La Mesa City Council
May 24, 2022

EPIC Proposal for CAP Amendment #2 RFP 22-13 4-18-22
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functions. Our experience also includes designing engagement activities to ensure parity between any online and in-person activities.
• Building on the City’s Strengths: The City has active social media channels, a TV channel, and email listservs with up-to-date stories and announcements. The engagement plan will support use of existing communication channels by the City’s communications department to raise awareness of the CAP update, circulate workshop and event announcements, and solicit high-level input through tools such as surveys and questionnaires.

This public engagement plan will support the City in identifying community needs and perspectives, facilitate robust discussion to create mutual understanding, and result in thoughtfully crafted CAP measures that are feasible, equitable, and have stakeholder and community support.

The plan will consist of the following components: outreach objectives, timeline, stakeholder identification and recruitment strategies, outline of public workshops and stakeholder meetings, and a variety of other outreach methods lead through the City’s communication department. The engagement plan will also include a figure and description of how the outreach, CAP update, and environmental review processes align.

In terms of public workshops and stakeholder meetings, Ascent is prepared to develop and facilitate virtual events. In the case that socially distanced in-person events become feasible, we can pivot to hosting creative outreach methods such as pop-up workshops, project briefings at existing meetings hosted by other organizations, and kiosks at community events at an additional cost.

Implementation of the public engagement plan is detailed in Task 2.2.

2.2 Implement Public Engagement Plan Activities
Ascent will support implementation of the public engagement plan by preparing draft and final presentations and meeting materials for up to three City-led engagement events.

We will create materials that clearly communicate the purpose of the CAP, why public engagement is important, and how the community and stakeholders can be involved. These materials will be developed with key stakeholders in mind, such as City Council members, local industry and business groups, neighborhood associations, environmental organizations, and youth groups. One of our strengths is translating complex science and technical materials into easy-to-understand information supported by visuals. By providing the foundational understanding of climate change and the need for action, we can enable different audiences to engage with the CAP on the same level, share their perspectives, and provide input on CAP measures.

This scope of work includes attendance at and facilitation for one virtual public workshop (assumed to be one of the three City-led engagement events). The workshop structure would be determined during development of the public engagement plan under Subtask 2.1, but some options we recommend are using real-time electronic polling options and having themed breakout groups to discuss specific categories of CAP measures. Both methods ensure that more voices are heard. We will also work with the City to clearly identify how public input and perspectives inform CAP measures and are incorporated into the CAP. If the City would like Ascent to facilitate stakeholder meetings, additional workshops, or translation services, these are included under Optional Tasks 1 and 2.

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In addition, we will work to develop survey questions that can be administered during City-led engagement events and workshops. The survey questions can be used to collect feedback as part of an online survey or in hard-copy format during a community fair or to guide discussions during workshops or stakeholder interviews.

Task 2 Work Products:
• Draft and final public engagement plan (draft includes one cycle of comments from the City and one round of review) (electronic)
• Draft and final presentations and meeting materials for up to three City-led engagement events (electronic)
• Attendance and facilitation for one virtual public workshop (assumed to be one of the three City-led engagement events)
• One draft and one final set of survey questions to administer during City-led engagement events and workshops (electronic) (draft includes one round of comments from the City and one round of review)

5.1.3 Task 3 Identify CAP Measures
Based upon early public input and external CAP review, the project team will work with staff to identify candidate measures to reduce or remove GHG emissions.

3.1 Review City of La Mesa CAP Measures
EPIC will review existing CAP measures to determine if any revisions are needed based on current implementation process and the impact of latest California regulations. EPIC is familiar with La Mesa CAP measures and measures in most other CAPs in the region.

3.2 Review Existing CAP Measures in the Region and State EPIC will review CAP measures adopted in CAPs in the San Diego region and other notable cities around California, including those with similar characteristics. EPIC maintains a database of measures included in CAP in the San Diego region. EPIC will use this and results from additional CAP reviews to identify candidate CAP measures.

3.3 Prepare a List of Candidate CAP Measures
Based on the results of the review of existing measures, EPIC’s CAP measure database, other CAPs around the state, and feedback from the public and city departments, EPIC will develop a list of candidate measures for consideration by La Mesa staff. The final list of candidate measures will be evaluated in subsequent tasks.

Task 3 Work Products:
• Matrix of candidate CAP measures

5.1.4 Task 4 Estimate GHG Impacts of CAP Measures
Once a pool of candidate CAP measures is identified, EPIC will estimate the GHG reduction potential for each candidate measure.

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4.1 Collect Data
Based on previous work in the region and specifically with City of La Mesa, EPIC will identify data needs and work with city staff, relevant city departments, and third-party agencies (e.g., SANDAG), to collected data for GHG reduction potential calculation.

4.2 Calculate GHG Reduction Values
Using the methods included in SANDAG’s ReCAP Appendix II: GHG Reduction Calculation Methods for CAP Measures, EPIC will estimate the GHG reduction impacts of all candidate measures.

4.3 Develop Technical Document
EPIC will summarize the GHG reductions estimates and methods used for each candidate measures in a technical document.

Task 4 Work Products:
o Spreadsheet of preliminary results of GHG reduction values o Draft and final report on method to estimate GHG impacts of CAP measures

5.1.5 Task 5 Complete a Benefit-Cost Analysis on Draft CAP Measures EPIC will estimate the benefits and costs for draft CAP measures and will work with City staff to determine the final list of measures to be considered. For this task, EPIC will estimate benefit-cost ratios, cost-per-metric ton of GHG reduction values, and co-benefits to help understand the costeffectiveness of candidate CAP measures, including the financial impacts to residents and businesses. The methods used to complete the CAP Benefit-Cost Analysis will be consistent with the SANDAG ReCAP Framework Technical Appendix III.

5.1 Review Candidate CAP Measures to Determine Data Needs EPIC will review draft CAP measures to determine what data will be needed to conduct the benefitcost analysis and recommend next steps to collect needed data. EPIC will identify data gaps for each measure and provide a matrix to City staff to determine if any data is available internally (e.g., tree planting costs, land acquisition costs, electric vehicle charging installation costs).

5.2 Collect Data
EPIC will work with City staff and meet with appropriate department representatives, if needed, to collect cost data related to candidate CAP measures that focus on municipal operations. EPIC will also conduct necessary research to identify and collect additional data needed to estimate the benefits and costs for all other CAP measures.

5.3 Develop Benefit-Cost Analysis Tool
Based on the list of candidate CAP measures prepared in Task 3, EPIC customize its existing spreadsheet tool to calculate benefit-cost ratios and dollar-per-metric ton values for each measure.

If needed, EPIC will develop benefit-cost analysis methods for those draft CAP measures for which a method has not already been established. In general methods used will be consistent with those summarized in the SANDAG ReCAP Framework Technical Appendix III.

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5.4 Conduct Benefit-Cost Analysis
EPIC will estimate benefit-cost ratios and dollar-per metric ton values for draft CAP measures based on assumptions and target year(s) used in the development of the CAP. Methods will consider upfront and ongoing costs, any cost reductions due to subsidies, and benefits received over the life of the activity specified in each CAP measure. Once finalized, EPIC will analyze and compile results into a series of summary tables and figures formatted and developed so that, if needed, they can be used to communicate the information to City Council and other related committees/commissions as needed.

5.5 Identify Co-Benefits
EPIC will identify co-benefits related to candidate CAP measures. Co-benefits will include nonmonetary benefits provided by CAP measures in addition to GHG reductions, such as positive impacts on air quality, public health, and equity. EPIC will conduct research as necessary to compile a list of co-benefits by CAP measure to be presented alongside benefit-cost analysis results for additional context.

5.6 Develop CAP Measure Benefit-Cost Draft and Final Reports EPIC will develop a draft report outline for staff review. Based on staff feedback on the outline and the outcome of other meetings and guidance from other project tasks, EPIC will develop a draft report to summarize the findings from the CAP benefit-cost analysis for staff review. Based on staff feedback, EPIC will develop a final report to summarize the findings from the CAP benefit-cost analysis .

Task 5 Work Products:
o Summary of data needs
o CAP measure benefit-cost analysis preliminary results tables and figures o List of CAP measure co-Benefits
o CAP measure benefit-cost analysis draft and final report outline o CAP measure benefit-cost analysis draft and final report

5.1.6 Task 6 Evaluate Candidate CAP Measures
Based on estimated GHG reduction potential, results of the benefit-cost analysis, potential cobenefits, and stakeholder feedback, EPIC will work with staff to evaluate candidate measures.

6.1 Develop Measure Selection Criteria
EPIC will evaluate candidate measures using selection criteria determined by city staff, including stakeholder feedback gathered during the public engagement, implementation feasibility gathered during internal city department engagement, cost, number of co-benefits, and GHG reduction potential.

6.2 Develop Evaluation Matrix
EPIC will develop a decision making tool to help city staff understand the tradeoffs among candidate CAP measures. This matrix will include candidate measures with measure description, performance metrics, selection criteria, and GHG reduction.

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Task 6 Work Products:
o Potential selection criteria
o Evaluation matrix with candidate CAP measures

5.1.7 Task 7 Evaluate Existing GHG Reduction Targets
EPIC will evaluate La Mesa’s existing GHG reduction targets to determine whether it would be necessary to update overall emissions targets and whether additional GHG reduction measures would be needed to reach an updated target.

7.1 Assess Target Options
Based our team’s knowledge of statewide guidance, EPIC will work with staff to determine whether it is necessary to extend the target year beyond 2035, including whether and how to incorporate a net zero emissions goal.

7.2 Project GHG Emissions
Projecting emissions is an important step in determining the amount reductions necessary to reach emissions target. Based on work with SANDAG to develop inventories and collect activity data, EPIC proposes to use the 2018 La Mesa GHG inventory and 2019 activity data developed under ReCAP as baseline for projection. Also, EPIC would propose to use SANDAG’s Series 14 Growth Forecast and Vehicle Miles Traveled Data for La Mesa as basis for the emissions projection. If Series 14 data are not available, EPIC will evaluate other projection data sources with City staff and determine the appreciate option.

7.3 Prepare Memo on GHG Target Options and Approaches
EPIC will develop a memo that includes data sources and methods to project business-as-usual GHG projections, analysis to show the projected impact of the latest California regulations, evaluation of existing GHG reduction targets in relation to updated GHG projections, and potential new target options, if needed.

Task 7 Work Products:
o Draft and final memo on GHG target options

5.1.8 Task 8 Develop CAP Implementation Monitoring Procedures Based on previous work for the City of La Mesa, including the first implementation cost analysis in the region to estimate the budget impacts of CAP measures and preparing a draft CAP management framework, EPIC will work with staff to develop implementation monitoring procedures. EPIC will integrate and leverage work its work supporting SANDAG’s Climate Action Data Portal, including ReCAP Snapshots, and ensure that monitoring activities are consistent with those presented in SANDAG’s ReCAP Appendix VI: CAP Monitoring and Reporting.

8.1 Develop CAP Implementation Data Requirements
EPIC will work with La Mesa staff to identify the data information required to determine and prioritize how actions will be implemented, including the level of implementation (e.g., mandatory or voluntary), department and staff responsible for implementation, near-term and long-term steps,

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key performance indicators, funding opportunities, and monitoring metrics. Our team has worked with numerous jurisdictions to support implementation plans and implementation cost analysis and is very familiar with the components of CAP implementation plan.

8.2 Collect Relevant Information from City Departments
EPIC will collect as much data as possible on its own to minimize the burden on La Mesa staff.

Given the internal nature of much of the data, it is anticipated that much of the data will be provided by La Mesa staff. EPIC has worked with city staff across the region to collect data and will develop processes to facilitate this process. One option is to develop a data collection template.

EPIC will work with staff and relevant city departments to determine the best way to collect relevant data.

8.3 Develop Implementation Content for CAP
Once all relevant information is collected, EPIC will develop content for the implementation and monitoring section of the CAP. EPIC will work with Ascent to determine the best format for the CAP document and process to complete this task.

8.4 Develop Implementation Monitoring Memo
Based on work already completed for CAP management and similar work previously completed in the region, EPIC will work with staff to develop a process for future CAP implementation and monitoring procedures.

Task 8 Work Products:
o Draft and final data collection template.
o Draft and final Implementation Monitoring Procedures Memo.

5.1.9 Task 9 Prepare Appropriate CEQA Documentation

9.1 Prepare Administrative Draft CEQA Strategy Memo and Within-the-Scope Findings Ascent will work with the City to determine the appropriate level of environmental review to support adoption of the CAP developed in Task 12. Ascent will consider previous efforts completed by the City to maximize CEQA streamlining opportunities. For example, the actions under the proposed CAP Amendment No. 2 would be applied to development and other projects in the city as part of General Plan implementation. Ascent intends to maximize use of this and other previous environmental analysis, where feasible, to reduce the need for new analysis, reduce schedule, and realize cost efficiencies. The degree to which streamlining opportunities can be realized, however, depends on the type of plan developed as part of this scope of work and whether physical environmental changes would occur as a result of plan adoption. The ability to use the General Plan EIR for CEQA coverage of the CAP is greater and allows the City to develop either within-the-scope findings, consistent with CEQA Guidelines Section 15168, or an addendum to the prior General Plan Subsequent Environmental Impact Report (SEIR). Other options include use of a Categorical Exemption (e.g., Class 8) with a supporting technical memorandum that provides evidence in support of that decision.

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Upon completion of the draft CAP, Ascent will meet with the City to discuss and confirm the approach (including preparation of a CEQA Strategy Memo) and then prepare a draft within-thescope findings document, consistent with CEQA Guidelines Section 15168. The document would resemble the Appendix G Checklist and would provide substantial evidence in support of the City’s determination for the CAP.

9.2 Prepare Final CEQA Strategy Memo and Within-the-Scope Findings Upon receipt of one set of consolidated and reconciled comments from the City, Ascent will finalize the within-the-scope findings for inclusion as part of the consideration/approval package for Planning Commission/City Council hearings. Should the City elect to proceed with an addendum to the General Plan SEIR instead, the cost and effort associated with the addendum is considered to be equivalent to a within-the-scope findings document. Ascent will alert the City to the need for a different level of CEQA coverage, if necessary, as measures are finalized. These options for additional CEQA coverage are included under Optional Tasks 3 and 4. The general scope and total cost for preparation of a negative declaration/mitigated negative declaration or EIR are provided for the optional tasks. Ascent will work with the City to refine the scope and cost if a different level of CEQA coverage is deemed necessary.

Task 9 Work Products:
• Administrative draft and final CEQA Strategy Memo and within-the-scope findings (draft includes one round of comments from the City and one round of review) (electronic)

5.1.10 Task 10 Integrate Social Equity into CAP
Social equity considerations cut across nearly all aspects of a CAP. EPIC will support integration of social equity and environmental justice throughout the CAP. In EPIC’s analysis of local policies for the Regional Decarbonization Framework, we identified numerous ways to integrate social equity into the climate planning process.1 We will draw on that initial work to help La Mesa staff integrate social equity considerations into their CAP update process and document.

10.1 Define Social Equity
EPIC will work with staff to develop a definition for social equity in the context of CAPs. EPIC will conduct a literature review to identify existing definitions, particularly those used in a climate action planning context.

10.2 Develop Social Equity Objectives
EPIC will work with staff to develop social equity objectives for the CAP. These can include overall goals for social equity and also more specific objectives for each CAP measure. An example of an overall objective would to prioritize certain measures in communities of concern. An example of a specific objective would be to plant 50% of the CAP tree planting goal in communities of concern. 1 See Section 8.3.5 of the Regional Decarbonization Framework Technical Report.

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10.3 Prepare a Memo Summarizing Options to Integrate Social Equity into Climate Planning Cycle
Using the definitions and objectives from the above tasks, EPIC will prepare a brief memo summarizing options to integrate social equity into each step of the climate planning cycle, including CAP development, implementation, and monitoring. Given the current scope and anticipated budget of this project, it may not be possible to conduct detailed analysis during the CAP development process to adequately develop social equity based measures and specific goals for communities of concern.

Task 10 Work Products:
• Memo summarizing options to integrate social equity into the CAP • Social equity language for CAP

5.1.11 Task 11 Develop Climate Adaptation Strategies
Ascent will work with City staff and other stakeholders to develop a list of potential adaptation and resilience strategies that build on existing City GHG reduction measures, current or planned City adaptation initiatives (e.g., General Plan Safety Element, San Diego County Hazard Mitigation Plan), and experience Ascent has related to adaptation and resilience planning.

11.1 Develop Draft List of Relevant Adaptation Strategies With input from City staff, Ascent will identify La Mesa’s most crucial adaptation needs. Ascent will review the City’s current CAP implementation measures, efforts of regional agencies such as the County of San Diego Office of Emergency Services (OES) and its Multi-jurisdictional Hazard Mitigation Plan, and California’s Fourth Climate Change Assessment to identify potential adaptation measures related to the city’s adaptation needs. With input from City staff and taking into consideration local conditions and adaptation/resilience planning activities taking place in the San Diego region, Ascent will draft a list of the City’s most crucial adaptation strategies.

11.2 Develop Final List of Relevant Adaptation Strategies Upon receiving comments on the draft adaptation measures, Ascent will finalize the list to include in CAP Amendment No. 2.

Task 11 Work Products:
• Draft and final list of adaptation strategies to be incorporated into CAP Amendment No. 2 (electronic)

5.1.12 Task 12 Draft and Final CAP Amendment No.2
Ascent and EPIC supported SANDAG in developing the Regional Climate Action Planning Framework (ReCAP) and will use this knowledge to efficiently prepare a comprehensive CAP amendment that aligns with the ReCAP guidance and best practices. We will prepare an administrative draft of CAP Amendment No. 2 for review by City staff. This effort will include assembly and integration of the work and products of prior tasks into the CAP document. The CAP document will also build off the prior efforts of the 2018 CAP according to updated policies and

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state mandates and the latest technology and science on climate change and greenhouse gas reductions.

12.1 Prepare Administrative Draft CAP Document
The organization and format of the administrative draft CAP is anticipated to build from the existing 2018 CAP document and will incorporate additional sections/chapters according to this scope.

Climate adaptation was not addressed in the 2018 CAP but will be included as an additional chapter or section of CAP Amendment No. 2.

Additionally, CAP Amendment No. 2 will build from the 2018 CAP by covering all facets of social equity based on efforts under Task 10 of this scope. As a long-range, far-reaching City planning document that incorporates multiple topics, the CAP will be a valuable resource to begin advancement toward equity in La Mesa.

Ascent will work with the City to understand expectations to tailor the CAP document’s tone and format, GHG measure framework, balance between information presented in chapters and appendices, and overall design. Ascent has a strong graphics and design team who can develop a project logo, Microsoft Word templates, and color schemes that can be used for CAP branding.

The CAP would need to include all relevant information consistent with State CEQA Guidelines Section 15183.5, and Ascent will make recommendations on critical content to be included in the body of the CAP to achieve that consistency while making the document concise, accessible, and engaging.

Ascent will prepare administrative draft documents and submit them to the City for review and comment. This version will not include the final graphic design; rather, the goal will be to receive City feedback and approval on content.

