Norco City Council
June 7, 2023

CC Resolution No. 2021-65, Tentative Parcel Map 37939

September 7, 2021
PASSED AND ADOPTED by the City Council of the City of Norco, California, at a regular meeting held on September 7, 2021.
. , C , ity Clerk
Norco, California
Kevin Bash, Mayor
City of Norco, California
I, Dana Roa, CMG, City Clerk of the City of Norco, California, do hereby certify that the foregoing Resolution was regularly introduced and adopted by the City Council of the City of Norco, California, at a regular meeting thereof held on September 7, 2021 by the following vote of the City Council:

AYES:

NOES:

ABSENT:

ABSTAIN:

BASH, NEWTON, ALEMAN, GRUNDMEYER, HOFFMAN
NONE
NONE
NONE
ITNESS WHEREOF, I have hereunto set my hand and affixed the official of Norco, California on September 7, 2021 .

Dana Roa, CMC, City Clerk
City of Norco, California

1 THIRD STREET

HAMNER AVENUE
2 3
4 5
6 7
8 THIRD STREET
HAMNER AVE.

LEGEND & ABBREVIATIONS

TENTATIVE PARCEL MAP SUMMARY

LOCATION MAP
1 SHEET INDEX
TENTATIVE PARCEL MAP NO. 37939

IN THE CITY OF NORCO

FOR FINANCIAL PURPOSES
2850 INLAND EMPIRE BLVD., SUITE B ONTARIO, CA 91764
(909)-581-0676

FUSCOE ENGINEERING
NORCO VALLEY SQUARE NORCO, CA DATE: 1-26-21 JOB NO.: 1655-003 2151 E. CONVENTION CENTER WAY, SUITE 114, ONTARIO, CA 91764 N G I E NEERIN G

PROJECT

LOCATION

PROPOSED LOTS

LOT NUMBER
1 2
3 4
5678

GROSS AREA NET AREA
113,228 S.F. / 2.60 AC
207,681 S.F. / 4.77 AC
77,132 S.F. / 1.77 AC78,542 S.F. / 1.80 AC
73,325 S.F. / 1.68 AC
77,002 S.F. / 1.77 AC
82,899 S.F. / 1.90 AC
122,394 S.F. / 2.81 AC
TOTAL 832,203 S.F. / 19.10 AC

LEGAL DESCRIPTION

OWNER/DEVELOPER ASSESSORS PARCEL NUMBERS

ARCHITECT

ENGINEER

GROSS AREA
ZONING

BENCHMARK
113,228 S.F. / 2.60 AC
206,541S.F. / 4.74 AC
77,132 S.F. / 1.77 AC78,542 S.F. / 1.80 AC
73,325 S.F. / 1.68 AC
77,002 S.F. / 1.77 AC
82,899 S.F. / 1.90 AC
122,394 S.F. / 2.81 AC
831,063 S.F. / 19.08 AC

UTILITIES

BASIS OF BEARINGS
C-1 TITLE SHEET

LANDSCAPE ARCHITECT

RIGHT OF WAY DEDICATION DETAIL
1"=30'
([KLELW*UHFHLYHG)HE

L
C

HAMNER AVENUE

CL THIRD STREET
L
C

HAMNER AVENUE
HOTEL

NORTH NORCO CHANNEL
M
A
C
D
F
H
J
K
N
O
HOTEL

LEASING

CLUB/FITNESS
P
L
J
V
Q
3 Q
3 Q
3 B
Q
3 Q
3 S
U
4 5
6 7
8 2
1 3
207,681 S.F.
113,228 S.F.
77,132 S.F.
78,542 S.F. 73,325 S.F.
77,002 S.F.
82,899 S.F.
122,394 S.F.

O
U
W
(R.C.F.C.D.)
TENTATIVE PARCEL MAP NO. 37939

IN THE CITY OF NORCO

FOR FINANCIAL PURPOSES
2850 INLAND EMPIRE BLVD., SUITE B ONTARIO, CA 91764
(909)-581-0676

FUSCOE ENGINEERING
NORCO VALLEY SQUARE NORCO, CA DATE: 06-16-20 JOB NO.: 1655-003 2151 E. CONVENTION CENTER WAY, SUITE 114, ONTARIO, CA 91764 N G I E NEERIN G FLOOD ZONE CLASSIFICATION:

TENTATIVE PARCEL MAP/GRADING C-2

Larson LLP
larsonllp.com
555 South Flower Street, Suite 4400
Los Angeles, CA 90071
P 213.436.4888
F 213.623.2000
Scott A. Sommer
Direct: 213.436.4875
[email protected]
June 1, 2023
VIA ELECTRONIC MAIL ([email protected])
Erica L. Vega
Burke Williams & Sorensen LLP
1770 Iowa Avenue, Suite 240
Riverside, CA 92507-2479
Re: Request for Extension on Norco Valley Square Project to be heard on June 7, 2023 City Council Agenda
Erica:

Thank you for the confirmation today that the request for extension on the deadline for approval of the tentative map originally set on the March 1 City Council agenda has been reset for June 7.

The request was made for the purpose of aiding Frontier Homes in planning and mobilizing resources and staff for the project. Now that an additional 90 days has passed, Frontier requests that the extension include all related deadlines under Resolution Nos. 2021-60 et seq. as contemplated in part 3 of the Application submitted on June 2, 2022. Specifically, that list would include Resolution 2021-61 section II paragraph 8, Resolution 2021-62 section II paragraph 5, Resolution 2021-63 section II paragraph 5, and Resolution 2021-65 section II paragraph 7.

Copies of the text are attached for ease of reference.

I haven’t seen the agenda for June 7 yet, but if the agenda description is the same as for March 1 I would think it sufficient to include “and related approvals for the Norco Valley Square project under Resolutions 2021-61, 2021-62, and 2021-63” or words to that effect.

As I mentioned in my earlier email, city staff should now be in receipt of the EIR Addendum.

Let me know if you or city staff have any questions regarding the foregoing.

Thank you for your attention.

Very truly yours,
Scott A. Sommer
Encl.
cc: [email protected]

Erica L. Vega
VIA ELECTRONIC MAIL ([email protected])

Larson LLP
larsonllp.com

ATTACHMENT
Resolution 2021-61, section II (the project)

8. Said approval shall become null and void unless building permits for all construction authorized by this approval have been issued within two years after the granting of such approval and diligently pursued to completion. Provided, however, that the Planning Director may extend approvals for up to six months, and provided that after consulting with the City Engineer and Fire Chief, it is found that there would be no new requirements due to changes in the Code and the plan as approved meets all present development standards.

Resolution 2021-62, section II (food court)

5. This approval shall become null and void unless building permits for all construction authorized by this approval have been issued within two years after the granting of such approval and diligently pursued to completion. Provided, however, that the Planning Director may extend approvals for up to six months, and provided that after consulting with the City Engineer and Fire Chief, it is found that there would be no new requirements due to changes in the Code and the plan as approved meets all present development standards.

Resolution 2021-63, section II (hotel)

5. This approval shall become null and void unless building permits for all construction authorized by this approval have been issued within two years after the granting of such approval and diligently pursued to completion. Provided, however, that the Planning Director may extend approvals for up to six months, and provided that after consulting with the City Engineer and Fire Chief, it is found that there would be no new requirements due to changes in the Code and the plan as approved meets all present development standards.

Resolution 2021-65, section II (tentative map)

7. Approval of the tentative map shall expire if the subject map has not been recorded within a two-year period from the date of City Council approval.

From: Vega, Erica L. <[email protected]>
Sent: Thursday, June 1, 2023 2:38 PM
To: Scott A. Sommer <[email protected]>
Cc: Alma Robles <[email protected]>; Lori Sassoon <[email protected]>; City Clerk <[email protected]>
Subject: [EXT] RE: Request for Extension on City Council Agenda June 7 7:00 pm CAUTION: This email originated from outside of the organization. Do not click links, open attachments, or reply unless you recognize the sender and know the content is safe. Contact the ITDesk if you need assistance.

Hello Scot,
The City Council will only be considering Fron�er’s request for an extension of �me to the tenta�ve map. As you can see from the plain language of the resolu�on provisions listed in the Atachment to your leter, the Planning Director has the authority to determine whether to extend the life of the approvals granted in Resolu�ons 2021-61, 2021-62, and 2021-63. Per the City’s Municipal Code, the City Council has the authority to determine whether to extend the life of the tenta�ve map (Resolu�on 2021-65).

Your client submited a leter to the City last week reques�ng the Planning Director extend the life of the approval granted by Resolu�on 2021-62. By your leter, the City will consider extension requests to have also been made for Resolu�on 2021-61 and 2021-63. A decision on these extension requests will be made by Planning Director Robles.

Sincerely,
Erica L. Vega | Partner
Pronouns: she, her, hers
1770 Iowa Avenue, Suite 240 | Riverside, CA 92507-2479
d - 951.801.6629 | t - 951.788.0100 | f - 951.788.5785
[email protected] | vCard | bwslaw.com
The information contained in this e-mail message is intended only for the CONFIDENTIAL use of the designated addressee named above. The information transmitted is subject to the attorney-client privilege and/or represents confidential attorney work product.

Recipients should not file copies of this email with publicly accessible records. If you are not the designated addressee named above or the authorized agent responsible for delivering it to the designated addressee, you received this document through inadvertent error and any further review, dissemination, distribution or copying of this communication by you or anyone else is strictly prohibited. IF YOU RECEIVED THIS COMMUNICATION IN ERROR, PLEASE NOTIFY US IMMEDIATELY BY TELEPHONING THE SENDER NAMED ABOVE AT 800.333.4297. Thank you.

City Council

STAFF REPORT
Date: June 7, 2023 Agenda Item:

6.E.

To: Honorable Mayor and City Council Members
Prepared By: Alma Robles, Planning Director
Department: Planning
SUBJECT:

Approve Professional Services Contract with Sargent Town Planning for the General Plan Update.

RECOMMENDATION:

Approve a Professional Consultant Services Contract with Sargent Town Planning for consulting services for a comprehensive update to the City of Norco General Plan, in an amount not-to-exceed $1,199,902 over a 28-month time frame.

SUMMARY:

At the meeting of December 7, 2022, the City Council gave approval for staff to move forward with a comprehensive update of the City of Norco General Plan, which will require the services of a qualified professional consultant team. Staff and the City’s contract General Plan Update Project Manager have conducted and completed the solicitation process and recommend engaging with Sargent Town Planning for this effort.

BACKGROUND:

The first step in this process was to retain the services of a qualified project manager and at the meeting of December 21, 2022, the City Council authorized staff to process a Project Management Consultant Contract with Civic Solutions, with Jean Ward serving as Project Manager. In February 2023, the General Plan Update Project Manager and staff prepared a formal Request for Proposals (RFP) for a qualified consultant team to update the City’s General Plan.

The RFP was posted and advertised in the City’s electronic bidding system on March 8, 2023. There were several notified vendors, prospective vendors downloaded or reviewed the RFP documentation and responses were received from four well-regarded and established planning firms in Southern California. The process to select the consultant was not a bidding process, but rather review of proposals and interviews with each proposing consultant team, where evaluation and selection was based on the following qualitative criteria set forth in the RFP:

• Consultant’s qualifications, experience, and level of expertise. • Consultant’s understanding of the City’s goals and needs for the General Plan Update.
• Approach to updating the Norco General Plan and scope of services. • Qualifications and experience of individual team members assigned to this project. • Consultant’s past performance with creating implementation-based plans. • Consultant’s experience and past performance in fully and equitably engaging the community in the process.
• Overall quality of response to the RFP.

An evaluation panel was formed that consisted of the City Manager, Community Development Director, Public Works Director, Contract Project Manager and representative from the City of Rancho Cucamonga who recently completed a General Plan update process. Based on the above criteria, the evaluation panel unanimously selected Sargent Town Planning for the City’s General Plan Update (see Proposal). The Sargent Town Planning Team includes:
• Sargent Town Planning – Team Lead, Urban Planning and Design, General Plan • Circlepoint – Public Outreach and Engagement
• Lisa Wise Consulting – Economic Development and Management Strategies • Fehr & Peers – Multi-Modal Mobility Planning
• Meridian Consultants – Environmental Planning
• Atlas Planning – Infrastructure and Public Services
The Sargent Town Planning Team has a depth of relevant experience and expertise across the necessary topics for a successful General Plan Update. This team most successfully demonstrated a well-tailored approach and their understanding of the City of Norco and its needs, especially with regard to economic development and community character. Sargent Town Planning has a demonstrated track record of successful and implementable plans in rural and semi-rural communities. Staff worked with Sargent Town Planning to refine the scope of work to best meet the needs of the City.

All four proposals provided similar cost estimates that were within a ten percent margin of each other. The total base budget for the Sargent Town Planning Team is $1,090,820.

At the request of the RFP, a ten percent contingency was added to cover unforeseen opportunities and/or changing circumstances that often arise over the life of a multi-year, comprehensive planning effort such as this. The use of contingency funds would require prior written authorization from the City, and any funds remaining in the contingency upon project completion would remain City funds.

The Sargent Town Planning Team will work closely with the City’s General Plan Update Project Manager and City staff throughout the various phases of the process to completion, and will engage with the City Council, City Commissions and the community.

Schedule
Upon execution of the professional services agreement with Sargent Town Planning, initial data collection and document review will begin immediately. Staff is planning a kick off event (citywide tour and organizational team meeting) with the consultant team in midJuly. The major phases of the 28-month schedule are as follows:

Task A: Project Commencement June-August 2023
Task B: Community Engagement Strategy July-September 2023 Task C: Existing Conditions & Economic Dev Analysis July-October 2023 Task D: Vision & Strategy Plan Nov 2023-April 2024
Task E: General Plan Update Document April 2024-June 2025 Task F: Environmental Impact Report May 2024-July 2025
Task G: Zoning Amendments March 2025-October 2025
Task H: General Plan Presentation and Adoption Sept 2025-Dec 2025 A more detailed graphic schedule is included in the attached proposal. A Professional Services Agreement with Sargent Town Planning has also been prepared and is attached (see Contract) for your review.

FISCAL IMPACT:

The cost for the General Plan Update Consultant is estimated at $1,199,902. This cost includes a 10% contingency to cover any unforeseen costs which may arise during the process. The General Fund will have available funding due to the one-time savings as a result of the American Rescue Plan Act (ARPA) revenue loss for the provision of general government services. It is recommended that some of that one-time savings be allocated for this one-time cost of the General Plan update. In addition, there is currently $328,000 designated funds available for general plan update.

RELATIONSHIP TO STRATEGIC PLAN:

This item is consistent with Strategic Plan DirectionNo. 3 - Economic Development andFinancial Stability:Assurefinancialstability byexpandingdevelopmentefforts, diversifying revenue sources and continuing prudent financial management; Action Plan No. 4 - "Update the General Plan", Sub-actions 4.1 - Update the Circulation Element,4.2 - Update the Land Use Element, 4.3 - Updatethe Open Space Element, 4.4 - Updatethe Noise Element, 4.5 - Update the Safety Element, and 4.6 - Update the Conservation Element.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Proposal
Contract

SARGENT TOWN PLANNING a

GENERAL PLAN UPDATE

PROFESSIONAL SERVICES PROPOSAL
Prepared for the City of Norco |
Sargent Town Planning Team | 19 April 2023, revised May 18, 2023

i
Cover Letter..................................................................................................... ..ii

1. Project Approach............................................................................................ ..1

2. Proposed Scope of Work, Schedule and Cost............................................9 A. Proposed Scope of Work......................................................................... 10 B. Proposed Schedule................................................................................... 30 C. Cost Proposal ............................................................................................. 33

3. Relevant Project Experience ....................................................................... 37

4. STP Team Qualifications................................................................................ 57 Appendix A: Informational and Background Technical Reports ......... 121 Table of Contents
Note: All underlined text on this page are hyperlinks linked to the relevant Sections in this Proposal

ii CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
19 April 2023
City of Norco
Planning Department
2870 Clark Avenue
Norco, CA 92860
Attn: Alma Robles, Planning Director
Email:

Re: Proposal to Provide Professional Consulting Services City of Norco Comprehensive Plan General Plan Update
Dear Alma:

Sargent Town Planning (STP) very much appreciates the opportunity to submit this proposal to collaborate with the City of Norco to comprehensively update its General Plan. In preparing this proposal, we have carefully reviewed the RFP and conducted a high-level review of the existing general plan, specific plans, and zoning. We clearly understand that the core vision of Norco as a unique, equestrian-oriented community, has been firmly in place from the start, and that preserving and enhancing its semi-rural, small-town character is the guiding priority for the future.

We also understand that, as the regional economy, statewide policy and community aspirations have continued to evolve, it is now time to comprehensively update the General Plan to even more effectively preserve and protect Norco’s treasured western character, while also embracing and shaping new housing options, expanded retail, hospitality and employment opportunities, and enhanced all-mode mobility networks, to more fully deliver Norco’s widely admired high quality of life to all residents, workers and visitors.

Sargent Town Planning has been working for almost three decades with California communities to preserve their heritage while embracing new opportunities. Many communities assume that “growth and change” inevitably appear in predetermined forms, over which the local community has very limited control. Since our firm’s founding in 1995, we have worked with communities to deeply analyze and understand the characteristics of their heritage, community design and quality of life that they value the most, and to prepare highly customized policy and regulatory frameworks that can predictably deliver new private development and public improvements in the form of complete, unique places that reinforce, rather than dilute, the community’s unique local character and identity.

We have led or co-led general plan updates and community visioning processes for the cities of Rancho Cucamonga, Ontario, Fontana, Palm Desert, Indio, Coachella, and Tehachapi, and are currently in the early phases of work on a comprehensive general plan update for the City of Watsonville in its beautiful rural, agrarian setting. As preludes to general plan updates, we have led community design visioning processes for the small, semi-rural towns of Ojai and Tehachapi, through which we clarified the community design and quality of life attributes of each part of their towns that contribute to the unique small-town character and lifestyles that they value so highly. We are currently in the early stages of a similar process for the City of Jurupa Valley, where residents frequently point to Norco as an example of what they hope that the young City of Jurupa Valley may become as it matures.

We strongly concur with the Plan development process defined in the RFP, whereby the selected consultant team is expected to collaborate closely with the City of Norco’s professional staff, community members, and elected and appointed officials. The level of teamwork and collaboration in that effort was remarkable, and invaluable to the

SARGENT TOWN PLANNING iii
success of the Plan. We believe that the success of any plan is measured in action, and are now continuing that collaboration as we prepare further, focused implementation master plans for selected opportunity areas.

The team that we have assembled for the Norco General Plan Update includes many of our teammates from the Rancho Cucamonga General Plan. Circlepoint will lead the public engagement strategy and process, Fehr & Peers will lead the transportation and mobility planning and analysis, and Lisa Wise Consulting (LWC) will prepare the Economic and Fiscal Study, and collaborate with STP in Zoning Code consistency analysis. Also supporting STP in planning analysis and General Plan preparation will be the Riverside-based comprehensive planning firm Atlas Planning, with whom we have collaborated on multiple general plans. Atlas will prepare hazard analysis, mitigation strategies and the Safety Element, and will collaborate with STP and Meridian Consultants in updating the Noise and Conservation Elements and in policy analysis and writing related to Climate Action and Adaptation, Environmental Justice, Historic Resources, and other topics mandated by current State law. Leading the environmental analysis and CEQA documentation will be Meridian Consultants, with whose principals we have been collaborating for over 30 years, including on the challenging and successful Etiwanda Heights Neighborhood & Conservation Plan in the rural foothills of Rancho Cucamonga.

Meridian will be a full partner with STP and Atlas in coordinating General Plan policy with environmental analysis to ensure technical rigor and conformance with all State requirements.

If you have any questions about our proposal or our qualifications, please do not hesitate to contact me at any time.

We look forward to any opportunity to meet with you to discuss in more detail how we may best be of services to the City of Norco. I note that we are in the process of relocating our main office from Downtown Los Angeles to Old Town Pasadena but will not be fully moved in there until early May. That will be the office from which our work for Norco would be based, but to be certain that any physical mail that you might send to us in the next month reaches us promptly, please send it to our Sacramento area branch office at 413 Crow Canyon Drive, Folsom, CA 95630. Email will of course work at all times.

We thank you again for this opportunity to offer our services to the City of Norco, and very much hope that we will have the opportunity to work with you in comprehensively updating your General Plan .

Best Regards,
SARGENT TOWN PLANNING, INC.

David Sargent, President
706 South Hill Street, 11th Floor
Los Angeles, CA, 90014
O: 213.328.2601 | M: 805.901.0560
[email protected]

1 1. Project Approach

2 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Project Approach
residents can access daily needs and a wide array of civic and commercial amenities on foot, by bicycle, on horseback, as well as by automobile.

It turns out that such simple town patterns and designs – many of which are fundamental to Norco’s unique
small-town character – are key to reducing dependency
on automobile transportation, and thus valuable tools in addressing climate action by reducing greenhouse gas
emissions and other negative environmental impacts.

These same characteristics also help to promote healthy, outdoor lifestyles, and provide equitable access to housing, goods, services, and jobs for all residents, regardless of age, income or mobility challenges. Every plan we prepare is aimed directly at such outcomes, and we have been
gratified to see State policy advancing in these same
directions in recent years.

For this assignment, we have assembled a multi-disciplinary team of trusted collaborators and technical specialists in each topic area that the General Plan Update must address.

We provide an overview of the Team in Section 4 of thise RFP and describe here the approach by which our team
will collaborate with Norco’s City staff to prepare your comprehensive General Plan Update.

The RFP is very clear about the City of Norco’s priorities for this comprehensive General Plan update. Preserving and
enhancing Norco’s unique, semi-rural, small-town character, along with is animal-keeping and small-plot agricultural lifestyle, is surely at the top of that list. It is also very clear that Norco sees opportunities for new infill development that is appropriately located, planned and designed, to expand the future range of local options for housing,
shopping, employment, and mobility; thereby strengthening the local economy and further enhancing the local quality of life, while complying with a growing list of recent state mandates.

For over three decades Sargent Town Planning has been
working with California towns and cities to prepare
plans and implement standards that ensure that new
development is not only consistent with historic local
patterns and forms, but also enhances and completes
existing places where people live, shop, work and play.

Since the firm’s inception, our plans have been based
in large measure on our research and understanding of
traditional town design. This starts with simple networks of walkable streets that connect quiet neighborhoods
to nearby neighborhood amenities and activity centers,
and to bustling town centers and larger corridors, so that 57 VOLUME 2 • CHAPTER 1: LAND USE & COMMUNITY CHARACTER

PLACEMAKING
The intent of this General Plan is to create a city for people—a city of great neighborhoods, natural open spaces and parks, and walkable and active centers and districts, all connected by safe and comfortable streets. The Vision Diagram, as described in detail in Volume 1 and shown here in Figure LC-1, is a conceptual land use and mobility plan that illustrates a policy level approach for how and where we target investment and growth to create great places, and a strategic framework for multi-modal access between these places.

FIGURE LC-1 VISION DIAGRAM

COMMUNITY ACTIVITY NODES
Neighborhood Activity Node
Corridor Activity Node
Focus Areas

MOBILITY CORRIDORS
Transit Priority Street
Bicycle Priority Street
Trail Network
Note: See Figure LC-3 Land Plan for
General Plan Designations
Carmelian St
Vineyard Ave
19th St
Upland
Ontario
Fontana
6th St
4th St
Baseline Rd
Wilson Ave Wilson Ave
Church St
Cucamonga
Central South
Central North
Red Hill
Alta Loma Etiwanda
Southeast
Eastside
Pacific Electric Trail
Day Creek Channel
Deer Creek Channel
Deer Creek Channel
Arrow Route
Archibald Ave
Haven Ave
Milliken Ave
Etiwanda Ave
10 10
15 15
210
210
Tehachipi General Plan Designation Map : Place types
Rancho Cucamonga General Plan Land Use map

SARGENT TOWN PLANNING 3
People and Place Research. To prepare a solid foundation for a strong Plan, we dig deep into the history and physical fabric of the community, documenting existing patterns
and forms as templates to inform future growth and
development. We also engage individuals and groups in
discussion to learn what people love the most and what
they hope might improve. We also conduct communitywide surveys to gather points of view on the full range of topics that a general plan must address. Existing conditions research and presentations will be prepared summarizing existing transportation systems, natural resources, historic resources, hazards, noise, economics, and of course
land use and community design. This information will be presented in highly graphic form with very clear maps,
diagrams, and photography in PowerPoint presentations
and web pages, in addition to short written reports for selected topics. In the words of a valued colleague, with whom we collaborated in preparing Fontana’s General Plan Update, “A plan is a story about the future.” The prelude to which is clearly understanding the city as it is, and the forces that have been shaping it. So in this early work, we focus on highlighting and illustrating information that tells that story to all participants to enable City staff, technical experts, decision makers, the general public to provide their wellinformed input throughout the process and their informed consent to and support for the resulting Plan.

Collaboration and Engagement. As we do for each
new assignment, our first priority will be to merge our consultant team and the City’s departmental staff into
a single, seamless, collaborative team. A General Plan
update touches every dimension, every system, and every department in the city, and our team and collaborative
working method will ensure that under the leadership of the City’s project manager, we will work closely with all relevant departments and community groups in each phase of the work.

As we frequently do, we have asked Susan Harden of
Circlepoint to lead the Team’s community engagement and outreach strategy. As she did for Rancho Cucamonga’s Plan RC engagement process in 2020 – and is now doing for
Watsonville’s comprehensive update of their 2005 General Plan – she will work closely with our Team and City staff to finalize the engagement plan, provide high-quality content for the City’s website, prepare and conduct community
surveys, organize pop-up engagement events, and facilitate engagement community workshops and other meetings.

Notably, Susan also led the challenging and successful
public engagement process for our Etiwanda Heights
Neighborhood & Conservation Plan for new neighborhoods
and rural equestrian development in Rancho Cucamonga’s
foothills.

Public Engagement - Paso Robles by STP VTM Lexicon Model by Fehr & Peers
Infographic - Public Engagement Process Rancho
Cucamonga by STP and Ciclepoint
Virtual Public Engagement - Rancho Cucamonga by
STP and Ciclepoint

4 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Project Approach
graphic diagrams, illustrations and photographs that
describe not just “land use types” but also “place types.” These will surely include several distinct neighborhood types, community activity center types, employment center types, variations for the Hamner Corridor, and surely a very special type for the 6th Street Equestrian Historic District.

These place types will define land uses and development intensities, and also the intended semi-rural small-town character that will ensure that each new increment of
development generates more and/or enhanced Norco
as opposed to “anywhere USA,” which the market might
otherwise deliver without clear local guidance.

Plan Development. We understand that much of the
City is expected to remain substantially unchanged – in particular the many lovely semi-rural residential properties and neighborhoods – while other parts of town are
expected to receive limited infill development and public improvements, and others may be targeted for larger scale infill and even transformational improvements. Through
the engagement process, we will clarify the community’s vision, hopes and expectations for each part of town, and will prepare maps that clarify the desired degree and type of change. We will then refine, document and present the vision for the future of each part of town through highly z Potential focus areas.

SARGENT TOWN PLANNING 5
• Transportation and Mobility Element. This element
will represent a comprehensive update of the circulation element, with strong emphasis on pedestrian,
equestrian and bicycle mobility, safety, and comfort.

As we have many times in the past, STP and Fehr &
Peers will collaborate to clearly define the full range of functional and design attributes for a robust multimodal mobility network that reinforces the intended character of each part of town. Our two firms share the understanding that the streets and roads and trails of
your community are not only the circulation network,
but they are also in many ways the living rooms of
your community where friends, family and neighbors
meet and greet one another, and we design them as
important places for the life and signature identity of your town.
• Conservation & Open Space Element. While we are
open to structuring these topics as the City prefers,
we suggest that it may be most effective to merge the
content of the very old Open Space Element with the
newer Conservation Element. As noted above, we do
recommend pulling much of the street and park design
information in the current Open Space Element into
the new Land Use & Community Design Element, after
which we think it could make a lot of sense to merge and update the remaining information into a single element, focused primarily on conservation of natural resources
and open spaces. This is a common and effective
practice in most modern General Plans. Meridian
Consultants will contribute their deep environmental
expertise to this update, and Atlas Planning will also lend their expertise in State policy and technical editing to produce a strong new combined element.

These place types will be refined and mapped into a set of “alternative scenarios” for growth, and presented to the City staff team, to small community groups, in public workshops, and in decision-maker study sessions. Emerging from
this engagement process will be the preferred alternative, which will be documented as a new land use plan and
transportation framework plan, on which the new General Plan elements will be based. While it is possible to prepare a separate Community Design Element, for a city in which a unique community design ethos is so central to community identity, we recommend integrating both subjects into a single element, as we typically do.

Recommended Plan Structure. As described in further
detail in the Scope of Work, we suggest the following
structure for your updated General Plan. Into this overview we integrate information about the roles and responsibilities of each team member, and how we propose to collaborate in preparing the general plan update.
• Land Use & Community Design Element. Because
Norco’s unique community design character is at the core of your identity as a community, we strongly recommend
integrating the community design vision, strategies and policies with land use. We further recommend that
much of the excellent content of your antiquated Open
Space Element also be integrated into this element, in
particular the information about street and trail design, and the design of parks within the town fabric of Norco.

We understand that many parts of town are expected
to undergo very little change in land use or community
design, but where land use change is wanted, it is critically important that community design vision and policy
accompany it, to ensure conservation and enhancement
of Norco’s unique semi-rural town character.

The vision for Rancho Cucamonga’s Etiwanda Heights neigborhood center (left) and a residential neigborhood (right).

6 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Project Approach
• Public Hazards Element. As is increasingly
common practice in preparing modern general
plans, we recommend merging the topics of natural
hazards, other hazards and noise into a single Public
Hazards Element. This enables a unified analysis,
and development of strategies and policies for
managing and mitigating the full range of hazards and
annoyances, and also informs strategies for minimizing
or avoiding these negative effects through good
planning and community design. Preparation of such
elements is Atlas Planning Solutions’ core business,
including several in collaboration with Fehr & Peers
and STP. They will lead the Team’s hazard analysis and
hazard and noise mitigation strategies, and will prepare a new unified Public Hazards Element that meets all
requirements of State law and current best practices.

