Arroyo Grande City Council
February 14, 2023

Task 6.1: CEQA Kick-off Meeting
Our team will facilitate a work session with City staff on preparing the Program EIR and completing the
adoption process. Because the Program EIR Phase will
follow later in the schedule than the Draft General Plan Update, the anticipated scope of work for this Phase
is based on reasonable assumptions about the scope
and scale of the General Plan update. The CEQA
kick-off meeting will provide an opportunity for the city and the project team to evaluate these initial scoping
assumptions and update the scope of work for this
phase if necessary. The kick-off meeting will also allow the City/consultant team an opportunity to discuss
the approach to the environmental evaluation and
possible project alternatives. Community concerns that
have surfaced to date will be discussed. We will also
have an opportunity to confirm the cumulative impact
analysis approach. The work session, or CEQA kick-off
meeting, will cover the following topics:
• Strategies for CEQA compliance
• Coordination of environmental document with
general plan update preparation
• Developing a reasonable range of alternatives
• Cumulative impact analysis
• Using new or revised policies as mitigation
measures
• Agency consultation
• Public notice
• Hearings
• Adoption
• Final documents
Task 6.2: Program EIR Project
Description and Notice of Preparation
Our team will work with City staff to develop a
Program EIR project description and will prepare a
draft EIR Notice of Preparation (NOP) for City staff
to review. The NOP is intended to alert other public
agencies about the undertaking, and to solicit their
input on the scope of the study. We will submit a final PDF copy of the NOP to City staff for posting on its
website, filing with the County Clerk, and distributing to public agencies. It is assumed that the City will
distribute the NOP using the City’s NOP distribution list.

We will review and make suggestions regarding the
list. Our team would be responsible for filing the NOP
with the State Clearinghouse/Office of Planning and
Research.

Task 6.3: Program EIR Scoping Meeting
Our team will facilitate a public and agency scoping
meeting associated with the release of the NOP. The
Scoping Meeting will be held during the 30-day NOP
period to introduce the community to the Program EIR
process and obtain input on the EIR scope of work. It
will include a brief presentation, followed by public
comment and input from meeting attendees. We will
prepare a summary of input gathered, which will
be included in the Draft Program EIR along with any
written public comments received by the City during the NOP comment period.

Task 6.4: Transportation and Traffic
Impact Analysis
Our team will evaluate potential transportation
impacts resulting from the proposed General Plan
consistent with CEQA requirements. We will prepare
the Transportation/Traffic section of the environmental document, to include a description of the impact
analysis, findings, and any recommended mitigations.

We will assess vehicle miles traveled (VMT) impacts
using the San Luis Obispo Council of Governments
(SLOCOG) Regional Travel Demand Model VMT
post-processor. The model’s VMT post- processor
includes residential VMT, work VMT, and retail VMT.

The SLOCOG model forecast land use data will be
modified to include updated development potential for
the General Plan horizon year.

In addition, we will provide a forecast of daily traffic volumes during the General Plan horizon year, derived
from the SLOCOG model, relevant to other EIR
chapters that analyze impacts to air quality and noise.

The daily traffic volume forecast will also be relevant to potential street modification recommendations. At the
conclusion of the CEQA public review period, we will
prepare responses to written comments received by the
city, as well as oral comments received during public
hearings, that pertain to transportation impacts.

Task 6.5: Administrative Draft Program
EIR
Our team will prepare an Administrative Draft Program
EIR (ADPEIR) in compliance with CEQA requirements
using information gathered as part of the General
Plan update effort and comments on the NOP, as well
as information from other relevant CEQA documents
completed by the City in recent years. We will be
responsible for development of a legally adequate and
appropriate Program EIR for the General Plan.

We will prepare the ADPEIR based on the project
description approved by City staff. We will base the
description of the environmental and regulatory setting for the General Plan primarily on the data available
online, Existing Conditions and Trends Workbook (see
Task 3.7), and information from other relevant CEQA
documents completed by the City in recent years, any
information received during the General Plan Update
process, as well as information from recent City plans
such as the City’s Local Hazard Mitigation Plan or
Bicycle/Pedestrian Plans.

Our team will introduce each topical section in the
environmental analysis with a brief statement of its
context in the ADPEIR and the development of the
General Plan. This effort may include interpretive
information for the reader to better understand how the General Plan affects the environment, as well as the
sources of data used in the analysis.

The setting for each topical section will describe
existing conditions relevant to the topic and provide
the groundwork for impact analysis. The number of
impacts to be analyzed and the depth of analysis will
be determined based on areas of concern identified
by our team and City staff, as well as responses to
the NOP. We will clearly state thresholds used to
determine the significance of project impacts and
will include thresholds in the CEQA Guidelines,
Appendix G, as well as existing regulatory standards,
if applicable. Impacts will be identified, and mitigation measures will be prepared to reduce significant
impacts to a less-than-significant level, when feasible.

For each potentially significant impact identified in
the ADPEIR, we would identify mitigation measures or
policy statements proposed by the City as part of the
General Plan Update to avoid or reduce identified
impacts. We will construct mitigation measures as
policy statements or revised or additional programs to
facilitate incorporation into the final General Plan. In order to prepare an ADPEIR that meets the needs of
the City and regulatory requirements of the State, the
ADPEIR will comprise of the following sections:

Executive Summary
This section will provide a summary of the entire
ADPEIR and include the following:
• A discussion of the Project objectives;
• A brief description of the proposed Project;
• A summary of the environmental setting for the
Planning Area;
• A summary of impacts;
• A summary of mitigation measures (mitigating
policies);
• A discussion of alternatives considered; and
• Areas of controversy, and issues remaining to
be resolved.
68 69
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Introduction
The ADPEIR will contain an introductory chapter that
provides an overview of the project and context,
summarizes CEQA requirements and the environmental
review process, describes the legal purpose of the
ADPEIR, outlines the environmental issues being
addressed, and presents the organization of the report.

Project Description and Environmental Setting
These sections will contain the City objectives for the General Plan and a summary of the General Plan
components. It will also outline the Planning Area
boundaries and summarize existing conditions and
any new land uses proposed under the project. The
information will be described in a mix of text, tabular, and graphic form (i.e., maps and diagrams).

Analysis, Impacts, and Mitigation Measures
The environmental analysis section will include four
main components:
• Setting – description of current conditions with
respect to the issue in question, including the
existing regulatory environment
• Impact analysis – statement of significance
thresholds and discussion of potentially
significant effects of the proposed project
• Programmatic mitigation measures – methods
by which significant effects can be reduced or
eliminated, presented as General Plan policies
to be introduced back into the plan
• Level of significance after mitigation –
discussion of whether or not proposed
mitigation measures reduce impacts to below
the adopted significance threshold
Adverse impacts that meet or exceed significance
thresholds will be considered significant. Additionally, all impacts will be characterized in terms of shortor long-term effects and presented in a logical discussion that the general public can understand. Any
inconsistencies with local or regional plans will be
discussed. Issues to be analyzed in a programmatic
framework will include:
• Aesthetics
• Agriculture/Forestry Resources
• Air Quality
• Biological Resources
• Cultural Resources
• Energy
• Geology and Soils
• Greenhouse Gas Emissions
• Hazards and Hazardous Materials
• Hydrology and Water Quality
• Land Use and Planning
• Mineral Resources
• Noise
• Population and Housing
• Public Services
• Recreation
• Transportation and Traffic
• Tribal Cultural Resources
• Utilities and Service Systems
• Wildfire
Our team will discuss approaches to the impact
analysis for the Program EIR with City staff and will
be consistent with the assumptions and methodologies
used in recent EIRs in the city of Arroyo Grande to the extent possible. In general, the impact analysis will
focus on the issues present in the Planning Area and
likely to be affected or impacted by the General Plan
Update. Some issues, such as mineral resources, may
not require a detailed analysis relative to other issues because they do not occur in Arroyo Grande or would
be unaffected by the plan updates.

Alternatives Analysis
A range of EIR alternatives will be considered in the
ADPEIR. CEQA Guidelines require consideration of the
“No Project” Alternative. For purposes of this Program
EIR, the No Project Alternative would be a continuation of the existing General Plan without any updates or
additions. In addition to the “No-Project” Alternative, we will consider other alternatives (such as alternative land use scenarios) that will be developed during the
General Plan Update. Evaluation of alternatives will be in less detail than that for the proposed plans, though the analysis will provide decision-makers and the public adequate information to decide between alternatives.

This section will also identify the “environmentally
superior alternative.” If the “No Project” Alternative is determined to be environmentally superior, the ADPEIR
will identify the environmentally superior alternative
among the remaining scenarios.

Cumulative Impacts
The document will evaluate cumulative impacts based
on planning documents for the City’s Planning Area.

The contribution of the proposed plan updates to the
overall cumulative impact will also be estimated and
discussed. It is anticipated that cumulative analyses will be included at the end of each EIR topical section.

Other CEQA Sections
The ADPEIR will provide, in addition to the sections
discussed above, all other required CEQA sections,
including areas of known controversy, growth
inducement effects, and significant unavoidable
impacts. We will provide the ADPEIR to City staff in
digital (word) format. City staff will conduct one review of the ADPEIR and provide consolidated comments and
edits.

Task 6.6: Staff Review/Screen Check
Draft Program EIR
Our team will incorporate City input into the ADPEIR
and provide City staff with digital versions of the
ADPEIR in both Word and PDF formats. City staff
will conduct one review of the ADPEIR and provide
consolidated comments and edits. We will incorporate
appropriate revisions and prepare a Screen Check
Draft Program EIR (SDPEIR). The Screen Check version
will be provided in digital format.

Task 6.7: Draft Program EIR
Once City staff approve the SDPEIR, we will prepare
the Draft Program EIR (DPEIR) for public circulation.

We would file the DPEIR with the State Clearinghouse,
including all required accompanying forms, such as
the Notice of Completion (NOC), through the digital
CEQASubmit platform. We assume that City staff will
file the Notice of Availability (NOA) of the DPEIR with the County Clerk and distribute the NOA of the DPEIR
to responsible agencies, and interested agencies,
organizations, and persons. We also assume that City
staff will be responsible for required newspaper ads
and other public noticing of the document’s availability, such as radius label mailing or on-site posting. As
required by State law, the DPEIR will require at least a 45- day public review period.

Task 6.8: Draft and Final Response to
Comments
Within four weeks of receipt of comment letters
received on the DPEIR, our team will submit a draft
Response to Comments to City staff for review. The
Response to Comments document will include a list of
commenters, comment letters, responses to comments,
and any added or revised text of the DPEIR that may
be necessary. Responses to Comments will include
reasoned analysis and, as necessary, will include
additional analysis. The final version of the Response
to Comments will be incorporated as an appendix to
the Final Program EIR. The scope and budget assume
a level of effort that would include 100 hours of
70 71
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

consultant time for this task. This assumes receipt of
approximately 15-25 comment letters. If the number
of comment letters and the effort to prepare responses
is greater than anticipated, we will notify City staff
immediately and discuss options to amend our scope
of work and budget as necessary. Following receipt of
City staff comments, we will finalize the Response to
Comments.

Task 6.9: Mitigation Monitoring and
Reporting Program
Concurrent with the Response to Comments, our team
will prepare a Mitigation Monitoring and Reporting
Plan (MMRP), which we will include in the Final
Program EIR. We will provide the MMRP in a format
designed for use by planners, environmental monitors,
or code enforcement officers. Essentially, this plan will take the form of a detailed table that describes:
• Persons/agencies responsible for monitoring
compliance with each condition
• Timing when monitoring must occur
• Frequency of monitoring
• Criteria to be used to determine compliance
with conditions
We will incorporate the final version of the MMRP as
an appendix to the Final Program EIR.

Task 6.10: Final Program EIR
We will complete the Final Program EIR after the review period has closed and all comments submitted during
that period have been received. The Final Program
EIR will include corrections to the Draft Program EIR (if warranted), comments received, and responses (Task

6.7) as well as the MMRP (Task 6.9). Our team will
prepare a Screencheck Final Program EIR for City staff
review and confirmation followed by a Final Program
EIR after incorporating consolidated comments received
from City staff. Within one day of Final Program EIR
certification and project approval, we will submit the
draft Notice of Determination (NOD) to City staff.

We assume that City staff will file the NOD with the
County Clerk and be responsible for payment of filing
fees. We would then file the NOD with the State
Clearinghouse.

Phase 6 Deliverables
• Draft PEIR Project Description
• Final PEIR Project Description
• NOP (digital files and filing with State
Clearinghouse)
• Scoping Meeting materials
• Administrative Draft Program EIR
• Screencheck Draft Program EIR
• Draft Program EIR
• NOC/NOA (digital files and filing with State
Clearinghouse)
• Draft Response to Comments
• Final Response to Comments
• Mitigation, Monitoring, and Reporting Program
• Screencheck Final Program EIR
• Final Program EIR (digital version, 10 hard
copies, and 10 CD copies to the City)
• NOD (digital files and filing with State
Clearinghouse)
Phase 7 - Public Review and
Adoption
Task 7.1: Planning Commission Hearing
Our team will attend one public hearing with the
Planning Commission to review the Draft General Plan
and Final PEIR. The Planning Commission will consider
the comments made during the public hearing and
make recommendations to the City Council.

Task 7.2: City Council Hearing
Our team will attend one public hearing with the City
Council to review the Draft General Plan and Final
PEIR. At these hearings, the City Council will consider the Planning Commission recommendations and the
comments made at the public hearings. After the
hearings, the City Council will certify the Final PEIR and direct our team to incorporate their recommendations
and prepare the Final General Plan.

Task 7.3: Final General Plan Documents
Following City Council direction, we will prepare the
Final General Plan for adoption.

Task 7.4: City Council Adoption
Hearing
Our team will attend one hearing with the City Council
for adoption of the Final General.
72 73
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Existing Conditions
and Trends Evaluation
Workshop #2
Workshops
2023 2024 2025
Phase 1: Project Initiation
Phase 2: Public Outreach
Strategy
Phase 3: Gather and Analyze
Data
Phase 5: General Plan
Phase 4: Visioning and
Guiding Principles
Phase 7: Public Review and
Adoption
City of Arroyo Grande General Plan | Two-Year Proposed Schedule Phase 6: Program
Environmental
Impact Report 45-day Public Review
Study SessionMar
Apr
Oct
Nov
Dec
Nov
Dec
Aug
Sept
Jul
Oct
Aug
Sept
Jun
Jul
May
Feb
Jan
Feb
Mar
Apr
May
Jun
Jan
Feb
Study Sessions
Workshop #1
Stakeholder Interviews
GIS Data/
Basemap
General
Plan Audit
Project Website, Branding, and Logo
Kick-off Meeting
VMT Analysis
Existing Conditions
and Trends Workbook
Vision and Guiding Principles
Administrative Draft
General Plan Public Review
Draft General Plan
Administrative Draft
Program EIR
Draft Program EIR Final Program EIR
Response to
Comments
Planning Commission
Hearing
City Council
Hearing
City Council
Adoption
Final
General Plan
Final Work Plan and Schedule
SB 99 Analysis
Outreach Strategy
Kick-off Meeting
AB 747 Analysis
Land Use Analysis
Study Sessions
Existing Conditions
and Trends Evaluation
Workshop #2
Workshops
2023 2024 2025
Phase 1: Project Initiation
Phase 2: Public Outreach
Strategy
Phase 3: Gather and Analyze
Data
Phase 5: General Plan
Phase 4: Visioning and
Guiding Principles
Phase 7: Public Review and
Adoption
City of Arroyo Grande General Plan | Two-Year Proposed Schedule Phase 6: Program
Environmental
Impact Report 45-day Public Review
Study SessionMar
Apr
Oct
Nov
Dec
Nov
Dec
Aug
Sept
Jul
Oct
Aug
Sept
Jun
Jul
May
Feb
Jan
Feb
Mar
Apr
May
Jun
Jan
Feb
Study Sessions
Workshop #1
Stakeholder Interviews
GIS Data/
Basemap
General
Plan Audit
Project Website, Branding, and Logo
Kick-off Meeting
VMT Analysis
Existing Conditions
and Trends Workbook
Vision and Guiding Principles
Administrative Draft
General Plan Public Review
Draft General Plan
Administrative Draft
Program EIR
Draft Program EIR Final Program EIR
Response to
Comments
Planning Commission
Hearing
City Council
Hearing
City Council
Adoption
Final
General Plan
Final Work Plan and Schedule
SB 99 Analysis
Outreach Strategy
Kick-off Meeting
AB 747 Analysis
Land Use Analysis
Study Sessions
74 75
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

TWO-YEAR SCHEDULE

THREE-YEAR WORK SCOPE
The following three-year work scope builds upon the two-year work scope. Given the additional flexibility in schedule, the three-year scope offers more robust community engagement opportunities, an alternatives analysis, and a technical Development Code update for General Plan consistency. Several tasks described in the RFP are listed as optional tasks (e.g., additional public outreach, Climate Action Plan Update, objective design standards, and East Grand Avenue overlay district). While these tasks can certainly be added to the project work program, they have cost and timing implications that the three-year schedule would not accommodate fully and adequately.

If selected for the General Plan update, we will discuss with City staff the specific costs and time implications and include additional tasks as appropriate.

Phase 1 - Project Initiation
Task 1.1: Kick-Off Meeting and City
Tour
We will facilitate a kick-off meeting with City staff at the outset of the General Plan update. This meeting
will provide an opportunity to discuss ideas and
expectations for the project, confirm roles and
responsibilities, refine the work program and schedule, establish communication protocols, review, and discuss
overall format and organization of products, and meet
with key City department staff. We also initially discuss the public outreach strategy with City staff to ensure that a diverse group of community members, stakeholders,
and organizations participate in the General Plan
update process. This conversation will also include
identifying underrepresented or marginalized groups
in the city. Following this meeting, we will tour the city with City staff to examine key issue and opportunity
sites that will be addressed in the General Plan update program.

Task 1.2: Joint Study Session
Given the significance of the General Plan update,
it will be important for the City Council and Planning
Commission to meet our team early in the process.

We will facilitate an all-hands study session with
key City staff, City Council members, and Planning
Commissioners. This study session will provide a
common understanding of the need for and purpose
of the General Plan update, the key steps in the
process, public outreach, legislative mandates, and
contemporary planning issues. We will facilitate a
discussion on the major issues facing Arroyo Grande
and then solicit feedback on the several topical areas
that will be carried thematically through the General
Plan. The study session will be widely publicized and
open to interested community members. We will post
the session presentation, support materials, and results on the City’s and project website.

Task 1.3: Develop Final Work Program
Based on information exchanged during Tasks 1.1
and 1.2, we will refine the scope of work and project
schedule to address City input. The schedule will be
detailed to show:
• Proposed time frames for each phase;
• The timing for all major documents;
• Time frame for each joint Planning Commission
and City Council workshop; and
• Timing of various community engagement
activities.

The project schedule will include coordination and
community outreach components that will occur in
association with major milestones in the development of the General Plan update.

Phase 1 Deliverables
• Kick-Off meeting agenda and materials
• Joint Study Session presentation
• Joint Study Session materials
• Project schedule
• Final work program
Phase 2 - Public Outreach
Strategy
Task 2.1: Public Outreach Strategy
We will work with City staff to organize a
comprehensive Public Outreach Strategy that we will
use throughout the General Plan update. The intent is to implement robust, meaningful, and inclusive outreach
methods and events that transcend traditional public
outreach barriers. The Public Outreach Strategy will
detail outreach responsibilities and describe how the
engagement will be structured to ensure residents,
businesses, property owners, non-English speakers,
and underrepresented groups are aware of and
engaged in the project. The Strategy will adhere to
the tenants of City’s DEIJ Policy. As part of this strategy, we will develop and use the following engagement
components:

Business Cards. Business cards with the project
logo and website link are an easy way to get the
word out about the project. Agency staff, decisionmakers, and others can hand out the business cards to interested community members. This is an
effective way of creating interest in the project and
getting people to visit the website.

Press Releases. Prior to every community workshop
and document release, we will prepare and
distribute news releases to inform media outlets
serving the community about upcoming meetings.

Press releases describing the project meetings and
milestone documents can help educate and inform
community members about the planning process.

They also help ensure accurate project coverage
and eliminate confusion.

Online Engagement. As part of the project
website, we will set up an online engagement
platform to provide the community with an easy
method to provide input on the project. The online
engagement tool provides a suite of listening,
information, analysis, reporting, and relationship
management features that enables us to mix and
match precisely the right online tools for effective
community engagement. we will regularly update
the engagement site with new questions, surveys,
and opinion polls. These platforms have been used
successfully on several general plan projects to
engage the community.

Email Blasts. Within the first month of the project,
we will develop a template for email blasts that is
consistent with the overall project brand. We will
work with the City to develop a project-specific
email contact list and/or use the City’s existing
e-notifier to send regular email announcements.

PLEASE NOTE:

In an effort to better differentiate between the two- and three-year work scopes, we have highlighted additional three-year phases and tasks in red. These additional items are only applicable to the three-year work scope, otherwise all remaining tasks are included in both work scopes as provided in this proposal.

NOTE:

We have included a number of additional community
engagement activities in the Optional Tasks section
for City staff consideration.
76 77
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Newsletters. We will prepare newsletters at key
milestones in the project. The newsletters will
provide easy access to information and keep the
community up-to-date on the development of the
General Plan.

City Hall Displays. We will periodically provide
materials for City staff to display at City Hall.

These displays will provide timely information on
the update process, provide posters on current
developments, and provide opportunities for
interactive displays designed to gain community
input.

Pop-Up Events. We will work with City staff to
develop interactive materials that can be used by
City staff and community volunteers at various
community events (such as the Arroyo Grande
Farmers Market), providing a great way to
educate the community about the Update and
to gain their input at key stages of the Update
project.

In-Person and Virtual Community Workshops.

In-person workshops are a traditional, time-tested
community engagement activity. They should
be held at convenient places where people feel
comfortable gathering. Workshop sponsors should
offer food, translation services, and childcare to
make the meetings more accessible to families
and non-English speakers. Typically, we use one of
two workshop formats: open house or interactive.

The open house format is most useful to provide
information and getting high-level feedback. The
interactive workshops may include some or all
the open house components but will emphasize
participant interaction in either facilitated
discussion groups or exercises designed to gain
information about topics, such as the community
vision; issues, opportunities, and assets; and
alternatives and options. We will work with City
staff to determine the best location and time of
these events to ensure those with non-traditional
work schedules can provide their feedback.

Task 2.2: General Plan Website and
Branding
We will create and host a project specific website and
project branding unique to this General Plan update
and Arroyo Grande:

Project Branding. We will develop an overall
brand for the General Plan update with input from
City staff. This brand will be carried through all
materials, the project website, and presentations
to build enthusiasm about the project and ensure
that this effort is distinct in the minds of the public and other stakeholders. As part of this effort, we
will develop three branding options for the City’s
selection.

Project Website. We will design, develop, and
maintain a project website during the project.

The website will be fully translatable to over 50
languages for the benefit of all in the community
and will include the following:

Pop-Up Events
Pop-up booths are a great way to gain community
feedback in an informal an relaxed environment.
• Project information and overview and
purpose of the General Plan Process
• Listing of all meetings
• All presentations and materials produced for
public meetings and workshops
• Fact sheets regarding the planning process
• All materials produced for the Plan
• Library with all relevant documents
• Online surveys
• Social pinpoint (interactive online comment
capture and community conversation board)
• Email sign-ups
Click or visit the following links to view examples:
• Los Gatos General Plan
www.losgatos2040.com
• Pleasant Hill General Plan
www.pleasanthill2040.com
• Solvang General Plan
www.plansolvang.com
• San Ramon General Plan
www.plansanramon.com
Translation Services. Translation services are
essential to ensure effective, inclusive, and
accurate communication to all community
members. There are two basic types of translation
services for the project: verbal translation and
translation of written materials. Presentations,
posters, handouts, and all other written materials
should be produced in all languages that are
prominent in the community. Verbal translation
services should be provided at all public meetings
and workshops and advertised as such. Sometimes
individuals are more comfortable participating
in the planning process when a local community
group or organization is involved. If appropriate,
agency staff should work closely with local
organizations and individuals to reach out to nonEnglish speaking communities and ensure they are engaged in the process.
78 79
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Task 2.3: Stakeholder Interviews
We team will conduct up to 12 one-on-one and group
meetings with key stakeholders and community groups
to solicit input on issues and expectations for the
General Plan update. The purpose of these interviews
is to identify areas of concern and opportunity for
the city and ensure that we are incorporating broad
community support. We will develop the list of
stakeholders in consultation with City staff, but could include the Mayor, City Council members, and key
stakeholders that should include the representatives
from the school district, Bike Coalition, Chamber
of Commerce, Diversity Coalition of SLO County,
R.A.C.E. Matters, local developers, and others as
suggested by the city. This will also include specific
outreach to non-English speakers, seniors, and youth
within the community. These interviews will be virtual
via Zoom.

