering names, and creating a sense
of belonging.
Training and Staff Support
Front desk employees receive:
● Comprehensive onboarding covering company policies, front desk responsibilities, PCI
compliance, and customer service expectations
● Ongoing training to update best practices, enhance technology skills, and strengthen
communication and problem-solving techniques
● Access to management support through open communication with supervisors and leads
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● A positive, collaborative workplace culture that values teamwork, inclusion, and respect
These systems ensure every customer interaction—whether it’s a registration, refund request, or casual
question—reflects professionalism, care, and consistency.
Assessing and Maintaining Customer Satisfaction
Customer satisfaction is measured and maintained through multiple systems and feedback loops:
● HubSpot CRM Tracking: All customer service communications are logged and monitored to
ensure timely responses and identify recurring concerns.
● Annual Community Surveys: Assess satisfaction with programs, facility experience, and
communication effectiveness.
● Ongoing Feedback: Informally gathered through conversations, phone calls, and emails, then
shared with management for review.
● Weekly Data Analysis: Xplor Recreation data is used to monitor participation,
resident/non-resident usage, and membership trends.
● Team Review and Training: Feedback is discussed in staff meetings to reinforce what’s working
and address any areas for improvement.
Through consistent communication, staff training, and seeking community feedback, Team Sheeper
ensures that every participant feels heard, supported, and connected to a community that values wellness
and respect.
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Quality Assurance, Risk Management and Insurance
Tools and Processes Used for Quality Assessment
● Seasonal and Annual Surveys are implemented to retrieve necessary customer feedback in
order to determine if our quality of programs, safety, facility and customer service are meeting
community expectations.
● Annual Red Cross Aquatic Examiner Service (AES) is contracted in order to measure our
safety service operations against the worldwide gold standard when it comes to safety. An auditor
arrives and reviews every aspect of our operation from first aid kit contents to how staff performs
a rescue of a shallow water spinal injury. Staff rescue skills performance audits are conducted to
determine if our training and evaluation methods are translating into a successful team of
rescuers.
● Daily Community Feedback via our in-person, phone, or on-line channels. Receiving community
feedback in real-time allows us to see, understand, listen to the emotion and enables us to work
towards problem solving a point-in-time issue or a foundational issue that needs addressing to
reduce friction for patrons in the future.
Risk Management and Response Procedures
Our organization follows a structured process to identify, assess, and address potential hazards while
ensuring that all incidents are reviewed to improve safety and reduce future risk.
● Incident Reports are completed after all incidents or harm or threats of harm. Part of that incident
reporting procedure is reviewing the incident and identifying factors that lead to the incident and
remedies to remove or reduce risk.
● Lifeguards and MOD staff receive required monthly in-service training to practice rescue, first aid,
CPR, AED and risk management skills. In-service training is planned around skills that have been
identified as needing improvement or additional practice based on what has been coming up at
the facility or has been turning up in audits.
● Lifeguards receive audits of their performance every month in the form of quick checks, visibility
drills, lifeguard station response time testing, CPR and first aid skills auditing.
Standards of Care for Operating a Public Pool
The Head of Safety has over 10 years of experience managing public swimming pools. She is a certified
pool operator through the Pool and Hot Tub Alliance. She has a deep and well versed knowledge of
standard of care based on her 20 plus years of American Red Cross lifeguard experience. She has been
a certified American Red Cross lifeguard instructor since 2012. In addition she has held certification for
Swim Lessons and Water Safety Instruction through the YMCA for over a decade. The Head of Safety
received her American Red Cross Lifeguard Instructor Trainer certification in February 2025. This is the
highest level of training in the field outside of being an educator for the Red Cross. The Head of Safety is
familiar with the Model Aquatic Health Code in additional California state standards for public swimming
pools.
In addition, Team Sheeper voluntarily undertakes an annual audit performed by the American Red Cross
on the current facilities that we operate. The American Red Cross visits, audits our performance and
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conducts an in-service training for our employees to ensure that all required safety procedures and
regulations are being followed.
Standards for Protecting Employee Health
Our organization maintains comprehensive policies and procedures to protect the health and safety of
both the public and employees, ensuring full compliance with all applicable City, County, State, and
Federal regulations.
All employees receive initial training at point of employment to remain in compliance with state and
federal employee health and workplace safety standards. These trainings are assigned based on role in
the company and risks the employee may be exposed to.
All employees complete the following training:
Initially: Slips, Trips and Falls, Back Safety and Injury Prevention, Fire extinguisher Safety,
Anti-Harassment Training
Annually: Fire Extinguisher Trainings
All Lifeguards also complete the following trainings:
Initially: Bloodborne Pathogens, Heat Stress, Personal Protective Equipment
Annually: Bloodborne Pathogens
All Camp Counselors and Swim Instructors also complete the following trainings:
Initially: Heat Stress
All Facilities staff complete the following trainings:
Initially: Hearing Conservation, Lockout/Tagout, Heat Stress, Confined Spaces, Hazardous
Communication and Spill Prevention, Personal Protective Equipment
Annually Hearing Conservation, Confined Spaces
All Managers complete the following trainings:
Initially: Bloodborne Pathogens, Lockout/Tagout, Heat Stress, Hazardous Communication,
Personal Protective Equipment, Anti-Harassment Training for Supervisors
Emergency Preparedness Action Plan
On the following page is a flowchart outlining the structure of the Emergency Action Plan (EAP). A full
EAP will be completed to reflect specific facility needs, site layout, and operational use cases. by the
Head of Safety once they are able to conduct an on-site assessment to determine the most effective and
appropriate emergency procedures.
Litigation
There has been no litigation against us since inception.
Insurance
Team Sheeper carries full liability and umbrella insurance policies and has for the last 20 years. If a
contract is awarded, the additional liability insurance required will be secured.
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Emergency Preparedness Action Plan Flow Chart
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OCTOBER 24, 2025
CITY OF GILROY ADMINISTRATION DEPARTMENT RECREATION
DIVISION // REQUEST FOR PROPOSALS
CHRISTOPHER HIGH SCHOOL AQUATICS
CENTER OPERATIONS
THE SPORTS FACILITIES COMPANIES // SPORTS FACILITIES MANAGEMENT, LLC
Page 354 of 417
SPORTS FACILITIES COMPANIES 2
Table of Contents
cover letter3
qualifications5
program understanding9
programs, services & schedule15
references, key staff & management26
contract performance32
25 public communication & registration
Quality Assurance, Risk Management, & Insurance
37
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SPORTS FACILITIES COMPANIES 3
cover letter
Page 356 of 417
SPORTS FACILITIES COMPANIES 4
On behalf of the Sports Facilities Companies (SFC), we’re pleased to submit our proposal to manage summer
operations at the Christopher High School Aquatics Center for the 2026 season and beyond! Our focus is to
deliver a safe, welcoming aquatics experience centered on learn‑to‑swim and community recreation swim, with the
flexibility to incorporate lap lanes, aqua fitness, and family rentals as interest and scheduling allow. Programming
will run between Memorial Day and Labor Day, with schedules coordinated in partnership with the City and GUSD
to support facility needs.
What sets SFC apart is our full‑service aquatics management model that goes beyond lifeguard staffing—
encompassing programming, daily operations, staff training, marketing, food & beverage where applicable, and
transparent financial reporting tailored to public‑sector partners. As an Authorized National Training Provider with
the American Red Cross, we certify and train lifeguards in‑house to ensure consistent quality and the highest
safety standards across our venues. Consistent with our municipal best practices, we operate with open‑book
reporting, monthly variance reviews, and an annual business plan and budget so City leadership has full visibility
into outcomes.
Our proposed approach for Gilroy will:
• Prioritize safety and compliance with clearly documented EAPs and in‑service training, and operate waterslides
and pools in accordance with Cal/OSHA, County Health, ADA, and related standards and inspections.
• Deliver a community‑first program mix centered on learn‑to‑swim and daily recreation swim, with optional
additions such as lap swim, aqua fitness, and rentals to broaden participation and access.
• Maintain comparable fees to nearby public aquatic programs and provide a low‑cost swim lesson option for
income‑eligible youth within the City of Gilroy, as requested.
• Coordinate closely with GUSD on facility access and scheduling, and meet the City’s reporting cadence with
participation statistics, fee classifications, and customer service metrics each month during the season.
SFC’s mission is to improve the health and economic vitality of the communities we serve, and we are excited to
bring our national expertise with a local focus to the families of Gilroy. Thank you for your consideration—we look
forward to the opportunity to partner with the City to deliver a safe, welcoming, and well‑managed summer at the
Christopher High School Aquatics Center.
Dear Ms. Baksa and Mr. Atkins
Billy Hilliard Regional VP, Business Dev.
bhilliard@sportsfacilities.com
903.517.7868
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SPORTS FACILITIES COMPANIES 5
qualifications
Page 358 of 417
Pre-Development
Firm Overview
DevelopmentManagement
Dev
e
l
o
pmentpre-developmen t
Mana g e m entMarket Research
Financial Forecasts
(Pro Forma)
Economic Impact
Feasibility Reports
Community Engagement &
Partnership Development
Strategic Planning &
Finance Strategy
Start-Up Operational
Development
Facility Operations
Operational Timelines
Revenue Generation
Facility Optimization
Owner’s Representation
Venue Planning
Procurement
(FF&E & OS&E)
Operational Budget
Impacts (Design Decisions)
Technology Requirements,
Sport Equipment
& Specifications
Facility Branding,
Wayfinding, Signage
Our mission is to improve the health and economic vitality of the communities we serve. Since
2003, the Sports Facilities Companies, comprised of Sports Facilities Advisory, Sports Facilities
Management, and Sports Facilities Development, have become the trusted resource for commu-
nities who want to plan, develop, or operate sports, recreation, entertainment and fitness centers.
• CONTRACTING FIRM: SPORTS FACILITIES MANAGEMENT, LLC • 17755 US Highway 19 N. Unit 300, Clearwater, Florida 33764 • NUMBER OF EMPLOYEES: 3,500+ • YEARS IN OPERATION: 22
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CAPORELLA AQUATIC CENTER
TAMARAC, FL
ARTESIA AQUATIC CENTER
ARTESIA, NM
SAND MOUNTAIN PARK & AQUATICS
ALBERTVILLE, AL
ADVENTURE COVE AQUATICS
ABILENE, TX
THE BRIDGE
BRIDGEPORT, WV
MORRISTOWN LANDING
MORRISTOWN, TN
LIMA AQUATIC PARK
LIMA, OH
PELICAN BAY AQUATICS
EDMOND, OK
REAL-WORLD FACILITIES, REAL WORLD RESULTS
We’re way more than a lifeguard staffing company. We’re a full‑service solution to creative programming, decreasing subsidy,
improving safety, and providing a great guest experience. SFC has the unique experience of managing aquatics venues with
multi‑uses ‑ providing us the confidence that we will be able to managed the multiple stakeholders and wide array of program
types of the Christopher High School Aquatics Center. Below is a snapshot of some of SFC’s experience in venues that have
multi‑use programming and multiple programming partners, user groups and stakeholders. We will not be learning on the job
and will bring our existing policies, procedures and protocol ready to customize to the uniqueness of the Christopher High
School Aquatics Center.
SPORTS FACILITIES COMPANIES 7
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SPECIALTIES
aquatics staff development,
partnership collaboration
education
BBA, College of Business
& Economics
University of Kentucky
experience
Years in Industry: 23
As Vice President of Venue Management for Aquatics, Ken is responsible
for SFC’s Aquatics Venues nationwide, assisting our clients with operating
and optimizing our indoor and outdoor pool facilities and water parks. His
broad and successful career has spanned over twenty years of operations,
programming, training, marketing, budgeting and forecasting.
Ken has served as an Aquatics Director to municipal and recreational pools, competition pools,
country clubs, water parks and private and public aquatic centers. He has worked with the YMCA®
and the American Red Cross® as a Water Safety Instructor, Lifeguard Instructor, and CPR/First Aid
Instructor. Ken is a Certified Pool Operator® and a certified Aquatics Facility Operator®. Ken is also
an accomplished swim coach having been a certified coach member of USA Swimming® since 1984.
Over his 20+ years of coaching age group, senior club swimmers and high school athletes, he has
produced multiple Junior Olympic qualifiers and finalists, state champions, junior and senior national
qualifiers and college scholarship recipients. Ken maintains close ties to the competitive swimming
world as a certified coach with the American Swim Coaches Association®, US Masters® Swimming,
and USA Water Polo®.
