Pacific Grove City Council
May 3, 2023

RESOLUTION NO. 22-xxx

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PACIFIC GROVE ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2023-24 FUNDED BY SB 1:

THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017

FINDINGS

1. Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and

2. SB 1 includes accountability and transparency provisions that will ensure the residents of our City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and

3. The City must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and

4. The City, will receive an estimated $372,339 in RMRA funding in Fiscal Year 2023-24 from SB 1; and

5. This is the sixth year in which the City is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and

6. The City has undergone a robust public process to ensure public input into our community’s transportation priorities/the project list; and

7. The City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities priorities for transportation investment; and

8. The funding from SB 1 will help the City maintain and rehabilitate five (5) road segments throughout the City this year and similar projects into the future; and

9. The 2021 California Statewide Local Streets and Roads Needs Assessment found that Monterey County streets and roads, which includes the City of Pacific Grove, are in an “at risk” condition and this revenue will help us increase the overall quality of our road PGCC 5-3-23

system and over the next decade will bring our streets and roads into a “Good” condition; and

10. The SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PACIFIC GROVE:

1. The Council determines that each of the Findings set forth above is true and correct, and by this reference incorporates those Findings as an integral part of this Resolution.

2. The following list of newly proposed projects will be funded in-part or solely with Fiscal Year 2023/24 Road Maintenance and Rehabilitation Account revenues:

Project Title: FY23/24 Road Rehabilitation Project
Project Description: Rehabilitation of approximately 68,400 SF of roadway Project Location:

1. Locust St, Sinex to Junipero

2. Willow St, Sinex to Junipero

3. Wood St, Sinex to Junipero

4. Grand Ave, Sinex to Junipero

5. Pearl St, 8th St to Monterey Ave
Estimated Project Schedule: August 2023– June 30, 2024
Estimated Project Useful Life: 15-20 years

3. The FY23/24 SB1 Project List is hereby approved as attached to this Resolution, which by this reference are incorporated as set forth in its entirety.

4. This Resolution shall become effective immediately following passage and adoption thereof.

PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF PACIFIC GROVE this _____ day of ______________, _______, by the following vote:

AYES:

NOES:

ABSENT:

APPROVED:

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_______________________________
BILL PEAKE, Mayor
ATTEST:

DATED:_______________________
_______________________________
SANDRA KANDELL, City Clerk
APPROVED AS TO FORM:
_______________________________
BRIAN A. PIERIK, City Attorney
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EXHIBIT A
Pacific Grove Public Works
FY 2023/24
Senate Bill 1 Project List
FY23/24 Street Rehabilitation Project

California Transportation Commission
PGCC 5-3-23

FY 23/24 SB1 Project List
General Information:

City/County Name: City of Pacific Grove, Monterey County Project Lead and Department Contact Information:

Pacific Grove Public Works Department
2100 Sunset Dr. Pacific Grove, CA 93950
Joyce Halabi, Deputy Public Works Director (831) 648-5722 Legislative District(s): California's 20th congressional district Jurisdiction’s Average Network PCI: 60
Year/date of measurement: 2023
Estimated FY 23/24 Funding: $ 372,339
Supplementary Information:

Project Description: FY23/24 Road Rehabilitation
The Road Repair and Accountability Act of 2017 aims to address the significant multimodal transportation funding shortfalls statewide and ensure basic road maintenance, rehabilitation and critical safety needs on local streets/road systems are addressed.

The City of Pacific Grove will use the FY23/24 allocation, in its entirety, to perform street rehabilitation on the following five (5) segments of roadway:

1. Locust St, Sinex to Junipero (PCI 3)

2. Willow St, Sinex to Junipero (PCI 7)

3. Wood St, Sinex to Junipero (PCI 19)

4. Grand Ave, Sinex to Junipero (PCI 10)

5. Pearl St, 8th St to Monterey Ave (PCI 0)
In total the project will include rehabilitation of approximately 68,400 SF of roadway and improve access and storm water runoff collection.

How was the project identified as a priority?
The proposed segments were selected based on the City’s Pavement Management Program (PMP), public works maintenance logs, and existing pavement conditions. The selected road segments are characterized by aged and raveled pavements, cracks, PGCC 5-3-23

FY 23/24 SB1 Project List
lack of aesthetic appeal, prevalence of potholes, significant utility and trench line patches.

The above noted segments of roadway are all in a “failed” status with Pavement Condition Index (PCI) ratings ranging from 0 –19, as noted above. None of these road segment has ever received a formal rehabilitation treatment since construction. All these road segments show numerous patches and trenches that traverse the roadway because of utility repairs, pothole patches, sewer lateral line repairs, storm drain and sewer spot repairs. Due to age and utility trench repairs which has allowed water beneath the surface of the roadway, these segments have deteriorated to failed status. These roadways are in dire need of repair.

Coordination for Underground Infrastructure Repairs
In addition to the “poor” or “failing” condition, all five (5) segments of roadway are ideal for repair because the underground infrastructure will be repaired. The City has also included a Sewer Enterprise Fund allocation to the project to allow for videoing of the lines and to make any needed repairs. These underground infrastructure repairs will help prolong the road’s surface life by diminishing the likelihood of repair patches that allow water intrusion and accelerate deterioration/degradation.

Project Benefits
This project will produce long term benefits for residents of the City of Pacific Grove, as well as adjacent jurisdictions, by enhancing a sustainable transportation network that promotes mobility, improves quality of life, and generates vast improvements in public safety.

Project Location:

The segments of roadway proposed for Street Rehabilitation are noted below.

ID
#

STREET NAME LIMITS OF WORK SQUARE

FOOTAGE

TREATMENT
1 Locust Street Sinex Ave to Junipero Ave ~14,400 Pavement Reconstruction
2 Willow Street Sinex Ave to Junipero Ave ~14,400 Pavement Reconstruction
3 Wood Street Sinex Ave to Junipero Ave ~24,000 Pavement PGCC 5-3-23

FY 23/24 SB1 Project List
Reconstruction
4 Grand Avenue Sinex Ave to Junipero Ave ~6,000 Pavement Reconstruction
5 Pearl Avenue 8th St to Monterey Ave ~9,600 Pavement
Reconstruction

FUNDING
Amount of RMRA funds expended on the project and the total project cost.

The City plans to use the entire SB1 FY23/24 allocation of $372,339 towards the Street Rehabilitation on the five noted segments of roadway. The total cost of this project is estimated at $1,641,137.

Amount and type of other funds expended on the project
The City of Pacific Grove also plans to harness Measure X, a local sales tax measure, and General Fund funding, as noted below, to complete the road rehabilitation. The City will also harness the Sewer Enterprise Fund to complete sewer infrastructure repairs prior to road rehabilitation.

Funding Source Amount
SB1 $505,049*
City of Pacific Grove General Fund $300,000
Measure X $536,088
Sewer Fund $300,000
Total $1,641,137
*Please note the SB1 allocation includes the anticipated FY23/24 project allocation and project savings from previous fiscal years.

Completion Date:

The City will complete this project by 06/30/2024.

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FY 23/24 SB1 Project List
Estimated Useful Life:

The average performance life of the project would be 15 to 20 years.

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Agenda No. 12 B

CITY OF PACIFIC GROVE
300 Forest Avenue, Pacific Grove, California 93950
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Gho, Public Works Director/Deputy City Manager MEETING DATE: May 03, 2023
SUBJECT: Recreation Department Update and Increased Programming Plan CEQA: Does not constitute a “Project” per California Environmental Quality Act Guidelines Section 15378

RECOMMENDATION

1. Receive report and provide direction.

2. Alternatively, discuss and take other action related to this item.

DISCUSSION
The Pacific Grove Recreation Department serves community members and visitors of all ages. We strive to provide the highest quality community services, youth and adult activities, and access to parks and facilities. The Recreation Department also reviews, processes and conducts administrative duties and billing for all events on Pacific Grove’s Special Event Calendar. Pacific Grove boasts 28 parks, ranging from the beach sands of Lovers Point Park to the forest of Monterey Pines. Park and facilities reservations are available for parties, events, weddings, picnics, BBQs, sports practices/games and more.

This report intends to provide the City Council with:

1. An overview of the current Recreation Department program offerings and staffing levels, and A plan for expansion of programming and needed staffing levels to accommodate this programing.

2. CURRENT PROGRAM OFFERINGS:

The Recreation Department offers 9 programs, run by in-house staff, and 8 contract programs that serve community members and visitors from ages 6 months and up. For the calendar year 2022 (January 1-December 31, 2022) we offered 233 separate classes, through the 17 offered programs, and served 1840 participates. Below is an overview of each of the program offerings.

Preschool Program
Offered: Year-round, August – May
Program Schedule: 2 Day, 3 Day & 5 Day options from 9 AM – 12 PM PGCC 5-3-23

Program Age Range: 3-5
Program Capacity: 16-20 participants, expanding to 20-25 for Fall 2023 Brief Description: Located at the Community Center, the Pacific Grove Preschool Program offers academic, social, emotional, and physical needs through a play-based curriculum and supportive learning environment.

Type: In-House
School Break Camps
Offered: School breaks in conjunction with PGUSD (October, December/January, February & April)
Program Schedule: Monday – Friday, corresponding with school breaks Program Age Range: 5-12
Program Capacity: 20-25
Brief Description: Pacific Grove’s most popular camps. Campers take daily walking field trips to local parks and other local attractions. Daily activities include seasonally themed recreational games, sports, arts & crafts, music and more.

Type: In-House
Kids Night Out Events
Offered: Single evening events offered periodically throughout the year Program Schedule: Typically, 3 hours in the evening
Program Capacity: 20 participants
Program Age Range: 3-12
Brief Description: Offers an evening of fun and games, arts and crafts, music, dancing and more Type: In-House
Summer Adventure Camp
Offered: June – July, Monday – Friday
Program Schedule: 8 AM – 4 PM
Program Age Range: 5-12
Program Capacity: 30 participants
Brief Description: Summer adventure camp is designed for campers 5-12 years of age and offer participants exciting camp activities and daily field trips. Campers take daily walking field trips to local parks and other local attractions. Daily activities include recreational games, sports, arts & crafts, music and more.

Type: In-House
Preschool Adventure Camp
Offered: June – July: Monday – Friday
Program Schedule: 9 am – 12pm
Program Age Range: 3-5
Program Capacity: 16 participants
Brief Description: Summer Adventure Camp for tots is designed for our little adventures and provides a gentle introduction to the summer camp experience. The camp develops the children through games, songs, stories, crafts, science activities, outdoor play and much more.

Type: In-House
Swim Lessons
Offered: June - July
Program Schedule: Monday - Friday
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Program Age Range: 6 months – 9 years
Program Capacity: 12 participants per class
Brief Description: provides young children with positive introduction to the water Type: In-House
Recreation Swim
Offered: June – July
Program Schedule: Afternoons on the weekdays and weekends Program Age Range: Open to all kids
Program Capacity: Until pool capacity is reached
Brief Description: drop-in pool play
Type: In-House
After-School Program at the Youth Center (starting May 2023) Offered: Daily
Program Schedule: After school during the week and afternoons on the weekends.

Program Age Range: Middle School Kids
Program Capacity: TBD, depending on program response (it is anticipated that all participants will be accommodated)
Brief Description: Offers the youth center to be open for middle school kids. Kids can play games, work on homework, and socialize
Type: In-House
PGUSD Expanded Learning Opportunities Program (Summer Adventure Camp Model to be used) - In CONJUNCTION WITH PGUSD DISTRICT OFFICE
Offered: June – July / Monday – Friday
Program Schedule: 8 AM – 5 PM
Program Age Range: 5-12
Program Capacity: 30 participants
Brief Description: Summer adventure camp is designed for campers 5-12 years of age and offer participants an exciting camp activities and daily field trips. Campers take daily walking field trips to local parks and other local attractions. Daily activities include themed recreational games, sports, arts & crafts, music and more.

Type: In-House
Afro Latin Jazz Dance
Offered: Year-round
Program Schedule: Monday- Friday
Program Age Range: 10-19 depending on class
Program Capacity: 20 participants per class with 5 different levels offered Brief Description: Offers a blend of Jazz, Afro-Caribbean, and Ballet techniques Type: Contract Program*
Jazzercise
Offered: Year-round
Program Schedule: Monday, Wednesday, Friday and Saturday Program Age Range: 18 and up
Program Capacity: Unlimited participants
Brief Description: classes incorporate dance cardio with strength training to sculpt and tone your muscles
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Type: Contract Program*
Ballet & Tap
Offered: Year-round
Program Schedule: Tuesdays and week-long summer camps
Program Age Range: Preschool, beginner, youth ages 3-12 Program Capacity: participants 12 per session
Brief Description: Preschool ballet and tap is introductory, beginning ballet and tap is for dancers with increased coordination and to learn the basics, and youth ballet and tap provides a strong foundation.

Type: Contract Program*
Tai Chi
Offered: Year-round
Program Schedule: Wednesdays
Program Age Range: 18 and up
Program Capacity: 15 participants
Brief Description: Class teaches 24 Form Yang Style Tai Chi Type: Contract Program*
Chess academy
Offered: Year-round
Program Schedule: Offered in 3-month sessions, summer camps, tournaments Program Age Range: Kindergarten-5th Grade
Program Capacity: 16 participants
Brief Description: Learn chess and how to think strategically, cultivate champion psychology, and how to stay focus, why meeting new friends.

Type: Contract Program*
Adult yoga
Offered: Year-round
Program Schedule: Once a week annually
Program Age Range: 18 and up
Program Capacity: 12 participants
Brief Description: Yoga for adults. Includes breath awareness, movement, alignment, technique mindfulness and relaxation.

Type: Contract Program*
Youth yoga
Offered: Year-round
Program Schedule: once a week annually
Program Age Range: 4-7
Program Capacity: 12 participants
Brief Description: Yoga for kids. The class weaves together yoga with song, games, breathing and relaxation.

Type: Contract Program*
Play-Well TEKnologies LEGO® Camps
Offered: Summer
Program Schedule: Week-long camps, 9 am-12 pm & 1 pm-4 pm PGCC 5-3-23

Program Schedule: Week-long camps, 9 am-12 pm & 1 pm-4 pm Program Age Range: 5-12
Program Capacity: 16 participants
Brief Description: Yoga for kids: Using LEGO® parts and guided by trained staff youth build elaborate objects, structures and vehicles, they explore fundamental principles of engineering and physics.

Type: Contract Program*
*Contract Programs: Contract programming is essential; it helps supplement existing programming while harnessing the expertise of contract instructors to teach classes and programs. With this model, the City gets 70% and the contractor 30%, allowing the City to provide specialized programming and classes. The City is responsible for the all the administration of the program (registration, fees, refunds, set-up/breakdown) and providing the facility where the contractor runs the program.

RENTALS
The Recreation Department oversees the rental program. Residents and visitors can rent variousCity facilities, parks, picnic/BBQ spaces, court/fields and even the Lover’s Point Pool & Point Pinos Lighthouse Grounds for events or weddings. Rentals are available year-round, based on availability. Some facility rentals require on site staff for grounds access (ex: Point Pinos Lighthouse). In addition to one-time rentals, the Recreation Department also hosts numerous routine rentals. These rentals require regular admin support, staff hours for set-up/take down, and some require staff to be present onsite for duration of rental.

These include:

Chautauqua Hall Dance Club
Quilters Guild
Boy Scout groups – Troops 90, 125, 126
Pony baseball and softball
American Red Cross blood drives
PGUSD - pickleball class, middle school tennis, High School softball Samba Drum Group
Lighthouse Church
For the calendar year 2022 (January 1-December 31, 2022) 367 permits were issued. Many of these permits contained multiple dates and used more than one City facility/park.

SPECIAL EVENTS
The Recreation Department oversees the annual special events program which offers community members and local organizations an opportunity to host community events in public spaces. Events range in size, scale and City involvement. However, all program applications, event details, and coordination is run through the Recreation Department.

A full listing of current special events is provided here.

CURRENT STAFFING LEVELS:

The Recreation Department is comprised of two (2) full-time employees, two (2) 30-hour employees, and several seasonal part time employees.

These staff members are responsible for development and oversight of all in-house programming and contracted programs (listed above), the preschool program, department administration services and PGCC 5-3-23

contracted programs (listed above), the preschool program, department administration services and registration, administration and oversight of facility rentals and park permits, special events programming, Recreation Board, management of City Special Events, training and onboarding of seasonal staff members, marketing and so much more.

Current Positions and Descriptions
Recreation Manager (40HRS)
Regular Duties: Recreation Board Liaison, City Special Events (review & process applications, general admin, billing, Rec Board & City council presentations), manage department budget & accounts payable, marketing (activity guide, social media, print, outreach), recreation department special events, program development & implementation, community outreach. Summer staff recruitment & training, aquatic staff recruitment & training, year-round staff trainings & record keeping. All department supply ordering. Oversee 4 recreation buildings & scheduling. Work with contract instructors for program development, contracts & payment. Work with regular facility user groups (weekly, monthly, or special arrangements like PGUSD). Department yearly calendar, programs, goals, and development.

Supplemental Duties: Recreation admin – general admin emails/phone calls/appts, permit processing all program registration, maintaining the registration part of CIVIC REC. Preschool & Rec Program support - Providing coverage for preschool program & school break programs to make sure correct staff to child ratios are achieved for safe programming. During school break programs provides 3-5 hours/day to cover opening shifts/staff lunches and items both recreation coordinators usually cover but cannot because they are running the camp. Currently, managing preschool admin and enrollment for fall (significant hours for preschool tours, registration appointments with each potential family, managing waitlist & paperwork). Regular duties are often done after hours, at home, on weekends.

Recreation Coordinator (40hrs) – Youth Center
Regular Duties: All youth center programs & activities. After-school program, school break camps, summer adventure camps, PGUSD ELOP summer adventure camp, kids night out events, assist with special events, rentals requiring staff (rec buildings, Point Pinos Lighthouse), Recreation Board admin/agenda/tech. Assist Recreation Manager with summer staff recruitment, summer staff training. Increase programs offered at the youth center.

Supplemental Duties: Processing permits & maintaining the permit part of CIVIC REC (accounts for estimated 60% of work hours), registration support, covering in the preschool classroom, covering in the community center office, Recreation Board, school break camps (40+ hours during these weeks to run the program), summer adventure camps (these take a significant amount of preparation). Current permit processing & covering for other department programs that are not fully staffed prevent Coordinator from proper program development and preparation time.

Recreation Coordinator (30hrs) – Community Center
Regular Duties: All community center programs & activities. Supervise preschool program including providing admin support/registration, yearly enrollment, cover shifts, review all curriculum, plan preschool special events. Tennis courts, pickleball courts, pro shop. Contract instructor classes set up, take down, registration support. Rentals set up, take down, cleaning.

Increase programming offered at the community center.

Supplemental Duties: Covering daily shifts in the preschool room for the empty support teacher position. This accounts for 20-25 hours per week. Preparing daily preschool crafts, activities, etc.

Pickle ball nets and some set up for contractors/rentals. Covering for the empty position prevents this Coordinator from the majority assigned duties.

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Lead Preschool Teacher (30hrs)
Regular Duties: Teach preschool program, lead preschool summer adventure camps, prepare curriculum, prep work for preschool, parent/teacher conferences, student assessments, organize & maintain preschool classroom, request supplies, maintain preschool records, develop/teach additional preschool enrichment classes.

Supplemental Duties: Working the school break program this week to help us meet minimum ratios. This is a typical assignment due to reduced staffing levels. This off week should be used to create curriculum and class preparation for the preschool.

Support teacher (PT) - Position Vacant
Regular Duties: Assists lead teacher to run preschool program. Recruitment is occurring. This empty position is being covered by 1 Recreation Coordinator. When the lead preschool teacher requests time off or is out sick, then a second Recreation Coordinator or the Recreation Manager is pulled to cover shifts.

Program Supervisor (PT)
Regular Duties: Lead after-school program, school break camps, summer adventure camps.

Supplemental Duties: This employee covers rentals, school break camps, summer camps, rentals and program prep. The Department would not be able to run our programs or the majority of our rentals without this employee, but this pace and workload is not sustainable, and will use up the 1000 allowed hours too early in the fiscal year. We really need 2-3 part-time employees to cover these tasks.

Seasonal Recreation Staff
The department currently has 3 PT staff members that can help on a very limited basis to assist with school break camps, kids night out events, special events, and prep work for our programs. The department needs a larger pool of part-time staff to help with these types of programs. This is traditionally the hardest staff to recruit. Recruitment has been underway for summer staffing since January 2023. Below is a list of summer staffing needed to accommodate current offerings:

Seasonal Summer Staff:

Recreation Assistant 1 (After-School Program) (2): Currently hiring; pending background: This will allow Youth Center to Open in afternoons.

Program Supervisor (Lifeguard 2/Swim Instructor & WSI)
Lifeguard 1
Lifeguard 2/Swim Instructor (4)
Recreation Assistant Supervisor (After-School Program)
Recreation Assistant (Camp Counselor 1) (3)
Recreation Assistant (Camp Counselor 2) (3)
Recruitment for additional staffing is ongoing. To provide recreation/open swim 7 days a week the department will need additional lifeguards. It is anticipated that we may be able to open the pool for recreation swim 1-2 days a week at the current staffing levels.

ENHANCED PROGRAMS AND PROPOSED STAFFING:

To provide enhanced recreation, additional staffing will be required. Below is a list of staffing and the opportunities the positions could offer.

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Recreation Coordinator (Sports and Aquatics): This position will develop, implement and program athletic sports and recreation activities for diversified ages and specialized groups and coordinate summer aquatics programming at Stillwell Children’s Pool at Lovers Point. This person will supervise and coordinate recreation staff; schedule use of athletic fields, facilities and swimming activities; and to do related work as required. This position will coordinate with PGUSD for the use of their fields and gyms as applicable to support the necessary facilities needed to properly operate the sporting programs.

The position will coordinate all referees, officials, and umpires that will be needed, either employees or contractors, to properly officiate the games. This position will plan, organize, oversee, review and evaluate programs, activities and the work of staff, related to the provision of summer aquatic activities and programs, and occasional rentals or special events. Assist with scheduling lifeguards, swim instructors and other aquatic personnel; direct aquatic staff in the operation of pool equipment; monitor and report pool maintenance to public works; maintain and update records and assist classes and in-service training.

Department benefits: This position will allow for additional programming resulting in sports leagues for both adults and youth, along with management of the aquatics program, allowing more lessons and open swim.

Potential youth programs offered: soccer, basketball, track club, partnership with PG Golf Links for golf program, beach volleyball, tennis.

Adult Sports: Basketball, softball, tennis, pickleball.

Facility Attendant: This position will assist recreation services and public works staff in setting-up rooms and facilities for various rental and recreation activities, and City events; assists patrons and facility users, performs general maintenance of recreation buildings and equipment; and performs related work as required. If it is the desire of the Council to increase rentals, the Recreation Department will have the need for attendants to be present during the events. The position will allow for a staff member to be present and assist with events such as trash, monitor restrooms and setup and breakdown of the events.

Department benefits: Allow for more programming in facilities such as programming offered through contract providers. Allow for more rentals/weddings and after hour events at City facilities such as community center, Chautauqua Hall and Point Pinos Lighthouse (weddings).

Recreation Coordinator, Community Center - increase from .75 to 1.0 FTE: This position is currently a 30-hour position, housed at the community center to oversee all operations at the center.