Noise analysis and policy writing will be based on
Fehr & Peer’s transportation modeling, Meridian’s
FHWA noise modeling, and consultation with City staff
to identify any persistent noise-related community
concerns. Meridian and Atlas will work collaboratively
with STP to ensure that all policies are updated
in compliance with State law, technical analysis,
community concerns, and industry best practices.
159 | CHAPTER 4: PRIVATE DEVELOPMENT STANDARDS 160

4.6. ENTRY AND

FACADE ELEMENTS
CITY OF ONTARIO | ADMINISTRATIVE REVIEW DRAFT | FEBRUARY 2023 |

4.1. INTRODUCTION 4.2. BUILDING USE MIX 4.3. SITE DESIGN 4.4. BUILDING HEIGHT 4.5. BUILDING MASSING

AND FACADE DESIGN

4.7. MATERIALS AND
DETAILING 4.8. PARKING DESIGN 4.9.GLOSSARY 4.9. ON-SITE OPEN SPACE AND SITE DESIGN 4.10. GLOSSARY 4.9.GLOSSARY 4.6. ENTRY AND FACADE ELEMENTS 4.1. INTRODUCTION 4.2. BUILDING USE MIX AND FRONTAGE 4.3. SITE DESIGN 4.4. BUILDING HEIGHT 4.5. BUILDING MASSING

AND FACADE DESIGN

4.7. MATERIALS AND
DETAILING 4.8. PARKING DESIGN 4.9.GLOSSARY 4.9. ON-SITE OPEN SPACE AND SITE DESIGN 4.10. GLOSSARY 4.9.GLOSSARY

4.5.D. Neighborhood House-Form
Figure 4.5.B.4-a. Neighborhood House-Form Buildings
A
A
A
B
B
A house-form duplex building.

Neighborhood House-Form buildings include single-family houses and buildings that look like single-family houses but contain two or more units (duplexes, quadplexes). Facade design techniques include application of projecting and recessed elements—such as porches, stoops, bay windows, projecting rooms, and balconies—and differentiation in window sizes and wall materials and colors. The House-Form massing and facade design standards shall apply to all new buildings subject to the NL Overlay as listed in Table 4.5.B.4-a.

Table 4.5.B.4-a. Neighborhood House-Form
Section Topic NL
Building Length along Front Street and Rear Yard
(max.) (feet) 50
Building Length along Side Yard (max.) (feet) 60
Building Separation along Street (min.) (feet) (* x
lot depth or length of Passage to Interior Court) 12
Massing Increment (max.) (feet) 50
Height Difference between Massing Increments
(min.) (feet) -
Facade setback (min.) (width x depth) (feet) -
Building Base Height (min.) (feet)
3- to 4-Story Building -
5-Story Building -
Facade Bay Width (feet) -
A
B

1. Massing Standards.
a. Buildings or portions of buildings facing Front Streets, Side Streets, Side Yards, and Rear Yards shall be no
longer than the building lengths listed in Table 4.5.D-a. b. Front Street- and Side Street-facing buildings shall be separated by a gap with the dimensional requirements
listed in Table 4.5.B.4-a.
c. Gaps between street-facing buildings may—but are
not required to—serve as entries to passages, courts,
side yards, or any other on-site open space, subject
to the requirements of Section 4.2.C (Public Frontage
Extension).
d. House-Form Residential Buildings shall be designed
with pitched roofs.

2. Ground Floor Frontage Standards.
a. Buildings shall be set back from adjacent property lines per the building placement standards of Section 4.3.2.
b. Primary pedestrian access to each building and/or
individual unit shall be from the sidewalk or a public
realm extension via a Stoop, Dooryard, or Porch
designed per the requirements of Section 4.6 (Entry and Facade Elements).
c. Ground floor bathroom windows are prohibited
on facades that face front streets or public realm
extensions.
d. Ground floor window sills on facades that face front streets or public realm extensions shall be no higher
than three (3) feet above the adjacent grade.
e. In order to enhance privacy for ground floor residential units, ground floor heights shall be established per the requirements identified in Table 4.3-a.

3. Facade Composition Standards.
a. Facades shall be designed per the building materials standards of Section 4.7.B, Section 4.7.C, and the
window and door design standards of Section 4.7.D.
b. Attached facade elements such as balconies, bay
windows, and projecting rooms, shall be designed
per the requirements of Section 4.6 (Entry and Facade
Elements).
c. For developments with three (3) or more street-facing House-Form Buildings, facade designs on adjacent
street-facing buildings shall be differentiated from
another by:
i. Setting a portion of the facade back a minimum of
two (2) feet for a distance of 20 feet,
ii. Using different facade materials and/or colors.
iii. Using different window types/configurations.
iv. Varying the use of Building Entry Elements.
v. Varying the presence or arrangement of facade
elements such as projecting balconies, recessed
balconies, trellises, chimneys, and awnings.
vi. Differentiating roof forms: gabled, hipped, etc.

4. Facade Fenestration Standards
a. Facade designs shall incorporate window and door
openings consistent with the area requirements
specified in Table 4.5.B.4-b and the window and door
design standards of Section 4.7.D.
b. The horizontal distance between wall openings
shall not exceed 15 feet within a facade or massing
increment.

Table 4.5.B.4-b. Fenestration Area Requirements
Section Topic NL
Fenestration Area (min.)
Ground Floor 30%
Upper Floor 15%
157 | CHAPTER 4: PRIVATE DEVELOPMENT STANDARDS 158

4.6. ENTRY AND

FACADE ELEMENTS
CITY OF ONTARIO | ADMINISTRATIVE REVIEW DRAFT | FEBRUARY 2023 |

4.1. INTRODUCTION 4.2. BUILDING USE MIX 4.3. SITE DESIGN 4.4. BUILDING HEIGHT 4.5. BUILDING MASSING

AND FACADE DESIGN

4.7. MATERIALS AND
DETAILING 4.8. PARKING DESIGN 4.9.GLOSSARY 4.9. ON-SITE OPEN SPACE AND SITE DESIGN 4.10. GLOSSARY 4.9.GLOSSARY 4.6. ENTRY AND FACADE ELEMENTS 4.1. INTRODUCTION 4.2. BUILDING USE MIX AND FRONTAGE 4.3. SITE DESIGN 4.4. BUILDING HEIGHT 4.5. BUILDING MASSING

AND FACADE DESIGN

4.7. MATERIALS AND
DETAILING 4.8. PARKING DESIGN 4.9.GLOSSARY 4.9. ON-SITE OPEN SPACE AND SITE DESIGN 4.10. GLOSSARY 4.9.GLOSSARY Table 4.5.B.3-b. Fenestration Area Requirements
Section Topic NG
Fenestration Area (min.)
Ground Floor 30%
Upper Floor 15%

1. Massing Standards.
a. Buildings or portions of buildings facing Front Streets, Side Streets, Side Yards, and Rear Yards shall be
no longer than the building lengths listed in Table

4.5.B.3-a.
b. Front Street- and Side Street-facing buildings shall be separated by a gap with the dimensional requirements
listed in Table 4.5.B.3-a.
c. Gaps between street-facing buildings may—but are
not required to—serve as entries to passages, courts,
side yards, or any other on-site open space, subject
to the requirements of Section 4.2.C (Public Frontage
Extension).
d. Street-facing building facades longer than 50 ft. shall be divided into Massing Increments per the requirements
of Table 4.5.B.3-a.
e. Individual massing increments shall be differentiated from one another though the use of at least one (1) of
the following massing strategies and as illustrated in
Figure 4.5.B.3-b and Figure 4.5.B.3-c:
i. Vary the parapet height.
ii. Vary story height
iii. Incorporate a vertical tower element.
iv. Set the entire facade increment back a minimum of
two (2) feet.
v. Step back the upper floor of the increment per the
distance listed in of Table 4.5.B.3-a. The resulting
setback area may be covered by an open structure—
such as a trellis, loggia, or upper floor arcade—with a front facade that is no more than 10% solid.
f. Individual massing increments shall be further
differentiated from one another though the use of at
least one (1) of the following architectural strategies and as shown in Figure 4.5.B.3-c :
i. Unused massing strategies identified in above Section

4.5.B.3.1.e.
ii. Use different facade materials and/or colors.
iii. Use different window types, configurations, and/or frame colors.
iv. Vary the presence and/or arrangement of facade
elements such as projecting balconies, recessed
balconies, trellises, chimneys, and awnings per
the requirements of Section 4.6 (Entry and Facade
Elements).
v. Vary the building entry element type or design:
stoops, porches, dooryards, etc.
vi. Vary the roof design: gabled, hipped, flat, etc..
g. The entire facade composition of each individual
massing increment shall be contained within each
massing increment—facade elements, such as window
openings and balconies, shall not overlap the division
between massing increments.
h. A massing increment design may be repeated a
maximum of two (2) times on the same building
elevation. Repeated massing increments shall not be
located immediately adjacent to one another.

2. Facade Fenestration Standards
a. Facade designs shall incorporate window and door
openings consistent with the area requirements
specified in Table 4.5.B.3-b and the window and door
design standards of Section 4.7.D.
b. The horizontal distance between wall openings shall
not exceed 15 feet.
c. Ground floor bathroom windows are prohibited
on facades that face front streets or public realm
extensions.
d. Ground floor window sills on facades that face front streets or public realm extensions shall be no higher
than three (3) feet above the adjacent grade.

4.5.B.3 Neighborhood Block-Form (continued)
Figure 4.5.B.3-c Examples of Facade Massing Strategies

1. Add Facade Projections: Porches 2. Add Facade Projections: Monterey Balcony

3. Set Increment Back 4. Increase Increment height
Massing
Increment

5. Increase Increment by One Story 6. Design as Rowhouses Massing
Increment
Massing
Increment Massing Massing Increment Increment
Massing
Increment
Massing Massing Increment Increment
Massing
Increment Massing Massing Increment Increment
Massing
Increment
Massing Massing Increment Increment
Massing
Increment Massing
Increment
133 | THE ONTARIO PLAN (TOP 2050) CITY OF ONTARIO | ADMINISTRATIVE REVIEW DRAFT | FEBRUARY 2023 | 134

4.1. INTRODUCTION 4.2. BUILDING USE MIX
AND FRONTAGE 4.3. SITE DESIGN 4.4. BUILDING HEIGHT 4.5. BUILDING MASSING

AND FACADE DESIGN

4.6. ENTRY AND

FACADE ELEMENTS

4.7. MATERIALS AND
DETAILING 4.8. PARKING DESIGN 4.9.GLOSSARY 4.9. ON-SITE OPEN SPACE AND SITE DESIGN 4.10. GLOSSARY 4.9.GLOSSARY Street
Street
Street
Street

1. Side street build-to and buildout
standards only apply to corner
lots.

2. See Section 4.3.B.2 for allowed
buildout interruptions.

Figure 4.3.B-1. Building Placement
Building Footprint
Front Lot Line
Street - See § 3.3
Public Open Space
See § 3.4
Parking Lot
See § 4.3.E
and § 4.8
Forecourt
See § 4.9.B.2
Street
StreetStreet
B B
B B
A A
E
C
C
D
F F Alley
Passage
See § 3.3.J
Public
Passage
See § 3.3.I
Chamfered
Corner Entry

4.3 | Site Plan Design
Notes for Table 4.3.B–1
All primary frontage and access fronts the street.

Primary frontage Primary Access
Standard MUC UG UC NC NG NL
Build-To Line/Range
Front Street Build-To Line/Range 0 - 10 ft. 0 - 10 ft. 0 - 10 ft. 0 - 10 ft. 10 ft. 14 ft.

Side Street Build-To Line/Range 1 0 - 10 ft. 0 - 10 ft. 0 - 10 ft. 0 - 10 ft. 10 ft. 10 ft.

Buildout (min.)
Front Street Buildout 2 100% 50% 100% 90% 80% 70%
Side Street Buildout 1, 2 40 ft. 40 ft. 40 ft. 40 ft. 40 ft. 40 ft.

Public Open Space Buildout 2 100% 100% 100% 90% 80% 70% Building Length (See Section) § 4.5.A § 4.4.B § 4.5.B § 4.5.B § 4.5.C § 4.5.D Setbacks (min.)
Side yard 0 ft. 0 ft. 10 ft. 5 ft. 5 ft. 5 ft.

Rear (w/ alley) 5 ft. 5 ft. 5 ft. 5 ft. 5 ft. 20 ft.

Rear (w/o alley) 5 ft. 5 ft. 10 ft. 10 ft. 10 ft. 20 ft.

Min. Separation between Multiple
Buildings on Single Lot (See Section) § 4.5.A § 4.5.B § 4.5.B § 4.5.B § 4.5.C § 4.5.D Table 4.3.B-1. Building Placement
A
B
D
F
C
E
Interior Lot Line
Front Street Build-To Range
Side Street Build-To Range

4.3.A. Purpose and Intent
This Section establishes standards to ensure new development promotes a pedestrian-friendly environment along the street by placing buildings at the front of the site and locating parking at the center or the back of the site. This Section also provides standards for pedestrian access to buildings, vehicular access to parking, and drive-through design.

4.3.B. Building Placement
New development shall be located on a Lot or Development Site per the following standards:

1. Placement & Orientation. All new primary buildings shall front and be accessed from the Street and/or public open spaces along front lot lines or a public realm extension (see Section 4.3.C) as follows:
a. Build-To Line / Range.
i. Street-facing facades of new primary buildings shall be located within the build-to ranges identified
in Table 4.3.B-1. The build-to range is a defined
area located adjacent to the front street and side
street property lines where the vertical plane of
the principal building facade must be located; the
build-to range ensures that buildings are located at
the front of the parcel and generate a continuous
building facade line along the street.
ii. The build-to range shall apply to all ground floors, subject to the applicable buildout percentage
requirements of Section 4.3.B.2. All upper floors shall be set back at least as far back as the ground floor
building facade.
iii. Applicable building entry elements and architectural facade elements, may encroach into the Build-To
Range, Setback, or Right-of-Way, subject to the
requirements of Table 4.3.C-1 and Section 4.6. (Entry
and Facade Elements).

2. Buildout Percentage.
a. New primary buildings shall be built along the street and public open spaces per the buildout percentage
requirements indicated in Table 4.3.B-1. Buildout
percentage is the length of building required along the street frontage in relation to the lot width (not including required side yard setbacks, side street build-to area, and/or public open spaces).
b. The length of the following elements may be deducted from street-adjacent builldout percentage up to a total combined length of 33% of the buildout length:
i. Forecourts and Side Gardens designed per the
requirements of Section 4.3.D (Public Realm
Extensions) and Section 4.9.B (Common Open Space
and Public Frontage Extension Design).
ii. Entrances to public passages or uncovered private
passages, subject to the requirements of Section 3.3.I
(Passage) and Section 4.9.B.4 (Private Passage).
iii. Parking courts within the Urban General (UG)
Overlay, subject to the requirements of Section

4.8.C.4 (Parking Court).
iv. Uncovered driveways and drive-through entrances
and exits, where allowed, and per the requirements
of Section 4.3.E (Vehicular Access) and Section 4.3.G
(Drive-Through Design).
v. Chamfered corners, provided they include a primary
entrance or stairway. See Figure 4.3.B-1.

3. Setbacks. All buildings shall be placed in relation to each other and to adjacent property lines per the setback
standards in Table 4.3.B–1. Allowed encroachments into
side and rear setback areas are identified in ODC Section

6.01.D.2 (Encroachments into Required Setback Areas).

4. Corner Lots.
a. Side street build-to and buildout standards are only applicable to corner lots.
b. Applicants for projects with corner lots shall identify which street is the front street and which street is the side street, per the requirements of Section 3.2.C.1 (Lot Line Designation Requirements).

Sample Form-Based Development Standards Spreads produced by STP for the Ontario General Plan O.D.D.S. • Zoning Code Amendments. Lisa Wise Consulting
will lead a review of the City’s existing zoning code
for consistency with the new Land Use & Community
Design Element, the already adopted Housing
Element, and current State law. Based on that review,
STP will prepare comprehensive recommendations
for targeted updates to the Zoning Code, to ensure
such consistency.
• Optional Form-Based Zones. As an additional
optional task, not included in our current fee
proposal, STP and LWC would be pleased to prepare
new form-based zones for selected areas in which
infill development is prioritized. Through our
industry-leading work in this field over the past 30
years, our firms have found that such codes that
integrate fine-grained standards for building massing,
form, scale, frontage design and architectural
character into “Objective Design & Development
Standards” are much more effective in achieving
the community’s envisioned built outcomes than
conventional zoning is able to do.

SARGENT TOWN PLANNING 7
Implementation Focus. Our Team and our work is
always very much implementation focused. We often
say that the purpose of any plan is simply “to get the
economy you have to build you the town you want.”
The robust economic analysis we propose to provide
will inform policy and strategy recommendations in
all elements of the Plan, disincentivizing change in
areas prioritized for conservation and preservation of
existing character, and incentivizing reinvestment in
underperforming opportunity areas and any other areas
where further enhancements are desired.

Our Interest in this Plan: Our strong interest in this
project is based on a number of factors:

1. The highly collaborative project approach defined
in the RFP is very much in line with our approach to
every planning assignment we undertake. In our
experience this approach produces the strongest
plans, and plans that get implemented.

2. As the name of our firm suggests, although we
work in and for communities of all sizes and types,
California towns and small cities such as Norco are
where our deepest roots and passion lie. We have
previously had the privilege of helping the cities
of Tehachapi and Ojai to clarify their vision for the
future of their semi-rural communities, including
targeted infill and public improvements that enable
them to growth while strengthening, rather than
diluting, their unique small-town character. With are
currently working with the City of Jurupa Valley on a
similar assignment.

3. We have enjoyed becoming very familiar with the
Inland Empire, and communities to the east and west,
over the past decade. During that time, we have led
or made major contributions to general plans, area
plans, corridor plans and district plans for the cities of Rancho Cucamonga, Ontario, Fontana, Jurupa Valley,
Claremont, Palm Desert and Indio. In each assignment,
we have worked with closely with that community
to clearly articulate and illustrate context-aware and
appropriate outcomes for each unique part of the
city, and to craft clear and implementable policies
and standards to predictably deliver the community’s
vision, one project at a time. The opportunity to work
with a community as unique as Norco, south of and
adjacent to the Santa Ana River, would be a great
pleasure.

Many of the core team members with whom we recently
collaborated on Rancho Cucamonga’s multi-award-winning
General Plan Update have agreed to join us again for this assignment. The alignment of these factors makes us very enthusiastic about collaborating with the City of Jurupa Valley in updating your General Plan.

Community Vision illustration from the Etiwanda Heights Specific Plan, supported by the Rancho Cucamonga General Plan update.

9 2. Proposed Scope of Work, Cost and Schedule

10 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Following the kickoff meeting we recommend that the City/ STP team tour the City via van or bus to look at and discuss areas of particular interest and focus. This need not be comprehensive, and we anticipate it will be supplemented by additional field trips upon subsequent STP Team visits to Norco.

Deliverables:
+ Memorandum summarizing kick-off meeting
Task A.3. Project Management Plan
Based on the initial introductions in the kickoff meeting and on subsequent discussion with City planning staff,
the STP Team will work collaboratively with City staff to develop a Project Management Plan to guide preparation
of the General Plan Update, including roles, responsibilities, communication protocols between STP and City Team
members (including all relevant City departments, boards and commissions), establishment of a weekly or bi-weekly check-in meeting schedule (virtual and/or in-person),
and establishment of time periods for City staff review of draft deliverables throughout the General Plan Update
process. This will be key to an efficient, effective and timely completion of the General Plan Update and associated
Environmental Document and focused Zoning Code Update.

Deliverables:
+ Draft and Final Project Management Plan
Task A.4. Scope, Schedule & Budget Refinement
The STP Team will work collaboratively with City staff to review the project scope, schedule and fee and discuss
potential adjustments in the allocation of time and fee for the tasks ahead. At this point, the City might consider accepting or declining services not included in the scope at the outset, or in otherwise modifying the scope, fee and schedule to best meet the City’s needs.

Deliverables:
+ Updated and refined scope, schedule and budget, as
necessary and agreed.

Task A.X. On-Going Project Management
Throughout the life of the project, STP will provide project management, including coordination and collaboration
with City staff, the STP consultant team, and any other City consultants. This will include standing status calls, periodic collaborative working sessions (mostly via Zoom) and
meetings and working sessions in Norco. We will submit
monthly invoices and project status reports.

The STP Team proposes to provide the following
professional services to assist the City of Norco in
preparing a comprehensive General Plan Update, targeted amendments to the Zoning Code to ensure consistency
with the General Plan Update, and a Programmatic
Environmental Impact Report (PEIR) meeting all applicable requirements of State law.

The proposed services are organized into tasks and subtasks as presented below, and the associated professional fees and expenses are presented in Section 2. For
additional information regarding the STP Team’s approach to working collaboratively with the City in this effort, please refer to the Project Approach in Section 1.

Task A. Project Commencement
Task A.1. Data Collection, Initial Review, and GIS Data Management
In advance of a kickoff meeting, the STP Team will engage planning staff in virtual meetings and by email to identify and collect all relevant background documents, existing plans, and data sets. The Team will organize all these
documents and data in a secure online file-sharing system to enable the STP Team and City staff to exchange and
access documents. Our default file sharing platform is
Dropbox, but we will be happy to use any platform the City prefers. The Team will conduct an initial review of these documents and data to be prepared for a very productive kickoff event in Norco.

Regarding GIS data management, Atlas Planning Solutions (Atlas) and STP will work with the City’s GIS consultant, Infinity Technologies, to identify and collect the appropriate data from the City. We will then manipulate, map and
return the final data to the City upon adoption or at
appropriate milestones according to the progress and
resolution of the plan.

Task A.2. Kickoff Event
The STP Team will organize and attend a full-day kickoff event in Norco. We suggest that the agenda begin with
a full-team kick-off meeting attended by each STP Team
member and their City departmental counterparts. In this meeting the STP Team and City staff will review the work scope and project schedule, discuss project goals, discuss procurement of any missing background information and
documents, discuss project management protocols, and,
and review the community engagement approach.

A. Proposed Scope of Work

SARGENT TOWN PLANNING 11
other constituencies identified by the City. Special effort will be made to include minority, low-income, youth, renter, nonEnglish speaking, and disabled persons.

We outline here our initial recommendation for community engagement, but we anticipate refining and finalizing the plan in consultation with City staff. Our engagement strategy will leverage online surveys and interactive web-based tools, robust in-person workshops, pop-up events in high traffic or hard to reach neighborhoods, and focused meetings with key stakeholder groups such as equestrian organizations, the business community, the Corona-Norco Unified School District and others. Collaboration with non-profits and faith-based groups may prove an effective method of reaching additional community members as well. As part of our stakeholder
analysis, we will identify how different community groups and individuals receive their trusted information and leverage those communication tools to share and expand engagement opportunities, whether it be local publications, libraries, social media, email blasts, resource agencies, churches, etc. We will look to the City for Spanish translation at key events and of key materials, but have included some additional budget for additional translation where needed.

We note that no community advisory committee or technical advisory committee is mentioned in the RFP, and propose to work closely with the City’s project manager and City staff to identify specific individuals and organizations to be engaged at the outset of the GPU process and periodically as the work proceeds. We also will assist City staff in presenting to various City commissions and committees as described in further detail below. We note that this was the engagement approach that was so effective in the Plan RC process that STP and Circlepoint co-led with City staff in preparing Rancho Cucamonga’s multi-award-winning general plan update in
2020 and 2021. Presentations to the Planning Commission and City Council and other boards and commissions will likely include at least two workshops before each body, as well as We understand that City planning staff will provide
technical and logistical assistance to the Team in meeting and coordinating with representatives of all relevant City departments. We anticipate that City staff will also work collaboratively with the STP Team to ensure accuracy
of information provided to the Team, to interpret the
intent and relevance of existing plans, and to identify and clarify major new proposals and initiatives by all City departments, including County departments that provide
services to the City of Norco.

Please note that, as Prime Consultant, STP’s project
management fees are included in the Cost Proposal as
line items under each Task (“Task A.X”, “Task B.X”, “Task C.X”, etc.), calculated as 5% of the overall fees per Task (see Section 2 – Cost Proposal), and will be billed monthly according to the progress of the work.

Task B. Community Engagement Strategy
We understand that community involvement will be
a central and integral part of the general plan update
process, and the STP Team proposes to work closely
and collaboratively with City staff to develop a detailed plan for providing appropriate opportunities for public participation throughout the update effort. Susan Harden of Circlepoint will lead the preparation and oversee the execution of the Community Engagement Strategy.

Task B.1. Draft Community Engagement Plan
Based on discussions and City direction in Task A,
Circlepoint will prepare a draft community engagement
plan for review and comment by City staff. Outreach
methods will be customized to maximize community
participation, and will include creative and innovative strategies to increase the number of people engaging
in the process. Input will be sought from residents,
business proprietors, property owners, neighborhood
groups, community and faith-based organizations, and
Business
Owners
2021 JAN MAY
Surveys
JUNE
Stakeholder
outreach
2022
Meetings
and
Workshops
Specific Plan
Kick-Off
Online Survey
Developers
Investors Property
Owners
School
District
County
Representatives
Final Specific
Plan / Adoption
Joint Planning
Commission &
Council Session :

Council Briefing
session
June 2nd, 2021
First Community
Workshop:

Discovery Session
June 29th, 2021
SEP
Swap Meet
Survey

DEC JUNE
Second Community
Workshop : Vision
Confirmation
September 11th, 2021
Third Community
Workshop : Vision
Implementation
December 9th, 2021
2020 NOV APR
First Public
Specific Plan
Draft
Planning Process Timelines for Indio 111 Corridor Specific Plan

12 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
analysis, and conduct initial outreach to the community.

The primary purpose of this analysis is to provide a solid foundation of information and understanding of the
community as it is, on which plans for future growth and change can be built This information will be summarized in clear, highly graphic presentations that provide all participant in the General Plan process with a shared
understanding of the existing community and he forces
that may shape it future.

Task C.1. Existing Conditions Assessment
The STP Team will review the existing documents, plans, and data, and identify key findings – issues/constraints, needs, and opportunities – in the form of form of a simple PowerPoint presentation and short reports comprised
of the pertinent existing conditions information that
will inform future land use, circulation, open space and economic development alternatives and decision making
as the General Plan Update proceeds.
a. General Plan Review. The STP Team will conduct
an assessment of the current General Plan, the Auto
Mall Specific Plan, the Gateway Specific Plan, Specific Plan, and the Zoning Ordinance to determine their
consistency or inconsistency with one another and
with state general plan requirements. This will help to determine areas in which the General Plan and Zoning
must be updated to comply with State law.
b. Other Plans, Studies and Technical Data. Including
the Gateway Specific Plan, Auto Mall Specific Plan,
all reports and data noted in the RFP, and any other
topics City staff may identify.
c. Base Mapping. The Team will compile a General Plan
Base Map, incorporating City of Norco GIS data layers
(including but not limited to):
• General Plan land use designations
• Existing Housing Element
• Zoning Districts
• Transportation (e.g., roads, transit stops, etc.)
• Infrastructure (e.g., water, wastewater, stormwater,
etc.)
• Public facilities (e.g., parks, libraries, etc.)
• Environmentally sensitive habitat
d. Physical Existing Conditions Analysis. This task
will also include preparation of a series of diagnostic maps and diagrams, documenting existing building
patterns, building size, public open space patterns,
private on-site open space patterns, and other physical characteristics that define the existing community
design character. This will include an organized
formal public hearings for plan and EIR approval. All such proposed meetings, workshops and public hearings are
identified as sub-tasks in this Scope of Work.

The Team will submit and meet with City staff to review the Draft Engagement Plan. Based on City direction the Team will finalize and complete the Community Engagement Plan.

Small adjustments to the Community Engagement Plan may
be made throughout the General Plan preparation process should shifts in circumstances or strategy arise.

Deliverables:
+ Draft Community Engagement Strategy, including
memorandum outlining goals, performance measures,
stakeholder analysis, communication outlets,
implementation tools and tactics, and schedule
to comprehensively engage community members
including residents; business groups; civic organizations; equestrian groups; special interest groups;
representative of all ethnic, age, and income groups
within the city.
+ Final Community Engagement Strategy, including
memorandum outlining goals, performance measures,
implementation tools, and schedule to comprehensively
engage community members including residents,
business groups, civic organizations, special interest
groups, representative of all ethnic, age, and income
groups within the City, for review and acceptance by the City Manager and/or City Council.

Task B.2. Website and Branding
The STP Team will work with City staff to develop a project brand with distinct colors, fonts, name, and graphics that will be used throughout the General Plan Update process to identify information and content that is City and General Plan-related. We will also develop content, illustrative graphics, and a recommended layout for a signature project web page hosted by the City and will provide updates as appropriate throughout the project. A dedicated comment and sign-up form can be included to augment any interest or email list maintained by the City. We recommend that the website include opportunities to participate at each phase of the project – surveys, ranking, etc. – in sync with the community meetings as they unfold.

Deliverables:
+ Website Material and Project Branding, in English and Spanish
Task C. Existing Conditions Analysis
The STP Team will collaborate internally and with
all applicable City departmental staff to prepare a
comprehensive, multi-disciplinary existing conditions

SARGENT TOWN PLANNING 13
diversification, employment for residents, and implications for the land use strategy. LWC will also produce a regional assessment of potential opportunities for economic
development in Norco and its economic geography as
well as opportunities within the broader Inland Empire
economy. The assessment will address the following
topics:
a. Leading Industry Sectors Analysis. LWC will assess
the City’s industry sectors to identify leading and
unique/specialized features and opportunities. LWC
will also identify leading and “keystone” private
presentation of representative aerial and eye-level
photography of typical and special conditions.

Most of this physical analysis will be focused on specific “Focus Areas.” Based on the RFP and our observations
of Norco, we anticipate that these will include the 6th Street Equestrian Historic District, the Hamner Avenue
Corridor, and the 5th Street Corridor and Norco Prison
site. Additional areas and development patterns will be studied on a typological basis, focusing on opportunities for multi-modal connectivity enhancements,
improved transitions between different land uses and
development intensities, and visual and physical access to community open spaces.

