SARGENT TOWN PLANNING 81
interactive and highly graphic virtual workshops, meetings, and events using a combination of Zoom, Webex, and Public Input.com. Circlepoint continues to support the city with General Plan implementation communications and outreach services.
Engagement Lead, General Plan 2050 Update and EIR, City of Watsonville
As a sub to Sargent Town Planning, Circlepoint is supporting the City of Watsonville and the project team with an update to the city’s General Plan 2050. Circlepoint is preparing the environmental document and leading public outreach and stakeholder engagement for the general plan update. Susan oversees the Circlepoint outreach and engagement team. She is providing guidance on the outreach strategy and implementation and serving as lead facilitator.
Community Engagement Manager, Ventura General Plan Update, City of Ventura
Susan is serving as the lead facilitator for the City’s General Plan Advisory Committee which meets monthly to guide the planning process. Among the topics being addressed include resiliency, mobility, climate change, and housing.
Circlepoint is also providing support of online engagement activities, pop-up events, stakeholder meetings and workshops.
Principal in Charge/Project Manager, Carlsbad Growth Management Committee, City of Carlsbad
Circlepoint is providing on-call engagement and facilitation services for the city on a variety of projects. Susan serves as lead facilitator for all meetings and workshops, as well as provision of strategic support and advisement.
Over the past year, Susan has facilitated two affordable housing community-wide workshops, one complete streets workshop, and is leading a twelve-month growth management planning effort with the city that includes preparing and facilitating monthly meetings of a 38 person citizens committee tackling growth topics of parks, open space, libraries, utilities, transportation and more.
Principal-in-Charge, Community Climate Action Plan and Safety Element, Alameda County Circlepoint is part of the team working to update the Alameda County Community Climate Action Plan and Safety Element. In collaboration with the County, Circlepoint is leading public outreach, including conducting informal interviews with representatives from Black, Indigenous, and people of color (BIPOC), Seniors, People with Disabilities, and Youth to ensure there will be extensive and diverse community input throughout each phase of project development. Susan is overseeing the Circlepoint team and supporting with the community engagement strategy.
Healthy Community and Sustainability Elements, Monterey Park While with a prior firm, Susan was part of a team that developed two new Elements for the City’s General Plan, funded by a State Sustainable Communities Planning Grant. A robust community engagement process, including focus groups, workshops, and committee facilitation, along with best practice research, was used to help develop the final policy document. The new Elements focus on policies and programs to promote the health of all Monterey Park residents and increase sustainable practices citywide. Development of the Elements began with an extensive collection and assessment of existing health indicators and health-related data.
Public Participation
Programs – Strategy and
Implementation
Facilitation
Training & Education
Urban Planning
Affiliations
Member, California
Planning Roundtable
Board Member, Jamboree
Housing
Member, American
Planning Association
Faculty and Advisory Board
Member, University of
California Irvine
Department of Urban
Planning & Public Policy
82 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Circlepoint 1
Stacey Miller
Senior Project Manager, Communications
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, client-decision 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, Carlsbad On-Call Housing Element, City of Carlsbad Circlepoint supported the City of Carlsbad with the development and implementation of a public engagement plan, the goal of which was to provide the City Council with input from a broad cross section of stakeholders interested in housing issues for use in determining future sites to rezone for housing to meet the number of units required by the state. Circlepoint supported outreach to multiple audiences, including low-income residents, developers, businesses and employers, social service providers, community leaders, and more by encouraging them to take the housing element survey, attend public meetings, and submit comments on the potential sites for new housing. Stacey led the Circlepoint team that helped all outreach efforts and facilitate two virtual workshops and created a robust public input report that reflected the input of a diverse range of stakeholders.
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.
Years of Experience
17 Years with Circlepoint
5 Education
B.A., Speech
Communication, California
State University, Fullerton,
2002
Registrations/
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
SARGENT TOWN PLANNING 83
Circlepoint 2
Sr. Project Manager, Local Hazard Mitigation Plan, Metropolitan Water District of Southern California Metropolitan is pursuing the development of a new single-jurisdiction Local Hazard Mitigation Plan (LHMP), to be approved by the California Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA) and adopted by Metropolitan’s Board of Directors. Circlepoint is supporting The Metropolitan Water District of Southern California with strategic outreach and engagement to support the Local Hazard Mitigation Plan development. As a part of the LHMP planning process, Stacey is leading the Circlepoint team and working with Metropolitan to develop an outreach and communication strategy to communicate and solicit input regarding risks of hazards to its operations and infrastructure and will implement the outreach tactics agreed to in the outreach plan.
Sr. Project Manager, California State Hazard Mitigation Plan Update, CalOES The California Governor’s Office of Emergency Services (Cal OES), State Mitigation Planning Unit (SMP), is preparing a 2023 State Hazard Mitigation Plan (SHMP or Plan) which meets the Federal Emergency Management Agency (FEMA) requirements for both a Standard State Mitigation Plan and an Enhanced State Mitigation Plan.
Stacey is leading the Circlepoint team by helping with stakeholder engagement efforts in support of Cal OES staff and the project team through subject matter specific working groups and other outreach activities.
Project Manager, Los Angeles Zoo Master Plan, Los Angeles Zoo & and Botanical Gardens The Los Angeles Zoo developed a Master Plan with a forward-thinking analysis and consideration of the Zoo’s Vision Statement for 2028, structures and site conditions, financial sustainability, conservation, education, and visitor experiences. Program elements included assisting with planning and executing six public workshops, as well as development of project collateral and an interactive, project website. As Project Manager, Stacey supported the Circlepoint team with a variety of tasks, including creating the public outreach plan for this effort. She also led all Sr. Project Manager, OC Bike Connectors Gap Closure Study, Orange County Transportation Authority (OCTA)
The Orange County Loops vision is to create seamless connections for people to bike, walk and connect to some of California’s most scenic beaches and inland reaches. With significant progress made in north Orange County (OC North Loop), OC Loops is now looking to create regional bikeway networks across the central and south Orange County communities through the Bike Gap Closure Feasibility Study (Study). The Study will focus on addressing the needs and abilities of cyclists of all ages and backgrounds. Circlepoint is leading the outreach effort, focused on all levels and skillsets of riders from eight to eighty targeting South Orange County disadvantaged communities to better understand barriers and suggestions for using the facilities. Stacey is coordinating the outreach for the project and supporting countywide virtual public workshops to learn from the targeted communities.
Sr. Project Manager, Active Transportation Strategic Plan Update Project, Los Angeles County Metro (LACMTA)
The ATSP Update process aims to engage local communities, stakeholders and public agencies in renewed discussion on ways to encourage and facilitate active transportation opportunities for all across LA County. Stacey is supporting the development of a Community Engagement Plan, a blueprint for engaging stakeholders and interested parties throughout the planning and update process along with developing social media content for LA Metro’s social media platforms and meeting the community at local events to gain feedback on their active transportation priorities.
84 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
1 Simon Stahl
Art Director
Simon has always been fascinated by visual storytelling and by the potential of new technologies to transform art and design. With a background in computer graphics and animation, he can bridge the gap between artists and engineers. His seven years of experience as an art director at an award-winning publishing house taught him the intricacies of illustration and print production. Simon enjoys working with clients to create groundbreaking solutions to their design needs, and to tell their stories in the most creative and distinct ways possible.
SELECTED EXPERIENCE
Art Director, 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.
Circlepoint is part of the multi-disciplinary team leading this process in collaboration with the City. The community-based process will establish long-term vision and provide policy direction and guidance to residents, City staff, decision-makers, and the broader community. The Plan Update includes a housing element, hazard mitigation plan, and climate action plan, in addition to traditional general plan elements. Circlepoint is serving as the lead for the engagement and communications aspects of the Plan, along with contributing to the vision, policies, and land use alternatives. The bilingual community engagement process included several informational & educational videos, a robust website and online surveys. The team has also organized and implemented a number of interactive and highly graphic virtual workshops, meetings, and events using a combination of Zoom, Webex, and Public Input.com.
Art Director, Alameda County Community Climate Action Plan and Safety Element, Alameda County
Circlepoint is part of the team working to update the Alameda County Community Climate Action Plan and Safety Element. In collaboration with the County, Circlepoint is leading public outreach, including conducting informal interviews with representatives from Black, Indigenous, and people of color (BIPOC), Seniors, People with Disabilities, and Youth to ensure there will be extensive and diverse community input throughout each phase of project development. Simon is supporting the project team with creative direction on all graphic needs.
Art Director, Dumbarton Rail Corridor Project, Facebook Years of Experience
11 Education
B.A., Multimedia Design
and Computer Science,
Northwestern University
2009
Certifications
Certificate in Animation,
Animation Mentor
Expertise
Identity Branding
Photo Editing
Video Editing
Graphic Design
Animation and Motion
Graphics
Rendering
UI/UX
Web Design and
Development
Website Maintenance
SARGENT TOWN PLANNING 85
The Dumbarton Rail Corridor Project will enhance mobility between residential neighborhoods in the San Francisco East Bay and job centers on the San Francisco Peninsula. Through an agreement between Facebook and the San Mateo County Transit District (District), the proposed project is moving forward to improve transportation along this vital corridor. The project encompasses multiple cities, counties, and agencies, and has required the casting of a wide net to build stakeholder and public support. Circlepoint is leading the environmental review process, as well as public, stakeholder, and community engagement. In 2019, Circlepoint oversaw the implementation of a series of public introductory meetings in the East and West Bay. Each meeting attracted over 100 participants. Circlepoint also recently managed the planning and implementation of a series of virtual stakeholder, neighborhood and public meetings, in cooperation with the District (CEQA lead agency).
The online public meeting on March 15, 2021 attracted 200 participants, and provided live interpretation in multiple languages, including Mandarin, Tagalog and Tongan. Simon designed presentation decks, fact sheets, postcards, mailers, and maps for the project.
Art Director, Equitable Engagement Best Practices, ABAG Circlepoint was hired by the Association of Bay Area Governments (ABAG) and the Metropolitan Transportation Commission (MTC) to prepare a primer on equitable engagement. This document provides recommendations, “How-To” guidelines, and other resources to help Bay Area cities, towns and counties to help them engage all economic segments of their communities in meaningful and productive dialogue on housing issues. Simon was responsible for the design and layout of the Primer, and he also created a cover that underlines the diversity the Bay Area.
Senior Graphic Designer, Cupertino Library Expansion Construction Project, City of Cupertino Circlepoint is supporting the City of Cupertino with communications and outreach for the expansion and construction of their library. A project fact sheet has been designed by Simon and materials for a virtual panel, tours, and ribbon cutting are in development. A time-lapse video will be prepared as one of the key promotional tools.
Senior Graphic Designer, Santa Cruz Library Mixed Use Project, City of Santa Cruz Circlepoint is working with the City of Santa Cruz to communicate and collaborate with the public for the Downtown Library Mixed Use Project that will include 50 units of affordable housing. The project is currently in design development. Simon has developed a project logo and brand to be carried out through all materials.
Art Director, SR 37 Ultimate Seal Level Resilience Project, MTC State Route (SR) 37 is a 21-mile corridor located along San Pablo Bay, connecting the North Bay counties of Marin, Sonoma, Napa and Solano. In 2016, the Metropolitan Transportation Commission (MTC), Caltrans District 4 and four North Bay transportation authorities formed a partnership to address SR 37’s most critical issues: traffic congestion, vulnerability to flooding and sea level rise (SLR) on the corridor and the protection of the adjacent environmentally sensitive areas. These agencies created and currently oversee the SR 37 Resilient Corridor Project (Resilient SR 37) to identify a system of corridor improvements between US 101 and I-80. The project team is developing conceptual roadway design alternatives to address these chronic challenges on SR37. Circlepoint developed a corridor-wide communications plan, which encompasses Equity Guidelines for educating and engaging communities of concern along the corridor who represent a significant percentage of commuters, and who have been disproportionately impacted by roadway flooding and congestion. Circlepoint also developed a series of project fact sheets, webpage content posted to Sonoma County Transportation Authority’s website, an online questionnaire, and a project “tagline”: One Corridor. One Team. Multiple Solutions.” Simon facilitated the discussion between various stakeholders to develop a visual language and messaging framework that worked for everyone. He provided art direction and supported project management efforts to ensure on-time delivery.
86 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Virtual Public Engagement
PlanRC General Plan Update, City of Rancho
Cucamonga
Project Overview
Rancho Cucamonga embarked on a multi-year planning effort to bring the community together to talk about the future and update the General Plan.
Circlepoint is part of the multi-disciplinary team leading this process in collaboration with the City. The community-based process established longterm vision and provide policy direction and guidance to residents, City staff, decision-makers, and the broader community. The Plan Update includes a housing element, hazard mitigation plan, and climate action plan, in addition to traditional general plan elements. Circlepoint served as the lead for the engagement and communications aspects of the Plan, along with contributing to the vision, policies, and land use alternatives. The planning process kicked off just prior to the COVID-19 pandemic and was been conducted in an entirely virtual manner for much of the effort. The bilingual community engagement process included several informational & educational videos, a robust website and online surveys. The team also organized and implemented a number of interactive and highly graphic virtual workshops, meetings, and events using a combination of Zoom, Webex, and Public Input.com.
