Salinas City Council
February 21, 2023

Residents want to be engaged in the
identification of safety issues and solutions
early on and part of forming partnerships
to leverage community resources,
volunteers and educational programs and
facilities to address community health
and safety issues. Alisal residents and
community stakeholders expressed the
need for enhanced coordination with local
partners, such as schools, neighborhood
groups, community organizations and
public agencies to expand and improve
community-based safety efforts though
services, programs and initiatives that
foster safety, inclusion, prevention,
intervention and leadership.

HS 3.3 – Develop Opportunities
to Build More Trusting and
Transparent Relationships Between
the Community and Public Safety
Officers in Order to Collaborate More
Effectively to Address Issues Related
to Community Health and Safety.

Police, Fire, and Code Enforcement
officers are charged with keeping the
community safe. The Police maintain the
peace by enforcing laws and preventing
violence. Fire is often the first to respond
to medical and fire emergencies and
natural disasters. Code Enforcement uses
land use and zoning regulations to ensure
the safety of buildings and the physical
environment. Through community
conversations residents and community
indicated that while there are existing
opportunities for direct interaction with
public safety officers (National Night Out,
block parties, and various neighborhood
meetings and workshops), there is a desire
for more opportunities for deeper twoway conversations to learn from each other and to breakdown the barrier of
lack of trust between residents and public
safety. Residents want to be heard and
recognized as experts in identifying and
understanding neighborhood issues and
work collaboratively with public safety to
develop solutions.

L A CULT UR A CUR A
According to the National Compadres
Network (NCN):
“La Cultura Cura is a transformative
health and healing philosophy
that recognizes that within
an individual’s, families and
community’s authentic cultural
values, traditions and indigenous
practices exist the pathway to
healthy development, restoration
and life long well being.” (https://
www.nationalcompadresnetwork.org/
training/lcc-overview/)
Community-based organizations in East
Salinas have used La Cultura Cura to
build a supportive sense of community
for Alisal youth, heal emotional trauma,
and help them make positive decisions
for their futures. It is one example
of a successful strategy for resident
empowerment that prevents violence
and creates a safer community.

Joven Noble graduation centering space.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
228
HS 3.4 – Improve Community Safety
and Emergency Preparedness and
Response.

Protecting people’s lives and minimizing
property damage during and after an
emergency or natural disaster is an
important component of community
safety. In the near term, emergency
preparedness education, training and
the distribution of smoke and carbon
monoxide detectors for both businesses
and residents will improve community
safety, as residents and public safety
providers are more prepared and able to
respond to emergencies. The Alisal’s built
environment also needs to facilitate easier
access for emergency vehicles. This will
require addressing illegal parking and
other issues to improve response times
in the Alisal. Over the long term, the
development and retrofitting of buildings
and infrastructure needs to be more fire
and earthquake resistant.

HS 3.5 – Strengthen and Increase
Enforcement of Existing Regulations
(Including Building, Land Use, and
Zoning) to Improve Neighborhood
Appearance, Health and Safety.

During community conversations,
residents prioritized improving
the appearance and safety of their
neighborhoods through increased
enforcement of existing regulations to
address the most dangerous properties.

This includes the enforcement of building
and safety codes when there is a threat of
harm to individuals or the environment.

The community also wants to ensure
that existing and future residents live
in an environment that encourages
healthy behaviors and limits access to
unhealthy lifestyles. Minimizing the
overconcentration of liquor stores,
enforcing the illegal sale of alcohol and
tobacco to minors, limiting access to
unhealthy food, and enhancing visibility
into local corner stores are key priorities for
protecting public health in the Alisal.

COMMUNIT Y-BASED

POLICING IN SALINAS
Community-based policing is a law
enforcement strategy intended to
create positive relationships between
residents and officers by dedicating
officers to continuously operating in
the same area and to pro-actively
engaging with local citizens through
positive daily interactions. The Salinas
Police Department has increased its
commitment to community-policing in
recent years, revitalizing the bilingual
Community Police Academy, holding
frequent “Coffee with a Cop” events, and
concentrating on recruitment of new
officers from Salinas.

Salinas Officer meeting youth at El Grito.
229
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y
GOAL HS 4. Expand Access to
Affordable, Healthy, CulturallyRelevant, and Sustainable Food.

A healthy community provides regular,
year-round access to affordable, fresh
produce at grocery stores, corner stores,
community gardens, and farmers’
markets. While the City has important
existing healthy food assets, including
community gardens, a farmers’ market,
and three supermarkets, these assets are
more concentrated along East Alisal street,
leaving parts of the East Salinas community
underserved. Community members would
like to see greater variety and better access
to healthier options, including more local,
organic, and culturally-relevant foods.

Raising awareness around the importance
of healthy food, including creating more
community gardens, educational materials,
incentives and campaigns can expand
residents’ access and consumption.

Expanding CalFresh and WIC enrollment
can also help increase low-income families’
access to and promote consumption of
healthy food. Finally, the creation of a
community kitchen can support many
community-based efforts to improve
access to healthy food, including cooking
classes and educational workshops.

HS 4.1 – Promote Year-Round Access
to and Consumption of Healthy Food
and Beverages in the Alisal.

Unfortunately, too many homes in the
Alisal lack basic access to healthy foods.

Only 18% of Alisal residents live within a
half-mile walk of a full-service grocery
store. Where healthy, high-quality organic
foods do exist, they are often significantly
more expensive than unhealthy foods.

A healthy food environment should
include a diversity of affordable options,
including supermarkets, farmers’ markets,
community gardens while limiting high
concentrations of liquor stores and fast
food establishments. Increasing the
quality and quantity of affordable healthy
food available to Alisal residents will
necessitate partnerships between the City
and Monterey County Health Department,
local food vendors, farmers, agricultural
employers, schools, food-oriented nonprofits, and community organizations such as Monterey County Food Bank.

GOAL HS 5. Expand Access to
Culturally Competent Medical
and Mental Health Services.

A community’s ability to access
comprehensive, quality health care services
is vital to promoting health, preventing
disease, and improving overall quality
of life. Access to a wide variety of health
care professionals is especially critical for
low-income individuals and families, who
comprise most of the Alisal’s population.

The City is not a health care provider,
but can advocate for barrier removal
and potentially support related efforts.

Barriers include lack of health insurance,
undocumented status, chronic conditions
related to agricultural work, lack of
bilingual services, lack of transportation to
health services, lack of human-centered
healthcare and unfamiliarity with the
current system, cost of services, and
conflicts between working hours and clinic
hours. Community recommendations
to expand access include building
partnerships between community
groups, the Monterey County Health
Department, health care providers and
local transportation providers to conduct
awareness campaigns to advertise the
types of health and mental health services
available to residents (especially those
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
230
in multiple languages). This will better
connect Alisal residents to physical and
mental health care services, improve health
promotion and disease prevention efforts,
ensure access to culturally- competent
providers, and promote better transit access
to facilities.

HS 5.1 – Commit to a Health
Approach that Integrates Both Mental
and Physical Health.

Cultural awareness, responsiveness, and
understanding are essential to increasing
access and improving the standard of
health care for children, families, and
undocumented workers in the Alisal. Due
to the history of violence and gangs in
the Alisal, holistic and culturally relevant

TR AUMA-INFORMED HE ALTH CARE
Trauma-informed care means treating a whole person, considering past trauma, and the resulting coping mechanisms, when attempting to understand behaviors and treat the patient. Trauma-informed health care acknowledges the compounding impact of structural racism and historical inequities and is responsive to the unique needs of diverse communities.
mental health services should be available
to neighborhood residents; it is the
community’s goal to increase access to
whole person care that takes into account
many of the past traumas Alisal residents
have experienced. Racism, social injustice,
poverty, environmental injustice, economic
inequities and historical underinvestment
are all propagators of trauma in the
community. Eliminating inequities in
trauma services requires culturallycompetent responses to reduce barriers, address social adversities, strengthen
families, and encourage positive identity.

All Alisal residents need greater access to
culturally-competent, trauma informed,
physical and mental health services.

FOOD SWAP
A food swap is a recurring event
where members of a community share
homemade, homegrown, or foraged
foods with each other. Swaps allow
direct trades to take place between
attendees, for example trading
homemade tortillas for backyard eggs.

Swap events often include a potluck as
an immediate food-sharing and itemsampling component. These events are an innovative way to diversify the
homemade foods in one’s own pantry,
while getting to know members of the
local food community.

Produce in Cardenas.
231
CITY OF SALINAS Alisal Vibrancy Plan - February 2020

7.4 COMMUNIT Y HE ALTH & SAFE T Y 7 HE ALTH AND SAFE T Y

IMPLEMENTATION MATRIX
GOAL HS 1. Ensure that Streets, Parks, and Public Spaces in the Alisal are Safe.

HS 1.1 – Increase Lighting in Public Spaces to Improve Safety.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 1.1.a – Complete a Lighting Needs Survey. Conduct a mapping survey to identify locations with a severe lack of street lighting or poor visibility.

Prioritize high traffic areas. The survey would also identify dark spots and other lighting inconsistencies.

City
Residents
Community-Based Organizations
Short
HS 1.1.b – Remove “Dark Spots.” Based on the lighting needs assessment, develop a plan to eliminate “dark spots” in and around parks (especially active recreation areas), and at bus stops. Determine whether relying on motion sensors is appropriate for key dark spots. Align installation with other street improvements to reduce costs.

City
Residents
Community-Based Organizations
Medium
HS 1.1.c – Install Light Poles. Identify broken or missing light poles needing repair and ensure consistent installation of light poles across neighborhoods and public places. Ensure that all street posts have contact information to report any needed repairs to streets and sidewalks.

City
Residents
Community-Based Organizations
Short -
Medium
HS 1.1.d – Improve Park Lighting. Prioritize park lighting, including along paths, parking lots, and perimeter, and in parks with dense vegetation, such as Cesar Chavez Park.

City
Residents
Community-Based Organizations
Medium
HS 1.1.e – Utilize New Efficient and Sustainable Technology. Promote energy efficiency and safety by using solar powered lighting in new/repaired light poles. Install bright LEDs to tackle tough dark spots (while shielding away from shining directly on residential properties). Set usage goals or metrics for incorporating new technology into the Alisal’s lighting infrastructure.

City Ongoing
HS 1.1.f – Improve Lighting and Safety Features at Bus Stops on Major Corridors.

Advocate for MST to upgrade lighting and other safety features at frequently used bus stops along the major commercial corridors of East Alisal and East Market Streets, North Sanborn, and Williams Roads.

City
Monterey Salinas Transit (MST)
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
232
HS 1.2 – Increase Safety in the Alisal by Requiring Good Storefront Visibility and Encouraging Ground Floor Activity.

Related actions include organizing and encouraging activity in public spaces (HS 2.2d), supporting pedestrianfriendly infrastructure improvements (LU/TI), and allowing a mix of land uses that generates foot traffic throughout the day (LU).

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 1.2.a - Encourage Activity and Transparency in Building Ground Floors. Through discretionary project design review, ensure that new or modified storefront projects create interesting and lively ground floors by providing frequent entrances, large clear windows, and active uses such as retail, lobbies, gyms, residential stoops/balconies, or similar. This will advance the “eyes on the street” concept.

City Ongoing
HS 1.2.b Coordinate Crime Prevention through Environmental Design (CPTED) Trainings. Working with the County, BHC, and the other partners, conduct regular CPTED training for residents and businesses in the Alisal.

City
Monterey County Health
Department
Medium -
Long
233
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y
GOAL HS 2. Create Beautiful and Active Public Spaces that Support Social Interaction, Active Lifestyles, and Cultural Celebration.

HS 2.1 – Provide Programs, Activities, and Opportunities for all Community Residents to be Physically Active.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 2.1.a – Improve Non-Motorized Connectivity to Recreational Activities. Create new connections (greenways, multiuse paths, and trails) to provide nonautomobile access throughout the Alisal and to nearby hiking opportunities.

Ensure existing trails and paths are safe and well-maintained.

City Medium -
Long
HS 2.1.b – Establish Group Recreational Activities. Organize free walking groups and activity contests to encourage residents to participate in active recreation and promote active living.

City Short -
Medium
HS 2.1.c – Increase Ciclovía Salinas Events. Promote regular Ciclovía events throughout the year, including opportunities for youth to be more involved.

Rotate the location to be through different neighborhoods to maximize exposure.

City
Community Groups
Ongoing -
Immediate
HS 2.1.d – Construct Exercise Equipment in Public Parks. Identify locations in public parks where gym equipment can be installed for free, year-round community use.

City Ongoing
HS 2.1.e – Invest in Local Recreation and Sports Programs. Increase offerings of Zumba classes (or other similar exercise classes), sports programs at local recreation centers and the Salinas Regional Soccer Complex.

City Short
HS 2.1.f – O”er Active Living Classes. Provide exercise and nutrition classes to promote active and healthy living around neighborhoods and in open public spaces, including farmer’s markets and parks. Promote these classes through an Annual Community Calendar or through news outlets.

City Ongoing -
Immediate
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
234
HS 2.2 – Provide Safe, Accessible, and Active Public Spaces Reflective of the Community’s Culture and History for all Members of the Alisal Community to Enjoy.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 2.2.a – Set Standards for Great Public Spaces. Through development review, require that any new major public spaces are designed appropriately to serve the community by:
• Using CPTED principles and maximizing high visibility. • Designing the space to be flexible enough to accommodate a variety of community gatherings and events.
• Including shade or cooling elements.
• Incorporating both indoor and outdoor spaces, if feasible. • Including top-quality amenities, such as trash cans, recycling bins, benches, and light poles.
• Creating a distinct design from nearby public spaces (different surfaces, different art/theme, etc.).
• Striving for the design and programming to be culturally relevant. • Prohibiting tobacco use and vaping.

City
Residents
Business and property owners
Community-Based Organizations
Immediate -
Short
HS 2.2.b – Construct New Plazas on Commercial Corridors. Identify parcels along major corridors with sufficient size and dimensions to accommodate new urban open space. Consider requiring that key parcels that redevelop along East Alisal Street, Market Street, Sanborn Street or Williams Street include a public plaza with a minimum size of 2,500 sf that can be used as a space for community gatherings. One potential location for a temporary/pop up plaza is the parking lot on the east side of the Swap Meet at 625 East Alisal Street.

City
Residents
Business and Property owners
Community-Based Organizations
Developers
Immediate
HS 2.2.c – Create an Annual Community Events and Activities Calendar. Publish an annual calendar to increase awareness and attendance at community events.

