Proposal for the City of Camarillo
Comprehensive General Plan
Update
Submitted by: In association with:
Meridian Consultants
Fehr & Peers
FM3 Research
Keyser Marston Associates
Stacy Miller Public Affairs
Water Systems Consulting, Inc.Proposal due April 16, 2025
www.dyettandbhatia.com
4001 Howe Street, Oakland, CA 94611
www.dyettandbhatia.com
4001 Howe Street, Oakland, CA 94611
April 16, 2025
David Sanchez, Director
Community Development Department
City of Camarillo
601 Carmen Drive
Camarillo, CA 93010
Dear Mr. Sanchez:
It is with great enthusiasm that we submit this proposal to assist the City of Camarillo with the Comprehensive General Plan Update project. We are truly excited about this opportunity to collaborate with staff, decision-makers, and the community on this important project. Dyett & Bhatia has the depth and breadth of experience necessary to address the complexities of the work, combining statewide leadership in general plan preparation, award-winning community engagement skills, and a comprehensive understanding of applicable State laws and best practices for general plans.
Project Team
• Dyett & Bhatia (D&B) will be responsible for overall project management and will also lead work on the General Plan update, with assistance from subconsultants with substantial experience in their fields as well as in the City of Camarillo and surrounding Ventura County communi- ties.
• Meridian Consultants, based in Westlake Village will lead preparation of the EIR. They offer a full range of environmental planning and com- pliance services and have direct project experience in Camarillo, including the St. John’s Seminary Specific Plan EIR. • Fehr & Peers will lead multimodal transportation planning and analysis. Fehr & Peers has assisted hundreds of agencies with general plan modeling and circulation element support, including numerous Ventura County communities, and recently contributed to the Camarillo Climate Action Plan and Evacuation study.
• Keyser Marston Associates will provide market analysis and site feasibility evaluation to inform development of alternatives, and will under- take a fiscal impact assessment of the Preferred Plan. They will draw on their extensive experience in Ventura County communities (Oxnard, Thousand Oaks, Moorpark, Carpinteria and Ventura).
• Stacy Miller Public Affairs, based in Oxnard, will lead broad-based community outreach to engage a full spectrum of stakeholders with a particular focus on youth, families, disadvantaged residents and other hard-to-reach groups. The firm will leverage its strong understanding of issues and priorities in Ventura County and its recent work on the Thousand Oaks General Plan Update. • Fairbank, Maslin, Maullin, Metz & Associates (FM3), will conduct a statistically valid survey to help gauge community priorities and pref- erences, building on the recent Camarillo Airport Issues Research conducted for the City. FM3 recently conducted a survey of Chino voters to gauge support for key strategies proposed for incorporation into the Chino General Plan Update. • Water Systems Consulting (WSC), will provide utility infrastructure analysis and civil engineering, drawing on their recent work in Camarillo preparing the 2020 Urban Water Management Plan and the 2021 Sewer System Management Plan.
If selected, D&B will serve as primary consultant and firm partners will directly lead the project. Andrew Hill, Principal, will serve as Project Manager and Lead Author of the General Plan. He is a highly-qualified general plan preparer, having led more than a dozen general plan efforts around the state, including APA Award winning general plans for the Cities of Monterey, Sacramento, Palo Alto and Vallejo. Rajeev Bhatia, AICP, ASLA, will serve as Participating Partner. He is one of the most experienced General Plan preparers in California, having led general plans for 35 jurisdictions throughout the state. Senior and Principal-level staff will lead the efforts of the various sub-consultant team members.
This proposal shall remain valid for a period of 120 days from submittal (August 14, 2025). Our scope of work and cost proposal reflect our understanding of the RFP. We are happy to modify any aspect of our proposal to better meet your needs. We look forward to the opportunity to work with you.
Cordially,
DYETT & BHATIA, Urban and Regional Planners
Rajeev Bhatia, AICP,
Principal, and President/CFO
[email protected]
2 Proposal for the City of Camarillo
2 COVER LETTER
3 Comprehensive General Plan Update
SCOPE OF SERVICES, SCHEDULE AND BUDGET
This section presents the scope of work, organized into a streamlined series of tasks with objectives and consul - tant team member roles identified. A schedule showing
sequence and duration of these tasks is included follow - ing the scope of work. The associated budget is at the end of this proposal.
Initials in parentheses identify the lead firm for each sub-task:
• D&B: Dyett & Bhatia, Urban and Regional Planners
• MER: Meridian Consultants (Environmental Planning/ Review) • F&P: Fehr & Peers (Transportation/Multimodal Connectivity) • KMA: Keyser Marston Associates (Market/Fiscal Analysis) • SMPA: Stacy Miller Public Affairs (Community Engagement) • FM3: Fairbank, Maslin, Maullin, Metz & Associates (Public Polling)
• WSC: Water Systems Consulting (Infrastructure)
SCOPE OF WORK
TASK 1: START UP AND ONGOING
MANAGEMENT
Objective: Initiate and manage the project, maintaining continuous and effective coordination with City staff.
Kick Off Meeting and Bus Tour (D&B team). At the
outset of the project, the D&B team will meet with City staff to review project objectives, refine the work plan, clarify responsibilities and expectations, and establish communication protocols. The kick off will also be an
opportunity to identify key stakeholder groups and con - firm the key points of the community engagement strat - egy. Prior to the meeting, we will review relevant back - ground information, plans, and other documentation.
We will also assemble a list of GIS, data, and information needs to review at the kick off meeting. Following the kick off meeting, staff and consultants will do a van/bus tour of key areas. The tour will be an opportunity for staff to introduce the community and key assets and issues to
the consultant team and for the consultants to highlight considerations for the project. D&B will outline the tour purpose/objectives and we will collaborate with staff to develop an itinerary and manage the tour. Alternatively, the bus tour can be conducted after the GPAC has been
formed so that GPAC members can participate and help
outline issues and opportunities as they see them.
GIS Database Preparation (D&B). Using information
from the City and the County Assessor, D&B will compile a GIS database with information on parcels, land uses,
key natural features, environmental conditions, and other information germane to the project. A Planning Area base map will also be created for use throughout the project.
Tribal Consultation (D&B and MER). Pursuant to SB18
and AB52, D&B and MER will assist the City with tribal
consultation, notifying NAHC of the planning process and contacting tribal representatives in the planning area.
Ongoing Project Management (D&B). Project manage -
ment and tracking will take place on an ongoing basis and will include regular meetings with City staff, coordination among consultant staff, and formal monthly progress
reports to the City. In addition to the kick off meeting, we anticipate 23 working meetings or video conferences
with staff throughout the process to plan for outreach
activities, review and discuss draft products, and prepare for/debrief from meetings with decision-makers and the
public. Other consultant team members may participate
as needed. Outside of these calls and scheduled meet -
ings, D&B project manager and principal in charge will be available to City staff by email or phone. As part of this task, D&B will maintain a schedule that clearly identifies project milestones and critical path items and that
provides a breakdown of work tasks, durations, responsi - bilities, and linked actions.
• Deliverables: Schedule, Data Needs List, Kick Off Meet- ing Summary.
• Meetings: Kick Off, ongoing coordination meetings.
4 Proposal for the City of Camarillo
public participation program are outlined below; however, based on discussions at the kick off meeting, we will work with staff to refine it and devise a strategy that best fits Camarillo’s needs.
Stakeholder Database (SMPA). To ensure that outreach
activities reach a broad cross section of community
members and stakeholders, SMPA will build a stakeholder database by using existing contact lists from the City.
SMPA will ensure the inclusion of various groups such as community groups, businesses, educational institutions, government agencies, nonprofits, and faith-based groups.
The database will be maintained throughout the project
duration and will continuously expand through an ongoing opt-in campaign.
Key Informant Interviews (D&B). D&B and other team
members will conduct 25 face-to-face interviews in small groups at key points in the project. Interviews may include property owners, developers, business owners, public
agency staff, elected officials, neighborhood groups,
homeowners associations, service clubs, and others. The intent is to elicit candid input to inform development of the general plan and ensure we explore feasible strategies with the potential for decision-maker and key stakeholder support. Comments and input will be summarized in a
memorandum. Provisionally, we assume:
• Fifteen (15) interviews at the outset of the process to elicit candid input on planning issues and give us a broad sense of the community, major issues of concern, deal
breakers, desirables, and the political factors that may come into play. If the interviews are done in-person, they would conducted on consecutive days; if held via zoom,
they can be spaced out over a week.
• Ten (10) interviews as the Alternatives/Preferred Plan is developed.