Key Accomplishments
Circlepoint is leading the community engagement process in collaboration with the City. Key outreach activities have included the following:
Informational Video Series: Circlepoint developed the storyboard, content, and occasionally the scripts for several General Plan videos. The short videos ranged from a General Plan 101 to topical based videos on land use, design, mobility, hazard mitigation, and more. PublicInput.com: The City purchased the Publicinput.com to elevate their online engagement opportunities. Circlepoint developed the inaugural project survey for the City – an interactive, week-long online workshop on community design that included videos, ratings of imagery related to architecture, mobility, parks, etc. The “drop-in” online workshop provided numerous tabs each with a series of informational presentations and maps, followed by an opportunity to view and rate images and ideas related to architecture, character, mobility, and activity. Circlepoint continued to support the City’s efforts with Publicinput.com sites for the Client Reference
Matt Burris, Deputy City
Manager
City of Rancho Cucamonga
10500 Civic Center Drive
Rancho Cucamonga, CA
91730
(909) 477-2760
[email protected]
Location
Rancho Cucamonga, CA
Services
Community Engagement
Strategy
Facilitation
Online Engagement
Platforms
Education Materials
Urban Planning
Circlepoint Budget
$150,000
Schedule
2020 – Present
Key Staff
Susan Harden, Principal-inCharge/Manager
Regina Merrill, Senior
Associate
Simon Stahl, Art Director
SARGENT TOWN PLANNING 87
Vista 2030 General Plan Update and EIR, City
of Watsonville
Project Overview
City of Watsonville is preparing an update of the city’s Vista 2030 General Plan, including a comprehensive environmental document that will establish a land use and policy framework to guide future development in the City toward housing for all, transit supportive land uses, economic and environmental resiliency, and a jobs/ housing balance.
Key Accomplishments
As a subconsultant to Sargent Town Planning, Circlepoint is leading the public outreach strategy and stakeholder engagement for the general plan update. Through outreach methods and innovative strategies, customized specifically for Watsonville, Circlepoint seeks to engage residents, business proprietors, property owners, stakeholder groups, neighborhood groups, and community and faith-based organizations to envision and plan for the future of their community. Special effort and bi-lingual communications will be utilized to include minority, low-income, youth, renter, non-English speaking, and disabled persons. As part of the efforts, Circlepoint will lead the facilitation of community workshops, focus groups, and regular Community Advisory Community meetings.
Circlepoint is also leading preparation of the EIR. Circlepoint is working as an integrated partner with the project team and City staff to draft a document that is robust enough to streamline environmental review of future projects within the city.
Client Reference
Justin Meek, AICP,
Principal Planner
City of Watsonville
Community Development
Department
250 Main Street
Watsonville, CA 95076
(831) 768-3077
justin.meek@cityofwatson
ville.org
Location
Watsonville, CA
Services
Public Outreach
Stakeholder Engagement
Environmental
Documentation (EIR)
Circlepoint Budget
$324,076
Schedule
December 2022–
December 2024
Key Staff
Susan Harden, Principalin-Charge
Andrew Metzger,
Environmental Project
Manager
88 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
1.1 Eastvale 2040 General Plan Update, City of
Eastvale
Project Overview
Circlepoint led the community engagement process for the City’s general plan update. Since the adoption of the original general plan, the City has changed and evolved and is now time to bring the entire community together to reexamine and update its long-term vision and values to ensure that they are in alignment with residents, businesses, new State Laws, and rapidly changing economic needs in the region.
The process has included a highly interactive Bang the Table website with educational videos, youth engagement exercises, and a variety of engaging polls and surveys. Eighteen one-one-one visioning interviews have been conducted with local community members, organized as “champions” of the City and Eastvale 2040. In addition, the process has included a “Clear Vision” speaker series featuring six webinars presentation on new planning ideas followed by community dialogue and a series of specific survey questions. Online and live walking audits are currently underway to evaluate local streets and sidewalks. Circlepoint organized a series of virtual and live workshops/pop-ups are planned to provide review and input into the draft general plan. As part of our efforts, Circlepoint has contributed to the development of the community vision and guiding principles.
Key Accomplishments
Circlepoint led the public engagement for Eastvale 2040, an update to the City’s first general plan. Key elements of the outreach process have included:
Engage Eastvale Website: Circlepoint collaborated with the City to provide Eastvale 2040 content to their new Bang the Table engagement portal. Circlepoint provided project descriptions, survey/poll questions, designed youth engagement exercises, and developed the script and graphic suggestions for the What is a General Plan video. Circlepoint also provided resources and suggestions for the resource library on the page and provided summaries of input into the page.
Community Champion Interviews: Circlepoint scheduled and conducted interviews with 18 diverse Eastvale residents identified by the City as key stakeholders. These stakeholders provided input into local values, Client Reference
Gustavo Gonzales, AICP
City Planner
City of Eastvale
12363 Limonite Avenue
Eastvale, CA 91752
(951) 703-4499
[email protected]
Location
Eastvale, CA
Services
Public Engagement
Strategy
Visioning
Facilitation
Collateral Development
Circlepoint Budget
$85,000
Schedule
20201 – Present
Key Staff
Susan Harden, Principal-inCharge/Project Manager
Simon Stahl, Art Director
89 Lisa Wise Consulting
Lisa Wise Consulting Inc. (LWC) is an economics, finance, and urban planning firm that specializes in enabling vibrant, pedestrian, and transitoriented neighborhoods, and facilitating sustainable, well-designed places to live, work, and recreate.
LWC core services are aimed at feasible, data-driven economic development and fiscal strategies that focus on quality employment, business attraction and retention, innovation and education, local and regional partnerships, and integrated land use policy. The LWC Team has a deep understanding of how market forces affect communities and acknowledges that cities face shifting conditions, often beyond their control that affect housing supply and affordability, and equity. As such, our approach emphasizes understanding local and regional conditions and trends in demographics and commercial and residential markets. Our approach also relies strongly on community feedback and best practices from around the country.
LWC was founded in 2006 and has grown to 21 employees with offices in San Luis Obispo, San Francisco, and Los Angeles.
LWC is a federally certified (DBE) womanowned business (UCP Firm Number 40054).
90 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
983 OSOS STREET, SAN LUIS OBISPO, CA 93401 | 870 MARKET STREET, STE 977, SAN FRANCISCO, CA 94102 | 706 SOUTH HILL STREET, STE 1100, LOS ANGELES, CA 90014 LISAWISECONSULTING.COM
LISA WISE, AICP, CPA
President, CEO
As a certified planner and public accountant, Lisa has over 30 years of experience in land use economics, urban planning, accounting, and finance. Lisa’s professional focus includes a commitment to a comprehensive approach to economic and fiscal strategies, development codes, long-range plans, affordable housing, and managing complex projects. Lisa serves as adjunct faculty at California Polytechnic and presents regularly at State and National conferences on real estate finance principles and development codes strategies given uncertain market forces.
Lisa has been directly responsible for a breadth of projects aimed at assessing economic performance, fiscal impacts and land use policy and forming recommendations for more vibrant and resilient communities. These include 35 economic development projects, 34 zoning code updates, 23 specific plans and TOD plans, 20 housing elements, and several inclusionary and employee housing studies.
Prior to starting LWC in 2006, Lisa was an Associate at land use planning firm Crawford, Multari & Clark Associates. From 1990 to 1999, Lisa was a Manager at PricewaterhouseCoopers (PwC) in Chicago and New York City, one of the “Big Four” international accounting and financial services firms.
Relevant Project Experience:
• Beverly Hills, CA, Economic Sustainability Plan
• Beaumont, CA, General Plan Update, Market Report, and Economic Development and Fiscal Elements
• Burlingame, CA, Downtown Burlingame Preliminary Market Analysis • Hayward, CA Downtown Specific Plan and Code
• Hermosa Beach, CA, Market and Economic Analysis for General Plan Update
• Livermore, CA, General Plan Land Use Conversion Study Fiscal Impact Analysis
• Local Government Commission, Local Funding Guidebook
• Malibu, CA, Zoning Code and Local Implementation Plan Update • Menlo Park, CA, Analysis of Initiative to Amend Camino Real Downtown Specific Plan
• Merced, CA, Bellevue Community Plan
• Morgan Hill, CA, Monterey Corridor Market and Land Use Capacity Study • Petaluma, CA, SMART Rail Station Plan
• Port San Luis Harbor District, CA, Harbor Terrace Campground Development Feasibility Analysis and Entitlements
• San Luis Obispo, CA, Economic Development Strategic Plan • Seaside, CA, General Plan Update, Market Report, and Economic Development Element
PAST WORK EXPERIENCE
California Polytechnic State University
San Luis Obispo, CA, Part-time Faculty, 2002 - Present
Crawford, Multari & Clark Associates
San Luis Obispo, CA, Professional Consultant,
2001 - 2006
San Luis Obispo County
San Luis Obispo, CA, Staff Planner, 2000 - 2001
Governor’s Office of Planning & Research
Sacramento, CA, Intern, 1999 - 2000
PricewaterhouseCoopers, LLP
New York, NY, Financial Services Manager, 1990 -
1999
NBD Chicago Bank
Chicago, IL, Personal Banking Representative,
1988 - 1989
EDUCATION
California Polytechnic State University
San Luis Obispo, CA, Master of City & Regional
Planning, 2001
DePaul University
Chicago, IL, M.S. Accountancy, 1990
University of Cincinnati
Cincinnati, OH, B.S. Business Administration in
Marketing & Finance, 1987
CERTIFICATIONS & MEMBERSHIPS
American Planning Association (APA)
2001 - Present
Certified Public Accountant, 1991
Congress for New Urbanism
2003 - Present
Paul Crawford Award for Excellence in Planning, 2017
Form-Based Code Institute
Chair, 2015 - Present
Treasurer, 2014 - 2015
(inactive)
SARGENT TOWN PLANNING 91
983 OSOS STREET, SAN LUIS OBISPO, CA 93401 | 870 MARKET STREET, STE 977, SAN FRANCISCO, CA 94102 | 706 SOUTH HILL STREET, STE 1100, LOS ANGELES, CA 90014 LISAWISECONSULTING.COM
PAST WORK EXPERIENCE
Metropolitan Research and Economics
Santa Monica, CA, Principal, Director and Owner
2009 - 2020
City of South Pasadena, CA
Director, Planning and Building
2018 - 2019
City of Santa Cruz, CA
Manager of Special Projects, Economic
Development
2014 - 2017
Economics Research Associates
Los Angeles, CA, Principal
1996 - 2009
EDUCATION
University of California
Los Angeles, CA, Master of Arts, Geography
Urban Planning
University of Wisconsin
Madison, WI, B.A., Geography and Classical
History
ACADEMIC EXPERIENCE
University of Southern California
School of Architecture, 2016 - 2019
Southern California Institute of Architecture
2001 - 2016
University of Michigan
School of Architecture, 2009 - 2010
DAVID BERGMAN
Director
With over 25 years of experience, David has focused on real estate, community development and urban planning projects, with an emphasis on the formation and implementation of urban and regional development strategies, public privatepartnerships, and the role of art and culture in economic development. David’s background includes an expertise in public policy and alternatives analysis that balance compliance with applicable law, economic feasibility, fiscal performance and community vision.
David’s commitment to client service centers around providing preferred strategies based on data and market-driven financial results. He has provided feasibility analysis and funding strategies across all major property sectors including residential, retail, office, industrial, hospitality, and institutional. David also brings a deep understanding of the potential fiscal and economic impacts, and strategies for effective events, programs and public art installations.
Additionally, David has strong public sector management and academic leadership experience. He is the former Director of Planning for the City of South Pasadena, CA where he was responsible for management of current and longrange planning as well as the City’s Building and Safety Department and code enforcement functions. At the City of Santa Cruz, CA, David was the manager of special projects for the City’s Economic Development Department.
Recent examples of David’s work include:
• Beverly Hills, CA, Economic Sustainability Plan and Fiscal Impacts of Special Events
• Citrus Heights, CA, Market and Financial Feasibility Analysis, Retail to Rooftops Implementation - REAP
• Coachella Music and Arts Festival, Marketing and Promotion Programs, and Economic Impacts
• Folsom, CA, Multi-Family and Retail Development Feasibility • Analysis - REAP
• Huntington Beach, CA, Short Term Rental Program Economics • Irvine, CA, The Rinks Irvine Inline, RFP and Operations Plan • Los Angeles, CA, Economic and Fiscal Impact Study of Los Angeles International Airport (LAX)
• Los Angeles County, CA, Civic Center Facilities Master Plan • Los Angeles County, CA, First and Broadway Park, Project Financing and Operations
• Los Angeles Metro, CA, Crenshaw/ LAX Line Extension and Alignment Plan • Rancho Cucamonga, CA, Economic Development Strategic Plan • San Bernardino, CA, General Plan Land Use Economics
• San Fernando, CA, Downtown and TOD Corridor Plan
• San Luis Obispo, CA, Economic Development Plan
• Modesto, CA, Market and Financial Feasibility, SB2 Housing Plan • Thousand Oaks, CA, Downtown Master Plan
• Woodland, CA, Market and Financial Feasibility, Armfield Community Implementation - REAP
92 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
983 OSOS STREET, SAN LUIS OBISPO, CA 93401 | 870 MARKET STREET, STE 977, SAN FRANCISCO, CA 94102 | 706 SOUTH HILL STREET, STE 1100, LOS ANGELES, CA 90014 LISAWISECONSULTING.COM
PAST WORK EXPERIENCE
Strategic Economics
Berkeley, CA | Associate
February 2019 – July 2021
San Francisco Public Works Department
San Francisco, CA | Design Intern
June 2018 – September 2018
The Watershed Project
Richmond, CA | Associate
November 2016 – November 2017
Earth Team
Richmond, CA | Senior Program Associate
December 2015 – November 2016
TreePeople
Los Angeles, CA | Forestry Operations Coordinator
September 2014 – August 2015
EDUCATION
University of California, Berkeley
Master of City Planning
University of Wisconsin, Milwaukee
B.A., History, Architecture
JESSE BROWN
Lead Associate
Jesse brings five years of urban planning, economic development, and communitybased visioning and outreach experience to LWC. His strengths include technical writing and analysis to support and inform affordable housing strategies, objective development standards, inclusionary housing ordinances, as well as the testing of financial feasibility and impacts of potential development scenarios. Jesse excels at the intersection of urban planning policy, financial feasibility, urban design, and understanding market realities. He is extremely organized and committed to client service, assuring that LWC projects are completed on time, within budget, and exceed client expectations.