Task 2.4: Newsletter: General Plan
Update Overview
We will prepare a newsletter that describes what a
general plan is, how and why it is being revised,
the project schedule, and how the community can
participate. We will use the newsletter to promote the
online engagement and opportunities to be involved in
the Update process.

Phase 2 Deliverables
• Public Outreach Strategy
• Project branding style guide
• Project logo
• Project business cards
• Project website
• Stakeholder interview materials
• Stakeholder Interview Summary
• Newsletter: General Plan Update Overview
Newsletters
Our newsletters are high-graphical and help keep
community members and up-to-date on project phases.

Phase 3 - Gather and Analyze
Data
Task 3.1: Existing Data Collection and
Compilation
Knowledge of existing conditions within Arroyo
Grande will provide us and the community with a more
thorough understanding of what has changed since
the last General Plan was prepared and the trends
that will be shaping the community’s future. At the
beginning of the project, we will prepare a Request for Information (RFI), which will list the data items needed to understand the city on data level. Our team will
initially collect as much of this information as possible from online and external resources. The items requested (including native format files whenever possible)
typically include the following:
• Current City planning and development efforts
• Municipal Code and Development Code
• Any other pertinent information, documents,
plans, and other items identified by City staff
• Infrastructure and utilities plans
Task 3.2: Assemble GIS Data and
Prepare the Base Map
We will work with City staff to obtain existing City
and County GIS data and review City mapping
protocol and requirements. We will prepare base
maps for reports and display presentation, including
establishing a uniform legend and title block for use
on all maps prepared. We will then develop all GIS
data and mapping prepared for the General Plan
Update consistent with City protocols and data formats
to ensure easy integration into the City’s information
system. At the conclusion of the General Plan update
project, we will provide to the City all original data as well as project specific data layers modified or created by our team.

Task 3.3: General Plan Audit
We will work with City staff to evaluate the existing
General Plan to determine what works, what does not
work, and where the plan is not providing adequate
or current guidance. This will be done using our
proprietary General Plan Audit Tool. This tool will help City staff gain insights on the existing General Plan
clarity, linkages to other plans, progress in achieving desired outcomes, and whether goals, policies, and
programs should be carried forward, modified, or
removed. The Audit will also consider the General Plan
additions needed to address changes in State law,
the Governor’s Office of Planning and Research (OPR)
General Plan Guidelines, and contemporary planning
practice. The results of this review will be documented in a General Plan Audit Report. At a minimum, the
Audit Report will address the following questions:

Completion. Has a policy or program been
achieved or carried out?
Clarity. Is the policy or program language clear
and easily interpreted?
Progress. Can policy or program implementation
be easily monitored?
Outcome. Did the policy or program result in the
desired outcome and achieve the vision or goals
of the General Plan.

Continuation. Is the goal, policy, or program
still relevant and can be carried forward into the
updated General Plan?
Current. Does the goal, policy, or program
adequately address current issues?
Modification. How should the goal, policy, or
program be modified to provide better direction or
address current issues and trends?
Task 3.4: Existing Conditions Evaluation
We will collect, research, and assess existing
conditions and trends for the following topics. A
summary of key information from this evaluation will
be presented in the Existing Conditions and Trends
Workbook (Task 3.8) while the full data assessment will be included in the EIR.

Land Use. We will analyze the existing General
Plan land uses and adopted plans that affect
development in Arroyo Grande. We will map and
analyze existing land uses based on available City
GIS data and identify opportunities and constraints
for future development and reuse. We will also
describe regional planning efforts affecting the
city. This section will also summarize the community
character of Arroyo Grande neighborhoods.

Population, Employment, and Housing. We
will collect and assess historical, current, and
projected population, employment, and housing
characteristics in the Planning Area. We will work
with the San Luis Obispo Council of Governments
(SLOCOG) to obtain the most current demographic
and housing data, including US Census data, and
data available from the California Department of
Finance.
80 81
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Circulation and Transportation. Our team will
compile data and information on roadway
segments, transit services, and bicycle and
pedestrian facilities. This evaluation will build
on work performed during the 2021 Circulation
Element update that included updates to the City’s
Transportation Impact Fee (TIF), nexus study and
Transportation Impact Analysis (TIA) guidelines,
as well as the Local Roadway Safety Plan (LRSP).

We will prepare a concise summary of existing
mobility conditions, including updating available
background data where relevant, U.S. Census
travel mode data, and summarizing collision data
and safety recommendations from the LRFP. Our
evaluation analyzes multi-modal travel, vehicle
miles traveled (VMT) reductions and the provision
of complete streets, including opportunities and
constraints for bicycle, pedestrian, motor vehicle,
and transit travel. We will summarize key data and
information on roadway segments, transit services,
and bicycle and pedestrian facilities. We will
prepare a detailed description accompanied with
maps and graphics illustrating the roadway system,
bicycle and pedestrian facilities, peak hour traffic
counts, and transit routes and stops.

Biological Resources. Our team will compile data
on sensitive habitats, principal vegetation cover
types, and special-status and endangered species.

This will include primary source material from the
local and regional habitat plans, supplemented
with limited windshield surveys and review of
existing biology studies completed for the city.

Cultural Resources. Our team will compile
data on historic structures and locations and
conduct an archaeological sensitivity analysis for
both prehistoric and historic sites using records
maintained at the regional information center and
published in research papers. We will ensure
that appropriate individuals are contacted with
the surrounding Native American Tribes to ensure
sensitive cultural resources are documented
appropriately consistent with recent State mandates
(SB 18).

Economics. Our team will update the City’s
economic and market data. The update will
cover key demographic, economic, and real
estate factors affecting the city and its role in the
broader region. We will identify the strengths of
the local economy, key competitive attributes and
positioning, and challenges and opportunities
related to an economy heavily reliant on tourism.

Additionally, we will summarize retail trends by
major business category, existing commercial and
industrial vacancies, fiscal revenue sources, and
City General Fund expenditures (broken down by
major budget category).

Public Facilities, Services, and Infrastructure. Our
team will compile data on infrastructure, resources,
services, and facilities related to water supply
and delivery, wastewater collection and disposal,
stormwater drainage, solid waste and recycling,
energy and telecommunications, law enforcement,
fire protection, health care, schools, and
education, and government services. We will also
assess if the General Plan must include information
related to recent State mandates that require
cities to identify service needs for unincorporated
disadvantaged communities (SB 244).

Noise. Our team will review existing noise data,
including recent EIRs and studies, and summarizes
the existing noise environment in Arroyo Grande
resulting from major roadways and highways, and
stationary noise sources and activities. We will
also document existing noise-sensitive areas and
sites. We will also summarize current information
on ground vibration.

Air Quality. Our team will compile data on
existing air quality conditions within Arroyo Grande
and the nearby vicinity. This will specifically
include the location of existing sensitive receptors
and emission sources, existing mass emissions,
ambient air quality concentration data from the
most applicable monitoring station(s), attainment
designations and natural factors that relate to the
transport and dispersion of air pollutants.
82 83
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Climate Change. Our team will prepare a
climate change section that includes a discussion
of climate change and how the General Plan
Update will address this issue, including both the
reduction of GHG emissions and climate change
vulnerability and adaptation. The report will
briefly summarize relevant background information
regarding these topics and lay out a framework
for the General Plan Update to address climate
change.

Hazards and Safety (including geology). Our
team will compile data on existing natural and
manmade hazards. As part of this evaluation,
we will summarize the geological environment
and associated hazards. This section will
address Seismic Hazard Zones (and soil strength
properties. We will summarize the latest FEMA
floodplain mapping to illustrate potential safety and
development constraints. We will summarize urban
and wildland fire risks, fire hazard risk areas,
and fire protection resources. Our team will also
describe major users and producers of hazardous
materials within or adjacent to the city.

Hydrology and Water Quality. Our team will
summarize sources of groundwater and surface
water, water consumption rates, measures used
to conserve water, and renewable water facilities
and resources. This section will document potential
pollution sources, areas susceptible to water quality
degradation, and source issues and capacity
constraints.

Social and Environmental Justice. Our team will
prepare a section that provides a background on
social and environmental Justice. The discussion
will focus on exposure to environmental hazards,
healthy and affordable housing, access to job
markets, access to health care and healthy foods,
community equality, and community empowerment.

The information gathered will be used to draft the
new Environmental Justice Element (see Task 6.9).

Task 3.5: Community Workshop #1:

Assets, Issues, and Opportunities
Identification
We will facilitate a community workshop to address
assets, issues, and opportunities facing the community.

The community workshop will be a two-part event.

During the first part of the event, our team will provide the community with an overview of the information
developed for Existing Conditions and Trends
Workbook (Task 3.8). This component will highlight
the existing conditions and trends that will influence
the future of the community. The second part of the
event will involve interactive exercises designed to gain input on the assets, issues, and opportunities that the public would like to see addressed in the General Plan
update. We will use a combination of informational
boards, group and individual engaging exercises,
breakout sessions, surveys, and online. The intent
of this workshop is to get community input on what
they think about Arroyo Grande, what they want to
preserve, and what they want to change. Workshop
materials can be provided in both English and nonEnglish languages.

Task 3.6: Assets, Issues, and
Opportunities Workshop Summary
Report
Based on input collected from City staff and Assets,
Issues, and Opportunities Community Workshop, we
will prepare a summary report that categorizes, and
reports all input received. This input will be further
synthesized and reported in the Existing Conditions and Trends Workbook (Task 3.8).

Task 3.7: Newsletter: Existing
Conditions and Trends
We will prepare a newsletter summarizing the results
of the major findings from the Existing Conditions
and Trends Workbook. We will use the newsletter to
publicize the upcoming workshop in Phase 4.

Task 3.8: Existing Conditions and
Trends Workbook
We will prepare an Existing Conditions and Trends
Workbook. The Workbook will be written in an
engaging way to tell a thought-provoking story of
Arroyo Grande – where it has been, where it is today,
and the trends that will shape its future. The Workbook will also identify the significant problems, issues, and concerns facing the community that were identified in
Community Workshop #1 (Task 3.5). The Workbook
will be highly graphical and will use infographics,
charts, maps, and photographs combined with
storytelling techniques. While the content will largely depend on the direction provided by City staff,
decision-makers, and the community during the initial
outreach efforts, we assume the workbook, at a
minimum, will cover the following topics:
• Purpose of the General Plan Update
• All topics analyzed in the Existing Conditions
and Trends Evaluation (see Task 3.4)
• Location and geographic boundary
description, including the regional setting,
Sphere of Influence, and City limits
• A description of the city’s history, including a
graphic timeline of significant events, places,
and people in Arroyo Grande’s past
• A description of what has changed since
Arroyo Grande last updated its General
Plan, including local trends as well as national
and global trends that have shaped our lives
and will continue to shape the future (e.g., the
internet, social networking, online shopping,
car sharing, self-driving cars, sustainable
communities initiatives)
• A snapshot of current conditions and trends,
including a demographic profile, housing
characteristics, economic and market
conditions, transportation infrastructure and
travel patterns, health and environmental
justice, climate change and adaptation,
community design and character description,
and population and development trends
• A description of quality-of-life characteristics,
including parks and open space, arts and
culture, and public realm improvements that
have made Arroyo Grande an exceptional
place to live
This task includes preparation of an initial outline, an administrative draft for staff review, and a final draft that incorporates edits following one round of review
by City staff. The final Existing Conditions and Trends Workbook could be fully translated into non-English
languages.

Phase 3 Deliverables
• Request for Information (RFI)
• GIS Base Maps
• General Plan Audit Report
• Community Workshop #1 Guide
• Community Workshop #1 Materials
• Newsletter: Existing Conditions and Trends
• Assets, Issues, and Opportunities Summary
Report
• Administrative Draft Existing Conditions and
Trends Workbook
• Final Existing Conditions and Trends Workbook
84 85
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Phase 4 - Visioning and
Guiding Principles
A General Plan vision statement and guiding principles
are designed to reflect what community members value
most about their community and the shared aspirations
of what they envision their community being in the
future. The vision statement should be inspirational
and set the key values and aspirations for the General
Plan guiding principles. The guiding principles
should provide more specific guidance that provides
the fundamental doctrine that will be used to guide
development of the General Plan goals and policies.

During this phase, we will work with community
members and leaders, the Planning Commission, and
the City Council to form Arroyo Grande’s vision for the future and guiding principles.

Task 4.1: Community Workshop #2:

Community Visioning Workshop
Our team will facilitate an in-person community
visioning and guiding principles workshop. This
workshop will have three parts. First, as participants
arrive, they can visit a variety of informational
stations, based on the Existing Conditions and Trends
Workbook. These stations will inform participants on
the key planning issues in the Update. Second, we
will present status reports on our progress to date and answer questions about the General Plan Update.

Third, we will have a series of interactive exercise that will solicit feedback from the community on a collective vision and set of guiding principles. These activities
could include the following:

Opportunities and Enhancements. The goal of this
station is to help participants identify the places or
features of Arroyo Grande that offer opportunities
for improvement or enhancement. It will help
identify participant’s priorities. This exercise would
include a large wall map of the city with generic
images that represent things that participants would
like to see in the city. Participants would then
participate in a series of mini-exercises to identify
which features they feel would reflect the kind of
improvements that would benefit Arroyo Grande
over the next 25 years.

Postcards from the Future. In this exercise,
participants would be asked to pretend they are
sending a postcard from Arroyo Grande from the
future. Participants draw a picture to illustrate their vision and write a message to someone describing
their experience in Arroyo Grande.
“Mad Libs” Vision Game. In this exercise,
participants would be asked to develop their
ideal vision for the city. Participants would be
encouraged to brainstorm words, phrases, and
ideas with other participants to come up with the
most creative and inspirational vision. From this
exercise, we obtain the key descriptors that are
used to describe people’s aspirations for the future
of the community. These inputs help identify what
aspects are the most important and are used to
frame the vision statement.

Task 4.2: Visioning Pop-Up Event
We will provide materials for City staff to set up
a visioning “pop-up” booth at up to two events in
Arroyo Grande. The booths would feature boards and
hand-outs that provide an overview of the General
Plan update and gain feedback on a General Plan
Vision Statement and Guiding Principles. While it is
assumed that City staff will attend and run the booth,
if selected for this project, we can discuss having a
member of the our team present at these events.

Task 4.3: Public Outreach Summary
Report: Workshop #2
We will prepare an outreach summary summarizing
the feedback received during Community Visioning
Workshop (Workshop #2). The summary report
will include an overview of the visioning process, a
discussion of input received in the process, and an
outline of next steps in the update project.

Task 4.4: Draft Vision Statement and
Guiding Principals
Our team will prepare the Administrative Draft Vision
Statement and Guiding Principles that represent the
ideal future for the city. We will create the draft Vision Statement and Guiding Principles based on input
gathered at the Community Visioning Workshop and
input from City staff. Following review by City staff,
we will revise the Administrative Draft and prepare
Draft Vision and Guiding Principles for review by the
Planning Commission and City Council.

Task 4.5: Planning Commission Study
Session: Vision and Guiding Principles
We will attend a Planning Commission meeting to
present the community and Commission the Draft
Vision Statement and Guiding Principles. We will
facilitate a discussion of the results of the public
outreach activities that lead to the development of
the Statement, present the Draft Vision Statement and
Guiding Principles, and solicit feedback from the
Commission. Based on that feedback received, we will
refine the Draft Vision Statement for presentation to
the City Council.

Task 4.6: City Council Study Session:

Vision and Guiding Principles
We will attend a City Council meeting to present the
Planning Commission recommended Draft Vision
Statement and Guiding Principles. We will facilitate a
discussion of the Vision Statement and get direction
from the City Council. Based on that direction, we
will prepare the Final Vision Statement and Guiding
Principles.

Task 4.7: Final Vision Statement and
Guiding Principles
Following review by the Planning Commission and
City Council, we will revise and prepare a Final Vision Statement and Guiding Principles that we will use to
guide development of the General Plan Update.

Phase 4 Deliverables
• Community Workshop #2 Guide
• Community Workshop #2 materials
• Community Workshop #2 presentation
• Visioning Pop-Up Events Guide
• Visioning Pup-Up Events materials
• Community Workshop #2 Outreach Summary
• Administrative Draft Vision Statement and
Guiding Principles
• Planning Commission Vision and Guiding
Principles Study Session Presentation
• Planning Commission Vision and Guiding
Principles Study Session Materials
• City Council Vision and Guiding Principles Study
Session Presentation
• City Council Vision and Guiding Principles Study
Session Materials
• Final Vision Statement and Guiding Principles
86 87
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

UrbanFootprint is the world’s first urban
intelligence platform — a comprehensive
urban, climate, and community resilience
data system that serves mission-critical
insights to the institutions that are rebuilding,
financing, and insuring the world’s physical
and social infrastructure.

UrbanFootprint’s data and web-based
geospatial software unifies previously siloed
climate, environmental, urban, and socioeconomic data and helps governments, utilities, financial institutions, and urban
planners answer fundamental resource
questions — where to invest, where to
deploy resources, and where to optimize
for risk, return, resilience, and community.

Learn More Here:
https://urbanfootprint.com/
Phase 5 - Alternative Choices
During this phase, our team will facilitate dialogue
with the community and decision-makers to establish
community priorities for future growth and change.

We will use the results the Existing Conditions and
Trends Workbook, Community Workshops #1 and
#2, input from online exercises, the General Plan
Audit, Vision Statement, and Guiding Principles to
develop land use alternatives. These alternatives will
be reviewed by the community, Planning Commission,
and City Council. Out of this dialogue we expect
to emerge with a consensus on future growth and
change. As indicated in the RFP, this change may
include an expansion of the City’s Sphere of Influence.

Task 5.1: Initial Growth Alternatives
Based on the initial direction from the City staff, City Council, and Planning Commission, we will prepare
issue and opportunity area maps and a potential
development areas map that will form a framework for
the discussion of land use alternatives.

Task 5.2: Consultant Team/Staff Work
Session
We and City staff will have a work session to discuss
the initial alternative options developed by our team.

The outcome of this work session will be refined land
use alternatives for discussion at the Alternatives
Community Workshop #3.

To better facilitate this working session, we will use
UrbanFootprint’s intelligent geospatial analysis
platform. UrbanFootprint will allow us to develop
several realistic alternatives and explore the impacts
of each in real time. Among other things, the
UrbanFootprint platform allows our team to analyze:
• Population increase
• Housing burden
• Energy consumption
• Water consumption
• Transit accessibility
• Green house gas emissions
Task 5.3: Community Workshop #3:

Developing Growth Alternatives
We will assist City staff to organize and facilitate a
Community Workshop to present our team’s findings to
date and to present land use alternatives. Following a
presentation of the alternatives, we and City staff will facilitate breakout sessions with community members
organized around development opportunity sites.

Using maps, graphics, and three-dimensional building
blocks, community members will provide their ideas
about potential land use changes. Questions we might
ask the participants are:
• What is your big idea for the future
development of each area?
• Which types of development and uses should
be part of this area’s future?
• How should each area be connected to the rest
of the city? What’s the best way to get in, out,
and around here? Would changes need to be
made to make this area more accessible?
• Are there other areas of the city you would
like to see reimagined? How would you like to
see them change?
Our team and City staff will then use the results
of Workshop #2 to refine the Alternatives for
presentation at a joint study session of the City Council and Planning Commission.

Task 5.4: City Council/Planning
Commission Joint Study Session
Our team will assist City staff to facilitate a joint study session of the City Council and Planning Commission
to present the results of the Community Workshop #2
and discuss our recommendations to City staff for their feedback and direction. We will ask the City Council
to provide direction on their preferred alternative.

Phase 5 Deliverables
• Draft Growth Alternatives
• Consultant Team/Staff Working Session agenda
• Consultant Team/Staff Working Session
materials
• Community Workshop #3 materials
• Community Workshop #3 Summary
• Study Session materials
• Preferred Growth Alternatives
88 89
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Phase 6 - General Plan
Preparing the General Plan is the most enduring part
of the Update process. The goals, policies, and
implementation strategies will serve as the City’s
blueprint for growth and development for the next
20 plus years. It memorializes all the decisions and
directions made to this point in the update process and acts as the guide for how the City and community can
achieve the vision for the future. The updated General
Plan will be crafted as an effective tool for staff
implementation and will be a highly-graphic, engaging
plan that is easy for everyone in the community to use
and understand.

We will prepare an Administrative Review Draft
General Plan. Our team will format the General Plan
to be attractive, contemporary, and user-friendly, using extensive photos, illustrations, and maps. As part of
this coordination, we will propose solutions for the
organization and layout of the General Plan elements.

This will be based on a review of the current element
structure and the need to cover a wide range of new
State requirements enacted since the General Plan was
last updated. As part of the design, the separation or
combination of topics into various elements will be
discussed.

As part of the Update, we will ensure that all the
requirements of State law, such as complete streets,
flood risk reduction, adaptation, resiliency, safety,
noise, and environmental justice are covered. We
will also ensure full compliance with the State’s
General Plan Guidelines. Our team will prepare
a comprehensive implementation strategy that
includes tangible actions the City will undertake to
implement the goals, policies, and objectives. The
implementation strategy will include an updated
economic development strategy. As part of developing
this strategy, a key task will be ensuring that the City understands the implications, resource needs, and fiscal impacts of the implementation strategy. This ensures that the City makes an informed decision about the work it
is signing up to complete.

Task 6.1: General Plan Design, Format,
and Organization Options
In close consultation with City staff, we will prepare
optional approaches for the General Plan design,
format, and organization. We will provide for the
overall look and presentation of the Plan, including
font size and style, page layout, maps, graphics, and
illustrations. Our team will prepare sample table of
contents to accompany the organizational options.

Following City staff review, we will refine the options as necessary.

Task 6.2: Land Use Element
Subtask 6.2-1:Land Use Density and
Intensity Evaluation
As part of preparing the Draft Land Use Element,
we will evaluate existing residential density and
intensity requirements in the City’s mixed-use zoning
districts. From this evaluation, our team will strategize with City staff on possible solutions to adjust these
densities and intensities to better achieve the desired community vision.

Subtask 6.2-2: Administrative Draft Land
Use Element
We will update the Land Use Element to integrate
the feedback provided by the community, Planning
Commission, City Council, and City staff. Our team
and City staff will collaborate to develop land use
designations and prepare a draft Land Use Diagram
(Task 5.10). We will review existing citywide land
use designations and determine a concise set of land
use designations that fit the needs of all areas of
the city. The designations and Diagram will indicate
the distribution, location, and standards for the use
of land for housing, commerce, industry, public
facilities, waste disposal, recreation, agriculture,
natural resources, and open space. The land use
designations will broadly define the purpose of
each land use category as well as allowed uses.

Land use designations will also include standards
of population density and building intensity. These
designations will promote public health, reduce
infrastructure costs, enhance the local economy, and
address environmental issues.

Task 6.3: Circulation Element
The Circulation Element describes the existing
and future transportation network, articulates the
City’s mobility vision, addresses State and regional
requirements, and anticipates future mobility needs.

While the existing Circulation Element was recently
updated in 2021, our team will review the Element
to determine areas that may need to be updated.

