ADOPTED AND APPROVED this 4th Day of June 2024.
Jeremy B. Yamaguchi, Mayor
ATTEST:
Robert S. McKinnell, City Clerk
I, Robert S. McKinnell, City Clerk of the City of Placentia do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 4th day of June 2024 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Councilmembers:
Councilmembers:
Councilmembers:
Councilmembers:
Robert S. McKinnell, City Clerk
APPROVED AS TO FORM:
Christian L. Bettenhausen, City Attorney
Resolution R-2024-33
PAGE 14
EXHIBIT D - RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX
CITY OF PLACENTIA
Community Facilities District No. 2018-01
(TOD Area Maintenance)
A Special Tax authorized under the Mello -Roos Community Facilities Act of 1982 applicable to the land in the Community Facilities District No. 2018-01 (the "CFD") of the City of Placentia (the "City") shall be levied and collected according to the tax liability determined by the City through the application of the appropriate amount or rate described herein.
A. DEFINITIONS
"Acre" means each acre of the land area making up an Assessor's Parcel as shown on an Assessor's Parcel Map, or if the land area is not shown on an Assessor's Parcel Map, the land area shown on the applicable Final Map or other recorded County parcel map.
"Act" means the Mello -Roos Community Facilities Act of 1982, as amended, being Chapter 2.5, Division 2 of Title 5 of the Government Code of the State of California. "Administrative Expenses" means the actual or estimated costs incurred by the City to determine, levy and collect the Special Taxes, including the proportionate amount of the salaries and benefits of City employees whose duties are directly related to administration of the CFD and the fees of Special Tax levy administrator, other consultants, legal counsel, the costs of collecting installments of the Special Taxes upon the County tax rolls and any other incidental costs authorized by the Act. "Annexation Parcel" means any Parcel that is annexed to the CFD after it is formed. "Annual Escalation Factor" means an amount equal to the percentage increase during the preceding year in the Consumer Price Index for All Urban Consumers in the Los Angeles -Riverside -Orange County metropolitan area (CPI -U), as published by the U.S. Department of Labor, Bureau of Labor Statistics, (or if this index ceases publication, an equivalent index ), or 3 percent, whichever is greater. "Assessor's Parcel" or "Parcel" means a lot or parcel shown on an Assessor's Parcel Map with an assigned Assessor's Parcel number.
"Assessor's Parcel Number" means, with respect to an Assessor's Parcel, that number assigned to such Assessor's Parcel by the County for purposes of identification.
CITY OF PLACENTIA
COMMUNITY FACILITIES DISTRICT No. 2018-01 (TOD AREA MAINTENANCE)
PUBLIC HEARING REPORT
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ATTACHMENT 2
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"Annual Special Tax" means the annual Special Tax, determined in accordance with Section D below to be levied in the CFD in any Fiscal Year on any Assessor's Parcel. "Base Year" means the Fiscal Year ending June 30, 2019. "Certificate of Occupancy" means a permit issued by the City authorizing the occupancy of a new Residential Unit or new Nonresidential Building Area. "CFD Administrator" means an official of the City, or designee thereof, responsible for determining and providing for the levy and collection of the Special Tax. "CFD" or "CFD No. 2018-01" means Community Facilities District No. 2018-01 (TOD Area Maintenance) of the City of Placentia.
"City" means the City of Placentia.
"Council" means the City Council of the City of Placentia, acting as the legislative body of the City and the CFD.
"County" means the County of Orange, California.
"County Assessor" means the Orange County Assessor.
"Developed Property" means, in any Fiscal Year, all Taxable Property for which a Certificate of Occupancy has been issued after December 31, 2017 and prior to May 1 of the preceding Fiscal Year. These Assessor's Parcels can be classified into one of following groups: Single Family Detached, Single Family Attached, Multi -Family Residential, Retail/Other, Office, and Industrial.
"Existing Developed Property" means Residential Units and Nonresidential Building Area for which a building permit has been issued prior to January 1, 2018. "Fiscal Year" means the period starting July 1 and ending the following June 30. "Future Annexation Area" means the territory designated for potential future annexation to the CFD as shown in the "Map of Proposed Boundaries of the Community Facilities District No. 2018-01."
"Industrial Property" means all Assessor Parcels of Developed Property for which a Certificate of Occupancy has been issued after December 31, 2017 and prior to May 1 of the preceding Fiscal Year for manufacturing construction. "Land Use Classification" means any of the classes listed in Section B(1).
CITY OF PLACENTIA
COMMUNITY FACILITIES DISTRICT No. 2018-01 (TOD AREA MAINTENANCE)
PUBLIC HEARING REPORT
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"Maximum Special Tax" means the greatest amount of Special Tax, determined in accordance with Sections B and C below that can be levied in the CFD in any Fiscal Year on any Assessor's Parcel.
"Multi -Family Residential Property" means all Assessor Parcels of Developed Property for which a Certificate of Occupancy has been issued for construction of a structure with more than one Residential Unit after December 31, 2017 and prior to May 1 of the preceding Fiscal Year. This category includes but is not limited to apartment buildings, duplexes, triplexes, fourplexes, and condominiums. "Nonresidential Building Area" means the "chargeable covered and enclosed space" as defined by California Government Code section 65995(b)(2) to be constructed on Retail/Other Property, Office Property and Industrial Property. "Office Property" means all Assessor Parcels of Developed Property for which a Certificate of Occupancy has been issued after December 31, 2017 and prior to May 1 of the preceding Fiscal Year for general, professional and medical office construction. "Public Property" means any property within the boundaries of the CFD that is either (i) owned by the federal government, the State of California, the County, another public agency, or a private nonprofit organization that owns and is responsible for conservation of open space areas or (ii) encumbered by an easement owned by any such public agency or private organization which easement makes the development of such property impractical. Notwithstanding the foregoing, a leasehold or other possessory interest in any such property which is subject to taxation pursuant to Section 53340.1 of the Act shall not constitute "Public Property." "Residential Unit" means each separate residential dwelling unit on an Assessor's Parcel that comprises an independent facility capable of conveyance or rental as distinct from adjacent residential dwelling units. An accessory residential dwelling unit that shares a Parcel with a Single Family Detached Residential Unit shall not be considered as a Residential Unit for the purposes of this RMA. "Retail/Other Property" means all Assessor Parcels of Developed Property for which a Certificate of Occupancy has been issued for the retail, commercial, or other nonresidential construction after December 31, 2017 and prior to May 1 of the preceding Fiscal Year and is not Industrial Property or Office Property. "RMA" means this Rate and Method of Apportionment of Special Tax. "Services" means the services authorized to be funded by the CFD as described in the Resolution of Intention for the CFD.
"Single -Family Attached Property" means all Assessor Parcels of Developed Property for which a Certificate of Occupancy has been issued after December 31,
CITY OF PLACENTIA
COMMUNITY FACILITIES DISTRICT No. 2018-01 (TOD AREA MAINTENANCE)
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2017 and prior to May 1 of the preceding Fiscal Year for construction of a residential structure consisting of two or more Residential Units that share common walls, have separate Assessor's Parcel Numbers assigned to them (except for a duplex Residential Unit which may share an Assessor's Parcel Number with another duplex Residential Unit).
"Single -Family Detached Property" means all Assessor Parcels of Developed Property for which a Certificate of Occupancy has been issued after December 31, 2017 and prior to May 1 of the preceding Fiscal Year for construction of a single-family Residential Unit that does not share a common wall with another Residential Unit. "Special Tax" means a Special Tax levied in any Fiscal Year to pay the Special Tax Requirement.
"Special Tax Requirement" means the amount required in any Fiscal Year for the CFD to 1) provide the Services; 2) pay for reasonable Administrative Expenses; 3) pay any amounts required to establish or replenish any reserve funds, and 4) cure any delinquencies in the payment of Special Taxes which have occurred in the prior Fiscal Year or pay for reasonably anticipated delinquent Special Taxes based on the delinquency rate for Special Taxes levied in the previous Fiscal Year. "State" means the State of California.
"Taxable Property" means any Assessor's Parcel that is not Tax -Exempt Property. "Tax -Exempt Property" means any Parcel within the CFD which is not Developed Property or Undeveloped Property, and includes Public Property and Existing Developed Property.
"Undeveloped Property" means any Assessor's Parcel which is not Tax -Exempt Property, and for which no Certificate of Occupancy has been approved and issued by June 30 of the previous Fiscal Year.
CITY OF PLACENTIA
COMMUNITY FACILITIES DISTRICT No. 2018-01 (TOD AREA MAINTENANCE)
PUBLIC HEARING REPORT
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B. DETERMINATION OF MAXIMUM SPECIAL TAX
The Maximum Special Tax shall be calculated as follows:
1. Classification of Parcels. Each Fiscal Year, using the Definitions above and the Parcel records of the County Assessor's Secured Tax Roll of July 1, the City shall cause each Parcel of land in the CFD to be classified as Developed Property, Undeveloped Property, or Tax -Exempt Property. The City shall cause all Developed Property to be further classified as Single Family Detached Property, Single Family Attached Property, Multi -Family Property, Retail/Other Property, Office Property and Industrial Property.
2. Assignment of Maximum Special Tax. Each Fiscal Year, the Base Year Maximum Tax shown below shall be escalated as specified in Section C, Annual Adjustment of Maximum Special Tax, to determine the Maximum Special Tax for the upcoming Fiscal Year for each Land Use Classification.
Land Use Classification
Base Year Maximum Tax
Developed Single Family Detached Property
$138 per Residential Unit
Developed Single Family Attached Property
$112 per Residential Unit
Developed Multi -Family Property
$127 per Residential Unit
Developed Retail/Other Property
$0.09 per square foot of
Nonresidential Buildinc Area
Developed Office Property
$0.13 per square foot of
Nonresidential Buildinc Area
Developed Industrial Property
$0.06 per square foot of
Nonresidential Buildinc Area
Undeveloped Property
$0
Tax -Exempt Property
$0
3. Conversion of a Tax -Exempt Property to a Taxable Property. If a Tax -Exempt Property is not needed for public use and is converted to private use, it shall become subject to the Special Tax.
4. Multiple Land Use Classifications. In some instances, an Assessor's Parcel may contain more than one Land Use Classification. The Maximum Special Tax that can be levied on an Assessor's Parcel shall be the sum of the Maximum Special Taxes that can be levied for all Land Use Classes located on that Assessor's Parcel. The CFD Administrator shall determine the allocation to each Land Use Classification.
5. Existing Developed Property. Residential Units and Nonresidential Building Area for which a building permit has been issued prior to January 1, 2018 is exempt from the Special Tax.
CITY OF PLACENTIA
COMMUNITY FACILITIES DISTRICT No. 2018-01 (TOD AREA MAINTENANCE)
PUBLIC HEARING REPORT
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6. Annexed Property. Each Assessor's Parcel of Developed Property that is annexed into the CFD shall be subject to the Special Tax in effect during the current Fiscal Year.
C. ANNUAL ADJUSTMENT OF MAXIMUM SPECIAL TAX
Beginning in January 2019 and each January thereafter, the Maximum Special Tax shall be adjusted each fiscal year in an amount equal to the percentage increase during the preceding year in the Consumer Price Index for All Urban Consumers in the Los Angeles -Riverside -Orange County metropolitan area (CPI -U), as published by the U.S. Department of Labor, Bureau of Labor Statistics, (or if this index ceases publication, an equivalent index), or three (3) percent, whichever is greater. Each annual adjustment of the Maximum Special Tax shall become effective for the following Fiscal Year.
D. DETERMINATION OF THE ANNUAL SPECIAL TAX
Commencing with the Base Year, and for each subsequent Fiscal Year, the Council shall determine the Special Tax Requirement and shall levy the Annual Special Tax on each Assessor's Parcel of Developed Property at up to one hundred percent of the applicable Maximum Special Tax to fund the Special Tax Requirement.
Under no circumstances will the Annual Special tax levied against any Assessor's Parcel of Developed Property increase by more than ten (10) percent as a consequence of delinquency or default by the owner of any other Assessor's Parcel within the CFD.
Subject to the preceding, the amount of Annual Special Tax levied upon any Developed Property and Undeveloped Property in any Fiscal Year shall not exceed the Maximum Special Tax for such Fiscal Year as computed herein.
E. DURATION OF THE SPECIAL TAX
Assessor's Parcels in the CFD shall remain subject to the Special Tax in perpetuity. If the Special Tax ceases to be levied, the City or its designee shall direct the County Recorder to record a Notice of Cessation of Special Tax. Such notice will state that the obligation to pay the Special Tax has ceased and that the lien imposed by the Notice of Special Tax Lien is extinguished.
CITY OF PLACENTIA
COMMUNITY FACILITIES DISTRICT No. 2018-01 (TOD AREA MAINTENANCE)
PUBLIC HEARING REPORT
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F. PREPAYMENT OF SPECIAL TAX
Prepayment of the Special Tax is not authorized.
G. APPEALS AND INTERPRETATION PROCEDURE
Any property owner who feels that the portion of the Special Tax levied on the subject property is in error, may file a written appeal no later than April 10 of the Fiscal Year in which the levy occurred, with the Public Works Director or his or her designee, appealing the levy of the Special Tax on the subject property. Public Works Director or his or her designee will promptly review the appeal, and, if necessary, meet with the applicant, and decide the merits of the appeal. If the findings of the Public Works Director or his or her designee verify that the Special Tax levied should be modified, the Special Tax levy for future Fiscal Years shall be corrected, and a credit against future Special Taxes shall be arranged, if applicable. Any overcharges shall be corrected solely by means of adjustments to future Special Tax levies; no cash refunds shall be made. Any dispute over the decision of the Public Works Director or his or her designee shall be referred to the Public Works Director, and the Council and the decision of the Council shall be final and binding on all parties.
Interpretation may be made by resolution of the Council for purposes of clarifying any vagueness or uncertainty as it relates to the application of the Special Tax rate, or application of the method of apportionment, or classification of properties or any definition applicable to the CFD.
H. COLLECTION OF THE SPECIAL TAX
The Special Tax shall be collected each year in the same manner and at the same time as ad valorem property taxes are collected and shall be subject to the same penalties and lien priorities in the case of delinquency as is provided for ad valorem taxes. The City shall cause the actions required above to be done for each Fiscal Year in a timely manner to assure that the schedule of the Special Taxes to be collected are received by the County Auditor for inclusion with billings for such ad valorem taxes for the applicable Fiscal Year. However, the CFD Administrator may directly bill the Special Tax, may collect Special Taxes at a different time or in a different manner if necessary to meet the financial obligations of the City or as otherwise determined appropriate by the CFD Administrator.
CITY OF PLACENTIA
COMMUNITY FACILITIES DISTRICT No. 2018-01 (TOD AREA MAINTENANCE)
PUBLIC HEARING REPORT
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CITY OF PLACENTIA
COMMUNITY FACILITIES DISTRICT No. 2018-01 (TOD AREA MAINTENANCE)
PUBLIC HEARING REPORT
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ATTACHMENT 2
TO:
VIA:
FROM:
DATE:
SUBJECT:
FISCAL
IMPACT:
Placentia Cit Council
AGENDA REPORT
CITY COUNCIL
CITY ADMINISTRATOR
DIRECTOR OF DEVELOPMENT SERVICES
JUNE 4, 2024
RENEWAL OF PROFESSIONAL SERVICES AGREEMENT WITH
PLACEWORKS, INC. TO COMPLETE THE CHAPMAN CORRIDOR PLAN
TOTAL COST OF ORIGINAL AGREEMENT:
AMOUNT PREVIOUSLY PAID TO CONSULTANT:
AMOUNT NEEDED FOR RENEWED AGREEMENT:
AMOUNT NEEDED FOR RENEWED AGREEMENT:
STAFF RECOMMENDED CONTINGENCY:
TOTAL COST OF PROPOSED AGREEMENT:
GENERAL PLAN UPDATE FEE FUNDS (749104-6017)
$198,138
S -93,477
$104,661
$104,661
S+20,000
$124,661
$124,661
SUMMARY:
On October 4, 2022, City Council approved a Professional Services Agreement (PSA) with Placeworks, Inc. (Placeworks) to complete the Chapman Corridor Plan. This was subsequent to the adoption of the 2019 comprehensive General Plan Update. The Land Use Element of the 2019 General Plan strongly encourages enhancements and improvements to the visual image, physical design characteristics, economic vitality, and infrastructure of the Chapman corridor.
Although Placeworks is within the scope of the original budget appropriated for this project, the original PSA has expired. Therefore, Staff recommends renewal of a new PSA to complete the Chapman Corridor Plan document and supporting environmental documentation furthering the goals of the General Plan. The recommended actions would approve a Professional Services Agreement with Placeworks, Inc. in the not -to -exceed amount of $124,661.
RECOMMENDATION
It is recommended that the City Council take the following actions:
1. Approve a Professional Services Agreement with Placeworks, Inc. to provide professional services related to the Chapman Corridor Planning and supporting environmental documentation for an amount not to exceed $124,661; and
2. Approve Resolution No. R-2024-26, A Resolution of the City Council of the City of Placentia, California authorizing a budget amendment in Fiscal Year 2023-24 in compliance with City Charter of the City of Placentia §§ 1206 and 1209 pertaining to appropriations for actual expenditures; and
1.k.
June 4, 2024
City Council Agenda
June 4, 2024
3. Authorize the City Administrator to execute the necessary documents, in a form approved by the City Attorney.
STRATEGIC PLAN STATEMENT:
This item is consistent with the City Council approved 5 -Year Strategic Goal to:
Promote Community and Economic Development, as Objective Number 3.5 is to "Initiate the Chapman Corridor Specific Plan" and Objective Number 3.6 is to "Create design review guidelines and procedures". This agenda item will specifically finish the creation of the Chapman Corridor Specific Plan (or equal Zoning document) and will also create design review guidelines specific to the Chapman Corridor.
BACKGROUND:
The General Plan is the City's land use constitution, a legal policy document that is mandated to exist by the State of California. The General Plan is intended to reflect the community's values and set policies to guide in the development, maintenance, and use of the City's built environment.
The Land Use Element is one of several mandatory General Plan Elements required by the State.
On October 1, 2019, City Council adopted the comprehensive General Plan Update, which included an updated Land Use Element. The Land Use Element of the 2019 General Plan strongly encourages enhancements and improvements to the visual image, physical design characteristics, economic vitality and infrastructure of the Chapman corridor and other major corridors as indicated in the subsequent paragraphs.
Goal LU-1 states: Provide a well-balanced land use pattern that accommodates existing and future needs for housing, commercial, industrial, and open space/recreation uses, while providing adequate community services to City residents. Policy LU-1.10 further states: Create specific zoning or plans for major corridors within the City. This would include the Chapman Avenue corridor and the Placentia Avenue corridor, among other major thoroughfares.
Goal LU-3 states: Revitalize underutilized, abandoned, or dilapidated commercial, industrial, and residential uses and properties. Policy LU-3.1 furthers this goal by stating: Encourage opportunities for redevelopment and improvements in the Old Town area, the TOD district, industrial areas, neighborhoods in the southern sector of the City, and commercial centers along major roadway corridors.
Goal LU-5 states: Improve urban design in Placentia to ensure that development is both architecturally attractive and functionally compatible and to create identifiable neighborhoods, and community areas. Policy LU-6.6 furthers this goal by stating: Improve urban design in Placentia to ensure that development is both architecturally attractive and functionally compatible and to create identifiable neighborhoods, and community areas.
Goal LU-6 states: Enhance and improve the visual image, economic vitality and infrastructure of the Old Town area, TOD, and surrounding areas, like the future Chapman corridor. Policy LU-6.6
City Council Agenda
June 4, 2024
furthers this goal by stating: Focus planning and economic development efforts to spur development and infrastructure improvement on major transportation corridors, such as the future Chapman Avenue corridor.
Goal LU-10 states: Create enhanced connectivity with California State University Fullerton (CSUF) campus community. Policy LU-10.2 furthers this goal by stating: In creating the aforementioned corridor plans, the City shall take into consideration the nearby Cal State University Fullerton campus community and capitalize on its proximity.
DISCUSSION:
The City Council previously approved a PSA with Placeworks to complete the Chapman Corridor Plan, however, the original PSA has expired. Therefore, staff recommends renewal of the PSA (a new PSA) to complete the Chapman Corridor Plan document and supporting environmental documentation furthering the goals of the General Plan. The recommended actions would approve a Professional Services Agreement with Placeworks, Inc. in the not -to -exceed amount of $124,661.
Regarding the original PSA, the Development Services Department conducted a Request for Proposals (RFP), circulated between June 30 and August 1, 2022. Three professional firms responded: Torti-Gallas + Partners, ESA, and Placeworks. A staff project team made up of Development Services, Public Works, and Administration Department Staff reviewed the RFPs, and independently and unanimously ranked Placeworks first based upon qualifications and related experience.
Placeworks total cost was the least of the three firms mentioned. The total amount of the renewed PSA, $124,661 represents $104,661 unspent monies based on the expired PSA, plus $20,000 contingency. There is no increase in the original cost between the original PSA and the new PSA with the exception of the contingency amount.
FISCAL IMPACT:
The Chapman Corridor planning project has previously been budgeted in the FY 2022-23 and FY 2023-24 CIP. To complete the task, $124,661 + $25,000 = $149,661 is proposed to be budgeted for the Chapman Corridor moving forward pursuant to the attached Resolution. $124,661 is budgeted for the Placeworks PSA and $25,000 will be utilized for Chapman Corridor related studies. It should be noted that General Plan Update Fee Funds would be utilized for this project which are restricted to General Plan related studies and plans which does not affect operational funds. In addition, the City was granted $150,000 in LEAP Grant funding on a reimbursable basis. This project has been identified as reimbursable for LEAP funding which must be reconciled by end of calendar year 2024. Any LEAP funds received would be additional revenue to the City.
City Council Agenda
June 4, 2024
Prepared by:
Joseph Imo. Lambert
Director of Development Services
Reviewed and approved:
Damien-R-Arrula
City Administrator
Reviewed and approved:
Jennifer Lampr'nan
Director of Finance
Attachments:
1. Professional Services Agreement with Placeworks, Inc.
Exhibit A. Scope of Work
Exhibit B. Certificate of Insurance
2. Resolution R-2024-26
CITY OF PLACENTIA
PROFESSIONAL SERVICES AGREEMENT
WITH PLACEWORKS, INC
THIS AGREEMENT is made and entered into this 21st day of May, 2024 ("Effective Date"), by and between the CITY OF PLACENTIA, a municipal corporation ("City"), and PLACEWORKS, INC., a California S -Corporation ("Consultant").
WITNESSETH:
A. WHEREAS, City proposes to utilize the services of Consultant as an independent contractor to prepare the City of Placentia Chapman Corridor Plan and related CEQA documents, as more fully described herein; and
B. WHEREAS, Consultant represents that it has that degree of specialized expertise contemplated within California Government Code Section 37103, and holds all necessary licenses to practice and perform the services herein contemplated; and C. WHEREAS, City and Consultant desire to contract for the specific services described in Exhibit "A" (the "Project") and desire to set forth their rights, duties, and liabilities in connection with the services to be performed; and
D. WHEREAS, no official or employee of City has a financial interest, within the provisions of Sections 1090-1092 of the California Government Code, in the subject matter of this Agreement.
NOW, THEREFORE, for and in consideration of the mutual covenants and conditions contained herein, the parties hereby agree as follows:
1.0. SERVICES PROVIDED BY CONSULTANT
1.1. Scope of Services. Consultant shall provide the professional services described in the Consultant's Proposal ("Proposal"), attached hereto as Exhibit "A" and incorporated herein by this reference.
1.2. Professional Practices. All professional services to be provided by Consultant pursuant to this Agreement shall be provided by personnel experienced in their respective fields and in a manner consistent with the standards of care, diligence and skill ordinarily exercised by professional consultants in similar fields and circumstances in accordance with sound professional practices. Consultant also warrants that it is familiar with all laws that may affect its performance of this Agreement and shall advise City of any changes in any laws that may affect Consultant's performance of this Agreement. Consultant shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations. Officers and employees shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section.
1.3. Performance to Satisfaction of City. Consultant agrees to perform all the work to the complete satisfaction of the City and within the hereinafter specified. Evaluations of the work will be done by the City Administrator or his or her designee. If the quality of work is not satisfactory, City in its discretion has the right to:
(a) Meet with Consultant to review the quality of the work and resolve the
matters of concern;
(b) Require Consultant to repeat the work at no additional fee until it is satisfactory; and/or
(c) Terminate the Agreement as hereinafter set forth.
1.4. Warranty. Consultant warrants that it shall perform the services required by this Agreement in compliance with all applicable Federal and California employment laws, including, but not limited to, those laws related to minimum hours and wages; occupational health and safety; fair employment and employment practices; workers' compensation insurance and safety in employment; and all other Federal, State, and local laws and ordinances applicable to the services required under this Agreement. Consultant warrants that it is not suspended or debarred from doing business with the United States government and can legally be paid from federal funds. Consultant shall indemnify and hold harmless City from and against all claims, demands, payments, suits, actions, proceedings, and judgments of every nature and description including attorneys' fees and costs, presented, brought, or recovered against City for, or on account of any liability under any of the above -mentioned laws, which may be incurred by reason of Consultant's performance under this Agreement.
1.5. Non-discrimination. In performing this Agreement, Consultant shall not engage in, nor permit its agents to engage in, discrimination in employment of persons because of their race, religion, color, national origin, ancestry, age, physical handicap, medical condition, marital status, sexual gender, or sexual orientation, except as permitted pursuant to Section 12940 of the Government Code. Such actions shall include, but not be limited to the following: employment, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or termination, rates of pay, or other forms of compensation and selection for training, including apprenticeship.
Consultant agrees to post in conspicuous places, available to employees and applicants for employment, a notice setting forth provisions of this non-discrimination clause.
Consultant shall, in all solicitations and advertisements for employees placed by, or on behalf of Consultant shall state that all qualified applicants will receive consideration for employment without regard to age, race, color, religion, sex, marital status, national origin, or mental or physical disability. Consultant shall cause the paragraphs contained in this Section to be inserted in all subcontracts for any work covered by the Agreement, provided that the foregoing provisions shall not apply to subcontracts for standard commercial supplies or raw materials.
1.6. Non -Exclusive Agreement. Consultant acknowledges that City may enter into agreements with other consultants for services similar to the services that are subject to this Agreement or may have its own employees perform services similar to those services contemplated by this Agreement.
1.7. Delegation and Assignment. This is a personal service contract, and the duties set forth herein shall not be delegated or assigned to any person or entity without the prior written consent of City. Consultant may engage a subcontractor(s) as permitted by law and may employ other personnel to perform services contemplated by this Agreement at Consultant's sole cost and expense. All insurance requirements contained in this Agreement are independently applicable to any and all subcontractors that Consultant may engage during the term of this Agreement.
2 [Placeworks, Inc.]
Rev. 01/2024
1.8. Confidentiality. Employees of Consultant in the course of their duties may have access to financial, accounting, statistical, and personnel data of private individuals and employees of City. Consultant covenants that all data, documents, discussion, or other information developed or received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Consultant without written authorization by City. City shall grant such authorization if disclosure is required by law. All City data shall be returned to City upon the termination of this Agreement. Consultant's covenant under this Section shall survive the termination of this Agreement.
2.0. COMPENSATION AND BILLING
2.1. Compensation. Consultant shall be paid in accordance with the fee schedule set forth in Exhibit "A". Consultant's total compensation shall not exceed one hundred twenty four thousand six hundred sixty one Dollars ($124,661), which represents a scope of work cost of one hundred four thousand six hundred sixty one dollars ($104,661) + twenty thousand dollars ($20,000) contingency, unless authorized herein.
2.2. Additional Services. Consultant shall not receive compensation for any services provided outside the scope of services specified in the Consultant's Proposal or which is inconsistent with or in violation of the provisions of this Agreement unless the City or the Project Manager for this Project, prior to Consultant performing the additional services, approves such additional services in writing. It is specifically understood that oral requests and/or approvals of such additional services or additional compensation shall be barred and are unenforceable.
Should the City request in writing additional services that increase the hereinabove described "Scope of Services", an additional fee based upon the Consultant's standard hourly rates shall be paid to the Consultant for such additional services. Such increase in additional fees shall be limited to 10% of the total contract sum. The City Administrator is authorized to approve a Change Order for such additional services. Where the original contract is $40,000.00 or less, City Council approval shall be required prior to any increase bringing the total compensation to more than $40,000.00.
2.3. Method of Billing. Consultant may submit invoices to the City for approval on a progress basis, but no more often than two times a month. Said invoice shall be based on the total of all Consultant's services which have been completed to City's sole satisfaction. City shall pay Consultant's invoice within forty-five (45) days from the date City receives said invoice. Each invoice shall describe in detail the services performed, the date of performance, and the associated time for completion. Any additional services approved and performed pursuant to this Agreement shall be designated as "Additional Services" and shall identify the number of the authorized change order, where applicable, on all invoices.
2.4. Records and Audits. Records of Consultant's services relating to this Agreement shall be maintained in accordance with generally recognized accounting principles and shall be made available to City or its Project Manager for inspection and/or audit at mutually convenient times for a period of three (3) years from the Effective Date.
3.0. TIME OF PERFORMANCE
3.1. Commencement and Completion of Work. The professional services to be performed pursuant to this Agreement shall commence within five (5) days from the Effective Date of this Agreement. Said services shall be performed in strict compliance with the Project Schedule 3 [Placeworks, Inc.]
Rev. 01/2024
approved by City as set forth in Exhibit "A".
3.2. Excusable Delays. Neither party shall be responsible for delays or lack of performance resulting from acts beyond the reasonable control of the party or parties. Such acts shall include, but not be limited to, acts of God, fire, strikes, material shortages, compliance with laws or regulations, riots, acts of war, or any other conditions beyond the reasonable control of a party. If a delay beyond the control of the Consultant is encountered, a time extension may be mutually agreed upon in writing by the City and the Consultant. The Consultant shall present documentation satisfactory to the City to substantiate any request for a time extension.
4.0. TERM AND TERMINATION
4.1. Term. This Agreement shall commence on the Effective Date and continue for a period of 12 months, ending on June 4, 2025 unless previously terminated as provided herein or as otherwise agreed to in writing by the parties.
4.2. Notice of Termination. The City reserves and has the right and privilege of canceling, suspending, or abandoning the execution of all or any part of the work contemplated by this Agreement, with or without cause, at any time, by providing at least fifteen (15) days prior written notice to Consultant. The termination of this Agreement shall be deemed effective upon receipt of the notice of termination. In the event of such termination, Consultant shall immediately stop rendering services under this Agreement unless directed otherwise by the City. If the City suspends, terminates, or abandons a portion of this Agreement such suspension, termination, or abandonment shall not make void or invalidate the remainder of this Agreement.
If the Consultant defaults in the performance of any of the terms or conditions of this Agreement, it shall have ten (10) days after service upon it of written notice of such default in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.
The City shall have the right, notwithstanding any other provisions of this Agreement, to terminate this Agreement, at its option and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement, immediately upon service of written notice of termination on the Consultant, if the latter should:
a. Be adjudged a bankrupt;
b. Become insolvent or have a receiver of its assets or property appointed because of insolvency;
c. Make a general assignment for the benefit of creditors; d. Default in the performance of any obligation or payment of any indebtedness under this Agreement;
e. Suffer any judgment against it to remain unsatisfied or unbonded of record for thirty (30) days or longer; or
4 [Placeworks, Inc.]
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f. Institute or suffer to be instituted any procedures for reorganization or rearrangement of its affairs.
4.3. Compensation. In the event of termination, City shall pay Consultant for reasonable costs incurred and professional services satisfactorily performed up to and including the date of City's written notice of termination within thirty-five (35) days after service of the notice of termination. Compensation for work in progress shall be prorated based on the percentage of work completed as of the effective date of termination in accordance with the fees set forth herein.
In ascertaining the professional services actually rendered hereunder up to the effective date of termination of this Agreement, consideration shall be given to both completed work and work in progress, to complete and incomplete drawings, and to other documents pertaining to the services contemplated herein whether delivered to the City or in the possession of the Consultant. City shall not be liable for any claim of lost profits.
4.4. Documents. In the event of termination of this Agreement, all documents prepared by Consultant in its performance of this Agreement including, but not limited to, finished or unfinished design, development and construction documents, data studies, drawings, maps, and reports, shall be delivered to the City within ten (10) days of delivery of termination notice to Consultant, at no cost to City. Any use of uncompleted documents without specific written authorization from Consultant shall be at City's sole risk and without liability or legal expense to Consultant.
5.0. INSURANCE
5.1. Insurance. The Consultant and all subcontractors, if any, shall procure and maintain, at its sole cost and expense, in a form and content satisfactory to City, during the entire term of this Agreement, including any extension thereof, insurance as set forth in Exhibit "B" attached hereto and incorporated herein by this reference.
Neither the City nor any of its officers, officials, agents, employees, or volunteers makes any representation that the types of insurance and the limits specified to be carried by Consultant under this Agreement are adequate to protect Consultant. If Consultant believes that any such insurance coverage is insufficient, Consultant shall provide, at its own expense, such additional insurance as Consultant deems adequate.
5.2. Deductible or Self -Insured Retention. If any of such policies provide for a deductible or self -insured retention to provide such coverage, the amount of such deductible or self -insured retention shall be approved in advance by City. No policy of insurance issued as to which the City is an additional insured shall contain a provision which requires that no insured except the named insured can satisfy any such deductible or self -insured retention.
5.3. Certificates of Insurance. Consultant shall provide to City certificates of insurance showing the insurance coverages, as well as providing the City with the required endorsements in a form and content approved by City, prior to performing any services under this Agreement.
The certificates of insurance and endorsements shall be attached hereto as Exhibit "C" and incorporated herein by this reference.
5.4. Non -limiting. Nothing in this Section shall be construed as limiting in any way, the indemnification provision contained in this Agreement, or the extent to which Consultant may be 5 [Placeworks, Inc.]
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held responsible for payments of damages to persons or property.
6.0. GENERAL PROVISIONS
6.1. Entire Agreement. This Agreement constitutes the entire agreement between the parties with respect to any matter referenced herein and supersedes any and all other prior writings and oral negotiations. This Agreement may be modified only in writing and signed by the parties in interest at the time of such modification. The terms of this Agreement shall prevail over any inconsistent provision in any other contract document appurtenant hereto, including exhibits to this Agreement.
6.2. Representatives. The City Administrator or his or her designee shall be the representative of City for purposes of this Agreement and may issue all consents, approvals, directives, and agreements on behalf of the City, called for by this Agreement, except as otherwise expressly provided in this Agreement.
Consultant shall designate a representative for purposes of this Agreement who shall be authorized to issue all consents, approvals, directives, and agreements on behalf of Consultant called for by this Agreement, except as otherwise expressly provided in this Agreement.
6.3. Project Managers. City shall designate a Project Manager to work directly with Consultant in the performance of this Agreement. It shall be the Consultant's responsibility to assure that the Project Manager is kept informed of the progress of the performance of the services and the Consultant shall refer any decision, which must be made by City, to the Project Manager. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the Project Manager.
Consultant shall designate a Project Manager who shall represent it and be its agent in all consultations with City during the term of this Agreement and who shall not be changed by Consultant without the express written approval by the City. Consultant or its Project Manager shall attend and assist in all coordination meetings called by City.
6.4. Notices. Any notices, documents, correspondence, or other communications concerning this Agreement or the work hereunder may be provided by personal delivery, facsimile or if mailed, shall be addressed as set forth below and placed in a sealed envelope, postage prepaid, and deposited in the United States Postal Service. Such communication shall be deemed served or delivered: a) at the time of delivery if such communication is sent by personal delivery; b) at the time of transmission if such communication is sent by facsimile; and c) 72 hours after deposit in the U.S. Mail as reflected by the official U.S. postmark if such communication is sent through regular United States mail.
IF TO CONSULTANT:
PLACEWORKS, INC.
3 MacArthur Place, Suite 1100
Santa Ana, CA 92707
Attn: Karen Gulley,
Vice President and Managing Principal, Design
Tel: (714) 966-9220 ex.2347
6 IF TO CITY:
City of Placentia
401 E. Chapman Ave.
Placentia, CA 92870
[Placeworks, Inc.]
Rev. 01/2024
E -Mail: [email protected]
Attn: Joe Lambert
(714) 993-8124
[email protected]
6.5. Attorneys' Fees. In the event that litigation is brought by any party in connection with this Agreement, the prevailing party shall be entitled to recover from the opposing party all costs and expenses, including reasonable attorneys' fees, incurred by the prevailing party in the exercise of any of its rights or remedies hereunder or the enforcement of any of the terms, conditions, or provisions hereof.