12.2 Prepare Public Draft CAP Document
Following receipt of City comments on the administrative draft CAP, Ascent will prepare a public draft version. The CAP will be tailored to the City’s preferred format and place an emphasis on providing information visually using maps, graphics, tables, and matrices in a Microsoft Word template. Explanatory text will read clearly and concisely.

12.3 Prepare Final CAP Document
Following public review, our team will work with City staff to review comments received and identify any potential changes needed to the public draft CAP. We assume that City staff will be responsible for tracking and organizing public comments received and written responses to public comments.

For no more than 10 hours, Ascent will provide technical support on preparation of responses to comments on the CAP, if desired. The City will provide direction to our team for appropriate revisions to the plan in response to public comments. We will prepare a final CAP to the City for the adoption process. This task assumes minimal editorial revisions to the document and no changes to the technical data. If comments necessitate substantive changes to the technical analysis, our team will work with the City to determine added cost.

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12.3 Public Hearings
The Ascent team will attend and present at City briefings as requested by City staff. This subtask assumes that Ascent’s principal-in-charge and project manager will each prepare for and attend up to one Commission meeting and one City Council meeting for CAP approval, as well as assist with preparation of one presentation. Additional hearing attendance and presentations can be supported with added costs.

Task 12 Work Products:
• Administrative draft CAP in Microsoft Word (draft includes one round of comments from the City and one round of review) (electronic)
• Public draft CAP in Microsoft Word and PDF (draft includes one round of comments from the City and one round of review) (electronic)
• Final CAP (electronic)
• Support City staff in preparing one presentation (at up to two meetings) (electronic)

5.2 Optional Tasks
In addition to the tasks presented above, our team offers the following additional tasks for consideration. These tasks would supplement the scope of work presented above and would require additional budget beyond that proposed here. Estimated costs for each optional task is included in Section 5, Cost Estimate.

5.2.1 Optional Task 1: Additional Public Engagement Workshops Ascent will work with the City to conduct additional workshops and public engagement events as desired. This includes developing presentation and outreach materials, as well as meeting facilitation. This optional task presents the cost per additional outreach event.

Optional Task 1 - Work Products:
• Draft and final presentation and materials for one public workshop (electronic) • Attendance at and facilitation of one public workshop

5.2.2 Optional Task 2: Translation Services
Ascent will contract with a service to provide language translations for one public workshop and engagement flyers, handouts, and tailored communications materials.

Optional Task 2 Work Products:
• Translator attendance at one public workshop
• Translated flyers, handouts, and tailored communications materials as specified in Task 2.2

5.2.3 Optional Task 3: Implementation Cost Analysis
EPIC can prepare Implementation Cost Analysis to estimate the cost to the City of Solana Beach to implement CAP measures.

Optional Task 3 Work Products
• Data collection template

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• Spreadsheet of initial results
• Draft and final reports
• Draft and final presentation

5.2.4 Optional Task 4: Additional CEQA Coverage, Negative Declaration/Mitigation Negative Declaration
Ascent will prepare an administrative draft, screencheck draft, and public draft of an initial study (IS) and negative declaration (ND) or mitigated negative declaration (MND) for the City. Ascent will also prepare a Notice of Intent to Adopt the ND or MND. The City will be responsible for document distribution and publication of notices. Ascent will prepare a response to comments memo to address comments on the Draft CEQA document. If the appropriate CEQA document is determined to be an ND/MND, Ascent will provide a detailed scope of work and budget to the City for a contract amendment.

Optional Task 4 Work Products:
• Administrative and screencheck draft IS/ND or IS/MND (electronic) • Public review draft IS/ND or IS/MND (electronic)
• Draft and final Notice of Intent to Adopt the ND or MND • Draft and final response to comments memorandum (electronic)

5.2.5 Optional Task 5: Additional CEQA Coverage, Environmental Impact Report Ascent will prepare an administrative draft, screencheck draft, and public draft environmental impact report (EIR) for the City based on reviewer comments. Ascent will also prepare a Notice of Preparation (NOP) and Notice of Availability (NOA). The City will be responsible for document distribution, publication of notices, and coordination and facilitation of public meetings.

Ascent will prepare a separate section of the EIR to respond to comments on the Draft EIR. We assume up to 40 hours of technical staff work to respond to comments and assume no new analysis will be needed. The entire EIR will not be reproduced for the Final EIR; rather, any changes to the Draft EIR will be shown in the response to comments document.

If the appropriate CEQA document is determined to be an EIR, Ascent will provide a detailed scope of work and budget to the City for a contract amendment.

Optional Task 5 Work Products:
• Draft and final NOP (electronic)
• Administrative and screencheck Draft EIR (electronic) • Draft and final NOA (electronic)
• Public review Draft EIR (electronic)
• Administrative/screencheck Final EIR (electronic)
• Final EIR (electronic)

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5.3 Management Approach
The EPIC-Ascent Team’s management approach is a combination of standard practices for project management and a customized relationship based on experience and familiarity with the procedures of City of La Mesa. Our team is committed to completing the proposed tasks in close coordination with La Mesa staff. We understand the importance of a well-managed project team to meet tight schedules and budgets, and provide deliverables that match La Mesa’s needs, while efficiently addressing unanticipated project changes. By clearly tracking and managing tasks and leveraging work on other projects, we can perform project tasks efficiently, saving the City time and money.

Scott Anders will be La Mesa’s main point of contact for the project and represent EPIC’s involvement. Poonam Boparai will the main point of contact for Ascent’s participation. They will be responsible for assigning the most appropriate staff for each task order and have full authority to commit the firm’s resources and will oversee each assignment to verify that EPIC and Ascent comply with technical, regulatory, scope, schedule, and budget requirements. Our team will implement the following methods to ensure successful project completion. • Organization - EPIC and Ascent leadership will develop and use project work plans and assign appropriate task leaders that will inform them of scheduling milestones, staff responsibilities, and budgets. Organization leads and key staff will work directly with the assigned La Mesa project manager meeting regularly to provide updates on task status, including preparation of work products, schedule, and budgets. • Clear, Continuous Communication - EPIC and Ascent leadership will develop a management framework that defines clear lines of communication among team members and La Mesa staff, which is key to the successful implementation of concurrent tasks required to complete the CAP Amendment No. 2 project.
• Flexibility - Our team’s project management structure and staff capacity allow us to be responsive to multiple, concurrent tasks and remain flexible to changing requirements and unforeseen planning issues.
• Applied Knowledge - The proposed management team has long-term project experience and deep technical knowledge of all issues related to this project. We understand the impacts of new issues; anticipate potential challenges in the regulatory, policy, and stakeholder contexts; and prepare and submit on time documents that clearly communicate appropriate solutions
• Available and Collaborative - Scott Anders and the leadership of Ascent is fully available to manage this project and is available for meetings, as required, by La Mesa staff, either inperson or via phone. If needed, EPIC and Ascent also have Web conferencing technology (e.g., Zoom and Microsoft Teams) and can “share screens” with La Mesa staff in order to facilitate discussions and minimize in-person meeting costs and personal contact during the pandemic.

5.3.1 Project Team Organization
Our San Diego-based team will be led by EPIC Director Scott Anders, who has more than 20 years of experience supporting local jurisdictions, regional and other agencies in the San Diego region on energy and climate issues and who has led EPIC’s work for the last 16 years, including managing

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complex projects. Nilmini Silva-Send, EPIC’s Associate Director will lead many of the tasks related to CAP measures, targets, and monitoring. She has over 25 years in related professional experience. EPIC’s technical analysts and communications staff also will support this project. EPIC is joined by Ascent, who has carefully selected a principal-in-charge and key project staff whose experience and expertise match well with La Mesa’s requirements. Poonam Boparai will serve as the principal-in-charge. She will direct the contract and provide quality assurance through active involvement to ensure Ascent has a deep understanding of the City’s needs and all work products are high quality. Poonam will be supported by Alyssa Way, who will serve as the project manager and be the daily point of contact for the City. Poonam and Alyssa will be supported by a team of climate change analysts, CEQA practitioners, outreach specialists, and graphics specialists. Figure 2 shows the project team organization.

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Figure 2 Project Team Roles and Organization

5.3.2 Allocation of Tasks
Figure 3 summarizes project team roles for the main elements of the project. While EPIC is the prime consultant and will oversee all project activities, EPIC and Ascent will share leadership of project tasks. Ascent will lead development and implementation of a public engagement plan, preparation of CEQA documentation, and CAP document development. EPIC will lead most of CAP revision work, including measure development and benefit-cost analysis, quantification of GHG impacts, guidance on target selection, and preparation of implementation and monitoring procedures. Note that for clarity, we added a new work element for estimating the GHG impacts of Scott Anders
Director
EPIC
Nilmini Silva-Send
Associate Director
EPIC
Yichao Gu
Technical Policy
Analyst II
EPIC
Poonam Boparai
Principal-in-Charge
Ascent Environmental
Katie Gonzalez
Assistant Director,
Communications
EPIC
TBD
Technical Policy
Analyst II
EPIC
Andrew Martin
CEQA Project
Manager
Ascent Environmental
Alyssa Way
Project Manager
Ascent Environmental
Matt Gelbman
Outreach Specialist
Ascent Environmental
Sonam Sahu
GHG Analyst
Ascent Environmental
Chris Mundhenk
CEQA Advisor
Ascent Environmental
Corey AIling
Graphic and
Communic. Specialist
Ascent Environmental
Nicole Greenfield
CEQA Specialist
Ascent Environmental

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candidate reduction measures. This is needed for the benefit cost analysis and evaluation tasks.

This is also reflected in our approach to the project in Section 5.

Figure 3 Role of Project Partners by Project Task

5.3.3 Project Team Roles by Task
Figure 4 summarizes the role of project team members for the tasks. Scott Anders will direct activities for EPIC and lead the benefit-cost analysis and the implementation monitoring tasks.

Nilmini Silva-Send will lead the remaining CAP revision tasks. EPIC staff members will support all aspects of the project. Yichao Gu will conduct all tasks related to identifying candidate measures, targets, and estimating GHG emissions impacts of measures. Katie Gonzalez will support document production and review.

Poonam Boparai will serve as the principal-in-charge. She will direct the contract and provide quality assurance through active involvement to ensure Ascent has a deep understanding of the City’s needs and all work products are high quality. Poonam will be supported by Alyssa Way, who will serve as the project manager and be the daily point of contact for the City. Poonam and Alyssa will be supported by a team of climate change analysts, CEQA practitioners, outreach specialists, and graphics specialists.

Scope of Work EPIC Ascent
Task 2: Develop and implement an engagement plan Support Lead Task 1: Attend public meetings, such as City Council hearings. Support Support Task 3: Identify CAP GHG reduction measures Lead
Task 4: Estimate GHG reduction impacts of all candidate measures Lead Task 5: Complete a benefit-cost analysis on all draft CAP measures Lead Task 6: Evaluate candidate CAP measures Lead
Task 7: Evaluate existing GHG reduction targets Lead
Task 8: Develop CAP implementation monitoring procedures Lead Support Task 9: Prepare appropriate CEQA documentation Support Lead Task 10: Integrate social equity considerations Lead Support Task 11: Develop Climate Adaptation Strategies Lead
Task 12: Prepare draft and final CAP Support Lead
Public Engagement
CAP Revisions
CAP Adoption

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Energy Policy Initiatives Center 35
Figure 4 Project Team Roles by Task
Project Tasks
Anders Silva-Send Gu Gonzalez Boparai Way Sahu Mundhenk Martin Greenfield GelbmanAlling

1. Attend Project Meetings Lead

2. Develop and Implement Public Engagement Plan Lead

3. Identify CAP Measures Lead

4. Estimate GHG Impacts of CAP Measures Lead

5. Complete a Benefit-Cost Analysis on Draft CAP Measures Lead

6. Evaluate Candidate CAP Measures Lead

7. Evaluate Existing GHG Reduction Targets Lead

8. Develop CAP Implementation Monitoring Procedures Lead

9. Prepare Appropriate CEQA Documentation Lead
10 Integratge Social Equity into CAP Lead

11. Develop Climate Adaptation Strategies Lead

12. Prepare Draft and Final CAP Lead
Energy Policy Initiatives Center Ascent Environmental

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6 COST PROPOSAL
In this section we provide a summary of the estimated cost of the required and optional tasks included in Section 5. A detailed cost breakdown showing hours and costs by person and by task is provided in Appendix A. Figure 5 below summarizes proposed project costs by task for both EPIC and Ascent. We also include here the proposed costs for the optional tasks.

Figure 5 Proposed Project Budget
Figure 6 provides hourly rates for all staff positions participating in the proposed activities. Note that EPIC provided rates representing the fiscal years that are included in the project duration. EPIC will invoice at the applicable rate. Ascent’s rates will be applicable throughout the project.

Project Tasks EPIC Ascent Total

1. Attend Project Meetings $4,050 $0 $4,050

2. Develop and Implement Public Engagement Plan $0 $15,655 $15,655

3. Identify CAP Measures $6,974 $0 $6,974

4. Estimate GHG Impacts of CAP Measures $10,866 $0 $10,866

5. Complete a Benefit-Cost Analysis on Draft CAP Measures $9,133 $0 $9,133

6. Evaluate Candidate CAP Measures $4,553 $0 $4,553

7. Evaluate Existing GHG Reduction Targets $2,359 $0 $2,359

8. Develop CAP Implementation Monitoring Procedures $4,635 $0 $4,635

9. Prepare Appropriate CEQA Documentation $0 $20,140 $20,140 10 Integratge Social Equity into CAP $2,890 $0 $2,890

11. Develop Climate Adaptation Strategies $0 $3,450 $3,450

12. Prepare Draft and Final CAP $642 $14,655 $15,297
$46,100 $53,900 $100,000
Optional Tasks EPIC Ascent Total
#1Additional Public Engagement Workshops $0 $5,000 $5,000 #2 Translation Services $0 $1,000 $1,000
#3 Implementation Cost Analysis $15,000 $0 $15,000
#4 Additional CEQA Coverage, ND/MND $0 $15,000 $15,000
#5 Additional CEQA Coverage, Focused EIR $0 $150,000 $150,000

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Figure 6 EPIC and Ascent Hourly Rates
EPIC Hourly Rates Ascent Environmental Hourly Rates
Position
FY 21-22
Rate
FY 22-23
Rate Position Rate
Director $122.83 $126.51 Principal-in-Charge $265.00
Assistant Director $96.62 $99.52 Project Manager $130.00 Staff Attorney $77.43 $79.75 GHG Analyst $135.00
Communications Director $69.78 $71.87 Outreach Specialist $185.00 Technical Policy Analyst $65.25 $67.21 CEQA Advisor $250.00 CEQA Project Manager $215.00
CEQA Analyst $145.00
Graphics Specialist $115.00
WP/Admin $125.00

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7 PROJECT SCHEDULE
The table below provides a detailed view of the proposed project schedule. We assume a June 1 start date and a 12-month process to finalize the CAP document.

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Q2
Project Tasks Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

1.0 Attend Project Meetings

1.1 Attend Kick-Off Meeting

1.2 Attend Regular Project Meetings or Conference Calls

1.3 Conduct Meetings with Relevant City Departments

1.4 Attend Public Meetings

2.0 Develop and Implement Public Engagement Plan

2.1 Develop Draft and Final Public Engagement Plan

2.2 Implement Public Engagement Plan Activities

3.0 Identify CAP Measures

3.1 Review City of La Mesa CAP Measures

3.2 Review Existing CAP Measures in Region and State

3.3 Prepare a List of Candidate CAP Measures

4.0 Estimate GHG Impacts of CAP Measures

4.1 Collect Data

4.2 Calculate GHG Reduction Values

4.3 Develop Technical Document

5.0 Complete a Benefit-Cost Analysis on Draft CAP Measures

5.1 Review Candidate CAP Measures to Determine Data Needs

5.2 Collect Data

5.3 Develop Benefit-Cost Analysis Tool

5.4 Conduct Benefit-Cost Analysis

5.5 Identify Co-Benefits

5.6 Develop CAP Measure Benefit-Cost Draft/Final Report

6.0 Evaluate Candidate CAP Measures (EPIC)

6.1 Develop Measure Selection Criteria

6.2 Develop Evaluation Matrix

7.0 Evaluate Existing GHG Reduction Targets (EPIC)

7.1 Assess Target Options

7.2 Project GHG Emissions

7.3 Prepare Memo on GHG Target Options and Approaches

8.0 Develop CAP Implementation Monitoring Procedures

8.1 Develop CAP Implementation Data Requirements

8.2 Collect Relevant Information from City Departments

8.3 Develop CAP Implmentation Content for CAP

8.4 Develop Implementation Monitoring Memo

9.0 Prepare Appropriate CEQA Documentation

9.1 Prepare Administrative Draft Environmental Checklist and Addendum

9.2 Preparing Final Environmental Checklist and Addendum

10.0 Integrate Social Equity Into CAP

10.1 Define Social Equity

10.2 Develop Social Equity Objectives

10.3 Prepare Memo Summarizing Options

11.0 Develop Climate Adaptation Strategies

11.1 Idenfity City Adaptation Needs

11.2 Develop List of Relevant Adaptation Measures

12.0 Prepare Draft and Final CAP

12.1 Prepare CAP Outline

12.2 Prepare Public Draft CAP Document

12.3 Prepare Final CAP Document
Q3 2022 Q4 2022 Q1 2023 Q2 2023 Q3 2023

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8 REFERENCES AND RELEVANT EXPERIENCE
This section presents previous contract experience and references, including our team’s experience developing and updating CAPs and other relevant projects.

8.1 CAP Development and Update Experience
Our San Diego-based EPIC-Ascent Team has significant experience in all aspects of climate planning in the San Diego region. For the past five years, through SANDAG’s program to support climate planning in our region and other contracts, our team has supported climate planning efforts in nearly all jurisdictions around region. Figure 7 lists selected jurisdictions for which our team has completed climate planning projects that include elements similar to the work anticipated for this project.

Figure 7 Selected Jurisdictions for EPIC-Ascent Team Projects Also, our team has deep expertise in climate planning matched to the specific activities of this project. Under contract with SANDAG, our team developed the six technical appendices that comprise SANDAG’s ReCAP Framework (Figure 8):
• Appendix I: GHG Inventories, Projections, and Target Selection (EPIC) • Appendix II: GHG Reduction Calculation Methods for CAP Measures (EPIC) • Appendix III: Benefit-Cost Analysis for CAP Measures (EPIC) • Appendix IV: CAP Implementation Cost Analysis (EPIC)
Jurisdiction
CAP
Measure
Analysis
Target
Selection
Public
EngagementCost
Analysis*
CAP
Document
Implem.

Monitoring CEQA
City of Carlsbad ICA
City of El Cajon BCA
City of Encinitas
City of Escondido
City of Imperial Beach BCA
City of La Mesa BCA & ICA
City of Lemon Grove
City of Oceanside ICA
City of San Diego
City of San Marcos ICA
City of Solana Beach ICA
City of Vista ICA
County of San Diego BCA & ICA
* Benefit-Cost Anaysis (BCA), Implementation Cost Analysis (ICA)

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• Appendix V: California Environmental Quality Act and Climate Action Planning (Ascent) • Appendix VI: CAP Monitoring and Reporting (EPIC)
ReCAP is considered the accepted regional guidance for climate action planning in the San Diego region.