Based on initial analysis and community survey results, and on discussions with City staff and stakeholders,
STP will identify some initial strategies and design
concepts that may be helpful in capitalizing on key
opportunities or addressing community concerns. We
will prepare PowerPoint slides that include diagrams and photographs illustrating some of these initial concepts for inclusion in the Discovery Workshop presentation to help participants “imagine the possibilities.”
e. New Development Inventory. Inventory of recent,
current, and proposed construction/development activity in all sectors: residential, retail, office, industrial, others.

The General Plan housing inventory will be coordinated
with Housing Element housing inventory.
f. Environmental Setting Overview. Meridian
Consultants (Meridian) will prepare an overview
of existing environmental conditions, highlighting
opportunities and constraints. This will include, but not be limited to, review of recent environmental impact
reports, document review of available sources regarding sensitive natural habitats within and adjacent to the City, consultation with relevant jurisdictional agencies, and a cultural resource document search of the California
Historical Resources Information System (CHRIS) Eastern Information Center in Riverside. They will prepare a
report, maps and presentation slides summarizing
findings that may represent opportunities for and
constraints to future growth and development.

Deliverables:
+ Maps and figures that will ultimately be utilized in the general plan or environmental document
+ Mobility best practices report
Task C.2. Economic Development Analysis
LWC will conduct an assessment of major citywide and
regional economic drivers and business trends. This
assessment will focus on local business conditions, economic Santa Ana River
Cover of Norco Land Use Element

14 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
The current City of Norco Mobility Element was last
updated in 2000 and has a variety of policies related to each travel mode. Since the last update, several major
changes to the transportation landscape related to Norco have occurred. The mobility element will need a fresh
perspective to address changes in mobility options (i.e., ride-hailing, bike sharing, etc.), the influence of technology (i.e., electric vehicles, autonomous vehicles), and other disruptive trends (i.e., internet shopping). Furthermore, state regulations require that the circulation element
address complete streets and safety. Furthermore, policies will be crafted to assist with statewide requirements
related to VMT and how those policies could inform a
VMT threshold for the City. The element will explore the City’s desire to provide efficient access for drivers and, if valued by the residents, specific policies will be included addressing vehicular service levels such that the City can require new development to evaluate and improve the
transportation system. Current policies will be reviewed and updated to reflect the City’s preferences and priorities for use of public right-of-way (including equestrian trails, lanes, curbs, and parking), how to respond to revenue
declines, and actions needed to avoid or minimize
undesirable transportation outcomes.

The City also has a major focus on equestrian connectivity and accessibility which will be a common thread linking a variety of elements to reflect the goals and values of the City.
a. Data Review: F&P will use the existing data collected in Task A.1 to develop a background technical report
documenting existing conditions in the area. This
will specifically identify existing roadway network
classifications, existing and proposed equestrian
facilities, existing and proposed bicycle and pedestrian networks, transit service, existing truck and rail
facilities, and a safety review to identify collision hotspot locations that could inform element policies.

F&P will also document available socioeconomic
sector employers. LWC will develop an inventory of
economic assets and unique industries and employers
in Norco and will identify opportunities for expanding
development opportunities that fit the community’s
vision. The identified sectors will also focus on the ability to support and grow a sustainable workforce within
Norco.
b. Regional Analysis. LWC will conduct a regional
assessment (Riverside County and the greater Inland
Empire) and identify communities that compete with
Norco for attraction and retention of employers and
service providers across land uses and industry sectors.

LWC will develop an inventory of attributes and assets in the competitive market area.
c. Economic Opportunities Analysis. LWC will identify
opportunities and challenges to strengthen the City’s
economy. LWC will focus on policy, economic, social, and technology-driven changes.
d. Economic Development Analysis Memorandum.

Based on the steps above, LWC will prepare an economic
development analysis that can be integrated broadly
into the General Plan Update and summarize economic
opportunities in Norco as well as to recommend general
plan policies that will enable the City to achieve preferred outcomes including providing for an economically
sustainable mix of uses and development patterns that
support the City’s long-term fiscal health.

Deliverables:
+ Economic Development Analysis Memorandum that
will inform the GPU team’s Existing Conditions Report
and serve as a key input to the optional General Plan
Update’s Economic Development Element.

Task C.3. Transportation Analysis
Fehr & Peers will review relevant documents including the current General Plan, recent CEQA documents, relevant
transportation planning documents (such as WRCOG’s
regional active transportation plan), City Traffic Impact Assessment (TIA) guidelines related to SB 743 and VMT
(if completed), City policies related to accessibility, local transit plans, regional planning documents (such as the Riverside County Congestion Management Plan, Regional
Transportation Plan, WRCOG planning efforts, etc.), and any other planning documents that would provide additional
information related to the General Plan Update effort. The review may also include SCAG’s Regional Data Platform
and Riverside County Model (RIVCOM). The purpose of this review is to identify existing data needs and determine which of the previous data collection and mapping efforts can be employed in this analysis.

Equestrians crossing street.

SARGENT TOWN PLANNING 15
Task C.4. Stakeholder Meetings
When the existing conditions assessment work of Task C.1 is substantially complete, the Team will meet in person and virtually with identified stakeholder individuals and groups, including all those noted in Section 4 of the RFP.

The timing, format and attendees for these meetings will be clarified through discussion with City staff during Tasks A and B, and adjusted through discussion as the work
proceeds.

Task C.5. Community Surveys
A community survey will be the first step in the community engagement campaign, following completion of the
existing conditions analysis. The purpose of these
surveys will be to expand and enhance the background
information collected in Task C.1 – including in particular a very clear summary of the big ideas, goals and policies of the existing general plan and subsequent priority-setting by the City Council – and through surveys and discussion to understand the community’s vision of the City and solicit input on opportunities, issues, and hopes for the area.

Using a web-based public engagement tool, such as
Survey Monkey, the STP Team will survey the community
to understand community preferences regarding the plan
area. What do residents like about their neighborhoods? What would they like to change? The Team may utilize
preference surveys, photo simulations and development
prototypes to help identify preferences. We suggest
that high level informational presentations associated
with these surveys may also include basic information
regarding the existing General Plan, and potentially some summary information developed in task C.1, to provide
survey respondents with useful background information
and context for the survey questions.

The Team will compile the Community Survey results into one or more PowerPoint presentations and maps. In
collaboration with City staff, the Team will also supplement the presentation will additional graphic materials, such as maps, diagrams and precedent photography of places that may help to illustrate concepts and themes emerging from the survey results.

Deliverables:
+ Draft and final survey
+ Online hosting of survey tool
+ Summary of survey results
Task C.6. Community Meetings and Pop-up Events
The STP Team will assist City staff in meeting with
other community stakeholder groups to present the
information presented in the Discovery Workshop, and
including summaries of community response received in
information that is relevant to transportation, such
as commute trip information, mode split information
by demographics, and the relative locations of where
people work who live in Norco.
b. Opportunities and Constraints Identification: One
major issue in the development of General Plans is the
reasonableness of the proposed circulation element as
compared to environmental and funding constraints. In
many instances, Circulation Elements contain roadway
improvements that will likely never be built because
of the lack of right-of-way, environmental limitations, or insufficient funding. This last issue is particularly problematic given the long-term fiscal situation related to local, regional, state, and the Federal Government.

Therefore, as part of this effort, we will work with the City to identify the potential costs of the identified
transportation network, identify ways to deliver the
transportation network (such as a city fee program), and provide a high-level planning cost estimate to assist the City in verifying their ability to deliver the transportation system.
c. Informational and Background Technical Reports.

Fehr & Peers will ensure that the Project Team and City Staff are made aware of the latest developments in
Transportation Planning and recent legislative bills, which will be referred to as Transportation Best Practices. Some potential Transportation Best Practices would include:

Senate Bill (SB) 743, SB 375, California Complete Streets Act, Multi-modal level of service (MMLOS), differential level of service policies, protected intersections,
equestrian and other active transportation networks,
and the case for moderate growth in VMT. Given these
trends and others, Fehr & Peers recommends that any
long-term planning study consider realistic growth
in land use assumptions and the implications of that
growth. The main impetus for this review is to ensure
that infrastructure, such as roadways, are not oversized beyond reasonable levels. This oversized infrastructure then places a significant financial burden on the City
to build and maintain, specifically if the development
which this infrastructure would serve does not appear
or is unduly delayed. See Appendix A for more detailed
descriptions of the approach to these developments and
bills.

Deliverables:
+ Maps and figures and information that will ultimately be utilized to inform the general plan and environmental
document.
+ Mobility best practices report

16 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
on allowance for meetings identified in the budget for
Task H.1 (Elected & Appointed Officials Engagement).
+ Presentation materials
+ Records of input received
Task D. Vision & Strategy Plan
Based upon information and community preferences
gleaned to date, the STP Team will develop a Vision/
Strategy Plan that clearly defines choices for rebalancing an all-mode circulation and open space (public realm)
network that organizes the City plan, along with land use alternatives and selected circulation system variations and alternatives. Initial conceptual plans and supporting diagrams and illustrations will clearly map areas that may be prioritized for conservation and very limited change, areas prioritized for targeted improvements, and areas in which more significant infill development and public space improvements may be most appropriate. In addition to
simply presenting a “vision” of alternatives for the future of each part of town, high level strategies for realizing such outcomes will be suggested for community discussion.

Task D.1. Initial Vision & Strategy Scenarios
The STP Team will develop up to 3 basic land use,
mobility and public realm framework scenarios in draft
form. These scenarios will be developed to support
housing development and economic vitality, to facilitate Citywide attainment of mobility, environmental, and
environmental justice goals, and to balance development with conservation of open space and Norco’s semi-rural
equestrian character. The scenarios will promote the
development of healthy, walkable neighborhoods and
enhance opportunities for residents to easily access
transportation, and public services and facilities. The scenarios will consider the findings of the existing
conditions information developed in Tasks A, B and C
to ensure that the scenarios clearly reflect and support the community’s vision and lifestyle aspirations and
are consistent with State policy, regional housing and
local economic and fiscal imperatives. Each scenario will address, among many other topics:
• Housing Goals, including achievement of a mix of
housing units in accordance with the recently-adopted
6th Cycle Housing Element and within proximity to daily services.
• Distribution and quantification (intensity) of proposed new uses along major corridors and in key community
centers, including dwelling units by type and nonresidential square footage by type and associated jobs. • Evaluation of how different land use and transportation options balance the inclusion of the State-required
that workshop. This will include an overview of “emerging themes” and promising concepts and strategies to spark
discussion and allow the Team to better understand
community interests and to receive feedback which will help in the development of the Vision/Strategy Plan (Task D). This outreach will be conducted in person in community settings, such as at a booth at the Farmer’s Market. Some smaller community stakeholder groups may be conducted via Zoom
or as part of any pre-scheduled meetings of those groups.

Deliverables:
+ Up to two (2) pop-up events
+ Up to three (3) small stakeholder/special interest group meeting (in-person or via Zoom)
+ Records of input received
Task C.7. Discovery Workshop
The Team will work closely with City staff to organize a highly interactive community workshop. where a high-level summary presentation of the findings from task C.1 and
draft guiding principles can be shared with the community for their input and response. Opportunities for engagement may include Post-it note exercises, small group breakout discussions, and visual image prioritization. It is assumed this initial workshop will be conducted in person.

Deliverables:
+ Community Meeting 1 notice/agenda/meeting materials
+ Community Meeting 1 facilitation
+ Community Meeting 1 summary
Task C.8. Elected & Appointed Official Engagement
The Team will assist City staff in leading study sessions with the City Council and Planning Commission, as well as any other appropriate City boards , including the Planning Commission, the Historic Preservation & Agricultural
Heritage Commission, the Parks & Recreation Commission, the Streets, Trails & Utilities Commission, the Youth Advisory Council, and the Economic Development Advisory Council, to receive feedback and understand the City’s elected and appointed officials’ preferences. Joint meetings of these groups are recommended where appropriate. We also
recommend that these meetings be scheduled on the same
day as scheduled pop-up events, meetings with City staff, stakeholders, etc., or that the consultant team attend them via Zoom.

Deliverables:
+ STP will attend up to three afternoons/evening of inperson meetings with elected and appointed officials or six (6) Zoom meetings or combination thereof.

Additional consultants will attend as needed and based

SARGENT TOWN PLANNING 17
Public Engagement Process Rancho Cucamonga Watsonville Down Town Specific Plan Public Engagement • Access to safe, convenient and affordable multi-modal movement modes.
• Access to quality cultural and recreational open spaces in the city.
• Access to clean air and clean public open spaces.

The land use and circulation scenarios will be generated during two intensive, collaborative STP Team working
sessions (or one-day charrettes) attended by all team
members. Some or all of these sessions may be held in
STP’s Pasadena office, or at Norco City Hall, and City staff will be invited to participate.

Deliverables:
+ Vision/ & Strategy Plan report (PDF and PPT format)
+ Large format graphic illustrating each land use and
circulation scenarios, (2 hard copies and PDF format)
+ Quantified development potential for preferred
alternative in Excel and/or GIS format
housing allocation, quality of life values, and analysis of the City’s existing VMT information in relation to the scenarios. • All General Plan Element items outlined in Section 3 of this Request for Proposal.
• Social equity goals, including availability and accessibility of housing, particularly affordable housing, and equitable access to daily needs.
• Environmental justice goals.
• Resilience in the face of hazards exacerbated by climate change.
• Distribution and quantification of jobs associated with proposed land uses, including jobs that provide an
opportunity for prosperity for all.
• LWC will conduct a comparative analysis of the relative economic and fiscal performance of up to three alternative scenarios.

Public Engagement Claremont by STP Survey Summary for Channel Islands by STP and Circlepoint

18 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
prioritization of alternatives and major elements of
alternatives.
+ Updated quantified development potential for
preferred alternative in Excel and/or GIS format
Task D.5. Vision and Strategy Scenarios Workshop
The STP Team will prepare for and lead a second
community workshop, in which we will present the Vision Plan to the community, including the Land Use and
Transportation Scenarios. The workshop will be highly
interactive, with live polling of key issues and priorities associated with each scenario. The goal of the workshop will be to confirm the guiding principles and vision and converge the scenarios toward a preferred scenario or
hybrid scenario that combines components of one or more of the scenarios.

Deliverables:
+ Community Meeting 2 notice/agenda/meeting
materials
+ Community Meeting 2 facilitation
+ Community Meeting 2 summary
Task D.6. Elected and Appointed Official Engagement
The Team will assist City staff in leading study sessions with the City Council and Planning Commission, as well as any other appropriate City boards, including the Planning Commission, the Historic Preservation & Agricultural
Heritage Commission, the Parks & Recreation Commission, the Streets, Trails & Utilities Commission, the Youth
Advisory Council, and the Economic Development Advisory Council, to summarize the input received from the
community outreach process to date and receive feedback and confirm direction on the Land Use and Transportation Alternatives and the Preferred Alternative. Joint meetings of these groups are recommended where appropriate. We
also recommend that these meetings be scheduled on the
same day as scheduled pop-up events, meetings with City staff, stakeholders, etc., or that the consultant team attend them via Zoom.

Deliverables:
+ STP will attend up to three afternoons/evening of inperson meetings with elected and appointed officials or six (6) Zoom meetings or combination thereof.

Additional consultants will attend as needed and
based on allowance for meetings identified in the
budget for Task H.1 (Elected & Appointed Officials
Engagement).
+ Presentation materials
+ Records of input received
Task D.2. Fiscal Impact Analysis
LWC will prepare population and employment projections
based on the buildout of each alternative (up to three).

LWC will also conduct a high-level fiscal analysis of each alternative (up to three). The fiscal analysis will be done in five-year increments within the 20-year planning horizon.

LWC will prepare a fiscal analysis methodology memo to
ensure the City approves the assumptions and multipliers included in the fiscal analysis. The analysis will be based on current fiscal policy and rates and the analysis will focus exclusively on general fund accounts for both City operating expenses and annual recurring revenues. The Fiscal
Impact Analysis findings can inform the optional Economic Development Element.

Deliverables:
+ Fiscal impact methodology memo summarizing the
relative fiscal impacts associated with three land use
alternatives.

Task D.3. Community Meetings and Pop-up Events
The STP Team will assist City staff presenting the Land Use and Transportation Scenarios at small stakeholder meetings, community meetings, and local events and gatherings. The Team will utilize highly graphic, interactive techniques to clearly convey the alternative and to understand participants’ preferences. The goal will be to narrow down the alternatives to a preferred alternative or a hybrid alternative that combines components of one or more of the alternatives.

Deliverables:
+ Up to two (2) pop-up events
+ Up to three (3) small stakeholder/special interest group meeting (in-person or via Zoom)
+ Presentation materials for engagement activities
+ Records of input received
Task D.4. Vision & Strategy Scenarios Working Session
After City staff review of the scenarios, the Team will convene in Norco for a one- to two-day working session with City departmental staff to review, discuss, clarify, and refine the alternatives. Following STP/City working session and potential study session, the team will refine the alternatives.

Deliverables:
+ Large format graphic illustrating each refined land use and circulation alternative, (2 hard copies and PDF
format).
+ Land Use and Circulation Alternatives Report (5 hard
copies and PDF format) and parallel PowerPoint
presentation.
+ High level comparative traffic and economic analysis
of the alternatives to help inform evaluation and

SARGENT TOWN PLANNING 19
Deliverables:
+ Final Vision & Strategy (5 hard copies and PDF and
PPT format)
+ Large format graphic illustrating each land use and
circulation scenario, (2 hard copies and PDF format)
and parallel PowerPoint presentation.
+ Quantified development potential for preferred
scenario in Excel and/or GIS format
Task D.8. Final Vision & Strategy Workshop
The STP Team will prepare for and lead a combined
community and elected/appointed official joint workshop, in which we will present the Preferred Land Use and
Transportation Scenario. The workshop will be highly
interactive, with live polling of responses and preferences in relation to the alternatives and the key issues, priorities, concepts and systems that characterize them.

Task D.7 Final Vision & Strategy
Based on input received from the community outreach
process to date and from the City Council, and the various commissions, the STP Team, in consultation with City staff will develop generate the Final Vision and Strategy Plan along with a single preferred land use and transportation scenario which will serve as the basis for the General Plan Update.

The Final Vision and Strategy Plan and associated Preferred Land Use and Transportation Scenario will be documented primarily in the form of a PowerPoint presentation, with clear maps, diagrams, illustrations, photography, tables and charts, so that the alternative can be easily understood my all audiences, lay and professional, in English and Spanish.

The Preferred Strategy Scenario Presentation and associated mapping, tabulations and a short report will be delivered to City staff for review. The Team will meet with City staff to review the Draft Preferred Strategy Scenario and will make revisions as requested. We anticipate that this task will include multiple virtual meetings with City staff and one inperson meeting.

Conceptual illustration of new Public Green in the University Neighborhood Conceptual Illustration of Neighborhood Green Conceptual Illustration of new Public Green in the University Neighborhood

20 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
• Planning Process: This would be a description of
the process to develop the plan and the role the
public played in creating the General Plan, per the
RFP.
• Key Community Themes and Guiding Principles:

We recommend that a discussion of major issues,
key themes emerging from the community, guiding
principles, and discussion and illustrations of the
community vision and values.
• Economic Development and Community
Character Conservation Strategy: This could
include a summary of the alternatives considered,
and trade-offs required to balance the community’s
aspirations for economic development and growth,
and for conservation of natural, agricultural, and
cultural resources, and treasured equestrian smalltown character.

2. Chapter 2. Land Use and Community Design
Element. We suggest this title for a chapter/element
that merges the topic of land use with the topic of
urban design, unified through place-type designations
rather than conventional land-use-only designations.

This is an approach we have successfully employed
in General Plans for the past 15 years, firmly linking
community character and land use.

This element will present comprehensive quantitative
and qualitative information regarding the distributions of land use types, development intensities, the scale
and character of the built environment – including
both private development and the public spaces
that connect and are defined by development. It will
include clear descriptions of land use designations,
including number of units, square-footage of nonresidential uses, mixed use, and employment generating land uses. Topics to be clearly described
quantitatively and qualitatively include, but are not
limited to the following:
• Employment. Detailed summaries of population
and job projections will be prepared for each
general plan designation and compiled citywide.

We anticipate addressing the topics of citywide
jobs/housing balance, access to jobs by sub-area
of the city, and also “jobs-housing match”. The
latter is a critically important topic, assessing the
opportunities for local residents to also be local
workers. We have found some communities have
a numerical “jobs-housing balance” (the same
number of local workers as local employees) but in
fact most residents commute out and most workers
Deliverables:
+ Joint Community and Public Official Workshop notice/
agenda/meeting materials
+ Joint Community and Public Official Workshop
facilitation (with Spanish translation services)
+ Joint Community and Public Official Workshop summary
Task E. General Plan Update Document
Based on the Preferred Alternative Scenario – and on
subsequent community, and City staff input and direction – the STP Team will prepare a General Plan Update in
compliance with State law. The General Plan will serve as the City’s long range, comprehensive land use, circulation, and implementation plan for guiding development within the
plan boundary through 2050. The General Plan will contain and address, at a minimum, the following components and specific issues identified by City staff, elected and appointed officials, as well as the community members who participate in Community Meetings and associated on-line surveys.

The STP Team proposes to prepare this General Plan Update in 7 Elements or chapters, as outlined below. In the following proposed outline of the General Plan Update, we number the topics that we recommend producing as individual elements or chapters, and also include all topics noted in the RFP and those previously included as Elements in the existing General Plan. As we make clear in the discussion below, we are flexible to organize the General Plan however the City determines is best, but we suggest the structure below based on our experience preparing General Plans for other communities, and based upon a careful review of this RFP and most of the City documents referenced therein. We will determine the final structure and organization of the General Plan document through collaboration and discussion with the City throughout Tasks A through E and in subtask F.1, below.

Task E.1. Administrative Draft General Plan Update
STP will begin by preparing a complete outline of the General Plan Update, for review, discussion, revision and approval in consultation with City staff. The following is our initial recommendation, based on our review of the Norco VISTA
2030, the RFP, and our recent successful completion of a strong General Plan for the City of Rancho Cucamonga. We expect to refine this outline through consultation with City staff, beginning in Task A and finalizing it in this subtask, and are fully committed to structuring and crafting the Plan as the City believes is most effective and appropriate.

1. Chapter 1. Introduction and Vision. This chapter would include the following, at a minimum:

SARGENT TOWN PLANNING 21
• Focus Area Plans. The STP Team will prepare
“Focus Area Plans” for these corridors and for the
current Norco Prison site, to provide a sufficient
level of physical vision to enable the preparation of
new zoning standards for areas that are expected to
evolve from auto-oriented, single-use areas to more
walkable, transit-ready, intense, mixed-use centers,
corridors and neighborhoods.

Based on our expectation that the City’s existing
Euclidian zoning code techniques and Objective
Development Standards may be insufficient to
shape the types of infill envisioned for these key
areas, we offer an optional additional task, in which
the STP team would prepare form-based objective
development standards similar to those we have
recently prepared for such corridor and large site
infill development in Ontario, Rancho Cucamonga,
Indio and other communities.

3. Chapter 3. Transportation, Access and Connectivity
Element. Fehr & Peers will work with City Staff
regarding how to approach legislative requirements
and best practices identified in Task C.2. Anticipated
topics to modernize the Norco General Plan
Transportation & Mobility Element include complete
streets (AB 1358), layered networks approach, and a
potential Vision Zero policy. Given the latest SB 743
implementation at the City, a Level of Service (LOS)
policies moving forward will be addressed, including
potential differential LOS policies and multi-modal LOS policies. Policies to reduce VMT including pedestrian,
bicycle and transit infrastructure, and other feasible
commute in, with many negative social, economic,
environmental and quality-of-life consequences.
• Housing Infill. This element will surely consider
targeting specific areas for increased maximum
densities in multi-family residential areas to address
changing housing needs. It will also take into account
recent State law allowances and requirements for
accessory dwelling units (ADUs) and missing middle
neighborhood-scale multi-family infill in previously
single-family-exclusive area.
• Semi-Rural Equestrian Character. From the outset
of the General Plan Update process, the STP Team
will focus its attention on strategies for reinforcing the community’s historic semi-rural design character while
weaving active transportation modes into each part
of the community, enabling equestrian, pedestrians
and bicyclists to move safely, comfortably and freely
throughout town.
• Equitable distribution of equestrian and
recreational facilities. This element will explicitly
address equitable distribution of – and access to –
recreational facilities for all. We expect that enhanced active transportation access to existing recreational
facilities – including perhaps enhancements to the trail system following the natural open spaces that transect
the town – will be an integral part of this effort.
• Major Corridors. Additional residential density and
non-residential intensity and transit service along
the City’s major corridors, including Hamner Avenue,
Sixth Street/Norco Drive, Fifth Street, River Road, and potentially others.

Aerial perspective of proposed Red Hill Gateway mixed-use center and new neighborhood on Historic Route 66, incorporating older neighborhoods and historic highway restaurants.

22 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
ƒ Develop a City-specific traffic model for LOS
modeling
• Traffic Modeling. Fehr & Peers will utilize the
RIVCOM to develop traffic forecasts for this effort.

Fehr & Peers will develop roadway network and land
use data sets consistent with baseline conditions,
Adopted General Plan Conditions, and Proposed
General Plan Conditions. However, please note that
we have not budgeted time to calibrate RIVCOM nor
have we budgeted time to develop a new calibrated
model for this effort; rather, we propose to utilize
the best tool available to develop forecasts for this
effort.
• VMT Forecasting. This traffic model will be
employed for VMT forecasts based on City and
OPR guidance, including Origin-Destination (OD)
and Production-Attraction (PA) VMT analysis
approaches for project-level assessment and the
Boundary Method to measure the project’s effect
on VMT. It is anticipated that these VMT forecasts
(calculated using the Regional Targets Advisory
Committee (RTAC) Method) will be employed for
any Greenhouse Gas Emissions analysis that the
environmental consultant will perform.

Fehr & Peers will also work with the project team to
develop appropriate VMT metrics for unique VMT
generators within the City, such as the Rodeo Arena
area and the Silverlakes complex.
• Emergency Evacuation Assessment. AB 747 is
a new requirement for safety element updates
to look at evacuation planning. Please note,
WRCOG and SBCTA are currently coordinating on
a grant application that would complete the AB
747 assessment (and SB 99 assessment) for all
agencies in those regions. Assuming a successful
grant request, we anticipate that both assessments
will be completed as part of those efforts. As such,
we have not budgeted any time or resources to
complete this assessment. If that grant application
is not successful, we can work with the City on
an additional services request to complete this
requirement as efficiently as possible.

4. Chapter 4. Conservation & Open Space Element.

Based on the extent to which Norco’s self-image
and identity is tied to the integration of semi-rural
roads and open spaces and its neighborhoods and
commercial centers, we strongly recommend that
much of the existing content of the Open Space
Element – in particular the policies and standards for
streets and parks – be incorporated into the Land Use
Travel Demand Management (TDM) measures will
be recommended. Forward thinking policies will be
recommended related to emerging trends, such as
shared mobility services (ridesharing, bike sharing, etc), micromobility, modern freight and logistics planning
and electronification of the fleet, as well as future
technologies of autonomous vehicles and smart cities.

Lastly, policies related to emergency evacuation will be discussed in accordance with AB 747 and SB 99.
• Policies and Mapping. F&P will collaborate with STP
on a draft Circulation Element to incorporate a base
template with text and policies that will need to be
refined and augmented by incorporating feedback
from the City. F&P will develop the initial policies and present these policies to the Project Team and City
Staff for review. F&P will prepare maps that will draw
largely on materials from previous tasks, including:
ƒ Equestrian Connectivity and Enhancement
ƒ Level of Service (LOS)
ƒ Roadway Network Performance
ƒ Transit System
ƒ Travel Demand Management
ƒ Bicycle & Pedestrian Systems
ƒ Emergency Evacuation Routes
ƒ Active Transportation Systems
ƒ Truck Routes
ƒ Emergency Evacuation Routes
City of Rancho Cucamonga

GENERAL PLAN
Adopted December 2021
Foundational values defining the vision of our world class community Health, Equity, and tewardship
Rancho Cucamonga Genearl Plan

SARGENT TOWN PLANNING 23
Fire Hazard Severity Zones, this element will be required to address SB 1241 requirements, which include review
and approval by CAL FIRE and the California Board of
Forestry and Fire Protection. Addressing these issues
as well as integration of the City’s LHMP Annex from the Riverside County Multi-Jurisdictional Hazard Mitigation Plan will also ensure compliance with AB 2140.

Update of the Noise Element will occur in conformance
with Government Code Section 65302 (f) and will set
appropriate noise standards and regulations for different land use types in Norco consistent with the requirements of state law and the California 2017 General Plan
Guidelines. The standards and regulations will include
tailoring traditional approaches to be conducive to
the types of developments anticipated in the City with
appropriate standards and attenuation techniques that
do not create physical barriers.

The STP Team will comprehensively update this existing
element. Updates will be based on and informed by
Fehr & Peer’s transportation modeling, Meridian’ FHWA
noise modeling, new requirements of State law, and
engagement with City staff to identify any noise-related issues and complaints from residents and others.

Through a close consultative process with City staff,
the team will clarify issues and identify appropriate
thresholds, policies and procedures to bring the Noise
Element into conformance with the updated Land Use
and Transportation Elements and current State Law.

6. Implementation Strategy. We recommend providing
an implementation strategy chapter that provides a
series of actions for realizing the goals and policies of this General Plan. Potential components could include
funding, public realm and infrastructure improvements,
focus area implementation actions, conditions of
approval, a placemaking toolkit, and economic
development strategies that will enable the City to
achieve preferred outcomes, including providing for an
economically sustainable mix of uses and development
patterns that support the City’s long-term fiscal health.

7. Key Topics to be integrated into relevant elements.

We recommend integrating the relevant goals and
policies for the following topic areas into the applicable general plan element chapters rather than introducing
them as separate, standalone elements:
• Climate Action & Adaptation Policy. Atlas will draft
Climate Action and Adaptation policies and strategies
for inclusion throughout the General Plan Update,
as appropriate. These will be primarily located in
the Land Use & Community Design Element and the
Transportation & Mobility Element, will be coordinated
with the Environmental Impact Report and mitigation
and Community Design Element. Further, based on the
extent to which natural and agricultural environments
define the context within which the City of Norco
exists – and the extent to which natural open spaces
are interwoven with the urban fabric, generating many
miles of “inside edges” in addition to the perimeter
“outside edges”, we recommend merging the very
old – but good – Open Space Element with the newer
Conservation Element to put all the information and
policy regarding the conservation and management
of Norco’s priceless natural open spaces into one
well-organized element. This element will of course be
updated based on new information developed through
Meridian’ environmental analysis, Atlas’s climate action analysis and policy development, and the Team’s
combined community design and active mobility work.