Connect and collaborate with existing providers and organizations to increase promotion and reach for major events, for example through newsletters and email blasts.

City
City
Residents
Business and Property owners
Community-Based Organizations
Short
HS 2.2.d – Activate Existing Public Spaces. Encourage more activities in public parks by having the City sponsor and organize events, and by facilitating and simplifying the application/approval process for community-driven events, such as Ciclovía Salinas, bicycle and scooter parades, food events, music concerts, and other expositions.

City
Residents
Business and Property owners
Community-Based Organizations
Ongoing -
Immediate
235
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y
HS 2.2 – Provide Accessible Public Spaces that all Members of the Alisal Community can Enjoy.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 2.2.e – Expand Community Programming. Evaluate existing community programs and develop more programming to fill gaps or shortcomings in content and scheduling. Add more programming in parks and open spaces to improve community safety and sense of ownership, especially programming that is culturally relevant.

City
Residents
Community-Based Organizations
Ongoing
HS 2.2.f – Expand Partnerships to Increase Public Programming. Partner and work closely with schools and non-profits to create more programs and more diverse types of local events. Activate public spaces at these facilities for programming. Support these partnerships with regular meetings and formal communication.

Alisal School Districts
Community Based Organizations
City
Ongoing -
Immediate
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
236
GOAL HS 3. Improve Community Safety and Health Civic Through Engagement, Education, and Capacity and Relationship Building.

HS 3.1 – Promote Resident Leadership as a Strategy for Building Safer Neighborhoods in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 3.1.a – Create a Community Safety Resource Toolkit. Create a toolkit in English and Spanish that community members can use to promote safety and positively impact their community and link the toolkit to the Salinas Connect App and/or on the City’s website. The toolkit should include neighborhoodbased prevention strategies, non-emergency city numbers, block party recommendations, ideas for relationship building with neighbors, CPTED and community maintenance best practices, potential funding mechanisms, and other resources such as community-based organizations.

Police Department
Community Groups
City
Fire Department
Library and Community Services
Short -
Medium
HS 3.1.b – Develop Safe Learning Spaces. Collaborate with schools and other workforce partners to create safe places for youth to learn skills and gain job experience, including summer jobs for youth/teens. Work with organizations that emphasize leadership development of youth and young adults.

City
School Districts
Ongoing -
Immediate
HS 3.1.c – Encourage Recruitment of Culturally Competent Teachers. Encourage ESL providers to ensure that ESL students can access English classes with teachers from a similar background as part of new cultural learning experiences, especially for Indigenous and Asian speakers.

School Districts
Hartnell College
South County
City
Short
HS 3.1.d – Launch an “I Heart Salinas” Campaign. Launch an “I Heart Salinas” campaign that is relevant and fun, supports greater community pride and ownership, and sends a message that residents are proud to take care of and maintain their community. Provide incentives for community-led organization of events, including clean-ups, neighborhood pride, and other free events.

City Short
237
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y
HS 3.2 – Develop Partnerships and Neighborhood Efforts that Strengthen Community Safety, Inclusion, and Engagement.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 3.2.a – Establish a Neighborhood-Based Program that Fosters Community Cohesion, Inclusion and Leadership. Focus community building efforts on getting residents to be out in the neighborhoods together at night. Collaborate with local community-based organizations to fully develop this program and create a locally relevant Salinas logo and name.

City
Police Department
Community-Based Organizations
Short
HS 3.2.b - Expand Community Conflict/Mediation Services. Invest in conflict and mediation services led by community members to settle disputes between residents in order to stop violence before it happens.

City
Community-Based Organizations
Short -
Medium
HS 3.2.c – Invest in Prevention and Restorative Justice Programs. Invest in prevention and leadership programs that provide youth with pathways to avoid incarceration. Through partnerships, promote after school programs, volunteer programs, and other innovative programs, such as harm reduction, prison reentry programs, and restorative justice models.

City Council
Police Department
City
Community Safety/Libraries and
Community Services
Community-Based Organizations
Short -
Ongoing
HS 3.2.d – Build a Neighborhood-Based Intervention Network. Promote prevention efforts that build a neighborhood-based network, including mentors, school counselors, teachers, and police officers to enhance conversations with youth.

Police Department
City
School Districts
Community-Based Organizations
Short
HS 3.2.e – Expand Community Safety Partnerships. Partner with community organizations and the Monterey County Health Department to improve perceived and actual neighborhood safety. Encourage the development and operation of community and recreational facilities and programs as youth prevention strategies.

City
Monterey County Health
Department
Ongoing
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
238
HS 3.3 – Develop Opportunities to Build More Trusting and Transparent Relationships Between the Community and Public Safety Officers in Order to Collaborate More Effectively to Address Issues Related to Community Health and Safety.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 3.3.a – Create a Neighborhood Safety Plan Focused on Prevention. Engage residents, community stakeholders, public safety officers and other city staff in developing a safety plan based on best practices and a community review of past programs, including the place-based policing initiative that ended in 2015 and Department of Justice Report, in order to determine what worked and what did not.

Police Department
City
Community Safety
Short
HS 3.3.b – Develop more opportunities for positive engagement between public safety officers and the Alisal Community. Identity opportunities to build positive relationships based on two-way dialogue, transparency and mutual respect through deeper engagement between public safety and the Alisal community.

Police Department Ongoing
HS 3.3.c – Add a Language Liaison. Provide a language liaison for languages other than Spanish such as Mixtec, Zapotec, and Triqui to effectively communicate with city employees, including public safety officials. Continue to support the growing number of Spanish-speaking officers and encourage Spanish proficiency for new public safety hires
City
South County
Immediate
HS 3.3.d – Conduct a series of community and neighborhood meetings.

Create a forum for residents and public safety officers to build relationships and to learn from one another.

Police Department
Fire Department
City
Short
HS 3.3.e – Provide Opportunities for Reciprocal Learning between Community about Public Safety Procedures. Encourage two-way dialogue that identifies residents as experts in understanding the needs of the community, reflects on how they experience public safety and increases education about public safety procedures and policies through public workshop sessions, pamphlets or online videos.

Police Department
Residents
Short
239
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y
HS 3.3 – Develop Opportunities to Build More Trusting and Transparent Relationships Between the Community and Public Safety Officers in Order to Collaborate More Effectively to Address Issues Related to Community Health and Safety.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 3.3.f – Improve Police Emergency Response E”ectiveness. Pursue a multipronged approach to improve the relevance and helpfulness of emergency responders:
• Improve response times for high priority calls in East Salinas to levels that are comparable to the rest of the City.
• Advocate for creation of an innovative “crisis team” to include members from community-based organizations and mental health professionals. • Increase training for public safety officers in behavioral health and mental health, to help when responding to conflicts/incidents involving residents dealing with these issues.
• Continue to provide training to public safety officers in cultural humility and strive to hire more officers (especially bilingual) from the Alisal.

Police Department
Monterey County
Short -
Medium
HS 3.3.g – Increase Street Outreach. Promote street outreach programs that bring together community organizations with police officers to promote alternatives to serving residents with misdemeanors, minor infractions, or incarceration.

Outreach would include prevention programs, mentorship, and referrals to provider networks.

Police Department
Community Safety
Short
HS 3.3.h – Require Training in Governing for Racial Equity. Ensure that all City staff, including public safety officers complete trainings on racial equity, cultural competency, informed trauma & healing strategies, best practices for community engagement, and other relevant skills. Engage with the community to determine the desired types of training.

City Immediate -
Ongoing
HS 3.3.i – Share Success Stories with Community. Raise awareness of successful partnerships with City staff, including programs, initiatives, and success stories of completed investigations.

City Short
HS 3.3.j – Improve Tip Line. Encourage the Police to create a campaign with residents in the Alisal to establish an approach to report crimes anonymously and address fear of retribution.

Police Department
City
Short -
Ongoing
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
240
HS 3.4 – Improve Community Safety and Emergency Preparedness and Response.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 3.4.a – Train Residents and Businesses. Increase fire prevention training for Alisal businesses and residents and provide free smoke and carbon monoxide detectors.

Develop a training program for Alisal businesses, particularly for automotive uses on appropriate disposal of hazardous materials.

Fire Department Short -
Medium
HS 3.4.b – Help Fund Fire Prevention Upgrades. Assist businesses to secure funding to make building improvements such as installation of fire sprinklers to facilitate fire prevention in the older commercial districts of the Alisal.

Fire Department
City
Short -
Medium
HS 3.4.c - Improve Access for Emergency Vehicles. Work with neighborhoods to remove obstacles to emergency vehicle (fire trucks, ambulances, etc.) access such as illegal parking in the red zone to improve response times.

Fire Department
Police Department
Short -
Medium
HS 3.4.d - Free or Subsidized CPR Training. Prepare residents to recognize and assist someone with CPR in an emergency. Classes should emphasize recognition of cardiac arrest, steps to take in an emergency, and familiarization with a defibrillator.

Fire Department Short -
Medium
HS 3.4.e– Create Safe Assembly Point for Youth. Work with schools, governmental agencies, and non-profit organizations to create safe places for youth to go in the Alisal in case of an emergency (ie: threat of violence/harm, natural disaster, etc). Consider fire houses as 24-hour assembly points.

Police Department
Fire Department
Local Educational Organizations
Community-Based Organizations
Short
HS 3.4.f – Install Defibrillators in Public Buildings. Install defibrillators inside public buildings in the Alisal such as the Fire House and train staff and interested community members on how to use the equipment.

City ShortMedium
241
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y
HS 3.5 – Strengthen and Increase Enforcement of Existing Regulations (Including Building, Land Use, and Zoning) to Improve Neighborhood Appearance, Health and Safety.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 3.5.a – Increase Nuisance Abatement of Dangerous Properties. Working with the Police, Fire and Code Enforcement, increase the number of nuisance abatement cases in the Alisal to target the most dangerous properties.

Police Department
Fire Department
City
Ongoing
HS 3.5.b – Minimize Number of New Liquor Stores. Minimize the number of new Conditional Use Permits (CUPs) issued for liquor stores in the Alisal due to the current overconcentration of these uses.

City Short -
Medium
HS 3.5.c – Improve Visibility into Corner Stores and Liquor Stores. Work with CDD to institute a standard visibility condition into a Conditional Use Permit that requires at least 75 percent of window area must be uncovered to improve “eyes on the street.” Encourage the installation of internal and exterior security cameras, and improved outdoor lighting.

City Short -
Medium
HS 3.5.d - Decrease illegal sales to minors. Monitor and address the illegal sale of tobacco and alcohol to minors.

City Short -
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
242
HS 4.1 – Promote Year-Round Access to and Consumption of Healthy Food and Beverages in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 4.1.a – Create More Community Gardens. Seek spaces for urban farms and community gardens in the Alisal at parks, community centers, vacant lots, public spaces, apartment complexes, and especially local schools. Promote existing community gardens at the City Library and Community Services facilities, online, and in newsletters or annual calendars.

City Short
HS 4.1.b – Provide Education on Private and Community Gardening, and Urban Agriculture for Healthy Produce. Fund organizations, partnerships, and workshops that have educational programs related to developing and sustaining a private and/or community garden, including step-by-step methods for planting, growing, fertilizing, and harvesting trees and vegetables in apartments, houses, and public places. Recruit local farmworkers who are experts in this field to create and teach the courses and provide opportunities for intergenerational teaching.

Develop a manual for apartment resident organizations that provides step by step methods to planting fruit trees, growing vegetables, fertilizing them, and when to harvest them, species and seasonal recommendations, and other vital instructions.

City
Community-Based Organizations
Everyone’s Harvest
Short -
Medium
HS 4.1.c – Partner with School Districts to Improve Youth Eating Habits. Collaborate with school districts to build healthy habits for our youth, including healthy eating and lifestyle workshops and healthier food options in schools.

Collaborate with schools to sponsor year-round farmers’ markets. Encourage schools to collaborate with agricultural businesses to create a pipeline of fresh produce into school kitchens.

City
School Districts
Agricultural Employers
Short
HS 4.1.d – Expand CalFresh and WIC Enrollment. Expand enrollment in the CalFresh and WIC programs so lower-income residents can purchase fresh groceries. Collaborate with County and schools to promote WIC enrollment.

Identify programs that use incentives to promote consumption of healthy food such as fresh produce.

Monterey County Social Services
Monterey County Health
Department
Short
GOAL HS 4. Expand Access to Affordable, Healthy, Culturally-Relevant, and Sustainable Food.
243
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y
HS 4.1 – Promote Year-Round Access to and Consumption of Healthy Food and Beverages in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 4.1.f – Improve Access to Fresh Produce. Conduct a study to analyze the distribution and access to fresh produce throughout the Alisal. Work to close gaps by creating opportunities to have fruit and vegetable paleteros, schoolbased farmer’s markets, local markets, targeted subsidies for vendors in underserved areas, and a mobile fruit and vegetable truck.

City Short -
Medium
HS 4.1.g – Initiate a Year-Round Farmer’s Market. Take advantage of the location behind Alisal Elementary School, and hold the WIC farmer’s market throughout the year, not just during the summer.

City Short -
Medium
HS 4.1.h – Increase Healthy Food Incentives. Develop or expand programs (county, state, or federal) that provide financial incentives (subsidies or stipends) for residents to buy healthy food throughout the year.

Community Based Organizations
Monterey County Health
Department
Short
HS 4.1.i – Increase Healthy Food Options at Grocery and Corner Stores. Take advantage of Statewide legislation and funding (e.g. refrigeration legislation for corner markets) to provide incentives for small mini-marts and liquor stores to carry fresh produce and healthy foods. Require businesses to position healthy foods in the front of the store, and work with grocery stores to increase marketing of healthy food.

City
Monterey County Environmental
Health
Short -
Medium
HS 4.1.j – Launch a Healthy Food Campaign. Develop a youth-led healthy food campaign to discourage the consumption of processed junk food and encourage eating healthier options. Connect youth with healthy food incentives and subsidies.

City
Monterey County Environmental
Health
School Districts
Short -
Medium
HS 4.1.k – Create an Accessible Community Kitchen. Work with community partners to build a community kitchen that can incubate food businesses, host cooking and business development classes, and organize food swaps.

City
Monterey County Environmental
Health
Community groups
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
244
HS 4.1 – Promote Year-Round Access to and Consumption of Healthy Food and Beverages in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 4.1.l – Provide Nutrition and Cooking Education to Residents. Partner with non-profits, culinary schools, and local restaurants to host free classes and cooking class demonstrations that will educate residents about cooking healthy, affordable and culturally relevant food.

