THIRD AMENDMENT
TO
PROFESSIONAL SERVICES AGREEMENT
DATE: November 16, 2021
PARTIES: "CITY"
TERM:
THE CITY OF BURBANK, a municipal corporation
Designated Official: Name: Patrick Prescott
Title: Community Development Director
Telephone: 818-238-5176
Mailing Address: 275 E. Olive Avenue
P. 0. Box 6459
Burbank, CA 91510
"CONSULTANT"
Elizabeth Maule & Stefanos
Polyzoides Architects and Urbanists
Representative: · Name:
Title
Telephone :
Email:
Juan Gomez-Novey
Principal Managing Planner
626-844-2400
[email protected]
Mailing Address: 180 E. California Blvd.
Pasadena, CA 91105
Original Commencement Date:
Original Completion Date:
First Amended Completion Date:
Second Amended Completion Date:
Third Amended Completion Date:
May 5, 2020
May 5, 2021
May 5, 2021
May 5, 2022
November 16, 2022
COST OF SERVICE:
Original Cost of Service:
First Amendment to Cost of Service:
Second Amendment to Cost of Service:
Third Amendment to Cost of Service:
Revised Cost of Service:
PSA - Elizabeth Moule & Stefanos Polyzoides 3n1 Amendment $1,125,000.00
No Change
No Change
$22,000.00
$1, 147,000.00
Page I
ATTACHMENT 4-1
THIS THIRD AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT (this "Amendment"), is made and entered into on the date listed above (the "Effective Date"), by and between THE CITY OF BURBANK, a municipal corporation (the "City") and ELIZABETH MOU LE & STEFANOS POL YZOIDES ARCHITECTS AND URBANISTS (the "Consultant"). The City and the Consultant are herein referred to, individually, as a "Party", and, collectively, as the "Parties".
1.0 Purpose; Definitions. City and Consultant entered into a Professional Services Agreement dated May 5, 2020 ("Agreement") , as amended by that certain First Amendment, dated September 8, 2020, and as amended by that certain Second Amendment dated April 6, 2021 (collectively the "Agreement") for Consultant to prepare the Downtown Burbank Transit Oriented Development (TOD) Specific Plan and to conduct the environmental review under the California Environmental Quality Act. Now City and Consultant desire to again amend the Agreement with this Amendment to complete additional work and analysis related to the preparation of a Health Risk Assessment and inclusion of additional opportunity sites identified as sites for potential development; complete work associated with the recirculation of the Project Notice of Preparation (NOP) and facilitation of a second EIR public scoping meeting; and to extend the term of the Agreement.
2.0 Amendment to Services. In addition to the services to be performed in the Agreement, Consultant, as an independent Contractor , agrees to perform during the term of the Agreement, each and every of the additional services set forth on the "Amended Scope of Services" attached hereto as Exhibit A-3. he initiation of Service by the Consultant will commence upon receipt of a written notice from the Designated Official or Project Manager authorizing Consultant to proceed, and only to the extent of such authorization . The services of the Consultant shall include the making of all investigations, studies, and analysis required by the conditions involved in each request of the Designated Official or Project Manager.
3.0 Amendment to Compensation. The total compensation payable by the City to the Consultant as set forth in Section 3.0 of the Professional Services Agreement is hereby amended to a not to exceed amount of $1, 147,000.00. The City shall pay for the amended services of Consultant set forth in Exhibit A-2 as indicated on the "Amended Schedule of Compensation" attached hereto as Exhibit B-3.
4.0 Amendment to Term. The Parties hereby agree, as provided in Section 2.1 of the Professional Services Agreement , that the Term is hereby extended to November 16, 2022.
5.0 Execution Counterparts. This Amendment may be executed in counterparts and each such duplicate counterpart shall constitute an original, any one of which may be used for any purpose without the production of its duplicate counterpart . Moreover, each counterpart shall be deemed for all purposes to be an original, and all such counterparts together shall constitute one and the same instrument, binding on all Parties hereto.
Transmission by facsimile, electronic mail, and/or other v alidated instantaneous electronic PSA - Elizabeth Maule & Stefanos Polyzoides 3n1 Amendment Page 2 ATTACHMENT 4-2
transmission to one Party of a true copy of a counterpart duly executed by the other Party shall constitute valid delivery of such counterpart, and shall be valid, binding and effective for all purposes. Notwithstanding the foregoing, the authority under this Section to execute this Amendment with an electronic signature shall be limited to a physical (''wet ink") signature placed on a counterpart to this Amendment by a Party, and transmitted electronically as described in this Section to the other Party.
6.0 Ratification of Professional Services Agreement. All other provisions of the Agreement, not inconsistent with this Amendment, shall remain in full force and effect and are specifically incorporated herein.
In recognition of the obligations stated in this Amendment, the parties have executed this Amendment on the date indicated above.
PSA - Elizabeth Moule & Stefanos Polyzoides 3"' Amendment Page 3 ATTACHMENT 4-3
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"CONSULTANT"
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PSA - Elizabeth Maule & Stefanos Polyzoides 3ru Amendment "CITY"
Patrick Prescott
Name
Community Development Director
Title
Name (please pridrnt)
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Title
ATTEST :
Office of the City Clerk
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ATTACHMENT 4-4
EXHIBIT A-3
AMENDED SCOPE OF SERVICES
M&P will complete all the scope of service components listed on page 7 - 21 of the RFP by way of a five-part process: kick-off, discovery, visioning, production, and adoption hearings:
1. Kick-off (RFP Task 1 ). We will begin the project with a kick-off meeting and site tour with City staff and the City's TOD Specific Plan Working Group and will then finalize the project scope, process, and schedule, and describe it to the City Council at a Town Hall Briefing.
2. Discovery (Task 2). During the Discovery stage we will review existing documents, conduct a physical analysis of the project area and work with City staff, the City's TOD Specific Plan Working Group, and stakeholders to gain a thorough understanding of the project's
opportunities and constraints, the city's needs and
expectations, and to identify preliminary plan goals and objectives. After touching base with Metro and briefing elected officials, we will wrap this stage up with a Discovery Workshop (Task 4.3) to share our findings and receive input from the community .
3. Visioning (Task 5.1
). During the Visioning Stage we will work with City staff and the City's TOD Specific Plan Working Group to translate the Discovery findings and community input received during the Discovery Workshop into an illustrated vision for the Plan area and its 14 opportunity sites. After checking in with the Metro and briefing elected officials we will present the vision and development strategy to the public for input at a Visioning Workshop and at a Development Strategy Workshop {Task 4.3).
4. Production (Tasks 5.2 - 5.5 and 6). Taking the input received during the Visioning Workshop, we will prepare a draft Specific Plan that includes all the components in draft form. After checking with Metro and briefing elected officials, we will present the Draft Plan to the community for their input at a Public Draft Specific
Plan Workshop (Task 4.3). During this phase, the Draft EIR and associated technical reports will be prepared and reviewed by the community during the Public Review period and at a Planning Board meeting.
5. Adoption (Task 7). During this phase we will assist City staff in shepherding the Specific Plan, any General Plan and/or Zoning Code amendments , and the EIR through the various City Boards, Commissions and City Council, leading to the project's and the EIR's adoption and certification.
TASK 1: GENERAL PROJECT ADMINISTRATION
TASK 1.1: KICK~OFF MEETING
M&P will work
with City Planning Staff (Staff) to organize an initial kick-off meeting with PSA - Elizabeth Moule & Stefanos Polyzoides 3'" Amendment Page 5 ATTACHMENT 4-5
the City's TOD Specific Plan Working Group, comprised of Planning Staff, staff from other City Departments, Metro staff, and other outside agency staff to:
• Review work program objectives, tasks, products, and preliminary schedule. • Discuss recent or current studies, plans, or planning-related efforts. • Identify data needs to complete the work program, and relevant Metro Plans and toolkits related to transit-supportive development.
• Establish communication protocols between the City's project manager and M&P's project manager as well as between the Project Team's technical consultants and staff members from the applicable City departments.
• Discuss the roles and responsibilities that relevant City agencies and departments, as well as outside agencies (e.g., Metro, Caltrans, Los Angeles County Flood Control District), will play in achieving the objectives of the work program, including type and frequency of required coordination .
• Confirm appropriate contacts within each organization. • Establish a calendar for quarterly briefings of agencies and departments . • Conduct a mobile site tour of the plan area.
Deliverables for Task 1.1: Attendance at kick-off meeting and Google Maps site tour via videoconferencing platform such as Zoom or GoToMeeting; agenda; meeting summary; memorandum/table summarizing relevant planning documents, current planning efforts, City data needs from consultant and vice versa; and a coordination approach with other agencies and departments .
TASK 1.2-0NGOING INTER-AND INTRA-DEPARTMENTAL COORDINATION M&P will work with Staff to ensure that parallel planning efforts by other City departments (Public Works, Building and Safety, Transportation, Parks and Recreation, Housing and Economic Development), working groups (TOD Specific Plan Working Group, Development Oversight Committee) and external County and regional agencies (Metro) are consistent with the TOD Specific Plan. It is M&P's understanding that recent, current, and upcoming planning efforts include the Housing Element Update, the Citywide Complete Streets Plan, an Analysis of Impediments to Fair Housing, and the Greenhouse Gas Reeducation Plan 2020 Update.
