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HomeMy WebLinkAboutCityCouncil_RegularSession_agendapacket_01_27_2025.PDFJanuary 27, 2025 | 6:00 PM Page 1 of 6 City Council Regular Meeting Agenda CITY COUNCIL REGULAR MEETING AGENDA CITY COUNCIL CHAMBERS, CITY HALL 7351 ROSANNA STREET, GILROY, CA 95020 MONDAY, JANUARY 27, 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 PUBLIC COMMENTS ON AGENDA ITEMS ARE TAKEN BEFORE THE CITY COUNCIL TAKES ACTION. Please keep your comments to 3 minutes. Time restrictions may vary based on the Mayor's discretion. Send written comments on any agenda item to publiccomments@cityofgilroy.org or City Hall, 7351 Rosanna Street, Gilroy, CA 95020. Comments received by 1 p.m. on the meeting day will be distributed to the City Council before the meeting. Comments are also available 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 dispute any planning or land use decision from this meeting in court, you may only raise issues you or someone else presented at this meeting's public hearing or in written letters to the City Council before the hearing. Be aware that the time to seek a judicial review of any final decision made at this meeting is defined by Section 1094.6 of the California Code of Civil Procedure. During this meeting, a Closed Session may be called under Government Code Section 54956.9 (d)(2). This will happen if, in the City's legislative body's opinion (based on current facts, circumstances, and legal advice), there's a significant risk of a lawsuit against the City. Additional materials submitted after agenda distribution are available on www.cityofgilroy.org as soon as possible. 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. January 27, 2025 | 6:00 PM Page 2 of 6 City Council Regular Meeting Agenda 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 translation assistance, contact the City Clerk 72 hours before the meeting at 408-846-0204 or 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 meeting is outlined as follows: 1. OPENING 1.1. Call to Order 1.2. Pledge of Allegiance 1.3. Invocation 1.4. City Clerk's Report on Posting the Agenda 1.5. Roll Call 1.6. Orders of the Day 1.7. Employee Introductions 2. CEREMONIAL ITEMS - Proclamations and Awards 2.1. Presentation of Certificates of Commendation for Pajaro River Watershed Cleanup 2.2. Presentation of Retirement Proclamations to Marc Stelling, Michael Pardini, and Michael Beebe 3. COUNCIL CORRESPONDENCE (Informational Only) 4. PRESENTATIONS TO THE COUNCIL 4.1. Presentation from the Gilroy Tennis Club/Tennis Center January 27, 2025 | 6:00 PM Page 3 of 6 City Council Regular Meeting Agenda 4.2. PUBLIC COMMENT BY MEMBERS OF THE PUBLIC ON ITEMS NOT ON THE AGENDA BUT WITHIN THE SUBJECT MATTER JURISDICTION OF THE CITY COUNCIL This part of the meeting allows public address on non-agenda topics within the Council's jurisdiction. To speak, complete a Speaker's Card from the entrances and give it to the City Clerk. Speaking time ranges from 1-3 minutes based on the Mayor's discretion. Extended discussions or actions on non-agenda items are restricted by law. For Council action, the topic may be listed on a future agenda. Email written comments on non-agenda topics to publiccomments@cityofgilroy.org or mail them to City Hall, 7351 Rosanna Street, Gilroy, CA 95020, by 1:00 p.m. on the meeting day. These comments, available at City Hall, will be shared with the Council and included in the meeting record. Late submissions will be shared as soon as possible. A 10-page limit applies to hard-copy materials, but electronic submissions are unlimited. 5. 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 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 (alternate), 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) January 27, 2025 | 6:00 PM Page 4 of 6 City Council Regular Meeting Agenda 6. BOARD AND COMMISSION INTERVIEWS 6.1. Interviews for Open Seats on Boards, Commissions, and Committees with Future Appointment on February 3, 2025 1. Staff Report: Beth Minor, Interim City Clerk 2. Possible Action: Staff recommends the Council interview those applicants who could not attend the interviews held on Monday, January 6, 2025. 7. CONSENT CALENDAR Items under the Consent Calendar are deemed routine and approved with one motion. If a Council member or a member of the public wishes for a separate discussion on an item, it must be requested for removal before the Council's approval vote. If removed, the item will be discussed in its original order. 7.1. Approval of the Action Minutes of the January 6, 2025 City Council Regular Meeting 7.2. Approve the Donation of Maui, a Trained Therapy Dog from the Leadership Gilroy Class of 2024 7.3. Adoption of an Ordinance Approving the First Amendment to the Development Agreement Between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch Project to Extend the Term of the Development Agreement by Three Years 7.4. Approve a Resolution Amending Resolution No. 2023-27 to Reduce the Number of Council Members Serving on the Downtown Committee. 8. BIDS AND PROPOSALS 8.1. Award a Three-Year Contract to Secure Guard Security Services in a Total Amount of $233,451 with an Annual Not-to-Exceed Amount of $77,817 for Park Patrol Security Services, with Up to Two, One-Year Extension Options 1. Staff Report: Matt Jones, Deputy Public Works Director 2. Public Comment 3. Possible Action: City Council: 1. Approve the award of a three-year agreement with Secure Guard Security Services for Park Patrol Security Services in the amount of $233,451, with an annual not-to-exceed amount of $77,817 and with two, one-year extension options. 2. Authorize the City Administrator to execute the contract and associated documents. 8.2. Award a Contract to Apex Companies for the FY25 Installation of Small Trash Capture Devices Project No. 25-PW-293 in the amount of $189,800; Approve a Budget Amendment; Approve a Project Contingency of $60,200; Approve a Total Project Expenditure of $250,000 for Construction; and Adopt a Resolution Amending the Fiscal Year 2025 Budget January 27, 2025 | 6:00 PM Page 5 of 6 City Council Regular Meeting Agenda 1. Staff Report: Daniel Padilla, City Engineer 2. Public Comment 3. Possible Action: 1. Award a contract in the amount of $189,800 to Apex Companies for FY25 Small Trash Capture Devices Project (No. 25-PW-293); Approve a project contingency of $60,200; Approve a total project expenditure of $250,000; and Authorize the City Administrator to execute the contract and associated documents. 2. Adopt a resolution amending the Fiscal Year 2024-25 budget in Fund 410 – Storm Drain Development Fund and in Fund 422 – Stormwater Management Fund. 9. PUBLIC HEARINGS 10. UNFINISHED BUSINESS 10.1. Inclusionary Housing Policy Update 1. Staff Report: Sharon Goei, Community Development Director 2. Public Comment 3. Possible Action: Receive update on inclusionary housing policy work. 11. INTRODUCTION OF NEW BUSINESS 11.1. 2025 City Administrator Performance Evaluation Process 1. Staff Report: Jimmy Forbis, City Administrator 2. Public Comment 3. Possible Action: Council appoints a three-member Council sub-Committee and direct them to: 1. Engage and interview a consultant to establish the annual City Administrator performance evaluation process; 2. Provide a recommendation to the full Council for a consultant tasked with creating and implementing an evaluation process for the City Administrator that utilizes industry standards and best practices and complies with the International City Management Association (ICMA) guidelines for the City Administrator to obtain certification as a Credentialed Manager (CM). 11.2. Approve Purchase of Vehicle Incursion Barriers 1. Staff Report: Jimmy Forbis, City Administrator 2. Public Comment 3. Possible Action: Approve the purchase of Vehicle Incursion Barrier Systems from Meridian Rapid Defense Group for a total of $295,682.11. January 27, 2025 | 6:00 PM Page 6 of 6 City Council Regular Meeting Agenda 12. FUTURE COUNCIL INITIATED AGENDA ITEMS 13. CITY ADMINISTRATOR'S REPORTS 14. CITY ATTORNEY'S REPORTS 15. CLOSED SESSION 15.1. CONFERENCE WITH LEGAL COUNSEL - PENDING LITIGATION. Pending Litigation Pursuant to Paragraph (1) of Subdivision (d) of Government Code Section 54956.9 and Gilroy City Code Section 17A.11 (3) (a), Gandolfi Investments, LLC v. City of Gilroy, et.al., Superior Court for the County of Santa Clara, Case Number 24CV444165, filed July 26, 2024. 16. 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). 17. ADJOURNMENT FUTURE MEETING DATES February 2025 3 Regular Meeting - 6:00 p.m 12 Strategic Planning Study Session – 8:30 AM 24 Regular Meeting/Joint Meeting with GUSD - 6:00 p.m March 2025 3 Regular Meeting - 6:00 p.m 17 Regular Meeting - 6:00 p.m April 2025 7 Regular Meeting - 6:00 p.m 21 Regular Meeting - 6:00 p.m Meetings are live streamed on the City of Gilroy’s website at gilroy.city/meetings and on YouTube at https://bit.ly/45jor03. Access the 2025 City Council Meeting Calendar at https://gilroy.city/2025. 2.1 p. 7 of 173 2.1 p. 8 of 173 2.1 p. 9 of 173 2.1 p. 10 of 173 2.1 p. 11 of 173 2.1 p. 12 of 173 2.2 p. 13 of 173 2.2 p. 14 of 173 2.2 p. 15 of 173 Page 1 of 3 City of Gilroy STAFF REPORT Agenda Item Title:Interviews for Open Seats on Boards, Commissions, and Committees with Future Appointment on February 3, 2025 Meeting Date:January 27, 2025 From:Jimmy Forbis, City Administrator Department:City Clerk Submitted By:Beth Minor, Interim City Clerk Prepared By:Beth Minor, Interim City Clerk STRATEGIC PLAN GOALS Not Applicable RECOMMENDATION Staff recommends the Council interview those applicants who could not attend the interviews held on Monday, January 6, 2025. EXECUTIVE SUMMARY Due to the number of applicants who could not attend the meeting on January 6, 2025, staff recommends a supplemental interview be conducted. BACKGROUND Council held interviews for the Boards, Commissions, and Committees on January 6, 2025. Those interviewed on January 6 and January 27 will be considered for appointment at the February 3, 2025 Council meeting. Those who have not been interviewed and whose applications are attached are listed below. Arts and Culture Commission Janette Vecchiarelli Kelly Pfeffer 6.1 p. 16 of 173 Interviews for Open Seats on Boards, Commissions, and Committees with Future Appointment on February 3, 2025 City of Gilroy City Council Page 2 of 3 January 27, 2025 Robert Butler Steven Porter Library Commission Jeannie Stokes Jo Anne Howell Open Government Blanca McMurray Monikka O’Neil Parks and Recreation Commission Stephanie Okada-McCabe Jorge Vargas Personnel Commission Catherine Cummins Norma Hingle Flores Physically Challenged Marco Machado Planning Commission Anselmo Guevara Eva Lurker Stephanie Okada-McCabe Alex Larson Youth Commission Zara Owens Lysandra Jaimes Lolita Jean Hardwicke Thanmay Sarath ALTERNATIVES None. FISCAL IMPACT/FUNDING SOURCE None. PUBLIC OUTREACH Staff has informed those who did not attend the interviews on January 6, 2025, that 6.1 p. 17 of 173 Interviews for Open Seats on Boards, Commissions, and Committees with Future Appointment on February 3, 2025 City of Gilroy City Council Page 3 of 3 January 27, 2025 Council will hold supplemental interviews on January 27, 2025. NEXT STEPS Council will make the appointment to the Boards, Commission, and Committees at their meeting on February 3, 2025. Attachments: 1. Board, Commission and Committee applications for those not already interviewed. 6.1 p. 18 of 173 Arts and Culture Commission Application - Robert Butler Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Arts and Culture Commission Name:Robert Butler Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1957-08-21 Last 4 of SSN: List your qualifications for this appointment: EDUCATION: Chicago State University, B.A. Degree in Education, Music/Théâtre Knoxville College, Knoxville B.S. Business Marketing, Mathematics National University, SJ CA M.A. Education TELEVISION/FILM/MUSIC VIDEO RADIO: West Coast Gospel Live Host & Producer KHVN Dallas TX Inspire Show Host & Producer KKDA Dallas TX FeedBack KSBW TV Show KGGR Dallas TX Mosaic KPIX TV Show KKMC Salinas CA The Afternoon Show KPIXTV Show Radio DJ Host Gilroy CA Front Runner KOMO New Performers WMAQ Singsation, Show WGN Kids Point TCI Math Answers San Jose COMMERICALS: Chris Cassara Clothing, Principal Actor Gilroy Chamber of Com. Principal Actor Faces International San Francisco CA THEATRE: West Side Story Knoxville TN The Wiz Chicago IL Wizard Of Oz Chicago IL Porgey & Bess Nashville TN Godspell Chicago IL Runaway Chicago IL The Acts Jerusalem Israel Lady Day San Jose CA Sound Of Music Los Angeles CA 7 Brides For 7Brothers Gilroy CA The Little Princess, Gilroy CA DIRECTED: Love Crucified Arose Gilroy CA The Wiz San Jose CA Love Found A Way Gilroy CA West Side Story San Jose CA And It Came To Pass Gilroy CA White Christmas San Jose CA The Wonder Of The Season Gilroy CA Lion King San Jose CA Judd Concert (Back Up Singer) San Jose CA GM Award Paramount Theater Oakland SKILLS SPECIAL INTEREST: Lead jazz vocalist, horseback riding, swimming, snow skiing, weightlifting, professional teacher degrees from college, BS, BA, MA, enjoy working with other people. baseball, bowling rollerblading, roller skating, biking, hiking, swimming, snorkeling, poker, card games, computer literate, square dance, southern accent. 6480 Barron Pl Gilroy, CA 95020 inspireshow@aol.com Cell {408} 888- 2275 List any service to the community including any prior appointments: Presently a Board Member of the Gilroy Center for the Arts. What are your goals while serving on this Board/Commission/Committee? 6.1 p. 19 of 173 Arts and Culture Commission Application - Robert Butler Page 2 of 2 I wish to assist in providing the arts to the community in as many ways as possible. I have been successful producing concerts raising money for the homeless in GILROY through the South County Compassion Center. Why are you the most qualified to serve on this Board/Commission/Committee? Most qualified maybe not but I come with many talents to share and years of experience giving me wisdom in many areas. I have worked with the City in Gilroy Parks and Rec. providing activities for afterschool and summer day camp for children. This position will be new to me but I am sure I will be a great access to the School: / Grade: null  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 20 of 173 Arts and Culture Commission Application - Kelly Pfeffer Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Arts and Culture Commission Name:Kelly Pfeffer Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1978-03-12 Last 4 of SSN: List your qualifications for this appointment: I have worked with two non profits in the city of Gilroy, M.A.N.O.S, and 6th Street Art studios. I am a visual artist and I have sold my art internationally. I own a music school here in Gilroy called ERock, I am always looking for ways to bring the arts to the underserved in our community as well as looking into new ways to make learning art fun and entertaining. I love problem solving, marketing and the business side of things. List any service to the community including any prior appointments: I have helped M.A.N.O.S plan their Chalkfest, I have also created a music festival in the summer for our music students to showcase their talents. We have worked with 6th street art studios and participated in their art walk, we ran an open Mic in local businesses to give a creative outlet to the community and attract more clientele to the local businesses while fostering an appreciation for the arts. We recently participated in Gilroy’s Downtown Business associations Christmas parade, we built a float, had our students sing on the North Pole stage and ran an informational booth for our music school. Most recently I have joined CMAP’s Board and look forward to sharing my knowledge and ideas to further progress the arts in our community through educational television. What are your goals while serving on this Board/Commission/Committee? My goals are to make the arts accessible to all who seek it in our community. I also believe that facilitating the painting of murals and art installations throughout our city creates a greater society in whole. Why are you the most qualified to serve on this Board/Commission/Committee? 6.1 p. 21 of 173 Arts and Culture Commission Application - Kelly Pfeffer Page 2 of 2 My number one passion in life has always been the arts. Everything I have done and believe in has been to make the arts more accessible to all.  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 22 of 173 Arts and Culture Commission Application - Steven Porter Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Arts and Culture Commission Name:Steven Porter Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1998-05-07 Last 4 of SSN: List your qualifications for this appointment: I have been a lifelong advocate for the arts within our community as well as the community I lived in while I was in Colorado. I would love to be able to help grow the arts and culture within Gilroy through adding more diverse events within our town as well. I also believe in the beautification efforts within Gilroy and would love to help grow the efforts within the Parks and Recreation commission. While I may not have qualifications pertaining to either of these commissions, I do have the will to be able to help our city grow through art, culture, and the protection of our city parks, surrounding nature and historical culture. List any service to the community including any prior appointments: Prior to graduating high school I was constantly involved within the art and culture within my education community. After moving to Colorado I once again became active within the vital LGBTQ+ arts and culture there as well. Regarding parks and recreation I was part of a high school club that would volunteer to help try and clean our parks and keep our urban areas clean as possible. What are your goals while serving on this Board/Commission/Committee? While I have never been a member of any city commission before I have lived in Gilroy for a majority of my life. My family has been based here since the 40's and have been active members of Gilroy throughout the city's history. I used to love to hear my family reminisce about how Gilroy used to be. How their small town felt like a community of friends rather than a city full of people living there but commuting to their 9 to 5 and ignoring their city's wants and needs. I want to be able to help be the change that allows us to feel that way again in our modern city. I want to get involved within our community and see what the pocket communities in our city want to see. I want the people to be able to see themselves within the city they reside in no 6.1 p. 23 of 173 Arts and Culture Commission Application - Steven Taylor Page 2 of 2 Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 24 of 173 Arts and Culture Commission Application - Janette Vecchiarelli Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Arts and Culture Commission Name:Janette Vecchiarelli Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1974-04-16 Last 4 of SSN: List your qualifications for this appointment: Worked in the film and entertainment industry for 20 years before moving to Gilroy. List any service to the community including any prior appointments: None at this time What are your goals while serving on this Board/Commission/Committee? Bringing more art and entertainment to Gilroy. More community engagement, events and activities. Why are you the most qualified to serve on this Board/Commission/Committee? I can bring a unique perspective to the committee from my behind the sciences work in entertainment.  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of 6.1 p. 25 of 173 Library Commission Application - Sal Esposito Page 2 of 2 Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 26 of 173 Library Commission Application - Jo Anne Howell Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Library Commission Name:Jo Anne Howell Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1947-11-07 Last 4 of SSN: List your qualifications for this appointment: Part-time reference librarian at Gavilan College, love of the Gilroy public library. List any service to the community including any prior appointments: Rebekah Children's service -- distribution of food through Second Harvest, various Gavilan College events. What are your goals while serving on this Board/Commission/Committee? Get to know the issues facing the library Why are you the most qualified to serve on this Board/Commission/Committee? Because I love the library School: / Grade: null  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of 6.1 p. 27 of 173 Library Commission Application - Kay Spencer Page 2 of 2 Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 28 of 173 Library Commission Application - Jeannie Stokes Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Library Commission Name:Jeannie Stokes Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1961-05-22 Last 4 of SSN: List your qualifications for this appointment: I have been a part time English and Reading college professor for the past 9 years (at San Jose City College, Mission College, and Chabot Colleges). I have spent the last 20 years of my life working in education to better not only the love of reading and writing, but to promote the utility and importance of these lifelong skillsets. I consider libraries my second home, and I know I can help in everything from acquisition to community engagement. In addition, I hold the following education degrees: BA English, MA Reading, MS Education - Emphasis on Educational Leadership. I also hold PT Teaching Crediential(s) in English and ESL. I have considered education and the pursuit of knowledge a constant in my life. List any service to the community including any prior appointments: I am new to Gilroy, so I have not begun my community efforts here, but in San Jose, I have volunteered with Sunday Friends and Sacred Heart on occasion. Most of my community work has been done at my colleges. What are your goals while serving on this Board/Commission/Committee? I would like to help your Commission continue services to The City of Gilroy through more programs aimed to get out into the schools to encourage more participation in the library. I have recently moved to Gilroy after 40 years in San Jose, and I want to not only learn more about how the library affects/impacts the City, but to help increase this stewardship. My hope is that residents don't think of the Library as a simple place to get books, but they see it as THE resource for educational ideas: college planning, tutoring, mentoring, language classes, social gatherings, etc. I would also like to work with the City to attract adults/seniors to increase library usage through book clubs and community outreach. 6.1 p. 29 of 173 Open Government Commission Application - Ann Marie McCauley Page 2 of 2 I believe I am qualified because I read the appropriate information and have a proven track record for showing up. As a person who intends to eventually run for city council, I believe this gives the city an opportunity to "train" potential elects and create more qualified and knowledgeable council members.  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 30 of 173 Open Government Commission Application - Blanca McMurray Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Open Government Commission Name:Blanca McMurray Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1963-04-05 Last 4 of SSN: List your qualifications for this appointment: I' am committed to serve my community any way I can. I have been part of my husbands business in Gilroy for the last 25 years, donating my time for different Dental Clinics throughout California and outside the USA. Our business has served Gilroy by providing Oral Surgery in our South Valley Oral and Facial Surgery office located here in Gilroy. I have worked for the business as an Even planner, Marketing Coordinator, and Billing Assistant. List any service to the community including any prior appointments: Food Truck coordinator for our "Food Truck Fly In" at the San Martin Airport, 2022, and 2023. Gathering backpacks for children's back to school at Solorsano Middleschool. Collecting Christmas gifts for Rebekah Children's Services at our Gilroy Office. What are your goals while serving on this Board/Commission/Committee? I would like to serve my community by volunteering my time. I would like to donate my time to serve my community and make a difference any way I can. I am open to learn new things and use my extra time for something worth doing. Why are you the most qualified to serve on this Board/Commission/Committee? I believe I can serve any way possible because I am willing to learn new things, I have an open mind and can take direction well. Although I don't experience in Government I would like to offer my time and efforts as a volunteer. 6.1 p. 31 of 173 Open Government Commission Application - Blanca McMurray Page 2 of 2  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 32 of 173 Open Government Commission Application - Monikka O'Neil Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Open Government Commission Name:Monikka O'Neil Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1981-10-08 Last 4 of SSN: List your qualifications for this appointment: I'm a CPA and currently sit on the Non-Profit board of directors for The Mary Elizabeth Inn (MEI) which serves to permanently house women in San Francisco that were subject to abuse. I've previously sat on the NP board of The Unity Care Group which serves to provide temporary housing for transitional aged youth across Northern California. I bring to bear a financial perspective and to these boards in addition to my passion to serve the community. List any service to the community including any prior appointments: No prior appointments to the community. As a resident of Gilroy for 4 years, I'd like to be involved in the development of the community. What are your goals while serving on this Board/Commission/Committee? Create connections, expand my network, serve my community in the development and growth of Gilroy. Why are you the most qualified to serve on this Board/Commission/Committee? My previous & current Non-Profit board experience as well as my professional background as a CPA. 6.1 p. 33 of 173 Parks and Recreation Commission Application - Robert Miller Page 2 of 2  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 34 of 173 Parks and Recreation Commission Application - Stefanie Okada-McCabe Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Parks and Recreation Commission Name:Stefanie Okada-McCabe Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1983-04-30 Last 4 of SSN: List your qualifications for this appointment: Born and raised Gilroyan. Avid bodybuilder, past league tennis player, current league bowler and getting into pickleball as a family. I enjoy our parks and all they have to offer....with a love of outdoor activities. List any service to the community including any prior appointments: Past building board of Appeals Past Physically Challenged Board What are your goals while serving on this Board/Commission/Committee? To aid in continuing the Gilroy vision and goals for the community by adding my background and expertise in architecture, planning and development. Why are you the most qualified to serve on this Board/Commission/Committee? As a lifelong Gilroy resident, I possess a deep understanding of our community's needs and values. My diverse athletic background, from bodybuilding to tennis, bowling, and pickleball, showcases my passion for active living. I am eager to leverage this passion and knowledge to contribute to the enhancement of our parks and recreational offerings, ensuring they cater to the evolving needs of our community. School: / Grade: null By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I 6.1 p. 35 of 173 Parks and Recreation Commission Application - Stefanie Okada-McCabe Page 2 of 2 understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 36 of 173 Parks and Recreation Commission Application - Jorge Vargas Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Parks and Recreation Commission Name:Jorge Vargas Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1980-12-21 Last 4 of SSN: List your qualifications for this appointment: I have lived in Gilroy for three years and worked here for the past 12 years. As a parent of four children, each attending different schools within the Gilroy Unified School District, I am deeply connected to the community and invested in its growth and well-being. As a lifelong advocate for youth development and inclusivity, I am honored to apply for the opportunity to serve on the Parks and Recreation Commission. Growing up as a Latino in a community where access to organized sports was limited, I experienced firsthand the barriers that many underserved families face. This perspective has fueled my passion for creating equitable opportunities for all children and ensuring that no one is excluded from the benefits of recreational programs. List any service to the community including any prior appointments: President, Gavilan United F.C. (June 2024 – Present) Founded and manage a nonprofit soccer club dedicated to providing affordable, accessible opportunities for youth to engage in sports. Assisted in organizing recreational activities and outreach programs for local youth, fostering inclusivity and community engagement at Miller Park, Christmas Hill Park and Gilroy Sports Complex. What are your goals while serving on this Board/Commission/Committee? My primary goal is to ensure that Gilroy’s parks and recreational programs are accessible, inclusive, and reflective of the diverse needs of our community. As someone who grew up without access to organized sports and has since worked to create equitable opportunities for underserved youth, I am deeply committed to breaking down barriers to participation and fostering a sense of belonging for all residents. Why are you the most qualified to serve on this Board/Commission/Committee? 