TASK 2: COMMUNITY ENGAGEMENT
Objective: Meaningfully engage a broad cross-section of community members and groups to identify unique, neighbor- hood issues of concern as well as critical citywide issues. Focus outreach equally on issues and solutions to address them. Use a variety of strategies and channels to ensure participation from all neighborhoods and segments of the population. Input collected will inform updates to the policy framework and strategies in the General Plan, aligning them with community priorities.
The budget shown for this includes all GPAC meetings,
community meetings, and decision-maker study sessions
(except decision-maker hearings), as well as “go to” out- reach, online surveys, and digital/social media outreach.
However, GPAC meetings, decision-maker study sessions,
and community workshops are listed in later tasks as well to show their sequence and topics covered.
Community Outreach and Engagement Plan (SMPA,
with D&B). Following the kick off meeting, we will design a Community Outreach and Engagement Plan (Engagement
Plan) that includes engagement strategies and tactics,
project messaging, stakeholder identification, general
timeframes and responsibilities. The Engagement Plan
will be a living document that will continue to be updated throughout the project. We will use a broad range of tested and proven methods, including community meetings,
pop-up outreach at events around the city, online and
social media engagement, and public meetings, as well as innovative approaches and activities specifically targeted to engage youth, families, disadvantaged populations,
and other traditionally under-represented constituencies - all with culturally-relevant messaging. We understand that successful outreach meets people where they are
and provides meaningful opportunities for input that
influences outcomes. Preliminary components of our
5 Comprehensive General Plan Update
Go-to Outreach (SMPA, with D&B). Using a “go to them”
strategy to raise awareness of the project and provide
community members with additional in-person opportu -
nities for input, SMPA will conduct pop-up outreach at loca- tions and events around town where community members
gather - such as trivia nights at local breweries, open studio events at museums and art centers, Camarillo Fiesta and Street Fair, Pleasant Valley Recreation & Park District’s Summer Palooza, summer Concerts in the Park, Wings
over Camarillo airshow, July 4th Celebration, Coppers and Choppers, 50 Plus Expo, the Camarillo Holiday Parade, and the Saturday and Camarillo Farmers Market. Outreach
may be structured as “chalk board chats” or stop-and-talk stations that provide community members with opportu-
nities to learn about the project and share quick feedback.
All events will feature interactive elements such as visual boards and/or tech stations with laptops and tablets for participation in digital engagement activities. Additionally, SMPA will coordinate with local churches and parishes,
youth and senior groups, local philanthropic organizations to identify other events that may present opportunities for Go-To Outreach. We will conduct up to fifteen (15) of these events throughout the process with an equitable distri- bution throughout the community. Timing and location of events will be determined in consultation with City staff.
D&B and SMPA will collaborate to prepare materials, while SMPA will plan and manage the events.
Community Interviews (SMPA). At “go-to” events in
the initial phase of the project, SMPA will conduct short community interviews. During these interviews, commu -
nity members, including youth, will be asked what they
love about Camarillo, what their favorite places in the city are, and what makes the community special. These clips
will be compiled to create short videos for social media to spark a community-wide conversation and promote
participation in visioning activities.
General Plan Advisory Committee (D&B, with team). A
General Plan Advisory Committee (GPAC) will be convened to serve as ambassadors for the project in the community and provide a forum for public discussion. We will work closely with the GPAC throughout the process, relying on them to help promote community participation in the
process, review draft documents, provide guidance on
policy direction, and provide recommendations to City
decision-makers at critical junctures. D&B and SMPA will work with City staff to identify and onboard GPAC mem-
bers, with an eye to ensuring a diversity of voices and a collaborative approach to GPAC meetings. Assistance with GPAC formation may include review of applications, partici- pation in interviews, and/or informal consultation with City staff. It is anticipated that the GPAC will meet eight times over the course of the project. Following each meeting, brief meeting summaries will be prepared in English and Spanish and provided to the City to post on the website.
The following GPAC meetings/topics are envisioned:
GPAC
Meeting
Topic
1 Introduction; Key Issues and Outreach Brainstorming
2 Vision and Guiding Principles
3 Existing Conditions, Trends, and Opportunities Re-
view. Alternatives Brainstorming.
4 Preliminary Alternatives
5 Preferred Plan and Key Goals
6, 7 , 8 Draft General Plan Policies
Technical Advisory Group Meetings (D&B, with team).
D&B will facilitate a total of three (3) technical advisory group meetings to be held at key junctures during the
course of the project. Provisionally, we envision participa - tion of staff from the Administrative Services, Community Development, Economic Development, Police, and Public
Works departments as well as partner agencies such as
Economic Development Collaborative; California State
University Channel Islands (CSUCI); Pleasant Valley
Recreation and Park District (PVRPD); Naval Base Ventura County; Water Districts; Ventura County Fire Protection District; Ventura County Sheriff’s Department – Camarillo Police Department; County of Ventura Department of
Airports. The meetings will provide a forum for staff to dis - cuss and provide feedback to the consultant team on key project deliverables, including the background reports; 6 Proposal for the City of Camarillo
the land use/circulation alternatives; the Preferred Plan and key strategies; and the administrative draft General Plan. The timing and objectives of each meeting is
described in subsequent tasks. These meetings will not be public meetings subject to the Brown Act, however, brief meeting summaries will be prepared for internal use.
Community Workshops (D&B, with SMPA). The D&B
team will host six (6) community workshops and/or open
houses – in person or virtual. Small group facilitation and hands-on (or virtual) interactive exercises, map-based activ- ities, and discussion will be part of each workshop design.
Provisionally, it is anticipated that two of the workshops will be held during the Visioning Phase; two more will be held at the start of the Alternatives Exploration phase to solicit community feedback on concepts to implement the vision that emerges from early phase outreach; and two
community workshops will be held once the public review draft General Plan is released to introduce it to the commu- nity and collect feedback prior to adoption hearings. Both workshops in each phase would have the same structure
and content, but recognizing the diversity of Camarillo neighborhoods, we recommend that the workshops be
held in different geographic locations on different days/ times to maximize participation from residents in all parts of the city. Workshop activities will also remain active on the project webpage for several weeks after the events, allow - ing community members more time to provide input and
the option of engaging without attending the workshops
in-person. The timing and objectives of the workshops
can be adjusted without impact to the proposed budget.
Workshop summaries will be prepared for the City to post to the project website.
Digital Engagement (D&B, with SMPA) . Knowing that
many residents lead busy lives and may not be able to
set aside time to participate in person, we will design and disseminate complementary online activities throughout
the process. The intent is to provide other avenues for participation and ensure engagement of a broad cross
section of the community at all phases of the project. We propose to use an online engagement platform such as
Social Pinpoint that offers a range of customizable, inter - active activities, including interactive mapping, surveying, discussion forums, vision boards, and participatory
budgeting. A range of strategies will be used to engage community members:
• Asset Mapping and Vision Board. This tool will provide community members to share ideas that will help inform
the overall vision for the future of the city and the range of topics to be addressed through the General Plan Up-
date. A map would be set up to let community members
identify their favorite spots, areas where they want par- ticular amenities, or where they have safety concerns.
The tool will also be used to host a photo competition, where residents and business owners can post a photo
about what makes Camarillo special and be entered in a
draw for prizes.
• “Reel” Polls. Social media platforms such as Instagram allow for multi-choice survey to be added to short-form video content (known as “reels”), giving viewers a simple way to interact with the content and share their opin-
ions. We will design a series of bilingual reel polls to help gauge community priorities and preferences.
7 Comprehensive General Plan Update
• Online Survey. During the alternatives exploration phase, we will launch an interactive, online survey which has
the ability to integrate images, video, and maps, allow- ing participants to engage with and comment directly
on the material presented. We have used this approach
successfully on many similar projects to help community members visualize the possibilities for key sites and lo- cations and to help build consensus around a preferred
land use plan and key strategies. We will draft content and revise it based on staff feedback prior to launching activities.
Participation in digital engagement activities will be
promoted with Facebook ads and social media outreach.
Results of each will be summarized in a survey report
that highlights key findings and highlights any notable differences in responses between neighborhoods and
demographics groups in Camarillo.
Speaker Series/Webinars (D&B, with Team). The D&B
team will host an online speaker series featuring subject matter experts on key issues for the Camarillo General
Plan, such as real estate market trends, open space
planning, and placemaking strategies. The online speaker series will be an opportunity to present the key findings of the Technical Background Report to the community at
large and solicit feedback on key issues and opportunities to address in the General Plan. Up to three (3) conversa - tions will be recorded and posted to the project website as an interactive on-demand webinar, allowing interested members of the public the opportunity to view the
content and submit comments and questions.