This person supervises the preschool program, recreation programs and camps, contract instructor programs, and pickleball and tennis courts usage to ensure safe and appropriate recreation programs are provided for the community. This position also supervises Community Center usage for facility rental groups and City functions/trainings. These duties require daily building checks, set up and take down of equipment (tables, chairs, contractor specific equipment) and monitoring of all contractor-led classes and rental groups.

Department benefit: There has been an increased demand for recreation services, recreation programs, contractor-led classes, tennis and pickleball access, and rental requests. To meet these requests, it is imperative to have a 40-hour Recreation Coordinator assigned at the Community Center to oversee all operations, operate the office, and tennis pro shop. It is anticipated that this employee will have a Tuesday – Saturday schedule with flexible hours to accommodate events.

Office Assistant: The City is currently recruiting for this position. This position will provide administrative assistance to the department by providing clerical work, customer service, answering phones, responding to rental inquires, coordinates and oversees special program and project activities, collects fees, processes refunds, updates records and computer database; provides information and assistance to citizens with regards to recreation programs and offerings.

Department benefit: The retention of this position will free up the Recreation Manager and the PGCC 5-3-23

Recreation Coordinators from having to be bogged down by the administrative side of the Recreation Department. This will allow the coordinators to concentrate on programming and curriculum and provide the Recreation Manager the opportunity to lead the Department and look for ways to expand programming, marketing, special events, employee enhancement and community outreach.

Recreation Coordinator, Youth Center .75 FTE: Requested through a budget modification in April of 2023, the City has initialized recruitment for this position. This position will provide the necessary oversight on the weekends that will allow for the opening of the Youth Center on Saturday and Sunday throughout the summer. This position will also provide oversight for the afterschool Youth Center programming, which is anticipated to commence for 2-4 days per week starting in May of 2023, and continue for the remainder of the school year. After the summer the hours for this employee with shift to afternoons throughout the school year to manage the youth center.

Department benefit: The retention of this position will allow for the youth center to be open on the weekends in the summer (youth center is occupied Mon- Fri in summer with camps) and then in the afternoons during the school year.

Summary:

The last three years have been difficult for the Pacific Grove Recreation Department, but recently the department is trending in the right direction. As specified, numerous classes and programs are offered by recreation staff and through contract services. To take the department to the next level additional staffing will be required. The department is confident that with key staffing in place, Pacific Grove Recreation can once again thrive in our community.

POINT PINOS LIGHTHOUSE
Current Offerings:

Public Tours
Currently operated with the support of a part-time Lighthouse Docent Coordinator, a part-time Lighthouse Cashier and several dedicated Lighthouse Docent Volunteers. Current hours of operation are Saturdays and Sundays from 11 AM – 3 PM. Hours will expand to Fridays from 1 PM – 3 PM in May of 2023.

Private Tours & Wedding Ceremonies
The Lighthouse is also available for private tours, and wedding reservations. Private tours are reserved through the Public Works Department and weddings reservations via the Recreation Department. Fees are assessed based on the City’s current fee schedule.

Schools Tours
Lighthouse Staff have been working in conjunction with the Pacific Grove Museum of Natural History to coordinate school tours of both facilities. Lighthouse tours to student groups are made available free of charge.

Current Staffing to Support Current Program Offerings:

Lighthouse Docent Coordinator (20 hr)
This position coordinates the training, scheduling and coordination of all the volunteer lighthouse docents. This role is integral is fostering and sharing knowledge and history of the lighthouse PGCC 5-3-23

with the volunteer docents who provide tours and knowledge to lighthouse patrons. This position also ensure schedule, so docents are available during hours of operation.

Lighthouse Cashier (20 hr)
This position is responsible for operating the lighthouse gift shop during hour of operation. Duties include cash handling, selling admission tickets, restocking merchandise, and answering visitor questions.

Lighthouse Docent Volunteers (Unpaid Volunteer Position) The volunteer docents provide docents staff the lighthouse during its hours of operation and provide interpretive tours of the facility to visitors. The program currently has 31 trained docent volunteers; only a subset of these volunteers are actively scheduling volunteer shifts Planned Offerings:

Re-open the lighthouse to pre-pandemic hours, which includes operating 5 days/week. However, following the pandemic, several volunteer docents have opted not to continue their volunteer duties or have signed up for fewer regular shifts. As a result, we have had difficulty scheduling docents to expand Lighthouse operating hours to pre-pandemic hours. Staff has been working on actively running volunteer recruitments in the Monterey Herald, on the City’s Social Media Accounts, City Manager’s Report and tabling at local community events to solicit additional volunteers.

Requested Additional Staffing:

As a part of the FY23/24 budget process, Staff has requested the following additional lighthouse staff to help supplement volunteer efforts and begin to further expand program offerings:

Lighthouse Docent Coordinator (20 hr)
This additional position would help the existing Lighthouse Docent Coordinator to schedule, train and coordinate the volunteer docents. This staff member will also work to document institutional knowledge for transferability and work to improve existind coordinator processes for increased efficiency. This staff member would also supplement the volunteers if there isn’t sufficient volunteers to staff a shift. This would ensure that the lighthouse could maintain and expand hours of operation.

OPTIONS
Do nothing. This is not a sound option as the department and current staff will not be able to move forward with additional programming. This will result in slow response times for reservations, decreased programming, and minimized participation.

1. 2. Provide alternative direction
FINANCIAL IMPACT:

The fiscal impact to the General Fund associated with adding the new Recreation Coordinator for Sports and Aquatics; and increasing the existing Recreation Coordinator from 0.750 to 1.00 is anticipated to be is approximately $85,000. The cost of adding a half-time Facility Attendant is anticipated to be approximately $22,000; however there should be sufficient funds in the allocated part-time salary budget to support this position.

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The fiscal impact to the Lighthouse Fund in relation to adding a half-time Docent Coordinator is anticipated to be $19,000.

Fees are assessed per the City’s adopted fee schedule: Fee Schedule can be found here.

A new fee schedule for FY23/24 was adopted by the City Council on April 19, 2023. Should the Council opt to further subsidize recreation programming, staff will prepare an amendment to the fee schedule to return for formal approval later.

FOCUSED PRIORITY AREA: Recreation Services
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Agenda No. 12 C

CITY OF PACIFIC GROVE
300 Forest Avenue, Pacific Grove, California 93950
TO: Honorable Mayor and Members of the City Council
FROM: Anastacia Wyatt, Community Development Director
MEETING DATE: May 03, 2023
SUBJECT: Formal Selection of Focused General Plan Update Consultant CEQA: Does not constitute a “Project” per California Environmental Quality Act Guidelines Section 15378

RECOMMENDATION
Authorize an Agreement with Rincon Consultants, Inc. to complete the focused General Plan update, associated zoning ordinance and map amendments, and objective design and development standards, economic analysis, market assessment, parking data, and a climate action and adaptation plan in an amount not to exceed $2,193,070 beginning in FY 22/23 and terminating in FY 27/28.

1. 2. Alternatively, discuss and take other action related to this item.

DISCUSSION
At its August 17, 2022, meeting, the City Council directed staff to issue a Request for Proposals (RFP) to update the City's 1994 General Plan, Zoning Code & Map, Objective Design & Development Standards (ODDS), as well as conduct the required environmental review in accordance with the requirements of the California Environmental Quality Act (CEQA). Staff issued the RFP on September 16, 2022, with a closing date of December 2, 2022.

Background
The City’s Regional Housing Needs Allocation (RHNA) increased substantially to 1,125 residential units required to be constructed by 2031. This constitutes an 878% increase in Pacific Grove’s RHNA from the previous cycle and a 14% increase in the number of new households in Pacific Grove. While updates to the Housing Element occur every 8 years in accordance with the State’s housing cycles, these updates typically do not trigger the requirement for major updates to the General Plan. However, this substantial increase is expected to impact the need for commercial services, educational and medical services, recreational services, calls for emergency services, and the City’s transportation network.

The City has determined that a focused update to the City’s Land Use, Safety, and Transportation elements is necessary to address the expected impacts of 1,125 additional residential units. The focused General Plan update would include a robust public engagement program to engage all sectors of the City’s population in this planning effort and that identifies the community values and translates those values into a community vision out to the year 2045.

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In addition, the City will be required to complete rezoning efforts to accommodate the RHNA allocation of 1,125 units and create Objective Design and Development Standards (ODDS). Depending on HCD’s determination if the Housing Element does not identify enough existing, properly zoned sites to accommodate its RHNA, rezoning may be required within one year if the housing element is not found in compliance within 120 days of the statutory deadline.

General Plan Update RFP Response
The City received one (1) qualified response to the City’s RFP by the December 2nd deadline, from Rincon Consultants, Inc (Rincon). The details of the proposed scope and cost estimate are attached to this report. Following the December 2nd deadline, Community Development Department (CDD) staff formed evaluation & interview committees to review the submitted materials. The committees included members of City Council, Planning Commission, City staff, and staff from nearby jurisdictions.

Rincon submitted a response that includes activities and deliverables for a focused General Plan update based on the minimum requirements of the RFP, as well as optional tasks including an economic analysis, a market assessment, parking data, and a climate action and adaptation plan.

Project Cost
Rincon submitted an initial bid with a total estimated cost for the services described above up to $2,715,491. However, with further negotiations with the City, Rincon adjusted their bid and reduced their overall costs to $2,193,070 with the project beginning in FY 22/23 and completing the project in FY 27/28.

Considerations
Rincon and their subconsultants are qualified and experienced professionals with a demonstrated ability to complete the project(s). Their proposal is thorough and addresses the City’s needs for a focused General Plan update (with and without the optional tasks) and the Housing Element update; however, it also exceeds the City’s estimated cost to complete the work.

If staff finds there are opportunities to modify the proposed scope and task list for the focused General Plan update to reduce the overall cost of the project(s), staff will continue to negotiate the final cost and scope should the City Council select Rincon to perform the work.

Timeline
Rincon is proposing to initiate the focused update in FY 22/23, beginning the zoning ordinance and map amendments and ODDS by FY 24/25 through FY 26/27. Should the State require the City to accelerate the zoning ordinance within one year of completing the Housing Element, the schedule and budget may need to be adjusted to accommodate state requirements and additional environmental review required for the zoning ordinance and map amendments.

Rincon has provided an illustrated timeline for the General Plan update (attached in the proposal).

Goal Alignment
Given the far-reaching nature of long-term planning documents, the General Plan Update is and will be in line with all goals established by the City Council.

OPTIONS

1. Select Rincon as the consultant for the focused General Plan Update, including optional tasks:

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1. Select Rincon as the consultant for the focused General Plan Update, including optional tasks:
economic analysis, a market assessment, parking data, and a climate action and adaptation plan.

2. Select Rincon as the consultant without some or all of the optional tasks.

3. Select Rincon as the consultant for only zoning and objective standards and defer the focused update.

4. Direct staff to rebid one or all the items in the proposal.

5. Provide other direction.

FINANCIAL IMPACT:

The total impact to the City's budget would be $2,193,070 from Fiscal Year 22/23 through Fiscal Year 27/28. Of this, approximately $60,000 would be required within Fiscal Year 22/23; adequate funding for this fiscal year expenditure remains within the adopted FY 22/23 budget. A detail of the staggered expenditure by fiscal year may be found on page sixty-nine (69) of the proposal document (Table 3– Focused General Plan Update Fiscal Year Breakdown Summary (Amended 4.14.23)), attached to this agenda report.

FOCUSED PRIORITY AREA: See Goal Alignment within Discussion section.

Attachments
Focused GP Update Supp Proposal Info - Revised GP Proposal PGCC 5-3-23

2511 Garden Road, Suite C-250
Monterey, California 93940
831-333-0310

April 14, 2023
Anastacia Wyatt, Community Development Director
City of Pacific Grove Community Development Department
300 Forest Avenue
Pacific Grove, California 93950
Subject: Focused General Plan Update Supplemental Proposal Information – Revised General Plan Proposal
Dear Ms. Wyatt:

At City staff’s request we have prepared a supplement to our proposal for the Focused General Plan Update.

This supplement includes a revised scope of work and budget for the Focused General Plan Update. In addition, this supplement includes a fiscal year breakdown of the proposed Focused General Plan Update budget.

The revisions to the scope of work and budget provided in this supplement were based on discussions with City staff. The major scope revisions are summarized below:
• Leverage City staff to partner and support community engagement activities (based on specific discussions with City staff) resulting in a reduction of consultant led community engagement. • Leverage virtual attendance as much as possible (based on specific discussions with City staff) for community engagement and public meetings/hearings to reduce direct expenses. • Reevaluate the approach to the Existing Conditions Background Report to streamline the level of effort and support overall cost reductions.
• Add in scope for reasonable parking data collection and analysis – for an amount not to exceed $20,000.
• Add a Public Hearing Draft of the General Plan.
• Remove the document accessibility task.
• Remove any optional tasks from the CAAP that are not necessary to support CAAP and Focused General Plan Update integration.

We are confident that the Rincon team will continue to meet the needs of the City, and we welcome an opportunity to meet with you to further discuss our proposal. Please do not hesitate to contact us if you have questions about this proposal or require additional information.

Sincerely,
Rincon Consultants, Inc.

Kimiko Lizardi, Principal
[email protected]
Contact for Clarification
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City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 2
Contents
1 Project Approach, Scope of Work, and Deliverables.....................................................................................3 Project Approach .....................................................................................................................................3 Scope of Work .........................................................................................................................................3 Task 1 Project Initiation and Coordination .................................................................................3 Task 2 Community Engagement ................................................................................................6 Task 3 Existing Conditions, Issues and Opportunities................................................................ 12 Task 4 Alternatives ................................................................................................................. 21 Task 5 General Plan ................................................................................................................24 Task 6 Zoning Ordinance Amendments....................................................................................27 Task 7 Objective Development and Design Standards...............................................................28 Task 8 Climate Action and Adaptation Plan..............................................................................32 Task 9 CEQA Analysis (Program EIR) ........................................................................................ 41 Task 10 Hearings and Adoption ............................................................................................... 57 2 Revised Focused General Plan Update Schedule....................................................................................59 3 Cost Estimate Summary ........................................................................................................................65

3.1 Cost Assumptions ....................................................................................................................65

3.2 Revised Focused General Plan Update Cost Summary ..............................................................66

3.3 Focused General Plan Update Fiscal Year Breakdown...............................................................66 PGCC 5-3-23

1 Project Approach, Scope of Work, and
Deliverables
Project Approach
We understand that the City has the following key objectives for this effort:
• Engage the community in decision- making through a
robust and meaningful community engagement effort.
• A multi-faceted general plan, easy to use zoning
implementation and thorough CEQA analysis that is
consistent with recent legislation and supports
streamlining of future environmental reviews.
• Define and enhance community character to ensure that the features that define Pacific Grove’s identity are
protected and enhanced while balancing the need for
housing and meeting economic objectives.
• Improve connectivity and livability in Pacific Grove by creating improved multi-modal opportunities and thinking differently about community access, parking and
infrastructure needs.
• A resilient community focused on planning for a resilient future through integrated strategies for land use, transportation, climate adaptation and community health.

The following Scope of Work provides a detailed accounting of our implementation methodology to meet these objectives including the tools and techniques that will be used, the strategic approach to each major task and deliverable and assumptions regarding roles and responsibilities of the consultant team and City staff. The Scope of Work is broken up into eight key phases starting with project initiation through to plan adoption.

Scope of Work
Task 1 Project Initiation and Coordination
Given the scope of this effort and an understanding that City staff have limited resources, exceptional project management and management accessibility will be critical to the success of this program.

Consequently, we have developed a robust project management team to ensure that expectations regarding communication, quality, and timeliness are met.

This involves directing the consultant team and coordinating with the City and other stakeholders over the course of the project. It includes internal oversight of staff as well as management of the public outreach, technical, planning and environmental review tasks included within the work program. We plan to provide regular reporting, not less than monthly, on progress, schedule and budget.

Required Services
Pacific Grove requires the services of a
consultant team to assist the City in 7
primary areas:
• Project Management and Coordination
• Community Engagement
• Focused General Plan Update
• Zoning Ordinance Amendments and
Objective Development and Design
Standards (ODDS)
• Climate Action and Adaptation Plan
• Environmental Review
• Adoption
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City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 4
2 Project Management Team
Kimiko Lizardi
Principal-in-Charge
• Project and Contract Oversight
• QA/QC
• Participate in regular calls and check ins
Della Acosta, AICP
Project Manager
• Manage and review consulting staff and work
products (deliverables, deadlines, budgets,
and scope)
• Biweekly check in calls
• Monthly invoicing and progress reporting
Megan Jones
CEQA Lead/Local Strategic Advisor
• QA/Q/C
• Oversight of CEQA
• Local advisement and strategic support
• Participate in calls and check ins as needed
All members of the Project Management Team will be
involved in the quality assurance and review of all tasks and work products within this work program. The
budget for that quality control is included in the
individual task budgets. Additionally, this group provides leadership and guidance to overcome or take advantage
of any challenges or opportunities presented during the project’s duration and will serve as partners with Pacific Grove staff through the life of this project.

Kickoff Meeting and City Tour
Upon authorization to proceed, Rincon will facilitate a kickoff meeting with City of Pacific Grove staff. The
purpose ofthe meeting is to discuss data needs, initial community issues and opportunities, set project
expectations, and explain our proposed approach to the
various components of the work program.

The kickoff meeting is envisioned as a two-hour
meeting. The Rincon team will work with the City to
achieve the following objectives:
• Clarify the work program, schedule and
communication protocols
• Early identification of data sources and needs
• Discuss staff expectations and community issues
• Discuss key opportunity and change areas in Pacific
Grove, such as proposed housing sites to meet 6th
Cycle Housing Element RHNA requirements, or
other underutilized areas.
• Refine the community engagement strategy and
obtain initial inputfor a key stakeholder list
Following the discussion,the consultant team willtour key areas in Pacific Grove. The tour may consist of residential neighborhoods, Downtown, Central Eardley, Lighthouse Avenue area (west of Downtown), Forest Project SharePoint Site
To manage large programs, Rincon utilizes a
project SharePoint site that allows for the
storage of information as well as collaborative
documents and materials. The Project
SharePoint is simple and easy-to-use and is
also secure. Access to this site will only be
available to members of the project team and
will be managed by the Project Management
Team. Use of the SharePoint will prevent
confusion of various document versions being
sent via email or uploaded to a simple FTP
site. The ability to organize documents by
component or document is helpful for
programs like this with various components
being worked on simultaneously.

Documents would be organized by the major
components of the Work Plan and resource
libraries can be created to support sharing of
project photos, maps and other information.

Also, a real-time schedule would be available
so all team members would be aware of
upcoming project deadlines and any changes
to the overall work program schedule. The
Project SharePoint is highly flexible and can
be customized for the needs of the City and
team. A draft and quick tutorial of the
SharePoint Site will be presented during
Task 1.1: Kick Off Meeting and City Tour
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Hill area, and other opportunity areas and/or sites that should be considered as part of the Focused General Plan Update.

The tour will provide an opportunity to visit potential new growth areas, transportation corridors, existing neighborhoods and commercial and industrial districts, and major City amenities and assets. Rincon assumes that City staff will provide a map highlighting the areas to be visited. The City-wide tour is envisioned as a half-day (4-hour) event.

Document Gathering
Rincon will work with the City to develop a comprehensive list of documents and data necessary to prepare the General Plan background documents, policy document, zoning code and map updates, and Program EIR.

The data list will include necessary GIS map files, existing City documents, and any other materials that will be used during Task 3 (Existing Conditions) and Task 5 (General Plan). Following delivery of these materials, Rincon will review the materials provided and identify any gaps in data or materials that will require additional research or coordination to obtain.

Scope of Work and Schedule Refinement
The kickoff meeting provides the team with an opportunity to further refine the scope of work and project schedule. Following the kickoff meeting, we will create a detailed project schedule highlighting major milestones, deadlines, deliverables, and meetings. The schedule will be reviewed and updated as necessary as the project progresses.

Rincon will provide regular check-ins and provide updates on schedule in conjunction with our monthly invoicing. If we proactively identify project issues that may cause schedule delays, the Project Manager will bring those to the attention of staff, identify potential solutions and coordinate with staff as to the best course of action.

Document Set Up
Early in the project, Rincon will work with City staff to create a document template package. The template documents will be used by the team to ensure consistency in the look and feel of the documents, including any presentation materials and planning documents. Rincon will also work with City staff to address how the documents will interact with the existing General Plan, Zoning Code and other existing Pacific Grove plans.

This task assumes that City staff will provide any branding guidelines, including any color or font guidelines for reference.

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City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 6
Project Coordination
Our project management team will be in continuous coordination with City staff in an organized and efficient manner. This task provides for overall project management, coordination of team members and tasks, preparation of project updates, consultation with City staff, team meetings, and monthly invoices. It includes conference calls with City staff approximately every other week as needed during active months throughout the project to review tasks in progress, share information, and review key milestones and deliverables. These meetings may shift to monthly or be handled through email communication when biweekly meetings are not needed. Our project coordination tools include the use of Microsoft SharePoint, which enables our team to seamlessly share documents and deliverables, while staying high touch with City staff. Since communication is a top value for our team, additional communication with the City team by email and phone will occur throughout the project, independent from the scheduled calls.

Deliverables
• Kickoff meeting agenda and data needs list (electronic format) • Memorandum/meeting notes from kickoff meeting (electronic format) • Observation notes and photographs from City tour will be incorporated in subsequent deliverables • SharePoint project site
• Project schedule (electronic format)
• Monthly progress reports to accompany invoicing
• Document template package
• Up to 85 bi-weekly calls with City staff (detailed meeting assumptions are provided in Section 6) Task 2 Community Engagement
Even though Pacific Grove is a small coastal
community, there are still varying demographics found
within it. The community engagement strategy will be
developed and conducted so that a variety of voices in
the community are represented. The Rincon team will
initiate a discussion regarding the community
engagement strategy at the project kick-off meeting
and will be prepared with a set of questions to ask the City regarding their engagement history, challenges
and goals. As part of the Housing Element Update, the
City is conducting a significant amount of community
outreach to support the update process. The City has
been successfully incorporating online tools such as
Balancing Act which is an interactive housing site and
density activity that engages the community in
developing solutions. Our approach will ensure we learn from the City’s recent engagement activities, identifying successes and any lessons learned on techniques or approaches that may not have worked so well within Pacific Grove. One of our first steps will include development of a Community Engagement Plan.

Our scope of work includes recommendations for an initial engagement strategy and activities that, based on our experience in other similar jurisdictions, have worked well. This is intended to provide an initial understanding of potential scope and costs, but we will work closely with City staff to customize and establish a Community Engagement Plan that best fits the needs of Pacific Grove within the allocated budget. We also suggest that once the Community Engagement Plan is finalized that it be posted on the project’s website for transparency and review by potential community stakeholders, such as Communities for a Sustainable Monterey County, Heritage Society of Pacific Grove, and other organizations. This will ensure we invite all the relevant parties to the table in a format that works for them. Also, if any additional engagement is requested that is not included in the original Community Engagement Plan, it can be addressed early in the work program.

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The proposed community engagement strategy is robust and includes a series of outreach tasks that are collaborative in nature and inclusive of all members of the community.

2.1 Community Engagement Plan
The Rincon team understands the critical importance
of community engagement and outreach. Through our
work on other General Plans and Climate Action and
Adaptation Plans (CAAP), we understand that a plan
reflecting the vision of the community is a successful
and inspired plan. The Rincon team will develop and
refine a Community Engagement Plan and launch a
comprehensive effort that will educate, inform, and
build interest in this planning effort. The Community
Engagement Plan will clearly identify the engagement
activities, associated phase of the project, target
audience/stakeholders, and responsibilities for
carrying out the engagement (including City staff
and/or members of the Rincon team). Community engagement will focus on the community at-large, directly affected stakeholders including property owners, businesses, residents and interest groups, and civic decision-makers. This effort will be designed to effectively build collaborative interest and to ensure that the diverse perspectives and varying needs and interests of local community members and stakeholders are represented through the outreach process.