Adventure Cove Water Park ‑ Abilene, TX
Artesia Aquatic Center ‑ Artesia, NM
Caporella Aquatic Center ‑ Tamarac, FL
Pelican Bay Aquatic Center ‑ Edmond, OK
Certified Pool Operator (CPO®)
Certified Aquatics Facility Operator (AFO®)
American Red Cross® Water Safety Instructor® (WSI)
American Red Cross® Certified Lifeguard Instructor (LGI)
American Red Cross® CPR, First Aid and AED Certified
American Red Cross® Certified CPR, First Aid and
Safety Training for Swim Coaches
USA Swimming® Certified Coach Member Since 1985
USA Swimming® Certified Official, Stroke & Turn Judge,
Meet Referee
American Swim Coaches Association® [ASCA]
Certification
ALTS® Certified Stroke Technician
National Interscholastic Swimming Coaches Association
Member (NISCA)
Florida Swimming LSC All‑Stars and USA Zones
Coaching Staff Member 2016‑2018, Selected Head
Coach in 2021
Served on Florida Swimming Board of Directors, Central
FL Coach Representative
Certified Masters Coach with United States Masters
Swimming® [USMS]
Certified USA Water Polo® Coach
Starfish Aquatics Institute® Adaptive Swim Instructor
Certified
P.A.D.I. ® Scuba Certified
Experienced with Hosting and Managing Swim Meets
Including Hy‑Tek Meet Manager, Team Manager,
Colorado Timing System, and Team Unify
Swimming Career ‑ 6x Age Group State Champion, 2x
All‑America Honors, Junior Nationals Finalist, Top 10
USA Ranking, USA Olympic Trials Qualifier
NOTABLE PROJECTS
NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS
VP OF VENUE MANAGEMENT
Ken Cobb
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SPORTS FACILITIES COMPANIES 9
program understanding
Page 362 of 417
SPORTS FACILITIES COMPANIES 10
Once the facility is complete, SFC can provide Full‑Time
Management (FTM) for the proposed facility involving the
day‑to‑day oversight of all aspects of the venue including:
• Sales
• Staffing
• Scheduling
• Program Development and Management
• Events Booking and Events Management
• Event Economic Impact and Financial Tracking
• Monthly Financial Reporting
• Human Resources Oversight
• Legal and Risk Management Advisory Services
• Bookkeeping
• National Marketing utilizing SFC’s national Marketing
Network to drive overnight stays for the portion of the
Venue that SFC will be managing
A COMPREHENSIVE SOLUTION
SFC Full‑Time Management Services includes the selection,
placement, and ongoing development of a full‑time SFC
‑employed General Manager and leadership staff at your
facility. As an SFC ‑managed facility, your facility will be led by
an individual who is fully accountable to SFC and who views
their role in optimizing your facility as a true career path. SFC
culture attracts and develops ambitious, outcome‑oriented
managers. SFC managers are professionals who have
previously managed operations for Disney’s Wide World of
Sports, Gaylord Entertainment, the House of Blues, Lifetime
Fitness, the YMCA, SMG, NBC Comcast Global Spectrum,
Westin Resorts, The United States Army, The United States
Marine Corps, and a wide range of sport and recreation
centers.
SFC NATIONAL NETWORK
Additionally, only SFC General Managers and leadership
teams are part of the SFC network of GM’s. This means that
your facility will be led by a GM and leadership team that
participates in the SFC weekly teleconference and video‑
conference meetings with other SFC‑employed GM’s and
the team of SFC operations advisors. This call requires each
facility manager to report in on the progress they are making
against established goals, and it provides opportunity for
each of our GM’s to seek perspective from other managers
who are dealing with or have already overcome similar
challenges. All of these centers deal with the same challenges
and opportunities inherent to the sports/fitness/ recreation/
entertainment facility industry. These managers are also
benchmarked against one another and against the highest
revenue producing and highest EBITDA‑producing facilities
in the country.
The result is that your facility will be managed to utilize the
culture of accountability, best practices, proven strategies,
and profit‑focused tactics that are constantly honed within the
SFC network.
MONTHLY VARIANCE REPORTING
With SFC your facility will undergo a rigorous monthly “Bud‑
get Versus Actual” (variance) review. Led by a full‑time SFC
Management Advisor, your GM, leadership team, and staff
will be part of a monthly top‑to‑bottom review of the operation
including a line item review of “Budget vs. Actual” results. The
process includes a review of the prior month performance, a
forward‑looking discussion of critical action items, marketing
initiatives, and a pace‑to‑goal session. This “variance” pro‑
cess drives performance and accountability while providing
your team with the expertise and resources of SFC advisors.
ACCOUNTABILITY
With Full‑Time Management, your GM/leadership team
reports directly to the Vice President of SFC and the CEO
of SFC. The GM is fully accountable to employing SFC
best practices and executing on every action item identified
in your annual business plan and monthly action plan. This
accountability allows for no excuses and no gap between the
plan, the goal, and the on‑the‑ground execution.
Full Time Management Services
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SPORTS FACILITIES COMPANIES 11
FINAL SAY
Approval of SFC’s GM is entirely at the City of Gilroy's discretion.
SFC will present the selected candidate and rationale for your
approval or rejection. Additionally, with the FTM program, you
are guaranteed temporary management and replacement in the
event of an unexpected GM or leadership team departure. The
FTM program offers:
• Full‑time SFC General Manager and leadership team
• Ongoing learning and accountability through the SFC
national network
• Replacement of the GM and placement of a temporary,
experienced GM in case of departure
• A career‑focused industry professional
• A culture of accountability
• Annual Business Plan created for your facility by SFC
• Monthly “budget vs. actual” meetings and action planning
sessions
• Weekly participation in the FTM network
• Transparent financial and bank reconciliation reporting
• Unlimited access to the SFC library of Customer Service,
Group Events Sales, and Revenue Optimization resources
• Monthly owner’s report and board/owners meetings with
the GM and an SFC Vice President
• Direct GM reporting to SFC ownership
MANAGEMENT SERVICES
SFC’s Full‑Time Management services involve acting as your
group’s representative to drive optimized performance and
accountability across the organization. These services include:
• Creation and annual review of business plan, marketing
action plan, and budgets
• Seasonal budget and marketing action plans
• Marketing and advertising plans and campaigns
»Website optimization and social media campaigns
»PR campaigns
»Trade show and conference schedule (as applicable)
»Direct sales to event and tournament organizers
»Familiarization visits
»Integration and collaboration with local aquatics and
CVB
»Site‑specific tournament and event development
»Direct mail, article writing and print advertising
• Detailed timeline and action items for facility/operation
updates
• Annual review of the prior business year and identification
of new programming
• Capital improvement suggestions and reviews
• Identification of new investment opportunities
• Monthly “Budget vs. Actual” (Variance) review
• Routine review and recommendations for programming,
marketing, reporting, and organization updates
• Action plan for local/regional alliances with sports and
recreation organizations to maintain utilization through
leagues, programs, and events
• Weekly management calls with SFC management and
GM network for business development and operations
• Recurring coaching and collaboration sessions with SFC
management and GM network
As it is SFC’s experience that more corporate support is
needed during the first few years of facility operations, SFC will
employ a tiered structure whereby the services and support
offerings provided above taper to a degree over time.
ADDITIONAL SERVICES
As part of SFC’s Full‑Time Management option, the following
services are included to support the recruitment, training, and
development of team members:
• Recruiting: Job analysis, candidate screening,
interviewing, selection, and finalizing job offers
• Employee Onboarding: Induction, training, and
integration of new hires
• IT Support: Computer and IT services
• Payroll Administration: Processing and support for
payroll
• Health Insurance: Provision and administration of health
insurance programs
• Worker’s Compensation: Provision of worker’s
compensation insurance
• Best Practices: Sharing policies, procedures, forms, and
instructions for operational excellence
• Vendor Recommendations: Identifying and
recommending qualified vendors, software, programs,
and hardware solutions
• Business Plan: Annual updates to the Business Plan
• Employment Plan: Development and updates of the
Employment Plan
• Food & Beverage Plan: Creation and updating of the
Food & Beverage Plan
• Financial Tracking: Monitoring and management of
financials, including collections, books, records, insurance,
taxes, legal compliance, and related fees/costs.
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SPORTS FACILITIES COMPANIES 12
COMPLEX OPERATING MANUAL
Once selected we will work with the City of Gilroy to develop
a custom operating manual. Together, SFC and the City of
Gilroy will determine at a minimum, the following:
• Hours of operation
• Standard operating procedures for facility
• Minimum maintenance standards and guidelines
• Quality assurance/quality control procedures
• Workflows for programming and registration
• Purchasing policies
• Miscellaneous
Once completed, the City of Gilroy will own the Operating
Manual.
EMERGENCY TRAINING
Along with complex operating manuals and procedures, our
teams actively train for emergency situations and are fully
prepared to handle them when they arise. Our staff has dealt
with missing children, active shooters, cardiac arrests, weather
emergencies and a long laundry list of other situations. When
it comes to these types of situations, the City of Gilroy cannot
afford to put the facility in the hands of operators who do not
have this proven, hands‑on experience.
ADDRESSING NEW CHALLENGES HEAD ON
COVID is not the first or the last challenge that will face the
sports tourism industry. Throughout COVID, the industry
looked to SFC for leadership and we responded by authoring
and sharing COVID re‑opening guidelines for our venues and
provided to the industry at no charge. We applied for and
received PPP and small business loans/grants for all of our
venues and have come out of COVID stronger than how our
venues went in.
the City of Gilroy can be confident with SFC as your partner
that you will be in the best position possible to address any
situation that arises ‑ whether a one‑time occurrence or an
entire shift to the industry.
OPERATING MANUAL
MAINTENANCE OPERATING PROCEDURES
In addition to general maintenance and housekeeping for the
facility, SFC will develop standard operating procedures for
facility‑specific needs. SFC recognizes there is not a one‑
size‑fits‑all approach to facility maintenance. As a result,
the Account Executive and General Manager will work with
the City of Gilroy to ensure all facility areas, as well as an
specialized equipment, have individualized SOPs for facility
staff to use as a guideline for proper maintenance and upkeep.
Individual SOPs for the Christopher High School Aquatics
Center may include, but not limited to:
• Events, Staffing Plans, Programming cash Handling
• Event/Ticketing
• Parking
• Heath & Safety
• Crisis Management
• Emergency Exit Routes
• Hazard Communication Standard
• Lifeguard In‑Service Training
• Opening Procedures
• Closing Procedures
• Back Boarding Protocol
• Water Contamination Protocol
• Water Chemistry and Clarity
• Chemical Log
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SPORTS FACILITIES COMPANIES 13
Pool Safety and Emergency Response
There are several risks associated with working in an aquatics
facility. Staff needs to understand the following safety
precautions to help avoid injury. The SFC Team believe the
on‑site staff members need to be fully accountable for the
safety if all staff and patrons. For this reason, SFC’s corporate
staff includes instructors and instructor‑trainers for the
Nationals Swimming Pool Foundation, American Red Cross,
and Ellis and Associates. The SFC Team will personally train
and certify the facilities on‑site leadership staff to be able to
teach and instruct these crucial skills to all on site staff.
Senior leaders promote an organizational environment that
fosters, requires and results in legal and ethical behavior
through mentoring, transparent systems, quality protocols,
dual control systems and network monitoring. These processes
provide senior leaders the framework for what is expected from
not only themselves but also the entire workforce. Frequent
facility assessments maintain accountability and address
any indications of improper behavior. This regular review
optimizes the operations and brings the highest standards for
honest checks and balance systems.
Our policies are designed to provide awareness about
emergency and safety procedures for all staff. They are
designed to ensure that all crew members responsible for
supervising activities and/or facilities are aware of their
responsibilities in case of an accident or incident. Not only
do the policies and procedures have the guest in mind but
also the staff members. Management will regularly review
the procedures following emergency situations to determine
the need for follow‑up training for the employee involved in
the situation. They will review the need for updates and/or
changes that need to be made in the policy and procedure
manual, which is designed not only for external guests but for
internal guests as well. Feedback is encouraged from staff
members regarding the policies and procedures.
The American Red Cross standard for Emergency Action
Plans for what everyone does during an emergency are
extremely important. Laminated EAPs are located in all office
locations near the phones and on the bulletin board in the
Employee Break Room. The EAP’s specific to each attraction
(slides, continuous river, and aquatic play area) are included
in the Operations and Maintenance Manuals for each of the
attractions.
POLICIES AND PROCEDURES
Our professional aquatic staff is not only responsible for safety
at our aquatic facilities but also for providing outstanding
service and the overall well‑being of the staff and guests.
At all times we want to protect our facility and staff from the
risk of liability. It is imperative that our detailed policies and
procedures be adhered to at all times to avoid areas of bias,
to keep all staff members consistent, and to ensure that the
City of Gilroy is not liable in any situation.
SAFETY PROGRAM
Lifeguards are required to attend one hour of in‑service
training per week. In‑service trainings will be offered a
minimum of two days per week. Advanced notice will be
given for in‑service training and all Lifeguards are expected to
attend or make prior arrangements to schedule an alternative
session. Failure to attend in‑service trainings may result in
termination. In‑service trainings will generally be divided into
pool and classroom sessions.
PREVENTATIVE MAINTENANCE
SFC’s preventive maintenance program is designed to
extend the life of facility components, reduce repair costs,
and maintain optimal performance. Our approach includes
regular inspections to detect early signs of wear, scheduled
maintenance to minimize downtime, and diligent housekeeping
to prevent debris buildup. Key focus areas include pool pumps
and motors, chemical systems, controllers, and filters—each
monitored and maintained on a routine schedule to ensure
safe, efficient operations.