Updates to the Circulation Element may include those
resulting from:
• Findings form AB 747 Analysis (see Task 6.5)
• Updates to the planned mobility network at
buildout to accommodate changes to the Land
Use Element
• Increased prioritization of a non-vehicular travel
and complete streets improvements, including
incorporation recommendations from the
upcoming Active Transportation Plan that will
be conducted concurrently
90 91
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

• Mobility and access recommendations to
support the optional East Grand Avenue
Overlay District
• Provision of a reformatted Circulation Element
that converts the current stand-alone Circulation
Element to serve as one chapter of the larger
General Plan document, to match the updated
format of the other (chapter) elements
• Refinements to goal, policy, and
implementation program language to be
consistent with the overall General Plan update
and priorities of other updated elements
• Changes in land use patterns and policies
established in the Land Use and Safety
Elements
• Potential changes resulting for the City’s update
to the Active Transportation Plan
Task 6.4: Noise Element
Based on the findings from the Existing Conditions and
Trends Workbook, will identify major stationary and
mobile sources of noise in the City and visually identify traffic noise contours based on data from the traffic
report. For this analysis, we will prepare noise contour maps and descriptions of existing noise conditions.

At City staff discretion, we may conduct up to four
noise measurements at key locations in the city for the purpose of validating the noise models.

Our team will also identify goals, policies, and
implementation programs to address noise consistent
with legislative requirements and changing conditions
since the last update to the City’s General Plan. Goals and policies will consider type, location, and extent of noise incompatibility in the community.

Task 6.5: Safety Element
Subtask 6.5-1: Vulnerability Assessment
In accordance with California Government Code
65302(g) and SB 379, our team will complete a
Climate Vulnerability Assessment which will detail
the anticipated climate impacts on the city of Arroyo
Grande, such as increases in temperature, more
intense and frequent extreme heat events, more
intense and frequent drought, higher frequency of
catastrophic floods, and more severe and frequent
wildfires. At a qualitative level, we will evaluate
the locations of the city’s critical facilities and
services (such as fire stations and evacuation routes)
in relation to potential climate change impacts
based on readily available geospatial data. We
will prepare the Climate Change Vulnerability
Assessment consistent with the latest (2020)
California Adaptation Planning Guide, as described
in California Government Code 65302(g) and the
Office of Planning and Research’s General Plan
Guidelines. We will produce maps using data from
existing plans and available geospatial data sources,
including:
• Internet-based Cal-Adapt tool
• Internet-based Healthy Places Index tool to
identify vulnerable populations
• San Luis Obispo County Multi-Jurisdictional\
Hazard Mitigation Plan (October 2019), of
which Arroyo Grande is a participating
jurisdiction
• California’s Fourth Climate Change Assessment,
Regional Report
• Existing development in identified at-risk areas,
including structures, roads, utilities, and
essential public facilities
• Arroyo Grande local land use plans and
implementing documents
A key component of the Climate Change
Vulnerability Assessment will be an evaluation of the
potential for climate change to disproportionately
impact vulnerable population groups (e.g., seniors,
children, low-income communities, outdoor workers).

The Climate Change Vulnerability Assessment
will rely on modeling scenarios per the California
Adaptation Planning Guide and the Office of
Planning and Research’s General Plan Guidelines.

The Climate Change Vulnerability Assessment will be
a qualitative analysis and will not include quantitative asset analysis by hazard area.

Subtask 6.5-2: SB 99 Analysis
SB 99 requires all cities and counties, upon the next
revision of the Housing Element on or after January
1, 2020, to update the Safety Element to include
information identifying residential development in
any hazard areas identified in the Safety Element
that do not have at least two emergency evacuation
routes. We will coordinate with City staff to identify
residential developments in any hazard area
identified in the Safety Element that do not have at
least two emergency evacuation routes. Our team
will coordinate with City staff to develop a citywide
map using ESRI that identifies communities with fewer
than two ingress/egress and provide a narrative
description of the implications for evacuation
planning. We will use the analysis to determine if
the City should consider specific goals or policies
to address any identified access limitations or
constraints and incorporate these into the Safety
Element.

Subtask 6.5-3: AB 747 Evacuation Capacity
Analysis
We will conduct an emergency evacuation
analysis, consistent with AB 747, that will evaluate
the capacity of evacuation routes under the City’s
identified evacuation scenarios. Our team will
confer with City staff to confirm the City’s key
evacuation scenarios. We will assess the capacity
of evacuation routes, taking into account population
and employment in specific zones of the city using
the SLOCOG model, under several emergency
evacuation scenarios. Based on this assessment, we
will provide recommendations for strategic measures
to be implemented during evacuation where relevant.

We will then summarize the results in a memorandum
with accompanying maps for City review.

Subtask 6.5-4: Administrative Draft Safety
Element
Our team will identify goals, policies, and
implementation programs to address climate change
risks and identified evacuation risks. The Safety
Element will be updated with additional background
descriptions and maps and the constrained parcel
group analysis and the evacuation capacity
assessment. Goals and policies will aim to minimize
risk associated with climate change and evacuation
capacity constraints and build capacity to respond
to the projected impacts of climate change, working
towards creating a resilient, sustainable Arroyo
Grande community. The Safety Element will also be
updated to include a discussion of how it aligns with
other General Plan elements. As requested in the RFP,
the Countywide Local Hazard Mitigation Plan will be
incorporated into the updated Element.

Subtask 6.5-5: Safety Technical Advisory
Committee Meeting
We will assist City staff with facilitating a Safety
Technical Advisory Committee (STAC) meeting to
discuss the Administrative Draft Safety Element.

The STAC should include staff from police, fire,
emergency services, and perhaps County and State
public safety agencies. We can discuss the STAC
membership further at the kick-off meeting. This
will be a virtual meeting via Zoom or other on-line
technology.
92 93
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Task 6.6: Agriculture, Conservation,
and Open Space Element
Our team will prepare an Administrative Draft
Agriculture, Conservation, and Open Space Element.

The updated Element will reflect any changes resulting
from the Land Use Element, especially if the City intends on annexing unincorporated county land or expanding
the existing Sphere of Influence. The updated Element
will identify policies for protecting and conserving open spaces, agricultural lands, and other natural resources.

Additionally, the Element will consider mitigation
measures when agricultural properties are proposed for
conversion to urban uses.

Task 6.7: Parks and Recreation Element
Our team will prepare an Administrative Draft Parks
and Recreation Element. The updated Element will
reflect any changes resulting from the Land Use Element and feedback received from City Council, Planning
Commission, and the community. We will establish
goals and policies to ensure the city meets the parkland and recreation needs of the community, and offer
strategies for City staff to consider.

Task 6.8: Economic Development
Element
Subtask 6.8-1: Economic Opportunities
Analysis
As background for the updated Economic
Development Element, our team will complete
an Economic Opportunities Analysis focused on
Arroyo Grande’s business growth and job creation
potentials. This analysis will ensure that the General
Plan land use alternatives are optimized from a job
creation perspective. The economic opportunities
analysis will include the following sub-tasks:
• Location quotient analysis to identify industries
business types for which Arroyo Grande and
the larger Central Coast region have a
competitive advantage relative to national
benchmarks;
• Analysis of recent historic job growth by
industry (Arroyo Grande and Central Coast
region), including a “shift share” comparison to
national trends;
• Review of relevant studies and strategies
prepared by regional economic development
organizations (i.e., REACH and the Economic
Vitality Corporation of San Luis Obispo
County);
• Profile of current regional initiatives focused on
targeted growth industries; and
• Profile of current initiatives focused on
addressing the potential economic impacts and
repositioning opportunities related to the
pending (but delayed) decommissioning of the
Diablo Canyon Nuclear Power Plant.

Based on the above sources of information, we
will identify the industry types likely to offer the most significant growth potentials for Arroyo Grande over
the next 10-20 years. Our team will also identify
any specific land use policies that would enhance
the City’s potential for attracting and growing target
industries.

Subtask 6.8-2: Small Business Workshop
Consistent with the City’s DEIJ and economic
development priorities, our team will conduct a
workshop with Arroyo Grande’s small business
community. The purposes of this meeting will be
to better understand existing conditions from the
perspective of local small businesses, identify any
pressing barriers or threats to their continued
operation in the city, discuss potential opportunities
for small business growth, and define specific
policies or programs (within the context of the
updated General Plan Economic Development
Element) the City could implement to foster small
business development.

Subtask 6.8-3: Administrative Draft
Economic Development Element
We will prepare a General Plan Economic
Development Element that addresses the City’s
development, job creation, tourism, and fiscal
stability goals. The element will include the following:
• The City’s goals and policies for Economic
Development, presented in a format consistent
with other elements of the Plan
• Polices to retain local businesses and attract
head-of-household jobs
• Goals, policies, and programs aimed at
addressing the impacts from the
decommissioning of the Diablo Canyon Power
Plant
• A summary of the economic opportunities
analysis
• Policies aimed at supporting the City’s business
retention/expansion/attraction and
entrepreneurial development potentials
• Specific strategies for attracting targeted land
uses (e.g., retail, industrial, hotels)
94 95
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Task 6.9: Environmental Justice Element
Subtask 6.9-1: Environmental Justice
Community Analysis
All people, regardless of race, culture, or income,
deserve the right to live, work, play, and pray in
a healthy and safe environment. Unfortunately,
across the United States, residents of low-income
communities, communities of color, and indigenous
communities are disproportionately impacted by
environmental pollution and experience higher rates
of related health problems. Conditions in these
communities can be traced to a variety of factors
including, but not limited to, a history of inequitable land use and zoning policies, underinvestment, and
lack of meaningful engagement with community
residents in planning and policy decisions. In each of
these communities, there is often a history of residents coming together to advocate for and achieve
environmental justice.

With the adoption of Senate Bill (SB) 1000,
California Government Code Section 65302(h)
requires local jurisdictions to incorporate
environmental justice in their general plans. The
statute requires local governments to develop
policies to reduce the disproportionate exposure
to pollution in neighborhoods that also experience
increased social and economic challenges.

California law refers to communities with high levels
of environmental and socioeconomic vulnerability as
“disadvantaged communities.”
Our team will use at least two geospatial screening
tools with socioeconomic, environmental, and health
information to identify potential “disadvantaged
communities” in Arroyo Grande. These tools include:

CalEnviroScreen 4.0. The California Environmental
Health and Screening Tool (CalEnviroScreen) 4.0
is a science-based mapping tool that ranks each
census tract in the State using a series if indicators
to identify communities most affected from multiple
pollutants and who are vulnerable to pollution’s
effects.

EJSCREEN. The US Environmental Protection
Agency’s (USEPA) Environmental Justice Screening
and Mapping Tool (EJSCREEN) similarly uses
environmental and demographic data to rank each
census block group’s environmental health risks
nationally.

Subtask 6.9-2: Environmental Justice
Working Session
From the research and findings gained during the
Environmental Justice analysis (Subtask 5.9-1), we
will facilitate a working session with City staff to
discuss potential findings. This working session will
be held virtually via Zoom (or another City preferred
platform). As part of this working session, our team
will strategize with City staff on the materials and
exercises to be presented during the Environmental
Justice Community Workshops (Subtask 5.9-3).

Subtask 6.9-3: Community Workshops #4
and #5: Environmental Justice Element
Our team will work with City staff and local
community organizations to facilitate up to two
community workshops on the Environmental Justice
Element. We will work with City staff to determine
both locations and times for these workshops that
allow those with non-traditional work schedules to
attend and provide feedback. We and community
group representatives will make a presentation on
the Environmental Justice Element and facilitate an
interactive discussion.

Consistent with the City’s adopted DEIJ Policy,
all discussions could include simultaneous verbal
translation. All workshop materials and presentations
can be fully translated into whatever language City
staff feel would be beneficial. For those unable to
join the workshops in person, all materials and a
video recording of the workshops will be posted on
the project website. We will summarize the results
of the input received in the Administrative Draft
Environmental Justice Element.

Subtask 6.9-4: Environmental Justice
Pop-Up Events
We will provide materials for City staff to set up an
Environmental Justice “pop-up” booth at up to two
events in Arroyo Grande. The booths would feature
boards and hand-outs that provide an overview of
the General Plan update and gain feedback on the
Environmental Justice Element. While it is assumed
that City staff will attend and run the booth, if
selected for this project, we can discuss having a
member of our team present at these events.

Subtask 6.9-5: Administrative Draft
Environmental Justice Element
Our team will prepare an Administrative Draft
Environmental Justice Element that aligns with
the Governor’s Office of Planning and Research
Guidelines. We will use CalEnviroscreen 4.0 and
EJSCREEN to determine areas of concern regarding
environmental justice issues consistent with SB 1000.

The Environmental Justice Element at a minimum will
address goals, policies, and programs pertaining
to educational attainment, pollution burden of
disadvantaged communities, and identification of
burdensome quality of life metrics including poverty,
unemployment, linguistic isolation, and health.

The Element will include an introduction describing
racial, social, and environmental injustices in
historical planning practices and how the General
Plan includes planning practices that promote
healthy, diverse, and equitable communities. We will
focus goals, policies, and implementation programs
for racial and social justice, environmental justice,
and civic engagement in the public decision-making
process.
96 97
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Task 6.10: Prepare Land Use and
Circulation Diagrams
Our team will prepare an updated Land Use Diagram
as part of the Administrative Draft General Plan.

We will discuss options for streamlining the land use
designations and graphic design options for making
the land use diagram more user-friendly.

Based on the distribution of land uses on the Land
Use Diagram, we will develop and prepare a Draft
Circulation Diagram. The classifications and diagram
will indicate the distribution, location, and standards for city roadways. The classifications could also expand
upon the functional classifications to consider street
context and non-auto travel modes. This definition
ensures that street standards are not uniformly applied, but consider a street’s relation to surrounding land uses, appropriate travel speeds, and need to accommodate
multiple travel modes. Roadway standards could also
be developed to use Vehicle Miles Traveled (VMT)
instead of or in addition to LOS standards.

Task 6.11: Preliminary Public Review
Draft General Plan
Our team will revise the Administrative Draft General
Plan based on City staff comments and prepare a
Preliminary Public Review Draft General Plan for review by the Planning Commission and City Council. The
step of reviewing the Preliminary Public Review Draft
General Plan with advisory bodies and decision-makers
is important to ensure the Draft Plan meets expectations before conducting the CEQA analysis.

Task 6.12: Community Workshop #6:

Draft General Plan
We will facilitate an open house style community
workshop to present the Preliminary Public Review
Draft General Plan. We will host stations for each of
the General Plan Elements with a member of our team
and City staff at each station to answer questions. We
will provide opportunities for written comments that we will compile into a report to the Planning Commission
and City Council.

Task 6.13: Planning Commission Study
Session: Preliminary Public Review Draft
General Plan
Our team will facilitate a virtual study session via Zoom with the Planning Commission to review and confirm
the Preliminary Public Review Draft General Plan. The
Planning Commission will recommend any revisions or
adjustments to the Plan to the City Council, which we
will show in Word track changes.

Task 6.14: City Council Study Session:

Preliminary Public Review Draft General
Plan
Our team will facilitate a virtual study session via
Zoom with the City Council to review and confirm
the Preliminary Public Review Draft General Plan. The
City Council will provide direction on revisions or
adjustments to the Plan prior to our team conducting the CEQA analysis.

Task 6.15: Public Review Draft General
Plan
Based on direction from the City Council, our team
will prepare the Public Review Draft General Plan for
publication and environmental review.

Task 6.16: General Plan Consultation
and Referrals
State law requires consultation with a variety of
Federal, State, regional, and local agencies whenever
a jurisdiction updates or amends its general plan (e.g., Native American Tribes, Military Branches, water
agencies). These statutes are located throughout the
Government Code and have varying requirements
for when draft and final documents must be submitted
and how long agencies have to review and provide
comments. We maintain a checklist of agency
consultation requirements that we will use to ensure the City provides the Public Review Draft General Plan to
the appropriate agencies.

Phase 5 Deliverables
• General Plan organizational options
• Land Use Density and Intensity Evaluation
Memorandum
• Evacuation Analysis – Technical Memorandum
• Draft and Final Vulnerability Assessments
• Draft and Final Evacuation Maps
• Safety Element Technical Advisory Committee
Meeting Presentation
• Safety Element Technical Advisory Committee
Meeting Agenda and Materials
• Economic Opportunity Analysis
• Small Business Workshop Presentation
• Small Business Workshop Agenda and Materials
• Environmental Justice Analysis Memorandum
• Environmental Justice Working Session agenda
and materials
• Environmental Justice Community Workshops
Guide
• Environmental Justice Community workshops
materials
• Environmental Justice Pop-Up Events Guide
• Environmental Justice Pup-Up Events Materials
• Land Use Diagram
• Circulation Diagrams
• Administrative Draft General Plan
• Preliminary Public Review Draft General Plan
• Draft General Plan Workshop Guide
• Draft General Plan Workshop Agenda and
Materials
• Planning Commission Study Session Presentation
and Materials
• City Council Study Session Presentation and
Materials
• Public Review Draft General Plan
• General Plan Consultation Checklist
98 99
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Phase 7 - Program
Environmental Impact Report
(PEIR)
Based on review of the RFP and our experience
preparing General Plan EIRs, we recommend the
preparation of a Program EIR pursuant to CEQA
Guidelines Section 15168. Although the legally
required contents of a Program EIR are technically
the same as those of a Project EIR, Program EIRs
are by necessity more general and may contain a
broader discussion of impacts, alternatives, and
mitigation measures than a Project EIR. A Program
EIR may be prepared on a series of actions that may
be characterized as one large project. Use of a
Program EIR provides the City with the opportunity to
consider broad policy alternatives and programwide
mitigation measures and greater flexibility to address
environmental issues and/or cumulative impacts on a
comprehensive basis. Once a Program EIR has been
certified, subsequent activities within the program may be evaluated to determine what, if any, additional
CEQA documentation needs to be prepared. If
the Program EIR addresses the program’s effects as
specifically and comprehensively as possible, many
subsequent activities could be found to be consistent
with the Program EIR mitigation parameters and
additional environmental documentation may not be
required (CEQA Guidelines Section 15168[c]). In
this case, the Program EIR serves a valuable purpose
as the first-tier environmental analysis that will assist in streamlining and possibly exempting future projects from CEQA with the idea that the General Plan’s Program
EIR can be used for such exemptions when projects are
consistent with the General Plan.

Task 7.1: CEQA Kick-off Meeting
Our team will facilitate a work session with City staff on preparing the Program EIR and completing the
adoption process. Because the Program EIR Phase will
follow later in the schedule than the Draft General Plan Update, the anticipated scope of work for this Phase
is based on reasonable assumptions about the scope
and scale of the General Plan update. The CEQA
kick-off meeting will provide an opportunity for the city and the project team to evaluate these initial scoping
assumptions and update the scope of work for this
phase if necessary. The kick-off meeting will also allow the City/consultant team an opportunity to discuss
the approach to the environmental evaluation and
possible project alternatives. Community concerns that
have surfaced to date will be discussed. We will also
have an opportunity to confirm the cumulative impact
analysis approach. The work session, or CEQA kick-off
meeting, will cover the following topics:
• Strategies for CEQA compliance
• Coordination of environmental document with
general plan update preparation
• Developing a reasonable range of alternatives
• Cumulative impact analysis
• Using new or revised policies as mitigation
measures
• Agency consultation
• Public notice
• Hearings
• Adoption
• Final documents
Task 7.2: Program EIR Project
Description and Notice of Preparation
Our team will work with City staff to develop a
Program EIR project description and will prepare a
draft EIR Notice of Preparation (NOP) for City staff
to review. The NOP is intended to alert other public
agencies about the undertaking, and to solicit their
input on the scope of the study. We will submit a final PDF copy of the NOP to City staff for posting on its
website, filing with the County Clerk, and distributing to public agencies. It is assumed that the City will
distribute the NOP using the City’s NOP distribution list.

We will review and make suggestions regarding the
list. Our team would be responsible for filing the NOP
with the State Clearinghouse/Office of Planning and
Research.

Task 7.3: Program EIR Scoping Meeting
Our team will facilitate a public and agency scoping
meeting associated with the release of the NOP. The
Scoping Meeting will be held during the 30-day NOP
period to introduce the community to the Program EIR
process and obtain input on the EIR scope of work. It
will include a brief presentation, followed by public
comment and input from meeting attendees. We will
prepare a summary of input gathered, which will
be included in the Draft Program EIR along with any
written public comments received by the City during the NOP comment period.

Task 7.4: Transportation and Traffic
Impact Analysis
Our team will evaluate potential transportation impacts resulting from the proposed General Plan consistent
with CEQA requirements. We will prepare the
Transportation/Traffic section of the environmental
document, to include a description of the impact
analysis, findings, and any recommended mitigations.

We will assess vehicle miles traveled (VMT) impacts
using the San Luis Obispo Council of Governments
(SLOCOG) Regional Travel Demand Model VMT
post-processor. The model’s VMT post- processor
includes residential VMT, work VMT, and retail VMT.

The SLOCOG model forecast land use data will be
modified to include updated development potential for
the General Plan horizon year.

In addition, we will provide a forecast of daily traffic volumes during the General Plan horizon year, derived
from the SLOCOG model, relevant to other EIR
chapters that analyze impacts to air quality and noise.

The daily traffic volume forecast will also be relevant to potential street modification recommendations. At the
conclusion of the CEQA public review period, we will
prepare responses to written comments received by the
city, as well as oral comments received during public
hearings, that pertain to transportation impacts.

Task 7.5: Administrative Draft Program
EIR
Our team will prepare an Administrative Draft Program
EIR (ADPEIR) in compliance with CEQA requirements
using information gathered as part of the General
Plan update effort and comments on the NOP, as well
as information from other relevant CEQA documents
completed by the City in recent years. We will be
responsible for development of a legally adequate and
appropriate Program EIR for the General Plan.

We will prepare the ADPEIR based on the project
description approved by City staff. We will base the
description of the environmental and regulatory setting for the General Plan primarily on the data available
online, Existing Conditions and Trends Workbook (see
Task 3.8), and information from other relevant CEQA
documents completed by the City in recent years, any
information received during the General Plan Update
process, as well as information from recent City plans
such as the City’s Local Hazard Mitigation Plan or
Bicycle/Pedestrian Plans.

Our team will introduce each topical section in the
environmental analysis with a brief statement of its
context in the ADPEIR and the development of the
General Plan. This effort may include interpretive
information for the reader to better understand how the General Plan affects the environment, as well as the
sources of data used in the analysis.

The setting for each topical section will describe
existing conditions relevant to the topic and provide
the groundwork for impact analysis. The number of
impacts to be analyzed and the depth of analysis will
be determined based on areas of concern identified
by our team and City staff, as well as responses to
the NOP. We will clearly state thresholds used to
determine the significance of project impacts and
will include thresholds in the CEQA Guidelines,

Appendix G, as well as existing regulatory standards,
if applicable. Impacts will be identified, and mitigation measures will be prepared to reduce significant
impacts to a less-than-significant level, when feasible.

For each potentially significant impact identified in
the ADPEIR, we would identify mitigation measures or
policy statements proposed by the City as part of the
General Plan Update to avoid or reduce identified
impacts. We will construct mitigation measures as
policy statements or revised or additional programs to
facilitate incorporation into the final General Plan. In order to prepare an ADPEIR that meets the needs of
the City and regulatory requirements of the State, the
ADPEIR will comprise of the following sections:

Executive Summary
This section will provide a summary of the entire
ADPEIR and include the following:
• A discussion of the Project objectives;
• A brief description of the proposed Project;
• A summary of the environmental setting for the
Planning Area;
• A summary of impacts;
• A summary of mitigation measures (mitigating
policies);
• A discussion of alternatives considered; and
• Areas of controversy, and issues remaining to
be resolved.

Introduction
The ADPEIR will contain an introductory chapter that
provides an overview of the project and context,
summarizes CEQA requirements and the environmental
review process, describes the legal purpose of the
ADPEIR, outlines the environmental issues being
addressed, and presents the organization of the report.

Project Description and Environmental Setting
These sections will contain the City objectives for the General Plan and a summary of the General Plan
components. It will also outline the Planning Area
boundaries and summarize existing conditions and
any new land uses proposed under the project. The
information will be described in a mix of text, tabular, and graphic form (i.e., maps and diagrams).