5. Chapter 5. Public Hazards Element (includes Safety
and Noise Elements). We recommend combing the
Safety and Noise Elements into a combined “Public
Hazards Element.” This combination will allow the
community to better address the variety of issues
that may impact the safety and quality of life. As rural community there may be issues such as noises, odors,
and/or materials on properties that could conflict with neighbors and adjacent uses. Through this element,
the City can better understand these interactions
and develop a suite of tools to ensure residents and
businesses are protected and enhanced. keeping this
as an element/chapter of the General Plan. This update
will comprehensively updating it to incorporate the
information and recommendations of the recently
completed documents like the Resilient IE project,
Riverside County Multi-Jurisdictional Hazard Mitigation Plan, and other relevant studies associated with hazards and safety. Local Hazard Mitigation Plan, Climate Action and Adaptation Plan, and other available studies and
reports.

This will update will ensure consistency with the
requirements under Government Code Section 65302
(g), including the recent updates associated with
Wildfires (SB 1241), Climate Adaptation (S 379), and
evacuation (SB 99). It is anticipated that the natural
hazards of greatest concern for the City will include
Earthquakes, Floods/ Dam Inundation, Wildfire,
Extreme Heat, Drought, Hazardous Materials Release;
and Climate Change/Adaptation. While many of the
new topics surrounding climate adaptation are not
addressed in the existing element, the completion of
the Resilient IE project ensures the City can address
these issues without the need of additional studies/
analysis. However, due to the presence of Very High

24 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
these materials to City staff and make refinements as
requested.

Deliverables:
+ Participation in virtual/Zoom meetings
+ Attendance at one day of meetings in Norco
Task E.3. Public Review Draft General Plan Update
Based on input from City staff, the STP Team will prepare a Public Review Draft General Plan. We will also prepare an accompanying PowerPoint presentation.

Deliverables:
+ Public Review Draft General Plan Update (50 hard
copies and PDF format)
+ Public Review Draft Executive Summary of General
Plan Update (in English & Spanish)
+ Summary PowerPoint presentation.

Task E.4. Draft General Plan Open House
The STP Team will prepare for and lead a final community event, in which we will present the General Plan.

We recommend this event be organized content for
community members to review and comment on potential
refinements to the general plan.

Deliverables:
+ Community Open House notice/agenda/meeting
materials
+ Community Open House facilitation
+ Community Open House summary
Task E.5. Planning Commission Hearing
The Team will prepare a presentation and staff report
for, and assist City staff in presenting, the General Plan to the Planning Commission for their consideration and
recommendation.
strategies, and will be crafted in compliance with
applicable State requirements.
• Environmental Justice, Social Equity and
Environmental Sustainability. STP, Atlas and
Meridian will collaborate in developing policies
related to these important, State mandated topics,
and integrating them into all elements of the Plan, as
appropriate.
• Historic Resources. Based on Meridian’s cultural
resources analysis and any information provided
by City staff, the Team will integrate provisions
and policies related to the preservation of historic
resources throughout the General Plan Update,
primarily in the Land Use & Community Design
Element.
• Economic Development. Economic development
policies will be incorporated throughout the
document, primarily the Land Use & Community
Design Element and, as mentioned above, in the
Implementation Strategy.

Deliverables:
+ Administrative Draft General Plan (PDF)
Task E.2. City Review of Administrative Draft Plan
When the City has had an opportunity to review the Draft Plan, the STP Team will join City staff in multiple virtual/Zoom meetings to review City comments and identify changes
and refinements to be made. At an appropriate point in the process, the Team will convene in Norco for a day-long series of meetings with City staff to discuss and resolve remaining matters. The Team will revise the Draft Plan as requested, and will prepare a companion PowerPoint presentation,
large-format maps and display boards for presentation in subsequent meetings and workshops. The Team will deliver Equestrian priority neighborhood collector street in Jurupa Valley.

SARGENT TOWN PLANNING 25
a presentation and supporting information materials for the scoping meeting. Comments received in response to
the NOP and at the scoping meeting will be compiled and included in the PEIR and also considered in finalizing the scope of study in the PEIR.

Deliverables
+ Notice of Preparation/Scoping Meeting
+ Public scoping meeting for EIR preparation
Task F.3. Administrative Draft PEIR
The Meridian team will prepare the setting, impacts,
and mitigation discussions for each environmental topic area identified in the standard Environmental Checklist (Initial Study) in Appendix G of the CEQA Guidelines.

Meridian will prepare a summary of existing conditions, pertinent regulations, and a description of the regional setting, placing special emphasis on any rare or
unique environmental resources in the project area by
incorporating information from the Existing Conditions
report, Draft General Plan Update, and any other available public information.

The PEIR will include programmatic analysis of the
proposed General Plan Update. The impact analysis will be focus on the physical effects that could be associated with the addition or reallocation of development capacity within the City. The PEIR will also analyze potential increases in VMT and associated air quality, greenhouse gas (GHG), and energy effects.

A primary objective of the PEIR will be to facilitate tiering for future projects that are consistent with the updated General Plan. Appropriate mitigation measures will be
developed for application as conditions of approval for future projects to facilitate the streamlined clearance of future projects. The proposed methodologies for select
environmental topic areas are summarized below.

1. Air Quality, Greenhouse Gas, and Energy.

Meridian will prepare an Air Quality, GHG, and
Energy evaluation, the results of which Meridian
will incorporate into the PEIR. The evaluation will
assess the local and regional air emission impacts
of the changes in VMT changes associated with the
proposed General Plan Update in conformance with all
applicable requirements and adopted air quality plans,
and will identify appropriate mitigation consistent with applicable requirements.

2. Noise. Meridian will prepare a noise analysis, the
results of which they will incorporate into the PEIR. The noise analysis will focus on localized noise increases
that may occur in areas receiving additional housing
units or other development based on the General
Deliverables:
+ Presentation materials and staff report assistance
Task F. General Plan EIR
Meridian will prepare a Draft General Plan Update
Program Environmental Impact Report (PEIR) to assess the environmental impacts of the Plan in compliance with the provisions of the California Environmental Quality Act (CEQA) consistent with CEQA Guidelines Article 9.

Task F.1. Kickoff, Project Description, and other Meetings Meridian will participate in a kickoff meeting with the City to introduce team members, discuss initial data requests, and develop the project schedule. Meridian will confirm the scope of environmental analysis and methodologies with the City at the kickoff meeting. Meridian will also prepare and submit a comprehensive data request to the City for review and discussion at the kickoff meeting.

Meridian will prepare and submit a project description for City review and approval. The project description will include the following information, consistent with CEQA Guidelines Section 15124:
• The regional location of the City of Norco and the City’s Planning Area as defined in the proposed General Plan
Update.
• A statement of the objectives sought by the project.
• A description of the technical, economic, and
environmental characteristics of the propose General Plan Update, including graphic map figures.
• A statement briefly describing the intended uses of the PEIR.

Under this task, Meridian will attend up to 6 coordination meetings throughout the environmental process. Additional meetings can be attended on a time and materials basis.

Deliverables
+ Kickoff meeting notes, including confirmation of scope and methodologies
+ Project Description
Task F.2. NOP and Scoping Meeting
Meridian will produce a Notice of Preparation (NOP),
including the project description, and a discussion of
probable environmental effects and information regarding the scoping meeting, consistent with CEQA Guidelines
Section 15082. Meridian will also facilitate one scoping meeting to provide an opportunity for comment on the
potential environmental effects of the proposed General Plan Update from agencies and the public. Meridian will prepare

26 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
• Determination of adequate emergency vehicle
access
• Identification of any conflicts with adopted plans or policies regarding alternative travel modes
• Identification of potential VMT impacts
Once the impacts are identified, Fehr & Peers will
identify potential mitigations. As with most General
Plans, it is assumed that the roadway system will
be designed, or policies will be crafted so that the
General Plan is self-mitigating. If self-mitigation
is not achievable, additional mitigation measures
will be identified or policy modifications will be
recommended. Given the “newness” of SB 743, we
will likely be identifying a significant and unavoidable impact related to VMT impacts to provide the City with
maximum defensibility of its CEQA document and
allow future projects to tier from the findings of this document.

Fehr & Peers will summarize the results of analyses
above in a technical Transportation Report, which will
be provided to the Project Team for review. This initial Report will be sent to Environmental Consultant for
their initial review and updated in response to any
internal comments received. The report will then be
revised to provide a Draft Report to the City for their review. The report will be updated after receipt of one additional round of consolidated comments from the
City. It is anticipated that the Environmental Consultant would prepare the Traffic Section of the EIR using data in this Transportation Report.

Our scope of services anticipates that only an Existing Conditions, Cumulative No Project and Cumulative
Plus Project Condition will be needed to assess the
impacts of the project. The following transportation
metrics will be provided in order to support other
sections of the EIR.

As part of this Task, Fehr & Peers had budgeted for
attendance at up to two public meetings, which could
include Planning Commission meetings, City Council
meetings, or other project team meetings.

7. Air Quality and Greenhouse Gas Emissions
Transportation Data. VMT for Existing, General Plan
Horizon Year, and Current General Plan conditions will
be provided in I-X, X-I, I-I format in accordance with the RTAC methodology (along with nuanced land uses in
the City described above).

8. Noise Transportation Data. The following data will
be provided in a GIS Centerline file with traffic model volumes from the model runs discussed earlier:

Plan update. Noise modeling will be completed for all
major roadways in the City based on traffic volumes
and information on fleet mix, speed limits and other
information provided by Fehr & Peers. Based on this
modeling, the potential for uses allowed by the proposed General Plan Update to be exposed to noise levels
exceeding applicable noise standards will be identified and appropriate programmatic mitigation measures will
be identified.

3. Land Use / Planning. Meridian will compare the
proposed Land Use map to the previous existing
General Plan Land Use map, with a focus on how any
changes would accommodate updated housing and
employment projections. They will document the ways
in which the General Plan update will achieve the City’s broader planning goals and objectives and be consistent with applicable regional plans and associated growth
projections.

4. Population/Housing. Meridian will describe existing
and projected population characteristics based in
information in the Southern California Association of
Governments (SCAG) 202-2045 Regional Transportation
Plan/Sustainable Communities Plan, U.S. Census and
the City’s 2021-2029 General Plan Housing Element.

Meridian will also evaluate how the growth in population and housing associated with implementation of the
proposed General Plan Update relates to applicable
growth projections.

5. Biological / Cultural Resources. Meridian will complete a search of the California Department of Fish and Wildlife California Natural Diversity Database (CNDDB) to identify sensitive biological resources in the City’s Planning Area.

A records search will also be conducted at the California Historical Resources Information System (CHRIS) Eastern Information Center at UC Riverside to identify recorded cultural resources in the City’s Planning Area. Biological resources in the City’s Planning Area are primarily
associated with the Santa Ana River corridor along the
eastern edge of Norco and the hillside areas in the
eastern portion of the City.

6. Transportation. Fehr & Peers will document the
Existing Conditions analysis and Future Conditions
analysis in a technical Traffic Study for use by the
General Plan EIR. Elements of the assessment will
include:
• Identification of any conflicts with plans establishing performance measures for various modes of travel
• Evaluation of any changes in air travel patterns
• Review of hazards due to design features

SARGENT TOWN PLANNING 27
Meridian will compile all comments and number each
letter and comment and develop a list of major comments.

Meridian will meet with City staff following the close of the comment period to discuss the best approach, which
may include the use of master responses to facilitate the response to similar or repeated comments.

Meridian hours listed in the proposed budget for
responses to comments are an allowance. If an unusually large volume of comments are received (over 30 distinct comment letters), Meridian will confer with the City to determine an appropriate path forward. The scope and
budget also assume responses do not require substantial additional research, analysis, or meetings with those who provided comment.

In a parallel process with preparation of administrative draft responses to comments, Meridian will incorporate
edits and changes to the Draft PEIR by using strikeout/bold underlined text as appropriate.

Based on up to two (2) sets of consolidated comments
from the City, Meridian will revise the responses to
comments document and will provide electronic copies of the final PEIR to the City.

Deliverables:
+ Final EIR, including Draft EIR and Response to
Comments (35 copies and PDF format)
+ Administrative Draft Findings of Fact and Statement of Overriding Considerations, if necessary (2 hard copies, Word and PDF format)
+ Draft Findings of Fact and Statement of Overriding
Considerations, if necessary (2 hard copies, Word and
PDF format)
Task G7. Public Meetings
The Meridian management team will attend up to two (2)
public meetings on the PEIR (Planning Commission, City
Council, etc.). Attendance at or preparation for hearings in excess of this allowance will be billed on a time-andmaterials basis. This task also includes an allowance for the preparation of meeting materials – such as a presentation, PowerPoint, and related materials. We will work with the City to provide the materials best-suited to the City’s needs within our allowance.

Deliverables:
+ Attendance/facilitation and meeting materials,
including staff report, for Planning Commission public
meeting regarding Final EIR
+ Attendance/facilitation and meeting materials,
including staff report, for City Council public meeting regarding the Final EIR
• ADT traffic volumes for all major arterials and
freeways in the study area will be provided for
Existing, Existing with Project, Future Baseline, and
Future Baseline with Project conditions
• Fleet mix (auto, medium-duty, heavy-duty) on the
segments for existing and future time frames
• Speed limits on the segments for existing and future
time frames
• Daytime/Evening/Nighttime percentage splits on the
segments for existing and future time frames.

Deliverables:
+ Administrative Draft EIR (10 hard copies, Word and PDF format)
Task F.4. Screencheck Draft PEIR
Meridian will revise the Administrative Draft PEIR in response to two (2) rounds of review by City staff. Meridian will then provide clean, compiled PDF and Microsoft Word versions of the screencheck draft PEIR to the City to verify that all requested changes have been made and all appendix
materials, references and final graphics are acceptable.

Deliverables
+ Screencheck draft PEIR in PDF and Word formats.

Task F.5. Public Draft PEIR
Meridian will make final amendments to the Screencheck
Draft PEIR based on a single set of consolidated comments and submit hard copy and web-ready versions of the PEIR and all associated appendices. Meridian will also prepare the combined Notice of Availability and a Notice of Completion in accordance with the CEQA Guidelines, and provide advice as needed to the City regarding distribution of the Draft PEIR pursuant to CEQA and City review procedures. The PEIR will be circulated to the public for no less than 45 calendar days.

Deliverables
+ Draft EIR (35 copies, Word and PDF format)
+ Attendance/facilitation and meeting materials, including staff report, for Planning Commission public hearing
regarding Draft EIR
Task G6. Final PEIR
The Final PEIR will include written responses to all comments on the Draft PEIR on behalf of the City, any minor updates or revisions to the Draft PEIR, and a mitigation monitoring and reporting program (MMRP). Meridian will prepare written responses to comments on the Draft PEIR following the
public review period. Meridian assumes the City will provide copies of all written comments and transcripts of any verbal comments from public hearings.

28 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Deliverables:
+ Legal Consistency Recommendations Memo: draft
and final based on a response to one set of combined
nonconflicting comments from City and project team
(Word, PDF)
+ List of properties, and associated maps, needing
Zoning district amendments, and to what district they
will be amended
+ List of Zoning Code text amendments
+ Draft amendments to all necessary chapters of the
Zoning Code to comply with the 2050 General Plan.

Task H. Presentation and Adoption of Draft
General Plan
The STP Team, with staff participation, will present the draft General Plan Update at public meetings before
appropriate City boards or committees, and at public
hearings before the Planning Commission (2) and City
Council (2). The Team will revise the General Plan and
Zoning Amendments based on changes adopted by the
City Council, and coordinate printing of the adopted
General Plan.

Task H.1 Elected & Appointed Official Engagement
The Team will assist City staff in leading meetings with up to two City boards – such as Historic Preservation & Agricultural Heritage, Parks & Recreation, Streets, Trails & Utilities, Youth Advisory, Economic Advisory, etc., to receive their feedback, and up to four public hearings before the Task G. Zoning Amendments
The STP Team and City staff will evaluate properties within the City, particularly sites within the focus areas and the Auto Mall and Gateway specific plans, to determine which sites need to be rezoned and/or pre-zoned for consistency with the General Plan, and will collaborate in the preparation of zoning map and text amendments to address identified inconsistencies.

Task G.1: Zoning Consistency Analysis
LWC will perform a legal consistency review of the City’s existing Zoning Code to identify discrepancies between the existing Code and State and Federal law. The results of the analysis, including an identification of topics to be addressed through the Zoning Ordinance update, will be summarized in a Legal Consistency Recommendations Memo. The memo
will include a summary of key inconsistencies between the current Zoning Ordinance and State and Federal law, and recommended amendments to the Code.

Deliverables:
+ Draft Memo for City review
+ Final Memo addressing City comments and questions.

Task G.2: Zoning Amendments
If amendments are necessary, the Consultant Team,
in consultation with City staff, will draft the proposed amendments. Such amendments will be limited to Zoning
Map revisions and zoning text amendments. Existing zoning districts will be utilized unless other General Plan land uses are developed in the program that would require the creation of new zoning districts.

FIGURE LC-3 LAND PLAN

NEIGHBORHOODS
Semi-Rural Neighborhood
Traditional Neighborhood
Suburban Neighborhood - Very Low
Suburban Neighborhood - Low

CORRIDORS
Neighborhood Corridor
City Corridor - Moderate
City Corridor - High

CENTERS

DISTRICTS
Office Employment District
21st Century Employment District
Neo-Industrial Employment District
Industrial Employment District
Carmelian St
Vineyard Ave
19th St
Upland
Ontario
Fontana
6th St
4th St
Baseline Rd
Wilson Ave Wilson Ave
Church St
Cucamonga
Central South
Central North
Red Hill
Alta Loma Etiwanda
Southeast
Eastside
Pacific Electric Trail
Day Creek Channel
Deer Creek Channel
Deer Creek Channel
Arrow Route
Archibald Ave
Haven Ave
Milliken Ave
Etiwanda Ave
10 10
15 15
210
210
59 VOLUME 2 • CHAPTER 1: LAND USE & COMMUNITY CHARACTER FIGURE LC-2 PLACE TYPES AND GENERAL PLAN DESIGNATIONS
Semi-Rural
Neighborhood
Traditional
Neighborhood
Suburban
Neighborhood
- Very Low
Suburban
Neighborhood
- Moderate
Suburban
Neighborhood
- Low
Urban
Neighborhood
Neighborhood
Center
Neighborhood
Corridor
Natural Open
Space
Traditional
Town Center
City Corridor
- Moderate
Rural Open
Space
City Center City Corridor
- High
General Open
Space &
Facilities

NEIGHBORHOODS

CORRIDORS

CENTERS

DISTRICTS

OPEN SPACES

GENERAL PLAN DESIGNATIONS
& LAND PLAN
Given the City’s broad place-making goals and the community’s interest in shaping the form and character of the city, this General Plan uses “place type” designations that go beyond conventional land use designations to better define the existing and intended character, form, and function of each part of the city. As shown in Figure LC-2, Place Types and General Plan Designations, each place type is organized into designations that provide direction on the intended range of uses, appropriate levels of development density and intensity, and intended physical design character. While the location and general area of each designation is shown in Figure LC-3, Land Plan, an easier to read version of the map is available on the City’s website (https://bit.ly/gplandplan).

Additional, parcel-specific precision is provided in the City’s Zoning Ordinance, which refines and clarifies the allowable development density and intensity for that parcel within the range specified by the General Plan Designation.

Office
Employment
District
21st Century
Employment
District
Neo-Industrial
Employment
District
Industrial
Employment
District
Rancho Cucamonga Land Use Plan, and Diagarm of Place Types and General Plan Designations

SARGENT TOWN PLANNING 29
and Community Design Element, and in the interest of
keeping our proposed fees as close as possible to your
stated budget target, we have not included an Economic
Development Element in the proposed services or budget
herein.  However, STP and LWC look forward to an
opportunity to engage the City in discussion of the role that such an Element might play, and if requested would be pleased to provide a proposal to prepare the Element as part of the General Plan Update.

City Council and Planning Commission. Joint meetings of these groups is recommended where appropriate.

Deliverables:
+ Up to six (6) meetings with elected and appointed
officials
+ Presentation materials
+ Records of input received
Task H.2 Final General Plan Update
Based on input received and direction from City staff in follow-up meetings, the STP Team will make one final round of revisions to the General Plan and Zoning Amendment
documents and deliver them to City staff.

Deliverables:
+ Adopted General Plan Update, 20 hard copies
+ Adopted General Plan Update, electronic copy in
InDesign and PDF format (graphics/maps shall be
prepared in a graphics file)
Optional Available Services

1. New Form-Based Zones
An available additional service that might in the future prove very useful – but is not requested in the RFP nor included in this proposal – would be the preparation of one or more new zones formatted as form-based development
standards.    In our decades of experience, we have found that conventional Euclidean zoning is generally unable to predictably deliver projects that are compatible with and contribute to a community’s specific, locally calibrated vision for the scale and design character infill development. This is particularly true in contexts where new higher intensity infill development is enabled within close proximity to established neighborhoods, and/or in contexts where the existing street network, block and lotting structure does not support human-scale, walkable, neighborhood or center
environments.  STP and LWC have been California and
national leaders, innovators and award-winners in preparing Form-Based Codes the past 20 years and would be pleased to discuss the possibility of providing such services at any time that the City so requests.

2. Economic Development Element
We understand that Norco is intent upon promoting diverse, thriving commercial businesses, activities, and employment, and expanding the array of local housing choices, while preserving the City’s sense of place.  We understand that you are considering the possibility of preparing an Economic Development Element in support of that goal.  Based on
our sense that a robust array of economic development
policies and strategies can be embedded in the Land Use

30 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Month #:

Month (proposed):

Task A Project Commencement
Task A.1 Document Collection & Initial Review
Task A.2 Kick-Off Event
Task A.3 Project Management Plan
Task A.4 Scope, Schedule and Budget Confirmation & Refinement Task B Community Engagement Strategy
Task B.1 Community Engagement Plan
Task B.2 Website & Branding
Task C Existing Conditions & Economic Development Analysis Task C.1 Existing Conditions Assessment
Task C.2 Economic Development Analysis
Task C.3 Transportation Analysis
Task C.4 Stakeholder Meetings
Task C.5 Community Surveys
Task C.7 Community Meetings and Pop-up Events
Task C.8 Discovery Workshop
Task C.9 Elected and Appointed Officials Engagement
Task D Vision & Strategy Plan
Task D.1 Initial Vision & Strategy Scenarios
Task D.2 Fiscal Impact Analysis
Task D.3 Community Meetings and Pop-Up Events
Task D.4 Vision & Strategy Scenarios Working Session
Task D.5 Vision & Strategy Scenarios Workshop
Task D.6 Elected and Appointed Official Engagement
Task D.7 Final Vision & Strategy
Task D.8 Final Vision & Strategy Workshop
Task E General Plan Update
Task E.1 Develop Administrative Draft General Plan Update (GPU) Task E.2 City Review of Administrative Draft GPU
Task E.3 Public Review Draft GPU
Task E.4 Draft General Plan Open House
Task E.5 Planning Commission Hearing
Task F General Plan Environmental Impact Report (GPEIR) Task F.1 Kickoff, Project Description, and other Meetings Task F.2 NOP and Scoping Meeting
Task F.3 Administrative Draft PEIR
Task F.4 Screencheck Draft PEIR
Task F.5 Public Draft PEIR
Task F.6 Final Draft PEIR
Task F.7 Public Meetings
Task G Zoning Amendments
Task G.1 Zoning Legal Consistency Analysis
Task G.2 Zoning Amendments
Task H General Plan Presentation and Adoption
Task H.1 Elected & Appointed Officials Engagement
Task H.2 Final (Adopted) General Plan Update & Zoning Amendment Kick-off Meeting
Staff / Committee / Stakeholder Meetings
Public Meeting / Study Session / Community Workshop
Planning Commission & City Council Study Sessions & Hearings Stakeholder & Community Meetings and Pop-Up Events
Deliverable Submittal
Check-in with City Staff
Consultant Team Working
City Review of Deliverables City
Public Review Period
W
M
D
K
H
Legend
S
*
B. Proposed Schedule
The preliminary schedule on this page is based on our
experience with General Plan Updates, including typical time allowances for City and community review at each step. All tasks, meetings, workshops, and deliverables, are as described in detail in Section 2 (Proposed Scope of Work) of this Proposal.

Assuming a kickoff in late July / early August, 2023, General Plan adoption could likely occur by October/November
2025. If selected we expect to work with the City to identify opportunities to expedite the process, as described in Task A.4 - Scope, Schedule and Budget Confirmation & Refinement, in Section 2 of this Proposal.

2023 2024 2025
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 June Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct

PROJECT INITIA

TION (L

ATE JUNE / E
ARLY JULY 2023)
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32 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
page intentionally left blank (back of Proposed Schedule for printed document)

SARGENT TOWN PLANNING 33
C. Cost Proposal
The Cost Proposal on the Following page is organized by task and by firm, providing estimated hours and current billing rates for each team member/role. If selected for this project, we would work closely with City staff to make any adjustments to finalize the scope, schedule, and budget - either as part of the selection process, or as described in Task A.4 below. Potential types of adjustments include reallocation hours and fee among task or firms, identifying efficiencies that would generate savings, and/or adding additional services and fees if so requested, and could result in adjustments to the Cost Proposal provided here. Please additionally note the following:

Task A.4 - Scope, Schedule and Budget Confirmation / Refinement Once the City and Consultant Team has had the opportunity to more fully review and discuss the opportunities, challenges, and work ahead, will reconvene with you to review and confirm the General Plan Scope, Schedule and Budget. We closely monitor these matters throughout the life of the project, and keep the City apprised of any anticipated challenges or opportunities in monthly status reports..

Task A.X Project Management and Ongoing Team Coordination STP’s proposed Prime Consultant / Project Team Management fees are added as line items of each Task; (“Task 1.X”, “Task 2.X”, “Task 3.X”, etc...) in the Cost Proposal, calculated at approximately 5% of the overall team fees per Task.

Contingency Funds
We always recommend that clients maintain contingency funds, to allow the City and Consultant Team to adapt to any unforeseen opportunities and/or changing circumstances that often arise over the life of plans such as this.

We suggest that the contingency be approximately 10% of the total of professional fees and other direct costs.

When and if scope efficiencies are identified that would reduce the cost of professional fees and other direct costs, we would recommend that those funds be transferred to the contingency. The Team would not expect to utilize contingency funds without prior written authorization from the City, and any funds remaining in the contingency upon project completion would of course remain City funds.

Other Direct Costs
This category includes the estimated travel and lodging costs for Team visits to Norco, and for printing of hard copies of documents. We consider this estimate to be somewhat conservative, based on the professional services and deliverables described in the RFP. We bill such costs at our direct cost, with no administrative markup, based on best available rates, and will work closely with City staff to schedule as many meetings as possible per trip. For

34 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Sr Principal/
Project
Director
Principal
Planner/
Designer
Sr Associate
/ Project
Manager
Senior
Urban
Planner /
Designer
Urban
Planner
Designer
Sr.

Managing
Principal
P
M
$250 $225 $195 $185 $150 $305
Task A: Project Commencement
Task A.1 Data Collection & Initial Review 4 6 12 40 62 $ 10,690 Task A.2 Kick-Off Event 8 8 8 24 $ 5,360 6
Task A.3 Project Management Plan 4 4 24 32 $ 6,580
Task A.4 Scope, Schedule and Budget Refinement 4 8 8 20 $ 4,360 Task A.X Project Management & Team Coordination - $ 1,950 $ 28,940
Task B: Community Engagement Strategy
Task B.1 Community Engagement Plan 8 4 16 28 $ 6,020 3
Task B.2 Website and Branding 2 8 24 90 124 $ 20,480 3
Task B.X Project Management & Team Coordination - $ 2,400 $ 28,900
Task C: Existing Conditions & Economic Development Analysis Task C.1 Existing Conditons Assessment 18 20 68 40 140 286 $ 50,660 - Task C.2 Economic Development Analysis 2 4 6 $ 1,280
Task C.3 Transportation Analysis 4 8 12 $ 2,560
Task C.4 Stakeholder Meetings 20 20 40 $ 8,900
Task C.5 Community Surveys 4 4 8 32 48 $ 8,260 4
Task C.6 Community Meetings and Pop-up Events 4 8 16 28 $ 4,960 8 Task C.7 Discovery Workshop 4 4 16 16 32 72 $ 12,780 4
Task C.8 Elected and Appointed Officials Engagement 12 16 24 52 $ 9,720 - Task C.X Project Management & Team Coordination - $ 6,750 $ 105,870
Task D: Vision & Strategy Plan
Task D.1 Initial Vision & Strategy Scenarios 8 24 48 120 120 320 $ 56,960 Task D.2 Fiscal Impact Analysis - $ -
Task D.3 Community Meetings and Pop-up Events 4 8 16 28 $ 4,960 8 Task D.4 Vision & Strategy Scenarios Working Session 4 8 16 16 16 60 $ 11,280 Task D.5 Vision & Strategy Scenarios Workshop 4 4 16 40 64 $ 11,020 4 Task D.6 Elected and Appointed Official Engagement 12 16 24 52 $ 9,720 - Task D.7 Final Vision & Strategy 8 16 40 60 80 204 $ 36,500 Task D.8 Final Vision & Strategy Workshop 4 4 16 40 64 $ 11,020 4 Task D.X Project Management & Team Coordination - $ 10,800 $ 152,260
Task E: General Plan Update (GPU) Document
Task E.1 Develop Administrative Draft General Plan Update (GPU) 32 40 80 160 160 472 $ 86,200 Task E.2 City Review of Administrative Draft GPU 8 16 24 40 40 128 $ 23,680 Task E.3 Public Review Draft GPU 14 16 32 60 60 182 $ 33,440 Task E.4 Draft General Plan Open House 4 4 16 32 56 $ 9,820 4 Task E.5 Planning Commission Hearing 4 8 16 28 $ 4,960 3 Task E.X Project Management & Team Coordination - $ 11,950 $ 170,050
Task F: General Plan Environmental Impact Report (GPEIR) Task F.1 Kickoff, Project Description, and other Meetings 2 4 6 $ 1,280 Task F.2 NOP and Scoping Meeting - $ -
Task F.3 Administrative Draft PEIR - $ -
Task F.4 Screencheck Draft PEIR - $ -
Task F.5 Public Draft PEIR - $ -
Task F.6 Final Draft PEIR - $ -
Task F.7 Public Meetings - $ -
Task F.X Project Management & Team Coordination - $ 7,000 $ 8,280
Task G: Zoning Amendments
Task G.1 Zoning Legal Consistency Analysis 2 2 16 20 $ 4,070 Task G.2 Zoning Amendments 4 16 40 60 96 216 $ 37,900
Task G.X Project Management & Team Coordination - $ 2,900 $ 44,870
Task H General Plan Presentation and Adoption
Task H.1 Elected & Appointed Officials Engagement 16 8 16 24 64 $ 12,520 - Task H.2 Final General Plan Update & Zoning Amendment 4 8 16 40 68 $ 11,920 Task H.X Project Management & Team Coordination - $ 1,650 $ 26,090
Other Direct Costs
Travel & Mileage $ 2,500
firm) $ 2,500
Purchased Data (See additional notes by firm) $ -
$ 5,000
Hours per Team Member 232 232 652 572 1,178 2,866 51
Fee per Team Member $51,500 $44,550 $109,980 $94,720 $152,700 $15,555 Hours per Firm ####### ###
Fees per Firm $ 565,260
Other Services and Direct Costs per Firm $ 5,000
Total Budget per Firm $ 570,260

TOTAL SERVICES & DIRECT COSTS
CONTINGENCY (10% of Total Services & Direct Costs )

GRAND TOTAL
Total Hours:

Total Fee:

Total Other Services & Direct Costs:

TOTAL:

Reimbursable Expense Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Billing Rate (Hourly):

HOURS

SUBTOTAL
Team Lead| Urban Planning & Design | General Plan Preparation Subtotal
Sargent Town Planning
FEE

SUBTOTAL
C. Cost Proposal

SARGENT TOWN PLANNING 35
Sr.