M&P will also participate in quarterly briefings (via conference call, videoconference call, sit down meeting, or a combination thereof) with the City's TOD Specific Plan Working Group. At each meeting, M&P will assist Staff in updating and soliciting feedback from the Working Group on project progress and upcoming public outreach.
Deliverables for Task 1.2: Work with Staff to develop meeting agendas and, as necessary, prepare summary memorandum(s) that identify action items, responsible parties, and a timeline resulting from each meeting.
TASK 1.3 - PROJECT MANAGEMENT
M&P and will participate in bimonthly to monthly meetings and/or video/teleconferences with Staff to discuss design strategies and solutions, plan community engagement PSA - Elizabeth Moule & Stefanos Polyzoides 3"' Amendment Page6 ATTACHMENT 4-6
meetings, review project progress, etc. M&P's project manager will prepare monthly invoices and progress reports (summary of work completed) that track tasks completed or partially completed to date, the overall remaining budget, budget remaining by task, and expenses incurred to date. M&P will also assist staff in the preparation of Quarterly Progress Reports for submittal to Metro that describe progress to date, highlight expected completion dates, and identify anticipated delays. As needed, M&P will also participate in briefings with Metro staff on a quarterly basis or around key project milestones.
Deliverables for Task 1.3: Participation in bi-monthly to monthly meetings, video conferences, or teleconferences with Staff; Submittal of monthly invoices and progress reports; Updated schedule and budget (as needed); Quarterly progress reports; and participation in Metro staff briefings.
TASK 2 - SPECIFIC PLAN/STATION AREA ANALYSIS
Task 2.1- EXISTING CONDITIONS ANALYSIS
Using Metro's Transit Supportive Planning Toolkit's 10 Characteristics of Transit Supportive Places and the equity issues identified in the grant application, M&P will work with Staff to evaluate the existing conditions of the proposed Specific Plan project area and summarize the findings in a comprehensive report. The analysis will consist of a physical analysis and existing document review:
• Physical Analysis. The report will identify existing conditions that inhibit the implementation of complete neighborhoods and streetscapes, limit access to transit, and hinder a diverse mix of land uses near transit, including housing for all socioeconomic levels. The analysis will also inventory and map existing land uses, circulation patterns, streetscape, mobility amenities, utilities infrastructure, and
identify opportunities and constraints related to transit-oriented development. The report, along with the findings of the Opportunity Sites Analysis {Task 2.3), the Market and Development Feasibility Analysis {Task 2.4), and the Parking Study {Task 2.5), will identify areas where change could or would be likely to occur over the plan horizon.
• Existing Document Review. The team will review applicable policy documents, including the Burbank 2035 General Plan, the Burbank 2035 Greenhouse Gas Reduction Plan, the Climate Action Plan, current zoning regulations, relevant Specific and Master Plans, transportation plans and programs, the Green Streets Policy, and other related studies to ascertain consistency with Metro's 10 Characteristics of Transit-Supportive Development and identifying obstacles to reaching the City's 12,000-unit housing target. The analysis will also include a review of existing and planned bicycle and pedestrian improvements in relation to the City's Complete Streets planning efforts, which M&P understands is currently underway, to identify any modifications to the street network due to land use modifications proposed by this Project or any existing General Plan action items.
Deliverables for Task 2.1: Comprehensive Existing Conditions Report (Draft with one round of consolidated comments incorporated into Final Report).
PSA - Elizabeth Moule & Stefanos Polyzoides 3"' Amendment Page? ATTACHMENT 4-7
TASK 2.2: Coordinate with Metro on Transit-Supportive Planning Toolkit Integration
M&P will attend up to five (5) meetings, videoconferences, or teleconferences with Metro and City staff. M&P understands that the purpose of the first meeting will be to review Metro initiatives. policies, and toolkits - including Metro's Transit Supportive Planning "Toolkit," the Countywide
Sustainability Policy, First-Last Mile Strategic Plan, Green Streets Policy, and the Green Places Toolkit - and identify strategies and practices that
should be incorporated into the proposed Specific Plan process and document. The remaining four (4) meetings will be devoted to updating Metro on the analysis findings (Task 2), the public outreach process and input received (Task 4), and the Specific Plan preparation (Task 5).
Deliverables for Task 2.2: Attendance at up to five (5) meetings, videoconferences, or teleconferences with City and Metro staff; meeting summaries; memorandum memorializing recommendations and next steps.
TASK 2.3: Analysis of Opportunity Sites
M&P will work with the project team and Staff to confirm the location and extent of the opportunity sites shown in Exhibit B of the RFP. as well as identify any additional or alternative sites that may arise during the existing conditions analysis and stakeholder interview process. Once the sites have been confirmed, the project team will build upon the findings of the Existing Conditions Analysis (Task 2.2) to identify any shortcomings in existing specific plan and zoning standards that would need to be adjusted by this TOD Specific Plan to achieve the City's goal of introducing housing and transit-supportive development within the Plan area; identify optimum first-last mile connections between the opportunity sites and the Downtown Burbank Metrolink Station, as well as to the Downtown, the Civic Center, and the community
surrounding the Plan Area; and identify
shortcomings in existing street classifications and design standards along these routes that are inconsistent with the City's goals for complete, walkable, multi-modal, transit supportive. green streets.
The findings of the analysis will be summarized in a memorandum that confirms the location and extent of the opportunity sites; identifies necessary amendments and recommended procedures for updating existing regulations such as the General Plan and Zoning Code; recommends first/last mile improvements within the TOD Specific Plan area between the opportunity sites, the Metrolink Station, Downtown, the Civic Center, and surrounding neighborhoods; and provides recommendations regarding potential policy and infrastructure improvements to enhance Station and Plan Area access.
Deliverables for Task 2.3: Opportunity Sites Analysis Memorandum and associated mapping/diagramming (Draft with one round of consolidated comments incorporated into Final Report).
TASK 2.4: Conduct Market and Development Feasibility Study, and Consider a Community Benefit Strategy
PSA - Elizabeth Mou!e & Stefanos Polyzoides 3"' Amendment Page 8 ATTACHMENT 4-8
Kosmont will provide a high-level market analysis that describes the current local and regional economic, demographic, and employment data to evaluate market supply and demand conditions for different development and land use types, including residential (various densities), retail, office, entertainment, and mixed/blended uses . Kosmont staff will analyze demographic and real estate market trends (rents, sale prices, land values, new construction, absorption rates) and forecast a range of long-term growth prospects in the City and Burbank-Glendale-Pasadena market area . The analysis will include evaluation of up to 14 opportunity sites identified by the City or through stakeholder outreach. Kosmont will also perform high level valuation estimates for the various City owned properties within the Plan Area .
Based on stakeholder outreach and identification of desired community benefits, Kosmont will conduct a fiscal analysis of community benefits. The first step will be to work with the project team and Staff to identify a list of targeted public and transportation improvements, including possible expansion of the Civic Center, and assign "rough order of magnitude" costs. The second step will be to create proformas based on up to three (3) development scenarios to test potential developer contributions and concessions . Based on estimated infrastructure costs, Kosmont will identify funding sources based on infrastructure types - including, but not limited to, developer fees or contributions supported by nexus study, developer concession menu , or density bonus program; tax increment or other financing districts; grants; or available city funds - and fiscal impact.
Lastly, Kosmont will provide final recommendations for a community benefits strategy and reuse of City-owned properties with recommended steps for implementation .
Deliverables for Task 2.4: Market Study, Evaluation of14 opportunity sites, High Level City-owned Property Valuation Estimates , Development Feasibility Report, and Community Benefit Strategy (Draft with one round of consolidated comments incorporated into Final Report) .
TASK 2.5: Conduct Parking Study and Management Plan and Recommendations for Transportation Demand Management
Fehr & Peers shall create a parking study and management plan for the TOD Specific Plan area, building off the findings from the existing conditions report (Task 2.1) and the
parking management implementation plan as part of the Burbank Common parking study.
As part of the Burbank Common study, parking inventory, hourly occupancy, and turnover data collection was conducted for all public parking facilities (on-street and off-street) within the Burbank Center Plan Boundary between Glenoaks Boulevard, Providence Avenue, Victory Boulevard, and Magnolia Boulevard. This data was collected on one weekday (8 AM to 8 PM) and one weekend day (10 AM to 10 PM).
To supplement this public facility data, Fehr & Peers shall conduct parking inventory, hourly occupancy, and turnover data collection at up to six (6) private parking facilities within the Burbank Center Plan Boundary . The selection of private parking facilities will be strategic, and in consultation with the City, to effectively sample the existing parking PSA - Elizabeth Maule & Stefanos Polyzoides 3n1 Amendment Page 9 ATTACHMENT 4-9
demand for a variety of land uses found within the study area. To provide a comparison with the public facility data collection, the private facility data collection will also be conducted on one weekday (8 AM to 8 PM) and one weekend day (10 AM to 1 O PM).