Teen Video Project (SMPA, with D&B). Recognizing
that youth engagement is a Council priority, SMPA will
organize a teen-led outreach activity to provide a forum for youth input into general plan development. This could take the form of a video project, where local youth make iPhone videos to document their vision for the city and/ or issues and opportunities in their neighborhoods. The scope of the project and organizations to partner with
will be determined in consultation with a local community group such as the Boys & Girls Club of Camarillo, the
Camarillo Teen Center, or Camarillo Stingers. The budget anticipates participate of approximately 15 teens, each of whom would receive a stipend.
Statistically Valid Survey (FM3, with D&B). To identify community priorities and preferences from a statistically valid sample of Camarillo residents, FM3 will conduct a statistically valid survey. The survey may be conducted at the outset of the project to inform the Vision Statement, or to gauge support for the Preferred Plan and Key
Strategies before it is presented to decision-makers at the end of the Alternatives Phase. We recommend a dual-
mode (telephone and online) survey among a random
sample of 400 likely November 2026 voters. We recom -
mend a survey that takes approximately 15 to 20 minutes to complete and is offered in both English and Spanish
(both modes) to provide an array of ways for potential
respondents to participate in the survey. Respondents
will be contacted via e-mail, text and telephone (cellular and landlines) and asked to participate in the survey.
Different demographic groups often have varying com -
munication preferences—some may be more likely to
answer a phone call than open an email or text message, and vice versa. The fee is shown in the budget table at the end of this proposal; prices are comprehensive and
include all costs for questionnaire design, sample acqui - sition and preparation, translation, programming, email and text invitations, bilingual survey hosting, bilingual interviewing, data entry and analysis, and reporting.
Social Media Promotion (SMPA, with D&B). SMPA
will work with City staff and D&B to develop shorthand
project updates and educational content in the form of
social media collateral (ex: posts for Facebook, NextDoor, Instagram, YouTube, etc) in English and Spanish for City staff and GPAC members to push out through established
channels. Our budget accommodates Facebook ads to
raise awareness among targeted demographics and drive
participation. These ads are proven to be very effective in increasing participation rates on similar planning efforts.
Branding (SMPA). In consultation with City staff and
D&B, SMPA will develop an eye-catching, tailored project brand that will serve as a visual representation of the General Plan Update and will be used across all materi - als, including collateral and notification. The brand will include a color scheme, unique project name, and logo
that will represent the theme of the project while tying in the City’s general branding standards for immediate
recognition.
8 Proposal for the City of Camarillo
Website Materials (D&B, with SMPA). D&B will build
and manage a standalone project website that serves as
the primary portal for information on the General Plan
Update, maintaining it throughout the process. The proj - ect website will serve four primary purposes: 1) provide general information about the project, such as purpose, schedule, “General Plan 101”, and FAQs; 2) serve as a
regularly updated library of project documents, presen - tations, and meeting materials as they are completed; 3) alert the public to upcoming meetings and other means
of participation; and 4) provide opportunities to engage and provide input in creative and convenient ways at any point in the process. Online surveys and meeting links will be accessed from this website.
Outreach Notification (SMPA). To effectively implement
the outreach notification, SMPA will develop a commu -
nications matrix that serves as the marketing plan and
describes all of the various marketing platforms, timeline for publication, task leads, and the copy and graphics
to be included. SMPA will coordinate with the City’s
Community Relations Division during the development
of the Engagement Plan to better understand all City
communication platforms and publication deadlines. A
communications matrix will be developed for each phase
of outreach notification. Specific outreach notification will be identified in the Engagement Plan and will include up to the following:
• Canvassing: Distribution of door hangers to residences and businesses within or near opportunity areas
• Eblasts and City Newsletters: Distribution to the project database contacts and City mailing lists
• Extended Outreach Toolkit: Toolkit with project resources and messaging designed for GPAC members and com-
munity-based organizations to share with their networks • Phone Outreach: Calls to businesses within or near op- portunity sites
• Public Signage: Street banners, bus shelter ads, lawn signs, posters, and billboards at key locations such as youth facilities and at faith-based groups
• SMS: Text alerts to phone list and text opt-ins
• Social Media: Facebook, Instagram, Twitter, and Next- door platforms using City accounts
• Other City-Led Communications: City of Camarillo news- letters, YouTube Channel, press releases
• Earned Media: Local newspapers (Camarillo Acorn,
Ventura County Star, VC Reporter, Citizens Journal, VIDA News); community newsletters (Happenings, Macaroni
Kid, Pleasant Valley Recreation & Park District), and local radio and TV.
Outreach Reports (SMPA, with D&B). At the end of
each phase of outreach, SMPA and D&B will prepare a
report that summarizes outreach activities and commu -
nity feedback. The report will document key messages
and will help to highlight implications for the General Plan Update as well as any notable differences in responses
between neighborhoods and demographics groups in
Camarillo. Where possible anonymized demographic and
geographic data (such as zip code or Council district) will be used to help characterize results. Images, charts and maps will be incorporated to illustrate key findings.
Decision-Maker Meetings (D&B with Team). In addition
to formal adoption hearings at the end of the process,
D&B will prepare for and facilitate meetings with the
Planning Commission and City Council at key points in
the process. The meetings will be structured as study
sessions to brief decision-makers on progress and
community input received and to provide an opportunity
for decision-maker feedback and direction. A total of
five (5) decision-maker meetings is anticipated, including meetings for review of the Draft Vision/Guiding Principles and the Preferred Land Use Plan and key Strategies. The timing and objectives of the decision-maker meetings will be determined in consultation with City staff.
• Deliverables: Engagement Plan; stakeholder database;
Go-To Outreach materials; Workshop materials; GPAC
meeting materials, agendas, summaries; vision board;
online survey, “reel” polls (3); youth video project; speak- er series/webinars (3); statistically valid survey report; social media collateral; branding; website materials;
outreach reports.
• Meetings: Key Informant Interview (25); Go-To Outreach (15); GPAC meetings (8); Community Workshops (6);
Technical Advisory Group Meetings (3); Decision-maker
meetings (5).
9 Comprehensive General Plan Update
TASK 3: ISSUES, OPPORTUNITIES,
VISIONING
Objective: Establish a community-wide vision and shared principles to guide the project. Conduct analysis and docu - ment existing conditions, opportunities, and constraints in Camarillo to lay the foundation for alternatives exploration.
Collect and organize data and information required for
environmental review to streamline the project schedule.
Summarize findings in a user-friendly report the emphasizes maps and graphics and highlights key implications for the General Plan Update.
GPAC Meeting #1 - Key Issues and Community
Outreach Brainstorming (D&B). Formally introduce the
project and the GPAC’s role. Discuss the first phase of community outreach (Visioning) and hear from the GPAC
about key issues and desired outcomes.
Community and Stakeholder Outreach (D&B and
SMPA). Outreach activities during this phase of the work will focus on establishing a communitywide vision and
on understanding issues and opportunities at play. The
following activities described in Task 2 will be conducted Key Informant Interviews; Go-To Outreach (8); Asset
Mapping and Vision Board; Photo Contest; Staff Advisory Group Meeting #1; web/social media promotion.
Community Vision and Guiding Principles (D&B).
Results from the first phase of community outreach (key informant interviews, go-to outreach, asset mapping/
vision board, photo contest) and the GPAC brainstorm will be synthesized in the form of a graphics-rich Community Vision and Guiding Principles document. The Vision will be aspirational, and the Guiding Principles will confirm existing goals or outline how these will be modified,
drawing on the goals that precede policies in the current General Plan, and tailored to reflect the specific issues of this update.
GPAC Meeting #2 - Vision and Guiding Principles
(D&B). Review results of the initial outreach with GPAC and lead brainstorming on a shared vision, supported by guiding principles.
Decision-Maker Review (D&B). D&B will facilitate a
study session with the City Council to recap outreach
activities and present the resulting Vision and Guiding Principles for comment and approval.