6.1 p. 37 of 173 Personnel Commission Application - Linda Allen Page 2 of 2 understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 38 of 173 Personnel Commission Application - Catherine Cummins Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Personnel Commission Name:Catherine Cummins Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1988-03-17 Last 4 of SSN: List your qualifications for this appointment: Hiring manager for another public agency. List any service to the community including any prior appointments: Has sat on the personnel commission since 2018. What are your goals while serving on this Board/Commission/Committee? To continue to support the city and attract committed well-qualified candidates to vacant city positions. Why are you the most qualified to serve on this Board/Commission/Committee? My job experience and prior commission experience. School: / Grade: null  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of 6.1 p. 39 of 173 Personnel Commission Application - Catherine Cummins Page 2 of 2 Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 40 of 173 Personnel Commission Application - Norma Hingle Flores Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Personnel Commission Name:Norma Hingle Flores Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1977-01-17 Last 4 of SSN: List your qualifications for this appointment: 15+ years of experience in HR focusing on Compensation List any service to the community including any prior appointments: N/a What are your goals while serving on this Board/Commission/Committee? Support the community. Why are you the most qualified to serve on this Board/Commission/Committee? I have been working in HR for over 15 years and dedicating my career to streamlining processes and designing compensation. The Personnel Comission is right up my alley. I will be able to keep doing what I love and contribute more meaningfully to the city and the community. School: / Grade: null  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of 6.1 p. 41 of 173 Personnel Commission Application - Ann Marie McCauley Page 2 of 2  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 42 of 173 Physically Challenged Board of Appeals Application - Marco Machado Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Physically Challenged Board of Appeals Name:Marco Machado Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 2024-06-19 Last 4 of SSN: List your qualifications for this appointment: I am paraplegic. List any service to the community including any prior appointments: Have served committee before What are your goals while serving on this Board/Commission/Committee? To improve accessibility to people with disabilities Why are you the most qualified to serve on this Board/Commission/Committee? Because I know how it feels to not have access to things because of a disability  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of 6.1 p. 43 of 173 Planning Commission Application - BRIAN DAUENHAUER Page 2 of 2 School: / Grade: null  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 44 of 173 Planning Commission Application - Anselmo Guevara Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Planning Commission Name:Anselmo Guevara Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1965-08-19 Last 4 of SSN: List your qualifications for this appointment: Education Masters of Business Administration Bachelors of Science in Accounting Professional Experience 26 years of professional experience working for a Big Four accounting firm, and four hi-tech companies in Silicon Valley in the roles of consultant, auditor and risk management. I spent my last eleven years as a director of ethics & compliance. Residency I have resided in Gilroy for the last 29 years, and in Santa Clara County for the last 36 years. List any service to the community including any prior appointments: In the past, I have participated in community service through my employers. For example in 2023, I and a team built nine children playhouses through Habitat For Humanity; Habitat For Humanity in turn donated the playhouses to nine elementary schools in the San Francisco Bay Area. Other community involvement includes volunteering with Family Giving Tree, (Guadalupe River) Heritage Rose Garden, LifeMoves, and the various K-12 schools my children have attended in Gilroy. What are your goals while serving on this Board/Commission/Committee? My goal is to help improve and have a greater role in the Gilroy community by volunteering my time and providing input on issues pertaining to Gilroy, the community where my family and I have lived for the last 24 years. Why are you the most qualified to serve on this Board/Commission/Committee? 1. As a professional consultant and employee, I evaluated issues in a span of 26 years for many organizations (both client organizations and employers) and provided input and/or recommendations to make something better. I'd like to share my expertise and have no doubt that I have the professional maturity to serve as a Commissioner of the City of Gilroy. 2. Working 6.1 p. 45 of 173 Planning Commission Application - Anselmo Guevara Page 2 of 2 for global hi-tech organizations allowed me to work with different ethnic groups in other countries and appreciate other cultures outside the United States. In the last several years, more ethnic groups have made Gilroy their home. It's been many years since I started appreciating other cultures, embracing diversity and breaking down stereotypes to become a responsible citizen and better person. 3. Other: No conflicts of interest Clean legal record or the ability to pass a background check if needed. School: / Grade: null  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 46 of 173 Planning Commission Application - ALEX LARSON Page 1 of 3 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Planning Commission Name:ALEX LARSON Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1961-07-30 Last 4 of SSN: List your qualifications for this appointment: ALEXLARSON.COM - Alex's Life Story Alex Larson is a highly accomplished business leader with a 40-year track record of success, known for his persistence, dedication, and commitment to getting things done. A proud fourth-generation Gilroyan, Alex has deep roots in our community. His mother, Sandra Balanesi Larson, was a junior high school teacher in Gilroy, driven by her belief in making a meaningful impact on young lives. His father, Charles A Larson, was a Union Organizer for the United Brick and Clay workers, later transitioning to various roles, including a local car salesman. His twin Aunts were trailblazers, breaking the glass ceiling for women by working their way up to vice president auditor positions at a national bank, after helping to establish several local banks that were later sold for investor profit. Alex's other Aunt became one of the few women in management in the automobile dealership business. Alex and his brother, Charlie, grew up on Carla Way, just west of Las Animas Park which they helped to develop into the park it is today. Alex now lives just south of the park, off of Welburn Avenue. Alex's leadership skills, strategic vision, and experience have made him a driving force in every project he undertakes. His long-standing involvement in the 4-H Youth Program, both as a participant and an adult leader, has instilled in him a deep sense of community service and ethical responsibility. As a seasoned businessman, Alex understands the importance of ensuring that ethical practices are at the forefront of every decision in the educational setting as well as in business and personal relations. His ability to navigate complex business situations and work with governmental agencies at the federal, state, county and local levels have resulted in succeessful practical solutions. Alex served as an integral part of the Gilroy Garlic Festival for over 40 years, as a volunteer and vendor. At the very first Garlic Festival in 1979, he co-chaired the Garlic Rosemary Fries booth alongside Joyce Patereau and Sandra Larson, raising funds for Bonanza Days, which featured one of the largest parades in California, a Queens contest, Jr. King and Jr. Queen events, and numerous other activities supporting charity and community fun. Alex's selfless commitment to ethical practices in business, education, and personal relationships sets him apart as a trusted and valued leader in Gilroy. OPERATION FREEDOM 6.1 p. 47 of 173 Planning Commission Application - ALEX LARSON Page 2 of 3 PAWS Alex Larson embodies compassion and dedication, as demonstrated by his incredible efforts to support Operation Freedom Paws. This organization plays a vital role in empowering veterans and individuals with disabilities to lead fulfilling lives. Through the healing bond of service dogs, Operation Freedom Paws transforms lives, offering hope and support to veterans, first responders, children, and those grappling with complex trauma, disabilities, and illnesses. Recently, Alex's commitment shone brightly when he raised an impressive $12,000 at an auction event in Gilroy, helping to further the mission of this life-saving LOCAL organization, in addition to generous annual donations for Mary Cortanis CNN Heroes Award Organization. ALEX spreading joy as SANTA CLAUS! Alex Larson is a dedicated volunteer who embodies the true spirit of giving year-round. Together with his brother, he generously donates to numerous local charities, contributing gift baskets as well as his time and talents. As Santa Claus, Alex has brought joy and smiles to countless children and families through organizations like Make-A- Wish, including appearances at the renowned Pusateri Christmas House, which has raised over $3 million for children in need. He also lends his Santa skills to local charities and schools, brightening the holidays for those seeking a jolly presence. With his twinkling eyes, infectious laugh, and heart full of kindness, Alex creates magical moments that families treasure for a lifetime. His performances not only bring Santa to life but also foster hope and happiness in the hearts of those in need. By spreading joy through his volunteer work, Alex helps make the world a little brighter—one visit at a time. Join him in his mission to bring smiles, warmth, and holiday cheer to all! RAPAZZINI WINERY EST. 1962 Rapazzini Winery embodies the essence of Gilroy’s rich heritage—wine, garlic, and deep family ties. The Balanesi Larson brothers, fourth- generation Gilroyans, have been crafting wine with their family since childhood, continuing a proud Italian tradition. Alex and his brother Charlie extend warm, welcoming hospitality in the winery's stunning three-story, open-beamed Tasting Room, making every visit an enjoyable and memorable experience. Alex, a professionally trained chef, graduated at the top of his class in 1982 from The California Culinary Academy after attending Gavilan College. He went on to successfully own and operate a four-star ristorante and bar for nearly nine years, earning a prestigious Wine Spectator Award of Excellence for his wine selection and service. Now, as a winemaker, Alex channels his culinary expertise into creating exceptional, well-aged red wines, using predominantly Santa Clara Valley grapes. Rapazzini Winery proudly offers vintages from 2018, 2013, and 2007, featuring rare Italian and French Bordeaux varietals, including a Bordeaux blend and the renowned "Rockin' Rott Red," with its iconic Rottweiler label. The winery also offers crisp whites, along with almond, raspberry, and peach champagnes. After closing to the public in 2020 following the passing of their 78-year-old aunt, Rapazzini Winery reopened on February 19, 2024. The closure was a protective measure for the health of their surviving aunt, now 82, and their guests, as there was no safe way to enjoy wine tastings while wearing masks. The family prioritized safety and well-being above all else, reflecting their deep care for both their loved ones and their community. THE GARLIC SHOPPE since 1985 Chef Alex and his brother, Charlie Larson, have proudly owned and operated The Garlic Shoppe in Gilroy for 25 of its 39 years. The Garlic Shoppe is a wonderland of all things garlicky, offering an impressive array of products that celebrate Gilroy’s world-famous garlic, grown locally and shipped across the globe. Since 1997, their website, GarlicShoppe.com, has brought the taste of Gilroy to the world, after starting the first garlic store in the world in 1985. Chef Alex, known for his culinary expertise from Grandma, Mom, 4-H National Winner and the California Culinary Academy in San Francisco has created over 40 unique food items, sauces, and seasonings under popular brands like Mama Raps, Garlic Dude, The Garlic Shoppe, and their fiery PSYCHO line. PSYCHO products include hot sauce, medium salsa, and roasted garlic and habanero mustard—each bursting with bold garlic flavor. These products are available wholesale to other retailers and their iconic shoppe. Over the years, the brothers have operated up to 22 Garlic Shoppes in malls around the Bay Area during the holidays, bringing the flavor of Gilroy to even more customers. Having weathered the dot-com bust of 2000, the financial crash of 2008, the 2009-2012 real estate collapse, and the subsequent climb back to stability. Alex and Charlie have shown remarkable resilience and have survived and even thrived due to their hard work and experience. The COVID-19 pandemic brought unprecedented challenges, forcing them to close their businesses for months due to stringent Health Department regulations in Santa Clara County—especially concerning, given Gilroy’s position as a major crossroads for travel. 6.1 p. 48 of 173 Planning Commission Application - ALEX LARSON Page 3 of 3 Through it all, Chef Alex and Charlie, who manages GarlicShoppe.com, have learned to navigate difficult times, save during the good times, grow when its possible by good marketing and make the financials work. They continue to market Gilroy and its famous garlic to the world, ensuring that the iconic Garlic Shoppe remains a destination recognized by people everywhere. Ask a friend, and they’ve likely heard of or know the exact location of this beloved Gilroy landmark. List any service to the community including any prior appointments: 40 years Garlic Festival Volunteer and vendor, first Gilroy Visitors Bureau President, What are your goals while serving on this Board/Commission/Committee? To expedite, streamline, and help to maintain Gilroy's growth in a common sense, pragmatic way. Why are you the most qualified to serve on this Board/Commission/Committee? My more than 40 years of Business in Gilroy and Property ownership have afforded me an insiders view of the workings of our City government. I want the best for the future of our children and grandchildren. The decisions being made now are going to determine the path for the future hundred years. Let do this right.  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 49 of 173 Planning Commission Application - Eva Lurker Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Planning Commission Name:Eva Lurker Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1990-12-22 Last 4 of SSN: List your qualifications for this appointment: I have over a decade of experience in Human Resources, currently working at the large tech company, HPE. I’ve spent many years volunteering through both my sorority and local non profits like the Junior League of San Jose where I’ve also served on the Board. I am passionate about community and the betterment for all. List any service to the community including any prior appointments: In recent years I’ve spent my time volunteering through the Junior League where our focus has been on foster youth. We’ve partnered with organizations like the Bill Wilson Center and CASA. What are your goals while serving on this Board/Commission/Committee? To feel a part of my local community and focus on the betterment for all. I love our town and want to not only be involved and invested, but to continue to see our community thrive. Why are you the most qualified to serve on this Board/Commission/Committee? I’m a mother of two young children who is passionate about the community I’m raising my family in. I have experience in business as well as community work and I’m driven to do what’s best for those we impact. School: / Grade: null By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I 6.1 p. 50 of 173 Planning Commission Application - Eva Lurker Page 2 of 2 understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 51 of 173 Planning Commission Application - Stefanie Okada-McCabe Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Planning Commission Name:Stefanie Okada-McCabe Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: Date of Birth*: 1983-04-30 Last 4 of SSN: List your qualifications for this appointment: As a passionate designer with a deep-rooted connection to Gilroy, I believe I possess the unique skills and perspective to contribute meaningfully to the city’s Planning Commission. My years of experience in urban planning and design have equipped me with a keen eye for detail, a strong understanding of zoning regulations, and a commitment to creating sustainable, aesthetically pleasing, and functional communities. List any service to the community including any prior appointments: Previously served on the building board of Appeals and the Physically Challenged Board. I am a member of the chamber and born and raised in Gilroy. What are your goals while serving on this Board/Commission/Committee? 1. Preserving Gilroy's Character: * Protecting historic districts and landmarks. * Supporting local businesses and economic development. * Enhancing public spaces and community amenities. 2. Promoting Sustainable Growth: * Encouraging smart development practices that minimize environmental impact. * Promoting affordable housing options for all residents. * Implementing climate-friendly policies and practices. 3. Fostering Community Engagement: * Ensuring transparent and inclusive decision-making processes. * Actively seeking input from residents and stakeholders. * Educating the public about planning issues and encouraging participation. Why are you the most qualified to serve on this Board/Commission/Committee? As a lifelong Gilroy resident and passionate designer, I bring a unique perspective and skill set to the Planning Commission. My deep-rooted connection to our community, coupled with my expertise in design and urban planning, makes me uniquely qualified to contribute to shaping Gilroy's future. Local Knowledge and Passion: * As a native Gilroyan, I have a profound 6.1 p. 52 of 173 Youth Commission Application - Sean Ethan Diep Page 2 of 2 present, Regular Volunteer, City of Gilroy (Monthly City-wide Clean-up, Coastal Clean-up, Party in the Park, National Night Out, Breakfast with Santa, Adaptive Dance, etc) 2023-present, Regular Volunteer, Gilroy Center for the Arts (Art Walk, Artist Video Series, Easter Egg Hunt, Artist Receptions, etc) 2023-present, Regular Volunteer, Downtown Business Association (Gilroy Rodeo, La Ofrenda Festival, Beer Crawl, etc) 2023-present, Regular Volunteer, St. Catherine’s Parish Church (Reach Out Pantry, Reach Out Closet, etc) 2023-present, Regular Volunteer, Gilroy Prep School (Percussion Band, Middle School Dances, Book Fair, Library, etc) July 2024, Volunteer, Sacred Heart (Pack-a-Bag) April 2024, Volunteer, Gavilan College (Science Alive) June 2023, Volunteer, Gilroy Gardens (Nature Program) What are your goals while serving on this Board/Commission/Committee? As a Filipino-Vietnamese-Chinese American, I am passionate about spreading awareness about AAPI culture and heritage in the City of Gilroy. I would love to help the City promote AAPI culture through events and celebrations. I am sure the City of Gilroy will enjoy festivals celebrating rich AAPI cultures. I would live for Gilroy residents to enjoy delicious AAPI food and vibrant dances and events! Why are you the most qualified to serve on this Board/Commission/Committee? I am the optimal candidate to serve on the City of Gilroy Youth Commission because I am passionate about serving our City through various projects geared towards the promotion of AAPI culture and awareness. As a Gilroy citizen, I am dedicated to serving the Gilroy community through numerous volunteer work. Moreover, not only do I possess extensive leadership experience but also collaborative, organizational, and time management skills. I believe I will be able to contribute greatly to the betterment of our City by sharing my talents, knowledge, and experiences.  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 53 of 173 Arts and Culture Commission Application - LOLITA HARDWICKE Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Youth Commission Name:LOLITA HARDWICKE Phone number(s): email address*: Are you a registered voter within the City limits? No Physical Address*: Driver’s License or ID No.: Date of Birth*: 2009-03-18 Last 4 of SSN: List your qualifications for this appointment: As a 15-year-old passionate about contributing to my community, I believe I bring a unique perspective to the Youth Commission. At 14, I published my first fiction book, Red Watson and The Gifted Land, which is over 100 pages long. This accomplishment not only reflects my creativity and determination but has also inspired my peers, teachers, and community members to pursue their passions. I am deeply committed to engaging with and empowering young people. I can relate to the challenges and aspirations of today’s youth and aim to inspire them to pursue meaningful and impactful endeavors. Joining the Youth Commission, which meets every second Monday of the month, aligns perfectly with my dedication to making a difference. Through this role, I hope to collaborate with like-minded individuals, share fresh ideas, and represent the voices of young people in a way that encourages positive change in our community. List any service to the community including any prior appointments: I have been involved in various community activities over the years. I was a member of the Teen Advisory Board at the Gilroy Library, where I contributed to youth-oriented initiatives. I also supported a friend during a panic attack, using skills I gained from studying psychology classes to better understand myself and help others facing similar challenges. Additionally, I participated in the STAR Arts Education program, initially as a performer. Last summer, I took on a different role by assisting the production team, which served as a valuable leadership experience. I have also volunteered at the Garlic Festival, supported activities at Gilroy Preparatory School, and contributed to the GPS Food Bank. These experiences have helped me grow personally and give back to my community What are your goals while serving on this Board/Commission/Committee? 6.1 p. 54 of 173 Arts and Culture Commission Application - LOLITA HARDWICKE Page 2 of 2 My goal while serving on this Board/Commission/Committee is to contribute to the community especially the youth by supporting initiatives that create a meaningful impact. I aim to use my skills and experiences to collaborate with others in fostering positive change and addressing the needs of those we serve. I also aspire to grow personally and professionally by learning from the perspectives of fellow members and the community. Together, I believe we can build a stronger, more connected, and inclusive environment for everyone. Why are you the most qualified to serve on this Board/Commission/Committee? I believe I am well-suited to serve on this Board/Commission/Committee because of my genuine passion for making a positive impact in the community and my willingness to collaborate and learn from others. My background and experiences have given me a unique perspective and the skills to contribute meaningfully to our shared goals. I am committed to listening, understanding diverse viewpoints, and working with the team to create thoughtful solutions that benefit everyone. While I know there is always more to learn, I am confident that my dedication and eagerness to serve will allow me to support the mission of this group effectively.  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 55 of 173 Youth Commission Application - Lysandra Jaimes Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Youth Commission Name:Lysandra Jaimes Phone number(s): email address*: Are you a registered voter within the City limits? Yes Physical Address*: Driver’s License or ID No.: N/A Date of Birth*: Last 4 of SSN: N/A List your qualifications for this appointment: I am a leadership student, play on the school varsity girls soccer team, currently employed at In- N-Out Burger, and have keep up with all As and Bs grades. List any service to the community including any prior appointments: During summer I volunteered at a youth soccer club, my position would be to coach kids who could not afford paying a club fee. I also have 50+ community service hours at the moment. What are your goals while serving on this Board/Commission/Committee? My main goals are to experience working with the city, meeting new people, and all of the opportunities that come with working with the city. Why are you the most qualified to serve on this Board/Commission/Committee? I am most qualified to work on the Commission due to my characteristic to work well with people. Working at In-N-Out requires great interactions with people, this allows me to have great charisma and work well with others. By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure 6.1 p. 56 of 173 Youth Commission Application - Lysandra Jaimes Page 2 of 2 under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 57 of 173 Youth Commission Application - Zara Owens Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Youth Commission Name:Zara Owens Phone number(s): email address*: Are you a registered voter within the City limits? No Physical Address*: Driver’s License or ID No.: N/A Date of Birth*: Last 4 of SSN: N/A List your qualifications for this appointment: I am currently in ASB, as a commissioner of Awareness, where I've been able to develop leadership skills and put on Multicultural Week at Christopher High School. I am founder and president of Key Club at my school, where I've been able to become more open and provide hours for almost 40 people at our most recent meeting. I also am academically on track and am organized and dedicated. I also will be attending a 2 week National Student Leadership Conference Architecture program, at Georgetown University. This is one of my biggest accomplishments, as I've always wanted to be an architect. I've also gained leadership experience recently this summer attending California Association of Student Leaders (CADA CASL) at UC Santa Barbara. I also serve as the Fundraiser Head for Black Student Union (BSU) at my school, and have been involved with the club for 3 years now. List any service to the community including any prior appointments: I am currently a tutor at a non-profit organization, Ciel. There, I am able to work with kids of all ages, grades, and personalities. I've learned so much since I started tutoring there during the summer. I've learned to be patient, inviting, and optimistic. Teaching children is one of the most rewarding and impactful things I've done. I love when they leave with a big smile and feeling of accomplishment, every time, it makes me feel so proud and accomplished. I always want to make sure that they feel proud of themselves and open to speak with me. One girl that I've tutored even drew me a flower and expressed how much she appreciates me, saying that she wants me to continue being her tutor. That statement was so heart warming and made me want to tutor even more, because I never realized how big of an impact I could have on young children. What are your goals while serving on this Board/Commission/Committee? 