This scope reflects a strategic sampling of the overall parking inventory within the Burbank Center Plan Boundary and is designed to effectively support the parking study and management plan analysis. However, if the City seeks to collect a larger sample of private and/or public parking facilities, Fehr & Peers shall adjust the scope and fee accordingly.
Using the public and private parking facility data and industry best-practice guidelines, Fehr & Peers shall forecast future parking demand within the Burbank Center Plan Boundary. This forecasting analysis will consider existing and potential shared parking opportunities and the parking management implementation plan findings from the Burbank Common parking study. Fehr & Peers will provide graphics and tables to display the future parking demand and identify instances where existing parking supply is either deficient or provides a surplus . Fehr & Peers shall develop strategies to meet the parking needs of the study area. The strategies considered will include dynamic pricing strategies, technology strategies to direct drivers to open parking spaces, capacity increases through valet and automated parking, parking consolidation strategies (e.g., parking districts, shared parking, park-once strategies), and incentives for reducing supply such as unbundled parking and parking maximums. Fehr & Peers shall also develop strategies to effectively manage bicycle parking and pick-up/drop-off curb space for freight deliveries and Transportation Network Companies {TNCs) such as Uber and Lyft.
Finally, Fehr & Peers will compile a list of potential Transportation Demand Management (TOM) measures to reduce future parking demand. These measures will include enhancements to existing programs, measures adopted by peer cities and TOD specific plan areas, and additional strategies and innovative TOM practices identified by Fehr & Peers. This list will include a brief summary of each measure, high-level assessments of cost and effectiveness {high/medium/low), and examples of successful implementation (if applicable). Using this information, Fehr & Peers will assess the parking demand reduction potential of each strategy based upon the anticipated adoption rates and effectiveness.
Deliverables for Task 2.5: Report summarizing the parking analysis findings, parking management strategies, and TOM recommendations (Draft with one round of consolidated comments incorporated into Final Report).
TASK 3: SB 743 Travel Demand Model Update and Transportation CEQA Impact Analysis
Fehr & Peers will update the City's travel demand model, transportation impact analysis methodology, and significance thresholds to be consistent with SB 7 43 and the Office of Planning and Research (QPR) SB 743 Guidelines. This revised methodology will be used to evaluate the impact
that the Specific Plan recommendations may have on the City's transporta tion network, and its findings will be incorporated into project's Program Environmental Impact Report. The updates, which include the City's Travel Demand PSA - Elizabeth Mou le & Stefanos Polyzoides 3"' Amendment Page 10 ATTACHMENT 4-10
Model to measure Vehicle Miles Traveled as required by the new CEQA guidelines, shall apply both to the analysis of the Specific Plan as well as to future development and transportation projects throughout the City of Burbank .
Task 3.1: Travel Demand Model Update
Task 3.1. 1: Develop Methodology to Measure Vehicle Miles Traveled Fehr & Peers will analyze existing and projected VMT levels for the City of Burbank and vicinity using data from the City of Burbank travel demand model (including updates described in Task 3.1.2) along with the 2020 SCAG RTP/SCS regional travel demand model. Fehr & Peers will run the models to develop existing and future VMT data for the following metrics:
• Citywide, Countywide and SCAG Region VMT
• VMT per capita
• Household VMT per capita
• Work VMT per employee
• VMT per service population
This analysis will provide the basis for the development of VMT metric , screening, and threshold options .
Fehr & Peers will develop VMT impact threshold options and guidelines for land use projects based on policy goals discussed with City staff, and consistency with SB 743 guidance from the State . The guidelines will describe where and when the selected VMT metrics should be applied . As part of this task, Fehr & Peers will document how the various threshold options would meet the substantial evidence test under CEQA.
Fehr & Peers will also develop VMT screening options for land use projects based on policy goals discussed with City staff, and consistency with SB 743 guidance from the State. QPR has provided guidance for screening projects that would generate low VMT, including screening based on project size, retail nature (local-serving versus regional), location within a low-VMT area or within a transit priority area. The City of Burbank will need to determine their preferred screening options from the opportunities presented .
After developing the VMT threshold options, Fehr & Peers will apply the selected metrics on up to five case studies, to be selected in consultation with City staff . The case studies will be used to evaluate the project-level VMT impacts for a variety of development types and locations as well as the potential to mitigate impacts with potential TOM strategies/programs as developed in this task . Only TOM strategies that have available research supporting quantifiable tripNMT reductions will be included .
The proposed guidelines will clarify the methodology for determining significant impacts, such as projects that induce travel demand or increase VMT per capita . The most appropriate methodologies for quantifying the impacts will be identified as well. The guidelines will also demonstrate how the recommended VMT metrics, screening criteria, and impact thresholds support policy goals to improve the VMT performance of new PSA - Elizabeth Moule & Stefanos Polyzoides 3"' Amendm ent Page 11 ATTACHMENT 4-11
projects, implement the objectives of SB 7 43, and meet the substantial evidence standard under CEQA.
Deliverable for Task 3.1.1: Technical Memorandum describing the proposed approach for including, measuring, and setting CEQA thresholds for VMT analysis compatible with the latest CEQA Guidelines and the Governor's Office of Planning and Research (OPR) guidance (Draft with one round of consolidated comments incorporated into Final Report).
Task 3.1.2: Update Burbank Travel Demand Model to Measure VMT as well as trips Task 3.1.2.1: Data Collection
The City of Burbank Travel Demand Model will rely on the most recent Census and California Household Transportation Survey (CHTS) data and data inputs used within the 2020 SCAG Regional Transportation Plan travel demand model. Fehr & Peers will collect existing and available traffic and travel demand data for the Burbank Model. The scope and fee assume new data collection for 250 24-hour Average Daily Traffic street segment locations and 45 AM and PM peak hour intersection locations, for use in calibrating and validating the model to existing conditions.
Fehr & Peers will also use cellphone or mobile device data during the calibration and validation process. This approach has already been used successfully on other similar projects. The specific use of this data will depend on preliminary static and dynamic validation findings. Typical applications include calibration refinements related to trip tables and trip lengths.
Task 3.1.2.2: Review and Update Model Framework
The Burbank Travel Demand Model transportation analysis zone (TAZ) system will be reviewed and updated using the previous City model and the 2020 SCAG RTP model as the starting point. It is expected that some TAZs may be further disaggregated substantially to reflect local geographical details. Fehr & Peers will recommend a TAZ system within the City and surrounding area with enough geographical detail for local model applications and which includes the following elements:
• Physical boundaries that influence travel patterns
• Jurisdictional boundaries (city limits and sphere of influence) • Existing and future development patterns (i.e., future specific plan boundaries) To support a relatively dense TAZ structure, Fehr & Peers will develop a detailed highway network with variables for facility type, adjacent development, mixed-flow lanes, turn prohibitions and cul-de-sacs etc. Transit and active mode trip making will be accounted for in the early stages of the travel model process and be reflected in the final vehicle trip assignment in the model outputs, but a separate mode choice step will not be included in the model. Fehr & Peers will perform quality checks using geographic information system software to conduct a quality assurance/quality control (QA/QC) process on connectivity, duplicate and dead-end links to be checked for and discarded from the final network.
Task 3. 1.2.3: Burbank Land Use Update
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Base year land use data obtained from the current City of Burbank model will be used as the starting point of the input into the updated Burbank model. It is assumed that the City staff will provide information from the assessor database and building permits between when the current model was developed until year 2020. This information will then be incorporated into the database to produce a new base year 2020 land use for the model.
It is assumed that City or the project team staff will provide the data for the horizon year Specific Plan area along with the rest of the entire City of Burbank.
As part of this land use update, Fehr & Peers shall consider updates to special generators including the Hollywood Burbank Airport, drawing upon findings from recent studies such as the Terminal Relocation EIR and the MGAPS Transportation Study.
Task 3.1.2.4: Update Travel Demand Model
Using the data collected in Tasks 3.1.2.1 - 3.1.2.3, Fehr & Peers will update the Burbank Travel Demand Model through developing the following model components: trip generation, trip distribution, trip assignment, static validation, and dynamic validation.
Fehr & Peers will estimate Burbank specific trip generation rates based on the SCAG regional model, the CHTS, and local data (if available}. Fehr & Peers anticipates that calibration of the rates will focus on capturing the unique travel characteristics of Burbank and adjacent areas. This trip generation model will also be sensitive to built environment variables (D's), accessibility to transit or active mode facilities, transportation system (highway, transit, walk or bicycle network}, and land use/socioeconomic factors.
Developing this type of model provides the City with a model that is sensitive when testing a variety of transportation policies, programs and strategies and being able to report the influence that they have on multimodal trip making . This type of tool will be particularly effective in evaluating the effect of TDM and trip reduction strategies.