Technical Background Report (Team). We will prepare
a comprehensive Technical Background Report (TBR)
that provides a detailed analysis of baseline conditions and trends and identifies opportunities and implications for the General Plan update. TBR will be formatted as
an “atlas,” emphasizing graphics, maps and charts to
illustrate the city’s current conditions and key issues, with deeper exploration in text as warranted for specific topics. We will submit a draft for staff review and revise once to address a consolidated set of comments from
staff. TBR will include the following analysis/components:
• Land Use, Community Character, and Development
Trends (D&B). Review of existing land use and develop-
ment trends based on available data from the Ventura
County Assessor and City, with a summary of existing
land use plans (general/specific) and zoning. An existing land use inventory will be developed and Assessor data
will be overlayed with the current General Plan land
use map to identify non-conforming uses. Vacant and
underutilized sites will be identified and mapped. An
analysis of urban form will also be included, focused on the existing street grid, as built density/intensity, and architecture in different neighborhoods and districts.
• Demographics and Economics (KMA). Document so-
cio-economic characteristics and identify business and
employment categories in Camarillo. Review the 2018
Economic Development Strategic Plan and the results of
the ongoing Camarillo Commons Market Study. Prepare
an updated citywide market demand analysis to support
the General Plan Update process. Conduct stakeholder
interviews with brokers and developers active in the
region to garner insights and summarize market area
employment patterns and identify key industries with
strong pay levels. Prepare a surplus/leakage analysis for the market area to identify the type and scope of retail development that could be supported. Provide a near-
term assessment of market opportunities and growth
capacity, addressing real estate demand citywide for
residential, office, commercial, lodging/accommodations, and industrial land uses, projecting citywide demand for 10 Proposal for the City of Camarillo
each land use through the General Plan time horizon.
Based on the findings of the market analysis, KMA will
evaluate opportunities for up to four locations (key sites/ corridors) in the city, providing insight into the amount of development planned, land uses with market support
in each area, feasibility of development typologies, and limitations, concerns and issues. Results will be summa- rized in matrix.
• Transportation and Multi-Modal Mobility (F&P).
Assess existing traffic conditions for select roadway
segments and document citywide VMT. Existing and
planned vehicle, transit, bicycle, and pedestrian network will be mapped based on data from the City and publicly available sources, together with truck routes. Travel/
commute demographics will be summarized using LEHD
data. Roadway collision trends will be analyzed and
a High Injury Network (HIN) will be identified. Exist-
ing deficiencies and constraints in the transportation
system will be identified and potential opportunities
developed incorporating requirements of AB 1358
(Complete Streets), SB 743 (vehicle miles traveled) and SB 932 (Active Transportation). A qualitative description of emerging technologies and potential funding sources for transportation improvements will be provided.
• Community Health (D&B). Document conditions
related to physical and social determinants of health.
Walkability, urban heat islands, and access to parks and healthy foods will also be mapped and data on indicators such as health outcomes, social and economic factors,
health behaviors, physical environment, and clinical
care will be compiled and presented in an easy-to-read
format. Data sources to be consulted: CityHealth Dash-
board, the California Environmental Protection Agency,
Office of Environmental Health Hazard Assessment,
Los Angeles County Dept. Public Health, Healthy Places
Index, Federal Bureau of Investigation Crime Reports,
and the Camarillo Police Department. An assessment of
climate vulnerabilities will included, based on analysis in the City’s new Climate Action Plan and supplemental
analysis using other data sources.
• Environmental Resources (MER). Document condi-
tions, constraints and opportunities within the plan
area related to air quality, biological resources/habitat connectivity, cultural resources, geology and seismicity, hazardous materials, hydrology and water quality, noise, and wildfire. Publicly available data and information
from federal, State and local agencies will be used. As part of this task, noise measurements will be taken at
ten (10) short-term and two (2) long-term locations to
quantify the baseline sound environment and produce
noise contours. Historic resources will be summarized
on the basis of a records search of the California His- torical Resources Information System (CHRIS) database
and consultation with Camarillo Ranch Foundation and
Pleasant Valley Historical Society.
• Parks, Public Services, and Safety (D&B). Document
police, fire, school, library and park conditions, staffing, equipment levels, and established service ratios and
standards based on existing plans, reports, phone inter- views, email inquiries. This will involve outreach to Pleas- ant Valley Recreation and Park District (PVRPD), Pleasant Valley School District (PVSD), and Oxnard Union High
School District (OUHSD). GIS-based analysis of accessibil- ity to parks and public facilities will be conducted.
• Infrastructure (WSC). Research existing reports, master plans, condition assessments, etc summarizing the state and needs of the existing City water, sewer and storm-
water collection/distribution systems, based on plans
and materials in digital format from the City. Prepare a written summary of the state of the wet utility systems, including areas of known deficiencies and areas of each system planned for expansion to support growth.
• Key Findings (D&B). This chapter will synthesize the
analysis on topics above into a series of key findings that identify and prioritize the opportunities and constraints that the General Plan Update must address. SWOT
analysis will be incorporated to characterize issues and opportunities.
GPAC Meeting #3 - Existing Conditions and
Opportunities (D&B). Review the key findings of the TBR with GPAC and facilitate a discussion on initial concepts for alternatives.
• Deliverables: Vision/Guiding Principles; Technical Back- ground Report (Draft/Final);
• Meetings: GPAC meetings (3); decision-maker meeting.
11 Comprehensive General Plan Update
TASK 4: ALTERNATIVES EXPLORATION
Objective: Prepare and evaluate three distinct alternatives for land use, circulation, and economic development that respond to the existing conditions, opportunities, constraints identified in Task 3 as well as input received from the initial outreach and engagement with stakeholders. Represent the alternatives conceptually with illustrations, video animations, and examples to facilitate understanding. Build consensus around a Preferred Plan to guide preparation of the General Plan Update and EIR.
Preliminary Alternative Plans (D&B, with team). D&B
will prepare up to three land use alternatives in “sketch plan” form, addressing findings from the market study
and the issues, opportunities, and constraints identified in Task 3 and incorporating feedback from community
members and decision makers during the previous
outreach. The Alternatives will incorporate strategies
that further implementation of the Climate Action Plan, promote compact urban form, strengthen the integration
between land use and mobility planning, and outline
options for enhancing quality of life and community
health. Each alternative will offer real choices for future development and conservation, and each will be depicted conceptually with illustrations, video animations, and
examples from peer communities to facilitate under -
standing. An assessment of each alternative’s impacts
and outcomes will be included, along with projected
growth forecasts and common metrics to facilitate
evaluation. An Admin Draft of the Alternative Plans will be submitted to the City and revised once prior to presenta - tion to the GPAC.
GPAC Meeting #4 (D&B). Present the Preliminary
Alternative Plans (with growth forecasts and metrics) to the GPAC and facilitate a discussion to review and refine them for use in community outreach activities.
Online Survey on Alternatives (D&B, with SMPA).
Designed in an interactive format with video animation, maps, and text, survey content and purpose will provide an important opportunity for community members and
stakeholders to confirm areas for development/revital - ization and areas for preservation. Community members
will also be able to comment about how the city’s major opportunity areas should change and revitalize to
support the needs of the community and businesses, and
ensure the continual provision of high quality services and infrastructure in the future. In parallel with the
survey, the team will conduct a series of “go-to” outreach activities to provide alternate avenues for community
input. Go-to outreach may be conducted at events
around town or on key sites/areas where land use and
transportation changes are proposed, with interactive
exercises, small group discussions, or stations will be organized to get feedback. Results will be summarized in a survey report. A second round of key informant inter - views, including property owners, businesses, and other key stakeholders, will also be conducted at this stage to build consensus around a preferred set of strategies for the General Plan Update.
Preferred Plan and Key Strategies (D&B, with team).
Incorporating input from community and stakeholder
outreach (survey, go-to events, stakeholder interviews as described in Task 3), we will prepare a Preferred Land Use Plan and Key Strategies package that encompasses land
use, transportation/multi-modal connectivity, economic
development, infrastructure, safety, and environmental
justice. In a series of maps and key goals that support the direction developed on the basis of community input, it will present a shared community vision for development
and preservation, rooted in economic opportunities and
built around key “opportunity sites” in the City and SOI that have potential to undergo use/intensity change over the next 20 years with key strategies for implementation.
It will include projections for population, housing and employment likely to result from buildout in the horizon year. An administrative draft will be reviewed with staff and refined for GPAC review.
GPAC Meeting #5 (D&B). Present the Draft Preferred
Plan and Key Strategies to the GPAC and facilitate a dis - cussion to review and refine it for consideration Camarillo decision-makers.
Decision-Maker Review (D&B). At the culmination of
this task, the Preferred Plan and Key Strategies that result from the conversation with the community will be pre -
sented to the Planning Commission and the City Council.
Refinements directed by the City Council will be made to guide preparation of the General Plan Update and EIR.