Jesse also supports the team in creating data-driven charts, maps, and infographics to clearly communicate trends, alternatives, findings, and recommendations. He has advanced expertise in Excel, Stata, ArcGIS, SketchUp, and AutoCAD.
Jesse graduated with a Master of City Planning from the University, of California, Berkeley. He also holds a Bachelor of Arts in History and Architecture from the University of Wisconsin, Milwaukee.
Relevant Project Experience:
• Alameda County, CA | 6th Cycle Housing Element Update • Castro Valley, CA | General Plan Implementation
• Citrus Heights, CA | Financial Feasibility Analysis, Objective Design Standards • Folsom, CA | Financial Feasibility Analysis, Objective Design Standards • La Quinta, CA | Form-Base Code
• Los Altos, CA | 6th Cycle Housing Element Update
• Milpitas, CA | Zoning Code Update
• Novato, CA | 6th Cycle Housing Element Update
• Rancho Cucamonga, CA | Economic Development Specific Plan • Richmond, CA | 6th Cycle Housing Element Update
• Riyadh, Saudi Arabia | Riyadh Urban Code
• San Gabriel, CA | 6th Cycle Housing Element Update
• Santa Maria, CA | 6th Cycle Housing Element Update
• Santa Maria, CA | General Plan Update & EIR
• Woodland, CA | Financial Feasibility Analysis, Objective Design Standards
SARGENT TOWN PLANNING 93
983 OSOS STREET, SAN LUIS OBISPO, CA 93401 | 870 MARKET STREET, STE 977, SAN FRANCISCO, CA 94102 | 706 SOUTH HILL STREET, STE 1100, LOS ANGELES, CA 90014 LISAWISECONSULTING.COM STATUS:
Anticipated Adoption May 2023
TIMEFRAME:
December 15, 2022 – May 15,
2023
BUDGET:
$49,925
REFERENCE:
Alma Robles
Director of Community
Development
2870 Clark Avenue, Norco, CA
92860
Tel: (951) 270-5682
[email protected]
CITY OF NORCO
Amendments to Industrial Zones
The City of Norco hired LWC to lead
the preparation and adoption of zoning
amendments to two industrial zones,
the M-1 or Heavy Commercial/Light
Manufacturing Zone and the 345-
acre Industrial District in the Gateway
Specific Plan. The City prioritized the
project in response to the demand for
logistics facilities driven by a boom
in online retail. Norco’s position on
the I-15 Freeway, and proximity to
the Los Angeles-Long Beach Port
complex puts the City at the center of
the nation’s busiest logistics hub. The
City prides itself as a rustic Western
community with horse trails, stables,
and access to open space and the
Santa Ana Mountains.
The LWC worked closely with
City staff, City Council, Planning
Commission, and representatives from
the development community to identify
and assess issues and challenges with
the existing industrial zone standards.
LWC also reviewed recent development
projects, General Plan and zoning
code to identify inconsistencies with
the City’s vision and opportunities
for improvement. Using the findings
from this assessment, LWC produced
a Recommendations Memo with
strategy for a targeted updates to the
industrial standards calibrated to the
City’s needs. The update prioritized
distinguishing between local-serving
industrial and regional warehouse uses
and buildings, added stronger buffer
standards to adjacent properties, and
modernized uses. LWC also developed
clear, descriptive graphics to illustrate
and support the amendments.
The updated industrial zones are
anticipated to be adopted by early
summer of 2023.
Courtesy of the City of Norco
94 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE Page 636 of 705 SARGENT TOWN PLANNING 95 Page 637 of 705
96 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
983 OSOS STREET, SAN LUIS OBISPO, CA 93401 | 870 MARKET STREET, STE 977, SAN FRANCISCO, CA 94102 | 706 SOUTH HILL STREET, STE 1100, LOS ANGELES, CA 90014 LISAWISECONSULTING.COM LWC was retained by the City of
Beaumont as part the General
Plan Update Team led by Raimi +
Associates to conduct a market study,
update the Economic Development
and Fiscal Elements, develop a
dynamic fiscal model to assess
development alternatives, and update
the Zoning Code accordingly.
The General Plan’s emphasis on fiscal
sustainability and economic resiliency
was driven by the City’s prioritization
of economic development and fiscal
strategies that benefit the community
and enhance quality of life.
To achieve the goals of the General
Plan, the Market Study included a
broad economic and fiscal analysis
that considered demographic trends,
profiled local employment and labor
markets, and characterized office,
retail, industrial, hotel and residential
real estate supply and demand
drivers. The Market Study also
assessed categories of retail leakage
(sales capture or gap per capita) and
existing economic generators, and the
forecast of potential significance in the
next 10-20 years.
LWC also led a diagnosis of the City’s
existing code and updated key sections
given General Plan Update priorities
for fiscal sustainability, a streamlined
and predictable entitlement process,
and revitalization of the downtown.
The Beaumont City Council
unanimously adopted the General
Plan Update in November 2020.
The Zoning Code Update was also
adopted unanimously, with the second
reading of the Ordinance in December
2020.
STATUS:
Adopted December 2020
TIMEFRAME:
February 2017 - December
2020
BUDGET:
$131,000
REFERENCE:
Christina Taylor
Community Development
Director
City of Beaumont
550 E. 6th Street
Beaumont, CA 92223
(951) 572-3212
[email protected]
PARTNERS:
Raimi + Associates
Fehr & Peers
Rincon Consultants
Webb Associates
AWARDS:
APA Inland Empire:
Comprehensive Planning
Small Jurisdiction Award
CITY OF BEAUMONT
Economic and Fiscal Element,
Market Study and Code Update (General Plan Update)
97 Fehr & Peers
Firm Experience
At Fehr & Peers, we are passionate about transforming transportation consulting through innovation and creativity. We derive inspiration by partnering with communities to understand and shape local transportation futures objectively tailored to diverse needs. Clients trust us to help them overcome barriers and uncertainty by combining our advanced expertise with curiosity, humility, and initiative to deliver implementable, data-driven solutions that reinforce community values. From the most straightforward to the most complex, we actively listen to client and community needs and handle every project with diligence and focus.
We differentiate ourselves by investing in research and development to anticipate needs, explore the unknown, and collaboratively imagine a better future. Our culture of applied innovation generates an appetite for new and better ways of approaching problems, motivates us to explore emerging transportation concepts and mobility trends, and inspires us to develop new analytical tools and techniques.
As we grow, our commitment to inclusive, local, and long-term community relationships remains central to our philosophy.
Many of our client relationships are decades long, built on years of listening, understanding, collaboration, and successful outcomes. Our clients have appreciated our long-term commitments to the communities we serve, trusting us as their objective partners in transportation since 1985. Together with our clients, we are motivated by shared success, inclusive partnerships, and the positive impact our work has on the communities we serve.
We purposefully maintain a focus on transportation consulting, serving client needs including the following:
General Plan Experience
Fehr & Peers is very proud of the impact our commitment has had on the communities we have been fortunate to serve.
Fehr & Peers has successfully completed dozens of General Plans throughout the state for many years, including recent General Plan updates in Alameda, Fairfield, Los Gatos, Campbell, South San Francisco, Sacramento, Fountain Valley, Yucca Valley, and Temple City.
• Active Transportation
• Climate & Resilience
• Communications & Engagement
• Data Science
• Emerging Technologies
• Equity in Transportation
• Freight
• Land Use & Transportation
• Parking
• Safety
• Transit Planning
• Transportation Engineering
• Transportation Forecasting &
Operations
98 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Jason Pack, TE
Principal | Project Manager
EDUCATION
Bachelor of Science in Civil Engineering,
University of California, Davis, 1999
REGISTRATIONS
Licensed Traffic Engineer, State of California
(TR2402)
AFFILIATIONS
• A Institute of Transportation Engineers –
Northern California Section Treasurer and
Secretary
• Urban Land Institute – Member of the
OC/IE Sustainable Communities Initiatives
Council (SCIC)
• American Planning Association
• American Public Works Association
ABOUT
Jason D. Pack, P.E., is a Principal with Fehr & Peers located in Southern California. He is actively involved in a wide variety of project work but also finds time to lead the firm’s research and development efforts in Emergency Evacuation assessment. Jason has an extensive background in travel demand forecasting, traffic operations assessment (including micro-simulation assessment), VMT analysis, big data analysis, transit ridership forecasting, and transportation impact studies involving NEPA and CEQA. His focus is to utilize his experience and the technical resources of the company to help clients answer their toughest questions related to transportation.
His recent work has included forecasting and operations assessment for large infrastructure improvements, developing recommendations for SB 743 implementation (California's new requirements to consider VMT as an impact metric under CEQA), assisting agencies with establishing VMT banks/exchanges, emergency evacuation assessment to respond to new legislative requirements (SB 99 and AB 747) and development of innovative transportation policies to assist City's advancing transportation into the future.
Jason has been dedicated to serving communities in the Inland Empire since moving his family to Riverside and opening our Riverside office in 2008. His goal is to use his experience in the Inland Empire (and throughout the State) to inform the Circulation Element of this project such that it incorporates the goals and values of the City of Norco.
GENERAL PLAN EXPERIENCE
Jason has worked on a wide variety of General Plans throughout the state of California, including local projects noted below:
• City of Corona • City of Pomona
• City of Ontario
• City of Chino
• City of Eastvale
• City of Montclair
• City of Lake Elsinore • City of Redlands
• County of San Bernardino • City of Moreno Valley
• City of Rancho Cucamonga • City of Westminster
Most of these projects included Complete Street elements, extensive travel demand forecasting, and some level of multi-modal transportation assessment.
SARGENT TOWN PLANNING 99
CEQA/NEPA ASSESSMENT
Jason has completed transportation assessments for
over 300 projects in support of CEQA or NEPA
documentation. These include impact assessment to
support negative declarations, transportation sections
for EIRs, and transportation sections for EISs or joint EIR/EISs.
Jason has actively been involved in assisting jurisdictions with SB 743 implementation. Example projects are noted below:
• SBCTA SB 743 Countywide VMT SB 743 Implementation
Phase I & II, CA
• WRCOG VMT SB 743 Implementation Study, CA
• North Orange County Collaborative VMT SB 743
Implementation Study/Guidelines, CA
• CSU SB 743 Guidelines, CA
• County of San Bernardino Transportation Impact Study
Guidelines, CA
• Etiwanda Heights Neighborhood and Conservation
Plan/EIR, Rancho Cucamonga, CA
City of Corona General Plan Update & EIR
Mr. Pack was the Principal-In-Charge for Fehr & Peers on the Corona General Plan Update. Fehr & Peers conducted the
Transportation Impact Analysis and provided input into the Circulation Element for the Corona General Plan Update. This included updates to the citywide model and intersection analysis at signalized intersections throughout the City. Fehr & Peers advised the team on best practices related to SB743 and contributed to policy development. We updated the City's transportation impact study guidelines consistent with SB 743 and assisted the City in adopting thresholds of significance related to CEQA. We completed the traffic study for the EIR which included an SB 743 compliant VMT assessment for the buildout of the general plan.
City of Ontario General Plan Update & EIR
Mr. Pack was the Principal-In-Charge for Fehr & Peers on the Ontario General Plan Update. Fehr & Peers conducted the Transportation Impact Analysis and provided input into the Circulation Element for the General Plan Update. This included updates to the citywide model and roadway segment analysis at existing and proposed roadways throughout the City to support roadway widenings and/or road diets. Fehr & Peers advised the team on best practices related to SB743 and contributed to policy development. We completed the traffic study for the EIR which included an SB 743 compliant VMT assessment for the buildout of the general plan.
County of San Bernardino GPU & EIR
Fehr & Peers was part of a team that created a unique General Plan Update for the County of San Bernardino, which is the largest county in the United States in terms of size. Mr. Pack was the Principal-In-Charge for Fehr & Peers. This work addressed the creation of a Countywide Plan and accompanying Program Environmental Impact Report (PEIR). As the transportation planning lead, Fehr & Peers prepared high-level summaries of existing transportation conditions in the entirety of San Bernardino County. Fehr & Peers also assisted the project team with the analysis of the current general plan scenarios using both the UrbanFootprint and SANBAG Regional Model. Fehr & Peers was also responsible for the development of a Transportation Study, which was incorporated into the PEIR. In addition to the work on the General Plan, Fehr & Peers is providing summaries of existing and future conditions for 10 Community Plan areas in San Bernardino County, leveraging data from the countywide efforts.
SBCTA SB 743 Implementation, San Bernardino
County, CA
Mr. Pack was the Principal-In-Charge for Fehr & Peers for the SB 743 implementation study for SBCTA as part of a Phase I effort. For Phase I, Fehr & Peers developed a variety of information to assist local agencies in implementing SB 743 significance criteria. Specifically, a variety of information was developed for implementation, including VMT benchmarking, VMT screening, potential mitigation measures, potential thresholds of significance, tools, sample ordinances, and sample guidelines for each agency to use for implementation.
As part of a Phase II effort, we are implementing a VMT Bank, testing SBCTA’s forecasting tools for sensitivity to induced travel, conducting outreach to local developers, and creating a VMT calculation tool. As part of the VMT Bank creation, we are working with SBCTA to quantify VMT reductions associated with implement their telecommute program. In addition to the VMT quantification, we are developing the process to verify additionality and working on the pricing scheme for selling VMT credits.
Moreno Valley General Plan Update & EIR, Moreno
Valley, CA
Mr. Herrmann was the Project Manager for Fehr & Peers on the update to the City of Moreno Valley General Plan. Fehr & Peers is contributed to the Circulation Element and EIR. The
comprehensive analysis of the existing transportation system serving Moreno Valley included the roadway system, commuter rail service, bus service, pedestrian facilities, bicycle facilities and collision statistics. The RIVTAM model was utilized to develop future forecasts consistent with the SCAG 2016 RTP. Fehr & Peers conducted a VMT impact assessment related to the build out of the land use element and circulation element roadway network consistent with SB 743. Fehr & Peers also prepared an
emergency evacuation assessment consistent with AB747 and SB99.Through a citywide visioning exercise, transportation policies to improve multimodal access and safety in the city were added to the Community Mobility Element as part of the update.