The trip distribution function uses a gravity model formulation which relies on friction factors to determine the likelihood of selecting a destination given the distance or travel time to that destination compared to other similar destinations. The model will use friction factor curves to represent internal trip purposes and the 1-X and X-1 trips. The initial friction factors will be taken from the current model and tested against other friction factors developed by Fehr & Peers since 2000. A single set of factors will be selected and then adjusted for each trip purpose being modeled during trip distribution calibration to better represent each trip purpose's unique trip making characteristics.
The trip distribution process tested for inclusion in the updated model includes the introduction of a separate external trip distribution function for different sub-areas or sub groups. Fehr & Peers's experience in developing traffic models for other cities has demonstrated that it could be advantageous to allow different areas of the City to distribute trips to external gateways in different proportions. Fehr & Peers's regional linking process specifically defines and distinguishes gateway travel by trip purpose for consistency with regional estimates. Fehr & Peers will adapt this process to the updated model.
PSA - Elizabeth Moule & Stefanos Polyzoides 3nJ Amendment Page 13 ATTACHMENT 4-13
The most common measurement of traffic model accuracy is the degree to which it can approximate actual traffic counts in the base year. Fehr & Peers will test different trip assignment algorithms to determine the one that best replicates existing behavior, but also responds appropriately to variations in the model's input variables. Potential algorithms will include methods such as capacity restrained equilibrium and multiple iteration incremental assignments.
The final critical component of model development is the validation process, where the model's ability to replicate base year conditions is measured. As part of the static validation procedure, elements of the trip generation, trip distribution, and traffic assignment modules may be adjusted. Fehr & Peers's goal is to meet or exceed the validation criteria published in the 2017 California Regional Transportation Guidelines for Metropolitan Planning Organizations (California Transportation Commission, January 2017), but validation testing will be limited to 10 iterations at which point Fehr & Peers will assess the model performance and discuss whether future testing is desired by the City to improve the test results.
The static validation tests ensure that the model can replicate existing traffic counts and speeds. While these tests are useful for confirming that the model can replicate existing conditions, models are generally used to forecast change, which static tests say nothing about. To determine how well the model responds to changes in land use and the transportation network, Fehr & Peers will perform a set of dynamic validation tests.
Dynamic tests may include testing the changes in the following (list to be refined in consultation with City staff):
• Add 1, 10, and 1,000 households to a TAZ
• Remove 1 O and 1,000 households from a TAZ
• Add and remove 100 and 1,000 KSF of retail employment in a TAZ • Add and remove a roadway link in the network
• Add and remove travel lanes in the network
Based on the results of the dynamic validation tests, elements of the trip generation, trip distribution, and traffic assignment modules may be adjusted . Fehr & Peers will document and interpret the results of the dynamic validation tests using graphs and tables .
Fehr & Peers will prepare a draft Model Development Report describing the methods, data sources, and assumptions used to develop the validated Burbank Model. The report will also include one base year and one horizon-year traffic forecast. Flow chart diagrams will be included illustrating the relationship between inputs , model steps, and outputs.
Deliverable for Task 3.1.2: Base Travel Demand Model in TransCAD software with base year and one horizon-year forecast, one
model validation report, one model development
report documenting the construction of the model (Draft with two rounds of consolidated comments incorporated into Final Report) .
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Task 3.1.3: Intersection-Level results and VMT Measures The travel demand model will be developed to output data which will include the information listed below . Should other metrics be required , Fehr & Peers will discuss with City staff and determine the level of effort necessary to obtain the information . Fehr & Peers will develop a post-processing methodology to obtain the following :
• Individual link/segmen t traffic
volumes by direction (daily and peak periods)
• Vehicle Trips
• Peak Period Intersection Level of Service (LOS)
• Vehicle miles traveled (Citywide, per capita, per employment etc.) Fehr & Peers will use the established performance measures to produce existing and forecasted traffic volumes at the 45 study intersections identified in the RFP, and one set of base year and horizon year VMT statistics including a comparison to the proposed VMT thresholds .
Deliverable for Task 3.1.3: 45 intersection existing and forecast year post-processed volumes, one set of base year and horizon year VMT statistics and comparison to proposed VMT thresholds .
Task 3.1.4: Additional Model Runs
In addition to the aforementioned analysis, Fehr & Peers will also analyze four (4) Burbank Center Plan alternatives . LOS results will include existing AM and PM calculations at the 45 study intersections . VMT results will include a comparison to the proposed VMT thresholds .
Deliverables for Task 3.1.4: 4 sets each of 1) 45 intersection existing and forecast year post-processed volumes, 2) one set of base year and horizon year VMT statistics and comparison to proposed VMT thresholds .
Task 3.2: Burbank Center Plan Update Transportation Report Fehr & Peers shall prepare a transportation report for the Burbank Center Plan Draft EIR covering the roadway, transit, bicycle, pedestrian, and truck components of the transportation system . Intersection operations will be evaluated at the 45 study intersections identified in the RFP and compared to the General Plan LOS D standard .
VMT impacts will be evaluated utilizing the SB 743 VMT metrics and thresholds developed in Task 3.1 . The approach to transit, bicycle, pedestrian , and truck impact evaluation will be qualitative and will generally focus on potential disruptions to the system components caused or exacerbated by the proposed project.
Fehr & Peers anticipates that the EIR will include the following scenarios: existing year, preferred project and four project alternatives . Travel forecasts will be prepared for each scenario using the updated Burbank Fehr & Peers shall prepare a transportation report for the Burbank Center Plan Draft EIR covering the roadway, transit , bicycle, pedestrian, and truck components of the transportation system. Intersection operations will be evaluated at the 45 study intersections identified in the RFP and compared to the General Plan LOS D standard . VMT impacts will be evaluated utilizing the SB 743 VMT metrics PSA- Elizabeth Moule & Stefanos Polyzoides 3"' Amendment Page 15 ATTACHMENT 4-15
and thresholds developed in Task 3.1. The approach to transit, bicycle, pedestrian, and truck impact evaluation will be qualitative and will generally focus on potential disruptions to the system components caused or exacerbated by the proposed project.
Fehr & Peers anticipates that the EIR will include the following scenarios : existing year, preferred project
and four project alternatives . Travel forecasts will be prepared for each scenario using the updated Burbank Travel Demand Model. Potential significant impacts will be identified consistent with CEQA Guidelines Section 15125(a) and considering the new transportation impact significance thresholds developed in Task 3.1 .
Fehr & Peers will summarize the results of the analysis above in a Draft EIR Chapter, which will be submitted to the City for review.
Deliverable for Task 3.2: One transportation report documenting all transportation analysis necessary to prepare the transportation section of the Program Environmental Impact Report (Draft with one round of consolidated comments incorporated into Final Report). Report shall be included as a technical appendix to the EIR.
Task 3.3: EIR Support
Fehr & Peers will respond to public comments on the transportation section of the draft EIR.
Task 3.4: Develop VMT Evaluation Tool for Incoming Development Projects in BCP area
Fehr & Peers will develop a spreadsheet-based tool that can be applied to project-level review of land use projects in the SCP study area . While Fehr & Peers has already developed and used multiple spreadsheet and web-based tools which perform VMT estimates, this project provides an opportunity to refine or build new tools incorporating recent research about VMT effects of land use and TOM actions . The tool may incorporate trip length data and demographic data from empirical sources and the updated Burbank Travel Demand Model to calculate project-level VMT impacts, using the VMT metrics and thresholds developed in Task 3.1. The tool will account for the VMT benefits of transit proximity, mixed land uses, urban design , and TOM measures . The tool will also calculate the Transportation Impact Mitigation Fee for each evaluated project. Th is type of tool has the benefits of:
• A standardized approach, accuracy, transparency, repeatab ility, ease of updates • Accounts for local VMT/TDM characteristics that differ from the regional averages • Quick response to VMT and mitigation questions
• Ability to integrate custom TOM or emerging mobility patterns/trends • Future customization
The tool will be used to test the application of the selected VMT metrics and thresholds for up to five case studies , as discussed in Task 3.1. The tool will be subm itted to City staff in a draft form for testing . Up to two rounds of review and modification in response to staff comments are anticipated . The fee presumes that the tool will be a spreadsheet based tool that is hosted directly online , not a custom-des igned web-based application . ff PSA - Elizabeth Moule & Stefanos Polyzoides 3"' Amendment Page 16 ATTACHMENT 4-16
City staff were to determine that a custom, web-based application is desired, this can be provided for an additional fee.
Deliverable for Task 3.4: Spreadsheet tool to assess project-level VMT, VMT impacts, and potential mitigations for incoming development projects in Burbank Center Plan area.
TASK 4- STAKEHOLDER AND PUBLIC OUTREACH
TASK 4.1: Prepare and Implement Outreach Plan
M&P, in collaboration with Staff and Arellano Associates, will develop an Outreach Plan that establishes a comprehensive, equitable, and meaningful strategy for engaging community stakeholders in the development of a shared vision for the Plan Area, enables the public and stakeholders to voice concerns, and for Staff to respond to any identified concerns. The Outreach Plan shall:
• Identify stakeholders, such as community groups, residents, business owners, transit users and active transportation (biking and walking) proponents, property owners, affordable housing developers, and other stakeholders as appropriate . A critical component of the community outreach process will be engaging leaders of local neighborhood, business, civic, and religious organizations to help get the word out about the Specific Plan and to host pop-meetings at regularly scheduled, recurring meetings of these organizations.