Our goal is to design community outreach to engage the public and community leaders in a fun and interactive way that will educate them on the value and purpose of this project, create a common vision, and to obtain their feedback. As part of this task, the following components will be addressed along with stakeholder interviews and in-person community events described in subsequent tasks. Additionally, the plan will be structured to be inclusive of all of those who make up the “community” and will be designed to effectively build collaborative interest, identify common values and goals, and to bring new participants to the conversation. This includes building from the Housing Element outreach effort and defining equity and equitable outcomes and developing methods to measure the success of the engagement efforts.

This task assumes City staff will conduct two rounds of review of the Community Engagement Plan and upon receipt of consolidated City comments in tracked changes, the Rincon team will prepare a Final Community Engagement Plan for City staff to share with decision makers, the GPAC and to post to the project website.

2.2 Online Engagement
The post-pandemic era has taught the planning industry and our firm a lot about online engagement. Virtual meetings and online engagement are not a panacea for all-inclusive community engagement, but communication through online and social media has transformed drastically in the past several years. In particular, how information is disseminated and received by the public has changed. Online media tools are powerful, cost-effective and increasingly becoming the expected norm for how information is communicated. For the Pacific Grove General Plan, a variety of tools will be used to support online engagement, as described below.

2.2.1 Online Surveys
The Rincon team will develop and conduct up to three online community surveys (using SurveyMonkey or similar application) to capture qualitative input on the values, goals, and issues to shape the Pacific Grove General Plan and ODDS. Our recommendation is to administer these surveys during Task 3, which is a learning period for the project. The focus of the three surveys will be as follows:
• Survey #1: Visioning (held during the Project Learning Phase). Rincon will prepare a survey that will be used to gather input from residents and stakeholder on how they view Pacific Grove today and in the future.

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City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 8
• Survey #2: Issues and Opportunities (also held during the Project Learning Phase). Rincon will prepare a survey to confirm issues and opportunities identified during initial community engagement activities to ensure a clear understanding of the community’s concerns and priorities that will inform alternatives, policy development, and CAAP measures and actions. WRT will provide input on issues and opportunities pertinent to urban design.
• Survey #3: Urban Design and Community Character (held during the Zoning Ordinance Amendment and ODDS Phase). WRT will prepare a visual preference survey focused on community character, to inform urban design policies and the development of objective design standards. • Survey #4 and #5 – additional surveys may be necessary to support the Issues and Opportunities discussion or other topics as they arise. This scope includes an allowance for two additional surveys.

The Rincon team will provide City staff with an initial outline of each survey prior to developing a draft version of the survey. This will allow early engagement with City staff on the format and ensure the team is in agreement before developing detailed content. This task assumes each survey will be approximately ten questions long with one round of City staff review on each draft survey, and upon receipt of consolidated City comments, the Rincon team will prepare a final survey for posting to the project website.

Following each online survey closing, an accompanying summary report will be created with numerical breakdowns of responses, charts and graphs where applicable, and narrative descriptions of the qualitative results.

2.2.2 Educational Videos and Resident Interviews
Short educational videos are a great way to story tell and convey information pertaining to a Focused General Plan Update and CAAP. These brief segments are visual and allow for quick, self- paced learning.

They are a great way to share the purpose of the General Plan and CAAP and convey technical information in a visually appealing manner that can support specific milestones in the project.

For this effort, the Rincon team proposes up to three educational videos as follows:
• Video #1: General Plan Overview. Rincon will prepare a video talking over a presentation to educate the public about the Focused General Plan Update process, including recent legislative updates and opportunities to get involved.
• Video #2: Zoning and Objective Design and Development Standards. WRT will prepare a slide show focused on ODDS. It may include topics such as compliance with recent State law, what are “objective standards”, approaches, key considerations. There may be two or three short segments to cover these topics.
• Video #3: CAAP Overview. Rincon will prepare a video talking over a presentation to educate the public about climate hazards, actions the city and community members can take to increase resilience and reduce greenhouse gas emissions, and opportunities to get involved in the CAAP process.

The Rincon team will provide City staff with an initial outline of each video prior to developing a draft version of the video. This will allow early engagement with City staff on the content and ensure the team is in agreement before developing detailed content. This task assumes one round of City staff review on each draft video, and upon receipt of consolidated City comments, the Rincon team will prepare a final video for posting to the project website.

Resident Interviews
The people who live in a community have a wealth of knowledge and carry stories from the past. These stories are a real community asset and, to some extent, hold the key to the future. Stories and interviews from residents can inform a vision for the future, which can be highlighted through a variety of online channels and mediums. Rincon will create a two- to-three question activity asking residents to share their Pacific Grove stories, which can be used during the initial workshops and pop-up events to gather key details on what makes Pacific Grove unique. Selected stories will be featured in the Vision and Guiding Principles and other key public documents as highlights illustrating the community’s values and connection to Pacific PGCC 5-3-23

Grove. This task assumes that City staff will support distribution of the resident questionnaire at pop up events and other opportunities.

2.3 Community Workshops
Formal community workshops are a great way to engage the public and provide them with an opportunity to discuss their priorities, ideas, and vision for the future of Pacific Grove. We envision a series of workshops that allow participants to actively participate through interactive exercises. These workshops will be centered on different General Plan topics and key project milestones. We recommend the following approach and organization to the workshops rather than organizing by element or discrete topic area:

Learning – Up to 4 Virtual Workshops
• Introduction to General Plans, CAAPs and Visioning
(2). These workshops will introduce the community to
the project and outline the purpose, requirements, and
importance of the Focused General Plan update and
CAAP. The workshops will provide a comprehensive
view of the planning framework and demonstrate how
the project fits together with the Housing Element
update. In addition, the workshops will direct
participants to surveys or interactive activities
designed to gather input from residents and
stakeholders on how they view Pacific Grove today and
what they want their community to be in the next two
decades. The development of this exercise will be
informed by the Housing Element and the prospective neighborhood-scale land use changes that are required as a result of the site inventory. This feedback will be coalesced into a final vision statement for the Pacific Grove General Plan.
• Issues and Opportunities (2). Following the
completion of Task 3.1, 3.2, 3.4 and Tasks 8.2 and

8.3, we will hold two workshops to discuss the
current issues and opportunities in Pacific Grove
with the community, presenting our initial findings
and asking for clarification and feedback from
participants on areas of particular concern to them.

These workshops will incorporate information
obtained from the community during the Walking
Tour in Task 2.6.

Alternatives and Policy Direction – Up to 2 In-person Workshops and 7 Virtual Workshops • Alternatives (2). During the alternatives workshops, the Rincon team will discuss proposed land use, urban design, public realm and transportation alternatives. These workshops are assumed to be inperson. • Policy Direction Workshops (5). Following the alternatives workshops, Rincon will conduct a series of virtual workshops organized around the key components of the work program to review policy direction for all topics covered in the Focused General Plan Update, ODDS and CAAP. These workshops are anticipated as follows:
 General Plan (2) Once the Rincon team has confirmed direction for the land use and circulation alternatives and has initiated draft policies, we will host a workshop to review the draft policy direction for all topics covered in the Focused General Plan Update. We will present a baseline understanding of the existing conditions for that topic, what legislative requirements apply, and some common best practices from similar communities. The workshop will be interactive, engaging, and designed with the dual purpose of allowing participants to gain a fuller understanding of the topics and their applicability to the City, and for the project team to gain PGCC 5-3-23

City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 10
insight and input on the policy direction proposed for each key topic area. Input from this workshop will inform development of the Draft General Plan.  Objective Design and Development Standards (1) WRT will lead and facilitate a meeting focused on infill development and the ODDS. The meeting will be interactive and engaging and will support a more focused discussion on infill strategies and the objective design and development standards.
 Climate Action and Adaptation Plan (2) The Rincon team will host two workshops to allow participants to inform the development of CAAP strategies which will have the greatest positive impact on GHG emissions and climate resilience Citywide. The first workshop will inform the draft selection of CAAP strategies under Task 8.4. The second workshop will inform the measures and actions to be included in the CAAP under Task 8.7. Rincon will create interactive activities for both workshops to engage participants and solicit targeted input to best inform the development of the CAAP.

Review and Adoption – Up to 2 Virtual Workshops
• Draft General Plan, CAAP, Zoning Updates and Program EIR. These workshop are anticipated to review the Draft General Plan, Zoning Updates and Draft CAAP after they have been released for public review.

Prior to each in-person workshop, we will develop a Facilitator’s Guide that describes the notification efforts, key messages, and format and materials that will be used at workshops. Project fact sheets, comment cards and graphic displays will be produced. These materials will be reviewed and approved by City staff prior to being used at these meetings.

Task 2.3 anticipates a total of up to two in-person workshops and thirteen virtual workshops.

City staff is assumed to provide logistical support for the workshops, including securing venues, distributing notifications and assisting with the staffing for each of the events.

2.4 General Plan Technical Advisory Group
This group is expected to serve as a common thread throughout the update process and provide feedback and review key work products. The General Plan Technical Advisory Group (GPTAG) is anticipated to be comprised of between 10-15 individuals and will serve as an advisory group that will provide feedback on project issues including the vision and guiding principles, land use and transportation alternatives, urban design and community character priorities and other key topics. The GPTAG can also support a review of content for the community workshops. The following provides initial recommendations for the organization of up to six GPTAG meetings. This scope assumes City staff will lead any additional meetings beyond those described below:
• Meeting #1 – Project Initiation
• Meeting #2 – Issues and Opportunities
• Meeting #3 – ODDS
• Meeting #4 – CAAP
• Meeting #5 – Policy Alternatives
• Meeting #6 – General Plan Review
The group should be selected under the advisement of City staff and may include key individuals from various departments, appointed and elected officials, as well as community stakeholders who played a role in the Housing Element update process.

These meetings will occur at key milestones of the project and will align with community workshops and public meetings with Planning Commission and City Council. It is assumed that City staff will organize and lead facilitation of these meetings. It is assumed that the Rincon team will attend up to six virtual meetings and will help establish the GPTAG and provide presentation materials (e.g., PowerPoints, handouts), agenda topics, and support note taking for the six meetings.

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2.5 Virtual Stakeholder Interviews
The Rincon team will prepare for and conduct a series of virtual, small group and/ or one-on-one interviews to discuss the Focused General Plan Update and CAAP with local organizations, groups, and stakeholders.

This includes City staff that administers zoning, local developers and architects, property owners whose properties are in areas of change, and community-based organizations or special-interest groups that represent housing needs and issues that may be relevant to address through the zoning code. It is assumed that City staff will collaborate with Rincon staff to generate a comprehensive list of stakeholders to interview. The interviews will be used to identify key issues to be addressed and to allow the consultant team to understand the desired improvements and strategies from these local leaders. This task assumes up to 20 virtual stakeholder interviews lasting approximately one hour, and the deliverable for this task includes a memo summarizing results of the interviews.

2.6 Walking Tour
Walking tours are an effective engagement tool that empowers stakeholders to provide more site-specific input, while imagining and contextualizing ideas about the future.

Traditional (in-person) walking tours involve project teams physically walking through sites and organizing charrettes, surveys, or facilitated question and answer sessions with stakeholders to receive community feedback. The walking tours are anticipated to focus on urban design and community character features and occur during the Learning Phase of the project. The walking tours are anticipated to occur with members of the GPTAG.

WRT will lead one in-person walking tour. The tour will offer an opportunity for participants to examine and help refine our team’s understanding of three distinctly different places: the city’s downtown, its inner neighborhoods, and its outer neighborhoods. For the tour, WRT and Rincon will provide facilitators, a walking map, and questionnaire. Each tour will begin with an orientation, followed by the walking tour itself, and ending with a forum in which participants can share and listen to one another’s observations. WRT will provide a walking tour guide to outline the details of the walking tour event.

2.7 Engagement Toolkits
Rincon can develop one toolkit to support the engagement of community members outside of defined meetings and workshops. This toolkit can be used by GPTAG members or other identified project ambassadors to support outreach about the General Plan process and to solicit additional feedback. The toolkit would include a project overview presentation and fact sheet, survey, and/or discussions questions.

All materials will be provided in digital format. The toolkit can also be used by City staff.

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Deliverables
• Draft and final Community Engagement Plan (in electronic format) • Outline, draft and final surveys (up to five total)
• Survey results in summary report format (up to five total) • Outline, draft and final educational videos (up to three total) • Draft and final resident interview questionnaire
• Facilitator’s Guide for each in-person workshop, sign-in sheet, and name tags • Organize and attend up to 2 in-person and up to 13 virtual workshops, including workshop materials to be finalized at the time of planning, and workshop summary memos • Virtual attendance at up to 6 GPTAG meetings, includes supporting facilitation and providing presentation materials (e.g., PowerPoints, handouts), agenda topics, and supporting note taking • Facilitation of up to 20 virtual stakeholder interviews, including the development of stakeholder interview questions with review by City staff and memo summarizing results • Walking tour guide/maps, questionnaire for tour attendees, facilitated meeting at the end of tour, and summary of results
• Engagement toolkit presentation slides, fact sheet, and survey questions.

Task 3 Existing Conditions, Issues and Opportunities
The City’s General Plan has not been comprehensively updated since the 1990s. One of the first phases in the process will be the Learning Phase, where the Rincon team will build a foundational understanding of the city’s existing conditions as well as issues, opportunities and trends.

During this task, the team will conduct a review of existing documents, including an audit of the General Plan.

The audit will identify goals, policies and programs still relevant that can be incorporated into the updated General Plan and those that have the potential but need to be revised or updated. The audit will also include a legislative consistency analysis to address required legislative updates since the General Plan was last updated. The Rincon team will also prepare an Existing Conditions Background Report (ECBR) to describe Pacific Grove’s existing built, social and natural environment in a succinct, graphically oriented and engaging format. Our approach will ensure that the ECBR is prepared to support the needs for the General Plan process as well as the needs for the environmental setting section of the EIR.

The Rincon team will continue the learning process by conducting community engagement activities, including walking tours, early visioning and issues and opportunities activities (as further described in Task 2) to ensure a clear understanding of the community’s issues, priorities, and values. The community’s values or Vision and Guiding Principles will provide direction and serve as guardrails for future more detailed analyses and policy development.

The Rincon team will conduct additional technical reports and studies (as further detailed in Task 3.6) and prepare a Strengths, Weaknesses, Opportunities and Threats (SWOT) report. This report will build on the General Plan Audit, ECBR, CAAP GHG inventories, forecast and targets, community visioning and engagement and will serve as a strategic guide for the General Plan Update. It will look at both internal and external planning factors and trends and will connect the dots between the Pacific Grove’s identified needs and opportunities and preliminary policy and implementation recommendations.

3.1 General Plan Audit
The audit will identify goals, policies, and programs still relevant that can be incorporated into the updated General Plan and those that have potential but need to be revised or updated including an assessment of which policies and programs have been particularly successful for City of Pacific Grove and which have not.

This review will also take a close look at the Housing Element programs that will be adopted for the 2023- 2031 Housing Element Cycle, including how these programs will directly affect the Land Use Element. A key component of the General Plan Audit will also include a legislative consistency analysis, which will provide a list of legislative changes required to bring the General Plan into compliance. This assessment assumes one PGCC 5-3-23

round of review with City staff and would be included as an Appendix to the Existing Conditions Background Report (ECBR).

3.2 Existing Conditions Background and Technical Reports The Rincon team will prepare a series of existing conditions background and technical reports to describe Pacific Grove’s existing social, natural, built, and economic conditions. The technical reports or memorandums will be used to inform an understanding of the City’s existing conditions to support subsequent tasks including the SWOT analysis in Task 3.4, the Objective Design and Development Standards, the CAAP, and the focused updates to the Land Use, Transportation and Safety elements. Each of the technical reports and memorandums will be under separate cover and are intended to be technically focused on the information needed to support the updates as described above, using simple narratives and data presentation and maps (as necessary). Unless otherwise stated herein, Rincon anticipates one round of review of each of the existing condition and technical background reports. The drafts will be submitted electronically, and the team will respond to one set of compiled, tracked changes from the City.

The technical reports include the analysis necessary to support compliance with SB 379, AB 747, SB 99 and to include an economic analysis that will allow the team to draw insights from market and economic realities to foster realistic infill and land use strategies.

To support engagement and help synthesize the information from the existing conditions background and technical reports, Rincon will prepare a graphically oriented and succinct Existing Conditions Background Report Executive Summary (Executive Summary). The Executive Summary will summarize the most relevant existing conditions information from the reports and is anticipated to be used for discussions with stakeholders and to provide a more publicly accessible version of the existing conditions information. The following subsections describe the anticipated existing conditions and technical background reports that will be prepared.

3.2.1 Land Use and Community Character
The land use and community character report will provide an overview of the existing and allowed land uses in the city and place type characteristics of the City’s neighborhoods.

Rincon will define the planning area and analyze land capability relative to future growth for the life of the updated General Plan. This report will analyze:
• Existing land uses
• Historic and current growth and development patterns
• Existing planning framework, including Vision plans and Specific Plans • Relationship to the surrounding County unincorporated lands • Physical constraints
• Potential infill development locations
• Vacant and underutilized lands
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This will include the creation of maps to ensure a clear understanding of the general plan study area, land use designations, existing land uses and potential opportunity/change areas. The Rincon team will review the current draft of the 6th Cycle Housing Element update to ensure the prospective land use changes in this document are reflected in the background understanding of the Land Use Element.

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Community Character
Pacific Grove is a composite of exceptional districts and landscapes. WRT will take a place-based approach to community design to respond to distinct and unique development patterns and character within neighborhoods and along corridors, with appropriate building types.

The older part of town affords extraordinary walkability as its centrally located downtown and grid connect residents to goods and services; infill development can complement the traditional fabric and confer benefits, such as to reduce Pacific Grove’s per capita driving rates in the community and increase patronage (and therefore the availability) of local destinations. Newer neighborhoods, while auto-reliant for shopping trips, are integrated within extraordinary coastal landscapes with remarkable recreation; development in these outer neighborhoods can reinforce how buildings and landscapes work with the natural setting.

The Forest Hill commercial district was designed for motorists with lowrise buildings set behind parking lots; a candidate for private redevelopment on account of its relatively low development intensity, policies and design standards for Forest Hill can use growth to create a walkable transit-oriented district by investing in pedestrian infrastructure and codifying pedestrian-oriented building and site guidelines in the Forest Hill Specific Plan.

WRT’s approach will be to carefully evaluate these generalized “place types” to identify character- defining features for each place type and tailor policies and standards to respect Pacific Grove’s character, while recognizing contemporary building practices and their response to market factors. Community engagement will inform our understanding of place types and how this understanding should inform policies and standards. Walking tour (see Task 2.6) will enlist GPTAG members in identifying “what works” and “what needs fixing” in each place.

For each place type, WRT will catalogue representative building types and architectural characteristics, such as: setback/build-to lines, massing cadence & modulation, materials & color, fenestration & entry patterns, cornice lines, and roof form. WRT will note if an architectural style predominates. They will also examine landscape treatments, such as fences and tree species, and street design elements, like sidewalks and street trees. WRT will also review Pacific Grove’s Historic Context Statement and its Architectural Review Guidelines for Single-Family Residences. This will include the creation of district maps, photos and descriptors of the districts examined, a place type map and place type matrix that groups together districts with similar characteristics, character-defining attributes for each place type.

3.2.2 Hazards and Safety
Rincon will characterize and assess natural and environmental hazards in Pacific Grove. We will generate infographics and maps to characterize the risks and vulnerabilities related to:
• Geologic and seismic hazards, including liquefaction, seismic activity, and landslides • Flooding hazards
• Peak load water demand
• Wildland fire hazards
• Hazardous materials
• Climate change related hazards, including increases in temperature, more intense and frequent heat waves, more intense and frequent drought, higher frequency of catastrophic floods, more intense and frequent wildfires, and more severe coastal hazards associated with sea level rise (consistent with the more detailed analysis conducted under Task 3.2.3, described below). • Emergency evacuation constraints (consistent with the more detailed analysis conducted under Task

3.2.4 and 3.2.5, described below).

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• Emergency response facilities and services to characterize Pacific Grove’s capacity to prepare and respond to emergencies.
• Noise conditions will consider type, location, and extent of noise incompatibility in the community.

Rincon will identify major stationary and mobile sources of noise in the City and visually identify traffic noise contours based on data from the traffic report. For this analysis, Rincon will prepare noise contour maps and descriptions of existing noise conditions.

3.2.3 Climate Change Vulnerability Assessment
In accordance with California Government Code 65302(g)
and SB 379, Rincon will complete a Climate Change
Vulnerability Assessment which will detail the anticipated climate impacts in the City of Pacific Grove, including increases in temperature, more intense and frequent heat waves, more intense and frequent drought, higher
frequency of catastrophic floods, more severe and frequent wildfires, and increasing rates of sea level rise and its impacts on increasing coastal hazards, and shoreline and bluff erosion.

At a qualitative level, Rincon will evaluate the locations of the City’s critical facilities and services (such as Fire Stations, evacuation routes, etc.) in relation to potential climate change impacts based on readily available
geospatial data. The Climate Change Vulnerability
Assessment will be prepared consistent with the latest
(2020) California Adaptation Planning Guide, as described in California Government Code 65302(g) and the Office of
Planning and Research’s General Plan Guidelines. Rincon will utilize maps and data from existing plans and available sources of geospatial data, including:
• Internet-based Cal-Adapt tool
• Internet-based Healthy Places Index tool to identify vulnerable populations • County of Monterey Multi-Jurisdictional Hazard Mitigation Plan (September 2022), of which Pacific Grove is a participating jurisdiction
• California’s Fourth Climate Change Assessment, Regional Report • Existing development in identified at-risk areas, including structures, roads, utilities, and essential public facilities
• California Coastal Commission Sea-level Rise Policy Guidance (Updated 2018) • Ocean Protection Council (2018)
• NOAA Office for Coastal Management’s sea-level rise projections data • Pacific Grove Land Use Plan and Implementing Ordinances (January 2020) • Pacific Grove Shoreline Management Plan – Vulnerability Assessment (November 2018) • Pacific Grove Shoreline Management Plan (June 2020)
• Our Coast Our Future, which presents results from the Coastal Storm Modeling System (CoSMoS) developed by U. S. Geological Survey (USGS)
A key component of the Climate Change Vulnerability Assessment will be an evaluation of the potential for climate change to disproportionally impact vulnerable population groups (e.g., seniors, children, low-income communities, outdoor workers, etc.).

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The Climate Change Vulnerability Assessment will rely on modeling scenarios per the California Adaptation Planning Guide, the Office of Planning and Research’s General Plan Guidelines, and the California Coastal Commission’s Sea-level Rise Policy Guidance updated in 2018. The Climate Change Vulnerability Assessment will be a qualitative analysis and will not include quantitative asset analysis by hazard area.

It is assumed that sea-level rise scenarios will be selected consistent with the Draft County of Monterey Multi-Jurisdictional Hazard Mitigation Plan (September 2022) which includes three sea level rise scenarios:
25 cm (2030), 75 cm (2060), and 200 cm (2100).