6.1 p. 58 of 173 Youth Commission Application - Zara Owens Page 2 of 2 To be more involved with Gilroy and participate in community service events. I enjoy meeting new people and would definitely be looking forward to doing so, upon my acceptance. One goal would be to get more in touch with the environment and people in Gilroy. For example, I believe that downtown could be the most eye-capturing spot in Gilroy. I want to help people feel invited and excited to go walking downtown. If there's any way we can improve that area, I'd absolutely love to help with that. Why are you the most qualified to serve on this Board/Commission/Committee? As I've mentioned I have leadership experiences and I am willing to socialize and communicate on behalf of our community. I am organized and attentive as well. I am also very open to new ideas, people, and experiences, so I know that serving on this board would expand my overall knowledge and care for the community. ☐ By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 59 of 173 Youth Commission Application - Thanmay Sarath Page 1 of 2 City of Gilroy Board, Committee, & Commission Application *All Commission, Board, and Committee applications are a public record. Board/Committee/Commission of Interest:Youth Commission Name:Thanmay Sarath Phone number(s): email address*: Are you a registered voter within the City limits? No Physical Address*: Driver’s License or ID No.: Date of Birth*: Last 4 of SSN: List your qualifications for this appointment: •Started a Cyber Security Business, and helped small businesses to secure their digital presence. •Worked with The Department of Homeland Security, Cybersecurity and Infrastructure Security Agency and identified and remediated security flaws in over 200 government systems. •Started Vets & Tech, to help veterans with technology. •Volunteered at Merill Gardens to help elderly with technology. •Volunteered at the Veteran Affairs Clinic in Monterey. •Currently in Youth Commission from 2023-2024. •Won EC2 Community Fund and started The Recycle Reward Program in the City of Gilroy and saved 3000 milk jugs from getting in the landfill. •Started LidLoop program in Gilroy to recycle coffee lids and create Christmas toys. •Level One Archery Coach for USA Archery List any service to the community including any prior appointments: •Started a Cyber Security Business, and helped small businesses to secure their digital presence. •Worked with The Department of Homeland Security, Cybersecurity and Infrastructure Security Agency and identified and remediated security flaws in over 200 government systems. •Started Vets & Tech, to help veterans with technology. •Volunteered at Merill Gardens to help elderly with technology. •Volunteered at the Veteran Affairs Clinic in Monterey. •Currently in Youth Commission from 2023-2024. •Won EC2 Community Fund and started The Recycle Reward Program in the City of Gilroy and saved 3000 milk jugs from getting in the landfill. •Started LidLoop program in Gilroy to recycle coffee lids and create Christmas toys. •Level One Archery Coach for USA Archery What are your goals while serving on this Board/Commission/Committee? My goals whilst serving this commission are for Youth Empowerment: to advocate for initiatives for the youth of Gilroy with opportunities to develop leadership skills, access mentorship, and 6.1 p. 60 of 173 Youth Commission Application - Thanmay Sarath Page 2 of 2 participate in civic engagement. Community Partnership: to strengthen collaborations between the city, local businesses, and nonprofit organizations to create impactful programs. Lastly, Job Creation: through the CalWORKs Program, to focus on connecting youth with job opportunities and training resources. Why are you the most qualified to serve on this Board/Commission/Committee? With extensive experience in leadership, community service, and environmental and technological advocacy, I am qualified for a position to serve on this commission. As the Youth Commissioner for 2023-2024, I have experience representing youth interests and encouraging civic engagement. My achievements include: Founded a cybersecurity company and partnered with federal agencies to strengthen digital security for more than 200 government systems. Founding community programs like Vets & Tech, helping veterans with technology, and providing service hours at Merrill Gardens and the VA Clinic in Monterey. I have started several environment-linked projects, such as the Recycle Reward Program and LidLoop Program, and has contributed much toward sustainability in Gilroy. Being a Level One Archery Coach certified with USA Archery, demonstrating leadership and mentorship capability. My goals of youth empowerment, community partnerships, and job creation go in line with my proven ability to implement impactful programs and promote meaningful change. This diverse experience equips me to contribute valuably to the commission. School: Monte Vista Christian School / Grade: 10th  By clicking on this box, I declare under penalty of perjury that I am currently a registered voter within the City limits of the City of Gilroy. Furthermore, I understand that this application and any attachments are subject to disclosure under the Public Records Act and must complete mandatory Open Government Ordinance Training. I further understand that members of the Planning Commission, Building Boards of Appeals, and Physically Challenged Board of Appeals are also subject to filing the Fair Political Practice Commission’s Statement of Economic Interest Form 700 relating to financial disclosures. 6.1 p. 61 of 173 City Council Regular Meeting AgendaJanuary 6, 2025 | 6:00 PM Page 1 of 7 COUNCIL ACTION MINUTES MONDAY, JANUARY 6, 2025 | 6:00 PM 1. OPENING 1.1. Call to Order 1.2. Pledge of Allegiance The Pledge of Allegiance was led by Council Member Bracco. 1.3. Invocation The Invocation was led by Pastor Greg Quirke. 1.4. City Clerk's Report on Posting the Agenda Interim City Clerk, Beth Minor announced the agenda was posted on Friday, January 3, 2025 at 3:45 PM. 1.5. Roll Call Attendance Attendee Name Dion Bracco, Council Member Terence Fugazzi, Council Member Carol Marques, Council Member Zach Hilton, Council Member Kelly Ramirez, Council Member Tom Cline, Council Member Greg Bozzo, Mayor Absent None 1.6. Orders of the Day There were none. 1.7. Employee Introductions Sharon Goei, Community Development Director introduced Senior Planner Valerie Negrete. 2. CEREMONIAL ITEMS - Proclamations and Awards There were none. 3. COUNCIL CORRESPONDENCE (Informational Only) There were none. 4. PRESENTATIONS TO THE COUNCIL 4.1. PUBLIC COMMENT BY MEMBERS OF THE PUBLIC ON ITEMS NOT ON THE AGENDA BUT WITHIN THE SUBJECT MATTER JURISDICTION OF THE CITY COUNCIL Mayor Bozzo opened Public Comment. Delmar Nielson asked the Council to form a committee to discuss the homeless issue within the city, in part due to the amount of garbage at Alexander Street and 9th Street. 7.1 p. 62 of 173 City Council Regular Meeting AgendaJanuary 6, 2025 | 6:00 PM Page 2 of 7 Terry Hernandez announced Pride Social South County is officially a nonprofit. Ron Kirkish spoke regarding the problems surrounding the homeless encampments within the city. Gregory Filios asked the Council to continue to build on the city projects that have already been started. There being no further speakers, Mayor Bozzo closed Public Comment. 5. REPORTS OF COUNCIL MEMBERS Council Member Bracco No Report Council Member Fugazzi No Report Council Member Marques No Report Council Member Hilton reported Silicon Valley Clean Energy Authority JPA approved the agency’s participation in the California Public Utilities Commission Hourly Flex Pricing Pilot program. Council Member No Report Council Member Cline No Report Mayor Bozzo No Report 6. BOARD AND COMMISSION INTERVIEWS 6.1. Interviews for Open Seats on Boards, Commissions, and Committees with Future Appointment on January 27, 2025. 7. CONSENT CALENDAR 7.1. Approval of the Action Minutes of the December 9, 2024 City Council Regular Meeting. 7.2. Adopt a Resolution to Approve the Second Amendment to the Agreement for Maintenance of State Highways in the City of Gilroy and Authorize the City Administrator to Execute the Amendment. Enactment No.: Resolution No. 2025-01. 7.3. Claim of James Hoey (The City Administrator recommends a "yes" vote under the Consent Calendar shall constitute denial of the claim). 7.1 p. 63 of 173 City Council Regular Meeting AgendaJanuary 6, 2025 | 6:00 PM Page 3 of 7 7.4. Authorization for Mayor and Council Member Travel to the League of California Cities’ Mayors and Council Members Academy. Mayor Bozzo opened Public Comment. There being no speakers, Mayor Bozzo closed Public Comment MOTION: To approve Agenda Item Nos. 7.1-7.4. RESULTS:PASS: 7-0 ROLL CALL VOTE MOVER:Dion Bracco, Council Member SECONDER:Carol Marques, Council Member AYES:BRACCO, FUGAZZI, MARQUES, HILTON, RAMIREZ, CLINE, BOZZO NOES: ABSENT: ABSTAIN: 8. BIDS AND PROPOSALS There were none. 9. PUBLIC HEARINGS 9.1. Introduce an Ordinance Approving the First Amendment to the Development Agreement Between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch Project to Extend the Term of the Development Agreement by Three Years Mayor Bozzo opened the Public Hearing. There being no speakers, Mayor Bozzo closed the Public Hearing. MOTION: To determine that the First Amendment to the Glen Loma Ranch Development Agreement does not require independent CEQA review, beyond EIR Addendum #2, undertaken in connection with the adoption of the Fourth Operating Memorandum. RESULTS:PASS: 7-0 ROLL CALL VOTE MOVER:Tom Cline, Council Member SECONDER:Carol Marques, Council Member AYES:BRACCO, FUGAZZI, MARQUES, HILTON, RAMIREZ, CLINE, BOZZO NOES: ABSENT: ABSTAIN: MOTION: To read the ordinance by title only and waive further reading. RESULTS:PASS: 7-0 ROLL CALL VOTE MOVER:Carol Marques, Council Member SECONDER:Zack Hilton, Council Member AYES:BRACCO, FUGAZZI, MARQUES, HILTON, RAMIREZ, CLINE, BOZZO NOES: ABSENT: 7.1 p. 64 of 173 City Council Regular Meeting AgendaJanuary 6, 2025 | 6:00 PM Page 4 of 7 ABSTAIN: MOTION: To Introduce an ordinance of the City Council of the City of Gilroy approving the First Amendment to the Development Agreement between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch project to extend the term of the Development Agreement by three years. RESULTS:PASS: 7-0 ROLL CALL VOTE MOVER:Tom Cline, Council Member SECONDER:Kelly Ramirez, Council Member AYES:BRACCO, FUGAZZI, MARQUES, HILTON, RAMIREZ, CLINE, BOZZO NOES: ABSENT: ABSTAIN: 10. UNFINISHED BUSINESS There was none. 11. INTRODUCTION OF NEW BUSINESS 11.1. Appointment of Councilmembers to the Downtown Committee. Mayor Bozzo opened Public Comment. There being no speakers, Mayor Bozzo closed Public Comment. MOTION: To appoint Council Members Ramirez and Fugazzi to serve on the Downtown Committee. RESULTS:PASS: 7-0 ROLL CALL VOTE MOVER:Tom Cline, Council Member SECONDER:Dion Bracco, Council Member AYES:BRACCO, FUGAZZI, MARQUES, HILTON, RAMIREZ, CLINE, BOZZO NOES: ABSENT: ABSTAIN: 11.2. Cities Association of Santa Clara County Membership Renewal Request. Mayor Bozzo opened Public Comment. There being no speakers, Mayor Bozzo closed Public Comment. MOTION: To re-join the Cities Association of Santa Clara County. RESULTS:PASS: 7-0 ROLL CALL VOTE MOVER:Zach Hilton, Council Member SECONDER:Tom Cline, Council Member AYES:BRACCO, FUGAZZI, MARQUES, HILTON, RAMIREZ, CLINE, BOZZO NOES: 7.1 p. 65 of 173 City Council Regular Meeting AgendaJanuary 6, 2025 | 6:00 PM Page 5 of 7 ABSENT: ABSTAIN: 11.3. Appointment of a Council Member to the Gilroy Gardens Lease Ad Hoc Committee. Mayor Bozzo opened Public Comment. There being no speakers, Mayor Bozzo closed Public Comment. MOTION: To appoint Mayor Bozzo to the Gilroy Gardens Lease Ad Hoc Committee. RESULTS:PASS: 7-0 ROLL CALL VOTE MOVER:Tom Cline, Council Member SECONDER:Terence Fugazzi, Council Member AYES:BRACCO, FUGAZZI, MARQUES, HILTON, RAMIREZ, CLINE, BOZZO NOES: ABSENT: ABSTAIN: 12. FUTURE COUNCIL INITIATED AGENDA ITEMS 12.1. Request for an Update on the Status of Staff's Work to Complete the Housing Element Programs for 2024. Mayor Bozzo opened Public Comment. There being no speakers, Mayor Bozzo closed Public Comment. 13. CITY ADMINISTRATOR'S REPORTS City Administrator, Jimmy Forbis noted the area by Alexander Street and 9th Street is Union Pacific Railroad property and the city cannot do any cleanup work due to it not being city property. He reminded everyone that there will be a strategic planning meeting on Wednesday, February 12, 2025 for the 2- year budget cycle discussion. He encouraged everyone to take time to complete the Community Survey. He also mentioned the passing of Proposition 36 and how it could help with retail thefts. 14. CITY ATTORNEY'S REPORTS City Attorney, Andy Faber advised he had nothing to report. He read the Closed Session titles into the record. 15. CLOSED SESSION 15.1. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION. Significant Exposure to Litigation Pursuant to Paragraph (2) of Subdivision (d) and Paragraph (3) of Subdivision (e) of Government Code Section 54956.9 and Gilroy City Code Section 17A.11 (3) (b), based upon receipt of a written communication from Shenkman & Hughes, PC (available for inspection upon request at the office of the City Clerk). One case as defendant. 7.1 p. 66 of 173 City Council Regular Meeting AgendaJanuary 6, 2025 | 6:00 PM Page 6 of 7 15.2. CONFERENCE WITH LEGAL COUNSEL - PENDING LITIGATION. Pending Litigation Pursuant to Paragraph (1) of Subdivision (d) of Government Code Section 54956.9 and Gilroy City Code Section 17A.11 (3) (a), Gandolfi Investments, LLC v. City of Gilroy, et.al., Superior Court for the County of Santa Clara, Case Number 24CV444165, filed July 26, 2024. 15.3. CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to GC Sec. 54956.8 and GCC Sec. 17A.8 Property: Gilroy Gardens Theme Park, 3050 Hecker Pass Highway, Gilroy, CA (APN’s: 810-17-024, 810-17-026, 810-17-029, 810-17-030, 810-17-031, 810-18-002, 810-18-013, 810-19-005, 810-19-007, 810-19- 010, 810-19-011, 810-19-014) Negotiators: Jimmy Forbis, City Administrator; Victoria Valencia, Economic Development Manager Other Party to Negotiations: Gilroy Gardens Family Theme Park, LLC Under Negotiations: Price and terms of payment for sale or lease. 15.4. CONFERENCE WITH LEGAL COUNSEL - PENDING LITIGATION. Pending Litigation Pursuant to Paragraph (1) of Subdivision (d) of Government Code Section 54956.9 and Gilroy City Code Section 17A.11 (3) (a), Timothy Gavin v. City of Gilroy, Superior Court for the County of Santa Clara, Case Number 24CV428673, filed January 5, 2024. 15.5. CONFERENCE WITH LEGAL COUNSEL - PENDING LITIGATION. Pending Litigation Pursuant to Paragraph (1) of Subdivision (d) of Government Code Section 54956.9 and Gilroy City Code Section 17A.11 (3) (a), City of Gilroy v. Superior Court for the County of Santa Clara & Law Foundation of Silicon Valley v. Superior Court for the County of Santa Clara, Supreme Court of California, Case Numbers S282937 and S282950, review granted February 21, 2024. The Council unanimously voted to go into the Closed Session. The Council then unanimously to stay in the Closed Session. Mayor Bozzo noted there was no reportable action. 16. ADJOURN TO OPEN SESSION 17. ADJOURNMENT The meeting was adjourned at 10:37 P.M. 7.1 p. 67 of 173 City Council Regular Meeting AgendaJanuary 6, 2025 | 6:00 PM Page 7 of 7 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. /s/Beth Minor Interim City Clerk 7.1 p. 68 of 173 Page 1 of 3 City of Gilroy STAFF REPORT Agenda Item Title:Approve the Donation of Maui, a Trained Therapy Dog from the Leadership Gilroy Class of 2024 Meeting Date:January 27, 2025 From:Jimmy Forbis, City Administrator Department:Police Submitted By:Pedro Espinoza, Police Chief Prepared By:Luke Powell, Captain STRATEGIC PLAN GOALS Ensure Neighborhood Equity from City Services RECOMMENDATION Approve the donation of Maui, a trained therapy dog, from the Leadership Gilroy Class of 2024. EXECUTIVE SUMMARY The Gilroy Police Department has been offered Maui; a working therapy dog donated by the Leadership Gilroy Class of 2024 project. Adopted from the San Martin Animal Shelter and trained by Operation Freedom Paws, Maui will serve as a therapeutic resource to individuals to reduce stress and anxiety within GUSD schools, City departments, and the broader community. Maui is trained to detect elevated cortisol levels and provide calming interactions, helping individuals manage stress. The annual maintenance cost of $7,000 for Maui is included in the Police Department’s existing canine budget. This initiative aligns with the department’s employee wellness and resiliency program and strengthens community outreach efforts. BACKGROUND The Leadership Gilroy Class of 2024 selected a therapy dog project to benefit the Gilroy community. Maui was adopted from the San Martin Animal Shelter and received specialized training from Operation Freedom Paws in detecting elevated cortisol levels in individuals. Because of their sensitivity to human emotions, Therapy dogs like Maui 7.2 p. 69 of 173 Approve the Donation of Maui, a Trained Therapy Dog from the Leadership Gilroy Class of 2024 City of Gilroy City Council Page 2 of 3 January 27, 20251 8 9 2 are proven to reduce stress and anxiety through interaction. Maui’s training allows him to recognize stress indicators and respond with calming actions, such as leaning into or placing his head on a person, fostering immediate relief and comfort to those in need. The Police Department selects potential canine officer candidates through an interview process and supervisory recommendations. The compatibility between the officer and canine is crucial as the team spend almost every hour of their day together, goes home with the officer after working their shift, and forming deep bonds with their handler and immediate family. School Resource Officer Odell will serve as Maui’s primary handler, deploying him daily on Gilroy Unified School District campuses. ANALYSIS Maui’s role spans schools, City departments, and community events, providing comprehensive support: •Schools: Maui will be a consistent presence on Gilroy Unified School District campuses, offering stress relief to students and staff. •City Departments: Maui will assist staff in the communications center, records unit, investigations, and other units as part of the Critical Incident Stress Debrief (CISD) and Wellness Team initiatives. •Community Events: Maui will participate in programs such as Coffee with a Cop, Ice Cream with a Cop, and National Night Out, enhancing community engagement and promoting positive relations within our community. Maui’s projected maintenance cost of $7,000 annually, includes food, supplies, and veterinary services, is already allocated in the Police Department’s budget for canine teams ensuring no additional financial impact. Maui’s presence will enhance mental health support for students, staff, and employees while fostering stronger community connections through outreach and public engagement. ALTERNATIVES Staff researched and evaluated other therapy dog programs implemented by other law enforcement agencies and community organizations. These programs have consistently yielded positive responses from internal personnel and the public. The data and feedback gathered indicate significant reductions in stress levels and improved overall well-being for participants. No alternative programs or approaches have demonstrated comparable success in achieving these objectives. While other wellness initiatives exist, none provide the immediate stress relief, emotional support, and community engagement benefits seen with therapy dog programs. The presence of a therapy dog, like Maui, offers a unique and proven method for enhancing mental health support and promoting positive community relations. Given the demonstrated effectiveness of similar therapy dog programs and the absence 7.2 p. 70 of 173 Approve the Donation of Maui, a Trained Therapy Dog from the Leadership Gilroy Class of 2024 City of Gilroy City Council Page 3 of 3 January 27, 20251 8 9 2 of alternatives that can achieve the same outcomes, staff believe this initiative represents the best solution for addressing departmental and community wellness needs. FISCAL IMPACT/FUNDING SOURCE Maui’s annual maintenance cost of $7,000 is already included in the Police Department’s budget, which supports three canine teams. Maui fills a vacant position, resulting in no additional budget impact. PUBLIC OUTREACH Therapy dog programs in other agencies have received overwhelmingly positive feedback from both internal personnel and the community. Staff anticipate similar outcomes for Maui’s deployment in schools, city departments, and community events, reinforcing trust and fostering positive relationships. NEXT STEPS If approved, Maui will begin his service immediately in schools, city departments, and public events. If the donation is not accepted, Maui may be returned to Leadership Gilroy for rehousing or remain with Officer Odell and his family. Upon acceptance of the donation, the attached donation form will be completed pursuant to the Donation Policy. Attachments: 1. Donation Acceptance Form 7.2 p. 71 of 173 CITY OF GILROY DONATION ACCEPTANCE FORM Name of Donor: Gilroy Leadership Class 2024 and Operation Freedom Paws Address: 7471 Monterey Street City: Gilroy State: CA Zip: 95020 Description of donation: Donation of Maui, a trained therapy dog. Donor estimate of current value: $7,000. Potential immediate acquisition/installation or any on-going maintenance or replacement cost: Ongoing care and feeding of the dog. Total upkeep cost not known. Intended use: Use by the Police Department as a therapy dog in the course and scope of duties. Conditions of acceptance or donor designation: None. Remarks: FOR CITY USE Please Circle One: ACCEPTED / DENIED Date City Administrator’s Signature January 27, 2025 Date Submitted to Council Date Approved/Denied by Council Date Mayor’s Signature 7.2 p. 72 of 173 Page 1 of 2 City of Gilroy STAFF REPORT Agenda Item Title:Adoption of an Ordinance Approving the First Amendment to the Development Agreement Between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch Project to Extend the Term of the Development Agreement by Three Years Meeting Date:January 27, 2025 From:Jimmy Forbis, City Administrator Department:Community Development Submitted By:Sharon Goei, Community Development Director Prepared By:Sharon Goei, Community Development Director STRATEGIC PLAN GOALS Not Applicable RECOMMENDATION Adopt an ordinance of the City Council of the City of Gilroy approving the First Amendment to the Development Agreement between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch project to extend the term of the Development Agreement by three years. EXECUTIVE SUMMARY The Development Agreement for the Glen Loma Ranch development was adopted in 2005 (Ordinance 2005-22) and has a 20-year term expiring on December 21, 2025. Pursuant to Section 2.2 of the Glen Loma Ranch Development Agreement (GLR DA), the term may be extended for three years through an amendment to the GLR DA. The First Amendment to the GLR DA would extend the expiration date of the GLR DA from December 21, 2025, to December 21, 2028. ANALYSIS On January 6, 2025, the City Council held a public hearing and considered and introduced an ordinance approving the First Amendment to the Development 7.3 p. 73 of 173 Adoption of an ordinance approving the First Amendment to the Development Agreement between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch project to extend the term of the Development Agreement by three years City of Gilroy City Council Page 2 of 2 January 27, 20251 8 4 4 Agreement between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch project to extend the term of the Development Agreement by three years. The City Council motioned to read the ordinance by title only, waived further reading of the ordinance, and introduced the ordinance with a 7-0 vote. The City Council is now asked to adopt the proposed ordinance consistent with its January 6, 2025 action. The ordinance will become effective on February 26, 2025, thirty (30) days following the date of Council adoption. ALTERNATIVES The City Council may decline to adopt the ordinance. However, this is not recommended because the Fourth Operating Memorandum to the Glen Loma Ranch Development Agreement (approved by City Council Resolution No. 2024-47 on October 7, 2024) acknowledged that the extension would be processed and approved in a timely manner. FISCAL IMPACT/FUNDING SOURCE Approval of this extension is consistent with the milestones identified in the Fourth Operating Memorandum to the Glen Loma Ranch Development Agreement. The staff time and resources necessary to prepare the documents were accommodated within existing appropriations and workplan, thus there is no new fiscal impact. PUBLIC OUTREACH Public hearings were held on the proposed amendment at the December 5, 2024 Planning Commission meeting and the January 6, 2025 City Council meeting. Public hearing notices were published in the Gilroy Dispatch. Public hearing packets are available through the City’s website. NEXT STEPS If adopted, the ordinance will become effective in 30 days on February 26, 2025. Attachments: 1. Draft Ordinance Approving First Amendment to the Glen Loma Ranch Development Agreement 2. January 27, 2025 Ordinance Introduction Staff Report 7.3 p. 74 of 173 1 4854-5418-3918v1 ALF\04706099 ORDINANCE NO. 2025-XX AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GILROY APPROVING THE FIRST AMENDMENT TO THE DEVELOPMENT AGREEMENT BETWEEN THE CITY OF GILROY AND GLEN LOMA CORPORATION FOR THE GLEN LOMA RANCH PROJECT TO EXTEND THE TERM OF THE DEVELOPMENT AGREEMENT BY THREE YEARS THE CITY COUNCIL OF THE CITY OF GILROY DOES HEREBY ORDAIN AS FOLLOWS: SECTION I. RECITALS A.By Ordinance 2005-22 adopted on or about November 21, 2005, the City of Gilroy approved a development agreement (the “Development Agreement”) pursuant to California Government Code sections 65864 through 65869.5 (“State Law”), by and between Glen Loma Corporation and various owners of property(collectively, “GLR”), to govern construction of a multi-phase project consisting of residential and commercial development for the Glen Loma Ranch project encompassing approximately 359 acres as more fully described in the Glen Loma Specific Plan (“Specific Plan”) adopted on November 7, 2005 (the “Project”). The Specific Plan also sets forth the detailed development standards and guidelines and an implementation program for the development of the Project. Ordinance 2005-22 became effective on December 21, 2005, thirty (30) days after adoption, and on the same date, the Development Agreement took effect. B.Pursuant to the California Environmental Quality Act (“CEQA”), the City prepared an Environmental Impact Report (“EIR”) for the Project, which included the Specific Plan itself and the Development Agreement, which EIR was certified by the City Council on October 17, 2005, and for which Resolution No. 2005-81 was adopted on November 7, 2005 making the required findings for each significant effect and including a Statement of Overriding Considerations, and a mitigation/monitoring program was adopted in connection with the Project. C.In 2014, the City Council adopted an addendum to the certified EIR (“Addendum #1”) modifying and removing certain mitigation measures. D.In 2017, 2018, and 2022, the City and GLR entered into three Operating Memoranda pursuant to Paragraph 3.13 of the Development Agreement, each of which has become part of the Development Agreement. E.On October 7, 2024, the City Council approved the Fourth Operating Memorandum to the Development Agreement (“Fourth Operating Memorandum”) and also approved an 7.3 p. 75 of 173 2 4854-5418-3918v1 ALF\04706099 addendum to the EIR (“Addendum #2”) making further minor modifications and clarifications to the Development Agreement. F. One provision of the Fourth Operating Memorandum requires that the City and GLR take all reasonable actions to extend the expiration date of the Term of the Development Agreement by three years, i.e., from December 21, 2025 through and including December 21, 2028. A First Amendment to Development Agreement (“First Amendment”), attached hereto as Exhibit A and incorporated herein by this reference, has been prepared to effectuate that extension of the Term of the Development Agreement. The First Amendment makes no other changes to the Development Agreement, and thus does not require independent CEQA review, beyond that already undertaken in connection with the adoption of the Fourth Operating Memorandum. G. A public hearing on the proposed First Amendment was held before the Planning Commission on December 5, 2024, for which public notice was given as provided by law and at which all persons desiring to be heard were given an opportunity to be heard, and following the hearing the Planning Commission recommended approval of the First Amendment. H. A public hearing on the proposed First Amendment was held before the City Council on January 6, 2025, for which public notice was given as provided by law, and at which all persons desiring to be heard were given an opportunity to be heard. The City Council has duly considered all testimony received, both oral and written. SECTION II. FINDINGS AND DETERMINATIONS On the basis of the foregoing Recitals and the specific conclusions set forth below, the City Council finds and determines that: 1. The Development Agreement as modified by the First Amendment is consistent with the objectives, policies, general land uses and programs specified and contained in the City’s General Plan and the Specific Plan. 2. The City has taken all steps required by State Law and by CEQA in order to approve the First Amendment. SECTION III. APPROVAL The City Council hereby approves the First Amendment and authorizes the Mayor to execute the First Amendment, a copy of which is attached hereto as Exhibit “A.” 7.3 p. 76 of 173 3 4854-5418-3918v1 ALF\04706099 SECTION IV. EFFECTIVE DATE This ordinance shall take effect and be in full force thirty (30) days from and after its adoption, and on that same date the First Amendment shall take effect. SECTION V. RECORDATION Not later than ten (10) days after the City’s execution and acknowledgment of the First Amendment, the City Clerk shall submit the First Amendment to the County Recorder for recordation. PASSED AND ADOPTED this day of ___________, 2025, by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: APPROVED: ___________________________ Greg Bozzo, Mayor ATTEST: ___________________________________ Beth Minor, Interim City Clerk 7.3 p. 77 of 173 Exhibit A 7.3 p. 78 of 173 Page 1 of 4 4867-0861-9759v2 ALF\04706099 FIRST AMENDMENT TO DEVELOPMENT AGREEMENT – GLEN LOMA RANCH This First Amendment (“First Amendment”) to the Development Agreement between City of Gilroy (“City”), Glen Loma Corporation, and the owners of Glen Loma Ranch (“Owners”; Owners together with Glen Loma Corporation are collectively referred to as “GLR”), dated November 21, 2005 (the “Development Agreement”) for the development of the Glen Loma Ranch Project, an area composed of approximately 359 acres of land (of which approximately 185 acres will be developed) northeast of Santa Teresa Boulevard and southwest of Uvas Creek, is entered into in consideration of the following recitals and mutual promises and conditions. WHEREAS, the Development Agreement was approved by the City Council with the adoption of Ordinance 2005-22 on November 21, 2005 (the “Enacting Date”); and WHEREAS, pursuant to Section 1.1 of the Development Agreement, the Effective Date of the Development Agreement is 30 days after the Enacting Date, i.e., December 21, 2005, and pursuant to Section 2.2 of the Development Agreement, the Term of the Development Agreement expires on “the first to occur of the following dates: (a) the date which is twenty (20) years from the Effective Date, or (b) the date on which the development of the Project has been completed in accordance with this Agreement, including the construction the Public Improvement…”; and WHEREAS, Section 2.2. of the Development Agreement provides that an extension of three years to the term of the Development Agreement may be made by amendment to the Development Agreement; and WHEREAS, the City and GLR agreed in the Fourth Operating Memorandum to the Development Agreement, approved by the City Council on October 7, 2024, that they would take all steps reasonably necessary to extend the Term of the Development Agreement by three (3) years; and WHEREAS, The Development Agreement and this First Amendment now apply to the remaining undeveloped areas of the Glen Loma Project more particularly described in Exhibit “1” attached hereto and incorporated herein by this reference. NOW, THEREFORE, in consideration of the foregoing recitals and the mutual covenants and conditions contained herein, the City and GLR agree as follows: 1. In the above-quoted language in section 2.2 of the Development Agreement, the Phrase “the date which is twenty (20) years from the Effective Date” is hereby replaced with the following: “the date which is twenty-three (23) years from the Effective Date.” 2. Capitalized terms in this First Amendment that are not defined herein have the same meaning as in the Development Agreement. 