• Outline the methods to be used to engage and inform stakeholders about the project. Anticipated methods include: virtual community workshops, stakeholder interviews, focus group meetings, meetings at regularly scheduled, recurring meetings of Plan Area organizations and associations, a Project website, two (2) surveys via the MetroQuest platform, and flyers (translated to Spanish and Armenian). Virtual workshops will be held in English with City-provided Spanish and Armenian translation via platforms such as GoToWebinar, Zoom, or other platforms identified or preferred by the City.
• Select methods for advertising the workshops, whether virtual or in-person, including gee-targeted ads, social media ads, mailers, and announcement in local publications.
• Identify the key project milestones that will require stakeholder input. • Describe the materials to be used in community meetings and strategies that maximize the ability of disadvantaged and non-English speaking communities and stakeholders who may not be able to attend scheduled workshop/charrette events to participate in the process. Potential strategies include live-stream of in-person workshops, pop-up meetings and events at convenient and accessible community locations, such as parks, community events, neighborhood meetings, or City sponsored events; providing on-site translation as needed; and providing materials in multiple languages.
M&P will attend all outreach meetings, whether virtual or in-person, prepare a Project website, prepare two (2) surveys in the MetroQuest platform, prepare printed and published materials for meetings, and provide summary materials at the conclusion of the PSA- Elizabeth Moule & Stefanos Polyzoides 3n1 Amendment Page 17 ATTACHMENT 4-17
project for public informational use on the new TOD Specific Plan. M&P assumes City staff will disseminate printed materials. The Outreach Plan shall be guided by Metro's Transit Supportive Planning Toolkit, Outreach Tools best practices as identified in:
https://www.metro.net/projects/tod-toolkit/outreach-tools/.
Deliverables for Task 4.1: Outreach Plan (Draft with one round of consolidated comments incorporated into Final Report); two (2) Metroquest surveys and summary reports, Project website; published materials (e.g., FAQs, public notices, etc.) for meetings and for public information use in PDF form for City Distribution.
TASK 4.2: Town Hall Briefing
M&P with assistance from Staff will brief the City Council at a regularly scheduled City Council Meeting to introduce the project, describe the Project schedule and process, and solicit input from the Community and Council members. Should shelter-at-home or social distancing protocols due to the Covid-19 pandemic be in place, M&P will present to these review bodies via videoconference. M&P will coordinate with City Staff to identify the appropriate platform, whether Zoom, GoToMeeting, or one already being used by the City. M&P can also be available to test-run the videoconference ahead of the meeting.
Deliverables for Task 4.2: Presentation, meeting summary.
TASK 4.3: Conduct Focus Groups with Key Community Stakeholders M&P with the assistance from Staff will conduct up to four (4) focus group meetings with stakeholders identified by Staff that may include a) transit, bicycling, and walking organizations, b) members of the development community to obtain local input on the market for transit-oriented retail, services, office, multi-family residential, and mixed-use development, c) members of the downtown business community, and d) environmental organizations focused on greenhouse gas mitigation and climate resilience. The objective of these focus group meetings will be to solicit input regarding potential issues, opportunities, constraints, and observations about the Station and Plan Area, identify/confirm the opportunity sites, learn any stakeholder plans for these opportunity sites in particular and the planning area in general. The focus groups will be conducted prior to or concurrent with the Discovery Workshop described in Task 4.3. Should shelter at-home or social distancing protocols due to the Covid-19 pandemic be in place, M&P will attend these meetings via videoconference. M&P will coordinate with City Staff to identify the appropriate platform, whether Zoom, Go To Meeting, or one already being used by the City.
M&P has allocated 16 hours of meeting time for this task. Depending on outreach needs, in addition to focus group meetings, M&P can use some of these hours to attend regularly scheduled neighborhood or community meetings or pop-up meetings at community events, either in-person or via videoconference.
Deliverables for Task 4.3: Attendance at 2 days' (16 hours) worth of stakeholder meetings, focus groups, or pop-up meetings, either in person or via videoconference.
Meeting agenda, questions, meeting schedule, key outcomes and meeting summary.
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Task 4.4: Workshops
Informed by the Outreach Plan (Task 4.1 ), M&P will attend and lead up to four ( 4) virtual public workshops: Discovery, Visioning and Development Strategy, and Draft Public Review Specific Plan as follows:
• Discovery Workshop (1 total). During this workshop, we will describe the planning process and why the plan is being prepared; briefly describe the preliminary findings of the background analysis, the market and development feasibility study, and the parking study; identify opportunities and challenges to introducing transit-supportive and community beneficial development within the Plan Area; identify priority transportation or other community-oriented public improvements in the Plan Area; outline preliminary Plan Area goals; and then solicit input from attending members of the community. To help facilitate and/or focus the discussion, we will work with Staff to prepare a set of questions to ask during the workshop and/or post on the Specific Plan website. • Visioning and Development Strategy Workshops (2 total). With the input received from the Discovery Workshops, M&P will generate street network, building type, and open space alternatives and develop initial ideas about the character/make-up of the 14 opportunity sites, as described in Task 5.1 (Vision and Guiding Principles). Potential first last mile routes to the Metrolink Station will be described. These alternatives will be presented to the community for their input during these Visioning Workshops with the goal of drilling down to a preferred vision for inclusion in the Specific Plan. The Plans goals will also be confirmed during this workshop.
• Public Draft Specific Plan Workshops (1 total). During these workshops, M&P will present the Public Draft Specific Plan and any proposed General Plan and/or Zoning Code amendments and solicit input from Workshop attendees.
Guided by Metro's Transit Supportive Planning Toolkit, Outreach Tools best practices, the virtual workshops be held as follows:
• We will use GoToWebinar Zoom, Microsoft Teams, or another application identified by the City as the virtual workshop platform. • For each virtual workshop we will hold an all-English workshop and an all-Spanish workshop. The virtual workshops will more than likely be held one after the other on the same day.
• Each virtual workshop would likely begin with a brief introduction by City Staff, followed by a PowerPoint presentation by the Consultant Team. Questions from participants would be received via message/chat and answered in the order that they are received by the urban design and planning team via webcam. The virtual workshop would end with a summary and description of next steps. The topic of each virtual workshop would be as described above.
• With the assistance of Arellano Associates, we will advertise the workshops via various formats such as digital geo targeted ads, social media ads, mailers, and announcement in local publications. In addition, the webinars will be recorded and uploaded on the project website for community members who are unable to PSA - Elizabeth Moule & Stefanos Polyzoides 3"1 Amendment Page 19 ATTACHMENT 4-19
participate during the scheduled time to view.
Deliverables for Task 4.4: Meeting agendas, presentation and meeting materials, and conceptual renderings of future development options, summary of key outcomes, and summary notes (e.g. results summary report).
TASK 4.5: Briefings with Elected Officials
M&P will attend and/or assist Staff in preparing for meetings with City and/or County elected officials, commissioners, or their staff members. M&P understands that these meetings will be conducted on an as-needed basis to keep the policy makers informed of the Project progress and to solicit feedback as necessary throughout the Project phases.
In addition, M&P shall also assist Staff in the preparation of materials for Boards, Commissions, and/or City Council study sessions or public meetings, throughout this planning process. M&P will be available to attend up to six (6) meetings, either in person or via videoconference or teleconference.
Deliverables for Task 4.5: Attendance and/or preparation of presentation materials; at up to six (6) meetings, either in person or via videoconference or teleconference; meeting agendas as needed; review of staff reports as needed; and summaries as needed.
TASK 5 - PREPARE PLANNING DOCUMENTS
TASK 5.1: Vision and Guiding Principles
Based on the analysis findings and input from stakeholders, the community , and related agencies, M&P shall lead the preparation of a vision for the Specific Plan area that:
• Describes and illustrates the intended character of each of the Plan Area's portions of neighborhoods, corridors, and districts.
• Identifies the areas where change is anticipated to occur, particularly the opportunity sites identified in Task 2.3 and their vicinity. • Indicates areas where increase in height, floor area, and/or density, change in use, or other development regulation changes are proposed.
• Identifies streets where complete streets or streetscape improvements should be prioritized.
• Illustrates how the existing Civic Center could be expanded on the block currently occupied by the City of Burbank's Community Services Building (the block bounded by Third Street, Olive Street, Glenoaks Boulevard, and Orange Grove Avenue) .
• Includes conceptual plans, renderings, and development potential for each opportunity site, including the Civic Center Expansion and Burbank Town Center. • Provides guiding development principles for the Specific Plan area.