Analysis, Impacts, and Mitigation Measures
The environmental analysis section will include four
main components:
• Setting – description of current conditions with
respect to the issue in question, including the
existing regulatory environment
• Impact analysis – statement of significance
thresholds and discussion of potentially
significant effects of the proposed project
• Programmatic mitigation measures – methods
by which significant effects can be reduced or
eliminated, presented as General Plan policies
to be introduced back into the plan
• Level of significance after mitigation –
discussion of whether or not proposed
mitigation measures reduce impacts to below
the adopted significance threshold
Adverse impacts that meet or exceed significance
thresholds will be considered significant. Additionally, all impacts will be characterized in terms of shortor long-term effects and presented in a logical discussion that the general public can understand. Any
inconsistencies with local or regional plans will be
discussed. Issues to be analyzed in a programmatic
framework will include:
• Aesthetics
• Agriculture/Forestry Resources
• Air Quality
• Biological Resources
• Cultural Resources
• Energy
• Geology and Soils
• Greenhouse Gas Emissions
• Hazards and Hazardous Materials
• Hydrology and Water Quality
• Land Use and Planning
• Mineral Resources
• Noise
• Population and Housing
• Public Services
• Recreation
• Transportation and Traffic
• Tribal Cultural Resources
• Utilities and Service Systems
• Wildfire
Our team will discuss approaches to the impact
analysis for the Program EIR with City staff and will
be consistent with the assumptions and methodologies
used in recent EIRs in the city of Arroyo Grande to the extent possible. In general, the impact analysis will
focus on the issues present in the Planning Area and
likely to be affected or impacted by the General Plan
Update. Some issues, such as mineral resources, may
not require a detailed analysis relative to other issues because they do not occur in Arroyo Grande or would
be unaffected by the plan updates.

Alternatives Analysis
A range of EIR alternatives will be considered in the
ADPEIR. CEQA Guidelines require consideration of the
“No Project” Alternative. For purposes of this Program
EIR, the No Project Alternative would be a continuation of the existing General Plan without any updates or
additions. In addition to the “No-Project” Alternative, we will consider other alternatives (such as alternative land use scenarios) that will be developed during the
General Plan Update. Evaluation of alternatives will be in less detail than that for the proposed plans, though the analysis will provide decision-makers and the public adequate information to decide between alternatives.

This section will also identify the “environmentally
superior alternative.” If the “No Project” Alternative is determined to be environmentally superior, the ADPEIR
will identify the environmentally superior alternative
among the remaining scenarios.

Cumulative Impacts
The document will evaluate cumulative impacts based
on planning documents for the City’s Planning Area.

The contribution of the proposed plan updates to the
overall cumulative impact will also be estimated and
discussed. It is anticipated that cumulative analyses will be included at the end of each EIR topical section.

Other CEQA Sections
The ADPEIR will provide, in addition to the sections
discussed above, all other required CEQA sections,
including areas of known controversy, growth
inducement effects, and significant unavoidable
impacts. We will provide the ADPEIR to City staff in
digital (word) format. City staff will conduct one review of the ADPEIR and provide consolidated comments and
edits.

Task 7.6: Staff Review/Screen Check
Draft Program EIR
Our team will incorporate City input into the ADPEIR
and provide City staff with digital versions of the
ADPEIR in both Word and PDF formats. City staff
will conduct one review of the ADPEIR and provide
consolidated comments and edits. We will incorporate
appropriate revisions and prepare a Screen Check
Draft Program EIR (SDPEIR). The Screen Check version
will be provided in digital format.
102 103
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Task 7.7: Draft Program EIR
Once City staff approve the SDPEIR, we will prepare
the Draft Program EIR (DPEIR) for public circulation.

We would file the DPEIR with the State Clearinghouse,
including all required accompanying forms, such as
the Notice of Completion (NOC), through the digital
CEQASubmit platform. We assume that City staff will
file the Notice of Availability (NOA) of the DPEIR with the County Clerk and distribute the NOA of the DPEIR
to responsible agencies, and interested agencies,
organizations, and persons. We also assume that City
staff will be responsible for required newspaper ads
and other public noticing of the document’s availability, such as radius label mailing or on-site posting. As
required by State law, the DPEIR will require at least a 45- day public review period.

Task 7.8: Draft and Final Response to
Comments
Within four weeks of receipt of comment letters
received on the DPEIR, our team will submit a draft
Response to Comments to City staff for review. The
Response to Comments document will include a list of
commenters, comment letters, responses to comments,
and any added or revised text of the DPEIR that may
be necessary. Responses to Comments will include
reasoned analysis and, as necessary, will include
additional analysis. The final version of the Response
to Comments will be incorporated as an appendix to
the Final Program EIR. The scope and budget assume
a level of effort that would include 100 hours of
consultant time for this task. This assumes receipt of
approximately 15-25 comment letters. If the number
of comment letters and the effort to prepare responses
is greater than anticipated, we will notify City staff
immediately and discuss options to amend our scope
of work and budget as necessary. Following receipt of
City staff comments, we will finalize the Response to
Comments.

Task 7.9: Mitigation Monitoring and
Reporting Program
Concurrent with the Response to Comments, our team
will prepare a Mitigation Monitoring and Reporting
Plan (MMRP), which we will include in the Final
Program EIR. We will provide the MMRP in a format
designed for use by planners, environmental monitors,
or code enforcement officers. Essentially, this plan will take the form of a detailed table that describes:
• Persons/agencies responsible for monitoring
compliance with each condition
• Timing when monitoring must occur
• Frequency of monitoring
• Criteria to be used to determine compliance
with conditions
We will incorporate the final version of the MMRP as
an appendix to the Final Program EIR.

Task 7.10: Final Program EIR
We will complete the Final Program EIR after the review period has closed and all comments submitted during
that period have been received. The Final Program
EIR will include corrections to the Draft Program EIR (if warranted), comments received, and responses (Task

7.7) as well as the MMRP (Task 7.9). Our team will
prepare a Screencheck Final Program EIR for City staff
review and confirmation followed by a Final Program
EIR after incorporating consolidated comments received
from City staff. Within one day of Final Program EIR
certification and project approval, we will submit the
draft Notice of Determination (NOD) to City staff.

We assume that City staff will file the NOD with the
County Clerk and be responsible for payment of filing
fees. We would then file the NOD with the State
Clearinghouse.

Phase 7 Deliverables
• Draft PEIR Project Description
• Final PEIR Project Description
• NOP (digital files and filing with State
Clearinghouse)
• Scoping Meeting materials
• Administrative Draft Program EIR
• Screencheck Draft Program EIR
• Draft Program EIR
• NOC/NOA (digital files and filing with State
Clearinghouse)
• Draft Response to Comments
• Final Response to Comments
• Mitigation, Monitoring, and Reporting Program
• Screencheck Final Program EIR
• Final Program EIR (digital version, 10 hard
copies, and 10 CD copies to the City)
• NOD (digital files and filing with State
Clearinghouse)
Phase 8 - Public Review and
Adoption
Task 8.1: Planning Commission Hearing
Our team will attend one public hearing with the
Planning Commission to review the Draft General Plan
and Final PEIR. The Planning Commission will consider
the comments made during the public hearing and
make recommendations to the City Council.

Task 8.2: City Council Hearing
Our team will attend one public hearing with the City
Council to review the Draft General Plan and Final
PEIR. At these hearings, the City Council will consider the Planning Commission recommendations and the
comments made at the public hearings. After the
hearings, the City Council will certify the Final PEIR and direct our team to incorporate their recommendations
and prepare the Final General Plan.

Task 8.3: Final General Plan Documents
Following City Council direction, we will prepare the
Final General Plan for adoption.

Task 8.4: City Council Adoption
Hearing
Our team will attend one hearing with the City Council
for adoption of the Final General.
104 105
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Phase 9 - Technical
Development Code Update
Once the updated General Plan is adopted by City
Council, our team will update the Development Code
through a series of technical amendments to reflect the implementation of the General Plan.

Task 9.1: Work Session
We will facilitate a work session with City staff to
discuss the preparation of a technical update to the
Arroyo Grande Development Code. The technical
update will include the following: • Updates to the zoning districts and associated densities and purpose statements for
consistency with the new General Plan.
• Evaluation and update to development
standards such as height, parking, and
setbacks.
• Preparation of graphics, photo simulations,
and illustrations to graphically depict
standards.

Task 9.2: Administrative Draft Technical
Development Code Update
We will coordinate with City staff to refine a list
of topic areas to update and include them in a
comprehensive fix-it list. Based on the fix-it list,
we will prepare an Administrative Draft Technical
Development Code Amendments.

Task 9.3: Preliminary Review
Draft Technical Development Code
Amendments
Our team will revise the Administrative Draft Technical Development Code Amendments based on City staff
direction and prepare the remaining graphics and
illustrations to assist users in visualizing the meaning and applicability of development standards.

Task 9.4: Public Review Draft Technical
Development Code Amendments
Based on results from testing the Preliminary Draft
Technical Development Code Amendments, we will
prepare a Public Review Draft Technical Development
Code Amendments which we will provide to the City
for review by the Planning Commission and approval
by the City Council.

Task 9.5: CEQA Compliance
Our team will include the technical development
code amendments, which are considered part of the
implementation of the General Plan, in the Project
Description and impact analysis in the Program EIR.

We will prepare a memorandum describing that
analysis and supporting a determination that the
potential significant environmental impacts of the
Technical Development Code Amendments are fully
assessed and required, mitigated in the General Plan
PEIR.

Task 9.6: Planning Commission Hearing
We will attend and assist City staff with facilitating
one Planning Commission public hearing to consider
recommending the City Council adopt the Final Draft
Technical Development Code Amendments.

Task 9.7: City Council Hearing
We will attend and assist City staff with facilitating one City Council hearing to consider adopting the Final
Draft Technical Development Code Amendments.

Task 9.8: Final Documents to the City
Our team will prepare and send all final documents
and native files to the City.

Phase 9 Deliverables • Staff fix-it list • Administrative Review Draft Technical Development Code Amendments
• Preliminary Review Draft Technical Development
Code Amendments
• Public Review Draft Technical Development
Code Amendments
• Memorandum regarding CEQA analysis in the
General Plan PEIR
• Planning Commission hearing materials • City Council hearings materials 106 107
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

108 109
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

THREE-YEAR SCHEDULE
Existing Conditions
and Trends Evaluation
Workshop #2
Workshop #3
Workshops #3,4,5, and 6
2023 2024 2025
Phase 1: Project Initiation
Phase 9: Technical Development
Code Update
Phase 2: Public Outreach
Strategy
Phase 3: Gather and Analyze
Data
Phase 5: Alternative Choices
Phase 4: Visioning and
Guiding Principles
Phase 7: Program
Environmental
Impact Report
Phase 8: Public Review and
Adoption
City of Arroyo Grande General Plan | Three-Year Proposed Schedule Phase 6: General Plan
45-day Public Review
Study SessionMar
Apr
Oct
Nov
Dec
Nov
Dec
Aug
Sept
Jul
Oct
Aug
Sept
Jun
Jul
May
Feb
Jan
Feb
Mar
Apr
May
Jun
Aug
Jul
Jan
Feb
Apr
Oct
Nov
Dec
Mar
May
Sept
Jun
Work Session
Study Sessions
Workshop #1
Stakeholder Interviews
GIS Data/
Basemap
General
Plan Audit
Project Website, Branding, and Logo
Kick-off Meeting
VMT Analysis
Existing Conditions
and Trends Workbook
Vision and Guiding Principles
APreferred Alternative
Administrative Draft
General Plan Public Review
Draft General Plan
Staff Work
Session
Administrative Draft
Zoning Ordinance Revisions
Administrative Draft
Program EIR
Draft Program EIR Final Program EIR
Response to
Comments
Planning Commission
Hearing
City Council
Hearing
City Council
Adoption
City Council
Adoption
Final
General Plan
Final Work Plan and Schedule
SB 99 Analysis
Outreach Strategy
Initial Alternatives
Kick-off Meeting
Study Session
AB 747 Analysis
Final
Development
Code
Land Use Analysis
Study Sessions
Existing Conditions
and Trends Evaluation
Workshop #2
Workshop #3
Workshops #3,4,5, and 6
2023 2024 2025
Phase 1: Project Initiation
Phase 9: Technical Development
Code Update
Phase 2: Public Outreach
Strategy
Phase 3: Gather and Analyze
Data
Phase 5: Alternative Choices
Phase 4: Visioning and
Guiding Principles
Phase 7: Program
Environmental
Impact Report
Phase 8: Public Review and
Adoption
City of Arroyo Grande General Plan | Three-Year Proposed Schedule Phase 6: General Plan
45-day Public Review
Study SessionMar
Apr
Oct
Nov
Dec
Nov
Dec
Aug
Sept
Jul
Oct
Aug
Sept
Jun
Jul
May
Feb
Jan
Feb
Mar
Apr
May
Jun
Aug
Jul
Jan
Feb
Apr
Oct
Nov
Dec
Mar
May
Sept
Jun
Work Session
Study Sessions
Workshop #1
Stakeholder Interviews
GIS Data/
Basemap
General
Plan Audit
Project Website, Branding, and Logo
Kick-off Meeting
VMT Analysis
Existing Conditions
and Trends Workbook
Vision and Guiding Principles
APreferred Alternative
Administrative Draft
General Plan Public Review
Draft General Plan
Staff Work
Session
Administrative Draft
Zoning Ordinance Revisions
Administrative Draft
Program EIR
Draft Program EIR Final Program EIR
Response to
Comments
Planning Commission
Hearing
City Council
Hearing
City Council
Adoption
City Council
Adoption
Final
General Plan
Final Work Plan and Schedule
SB 99 Analysis
Outreach Strategy
Initial Alternatives
Kick-off Meeting
Study Session
AB 747 Analysis
Final
Development
Code
Land Use Analysis
Study Sessions

OPTIONAL TASKS
We have included several optional tasks here that could be included in place of or addition to the suggested tasks proposed in the two- and three-year work scopes. These tasks include those related to public outreach, economic development, Development Code update, land use assessment, and Climate Action Plan. Our intent is to provide City staff, the Planning Commission, and City Council a broad range of choices for the City’s General Plan Update program.

Optional Public Outreach
Activities
Meetings with Agency Committees and Commissions.

Members of local government commissions and
committees represent some of the most engaged,
committed residents and businesspersons, given
their willingness to devote time and energy to the
community. Depending on the planning project subject
matter, some or all the standing commissions and
committees should be periodically engaged in the
process. These meetings would be held virtually via
Zoom.

Technical Advisory Groups. Technical advisory groups
are typically comprised of city, county, regional, State, or Federal staff with expertise is specific topical areas.

Cities and counties may form such groups with staff
from each department to facilitate internal review or
project documents. These groups meet periodically
to provide document review and comment on interim
project products, such as existing condition report,
technical analysis, and policy documents. These
meetings would be held virtually via Zoom.

Focus Groups. Focus groups are typically comprised
of community members and agency staff with expertise
or interest in a specific topical area, such as mobility, economic development, housing, natural resources, or
climate change. These groups meet periodically to help
identify issues and opportunities, discuss options, and provide feedback on policies and programs. These
meetings would be held virtually via Zoom.

Speaker Series. As part of the initial community
engagement, our team could present a Speaker Series
(on-line/in-person format) that will bring creative and knowledgeable speakers to engage the community
in big-picture discussions about issues facing Arroyo
Grande. While the specific topics to be addressed in
the Speaker Series to be refined through discussions
with City staff, and decision-makers, potential topics
might include climate change, housing, urban design
and infill development, adaptation, health, social
equity, or economic development. Each speaker will
be an experienced, well-known expert in their field.

The speaker series format will consist of an initial
PowerPoint presentation followed by a question-andanswer session.

Optional Alternatives Report
Based on input received from the community as well as
ideas from City staff and our team, we could prepare
an Alternatives Report for review by City staff. This
Report would contain a mix of land use and circulation
alternatives, as well as key policy alternatives.

The Alternatives Report could map and describe
each land use alternative. We could group these
location-specific alternatives into alternative packages that achieve the Vision Statement. For each policy
alternative, we could identify the issues for which there is clear policy choice and direction, as well as issues where choice and direction is not as clear. We could
complete a qualitative comparative assessment of the
policy implications of each alternative based on clarity and congruence with key issues.

From this report, our team could prepare an Alternatives Report that clearly communicates the potential
implications of each alternative, supporting a more
informed choice. We could base the assessment of
each alternative primarily on a qualitative look at
factors that can be used to differentiate the alternatives and their potential impacts on the community relative to achieving the Vision Statement.

Optional Land Use Tasks
Comprehensive Development Standards
Evaluation
Our team could comprehensively evaluate land uses,
density and intensity, development forms, parking
policies, and complete streets architecture on the East Grand Avenue corridor. From this evaluation, we
would strategize with City staff on possible solutions to adjust these densities and intensities to better achieve the desired community vision. The findings from this
evaluation could then be used as the basis for a
potential zoning overlay district for the East Grand
Avenue Corridor. The creation of this potential overlay district is provided in this proposal as an optional task.

East Grand Avenue Corridor Overlay
District
Our team could assist City staff in the creation of an
overlay district for the East Grand Avenue Corridor.

East Grand Avenue is a major thoroughfare in
Arroyo Grande and provides direct access to Grover
Beach and the Oceano Dunes Natural Preserve. The
Corridor hosts a variety of land uses including large
commercial strips, offices, restaurants, personal service establishments, and varying residential typologies. As
part of this process, our team could conduct a thorough land use analysis of the Corridor and work with City
staff to establish a collective vision. We would also
analyze existing densities, intensities, development
forms, and street architecture to make recommendations
to help the city achieve this collective vision. From this evaluation, we would prepare a draft Grand Avenue
Corridor Overlay District that, at a minimum, establishes the following:
• A purpose and intent statement for the overlay
district
• Allowed land uses and corresponding permit
requirements
• Development standards (e.g., setbacks, height,
parcel coverage)
• Objective Design Standards
Objective Design Standards
California State Senate Bill 35 (Government Code
Section 65913.4), which went into effect on January
1, 2018, was part of a comprehensive bill package
aimed at addressing the State’s housing shortage
and high costs. SB 35 requires the availability of a
streamlined ministerial approval process for multifamily residential developments in jurisdictions that have not yet made sufficient progress toward meeting their
regional housing need allocation (RHNA). Included in
the streamlining process, cities are required to establish objective design standards for multifamily residential
development. SB 35 defines an objective design
standard as one that involves “no personal or subjective judgment by a public official and is uniformly verifiable by reference to an external and uniform benchmark
or criterion available and knowable by both the
development applicant… and the public official prior to submittal.”
Our team could work with City staff to research and
develop objective design and development standards.

We could conduct a comprehensive review of the
City’s Development Code and existing design/
development standards, and diagnosis portions thereof
that are inconsistent with the SB 35. This analysis and corresponding recommendations would be summarized
in a Diagnosis and Considerations Report. The
findings from this report, along with close consultation with City staff, could be used to draft new objective
design and development standards.
110 111
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Comprehensive Development
Code Update
Our team could prepare a comprehensive update
of the City’s Development Code. This optional task
would be multifaceted and go far beyond the technical
Development Code update proposed in Three-Year
Work Scope. Among other things, a comprehensive
update would include a kick-off meeting with City
staff, Development Code Amendments Diagnosis,
Development Code and Map Amendments Report,
staff fix-it list, a potential complete reorganization of the Development Code format, revised table of contents,
and Administrative and Public Review Drafts of the
new Development Code chapters. We could facilitate
a seminar on modernizing the Development Code to
City Council and Planning Commission, stakeholder
interviews with the local development community, and
additional community workshops.

Should Arroyo Grande staff be interested in this
optional task, we suggest the preparation and delivery
of an Administrative Draft Development Code in several
segments, rather than in a single deliverable. Our
experience is that it is easier for City staff to give timely feedback and review of the Draft Development Code
when presented in segments. The order and content of
the segments can be modified as desired by City staff.

As an alternative, if City staff prefers, we could prepare a complete Administrative Draft Development Code
prior to City staff review.

Optional Economic
Development Related Tasks
Retail Market Analysis
As an optional supplement to the Economic
Development Element, our team could prepare a
retail Market Opportunities Analysis. The Analysis
would reflect recent/ongoing changes in the retail
industry, including the growing influence of ecommerce
and recent shifts in shopping patterns related to the
COVID-19 pandemic. The Analysis would involve the
following steps:
• Define the geographic market areas from
which retail facilities in Arroyo Grande could
be expected to draw market support.
• Inventory and document conditions in Arroyo
Grande’s existing shopping centers and
districts.
• Estimate current vacancy levels based on
available published data and discussions with
local realtors.
• Compile updated data on existing retail
sales (by major category) in Arroyo Grande
and neighboring cities.
• Use our proprietary retail demand model to
evaluate future growth in retail sales potential
in the market area, broken down by major
retail sales category (e.g., apparel, furniture,
general merchandise, home improvements. The
projections will be expressed in terms of both
dollars and square footages supportable and
will cover a 20-year forecast period (in annual
increments).
• Identify major existing and planned retail
districts (outside the city) that would compete
with Arroyo Grande for future regional
demand.
• Estimate the shares of future retail demand that
could potentially be captured in Arroyo
Grande, given the inventory of competitive
development.
• Express “bottom line” findings in terms of the
square feet of retail space that could potentially
be absorbed in Arroyo Grande over the
planning horizon (in annual increments), with
the total numbers broken down as appropriate
by major retail category and facility type.
• Match projected demand to available
“opportunity sites” for new and/or reconfigured
retail development, with this supply/demand
comparison providing a basis for projecting
the potential allocation of future development
opportunities by major sub-area within the city.

Market Demand Studies for Other Land
Uses
In addition to the optional retail market analysis, our team could also complete market demand studies for
the following additional land use categories:
• Residential
• Professional office space
• Industrial/R&D/tech space
• Hotel/motel facilities
While these market studies would be citywide in scope
and, therefore, be useful for a variety of City decisionmaking processes, the findings would ultimately be applied to identify sub-area and site-specific
development potentials. In addition to providing
a citywide framework for quantifying demand for
development in individual sub-areas, the analysis would also consider qualitative issues (and related policy
recommendations) affecting each area’s development
potentials.

Optional Climate Action Plan
Update
Task CAP-1: Project Management
High-quality project management during each task is
an integral component related to the success of the
CAP and is even more critical when considered in
light of the broader General Plan Update. Our team
has worked together on multiple General Plan/CAP
projects and will leverage that shared experience
to integrate these two programs. This task involves
directly coordinating between the City, committees,
and our team over the proposed project. The final
project timeline can be adjusted during a kick-off
meeting and will be reviewed throughout the process
to ensure timely completion of all deliverables. Project management encompasses internal oversight of staff
as well as bi-weekly meetings with City staff and
integration with the General Plan team.

CAP-1 Deliverables
• Bi-weekly coordination calls and related meeting
minutes
• Monthly progress reports and invoices
Task CAP-2: Virtual Project Kick-off
Meeting
Our team would work with City staff to organize an
initial kick-off meeting with the City’s Project Team
and discuss project goals and objectives. Our core
management team would attend the kick-off meeting.

The kick-off meeting would provide an opportunity to
refine the scope of work and proposed schedule, as
well as identify existing documents, existing policies, and key stakeholder groups. This meeting would also
serve to establish the project management procedures,
including invoicing terms and communication protocols.

Following this kick-off meeting, our team would provide an adjusted schedule as well as final list of existing
applicable documents, data, and policies for City
review and confirmation.
112 113
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

CAP-2 Deliverables
• Kick-off meeting agenda and minutes
• Final list of existing documents/data/policies to
review
• Adjusted schedule
• Meetings
• Attend one virtual kick-off meeting
Task CAP-3: Greenhouse Gas Inventory
We would conduct a new communitywide GHG
inventory for the latest, most appropriate year for the City. The GHG inventory will focus on communitywide
emissions from residents and businesses operating
within the city and organized by the appropriate
emission source sectors. The inventory will be prepared to be consistent with Office of Planning and Research
(OPR) guidance and the U.S. Community Protocol
for Accounting and Reporting of Greenhouse Gas
Emissions, International Council for Local Environmental Initiatives (ICLEI). Additionally, the inventory will
incorporate global warming potential (GWP) values
for methane (CH4) and nitrous oxide (N2O) consistent
with the latest version of the Intergovernmental Panel on Climate Change Assessment Report 5 (IPCC AR5).