Figure 8 ReCAP Technical Appendices
Our team also monitors guidance from the State of California, including through the Air Resources Board (ARB) and Office of Planning and Research (OPR).

8.2 Other Related Experience
In addition to the local jurisdictions summarized above, our team also has competed CAP other related climate planning work in our region.
• City of Encinitas CAP Ordinances – EPIC is working with the City of Encinitas to develop energy-related CAP ordinances, including the first all-electric new building requirement in the region.
• Climate Equity Indexes – EPIC developed Climate Equity Indexes for City of San Diego and City of Chula Vista.
• City of Encinitas Active Transportation Analysis – EPIC completed an analysis of City of Encinitas Active Transportation Plan to support its CAP update process. • Carbon Offsets – EPIC recently completed a detailed analysis of local carbon offset project opportunities in the San Diego region.

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• City of San Diego CAP Consistency Checklist – Ascent worked with the City of San Diego to develop a checklist to assess consistency of future projects with the ongoing CAP update.
• County of San Diego Offsite Mitigation – Ascent is assisting the County with identifying and evaluating potential opportunities for non-protocol offsite GHG mitigation. • Regional Decarbonization Framework – EPIC is supporting the County of San Diego’s Regional Decarbonization Framework (RDF) project, including the recent Local Policy Opportunity chapter of the RDF Technical Report.

The following sections provide detailed information about our team’s project experience. Figure 9 summarizes the selected projects provided below.

Figure 9 Summary of the EPIC-Ascent Team's Climate Action Planning Experience

CLIENT PROJECT
TEAM
MEMBER
Previous Experience with City of La Mesa
City of La Mesa Climate Action Plan Cost Analysis EPIC
SANDAG GHG Inventory and CAP Snapshot Support EPIC/Ascent SANDAG On-Call Climate Planning Services
SANDAG Regional Framework EPIC/Ascent
City of Encinitas Climate Action Plan Development EPIC/Ascent City of Solana Beach Climate Action Plan Development EPIC/Ascent City of Lemon Grove Climate Action Plan Development EPIC/Ascent City of Vista Climate Action Plan Development EPIC/Ascent City of San Marcos Climate Action Plan Development EPIC/Ascent City of Escondido Climate Action Plan Development EPIC/Ascent City of Oceanside Climate Action Plan Cost Implementation Analysis EPIC City of El Cajon Climate Action Plan Development EPIC/Ascent SANDAG Climate Action Plan Monitoring, and Data Portal EPIC/Ascent Other Relevant Experience
City of San Diego Climate Action Plan Monitoring EPIC
City of Encinitas Active Transportation Plan Analysis
Interim CAP Update Support EPIC
City of Carlsbad Climate Action Plan Update Support EPIC City of Carlsbad Climate Action Plan Checklist and GHG Guidance Ascent City of Carlsbad Climate Action Plan Management Plan Support EPIC City of Carlsbad Climate Action Plan Implmentation Cost Analysis EPIC County of San Diego Benefit-Cost Analysis EPIC
City of Chula Vista Climate Equity Index EPIC
San Diego Unified Port District Climate Action Plan Technical Study Ascent City of Encinitas Climate Action Plan Update Ascent
The San Diego Foundation Opportunities for Local Carbon Offsets EPIC

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8.3 Project References
The following provides examples of projects completed or underway by the EPIC-Ascent Team. We also provide additional project examples and references below.

Project Name &
Brief Summary
City of Carlsbad CAP Amendment No. 2
City of Carlsbad selected the EPIC-Ascent team to prepare a CAP Update.

Main tasks include developing and implementing a public engagement plan; identifying and evaluating candidate CAP measures, including GHG and cost analysis; evaluating existing GHG reduction targets; developing a CAP implementation monitoring procedures; preparing CEQA documentation; and, preparing a draft and final CAP document.

Dates of Project Nov 2021 – Oct 2022
Company Name City of Carlsbad, Public Works
Address 1635 Faraday Avenue
City, State, Zip Carlsbad, CA 92008
Phone 760-602-4623
Email [email protected]
Principal Katie Hentrich
Contact Name &
Title
Katie Hentrich, Climate Action Plan Administrator
Contact Phone 442-339-2623
Project Name &
Brief Summary
City of Escondido CAP Update
Under contract to SANDAG, the EPIC-Ascent team updated City of Escondido’s 2013 Climate Action Plan (CAP). Tasks included updating the GHG inventory and emission projections, setting targets consistent with updated state guidance, developing new GHG mitigation policies, developing and implementing a public engagement plan, preparing a draft and final CAP document. Under separate contract, Ascent Environmental prepared CEQA documentation for the CAP update.

Dates of Project Oct 2017 to Dec 2020
Company Name City of Escondido
Address 201 North Broadway

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City, State, Zip Escondido, CA 92025
Phone 760-839-4880
Email [email protected]
Principal Mike Strong (now with City of Carlsbad)
Contact Name &
Title
Mike Strong, Assistant Director Community Development
Contact Phone 760-602-4625 or 442-339-2710
Project Name &
Brief Summary
City of San Diego CAP Update and Other Support
The EPIC-Ascent team is supporting the City of San Diego’s effort to update its 2015 CAP, including updating its GHG inventory; identify and evaluate GHG reduction measures; support work to identify co-benefits and to integrate equity more comprehensively into CAP measures and activities; support a comprehensive public outreach strategy; and conduct CEQA analysis and documentation; and support preparation of a draft and final CAP documents. EPIC also helped the City’s Sustainability Department to develop the first-of-its-kind Climate Equity Index.

Dates of Project 2015-present (under multiple contracts) Company Name City of San Diego Sustainability Department Address 202 C St.

City, State, Zip San Diego, CA 92101
Phone 619-236-5555
Email [email protected]
Principal Moriah Saldana
Contact Name &
Title
Climate Action Plan Program Coordinator
Contact Phone (909) 953-9233

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8.3.1 Previous Experience with City of La Mesa
The EPIC-Ascent team has previous experience supporting climate action planning work in City of La Mesa. Based on our experience conducting a cost analysis for the 2018 La Mesa CAP, we are very familiar with the document and associated GHG measures. Further, our team has been developing inventories and tracking certain CAP implementation metrics for 16 local jurisdictions in the region, including La Mesa. As a result, we are familiar with the GHG inventories and will bring significant knowledge and experience to the task of developing implementation monitoring procedures (Task 8).

City of La Mesa CAP Cost Analysis (EPIC)
Project Manager: Scott Anders
Other Key Staff Members: Marc Steele
Project Award Date: February 2016
Project Completion Date: June 2017
Project Cost: $25,100
Client: City of La Mesa via San Diego Association of Governments (SANDAG) Client Contact: Howard Lee (now City of Coronado), 619.522.2423, [email protected].

Project Description: Under contract to SANDAG to
support the 16 smallest jurisdictions in the region,
EPIC conducted two cost analyses on the City of
La Mesa Climate Action Plan (CAP). The cost
effectiveness analysis of the CAP determined the
net cost or benefit for each measure to reduce
one ton of CO2e and a benefit-cost analysis to
determine the financial impacts of CAP measures
on homes and businesses located within the City
of La Mesa. The second analysis estimated the
staffing cost to the City of La Mesa to implement
CAP measures for the first five years.

GHG Inventories and CAP Snapshots
Project Manager: Scott Anders
Other Key Staff Members: Nilmini Silva-Send, Yichao Gu, Marc Steele, Project Award Date: November 2016
Project Completion Date: June 2021
Project Cost: Task Order 1 ($450,000), Task Order 13 ($151,000) Client: San Diego Association of Governments (SANDAG)
Client Contact: Katie Hentrich, Regional Energy/Climate Planner, SANDAG, 619.595.5609, [email protected].

Project Description: Under Task Order 1 of our contract with SANDAG, our EPIC-Ascent developed an award-winning regional framework for climate action planning that provided methods and technical documents for estimating GHG inventories, estimating emissions impacts of climate action plan measures, conducting CAP cost analyses, and monitoring CAP progress over time. Our team also prepared greenhouse gas inventories for the region and 16 local jurisdictions, including La

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Mesa. As part of a separate Task Order (13), the EPIC-Ascent team supported SANDAG’s program to monitor the CAPs of16 local jurisdictions in the region, including collecting data related to CAP measure activities and Snapshot development and review. EPIC also supported development of SANDAG’s Data Portal, which houses related CAP implementation data on a publicly available portal.

8.3.2 SANDAG Climate Planning Services
From 2016-2020, EPIC and Ascent have had an agreement in place with SANDAG to support climate action planning in the region under the Roadmap Program. This work, which includes work in all aspects of climate action planning. Work completed for these Task Orders is relevant to La Mesa’s CAP Amendment No. 2 project. Figure 10 includes information on these projects, including contact information for the city or local agency counterpart.

8.3.3 County of San Diego Regional Decarbonization Framework Project Project Manager: Scott Anders
Other Key Staff Members: Nilmini Silva-Send, Joe Kaatz, Yichao Gu, Marc Steele Project Award Date: August 2021
Project Completion Date: February 2022
Project Cost: $120,000
Client: County of San Diego
Client Contact: Murtaza Baxamusa), 619-510-2793, [email protected] Project Description: EPIC supported development of the County of San Diego’s Regional Decarbonization Framework Project. Specifically, EPIC developed Chapter 8, which summarized our efforts to identify local policy opportunities for GHG reductions. For this work, we reviewed the legal and regulatory authority of local jurisdictions to act to influence or regulate GHG emissions; reviewed all CAPs to determine how often certain measures were included, the reductions from each category of measures, and whether and how social equity considerations were included; and, we estimated the GHG impacts of all CAPs.

Figure 10 EPIC and Ascent Projects through SANDAG Program CLIENT PROJECT CONTACT*
SANDAG Regional Climate Action Planning Framework Allison Wood, 619.699.1973, [email protected] City of Encinitas Climate Action Plan Update Crystal Najera, [email protected], 760-943-2285 City of Solana Beach Climate Action Plan Development Dan King, [email protected], 858-720-2477 City of Lemon Grove Climate Action Plan Development Noah Alvey, [email protected], 619-825-3812 City of Vista Climate Action Plan Development John Conley, [email protected], 760-643-5200 City of San Marcos Climate Action Plan Update Saima Qureshy, [email protected], 760-744-1050 City of Escondido Climate Action Plan Update Mike Strong (previously with City of Escondido), 760.602.4625, [email protected]
City of El Cajon Climate Action Plan Development Melissa Devine, [email protected], 619-441-1773 *Contact person may be employed by a different local jurisdiction at this time.

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9 APPENDIX A – COST PROPOSAL DETAILS

$100,000
*Hourly rates here are the average of FY 21-22 and FY 22-23.

Task No. Hours Hourly Rate* Total

1.0 Director 4.0 $ 124.67 $ 498.68
Assistant Director 20.0 $ 98.07 $ 1,961.40
Communications Director 0.0 $ 70.83 $ -
Technical Policy Analyst 1 16.0 $ 66.23 $ 1,059.68
Technical Policy Analyst 2 8.0 $ 66.23 $ 529.84

48.0 $4,049.60

3.0 Director 4.0 $ 124.67 $ 498.68
Assistant Director 12.0 $ 98.07 $ 1,176.84
Communications Director 0.0 $ 70.83 $ -
Technical Policy Analyst 1 40.0 $ 66.23 $ 2,649.20
Technical Policy Analyst 2 40.0 $ 66.23 $ 2,649.20

96.0 $6,973.92

4.0 Director 6.0 $ 124.67 $ 748.02
Assistant Director 12.0 $ 98.07 $ 1,176.84
Communications Director 0.0 $ 70.83 $ -
Technical Policy Analyst 1 75.0 $ 66.23 $ 4,967.25
Technical Policy Analyst 2 60.0 $ 66.23 $ 3,973.80
153.0 $10,865.91

5.0 Director 13.8 $ 124.67 $ 1,725.55
Assistant Director 8.0 $ 98.07 $ 784.56
Communications Director 0.0 $ 70.83 $ -
Technical Policy Analyst 1 10.0 $ 66.23 $ 662.30
Technical Policy Analyst 2 90.0 $ 66.23 $ 5,960.70
121.8 $9,133.11

6.0 Director 4.0 $ 124.67 $ 498.68
Assistant Director 18.0 $ 98.07 $ 1,765.26
Communications Director 8.0 $ 70.83 $ 566.64
Technical Policy Analyst 1 26.0 $ 66.23 $ 1,721.98
Technical Policy Analyst 2 0.0 $ 66.23 $ -

56.0 $4,552.56

COST PROPOSAL (PRIME)
Total Proposal Amount (Prime & Subs):

DIRECT LABOR COSTS
CAP Amendment No. 2 (RFP22-13)
University of San Diego - EPIC
Identify CAP Measures
Prime Consultant Name:

Project Name:

Evaluate Candidate CAP Measures (EPIC)
Attend Project Meetings
Complete a Benefit-Cost Analysis on Draft CAP Measures
Estimate GHG Impacts of CAP Measures

7.0 Director 2.0 $ 124.67 $ 249.34
Assistant Director 8.0 $ 98.07 $ 784.56
Communications Director 0.0 $ 70.83 $ -
Technical Policy Analyst 1 10.0 $ 66.23 $ 662.30
Technical Policy Analyst 2 10.0 $ 66.23 $ 662.30

30.0 $2,358.50

8.0 Director 24.0 $ 124.67 $ 2,992.08
Assistant Director 10.0 $ 98.07 $ 980.70
Communications Director 0.0 $ 70.83 $ -
Technical Policy Analyst 1 10.0 $ 66.23 $ 662.30
Technical Policy Analyst 2 0.0 $ 66.23 $ -

44.0 $4,635.08

10.0 Director 10.0 $ 124.67 $ 1,246.70
Assistant Director 10.0 $ 98.07 $ 980.70
Communications Director 0.0 $ 70.83 $ -
Technical Policy Analyst 1 10.0 $ 66.23 $ 662.30
Technical Policy Analyst 2 0.0 $ 66.23 $ -

30.0 $2,889.70

12.0 Develop Climate Adaptation Strategies 2.0 $ 124.67 $ 249.34 Director 4.0 $ 98.07 $ 392.28
Assistant Director 0.0 $ 70.83 $ -
Communications Director 0.0 $ 66.23 $ -
Technical Policy Analyst 1 0.0 $ 66.23 $ -
Technical Policy Analyst 2 0.0 $ 66.23 $ -

6.0 $641.62
$ 46,100.00
$ 53,900.00
$ 100,000.00
Subtotal Direct Labor Costs (Prime):

Subtotal Direct Labor Costs (Sub 1):

TOTAL DIRECT LABOR COSTS:

Evaluate Existing GHG Reduction Targets (EPIC)
Develop CAP Implementation Monitoring Procedures
Integratge Social Equity into CAP
Prepare Draft and Final CAP

$53,900
Task No. Hours Hourly Rate Total

2.0 Principal-in-Charge 10.0 $ 265.00 $ 2,650.00
Project Manager 26.0 $ 130.00 $ 3,380.00
Climate Change Analyst 30.0 $ 135.00 $ 4,050.00
Outreach Specialist 18.0 $ 185.00 $ 3,330.00
CEQA Advisor 0.0 $ 250.00 $ -
CEQA Project Manager 0.0 $ 215.00 $ -
CEQA Analyst 0.0 $ 145.00 $ -
Graphics Specialist 13.0 $ 115.00 $ 1,495.00
Admin 6.0 $ 125.00 $ 750.00
Total 103.0 $ 15,655.00

9.0 Principal-in-Charge 4.0 $ 265.00 $ 1,060.00
Project Manager 4.0 $ 130.00 $ 520.00
Climate Change Analyst 0.0 $ 135.00 $ -
Outreach Specialist 0.0 $ 185.00 $ -
CEQA Advisor 10.0 $ 250.00 $ 2,500.00
CEQA Project Manager 34.0 $ 215.00 $ 7,310.00
CEQA Analyst 52.0 $ 145.00 $ 7,540.00
Graphics Specialist 4.0 $ 115.00 $ 460.00
Admin 6.0 $ 125.00 $ 750.00
Total 114.0 $ 20,140.00

11.0 Principal-in-Charge 4.0 $ 265.00 $ 1,060.00
Project Manager 4.0 $ 130.00 $ 520.00
Climate Change Analyst 12.0 $ 135.00 $ 1,620.00
Outreach Specialist 0.0 $ 185.00 $ -
CEQA Advisor 0.0 $ 250.00 $ -
CEQA Project Manager 0.0 $ 215.00 $ -
CEQA Analyst 0.0 $ 145.00 $ -
Graphics Specialist 0.0 $ 115.00 $ -
Admin 2.0 $ 125.00 $ 250.00
Total 22.0 $ 3,450.00

12.0 Principal-in-Charge 10.0 $ 265.00 $ 2,650.00
Project Manager 20.0 $ 130.00 $ 2,600.00
Climate Change Analyst 48.0 $ 135.00 $ 6,480.00
Outreach Specialist 2.0 $ 185.00 $ 370.00
CEQA Advisor 0.0 $ 250.00 $ -
CEQA Project Manager 2.0 $ 215.00 $ 430.00
CEQA Analyst 4.0 $ 145.00 $ 580.00
Graphics Specialist 8.0 $ 115.00 $ 920.00
Admin 5.0 $ 125.00 $ 625.00
Total 99.0 $ 14,655.00
$ 53,900.00
Develop Climate Adaptation Strategies
Total Direct Labor Costs (Sub 1):

Prepare Draft and Final CAP
Develop and Implement Public Engagement Plan

DIRECT LABOR COSTS
Develop and Implement Public Engagement Plan
Total Subconsultant Amount:

COST PROPOSAL (Subconsultant)
Project Name: CAP Amendment No. 2 (RFP22-13V)
Subconsultant Name: Ascent Environmental

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Energy Policy Initiatives Center 48
10 APPENDIX B STAFF RESUMES
Resumes of key personnel are provided below.

Scott J. Anders
[email protected]

PROFESSIONAL EXPERIENCE
Director, Energy Policy Initiatives Center October 2005-Present University of San Diego School of Law, San Diego, CA
• Founding Director for energy policy research center
• Develop and implement strategic business and operational plan • Direct all operational, business development, research and analysis, and academic activities
• Direct academic program, including Energy Law and Policy Course and Clinic Selected projects directed:
• Regional Decarbonization Framework Local Policy Opportunities Analysis (2022) • Local Carbon Offset Analysis (2021)
• City of Encinitas Energy Ordinance Development (2018 – 2022) • San Diego County Water Heater Ordinance Development (2018-Present) • San Diego County CAP Cost Analysis (2017-2018)
• San Diego Energy Roadmap Program Climate Planning (SANDAG) (2016-Present) • City of San Diego Climate Action Plan Monitoring and Update Support (2016-Present) Lead or co-author on selected EPIC publications:
• Residential and Commercial Property Assessed Clean Energy (PACE) Financing in California Update (2014)
• Solar Shade Control Act: A Review of The Statutes and Relevant Cases Update (2014) • Solar Rights Act: A Review of The Statutes and Relevant Cases Update (2014) • Reducing Greenhouse Gases from Electricity and Natural Gas Use in San Diego Buildings (2009)
• San Diego County Greenhouse Gas Inventory: An Analysis of Regional Emissions and Strategies to Achieve AB 32 Targets (2008)
Director of Policy and Planning
Center for Sustainable Energy, San Diego, CA November 2003- September 2005 • Managed regulatory and legislative issue research and analysis • Directed communications with regulatory agencies, including writing position papers and comments.