The vision will be prepared during a series of internal design sessions in conjunction with Studio-MLA and with input from appropriate members of the project team and Staff and will be illustrated with drawings and applicable precedent images. The vision will be presented to the community during Visioning Workshops (Task 4.3) and will also appear PSA - Elizabeth Maule & Stefanos Polyzoides 3"1 Amendment Page 20 ATTACHMENT 4-20
in the Specific Plan document to illustrate the community's vision for the Specific Plan area.
Deliverables for Task 5.1: Visual aids including photosimulations, 3D models, and/or renderings of possible future development scenarios presented via PowerPoint and/or poster-sized boards and uploaded on the Project website.
TASK 5.2: Prepare Draft TOD Specific Plan
Using Metro's Transit Supportive Toolkit and the findings from Task 2 and 4, M&P will lead the preparation of a Draft TOD Specific Plan that is consistent with State law and enables transit-supportive development and sustainable urban planning. M&P will begin the document preparation process by working with Staff, with input from Metro, to confirm the Specific Plan's format, content, and table of contents. With strategic guidance from Metro, M&P will then work with Staff to translate the input from the Focus Group and Stakeholder meetings (Task 4.3) and Community Workshops (Task 4.4) into a draft Specific Plan. The preparation of the Specific Plan will take into consideration green building and urban design programs and initiatives such as LEED for Building Design and Construction, LEED for Neighborhood Development, Green Building Code Tier ~ compliance, and the Charter of the New Urbanism along with the Metro sustainability plans and toolkits mentioned above. As part of this Task 5.2, M&P will prepare two drafts:
an administrative draft for review by City Staff and a Metro Review draft for review by Metro Staff. M&P will work with Staff to revise the report in Tsk 5.4 (Release Draft TOD Specific Plan to the Public). An overview of the proposed Specific Plan contents is as follows:
• Introduction: This chapter will provide a brief overview of the Specific Plan and the reasons for preparing it. It will also include the Specific Plan Purpose, Applicability, Relationship to Other Plans (and how these are integrated into or coordinated with this TOD Plan), and applicable General Plan policies. • Vision: This chapter will describe the vision for the overall plan, as well as for each of the 14 opportunity sites, with an overview of the Civic Center expansion. It will be illustrated with plans, perspective renderings, and precedent images and can ·list the development potential.
• Civic Center Vision: This Chapter will describe and illustrate a more detailed vision for the Civic Center expansion. It will include a master plan drawing that shows the location of buildings, open spaces, and parking and building sections.
It will describe the proposed building program and sustainable building, landscape, and site design considerations.
• Development Code: This chapter will be a place-based code that provides a land use plan and zoning standards (building height, setbacks, frontage requirements, on-site open space, parking placement and standards) and building development and design standards or guidelines (massing, articulation, materials, openings, landscape, screening, building signage, etc.). The Development Code will provide streamlined parking requirements that are supportive of a transit-oriented environment, such as lower minimum parking requirements; allowing on-street parking spaces along the plan area frontage to count towards the required number PSA - Elizabeth Moule & Stefanos Polyzoides 3n1 Amendment Page 21 ATTACHMENT 4-21
of required on-site parking spaces; unbundling parking requirements from land uses; the use of mechanical parking lifts; adjusted tandem parking requirements; and removing Administrative Use Permit requirements for certain uses (such as restaurants). The Development Code can also provide parking garage design standards that enable the adaptive reuse of new public and private parking garages for other uses should transportation technologies (such as autonomous cars) make some parking garages obsolete.
• Transportation: This chapter, prepared with input from Fehr & Peers, will describe recommended transportation improvements that generate a safe travel environment for non-vehicular travel modes (especially bikes and pedestrians) and that are consistent with the City's Complete Streets Standards (currently underway), particularly first and last mile access to the Metrolink Station, to surrounding neighborhoods, and to important destinations within the Plan Area.
The Chapter will include a street network plan and associated cross sections; a bicycle network and pedestrian connectivity plan; and conceptual design considerations for crosswalk design, mid block crossings (if any), bike parking, etc. • Public Parking: This chapter, also prepared with input from Fehr & Peers, will describe any recommended public parking improvements, including public parking garages; park-once and parking management strategies; curbside management strategies (loading, valet, and transportation network company loading and unloading); and recommended Transportation Demand (TOM) strategies. • Public Realm: This chapter, generated in conjunction with Studio-MLA , will describe the components of a public realm that promotes a pleasant and inviting pedestrian experience and encourages non-vehicular access to transit. The Chapter will include a public realm plan; a street tree plan; a planting palette for street trees and park trees; and conceptual design standards for streetscape components, including street furniture, lighting, sidewalk and road treatments, wayfinding signage, and environmental design standards and guidelines. • Infrastructure: This chapter, generated in conjunction with Fuscoe, will discuss the proposed distribution, location, and extent of the utilities infrastructure (water, sewer,
power, telephone, cable), solid waste disposal, and other essential facilities needed to support the projected Specific Plan development program. • Implementation: This chapter will identify key public improvement projects and funding and financing strategies for implementing these (such as developer fees or contributions supported by nexus study; developer concession menu or density bonus program; tax increment or other financing districts; grants; available city funds; and the possible disposition of City-owned properties through a public private partnership or similar model). It will also describe the measures included in the Plan to incentivize developers to provide community benefits (such as project streamlined review for by-right projects and other land development projects consistent with density bonus law and associated environmenta l clearances) . Finally, this Chapter will also include Specific Plan Administration procedures any describe actions that must be completed to implement the Specific Plan.
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Deliverables for Task 5.2: Draft TOD Specific Plan (Draft with one round of consolidated Staff comments; Metro comments will be incorporated in Task 5.4).
TASK 5.3: Prepare Draft General Plan Land Use Map and Zoning M&P will work with Staff and the City Attorney to recommend any required amendments to the General Plan, including a Draft General Plan Land Use Map or text modifications, and to the Zoning Code text and/or Zoning map. Staff and the City Attorney will review the recommended amendments.
Deliverables for Task 5.3: Draft General Plan Land Use Map and text amendments, and Zoning Code text and map amendments.
TASK 5.4: Release Draft TOD Specific Plan to the Public M&P will incorporate Staff and Metro comments on the Draft Specific Plan (Task 5.2) into a Public Draft Specific Plan. M&P will also incorporate any necessary changes to the General Plan amendment text, General Plan Land Use Map, and Zoning Code. M&P will work with Staff to prepare materials announcing the upcoming Draft TOD Specific Plan public workshops and the availability of the Public Draft Specific Plan for public review.
M&P will assist Staff in facilitating two (2) community workshops to present the Draft TOD Specific Plan (see Task 4.4) and associated Draft General Plan and/or Zoning Code amendments to the public.
Deliverables for Task 5.4: Public Draft TOD Specific Plan. Notices announcing release of Public Draft Specific Plan for public review.
TASK 5.5: Finalize General Plan Land Use Policy Map and TOD Specific Plan Based on comments and feedback from Staff, Metro, the community, and various stakeholders, M&P will prepare a Final Draft General Plan Land Use Map, General Plan text amendments, Zoning Code text or map amendments, and the TOD Specific Plan.
Deliverables for Task 5.5: Final General Plan Land Use Map, Final General Plan text amendments, Final Zoning Code text and map amendments, including Planning Board and City Council Resolutions and Ordinance, and Final TOD Specific Plan document.
TASK 6: PREPARE CALIFORNIA ENVIRONMENTAL QUALITY ACT DOCUMENT Rincon, with assistance from Staff, will prepare a program level Environmental Impact Report (EIR) and associated technical studies. The EIR will thoroughly assess the impacts of the draft Specific Plan and proposed opportunity sites in compliance with the California Environmental Quality Act (CEQA). Per the RFP, environmental topics anticipated to require in-depth analysis include aesthetics, transportation/traffic, noise, air quality, and greenhouse gases. Although not required for CEQA compliance, Rincon will also prepare a Health Risk Assessment (HRA) for the Specific Plan as required by the Burbank 2035 General Plan and EIR.
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The Program EIR will serve two primary purposes: (1) compliance with CEQA's environmental review requirements for the Specific Plan; and (2) serving as a first tier environmental document that will allow for streamlined environmental review of individual development projects in the Specific Plan area, including but not limited to development on the identified opportunity sites. In support of the tiering function, the EIR will also provide sufficient detail to ensure that the potential impacts of known or likely Specific
Plan area development projects are addressed as thoroughly as possible at this stage of planning.
Please note that it is anticipated that there may be substantial overlap between the Specific Plan opportunity sites and the housing sites to be identified in the City's Housing Element, which is expected to be prepared concurrently with the Specific Plan. If this is the case, there may be opportunities to use some of the analyses prepared for the Specific Plan in support of the Housing Element EIR or vice versa with associated cost savings. For example, the HRA included in this work scope will likely cover the same general area along the freeway and rail corridors that may be relevant for the Housing Element EIR.
The main tasks in the EIR work program are described below.
TASK 6.1: Prepare Notice of Preparation (NOP)
Rincon will prepare an NOP of a Draft EIR and circulate the NOP as part of the EIR scoping effort. We will submit the NOP to the County Recorder, State Clearinghouse , and all trustee and responsible agencies, consistent with the current CEQA Guidelines. The NOP will be accompanied by an Initial Study (IS), which will document the issues that do and do not warrant further consideration in the EIR. We will submit a draft version of the IS-NOP for City review and incorporate City comments before circulating the document.