Our team would provide the City with the latest
communitywide GHG inventory in an excel
spreadsheet. This spreadsheet would provide the City
with a replicable process and clear understanding
of what data was included in the inventory, the
source, the rationale for its inclusion, and how the
inventory was calculated. Our team assumes all data,
calculations, and references will be provided to us
for review. We also assume GHG communitywide
inventory data, including the VMT data, for the GHG
communitywide inventory and forecast will be provided
by the City’s traffic consultant.

CAP-3 Deliverables
• GHG inventory
Task CAP-4: Forecast and Target Setting
GHG emissions forecasts provide an estimate of future
GHG emission based on the continuation of current
activities and the projected growth and change in
a community over time. Forecasts also account for
existing State legislation that are designed to reduce
future emissions. Forecasts provide insights into the
scale of local reductions needed to achieve the GHG
emissions reduction while accounting for both potential growth and legislative actions.

Our team would conduct a GHG emission forecast in
a CEQA defensible manner consistent guidance from
the OPR and current best practices. We would provide
all activity data, emission factors and methodologies
in a transparent manner and specify milestone years
for the inventory. We would also work collaboratively
to confirm the population, jobs, and housing values
used in the forecast are consistent and allow for CEQA
streamlining in accordance with CEQA Guidelines
section 15183.5. For purposes of using the CAP as
a CEQA streamlining tool, we recommend that at a
minimum, targets are established for the years 2030
and 2045. GHG reduction targets help to define
measurable benchmarks to guide the community’s
commitment to achieve emissions reductions in the
future. GHG targets are generally developed in a local
context and consistent with the State goals as directed in Senate Bill (SB) 32 and Assembly Bill 1279. The
State aims to reduce annual statewide emissions to:
• 40 percent below 1990 levels by 2030, and
• Requires statewide carbon neutrality “as soon as
possible,” but no later than 2045 and a reduction
in California’s anthropogenic GHG emissions to
at least 85 percent below 1990 levels.

We would create a technical appendix that combines
the data, methodology, and results of the most recent
communitywide GHG inventory, forecast, and targets
that would provide transparency to the inventory and
the ability to recalculate emissions easily. This would be an attachment for the Climate Action Plan Update.

CAP-4 Deliverables
• Forecast and target calculations (Excelspreadsheet)
• GHG Inventory, Forecast, and Target Technical
Appendix
• One-hour presentation with project manager and
technical staff
Task CAP-5: GHG Measure
Development
Once the provisional GHG emission reduction targets
have been established, our team would shift to
developing specific actions that will allow the City to reach these targets. To support this process, we have
developed a suite of tools and assessment strategies
to support what we have found to be the most critical
portion of the work plan. We would begin the process
by providing a core suite of measures that are tied
to the City’s GHG emissions inventory and forecast.

Examples of a measures is electrify “X” percent of
vehicles by 2030 and “Y” percent by 2045. The
measures will cover each of the sectors in which the
City generates emissions. These measures will then
be linked to the Scenario Planning and Reductions
Quantification (SPARQ) Tool. Using the SPARQ tool,
the City and our team will be able to calculate the
GHG reduction potential of each measure and
develop scenarios in real time that demonstrate the
most cost effective and feasible reduction pathways.

The SPARQ tool could also allow to quickly iterate
on the various approaches and how changes in the
emphasis of specific measures impact the ability to
meet specific GHG reduction target levels. Then,
once the higher-level measures and level of actions
are better understood, we would collaborate with City
staff to develop actions that will support and implement each measure. This task assumes these measures will
be integrated into the General Plan by our team and
separate Climate Action Plan will not be required.

Once a final list of measures and actions is developed, we would develop a substantial evidence technical
appendix which will quantify the GHG reductions
of each measure and provide references for each
assumption made to reach the GHG reduction
claimed. We also assume the generation of a power
point outlining the overall measure strategy and
attendance at one council/commission meeting to
present and answer any questions related to measure
development.

CAP-5 Deliverables
• Provisional GHG strategy/measures
• SPARQ tool (excel-based)
• Three (3) staff working group meetings on
provisional GHG strategy/measures
• Draft and Final GHG strategy/measures and
actions
Task CAP-6: Measure Quantification
and CEQA Defensibility Analysis
After the final measure scenario has been reviewed
and approved by the City, our team will conduct
a GHG quantification and substantial evidence
analysis. This analysis would quantify the reductions
associated with the measures (i.e., Reduce natural gas
consumption 50 percent by 2030 through existing
building electrification) as well as provide substantial evidence that the actions identified can achieve
that measure (i.e., Adopt a time of replacement
electrification ordinance for hot water heaters and
HVAC units). Our team would prepare a measure
technical appendix that will serve as the defensibility of the CAP and allow for CEQA streamlining. The
technical appendix would include all calculations,
references for all assumptions, and total reduction
potential of the measures and actions.

CAP-6 Deliverables
• Measure GHG reduction quantification (excel
spreadsheet)
• CEQA Defensible Measure Technical Appendix
• CEQA checklist to support staff and development
applicant awareness of Plan requirements
114 115
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

Task CAP-7: Implementation and
Monitoring Tool – CAPDash
To support future data collection and analysis, we
would provide the City with its proprietary and awardwinning inventory tool and dashboard, CAPDash.

In our experience, the data collection process can
take the greatest amount of time for reporting GHG
emissions because data comes from multiple sources
such as various utility providers. The CAPDash
implementation and monitoring tool would allow the
City to track emissions and implementation progress
over time as well as communicate progress to the
community. CAPDash allows jurisdictions to manage
their own data so they can update their GHG inventory
and track CAP implementation success without needing
to rely on an outside consultant or expert. CAPDash
provides a central place to track and quantify progress and share that progress with stakeholders, ensuring that the implementation and monitoring aspects required
under CEQA section 15183.5 are met. We would
provide training and present an overview of CAPDash
to the City.

CAP-7 Deliverables
• Implementation and Monitoring Tool – CAPDash
• Annual reporting templates and tracking
guidance document
Task CAP-8: Implementation and
Monitoring Strategy
The updated CAP would contain a comprehensive
Implementation and Monitoring Strategy Table that
summarizes how the CAP measures and associated
actions would be implemented, monitored, and
adjusted over time to ensure that the City stays on track to achieve the CAP’s targets for emissions reductions
and adaptation goals. The table would identify
agencies, divisions, and organizations responsible for
implementation of action steps, anticipated time frames to implement actions, and indicators to assess actions
and goal progress, funding availability, potential
partnerships, and timelines.

Based on the results of working with City staff as
part of identification, evaluation, and quantification
of measures, our team would specifically include
the following indicators for each action in the
Implementation and Monitoring Strategy Table:

Quantified GHG reduction potential
Qualitative environmental co-benefits
Implementation cost scale estimates
Administrative feasibility and enforceability
Based on the above prioritization effort the following
would then be identified:

Required reductions needed to meet target
Highest impact areas for potential reductions
Comprehensive list of potential GHG reduction
measures, prioritized based on specific metrics
(including GHG reduction potentials, costs, and
savings)
The implementation plan would be linked to the
CAPDash where metrics would be tracked to prove
implementation of measures and regular GHG
inventories would be completed to monitor and track
progress with actual GHG reductions.

CAP-8 Deliverables
• Draft Implementation and Monitoring Strategy
Table that would include the following elements:
• Identify lead agencies and partners
• Identify community-based programs to
achieve GHG reduction targets and
adaptation measures
• Implementation of cost scale estimates
• Time frame
• Funding mechanisms
• Final Implementation and Monitoring
Strategy
Task CAP-9: Climate Action Plan
Summary Document (appendix)
The CAP would be completed through an iterative
process that is inspired by the findings of the GHG
inventory and community feedback received during
community outreach and facilitation. The CAP would
be included as an appendix to the General Plan
Update and summarize the processes completed
prior to this task. Our team would develop a user
friendly and readable CAP appendix document that
aligns with current legislation (e.g. Senate Bill 32 and AB 1279) and leverages infographics, photos, and
other visuals. The CAP would provide a creative and
innovative roadmap for the City to achieve emission
reductions and would include both near-term and longterm reduction measures as well as the departments and community partners who would generally be
responsible for implementing them. The CAP would
also set key performance indicators (KPI) that would
help define a successful implementation of the CAP
strategy as well as measure progress over time.

Our team would prepare a comprehensive CAP that
would be consistent with the State Attorney General’s
recommendations and the California Environmental
Quality Act (CEQA) Guidelines’ definition of a
“Qualified Greenhouse Gas Reduction Strategy”
(Section 15183.5). To do this, the CAP would include
clear measures for implementation and targets to ensure that the City and community are on track to achieve
established goals. Specifically, the CAP would:
• Serve as a mechanism to tie together the City’s
existing and developing sustainability initiatives,
strategies, and plans with the community’s goals;
• Establish a set of cohesive and specific
sustainability strategies, implementation plans,
and metrics for regional and State strategies and
initiatives;
• Activate and engage residents, businesses, and
institutions with positive actions and tangible
benefit;
• Be designed to include simple yet effective
procedures for minor updates every two years,
and significant updates every five years (to be
refined based on the goals of the City).
• Meet the requirements of CEQA guidelines
section 15183.5 for CEQA streamlining
CAP-9 Deliverables
• Administrative Draft CAP (electronically in Word
and PDF)
• Public review Draft CAP (electronically in Word
and PDF)
• Final CAP (electronically in Word and PDF)
116 117
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE MINTIER HARNISH | PROPOSAL FOR SERVICES

8 COST PROPOSAL
COST

PROPOSAL
In compliance with the Request for Proposals, our Cost Proposal for this Project is submitted concurrently but under separate cover. The amount of time key personnel will be involved in the respective portions of the project is shown in the Cost Proposals. We have included cost proposals for the following:
• Two-Year Work Scope
• Three-Year Work Scope
• Optional Tasks
118 119
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE

ADETAILED RESUMES
APPENDIX A:

DETAILED RESUMES
Appendix A includes the detailed resumes of our Team for the City of Arroyo Grande Comprehensive General Plan Update.
120 A-1
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE

BRENT GIBBONS, AICP

PRINCIPAL PLANNER
Brent Gibbons has been a planner in both the public and private sectors since 2013. He specializes in architectural applications, urban design, site design, land use planning, public policy, geographic information systems, regulatory code and ordinances, CEQA analysis, and community engagement.

Brent started his professional career as a Planner I with Madera County, which included the review of project plans with the zoning administrator, operating the front planning counter, and regularly evaluating setback variances and zoning permits. Brent was promoted to Planner II after a year, and managed projects with greater responsibility. His overall experience at Madera County included the intake of permits, zoning ordinance development, presentations to the Planning Commission, formation of community/area plans, and serving as the lead on solar facility and wireless tower projects. Brent also had the opportunity to serve on several committees pertaining to the drought and well water demand, as well as community park planning and design in conjunction with public health agencies.

Additionally, Brent worked as an Assistant Planner for the City of Turlock where he conducted project permitting, development of maps, the General Plan Annual Report, and project management. His work included interfacing with a multitude of stakeholders ranging from community members to real estate developers.

Prior experience includes an internship with Hathaway Dinwiddie (Santa Clara office) in 2008 on the Solyndra Project, where Brent served as the onsite contact between the City of Milpitas and the Project Engineer. Tasks delegated included project permitting, editing plans, and construction administration. Brent also interned for the Housing Authority of San Mateo County, where he amended the HOME Affordability Covenant, performed HOME rent reviews for 2004-2009, and evaluated year-end fiscal performance data.

Brent holds a Bachelor’s Degree in City and Regional Planning from California Polytechnic State University (Cal Poly), San Luis Obispo. While at Cal Poly San Luis Obispo, Brent served as the Associated Students in Planning (ASP) President, and the American Institute of Architecture Students (AIAS) President, where he sat on a national board that provided student connection to the American Institute of Architects (AIA). He represented Cal Poly at two international student architecture conferences in Minneapolis in 2009 and Toronto, Ontario, in 2010.

Brent also was part of the project team that took 1st Place in the Bank of America Low Income Housing Challenge in 2012 for the Alere development.

EDUCATION
Bachelor of Science,
City and Regional Planning
Cal Poly, San Luis Obispo

CERTIFICATIONS/

AFFILIATIONS
American Institute of Certified Planners
American Planning Association,
Sacramento Valley Section
enCode user Certification

EXPERIENCE
Mintier Harnish
Principal Planner, Senior Project
Manager, Project Manager, Associate
City of Turlock
Assistant Planner
Madera County
Planner II
San Mateo County Housing Authority
Housing and Community
Development (HCD) Intern
Hathaway Dinwiddie, Santa Clara
Project Engineer Intern

PROJECTS
General plans for the City of Gilroy,
the Town Los Gatos, the Town of
Windsor, and the Counties of Fresno,
Sierra County, and Ventura
SB244: Disadvantaged Communities
Report for Merced County
Zoning Ordinance updates for the
Counties of Fresno, Merced, and Sierra,
the Cities of Folsom, Gilroy and Santa
Clara, and the Placer County Sunset Area
Plan Implementing Zoning Regulations
Objective Design and Development
Standards for the Cities of Folsom, Gilroy,
South Lake Tahoe, and Ukiah, the town
of Windsor, and the county of Mariposa
Town of Windsor Housing Element Update
[email protected]
Jim Harnish is the Principal/Owner of Mintier Harnish. He has been a planner and project manager since 1970. He is also an attorney with extensive experience in land use and CEQA. He has managed public agencies and private consulting firms.

He specializes in project management for general plans, specific plans, and large private planning projects; CEQA compliance and environmental document peer review; zoning and regulatory ordinance preparation; and public outreach and consensus-building.

Jim is currently Project Director on general plan updates for the cities of American Canyon, Livingston, Los Gatos, Millbrae, Rohnert Park, and the counties of Fresno, Kern, and Ventura, and zoning code updates for the cities of Folsom, Gilroy, and Santa Clara, and the counties of Fresno, Madera, Mariposa, Merced, and Sierra.

Jim’s broad experience, in both the public and private sector, in land use planning, regulatory codes and ordinances, permit processing, environmental analysis, toxics and hazardous materials, wetlands and endangered species, and legal analysis enables him to bring a wealth of experience to every project.

Jim has extensive experience in supervising large planning staffs and managing interdisciplinary consultant teams on complex planning projects. Jim has managed or prepared general plans for the cities of Alturas, American Canyon, Folsom, Galt, Gilroy, Hayward, Healdsburg, Isleton, Livingston, Millbrae, Rohnert Park, Sacramento, South San Francisco, Ukiah, Union City, Wheatland, and Windsor, and the counties of Calaveras, Fresno, Kern, Merced, Modoc, San Benito, San Joaquin, and Ventura.

He has managed the preparation of specific plans for Southwest Live Oak, the Mountain House New Town in San Joaquin County, and the Gold Rush Ranch in Sutter Creek. He also assisted Genentech with the preparation and approval of its South San Francisco Campus Master Plan and EIR. Jim has also prepared zoning ordinance updates for several jurisdictions, including, Kern, Merced, and San Joaquin Counties and the cities of Santa Rosa, and South San Francisco.

Jim has been principal-in-charge of several regional planning projects in the San Joaquin Valley, including the San Joaquin Valley Blueprint implementation project, which included the Valley Planners Toolkit. He also managed the Metro Rural Loop Study for the Fresno Council of Governments and the San Joaquin Valley Greenprint II program.

Jim has managed the preparation of or conducted critical third party review of numerous EIRs and negative declarations. As Environmental Coordinator for the City of Sacramento, he led the restructuring of the City’s environmental review procedures. He has worked extensively with State and Federal regulatory agencies in creating and negotiating Habitat Conservation Plans (Coalinga), 404 permits, and wetland mitigation plans.

EDUCATION
Juris Doctor
McGeorge School of Law,
University of the Pacific
Bachelor of Arts, History
University of California, Davis

CERTIFICATIONS/

AFFILIATIONS
California State Bar Association
(Bar No. 99326)
American Planning Association

EXPERIENCE
Mintier Harnish
Principal/Owner
City of South San Francisco
Chief Planner
Sugnet & Associates
Vice President
City of Folsom
Community Development Director
City of Sacramento
Environmental Coordinator
Balfrey & Abbott
Attorney
Mintier Harnish & Associates
Partner
Sacramento Area Council of Governments
Planner
County of Sacramento
Planner

PROJECTS
General plans for over 25 cities and
counties throughout California
Environmental impact reports for over
100 general plans and other projects
Zoning and subdivision ordinance
revisions for 10 cities and counties
[email protected]

JIM HARNISH, JD

PRINCIPAL/OWNER
A-2 A-3

NIKKI ZANCHETTA

PLANNER
Nikki Zanchetta is a Planner with Mintier Harnish. She specializes in housing policy and planning, community development, community engagement, public policy, regional planning, and land use planning. Prior to working for Mintier Harnish, Nikki was a Regional Planner for the San Diego Association of Governments (SANDAG) where she worked on the 2021 San Diego Regional Plan and standing up the Housing Acceleration Program developed using Regional Early Action Planning (REAP) Grant funding from the state.

Her experience includes Sustainable Communites Strategies, interpreting housing policy and law, drafting housing and land use documents, community engagement, and creating regional programs to accelerate the production of affordable housing. Nikki has a strong background in writing both technical and public facing planning documents and emphasizes writing styles that allow complicated planning concepts to be easily understandable by various audiences.

As a regional planner at SANDAG she was the lead drafter of the Housing Acceleration Program Strategy for the San Diego region, various sections of the 2021 Regional Plan, and public comment responses regarding the Regional Plan.

Nikki is an advocate of place-based planning strategies and building walkable, bikeable, and sustainable communities. She believes that communities can implement higher density housing to meet housing needs while maintaining unique community character.

Nikki holds a Master’s degree in City Planning from San Diego State University where she served as the City Planning Student Association and was the recipient of the 2021 California Planning Foundation San Diego Section Scholarship, the 2021 WTS Paulette Duve Memorial Scholarship, and the 2020 San Diego APA Student Scholarship. Nikki also received a Bachelor’s Degree in Community & Regional Development and Minor in Professional Writing from UC Davis. [email protected]

EDUCATION
Master of City Planning
San Diego State University
Bachelor of Science in Community
& Regional Development
University of California, Davis
Minor in Professional Writing
University of California, Davis

AFFILIATIONS
American Planning Association,
Sacramento Valley Section

EXPERIENCE
Mintier Harnish
Planner
San Diego Association of
Governments (SANDAG)
Regional Planner
San Diego Association of
Governments (SANDAG)
Regional Planning Intern

PROJECTS
General Plan Update for Trinity County
Housing Elements for the Cities of Visalia,
St. Helena, and Lompoc

MICHAEL GIBBONS

PROJECT MANAGER
Michael Gibbons is a Project Manager at Mintier Harnish specializing in land use planning, regulatory compliance, crime prevention through environmental design (CPTED), urban design, and community outreach. He has prepared and managed a variety of projects throughout California, including general plans, zoning and development codes, housing elements, specific plans, and design guidelines.

Michael has a unique perspective having worked as planner in both the private and public sector, as well as serving as a police officer. Through this lens, Michael understands the innerworkings of local government and the important role that planning has in addressing the everchanging needs of communities. Michael’s work is driven by his hands on experience in all levels of land use planning and a passion for quality design and community engagement.

Prior to working at Mintier Harnish, Michael was an Assistant Planner for the City of Napa. As part of the Current Planning team, Michael facilitated the filing and processing of a range of projects, including multi-family housing, subdivisions, mixed-use developments, cannabis dispensers, and historic preservation projects.

Most notably, Michael assisted in the preparation and implementation of the City’s first accessory dwelling unit and cannabis ordinances. Additionally, he developed the City of Napa’s first development and impact fee assessment calculator.

During his tenure with the City of Napa, Michael decided to serve the community in a different capacity. Working in the community he served and lived in fueled his desire to transition into law enforcement, where he became a City of Napa Police Officer. Michael received his California POST Peace Officer Certification from the Napa Valley College Criminal Justice Training Center. Using his experience in planning and community engagement, Michael implemented a holistic approach to policing by working alongside community groups and other law enforcement agencies to address the needs of local concern (e.g., homelessness, addiction, mental health). Michael transitioned back into land use planning in 2019.

Michael’s prior experience includes working as a Community Development Intern for the City of Hollister and City of Gilroy. In these roles, Michael performed site and architectural review, processed use permits and variances, and assisted in preparing staff reports.

Michael graduated with honors from California Polytechnic State University (Cal Poly), San Luis Obispo, and holds a Bachelor’s Degree in City and Regional Planning. While at Cal Poly, Michael minored in both Real Estate Development and Sustainable Environments, and served two terms as the Associated Students in Planning (ASP) President. Michael also holds an Associate of Science in Mathematics with a concentration in Architecture from Cuesta College in San Luis Obispo.
[email protected]

EDUCATION
Bachelor of Science in City
and Regional Planning
Cal Poly, San Luis Obispo
Associate of Science in Mathematics
with a Concentration in Architecture
Cuesta College, San Luis Obispo
California Peace Officer
Standards and Training Certificate
Napa Valley Police Academy, Napa

AFFILIATIONS
American Planning Association,
Sacramento Valley Section

EXPERIENCE
Mintier Harnish
Associate, Planner, Intern
City of Napa
Police Officer
City of Napa
Assistant Planner

PROJECTS
General Plans for the Cities of American
Canyon, Bakersfield, Gilroy, Livingston,
Lompoc, Los Gatos, Pleasant Hill,
Rohnert Park, San Ramon, Solvang,
Susanville, Ukiah, Visalia, and the
Counties of Kern, Siskiyou, and Trinity
Zoning Ordinances/Codes for the Cities
of Folsom, Gilroy, Kerman, Pleasant
Hill, Reedley, Santa Clara, Selma,
Stockton, Town of Windsor, Visalia,
and the Counties of Calaveras, Madera,
Mariposa, Sierra, Siskiyou, and Trinity
Objective Design and Development
Standards for the Cities of Gilroy,
Santa Clara, Hayward, Kerman, Ukiah,
Town of Windsor, and Counties
of El Dorado, and Madera
Additional Projects:

SJV REAP Housing Study and Technical
Assistance Team, San Joaquin
A-4 A-5

MATTHEW JUMAMOY

PLANNER
Matthew is a Planner with Mintier Harnish. He specializes in updating housing elements and designing informative municipal websites. Matthew is an advocate for affordable housing with notable experience promoting Accessory Dwelling Unit expansion in the City of San Jose. Matthew believes in a holistic community-based approach to planning and enjoys working with and learning from community stakeholders of diverse backgrounds. Matthew graduated from Stanford University with a Bachelor of Arts in Urban Studies with a focus on Environmental Sustainability and has an interest in the interrelated nature of transit opportunity, wealth inequality, and environmental sustainability.

Matthew has contributed to the general plans for the cities of Ukiah, Rohnert Park, Millbrae, and American Canyon. He has also contributed significantly to the sixth cycle housing elements of Solvang, Pleasant Hill, and St. Helena. [email protected]

EDUCATION
Bachelor of Arts in Urban Studies
Stanford University

AFFILIATIONS
American Planning Association,
Sacramento Valley Section

EXPERIENCE
Mintier Harnish
Planner
Stanford University,
Department of Sociology
Undergraduate Research Assistant

PROJECTS
General Plans for the Cities of
Ukiah, Rohnert Park, Millbrae,
American Canyon, the Town of Los
Gatos, and the County of Trinity
6th Cycle Housing Elements for the Cities
of Pleasant Hill, Solvang, Lompoc, St.

Helena, and the County of Stanislaus
Zoning Ordinance Update
for the City of Reedley
Rincon Consultants, Inc.

Environmental Scientists · Planners · Engineers

EDUCATION
MESM, Bren School of
Environmental Science and
Management, University of
California, Santa Barbara
BA, Political Science, Cal PolySan Luis Obispo

CERTIFICATIONS/

REGISTRATIONS
American Planning Association
– AICP Certified (No. 02663)
Accredited Greenhouse Gas
Emissions Lead Verifier –
California Air Resources Board

YEARS OF

EXPERIENCE
17 Matt Maddox, AICP
Principal
Mr. Maddox serves as Principal within Rincon’s Environmental Planning and Sustainability Consulting Group and oversees Rincon’s Sacramento office. In this capacity, he is involved in a wide range of urban planning and land use studies, sustainable, resilient and adaptation policy development, air quality and greenhouse gas analysis, CEQA/NEPA environmental documentation, as well as community involvement and permitting activities. Mr. Maddox has a strong background in long range planning, policy, and environmental planning. He has contributed to successful environmental and planning projects ranging from general plans to focused inner city redevelopment studies, to climate action and adaptation plans and documentation for compliance with environmental regulations, to greenhouse gas emissions analysis for industrial facilities. Mr. Maddox has developed a focus in the area of urban planning, sustainable design and resiliency policy, and greenhouse gas analysis.