6.6. Governing Law. This Agreement shall be governed by and construed under the laws of the State of California without giving effect to that body of laws pertaining to conflict of laws. In the event of any legal action to enforce or interpret this Agreement, the parties hereto agree that the sole and exclusive venue shall be a court of competent jurisdiction located in Orange County, California. Consultant agrees to submit to the personal jurisdiction of such court in the event of such action.
6.7. Assignment. Consultant shall not voluntarily or by operation of law assign, transfer, sublet, or encumber all or any part of Consultant's interest in this Agreement without City's prior written consent. Any attempted assignment, transfer, subletting, or encumbrance shall be void and shall constitute a breach of this Agreement and cause for termination of this Agreement. Regardless of City's consent, no subletting or assignment shall release Consultant of Consultant's obligation to perform all other obligations to be performed by Consultant hereunder for the term of this Agreement.
6.8. Indemnification and Hold Harmless. Consultant and City shall indemnify each other and their officials, officers, and employees from any losses incurred as a result of negligent acts or omissions, or willful misconduct of the indemnifying party, its officials, officers, employees, or subcontractors in connection with the performance of the scope of work of this Agreement.
The parties acknowledge that neither party has an up -front obligation to provide a legal defense to the other party in connection with this indemnification obligation. In the event that either party incurs a loss resulting from the indemnifying party's negligent action or omission, or willful misconduct, the indemnifying party shall reimburse the indemnified party for its reasonable defense costs proportionate to the finally determined percentage of liability based upon the comparative fault of the indemnifying party. Consultant's liability shall be limited to the amounts available under Consultant's professional liability insurance policy.
6.9. Independent Contractor. Consultant is and shall be acting at all times as an independent contractor and not as an employee of City. Consultant shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise act on behalf of City as an agent.
Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant's employees, except as set forth in this Agreement. Consultant shall not, at any time, or in any manner, represent that it or any of its or employees are in any manner agents or employees of City. Consultant shall secure, at its sole expense, and be responsible for any and all payment of Income Tax, Social Security, State Disability Insurance Compensation, Unemployment Compensation, and other payroll deductions for Consultant and its officers, agents, and employees, and all business licenses, if any are required, in connection with the 7 [Placeworks, Inc.]
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services to be performed hereunder. Consultant shall indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. Consultant further agrees to indemnify and hold City harmless from any failure of Consultant to comply with the applicable worker's compensation laws. City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant's failure to promptly pay to City any reimbursement or indemnification arising under this paragraph.
6.10. PERS Eligibility Indemnification. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.
Notwithstanding any other agency, State, or Federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits.
6.11. Cooperation. In the event any claim or action is brought against City relating to Consultant's performance or services rendered under this Agreement, Consultant shall render any reasonable assistance and cooperation which City might require.
6.12. Ownership of Documents. All findings, reports, documents, information, and data including, but not limited to, computer tapes or discs, preliminary notes, working documents, files, and tapes furnished or prepared by Consultant or any of its subcontractors in the course of performance of this Agreement, shall be and remain the sole property of City. Consultant agrees that any such documents or information shall not be made available to any individual or organization without the prior consent of City but shall be made available to the City within ten (10) days of request or within ten (10) days of termination. Any use of such documents for other projects not contemplated by this Agreement, and any use of incomplete documents, shall be at the sole risk of City and without liability or legal exposure to Consultant. City shall indemnify and hold harmless Consultant from all claims, damages, losses, and expenses, including attorneys' fees, arising out of or resulting from City's use of such documents for other projects not contemplated by this Agreement or use of incomplete documents furnished by Consultant.
Consultant shall deliver to City any findings, reports, documents, information, data, preliminary notes and working documents, in any form, including but not limited to, computer tapes, discs, files audio tapes, or any other Project related items as requested by City or its authorized representative, at no additional cost to the City. Consultant or Consultant's agents shall execute such documents as may be necessary from time to time to confirm City's ownership of the copyright in such documents.
6.13. Public Records Act Disclosure. Consultant has been advised and is aware that 8 [Placeworks, Inc.]
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this Agreement and all reports, documents, information, and data, including, but not limited to, computer tapes, discs, or files furnished or prepared by Consultant, or any of its subcontractors, pursuant to this Agreement and provided to City may be subject to public disclosure as required by the California Public Records Act (California Government Code Section 7920.000 et seq.). Exceptions to public disclosure may be those documents or information that qualify as trade secrets, as that term is defined in the California Government Code Section 7924.510, and of which Consultant informs City of such trade secret. The City will endeavor to maintain as confidential all information obtained by it that is designated as a trade secret. The City shall not, in any way, be liable or responsible for the disclosure of any trade secret including, without limitation, those records so marked if disclosure is deemed to be required by law or by order of the Court.
6.14. Conflict of Interest. Consultant and its officers, employees, associates, and subconsultants, if any, will comply with all conflict of interest statutes of the State of California applicable to Consultant's services under this agreement, including, but not limited to, the Political Reform Act (Government Code Sections 81000, et seq.) and Government Code Section 1090.
During the term of this Agreement, Consultant and its officers, employees, associates, and subconsultants shall not, without the prior written approval of the City Representative, perform work for another person or entity for whom Consultant is not currently performing work that would require Consultant or one of its officers, employees, associates, or subconsultants to abstain from a decision under this Agreement pursuant to a conflict of interest statute. Consultant's duties and services under this Agreement shall not include preparing or assisting the City with any portion of the City's preparation of a request for proposals, request for qualifications, or any other solicitation regarding a subsequent or additional contract with the City. The City shall at all times retain responsibility for public contracting, including with respect to any subsequent phase of this project.
Consultant's participation in the planning, discussions, or drawing of project plans or specifications shall be limited to conceptual, preliminary, or initial plans or specifications.
Consultant shall cooperate with the public entity to ensure that all bidders for a subsequent contract on any subsequent phase of this project, if any, have access to the same information, including all conceptual, preliminary, or initial plans or specifications prepared by Consultant pursuant to this Agreement.
6.15. Responsibility for Errors. Consultant shall be responsible for its work and results under this Agreement. Consultant, when requested, shall furnish clarification and/or explanation as may be required by the City's representative, regarding any services rendered under this Agreement at no additional cost to City. In the event that an error or omission attributable to Consultant occurs, then Consultant shall, at no cost to City, provide all necessary design drawings, estimates, and other Consultant professional services necessary to rectify and correct the matter to the sole satisfaction of City and to participate in any meeting required with regard to the correction.
6.16. Prohibited Employment. Consultant will not employ any regular employee of City while this Agreement is in effect.
6.17. Order of Precedence. In the event of an inconsistency in this Agreement and any of the attached Exhibits, the terms set forth in this Agreement shall prevail. If, and to the extent this Agreement incorporates by reference any provision of any document, such provision shall be deemed a part of this Agreement. Nevertheless, if there is any conflict among the terms and conditions of this Agreement and those of any such provision or provisions so incorporated by reference, the conflict shall be resolved by giving precedence in the following order, if applicable:
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This Agreement, the City's Request for Proposals, the Consultant's Proposal.
6.18. Costs. Each party shall bear its own costs and fees incurred in the preparation and negotiation of this Agreement and in the performance of its obligations hereunder except as expressly provided herein.
6.19. No Third Party Beneficiary Rights. This Agreement is entered into for the sole benefit of City and Consultant and no other parties are intended to be direct or incidental beneficiaries of this Agreement and no third party shall have any right in, under or to this Agreement.
6.20. Headings. Paragraphs and subparagraph headings contained in this Agreement are included solely for convenience and are not intended to modify, explain or to be a full or accurate description of the content thereof and shall not in any way affect the meaning or interpretation of this Agreement.
6.21. Construction. The parties have participated jointly in the negotiation and drafting of this Agreement. In the event an ambiguity or question of intent or interpretation arises with respect to this Agreement, this Agreement shall be construed as if drafted jointly by the parties and in accordance with its fair meaning. There shall be no presumption or burden of proof favoring or disfavoring any party by virtue of the authorship of any of the provisions of this Agreement.
6.22. Amendments. Only a writing executed by the parties hereto or their respective successors and assigns may amend this Agreement.
6.23. Waiver. The delay or failure of either party at any time to require performance or compliance by the other of any of its obligations or agreements shall in no way be deemed a waiver of those rights to require such performance or compliance. No waiver of any provision of this Agreement shall be effective unless in writing and signed by a duly authorized representative of the party against whom enforcement of a waiver is sought. The waiver of any right or remedy in respect to any occurrence or event shall not be deemed a waiver of any right or remedy in respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.
6.24. Severability. If any provision of this Agreement is determined by a court of competent jurisdiction to be unenforceable in any circumstance, such determination shall not affect the validity or enforceability of the remaining terms and provisions hereof or of the offending provision in any other circumstance. Notwithstanding the foregoing, if the value of this Agreement, based upon the substantial benefit of the bargain for any party, is materially impaired, which determination made by the presiding court or arbitrator of competent jurisdiction shall be binding, then both parties agree to substitute such provision(s) through good faith negotiations.
6.25. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original. All counterparts shall be construed together and shall constitute one agreement.
6.26. Corporate Authority. The persons executing this Agreement on behalf of the parties hereto warrant that they are duly authorized to execute this Agreement on behalf of said parties and that by doing so the parties hereto are formally bound to the provisions of this Agreement.
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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by and through their respective authorized officers, as of the date first above written.
CITY OF PLACENTIA,
A municipal corporation
Date:
Mayor
ATTEST:
City Clerk and ex -officio Clerk
of the City of Placentia
CONSULTANT:
Date:
Signature
Name and Title
Social Security or Taxpayer ID Number
APPROVED AS TO FORM:
Date:
Christian L. Bettenhausen, City Attorney
APPROVED AS TO INSURANCE:
Date:
Risk Manager
APPROVED AS TO CONTENT:
11 [Placeworks, Inc.]
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Date:
Joe Lambert, Project Manager
DEPARTMENTAL APPROVAL:
Date:
Joe Lambert, Director of Development Services
12 [Placeworks, Inc.]
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EXHIBIT A
CONSULTANT'S PROPOSAL AND SCOPE OF WORK
13 [Placeworks, Inc.]
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EXHIBIT B
INSURANCE REQUIREMENTS
14 [Placeworks, Inc.]
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EXHIBIT C
CERTIFICATES OF INSURANCE AND ENDORSEMENTS
15 [Placeworks, Inc.]
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City of Placentia
Chapman Corridor and Design Guidelines
PROPOSAL FOR SERVICES I AUGUST 1, 2022
ORIGINAL
RECEIVED
AUG ri 1 2022
PLANNING
LAC WORKS
PLACEWORKS
City of Placentia
Chapman Corridor and Design Guidelines
PROPOSAL FOR SERVICES I AUGUST 1, 2022
SUBMITTED TO:
CITY OF PLACENTIA
Joseph Lambert
Director of Development Services
401 East Chapman Avenue
Placentia, CA 92870
714.993.8124 I [email protected]
SUBMITTED BY:
PLACE WORKS
Karen Gulley, Managing Principal, Design
3 MacArthur Place, Suite 1100
Santa Ana CA 92707
714.966.9220 I [email protected]
PLACEWORKS.COM
Transmittal Letter
August 1, 2022
Joseph Lambert, Development Services Director
CITY OF PLACENTIA
401 East Chapman Avenue
Placentia, California 92870
Subject: Chapman Corridor and Design Guidelines
Dear Mr. Lambert:
PLACEWORKS
PlaceWorks appreciates the opportunity to provide this proposal for the Chapman Corridor Regulatory Requirements and Design Guidelines project. This project will build on the City's Old Town and Packing House Districts, better connecting those areas while incentivizing new development along this important gateway. To support the City with this effort we have brought together our core team from the Beach Boulevard Specific Plan (BBSP), a successful revitalization corridor plan for a 1.5 mile stretch of Highway 39 in the City of Anaheim.
Our firm has authored numerous specific plans and other zoning updates for corridor revitalization throughout California, we are a leader in corridor planning. Our innovative approaches to documenting existing conditions; conducting community outreach; and developing tools, standards, and design guidelines will be an asset to this project. Our team creates engaging and meaningful processes to gather input and ideas. Each corridor and community are unique —we create tailored land use designations and easy to use, graphically rich design guidelines, and build trust with the communities we work with.
As the prime consultant, PlaceWorks will manage the project and furnish technical expertise in a variety of planning disciplines (policy review, land use planning, urban design, and community engagement). I will lead our team as the principal -in -charge and Suzanne Schwab will be the project manager. In addition to the BBSP, we have worked on over three dozen projects each with both Fehr & Peers and Fuscoe. Fehr & Peers will lead the mobility planning and transportation analysis. The team recently assisted Placentia with SB 743 implementation and authored the City's transportation impact study guidelines. As a team, we will collaborate to create public realm improvements for the Chapman Corridor.
Preparation of CEQA review has been proposed as an optional task. PlaceWorks can lead this work through preparation of an addendum to the 2019 General Plan EIR. Fuscoe would assist with this optional task, preparing drainage, water, and sewer studies necessary for the addendum. If a specific plan is the selected regulatory document for this effort, Fuscoe would also assist with technical input.
This proposal shall remain valid for 180 days from the date of submittal. As a Principal, I am authorized to bind the team to the contents of this submittal and to negotiate contracts on behalf of PlaceWorks. My complete contact information is:
Karen Gulley, Managing Principal, Design I PlaceWorks 13 MacArthur Place Suite 1100, Santa Ana CA 92707 1714.966.9220 x2347, 714.966.9221 (fax) I [email protected].
We look forward to your response.
Respectfully submitted.
PLACEWORKS
Karen Gulley
Managing Principal, Design
700 S. Flower Street, Suite 600 I Los Angeles, California 90017 1 213.623.1443 I PlaceWorks.com
Table of Contents
TRANSMITTAL LETTER . . . 1
TABLE OF CONTENTS 3
QUALIFICATIONS, EXPERIENCE, REFERENCES 7
PlaceWorks 7
Experience with References 11
Subconsultants 16
Disclosures 18
STAFFING 21
Team Organization 21
Key Personnel 22
WORK PLAN / TECHNICAL APPROACH 29
Project Understanding 29
Placeworks' Approach 29
Scope of Work 30
Project Schedule 40
COST AND PRICE 43
APPENDIX A-1
Resumes . , A-1
Relevant Project Details A-20
PROPOSAL FOR SERVICES I PLACEWORKS 3
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4 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
QUALIFICATIONS, RELATED
EXPERIENCE, AND REFERENCES
Qualifications, Experience, References
PLACEWORKS
Since its founding in 1975, PlaceWorks, Inc. has provided comprehensive land use/ policy planning and land design services to both public- and private -sector clients.
Since 1980, we have provided environmental compliance services.
As our name suggests, PlaceWorks is about places and how they work — geographically, environmentally, functionally, aesthetically and culturally —but we are also passionate about how we work collaboratively with our clients. Ours is a holistic approach. We celebrate personal passion and ownership while encouraging integrity, creativity, and innovative thinking. We bring people together from diverse practice areas, offering the best -of -all -worlds capability and connectivity. Just as each place we work with is distinctly different, so is our thinking.
Our broad experience and technical proficiency have given us a keen understanding of the complexities of both public policies and project designs for sustainable development (economically, environmentally, and equitably). In addition to providing the requisite technical support for wide-ranging tasks, we often serve as a sounding board for clients to explore design and economic strategies and their environmental and regulatory implications.
PlaceWorks' approach to all projects focuses on collaboration. Our policy planners and designers continually confer with our CEQA practitioners and technical specialists to create responsive and site -sensitive plans that satisfy regulatory demands. Whether preparing a specific plan or master plan, conducting public outreach, or conducting a corridor study, we serve as integral partners in a host of planning processes.
SERVICES
Community Planning
• Community Outreach/Engagement
• Comprehensive Planning, including
General Plans, Area Plans, Specific Plans,
Precise Plans, Strategic Plans
• Corridor Planning and Design
• TOD Planning
• Active Transportation Planning
■ Infill Planning and Design
• Zoning and Form -Based Code
• Housing Research and Analysis
• Healthy Communities and Environmental
Justice Planning
• Climate Action and Resiliency Planning
*Transfer of Development Rights
• Geographic Information Systems
• Creative Media
Economics
■ Economic and Market Analysis
• Economic Development Planning
• Missing Middle Housing Analysis
• Site Selection and Development
• Feasibility Studies
• Transfer of Development Rights
Design
• Downtown Design and Planning
Design Standards/Guidelines
• Transit -Oriented Design
• TOD and Corridor Design
■ Urban Infill Conceptual Design
• ADU Planning and Design
• Strategic Plans
• Conceptual Site Design & Planning
• Master Planning and Strategic Planning
• Large -Scale Planning and Design
Landscape Architecture
• Streetscape Design
r Park, Trails, and Open Space Planning
y Urban Agriculture and Urban Forestry
• Storm Water Management Planning
■ ' Evidence -Based Design
Environmental Services
• CEQA/NEPA Documentation
■ Environmental Third -Party Peer Review
• Technical Studies: AQ/GHG, Noise, Hydrology/
Water Quality, Geohazards, Health Risk, Visual
Impact Analyses
• Environmental Site Assessment
PLACEWORKS
Point of Contact
Karen Gulley, Vice President and
Managing Principal, Design
PLACEWORKS
3 MacArthur Place, Suite 1100
Santa Ana CA 92707
714.966.9220 x2347
[email protected]
Company Ownership
Company Type: California S -Corporation
Incorporated: September 5, 1975
Office Locations
Santa Ana (Corporate Headquarters and
lead office for this project)
• Los Angeles
• Ontario
• San Luis Obispo
• Berkeley
• Sacramento
Total Employees
Current Number of: 137
Past 7 years: 120 to 130
Hours of Operation
Monday —Friday, 8:00 am -5:00 pm
PROPOSAL FOR SERVICES I PLACEWORKS 7
Qualifications, Experience, References
QUALIFICATIONS
Local Project Experience. See below for a partial listing of projects with the Northern Service Plan Area of Orange County. The client for each listed project was the city of location, except where otherwise noted. Projects denoted with (*) were led by or featured Karen Gulley as key staff.
"PlaceWorks' creative thinking was
grounded in their expertise in land
planning, urban design, and the
realities of development. They guided
a process that resulted in a unified
vision and a set of common goals,
which will be the foundation for a
future Specific Plan."
-Charles Kovac, former Principal Planner,
City of Fullerton
"in addition to demonstrating a
clear understanding of our needs,
they have brought to bear a unique
combination of public policy
knowledge and private development
expertise. Their commitment to
the City is reflected in their quality
of work, customized solutions
to our challenges, and overall
responsiveness."
Sitnrri VanderDussen, while >ervinr .as
Planning, Director, City of Anaheim
"PlaceWorks immersed themselves
into our community, establishing
trust among key stakeholders and
public officials, and the Corridors Plan
showed a great deal of respect to the
past, present, and future of our City"
-5u? IC Mendoza former Cornrnunii
`development Director, City of Los Alamitos
Placentia
■ TOD, Corridor Planning, and Placemaking for the Cities of Placentia, Fullerton, Brea, and La Habra* (Clients were SCAG and OCTA) 2009
• Centerpointe at Placentia (Packing House District TOD) Initial Study/Mitigated Negative Declaration
Fullerton
■ Fullerton Downtown Core and Corridors*
• The Edge —Economic Analysis for redevelopment of the former Beckman Coulter facility at Harbor Boulevard and Lambert Road
• Fullerton College Connector Streetcar Feasibility Study* (Clients were SCAG and City) • Fullerton Smart Growth 2030 (Clients were SCAG and City) • Fullerton Hub Mixed Use Project EIR
Anaheim
• Beach Boulevard Corridor Specific Plan and EIR*
• Anaheim Canyon Specific Plan and EIR*
• Anaheim General Plan Update, Zoning Code Update,* and EIR Yorba Linda
• Savi Ranch Land Use and Mobility Visioning*
• Savi Ranch Land Use and Mobility Plan*
• Savi Ranch Zone Change Initiative Project*
• Yorba Linda General Plan Goals & Policies Evaluation
Stanton
• Stanton Plaza Specific Plan and EIR*
• Stanton Housing Element Update and Associated CEQA
• Stanton Mapping Updates
Brea
• Central City Core and General Plan Market Analysis*
■ Brea Connecting the Core Active Transportation Plan*
Los Alamitos
• Los Alamitos Commercial Corridors Plan* (Clients were SCAG and the City) • Los Alamitos Town Center Strategic Plan and Urban Design • Los Alamitos General Plan and EIR
Buena Park
• Beach Boulevard Entertainment Distict Concepts
• Buena Park Entertainment District EIR
La Palma
■ La Palma General Plan and EIR*
Orange
• City of Orange TDR Feasibility Study
8 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
oerk n Ref ren e
Economic, Market, and Fiscal Analysis. PlaceWorks grounds its economic development work in a thorough analysis and understanding of the economic and market forces underlying each project that we undertake. Too often in California, the term "economic development" is used to refer to real estate development.
Our practice targets economic and employment growth that drive the demand for all types of real estate development. Without growth in jobs and income, there is little need for real estate development. Led by PlaceWorks' Chief Economist, Steve Gunnells, we prepared the Development Impact Fee Study for Long Beach's Midtown Specific Plan and the Dana Point Market & Fiscal Analysis (in progress).
Award -Winning Public Engagement. The PlaceWorks team is invested not only in producing plans that are adoptable and implementable, but in developing an open, engaging, and interactive process that truly incorporates feedback from the public.
PlaceWorks' work is founded on the principle that the success of a project lies with the ownership and involvement of community members. We integrate technical expertise with a community -based approach, developing a thorough understanding of the issues and challenges that are relevant to each community.
Anaheim's Beach Boulevard Specific guides future development along a 1.5 -mile stretch of Beach Boulevard between the cities of Buena Park and Stanton.
Transit -Oriented Design & Planning and Connectivity Plans. PlaceWorks is a leader in transit -oriented planning, with more than 60 plans for station areas and corridors involving commuter rail, light rail, streetcar, BRT, and local bus service.
Our TOD work in the Central Valley includes: Southwest Fresno TOD Specific Plan, Gilroy High Speed Rail Station Area Plan Update, Atascadero's El Camino Real Corridor Plan, and the City of Clovis' Shaw Avenue Corridor Plan.
Specific Plans. PlaceWorks is at the forefront of the specific planning practice and have completed more than 300 specific plans for small, medium, and large cities throughout California, including plans tailored around existing and future station areas, downtowns, and along transit corridors. We focus on laying the groundwork for slow, steady change in the urban fabric and on integrating public realm improvements that foster quality places and encourage alternative travel modes.
PlaceWorks' context -sensitive approach for the El
Camino Real Corridor in San Clemente included
capitalizing on market forces to replace vacant,
underutilized, and incompatible land uses,
Create neighborhood district that builds upon I.
businesses and clusters new uses
Balance polenlial intensity increases with shared
parking concepts
Complete uniform sidewalks and improve
landscaping to improve pedestrian environment.
Improve gateways at hcewoy oRwamp and from
north
Elgin BEACH
BOULEVARD
Ihi1GVEikd8BligYAllIO � \
BEACH BOULEVARD SPECIFIC PLAN
Planning Comminwn Workshop
Marrd,.y June 13,2016 at 500 ',VI
Cny Cnimrll Cf,rmimi 1005 Ara.m Blvd
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PROPOSAL FOR SERVICES I PLACEWORKS 9
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PLANNING HEALTHY
COMMUNITIES
OPLACEW0RKS
Healthy Communities and Environmental Justice. Creating a healthy community requires a thoughtful, systematic, and multilevel approach. Our comprehensive, healthy -communities planning tailors services to each community's unique needs —environmental scans; food assessments; alcohol and tobacco assessments; air quality assessments; public safety analyses; sustainable planning efforts; parks, recreation, and open space projects; bicycle and pedestrian trails planning; and stand-alone health elements and integrated health policy for general plans.
Geographic Information Systems. GIS mapping and analyses are an integral part of all our services areas. With our skills in spatial data processing and visualization, we can deliver databases, models, web -based applications, and presentation -quality maps that harness the power of GIS. We possess a comprehensive knowledge of municipal GIS and data management practices and over 25 years of technical experience in GIS development, support, and analysis fora wide range of municipal clients.
10 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
l(1C L:xper n ei
EXPERIENCE WITH REFERENCES
Detailed descriptions of five recent most relevant projects are provided on the following pages. Additional details about these and other relevant projects can be found in the Appendix..
BEACH BOULEVARD CORRIDOR SPECIFIC PLAN AND EIR
The Heart of West Anaheim
We have reassembled our team from the Beach Boulevard Specific Plan (BBSP).
This corridor plan pioneered new mixed -use zoning designations and corridor housing types along a 1.5 -mile segment of Beach Boulevard in Anaheim. The BBSP area is beginning to come alive, replacing problem motels and underutilized sites with new developments —such as 39 Commons, a new retail center, and Nolin, a new townhome community. Fehr and Peers as well as Fuscoe partnered with us to create streetscape and infrastructure plans for the area to support intensification of development, increase safety, and create a sense of place for this community.
Our robust outreach effort was tailored to the demographics of the area. With large household size and roughly 30 percent of household members under the age of 20, we developed a roadshow and partnered with the area high school's government and economics classes to discuss their ideas for the future of their community. Using an online platform, we asked the students to continue to engage with us and to encourage their families to participate as well. We received 365 responses. We provided additional opportunities to learn about the project and provide input through our community advisory committee, developer roundtable, and pop-up booths at existing community events. Ultimately, the input we received helped to shape the plan, and the approval process with the city was supported by the community.
WORK SAMPLE
https://a naheim.net/108OJBeach-Boulevard
Client Contact
Susan Kim, AICP
Former Principal Planner at City of
Anaheim. Now:
Director of Community and Economic
Development
CITY OF LA HABRA
110 E. La Habra Blvd.
La Habra CA 90631
562.383.4100
[email protected]
Dates of Services
August 2015 —November 2018
Key Personnel/Subconsultants
• Karen Gulley
• Suzanne Schwab
• Fehr & Peers
• Fuscoe Engineering
Contract Value
$775,920
PROPOSAL FOR SERVICES I PLACEWORKS 11
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Client Contact
Kelly Gleason
Senior Planner
CITY OF ATASCADERO
6500 Palma Avenue
Atascadero 93422
805.470.3448
[email protected]
Dates of Services
2018 -2020
Key Personnel/Subconsultants
Karen Gulley
Contract Value
$174,904
THE EL CAMINO PLAN
Creating a Regional Identity
The EI Camino Real is the gateway to Atascadero's downtown. The look, feel, and content of this five -mile corridor has a significant bearing on the city's regional identity, local character, and economic health. Although it has great potential to be a vibrant downtown for shopping, dining, and small businesses, it has been slow to recover from the Great Recession. With high vacancies and nondescript buildings, it currently struggles to compete with nearby Paso Robles and other commercial areas.
PlaceWorks developed the EI Camino Plan, whose goal is to identify future land uses and guide urban design concepts with circulation improvements. This project will set a new course for EI Camino Real with a combination of strategic public realm investments and incentives for new development. We have provided the city with a custom strategy and set of tools to transform this automobile -oriented, regional corridor into a multimodal economic hub.
Elements of the corridor plan include the formation of new districts; modernization of zoning regulations; dynamic site design concepts for key areas; contemporary architectural style guidelines that also honor local history; streetscape design; and bicycle and pedestrian improvements to address safety concerns. The plan also includes strategies for business attraction, retention, and investment. .wa rwi.�M�n
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12 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
MIDTOWN LONG BEACH SPECIFIC PLAN AND EIR
Improving Life on the Boulevard
Long Beach Boulevard suffered from a lack of development interests and mobility problems along the corridor and in the surrounding community. Despite years of transit investments and the adoption of a planned development district (PD 29) for mixed -use and high -density development, the corridor continued to falter. The city selected a team, including PlaceWorks, to create the Midtown Specific Plan to stimulate private and public improvements and development in an area without the benefit of redevelopment powers.
The specific plan establishes an equitable balance between mobility modes —car, light rail, bus, bike, and pedestrian —and uses a hybrid form -based zoning approach, incentive programs, park -once -and -walk strategies, and urban/streetscape design to achieve city and community goals for this key corridor. It divides the boulevard into four districts: transit nodes, corridors, medical district, and open space.
Density and major mobility improvements are planned for the transit node districts surrounding each of the three Metro Blue Line stations. The plan implements many of the goals, policies, and strategies in the city's general plan mobility element.
Most notably, the open space district of the specific plan proposes 11 new parklets, which cap side streets to create mini parks and provide much needed active and passive open space in the area. Succinct land use districts, clear development standards and design guidelines, and a practical implementation program make this plan a valuable tool for future revitalization of Midtown.
The program -level EIR addressed various environmental and technical issues and challenges. For example, a detailed historic resources technical report analyzed potential impacts of demolishing existing buildings, many of which are more than 50 years old. The EIR also addressed and resolve key issues related to construction impacts on air quality and noise emissions, hazards and hazardous materials, hydrology and water quality, land use and planning, transportation and traffic, and utilities and service systems. The city council unanimously and enthusiastically certified the EIR and adopted the specific plan in May 2016.
PARKS AND PARKLETS
Long Bea. Roulet..d F ieluwn
Client Contact
Christopher Koontz
Advance Planning Officer
CITY OF LONG BEACH
333 W. Ocean Boulevard
Long Beach, CA 90802
562.570.5972
[email protected]
Dates of Services
July 2011 —May 2016
Key Personnel/Subconsultants
• Suzanne Schwab
• Kim Herkewitz
• Fehr & Peers
• Fuscoe
$300,000
Contract Value
PROPOSAL FOR SERVICES I PLACEWORKS 13
U(JH vur,Ur1S,
De e ce :t:,.3r6 ?ces
Client Contact
Christopher Koontz
Advance Planning Officer
CITY OF LONG BEACH
333 W. Ocean Boulevard
Long Beach, CA 90802
562.570.5972
[email protected]
Dates of Services
July 2011 —May 2016
Key Personnel/Subconsultants
• Karen Gulley
■ Suzanne Schwab
• Fehr & Peers
Contract Value
$300,000
TUSTIN
LEGACY
TUSTIN LEGACY SPECIFIC PLAN
Re -visioning Infill Development Opportunities
Former Marine Corps Air Station (MCAS) Tustin, an area now known as Tustin Legacy, is one of the largest infill development opportunity sites in Orange County.
PlaceWorks (formerly The Planning Center) completed the original MCAS Tustin Specific Plan in 1999, and in 2013, the City of Tustin decided to take a fresh look at the remaining undeveloped parcels in this area. The re -visioning process focused on a linear park and entertainment uses connecting two of the nation's largest wooden structures -5 -acre blimp hangars —to a nearby Metrolink Station and surrounding and future development.
The amended Specific Plan provides quality development standards and guidelines that protect investment yet are flexible for changing market conditions. The amended plan focuses on new zoning for key planning areas that total 870 acres of vacant/underutilized land. A new urban design guidelines section provides guidance for the layout of blocks, site design, architectural character, outdoor spaces, landscaping, and views. Drawingfroin existing architectural elements and building form, the.plan incorporates a hybrid development rode, using form -based elerents to prescribe a desired result. i I
PlaceWorks also completed the supplemental environmental impactreport:(SEIR) for the specific plan aniendrrient,:The original spegific pan and 2001 DEIS/EIR established a .nonresidentiai land use tr ip'budget tb manage the forecast vehicular trips. This budget was carefully rha'ntained in the SEIR by reallocating trip between planning,areas as needed to ensure t -he specific plan amendment would not Impaq the,. b +eralI trip budget. •
•
14 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
Qualifications, Experience, References
IRWINDALE ACTIVE TRANSPORTATION PLAN AND DESIGN
GUIDELINES
Creative Strategies for an Industrial City
In December 2020, PlaceWorks completed the development of the Irwindale Active Transportation Plan and Design Guidelines. This plan was carefully tailored to a unique community with unconventional development patterns influenced by the area's industrial history. The new Metro Gold Line light rail transit station in Irwindale provided a rich opportunity to develop safe and efficient first/last mile connections for people bicycling and walking. The plan will guide the city in developing a cohesive pedestrian and bicycle network that supports transit use and active transportation by providing safe, comfortable, and convenient routes to nearby employment centers, recreational resources, and neighborhoods.
Additionally, the plan will integrate new multiuse paths through the city and provide connections to the regional bikeway network, including access to Irwindale's amenities such as the San Gabriel River Trail.
Bicycle and pedestrian network recommendations, policies, and facility design guidelines considered Irwindale's substantial connectivity barriers, including active and inactive quarries (up to 200 acres), freeways, and a poorly connected roadway network. Ultimately, a "complete streets" approach was used for enhanced walking and bicycling amenities along key corridors. In addition, PlaceWorks developed a unique public outreach program focusing on the employment population, key stakeholders, and the small residential population.
CPD
MAY USE
FULL LANE
Example MIRCD nonage for shared rouses
lass III Bikeway (shared room) wilh green painted
harrow
Class Ill brkew'ay (shared route) wnh'Marrow'
pavementruiking
Class IV bikeway (cycle l rack) separated by planters Two-way class IV bikeway (cycle roar CLASS III BIKEWAYS: BIKE
ROUTES
Class III bike routes are located in roadways shared
with care and routes are designated with signs and
pavement markings only; there is no dedicated bike
lane Wider curb lanes, pavement maintenance.
and traffic calming measures make them .(stable
for shared use Class III bike routes are most useful
Ors feyv1p;Nm• roadways such as residential
tlxnt Tbese.midst type. ry [erns ow r.Ma thew
lanes, and are an integral component to ensure
continuous bicycle networks.
A 14 foot minimum lane width is recommended for
Class III bike routes. Lane width is determined from
the edge stripe to the lane line or the gumer joint
to the lane line If IS feet or more is available for
the lane nevi ro the curb line, striping the bike lane
as a Class II facility should be considered Streets
with speed limits above 25 mph should not be
de'gnateda Cla III bke oule
Signage for Class I I I Bike Routes
• Pavement Markings: Although Class III Bike
Routes do not have required pavement
markings, the shared roadway bicycle marking
or %harrow -can be used on a Clam III bike route
or on a roadway with no bikeway designation
Sharrows are on -street markings that reinforce
the bikeway designation, These markings are
put in olace to help bicyclists avoid the hazard
of the door zone and to alert road users of
the location a bicyclist should occupy within
the travelway Although, according to the CA
MUTCD, shenows are only used on roadways
with on -street parking they can be used o
roadways without on -greet parking but with
high volumes of bicycle traffic and when other
optbns are not available.
C IIRPII P.O I DVSIGNCUIIll LINT, In
Client Contact
Marilyn Simpson, Principal Planner
City of Irwindale
16102 Arrow Highway
Second Floor
Irwindale, CA 91706
626.430.2209
[email protected]
Dates of Services
March 2018 —December 2020
Key Personnel/Subconsultants
a Karen Gulley
■ Kim Herkewitz
Contract Value
$168,475
City of Irwindale
ACTIVE TRANSPORTATION PLAN
AND DESIGN GUIDELINES
4 ill"
PROPOSAL FOR SERVICES I PLACEWORKS 15
SUBCONSULTANTS
FEHIO'PEERS
Point of Contact
Paul Hermann PE
Senior Associate
FEHR & PEERS
101 Pacifica, Suite 300
Irvine CA 92618
949.308.6318
[email protected]
https://www.fehrandpeers.com
Company Ownership
Company Type: California S -Corporation
Incorporated: 1985
Office Locations
• Orange County (Work for this project
will be performed from this office)
• Boise
• Boulder
• Dallas
■ Denver
• Long Beach
■ Los Angeles
• Oakland
• Orlando
G Petaluma
• Portland
• Riverside
• Roseville
▪ Sacramento
• Salt Lake City
• San Diego
• San Francisco
R San Jose
• Seattle
• Stockton
• Tacoma
• Walnut Creek
• Washington DC
• Walnut Creek
(Corporate)
Total Employees
Current Number of: 300
Hours of Operation
Monday —Friday, 8:00 am -5:00 pm
FEHR & PEERS (Traffic/Parking)
Fehr & Peers is an S -Corporation based in California, with approximately 300 employees in 20 offices across the Country. The work for the City of Placentia Beach will be performed from its Orange County Office. Fehr & Peers has specialized in providing transportation planning and engineering services to public and private sector clients since 1985. It develops creative, cost-effective, and results -oriented solutions to planning and design problems associated with all modes of transportation. It offers clients the right combination of leading -edge technical skills and extensive knowledge of the communities in which it works to deliver comprehensive solutions and superior client service. Its staff are nationally - recognized experts who routinely publish original research, serve on national committees, and teach courses to others in the industry. They do this while maintaining a commitment to translating those techniques into practical solutions.