Up to one additional NOP will be prepared, processed, and re-circulated as noted above to address changes in the scope of what will be studied in the EIR.
Deliverables for Task 6.1: Notice of Preparation (including the Initial Study), submission to County Recorder and the State Clearinghouse.
TASK 6.2: Public Scoping and Community Meeting
During the 30-day NOP period, Rincon will, in coordination with Staff, conduct one public scoping and community meeting on issues to be addressed in the Draft EIR. The meeting will be held before the City's Planning Board and will include an open house and brief presentation by Rincon and City staff, followed by recording of public comments on the El R scope. Following the meeting, Rincon will prepare a summary of comments received.
Should shelter-at-home or social distancing protocols due to the Covid-19 pandemic be in place, Rincon will be available to attend the meetings via videoconference . Up to one additional public scoping meeting will be held to address one additional recirculation of the NOP for the EIR.
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Deliverables for Task 6.2: Attendance at up to 2 Scoping and Community Meeting, either in person or via videoconference, if necessary); Meeting agenda, presentation, public notices, and a summary to Staff of comments received and next steps.
TASK 6.3: Prepare Administrative Draft Environmental Impact Report (EIR) Rincon will prepare a complete administrative Draft EIR for review by City Staff prior to publication . The administrative Draft EIR will include all text, tables, analysis, and figures as well as the following required sections:
1 . Executive Summary
2. Introduction
3. Project Description
4. Environmental Impact Analysis
5. Other CEQA Discussions (Growth Inducement, Significant Irreversible Environmental Effects)
6. Alternatives
7. References
We anticipate that the EIR will include detailed analysis of the following environmental issues:
• Aesthetics
• Air Quality (including a Health Risk Assessment)
• Cultural Resources (historic and archaeological)
• Energy
• Greenhouse Gases
• Hazards and Hazardous Materials
• Land Use and Planning
• Noise
• Population and Housing
• Recreation
• Transportation
• Tribal Cultural Resources
• Utilities and Service Systems (including a Water Supply Assessment) All project impacts will be compared to established thresholds of significance and will be quantified as appropriate and feasible . Air pollutant and greenhouse gas emissions and associated health risks will be modeled using industry standard methodologies. The tribal cultural resources analysis will include compliance with the requirements of SB 18 and AB 52. With the exception of the transportation section, all technical work will be prepared by Rincon staff.
The Health Risk Assessment (HRA) shall also include a refined risk assessment of the emissions from natural gas combustion associated with the power plant units located on the Burbank Water and Power Magnolia campus so that an evaluation of the potential health risks to future residents may be evaluated as part of the HRA.
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Upon incorporation of comments from City staff on the administrative Draft EIR, Rincon will provide a Screen check Draft EIR for Staff review to confirm all comments have been addressed.
Deliverables for. Task 6.3: Administrative Draft EIR, including all required technical studies (Air Quality/HRA, Cultural Resources Assessment, Greenhouse Gases, Transportation, Water Supply Assessment) followed by a Screen check Draft EIR.
TASK 6.4: Public Review of Draft EIR, Notice of Availability {NOA), and associated Planning Board Public Hearing
Rincon will prepare a Public Draft EIR that incorporates comments received from Staff.
The Public Draft EIR will be released and distributed for public review and comment for the State-mandated circulation time (minimum of 45 days). Rincon will prepare the NOA for City review and will file and distribute the NOA to responsible and trustee agencies, and to those public agencies and organizations that may be affected by the Project per the mailing list prepared in coordination with Staff. The City will post the NOA in local newspapers and distribute to nearby owners and occupants based on the Staff/Rincon developed list.
Rincon will attend a public hearing, either in-person or via videoconference, of the Planning Board during the Draft EIR comment period and will work with Staff to facilitate public comments at the hearing.
Deliverables for Task 6.4: Electronic PDF of Public Draft EIR for web posting and printing; NOA; presentation before the Planning Board during public review period of Draft EIR.
TASK 6.5: Prepare Responses to Comments
Following the Draft EIR public comment period, Rincon will prepare draft responses to public comments received in writing. All responses will be supported by facts and reasoned analysis.
Deliverables for Task 6.5: Draft responses to public comments for City review.
TASK 6.6: Prepare Draft and Final Mitigation Monitoring and Reporting Program {MMRP)
Rincon will prepare a MMRP that will identify required mitigation measures, responsible implementing departments or parties, and the timeframe for implementation. Rincon will prepare a draft MMRP for Staff and City Attorney review. After City Staff's review, Rincon will prepare a final MMRP that incorporates Staffs' comments.
Deliverables for Task 6.6: Draft and Final MMRP.
TASK 6.7: Prepare Final EIR
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Following Staff review of the draft response to comments, Rincon will finalize the responses and prepare the Final EIR for consideration at public hearings. Rincon will assist with the preparation of the CEQA Findings of Fact and Statement of Overriding Considerations resulting from any significant and unavoidable environmental impacts associated with Project implementation. Rincon will also attend up to four public hearings on the EIR.
Deliverables for Task 6.7: Final EIR, including the CEQA Findings of Fact and Statement of Overriding Consideration and attendance at public hearings.
TASK 6.8: Final Filings
Upon a final determination by the City Council on the environmental clearance for the TOD Specific Plan and General Plan Update, Rincon will submit the appropriate filings with associated fees (provided by City) to the County Recorder and State Clearinghouse .
These are anticipated to consist of the Notice of Determination (NOD) and associated California Department of Fish and Wildlife forms/fees.
Deliverables for Task 6.8: Final NOD filings.
TASK 7 - PUBLIC NOTICE AND PUBLIC HEARINGS
TASK 7.1: City Boards and Commissions
M&P understands that Staff will prepare the necessary materials to facilitate the public hearing process before various City Boards and Commissions, including but not limited to a public hearing notice and staff report. M&P will a~sist staff in the preparation of presentation materials, such as a PowerPoint slide show or posters. M&P and Rincon will incorporate comments from the City Boards and Commissions meetings into the Specific Plan and EIR. Should shelter-at-home or social distancing protocols due to the Covid-19 pandemic be in place, M&P will attend these meetings via videoconference .
Deliverables for Task 7.1: Attendance at up to six (6) public hearings; presentation materials such as PowerPoint slide show or posters; meeting summary for inclusion in meeting minutes (as necessary). M&P assumes Staff will prepare the public hearing package, staff report, signed
resolutions (if necessary), and meeting minutes and
approvals.
TASK 7.2: Planning Board Public Hearing
M&P understands that Staff will prepare the necessary materials to facilitate the public hearing process before the Planning Board, including but not limited to, a public hearing notice and staff report. M&P will assist staff in the preparation of presentation materials, such as a PowerPoint slide show or posters. M&P and Rincon will incorporate comments from the City Boards and Commissions meetings into the Specific Plan and El R. Should shelter-at-home or social distancing protocols due to the Covid-19 pandemic be in place, M&P will attend these meetings via videoconference .
Deliverables for Task 7 .2: Attendance at up to three (3) public hearings (in-person or PSA- Elizabeth Maule & Stefanos Polyzoides 3n1 Amendment Page 27 ATTACHMENT 4-27
via videoconference, if necessary); presentation materials such as PowerPoint slide show or posters; meeting summary for inclusion in meeting minutes (as necessary) . M&P assumes Staff will prepare the public hearing package, staff report, signed resolutions, and meeting minutes and approvals.
TASK 7.3: City Council Public Hearing
M&P will work with Staff to prepare the necessary materials to facilitate the public hearing process before City Council. M&P will assist staff in the preparation of presentation materials , such as a PowerPoint slide show or posters . M&P and Rincon will incorporate comments from the City Boards and Commissions meetings into the Specific Plan and EIR. Should shelter-at-home or social distancing protocols due to the Covid-19 pandemic be in place, M&P will attend these meetings via videoconference .
Deliverables for Task 7.3: Attendance at up to three (3) public hearings (in-person or via videoconference, if necessary) ; Presentation materials such as PowerPoint slide show or posters ; M&P assumes Staff will prepare the public hearing package, staff report, signed resolutions, ordinances, and adoption of a Specific Plan and Certification of Final EIR.
PSA - Elizabeth Mou le & Stefanos Polyzoides 3n1 Amendment Page 28 ATTACHMENT 4-28
EXHIBIT B-3
AMENDED SCHEDULE OF COMPENSATION
For the services outlined in Amended Scope of Services above, the Consultant and the City agree that the Consultant shall earn its compensation according to the following method:
Time and Materials: The City shall pay for the services on a time-and-material basis.
Consultant shall invoice the City for all actual hours of work performed in accordance with this First Amendment at the following rates:
n•· ' ..