It also assumed that the one percent annual chance flood combined with the 2100 sea level rise scenario will be selected. Although the City of Pacific Grove has historically not retreated significantly since its shoreline is mostly dominated by exposed granitic rock, according to the County of Monterey Multi-Jurisdictional Hazard Mitigation Plan, sea level rise is expected to increase the exposure of Pacific Grove’s coastline to erosion, exposing large areas of the city to coastal hazards. Therefore, a qualitative analysis will be done to assess the impacts of sea level rise and coastal erosion on the City assets. This task assumes that the assessment will be based on readily available information (no modeling will be conducted) and that mapping will be based on geospatial data provided by the City or available online. Quantitative asset mapping and tabulation is not included in this task.

3.2.4 Emergency Access Analysis
SB 99 requires all cities and counties, upon the next revision of the Housing Element on or after January 1, 2020 to update the Safety Element to include information identifying residential development in any hazard areas identified in the Safety Element that do not have at least two emergency evacuation routes. KimleyHorn will coordinate with City staff to develop a City wide map using ESRI that identifies communities with fewer than two ingress/egress routes and provide a narrative description of the implications for evacuation planning. The analysis will be used to determine whether the City should consider policies to address any identified access limitations or constraints. Kimley-Horn will document key findings and policy recommendations for inclusion in the Health and Safety Element. Rincon will incorporate policies and implementation programs in the Health and Safety Element.

As appropriate, information from the emergency access analysis will be included with the Executive Summary.

3.2.5 Evacuation Capacity Assessment
Kimley-Horn will prepare an evaluation of evacuation route capacity, safety, and viability under three: 1) Highway 68 and Lighthouse corridor, 2) Highway 68 only, 3) Lighthouse corridor only. The level of effort for this evacuation analysis can be adjusted based on further discussions with Pacific Grove.

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To conduct this analysis, Kimley-Horn will host a preliminary virtual meeting with City staff to identify key evacuation routes that will expand on the City’s GIS Base Map. Major hazard areas will be reviewed with the Transportation Element maps for the City to assist in identifying evacuation routes in the review area (limited to major arterials). Kimley-Horn staff will attend the meeting and anticipate agency staff will include emergency responder personnel and the City’s Traffic Engineering and Planning team. This meeting will establish the assumptions for evacuation modeling. The AMBAG Travel Demand Model will be used for this analysis.

Additionally for this analysis, each neighborhood’s principal evacuation route will be examined in terms of its capacity as measured by vehicles and passengers per hour versus the population to be evacuated. This will be conducted in GIS and a qualitative assessment since most roads are two-lane roads and evacuation will be based on shortest routes to the arterials. The potential for capacity augmentation under emergency conditions should be considered e.g., use of shoulders or contraflow traffic operation.

Safety will be assessed by examination of available collision data for the roadway and discussions with City staff. Viability will be assessed by evaluation of the vulnerability of the vulnerability of the route to obstruction and assumptions determined with staff.

Kimley-Horn will recommend mitigation measures to address constraints identified in the Emergency Evacuation Analysis. Rincon will incorporate the mitigation measures into the Health and Safety Element as policies and implementation programs.

As appropriate, information from the emergency access analysis will be included with the Executive Summary.

3.2.6 Transportation and Parking Analysis
The update to the Transportation and Mobility Element will consider appropriate thresholds of significance (SB 743) in the operational performance evaluation for roadway facilities. It will also incorporate complete streets standards for all modes, including pedestrians, bicyclists, and transit. These efforts comply with the current best practices, such as the multimodal level of service (LOS) and Level of Traffic Stress methodologies as well as the Complete Streets legislation (AB 1358). Kimley-Horn has performed these analyses for several general plan updates in California and will assist the City in realizing its own complete streets goals as well as the requirements of the California Complete Streets Act.

Kimley-Horn will consolidate all existing and representative locally owned and operated City roadway traffic count data (pre-COVID shelter-in-place restrictions) and stratify this data by count source, facility type, and age of count. Existing traffic count data bases from the Association of Monterey Bay Area Governments Traffic Count Mapping webpage, the Highway Performance Monitoring System (HPMS), City, and the regional travel demand model validation counts will be examined for applicability along with State highway data and will work with the City to develop and collect additional data as necessary.

After all traffic count data has been gathered and processed, Kimley-Horn will perform the existing condition traffic operations analysis for local City roadways and all state highway facilities. Kimley-Horn will coordinate with the City as to whether intersections and multi-modal (Complete Streets) LOS analysis on select roadways within the City is desired. Kimley-Horn will work with the City for appropriate thresholds of significance for evaluating transportation impacts.

Based on the analysis described above relative to the applicable performance service standards for each facility analyzed, Kimley-Horn will identify existing deficiencies within the City. For facilities identified as deficient, Kimley-Horn will confirm with City and Caltrans District 5 staff (for State owned facilities) based on empirical field observations, data collection activities and other traffic operations analyses that may have been performed for the same facility and location. This will include an assessment and evaluation of active transportation systems, goods movement, aviation facilities, and Transportation Demand Management (TDM)/System Management (TSM) operations.

Kimley-Horn will extract on-street occupancy data from Big Data and perform a windscreen parking occupancy survey during the peak period for off-street parking lots on one weekday and one Saturday. The data will be presented graphically and tabular format. Existing land use data that complements the parking demand in the business areas will be provided by the team/City in tabular and graphical format.

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Based on the growth in land uses for the General Plan buildout scenario, parking demand based on ITE and ULI rates will be calculated and shortfall identified by street block location. Generic parking policies and goals will be developed for the General Plan based on the results. This analysis does not include an implementation plan. This portion of the analysis will not occur until the land use alternatives phase of the project.

Existing conditions data and maps on transportation, mobility and parking will be incorporated as appropriate into the Executive Summary.

3.2.7 Economic Analysis
Economic Analysis
EPS will assess the underlying socioeconomic and real estate market context for the Pacific Grove General Plan Update. This technical analysis will cover key demographic, economic, and real estate factors affecting the City and its role in the broader region. The goal will be to identify and provide a clear understanding of demographic trends, the strengths of the local economy, the city’s key competitive attributes, and challenges and opportunities influencing sustainable long-term growth that might be addressed by the General Plan Update.

Socioeconomic Trends
EPS will analyze local socioeconomic characteristics, trends, and growth projections. The analysis will consider demographic and economic factors that inform and highlight land use opportunities and constraints in Pacific Grove. The primary purpose of the work is to offer context for community and stakeholder outreach discussions, to provide data for the visioning and planning process, and to support the land use alternatives and economic development policies for the General Plan. Relying on publicly available data (e.g., US Census Bureau, California Department of Finance, California Employment Development Department) as well as proprietary, third-party data sources, EPS will assemble and evaluate population and jobs data, including employment by industry. The analysis will look backward and forward ten to twenty years and will consider Pacific Grove, nearby jurisdictions, and the region. EPS will rely on available projections of growth in the region and in Pacific Grove. The analysis will provide key inputs to forecasting various General Plan alternatives. To support equity considerations, various population and household data will be considered by race and income, as may be appropriate. This data will be available for incorporation into the team’s Existing Conditions effort.

Economic Drivers and Trends
An assessment of citywide and regional economics will consider major economic drivers and business trends. It is anticipated that local business conditions, economic diversification, employment for local residents, and the evolving retail industry may be key topics of the assessment. The effort will build on the socioeconomic data and will include additional subject-specific data research. This information will be synthesized to provide a cogent perspective on local and regional economic themes. As part of this task, EPS also will consider City economic development efforts, including City revenue factors and anticipated future capital improvements.

Real Estate Market Assessment
EPS will establish and document real estate market trends in Pacific Grove. As part of the market analysis, EPS will consider market statistics as well as detailed information concerning new, high-performing local and regional comparable projects, including their market positioning, architectural formats, tenanting, amenity offerings, and market value. The assessment also will consider potential development sites based on direction and data from City staff. The Real Estate Market Assessment will cover standard land use types, including residential, office, industrial, retail, and hospitality uses.

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3.2.8 Executive Summary
Rincon will prepare an Executive Summary of the existing conditions using the existing conditions and technical background reports prepared in Tasks 3.2.1 through 3.2.7. The Executive Summary will be a graphically oriented and succinct document and will include appropriate charts, maps, and infographics to convey the existing conditions information in a visually compelling manner. Rincon will prepare a Screencheck draft for City staff review and based on one set of consolidated comments will prepare a draft for review with the GPTAG prior to public release. After reviewing with the GPTAG, Rincon will prepare a final Executive Summary for public release.

3.3 Vision and Guiding Principles Development
Through early community engagement tasks, the Rincon team will develop a vision and guiding principles document for the Focused General Plan Update. It will be important to confirm and clarify the vision and issues facing the City now and in the future. While this is a Focused General Plan Update and not all elements will be updated during this process, it is still important to align on the community’s desires and priorities for the update. A clear connection will be made between the community’s vision and the updates to the General Plan. The Vision and Guiding Principles document is anticipated to be a concise document (no more than a few pages) and will be shared with the GPTAG for input and will be presented at subsequent community engagement events to inform the next phase of the effort.

3.4 Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis, Preliminary Policy and Implementation Measure Recommendations
The Rincon team will conduct a SWOT analysis and prepare a summary report. The SWOT analysis will build on the ECBR and issues, the GHG Inventories, Forecast and Targets (Task 8.3 of the CAAP) opportunities and vision principles identified through early engagement tasks. The SWOT analysis will evaluate both internal and external planning factors and trends and will connect the dots between Pacific Grove’s identified needs and opportunities and preliminary policy and implementation recommendations. The intent will be to use this report to present and explore preliminary policy options to address the most important issues and opportunities identified during the update process. It will also support a more focused and direct approach to the alternatives and policy development.

The analysis is anticipated to be organized as follows:
• Guiding principle – a discussion of the guiding principle(s) or values/priorities identified through early engagement
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• Directives – a discussion and evaluation of contributing strengths, weaknesses, opportunities, or threats
• Other considerations – this will include a discussion and evaluation of other factors requiring consideration such as a discussion of relevant legislative requirements or funding considerations • Preliminary goals or implementation measures – this will include a discussion of recommendations for preliminary goals or implementation measures
This report will be shared with the GPTAG for their feedback. It can also be shared with the Planning Commission and/or City Council. This task anticipates a working session with City staff to review the results and preliminary recommendations prior to sharing with the GPTAG or other decision- making bodies. This task assumes the Rincon team will respond to one round of compiled, tracked changes from City staff and prepare and prepare a Final public review version of the SWOT report.

Deliverables
• Draft and Final General Plan Audit Memo
• Draft and Final Existing Condition and Technical Reports (Land Use and Community Character, Hazards and Safety, Climate Change Vulnerability, Transportation and Parking). • SB 99 Analysis Map and Technical Memorandum
• Draft AB 747 Evacuation Capacity Modeling Assumptions Memorandum and GIS neighborhood routes • Draft and Final Emergency Evacuation Analysis, including mitigation measures • Memorandum – Economic Development Analysis (Draft and Final) • Memorandum – Economic Development Strategies (Draft and Final) • Screencheck, Draft and Final Existing Conditions Background Report Executive Summary • Draft and Final Vision and Guiding Principles document • Draft and Final SWOT Analysis Report
Task 4 Alternatives

4.1 Land Use, Community Design and Circulation Alternatives Analysis The Rincon team will provide up to three “mock-up” land use, community design and circulation alternatives identified through data collection and analysis conducted in the previously completed tasks, refined through discussion with staff, GPTAG, City Planning Commission and City Council, and the community.

The alternatives will focus on the placement, organization, and relationship of land uses, community design and public realm features including neighborhoods/districts, key corridors community features and architectural characteristics. The alternatives analysis will review land use, scale and community characteristics, destinations, and mobility connections. Each alternative will consider the Housing Element sites selection process and the need to implement the 6th Cycle Housing Element RHNA, transportation data, environmental justice, climate hazards, and evacuation constraints information collected as part of Task 3, and opportunities considered under Task 3, as well as the natural, built, and social environment of Pacific Grove.

4.1.1 Initial Alternatives Maps
Each of the proposed alternatives will be illustrated through maps and graphics including:
• Land Use Scenario – the mix of proposed uses, allowable densities and total amount of new growth • Community Design – provide illustrations and/or images/photos of place and building types, architectural character and public realm/space features including key walk sheds and view sheds • Mobility – identify any future roadways, transit and active transportation networks or close the gaps in the multimodal transportation network (e.g., installing new sidewalks, or multi-use paths to connect potential new development sites to transit
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4.1.2 Alternatives Analysis
Circulation Analysis
From the ECBR and SWOT analysis, Kimley-Horn will identify gaps in transportation, specifically related to multimodal improvements. Potential funding programs will be identified for implementation. The City is built out and little opportunity exists for widening roadways and intersections. Some intersection control measures may be improved through either signals or the installation of small roundabouts. Kimley-Horn will work closely with Rincon and WRT and land use intensification and growth will be added to the AMBAG travel demand model and segment volumes will be extracted from the model.

Kimley-Horn will also prepare a Vehicle Miles Traveled (VMT) analysis for each alternative for motor vehicles.

This task will kick off with an evaluation and analysis of the existing VMT, in order for the City to determine whether the potential General Plan Update land use and circulation changes will require modification in VMT information for the City.

The City uses the regional Traffic Demand Model maintained by AMBAG and supplement the information with Big Data Kimley-Horn shall use this model for traffic modeling purposes and may have to do verification and calibration for the Watsonville.

Kimley-Horn will work closely with City staff to verify the land uses by TAZ for existing and GP conditions. For future condition analysis these scenarios will be analyzed: Base, Future and one alternative. Travel patterns within (I-I), and external (I-X) and (X-I) will be determined from the AMBAG model for different modes for GP conditions. Kimley-Horn will also determine internal trips from residential communities to areas of employment.

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This will show the integration between land use and transportation system wide. The findings of the study shall be summarized in a technical memorandum.

Kimley-Horn will support an update to the City’s VMT Policy and Mitigation Program through the following two sub-tasks:
• VMT Analysis for Cumulative Conditions. Kimley-Horn will perform a Vehicle Miles Traveled (VMT) analysis for Cumulative Conditions as defined as a part of the EIR1. This will include a No Project scenario, a Project scenario, and one more Project Alternatives. The City’s model, and specifically the future year scenario, will be used to perform the VMT analysis. Separate versions of the future year scenario will be developed for each of the analysis scenarios based on land use and roadway network modification developed for each of the scenarios within the EIR. Each scenario will be run, and the outputs will be used to perform the VMT analysis based on the City’s adopted analysis methodology and thresholds. A summary table will be created to summarize the findings of the VMT analysis. Both the total land use for each analysis scenario, and the land use growth specifically (defined as the difference between land use assumed in the Existing scenario and the land use assumed for each future year analysis scenario), will be evaluated and compared to the City’s VMT thresholds for each land use type.

The findings will be summarized in a table and a finding of significance or less than significance will be determined. The City VMT Banking Fee will also be updated, if required. • VMT Mitigation Projects Update. Understanding that the City has previously developed a VMT Mitigation Program, Kimley-Horn will expand the existing program based on the budget allotted to this task. The expansion will include evaluation of additional projects, and if the budget allows updated policy considerations. Kimley-Horn will provide the City a summary of the project analysis findings and update the VMT Mitigation Program document.
1 The costs for this work are included in the CEQA and will be used to support the EIR. Costs for the VMT analysis are not included in this task.

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Alternatives Report
The Rincon team will provide a matrix-style analysis of the land use, community design, transportation, and environmental impacts to compare and contrast the alternatives. Specific metrics to be analyzed include population, housing, and employment projections.

The team will refine the three alternatives for review and deliberation by staff and decision-makers that include the results of the analysis performed. The alternatives will be packaged into a summary report consisting of a description of land use categories, development capacity and potential housing allocation, conceptual land use diagrams, and applicable policy concepts with color maps and illustrations, as appropriate. These alternatives may be presented in full to the public for consideration, or individual concepts used in the alternatives may be presented to gather public input for consideration. The alternatives will be presented to the GPTAG. Following deliberation of the alternatives, we will present the alternatives to the Planning Commission and City Council in a study session format to arrive at a preferred alternative.

4.2 Preferred Alternative
Based on the discussion with staff, GPTAG, Planning Commission, and City Council, the Rincon team will refine and finalize the preferred land use, community design and circulation alternative. The Rincon team will then calculate the full buildout and growth projections for the General Plan horizon year for the preferred alternative. The preferred alternative will be used to support policy development in the General Plan and the Program EIR analysis for VMT.

Deliverables
• Draft Land Use Alternatives (up to three)
• Draft and Final Alternatives Analysis Report, including documentation of Preferred Alternative • VMT Analysis and Findings
Task 5 General Plan

5.1 First Administrative Draft General Plan
The Rincon team will prepare the Administrative Draft version of the General Plan for City staff review. The General Plan will be internally consistent and conform to applicable provisions of State general plan law as outlined in Government Code Section 65302 and recent legislation, using the 2017 California Office of PGCC 5-3-23

Planning and Research (OPR) General Plan Guidelines, the most recent local and regional best practices, and incorporating Pacific Grove priorities and input gathered during the community engagement process.

Specific content and organization of the elements of the General Plan will be refined through the engagement process and discussion with staff; however, we expect the Administrative Draft of the Focused General Plan to include:

Land Use and Community Design
Rincon anticipates combining the land use and community design policies in one Land Use and Community Design Element and to prepare goals, policies and implementation programs to address citywide land use and community design concerns, including:
• Updates to Land Use Designations. Rincon will work to address opportunities based on the Housing Element update, requests received from residents, property owners, compatibility with adjacent uses, and strategic opportunity sites that will promote community and economic development. • Community Design. With support from WRT, Rincon will develop policies to support context-appropriate buildings and opportunities for context-sensitive architecture and other community design features. • Public Realm Connections. With support from WRT and Kimley-Horn, Rincon will develop policies to support creating stronger connections through public spaces such as streetscape improvements, active transportation facilities, landscaping and building treatments and arrangements.

Transportation
The goals, policies and implementation programs in this section of the General Plan will cover Complete Streets, City Bicycle and Pedestrian Plan, Vision Zero, SRTS and other multimodal considerations including:
• Complete Street Roadway Classification. Recommendations will be made regarding street cross sections and converting existing roadways to Complete Streets. The classification would be done by street function and by the land use specifics and areas it serves, such as commercial, downtown industrial, or residential neighborhood. We will review the current roadway classification system and make recommendations for changes to the classification to meet Caltrans requirements for grants for Complete Streets. GIS mapping will illustrate the classification system. • Complete Street Concepts. Kimley-Horn will develop conceptual layouts and cross sections that will be used for the General Plan and VMT mitigation banking projects. • Bicycle and Pedestrians. Gaps in the City Bicycle and Pedestrian Map will be determined, and based on traffic growth, opportunities identified for improved bicycle and pedestrian facilities. The City Bicycle and Pedestrian Plan map will be updated in GIS indicating the class and alignment on the City street network.
• Safety. The City’s Vision Zero future conditions reduction will be incorporated into the General Plan.

Safe Routes to School policies will also be refined. However, this scope of work does not include detailed Safe Routes to Schools analysis and planning.

Health and Safety
Rincon will identify goals, policies and implementation programs to address wildfire, seismic, flood, hazardous materials, and climate change risks, along with goals, policies and programs to address needs associated with emergency response and emergency evacuation. The Health and Safety element will be PGCC 5-3-23

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comprehensively updated with new background descriptions and maps, based on the reports prepared under Task 3. Goals and policies will aim to minimize risk associated with potential hazards and build capacity to respond to long-term stress and short-term disruptions associated with hazard events, working towards creating a resilient, sustainable Pacific Grove community:
• Natural Hazards
• Evacuation Routes and Capacity
• Emergency Response and Emergency Preparedness
• Fire, Police, and EMS
• Hazardous Materials
• Noise
• Personal Safety
• Climate Change
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Greenhouse Gas Reduction
Rincon will weave into the Land Use and Urban Design, Transportation, and Health and Safety Elements policies and programs that seek to reduce greenhouse gases within the community. We will prepare up to 3 strategies per emission sector (i.e., transportation, water, wastewater, energy, buildings, carbon sequestration, solid waste). In recognition of the City Council’s recent commitment to prepare a Climate Action and Adaptation Plan, we have proposed an optional task to prepare a CAAP (see Optional Task B).

The Rincon team will address edits from one round of review on the Administrative Draft General Plan based on feedback from City staff. Comments from City staff shall be made as a single consolidated set of comments in Microsoft Word tracked changes. The Rincon team also anticipates sharing initial draft policies with the GPTAG organized around key policy areas.

5.2 Second Administrative and Public Draft General Plan Rincon will prepare a Second Administrative Draft General Plan based on comments provided by City staff and the GPTAG on the First Administrative Draft. We assume one round of comments, including editorial and formatting edits for the Second Administrative Draft. We assume that the second administrative draft will require only minor revisions. If significant revisions are required, Rincon will work with City staff to mutually agree on adjustments to Rincon’s scope and fee to address revisions. The Public Draft General Plan will then be presented to the Planning Commission and City Council as either individual or joint study sessions (see Task 9) and made available for review by the public.

Rincon will submit the Health and Safety Element for CAL FIRE review and address one round of comments from CAL FIRE. Rincon will submit the Final Safety Element for the Board of Forestry and Wildfire Protection review in keeping with AB 3065 to issue a recommendation prior to the City Council’s adoption hearing date.

Rincon would attend one meeting with CAL FIRE and would attend the Board of Forestry and Wildfire Protection hearing.

A final public hearing draft of the General Plan will be prepared following public review. This scope assumes only minor revisions to the public hearing draft. If significant revisions are required, Rincon will work with City staff to mutually agree on adjustments to Rincon’s scope and fee to address revisions.

Deliverables
• First and Second Administrative Draft General Plan
• Health and Safety Element submittal to CAL FIRE (up to two rounds of review) • Health and Safety Element final submittal to Board of Forestry and Wildfire Protection • Attendance at one meeting with CAL FIRE
• Attendance at one board meeting with the Board of Forestry and Wildfire Protection • Public Draft General Plan
• Public Hearing Draft General Plan
Task 6 Zoning Ordinance Amendments
Implementation is a critical part of the planning process and establishes a clear framework for project applicants and development. The full scope of the zoning ordinance amendments will be subject to final programs identified in the 6th Cycle Housing Element Update. Therefore, our approach includes an initial step to assess zoning consistency with the 6th Cycle Housing Element and the General Plan. This will ensure we create a clear road map of zoning amendments needed to ensure internal consistency with the Housing Element and General Plan. In addition, Rincon’s full-service GIS team is available to support the City’s needs for GIS data management and mapping needs. Our scope includes the necessary zoning map updates, but Rincon can support any additional GIS needs that might arise, including coordinating updates to the City’s public parcel viewer or other such services that would ensure the City is fully supported with their zoning implementation tools.

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6.1 6th Cycle Housing Element + General Plan Zoning Consistency Memo Following review of the draft 6th Cycle Housing Element and in conjunction with preparation of the Administrative Draft Land Use Element, Rincon will prepare a list of zoning ordinance sections that will need to be amended to maintain consistency with the updated Housing Element programs and identified Land Use Element updates.

Changes to the zoning ordinance will need to address any revisions to development standards of residential zones or any re-zoning that is required to accommodate the City’s RHNA allocation. Rincon will prepare a list of municipal code sections that will need to be amended to maintain consistency with the updated Housing Element programs and identified General Plan land use amendments. The results of this task may require additional municipal code amendments be included in Task 7.