All practices align with the CDC’s Model Aquatic Health
Code (MAHC), ensuring the highest standards of safety and
compliance. For new clients, SFC conducts a thorough facility
assessment—reviewing existing documentation, performing
on‑site evaluations, and developing a comprehensive action
plan with prioritized recommendations, life‑cycle forecasting,
and cost planning.
In the event of a closure, SFC maintains essential operations
to preserve water quality and safety, ensures proper
communication with staff and patrons, and performs full
inspections before reopening. This proactive, standards‑
based approach minimizes long‑term costs and ensures
consistent, high‑quality facility performance.
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SPORTS FACILITIES COMPANIES 14
We offer a full rental program for parties or after-hours rentals. The local community can review
and register on our online portal.
At SFC, we believe in the transformative power of sports and the significant impact our facilities have on families and
communities. We understand that sports are more than just an activity—they are a powerful tool for growth, connection, and
personal development. With over 3,500 employees, each with their own story of how sports have shaped their lives, we are
committed to ensuring that every individual in our communities has access to sports, regardless of their background. This
commitment extends beyond words—it's something we actively practice and financially support across our industry. To further
this mission, we proudly partner with The Aspen Institute’s Project Play. Through initiatives like these, we strive to open doors
to sports participation, helping families thrive and communities grow stronger.
Community Involvement & Outreach
COMMUNITY PHILOSOPHY
At SFC, we truly believe in the impact that our facilities have on our communities.
It is critical to our mission to ensure that every resident in our communities has
access to sports, regardless of age, ability, gender, or income level. This is not
a mantra we simply talk about, but one that we put into practice and one that we
financially support across the industry, both inside and outside of our managed
facilities.
ASPEN INSTITUTE Project PLAY
SFC is a proud partner of The Aspen Institute’s Project Play. The Aspen Institute
has often been referred to as the “conscience of youth sports.” Project Play's
mission is to develop, apply, and share knowledge that helps build healthy
communities through sports. The program identifies gaps in sports access and
works with leading organizations such as SFC. Together, we can fill the gaps so
that every child in America can access sports, regardless of zip code or ability.
The image above illustrates how physically active children are linked to healthier
lifestyles and active parents, creating a continuous cycle.
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SPORTS FACILITIES COMPANIES 15
programs, services & schedule
Page 368 of 417
SPORTS FACILITIES COMPANIES 16SPORTS FACILITIES COMPANIES 16
INCREASING LOCAL-USE OPPORTUNITIES & COMMUNITY ENGAGEMENT
PRIVATE PARTIES
Private parties are typically made available after the facility closes.
Reservations, secured with payment, must be made at least one month in
advance (subject to availability). There is a limit of one party per day per
area. Lifeguards are provided with each reservation.
POOL PROGRAMS
Generally, contemporary aquatic design and programming serve five
defined user groups: competition, recreational and leisure, lessons and
instructional, fitness and wellness, and therapeutic users. If managed
appropriately, an aquatic facility can accommodate all user groups by
creating a flexible and functional facility to maximize efficient use.
SWIM LESSONS
Both group and private lessons will be made available at the facility. All
program fees will be approved by the City/County, but the following is an
example of pricing structure.
• Swim Lessons (8) 30 min:
»Early Bird Registration $55
»Late Registration $65
• Semi‑Private Lessons (4) 30 min: $50
• Private Lessons (1) 30 min: $30
BIRTHDAY PARTIES
Spaces are available to rent for groups to hold birthday parties. The fee will
include the rental of the space and a charge for each person joining the
party (group rates will apply).
• Small group table: $40 (2 hours)
• Large Group: $100 ‑ $200 (2‑4 hours)
• Multi‑Purpose Room: $50‑$100 per hour, minimum 2‑hour rental
ADA - AQUATIC PROGRAMMING
Aquatic therapy is rehabilitation performed in water and involves physical
activity, exercise and motion in the presence of an aquatic therapist,
sometimes referred to as an aquatic therapy provider. Participation in
an aquatics program is to improve overall health and fitness, to increase
stretching capacity, range of motion, movement capabilities, coordination,
physical stamina and endurance; to partake in cardiovascular exercise at
the participants target heart rate; to understand the concepts of a fitness
program; and to improve swimming safety, skills and abilities.
There are several events an aquatics facility
can host to increase admissions, participation,
and revenue. These can be annual events as
well as those centered around holidays. A few
we host in our facilities include:
• Training videos
• Work scheduling
• Scanning
• CPR
• Active rescues/ Passive rescues
• Spinals
• First aid
• Slide dispatch
• Rotations
• Critical thinking Lifeguard scenarios
• Team building exercises
• Discussions of personnel issues
• Report Writing
• Document Training
• Pre‑Opening/ Closing Procedures
• Customer Service
CLASSROOM SESSIONS
• Dive In Movie Nights
• Family Twilight Swim
• Doggie Days
• Easter Egg Hunt
• Summer Splash With Santa
• Back to School Splash
• Water Safety Wednesday
• Senior Water Walkers
• Mothers Day Luau
• Fathers Day Luau
• Food Truck Fridays
Events
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SPORTS FACILITIES COMPANIES 17
SUMMER PROGRAMMING
SFC is a National Training Provider and
follows the curriculum of the American
Red Cross®. All of our lesson instructors
are ARC certified and have experience in
teaching children of all ages and abilities.
If a facility has another program in place,
we work towards making the transition over
appropriate time.
If there is a current USA Swimming® club
team in place, we look to continue this rela‑
tionship and help build the program through
our feeder program. These team members
also become our lifeguards and swim lesson
instructors, offering local HS and College
students well‑paying summer and year‑
round jobs.
We help to create a registered United States
Masters Swimming Club® (USMS) offered
to all adults over the age of 18. Whether
you're a competitive swimmer, triathlete or
just looking to exercise, we offer structured
training at convenient hours. Our Masters
Coaches are required to be certified by
USMS.
Infant Swimming Resource (ISR) is the
nation’s industry leader in providing water
adjustment swim lessons to infants of 6
months up to 2 years. We have our own
certified instructor on staff and look to grow
with 1‑2 more instructors. This is also de‑
signed to be a feeder program into our ARC
Learn‑To‑Swim Program.
The Starfish Aquatics Institute (SAI) offers
specialized training to pools and instructors
who want to offer adaptive swim lessons.
These lessons are for children and adults
with both physical and emotional disabilities.
These lessons are in big demand as there
are very few facilities that offer this type of
program.
We reach out and work with area directors
in developing and promoting AAC as the
swim training and event destination for the
Special Olympics. Our facilities can also
be used for other activities, programs and
meeting the Special Olympics offers.
Junior Lifeguard Camp is a great way to
teach teens ages 10‑15 responsibility and
skills. Students will be introduced to ba‑
sic lifeguard skills, including water safety,
rescue, CPR/AED and First Aid. At age 16,
these teens can attend an ARC Lifeguard
Certification course and be able to work at
our facilities.
Tiger Sharks Summer Swim Team is a sum‑
mer‑only swim team can be available for all
children ages 5 ‑ 15. This is a fun, low‑key
team introducing children to the world of
competitive swimming. This is also designed
to be a feeder program to the USA Swim‑
ming and local HS teams.
We will be offering classes for CPR/AED
and First Aid training and certification. The
goal is to have our facilities be the go‑to
Red Cross provider in that area and sur‑
rounding communities. We also look to offer
Red Cross Babysitting training and certifi‑
cation.
These are theme‑based, ½ day and full day
weekly camps focused around water based
activities. There will also be other activities
such as arts and crafts and fun games, like
water balloon war, etc. Each camp is led by
camp counselors who are certified Life‑
guards.
A summer‑only recreation swim team can be created if not already in place for children ages 5 ‑15.
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SPORTS FACILITIES COMPANIES 18
Date Event Time Fees
May 24th Passholder Night 4:00pm‑8:00pm Passholders only: Free
May 25th First Day the Pool is Open
to Public 11:00am‑6:00pm Standard Rates
May 25th RC Racing 9:00a‑11:30a Free
May 28th Passholder Giveaway:
Pbay Wet Bags 12:00p‑6:00p Free
June 2, 4, 6 Water Aerobics Launch 8:00a‑9:00a Free
Dive In Movie: Movie TBD Movie Starts: At Dark Passholders: Free
NonPassholders: $5/each
June 14th Father's Day Luau 7:00pm‑9:00pm $5 per person, free to
passholders
June 11th Bring A Buddy 12:00p‑6:00p
June 26th World's Largest Swimming
Lesson All Day $84 was 2022 rate for
WLSL
Dive In Movie: Movie TBD Movie Starts: At Dark Passholders: Free
NonPassholders: $5/each
July 3rd Passholders: Free Hot
Dog
July 4th Liberty Fest 7:00p‑10:00p (until
fireworks done)
Free to Passholders/$10
non passholders MUST
HAVE PASS
Dive In Movie: Movie TBD
CHRISTMAS Movie Starts: At Dark Passholders: Free
NonPassholders: $5/each
July 17th Bring A Buddy 12:00p‑6:00p
July 20ttth First Responders
Appreciation Night 7:00pm‑9:00pm First Responders: Free
Public: $5
Dive In Movie: Movie TBD
Gates Open: 8:00pm
Movie Starts: At Dark
(9:15ish)
NonPassholders: $5/each
August 2nd Splash and Dash
August 4th Parent's Night Out/Adult's
Only Swim
August 30th Pelican Race: Edmond
Kiwanis Club Set up Friday (day before)Ran by Kiwanis
Sept 6th Doggie Paddles 9:00a‑12:00p &
1:00p ‑4:00p $10 per Dog
SAMPLE SPECIAL EVENT CALENDAR
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SPORTS FACILITIES COMPANIES 19
Programming ScheDule
State your proposed hours of operations.
• Tues- Sun 8am –8pm
(open earlier for lap swimmers and swim teams if needed)
Describe your service offerings for each age group and
range of skills and abilities.
• Group Swim Lessons for all ages including: infant
lessons, mommy and tot, children of all ages, adults
• Private Swim Lessons; for children and adults
• Adaptive Swim Lessons; specialized lessons for
children and adults with special needs
• Water Fitness: for adults of all ages
• Recreation Summer Swim Team – children ages 5‑15
• Summer Splash Camps – Children 6‑12
• Junior Lifeguard Camps – Children 11‑14
Proposed fee schedule for participants for all classes,
programs, and services to be offered to the community. State
your approach to fee increases.
• Morning Group Swim Lessons 9am – 11am ‑ $140 for
8 lessons session
• Private Swim Lessons 9am – 11am, 5pm – 6pm ‑ $30‑
$40 per lesson
• Morning Water Fitness 9am – 10am ‑ $5 per class
• Evening Water Fitness 6pm – 7pm ‑ $5 per class
• Summer Splash Camps 9am – 5pm (half day or full day
Week camps) ‑ $100 for ½ day camp, $150 for full day
• Party Rentals are offered all hours of the operating
hours ‑ $75 per hour
• After Hour Rentals for entire pool for businesses and
groups ‑ $600 for 2 hours
*Fee increases may be needed at times due to increased labor
costs, food costs, chemical costs, and overall operating costs.
Any fee increases are proposed to the city first including an
estimated Pro-Forma to support the increases.
Page 372 of 417
SPORTS FACILITIES COMPANIES 20
MANAGEMENT FEE
approves program pricing, discount/scholarship policies,
schedules, and program mix; SFC provides market benchmarking
and recommendations for the City’s consideration.
• Collections and remittance per City policy: SFC administers
point‑of‑sale and daily reconciliation in accordance with City
cash‑handling and accounting policies; all receipts are recorded
and remitted to the City as directed.
• Comparable fees and equity: Public program pricing guidance
will be maintained at rates comparable to surrounding public
aquatic programs, with a clearly defined, accessible low‑cost
youth lesson option for eligible households, as approved by the
City.
CITY AND DISTRICT ALIGNMENT
• City responsibilities acknowledged: Building maintenance
(non‑janitorial), capital improvements, utilities, and annual
waterslide inspection remain with the City per the City’s scope.
• GUSD coordination: SFC coordinates with GUSD on facility
access and adheres to District pool maintenance protocols; SFC
performs required hourly water chemistry checks and notifies
GUSD of any exceptions.
Insurance and risk management
• Insurance compliance: SFC maintains all required insurance
(including the higher liability limits for waterslides), background
checks, and documentation needed for inspections and audits.
• Audits and documentation: Seasonal safety audits, incident
documentation, water slide inspection logs, and training records
maintained and made available to the City upon request.
Deliverables and reporting cadence
• Monthly reports: Participation by program and fee class, resident/
non‑resident counts, passes and rentals, financial results, and
operational notes.
• Annual plan: Pre‑season business plan and budget with goals for
participation, safety, financial performance, and community impact.