7.3 p. 79 of 173 Page 2 of 4 4867-0861-9759v2 ALF\04706099 3. This First Amendment may be signed in Counterparts. 4. In all other respects, the Development Agreement remains in full force and effect unmodified by this First Amendment. In case of conflict between the Development Agreement and this First Amendment, the terms of this First Amendment shall prevail. The parties execute this First Amendment as of ________________, 2025. CITY: City of Gilroy, a California municipal corporation By: __________________________ Greg Bozzo Mayor DEVELOPER: Glen Loma Corporation, a California corporation By: __________________________ John M. Filice, Jr. President Approved as to Form: By: __________________________ Andrew L. Faber City Attorney 7.3 p. 80 of 173 Page 3 of 4 4867-0861-9759v2 ALF\04706099 OWNERS: Filice Family Estate, a California limited partnership by its General Partner, Cugini Calabria LLC a California limited liability company By: ___________________________ John M. Filice, Jr. Manager Christopher Ranch LLC, a California limited liability company By: ____________________________ Name: ___________________ Title: ____________________ The Christopher Family Partnership, a California limited partnership By: ____________________________ Name: ___________________ Title: ____________________ D Christopher & Sons LLC, a California limited liability company By: ____________________________ Name: ___________________ Title: ____________________ 7.3 p. 81 of 173 Page 4 of 4 4867-0861-9759v2 ALF\04706099 EXHIBIT “1” PROPERTY DESCRIPTION Real properties in the City of Gilroy, County of Santa Clara, State of California, described as follows: Parcel P as shown on the map entitled "TRACT 10472 TOWN CENTER", recorded September 24, 2020, in Book 932, of Maps at Pages 55-61, Santa Clara County records. APN: 808-58-002 and 808-58-003 and Parcels B and C, as shown on the map entitled "Tract 10520, NEBBIOLO, MALVASIA & THE GLEN", recorded September 30, 2020, in Book 933, of Maps at Pages 13-26, Santa Clara County records. APN: 808-58-005 (Parcel B) and 808-18-032 (Parcel C) 7.3 p. 82 of 173 State of California County of ______________________________ } CALIFORNIA ACKNOWLEDGMENT ©2018 National Notary Association A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document. On _________________________ before me, _____________________________________________, personally appeared __________________________________________________________________ __________________________________________________________________________________, who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. Here Insert Name and Title of the Officer Name(s) of Signer(s) Date Signature _________________________________ Place Notary Seal and/or Stamp Above CIVIL CODE § 1189 Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document. OPTIONAL Description of Attached Document Title or Type of Document: _________________________________________________________ Document Date: ___________________________________________ Number of Pages: _________ Signer(s) Other Than Named Above: __________________________________________________ Capacity(ies) Claimed by Signer(s) Signer’s Name: _______________________________☐ Corporate Officer – Title(s): __________________ ☐ Partner – ☐ Limited ☐ General☐ Individual ☐ Attorney in Fact☐ Trustee ☐ Guardian or Conservator☐ Other: _____________________________________ Signer is Representing: ________________________ __________________________________________ Signer’s Name: _______________________________☐ Corporate Officer – Title(s): __________________ ☐ Partner – ☐ Limited ☐ General☐ Individual ☐ Attorney in Fact☐ Trustee ☐ Guardian or Conservator☐ Other: _____________________________________ Signer is Representing: ________________________ ___________________________________________ Signature of Notary Public I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. 7.3 p. 83 of 173 Page 1 of 4 City of Gilroy STAFF REPORT Agenda Item Title: Introduce an Ordinance Approving the First Amendment to the Development Agreement Between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch Project to Extend the Term of the Development Agreement by Three Years Meeting Date: January 6, 2025 From: Jimmy Forbis, City Administrator Department: Community Development Submitted By: Sharon Goei, Community Development Director Prepared By: Cindy McCormick, Planning Manager STRATEGIC PLAN GOALS Not Applicable RECOMMENDATION Council: 1. Determine that the First Amendment to the Glen Loma Ranch Development Agreement does not require independent CEQA review, beyond EIR Addendum #2, undertaken in connection with the adoption of the Fourth Operating Memorandum. 2. Motion to read the ordinance by title only and waive further reading; and 3. Introduce an ordinance of the City Council of the City of Gilroy approving the First Amendment to the Development Agreement between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch project to extend the term of the Development Agreement by three years. EXECUTIVE SUMMARY The Development Agreement for the Glen Loma Ranch development was adopted in 2005 (Ordinance 2005-22) and has a 20-year term expiring on December 21, 2025. Pursuant to Section 2.2 of the Glen Loma Ranch Development Agreement (GLR DA), the term may be extended for three years through an amendment to the GLR DA. The First Amendment to the GLR DA would extend the expiration date of the GLR DA from December 21, 2025 to December 21, 2028. 7.3 p. 84 of 173 Introduce an ordinance approving the First Amendment to the Development Agreement between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch project to extend the term of the Development Agreement by three years City of Gilroy City Council Page 2 of 4 January 6, 2025 BACKGROUND Glen Loma Development: The Glen Loma Ranch Development is an approximately 359-acre property located in the western rolling foothills of Gilroy between Santa Teresa Boulevard and Uvas Creek. On November 7, 2005, the City of Gilroy adopted the Glen Loma Ranch Specific Plan (“Specific Plan”) and certified the Glen Loma Ranch Specific Plan EIR (“Specific Plan EIR”). At that time, the City of Gilroy and the Glen Loma Ranch Corporation (GLR) acknowledged that the development and construction of the Glen Loma Ranch development was a large-scale undertaking, necessitating a development agreement to eliminate uncertainty, secure orderly development, and meet the goals and objectives of the General Plan and the Glen Loma Ranch Specific Plan. Glen Loma Development Agreement: Development agreements are contracts negotiated between project proponents and public agencies that govern the land uses that may be allowed in a particular project. On November 21, 2005, the City of Gilroy and Glen Loma Ranch entered into a Development Agreement (GLR DA) for the development of the Glen Loma Ranch development (Ordinance 2005-22). The effective date of the GLR DA was December 21, 2005, with a 20-year term, expiring on December 21, 2025, or the date on which the development has been completed including the construction of public improvements. The GLR DA also allows for an extension of three years through an amendment to the GLR DA. In 2017, 2018, and 2022, the City and Glen Loma Corporation entered into three Operating Memoranda pursuant to Paragraph 3.13 of the GLR DA, each of which has become part of the GLR DA. On October 7, 2024, the City Council approved the Fourth Operating Memorandum to the GLR DA (Resolution No. 2024-47), which acknowledged that the extension would be processed and approved prior to or coincidentally with either Tentative Map TM 24- 03 or TM 24-02. Both tentative maps are tentatively scheduled for review and recommendation by the Planning Commission on January 16, 2025. Environmental Assessment: Pursuant to the California Environmental Quality Act (“CEQA”), the City prepared an Environmental Impact Report for the Glen Loma Ranch Specific Plan (“Specific Plan EIR”), which was certified by the City Council on October 17, 2005, and adopted by the City Council on November 7, 2005 (Resolution No. 2005- 81). On May 19, 2014, the City Council adopted an addendum to the certified EIR (EIR Addendum #1), modifying Mitigation Measures #4, #23, #31, and deleting Mitigation Measures #32, and #42 (Resolution 2014-19). On October 7, 2024, the City Council adopted a second addendum to the certified EIR (EIR Addendum #2), finding that, under the current planned buildout of 1,467 residential units, Mitigation Measures 36, 37, 39, 41, 43, and 44 are not required and Mitigation Measure 34 has been satisfied through the installed signalization (Resolution No 2024-46). The proposed extension of the Glen Loma Ranch Development Agreement makes no other changes to the Development Agreement or to the Specific Plan EIR, and thus does not require independent CEQA review, beyond EIR Addendum #2. Therefore, the Project is not 7.3 p. 85 of 173 Introduce an ordinance approving the First Amendment to the Development Agreement between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch project to extend the term of the Development Agreement by three years City of Gilroy City Council Page 3 of 4 January 6, 2025 subject to CEQA under the common sense exemption where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment [State CEQA Guidelines Section 15061(b)(3)]. Planning Commission Review: On December 5, 2024, the Planning Commission held a noticed public hearing on the proposed Ordinance and recommended that the City Council adopt the Ordinance approving the First Amendment to the Glen Loma Ranch Development Agreement to extend the term of the Development Agreement by three years. ANALYSIS Glen Loma Ranch Development Agreement Amendment: The proposed amendment modifies section 2.2 of the GLR DA by replacing the phrase “the date which is twenty (20) years from the Effective Date” with the phrase “the date which is twenty-three (23) years from the Effective Date.” In all other respects, the Development Agreement remains in full force and effect, unmodified by the approved amendment. In case of conflict between the GLR DA and the approved amendment, the terms of the approved amendment shall prevail. Findings: The proposed amendment is consistent with the objectives, policies, general land uses and programs specified and contained in the City’s General Plan and the Glen Loma Ranch Specific Plan. The City has taken all steps required by State Law and by CEQA in order to approve the proposed amendment. ALTERNATIVES The City Council could decide not to introduce the Ordinance; however this is not recommended because the Fourth Operating Memorandum to the GLR DA (approved by City Council Resolution No. 2024-47 on October 7, 2024), acknowledged that the extension would be processed and approved in a timely manner. FISCAL IMPACT/FUNDING SOURCE Approval of this extension is consistent with the milestones identified in the Fourth Operating Memorandum to the Glen Loma Ranch Development. The staff time and resources necessary to prepare the documents and publish the public hearing notices were accommodated within existing appropriations and workplan, thus there is no new fiscal impact. PUBLIC OUTREACH The public hearing for the proposed amendment was noticed in the Gilroy Dispatch on December 20, 2024. 7.3 p. 86 of 173 Introduce an ordinance approving the First Amendment to the Development Agreement between the City of Gilroy and Glen Loma Corporation for the Glen Loma Ranch project to extend the term of the Development Agreement by three years City of Gilroy City Council Page 4 of 4 January 6, 2025 NEXT STEPS The ordinance approving the First Amendment to the Glen Loma Ranch Development Agreement is tentatively scheduled to be adopted by the City Council on January 27, 2025. Attachments: 1. Draft Ordinance Approving First Amendment 2. First Amendment to the Glen Loma Ranch Development Agreement 7.3 p. 87 of 173 Page 1 of 2 City of Gilroy STAFF REPORT Agenda Item Title:Approve a Resolution Amending Resolution No. 2023- 27 to Reduce the Number of Council Members Serving on the Downtown Committee. Meeting Date:January 27, 2025 From:Jimmy Forbis, City Administrator Department:Administration Submitted By:Jimmy Forbis, City Administrator Prepared By:Bryce Atkins, Assistant to the City Administrator STRATEGIC PLAN GOALS Promote Economic Development Activities RECOMMENDATION Council adopt the resolution. BACKGROUND On May 1st, 2023, the City Council adopted Resolution No. 2023-27, establishing the Downtown Committee (Committee). The Committee was established with a fifteen member body – five being City Council Members, and the other ten appointed by those five pursuant to the membership provisions in the above referenced resolution. As a result of the elections held on November 5, 2024, three Council Members appointed to the Committee were no longer able to serve. At the January 6, 2025 meeting, the City Council discussed the matter of appointing up to three Council Members to the City Council seats on the Downtown Committee. The Council ultimately appointed two members, and then provided direction to return to Council with a resolution amendment to have the number of City Council member appointees be reduced to four. ANALYSIS Attached is a resolution amending Resolution No. 2023-27, specifically the membership provisions reducing the total membership from fifteen to fourteen members, and the 7.4 p. 88 of 173 Approve a Resolution Amending Resolution No. 2023-27 to Reduce the Number of Council Members Serving on the Downtown Committee. City of Gilroy City Council Page 2 of 2 January 27, 2025 total number of Council members from five to four. No other changes are made by adoption of the proposed amending resolution. ALTERNATIVES Council may modify or reject the resolution. This is not recommended as this is a resolution memorializing the decision made by Council on January 6, 2025. FISCAL IMPACT/FUNDING SOURCE None. PUBLIC OUTREACH This item was discussed at the January 6, 2025 public City Council meeting, and was included on the publicly posted agenda for this meeting. NEXT STEPS If adopted, the resolution will be executed and the membership structure will be modified accordingly. Attachments: 1. Proposed Amending Resolution 2. Resolution 2023-27 7.4 p. 89 of 173 RESOLUTION NO. 2025-XX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GILROY AMENDING RESOLUTION NO. 2023-27, ESTABLISHMENT OF THE DOWNTOWN COMMITTEE, REGARDING THE NUMBER OF APPOINTED CITY COUNCIL MEMBERS TO THE DOWNTOWN COMMITTEE WHEREAS, on May 1, 2023, the City Council adopted Resolution No. 2023-27 establishing the Downtown Committee; and WHEREAS, the membership of the Downtown Committee was originally comprised of fifteen members, five of which were to be City Council Members appointed by the City Council from among its own membership; and WHEREAS, after the November 5, 2024 elections and the seating of new Council Members, the City Council on January 6, 2025 appointed two new Downtown Committee members and directed the reduction of the number of Council Member appointees from five to four. NOW, THEREFORE, BE IT RESOLVED BY the City Council of the City of Gilroy that Resolution No. 2023-27, establishing a Downtown Committee, particularly the section entitled “Membership”, is hereby amended to read as follows: Membership. The total membership of the Committee shall be fourteen (14) members. The Committee shall consist of four Council Members as appointed by the City Council. Each appointed Council Member may appoint two additional members of their choice from the residential community, business owners or property owners from downtown Gilroy. Members shall serve for the term of the Committee as defined below. Public Members shall remain the same through the original expiration date of the Downtown Committee. Members of the Committee are tasked to complete the work of the Committee, with limited staff support as identified in the Powers and Scope section below. PASSED AND ADOPTED this 27th day of January 2025 by the following roll call vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: APPROVED: ______________________________ Greg Bozzo, Mayor ATTEST: Beth Minor, Interim City Clerk 7.4 p. 90 of 173 Resolution No. 2025-XX Amending Resolution No. 2023-27, establishment of the Downtown Committee, regarding the number of appointed City Council Members to the Downtown Committee City Council Regular Meeting | January 27, 2025 Page 2 of 2 CERTIFICATE OF THE CLERK I, BETH MINOR, Interim 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, January 27, 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. ____________________________________ Beth Minor Interim City Clerk of the City of Gilroy (Seal) 7.4 p. 91 of 173 RESOLUTION NO. 2023-27 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GILROY ESTABLISHING A DOWNTOWN COMMITTEE WHEREAS, the City Council of the City of Gilroy wishes to create an Advisory Committee of members from the City Council and stakeholders in downtown Gilroy to provide recommendations and input into the completion of the adopted downtown recommendations of the City Council in the first year, and other downtown related activities in the second year; and WHEREAS, for purposes of this Downtown Committee, downtown Gilroy is defined as the area bordered by First Street to the north, Tenth Street to the south, Eigleberry Street to the west, and Railroad Street to the east. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Gilroy does hereby establish the Downtown Committee (Committee), with the duties, powers and structure as follows: Membership. The total membership of the Committee shall be fifteen (15) members. The Committee shall consist of five Council Members as appointed by the City Council. Each appointed Council Member may appoint two additional members of their choice from the residential community, business owners or property owners from downtown Gilroy. Members shall serve for the term of the Committee as defined below. Members of the Committee are tasked to complete the work of the Committee, with limited staff support as identified in the Powers and Scope section below. Attendance and Vacancies. Council Members retain control of the seats that they appoint, and when such seats are vacated, the Council Member originally appointing that seat shall reappoint another qualifying candidate as described above to that seat. The Council Vacancy Policy on boards and commissions shall apply to the public members , including removal for excess absences. Presiding Officers. Council Member Marques shall be the Chair of the Committee and preside over the meetings of the Committee. Council Member Tovar shall be Vice -Chair and perform the duties of Committee Chair in the absence of Chair Marques. The City Administrator will provide administrative support to the Committee. Term. The Committee shall have a term of twenty-four (24) months, ending on April 30, 2025. At the expiration of the term, the Committee shall automatically be dissolved unless the term is extended by the City Council. Meetings. The Committee shall initially hold meetings monthly. The meetings shall be held in the Gilroy City Council Chambers at 8:00 AM on the second Tuesday of each month, beginning in May 2023. The meeting schedule may be changed by the Committee to meet less frequently, for example, quarterly. The Committee may hold special meetings on an as-needed basis at the call of the Chair or as otherwise requested by the City Council. A quorum of the Committee shall consist of eight Committee members. The affirmative vote of a simple majority of the members present, which must include the 7.4 p. 92 of 173 Resolution No. 2023-27 Formation of Downtown Committee City Council Regular Meeting | May 1, 2023 Page 2 of 3 affirmative vote of at least three Council Members, shall be required for the Committee to take any action. Powers and Scope. The Committee will have the authority and duty to: a) Act in an advisory capacity to the City Council and City Administrator in matters pertaining to downtown Gilroy, as defined in the recitals above, with an initial focus on the outstanding downtown recommendations that were adopted by the City Council in October 2022. Once the work on those recommendations is prioritized and a workplan is underway by Committee members, other topics and recommendations relating to other downtown Gilroy subject matters may be explored; b) Report back to the Council periodically at frequencies determined by the Committee, but no less than annually. The Committee has no authority to provide direction to City staff but may make recommendations to the full Council for their consideration of providing direction to staff; c) Identify problems and, with Council approval, study such problems, activities, and concerns regarding the downtown, hold forums on such problems, and recommend programs, policies, and procedures to the City Administrator and City Council which the Committee finds necessary or desirable; d) Perform such other duties related to downtown Gilroy as may be directed by the City Council. Operation of the Committee. The work of the Committee shall be performed by the members of the Committee. The City Council, by this Resolution, hereby dedicates City staff resources limited to performing administrative functions to support the Committee, which is limited to agenda preparation and posting, meeting attendance, and meeting minutes preparation. The Committee shall comply and be governed by the State Ralph M. Brown Act and all other applicable State laws and local ordinances and policies. The Committee has purely advisory functions, and the public members are not considered to be “public officials” for the purposes of the Fair Political Practices Act. 7.4 p. 93 of 173 Resolution No. 2023-27 Formation of Downtown Committee City Council Regular Meeting | May 1, 2023 Page 3 of 3 PASSED AND ADOPTED this 1st day of May 2023 by the following vote: AYES: COUNCIL MEMBERS: BRACCO, CLINE, HILTON, MARQUES, TOVAR, BLANKLEY NOES: COUNCIL MEMBERS: NONE ABSTAIN: COUNCIL MEMBERS: NONE ABSENT: COUNCIL MEMBERS: ARMENDARIZ APPROVED: Marie Blankley, Mayor ATTEST: Thai Nam Pham, City Clerk Marie Blankley (May 3, 2023 17:08 PDT) Marie Blankley 7.4 p. 94 of 173 CERTIFICATE OF THE CLERK I, THAI NAM PHAM, City Clerk of the City of Gilroy, do hereby certify that the attached Resolution No. 2023-27 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, May 1, 2023, at which meeting a quorum was present. IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Gilroy this Monday, May 1, 2023. Thai Nam Pham, CMC, CPMC City Clerk of the City of Gilroy Seal) 7.4 p. 95 of 173 Page 1 of 3 City of Gilroy STAFF REPORT Agenda Item Title:Award a Three-Year Contract to Secure Guard Security Services in a Total Amount of $233,451 with an Annual Not-to-Exceed Amount of $77,817 for Park Patrol Security Services, with Up to Two, One-Year Extension Options Meeting Date:January 27, 2025 From:Jimmy Forbis, City Administrator Department:Public Works Submitted By:Matt Jones, Deputy Public Works Director Prepared By:Karen Gumin, Management Analyst STRATEGIC PLAN GOALS Maintain and Improve City Infrastructure RECOMMENDATION City Council: 1. Approve the award of a three-year agreement with Secure Guard Security Services for Park Patrol Security Services in the amount of $233,451, with an annual not-to-exceed amount of $77,817 and with two, one-year extension options. 2. Authorize the City Administrator to execute the contract and associated documents. EXECUTIVE SUMMARY The City of Gilroy initiated private park patrols in 2015 to address safety concerns in the parks. The current contract, awarded in 2019, will expire on January 31, 2025. A new Request for Proposals (RFP) was issued in October 2024, and ten proposals were received. Based on a thorough evaluation, staff recommends awarding a three-year contract to Secure Guard Security Services. This contract will continue to enhance public safety across the City’s 17 parks and 19 trails, covering over 310 acres. 8.1 p. 96 of 173 Award a Three-Year Contract to Secure Guard Security Services in a Total Amount of $233,451.00 with an Annual Not-to-Exceed Amount of $77,817 for Park Patrol Security Services, with Up to Two, One-Year Extension Options City of Gilroy City Council Page 2 of 3 January 27, 2025 BACKGROUND The City of Gilroy has utilized private security patrol services since 2015 to mitigate vandalism, trespassing and theft. Private patrol security services proved to be effective to enhance public safety, documenting graffiti, reduce vandalism, eject after hours trespassers and increase patrol activity. Additionally, the parks patrol routine security services include park closures and openings, securing restrooms and gates, responding to incidents and providing daily activity and incident reports to City management. In addition to the primary park locations, the contracted services include nineteen trails and facilities on patrol standby as needed at the City’s discretion. The current contract with First Alarm Security and Patrol expires January 31, 2025. The new contract will ensure uninterrupted service and continued safety enhancements. ANALYSIS The RFP for Park Patrol Security Services was issued on October 14, 2024, and advertised through the City’s website and local news media. By the submission deadline of November 5, 2024, ten proposals were received. A three-member evaluation panel reviewed proposals based on the following criteria: 1. Cost of Services; 2. Staff Management Plan; 3. Safety Practices; 4. Proximity to Gilroy; 5. Expertise and Range of Services; and 6. Client References. Based on the panel’s evaluation of the ten proposals, Secure Guard Security Services is the recommended contractor. Secure Guard Security Services was identified as the most qualified contractor, demonstrating exceptional experience and trained personnel. The proposed hourly rate and total costs are competitive and aligned with City needs. ALTERNATIVES Council may choose to reject the recommended proposal. This is not recommended as either an extension to the existing contract, reduction of coverage, or additional staffing may be required. FISCAL IMPACT/FUNDING SOURCE Staff anticipates the total cost for the Parks Patrol Security Services to be approximately $77,817 per year, inclusive of labor and vehicle costs. Funding for the annual security services is included within the Public Works Department’s budget in the General Fund (100) and is within the existing appropriations. It should be noted that the proposed annual fee of $77,817 is for the first three fiscal years of the contract and may vary if the contract is extended for one or two additional years. The total 3-year contract amount accounts for holiday pay rates in addition to the regular hourly rate of patrol services in a given year. 8.1 p. 97 of 173 Award a Three-Year Contract to Secure Guard Security Services in a Total Amount of $233,451.00 with an Annual Not-to-Exceed Amount of $77,817 for Park Patrol Security Services, with Up to Two, One-Year Extension Options City of Gilroy City Council Page 3 of 3 January 27, 2025 Date Amount February 1, 2025 – January 30th, 2026 $77,817 February 1, 2026 – January 30th, 2027 $77,817 February 1, 2027 – January 30th, 2028 $77,817 Total 3-Year Contract $233,451 PUBLIC OUTREACH This item is included on the public posted agenda for the January 27th, 2025 City Council meeting. NEXT STEPS Subject to City Council approval, the City Administrator will execute the contract with Secure Guard Services, along with the associated documents. The Parks Patrol Security Services contract will commence upon execution of the contract. Attachments: 1. Agreement with Secure Guard Security Services for Park Patrol Security Services. 