100 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Claire Xie, EIT
Engineer/Planner II | Engineer/Planner
EDUCATION
BS, Civil Engineering, University of California,
Irvine, CA (2021)
REGISTRATIONS
Engineer in Training, CA (173587)
ABOUT
Ms. Xie has two years of experience in
transportation engineering and
transportation planning at Fehr & Peers. She
has served as the lead analyst on a variety of
projects including traffic studies,
infrastructure projects, travel demand
forecasting, parking, processing Big Data
collection, and transportation demand
management plans. Ms. Xie serves clients
throughout Southern California with projects
throughout the SCAG region.
Ms. Xie has been dedicated to serving communities in the Inland Empire since her family moved to the City of Corona in 2009 and has remained there since. Her goal is to use her knowledge in the Inland Empire to inform the Circulation Element of this project such that it incorporates the goals and values of the City of Norco.
GENERAL PLAN EXPERIENCE
Lake Elsinore General Plan Update & EIR, Lake Elsinore, CA Ms. Xie serves as a lead analyst for the transportation analysis and Circulation Element for Fehr & Peers on the update to the City of Lake Elsinore General Plan and EIR. She assisted in a review of the Circulation Element goals and policies and identified potential updates to the current Circulation Element. Fehr & Peers’ approach includes utilization of Big Data to analyze traffic volumes Citywide and utilization the RIVCOM travel demand forecasting model to evaluate future capacity of the network.
Ultimately, this analysis was used to revise and adjust roadways and classifications Citywide using a constraints based approach. Fehr & Peers also providing evaluation of a layered network to make recommendations related to truck routes, bike routes, and arterial roadways. Fehr & Peers is conducting a VMT impact assessment related to the build out of the land use element and circulation element roadway network consistent with SB 743. Fehr & Peers will also prepare an emergency evacuation assessment consistent with AB747 and SB99. Transportation policies to improve multimodal access and safety in the city will be addressed into the update.
Palm Springs General Plan Update, Palm Springs, CA
Ms. Xie serves as an analyst on the ongoing effort to update the City of Palm Springs General Plan Mobility Element. Ms. Xie has assisted in the preparation of existing conditions assessment and conducted level of service (LOS) analysis.
PROJECT EXPERIENCE
Ontario Airport Cargo Facility EIR, Ontario, CA
Ms. Xie was the lead analyst for the transportation impact study in support of the Ontario Airport Cargo Facility EIR. This project relocated a major airport cargo sorting and trucking facility from LAX to Ontario Airport. Fehr & Peers performed a traditional Level of Service (LOS) traffic study to support the City’s General Plan LOS Policy. This study analyzed 30 intersections during typical morning and evening peak hours for opening year and buildout year conditions. Empirical data from a similar facility was used to prepare trip generation estimates for the unique use. A Vehicle Miles
SARGENT TOWN PLANNING 101
Travelled (VMT) assessment was performed consistent with City and State guidelines in support of the EIR. The City of Ontario General Plan Transportation Analysis Model (which was developed from SBTAM by Fehr & Peers), the empirical trip generation estimates, and detailed trucking trips and routes were utilized to prepare VMT estimates.
Transportation Demand Management Plan, Cal Poly Pomona, Pomona, CA Ms. Xie serves as the lead analyst for the campus’ first comprehensive Travel Demand Management (TDM) Plan. Fehr & Peers is undertaking a data-driven approach to recommend policies to better manage trips and parking on campus.
103
Meridian Consultants
Firm Profile
Meridian Consultants LLC is an industry leader in the fields of community, environmental, and natural resource planning.
The Meridian Consultants staff offers diverse experience in assisting public agencies, private businesses, and landowners throughout California in meeting the challenges of entitlement and regulatory compliance.
Our team has extensive experience in land use planning, environmental review, and natural resource management. Our experience includes the successful environmental review and entitlement of some of the largest and most complex projects in California. Meridian also assists our clients with processing local, state, and federal permits under a variety of regulations; stakeholder outreach; mitigation implementation; and the preparation of a wide range of supporting technical studies.
Meridian has 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). Our team has consistently been at the forefront of emerging issues, such as climate change and water supply sustainability, and we are regularly sought out for our CEQA expertise and technical capabilities to address complex and controversial projects.
The Meridian team has an extensive history of successful work on major projects subject to intense public and legal scrutiny.
Our technical expertise and experience are matched by our ability to communicate planning and environmental information in well-organized and straightforward reports and presentations that produce successful outcomes.
104 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Tony Locacciato, AICP
Partner
Practice Group Leader, Environmental Compliance and Planning About
Mr. Locacciato is an urban and regional planner with 40 years of diverse experience in planning and environmental analysis. His background in consulting, public sector
planning, and private development results in an
understanding of the relationships between land use
regulations, environmental impacts, and the
implementation of projects.
Mr. Locacciato has experience in land use planning; land use studies; the preparation of Specific Plans, Master
Plans, Environmental Assessments (EAs), Program and
Project Environmental Impact Reports (EIRs),
Supplemental EIRs and Addendums to EIRs, Initial Studies, and Mitigated Negative Declarations (MNDs); and site
feasibility and constraints analysis. He also has provided a wide range of environmental consulting services to cities, including the preparation of EIRs, the review of EIRs, and the direction of mitigation monitoring programs.
Mr. Locacciato has been involved in the planning and
environmental review of commercial, industrial,
residential, and mixed-use projects in urban and rural
settings for communities throughout California as well as for a wide variety of public infrastructure and public
facility projects. His specialty is the management of
complex multidisciplinary projects including mixed use
master plans and specific plans. Mr. Locacciato provides oversight and direction of projects and directly manages complex projects.
Education
Bachelor of Science, City and Regional Planning
California Polytechnic University, San Luis Obispo
Affiliations
American Institute of Certified Planners
American Planning Association
Association of Environmental Professionals
Urban Land Institute
SARGENT TOWN PLANNING 105
Tony Locacciato, AICP
Partner
920 Hampshire Road, Suite A5
Westlake Village, California 91361
805.367.5720
Relevant Project Experience
Project director for the City of Lancaster Master
Environmental Assessment (MEA) and General Plan EIR.
The MEA provided a statement of existing conditions for the city to be used to streamline environmental
documentation of future projects. The MEA is formatted
for the City to update on an as-needed basis. The General Plan EIR analyzes three potential development scenarios, including an expanded sphere of influence area extending to the San Bernardino County line.
Project director for the City of South Pasadena General Plan Update Program EIR. The project involved the
update of the City of South Pasadena General Plan with
the exception of the Housing Element.
Project director for the Sierra Madre Master
Environmental Assessment (MEA) and General Plan EIR
in Sierra Madre, California. The MEA was compiled to
provide information to the City’s General Plan Advisory Committee for use during the process of updating the
General Plan. The EIR was prepared after the draft update of the General Plan was completed based on the
information in the MEA.
Project manager for the City of Palm Desert General Plan Update EIR Addendum for the University Park Specific
Plan (UNSP) project. The UNSP addresses approximately
400 acres, and provides for the development of a new,
mixed-use community adjacent to planned campuses for
California State University San Bernardino and the
University of California Riverside. The UNSP was prepared to implement the City’s 2035 General Plan. Mitigation
measures identified in the City’s General Plan required additional studies to be completed at the time individual development projects are proposed including a
greenhouse gas study, biological resource evaluation and a Phase I archeological assessment that were prepared as part of this Addendum. Meridian Consultants also
prepared a Water Supply Assessment for this project for the Coachella Valley Water District.
Project managerforthe 500-acre East Area 1 Specific Plan EIR for the City of Santa Paula. Over the last decade, Mr.
Locacciato prepared and managed the preparation of the
full range of technical, environmental, and economic
studies to guide the preparation of a Specific Plan and EIR for this project and supported the review and approval of a Sphere of Influence amendment and annexation of this
area by the County of Ventura Local Agency Formation
Commission. He also managed the preparation of a
comprehensive Supplemental EIR for a major amendment
to the approved specific plan in 2015 and is currently
preparing an amendment to the Specific Plan and a
Supplemental EIR to increase the number of allowed
residential units from 1,500 to 2,050.
Project manager for the RiverPark Specific Plan EIR for the City of Oxnard. This EIR evaluated the impacts of the
largest mixed-use project ever approved in Ventura
County. The 700-acre RiverPark project originally included 2,800 residential units and 2.8 million square feet of
commercial development. The land plan reflects new
urbanism planning principles and incorporates a mixeduse town center. The project involves the annexation and reclamation of an existing sand and gravel mine site
located next to the Santa Clara River, a sensitive area for biological resources. Mr. Locacciato directed the
preparation of a full range of detailed technical studies and prepared a detailed full-scope EIR addressing all
topics. Mr. Locacciato also reviewed and directed the
preparation of the Specific Plan by the applicant. Mr.
Locacciato has been the City’s primary consultant on this project for the last 20 years and has managed the
preparation of 15 Addendums to the original EIR
evaluating amendments to the approved specific plan
over time.
Project manager for the Travertine Point Specific Plan EIR for the County of Riverside. The County of Riverside
certified this EIR and adopted the Specific Plan for this new 5,000-acre master planned community in December 2011.
Travertine Point is a new town planned on the northwest shore of the Salton Sea. The majority of this Specific Plan area is located in Riverside County with a portion located in Imperial County. Portions of the project site also include Torres Martinez Desert Cahuilla Indian tribal lands. This comprehensive EIR addresses a Specific Plan permitting
the development of over 16,655 new homes and 5 million
square feet of commercial and light industrial
development. This full scope EIR includes extensive
analysis of traffic impacts, greenhouse gas and other air quality impacts, cultural resource and other impacts, as well as a Water Supply Assessment.
106 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Leanna Williams
Senior Project Manager
706 S. Hill Street
About
Ms. Williams is a California Environmental Quality Act
(CEQA) specialist and project manager with 10 years of
experience in environmental analysis. Her expertise
includes extensive knowledge of CEQA, National
Environmental Policy Act (NEPA), and numerous other
federal, State, and local statues and regulations relevant to California’s environmental resources. Ms. Williams has experience preparing and managing Environmental
Assessments, Environmental Impact Reports (EIRs),
Supplemental EIRs and Addendums to EIRs, Initial Studies, Negative Declarations (NDs), Mitigated Negative
Declarations (MNDs), and mitigation monitoring
programs; and site feasibility and constraints analysis. Ms.
Williams has provided environmental documentation and
consulting services to cities and counties throughout
southern California.
Ms. Williams has been involved in the planning and
environmental review of commercial, renewable energy,
transportation, residential, and mixed-use projects. Ms.
Williams provides internal and subconsultant project
management, oversight, and quality control
implementation as a project manager for a wide range of projects. Ms. Williams is also certified in Environmental Noise and SoundPLAN software and has expertise in
providing noise documentation on behalf of numerous
projects.
Education
Master of Arts, Environmental Studies (Sustainable
Development and Policy Concentration), University of
Illinois Springfield, Springfield, Illinois
Bachelor of Arts, Environmental Studies, Pitzer College, Claremont, California
Affiliations
Member, Association of Environmental Professionals
SARGENT TOWN PLANNING 107
Leanna Williams
Senior Project Manager
920 Hampshire Road, Suite A5
Westlake Village, California 91361
805.367.5720
Relevant Project Experience
Project Manager for the South Airport Cargo Center
Project for the Ontario International Airport Authority (OIAA). The Project includes the proposed relocation of the OIAA Administrative Offices and the South SAAP to
other locations at the Airport, demolition of the existing buildings, site improvements on the Project site, and
development of an air cargo facility. Then the Project will proceed with the development of a main cargo building,
aircraft apron improvements, parking structure, roadway improvements, and site improvements, including
landscaping and utility improvements. Development of
the Project is proposed in two phases, dependent on
demand and economic conditions. Phase 1 would include
the development of the Project on the eastern two-thirds of the Project site, and Phase 2 would include
development on the remainder of the site. Completion of Phase 1 by 2024 is proposed. Completion of Phase 2 is
anticipated 3-5 years after the opening of Phase 1.
Project manager for the East End Studios project in the City of Glendale. The project involved the demolition of existing uses to construct two new studio spaces,
including sound stages, and a studio production office
space. Ms. Williams managed the preparation of a
Categorical Exemption for the City.
Project manager for the Lucia Park Project, involving the development of a 24-story, 294-unit residential
apartment building over demolition of existing
commercial and parking uses for the City of Glendale. The project would include publicly accessible open space and a dog park. Ms. Williams managed the preparation of a
SCEA in accordance with CEQA.
Project Manager for the Coachella Valley Arena project, a 11,000 seat arena in the Coachella Valley. Meridian
Consultants defined an entitlement path and approach to the environmental review of this project. Ms. Williams
managed the preparation of the addendum to the
NorthStar Specific Plan Final Environmental Impact Report No. 470 on this project.
Project Manager assisting the City of Needles in
completing the environmental review process for the
Grow Heights MND CEQA Review and Administrative
Support Project, a proposed cannabis business. Ms.
Williams is managing the CEQA review and coordination
with the City to ensure compliance with CEQA.
Project Manager for the review of the environmental
documentation for the No Name Substation – Firehouse
Switchyard 69-kilovolt Transmission Line Addendum to
the Environmental Assessment and Negative Declaration
Project. Ms. Williams was responsible for reviewing the addendum and ensuring compliance with CEQA on behalf
of the City of Needles.
Project Manager for the City of Solvang Water System
Master Plan EIR and Addendum project. Ms. Williams is
responsible for the preparation of the appropriate CEQA environmental documentation for the project, which is a scaled down version of the project analyzed in the City's certified EIR for the 2011 Master Plan Update.