Term and invoicing
• Annual fee: $198,000 per contract year.
• Invoicing: $16,500.00 per month, net 30 days.
• Escalation (optional): At the City’s discretion, SFC can hold the
fee flat for year one and discuss a mutually agreeable CPI‑based
adjustment (capped) beginning in year two.
• Fee flexibility (collaborative): SFC is willing to explore alternative
fee structures—such as seasonal adjustments, scope‑based
modifications, or phased approaches—through conversation and
collaboration with the City to best align with shared objectives and
final scope.
SFC proposes a fixed, all‑inclusive management fee of $198,000
per contract year, invoiced monthly at $16,500.00. This fee covers
comprehensive management and administration of the Christopher
High School (CHS) Aquatics Center summer operations and
aligns with the City’s model in which the City retains program
revenues and maintains pricing and program control. SFC is
flexible and open to collaboratively refining the fee structure with
the City to reflect final scope, season length, program mix, and
shared priorities.
What the fee includes
• Full-service management and oversight: On‑site general
management, assistant management, head guard/supervisory
coverage, and centralized corporate support (HR/legal & risk,
finance, marketing, IT, and compliance).
• Staffing lifecycle: Recruitment, hiring, scheduling, payroll
administration, performance management, and employee
relations for all seasonal aquatics roles.
• Safety, training, and compliance: Development and
maintenance of Emergency Action Plans (EAPs), in‑service
schedules, certification tracking, and adherence to County
Health, ADA, and Cal/OSHA waterslide requirements;
preparation and readiness for inspections and audits.
• Program delivery and customer service: Turn‑key execution
of learn‑to‑swim, daily recreation swim, and optional lap swim/
aqua fitness; gate operations, admissions, customer support,
and issue resolution.
• Low-cost swim lessons administration: Implementation and
reporting of a reduced‑fee option for income‑eligible youth, in
coordination with City policy.
• Marketing and communications: Seasonal marketing plan,
website/content support, email and social media campaigns,
and on‑site promotional signage to drive participation and
awareness.
• Financial controls and transparency: Open‑book monthly
reporting (participation by fee class, resident/non‑resident,
passes/rentals), monthly budget‑vs‑actual variance reviews,
and an annual business plan and budget.
• Janitorial and consumables: Operator‑provided first aid
supplies, janitorial products, and paper goods required to
maintain customer‑ready restrooms, showers, and public
spaces throughout the season.
Revenue model (City-retained revenues and control)
• City-retained program revenues: The City retains all revenues
from swim lessons, recreation swim, rentals, and any approved
concessions; SFC does not retain program revenue and is
compensated via the fixed management fee.
• City control of pricing and policies: The City sets and
Page 373 of 417
SPORTS FACILITIES COMPANIES 21
Equity & Access: Low-Cost Lessons and Financial Assistance
FUNDING APPROACH
• City Scholarship Alignment: Leverage the City’s
existing Youth Scholarship processes when available
to avoid duplicative screening and streamline family
experience.
• Sponsor-Backed Pool: Seek local sponsorships and
donations (e.g., “Learn‑to‑Swim Partner”) to expand
scholarship capacity without increasing City costs.
• Comparable Pricing: Maintain community‑appropriate,
comparable rates for all other public programs, prioritizing
low‑cost seats for foundational learn‑to‑swim classes.
OUTREACH AND COMMUNICATIONS
• Bilingual Outreach: Provide English/Spanish materials,
website updates, social posts, email campaigns, and
on‑site signage; include program details in the City’s
Recreation Guide.
• Community Partners: Collaborate with GUSD,
neighborhood groups, youth‑serving nonprofits, and
faith‑based partners to identify eligible families and drive
enrollment.
REPORTING AND ACCOUNTABILITY
• Monthly Reporting (Seasonal): Provide counts by
program and fee class, resident vs. non‑resident
participation, passes and rentals, and the number of
low‑cost lesson participants.
• Data Privacy: Collect only what is necessary to validate
eligibility and outcomes; protect personal information in
alignment with City practices.
• Continuous Improvement: Gather post‑session
feedback, review fill rates for set‑aside seats, and adjust
discount tiers and capacity with City approval.
COMPLIANCE AND COORDINATION
• Policy Alignment: Maintain comparable public pricing
and provide a low‑cost youth lesson option consistent
with City expectations.
• ADA & Inclusion: Provide reasonable accommodations
and ensure accessible registration and communication
channels.
• One-Team Approach: Meet regularly with City staff to
review demand, scholarship utilization, and operational
adjustments to sustain equitable access and program
quality.
The Sports Facilities Companies (SFC) will partner with
the City of Gilroy to ensure cost is never a barrier to water
safety. We will implement a simple, dignified pathway for
income‑eligible families to access low‑cost learn‑to‑swim
programming for youth (ages 6 months–17 years) who reside
within the incorporated areas of Gilroy.
PROGRAM DESIGN
• Low-Cost Youth Lessons (Required): Offer a
reduced‑fee learn‑to‑swim track for eligible youth,
coordinated with the City’s scholarship framework where
available.
• Set-Aside Capacity: Reserve a defined percentage
of lesson seats each session (e.g., 10–15% to start;
adjusted to demand) and maintain a dynamic waitlist so
reserved seats are fully utilized.
• Sliding Scale & Caps: Apply tiered discounts (e.g., 50%
and 100%) based on need and available scholarship
funds, with reasonable per‑participant caps (e.g., number
of discounted sessions per season) to maximize impact.
ELIGIBILITY AND VERIFICATION
• Residency & Age: Incorporated City of Gilroy residency
and ages 6 months–17 years for low‑cost lessons.
• Simple Proof of Eligibility: Acceptance of any one of
the following: Free/Reduced‑Price Meals, CalFresh/
WIC/Medi‑Cal/PG&E CARE, or City Youth Scholarship
approval—plus proof of residency.
• Plain-Language Process: One‑page bilingual (English/
Spanish) form; staff support available on‑site and online.
All documentation handled confidentially.
REGISTRATION AND CUSTOMER EXPERIENCE
• Early Access Window: Offer a short pre‑registration
window for scholarship families to choose from set‑aside
seats before general registration.
• Multiple Channels: Enable in‑person and online
registration, with staff help to complete forms, verify
eligibility, and place swimmers into appropriate levels.
• Payment Flexibility: Provide interest‑free installment
options for any residual fees and clearly publish timelines,
refund policies, and attendance expectations.
Page 374 of 417
SPORTS FACILITIES COMPANIES 22
Staffing plan
OPERATING
MODE
ON-DECK
SUPERVISION
LIFEGUARDS
(ZONES)
LESSONS/
PROGRAMS ADMISSIONS NOTES
Summer:
Weekday daytime
Head Guard +
Assistant
4–6 4–8
instructors
1–2 Add rovers for breaks and features;
admissions scales to 2 at peak
Summer:
Evenings
Head Guard 3–5 2–6
instructors
1 Rentals layered after public close
add 1 lifeguard per activity zone
Event/Rental
overlay
Supervisor or
Manager
+1–3 versus
baseline
+ instructors
as booked
+1 (if >100
guests)
Dedicated coverage per reservation
type and zone layout
ROLE SUMMER
HEADCOUNT SUMMER WEEKLY HOURS
Aquatics Manager (FT)1 45–50 (pre‑opening/post‑close flex)
Assistant Manager (FT)1 40‑45
Head Lifeguards 3‑4 60–80 total
Lifeguards 26–32 420–560 total
Swim Instructors 12–18 120–220 total
Admissions 6–8 100–140 total
Facility/Maintenance Tech 1 35–40
Custodial (FTE equiv.)1 35–40
Page 375 of 417
SPORTS FACILITIES COMPANIES 23
This staffing plan is meant to be a starting point as we gain more understanding
around the goals and vision for Gilroy’s summer aquatic plan. This is very
much a collaborative effort as we start planning and ultimately set the budget
for the next summer aquatic season.
ORGANIZATIONAL STRUCTURE
A lean leadership core with clear on‑deck supervision and sufficient bench
strength for peak periods.
• Aquatics Manager (1 FT)
Owns operations, staffing, compliance, scheduling, and City/school part‑
ner coordination.
• Assistant Aquatics Manager (1 FT)
Leads daily scheduling, training calendar, inventory, and shift supervi‑
sion.
• Head Lifeguards / Supervisors (3–4 PT/FT mix; at least 1 on duty
when pool is open)
On‑deck lead, relief rotations, incident command, and coaching for new
staff.
• Lifeguards (26–32 PT)
Primary surveillance; cross‑trained to assist with basic water testing and
guest service.
• Swim Instructors (12–18 PT)
Learn‑to‑swim, parent/child, stroke development; many guards dual‑hat‑
ted as instructors.
• Front Desk / Admissions (6–8 PT)
Check‑in, POS, program/service questions, and phone/email coverage.
• Facility/Maintenance Tech (1 FT or shared FT-equivalent)
Water chemistry, mechanical checks, preventative maintenance, and
vendor coordination.
• Custodial (1.0 FTE equivalent, scheduled to match open hours and
turnover)
Locker rooms, deck cleanliness, and daily reset.
PROGRAM STAFFING RATIOS
Designed for safety, instruction quality, and throughput.
• Parent/Child (6–36 months): 1 instructor per 8 pairs; shallow zone;
visual aids.
• Preschool (3–5 yrs): 1:4–5 based on ability.
• Youth Learn-to-Swim (6–12 yrs): 1:6 for levels 1–3; 1:8 for levels 4+.
• Teen/Adult Learn-to-Swim: 1:6–8; add deep‑water aide as needed.
• Stroke Clinic/Pre-team: 1 coach per 10–12 swimmers; lifeguard cover‑
age remains separate.
• Water Fitness: Up to 20:1 instructor‑to‑participant with lifeguard on
duty.
• Camps / Large groups: Group leader ratios per City policy (e.g., 1:8–10
for youth); lifeguards independent of group leaders.
Staffing plan CONT.
Page 376 of 417
MIKEKELLY
DEPARTMENT HEAD
VENUE OPERATIONS
Our operations team will provide a service model that includes reporting
to Christopher High School Aquatics Center with full transparency and
control. We provide guidance on all things involving the day-to-day
oversight of all aspects of the venue. We will be a extension of your team
to serve the City, community, and guests.
key capabilities• Staff Management / Team Development• Venue Leadership• Technology Integration & Expansion
Our team executes tasks and processes so that facilities open on‑time,
on‑budget, and on‑brand. We will report weekly, monthly, and annually on
progress in each area as needed. SFC representatives will meet with the
team and other key stakeholder representatives through an agreed upon
schedule of weekly and monthly meetings.
operations team
PROJECT ROLE: OPERATIONAL DEVELOPMENT,
EXECUTIVE STRATEGY IMPLEMENTATION
JOHN SPARKS
SVP of Venue
Management
COLE LACEY
Vice President,Venue
Management
TODD YANCEY
SVP of Venue
Management
PATRICK O’BRIEN
SVP of Venue
Management
DAVID BOUNDS
Vice President,Venue
Management
LOU LOMBARDO
Vice President, Venue
Management
DAN SMITH
Food and Beverage
Supervisor
JOE DERING
Sr Vice President
JESS KUHL
Vice President, Venue
Management
KELLY KRUKOV
SVP of Venue
Management
ANTHONY MAIDEN
Vice President, Venue
Management
TODD SAMPSON
Director of Food &
Beverage
KEN COBB
Vice President,
Aquatics Operations
JOSH CALLAHAN
Vice President, Venue
Management
JACK ADAMS
SVP of Venue
Management
WES HALL
SVP of Venue
Management
Page 377 of 417
SPORTS FACILITIES COMPANIES 25
SFC has developed extensive resources with in‑house ex‑
pertise in finance, marketing, legal & risk, human resources,
financial forecasting, event booking, and more. This team
will support every aspect of the Christopher High School
Aquatics Center, ensuring that we are able to attract the very
best talent to the facilities and that the on‑site staff is sup‑
ported by the very best resources and tools to be successful
in their jobs.
ONE TEAM, ONE NETWORK
People are the lifeblood of any organization, but it is never
truer than in a sports, recreation, or events facility. Our Peo‑
ple & Culture Team is dedicated to ensuring all SFC team
members in the SF Network have the support, development,
and leadership they need to be successful. We also manage
the tactical and operational elements of traditional HR duties.
Our People & Culture Team will provide:
• Recruiting/Talent Acquisition Services
• Document Resources including Employee Handbooks
• Benefits Management
• SFC Cultural Onboarding
• Ongoing Leadership Training & SFC Summits
• Staff Change Management
• Succession Planning
GROWTH & INNOVATION RESOURCES
SFC brings a culture of creativity and innovation. We
incentivize team members to share process improvement,
ideas, and best practices, as well as celebrate those who
excel in innovation. This includes technology, sponsorship
partners, services, philanthropic initiatives, processes, and
programs. The sports and entertainment industry is evolving
rapidly and SFC dedicates capital and human resources to
keeping the City of Gilroy at the forefront of service and guest
experience.