Fehr & Peers takes a creative, data -driven approach to each of its practice areas:
• CEQA & Transportation Impact Analysis
• Travel behavior & forecasting
• Multimodal operations & simulation
• Transit planning
a Bicycle & pedestrian planning
• Sustainable transportation
• Freight systems & airports
ft Integrated land use & transportation plans
• Conceptual street & trail design
• Transportation engineering & ITS design
Clients hire Fehr & Peers because of its commitment to being the best at what it does. Is lives out this commitment in three distinct ways. First, it invests heavily in its culture to ensure that it is attracting and retaining the best and brightest staff in the industry. Second, it has a robust, internally -funded research and development program that enables it to develop new analytical methods and advance the state of the practice. And third, it surveys every client at the completion of every project to assess their satisfaction and to identify areas for improvement. Fehr & Peers is very proud of the impact this commitment has had on the communities it has been fortunate to serve
Recent relevant projects include:
• North Orange County Collaborative SB 743 Implementation • CollegeTown Specific Plan & EIR
Details about these projects can be found in the Appendix. 16 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
Qualificcitions, Experience, References
FUSCOE ENGINEERING
Fuscoe Engineering, Inc. (Fuscoe) is a California ESOP (Employee Stock Ownership Plan) Corporation with 190 employees in 4 offices: Irvine, San Diego, Los Angeles, and Ontario. Founded in 1992, Fuscoe provides civil engineering for land development, public infrastructure and General & Specific Plan EIRs, using an eco-adaptive® approach. Specialty practices include survey & mapping services; water quality assurance; sustainable engineering; and geospatial technology. It has delivered a broad range of services for numerous General Plan & Specific Plan EIRs for Southern California agencies. Project assignments have included these services:
• Identifying opportunities and feasibility of proposed land uses and revitalization projects in urban,suburban and rural settings
• Evaluating zoning and land use changes
• Identifying measures to reduce potential impacts of proposed developments for construction and post -construction conditions
• Providing infrastructure analysis, identifying infrastructure system deficiencies and offering recommendations
• Preparing hydrology, flood control, sewer and water quality technical studies related to proposed land use changes
• Prepare Water Supply Assessments and coordinate findings with local and regional wholesale water providers. Evaluate implications of mandatory RHNA housing units on local and regional water supply providers and assess impacts on local and regional wastewater treatment providers
• Drainage, sewer and water master planning
E Crafting innovative designs for preserving and stabilizing water courses while enabling mixed-use,TOD and infrastructure uses
• Developing storm water runoff management, grading and infrastructure plans • Devising low impact development (LID) strategies for land and water quality protection
• Providing impact assessments for CEQA compliance
Recent relevant projects include:
• City of Anaheim NPDES Stormwater Programs
k City of Brea NPDES Stormwater Program
• City of Yorba Linda LIP & NPDES Stormwater Program
• City of Yorba Linda GIS Web -Based System
• Anaheim Canyon Specific Urban Greening Plan
• Beach Boulevard Specific Plan
Details about these projects can be found in the Appendix.
I FUSCOE
t m t i, i li . i PO
Point of Contact
Ian Adam cPsWQ, QSD
Principal / Stormwater
FUSCOE ENGINEERING
16795 Von Karman, Suite 100
Irvine CA 92606
[email protected]
https://www.fuscoe.com
Company Ownership
Company Type: California Employee
Stock Ownership Plan
Incorporated: 1992
Office Locations
• Orange County (Work for this project
will be performed primarily from this office)
• Los Angeles
• Ontario
• San Diego
Total Employees
Current Number of: 190
Hours of Operation
Monday —Friday, 8:00 am -5:00 pm
PROPOSAL FOR SERVICES I PLACEWORKS 17
r
DISCLOSURES
Placeworks has never filed for bankruptcy, has no planned office closures or mergers, nor any conflicts of interest that may affect our ability to perform the required duties.
PlaceWorks has never been debarred, suspended, nor otherwise declared ineligible to contract with any federal, state, or local public agency.
LITIGATION
PlaceWorks has one claim in the past seven years, which will have no effect on our performance or completion of this program:
The claim has to do with a a defect case involving the Embarcadero Bridge over the Lake Merritt Channel in the City of Oakland. General Contractor, Flatiron West Inc., filed the initial complaint on October 29, 2019 against the City of Oakland for breach of contract. The City of Oakland cross -complained against TY Lin International Group and AECOM on July 21, 2020. TY Lin/AECOM subsequently filed a cross -complaint against DC&E/PlaceWorks on March 5, 2021. Our pre -construction planning role on the project ended around 2007.
The claims against DC&E/PlaceWorks include breach of contract, indemnity, and declaratory relief. The claim against us is currently pending.
TERMINATED CONTRACTS
City of Irvine. Contract No. 10901, Project No. COI -45.1: Irvine General Plan Update and EIR I Terminated 12/08/2021 Without Cause. This contract was terminated by the City for convenience, and with full agreement by PlaceWorks.
All outstanding invoices were paid, and the City stated in its letter of December 8, 2021, "We want to thank your team for the service provided on the General Plan Update. We appreciate your efforts and longstanding partnership with the City." Contact(s): Kerwin Lau, Manager of Planning Services, City of Irvine 1 Civic Center Plaza, Irvine, CA 92606, 949.724.7421
City of Pasadena. Contract No. PRA -08: Pasadena General Plan Implementation I Terminated 09/04/2019 Without Cause. The Pasadena agreement was terminated by the City and with agreement by PlaceWorks, due to a change the direction the City wanted to take. All invoices were paid in a timely manner following the termination, and as stated in its letter to PlaceWorks, the contract was terminated "pursuant to provision 9.17 —Termination for Convenience (Without Cause)."
Contact(s): David Reyes, Planning Director, City of Pasadena, 100 N. Garfield Avenue, Pasadena, CA 91101, 626.744.4650
18 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
STAFFING
Staffing
Intro text
TEAM ORGANIZATION
CITY OF PLACENTIA
PLACEWORKS
SUZANNE SCHWAB, AICP
Senior Associate
Project Manager
PLANNING, URBAN DESIGN, OUTREACH
7i,r CHAD SO I Associate
Outreach/Plan Support
iKIM HERKEWITZ I GIS Manager, Southern California
GIS Lead
NIERIN GUY I Associate
GIS & Graphics
CEQA
liMARK TEAGUE, AICP I Managing Principal, Environmental CEQA Principal
nJASMINE OSMAN I Associate
CEQA Project Manager
SUBCONSULTANTS
Fehr & Peers
Transportation & Parking
JASON PACK, PE I Principal
Transportation Principal
PAUL HERRMANN, PE I Senior Associate
Transportation Project Manager
Fuscoe Engineering
Civil/Infrastructure
IAN ADAM, CPSWQ, QsD/P I Principal, Stormwater Manager
Principal/Stormwater Manager
STEPHANIE CASTLE-ZINN, CPMSM I Sr. Water Resources Specialist Project Manager, Water Resources
WHITNEY STEPHENS, EIT I Stormwater Engineer
Stormwater Engineer
PROPOSAL FOR SERVICES I PLACEWORKS 21
Staffing
KEY PERSONNEL
Brief bios describing staff qualifications. We have determined that each of the team members has availability for this project. The anticipated percentage of time for each person is shown in the budget spreadsheet. Resumes are provided in the Appendix.
PLACEWORKS
KAREN GULLEY I Managing Principal, Design, has a talent for strategy and innovative problem solving that has been honed by over 25 years of experience.
Her skill with all facets of community planning and design for private and public sector clients expands the opportunities for creative solutions. As the company's Transportation Practice Area Leader, she has developed a solid practice in TOD, infill development, and corridor revitalization. She specializes in assisting local communities with evaluating the potential for transit -oriented development associated with Metrolink and BRT. Her work ranges from vision plans to implementation strategies, each developed in a collaborative effort with city staff, transit agencies, and the public. She regularly facilitates public meetings and workshops and is adept at establishing a rapport with her audience and communicating complex and often controversial issues in a clear, accurate manner.
Karen provides expertise in project visioning and implementation, and enjoys the challenges of project processing, negotiating conditions of approval, responding to political considerations, and handling communication between stakeholders.
SUZANNE SCHWAB AICP I Senior Associate, will serve as Project Manager and will be responsible for the day-to-day management of the project. Suzanne is a seasoned project manager having led several corridor and specific plan projects.
Her most recent completed project was adopted in April for the Saint John's Master Plan Entitlement and Development Agreement in Santa Monica. Her expertise is in specific plans, healthy community planning, and corridor/transit oriented plans.
This project will be Suzanne's primary project as she wraps up the Wine County Specific Plan with the City of Yucaipa. Suzanne is collaborative in her approach to planning, she will successfully lead this team through any complex or controversial issues that arise.
CHAD SO I Associate Designer, works on urban design, landscape design, planning, and creative community outreach projects across the state. Chad brings to PlaceWorks and his projects a background in landscape architecture and a deep passion for urban design. He develops urban design and streetscape design concepts; first/last mile plans for transit stations; and multimodal strategic and specific plans. He also creates graphics, maps, and diagrams that are incorporated into plans and used to present planning and urban design concepts to clients, public meetings, and community workshops.
22 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
Staffing
KIM HERKEWITZ I GIS Manager, Southern California. has significant experience combining and analyzing information from a variety of perspectives, and she is adept at mapping and analyzing that data for planning projects. She combines GIS with other applications. As a designer, Kim's work is deceptively simple and always unique, distinguished by the accuracy of her eye and her rigorous aesthetic logic. Her meticulous attention to detail and balance are particularly evident in her theming work for projects and presentation graphics.
ERIN GUY I GIS Associate. Erin views planning as a community -based profession and demonstrates this in her "user based" mindset and implementation of user - oriented GIS tools, online web maps, web applications, and story maps. Her background in public health and GIS helps her to provide meaningful data that is visually appealing, intuitive, and facilitates collaboration across communities between citizens, stakeholders, and professionals. Her areas of expertise include GIS mapping, graphics, online web maps and web applications, community engagement and community -based practice, and entitlements. Erin assists with virtually all of PlaceWorks' GIS projects.
MARK TEAGUE AICP I Managing Principal, Environmental Services, will serve as CEQA principal and oversee the CEQA approval process. In over 30 years of public - and private -sector experience, Mark has worked throughout California in agencies large and small and is considered an innovative problem solver. His projects include planned communities, shopping center EIRs, general plan and zoning code updates, impact fees, and public outreach for projects highly scrutinized by the public. Mark is often able to offer a unique approach to meeting a critical goal of a project. His experience as a planning director and ability to see the whole of the project ensure that every environmental document meets the needs of the client .
JASMINE OSMAN I Associate CEQA Planner. Jasmine's particular interests in the planning profession include law, social equity, and the environment. At PlaceWorks, she assists both the planning and environmental teams on a wide range of projects for public- and private -sector clients —from industrial and residential developments to school facilities and general plan updates. She mostly assists the environmental team with preparing CEQA analyses and documentation, and she earned the CEQA Practice certificate from the UC San Diego Extension. She participates in community outreach events, where she presents plan and design options; prepares materials with SketchUp, ArcGIS, and other programs; and fields questions from the public about everything from recycling to hazardous waste to incentive programs.
PROPOSAL FOR SERVICES I PLACEWORKS 23
SUBCONSULTANTS
JASON D. PACK PE I Principal, is a 20+ year Principal with Fehr & Peers located in Southern California. Jason has an extensive background in travel demand forecasting, traffic operations assessment (including micro -simulation assessment), VMT analysis, big data analysis, transit ridership forecasting, and transportation impact studies involving NEPA and CEQA. His focus is to utilize his experience and the technical resources of the company to help clients answer their toughest questions related to mobility. His recent work has included forecasting and operations assessment for large infrastructure improvements, developing recommendations for SB 743 implementation (California's new requirements to consider VMT as an impact metric under CEQA), assisting agencies with establishing VMT banks/exchanges, emergency evacuation assessment to respond to new legislative requirements (SB 99 and AB 747) and development of innovative transportation policies to assist City's advancing transportation into the future .
PAUL HERRMANN PE I Senior Associate, has eleven years of experience in transportation engineering and transportation planning at Fehr & Peers. Prior to Fehr & Peers, Paul worked at the City of Corona in the Traffic Engineering Department for two years. He has led a wide variety of projects including traffic studies, infrastructure projects, travel demand forecasting, parking and circulation studies, and long-range development plans. Paul is an expert in SB 743 Implementation and VMT Analysis for CEQA projects. He serves clients throughout Southern California with projects throughout the SCAG region . 24 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
Staffing
IAN ADAM cPswQ, QsD/P I Principal, Stormwater Manager, is a firm Principal and Fuscoe's Stormwater Management team leader. His specialty is water resources, with an emphasis in water quality regulations, sea -level rise policy, Clean Water Act Citizen Suits and resource agency negotiation. Ian has worked on over 60 General Plan Updates and Specific Plans throughout California to assist municipalities and developers with infrastructure assessments, zoning approvals, El R technical support and long term capital improvement planning. Ian has also worked extensively in the California Coastal Zone, processing Coastal Development Permits, addressing Sea -Level Rise technically and politically, and working in partnership with Coastal Staff on individual projects, Specific Plans and Local Coastal Programs.
STEPHANIE CASTLE ZINN CPMSM I Project Manager, Water Resources, brings impeccable scientific and professional qualifications to her work at Fuscoe and ably applies her research, skills and knowledge to real -world projects. Stephanie's role entails advancing Fuscoe's water resources sector by designing sustainable, multi - benefit low impact development project solutions that improve local and regional water quality and increase water supplies. She provides feasibility analyses for the implementation of water conservation features, including rainwater harvesting and grey water reuse. Stephanie manages the preparation of EIR technical reports, including infrastructure analysis and water supply assessments for CEQA compliance. She leads Trash Provision compliance for several Cities, which includes ensuring catch basin atlases are accurate in GIS, managing pour point hydraulic assessments to confirm catch basins requiring FCS, and promoting Al to expedite the OVTA process. She is equally passionate about applying leading edge technology to Fuscoe projects by using the firm's FAA registered UAV Drones as well as its Al and machine learning capabilities, to help promote smart cities for her municipal clients.
WHITNEY STEPHENS EIT I Stormwater Engineer, has a strong work ethic, excellent communication skills and a passion for the environment. She is a valued member of Fuscoe's Stormwater Management Group. Whitney applies herself diligently to her work and excels at developing Water Quality Management Plans (WQMPs), Storm Water Pollution Prevention Plans (SWPPPs) and Best Management Practice (BMP) design, in the context of water quality. Recognized for her meticulous attention to detail and astute analytical skills, Whitney provides Fuscoe's clients with top quality stormwater management services. Whitney's background includes coordinating, conducting and education outreach for structural BMPs under the MS4 permit compliance program. Whitney drafted construction BMP maps as part of SWPPP development for SDG&E projects. Whitney's work at Fuscoe has included Due Diligence, Stormwater Program Implementation, QSP, NPDES, WQMP, General and Specific Plan Update/Permit and Trash Amendment Services for various Cities, Agencies and private entities.
PROPOSAL FOR SERVICES I PLACEWORKS 25
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26 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
WORK PLAN /
TECHNICAL APPROACH
Work Plan / Technical Approach
PROJECT UNDERSTANDING
Placentia is a city with a rich heritage and bright future. As described in the RFP, the City has a tremendous amount of work to build on with Old Town Placentia and the Transit Oriented Packing House Districts both allowing for new mixed -use projects and capitalizing on the forthcoming Metrolink station. The Chapman Corridor is a western gateway to the city and these unique areas. Revitalizing this corridor will create an inviting entry that welcomes residents and visitors while providing a connection to the adjacent districts and the City's Civic Center.
Specially tailored standards and design guidelines, as desired by the City, will encourage the revitalization of the Chapman Corridor. To encourage multimodal travel and increase walkability, a component of this plan should also address the public realm . Though the ultimate form of this effort will be determined through Task 1, as described below, we feel that either a specific plan or new zoning district will likely be the best type of planning tool to ensure high -quality development
PLACEWORKS' APPROACH
PlaceWorks has developed an approach to achieve the City's intentions for the Chapman Corridor. We highlight the key components of our approach in this section and describe the details in our Scope of Work.
Build on Previous Work. Placentia has made significant investment in zoning tools for the Old Town area and Packing House TOD, and we will use those regulating documents as a starting pointforthe development standards and design guidelines, tailoring them for the Chapman Corridor. Additionally, PlaceWorks will integrate best practices and lessons learned from our extensive experience in corridor planning to create standards and other applicable development regulations that will incentivize property owners and developers to make investments in this important gateway.
Define Barriers to Achieving Objectives. Our existing conditions assessment will focus on the "so what?" of the information we gather so that we can understand the barriers or challenges to achieving objectives. Barriers can include infrastructure or transportation deficiencies; community issues or positions; cross-purpose policies/plans at the local, regional, and state levels; etc. We will apply our creative problem -solving skills to making recommendations.
Integrate Design and Development Feasibility. We are planners who have experience working with both public and private projects. Our relationships with developers in the Orange County area will give us the opportunity to engage the industry along the way to see what types of housing, mixed -use, and commercial building types are feasible to build along the Chapman Corridor. New developments in the TOD area will give us a starting point for those conversations. Additionally, we will test the feasibility and capacity of various product types on opportunity sites for realistic future development.
PROPOSAL FOR SERVICES I PLACEWORKS 29
::i ?
Create Flexible Guidelines and Standards. Through these efforts we will craft a plan to balance certainty for the City with standards that allow for and incentivize the desired mix of development. The standards adopted through this effort will guide future development for many years to come. We will thoughtfully identify heights, setbacks, step -backs, etc. to support intensification while preserving key landmarks and connections to the Old Town and Packing House areas. We will build in flexibility to ensure that the standards and resulting development are adaptable and will withstand fluctuation in the market.
Empower Residents and Property Owners. Building from the City's General Plan outreach, we will continue to engage the community and seek their input for this important gateway. Using a variety of innovative online tools and in person opportunities, we will ensure that adjacent neighborhoods, local businesses, and area property owners can provide input to plan for the future of this area. New development standards and design guidelines will need to reflect the input from these groups in order to build community support for adoption.
Define Implementation but Leave Room for Innovation. The team acknowledges and accepts that the future is uncertain. Innovation happens in the marketplace faster than policy makers, planners, and engineers can respond. Our team knows that good planning has to allow the space for uncertainty and the flexibility to accommodate the unknown in the land use and mobility of the community. We will approach our work with this perspective and engage the City and stakeholders in this discussion.
SCOPE OF WORK
TASK 1. BACKGROUND REVIEW AND GOALS
1.1 Project Kick-off Meeting
To kick off the project, our team will meet with an interdepartmental group of City staff to discuss the overall scope of the Existing Conditions and Opportunities Analysis. It is anticipated that this group will continue to work closely with our team to assist with data collection and community outreach. PlaceWorks will develop the kick-off meeting agenda with Planning staff to include the project's goals, objectives, tasks, and timeline. The guidance package will also identify key project contacts and protocols for communication among our team and with City staff.
Deliverable(s):
— Meeting Agenda and Summary
TASK 2. EXISTING CONDITIONS
Task 2.1 Existing Conditions Story Map
This task outlines the process for collecting data and analyzing the existing conditions of the Chapman Corridor area. Leveraging our team's partnership with Esri and competencies using GIS software and Esri tools, we propose creating a Story Map to present existing conditions and an opportunities analysis for this 30 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
project. Esri Story Maps are powerful web -based tools that combine text, maps, images, and multimedia content for a geographic area.
Most planning processes strive to create a "living document," but the Esri Story Map application is a leading -edge, first -of -its -kind tool that empowers communities to truly achieve this goal. The digital platform allows the City to regularly and seamlessly update the document text, maps, and other associated content throughout future planning phases and into implementation. If desired, a traditional MS Word document and PDF maps can also be submitted for the review process.
Deliverable(s):
— Existing Conditions Analysis Story Map
Task 2.2 Area Opportunities and Constraints
To evaluate the existing physical layout of the corridor, our team will identify districts, anchor institutions, community gathering spaces and hubs of activity, gateways, and corridors and provide a series of overlays that identify opportunities and constraints, including:
• Urban design elements; paths, districts, nodes, edges, and landmarks ■ Mobility network concepts; transit hubs, active transportation • Potential catalytic sites that maximize redevelopment potential • Streetscape and other public realm improvements
Deliverable(s):
— Additional maps, images, and figures will be uploaded to the Story Map Task 2.3 Mobility Analysis
Fehr & Peers will work with PlaceWorks and the City of Placentia to finalize the scope of the transportation analysis.
This task includes level -of -service (LOS) analysis at up to three intersections to verify the project's consistency with General Plan policies related to roadway capacity. The CEQA task is listed as optional, below.
Fehr & Peers will develop a methodology and assumptions memo documenting its proposed study locations, trip generation, analysis scenarios, analysis methodology, and approach for forecasting and operations analysis. If additional study facilities or scenarios are requested, the scope and fee will be adjusted accordingly. The memorandum will be revised based on one set of consolidated comments from the City, and a finalized copy will be submitted.
Once the Methodology is approved, Fehr & Peers will collect new traffic counts at the study intersections during the AM and PM peak periods (7-9 am and 4-6 pm).
Counts will be collected during fair weather, while school is in session, and during a typical (nonholiday) Tuesday, Wednesday, or Thursday. Anaheim Unified School District returns to school in early August 2022, so Fehr & Peers anticipates data collection after this date.
:
•
Story Maps are an interactive Esri tool
that can be used to share information,
ArcGIS maps, and images in a user
friendly, easy to maintain format.
For more information on Story Maps
visit starvraps.arcgis.com
PROPOSAL FOR SERVICES I PLACEWORKS 31
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A mobile survey will accompany our interactive
scavenget hunt.
Signs at each location with clues through a QR
code will encourage the community to experience
Chapman Corridor.
Deliverable(s):
- Mobility Methodology and Assumptions Memo with one round of review - Traffic Counts for 3 Intersections
TASK 3. COMMUNITY ENGAGEMENT
Task 3.1 Innovative Online Scavenger Hunt Survey
Using our expertise with ESRI software tools, we will use Survey 123 to develop an interactive, self -guided scavenger hunt to engage the community. This activity will encourage people to get out on the corridor and use their smartphones or tablets to answer questions about the area as they look for clues, visit opportunity sites, and give us their ideas for the future of Chapman Corridor. Additionally, the scavenger hunt activity will encourage people to experience the current sidewalk and street conditions first-hand. To encourage participation, we will partner with a local business along the corridor to promote the survey and provide a reward for survey completion. Reward ideas include a free agua fresca from the local taqueria, cup of coffee, a favorite item from the bakery, or raffle entry for a local business gift certificate. A paper version of the scavenger hunt can also be provided to allow those without mobile devices to participate.
Optional: To reach a broader audience, an additional online survey could be provided for those who are not able to participate in the scavenger hunt in person.
The additional online survey would be consistent with the scavenger hunt survey.
To encourage participation, online survey participants could be entered in a gift certificate raffle for a local business.
Task 3.2 In -Person Workshop or Pop-up Events
In -person outreach opportunities will also help to inform this process. Options for creating a stand-alone workshop or pop-up events can be formulated with the project team as this project kicks off. Stand-alone workshops can be an effective tool for engaging the community, but we have found that going out to where the public is already active and participating vs. expecting people's attendance at another community meeting and competing for their limited time, can be just as, if not more, effective to reach a broader audience. Our team will develop an interactive and engaging activity with eye-catching materials, including but not limited to large scale maps, posters, and handouts. The intent of the in -person events will be to facilitate friendly and casual interactions while gaining valuable input for this project. Events could include the Chamber of Commerce Classic Car Show, an afternoon at Kramer Park, or another upcoming community gathering.
Regardless of the location or format, we should engage the community at the appropriate time in the process to obtain input and provide project information.
Our project schedule includes two proposed times for those interactions:
■ The first early in the process to inform the community about the project and gain initial ideas.
II A second opportunity later to obtain feedback for proposed uses, standards, and design guidelines.
32 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
/ rechncc
Approach
This task assumes that the City will take the lead to provide and maintain information about the project on the City's website and that the City will take the lead to provide or obtain a consultant for translation services.
Deliverable(s):
— Attendance at up to 2 workshops or pop-up events
— Workshop/event materials (included in our reimbursable budget) — Community Outreach and Survey Summary
Task 3.3 Developer Interviews
Our objective is to craft standards and guidelines for future, feasible, development.
One of the best ways we can ensure that the standards will achieve this objective is to talk to developers who have current work in the area. Via Zoom or a phone call, we will interview local developers for their input on residential, commercial, and mixed -use building types, densities, and other approval requirements or regulations that would incentivize development for the Chapman Corridor. Possible interviewees include: Landsea Homes, Lyon Living, and JPI—all have all recently developed housing in the city.
Deliverable(s):
— Discussions with up to 5 area developers
— Discussion questions and meeting notes
TASK 4. IDENTIFY AND PRIORITIZE OPTIONS
Task 4.1 Options Matrix
Using the Old Town Placentia Revitalization Plan development standards and the Transit Oriented Development Packing House District standards as a starting point PlaceWorks will evaluate applicable land use designations and standards for the Chapman Corridor. We will also include an overview of City policies and ordinances related to housing production. We will develop a matrix presenting an overview of both existing and recommended uses, development standards, and design guidelines for the Chapman Corridor.
Deliverable(s):
— Options Matrix
Task 4.2 City Check -in
Using the Options Matrix from Task 4.1, the Existing Conditions Story Map from Task 2, and initial community engagement we recommend a two- to three-hour working session with City staff. The purpose of this meeting is to distill what has been learned and heard and identify the key opportunities and strategies. This will be a time when staff from the various departments can come together and agree on approaches to address the key issues/opportunities; discuss best practices; consider new land use, placemaking, and mobility options; and identify catalytic sites. Fehr and Peers and PlaceWorks will inform the conversation regarding integration of land use and transportation plans.
Deliverable(s):
— Meeting agenda and summary
PROPOSAL FOR SERVICES I PLACEWORKS 33
Task 4.3 Catalytic Sites Testing
Once the catalytic sites have been identified and agreed upon with City staff, PlaceWorks will test fit various types of development on up to three sites to understand capacity, test the standards from the matrix, and ensure feasibility of development for the corridor.
Deliverable(s):
— Catalytic site sketches for inclusion in the Design Guidelines (Task 5.2B) TASK 5. DEVELOP THE PLAN
Whether the City chooses a specific plan or zoning ordinance update, in this task we will create the tools to incentivize redevelopment and prioritize public realm improvements for the corridor.
Task 5.1 Land Use Plan
PlaceWorks will define the land use designations and create the land use map that will become the new zoning for the corridor. The work and deliverables described in the preceding tasks will inform this task, and the resulting plan will reflect the input and feedback received throughout the planning process, including community feedback. The land use plan map and land use designations will be correlated with the standards outlined in Task 5.2A.
5.2A Development Standards
PlaceWorks will define the standards for building setbacks, heights, massing requirements, minimum lot sizes, the locations of parking, site access, etc. for each of the zones identified in the Land Use Plan. This regulating code will contain standards for common and private areas and will address integration with surrounding land uses. Drawing from the mobility analysis, we will include any needed requirements for additional public right-of-way for sidewalks, transit facilities, or bike improvements. We will also address EV charging requirements, curbside pick-up/drop-off requirements, and any special transit -related requirements affecting future development.
5.2B Design Guidelines
The Design Guidelines will be a companion to the new Development Standards.
Consistent with state law, PlaceWorks will prepare objective design standards that will not only reinforce building form and placement but will include open space design, architectural design elements, frontage design, and landscape requirements. The guidelines will be graphically rich and will also include public realm design and other criteria identified through the outreach and planning process.
Deliverable(s):
— Daft Land Use Plan, Standards, and Guidelines with up to two rounds of comments. Depending on the outcome of Task 4.1, the standards will likely be the basis of an ordinance to be prepared by staff, along with any subsequent environmental analysis required (see Optional/Future Tasks, below).
34 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
Work Pion /led -mica! Approach
Task 5.3 Mobility Plan
To support the new Land Use Plan, Fehr & Peers will take the lead on the mobility plan for the Chapman Corridor area. Consistent with the City of Placentia Traffic Impact Analysis Guidelines for Vehicle Miles Traveled and Level of Service Assessment (June 2020), intersection LOS results will not be used to determine significant CEQA transportation impacts. However, an intersection LOS assessment is required to determine the effect of project traffic at local intersections and verify consistency with General Plan policies.
As part of this assessment the following will be completed:
• Fehr & Peers will analyze existing conditions at the selected study locations using the Intersection Capacity Utilization (ICU) methodology at City intersections and the Highway Capacity Manual (HCM) 7th Edition methodology at Caltrans locations.
• Trip Generation, Distribution, and Assignment. Fehr & Peers will estimate the number of weekday AM and PM peak hour trips generated by the project through the methods established by the Institute of Transportation Engineers (ITE) in Trip Generation Handbook (11th ed.). We will estimate the origins and destinations of trips associated with the project based on local traffic patterns, a select zone travel assignment from the OCTAM, and/or discussions with City staff. AM and PM peak hour project trips will be assigned to the roadway network serving the site using the trip generation and trip distribution estimates. • Future Year Forecasts. Fehr & Peers will utilize OCTAM to develop future forecasts at the study intersections. It will add the project trip forecasts to the "without" forecasts to develop traffic volumes for the "with project" scenario at the study intersections.
• LOS Analysis. LOS analyses will be prepared for the analyzed intersections. Fehr & Peers will report LOS at each study intersection for the AM and PM peak hours.
Feasible improvements will be recommended at deficient locations. • Ramp Queueing Assessment. A queuing assessment will be performed at all Caltrans off -ramps to review storage capacity on Caltrans facilities, consistent with the latest Caltrans safety guidance.
• PlaceWorks will use applicable portions of this task and the mobility analysis from Task 2 to inform the Development Standards and Design Guidelines. Our emphasis will be to connect the study area to the future Metrolink Station and nearby attractions such as Cal State Fullerton and Hope International University.
Fehr & Peers will support the creation of proposed cross -sections on Chapman Avenue and major cross -streets, and/or alternative analysis at study intersections that reflect proposed facilities. Recommendations will consider potential road diets, alternate bicycle facilities, potential microtransit connections to the nearby attractions, and other multimodal best practices.
PROPOSAL FOR SERVICES I PLACEWORKS 35
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TASK 6. PROJECT MANAGEMENT
This task encompasses coordination by our Project Manager and PIC with the City throughout the project and includes time to coordinate with the activities associated with the Chapman Corridor plan.
TASK 7. HEARINGS
This task includes preparation for and attendance at one Planning Commission meeting and one City Council hearing or study session. It is assumed that both meetings will be open to the public.
Deliverable(s):
— Input for staff report and PowerPoint presentation.
— Attendance of Project Manager at up to 2 public hearings.
OPTIONAL/ FUTURE TASKS
Optional Task 8. CEQA
Optional Task 8.1 2019 General Plan EIR Addendum: PlaceWorks The focus of the project will be to prepare a plan to revitalize Chapman Avenue and create a land use plan to reimagine this area between Old Town Placentia and the Packing House District. This area of the city is already developed but is primed for adaptive reuse and investment. Rather than prepare an Initial Study/Mitigated Negative Declaration or an EIR, we recommend preparation of an addendum to the City's General Plan EIR (SCH# 2018101031), pursuant to CEQA Guidelines Section 15164. We anticipate that the Chapman Corridor Plan will focus on placemaking, design, and integration of existing land uses, with new development concepts that are variations of the land use patterns and themes shown in the General Plan and evaluated in the General Plan EIR. Though some of the land uses evaluated in the General Plan EIR may change, we do not believe that the changes will trigger a need to conduct an entirely new environmental analysis.
The use of an addendum builds on the investment in the General Plan made by the City and recognizes the existing regulatory procedures —development standards, zoning codes, etc. —that ensure physical development does not result in significant environmental impacts. Provided that the City's decision to use an addendum for this project is supported with substantial evidence on the record, the decision enjoys the same protection as the General Plan EIR if challenged.
PlaceWorks will provide an Administrative Draft Addendum following a format discussed during the kick-off meeting. Our default format for an Addendum follows the findings in Section 15162 rather than using an initial study. If a formal initial study is requested, we will need to increase the budget and scope accordingly. All impacts identified in the General Plan EIR will be reviewed in the context of the proposed changes. One administrative draft of the Addendum will be provided for review. The final draft of the Addendum will be used to support the CEQA determination during the hearing(s) for the proposed project.
This task assumes that there will be no distribution of the Addendum document, consultant attendance is not required for hearings, that the City will pay all filing fees 36 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
VAjork Plan i lechnica
Approach
and that no additional technical studies are needed (i.e. Air Quality, Greenhouse Gas, Noise). This task would be completed 30 days following a staff reviewed Draft Corridor Plan.
SB-18 Tribal Consultation. An addendum does not trigger AB 52's requirements for tribal consultation, but all general plan amendments must comply with SB 18.
If requested by the City, PlaceWorks will complete the Native American Heritage Commission's (NAHC) online form requesting a tribal contact list. Using the addresses on the list, PlaceWorks will draft letters (on City letterhead) to each of the tribes on the NAHC list the inquire whether they want to consult about the project. Following any consultation meetings (or more typically a conference call), PlaceWorks will provide the written outcome of the process and a record for the project. The SB 18 process needs to be completed prior to acting on the project.
Deliverable:
— Administrative Draft and Public Draft Addendum, SB-18 Tribal Consulta- tion Letters, Notice of Determination, Notice of Completion.
Optional Task 8.2 Transportation Impact Analysis for CEQA: Fehr & Peers Fehr & Peers will review the project description and conduct a VMT screening assessment based on the City of Placentia Traffic Impact Analysis Guidelines for Vehicle Miles Traveled and Level of Service Assessment (June 2020). Based on our initial review of the project, it is likely that the project will screen from VMT assessment based on its proximity to the future Metrolink Station (transit priority area screening). Fehr & Peers will confirm this assumption and complete a VMT analysis.
Consistent with City requirements, Fehr & Peers will also review the project's potential impacts on pedestrian, bicycle, and transit facilities in the study area.
Fehr & Peers will summarize the results of its assessment in a draft technical memorandum and work with the City to respond to comments on the draft report and resubmit as final.
Optional Task 8.3 Water, Sewer, and Drainage Evaluations for CEQA: FUSCOE Fuscoe will provide program -level evaluations of drainage, water, and sewer systems based on the proposed land use changes. The evaluation can either be used for CEQA purposes or to assist with future processing of redevelopment projects consistent with the proposed zoning. See Attached Exhibit A.
PROPOSAL FOR SERVICES I PLACEWORKS 37
Scope of Services & Fee Proposal
Placeworks
Champan Corridor & Design Guidlines
July 27, 2022
EXHIBIT A
Scope of Services & Fee Proposal
Placeworks
Champan Corridor & Design Guidlines
July 27, 2022
1.0 PROJECT DESCRIPTION
Assist Placeworks and the City of Placentia with the revitalization of the Chapman Corridor with development standard and guidelines that are specific to the neighborhood and enhance the synergy with Old Town and the Packing District revitalization areas.
2.0 PURPOSE OF SERVICES
To provide program level evaluations of drainage, water and sewer systems based on the proposed land uses changes. The evaluation can either be used for CEQA purposes or assistance with future processing of redevelopment projects consistent with the proposed zoning.
3.0 ENGINEERING SERVICES
Task 1.
Research and Data Acquisition
Research, compile and analyze master plans, local drainage reports and prior EIR documentation.
Task 2. Existing Condition Memo
Prepare a brief memorandum highlighting any major significant deficiency or capacity issues within the study area or any significant data gaps that require future analysis.
Task 3. Proposed Condition Evaluation for Storm Drain, Water, and Sewer Evaluate the proposed land use changes on the existing drainage, water and sewer. For water and sewer, prepare proposed generation demands using locally accepted generation values. In coordination with City staff, evaluate potential impacts on each of the infrastructure systems. Summarize the findings into a technical memorandum.
Note: Water and Sewer evaluations do not include any hydraulic modeling or use of the City's existing water and sewer hydraulic models.
Task 4. Specific Plan Technical Support / Municipal Code Support Provide technical input to Placeworks on the Specific Plan document or the Muncipal Code Zoning documentation as requested. Assumes up to 20 hours. 38 Scope of Services & Fee Proposal
Placeworks
Champan Corridor & Design Guidlines
July 27, 2022
Task 5. Meetings and Coordination
Attend meetings and hearings as requested coordinate with Placeworks and City staff as needed. Budget allows up to 20 hours.