Project manager for the Sunset and Gordon Mixed-Use
Project Supplemental Environmental Impact Report (EIR)
in the City of Los Angeles, California. This Supplemental EIR provided a comprehensive analysis of a mixed-use
project consisting of the development of 299 residential apartment units, 46,110 square feet of commercial space, an 18,962 square foot public park, and one supergraphic sign. The Supplemental EIR was a supplement to the EIR
prepared for the Sunset and Gordon Mixed-Use Project,
which was certified on October 18, 2007. The
Supplemental EIR addressed modifications to the Sunset
and Gordon Mixed-Use Project necessary to re-entitle the project as a result of the October 2014 Los Angeles
Superior Court decision on the project. Ms. Williams
managed the environmental review process for the
project and provided environmental expertise at public
meetings.
Project manager for the Lack Road Bridge Replacement
Project Initial Study / Mitigated Negative Declaration
(IS/MND) in the County of Imperial, California. The project proposed a replacement of the existing Lack Road Bridge over New River, a seven (7) span timber bridge, with a new precast concrete bridge designed to current standards.
Ms. Williams managed all aspects of the project’s IS/MND.
Ms. Williams provided solutions, recommendations, and
consultation pursuant to CEQA and applicable
environmental regulations.
108 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
Christ Kirikian, MS
Principal /
Director of Air Quality & Acoustics
About
Mr. Kirikian is currently a Principal and the Director of Air Quality & Acoustics with Meridian Consultants. As a
Principal with Meridian Consultants, Mr. Kirikian’s role includes participating at the top level of the organization and reporting to the Board of Managers regarding
environmental and planning projects and market
initiatives. In addition, Mr. Kirikian’s role as the Director of Air Quality & Acoustics includes securing and overseeing implementation of a variety of air quality and acoustics (noise) projects.
Mr. Kirikian’s experience related to Air Quality and
Climate Change includes preparing air pollutant emissions inventories, dispersion modeling, and health risk
assessments (HRAs) for residential, commercial, and
transportation projects utilizing the CalEEMod and
AERMOD models.
Mr. Kirikian’s experience related to Noise includes
assessment of a variety of mobile (aviation and vehicle) and stationary noise sources associated with urban
development and infrastructure projects, with specific
expertise in utilizing SoundPLAN, Aviation Environmental Design Tool, and FHWA TNM models.
Additional roles include serving as an environmental
monitoring manager for large-scale compliance
monitoring efforts during construction and operation
ensuring compliance of all disciplines including air quality, biology permitting, noise monitoring, stormwater
management, geotechnical oversight of excavations,
cultural resources monitoring and other associated
activities.
Education
Master of Science, Environmental Science
Loyola Marymount University
Bachelor of Arts, Biology
California State University, Northridge
Affiliations
Institute of Noise Control Engineering
Acoustical Society of America
SARGENT TOWN PLANNING 109
Christ Kirikian
Principal / Director of Air Quality & Acoustics
920 Hampshire Road, Suite A5
Westlake Village, California 91361
805.367-5720
Project Experience
Currently serves as the Project Manager and Dust Control Supervisor for the Castaic High School project.
Responsibilities include generating monthly compliance
monitoring report to ensure compliance with mitigation
measures set forth in the final EIR and overseeing all
aspects of project construction activities, including air quality, biology permitting, noise monitoring, stormwater management, geotechnical oversight of excavations,
cultural resources monitoring, and other associated
activities. The project consists of a comprehensive high school in the City of Santa Clarita in unincorporated Los Angeles County, including several classroom buildings, a library, a performing arts building, a multipurpose
building, a physical education building with gymnasium, and an administrative building.
Responsible for preparing the annual technical noise
reports for the Coachella Music and Arts Festival and
Stagecoach Music Festival Plan. The technical reports
focus on sound data collected during the Music Festivals, which are held in the City of Indio, California, and include noise from multiple music performances, traffic, aircraft, pedestrians, generators, and fireworks.
Assisted with the preparation of technical studies for an EIR for The Premier on First Mixed-Use project in the City of Burbank. This Project involved the demolition of
existing uses on a 1.8-acre site and the construction of two 12- to 14-story towers within the City of Burbank. As
planned, the Project comprises 154 apartments and a 230- room hotel, as well as ground-floor retail uses.
Prepared impact analyses for an assisted residential facility (ARF) for the Terraces at Hidden Hills project in the Santa Monica Mountain North Area Plan within western Los
Angeles County, California. The ARF, as defined, licensed, and regulated under state regulations, would be developed on the northern 9 acres of the 26.5-acre site. The ARF would consist of 258 units and 5 hospitality suites within 2
buildings. Building A would include continuing care
operations, and Building B would include independent
living units. In addition to the Specific Plan, a project level EIR will be prepared to evaluate potential environmental impacts, including air quality, land use and planning, noise, traffic, biota, and utilities and public services.
Responsible in analyzing short-term noise and groundborne vibration impacts for the Oasis Wellness Center project. The project proposes development of a 442,000- square-foot medical center in the City of Palmdale.
Responsible for preparing an analysis of potential noise impacts from activities at a basketball court for Sheffield Investors in Pasadena, California. The study analyzes the effects on the adjacent single-family residences to the south, southwest, and southeast of 920 Hillcrest Place and includes recommendations of any mitigation measures
and/or design changes necessary for the project to meet the City of Pasadena’s Noise Restrictions Ordinance.
Determined whether the operational noise levels that will be produced by the proposed Zion Market would result in potentially significant noise impacts. The project had
triggered the need to provide a noise report based on the location of the proposed loading dock, which was
immediately adjacent to multifamily residential uses. The project site is located at the northeast corner of the
intersection of Vermont Avenue and James M. Wood
Boulevard in the City of Los Angeles.
Determined whether the operational noise levels that will be produced by the proposed Zion Market would result in potentially significant noise impacts. The project had
triggered the need to provide a noise report based on the location of the proposed loading dock, which was
immediately adjacent to multifamily residential uses. The project site is located at the northeast corner of the
intersection of Vermont Avenue and James M. Wood
Boulevard in the City of Los Angeles.
Played a key role in utilizing the SoundPLAN noise model to assess noise impacts for the Brentwood School
Education Master Plan project, located on the west side of the City of Los Angeles. The Brentwood School will
implement improvements to both the East and West
Campuses that include the replacement and
enhancement of academic facilities, parking, and
circulation. These improvements will be implemented in
several phases through year 2040; construction of Phase I began in June 2017.
Played a key role in providing air quality, GHG emissions, noise, and transportation and traffic analyses for the 515 West Broadway Mixed-Use project EIR in the City of
Glendale. The project called for the development of a 5- story, mixed-use building with 180 residential units and 18,200 square feet of commercial space in the city.
111
Atlas Planning Solutions
Firm Profile
Atlas Planning Solutions (APS) focuses on making the world a better place. Founded in 2018 in Riverside, California, our mission is to leverage our skills and experience in comprehensive planning, climate adaptation, and hazard mitigation, offering clients a wide range of consulting services to help them navigate their complex problems and issues. Our focus is on successful client outcomes that build agency capacity, create resilient places to live and work, and create communities that thrive in this ever-changing landscape.
As a small, woman-owned, and disabled veteran-owned business in the State of California, APS understands that successful outcomes rely on client satisfaction, optimal project management, and a clear understanding of clients’ needs.
We strive to exceed our client’s expectations, which has translated into repeat business and numerous referrals for our services.
APS specializes in comprehensive planning services that integrate climate adaptation and hazard mitigation into General Plans. Our staff are well versed in the needs of communities when it comes to resilience and the changing needs within the planning profession. While we focus on natural hazards, our staff is well versed in supporting General Plan updates for numerous jurisdictions throughout southern California.
Qualifications and Experience of Proposed Project Staff The APS team is comprised of key staff with diverse skill sets and experience. We operate under a working principal model, whereby principal owners of the firm are actively involved and engaged with day-to-day client management, deliverable preparation, and project oversight based on client needs.
Aaron Pfannenstiel will serve as the Project Manager for the APS Team and brings over 20 years of community planning experience, focusing on emergency management, hazard mitigation, and community resiliency. With a background in geology, environmental studies, and urban planning, he helps clients understand hazards, assess vulnerabilities, and develop policies, programs, and mitigation strategies that make communities safer.
Suzanne Murray will serve as a Quality Assurance/Quality Control specialist. With over 16 years of technical writing and editing experience and an emphasis on documents and reports prepared for the federal government, including standard operating procedures, information reports, information and white papers, and presentations. Her primary role with Atlas Planning is preparing and reviewing hazard mitigation and emergency management documents.
Dennis Larson will serve as a senior planner and brings over 22 years of experience leading public agency management programs, policy research efforts, and technical analyses. Dennis will provide vital support to plan integration and vulnerability analysis portions of the plan. Mr. Larson’s specialties include advanced planning project development, climate resiliency policy, Geographic Information Services, and economic impact analyses.
Crystal Stueve will serve as a primary researcher and author. With a strong background in writing and research and reliance on over 18 years of experience working for local and federal agencies, she understands the importance of clear communication, documentation of processes and outcomes, and developing plans that are easy to read, understand, and implement.
Robert Jackson will serve as a primary researcher and author. Mr. Jackson has supported Atlas Planning for the past three years, updating LHMPs and Safety Elements, and will bring that knowledge and experience to this effort for the City.
112 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
AARON PFANNENSTIEL, AICP
Principal, CFO
Email: [email protected]
Phone: 951-444-9379
Years of Experience: 22
EDUCATION/DEGREES
• MURP, 2005, Regional Planning/Urban Planning, California State Polytechnic University, Pomona • BA, 2001, Environmental Studies, University of California at Santa Barbara • BS, 2001, Geological Sciences, University of California at Santa Barbara PROJECT MANAGER | SAFETY ELEMENT AND HAZARD MITIGATION SME Aaron has 20 years of experience in community planning, focusing on emergency management, hazard mitigation, and community resiliency. With a background in geology, environmental studies, and urban planning, he helps clients understand hazards, assess vulnerabilities, and develop policies, programs, and mitigation strategies that make communities safer. Over the past decade, he has also trained hundreds of students, planners, and other professionals in these topics.
Aaron incorporates hazard mitigation into comprehensive planning projects to increase resiliency in communities. He prepares local and multi-jurisdictional hazard mitigation plans, emergency operations plans, general plans, and safety elements. He recently assisted clients with developing innovative planning practices as part of a pilot program that enhances communities' adaptation to wildfires. Aaron has also prepared environmental documents for CEQA compliance and due diligence and feasibility studies, and he has conducted community outreach and education efforts in communities throughout California.
RELEVANT AND CURRENT EXPERIENCE
Local Hazard Mitigation Plan Updates
Supported the preparation and updates of Local Hazard Mitigation Plans for the following jurisdictions:
• City of Anaheim
• City of Costa Mesa
• City of Hollister
• City of Huntington Beach
• City of Irvine
• City of Loma Linda
• City of Rancho Cucamonga
• City of Stanton
• City of Vernon
General Plan Safety Elements
Supported the preparation of general plan safety element updates for the following jurisdictions:
• City of Anaheim
• City of Canyon Lake
• City of Encinitas
• City of Laguna Beach
• City of Lancaster
• City of Loma Linda
• City of Rancho Cucamonga
• City of Saratoga
• Town of Hillsborough
• Town of Portola Valley
• San Diego County
• Mendocino County
SARGENT TOWN PLANNING 113
SUZANNE MURRAY
Principal, CEO
Phone: 951-444-9379
Email: [email protected]
Years of Experience: 16
Education/Degrees:
• M.A., Current, Emergency Management/Homeland Security, AMU • M.A., 2008, English, National University
• B.A., 2004, English, University of California Riverside • A.A., 2007, Intelligence Operations, Cochise College, Sierra Vista, AZ • Certificate, 2021, Copyediting, UCSD Extension
TECHNICAL WRITER, EDITOR | RESEARCHER | ANALYST | EDUCATOR Suzanne Murray has authored many classified government documents throughout a 16-year career in the military. Notable documents include research and White Paper composition on Afghanistan tribes and human terrain in Afghanistan and Iraq, and North Korean cyberterrorism threats on United States ports of entry. Additional documents include training manuals for unit training to enhance readiness and training capabilities.
Relevant and Current Project Experience
Local Hazard Mitigation Plan Updates
Supported the preparation and updates of Local Hazard Mitigation Plans for the following jurisdictions:
• City of Anaheim
• City of Costa Mesa
• City of Hollister
• City of Huntington Beach
• City of Irvine
• City of Loma Linda
• City of Rancho Cucamonga
• City of Stanton
• City of Vernon
General Plan Safety Elements
Supported the preparation of general plan safety element updates for the following jurisdictions:
• City of Anaheim
• City of Canyon Lake
• City of Encinitas
• City of Laguna Beach
• City of Lancaster
• City of Loma Linda
• City of Rancho Cucamonga
• City of Saratoga
• Town of Hillsborough
• Town of Portola Valley
• San Diego County
• Mendocino County
OTHER RELEVANT EXPERIENCE
United States Army Reserve, Human Intelligence Collector, 2004-Present SAIC, Researcher for Detained Personnel in Bagram Afghanistan, 2011-2013
114 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
DENNIS LARSON
Senior Planner
Phone: 951-444-9379
Years of Experience: 24
Education/Degrees:
• MA, Economics, California State San Diego
• BA, Geography, California State San Diego
HAZARD MITIGATION PLANNER | GIS MAPPING TECHNICAL EXPERT | CLIMATE CHANGE
SUBJECT MATTER EXPERT
Mr. Larson has 18 years of experience in public agency program management, policy research, and technical analysis. His specialties include long-range planning, hazard mitigation, climate resiliency, Geographic Information Services, and economic impact analyses. Dennis helps public agencies and private firms develop and evaluate policies, programs, and strategies with measurable performance impacts.