6.2 Administrative and Public Review Zoning Map Updates Rincon will evaluate the extent to which the proposed General Plan and the 6th Cycle Housing Element programs are in conformance with the existing zoning maps. We will examine zone classifications at the parcel level using GIS, comparing it to the proposed land use classifications to evaluate the plan’s consistency with the current zoning. Based on this evaluation, Rincon will identify potential changes to the City zoning map to achieve greater consistency with the proposed General Plan and 6th Cycle Housing Element Update.

Deliverables
• 6th Cycle Housing Element + General Plan Zoning Consistency Memo • Administrative Draft Zoning Map (ArcGIS Online and PDF) • Public Draft Zoning Map (ArcGIS Online and PDF)
Task 7 Objective Development and Design Standards
As part of ODDS development, the Rincon team will fine-tune the understanding of place-types and the community character by cataloguing prevalent building types and architectural characteristics. We will illustrate key concepts, alternatives, and recommendations using diagrams, photographs, and photo simulations. For example, we will show different ways that buildings can relate to streets, and how building stepbacks can mitigate the visual effects of taller buildings. WRT will use a range of visualization tools such as – 2D maps and diagrams, 3D massing studies and perspective views, to communicate community design concepts and infill solutions in the final document, and for community engagement.

WRT and Rincon recognize that the ODDS are a vital tool for implementing the City’s policies and the community’s vision for its future, in the course of conforming to State laws that require a ministerial path for multi-family and ADU projects. State law strictly limits evaluation of proposed projects to benchmarks knowable by both the development applicant and public official in advance and free from subjective interpretation, except for narrow exceptions. Objective standards are needed to address building and site design, and other requirements for zoning approvals such as grading.

The ODDS process offers an opportunity to ensure the regulations are clear, consistent, unambiguous, and easily administered. The Rincon team will retain and build on existing objective standards while interpreting and codify subjective provisions. ODDS must also address community character issues in advance of development proposals. In consultation with community members, we will develop context-oriented standards by defining Pacific Grove’s place types and, for each place type, prescribing character- defining attributes.

7.1 ODDS Initiation and Issue Identification
WRT will initiate the ODDS through a review of relevant regulations, guidelines, and policies found in the Pacific Grove Municipal Code (PGMC), Forest Hill Specific Plan, current General Plan, draft General Plan Update, draft Housing Element, Pacific Grove’s Historic Context Statement, and its Architectural Review PGCC 5-3-23

Guidelines for Single-Family Residences. The result of this review will include an outline of topics to be considered as part of the ODDS.

WRT and Rincon will hold a virtual kick-off meeting for the ODDS process with City staff to review and discuss
roles and responsibilities, key objectives or
challenges, the outline of relevant regulations, project precedents, any additional outreach or engagement
strategies, and conduct a virtual tour of effected
districts (as needed), and draft planning principles.

City staff will be responsible for inviting key staff
members. This meeting is separate from the Project
Management and Coordination meetings as it may
include different departments and will require a more
focused discussion.

WRT will conduct a variety of engagement activities to
inform the ODDS, including participation in
stakeholder interviews and the development of a
community survey described and budgeted in Task 2.

In addition to these activities, WRT anticipates working with the GPTAG to also support the ODDS process The GPTAG will review interim deliverables and guide development of the ODDS. The Rincon team recommends that during selection of the GPTAG members in Task 2.4 that members include representatives that can support informed contributions to the ODDS process including (but not limited to) the Planning Commission, Architectural Review Board, Historic Resources Committee, Site Development Committee, local architects and developers, and City departments. This group could include the full GPTAG or could be a subcommittee of GPTAG members that meets to advise on the ODDS. This scope anticipates covering ODDS in up to three meetings with the GPTAG (described and budgeted in Task2) and is anticipated to include the following topics:
• Meeting #1 – ODDS Orientation and Issue Identification. WRT and Rincon will provide an overview of project objectives, zoning, how zoning and housing elements work together, State housing law basics, ODDS benefits and challenges, an overview of General Plan policies (current and under consideration) pertaining to ODDS. Working with City staff, will present recent multifamily project precedents. After discussion, WRT will provide building types and key questions. WRT will provide a high-level summary and record GPTAG-member concerns and perspectives on key questions. • Meeting #2 and #3 – ODDS development. WRT will prepare for and facilitate at up to two GPTAG meetings to consider remaining issues of concern, such as translating subjective provisions, to finetune character-based standards to align with Pacific Grove, and other issues that emerge during GPTAG engagement. We will illustrate issues using photographs, diagrams, and sketches.

To advance issue identification, WRT will determine which standards, guidelines, and procedures are objective (independently verifiable) and which are subjective guidelines (open to interpretation). To compare standards across districts, tables will summarize allowable uses, building envelope (setbacks, stepbacks, and height), residential density, floor area ratios, and parking ratios. We will also distinguish between subjective guidelines that be easily rewritten to be objective, versus subjective guidelines that require interpretation by City staff or decision-making body.

Additionally, to connect ODDS to Pacific Grove’s character, WRT will refine the place type map and definitions developed in the ECBR, to consider historic periods for each place type as described in Pacific Grove’s Historic Context Statement. For four identified place types, WRT will catalogue representative building types using photographs and narrative. WRT will consider architectural characteristics, such as:
setback/build-to lines, massing cadence and modulation, materials and color, fenestration and entry patterns, cornice lines, and roof form. A range of residential only, mixed-use, and accessory building types will be considered. To inform how we might organize contextual design standards, we will compare place type locations and attributes to zoning district locations and requirements.

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Finally, WRT will review up to eight recent precedents for multi-family projects. City staff will be responsible for gathering representative precedent drawings and programmatic summaries. WRT will summarize the most relevant information, such as density and typical floor plans. Context-sensitive design solutions will be documented. This information will be summarized in a Power Point presentation.

7.2 ODDS Development
Based on knowledge of community member and decision maker preferences, City staff will meet virtually with WRT to decide which subjective provisions should be carried forward and which can be removed. For those carried forward, we will determine which should be addressed by WRT using professional judgment and which need to be referred to decision making bodies. We will organize discussions by distilling subjective provisions from the catalogue of existing provisions.

Subsequently, WRT will develop a detailed outline to describe how standards might be organized in the PG Municipal Code (PGMC) and Forest Hill Specific Plan. The organization of the PGMC will be maintained, while integrating form-based standards to promote development that is context-sensitive. To tailor our recommendations to Pacific Grove, we will meet with City staff to consider options for organizing information. We propose to keep allowable use and building envelope standards in existing district-specific sections, while creating new chapter(s) to address building and site design. The outline will build on prior tasks, such as noting where objective standards exist and where subjective guidelines will need to be interpreted.

Key standards to be addressed include the following:
• District-Specific Standards
• Building Design Standards
• Architectural Styles (optional)
• Site Design Standards
• Public Right-of-Way Improvements by Developers
• Subdivision Standards
• Signs
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• Parking and Transportation Demand Management (TDM) supported by Kimley-Horn • Green Buildings
• Definitions
While ultimately PGMC standards and Specific Plan standards will reside in separate documents, we propose to develop both sets of standards in parallel and according to the functional groupings above. This will encourage consistency and identify ways to consolidate some provisions within the PGMC. We will issue drafts for one or more groupings incrementally and will meet with staff after they have had an opportunity to review. As we develop ODDS, we will list remaining issues of concern.

7.3 Administrative and Public Review Draft
The administrative draft will address
staff comments to prior drafts, GPTAG
input, and direction from decisionmakers. The administrative draft is for review by project staff, the City
Attorney, public works department, and
other interested departments. For
orderly review, we propose that an
administrative draft for Municipal Code
ODDS be issued ahead of a separate
draft of Specific Plan ODDS (that will
contain references to the Municipal
Code). Specific Plan ODDS will be
presented “stand-alone” and we will not
engage other changes to the Specific
Plan. For the Administrative Draft, graphics will be provided as a separate attachment. City staff will be responsible for providing our team with a single consistent set of comments.

The Public Review Draft will address all City comments and provide for an additional round of review by City staff in Word format. Subsequently, WRT will develop an InDesign template for the public review draft. We will provide a draft depicting typical page compositions, font and line spacing characteristics, and cover.

The template will be refined after staff review.

Administrative Draft
After edits are received in Word, WRT address edits and layout text and graphics in InDesign. After careful internal review, we will provide City staff with a administrative draft to provide the City with a final opportunity for revision.

Public Review Draft Document
WRT will make final refinements. The public review draft will be provided in two PDF files (for viewing on web and for printing). Word, InDesign, and image files will also be provided.

Deliverables
• ODDS document review outline of relevant regulations, guidelines and policies • ODDS kick-off meeting, materials, and meeting notes
• Summary Memorandum including color coded catalogue of existing objective and subjective provisions • Place Type Map including catalogue of building types and architectural characteristics • PowerPoint summary of multi-family precedents
• ODDS proposed subjective standards interpretation memo • ODDS detailed outline of standards and options
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• ODDS draft standards
• In-Design layout template for the ODDS
• Administrative and Public Review Draft ODDS
Task 8 Climate Action and Adaptation Plan
The City Council took a major step towards preparing a Climate Action and Adaptation Plan (CAAP) when it unanimously supported the CAAP Concept Review in November 2022. As a member of the U.S. Conference of Mayors’ Climate Protection Agreement, a CAAP will provide the City with a formal set of strategic and actionable goals that build from the City’s existing climate action projects. We understand that the City is interested in developing a CAAP that will include a greenhouse gas (GHG) inventory, specific GHG emission reduction targets, and climate actions (e.g., transportation, energy, community outreach) designed to meet the identified targets. The CAAP will also build from existing vulnerability assessments and adaptation plans (e.g., City of Pacific Grove Climate Change Vulnerability Assessment, Shoreline Management Plan) to establish specific climate adaptation and restoration actions that will collectively advance equity, resiliency, sustainable ecosystems, and cultural preservation across the City.

Rincon has developed the scope of work below that will allow the City to accomplish these objectives through the development of a CAAP.

8.1 CAAP Kickoff Meeting and Monthly Meetings
High-quality project management during each task is an integral component related to the success of the overall General Plan update. This task includes the management of the CAAP, including a kickoff meeting and monthly check-in meetings. The kick-off meeting will serve as an opportunity to identify key stakeholders to engage as part of the community engagement strategy for the CAAP and data needs, project expectations, and goals and potential challenges for the CAAP. Rincon will also convene regular monthly check-in meetings to keep the CAAP aspect of the project on task, budget, and schedule.

Assumptions
• Rincon will host a (one-hour) virtual kick-off meeting, attended by the Rincon CAAP Task Lead, CAAP Principal-in-charge, Resilience and Equity Lead, and the overall General Plan Update Project Manager. • Monthly project meetings will be one-hour in length, held virtually, and attended by Rincon’s CAAP Task Lead. The CAAP Principal-in-charge, Resilience and Equity Lead, or climate analysts will attend as necessary based on the phase of the project.
• The project management was established based on the assumed CAAP portion of the project schedule (18 months). Thus, additional time and budget will be required if the project schedule is extended by the City.

Deliverables
• Virtual kick-off meeting
• Monthly coordination calls and related meeting agendas/minutes PGCC 5-3-23

8.2 Existing Measure Analysis and Success Tracking
The Rincon Team will begin reviewing relevant City documents and begin preparation of our Measure Analysis and Success Tracking (MAST) tool, which will summarize and grade the success of, as well as identifies hurdles to, the City’s existing climate mitigation and adaptation policies and programs. The MAST tool will inform the development of the CAAP measures. The MAST tool allows the consultant team to familiarize themselves with the previous and ongoing work within the City related to reducing GHG emissions and increasing resilience to better inform the development of new measures and actions.

After populating the MAST tool with existing policies and programs, and qualitative criteria developed by the consultant team and approved by the City, the tool will be provided to the City to evaluate the status and impact of each policy and program. The MAST tool includes a drop-down menu to easily select the status of the measures as either completed, underway, or not yet started. Other drop-down menus include the qualitative evaluation criteria that allow for ranking effectiveness of the policies and programs, including clear metrics, responsible parties, and identified funding. This process allows both the consulting team and City to gain insights into hurdles to implementation, be it funding, staff time, or other items, that we can focus on overcoming during the CAAP update process. Rincon intends to review the following plans and programs/policies:
• Monterey County Multi-jurisdictional Hazard Mitigation Plan (i.e., Volume 1 and the City of Pacific Grove’s Annex in Volume 2) (2022)
• Coastal Wildlife Protection Advisory Committee’s Recommendations to Mitigate Identified Threats to Coastal Wildlife (2021)
• Shoreline Management Plan (2020)
• Climate Change Vulnerability Assessment (2015)
• General Plan – Health and Safety (1994)
• General Plan – Transportation (1994)
• Pacific Grove Highway 68 Study (2016)
• PG&E LED Streetlight Upgrade Program (2018)
• Leaf Blowers – Restrictions on Use in the Pacific Grove Municipal Code (2021) • Reduction of Single-Use Plastic and Paper Carryout Bags in the Pacific Grove Municipal Code (2015) • Sustainability Best Practice Activities (2020)
• Trees and the Urban Forest in the Pacific Grove Municipal Code (updating 2022) • Urban Greening Plan (2016)
• Landscape Guidelines & Plant Palette (2016)
• Urban Tree Canopy Assessment (2015)
• Local Water Project
• RainScape Rebate Program
• American Water Company (Cal-Am) Annual Water Quality Reports • Cal-Am Water Conservation Programs
Rincon proposes to provide this analysis along with a summary presentation of key findings as part of a technical memorandum.

Assumptions
• City will provide relevant data and background documents for review • City will identify status of each policy and program included in the MAST Tool Deliverables
• MAST Tool
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• MAST Tool Key Findings Memorandum

8.3 GHG Inventories, Forecast and Targets
Rincon is an expert in GHG emission inventories, forecasts, and the importance of defensible and consistent methodologies in the generation of a qualified GHG Reduction Plan. Rincon’s team includes CARB Accredited GHG Verifiers for the State’s CAP and Trade program who have completed GHG inventories, forecasts, and third-party verifications for clients across the State. We are also very familiar with AMBAGs approach to developing GHG inventories and have reviewed developed multiple CAPs based on the Inventories developed as part of the Energy Watch program. As part of this work scope, Rincon will review all of the available AMBAG inventories for 2005, 2009, 2010, 2015, and 2018. As part of our analysis, we will review all of the inventory data for completeness and accuracy and ensure that the GHG emission inventories utilize accurate emission factors and consistent methodologies. Based on past experience working with AMBAG’s inventories, we are aware of existing discrepancies in their data that we would fix to provide a more accurate depiction of emissions for Pacific Grove. Should we discover anomalies not already anticipated, additional fixes will be charged on a time and materials basis in keeping with our Fee Schedule (see Section 5). Rincon will work with the City to collect the required data for the GHG inventory updates. Rincon assumes all required data will be provided by the City in excel format with linked calculations. Once all data has been reviewed, Rincon will submit a draft data evaluation form with any suggested updates to the inventories.

After receiving feedback from the City, Rincon will update the data and calculations as necessary and submit a final data evaluation form as well as all supporting calculations in a transparent excel based format.

From the updated GHG emissions inventories, Rincon will develop a GHG emissions forecast for the City. The forecast will include both a business-as-usual (BAU) and a legislative-adjusted (Adjusted) forecast scenario.

The BAU forecast will be based on the most recent updated GHG emissions inventory and expected growth utilizing the population, housing, and job projections in line with the focused General Plan update, as well as the VMT calculations that Kimley-Horn will complete consistent with the update to the Transportation Element as part of Task 4.1.2 Alternatives Analysis. The Adjusted forecast will include state and federal legislative adjustments such as Low Carbon Fuel Standard, Pavley Clean Car Standards, SB 1020 renewables portfolio standard, Title 24, and transportation legislation affecting electric vehicle adoption and tailpipe emissions. From the forecast, Rincon will develop the minimum GHG reduction targets to be consistent with SB 32 and AB 1279. Rincon will provide a memorandum summarizing the GHG emission forecast and GHG reduction targets, including options for target setting such as per capita targets.

Deliverables
• Data Request
• Draft Data Evaluation Memorandum
• Final Data Evaluation Memorandum
• Updated Inventory (Excel)
• Final Forecast and Targets (Excel)
• Final Forecast and Targets Memorandum

8.4 Draft and Final CAAP Strategy Selection
Once the provisional GHG emission reduction targets have been established, Rincon will shift to developing specific measures that will allow the City to reach these targets, adapt to climate change, and advance climate restoration. We will leverage our existing climate action and adaptation planning toolkit to conduct this analysis. To support this process, Rincon has developed a suite of tools and assessment strategies to support what we have found to be the most critical portion of the work plan.

8.4.1 Draft CAAP Strategy Selection
During this phase, the Project team will draw on our experience developing CAAPs and adaptation plans for other neighboring communities like Santa Cruz, Carmel by the Sea, County of Santa Cruz, and County of PGCC 5-3-23

Santa Barbara. Drawing on the collective outputs of the MAST Tool, GHG inventory, forecast, climate vulnerability assessment prepared as part of Focused General Plan Update Task 3.6.1, and feedback from the community and stakeholders as part of Task 2 Community Engagement, the Rincon Team will identify and recommend strategies which will have the greatest positive impact on GHG emissions, climate resilience, and climate restoration citywide.

We have leveraged our past CAAP development and implementation experience to identify key measures that will allow the City to make substantial progress towards GHG reductions and increase climate resilience and restoration. These include:
• Carbon free electricity procurement
• New and existing building electrification
• VMT reduction through transit and active transportation • Electric vehicles
• Organics diversion
• Carbon sequestration
• Emergency evacuation preparedness
• Climate resilience hubs
• Holistic healthy home retrofits
These strategies have emerged as critical in the achievement of nearly all GHG reduction goals.

Rincon will begin with these strategies and develop our in-house Scenario Planning and Reduction Quantification (SPARQ) tool. The SPARQ tool will allow Rincon and the City to quickly iterate on potential levels of implementation for each of the above strategies to find a level of implementation that will allow the City to meet its long term GHG reduction targets.

8.4.2 Scenario-Planning for CAAP GHG Reduction Strategies Once the key strategies and level of reduction required in each sector is identified, Rincon will begin developing a suite of actions that can be implemented to achieve the required reductions. The development of actions is the most complex portion of the work scope, requiring a careful balance between stakeholder feedback, cost-effectiveness, progression, and feasibility. To aid in this process, Rincon has developed the following frameworks.

Equity Guardrails
Rincon worked with the numerous cities, such as Santa Cruz and Berkeley, to develop equity guardrail framework to assure equity analysis of all measures and actions and promote holistic implementation. This framework requires collaboration with the community and stakeholders to identify the core impacts on equity that may be seen due to the implementation of GHG reduction and adaptation actions. Issues like increased costs, inequitable access to benefits, displacement, and others have been identified in other communities. These concerns are then distilled into four or five equity guardrails that then serve as requirements against which GHG reduction and adaptation actions are analyzed against. The equity guardrails approach helps to ensure equity is included throughout the CAAP update in a transparent and holistic way.

Key Pillars to Successful Climate Action and Adaptation Rincon has also developed several key pillars for which each strategy must address in order to have the highest chance of being implemented. The key pillars include:
• Education: engage and empower residents
• Structural Change: set institutional and policy framework to support proposed changes • Associated GHG Reductions: target emissions reductions for long-term sustainability and short-term air quality improvements
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• Address Key Vulnerabilities: targets climate adaptation strategies for the community members and natural and built assets most at-risk to climate change • Equity: ensure inclusive participation in decision making and equitable distribution of benefits across the community
• Connectivity: promote access to community groups and resources that are best positioned to lead implementation actions
• Economical: cost-effective efforts that benefit resilience and sustainability Every measure identified for the City should strive to have an action that aligns with each of the key pillars to maximize the implementation of the CAAP.

Community Feedback
The community feedback solicited as part of Task 2 Community Engagement will be used to inform the development of the goals, measures and actions for the CAAP. It will also identify community partners that will assist with the City’s implementation of the CAAP.

8.4.3 Updated Measures and Action List
Based on the criteria above, Rincon will develop a draft list of GHG reduction measures and actions that will align with the City’s GHG reduction targets for 2030 and 2045, as well as measures and actions addressing climate adaptation and climate restoration. Rincon assumes this list of actions will go through one round of City staff and CAAP task force review (a task force identified in the CAAP Concept Review) before being shared with the Beautification and Natural Resources Commission, and then the community and other key stakeholders. To facilitate input from City departments, Rincon will host up to two interdepartmental meetings in a virtual setting to discuss the measures and action list. Rincon will also attend a Beautification and Natural Resources Commission meeting to present the Measures and Action List for discussion and input. Once comments are received from the identified stakeholders, Rincon will assess any policy or program gaps and identify additional opportunities for emission reductions and climate resilience and conduct an in-depth analysis of each strategy to quantify the GHG reduction, co-benefits, approximate implementation costs, and potential funding sources. This will also include the recommended City involvement (e.g., role, department lead), linkages to exiting City plans, codes, or activities, and the identification of stakeholders and partners essential to the successful implementation. Once the initial analysis is completed, we will work with the City to refine and prioritize the emission reduction, climate adaptation, and climate restoration measures and use them to develop the Draft CAAP. The CAAP will need to be flexible to enable the City to respond to changes in state and federal GHG and resilience policy, the introduction of new technologies, and changes in energy supply, among others.

Rincon will provide suggestions on the final list of strategies and the associated metrics of success including a timeline and actionable steps. However, using our quantification and scenario-planning tools, the City will have the ability to fine-tune these suggestions and settle on a list that can be feasibly implemented but also achieve the desired results of overall GHG reduction and support of regional stakeholder initiatives.

Assumptions
• Rincon has budgeted for receipt of one set of consolidated City departmental and CAAP task force comments on the draft measures and action list. Any additional revisions will be completed on a time and materials basis in accordance with our standard fee schedule (attached). • The City will select measures and actions that can be supported by substantial evidence to achieve their goals.
• Rincon has budgeted for the time it takes to incorporate edits from one round of community feedback, including input from the Beautification and Natural Resources Commission, on the draft measures and actions, which would be received via workshops associated with Task 2 of the Focused General Plan Update.
• Rincon anticipates that the targets will be consistent with current state recommendations, including SB 32 and AB 1279.

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• City interdepartmental meetings to solicit input from City departments will be held virtually and be up to one hour each
• Rincon will attend the Beautification and Natural Resources Commission remotely, assuming the meeting will be up to two hours in length
Deliverables
• Analysis of CAAP Strategies/Measures Scenarios
• Measure Quantification Spreadsheet
• Draft List of CAAP Strategies
• Public Draft CAAP Strategies
• Final List of CAAP Strategies
• Attendance of CAAP Task Lead at two City interdepartmental meetings • Attendance of CAAP Task Lead at one Beautification and Natural Resources Commission meeting

8.5 Measure Technical Appendix
The CEQA Guidelines Section 15183.5(b) establishes criteria to guide the preparation of a “plan for the reduction of greenhouse gas emissions.” Subsection (D) notes that a CEQA Guideline-consistent GHG reduction plan must include, “measures or a group of measures, including performance standards, that substantial evidence demonstrates, if implemented on a project-by-project basis, would collectively achieve the specified emissions level.” Thus, the primary distinction between a qualified CAAP and one that isn’t considered qualified is the level of substantial evidence that clearly demonstrates that the GHG reduction claimed in the CAAP is achievable. This technical appendix would clearly detail all the evidence to demonstrate that the measures and actions included in the Pacific Grove CAAP can achieve the City’s emission reduction targets for 2030. The GHG reductions from the specific measures would be calculated using published third-party evidence provided through controlled investigations, studies, and articles carried out by qualified experts that establish the effectiveness for measures and actions. The appendix will clearly display the estimates and work through the underlying calculations that would be provided in this report would include the substantial evidence and a transparent approach to achieving the City’s GHG emissions reduction target. Rincon would complete the draft and provide it to the City for review and then address one set of consolidated comments on the document. After the comments are addressed, a finalized version would be provided to the City for inclusion in the Final CAAP.