Technical Evaluation of the Preferred Plan (KMA, F&P,
WSC). To inform development of the Draft General Plan
Update, the following technical evaluations of Preferred Plan approved by the City Council will be performed:
12 Proposal for the City of Camarillo
• Fiscal Impact Analysis (KMA). KMA will evaluate the
fiscal impact of the proposed land use plan, developing an estimate the gross annual recurring tax revenues and subvention revenues to be generated by build out and
allocating them to the City’s General Fund on a static
basis and over 20 years (excludes non-General Fund Rev- enues). The major revenues anticipated to be quantified, include annual property tax revenues; subvention reve-
nues (e.g., motor vehicle in-lieu fees); sales tax revenues generated by the residential and commercial uses; other revenue sources; and transient occupancy tax revenues.
Annual Plan service costs will also be projected, account- ing for annual General Fund operating and maintenance
costs related to providing services such as police pro- tection, public works, parks and recreation, and gen-
eral administration, etc. This will involve reviewing and analyzing the City’s budget, and other written materials to identify the cost experience and current annual oper- ating expenses incurred by the City in serving its existing population; identifying applicable service standards
in the General Plan; confirming a set of basic cost and revenue assumptions derived from the City’s budget.
As part of this task, KMA will prepare a summary matrix identifying economic and financial incentives that can be used to make a project viable and to attract desirable, market supportable development. Tools considered
will include: value capture from entitlements; density
bonuses; Enhanced Infrastructure Finance Districts;
Assessment Districts; business improvement districts;
expedited permitting; revised development fees; grants; public-private partnerships.
• Transportation Impact Assessment (F&P). A TIA con-
sisting of the following components will be prepared:
• VMT Forecasting - The Ventura County Transporta-
tion Model (VCTM) maintained by VCTC will be used
for the General Plan’s VMT analysis. F&P will review
the Horizon Year scenario of the model and modify
roadway networks and land use/ SED assumptions
(number of jobs, household, population, etc.) for
transportation analysis zones (TAZ) in the City of
Camarillo to ensure consistency with General Plan
assumptions. Two full model runs will be performed:
for the base year (existing scenario) and for the
cumulative year (General Plan horizon scenario).
It is anticipated that these VMT forecasts (calculat-
ed using the RTAC Method) will be employed for
any Greenhouse Gas Emissions analysis that MER
will perform. Potential mitigation options will be
provided and the VMT benefits will be described
qualitatively, including transportation demand
management measures that have been found to be
effective in reducing VMT for the types of uses being
developed as part of the Plan and in the context of
City of Camarillo.
• Traffic Volume Forecasting & LOS Analysis - To inform development of the circulation diagram and help
ensure correlation of land use and transportation,
roadway segment traffic counts will be collected. For
budgeting purposes, F&P estimates counting and
analyzing up to 20 segments to help us understand
how daily volumes on key roadway segments have
changed over time and would be affected by the
General Plan build out. The list of analysis locations
will be verified in discussions with city staff prior
to data collection for existing conditions analysis.
The budget estimate for the transportation work in-
cludes the cost of collecting this count data. Policies will be recommended for locations that do not meet
determined LOS standards. Land use and roadway
network data will be updated consistent with the
proposed General Plan Circulation Element.
• Infrastructure Needs Assessment (WSC). Leveraging
the familiarity with water and wastewater infrastructure in Camarillo, WSC will assess infrastructure needed to
support the Preferred Plan by applying proportional
changes to water demands and sewer generation com-
paring existing versus proposed land use changes. The
unit demand/flow factors for each land use type will be either derived from past master planning documents or
estimated based on typical regional factors and accept- able by the City. Utilization of a fully calibrated hydraulic model and associated modeling software is not antici-
pated as part of the evaluation. Supporting graphics will be prepared as part of the evaluation and comparison
process. Project costs will be estimated based on pres- ent day construction costs and assumed soft costs for
non-construction related items such as engineering and
environmental permitting based on industry average
percentage rates of the estimated construction cost.
• Deliverables: Alternative Plans (Draft/Final); Online sur- vey; Preferred Plan (Draft/Final); Fiscal Impact Analysis (Draft/Final); Transportation Impact Assessment; Infra - structure Needs Assessment (Draft/Final); GPAC meeting
agendas, reports, summaries.
• Meetings: GPAC Meetings #4, 5; decision-maker meeting. 13 Comprehensive General Plan Update
TASK 5: DRAFT GENERAL PLAN
PREPARATION
Objective: Update the General Plan to reflect Council direc - tion and address emerging trends and new State law. Receive guidance and feedback from GPAC and City staff. Prepare the Draft General Plan Update and Implementation Plan for public review.
General Plan Outline and Format Options (D&B). We
will discuss options for General Plan organization with City staff and the GPAC, which may include (a) maintaining the current organization, (b) combining statutorily-de - fined general plan requirements into integrated elements, or (c) organizing the general plan around key themes of importance to the community. Based on the results of
the discussion, D&B will prepare a detailed outline for the General Plan (including a list of figures), reviewing and refining it with City staff at the outset of this task. The outline will address options for incorporating the 2021-9 Housing Element. Ensuring the Plan is user-friendly and easy to navigate will be a guiding factor. Topics that
will be covered in each chapter will be identified, and a “mock-up” section will be prepared for staff approval.
from staff on the Administrative Draft General Plan and then prepare a Public Review Draft Plan. Provisionally, we assume the Plan will include the following elements.
No additional budget will be needed if this list is mod - ified—for example, if some elements are separated or
combined—provided new substantial new research and
analysis is not needed:
• Introduction (D&B) – revised to reflect content of Gen- eral Plan Update.
• Camarillo Urban Restriction Boundary (CURB) Ele-
ment (D&B). This Element enshrines the voter-adopted
urban growth boundary line in the General Plan. The
update is expected to include only formatting updates
to CURB Elements, ensuring consistency with the overall look and feel of the rest of the document.
• Land Use (D&B, with KMA) - Incorporating updated
land use map, designations, key goals and policies from Preferred Plan. Focus will be on feasible policies and
actions to effectively implement the vision. The location and intensity of uses will be identified, along with pol- icies that would result in preservation and new devel-
opment that is appropriate to the character and setting of various neighborhoods, and Camarillo as a whole.
Ensure that land use designations and densities main-
tain consistency of the City’s 6th Cycle Housing Element and with the Safety Element. Plan buildout in terms of
population, housing, non-residential development, and
employment will be quantified. Policies will also address economic development, including strategies to capitalize on economic assets and opportunities; improve quality
of life with public amenities and services; retain and
attract businesses; ensure sound fiscal management.
• Community Design (D&B) – Focus on urban design,
with goals to enhance community identity and livabili-
ty, promote positive City image, and achieve improved
corridor and neighborhood design. The current element
is robust, feature a high level of detail and graphics. New and expanded topics may include: design of key oppor-
tunity sites and new mixed-use areas; design of buildings and districts to promote walkability; design of gateways into Camarillo; placemaking and design of public realm; enhancing city identity; public art; and the relationship between sustainability, architecture, and urban design. • Housing - Based on outline developed previously, the
2021-9 Housing Element will be incorporated here or
maintained under separate cover. The Element will be
reviewed to ensure consistency with other elements of
the Plan, as required under State law.
GPAC Meetings #6-8 (D&B, with team). D&B will con -
vene a series of GPAC meetings to review and received
feedback on draft goals, policies and implementing
actions for the Draft General Plan Update prior to public release. We will use online collaboration tools to stream - line input from the GPAC prior to meetings and focus the discussion at meetings efficiently.
Prepare Administrative Draft / Public Review
Draft Plan (D&B, with team). D&B will prepare an
Administrative Draft General Plan, reflecting the outline agreed upon. Text, graphics, and maps to support and
provide context for the refined goals and policies. We
will respond to one round of consolidated comments
14 Proposal for the City of Camarillo
• Transportation (D&B, with F&P) - Comprehensively
update the Circulation to address changes in mobility
options (i.e., ride-hailing bike sharing, scooter sharing, etc.), the influence of technology (i.e., autonomous
vehicles, smart cities), and other disruptive trends (i.e., internet shopping). Policies will be reviewed and updat- ed to address Complete Streets requirements, improve
roadway safety, promote multi-modal connectivity and
active transportation, and facilitate walkability in mixed use areas, as well as to reflect the City’s preferences and priorities for use of public right-of-way (including lanes, curbs, and parking), how to respond to revenue declines, and forward-thinking actions related to address modern
freight and logistics planning, electrification of the fleet.
A revised circulation diagram will be incorporated along with metrics for VMT and LOS as appropriate.