8.1 p. 98 of 173 8.1 p. 99 of 173 8.1 p. 100 of 173 8.1 p. 101 of 173 8.1 p. 102 of 173 8.1 p. 103 of 173 8.1 p. 104 of 173 8.1 p. 105 of 173 8.1 p. 106 of 173 8.1 p. 107 of 173 8.1 p. 108 of 173 8.1 p. 109 of 173 8.1 p. 110 of 173 8.1 p. 111 of 173 8.1 p. 112 of 173 8.1 p. 113 of 173 8.1 p. 114 of 173 8.1 p. 115 of 173 8.1 p. 116 of 173 Page 1 of 4 City of Gilroy STAFF REPORT Agenda Item Title:Award a Contract to Apex Companies for the FY25 Installation of Small Trash Capture Devices Project No. 25-PW-293 in the amount of $189,800; Approve a Budget Amendment; Approve a Project Contingency of $60,200; Approve a Total Project Expenditure of $250,000 for Construction; and Adopt a Resolution Amending the Fiscal Year 2025 Budget Meeting Date:January 27, 2025 From:Jimmy Forbis, City Administrator Department:Public Works Submitted By:Daniel Padilla, City Engineer Prepared By:Mark Johnson, Environmental Programs Manager STRATEGIC PLAN GOALS Maintain and Improve City Infrastructure RECOMMENDATION 1. Award a contract in the amount of $189,800 to Apex Companies for FY25 Small Trash Capture Devices Project (No. 25-PW-293); Approve a project contingency of $60,200; Approve a total project expenditure of $250,000; and Authorize the City Administrator to execute the contract and associated documents. 2. Adopt a resolution amending the Fiscal Year 2024-25 budget in Fund 410 – Storm Drain Development Fund and in Fund 422 – Stormwater Management Fund. EXECUTIVE SUMMARY The completion of this Project (No. 25-PW-293) will help the City make significant progress in meeting State requirements to prevent trash from polluting local waterways. Under the Statewide Trash Provisions, municipalities are required to eliminate trash from the Municipal Separate Storm Sewer System (MS4) by 2030. To meet an interim 8.2 p. 117 of 173 Award a Contract to Apex Companies for the FY25 Installation of Small Trash Capture Devices Project No. 25-PW-293 in the amount of $189,800; Approve a Budget Amendment; Approve a Project Contingency of $60,200; Approve a Total Project Expenditure of $250,000 for Construction; and Adopt a Resolution Amending the Fiscal Year 2025 Budget City of Gilroy City Council Page 2 of 4 January 27, 20251 8 7 7 or milestone requirement, the State mandates achieving at least 35% area coverage of targeted, high-priority areas by 2026. This project includes installing 80 certified trash capture devices in strategic locations to intercept trash and prevent it from entering the stormwater system, ensuring compliance with these regulations. BACKGROUND On April 7, 2015, the State Water Resources Control Board (SWRCB) adopted the Statewide Trash Provisions (Provisions) to address the pervasive issue of trash pollution in California's waterways. These provisions established a statewide water quality objective for trash, combined with a prohibition on trash discharges into state waters. The Provisions aim to improve water quality and protect aquatic life, public health, and recreational resources. To enforce compliance, the SWRCB issued a Water Code Section 13383 Order on June 1, 2017. This order, titled "Order to Submit Method to Comply with Statewide Trash Provisions; Requirements for Traditional Small Municipal Separate Storm Sewer System (MS4) Permittees," outlines the initial steps municipalities must take to comply with the Trash Provisions. It offers two pathways for compliance: Track 1: Installation of Full Capture Systems in storm drain networks to intercept trash before it enters water bodies. Track 2: Implementation of a Full Capture System Equivalency approach, which combines partial capture systems with enhanced programs like street sweeping and public outreach to achieve comparable results. In August 2017, the City elected to comply under the Track 1 option and identified catch basins in Priority Land Use Areas such as high density residential, commercial, and industrial zones along with the corresponding storm drain facility network where Full Capture Systems will be implemented. ANALYSIS This project was publicly advertised, and 3 sealed bids were received on December 18, 2024. A bid summary is provided below. RANK COMPANY NAME TOTAL BASE BID BID ADDITIVE ALTERNATE 1 TOTAL 1 Apex Companies $165,800 $24,000 $189,800 2 MBS Engineering $206,447 $56,000 $262,447 3 Silman Industries $263,524 $72,430 $335,954 8.2 p. 118 of 173 Award a Contract to Apex Companies for the FY25 Installation of Small Trash Capture Devices Project No. 25-PW-293 in the amount of $189,800; Approve a Budget Amendment; Approve a Project Contingency of $60,200; Approve a Total Project Expenditure of $250,000 for Construction; and Adopt a Resolution Amending the Fiscal Year 2025 Budget City of Gilroy City Council Page 3 of 4 January 27, 20251 8 7 7 The lowest responsive and responsible bidder was Apex Companies with a base bid of $165,800. Staff recommends awarding the contract to Apex Companies and including the additive alternate of $24,000 for a Total amount of $189,800. The additive alternate will cover maintenance that entails cleaning all trash capture devices and catch basins once per year for two years. The locations were selected based on priority land uses in locations generating high trash volumes. The trash capture devices will be installed in, and in the vicinity of, the following streets: 1. Arroyo Circle 2. Cameron Blvd. 3. Camino Arroyo 4. 1050 Hecker Pass Road 5. Holloway Rd 6. Gilman Rd 6. Venture Way ALTERNATIVES The alternative to the staff recommendation is to reject all bids and not award the construction contract. This option is not recommended as staff does not believe it will lead to lower costs and it will make it more difficult to comply with the State Trash Provisions. FISCAL IMPACT/FUNDING SOURCE The Total Bid, including the Base Bid and Additive Alternate 1 is $189,800. Staff also recommends approval of a contingency in the amount of $60,200 for a total construction allocation of $250,000. Since this is a first-of-its-kind project that the City is embarking on, staff is proposing to establish this higher-than-normal contingency amount, and if not utilized, the City could repurpose to possibly install additional capture devices, which could further attain meeting the State requirements and deadlines. The Stormwater Management Fund (Fund 422) is the recommended source for this project, which has sufficient fund balance to accommodate this project. This project was originally budgeted in the Capital Improvement Program using Storm Drain Development Fund 410, but a budget amendment will revise the amount and funding source (from Fund 410 to 422), primarily to preserve the Storm Drain Development funds for the impact fee program projects. A budget amendment resolution is included with the staff report and is summarized below. Fund Description FY25 Amended Budget FY25 Recommended Budget 8.2 p. 119 of 173 Award a Contract to Apex Companies for the FY25 Installation of Small Trash Capture Devices Project No. 25-PW-293 in the amount of $189,800; Approve a Budget Amendment; Approve a Project Contingency of $60,200; Approve a Total Project Expenditure of $250,000 for Construction; and Adopt a Resolution Amending the Fiscal Year 2025 Budget City of Gilroy City Council Page 4 of 4 January 27, 20251 8 7 7 Storm Drain Development Fund (410) $237,600.00 - Stormwater Management Fund (422) -$250,000.00 Ongoing maintenance will be required on the trash capture devices. Public Works Operations staff will need to dedicate more time to cleaning the devices and the catch basins. Public Works will bring funding options to pay for the additional maintenance costs to the City Council for their consideration during the FY 25-26 and 26-27 Budget process. PUBLIC OUTREACH Not Applicable for this specific project. NEXT STEPS Upon Council’s approval of this contract, the contract will be executed, and staff will work with the contractor to complete this project. Upon completion of the trash capture devices installation and City acceptance, a new contract will be executed for the two- year maintenance period. Staff will bring maintenance funding options to the City Council for consideration through the FY 25-26 and FY 26-27 Budget process. Attachments: 1. Apex Companies – Agreement 2. Budget Amendment Resolution 8.2 p. 120 of 173 8.2 p. 121 of 173 8.2 p. 122 of 173 8.2 p. 123 of 173 8.2 p. 124 of 173 RESOLUTION NO. 2025-XX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GILROY AMENDING THE BUDGET FOR THE CITY OF GILROY FOR 2024-2025 FISCAL YEAR WHEREAS, the City Administrator prepared and submitted to the City Council a budget for the City of Gilroy for Fiscal Years 2023-2024 and 2024-2025, and the City Council carefully examined, considered and adopted the same on June 5, 2023; and WHEREAS, City Staff has prepared and submitted to the City Council proposed amendments to the budget for Fiscal Year 2024-2025 (FY25) for the City of Gilroy in the staff report dated January 27, 2025, for the award of the FY25 Installation of Small Trash Capture Devices Project No. 25-PW-293. NOW, THEREFORE, BE IT RESOLVED THAT the expenditure appropriations for Fiscal Year 2024-2025 in Fund 422 – Stormwater Management Fund shall be increased by $250,000, in Fund 410 – Storm Drain Development Fund shall be decreased by $237,600. PASSED AND ADOPTED this 27th day of January 2025 by the following roll call vote: AYES:COUNCIL MEMBERS: NOES:COUNCIL MEMBERS: ABSTAIN:COUNCIL MEMBERS: ABSENT:COUNCIL MEMBERS: APPROVED: Greg Bozzo, Mayor ATTEST: _______________________ Beth Minor, Interim City Clerk 8.2 p. 125 of 173 Page 1 of 3 City of Gilroy STAFF REPORT Agenda Item Title:Inclusionary Housing Policy Update Meeting Date:January 27, 2025 From:Jimmy Forbis, City Administrator Department:Community Development Submitted By:Sharon Goei, Community Development Director Prepared By:Sharon Goei, Community Development Director Christie Thomas, Housing and Community Services Manager STRATEGIC PLAN GOALS Promote Safe Affordable Housing for All RECOMMENDATION Receive update on inclusionary housing policy work. BACKGROUND The City of Gilroy’s 2023-2031 Housing Element includes a program to create an Inclusionary Housing Policy/Ordinance. The goal of the policy/ordinance is to develop housing incentives and appropriate requirements that will help facilitate moderate, low, very low, and extremely low affordable housing without significantly constraining housing production. Gilroy’s Regional Housing Needs Allocation (RHNA) for the 2023- 2031 planning cycle is 1,773 units, including 669 very low income, 385 low income, 200 moderate income, and 519 above moderate income units. In April 2023, the City issued a Request for Proposals to develop an inclusionary housing framework. After reviewing proposals, the City selected ECONorthwest as the consultant and executed a contract with ECONorthwest in June 2023. In November 2023, the consultant presented to the City Council a brief overview of the City’s affordable housing needs, examples of policies from other cities in the region, a summary of the legal context surrounding inclusionary housing, and an introduction to the concept of inclusionary housing feasibility. In November 2023, City staff and the consultant also hosted a community workshop focused on inclusionary housing. 10.1 p. 126 of 173 Inclusionary Housing Policy Update City of Gilroy City Council Page 2 of 3 January 27, 20251 8 8 4 In February 2024, City staff partnered with SV@Home to host a community workshop on the foundations of affordable housing. ANALYSIS In February 2024, ECONorthwest informed staff that it would be challenging under current economic conditions for developments to support below-market rate units. Housing is primarily delivered by the private sector with profit interests that balance project risks. One would not want an inclusionary housing requirement to hinder or halt new development, nor leave untapped an opportunity to produce affordable housing. An inclusionary housing policy should be planned for improved economic conditions in the future where new housing developments in Gilroy would be financially feasible with an inclusionary requirement. At workshops and events throughout 2023 and 2024, informal conversations with affordable housing policy specialists, such as the SV@Home Director of Policy, also suggested that the feasibility of an inclusionary housing policy is grounded in market reality and changing market conditions, and improved economic conditions would be needed to support an inclusionary policy. With the suggestion from the consultant to plan to implement an inclusionary housing policy only after economic conditions have improved, and to avoid a decrease in overall housing development in the City, it became clear that staff had to seek alternative pathways to continue the work on policy development and affordable housing production. As staff actively participates in regional initiatives and continually explores affordable housing opportunities, staff pivoted and re-focused on a multi- jurisdictional/regional Grand Nexus and Feasibility Study being conducted by the Santa Clara County Planning Collaborative. In May 2024, staff began working with the Santa Clara County Planning Collaborative on a commercial nexus study and feasibility analysis. A commercial nexus study will demonstrate the impact of new commercial development on affordable housing needs and identify possible commercial linkage fees that could be used to develop affordable housing. In November 2024, the City entered into a Memorandum of Understanding with the Collaborative’s consultant and jurisdictions taking part in the study. In December 2024, after participating further in the Planning Collaborative, staff saw the opportunity and recognized the benefits of joining a regional effort to complete the inclusionary housing study and gain further insights on changing economic and market conditions. As part of the regional Grand Nexus and Feasibility Study, staff joined the Collaborative on a residential nexus study, residential feasibility study and inclusionary analysis, in addition to the commercial nexus study and feasibility analysis. Conducting these studies as part of the regional collaborative also provides financial efficiency. The Collaborative’s Grand Nexus and Feasibility Study will examine the feasibility and address the legal requirements of inclusionary housing and fee requirements by sharing 10.1 p. 127 of 173 Inclusionary Housing Policy Update City of Gilroy City Council Page 3 of 3 January 27, 20251 8 8 4 analysis and resources for the jurisdictions participating in this collaborative effort. This approach enables the City to participate in a regional initiative, providing analytical benefits due to the collective data gathered. This approach can also help promote the equitable distribution of housing opportunities, strategic utilization of resources, and the alleviation of affordable housing challenges throughout the region. Staff has been planning to provide Council an update on the inclusionary housing policy work since 2024 and recommends that Council receive this update report on the inclusionary housing policy work. FISCAL IMPACT/FUNDING SOURCE Gilroy’s addition to the residential nexus and feasibility studies of the Collaborative requires approximately $33,000. Participating in the commercial nexus and feasibility studies was planned and required $29,148. There is sufficient funding in the department budget to support these efforts within existing appropriations. Conducting these studies as part of the regional collaborative allows analysis- and resource-sharing and provides financial efficiency. NEXT STEPS The Collaborative’s Grand Nexus and Feasibility Study is projected to be completed in fall 2025. Subsequent to the Study, staff will begin formulating an inclusionary housing ordinance/affordable housing policy and conduct outreach efforts, anticipated in the first half of 2026. 10.1 p. 128 of 173 Page 1 of 6 City of Gilroy STAFF REPORT Agenda Item Title:2025 City Administrator Performance Evaluation Process Meeting Date:January 27, 2025 From:Jimmy Forbis, City Administrator Department:Administration Submitted By:Jimmy Forbis, City Administrator Prepared By:Bryce Atkins, Assistant to the City Administrator STRATEGIC PLAN GOALS Not Applicable RECOMMENDATION Council appoints a three-member Council sub-Committee and direct them to: 1. Engage and interview a consultant to establish the annual City Administrator performance evaluation process; 2. Provide a recommendation to the full Council for a consultant tasked with creating and implementing an evaluation process for the City Administrator that utilizes industry standards and best practices and complies with the International City Management Association (ICMA) guidelines for the City Administrator to obtain certification as a Credentialed Manager (CM). BACKGROUND The City Council’s oversight of the City Administrator is a cornerstone of effective municipal governance. A well-structured and objective performance evaluation process is a powerful tool for setting clear expectations, measuring accomplishments, and promoting continuous improvement. Currently, the City lacks a formalized process for evaluating the City Administrator’s performance, which is in line with best practices for California municipal organizations. It's important to note that the current City 11.1 p. 129 of 173 Creation of a Process to Evaluate the Gilroy City Administrator City of Gilroy City Council Page 2 of 6 January 27, 2025 Administrator is striving to obtain his International City Management Association (ICMA) designation as a Credentialed Manager (CM). This credential requires an ICMA- approved evaluation process, which covers 14 core evaluation areas essential for effective local government management and leadership. ANALYSIS In developing a recommendation to the City Council, staff obtained information from cities in the region to understand how high performing cities evaluate their City Manager.  Palo Alto  Mountain View  Cupertino  Sunnyvale  Santa Clara  San Mateo These cities implement best practices outlined in the Manager Evaluation Handbook created by ICMA (attached). The Handbook describes a process that enhances communication between the City Administrator and the Council regarding the administrator's performance in fulfilling assigned duties. It also establishes specific work-related goals, objectives, and performance measures for the upcoming year. As the City Council prepares for the Fiscal Year 2026 and 2027 budget process, this is an ideal opportunity to align the City Administrator's performance with the Council's budget and work plan, which will be adopted in June 2025. High-functioning organizations typically engage an expert consultant in this area, as many City Council members lack experience in evaluating an organization's chief executive. They also rely on a consultant to facilitate communication between the Council, the community, City staff, and the City Administrator. Also, an expert consultant can bring objectivity to the process as they are not a vested party. Other Agency Researched Trends In researching other entities that have established similar evaluation processes (Campbell, Los Altos, Menlo Park, Mountain View, Santa Clara, Sunnyvale, and Palo Alto), several trends have been identified as best practices utilized: Annual Review: Each agency conducts a yearly review of their City Manager. Some agencies determine from year to year that the reviews may be more 11.1 p. 130 of 173 Creation of a Process to Evaluate the Gilroy City Administrator City of Gilroy City Council Page 3 of 6 January 27, 2025 limited in scope, depending upon external factors such as limited budget or time constraints. Performance Review Policy for City Manager: Only the larger agencies surveyed, such as Mountain View and Sunnyvale, have a formal written policy that details the process for City Manager performance review. Sunnyvale is reevaluating its current processes. The other agencies surveyed rely on past practices to guide the City Manager evaluation process instead of a written policy. Setting an Annual Time Frame and Schedule for Evaluation and Review: In the larger agencies, the City Manager review process begins by confirming the time frame and key milestones. Mountain View also sets a schedule that identifies when closed sessions and various Council meetings will be devoted to evaluation. Subcommittees: Several agencies utilize a subcommittee, which may, for example, consist of the Mayor and two other Councilmembers, to facilitate the evaluation process, work directly with the City Manager, give the evaluation to the City Manager, and negotiate the compensation. These subcommittees also serve to establish and drive the timeline for the evaluation process. City Managers prepare a summary report for the Council to serve as a tool for evaluation: In almost all cases, the City Manager must prepare a report to provide details of issues, significant accomplishments, and goals for the upcoming performance year. In some agencies, the City Manager directs the Executive Team (typically Department Heads) to provide information on their significant accomplishments and upcoming goals, which are included in the City Manager's report to the Council. Performance Evaluation Form: The larger agencies use an evaluation form for the City Manager to complete for Council review. In the case of one city, the evaluation is given to the City Manager, and each Council member also completes an evaluation form on the City Manager's performance. Other agencies rely on the City Manager's summary report for evaluation. Question and Answer Session with the City Manager: In one agency, the Council works with its evaluation subcommittee to develop specific questions to ask the City Manager after the Council has received the City Manager's own report or performance evaluation. In a closed session Q&A with the Council and facilitated by the subcommittee members, each City Manager can answer Council members' questions. This Q&A session is factored in the 11.1 p. 131 of 173 Creation of a Process to Evaluate the Gilroy City Administrator City of Gilroy City Council Page 4 of 6 January 27, 2025 evaluation process timeline and allows for open dialogue with the Council and the City Manager in a structured format. Confidential Evaluation Report: The Council prepares and presents a confidential report to the City Manager in all cases. In all cases, this report is placed in the City Manager's confidential personnel file. Consultants: Half of the cities reported using a consultant to facilitate the evaluation process, particularly with a new City Manager. Consultants are used in some agencies to implement 360-degree reviews of the City Manager. Also, consultants assist the City Manager and Councils in setting performance goals for the upcoming year. One city has written into its policy that a consultant will be permitted to facilitate the more in-depth performance review process every three years. Goal Setting Process: Agencies report using a consultant to work with the Council in goal-setting processes for the agency and thereby determine the performance goals for the City Manager as a result of the goal-setting process. Closed Sessions: In all cases, closed sessions were set up with the evaluation subcommittee and/or the whole Council and the City Manager to discuss performance. Salary Surveys: In all agencies, the Council is provided with compensation information, which is used after the evaluation to help determine the appropriate compensation adjustment for the City Manager. Usually, Human Resources staff conduct compensation surveys or provide survey data based on agreed-upon local comparator agencies. Public Meetings to approve compensation adjustments: After the evaluation is complete and the compensation for the City Manager is agreed upon, the final approval for compensation is presented in a public Council meeting (as required by State law). International City/County Management Association (ICMA) Recommendations Staff also pulled information from ICMA, the industry association for local government management. They produced an 18-page handbook for Manager evaluations (attached). It identifies as the key step the development of the rating instrument, and then guidance on how to evaluate performance. 11.1 p. 132 of 173 Creation of a Process to Evaluate the Gilroy City Administrator City of Gilroy City Council Page 5 of 6 January 27, 2025 It recommends that councils may find it helpful to use an independent consultant, especially if the elected body is not experienced in the performance evaluation process for local government. The handbook provides options and input into potential processes, but identifies that the elected body, in consultation with the manager, should customize the process to fit the organization and priorities of the local government. Recommended Action Based on this preliminary research, the City Administrator recommends that the City Council form a sub-committee consisting of the Mayor and two additional Councilmembers to develop a process for Gilroy’s City Council to evaluate its City Administrator. Creating a sub-committee will allow for focused attention on developing a robust evaluation process. The sub-committee is also recommended to select a qualified consultant with relevant experience along with a strong positive reputation in establishing and administering executive performance appraisals for California municipalities. This consultant will provide expertise in designing an evaluation process and rating instrument that is equitable, results-based, and consistent with industry best practices. The sub-committee would work closely with the consultant and the City Administrator to ensure the process is: Objective and aligned with the City’s strategic goals. Focused on and considers performance and attainment of goals and milestones established for the City Administrator. Incorporates feedback from the community including City partners, local non- profit, boards and commissions and the public. Reflective of best practices within California municipalities. Designed to provide actionable feedback for professional growth and organizational improvement. Once the evaluation process is developed, it is recommended that the sub-committee present its recommendations to the full City Council for consideration and approval. ALTERNATIVES Council may choose to explore a different method for developing the evaluation process for the City Administrator. Staff recommends the proposed process because it aligns with industry best practices and is utilized by other reputable, high-performing cities. 11.1 p. 133 of 173 Creation of a Process to Evaluate the Gilroy City Administrator City of Gilroy City Council Page 6 of 6 January 27, 2025 FISCAL IMPACT/FUNDING SOURCE The formation of the committee does not create a fiscal impact. Securing a consultant will carry a cost in an amount that is not currently known, but such costs will be absorbed within existing appropriations. PUBLIC OUTREACH This item was included on the publicly posted agenda for this meeting, and the finalization of the process will be returning to Council in a public meeting in the future. NEXT STEPS If approved, staff will work with Council’s selected committee to implement the creation of the evaluation process. Attachments: 1. ICMA Manager Evaluations Handbook. 11.1 p. 134 of 173 Manager Evaluations HANDBOOK 11.1 p. 135 of 173 ICMA advances professional local government worldwide. Its mission is to create excellence in local governance by developing and advancing professional management of local government. ICMA, the International City/County Management Association, provides member support; publications, data, and information; peer and results-oriented assistance; and training and professional development to more than 9,000 city, town, and county experts and other individuals and organizations throughout the world. The management decisions made by ICMA’s members affect 185 million individuals living in thousands of communities, from small villages and towns to large metropolitan areas. ICMA 777 North Capitol Street, NE Suite 500 Washington, DC 20002-4201 202-289-ICMA (4262) icma.org Copyright ©2013 by the International City/County Management Association. All rights reserved, including rights of reproduction and use in any form or by any means, including the making of copies by any photographic process, or by any electrical or mechanical device, printed, written, or oral or recording for sound or visual reproduction, or for use in any knowledge or retrieval system or device, unless permission in writing is obtained from the copyright proprietor. 