STAFF ONBOARDING
Along with in‑person/on‑site training, SFC utilizes an online
onboarding process that will introduce the team member to
both the facility and the SF Network. As part of this system,
SFC will work with the City to develop venue‑specific training
videos and messaging that will ensure the vision, processes,
and expectations of the City remain front and center. The goal
of this process is to ensure that we find the right fit for each
and every hire (full time and hourly), reducing turnover and
minimizing costs.
OUR CAPORELLA AQUATIC CENTER HAS THE HIGHEST
SAFETY STANDARDS, THE GUEST EXPERIENCE
PROVIDED IS TERRIFIC, AND OUR PROGRAMS
ARE GROWING EACH YEAR. WE HAVE A GREAT
PARTNERSHIP WITH SFC.
SAMMIE MONROE
RECREATION MANAGER
STAFF TRAINING & DEVELOPMENT
SFC full‑time facility staff have custom onboarding plans and
leadership training at our corporate headquarters in Clear‑
water, FL where they have access to our specialty support
departments within their first month with SFC. For General
Managers and select leadership staff, SFC also hosts on‑site
leadership training at our Spring GM Summit and the SFC
Leadership Summit each fall. These events offer time for best
practice sharing among all senior leadership in the SF Net‑
work as well as new policy roll‑out, process/change review,
best practices, inspirational speakers, and more tactical de‑
velopment sessions (e.g. booking best practices). Our corpo‑
rate offices and subject matter experts also offer a variety of
training and think tank sessions to collaborate on ways to in‑
novate and improve processes. In addition, SFC hosts corpo‑
rate‑wide manager and vice president calls and meetings to
encourage collaboration and idea‑sharing across our venues.
INTERNSHIPS & CAREER OPPORTUNITIES
SFC will work with the City to develop programs designed to
provide student internships at the Christopher High School
Aquatics Center as well as throughout our network of facili‑
ties. SFC will work with the City as well as local Colleges to
develop a program that is more than a solution to operations,
but instead a dedicated career path for students. As an exam‑
ple, the John T. Rhodes Myrtle Beach Sports Center partners
with Coastal Carolina University and Horry Technical College
to create a robust internship program at our facility. 80% of
our current full‑time staff at the John T. Rhodes Myrtle Beach
Sports Center came through this internship program.
Employee staff & training
Page 378 of 417
SPORTS FACILITIES COMPANIES 26
Attachment A
ID #Program / Service Estimated Costs ($)Estimated User Fee Revenues
($)
1 Swim Lessons - Group 4,700.00$ 13,440.00$
2 Public/Recreation Swim 11,000.00$ 43,750.00$
3 Lifeguard Training 1,500.00$ 6,000.00$
4 Swim Team / Clubs 2,250.00$ 4,500.00$
5 Facility Rentals 2,700.00$ 10,800.00$
6 Food/Concessions Operations 9,100.00$ 26,250.00$
7 Swim Lessons - Private 2,880.00$ 7,200.00$
8 Swim Lessons - Special Needs 1,800.00$ 3,600.00$
9 Water Fitness Classes 1,400.00$ 3,600.00$
10 Special Events 1,000.00$ 2,000.00$
11 Other (Specify)
12 Other (Specify)
13 Other (Specify)
14 Other (Specify)
15 Other (Specify)
TOTAL 38,330.00$ 121,140.00$
ALSO SEE ASSUMPTIONS TAB
Aquatic Center Operations - SFC Bid Proposal Form - Financial Summary Page
5. Add additional rows if needed for other programs/services.
7. Submit the completed form as part of your bid proposal.
6. Enter $0 for any programs listed that your organization will not or cannot provide.
INSTRUCTIONS:
1. Complete all fields for each program or service where you are proposing to provide operations.
2. Enter your estimated costs, expected revenues, and requested management fee for each program.
3. The 'Net' column will auto-calculate (Revenues - Costs).
4. Totals are provided automatically at the bottom.
Page 379 of 417
SPORTS FACILITIES COMPANIES 27
references, key staff & management
Page 380 of 417
SPORTS FACILITIES COMPANIES References
City of Edmond, OK
Brad Raney, Director of Parks & Rec
City of Artesia
John P. Anguiano, Director of Facilities
City of Albertville, AL
Tracy Honea, Mayor
pelicanbayaquatics.com
artesiaaquaticcenter.com
sandmountainpark.com
janguiano@artesiaaquaticcenter.com
mayorhonea@cityofalbertville.com
405‑216‑7639
575‑746‑8525
256‑891‑8208
e
e
p
p
p
Page 381 of 417
PROJECT STATISTICS &
PERFORMANCE HIGHLIGHTS
17 acres
25‑Yard Leisure Pool
Cabanas
Zero Entry Areas
Water Slide & Splash Pad
On‑Site Kitchen
Climbing Wall
Management
Full‑Time Management
CH Role
Financial Forecasting
Safety Training
SIZE
FEATURES
FIRM ROLES & SERVICES
Earning the designation as a 2021 Top 3 Amusement Park in Oklahoma City by
Three Best Rated®, Pelican Bay Aquatic Center offers all things fun‑in‑the‑sun,
including open swim, lessons, party rentals, and more.
In 2015, and again in 2021, the City retained the team of SF Companies and
Counsilman‑Hunsaker to provide full‑time management services for the first five
years of operation. Through aggressive social media and email campaigning and
facility rebranding, SFC increased pool attendance numbers and profitability year
over year. Counsilman‑Hunsaker was engaged to provide maintenance and safety
training, staff operations, programming, and swim lesson oversight.
PELICAN BAY AQUATIC CENTER
EDMOND, OK
SPORTS TOURISM • COMMUNITY RECREATION • OUTDOOR
Page 382 of 417
PROJECT STATISTICS &
PERFORMANCE HIGHLIGHTS
10 acres
Natatorium with 2 Indoor Pools
25‑Yard/8‑Lane Competition Pool
60‑Foot/4‑Lane Warm‑Up Pool
25‑Foot Tall Oil Rig Water Feature
Outdoor 4,000 ft² Recreation Pool
Lazy River
Three Large Slides
Management
Financial Forecasting
Full‑Time Management
SIZE
FEATURES
FIRM ROLES & SERVICES
Artesia Aquatic Center is located in Artesia, NM and features two indoor pools as
well as a large outdoor recreational pool in the shape of a bulldog. The outdoor
pool has a zero depth entry, a lazy river, three large slides, and a 25‑foot tall oil rig
that shoots water out of the top. The pool deck has plenty of space to host family
picnics and activities.
SFC’s role in management includes event booking, marketing, strategic planning,
and full‑time management of the aquatic center. SFC is engaged as the outsourced
management solution for the complex.
ARTESIA AQUATIC CENTER
ARTESIA, NM
COMMUNITY RECREATION • AQUATICS • INDOOR/OUTDOOR
Page 383 of 417
PROJECT STATISTICS &
PERFORMANCE HIGHLIGHTS
130 acres, 100,000 ft2
4 Basketball / 8 Volleyball Courts
4 Baseball & 5 Softball Fields
5 Multi‑Purpose Fields
Membership‑Based Wellness Center
16‑Court Tennis Center
Indoor / Outdoor Pool & Aquatic Center
Advisory
Financial Forecasting
Program Planning
Development
Venue Planning
FF&E Procurement
Management
Pre‑Opening Management
Full‑Time Management
SIZE
FEATURES
FIRM ROLES & SERVICES
SPORTS TOURISM • COMMUNITY RECREATION • INDOOR/OUTDOOR
Sand Mountain Park is an exceptional project in Albertville, Alabama, with 130
acres of sports, recreation, and entertainment areas. This facility offers a wide
variety of both local use and sports tourism use for all guests to enjoy just over an
hour north of Birmingham.
SFC’s role in pre‑opening development included business development, event
booking, brand development and marketing, strategic planning, hiring and
organizational structure definition. SFC was also contracted for FF&E and Venue
Planning services including, fixture and equipment procurement and design
consultation. SFC is engaged as the outsourced management solution for the
entire 130 acre complex inclusive of sports tourism and local park and recreation
programming.
SAND MOUNTAIN
PARK & AMPHITHEATER
ALBERTVILLE, AL
Page 384 of 417
SPORTS FACILITIES COMPANIES 32
organization chartSFC & the City of GILROY TEAM
CORPORATE SERVICES
Marketing & Advertising
Sponsorship Sales
Human Resources
Finance & Accounting
Legal & Risk
Public Relations
Programming Support
Purchasing
Information Technology
Lodging
AQUATIC COORDINATOR
HEAD GUARDS
LIFEGUARDS
FD/CON
SUPERVISOR
CONCESSIONS
FRONT DESK
PROGRAM
COORDINATOR
LESSON INSTRUCTORS
THE CITY OF GILROY
SENIOR VP OF VENUE MANAGEMENT
PATRICK O’BRIEN
VP OF VENUE MANAGEMENT
KEN COBB
Page 385 of 417
SPORTS FACILITIES COMPANIES 33
contract performance
Page 386 of 417
SPORTS FACILITIES COMPANIES 34
Relationship management approach
Go-Live (T0 to T+30 days)
• “No‑disruption” commitment: maintain posted schedules,
honor existing registrations and fee structures, and
stabilize staffing and rotations.
• Safety first: implement daily briefings, in‑service
schedule, and incident reporting; complete any immediate
corrective actions.
• Customer communications: bilingual notices across City/
SFC web and on‑site signage; set up a service desk and
fast response loop.
Stabilize and optimize (T+31 to T+90 days)
• Fine‑tune staffing levels, lesson leveling, and lane/time
allocations based on demand.
• Launch set‑aside low‑cost lesson seats; publish
participation and satisfaction metrics.
• Present a 90‑day transition report with wins, lessons
learned, and next‑step priorities.
ACCOUNTABILITY AND CONTINUOUS IM-
PROVEMENT
KPIs at a glance: safety compliance, customer satisfaction,
participation by fee class and residency, schedule reliability,
and financial performance. We use monthly variance reviews
and quarterly strategy sessions to adjust programming,
pricing alignment, and resource allocation—always with City
approval and community impact in mind.
Sports Facilities Companies (SFC) assigns a dedicated Vice
President of Venue Management (Ken Cobb) as your single
point of contact backed by our venue operations, HR/risk,
finance, and marketing teams. We operate with open‑book
transparency, sharing monthly financials and participation
data, and conducting quarterly strategy reviews tied to mutually
agreed KPIs (safety, customer satisfaction, access/equity,
and cost recovery). We map stakeholders (City leadership,
Parks/Recreation, Risk/Legal, Finance, and School District
partners where applicable), establish an escalation path, and
maintain a shared action tracker so priorities, decisions, and
timelines are clear.
COLLABORATION MODEL
Co-planning and co-governance: We align annual goals in
a joint business plan and budget, confirm approved policies
and fee structures, and set a standing cadence:
• Weekly check‑ins on operations, staffing, safety, and
customer feedback.
• Monthly GM and finance reporting with variance analysis
and corrective actions.
• Quarterly performance review focused on KPIs, equity
access, and program optimization.
Community alignment: We coordinate marketing/
communications with City channels, integrate ADA and
inclusion practices, and collaborate with schools, nonprofits,
and sponsors to expand access (e.g., low‑cost lessons,
scholarships).
SEAMLESS TRANSITION PLAN
Pre-transition (T-30 to T-1 days)
• Due diligence: facility walkthroughs, safety and EAP
review, inventory and vendor mapping, current program/
schedule capture, and staff interviews.
• HR pipeline and retention: prioritize hiring or retaining
qualified incumbents; launch parallel onboarding
(background checks, certifications), schedule
cross‑training.
• Systems and compliance: confirm POS/registration,
financial workflows, insurance, permits, and inspection
readiness.
Page 387 of 417
SPORTS FACILITIES COMPANIES 35
Physical & digital security; all locks, passwords, alarms,
cameras, access, POS
Interview & hire from the existing team
All hiring and onboarding processes: mission, vision, values,
roles, expectations
Ensure current activities have staff scheduled to execute
Access to bank (operating) account
Take inventory, & order product as needed for near‑term use
Set up insurance (GL, etc.)
An easy online registration platform
An annual or semi‑annual review structure
A staff development plan
Identification of training requirements and ongoing education
An incentive program
A trend report
A new program concept
A standard survey and customer feedback process
A bid requirement for major expenses
A maintenance plan and work order system
A capital improvement
Financial (planning, programs, etc.)
Technology (programs, platforms, etc.)
Operations (programs, staffing, etc.)