Additional Services Available but Not Included
• Technology
o Aerial Scanning
o Scan to REVIT Existing Buildings (Interior & Exterior) o Animated View Simulations
o VR Modeling
o Artificial Inte//igence
Reimbursables Budget (Est.) $500
*Not to exceed without prior authorization
This Fee Proposal is Valid for Thirty (30) Days from the Date of this Document.
Fuscoe Engineering, Inc. will perform the services on a fixed fee basis, except where noted. Services rendered outside of the scope will be performed at prevailing hourly rates. Costs of reprographics, deliveries and out-of-pocket expenses are not included and will be considered reimbursable. A 10% surcharge will be added to the reimbursables to cover handling expenses.
It is the policy of Fuscoe to meet all schedule requirements while maintaining a competent and professional level of service. In return, it is expected that all invoices will be paid within thirty (30) days of receipt. Failure to do so could result in cessation of services and/or reassessment of service. 39 A
O
CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES
PROJECT SCHEDULE
TASK 1. Background Review & Goals
1.1 Month:
Kick-off meeting
TASK 2. Existing Conditions
2.1 Develop Story Map
2.2`Area Oppertunities and Constraints
2.3 Mobility Analysis
TASK 3. Community Engagement
3.1 Innovative On-line Scavenger Hunt Survey
3.2 3.3
TASK 4. Identify and Prioritize Option
4.1 Options Matrix
4.2 City Check -In
4.3 In -Person Workshops or Pop-up Events
Developer Interviews
Catalytic Site Testing
TASK 5. Develop the Plan
51 Land Use Plan
5.2A Development Standards
5.2B Design Guidelines
5.3 Mobility Plan
TASK 6. Project Management
6.1 TASK 7. Hearings _•
7.1 Planning Commission
7.2 Day to day project management
City Council
LULL
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
2023 JANUARY
FEBRUARY
MARCH
APRIL
Ongoing
1'9
- Duration
W-Workshops/Pop-up Event
ElCity Staff Review
PC/ CC Hearing
COST AND PRICE
Cost and Price
Our estimated budget including each task and reimbursable costs, is $124,998.
To provide a cost effective, innovative, and robust community engagement program the following assumptions were made for Task 3. Community Engagement:
• The City will maintain a project website; and
• Provide translation services or cover the cost of translation, if needed.
As described in our scope of work, documentation for CEQA compliance and technical studies, have been proposed as an optional task. Our total estimated budget for the optional task, is $48,140.
The following assumptions were made for Task 8. CEQA:
• No distribution of the Addendum document;
• Consultant attendance is not required for hearings;
• The City will pay all filing fees; and
• No additional technical studies are needed (i.e. Air Quality, Greenhouse Gas, Noise).
The breakdown of our overall cost proposal including projected hours and percentage of each team member's time is detailed on the following page.
PlaceWorks - 2022 Standard Fee Schedule
STAFF LEVEL
HOURLY BILL RATE
Principal
$210-$335
Associate Principal
$195-$250
Senior Associate/Senior Scientist H
$170-$235
Senior Associate/Senior Scientist I
$160-$195
Associate/Scientist II
$135-$170
Associate/Scientist I
$125-$160
Project Planner/Project Scientist
$105-$150
Pla nner/Assista nt Scientist
$90-$130
Graphics Specialist
$90-$135
Administrator
$145-$200
Clerical/Word Processing/Technical Editor
$45-$150
Intern
$75-$100
Subconsultants are billed at cost plus 10%.
Mileage reimbursement rate is the standard IRS -approved rate.
Possible Yearly Increase of 5% on bill rates.
2022 StandardFeeSchedule 12-07-21
PROPOSAL FOR SERVICES I PLACEWORKS 43
44 CITY OF PLACENTIA I CHAPMAN CORRIDOR AND DESIGN GUIDELINES Tie PlocelsorKs Teor
Chapman Corridor Planning and Design Guidelines
COST PROPOSAL
PLACEWORKS
GULLEY SCHWAB SO HERKEWITZ GUY TEAGUE OSMAN
Title. Principal in Senior GIS Managing
Charge Associate Associate Manager Associate Principal Associate Role: Principal in Project Design & GIS GIS and CEQA
Charge Manager Graphics Manager Graphics Advisor CEQA PM Hourly Rate: $240 $190 5145 5185 $145 $240 $140
C[-
1.1 Kick-off Wain 4 4 6
Talk 1. Subtotal! 4 4 6
2.1 Develop Story Map
2.2 Area Opportunities and Constraints
2.3 Moblity Analysts
Task 2. Subtotal
Technical WP/
Editing Clerical
$130 5120
O 0 0 0 0
4 20 16 12 20
4 8
16 36
12 28
12 8
28 0
0l
PlaceWorks
PlaceWorks 2% Office PlaceWorks
Hours Expenses Total
SUBCONSULTANTS
FEHR & FUSCOE
PEERS (optional)
Traffic, lei
Transp., structure,
Parking Clv8
10% Sub
Markup
TOTAL
TASK
Subs Total BUDGET
14 55: 5_,642 2,000 0 5200 52,200 54,842
14 552 52,642 52,000 50 5200 52,200 $4,642
72 524.4 512,444 0 0 $0 SO $12,444
40 $138 $7.036 0
0 50 $o 10.000
112 $382 $19,482 510,600
O $0 $0 $7,038
0: $3.000 $11,000 $11,000
$0 $1,000 $11,900 $30,482
TASK. 3. Community &Ipogemord
3.1 Innovative Online Scavenger Hunt Survey
3.2 In -Person Workshops or Pop-up Events
3.3 Deweisper.Interviews
Task 3. Subtotal
4 12
10 26
20 20
12 52
30 30
:60
0 0
0 0
0 0I
54 $182 59,$92 0 0 $O $0 59,292
62 $221 $11,251 2,000 0 $200 $2,200 $13,451
22 534 54,774 0 0 $0 $0 54,774
138 $457 $25,317 $2,000 S0' $200 $2,200 $27,517
TASK 4. identify & Prioritize Options
4_1 Options Matrix
4_2 City Check -In
4.3 Catalytic Site Tessin$
Task 4. Subtotal
TASK 5.Orvitiop the Pion
5.1 Land Use Plan
5.2 Development Standards
5.3 0e6gri Guidelines
5.4 Mobility Plan
4 6
4 14
8 4
10 10
10 30
12 20
20 2
54 8
8 20
16 20
20 4
60 0
0 0
0 0
2 2
0 Task 5. Subtotal
16 0
a
4 138
22 560 $4,100 0
24 $90 $4,590 0
34 5115 55.875 0
$285 $14,565 $0
32 5111
52 $182
48 $163
6 $19 _
$475
$5,671
$9,302
$8,323
$979
524,275
0 0
0' $0
O $0
O SO SO 55,875
A• $01 $0 514,565
$0 $4.100
50 54,550
O $0 So
O $0 $0
O $0 $0
0 $800 $8,800
MOO! S0
$800)
Se.800
55,671
$9,302
$8,323
$9,779
$33.0x5
!ASK 6. Project Monogorneat
6.1 Day to dayPro)ect Management
Task 6. Subtotal
10 10
32 32
O
0 0
0 42 $170 58,650
0: 42 $170 $8,650
Sc so
$0) S0
$8,650
$8,650
TASK 7. Heorings
7.1 Planning Commission
7,2 0ity Council
Thak.7. Subtotal
2 2
4 6
4 10
8 4
12 16
$56 $2,8361 0 01
10 $36 $1,856 0 0)
O 0 0 0 0 0) 26 592 $6.692 SO 501 _
$0
$0
$0
$0
$0
$0
$2.686
$1.[56
54.692
Optional IASK 8. CEWA Compliancy.
8.1 Peopare Exelnptlon
8,2 58-18 Consultation
8.3 Transportation Impact Analysis for CEQA
8,4 Water, Sewer, and Drainage Evaluations for CEO,A
Task 8. Subtotal 0 0
a
4 1
40 4
8 2
v
58 8
0 0
66 $166
$24
$0
$0
$190
58.486 0 0 $0 $0
$1,204 0 0 $0 $0
$0 10,000 0 $1,000 $11,000
50 0 24,500 $2,450 $26,950
59,690 510,000 524,500 $3,450 $37,950
$8,486
$1,204
$1,000
$26.950
$47,640
Labor flours 'total B2 218
202 12
28 5
44 14
11 616
Labor Dollars Total $19.680 $41,420 $29.290 $2,220 $4,060 51,200 56.160 $1,820 $1,320 PlaceWorks Percent of Total Labor 13%
35% 3351
2% 5% 1%
7%
2%
2%
$2,143 5109.313 532,000 $24,500
562.1.50 5371,463
REIMBURSABLE EXPENSES
PlaceWorks Reimbursable Expenses
Optional Tasks Reimbursable Expenses
$1,175
$500
-.575
EXPENSES TOTAL
TOTAL (vi1th optimal tasks)
GRAND TOTAL (without optional tasks)
$173,138
$124,998
APPENDIX
Y 41ir‘17.1t
KAREN GULLEY
Managing Principal, Design
Karen has a talent for strategy and innovative problem solving that has been honed by 25 years of experience. Her skill with all facets of comprehensive planning and design for private and public sector clients expands the opportunities for creative solutions, She has led six general plans, including for the cities of La Palma, Rancho Cucamonga, and Temecula; more than forty specific plans, including the MCAS Tustin Specific Plan/Reuse Plan and Harmony Specific Plan for Lewis Corporation and the County of Orange; dozens of long-range conceptual plans for transit -readiness, and vision plans to reposition large areas within Carson, Yorba Linda, and Brea. Her deep understanding of the real estate and development fields inform all facets of her public -sector projects —master plans, transit plans, conceptual design studies and park plans, coding, design guidelines, and implementation programs.
Karen has extensive experience in developing community participation programs and facilitating public meetings and workshops. She is adept at establishing a rapport with her audience and communicating complex and often controversial issues clearly and accurately. She provides expertise in project visioning and implementation, project processing, negotiating conditions of approval, responding to political considerations, and handling communication between stakeholders.
As Principal, Karen is responsible for leading a team of people and projects within the Community Planning & Design Team and maintaining quality control. Karen's strengths include handling the day-to-day management of large project teams, where information sharing, issue management, problem solving, and policy development require extensive coordination. She is responsive to client needs and desires on a project, and is dedicated to ensuring that the project stays on track and within budget.
HIGHLIGHTS OF EXPERIENCE
TRANSIT PLANNING/TRANSIT-ORIENTED DEVELOPMENT
» Metro Transit to Parks Strategic Plan I Los Angeles County CA » Metro Green Line Extension I Norwalk CA
West Carson Specific Plan I County of Los Angeles CA
Irwindale TOD Specific Plan I Irwindale CA
Morena Boulevard TOD Specific Plan I San Diego CA
Bellflower Station TOD Specific Plan I Bellflower CA
Bellflower Station Design Study I Bellflower CA
»
CORRIDOR PLANNING
» Beach Boulevard Specific Plan I Anaheim, CA
» Harbor Boulevard Specific Plan I Santa Ana CA
» Midtown Corridor Specific Plan I Long Beach CA
» Katella and Los Alamitos Boulevard Corridor Plan I Los Alamitos CA » Corridor revitalization: planning and implementation projects for the cities of Glendora, Covina, Azusa, San Dimas, Irwindale, and Chino as part of SCAG's Compass Blueprint Demonstration Program
EDUCATION
» BA, Economics, University of
California, Santa Cruz
» Masters Program, Urban & Regional
Planning, California State Polytechnic
University, Pomona (all but thesis)
CERTIFICATIONS
Certificates from the International
Association for Public Participation
— Planning for Effective Public
Participation
— Strategies for Dealing with
Opposition and Outrage in Public
Participation
AFFILIATIONS
» American Planning Association
» Urban Land Institute
— National Urban Revitalization
Product Council
— Women's Leadership Initiative for
District Chapter
Team member since 1991
88 PLACEWORKS A ,
INFILL & REDEVELOPMENT
» Brea Core Visioning and Specific Plan I Brea CA
» CollegeTown Specific Plan I Fullerton CA
» Crafton Hills College Village Plan I Yucaipa CA
» Mixed Use Overlay Zones I Anaheim CA
» Stanton Plaza Specific Plan I Stanton CA
» Prospect Village, Downtown Tustin Redevelopment I Tustin CA
KAREN GULLEY
Managing Principal, Design
[email protected]
URBAN PLANNING
» Southeast Area Specific Plan I Long Beach CA
» Advanced Technology Education Park (ATEP) Framework Plan I Tustin CA » Tustin Legacy Specific Plan Update I Tustin CA
» Carson Vision Plan I Carson CA
» Savi Ranch Vision Plan I Yorba Linda CA
COMPREHENSIVE PLANNING
»
WRCOG Economic Development and Sustainability Framework Plan I Western Riverside County CA
Rancho Cucamonga General Plan Update and EIR I Rancho Cucamonga CA Economic Development Strategic Plan I San Bernardino County CA Fontana General Plan Update & Zoning Code Consistency Program I Fontana CA Temecula Inaugural General Plan Update and EIR I Temecula CA
LARGE-SCALE LAND PLANNING
MCAS Tustin Reuse Plan/Specific Plan I Tustin CA
Harmony Specific Plan I Highland CA
DeAnza Special Study, Mission Bay I San Diego CA
Kennecott Master Plan I Salt Lake County UT
Centennial Specific Plan, Tejon Ranch I Los Angeles County CA
PLAN IMPLEMENTATION
» Tustin Legacy Master Developer I Tustin and Irvine CA » Villages of Columbus Planning & Entitlements, MCAS Tustin Tustin CA » Moffett Meadows Design & Processing I Irvine CA
ARTICLES
I( LES
» "Repositioning Urban Corridors to Attract New Residential and Commercial Markets;' Urban Land, 2010
» "Sowing the Seeds of Regional Planning," Urban Land, 2007 » "Reshaping the American Commercial Strip," Urban Design Group Journal, Winter 2003
SPEAKING
"Guiding Infill Development: What Planning Commissioners Need to Know" I OC Association of Planning Officials Forum, 2016
"Got a College? New Town/Gown/Industry Collaboration" 12015 APACA State Conference; 2015 WRCOG Visioning Workshop
"Effective Elements of Corridor Planning" I APA San Diego Chapter, 2013 AWARDS
»
2015 Transportation Planning Award of Merit, APACA Orange Section I Fullerton College Connector (Streetcar) Study)
2013 Best of the Best Award, ULI Orange County/Inland Empire I WRCOG Sustainability Framework
2009 Compass Blueprint Achievement Award in Prosperity, SCAG I Coachella's South East SOI Sustainability Project
A-2
SUZANNE SCHWAB, AICP
Senior Associate
Suzanne is an experienced Urban Planner with a love of people and places. She has a diverse planning background ranging from conceptual planning to development standards and design guidelines incorporated in Specific Plans, General/ Comprehensive Plans and Campus Master Plans. These documents cover a variety of planning efforts including master planned communities, vibrant corridors, military base reuse, and health districts. Suzanne's plans lay the foundation for future great places. She is passionate about linking health to the built environment and has led planning efforts for impactful campus developments such as the Saint John's Hospital Phase II Master Plan in Santa Monica She also successfully entitled the Centennial at Tejon Ranch Specific Plan in Los Angeles County, a 12,300 -acre new community projected to have 19,333 homes and 10.1 million square feet of non- residential development with net zero energy and an unprecedented green building program. Suzanne is active in the urban planning community serving on the Orange County American Planning Association Board and mentoring students attending the University of California, Irvine, urban planning program.
Suzanne has successfully facilitated a variety of community engagement efforts, including mobile outreach workshops, citizen advisory committee meetings, community workshops, stakeholder interviews, and oversight of online engagement tools. Before joining PlaceWorks, she gained valuable experience in the public planning sector at the cities of Tustin and Anaheim, and the County of Orange.
HIGHLIGHTS OF EXPERIENCE
SPECIFIC PLANS
» Southeast Area Specific Plan I Long Beach CA
» Tustin Legacy Specific Plan Update and I Tustin CA
» Centennial Specific Plan I Los Angeles County CA
» Goodman Commerce Center Eastvale Specific Plan I Eastvale CA » Mill Creek, Update to The Preserve Specific Plan I Chino CA
CORRIDOR PLANS
» Beach Boulevard Corridor Specific Plan I Anaheim CA
» Midtown Specific Plan I Long Beach CA
• Harbor Corridor Mixed Use Specific Plan I Santa Ana CA
GENERAL PLANS
» La Habra General Plan I La Habra CA
» Yucca Valley General Plan I Yucca Valley CA
» Corona General Plan I Corona CA
OTHER
» SCAG Metrolink Area Station Analysis
» Riverside Reconnects, Street Car Feasibility Study I Riverside CA » Site Planning for Tustin Legacy, MCAS Reuse I Tustin CA » WRCOG Sustainability Framework Plan I Riverside County CA
EDUCATION
»
Master of Urban and Regional
Planning, University of California,
Irvine
BS, Marketing and International
Studies, Indiana University,
Bloomington
AA, Interior Design, Fashion Institute
of Design and Merchandising, Los
Angeles
Study Abroad Program, International
Education for Students, London,
England
CERTIFICATIONS
» American Institute of Certified
Planners
» NCI Charrette System', National
Charrette Institute
AFFILIATIONS
» American Planning Association
» Urban Land Institute
Team member since 2022
(also at PlaceWorks 2012-2018)
PLACEWORKS A3
PRIOR EXPERIENCE
SUZANNE SCHWAB
Senior Associate
[email protected]
MASTER PLANS
» Mt. San Antonio Community College I Walnut CA
» Mission Hospital I Mission Viejo CA and Laguna Beach CA » Saint John's Phase II Master Plan and Development Agreement I Santa Monica CA » St. Mary Medical Center Revised Planned Unit Development and Development Agreement I Victorville CA
» Holy Cross I Los Angeles CA
» The Mount I Seattle WA
FEASIBILITY STUDIES
for Workforce Housing for Providence Health System, which included Zoning Code Review, Site Planning Considerations, and Demand Study
» Apple Valley CA
» Portland, Hillsboro, and Gresham OR
» Olympia WA
OTHER ENTITLEMENT
» St. Joseph Hospital Women's Center Medical Office Building I Orange CA » Mission Medical Office Building I Rancho Mission Viejo CA » Happy Valley Site Plan and Existing Conditions Report I Happy Valley OR » St. Mary Medical Center Reuse Planning I Apple Valley CA AWARDS
»
»
»
Southeast Area Specific Plan and EIR I Sustainability Award Honorable Mention:
Efficient and Sustainable Land Use, SCAG, 2022
Southeast Area Specific Plan and EIR I Hard -Won Victory Award, California Chapter APA, 2021
Southeast Area Specific Plan and EIR I Hard -Won Victory Award, California APA, Los Angeles Section, 2021
Midtown Specific Plan I Outstanding Planning Document, CA AEP, 2017; and Sustainability Award for Integrated Planning, SCAG, 2017 Young Leader of the Year Award, Urban Land Institute Orange County/Inland Empire Section, 2014
WRCOG Sustainability Framework I Best of the Best Award, ULI OC/IE, 2013; and Compass Blueprint, Honorable Mention, SCAG, 2013
Outstanding Student Achievement Award, Planning, Policy, and Design Program.
UC Irvine, 2012
Fellowship Recipient, California Planning Foundation, 2012
ACTIVITIES
» Building Healthy Places Committee, OC/IE Urban Land Institute 2022 » Awards Co-chair, California American Planning Association, Orange Section 2011-2014
» Places of Commerce Initiative Council, OC/IE Urban Land Institute 12011-2012 A-4
CHAD SO
Associate
Chad So is a valued member of PlaceWorks' community planning and design team, working on urban design, landscape design, planning, and creative community outreach projects across the state. Chad brings to PlaceWorks and his projects a background in landscape architecture and a deep passion for urban design. He develops urban design and streetscape design concepts; first/last mile plans for transit stations; and multimodal strategic and specific plans. He complements his design work with technical analysis using computer -aided design programs and GIS.
He also creates graphics, maps, and diagrams that are incorporated into plans and used to present planning and urban design concepts to clients, public meetings, and community workshops.
Before joining PlaceWorks, Chad was an urban designer at Here LA. He developed concepts, illustrations, maps, and narratives for multimodal, bicycle, and pedestrian strategic and specific plans at a scale from county to corridor to site. He trained community members in first/last mile audit methodology, oversaw station area analysis, and recommended urban design improvements. Chad's other work experience includes as a design architect intern for the City of Los Angeles Department of Transportation's Active Transportation Division.
HIGHLIGHTS OF EXPERIENCE
San Bernardino (City) General Plan, Specific Plans, and Downtown Urban Design San Bernardino CA
Hollister General Plan Design Guidelines I Hollister CA Sunnyvale Housing Development Objective Design Standards I Sunnyvale CA Millbrae Station Area Specific Plan Update I Millbrae CA Butte County Upper Ridge Community Plan I Butte County CA Greater Higgins Area Plan I Nevada County CA
Wildomar General Plan Update I Wildomar CA
Hercules Waterfront Blocks ABCD Outreach I Hercules CA
PRIOR EXPERIENCE
DESIGN AND PLANNING
»
405 Multimodal Corridor Plan I LA County CA
Blue Line First/Last Mile Plan I Los Angeles, Long Beach, Compton CA Brea Connecting the Core Active Transportation Plan I Brea CA Crenshaw/LAX Northern Feasibility Study and TOC Analysis I LA County CA Downey Pedestrian Plan I Downey CA
Expo/Crenshaw First/Last Mile Plan I Los Angeles CA
Glendale Pedestrian Master Plan I Glendale CA
Golden State District Specific Plan I Burbank CA
Inglewood First/Last Mile Plan I Inglewood CA
LA Metro Station Evaluation Program I LA County
NextGen Bus Study I LA County CA
North Hollywood to Pasadena BRT Urban Design Integration Guide I Los Angeles CA One San Pedro Transformation Plan I San Pedro CA
EDUCATION
» BS, Landscape Architecture
California State Polytechnic
University, Pomona
» Study Abroad, Santa Chiara Study
Center, Castiglion Fiorentino, Tuscany,
Italy
AFFILIATIONS
» American Planning Association
Team member since 2022
4-1
PLACEWORKS A5
CHAD SO
Associate
[email protected]
» Ocean Ave Artist in Residence I Santa Monica CA
» Purple (D Line) Extension First/Last Mile Plan I Los Angeles CA » Regional Dedicated Transit Lanes Study I Southern CA
» Transit to Parks Strategic Plan I LA County CA
» Willoughby Streetscape Design Project I West Hollywood CA
CREATIVE COMMUNITY OUTREACH
» Climate Talks Box I LA County CA
» East San Gabriel Mobility Action Plan I LA County CA
» Little Tokyo Joint Development Guidelines I Los Angeles CA » Long Beach Vision Zero I Long Beach CA
» One Arroyo Creative Outreach I Pasadena CA
» Oxnard Sustainable Tr_anspor_tation_P_lan 4 Oxnard CA » Santa Barbara Active Transportation Plan I Santa Barbara County CA » Uptown Land Use & Neighborhood Strategy I Long Beach CA A-6
11,
.- KIM H E RKEW1TZ
GIS Manager
•
As GIS Manager, Kim participates in nearly every PlaceWorks project. She has significant *experience combining and analyzing information from a variety of perspectives, and she is adept at mapping and analyzing that data for planning projects and online applications.
Kim's design work is deceptively simple and always unique, distinguished by the accuracy of her eye and her rigorous aesthetic logic. Her meticulous attention to detail and balance are particularly evident in her mapping and online applications. She has worked on site and grading plans, illustrative and land use plans, 3D visualization and modeling, web design, and various types of presentations. She is proficient with the entire ArcGIS suite of programs as well as ArcGIS Online, SketchUp, Google Earth, Photoshop, InDesign, and Illustrator, She is experienced with Python programming and Javascript/HTML5.
HIGHLIGHTS OF EXPERIENCE
GIS/URBAN PLANNING
San Bernardino Web -Based Countywide Plan and Program EIR I San Bernardino County CA
Anaheim First Community Assessment I Anaheim CA
City of Moorpark General Plan Update and EIR I Moorpark CA Palm Springs 2019 Limited General Plan Update and EIR I Palm Springs CA Santa Ana 2019 General Plan Update I Santa Ana CA
Long Beach SEADIP Specific Plan, LCP Amendment I Long Beach CA City of San Clemente General Plan Update I San Clemente CA City of Fountain Valley 2040 General Plan Update and EIR I Fountain Valley City of Ontario 2019-20 General Plan Update and EIR I Ontario CA County of San Bernardino Strategic Visioning I San Bernardino County CA New Jersey Highlands Council Fiscal Impact Assessment I Chester NJ San Bernardino County Visioning, Phase 3 I San Bernardino County CA Renaissance Rialto Specific Plan I Rialto CA
North Fontana Specific Plan I Fontana CA
Temple City General Plan Update and EIR I Temple City CA Yucaipa 2035 General Plan Update and PEIR I Yucaipa CA
Newhall Ranch Open Space and Land Use Analysis I Valencia CA City of Redondo Beach Focused General Plan Update I Redondo Beach CA City of Menifee General Plan and EIR I Menifee CA
La Habra General Plan Update I La Habra CA
Bloomington Community Plan Update I San Bernardino CA
Sierra Madre General Plan Update and EIR I Sierra Madre CA Westminster General Plan Update and EIR I Westminster CA Town of Yucca Valley General Plan Update I Yucca Valley CA Los Alamitos General Plan and EIR I Los Alamitos CA
City of San Bernardino General Plan Update and EIR I San Bernardino CA County of San Bernardino Underutilized Land Analysis I San Bernardino County CA City of Industry General Plan Update I City of Industry CA City of Irvine Climate Action Plan I Irvine CA
EDUCATION
» BS, Geography, California State
University, Long Beach
Team member since 2006
El3
PLACEWORKS
KIM HERKEWITZ
GIS Manager
[email protected]
»
»
City of Irvine Climate Action Plan Phase 2 I Irvine CA
Anthem Master Plan I United Arab Emirates
La Mesa Downtown Village Specific Plan I La Mesa CA
Rialto Airport Land Use Study I Rialto CA
Mammoth Crossings Planning Study & Specific Plan I Mammoth Lakes CA Palm Springs General Plan Update and Downtown Urban Design Program I Palm Springs CA
Shafter-Lerdo Specific Plan I Bakersfield CA
Winchester Crossroads Specific Plan I Riverside County CA Greenspot Village and Marketplace Specific Plan EIR I Highland CA Hemet Stock Farm Specific Plan I Hemet CA
Thomas Winery Retail Center Redevelopment I Rancho Cucamonga CA
GRAPHIC DESIGN
»
»
»
The Arboretum Specific Plan Project Branding and Graphics Package I Fontana CA Artesia Corridor Specific Plan, Project Branding I Gardena CA Clovis General Plan Update & EIR I Clovis CA
EI Monte General Plan & Development Code Update Graphics Package I EI Monte CA Centennial Specific Plan Graphics Package, Tejon Ranch I Los Angeles County CA The Meadows at Cummings Valley Master Plan Graphics Package I Tehachapi CA Renaissance Rialto Specific Plan Graphics Package I Rialto CA Valley Trails Specific Plan Graphics Package I Fontana CA Santa Ana General Plan Housing Element Update Graphics Package I Santa Ana CA University Heights Specific Plan & Annexation Graphics Package I San Marcos CA SCAG 2% Compass Blueprint Strategy Implementation Demonstration Projects:
3D Modeling and Visualization I Southern California
A-8
igr
ERIN GUY
Associate/GIS Analyst
Erin believes that planning is a community -based profession, and she demonstrates this in her "user based" mindset and implementation of user -oriented GIS tools, online web maps, web applications, and story maps. Her professional background in public health and GIS helps her to provide meaningful data that is visually appealing, intuitive, and facilitates collaboration across communities between citizens, stakeholders, and professionals.
Before joining PlaceWorks, she gained valuable community experience in the public sector at the Tennessee Department of Environment and Conservation, where she used interactive, online web maps to display monthly data from monitoring waterways across eastern Tennessee for surface water and air pollution. Erin also has private -sector experience, for example, as a GIS analyst for RSI Entech, where she coordinated in -field and technical GIS data management for the remediation and repurposing of the K-25 Manhattan Project site in eastern Tennessee.
HIGHLIGHTS OF EXPERIENCE
»
»
»
SB 2 Planning Grants Program Technical Assistance I Statewide City of Ontario 2019-20 General Plan Update and EIR I Ontario CA City of Fountain Valley 2040 General Plan Update and EIR I Fountain Valley CA Yucca Valley 2021 Housing Element Update I Yucca Valley CA City of Yucaipa Housing Element Update and CEQA I Yucaipa CA Future Year SED Distribution Land Use Concepts I Western Riverside Council of Governments CA
GIS Assistance for the needs of Western Community Energy I Western Riverside Council of Governments CA
Santa Barbara County Climate Change Vulnerability Analysis I Santa Barbara CA City of Palm Springs 2019 Limited General Plan Update and EIR I Palm Springs CA City of La Habra Comprehensive Housing & Safety Elements I La Habra CA Town of Mammoth Lakes Climate Adaptation and Resiliency Plan I Mammoth Lakes CA
Inland Valley Development Agency Multijurisdictional Specific Plan I San Bernardino CA
Riverside County General Plan Update: 6th Cycle RHNAI Riverside CA City of San Bernardino General Plan Update and EIR I San Bernardino CA City of Corona General Plan Update and EIR I Corona CA
City of San Dimas 2021 Housing Element Update I San Dimas CA County of San Bernardino Zoning Web Map I San Bernardino CA Hollister General Plan Update and EIR I Hollister CA
SCAG Economic Projection Comparison I Southern California LEAP Grant (Housing Element Update and Bloomington Land Use/Infrastructure Planning) I San Bernardino County CA
Anahei'm First Community Assessment I Anaheim CA
City of Rancho Cucamonga General Plan Update EIR I Rancho Cucamonga CA Redondo Beach Focused General Plan Update I Redondo Beach CA City of Moorpark General Plan Update and EIR I Moorpark CA City of Industry Housing Element Services I City of Industry CA Dana Point 2021 Safety and Housing Elements Update I Dana Point CA
EDUCATION
»
»
Graduate Certificate, GIS for Urban
and Regional Planning, University of
Florida, Gainesville
BS, Environmental Management,
University of Florida, Gainesville
Certificate in GIS, Roane State
Community College, Harriman,
Tennessee
Master of Public Health, Health
Policy/Management, University of
Tennessee, Knoxville
BS, Dietetics, Colorado State
University, Fort Collins
AFFILIATIONS
» American Planning Association
» Board member, APA Orange County
Young Planners Group 12020, 2021
Team member since 2020
PLACEWORKS A9
» Santa Ana General Plan Update I Santa Ana CA
» Needles General Plan and Land Use Element Update I Needles CA » San Bernardino Countywide Plan and Program EIR I San Bernardino County CA » Eastvale General Plan Update I Eastvale CA
» Southeast Area Specific Plan Update I Long Beach CA
» AFFH GIS Mapping Assistance I City of Sacramento CA
» Contract Planning & CEQA Services I Wildomar CA
ERIN GUY
Associate/GIS Analyst
[email protected]
PRIOR EXPERIENCE
»
Planning Technician I City of San Clemente I San Clemente CA GIS Analyst I RSI Entech I Oak Ridge TN
Environmental Planning Intern I Tennessee Department of Environment & Conservation I Oak Ridge TN
PUBLICATIONS
» "The Impact of Policy Monitoring Programs on Political Participation in Community Stakeholders " and "Improving Health Outcomes of Obese Individuals with Community Based Interprofessional Experiential Learning Activities," poster sessions of the 2016 Tennessee Public Health Assoc. Conference, Franklin, TN
SPEAKING ENGAGEMENTS
» "Soil Sample Analysis of Cuba's Oldest Tobacco Farm: Finca El Pinar Robaina" 12018 East Tennessee Collegiate Division Meeting of The Tennessee Academy of Science Knoxville TN
» "Public Health Implications of Cyclotron Decommissioning" 12016 I Women in Nuclear Symposium , University of Tennessee Student Chapter I Knoxville TN AWARDS
» Linda Talarico "Women in GIS" Scholarship I Roane State Community College 2017
A-10
MARK TEAGUE, AICP
Managing Principal, Environmental
In over 30 years of public- and private -sector experience, Mark has worked throughout California in agencies large and small and is considered an innovative problem solver.
His projects include planned communities, shopping center EIRs, general plan and zoning code updates, impact fees, and public outreach for projects highly scrutinized by the public. Mark is often able to offer a unique approach to meeting a critical goal of a project. His experience as a planning director, and ability to see the whole of the project, ensures that every environmental document meets the need of the client.
He has served as on -call extension of staff for numerous cities throughout California including Wildomar and Eastvale.
Mark is also an excellent public speaker and regularly presents at the League of California Cities Planning Commissioner's Academy on topics such as design guidelines, CEQA compliance, and how to read an EIR. He also teaches CEQA to staff with a focus on how new legal decisions affect compliance. Because of his public outreach skills, Mark has helped with projects ranging from Walmart to water -bottling plants and conducted town hall meetings about development services department efficiencies and increases in utility fees.
HIGHLIGHTS OF EXPERIENCE
CEQA/NEPA COMPLIANCE
Coronado Gateway Parkway Plan IS/MND I Coronado CA
Coronado Public Restroom EIR I Coronado CA
3Roots San Diego Specific Plan and Carroll Canyon Master Plan I Carroll Canyon CA North School Reconstruction EIR I Hermosa Beach CA
John Killen/Fox Luggage Warehouse Project IS/MND I Industry CA River Crossing Market Place Specific Plan EIR I Redding CA De Anza Revitalization Plan I San Diego CA
Fiesta Island/Mission Bay Park Master Plan I San Diego CA Residential Care Facility Specific Plan IS/EIR I Solana Beach CA Temple City General Plan Update EIR I Temple City CA
West Carson TOD Specific Plan and EIR I County of Los Angeles CA Connect Southwest LA Specific Plan and EIR I County of Los Angeles CA Orange County Civic Center Facilities Strategic Plan I Santa Ana CA County of Riverside 5th Cycle Housing Element and EIR I Riverside CA City of Palm Desert General Plan and EIR I Palm Desert CA Waterman Gardens Specific Plan Program EIR I San Bernardino CA La Costa Meadows Elementary School Reconstruction Project I San Marcos CA University of California, San Diego Online CEQA Training Courses I San Diego CA WRCOG Member Jurisdiction Development Agreement Reconciliation I Riverside CA
STAFF SERVICES
» On -Call Staff Services I Wildomar CA
» On -Call Environmental Staff Services I Eastvale CA
» County of Riverside Transportation and Land Management Agency On -Call Planning Services I Riverside CA
EDUCATION
» BA, Political Science, California State
University, Stanislaus
CERTIFICATIONS
» American Institute of Certified
Planners #019631
AFFILIATIONS
» American Planning Association
Team member since 2016
ee
PLACEWORKS A-11
PRIOR EXPERIENCE
MARK TEAGUE
Managing Principal, Environmental
[email protected]
»
»
»
»
»
»
Boulevard Fire Station IS/MND I San Diego CA
Bandini Industrial Project EIR I Bell CA
Walmart EIR I Santee CA
Bell Commerce Center EIR I Bell CA
Community Plan Continuum I San Bernardino County CA
Design Guidelines I Mount Shasta CA
Development Code Update and Addendum I Rancho Cucamonga CA Enlo Medical Center Expansion EIR I Chico CA
General Plan Update and EIR I Calimesa CA
General Plan Update and EIR I Eastvale CA
Goodman Commerce Center EIR I Eastvale CA
Housing Element Addendum I Chino CA
Housing Element Addendum I Twentynine Palms CA
Housing Element EIR I Riverside County CA
La Cienega Elementary School EIR I Los Angeles Unified School District Lakeland Village IS/MND I Riverside County CA
Oak Creek Canyon EIR I Wildomar CA
Rancho Palma EIR I San Bernardino CA
San Gabriel Valley Climate Change Outreach I Southern California Edison Zoning Code Update I Mount Shasta CA
General Plan Update I Mount Shasta CA
Mountaingate at Shasta Lake EIR I Shasta Lake CA
Nestle Water Bottling Plant EIR I McCloud CA
Vineyards at Anderson Specific Plan EIR I Anderson CA
Walmart EIR I Ceres CA
On -Call Staff Services I Wildomar CA
On -Call Environmental Staff Services I Eastvale CA
SPEAKING ENGAGEMENTS
"Planning Fun-Da-Mentals" 12016 League of California Cities Planning Commissioners Academy I San Ramon, CA
"Design Adds Value" 12016 League of California Cities Planning Commissioners Academy I San Ramon, CA
CEQA Training I July/August 2016 I Imperial County, CA
"How to Read an EIR" 12015 League of California Cities Planning Commissioners Academy I Newport Beach, CA
"Design Guidelines vs. Standards" 12015 League of California Cities Planning Commissioners Academy I Newport Beach CA
A-12
JASMINE A. OSMAN
Associate
Jasmine's particular interests in the planning profession include law, social equity, and the environment. At PlaceWorks, she assists both the planning and environmental teams on a wide range of projects for public- and private -sector clients —from industrial and residential developments to school facilities and general plan updates.