11.1 p. 136 of 173 ICMA MANAGER EVALUATIONS HANDBOOK iii Definition of Terms ............................................................................................................iv Members of the Task Force on Manager Evaluations ........................................................iv Preface...............................................................................................................................1 Executive Summary ...........................................................................................................2 Successful Evaluation Tips ...............................................................................................3 Introduction .......................................................................................................................4 The Purpose of Manager Evaluations ................................................................................4 Basic Process ....................................................................................................................4 How to Initiate ................................................................................................................4 How to Proceed ...............................................................................................................5 Frequency and Timing of Manager Evaluations .................................................................7 What Others Are Doing: Survey Results ...........................................................................9 Failure to Undertake Evaluations ......................................................................................9 Lack of a Credible Evaluation Process .............................................................................10 Lack of Knowledge of the Council-Manager Form of Government .....................................10 Lack of Communication .................................................................................................10 Supplemental Approaches ..............................................................................................10 Self-Evaluations .............................................................................................................11 Periodic Check-ins .........................................................................................................11 360-Degree Assessments ................................................................................................11 Conversation Evaluation System .....................................................................................12 Data-gathering/Software Resources ...............................................................................12 Conclusion .......................................................................................................................13 Sample Evaluation Forms for Local Government CAOs ..................................................13 Other Resources ..............................................................................................................13 Contents 11.1 p. 137 of 173 Definition of Terms • The term local government, as used in this handbook, refers to a town, village, borough, township, city, county, or a legally constituted elected body of governments. • The term manager refers to the chief executive officer (CEO) or chief administrative officer (CAO) of any local government who has been appointed by its elected body to oversee day- to-day operations. • The terms elected officials, elected body, and board refer to any council, commission, or other locally elected body, including assemblies, boards of trustees, boards of selectmen, boards of supervisors, boards of directors, and so on. • The term manager evaluation refers to the appraisal or assessment conducted by the elected body of the manager’s performance in achieving organizational goals and implementing policy. Members of the Task Force on Manager Evaluations Peter B. Austin McHenry County, IL Chair Kay James Canandaigua, NY Vice-Chair John J. Caulfield Lakewood, WA Scott M. Coren Darien, IL Richard J. Downey Kronenwetter, WI John J. Duffy Matanuska-Susitna, AK Mark A. Kunkle Ferguson Township, PA Michele E. Meade Livingston Township, NJ Nancy E. Novak McMahon Vienna, VA Richard J. Schuettler Harrisburg, PA James R. Stahle Alamogordo, NM Greg R. Sund Ellis County, KS Kevin D. Trease Dewey, OK Brian J. Valentino Hazlet, NJ AJ Wilson Fallbrook, CA Amanda Relyea Nolensville, TN Staff Liaison Jane C. Cotnoir Portland, ME Editor 11.1 p. 138 of 173 ICMA MANAGER EVALUATIONS HANDBOOK 1 Preface The evaluation of the manager is a key compo- nent of any well-run local government, yet the value of a quality evaluation process and the responsibility for that activity is often overlooked. Even in communities that are considered to be profes- sionally governed, the performance evaluation of the local government manager can be an afterthought. The 2012–2013 Executive Board of the International City/County Management Association (ICMA), led by President Bonnie Svrcek, acknowledged the need for local government managers and their elected bodies to put more focus on the manager evaluation process. Accordingly, it created a task force of managers from around the United States, representing over a dozen communities, to develop a Manager Evaluations Hand- book that would assist managers and their boards in this critical task. Managers are encouraged to review this handbook with an eye toward working with their elected bodies to develop formal, mutually agreed-upon processes for their own evaluations. This handbook, however, is also intended to highlight the value of a formal manager evaluation process and to assist local elected officials in the design of an effective evaluation tool. 11.1 p. 139 of 173 2 ICMA MANAGER EVALUATIONS HANDBOOK Executive Summary T he periodic evaluation of the local government manager by the elected body is an important component of a high-performance organization. The evaluation should contain performance goals, objec- tives, and targets that are linked to the elected body’s established strategic plans, goals, and priorities, and it should focus on the manager’s degree of progress toward organizational outcomes. To be fair, it must be based on criteria that have been communicated to the manager in advance. Sample or generic evaluation forms, if used, should be customized to reflect these criteria. The purpose of the evaluation process is to increase communication between the members of the elected body and the manager concerning the man- ager’s performance in the accomplishment of assigned duties and responsibilities, and the establishment of specific work-related goals and objectives for the coming year. Thus, all members of the elected body should participate in the process, both by individually completing the rating instrument and by discussing their ratings with the other board members in order to arrive at a consensus about performance expectations. There is no one correct way to conduct a manager evaluation. The key is to ensure that the evaluation takes place in a regular, mutually agreed-upon manner and is viewed by all as an opportunity for communica- tion between the elected officials and the manager. It may be useful, particularly if the members of the elected body are inexperienced in the performance evaluation process, to use a consultant to help the elected body prepare for and conduct the manager’s evaluation. 11.1 p. 140 of 173 Performance evaluations will allow you to A. Recognize the accomplishments of the manager and show appreciation for the unique contributions to the organization B. Clearly identify areas where the manager is doing well C. Clearly identify areas where the manager can improve his or her performance D. Specify definite actions that will allow the manager to make additional value-added contributions to the organization in the future. E. Obtain the manager’s own opinions on progress and his or her individual contribution to collective actions and achievements. Discussing tasks that the manager performs well • Gives the manager insight into self-awareness, inter- ests, and motivation • Gives the manager recognition and appreciation for achievements • Creates a positive climate for the remainder of the review. Reminders: • Listen intently. • Reinforce the manager’s performance. • Emphasize facts; provide concrete examples and specific descriptions of actions, work, and results. • Give only positive feedback during this part of the evaluation. • Acknowledge improvements that the manager has made. • Praise efforts if the manager has worked hard on something but failed because of circumstances beyond his or her control. • Describe performance that you would like to see continued. Discussing areas that need improvement • Gives insight into how the manager feels about change, improvement for growth • Allows you to express any concerns you have about the manager’s overall performance and performance in specific areas • Lets you challenge the manager to higher levels of achievement. Reminders: • Keep the discussion focused on performance. • Describe actions and results that do not meet expectations. • Describe areas where the manager can make a greater contribution. • Describe any situation or performance observed that needs to be changed; be specific. • Tell the manager what needs to be done if a specific change of behavior needs to take place. • Focus on learning from the past and making plans for the future. • Keep this part of the discussion as positive and encouraging as possible. Do’s and Don’ts DO: • Spend a few minutes warming up in which the agenda is laid out so everyone is reminded about what to expect. Give an overview. • Always start with the positives. Be specific. • Explain the ratings in all areas: Talk about how the consensus was arrived. • Be honest. Tell it like it is. • Be a coach, not a judge. Managing employees is a lot like being an athletic coach. Effective coaching involves a lot more than just score keeping. Simply providing the score at the end of the game doesn’t improve performance. • Discuss with the manager his or her reactions to the ratings, making clear that you are interested in his or her feelings and thoughts. • If appropriate, develop an improvement plan that includes areas of deficiency, developmental needs. DON’T: • Rate the manager without the facts. Ratings should be on actual results. • Be too general. • Sidestep problems. Document performance prob- lems and clearly identify what needs improvement. • Be vague or generalize the reasons for the perfor- mance scores. Clear and specific examples of results should be available. • Ambush the manager by identifying deficiencies or problems that have never been addressed in infor- mal discussions prior to the formal evaluation. • Minimize the manager’s concerns or discount his or her feelings. Successful Evaluation Tips1 ICMA MANAGER EVALUATIONS HANDBOOK 3 11.1 p. 141 of 173 4 ICMA MANAGER EVALUATIONS HANDBOOK IntroductionThere is some irony in the fact that managers’ evaluations are often less formal and less struc- tured than those of the managers’ employees. While the manager may oversee the evaluation of hundreds of employees within an organization, his or her own performance evaluation becomes the task of elected leaders who are often not formally trained in the evaluation process or who have narrow or conflicting definitions of good performance. The fact that an elected body with numerous members is charged with the task of evaluating the manager makes the need for a clear and agreed-upon evaluation process even more impor- tant. And a thoughtful and structured evaluation process that is supported by all involved parties enhances the ongoing communication that is fundamental to effective board/manager relationships. A manager’s evaluation should contain performance goals, objectives, and targets that are linked to the elected body’s established strategic plans, goals, and priorities and should focus on whether the manager has achieved the desired organizational outcomes. Sometimes the tone of a performance review can be unduly influenced by the manager’s last success or failure. Judging performance on the basis of a single incident or behavior is a common problem that can arise in any organization. But a single incident or behavior should not be the sole focus of a performance evaluation. That is not to discount the importance of how a manager handles high-stress, higher-profile issues, which is an important aspect of a manager’s responsibility. However, day-to-day leadership, which is also a key responsibility of the manager, can sometimes go unnoticed even though it provides the foundation in which high-stress, high-profile issues are handled. ICMA has developed a list of 14 Practices for Effective Local Government Leadership that is recommended to members who are considering their own professional development needs and activities. The core areas represent much of what local government managers are responsible for on an everyday basis, and competency by the manager in these practices is central to an effective, high-performing, professionally managed local government. It is therefore the recommendation of ICMA’s Task Force on Manager Evaluations that competency in the ICMA Practices also be considered in the manager’s performance evaluation. There is no one way, let alone one single correct way, to conduct an effective manager evaluation. This Manager Evaluations Handbook will present traditional evaluation approaches that have proven to be successful, along with some alternative methods that may be good for your local government. Again, the key is to ensure that the evaluation takes place in a regular, mutually agreed-upon manner and is viewed by all as an opportunity for communication between the elected officials and the manager. The Purpose of Manager Evaluations High-performance local governments embrace an ethos of continual improvement. Conducting regular appraisals of the manager’s work performance is part of the continual improvement process. The purpose of the evaluation process is to increase communication between the members of the elected body and the manager concerning the manag- er’s performance in the accomplishment of his or her assigned duties and responsibilities and the establish- ment of specific work-related goals, objectives, and performance measures for the coming year. The evalu- ation process provides an opportunity for the elected body to have an honest dialogue with the manager about its expectations, to assess what is being accom- plished, to recognize the manager’s achievements and contributions, to identify where there may be perfor- mance gaps, to develop standards to measure future performance, and to identify the resources and actions necessary to achieve the agreed-upon standards. Keeping the focus on “big picture” strategic goals and behaviors rather than on minor issues or one-time mistakes/complaints leads to better outcomes. Given that good relationships promote candor and constructive planning, the performance appraisal also provides a forum for both parties to discuss and strengthen the elected body–manager relationship, ensuring better alignment of goals while reducing mis- understandings and surprises. When elected bodies conduct regular performance appraisals of the man- ager, they are more likely to achieve their community’s goals and objectives. Basic Process Ideally, the performance appraisal process for a man- ager is the natural continuation of the hiring process. How to Initiate Prior to the recruitment of candidates, the elected body typically develops the goals and objectives for 11.1 p. 142 of 173 ICMA MANAGER EVALUATIONS HANDBOOK 5 the position of manager. Then, during the selection process, the candidate and the hiring body meet to discuss these items along with the long- and short- term needs and issues of the community. Through these conversations, the basic tenets of the manager’s performance evaluation are identified. At this point, the performance appraisal process just needs to be formalized. When the employment offer has been accepted, the employment agreement should include the requirement and schedule for the manager’s evaluation. (Excellent tools for preparing the employment agreement are contained in the ICMA Recruitment Guidelines for Selecting a Local Government Adminis- trator and the ICMA Model Employment Agreement.) The employment agreement should stipulate that the performance evaluation will be a written document and that all parties will meet to discuss the contents in person. It should also identify the frequency with which evaluations will take place (e.g., annually, semi-annu- ally). By including this information in the employment agreement, the hiring body ensures that communica- tions between the manager and the elected body will be consistently scheduled, and that initiatives and objec- tives can be reviewed and updated on a regular basis. It is especially critical for the elected body to come to consensus on the initial expectations of the newly hired manager so that priorities can be assigned and progress measured. Those issues that were important during the hiring process will logically factor into the initial evaluation process. Then, in the succeeding years, the document can be revised to reflect the latest accomplishments and newest challenges. Of course, priorities may shift during the year. If that happens, make it clear to the manager that new or changed priorities are being added into the evalua- tion process. If, with the passage of time, elections have taken place and the board that is conducting the evalua- tion is not the same board that did the hiring, it is important that the newly elected officials immediately be introduced to the established performance goals, measures, and evaluation process. This can be done as part of the orientation process for new board mem- bers, included in the discussion of the form of govern- ment and the role of the manager. If a new member has no experience in conducting performance evalu- ations, he or she will need to receive training before participating in this process. If performance evaluations were not discussed during the hiring process, either the manager or the elected body may request that an evaluation pro- cess be instituted, and the specifics for conducting the evaluation can then be agreed upon outside of the provisions of the employment agreement. If the request is made by the elected body, it is important to emphasize that the purpose of the evaluation process is to serve as a tool for organizational improvement, not as a means of punishing the manager or setting the stage for termination. While elected officials, espe- cially those newly elected, may sometimes wish for a change in management, the performance evaluation process should not be used to effect such a change. How to Proceed A number of issues should be considered when pre- paring for the evaluation process, including how to develop the rating instrument (and whether to use an outside consultant), how to use the rating instrument, and whether the evaluation should be conducted in private or in public. Developing the Rating Instrument Unlike most employee performance evaluations, in which the employee is evaluated by a single executive or supervisor, the manager’s evaluation is conducted by a group of individuals acting as a body. As each elected official likely has different expectations, the board members must first come to a consensus on measures and definitions to be used. Using a consultant. If the members of the elected body are inexperienced in the performance evalua- tion process, it might be helpful at this point to use an independent consultant to assist in preparing for and conducting the manager’s evaluation. A consultant could be used in a variety of ways. When designing the evaluation instrument, a con- sultant should solicit each elected official’s full participa- tion by asking for examples and details for each rating category. Whether this is accomplished by interviewing each official individually or by facilitating a group ses- sion, it is important to ensure that all voices are heard. Use of an independent consultant is especially helpful if there is a lack of cohesion among elected officials. Once the consultant has collected the information, the elected body and manager should meet in person to discuss the findings. It is recommended that the in-person conversation with the manager to review the evaluation be conducted by the elected body with the assistance of the consultant but not by the consultant alone. 11.1 p. 143 of 173 6 ICMA MANAGER EVALUATIONS HANDBOOK If funds are limited, a consultant could be used in a limited engagement to prepare an evaluation system and then train the elected officials on how to conduct an evaluation, which the officials may manage them- selves after the first year. If the elected body decides to use a consultant, the Society for Human Resource Management (SHRM) may be a source of referrals, as may be state munici- pal leagues or the local government’s regular employ- ment consulting firms. If a recruiter was used to assist with the hiring process, the recruiter’s agreement could be extended to include the setup of the initial evaluation process. It is recommended that the evaluation process NOT be facilitated by the local government’s corporation counsel, municipal clerk, or human resources director because these individuals are not independent parties. In almost all cases, their positions have either a report- ing or a cooperating relationship with the manager, so involving them in the manager’s evaluation may dam- age relationships that are necessary for the effective and efficient operation of the local government Proceeding without a consultant. If a consultant is not used to facilitate the development of the evaluation instrument, the elected body may wish to begin by reviewing the format and process used for the other local government employees and considering the same or a revised method. It is important to understand, however, that a manager is evaluated in additional ways. Because of this key difference, flexibility is needed to add any necessary components intended to assess varied goals and objectives and to facilitate a dialogue between the elected body and the manager. To be fair, the evaluation must be outcome based, using criteria that have been previously communicated to the manager and that incorporate the elected body’s priorities. The use of a prefabricated generic evaluation form (even the sample forms found at the end of this handbook) is not recommended without some customization to reflect these priorities. Measure observable behaviors and progress toward goals The manager’s job is to achieve the organization’s goals and implement the policies that have been deter- mined by the elected body. Evaluating the manager’s effectiveness in achieving the goals necessarily means that the elected body must have determined and communicated the goals to the manager in advance, ideally through a strategic planning process. The members of the board must be in agreement about their expectations of the manager. Furthermore, both the manager and the board must understand what the expectations are. The performance criteria established by the board for each of the prioritized functional areas need to be The manager’s success in achieving the goals set by the elected body is related to his or her competencies and behaviors with respect to the specific functions identified as the responsibility of the manager. Defining the strengths of the manager and identifying areas for improvement are part of the evaluation process. ICMA has a list of 14 core areas critical for effective local government management and leadership. While this list, the ICMA Practices for Effective Local Government Leadership, was developed for the purpose of ICMA’s Voluntary Credentialing professional development program, the elected body might find it helpful for identifying the specific observable behaviors to be used in the manager evaluation. It is suggested that the elected body select what it believes to be the most important areas for achieving its goals and evaluate the manager’s performance in these areas. The ICMA Practices are as follows (click here for descriptions): 1. Personal and Professional Integrity 2. Community Engagement 3. Equity and Inclusion 4. Staff Effectiveness 5. Personal Resiliency and Development 6. Strategic Leadership 7. Strategic Planning 8. Policy Facilitation and Implementation 9. Community and Resident Service 10. Service Delivery 11. Technological Literacy 12. Financial Management and Budgeting 13. Human Resources Management and Workforce Engagement 14. Communication and Information Sharing 11.1 p. 144 of 173 ICMA MANAGER EVALUATIONS HANDBOOK 7 specific and observable by the members of the elected body. If the criteria are quantifiable, they should be expressed in objective, measurable terms. For example, the manager saved 10% on the new project. If the criteria are qualitative and subjective, they can be expressed in terms of the desired outcome. For example, members of the community and employees frequently commented on the manager’s fairness dur- ing this evaluation period. Using the Rating Instrument The usefulness of any performance evaluation depends almost entirely upon the understanding, impartiality, and objectivity with which the ratings are made. In order to obtain a clear, fair, and accurate rating, an evaluator must clearly differentiate between the personality and performance of the manager being rated, making an objective and unbiased assessment on the basis of performance alone. Fairness requires the ability to identify both the strengths and weak- nesses of the manager’s performance and to explain these constructively to the manager. When an evaluation is completed by a group of people, it is important that it reflect the consensus opinion of all members. All members of the elected body should participate in the manager evaluation process in order to arrive at a consensus. This con- sensus can be accomplished by having each member individually rate the manager, followed by a group discussion to arrive at a final consensus rating for each measure. Alternatively, if consensus cannot be reached, each member can individually complete the rating form, and then one member (or the consultant, if one is used) can collect the forms and compile the results and comments into one document, followed by group discussion. It is important that each mem- ber’s ratings, whether positive or negative, be backed up with specific comments and examples so that the whole group understands the reasoning behind them. If individual comments—those that do not neces- sarily represent the sentiments of the elected body as a whole—are to be included in the final document that will be discussed with the manager, the board should decide in advance whether those comments will be anonymous or attributed to the individuals making them. It is important to keep in mind that performance evaluation is just one part of the communication toolbox between the manager and elected officials. It is intended to enhance that communication, not to result in a periodic written “report card” that is an end in itself. In addition, nothing in the evaluation ought ever to be a surprise. Ongoing conversations should be held throughout the year (assuming that the evaluation is done annually) to help the manager understand if he or she is on course or if any midseason corrections are necessary. Ideally, the items in the evaluation will have already been touched on in these conversations, so the evaluation will serve as a written summary of them. Public versus private evaluations When deciding whether to conduct the evaluation process in a public or an executive/closed session, the elected officials, manager, and legal counsel should review state law. When possible, it is recommended that the performance evaluation process occur in execu- tive/closed session between the elected body and man- ager; however, many states have specific regulations about whether and when the public may be excluded from attending a meeting involving the elected body or from having access to certain records involving a public employee. Such “sunshine” laws were first created to increase public disclosure by governmental agencies. The purpose is to promote accountability and transpar- ency by allowing the public to see how decisions are made and how money is allocated. While all states have such laws, the exact provi- sions of those laws vary. For example, specific legis- lation may require that all government meetings be open to the public or that written records be released upon request. In many states, all local government records are available for review by the public, includ- ing evaluation documents and notes, unless they are specifically exempted or prohibited from disclosure by state statutes. Regardless of whether the evaluation is conducted in a public or an executive/closed session, each state’s statute will dictate certain procedures for meeting notification, recording of minutes, and disclosure of decisions made. These procedures should be reviewed by the elected officials, manager, and legal counsel and followed throughout the evaluation process. However, all final decisions or actions related to the manager’s performance (e.g., employment agree- ment changes, compensation) should be made in a public setting. Frequency and Timing of Manager Evaluations As previously noted, the manager evaluation process, including the frequency and timing of the evaluations, 11.1 p. 145 of 173 8 ICMA MANAGER EVALUATIONS HANDBOOK will ideally have been discussed as part of the employ- ment agreement at the time of the manager’s hiring. It is recommended that the initial formal evaluation not take place until the elected officials and the manager have worked together for a year; however, short, less formal evaluations are recommended on a quar- terly basis. After that, at least one formal evaluation (still with quarterly informal evaluations) should be conducted per year, as longer intervals create a higher likelihood of miscommunication and surprises. It is further recommended that the formal evalua- tion be scheduled during the least busy time of year for both the manager and the elected officials, avoid- ing both the budget preparation season (particularly if the manager’s compensation is tied to the evaluation) and the election season (lest the manager’s evalua- tion become an election issue). The scheduling should also allow adequate time for newly elected members of the board to become familiar with the manager’s performance. Relationship of Evaluation to Compensation The primary purposes of a manager’s performance evaluation are 1. To provide a tool for communication between the elected body and the manager 2. To provide an opportunity for the elected body to specifically indicate levels of satisfaction with the manager on mutually identified and defined perfor- mance priorities 3. To provide an opportunity for the manager to learn and improve 4. To allow for fair and equitable compensation adjustments based on a review of performance in achieving mutually identified priorities and on the elected body’s level of satisfaction with the man- ager’s overall performance. Performance evaluations that are tied directly to compensation decisions are often distorted by those decisions and therefore result in less-than-honest com- munication between the elected body and the man- ager. This happens primarily because 1. Elected officials wishing to offer upward compen- sation adjustments may feel obliged to embellish the evaluation in a positive manner to justify the compensation decision to the public. 