Relevant and Current Project Experience
Local Hazard Mitigation Plan Updates
Supported the preparation and updates of Local Hazard Mitigation Plans for the following jurisdictions:
• City of Anaheim, Local Hazard Mitigation Plan Update
• City of Costa Mesa, Local Hazard Mitigation Plan
• City of Hollister, Local Hazard Mitigation Plan Update • City of Huntington Beach Local Hazard Mitigation Plan Update • City of Irvine, Local Hazard Mitigation Plan Update
• City of Loma Linda Local Hazard Mitigation Plan Update • City of Rancho Cucamonga Local Hazard Mitigation Plan Update • City of Stanton, Local Hazard Mitigation Plan
• City of Vernon, Local Hazard Mitigation Plan Update
OTHER RELEVANT EXPERIENCE
• San Diego Unified Port District, Port Master Plan Update, Safety and Resiliency Element • San Diego Unified Port District, AB691 SLR Vulnerability Assessment and Coastal Resiliency Report
• San Diego Unified Port District, San Diego Ocean Planning Partnership and Preliminary Assessment Report
• San Diego Regional Climate Collaborative and National Oceanic and Atmospheric Administration, Comparing Sea Level Rise Adaptation Strategies in San Diego: An Application of the NOAA Economic Framework
• City of Encinitas, FEMA Benefit-Cost Analysis for Coastal Hazard Resiliency • City of San Diego, Otay Mesa Community Plan Update, Public Facilities, Safety, & Services Element
SARGENT TOWN PLANNING 115
CRYSTAL STUEVE
Senior Planner
Phone: 951-444-9379
Email: [email protected]
Years of Experience: 15
Education/Degrees:
• MA, 2017, Mass Communications & Journalism, Kent State University • BS, 2012, Intelligence Management, Henley-Putnam University RESEARCHER | ANALYST | TECHNICAL WRITER AND EDITOR
Crystal Stueve has authored many classified government documents throughout her 19-year career in the military. Notable compositions include research and analytical reports on the Islamic State of Iraq and the Levant (ISIL) and militia groups within Iraq, and tactical and strategic reporting on Mexican Drug Trafficking Organizations and transnational organized crime that pose an immediate threat to national security.
Additional documents include training manuals and unit standard operating procedures to enhance unit readiness and training capabilities.
Relevant and Current Project Experience
Local Hazard Mitigation Plan Updates
Supported the preparation and updates of Local Hazard Mitigation Plans for the following jurisdictions:
• City of Anaheim
• City of Costa Mesa
• City of Hollister
• City of Huntington Beach
• City of Rancho Cucamonga
• City of Stanton
• City of Vernon
General Plan Safety Elements
Supported the preparation of general plan safety element updates for the following jurisdictions:
• City of Anaheim
• City of Encinitas
• City of Lancaster
• City of Loma Linda
• City of Rancho Cucamonga
• City of Saratoga
• San Diego County
• Mendocino County
Emergency Operations Plan Updates
Supported the preparation of emergency operations plan updates for the following jurisdictions:
City of Costa Mesa, City of Loma Linda, City of Rancho Cucamonga, City of Newport Beach, Inyo County
OTHER RELEVANT EXPERIENCE
San Bernardino Police Department, Criminal Investigation Officer/EOC Specialist, 2018-2020 US Army Reserve, Human Intelligence Collector, 2014-Present US Army Civil Affairs and Psychological Operations Command (Airborne) – Emergency Operations Center Analyst, 2012-2014
United States Army Reserve, Weapons of Mass Destruction Specialist, 2002-2012
116 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
ROBERT JACKSON
Assistant Planner
Phone: 951-444-9379
Email: [email protected]
Years of Experience: 2
RESEARCHER | ANALYST
Robert Jackson has worked for Atlas Planning as an assistant planner and has been an integral part in a multitude of projects since joining the team. He has experience in Local Hazard Mitigation Plan document preparation and updates. General Plan Safety Element update research, document review, and composition. While newer to the planning world, he has proven to be a valuable asset to the Atlas Planning Team.
Relevant and Current Project Experience
Local Hazard Mitigation Plan Updates
Supported the preparation and updates of Local Hazard Mitigation Plans for the following jurisdictions:
• City of Anaheim, Local Hazard Mitigation Plan Update
• City of Costa Mesa, Local Hazard Mitigation Plan
• City of Hollister, Local Hazard Mitigation Plan Update • City of Huntington Beach Local Hazard Mitigation Plan Update • City of Irvine, Local Hazard Mitigation Plan Update
• City of Loma Linda Local Hazard Mitigation Plan Update • City of Rancho Cucamonga Local Hazard Mitigation Plan Update • City of Stanton, Local Hazard Mitigation Plan
• City of Vernon, Local Hazard Mitigation Plan Update
General Plan Safety Elements
Supported the preparation of general plan safety element updates for the following jurisdictions:
• City of Anaheim General Plan Safety Element Update
• City of Canyon Lake Safety Element Update
• City of Encinitas Safety Element Update
• City of Laguna Beach General Plan Safety Element Update • City of Lancaster, General Plan Safety Element Update • City of Loma Linda General Plan Safety Element Update • City of Rancho Cucamonga General Plan Safety Element
• City of Saratoga General Plan Safety Element
• Town of Hillsborough General Plan Safety Element
• Town of Portola Valley General Plan Safety Element
• San Diego County General Plan Safety Element Update
• Mendocino County General Plan Safety Element Update
SARGENT TOWN PLANNING 117
Mitigation Plans and General Plan Safety Elements throughout the State. With extensive experience assisting communities as they address the changing legislative requirements and frameworks governing hazards and resiliency within California, Atlas Planning Solutions has a breadth of experience to support the City.
Over the past 10 years, Atlas Planning Solutions staff have assisted the following jurisdictions throughout Southern California (Projects with similar issues as Norco are in bold):
Atlas Planning Solutions Prior Experience
Jurisdiction LHMP
Assistance
Safety
Element
Assistance
Climate
Adaptation
Assistance
Evacuation
Assistance
City of Anaheim (2022)*
City of Canyon Lake (2022) *
City of Capitola (2013)
City of Colton (2019) *
City of Costa Mesa (2021)
City of Culver City/Culver City School
District (2017)
City of Duarte (2013)
City of Encinitas (2023) *
City of Fullerton (2019)
City of Hollister (2022)
City of Huntington Beach
(2012, 2017, 2022)
City of Irvine (2020)
City of La Palma (2020)
City of Laguna Beach (2018, 2021)
*
City of Laguna Woods (2017) *
City of Lancaster (2021)
City of Loma Linda (2022) *
City of Maricopa (2015)
City of Palm Desert (2017) *
City of Perris (2021) *
City of Rancho Cucamonga (2021)
*
City of Redondo Beach (2020)
City of Santa Rosa (2016, 2022)
City of Saratoga (2012, 2023) *
City of Seal Beach (2019)
City of South Gate (2018)
City of Stanton (2022)
City of Torrance (2017)
City of Vernon (2022)
City of Westminster (2017)
Town of Hillsborough (2023) *
Town of Portola Valley (2023) *
Town of Windsor (2017)
County of Butte (2023) *
County of Inyo/City of Bishop (2017)
County of Mendocino (2021) *
County of San Diego (2021) *
County of Santa Clara (2023) *
The following representative projects highlight Atlas Planning Solutions' relevant experience.
2022 Anaheim LHMP Update | City of Anaheim, CA
Atlas Planning Solutions recently updated the 2017 City of Anaheim LHMP. This update focused on re-prioritizing plan goals and mitigation actions. As part of the update, the City and APS collaborated on revisions to mitigation actions and priorities to ensure future actions were implementable, which was a big concern for the City. As part of this effort, Atlas Planning Solutions updated the City's General Plan Safety Element (adopted on 1/10/2023), addressing climate adaptation and evacuation concerns. This plan was approved in May 2022 and received zero Project Experience
Atlas Planning Solutions’
Safety Element and Hazard
Mitigation Planning
Experience
Atlas Planning Solutions
staff have completed or
are currently working
on several Local Hazard
Mitigation Plans and General
Plan Safety Elements
throughout the State.
With extensive experience
assisting communities as
they address the changing
legislative requirements
and frameworks governing
hazards and resiliency within
California, Atlas Planning
Solutions has a breadth of
experience to support the
City.
Over the past 10 years, Atlas
Planning Solutions staff
have assisted the following
jurisdictions throughout
Southern California (Projects
with similar issues as Norce
are in bold):
118 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
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The following representative projects highlight Atlas Planning Solutions' relevant experience.
2022 Anaheim LHMP Update | City of Anaheim, CA
Atlas Planning Solutions recently updated the 2017 City of Anaheim LHMP. This update focused on re-prioritizing plan goals and mitigation actions. As part of the update, the City and APS collaborated on revisions to mitigation actions and priorities to ensure future actions were implementable, which was a big concern for the City. As part of this effort, Atlas Planning Solutions updated the City's General Plan Safety Element (adopted on 1/10/2023), addressing climate adaptation and evacuation concerns. This plan was approved in May 2022 and received zero comments from FEMA during their review. This project was completed on time and within the original budget.
Duration: June 2021 – May 2022 (LHMP Update Timeframe)
Cost: $110,000
Type of Contract: LHMP Update and General Plan Safety Element Update Key Staff: Aaron Pfannenstiel, Suzanne Murray, Crystal Stueve, Robert Jackson, Dennis Larson Reference Information
Company Name City of Anaheim
Contact Name and Title Dr. Jannine Wilmoth
Company Address 201 S. Anaheim Blvd, Suite 300, Anaheim, CA 92805 Contact Telephone Number 714-765-4095
Contact Email [email protected]
Timeframe June 2021 – January 2023
2021 Rancho Cucamonga LHMP Update | City of Rancho Cucamonga, CA Atlas Planning Solutions has assisted the City of Rancho Cucamonga since December 2019 with various hazard-related efforts. During this time, the APS Team assisted with an update to the General Plan Safety Element (as part of the Plan RC project), updated the City's 2021 Local Hazard Mitigation Plan, supported the preparation of an Evacuation Assessment that met both SB99 and AB 747 requirements, and is currently updating the City's Emergency Operations Plan.
Key concerns throughout these projects focus on the prevalence of high wildfire risks that could trigger the need for emergency response and evacuations. Key outcomes of this effort include better integration of the EOP, LHMP, and Evacuation Assessment with the General Plan Safety Element and the ability of the City to better align goals, policies, and implementation actions across these different planning frameworks. The LHMP Update was completed in approximately 15 months (suffering minor delays during the start of the COVID-19 pandemic). Review and approval by Cal OES and FEMA involved minor revisions that significantly streamlined the review and approval process. This project was completed on time and within budget.
Duration: February 2020 – May 2021 (LHMP Update Timeframe) Cost: $179,240
Type of Contract: LHMP Update, General Plan Safety Element Update, Evacuation Assessment, and EOP Update
Key Staff: Aaron Pfannenstiel, Suzanne Murray, Crystal Stueve, Robert Jackson Reference Information
Company Name City of Rancho Cucamonga (Fire Protection District) Contact Name and Title Joseph Ramos, Emergency Management Coordinator Company Address 10500 Civic Center Dr, Rancho Cucamonga, CA 91730 Contact Telephone Number 909-774-3009
Contact Email [email protected]
Timeframe December 2019 – December 2022
2021 Laguna Beach Safety Element Update and 2018 Laguna Beach Local Hazard Mitigation Plan | City of Laguna Beach, CA
Atlas Planning Solutions staff have supported several projects for the City of Laguna Beach. In
SARGENT TOWN PLANNING 119
Contact Telephone Number 909-774-3009
Contact Email [email protected]
Timeframe December 2019 – December 2022
2021 Laguna Beach Safety Element Update and 2018 Laguna Beach Local Hazard Mitigation Plan | City of Laguna Beach, CA
Atlas Planning Solutions staff have supported several projects for the City of Laguna Beach. In 2021 APS supported the City's update of the General Plan Safety Element. This update focused on streamlining the Safety Element, which was previously adopted in 1995. As part of this process, APS updated the element to ensure compliance with Government Code, updated (SB 1241, SB 379, AB 2140) and supported the City during the Cal Fire/ Board of Forestry review and approval process, and facilitated discussions with Emergency and Disaster Preparedness Committee members that collaborated on the element update process. During the update, Aaron worked with Marc Weiner, James Brown, and Brenden Manning.
Prior to joining Atlas Planning Solutions, Aaron Pfannenstiel managed the preparation of the City's first LHMP. Key issues identified in this LHMP included wildfire (numerous incidents have impacted the community over the years), flooding, and landslides. During the hazard mitigation planning process, significant community outreach included social media outreach (via Facebook, Twitter, and Nextdoor), interactive and informative community workshops, and an online survey that gathered information from over 100 respondents. During the update, Aaron worked with Jordan Villwock (previous Emergency Services Coordinator for Laguna Beach).
Contract Year: June 2000 – August 2001 | July 2017 – June 2019 Cost: $115,000
Type of Contract: Safety Element Update | LHMP (New)
Key Staff: Aaron Pfannenstiel, Suzanne Murray, Robert Jackson, Crystal Stueve Company Address 505 Forest Avenue, Laguna Beach, CA 92651 Contact Telephone Number 949-497-0361
Contact Email [email protected]
Timeframe June 2020–August 2021
Company Name City of Ontario (for a project at City of Laguna Beach) Contact Name and Title Jordan Villwock, Fire Administration Director Company Address 415 E. B Street, Ontario, CA 91764
Contact Telephone Number 909-395-2543
Contact Email [email protected]
Timeframe July 2017–June 2019
SARGENT TOWN PLANNING 121
B. Appendix A: 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 743 has replaced level of
service with a new metric, Vehicle Miles Traveled
(VMT) for documenting transportation impacts. As
such, we will provide the City the latest information
related to this and their recently adopted thresholds
and guidelines. Additionally, if LOS is still a key value for the residents of Norco, we will discuss how to
incorporate it into the General Plan assessment so
that future projects should review LOS as part of their development application. As part of this effort, we
will explain and document Citywide VMT per person
and can compare that to VMT per person for all other
cities in the region. The use of VMT as an analysis
metric presents a more holistic view of travel behavior instead of the limited focus on intersections as is
traditionally done. This will need to be consistent with the SB 743 discussion noted above.