• Health (D&B) - Building on the analysis of public health completed as part of Task 3, will prepare content that
can be presented in a new standalone element or incor-
porated into other elements of the General Plan. A series of maps will characterize relevant issues, and policy and program level solutions will focus on improving commu-
nity health and environmental quality, addressing air
pollution, increasing access to healthy food and services, mitigating the effects of urban heat, and expanding rec- reation opportunities.
• Open Space, Conservation, and Recreation (D&B,
with MER) – These two separate Elements will be consol- idated in the updated General Plan. Address open space
corridors, biological resources and habitats, mineral
resources, water resources, urban greening, and public
education on the environment, building on and refining
the related content in the current General Plan. Mapping will be comprehensively updated and new State laws on
habitat connectivity and reduction of waste and energy/ water consumption will also be addressed.
• Public Facilities and Services (D&B, with WSC) - D&B
will update goals and policies related to police; fire, and emergency services; schools; parks; and municipal
utilities and assess the need for updates for consistency with the Preferred Plan and Key Strategies that emerges from the process. We will draw on and refine content
from the Sustainability Master Plan for Municipal Opera- tions (SMP) for integration into the General Plan as a new standalone element or into other elements as appropri-
ate. The findings of the Infrastructure Needs Assessment will be incorporated as appropriate.
• Safety (D&B) - The City has prepared an update to the Safety Element, anticipated for adoption in early 2025.
Per the RFP, the General Plan update is expected to
include only formatting updates to the Safety Element,
ensuring consistency with the overall look and feel of the rest of the document.
• Noise (D&B, with MER) - Updated noise contours will
be produced and the policy framework will be revised as need to accommodate the updated vision and develop-
ment pattern.
• Implementation Plan (D&B, with team) - We will
prepare an Implementation Plan that outlines specific
actions needed to implement the General Plan after
adoption. It will include the General Plan implementing policies, organized in a matrix format indicating imple- mentation time frame, responsible party, and means of
monitoring progress. In addition, statutory requirements for annual progress reports will be included. Major
capital improvements resulting from the GPU—parks,
streets, water/wastewater system improvements—can
also be compiled into a list, so that the City and PVRPD can prioritize timing and improvements.
• Deliverables: General Plan Outline; Draft General Plan and Implementation Plan (Admin Draft (electronic only)
/ Public Review Draft (5 printed copies)); GPAC meeting agenda, reports, summaries.
• Meetings: GPAC Meetings #6-8.
TASK 6: DRAFT AND FINAL EIR
Objective: Prepare a legally-defensible EIR to identify and mitigate the environmental impacts of the General Plan
Update. Structure the work plan to streamline environmen - tal review and facilitate timely completion of the project.
Coordinate working closely with the planners, technical experts, and City staff to ensure that policies are written to mitigate or avoid environmental impacts.
MER will prepare a legally defensible Programmatic
Environmental Impact Report (EIR) concurrent with the
General Plan Update to the extent feasible to facilitate timely completion of the project. The EIR will identify and mitigate as appropriate the significant impacts that may result from the General Plan Update. MER will collaborate with D&B to prepare a Notice of Preparation (NOP) and
conduct a scoping meeting as required under CEQA,
either as part of a General Plan community workshop or
at a Planning Commission meeting. MER will work with
D&B to prepare a comprehensive project description
that will serve as the basis for the environmental analysis and will be submitted to City staff for review prior to commencing work on the technical analysis. MER will
work with D&B through an iterative process to develop
mitigation measures and policies concurrently in concert with finalization of the General Plan Update, such that goals, policies, and implementation measures can serve
to minimize impacts and the General Plan Update can be
self-mitigating to the extent feasible. MER will coordinate working closely with the project team, technical experts, 15 Comprehensive General Plan Update
and City staff to ensure that policies are written to mitigate or avoid environmental impacts. Analysis will account for objective standards would minimize potentially significant impacts. A mitigation framework will be prepared, as
appropriate, to maximize CEQA streamlining opportunities for future projects consistent with the General Plan.
MER will prepare an Administrative Draft, Screencheck
Draft, and Public Review Draft EIR. The analysis will draw on the technical and specialized analyses prepared in
previous tasks, including the Transportation Impact
Assessment prepared by F&P and the Infrastructure
Needs Assessment prepared by WSC. The Administrative
Draft EIR will contain all components required by the CEQA Guidelines including an executive summary, introduction, environmental setting, and project description. The
environmental analysis sections will include:
• Aesthetics
• Agriculture and Forestry Resources
• Air Quality
• Biological Resources
• Cultural and Tribal Cultural Resources
• Energy and Greenhouse Gas Emissions
• Geology/Soils
• Hazards & Hazardous Materials
• Hydrology/Water Quality
• Land Use/Planning
• Mineral Resources
• Noise
• Population/Housing
• Public Services and Recreation
• Transportation
• Utilities/Service Systems
• Wildfire
The EIR will also discuss growth inducement, irreversible commitment of resources, and issues that were found not to be significant during the scoping process. The EIR will address a minimum of three project alternatives, including a No Project Alternative, that could feasibly attain the basic objectives of the General Plan Update. Determination of specific alternatives will be made in coordination with D&B and City staff. Following approval of the Public Review Draft EIR, MER will coordinate with the City for the publication and circulation of the Draft EIR. MER will be responsible for submittals to the State Clearinghouse.
After close of the 45-day comment period, MER will bracket and number each individual comment received within each comment letter and any comments received during the
public hearing and will prepare responses to each comment that raises an issue regarding the content or adequacy of the EIR. For budgeting purposes, we assume that 100 hours of staff time (80 for MER and 20 for F&P) will be required for responses to comments on the Draft EIR. MER will also prepare the MMRP that identifies each mitigation mea -
sure, timing, entity responsible for implementation, and method of compliance. The MMRP will be provided with the Administrative Final EIR for City review. MER will prepare a Final EIR for publication, incorporating edits based on City comments for consideration during certification hearings.
MER will also prepare CEQA Findings of Fact, Resolutions, and a Statement of Overriding Considerations, if required.
Meridian will submit drafts of these documents to the
City and will revise the documents following receipt of comments so that they can be incorporated into the Staff Report for the General Plan adoption public hearings.
• Deliverables: NOP, Scoping comments summary, Draft
and Final EIR, MMRP.
• Meetings: EIR Scoping meeting.
TASK 7: ADOPTION AND FINALIZATION
Objective: Release the Draft General Plan and EIR for public review and successfully take the documents through the public hearing process. This task includes preparation of memos to support staff reports and presentations for public meetings before the Planning Commission and City Council, as well as facilitation of discussions before decision-making bodies.
Public Hearings (D&B, with team). The Draft General
Plan and Final EIR will be presented at two (2) hearings, one before the Planning Commission and one before the
City Council. We will closely coordinate with City staff prior to the hearings to ensure that our presentations respond to specific questions and issues likely to be encountered during the hearings.
Notice of Determination (MER). MER will prepare the
notice of determination (NOD) and provide it to staff for filing with the County Clerk’s office within 5 business days of adoption of the final CEQA document. This scope of work assumes that City staff will be responsible for filling the NOD and paying the associated fees.
Prepare City Council-Approved General Plan (D&B).
Following certification of the EIR and adoption of the
General Plan Update, final versions will be prepared, incor - porating any final direction from the City Council.
Web-Based General Plan (D&B). Following adoption of
the Plan by the City Council, D&B will prepare a web-based version of the Final General Plan that integrates maps, legends, text, photos, and video and provides functionality 16 Proposal for the City of Camarillo
that helps users explore this content. This will be produced in ArcGIS StoryMap format with key content from each
chapter and Element. To kick off this task, D&B will meet with staff to discuss organization and format, then prepare a “mock up” of the StoryMap to confirm direction before building out a full online version of the General Plan for staff review. We will respond to one round of consolidated comments from staff and test the StoryMap on a variety
of browsers and devices. Prior to launch of the Web-Based General Plan, D&B will do an online demo with staff to
review and make any final refinements. As part of this
task, D&B will also prepare a memo and conduct a training session with staff so that staff can manage and update the tool after completion of the project.
• Deliverables: Memo to support staff report; presenta- tion; Final General Plan (5 print copies); NOD; web-based General Plan
• Meetings: Planning Commission hearing; City Council
hearing
TASK 8: VMT THRESHOLDS AND
MITIGATION
Objective: Prepare a VMT Study with recommendations for SB743 implementation in Camarillo, including VMT thresholds for CEQA analysis and VMT mitigation measures.