Managing
Principal
Project
Manager
Art
Director
Associate/
Designer
Assistant/
Coordinator Principal Director Senior
Associate
Lead
Associate Associate Principal Associate Project
Manager
Engineer/
Planner Admin Partner Principal
Senior
Project
Manager
Senior
Environmental
Scientist
Project
Planner
Document
Production Principal Senior
Planner
Associate
Planner
QA/QC
Specialist
$305 $185 $166 $128 $108 $295 $250 $195 $175 $155 $320 $215 $165 $145 $140 $225 $195 $160 $145 $125 $85 $250 $175 $145 $125 62 $ 10,690 - - - $ - - $ - 4 2 8 14 $ 2,510 $ 13,200
24 $ 5,360 6 6 $ 1,830 8 8 16 $ 3,560 4 4 1 9 $ 2,080 - $ - 4 4 8 $ 1,580 $ 14,410 32 $ 6,580 - $ - - $ - - $ - - $ - - $ - $ 6,580
20 $ 4,360 - $ - - $ - - $ - - $ - - $ - $ 4,360
- $ 1,950 - $ - - $ - - $ - - $ - - $ - $ 1,950
$ 28,940 $ 1,830 $ 3,560 $ 2,080 $ - $ 4,090 $ 40,500
28 $ 6,020 3 24 2 36 65 $ 10,295 - $ - - $ - - $ - - $ - $ 16,315 24 $ 20,480 3 16 14 36 69 $ 10,807 - $ - - $ - - $ - - $ - $ 31,287 - $ 2,400 - $ - - $ - - $ - - $ - - $ - $ 2,400
$ 28,900 $ 21,102 $ - $ - $ - $ - $ 50,002
86 $ 50,660 - - - - - - $ - - - - - - $ - - - - - - - $ - - - - - - - - $ - 4 16 40 4 64 $ 10,100 $ 60,760 6 $ 1,280 - $ - 16 80 140 160 396 $ 74,020 - $ - - $ - - $ - $ 75,300 12 $ 2,560 - $ - - $ - 21 10 41 120 10 202 $ 34,435 - $ - - $ - $ 36,995 40 $ 8,900 - $ - - $ - 13 14 2 29 $ 6,750 - $ - - $ - $ 15,650 48 $ 8,260 4 12 2 40 8 66 $ 9,756 - $ - - $ - - $ - - $ - $ 18,016 28 $ 4,960 8 16 6 24 54 $ 8,760 - $ - - $ - - $ - - $ - $ 13,720 72 $ 12,780 4 6 2 16 28 $ 4,314 - $ - - $ - - $ - - $ - $ 17,094 52 $ 9,720 - - - - - $ - - $ - - $ - - $ - - $ - $ 9,720 - $ 6,750 - $ - - $ - - $ - - $ - - $ - $ 6,750
$ 105,870 $ 22,830 $ 74,020 $ 41,185 $ - $ 10,100 $ 254,005 20 $ 56,960 - $ - - $ - 16 4 25 40 5 90 $ 16,605 - $ - 4 12 16 $ 2,740 $ 76,305 - $ - - $ - 8 36 36 48 68 196 $ 37,320 - $ - - $ - - $ - $ 37,320 28 $ 4,960 8 14 14 22 58 $ 9,198 - $ - - $ - - $ - - $ - $ 14,158 60 $ 11,280 - $ - - $ - - $ - - $ - 2 2 $ 500 $ 11,780
64 $ 11,020 4 6 2 16 28 $ 4,314 - $ - - $ - - $ - - $ - $ 15,334 52 $ 9,720 - - - - - $ - - $ - - $ - - $ - - $ - $ 9,720 04 $ 36,500 - $ - - $ - - $ - - $ - - $ - $ 36,500
64 $ 11,020 4 6 2 16 28 $ 4,314 - $ - - $ - - $ - - $ - $ 15,334 - $ 10,800 - $ - - $ - - $ - - $ - - $ - $ 10,800
$ 152,260 $ 17,826 $ 37,320 $ 16,605 $ - $ 3,240 $ 227,251 72 $ 86,200 - $ - - $ - 26 12 75 68 7 188 $ 34,115 - $ - 24 48 80 20 172 $ 28,500 $ 148,815 28 $ 23,680 - $ - - $ - - $ - - $ - - $ - $ 23,680
82 $ 33,440 - $ - - $ - - $ - - $ - 10 24 24 10 68 $ 11,430 $ 44,870 56 $ 9,820 4 8 4 20 36 $ 5,372 - $ - - $ - - $ - - $ - $ 15,192 28 $ 4,960 3 3 6 $ 1,470 - $ - - $ - - $ - - $ - $ 6,430 - $ 11,950 - $ - - $ - - $ - - $ - - $ - $ 11,950
$ 170,050 $ 6,842 $ - $ 34,115 $ - $ 39,930 $ 250,937
6 $ 1,280 - $ - - $ - - $ - 22 8 36 66 $ 12,270 - $ - $ 13,550 - $ - - $ - - $ - - $ - 4 16 24 12 56 $ 7,480 - $ - $ 7,480 - $ - - $ - - $ - 16 4 35 60 7 122 $ 21,435 16 24 75 48 150 48 361 $ 50,070 - $ - $ 71,505 - $ - - $ - - $ - - $ - 8 4 22 16 22 8 80 $ 11,850 - $ - $ 11,850 - $ - - $ - - $ - - $ - 2 16 4 24 16 62 $ 7,950 - $ - $ 7,950 - $ - - $ - - $ - - $ - 16 8 30 16 62 16 148 $ 21,390 - $ - $ 21,390 - $ - - $ - - $ - - $ - 16 16 32 $ 6,160 - $ - $ 6,160
- $ 7,000 - $ - - $ - - $ - - $ - - $ - $ 7,000
$ 8,280 $ - $ - $ 21,435 $ 117,170 $ - $ 146,885
20 $ 4,070 - $ - 2 20 36 24 82 $ 16,330 - $ - - $ - - $ - $ 20,400 16 $ 37,900 - $ - - $ - - $ - - $ - - $ - $ 37,900
- $ 2,900 - $ - - $ - - $ - - $ - - $ - $ 2,900
$ 44,870 $ - $ 16,330 $ - $ - $ - $ 61,200
64 $ 12,520 - - - $ - 8 8 4 20 $ 5,140 - $ - - $ - - $ - $ 17,660 68 $ 11,920 - $ - - $ - - $ - - $ - 4 16 20 $ 3,020 $ 14,940 - $ 1,650 - $ - - $ - - $ - - $ - - $ - $ 1,650
$ 26,090 $ - $ 5,140 $ - $ - $ 3,020 $ 34,250
$ 2,500 $ 1,470 $ 1,470 $ - $ 2,270 $ 2,350 $ - $ 8,590 $ 2,500 $ - $ - $ - $ 4,500 $ - $ 7,000
$ - $ - $ - $ 4,200 $ 6,000 $ - $ 10,200
$ 5,000 $ 1,470 $ - $ 6,470 $ 12,850 $ - $ 25,790
66 51 111 18 142 122 444 34 152 84 188 252 710 96 30 194 288 32 640 84 44 211 84 282 100 805 52 94 184 34 364 $15,555 $20,535 $2,988 $18,176 $13,176 $10,030 $38,000 $16,380 $32,900 $39,060 $30,720 $6,450 $32,010 $41,760 $4,480 $18,900 $8,580 $33,760 $12,180 $35,250 $8,500 $13,000 $16,450 $26,680 $4,250 ####### ### 444.0 710.0 640.0 805.0 364.0 5,829.0
$ 565,260 $ 70,430 $ 136,370 $ 115,420 $ 117,170 $ 60,380 $ 1,065,030 $ 5,000 $ 1,470 $ - $ 6,470 $ 12,850 $ - $ 25,790
$ 570,260 $ 71,900 $ 136,370 $ 121,890 $ 130,020 $ 60,380 $ 1,090,820 $1,090,820.00
$109,082.00
$1,199,902.00
s:
e:
s:

L:

Total Hours:

Total Fee:

Total Other Services & Direct Costs:

TOTAL:

Total Other Services & Direct Costs:

TOTAL:

Total Hours:

Total Fee:

Total Other Services & Direct Costs: Total Other Services & Direct Costs:

TOTAL:

Total Hours:

Total Fee:

Total Other Services & Direct Costs:

TOTAL:

Total Hours:

Total Fee:

Total Hours:

Total Fee:

TOTAL:
- Distribution of NOP; NOA for Draft and Final EIR; Printing & Mailing Costs - Cultural Resource & Biological Resource Records Searches Subtotal
Fehr & Peers
Sustainable Multi-Modal Mobility Planning
Meridian Consultants
CEQA Lead
Atlas Planning
Health & Safety
HOURS

SUBTOTAL
FEE

SUBTOTAL
HOURS

SUBTOTAL
FEE

SUBTOTAL
HOURS

SUBTOTAL
S
AL
n
tal
Circlepoint
Public Outreach & Engagement
Lisa Wise Consulting
Economics & Zoning Amendment
HOURS

SUBTOTAL
FEE

SUBTOTAL
FEE

SUBTOTAL
HOURS

SUBTOTAL
FEE

SUBTOTAL
Subtotal
Subtotal

PROPOSED

PROFESSIONAL FEES
(TOTALS) FEE

SUBTOTAL
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
- Traffic Data
Subtotal
Subtotal
Subtotal
Subtotal

37 3. Relevant Project Experience
Rancho Cucamonga General Plan Update .................................................. 38 Indio General Plan Update................................................................................ 42 Tehachapi Vision Plan, General Plan Update & Form Based Zones....... 44 Palm Desert General Plan Update ................................................................. 46 Fontana General Plan Update.......................................................................... 48 Watsonville Downtown Specific Plan and General Plan Update.............. 50 Pasadena Street Design Guide ........................................................................ 52 Lancaster Boulevard Streetscape Transformation ..................................... 54 Note: All underlined text on this page are hyperlinks linked to the relevant Team Qualifications in this section.

38 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Rancho Cucamonga General Plan Update
Rancho Cucamonga, CA
City of Rancho Cucamonga, CA
40 Square Miles
Urban Analysis, Planning & Design;
Focus Area Plans and Implementation Strategies
2018-2021
Adopted by unanimous vote of City
Council, 15 December 2021
Client:

Size:

Services:

Designed:

Status:

The City of Rancho Cucamonga selected Sargent Town
Planning (STP) as part of a large multi-disciplinary
consultant team - including all city departments - to update the City’s General Plan. At the outset of the process, the City Council directed the team to focus on three core
community values: health, equity and stewardship.

STP led the research into the community history and
evolution since incorporation in 1978 and analysis of
the orginal 1980 general plan, subsequent updates and
specific plans, and existing development patterns and
forms. STP prepared extensive educational presentations and in collaboration with Circlepoint and City staff led an almost entirely virtual the community engagement process throughout 2020. The process included many on-line
surveys, interactive virtual workshops, many virtual and some in-person stakeholder interviews.

Based on community response, and in close collaboration with City staff, PlaceWorks and Fehr & Peers, STP generated a series of alternative scenarios for the locations, types, intensities and forms of future development that could
meet the City’s regional housing needs, support economic development resulting in not only a jobs/housing balance but also a “jobs/housing match”, and robustly respond
to the core community values. Throught an extensive
further community engagement, a preferred scenario was
selected that conserved the character and quality of the City’s neighborhoods, and most new development within
compact, walkable, transit-oriented and transit-ready
corridors, centers and districts. The General Plan Strategy diagram on the facing page summarizes that scenario.

In close collaboration with the entire team, STP converted that strategy diagram into a place-type placed land
plan, and led the preparation a new system of “Place
Type Designations” that replace previous “land use
designations.” As the name suggests, the Built Environment volume integrates vision, policy and implementation
strategy for land use, urban design, open space,
transportation and moblity, and public facilities.

To very clearly define the future vision for areas in
which very significant, even transformational, change is anticipated, STP prepared 8 Focus Area Plans within the Built Environment Volume. Focus Area Plans provide more etailed physical planning, to further clarify the vision and document community expectations, and also to support
the preparation of new vision-based, objective design
and development standards for those areas. As part of
the Implmentation Strategy Volume, STP also prepared
a Placemaking Toolkit, to clearly bridge between the
vision and policies of the Plan and coordinate new zoning standards with new subdivision and complete streets
standards in the interest of delivering complete, humanscale places rather than just “development projects.” STP is collaborating with City staff and Lisa Wise Consulting to define new objective design and development standards
for many of the identified place types.

Aerial perspective of proposed Red Hill Gateway mixed-use center and new neighborhood on Historic Route 66, incorporating older neighborhoods and historic highway restaurants.

SARGENT TOWN PLANNING 39
57 these places.

FIGURE LC-1 VISION DIAGRAM

COMMUNITY ACTIVITY NODES
Neighborhood Activity Node
Corridor Activity Node
Focus Areas

MOBILITY CORRIDORS
Transit Priority Street
Bicycle Priority Street
Trail Network
Note: See Figure LC-3 Land Plan for
General Plan Designations
Carmelian St
Vineyard Ave
19th St
Upland
Ontario
Fontana
6th St
4th St
Baseline Rd
Wilson Ave Wilson Ave
Church St
Cucamonga
Central South
Central North
Red Hill
Alta Loma Etiwanda
Southeast
Eastside
Pacific Electric Trail
Day Creek Channel
Deer Creek Channel
Deer Creek Channel
Arrow Route
Archibald Ave
Haven Ave
Milliken Ave
Etiwanda Ave
10 10
15 15
210
210
Land Use and Mobility Strategy Diagram - Rancho Cucamonga GP Foothill Blvd streeet concepts in the Civic Center Focus Area for RC General Plan

40 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Foothill Boulevard improved with bike lanes and low-speed “side access lanes” for customer and visitor parking in safe, comfortable pedestrian environments.

Victoria Gardens and the Foothill Corridor reimagined as a new “Real Downtown” for Rancho Cucamonga.

VOLUME 2 • CHAPTER 1: LAND USE & COMMUNITY CHARACTER

PLACEMAKING
The intent of this General Plan is to create a city for people—a city of great neighborhoods, natural open spaces and parks, and walkable and active centers and districts, all connected by safe and comfortable streets. The Vision Diagram, as described in detail in Volume 1 and shown here in Figure LC-1, is a conceptual land use and mobility plan that illustrates a policy level approach for how and where we target investment and growth to create great places, and a strategic framework for multi-modal access between these places.

FIGURE LC-1 VISION DIAGRAM

COMMUNITY ACTIVITY NODES
Neighborhood Activity Node
Corridor Activity Node
Focus Areas

MOBILITY CORRIDORS
Transit Priority Street
Bicycle Priority Street
Trail Network
Note: See Figure LC-3 Land Plan for
General Plan Designations
Carmelian St
Vineyard Ave
19th St
Upland
Ontario
Fontana
6th St
4th St
Baseline Rd
Wilson Ave Wilson Ave
Church St
Cucamonga
Central South
Central North
Red Hill
Alta Loma Etiwanda
Southeast
Eastside
Pacific Electric Trail
Day Creek Channel
Deer Creek Channel
Deer Creek Channel
Arrow Route
Archibald Ave
Haven Ave
Milliken Ave
Etiwanda Ave
10 10
15 15
210
210
1 8
2 7
6 4
5 3
Focus Area 1: Downtown Rancho Cucamonga
(Victoria Gardens & Epicenter)
Focus Area 2: Civic Center
Focus Area 3: HART District
Focus Area 4: Red Hill Gateway
Focus Area 5: Cucamonga Town Center
Focus Area 6: Alta Loma Town Center
Focus Area 7: Etiwanda Heights Town Center
Focus Area 8: Southeast Industrial Area
2 1
3 4
5 6
7 8
1 1

SARGENT TOWN PLANNING 41
Haven Avenue improved to support city center infill
development and provide a more comfortable and safer
environment for pedestrians, bicyclists and transit users.

HART District - with existing Metrolink station, new high-speed rail and airport connector - becomes an intense, mixed-use regional transit hub.

The Alta Loma Town Center will be a highly active and attractive community activity center reflective of traditional development patterns. 2 3
Haven Avenue at Civic Center evolving to a transit-oriented corridor. 6 This illustrative vision for Cucamonga Town Center and complete streets improvements in older industrial area.

This illustrative sketch presents a vision of a neighborhood green (fronted by new and existing housing) at the terminus of a new 8th Street trail connecting Cucamonga Town Center to Cucamonga Station, 2-miles to the east.
2 5
5 Haven avenue streeet concepts in the Civic Center Focus Area for RC General Plan

42 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Indio General Plan Update
Indio, CA
In 2017 the City of Indio retained Raimi + Associates and Sargent Town Planning to update their Genaeral Plan. The team had recently completed general plan updates for
the City of Coachella to the east and Palm Desert to the west. Key goals for Indio’s plan update included a new
vision and policies for more walkable, healthier, sustainable neighborhoods and neighborhood centers, and a new
vision and implementation strategies for revitalizing the historic Highway 111 and 99 corridors through the center of town, replacing a dying shopping mall with a pedestrianoriented “Midtown District”, and connecting that district to and revitalizing historic Downtown Indio.

Starting with a partially complete General Plan Update
initiated by another consultant team, the R+A/STP team
conducted a series of very well-attended visioning
workshops to clarify the community’s ambition for more
sustainable neighborhoods, vital employment districts and trannsit-ready crosstown corridors. The team translated that vision to a series of future place types, including neighborhoods and centers woven together with complete
networks of complete streets, transformation of Highway 111 to Boulevard 111, and strategies for recentering
community life on a revitalized, mixed-use, pedestrianoriented and transit-ready downtown. The City has subsequently retained STP to prepare a Downtown Specific Plan and a Highway 111 Specific Plan, both including formbased zoning.

Vision illustration of Downtown Indio, with restored gateway from anticipated restored passenger rail station. Railroad tracks and historic Route 99 are in the foreground. Like Route 111 to the south of Downtown, old 99 is to be tranformed to a town center avenue, connecting the new rail station into the heart of Downtown.

Existing conditions in Downtown Indio with a large percentage of land vacant or underutilized.

City of Indio, CA
33 Square Miles
Community Engagement & Vision,
Place-Type Based General Plan
Designations
2017-2018
Adopted by City Council 2019
Client:

Size:

Services:

Designed:

Status:

SARGENT TOWN PLANNING 43
Midtown Focus Area Plan, just west of Downtown on
Highway 111 Corridor Avenue 44 Focus Area Plan for large area infill north of I-10 Freeway.

44 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Tehachipi Vision Plan, General Plan Update & Form
Based Zones
Tehachipi, CA
City of Tehachipi, CA
23 Square Miles
Community charrette and conceptual town plan; general plan update; zoning code update
2006-2014
ICDP adopted 2008, form-based general plan adopted 2012, zoning code update adopted 2014
Client:

Size:

Services:

Designed:

Status:

Neighborhood Center and Square
The town of Tehachapi, located in Kern County’s rural
Tehachapi Valley, experienced sudden and rapid growth
in the first six years of the 21st century, resulting in a patchwork of walled housing tracts and strip retail
development that were viewed by many as incompatible
with the “small mountain town” character identified in the City’s General Plan.

In October of 2006 the City adopted a one-year moratorium on new residential tract maps, and concurrently retained David Sargent and his HDR Town Planning team to define
and lead a public process to identify and address the
causes of this dissonance. Through a series of community member interviews, community workshops and a 1-week
design charrette the team identified the key issues and prepared a city-wide vision plan addressing the identified issues. The team then documented that vision in the
form of an Interim Community Design Program (ICDP)
that provided interim guidance for new development and
recommended updating the General Plan and Zoning
Ordinance.

In 2007 the City retained Mr. Sargent and Tony Perez – both senior associates with Moule & Polyzoides at that time
– to prepare a new form-based General Plan, organizing
the 23-square mile sphere of influence and existing town according to a transect-based structure of neighborhoods, districts and corridors. The General Plan was adopted by unanimous vote of the City Council in April 2012. Then
Sargent Town Planning, Lisa Wise Consulting and Tony
Perez were retained to update the City’s zoning code,
adding new form-based zones for selected areas, and
STP prepared a comprehensive palette of complete street types.

Typical neighborhood street

SARGENT TOWN PLANNING 45
General Plan Designation Map: Place-type and urban pattern based, fine grained for existing development and intended growth sub-areas, with less detail in balance of planning area.

Chapter 8.20 Street Type Standards

1. Public Right-of-Way (R.O.W)
A Right-of-Way 80-100'
B Curb-to-Curb 50-60'
C Public Frontage 10-20'; see Section 8.20.110
Type 2. Avenue
A. Typical Avenue - 80'-100' R.O.W
A. Description and Intent
A highly landscaped thoroughfare designed for
relatively high vehicular capacities (up to 15,000
VTH), and low to moderate speeds (25-35 mph)
that acts as a connector between urban centers.

A
B

I G H F D E D F H G I
C C

8.20.050 AVENUE STANDARDS
Avenue Street Type prepared by STP for Zonning Code

46 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Palm Desert General Plan
Palm Desert, CA
In association with Raimi + Associates (R+A), Sargent Town Planning (STP) was retained by the City of Palm Desert to update their General Plan and prepare a new vision plan, form-based development code, and design guidelines for
the Highway 111 Corridor. Through a previous visioning
process, the top community priority was to evolve the old Highway 111 Corridor, the El Paseo shopping street, and suburban civic center into “a real city center.”
Through a series of STP-led public workshops, the team
developed conceptual corridor transformation illustrations for Highway 111, San Pablo Avenue, gateway signage,
branding and wayfinding, improved bicycle and pedestrian facilities, and streetscape improvements and mixed-use
infill development corridor-wide, and finally a form-based development code and design guidelines for the 111
Corridor.

Through many months of regular meetings with a steering committee - composed of council members, planning
commissioners and senior city staff - the placemaking
vision for the city center was extended to other corridors and centers throughout the community, and documented
in the general plan through a new system of “Place Type Designations” that define land use and development
intensity as well as built form and community character.

Due to overwhelming community and Council support for
the plan, the City subsequently hired STP to to collaborate with City staff in preparing a refined design for San Pablo Avenue streetscape improvements, and to prepare a
specific plan for the University Neighborhoods area.

San Pablo Streetscape improvements are substantially
complete, and the City has retained STP again to amend he University Neighborhoods Plan to add a large public park.

City of Palm Desert, CA
27 Square Mile City,
Community and Committee engagement, Place-Type Designation System for General Plan Update, Highway
111 Corridor Plan.
2014-2015
General Plan Adopted 2019, San Pablo Corridor Improvements completed 2022.

Client:

Size:

Services:

Designed:

Status:

Conceptual illustration of new Public Green in the University Neighborhoods Conceptual Illustration of Neighborhood Green

SARGENT TOWN PLANNING 47
|
To provide moderate intensity neighborhood development that features a variety of housing choices and mixed uses, while preserving or enhancing the existing inventory of 1950’s Desert homes.

DU/AC: 3.0 to 10.0
Commercial FAR: Up to 0.75
Uses are a variety of single-family houses and small multi-family dwellings organized along walkable streetscapes with limited commercial/retail activity within walking distance. House-scale multi-family is allowed on a limited basis, primarily along corridors.

Uses such as retail, care, public facilities, guest houses, churches, schools, family day care homes, public facilities, and others which are determined to be compatible with and oriented toward serving the needs of neighborhoods may also be allowed and should be focused along corridors.

Streetscapes are suburban with formal street tree arrangements and are highly interconnected. Intersection density should be at least 400 per square mile.

Open space is primarily provided through the generous streetscapes and a variety of small, individual open spaces throughout the neighborhood including plazas and open spaces at mixed use areas.

Buildings are set back from the sidewalk to provide moderately sized front yards with porches and terraces except in mixed-use areas where buildings are near or at the sidewalk to support outdoor dining and easy view of storefronts. Buildings can be up to 2.5 stories.

To provide moderate to higher intensity neighborhood development that features a variety of housing choices, walkable streets, and mixed uses.

DU/AC: 7.0 to 40
Commercial FAR: 0.5 to 0.75
Uses are a range of single-family and multi-family residential uses including duplex, triplex, quadruplex, rowhouses, townhouses, courtyard multi-family buildings and small scale multi-family buildings organized along walkable streetscapes with focused commercial/retail activity within walking distance.

Uses such as retail, personal service, care, public facilities, guest houses, churches, schools, family day care homes, public facilities, and others which are determined to be compatible with and oriented toward serving the needs of neighborhoods may also be allowed and should be focused along corridors and main streets.

Streetscapes have an urban character with formal street tree arrangements and are highly interconnected. Mid-block paseos are allowed to provide pedestrian connections from the streets to parking facilities within the blocks. Intersection density should be 400 per square mile.

Open space is primarily provided through the generous streetscapes and variety of open spaces throughout the neighborhood including plaza and other public open spaces in mixed use areas.

Buildings are set back from the sidewalk to provide small to moderate front yards with porches and terraces except in mixed-use areas where buildings are near or at the sidewalk to support outdoor dining and easy view of storefronts. Buildings are a variety of housing choices up to 3 stories and mixed-use buildings up to 3 stories focused at key intersections and/or public open space.

Palm Desert General Plan Vision Diagram
Sample Place Type spreads from Palm Desert General Plan Place Types Summary form Palm Desert General Plan

48 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Fontana General Plan Update
Fontana, CA
The City of Fontana, CA
42 Square Mile City; 1000 Acre
Downtown Area
Community and Committee Engagement, Urban Design for General Plan Update, Downtown Area Plan
2015-2016
Adopted by City Council 2018
Client:

Size:

Services:

Designed:

Status:

Civic Park District illustrative plan, showing recommended improvements to Sierra Ave, Arrow Blvd, Neuvo St, Spring Street, Seville Street, and the Pacific Electric Trail
As a part of a team led by Stantec, Sargent Town Planning was retained by the City of Fontana to update their General Plan and prepare a new vision, plan, zoning and design
guidelines for the Downtown Area of central Fontana.

In addition to a plan and strategy for revitalizing their underperforming three-block downtown retail core,
initiatives identified for the Downtown Area include the creating of a Civic Park District in the vacant area between the Civic Center and the Downtown Core, new mixed-use
neighborhood development around the Metrolink station
and Chaffee College, a new Foothill Boulevard/Route 66
Gateway to the downtown, and mixed-use neighborhood
infill in the underdevelopment Westside Neighborhoods.

Through the analysis and public workshops for the General Plan update starting in 2015, and through more recent
analysis and workshops for the Downtown Plan, range
of remarkable opportunities for the future success of
the Downtown have emerged. Chief among these are its
central location at the major crossroads of the town, the broadly shared vision for a lively local destination for family dining, entertainment and shopping, the many committed
downtown business and property owners, the large areas
of publicly owned streets, lots and open spaces, and the abundance of vacant and underutilized land in and near
the Downtown Core.

Following a very positive second downtown workshop, STP prepared a Downtown Area Plan which was received with
enthusiasm by the General Plan Advisory Committee and
adopted as part of the General Plan by the City Council in November of 2018.

Nuevo Street north of Arrow Blvd, with relatively low-cost parking, parklet, landscape and lighting improvements.
1 2
3 5
4 4
4 4 4
7 8
8 9
10 10
11 12
12 11
11 11
6 10
10 Downtown Core - includes
Retail Core, Civic Park and
Metrolink Station Area.