• SB 375- SB 375 was passed in 2008, and is the
transportation implementation piece of AB 32. The
goal of SB 375 is to focus on transportation and the
link between land use and transportation to reduce
VMT and associated greenhouse gas (GHG) emissions.
• California Complete Streets Act - All new General
Plan updates are required to incorporate complete
street policies as part of their General Plan process.
Complete Streets means that streets provide
accessibility for all modes, by all users of all abilities to the adjacent land uses. There are numerous ways
this can be completed – from providing access for all
modes on all streets; or by implementing a layered
networks approach, where a network of connections
are provided per mode to provide a truly multi-modal
network (although not all modes are provided on all
streets). Besides being leaders in the implementation
of Complete Streets, Fehr & Peers’ staff also
developed and teach the UC Berkeley Tech Transfer
Program’s Complete Street course as well as Metro’s
Complete Street course.
• Multi-modal level of service (MMLOS) - This would
address intersection and roadway segment impacts
in terms of vehicles, transit, bicyclists, and pedestrians instead of only considering vehicles. As such, MMLOS
policies can create a more balanced transportation
system instead of just focusing solely on automobile
circulation. Fehr & Peers’ Orange County staff has
developed and applied MMLOS approaches and
methodologies in many of its recent General Plan
projects including the Cities of Pomona, Carlsbad, and
San Marcos.
• Differential level of service policies - This policy
would allow for different areas of the City to have
different allowable LOS thresholds. For example, older
developed areas of the City might allow LOS E while
newer developed areas of the City might only allow LOS
D. Alternatively, this can be accomplished through street typology designation – where different LOS thresholds
are identified based on the street designation. The street typology designation can be easily incorporated into and MMLOS methodology, which can be an implementation
of the City’s Complete Streets approach.
• “Protected” intersections - This approach has been
implemented in the General Plan Updates for San
Jose, San Marcos, Westminster, Rancho Cucamonga
and Carlsbad. It involves the designation of certain key intersections (or roadway segments) as “protected”
locations such that they are not required to maintain an identified LOS threshold and will not be widened beyond their current configuration. If impacts are identified
at these “protected” locations, then improvements to
alternative facilities are considered to mitigate future impacts. This strategy limits the need to continually
widen intersections, which could negatively impact
adjacent land uses.
• Equestrian and other Active Transportation
Networks - One option for the City might be to consider the provision of transportation networks to enhance
the equestrian and/or other active transportation
modes, including bicycles, Segways, electric bicycles
and scooters, and Neighborhood Electric Vehicles
(NEV’s). This policy could allow the City to improve
localized circulation that does not require the use of
a car for these short-distance trips. One advantage
of these travel modes is that they require less fuel
122 CITY OF NORCO - COMPREHENSIVE GENERAL PLAN UPDATE
usage and therefore fewer emissions. We will also
develop policies directing future activities related to pedestrian planning, including safe routes to school
and critical gaps within the pedestrian network that
should be addressed through a comprehensive Active
Transportation Plan or Pedestrian Master Plan (not
completed as part of the General Plan effort, but
identified through policy recommendations).
• “Case for Moderate Growth in VMT” - One issue for
many communities and regions performing longrange planning efforts such as General Plans and Regional Transportation Plans (RTP’s) are the future
growth forecasts. There is emerging research to
indicate that personal travel is either not growing at
previous levels or potentially even contracting. This
reduced level of travel might be attributable to the
interaction of one or more items including:
Increases in gasoline prices
Decreasing household size
Stagnant personal incomes
Aging of the population
Increasing number of remote work
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.
CA-1
CONTRACT AGREEMENT
CITY OF NORCO
PROFESSIONAL CONSULTANT SERVICES
1. Parties and Date.
This Agreement is made and entered into this 7th day of June, 2023 by and between the City of Norco, a municipal corporation of the State of California, located at 2870 Clark Avenue, Norco, California 92860, County of Riverside, State of California, (hereinafter referred to as “City”) and Sargent Town Planning, Inc., a corporation with its principal place of business at 87 E. Green St., Suite 205, Pasadena, CA 91105 (hereinafter referred to as “Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties” in this Agreement.
2. Recitals.
2.1 Consultant.
Consultant desires to perform and assume responsibility for providing professional services related to the update of the City of Norco General Plan, as more specifically described in the Request For Proposals and on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in performing said services, that it and its employees or subconsultants have all necessary licenses and permits to perform the Services in the State of California, and that is familiar with the goals of the City.
2.2 Project.
The City desires to engage the Consultant to render such professional design services for the update of the City of Norco General Plan (“Project”) as set forth in this Agreement.
3. Terms.
3.1 Scope of Services and Term.
3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional planning, urban design and environmental analysis services outlined in Consultant’s proposal, attached hereto as Exhibit A and incorporated herein by reference. The Project shall be subject to, and performed in accordance with this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.
3.1.2 Term. The term of this Agreement shall begin at the Effective Date
CA-2
and shall be completed by April 30, 2026. Consultant shall complete the Services within the term of this Agreement, in conformance with the Project Schedule as mutually agreed upon by the Parties, and as may be amended from time to time by mutual agreement of the Parties.
3.2 Responsibilities of Consultant.
3.2.1 Control and Payment of Subordinates; Independent Consultant. The Services shall be performed by Consultant under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent consultant basis and not as an employee. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any personnel performing the Services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation insurance as may be applicable.
3.2.2 Schedule of Services. Consultant shall perform the services within the term of this Agreement, and in accordance with the Project Schedule. Consultant represents that it has the professional and technical personnel required to complete the Project in conformance with such conditions. In order to facilitate Consultant’s conformance with the Project timeframe, City shall respond to Consultant’s Requests for Information in a timely manner. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Project timeframe.
3.2.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the reasonable approval of City.
3.2.4 City’s Representative. The City hereby designates the Director of Community Development, or his designee, to act as its representative for the performance of this Agreement (“City’s Representative”). City’s Representative shall have the power to act on behalf of the City for all purposes under this Agreement. Consultant shall not accept direction or orders from any person other than the City’s Representative or his or her designee.
3.2.5 Consultant’s Representative. Consultant hereby designates David Sargent or his designee, to act as its representative for the performance of this Agreement (“Consultant’s Representative”). Consultant’s Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant’s Representative shall supervise and direct the Project, using reasonable skill and attention, and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Project
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under this Agreement.
3.2.6 Coordination of Project. Consultant agrees to work closely with City staff in the completion of the Project and shall be available to City’s staff, consultants and other staff at all reasonable times.
3.2.7 Standard of Care; Performance of Employees. Consultant shall design the Project under this Agreement in a competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to complete the Project. Consultant represents that all employees and subconsultants shall have sufficient skill and experience to complete the Project. Finally, Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to complete the Project, including a City Business License, and that such licenses and approvals shall be maintained throughout the term of this Agreement. As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant’s failure to comply with the standard of care provided for herein. Any employee of the Consultant or its subConsultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to construct the Project in a manner reasonably acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any work on the Project.
3.2.8 Laws and Regulations. Consultant shall keep itself fully informed of and in compliance with all applicable local, state and federal laws, rules and regulations in any manner affecting the performance of the Project, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with the Project. If the Consultant performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to the City, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall indemnify and hold City, its officials, directors, officers, employees and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any liability arising out of Consultant’s failure to comply with such laws, rules or regulations.
3.2.9 Insurance.
3.2.9.1 Time for Compliance. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to the City that it has secured all insurance required under this section. In addition, Consultant shall not allow any subconsultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the subconsultant has secured all insurance required under this section.
3.2.9.2 Minimum Requirements. Throughout the life of this
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Contract, Consultant shall pay for and maintain in full force and effect all policies of insurance required hereunder with an insurance company(ies) either (i) admitted by the California Insurance Commissioner to do business in the State of California and rated not less than "A- VII" in Best's Insurance Rating Guide, or (ii) as may be authorized in writing by City Manageror his/herdesignee at any time and in his/herreasonable discretion. The following policies of insurance are required:
(i) COMMERCIAL GENERAL LIABILITY insurance which shall be at least as broad as the most current version of Insurance Services Office (ISO) Commercial General Liability Coverage Form CG 00 01 and include insurance for “bodily injury,” “property damage” and “personal and advertising injury” with coverage for premises and operations (including the use of owned and non-owned equipment), products and completed operations, and contractual liability (including, without limitation, indemnity obligations under the Contract) with limits of liability of not less than the following:
$1,000,000 per occurrence for bodily injury and property damage $1,000,000 per occurrence for personal and advertising injury $2,000,000 aggregate for products and completed operations $2,000,000 general aggregate applying separately to the work performed under the Contract
(ii) COMMERCIAL AUTOMOBILE LIABILITY insurance which shall be at least as broad as the most current version of Insurance Service Office (ISO) Business Auto Coverage Form CA 00 01, and include coverage for all owned, hired, and non-owned automobiles or other licensed vehicles (Code 1 Any Auto) with limits of liability of not less than $1,000,000 per accident for bodily injury and property damage. (iii) WORKERS' COMPENSATION insurance as required under the California Labor Code.
(iv) EMPLOYERS’ LIABILITY insurance with limits of liability of not less than $1,000,000 each accident, $1,000,000 disease policy limit and $1,000,000 disease each employee.
(v) PROFESSIONAL LIABILITY Professional Liability (Errors and Omissions) insurance appropriate to Consultant’s profession, with limits of liability of $1,000,000 per claim/occurrence and $2,000,000 policy aggregate.
In the event Consultant purchases an Umbrella or Excess insurance policy(ies) to meet the minimum limits of insurance set forth above, this insurance policy(ies) shall “follow form” and afford no less coverage than the primary insurance policy(ies).
Consultant shall be responsible for payment of any deductibles contained in any insurance policies required hereunder and Consultant shall also be responsible for payment of any self-insured retentions. Any deductibles or self-insured retentions must be declared to, and approved by, the City Manager or his/her designee. At the option of the City Manager or his/her designee, either: (i) the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects to VVTA, its board members, officers, officials, employees and agents; or (ii) Consultant shall provide a financial guarantee, satisfactory
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to VVTA’s Executive Director or his/her designee, guaranteeing payment of losses and related investigations, claim administration and defense expenses. At no time shall the City be responsible for the payment of any deductibles or self-insured retentions.
All policies of insurance required hereunder shall be endorsed to provide that the coverage shall not be cancelled, or non-renewed except after 30 calendar day written notice has been given to City. Upon issuance by the insurer, broker, or agent of a notice of cancellation, non-renewal, or reduction in coverage or in limits, Consultant shall furnish City with a new certificate and applicable endorsements for such policy(ies). In the event any policy is due to expire during the work to be performed for City, Consultant shall provide a new certificate, and applicable endorsements, evidencing renewal of such policy not less than 15 calendar days prior to the expiration date of the expiring policy.
The General Liability and Automobile Liability insurance policies shall be written on an occurrence form. The General Liability (including ongoing and completed operations) and Automobile Liability shall name City and its officers, officials, employees, agents and volunteers as an additional insured. Such policy/ies of insurance shall be endorsed so Consultant’s insurance shall be primary. The coverage shall contain no special limitations on the scope of protection afforded to the City and its officers, officials, employees, agents and volunteers. The Workers’ Compensation insurance policy shall contain a waiver of subrogation as to City and its officers, officials, employees, agents and volunteers.
If the Professional Liability (Errors and Omissions) insurance policy is written on a claimsmade form:
1. The retroactive date must be shown, and must be before the effective date of the Agreement or the commencement of work by Consultant.
2. Insurance must be maintained and evidence of insurance must be provided for at least 3 years after any expiration or termination of the Agreement or, in the alternative, the policy shall be endorsed to provide not less than a 3-year discovery period.
3. If coverage is canceled or non-renewed, and not replaced with another claimsmade policy form with a retroactive date prior to the effective date of the Agreement or the commencement of work by Consultant, Consultant must purchase extended reporting coverage for a minimum of 3 years following the expiration or termination of the Agreement.
4. A copy of the claims reporting requirements must be submitted to VVTA for review.
5. These requirements shall survive expiration or termination of the Agreement.
Consultant shall furnish City with all certificate(s) and applicable endorsements effecting coverage required hereunder. All certificates and applicable endorsements are to be received and approved by the City Manager or his/her designee prior to City’s execution of the Agreement and before work commences.
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If at any time during the life of this Agreement or any extension, Consultant or any of its subconsultants fail to maintain any required insurance in full force and effect, all work under this Agreement shall be discontinued immediately, and all payments due or that become due to Consultant shall be withheld until notice is received by City that the required insurance has been restored to full force and effect and that the premiums therefore have been paid for a period satisfactory to City. Any failure to maintain the required insurance shall be sufficient cause for City to terminate this Agreement. No action taken by City hereunder shall in any way relieve Consultant of its responsibilities under this Agreement.
Upon request of City, Consultant shall immediately furnish City with a complete copy of any insurance certificates required under this Agreement, including all endorsements, with said copy certified by the underwriter to be a true and correct copy of the original policy.
This requirement shall survive expiration or termination of this Agreement.
The fact that insurance is obtained by Consultant shall not be deemed to release or diminish the liability of Consultant, including, without limitation, liability under the indemnity provisions of this Agreement. The duty to indemnify City and its officers, officials, employees, agents and volunteers shall apply to all liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by Consultant. Approval or purchase of any insurance contracts or policies shall in no way relieve from liability nor limit the liability of Consultant, its principals, officers, employees, agents, persons under the supervision of Consultant, vendors, suppliers, invitees, sub-consultants, subconsultants, or anyone employed directly or indirectly by any of them.