T>sl< Total Moute & Polvzoides Fehr& Peers St\ldio-MlA fusco !Cosmont Rincon hours , .. hoors , .. hours fee hours fee hours fee hourt , .. hours fee Ta$k l' GENERAL PROJECT ADMINISTRATION
1.1. l(ici.-off Meeting 18 s 3,980 6 s 1,4-00 s 8 s 1,280 s 4 s 1,300 s
1..2. Ongoing lntet·/lntri)·Departntent.:.1 CoordimJtion 39 $ 9,155 28 s 5,680 s s $ 11 $ 3,475 s LJ. Project Man;1Q:ement 104 s 22.560 104 s 11 .. %0 s s s s $ Subtotal Task 1 161 s 35,695 138 s 29,640 s 8 s 1,280 . s - 15 s 4,775 s Task 2, SPEC1FIC PLAN/STATION AREA ANA! YSIS
2.1. Ell.istirig Condltions Analysis 126 s 17,900 58 s 8,840 $ 68 s 9,060 s $ s
2.2. Coordinilte wfth Metto 28 $ 5,510 20 s 4,240 s s $ 1,280 $ $ s
2.:l. Analysis or Op part unity Sites. 222 s 34,720 82 s ll.160 76 $ 13,240 64 s 8,320 s $ s 2 .4. Mari::ef/Oevelopment Feasibility Study I Commun 191 s 48,525 6 s 1,400 $ $ $ 185 $47,125 s
7..5. ?.nkina. Study a~d M;lt\o'.l{tement Plan/TOM 198 s 34,0SO 6 s 1.400 192 $ 32,680 s s s s SubtotaJ Task: 2 765 s 140,745 172 $ ig,040 268 $ 45,920 140 $18,660 $ 185 $41,125 $ Ta>k 4, STAKEHOLDER AND PUBLIC OUTREACH
4.1. ;ior~are and Implement Outreach ?t;in 96 $ 39,920 96 s 16.420 s $ s s $
4.2. Towri Hall arreftng 6 $ 1,400 6 s 1,400 s $ s $ s
4.3. Focvs Groups with Kev community Stakeholders, 53 $ 13,945 28 $ 6,320 $ s s 25 $ 7.625 $
4.4. Workshops 4ll s 11,200 48 s 11,200 $ s s s $
.t.S. Bfiefil'!~s wilh El!!cted.Officiills. 22 s 5.240 22 s 5.240 s $ • 5 s - $ Subtotal Task 4 225 $ 71,705 200 $ 40,580 $ $ $ 25 $ 7,625 - $ TasN 5, PREPARE PLANNING DOCUMENTS
5 .1. Vision and Guiding Pril'lclple.s 370 $ 62,620 366 $ 61,880 $ 4 s 740 s $ $ S..2 Prepate Otaft TOD Specific Pfafl 901 $ 148,672 656 $110,160 $ 148 521,030 97 s 17,482 s s S.l Pttpare Orart GP Land U.se Map <ind Zoning S6 $ 8,960 56 $ B,960 s s s s . s
5.4. R.ele.:ise Dtafr TOD Spedfk Pf.<1n ro the Public 18 $ 3,320 18 s 3,320 s $ $ s $
5.S, ~fnalite GP Lar-Ji Use Map ar.d TOO Soedfic Pl11n 62 s 9,8'10 >4 s 8.SEO s 8 $ 1.280 s s s Subtotal Task S 1,407 $ 233.412 1,150 $192,880 s 160 $23,0SO 97 $17.482 s $ Task 6: PREPARE C£QA DOCllMENT
6.1. Prepare Notice or Preparation {NOP) 127 s 16,591 3 s 540 s s $ $ 124 s 16,051 6,2. PublitScoping ar;d Communlt'f Meetl!"!R 41 s 6,595 2 $ 360 s s $ s 39 $ 6,235
6.3. PrepareAdmioi~tratlve Draft EIR 1,171 s 171,645 37 $ 7,300 260 $ 43,740 $ 81 $14,488 s 789 $106,117
6.4. Public. Review of Draft Ootuments 91 $ 13,4')') 3 s 540 s s s $ 88 s 12,959
6.5. Prepc:ire P.eponses to Comments 76 s 11,107 7 $ 1,260 $ - s s $ 69 s 9,847 G.6. F'rep21'e Draft MMRP 14 s 2,003 3 $ 540 s s s s 11 s J,463 G.7. Prepare Fina( ElR 106 s 18,425 7 $ 1,260 s $ s $ 99 s 17,165 G.8. F'jnal fllitH~s w s l,345 2 $ 360 s s - s s 8 s 985 Subtotal Task 6 1.636 s 241,210 64 $ 12,160 260 $ 43,740 $ 85 $14.488 s . l,227 s 170,822 Task 7: PUBUC NOTICE AND PU8l!CHEARING5
7.1. City Boards llnd Commlnioos (5 meetings) 24 s 6,240 24 s 6,240 s s s $ s
7.1. Pfarming So.ird Public Hearing (lme~ltlg>} 12 s 3,120 1.2 s 3,llO $ $ s s $ 7 .3. City Council Public Hearin&: (.3 meeti1'a~} 12 s l,ll.O 12 $ 3.120 s . s - s s $ Subtotal Task 1 48 $ 12,480 48 $ 12,480 s s - s - s . $ - Fee Subtotal per Firm; Tasks 1 • 2 and 4 • 7 4,242 s 735,247 1,712 $316,780 528 $ 89,~ 308 $42,990 182 $31.970 225 $59,525 1,227 s 170,822 ExpenR$ pe:r Fhtr'I:: T;asks: l • 2and4 · 1 $ 26.750 $ 320 $ 3.340 $ $ $ soo $ 11,690 TOTAJ. FUTASKS1·2 ond4- 7 4,242 $ 761,997 1,772 $317,100 sn $ 93;000 308 $ 42,990 l&2 $31,970 225 S60,025 1,2?7 $182,512 Task I Total I Moule & Palvxoid<!s Fthr& Peers Studlo·MLA I hours I , .. I hours I l•e "°""' , .. houn le•
Fus:co Kosmont
hours f&a: hours fff
T••k 3, S8 743 TRAVEL DEMAND MOOEL UPDATE AND TRANSPORTATION CEQA ANALYSIS J.1. Tr.ivel Ch?ma"d Model Update 1,612 $ 272,710 8 $ 1,750 1,604 s 110.950 $ .U . Tr.:insportatiol' i;epon s $ $ $
.l.J. EIR Suppon $ $ $ $
lAOevclopVMT E11<1lu,1~~ Tool 280 s 51,620 $ 1,760 272 $ 49,860 $ fee Subtotal per Firn1: TJsk 3 1,892 $ 324,330 16 $ 3,SlO 1,876 $ 320,810 $ E.li:oensat uer Firm: Task J $ 60.SOO s $ 60,500 $
TOTALfEETASK3 1,892 ! ~ 384,830 16 ~ 3.520 1.87• s 381,310 • s . s Tad< Tot.al Moul• & Polv!old~ fehr&Pttn: Studlo-MLA
"°""
r .. h..,. ,.., houn ftt hourt fe•
FU$(oe Kosmon1 Rincon
houn fee
"°""'
fti. houtt , ..
TASkS l ·ZANO 4 • 7
Fee 4,242 7l5.l47 1,712 $ 316,?SO 528 S9,6SO 308 $42,990 182 S.ll,970 225 $59,;2; 1.711 s 110,812 (.).Ot'fJ.'t(~S 26.750 s 310 U'40 s s s ;oo s lt,690
Subtotal Tasks 1 • 2 and 4 ·'1 4.242 761.997 1.772 $ 317,100 518 93.000 308 $42,,90 182 $31,970 225 $60,015 l.227 s 182.512 Tatkl
r.,. 1.892 $ l24,Jl0 16 $ l,520 l,S76 s 320,810 $ $ $ s (·~~~"' $ 60,500 s 5 Gt>,500 s s s s
Subtot.atTadc'3 1,892 $ .134,830 16 s 3.SZO 1.876 $ 381,310 s $ $ s Fee Subtotal per Firm 6,134 $1,0S9.S17 1,788 SlZ0,300 2,41M s 410.470 J08 $41.990 182 Sll,970 225 ssuzs l.221 $170.SU . E. !lP•~s PH Firm $ 87.250 s 320 $ 63,1140 $ s $ 500 s 11690 TOTAlfEE 6.134 I> 1.146.827 1.788 $320,wO l,•04 > 414,310 ...,. ,.2 ..... 182 »i.970 2l> >60.0t> l.Z27 HBZ,512 Are Hano
hours fee
s s
~
s
s s s
$
s -
$ -
$23.50-0
s
$
s s
$23,SOO
$
s s s s
$ -
s
$
s
$
s s
s
$
$
s
$
s
$ -
$23,500
$10,900
. $ 34,400
Outreach
hours fee
• I>
Attll>oo
hours ff:.+
$23.SOO
Sl0.900
$14.400
$
$
$23,SOO
SlO;gQO
• IH4,400
PSA- Elizabeth Moule & Stefanos Polyzoides 3"' Amendment Page29 ATTACHMENT 4-29