She mostly assists the environmental team with preparing CEQA analyses and documentation, and she earned the CEQA Practice certificate from the UC San Diego Extension. She participates in community outreach events, where she presents plan and design options; prepares materials with SketchUp, ArcGIS, and other programs; and fields questions from the public about everything from recycling to hazardous waste to incentive programs.
Jasmine also assists the community planning team. Her understanding of the principles of sustainability is augmented by her experience with the nuts and bolts of sustainable practices and low -impact development. She researched hydromodification, urban runoff alternatives, and water stewardship in San Diego canyons; assisted with the sustainable design for a park in Tijuana, Mexico; and prepared a crime and safety action plan for the neighborhood of Del Cerro as part of her master's program capstone project.
HIGHLIGHTS OF EXPERIENCE
PLANNING
» Zoning Code Update I Temple City CA
» Carrol Canyon Master Plan I San Diego CA
» South Otay Mesa I San Diego CA
ENVIRONMENTAL
School Projects
» Cardiff School Modernization and Reconstruction EIR I Cardiff CA » San Bernardino City School District Resource Center and Police Headquarters EIR I San Bernardino CA
» North School Reconstruction EIR I Hermosa Beach CA
» Solana Vista Elementary School Reconstruction EIR I Solana Vista CA » Hazards Assessment for Rebuild of Del Mar Heights School Campus I Del Mar CA » Police Station & Parent Resource Center IS/MND for San Bernardino City USD San Bernardino CA
Other Projects
Brea Plaza Expansion Project EIR I Brea, CA
Oak Springs Ranch Phase 2 Project: Revised Plot Plan SEIR I Wildomar, CA Wildomar Trail Town Center Mixed -Use Project EIR I Wildomar, CA Starlite Residential Development IS/MND I South El Monte, CA Hub Fullerton Project IS/MND I Fullerton, CA
Brea Mall Redevelopment Project EIR I Brea CA
Mercury Residential Project EIR I Brea CA
Lassen County Housing Element IS/MND I Lassen County CA
EDUCATION
»
Master of City Planning, San Diego
State University
BA, Sustainability, minor in
Geography, San Diego State
University
CEQA Practice Certificate, University
of California San Diego Extension
AFFILIATIONS
» American Planning Association
» Association of Environmental
Professionals
» US Green Building Council
Team member since 2018
PLACEWORKS A 13
JASMINE A. OSMAN
Associate
[email protected]
»
Ontario Ranch Business Park Specific Plan EIR I Ontario CA Corona General Plan Update EIR I Corona CA
Corona Cannabis Ordinance CEQA Review I Corona CA
River Crossing Marketplace Specific Plan EIR I Redding CA Fiesta Island/Mission Bay Park Master Plan EIR I San Diego CA Rancho Cucamonga General Plan EIR I Rancho Cucamonga CA Green Tree Mixed -Use Project EIR I Vacaville CA
Downtown Davis Specific Plan and Associated Form -Based Code EIR I Davis CA Palomar Road Widening Project Phase I I Wildomar CA
Wildomar On Call CEQA and Staff Services I Wildomar CA
Santa Ana General Plan Update EIR and Technical Studies I Santa Ana CA Westminster Mall Specific Plan EIR I Westminster CA
Proposed Ballot Initiative Supplemental EIR I Redlands CA
PRIOR EXPERIENCE
» WaterSmart Landscape Makeover Series I San Diego County VVater Authority » Sustainable Stewardship Program I San Diego Canyonlands » Neighborhood Parks Revitalization I Tijuana Mexico
» Analysis of Functional Zones and Neighborhoods I National City CA » Crime and Safety Action Plan I Del Cerro San Diego CA A-14
EDUCATION
Bachelor of Science in Civil Engineering,
University of California, Davis, 1999
REGISTRATIONS
Licensed Traffic Engineer, State of California
(TR2402)
AFFILIATIONS
VMT Related Presentations:
• 2022 CEAC Public Works Officers
Institute
• 2022 SBCOG City/County
Conference
• 2019 California APA
• 2019 CSU Facilities Conference
Future of Transportation Presentations:
• 2018 SBCTA City/County
Conference
• 2017 WRCOG Planning Conference
Parking Presentations:
• 2018 OC Planning Directors
Conference
• 2015 OC Planning Directors
Conference
• 2011 SCAG Toolbox Tuesday
Mufti -Modal Levels of Service — ULI SCIC
Innovative Interchange Designs — District 8
Professional Liaison Committee Meeting,
2011
Roundabout Operations and Feasibility —
ASCE national webinar series, 2011 through
2018
Process of Signal Coordination — ASCE
national webinar series, 2011 through 2016
FEHR�PEERS
Jason Pack, TE
Principal
ABOUT
Jason D. Pack, P.E., is a Principal with Fehr & Peers located in Southern California. He is actively involved in a wide variety of project work but also finds time to lead the firm's research and development efforts in Emergency Evacuation assessment. Jason has an extensive background in travel demand forecasting, traffic operations assessment (including micro -simulation assessment), VMT analysis, big data analysis, transit ridership forecasting, and transportation impact studies involving NEPA and CEQA. His focus is to utilize his experience and the technical resources of the company to help clients answer their toughest questions related to transportation.
His recent work has included forecasting and operations assessment for large infrastructure improvements, developing recommendations for SB 743 implementation (California's new requirements to consider VMT as an impact metric under CEQA), assisting agencies with establishing VMT banks/exchanges, emergency evacuation assessment to respond to new legislative requirements (SB 99 and AB 747) and development of innovative transportation policies to assist City's advancing transportation into the future.
PROJECT EXPERIENCE
Jason has completed transportation assessments for over 150 projects in support of CEQA or NEPA documentation. These include impact assessment to support negative declarations, transportation sections for EIRs, and transportation sections for EISs or joint EIR/EISs.
Jason has actively been involved in assisting jurisdictions with SB 743 implementation.
Example projects are noted below:
• SBCTA SB 743 Countywide VMT SB 743 Implementation Phase I, CA • SBCTA SB 743 Countywide VMT SB 743 Implementation Phase II (VMT mitigation bank/exchange program), CA
• WRCOG VMT SB 743 Implementation Study, CA
• North Orange County Collaborative VMT SB 743 Implementation Study/Guidelines, CA
• CSU SB 743 Guidelines, CA
• County of San Bernardino Transportation Impact Study Guidelines, CA • Corona SB 743 Implementation, CA
• Eastvale SB 743 Implementation, CA
• Moreno Valley SB 743 Implementation, CA
• Villages at Lakeview Traffic Impact Study, Riverside County, CA • Riverside Housing Element Traffic Impact Study, CA
A-15
EDUCATION
BS, Civil Engineering, California Polytechnic State
University, Pomona, CA (2011)
REGISTRATIONS
Traffic Engineer, CA (TR2797)
PRESENTATIONS
SB 743 in OC, City Engineers Association of
Orange County (CEAOC), 2020
SB 743 in Riverside & San Bernardino, Institute of
Transportation Engineers Riverside/San
Bernardino Chapter (RSBITE), 2020
Preparing For A Post VMT World Apocalypse,
Association of Environmental Professionals (AEP)
Conference, 2020
PROJECT EXPERIENCE
CEQA/NEPA Assessment
Paul has completed transportation assessments
for over 50 projects dictated by either CEQA or
NEPA. These included impact assessments to
support negative declarations, transportation
sections for EIRs, and transportation sections for
EISs or joint EIR/EISs.
Transportation Impact Study On -Calls
Paul serves as the direct point of contact for
transportation and CEQA related peer review
consulting services for the following jurisdictions:
.. Corona
• Fountain Valley
• Moreno Valley
• Santa Ana
A-16
• Eastvale
• Cal Poly Pomona
• Anaheim
• Menifee
FEHRkPEERS
Paul Herrmann, PE
Associate
General Plans
Paul has worked on a wide variety of General Plans throughout the state of California, including:
• Corona
• Fountain Valley
• Moreno Valley
• Redlands
• Yucca Valley
• Diamond Bar
• County of San Bernardino
• Ontario
These Projects included Complete Street elements, extensive travel demand forecasting, VMT estimates and transportation impact assessment, and multi - modal transportation assessment
SB 743 & VMT Assessment
Paul has worked on a wide variety of VMT assessments for both GHG assessments and for SB 743 related CEQA assessments, Paul has experience running anal nrnressing reSuiltc of travel demand fire`acting mnulek including RIVCOM, SBTAM, OCTAM andthe Model. Paul has multiple
SCAG ✓.o e. � au assisted
agencies adopt thresholds of significance and updated their traffic impact study guidelines consistent with SB 743, including
• Corona • SGVCOG
• Fountain Valley • Anaheim
• Moreno Valley • Hemet
• Aliso Viejo • Menifee
• Eastvale
Below is a list of notable VMT impact assessments Paul has led:
• Gateway at Grand Terrace Specific Plan EIR, Grand Terrace • Riverside County Arena, Coachella Valley
• Central Park Master Plan EIR, Rancho Cucamonga
• Beach Boulevard Specific Plan EIR, Anaheim
• Section 31 Specific Plan, Rancho Mirage
• Northeast Area Neighborhood and Conservation Plan, Rancho Cucamonga
• Westview Affordable Housing MND, Santa Ana
• CHP Relocation EIRs, Norwalk & Pomona
• Latitude Business Park MND, Corona
• 201 W. PCH Mixed -Use MND, Long Beach
EDUCATION
► MESM, Master of Environmental Science and Management
Donald Bren School of Environmental Science and Management University of California, Santa Barbara
► BS, Science - Ecology and Systematic Biology
California Polytechnic State University, San Luis Obispo
REGISTRATIONS/CERTIFICATIONS
► Certified Professional in Stormwater Quality (CPSWQ)
► QSD / QSP Certified
AFFILIATIONS
► BIA/Orange County
► National Association of Environmental Professionals
► Urban land Institute
► U.S. Green Building Council
FEI TEAM MEMBER SINCE 2001
FEI PRINCIPAL SINCE 2011
IAN ADAM, MESM, CPSWQ, QSD
Principal/StormwaterManager Irvine, CA
Ian is a firm Principal and Fuscoe's Stormwater Management team leader. His specialty is water resources, with an emphasis in water quality regulations, sea -level rise policy, Clean Water Act Citizen Suits and resource agency negotiation. Since joining Fuscoe in 2001, Ian has served as an effective leader and technical resource for numerous projects and clients. Ian has worked on over 60 General Plan Updates and Specific Plans throughout California to assist municipalities and developers with infrastructure assessments, zoning approvals, EIR technical support and long term capital improvement planning.
For the past decade, Ian's experience with local and regional professional thoroughbred stabling operations has led to him to become an expert on CAFO NPDES permitting, including the negotiation of unique individual permits with the top management levels of all three Southern California Regional Water Quality Control Boards (San Diego, Santa Ana and Los Angeles). This expertise also includes providing assistance with the resolution of multiple third party lawsuits against commercial stabling operators.
Ian has also worked extensively in the California Coastal Zone, processing Coastal Development Permits, addressing Sea -Level Rise technically and politically, and working in partnership with Coastal Staff on individual projects, Specific Plans and Local Coastal Programs. Through this experience, Ian is uniquely trained to address complex drainage and water quality projects for both public and private clients, especially those needing site -specific solutions, multi -phased schedules and high-level regional board involvement. For the past two years, Ian has been assisting local municipalities and counties on regional stormwater improvement projcts, including both feasilbity and final design.
Ian enjoys the continuing pursuit of leadership development and is highly motivated by observing team members evolve into independent thinkers and leaders themselves. Ian's notable long-term clients include: City of Anaheim, Del Mar Fairgrounds, Orange County Fairgrounds, Los Angeles Turf Club and Del Mar Thoroughbred Club.
i
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A-17
EDUCATION / CERTIFICATIONS
► MS, Civil Engineering, University of California, Irvine UC Center for Hydrologic Modeling Graduate Fellow
► MS, Urban and Regional Planning, University of California, Irvine Concentration: Water Resource Research, Policy & Management UC Center for Hydrologic Modeling Graduate Fellow
► BS, Earth System Science, University of California, Irvine Concentration: Sustainability, Remote Sensing & Terrestrial Hydrology ► Certified Professional, Municipal Stormwater Management (CPMSM)
PUBLICATIONS
► Using a Deep Learning Model to Quantify Trash Accumulation for Cleaner Urban Stormwater (Computers, Environment & Urban Systems, 2022) ► Groundwater Depletion During Drought Threatens Future Water Security of the Colorado River Basin (Geophysical Research Lene's, 2014) ► Remote Detection of Water Management Impacts on Evapotranspiration in the Colorado River Basin (Geophysical Research Leiters, 2016)
PRESENTATIONS/OTHER
► TrashVisioe Oral Presentations at CASQA (2020 & 2021) ► Quantifying Water Storage Changes in the Colorado River Basin Using Satellite Observations, Modeled Results and In Situ Data (Thesis) ► California Water Resources During Drought, for Sen. Boxer's flight with President Noma to the Central Valley (PowerPoint)
► Last Call at the Oasis documentary film (Computer Graphics) AWARDS
► 2013 Don Owen Water Science & Policy Fellowship Recipient ► 2012 OC Association of Environmental Professionals Scholarship
AFFILIATIONS
► Urban land Institute
► American Water Resources Association
FEI TEAM MEMBER SINCE 2014
STEPHANIE CASTLE ZINN, MSCE, MURP CPMSM
Project Manager, Water Resources Irvine, CA
Stephanie's stated career objective is to be an expert contributor to resolving the challenges confronting California's water resource management_ Stephanie brings impeccable scientific and professional qualifications to her vrork at Fuscoe, including her work as a Data Specialist at the UE Center for Hydrologic iirwdeling ai UC twine, where she sludied iie iinpucts of drought on surface and groundwater resources in the Western U.S_ In addition to her academic credentials, she has published scientific articles; participated n presenlations for politicians in DC and Sacramento, the Pentagon, and [he American Geophysical Union; has been a guest lecturer at the International Space University in Austria; participated in World Water Week discussions in Sweden; and conducted various forums and workshops in Plev York and California for teachers, water researchers and political stakeholders, As a Fuscoe Project i1ilanagerwith a focus on water resources, Stephanie ably applies her reseoich, skills and knowledge to real -world projects. Stephanie's role at Fuscoe Engineering entails advancing Fuscoe's water resources sector by designing sustainable, multi -benefit low impact development project solutions that improve local and regional water quality and increase water supplies. She provides feasibility analyses for the implementation of water conservation features, including rainwater harvesting and grey water reuse, for all projects.
Stephanie manages the preparation of EIR technical reports, including infrastructure analysis and ;voter supply assessments for CEOA compliance. She leads Trash Provision compliance for several Cities, which includes ensuring catch basin atlases are accurate in GIS, managing pour point hydraulic assessments to confirm catch basins requiring FCS, and promoting Al ro expedite the OM process, She is equally passionate about applying leading edge technology to Fusco° projects by utilizing [he firm's FAA registered UAV Drones os °wet! as its Artificial Intelligence and machine learning capabilities, ro help promote smart cities for her municipal clients.
Stephanie's enthusiasm for her iwork and genuine concern for California's water resources are qualities that greatly contribute to [he success and effectiveness of Fuscoe's well -respected stormwater management team. 1 I! f l 7! t :. r rl rr it
EDUCATION
► BS, Environmental Engineering
San Diego State University
REGISTRATIONS/CERTIFICATIONS
► EIT (Engineer in Training)
FEI TEAM MEMBER SINCE 2021
WHITNEY STEPHENS, EIT
Stormwater Engineer I Irvine & San Diego, CA
Whitney has a strong work ethic, excellent communication skills and a passion for the environment. She is a valued member of Fuscoe's Stormwater Management Group. Whitney applies herself diligently to her work and excels at developing Water Quality Management Plans (WQMPs), Storm Water Pollution Prevention Plans (SWPPPs) and Best Management Practice (BMP) design, in the context of water quality. Recognized for her meticulous attention to detail and astute analytical skills, Whitney provides Fuscoe's clients with top quality stormwater management services.
Whitney's background includes coordinating, conducting and education outreach for structural BMPs under the MS4 permit compliance program. She has also conducted commercial and dry weather flow residential inspections, all for the County of San Diego. In addition, she has drafted erosion control figures and calculations using AutoCAD and completed TMDL compliance reporting and special field studies for the County's Water Quality Improvement Plans, and oversaw dry weather and wet weather water quality field sampling and outfall investigations.
For the City of San Diego, Whitney drafted construction BMP maps as part of SWPPP development for SDG&E projects. She supported database management of water quality data for TMDL reporting compliance and data submittals for multiple watersheds (San Dieguito & Los Penasquitos) through CEDEN submittals and she has drafted drainage and soil maps as part of Industrial General Permit Notice of Non -Applicability reports.
Whitney's work at Fuscoe Engineering has included Due Diligence, Stormwater Program Implementation, OSP, NPDES, WQMP, General and Specific Plan Update/Permit and Trash Amendment Services for various Cities, Agencies and private entities. These have included the Cities of Irvine, Anaheim, Brea, Ontario, Los Angeles, Redlands and San Bernardino, the 22nd District Agricultural Association and firms such as California Pacific Homes, SWA Architects, Shea Properties, PlaceWorks, The Related Companies, Rose Hills Corporation, The Hanover Company, Lyon Living, KTGY Group, Bridge Housing Corporation and others. f o i l c' i r c ( _ f h i rt
A-19
Project Type
Location
Size
Client
Date Completed
Services
Provided
BEACH BLVD CORRIDOR SPECIFIC PLAN AND EIR
The Heart of West Anaheim
Specific Plan and EIR
Anaheim, California
1.5 miles
City of Anaheim
November 2018
Community Outreach, Specific Plan, Visual Simulations and Illustrations, Environmental Impact Report, and Technical Studies for Air Quality/GHG Emissions, Noise & Vibration, and a Phase 0 Environmental Site Assessment
The Beach Boulevard Specific Plan is the result of a focused and comprehensive effort involving the City of Anaheim and the West Anaheim Community. This plan guides future development along a 1.5 -mile stretch of Beach Boulevard between the cities of Buena Park and Stanton. Supported by modern development standards, economic and sustainable community development incentives, and capital improvements, the plan holistically addresses the future of Beach Boulevard —the heart of West Anaheim.
Designated by the Southern California Association of Governments as a "high quality transit corridor," Beach Boulevard still functions primarily for motor vehicles.
Nonmotorized modes of transportation such as walking and biking are not well integrated along the street. The plan's intent is to create a new regulatory environment, land use plan, development incentives, and streetscape enhancements to improve conditions along the boulevard and attract economic investment to the area.
The planning process included the community at every stage. Its vision and guiding principles were created with the community and reflect the themes that emerged throughout the process. Public involvement included the formation of a community advisory committee; a series of pop-up workshops, including workshops at three local high schools; stakeholder interviews; and a developer roundtable. An online component included a dedicated project web page and web -based survey. The project was approved by a unanimous City Council vote in November 2018.
A-20
PLACEWORKS
Project Type
Location
BREA, FULLERTON, LA HABRA, PLACENTIA
SCAG Compass Blueprint Demonstration Projects
Urban Design / Transportation Planning / Infill / Placemaking Southern California
Size
Varies
Client
Southern California Association of Governments and
Orange County Transportation Authority
Date Completed
2008
Services
Provided
Visioning, Transportation and Circulation Planning, Economic Studies, Feasibility Analysis and Technical Studies, Corridor Planning, Transit -Oriented Design, Site Planning, Public Outreach and Community Workshops, Creative Media
PlaceWorks completed a joint planning and design effort under SCAG's Compass Blueprint Demonstration Program and OCTA's Metrolink Transit Extension Study for the Cities of Brea, Fullerton, La Habra, and Placentia. The effort focused on ways to improve transit access to Metrolink service by identifying transit corridors and transit -development nodes with potential for enhanced bus or high -capacity transit. The effort let to the preparation of recommendation reports for each of the cities, working in conjunction with stakeholders and city officials. Our services included analysis of existing and future conditions, needs assessment, station area identification and planning, urban design, alternative economic analysis, visual simulations, public outreach, zoning, and implementation recommendations.
The Fullerton and La Habra demonstration projects focused on redevelopment along key transportation corridors, and the integration of new transit facilities with new commercial, residential, and public open space uses. The Brea and Placentia projects involved transit station concepts and phasing strategies, parking solutions, pedestrian circulation, and the introduction of new transit -oriented development. dia
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Project Type
THE EL CAMINO PLAN
Creating a Regional Identity
Location
Size
Corridor Plan
Atascadero, California
5 linear miles
Client City of Atascadero
Date Completed 2020
Services
Provided
Market Demand Analysis, Community Workshops,
Online Surveys, Urban Design and Mobility Analysis,
Alternative Land Use and District Concepts, Mobility
Improvement Recommendations, Land Use and Architecture
Recommendation, Streetscape Design
EI Camino Real is the gateway to Atascadero's downtown. The look, feel, and content of this five -mile corridor has a significant bearing on the city's regional identity, local character, and economic health. Although it has great potential to be a vibrant downtown for shopping, dining, and small businesses, it has been slow to recover from the Great Recession. With high vacancies and nondescript buildings, it currently struggles to compete with nearby Paso Robles and other commercial areas.
PlaceWorks developed the EI Camino Plan, whose goal is to identify future land uses and guide urban design concepts with circulation improvements. This project will set a new course for EI Camino Real with a combination of strategic public realm investments and incentives for new development. We have provided the city with a custom strategy and set of tools to transform this automobile -oriented, regional corridor into a multimodal economic hub.
Elements of the corridor plan include the formation of new districts; modernization of zoning regulations; dynamic site design concepts for key areas; contemporary architectural style guidelines that also honor local history; streetscape design; and bicycle and pedestrian improvements to address safety concerns. The plan also includes strategies for business attraction, retention, and investment. dir '4
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PLACEWORKS
A-22
Project Type
MIDTOWN SPECIFIC PLAN AND EIR
Improving Life on the Boulevard
Corridor Plan and EIR
Location
Size
Long Beach, California
2.5 -mile corridor, 369 acres
Client
Date Completed
City of Long Beach
Adopted (SP) and Certified (EIR) 2016
Services
Provided
Specific Plan, Form -Based Coding, EIR, Outreach, Technical Studies for AQ/GHG, and Health Risk Assessment
Awards
2017 Sustainability Award: Integrated Planning, SCAG; 2017 Outstanding Planning Document Award, California AEP
Long Beach Boulevard suffered from a lack of development interests and mobility problems along the corridor and in the surrounding community. Despite years of transit investments and the adoption of a planned development district (PD 29) for mixed -use and high -density development, the corridor continued to falter. The city selected a team, including PlaceWorks, to create the Midtown Specific Plan to stimulate private and public improvements and development in an area without the benefit of redevelopment powers.
The specific plan establishes an equitable balance between mobility modes —car, light rail, bus, bike, and pedestrian —and uses a hybrid form -based / zoning approach, incentive programs, park -once -and -walk strategies, and urban/streetscape design to achieve city and community goals for this key corridor.
The specific plan divides the boulevard into four districts: transit nodes, corridors, medical district, and open space. Density and major mobility improvements are planned for the transit node districts surrounding each of the three Metro Blue Line stations in the area. The plan implements many of the goals, policies, and strategies in the city's general plan mobility element. Most notably, the open space district of the specific plan proposes 11 new parklets, which cap side streets to create mini parks and provide much needed active and passive open space in the area. Succinct land use districts, clear development standards and design guidelines, and a practical implementation program make this plan a valuable tool for future revitalization of Midtown.
The program -level environmental impact report (EIR) addressed various environmental and technical issues and challenges. For example, a detailed historic resources technical report analyzed potential impacts of demolishing existing buildings, many of which were more than 50 years old. The EIR also addressed and resolved key issues related to construction impacts on air quality and noise emissions, hazards and hazardous materials, hydrology and water quality, land use and planning, transportation and traffic, and utilities and service systems. The city council unanimously and enthusiastically certified the EIR and adopted the specific plan in May 2016.
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PLACEWORKS A-23
Project Type
Location
Size
Client
Date Completed
Services
Provided
MORENA CORRIDOR SPECIFIC PLAN AND EIR
A Refined TOD Planning and Development Program
Corridor/TOD Specific Plan
San Diego, California
230 acres
City of San Diego
February 2018
Community Planning, Urban Design, Economic Analysis,
Environmental Analysis, Community Outreach
The Morena Corridor Specific Plan —a transit -oriented specific plan along Morena Boulevard in San Diego —facilitates reinvestment and development of a post —World War II suburban character neighborhood to support two future light rail stations.
PlaceWorks managed the specific plan and EIR, which are actually the second phase of what was expected to be a two-phase process. However, when the first phase failed amid an explosion of public opposition, PlaceWorks was called in to start from scratch and prepare a refined planning and development program that would effectively facilitate redevelopment of the project area.
The greatest challenges were erasing the negative impressions made by poor planning concepts and products and navigating the sea of mistrust engendered during the first phase. PlaceWorks managed an extensive public outreach program that included ample opportunities for community feedback and other public input. The project ultimately encompassed preparation of a specific plan with site design concepts and illustratives, visual simulations, new development standards and design guidelines, and an altogether new mobility network as well as an EIR and supporting technical studies.
A-24
83 PLACEWORKS
Project Type
Location
SAN CLEMENTE'S EL CAMINO REAL CORRIDOR
Visioning and Preliminary Design Concepts
Corridor Plan Visioning and Preliminary Design Concepts San Clemente, California
Size
Approximately 1.6 linear miles
Client
Date Completed
City of San Clemente
March 2014
Services
Provided
Visioning, Preliminary Design Concepts, Public Outreach, Community Design, Economic Development, Performance
Indicators, and Implementation
As part of the San Clemente Centennial General Plan, PlaceWorks prepared numerous economic, land use, and urban design strategies for the EI Camino Real Corridor. Divided into three distinct but interrelated sections, EI Camino Real required context -sensitive approaches to: 1) capitalize on market forces to replace vacant, underutilized, and incompatible land uses; 2) improve pedestrian access and safety along the corridor and to adjacent neighborhoods and commercial districts; and 3) protect and enhance views, visual character, and streetscapes for each area.
Beginning with robust outreach efforts, PlaceWorks worked with the community and General Plan Advisory Committee to create a vision and preliminary design concepts for each area. Working with City staff, PlaceWorks then refined design strategies; created new land use plans; recommended economic development strategies and funding approaches; and developed goals, policies, and implementation measures that were included in the General Plan.
Preliminary Concept Plan
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PLACEWORKS A_25
Project Type
LOS ALAMITOS COMMERCIAL CORRIDORS PLAN
Reclaiming our Corridors
Location
Size
Corridor Planning
Los Alamitos, California
240 acres
Client
City of Los Alamitos
Date Completed
2010
Services
Provided
Visioning, BRT and Circulation Planning, Economic Studies, Feasibility Analysis, Corridor Design and Planning, Commercial Design Guidelines
As Southern California grew during the 1950s and 60s, two corridors—Katella Avenue and Los Alamitos Boulevard —widened to serve the growing automobile traffic. Katella Avenue served primarily as a major inter- and intracounty east —west transportation corridor, and Los Alamitos Boulevard provided key north —south connections to and from Interstates 405 and 605. Today, these two corridors combine to produce an intersection that processes up to 123,000 automobiles per day. The corridors continue to serve as auto -oriented arterials and, despite hosting nearly all of the City's commercial development, offer few central nodes or gathering places for the residents, students, and workers of Los Alamitos.
The Katella and Los Alamitos corridors have the bones of great corridors. Key civic, institutional, and commercial anchors dot the corridors. The rights -of -way are wide enough to accommodate multiple modes of transportation while preserving efficient travel for the large volumes of traffic that use the corridors to access local destinations, adjacent cities, and nearby freeways. Additionally, other agencies are planning transportation investments that could influence the corridor study area.
PlaceWorks helped the City of Los Alamitos analyze its two most significant corridors and identify opportunities to capitalize on the forthcoming BRT routes and stations, stimulate new private investment and redevelopment, and create a new downtown for its residents. PlaceWorks generated roadway and streetscape designs to narrow the City's primary north —south corridor to create a walkable and multimodal environment that can still efficiently convey auto traffic. We also coordinated plans between the City and OCTA and identified location and design considerations for two BRT stations in Los Alamitos.
Other components of the project include commercial design guidelines, city branding, capital and circulation improvements to enhance pedestrian and bicycle movement, and land use and zoning recommendations to consolidate parcels and stimulate private reinvestment.
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A-26
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Project Type
HARBOR MIXED -USE TRANSIT CORRIDOR
Corridor Revitalization Strategy and Vision
Corridor Planning, EIR
Location
Santa Ana, California
Size
2 linear miles
Client
City of Santa Ana
Date Completed
October 2014
Services
Provided
BRT/TOD Station Planning, Land Use/Corridor Planning, Public Outreach, Zoning, Specific Plan Development, Market
Analysis, Infrastructure Analysis, EIR
Harbor Boulevard is one of Orange County's best-known streets and largely serves commercial and transportation purposes throughout Santa Ana and surrounding cities. Harbor Boulevard runs from the 55 freeway in Costa Mesa to the 60 freeway in Rowland Heights, traversing 23 miles and 5 more cities along the way. It's even visible from the monorail ride on the approach to the Magic Kingdom. However, Harbor Boulevard needed a little magic of its own. PlaceWorks assisted the City of Santa Ana to explore ways to realize Harbor Boulevard's full potential and capitalize on regional transit investments such as bus rapid transit.
PlaceWorks identified urban and transit -oriented mixed -use development opportunities, including new housing options and design concepts to encourage safer pedestrian and bicycle access along the corridor. We also conducted outreach to the community, evaluating housing and retail markets, examining infrastructure systems, and preparing an associated EIR. These efforts ultimately led to a new specific plan that revitalizes local businesses, creates a safer corridor, expands transit options, and creates new housing and mixed -use development options. Most of all, the new specific plan creates a stronger sense of place, enriching the physical, mental, and social health of the community.
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HARBOR BLVD. // MID -BLOCK STREET SECTION (DRAFT)
41 HARBOR BLVD. AT WESTMINSTER AVE.
HARBOR BOULEVARD CORRIDOR PLAN I LOOKING SOUTH
®
PLACEWORKS A 27
Project Type
Location
Size
Client
Date Completed
Services
Provided
Awards
RENAISSANCE PLAZA
New Life for an Important Corridor
Corridor Redevelopment / Specific Plan / MND
Stanton, California
15 acres
City of Stanton
Adopted 2005
Site Planning, Specific Plan Preparation, Environmental Analysis
2005 APACA Orange Section Outstanding Planning: Planning Implementation —Small Jurisdiction
An underutilized and aging strip mall along Beach Boulevard, the former Stanton Plaza had several constraints to redevelopment: fragmented into multiple parcels/ ownerships, unwilling sellers that required use of eminent domain before the necessary lot consolidation, and rapidly changing market conditions.
The specific plan allowed for a wide range and mix of uses on the 15 -acre site — commercial development at the most visible corner of the site, live -work units adjacent to commercial, and higher density residential. Design guidelines ensured a consistent architectural and landscaping scheme. An internal Main Street created a gathering place for the community, minimized vehicular trips generated by the project, and created an active pedestrian environment. PlaceWorks also prepared the specific plan's mitigated negative declaration. Finally, the plan included a streamlined approval process to "reward" applicants whose projects were in alignment with the city's vision for Renaissance Plaza.
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A-28
PLACEWORKS
DOWNTOWN BELLFLOWER TOD SPECIFIC PLAN
Creating a Thriving, Experience -Oriented District
Project Type Specific Plan
Location
Size
Client
Date Completed
Services
Provided
Bellflower, California
400 acres
City of Bellflower
October 2019
Specific Plan Preparation, Existing Conditions Report,
Market Analysis, Parking Management Study, Land Use Plan, Design Guidelines, Development Standards, Mobility Plan, Community Outreach
PlaceWorks developed the Downtown Bellflower Station Area Specific Plan to help the City achieve its goals for comprehensive and quality development in the targeted areas combine the city's goals for the downtown area with the benefits of the West Santa Ana Branch Transit Corridor. The transit corridor will connect to a wide range of destinations in Los Angeles and Orange counties and create opportunities for the city to reintroduce Bellflower as a thriving, experience -oriented district for residents and visitors.
This groundbreaking specific plan will create synergy between' uses along the transit line, encouraging a thriving and well-rounded regional economy. A market analysis revealed that Downtown Bellflower has potential as an experience -oriented destination that prioritizes walkability and comfort for shopping, dining, recreation, and entertainment. By modernizing and consolidating outdated zoning codes and permitted uses, the specific plan will better balance land uses and encourage development throughout the study area, particularly in areas that have struggled to see successful development in the past. Its goals are to attract a range of new development, encourage multimodal transportation, and improve access to employment centers.
PlaceWorks also conducted a parking management study that summarizes existing parking inventory, evaluates long-term trends, and makes recommendations for planning and managing parking for the downtown area.
PLACEWORKS A-29
FEHRif PEERS
North Orange County Collaborative SB 743 Implementation Orange County, CA, 2019-2020
Fehr & Peers prepared strategies and tools for seven cities (Placentia, Fullerton, La Habra, Orange, Brea, Buena Park, and Yorba Linda) in Orange County to implement SB 743. We evaluated the travel demand model, developing baseline VMT data, and evaluating potential thresholds and mitigation measures and programs. We developed an interactive spreadsheet tool that will enable users to assess VMT project - specific impacts and VMT reduction measures. We prepared draft significance criteria and identify up to 8 projects throughout the County to "test" through the significance criteria. We also prepared updated Traffic Impact Analysis Guidelines for each city.
NOCC+ 0
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North Orange County Collaborative VMT Traffic Study Screening Tool Project Information
Project Name
Sample Project Name Here
Parcel Number (OCTAM T424419)
374-521-05
Opening Year
2021
Screening Criteria for Orange
Is the project location In a Transit Priority Area?
Is the project location In a low VMT generating zone?
Is the Project one of these land use types?
show land use types)
Does the project generate fewer than 110 daily trips?
(enter project land use in the section below)
The Protect does not meet screening criteria. Please Continue No
No
No
No
Project Land Use Information
Residential : Single Family Homes
Residential : MultiFamily Homes
Office
Retail
Industrial
Private School
University
Entertainment
Hotel
Unit
0 Dwelling Units
300 Dwelling Units
30 000 1,000 Sqaure Feet
22.000 - 1,000 Sqaure Feet
0 000 1,000 Sqaure Feet
0 _ Students
0 Students
0.000 1,000 Sqaure Feel
0 Rooms
Project Trips and VMT Information
VMT Methodology Origin Destination (OD)
Dally Trips: 3772 Average Trip Length: 8.1 SeMce Population: 921 VMT per service population 33.0
Project VMT Thresholds Comparison
OPR Guidance (15% Below Existing)
GHG Reduction Targets (14.3% Below Existing)
® Below Existing
[ Better than General Plan Buildout
3s VMT Comparison
33 32
31 so
29 23
27 25
24 22
21 FEHR'1 PEERS
sr:
ss
4 E'napna Vert per se ece p_pulanrn oroi.ot so., per service population ire
A-30
FEHR /1r PEERS
CollegeTown Specific Plan & EIR
Fullerton, CA, 2011-2016
The CollegeTown Specific Plan EIR proposes to create a downtown -style marketplace in the area between Nutwood, Chapman, State College, and State Route 57. The redevelopment project includes residential, retail, improved pedestrian facilities and connections, enhanced streetscapes and storefronts, and will be connected to Cal State Fullerton by pedestrian -friendly modifications along Nutwood Avenue. During Stage 1, Fehr & Peers assisted in transportation assessment of the plan area, refining the on -site transportation amenities and services, prepared a shared parking analysis, an evaluation of the future transit service in the study area, and an overall strategy for the plan area.
During Stage 2, we are completed the transportation impact assessment for the EIR.
The project was completed as a joint planning effort by the City of Fullerton, Cal State Fullerton, and Hope International University.