Director of Programs
Center for Sustainable Energy, San Diego, CA May 2003-November 2003 • Managed all aspects of 7 public interest energy programs ($20 million budget) • Managed a professional staff of 7 program managers and engineers

Scott J. Anders
[email protected]

Program Manager
Center for Sustainable Energy, San Diego, CA August 1999-May 2003 • Managed $10 million in renewable energy incentive projects for the Self-Generation Incentive Program
• Developed and implemented a $1 million program designed to provide energy efficiency and policy services to local governments
State Program Director
Center for a Sustainable Economy, Washington D.C. September 1997 – June 1999 • Developed and managed State Program for non-profit, non-partisan, tax and economic policy institute that focuses on environmental taxes
• Coordinated state-level project development, outreach, research, and fund raising • Managed year-long research project to determine the feasibility of environmental tax reform in all 50 states

PROFESSIONAL AND COMMUNITY ORGANIZATIONS
• Vice Chair, San Diego Association of Governments Energy Working Group October 2006 – Present
• Member, Board of Directors, Clean Tech San Diego
March 2012 – Present
• Member, SDG&E Community Advisory Committee
January 2010 – December 2015
• Member, Port of San Diego Environmental Advisory Committee April 2016 – Present
• Member, Board of Directors, Lakeside’s Riverpark Conservancy August 2005 – Present

EDUCATION
Master of Arts, Public Policy, School of Public Policy, University of Maryland (1997) Environmental and Energy Policy Concentration
Bachelor of Arts, International Politics, Muhlenberg College, Allentown, PA (1991) Phi Beta Kappa, Magna Cum Laude

1 Jeanne Nilmini Silva-Send
Education
University of Kiel, Germany: PhD, International Environmental Law and Policy University of London, UK: LLB, Law
University of California, Davis: LLM, Soil Chemistry
University of Sussex, UK: BSc (honors), Chemistry
Professional Experience
Environmental Consulting 1990- 2005
Teaching 2002-current
University of Kiel, Germany, School of Law
University of San Diego, School of Law
Energy Policy Initiatives Center, University of San Diego 2007-current

1. Assistant Director, EPIC: Assists Director in development and implementation of strategic business and operational plans; assists with operations, budgeting business development; leads climate mitigation research and analysis, fundraising and contracts and grant-writing.

2. Lead and manage energy and climate policy Projects (multi-year, multi-stakeholder) a. Greenhouse gas (GHG) inventories, projections, target-setting: Development and documentation of locally applicable procedures and methods based on Intergovernmental Panel on Climate Change (IPCC), California Air Resources Board methodology, and the ICLEI US, Local Government and G40 protocols and best available data. Work with state and regional agencies to establish consistency and develop systems of data collection and management that meets California data privacy regulations. b. Climate Action Plans, GHG Mitigation Policies and Monitoring tools: Development of regional frameworks for CAPs, CAP monitoring and cost-benefit analysis (2016-2021) c. Performance Monitoring Metrics to track progress of low carbon policies, activities and measures, and assess effectiveness of policies.
d. Water – Energy nexus study 2015-2017: Led a grant funded study to assess energy and GHG intensities for water supply and conveyance, treatment and distribution by jurisdiction. e. Climate Equity Index – Led development of stakeholder-driven, first-in-region index based on 35 indicators related to health, socio-economic factors, mobility and housing, standardized and weighted by census tract. This will enable data-driven prioritization of investments related to climate mitigation and impacts to increase vulnerable community resilience in the face of climate change. f. Holistic framework for an economic guidance document for climate adaptation and transportation resilience strategies –on-going; lead development of, including integration of equity into strategies; assist in identification of screening factors to prioritize strategies, including cost-benefit analysis to enable economically-informed determine in which adaptation and resilience strategies to invest. g. Development of a Framework to Identify Carbon Offsets and Decarbonization Projects for Regional and Local Use – on-going; identification of legal, technical additionality and permanence issues and potential solutions.

3. Annual sustainability dashboard, Co-lead: see Equinox Dashboard at https://www.sandiego.edu/soles/hub-nonprofit/initiatives/dashboard/

4. Co-Principal Investigator (co PI) in National Science Foundation (NSF) funded project on Climate Change Education, 2011-2018 Conceptualized, co-wrote and won $5 mi project to develop, implement and evaluate methods of multidisciplinary social psychology-based climate change communication methods for decision makers; led, developed and implemented climate educational activities

2 such as panel discussions, forums, workshops for and with the transportation sector leaders and decision makers, the 18 native American tribes in the region, and the farming community leaders. Includes analysis of public opinion surveys on the relationship of climate and energy knowledge and action. (2010-2017, see http://www.sandiego.edu/climate/). Led development of web-based tools and educational material.

5. Reviewer
o Invited, International Renewable Energy Agency (IRENA’s) “Innovation Landscape Report for a Renewable -Powered Future: Solutions to integrate variable renewables” , significant input and revisions.

February 2019
o Contributor, REN21 on “Renewables in Cities Global Status Report 2019” which aims to map out the current status of cities and towns advancing low carbon and renewable energy uptake to help achieve the transition to low carbon energy.
o Review of Community Choice Energy Feasibility Study, City of San Diego, 2018 o Multiple reviews for academic journals on aspects and policies related to the energy transition. o Independent Academic Reviewer, Greenhouse Gas Emissions Calculations and Assumptions for Water Treatment Plant 4, Austin Water Utility (2009)

6. International Capacity Building Projects
o Saudi Arabia Oil Company (Aramco), December 2014: Development, Implementation and Teaching of an Energy Policy Workshop. A multi-module 8-day workshop on a) comparison of energy data, balances and outlooks; energy efficiency indicators comparisons for Saudi Arabia, Gulf Cooperation Council countries and 6 case studies – Indonesia, China, Malaysia, Norway, Germany and California. b)Policy and regulatory lessons from energy transitions: Indonesia (petroleum exporter to importer) China (oil/coal/gas exporter to importer) Norway (fisheries to oil and role of state oil company, government regulation and oil funds) Malaysia (phasing out petroleum subsidies); California (integration of energy and climate policy); Germany (“Energiewende” policies;) International treaties impacts on resource-rich countries - The UN Framework Convention on Climate Change (UNFCCC), Kyoto and Paris Protocols and trends in mitigation obligations; World Trade Organization (WTO) law as it relates renewable energy disputes and dual and triple natural gas pricing schemes.
o Invited Speaker, Third Asian Judges Symposium 2016, Asian Development Bank, Manila, Philippines:

Regulatory drivers and litigation for city climate action in California as an example for Asian cities and judiciary.
o Collaborative development and implementation of conference, and speaker at Southwest Tribes Summit on Climate Change Impacts, September 2017, funded by the La Jolla tribe, and Bureau of Indian Affairs (BIA).

7. Other Academic and Teaching
o 2009-current: Adjunct Professor, University of San Diego, School of Law - International Energy Law with focus on investment, international trade, international arbitration and intersection with international climate change law;
o 2004-2005 Visiting Professor, University of San Diego - international and European Environmental Law o 2002-2004: Lecturer: Walter Schuecking Institut fuer Internationales Recht, University of Kiel, Germany o 2003-2005: Assistant Editor, German Yearbook of International Law, University of Kiel, Germany o 2000-2003: Project Scientist, Institute of Geosciences, University of Kiel, Germany: Coordination of federally funded (BMBF) consortia project on Natural Attenuation (2000-2001); management of EUproject to install submarine well and monitor submarine groundwater beneath the Baltic Sea to analyze effect of groundwater seepage pollutants on sea water.

8. Advisory Committees
o Greening Border Conference, focus on the Tijuana River watershed (2009) o San Diego Regional Airport Authority committee on carbon credits sales project (2009) o Member of technical advisory committee of Regional Energy Innovation Cluster (2016 - 2021) o Environmental Advisory Committee member, Port of San Diego - current o Advisory Board – The Climate Registry, Water- Energy Nexus Registry – 2018 o Sustainability Advisory Board, City of Del Mar, since 2019.

9. Environmental Consulting: 1986-1988 (California); 1991-1999 (Germany); 2006 (California)

3 o USA: ASTM due diligence audits, environmental impact assessments; delineation of groundwater contaminant plumes using soil gas chromatography (multiple sites California, Colorado); o Europe: environmental and due diligence and compliance audits for private companies based on EU and national environmental laws (Germany, England, Italy, Spain, Sweden); analysis of air permit applications in Germany for Canadian acquisition bid as part of due diligence; led environmental audits at 6 US Department of Defense bases Germany; comparative legislative analysis of US EPA-based environmental requirements with those of the European Union, Italy, Spain, Germany to develop technical standards for 8 media (drinking water, waste water, air, pesticides, PCBs, hazardous material, hazardous waste, noise) based on a balance between the most protective and technical feasibility, national practices and legal liabilities.

Certifications and Memberships
Certificate of Achievement (California Climate Action Registry), Technical Advisor, Greenhouse Gas Assessments, 2007
International Bar Association

Yichao Gu

EDUCATION
M.S. in Civil and Environmental Engineering
University of California, Berkeley
Major Field: Energy, Civil Infrastructure and Climate
2015
B.S. in Civil and Environmental Engineering
University of Illinois at Urbana-Champaign (UIUC), Graduated with Honors 2014
Major Fields: Environmental Engineering and Energy-Water-Environment Sustainability Minor in Applied Statistics
Technical Policy Analyst II
Energy Policy Initiatives Center, University of San Diego School of Law

San Diego, CA
Jul 2020- Present
Technical Policy Analyst
Energy Policy Initiatives Center, University of San Diego School of Law

San Diego, CA
Jul 2015- Jun 2020
• Collect and analyze data, establish quality control methods, develop and refine methods for greenhouse gas emission inventories, and business-as-usual projections for jurisdictions and public agencies in the San Diego region;
• Design and improve methods and models to assess and quantify greenhouse gas emission reduction policies and programs for local Climate Action Plans
• Assist San Diego regional public agencies, local jurisdictions, school districts and universities to develop Climate Acton Plans, determine greenhouse gas reduction targets, select and assess mitigation policies, identify and collect data for monitoring metrics, develop material for stakeholder and public engagement • Regular review and analysis of federal and state energy and climate assessments and impact on regional and local policy
• Conduct research and develop technical papers and conference proceedings on the greenhouse gas impact of policies
Graduate Student Instructor
Department of Physics, University of California, Berkeley

Berkeley, CA
Aug 2014-Dec 2014
• Planned and conducted discussion and laboratory sections for physics course for undergraduate engineering students, two sections of 20 students, eight hours per week • Held weekly office hours and review sessions before exams that open to nearly 500 students Environmental Engineering Intern
Greenment Environmental, former Northern Asia Service Group of CH2M HILL

Shanghai, China
May 2013-Jul 2013
• Developed an oil spill contingence plan based on the response capabilities at various areas and companies • Evaluated health system in Chongqing, China and drafted health impact part of an ESHIA report baseline • Conducted reviews and translations for three EIA reports from Chinese to English or vice versa Research Assistant
California Department of Public Health, Indoor Air Quality Program

Richmond, CA
Feb 2015 – May 2015
• Analyze time-varying emissions of volatile organic chemicals (VOCs) during and after cleaning activities • Conduct literature reviews on airborne exposures studies and organic emissions testing Undergraduate Research Assistant
Air Quality Engineering and Science Group, UIUC
Champaign, IL
Jul 2012 - May 2014
• Used MATLAB to analyze plume opacity based on digital images and videos from field campaign • quantify plume opacity using Digital Opacity Method (DOM) • Drafted two reports and one conference proceeding on opacity measurement and uncertainty Undergraduate Independent Research Paper: Plume Opacity Measurement and Uncertainty of Using Digital Cameras and Smartphones
Study Abroad Participant/Research Assistant
Department of Mechanical Engineering, Universidad Pontificia Comillas

Madrid, Spain
May 2012-Jun 2012
• Analyzed the influences of National Policies on the development of wind power in Spain, Brazil and Peru • Assisted department selecting journals for Energy and Natural Resource Convention and introduced speakers

PROFESSIONAL EXPERIENCE

RESEARCH EXPERIENCE

• Yuen, W., Gu, Y., Mao, Y., Koloutsou-Vakakis, S., Rood, M.J., Son, H.-K., Mattison, K., Franek, B., and Du, K. (2017). Performance and Uncertainty in Measuring Atmospheric Plume Opacity Using Compact and Smartphone Digital Still Cameras. Aerosol Air Qual. Res. 17: 1281–1293. • Yuen, W., Gu, Y., Rood, M.J., Koloutsou-Vakakis, S. Wavelength-dependent Opacity Measurement and Uncertainty using Digital Cameras and Smartphones. 107th Annual Meeting of the Air & Waste Management Association. Long Beach, CA, 2014

CERTIFICATIONS
• Certificate in Summer Institute on Sustainability and Energy, University of Illinois at Chicago, 2014 • LEED Green Associate, Green Building Certification Institute, 2013

SCHOLARSHIPS AND AWARDS PUBLICATIONS

1 of 2

PROFILE
Highly qualified and experienced Paralegal with notable achievements in the areas of Antitrust, Securities, Consumer Law, Class Actions, Broker Arbitration, and Business Litigation.

EXPERIENCE

ASSISTANT DIRECTOR OF COMMUNICATIONS, PUBLIC INTEREST LAW, UNIVERSITY OF SAN DIEGO SCHOOL OF LAW, SAN DIEGO, CA — 2017 –

PRESENT
Coordinates with the Administrative Directors of the Center for Public Interest Law, Children’s Advocacy Institute, and Energy Policy Initiatives Center to enable strong communications support for both internal and external audiences. She provides editing, publishing, and strategic communications support for the academic programs of all three centers and plays a significant role in editing and preparing for publication the centers’ student-drafted journals, reports, and other publications. Provides paralegal and general administration support for the Public Interest Law department’s impact litigation work.

SENIOR PARALEGAL & OFFICE MANAGER, HULETT HARPER STEWART LLP, SAN DIEGO, CA — 2004 – 2017
Lead and coordinate office support efforts for up to seven attorneys: Prepare, review, and facilitate court filings and submissions (case law analysis, quote checking, cite verification, Shepardization of cases, conformation to Bluebook citation form, proofreading, grammatical editing, and ECF or other online filing); Prepare draft pleadings for attorneys; Conduct corporation background research; legal research; Trial preparation and Trial management in state and federal courts; Organize, maintain, and catalogue document productions; Maintain Discovery files; Maintain Firm calendar and voluminous case materials; Create and maintain document production and transcript databases. Work closely with attorneys to enable smooth technological changes intended to facilitate the case management process.

Office Manager duties include: Maintain Firm administrative files; Maintain employee files, manage payroll and administer 401K; Coordinate and maintain Human Resources for the office (including healthcare management, new employees, and scheduling); Maintain billing and timekeeping records and reports; Maintain accounting files and work with the bookkeeper to allocate and pay bills; Redesign and maintain Firm website; Fix and/or work with outside IT to tackle daily computer issues. (2012 - present)

PARALEGAL, MILBERG WEISS BERSHAD HYNES & LERACH LLP,
SAN DIEGO, CA — 1998 - 2004
Responsibilities in the areas of Antitrust, Securities, Consumer Law, and Class Actions: Prepared and reviewed court filings and submissions (case law analysis, quote checking, cite verification, Shepardization of cases, conformation to Bluebook citation form, proofreading, grammatical editing); prepared stipulations and proposed orders for attorneys; Conducted corporation background research (workups and historical background research); Prepared case summaries and reviews; Trial preparation and legal research; Trial management; Organized, maintained and catalogued document productions; Maintained department calendar and voluminous case materials; Coordinated with co-counsel regarding status of cases and created and circulated memos and charts accordingly.
1216 Stagecoach Trail Loop, Chula Vista CA 91915 619.654.0586 [email protected]
KATHERINE V. GONZÁLEZ, PARALEGAL

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EDUCATION
UNIVERSITY OF SAN DIEGO, SAN DIEGO, CA –
PARALEGAL CERTIFICATE, 1998
UNIVERSITY OF SAN DIEGO, SAN DIEGO, CA –
BA POLITICAL SCIENCE-CUM LAUDE, 1998
(EMPHASIS IN LEGAL STUDIES AND DOMESTIC POLICY)
SKILLS
Excellent oral and written communication skills as well as strong organization and planning skills with an attention to detail and multi-task orientation to time management; Computer expertise includes: Microsoft Office Suite, WordPerfect, Adobe Creative Cloud Suite, BlueHornet, Cascade, Concordance, Relativity, Summation, Google Docs, DocuWare, Timeslips, Quickbooks, Casepoint, UltraEdit, Westlaw, LexisNexis, and more.

REFERENCES
Dennis Stewart, Esq., HULETT HARPER STEWART LLP – 619/987-4250 Karen Stefano, Esq. Author – 858/750-9649
Bridget F. Gramme, Esq., Center for Public Interest Law – 619/260-4806 Blake Harper, Esq., (retired) 858/204-8388

MEMBERSHIPS AND RECOGNITION
• San Diego County Paralegal Association
• USD Paralegal Alumni Association
• San Diego Paralegal of the Year, San Diego Daily Transcript, 2007 KATHERINE V. GONZÁLEZ
1216 Stagecoach Trail Loop, Chula Vista CA 91915 619.654.0586 [email protected]

Poonam Boparai

PRINCIPAL-IN-CHARGE
Poonam Boparai is an expert in air quality and GHG assessments for land use planning, transportation, energy, and infrastructure projects. Her professional experience in the public and private sectors is complemented by a strong educational background specializing in air quality management. She is proficient in conducting emissions inventories and dispersion modeling using a variety of EPA- and CARB-approved models (e.g., CalEEMod, URBEMIS, EMFAC, Off-Road, AERMOD, Cal3QHC). She also possesses a solid understanding of air quality and GHG protocols promulgated by CARB, the California Climate Action Registry (CCAR), and California air districts.

Poonam possesses a unique skill set that balances technical expertise with a keen understanding of planning and environmental policy. She has successfully applied her expertise in assisting agencies such as the California Air Pollution Control Officers Association, Bay Area Air Quality Management District, Sacramento Metropolitan Air Quality Management District, and County of San Diego with air quality and climate change policy development, development of GHG thresholds of significance, analysis methodologies, and GHG reduction strategies. She has worked on multiple major projects including city and county general plans; specific plans; school expansions; residential, commercial, and industrial development; energy projects; freeway expansions; GHG inventories; and climate action plans.