SELECT PROJECT EXPERIENCE
Regional Plans and Programmatic Environmental Review
 Principal-in-Charge, City of Port Hueneme – General Plan Update and Environmental Impact Review, Port Hueneme
 Principal-in-Charge, City of Novato – General Plan Technical Studies and Environment Impact Report, Novato
 Principal-in-Charge, City of San Luis Obispo – CEQA Greenhouse Gas Thresholds/Guidance and Climate Action Plan/Greenhouse Gas Thresholds Initial Study-Negative Declaration, San Luis Obispo
 Principal-in-Charge, County of Sonoma – Housing Element, Environmental Justice and Safety Element Update, Sonoma County
 Project Manager, City of Avalon – Avalon 2030 General Plan and EIR, Avalon  Project Manager, City of Calipatria – Calipatria 2035 General Plan, Calipatria  Principal-in-Charge, County of Fresno – General Plan Update, Fresno County Principal-in-Charge, Mintier Harnish, Various Counties/Cities  Principal-in-Charge, Mintier Harnish – Town of Windsor 2040 General Plan Update and Environmental Impact Report, Sonoma County
 Principal-in-Charge, Mintier Harnish – General Plan Update and Environmental Impact Report, Union City
 Principal-in-Charge, Mintier Harnish/City of Livingston – Livingston General Plan Update 2035 and EIR, Merced County
 Principal-in-Charge, Mintier Harnish/Town of Los Gatos – Los Gatos General Plan Update EIR, Los Gatos
 Principal-in-Charge, Mintier Harnish/City of Millbrae – Millbrae General Plan Update EIR, San Mateo County
 Environmental Project Manager, Mintier Harnish/City of Lompoc – Lompoc Housing and Safety Element Update and CEQA, Santa Barbara County  Environmental Project Manager, Mintier Harnish/City of Solvang – Solvang General Plan Update and EIR, Santa Barbara County
A-6 A-7

Rincon Consultants, Inc.

Environmental Scientists · Planners · Engineers

EDUCATION
MESM, Conservation Planning;
Bren School of Environmental
Science & Management,
University of California, Santa
Barbara
BA, Psychology; Brandeis
University

YEARS OF

EXPERIENCE
15 Chris Bersbach, MESM
Supervising Environmental Planner/Program Manager
Mr. Bersbach manages and prepares CEQA and NEPA documentation in the California central coast region and technical air quality, greenhouse gas emissions, and noise analyses for public agencies and private sector clients throughout California. He has 15 years of planning experience with an emphasis on environmental planning and technical environmental analysis. His experience includes a wide range of technical environmental and planning studies, including land and infrastructure development projects, urban redevelopment projects, general plans and specific plans, solar power facilities and other energy projects, waste and wastewater management facilities, and other long-range planning projects.

SELECT PROJECT EXPERIENCE
General, Specific, and Community Planning
 Project Manager, City of Pismo Beach – Pismo Beach General Plan and Local Coastal Plan (GP/LCP) Update Program EIR, Pismo Beach
 Project Manager, City of Morro Bay – Morro Bay General Plan and Local Coastal Program Update and EIR, Morro Bay
 Project Manager, City of Paso Robles – Olsen-South Chandler Ranch Specific Plan EIR, Paso Robles
 Project Manager, City of San Luis Obispo – San Luis Ranch Specific Plan Project EIR, San Luis Obispo
CEQA and NEPA Compliance
 Project Manager, City of Morro Bay – Embarcadero Road Battery Electric Storage System Project EIR, Morro Bay
 Project Manager, City of San Luis Obispo – 600 Tank Farm Road Mixed-Use Project & AASP Amendment EIR, San Luis Obispo
 Project Manager, City of Goleta – Heritage Ridge Residential Project EIR, Goleta  Project Manager, City of Arroyo Grande – Housing Authority of San Luis Obispo Oak Park Affordable Housing Project, Class 32 Categorical Exemption, Arroyo Grande
 Project Manager, Cannon Engineering – Leanna Drive Creek Crossing Waterline Project IS-MND and Biological Permitting, City of Arroyo Grande Transportation Infrastructure
 Project Manager, City of San Luis Obispo (subconsultant to GHD) – Prado RoadU.S. 101 Interchange Project; Caltrans PEAR, CEQA/NEPA Environmental Technical Studies, and IS-MND/EA, City of San Luis Obispo, CA
 Project Manager, Santa Barbara County (subconsultant to TYLin) – San Ysidro Road/North Jameson Lane/U.S. 101 Roundabout Project; Caltrans NEPA Environmental Technical Studies and CEQA Analysis, Santa Barbara County  Project Manager, County of San Luis Obispo (subconsultant to Wallace Group) – Avila Beach Drive/U.S. 101 Interchange Connection Visual Impact Assessment, San Luis Obispo County
Rincon Consultants, Inc.

Environmental Scientists · Planners · Engineers

EDUCATION
MESM, Bren School of
Environmental Science &
Management, University of
California, Santa Barbara
BS, Ecology, Evolution and
Behavior, University of
California, Los Angeles

INSTRUCTOR
ESM 275 Principles and
Practice of Environmental
Planning, Bren School of
Environmental Science &
Management, University of
California, Santa Barbara
Lexi Journey, MESM
Senior Environmental Planner/CAP Specialist
Lexi Journey is a Senior Environmental Planner with Rincon’s Environmental and Land Use Planning Group. Ms. Journey’s experience includes project management, planning policy analyses, technical analyses, and outreach for assignments such as General Plans, Community Plans, CAPs, and Local Coastal Plans as well as CEQA environmental assessments. She has managed various projects including the Port Hueneme General Plan Update, Avila Community Plan, Local Oxnard Coastal Plan Update, and the County of Santa Barbara Climate Action Plan. Her passions and specialties are climate vulnerability and adaptation, community engagement, and environmental justice. She uses her wide breadth of planning expertise to teach Principles and Practice of Environmental Planning at the Bren School of Environmental Science & Management during the fall quarter.

SELECT PROJECT EXPERIENCE
Climate Action Plans
 Program Manager, Santa Barbara 2030 County Climate Action Plan and EIR, Santa Barbara County
 Project Manager, City of Santa Barbara Climate Action Plan and IS-MND, Santa Barbara
 Project Manager, City of Camarillo Climate Action Plan, Camarillo  Project Manager, County of Merced Climate Action Plan, City of Merced  Project Manager, City of South Pasadena Climate Action Plan, South Pasadena  Project Manager, City of La Cañada Flintridge Climate Action Plan, La Cañada Flintridge
General, Local Coastal, Wildfire, and Community Plans
 Project Manager, Avila Community Plan, County of San Luis Obispo  Program Manager, Port Hueneme General Plan Update and Climate Action Plan and EIR, Port Hueneme
 Project Manager, City of Rancho Mirage General Plan Update, Rancho Mirage  Project Manager, City of Alhambra General Plan Update, Alhambra  Project Manager, City of Ventura General Plan Update, Raimi and Associates  Project Manager, City of Thousand Oaks General Plan Update, Raimi and Associates
 Project Manager, City of Palmdale General Plan Update, Raimi and Associates  Project Manager, City of Ojai General Plan Updates and EIR, Raimi and Associates
 Project Manager, Garland Ranch Regional Park Fuel Mitigation and Fire Management Plan, Monterey Peninsula Regional Park District  Project Manager, Peer Review of Ventura County Community Wildfire Protection Plan, Ventura Regional Fire Safe Council
 Project Manager, City of Oxnard Local Coastal Program (LCP) Update, Oxnard A-8 A-9

Rincon Consultants, Inc.

Environmental Scientists · Planners · Engineers

EDUCATION
M.S., City and Regional
Planning, California Polytechnic
State University San Luis
Obispo, 2017
B.S., Field and Wildlife:

Biological Sciences, California
Polytechnic State University
San Luis Obispo, 2012

YEARS OF

EXPERIENCE
6 Ryan Russell, MCRP
Senior Planner/Project Manager
Ryan Russell is a Senior Planner within Rincon’s Environmental and Land Use Planning group. Ryan’s experience includes project management, environmental analysis, stakeholder and community outreach, planning and policy development for long range plans, entitlement processing, and public presentations. Ryan has experience with all aspects of the environmental review process including preparing CEQA documents such as Initial Studies, IS-MNDs, complex programmatic and project-level EIRs. Ryan has managed and supported environmental analysis of numerous longrange planning documents such as Port Hueneme General Plan and Housing Element and EIR, City of Lompoc Housing Element and associated CEQA analysis, and Paso Robles Olson South Chandler Ranch Specific Plan EIR. Ryan is knowledgeable in land use planning, Coastal Act, CEQA regulations, and municipal entitlement processing.

Between his project experience and technical expertise, Ryan is uniquely positioned to provide quality environmental review for complex, long-range planning projects.

SELECT PROJECT EXPERIENCE
 Project Manager, City of Goleta – Goleta Train Depot Master Plan EIR, City of Goleta
 Project Manager, City of West Hollywood – West Hollywood Housing Element Update and EIR, West Hollywood
 Project Manager, City of Lompoc Housing Element Update and CEQA, Lompoc  Project Manager, City of Lompoc – Organic Liberty and Mustang Cannabis ISMNDs  Project Manager, City of St. Helena – Housing Element Update and CEQA, St.

Helena
 Assistant Project Manager, City of Port Hueneme – Port Hueneme Housing Element and General Plan Update and EIR, Port Hueneme
 Assistant Project Manager, City of Paso Robles – Olsen-South Chandler Ranch Specific Plan EIR, City of Paso Robles
 Assistant Project Manager, City of Arroyo Grande – Housing Authority of San Luis Obispo Oak Park Affordable Housing Project, Class 32 Categorical Exemption, Arroyo Grande
 Assistant Project Manager, City of San Luis Obispo – 600 Tank Farm, San Luis Obispo
 Assistant Project Manager, City of Riverside, The Exchange EIR, Riverside  Assistant Project Manager, City of Berkeley – 3100 San Pablo Avenue Office and R&D Project, Supplemental EIR, Berkeley, CA
 Assistant Project Manager, Antelope Valley College Master Plan EIR, Lancaster Todd Tregenza, AICP
Senior Project Manager
Qualified: BS, Community and Regional Development, University of California, Davis, CA, 2007; AICP Certified Planner #29678
Connected: Young Professionals in Transportation Sacramento Chapter, CoFounder; American Planning Association Professional Summary: Todd Tregenza has 15 years of professional experience in various areas of transportation consulting with an emphasis on transportation planning projects. He has assisted dozens of agencies on short and long-range planning efforts, including the development of travel demand models, general plan circulation elements, specific plans and master plans, corridor studies, capital improvement programs, nexus and fee studies, transportation operational analysis, and impact analyses. His experience spans public and private sector work for a broad range of projects that require circulation, safety, and operational analysis from a transportation perspective. Todd also has extensive experience as an On-Call transportation planner for local agencies, assisting in the preparation of transportation studies and grant applications, performing peer reviews of impact studies, and developing CEQA impact analyses for development projects of all sizes.

Project Manager | Circulation Element, CIP, and
TIF Update | City of Arroyo Grande | Arroyo
Grande, CA | Managed preparation of adopted 2021
Arroyo Grande Circulation Element Update. Project
includes update of City’s Capital Improvement
Program and Transportation Impact Fee programs,
using a local area model developed and maintained
by GHD that has been updated to be consistent with
the most recent version of the SLOCOG regional
model. The City’s Transportation Impact Analysis
Guidelines were also updated to include VMT
policies and guidelines in compliance with SB 743.

Project Manager | US 101 Broadway Multimodal
Corridor Plan | Humboldt County Association of
Governments | Eureka, CA | Managed the
preparation of a multimodal corridor plan for US 101 in the City of Eureka, following the Caltrans Corridor
Planning Guidelines. The corridor suffers a lack of
multimodal accessibility, poor travel reliability, and
high rates of severe and fatal pedestrian and bicycle
collisions. The corridor plan proposes major
reconfiguration of the roadway including provision of
robust Class IV bikeways, transit prioritization through dedicated lanes and queue jump pockets, shortened
pedestrian crossings, and new couplets to redistribute
traffic. The study includes close coordination with City and Caltrans partners, and seeks to inform
competitive grant applications including Solutions for
Congested Corridors Program.

Project Manager | Circulation Element, CIP, and
TIF Update | City of Galt | Galt, CA | Managing
preparation of third consecutive update to the City’s
AB 1600 TIF and nexus study, concurrent with a
focused updated to the City’s Circulation Element.

Led update to capacity needs assessment based on
full buildout of the City’s General Plan with an updated 2020 travel demand model. As part of this contract,
also developed low-VMT screening maps and SB 743
policies to guide the City’s development review.

Project Manager | Imola Corridor Complete
Streets Improvement Plan | Napa Valley
Transportation Authority | Napa, CA | Managed the
development of a 3.5-mile multimodal complete
streets plan for Imola Avenue in the City and County
of Napa. The plan primarily addressed safety
improvements for all road users and improved
pedestrian and bicyclist mobility. Coordinated plan
development with agency and community
stakeholders to ensure a community-driven process.

Improvements were prioritized and programmed
according to various measures of effectiveness,
including benefit-cost, constructability, and
environmental stewardship.

Project Manager | Comprehensive Development
Impact Fee Update | Economic & Planning
Systems | Benicia, CA | Managed the preparation of
transportation impact fee update for the City. Led
evaluation of various fee structures that could
address VMT, and defensible methodologies for
incorporating bicycle and pedestrian projects, without
using LOS, from the Solano Transportation Authority
regional ATP. Oversaw revisions to the Solano Napa
Activity-Based Model travel demand model to better
reflect anticipated land use growth.

Transportation Planner | General Plan Update |
City of Turlock | Turlock, CA | Responsible for
preparation of the Circulation Element update,
including policies and planned improvements.

Assisted in the preparation of the CEQA document
for the update, including all technical analysis for the transportation and alternatives sections of the EIR.

As part of the General Plan update, responsible for
development of new Travel Demand Model, updated
to current conditions, used to evaluate proposed land
use and circulation alternatives. Technical analysis
included various traditional and new performance
metrics such as vehicle-miles traveled, Vehicle
Hours Traveled, volume-to-capacity ratio, and delay.

A-10 A-11

Colin Burgett
Project Manager
Qualified: MCRP, City & Regional Planning, Cal Poly San Luis Obispo, 1998; BS, Political Science, University of Oregon, 1993.

Professional Summary: Colin has over two decades of professional experience with expertise in multimodal transportation and integrated transportation/land use planning.

He specializes in strategic planning for large-scale projects, including citywide transportation plans, large area plans, campus plans, bicycle and pedestrian master plans, EIR transportation studies, vehicle miles travelled (VMT) policy development and assessments, bus rapid transit (BRT) corridor studies, and transit station area plans.

Colin has extensive experience with projects that emphasize corridor revitalization, transit-oriented development, and complete streets planning. He manages projects that place a strong emphasis on facilitating the interactions between transportation systems, land use patterns and urban design components.

Project Manager | Redding 2045 General Plan
Transportation Element | City of Redding |
Redding, CA | Prepared a comprehensive update to
Redding’s Transportation Element incorporating
revisions to Redding’s planned complete streets
network and an emphasis on providing low-stress
bicycling and walking routes, and continuing the
trend of implementing “road diets” on arterials with
excess capacity.

Project Manager | Ukiah 2040 General Plan
Mobility Element | City of Ukiah | Ukiah, CA |
Prepared a comprehensive update to Ukiah’s
Circulation Element incorporating complete streets
components and recommended vehicle miles
traveled (VMT) methodology and performance
metrics.

Project Manager | American Canyon 2045
General Plan Circulation Element | City of
American Canyon | American Canyon, CA |
Updated American Canyon’s Circulation Element
incorporating complete streets components and
refined street improvement plans.

Project Manager | Seaside 2040 General Plan
Mobility Element | City of Seaside | Seaside, CA |
Prepared a Mobility Element incorporating complete
streets components, revisions to citywide bikeway
network, identification of pedestrian priority focus
areas, and related land use and mobility projects.

The bikeway network component included a
comprehensive revision to the City’s planned
bikeway network to include bicycle boulevard
corridors and protected bike lanes. Facilitated public
workshops and advisory committee meetings.

Project Manager | Create Tiburon 2040 General
Plan Mobility Element | Town of Tiburon |
Tiburon, CA | Developed an updated Mobility
Element with an implementation-focus as part of a
comprehensive General Plan update. Facilitated
community input concerning transportation topics.

Project Manager | Brisbane Baylands Specific
Plan EIR | City of Brisbane | Brisbane, CA |
Developed transit-oriented development plan
alternatives for a large brownfield site, including a
former railyard and commuter rail station, adjacent to
the San Francisco Bay.

Project Manager | Development Parking Studies |
Town of Windsor | Windsor, CA | Project Manager
for parking studies conducted for the Bell Village,
Windsor Mill, Shiloh Mixed Use and Windsor Town
Green Hotel projects in the Town of Windsor.

Provided recommendations concerning shared
parking to increase the efficient supply of parking.

Task Leader | Downtown Development Cap
Study | City of Palo Alto | Palo Alto, CA |
Assessed parking supply/demand, parking
management, and traffic conditions, as part of a
larger effort to review developmental trends and
calculate potential developmental capacity in
Downtown Palo Alto.

Task Leader | Comprehensive Pedestrian &
Bicycle Plan | City of Belmont | Belmont, CA |
Prepared a citywide pedestrian and bicycle master
plan, and the first such plan adopted by the City of
Belmont. Developed citywide bikeway network and
pedestrian priority improvement recommendations.

Worked with team on cost estimates. Worked closely
with City staff and technical advisory committee and
led walking tour. Prepared strategic implementation
plan and CIP list with recommended phasing.

Project Manager | Active Transportation Plan |
City of Scotts Valley | Scotts Valley, CA |
Developed bicycle and pedestrian improvement
options and concept designs as a subconsultant to
Ecology Action. Conducted community outreach,
facilitated workshop discussions to gather input on
key needs, and presented improvement options to
community members.

Project Manager | Active Transportation Plan |
City of Patterson | Patterson, CA | Managed
initiation of a citywide Active Transportation Plan
(ATP) that focuses on non-motorized forms of travel,
identifies challenges to the current non-motorized
network, proposes solutions and identifies potential
funding sources. Oversaw development of a project
website to facilitate community outreach and led
discussions with the citizens’ advisory committee.

Rosanna Southern, EIT
Transportation Planner

Qualified: BS, Civil, Environmental and Infrastructure Engineering, George Mason University, Fairfax, VA, 2012; Engineer-in-Training, VA #420063509 Connections: Young Professionals in Transportation, Sacramento Chapter; Women in Transportation Seminar, Sacramento Chapter
Professional Summary: Rosanna Southern is a transportation engineer with 10 years of experience who specializes in traffic engineering and transportation planning, assisting dozens of agencies on short and long-range planning efforts, including the development of travel demand models, general plan circulation elements, traffic impact fee studies, corridor studies, and complete street plans.

Rosanna provides multi-modal operational analysis and traffic impact studies for a variety of projects aimed at analyzing traffic operations. The support she provides includes utilizing various software, such as VISSIM, Synchro, SimTraffic, Sidra, HCS, TransCAD, and Cube.

Transportation Planner | City of Pismo Beach
Circulation Element | City of Pismo Beach | Pismo
Beach, CA | Prepared an update to the City’s
General Plan Circulation Element consistent with
regional, statewide, and federal legislation -
specifically related to multimodal transportation.

Mapped existing multimodal conditions and proposed
circulation improvements in GIS format. Prepared the
Multimodal Circulation Plan. Assisted the City to
develop active transportation goals and policies,
including citywide and downtown LOS policies.

Transportation Planner | McSwain Community
Transportation Circulation Study and Traffic
Impact Fee Update | Merced County | Merced,
CA | Prepared the circulation study, including a
Capital Improvement Program (CIP), Nexus, and fee
study. Created a nested community-level travel
demand model within the regional travel demand
model. Baseline socio-economic data was
aggregated at the parcel level using GIS data
obtained from the County in addition to field surveys
and observations. Utilized the model to forecast
General Plan buildout conditions, establish Nexus
and regional share, develop a CIP, and propose a
fee schedule. Prepared figures using GIS software.

Prepared reports and memorandums including
existing and forecasted intersection and roadway
traffic volumes, LOS analysis using Synchro
software, and documenting multi-modal facilities and
plans, the traffic impact fee Nexus and CIP.

Transportation Planner | Franklin-Beachwood
Transportation Circulation Study and Traffic
Impact Fee Update | Merced County | Merced,
CA | Prepared the circulation study, including a CIP,
Nexus, and fee study. Created a nested communitylevel travel demand model within the regional travel demand model. Baseline socio-economic data was
aggregated at the parcel level using GIS data
obtained from the County in addition to field surveys
and observations. Utilized the model to forecast
general plan buildout conditions, establish Nexus
and regional share, develop a CIP, and propose a
fee schedule. Prepared figures using GIS software.

Prepared reports and memorandums including
existing and forecasted intersection and roadway
traffic volumes, LOS analysis using Synchro
software, documenting multi-modal facilities and
plans, the traffic impact fee Nexus, and CIP.

Transportation Planner | Templeton Area Travel
Demand Model and Circulation Study Update |
County of San Luis Obispo | San Luis Obispo,
CA | Comprehensively updated Templeton
community travel demand model to current baseline
conditions. Baseline socio-economic data was
aggregated at the parcel level using GIS. TAZ
structure was comprehensively overhauled to
increase the resolution of the model and to be
consistent with the boundaries of the community’s
three distinct fee areas. Utilized the model to
forecast General Plan buildout conditions, establish
Nexus and regional share, developed a CIP, and
propose fee schedule.

Transportation Planner | Avila Circulation Study
and Traffic Impact Fee Update | San Luis Obispo
County | San Luis Obispo, CA | Prepared the
circulation study, including a CIP, Nexus, and Fee
Study. Created a new area-wide travel demand model
for the Avila Beach community. Baseline socioeconomic data was aggregated at the parcel level using GIS data obtained from the County in addition to
field surveys and observations. Utilized the regional
travel demand model to calibrate the XX and IX/XI trip
information for the base and forecast models. Utilized
the model to forecast General Plan buildout conditions, establish Nexus and regional share, develop a CIP,
and propose a fee schedule. Prepared figures using
GIS software. Prepared reports and memorandums
including existing and forecasted intersection and
roadway traffic volumes, LOS analysis using Synchro
software, documenting multi-modal facilities and plans, the traffic impact fee Nexus, and CIP.