If Consultant should subcontract all or any portion of the services to be performed under this Agreement, Consultant shall ensure each subconsultant to provide insurance protection in favor of City and its officers, officials, employees, agents and volunteers in accordance with the terms of each of the preceding paragraphs, except that the subconsultants' certificates and endorsements shall be on file with Consultant and City prior to the commencement of any work by the subconsultant.
3.3 Fees and Payments.
3.3.1 Rates and Total Compensation. Consultant shall receive compensation, including authorized reimbursements, for all services rendered under this Agreement for completion of the Project. The total compensation, including authorized reimbursements, shall not exceed the fixed fee amount of $1,199,902. Extra work may be authorized, as described below, and if authorized, will be compensated at the Consultant’s current hourly rates.
3.3.2 Payment of Compensation. Consultant shall submit to City a monthly itemized statement which indicates work completed by Consultant. The statement shall describe the amount of Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the statement. City shall, within 45 days of receiving such statement, review the statement and pay all approved charges
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thereon.
3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses exceeding $25,790 - unless authorized in writing by City.
3.4 Accounting Records.
3.4.1 Maintenance and Inspection. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement.
All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. Notwithstanding the foregoing, the City’s right to inspect, copy and audit shall not extend to the composition of the Consultant’s rates and fees, percentage mark-ups or multipliers but shall apply only to their application to the applicable units.
3.5 Ownership of Materials and Confidentiality
3.5.1 Documents & Data; Licensing of Intellectual Property. This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically, electronically or otherwise recorded or stored, which are prepared or caused to be prepared by Consultant under this Agreement (“Documents & Data”). Within thirty (30) days following the completion, suspension, abandonment or termination of this Agreement, and payment of all monies due to Consultant, Consultant shall provide to City reproducible copies of all Documents & Data, in a form and amount required by City. City reserves the right to select the method of document reproduction and to establish where the reproduction will be accomplished.
PDF documents will be provided at no additional cost to the City.
Reproduction expense for paper copies of documents shall be borne by City at the actual cost of duplication. In the event of a dispute regarding the amount of compensation to which the Consultant is entitled under the termination provisions of this Agreement, Consultant shall provide all Documents & Data to City upon payment of the undisputed amount. Consultant shall have no right to retain or fail to provide to City any such documents pending resolution of the dispute. In addition, Consultant shall retain copies of all Documents & Data on file for a minimum of five (5) years following completion of the Project, and shall make copies available to City upon the payment of actual reasonable duplication costs. In addition, before destroying the Documents & Data following this retention period, Consultant shall make a reasonable effort to notify City and provide City with the opportunity to obtain the documents. Consultant may retain electronic copies of confidential information contained in routine back-ups created as part of its information technology system back-up and disaster recovery protocols.
3.5.2 Subconsultants. Consultant shall require all subconsultants to agree
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in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data.
Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or its subconsultants, or those provided to Consultant by the City.
3.5.3 Right to Use. City shall not be limited in any way in its use or reuse of the Documents and Data or any part of them at any time for purposes of this Project or another project, provided that any such use not within the purposes intended by this Agreement or on a project other than these Project without employing the services of Consultant shall be at City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project, it shall remove the Consultant’s seal from the Documents & Data and indemnify and hold harmless Consultant and its officers, directors, agents and employees from claims arising out of the negligent use or re-use of the Documents.
3.6 General Provisions.
3.6.1 Termination of Agreement.
3.6.1.1 Grounds for Termination. City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination.
Upon termination, Consultant shall be compensated only for those services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause.
3.6.1.2 Effect of Termination. If this Agreement is terminated as provided herein,City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request. If City uses or reuses unfinished Documents & Data it shall indemnify Consultant from claims arising out of the negligent use or re-use of the unfinished Documents.
3.6.1.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.
3.6.2 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the follow address, or at such other address as the respective parties may provide in writing for this purpose:
Consultant:
Sargent Town Planning, Inc.
87 E Green St, Ste 205
Pasadena, CA 91105
Attention: David Sargent or Peter VanderWal
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City: City of Norco
2870 Clark Avenue
Norco, CA 92860
Attention: Community Development Director
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the US Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.
3.6.3 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.
3.6.4 Attorney’s Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the parties shall bear their own attorneys fees.
3.6.5 Indemnification. Pursuant to Civil Code Section 2782.8, if this AGREEMENT includes design professional services, CONSULTANT’s duty to defend, indemnity, and hold CITY harmless for claims arising from CONSULTANT’s design professional services shall be as provided in this paragraph. To the fullest extent permitted by law, CONSULTANT shall indemnify, defend, and hold harmless CITY and any and all of its officials, employees, and agents from and against any and all claims to the extent the same arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT. In no event shall the cost to defend charged to the CONSULTANT exceed the CONSULTANT’S proportionate percentage of fault.
If Consultant should subcontract all or any portion of the services to be performed under this Agreement, Consultant shall require each sub-consultant to indemnify and hold harmless the City and its officers, officials, employees, agents and volunteers in accordance with the terms of the preceding paragraph.
This section shall survive termination or expiration of this Agreement.
3.6.6 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties.
3.6.7 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Riverside County.
3.6.8 Time of Performance. Consultant shall perform its services as expeditiously as is consistent with such professional skill and care and the orderly progress of the Project, and in accordance with the Project Schedule. Client agrees that
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the Consultant is not responsible for damages arising directly or indirectly from any delays for causes beyond the Consultant’s control. For purposes of this Agreement, such causes include, but are not limited to, strikes or other labor disputes; severe weather disruptions or other natural disasters or acts of God; fires, riots, war or other emergencies; failure of any government agency to act in timely manner; failure of performance by the Client or the Client’s contractors or consultants; or discovery of any hazardous substances or differing site conditions.
3.6.9 City’s Right to Employ Other Consultants. City reserves right to employ other Consultants in connection with this Project.
3.6.10 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties.
3.6.11 Assignment or Transfer. Consultant shall not assign, hypothecate or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.
3.6.12 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be work days (Monday through Friday, excluding holidays). All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content or intent of this Agreement.
3.6.13 Amendment; Modification. No supplement, modification or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.
3.6.14 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel or otherwise.
3.6.15 No Third-Party Beneficiaries. There are no intended third-party beneficiaries of any right or obligation assumed by the Parties.
3.6.16 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.
3.6.17 Prohibited Interests. Consultant maintains and represents that it has not employed nor retained any company or person, other than a bona fide employee
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working solely for Consultant, to solicit or secure this Agreement. Further, Consultant represents that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or sub-consultants to file, a Statement of Economic Interest with the City’s Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
3.6.18 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any sub-consultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City’s Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.
3.6.19 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.
3.6.20 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement.
Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.
3.6.21 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.
3.7 Subcontracting.
3.7.1 Prior Approval Required. Consultant shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written approval of City, which approval shall not unreasonably be withheld.
Subcontracts shall contain a provision making them subject to all provisions stipulated in this Agreement.
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NAME OF CONSULTANT: Sargent Town Planning, Inc.
*By:
David Sargent, President
NOTE: SIGNATURES OF CORPORATE OFFICIALS MUST BE NOTARIZED.
Attach Certificate of Notary Acknowledgement
OWNER: CITY OF NORCO, a municipal corporation
*By:
Robin Grundmeyer, Mayor
ATTEST:
Dana Roa, CMC, City Clerk
APPROVED AS TO FORM:
Harper & Burns, LLC
City Attorney
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EXHIBIT A
SCOPE OF WORK
706 South Hill Street, 11th Floor | Los Angeles, CA 90014 | 213.328.2600 | www.sargenttownplanning.com Norco General Plan Update
Scope of Work
18 May 2023
Proposed Scope of Services
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 sub-tasks 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 Managament 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.
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
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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 and 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. Project Management and Team Coordination
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.
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.
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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. 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 other constituencies identified by the City. Special effort will be made to include minority, low-income, youth, renter, non-English 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 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:
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• 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 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.
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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 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
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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 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 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
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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.
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., ridehailing, 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 hot-spot locations that could inform element policies. F&P will also document available socioeconomic 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
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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
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
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• 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 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 highlevel 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 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 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 in-person meetings with elected and appointed officials or six (6) Zoom meetings or combination thereof. Additional consultants will attend as needed
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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. 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 recentlyadopted 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 non-residential square footage by type and associated jobs.
• Evaluation of how different land use and transportation options balance the inclusion of the Staterequired 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.
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• 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.
• 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.
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
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• 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 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 & 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 popup events, meetings with City staff, stakeholders, etc., or that the consultant team attend them via Zoom.
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Deliverables:
• STP will attend up to three afternoons/evening of in-person 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.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 in-person meeting.
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 Vison & 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.
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
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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:
• 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 small-town character.
2. Chapter 2. Land Use & 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.
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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 non-residential 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 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 areas. • 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.
• 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.
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3. Chapter 3. Transportation & Mobility 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 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:
Equestrian Connectivity and Enhancement
Level of Service (LOS)
Roadway Network Performance
Transit System
Travel Demand Management
Bicycle & Pedestrian Systems
Emergency Evacuation Routes
Active Transportation Systems
Truck Routes
Emergency Evacuation Routes
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
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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 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
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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 topicssurrounding 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 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 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.
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• Historic Resources. Based on Meridian Consultant’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 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
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• 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.
Deliverables:
• Presentation materials and staff report assistance
Task F. General Plan Environmental Impact Report
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 a presentation and supporting information materials for the scoping meeting. Comments received in
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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 (GHG), 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 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.
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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
• 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.
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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:
• 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 F.6 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.
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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 F.7 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 timeand-materials 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
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
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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.
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 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
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• Records of input received
Task H.2 Final General Plan Update and Zoning Amendments 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
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 provided with form-based, objective design and development standards (ODDS). While ODDS are a recent addition to State law, intended to help local communities to retain local control over the design and entitlement of affordable housing projects that are mandated by the State, we have been preparing clear, detailed, design-based developmentstandards for almost 30 years. We have always found that conventional Euclidean zoning is generally unable to predictably deliver projects that 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 such codes for the past 20 years and would be pleased to discuss the possibility of providing such services at any time that the City so requests.
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 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.
Appendix A: Informational and Background Technical Reports
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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 743 has replaced level of service with a new metric, Vehicle Miles Traveled (VMT) for documenting transportation impacts. As such, we will provide the City the latest information related to this and their recently adopted thresholds and guidelines. Additionally, if LOS is still a key value for the residents of Norco, we will discuss how to incorporate it into the General Plan assessment so that future projects should review LOS as part of their development application. As part of this effort, we will explain and document Citywide VMT per person and can compare that to VMT per person for all other cities in the region. The use of VMT as an analysis metric presents a more holistic view of travel behavior instead of the limited focus on intersections as is traditionally done. This will need to be consistent with the SB 743 discussion noted above.
• SB 375- SB 375 was passed in 2008, and is the transportation implementation piece of AB 32. The goal of SB 375 is to focus on transportation and the link between land use and transportation to reduce VMT and associated greenhouse gas (GHG) emissions.
• California Complete Streets Act- All new General Plan updates are required to incorporate complete street policies as part of their General Plan process. Complete Streets means that streets provide accessibility for all modes, by all users of all abilities to the adjacent land uses. There are numerous ways this can be completed – from providing access for all modes on all streets; or by implementing a layered networks approach, where a network of connections are provided per mode to provide a truly multi-modal network (although not all modes are provided on all streets). Besides being leaders in the implementation of Complete Streets, Fehr & Peers’ staff also developed and teach the UC Berkeley Tech Transfer Program’s Complete Street course as well as Metro’s Complete Street course. • Multi-modal level of service (MMLOS)- This would address intersection and roadway segment impacts in terms of vehicles, transit, bicyclists, and pedestrians instead of only considering vehicles. As such, MMLOS policies can create a more balanced transportation system instead of just focusing solely on automobile circulation. Fehr & Peers’ Orange County staff has developed and applied MMLOS approaches and methodologies in many of its recent General Plan projects including the Cities of Pomona, Carlsbad, and San Marcos.
• Differential level of service policies- This policy would allow for different areas of the City to have different allowable LOS thresholds. For example, older developed areas of the City might allow LOS E while newer developed areas of the City might only allow LOS D. Alternatively, this can be accomplished through street typology designation – where different LOS thresholds are identified based on the street designation. The street typology designation can be easily incorporated into and MMLOS methodology, which can be an implementation of the City’s Complete Streets approach. • “Protected” intersections- This approach has been implemented in the General Plan Updates for San Jose, San Marcos, Westminster, Rancho Cucamonga and Carlsbad. It involves the designation of certain key intersections (or roadway segments) as “protected” locations such that they are not required to maintain an identified LOS threshold and will not be widened beyond their current configuration. If impacts are identified at these “protected” locations, then improvements to alternative facilities are considered to mitigate future impacts. This strategy limits the need to continually widen intersections, which could negatively impact adjacent land uses.
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• Equestrian and other Active Transportation Networks- One option for the City might be to consider the provision of transportation networks to enhance the equestrian and/or other active transportation modes, including bicycles, Segways, electric bicycles and scooters, and Neighborhood Electric Vehicles (NEV’s). This policy could allow the City to improve localized circulation that does not require the use of a car for these short-distance trips. One advantage of these travel modes is that they require less fuel usage and therefore fewer emissions. We will also develop policies directing future activities related to pedestrian planning, including safe routes to school and critical gaps within the pedestrian network that should be addressed through a comprehensive Active Transportation Plan or Pedestrian Master Plan (not completed as part of the General Plan effort, but identified through policy recommendations). • “Case for Moderate Growth in VMT”- One issue for many communities and regions performing longrange planning efforts such as General Plans and Regional Transportation Plans (RTP’s) are the future growth forecasts. There is emerging research to indicate that personal travel is either not growing at previous levels or potentially even contracting. This reduced level of travel might be attributable to the interaction of one or more items including:
o Increases in gasoline prices
o Decreasing household size
o Stagnant personal incomes
o Aging of the population
o Increasing number of remote work
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.