NUVEO
SIERRA
ORANGE
ARROW

SEVILLE
SPRING

JUNIPER

WHEELER
14 13 13
15 Streetscape &
Public Realm Improvements
Sierra Ave Transformation
Arrow Blvd Transformation
Nuevo Ave Transformation
Street Restriping
Mid-Block Crossings, Alleys And Paseos
"Civic Park"
Metrolink Station Area And Santa Fe Park
Downtown Gateways
Development &
Private Investment
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 Façade Improvements
Historic Restoration And Adaptive Re-Use
Infill Development And Corner Building
Opportunities
Potential New Parking Facilities
Programming & Activity
Activate Pacific Electric Trail as "Civic Park"
District
Establish a "Restaurant Row"
Transform uderutilized spaces into MultiFunctional Spaces (ie. "Sunset Theater")

SARGENT TOWN PLANNING 49
“Calming Sierra”, with new canopy trees, furnishings and parkets to provide shade and wind protection and calm traffic speeds without reducing traffic volumes
Arrow Boulevard at Nuevo Street, with new parking, bike lanes and crosswalks, and existing City parking lot redesigned as a flexible parking plaza and “Sunset Theater”
1 2 3
4 5
6 7
West Neighborhood Infill
Description: Several “Superblocks,” immediately west
of downtown, are made up of very deep (300 ft), and
often vacant or underutilized, parcels. A number
of the single-family lots fronting Valencia Ave only
actually use the “front” 150 ft. of their parcels, with the rear 150 ft, potentially available to be severed
and sold as new “mid-block” parcels, if mid-block
circulation could be provided by a small new eastwest street. This Bungalow Court is made up of 4 private 1-story cottages[1] and a 2-story quadplex at
the south end of the court.

Bungalow Court
Mansion Apartment
Courtyard Housing
Rowhouses
Rowhouse Court
Tuck-Under Stacked-Flats
Stacked Flats Apartments
1 4
2 5
3 6
7

50 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Watsonville DT Specific Plan and General Plan Update
Watsonville, CA
City of Watsonville, CA
182 Acres
Downtown Specific Plan
2019-2022
Public Review Draft July 2022
Client:

Size:

Services:

Dates:

Status:

The City of Watsonville retained multi-disciplinary team including Sargent Town Planning to prepare a Downtown
Watsonville Specific Plan (DWSP) for their historic
downtown core and surrounding neighborhoods and
districts. STP’s role was focused on preparing an urban design vision and strategies for incremental improvement, infill, reinvestment, and activation of downtown, as well as providing form-based development standards to
implement the vision.

This effort involved significant analysis of Downtown’s existing conditions and historic patterns, identifying
physical, programmatic and market-driven opportunities
and challenges to the continued and long-term growth,
success, and activation of downtown.

Following intensive collaboration with City Staff, the
Downtown Advisory Committee, CalTrans officials, and
interested members of the public, STP generated urban
design and streetscape improvement recommendations,
policies and development standards for the Downtown
Specific Plan.

In 2022 the City retained STP to prepare the General
Plan Update to extend the place-making strategies and
approach employed in Downtown to new growth along
Watsonville’s important corridors, Freedom Boulevard
and Lake Avenue, and to generate goals and policies that ensure this future growth preserves Watsonville’s smalltown and agricultural character.

STP’s street design recommendations and engagement with CalTrans were instrumental in CalTrans decision to move forward with the recommendations of the DWSP, and relieve an important stretch of Main Street in the Downtown Core from their highway standards. This is a very significant decision for the long-term success of downtown Watsonville.

Sample Public Frontage Illustration

SARGENT TOWN PLANNING 51
ZONES
Downtown Core
Downtown Neighborhood

OVERLAYS
Main Street
Gateway
Downtown Industrial
Public Facilities
Neighborhood Transition
Specific Plan Boundary
Rail Line
Waterway
Main St
Main St
Main St
Freedom Blvd
Walker St
Locust St
W Lake Ave E Lake Ave
2nd St Maple Ave
Grant St
Elm St
W Riverside Dr
E Riverside Dr
E 5th St
E Beach St
Center St
E Front St
W Front St
Union St
Grove St
Rodriguez St
W Beach St
Rodriguez St
Brennan St
Sudden St
Hyde St
Western Dr
Jefferson St Marchant St
Carr St
Walker St
W Riverside Dr
W 5th St
6th St
Ford St
Kearney St
Watsonville
Plaza
Pa aj ro River
Watsonvil el S ol ugh
0 100’
200’
400’
downtown N 500’
watsonville
specific plan
D Specific Plan Boundary
Building Footprint
Parcel
Rail Line
FIgurE 6–1 Park/Open Space

REGULATING PLAN
Source: City of Watsonville (2022); Santa
Cruz County (2021); ESRI (2022).
161
CHAPTER 6—LAND USE & ZONING
Downtown Core Main Street
Downtown Neighborhood Gateway
Downtown Industrial Neighborhood Transition
Public Facilities
Zones
Specific Plan Boundary
Building Footprint
Parcel
Waterway
Downtown Regulating Plan, featuring three new Form-Based Zones, and three Urban Character Overlays, to implement the plans vision of an active, walkable mixed-use downtown urban environment.

The DWSP features clear, intuitive, and highly graphic development standards and guidelines to make intended outcomes explicitly clear to all users of the plan.
170 DOWNTOWN WATSONVILLE SPECIFIC PLAN
B. Building Height

1. Intent
These standards and guidelines are
intended to implement the physical
vision that is articulated in Chapter 2.

2. Applicability
The standards and guidelines of this
section apply to all new buildings
within the plan area.

3. Standards
a. Building height and upper
floor stepbacks shall conform
to the standards of Table 6–5.

Where applicable per the
Regulating Plan (Figure 6–1),
the Neighborhood Transition
Overlay overrides the Zone
for the first 100 feet from the
nearest property line outside the
Downtown Plan Area.
b. Throughout Downtown, Within
30 feet of the closest property line,
buildings may not exceed one story
more than the allowed height of a
neighboring zone. For the purpose
of this standard, “neighboring” shall
mean a property abutting, directly
across a street from, or directly
D
E
D
E
15’
15’
C
C
A
A
B
B
F
F
Table 6–5 Building Height
Property Line Property Line
Private
Frontage
Private
Frontage Street Façade Street Façade
Downtown Core Downtown
Neighborhood
Downtown
Industrial
Neighborhood
Transition
Overlay*
Allowed Number of Stories
A Street Façade
2 to 4 stories;
30% of the length of
the façade can be built
up to 6 stories (max)
4 stories (max) 3 stories (max)
B Upper Floors which are set back from the
street façade a minimum of 15 feet 6 stories (max) 4 stories (max) 3 stories (max) Ground Floor Level (measured from level of exterior sidewalk) C Ground Floor 0 feet 0 to 4 feet 0 to 4 feet
Floor Heights (min - measured from floor to ceiling)
D Ground Floor 12 feet 8 feet 12 feet 8 feet
E Upper Floor 8 feet 8 feet
Building Base Height (min)
F Base on Buildings of 1 or 2 stories 14 feet 10 feet 12 feet 10 feet F Base on Buildings of 3 or 4 stories 16 feet
F Base on Buildings of 5 stories or more 25 feet
* See Standard 6.5.B.3.a 173
CHAPTER 6—LAND USE & ZONING

2. Standards
Downtown Core Downtown
Neighborhood
Downtown
Industrial
Applicability
Façade length beyond which the Massing
Increment standards below become applicable
For façades longer
than 100’
For façades longer
than 80’
For façades longer
than 150’
Massing Increment (max.) 100’ 60’ 100’
Façade height difference between Massing
increments (min.)
10% of lesser façade
height
10% of lesser façade
height
10% of lesser façade
height
Building base height difference between
massing increments (min.) 2’ 2’ 2’
Upper floors setback (min.)
Distance set back from the primary façade 10’ 10’ 10’
Bay width 15’–30’ (see Section 6.5.D for more on bays)
Gap between Massing Increments (min.) N/A 16’ wide by 20’ deep N/A Table 6–6 Massing Increment
Dimensional Standards
a. Downtown Core and Downtown Industrial. Massing increments within the Downtown Core and Downtown Industrial Zones shall be differentiated in the following ways:
i. The façade height of each massing increment—as measured from the adjacent sidewalk level to the eave, cornice, or parapet—shall differ from the façade height of its neighboring massing increment(s) per Table 6–6. Upper floors which are set back from the primary façade per the ‘upper floor setback’ listed in Table 6–6 are not considered part of the façade height. The resulting setback area may be covered by an open structure—such as a trellis or upper floor arcade—with a front façade that is no more than 10% solid, excluding any parapet wall height (Illustrated in Section 6.5.B).

1. A forecourt—subject to the standards in Section 6.6.E.3— satisfies this standard as the façade height at the forecourt is effectively 0’. ii. The height of the building base—as defined in Standard 6.5.B.3.D—of each Massing Increment shall differ from the building base height of neighboring Massing Increment(s) per Table 6–6.

B
C
C
D
D
E
F
G
A

52 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Pasadena Street Design Guide
Pasadena, CA
Potential Lincoln Avenue Road
Under a grant from the Southern California Association of Governments (SCAG), the City of Pasadena hired the team of Nelson\Nygaard and Sargent Town Planning to prepare
form-based street design guidelines as an implementation action for the new mobility plan. The Guidelines are
intended to provide clear strategies and a “kit of parts” for bringing the City’s existing street network into line with the general plan vision for streets and places that balance the convenience of drivers with the safety and comfort of pedestrians and bicyclists.

The team reviewed the general plan and related
transportation policy documents, conducted interviews
with representatives of city departments and business
community, and prepared a series of maps and diagrams
organizing the street network by transportation function and by envisioned urban environment type. STP devised a simplified classification system based on primary ground floor use - residential or commercial - and on design
character - urban or suburban.

From that framework, and in collaboration with City
staff, the team produced a system of “public frontage
assemblies” that balance pedestrian, bicycle and vehicular facilities in various flexible ways. The City is just now embarking on an ambitious zoning code update, and it
is anticipated that these public frontages will act as the counterpoint to new private frontage standards and
guidelines.

City of Pasadena, CA
23 Square Mile City
Preparation of Street Design Guidelines
2016
Adopted
Client:

Size:

Services:

Designed:

Status:

Existing Lincoln Avenue Road

SARGENT TOWN PLANNING 53
Existing Conditions - 4 lanes Existing Conditions - 4 lanes Transformation Amenities in the Curb Zone Amenities in the Curb Zone
Adding Amenities to the Street - Cafe Dining
g Amenities to the Street
width is sufficient, amenities may be placed in the curb zone; keeping the clear of obstacles for pedestrians
Where sidewalk width is constrained, amenities may be placed in the acc the clear walk zone while providing a balance of streetscape elements e Curb Zone
Parklet
Amenities in the Access Zone
Bike Share Station
Sidewalk Sidewalk
Sidewalk Sidewalk

WALK ZONE WALK ZONE

WALK ZONE WALK ZONE

CURB ZONE CURB ZONE

CURB ZONE CURB ZONE

BUILDING

FRONTAGE ZONE

BUILDING

FRONTAGE ZONE
Parking Parking / Planters
Parking Parking / Planters

ACCESS ZONE ACCESS ZONE

ACCESS ZONE ACCESS ZONE
Street Furniture / Trees Street Furniture
Street Furniture / Trees Street Furniture

CLE ZONE VEHICLE ZONE

CLE ZONE VEHICLE ZONE

7.5’ 7.5’

7.5’ 7.5’
7’ 7’
7’ 7’
1’
1’
6-7’ 3’
6-7’ 3’

SA RG E
TOWN P
ties to the Street
nities may be placed in the curb zone; keeping the clear ans
Where sidewalk width is constrained, amenities may be placed in the access zone, maintaining the clear walk zone while providing a balance of streetscape elements and on-street parking.

Parklet
Amenities in the Access Zone
Bike Share Station
Sidewalk Sidewalk
Sidewalk Sidewalk

WALK ZONE WALK ZONE

WALK ZONE WALK ZONE

CURB ZONE CURB ZONE

CURB ZONE CURB ZONE

BUILDING

FRONTAGE ZONE

BUILDING

FRONTAGE ZONE

BUILDING

FRONTAGE ZONE

BUILDING

FRONTAGE ZONE
Parking Parking / Planters
Parking Parking / Planters

ACCESS ZONE ACCESS ZONE

ACCESS ZONE ACCESS ZONE
Street Furniture / Trees Street Furniture
Street Furniture / Trees Street Furniture

VEHICLE ZONE

VEHICLE ZONE

7.5’ 7.5’

7.5’ 7.5’
7’ 7’
7’ 7’
1’ 1’
1’ 1’
6-7’ 3’
6-7’ 3’
Adding Amenities to the Street - Parklet
Potential Lincoln Avenue Road
Sidewalk Vehicle Lane Vehicle Lane Sidewalk

WALK ZONE WALK ZONE

AMENITY /

CURB ZONE

AMENITY /

CURB ZONE VEHICLE ZONE
Street Furniture / Trees Street Furniture / Trees
1’ 6’ 6’ 10’ 10’ 6’ 6’ 1’

BUILDING

FRONTAGE ZONE

BUILDING

FRONTAGE ZONE
16’
Parking / Planters Median / Turn Lane Parking / Planters

ACCESS ZONE ACCESS ZONE
9’ 9’
Right-of-Way: 80’; Curb-to-Curb: 54’
Potential Lincoln Avenue Road Diet
Potential Road Diet
Existing Condition on Lincoln Avenue North of the 210 Freeway

54 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Lancaster Boulevard Streetscape Transformation
Lancaster, CA
Lancaster Boulevard Aerial View
While a senior associate with Moule & Polyzoides, David Sargent managed and co-designed this streetscape
transformation project for the three-quarter mile segment of Lancaster Boulevard within the historic downtown,
including urban design and infill building concepts for adjoining blocks.

Key design criteria for the Boulevard included creating a comfortable pedestrian environment with a distinctive
sense of place, moderating the effects of the persistent westerly winds and providing a shady environment for
shopping as well as a variety of community activities and special events. The team proposed a series of alternatives, and the City chose the scheme that most aggressively
transforms the existing five-lane arterial street by inserting a “ramblas” down the center of the street; a hardscaped promenade with a double row of trees, occupied by
angled parking much of the time and periodically by public markets and other special events.

The $12,000,000 public investment in transforming
the street helped to attract over 10 times that amount
in private investment in new development and new
businesses within 5 years of street completion in 2010.

The project has been recognized with awards from the
APA, EPA and International Downtown Association. The
City subsequenly retained STP to prepare plans for several major corridors, the Metrolink Station area, the Lancaster Auto Center, and a health district organized around the local hospital.

City of Lancaster, CA
150 Acre District
Streetscape Design,
Conceptual urban design
2009
Completed in 2010
Client:

Size:

Services:

Designed:

Status:

The BLVD at night

SARGENT TOWN PLANNING 55
Ramblas and mid-block crosswalk at completion of construction The boulevard at night After: “The Bandstand” coffee shop in shallow liner building defines Thursday afternoon Farmer’s Market and enlivens the street, forming a dining court for Bex Restaurant behind.

Lancaster Boulevard as constructed, shown during an Auto Show. New sidewalk dining

57 4. STP Team Qualifications
Project Team............................................................................................................. 58 Team Organizational Chart................................................................................... 59 Sargent Town Planning .......................................................................................... 60 Sargent Town Planning References .................................................................... 62 Circlepoint ................................................................................................................. 79 Lisa Wise Consulting ............................................................................................... 89 Fehr& Peers .............................................................................................................. 97 Meridian Consultants ...........................................................................................103 Atlas Planning Solutions.......................................................................................111

58 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
To prepare a visionary and practical plan to guide Norco to the middle of the century, Sargent Town Planning, Inc. (STP) has assembled the following uniquely qualified consultant Team.

Project Team

SAR G ENT

TOWN PLANNING
Sargent Town Planning
STP will be the lead contracting consultant for the Norco General Plan Update. For over 25 years, the firm has been a leader and innovator in human-scale placemaking, pedestrian-oriented public realm design and form-based objective design standards for mixed-use development since the early 1990s.

Our work has been recognized with numerous regional, state, national and international awards for innovative planning, community engagement, downtown design and form-based codes. STP will lead all the urban planning and design work, project management, community engagement, and preparation of all deliverable documents. Sargent Town Planning Qualifications Circlepoint
Circlepoint helps clients navigate the ever-changing landscape of public outreach and communications to engage stakeholders and community members and ensure broad public participation. Leading the Team’s community outreach program, Circlepoint has designed and led several very successful community engagement programs for complex and challenging projects with STP over the past 7 years, including an almost entirely virtual engagement process for Rancho Cucamonga’s ambitious and successful general plan update during 2020 and 2021. Circlepoint Qualifications Lisa Wise Consulting
A long time collaborator with STP, Lisa Wise Consulting, Inc. (LWC) is an urban planning and economics firm that specializes in creating, updating and streamlining policies, programs and regulations that enable pedestrian and transit-oriented neighborhoods, and well-designed communities. With a deep understanding of land use law, implementation strategies, and how market forces impact feasibility, LWC will prepare the economic development and fiscal analyses and lead the zoning consistency analysis. LWC Qualifications
Fehr & Peers
Fehr & Peers has been a California and national leader in planning sustainable, multi-modal mobility strategies and transportation systems for almost 40 years. Another frequent collaborator with STP, Fehr & Peers will assist the team in assessing the land use and circulation scenarios, preparing the Transportation & Mobility Element, and preparing the technical studies needed for the Environmental Impact Report. Fehr & Peers Qualifications
Meridian Consultants
STP and Meridian Consultants have successfully collaborated on a wide range of planning projects.

With expertise in the preparation of a broad range of environmental documents to meet the requirements of the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA), Meridian will work with the team to prepare the Environmental Impact Report.

Meridian Qualifications
Atlas Planning Solutions
Atlas Planning Solutions specializes in providing solutions to climate adaptation and hazard mitigation with a keen understanding of urban planning and how create resilient places to live and work, and communities that thrive in this ever-changing landscape. Atlas Planing Solutions Qualifications Note: All underlined text on this page are hyperlinks linked to the relevant Team Qualifications in this section.

SARGENT TOWN PLANNING 59
Infrastructure & Public Services
Economic Development and
Management Strategies
Environmental Planning
Public Outreach and Engagement
Fehr & Peers
Transportation and Mobility Analysis,
Multi-Modal Planning and Policy
Atlas Planning
General Plan Hazards and Safety
Elements
Lisa Wise Consulting
Economic Analysis, Economic
Development Policy and Strategy
Meridian Consultants
Environmental Impact Report

EDUCATION
Bachelor of Science in Civil Engineering, University of California, Davis, 1999

REGISTRATIONS
Licensed Traffic Engineer, State of California (TR2402)

PRESENTATIONS
VMT Related Presentations:
• 2022 National APA
• 2022 Western ITE
• 2022 CEAC Public Works Officers Institute
• 2022 SBCOG City/County Conference
• 2019 California APA
• 2019 CSU Facilities Conference
Future of Transportation Presentations:
• 2018 SBCTA City/County Conference
• 2017 WRCOG Planning Conference
Parking Presentations:
• 2018 OC Planning Directors Conference
• 2015 OC Planning Directors Conference
• 2011 SCAG Toolbox Tuesday
Emergency Evacuation Assessment – 2022 National APA
Conference
Multi-Modal Levels of Service – ULI SCIC
Innovative Interchange Designs – District 8 Professional Liaison Committee Meeting, 2011
Roundabout Operations and Feasibility – ASCE national
webinar series, 2011 through 2018
Process of Signal Coordination – ASCE national webinar series, 2011 through 2016
ABOUT
Jason D. Pack, P.E., is a Principal with Fehr & Peers lo Southern California. He is actively involved in a wide
project work but also finds time to lead the firm’s res development efforts in Emergency Evacuation asses
has an extensive background in travel demand forec
operations assessment (including micro-simulation a
VMT analysis, big data analysis, transit ridership fore transportation impact studies involving NEPA and C
is to utilize his experience and the technical resource company to help clients answer their toughest quest
mobility.

His recent work has included forecasting and operat
assessment for large infrastructure improvements, d
recommendations for SB 743 implementation (Califo
requirements to consider VMT as an impact metric u
assisting agencies with establishing VMT banks/exch
emergency evacuation assessment to respond to ne
requirements (SB 99 and AB 747) and development
transportation policies to assist City's advancing tran the future.

PROJECT EXPERIENCE
CEQA/NEPA Assessment
Jason has completed transportation assessments for
projects in support of CEQA or NEPA documentatio
include impact assessment to support negative decl
transportation sections for EIRs, and transportation s
or joint EIR/EISs.

Jason has actively been involved in assisting jurisdict 743 implementation. Example projects are noted be
• SBCTA SB 743 Countywide VMT SB 743 Im
Phase I, CA
• SBCTA SB 743 Countywide VMT SB 743 Im
Phase II (VMT mitigation bank/exchange p
• WRCOG VMT SB 743 Implementation Stud
Jason Pack, TE
Principal
Circlepoint
Susan Harden
Principal-in-Charge
Aaron Pfannenstiel
Principal-in-Charge
Tony Locacciato
Principal-in-Charge
David Bergman
Principal-in-Charge
Jason Pack
Principal-in-Charge
Public Outreach and Environmental
City of Norco
Multi-Modal Mobility Planning
David Sargent
Principal-in-Charge
Juan Gomez-Novy
Project Manager
Peter VanderWal
Principal / Project Director
Team Lead, Urban Planning & Design, General Plan
Project Management, Planning and Urban Design, General Plan Preparation Team Organizational Chart
The Team Organization Chart below describes our team structure, and roles of key members of each firm.

Sargent Town Planning

SAR G ENT

TOWN PLANNING
Sargent Town Planning is an urban planning and design
consulting firm, specializing in sustainable, pedestrian- and transit-oriented neighborhoods, districts, towns and cities.

Founded by David Sargent in Ventura, California in 1995 and re-established in Downtown Los Angeles in 2009, the firm provides a full range of urban planning and design services to public and private clients throughout the United States.

Municipal clients who we have had the honor of assisting in preparing plans for walkable mixed-use places over the past 20 years include the California cities of Watsonville, Santa Clara, Mountain View, Oakland, Hercules, Soledad, King City, Tehachapi, Rancho Cucamonga, Ontario, Fontana, Palm Desert, Indio, Claremont, Orange, Burbank, Beverly Hills, Fresno, Oxnard, Ventura, Paso Robles, Lancaster, and others throughout California and in other states.

Our very specific, relevant project experience includes:

Rancho Cucamonga General Plan: Sargent Town
Planning collaborated with City staff, Circlepoint, Fehr & Peers and others to prepare a general plan update
that organizes growth within Centers, Corridors and
Districts that are envisioned to evolve from autodependent suburban environments to walkable mixed-use places that protect the character of existing neighborhoods. As part of the update, STP prepared
vision plans for eight Focus Areas, for two of which
the firm has been retained to prepare more detailed
master implementation plans. The Plan was adopted
in December 2021 by the unanimous and enthusistic
vote of the City Council, and has been recognized with
SCAG’s 2022 SCAG Sustainability Award for Efficient &
Sustainable Land Use.

Watsonville General Plan: STP was hired in 2022
to prepare Watsonville’s General Plan Update. In
addition to a robust community angagement process,
key plan initiatives inlcude expanding access to the
city’s multi-modal network, increasing affordable
housing options and employment opportunities,
preserving Watsonville’s small-town character, and
revitalizing the city’s historic downtown.

Tehachapi General Plan: Folowing the preparation of
a community vision plan led my Mr. Sargent in 2006,
the City of Tehachapi retained Mr. Sargent in 2008 to
prepare a new “form-based general plan.” The entire
plan is rooted in the communty’s vision of its heritage and its future as “a small mountain town.”
Indio General Plan & Downtown Specific Plan:

Following adoption of a new General Plan for which
STP led the urban design work, the City retained STP
to prepare a new Downtown Specific Plan, adopted
in 2021. That plan includes a range of public realm
activation strategies and designs, both short-term and
long-term.

Ontario General Plan: As a subconsultant to
PlaceWorks, STP generated the vision for active,
mixed-use place types throughout the City. STP is
currenlty preparing Objective Design & Developement
Standards to implement these place types.

61 Human-Scale Placemaking
All of our urban planning and design work integrates human-scale, pedestrian-oriented public space networks and multi-modal transportation systems with civic facilities and private development of all types to form complete, coherent and walkable communities. Our work is based on decades of analysis and understanding of American cities and towns of high and enduring value, and adaptation of timeless and regionally derived design principles to plans, designs and standards for growing, evolving, and recovering communities at all scales and of all types. Every plan we prepare addresses urban planning, urban design, economic development, mobility and infrastucture in a fully integrated fashion. In community after community and plan after plan, we find that what people want most of all is a comfortable, secure home that fits their family’s lifestyle, more nice places to go and more ways to get there.

Collaboration and Engagement
We are are team players and team leaders, and it is our teams and clients that enable us to successfully complete large and challenging planning assignments. For each new assignment we curate a team of experts and collaborators, carefully tailored the oppportunities and challenges of that project, and to the requirements and aspirations of the client and the community. Many teammates are frequent, repeat collabortors, while others are firms and individuals with very specific expertise and relevant project experience, and/or existing ties to and knowledge of the community and the place of that assignment.

Our working method includes periodic intense bursts of creative collaborative work with our consultant team the client’s team, preceded by methodical analysis and community engagement, and followed by diligent crafting of designs, documents and richly illustrated in-person and online presentations. Our approach to community engagement is strategic and responsive, meeting people and groups where they are, offering clear and highly graphic presentations of background information and design recommendations to put all planning process participants on an equal footing to grasp the challenges, envision the opportunities, share with us their hopes, concerns and dreams, and provide their well-informed consent and enthuisatic support to the emerging plan.

Creative Problem Solving
Clients tend to select us for complex and challenging assignments, for which there is no formula nor clear precedent. Rather than assuming that “the problem” is obvious, and plodding throught a formulaic process to deliver “the usual” plan, we dig deeply into the place as it is, its history and the trajectory by which it became what it is, and query the full spectrum of community members and groups to truly understand what is working, what is not, and what they believe would represent “improvement.” We seek out and define the issues and challenges facing each community by immersing ourselves and our team in the place, in its history and by getting to know its people, and then work collaboratively with them to craft a plan aimed squarely at their hopes and their dreams, and rooted in realities of economics, demographics, politics and technology.

SARGENT TOWN PLANNING
Awards
• 2022 SCAG Sustainability Award
for Efficient & Sustainable Land
Use : General Plan, Rancho
Cucamonga
• 2020 Driehaus Award : Etiwanda
Heights Neighborhood &
Conservation Plan, Rancho
Cucamonga
• 2018 SCAG “Against All Odds”
Award : Downtown Corridors
Specific Plan, San Fernando
• 2017 Driehaus Award :

University Neighborhood
Specific Plan, Palm Desert
• 2016 APA Award : East Area One
Specific Plan, Santa Paula
• 2015 APA Award : General Plan,
Coachella
• 2015 APA Award : North
Bayshore Precise Plan,
Mountain View
• International Downtown Assn.
2013 Pinnacle Award : Lancaster
BLVD Transformation, Lancaster
Work
Types of Places
• Suburban Sprawl Repair
• Downtown Revitalization
• Neighborhood and Town Design
• Mixed-Use Employment Districts
• Transit-Oriented Development
• Suburban Retrofit
Types of Plans
• General Plans & Area Plans
• Master Plans & Vision Plans
• Specific & Precise Plans
• Form-Based Codes & Guidelines
• Public Realm & Complete Streets

62 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
STP Professional References

1. Matt Burris, Deputy City Manager
City of Rancho Cucamonga
(909) 477-2700
[email protected]
Mr. Burris was Sargent Town Planning’s client and collaborator in preparing the Coachella General Plan Update (2012-2015), the Palm Desert General Plan Update and City Center Plan (2016-2017), and the Indio General Plan Update (2018-2019), while an associate principal with Raimi + Associates. After becoming a deputy City Manager at the City of Rancho Cucamonga, he has been STP’s client and collaborator for the very difficult and now approved Etiwanda Heights Neighborhood & Conservation Plan, and for the recently adopted Rancho Cucamonga General Plan Update. He has also been STP’s client for a range of additional assignments in Rancho Cucamonga, including a vision plan for the Foothill Blvd/Historic Rte 66 Corridor, Metrolink Station area planning, project design review, and now implementation master plans for 2 of the 9 Focus Areas defined in the General Plan Update.

2. Kevin Snyder, Community Development Director
City of Indio
(760) 541-4255
[email protected]
Mr. Snyder became Indio’s Community Development Director in 2019, after STP had completed work on the City’s General Plan Update and was preparing a new Downtown Specific Plan. Under Mr. Snyder’s leadership, STP conducted community workshops and study sessions with the Planning Commission and City Council to define and confirm the community’s vision for the Downtown, and to prepare a new specific plan document.

That plan was adopted in April of 2020, and the City subsequently retained STP as part of a multidisciplinary team to prepare a Highway 111 Specific Plan under and SB-2 grant, based in large measure on the General Plan vision fo the corridor, and on the Downtown Specific Plan which includes a key segment of the corridor.

Initial stakeholder interviews and a City Council briefing have been completed and a virtual public workshop is scheduled for late June.

3. Ryan Stendell, Community Development Director (former) City of Palm Desert
(760) 574-9759
[email protected]
In 2015 and 2016 Mr. Stendell was a senior analyst in the City Manager’s office while Sargent Town Planning – as a sub-consultant to Raimi + Associates – led the work on urban pattern analysis and new form-based general plan designations for a General Plan Update. STP also led the public outreach for and preparation of a Highway 111 Corridor/City Center Plan and Form-Based Code. Creating a “real city center” was the City Council’s top priority for the General Plan Update. Mr. Stendell is currently the Director of Public Works for the City of Rancho Mirage.

In 2016 and 2017, while STP was again working for the City - leading the preparaion of the University Neighborhoods Specific Plan for 600 acres adjacent to a new Cal State San Bernardino campus in north Palm Desert - Mr. Stendell was appointed to the position of Community Development Director. The form-based development code for that Plan was recognized by the Form-Based Codes Institute with the 2017 Driehaus Award for excellence in form-based coding. In 2019 STP was retained to advance the conceptual design 1 mile of streetscape improvements to the San Pablo Avenue Corridor. The first 1/2 mile is now complete and the second under construction.