City
Community Based Organizations/
Non-Profits
Local restaurants
Short
HS 4.1.m – Build Healthy Eating Collaborations. Build collaborative programs between health providers, clinics, grocery stores, and schools to promote healthy eating and living. Collaborate with Farmers’ Markets to expand the number of vendors that accept WIC/CalFresh. Have vendors at the Ciclovía Salinas event promote healthy foods.

City
Monterey County Health
Department
Building Healthy Communities
Short
HS 4.1.n – Train Mobile Vendors on Safety and Regulations. Proactively train mobile vendors on regulations and security measures to minimize complaints and ensure vendor compliance with food safety regulations.

City
Monterey County Health
Department
Ongoing
245
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y
GOAL HS 5. Expand Access to Culturally Competent Medical and Mental Health Services.

HS 5.1 – Commit to a Whole Health Approach that Integrates Both Mental, Emotional and Physical Health.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 5.1.a – Provide Improved Physical Access to Local Mental Health Providers.

Employ a variety of explicit actions to better connect Alisal residents to mental health care:
• Encourage housing developers to include clinic space in projects. • Provide clear guidance and instruction to facilitate the permitting process for new mental health care businesses.
• Use City-owned facilities for health fairs, health information dissemination, and doctor and mental health consultations.
• Create a directory of local providers.
• Encourage large providers to offer expanded hours of service. • Facilitate mobile health service providers through online promotion and streamlined approval processes. Designate safe areas for mobile providers to park.

Community Hospitals
Monterey County Health
Department
Ongoing
HS 5.1.b – Expand Free Health Clinic Services. Partner with a community group and the Monterey County Health Department to increase free clinic services that offer preventative services and programs for low-income populations, including the agricultural community.

Monterey County Health
Department
Medium
HS 5.1.c – Promote Culturally Competent Health Services. In partnership with community groups and the Monterey County Health Department, conduct awareness campaigns to advertise the types of health and mental health services available to residents (especially those in multiple languages). Connect families with trauma informed care, pre-natal programs, and parenting skills classes.

Monterey County Health
Department
Community Based Organizations
Short
HS 5.1.d – Increase Mental Health Resources. Establish partnerships that help provide free or low-cost mental health resources, including referrals to existing resources at local schools or physical health clinics. Prioritize investments that support mental health resources in schools, including more child psychologists for emotional support. Increase mental health resources to undocumented residents by creating safe spaces with affordable services.

City
Monterey County Health
Department
Community Based Organizations
Short
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
246
HS 5.1 – Commit to a Whole Health Approach that Integrates Both Mental, Emotional and Physical Health.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 5.1e – Support Mental Health Oriented Specifically Towards the Alisal Community. Collaborate with the County Health Department, CSUMB, Hartnell College, and other educational institutions to:
• Support and expand the Health Careers Pathways program to strengthen the pipeline of medical and mental health professionals, allowing local students to continue their careers here.
• Establish local recruitment programs to widen the pool of available health providers.
• Accept and train more bilingual and bicultural health professionals (multiple languages).
• Support and expand the promotoras concept.
• Create fields of study in complementary/whole care approaches. • Finance student education that focuses in mental health with loan forgiveness programs.
• Offer specialties on substance abuse and intervention. • Seek out traveling and per-diem nurses who are culturally appropriate for the Alisal.

Hartnell College
Monterey County Health
Department
Cal State University - Monterey Bay
(CSUMB)
Ongoing
HS 5.1.f – Create Local Practicums. Create partnerships with local medical clinics that provide mental health professionals with an opportunity to fulfill practicum requirements in the Alisal.

Hartnell College
Local Health Clinics/ Agencies
Other college + university medical
provider programs
Residents
Ongoing -
Short
HS 5.1.g –Promote Mindfulness-Related Care. Advocate for CSUMB, Hartnell College, and other educational institutions to invest in non-Western, mindfulness programs that are culturally relevant and provide mental health benefits (such as yoga, meditation, tai-chi, breathing).

City Immediate
HS 5.1.h - Collaborate with the Monterey County Health Department on the Construction of a New Mental Health Clinic in the Alisal. Collaborate with the Monterey County Health Department to facilitate the rapid construction of a new clinic at 331 N. Sanborn to bring vital services online as soon as possible.

Monterey County Health
Department
City
Medium -
Long
247
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y
HS 5.1 – Commit to a Whole Health Approach that Integrates Both Mental, Emotional and Physical Health.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
HS 5.1.i Encourage MST to Increase Transit Access for Alisal Residents to Mental Health Services. Advocate for MST to connect Alisal residents with transit to mental health clinics by encouraging subsidized passes or other resources.

MST Short -
Medium
HS 5.1.j – Increase Sexual Education Resources. Encourage schools and youth organizations in the Alisal to increase awareness about STIs and expand access to contraception.

Local School Districts
County
City
Short -
Medium

5.1.k - Increase Culturally Competent Domestic Violence Programming and Resources in the Alisal.

Encourage service providers to increase support and training to public safety officers confronting domestic violence situations in the Alisal in an appropriate cultural context. Support programs that prevent domestic violence as well as pathways out for victims.

County
Community Based Organizations
Short -
Medium

5.1.l - Partner with Local Service Providers and County Behavioral Health Department to Increase the Number of Substance Abuse Programming in the Alisal.

Work with local service providers and the County to fund and provide substance abuse programming for the community.

County
Community Based Organizations
Short -
Medium

5.1.m - Establish a Safe Location in the Alisal for Detoxification. Work with the Salinas Police Department and health providers to create a safe place in the Alisal for detoxification of alcohol or drug users instead of sending them to jail.

Police Department
County
Short

5.1.n - Reduce Exposure to Pesticides and Mitigate Health Effects. Support programs and organizations that decrease pesticide exposure and provide education to agricultural workers and other residents. Consider how natural barriers, such as trees could reduce exposure in neighborhoods near fields.

Make pesticide use and health solutions a central part of the Environmental Justice Element of the General Plan Update.

City
Monterey County Agricultural
Commissioner
California Department of Food and
Agriculture
Growers
Californians for Pesticide Reform
Short -
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
248

7.5 EMERGING PRIORITIES
The Alisal is a strong, thriving community
that can work collaboratively to transform
neighborhoods and improve opportunities
for all. This chapter contains dozens of
important goals, policies, and actions,
most of which were communitygenerated, however they cannot all be accomplished at once. In the Spring of
2019, Steering Committee and Working
Group members engaged in discussions
and activities to prioritize the draft
policies and actions from the Community
Health and Safety chapter. Next, those
priorities were presented to the public
at the Draft Plan Open House on April
23, 2019, where Alisal residents further
prioritized the recommended policies and
actions. Based on this community-driven
process, three key Community Health
and Safety priorities emerged. Chapter
10 Implementation outlines potential
funding sources, next steps that can be
accomplished over the next 1 to 2 years.

Improve pedestrian-scale lighting in
neighborhoods, parks and streets.

Residents want to feel safe in outside
public spaces during the day and night.

Investment in sustainable, pedestrian-scale
lighting infrastructure can reduce “dark
spots” and increase residents’ feeling of
safety, leading to more activity on streets
and parks, which also promotes a safe
environment.

Focus on public safety engagement
with the Alisal community.

Continued dialogue, collaboration,
transparency, and accountability around
public safety policies and procedures are
key to building the relationship between
public safety and residents. Governing
for Racial Equity training, ongoing street
outreach, and adding a language liaison
that speaks native languages in addition to
Spanish are some of the recommendations
that would contribute to inclusion and
mutual respect.

Increase mental health resources.

While the City does not directly provide
these services, it can advocate for other
government, school, and community
partners to increase their focus on mental
health. The City can provide limited
funding to organizations through CDBG
funds and is a potential partner in seeking
grant opportunities.
249
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
7 HE ALTH AND SAFE T Y

251
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
8 Transportation &
Infrastructure
A Connected Alisal for All
The Alisal will create safe, livable, and inviting environments for pedestrians, bicyclists, motorists, and public transit users of all ages and abilities. Directing investments to improve sidewalks and bicycle facilities will increase the mobility of residents, including youth and people without cars. These investments will also contribute to the development of active and healthy commercial areas. Coordination with local transportation agencies to improve bus routes and service will make public transit a viable and appealing option.

An integrated and sustainable approach to developing our infrastructure network will mitigate the impacts of floods and droughts, enhance water quality, and increase energy efficiency, waste management, transportation, and telecommunication systems.

Additionally, upgrading aging infrastructure systems under and above ground will foster future private investment in the community.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
252

8.1 INTRODUCTION
This chapter focuses on creating healthy, safe, and sustainable transportation and infrastructure systems in East Salinas. There are opportunities to build on the walkability of the area, and existing transit ridership along major corridors, by providing sidewalk amenities and collaborating with other transportation agencies.

Goals, policies, and actions address pedestrian and cyclist safety; providing quality stormwater, sewer, internet, and lighting infrastructure; and addressing parking for residents and businesses.

This chapter draws from the East Alisal Street Corridor Plan (ACP), which as accepted as a strategic planning document by Salinas’ City Council in January of 2019. While the ACP is focused on transforming one corridor into a more complete street, many of its recommendations and best practices could also apply throughout East Salinas.

Economic Prosperity, Equity and
Diversity
Housing Opportunities for All
Healthy and Safe Community
Youth Are the Future
Collaborative, Inclusive, and
Engaged Decision-Making
Liveable and Sustainable
Community
Connectivity, Access and Mobility
A Community to Celebrate
Guiding Principle Icon Key
253
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
Goal Summary
GOAL TI 1: Design and Maintain
Safe Streets.

Transportation safety in the Alisal can
be improved through better street and
intersection design and maintenance.

Well-marked crosswalks in addition to
sidewalk connections and extensions can
make neighborhood streets safer and more
welcoming to pedestrians. Bike facilities
will allow another way for residents to get
around safely and easily. New curb and
street designs will be used to decrease
traffic speed in neighborhoods and around
schools.

Goal TI 2: Establish a Connected
and Equitable Multimodal
Transportation Network.

Matching bus schedules and routes to
community needs and creating a robust
network of bike lanes can increase transit
ridership and encourage many Alisal
residents to use alternative forms of
transportation. Encouraging carpooling
and public transportation can reduce the
number of cars on the road and provide
suitable options for residents without cars.

Goal TI 3: Provide High
Functioning Infrastructure and
Attractive Streets with Pedestrian
Amenities.

In order for the Alisal to be a safe,
healthy, and thriving community, sewers,
stormwater systems, internet services,
and other utilities must be upgraded to
serve its population now and in the future.

Green infrastructure, street furniture,
and pedestrian design are also essential
considerations for sustaining and
supporting neighborhood activity.

Goal TI 4: Improve Parking
Management for Both Residents
and Businesses.

Demand for parking is exacerbated by
the high residential density of the Alisal
and lack of controls in commercial areas.

By applying and effectively enforcing a
parking management program, availability
in commercial and residential zones can
be increased. Efforts to promote alternative
transportation can reduce parking demand
and free up parking spaces by decreasing
the amount of individual car trips.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
254
Economic Prosperity, Equity and Diversity
Quality infrastructure and beautiful streets create lively shopping experiences, position the Alisal for future investment and economic growth, and improve mobility and access to employment and educational opportunities. High-speed internet connections and fiber-optic communications are important infrastructure enhancements to help businesses meet the needs of existing and future customers.

Housing Opportunities for All
Expanding public and private transit along major corridors supports links between housing and employment centers.

Quality transit and transportation alternatives promote access to community programming, park and recreation facilities, and mitigate the need for excessive parking in residential and commercial development.

Healthy and Safe Community
Complete and well-maintained sidewalks, protected bike
facilities and paths, and traffic calming measures reduce crashes and promote healthy activities. Creating an environment that encourages residents to walk and bicycle to access daily needs, including recreational opportunities, health services, and healthy food, is a key step to supporting a healthy lifestyle.

Youth are the Future
The Alisal has a higher proportion of children and young families than the rest of Salinas. Most are too young to drive, and may not have access to a vehicle, so alternative transportation options are key to mobility and independence for youth. Affordable, convenient, efficient and safe alternative modes help youth access educational and recreational programming and opportunities that improve their well-being.

Guiding Principles Connection
255
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
The City is committed to transparent communication and
engagement in all phases of street and infrastructure planning, design and construction. Education will help the community understand the rationale for safety and infrastructure
improvements. Construction can be disruptive to small businesses and everyday life, so it is crucial that the City’s communication is timely, consistent, and clear at every stage of the process.

Livable and Sustainable Community
Using public transit, instead of driving alone, reduces carbon emissions. Incorporating green infrastructure into our sidewalks and stormwater management systems also improves water quality, the food we eat, and incorporates nature and green space into the community. A livable and sustainable community also integrates green infrastructure to improve the pedestrian experience and exposure to nature in the Alisal.

Connectivity, Access and Mobility
Improving connectivity, access, and mobility for the Alisal means creating access to equitable, safe, and efficient transportation, regardless of mode choice. A well connected and integrated network of streets, sidewalks, transit routes, and transportation corridors is important to ensuring that residents have multiple means of accessing their daily needs.

A Community to Celebrate
The Alisal’s streets host important community celebrations, such as El Grito and Ciclovía Salinas. Each year these events close a large portion of East Alisal Street to vehicular traffic, as residents from the Alisal and beyond come together to share their culture and heritage. Promoting more of these type of events supports the street as a place for people and not just cars.

Collaborative, Inclusive and Engaged Decision-Making
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
256

8.2 COMMUNITY ASSETS & CHALLENGES
Assets
High levels of pedestrian activity.

Commercial activity on the Alisal’s major
corridors, including East Alisal Street,
East Market Street, Sanborn Road and
Williams Road, contributes to a vibrant
street environment. Residential streets to
the north and south of East Alisal Street
connect to schools, neighborhood parks,
and secondary commercial corridors.

Additionally, the Alisal’s mostly flat
topography and mild weather provide for
walkability and appealing bike connections.

High transit ridership. The Alisal has high
rates of transit use in the city, including the
Monterey-Salinas Transit bus route with
highest ridership in Salinas. Most transit
service is concentrated on East Alisal Street,
East Market Street, and North Sanborn
Road, and connects to local Salinas
destinations. Routes 41, 47, and 48 provide
direct service along East Alisal Street,
arriving every 30 to 90 minutes. Route 45
along North Sanborn Road and East Market
Street buses arrive every 15 minutes during
weekday commute hours.