PROJECT EXPERIENCE
Carlsbad CAP Checklist and GHG Guidance Document, San Diego County City of Carlsbad
Principal-in-Charge
The City of Carlsbad adopted a CAP in September 2015. The CAP provides a framework for the City to reduce GHG emissions. Measures and actions in the CAP identify reduction opportunities for existing as well as new development. The City intends the CAP to serve as a Qualified GHG Reduction Plan, serving as a resource for GHG analysis and mitigation pursuant to CEQA. Ascent prepared a CAP Compliance Checklist to assist the City in determining whether a project is consistent with the City’s CAP. The purpose of the checklist is to provide a streamlined review process for proposed projects that are subject to discretionary review and trigger environmental review pursuant to CEQA. This allows projects that demonstrate consistency with the CAP to be eligible for this streamlining procedure. Poonam is currently working with City staff to identify appropriate trigger points for checklist applicability. Ascent also developed accompanying GHG guidance detailing the pathways to CAP consistency. Ascent continues to provide third-party review services of applicant submitted GHG analyses and CAP Checklists. Poonam serves as principal-in-charge on this project and coordinates closely with the team on reviews.

San Diego County Climate Action Plan and Supplemental EIR County of San Diego Planning and Development Services
Principal-in-Charge
Poonam is serving as the principal-in-charge working with the County of San Diego to develop an ambitious, visionary CAP that strives to meet a 2030 target to mitigate for the County’s General Plan and a carbon neutrality goal for 2035-2045. The CAP is being developed in alignment with a Regional Decarbonization Framework that envisions a zero-carbon future for San Diego.

Development of the CAP includes far-reaching, inclusive outreach that captures County residents YEARS OF EXPERIENCE 14

EDUCATION
MS, Environmental Engineering (Focus:

Air Quality Engineering and Science),
University of Illinois, Urbana-Champaign
BE, Chemical Engineering, Birla Institute
of Technology and Science, Pilani, India

TRAINING
Lakes Environmental AERMOD Air
Dispersion Modeling Course

PROFESSIONAL AFFILIATIONS
Association of Environmental
Professionals
Air and Waste Management Association
American Association for Aerosol
Research

PUBLICATIONS
Poonam Boparai and Honey Walters.
2016 (March 30). “Greenhouse Gas
Analysis after the Supreme Court’s
Newhall Ranch Decision.” AscentShare
White Paper

Poonam Boparai
SACRAMENTO | LAKE TAHOE | OAKLAND | SAN DIEGO
that have not typically been represented in planning and political processes. The CAP will also address the carbon sequestration benefits of the County’s vast open spaces, rangelands, and agricultural lands. At the same time, Ascent is addressing County operations and developing GHG reduction measures that demonstrate the County’s leadership in tackling climate change. The County’s previous CAPs have been the subject of litigation on the narrow subject of General Plan Amendments and use of carbon offsets. The new CAP is being developed to respond to the court rulings and is focused on the County’s anticipated land use maps.

San Diego Port District Climate Action Study, San Diego County San Diego Unified Port District
Principal-in-Charge
Ascent is working with the San Diego Port District in assessing the feasibility of GHG reduction measures in anticipation of the District’s upcoming CAP Update. The project includes updates to the District’s GHG forecasts for two scenarios – a State regulatory scenario and a Port Master Plan Update scenario. The legislatively adjusted business-as-usual scenario includes State regulations that affect Port operations, especially maritime sources. The focus of the Study is to develop a database of measures that are implementable for both Port and tenant operations. Poonam oversees the team that conducted GHG emissions forecasting based on project growth within the District and quantified reduction measures to meet the District’s GHG reduction targets. The Ascent team is working with Port District staff to develop GHG reduction measures and quantified potential GHG savings from implementation. The project will provide the Port District with potential options and multiple pathways to achieve long-term GHG reduction targets in a feasible manner.

SANDAG Climate Planning Services, San Diego County
San Diego Association of Governments
Principal-in-Charge
Ascent was retained by SANDAG to standardize and streamline climate action planning in the San Diego region, which is faced with the challenge of balancing sensitive environmental resources and ecosystems with the need for economic vitality. Ascent assisted SANDAG in developing a regional framework that leverages research and regional capacity to create a consensus-based mechanism for combating climate change and reducing GHG emissions. The regional framework is intended to guide local governments in developing consistent GHG emissions inventories and projections, streamline data collection, set consistent GHG reduction targets that align with state goals, quantify GHG reduction measures, and develop CAPs consistent with CEQA, as applicable. Ascent has also completed CAPs for the cities of Vista, San Marcos, Escondido, and Lemon Grove, Encinitas, Solana Beach, and El Cajon and under this contract. Poonam is serving as the principal-in-charge for this program.

Imperial Valley Regional Climate Action Plan
Southern California Association of Governments
Principal-in-Charge
Ascent is developing a Regional CAP for the Imperial Valley region with funding from SCAG and in coordination with the Imperial County Transportation Commission. Unincorporated Imperial County, and Cities of Brawley, Calexico, Calipatria, El Centro, Holtville, Imperial, and Westmorland are SCAG member agencies. The region presents unique challenges and opportunities in climate planning with longer trip lengths, large scale agricultural operations, proximity to the U.S./Mexico border, underlying air quality issues, and a local utility that supplies water and electricity (Imperial Irrigation District). Any plan for GHG reductions in the region needs to be developed while being sensitive to local economic conditions with the goal of setting the SCAG member agencies up for success. The Regional CAP includes a tailored profile and plan for each member agency to prioritize actions with local co-benefits. Poonam is serving as principal-in-charge for this effort.

City of Rancho Cucamonga General Plan Update – Climate Action Plan, Vulnerability Assessment, and Adaptation Strategies
City of Rancho Cucamonga
Principal-in-Charge
Ascent is developing a CAP, Vulnerability Assessment, and Adaptation Strategies for the City of Rancho Cucamonga in concert with a General Plan update. The CAP will include GHG reduction strategies aimed toward achieving local goals for 2030 and 2040. The adaptation strategies are being integrated into the SB 379-compliant General Plan Safety Element update (being prepared by Ascent subconsultant Atlas Planning Solutions). Our work has involved close coordination with the San Bernardino Council of Governments’ regional climate planning efforts (i.e., the San Bernardino County Regional Greenhouse Gas Reduction Plan). Poonam is serving as principal-in-charge for this effort.

Alyssa Way

PROJECT MANAGER
Alyssa Way is an air quality and climate change analyst with experience in environmental impact analysis, data analysis, technical writing, and document preparation. She has worked on projects related to CEQA analysis and climate action planning. Her multidisciplinary education and professional experience allow her to conduct in-depth technical environmental analysis and provide resolution. Alyssa has conducted numerous air quality and GHG analysis for EIRs and authored the GHG, air quality, and energy EIR sections for a variety of CEQA documents. She also serves as the air quality and GHG specialist for the County of San Diego, where she conducts reviews of applicant-submitted air quality and GHG studies and provides guidance on related issues for County projects and scoping for CEQA documentation.

PROJECT EXPERIENCE
As-Needed Air Quality and Climate Change Services, San Diego County County of San Diego, Planning and Development Services
Air Quality and Climate Change Specialist
Alyssa serves in an independent contractor position at the County of San Diego’s Department of Planning and Development Services (PDS) on an ongoing basis. In this role, she is responsible for review of applicant-submitted air quality, climate change, and energy technical studies and environmental document sections for technical accuracy and compliance with County guidelines.

The work involves close coordination with project managers in the PDS Project Planning Division.

Alyssa provides input and reviews at various stages of a project, including scoping letters, initial reviews, iteration reviews, conditions of approval, and environmental clearance documents. [2019– ongoing]
CEQA Compliance for Escondido Climate Action Plan Update, San Diego County City of Escondido
Air Quality and Climate Change Analyst
An IS/MND was prepared to evaluate the potential effects of adoption and implementation of the Escondido CAP. The City’s CAP includes GHG reduction measures that establish a framework to reduce community-wide GHG emissions consistent with legislative requirements. The CAP is part of a regional effort undertaken among a majority of San Diego County jurisdictions. Alyssa prepared several sections of the IS/MND for the updated CAP, including air quality, greenhouse gas, energy, and noise.

SANDAG Climate Planning Services, San Diego County
San Diego Association of Governments
Air Quality and Climate Change Specialist
Ascent was retained by SANDAG to standardize and streamline climate action planning in the San Diego region. The region is faced with the challenge of balancing sensitive environmental resources and ecosystems with the need for economic vitality. SANDAG, in its capacity as the regional planning agency, is uniquely positioned to transcend jurisdictional boundaries and engender a regional approach to this challenge. Ascent is assisting SANDAG in developing a regional framework that would leverage research and regional capacity to create a consensusYEARS OF EXPERIENCE 3

EDUCATION
MA, City and Regional Planning
(Environment and Sustainability
emphasis), California Polytechnic State
University, San Luis Obispo
BA, Urban Studies (Sustainability
emphasis), University of California, Irvine

AFFILIATIONS
California American Planning
Association (APA)

SOFTWARE CAPABILITIES
ArcGIS, Adobe Creative Suite, SketchUp,
CalEEMod, EMFAC, OFFROAD

Alyssa Way
SACRAMENTO | LAKE TAHOE | OAKLAND | SAN DIEGO
based, reduction measures) for combating climate change and reducing GHG emissions. The regional framework is intended to guide local governments in developing consistent GHG emissions inventories and projections, streamline data collection, set consistent GHG reduction targets that align with state goals, quantify GHG reduction measures, and develop CAPs consistent with CEQA. Ascent is preparing the regional framework to support SANDAG’s Regional Transportation Plan, developing and distributing regional inventory data to all member agencies, developing CAPs for the Cities of Encinitas, Solana Beach, Vista, Escondido, El Cajon, San Marcos, and Lemon Grove, and providing monitoring tools for the City of Del Mar. Alyssa has served as the climate change analyst in developing CAPs for the Cities of Vista, Escondido, San Marcos, and Lemon Grove. The preparation of these CAPs includes disseminating GHG emissions inventories and projections, working with each city and its respective public representatives and citizens to evaluate and determine appropriate GHG emissions reduction measures to meet reduction goals, estimating the total GHG emissions reductions through the implementation of CAP measures, and providing each city with a CAP document presenting the information, findings, and goals in a clear and implementable manner.

Murrieta Climate Action Plan Update, Riverside County
City of Murrieta
Climate Change Analyst
Ascent led preparation of the City of Murrieta’s Climate Action Plan update and the climate change, air quality, and noise analyses for the Focused General Plan Amendment (FGPA) Supplemental Environmental Impact Report (SEIR). Alyssa served as the climate change analyst during climate action planning process, developing the City’s GHG reduction strategies for key emissions sectors and serving as the primary author for the updated Climate Action Plan. She also conducted air quality and greenhouse gas modeling and authored the air quality and greenhouse gas technical report for the SEIR.

Metropolitan Water District of Southern California Climate Action Plan Metropolitan Water District of Southern California (Rincon Consultants) Climate Change Analyst
Ascent was tasked with developing a list of potential GHG reduction measures, identifying costs and co-benefits, and quantifying GHG reductions. Alyssa co-developed a list of GHG reduction measures and quantified GHG reduction measures targeting specific sectors, including energy, waste, water, and transportation.

Sunnyvale Climate Action Playbook Technical Support, Santa Clara County City of Sunnyvale
Assistant Project Manager
Ascent is supporting the City of Sunnyvale in developing a consistency checklist and technical appendix for the City’s Climate Action Playbook, as well as an addendum, in order for the Playbook to be a “qualified” GHG emissions reduction plan that can be used for streamlining of environmental review of City projects consistent with State CEQA Guidelines Section 15183.5. Alyssa is assisting with project management and conducting the technical analysis of qualifying the Playbook.

Placer County Climate Action Plan
County of Placer
Project Planner
In January 2020, Placer County adopted its Sustainability Plan. The County adopted the policy guided document to meet California’s GHG emission reduction goals and reduce its risks from climate change. In the development of the Plan, Alyssa was tasked with developing GHG reduction strategies and quantified their emissions reductions in order for the County to meet GHG reduction targets beyond state and federal legislative reductions. She was also one of the primary authors for the Sustainability Plan document Contra Costa County Climate Action Plan
County of Contra Costa
Project Planner
Contra Costa County proposed to update its adopted December 2015 Climate Action Plan to align with the County’s updated General Plan.

The CAP update consisted of updating the 2013 interim inventory to year 2017 to meet the 2020 GHG reduction target. The CAP update also proposed forecasting emissions for the years 2030, 2040, and 2050. Alyssa was responsible for the proposed CAP inventory update and emissions forecasting of key emission sectors according to the County’s General Plan update.

Sonam Sahu, PhD

GHG ANALYST AND OUTREACH SPECIALIST
Sonam Sahu has worked on Paris Agreement implementation and supported developing countries in advancing their climate targets. She has over 3 years of research experience working on climate change action plans and GHG analysis, and approximately 2 years of experience in public outreach and engagement. She developed a new multi-scoring analysis tool called the Climate Change Planning Index for the Mumbai Metropolitan Region in India while working on her research project. She has worked on multiple climate change–related projects with academic institutes and private organizations.

PROJECT EXPERIENCE
Sonam is currently providing consulting support on developing and implementing Climate Action Plans for the cities of California including:
„ Preparing greenhouse gas (GHG) emissions inventories and future emissions projections, setting GHG targets
„ Developing vulnerability scoring and climate adaptation strategies for local communities „ Working with state agencies across cross-cutting topics like air, water, transportation, housing, disadvantaged communities, etc.

YEARS OF EXPERIENCE 10

EDUCATION
Ph.D. in Global Environmental Studies,
Kyoto University, School of Global
Environmental Studies, Kyoto, Japan
Post Graduate Diploma in Urban
Planning and Development, Indira
Gandhi National Open University, Delhi,
India
MS, Disaster Mitigation and
Management, Indian Institute of
Technology, Roorkee, India
B.Arch, Government College of
Architecture, Gautam Buddha Technical
University, Lucknow, India

Matthew Gelbman, AICP

OUTREACH ADVISOR
Matt Gelbman is a senior urban planner with over 12 years of experience working on comprehensive plans, specific plans, and other special focus plans throughout California. As a project manager, Matt is responsible for coordinating with clients, leading interdisciplinary teams, adhering to schedules and budgets, and overseeing work on deliverables. He is currently working as an assistant project manager working closely with internal and external teams to produce the Port Master Plan Update. Other significant recent work includes preparation of the Southwest Village Specific Plan for Pardee Homes, and the 3Roots San Diego Master Planned Development Permit (MPDP) for Mesa Canyon Community Partners—which together will lead to the approval of over 7,000 homes. Matt also led preparation of the Morena Corridor Specific Plan for the City of San Diego. In addition, Matt is an experienced facilitator and effective communicator and has experience developing and executing community outreach strategies and public participation programs. He has experience using a variety of creative outreach tools and techniques, such as mobile meetings, interactive surveys, mapping activities, websites, and videos, and has led many traditional public workshops and open house meetings.

PROJECT EXPERIENCE
County of San Diego Climate Action Plan
County of San Diego Planning & Development Services
Outreach Lead
Ascent is working to prepare a new CAP and associated EIR for the County of San Diego. The County is preparing the updated CAP in response to litigation that led to rescission of the previous CAP. As part of this effort, Matt is leading the public engagement effort the CAP update, including preparation of a comprehensive community engagement strategy. Equity is a major focus of the outreach effort, and Matt has been leading focus groups to reach underrepresented communities and ensure they have an opportunity to participate. In addition, virtual public workshops, online surveys, stakeholder engagement also includes a social media strategy and has included the preparation of informational videos. [12/2020–ongoing] County of San Diego General Plan – Environmental Justice Element, Safety Element Update
County of San Diego Planning & Development Services
Project Manager/Outreach Lead
Ascent is leading the preparation of the County of San Diego’s first Environmental Justice Element, including developing a custom methodology to identify disadvantaged communities to meet the requirements of SB1000. In addition, Ascent is updating the County’s Safety Element to meet the requirements of SB 99 and SB 379, including development of a Vulnerability Assessment and Adaptation Strategies. The project has included extensive public outreach, including tailored efforts, such as partnerships with community-based organizations, to reach disadvantaged communities.

YEARS OF EXPERIENCE 12

EDUCATION
Master of Urban and Regional Planning,
University of California, Irvine
BA, Sociology, Boston University

CERTIFICATIONS
American Institute of Certified Planners
(No. 025490), 2012
Emotion, Outrage, and Public
Participation, International Association
of Public Participation (2013)

PROFESSIONAL AFFILIATIONS
American Planning Association, San
Diego Section, Professional
Development Officer (2013–2017)
American Planning Association, Orange
Section, Vice Director of Public
Information (2008–2011)

SOFTWARE CAPABILITIES
ArcGIS, Adobe Creative Suite
AWARDS
Morena Corridor Specific Plan, Best
Practice Award from the San Diego
Section of the American Planning
Association (2020)

Matthew Gelbman, AICP
SACRAMENTO | LAKE TAHOE | OAKLAND | SAN DIEGO
Senate Bill 2 Planning Grants Technical Assistance Services California Department of Housing and Community Development Regional Liaison for San Diego Region
Through the SB 2 Planning Grants Technical Assistance Program, Ascent and PlaceWorks are providing technical assistance to all local governments in California to help cities and counties prepare, adopt, and implement plans and process improvements that streamline housing approvals and accelerate housing production. Matt has been leading Ascent’s effort to prepare a toolkit to provide guidance on objective design guidelines for HCD. In addition, he serves as the regional liaison for the San Diego Region, working directly with local jurisdictions to prepare and review applications, and has supported technical assistance workshops. He has also contributed to bestpractices research on objective design standards as part of the project.

County of San Diego Alpine Community Plan
County of San Diego Planning & Development Services
Project Manager/Outreach Lead
Ascent is working with the County of San Diego to provide support for the Alpine Community Plan Update. Ascent’s role includes preparing final updates to the Community Plan, as well as the preparation of Design Guidelines and related Zoning and Form-Based Code updates. As part of this effort, Ascent is also preparing graphics and supporting community outreach efforts. Matt is serving as project manager managing the team for this effort.

Port of San Diego Master Plan Update, San Diego County
Nexus Consulting/San Diego Unified Port District
Assistant Project Manager/Planner
Matt is working on the comprehensive update to the Port’s Master Plan, with the intent of developing a modern, streamlined Port Master Plan document to meet Coastal Act requirements and to facilitate future project implementation. Ascent’s role includes the coordination of detailed policies and development standards for each of the Planning Districts, as well as coordination with other team members on baywide and district-level policies to increase and improve coastal access and recreation opportunities consistent with the District’s goals.