Coordination Meetings. F&P staff will prepare for and
attend up to three internal meetings with City staff, which could be mix of virtual meetings and conference calls as warranted. We have found that such meetings are critical to City staff making the important decisions regarding
methodologies, screening criteria, and impact thresholds that need to be made as the study progresses.
VMT Metrics and Thresholds. We recommend utilizing
the City of Camarillo Travel Model for the purpose of this study. To the extent possible, we will use outputs from the model to track trips that enter/leave the model boundary on the northern edge of Ventura County. F&P will analyze existing and projected VMT levels for the City of Camarillo using data from the City travel demand model. While no
changes will be made to the model TAZ boundaries or land use assumptions, F&P will use the existing and future land use along with VMT data from the travel demand model
to interpolate VMT for year 2025. We will run the model to develop existing and future VMT data for the following metrics:
• Citywide VMT per service population
• Residential Home-Based VMT per capita
• Employment Home-Based Work VMT per employee
This analysis will provide the basis for the development of VMT metrics, screening, and threshold options in the subsequent portions of this task. F&P will also develop VMT impact threshold options for land use projects based on policy goals discussed with Camarillo staff. As part of this task, F&P will document how the various threshold
options would meet the substantial evidence test under
CEQA. Additionally, F&P will develop VMT screening options for land use projects based on policy goals discussed with Camarillo staff and consistent with SB 743 guidance from the State. OPR has provided guidance related to several opportunities for screening projects that would generate low VMT, including screening based on project size, retail nature (local-serving versus regional), located in a low-VMT area, and in a transit priority area. We will create a figure to illustrate low VMT areas and the transit priority area screen - ing opportunities in the City.
After developing the VMT threshold and screening options, F&P will apply the selected metrics to up to three case studies, to be provided by City staff. The case studies will be used to evaluate the project-level VMT impacts for a variety of development types and locations that are likely to occur in the City. The results of the case studies can be used to inform the VMT methodology and thresholds that are most appropriate in Camarillo.
F&P will summarize the results of the aforementioned work in a slide deck that demonstrates how the recommended
VMT metrics, screening criteria, and impact thresholds
support policy goals to improve the VMT performance of new projects, implement the objectives of SB 743, and meet the substantial evidence standard under CEQA. The proposed
guidelines will clarify the methodology for determining signif- icant impacts, such as projects that induce travel demand or increase VMT per capita. The most appropriate methodolo- gy(ies) for quantifying the impacts will be identified as well.
TDM Mitigation Options. For projects with VMT impacts,
it is important to have mitigation options available for implementation to try and remove or lower the impact. The types of mitigation that affect VMT are those that encour - age multimodal travel, reduce the number of single-occu - pant vehicles generated by the site, or reduce the length of travel. This can be accomplished by changing the land uses being proposed or by implementing TDM strategies.
TDM strategies have been determined to be among the
most effective VMT impact mitigators. TDM strategies
are reductions available from certain types of project site modifications, programming, and operational changes.
The effectiveness of identified TDM strategies will be
based on research documented in the 2021 California
Air Pollution Control Officers Association (CAPCOA)
publication, Handbook for Analyzing Greenhouse Gas
Emissions Reductions, Assessing Climate Vulnerabilities, and Advancing Health and Equity (CAPCOA, 2021). Those
strategies considered to be most appropriate for use in 17 Comprehensive General Plan Update
• Meetings: Coordination meetings (3); Public Meetings/ Hearings (3)
OPTIONAL TASKS
If desired by the City, the following optional task could be added to the scope of work described above. Cost esti-
mates are provided below where possible.
Safety Element Peer Review (D&B, with F&P and MER).
The City has prepared an update to the Safety Element, anticipated for adoption in early 2025. In March 2025, CAL FIRE released updated Fire Hazard Severity Zone maps
which show additional areas of Very High Fire Hazard
Severity within the Camarillo City limit. Additionally, the emergency evacuation study completed previously is a
capacity-based analysis that may need to be reviewed
for consistency with new Fire Hazard Severity Zone maps and the buildout projections for the General Plan Update.
It is also not clear that the legally-mandated review of the Safety Element by CAL FIRE has been completed.
Therefore, as an optional task, the D&B team can peer
review recent Safety Element and evaluate the need for
updated and refinements. We bring extensive experience
the preparation of General Plan Safety Elements for
communities at high risk from natural hazards and we
have coordinated closely with CAL FIRE for review and
certification of Safety Elements recently in Monterey,
Oakland, and Moreno Valley.
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Natural and Humanmade Hazard Risk in Camarillo
Camarillo will be identified. For those strategies with empirical research, methodology(ies) for assessing their effectiveness as CEQA mitigation to reduce VMT will be
described.
Final Report. A draft report will be prepared and sub - mitted for City staff review. The report will document
the background data and approach used to develop the
City’s proposed VMT metrics, the proposed screening and threshold criteria, and the potential mitigation options.
The report will include narratives, graphics, maps, and tables as appropriate to display and communicate the
information in a manner understandable to both techni - cal experts and laypersons. The report will be revised and finalized in response to up to two rounds of consolidated comments from City staff.
Public Meetings and Hearings. F&P staff will support
City staff at up to three public meetings or hearings, such as Planning Commission and City Council. F&P will also
review the draft staff report for these public hearings and provide feedback. Preparation of the draft and final resolution is not included in the scope and fee.
• Deliverables: Slide deck documenting recommended
VMT metrics, screening criteria, and impact thresholds; Matrix summarizing mitigation options to reduce VMT
impacts; Draft and final report
18 SCHEDULE
The graphic schedule below illustrates the sequence and flow of tasks outlined in the Scope of Work. As shown, the project will be completed within 26 months.
Provisionally, the schedule assumes a start date of June 1, 2025.
June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July 2025 2026 2027
T asks
Start Up and Ongoing Management
Community Engagement
Issues, Opportunities, Visioning
Alternatives Exploration
Draft General Plan Preparation
Draft and Final EIR
Adoption and Finalization
1 2
3 4
5 6
7 Proposed Schedule
Camarillo General Plan Update
June 24, 2025
Kickoff Meeting
Final ProductPLAN Planning Commission/
City Council MeetingConsultant Effort
Draft Product
Public HearingWorkshopSurveyGo-to Outreach
Technical Advisory
Group Meeting
Key Informant
Interviews
GPAC Meeting
PLAN
PLAN NODNOP
Draft EIR
Administrative
Draft EIR and
MMRP
Administrative
Draft GP/
Implementation