SARGENT TOWN PLANNING 63

4. David James, Community Development Director (former) City of Tehachapi
(209) 362-0876
[email protected]
In 2006, the City of Techachapi contacted David Sargent to request that he design and lead a public engagement process to determine why community sentiment was very negative in regard to recent new development projects. Mr. Sargent had just transitioned from Sargent Town Planning, LLC to working as a principal for HDR Engineering, and proposed a scope of work to engage the community and analyze existing plans and recent projects to identify the disconnect. The City Council engaged the team and declared a 1-year moratorium on new tract maps in the same meeting. Based on extensive stakeholder engagement, analysis and a week-long community charrette, the team learned that the community’s image of itself was that of “a small mountain town”, and produced a vision plan and Interim Community Design Program based entirely on that simple idea. The report concluded that the new development being so badly received was in compliance with the current general plan and zoning code, both structured to deliver standard suburban spraw, and the team recommended that documents be updated. in 2008, while briefly a senior associate with Moule & Polyzoides, Mr. Sargent was once again retained by the City, to prepare a new general plan, and in 2010 STP was retained part of a team that updated the zoning code with new form-based zones for many parts of town.

Mr. James was a key member of the City team throughout this process, initially skeptical of the dramatic shifts in vision, policy and regulation, but ultimately an enthusastic collaborator.

5. Justin Meek, Community Development Director (former) City of Watsonville
(831) 768-3077
[email protected]
Over the past 3 years, as a subconsultant to Raimi + Associates, Sargent Town Planning has been working closely with Mr. Meek on a Downtown Specific Plan, leading the preparation of the urban and architectural design vision for Downtown Watsonville and preparing a form-based development code to implement infill development and public improvements that are finely calibrated to the unique scale and character of this small, agricultural town’s historic core.  In the fall of 2022, Watsonville selected a consultant team led by STP - and including Circlepoint and Fehr & Peers - to prepare a comprehensive update of their antiquated 2005 General Plan.  The team is currently compiling the existing conditions analysis and launching the community engagement process.  A preferred alternative is scheduled for completion by the end of this year, and General Plan adoption is anticipated in late 2024 or early 2025.

64 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE

EXPERIENCE
Sargent Town Planning
Los Angeles/Pasadena, CA
Senior Principal, 2009-present
Moule & Polyzoides
Pasadena, CA
Senior Associate, 2007-2009
HDR Town Planning
Ventura & San Francisco, CA
Principal, 2005-2007
Sargent Town Planning
Ventura & Berkeley, CA
Principal, 1995-2005
Rasmussen & Associates, Architects
& Planners
Ventura, CA
Principal/Designer, 1981-1995

CERTIFICATION/AFFILIATION
Licensed Architect, California,
No.15,071
Congress for the New Urbanism,
Charter Member, 1993

EDUCATION
Brown University,
Providence, Rhode Island
B.A., Geology and Theater Design,
1975
Rice University, Houston, TX
Master of Architecture, 1981

SELECTED AWARDS
2022 SCAG Sustainability Award for
Efficient & Sustainable Land Use:

General Plan, Rancho Cucamonga
2020 Driehaus Form-Based Code
Award, Smart Growth America
and Form-Based Codes Institute;
Etiwanda Heights Neighborhood
& Conservation Plan; Rancho
Cucamonga, CA
2018 “Against All Odds” Award (SCAG);
Downtown Corridors Specific Plan;
San Fernando, CA
2017 Driehaus Form-Based Code
Award, Form-Based Codes Institute;
University Neighborhood Code;
Palm Desert, CA
David Sargent has practiced architecture and urban planning and design for nearly 40 years, in 1995 founding Sargent Town Planning in Ventura to focus his practice on pedestrian- and transitoriented neighborhoods, districts, corridors, towns and cities. He has assembled and directed multidisciplinary teams for urban projects throughout the country, ranging in size from urban infill projects to multi-neighborhood master plans and entire towns, and ranging in scale and character from rural hamlets and small towns to major metropolitan districts and corridors.

David’s recent and current project experience includes general plans, specific plans, form-based codes and objective design and development standards, design guidelines, and implementation strategies for complete, prosperous, sustainable, equitable, human-scale towns and cities of enduring value.

For each project, he and the team carefully analyze the plan area and context in terms of urban form, environmental and economic setting, transportation and infrastructure systems, existing policies and regulations, and than engage stakeholders, the public, and City professional staff to clarify priorities, goals, concepts and strategies to manage and implement positive, locally calibrated, market-driven change over time. Plans are developed through an interactive, collaborative process of consultation, analysis, workshops, and charrettes, illustrated at each stage with very clear, graphic presentations that enable all participants to provide their wellinformed input and consent to the emerging plan.

Selected project experience
General Plan Update & Foothill Corridor Plan (Rancho Cucamonga, CA, 2018-2021) In 1998 STP collaborated with Torti Gallas + Partners to prepare a vision plan for 4 miles of Historic Route 66 in the center of the City, including the transformation of the old highway to a city center boulevard, and the evolution of large and small shopping centers to mixed-use centers and urban neighborhoods. The work was initiated to provide a clear physical vision for subsequent zoning code updates to generate high quality, transit-oriented mixed use development. In 2019 the City retained STP to lead the update of the land use and community design element of their general plan, to be followed by the preparation of new form-based zones and objective development standards for the City’s central corridors, centers, districts and neighborhoods. The General Plan Update was unanimously and enthusiastically adopted by the City Council in December, 2021, and has been recognized by the Southern California Association of Governments (SCAG) with their 2022 Sustainability Award for Efficient & Sustainable Land Use.

General Plan Update (Watsnville, CA, 2022-present)
In 2022 the City retained STP to prepare the General Plan Update to extend the place-making strategies and approach employed in Downtown to new growth along Watsonville’s important corridors, Freedom Boulevard and Lake Avenue, and to generate goals and policies that ensure this future growth preserves Watsonville’s small-town and agricultural character. Other important plan initiatives include expanding access to the city’s multi-modal network, including a planned passenger rail line connecting Watsonville to Salinas to the south and the Bay Area to the north; increasing affordable housing options and employment opportunities for Watsonville’s residents; promoting Watsonville’s robust agricultural economy, while attracting new businesses and industries; and ensuring compatible land uses around Watsonville airport.

David Sargent
Senior Principal-in-Charge

SARGENT TOWN PLANNING 65

SELECTED AWARDS
2017 Inland Empire Section
and California State APA Award
Comprehensive Plan, Small
Jurisdiction; General Plan, Palm
Desert, CA; with Raimi + Associates
2016 Award for Comprehensive Plan,
Small Jurisdiction; Central Coast
Section APA Award of Excellence, East
Area One Specific Plan, Santa Paula,
CA
2015 Award for Comprehensive Plan,
Small Jurisdiction; Inland Empire
Section APA; General Plan, Coachella,
CA; with Raimi + Associates
2015 Outstanding Planning Award
for Comprehensive Planning by a
Small Jurisdiction; California Central
Section APA; Bellevue Community
Plan, Merced, CA; with Lisa Wise
Consulting
2015 Award for Comprehensive Plan,
Small Jurisdiction, California Northern
Section APA; North Bayshore Precise
Plan, Mountain View, CA; with Raimi
+ Associates.
2014 Pinnacle Award for Public Space,
International Downtown Association;
Lancaster Boulevard Transformation;
Project Director, Moule &
Polyzoides
2009 Charter Award, Congress for the
New Urbanism; River North Master
Plan, San Antonio, TX; Project
Director, Moule & Polyzoides
2008 Driehaus Form-Based Code
Award, Form-Based Codes Institute;
Midtown Corridors Code, Ventura,
CA; Principal-in-Charge, HDR
2001 Gold Nugget Award, Pacific
Coast Building Conference; Best
Community Town Plan (>100 Acres);
RiverPark Specific Plan, Oxnard, CA;
with AC Martin and RTKL

SELECTED LECTURES
Fire Safety Strategies in Urban/
Wildland Interface Contexts, 2018
AEP Conference, Rancho Mirage, CA
Infill That Fits In, 2015 Congress of
Neighborhoods, City of Los Angeles,
CA
Density in Historic Districts, National
Trust for Historic Preservation
Conference, Spokane, WA , October
2012
Green Urbanism, Congress for the
New Urbanism, Denver, CO, June
2009.

Form-Based Codes - 202, Congress
for the New Urbanism, Philadelphia,
PA, May 2007.

Smart Growth and New Urbanism in
Practice, California APA Conference,
Santa Barbara, CA, October 2003.

General Plan Update & City Center Area Plan (Palm Desert, CA, 2015-2017) As part of a team led by Matt Burris of Raimi + Associates, and as part of a general plan update, STP led public workshops to define a community vision for a “real city center”, focusing on the historic Highway 111 Corridor. STP prepared a 111 Corridor Area Plan as a chapter of the General Plan, along with a City Center form-based development code and public realm master plan to transform old Highway 111 to Boulevard 111, and and San Pablo Avenue - a very ordinary 4-lane collectore street - into walkable “main streets” for surrounding neighborhoods. The San Pablo Avenue transformation jumped to the top of the City Council’s implementation priorities, and they retained STP to further advance that conceptual design. Construction of the first 1/2 mile is complete and adjoining property and business owners are upgrading their buildings, and the second 1/2 mile of street improvements are now under construction.

General Plan Update, Downtown Specific Plan &111 Corridor Specific Plan (Indio, CA, 2017-2022)
As part of a team led by Matt Burris of Raimi + Associates, STP led the urban design vision work for a general plan update, including a focused effort on the Highway 111 Corridor and historic downtown in the center of the City. The General Plan was adopted in 2019. In 2018 the City retained STP to prepare a new Downtown Specific Plan and form-based code, adopted in 2020.

A central element of the firm’s previous work on the Indio General Plan Update was a vision plan and conceptual designs for transforming Highway 111 from a residual highway with strip commercial development and a failing mall to a city center boulevard, lined with significant amounts of housing, a revitalized mall, and mixed-use development within this re-envisioned center of the City. STP is now part of a team preparing a 111 Corridor Specific Plan and formbased code under SB-2 grant funding to help implement diverse housing opportunities that meet the objectives of their RHNA allocation and newly updated Housing Element, and the vision of the new general plan.

General Plan Update & Objective Design Standards (Ontario, CA, 2020-present) As a sub-consultant to PlaceWorks, STP has been leading the vision and urban design work on designated “mixed-use areas” and will soon be preparing objective design and development standards (ODDS) to streamline entitlements for conforming projects. Focus areas for this work include the Airport Metro District between I-10 4th Street, abutting Rancho Cucamonga, Downtown Ontario, the Holt Street Corridor and Guasti, and the 11 square mile Ontario Ranch at the southerly end of the City. STP has prepared a series of framework plan alternatives for each major mixed-use area and preferred alternatives have been identified. STP has devised a system of Place Types that are correlated with existing land use designations in areas intended for multifamily housing and mixed-use development. Base on the development intensities and intended scale and character of of each Place Type, the firm is currently drafting ODDS that address topics including complete networks of complete streets, block size and connectivity, and building siting, size, scale, character and frontage.

General Plan & Zoning Code Updates (Tehachapi, CA, 2006-2012) While briefly a member of two other firms, Mr. Sargent led a community-based visioning process and general plan update for this small mountain town in the Tehachapi Valley. The vision plan was based on an intensive community engagement process, through which it became clear that new development disliked by most in the community was in fact compliant with the existing general plan and zoning. Following adoption of the General Plan - perhaps the first California general plan based explicitly on “Place Types”, the City retained STP to help update the zoning code by preparing a comprehensive pallette of complete street types and a manual for retrofitting existing streets. The firm was also retained to prepare a specific plan for a new neighborhood as envisioned by the general plan.

66 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Peter VanderWal
Principal | Project Director
Peter VanderWal is an urban planner and designer with over 15 years of professional experience in California. He is the managing principal of Sargent Town Planning, directs our design studio, and regularly manages complex urban projects and multi-disciplinary teams. Having led or contributed to dozens of pedestrian- and transit-oriented urban projects across the full spectrum of size, scale and character, Peter brings a wealth of design and creative problem solving capabilities to each of our projects.

Peter’s current and recent urban project experience includes vision plans, specific plans, area plans, general plans, development codes, and design guidelines for downtowns, mixed-use districts, walkable neighborhoods, and transit-oriented urban corridors across the country. His corridor plan experience includes 2 to 10-mile corridors in Rancho Cucamonga, Palm Desert, Indio, Beverly Hills, San Fernando, Fontana, Moreno Valley, Merced and Oakland, and downtown and town center plans for Indio, Palm Desert, Fontana, San Fernando, Oxnard, Fremont, Paso Robles, San Juan Capistrano, Soledad and numerous others.

Peter’s typical project contributions include leading the development of master plan and public realm design frameworks, street network and public space design, definition of development typologies, directing the preparation of plans and codes, and organizing and directing the work of our collaborators and sub-consultants.

Selected project experience
General Plan Update & Foothill Corridor Plan, Rancho Cucamonga, CA, 2018-2021) In 1998 STP collaborated with Torti Gallas + Partners to prepare a vision plan for 4 miles of Historic Route 66 in the center of the City, including the transformation of the old highway to a city center boulevard, and the evolution of large and small shopping centers to mixed-use centers and urban neighborhoods. The work was initiated to provide a clear physical vision for subsequent zoning code updates to generate high quality, transit-oriented mixed use development. In 2020 the City retained STP to lead the update of the land use and community design element of their general plan, to be followed by the preparation of new form-based zones and objective development standards for the City’s central corridors, centers, districts and neighborhoods. The General Plan Update was unanimously and enthusiatically adopted by the City Council in December, 2021, and has been recognized by the Southern California Association of Governments (SCAG) with their 2022 Sustainability Award for Efficient & Sustainable Land Use.

General Plan Update (Watsnville, CA, 2022-present)
In 2022 the City retained STP to prepare the General Plan Update to extend the place-making strategies and approach employed in Downtown to new growth along Watsonville’s important corridors, Freedom Boulevard and Lake Avenue, and to generate goals and policies that ensure this future growth preserves Watsonville’s small-town and agricultural character. Other important plan initiatives include expanding access to the city’s multi-modal network, including a planned passenger rail line connecting Watsonville to Salinas to the south and the Bay Area to the north; increasing affordable housing options and employment opportunities for Watsonville’s residents; promoting Watsonville’s robust agricultural economy, while attracting new businesses and industries; and ensuring compatible land uses around Watsonville airport.

EXPERIENCE
Sargent Town Planning
Los Angeles/Pasadena, CA
Managing Principal, Sr Urban
Designer;
2009-Present
Raimi + Associates
Los Angeles & Berkeley, CA
Contract Design Associate, 2009-
2011
Moule & Polyzoides
Pasadena, CA
Designer, 2005-2009
Metroland Media Group
Toronto, Ontario, Canada
G.I.S. & Market Research Analyst,
2003

EDUCATION
Calvin College, Grand Rapids, MI
Bachelor of Arts, Honors, 2005
University of Waterloo,
Waterloo, Ontario, Canada
Urban Planning Co-Op, 2001-2003

SELECTED AWARDS
2022 SCAG Sustainability Award for
Efficient & Sustainable Land Use:

General Plan, Rancho Cucamonga
2020 Driehaus Form-Based Code
Award, Smart Growth America
and Form-Based Codes Institute;
Etiwanda Heights Neighborhood
& Conservation Plan; Rancho
Cucamonga, CA
2018 “Against All Odds” Award (SCAG);
Downtown Corridors Specific Plan;
San Fernando, CA
2017 Driehaus Form-Based Code
Award, Form-Based Codes Institute;
University Neighborhood Code;
Palm Desert, CA

SARGENT TOWN PLANNING 67
City Center Corridor Plan (Palm Desert, CA, 2015-2017)
As a sub-consultant to Raimi + Associates and as part of a general plan update, STP led public workshops to define a community vision for a “real city center”, focusing on the historic Highway 111 Corridor. STP prepared a 111 Corridor Area Plan as a chapter of the General Plan, along with a City Center form-based development code and public realm master plan to transform old Highway 111 to Boulevard 111, and and San Pablo Avenue - a very ordinary 4-lane collectore street - into walkable “main streets” for surrounding neighborhoods. The San Pablo Avenue transformation jumped to the top of the City Council’s implementation priorities, and they retained STP to further advance that conceptual design. Construction of the first 1/2 mile is complete and adjoining property and business owners are upgrading their buildings, and the second 1/2 mile of street improvements are now under construction. 111 Corridor Plan and Downtown Specific Plan (Indio, CA, 2018-2019) As part of a team led by Raimi + Associates, STP led the urban design vision work for a general plan update, including a a new system of Place Type Designations, and focused planning for the Highway 111 Corridor and historic downtown in the center of the City. The General Plan was adopted in 2019, and the City retained STP to prepare a new Downtown Specific Plan and form-based code, adopted in 2020. A central element of the firm’s previous work on the Indio General Plan Update was a vision plan and conceptual designs for transforming Highway 111 from a residual highway with strip commercial development and a failing mall to important avenues including significant amounts of housing, revitalized mall, and mixed-use development within the re-envisioned center of the City. STP is now part of a team preparing a 111 Corridor Specific Plan and form-based code under SB-2 grant funding to help implement diverse housing opportunities that meet the objectives of their RHNA allocation and newly updated Housing Element, and the vision of the new general plan.

General Plan Update & Objective Design Standards (Ontario, CA, 2020-present) The City of Ontario retained a team led by PlaceWorks with STP leading urban design for major growth areas and mixed-use areas, and to then prepare objective development standards for those areas. The primary focus areas are the historic downtown, the Holt Avenue (Historic Highway 99) corridor, and the I-10 freeway corridor adjacent to Ontario International Airport.

General Plan Update / Downtown Area Plan (Fontana, CA, 2016-2017) As a sub-consultant to Stantec, as part of a general plan update, STP led public workshops to define a community vision for new “Walkable Mixed-Use” place-type designations, and prepared a Downtown Area Plan as a chapter of the new General Plan. That 4 square mile Area Plan included the historic Route 66 Corridor, the historic downtown on the Sierra Avenue corridor, and the Metrolink Station area.

Village South Specific Plan (Claremont, CA, 2018-present) From a large field of proposers the City of Claremont selected a team led by STP, under a TOD planning grant from Metro, to prepare a plan for an 18-acre expansion of the historic Claremont Village south of the railroad tracks. Plan elements include a community-based vision plan and form-based development code, and Objective Design and Development Standards to predictably implement diverse new housing types in a walkalbe, mixed-use, transit-oriented setting. The Planning Commision unanimously and enthusastically recommended plan adoption on June 1 and Council action is anticipated in the next few weeks.

SELECTED AWARDS
2017 Inland Empire Section
and California State APA Award
Comprehensive Plan, Small
Jurisdiction, General Plan, Palm
Desert, CA; with Raimi + Associates
2015 Outstanding Planning Award
for Comprehensive Planning by a
Small Jurisdiction, California Central
Section APA: Bellevue Corridor Plan,
Merced, CA; STP with Lisa Wise
Consulting, Designer
2014 Pinnacle Award for Public
Space, International Downtown
Association, Lancaster Boulevard
Streetscape Master Plan, Lancaster,
CA, Moule & Polyzoides, Designer
2011 Award of Merit, Planning
Excellence in Implementation (APA),
Lancaster Boulevard Streetscape
Master Plan, Lancaster, CA, Moule &
Polyzoides, Designer
2016 Award for Comprehensive Plan,
Small Jurisdiction, , East Area One
Specific Plan, Santa Paula, CA
2015 Award for Comprehensive
Plan, Small Jurisdiction; Inland
Empire Section APA; General Plan,
Coachella, CA; STP with Raimi +
Associates, Designer
2015 Award for Comprehensive
Plan, Small Jurisdiction, California
Northern Section APA; North
Bayshore Precise Plan, Mountain
View, CA; STP with Raimi +
Associates, Designer
2012 Grassroots Award for Excellence
in Public Engagement, Northern
California Chapter APA; International
Blvd TOD Corridor Plan, Oakland,
CA; STP with Raimi + Associates,
Designer
2009 Charter Award, Congress for the
New Urbanism;, River North Master
Plan, San Antonio, TX; Moule &
Polyzoides, Designer
2011 Outstanding Focus Issue Award
(APA); Santa Ana Renaissance
Specific Plan, Santa Ana, CA, Moule
& Polyzoides, Designer

68 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Juan Gomez-Novy
Senior Associate | Project Manager
Juan Gomez-Novy has 25 years of experience in architecture and urban planning and has successfully managed large multi-disciplinary teams for a wide variety of projects including general plans; specific plans, master plans, and vision plans guiding downtown and corridor revitalization, transit-oriented development, urban infill, and greenfield neighborhoods; and form-based codes and objective design and development standards, many in conjunction with the specific plans Juan has prepared.

Juan is currently leading STP’s Watsonville General Plan Update and the preparation of objective design standards that implement the place-based vision of the city of Ontario’s recently adopted general plan. Just prior to joining STP in 2022, Juan led the preparation of four specific plans: the Downtown Burbank TOD Specific Plan and three specific plans for nearby Inland Empire cities: the Redlands Transit Village Specific Plan (adopted in 2022), the Montclair Place District Specific Plan (Adopted in 2020), and an update of the North Montclair Downtown Specific Plan (adopted 2017). Juan also led the preparation of schematic streetscape plans for Pasadena’s Playhouse District, including the portion along Colorado Boulevard that accommodates the Rose Parade, and for Montclair between the Montclair Place mall and the existing Montclair Metrolink Station and planned Gold Line Station.

Selected Project Experience
General Plan Update (Watsonville, CA, 2022-present)
Juan is currently leading the preparation of the Watsonville General Plan Update, working with City staff and managing and coordinating with the team’s various subconsultants to generate deliverables and meat deadlines. Key plan components include, a robust community outreach process, extending the place-making strategies and approach employed in Downtown to new growth along Watsonville’s key corridors, Freedom Boulevard and Lake Avenue, and to generate goals and policies that ensure this future growth preserves Watsonville’s small-town and agricultural character. Other important plan initiatives include expanding access to the city’s multi-modal network, including a planned passenger rail line connecting Watsonville to Salinas to the south and the Bay Area to the north; increasing affordable housing options and employment opportunities for Watsonville’s residents; promoting Watsonville’s robust agricultural economy, while attracting new businesses and industries; and ensuring compatible land uses around Watsonville airport.

Objective Design Standards (Ontario, CA, 2022-present)
Juan is currently leading STP’s preparation of Objective Design and Development Standards (ODDS) for the city of Ontario that implement the vision for the recently adopted 2050 General Plan. This vision is rooted in mixed-use place types – prepared by STP prior to Juan’s rejoining the firm in 2022 – that establish clear form and character criteria according to the associated land use designations in areas that are intended to deliver human-scale, pedestrian-oriented, transitready places. The ODDS systematically implement the vision for the place types with standards not only for for the building design (massing, elevation, materials, detailing, etc.), but also for the introduciton of a street network on large parcels and the streetscape design goals along those streets. While the City will use the building design standards to streamline development review in accordance with SB 35, they will also use the entire ODDS to establish a framework for future specific plans that are proposed for undeveloped portions of the city.

EXPERIENCE
Sargent Town Planning
Los Angeles/Pasadena, CA
Senior Associate, 2012-2017,
2022-present
JGN Consulting
Pasadena, CA
Principal, 2017-2022
Moule & Polyzoides
Pasadena, CA
Senior Associate, 1997-2012

CERTIFICATION/AFFILIATION

LEED AP
Congress for the New Urbanism

EDUCATION
University of California Los Angeles
Los Angeles, CA
Master of Architecture and Urban
Design, 1997
University of California
Berkeley, CA
Bachelor of Arts, History, 1993

SELECTED ARTICLES
Creating Memorable Streets.

My Livable City, July 1, 2019.

Opportunity Costs and Transit.

My Livable City · October 1, 2018.

With Vinayak Bharne. The Use And Reuse
of House Form, Multi-Family Dwellings.

My Liveable City · July 1, 2017
With Stefanos Polyzoides. A Tale of
Two Cities: The Failed Urban Renewal
of Downtown Tucson in the Twentieth
Century. Journal of the Southwest,
Volume 45, Numbers 1 and 2, Spring/
Summer 2003.

SARGENT TOWN PLANNING 69
General Plan Update & City Center Area Plan (Palm Desert, 2014-2016) Through a previous strategic plan process, the City had identified a “real city center” for this sprawling suburban desert community as their top priority, and STP led the general plan update team’s work on a vision, a plan and a code to realize that goal. Juan managed STP’s work, including a series of City Center public workshops, and regular meetings with City staff and a steering committee of elected and appointed officials. The plan was prepared and refined in a series of intense, collaborative working sessions with Matt Burris of Raimi + Associates and Fehr & Peers, to define feasible strategies for transforming old Highway 111 to “Boulevard 111”, converting “a rip to a zipper” in the urban fabric of central Palm Desert. The Plan included an ambitious design for a comparable transformation of San Pablo Avenue from a wide minor arterial to a main street, linking the El Paseo shopping district to the Civic Center to the north.

The construction of those improvements is now mostly complete and very well-received by the community. The California Chapter of the American Planning Association recognized the General Plan Update - of which the City Center Plan was a key chapter - with its 2017 Award of Merit, Comprehensive Plan, Small Jurisdiction.

Downtown Corridors T.O.D. Specific Plan (San Fernando, 2014-2018) Under a T.O.D. planning grant from Los Angeles County Metro (Metro), the City of San Fernando retained a team led by Sargent Town Planning to prepare a comprehensive update to their 1992 Downtown Corridors Specific Plan. As STP’s project manager, Juan collaborated with Mr. Sargent in leading a comprehensive program of analysis, public engagement, and collaboration with a community advisory committee and City staff to define a vision for new housing and mixed-use infill development within the Sylmar/San Fernando Metrolink station area. Facing significant community concern regarding the introduction of new multi-family housing, STP worked closely with City staff to extend the project schedule and outreach process to reach consensus on a plan that had full community support. The Southern California Association of Governments (SCAG) recognized the joint City/STP efforts with their 2018 Against All Odds Award.

Station Area Master Plan & T.O.D. Zoning (Lancaster, CA, 2012-2015) Under a grant from Metro, STP prepared a Metrolink Station Area Plan, including a new master plan for multi-modal access to the station and for transit-oriented development within a largely undeveloped 100-acre area adjacent to the Lancaster Metrolink Station. Juan worked with David to lead a robust community engagement process that included reaching out to adjacent disadvantaged communities, with the generous assistance of a local church and community non-profit organizations. Key project objectives included improving access the station Lancaster, including bridging over the planned California High Speed Rail to the west of and across the tracks from the station, and to provide new services, affordable housing and multi-modal station access for adjacent neighborhoods. Station access was complicated by the planned construction of the California High Speed Rail line betweeen the station and downtown. STP devised several alternative schemes for ensuring multi-modal connectivity and the plan was accepted in 2013. Also in 2013, through a competitive RFP process, the City selected STP to prepare form-based zoning for transit-oriented development (T.O.D.) for the station area the historic neighborhoods to the west of the station area and south of downtown Lancaster. That work was funded by a grant fro the Southern California Association of Governments (SCAG). The team worked closely and collaboratively with City staff to integrate the new form-based zoning into the City’s municipal code. The zoning was adopted and City staff has subsequently used those zones as the template for additional form-based zones for walkable neighborhoods and mixed-use centers.

70 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Greg Tung
Senior Associat | Urban Design | Project Manager
Gregory Tung is an urban designer with over 35 years’ experience working with cities to craft community-based revitalization strategies. His work spans district and master plans for downtowns, arterial corridors, infill neighborhoods, and workplace and transit-oriented districts, design of distinctive, human-scale streets and other public spaces accented by gateways, landmark elements, and furnishings, and preparation of development standards and design guidelines to predictably implement the community’s vision. Beginning in 1986, his work and collaborations have significantly contributed to successful place revitalizations including the California downtowns of Mountain View, Ventura, Lodi, Redwood City, Livermore, Tracy and Shafter, and in Phoenix, Arizona, and Bothell, Washington. He has led corridor revitalization plans in Montebello, Cathedral City, Oakland, San Fernando and Pomona, California, and district/neighborhood revitalizations in San Leandro, Fremont, Yuba City, Fountain Valley and Sunnyvale.

Greg’s special passion is the design of town center streetscapes and public spaces, examples of which include Castro Street in Mountain View, School Street in Lodi, First Street in Livermore, a multiway boulevard in Bothell, Washington, and landmark and infrastructure elements in California cities San Leandro, Emeryville, Lodi, Redwood City, and Montebello, and in Phoenix, Arizona and Ames, Iowa. Greg has also provided design review and training services for development project review to the California cities of Pomona, Livermore, San Leandro, San Mateo, San Jose, and Milpitas, as well as Bothell, WA. He has served as a Peer Reviewer for the General Services Administration Design Excellence Program and a resource member at four sessions at the Mayors’ Institute on City Design. He has been a speaker at the Congress for the New Urbanism, American Planning Association and U.C. Berkeley College of Environmental Design.

Selected Project Experience
General Plan Update and Corridors Specific Plan, Pomona, CA (2009-2014) As a mature Los Angeles-area suburb dominated by arterial corridors, Pomona had experienced profound demographic, economic, and physical transformations in recent decades. In collaboration with The Concord Group, AECOM and City staff, Gregory Tung assisted the City to update its 1976 General Plan by noting its limited city change areas, retuning city assets to engage regional trends, defining a livable and sustainable City structure framework of neighborhoods, districts, and centers, and establishing a clear vision for “Pomona Tomorrow” to guide state-suggested General Plan elements and ensuing planning tools. The process began by convening joint Council-Planning Commission Study Sessions to explore and develop the General Plan update. It continued through the Corridors Specific Plan’s community workshops to explain how form-based regulations could provide improved controls and investment reliability and target catalytic improvements at transitoriented clusters and opportunity sites. Both documents were adopted in 2014 along with a separate Active Transportation Plan and Green Plan by other team members.

Whittier Boulevard Specific Plan, Corridor Improvements and Gateway Landmarks Phases I and II, Montebello, CA (2001-2010)
Whittier Boulevard spans two miles through the heart of Montebello between neighboring East Los Angeles and Pico Rivera. Freeways, shopping malls, economic decline, singleuse zoning and 1971 earthquake damage had sapped the corridor’s vitality, especially in downtown. Gregory Tung led the corridor Specific Plan (2001-2002) and subsequent Phase 1 and Phase 2 streetscape improvement project (2003-2010), the latter in collaboration

EXPERIENCE
Sargent Town Planning
Senior Associate, 2022-present
Freedman Tung + Sasaki (previously
Freedman Tung & Bottomley)
San Francisco, CA 1986-2018
Principal, Associate
Ed Sue & Associates, Architects
Oakland, CA 1980-1982
Draftsman
Historic American Building Survey
Locke, CA 1979
Draftsman

EDUCATION
University of California, Berkeley
College of Environmental Design
Master of Architecture Program 1982-
1985.