2. Elected officials not wishing to adjust compensa- tion may feel obligated to justify their decision with negative comments about performance mat- ters that actually are not a major concern to them. 3. The manager may be reluctant to seek full clarifi- cation on issues raised in the evaluation for fear it could result in a reconsideration of the compensa- Benefits of executive session/closed meeting to evaluate manager’s performance • Provides a venue for handling issues that are best discussed in private, and ensures confi- dentiality until a decision is made regarding the manager’s performance • Provides a forum that is not unduly influenced by outside sources • Promotes a free-flowing discussion of com- ments by the elected body and manager • Ensures the respect and privacy of person- nel dealings between the elected body and manager • Improves communication between the elected body and the manager • Reduces opportunity to politicize the perfor- mance evaluation process • Provides a forum for the elected body and the manager to talk openly about topics that warrant special attention, such as succession planning, senior staff performance, and execu- tive compensation • Enables elected officials to challenge the man- ager without fear of undermining his or her authority in the community Benefits of an open session/meeting to evaluate manager’s performance • Can build transparency and trust by enabling members of the public to view the process • Can reduce claims of inappropriate agree- ments and “secrets” • Can improve elected body, manager, and citizen relationships Benefits of providing a public summary once the process is completed • Lets the public know how the elected body evaluates and views the manager • Ensures transparency and public accountability • Promotes the embodiment of ICMA’s commit- ment to openness in government • Provides the organization with another oppor- tunity to earn the public’s trust 11.1 p. 146 of 173 ICMA MANAGER EVALUATIONS HANDBOOK 9 tion decision. To avoid these distortions in communication, a bal- anced evaluation is necessary. That is, the evaluation should provide the opportunity for open communica- tion and at the same time be used for compensation decisions related to identified performance achieve- ment and corrective actions by the manager. To this end, a balanced evaluation would 1. Establish a clear set of performance expectations prior to the evaluation period. 2. Include a midterm evaluation without any con- sideration of compensation in order to focus on clarity of communication and performance to date. This evaluation would allow the manager to take steps to address areas of performance that were of concern to the elected body; it would also help to eliminate misunderstandings and miscommunica- tion between the elected body and manager. 3. Use a full-term evaluation to evaluate the level of performance satisfaction for the entire performance period and thus provide the basis for a fair and equitable compensation decision. Often, factors other than the performance evalua- tion form the basis of compensation decisions. These nonperformance considerations include 1. The economic climate of the community and region 2. The general status of compensation decisions in the private sector of the community 3. The compensation decisions for other employ- ees of the local government 4. A general review of the competitive position of the local government in the local government’s market area 5. A comparative salary review. In summary, the performance evaluation of a professional manager can provide input into compen- sation decisions by the local elected body. However, the communication value of an evaluation is best served by a periodic evaluation not directly tied to compensation. The Evaluation Results The evaluation serves as the written, formal record of the conversation between the manager and elected body and consists of two important sections. The first section is the elected body’s appraisal of the man- ager’s performance with respect to the previously agreed-upon goals for the period under review as well as the general performance of the organization. The second section contains an agreed-upon list of the goals to be accomplished during the next appraisal period as well as any specific performance areas iden- tified for improvement. What Others Are Doing: Survey Results In developing this handbook, the task force surveyed a sample of local government managers within the United States to obtain information on current evalua- tion practices. The key findings of the survey suggest that the evaluation process is a problem for a size- able number of managers. Fortunately, though, most respondents did not report problems with their evalua- tions and took the time to comment on key aspects of successful appraisals. These comments provide clues to the common pitfalls related to the evaluation pro- cess and, more importantly, suggestions for improving the process. This section of the handbook describes these survey findings. The most common challenges managers and elected bodies face with the evaluation process revolve around four general areas: failure to undertake evalu- ations, lack of a credible appraisal process, lack of knowledge of the council-manager form of govern- ment, and lack of communication. Each of these top- ics is briefly discussed below. Failure to Undertake Evaluations Employee appraisals are a standard feature of most workplaces. They serve as a means of enhancing employee performance as well as the overall effective- ness of the organization. Indeed, employee apprais- als serve similar purposes as performance measures of programs and services. In both cases, we seek to identify opportunities for continual improvement. Yet people avoid completing performance appraisals, most likely because properly completed appraisals require time and effort. Other reasons for avoidance may include fear of criticism or the underlying stress associated with the appraisal process. Neglecting to undertake regular performance appraisals, however, can lead to underachievement. Worse yet, failing to complete appraisals on a regular basis can lead to unfounded assumptions that all is well when it is not. It is therefore important to establish a regular pattern of appraisals. The survey responses identified two methods to help ensure that appraisals are conducted on a regular basis. The most common method is to place a require- 11.1 p. 147 of 173 10 ICMA MANAGER EVALUATIONS HANDBOOK ment for an annual evaluation within the employment contract. The requirement should also specify a time of year—often a time that is less busy than others. The other method is to establish an appraisal time at a regularly scheduled annual meeting, such as a board retreat. But while this method achieves the goal of a scheduled appraisal, it is a less satisfactory approach because it may easily dilute the focus necessary for a good appraisal. Lack of a Credible Evaluation Process Another common challenge that survey respondents noted is the lack of a credible evaluation process. Prob- lems include lack of structure, little to no preparation, and limited understanding of appraisals, both purpose and process. Process issues may be addressed through formal training of both the manager and council. Train- ing can be accomplished through work sessions with human resource professionals. Another approach is to team up with CEOs and board members of locally- based institutions that have the same challenge and jointly sponsor training programs. Although not as effective as training, the use of standard evaluation forms, customized to a community’s goals, is another way of ensuring a more structured process. Lastly, most managers who are satisfied with their appraisal pro- cesses noted that one member of the elected body, typi- cally the mayor, provided active oversight of the process and kept discussions on point and on track. Lack of Knowledge of the Council-Manager Form of Government Lack of knowledge about the community’s form of government and/or the day-to-day work of the man- ager is another factor that was cited as hindering quality appraisals. In this case, providing information as early as possible to newly elected officials about the form of government is recommended. This can include meeting with those officials and discussing the manager’s duties and responsibilities as well as taking them on field visits. Another approach is to partner with the statewide municipal league and/or municipal clerks association to provide seminars on the form of government. Managers can also use opportunities such as community functions to inform the general public about its form of government. Some jurisdic- tions use the “policy governance” model, whereby the explicit roles of the manager, elected body, and other key staff such as attorney are clearly defined and documented. Removing misunderstandings and filling informational voids about the form of government can greatly improve appraisals because such efforts clarify the duties and responsibilities of both the manager and the board. Lack of Communication Perhaps the most important ingredient for success- ful appraisals is effective means of communications between manager and elected officials. As in any human relationship, effective communication is key to understanding and removing faulty assumptions. Achieving superior levels of communication requires active listening and regularity. And the benefits of such attention are high. For instance, survey respon- dents noting the most satisfaction with the appraisal process use a wide variety of means to regularly com- municate with their elected bodies. They meet with elected officials on an individual basis and talked with them regularly via telephone. These same managers provide regular written and verbal reports, typically at each board meeting, that discuss the progress on council goals and objectives, strategic plans, and prior evaluation topics, as well as on operational and special topic issues. More detailed reports are provided on a quarterly basis. In addition, many managers meet with their elected bodies more than once a year with a single-issue focus to discuss progress, redefinition, and resourcing of established goals and objectives, strategic plans and efforts, etc. These additional meet- ings provide time to focus on progress and reduce the probability of end-of-year surprises. Creating an effective organization takes time and effort. It also requires regular evaluation of services and operations. Evaluating employee performance, especially the manager’s, is a vital element of success- ful organizations. Objective appraisals can be achieved with an accurate understanding of the manager’s and elected officials’ duties and responsibilities. Commu- nicating regularly and effectively through a variety of means is a vital element of successful organizations and employee appraisals.3 Supplemental Approaches The basic process for evaluations may be supple- mented or expanded by using other tools, such as self-evaluations, periodic check-ins, 360-degree assess- ments, and conversation evaluations. 11.1 p. 148 of 173 ICMA MANAGER EVALUATIONS HANDBOOK 11 Self-Evaluations It is recommended that a self-evaluation component be included in whatever type of evaluation is used. The purpose of a self-evaluation is for the manager to reflect upon his or her level of performance in achieving the organizational objectives, including both internal and external accomplishments and challenges in handling specific tasks and taking organizational direction. In a public setting, process and perception can be as impor- tant as outcomes, and managers should include all three in a self-evaluation. Thus, a manager’s self-evalu- ation should make clear to elected officials the process by which the manager pursued individual goals, and the perceptions of both the manager and stakeholders of the manager’s success or failure in meeting those goals. A manager’s self-evaluation should be custom- ized to the needs of each governmental entity. Periodic Check-ins There is a management philosophy that says there should be no surprises during an evaluation. Managers should be continually evaluating, assessing, measur- ing, and communicating with employees. Providing this type of continuous evaluation is a greater chal- lenge, however, for elected boards because it requires the participation of all board members—since the manager reports to a group and not a single individual supervisor. If a process is in place for formal evalu- ations of the manager, such evaluations likely occur just once per year. The annual evaluation can be a stressful time for all involved, and it can also be a challenge to remember all that has occurred over the past year. Moreover, it is easy for annual assessments to skew toward recent events, challenges, and suc- cesses while deemphasizing activities that occurred nine or ten months ago. In reality, an elected body’s perception of a manager’s job performance is often viewed through lenses crafted by the “crisis of the day” or by how smoothly the last board meeting went. A more workable alternative is periodic check-ins. Periodic check-ins, such as once per quarter, can help reduce the stress and minimize the surprises that can come when a manager’s performance is evaluated only annually. A periodic review of a manager’s work plan can help remind the elected body of the manager’s long-term goals (as set by the organization) so that both parties can evaluate the manager’s progress toward meeting those agreed-upon goals. If progress on the work plan has slowed down or other challenges have arisen along the way, a quarterly check-in offers the manager an opportunity to self-reflect on his or her performance as well as a forum to explain delays. It can also provide the manager the opportunity to remind the board of the 14 core areas noted in the ICMA Practices for Effective Local Government Leadership that are critical and are part of operating effectively on a day-to-day basis. A periodic check-in on the manager’s work plan is also important when faces on the elected board change, such as after an election, resignation, or reassignment of committees. By apprising the new board members of the manager’s work plan, the manager is making cer- tain that the new officials understand and are support- ive of the projects or goals that he or she is working on. 360-Degree Assessments Another form of appraisal process is the 360-degree assessment, which is sometimes referred to as a “self- development” tool. Generally speaking, the 360-degree assessment consists of an employee obtaining feed- back from supervisors, subordinates, and peers. In this case, the manager completes a self-evaluation as well, with a sample of the workforce providing the subor- dinate feedback. In some instances, feedback is also obtained from those outside the organization, such as citizens who have frequently worked with the man- ager and use the jurisdiction’s services regularly. Some jurisdictions include the 360-degree assess- ment as part of the manager’s appraisal process. The ICMA Voluntary Credentialing Program also uses this method as part of maintaining the credential; however, ICMA’s assessments ask only behavioral questions. They do not cover progress toward organizational goals. In most cases a 360-degree assessment is con- ducted digitally via the Internet. Raters are provided evaluation forms that are returned to an independent third party via the Internet in order to ensure anonym- ity and confidentiality. One of the chief benefits of the 360-degree assess- ment process is that it provides feedback on compe- tencies that are not regularly seen and therefore are not discussed in the typical performance appraisals. For instance, line staff will see behaviors that elected officials do not see and vice versa. Thus, a manager’s performance may be improved because it is evaluated from several different perspectives. However, if the 360-degree assessment is used as part of the appraisal process, caution should be taken so that the evalua- tion doesn’t become a measure of the manager’s popu- larity with staff or the public. The manager works for the elected officials and should be evaluated by them on the basis of their stated expectations. 11.1 p. 149 of 173 12 ICMA MANAGER EVALUATIONS HANDBOOK Conversation Evaluation System4 This version of an evaluation is a conversational session between the manager and the elected offi- cials. For situations where there is tension among the elected officials or between the manager and the elected body, a facilitator can be used. Step #1: Create Factors The elected officials divide themselves into sub- groups—normally an equal number of officials in each. The number of groups should be small, so for a board with 7 members, there would be a group of 3 people and a group of 4 people. With larger boards—say a county board with 20 people—there might be more groups. Where the situation involves a mayor and other elected officials, the mayor can move between the two groups or can be part of one group. The manager makes up his or her own group. The elected official groups are given a single ques- tion that they can respond to with a number of factors: “What should members of the elected body expect of the manager?” The groups place their answers on a flipchart page. The manager also gets a question: “What do you think the elected body ought to expect of the manager?,” to which he or she can also respond with a number of factors listed on a flipchart page. Step #2: Reach Consensus on the Factors The subgroups come back together and discuss each of the factors they listed. They work to combine their lists to arrive at between 10 and 15 factors. Step #3: Assign Weight Values for the Factors The group divides again, and the subgroups assign points to each of the factors from Step #2. They are given a total of 300 points and may assign from 10 to 30 points to each factor, but each factor must be given an even number of points. More points are given to those items that are a higher priority. Step #4: Reach Consensus on Weight Values for the Factors The subgroups come back together again with the point values they have from their discussions. Dur- ing this conversation, the entire group tries to come to a consensus on how the point values from Step #3 should be allocated. Step #5: Assign Rating to Each Factor for the Actual Performance of the Manager The elected officials distribute points to each of the factors on a 1–5 scale, on which 5 is far exceeds expectations, 4 is exceeds expectations, 3 is achieves expectations, 2 is below expectations, and 1 is far below expectations. For example, a 30-point factor would have the following scale: 30–28 Far exceeds expectations (5) 28–26 Exceeds expectations (4) 26–24 Achieves expectations (3) 24–22 Below expectations (2) 22–20 Far below expectations (1) These points are totaled, and then added to the points from the section below. Step #6: Select Goals The board—collectively and in consultation with the manager—comes up with the list of goals for the man- ager. Together they then assign another 100 points to the goals for the year. So, for example, 50 points could be assigned to Goal #1, Goal #2 could get 20 points, and Goal #3 could get 20 points, leaving 10 points for Goal #4. The points from the above 5 steps would be added to the 100 points possible from step number 6 and would be totaled for an overall score using the chart below: 400–360 Far exceeds expectations 359–320 Exceeds expectations 319–280 Meets expectations 279–240 Below expectations 239–200 Far below expectations In summary, this is a conversational evaluation. The evaluators review the factors each year and everybody owns them. From year to year the factors are revised as necessary to reflect the feelings of the elected body, which can change each year. Data-gathering/Software Resources Performance evaluation software can be an effective tool for the elected body to prepare manager evalu- ations. A wide variety of programs are available, enabling elected bodies to have as much or as little input into the rating categories as they wish. Some programs come with rating categories already provided for a variety of positions, some allow the customer to provide the categories, and some are a hybrid. This flexibility allows the elected officials to create a cus- tomized rating tool that works best for them. 11.1 p. 150 of 173 ICMA MANAGER EVALUATIONS HANDBOOK 13 Some evaluation software programs allow for mul- tiple raters and some for a single rater. If the program only allows for a single rater, all elected officials convene to discuss each category, agree on the rating, and offer comments, while one elected official enters the rating and comments into the software program. In this case, there needs to be trust among the elected officials that all opinions are being heard and recorded. It is then impor- tant that all elected officials review the final draft and offer feedback before it is given to the manager. If a multiple-rater system is used, elected officials will be completing the evaluation away from the rest of the elected body, so it is recommended that there be group discussion beforehand to ensure consistency in the meaning of the rating categories as in opinions about the manager’s performance. The elected officials should also meet after they have entered their ratings because the evaluation is a group activity, not a mul- tiple individual activity. A word of warning regarding the multiple-rater system: It may be difficult to make sure that everyone fully participates in the process. Elected officials won’t be informed by each other’s comments, and consensus can be hard to achieve. Thus, if some elected officials provide more commentary than others, it could skew the overall evaluation. Even with the use of performance evaluation soft- ware, an in-person conversation between the elected body and the manager is needed to review the evalua- tion and discuss the results. As noted above, a wide variety of software pro- grams are available, including • Online survey tools such as Survey Monkey • Performance evaluation software (SHRM can recommend) • NeoGov online performance evaluation module Conclusion Communication. That is the essential element to main- taining a good relationship between an elected board and the appointed manager. Communication comes in many forms, but the board’s evaluation of the man- ager is a formalized method of communication that should not be overlooked. The task force that was formed to develop this handbook compiled and considered the best practices for manager evaluations. The group shared numerous ideas and learned a great deal from each other. The final product demonstrates that just as each manager and board are unique, so too must be the evaluation process for each manager. While there are common methods of evaluation, the tools and methods used to evaluate one manager in one community may not be appropriate for another manager in a neighboring community. To maximize legitimacy and effectiveness and to enhance communication, a manager’s evalua- tion needs to be tailored to the issues and stated goals of the elected body. That said, the task force also agreed that there are some standard elements—notably, the ICMA Practices for Effective Local Government Leadership— that would enhance any evaluation. These 14 core competencies are the framework for what a manager does on a day-to-day basis, and they warrant acknowledgment in the evaluation process. Finally, while this handbook offers a variety of ideas on the manager evaluation process, the most important takeaway is that the evaluation must take place and that the process must be mutually agreed upon. There are many ways to get this done, but the manager and the board both deserve the structured communication that the evaluation provides. Sample Evaluation Forms for Local Government CAOs • Sample Appraisal of Performance • Sample Manager Evaluation Form • Sample Manager Performance Evaluation • Sample County Administrator Performance Evaluation Other Resources • ICMA Practices for Effective Local Government Leadership • Recruitment Guidelines for Selecting a Local Government Administrator • ICMA Model Employment Agreement • ICMA Code of Ethics with Guidelines Notes 1 Adapted from City Manager Performance Review, Successful Evaluation Tips, City of Mountlake Terrace, WA 2 Integrity is not simply concerned with whether the manager’s behavior is legal; it also addresses the issue of personal and professional ethics: “Demonstrating fairness, honesty, and ethical and legal awareness in personal and professional relationships and activities.” ICMA members agree to abide by the ICMA Code of Ethics. 