A-31
disneyland entrance angel stadium of anaheim
attic, an intermodal transit center in anaheim -
CITY OF ANAHEIM NPDES
STORMWATER PROGRAMS
Anaheim, CA "'E"' City of Anaheim
Since 2013, Fuscoe Engineering has provided NPDES support services, including WOMP Plan Checking, for the City of Anaheim. FEI's ongoing tasks with the City include refining the City's WOMP Checklist to address specific City needs, coordinating infiltration BMP approvals with Orange County Water District, and providing technical assistance to the project applicant. FEI also assists with the tracking of the BMP credit exchange program for the Disneyland Resort, as well as advising the City's own regional BMP credit banking program for CIPs.
FEI has also worked with various City staff in performing an independent audit of the City's Stormwater Program to identify areas to improve efficiencies in inter -departmental coordination and staff core competencies. These efficiencies included developing forms, checklists and protocols to improve the City's LIP implementation. FEI also provides technical assistance with special stormwater studies. As a result, FEI led the efforts in refining drywell design guidelines, which has benefited not only the City, but all Orange County Permittees. FEI continues to provide its technical expertise to the City to solve unique and challenging issues with its Stormwater Programs.
Ongoing since 2013
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• 11/09/2016
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CITY OF BREA NPDES
STORMWATER PROGRAM
NM Brea, CA City of Brea
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fiuo:c pi;,p�lr;rai; hum of hica sign nilh sriu'.- ap��ed mouur�ins With the burgeoning program requirements of the NPDES Stormwater Programs in the Santa Ana Region, the City of Brea developed an interest in acquiring program management services for their growing Stormwater Program. FEI was initially hired to alleviate the City of its pressing needs and to conduct a performance evaluation to determine the City's program strengths and weaknesses. FE l's role has since been expanded to become more of an extension of City staff, providing WQMP plan check services, inspection support, City Staff NPDES training and facilitating coordination between city departments.
In 2017, FEI also developed a web -based Stormwater Inspection Management System (SIMS) software tool for the City. The tool allows City staff to perform municipal/industrial/commercial/ construction and WQMP 0&M inspections with the use of electronic devices and also serves as a database repository that produces Annual Reporting data. With the SIMS tool, the City can track the stormwater life -cycle of a property, from WQMP approval, construction inspections, LID BMP installation verification, and 0&M inspections. Similar to its long standing role with the City of Yorba Linda (2002 -present), FEI supports the City of Brea with its Annual Reporting requirements, industrial/ commercial/construction inspections, inventory and database management, public outreach programs, Water Quality Management Plan (WQMP) Operations and Maintenance verifications, program effectiveness assessment and representation at co-permittee committee meetings.
In 2010 an additional task was added to assist and advise the City on the proposed Coyote Creek Watershed Action Plan and its associated TMDL implementation plan.
Ongoing
'33 Brian Ingallinera i 714.990.7672
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CITY OF YORBA LINDA
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CITY OF YORBA LINDA LIP & NPDES
STORMWATER PROGRAM
Yorba Linda, CA Cily of Yorba Linda
Since 2002, Fusco° has played a significant role in the City's NPDES Storm,water Program, including development of a Local Implementation Plan (LIP) and preparation of a comprehensive Annual Report for the local Regional Board, Ench year, FEI oversees the annual stormwater program requirements and makes changes as necessary to improve upon the Cily's management practices and strategies related to storrnwaier quality conirol. Fuscoe also created a GIS- ba ed )y: tem linked to ongoing inspection programs, to catalog the City's [..rite. data
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infrastructure Ure r1Ulu. rU�IUC 5 services UVCI IIIC Haar) have IIIciUUIJU'. ✓ CEQA assessments
Legal authority
• Facilities inspection programs
• Municipal/industrial/commercial/construction inspections ✓ Program Effectiveness Assessment (PEA)
• Sewer system management plans (SSMP)
✓ New Development Program to update WQMP procedures
• Public education and outreach
• City and consultant training
✓ Monthly NPDES Task Force meetings
Representation at regional strategy sessions
2002 to Present
Malt Simonetli 714.961.7174
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CITY OF YORBA LINDA
GIS WEB -BASED SYSTEM
Yorba Linda, CA City of Yorba Linda
Since 2002, Fuscoe has played a significant role in the City's NPDES Stormwater Program, including development of a Local Implementation Plan (LIP) and preparation of a comprehensive Annual Report for the local Regional Board. Each year, FEI oversees the annual stormwater program requirements and makes changes as necessary to improve upon the City's management practices and strategies related to stormwater quality control.
Fuscoe also created a GIS Cloud -based system, linked to on -going inspection programs, to catalog the City's infrastructure data. Fuscoe's services over the years have included:
✓ CEQA assessments
✓ Legal authority
✓ Facilities inspection programs
✓ Municipal/industriaVcommerciaVconstruction inspections ✓ Program Effectiveness Assessment (PEA)
✓ Sewer system management plans (SSMP)
✓ New Development Program to update WQMP procedures
v Public education and outreach
✓ City and consultant training
✓ Monthly NPDES Task Force meetings
✓ Representation at regional strategy sessions
2002 to Present
Matt Simonetti 714.961.7174
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aenai nI ircacti nrHrevaru. analrelm +► rwsong and prl:closed coact lrt eirilfoil Bench Boulevard Specific Plan
Figure 3 • telsiinp and Proposed Land Uue
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BEACH BOULEVARD SPECIFIC PLAN
Anaheim, CA Placeviworks
the Beach Boulevard Specific Pine rovers approximately 283 acres along a 1.5 - mile portion a! Beach Bopllevard-Stale Route 39 in Annice.i n. rifle Specific Plan is a guide for the revitaiiication at the Bench Boulevard corridor and Outlines iuiuii developirreno la iriieipreioni 'i{ii!IIl iiir; [;!iildoi trfi ilii i siliiir, Tii !IrI, ;ommunlii gatherings, open space and orhel prodacfive uses.
In coordination 'u7!dl Placellvorks and Ih•e (Ste of /1(1 11191, 1 i9 as EIIgI ferr 1iy, Inc FIJ euai!laii f, I '1; 9XIStla l !nYiasiiucitue syoiellI`,, i111I,ldlln;, ` r IIr10ge, 'cater„. ;evi.ipr and ierllc nal us its !J,Ir?a! Ifi ss(ri siinerltc i0 ;I(ii'!'Irr!II•'r' 11 1;dl lt', a� ^%IStil?; `torus seiviii U a'.roppl, I llind :o;e.S. j!n(•i J hog doseF ..•i iii se n!5i d :iiiillll time !0 5r, l i!Ll iii.. involved +.':'Orr;uni �:w�c!y � - ' 'I . �,riwi�uelitS I fIG Public Work: Sra llra!!iaee, Y.01r11 (11!rliit9; rind one er, and ihr';;'ipjer Ijr pailri!rOt r distribution I l,. I F !
I the ';i 11W u v_Iii,n! -t! �ina!Ii ! . I u.)IE! !w! impacts , i u! i) IWu ;• Uno [hOS ollo I!11(Avt; Ills Illfr(iSIrUUaI 10 IIJI iI Illn.lfl; OcIIIU!I!1S PII the aC.tG'!P. �FE! IIor? helped di!
Plan, Illdudlllg INatgr Carisenlnnan nod roIJSe, (Ind heIcH IafP,'tilar. S ( E'dcl!: p U defensible HP. All of the findings,,!ere rlsshnilntod Iwo a ieihri cut inlrasinulure 00 0',' ;!!ppalr tho and ;pmi is Plan.
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Keith Linker, Lit/DO,Anaheil9 714.76'i.414I
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ANAHEIM CANYON SPECIFIC
URBAN GREENING PLAN
Anaheim, Co iAiG, Inc, for City of Anaheim
The Anulieirn Canyon Spetihmllrhon Greening Plen ion prepared to create an economicdevelopment strategy for this 3,000 -acre, industrial zoned disllirl. torking Cdosek' tooth City stuff and a!Afold -'+!Inn on planners, OfIG, Inc, Easton Irr'vrsrlgnted area- Ede cionioli'on end Illhasrllcll.rm, Storm�rnrer manaljement end operational aspens, such as :>olid t!rasle handling and reading. This reseorcb, along z'Fth se'verel Stakeholder Temp unbend' sessions, Ied to the nor SOCUfre Plan/lllhon Greening Plan, feoturin.q:
• Sidestrenis dfsignaled and enhanced for bicycles/pedestrians, leaving arterials maximized for vehicles
• Creative "neighborhood -level" starm':rmier lnanagement basins, relienlnq properties of expensive, urea consuming crmphanLe i3Mls • Alternative stnndards to consider for LID huildout of sires • Green Street concepts aimed at stormoraler cleansing, enhanced pedestrian experiences and environrneatal performance
The project 0o.s tended by a Sustainable Comnwnilies Planning Granr and has become a cornerstone for n div-tr'ide "Urban Greening" pion.
Completed
Pantneln Calera, City of Anaheim 714,765,!1!163
APA Celiitmeia Oro rrje Section, 7_017 Comprehensive Planning /rued f :r 1 1
E r r I 1, I PP c A-37
Stakeholder
Interviews
PEOPLE
Charrettes & Workshops
Research & Analyze
PROCESS
Vision
rI
Original Data Files
af
-/
Q PLACEWORKS
Collaborate
Envision
Developer Roundtables Mobile Outreach
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Local Stakeholders
Property & Business Owners
+Plans
+Maps/Diagrams
+Graphics/
Illustrations
+Tables/Charts
+ Performance
Evaluations
Environmental
Impact Report
Process:
Product:
People:
The PlaceWorks Team believes
in collaboration and community
engagement every step of the
way —from the assessment of
current conditions and needs, to
exploration of opportunities for the
future, to confirmation of preferred
visions, development plans, and
implemantation strategies and codes.
The PlaceWorks Team works through
multiple methods to include as many
people as possible.
Review & Strategize
Websites, Social Media
& Traditional Notices
Specific Plan
—
The PlaceWorks Team is effective at
completing projects on time and under
budget.
We establish clear procedures and
protocols to ensure that the work the
program addresses all objectives and
expected outcomes and coordinates
with concurrent Client initiatives.
Open Houses &
Public Hearings
The PlaceWorks Team is dedicated
to providing clients with reliable and
effective products. This means that for
each deliverable work product we will
provide the Client with electronic files
for all publications.
piaceworks.con
ACCP �®
�V�� CERTIFICATE OF LIABILITY INSURANCE
DATE (MM/DD/YYYY)
06/29/2023
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
PRODUCER
Marsh Risk & Insurance Services
17901 Von Karman Avenue, Suite 1100
(949) 399-5800; License #0437153
Irvine, CA 92614
Attn: [email protected]/F: 212-948-4323 CN115158923--01-23-24
CONTACT
PHON:
(A/c, No, Ext): FAX
No):
E-MAIL
ADDRESS:
INSURER(S) AFFORDING COVERAGE
NAIC #
INSURER A : Crum & Forster Specialty Insurance Co
44520
INSURED
PlaceWorks, Inc
3 MacArthur Place, Suite 1100
Santa Ana, CA 92707
INSURER B : Travelers Property Casual y Co. of America
25674
INSURER C : N/A
N/A
INSURER D :
INSURER E :
INSURER F :
COVERAGES
CERTIFICATE NUMBER:
LOS -002640527-03
REVISION NUMBER:
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
TR
TYPE OF INSURANCE
ADDL
INSD
SUBR
WVD
POLICY NUMBER
POLICY EFF
(MM/DD/YYYY)
POLICY EXP
(MM/DD/YYYY)
LIMITS
A
X
COMMERCIAL GENERAL LIABILITY
EPK144434
07/01/2023
07/01/2024
EACH OCCURRENCE
$ 5,000,000
CLAIMS -MADE
X
OCCUR
DAMAGE RENTED
PREMISESO(Ea occurrence)
$ 50,000
X
BI & PD Ded. $5,000
MED EXP (Any one person)
$ 5,000
PERSONAL & ADV INJURY
$ 5,000,000
GEN'L
X
AGGREGATE
POLICY
OTHER:
LIMIT APPLIES
PRO-
JECT
PER:
LOC
GENERAL AGGREGATE
$ 5,000,000
PRODUCTS - COMP/OP AGG
$ 5,000,000
Contractors Pollution
$ 5,000,000
B
AUTOMOBILE
X
LIABILITY
ANY AUTO
OWNED
AUTOS ONLY
HIRED
AUTOS ONLY
SCHEDULED
AUTOS
NON -OWNED
AUTOS ONLY
BA1N96406A2343G
07/01/2023
07/01/2024
COMBINED SINGLE LIMIT
(Ea accident)
$ 1,000,000
BODILY INJURY (Per person)
$
BODILY INJURY (Per accident)
$
PROPERTY DAMAGE
(Per accident)
$
Comp/Coll Deductibles
$ 1,000
UMBRELLA LIAB
EXCESS LIAB
OCCUR
CLAIMS -MADE
EACH OCCURRENCE
$
AGGREGATE
$
DED
RETENTION $
$
B
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
ANYPROPRIETOR/PARTNER/EXECUTIVE
OFFICER/MEMBEREXCLUDED?
(Mandatory in NH)
If yes, describe under
DESCRIPTION OF OPERATIONS below
Y/ N
N
N/A
UB7K7286762343G
07/01/2023
07/01/2024
X
PER
STATUTE
OTH-
ER
E.L. EACH ACCIDENT
$ 1,000,000
E.L. DISEASE - EA EMPLOYEE
$ 1,000,000
E.L. DISEASE - POLICY LIMIT
$ 1,000,000
A
Errors & Omissions -Claims Made
Retro Dates: See 2nd Page
EPK144434
07/01/2023
07/01/2024
Each Claim/Aggregate
5,000,000
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Re: Lability arising out of activities performed by or on behalf of the Consultant pursuant to its contract with the City; products and completed operations of the Consultant; premises owned, occupied or used by the Consultant; automobiles owned, leased, hired, or borrowed by the Consultant.
The City of Placentia and its elected and appointed boards, officers, officials, agents, employees, and volunteers are included as additional insured where required by written contract with respect to General Liability and Auto Liability.
CERTIFICATE HOLDER
CANCELLATION
City of Placentia
401 E. Chapman Ave
Placentia, CA 92870
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
AUTHORIZED REPRESENTATIVE
74n¢& Red & 9Oeun4Kee Serviced
ACORD 25 (2016/03)
© 1988-2016 ACORD CORPORATION. All rights reserved.
The ACORD name and logo are registered marks of ACORD
AGENCY CUSTOMER ID: CN115158923
LOC #: Irvine
ACORD
ADDITIONAL REMARKS SCHEDULE
AGENCY
Marsh Risk & Insurance Services
NAMED INSURED
PlaceWorks, Inc
3 MacArthur Place, Suite 1100
Santa Ana, CA 92707
POLICY NUMBER
CARRIER
NAIC CODE
EFFECTIVE DATE:
ADDITIONAL REMARKS
THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER: 25 FORM TITLE: Certificate of Liability Insurance Errors & Omissions Retro Dates:
7/1/99 - Planning Center, Inc.
1/1/87 - Design Community & Engineering Inc.
Subject to policy terms, conditions, limitations and exclusions.
ACORD 101 (2008/01)
© 2008 ACORD CORPORATION. All rights reserved.
The ACORD name and logo are registered marks of ACORD
COMMERCIAL AUTO
Policy# BA1 N96406A2343G - Effective 07/01/2023
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.
BUSINESS AUTO EXTENSION ENDORSEMENT
This endorsement modifies insurance provided under the following:
BUSINESS AUTO COVERAGE FORM
GENERAL DESCRIPTION OF COVERAGE - This endorsement broadens coverage. However, coverage for any injury, damage or medical expenses described in any of the provisions of this endorsement may be exduded or limited by another endorsement to the Coverage Part, and these coverage broadening provisions do not apply to the extent that coverage is excluded or limited by such an endorsement. The following listing is a general cover- age description only. Limitations and exclusions may apply to these coverages. Read all the provisions of this en- dorsement and the rest of your policy carefully to determine rights, duties, and what is and is not covered. m
LY
IMEMIMMI
PINI IIMIN
A. BROAD FORM NAMED INSURED
B. BLANKET ADDITIONAL INSURED
C. EMPLOYEE HIRED AUTO
D. EMPLOYEES AS INSURED
E. SUPPLEMENTARY PAYMENTS - INCREASED
LIMITS
F. HIRED AUTO - LIMITED WORLDWIDE COV-
ERAGE - INDEMNITY BASIS
G. WAIVER OF DEDUCTIBLE - GLASS
PROVISIONS
A. BROAD FORM NAMED INSURED
The following is added to Paragraph A.1., Who is
An Insured, of SECTION II - COVERED AUTOS
LIABILITY COVERAGE:
Any organization you newly acquire or form dur-
ing the policy period over which you maintain
50% or more ownership interest and that is not
separately insured for Business Auto Coverage.
Coverage under this provision is afforded only un-
til the 180th day after you acquire or farm the or-
ganization or the end of the policy period, which-
ever is earlier.
B. BLANKET ADDITIONAL INSURED
The following is added to Paragraph c. in A.1.,
Who Is An Insured, of SECTION II - COVERED
AUTOS LIABILITY COVERAGE:
Any person or organization who is required under
a written contract or agreement between you and
that person or organization, that is signed and
executed by you before the "bodily injury" or
"property damage" occurs and that is in effect
during the policy period, to be named as an addi-
tional insured is an "insured" for Covered Autos
Liability Coverage, but only for damages to which
CA T3 53 8215
H.
I.
J.
K.
L.
M.
N.
HIRED AUTO PHYSICAL DAMAGE - LOSS OF
USE - INCREASED LIMIT
PHYSICAL DAMAGE - TRANSPORTATION
EXPENSES - INCREASED LIMIT
PERSONAL PROPERTY
AIRBAGS
NOTICE AND KNOWLEDGE OF ACCIDENT OR
LOSS
BLANKET WAIVER OF SUBROGATION
UNINTENTIONAL ERRORS OR OMISSIONS
this insurance applies and only to the extent that
person or organization qualifies as an "insured"
under the Who Is An Insured provision contained
in Section II.
C. EMPLOYEE HIRED AUTO
1. The following is added to Paragraph A.1.,
Who Is An Insured, of SECTION II - COV-
ERED AUTOS LIABILITY COVERAGE:
An "employee" of yours is an "insured" while
operating an "auto" hired or rented under a
contract or agreement in an "employee's"
name, with your permission, while performing
duties related to the conduct of your busi- ness.
2. The following replaces Paragraph b. in B.5.,
Other Insurance, of SECTION IV - BUSI-
NESS AUTO CONDITIONS:
b. For Hired Auto Physical Damage Cover-
age, the following are deemed to be cov.
ered "autos" you own:
(1) Any covered "auto" you lease, hire,
rent or borrow; and
(2) Any covered "auto" hired or rented by
your "employee" under a contract in
an "employee's" name, with your
®2015TheTravelers Indemnity Company. All rights reserved.
Includes copyrighted material of Insurance Services Office, Inc. with its permission.
002088
Policv# BA1N96406A2343G - Effective 07/01/2023
COMMERCIAL AUTO
permission, while performing duties
related to the conduct of your busi-
ness.
However, any "auto" that is leased, hired,
rented or borrowed with a driver is not a
covered "auto".
D. EMPLOYEES AS INSURED
The following is added to Paragraph A.1., Who Is
An Insured, of SECTION II - COVERED AUTOS
LIABILITY COVERAGE:
Any "employee" of yours is an "insured" while us-
ing a covered "auto" you don't own, hire or borrow
in your business or your personal affairs.
E. SUPPLEMENTARY PAYMENTS - INCREASED
LIMITS
1. The following replaces Paragraph A.2.a.(2),
of SECTION II - COVERED AUTOS LIABIL-
ITY COVERAGE:
(2) Up to $3,000 for cost of bail bonds (in-
cluding bonds for related traffic law viola-
tions) required because of an "accident"
we cover. We do not have to furnish these
bonds.
2. The following replaces Paragraph A.2.a.(4),
of SECTION II - COVERED AUTOS LIABIL-
ITY COVERAGE:
(4) All reasonable expenses incurred by the
"insured" at our request, including actual
loss of eamings up to $500 a day be- cause
of time off from work.
F. HIRED AUTO - LIMITED WORLDWIDE COV-
ERAGE - INDEMNITY BASIS
The following replaces Subparagraph (5) in Para-
graph 8.7., Policy Period, Coverage Territory,
of SECTION IV - BUSINESS AUTO CONDI-
TIONS:
(5) Anywhere in the world, except any country or
jurisdiction while any trade sanction, em- bargo,
or similar regulation imposed by the United
States of America applies to and pro- hibits the
transaction of business with or within such
country or jurisdiction, for Cov- ered Autos
Liability Coverage for any covered "auto" that
you lease, hire, rent or borrow without a driver
for a period of 30 days or less and Hlat is not
an "auto" you lease, hire, rent or borrow from
any of your "employees", partners (if you are a
partnership), members (if you are a limited
liability company) or members of their
households.
(a) With respect to any claim made or "suit"
brought outside the United States of
America, the territories and possessions
of the United States of America, Puerto
Rico and Canada:
CO
You must arrange to defend the "in-
sured" against, and investigate or set-
tle any such claim or "suit" and keep
us advised of all proceedings and ac-
tions.
(ii) Neither you nor any other involved
"insured" will make any settlement
without our consent.
(iii) We may, at our discretion, participate
in defending the "insured" against, or
in the settlement of, any claim or
(iv) We will reimburse the "insured" for
sums that the "insured" legally must
pay as damages because of "bodily
injury" or "property damage" to which
this insurance applies, that the "in-
sured" pays with our consent, but only
up to the limit described in Para-
graph C., Limits Of Insurance, of
SECTION II - COVERED AUTOS
LIABILITY COVERAGE.
(v) We will reimburse the "insured" for
the reasonable expenses incurred
with our consent for your investiga-
tion of such claims and your defense
of the "insured" against any such
"suit", but only up to and included
within the limit described in Para-
graph C., Limits Of Insurance, of
SECTION II - COVERED AUTOS
LIABILITY COVERAGE, and not in
addition to such limit. Our duty to make
such payments ends when we have
used up the applicable limit of
insurance in payments for damages,
settlements or defense expenses.
(b) This insurance is excess over any valid
and collectible other insurance available
to the "insured" whether primary, excess,
contingent or on any other basis.
(c) This insurance is not a substitute for re-
quired or compulsory insurance in any
country outside the United States, its ter-
ritories and possessions, Puerto Rico and
Canada.
® 2015 The Travelers Indemnity Company. All rights reserved.
Includes copyrighted material of Insurance Services Office, Jnc. with its permission.
CA T3 53 0215
Policy# BA1N96406A2343G - Effective 07/01/2023
COMMERCIAL AUTO
monmerm
apPIIMOMM
Pr=
111111111111
.,iii■
Clowirdird
a=
You agree to maintain all required or
compulsory insurance in any such coun- try
up to the minimum limits required by local
law. Your failure to comply with compulsory
insurance requirements will not invalidate
the coverage afforded by this policy, but we
will only be liable to the same extent we
would have been liable had you complied
with the compulsory in- surance
requirements.
(d) It is understood that we are not an admit-
ted or authorized insurer outside the
United States of America, its territories
and possessions, Puerto Rico and Can-
ada. We assume no responsibility for the
furnishing of certificates of insurance, or
for compliance in any way with the laws
of other countries relating to insurance.
G. WAIVER OF DEDUCTIBLE - GLASS
The following is added to Paragraph D., Deducti-
ble, of SECTION III - PHYSICAL DAMAGE
COVERAGE:
No deductible for a covered "auto" will apply to
glass damage if the glass is repaired rather than
replaced.
H. HIRED AUTO PHYSICAL DAMAGE - LOSS OF
USE - INCREASED LIMIT
The following replaces the last sentence of Para-
graph A.4.b., Loss Of Use Expenses, of SEC-
TION Ill - PHYSICAL DAMAGE COVERAGE:
However, the most we will pay for any expenses
for loss of use is $65 per day, to a maximum of
$750 for any one "accident".
I. PHYSICAL DAMAGE - TRANSPORTATION
EXPENSES - INCREASED LIMIT
The following replaces the first sentence in Para-
graph A.4.a., Transportation Expenses, of
SECTION Ill - PHYSICAL DAMAGE COVER-
AGE:
We will pay up to $50 per day to a maximum of
$1.500 for temporary transportation expense in-
curred by you because of the total theft of a cov-
ered "auto" of the private passenger type.
J. PERSONAL PROPERTY
The following is added to Paragraph A4., Cover-
age Extensions, of SECTION Ill - PHYSICAL
DAMAGE COVERAGE:
Personal Property
We will pay up to $400 for 1oss to wearing ap-
parel and other personal property which is:
(1) Owned by an "insured"; and
(2) In or on your covered 'auto'.
This coverage applies only in the event of a total
theft of your covered "auto".
No deductibles apply to this Personal Property
coverage.
K. AIRBAGS
The following is added to Paragraph 8.3., Exclu-
sions, of SECTION Ill - PHYSICAL DAMAGE
COVERAGE:
Exclusion 3.a. does not apply to "loss" to one or
more airbags in a covered "auto" you own that in-
flate due to a cause other than a cause of "loss" set
forth in Paragraphs A.1.b. and A.1.c., but only:
a. If that "auto" is a covered "auto" for Compre-
hensive Coverage under this policy;
b. The airbags are not covered under any war-
ranty; and
c. The airbags were not intentionally inflated.
We will pay up to a maximum of $1,000 for any
one "loss".
L NOTICE AND KNOWLEDGE OF ACCIDENT OR
LOSS
The following is added to Paragraph A.2.a., of
SECTION IV- BUSINESS AUTO CONDITIONS:
Your duty to give us or our authorized representa-
tive prompt notice of the "accident" or "loss" ap-
plies only when the "accident" or "loss" is known
to:
(a) You (if you are an individual);
(b) A partner (if you are a partnership):
(c) A member (if you are a limited liability com-
pany);
(d) An executive officer, director or insurance
manager (if you are a corporation or other or-
ganization); or
Any "employee" authorized by you to give no-
tice of the "accident" or "loss".
(.)
M. BLANKET WAIVER OF SUBROGATION
The following replaces Paragraph AS., Transfer Of
Rights Of Recovery Against Others To Us, of
SECTION IV - BUSINESS AUTO CONDI- TIONS:
5. Transfer Of Rights Of Recovery Against
Others To Us
We waive any right of recovery we may have
against any person or organization to the ex-
tent required of you by a written contract signed
and executed prior to any "accident"
or "loss", provided that the "accident" or "loss"
arises out of operations contemplated by
0024.0.1
CA T3 53
0215
Policy# BA1N96406A2343G - Effective 07/01/2023
COMMERCIAL AUTO
such contract. The waiver applies only to the
person or organization designated in such
contract.
N. UNINTENTIONAL ERRORS OR OMISSIONS
The following is added to Paragraph 8.2., Con-
cealment, Misrepresentation, Or Fraud, of
SECTION IV - BUSINESS AUTO CONDITIONS:
The unintentional omission of, or unintentional
error in, any information given by you shall not
prejudice your rights under this insurance. How-
ever this provision does not affect our right to col-
lect additional premium or exercise our right of
cancellation or non -renewal.
® 2015 The Travelers Indemnity Company. All rights reserved.
Includes copyrighted material of Insurance Services Office, Inc. with Its permission.
CA T3 530215
Policy EPK-144434 Effective 7/1/2023 - 7/1/2024
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.
ADDITIONAL INSURED - OWNERS, LESSEES OR CONTRACTORS -
COMPLETED OPERATIONS
This endorsement modifies insurance provided under the following:
COMMERCIAL GENERAL LIABILITY COVERAGE PART
SCHEDULE
Name of Additional Person(s) or Organtzatlon(s):
Location And Description Of Completed Operations
(Where Required ByWritten Contract.
Where Required By Written Contract.
Information required to complete this Schedule, if not shown above, will beshown in the Declarations.
A. Section III - Who Is An Insured within the Common
Provisions is amended to include as an insured
the person(s) or organization(s) shown in the
Schedule, but only with respect to liability for
"bodily injury' or "property damage" caused, in
whole or in part, by "your work" at the location
designated and described in the schedule of this
endorsement performed for that additional
insured and included in the "products -completed
operations hazard".
EN0320-0211 Page 1 of 1
Policy EPK-144434 Effective 7/1/203-7/1/2024
CRUM &FORSTER
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLV.
ADDITIONAL INSURED - OWNERS, LESSEES OR
CONTRACTORS
This endorsement modifies insurance provided under the following:
COMMERCIAL GENERAL LIABILITY COVERAGE PART
CONTRACTORS POLLUTION LIABILITY COVERAGE PART
SCHEDULE
Name Of Additional Insured Person(s) or 0rganlzatlon(s) Slanket when specifically required in a written contract with the named insured.
SECTION III -WHO IS AN INSURED within the Common Provisions is amended to include as an additional insured the person(s) or organization(s) indicated in the Schedule shown above, but only with respect to liability caused, in whole or in part, by •your worku for that insured which is performed by you or by those acting on your behalf.
ALL OTHER TERMS AND CONDITIONS OF THE POLICY REMAIN UNCHANGED.
EN0111.0211 Page 1 ofl
Policy EPK-144434 Effective 7/1/203 -711/2024
Crum Forster
part of the FAIRFAX group
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.
PRIMARY AND NON --CONTRIBUTORY ADDITIONAL
INSURED WITH WAIVER OF SUBROGATION
This endorsement modifies insurance provided under thefollowing:
COMMERCIAL GENERAL LIABILITY COVERAGE PART
CON1'RACTORS POLLUTION LIABILITY COVERAGE PART
ERRORS AND OMISSIONS LIABILITY COVERAGE PART
THIRD PARTY POLLUTION LIABILITY COVERAGE PART
SCHEDULE
Name of Additional Insured Person(s) or Oraanizatlonfs) Where Required byWritten Contract
A. SECTION III - WHO IS AN INSURED within the Common Provisions is amended to include as an additional insured the person(s) or organization(s) indicated in the Schedule shown above, but solely with respect to "claims" caused in whole or in part, by "your work. for that person or organization performed by you, or by those acting on your behalf.
This insurance shall be primary and non-contributory, but only in the event of a named Insureds sole negligence.
B. We waive any right of recovery we may have against the person(s) or organizations) indicated In the Schedule shown above because of payments we make for "damages" arising out of -your work" performed under a designated project or contract with filet person(s) ororganization(s).
C. This Endorsement does not reinstate or increase the Limits of Insurance applicable to any "claim" lo which the coverage afforded by this Endorsement applies.
ALL OTHER TERMS AND CONDITIONS OF THE POLICY REMAIN UNCHANGED.
EN0118-0211 Page 1 of 1
RESOLUTION NO. R-2024-26
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PLACENTIA, CALIFORNIA AUTHORIZING A BUDGET
AMENDMENT IN FISCAL YEAR 2023-24 IN COMPLIANCE
WITH CITY CHARTER OF THE CITY OF PLACENTIA §§ 1206
AND 1209 PERTAINING TO APPROPRIATIONS FOR
ACTUAL EXPENDITURES.
A. Recitals.
(i). The adopted budget for the 2023-24 Fiscal Year sets out estimated appropriations for City expenses throughout the year.
(ii). From time to time the adopted budget must be adjusted when precise expenditures are finally determined or when estimated expenditures exceed projected costs allocated.
(iii). City Charter of the City of Placentia § 1206 authorizes the City Council to amend or supplement the budget by motion adopted by the affirmative votes of at least three members so as to authorize the transfer of unused balances appropriated for one purpose to another purpose, or to appropriate available revenues not included in the budget. All other legal prerequisites to the adoption of this Resolution have occurred.
B. Resolution.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLACENTIA DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS:
1. In all respects as set forth in the Recitals, Part A., of this Resolution.
2. The adopted budget for Fiscal Year 2023-24, Resolution No. R-2024-42, is hereby amended for the new appropriation to the account below:
Fund
Description
Department
GL Account
Amount
Type
General Plan
Update Fees
Expenditures
related to Chapman
Corridor special
studies
Development
Services
749104-6017
$124,661
Expense
3. The Mayor shall sign this resolution, and the City Clerk shall attest and certify to the passage and adoption thereof.
Resolution R-2024-26
PASSED, ADOPTED AND APPROVED THIS 4th DAY OF JUNE 2024.
Jeremy Yamaguchi, Mayor
ATTEST:
Robert McKinnell, City Clerk
STATE OF CALIFORNIA
COUNTY OF ORANGE
I, Robert McKinnell, City Clerk of the City of Placentia, do hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council of the City of Placentia held on the 4th day of June 2024 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Councilmembers:
Councilmembers:
Councilmembers:
Councilmembers:
Robert McKinnell, City Clerk
APPROVED AS TO FORM:
Christian Bettenhausen, City Attorney
Resolution R-2024-26
TO:
VIA:
FROM:
DATE:
Placentia City Council
CITY COUNCIL
CITY ADMINISTRATOR
DIRECTOR OF HUMAN RESOURCES
JUNE 4, 2024
AGENDA REPORT
SUBJECT: RESOLUTION TO ADOPT A MEMORANDUM OF UNDERSTANDING BETWEEN
THE CITY OF PLACENTIA AND THE PLACENTIA POLICE AND FIRE
MANAGEMENT ASSOCIATION
FISCAL
IMPACT:
FISCAL YEAR 2023-24 & FISCAL YEAR 2024-25 S 635,000 (Estimated) SUMMARY:
The City and the Placentia Police and Fire Management Association have engaged in good faith labor negotiations and have reached terms on the wages, hours, and working conditions for their respective employees.
RECOMMENDATION:
It is recommended that the City Council take the following actions:
1. Adopt Resolution R-2024-36 approving the terms between the City and the Police and Fire Management Association (PPFMA); and
2. Adopt Resolution No. R-2024-37, A Resolution of the City Council of the City of Placentia, California authorizing a budget amendment in Fiscal Year 2023-24 in compliance with City Charter of the City of Placentia §§1206 and §§1209 pertaining to appropriations for actual expenditures; and
3. Authorize the City Administrator to execute a Memorandum of Understanding (MOU) based upon the terms for PPFMA on behalf of the City, in a form approved by the City's Labor Counsel.
STRATEGIC PLAN STATEMENT:
There is no specific strategic planning goal or objective associated with this agenda item.
1.1. June 4, 2024
City Council Agenda
June 4, 2024
DISCUSSION:
The MOU between the City and the PPFMA expired on June 30, 2023. City representatives have been in discussion with the labor group representatives during the past 18 months. Although the City and Association participated in both pre and post -impasse processes, the City and Association were able to come to an agreement on terms for a successor MOU.
The terms for this MOU include the following compensation and benefit adjustments:
1. Term: July 1, 2023 — June 30, 2025
2. Compensation:
a. 8% market rate adjustments for Police Sergeant classifications effective the full pay period after adoption of this agreement and 6% effective the full pay period of July 2024.
b. 4% market rate adjustments for Police Lieutenant classifications effective the full pay period after adoption of this agreement and 4% effective the full pay period of July 2024.
c. 5% market rate adjustments for Police Captain classifications effective the full pay period after adoption of this agreement and 4% effective the full pay period of July 2024.
d. 6% market rate adjustments for Fire Battalion Chief classifications effective the full pay period after adoption of this agreement and 4% effective the full pay period of July 2024.
3. Longevity: 2.5% at 7 years, additional 2.5% at 15 years for cumulative 5% at 15 years.
4. Police - Non -Fair Labor Standards Act (non-FLSA) Compensation Time Off (CTO) accruals capped at a maximum of 360 hours effective the end of the contract term.
5. Fire - Fair Labor Standards Act (FLSA) Compensation Time Off (CTO) accruals capped at a maximum of 216 hours effective the end of the contract term.
6. Battalion Chief FLSA Period to 24 consecutive days (down from 28).
7. Battalion Chief Certification Pay: Certificate pay for Company Officer and/or Chief Officer from Office of the State Fire Marshal shall receive $245 per month — Max 2 certificates.
8. The City and Association agree to work with a City-wide committee for development of an employee paid, pre -funded post -employment retirement benefit program for employees hired after 1995.
9. Holiday Closure: continue Holiday leave for the holiday closure for the term of the agreement.
FISCAL IMPACT:
The total cost for the market rate adjustments is estimated to be:
Salary Increases- Includes assumed cost impact on
overtime, pension expenses and Medicare
Certification Pays
Longevity Pays
Total
Projected Costs
$496,682
$17,640
$120,628
$634,950 !;
City Council Agenda
June 4, 2024
Funding for wage increases included in the FY23/24 Adopted Budget and the FY24/25 Proposed Budget. Costs for increases will be offset by the addition of a cap to member's Non-FLSA Compensation Time Off bank which should generate long-term savings to the City.