Yale University
New Haven, Connecticut
B.A. Architecture, 1979

SELECTED AWARDS
2015 Greenroads Certified Bronze:

SR 527 Multiway Boulevard Phase 1W:

West Side Improvements, Bothell, WA
with Perteet, Inc. (Prime)
2015 Greenroads Certified Silver:

State Route 522, Bothell Crossroads,
Bothell, WA with Perteet, Inc. (Prime)
2012 San Joaquin Valley
Blueprint Award: Fresno Council
of Governments, Downtown
Revitalization and Downtown Plaza,
Tracy, CA
2011 Governor’s Smart Communities
Award Winner: Downtown Subarea
Plan Implementation, Bothell, WA
2009 Great American Main
Street Award – National Trust for
Historic Preservation: Downtown
Revitalization and First Street
Streetscape, Livermore, CA

SARGENT TOWN PLANNING 71
with AAE Inc. and SFE Landscape Architects. Developed through a public workshop process, the streetscape improvements accented downtown with a colonnade of palm trees and new lighting, reconfigured parking lots to enable them to serve as temporary plazas and provided gateway markers at the Boulevard’s city entrances and downtown parking lots.

The project was recognized with the APWA Southern California Chapter Project of the Year award in 2007.

First Street Streetscape, Livermore, CA (2003-2006)
The First Street streetscape project was the keystone capital improvement project recommended by the Freedman Tung & Bottomley-prepared and highly successful Livermore Downtown Specific Plan (2004). Gregory Tung and the firm’s design team members incorporated elements of Livermore’s winery, working ranch and garden character into a 1/3-mile-long integrated downtown streetscape, thereby transforming a multi-lane state highway strip into a unique walkable street with “flexible zone” outdoor dining and a new town green at its historic crossroads. Project collaborators included City of Livermore Engineering, SFE Landscape Architects and others. Downtown First Street has become the setting for significant investment in new restaurants, shops and offices, a regional theater, multi-screen cinema, and nearby infill housing. The project was recognized with a 2007 Award of Excellence for Public Space and Linkages from the California Redevelopment Agency and a 2009 Great American Main Street Award from the National Trust Main Street Center.

Maclay, San Fernando and Truman Corridors Specific Plan, San Fernando, CA (2002-2005) This Specific Plan guides the revitalization of three primary arterial corridors that form the commercial and circulatory framework of the city, using policies and public improvements to transform them into livable and vital places connected the wider region by the MTA bus and Metrolink service. Drawing on local architectural heritage, the Plan’s design guidelines and development prototypes establish frameworks for compact workplaces, housing and shopping. Gregory Tung worked with the project team to recognize the place context and develop the architectural guidelines and public realm concepts. The Specific Plan was adopted in 2005 and was recognized by the 2005 American Planning Association, Los Angeles Chapter Award for Planning Implementation, Small Jurisdiction. In 2014 the City retained Sargent Town Planning to update this plan with a focus on multi-modal connectivity and housing around the Sylmar/San Fernando Metrolink Station and a new planned light rail connection to Van Nuys. That update was recognized with the Southern Califorinia Association of Governments’ ““Against All Odds Award” in light of an arduous and successful public engagement effort.

Next Generation Workplace District Study, San Leandro, CA (2013) In the postwar era, factory jobs and revenues from the city’s “flatlands” industrial areas fueled suburban prosperity. But as plants closed in the 80’s, built spaces that shifted from production to warehousing and barren streets made it hard to attract “value-added” firms and workers. Gregory Tung and Spinnaker Strategies were engaged by the city to talk to stakeholders, identify assets and needs, develop market- and place-specific strategic actions, and help start a re-visioning of the districts’ innovation-driven potentials for the next generation. The resulting study identified 3 “urban manufacturing” clusters and recommended stronger city engagement, partnerships and marketing. An array of focused placemaking and connectivity improvements were recommended around activity anchors and clusters. The report was presented at a well-attended community meeting and to the City Council in October 2013.
2008 California Redevelopment
Association Award of Excellence:

Redwood City Courthouse Square and
Streetscape Improvements, Redwood
City, CA
2007 CNU Charter Awards:

Courthouse Square, Theatre Way and
Broadway Streetscape, Redwood City,
CA
2007 California Redevelopment
Association Award of Excellence:

First Street Streetscape Improvement
Project, Livermore, CA
2007 APWA Southern California
Chapter Project of the Year Award:

Whittier Boulevard Revitalization
Project, Montebello, CA
2005 APA Planning Awards: Los
Angeles Section for San Fernando
Corridors Specific Plan, San Fernando,
CA
1996 ASLA Merit Award: Downtown
Phoenix Streetscape Improvements,
Phoenix, AZ
1995 US DOT Design for
Transportation Merit Award:

Downtown Phoenix Streetscape
Improvements Project, Phoenix, AZ
1993 AIA San Francisco Chapter
Award of Honor: Downtown Plan and
Streetscape Improvements, Mountain
View, CA

72 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Andrew Krizman
Senior Associate | Urban Planning & Design / Project Manager Andrew joined Sargent Town Planning in 2019 as a senior associate for urban planning and design. He leads our design team through planning research and analysis to conceptual urban and architectural design, working with the principals to direct the preparation of initial concepts and diagrams, plan alternatives, public space and building typologies, presentations and plan documents of all types.

Since his graduation from architecture school, Andrew has practiced as an independent urban design and planning consultant prior to joining Sargent Town Planning. As a senior designer on large multi-disciplinary teams, he collaborated across disciplines to plan sustainable urban places. He reinforces his practice with rigorous research, and completed a Master of Science in Sustainable Urban Development at Oxford University in September of 2019 as he was joining the firm.

Andrew has balanced his international best practice knowledge with solutions that emerge from the local context in order to meet the needs of public, private, and non-profit clients across four continents. His project experience ranges in scale from medieval building renovation to master plans for neighborhoods, towns, and major American and international metropolitan districts.

Selected Project Experience
Focus Area Planning (Rancho Cucamonga, CA, 2019)
Andrew has been working with City staff and a master developer to refine the design of new transit-oriented development on a former golf course site adjacent to the City’s Metrolink Station. He is also leading he firm’s work in preparing and illustrating Focus Area Plans for 7 additional primary mixed-use centers in which significant land use change and infill development are anticipated.

Highway 111 Corridor Specific Plan, (Indio, CA)
As a senior associate with STP, Michael has been responsible for the conceptual design of neighborhood streets and public spaces, and the conceptual design of a variety of building types, from large mixed-use buildings to townhouses.

Downtown Precise Plan and Form-Based Code (Santa Clara, CA, 2019-2022) Andrew has been STP’s lead desiger in the vision planning and conceptual urban design work for the rebuilding of Santa Clara’s historic downtown, which was tragically demolished in a fit of redevelopment zeal in the 1970s. He has beeen responsible for the conceptual design of downtown streets and public spaces, and the conceptual design of mixed-use buildings, hotels, and housing of various types. He is now leading the firm’s work in preparing selected chapters of the Precise Plan and the Form-Based Code.

Downtown Specific Plan (Indio, CA, 2019)
As a senior designer with STP, Andrew has been responsible for the conceptual design of downtown streets and public spaces, and the conceptual design of mixed-use buildings, hotels, and new passenger rail station.

EXPERIENCE
Sargent Town Planning
Los Angeles/Pasadena, CA
Senior Urban Designer
2019-present
Andrew J. Krizman II
Urban Design & Planning
Brooklyn, NY / Washington, D.C.
2013-2019
Thadani Architects + Urbanists
Washington, D.C.

Urban and Architectural Designer
2014-2018

CERTIFICATION/AFFILIATION
Congress for the New Urbanism

EDUCATION
University of Oxford
Oxford, England
Master of Science in Sustainable
Urban Development, 2019
University of Notre Dame
South Bend, Indiana
Bachelor of Architecture, 2013
Honors Major in Music, 2013
Notre Dame Rome Studies Program
Rome, Italy
2010-2011

SELECTED AWARDS
Chairman’s Special Award, Congress
for the New Urbanism, 2019, for
Seaside Lyceum in Florida, with
TA+U* and DPZ
Honorable Mention, INTBAU and
Driehaus Competition, 2019, Olite,
Spain Plan, with Fairfax & Sammons
Charter Award, Congress for the
New Urbanism, 2017, Land Use
Framework Plan for Westside
Atlanta, with TA+U*

SARGENT TOWN PLANNING 73
Village South Specific Plan (Claremont, CA, 2019)
Andrew was instrumental in refining urban and architectural design concepts for this 20-acre TOD adjacent to Claremont Village and its Metrolink Station and planned Gold Line Station.

Channel Islands Harbor Visioning (Oxnard, CA, 2020-2021) Andrew has been the project manager and lead designer for the firm’s work for the County of Ventura, working with a citizen’s committee and the City of Oxnard to reenvision this small recreational harbor. For many years the Harbor has been losing businesses and declining in its ablity to draw visitors and customer, and the nearly completed Vision document is based on a circulation framework and infill development types endorsed by the community through extensive virtual engagement and onliine surveys and workshop. STP is preparing to further develop designs and cost estimates for streetscape and waterfront promenade improvements to enable the City of Oxnard and County of Ventura to plan and budget for initial phases of implementation.

Maulhardt Neighborhood Plan (Oxnard, CA, 2020-2021
Andrew is the project manager and lead designer for this new neighborhood in the last remaining large undeveloped site within the City’s Northeast Specific Plan area. Based on a successful virtual community workshop and in collaboration with City staff, the firm has drafted a “sub-neighborhood master plan” as an amendment to the original 1995 Specific Plan. The community design priniciples upon which the Specific Plan is based - and the required findings for amendments to that Plan - were written by Mr.

Sargent under a consulting services contract with the City in 1995.

Health and Wellness District Master Plan (Lancaster, CA, 2019) As a senior designer with STP, Andrew has been preparing 3-D massing models of public spaces and mixed-use buildings for this mixed-use, health-centered district centered on a new Antelope Valley Hospital.

Westside Land Use Framework Plan (Atlanta, GA, 2014-2017)* As part of a large team led by TA+U, prepared a master plan for revitalization of a 1,730-acre area of historic neighborhoods and vacant land adjacent to Downtown Atlanta, including an inclusive community engagement process that included more than 1,000 citizens and stakeholders.

Urban and Architectural Design (Seaside, FL, 2015-2019)* As part of the TA+U* team, prepared urban designs for civic space and infrastructure; architectural designs for civic, commercial, and academic buildings; and master plans for successional growth.

Eastside Neighborhood Master Plan (Savannah, GA, 2018)* As part of the TA+U/CNU Legacy Charrette team, working pro bono for the City of Savannah, conducted a four-day public participatory planning workshop and prepared a neighborhood revitalization plan with infrastructure recommendations and target area proposals.
* Experience while with another firm.

SELECTED AWARDS
Exhibition Selection in Bristol, UK,
International Making Cities Liveable
Council, 2015, Master Plan for Bahia
Muyuyo, Ecuador, with Joanna
Alimanestianu
Excellence in Planning award,
International Society of City and
Regional Planners, 2015, Luhe,
Nanjing Master Plan, with TA+U*
Charter Merit Award, Congress for
the New Urbanism, 2015, Luhe,
Nanjing Master Plan, with TA+U*
International Congress panel
selection, ExpoPlaza Ecuador, 2014,
regarding growth issues facing
Guayaquil
* Thadani Architects + Urbanists,
Washington, D.C.

74 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Michael Mabaquiao
Senior Associate | Urban Planning & Design
Michael is a dedicated architectural and urban designer with over 10 years of experience in traditional community design and urban development encompassing mixed-use, commercial, institutional, residential, and leisure development projects for the private sector. Public sector work includes numerous strategic master plans and form-based codes. Michael has participated in over twenty design charrettes and workshops across the U.S., as well as South and Central America, the Middle East and Asia. A seasoned building designer for residential and mixed-use developments, Michael has worked on numerous multi-family building projects completed throughout the Northeast.

Michael balances his knowledge of timeless best urban practices with solutions that emerge from the local cultures and regions in order to meet the needs of public, private, and non-profit clients around the world. His project experience ranges in scale from designing tiny houses on wheels to regional planning for major cities in the U.S. and abroad.

His responsibilities include conceptual urban and architectural design, design direction of urban projects, planning research, project management, and master plan document supervision and writing.

Selected project experience
Rancho Cucamonga General Plan, (Rancho Cucamonga, CA)
As a senior associate with STP, Michael has been preparing 3-D massing models of public spaces and mixed-use buildings in a reimagining of an existing strip shopping area, serving as a case study for the partial redevelopment of any strip center.

Ontario General Plan, (Ontario, CA)
As a senior associate with STP, Michael has been designing a framework plan for the southern underdeveloped areas known as Ontario Ranch and organizing a Placetype Matrix that will form the foundation of the city’s O.D.D.S. effort.

Highway 111 Corridor Specific Plan, (Indio, CA)
As a senior associate with STP, Michael has been responsible for the conceptual design of neighborhood streets and public spaces, and the conceptual design of a variety of building types, from large mixed-use buildings to townhouses.

North Tustin Street Specific Plan, (Orange, CA)
As a senior associate with STP, Michael has been visualizing and refining urban and architectural design concepts along a nearly two mile stretch of North Tustin Street.

EXPERIENCE
Sargent Town Planning
Los Angeles/Pasadena, CA
Senior Associate, 2021 - present
2019-present
DPZ CoDesign
Miami, FL
Senior Designer, 2017-2021
Torti Gallas + Partners
Washington, DC
Architectural & Urban Designer
2013-2017
Duany Plater-Zyberk Town Planning
Miami, FL
Designer, 2007-2009

CERTIFICATION/AFFILIATION
Congress for the New Urbanism

EDUCATION
University of Notre Dame
Master of Classical Architecture &
Urban Design, 2013
Andrews University
Masters of Architecture, 2007
Andrews University
Bachelor of Architecture, 2006

SELECTED AWARDS
Special Academic Charter Award,
Congress for the New Urbanism,
2014, After Burnham: The Notre
Dame Plan of Chicago 2109, with
Philip Bess and the University of
Notre Dame
Dean’s Award for Architecture and
Urban Design, 2013, for the Master
Plan for Bahia Muyuyo, Ecuador
University of Notre Dame

SARGENT TOWN PLANNING 75
New Neighborhood in Sweetwater, Master Plan, (Sweetwater, FL, 2021)* As a senior designer on the DPZ CoDesign team, worked on the conceptual design of a half a square mile new community that included a new mixed-use town center, regional medical campus, and hundreds of affordable and senior residential units.

Lakeport Beach, (Lakeport, ON, Canada, 2020-2021)*
As a senior designer on the DPZ CoDesign team, prepared a master plan for a mixed-use beach front resort town and commuter community within the greater Toronto region.

The Land, (Tulsa, Oklahoma, 2020-2021)*
As a senior designer on the DPZ CoDesign team, evolved the existing master plan for a mixed-use community envisioned by a religious community group.

Whale Watch Village, (Depoe Bay, OR, 2020-2021)*
As a senior designer on the DPZ CoDesign team, prepared the master plan for an extension neighborhood that includes a mixed-use town center, work-force and affordable housing, as well as high-end hillside residential.

Distrito Sierra Madre, (San Pedro Garza Garcia, Monterrey, Mexico, 2020- 2021)*
As a senior designer on the DPZ CoDesign team, master planned a multiple neighborhood district at the foothills of the Sierra Madre Mountains. This complex project envisioned a medium-density city with multiple activity nodes surrounded by several mixed-income communities, including schools and public safety services.

Hillsborough, (Metro Manila, Philippines, 2020-2021)*
As a senior designer on the DPZ CoDesign team, helped design a mixed-use neighborhood to serve as a commuter town within the greater Manila region.

Solen-Lorenzo, (Metro Manila, Philippines, 2020-2021)*
As a senior designer on the DPZ CoDesign team, prepared the master plan of two neighboring mixed-use communities south of Manila--one primarily consisting of small-scale residential, the other with a high-density mix of office high rises, mid-rise apartment buildings, as well as a main street pedestrian mall.

Wadi Hanifa Form-Based Code, (Riyadh, Saudi Arabia, 2020)* As a senior designer on the DPZ CoDesign team, worked on the code that will guide the development of hundreds of square kilometers along the drainage basin running throughout the area surrounding the capital city.

Transit Oriented Development, (Riyadh, Saudi Arabia, 2019-2020)* As part of a large team of international designers that included DPZ CoDesign, worked on part of a new master plan reimagining Riyadh as an international destination city as well as a proud nation’s capital.
* Experience while with another firm.

SELECTED AWARDS
Academic Charter Award, Congress
for the New Urbanism, 2007, for
the Master Plan of Saucier, MI, with
Andrew Von Maur and Andrews
University
Award of Excellence, 2005
AIA Southwest Michigan Chapter
Special Academic Charter Award,
Congress for the New Urbanism,
2014, After Burnham: The Notre
Dame Plan of Chicago 2109, with
Philip Bess and the University of
Notre Dame
Dean’s Award for Architecture and
Urban Design, 2013, for the Master
Plan for Bahia Muyuyo, Ecuador,
University of Notre Dame
Academic Charter Award, Congress
for the New Urbanism, 2007, for
the Master Plan of Saucier, MI, with
Andrew Von Maur and Andrews
University

76 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Javier Ballesteros Márquez
Associate | Urban Planning & Design
Javier is an talented architectural and urban designer who specializes in the design and illustration of urban building typologies and places. He is a core member of our urban and architectural design team, with a focus on conceptual design and integration of locally calibrated building typologies with networks of pedestrian-oriented multi-modal streets and sustainable open spaces. His responsibilities include design collaboration with our senior staff and preparing illustrations for our vision plans, plan alternatives, and form-based codes and design guidelines.

Javier brings to our team a very strong educational background, and internships with distinguished design and development firms in the U.S. and Spain. After graduating in 2013 with a Bachelor of Science in Architecture from the University of Seville in Spain, he pursued a year of advanced studies at the University of Krakow in Poland, received a Master of Architecture degree from the University of Seville in 2016, and completed the Master of Urban Design program at the University of Notre Dame in South Bend, Indiana in 2019. His professional experience includes design internships with Kriteria Edificación and Spaniarq T10 Team in Seville, Spain and Ryan Companies in Minneapolis, MN.

Selected project experience
Highway 111 Corridor Specific Plan, (Indio, CA)
As an urban designer with STP, Javier has been responsible for the development of conceptual framework designs and the design and research of a variety of unit types that suit into the context. He also worked on the 3D modeling and development of illustrations that convey the ideas proposed.

North Tustin Street Specific Plan, (Orange, CA)
Javier has worked as an urban designer for the project of North Tustin Street in Orange by visualizing and refining the framework plans and studying the building types appropriate for North Tustin Street. He has also provided graphic support and worked with the code and design standards to ensure that the new developments coming to the corridor align with the vision of the city and citizens.

Main Street Redesign & Outdoor Dining Standards (Ventura, CA, 2019) As an urban designer, Javier has worked in collaboration with Andrew and provided support in the visualization and development of the designs in Main Street Ventura. He has also researched the viability of the different alternatives, provided insight about similar projects in Europe and provided graphic support along the process.

Las Crues Masterplan (Las Catalinas, Costa Rica, 2018)* Javier worked in collaboration with Douglas Duany as an urban designer for the envisioned future developments at Las Catalinas in Costa Rica. He made an extent research on the European towns that inspired the developer, worked extensively on the design of the framework and assesSed the developer on the best strategies to phase out the Master Plan.
* Experience while with another firm.

EXPERIENCE
Sargent Town Planning
Los Angeles/Pasadena, CA
Urban Designer, 2019-present
Ryan Companies US. Inc.

Minneapolis, Minnesota
Student Internship, 2018
SPANIARQ T10 TEAM
Sevilla, Spain
Architect, Project manager, 2017
Architect, Project Designer 2016
Kriteria Edificación
Sevilla, Spain
Architect, Project Designer for
design competitions, 2016

EDUCATION
University of Notre Dame
South Bend, Indiana
Master of Architecture and
Urbanism, 2017-2019
E.T.S.A.S. Universidad de Sevilla
Sevilla, Spain
Master of Architecture, 2015-2016
Erasmus Studies (Scholarship)
Krakowska Akademia im Andreja,
Frycza Modrzewskiego
Krakow, Poland, 2013-2014
E.T.S.A.S. Universidad de Sevilla
Sevilla, Spain
Bachelor of Architecture, 2009-2013

SELECTED AWARDS
Special Academic Award,
International Charrete between
GSD Harvard and the University of
Sevilla
Special Academic Award, Notre Dame
Summer School Charrette
Valedictorian at Krakowska
Akademia im Andreja, Frycza
Modrzewskiego

SARGENT TOWN PLANNING 77
David Schneider
Consulting Senior Landscape Architect
David Schneider is core team member of the Sargent Town Planning team, and a regular collaborator with STP for urban plans and projects of many types. His broad California experience and strong conceptual design abilities make significant contributions to the public realm designs in all our work.

David has been employed by Fong Hart Schneider+Partners since 1980, named an Associate of the firm in 1984 and a Partner in 1998. His responsibilities include project design and construction document coordination as well as project management and on-site supervision for a variety of projects. David has also lectured on the subject of drought tolerant landscapes and residential design for continuing education students.

David has contributed to the designs for many of his firm’s award winning projects and has been a project manager/designer for projects ranging from private estates to urban planning projects, including many district plans with STP, mulitple recent street corridors in Montclair working with Juan Gomez-Novy while with another firm, and streetscapes and parks in the new neighborhoods of Playa Vista. He was integrally involved in the design of the Strybling Award winning Ritz Carlton Hotel landscape renovation in San Francisco, the Beverly Hills Golden Triangle Urban Renovation, the Lancaster Boulevard Transformation, and the Pierce College Equestrian Center, Woodland Hills, California
Selected Project Experience
•Arrow Highway and Fremont Avenue Streetscape, Montclair, California •North Montclair Street Reconfiguration and Design, Montclair, California •Citywide Corridors Master Plan, Jurupa Valley, CA*
•Etiwanda Heights Neighborhood & Conservation Plan, Rancho Cucamonga, CA* •111 Corridor and City Center Plan, Palm Desert, CA*
•Lancaster Boulevard Streetscape Transformation, Lancaster, CA* •Gateways, Corridors, and Centers Plan, Lancaster, CA*
•Lancaster Auto Mall Master Plan, Lancaster, CA*
•River North Specific Plan, San Antonio, Texas*
•Fresno Downtown Community Plan, Fresno California*
•Playa Vista Neighborhood Streetscapes and Parks, Los Angeles, CA •Streetscape Projects, University of Southern California, Los Angeless, CA •Beverly Hills Golden Triangle Streetscape Development, Beverly Hills, California •The J. Paul Getty Museum Center, Los Angeles, California •Long Beach Aquarium of the Pacific, Long Beach, California •Downtown Renaissance Specific Plan, Santa Ana, California •Paso Robles Uptown and Downtown,Specific Plan, Paso Robles, California* •Ventura Harbor Specific Plan, Ventura California*
•Community Memorial Hospital Masterplan, Ventura, California* •Disneyland Center “Downtown Disney” - Anaheim, California •Disney’s Entry Esplanade at California Adventure, Anaheim, California •Queensway Bay Rainbow Harbor Aquarium Plaza and Fountain, Long Beach, California •Whittier Uptown Specific Plan, Whittier, California
* Projects directed by David Sargent

EXPERIENCE
Fong Hart Schneider + Partners
Laguna Beach, CA
Partner, 1984-present
Fong Hart Schneider + Partners
Costa Mesa, CA
Associate, 1980-1984

CERTIFICATION/AFFILIATION
Registered Landscape Architect,
State of California, 1987, License #
3367

EDUCATION
California Polytechnic University,
Pomona, CA
B.S., Landscape Architecture, 1980

79 Circlepoint
Firm Profile
Since 1987, Circlepoint has been a guiding force in helping our clients address complex issues and strengthen communities.

Through our Communications and Environmental practice areas, we provide a dynamic combination of strategic advice and focused service. With offices in Orange, Oakland and San Jose, Circlepoint is a privately held California corporation and certified Small Business Enterprise (SBE). Each member of Circlepoint’s team is highly skilled in their field and dedicated to creating innovative solutions to complex issues and building a better future for communities. From engagement in long-range planning and environmental review to project level final design and construction participation, Circlepoint provides the full circle of resources clients need to successfully reach their goals.

Stacey Miller
Senior Project Manager, Community Outreach
Stacey is a dynamic leader with exceptional problem-solving skills who focuses on understanding client needs and delivering engaging communication strategies. She has over 17 years of professional experience managing project teams, implementing effective communication and outreach strategies, and building rapport amongst the teams to achieve the project goals. Stacey enjoys facilitation – as part of the public outreach process, clientdecision making and project teams and encourages a collaborative process to ensure all voices are heard. Her communication experience is vast from managing marketing campaigns to developing communication strategies, from public surveying to developing engaging informational material, managing web and graphics teams to leading events and
conducting interviews. Stacey is a strong project manager, able to meet tight deadlines and deliver on budget and achieve project goals.

SELECTED EXPERIENCE
Project Manager, Brea Outreach Engagement Platform,
City of Brea
The City of Brea is embarking on a new online engagement platform to keep the community abreast of development,
upcoming projects and long-term planning while involving community members in the process. Shape Brea is about making, building, sustaining, and strengthening connections between our residents and places. Circlepoint designed and developed the engagement site, provided recommendations for effective tools and page elements, implemented the site development, drafted content and delivered a comprehensive promotional plan to support all media and advertising channels for successful site launch. Stacey led the Circlepoint team with all tasks and facilitated client meetings, keeping the project on time and provided strategic support to guide the city with implementing a successful marketing strategy.

Project Manager, Los Angeles Zoo Master Plan, Los
Angeles Zoo & and Botanical Gardens
Years of Experience
17 Education
B.A., Speech Communication,
California State University,
Fullerton, 2002
Certifications
Strategic Communications,
Public Relations Society of
America (PRSA)
Supervisor Certification,
Brandman University
Expertise
Project Management
Brand Development and
Management
Digital Marketing
Video/Visual Marketing
Event Management
Media Relations
Community Engagement
Creative Services
Customer Insights
Work History
Senior Marketing
Communications Project
Communications
We help our clients navigate the ever-changing landscape of communications and public outreach to engage stakeholders and community members to ensure broad public participation in planning initiatives. Circlepoint addresses unique challenges and engages intended audiences through highly effective strategies that are designed to “reach people where they live, work and recreate.” We tailor communication strategies to meet program needs, drawing on our expertise in public engagement, marketing, creative services, and web and interactive design. We have broadened our community engagement skills during the COVID-19 pandemic, to ensure equitable and inclusive public engagement for all communities, including communities in need – be it online, in-person, or in a hybrid format
Public Engagement
• Strategy
• Stakeholder Outreach
• Public Meetings/Workshops
• Event Planning
• Media Relations
• Facilitation
• Construction Communications
• Multicultural
Marketing
• Research
• Strategy
• Messaging
• Behavior Change
• Campaigns
• Advertising
• Email Marketing
• Social Media
Creative
• Branding and Identity
• Graphic Design
• Animation
• Photography/Videography
• Web Design, Development, and
Hosting
• 508 Compliance/Accessibility
• Analytics

80 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Susan Harden, FAICP, CNU-A,

LEED AP
Senior Managing Principal, Communication
Susan J. Harden, FAICP, CNU-A, LEED AP, has a broad background in community development, engagement, and planning. For over twenty-seven years, she has built her career around community-based planning and visioning, striving to create a network of healthier, more livable communities. She has provided community engagement and planning services to public and private sector clients across the country. Susan is the co-author of “Placemaking on a Budget”, designed as a handbook for community members to enhance sense of place. She is a member of the Advisory Board for the Department of Planning & Public Policy at UCI where she also teaches a graduate course on public participation. Susan has also served as a board member of Jamboree Housing, an affordable housing developer, for over ten years.

Prior to her career as a planning and engagement consultant, Susan volunteered with the Peace Corps in Senegal, West Africa and with the AmeriCorps in Kansas City where she worked for a non-profit involved in local sustainable transportation and environmental justice. Her passion has always been and continues to be to directly involve communities in protecting and improving their physical, natural, and social environments.

SELECTED EXPERIENCE
Engagement Project Manager, Eastvale 2040 General Plan Update, City of Eastvale
Circlepoint led the community engagement process for the City’s general plan update. The process has included a highly interactive website with educational videos, youth engagement exercises, stakeholder interviews, and a variety of engaging polls and surveys. Additionally, we organized and launched a “Clear Vision” expert speaker series which included a webinar presentation on new planning ideas followed by community dialogue and a series of specific survey questions. Susan is the primary lead on the engagement process for this Eastvale effort.

Community Involvement Project Manager, PlanRC General Plan Update, City of Rancho Cucamonga
Rancho Cucamonga embarked on a multi-year planning effort to bring the community together to talk about the future and update the General Plan known as PlanRC. The community-based process established a long-term vision and provided policy direction and guidance to residents, City staff, decision-makers, and the broader community. The Plan Update Project includes a housing element, hazard mitigation plan, and climate action plan, in addition to traditional general plan elements. Susan served as the lead for all engagement and communications aspects of the Plan, along with contributing to the vision, policies, and land use alternatives. The bi-lingual community engagement process included several informational & educational videos, a robust website, online surveys, a number of Years of Experience
27 Education
M.E.P., Environmental
Planning, Arizona State
University, 1998
B.A., Architectural Studies;
B.A., Environmental
Studies, University of
Kansas, 1993
Registrations/
Certifications
American Institute of
Certified Planners (AICP),
1999
Certified Main Street
Manager, National Main
Street Center, 2002
Professional Certificate in
Neighborhood
Revitalization,
NeighborWorks America,
2005
Certificate in Dialogue,
Deliberation and Public
Engagement, Fielding
University, 2007
LEED Accredited
Professional, 2008
Congress for the New
Urbanism, CNU-A, 2009
Fellow, American Institute
of Certified Planners
(FAICP), 2018
Expertise