A-12 A-13

TNDG – Roger A. Dale, Managing Principal
Education: MA, Resource and Environmental Economics, UC Riverside BA, Economics, Claremont McKenna College
Mr. Dale has been affiliated with TNDG for 34 years (since 1988) and currently serves as the firm’s managing principal. His background encompasses the fields of real estate development, economic development, regional economic analysis, environmental and land use policy, financial forecasting, and renewable energy. His project experience with TNDG includes real estate market forecasting, pro forma financial analysis, demographic research and modeling, fiscal impact analysis, cost/benefit assessment, redevelopment/revitalization strategies, business retention/attraction, workforce development program assessments, and preparation of regional-scale economic development strategic plans. Selected project experience is listed below.  Market study and Economic Development Element for City of San Ramon General Plan Update  Fiscal impact modeling and land use forecasts for County of San Luis Obispo negation of citycounty tax sharing agreements  Market and pro forma financial analysis for City of Calabasas General Plan update  Market and fiscal impact analysis for City of Monterey Park General Plan update  Market, fiscal impact, and pro forma financial analysis of City of Alhambra General Plan update  Market and fiscal impact analysis for City of Costa Mesa General Plan update  Market and pro forma financial analysis for Fullerton Downtown Core/Corridors Specific Plan  Market study and development strategy for City of Santa Maria Downtown Specific Plan  Demographic forecasting and economic analyses for Cambria Community Services District  Retail market analysis and fiscal impact studies for proposed hotel and automobile dealership projects (City of San Luis Obispo)
 Hotel market analysis for City of Port Hueneme General Plan Update  Retail demand analysis for City of Carpenteria
 Fiscal analysis for County of Ventura 2040 General Plan  Land use and cost/benefit forecasts for City of Los Angeles General Plan Framework Study  County of Ventura Economic Vitality Strategic Plan
 City of Camarillo Economic Development Strategic Plan (including real estate market study)  Market and fiscal impact studies for proposed reconfiguration of Camarillo Springs Golf Course  Real estate market study (including hotel demand forecast) and pro forma financial analysis for Downtown Oxnard
 Developer outreach and pro forma financial analysis for Garvey Avenue Specific Plan (City of Rosemead)
 City of Beaumont Economic Development Strategic Plan
 City of Menifee Comprehensive Economic Development Strategy  City of Escondido Comprehensive Economic Development Strategy  City of Palm Desert Economic Development Strategic Plan TNDG – Joseph E. McClure, Senior Associate
Education: MS, Urban Planning, University of Arizona
BS, Architecture, University of Cincinnati
Mr. McClure has served as principal or manager of land economics research and advisory-services organizations for over 35 years. Mr. McClure’s multidisciplinary background incorporates many phases of the community and real estate development process: economic analysis and strategy development, market and financial feasibility assessment, and planning and design. McClure completed additional post-graduate work in economic geography at UA. He is a registered architect in Arizona. Joe’s organizational affiliations include the Western Regional Science Association, the Urban Land Institute (ULI), and the Arizona Association for Economic Development (AAED). McClure helps coordinate the firm’s technical focus on regional/land economic services and creative activities within the firm that include promoting innovation in community development strategic planning and fiscal and economic impact assessments. McClure has served both private developers and public agencies at all levels of government, for projects in small and large cities, undeveloped and heavily developed regions, and regions with special demographic and cultural characteristics. Selected project experience is listed below.
 Market study and Economic Development Element for City of San Ramon General Plan Update  Fiscal impact modeling and land use forecasts for County of San Luis Obispo negation of citycounty tax sharing agreements  Market and pro forma financial analysis for City of Calabasas General Plan update  Market and pro forma financial analysis for Fullerton Downtown Core and Corridors Specific Plan
 Market study and development strategy for City of Santa Maria Downtown Specific Plan  Retail market analysis and fiscal impact studies for proposed hotel and automobile dealership projects (City of San Luis Obispo)
 Fiscal analysis for County of Ventura 2040 General Plan  Market, fiscal impact, and pro forma financial analysis of City of Alhambra General Plan update  County of Ventura Economic Vitality Strategic Plan
 City of Camarillo Economic Development Strategic Plan (including real estate market study)  Market and fiscal impact studies for proposed reconfiguration of Camarillo Springs Golf Course  City of Beaumont Economic Development Strategic Plan
 City of Menifee Comprehensive Economic Development Strategy  City of Escondido Comprehensive Economic Development Strategy  City of Palm Desert Economic Development Strategic Plan  An economic impact of bicycle tourism in Arizona (AZ Department of Transportation)  Market assessment and benefits analysis for major tourist-oriented, destination retail centers, and estimates of tourist spending (in Phoenix, AZ and Sparks, NV)  Metropolitan area siting and economic/fiscal impact study for major league sports facility (in metro Phoenix)
A-14 A-15

TNDG
– Alan Levenson, Senior Associate
Education:MBA, University of California, Los Angeles
BA, Economics and Political Science, UC Riverside
Alan Levenson has been affiliated with TNDG for 22 years. His areas of expertise include economic development strategic planning, regional economic analysis, fiscal impact analysis, retail market evaluation, and real estate development feasibility assessment. He has completed over 80 economic impact studies as part of CEQA/NEPA processes, and has been involved in range of complex fiscal and economic impact studies for residential and mixed-use development projects. He has also been a principal participant in the preparation of a number of economic development strategic plans, many of which have featured tourism as a targeted economic activity. His MBA from UCLA included a concentration in real estate development and finance. Selected project experience is listed below.  Market study and Economic Development Element for City of San Ramon General Plan Update  Fiscal impact modeling and land use forecasts for County of San Luis Obispo negation of citycounty tax sharing agreements  Market and pro forma financial analysis for Fullerton Downtown Core/Corridors Specific Plan  Market study and development strategy for City of Santa Maria Downtown Specific Plan  Retail market analysis and fiscal impact studies for proposed hotel and automobile dealership projects (City of San Luis Obispo)
 Hotel market analysis for City of Port Hueneme General Plan Update  Retail demand analysis for City of Carpenteria  Fiscal analysis for County of Ventura 2040 General Plan  Market and pro forma financial analysis for City of Calabasas General Plan update  Market and fiscal impact analysis for City of Monterey Park General Plan update  Market, fiscal impact, and pro forma financial analysis of City of Alhambra General Plan update  Market and fiscal impact analysis for City of Costa Mesa General Plan update  County of Ventura Economic Vitality Strategic Plan  City of Camarillo Economic Development Strategic Plan (including real estate market study)  Market and fiscal impact studies for proposed reconfiguration of Camarillo Springs Golf Course  City of Beaumont Economic Development Strategic Plan  City of Menifee Comprehensive Economic Development Strategy  City of Escondido Comprehensive Economic Development Strategy  City of Palm Desert Economic Development Strategic Plan  Assessment of recreational and amenity benefits associated with County of Los Angeles watershed management programs
 Simi Valley Restaurant Site Review (Rancho Simi Park and Recreation District)  Economic Development Asset Assessment: comprehensive data-mapping documentation of public/private tourism assets for inventory, analysis, and visual mapping (Larimer County, CO) A-17
MINTIER HARNISH | PROPOSAL FOR SERVICES
A-16

Item 11.a.

MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Discuss Scope of a Comprehensive General Plan Update DATE: July 26, 2022
SUMMARY OF ACTION:

Establish a scope of work to include in the comprehensive update of the General Plan.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The Comprehensive General Plan Update is currently included in the budget with $180,000 for FY22-23. Grant funding from Senate Bill 2, Local Early Action Planning (LEAP), and Regional Early Action Planning (REAP) programs, in the amounts of $52,000, $104,052, and $65,000, respectively, have been earmarked to cover costs associated with the effort to develop objective design standards and amend the development code. Additionally, on February 23, 2021, Council provided direction to support the General Plan Update with SB 1090 Funds, currently $637,422 are unallocated and a portion will be used to complete the General Plan Update. This will be a multi-year effort which will require additional financial resources in subsequent years, as well as dedication of significant staff time. Implementation measures proposed as part of the General Plan Update, such code amendments and programs, may have future impacts to financial resources, if supported by Council.

RECOMMENDATION:

Initiate a comprehensive update of the General Plan, which would include an update to all existing elements except for the Housing Element, a consistency review of the Housing Element, creation of an Environmental Justice, an update to the Climate Action Plan, the creation of objective design standards, an overlay district providing specific development standards for the East Grand Avenue corridor, and zoning ordinance updates.

BACKGROUND:

On February 23, 2021, the City Council discussed economic development goals and priorities for purposes of creating a spending plan for funding obtained from Senate Bill 1090 (SB 1090). SB 1090 provided funding to San Luis Obispo County government ATTACHMENT 2

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

entities to mitigate forecasted impacts from the impending closure of the Diablo Canyon Nuclear Power Plant (DCNPP). Council supported allocating of a portion of these funds to cover costs associated with the General Plan Update. Council emphasized the importance of retaining local businesses and creating head-of-household jobs within the City and identified a comprehensive General Plan update as a mechanism to achieve those economic goals. During that meeting, staff was directed to return to the City Council with a discussion on the scope of work related to the comprehensive General Plan update.

This item provides an overview of the existing General Plan and options for consideration on to how to proceed with the General Plan update with regard to scope of work, staffing resources, and costs.

The existing General Plan was last updated in 2001. The State of California Office of Planning and Research as well as State statute require that the general plan be updated “periodically.” While there is no strict requirement for how often to update the general plan, the planning period is typically 15-20 years. Some cities and counties update their general plans as often as every five (5) years, while others update in portions over time.

The need for a comprehensive update varies, but often can result from economic factors, changing demographics, State regulations or simply because the existing General Plan has become outdated or no longer reflects the community’s vision.

Since the last overhaul of the City’s General Plan, various elements have been updated on an as-needed basis, such as the Housing Element (2020), Circulation Element (2021), Economic Element (2012), and Agriculture, Conservation, and Open Space Element (2007). However, the City has not completed a comprehensive update since 2001. Based on standard practices and guidance from the State, the City is due for a comprehensive update for a few reasons. Over the last twenty (20) years, planning practice and legislation have evolved to require additional elements or policies, such as policies addressing environmental justice. In addition, the City itself has changed over that time with regard to demographics, economics challenges, and community needs. A major economic challenge confronting the City is the closure of the DCNPP. DCNPP is a major local employer and it has a profound impact on the economy as well as many other aspects of daily life. While initially the decommissioning was expected to occur over a ten-year period beginning in 2025, recent discussions at the State level have created the possibility that the lifespan of the DCNPP may extend beyond the initial closure date. Despite the uncertainty, it is in the City’s best interest to consider the implications of the decommissioning of the plant. The comprehensive General Plan update process will be one of many ways to help the City prepare for the future by providing an opportunity the City re-establish its goals and priorities for land use and economic growth for the next twenty (20) years.

Existing General Plan
The General Plan is the foundational policy document for the City, providing a vision as to how the City will grow in accordance with community priorities and values while shaping the future. It defines the framework by which the physical, economic and human

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

resources of the City are to be managed and utilized over time. By providing a basis for rational decision-making, this document guides decisions regarding:
 Land use and circulation;
 The design and/or character of buildings, open spaces, streets and other features;  The conservation of existing housing and the provision of new dwelling units;  The provision of supporting infrastructure and public services;  The protection of environmental resources and agricultural uses; and,  The protection of residents from natural and human-caused hazards.

The existing General Plan includes the following elements. Some elements are required by state law, while others are optional.

Existing City of Arroyo Grande General Plan Elements Required by State Law  Land Use Element (2001)
 Circulation Element (2021)
 Noise Element (2001)
 Safety Element (2001)
 Housing Element (2020)
 Agriculture, Conservation Element and Open Space Element (2007) (Note, the City has combined Conservation and Open Space Elements into one element) Existing Optional General Plan Elements that have been adopted by the City  Parks and Recreation Element (2001)
 Economic Development Element (2012)
In addition to these adopted elements, the City adopted a Climate Action Plan in 2013.

The Climate Action Plan includes a number of policies and actions to help reduce greenhouse gas emissions. While not a required component of the General Plan and not adopted as an element of the City’s General Plan, the Climate Action Plan is directly related to the Land Use and Circulation Elements (i.e. building of the 2001 General Plan), as these are the basis for many of the modeling assumptions with regard to land use patterns and vehicle miles traveled, both of which generate greenhouse gas emissions.

Greenhouse gas emissions must be addressed when preparing documents pursuant to the requirements of the California Environmental Quality Act (CEQA) and therefore many jurisdictions have adopted Climate Action Plans to comply with CEQA and streamline development projects.

ANALYSIS OF ISSUES:

When embarking on a comprehensive General Plan update, it is best practice to update all elements of the General Plan simultaneously for several reasons, including but not limited to compliance with new regulations, internal document consistency, accurate reflection of current demographics and existing physical conditions within the city, and

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

cost effectiveness. Comprehensive General Plan updates, depending on complexity, resources and public engagement, commonly require 3 to 5 years to complete. They often require an Environmental Impact Report, which if prepared in a particular manner, can be relied upon by future development to either streamline environmental review or exempt a project all-together from the requirements of CEQA, particularly if the City’s Climate Action Plan is updated simultaneously.

Since the General Plan has not been updated since 2001, it is recommended that all elements be updated. This is particularly important for critical elements such as the Land Use Element, Noise Element and Safety Element. The Land Use Element is the driver for most other elements. The Land Use Element establishes land use patterns for development, open space, and parkland. Land use designations will be used to identify circulation patterns and transportation needs, which in turn predicts noise sources to be considered in the Noise Element. While the Circulation Element was recently updated, any significant changes to land use patterns included in the Land Use Element will trigger updates to the Circulation Element. The Safety Element should also be updated to reflect new regulations and mitigation strategies related to urban/wildland interface wildfire mitigation and other new safety related practices. The Economic Development Element, though updated in 2012, should be updated to reflect new economic considerations. Staff will continue to monitor the status of the Diablo Canyon Nuclear Power Plan Decommissioning as the City embarks on this Update, as the final long-term plan for this facility has the potential to impact aspects of economic development in the Five Cities area. The Conservation and Open Space Element should be updated, especially if the City intends to annex or process applications to develop any areas of land that are currently designated for agriculture but envisioned to be developed in the future. Housing Elements are required by law to be updated every 8 years, and the City’s Housing Element was updated in 2020. Housing Elements are updated on a state-mandated cycle of 8 years and often updated independently of other General Plan elements. The General Plan update will need to include a review of the Housing Element to insure internal document consistency is maintained, but an update is not anticipated because any changes would again need to be certified by the State Department of Housing and Community Development.

The following provides a high-level overview of what staff anticipates being included in the update of each element:
 Land Use Element – establishes land use patterns and general plan land use designations that promote thoughtful, equitable, and accessible distribution of different land uses. Land use decisions can improve public health, reduce infrastructure costs, enhance the local economy, and address environmental issues and therefore, public input and participation will be critical in this decisionmaking process. Locally, the update to the Land Use Element will evaluate residential densities in mixed-use zones, especially along the E. Grand Avenue and El Camino Real corridors. The update will also consider and address any

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

potential expansions of the City’s Sphere of Influence.  Circulation Element – is based on land use patterns established in the Land Use Element and determines traffic volumes and transportation circulation patterns. It identifies needed infrastructure improvements to accommodate transportation patterns (e.g. road widening, pedestrian or bicycle paths, sidewalks). The City may use this as an opportunity to prioritize non-vehicular travel or modify streets in such a way so as to calm traffic or make it more pedestrian friendly. The preparation of an Active Transportation Plan, which is anticipated to be adopted during the General Plan update, may also necessitate revisions to the Circulation Element.
 Noise Element – is based on the land use patterns and Circulation Element and determines baseline noise levels as well as noise levels in the future based on projected growth in accordance with the land use plan. It allows the City to develop noise thresholds and policies related to noise. This Element will be reviewed and updated as necessary to ensure that noise exposure information and existing policies are consistent with changing land use patterns since 2001, as well as anticipated changes.
 Safety Element – establishes policies to better prepare the City for natural and human hazards, e.g. wildfires, earthquakes, hazardous materials spills, and other emergencies. The Countywide Local Hazard Mitigation Plan will be incorporated into this Element.
 Agriculture, Conservation and Open Space Element – identifies policies for protecting and conservation open spaces, agricultural lands, and other natural resources. Updates will consider mitigation measures when agricultural properties are proposed for conversion to urban uses.
 Parks and Recreation Element – establishes goals and policies to ensure the City meets the parkland and recreational needs of the community. This effort will evaluate existing recreation resources and programs and create necessary policies and implementation measures to meet those needs.  Economic Development Element – establishes goals and policies to help the City create a thriving economy and met community needs. Policies to retain local businesses and attract head-of-household jobs will be prioritized in the update, especially with likelihood of the decommissioning of DCNPP.

Environmental Justice Element
State law now requires jurisdictions with census-defined economically disadvantaged communities to include Environmental Justice as a part of the General Plan either in a standalone Element or by integrating related goals, policies, and objectives throughout

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

the other elements. An Environmental Justice Element is defined by the State of California as an element that promotes “the fair treatment and meaningful involvement of people of all races, cultures, incomes, and national origins with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies.” Many jurisdictions have opted to prepare an Environmental Justice Element regardless of the presence of disadvantage communities so as to promote equity, diversity and consideration of all demographics and economic classes within general planning. The City does not have any economically disadvantaged communities, as defined by the State. However, the San Luis Obispo Council of Governments (SLOCOG) developed a regional definition of disadvantaged communities to identify communities that are disproportionately burdened by economic distress and/or have been historically underrepresented as part of the local government process within the region. SLOCOG’s Disadvantaged Communities Assessment identified thirteen (13) variables that address a wide range of socioeconomic and population-based factors to geographically define these disproportionately-burdened areas. This Assessment identified multiple disadvantaged communities within the City, which are located predominantly in the southern and western areas of the City. Data from the Disadvantaged Communities Assessment was approved for use in the 2023 Regional Transportation Plan. An Environmental Justice Element will establish goals, policies, and programs to promote equity and address the unique and compounded health risks present in disadvantaged communities by prioritizing improvements and programs that meet the needs of these communities
Healthy Communities Element
Additionally, it has become increasingly common for jurisdictions to prepare an optional Healthy Communities Element. These elements address the intersection of public health and planning, including transportation and active living, access to nutritious foods, access to health care, mental health, quality of life, and environmental health. The concept is that health and well-being of residents are fundamental to quality of life and economic vitality. Healthy Communities elements help to foster a “health in all policies” approach, which promotes better health for everyone by improving access to healthy environments throughout the community. Staff anticipates policies and programs to implementing Healthy Communities objectives will be combined with Environmental Justice Element.

Climate Action Plan
As previously mentioned, although the Climate Action Plan is not a part of the General Plan, it is directly related to the Land Use and Circulation elements. Updates to the Land Use Element and Circulation Element will render the Climate Action Plan outdated.

Therefore, it is recommended that the City include an update of the Climate Action Plan as a part of the General Plan update to assure ongoing compliance with CEQA and allow streamlining of development projects.

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

Economic Development and East Grand Avenue
As stated earlier, the 2012 Economic Development Element is proposed to be updated as part of the General Plan update to reflect new and ongoing economic realities. As part of this effort, staff will be partnering with the South County Chambers of Commerce to understand the current local and regional business climate through tools such as surveys and other business data, and to obtain an understanding of the necessary stakeholders to help guide economic development policies.

As part of the City’s efforts to encourage and incentivize investment on East Grand Avenue, the City began a stand-alone effort to create an East Grand Avenue Master Plan in 2017. With the objectives to evaluate existing conditions, complete a real-estate market study, review parking policies, and engage the community to find consensus among the various stakeholders, several studies were completed, but the effort ultimately stalled in 2020 prior to the COVID pandemic. Staff recommends that the General Plan Update scope include a specific focus on this corridor, including a comprehensive evaluation of land uses and density, development forms, parking policies, and complete streets architecture. This information would be used as the basis for a potential zoning overlay district for the East Grand Avenue corridor to be adopted with the General Plan Update.

Objective Design Standards / Zoning Amendments
Grant funding was awarded to the City from SB 2 and Local Early Action Planning program for the purpose of creating objective design standards that will assist in the streamlining of development review. State law defines objective standards as those that “involve no personal or subjective judgment by a public official and are uniformly verifiable by reference to an external and uniform benchmark or criterion available and knowable by both the development applicant and public official prior to submittal.” The State of California has adopted legislation requiring cities to approve certain housing proposals through ministerial, or "over-the-counter," processes based on objective standards. The result of these laws is to encourage cities to create quicker, more accessible pathways for housing to be built.

Further, it is anticipated that updates to the General Plan would necessitate changes to proposed zoning districts, land uses, development standards, and permit processing procedures. Staff would anticipate that the Update would include written recommendations for municipal code amendments, including objective design standards.

The codification of these amendments would be an implementation measure following the completion of the Update.

Diversity, Equity, Inclusion, and Justice
In January of 2021, the City Council adopted Resolution No. 5142 approving a Diversity, Equity, Inclusion, and Justice (DEIJ) Policy, stating the City’s commitment toward supporting, promoting, and implementing DEIJ principles and practices. The General Plan Update provides a unique opportunity to examine existing goals and policies in the City’s

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

documents through the lens of DEIJ, and to ensure that the Update incorporates these principles. The adopted DEIJ policy identifies several implementation measures relevant to the General Plan Update effort, as follows:
 Provide informed, authentic leadership supporting diversity, equity, inclusion, and justice by:

1. Connecting diversity, equity, inclusion, and justice to the City’s mission as critical principles to ensure the well-being of the City’s employees and the community;

2. Acknowledging and dismantling inequities within the City’s policies, systems, programs, and services, including continual review and updates to support ongoing progress;

3. Embedding language in the City’s plans, policies, and goals consistent with the intent of this Policy to promote diversity, equity, inclusivity, and justice;

4. Exploring potential underlying, unquestioned assumptions that interfere with diversity, equity, inclusivity, and justice.
 Promote inclusive outreach to diverse communities by:

1. Identifying traditionally underrepresented or marginalized communities within the City and developing and implementing strategies to increase effective communication and engagement;

2. Regularly conferring with representatives of diversity groups to better understand and support the community and to ensure ongoing application and review of this Policy;

3. Work with community partners to support opportunities for professional leadership and DEIJ training for small businesses within the City;

4. Intentionally incorporate DEIJ initiatives into the City’s economic development efforts, including support for small and diverse businesses;

5. Evaluating barriers to participation in decision-making processes by traditionally underrepresented or marginalized communities and developing mechanisms to reduce identified barriers;

6. Fostering an environment of inclusivity in internal and public-facing events, meetings, and processes through intentional application of this Policy.

As shown from the language above, a significant portion of the policy is dedicated to promoting the tenets of DEIJ, including equitable outreach to historically underrepresented communities. This will be particularly salient for a comprehensive General Plan Update, which is a community-wide document. Expertise in this area will be expected in the search for consultants as part of the RFP process. Additionally, staff will solicit input and participation through the update process from underrepresented or marginalized communities through outreach to community groups and leaders.

Considerations will be made to accommodate residents with non-traditional work schedules, language barriers, and accessibility barriers in order to obtain comments and input that represent all community members.

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

Public Outreach
Although it has been previously mentioned, it is worth noting that public engagement and participation will be vital to the success of the project. Staff and the City’s consultant will actively solicit public engagement throughout the process, but especially during the visioning process. The GP Update will be a community-driven process consisting of technical analysis and extensive public outreach. Existing conditions and baseline data will be gathered and presented to the community at workshops and surveys to extract the issues, opportunities, and priorities that will form the vision on which the update is focused. Other opportunities for public engagement will be during public hearings, workshops, and review of draft elements and environmental documents. A stakeholder group will be sought to ensure a diversity of opinions, perspectives, and interests are represented. Representatives from the school district, bike coalition, Chamber of Commerce, Diversity Coalition of SLO County, R.A.C.E. Matters, and other interest and diversity groups will be invited to participate.

Update Process and Timeline
A comprehensive General Plan update typically follows a 10-step process over a span of multiple years. The steps are described in more detail below, including the anticipated time required for each step. There will be overlap in activities, but the project is anticipated to take approximately three years.

1. Scoping – determine which elements will be updated, prepare and release a Request for Proposals for consultant support for the work effort, identify staffing resources needed, and award consultant contract (2-3 months).

2. Structure and Schedule the Process – work with consultant to create a specific framework as to how the process will unfold, who will be involved, what are the key milestones, deadlines and deliverables. Establish meeting schedule frequency with staff and public. A joint meeting with the Planning Commission and City Council will be held to review and affirm the framework created by staff and its consultant. Develop a public engagement strategy to identify when and how public input will be solicited (2-3 months).

3. Gather and Analyze Data – conduct baseline inventories of existing documents, economic and population data, public facilities and service information (e.g. water supply, sewer systems). Conduct technical studies to inform and aid the visioning process and assist in development of environmental documents (9-12 months).

4. Identify Problems, Issues, and Concerns (PIC’s) - identify the significant problems (and opportunities), issues, and concerns facing the community. This step presents the first opportunity for widespread community engagement and participation, likely in the form of both surveys and a workshop. This step is crucial because the resulting PIC’s will function as the foundation for the comprehensive plan and what should be updated (3-6 months).

5. Develop a “Vision” for the Plan - The feedback obtained in the previous step will be synthesized into the vision statement that will guide the update. The vision will

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

encapsulate the community’s aspirations for the next twenty years. (1-2 months).