Palm Avenue Revitalization Plan, San Diego County
City of San Diego/Caltrans
Senior Planner/Outreach Lead
Matt was a senior planner and helped prepare a revitalization plan for a 1.5-mile section of Palm Avenue, an auto-oriented corridor linking Imperial Beach to San Diego and the Palm Avenue Trolley Station. Matt contributed to the development of the urban design framework and multimodal mobility strategy. He also led the outreach for the plan and executed a robust community involvement process, including a bike audit and several community meetings, as well as coordination with the South County Economic Development Corporation. The plan provides a long-term vision for the evolution of Palm Avenue into a walkable, pedestrian-friendly, mixed-use corridor and complete street.

The plan identified a series of catalyst projects, including operational improvements and beautification efforts, as well as longer-term implementation projects to improve mobility for all users. 3Roots Master Planned Development Permit, San Diego County Mesa Canyon Community Partners
Project Manager/Planner
Matt served as the lead planner and project manager responsible for the preparation of a Master Planned Development Permit (MPDP) for an innovative community in Mira Mesa, in the heart of one of San Diego’s largest job centers. The 3Roots MPDP will enable the transformation of a former gravel mine into a connected, mixed-use community and will provide a range of housing. 3Roots will be a include diverse neighborhoods, complete with parks, trails, a restored natural creek, neighborhood-serving retail, multimodal transit options, and hundreds of acres of preserved open space. The MPDP provides the regulatory foundation for the entitlement of development and integrates land use regulations, design standards, and an implementation strategy. The MPDP also provides a comprehensive perspective of 3Roots by providing a description of the vision, mobility, and sustainability strategies.

Chris Mundhenk

CEQA ADVISOR
Chris Mundhenk has 22 years of experience in the performance of technical analysis, regulatory permitting, and management of CEQA and NEPA compliance projects. He also has extensive experience with air quality, GHG, and noise modeling, in addition to multiple biological surveys (both protocol- and reconnaissance-level). Chris has managed a diverse array of projects, ranging from programmatic/large-scale projects like campus plans and larger specific plans to smaller development/infrastructure projects for both public and private clients, including multiple cities and counties throughout Southern and Northern California, the California Department of Fish and Wildlife, Pardee Homes, Santa Anita Park, California Pacific Medical Center, the Sacramento Municipal Utility District, Sacramento Area Flood Control Agency, Metropolitan Water District of Southern California, County Sanitation Districts of Los Angeles County, Southern California Association of Governments, and California Department of Corrections and Rehabilitation. He also worked for 4 years as an in-house consultant for the Metropolitan Water District of Southern California, where he oversaw preparation of numerous CEQA compliance documents and prepared comment letters on behalf of Metropolitan.

Chris has also been tasked with the responsibilities of contract management for on-call technical services contracts for several public agencies, including Metropolitan, the University of California at Davis, Sacramento Municipal Utilities Department, California Department of Corrections and Rehabilitation, and California Department of Fish and Wildlife. In the execution of these contracts, he oversees and manages staff during the preparation of CEQA/NEPA documents, mitigation monitoring, and permit acquisition.

PROJECT EXPERIENCE
Community Air Protection Blueprint EA, Statewide
California Air Resources Board
Project Manager
Chris managed preparation of the EA for the CARB Community Air Protection Blueprint, which was required by AB 617 (2017). The Blueprint establishes a process for identifying communities with a high cumulative exposure burden, statewide strategies to reduce emissions of criteria air pollutants and toxic air contaminants (TACs), and criteria for development and implementation of community emission reduction programs and community air monitoring systems.

John Adams Middle School Replacement of Classroom Buildings E, F, & G, New Administration, Modernization, and Site Improvements Project IS/MND, Los Angeles County
Santa Monica-Malibu Unified School District
Primary Contributor
Chris prepared the air quality, greenhouse gas, and noise evaluations of construction and operation of new classroom facilities and expanded sustainability features at the existing John Adams Middle School in Santa Monica. These features included solar panels and upgraded/energy-efficient lighting, as well as additional insulation. The improvements would continue through a portion of the school year, and as a result, potential impacts to the on-site YEARS OF EXPERIENCE 22

EDUCATION
BA, Biology and Public Policy Analysis,
Pomona College

REPRESENTATIVE PROFESSIONAL

PRESENTATIONS
Association of Environmental
Professionals CEQA Essentials and
Advanced CEQA Seminars – Curriculum
Preparer and Presenter
(2014–2019)
Association of Environmental
Professionals Northern California
Conference Advanced CEQA – Presenter
(2014)
APA/AEP Speaker Series – Bay Delta
Plan and Outside Agency Perspectives –
Moderator (2014)

Chris Mundhenk
SACRAMENTO | LAKE TAHOE | OAKLAND | SAN DIEGO
student population were a primary concern. Other key issues included traffic, air quality, and noise.

Lincoln Middle School Replacement of Building C, Modernization, and Site Improvements Project IS/MND, Los Angeles County
Santa Monica-Malibu Unified School District
Primary Contributor
Chris was responsible for preparation of the air quality, greenhouse gas, and noise evaluations associated with the construction and operation of new classroom facilities and expanded sustainability features at the existing Lincoln Middle School in Santa Monica. These features included solar panels and upgraded/energy-efficient lighting, as well as additional insulation. The improvements would continue through a portion of the school year, and as a result, potential impacts to the on-site student population were a primary concern. Other key issues included traffic, air quality, and noise.

Downtown University Gateway District Sustainability Planning and Nishi Development Project EIR and Addendum, Yolo County
City of Davis
Project Manager
Ascent assisted the City of Davis in the development of a land use plan for a planned mixed-use community on a 47-acre site south of UC Davis, west of the city, and north of Interstate 80. The project site would be developed with up to 650 residential units, 325,000 square feet of research and development space, 20,000 square feet of retail space, and on-site recreational opportunities. The EIR was certified unanimously by the Davis City Council and was upheld in court. In 2018, Ascent prepared an addendum to the EIR analyzing the effects of a change in the proposed land uses and traffic circulation. The project is now known as the Nishi Residential Development Project. Chris assisted the City in preparing technical studies, a sustainability implementation plan for the project, and an EIR. Key issues included potential health risks associated with proposed on-site residences, agricultural resources, biological resources, noise, and transportation.

Millbrae General Plan Update and EIR/CAP
City of Millbrae (Mintier Harnish)
Project Manager
The City of Millbrae adopted its current General Plan in 1998. Since that time, the city has grown and changed. New laws have passed that affect general plans and new planning strategies have been emerged, such as sustainability, climate change, and public health. These changes require a reevaluation of the existing General Plan and confirmation of the vision for Millbrae. Ascent is serving as the GHG/climate change adaptation, air quality, and noise specialists on the consultant team for the update of the Millbrae General Plan and EIR. Ascent is also providing strategic guidance on integrating key GHG and climate change–related policies and programs from the City’s sustainability and climate initiatives within the General Plan update.

Washington Specific Plan Update, Yolo County
City of West Sacramento Community Development Department Project Manager
West Sacramento’s Washington neighborhood contains much of the city’s historic and cultural resources. The City is undertaking a comprehensive update of the 1996 Washington Specific Plan to help the neighborhood achieve its full potential. Ascent is updating the Specific Plan to address development and architectural standards, streetcar and transit-oriented development standards, historic preservation, sustainability, and signage in the area.

Andrew Martin

CEQA PROJECT MANAGER
Andrew Martin has diverse public and private sector experience in local and regional planning throughout California, with an emphasis on environmental documents and permits, climate action planning, and regional transportation planning and sustainable communities strategies. He has managed CEQA, NEPA, and environmental permit compliance for long-range plans, active transportation and transit capital improvements, and development projects, including programand project-level EIRs, MNDs, addenda, exemptions, and environmental permits and technical studies. Andrew’s climate action planning experience includes preparing Climate Action Plans for local jurisdictions, overseeing the delivery of customized climate action planning services for several SANDAG member cities, providing technical assistance and analysis for electric vehicle charging, developing a regional GHG inventory and projections, and crafting regional measures to reduce GHG emissions. He was a regional planner for SANDAG for 10 years.

REPRESENTATIVE PROJECT EXPERIENCE
San Diego County Climate Action Plan
County of San Diego
Project Manager
Andrew is managing the County of San Diego (County) Climate Action Plan (CAP) to develop an ambitious, visionary CAP that strives to meet a 2030 target to mitigate for the County’s General Plan and a carbon neutrality goal for 2035-2045. The CAP is being developed in alignment with a Regional Sustainability Plan that envisions a zero-carbon future for San Diego. Development of the CAP includes far-reaching, inclusive outreach that captures County residents that have not typically been represented in planning and political processes. The CAP is also addressing local agriculture, not just for its impacts, but for the value it provides to the region. The CAP will also address the carbon sequestration benefits of the County’s vast open spaces, rangelands, and agricultural lands. At the same time, Ascent is addressing County operations and developing greenhouse gas reduction measures that demonstrate the County’s leadership in tackling climate change.

Climate Action Study, San Diego County
San Diego Unified Port District
Project Manager
Ascent is working with the San Diego Port District in assessing the feasibility of GHG reduction measures in anticipation of the District’s upcoming CAP Update. The project includes updates to the District’s GHG forecasts for two scenarios—a state regulatory scenario and a Port Master Plan update scenario. As project manager, Andrew oversaw development of GHG target recommendations to the year 2050 based on the State’s goals and future inventories of Districtwide emissions through 2050 based on BAU and legislative-adjusted BAU scenarios.

Climate Change Solutions – Climate Resilience Opportunities San Diego Association of Governments
Senior Advisor
Ascent prepared a report identifying and analyzing opportunities for SANDAG to implement new or expanded climate resilience activities in the San Diego region. The report explore 12 Resilience Opportunities that would benefit SANDAG member agencies and the region more broadly. Each YEARS OF EXPERIENCE 15

EDUCATION
MCP (Master of City Planning), San
Diego State University
BA, Sociology, California State
University, Long Beach

Andrew Martin
SACRAMENTO | LAKE TAHOE | OAKLAND | SAN DIEGO
Resilience Opportunity is considered against a diverse set of evaluation criteria designed to facilitate informed decision making by SANDAG staff, elected officials, and other stakeholders. Andrew provided strategic guidance on the project, including organizing the resilience opportunities into logical categories, development of the evaluation criteria, and articulating the role of climate equity in SANDAG’s climate resiliency planning. He also authored multiple sections of the report evaluating individual resilience opportunities.

CEQA Compliance and Public Engagement for San Marcos Climate Action Plan, San Diego County City of San Marcos
Project Manager
The City of San Marcos adopted an update to its Climate Action Plan in 2020. The updated CAP identifies measures to reduce communitywide GHG emissions in San Marcos to 40 percent below 1990 levels by 2030, consistent with state goals. Ascent supported the City’s public engagement efforts during development of the updated CAP, including conducting three public workshops and developing surveys to solicit input on preliminary GHG reduction measures through the City’s website and in “real-time” during the workshops. Ascent also prepared the IS/ND for the CAP Update. Andrew was project manager for the IS/ND public engagement support.

Murrieta Climate Action Plan and Air Quality, Greenhouse Gas Technical Analysis, Riverside County City of Murrieta (Rick Engineering)
Project Manager
Ascent is working with the City and Rick Engineering to prepare a Climate Action Plan and air quality and GHG technical analysis in support of a focused General Plan Amendment (GPA). The CAP will include baseline and future inventories of community-wide GHG emissions through the GPA buildout year, GHG reduction target recommendations based on state goals and quantifiable GHG reduction measures that demonstrate how the City will achieve its GHG reduction targets. The CAP will serve as a Qualified GHG Reduction Plan under the State CEQA Guidelines to streamline the GHG analysis of future projects under the GPA. Ascent is preparing a CAP compliance checklist that will allow CEQA streamlining of future projects that demonstrate CAP consistency. Ascent is also preparing air quality and GHG technical analysis of the GPA to support the project’s EIR. Andrew is serving as the project manager for the CAP and air quality and GHG technical analysis.

Ventura County Program EIR for the 2040 General Plan
County of Ventura (Mintier Harnish)
Project Manager
Andrew was the project manager for preparation of a Program EIR for the County of Ventura’s comprehensive general plan update – the 2040 General Plan. Ventura County is unique because of the successful countywide land use planning efforts that have preserved the county’s open space and scenic character, including the Guidelines for Orderly Development, greenbelt agreements, and the Save Open Space & Agricultural Resources (SOAR) initiatives. The 2040 General Plan directs urban development to cities and existing unincorporated communities to preserve its working and rural landscapes, agricultural lands, scenic vistas, natural resources, and recreational opportunities.

It also sets forth the goals and policies to guide future land use and resource decisions within the unincorporated areas of the county and identifies the implementation programs required to carry out the goals and policies. Major focus areas include environmental justice, reducing vehicle miles traveled, planning for complete streets, addressing the impacts of oil and gas extraction, and integrating greenhouse gas (GHG) reduction measures and climate adaptation planning throughout the General Plan. Ascent worked in collaboration with the County to develop EIR mitigation measures in the form of policies and implementation programs to address potentially significant impacts.

Key areas of concern addressed in detail in the EIR included the generation of greenhouse gas emissions, impacts to oil and gas extraction, and protection of agricultural resources.

Nicole Greenfield

CEQA ANALYST
Nicole Greenfield has 6 years of experience in the environmental consulting field. She has prepared environmental documentation for transportation, recreation, and infill development projects throughout California. She has worked on projects with agencies that include the City of Los Angeles Bureau of Engineering, California Department of Transportation, California HighSpeed Rail Authority, Los Angeles County Metropolitan Transportation Authority, and various local governments. Nicole uses her strong writing and critical thinking ability to support clients through the CEQA/NEPA process from project initiation to completion. Her responsibilities include preparing environmental documents and technical studies, conducting thorough QA/QC reviews, providing support at public meetings, and collaborating with interdisciplinary teams of designers, engineers, and technical specialists.

Nicole has also provided support with conducting rare plant and bat surveys, completing regulatory permit applications, and monitoring construction sites for permit compliance. She previously worked in ecosystem management and ecological restoration. Her experience includes habitat and vegetation surveys for biological research, as well as water quality and vegetation monitoring for various restoration projects.

PROJECT EXPERIENCE
San Diego County Climate Action Plan Supplemental EIR, San Diego County County of San Diego
Environmental Planner
The County of San Diego is preparing a Supplemental Environmental Impact Report (EIR) for its Climate Action Plan (CAP) and associated actions, which include (1) an amendment to the San Diego County General Plan; (2) a revision to the mitigation monitoring and reporting program for the 2011 General Plan Update EIR; (3) a revision to a greenhouse gas threshold of significance, and (4) a revised Guidelines for Determining Significance for Climate Change. Nicole is preparing the Aesthetics and Agriculture and Forestry sections of the Supplemental EIR.

Apple Valley Love’s Travel Stop EIR, San Bernardino County Town of Apple Valley
Environmental Planner
Love’s Travel Stops and Country Stores is proposing to construct and operate a full-service travel stop on approximately 15.33 acres of undeveloped land at the northeast corner of Interstate 15 and Stoddard Wells Road in the Town of Apple Valley. The project includes a 9,659-square-foot convenience store, 3,043-square-foot fast food restaurant with drive-through, and 183 parking spaces. Nicole is preparing the Notice of Preparation/Initial Study and the Environmental Impact Report.

YEARS OF EXPERIENCE 6

EDUCATION
BS, Integrative Biology, University of
California, Berkeley

Nicole Greenfield
SACRAMENTO | LAKE TAHOE | OAKLAND | SAN DIEGO
NASSCO Floating Dry Dock and Waterfront Improvement Project IS/MND, San Diego County Port of San Diego
Environmental Planner
General Dynamics NASSCO (NASSCO) is proposing the Floating Dry Dock Replacement and Waterfront Improvement Project located in San Diego, California. The Project includes the following elements: (1) Replacement of the existing floating dry dock and construction of supporting infrastructure; (2) Repair Complex Wharf Improvements; (3) Repairs to the quay wall toe of slope along stretches of shoreline throughout the NASSCO leasehold, which includes shoreline segments Lot 20 to Pier 12, floating dry dock approach pier to Berth 8, Ways to Building Dock, Berth 2 to Berth 3, Berth 4 to Berth 5, and Berth 6 to Navy Base Quay Wall; and (4) As-needed structural repair and/or replacement of selected piles at Berths 2, 3, 4, 5, 6, at Pier 12 and the floating dry dock approach pier, and at the Berth 1 Platform. Nicole is preparing the Initial Study/Mitigated Negative Declaration.

Rendezvous Phase II Apartments Project IS/MND, Riverside County City of Temecula
Environmental Planner
The proposed Rendezvous Phase II Apartments Project includes development of 134 attached apartment units within six three-story buildings on approximately 9.5 acres in the City of Temecula, California. The Project includes 56 one-bedroom units, 42 two-bedroom units, and 36 three-bedroom units. In addition, the Project would include a central pool, landscaped open space and recreational areas, exercise room, bicycle parking, and 280 vehicle parking spaces. Nicole is preparing the Initial Study/Mitigated Negative Declaration.

Woolsey Fire Recovery in the Santa Monica Mountains National Recreation Area EA, Los Angeles County National Park Service
Environmental Planner
The National Park Service is proposing to replace Santa Monica Mountains National Recreation Area facilities that were damaged or destroyed in the 2018 Woolsey Fire. At Paramount Ranch, approximately 20,000 square feet of lost structures would be rebuilt along with associated visitor safety/accessibility updates, stormwater/floodplain improvements, and code-compliant utilities. At Peter Strauss Ranch, the Miller House and outdoor assembly spaces would be reconstructed with associated visitor safety/accessibility, building code and resiliency updates, stormwater/floodplain improvements, and code-compliant utilities. Rocky Oaks is envisioned to be an administrative hub in the park and would include a new building to compensate for the lost Cooper Brown building (approximately 3,200 square feet), new park housing to replace lost park housing, code-compliant utilities, and associated paving and site amenities. Nicole is preparing the Environmental Assessment.

Los Angeles Union Station Five New Capital Projects, Los Angeles County Los Angeles County Metropolitan Transportation Authority Environmental Planner
The Los Angeles County Metropolitan Transportation Authority proposes to perform improvements at the historic Los Angeles Union Station, located at 800 North Alameda Street in Los Angeles. Nicole prepared the CEQA Categorial Exemption Memorandum. 150 E. Colorado Boulevard, Los Angeles County
City of Pasadena
Environmental Planner
The applicant is proposing a mixed-use development with residential and commercial uses, located at 150 E. Colorado Boulevard in the City of Pasadena. Nicole assisted with preparation of the IS/MND.

Mount San Antonio Gardens Wellness Center IS/MND Addendum, Los Angeles County City of Claremont
Environmental Planner
The project proposes to construct a new two-story, 9,970-square-foot Wellness Center and Community Services building at the center of the existing Mount San Antonio Gardens campus. Nicole assisted with preparation of the IS/MND Addendum.

EPIC Proposal for CAP Amendment #2 RFP 22-13 4-18-22
Energy Policy Initiatives Center 49
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EPIC Proposal for CAP Amendment #2 RFP 22-13 4-18-22
Energy Policy Initiatives Center 50

REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: May 24, 2022
SUBJECT: Resolution Accepting Bid 22-16, Highwood Park Court Resurfacing Project and Awarding a Construction
Contract to Fordyce Construction, Inc.