Marketing and sales
Concessions: retail, food & beverage
Customer service training
Food quality
Point of sale & execution
Business operation
Develop an organizational chart
Develop an accountability chart
Develop a dedicated budget for the facility
Develop a monthly report that tracks expenses
Develop a weekly GM report on KPI
Develop an operating software that integrates with financial
reporting software
Develop a financial performance tracking system
Develop a structure in which all directors have access to and
accountability for
Develop a robust cost of goods sold structure
Develop a schedule for financial tracking and re‑forecasting
Develop management systems training
Develop building systems training
A hierarchy of users for software
A dedicated marketing plan and budget
An annual marketing plan
A marketing action
A marketing effectiveness tracking system
A standard analysis and forecast tool
A dedicated budget for each program
A performance dashboard
A set of specific growth goals
FIRST 10 DAYS:FIRST 90 DAYS:
FIRST 30 DAYS:
FIRST 60 DAYS:
TRANSITION TIMELINE
Page 388 of 417
SPORTS FACILITIES COMPANIES 36
TRANSITIONING WITH SFC
For over 20 years, we have successfully managed both new and existing facilities. We have a tried-and-true
process that we will start from to set both short and long-term goals for Christopher High School Aquatics
Center. We will set your transition plans based on your mission, vision, goals, and strategy. YOUR VISION
IS OUR VISION. We will be there with you through every step to adjust when and where needed.
PRIORITIZATION IS PARAMOUNT
Whether it’s the first time or the 36th time assuming operations of
a venue, the initial inclination is often to rectify as many issues as
possible, as quickly as possible. However, instead of attempting
to fix everything outright, our primary objective is to identify a
comprehensive list of items through the inquiry process outlined
earlier.
Prioritization isn’t solely based on the long‑term impact of
an item; various factors are considered. For instance, while
implementing a comprehensive video streaming system may
offer significant long‑term benefits to the operations, it might be
more judicious to initially establish standard operating procedures
for straightforward tasks like proper equipment storage.
The comprehensive list of needs is not disregarded; rather, items
beyond the top priorities are managed with less intensity until
the prioritized tasks are completed. By concentrating efforts on
a select number of key objectives, we enhance our capacity to
make substantial progress and achieve success in those specific
areas.
RESOURCES, RESOURCES, RESOURCES
Operational challenges in facilities are frequently rooted in
resource limitations rather than deficiencies in staff quality. Over
the past two decades, SFC has consistently reinvested in our
corporate support staff and resources, establishing a robust
back‑of‑house infrastructure tailored to cater to the diverse needs
of our venue operations and teams.
Upon assuming management of existing operations, we often
discover that staff either lacks access to an extensive range of
dedicated resources or relies on resources drawn from other
venues within the operating entity. In both cases, the venue fails
to benefit from staff or support resources fully committed to its
success. It is evident that obtaining 33% attention and efficiency
from three individuals does not yield the same outcomes as
receiving 100% attention from one dedicated source.
35% of the venues that SFC manages had existing operations
in place when we were brought on board. While circumstances
around the transition are unique, the City of Gilroy is not facing
an unusual situation. Enhancing the efficiency of existing
facilities is a central focus of our expertise. Although the
rationale and context may vary for each situation, facility, and
client, there are frequently shared lessons and best practices
that underscore our approach.
INQUIRY OVER ADVOCACY
While offering pre‑loaded solutions might seem like a swift
victory, it proves counterproductive to the sustained success
of operations. To make well‑informed decisions, our team
places a premium on posing inquiries, gathering information,
and critically evaluating viewpoints from all stakeholders—
ranging from city officials and on‑site staff to previous guests
and event rights holders. This methodology enables us to
unravel your unique operational landscape, build trust with
staff and stakeholders, and swiftly amass the knowledge
needed to initiate a successful operational strategy.
Page 389 of 417
SPORTS FACILITIES COMPANIES 37
TERMINATED CONTRACTS
Sports Facilities Management, LLC does not have any terminated contracts related to aquatics operations.
Page 390 of 417
SPORTS FACILITIES COMPANIES 38
public communication & registration
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SPORTS FACILITIES COMPANIES 39
Customer service
TRACKING IMPACT
In addition to quantitative analysis captured through our
hotel software and on‑site ticket/visitor tracking, SFC will
also employ staff and intern teams throughout the year to
survey participants and visitors in each area of the complex.
This feedback will be used to help measure more qualitative
impacts such as guest experience, customer service, quality
of facilities, food quality, etc. While tracking spending and
hotel room nights allows us to quantify ROI for the City, it is
the tracking of, and reaction to, guest experience performance
that will ultimately give our collective team the opportunity
to turn each and every visit to the Christopher High School
Aquatics Center into a positive experience, driving return
visits and additional ROI.
SFC is not learning on the job ‑ we provide this service in all of
our managed venues and will immediately work with the City
of Gilroy to design custom reporting based on the facility's
definitions of success. Moreover, SFC is the standard and
trusted resource in the industry for creating benchmarking
and KPIs on facility operations. Showcased with examples,
our KPI reporting is designed to provide transparency to our
partner facilities and offer up‑to‑date information on overall
event success.
ANNUAL REPORT
SFC will deliver an annual report to the City which will look
at the overall success of the facility in all areas, including
local activation, economic impact, and financial performance.
At the conclusion of this annual report, SFC will utilize the
previous years' results to immediately start the process over
again by working directly with the City to create the following
year's business plan.
YOUR GOALS ARE OUR GOALS
In this collaborative process, SFC and the City will work to
redefine the facility's definitions of success, revisit facility
goals, and ensure that our SFC staff is focused on the City’s
vision. Your goals are our goals and it is our commitment to
ensure that, as the facility develops and grows, we consistently
have an open line of communication with City staff and
stakeholders to not only meet, but exceed expectations.
GUEST FIRST
SFC employs a company‑wide Guest First policy and training
to ensure all SFC employees provide the best service to
anyone visiting our facilities. Company‑wide, we have a 90%
retention rate on tournaments and events that return year
after year. This success stems from our ability to focus on
providing the best possible guest experience to every person
that visits our facilities.
To ensure that our Guest First policy is consistent across
all venues, each SFC team member is introduced to Guest
First training during onboarding with our corporate People &
Culture team on their first day of employment. In addition to
the initial training, each venue hosts regular, venue‑specific
re‑training to ensure Guest First is always priority.
All SF Network venues are provided with signage to instill
reminders about the importance of guest service and overall
guest satisfaction.
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SPORTS FACILITIES COMPANIES 40
Quality Assurance, Risk
Management, & Insurance
Page 393 of 417
SPORTS FACILITIES COMPANIES 41
SFC carries comprehensive insurance policies at all of our venues that
meet or exceed the standard insurance requirements. Depending on
the facility and management structure, these coverages may include:
accident, general liability, workers’ compensation, auto, and property
insurance. Due to SFC's extensive list of unique facilities and features,
we are also capable of sourcing innovative insurance solutions for
aquatics venues.
OUR RISK MANAGEMENT PROGRAM IS BROKEN DOWN INTO FOUR IMPORTANT ELEMENTS:
Insurance Policies
Waivers & Agreements
Facility Policy & Procedures
SECURITY
SFC facility staff is routinely trained on SFC’s risk management policies
and procedures and the appropriate resources to use if an incident does
occur. This includes:
• Daily Facility Walk‑Throughs
• Equipment Inspections
• Kitchen Safety
• First Aid
• Accident Reports
• Fire and Severe Weather Policies
• Fall Prevention
SFC’s risk management program includes waivers and agreements
for facility participants, subcontractors, and event owners to mitigate
or transfer financial responsibility if an incident should occur. Examples
of these waivers are: participant waiver and release of liability, medical
consent form, image release, facility use agreements, sub‑contractor,
and vendor agreements.
RISK MANAGEMENT & safety
The safety of our guests is the number one priority in all of our venues. In a
time where facilities of all shapes and sizes are dealing with threats ranging
from small incidents to mass casualty situations, it is imperative that all
staff is trained in a wide range of scenarios. Seconds and minutes matter.
SFC repeatedly trains our staff in a multitude of situations to react swiftly
and correctly in any situation. From tournaments to the SEC Championship
and 10,000 person concerts; SFC is well versed in events of all shapes and
sizes ‑ each of which comes with their own unique challenges.
1
2
3
4
Page 394 of 417
SPORTS FACILITIES COMPANIES 42
Litigation
Settled Litigation
1. Sherry Owens v. SFM Aquatics, LLC and Sports Facilities Management, LLC,
District Court of Oklahoma County, State of Oklahoma, Case No. CJ-2016-3847. The
Plaintiff alleged that she injured both shoulders when knee scooter struck uneven concrete
causing her to fall to the ground at the Pelican Bay Aquatic Center, a facility managed by
SFM Aquatics and owned by the City of Edmond. Case was settled and dismissed prior to
trial for $[●] [and no payments remain due or payable to plaintiff thereunder by the
Company or any Subsidiary].1
2. Jessica Phillips
Received a demand to preserve evidence and initiated a claim with our insurer regarding
injuries sustained by Jessica Phillips, a minor, who was recovered from the water by our
lifeguard and was resuscitated at the Pelican Bay Aquatics Center, a facility managed by
Sports Facilities Management, LLC in Edmond, Oklahoma. The City of Edmond received
a Notice of Tort Claim on July 12, 2022, which must be filed at least ninety (90) days ahead
of initiating a civil lawsuit against a municipal government in Oklahoma, alleging that the
City and Sports Facilities Management were negligent. The Company is represented by
counsel. Case was settled and dismissed prior to trial for $[●].
1 NTD: Seller to confirm/advise. Page 395 of 417
FOUNDED IN 2003
OUR MISSION
IMPROVE THE
HEALTH & ECONOMIC
VITALITY OF THE
COMMUNITIES
WE SERVE
3,000 COMMUNITIES
SERVED
$15 BILLION
IN PLANNED & FUNDED FACILITIES
30 MILLIONANNUAL VISITS TO SFC FACILITIES
THE VOICE OF THE INDUSTRY
THE SINGLE LARGEST & FASTEST GROWING SPORTS TOURISM NETWORK
WWW.THESFNETWORK.COM
PLANNING
OPTIMIZATION
DEVELOPMENT
MANAGEMENT
3,500+
TEAM MEMBERS
AND GROWING
Page 396 of 417
City of Gilroy
STAFF REPORT
Agenda Item Title: Introduce for First Reading by Title Only An Ordinance to
Amend Board and Commission Terms and Appointment
Processes
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Administration
Submitted by: Kim Mancera, City Clerk
Prepared by: Kim Mancera, City Clerk
STRATEGIC PLAN GOALS: Not Applicable
RECOMMENDATION
1. It is recommended that the City Council adopt an ordinance extending the current
terms of all Board and Commission members whose terms are set to expire in
even-numbered years by one year, thereby aligning all future term expirations
with odd-numbered years;
2. Motion to read the ordinance by title only and waive further reading of the
ordinance; and
3. Introduce the ordinance of the City Council of the City of Gilroy to reflect all future
terms will expire in odd-numbered years.
EXECUTIVE SUMMARY
Staff has identified an opportunity to streamline the recruitment process and align all
term expirations to occur in odd-numbered years. This adjustment would improve
administrative efficiency, simplify scheduling for interviews and appointments, and align
future recruitment activities with non-election years, allowing for a more consistent
outreach and appointment process.
BACKGROUND
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The City of Gilroy relies on several Boards and Commissions to provide
recommendations and community input on a wide range of policy areas. These advisory
bodies are essential in supporting the City Council’s decision-making process and
fostering public participation in local government.
The City of Gilroy conducts annual recruitments to fill vacancies on its Boards and
Commissions. Currently, member terms are staggered between even and odd years,
resulting in yearly recruitment and appointment cycles. While this structure has provided
continuity, it has also created challenges in administering all recruitment cycles in
consecutive years, particularly during election years when staff resources are heavily
focused on Council transitions, onboarding, and other end-of-year legislative
requirements.
In addition, aligning all expirations to odd-numbered years would:
• Simplify recruitment planning and advertising by creating a consistent biennial
schedule.
• Allow the City to focus recruitment and appointment efforts in non-election years,
when staff and Council workloads are more balanced.
• Improve coordination across departments that support multiple Boards and
Commissions.
• Provide additional stability and continuity during election transitions.
ANALYSIS
Under the proposed ordinance, all existing Board and Commission terms that are set to
expire in December of even-numbered years (e.g., 2024, 2026, 2028) would be
extended by one year. This change will result in all term expirations occurring in odd-
numbered years (e.g., 2025, 2027, 2029).
In an effort to stagger the appointments on the Personnel Commission, staff
recommends extending terms for two (2) Personnel Commissioners (Nita Eddie-Mitchell
and Melissa Haro) that expire on December 31, 2025, by two (2) years, to expire
December 31, 2027, which will allow the commission to maintain a quorum and even
out commissioner expiring terms for two (2) to expire in 2027 and three (3) to expire in
2029.
Additionally, to ensure a balanced mix of experienced and newly appointed members,
staff recommends extending terms for one (1) Library Commissioner (Saied
Nooshabadi) that expire on December 31, 2025, by two (2) years, to expire December
31, 2027. This will allow the commission to maintain experienced commissioners, which
supports effective onboarding of new members and helps preserve the historical context
of ongoing projects and policy discussions. The incumbent would welcome the
opportunity to continue serving.