6. Prepare an Administrative Draft - once the plan’s vision statement is completed, the next step is to establish specific plan goals, objectives, and policies to implement the vision. Development of the objective design standards will begin during this step of the process (12-18 months).

7. Generate and Evaluate Plan Alternatives– drafts of the updated Elements should be evaluated to formulate a series of possible land use futures for the city. Each element should be tied to the plan’s vision statement, specific community goals and objectives, as well as different growth scenarios. (3-6 months).

8. Select and Develop a Preferred Plan – select the preferred option from the list of alternatives developed in the previous step and prepare the final draft (3-6 months).

9. Commence Environmental Review - Once a final draft General Plan has been prepared, an Environmental Impact Report (EIR) will also then be prepared and evaluate all potential impacts of the draft plan. The EIR should include comprehensive analysis of for areas where significant projects are likely to be located in the future, and make considerations for these projects to streamline the future environmental review process (12-18 months).

10.Adopt the Plan and Certify the Environmental Impact Report – hold hearings as necessary at the Planning Commission and ultimately the City Council (1-2 months).

Once a plan is adopted, it is critical to develop a monitoring plan to ensure success. This includes identifying necessary funding for implementation of policies and programs, prioritizing staffing resources, and tracking progress towards goals and objectives.

Staff Direction and Resources Required
As discussed previously, there are various ways in which a comprehensive General Plan update can be accomplished. There will be numerous opportunities during the process to delve deeper into issues as exemplified in the 10-step process above. At this point in the process, staff is requesting initial direction on the scope of the effort, including the elements to be updated and/or created as recommended by staff. Once direction is provided, staff will prepare a Request for Proposals and seek bids on consultant support and return to the City Council for contract approval. While consultants provide expertise in particular areas such as environmental impact analysis, certain City staff will need to be fully engaged in the process to facilitate public meetings, outreach, and provide direction and guidance to consultants. It is expected that once this process is initiated, the General Plan Update will require significant involvement from Community Development Department staff for multiple years. It is also anticipated that other departments, such as Public Works, will need to be involved. Funding from grants programs such as SB 2, LEAP, and REAP are dedicated to development of objective design standards, which are part of the GP Update, and SB 1090 funds are also available to support the project as a whole. While it is difficult to estimate total project costs prior to the submission of consultant proposals, staff anticipates a cost of approximately $500,000

Item 11.a.

City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022

for the combined General Plan Update and EIR.

CEQA
It is anticipated that the General Plan Update will require an Environmental Impact Report pursuant to the requirements of the California Environmental Quality Act. Staff recommends that the scope include provisions to try and streamline the environmental review process by allowing subsequent development to “tier” off of the Environmental Impact Report for the General Plan Update. “Tiering” allows an applicant to use the standard mitigation measures adopted with this Update rather than developing specific mitigation measures for an individual project. This would reduce costs and the processing time associated with the environmental review process. Staff would include this provision and work with any contracted consultants to refine the environmental review process.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Initiate a comprehensive update of the General Plan, which would include an update to all existing elements except for the Housing Element, a consistency review of the Housing Element, creation of an Environmental Justice, an update to the Climate Action Plan, the creation of objective design standards, an overlay district providing specific development standards for the East Grand Avenue corridor, and zoning ordinance updates; or

2. Alternative 1, except the creation of a separate, stand-alone Healthy Communities Element; or

3. Provide other direction to staff.

ADVANTAGES:

The last comprehensive update of the City’s General Plan was completed in 2001. A comprehensive update will create a vision and establish goals, policies, and programs to guide the community’s growth over the next generation in accordance with its priorities and values.

DISADVANTAGES:

A comprehensive update will require significant financial resources and staff time.

ENVIRONMENTAL REVIEW:

No environmental review is required for the scoping meeting. An EIR will be necessary to evaluate potential impacts of the comprehensive plan update.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.

2/1/23, 5:23 PM City Council Meeting - July 26, 2022
https://pub-arroyogrande.escribemeetings.com/Meeting.aspx?Id=1d3c0889-dc8a-4aff-9598-91f62b009346&Agenda=PostMinutes&lang=English&Item=38&Tab=attachments 4/5

11.a
Attachments | Public Comments

1. CC 2022-07-26 General Plan Update.pdf
This item was heard out of order.

Community Development Director Pedrotti provided a presentation discussing the scope of the Comprehensive General Plan Update and responded to questions from Council.

Mayor Ray Russom invited public comment. Speaking from the public was Jim Guthrie. No further public comments were received.

Councilmember Paulding made a motion to approve staff's recommendation.

Mayor Ray Russom requested that the issue of timing be included in the motion.

Councilmember Paulding amended his motion to approve staff's recommendation and direct staff to include language in the Request for Proposals (RFP) regarding a two-year completion timeline. Mayor Ray Russom clarified that she would like the consultant to identify a plan to complete the scope of work within two years.

Councilmember Paulding amended his motion.

Moved by Council Member Paulding
Seconded by Council Member Barneich
Approve staff's recommendation to proceed with Alternative 1, and direct staff to ensure that the RFP includes language requiring the Consultant to include a proposal for completing the scope of work within a two year timeframe and a proposal for completing the scope of work within a three year timeframe.

AYES
(5)
Mayor Ray Russom, Council Member Paulding, Council Member Barneich, Council Member Storton, and Mayor Pro Tem George Passed (5 to 0)

12. The City Council provided brief reports from the following committee, commission, board, or other subcommittee meetings that they attended as the City’s appointed representative.

12.a

1. California Joint Powers Insurance Authority (CJPIA)

2. South San Luis Obispo County Sanitation District (SSLOCSD)

3. Tourism Business Improvement District Advisory Board

4. Other

12.b

1. County Water Resources Advisory Committee (WRAC)

2. Visit SLO CAL Advisory Board

3. Other

12.c

1. Audit Committee

2. Homeless Services Oversight Council (HSOC)

3. Zone 3 Water Advisory Board

4. Other

12.d

1. Air Pollution Control District (APCD)

2. Brisco/Halcyon Interchange Subcommittee

3. Council of Governments/Regional Transit Authority/ South County Transit (SLOCOG/SLORTA/SCT)

4. REACH SLO Advisory Commission

5. Other

12.e

1. Brisco/Halcyon Interchange Subcommittee

2. Five Cities Fire Authority (FCFA)

3. Integrated Waste Management Authority Board (IWMA)

4. South County Chambers of Commerce Governmental Affairs Committee

5. Other
Discuss Scope of a Comprehensive General Plan Update

CITY COUNCIL REPORTS
MAYOR RAY RUSSOM:

MAYOR PRO TEM GEORGE:

COUNCIL MEMBER BARNEICH:

COUNCIL MEMBER PAULDING:

COUNCIL MEMBER STORTON:

Item 12.a.

MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Director of Administrative Services Bill Robeson, Assistant City Manager/Public Works Director BY: Aleah Bergam, Management Analyst
Shane Taylor, Utilities Manager
SUBJECT: Consideration of a Resolution Suspending Penalties for Failure to Meet Required Water Use Reductions During the Current Stage 1 Water Shortage Emergency
SUMMARY: Adopting the Resolution suspending water penalties is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) Alternatively, this is not a “project” as defined by CEQA because suspension of the penalties is merely administrative activity related to the implementation of Resolution 5119. (See State CEQA Guidelines, § 15378(b)(2),(4))
DATE: February 14, 2023
SUMMARY OF ACTION:

Approval of the proposed Resolution will authorize the Administrative Services Director to suspend penalties incurred by customers for failure to meet required water use reductions imposed pursuant to the Stage 1 Water Shortage Emergency Declaration adopted on October 12, 2021, Resolution 5119.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The following mandatory financial penalties are currently levied on all water users who fail to reduce consumption in the percentages required in Paragraphs B and C of Exhibit “A” of Resolution 5119 declaring a State 1 Water Shortage Emergency:

First Violation: Written notice of violation and opportunity to correct violation.

Second Violation: $50 penalty
Third Violation: $100 penalty

Item 12.a.

City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required Water Use Reductions During the Current Stage 1 Water Shortage Emergency February 14, 2023

Subsequent Violations: $200 penalty
Failure to pay: The City may discontinue water service to any customer who fails to pay penalties billed on the regular water bill. Any water shutoffs shall occur in compliance with Health and Safety Code 116900 et seq., known as the Water Shutoff Protection Act. Service will be restored upon full payment of all outstanding balances and reconnection charges. A delinquent bill shall also be increased by penalty of ten (10) percent of the amount of delinquency.

Since the Stage 1 Water Shortage Declaration was adopted on October 12, 2021, the City has billed a total of $379,700 in mandatory penalties associated with failing to meet required water use reductions.

Suspending mandatory penalties reduces staff time and resources associated with penalty notices, conducting site visits with property owners about water conservation options and to conduct water audits, responding to inquiries from residents and water meter “re-reads”, and Water Shortage Appeals Board (WSAB) time reviewing appeals for baseline adjustments. AGMC Section 13.07.070 contains procedures for adjustments to the water allocation or water reduction requirements if a customer can provide evidence of unique circumstances. As of January 27, 2023, the Utilities Manager has reviewed 1,381 requests for baseline adjustments.

RECOMMENDATION:

Adopt a Resolution authorizing the City’s Administrative Services Director to suspend penalties imposed pursuant to the Stage 1 Water Shortage Emergency Declaration adopted on October 12, 2021, Resolution 5119, for failure to meet required water use reductions for February 2023 billing dates and all future billing dates until otherwise directed by the City Council.

BACKGROUND:

On October 12, 2021, Council approved Resolution 5119 declaring a Stage 1 Water Shortage Emergency and implementing Emergency Water Shortage Restrictions and Regulations (Attachment 2). At the time, the City of Arroyo Grande, along with much of the State of California was experiencing historic drought conditions that negatively impacted the City’s water supply and necessitated conservation requirements and the application of mandatory water use reductions.

AGMC and Declaration of Stage 1 Water Shortage Emergency Chapter 13.07 of the Arroyo Grande Municipal Code (AGMC), Emergency Water Shortage Restrictions and Regulations, provides for stages of action that will be undertaken in response to water supply shortages and related triggering conditions.

Chapter 13.07 was added to the AGMC in February 2015.

Item 12.a.

City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required Water Use Reductions During the Current Stage 1 Water Shortage Emergency February 14, 2023

In February 2017, AGMC Chapter 13.07 was amended to provide for stages of action consistent with the City’s revised Urban Water Management Plan. The stages of action were created in recognition of the fact that the City's water supply consists of a combination of water from the Lopez Reservoir and groundwater sources, and that a variety of specific factors can result in the need to implement specific conservation measures, such as unanticipated interruptions of local water deliveries or the imposition of additional State mandated reductions in water use.

AGMC Section 13.07.030(A) provides that after holding a noticed public hearing in accordance with the requirements of Water Code Section 350, et seq., the City Council may declare a Stage 1 Water Shortage Emergency and institute reductions in water usage based upon historical use. Water Code Section 350, et seq., authorizes the governing body of a public water supply distributor to declare that water shortage emergency conditions prevail within the area served by such distributor whenever it finds and determines that the ordinary demands and requirements of water consumers cannot be satisfied without depleting the water supply of the distributor to the extent that there would be insufficient water for human consumption, sanitation, and fire protection. Water Code Section 353 provides that when such a water shortage emergency is declared, the governing body shall adopt necessary regulations and restrictions on the delivery and consumption of water.

Under AGMC Section 13.07.030(A), triggering conditions for a Stage 1 Water Shortage Emergency may include, but are not limited to, a determination that the water level at the Lopez Reservoir is at or below fifteen thousand (15,000) acre-feet. When the Stage 1 Water Shortage Emergency was initially considered by Council on September 28, 2021, Lopez Reservoir was anticipated to fall below the triggering threshold of 15,000 acre-feet by approximately October 14, 2021.

AGMC Section 13.07.090 explains that penalties will be imposed to create a meaningful incentive to reduce water. Under AGMC Section 13.07.030(A)(2),” penalties may also be modified or amended by the City Council as deemed necessary and appropriate upon a determination of the severity of the water shortage emergency.” 2021 and 2022 Water Supply and Demand Conditions
On July 8, 2021, Governor Gavin Newsom issued a Proclamation of a State of Emergency, pursuant to the California Emergency Services Act, due to drought in several counties in the State, including San Luis Obispo County. On July 13, 2021, the San Luis Obispo County Board of Supervisors (Board) declared a local drought emergency; and, on August 24, 2021, the Board enacted the Lake Lopez Low Reservoir Response Plan (LRRP) for Lopez Lake. The LRRP was developed by the San Luis Obispo County Flood Control and Water Conservation District Zone 3 and provides for a series of management procedures that are to be followed when the reservoir level drops below 20,000 acre-feet.

Item 12.a.

City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required Water Use Reductions During the Current Stage 1 Water Shortage Emergency February 14, 2023

On September 22, 2021, Lopez Lake was at 15,426 acre-feet of storage and water levels at Lopez Lake had been dropping at the rate of approximately 150 acre-feet per week and was, therefore, expected to fall below the triggering threshold of 15,000 acre-feet by approximately October 14, 2021. On September 8, 2021, the Zone III Technical Advisory Committee endorsed the action of reducing contract deliveries by 10%. The City began reducing the flow of Lopez Lake deliveries on September 15, 2021, to 1.9 million gallons per day, compared to the normal flow of 2.2 million gallons per day. On July 21, 2022, the Zone III Advisory Board approved the Technical Advisory Committee’s recommendation to reduce contract deliveries by 20% prior to Lopez Lake reaching 10,000 acre-feet. As a result, the City began reducing the flow of deliveries on July 26, 2022, to 1.7 million gallons per day. As of December 1, 2022, deliveries from the Water Treatment Plant were restricted to 1.3 million gallons per day.

In addition, after the declaration of the Stage 1 Water Emergency, the Lopez Water supply contract with the County was amended to include storage rights for Lopez water contractors. At this time, the City holds 774.60 acre-feet in stored water in addition to the normal 2,290 acre-feet entitlement.

January 2023 Storms
On January 4, 2023, Governor Newsom issued a Proclamation of a State of Emergency relating to severe winter storms and a series of atmospheric river systems that struck California beginning December 27, 2022, bringing high winds, substantial precipitation, and river, stream, and urban flooding. After the substantial precipitation from the storms, water levels at Lopez Lake increased significantly, from 10,800 acre-feet at the end of December 2022, to 26,883 acre-feet as of February 6, 2023.

At the January 19, 2023, Zone III Technical Advisory Committee voted to suspend the LRRP, thereby rescinding contract deliveries to City and other Lopez water contractors.

At its regular meeting on January 24, 2023, two members of the City Council directed staff to present a Resolution to suspend penalties under the Stage 1 Water Shortage Declaration at its next regular meeting in light of the increased water levels at Lopez Reservoir.

ANALYSIS OF ISSUES
AGMC 13.07.030(A)(2) preserves the discretion of the City Council to modify or amend the imposition of mandatory financial penalties during a Stage 1 Water Shortage Declaration based on the conditions of the City’s water supply. As of January 27, 2023, the United States Drought Monitor showed San Luis Obispo County as no longer in an extreme drought (as was identified in September 2021), but rather as abnormally dry. As of February 6, 2023, Lopez Reservoir levels are at 26,883 acre-feet and 54.4% of capacity. While this level exceeds the 15,000 acre-feet threshold identified in the AGMC as potentially triggering a Stage 1 Water Shortage Emergency, the Governor’s drought

Item 12.a.

City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required Water Use Reductions During the Current Stage 1 Water Shortage Emergency February 14, 2023

declaration issued in July 2021 remains in effect. It is anticipated that this may be rescinded after the conclusion of the water year in April 2023, depending on the outcome of the remainder of the wet season. Until then, it is recommended that the existing Stage 1 Water Shortage Declaration remain in place. However, staff recommends suspending the imposition of financial penalties on customers who do not meet their required water use reductions in light of the current water levels at Lopez Reservoir and the lifting of the LRRP.

Additionally, following direction by Council to bring a Resolution forward to suspend penalties, the City Manager directed staff to withhold penalties that may have otherwise been incurred for customers whose bills were issued on February 1, 2023. The proposed Resolution (Attachment 1) includes a provision ratifying this direction to ensure that penalties will be deemed suspended for all customers for February billing dates and beyond. Penalties may resume if so directed by the City Council by adopted Resolution at a future date, depending on the status of the City’s water supplies.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Adopt a Resolution authorizing the City’s Administrative Services Director to suspend penalties for February billing dates and all future billing dates for failure to meet required water use reductions imposed pursuant to the Stage 1 Water Shortage Declaration adopted on October 12, 2021, Resolution 5119; or

2. Do not adopt the proposed Resolution, in which case penalties will continue to apply to customers who exceed their water use allocations under Resolution 5119; or

3. Modify and adopt the Resolution to confirm the suspension of penalties for bills issued in February and/or to establish an end date the period in which penalties will be suspended; or

4. Wait to consider whether to suspend penalties if and when the Governor decides to rescind the State Drought Emergency; or

5. Provide other direction to staff.

ADVANTAGES:

This action will provide financial assistance to residents who are being charged penalties for exceeding their baseline water allotment at a time where the community is still recovering from the severe impacts of the January 2023 storms. In addition, this action reduces staff time associated with notices and billing for penalties, evaluating requests for baseline adjustments, responding to inquiries from residents, conducting site visits with property owners about water conservation options and to conduct water audits, and responding to requests for water meter “re-reads.”

Item 12.a.

City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required Water Use Reductions During the Current Stage 1 Water Shortage Emergency February 14, 2023

DISADVANTAGES:

Suspending penalties for failure to meet required water use reductions may lead to more water use during a Stage 1 Drought Emergency. Although Lopez reservoir levels are no longer below 20,000 acre-feet, the Governor’s drought emergency declaration is still in effect in California.

ENVIRONMENTAL REVIEW:

The suspension of the penalties provided in Paragraph D of Exhibit “A” of Resolution 5119 is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.).

The suspension of the penalties does not alter the restrictions imposed on the baseline water usage levels provided in the resolution. Additionally, all remaining requirements of Resolution 5119 will remain in place. Alternatively, this is not a “project” as defined by CEQA because suspension of the penalties is merely administrative activity related to the implementation of Resolution 5119 (See State CEQA Guidelines, § 15378(b)(2),(4)). For those reasons, the action is exempt from CEQA.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.

Attachments:

1. Proposed Resolution

2. Resolution 5119

ATTACHMENT 1
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF ARROYO GRANDE SUSPENDING PENALTIES FOR
EXCEEDANCES OF CUSTOMERS’ BASELINE WATER
ALLOTMENTS DURING THE CURRENT STAGE 1 WATER

SHORTAGE EMERGENCY
WHEREAS, on October 12, 2021, the City Council adopted Resolution 5119 declaring a Stage 1 Water Shortage Emergency in accordance with California Water Code Section 350 and Arroyo Grande Municipal Code (AGMC) Section 13.07.030; and WHEREAS, Chapter 13.07 of the AGMC provides for stages of action that will be undertaken in response to water supply shortages and related triggering conditions, consistent with the City of Arroyo Grande’s Urban Water Management Plan and for the imposition of regulations and restrictions, including, but not limited to, requirements to reduce consumption of water, that are necessary in order to protect the health, safety and welfare of the community; and
WHEREAS, pursuant to AGMC Section 13.07.030(A), all residential water customers have been assigned a baseline amount of water based upon the amount of water used during the same billing of the year prior to the adoption of Resolution 5119. All residential customers are required to reduce water usage by the set percentage amount set forth in Exhibit A of Resolution 5119. Residential and Commercial customers are subject to mandatory penalties for failing to meet required water use reductions, as provided in Exhibit A of Resolution 5119; and
WHEREAS, pursuant to AGMC Section 13.07.030(A), the City Council may modify or amend the imposition of mandatory financial penalties based upon a determination of the severity of the water shortage emergency; and
WHEREAS, triggering conditions for a Stage 1 Water Shortage Emergency under AGMC Section 13.07.030(A) may include, but are not limited to, a determination that the water level at Lake Lopez is at or below fifteen thousand (15,000) acre-feet, if there has been six quarterly continuous events of sentry well level readings below the deep well index trigger level of seven and one-half feet, and/or of the State Water Resources Control Board has imposed mandatory restrictions in water use by the City; and WHEREAS, the City of Arroyo Grande has a limited water supply that consists of two sources: Lake Lopez and groundwater. The San Luis Obispo County Flood Control and Water Conservation District has developed the Lake Lopez Low Reservoir Response Plan (LRRP), which provides for a series of management procedures that are to be followed the reservoir level drops below 20,000 acre-fee, which includes reduced municipal water delivers; and

RESOLUTION NO.

PAGE 2
WHEREAS, on July 8, 2021, Governor Gavin Newsom issued a Proclamation of a State of Emergency, pursuant to the California Emergency Services Act, due to extreme drought in certain counties in the State, including San Luis Obispo County; on July 13, 2021, the San Luis Obispo County Board of Supervisors declared a local drought emergency; and on August 24, 2021, the Board of Supervisors initiated the LRRP for Lake Lopez. Under the LRRP, the City is subjected to a 10% reduction in Lopez deliveries, which equates to 216,000 gallons per day; and; and WHEREAS, on July 14, 2021, the United States Drought Monitor showed San Luis Obispo County in an extreme drought; and
WHEREAS, on September 22, 2021, Lopez Lake was at 15,426 acre-feet of storage and was expected to fall below the triggering threshold of 15,000 acre-feet by approximately October 14, 2021; and
WHEREAS, on July 21, 2022, the Zone III Advisory Board approved the Technical Advisory Committee’s recommendation to reduce contract deliveries by 20% prior to Lopez Lake reaching 10,000 acre-feet. As a result, the City began reducing the flow of deliveries on July 26, 2022 to 1.7 million gallons per day; and WHEREAS, on January 4, 2023, Governor Newsom issued a Proclamation of a State of Emergency relating to severe winter storms and a series of atmospheric river systems that struck California beginning December 27, 2022, bringing high winds, substantial precipitation, and river, stream, and urban flooding; and WHEREAS, after the substantial precipitation from the storms, Lopez Lake was at 26,883 acre-feet of storage as of February 6, 2023, compared to 15,426 are-feet of storage on September 22, 2021; and
WHEREAS, at the January 19, 2023 Zone III Technical Advisory Committee Meeting, the committee voted to suspend the LRRP, thereby releasing the City’s 20% contract delivery reductions from Lopez Reservoir; and
WHEREAS, on January 27, 2023, after the winter storms, the United States Drought Monitor showed San Luis Obispo County no longer in an extreme drought, but rather as abnormally dry; and
WHEREAS, the City Council wishes to authorize the Administrative Services Director to suspend penalties for exceedances of customers’ baseline water allotments based on the current status of water levels at Lopez Reservoir.

RESOLUTION NO.

PAGE 3
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, that:

1. The recitals set forth herein are true, correct and incorporated by reference.

2. The Administrative Services Director is hereby authorized to suspend the penalties described in Paragraph D of Exhibit “A” of Resolution 5119 for exceedances of customers’ baseline water allotments otherwise applicable in accordance with Resolution 5119 for February 2023 billing dates and all future billing dates, until modified by future Resolution of the City Council.

3. The suspension of the penalties provided in Paragraph D of Exhibit “A” of Resolution 5119 is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.). The suspension of the penalties does not alter the restrictions imposed on the baseline water usage levels provided in the resolution. Additionally, all remaining requirements of Resolution 5119 will remain in place.

Alternatively, this is not a “project” as defined by CEQA because suspension of the penalties is merely administrative activity related to the implementation of Resolution 5119 (See State CEQA Guidelines, § 15378(b)(2), (4)). For those reasons, the action is exempt from CEQA.

On motion of Council Member___________, seconded by Council Member ________, and by the following roll call vote, to wit:

AYES:

NOES:

ABSENT:
the foregoing Resolution was passed and adopted this 14h day of February, 2023.

RESOLUTION NO.

PAGE 4

CAREN RAY RUSSOM, MAYOR
ATTEST:

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:

WHITNEY McDONALD, CITY MANAGER
APPROVED AS TO FORM:

ISAAC ROSEN, INTERIM CITY ATTORNEY

ATTACHMENT 2