Informal transit provides access to
agricultural employment for many
Alisal residents. Over 50 percent of
Alisal residents work in the agriculture
industry, far more than any other industry.

Agricultural jobs are spread out on
farms throughout the region and gas is
expensive. Many agricultural workers in the
Alisal often rely on private transportation
services, including buses, vans, or rides
provided by labor contractors, to fill gaps in
the transit network.

Recent infrastructure and street
investments. Recent investments have
already improved street design throughout
the neighborhood, and more projects are in
development. For instance, the East Market
Safe Routes to School Project between Towt
and Eucalyptus Streets reallocated the right
of way to accommodate two vehicle lanes
and bicycle lanes in both directions and
includes improvements at intersections.

There is another Safe Routes to School
project in the planning stages looking at
Pedestrians on East Alisal Street.

A bus picks up a passenger by the Cesar Chavez
Library.
257
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
the area around Bardin Elementary and
Hartnell’s East Campus at East Alisal Street
and Bardin Road. The City also added bike
lanes on John Street from Wood Street
to East Alisal Street and recently received
funds to make safety improvements at
Sanborn Road, between East Alisal Street
and Freedom Parkway. These updates,
which seek to reduce fatalities and serious
injuries on public roads, includes signals
that track tra£c in real time to adjust
timing and protected left turn signals at
several intersections.

There is also a Williams Road Improvement
Project, designs for which include curb
bulb-outs, pedestrian refuge islands, and
a raised median, in addition to putting
utilities underground.

E AST ALISAL STREE T

CORRIDOR PL AN
(ACP)
The ACP is a roadmap to future
improvements and investments in East
Alisal Street. Developed at the same
time as the broader Alisal Vibrancy
Plan, it was accepted as a strategic
planning document by the Salinas City
Council in January of 2019. The ACP
calls for an East Alisal Street that is safe
and usable by pedestrians, bicyclists,
transit riders, and automobiles. Its
principal recommendations and best
practices are woven into this Chapter,
and the entire ACP can be found in
the online appendices on the City’s
webpage, https://bit.ly/2kf0PcA. The recent Safe Routes to School project on East Market Street added tra˜c calming elements, bike lanes, and high-visibility crosswalks.

ACP pop-up activity.

This concept for a Safe Routes to School project
adjacent to Bardin Elementary includes roundabouts
and a dedicated dropo™ zone.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
258
Many pedestrian crossings lack high-visibility
markings.

Number of severe injuries
involving bicyclist and
pedestrians from 2011-2016
23 Challenges
Street design is vehicle-oriented. Gaps
in the pedestrian and bicycle network
make it difficult to encourage active
transportation choices. Large parking
lots, wide intersections, and many other
barriers to walking, biking, and taking
transit often make driving the most
appealing option. The streets in the Alisal
are wide, intersection designs encourage
fast turns, and most intersections do not
have marked crosswalks or pedestrian
signals. Additionally, many blocks in
the commercial core include several
driveways within a few hundred feet.

The combination of all these elements
reinforces the dominance of cars and
creates uninviting walking conditions,
especially at street and driveway crossings.

Sidewalks are narrow or interrupted
by driveways and utility poles. While
most sidewalks in the Alisal are in good
condition, many are not wide enough to
accommodate existing pedestrian volumes
and activity. Sidewalks in commercial
areas, such as East Alisal Street, are typically
wider than those on residential streets, but
in these locations, light posts, utility poles,
occasional trees, and street signs reduce
the useable space, so the continuous
pedestrian pathway is much narrower
than the total sidewalk width. Along with
frequent driveways and slopes at curb cuts,
these sidewalk interruptions require people
to walk single file, and make walking
with a stroller and/or young children
especially difficult. In locations with the
highest pedestrian volumes, food trucks
and mobile vendors present additional
constraints, where queues often block the
already narrow path of travel on sidewalks,
and sometimes even spill over to block
driveways.

Pedestrian crossing distances are long
and expose pedestrians to vehicle traffic.

In cases where there are multiple vehicle
lanes in each direction, or where the large
curb radius is designed for fast right turns,
pedestrians must travel long distances
across the vehicle right-of-way. The more
time a person spends in the vehicle rightSidewalks in commercial areas are frequently interrupted by long driveways .
259
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
of-way, the greater their risk of injury by
vehicle collision. For example, East Alisal
Street is 80 feet wide with six lanes at North
Sanborn Road, while North Sanborn Road
at Garner Avenue is 70 feet wide with
five lanes. Most neighborhood connector
streets are 40 feet wide with wide travel
lanes and parking on both sides.

Many intersections do not have marked
crosswalks or pedestrian signals. From
the commercial core of East Alisal Street
to smaller residential streets, there are
intersections throughout the Alisal that
are only partially marked with crosswalks,
poorly maintained crosswalk markings
that are faded and no longer clearly visible,
or no marked crosswalks at all. Marked
crosswalks provide important pedestrian
network connectivity between sidewalks,
and alert drivers to the potential presence
of pedestrians. Signals provide countdown
timers and reinforce the pedestrian right of
way to drivers.

Missing pedestrian amenities. Most streets
are missing pedestrian amenities, such
as street trees, benches, trashcans, etc.

Even in the commercial core, along East
Alisal street, trees are sparse, benches are
present only at a few bus stops, and public
trashcans do not exist. Without shelter
from trees and comfortable places to rest,
walking and waiting for transit connections
is not a comfortable experience.

Additionally, without public trashcans,
trash piles up in gutters and contributes
to an uninviting and vehicle-dominated
environment.

Bicycle facilities are scattered and
disconnected. There are few dedicated
bicycle lanes in the Alisal, and many bicycle
routes do not provide physical separation
from vehicle traffic.

There are few dedicated bike lanes in the Alisal.

Parking is very constrained on both
residential and commercial streets.

On-street parking in the Alisal is virtually
unregulated, with few time restrictions or
fees. This encourages drivers to park for
long periods, even in the highest demand
commercial core areas, where employees
or commuters can occupy the most
valuable parking spaces throughout the
day. This is a challenge for customers and
visitors, who are often forced to search
for other parking options. There is also no
residential permit program in place in the
Alisal. Because housing costs often force
multiple families to live together in single
house or unit, there is a greater demand for
parking. This results in a constrained onstreet, which best serves the people who are able to secure a parking space first and
stay the longest.

Even during the day it can be challenging to find
neighborhood parking.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
260

8.3 GOALS & POLICIES
The content within each of the Alisal Vibrancy Plan’s topic chapters was developed through an intensive community process. Each topic was explored in depth by a Working Group of residents and stakeholders, presented at a series of public open houses, and then vetted and refined by an overall Steering Committee into a series of priority items. These results and the related Steering Committee discussions then evolved into the Goals, Policies and Actions found in this Transportation and Infrastructure chapter.

This section contains two parts. Immediately below is a narrative describing each of the Transportation and Infrastructure goals and policies – providing context, rationale, and framing for why certain policies or programs are important. The matrix that follows the narrative includes actions necessary to implement the Goals and Policies along with other, more detailed recommendations including the responsible entity or organization and the timeframe.

Goal TI 1. Design and Maintain
Safe Streets.

Vehicle collisions have occurred at most
intersections throughout the Alisal,
including large signalized intersections on
primary corridors and smaller intersections
on residential connector streets. Between
2011 and 2016, there were five fatalities and
23 severe injuries involving people walking
and bicycling in the Alisal. The same
conditions that make the largest arterial
intersections challenging for drivers – such
as wide lanes, large curb radii, faded or
missing lane markings – also present safety
concerns for people walking and bicycling.

The condition of streets poses safety threats
and creates an environment that is both
intimidating and dangerous for families.

In order to make Alisal streets safer,
investment in pedestrian safety measures,
pedestrian scale lighting, and dedicated
bicycle facilities is necessary. Finally, the
developing traffic calming strategies to
reduce vehicle speeds in the Alisal is also
critical.

TI 1.1 – Improve Pedestrian Safety at
Crosswalks, Intersections, and Key
Crossing Points.

When streets are built for fast-moving
vehicles, people do not feel safe or
comfortable walking, and cannot access
their destinations by foot. Shorter crossing
distances, better pedestrian visibility,
and more pedestrian-scale design is
necessary to support an inviting walking
environment, and to provide residents
with the connections they need to move
comfortably through the neighborhood.

Development of more bulb-outs, sidewalk
extensions, and vertical traffic calming
elements, such as raised intersections
and crosswalks, especially at unsignalized
intersections would improve pedestrian
safety. These elements can work on
residential streets and commercial
corridors alike. Specific dimensions and
vertical elements should be designed to
balance the needs of traffic patterns, and
transit and emergency response vehicles.

Examples of pedestrian-scale lighting.
261
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
1 COMMUNITY VISION & INTRODUCTION
TI 1.2 – Improve Pedestrian Safety on
Sidewalks and Neighborhood Streets.

Pedestrian and bicycle collisions with
vehicles occur throughout the Alisal
neighborhood (see figures 8.1 and 8.2),
including residential streets, and many
sidewalks require repair. Better visibility,
continuous sidewalk networks in good
condition, and greater awareness about
yielding and safe driving are essential
to maintain safe neighborhood streets.

Particularly on arterial streets with a lot
of businesses, pedestrians experience
frequent interruption on the sidewalk
from traffic entering and exiting the high
volume of curb cuts. Strategies from the
East Alisal Street Corridor Plan to improve
safety and comfortable walking should be
prioritized. Decreasing the number of curb
cuts, and adding pedestrian-scale lighting
in the commercial core of East Alisal Street
and Market Street to improve visibility for
pedestrians at night are critical to creating a
safer walking environment.

TI 1.3 – Improve Bicyclist Safety.

The bicycle network in the Alisal is mostly
made up of streets shared with drivers
and very few streets in the Alisal have
designated bike lanes. During community
workshops, residents noted that they
want to bike to neighborhood parks but
would not allow their children to ride in
the street because of traffic speeds and
dangerous driving. Dedicated bike facilities
that are designed to provide safety and
comfort for all skill levels will encourage
more people to bike within the Alisal and
beyond. To improve bicycle comfort and
provide direct bike access on the East Alisal
Street corridor, the Alisal Corridor Plan
calls for a variety of bike lanes, including
a parking protected bike lane, separated
paths connecting the commercial core,
and a buffered bike lane. Connected
bicycle networks and greater awareness,
through education, about yielding and
safe driving are essential to maintain safe
neighborhood streets.

TI 1.4 – Reduce Vehicle Traffic
Speeds, Especially in Residential
Neighborhoods and Around Schools.

Roadways throughout the Alisal have wide
intersections, vehicle lanes, and curb radii
at the corners, both in the commercial core
and residential areas. This vehicle-centered
design encourages drivers to turn at higher
speeds – and combined with long crossing
distances for pedestrians – increases the
potential for more pedestrian-vehicle
collisions. Traffic calming strategies in
residential areas and around schools will
make the streets more comfortable and
inviting for pedestrians of all ages. Street
design improvements may include smaller
curb radii, narrower vehicle lanes, and
pedestrian-oriented intersections. These
improvements will encourage drivers
to travel at slower speeds, while calling
attention to pedestrians on sidewalks and
crossing streets.

Sidewalk extensions also help calm traffic and provide
room for additional pedestrian amenities.

Protected bike lanes put physical barriers between cars and cyclists.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
262
Figure 8.1 Pedestrian Collisions in the Alisal
263
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
1 COMMUNITY VISION & INTRODUCTION
Figure 8.2 Bicycle Collisions in the Alisal
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
264

COMPLE TE

STREE T S AND ACP

RECOMMENDATIONS
Complete Streets are streets for everyone.

They are designed for safe access for all
users, including pedestrians, bicyclists,
motorists, and transit riders of all ages
and abilities. Every complete street looks
different and may prioritize some modes
over others, based on context, community
needs and preferences.

Figure 8.3 from the ACP shows how East
Alisal Street could be enhanced with safety
features such as protected bike lanes and
curb extensions, adding amenities such as
street trees, all while maintaining a similar
amount of on-street parking. Funding
for detailed design and construction of
East Alisal Street improvements should
be sought through California Active
Transportation Program (ATP) grants.

Existing East Alisal Street configuration between 101 and Sanborn Road.

Conceptual reconfiguration of East Alisal Street between 101 and Sanborn Road. 265
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
´ DRAFT PREFERRED ALTERNATIVE New improvements ´ Existing Sidewalk Extent Number of parking spaces on south side of East
Alisal Street between Wood Street and Pearl Street:

Existing = 10
Proposed = 9
Number of parking spaces on north side of East
Alisal Street between Wood Street and Pearl Street:

Existing = 12
Proposed = 18
Existing
driveway (typ.)
Expanded
sidewalk
New bus stop on far
side of intersection
Removal of existing
driveway to increase
parking supply
New curb extensions
(typ.) to improve
safety for pedestrians
New high-visibity
crosswalks (typ.) to
increase visibility of
crossing pedestrians
´
New back-in angled parking lane on
north side of East Alisal Street to
increase parking supply
Relocated parking lane to
provide protection to bicyclists
from moving trac
New street trees and
landscaping (typ.) to
enhance aesthetics of
the street
New mid-block crossing with
curb ramps for bikes to shorten
crossing distance for pedestrians
and allow bike travel
New bus stop on far
side of intersection
New parking-protected buered
bike lane (typ.) with narrow
vertical barriers to improve safety
for bicyclists
New parking-protected buered
bike Lane (typ.) with striped buer
to improve safety for bicyclists
Curb to Curb Dimensions Across E. Alisal Street
Protected Bike Lane 7' wide (6' bike lane, 1' vehicle bu er)
Back-in Angled Parking (45 deg.) 17'-6" wide
Vehicle Travel Lane 11'
Center Turn Lane 10'
Vehicle Travel Lane 11'
Parallel Vehicle Parking 7'
Protected Bike Lane 9' (6' bike lane, 3' vehicle bu
er)
Additional Sidewalk Width
(only on one side of the street)
3'-6"
Total Width 76'
´ DRAFT PREF
New improvements ´ Existing Sidewalk Extent
Number of parking spaces on south side of East
Alisal Street between Wood Street and Pearl Street:

Existing = 10
Proposed = 9
Alisal Street b
Existing = 12
Proposed = 18
Existing
driveway (typ.)
Expanded
sidewalk
New bus stop on far
side of intersection
Removal of existing
driveway to increase
parking supply
´
New back-in angled parking lane on
north side of East Alisal Street to
increase parking supply
Relocated parking lane to
provide protection to bicyclists
from moving trac
New street trees and
landscaping (typ.) to
enhance aesthetics of
the street
New mid-block crossing with
curb ramps for bikes to shorten
crossing distance for pedestrians
and allow bike travel
New bus stop on far
side of intersection
New parking-protected buered
bike lane (typ.) with narrow
vertical barriers to improve safety
for bicyclists
New parking-protected buered
bike Lane (typ.) with striped buer
to improve safety for bicyclists
Curb to Curb Dimensions Across E. Alisal Street
Figure 8.3 Conceptual East Alisal Street Improvements
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
266
GOAL TI 2. Establish a
Connected and Equitable
Multimodal Transportation
Network.