Assumptions
• Rincon has budgeted for receipt of one set of consolidated comments on each deliverable. Any additional revisions will be completed on a time and materials basis in accordance with our standard fee schedule (Section 4).

Deliverables
• Draft and Final Qualified CAAP Technical Appendix

8.6 Implementation and Monitoring Plan
To facilitate implementation and monitoring of the CAAP, Rincon will develop an Implementation Plan that provides a summary of each of the measures, implementation timeframe, KPIs, and lead department, in a tabular format. In addition, the Implementation Plan will provide a column for the lead department to take notes and track progress over time. Designing a comprehensive, yet succinct Implementation Plan in the CAAP will provide the City with a tracking mechanism that can be used overtime as progress is made on individual measures and be updated in future iterations of the CAAP, as necessary, to help guide the City on the way to achieving the long-term goals. It is anticipated that the Implementation Plan will be completed in either Microsoft Word or Excel, depending on the preference of the City, and will integrate all the GHG emissions reduction and adaptation measures.

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Assumptions
• Upon finalization of the GHG emissions reduction and adaptation measures, Rincon will complete an Implementation Plan that can be used by the City to track progress implementing measures over time. • Implementation Plan will be included in the CAAP.
• Rincon has budgeted for receipt of one set of consolidated comments on each deliverable. Any additional revisions will be completed on a time and materials basis in accordance with our standard fee schedule
Deliverables
• Draft and Final Implementation Plan (Excel)

8.7 Develop Draft and Final Climate Action and Adaptation Plan Once a complete list of measures is reviewed and approved and community and stakeholder feedback has been incorporated, Rincon will begin work on a draft CAAP. Rincon proposes to develop a user friendly and readable CAAP which leverages infographics, photos, and other visuals whenever possible and leaves all technical documentation to the appendix. To maintain cost efficiencies, the CAAP will be prepared in word format, and will be appended to the Focused General Plan Update. The CAAP will include both near-term and long-term reduction measures. The CAAP will also set key performance indicators (KPI) which will help define a successful implementation of the CAAP strategy as well as measure progress over time.

One of the greatest challenges of designing a climate action and adaptation planning document format is the simultaneous need for both clarity and complexity. The document needs to be easily accessible to a wide range of stakeholders, while also containing detailed analysis, data, and specific actions. To solve this problem, the consultant team proposes to:
• Create a virtual Executive Summary which will contain interactive elements as well as infographics, photos, and high-level goals and projects associated with the CAAP. • The main CAAP document will also be visually driven, but also include the robust text necessary for a clear,
implementable, and defensible CAAP.
• The third document is the technical appendix which will include a highly transparent review of the data,
methodologies, and assumptions that went into the
development of the forecast and measure quantification.

Together, these documents will provide actionable next steps and a long-term strategic framework for the City of Pacific Grove to reach their GHG reduction targets and climate
resilience goals.

The team will prepare a comprehensive plan that will be consistent with the State Attorney General’s recommendations and the CEQA Guidelines’ definition of a “Qualified Greenhouse Gas Reduction Strategy” (Section 15183.5). The CAAP will also align with the City’s existing policies. The plan will provide a framework that reimagines the current systems – built, natural, and behavioral – as ones that are interconnected and mutually beneficial. The plan will also integrate measures that improve quality of life, build prosperity, and enhance community resilience. Specifically, the CAAP will:
• Clearly explain the community’s climate challenges, and the challenges and opportunities it faces in meeting more ambitious climate adaptation and GHG reduction goals • Serve as a mechanism to tie together the City’s existing and developing sustainability initiatives, strategies, and plans with the community’s goals
Throughout the CAAP development
process Rincon will work to find
synergies between adaptation and
mitigation measures. Many actions
including electrification, urban
greening, and local energy and water
use can help reduce GHG emissions
and make Pacific Grove more resilient
to climate impacts. Within the CAAP
we will work to tie these benefits
together to provide an integrated plan
that maximizes co-benefits
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• Establish a set of cohesive and specific sustainability strategies, implementation plans, and metrics for regional and state strategies and initiatives
• Activate and engage residents, businesses, and institutions with positive actions and tangible benefit • Be optimized for online viewing on the City’s website In accordance with current requirements for public agencies, the CAAP will also be Section 508 compliant. The Americans with Disabilities Act of 1990 (ADA) Title II and California Government Code 7405 require all government public entities to make their digital content accessible prior to posting content online for public viewing. Essentially, any local body that is offering public services on behalf of the government must make their digital content accessible to people with disabilities.

Rincon understands the accessibility requirements and the impact such requirements have on governmental entities. While immediate overall compliance of an entity’s web- based materials may be cost prohibitive, step-by-step progression towards compliance is viewed affirmatively by the California Department of Justice and the California Governor’s Office. To meet our public clients’ accessibility goals, Rincon will provide Document Accessibility Remediation as part of Task 10.3.

Assumptions
• Edits to the draft measures and actions after they have been approved by the City requires substantive edits to the measures calculations, technical appendix and CAAP document. Therefore, if edits are requested after the measures calculations, technical appendix and CAAP document have been initiated, revisions will be completed on a time and materials basis in accordance with our standard fee schedule. • All comments on the First Administrative Draft CAAP will be provided to Rincon in one consolidated set from the City and CAAP Task Force.
• Response to comment of up to five substantive public comment letters and emails on the Public Draft CAAP.
• No hard copies will be provided.

Deliverables
• First Administrative Draft CAAP (Word)
• Second Administrative Draft CAAP (Word)
• Public Draft CAAP (PDF)
• Final CAAP (PDF)
• Draft Website/Executive Summary
• Final Website/Executive Summary

8.7 CEQA GHG Streamlining Checklist
Rincon will create a project-streamlining CEQA GHG Checklist that will allow project-level developments within the City to tier from the programmatic CAAP CEQA analysis (prepared under Task 9, CEQA Analysis) for project/plan-level GHG emissions analyses in order to demonstrate consistency with the State reduction targets and CEQA Guidelines. Rincon has completed some of the first GHG checklists in California, and we will leverage our deep bench of in-house environmental planners to ensure consistency with CEQA Guidelines Section 15183.5. Upon receipt of one set of consolidated vetted comments on the Draft CEQA GHG Checklist from the City, Rincon will address comments and prepare and submit tracked and clean versions of the Final CEQA GHG Checklist to the City.

Assumptions
• Rincon has budgeted for receipt of one set of consolidated comments on each deliverable. Any additional revisions will be completed on a time and materials basis in accordance with our standard fee schedule (Section 4).

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Deliverables
• Draft City CEQA GHG Checklist (one electronic copy)
• Final City CEQA GHG Checklist (one electronic copy)

8.8 CEQA GHG Thresholds
In addition, if the City proceeds with development of CEQA GHG thresholds, we would include assessment of the thresholds as part of the programmatic EIR to confirm that appropriate CEQA review of the updated thresholds occurs as part of the process and in an efficient manner. This would be done in conjunction with preparation of the programmatic CAAP CEQA analysis (prepared under Task 9, CEQA Analysis). While it is anticipated that the CEQA GHG thresholds would result in minimal environmental impacts, inclusion as part of the programmatic CAP CEQA analysis means that the thresholds are adequately analyzed under CEQA and adopted via a public review process.

Overall, development of CEQA GHG thresholds would specifically assist with defensibility of future CEQA GHG analyses consistent with CEQA Guidelines Section 15064.7(b) by:

1. Providing a basis of scientific and factual data (e.g., City GHG inventory, forecast, and targets);

2. Providing a threshold under which a project or plan’s impacts would be considered less than significant;

3. Being supported by substantial evidence; and

4. Being developed and adopted via a public review process.

The locally appropriate CEQA GHG efficiency threshold will also be created to comply with the State CEQA Guidelines and interpretative GHG case law such as Center for Biological Diversity v. California Department of Fish and Wildlife and Newhall Land and Farming (2015) 224 Cal.App.4th 1105, Save Cuyama Valley v. County of Santa Barbara (2013) 213 Cal. App.4th 1059, 1068, and Golden Door Properties, LLC v. County of San Diego/Sierra Club, LLC v. County of San Diego (2018) 27 Cal.App.5th 892, regarding the correlation between State and local conditions.

After developing the CEQA GHG thresholds, Rincon will prepare a concise guidance document for use by City staff in evaluating submitted CEQA GHG emissions analyses and by applicants in preparing CEQA GHG emissions analyses. The guidance document will detail a defensible approach for evaluating GHG emissions impacts in analyses prepared pursuant to CEQA. The document will also provide substantial evidence of the methodology’s consideration of Statewide GHG direction provided by the California Air Pollution Control Officers Association (CAPCOA), CARB, and OPR as well as recent relevant case law.

The guidance document will include the following sections:

1. Regulatory setting

2. Summary of the City CAP Update

3. Detailed expectations of GHG analyses for use in CEQA documents

4. Methodologies for quantifying GHG emissions from land use development projects and how to include GHG emission reductions associated with the CAP and from State legislation

5. Calculation of a locally appropriate service population threshold that aligns with the State

6. 2030 target, the CARB 2017 Climate Change Scoping Plan, recent court rulings, and land uses within the City

7. List of potential measures and design features that can reduce GHG emissions from land use projects and how to calculate their effects on project or plan emissions Deliverables
• Draft CEQA GHG Thresholds and Guidance Report (one electronic copy) • Final CEQA GHG Thresholds and Guidance Report (one electronic copy) • Adding assessment of the CEQA GHG Thresholds to the overall EIR (see Task 9, CEQA Analysis) PGCC 5-3-23

Task 9 CEQA Analysis (Program EIR)
The CEQA document will be a Program EIR pursuant to State CEQA Guidelines Section 15168. Although the legally required contents of a Program EIR are technically the same as those of a Project EIR, Program EIRs contain a broader discussion of impacts, alternatives, and mitigation measures than a Project EIR. Use of a Program EIR is intended to provide an opportunity to consider broad policy alternatives and program-wide mitigation measures with greater flexibility to address environmental issues and/or cumulative impacts on a comprehensive basis. Once a Program EIR has been certified, subsequent activities under the program (in this case the General Plan) may be evaluated to determine what, if any, additional CEQA documentation needs to be prepared. If the Program EIR addresses the program’s effects specifically and comprehensively, many subsequent activities may be found to be consistent with the Program EIR mitigation parameters and additional environmental documentation may not be required (CEQA Guidelines Section 15168include). In this case, the Program EIR serves a valuable purpose as the first-tier environmental analysis that will assist in streamlining and possibly exempting future projects from CEQA.

We propose the preparation of a Program EIR pursuant to CEQA Guidelines Section 15168. The Program EIR will address all components of the General Plan and CAAP, with a focus on streamlining future projects within the city by including a broad discussion of impacts, alternatives, and mitigation measures. The Program EIR will consider broad policy alternatives and program-wide mitigation measures. Rincon also proposes to forgo preparation of an Initial Study in order to streamline the project timeline as it is already known that an EIR would be required. The EIR will encompass the City limits and the proposed Sphere of Influence surrounding the City.

9.1 CEQA Kickoff Meeting
Initiation of the CEQA process would occur once Task 5.1 is complete. Upon completion of the administrative draft General Plan, Rincon will facilitate a CEQA kickoff meeting with City staff. This meeting will serve as a forum to review and confirm study objectives and establish an operational protocol. The goals of the meeting will be to finalize the CEQA scope (Task 9) and discuss refinements to the CEQA portion of the overall schedule.

The kickoff meeting will also allow the City/consultant team an opportunity to discuss the approach to the environmental evaluation and potential General Plan alternatives. Community concerns relevant to the CEQA analysis that have surfaced to date will be discussed. We will also have an opportunity to confirm the cumulative impact analysis approach. Rincon’s principal in charge and project manager will attend the meeting virtually, which is anticipated to last up to 1.5 hours.

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9.2 Notice of Preparation
Rincon will prepare a draft Notice of Preparation (NOP) for City staff to review. The NOP will include all required details including project description, location, dates of public review and dates/location of the public scoping meeting. Rincon will submit a draft NOP in Microsoft Word for City review. Upon receipt of one round of consolidated comments on the draft NOP, Rincon will prepare a final PDF copy of the NOP for City staff to post on its website and for distribution to public agencies. Rincon will prepare an NOP distribution list for the City to review. It is assumed that the City will be responsible for any direct mailing of hard copies of the NOP. Rincon will review and make suggestions regarding the list. Rincon will be responsible for filing the NOP with the State Clearinghouse/Office of Planning and Research and Monterey County Clerk.

The NOP and all correspondence received in response to the NOP will be attached as an Appendix to the Draft EIR. A finalized scope for the Draft EIR will be defined after all comments on the NOP have been received. Because we anticipate that the General Plan EIR will address all issues on the environmental checklist, we do not propose to prepare an initial study.

9.3 Project Description
Rincon will prepare the EIR project description. Organization of this information is critical, since it forms the basis for environmental evaluation under CEQA. The project description will focus on the overall boundary of the Planning Area. This section will include a description of the General Plan, focusing on characteristics relevant to the analysis (i.e., buildout projections, proposed land use changes), project objectives, and required permits and discretionary approvals. The project description will include textual, tabular, and up to six graphics to fully describe the program and form a basis for the environmental analysis. The project description will be submitted to the City in Microsoft Word format, and we will address one round of consolidated comments from the City. While General Plan policy wording may be modified during refinement of the General Plan, this CEQA scope assumes that the General Plan buildout projections and land use pattern will not change following City acceptance of the project description.

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9.4 Scoping Meeting
Rincon will facilitate a public and agency scoping meeting associated with the release of the NOP. The Scoping Meeting will be held during the 30-day NOP review period to introduce the community and responsible agencies to the EIR process and obtain input on the EIR scope of work. All agencies and interested parties would be invited to attend the scoping meeting, and it is assumed that separate individual meetings would not be required. It will include a brief presentation, followed by public comment and input from meeting attendees. Rincon will prepare a summary of all input gathered, which will be included in the Draft EIR along with any written public comments received during NOP comment period. Rincon will coordinate with the City regarding the City’s preferred virtual platform or physical venue, which Rincon will organize. For the purposes of this scope, we have assumed the scoping meeting will be held in person, with virtual attendance as an option. Notice of the scoping meeting would be provided in the NOP.

9.5 AB 52 and SB 18 Consultation Assistance
Under AB 52 (California Government Code Section 21080.3.1[a]) and SB 18 (California Government Code Section 65352.3 and 65352.4), the City, as the CEQA lead agency, is required to begin consultation with California Native American Tribes that are traditionally and culturally affiliated with the Plan Area, prior to the release of a negative declaration, mitigated negative declaration, or environmental impact report.

Rincon will request an
AB 52 and SB 18 consultation list from the NAHC and will assist the City with consultation under AB 52 and SB 18 by providing the City with letter templates, checklists, and detailed instructions to help ensure meaningful consultation with interested Native American groups. At this time, NAHC list requests are being fulfilled within 6 to 10+ weeks.

After receipt of letters, Native American Tribes have 30 days to reply to a request for consultation under AB 52 and 90 days under SB 18; the 30-day wait period for AB 52 is subsumed in the wait period for SB 18. This task includes Rincon participation at up to two virtual one-hour meetings with the City and Tribal governments.

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9.6 Administrative Draft EIR
Rincon will prepare an Administrative Draft EIR (ADEIR) in compliance with CEQA requirements and based on the project description approved by City staff (completed under Task 9.3). Consistent with CEQA requirements, the EIR will be prepared with a sufficient degree of analysis to provide decision-makers with information which enables them to make a decision which intelligently takes account of environmental consequences. An evaluation of the environmental effects of the General Plan need not be exhaustive, but the sufficiency of an EIR is to be reviewed in light of what is reasonably feasible. The document will be a program EIR that considers the broad policy implications of the proposed General Plan. To that end, it will focus on the macro-level impacts associated with General Plan buildout and whether and how proposed General Plan policies address such impacts. Where possible, Rincon will incorporate information from existing environmental and planning documents that apply to the General Plan, including the Existing Conditions Analysis prepared as part of Task 3 and General Plan Alternatives prepared as part of Task 4. As necessary, we will conduct original research to augment existing information.

The ADEIR will comprise the following sections.

Executive Summary
The EIR will contain a summary of the General Plan and associated environmental consequences. This section will include the following:
• A discussion of the General Plan objectives;
• A brief description of the General Plan;
• A summary of the environmental setting for the Planning Area; • A summary of impacts;
• A summary of mitigation measures (mitigating policies); • A discussion of alternatives considered, and identification of the environmentally superior alternative among those studied; and
• Areas of controversy, and issues remaining to be resolved.

Introduction and Environmental Setting
These required introductory sections will lay the groundwork for and summarize the substantive analysis to follow. The introduction will describe the purpose and legal authority of the EIR, the scope and content of the EIR, a discussion of lead, responsible, and trustee agencies, and a synopsis of the General Plan process. The environmental setting will provide a general description of the existing geographic character of the City of Pacific Grove. The environmental setting will also contain a discussion of the approach to the cumulative impact analysis.

Project Description
The Project Description section will consist of the project description prepared in Task 9.3.

Analysis, Impacts, and Mitigation Measures
Each environmental discussion will include the following:
• Setting
• Impact analysis
• Mitigation measures
• Level of significance after mitigation
The discussion for each issue area will begin with the setting, which will describe existing conditions relevant to the topic and provide the groundwork for impact analysis. Sources will include documents and studies prepared in support of the General Plan, other relevant environmental documents prepared during the last five years, and data provided by the City.

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The impact analysis will include a discussion of the methodology used to quantify or determine impacts and the criteria for judging significance. Where practicable, impacts will be quantified. If existing data does not allow definitive quantification, reasonable assumptions will be used to qualitatively forecast potential impacts. Rincon typically orients analyses around clear impact statements that are separately highlighted in the text. This allows a more precise statement of the specific issue at hand and sets the stage for the technical discussion that follows. If the impact warrants mitigation measures, they are indexed to and immediately follow the numbered impact in question.

The EIR will provide a review of General Plan policies and measures and will suggest changes or updates to reduce environmental impacts where warranted. Modifications to proposed General Plan policies or inclusion of new policies to reduce or avoid identified environmental impacts will be prioritized over the inclusion of mitigation measures to reduce environmental impacts. However, if necessary, mitigation measures will be presented in wording that can be directly applied to conditions of approval and/or to updating the General Plan’s policies and implementation programs as warranted.

Rincon’s technical approach to analyzing each environmental issue is described below under, Proposed Approach to Technical Issues.

Alternatives Analysis
A range of alternatives will be considered in the ADEIR. CEQA Guidelines require consideration of the “No Project” Alternative. For purposes of this EIR, the No Project Alternative would be a continuation of the existing General Plan without any updates or additions. In addition to the No Project Alternative, Rincon will consider up to three (3) other alternatives (such as alternative land use scenarios), including at least one alternative land use scenario that will be developed during Task 4, as well as at least one alternative crafted in coordination with City staff to reduce identified significant and unavoidable impacts. It is assumed that buildout assumptions for each alternative will either be provided or approved by the City. Evaluation of alternatives will be in less detail than for the General Plan, though the analysis will provide decision-makers and the public adequate information to decide between alternatives. This section will also identify the “environmentally superior alternative.” If the No Project Alternative is determined to be environmentally superior, the ADEIR will identify the environmentally superior alternative among the remaining scenarios.

Cumulative Impacts
Consistent with Section 15130 of the CEQA Guidelines, cumulative impacts will be disclosed. These impacts would result from the program’s impacts associated with full buildout of City under the proposed General Plan, combined with impacts of other projects and programs in the area, including surrounding jurisdictions’ PGCC 5-3-23

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General Plans. Cumulative projections in the area will be derived in consultation with the City. We propose to provide a summary of projections to inform the cumulative analysis.

Other CEQA Sections
This portion of the EIR will discuss the growth-inducing effects of the General Plan as well as significant irreversible changes associated with the proposed General Plan. Drawing on the information provided in the environmental setting and preceding issue discussion, the growth-inducing impacts will address the potential for the General Plan to directly induce economic growth and remove obstacles to growth in the area. The significant irreversible changes discussion will summarize the significant effects of the General Plan, particularly the unavoidably significant effects.

References
This portion of the EIR will provide full citations for all in-text citations provided within the EIR. This section will identify all supporting documents that were used during preparation of the EIR which are not included as appendices to the EIR itself.

The ADEIR will be submitted to the City in Microsoft Word format, for ease of review.

Proposed Approach to Technical Issues
The technical approach to analyzing each potential environmental issue is described herein. Approaches to the impact analysis for the Program EIR will be discussed with City staff and will be consistent with the assumptions and methodologies used in recent CEQA documents in the City of Pacific Grove to the extent possible. In general, the impact analysis will focus on the issues present in the Planning Area and likely to be affected or impacted by the Focused General Plan Update. It is anticipated that the components of the General Plan that would most likely result in environmental impacts include policies or programs that involve land use changes, increased buildout of all or portions of the city, increased development intensity, increased building height, or physical ground disturbance. Additionally, policies in the General Plan may also have beneficial environmental effects (i.e., those related to climate change, habitat preservation), and will be considered in the analysis of each topical area.

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While all issue areas contained on the CEQA Guidelines Appendix G Checklist will be addressed in the EIR, based on a preliminary analysis of Important Farmland, Williamson Act lands, and mineral resource zones, we anticipate the following issue areas would likely be considered less than significant and therefore suggest that these issue areas be analyzed within a “Less than Significant” section of the EIR:
• Agriculture and Forestry Resources
• Mineral Resources
We anticipate that the following environmental issues will be addressed in the EIR as stand-alone EIR sections:
• Aesthetics
• Air Quality
• Biological Resources
• Cultural Resources
• Energy
• Geology and Soils
• Greenhouse Gas Emissions
• Hazards and Hazardous Materials
• Hydrology and Water Quality
• Land Use and Planning
• Noise
• Population and Housing
• Public Services
• Recreation
• Transportation
• Tribal Cultural Resources
• Utilities and Service Systems
• Wildfire
Aesthetics
Physical changes that could occur under the proposed General Plan would alter the aesthetic character of portions of Pacific Grove, which is anticipated to be an important issue to residents due to the city’s unique location and historic character. The aesthetic analysis will consider new design standards that may result in the alteration of public views, changes in visual character, and increased light and glare that could result from modifications to the land use scenario. Specific design standards that will be considered in this analysis include those related to height, color, building materials, architectural style, setback requirements, open space requirements, and lighting features. Changes to allowable maximum building densities will also be considered. These modifications under the proposed General Plan will be compared to the existing General Plan design standards, building densities, and land use scenario. The analysis will be supported by PGCC 5-3-23

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photo documentation of up to five key areas where future development, in particular land use changes influenced by the Housing Element Update, may be facilitated under the proposed General Plan. The analysis will also consider consistency with relevant City documents addressing design and development standards.

Policy-based mitigation measures will be developed as necessary.