3 Perkins, Jan. “Case Study: It’s (Gulp) Evaluation Time.” PM, July 2005. http://icma.org/Documents/Document/Document/3602 4 Adapted and used with permission from Lewis Bender, PhD, Professor Emeritus, Southern Illinois University, Edwardsville, lewbender@aol.com 11.1 p. 151 of 173 @ICMA facebook.com/ICMAorg linkedin.com/company/icma icma.org/kn 777 North Capitol Street, NE Suite 500 Washington, DC 20002–4201 800-745-8780 icma.org INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION 11.1 p. 152 of 173 Page 1 of 3 City of Gilroy STAFF REPORT Agenda Item Title:Approve Purchase of Vehicle Incursion Barriers Meeting Date:January 27, 2025 From:Jimmy Forbis, City Administrator Department:Administration Submitted By:Jimmy Forbis, City Administrator Prepared By:Victoria Valencia, Economic Development Manager STRATEGIC PLAN GOALS Promote Economic Development Activities RECOMMENDATION Approve the purchase of Vehicle Incursion Barrier Systems from Meridian Rapid Defense Group for a total of $295,682.11. BACKGROUND A vehicle incursion barrier is a physical barrier that prevents unauthorized vehicles from entering a restricted area. Vehicle incursion barriers are used to protect people and property from the risk of injury or crime. Meridian Rapid Defense Group LLC (MRDG or MERIDIAN) is a privately-held limited liability company (LLC) in operation for over ten years. MRDG holds national and international patents on its products. MRDG manufactures, sells, rents and distributes its patented best-in-category portable vehicle mitigation barrier solution. The products and all materials are made in the USA. The MRDG technology and products provide many unique and extraordinarily effective features to prevent vehicle ramming by stopping and debilitating vehicles used in terrorism and other vehicular attacks. ANALYSIS With the rise in catastrophic incidents occurring at large gatherings in the nation, as well as the increase in attendance at special events occurring in the City of Gilroy, staff has 11.2 p. 153 of 173 Approval of the Purchase of Vehicle Incursion Barriers City of Gilroy City Council Page 2 of 3 January 27, 20251 8 8 3 begun researching best practices for safety and security, as well as ways to decrease risk. In order to secure events occurring on public streets, vehicle incursion barriers are required. Historically, city staff and event organizers have utilized large vehicles, and most recently concrete barriers, to block vehicle access during events. When vehicles are utilized, they must be staffed and easily moveable in case of an emergency. Due to staffing availability, this is not always achievable. When concrete barriers are used, cranes are needed to remove them, thus leaving roads completely blocked in case of emergency. Staff began researching moveable vehicle incursion barriers with the following criteria in mind: •barriers must be easily moveable in case of emergency •barriers should be sufficient enough in strength and size to stop a 20-ton vehicle from driving into a pedestrian zone •barriers should be easy to set up/tear down to reduce staff time Meridian Rapid Defense Group (MRDG) was the only company that carried items that met the above criteria. MRDG brought their equipment to the City of Gilroy for a staff demonstration and review. Staff from various departments attended the demonstration to see how the equipment worked. Following this review, staff, to include police, fire, and public works, believe this equipment will meet the road closure needs of the City and provide the best protection for event attendees, staff, and the community overall. MRDG's barriers are thoroughly tested, certified, and proven. The Archer 1200 Barrier is the only portable barrier solution to hold certifications in both the U.S. and Europe with both the U.S. Department of Defense and European PAS 68 crash test standards for deployment of unanchored barriers on hard surfaces. Equipment included in Trailer Kit 1000 (full GSA list and details in attachment 1): •8 Archer 1200 Barriers; 2 Archer Field Tow Bars; 1 Archer Manual Hauler 2.0; seven (7) 4-foot cables; 1 Rapid Gate Kit, 7 ADA Cable Protectors, 1 Archer Manual Hauler Mount, 2 ADA Cable Protector holders, 1 Wayfinding Package, and 2 Beam Gate Beam Holders. •Drop Deck trailer carries all necessary equipment including the Archer Manual Hauler, Field Tow Bar and Arrestor Cables. Staff is recommending the approval of the purchase of two (2) Archer Barrier Trailer Kits and two (2) additional Rapid Gates from Meridian Rapid Defense Group for a total of $295,682.11, pursuant to Section 4.10 cooperative purchases -through the General Services Administration (GSA) purchasing cooperative program. The barriers are patented, and Meridian is the sole source of these devices. 11.2 p. 154 of 173 Approval of the Purchase of Vehicle Incursion Barriers City of Gilroy City Council Page 3 of 3 January 27, 20251 8 8 3 ALTERNATIVES Council can choose not to approve the purchase, though this is not recommended by staff at this time. The sole source purchase is due to the proprietary nature of the product. Other products were evaluated, but the MERIDIAN product was deemed the most suitable for Gilroy. The product can only be purchased from MERIDIAN. FISCAL IMPACT/FUNDING SOURCE The purchase of the vehicle incursion barriers is included in the fiscal year 2024-25 (FY25) budget in the General Fund (100). A total of $300,000 was approved by the City Council via the mid-cycle budget adjustment for vehicle incursion barriers. NEXT STEPS If approved, staff will place the order. There is a lead time of about 45 days to receive the equipment. Once received, staff will set up training with MERIDIAN and staff will become certified to use the devices. Attachments: 1. MERIDIAN Quote 2. MERIDIAN GSA Price List 3. MERIDIAN Signed Certification Award 11.2 p. 155 of 173 Meridian Rapid Defense Group Sales LLC177 E. Colorado BlvdSuite 200Pasadena CA 91105United States Quote #QUO-S-10968 11/18/2024 QUO-S-10968 1 of 2 Bill To Ship ToCity of Gilroy7351 Rosanna StreetGilroy CA 95020United States City of Gilroy7351 Rosanna StreetGilroy CA 95020United States Date Expires Shipping Method Sales Rep 11/18/2024 02/16/2025 Freight Out Perrin S Lee Item Price Level Quantity Rate Amount TRLKIT1000 Meridian Archer Trailer Kit 1000 2 0.00 T1000 Meridian 8-Barrier Drop Deck Trailer - 1000 GSA 2 34,247.85 $68,495.70 AB1200 Archer 1200 Mobile Barrier GSA 16 6,513.75 $104,220.00 AMHA003-2 Archer Manual Hauler 2.0 GSA 2 1,925.18 $3,850.36 AFTB001 Archer Field Tow Bar GSA 4 574.18 $2,296.72 AACN4F022 Archer Arrestor Cable – 4 ft.GSA 14 574.18 $8,038.52 RGATEKIT Archer Rapid Gate Kit GSA 2 12,540.18 $25,080.36 AMB1200WSP Marketing Frame Package GSA 2 5,785.18 $11,570.36 WAYF-001 Wayfinding Frame GSA 16 0.00 WF3C Caution - Caution GSA 16 0.00 WF4PTO Caution - Pedestrian Traffic Only GSA 16 0.00 WF2STP Caution - Stop GSA 16 0.00 WF1RC Caution - Road Closed GSA 16 0.00 ACP003ADA 3 Channel ADA Cable Protector GSA 14 574.18 $8,038.52 End of Group 0.00 $231,590.54 RGATEKIT Archer Rapid Gate Kit GSA 2 12,540.18 $25,080.36 MCTR002 Annual Certified Training 1 3,995.00 $3,995.00 F Freight Charges 1 11,595.00 $11,595.00  Subtotal $272,260.90  Tax (9.13%)$23,421.21  Total $295,682.11 Notes:    11.2 p. 156 of 173 Meridian Rapid Defense Group Sales LLC177 E. Colorado BlvdSuite 200Pasadena CA 91105United States Quote #QUO-S-10968 11/18/2024 QUO-S-10968 2 of 2 Wire Transfer Instructions: Meridian Rapid Defense Group Sales LLCAccount Number: 568605235Bank Name: Chase Bank, N.A.Wire Routing : 021000021ACH Routing : 322271627 Check Remittance:530 New Los Angeles Ave #115-345Moorpark, CA 93021 11.2 p. 157 of 173 August 6, 2024 11.2 p. 158 of 173 11.2 p. 159 of 173 11.2 p. 160 of 173 11.2 p. 161 of 173 11.2 p. 162 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 1 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov GENERAL SERVICES ADMINISTRATION Federal Acquisition Service Authorized Federal Supply Schedule Catalog/Price List On-line access to contract ordering information, terms and conditions, up-to-date pricing, and the option to create an electronic delivery order is available through GSA Advantage!™, a menu-driven database system. The INTERNET address for GSA Advantage!™ is: http://www.GSAAdvantage.gov. Multiple Award Schedule Code J: Security & Protection J05. Security Systems Subcategory SIN 334290L Physical Access Control Systems (PACS) – Legacy SIN SIN OLM Order Level Materials (OLM) Meridian Rapid Defense Group, LLC. 177 E Colorado Blvd FL 2 Pasadena, CA 91105-1986 Phone: 626-204-6402 Fax: 626-628-2134 http://www.betterbarriers.com Contract Number: 47QSWA19D001F Period Covered by Contract: November 19, 2023 through November 18, 2028 Business Size: Small Business Contract Administrator: James Miller Phone: (626) 204-6402 Email: jmiller@betterbarriers.com Pricelist current through Modification #PS-0027, effective October 11, 2024 11.2 p. 163 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 2 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov ABOUT MERIDIAN RAPID DEFENSE GROUP Meridian Rapid Defense Group LLC (MRDG or MERIDIAN) is a privately-held limited liability company (LLC) in operations for over ten years. MRDG holds national and international patents on its products. MRDG manufactures, sells, rents and distributes its patented best-in-category portable vehicle mitigation barrier solution. The products and all materials are made in the USA. The MRDG technology and products provide many unique and extraordinarily effective features to prevent vehicle ramming by stopping and debilitating vehicles used in terrorism and other vehicular attacks. The keystone element of the anti-terrorism solution is the Archer 1200 barrier and accompanying products as described in more detail below. MERIDIANS's current customers include local, state and federal agencies, military installations and facilities, major police departments, commercial and industrial businesses, and a broad range of entertainment, cultural, civic, educational and sporting events. MRDG's barriers are thoroughly tested, certified, and proven. Indeed, the Archer 1200 Barrier is the only portable barrier solution to hold certifications in both the U.S. and Europe with both the U.S. Department of Defense and European PAS 68 crash test standards for deployment of unanchored barriers on hard surfaces. The Meridian Archer 1200 is the center point barrier of the anti-terrorism vehicle mitigation and prevention solution to vehicle-ramming attacks and all other improper vehicle intrusion situations. The Archer 1200 Barrier is easily and rapidly deployed through the use of the Archer Field Tow Bar and/or Archer Hauler. The Archer 1200 barriers may be configured in varying numbers and patterns and connected with Arrestor Cables. The absolutely best-in-industry exemplary features of the Meridian products and technology for crowd safety include: --rapid deployment of portable barriers with unmatched stopping capabilities for all vehicles; --delivery and flexible positioning requiring no heavy equipment/cranes and by one person with no team needed; --modular design so that one or more barriers can be placed, and then easily moved into different configurations in response to changing needs and conditions while denying terrorists the advantages of pre-attack tactical planning; --the Archer 1200 is 100% reusable with a lifetime guarantee. The barriers can be reused immediately after any impact; --unlike fixed bollards, the Archer 1200 barriers are non-lethal to the driver and minimize shrapnel spray. The barriers thus preserve the opportunity for authorities to capture the instigator and protect evidence, as well as protect a driver in an accidental scenario; 11.2 p. 164 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 3 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov --the configuration of the barriers enable ease of authorized pedestrian traffic and appropriate vehicles access. One person can deploy the barriers to block a street, roadway or pathway from vehicle access but permit unobstructed pedestrian access. One person can then separate the barriers as needed to provide access by an authorized vehicle and then immediately return the barriers to the appropriate positions to again block all unauthorized vehicles but allow pedestrians to walk though unobstructed. --the MRDG barriers avoid the problems of fixed concrete bollards and the inefficient, dangerous, vulnerable and uninsured use of police and other vehicles as blockades; --the MRDG solution does not require electricity to operate, or heavy equipment or hydraulics. Archer 1200 United States Letters Patent No. 8,215,866. 11.2 p. 165 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 4 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov CUSTOMER INFORMATION 1a. Table of Awarded Special Item Number(s): SIN DESCRIPTION 334290L Physical Access Control Systems (PACS) – Legacy SIN OLM Order Level Materials (OLM) 1b. Lowest Priced Model Number and Price for Each SIN: Part Number AGP001 - $37.63 1c. Hourly Rates: Not applicable. 2. Maximum Order: $250,000 3. Minimum Order: $0 4. Geographic Coverage (Delivery Area): Domestic and overseas delivery. 5. Point(s) of Production (city, county, and state or foreign country): USA. 6. Discounts from List Prices or Statement of Net Price: GSA Net Prices are shown on the attached GSA Price List. Negotiated discount has been deducted and the IFF has been included. 7. Quantity/Volume Discounts: None. 8. Prompt Payment Terms: Net 30 Days 9. Foreign Items: None. 10a. Time of Delivery: 30 days after receipt of order. 10b. Expedited Delivery: Customers are encouraged to contact the contractor for the purpose of requesting accelerated delivery. 10c. Overnight and 2-Day Delivery: Customers are encouraged to contact the contractor for the purpose of requesting accelerated delivery. 10d. Urgent Requirements: Customers are encouraged to contact the contractor for the purpose of requesting accelerated delivery. 11. F.O.B Point(s): Origin, Freight Prepaid and Add 12a. Ordering Address: 177 E Colorado Blvd FL 2 Pasadena, CA 91105-1986 12b. Ordering Procedures: For supplies and services, the ordering procedures, information on Blanket Purchase Agreements (BPAs) are found in Federal Acquisition Regulation (FAR) 8.405- 3 13. Payment Address: 177 E Colorado Blvd FL 2 Pasadena, CA 91105-1986 14. Warranty Provision: Lifetime warranty. 11.2 p. 166 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 5 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov 15. Export Packing Charges: Not applicable. 16. Terms and conditions of rental, maintenance, and repair: Lifetime warranty for maintenance and repair. 17. Terms and conditions of installation: None. 18a. Terms and conditions of repair parts indicating date of parts price lists and any discounts from list prices: Lifetime warranty for maintenance and repair. 18b. Terms and conditions for any other services: Not Applicable. 19. List of Service and Distribution Points: Not Applicable. 20. List of Participating Dealers: Not Applicable. 21. Preventive Maintenance: Not Applicable. 22a. Environmental attributes, e.g., recycled content, energy efficiency, and/or reduced pollutants: Not Applicable. 22b. Section 508 Compliance: As Applicable. 23. Unique Entity Identifier (UEI) Number: CLWHGG9NJ187 24. System for Award Management (SAM): Meridian Rapid Defense Group is registered in SAM. 11.2 p. 167 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 6 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov OFFERED GSA PRODUCTS AND PRICING The rates shown below include the Industrial Funding Fee (IFF) of 0.75%. MFR PART NO PRODUCT NAME PRODUCT DESCRIPTION UOI GSA PRICE COO AB1200 Archer 1200 Barrier An unanchored “drop-and-stop” vehicle barrier for rapid deployment on roadways and hard surfaces. Meridian’s ultimate rapidly deployable Archer 1200 Barrier™ can augment fixed-in- place HVM (Hostile Vehicle Mitigation) barriers or be utilized as a primary security system for entry points, roadways and perimeters. Manufactured of high strength, ballistic rated steel, the Archer 1200 Barrier™ is easily installed by one person without the need for cranes, heavy equipment, electricity or hydraulics. Simply off- load and place the barriers— no anchors or assembly are required. The Archer 1200 Barrier™ is an ideal application for: • areas of mass gatherings • campuses • stadiums and sports arenas • police and fire departments • military bases and installations • industrial plants • transportation centers • financial facilities and offices. EA $6,513.75 USA AFTB001 Archer Field Tow Bar The Archer Tow Bar is an adjustable, levering attachment with dual-grip handles that allows one person to move and deploy the barriers. An easy, two point connection interface provides almost instant tow bar hook up or removal. Each tow bar comes equipped with a heavy duty stay pin. EA $574.18 USA AACN4F022 4’ Arrestor Cable 2.0 The reflective MERIDIAN Arrestor Cables use technology from aircraft carriers to absorb the kinetic energy of a moving vehicle and pull the barriers into play for vehicle mitigation without loss of life. They are attached to barriers in 4-foot segments and can be up to three-ply across strung between two barriers. The reflective cables were designed specifically keeping safety in mind without compromising the mechanical properties of a sling rope. The arrestor cable is manufactured using only the highest grade extra improved plowed steel and vinyl coated in neon yellow that aids in visibility as well as abrasion protection and flexibility. The vinyl coating not only protects the users’ hands and makes the wire easier to handle, but it also seals in any lubrication on the wire rope, increasing it useful life. Each wire rope cable is attached to the barriers by two G-100 Swivel self-locking hooks. The self- locking hooks each have a working load limit of 5,700 pounds and are able to swivel during load, a feature which allows the barriers to roll upon impact, ensuring the safety of the work area. EA $574.18 USA 11.2 p. 168 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 7 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov MFR PART NO PRODUCT NAME PRODUCT DESCRIPTION UOI GSA PRICE COO AMHA003-2 Archer Manual Hauler 2.0 The newest and most advanced MERIDIAN® Hauler has all the hallmarks of MERIDIAN’s products’ maintenance free and one [1] person ease of use. The Hauler is a rugged barrier dolly that can traverse a variety of surfaces from asphalt to gravel to unimproved dirt roads. The Hauler features a 3,000 lb. rated jack and is manufactured using high strength and corrosion resistant aluminum T6 6061. Using aluminum has allowed us to decrease the weight of the Hauler by 35% while still providing a lifetime warranty on any component of the hauler. The new Hauler was upgraded with an aluminum core solid thread wheel that will guarantee the hauler will last as long as the life of the barrier. The new hauler brakes are also now adjustable so as the tires slowly wear over time one can simply readjust the brakes, so they are making contact with the tires. The new upgraded leverage action is simple in that it only requires the placement of the extension rod into the barrier receiver and locking the pin in place. Once the leverage Hauler is secured, then a simple swing- action moves the barrier into position. Safety is the key so when lifting the barrier, the leverage action is fast up and slow down with the all-purpose brake being deployed. EA $1,925.18 USA ABG001-2 Archer Beam Gate 2.0 The Archer Beam Gate 2.0 is the easiest active protection and check point gate to deliver, set up, and install. Its patented design can be a standalone product or when used with Archer 1200 Barriers can be extended for greater lineage coverage or with expansive configurations. The Archer Beam Gate is ideal for events, check points, construction sites, and command center egresses. The Beam Gate can be expanded from 14 to 20 feet using adjustable netting. The adjustable netting is coated in a vibrant safety yellow to not only protect the cable itself but also improve the visibility of the net for any oncoming traffic. The deployment and operation of the Beam Gate requires no electricity or hydraulics and is easily deployable in 15 minutes. It is easily transportable to multiple locations, affords maximum flexibility to meet the unique requirements of the facility and space, and can be maintained easily and inexpensively by one person. The Archer Beam Gate system pivots a full ninety degrees vertically to allow ease of access for large vehicles. The Archer Beam Gate system can also be locked in the vertical position and in the horizontal position in case there is a need for the beam to stay upright or locked downed for extended periods of time. Incorporated into the Archer Beam Gate are the Technical Specifications of: one Archer 750 Barrier, one Archer 750 Ingot Barrier, one Archer 750 Receiver Barrier, one Archer 750 Pivot Barrier, a Archer Ingot Cart and Counterweights, a marketing frame, an Archer Hauler 2.0, two beams, and one netting. EA $48,245.18 USA 11.2 p. 169 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 8 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov MFR PART NO PRODUCT NAME PRODUCT DESCRIPTION UOI GSA PRICE COO ACP001ADA Channel ADA Cable Protector Channel ADA Cable Protectors is an ADA compliant cable protector that protects cables and hoses up to .75” of their outside diameter. Dog bone connectors can extend to any desired length. It has a reinforced hinged lid for easy cable replacement and is available with ADA compliant ramps. It also has a patented 5 bar tread surface for added traction and a modular interlocking design. EA $574.18 USA ATUPLK001 Archer Touch-Up Paint MERIDIAN’S Archer Touch-Up Paint is matched the paint of the Archer 1200 Barrier ordered, and can be used to make periodic touch-ups when needed. Includes exactly 6 cans of spray paint. EA $188.17 USA ACPR001 Custom Paint and Rust Prevention Meridian offers 8 different colors for our Archer 1200 barriers, but we can do any RAL custom color. With custom color we also include a rust preventative in specific sections of the Archer 1200 Barrier that cannot be powder coated, so they remain bare carbon steel. Carbon steel will naturally rust with just the humidity in the air and even more so when it rains, so we offer a rust preventative coating that will prevent the barriers from rusting for 2000+ hours. EA $72.37 USA AMB1200WSP Wayfinding Package Each Wayfinding Package contains a set of 8 collapsible Wayfinding Frames and 32 preprinted signs. When in the raised position, the frames work to communicate with passing people and vehicles. The preprinted signs come inside a wayfinding box that store and protect the signs while they are not in use. When Archer Barriers are to be moved, the frame is to be lowered so it rests on the back kick plate for easy storage. Keeping the frame on the barriers will help with the speed of deployment during setup. The frames can be colored to match the barriers so that they complete the correct safety look and feel for the community. EA $5,785.18 USA AGP001 Graphics Package MERIDIAN’S Graphics Package includes the customer’s choice of a customized logo. Please note: If Graphics Package is not chosen the Archer 1200 Barrier will come with a reflective MERIDIAN branded logo. All MERIDIAN branded logos are MUTCD compliant. GSA amount is priced for 1 logo only. EA $56.94 USA 11.2 p. 170 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 9 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov MFR PART NO PRODUCT NAME PRODUCT DESCRIPTION UOI GSA PRICE COO MRDG- RGATE Archer Rapid Gate The Archer Rapid Gate is the fastest active protection and check point gate to deliver, set up, and install. Its patented design can be a standalone product or when used with Archer 1200 Barriers can be extended for greater lineage coverage or with expansive configurations. The Archer Rapid Gate is ideal for events, check points, construction sites, and command center egresses. The Rapid Gate can be expanded from 10 to 14 feet using adjustable netting. The adjustable netting is coated in a vibrant safety yellow to not only protect the cable itself but also improve the visibility of the net for any oncoming traffic. The deployment and operation of the Rapid Gate requires no electricity or hydraulics and is easily deployable in 10 minutes. It is easily transportable to multiple locations, affords maximum flexibility to meet the unique requirements of the facility and space, and can be maintained easily and inexpensively by one person. The Archer Rapid Gate system also pivots horizontally 180 degrees to allow ease of access in both directions of traffic. The Archer Rapid Gate system can also be locked in the open position and in the closed position in case there is a need for the beam to stay closed or locked downed for extended periods of time. Incorporated into the Archer Rapid Gate are the Technical Specifications of: four Archer 1200 Barriers, four marketing frames, directional traffic signs, five beams, one net, one Rapid Gate cart, and one Archer Manual Hauler 2.0 for easily maneuverability. EA $38,595.18 USA MRDG- RGATEKIT Archer Rapid Gate Kit The Archer Rapid Gate Kit provides the flexibility to install the Rapid Gate System on any existing Archer 1200 Barriers. The kit was design to easily bolt onto the Archer 1200 Barriers, making each barrier multifunctional. The entire kit can be stored on the Rapid Gate carts and rolled away using the Archer Hauler. The Archer Rapid Gate can be expanded from 10 to 14 feet using adjustable netting. The adjustable netting is coated in a vibrant safety yellow to not only protect the cable itself but also improve the visibility of the net for any oncoming traffic. The deployment and operation of the Rapid Gate requires no electricity or hydraulics and is easily deployable in 10 minutes. It is easily transportable to multiple locations, affords maximum flexibility to meet the unique requirements of the facility and space, and can be maintained easily and inexpensively by one person. The Archer Rapid Gate also pivots horizontally 180 degrees to allow ease of access in both directions of traffic. The Archer Rapid Gate can also be locked in the open position and in the closed position in case there is a need for the beam to stay closed or locked downed for extended periods of time. Incorporated into the Archer Rapid Gate Kit are the Technical Specifications of: four marketing frames, directional traffic signs, five beams, one net, and a Rapid Gate cart. The additional purchase of an Archer Manual Hauler 2.0 is recommended for easy maneuverability. EA $12,540.18 USA 11.2 p. 171 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 10 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov MFR PART NO PRODUCT NAME PRODUCT DESCRIPTION UOI GSA PRICE COO MRDG- TRLKIT1000 Archer Trailer Kit 1000 The new MERIDIAN Archer Trailer Kit 1000 has been equipped with everything needed for certified deployments of up to 8 barriers. The newest upgraded Drop Deck trailer carries all necessary equipment including the Archer Manual Hauler, Field Tow Bar and Arrestor Cables. The Kit includes 8 Archer 1200 Barriers; 2 Archer Field Tow Bars; 1 Archer Manual Hauler 2.0; seven (7) 4-foot cables; 1 Rapid Gate Kit, 7 ADA Cable Protectors, 1 Archer Manual Hauler Mount, 2 ADA Cable Protector holders, 1 Wayfinding Package, and 2 Beam Gate Beam Holders. EA $115,795.18 USA MRDG- AGUARD Archer Guard The Archer Guard is a crash cushion system that can be rapidly deployed by one person on roadways and in tight positions to protect workers in construction zones, in overhead work, maintenance work, flaggers and manholes. Due to the mobility of the Archer Guard the system can be moved easily on rolling construction operations as no heavy equipment of forklifts or drivers are required once deployed in the field. The Archer Guard consists of 3 Archer 1200 Barriers, six (6) 4-foot Arrestor Cables, 2 Archer Field Tow Bars, 1 Archer Manual Hauler 2.0, 3 Wayfinding Frames, and reflective directional inserts. EA $28,945.18 USA MRDG- TRL7616NW Archer Guard Trailer The Archer Guard Trailer from MERIDIAN ensures Archer 1200 Mobile Barriers can be deployed in under ten minutes. To transport and deploy the equipment, the Archer Guard Trailer lowers to the ground, allowing the Archer 1200 Barriers to roll off at street level and eliminating the need for forklifts or heavy equipment. Once the trailer is lowered to the ground, take the Archer Hauler off its convenient trailer mount, and off-load the barriers one at a time. This trailer allows for single-person deployment, making this the perfect trailer for mobile barrier deployment in work safety zones. The arrestor cables can easily be stored inside the storage compartment in the front of the trailer. EA $24,120.18 USA MRDG- AGUARDKIT Archer Guard Trailer Kit The Archer Guard Trailer Kit is the ideal solution to protect workers in construction zones, overhead work, maintenance work, or manholes. The Archer Guard Trailer Kit consists of two Archer Guards systems and the Archer Guard Trailer, ensuring the equipment needed to block off traffic in both directions is on the trailer. Easily move from one side of the road to the next with the Archer Guard Trailer. EA $82,020.18 USA MRDG- BCRADLE Beam Gate Beam Cradles The Beam Gate Beam Cradles make moving the Beam Gate from one location to another smoother, safer, and more efficient. The Beam Cradles are installed on the Meridian Trailer fenders and allow the user to easily secure the Archer Beam Gate 2.0 beams on the trailer. EA $477.68 USA MFR# MRDG- HMOUNT Archer Hauler Mount The Archer Hauler Mount provides the user a location to store the hauler when it is not in use. The Hauler Mount is installed on the Meridian trailer, ensuring that everything needed for a deployment is on the trailer. EA $381.18 USA 11.2 p. 172 of 173 Meridian Rapid Defense Group, LLC. Contract #47QSWA19D001F 11 For more information on ordering from Federal Supply Schedules click on the GSA Schedules link at www.gsa.gov MFR PART NO PRODUCT NAME PRODUCT DESCRIPTION UOI GSA PRICE COO MRDG-T1000 Archer T-1000 Drop Deck Trailer MERIDIAN manufactures and provides specially designed trailers that carry everything needed for a 4, 6, and 8 Archer Barrier certified deployment. The newest and most advanced trailer is the T-1000 Drop Deck trailer. This trailer is 75 inches wide and readily carries 8 barriers without any tie downs to hold the barriers in place. Instead, the simplicity of e-track shoring bars keeps the barriers locked in when the barriers are being transported. The advantages and advances of this dual axle and four wheel trailer are: 1) it can be operated for one person deployments with a 24 inch swing tailgate; 2) the trailer is both Hydraulic and Air based with solar charging capabilities; 3) upon release of the safety catch the trailer can be lowered and raised with the pressing of the remote control; and 4) the trailer has a heavy duty diamond deck which allows for superior durability. All metal components are powder coated for the toughest of environments with two 10-inch storage compartments. EA $34,247.85 USA AMB1200WS Wayfinding Frame The Archer Directional Signage frames are collapsible frames which when in the raised position work to communicate with passing people and vehicles. Keeping the wayfinding frame on the barriers will help with the speed of deployment during setup. The frames can also be colored to match the barriers so that they complete the correct safety look and feel for the community. EA $627.25 USA 11.2 p. 173 of 173