Gaps in the network of bike paths and
designated bike lanes can discourage
all but the most fearless from bicycling,
especially where there are missing links
between important destinations such as
schools, parks, commercial corridors, and
downtown Salinas. The bicycle network
coverage in the Alisal is limited and very
few streets in the Alisal have designated
bike lanes. Additional challenges include
public bus service that is not frequent
enough and routes with limited coverage,
thus, residents face a transit gap. To
address these challenges, the community
needs to advocate for more transit focus
and resources, connected and safe bicycle
routes, and other expanded mobility
choices for getting around without a car.

Providing convenient and comfortable
transportation options also helps improve
traffic congestion and decreases carbon
emissions by reducing the number of cars
on the road.

TI 2.1 – Expand Choices for Getting
Around Without a Car to Meet the
Needs of Alisal Residents.

Despite the presence of some of MontereySalinas Transit’s (MST) most used Salinas bus routes, only about 1% of Alisal residents
take public transportation to work, which
is comparable to public transit usage
in Salinas overall (0.5%). Transit use
in the Alisal and Salinas is lower than
that of Monterey County overall, where
approximately 2% of residents take public
transportation to work. Alisal residents
need better options to commute and
make local trips without a car. The low
transit ridership rates indicates that local
bus service does not meet user needs for
commutes. Part of the challenge here is
due to the high employment numbers in
agriculture. This often means residents
must travel to different farm fields outside
of Salinas, which are difficult to serve with
the model of local transit. To address this
gap, transit options and amenities should
be improved, with support from, MST,
the City, the Transportation Authority
for Monterey County (TAMC), and other
agencies. Advocacy is necessary to
ensure these agencies devote more focus
and resources to transit in the Alisal.

Additionally, these agencies will need to
collaborate on strategies to promote car
sharing models, including identifying new
designated pick-up/drop-off spaces and
carpool-supportive programs that meet
the existing needs of the community. They
should also work together with agriculture
and labor companies to create transit
options that meets workforce needs. Future
designs of major corridors, such as East
Alisal Street, should accommodate service
upgrades, such as signal prioritization
and Bus Rapid Transit (BRT). BRT is faster
and more convenient than traditional bus
service thanks to features such as dedicated
lanes and paying before boarding.

TI 2.2 – Expand the Network
of Bicycle Facilities to Create
Connected Routes Throughout the
Neighborhood and Connect to Other
Parts of Salinas.

A continuous network of bicycle facilities
allows each bike lane or path segment to
function as part of a connected whole,
linking destinations to key routes, and
making trips by bicycle a more appealing
and practical option for people of all ages
and skill levels. When people feel confident
that they can travel on a comfortable
route from start to end, there is incentive
to shift modes, take more vehicle trips
267
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
Figure 8.4 Current Bicycle Network
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
268
ož the streets, and adopt the ažordable
and healthy option of traveling by bike.

To promote bicycle use, high comfort
bicycle facilities are essential, especially
for families, who will often only consider
traveling by bike if they can stay on paths
that are low-speed, low-volume, and safe
for children and adults alike. Finally, the
City needs to implement the Alisal Corridor
Plan, which calls for bike lanes on East
Alisal Street that would connect to planned
bike lanes on West Alisal Street, and provide
direct east/west bike access through the
heart of the Alisal and Salinas.

TI 2.3 – Incorporate Bike Paths Into
the Local Bicycle and Pedestrian
Plans.

Trails are the most comfortable type of
bicycle facility for people of all skill levels,
as they provide the greatest degree of
separation from vehicle tra£c. A network
of trails in the Alisal will not only expand
the local recreational infrastructure, it will
connect people to parks and open spaces.

This is also an opportunity to promote
practical, non-recreational trips, where
people can build confidence in their biking
skills, teach children how to bike in a safe
setting, and avoid interacting with vehicles.

To coordinate these ežorts, the City will
need work with Alisal residents to prioritize
bicycle and pedestrian trails improvements
identified in the Alisal
LANE
BIKE
Class I - O-Street Multi-Use Path Class II - On-Street Bicycle Lane Class III - On-Street Bicycle Route Class I
Bike Path
LANE
BIKE
Class I - O-Street Multi-Use Path Class II - On-Street Bicycle Lane Class III - On-Street Bicycle Route Class II
Bike Lane
LANE
BIKE
Multi-Use Path Class II - On-Street Bicycle Lane Class III - On-Street Bicycle Route Class III
Shared Bike
Route
Bike lane types.

BIKE L ANE S IN THE
ALISAL
There are three types of bike lanes in
the Alisal:

Class I bike paths (completely
separated right of way for exclusive
use of people bicycling and walking)
are present only in Cesar Chavez
Community Park and Natividad Creek
Park;
Class II bike lanes (striped lanes for
one-way bike travel on a street) are
present on a few segments of East
Alisal Street and Williams Road; and
Class III (designated bicycle routes
for bicyclists and drivers to share the
street) and present throughout the
Alisal. Class III routes are often marked
with signs, which may raise drivers’
awareness of people riding bikes.

However, these routes do not provide a
designated right-of-way and are often
not comfortable or inviting for bicyclists
of all skill levels and ages, unless they
are on low volume, low speed streets.
269
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
GOAL TI 3. Provide High
Functioning Infrastructure
and Attractive Streets with
Pedestrian Amenities.

Much of the infrastructure and its poor
quality in the Alisal is a legacy of its early
development, prior to annexation into
the City of Salinas. A lack of investment, a
history of relaxed development standards
in unincorporated Monterey County, and
patterns of discrimination left the Alisal
with sub-par sewer and underground
systems, an inconsistent network of
sidewalks, and a lack of street trees. For
example, many sidewalks on residential
streets in the Alisal are not wide enough to
accommodate side-by-side travel or able to
provide passing space for a person pushing
a stroller. To improve infrastructure
and streets in the Alisal, the City needs
to ensure that local streets match and
support the level of activity and status of
the Alisal as a cultural center. A vibrant,
pedestrian oriented neighborhood requires
infrastructure that is built for pedestrians,
attractive amenities to make community
streets comfortable, and coordinated
investments.

TI 3.1 – Improve Above and Below
Ground Infrastructure in the Alisal.

Upgrading legacy underground
infrastructure is vital for residents
and businesses in the Alisal to receive
high-quality sewer and stormwater
services that protect health and property,
especially when planning for increases
in development. Businesses and students
struggle with current slow internet
speeds. Providing modern internet
connections facilitates easier access
to telecommunication, education, and
economic growth. It is critical to work
with utility providers to improve internet
service now and to build the infrastructure
to support future capacity. Given that
infrastructure construction is a lengthy
process that disrupts daily life, the City
recognizes the importance of actively
coordinating with other providers and
street projects, aiming to “dig once” to
complete multiple upgrades at the same
time.

Other opportunities also exist to reallocate
space for pedestrian amenities and
incorporate public space in new street
design. One example of this is underway
with the Williams Road Improvement
Project, which was initiated when Pacific
Gas and Electric (PGE) approached the City
about undergrounding its utilities along
Williams Road, from East Alisal Street to
Grandhaven Street. The City coordinated
street and utility improvements and
incorporated a design (see drawing below
and Figure 8.5) informed by resident
priorities identified in a community
engagement process.

Section drawing showing potential improvements to Williams Road.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
270
TI 3.2 – Make Sidewalks More Inviting
for Pedestrians.

Places with inviting sidewalks generate
more pedestrian activity and add to the
local vibrancy, while also making the
streets feel safer and more secure for
people passing through. Wide sidewalks
that can accommodate steady pedestrian
volumes, street furniture, amenities for
local businesses, and green infrastructure
reinforce the human scale of the
neighborhood, encourage more walking
and local economic activity, and support
the residents who already walk throughout
the neighborhood with their families.

To achieve this, the City will focus on
improving the pedestrian experience and
ensure consistency with Alisal Corridor
Plan recommendations, which call for
more greenspace, sidewalk furniture and
pedestrian-friendly urban design elements.

Figure 8.5 Potential Williams Road Improvements
271
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
TI 3.3 – Build Infrastructure Systems
that Advance Sustainability.

Incorporating green technology and
renewable energy into our infrastructure
systems will make the Alisal more
sustainable and protect the health of people
and the environment. Examples include
developing a robust urban tree canopy
and green infrastructure to improve air
and water quality, using energy efficient
streetlights (see HS 1.1.e), and transitioning
public facilities to solar or other power
alternatives. A strong urban canopy of
street trees offers shade and a sense of
protective enclosure on pedestrian streets
while capturing carbon emissions. Trees
and other green infrastructure elements
(see photos and sidebar) can also provide
natural spaces in areas where local
residents do not have easy access to parks.

The City has started converting streetlights
to LED in the Alisal and should continue
this retrofitting. Renovating, rebuilding, or
constructing new public facilities provides
opportunities to use green building
techniques and renewable energy sources
to decrease their environmental footprint
while providing improved services for the
Alisal community.

GREEN

INFRASTRUCTURE
Green infrastructure is a cost-effective,
resilient approach to managing wet
weather impacts. Conventional piped
drainage and water treatment systems
(gray infrastructure) is designed to move
urban stormwater away from the built
environment, green infrastructure reduces
and treats stormwater at its source while
delivering environmental, social, and
economic benefits.

Stormwater runoff is a major cause of
water pollution in developed areas. Runoff
carries trash, bacteria, heavy metals, and
pollutants from the urban landscape into
our water supplies.

With green infrastructure, the water is
absorbed and filtered by soil and plants.

Stormwater runoff is cleaner and less
of a problem. Elements such as planter
boxes and bioswales create more visually
appealing streets and add trees and
green space to neighborhoods while
protecting the environment.

SOURCE: US EPA. “What is Green
Infrastructure?” https://www.epa.gov/
green-infrastructure/what-greeninfrastructure
Bioswales in curb extensions are another example of
green infrastructure.

Filtration planter boxes with street trees help treat
runoff.

Trees, landscaping, and street furniture improve the
pedestrian experience.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
272
TI 4.1 – Improve Parking Availability
for Residents.

Due to the very high residential density in
the Alisal, there are many multi-family and
multi-car households, creating significant
parking constraints in residential areas.

There is currently no residential parking
permit program in the Alisal. On-street
parking may be further constrained by
a lack of enforcement and extended
visitors parking during the day. To address
this gap, the City could create a parking
management program, coupled with better
alternatives to driving alone, in order to
support better parking availability and
eventual reduction in car dependency for
residents in the Alisal. Because permitting,
ticketing, and towing fees can have
a significant negative impact in lowincome communities, the decision to create this kind of program should involve
close collaboration and discussion with
residents, with implementation focused on
education before punitive actions.

TI 4.2 – Improve Parking Availability
for Customers at Local Businesses.

Parking options in the commercial core
of the Alisal includes commercial parking
lots, perpendicular off-street parking, and
parallel on-street parking. While parking is
readily available to early arrivers, employees
or commuters that remain parked for
hours at a time negatively impact potential
customers. This contributes to a sense of
parking scarcity, despite the large supply
of both on- and off-street parking in the
commercial core. In order to address
this issue, the City will need to create
strategies to ensure that parking is more
readily available when and where people
need it. Additionally, the City will conduct
a parking study to identify additional
opportunities to reduce parking demand.

Strategies may include consolidating park
and ride areas, preserving on street parking,
adding and enforcing time restrictions
to increase spot turnover and availability,
and implementing demand-based pricing
incentives.

GOAL TI 4. Improve Parking
Management for Both
Residents and Businesses.

There is a significant amount of both onstreet and off-street parking in the Alisal.

However, off-street parking is concentrated
in commercial areas, such as along the
East Alisal corridor, while residential streets
include much of the on-street parking.

While many houses have driveways wide
enough for three or more vehicles, or
other off-street paved areas for storing
vehicles, many Alisal residents and workers
experience a parking shortage. This is
especially an issue in commercial areas
and areas with multi-family housing,
where high residential densities lead to
greater parking demands. As parking in
the Alisal is not restricted, drivers park for
long periods, even in the highest demand
areas. To address this issue, the City will
need to implement a parking management
program that regulates availability in
commercial and residential areas of the
Alisal.
273
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE

8.4 TRANSPORTATION & INFRASTRUCTURE

IMPLEMENTATION MATRIX
GOAL TI 1. Design and Maintain Safe Streets.

TI 1.1 – Improve Pedestrian Safety at Crosswalks, Intersections, and Key Crossing Points.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 1.1.a – Reduce Crossing Distances. Install bulb-outs and pedestrian refuges at appropriate intersections.

Work with residents to help identify high-priority improvements. Ensure improvements are compatible with the necessary turning requirements for safety and transit vehicles.

City
Community Groups
Medium -
Long
TI 1.1.b – Improve Pedestrian Visibility at Intersections. Update busy crosswalks with high visibility markings and pedestrian-scale lighting. Continue to add flashing warning sign systems to key unsignalized crosswalks on East Market and Sanborn Road, and at the intersection of Towt Street and East Alisal Street, according to the City crosswalk policy.

City
Local Businesses
ongoing
TI 1.1.c – Provide Pedestrian-Oriented Signals. Update signal timing at intersections to accommodate pedestrians and include countdown signals.

City Short -
Medium
TI 1.1.d – Design for Better Driver Yielding Behavior and Traffic Calming. Install more bulb-outs, sidewalk extensions. In residential areas add vertical traffic calming elements such as raised intersections and raised crosswalks, especially at unsignalized intersections. Consider bulb-outs at the intersection of East Alisal Street and Sanborn Road.

City Short - Long
TI 1.1.e – Provide More Frequent Signalized Crossings and Evaluate Midblock Crossings in High Demand Locations. Implement more frequent controlled crossings at existing intersections and identify locations where midblock crossings would provide important links for the pedestrian network. Build infrastructure to maximize pedestrian visibility and driver yielding, including bulbouts, and vertical design details such as raised crosswalks where appropriate.