ISSUING DEPARTMENT: Public Works
SUMMARY:

Issues:

Should the City of La Mesa Accept Bid 22-16, Highwood Park Court Resurfacing Project and award a construction contract to Fordyce Construction, Inc. for $179,140?
Recommendation:

Adopt the attached resolution Accepting Bid 22-16, Highwood Park Court Resurfacing Project and award a construction contract to Fordyce Construction, Inc. for $179,140.

Fiscal Impact:

Funds for the project are available in capital improvement project account 306224GF. In addition, an appropriation of $88,140 ($79,140 additional for the complete construction contract and $8,000 for construction contingency) from general fund unappropriated reserves to project account 306224GF, is requested to fully fund the project.

City’s Strategic Goals:
 Continue to improve high quality municipal services
 Revitalize neighborhoods and corridors
 Enhanced recreation and quality of life opportunities

Report to Mayor and Councilmembers
Date: May 24, 2022
Page: 2 of 2
Environmental Review:

The project is Categorical Exempt pursuant to the requirements of the California Environmental Quality Act section 15301 (d).

BACKGROUND:

With the anticipated court renovations at Collier Park, Highwood Park was selected as a alternate location to provide pickleball and tennis until improvements are completed at Collier Park.

The Highwood Park Court Resurfacing Project originally was budgeted for and involved renovating three existing courts with new court surfacing. Replacement fencing, striping, and netting were added to the scope to provide a more complete renovation.

DISCUSSION:

On April 27, 2022, a notice inviting bids was advertised and the bid documents were downloaded by six prime contractors. The basis of contract award was for the lowest bid. On May 17, 2022, one bid was received electronically. The bidder was Fordyce Construction, Inc. with a total bid amount of $179,140. The engineer’s estimate for this bid was $160,000.

CONCLUSION:

Staff recommends the City Council adopt the attached resolution accepting Bid No. 22- 16, Highwood Park Court Resurfacing Project and awarding a construction contract to Fordyce Construction, Inc. for $179,140.

Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Michael Throne
City Manager Director of Public Works/City Engineer
Attachments: A. Resolution

ATTACHMENT A
RESOLUTION NO. 2022-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA

APPROVING AN APPROPRIATION OF GENERAL FUND RESERVES AND ACCEPTING BID NO. 22-16, HIGHWOOD PARK COURT RESURFACING

PROJECT AND AWARDING A CONSTRUCTION CONTRACT TO FORDYCE CONSTRUCTION, INC.

WHEREAS, the City of La Mesa continues to improve high quality municipal services and revitalize neighborhoods and corridors;
WHEREAS, the City advertised a notice inviting bids on April 27, 2022; WHEREAS, the City received one bid on the bid opening day of May 17, 2022 and Fordyce Construction, Inc. was the lowest, responsive, responsible bidder with a total base bid amount of $179,140; and
WHEREAS, the City shall appropriate $88,140 from general fund unappropriated reserves to account 306224GF.

NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that:

Fordyce Construction, Inc. bid, in the amount of 179,140, for Bid No. 22-16, Highwood Park Court Resurfacing Project was determined to be the lowest, responsive, responsible bid. Said bid is on file in the office of the City Clerk.

Appropriate $88,140 from general fund unappropriated reserves to fully fund the project and provide a contingency.

BE IT FURTHER RESOLVED that the Mayor is hereby authorized to accept and execute a construction contract with Fordyce Construction, Inc. to perform items of work at the prices set forth in said bid for a total bid award amount of $179,140.

BE IT FURTHER RESOLVED that the Director of Public Works/City Engineer is authorized to approve the substitution of subcontractors.

PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 24
th day of May, 2022, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ATTACHMENT A

CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2022- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.

MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)

REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: May 24, 2022
SUBJECT: PUBLIC HEARING AND RESOLUTION ADOPTING

THE TRANSNET REGIONAL TRANSPORTATION
IMPROVEMENT PROGRAM FOR FISCAL YEARS 2023
THROUGH 2027
ISSUING DEPARTMENT: Public Works
SUMMARY:

Issues:

Should the City Council adopt a resolution approving the TransNet Regional Transportation Improvement Program for Fiscal Years 2023 through 2027? Recommendation:

Adopt the attached resolution approving TransNet Regional Transportation Improvement Program for Fiscal Years 2023 through 2027.

Fiscal Impact:

The projects proposed in the program are funded through the TransNet ½ cent sales tax. No commitment of General Funds will be made with this action.

City’s Strategic Goals:
 Effective and efficient traffic circulation and transportation BACKGROUND:

Pursuant to federal and state law, and the TransNet Ordinance, local agencies are required to submit a five year capital program of transportation related projects to the San Diego Association of Governments every two years. The Regional Transportation Improvement Program (RTIP) is the transportation capital improvement program. The RTIP was last updated and adopted by City Council on April 14, 2020.

Report to Mayor and Councilmembers
Date: May 24, 2022
Page: 2 of 3
Following adoption by each local jurisdiction, a regional program is compiled and adopted by the SANDAG Board. This RTIP is required to be presented at a public hearing, and a resolution of the program approved by the City Council and submitted to SANDAG by July 1, 2022.

The TransNet reauthorization that was passed by San Diego voters in November 2004 includes a stipulation that an agency is required to spend at least 70% of its TransNet funds on construction activities that are defined as leading to congestion relief. La Mesa’s RTIP project list continues to meet this objective.

In Fiscal Year 2018 (FY18), the City Council passed a resolution authorizing participation in the SANDAG commercial paper program. The commercial paper program provides a mechanism for an agency to borrow TransNet funds in advance of expected revenues with the intent of constructing larger scale projects. The Council authorized borrowing of up to $2 million. Funds from the commercial paper program were used for the West La Mesa Street Improvements Project and repayment of approximately $400,000 a year began in FY19 and will end in FY23.

DISCUSSION:

Historically, TransNet funds have been programmed for a variety of transportation needs including both capital and maintenance projects. The proposed project titles (categories) in the TransNet Local Street Improvement programming for the Fiscal Years 2023 through 2027 RTIP are the same as past years, except for the deletion of the Massachusetts Avenue and Blackton – Bike Connectivity and Intersection Improvements project and the North Spring Street Smart Growth Corridor project, which have both been completed in Fiscal Year 2022.

New for the FY23 RTIP are SANDAG’s requirement for local agencies to include transportation related projects that have received state or federal grant funds, those identified as regionally significant and those that are expected to increase transportation capacity. The following projects were added into this RTIP because they received state or federal grant funding – La Mesa Bike and Sidewalk Connections, Grossmont Center Bridge Drive, and La Mesa Boulevard Complete Streets Segments 1 and 2.

The program is funded to reflect the established goals and priorities of the City Council of “effective and efficient traffic circulation and transportation” and the Vision Zero Policy. Staff will use the activities in the Vision Zero Policy to prioritize the projects within the categories.

A summary of the categories and proposed funding amounts are shown on the SANDAG TransNet Worksheet (Attachment B). The attachment will be submitted to SANDAG and the projects and funding amounts entered into the ProjectTrak system.

Report to Mayor and Councilmembers
Date: May 24, 2022
Page: 3 of 3
Staff prepared the RTIP Summary (Attachment C), which shows the proposed unspent TransNet funds from the prior year (Carry Forward) along with the proposed programming of FY23-27 to help summarize the categories, funding totals and verify the program meets the 70% requirement.

CONCLUSION:

Staff recommends adopting the attached resolution approving the TransNet Regional Transportation Improvement Program for Fiscal Years 2023 through 2027. Adoption of this resolution will provide the necessary legal authority for the City of La Mesa to spend these funds on its transportation program.

Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Michael W. Throne, PE
City Manager Director of Public Works
Attachments: A. Resolution
B. SANDAG TransNet Worksheet
C. FY23-27 RTIP Summary

RESOLUTION NO. 2022-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA ADOPTING

THE TRANSNET LOCAL STREET IMPROVEMENT PROGRAM FOR FISCAL YEARS 2023 THROUGH 2027
WHEREAS, on November 4, 2004, the voters of San Diego County approved the San Diego Transportation Improvement Program Ordinance and Expenditure Plan (TransNet Extension Ordinance), which has been amended from time to time in accordance with the applicable amendment requirements; and
WHEREAS, the TransNet Extension Ordinance provides that SANDAG, acting as the Regional Transportation Commission, shall approve on a biennial basis a multi-year program of projects submitted by local jurisdictions identifying those transportation projects eligible to use transportation sales tax (TransNet) funds; and
WHEREAS, the City of La Mesa was provided with an estimate of annual TransNet local street improvement revenues for fiscal years 2023 through 2027; and WHEREAS, the City of La Mesa has held a noticed public hearing with an agenda item that clearly identified the proposed list of projects prior to approval of the projects by its authorized legislative body in accordance with Section 5(A) of the TransNet Extension Ordinance and Rule 7 of SANDAG Board Policy No. 31;
NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED that pursuant to Section 2(C)(1) of the TransNet Extension Ordinance, the City of La Mesa certifies that no more than 30 percent of its cumulative revenues shall be spent on local street and road maintenance-related projects, or that its expenditures are consistent with the most recent TransNet Extension Ordinance requirements adopted by SANDAG.

BE IT FURTHER RESOLVED that pursuant to Section 4(E)(3) of the TransNet Extension Ordinance, the City of La Mesa certifies that all new projects, or major reconstruction projects, funded by TransNet revenues shall accommodate travel by pedestrians and bicyclists, and that any exception to this requirement permitted under the Ordinance and proposed shall be clearly noticed as part of the City of La Mesa’s public hearing process.

BE IT FURTHER RESOLVED that pursuant to Section 8 of the TransNet Extension Ordinance, the City of La Mesa certifies that the required minimum annual level of local discretionary funds to be expended for street and road purposes will be met throughout the 5-year period consistent with the most recent Maintenance of Effort Requirements adopted by SANDAG.

BE IT FURTHER RESOLVED that pursuant to Section 9A of the TransNet Extension Ordinance, the City of La Mesa certifies that it will exact $2,688.21 plus all applicable annual increases, from the private sector for each newly constructed residential housing unit in that jurisdiction (unless exempted under the TransNet Extension Ordinance,) and shall contribute such exactions to the Regional Transportation Congestion Improvement Program (RTCIP).

BE IT FURTHER RESOLVED that pursuant to Section 13 of the TransNet Extension

Ordinance, the City of La Mesa certifies that it has established a separate Transportation Improvement Account for TransNet revenues with interest earned expended only for those purposes for which the funds were allocated.

BE IT FURTHER RESOLVED that pursuant to Section 18 of the TransNet Extension Ordinance, the City of La Mesa certifies that each project of $250,000 or more will be clearly designated during construction with TransNet project funding identification signs.

BE IT FURTHER RESOLVED that the City of La Mesa does hereby certify that all other applicable provisions of the TransNet Extension Ordinance and SANDAG Board Policy No. 31 have been met.

BE IT FURTHER RESOLVED that the City of La Mesa agrees to indemnify, hold harmless, and defend SANDAG, the San Diego County Regional Transportation Commission, and all officers and employees thereof against all causes of action or claims related to City of La Mesa’s TransNet funded projects.

NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED by the City Council of the City of La Mesa, California, that the City Council adopt the TransNet Local Street Improvement Program for Fiscal Years 2023 through 2027.

PASSED AND ADOPTED at a Regular meeting of the City Council of the City of La Mesa, California, held the 24th day of May 2022, by the following vote, to wit:

AYES:

NOES:

ABSENT:

CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2022- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited.

MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)

RTIP ID Project Title Project Description
LAM31 Street Zone
Maintenance
TransNet - LSI: MaintRTIP ID Project Title Project DescriptionLAM32 Pavement Management System
TransNet - LSI: MaintRTIP ID Project Title Project DescriptionLAM33 Curb and Gutter, Sidewalk, Ped Ramps
TransNet - LSI: MaintRTIP ID Project Title Project DescriptionLAM34 Street LightsTransNet - LSI: CRRTIP ID Project Title Project DescriptionLAM37 Traffic Signal UpgradesTransNet - LSI: CRRTIP ID Project Title Project DescriptionLAM39 Traffic Calming Improvements & Active Transportation Improvements
TransNet - LSI: MaintRTIP ID Project Title Project DescriptionLAM40 Street Reconstruction Street reconstruction including construction of a new structural pavement surface greater than 1" in depth, to provide a smooth travel surfaceTransNet - LSI: CR

REGIONAL TRANSPORTATION IMPROVEMENT PROGRAM
FY2023 to FY 2027
City of LA MESA
Complete minor repairs and/or maintenance of streets including crack seal, slurry seal, scrub seal and concrete repairs to extend pavement useful lifePreparation of pavement management system; this information is used to determine the condition of City streets and help prioritize street projectsRemove and replace identified and prioritized tripping hazards; installation of and replacement of pedestrian ramps, in order to comply with the Americans with Disabilities Act; replace or install new sidewalks, curbs and guttersInstallation of new street lights and street light upgrades to bring completed underground districts and other streets up to current city lighting standardsComplete traffic signal upgrades including protected left turns, overhead signals in lieu of island signals and pedestrian ramps for improved pedestrian accessImplement traffic calming measures including signage and striping, speed humps and other tools in locations throughout the City in accordance with the City's Neighborhood Traffic Management Program

RTIP ID Project Title Project Description

REGIONAL TRANSPORTATION IMPROVEMENT PROGRAM
FY2023 to FY 2027
City of LA MESA
LAM44 Roadway Drainage
Improvements
TransNet - LSI: CRRTIP ID Project Title Project DescriptionLAM46 Regional Arterial Management System (RAMS)
TransNet - LSI: CRRTIP ID Project Title Project DescriptionLAM47 North Spring Street Smart Growth CorridorCOMPLETED
TransNet - SANDAG Active Transportation Grant ProgramRTIP ID Project Title Project DescriptionLAM51 Massachusetts Avenue and Blackton Pedestrian and Bicycle ImprovementsCOMPLETED TransNet - SANDAG Active Transportation Grant ProgramRTIP ID Project Title Project DescriptionLAM52 La Mesa Bike and Sidewalk Connections
TransNet - LSI: CRRTIP ID Project Title Project DescriptionLAM53 Grossmont Center Drive Bridge
TransNet - LSI: CR
Improve and re-time traffic signals, upgrade fiber optic communication and install sidewalks on Spring Street over the I-8 freeway Install Class II bike lanes and construct new pedestrian ramps and crosswalksConstruct improvements to address inadequate street drainage by constructing new or improving existing storm drain or surface improvements, reducing roadway floodingRegional traffic signal connectionConduct public outreach to plan, design and construct 25 projects that will complete gaps existing in the bicycle and pedestrian circulation networks within the CityPrepare the design and upgrades to this bridge, including adding a sidewalk to the west side of the bridge. Funding for construction is not included and will be pursued after design is completed.

RTIP ID Project Title Project Description

REGIONAL TRANSPORTATION IMPROVEMENT PROGRAM
FY2023 to FY 2027
City of LA MESA
LAM54 La Mesa Boulevard
Complete Streets Plan
TransNet - LSI: CRRTIP ID Project Title Project DescriptionLAM55 La Mesa Boulevard Complete Streets Plan Segment 2
TransNet - LSI: CR
Extend the Complete Streets Plan from Segment 1 along the existing transit corridor on La Mesa Boulevard from Jackson Drive and Grossmont Center Drive north to Center DriveDevelop a Complete Streets Plan that will transform La Mesa Boulevard from 4th Street to Jackson Drive and University Avenue from Spring Street into a multi-modal, mixedused development corridor, emphasizing use of low impact modes of transportation including walking, biking and transit

Project Title FY23* FY24 FY25 FY26 FY27 TOTAL
LAM 31 Street Zone Maintenance $150,000 $150,000 $200,000 $200,000 $200,000 $900,000 LAM 32 Pavement Management System $60,000 $0 $0 $0 $0 $60,000 LAM 33 Curb and Gutter, Sidewalk, Ped Ramps $200,000 $225,000 $375,000 $375,000 $375,000 $1,550,000 LAM 34 Street Lights (CR) $250,000 $200,000 $80,000 $80,000 $80,000 $690,000 LAM 37 Traffic Signal Upgrades (CR) $160,000 $150,000 $300,000 $300,000 $300,000 $1,210,000 LAM 39 Traffic Calming Improvements $50,000 $50,000 $70,000 $75,000 $75,000 $320,000 LAM 40 Street Reconstruction (CR) $380,928 $450,000 $700,000 $700,000 $700,000 $2,930,928 LAM 44 Roadway Drainage Improvements 14‐00 (CR) $400,000 $490,000 $600,000 $600,000 $600,000 $2,690,000 LAM 46 Regional Arterial Management System (RAMS) (CR) $7,400 $7,400 $7,400 $7,400 $7,400 $37,000 LAM 52 La Mesa Bike and Sidewalk Connections(CR) $70,000 $456,000 $0 $0 $0 $526,000 LAM 53 Grossmont Center Drive Bridge Widening and Rehabilitation (CR) $158,672 $38,600 $0 $0 $0 $197,272 LAM 54 La Mesa Boulevard Complete Streets Plan (CR) $0 $60,000 $0 $0 $0 $60,000 LAM 55 La Mesa Boulevard Complete Streets Plan, Segment 2 (CR) $0 $40,000 $0 $0 $0 $40,000 $1,887,000 $2,317,000 $2,332,400 $2,337,400 $2,337,400 $11,211,200 Annual Allocation $1,887,000 $2,317,000 $2,332,400 $2,337,400 $2,337,400 $11,211,200Congestion Relief Percent (%) 76% 82% 72% 72% 72% 75% Total Congestion Relief (CR) $1,427,000 $1,892,000 $1,687,400 $1,687,400 $1,687,400 $8,381,200 * Allocations include commercial paper debt service payments through FY23 ** Annual allocations as of 4/22/22 (SANDAG)
MPO ID

TOTAL PROGRAMMED PROJECTS

TRANSNET LSI PROGRAMMING
FOR RTIP FY23 TO FY27

ATTACHMENT C

REPORT to the MAYOR and MEMBERS of the CITY COUNCIL
From the CITY MANAGER
DATE: May 24, 2022
SUBJECT: ORDINANCE AMENDING SECTION 17.12 OF THE LA

MESA MUNICIPAL CODE TO ADJUST THE SEWER
SERVICE RATES FOR FISCAL YEARS 2023, 2024
AND 2025
ISSUING DEPARTMENT: Public Works
SUMMARY:

Issues:

Should the City Council approve the proposed sewer rates and adopt an ordinance amending Chapter 17.12 of the La Mesa Municipal Code to adjust the sewer rates for Fiscal Years 2023, 2024 and 2025?
Recommendation:

Staff recommends that the City Council approve the proposed sewer rates and adopt an ordinance amending Chapter 17.12 of the La Mesa Municipal Code to adjust the sewer rates for Fiscal Years 2023, 2024 and 2025.

Fiscal Impact:

If approved, the proposed rates would generate sufficient revenue to fund the City’s wastewater utility at the levels identified in this report for Fiscal Years 2023, 2024 and 2025.