Page 398 of 417
This one-time adjustment will not affect the length of future terms, which will remain
consistent with the existing term lengths of four-years established for each body. Future
appointments will follow the same rotation but on the new odd-year schedule.
Staff will continue to conduct mid-term recruitments as needed for any vacancies that
occur before the new term expiration date.
The Youth Commission terms will remain unchanged, as their terms currently expire in
June of each year, with recruitments occurring in the spring to align with the academic
calendar.
The table below shows the current and proposed term expirations for all Boards and
Commissions:
ARTS AND CULTURE COMMISSION
TERMS
Current Appointee Current Term Expiration Proposed Term Expiration
Reynisson, Melanie December 31, 2025 no change - 2025
McCormack, Camille December 31, 2025 no change - 2025
Dario Villa, Ruben December 31, 2026 December 31, 2027
Taylor, Steven December 31, 2027 no change - 2027
Porter, Steven December 31, 2027 no change - 2027
Zamora, Wendy December 31, 2028 December 31, 2029
Vacant December 31, 2026 December 31, 2027
BUILDING BOARD OF APPEALS TERMS
Current Appointee Current Term Expiration Proposed Term Expiration
Page 399 of 417
Zhang, Zhuoyuan December 31, 2026 December 31, 2027
Robinson Jr., Ronald December 31, 2026 December 31, 2027
Vacant December 31, 2027 no change - 2027
Vacant December 31, 2028 December 31, 2029
Vacant December 31, 2028 December 31, 2029
LIBRARY COMMISSION TERMS
Current Appointee Current Term Expiration Proposed Term Expiration
Nooshabadi, Saied December 31, 2025 December 31, 2027
Coverson-Baxter, Victoria December 31, 2028 December 31, 2029
Lowry, Kasandra December 31, 2028 December 31, 2029
Vacant December 31, 2026 December 31, 2027
Vacant December 31, 2027 no change - 2027
OPEN GOVERNMENT COMMISSION
TERMS
Current Appointee Current Term Expiration Proposed Term Expiration
Sandhu, Sharpy December 31, 2025 no change - 2025
Somavia, Shayne December 31, 2026 December 31, 2027
Sanchez Bentz,
Diana
December 31, 2026 December 31, 2027
McCauley, Ann Marie December 31, 2028 December 31, 2029
Krulee, Janet December 31, 2028 December 31, 2029
Page 400 of 417
PARKS AND RECREATION
COMMISSION TERMS
Current Appointee Current Term Expiration Proposed Term Expiration
Miller, Emily December 31, 2025 no change - 2025
Jimenez, Jesse December 31, 2025 no change - 2025
Vargas, Jorge December 31, 2025 no change - 2025
Ramirez, Luis December 31, 2026 December 31, 2027
Bozzo, Salvatore December 31, 2027 no change - 2027
Martinez, Javier December 31, 2028 December 31, 2029
Vacant December 31, 2027 no change - 2027
PERSONNEL COMMISSION TERMS
Current Appointee Current Term Expiration Proposed Term Expiration
Haro, Melissa December 31, 2025 December 31, 2027
Edde-Mitchell, Nita December 31, 2025 December 31, 2027
Cummings, Catherine December 31, 2028 December 31, 2029
Vacant December 31, 2026 December 31, 2029
Vacant December 31, 2028 December 31, 2029
PHYSICALLY CHALLENGED BOARD OF
APPEALS
Current Appointee Current Term Expiration Proposed Term Expiration
Page 401 of 417
Machado, Marco December 31, 2028 December 31, 2029
Vacant December 31, 2025 December 31, 2027
Vacant December 31, 2025 December 31, 2027
Vacant December 31, 2025 December 31, 2027
Vacant December 31, 2026 December 31, 2029
PLANNING COMMISSION TERMS
Current Appointee Current Term Expiration Proposed Term Expiration
Kushner, Annedore December 31, 2025 no change - 2025
Leongardt, Adriana December 31, 2025 no change - 2025
Bentson, Patricia December 31, 2026 December 31, 2027
Bhandal, Manny December 31, 2026 December 31, 2027
Elle, Stephanie December 31, 2027 no change - 2027
Valdez, Monica December 31, 2027 no change - 2027
Dauenhauer, Brian December 31, 2028 December 31, 2029
ALTERNATIVES
Council could decide not to introduce the ordinance or to amend the ordinance.
FISCAL IMPACT/FUNDING SOURCE
There is no new fiscal impact to adopting the ordinance, and the effort to prepare this
report was accommodated within existing resources and budgetary appropriations.
PUBLIC OUTREACH
NEXT STEPS
Page 402 of 417
Attachments:
1. DRAFT Ordinance Board and Commission Recruitements
Page 403 of 417
ORDINANCE NO. 2025-XX
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF GILROY AMENDING THE TERMS OF SERVICE FOR
CITY BOARDS AND COMMISSIONS TO ALIGN
EXPIRATIONS AND RECRUITMENTS WITH ODD-
NUMBERED YEARS
WHEREAS, the City of Gilroy appoints members to various boards and commissions
whose terms of service have historically been set to expire on December 31 every year; and
WHEREAS, Commission recruitments are currently held annually between October and
January; and
WHEREAS, City staff has identified that aligning all board and commission term
expirations and recruitment cycles to occur in odd-numbered years so as not to coincide with the
general municipal elections to promote greater public participation and improve operational
efficiencies in the commissioner appointment process; and
WHEREAS, adjusting the current terms of office by extending all board and commission
terms that expire on December 31 of an even-numbered year by one (1) year will allow for a
smooth transition to a consistent schedule where all terms expire on December 31 of odd-
numbered years; and
WHEREAS, in an effort to stagger the appointments on the Personnel Commission the
City Council desires extending terms for two (2) Personnel Commissioners (Nita Eddie-Mitchell
and Melissa Haro) that expire on December 31, 2025, by two (2) years, to expire December 31,
2027, which will allow the commission to maintain a quorum and even out commissioner
expiring terms for two (2) to expire in 2027 and three (3) to expire in 2029; and
WHEREAS, to ensure a balanced mix of experienced and newly appointed members,
staff recommends extending terms for one (1) Library Commissioner (Saied Nooshabadi) that
expire on December 31, 2025, by two (2) years, to expire December 31, 2027.
WHEREAS, this adjustment is administrative in nature and does not affect the rights or
responsibilities of any appointed board or commission member, but instead promotes efficiency
and consistency in City operations;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF GILROY DOES
ORDAIN AS FOLLOWS:
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Ordinance No. 2025-XX
Boards and Commission Terms
City Council Regular Meeting | November 3, 2025
Page 2 of 4
Section 1. Term Extension. All City of Gilroy board and commission member terms that
are currently set to expire on December 31 of an even-numbered year shall be extended by one
(1) year, with new expiration dates of December 31 of the following odd-numbered year.
Section 2. Alignment of Future Terms. All future board and commission appointments,
reappointments, and term expirations shall occur on December 31 of odd-numbered years,
beginning with the transition created by Section 1 of this Ordinance.
Section 3. Vacancies and Recruitment. Should a board or commission position become
vacant at any time prior to the end of the appointed term, City staff shall conduct a recruitment
process to fill the vacancy in accordance with established City procedures.
Any individual appointed to fill a vacancy shall serve for the remainder of the unexpired term,
maintaining alignment with the overall schedule of term expirations on December 31 of odd-
numbered years.
Section 4. Youth Commission Exception. The Youth Commission shall remain on its
existing term cycle. Current Youth Commission member terms, which expire annually in June,
shall not be extended and will continue to follow their established schedule.
Recruitments for the Youth Commission shall continue to be conducted as scheduled each spring
in accordance with current practices.
Section 5. Implementation. The City Clerk is hereby directed to update all official
records, term lists, and recruitment materials to reflect the adjusted expiration dates, new
vacancy procedures, and future odd-year recruitment cycle.
Section 6. Purpose and Benefits. This change provides the following benefits:
1. Administrative Efficiency: Conducting board and commission recruitments in odd-
numbered years avoids overlapping with City Council elections, reducing staff workload
and scheduling conflicts.
2. Improved Recruitment Participation: Community members are more likely to engage
in recruitment processes when not coinciding with election season and related civic
activities.
3. Consistency and Transparency: A uniform expiration cycle across all boards and
commissions simplifies public communication, appointment planning, and
recordkeeping.
4. Operational Continuity: Extending current terms by one year and ensuring timely
vacancy recruitment prevents service interruptions and preserves institutional knowledge.
Section 7. Severability. If any section, sub-section, clause or phrase in this Ordinance or
the application thereof to any person or circumstances is for any reason held invalid, the validity
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Ordinance No. 2025-XX
Boards and Commission Terms
City Council Regular Meeting | November 3, 2025
Page 3 of 4
of the remainder of this Ordinance or the application of such provisions to other persons or
circumstances shall not be affected.
Section 8. Effective Date. This Ordinance shall take effect thirty (30) days after its
adoption.
PASSED AND ADOPTED this __ day of ____, 2025 by the following roll call vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
APPROVED:
Greg Bozzo, Mayor
ATTEST:
___________________________
Kim Mancera, City Clerk
Page 406 of 417
Ordinance No. 2025-XX
Boards and Commission Terms
City Council Regular Meeting | November 3, 2025
Page 4 of 4
CERTIFICATE OF THE CLERK
I, KIM MANCERA, City Clerk of the City of Gilroy, do hereby certify that the
attached Ordinance No. 2025-XX is an original ordinance, or true and correct copy of a
City Ordinance, duly adopted by the Council of the City of Gilroy at a Regular Meeting of
said Council held on Monday, _____, 2025, with a quorum present.
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official
Seal of the City of Gilroy this Date.
____________________________________
Kim Mancera
City Clerk of the City of Gilroy
(Seal)
Page 407 of 417
City of Gilroy
STAFF REPORT
Agenda Item Title: Receive Budget Report for the First Quarter of Fiscal Year
2025-26 (FY26) and Adopt a Budget Amendment Resolution
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Finance
Submitted by: Harjot Sangha, Finance Director
Prepared by: Carina Baksa, Finance Manager
STRATEGIC PLAN GOALS: Develop a Financially Resilient Organization
RECOMMENDATION
1. Receive Budget Report for the First Quarter of Fiscal Year 2025-26 (FY26); and
2. Adopt a budget amendment resolution.
EXECUTIVE SUMMARY
BACKGROUND
The FY26 budget was adopted on June 2, 2025, as part of the City's biennial budget
development process for FY26 and FY27. Activity for FY26 began on July 1, 2025. The
City has completed the first quarter of operations for FY26, and this report provides a
financial summary of such activity as compared to the budget for the period of July 1,
2025, through September 30, 2025.
ANALYSIS
General Fund
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Revenues
General Fund revenues received for the first quarter of FY25 totaled $6.3 million. This is
approximately 9% of the amended budget of $74.3 million. Revenues received up to this
point are typically under the 25% fiscal-year mark, especially tax revenues, due to the
lag between when the economic transaction occurs and when the City receives those
revenues. The table below provides a breakdown of General Fund Revenues by
category and a comparison of the actual revenues to the amended budget.
Property Tax — Property tax revenue has become the General Fund's largest source of
tax revenues. Property tax revenues are received at various intervals from Santa Clara
County and are not distributed evenly, as tax payments are typically due in November
and April of each fiscal year and remitted in installments. The FY26 budget for property
tax revenue is $22.9 million, of which $0.1 million has been received as of September
30, 2025. Much of the annual property tax revenue is received in the second half of the
fiscal year, including the annual ERAF payment. At this time, property tax revenue is
expected to come in as budgeted.
Sales Tax — Sales Tax is now the second-largest source of tax revenue for the General
Fund. The City receives its sales tax revenue approximately two months after funds are
collected by the California Department of Tax and Fee Administration. The FY26 budget
for sales tax revenue is $20.4 million, of which $1.6 million (8%) has been received as
of September 30, 2025. Receipts reflect collections for July 2025 only. Based on the
latest quarterly sales tax report, the City’s sales tax revenue for FY26 is expected to
come in under budget by approximately $0.3 million, or about 1.5% under budget. Staff
have included this downward adjustment in the updated General Fund forecast, which is
discussed later in this section.
Utility Users Tax (UUT) — Utility taxes are assessed against the value of energy and
telecommunications, such as gas, electricity, steam, cable, and phone charges. The
current tax rates are 4.5% for telecommunications and 5% for gas and electricity. The
Page 409 of 417
City’s UUT revenues are received one month after the revenues are earned. The FY26
budget for utility user tax is $8.2 million, of which $1.2 million (14%) has been received
as of September 30, 2025. The majority of the receipts for UUT to date represent
revenue through August, except PG&E receipts for gas and electricity, which reflect
payments received only for July.
Franchise Tax — The City receives franchise tax revenue from three franchise types,
including gas and electric, cable TV, and garbage/refuse. The FY26 budget for
franchise tax is $2.6 million, of which $0.2 million (7%) has been received as of
September 30, 2025, which primarily reflects refuse franchise payments only through
the month of August. The larger portion of franchise tax comes from PG&E, which
remits payments once a year and is typically received in the fourth quarter of the fiscal
year. The cable franchise is remitted on a quarterly basis; thus, the first quarter will be
reflected in the FY26 Q2 budget report.