City Medium -
Long
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
274
TI 1.2 – Improve Pedestrian Safety on Sidewalks and Neighborhood Streets.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 1.2.a – Improve Pedestrian Visibility and Lighting on Neighborhood and Commercial Streets. Install pedestrian-scale lighting on commercial streets, such as East Market, Sanborn, East Alisal, Williams, and Towt to illuminate sidewalks, and at intersections on residential streets so pedestrians can cross streets in lighted areas.

Use solar power for new lighting to improve efficient energy use.

City Medium -
Long
TI 1.2.b – Complete Sidewalk Network and Keep Sidewalks in Good Repair. Prioritize repairs and new sidewalks where they are missing. Specifically, complete the Laurel sidewalk extension, and replace the missing sidewalk on Sanborn.

Prioritize immediate repairs in areas with a lot of pedestrian traffic and create a long-term repair and maintenance plan.

City
The California Endowment (TCE)
(for the Laurel sidewalk extension)
Private Property Owners
Short -
Medium
TI 1.2.c – Educate Drivers on Pedestrian Safety. Create outreach resources that provide education to drivers about pedestrian safety and rules of the road.

City Medium
TI 1.2.d – Reduce the Number of Driveway Entrances. Particularly along arterial streets, update ordinances to require fewer driveway entrances and encourage existing developments to consolidate curb cuts when possible.

City
Property/Business Owners
Medium
TI 1.3 – Improve Bicyclist Safety.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 1.3.a – Prioritize Protected or Separated bikeways, Paths Shared with Pedestrians, and Buffered Bike Lanes. Expand the bicycle network with facilities that minimize exposure to vehicle traffic with physical separation on streets that have high volumes and a significant speed differential between cars and bikes. Only use shared space on streets with very low speeds and low vehicle volumes, where people driving will be traveling at nearly the same speed as people riding bikes.

City Short - Long
TI 1.3.b – Educate Both Drivers and Bicyclists About Safe Behavior and Road Rules.

Ensure that all users of the road understand traffic rules, and positioning and yielding requirements, especially for using new street design elements such as parking protected bike lanes, neighborhood traffic circles, and shared lanes.

Salinas Union High School District
Police Department
Short -
Medium
275
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
TI 1.4 – Reduce Vehicle Traffic Speeds, Especially in Residential Neighborhoods and Around Schools.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 1.4.a – Design Street Improvements to Encourage Safe Vehicle Speeds and Calm Tra›c. Use vertical and horizontal design elements where appropriate to calm vehicle traffic and reduce the design speed of the street. This includes narrower lanes, tighter turning radii, traffic circles at neighborhood street intersections, speed humps, raised crosswalks and raised intersections.

City Short - Long
TI 1.4.b – Educate All Users About New Tra›c Infrastructure and Associated Enforcement. Work with the County, school districts, and others to implement Safer Routes to Schools projects and expand traffic safety education at more Alisal schools. Introduce driving for bicycle safety in driver training/driver education curriculum at local high schools. Include an education campaign when constructing street improvement projects with new elements, including roundabouts.

Salinas Union High School District
County Safe Routes to School
program
Short -
Medium
TI 1.4.c – Enforce Tra›c Safety Regulations and Driver Yielding to People Walking and Bicycling. Allocate more resources for enforcement. Consider automated ticketing and enforcement cameras at intersections for violations as allowed under California state law. Expand school crossing guard program at Alisal schools.

Police Department
Transportation Agency for Monterey
County (TAMC) or other crossing
guard funding agency
Short -
Medium
TI 1.4.d – Ensure Traffic and Fire Lanes are Properly Marked. Maintain visible stripe markings of traffic and fire lanes, as well as crosswalks, to improve vehicular and pedestrian safety.

City Ongoing
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
276
TI 2.1 – Expand Choices for Getting Around Without a Car to Meet the Needs of Alisal Residents.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 2.1.a – Update Routes, Schedules, and Facilities to Make Bus Transit Work for More Residents. Work with MST to identify primary challenges for current and potential transit riders, improve bus routes and schedules, increase the frequency of buses, add stops where appropriate, and lower riding costs with programs such as student discounts. Add shelters, seating, and lights to stops where possible. Explore the potential for Bus Rapid Transit along East Alisal Street.

Monterey-Salinas Transit (MST)
City
Short - Long
TI 2.1.b – Support Transit and Land Use Alignment in Long-Range Plans. Support MST planning efforts and encourage alignment with the City of Salinas General Plan Update. Advocate for more transit resources dedicated to the Alisal.

City
MST
Transportation Agency for Monterey
County (TAMC)
Community Based Organizations
TI 2.1.c – Promote A”ordable and Accessible Carpool/Rideshare Programs to the Alisal Community. Work with the Transportation Agency for Monterey County (TAMC), other agencies, and private companies to explore opportunities to establish and frequently promote carpool and rideshare programs such as RideAmigos. Ensure these programs are accessible and usable by the Alisal community, addressing potential cost barriers. These programs should maximize vehicle capacity and focus on addressing gaps in the transit network to make taking transit and getting around without a personal vehicle a more attractive option for Alisal residents. Work with riders to see how apps can be updated to more closely meet the needs of the local population.

TAMC
City
Ongoing
TI 2.1.d – Dedicate Curb Space for Rideshare and On Demand Transportation. In commercial areas, consider designating some curb space for safe access to transportation network companies (Lyft, Uber, etc.) and carpool services.

City Short -
Medium
TI 2.1.e – Identify Opportunities to Provide Public Transit to Farmworker Employment Locations or Encourage Private Buses and Shuttles to Use Existing Bus Stops. Work with MST and farm employers to overcome barriers to providing public transit connections to rural/farm employment locations. Update transit operations schedules to address early morning commute needs.

MST
City
Local Agricultural Employers and
Bus Operators
Short -
Medium
GOAL TI 2. Establish a Connected and Equitable Multimodal Transportation Network.
277
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
TI 2.1 – Expand Choices for Getting Around Without A Car to Meet the Needs of Alisal Residents.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 2.1.f – Implement Complete Streets Improvements. Adopt Complete Street improvements outlined in this chapter and the Alisal Corridor Plan that promote public safety.

City Ongoing
TI 2.1.g – Collaborate on Grants to Fund Complete Street Improvements. Collaborate with other public agencies to apply for Active Transportation Program (ATP) and other relevant grants that promote public safety and align with recommendations in the Corridor and Vibrancy Plans.

City
TAMC
MST
Ongoing
TI 2.1.h – Encourage Active Transportation. Expand programs such as walk/ bike to school day. Invest in pedestrian and bicycle facilities that offer safe recreational opportunities while improving access to youth programming facilities.

City
School Districts
TAMC
Ongoing
TI 2.2 – Expand the Network of Bicycle Facilities to Create Connected Routes Throughout the Neighborhood and Connect to Other Parts of Salinas.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 2.2.a – Create a Network of Dedicated Bike Lanes Connecting Important Parts of the Alisal and the Rest of Salinas. Fill gaps in the existing bicycle network and establish a more robust network of dedicated bike lanes on local streets, to make biking safe and comfortable for people of all ages and skill levels. Add bike lanes to East Alisal Street.

City Short - Long
Term
TI 2.2.b – Provide Bike and Micro-Mobility Parking at Destinations. Provide bike parking in front of businesses and community activity hubs such as schools, libraries, and recreation centers. Create docking/parking areas that can be used for bicycles and other personal transportation devices, such as scooters.

City
Local Businesses
School Districts
Short -
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
278
TI 2.2 – Expand the Network of Bicycle Facilities to Create Connected Routes Throughout the Neighborhood and Connect to Other Parts of Salinas.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 2.2.c – Launch a Pilot Bike Sharing Program. Partner with established companies (such as GoBike, Lime, JumpBike, Spin, etc.) to pilot a bike sharing service that promotes an active lifestyle and non-motorized access around the City. Prioritize vendors that can provide free or reduced cost services.

City Short -
Medium
TI 2.2.d – Promote the Bike Share Program. Work with businesses and activity hubs to identify priority locations for bike share and incentives for community members to use bike share. Emphasize opportunities to connect to areas of interest via the bike network, especially as additional dedicated bicycle facilities provide more connectivity and comfortable routes linking within the Alisal and to other destinations. Encourage parking in designated bike parking locations whenever possible, even if using a dockless bike share system.

City
Local Businesses
Short -
Medium
TI 2.3 – Incorporate Trails into the Local Bicycle and Pedestrian Plans.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 2.3.a – Include the Alisal in the Current/Ongoing Plans for Local and Regional Trail Networks. Engage Alisal residents in the planning process for the local Active Transportation Plan, which will update plans for bicycle and pedestrian routes and trails. Focus on opportunities to connect the Alisal to existing parks and other nearby trail networks. Consider links between Cesar Chavez Park and nearby neighborhoods through Carr Lake to the Constitution Soccer Complex Area and Natividad Creek Park, as well as schools and businesses. Actively promote existing and future routes.

City
Active Transportation Plan Team
Ongoing
279
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
TI 3.1 – Improve Above and Below Ground Infrastructure in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 3.1.a – Continue to Retrofit Legacy Sewer and Stormwater Systems. Upgrade or replace legacy systems that remain from prior to the annexation of the Alisal into Salinas.

City Long Term
TI 3.1.b – Strive to “Dig Once” When Completing Infrastructure Improvements.

Along with notifying telecommunication companies when doing major excavations, consider infrastructure improvements holistically to avoid unnecessary construction.

City
Utility Providers
Ongoing
TI 3.1.c – Improve Internet Capabilities. Work with internet service and utility providers to improve broadband internet connectivity and speeds in the Alisal.

Partner with non-profits or similar groups to provide reduced cost or free access to low-income residents and businesses.

Utility/Internet Service Providers
City
Non-Profits
Medium-Long
TI 3.1.d - Promote and expand free wifi zones. Improve wireless internet speed and free accessibility at City facilities and schools.

City
School Districts
Short-Medium
TI 3.1.e – Install Dark Fiber. After completing the fiber network from Hartnell College to the new Public Safety Building along West Alisal Street, continue installing the network along East Alisal Street to the Hartnell College Alisal Campus.

City
Utility Providers
Hartnell College
Medium -
Long
TI 3.1.f – Continue Undergrounding Electrical Utilities. Continue to work with PGE and other utility providers to encourage undergrounding to create more space for beautification and transportation improvements.

City
Utility Providers
Ongoing
GOAL TI 3. Provide High Functioning Infrastructure and Attractive Streets with Pedestrian Amenities.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
280
TI 3.2 – Make Sidewalks More Inviting for Pedestrians.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 3.2.a – Increase Space for Outdoor Seating, Dining and Greenery. Partner with East Alisal Street businesses to pilot temporary demonstration parklets and find the best locations for permanent parklets. Where on-street parking must be relocated or reduced to improve visibility and sight lines for pedestrian crossings and bike lanes, consider sidewalk expansions to formally allocate the space for pedestrians or street furniture.

City
Businesses
Short -
Medium
TI 3.2.b – Incorporate Green Infrastructure Into Pedestrian Improvements. When designing pedestrian amenities, incorporate green infrastructure elements such as filtration planters, to add vegetation to the sidewalk while sustainably managing stormwater.

City Short - Long
TI 3.3 – Build Infrastructure Systems that Advance Sustainability.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 3.3.a – Plant Street Trees. Focus on gaps in the tree canopy network and underserved areas, especially blocks where local residents do not have greenspace. Create a program for businesses or families to adopt a nearby street tree.

City
Businesses
Residents
Short - Long
TI 3.3.b – Incorporate Green Infrastructure in Parks and Open Space. Design parks and open space features that require less irrigation and maintenance while capturing and treating stormwater.

City
Residents
Community-Based Organizations
Medium -
Long
TI 3.3.c – Increase Use of Renewable Energy in Public Facilities. Use energyefficient lighting and appliances, as well as passive heating and cooling strategies when renovating community centers, libraries, and other public facilities. When designing new facilities, maximize their potential to use renewable energy from solar panels or other sources.

City
Monterey County
Utility Companies
Ongoing
281
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE
GOAL TI 4. Improve Parking Management for Both Residents and Businesses.

TI 4.1 – Improve Parking Availability for Residents.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 4.1.a – Consider a Residential Parking Permit (RPP) Program. Work with local community groups to identify unique RPP registration needs and number of permits per household. Explore local registration requirements to accommodate temporary residents and migrant farm workers who have no reason to register their vehicle locally and/or are weary of formally tracking their vehicle location.

Conduct a study to determine enforcement pricing levels that balance necessary demand management but avoid unduly burdening residents. When implementing the program, include a significant grace period and education program. Consider warning tickets for first-time offenders.

City
Residents
Medium
TI 4.1.b – Improve Alternatives to Driving Alone. If it is easier to get around the neighborhood and to other parts of Salinas without a car, households in the Alisal will be able to rely on fewer vehicles and the demand for residential parking will decrease as vehicle ownership rates go down. Alternatives to driving alone may include transit, ride sharing programs, carpool incentives, comfortable bike facilities, and more inviting sidewalks for short trips.

MST
City
Transportation Agency for Monterey
County
Short - Long
Term/Future
TI 4.2 – Improve Parking Availability for Customers at Local Businesses.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 4.2.a – Implement a Parking Management System on Commercial Streets in the Alisal. Consider time limits for on-street parking to increase turnover in high demand areas and incentivize longer-term parking in low demand areas. Over the long-term, consider demand-based pricing as an alternative to time limits as the local business environment allows (understanding that there is a preference for time limits right now). Demand-based pricing incentivizes shorter parking in the highest demand/higher price locations, and longer parking in the low demand/lower price locations.

City
Businesses
Residents
Short -
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
282
TI 4.2 – Improve Parking Availability for Customers at Local Businesses.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
TI 4.2.b – Preserve Existing Parking Supply as Possible. When considering other street design improvements, explore options that preserve existing onstreet parking supply while allowing the necessary space for non-automobile amenities.

City Short -
Medium
TI 4.2.c – Consolidate Park-and-Ride Parking for Farmworker Shuttles in Low Demand Locations. Coordinate with farmworker employers and shuttle operators to identify opportunities for parking consolidation so pickup locations function as informal park-and-ride facilities. This will pull some all-day parkers away from the commercial core where on-street parking spaces are in high demand, to locations where they will not displace would-be customers.