Air Quality and Greenhouse Gas Emissions
The air quality and GHG emissions analyses in the EIR will consider temporary construction and long-term operational emissions from the proposed General Plan buildout, as well as the mitigating features of the CAAP. The analysis will summarize the existing air quality conditions in the air basin using data from nearby air monitoring stations available from the California Air Resources Board and the Monterey Bay Air Resources District (MBARD). The state of the climate and relevant federal, state, and local climate change regulations will be described, with GHGs identified as an area of primary concern. This section will summarize federal, state, and local standards and regulatory review requirements pertinent to air quality and GHG emissions, calculate General Plan buildout emissions of criteria pollutants and GHGs using the California Emissions Estimator Model (CalEEMod), And evaluate the significance of air quality and GHG impacts per the MBARD CEQA Air Quality Guidelines methodology for General Plans, Specific Plans, and Zoning Ordinances.

Construction emissions will be addressed qualitatively. This section will also evaluate potential odor impacts through buildout of the General Plan, which is typically associated with wastewater treatment, manufacturing, and industrial-type land uses; evaluate localized air quality impacts from toxic air contaminant (TAC) to sensitive receptors (no detailed air dispersion modeling is proposed as part of this scope); evaluate the General Plan’s compliance with applicable Air Quality Management Plans; evaluate the General Plan‘s compliance with applicable State and local GHG reduction plans, policies, and regulations; and develop mitigation measures for identified potentially significant air quality and GHG impacts.

Biological Resources
While the city does not contain large areas of open space or natural habitat, the city does contain a monarch butterfly sanctuary and open space areas along the western coastline, as well as several parks and vegetated areas that could provide habitat for special-status species. As part of the biological resources analysis, Rincon will collect regional background information on biological resources that could be affected by the Focused General Plan Update. The collected information will include database queries (CNDDB, CNPS, USFWs IPaC), reviews of regional planning documents, and information provided by agency biologists. The scope of work does not include a reconnaissance site visit.

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The biological setting subsection will describe vegetation communities, per California Wildlife Habitat Relationships classifications, drainages and wetlands, special-status species occurrences and habitats (tabular format), and a discussion of regulatory framework. The impact analysis will include a description of methodology and significance thresholds, project impacts, and avoidance and mitigation measures, and a summary of projects or land use changes that may result in impacts to biological resources. Rincon will compile results from database queries in the Appendix of the EIR and summarize the results and findings within the EIR section.

Cultural Resources
The city contains sensitive archaeological and historic resources, and these resources are known to constrain development within the city. The cultural resources analysis will include a review of historic and archaeological resources in Pacific Grove and the potential impacts to those resources as a result of the proposed Focused General Plan Update. To compile a listing of recognized significant historic and prehistoric resources, information will be obtained from the State Office of Historic Preservation, the City’s Historic Resource Inventory, and local historical groups. Rincon will follow the cultural resource protocol that Rincon archaeologists prepared for the City in 2021-2022. The statewide Historical Resources Inventory (HRI) includes a listing of buildings, sites, features, structures, objects, districts, and events that are significant or have historic value. The HRI is not available for public review according to the California Historical Information System Information Center Rules of Operation Manual (Section III.A). It is anticipated that the EIR would require consultation of the HRI as part of required project- level analysis of any future development projects to determine the locations of previously recorded archaeological sites. Policy-based mitigation measures for future development on sites that contain previously recorded cultural sites, or sites that are not known to contain such resources, will be developed as necessary.

Energy
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also compare consistency of the Plan with adopted state, regional, and local energy policies. Policy-based mitigation measures will be developed as necessary.

Geology and Soils
This section will discuss the potential for geologic hazards present within Pacific Grove to adversely affect potential future development facilitated by the proposed General Plan. Hazards to be considered include fault rupture, ground shaking, landslides, liquefaction/slope stability, erosion, and subsidence. The analysis will rely on baseline data developed in support of the General Plan Safety Element as well as such sources as the California Geological Survey, United States Geological Survey, the California Division of Mines and Geology, and other CEQA documents that contain geology and soil information for the area. This section will also address paleontological resources, including identifying the sensitivity of geologic units underlying the City to assess potential impacts.

It is anticipated that the geology/soils work scope will entail a mapping exercise to identify areas where potential future development could be affected by known geologic hazards. It is anticipated that proposed General Plan policies will provide appropriate mechanisms to address potential impacts. If this is not the case, mitigation measures will be provided in the form of new geologic hazard policies that can be incorporated into the final General Plan.

Hazards and Hazardous Materials
A number of listed hazardous materials sites are present within the city, including several clustered near Lighthouse Avenue and Forest Avenue as well as near Forest Avenue and Prescott Lane. This section will discuss the potential for impacts relating to hazardous materials transport, storage, and use, as well as such hazards as wildland fires. The analysis will rely on data collected in support of the Safety Element and other readily available information sources, including online hazardous material databases and other environmental documents prepared for the City.

The hazardous material analysis will involve qualitative discussions of the potential for new development to either create the potential for hazardous conditions or be adversely affected by existing hazards. It is anticipated that proposed General Plan policies will provide appropriate mechanisms to address potential impacts. If this is not the case, mitigation measures will be provided in the form of new hazard protection policies that can be incorporated into the final General Plan.

Hydrology and Water Quality
The hydrology and water quality analysis will evaluate potential impacts relating to hydrological conditions and flooding as well as potential impacts to surface and groundwater quality. Water quality is of particular importance in the city from stormwater runoff into the bay. The Pacific Grove Area of Special Biological Significance (ASBS) encompasses the portion of the Monterey Bay that is located northeast of the city, and is subject to additional water quality protections. The existing hydrologic setting of Pacific Grove will be described generally and potential impacts relating to new development will be discussed conceptually.

Information sources will include data collected in support of the General Plan Safety Element as well as readily available data from such agencies as the Regional Water Quality Control Board.

The analysis will be qualitative in nature, relying both on proposed General Plan policies and existing regulations (in particular, the National Pollutant Discharge Elimination System [NPDES] and related City requirements) to address potential impacts. As appropriate, additional policies to address hydrological or water quality impacts will be recommended as EIR mitigation.

Land Use and Planning
This section of the EIR will examine land use policy issues. Rincon will prepare an objective discussion of whether and how the proposed General Plan is consistent with both existing City policy documents and regional planning policies, including those of the local air quality plan and Metropolitan Transportation Plan/ Sustainable Communities Strategy (MTP/SCS). It is anticipated that proposed policies will generally be consistent with those of other adopted policy documents. However, as appropriate, new or revised policies will be recommended to address any inconsistencies.

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Noise
The noise section of the EIR will be conducted in accordance with City of Pacific Grove guidelines, standards, and ordinances. The existing setting will rely on the Existing Conditions Report prepared as part of Task 3.2, including existing condition traffic noise contours, and a discussion of existing airport noise levels. In addition to incorporation of existing traffic noise contours from Task 3.2, Rincon will also model Plan buildout traffic noise levels using the FHWA Traffic Noise Prediction Model, based on future traffic forecasts provided by Kimley-Horn. The EIR will identify areas along roadway segments that would be exposed to noise levels above established criteria. The modeling results will be summarized in the EIR and provided in an appendix.

Noise impacts from non-transportation sources will be evaluated on a programmatic level, qualitatively based on local noise standards. Rincon will analyze noise impacts from non- transportation sources such as major commercial and industrial uses in terms of potential impacts to nearby noise-sensitive receptors and the noise limitations identified within the City’s Municipal Code.

Rincon will provide a qualitative analysis for potential construction impacts associated with buildout of the Plan. Future noise and vibration effects from construction activities will be discussed in terms of accepted standards from the U.S. Federal Transit Administration (FTA). Feasible mitigation measures will be identified to minimize noise and vibration impacts associated with buildout of the Plan.

Population and Housing
It is not anticipated that the proposed General Plan would displace people or housing. Therefore, this section will focus on comparison of potential population and housing growth to regional growth forecasts for the area, as contained in the MBARD AQMP and MTP/SCS. The discussion will also consider impacts to the balance of jobs and housing in the City. Policy-based mitigation measures will be developed as necessary.

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Public Services
The public services section of the EIR will address potential impacts relating to police protection and fire protection services, as well as schools. The analysis of policy and fire service will involve contact with the Pacific Grove Police and Fire departments to determine service levels and existing and projected gaps in service.

The schools analysis will involve contact with the Pacific Grove Unified School District to identify current enrollment and capacity as well as student generation rates. School capacity levels and needs will be identified. Existing and proposed development impact fees, including State-mandated school impact fees, will be identified as mitigation as appropriate. Policy-based mitigation measures will be developed as necessary.

Recreation
This section will analyze potential impacts to City parks and recreational facilities, including Lovers Point Park, the Monterey Bay Recreational Trail, George Washington Park, and Marine Gardens Park.

It is not anticipated that existing parks would be directly affected by potential new development; therefore, the analysis will focus on potential indirect effects related to increased demand for parks and recreational facilities. Demand will be forecast based on projected population growth and City estimates of per capita park demand.

Information sources will include the Background Report, draft General Plan Elements, and any data gathered in support of those chapters. Proposed policies will be cited as mitigation for potential impacts. As necessary, proposed policies will be augmented with additional policies to be incorporated into the final General Plan.

Transportation
This section of the EIR will rely on the VMT analysis prepared by Kimley-Horn under Task 4.1. The existing setting, project and cumulative impacts, and any suggested mitigation measures in the VMT study prepared by Kimley-Horn will be described and listed in the EIR section as appropriate. The analysis will identify key transportation system components and consider whether Plan buildout would conflict with a program, plan, PGCC 5-3-23

ordinance, or policy addressing the circulation system. Policy-based mitigation measures will be developed as necessary.

Tribal Cultural Resources
There are two primary tribes present in Pacific Grove: Ohlone/ Costanoan-Esselen Nation (OCEN) and the Esselen Tribe of Monterey County (Esselen Tribe). The area, including the city and nearby coastline, is considered highly sensitive for cultural and tribal cultural resources. As described above, Rincon will follow the tribal cultural resource protocol that Rincon archaeologists prepared for the City in 2021-2022. This section will summarize the results of AB 52 and SB 18 consultation (Task 9.5). Rincon will summarize the AB 52 efforts and will include identified mitigation in the EIR, as applicable.

Utilities and Service Systems
This section will discuss potential impacts to water supply and service systems, wastewater conveyance and treatment systems, wastewater/solid waste generation, and solid waste collection and disposal systems.

Water, wastewater, and solid waste services are provided by multiple entities including California American Water Company (Cal-Am), Monterey Peninsula Water Management District (MPWMD), Monterey One Water (M1W), and ReGen Monterey (formerly Monterey Peninsula Waste Management District). Impacts to the City storm drain system will be addressed in the hydrology/water quality section.

Water supply will be a key issue for the EIR, particularly with the continued moratorium on new water connections in the Pacific Grove portion of CalAm’s service territory, which restrict water supply availability for future growth. Rincon will thoroughly document the existing water supply conditions based upon review of published data, including but not limited to CalAm’s current (2020) Urban Water Management Plan (UWMP) for its Monterey County District, which encompasses the City of Pacific Grove. It is anticipated that a Water Supply Assessment (WSA) will not be provided for the project; as a programmatic planning document that does not propose construction of a distinct project, the General Plan does not explicitly trigger the requirement for a WSA under California Water Code as amended by SB 610. Some water supply providers elect to prepare a WSA when not required, if doing so could produce new information or analysis to inform and streamline environmental processes. However, due to the existing water supply constraints in the project area, it is not anticipated that a programmatic WSA would reveal information about water supply in the General Plan area that is not already available in the UWMP.

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City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 54
Therefore, the analysis of water supply developed for the EIR will rely upon information from CalAm’s latest (2020) UWMP, as well as other publicly available, published data. Such data may include but is not limited to the environmental review documents prepared for alternative water supply projects, including a desalination plant in Marina (recently approved by the Coastal Commission) and Pure Water Monterey expansion will be critical to future supply reliability for the General Plan. It is anticipated the current moratorium will remain in effect throughout the Focused General Plan Update process, such that water supply solutions may not rely upon lifting the moratorium, and creative solutions to water supply restrictions will be necessary to accommodate implementation of the Focused General Plan Update. The EIR will consider how policies of the proposed General Plan would minimize or avoid potential impacts to service systems. Additional or revised policies may be developed to address potentially significant impacts, including as related to water supply availability.

In addition, impacts relating to wastewater/solid waste generation will be discussed. Proposed General Plan policies will be discussed as mitigation for possible impacts to service systems. As necessary, additional or revised policies will be developed to address identified significant impacts.

Wildfire
Pacific Grove contains some land designated within a Very High Fire Hazard Severity Zone in a Local Responsibility Area, along the city’s southern boundary. The city is also adjacent to a Very High Fire Hazard Severity Zone in a State Responsibility Area. Additional fire hazards are present in wooded areas within the city. This section will describe the location of Fire Hazard Severity Zones within or near the city. Wildfire risk will be assessed, consistent with OPR’s lates guidelines related to wildfire hazards. This analysis will incorporate the findings of the Climate Vulnerability Assessment completed as part of Task 3.6. Proposed General Plan policies will be discussed as mitigation for impacts related to wildfire. As necessary, additional or revised policies will be developed to address identified significant impacts.

9.7 Screencheck Draft EIR
Rincon will address one round of City comments on the ADEIR and prepare a Screencheck Draft EIR. All comments from the City will be provided as a consolidated set of comments in editable electronic format (i.e., as tracked changes in Microsoft Word). If there are multiple reviewers, the City will be responsible for reconciling conflicting comments prior to sending to Rincon. To maintain momentum in the project schedule and provide cost efficiency, we assume City comments will focus on any new content in the previous version PGCC 5-3-23

of the ADEIR, and new comments on previously submitted content will be minimal. The Screencheck Draft EIR will be submitted to the City in Microsoft Word with track changes retained.

9.8 Public Draft EIR
Once the City approves the Screencheck Draft EIR, Rincon will prepare the Draft EIR for public circulation.

Rincon will prepare required noticing forms, including the Notice of Completion (NOC), Notice of Availability (NOA), and OPR’s Summary Form for Electronic Document Submittal, for City review. Rincon will address one round of comments on the forms. Rincon will be responsible for submitting documents through the digital CEQASubmit platform and filing the NOA with the Monterey County Clerk’s office. It is assumed the City will be responsible for required newspaper ads and other public noticing of the document’s availability, such as radius label mailing or onsite posting. As required by State law, the Public Draft EIR will require at least a 45- day public review period. Rincon will provide two hard copies of the Public Draft EIR for posting at the City offices and Pacific Grove Public Library and will provide a digital version in Adobe PDF for posting to the City’s website. Accessibility remediation of the Draft EIR is included as Task 10.3.

9.9 Response to Comments and Administrative Final EIR
Upon receipt of public comments on the Draft EIR, Rincon will prepare draft response to comments and an Administrative Final EIR for review by the City. This scope of work assumes up to 20 comment letters containing comments on the content of the CEQA document will be received. This includes five lengthy (over five pages) and/or substantive letters, that can be adequately responded to in a maximum of 150 professional staff hours.

Comment letters that solely express support or opposition to the General Plan would not count against the 20-letter estimate. The actual level of effort required to respond will depend on the length, detail, and sophistication of the comments, in addition to the number of letters received. We reserve the right to reevaluate the effort level and request a scope amendment upon close of the public comment period. If the number of comment letters and the effort to prepare responses is greater than anticipated, Rincon will notify City staff immediately and discuss options to amend our scope of work and budget as necessary.

Rincon will address one round of consolidated City comments, to be provided in editable format, on the draft Responses to Comments and prepare a Screencheck Responses to Comments, in Microsoft Word with edits shown in track changes. Upon City review and approval of the Screencheck, Rincon will submit the Final EIR for hearing.

9.10 Mitigation Monitoring and Reporting Program
Concurrent with Task 9.9, Rincon will prepare a Mitigation Monitoring and Reporting Plan (MMRP), which will be bound separately from the Final EIR. The MMRP will be provided in a format designed for use by planners, environmental monitors, or code enforcement officers. Essentially, this plan will take the form of a detailed table that describes:
• Persons/agencies responsible for monitoring compliance with each condition • Timing when monitoring must occur
• Frequency of monitoring
• Criteria to be used to determine compliance with conditions • Capital costs
The capital costs column is anticipated to be filled in by City staff. Rincon can assist with this for an additional fee. It should be noted, however, that capital costs are not typically considered in MMRPs and are not a required component pursuant to CEQA. The final version of the MMRP will be incorporated as an appendix to the Final EIR.

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Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 56

9.11 Final EIR
After receipt of City comments on the Administrative Final EIR (Task 9.9) and MMRP (Task 9.10), Rincon will prepare a Screencheck Final EIR for City staff review and confirmation followed by a Final Program EIR after incorporating comments from City staff. Rincon will prepare a draft Notice of Determination (NOD) for City approval. Rincon staff will file with the County Clerk and State Clearinghouse within five working days of General Plan approval. It is assumed that the City will pay all applicable fees associated with filing the NOD at the County Clerk. Rincon will provide two hard copies of the Final EIR for placement at the City offices and Pacific Grove Public Library. Accessibility remediation of the Final EIR is included as Task 10.3.

9.12 CEQA Findings, Statement of Overriding Considerations, and Resolution Rincon will prepare the CEQA Findings and Statement of Overriding Considerations (if a significant and unavoidable impact is identified) for the General Plan based on the impact conclusions of the EIR, based on a template provided by the City. The Draft CEQA Findings will be submitted alongside the Final EIR, and will contain a discussion of alternatives, including the rationale for rejecting any of the analyzed General Plan alternatives, using in part the project objectives. This scope of work assumes if alternatives are determined to be infeasible due to financial considerations, or that the Statement of Overriding Considerations relies on specific economic or financial factors, corresponding financial data to support these conclusions will be provided by the City or by Optional Task 4.1, Economic and Fiscal Analysis. This task will comply with CEQA Guidelines Sections 15091 and 15093 and will be submitted in a City-approved electronic format. Rincon will prepare an administrative draft version of the CEQA Findings for City review, will address one round of consolidated City comments, and submit a final document version digitally.

Rincon will also prepare the draft CEQA Resolution for City review and comment. The CEQA Resolution will be prepared in accordance with the City’s required format. The CEQA Resolution will incorporate the CEQA Findings and, if applicable, the Statement of Overriding Considerations as attachments. Rincon will address one round of consolidated City comments and submit a final document version digitally.

9.13 Administrative Record
Rincon will maintain the Administrative Record for this project. Maintenance of an accurate and comprehensive administrative record is important for the defensibility of the EIR, should it be challenged.

Rincon will develop a work plan at the outset that instructs internal staff on the way in which the PGCC 5-3-23

Administrative Record will be developed and maintained. As sources are referenced in each section of the report, they are logged in an index containing a hyper-linked cross-reference to the individual source files, copies of which are maintained on company servers. These include, for example, guidance documents, websites, correspondence, and technical memoranda. The index and source files will be supplied digitally alongside the Draft EIR.

9.14 Legal Review
Rincon has on staff a qualified legal team with more than 45 years combined experience in land use, longrange planning, CEQA review, and CEQA litigation. Such experience allows Rincon to provide trusted, substantive review of key documents, including the Public Draft EIR and Final EIR, to provide legal adequacy and a sound basis for a defense during legal challenge. Rincon’s legal team also provides strong support for responding to comments on the environmental and land use documents and in addressing identified concerns raised in late correspondence prior to the public hearings.

With careful consideration as to how each step of the process may ultimately affect the outcome and impact on the community perception, Rincon can provide thoughtful analysis on the best approach to take for any unique or potentially controversial issue, with the legal team participating on an as needed basis for planning calls and internal discussion and review. This scope includes legal review of the Draft EIR and Final EIR, to be conducted prior to City review of the Administrative Draft version of the documents.

A total of 20 staff hours is included in this task for legal review. Additional legal review can be provided on a time and materials basis to provide a more thorough review of specific topic areas as requested by the City.

Deliverables
Administrative/working drafts will be provided in Microsoft Word and/or Adobe PDF. Revised documents will be provided in Microsoft Word with edits shown in track changes. Adobe PDF documents will be provided for public draft and final documents and shared via email and through the SharePoint site as part of the final administrative record. Unless Optional Task 9.14 is authorized, documents will not be formatted for ADA compliance.
• Draft and Final Notice of Preparation (Microsoft Word and Adobe PDF) • Scoping Meeting materials (e.g., agenda, presentation) • Attendance (two Rincon staff members) at an in-person Scoping Meeting • ADEIR (Microsoft Word)
• Screencheck Draft EIR (Microsoft Word with track changes retained) • Public Draft EIR (two hard copies, Adobe PDF copy with user-friendly cross-reference hyperlinks) • Draft and Final CEQA Notices, including the NOC for the NOP submittal and the NOC, NOA, and OPR’s Summary Form for the Public Draft Program EIR submittal • Draft and Final Response to Comments (Microsoft Word) • Draft and Final MMRP (digital files)
• Screencheck Final EIR (Microsoft Word with track changes retained) • Final Program EIR (two hard copies, Adobe PDF copy with user-friendly cross-reference hyperlinks) • Draft and Final CEQA Findings and Statement of Overriding Considerations (digital files) • Notice of Determination (Adobe PDF)
Task 10 Hearings and Adoption

10.1 Planning Commission and City Council Meetings
This task provides a budgeted allowance for the Rincon team to attend public meetings with the Planning Commission and City Council as further described below.

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Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 58
These meetings include study sessions, workshops and public hearings. The Rincon team will support staff with the Planning Commission and City Council to review deliverables at various stages of the General Plan update process and to support adoption of the Draft General Plan, Draft ODDS, Draft CAAP and certification of the Final EIR.

Study Sessions
• Three joint study sessions with the PC/CC (virtual)
Workshops
• One Planning Commission Workshop (in-person)
• One City Council Workshop (in-person)
• One Architectural Review Board Workshop (virtual)
Public Hearings
• Two Planning Commission Hearings (virtual)
• Three City Council Hearings (two in-person, one virtual)

10.2 Final General Plan
Based on final direction and comments provided by City Council during the hearing process, the Rincon team will prepare a Final General Plan. This task assumes minor editorial edits necessary to finalize the document.

All final files will be shared via email and through the SharePoint site as part of the final administrative record.

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2 Revised Focused General Plan Update
Schedule
The following revised schedule has been prepared based on a fiscal year funding maximum for the Focused General Plan Update of $500,000. A refined schedule will be prepared following the project kick off meeting and after the Community Engagement Plan is finalized.

The proposed project workplan is generally organized in the following key phases:

Workplan Phases Estimated Start Estimated Completion
Phase I – Project Initiation May 2023 October 2023
Phase II – Learning January 2024 March 2025
Phase III – Alternatives March 2025 October 2025
Phase IV – Plan Preparation** January 2026 August 2026
Phase V – Environmental Review May 2026 April 2027
Phase VI – Plan Adoption May 2027 September 2027
Note: *the estimated start and completion dates are based on estimates made at the time this proposal was prepared and in consideration of fiscal year funding constraints. A refined schedule will be provided after the project kick off meeting and once the community engagement plan is finalized. ** some plan preparation tasks associated with zoning are anticipated to occur earlier in the process A more detailed schedule is provided in Table 1.