Plan
General Plan
Outline and
Format Options
Public Review
Draft Plan
Final EIR
and MMRP
EIR Scoping
Meeting
Adopted
General
Plan
Planning
Commission
City
Council
Tribal
Consultation
GIS Database Preparation
Fiscal Impact Analysis
Infrastructure Needs Assessment
Transportation Impact Evaluation
Kickoff
Meeting
Stakeholder Database
Outreach and
Engagement Plan
Website Materials
Outreach
Report
Outreach
Report
(15) (10) (10) (5)
Statistically
Valid Survey
Draft Vision/
Guiding
Principles
Final Vision/
Guiding
Principles
Preliminary
Alternative
Plans
Final
Alternatives
Plans
Preferred Plan &
Key Strategies
Draft
TBR Final TBR1
6 7 8
2 3
4 5
Project
Website
19 Comprehensive General Plan Update
COST SCHEDULE
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HHOOUURRSS BBYY TTAASSKK
April 16, 2025
Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Start Up Community
Engagement
Visioning, Issues/
Opportunities
Identification
Alternatives
Exploration Draft Plan EIR Adoption/
Finalization
VMT Thresholds
Study
DDyyeetttt && BBhhaattiiaa
Andrew Hill, Principal in Charge/Project Manager 80 312 96 148 240 60 104 1,040 Rajeev Bhatia, Participating Principal 20 24 32 76 Helen Pierson, Associate 72 136 160 120 200 48 736 Karen Chavez, Planner 16 172 120 84 120 40 552 Devaki Handa, Planner/Urban Designer 16 64 80 120 64 344 Hazel O'Neil, Planner 16 172 120 84 120 72 584 Isha Bhattarai, Sr. GIS Specialist 24 72 100 120 148 24 88 576 Project Assistant/Graphic Design 8 204 48 100 140 8 56 564 SSuubb--TToottaall 225522 11,,113322 772244 880000 11,,006644 113322 336688 44,,447722 MMeerriiddiiaann CCoonnssuullttaannttss
Principal 16 16 148 8 188 Senior Associate 8 80 240 328 Environmental Scientist 80 200 280 Project Planner 24 240 264 Document Production 16 80 96 SSuubb--TToottaall 2244 -- 221166 -- -- 990088 88 11,,115566 FFeehhrr && PPeeeerrss
Principal 13 16 16 10 36 36 16 63 206 Project Manager 13 16 58 8 84 64 16 85 344 Modeling Technical Expert 4 60 22 86 Safety and Complete Streets Lead 42 42
Planner 8 102 58 169 4 48 389 Graphics 46 86 132
Admin 3 4 22 2 27 30 3 22 113 SSuubb--TToottaall 2299 4444 224444 2200 333377 335599 3399 224400 11,,331122 KKeeyysseerr MMaarrssttoonn
Senior Principal 8 48 20 48 124 Associate 8 120 24 24 176 SSuubb--TToottaall 1166 116688 -- 4444 7722 -- -- 330000 SSttaaccyy MMiiiilleerr PPuubblliicc AAffffaaiirrss
Stacy Miller, Principal 30 108 15 5 5 5 5 173 Terri Maus-Nisich, Associate Principal 20 72 15 5 5 5 5 127 Katie Ferber-Weschler, Senior Associate 8 82 10 100 Staff - Stakeholder/Community Outreach 8 82 90 Staff - Webmaster/Design 30 30
Staff - Social Media Content/Strategy 50 50 SSuubb--TToottaall 6666 442244 4400 1100 1100 1100 1100 557700 WWSSCC
Justin Pickard, Principal II 2 2 4 8 Chris Malejan, Senior III 8 5 11 24 Adam Donald, Senior I 5 11 16 Spencer Waterman, Senior I 3 6 4 13 Staff II 24 40 64
Roxanne Collins, Administration/Clerical II 6 6 SSuubb--TToottaall 1199 4422 -- 7700 -- -- -- 113311 TTOOTTAALL HHOOUURRSS 440066 11,,881100 11,,222244 994444 11,,448833 11,,440099 442255 224400 77,,994411
TTOOTTAALL
The guaranteed maximum fee for the scope of work identified in our proposal for the project is $1,557,026; this fee will not be exceeded provided there are no changes in the Scope of Work. The worksheets on the following pages show detailed hours and budget by task and sub-task for all team members. Two tables are shown: one for hours and one for fees. Fees include all personnel costs, sub-contractors’ costs, and direct costs, and delivery of products identified in the Scope of Work. Direct costs include travel, data gathering, license fees, and outreach materials printing. 20 Proposal for the City of Camarillo
PPrrooppoossaall ffoorr CCiittyy ooff CCaammaarriilllloo CCoommpprreehheennssiivvee GGeenneerraall PPllaann UUppddaattee
BBUUDDGGEETT BBYY TTAASSKK
April 16, 2025
Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Start Up Community
Engagement
Visioning, Issues/
Opportunities
Identification
Alternatives
Exploration Draft Plan EIR Adoption/
Finalization
VMT Thresholds
Study
DDyyeetttt && BBhhaattiiaa
Andrew Hill, Principal in Charge/Project Manager $250 $20,000 $78,000 $24,000 $37,000 $60,000 $15,000 $26,000 $260,000 Rajeev Bhatia, Participating Principal 265 5,300 0 0 6,360 8,480 0 0 20,140 Helen Pierson, Associate 175 12,600 23,800 28,000 21,000 35,000 0 8,400 128,800 Karen Chavez, Planner 155 2,480 26,660 18,600 13,020 18,600 6,200 0 85,560 Devaki Handa, Planner/Urban Designer 155 2,480 9,920 12,400 18,600 9,920 0 0 53,320 Hazel O'Neil, Planner 155 2,480 26,660 18,600 13,020 18,600 0 11,160 90,520 Isha Bhattarai, Sr. GIS Specialist 165 3,960 11,880 16,500 19,800 24,420 3,960 14,520 95,040 Project Assistant/Graphic Design 110 880 22,440 5,280 11,000 15,400 880 6,160 62,040 Direct Cost: printing, license fee, travel 1,500 13,500 1,250 550 3,200 0 4,610 24,610 SSuubb--TToottaall $$5511,,668800 $$221122,,886600 $$112244,,663300 $$114400,,335500 $$119933,,662200 $$2266,,004400 $$7700,,885500 $$882200,,003300 MMeerriiddiiaann CCoonnssuullttaannttss
Principal $225 $1,800 $0 $3,600 $0 $0 $33,300 $1,800 $40,500 Senior Associate 175 1,400 0 14,000 0 0 42,000 0 57,400 Environmental Scientist 160 0 0 12,800 0 0 32,000 0 44,800 Project Planner 150 0 0 3,600 0 0 36,000 0 39,600
Document Production 90 0 0 1,440 0 0 7,200 0 8,640
Direct Cost 750 50 800
SSuubb--TToottaall $$33,,220000 $$00 $$3355,,444400 $$00 $$00 $$115500,,550000 $$11,,880000 $$119911,,774400 FFeehhrr && PPeeeerrss
Principal $365 $4,745 $5,840 $5,840 $3,650 $13,140 $13,140 $5,840 $22,995 $75,190 Project Manager 205 2,665 3,280 11,890 1,640 17,220 13,120 3,280 17,425 70,520 Modeling Technical Expert 275 0 0 0 0 1,100 16,500 0 6,050 23,650 Safety and Complete Streets Lead 235 0 0 0 0 9,870 0 0 0 9,870 Planner 185 0 1,480 18,870 0 10,730 31,265 740 8,880 71,965 Graphics 165 0 0 7,590 0 14,190 0 0 0 21,780
Admin 160 480 640 3,520 320 4,320 4,800 480 3,520 18,080 Direct Cost 395 562 6,126 281 3,529 3,941 517 2940 18,291 SSuubb--TToottaall $$88,,228855 $$1111,,880022 $$5533,,883366 $$55,,889911 $$7744,,009999 $$8822,,776666 $$1100,,885577 $$6611,,881100 $$330099,,334466 KKeeyysseerr MMaarrssttoonn
Senior Principal $295 $2,360 $14,160 $0 $5,900 $14,160 $0 $0 $36,580 Associate 185 1,480 22,200 0 4,440 4,440 0 0 32,560
Direct Cost 0
SSuubb--TToottaall $$33,,884400 $$3366,,336600 $$00 $$1100,,334400 $$1188,,660000 $$00 $$00 $$6699,,114400 SSttaaccyy MMiiiilleerr PPuubblliicc AAffffaaiirrss
Stacy Miller, Principal $295 $8,850 $31,860 $4,425 $1,475 $1,475 $1,475 $1,475 $51,035 Terri Maus-Nisich, Associate Principal 200 4,000 14,400 3,000 1,000 1,000 1,000 1,000 25,400 Katie Ferber-Weschler, Senior Associate 100 800 8,200 1,000 0 0 0 0 10,000 Staff - Stakeholder/Community Outreach 90 720 7,380 0 0 0 0 0 8,100 Staff - Webmaster/Design 90 0 2,700 0 0 0 0 0 2,700
Staff - Social Media Content/Strategy 90 0 4,500 0 0 0 0 0 4,500 Direct Cost 0
SSuubb--TToottaall $$1144,,337700 $$6699,,004400 $$88,,442255 $$22,,447755 $$22,,447755 $$22,,447755 $$22,,447755 $$110011,,773355 FFMM33
Direct Cost 33,750 $33,750
SSuubb--TToottaall $$00 $$3333,,775500 $$00 $$00 $$00 $$00 $$00 $$3333,,775500 WWSSCC
Justin Pickard, Principal II $366 $732 $732 $0 $1,464 $0 $0 $0 $2,928 Chris Malejan, Senior III 301 2,408 1,505 0 3,311 0 0 0 7,224 Adam Donald, Senior I 267 0 1,335 0 2,937 0 0 0 4,272
Spencer Waterman, Senior I 267 801 1,602 0 1,068 0 0 0 3,471 Staff II 191 0 4,584 0 7,640 0 0 0 12,224
Roxanne Collins, Administration/Clerical II 164 984 0 0 0 0 0 0 984 Direct Cost 182 182
SSuubb--TToottaall $$55,,110077 $$99,,775588 $$00 $$1166,,442200 $$00 $$00 $$00 $$3311,,228855 TTOOTTAALL HHOOUURRSS $$8866,,448822 $$337733,,557700 $$222222,,333311 $$117755,,447766 $$228888,,779944 $$226611,,778811 $$8855,,998822 $$6611,,881100 $$11,,555577,,002266 TTOOTTAALLHourly
Rate