City
Local Agricultural Employers and
Bus Operators
Short -
Medium
TI 4.2.d – Conduct a Parking Study. Conduct a detailed parking study, including supply and occupancy data collection, to identify opportunities for shared parking, and variations in demand.

City Short
283
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
8 TRANSPORTATION AND INFRASTRUCTURE

8.5 EMERGING PRIORITIES
The Alisal is a strong, thriving community
that can work collaboratively to transform
neighborhoods and improve opportunities
for all. This chapter contains dozens of
important goals, policies, and actions,
most of which were communitygenerated, however they cannot all be accomplished at once. In the Spring of
2019, Steering Committee and Working
Group members engaged in discussions
and activities to prioritize the draft policies
and actions from the Transportation
and Infrastructure chapter. Next, those
priorities were presented to the public
at the Draft Plan Open House on April
23, 2019, where Alisal residents further
prioritized the recommended policies and
actions. Based on this community-driven
process, three key Transportation and
Infrastructure priorities emerged. Chapter
10 includes details on the steps the City and
community can take over the next one to
two years to advance these priorities.

Support sidewalk maintenance and
Connectivity.

A safe and complete sidewalk network
is necessary to support a walkable
community. Filling in missing portions
of this network on North Sanborn Road,
completing an extension along East Laurel
Drive north of St. Edwards Avenue, and
repairing existing sidewalks are all key to
improving pedestrian connectivity. Often
these actions will require working with
adjacent property owners to undertake and
fund the work.

Improve transit services.

Collaboration with MST, TAMC, and
agricultural companies is necessary to
provide options that can reduce reliance
on private vehicles for commuting and
daily transportation. Improvements
could include: working with MST on
schedules and route alignment planning,
increasing seating and shelter at bus stops,
encouraging carpooling, and coordinating
private transit with growers.

Plant street trees.

Planting street trees has been demonstrated
to have environmental and mental health
benefits, and increase property values.

Major corridors in East Salinas typically
have the right-of-way space to include
trees and other green infrastructure
already, or could include them as part
of right-sizing efforts, like the plans for
Williams Road. Increasing street trees
on the area’s narrow residential could be
accomplished through integrating them
into traffic calming features, such as curb
extensions.

285
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
9 Youth, Art, Parks,
Recreation &
Enrichment
An Enhanced Quality of Life for All
The Alisal is a strong, diverse, and unified community. Residents enjoy a variety of cultural programming and services, opportunities for creative expression, and recreational activities. The Alisal is a community where residents take active steps to improve quality of life.

This vision is defined by intentional strategies to address barriers to access, including language, location, and a lack of information. Efforts to promote an improved quality of life for residents also support a thriving community for businesses, residents, and visitors to enjoy. The cornerstone of these improvements are community-based partnerships that support a better Alisal today and for future generations.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
286

9.1 INTRODUCTION
This chapter addresses issues related to the need for increased education, enrichment and job training programs and leadership opportunities for youth, building community empowerment and capacity through the provision of training and resources, and removal of existing barriers to civic participation, and the maintenance, program offerings and ease of access to community facilities and programs. The goals and policies focus on improving publication of programming offerings, removing participation barriers of transportation and cost, increasing the safety and improving the maintenance of parks and facilities, and forming partnerships to centralize youth programs.

Economic Prosperity, Equity and
Diversity
Housing Opportunities for All
Healthy and Safe Community
Youth Are the Future
Collaborative, Inclusive, and
Engaged Decision-Making
Liveable and Sustainable
Community
Connectivity, Access and Mobility
A Community to Celebrate
Guiding Principle Icon Key
287
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
Goal Summary
GOAL YAP 1. Support Youth
Leadership and Development
by Investing in Healthy and
Nurturing Programs.

Youth are the future of the Alisal. With half
of the population under 25 years old, it is
critical to create opportunities for them
to engage in and lead civic processes,
and participate in leadership training and
career development programs.

GOAL YAP 2. Encourage Robust
Civic Engagement and the
Development of Resident Leaders
Committed to Shaping the Alisal’s
Future.

Culturally effective engagement strategies
and a commitment to removing barriers
to participation will empower more East
Salinas residents to share their voice and
guide local government decision making
and projects for the betterment of the
community.

GOAL YAP 3. Strengthen the
Capacity and Sustainability of
Community-Based Organizations
in the Alisal to Provide Critical
Services.

Providing community-based organizations
with training and technical assistance,
as well as funding and collaboration
opportunities, will grow the capabilities and
increase the longevity of these groups in
East Salinas, and bolster the multitude of
services they provide to the community.

GOAL YAP 4. Prioritize Arts and
Culture Investments to Support
Creativity, Expression, and Beauty
for the Alisal Community.

The Alisal community takes tremendous
pride in its creative culture, and sees
the value of investing in education and
programming to create more opportunities
to experience visual and performance art,
as well as developing the resources to allow
artists to live and work in the Alisal.

GOAL YAP 5. Support the
Recreational, Educational, and
Social Needs of Residents Through
New and Existing Community
Facilities.

The Alisal’s recreation centers and
other facilities need investment and
refurbishment to continue serving the
many community members that use them
daily. Expanding educational partnerships
and developing joint-use agreements with
school districts will help increase access to
enriching programming and activities for
residents of all ages.

GOAL YAP 6. Create and Support
a Diverse, Well Maintained, and
Culturally Relevant Network of
Parks and Gathering Spaces.

Providing amenities, such as picnic
areas, fitness equipment and improved
playgrounds, as well as increasing parks
maintenance, will help increase activity
levels and make Alisal parks familyfriendly and safe for the community.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
288
Economic Prosperity, Equity and Diversity
Art, cultural, and recreational programing, activities and events are economic drivers that generate commercial activity and provide creative entrepreneurial opportunities across the region.

Ultimately, the quality of life in the Alisal can be enhanced through investment in educational, enrichment and leadership programs and opportunities that lead to living-wage jobs, and a diverse local economy that provides equal opportunity for all.

Housing Opportunities for All
Arts, culture, and community facilities and programs build strong communities. Increasing access to these amenities throughout the Alisal improves the neighborhood’s overall quality life.

Encouraging the development of live/work housing diversifies housing options and provides needed workspace for Alisal artists.

Healthy and Safe Community
A community with quality community facilities and robust programs provides residents with access to education and enrichment, physical and emotional well-being, formal or selfdirected exercise, and places to meditate or socialize with friends and family.

Youth are the Future
Youth need a seat at the table in making decisions about the future of their community. Programs and services targeted toward the youth in the Alisal should include leadership development, internship, and civic opportunities to prepare them to lead Salinas into the future.

Guiding Principles Connection
289
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
Culturally effective engagement strategies and a commitment to removing barriers to participation will empower more Alisal residents to share their voice and guide local government decision making and projects for the betterment of the community.

Providing community-based organizations with training, technical assistance, as well as funding and collaboration opportunities supports increased resident access to resources and engagement in more collaborative, inclusive and engaged decision-making.

Livable and Sustainable Community
The Alisal’s parks, schools, recreation centers, and libraries support a diversity of programs including annual community events and recreational opportunities that create liveable and sustainable neighborhoods. Ensuring that parks and other community
facilities are clean, safe, and family-friendly supports quality of life by encouraging residents to socialize and participate in healthy physical, educational and enrichment activities.

Connectivity, Access and Mobility
Providing access to quality and affordable transportation options is crucial to increasing residents’ ability to enjoy and benefit from the Alisal’s parks, open space, trails, arts and cultural activities, and community facilities.

A Community to Celebrate
Promoting visual art, dance, music and theater supports the culture and creative expression of the community. The City will collaborate with individual artists, collectives, and art-based community organizations to create and improve access to public spaces, facilities and resources needed to elevate arts and cultural programming in the Alisal.

Collaborative, Inclusive and Engaged Decision-Making
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
290

9.2 COMMUNITY ASSETS & CHALLENGES
Assets
Culturally rich community. Community
members envision the Alisal as a valuable
regional cultural hub that can foster
community pride, attract tourists and
visitors, and enhance overall quality of life.

Residents take pride in opportunities to
tell stories about East Salinas, a historically
working-class community. The Alisal
is also home to a variety of public art,
including beautiful murals depicting
community history. Additionally,
numerous formal and informal spaces exist
for dance, music, theater, and visual arts for
people of all ages.

Strong community involvement despite
extensive work and family commitments.

Alisal residents work long, hard hours at
their jobs and then return home to care for
their families. Residents still find time to
participate in community meetings and
cultural events because they care deeply
about improving the Alisal and fighting for
equity and a better standard of living. This
level of active engagement on the part of
the residents has resulted in the City giving
the Alisal increased attention and resources
for community processes and projects in
the last few years.

Community programs and spaces. The
Alisal is home to a variety of wonderful
programs and spaces that support youth
and families. Facilities include local
schools, the Bread Box Recreation Center,
Alisal Center for the Fine Arts, Firehouse
Recreation Center, Cesar Chavez Library,
Girl Scouts Center, and Hebron Family
Center. Alisal’s diversity of local parks offer
a variety of youth sports and recreational
programs year-round and a diversity of
park types. The Alisal is home to three
family resource centers to support parents
in raising healthy and happy children.

Mariachi Juvenil de Alisal performs under an Alisal mural. 291
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT

COMMUNIT Y SPACE S

FOR THE ARTS
• The Alisal Center for Fine Arts in
the Bread Box Recreation Center
offers theater, visual arts, and music
programs.
• The Urban Arts Collaborative is a
group of young artists who support
each other’s artistic development
and healing and positive
community transformation.
• Baktun 12 is a local theater
company that produces original
plays that reflect history and life in
the Alisal.
• Tunas de Nopal Art Collective is a
group of multiple media artists.
• Artists Ink is a collaborative of
creative professionals that offer
mentoring in visual arts, music
theater, graphic design, computer
programming and more.
• Hijos del Sol Arts Productions is a
non-profit visual arts organization
working with and advocating for the
advancement of arts practitioners.
• Tonatiuh Danzantes del Quinto
Sol is a folklorico group sharing
Mexico’s culture through dance
supporting adults and young
children in the Alisal Union School
district.

FAMILY RE SOURCE

CENTERS
As part of the elementary school
campuses in the Alisal community, the
Alisal Union School District operates
three family resource centers (FRC)
and the Salinas City Elementary
School District operates one. The
types of services offered at the centers
include identifying and supporting
qualified homeless and foster children;
helping families with housing needs;
providing English classes and early
childhood education classes for
parents; ensuring students have school
supplies; organizing a Christmas toy
drive; developing relational partnership
between home, school, and community;
providing technology access/support
for parents to create resumes, conduct
job searches, and prepare legal records;
referring parents to county services;
and hosting a health fair, health
services, and support groups.

Community based organizations. The
Alisal has a number of strong communitybased organizations. For example, Building Healthy Communities - East Salinas (BHC)
is an important institutional anchor in the
community focused on developing youth
and resident leadership through various
issue areas and diverse engagement
strategies, including and annual youth-led
Ciclovía Salinas, community participatory
action research, resident centered
organizing, and youth planning processes.

The Center for Community Advocacy is
another important anchor that provides
education, orientation and legal support
to farm workers and other low-income
working families who want to establish
neighborhood committees to improve
housing and health conditions.

UAC booth at Ciclovía Salinas 2016.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
292
Challenges
Lack of transparency. Alisal community
members point to a persistent lack of
information from government institutions,
including schools, City staff, and
decisionmakers. Language and cultural
barriers are cited as one of the primary
factors that hinder relationship building
and generate mistrust in the community.

Opportunities exist to continue building
on community engagement efforts of
the Parks, Recreation and Library Master
Plan, the Alisal Vibrancy Plan, and
the continued use of the spectrum of
community engagement adopted by the
AVP. For instance, existing communication
strategies can be improved to promote
greater dialogue between the City and the
community, supporting a better sense of
transparency in governance.

Barriers to civic participation. Residents
want to identify and remove barriers to
civic participation in the Alisal, including
cost, location of events and meetings,
and lack of access. While the City has
taken many important steps to integrate
community members in planning
processes, opportunities exist to celebrate
the strengths of the community and
explore new partnerships that enhance
and improve quality of life for residents of
the Alisal. Alisal community needs include
better support programs for parents, clear
information about community events,
additional cultural events, and all-inclusive
multicultural investments
Need to keep youth engaged. The Alisal
has a high proportion of youth and many
working parents. While there are several
excellent youth programs that serve the
Alisal, there are not nearly enough to serve
all the youth who would be interested in
participating. Additionally, youth have
limited access to existing formal programs
and spaces and lack safe formal spaces to
hang out after school and on weekends.

The Community Alliance for Safety and
Peace (CASP) is an important network
of partners working to address crime
prevention, intervention, enforcement, and
opportunities for the formally incarcerated.

There is opportunity for collaboration
with youth serving institutions (i.e. school
districts) and organizations. The Alisal
could benefit from additional support of
this work, in addition to changes to the
physical environment, including additional
cafes, parks, and teen centers.

Lack of access to parks and recreational
facilities. Just over half of Alisal residents
(62.7%) live within a quarter mile walk of
a public park or recreation facility; areas
that lack park access are generally located
just north of Highway 101 and around Del
Monte Avenue. Residents want a variety
of quality community spaces, which can
include small neighborhood parks, plazas,
recreational facilities, and open spaces.

The Alisal could benefit from investments
in the promotion of improved access to
parks, recreational facilities‚ and other
green spaces that improve quality of life for
residents.

Quality of park and recreational facilities.

The Alisal is home to 14 well-loved park
and recreational facilities. However,
concerns about safety, limited features and
programming, maintenance conditions,
and accessibility impact the use and
perception of parks. Key concerns include
maintaining landscaping and facilities,
improving lighting, removing trash, and
need for additional cultural programming.

The Hebbron Family Center, which is a vital
community resource, is in serious disrepair
and is listed on the Parks, Rec and Libraries
Master Plan (July 2019) as a top priority for
replacement.
293
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT

9.3 GOALS & POLICIES
The content within each of the Vibrancy Plan’s topical chapters was developed through an intensive community process. Each topic was explored in depth by a Working Group of residents and stakeholders, presented at a series of public open houses, and then vetted and refined by an overall Steering Committee into a series of priority items. These results and the related Steering Committee discussions then evolved into the Goals, Policies and Actions found in this chapter.

This section contains two parts. Immediately below is a narrative describing each of the Quality of Life goals and policies – providing context, rationale, and framing for why certain policies or programs are important. The matrix that follows the narrative includes actions necessary to implement the Goals and Policies along with other, more detailed recommendations including the responsible entity or organization and the timeframe.