Prepared by:
Reviewed and approved:
Alice Burnett Jennifer Lampman
Director of Human Resources
Reviewed and approved:
/17
Di /Wiv ' rtivil LqA '
Rosatrna Ramirez
Deputy City Administrate
Attachments:
1. Resolution No. R-2024-36
2. Memorandum of Understanding
Director of Finance
Reviewed and approved:
rru
City Administrator
RESOLUTION NO. R-2024-36
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PLACENTIA, CALIFORNIA APPROVING A MEMORANDUM
OF UNDERSTANDING FOR THE PLACENTIA POLICE AND
FIRE MANAGEMENT ASSOCIATION FOR THE PERIOD
JULY 1, 2023, THROUGH JUNE 30, 2025
WHEREAS, pursuant to the provisions of the Meyers-Milias-Brown Act (Government Code Section 3500 et seq.) the Director of Human Resources as designated lead negotiator has met and consulted in good faith with the representatives of the Placentia Police and Fire Management Association (Association) on matters relating to wages, hours, and other terms and conditions of employment; and WHEREAS, the City and Association has been in discussions over the past 18 months; and
WHEREAS, the City and Association participated in both pre and post impasse processes; and
WHEREAS, said representatives of the City and the Association have reached tentative agreement and have jointly prepared a written MOU which is attached to this resolution and incorporated herein; and
WHEREAS, such agreement is within the parameters established by the City Council for an agreement with the Association; and
WHEREAS, the City Council finds that the terms and conditions of this agreement are proper and in the best interest of the City.
The City Council of the City of Placentia does hereby resolve as follows:
Section 1: The Memorandum of Understanding for the Placentia Police and Fire Management Association dated July 1, 2021, is hereby repealed. All previous and conflicting Memorandum of Understandings adopted for this purpose either by Resolution or by Minute order are repealed.
Section 2: This Resolution provides for salaries, benefits and other terms and conditions of employment applicable to the Placentia Police and Fire Management Association as listed in the attached Memorandum of Understanding (Exhibit A).
Section 3: The Memorandum of Understanding applicable to the Placentia Police and Fire Management Association effective the full pay period after June 4, 2024, and attached hereto is approved.
Resolution R-2024-36
APPROVED and ADOPTED this 4th day of June 2024.
Jeremy Yamaguchi, Mayor
ATTEST:
Robert S. McKinnell, City Clerk
STATE OF CALIFORNIA
COUNTY OF ORANGE
I, Robert S. McKinnell, City Clerk of the City of Placentia do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 4th day of June 2024 by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ABSTAIN: Councilmembers:
Robert S. McKinnell, City Clerk
APPROVED AS TO FORM:
Christian L. Bettenhausen, City Attorney
Resolution R-2024-36
PLACENTIA
Rich Heritage, Bright Future
MEMORANDUM OF UNDERSTANDING
Between
THE CITY OF PLACENTIA
and
PLACENTIA POLICE AND FIRE MANAGEMENT
ASSOCIATION (PPFMA)
July 1, 2023 — June 30, 2025
PPFMA No. 23-24
Adopted June XX, 2024, Resolution No. 24-XX
PPFMA MOU 2023 - 2025
1 Table of Contents
PREAMBLE 4
ARTICLE 1 - MANAGEMENT RIGHTS 5
ARTICLE 2 - PPFMA RIGHTS 5
A. Membership Dues 5
B. Access to Placentia Communication Systems 5
C. PPFMA Business On City Time 6
ARTICLE 3 - NON-DISCRIMINATION 6
ARTICLE 4 - CITY PERSONNEL RULES & POLICIES 6
ARTICLE 5 - PROBATION 6
ARTICLE 6 - ADVANCEMENT THROUGH THE SALARY SCHEDULE 7
ARTICLE 7 - PAYROLL PROCESSES 7
ARTICLE 8 - COMPENSATION AND SPECIAL ASSIGNMENT PAY 7
A. Compensation 7
B. Education and POST Certification Differentials 8
C. Longevity Pay Program 9
D. Special Assignment Pay 9
E. New Employee Finder's Fee 10
F. Bilingual Pay 11
G. Marksmanship Incentive Pay 11
ARTICLE 9 - OVERTIME, PREMIUM PAY AND WORK SCHEDULES 11 A. Overtime — Police Sergeants 11
B. Calculation of Overtime Payment — Police Sergeants 11 C. Compensatory Time Off — Police Sergeants 12
D. Minimum Overtime 13
E. Premium Pay for Lieutenants 13
F. Court Time 14
G. Range Training 14
H. Work Schedules 15
I. Shift Trades 16
J. Specialty Assignment Rotation 16
ARTICLE 10 - MEAL PERIODS 19
ARTICLE 11 - RETIREMENT 19
ARTICLE 12 - MEDICAL INSURANCE 20
ARTICLE 13 - OTHER INSURANCE BENEFITS 21
A. Dental Insurance 21
B. Optical Insurance 22
C. Short and Long Term Disability 22
D. Life Insurance 22
E. Flexible Spending Account 22
ARTICLE 14 - PERSONAL TIME OFF 23
A. PTO Accrual Rate 23
B. Use of PTO 23
C. PTO Payment Upon Separation of Employment 25
D. Employees Not Granted PTO Use 25
ARTICLE 15 - SICK LEAVE & ALTERNATIVE HEALTH AND WELLNESS PROGRAM 25 A. Alternative Health and Wellness Leave/Program 25
B. AHW Incentives 26
C. AHW Upon Separation 26
PPFMA MOU 2023 - 2025 2
D. Conversion of Sick Leave to CaIPERS Service Credit 27 E. Frozen Sick Leave 27
F. AHW and Sick Leave Upon Reemployment 27
ARTICLE 16 - BEREAVEMENT LEAVE 27
ARTICLE 17 - OTHER LEAVE PROVISIONS 27
A. Annual Leave Buy Back 27
B. Other Leave Cash Out Processes 28
C. Industrial Accident Leave 28
D. Non -Industrial Injury 28
E. Military Leave 29
F. Other Leaves 29
G. Catastrophic Leave Bank 29
ARTICLE 18 - HOLIDAYS 29
A. Designated Holidays 29
B. Dates of Observance of a Holiday 30
C. Holidays for Shift Employees 30
D. Holiday Closure 30
ARTICLE 19 - LEAVES OF ABSENCE 30
ARTICLE 20 - CITY PROVIDED VEHICLES 31
ARTICLE 21 - GRIEVANCE AND ARBITRATION PROCEDURES 31
A. Purpose 31
B. Matters Subject To Grievance Procedure 31
C. Informal Grievance Procedure 31
D. Formal Grievance Procedure 32
E. Conduct of Grievance Procedure 33
F. Arbitration 33
ARTICLE 22 - SEVERABILITY CLAUSE 34
ARTICLE 23 - TOTAL COMPENSATION SURVEY 34
ARTICLE 24 - TERM 34
APPENDIX "A" - JOB CLASS AND SALARY SCHEDULE 36
APPENDIX "B"- 1995 INSURANCE CHANGES 37
APPENDIX "C" -TOTAL COMENSATION SURVEY COMPONENTS 38
PPFMA MOU 2023 - 2025 3
PREAMBLE
The wages hours and conditions of employment that are set forth in this Memorandum have been discussed and jointly proposed by and between the City of Placentia (hereinafter called "PLACENTIA" or "the City") and the Placentia Police and Fire Management Association (hereinafter called "PPFMA") and shall apply to all the employees of PLACENTIA working in the job classes set forth in Appendix A.
The terms and conditions of employment that are set forth in this Memorandum have been discussed in good faith between City Staff and PPFMA. PPFMA has recommended and its members have ratified all of the terms and conditions of employment as set forth herein.
City Staff recommends to the Placentia City Council that the terms and conditions of employment as set forth herein be implemented by resolution of the City Council. Upon the adoption of such a resolution, all the terms and conditions of this Memorandum so incorporated shall become effective without further action by either party.
RECOGNITION
The City of Placentia has recognized the PPFMA as the formally recognized employee organization of bargaining unit employees for the purpose of meeting its obligations under the Meyers-Milias-Brown Act, Government Code section 3500, et seq. This Agreement applies to all employees in the Association bargaining unit.
The City recognizes the Association represents the following classifications under this MOU:
Police Sergeants
Police Lieutenants
Police Captains
Fire Battalion Chiefs
PPFMA MOU 2023 - 2025 4
ARTICLE 1 - MANAGEMENT RIGHTS
Except as otherwise specifically provided for in State and/or Federal laws, and this MOU, the City reserves and retains and is vested with all rights of management which have not been expressly abridged by specific provisions of this MOU or by law to manage the City.
This shall include, but is not limited to:
1. The right to temporarily suspend the provisions of this MOU in the event of and for the duration of an emergency as determined by the City Council and/or by County, State, or Federal action. In the event of such suspension of this MOU, when the emergency is over, management will immediately initiate the meet and confer process over replacement of any salary, benefit, or working conditions lost by unit employees as a result of the suspension of this Agreement.
2. The right to determine staffing and direct the work force, including the right to hire, promote, demote, evaluate, transfer, layoff, or discharge for just cause any employee.
3. The right to contract or sub -contract services and/or work.
4. The right to take such further action as may be necessary to organize and operate the City in the most efficient and economical manner to serve the public interest.
5. The right to modify the performance evaluation form.
6. The right to modify and update class specifications/job descriptions.
ARTICLE 2 - PPFMA RIGHTS
Membership Dues
The City agrees to deduct association dues from the wages of all PPFMA members who have filed a written authorization with the association. The City will begin dues deductions at the beginning of the pay period after notice is provided by the Association and will transmit these funds to the Association in a manner which is mutually agreed to.
The employee's earnings must be sufficient after other legal and required deductions are made to cover the amount of the dues. When an employee is in a non -pay status for an entire pay period, no deduction will be made to cover the pay period. In the case of an employee who is in a non -pay status during part of the pay period, and the salary is not sufficient to cover the full withholding, no deduction shall be made. In this circumstance, all other legal and required deductions (including health care deductions) have priority over Association dues.
Access to Placentia Communication Systems
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The City's interdepartmental messenger service may be used for individual business oriented communication between employees who are represented by the PPFMA and Directors of PPFMA or their designees.
In the interests of facilitating communication with PPFMA members and the distribution of information to PPFMA members, PPFMA may utilize the City's e-mail system to communicate with PPFMA members on matters of normal association business. The City's e-mail system and interdepartmental communications system shall not be used for political or campaign related activity. Use of the City's email system is subject to compliance with City policy and communications should not be considered confidential or exempt from public disclosure under the Public Records Act.
PPFMA Business On City Time
PPFMA members will be allowed to conduct a reasonable amount of PPFMA business during their regular work shift(s).
ARTICLE 3 - NON-DISCRIMINATION
The City and the Association agree that they shall not discriminate against any employee based on protected status under state or federal law.
ARTICLE 4 - CITY PERSONNEL RULES & POLICIES
PLACENTIA and PPFMA agree, during the term of the MOU, to meet and confer pursuant to the Meyers-Milias-Brown Act (MMBA) regarding Personnel Rules and City policies within the scope of bargaining and any proposed changes to said rules and/or policies.
ARTICLE 5 - PROBATION
A. All original and promotional appointments to classifications represented in this unit (with the exceptions shown below) shall be subject to a probationary period of one (1) year.
B. The City Administrator may establish a longer probationary period for specified cases.
C. For Police personnel, the Police Chief or designee shall complete a written performance evaluation indicating whether the employee has or has not been granted permanent status, give a copy to the employee, and file the original with the Human Resources Division before the probationer's permanent status date.
D. For Fire personnel, the Fire Chief or designee shall complete a written performance evaluation indicating whether the employee has or has not been granted permanent status, PPFMA MOU 2023 - 2025 6
give a copy to the employee, and file the original with the Human Resources Division before the probationer's permanent status date.
ARTICLE 6 - ADVANCEMENT THROUGH THE SALARY SCHEDULE
Unit employees are eligible to advance one-step in the salary schedule after 12 months of service in the current step and with overall satisfactory job performance. For example, employees hired at Step A are eligible for movement to Step B after 12 months of City service and upon receipt of a performance evaluation that identifies that the employee meets all job standards. Should an employee receive an overall satisfactory performance evaluation after twelve months has passed at the current step, the employee will receive the eligible step increase retroactive to the date the step increase would have been effective had the evaluation been received on time.
ARTICLE 7 - PAYROLL PROCESSES
Unit employees will be paid on a bi-weekly basis.
ARTICLE 8 - COMPENSATION AND SPECIAL ASSIGNMENT PAY
The basic salary schedule will be set forth in Appendix A attached to this MOU.
A. Compensation — Sworn Police Classifications
1. Police Sergeants
a) Beginning with the start of the first full pay period after ratification of this MOU by the City Council,
the salary range will be increased by eight percent (8%). Individuals will receive an adjustment of eight percent related to the change in the salary schedule. b) Effective the first full pay period following July 1, 2024, the salary range will be increased by six percent (6%). Individuals will receive an adjustment of six percent related to the change in the salary schedule.
2. Police Lieutenants
a) Beginning with the start of the first full pay period after ratification of this MOU by the City Council, the salary range will be increased by four percent (4%). Individuals will receive an adjustment of four percent related to the change in the salary schedule. b) Effective the first full pay period following July 1, 2024, the salary range will be increased by four percent (4%). Individuals will receive an adjustment of four percent related to the change in the salary schedule.
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3. Police Captains
a) 1. Beginning with the start of the first full pay period after ratification of this MOU by the City Council, the salary range will be increased by five percent (5%). Individuals will receive an adjustment of five percent related to the change in the salary schedule. b) 2. Effective the first full pay period following July 1, 2024, the salary range will be increased by four percent (4%). Individuals will receive an adjustment of four percent related to the change in the salary schedule.
B. Compensation — Battalion Chiefs
1. Beginning with the start of the first full pay period after ratification of this MOU by the City Council, the salary range will be increased by six percent (6%). Individuals will receive an adjustment of six percent related to the change in the salary schedule.
2. Effective the first full pay period following July 1, 2024, the salary range will be increased by four percent (4%). Individuals will receive an adjustment of four percent related to the change in the salary schedule.
Education and POST Certification Differentials
1. Police Sergeants shall be eligible to receive a salary differential, as follows:
• 4.5% - Possession of a P.O.S.T. Intermediate Certificate or Possession of an Associate of Arts (AA) degree.
• 7% - Possession of a P.O.S.T. Advanced Certificate or Possession of a Bachelor's of Arts (BA) or Bachelor's of Science (BS) degree.
• Sergeants may receive either the POST differential or the education differential but not both.
2. All Police Employees who possess a P.O.S.T. Supervisory Certificate shall receive a
6.5% salary differential.
3. Police Lieutenants and Captains shall be eligible for a four percent (4%) salary differential for possession of a Bachelor's degree.
4. Police Lieutenants and Captains shall be eligible for a six percent (6%) salary differential for possession of a Master's degree.
5. Fire Battalion Chiefs shall be eligible for a two percent (2%) salary differential for possession of an Associate of Arts (AA) degree.
6. Fire Battalion Chiefs shall be eligible for a four percent (4%) salary differential for possession of a Bachelor of Arts (BA) or Bachelors of Science (BS) degree.
7. Fire Battalion Chiefs shall be eligible for a six percent (6%) salary differential for PPFMA MOU 2023 - 2025 8
possession of a Master's degree.
Police unit employees eligible for the POST Certificate premiums, above, would receive the salary differential effective upon the Police Department's certification of the employee's eligibility for the applicable certificate (i.e., prior to receiving actual certificate from POST).
To the extent permitted by law, the City shall report education incentive pay as compensation earnable pursuant to CCR § 571(a)(2) and § 571.1 (b)(2), Education Incentive.
To the extent permitted by law, the City shall report POST Certificate pay as compensation earnable pursuant to CCR § 571(a)(2) and § 571.1 (b)(2), POST Certificate Pay.
POST or Education pay is applied to all hours worked and on all hours when leave accrual is used. Multiple levels of POST differential or Education differential do not compound on one another.
Longevity Pay Program
Unit Employees who have completed seven (7) years of service with the City of Placentia will receive longevity pay of 2.5% of the base rate of pay. fifteen (15) years of service with the City of Placentia will receive longevity pay of 2.5% applied to the base rate of pay.
Unit employees who have completed fifteen (15) years of service with the City of Placentia will receive an additional longevity pay of 2.5% of the base rate of pay (for a total of 5%) applied to the base rate of pay.
To the extent permitted by law, the City shall report longevity pay as compensation earnable pursuant to CCR § 571(a)(1) or § CCR 571.1 (b)(1), Longevity Pay.
Special Assignment Pay
1. Police Sergeants assigned to Investigation (Detective and SED) shall receive a five percent (5%) pay differential applied to their base rate of pay.
To the extent permitted by law, the City shall report investigation incentive pay as compensation earnable pursuant to CCR § 571(a)(4) or § CCR 571.1 (b)(3), Detective Division Premium.
2. Police Sergeants assigned to Traffic shall receive a five percent (5%) pay differential applied to their base rate of pay.
To the extent permitted by law, the City shall report traffic pay as compensation earnable pursuant to CCR § 571(a)(4) or § CCR 571.1 (b)(3), Traffic Detail Premium.
3. Police Sergeants assigned to Personnel and Training shall receive a five percent (5%) pay differential applied to their base rate of pay.
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To the extent permitted by law, the City shall this pay as compensation earnable pursuant to CCR § 571(a)(4) or § CCR 571.1 (b)(3), Police Administrative Officer Pay.
4. Police Sergeants assigned to Information Technology (IT) shall receive a five percent (5%) pay differential applied to their base rate of pay.
To the extent permitted by law, the City shall report this pay as compensation earnable pursuant to CCR § 571(a)(4) or § CCR 571.1 (b)(3), Police Administrative Officer Pay.
5. Police Lieutenants assigned to Administration shall receive a five percent (5%) salary differential applied to their regular base salary.
To the extent permitted by law, the City shall report Administration pay as compensation earnable pursuant to CCR § 571(a)(4) or § CCR 571.1 (b)(3), Police Administrative Officer Premium.
6. Police employees assigned to night shift shall receive shift differential pay of 2.5% applied to their base rate of pay.
To the extent permitted by law, the City shall report shift differential pay as compensation earnable pursuant to CCR § 571(a)(4) or § CCR 571.1 (b)(3), Shift Differential Premium.
7. City agrees to provide specialty pay differential of 5% applied to the base rate of pay for police employees assigned to Field Training Officer (FTO) Coordinator.
To the extent permitted by law, the City shall report FTO Coordinator pay as compensation earnable pursuant to CCR § 571(a)(4) or § CCR 571.1 (b)(3), Training Premium.
8. Police Captains and Fire Battalion Chiefs are eligible for a Technology allowance of $75 per month.
9. Fire Battalion Chiefs who obtain Company Officer Certification OR Chief Officer Certification from the Office of State Fire Marshal shall receive $245 per month.
Fire Battalion Chiefs are only eligible for two (2) certificate pays of $245 per month each if they obtain both Company Officer Certification AND Chief Officer Certification from the Office of the State Fire Marshal.
New Employee Finder's Fee
City agrees to provide unit members with Finder's Fee of $1,000 for the recruitment of a Police Officer (including a lateral Police Officer) that successfully completes the FTO program. This pay is not reportable to CaIPERS as special compensation.
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Bilingual Pay
Employees who have the ability to communicate in a language in addition to English, and who occupy positions in which said ability is regularly used, may be designated by the appointing authority to receive Bilingual Pay differential of $165 a month to speak another language.
The designation of employees to receive Bilingual Pay shall be at the sole discretion of the City Administrator of the City of Placentia. Prior to receiving Bilingual Pay, designated employees must pass an objective testing process selected by the City demonstrating bilingual ability in a language recognized by the City to assist in providing service to the public.
To the extent permitted by law, the City shall report bilingual incentive pay as compensation earnable pursuant to CCR § 571(a)(4) § CCR 571.1 (b)(3), Bilingual Premium Marksmanship Incentive Pay
Incentive pay for Distinguished Expert at $150.00 and Expert at $100.00 shall be available to all police employees, one time per year at the Annual Badge Qualification Shoot, under existing range standards or as approved by the Chief of Police.
Qualification shall be earned during the first string of fire only on the designated day of the shoot. City agrees to allow a warm up of ten (10) rounds at a stationary target. Ammunition for practice shall be available as per budget and policy established by the Chief of Police.
To the extent permitted by law, the City shall report marksmanship pay as compensation earnable pursuant to CCR § 571(a)(1) or § CCR 571.1 (b)(1), Marksmanship Pay ARTICLE 9 - OVERTIME, PREMIUM PAY AND WORK SCHEDULES
A. Overtime — Police Sergeants
1. Overtime Definitions
a. MOU/Contract overtime is defined as hours actually worked over forty hours paid in a seven-day workweek. All paid leave counts as hours worked toward eligibility for MOU/Contract overtime.
b. Fair Labor Standards Act (FLSA) overtime is defined as hours actually worked in excess of eighty-six (86) in a fourteen (14) day FLSA 207(k) work period. Hours worked is defined as hours actually worked by the employee. Paid leave does not count as hours worked for determining FLSA overtime eligibility.
Calculation of Overtime Payment — Police Sergeants
1. MOU/Contract Overtime will be calculated as 1.5 the base hourly rate of pay. The following pay differentials will also be calculated on overtime hours worked:
• POST/Education Pay
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• Longevity Pay
• Special Assignment Pay
2. FLSA overtime will be calculated pursuant to the requirements of the Fair Labor Standards Act.
Compensatory Time Off — Police Sergeants
1. Police Sergeants may accrue non-FLSA Compensatory Time Off (non-FLSA CT) in lieu of payment for working non-FLSA overtime.. The non-FLSA CTO bank is also used for receipt of holiday in lieu accruals. The Non-FLSA CTO bank is capped at a maximum of three hundred sixty (360) hours.
2. Police Sergeants may accrue FLSA Compensatory Time Off in lieu of payment for working FLSA overtime. FLSA CTO accruals are capped at a maximum of three hundred (300) hours.
3. Unit employees with accrued FLSA compensatory time off shall be paid for accrued hours at his/her regular hourly rate upon separation from employment.
4. Unit employees who are promoted to another classification will be paid for accrued FLSA compensatory time off at their regular hourly rate prior to promotion.
5. For unit employees with accrued compensatory time, those employees may elect to cash out this time per the limits and requirements of Article 17(A) of this MOU. Employees with compensatory time above the accrual cap at the end of the term of this contract will automatically be paid out as cash at their regular rate of pay.
6. Leave cash out as outlined in this article may be paid in cash or as a deferred compensation contribution, at the employee's option, within the applicable Internal Revenue Service Limits.
D. Compensatory Time Off - Battalion Chiefs
1. Battalion Chiefs may accrue FLSA CTO Compensatory Time Off (FLSA CTO) in lieu of payment for working FLSA overtime. The FLSA CTO bank is also used for receipt of holiday in lieu accruals. The FLSA CTO bank is capped at a maximum of 216 hours at any one time.
2. For unit employees with accrued compensatory time, those employees may elect to cash out this time per the limits and requirements of Article 17(A) of this MOU. Employees with compensatory time above the accrual cap at the end of the term of this contract will automatically be paid out cash at their regular rate of pay.
3. Unit employees with accrued FLSA compensatory time off shall be paid for accrued hours at his/her regular hourly rate upon separation from employment.
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4. Unit employees who are promoted to another classification will be paid accrued compensatory time at their regular rate of pay prior to promotion.
5. Leave cash out as outlined in this article may be paid in cash or as a deferred compensation contribution, at the employee's option, within the applicable Internal Revenue Service Limits.
E. Minimum Overtime
Police Sergeants required by the City to attend training, meetings or if called out for duty when off duty, shall receive credit for a minimum of three (3) hours overtime. Sergeants shall not be eligible for the three (3) hour minimum for training, meetings or call -outs which occur as immediately adjacent (before or after) to a regularly scheduled work shift.
Premium Pay for Lieutenants
1. The parties agree that Lieutenants are exempt employees under FLSA and California law.
2. Police Lieutenants are to be paid premium overtime pay only under the specified conditions outlined in this MOU, or as may additionally be approved by the Chief of Police or his/her designee.
Police Lieutenants shall receive premium overtime pay of time and one half the Lieutenant's base rate of pay for work performed outside of their regularly scheduled hours when attending mandatory training, meetings and call -outs, as assigned by the Chief of Police or his/her designee. Such premium pay will be paid in the pay period worked. The following pay differentials will also be calculated on overtime hours worked:
• POST/Education Pay
• Longevity Pay
• Special Assignment Pay
3. Overtime parameters for Lieutenants will continue until such time as all three (3) Lieutenant positions are filled. Once all three positions are filled, a Lieutenant will be eligible for overtime when authorized by the Chief of Police to work outside of his/her regularly scheduled hours. For the first 80 hours of overtime worked each calendar year, a Lieutenant shall be paid at straight time (base hourly rate of pay). Beginning with the 81St hour of overtime, a Lieutenant shall receive payment at the rate of one and one-half times his/her base rate of pay.
4. Among the work for which Lieutenants may receive premium overtime pay (as outlined above) is work performed adjacent to the beginning or end of a regular shift, as assigned by the Chief of Police or his/her designee.
5. Police Lieutenants required by the City to attend training, meetings or if called out for duty when off duty, shall receive credit for a minimum of three (3) hours of premium PPFMA MOU 2023 - 2025 13
overtime pay. Lieutenants shall not be eligible for the three (3) hour minimum for training, meetings or work immediately adjacent to (before or after) a shift.
Premium Pay for Battalion Chiefs
Fire Battalion Chiefs — as a 24 -hour shift employee, non-exempt full-time employees shall receive overtime compensation for all hours worked in excess of 212 in a 28 -day work period. Paid leave does not count as hours worked for determining eligibility. Overtime shall be paid at the FLSA overtime rate of pay and shall be pre -approved by the Fire Chief or his/her designee.
Court Time
1. Pay for Court Appearances
If a police employee is subpoenaed to court on City business during his/her off duty hours, the employee shall paid for time spent in court. A unit employee shall be paid a minimum of three (3) hours of overtime if the entire period of such court time occurs during the employee's off -duty hours.
2. Court Standby
In lieu of appearing as shown on the subpoena, a police employee subpoenaed during his/her off -duty hours may be placed on stand-by status. If a court appearance does not result from stand-by status, the unit employee shall be compensated at the rate of three hours of straight time pay for each morning period and an additional three hours of straight time pay for each afternoon period of such stand-by.
If the police employee is only on stand-by status for the afternoon, the unit employee is compensated for both morning and afternoon of a total of six hours of pay. A unit employee shall be compensated for the morning period only if the Court Liaison notifies the City's employee voice mail system or the unit employee is notified by the court directly prior to noon on that court day of a cancellation. When the unit employee is notified after noon for a morning or afternoon subpoena of a cancellation the unit employee is compensated for morning and afternoon pay. The unit employee does not need to check the City's employee voice mail system by 5:00 p.m. the same court day to be eligible for the on call pay.
If a police employee's court appearance is required within 21/2 hours following the end of his/her assigned work shift (night shift), he/she shall be compensated at 11/2 times his/her base hourly rate for "bridge time" and actual work hours resulting from said court appearance.
Range Training
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Police Sergeants and Lieutenants shall be paid for attendance at "Range (weapons) Training", for a three (3) hour minimum per training. This only applies when the Range Training does not occur during the unit employee's regular shift.
Work Schedules
1. Police Sergeants shall work either the "4-10" work schedule or "3-12.5+10" work schedules, depending on assignments as outlined below.
2. The basic work schedule for Sergeants assigned to the patrol division shall be three consecutive 12.5 -hour workdays per week and one additional 10 -hour makeup workday every fourth week so that in every four (4) weeks unit Sergeants are scheduled to work 160 hours. The basic work hours for patrol shifts shall be:
• Day shift: 0600-1830 hours
• Night shift: 1800-0630 hours.
Each Sergeant shall be paid for hours worked in each pay period.
3. Police Sergeants assigned to Professional Standards and Training, Investigations, Traffic and Special Enforcement Detail will work a 4/10 schedule (the specific days to be determined by the supervisor of each unit). The schedule for each Sergeant will be established to be a regular set schedule with all 4 work days being consecutive days.
Any time worked in excess of the Sergeant's regular schedule shall be compensated as overtime. The only exception will be when a Sergeant flexes their schedule with prior supervisor approval. No Sergeant will be required to flex their regular schedule to avoid the City compensating for overtime.
4. Police Captains and Lieutenants shall work the "4-10" work schedule. This schedule consists of four (4) 10 -hour work days in each seven day period, with three (3) consecutive days off.
5. Fire Battalion Chiefs
a. Work Period. The work period for Fire Battalion Chiefs, under the Fair Labor Standards Act's 7K exemption, consists of twenty-four(24) consecutive days. b. Work Schedule. The work schedule for Fire Battalion Chiefs shall be a "48/96" schedule under which employees will work two (2) consecutive days/ninety-six (96) consecutive hours off from work.
6. If a police employee eligible for Court time compensation is required to make a work - related court appearance during off -duty hours such that said appearance may result in fatigue during his/her next scheduled work shift, said court time may, upon employee request and with advance supervisory approval, be handled in any one of the following alternative ways:
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a. the employee may report late to his/her next scheduled work shift, by an amount of time equivalent to that spent in the court appearance; or b. the employee may leave his/her next scheduled work shift early, by an amount of time equivalent to that spent in the court appearance.
7. Police employees will cooperate to the fullest possible extent in voluntary sign-up for "hireback" and other overtime.
8. The start and end time of employees' regular work shifts and work schedules (as defined above) shall be at the sole discretion of the Police Chief for police personnel, and the Fire Chief for fire personnel. Police employees will be provided seven calendar days' notice when their regular hours or work schedule is to be changed.
9. The City agrees that it is responsible for keeping accurate accounting of all hours worked to ensure that employees are compensated and scheduled for makeup days as necessary to carry out the objectives of these schedules.
10. Shift selection is based on seniority and occurs twice per year for Police employees.
Shift Trades
Police employees in the unit have the right to trade shifts with their colleagues at the same rank subject to the following conditions:
1. Both employees agree to the shift trade voluntarily.
2. A supervisor approves the shift trade. Supervisors will not unreasonably deny a trade.
However, denials are not subject to being grieved.
3. The employee whose shift is worked gets credit for the shift. Thus, the employee whose shift was worked will record the time as time worked on his or her time sheet.
4. Payback of the traded shift will be the responsibility of the two employees who trade shifts and will not be monitored by the City. Traded shifts should fall in the same two week pay period. If an employee leaves the City having not paid back a shift, it shall be the responsibility of the two employees to work out any pay back.
5. If an employee agrees to trade shifts with another employee and then calls in sick and/or does not work the shift, the employee who agreed to work the shift shall have his/her Sick Leave deducted. For example, if Police Sergeant A agrees to work the shift for Police Sergeant B and prior to the shift, Police Sergeant A calls in sick and does not work the shift, Police Sergeant A's Sick Leave is deducted and Police Sergeant B gets credit for the shift.
Police Specialty Assignment Rotation
1. Specialty Assignment Rotation Policy
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The policy for specialty position assignments is intended to address issues of equity and performance. For purposes of this policy, the following positions fall into the specialty position category:
• Investigation
o Detective Sergeant (Including those assigned to task forces) o Special Enforcement Detail Sergeant (Narcotics and Gangs) • Traffic Sergeant
• Professional Standards and Training Sergeant
• Administrative Lieutenant
A unit employee assigned to a Specialty Position will remain in that position for a minimum period of three years, unless circumstances dictate an earlier rotation. Such circumstances may include, but are not limited to, promotion, application and selection for another Specialty Position, request by the unit employee to return to former position, staffing requirements, reorganization or performance issues, or a decision by the Police Chief.
The standing duration for a Specialty Position assignment is three (3) years. A unit employee holding a Specialty Position may receive two (2) one-year extensions at the conclusion of the three-year assignment. Those extensions will be based upon documented job performance and the approval of the Chief of Police. For purposes of this policy, documented job performance will include that performance articulated in the unit employee's annual performance evaluation, Personnel Incident Reports (PIRs) and counseling memorandums.
At the conclusion of the above -described five-year maximum assignment period the position will be opened to interested, eligible personnel. A unit employee holding a Specialty Position may reapply for that position or another Specialty Position. Assignments extending beyond five years may be made on a year -by -year basis.
A unit employee in a Specialty Position who applies and is selected for another Specialty Position would then serve in that assignment for the minimum three-year period and would be eligible to qualify for two (2) one- year extensions as described above.
The Police Chief has the sole discretion to determine who shall receive a special assignment and has absolute discretion regarding the assignment and reassignment of employees to special assignments. Any such assignment is not vested and may be revoked at any time and the Rules of Evidence shall govern any appeal required by Section 33O4(b) of the California Government Code and Procedure for Employee Removed from Special Assignments as identified below.
2. Rules of Evidence and Procedure for Employees Removed from Special Assignments Any unit employee removed from a Specialty Pay position for non -disciplinary reasons may file a written appeal with the City Administrator within 10 days of receiving notice of removal, in accordance with the following:
a. Hearings shall be conducted by the City Administrator or his/ her designee.
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b. The question to be decided is whether the City abused its discretion in removing the unit member from the Specialty Pay position.
c. Formal rules of evidence and procedure that may be applicable in a court of law shall not apply to these hearings. Evidence, both oral and documentary, shall be admissible if it is the type of evidence that responsible persons are accustomed to rely on in the conduct of serious affairs, regardless of the existence of any judicial rule which might have made improper the admission of such evidence over objection in civil actions. Hearsay evidence may be admitted for the purpose of supplementing or explaining any direct evidence but shall not be sufficient by itself to support a finding unless it would be admissible over objection in civil actions.
The rules of privilege shall be applicable to the same extent that they are recognized in civil actions.
d. Each party shall have the right to call and examine witnesses, to introduce exhibits and to cross examine opposing witnesses. If the employee does not testify his or her own behalf, the employee may be called and examined as if under cross- examination.
e. Testimony shall be recorded by means of either a tape recording or certified court reporter.
f. Witness shall be sworn unless both parties stipulate otherwise. g.
Written declarations made under penalty of perjury shall be admissible, provided, however, that declarants shall be made available for testimony at the request of the party against whom the declaration is offered.
h. The unit member appealing the removal from the Specialty Pay position has the burden of proof. The standard of proof is a preponderance of the evidence. The City shall present its case first. During the presentation of the City's case, the employee shall have the right to cross-examine any witness called to testify by the City. During the presentation of the employee's case, the City shall have the right to cross-examine any witness called by the employee to testify. i. Both parties shall have the right to counsel. Employee may be represented by the applicable employee organization representative.
j. Both parties shall have the right to present an opening argument prior to the presentation of any evidence and a closing argument after the presentation of all evidence.
k. The City Administrator, or his/her designee, shall decide all questions of procedure and evidence.
I. The City Administrator, or his/her designee, shall issue a written decision within PPFMA MOU 2023 - 2025 18
30 days of 1) the conclusion of the hearing, or 2) the receipt of post -hearing briefs if such briefs are requested by the City Administrator or his/her designee. m. The decision of the City Administrator shall be final and binding. If the City Administrator chooses to designate a hearing officer, that hearing officer will make a recommendation based on written findings to the City Administrator, whose decision shall be final and binding.
n. Any objection to the City Administrator, or his/her designee, on the grounds of bias, must be made in writing, stating the reasons therefore, by delivering of the writing to the City Administrator no later than five (5) days prior to the date of the hearing.
ARTICLE 10 - MEAL PERIODS
Police employees assigned to Patrol and the Detective Bureau will receive a paid thirty (30) minute meal break because they are available to respond immediately to calls for service during their meal break.
Police Captains and the Administrative Lieutenant are provided with a one -hour unpaid meal break.
ARTICLE 11 — RETIREMENT
All police employees covered under this MOU shall be members of the California Public Employees' Retirement System (CaIPERS) and are subject to all applicable provisions of the City's contract with CaIPERS, as amended.
Whereas the City passed Resolution (R-2019-44), Ordinance (O-2019-10), allowing them to enter into a CaIPERS amendment (CaIPERS ID #2117892921 PERS-CON-702A) excluding Firefighters from CaIPERS.
Police:
1. Tier I - PERS 3% @ 50 FORMULA — For Classic Members, the employees will contribute the full (9) percent member contribution via payroll deduction.
2. TIER II - PERS 2.7% @ 57 FORMULA — For PEPRA Members, the employees will contribute one-half the total normal cost as identified by CaIPERS via payroll deduction.