Transient Occupancy Tax (TOT) — The City’s TOT revenue comes from a 9% tax on
hotel room rentals under 30 days, as well as from some of the RV parks in the City. The
hotels pay within one month after their quarter ends; thus no TOT revenue is reported
as of September 30, 2025. Payments for the first quarter will be reflected in the next
quarterly budget report.
Business License — The FY25 budget for Business License fees is $0.8 million, of
which $0.2 million (26%) has been received as of September 30, 2025. The business
license revenue is tied to the timing of the annual license renewal and any new
business licenses issued, and therefore, it can fluctuate throughout the year.
Other General Fund revenues — This category comprises departmental service
charges, general administration charges, fines and forfeitures, and other
intergovernmental
revenues. The FY26 budget for this aggregate revenue category is $17.4 million, of
which $3.0 million (17%) has been received as of September 30, 2025. At this time,
these revenues are expected to come in as budgeted.
Expenditures
General Fund expenditures for the first quarter of FY26 totaled $19.6 million. This is
approximately 25% of the amended budget of $77.3 million. The table below provides a
breakdown by department and function comparing the actual expenditures for the first
quarter to the amended budget. Generally, the majority of the departments are within or
below their expenditure target for the first quarter of the fiscal year. PD and Fire are
tracking slightly higher than the target, primarily in overtime costs. For Fire, overtime is
related to the Strike team and is reimbursable.
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Non-General Fund
Revenues
The City has approximately 60 non-general funds. The information (revenues and
expenditures) for these funds is presented in the table below in aggregate, by fund type,
along with a brief description of what is included in these categories.
Non-General Fund revenues received as of September 30, 2025, total $18.3 million.
This is approximately 18% of the amended budget of $103.8 million. Revenues received
up to this point are usually under the 25% fiscal-year mark due to the timing of receipts,
especially for special revenue and capital/development funds.
Page 411 of 417
Special Revenues – The primary source of this fund type is intergovernmental funds in
the manner of tax sharing or grants from Federal, State, County, and other regional
governments. For the City of Gilroy, these Special Revenues provide funding for
transportation (Gas Taxes, Vehicle Registration, and Measure B), public safety
(Proposition 172 sales tax, Gang Prevention, and regional task forces), and community
development (CDBG and housing) among others. The FY26 budget for Special
Revenues is $11.7 million, of which $1.2 million (10%) has been received as of
September 30, 2025.
Recreation – The Recreation Fund receives an annual allocation of $1.5 million from the
General Fund, in addition to the revenues it generates from charges for services and
grants related to recreation programs. The services provided by Recreation are
seasonal, with the majority of activity typically occurring during spring and summer. The
FY26 budget for Recreation revenue is $2.4 million, of which $0.7 million (30%) has
been received as of September 30, 2025.
Capital/Development Impact Funds – Revenues in the Capital and Development Impact
Funds are primarily generated by new development approvals and the required
contributions to offset infrastructure impacts. Revenue depends on the size and impact
of the development and the timing of the project; therefore, revenue is not evenly
distributed throughout the fiscal year. The FY26 budget for Capital/Development Funds
revenue is $30.1 million, of which $0.9 million (3%) has been received as of September
30, 2025. Of the $30.1 million in revenue budgeted, $15.0 million is for the Bond
Proceed budgeted for the Gilroy Ice Center in FY26. The majority of the remaining $7.9
million budget is allocated for development-related fees, $3.9 million for grants and
intergovernmental for grant funded projects such as San Ysidro Healthy Living
Enhancements.
Debt Service – Debt Service funds receive their revenue from annual property tax levies
and/or via interfund transfers from other funds and are typically aligned with the timing
of the debt service payment. The FY26 amounts for the first quarter primarily reflect the
interfund transfers. The property tax levies for the Library Bond debt service are
received similarly to the General Fund property tax distribution, with the majority of it in
the second to fourth quarter of the fiscal year. The FY26 budget for Debt Service Funds
revenue is $5.1 million, of which $0.8 million (16%) has been received as of September
30, 2025.
Internal Service – Internal Service Funds (Information Technology (IT), Fleet, Facilities,
Worker’s Compensation, and Liability Funds) primarily receive their revenue from
charges to other departments and funds in the City. These charges are assessed based
on the budget and it is expected that the full budgeted amount will be received. The
FY26 budget for Internal Service Funds revenue is $17.2 million, of which $4.3 million
(25%) has been received as of September 30, 2025.
Sewer – The FY26 budget for Sewer revenue is $19.5 million, of which $4.9 million
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(25%) has been received as of September 30, 2025. The Sewer Enterprise Fund
generates its revenue from utility user charges. At this time, it is expected that the
revenue will come in at budget.
Water – The FY26 budget for Water revenue is $17.9 million, of which $5.5 million
(31%) has been received as of September 30, 2025. Like the Sewer Fund, the Water
Fund generates its revenues from utility user charges. The YTD revenues include a
one-time settlement payment related to the PFAS of $0.3 million, which was not
budgeted. At this time, it is expected that the revenue will come in at budget.
Expenditures
Non-General Funds expenditures as of September 30, 2025, total $23.9 million, or 16%
of the amended budget of $146.3 million. The table below presents the Non-General
Fund expenditures by Fund Type.
Special Revenues – The primary expenditures in this fund type are for maintenance and
capital improvements of roads/sidewalks, followed by grant-related expenditures for the
Police and Community Development Department for housing and CDBG. As of
September 30, 2025, expenditures are at $2.7 million (13%) of the budgeted amount of
$20.7 million. Road and infrastructure capital projects typically begin after the
winter/rainy season. Therefore, staff expect funds to be encumbered in the second
quarter and expenditures to occur in the third and fourth quarters of the fiscal year. For
example, the Council recently awarded Citywide and CDBG sidewalk and curbside
ramp projects in the second quarter.
Recreation – As of September 30, 2025, expenditures are at $0.7 million (22%) of the
budgeted amount of $3.0 million. The services provided by Recreation are seasonal,
typically most active during the spring and summer months.
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Capital/Development – As of September 30, 2025, expenditures are at $3.3 million (7%)
of the budgeted amount of $47.5 million. The below target spending is primarily in the
capital outlay. It is important to note that $16.5 million of the $47.5 million is attributed to
the Gilroy Ice Center project. Many of the budgeted projects are still in early phases,
such as bidding or design phases, and the subsequent construction phase, the larger
expenditure category, is expected to occur later in the fiscal year. Staff expects funds to
be encumbered and expended in the third and fourth quarters of the fiscal year.
Debt Service – As of September 30, 2025, expenditures are at $0.3 million (7%) of the
budgeted amount of $4.9 million. The debt service payments typically include
semiannual interest payments and one annual principal payment; therefore, activity
during the first quarter is minimal.
Internal Services — As of September 30, 2025, expenditures are at $5.8 million (26%)
of the budgeted amount of $22.1 million. The City’s internal services funds are IT, Fleet,
Facilities, Equipment Outlay, Worker's Compensation and Liability Funds.
Sewer – As of September 30, 2025, expenditures are at $5.8 million (27%) of the
budgeted amount of $21.4 million. Of the $21.4 million budget, $4.9 million is allocated
to capital outlay, and the remainder is for operations. Of the $5.8 million in expenditure
to date, $1.7 million is related to capital outlay, including the acquisition of the Jessup
property for the Utilities Department (split 50/50 between water and wastewater), and
the remainder, $4.1 million, is attributed to operations.
Water – As of September 30, 2025, expenditures are at $5.3 million (20%) of the
budgeted amount of $26.7 million. Of the $26.7 million, $9.2 million is allocated to
capital outlay, and the remainder is for operations. Of the $5.3 million expenditure to
date, $1.7 million is related to capital outlay, including the acquisition of the Jessup
property for the Utilities Department(split 50/50 between water and wastewater), and the
remainder, $3.6 million, is attributed to operations.
Budget Adjustments
Staff are recommending the following three budgetary adjustments for FY26:
1. On June 16, 2025, Council approved an increase in appropriations for FY25 in
Funds 700 (Sewer) and 705 (Water) to acquire the Jessup property for the
Utilities Department. While the escrow was opened in FY25, the final closing did
not occur until July in FY26. Staff recommends an increase in budget
appropriations for Funds 700 (Sewer) and 705 (Water) of $1,465,689 for the
related expenditure.
2. Staff is recommending an increase in appropriations in the Economic
Development budget, within the General Fund, for $60,000 for an Economic
Development assessment study to gather technical and statistical data, as a first
phase in preparation for the development of a Strategic Plan once an Economic
Development Director is on board.
3. Staff is recommending an increase in appropriations in the Communications &
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Engagement budget, General Fund, for $12,500 to implement an outreach plan
to inform Gilroy residents of the City's new districts in advance of the 2026
elections.
General Fund Update
The City Council last received the General Fund Forecast update in June 2025, when
the Council adopted FY26 and FY27 budgets. The chart below presents an updated
General Fund Forecast, incorporating unaudited FY23 year-end actuals, roll-forward
encumbrances, and year-to-date budget amendments for FY26 through September 30,
2025. The updated forecast includes the following key changes that impact the General
Fund's financial outlook.
• Sales Tax — The City has received an updated quarterly sales tax report since
the budget adoption. Based on the latest forecast, sales tax revenue for FY26
and FY27 is projected to be approximately $0.4 million under budget each year.
This reduction in the base is now reflected in the Forecast and is carried forward
to subsequent forecast years.
• Pensions — With the FY25 preliminary year-end financial report, staff
communicated that CalPERS reported an initial net investment return of 11.6%
on its investments for FY25, yielding a 4.8% gain over the assumed 6.8% rate of
return. Additionally, the City has received updated actuarial valuation reports for
its pension plans, prepared by CalPERS actuaries. The impact of both is a net
reduction in the City's unfunded accrued liability (UAL) of approximately $14
million, from $115 million UAL to $101 million as of June 30, 2025.
• Utilization of Pension Section 115 Trust — The adopted FY26 and FY27 General
Fund forecast assumed that by FY29, the City will be able to leverage the
Pension Trust (withdraw) strategically, to help pay for a portion of the annual UAL
payments and lessen the burden to the City’s General Fund. Based on the
updated UAL payments forecast, staff expect that the City will be in a position to
begin leveraging the trust a year earlier, in FY28. As such, staff have adjusted
the forecast years to assume a drawdown from the pension trust of about $1.0
million beginning in FY28, with the last contribution, or deposit to the trust,
occurring in FY27.
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Overall, the operating margin in FY26 and FY27 is now projected to be negative $0.1
million and $0.4 million, respectively, mainly attributed to the lower sales tax projection.
The updated forecast yields a positive operating margin of about $0.3 million beginning
in FY28 to $1.1 million by FY31, mostly attributed to the lower UAL payments as a result
of the FY25 CalPERS returns and the revised drawdown schedule from the Pension
trust. This is positive news as the City will be in a unique position to consider
programming the margins to expand services in those respective years. For example,
adding additional position(s) to incrementally staff the new Santa Teresa Fire Station.
The General Fund is expected to maintain the minimum required fund balance
throughout the forecast.
ALTERNATIVES
There are no recommended alternatives to receiving the preliminary FY26Q1 budget
report. The City Council could elect to not approve any single, multiple, or all the budget
adjustment requests, however staff does not recommend this option.
FISCAL IMPACT/FUNDING SOURCE
There is no direct fiscal impact from receiving the FY26Q1 budget report. The fiscal
impact to the General and other Non-General Fund types is discussed above in the
analysis section.
PUBLIC OUTREACH
NEXT STEPS
Attachments:
1. Draft Resolution - FY26 Q1 Budget Amendments
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RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GILROY
AMENDING THE FY2025-26 BUDGET FOR THE CITY OF GILROY
WHEREAS, the City Administrator prepared and submitted to the City Council a budget
for the City of Gilroy for Fiscal Years 2026 and 2027, and the City Council carefully examined,
considered and adopted the same on June 2, 2025; and
WHEREAS, City Staff has prepared and submitted to the City Council a proposed
amendment to said budget for Fiscal Year 2026 for the City of Gilroy in the staff report dated
November 17, 2025; and
WHEREAS, the City Council has carefully examined and considered the same and is
satisfied with said budget amendments.
NOW, THEREFORE, BE IT RESOLVED that appropriations to the expenditure
accounts for Fiscal Year 2026 are hereby increased by $12,500 in Fund 100, Communications
and Engagement Org 1001540; by $60,000 in Fund 100, Economic Development Org 1001570,
by $1,465,689 in the Sewer Fund 700 and by $1,465,689 in the Water Fund 705.
PASSED AND ADOPTED this 17th day of November 2025 by the following roll call vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
APPROVED:
______________________________
Greg Bozzo, Mayor
ATTEST:
Kim Mancera, City Clerk
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