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2511 Garden Road, Suite C-250
Monterey, California 93940
831-333-0310

Table 1 – Estimated Project Schedule by Subtask
Task Phase Estimated Timeline Key Deliverables
Task 1 Project Initiation and Coordination

1.1 Kick Off Meeting and City Tour Phase I – Project Initiation May 2023 -Attendance at Kick Off Meeting

1.2 Document Review and Gathering Phase I – Project Initiation May 2023 – October 2023 -Request additional data/documents

1.3 Scope of Work and Schedule Refinement Phase I – Project Initiation May 2023 – October 2023 -Detailed Schedule in consideration of Fiscal Year funding constraints

1.4 Document Set Up Phase I – Project Initiation May 2023 – October 2023 -Template Package

1.5 Project Coordination Ongoing Ongoing – allowance for up to 85 biweekly meetings during active
project periods
-Monthly invoice/progress reporting
during active months
-Biweekly meeting agendas and notes
Task 2 Community Engagement

2.1 Community Engagement Plan Phase I – Project Initiation May 2023 – October 2023 -Draft and Final Community Engagement Plan

2.2 Online Engagement Phase I – Project Initiation
Phase II – Learning
Phase III - Alternatives
Phase IV – Plan Preparation
January 2024 (start) -Surveys (5) – per Community Engagement Plan
-Educational Videos (3) – per Community
Engagement Plan

2.3 Community Workshops Phase II – Learning
Phase III – Alternatives
Phase IV – Plan Preparation
Phase V – Plan Adoption
January 2024 (start) -Learning Workshops - per Community Engagement Plan
-Alternatives and Policy Direction - per
Community Engagement Plan
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-Review and Adoption - per Community
Engagement Plan

2.4 GPTAG Phase I – Project Initiation
Phase II – Learning
Phase III - Alternatives
Phase IV – Plan Preparation
Phase V – Plan Adoption
January 2024 (start) -Consultant team to participate in 6 GPTAG meetings per Community
Engagement Plan

2.5 Virtual Stakeholder Interviews Phase II – Learning January 2024 (start) -Interviews (organized per Community Engagement Plan)

2.6 Walking Tour Phase II – Learning January 2024 (start) -Walking tour with GPTAG (organized per Community Engagement Plan)

2.7 Engagement Toolkits Phase II – Learning January 2024 (start) -Toolkit materials Task 3 Existing Conditions, Issues and
Opportunities

3.1 General Plan Audit Phase II – Learning January 2024 – February 2024 -Audit Matrix

3.2 Existing Conditions Background and
Technical Reports
Phase II – Learning February 2024 – July 2024 -Draft and Final Background Reports -Draft and Final Technical Reports
-ECBR Exec Summary

3.3 Vision and Guiding Principles Phase II – Learning January 2025 – February 2025 -Vision and Guiding Principles Document

3.4 SWOT Analysis Phase II – Learning January 2025 – March 2025 -SWOT Report Task 4 Alternatives

4.1 Land Use, Community Design and
Circulation
Phase III – Alternatives March 2025 – September 2025 -Alternative Concepts

4.2 Preferred Alternative Phase III – Alternatives September 2025 – October 2025 -Selected Alternative PGCC 5-3-23

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Rincon Consultants, Inc. Page 62
Task 5 General Plan

5.1 First Administrative Draft Phase IV – Plan Preparation January 2026 – April 2026 -First Administrative Draft

5.2 Second and Public Draft Phase IV – Plan Preparation April 2026 – August 2026 -Second Administrative Draft -Public Review Draft
-Public Hearing Draft
Task 6 Zoning Ordinance Amendments

6.1 6
th Cycle + General Plan Consistency Phase IV – Plan Preparation July 2025 – August 2025 -Consistency Review Matrix

6.2 Administrative and Public Review Zoning
Maps
Phase IV – Plan Preparation August 2025 – October 2025 -Administrative Draft Zoning Map -Public Review Draft Zoning Map
Task 7 Objective Design and Development
Standards

7.1 ODDS Initiation and Issue Identification Phase IV – Plan Preparation June 2024 – September 2024 -PowerPoint Summary of multifamily precedents
-Place Type Map
-Summary Memorandum of existing
provisions

7.2 ODDS Development Phase IV – Plan Preparation September 2024 – January 2025 -ODDs Draft Standards -In Design Layout

7.3 Administrative and Public Review Draft Phase IV – Plan Preparation January 2025 – October 2025 -Administrative Draft and Public Review Draft ODDS
Task 8 Climate Action and Adaptation Plan

8.1 CAAP Kick Off Meeting and Monthly
Meetings
Ongoing Ongoing for an approximate 18
month period – one meeting per
month
-Monthly meetings
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8.2 Existing Measure Analysis and Success
Tracking
Phase II – Learning May 2023 – July 2023 -MAST Tool
-MAST Key Findings Memo

8.3 GHG Inventories, Forecast and Targets Phase II – Learning October 2025 – February 2026 -Data Evaluation Memo -Final Data Evaluation Memo
-Updated Inventory (Excel)
-Final Forecast and Targets (Excel)
-Final Forecast and Targets Memo

8.4 Draft and Final CAAP Strategy Selection Phase III – Alternatives February 2026 – April 2026 -Draft and Public Draft CAAP Strategies -Final List of CAAP Strategies
-Attendance at meetings

8.5 Measure Technical Appendix Phase III – Alternatives February 2026 – April 2026 -Draft and Final Qualified CAAP Technical Appendix

8.6 Develop Tools for Monitoring and Tracking
and Activation
Phase IV – Plan Preparation March 2026 – July 2026 -Draft and Final Implementation Plan

8.7 Develop Draft and Final Climate Action
and Adaptation Plan
Phase IV – Plan Preparation April 2026 – December 2026 -Draft and Final CAAP

8.8 CEQA GHG Streamlining Checklist Phase IV – Plan Preparation September 2026 – November 2026
-Draft and Final City CEQA Checklist

8.9 CEQA GHG Thresholds Phase IV – Plan Preparation September 2026 – November 2026
-Draft and Final Thresholds Report
Task 9 CEQA Analysis (Program EIR)

9.1 CEQA Kick Off Meeting Phase IV – Plan Preparation May 2026 -Meeting with City staff

9.2 Notice of Preparation Phase IV – Plan Preparation May 2026 – June 2026 -NOP

9.3 Project Description Phase IV – Plan Preparation May 2026 – July 2026 -Project Description PGCC 5-3-23

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Rincon Consultants, Inc. Page 64

9.4 Scoping Meeting Phase IV – Plan Preparation June 2026 – July 2026 -Attendance at Scoping Meeting

9.5 AB 52 and SB 18 Consultation Phase IV – Plan Preparation April 2026 – October 2026 -Tribal Consultation

9.6 ADEIR Phase IV – Plan Preparation July 2026 – September 2026 -ADEIR

9.7 Screencheck DEIR Phase IV – Plan Preparation October 2026 – November 2026 -Screencheck DEIR

9.8 Public Draft EIR Phase IV – Plan Preparation November 2026 – December 2026 -Draft for Public Review

9.9 Response to Comments and Admin FEIR Phase IV – Plan Preparation February 2027 – March 2027 -Response to Comments and Admin FEIR

9.10 MMRP Phase IV – Plan Preparation February 2027 – March 2027 -MMRP

9.11 Final EIR Phase IV – Plan Preparation April 2027 -Final EIR

9.12 CEQA Findings and Statement of
Overriding Considerations
Phase IV – Plan Preparation April 2027 -CEQA findings

9.13 Administrative Record Phase IV – Plan Preparation April 2027 -Admin Record

9.14 Legal Review Phase IV – Plan Preparation August 2026 – September 2026 Task 10 Hearings and Adoption

10.1 Planning Commission and City Council
Meetings
Phase II – Learning
Phase VI – Plan Adoption
PC/CC Workshops/Study
Sessions
Adoption Hearings – May – August
2007
-PC/CC Study Sessions/Workshops per
Community Engagement Plan
- Public Hearing attendance

10.2 Final General Plan Post Adoption –
August/September 2027
-Final General Plan documents
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2511 Garden Road, Suite C-250
Monterey, California 93940
831-333-0310

3 Cost Estimate Summary (Amended 4.14.23)

3.1 Cost Assumptions
Rincon has provided an itemized budget below inclusive of anticipated costs associated with the project, broken down by task and person per hour. This budget includes labor categories, hourly rate, estimated hours per task and total number of hours and costs, along with subconsultant labor and direct costs. This budget has been prepared with the objective of providing an honest assessment of fees and expenses, and we have identified assumptions aimed at ensuring clear expectations.

Rincon assumed the following in developing our scope of work and cost estimate. • All deliverables will be provided electronically in PDF and/or Word format. Comments from the City will be provided as a single, consolidated set of comments in editable electronic format (i.e., as track changes in MS Word). Following review, each deliverable will be finalized and submitted in electronic (PDF and/or Word) format. The City will be responsible for printing all hard copy documents. • Assumptions related to outreach materials have been included in Section 1 under each relevant task.

Materials and printing costs will be established through the Community Engagement Plan in accordance with the allotted budget.
• Costs have been allocated to tasks based upon Rincon’s proposed approach. Rincon may re-allocate costs among tasks and/or direct costs as circumstances warrant so long as the adjustments maintain the total price within its authorized amount.
• The fees associated with this project are our best estimates based upon our experience and the information provided. Unexpected or unanticipated circumstances may arise that cause additional work to be necessary or which may affect the proposed scope and budget. Rincon recommends including a 10% contingency to cover these potential circumstances. Use of the contingency would only be used upon mutual agreement with City staff.
• Rincon included the meeting assumptions provided in Table 2 in developing our scope of work and cost estimate.
• Other Direct Costs. Costs associated with the execution of a project, that are not included in the hourly rates above, are billed at cost plus 16%. These may include, but are not limited to, laboratory and drilling services, subcontractor services, authorized travel expenses, permit charges and filing fees, mailings and postage, performance bonds, sample handling and shipment, rental equipment, and vehicles other than covered by the above charges.
• Annual Escalation. Rincon’s standard rates are subject to an annual escalation. Rincon will meet with City staff annually to adjust scope, fee and schedules to accommodate these changes. The contingency budget is anticipated to be used to support increased fees that resulting from annual fee schedule escalation.
• To accommodate the Fiscal Year budget limits, the schedule includes pauses generally occurring during November – December. During these or any other scheduled pauses, project work will be paused, including any coordination meetings, calls and emails.
• Payment Terms. All fees will be billed to Client monthly and shall be due and payable upon receipt or as indicated in the contract provisions for the assignment. Invoices are delinquent if not paid within ten (10) days from receipt or per the contractually required payment terms.

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City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 66

3.2 Focused General Plan Update Cost Summary
The estimated budget for the Focused General Plan Update would be:
• Without contingency - $1,993,699.70
• With 10% contingency - $2,193,069.67
We are prepared to initiate work immediately upon execution of a contract and receipt of a notice to proceed. All budget assumptions provided in the original Focused General Plan update proposal shall apply unless otherwise specified in this supplement dated April 14, 2023.

3.3 Focused General Plan Update Fiscal Year Breakdown
At the City’s request, we have prepared a breakdown of the Focused General Plan Update costs by fiscal year. The City of Pacific Grove’s fiscal year starts on July 1. Table 3 provides a fiscal year breakdown summary of the Focused General Plan Update.

Table 4 is an itemized budget inclusive of anticipated costs associated with the project, broken down by task and hours. This table amends the Cost Estimate provided in the original Focused General Plan Update proposal. All other cost assumptions are as provided in the Focused General Plan update unless otherwise specified in this supplement dated April 14, 2023.

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2511 Garden Road, Suite C-250
Monterey, California 93940
831-333-0310

Table 2 – Meeting Cost Assumptions
Rincon WRT Kimley-Horn EPS

1.1 Kick Off Meeting and City Tour (in person)
Attendees 3 attendees in-person,
3 attendees virtual
2 attendees in-person 1 attendee in-person 2 attendees in-person Estimated Duration 2 hour Kick Off + 4 hour City Tour 2 hour Kick Off + 4 hour City Tour 2 hour Kick Off + 4 hour City Tour 2 hour Kick Off + 4 hour City Tour Travel 13 hours, 200 miles round trip,
1 flight round-trip (combined)
4 hours, 230 miles round-trip 1 hour round-trip 2 hours, round-trip

1.4 Biweekly Staff Meetings (virtual)
Attendees Avg 1.5 attendees As needed As needed As needed Estimated Duration 30 mins, 85 total mtgs 30 mins 30 mins 30 mins *this assumes a total of 85 meetings which would cover biweekly meetings for approximately 3 years. If biweekly meetings are needed beyond a 3 year period or in excess of 85 meetings the scope and fee for this task will need to be reevaluated.

2.3 Community Workshops (2 in-person, 13 virtual)
Attendees 2 attendees 2 attendees 1 attendee
Estimated Duration 2 hours setup + tear-down,
2 hours hosting
2 hours setup + tear-down,
2 hours hosting
2 hours setup + tear-down,
2 hours hosting
Travel 13 hours, 200 miles round-trip, 1
flight round trip
4 hours, 230 miles round-trip 1 hour round-trip

2.4 General Plan Technical Advisory Group (virtual)
Attendees 2 attendees 1 attendee 1 attendee N/A
Estimated Duration 2 hours, 6 total mtgs 2 hours, 5 meetings 2 hours, 1 meeting

2.5 Stakeholder Interviews (virtual)
Attendees 2 attendees 1 attendee 1 attendee 2 attendees Estimated Duration 1 hour, 20 meetings 1 hour, 2 meetings 1 hour, 1 meeting 2 eight-hour meetings (in-person or virtual)

2.6 Walking Tour
Attendees 1 attendee 2 attendees
Estimated Duration 8 hours 8 hours
PGCC 5-3-23

City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 68
Rincon WRT Kimley-Horn EPS
Travel 5 hours, 200 miles round trip 4 hours, 230 miles round trip

8.1 CAAP Kickoff (virtual)
Attendees 4 attendees
Estimated Duration One hour

8.1 CAAP Monthly Meetings (virtual)
Attendees 1 attendee
Estimated Duration One hour

8.4.3 Updated Measures and Action List (Beautification and Natural Resources Commission) (virtual) Attendees 1 attendee
Estimated Duration Two hours

9.1 Public Meetings (4 in-person, 7 virtual)
Attendees 2 - 3 attendees (depending on
meeting)
2 attendees 2 attendees
Estimated Duration 3 hours, 11 meetings 3 hours, 2 meetings (virtual) 3 hours, 2 meetings Travel 13 hours, 200 miles round trip,
1 flight round-trip (combined)
1 hour round trip
*Travel assumptions are per each in-person meeting
Notes: Additional scope and budget for coordination meetings has been included within Task 1, but is an allowance based on overall needs for project coordination throughout the life the of project and therefore detailed assumptions are not included in this table.

PGCC 5-3-23

Table 3– Focused General Plan Update Fiscal Year Breakdown Summary (Amended 4.14.23) Task Description 2023 FY
(to 6/30/23)
2024 FY
(7/1/23-
6/30/24)
2025 FY
(7/1/24 to
6/30/25)
2026 FY
(7/1/25 -
6/30/26)
2027 FY
(7/1/26 -
6/30/27)
2028 FY
(7/1/27 -
6/30/28)
Total
Task 1: Project Initiation and
Coordination
$49,687 $49,514 $30,564 $30,564 $30,564 $10,132 $201,024 Task 2: Community Engagement $7,008 $156,284 $144,746 $59,881 $0 $0 $367,919 Task 3: Existing Conditions,
Issues and Opportunities
$0 $265,265 $153,895 $0 $0 $0 $419,160
Task 4: Alternatives $0 $0 $53,496 $18,932 $0 $0 $72,427 Task 5: General Plan $0 $0 $0 $160,045 $40,594 $0 $200,638 Task 6: Zoning Ordinance
Amendments
$0 $0 $0 $19,778 $0 $0 $19,778
Task 7: Objective Design and
Development Standards
$0 $104 $93,442 $39,403 $0 $0 $132,948
Task 8: Climate Action and
Adaptation Plan
$2,754 $7,068 $5,912 $66,800 $44,059 $0 $126,593
Task 9: CEQA Analysis (Program
EIR)
$0 $0 $0 $83,434 $255,034 $0 $338,468
Task 10: Hearings and Adoption $0 $15,934 $10,198 $20,113 $29,083 $39,416 $114,743 Total $59,450 $494,168 $492,252 $498,948 $399,334 $49,548 $1,993,700 Note: the total budget reflected in this table does not include the recommended 10% contingency as it cannot be determined if or when it would be used.

PGCC 5-3-23

City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 70
Table 4 – Focused General Plan Update Cost Proposal (Amended 4.14.23) RINCON CONSULTANTS, INC.
22-13730 City of Pacific Grove General Plan,
Zoning Code and CEQA
Cost Estimate
22-13730 City of Pacific Grove General Plan, Zoning
Code and CEQA Rate Hours Labor Budget Direct
Expenses Total Budget
Task 1: Project Initiation and Coordination 638.00 141,159.00 59,865.00 201,024.00

1.1 Kickoff Meeting and City Tour 83.00 21,168.00 13,615.80 34,783.80

1.2 Document Review and Gathering 22.00 4,596.00 14,732.00 19,328.00

1.3 Scope of Work and Schedule Refinement 7.00 1,791.00 1,972.00 3,763.00

1.4 Document Set Up 36.00 6,324.00 0.00 6,324.00

1.5 Project Coordination 490.00 107,280.00 29,545.20 136,825.20 Task 2: Community Engagement 1,206.00 241,330.00 126,589.40 367,919.40

2.1 Community Engagement Plan 80.00 17,208.00 1,392.00 18,600.00

2.2 Online Engagement 214.00 41,016.00 12,992.00 54,008.00

2.3 Community Workshops 596.00 119,390.00 56,594.40 175,984.40

2.4 General Plan Technical Advisory Group 114.00 24,450.00 18,014.80 42,464.80

2.5 Virtual Stakeholder Interviews 102.00 20,078.00 23,037.60 43,115.60

2.6 Walking Tours 20.00 3,816.00 14,558.60 18,374.60

2.7 Engagement Toolkits 30.00 6,042.00 0.00 6,042.00

2.8 Task 2 GIS Services 30.00 4,344.00 0.00 4,344.00

2.9 CAAP Engagement Coordination 20.00 4,986.00 0.00 4,986.00 Task 3: Existing Conditions, Issues and
Opportunities 795.00 151,919.00 267,240.80 419,159.80

3.1 General Plan Audit 50.00 9,880.00 0.00 9,880.00

3.2. Existing Conditions Background Report 464.00 89,850.00 210,482.00 300,332.00

3.3 Vision and Guiding Principles Development 24.00 4,746.00 6,704.80 11,450.80 PGCC 5-3-23

3.4 SWOT Analysis, Preliminary Policy and
Implementation Measure Recommendation 175.00 36,127.00 50,054.00 86,181.00 Task 3 GIS Services 82.00 11,316.00 0.00 11,316.00
Task 4: Alternatives 200.00 41,258.00 31,169.20 72,427.20

4.1 Land Use, Community Design and Circulation
Alternatives Analysis 148.00 31,558.00 20,590.00 52,148.00

4.2 Preferred Alternative 34.00 7,216.00 10,579.20 17,795.20 Task 4 GIS Support 18.00 2,484.00 0.00 2,484.00
Task 5: General Plan 694.00 135,806.00 64,832.40 200,638.40

5.1 First Administrative Draft General Plan 376.00 72,140.00 45,959.20 118,099.20

5.2 Second Administrative and Public Draft
General Plan 298.00 60,906.00 18,873.20 79,779.20
Task 5 GIS Services 20.00 2,760.00 0.00 2,760.00
Task 6: Zoning Ordinance Amendments 98.00 19,778.00 0.00 19,778.00

6.1 6th Cycle Housing Element + General Plan
Consistency Memo 64.00 13,784.00 0.00 13,784.00

6.2 Administrative and Public Review Zoning Map
Updates 34.00 5,994.00 0.00 5,994.00
Task 7: Objective Design and Development
Standards 30.00 6,984.00 125,964.40 132,948.40

7.1 ODDS Initiation and Issue Identification 10.00 2,328.00 7,331.20 9,659.20

7.2 ODDS Development 8.00 1,758.00 33,756.00 35,514.00

7.3 Administrative and Public Review Draft 12.00 2,898.00 84,877.20 87,775.20 Task 8: Climate Action and Adaptation Plan 615.00 119,633.00 6,960.00 126,593.00

8.1 CAAP Kickoff Meeting and Monthly Meetings 70.00 15,662.00 0.00 15,662.00

8.2 Existing Measure Analysis and Success
Tracking 16.00 3,052.00 0.00 3,052.00

8.3 GHG Inventories, Forecast and Targets 82.00 14,784.00 6,960.00 21,744.00

8.4 Draft and Final CAAP Strategy Selection 108.00 20,588.00 0.00 20,588.00

8.5 Measure Technical Appendix 68.00 12,626.00 0.00 12,626.00

8.6 Develop Tools for Monitoring, Tracking and
Activation 22.00 4,264.00 0.00 4,264.00
PGCC 5-3-23

City of Pacific Grove
Focused General Plan Proposal Supplement
Rincon Consultants, Inc. Page 72

8.7 Develop Draft and Final Climate Action and
Adaptation Plan 120.00 22,312.00 0.00 22,312.00

8.8 CEQA GHG Streamlining Checklist 53.00 10,945.00 0.00 10,945.00

8.9 CEQA GHG Thresholds 76.00 15,400.00 0.00 15,400.00
Task 9: CEQA Analysis (Program EIR) 1,499.00 302,175.00 36,293.10 338,468.10

9.1 CEQA Kickoff Meeting 11.00 2,599.00 0.00 2,599.00

9.2 Notice of Preparation 12.00 2,402.00 0.00 2,402.00

9.3 Project Description 25.00 4,591.00 0.00 4,591.00

9.4 Scoping Meeting 25.00 5,866.00 818.90 6,684.90

9.5 AB 52 and SB 18 Consultation Assistance 18.00 3,935.00 0.00 3,935.00

9.6 Administrative Draft EIR 970.00 192,872.00 34,684.00 227,556.00

9.7 Screencheck Draft EIR 68.00 13,404.00 0.00 13,404.00

9.8 Public Draft EIR 54.00 9,686.00 674.00 10,360.00

9.9 Response to Comments and Administrative
Final EIR 150.00 31,810.00 0.00 31,810.00

9.10 Mitigation Monitoring and Reporting Program 21.00 4,150.00 0.00 4,150.00

9.11 Final EIR 43.00 8,590.00 116.20 8,706.20

9.12 CEQA Findings, Statement of Overriding
Considerations, and Resolution 50.00 10,050.00 0.00 10,050.00

9.13 Administrative Record 32.00 6,860.00 0.00 6,860.00

9.14 Legal Review 20.00 5,360.00 0.00 5,360.00
Task 10: Hearings and Adoption 347.00 81,740.00 33,003.40 114,743.40

10.1 Planning Commission and City Council
Meetings 316.00 75,468.00 33,003.40 108,471.40

10.2 Final General Plan 31.00 6,272.00 0.00 6,272.00
Project Total 6,122.00 1,241,782.00 751,917.70 1,993,699.70 Total with 10% Contingency 2,193,069.67
Direct Expenses Summary Amount
Digital Production - Flash Drive 40.00
Per Diem - job chargeable 3,016.00
Per Diem- Lodging 300.00
Photocopies - Black and White 250.00
PGCC 5-3-23

Photocopies - Color 992.00
Postage, Shipping, Delivery 232.00
Travel - Mileage 1,716.10
Travel (airfare, ground trans, lodging) 3,664.00
Vehicle Day Rate 630.00
WRT 359,634.80
EPS 132,321.20
Kimley Horn 249,121.60
Direct Expenses Subtotal 751,917.70
PGCC 5-3-23

2511 Garden Road, Suite C-250
Monterey, California 93940
831-333-0310

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PGCC 5-3-23