Fire:
1. The City provides a defined contribution plan for employees. Retirement age is 50 years. All Fire Battalion Chiefs will receive a 401a Plan in the form of the ICMA PPFMA MOU 2023 - 2025 19
Retirement Corporation Government Money Purchase Plan and Trust. Employees become 100°/0 vested in the plan upon completion of their fourth anniversary of employment with the City. Should the employee separate from service prior to their fourth anniversary, all retirement benefit contributions made by the City on their behalf will be returned to the City.
2. The Employer shall contribute on the behalf of each participant 10% of base pay.
Compensation defined as base pay excludes overtime, specialty pay, education pay, reimbursements, allowances, leave cash outs and any other ad hoc pay. Mandatory Participant Contributions are NOT required. Limit is $19,500 per year.
3. The City does not participate in Social Security.
ARTICLE 12 - MEDICAL INSURANCE
A. The City will provide access to medical insurance through the California Public Employees' Retirement System (CaIPERS). If a unit employee elects to participate in a CaIPERS medical plan, the maximum monthly City contribution, including any PERS required minimum, will be made as follows:
1. For active employees:
The City shall pay up to 100% of the plan selected, up to a maximum of:
$744 per month for employee only
$1,623 per month for employee+1
$2,076 per month for employee+2
2. For retirees, if hired prior to November 21, 1995:
The City shall pay up to 100% of the plan selected, up to a maximum of:
$735 per month for employee only
$1,542 per month for employee+1
$1,972 per month for employee+2
Once the retiree attains eligibility for Medicare coverage, the City's contribution shall be up to a maximum of:
$599 per month for employee only
$1,406 per month for employee+1
$1,836 per month for employee+2
3. For retirees, if hired on or after November 21, 1995:
The City shall pay the CaIPERS minimum mandated contribution.
B. Unit employees may select any available CaIPERS benefit plan. Should a unit employee select a plan with premiums in excess of the City contribution level, the employee will be responsible for payment of such through payroll deductions. Should an individual select a plan less than the City contribution, the City's contribution is limited to the plan premium.
PPFMA MOU 2023 - 2025 20
C. Retirees will have access to the CaIPERS Health Benefit Program in accordance with CaIPERS regulations.
D. Active police employees who were hired into the PPMA unit prior to January 1, 2020 and who opt out of medical coverage will receive a medical opt -out payment. This payment is intended to comply with the Affordable Care Act's Eligible Opt -Out arrangement. The opt - out payments are as follows:
• Family to 2 Party - $357.50
• 2 Party to Employee - $536.25
• Family to Employee Only - $607.75
• Employee - $607.75
• Employee + Dependent - $822.25
• Employee + Family - $1001.00
E. Employees hired or promoted into PPFMA after January 1, 2020 who opt out, will receive an opt out amount of $400 per month.
F. Employees who opt out of the CaIPERS medical plan and receive cash must provide the following: (1) proof that the employee and all individuals for whom the employee intends to claim a personal exemption deduction ("tax family"), have or will have minimum essential coverage through another source (other than coverage in the individual market, whether or not obtained through Covered California) for the plan year to which the opt out arrangement applies ("opt out period"); and (2) the employee must sign an attestation that the employee and his/her tax family have or will have such minimum essential coverage for the opt out period. An employee must provide the attestation every plan year at open enrollment or within 30 days after the start of the plan year. The opt -out payment cannot be made and the City will not in fact make payment if the employer knows that the employee or tax family member doesn't have such alternative coverage, or if the conditions in this paragraph are not otherwise satisfied.
G. Health Reimbursement Arrangement
City and PPFMA representatives shall participate in the exploration and possible development of an employee paid pre -funded post -employment (retirement) benefit program for employees hired after November 21, 1995.
ARTICLE 13 - OTHER INSURANCE BENEFITS
A. Dental Insurance
The City agrees to make available to all employees covered by this Memorandum of Understanding dental insurance, and to pay the full premium for employee and dependent coverage for said insurance, plus any premium increases which occur during the term of the PPFMA MOU 2023 - 2025 21
Memorandum of Understanding. The City reserves the right to select the insurance carrier, or to administer any fringe benefit programs that now exist or may exist in the future during the term of this Memorandum of Understanding. The City agrees to meet and confer with PPFMA representatives before any reduction of dental insurance coverage.
Effective Jan. 1, 2017, City will provide dental enhancement to the Principal PPO Plan/Principal Point -Of -Service (POS) Dental Plan to include orthodontic coverage, this benefit is a $1,500 lifetime maximum per family member enrolled in the dental plan.
Optical Insurance
The City agrees to provide all employees covered by this Memorandum of Understanding optical insurance. Further, the City agrees that it shall pay the full premium for employee and the dependent coverage during the term of this Memorandum of Understanding. The City reserves the right to select the insurance carrier, or to administer any fringe benefit programs that now exist or may exist in the future during the term of this Memorandum of Understanding.
The City agrees to meet and confer with PPFMA representatives before any reduction of optical insurance coverage.
Short and Long Term Disability
The City agrees to provide to all full-time unit employees a short-term disability insurance plan at its sole expense. The basic coverage of this insurance shall be to guarantee a disabled employee an income of 66-2/3% of employee's basic salary up to a maximum of $1,230/week following a fifteen(15) day waiting period or the exhaustion of al accrued sick leave. Definition of "disability" and duration of eligibility for benefits shall be as set forth in the City's policy with its insurance carrier.
The City agrees to provide to all full-time employees covered by this Memorandum of Understanding a long-term disability insurance plan at its sole expense. The basic coverage of this insurance shall be to guarantee a disabled employee an income of 66 2/3% up to a maximum of $5,334/month of his basic salary following a ninety (90) day waiting period.
Definition of "disability" and duration of eligibility for benefits shall be as set forth in PLACENTIA's policy with its insurance carrier.
Life Insurance
The City agrees to provide to all employees covered by this Memorandum of Understanding life insurance at its sole expense, in the amount of one times each employee's earnings, rounded to the next $1,000 with a maximum of $150,000 of coverage, $1,000 for spouse, registered domestic partner and children over the age of six (6) months.
Flexible Spending Account
The City agrees to continue an IRS Section 125 Flexible Spending Accounts Program.
PPFMA MOU 2023 - 2025 22
ARTICLE 14 - PERSONAL TIME OFF
The purpose of personal time off (PTO) is to enable eligible unit employees to take time off from work.
A. PTO Accrual Rate - Police
Each eligible full-time unit employee shall accrue PTO on the following basis with the maximum accrual twice the annual accrual plus 100 hours (as noted in the table below):
1. Following completion of the first six months of continuous service, 40 hours; thereafter up to and including three (3) years of service, 3.08 hours (80 hours annually) for each completed bi-weekly pay period of service;
2. Upon completion of three (3) years of service and thereafter up to and including ten (10) years of service. 4.62 hours (120 hours annually) for each completed bi-weekly pay period of service;
3. Upon completion of ten (10) years of service and thereafter 6.46 hours (168 hours annually) for each completed bi-weekly pay period of service.
Years of Service
0-3 years
3-10 years
10+ years
Accumulation Rate Maximum Accumulation
3.08 hrs/pay period — or 160 hours + 100 hours =
80 hours annually 260 hours
4.62 hrs/pay period — or 240 hours + 100 hours =
120 hours annually 340 hours
6.46 hrs/pay period — or 336 hours + 100 hours =
168 hours annually 436 hours
A completed biweekly pay period is defined as a pay period in which the employee has been in pay status for more than half of the working hours in that pay period.
PTO Accrual Rate and Cash Out — Fire
1. PTO Accrues on a per pay period basis as follows:
Years of Service
0-5 years
6-7 years
8-10 years
10+ years
Accumulation Rate
4.62 5.38
6.15 6.92
2. Partial PRO Leave Accrual
Maximum Accumulation
120 hours
140 hours
160 hours
180 hours
PPFMA MOU 2023 - 2025 23
Should an employee have paid hours less than their normally required full time scheduled hours during any pay period, PTO accrual will be pro -rated based on the number of paid hours.
3. PTO Maximum Accrual
Employees may accumulate up to a maximum of 260 hours. Once an employee reaches the maximum, no additional PTO will accrual until the accrual bank is below the maximum.
4. Cash Out
An employee may irrevocably elect to receive payment for PTO as follows:
1. The employee submits a completed PTO Leave Cash Out Election form (provided by Human Resources) by December 15th to elect to receive a cash payment for PTO hours that was accrued during that calendar year.
2. The election for cash out is limited to one -hundred and fifty (150) hours of accrued and unused PTO.
3. The irrevocable election request is to receive cash payment for the number of hours elected at the base hourly rate of pay.
4. Payment for the PTO cash out will occur with the first paycheck paid in December of the following calendar year.
5. At the time of the cash out, the balance of PTO once the cash out is made must be at least forty-eight (48) hours. Should the balance fall below forty-eight (48) hours, the amount of cash out will be adjusted to provide a cash out that results in a PTO balance of forty-eight (48) hours. Should fewer than ninety-six (96) hours be accrued at the time of cash out, no payment for PTO will be made to the employee.
5. Use of PTO Immediately Prior to Separation
PTO may not be used immediately prior to separation as a means to extend fully paid status for an individual when there is no intent to return to work, unless expressly approved by the City Administrator or as permitted under the law.
6. Payment of Accrued and Unused PTO Upon Separation
Accrued and unused PTO in accordance with the maximum accrual and other applicable sections of this document is paid at the base hourly rate of pay with the final paycheck upon separation from City service.
Use of PTO
1. Unit employees will request personal time off through their immediate supervisor.
PPFMA MOU 2023 - 2025 24
2. Approval of a personal time off request is the responsibility of the Chief of Police for police employees, and Fire Chief for fire employees, or his/her designee. He/she will primarily consider the needs of the City and, insofar as possible, the wishes of the employee.
3. Use of PTO may not exceed accumulated PTO leave bank.
4. Police employees with Extraordinary Vacation Leave Banks may use either their regular PTO bank or their Extraordinary Bank when taking PTO.
PTO Payment Upon Separation of Employment - Police
An employee who separates from the service of the City shall receive payment for unused and accumulated PTO as of the date of separation, provided that accumulation of PTO shall be conditional upon completion of one (1) year of continuous service and an employee who, for any reason, does not complete one (1) year of continuous service, shall receive no credit/payment for personal time off.
Employees Not Granted PTO Use - Police
Should a unit employee be unable to utilize PTO, after requesting leave in a reasonable time (at least two weeks) prior to reaching their PTO maximum, the City agrees to cash out 40 hours of PTO from the unit employee's regular PTO bank at the employees base hourly rate of pay in effect at the time of the cash out. Requests for PTO will not be unreasonably denied.
ARTICLE 15 - SICK LEAVE & ALTERNATIVE HEALTH AND WELLNESS PROGRAM Unit employees participate in the Alternative Health and Wellness (AHW) program which provides leave to be used for sick leave purposes as well as an incentive when employees use low amounts of leave. For long-term unit members, frozen sick leave banks may exist. Frozen sick leave banks may also be used for sick leave purposes or employees have the option of cashing out a portion of that leave as described below.
AHW hours and frozen sick leave hours may be used for an employees' illness or injury, medical appointments, for victims of domestic violence or stalking, or for other reasons the law allows sick leave to be used. Additionally, AHW leave may be used for family sick leave purposes as defined under the law (Labor Code 233).
Evidence may be required in the form of a physician's certification, or other documentation, for any absence of a duration of three (3) or more consecutive working days during which AHW or frozen sick leave is requested unless waived by the City Administrator. If the absence during which leave is requested is less than 3 consecutive work days no physician's certificate (note) will be necessary prior to returning to work, unless the City has reasonable cause to believe there is abuse of the leave.
A. Alternative Health and Wellness Leave/Program
1. AHW leave accrual cannot exceed one -hundred and ninety-two (192) hours.
PPFMA MOU 2023 - 2025 25
2. Unit members receive up to ninety-six (96) hours of AHW leave with the first pay period in July, as long as the AHW bank does not exceed 192 hours.
3. The AHW hours have no cash value during employment.
4. New employees will receive a pro -rated amount of AHW hours based on their date of hire. For example, an employee who begins employment in October, will receive sixty- four (64) hours of AWH with the first pay period in November for the remaining eight months in the fiscal year. New employees may use AHW leave after completing three months of City service.
AHW Incentives
1. Unit members in active service as of July 1st will receive $250 with the first pay check in July.
2. In addition to the $250, unit members who use thirteen (13) hours of leave or less of AHW leave between July 1 — June 30 will be given $1,000 with the first pay check following the completion of the fiscal year and may convert twenty-four (24) hours of AHW leave to their PTO bank (subject to PTO bank maximums). The employees must submit an election form requesting the conversion by June 1st of each year, and those who meet the criteria will have the 24 hours converted to PTO prior to the annual allocation of AHW leave.
3. In addition to the $250, unit members who use more than thirteen (13) hours but twenty- six (26) hours of leave or less of AHW leave between July 1 — June 30 will be given $500 with the first pay check following the completion of the fiscal year and, may convert twelve (12) hours of AHW leave to their PTO bank (subject to PTO bank maximums). The employees must submit an election form requesting the conversion by June 1st of each year, and those who meet the criteria will have the 12 hours converted to PTO prior to the annual allocation of AHW leave.
AHW Upon Separation
Upon separation, employees with accrued, unused hours in their AHW banks, shall be paid out according to the following:
Years of Service Rate
0 to 3 years 0%
Over 3 to 6 years 55%
Over 6 to 9 years 65%
Over 9 to 20 years 80%
Over 20 years 85%
Retirement 100%
PPFMA MOU 2023 - 2025 26
Conversion of Sick Leave to CaIPERS Service Credit - Police Pursuant to the City's contract with CaIPERS, unused sick leave that is not paid as cash may be converted to service credit as permitted under the CaIPERS regulations.
Frozen Sick Leave - Police
For police members with frozen sick leave, each year those employees may elect to cash out up to ninety-six (96) hours of frozen sick leave, until the frozen sick leave is depleted. The cash out is paid at the employees' base hourly rate of pay. Unit members electing to cash out frozen sick leave, must submit a frozen sick leave cash out form no later than November 15th of each year to receive the cash out with the last paycheck in December.
Frozen sick leave has no cash value at the time of separation from employment.
AHW and Sick Leave Upon Reemployment
An employee who separates from City service and is reemployed by the City shall be treated as a new employee and shall not be entitled to any prior AHW leave unless required by law.
ARTICLE 16 - BEREAVEMENT LEAVE
Unit members are eligible for bereavement leave because of death within the immediate family.
Immediate family shall be defined as parent, child, step -child, spouse, registered domestic partner, sibling, grandparent, grandchild, and spouse's parents and grandparents. Police members may take bereavement leave for one full workweek (up to 40 consecutive hours) for each death that occurs in the member's immediate family. Fire members may use up to forty- eight (48) hours of paid bereavement leave in a consecutive twelve-month period beginning from the date the leave first begins.
ARTICLE 17 - OTHER LEAVE PROVISIONS
A. Annual Leave Buy Back
Annually, by December 15th, employees may submit an irrevocable election form to receive payment of accrued leave in the following year under the following conditions:
1. To be eligible for the Leave Buy Back, employee must utilize forty (40) hours of PTO in the preceding 12 months.
2. An employee may elect to cash out up to one -hundred and fifty (150) hours of accrued PTO, Extraordinary Vacation Leave (Police), or Comp Time to be paid with the first paycheck in December as long as after the cash out, a minimum of eighty (80) hours remain in the PTO bank.
PPFMA MOU 2023 - 2025 27
3. Employees with Extraordinary Vacation Leave (Police) must cash out that leave bank prior to requesting to cash out PTO or Comp Time.
For example, irrevocable election forms submitted in December 2019 will be for the December 2020 cash out. The hours of leave, which are converted to pay, shall be deducted from the employee's applicable accrual bank as identified on the irrevocable election form. The remaining unused leave shall remain in the applicable leave bank.
Other Leave Cash Out Processes - Police
1. In July each year, the City may elect to cash out up to two hundred (200) hours of the unit employee's Extraordinary Leave Bank until it is fully depleted.
2. In July of each year, the City may elect to cash out up to one hundred (100) hours of a unit employee's non-FLSA compensatory leave hours in excess of nine hundred (900) hours. Such optional buy-back will only occur in instances in which the Unit Employee's Extraordinary Leave Bank is exhausted.
Leave cash outs as outlined in this article may paid in cash or as a deferred compensation contribution, at the employee's option, within the applicable IRS limits.
Industrial Accident Leave
Personnel covered by Section 4850 of the California Labor Code, shall receive industrial accident leave according to the provisions of Section 4850, California Labor Code. (Pay is non- taxable to the extent of wage loss.)
Any employee so entitled shall continue to accrue vacation, holidays, and sick leave, and to earn eligibility for consideration for merit salary increases during an absence resulting from an on-the-job injury.
The City will engage in the interactive process to evaluate the ability to provide reasonable accommodation to permit the employee to work in a light/modified duty capacity when a treating physician indicates that an employee may return to work with work restrictions.
Non -Industrial Injury
When an employee sustains a non -industrial injury/illness, and the City has received work restrictions from the treating physician, the City will engage in the interactive process to evaluate the ability to provide reasonable accommodation to permit the employee to work in a light/modified duty capacity.
PPFMA MOU 2023 - 2025 28
Military Leave
Military Leave with pay shall be granted pursuant to Division 2, Part 1, Chapter 7, Sections 395, et seq. of the Military and Veterans' Code of the State of California and City Resolution R-2001-
64. Other Leaves
The City Administrator may grant a leave of absence without pay to a unit member at his/her sole discretion.
Catastrophic Leave Bank
The City agrees to permit employees to voluntary contribute accrued FLSA comp time, non- FLSA compensatory time, or PTO hours to City employees, who have exhausted available accrued leave time under emergency conditions.
The City and PPFMA agree that a catastrophic leave bank shall be created for unused/reimbursed donated hours to be retained for use by PPFMA members elected by the PPFMA.
ARTICLE 18 - HOLIDAYS
A. Designated Holidays
All Unit Employees, except as hereinafter noted, shall
consisting of ten (10) hours each:
1. New Year's Day
2. Martin Luther King Day
3. Washington's Birthday
4. Memorial Day
5. Independence Day
6. Labor Day
7. Veterans' Day
8. Thanksgiving Day
9. Friday after Thanksgiving
10. Christmas Eve
11. Christmas Day
12.One "floating holiday" in each 12 -month period; effective at the beginning the fiscal year and may be taken on such date as requested by the employee subject to supervisor's approval.
be entitled to the following holidays,
January 1
(Third Monday in January)
(Third Monday in February)
(Last Monday in May)
July 4
(First Monday in September)
November 11
(Fourth Thursday in November)
(Day after Thanksgiving)
December 24
December 25
PPFMA MOU 2023 - 2025 29
Dates of Observance of a Holiday
When a holiday falls on a Sunday, the following Monday shall be deemed to be a holiday in lieu of the day observed. When a holiday falls on Saturday, the preceding Friday shall be deemed to be a holiday in lieu of the day observed. As Christmas Eve and Christmas are successive holidays, if either of them falls on a Saturday or Sunday, the City will celebrate the double holiday on the Friday preceding and the Monday following such a weekend.
Holidays for Shift Employees
Unit Employees subject to shift work in the Police or Fire Department shall not be entitled to leave on designated holidays, but will receive 4.62 hours per pay period in lieu of holiday pay or leave on the designated holiday. These hours are placed in the Non-FLSA CTO bank for Police Unit members and in the FLSA CTO bank for Fire Unit members.
Holiday Closure
1. City to provide sixty (60) hours of leave for use during the holiday closure. These hours are placed in the MAL leave bank. Employees who are not working between December 15, 2023 and January , 2024, must use these hours for days off of work. Employees in critical positions who are unable to utilize time off during Holiday Closure period will receive pay for unused hours on the last paycheck in June 2024. Hours are subject to the normal approval process and will be prorated for new employees. Employees must be employed during Holiday Closure period between December 15, 2023 and January 1, 2024 to be eligible. Any time not utilized or paid out will be forfeited effective June 30, 2024.
2. City to provide sixty (60) hours of Leave for use during the holiday closure. These hours are placed in the MAL leave bank. Employees who are not working between December 20, 2024 and January 5, 2025, must use these hours for days off work.
Employees in critical positions who are unable to utilize time off during Holiday Closure period will receive pay for unused hours on the last paycheck in June 2025. Hours are subject to the normal approval process and will be prorated for new employees.
Employees must be employed during Holiday Closure period between December 20, 2024 and January 5, 2025 to be eligible. Any time not utilized or paid out will be forfeited effective June 30, 2025.
ARTICLE 19 - LEAVES OF ABSENCE
1. During any unpaid leave of absence, unit members will not accrue leave and the City will not contribute toward medical/insurance benefits, unless required to do so under the law.
2. Unit members with accrued leave are required to utilize their leave accruals when they are absent from their regular schedule. Accrued leave shall be used to cover any hours of absence from the employees' regular work schedule. Unpaid leaves of absence for partial or full days, is not authorized when accrued leave is available.
PPFMA MOU 2023 - 2025 30
ARTICLE 20 - CITY PROVIDED VEHICLES
The City shall update the Vehicle Use Policy (No. 348) as soon as feasibly possible.
The Police Department positions who are authorized to have a take home vehicle assigned to them shall be as follows:
• Captains
• Administrative Lieutenant
• Patrol Lieutenant
• Traffic Sergeant (Motorcycle)
• Investigative Sergeant
• Special Enforcement Detail Sergeant
ARTICLE 21 - GRIEVANCE AND ARBITRATION PROCEDURES
(Police Employees)
A. Purpose
The purpose of the grievance procedure is:
1. To promote improved employer -employee relations by establishing grievance procedures on matters for which appeal or hearing is not provided by other regulations.
2. To afford unit employees, individually or through qualified employee organizations a systematic means of obtaining further consideration of problems after every reasonable effort has failed to resolve them through discussions.
3. To provide that a grievance shall be settled as near as possible to the point of origin.
4. To provide that appeals shall be conducted as informally as possible.
Matters Subject To Grievance Procedure
Any unit employee shall have the right to grieve alleged violations or misapplications of this Memorandum of Understanding or of existing resolutions, ordinances, rules or regulations with respect to wages, hours, or conditions of employment, or suspension, dismissal from employment or any other disciplinary action; and for which appeal is not provided by other regulations or is not prohibited.
Informal Grievance Procedure
A unit employee who has a problem or complaint should first try to get it settled through discussion with his/her immediate supervisor without undue delay. If, after this discussion, he/she does not believe the problem has been satisfactorily resolved, he/she shall have the right to discuss it with his/her supervisor's immediate superior.
Every effort should be made to find an acceptable solution by informal means at the lowest possible level of supervision. If the unit employee is not in agreement with the decision reached PPFMA MOU 2023 - 2025 31
by discussion, he/she shall then have the right to file a formal grievance. Any formal grievance must be filed within thirty (30) calendar days after the event giving rise to said grievance.
Formal Grievance Procedure
1. First Level of Review (Step 1) - The grievance shall be presented in writing to the unit employee's immediate supervisor, who shall render his/her decision and comments in writing and return them to the unit employee within fifteen (15) calendar days after receiving the grievance in writing. If the unit employee does not agree with his/her supervisor's decision, or if no answer has been received within fifteen (15) calendar days after submitting the grievance in writing to the immediate supervisor, the unit employee may present an appeal in writing to the Police Chief. Failure of the unit employee to take further action within ten (10) calendar days after receipt of the written decision of his/her supervisor, or within twenty-five (25) calendar days following submittal of the written grievance to the supervisor if no decision by the supervisor is rendered, will constitute a withdraw/dropping of the grievance.
2. Department Review (Step 2) - The Police Chief receiving the grievance, or his/her designated representative, shall discuss the grievance with the unit employee, his/her representative, if any, and with other appropriate persons. The Police Chief (or designee) shall render his/her decision and comments in writing, and return them to the unit employee within fifteen (15) calendar days after receiving the grievance. If the unit employee does not agree with the decision reached or if no answer has been received within fifteen (15) calendar days, he/she may present the grievance, in writing, to the City Administrator. Failure of the unit employee to take further action within ten (10) calendar days after receipt of the decision of the Police Chief (or designee), or within twenty-five (25) calendar days following submittal of the written grievance to the Police Chief if no decision is rendered by the Police Chief (or designee), will constitute a withdraw/dropping of the grievance.
3. City Administrator Review (Step 3) - The City Administrator shall discuss the grievance with the unit employee, his/her representative, if any, and with other appropriate persons.
The City Administrator may designate a fact finding committee or an individual not in the normal line of supervision, to advise him/her concerning the grievance. The City Administrator shall render a decision in writing to the unit employee within twenty (20) calendar days after receiving the grievance. If the unit employee does not agree with the decision reached or if no answer has been received within twenty (20) calendar days, he/she may submit the grievance to binding arbitration, as outlined below. Failure of the unit employee to take further action within ten (10) Calendar days after receipt of the City Administrator's decision, or within a total of twenty (20) calendar days following submittal of the written grievance to the City Administrator if no decision is rendered will constitute a withdraw/dropping of the grievance.
PPFMA MOU 2023 - 2025 32
Conduct of Grievance Procedure
1. The time limits specified above may be extended to a definite date by mutual agreement of the unit employee and the reviewer concerned.
2. The unit employee may request the assistance of another person of his/her own choosing in preparing and presenting his/her appeal at any level of review.
3. The unit employee and his/her representative may be permitted to use a reasonable amount of work time, as determined by the Police Chief, in conferring about and presenting the appeal.
4. Unit employees shall be assured freedom from reprisal for using the grievance procedure.
Arbitration
1. General Provisions
After having exhausted the provisions of the Grievance Procedure set forth herein, an eligible unit employee shall have the right to submit to binding arbitration any grievance which has not been resolved to his/her satisfaction, except in instances where such submission is specifically prohibited by the Personnel Ordinance, City Personnel Rules or this Memorandum of Understanding. Such appeal may be filed only after completion of Step 3 of the Grievance Procedure and in accordance with the time limits provided herein. Binding arbitration, as provided in this Article, shall be the sole and exclusive procedure for final resolution of unresolved grievances.
2. Procedures
If the grievant is not satisfied with the decision rendered at Step 3 of the Grievance Procedure, he/she may submit the matter to binding arbitration within the time limits set forth in the Grievance Procedures by filing written notice of such submission with the Director of Administrative Services. The written notice shall set forth the issue being submitted to binding arbitration the provision(s) allegedly violated, and the remedy requested.
a. The City's representative and the grievant or his/her designated representative(s), shall select an impartial third party to serve as the arbitrator. b. If the City's representative and the grievant, or his/her designated representative(s), are unable to agree upon an impartial third party, then the arbitrator shall be selected by mutually striking and ranking names from a list of professional arbitrators supplied by the American Arbitration Associations. Failure of the unit employee to participate in obtaining a list of arbitrators, selecting a single arbitrator, or scheduling an arbitration date within thirty (30) calendar days of being requested to do so by the City, shall constitute a dropping of the grievance.
c. Each party to the dispute shall have the opportunity to present testimony and relevant evidence and to cross-examine witnesses before the arbitrator. After hearing the case, the arbitrator shall, in writing, submit to the parties his/her decision for resolution PPFMA MOU 2023 - 2025 33
of the grievance. The decision of the arbitrator shall be final and binding upon both parties.
3. Conditions
The arbitrator shall have no power to add to, subtract from, nor to modify any of the terms of any memorandum of understanding between the parties. The arbitrator's award shall be consistent with, and controlled by, the Personnel Rules, Ordinances, and Charter of the City of Placentia, as well as the laws and Constitution of the State of California.
4. All expenses of arbitration shall be borne equally by the parties.
5. The provisions of this Section shall in no way apply to the "meet -and -confer" process.
ARTICLE 22 - SEVERABILITY CLAUSE
If any part of this MOU is rendered or declared invalid by reason of any existing or subsequently - enacted legislation, governmental regulation or order or decree of court, the invalidation of such part of this MOU shall not render invalid the remaining part hereof. Either party may request to meet and confer over the impacts that the invalidation of any section, clause, or provision causes.
ARTICLE 23 — TOTAL COMPENSATION SURVEY
The parties agree the components outlined in Appendix C will be used should the City complete a Total Compensation Survey for police employees.
ARTICLE 24 - TERM
Beginning with the start of the first full pay period following ratification of this MOU by the City Council.
The terms of this Memorandum are to remain in full force and effect beginning with the start of the first full pay period following ratification of this MOU by City Council and remain in effect through June 30, 2025.
In the event of a financial emergency promulgated by any State or Federal action that substantially increases City costs related to health insurance, retirement benefits, and/or any other employee benefits or substantially reducing City revenue, the parties agree to reopen negotiations for a thirty (30) day period to negotiate the impact of such reductions. If mutual agreement is not reached by the parties, the terms of the MOU will remain unchanged.
PPFMA MOU 2023 - 2025 34
This agreement, upon ratification and adoption supersedes all prior agreements, whether written or oral, unless expressly stated to the contrary herein and constitutes the complete and entire agreement between the parties and concludes the meet and confer process for its term unless otherwise expressly stated.
FOR THE CITY: FOR PPFMA:
Damien Arrula, City Administrator Brian Olivo, Mastagni Holstedt Alice Burnett, Director of Tom McKenzie, PPFMA President Human Resources
Jennifer Lampman, Director of Tony Davis, PPFMA Vice -President Finance
David Radomski, PPFMA
Treasurer/Secretary
PPFMA MOU 2023 - 2025 35
APPENDIX "A" - JOB CLASS AND SALARY SCHEDULE
Placentia Police and Fire Management Association (PPFMA) EFFECTIVE JUNE 9, 2024
JOB CLASS
STEP A
STEP B
STEP C
STEP D
STEP E
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
POLICE SERGEANT
51.85 8,987.38
107,848.51
54.65 9,472.69
113,672.33
57.60 9,984.22
119,810.63
60.71 10,523.37
126,280.40
63.99 11,091.63
133,099.55
IT POLICE SERGEANT
54.65 9,472.69
113,672.33
57.60 9,984.22
119,810.65
60.71 10,523.37
126,280.44
63.99 11,091.63
133,099.58
67.45 11,690.58
140,286.95
POLICE LIEUTENANT
63.67 11,036.53
132,438.37
67.11 11,632.50
139,590.05
70.73 12,260.66
147,127.91
74.55 12,922.73
155,072.82
78.58 13,620.56
163,446.76
POLICE CAPTAIN
74.61 12,932.40
155,188.74
78.64 13,630.74
163,568.94
82.89 14,366.81
172,401.66
87.36 15,142.61
181,711.35
92.08 15,960.31
191,523.75
FIRE BATTALION CHIEF
43.07 10,450.76
125,409.14
45.39 11,015.10
132,181.21
47.84 11,609.90
139,318.75
50.43 12,236.83
146,842.01
53.15 12,897.60
154,771.25
EFFECTIVE JULY 7, 2024
JOB CLASS
STEP A
STEP B
STEP C
STEP D
STEP E
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
POLICE SERGEANT
54.96 9,526.62
114,319.42
57.93 10,041.06
120,492.67
61.06 10,583.27
126,999.27
64.35 11,154.77
133,857.23
67.83 11,757.13
141,085.52
IT POLICE SERGEANT
57.93 10,041.06
120,492.67
61.06 10,583.27
126,999.29
64.35 11,154.77
133,857.26
67.83 11,757.13
141,085.55
71.49 12,392.01
148,704.16
POLICE LIEUTENANT
66.22 11,477.99
137,735.91
69.80 12,097.80
145,173.65
73.56 12,751.09
153,013.02
77.54 13,439.64
161,275.73
81.72 14,165.39
169,984.63
POLICE CAPTAIN
77.59 13,449.69
161,396.29
81.78 14,175.97
170,111.69
86.20 14,941.48
179,297.73
90.86 15,748.32
188,979.81
95.76 16,598.72
199,184.70
FIRE BATTALION CHIEF
44.79 10,868.79
130,425.51
47.21 11,455.70
137,468.45
49.76 12,074.29
144,891.50
52.44 12,726.31
152,715.69
55.28 13,413.51
160,962.10
36 APPENDIX "B"- 1995 INSURANCE CHANGES
Tier I - Employees, hired prior to November 21, 1995.
The City shall make available single party and dependent medical, dental, optical, long-term disability and life insurance to all classified employees, and to such other employees and officials as may be designated by the City Council. The City shall pay that amount toward the premiums fr such insurance as may be determined by the City Council and the employee shall pay the remainder of the premium. Such premiums shall be paid only to the company or companies with whom the City has contracted for such insurance coverage.
During periods of approved medical leave without pay, the City shall continue to pay its normal contribution for the above insurances for all officers and employees.
Upon service retirement, or ordinary disability retirement, the City shall continue to pay its normal contribution for medical, dental, optical, and life insurances for all eligible employees. These benefits shall be considered to be vested for employees hired prior to November 21, 1995. Retired employees receiving these insurances shall if eligible enroll in, and pay for Medicare, Part B, at their earliest eligible date, as primary carrier. Employees retiring for industrial disability shall not be eligible for this benefit.
Tier II - Employees, hired on or after November 21, 1995.
The City shall make available single party and dependent medical, dental, optical, longterm disability and life insurance to all classified employees, and to such other employees and officials as may be designated by the City Council. The City shall pay that amount toward the premiums for such insurance as may be determined by the City Council and the employee shall pay the remainder of the premium. Such premiums shall be paid only to the company or companies with whom the City has contracted for such insurance coverage.
During periods of approved medical leave without pay, the City shall continue to pay its normal contribution for the above insurances for all officers and employees.
Upon service retirement, or ordinary disability retirement, Tier II employees shall have the option of participating in a post -retirement insurance benefit program at their own cost. Employees retiring for industrial disability shall not be eligible for this benefit.
PLACENTIA agrees that PPMA representative(s) shall participate in the exploration and possible development of an employee paid pre -funded post -retirement benefits program for employees hired after November 21, 1995.
37 APPENDIX "C" -TOTAL COMENSATION SURVEY COMPONENTS
The parties agree the following components will be used to guide future Total Compensation Surveys as to police employees:
• Top Step Salary - subtract any employee contribution to Retirement Plan as outlined below
• Medical - maximum City contribution for Medical, Dental, Vision, LTD, Life • Uniform Allowance - Divide annual amount by 12 and add to monthly rate • Retiree Medical - Enter amount provided to new hires. Amount paid by City into retiree health savings plan, or, if benefit provided upon retirement, the maximum benefit provided for retiree medical, dental and vision. • POST/Education Pay - Use Maximum amount provided for:
o AA or Intermediate POST Certificate Amount
o BA or Advanced POST Certificate Amount
o MA Amount
o Combine if allowed
• Longevity - Maximum amount provided.
• Employee Retiree Contributions - Any contributions paid by employee toward retirement plan (either employer or employee portion but paid by employee) 38 TO:
VIA:
FROM:
DATE:
Placentia City Council
CITY COUNCIL
CITY ADMINISTRATOR
DIRECTOR OF HUMAN RESOURCES
JUNE 4, 2024
AGENDA REPORT
SUBJECT: PROFESSIONAL SERVICES AGREEMENT FOR CITYWIDE CLASSIFICATION
SPECIFICATION AND COMPENSATION STUDY
FISCAL
IMPACT:
SUMMARY:
EXPENSE: $117,700 (101512-6099) TOTAL CONTRACT NOT -TO -EXCEED AMOUNT
The last comprehensive Classification Specification and Compensation Study for the City was completed in 2008. Since then, there have been significant changes in the labor market, job responsibilities, and compensation trends. To ensure that the City's compensation and classification structures remain competitive and equitable, a new study is necessary. The objective is to complete the study before the next negotiation cycle with labor groups.
The City has also negotiated with the Placentia City Employees' Association that the study would be completed before the 2023 negotiations. Due to staffing constraints, one was not completed.
Staff issued a Request for Proposals ("RFP") for a Citywide Classification Specification and Compensation Study. A total of 5 proposals were received. After a thorough review of proposals and references by Staff, the proposal from MGT was selected as the most qualified vendor. MGT will perform a comprehensive analysis of 131 classification specifications representing 200 full-time and approximately 50 part-time employees and the current pay plans, including impact of minimum wage increases to part-time classifications. The study will include market salary surveys, recommendations for job titles and updated job descriptions, as well as recommendations for revised salary ranges reflecting results of external and internal relationship analysis. An overall written report with recommendations and best practice guidance for policies and procedures for developing and maintaining a position allocation and compensation plan will be brought back to City Council in early 2025.
1.m.
June 4, 2024
City Council Agenda
June 4, 2024