The sewer fund is an enterprise fund and therefore any rate adjustments would have no fiscal impact on the General Fund.

City’s Strategic Goals:
 Continue to improve high quality municipal services
 Maintain a financially sound and affordable city government

Report to Mayor and Councilmembers
Date: May 24, 2022
Page: 2 of 7
BACKGROUND:

Sewer charges are calculated to meet the revenue needs of the sewer fund in compliance with Section 204(b)(1) of the federal Clean Water Act. The Act requires that recipients of wastewater treatment services pay their proportionate share of the costs.

In accordance with Section 5471 of the California Health and Safety Code, revenues derived from sewer fees are used solely for the purpose of covering program costs and expenses related to operating the City's sewer utility including sewer treatment and transportation, operation and maintenance activities, capital improvements, program administration, regulatory compliance, and program financing. Furthermore, as a recipient of a State Revolving Fund (SRF) loan, La Mesa is also required to maintain compliance with the revenue program guidelines and policies established by the State.

While the City of La Mesa operates the sewer collection system, sewage treatment is performed by the San Diego Metropolitan Wastewater System for which the City of La Mesa pays fees on a quarterly basis. These sewerage treatment fees represent the approximately 48% of the La Mesa sewer system operation costs.

In 2019, the City Council approved rate increases of 5.25% for Fiscal Year 2020 and

5.50% for Fiscal Year 2021 in anticipation of the ongoing cost increases related to the San Diego Metropolitan Wastewater System and in particular the Pure Water Program, which is a multi-year capital construction program that will convert 83 million gallons a day of wastewater to potable drinking water.

No sewer rate increase was presented to the City Council for Fiscal Year 2022 due to Pure Water construction delays and economic impact of the pandemic.

Proposition 218 Process
Prior to bringing a sewer rate adjustment to the City Council for approval, the City is required to follow the notification and public hearing requirements set forth under Proposition 218. The Proposition 218 process requires that written notification be given to all affected property owners, and that those property owners be given a 45-day period in which to submit written protests if they oppose the proposed rate adjustments.

If written protests are received by a majority of affected property owners, the proposed adjustments may not be made.

On March 22, 2022, the City Council authorized staff to mail a notice of public hearing to all Le Mesa property owners affected by the proposed sewer rate increase as required by Proposition 218. There are 15,376 parcels within the City of La Mesa service area.

Report to Mayor and Councilmembers
Date: May 24, 2022
Page: 3 of 7
To meet the 45-day noticing requirement of Prop 218, notices were mailed to parcel owners on April 7, 2022. The public hearing notice was also published in the East County Californian on May 12, 2022 and May 19, 2022.

Written protest from 7,688 property owners would meet the protest requirement of Proposition 218 and would stop the rates being considered by the City Council. At the time this report was prepared, staff had received 45 letters or protest. The letters received by the City Clerk’s Office before May 20, 2022 are attached to this staff report as Attachment B. If by the close of the public hearing, written protests are not filed by the majority of the owners of the affected parcels, the City Council may authorize the sewer rate adjustments with a four-fifths affirmative vote. The ordinance amendment would require a second reading at the next Council meeting and the new rate would take effect in Fiscal Year 2023.

DISCUSSION:

The purpose of this report is to request approval of the City Council to amend Section

17.12 of the La Mesa Municipal Code to adjust the sewer rates for Fiscal Years 2023, 2024 and 2025. The information provided in this report illustrates the need for an incremental rate adjustment to keep up with anticipated costs, maintain the debt service coverage ratio required by the State Revolving Fund (SRF) loan program, and maintain a minimum sewer fund reserve for 75 operational days or 21% of expenditures.

A financial review of the wastewater fund is completed every two years to ensure that the fund maintains a positive balance and that adequate financial resources are available as needed. The financial information provided in this report is for a five-year period with actual figures for fiscal year 2021, estimated amounts provided for fiscal year 2022 and projected amounts for 2023, 2024 and 2025 at the proposed sewer rates. Table 1 shows the proposed annual revenue and operating expenses for the wastewater fund with the proposed rate increases

Report to Mayor and Councilmembers
Date: May 24, 2022
Page: 4 of 7
Table 1
Revenue
Revenue is divided into three main categories:
 Sewer connection fees
o Sewer connection fees are paid by new private development as their proportional contribution to the cost of construction of the existing wastewater collection system. Revenues from connection fees are difficult to estimate and can vary considerably from year to year because of the economy and development permit timing.
 Charges for sewer service
o Charges for sewer service represent the revenue that the City receives from sewer customers that are the subject of this report. These fees constitute the vast majority and primary source of the sewer fund revenue (95%). The revenue figures provided in Table 2 shows the estimated sewer fund revenue as a result of the proposed sewer rate increases by account type for FY23, FY24 and FY25.
 Other revenue
o Other Revenue typically includes interest income, permit fees, and miscellaneous charges.

SEWER FUND OVERVIEW ACTUAL
FY20
ACTUAL
FY21

ESTIMATED
FY22

PROJECTED
FY23

PROJECTED
FY24

PROJECTED
FY25
REVENUE:

Sewer Connection Fees $1,406,977 $99,983 $400,000 $400,000 $400,000 $400,000 Charges for Services $11,835,983 $12,334,749 $12,594,426 $13,115,037 $13,500,798 $13,576,559 Other Revenue $315,560 $3,507 $208,498 $216,633 $216,633 $216,633 SUBTOTAL - Revenue $13,558,520 $12,438,239 $13,202,924 $13,731,670 $14,117,431 $14,193,192

WASTEWATER FUND EXPENDITURES ACTUAL
FY20
ACTUAL
FY21

ESTIMATED
FY22

PROJECTED
FY23

PROJECTED
FY24

PROJECTED
FY25
OPERATING EXPENSES:

Metro Sewer Costs $7,160,830 $6,748,430 $6,874,270 $6,957,680 $6,961,130 $6,966,110 Operation and Maintenance $3,017,596 $2,994,236 $3,305,706 $3,382,123 $3,444,335 $3,518,768 Capital Improvements $1,000,000 $900,000 $1,000,000 $400,000 $400,000 $400,000 Insurance/ Support Svcs $1,536,900 $1,681,200 $1,681,200 $1,681,200 $1,681,200 $1,681,100 Debt Service $1,248,104 $1,249,184 $1,373,344 $1,534,397 $1,678,955 $1,664,372 $13,963,430 $13,573,050 $14,234,520 $13,955,400 $14,165,620 $14,230,350 NET (Revenue - Expenses) ($404,910) ($1,134,811) ($1,031,596) ($223,730) ($48,189) ($37,158) Wastewater Fund Ending Balance $7,409,294 $5,580,478 $4,260,026 $3,678,229 $3,320,432 $2,903,025 21% Operating Budget - Min. Reserve $2,399,571 $2,308,289 $2,388,393 $2,446,085 $2,489,393 $2,627,897 SUBTOTAL - Operating Expenses

Report to Mayor and Councilmembers
Date: May 24, 2022
Page: 5 of 7
Table 2
Expenses
The expenditure is divided into five categories:
 Metro sewer costs
o Metro Sewer Costs include payments to the City of San Diego for wastewater treatment services at the Point Loma Wastewater Treatment Plant, debt service payments for Metro system improvements and sewer transportation costs. Metro Sewer Costs also include costs for Pure Water San Diego-the regional plan to convert 83 million gallons a day of wastewater to drinking water by 2035 and avoid costly and unnecessary upgrades to the Point Loma Wastewater Treatment Plant (secondary equivalency). Phase 1 of Pure Water is currently under construction.  Operation and Maintenance
o Operation and maintenance include the costs associated with maintaining the City’s sewer collection system, sewer billing, personnel and equipment.
 Capital Improvement Program
o Capital improvement program includes the costs for upsizing, replacement and/or rehabilitation of sewer system. The City has 155 miles of sewer mains some of which need replacement or upgrade. Staff assesses the condition of sewer facilities during regular maintenance and uses an asset management approach to prioritize the improvement areas and schedules the needed maintenance and capital improvements.
 Insurance and support services
o Insurance and support services include transfers out of the wastewater fund for liability insurance, sewer claims and other support services.

Report to Mayor and Councilmembers
Date: May 24, 2022
Page: 6 of 7
 Debt Service
o Expenditures for debt service go toward principal and interest payments for six SRF loans. The budget includes additional debt service projections for the upcoming SRF funded projects. Debt service is expected to slightly increase in 2022, but will see a 12% increase in 2023 when the City begins repayment of a new SRF loan obtained in FY 2021.

There are certain key components that the State looks at during the financial review process in order for the City to receive a low-interest loan through the SRF program.

The key components include fund balance; proper public notification of rate changes; adequacy of sewer rates; and a minimum revenue to debt ratio of 110%. The debt service coverage ratio is equal to total revenue minus operating expenses minus transfers for liability and support services divided by annual debt service payments. The City is currently meeting the debt service coverage requirement and is projected to continue meeting this requirement through the proposed rate increase period.

Sewer Rate Cost to Average Single Family Home Customer
Based on the financial projections, staff recommends consideration by the City Council of sewer rate adjustments for the next three fiscal years. The proposed rate increases for the average single family home customer are 3.4% for FY23, 3.5% for FY24 and

4.9% for FY25. For the average single family home that uses 14 units (or 10,472 gallons during the winter months), the rate adjustment would be a $19.10 increase to the annual bill ($1.59 per month) in FY23, $20.62 ($1.72 per month) in FY24 and $29.64 ($2.47 per month) in FY25.

If the proposed rates are approved by City Council, the City will mail property owner letters in June with the amount of their sewer bill for the coming year that will reflect the revised rate structure adjustments. Requests for sewer rate adjustments may be granted per the City's Sewer Service Charge Adjustment Policy. The process to make those requests can be found on the City's website at https://cityoflamesa.us/sewer.

CONCLUSION:

It is recommended that the City Council approve the proposed sewer rate increase of

3.4% in fiscal year 2023, 3.5% for fiscal year 2024 and 4.9% for fiscal year 2025 as described in this report (Attachment A), and adopt the ordinance amending Chapter

17.12 of the La Mesa Municipal Code to adjust sewer service charge rates accordingly, which are necessary to maintain the financial health of the wastewater fund.

Report to Mayor and Councilmembers
Date: May 24, 2022
Page: 7 of 7
Reviewed by: Respectfully submitted by:
____________________ ____________________________
Greg Humora Michael W. Throne, PE
City Manager Director of Public Works
____________________________
Tim Kawasaki
Senior Management Analyst
Attachments: A. Resolution
B. Protest Letters

ORDINANCE NO. 2022-

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF LA MESA AMENDING SECTION 17.12 OF THE LA MESA MUNICIPAL CODE TO

ADJUST THE SCHEDULE OF SEWER SERVICE CHARGES FOR FISCAL YEARS 2023 THROUGH 2025
WHEREAS, on March 22, 2022, the City Council approved the noticing and public hearing process, pursuant to the requirements of Proposition 218, for the proposed sewer rate adjustments;
WHERAS, a notice of public hearing was mailed on April 7, 2022, to affected property owners pursuant to Proposition 218;
WHEREAS, a public hearing was held on May 24, 2022, to hear oral testimony and consider written statements of protest from eligible property owners; WHERAS, written protest was not received from a majority of affected property owners prior to the close of the public hearing;
WHEREAS, without majority protest, the City Council may authorize the proposed sewer charge adjustments upon a four-fifths vote;
WHEREAR, based upon the information presented at the public hearing, the City Council finds and determines that the proposed sewer service charge adjustments constitute the minimum amount necessary to operate and maintain the City’s sewer system in a safe adequate and sanitary manner; and
WHEREAS, any changes in the schedule of sewer service charges requires an amendment to the Municipal Code Chapter 17.12, specifically Section 17.12.030.

NOW, THEREFORE, BE IT AND IT IS HEREBY ORDAINED by the City Council of the City of La Mesa, California as follows:

SECTION 1: Section 17.12.030 of the La Mesa Municipal Code is hereby amended to read as follows:
“17.12.030 Sewer service charge rates.

The sewer service charge for all users shall be as established by City Council Ordinance No. 2022-__. Said Ordinance shall be kept on file with the City Clerk.” SECTION 2: Sewer service charges shall be adjusted effective July 15, 2022, and each July 1st through July 1, 2024, pursuant to the following schedule:

Current
Sewer Rates
Proposed
Rates
Effective 7/15/22
Proposed
Rates
Effective 7/1/23
Proposed
Rates
Effective 7/1/24
FY 22 FY 23 FY 24 FY 25
Single Family * $4.05 $4.20 $4.25 $4.29
Multi Family $4.05 $4.20 $4.25 $4.29
Commercial/Industrial
Low Strength $4.25 $4.44 $4.49 $4.54
Medium Strength $5.91 $6.38 $6.44 $6.49
High Strength $6.74 $7.35 $7.41 $7.46
Extra High Strength $11.89 $12.31 $12.74 $13.36
Bi-Monthly Base Charge
(applies to all customer accounts)
$37.64 $38.72 $41.46 $45.84
Charge per 100 cubic feet (CF) of water
100 CF = 1 unit = 748 gallons
SECTION 3: This ordinance shall be effective 30 days after its adoption and the City Clerk shall certify to the adoption of this Ordinance and cause the same to be published at least once in the Daily Transcript within 15 days of its adoption.

INTRODUCED AND READ at a Regular meeting of the City Council of the City of La Mesa, California, held the 24th day of May 2022, and thereafter PASSED AND ADOPTED at a Regular meeting of said City Council held the 14th day of June 2022, by the following vote, to wit:

AYES:

NOES:

ABSENT:

APPROVED:
__________________________
MARK ARAPOSTATHIS, Mayor
ATTEST:
___________________________________
MEGAN WIEGELMAN, CMC, City Clerk

CERTIFICATE OF CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and correct copy of Ordinance No. 2022- , duly passed and adopted by the City Council of said City on the date and by the vote therein recited and that the same has been duly published according to law.

MEGAN WIEGELMAN, CMC, City Clerk
(SEAL OF CITY)

DATE: May 24, 2022
TO: Mayor and Members of the City Council
FROM: Vice Mayor Jack Shu and Councilmember Colin Parent SUBJECT: Consideration of Resolution Urging the California State Legislature and Governor to Support Stop AAPI Hate’s No Place For Hate California Legislative Package to Address Street Harassment from a Public Health and Civil Rights Framework, Including California State Assembly Bill No. 2549, Introduced by Assembly Members Mia Bonta, Al Muratsuchi, and Akilah Weber to Prevent Street Harassment and its Corresponding Budget Request; California State Senate Bill No. 1161, Introduced by Senator Dave Min to Prevent Street Harassment on Public Transit, and its Corresponding Budget Request; and California State Assembly Bill No. 2448, Introduced by Assembly Member Phil Ting to Prevent Harassment in Private Businesses

RESOLUTION NO. 2022-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA MESA URGING

THE CALIFORNIA STATE LEGISLATURE AND GOVERNOR TO SUPPORT STOP AAPI HATE’S NO PLACE FOR HATE CALIFORNIA LEGISLATIVE

PACKAGE TO ADDRESS STREET HARASSMENT FROM A PUBLIC HEALTH

AND CIVIL RIGHTS FRAMEWORK, INCLUDING CALIFORNIA STATE
ASSEMBLY BILL NO. 2549, INTRODUCED BY ASSEMBLY MEMBERS MIA

BONTA, AL MURATSUCHI, AND AKILAH WEBER TO PREVENT STREET HARASSMENT, AND ITS CORRESPONDING BUDGET REQUEST;
CALIFORNIA STATE SENATE BILL NO. 1161, INTRODUCED BY SENATOR

DAVE MIN TO PREVENT STREET HARASSMENT ON PUBLIC TRANSIT, AND ITS CORRESPONDING BUDGET REQUEST; AND CALIFORNIA STATE
ASSEMBLY BILL NO. 2448, INTRODUCED BY ASSEMBLY MEMBER PHIL

TING TO PREVENT HARASSMENT IN PRIVATE BUSINESSES
WHEREAS, Street harassment is unwanted words, gestures, or actions that are forced on a stranger in a public place because of their real or perceived identity, which can include racialized or sexualized slurs;
WHEREAS, Existing California laws are ill-equipped to prevent and address street harassment because most laws are under the penal code, despite street harassment necessitating a public health and civil rights response, and require a known person committing the act, despite most street harassment being transitory and taking place between strangers; WHEREAS, Women, the LGBQ & TGI communities, people of color, people with disabilities, the young and the elderly, and all people deserve to feel safe and move about freely without becoming targets of hate and harassment;
WHEAREAS, Nearly 11,000 Asian American and Pacific Islanders (AAPI) across the country reported hate incidents to Stop AAPI Hate between March 2020 and December 2021, including more than 4,100 reports in California; and
WHEREAS, 63% of hate incidents reported to Stop AAPI Hate described verbal harassment and three-quarters (75.7%) of hate incidents occurred in places open to the public, such as public streets, public transit, and businesses open to the public; WHEREAS, 23.1% of non-binary AAPI people and 19.1% of AAPI women that reported hate incidents to Stop AAPI Hate identified gender as one of the reasons they experienced the reported discrimination;
WHEREAS, Street harassment is not just an AAPI issue, and all women – particularly Black women, Indigenous women, and women of color – LGBQ & TGI people, people with disabilities, unhoused people, the young and the elderly, and people of color experience street harassment, which carries the threat of and occasionally escalates into violence;

WHEREAS, According to a 2019 statewide study by the University of California San Diego Center on Gender Equity and Health, 77 percent of women experience sexual harassment in a public space, including 29 percent on mass transit; WHEAREAS, Many transit districts have not investigated the role of street harassment on their systems and how street harassment prevents equal access to transportation; and WHEAREAS, As transit districts look to increase ridership, efforts to protect rider safety, including the prevention of street harassment on transit, can be a critical tool in rebuilding rider trust and patronage.

NOW, THEREFORE, BE IT AND IT IS HEREBY RESOLVED that the La Mesa City Council supports Stop AAPI Hate’s No Place for Hate California campaign in urging the Legislature and Governor to support California State Assembly Bill No. 2549 (Bonta, Muratsuchi, Weber) and its corresponding budget request, California State Senate Bill No. 1161 (Min) and its corresponding budget request, and California State Assembly Bill No. 2448 (Ting).

BE IT FURTHER RESOLVED that the City Council hereby directs the City Clerk to transmit a copy of this resolution to the Governor, California State Senator and Assembly Members who authored these bills.

PASSED AND ADOPTED at a Regular Meeting of the City Council of the City of La Mesa, California, held the 24th day of May 2022, by the following vote, to wit:

AYES:

NOES:

ABSENT:

CERTIFICATE OF THE CITY CLERK
I, MEGAN WIEGELMAN, City Clerk of the City of La Mesa, California, do hereby certify the foregoing to be a true and exact copy of Resolution No. 2022-XXX, duly passed and adopted by the City Council of said City on the date and by the vote therein recited.

Megan Wiegelman, City Clerk
(Seal of the City)