GOAL YAP 1. Support Youth
Leadership and Development
by Investing in Healthy and
Nurturing Programs.

Youth and community development go
hand in hand in the Alisal, given that half of
all residents are under 25 years of age. For
youth to thrive as leaders, the City, schools,
and local community organizations,
supported by public and private funding,
must invest in education, enrichment,
recreational and leadership programs,
activities and opportunities for youth.

Youth investment expands beyond youth
programs, and includes promoting healthy
families though parenting classes, family
resources and increased opportunities
for interaction between youth and
caring adults mentors. This may include
supporting existing youth groups and
programs, developing intergenerational
programming, and removing barriers to
participation.

YAP 1.1 – Promote and Formalize
Youth Participation in City and
Community Decision-Making.

Youth engagement in the community
is an important component of youth
development that fosters interpersonal
and leadership skills, stronger connections
to residents of all ages, and new ideas for
governing and improving the Alisal. To
achieve this, youth need space to take
on concrete roles and responsibilities in
both identifying issues and developing
ideas for solutions. The City can work
with community organizations to
explore partnerships with existing
youth programs that build advocacy,
community organizing, leadership, and
civic engagement skills to create these
opportunities. Examples of programs and
initiatives may include: See Our Youth
initiative, Youth and Government Institute,
and BHC’s CPTED internships and
Ciclovía Salinas. The City and community
organizations can also work closely to
develop centers or hubs that provide
services for youth, including internships,
mentorship and other opportunities for
advancement.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
294
YAP 1.2 – Promote Healthy Youth
and Family Development Through
Intentional Investment in support
and Resources in the Alisal.

Youth are the future of the Alisal. In
today’s society, youth face daily pressures
and negative influences including living
in overcrowded, and often temporary
housing, lack of well-balanced meals,
bullying, and peer pressure to experiment
with illegal substances (vaping, drugs,
alcohol) at school. Investment in
programs and resources that support
their educational, social, and emotional
development and physical and mental wellbeing will result in a stronger, healthier Alisal. Parents, as a child’s first teacher
and mentor directly influence their child’s
development. Parents need centralized
resources to develop parenting skills and
access other education, food and nutrition,
and housing programs and services to
support them in providing a healthy and
safe environment for their child to grow
and prosper.

YAP 1.3 – Continue to Reduce
Youth and Gang-Related Violence
Through Prevention, Intervention,
Suppression, and Re-Entry Strategies.

Activities that are not specifically described
as youth violence prevention can make
a difference in the lives of young people.

All community members can use their
experiences, skills, time, and talents to
help guide youth. Opportunities can
vary from being a trained mentor to
volunteering at an afterschool program or
joining with other community residents
and youth to assist with community
activities. These connections should be
made with at-risk youth as well as young
people who do not show obvious signs of
difficulties. Scheduling these opportunities
immediately after school and during
school breaks—when young people’s time
is less structured and unsupervised—can
be a powerful youth violence prevention
approach. A stable relationship with a
caring adult who models nonviolence
is a key strategy towards helping youth
make better decisions in their lives,
including their involvement in violence,
and ensuring that they feel safe and
supported in their community.GOAL

VIOLENCE

PRE VENTION AND

THE CENTERS FOR

DISE ASE CONTROL

AND PRE VENTION
(CDC)
Recognizing that violence has a
lasting community impact by reducing
productivity, decreasing property
values, and disrupting social services,
the U.S. Surgeon General identified
violent behavior as a key public health
priority in 1979. In response, the CDC
began studying patterns of violence,
eventually establishing the National
Center for Injury Prevention and
Control. The CDC offers significant
information and community resources
on violence prevention at their
website at https://www.cdc.gov/
violenceprevention/youthviolence/
index.html. This information inspired
many recommended actions in the
Alisal Vibrancy Plan.
295
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 2. Encourage Robust
Civic Engagement and the
Development of Resident
Leaders Committed to Shaping
the Alisal’s Future.

The success of the Alisal Vibrancy Plan
depends on widespread “buy in” from
community-based organizations, religious
institutions, businesses, and most
importantly residents. City government
alone cannot transform the Alisal. For
this reason, the Alisal Vibrancy Plan
was actually developed by residents and
community stakeholders who spent
hundreds of hours detailing their vision for
City staff to capture into writing. This level
of empowerment required the City to let go
of the typical power dynamic where staff
leads and instead trust the community to
create its own vision and determine how
to solve local challenges. The result was a
much better plan.

As the City turns to implementation, it is
even more important that residents are at
the forefront, driving the plan. Throughout
the planning process, the City and its
vital community-based partners trained
residents to build leadership capacity.

This work not only needs to continue, but
resources must be invested into growing

COMMUNIT Y

ALLIANCE FOR

SAFETY AND PEACE
Community Alliance for Safety and
Peace (CASP), led by the Community
Safety Division, is a prime example
of a community-based partnership
that targets at-risk youth with crime
prevention strategies, including giving
youth a chance to lead and develop
activities. CASP’s public health
approach to violence prevention is
ingrained into all members which span
the local schools, law enforcement,
government, non-profits, the faith
community and engaged community
members. Major grants have focused
on innovative programming in the
Alisal, including: violence interrupters,
street outreach workers, placed-based
police officers, hospital-based violence
prevention, teen night programming,
community and youth leadership
academies, and more. Over 5 million
dollars in state grants has been
invested in these programs over the
last decade. Thanks in large part to
this and the work of other dedicated
CBOs in the community, reports of
aggravated assaults involving youths
have fallen by about 63 percent since
2007, while arrests of youths in Salinas
are about half 1998’s level, according to
public safety data.

Engagement activity at Ciclovía Salinas 2017.

Youth Leadership Academy Participants.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
296
YAP 2.2 – Build the Capacity of
Resident Leaders to Fully Participate
in City and Community DecisionMaking.

Despite how busy Alisal residents are,
they are committed to improving their
community. Whether it is establishing
sports leagues or organizing parent
associations, Alisal residents are involved.

Unfortunately, the City has not always
made it easy for residents to participate
in policy making or even volunteering.

Creating an official civic academy similar
to the Youth in Government Program
can train upcoming resident leaders.

There is potential to help transform the
City’s boards and commission with newly
engaged and trained leadership.

Connectedness with neighbors,
associations, and networks is a kind of
social cohesion that is a pre-cursor to
deeper civic engagement. To build a truly
empowered citizenry, social cohesion
must be fostered. A good way to do this
is by encouraging neighborhood block
parties or organizing a National Night
Out. Ciclovía Salinas is a great example of
an event that cultivates cohesion leading
to youth engagement and volunteerism.

Although the City has improved its efforts
in sponsoring neighborhood events
and recruiting volunteers, more must be
done to take advantage of those engaged
through the Alisal Vibrancy Plan process.

This means letting go of control over
neighborhood improvement efforts and
allowing residents to lead.

YAP 2.3 – Ensure that Civic
Engagement is Meaningful and
Worthwhile.

Maintaining resident enthusiasm during
an engagement process, especially if
lengthy, requires meaning and purpose.

Residents in the Alisal are already so
busy, if an engagement process nets no
real outcomes, no one will want to waste
precious time in meetings. Thus, it is
critical to ensure future engagement efforts
establish clear goals, embrace transparency
by always thoroughly documenting input,
and continuously evaluated the process
to make sure activities are effective. As the
plan shifts to implementation, this level of
engagement must become second nature
and integrated within all of the actions.

Participants also must feel appreciated and
therefore formal recognition is a must!
and expanding the corps of resident
leaders capable of taking on the hundreds
of actions in the plan. A new standard
has been set that insists upon culturally
competent engagement with the goal of
evolving from informing to empowering
residents.

YAP 2.1 – Create a Welcoming
Environment to Nurture Effective
Engagement.

Before establishing a steering committee
for the planning process, the City reached
out to trusted community organizations
to help design an effective engagement
process. These organizations helped
guide the City in creating a culturally
appropriate engagement process with
meetings that were largely conducted
in Spanish and included childcare. The
resident-led Steering Committee also
made recommendations to fine tune
engagement, incorporating various
ways to reach out to more residents who
do not necessarily have time to attend
workshops. As a result, the City and
Steering Committee created a welcoming
environment that significantly broadened
participation in the process. All future
engagement in the Alisal and City of
Salinas needs to follow this as a model.
297
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
GOAL YAP 3. Strengthen the
Capacity and Sustainability
of Community-Based
Organizations (CBOs) in the
Alisal to Provide Critical
Services.

Every organization benefits from training
and support that expands its capacity.

Community-based organizations seldom
have the resources for such efforts.

Investing in building the capacity of your
community-based organization service
providers will pay dividends in the long
run. Services will improve, the trust
between agencies and the community will
improve, and you will be able to get more
done with fewer resources once skills are
enhanced.

A community development infrastructure
containing strong intermediary
organizations (financial, technical
assistance, and training) is central to
the continued growth and impact of
community-based development. As
leadership organizations vested with
the trust and financial resources of
resource providers, intermediaries have
a special responsibility to be custodians
and bellwethers of needed change in
community development. Such groups
must scan the external environment and
move beyond short-term self-interest
to focus on the long-term health of
community-based development.

YAP 3.1 – Offer Capacity Building
Training and Technical Assistance
to Existing Community-Based
Organizations.

Much of the implementation of the Alisal
Vibrancy Plan will depend upon three
sectors government, business, and nonprofits. Of particular importance are local community-based organizations. As
governmental resources have shrunk,
community-based organizations in the
Alisal stepped up attempting to fill the void.

The growing demand on these non-profit
entities has stretched many organizations
very thin and left them organizationally
frail. For the long-term health of these
organizations and the promise of the Alisal
Vibrancy Plan, it is absolutely critical to
invest in capacity building now.

Before offering training and technical
assistance to community-based
organizations, it will be important to
thoroughly map the type of non-profits
that already exist in the Alisal. Once these
organizations have been identified, an
assessment of their needs should be
conducted. Reaching out to philanthropy,
governmental agencies, and businesses
to discuss and identify infrastructure that
already is in place will help accelerate
capacity building activities. Philanthropic
organizations like the Community
Foundation for Monterey County are
already focused on building the capacity
of local nonprofits and would be a good
resource to lead this effort.

YAP 3.2 – Promote Collaboration
Among Community-Based
Organizations to Effectively Leverage
Resources.

Sometimes community-based
organizations view each other as
competitors for scarce resources. To build
a strong non-profit sector, it is critical
to change this perspective and instead
incentivize collaboration. In today’s sharing
economy, community-based organizations
should consider how to leverage resources
and expertise such as sharing office space
or accounting services. Implementation of
the Alisal Vibrancy Plan provides an ideal
opportunity to convene community-based
organizations and other stakeholders to
discuss how to work together, leverage
resources and possibly seek funding as a
much stronger coalition.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
298
YAP 3.3 - Facilitate The Creation Of
New Or Expanded Community-Based
Organizations In The Alisal.

Strengthening existing communitybased organizations in the Alisal is essential, however, it may not be enough.

Inevitably, it will become clear that
certain service gaps exist and will require
the establishment of new or expanded
community-based organizations. As
a result, it may be necessary to help
transition grassroots movements into
more structured organizations, assist
new organizations form their boards of
directors, and/or mentor new leaders.

Securing financial resources for
organizations without a financial history
will be especially challenging. This
will require convincing philanthropy,
companies, and other stakeholders to take
a risk and invest in growing these fledgling
organizations.

GR ANT S AND

SUPPOR T TO

ADVANCE CIVIC

ENGAGEMENT AND

LE ADERSHIP IN

SALINAS
The James Irvine Foundation and the
Community Foundation for Monterey
County have partnered to strengthen
local nonprofit organizations and
develop local leaders to help
low-income workers advance
economically. Ten organizations have
been chosen to participate in this
18-month project which includes
grant support, organizational
coaching, youth leaderships
development, and peer learning
and training opportunities. Since
December 2018, nine organization
received $35,000 grants to start their
work. Grants will be awarded in 2019
and again in 2020 for a total of $1
million.

GOAL YAP 4. Prioritize Arts
and Culture Investments to
Support Creativity Expression,
and Beauty for the Alisal
Community.

Spaces that promote the creation and
expression of art and culture are vital
to the Alisal. The community’s deeply
embedded history, arts and cultural
practices, and diversity positively shape
quality of life and generate a sense of
pride. In the future, through dedicated arts
and cultural programs and facilities, the
Alisal will promote creative expression in
the community and showcase the work
of local artists. New places to gather for
performances, family-based activities,
entertainment, and street activities will be
created. Additionally, identifying grants
and other sources of funding can support
the transformation of the Alisal into an arts
and culture destination.
299
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
Residents would like to see more family programming
and events.

YAP 4.1 – Support the Development
Of New and Existing Arts and Cultural
Programming and Community
Events.

Supporting public art and cultural
experiences that are interactive, engaging,
and inclusive of all ages benefits everyone
in the Alisal. Although community
organizations have played a critical role
in promoting arts and cultural activities in
the Alisal, it is important to expand existing
partnerships to generate new opportunities
for programs and events. These may
include partnerships with businesses,
schools, and community groups to fund
and support educational programs, public
art, and events. To achieve this, the City
should work closely with local and regional
partners to apply for funding to ensure
consistent provision of programs and
services over the long term.

YAP 4.2 – Support Culturally Relevant
Public Art and Events that Offer all
Alisal Residents the Opportunity to
Experience Art.

Many residents firmly believe in the power
of reflecting cultural identity in public
spaces, buildings, and infrastructure. In
2017, the Salinas City Council approved the
Public Art Program Ordinance, establishing
a Public Art Commission (PAC) and a
permanent funding stream for public art1.

This funding can be used to support visual
and performing arts through the placement
of visual art and enhancement of spaces for
public art and to support the performing
arts by engaging artists to create works
art which contribute culturally to the City.

This is also an opportunity to support the
Public Arts Commission and the broad
vision identified in the Public Art Master
Plan (final plan expected 2020). In order
to support these initiatives, the City will
need to work closely with arts and cultural
organizations, schools, private developers,
and community members to enhance
the experience of art in the Alisal. This
includes identifying a variety of spaces to
train, perform and display art.
1 The City Council has determined that 0.5% of the total cost of certain capital improvement program projects are to be set aside in a Municipal Art Fund for public art. Based on the capital projects approved for FY 18/19, an additional $100,000 will be funded in FY 18/19 for a total of $123,158.91 available for use.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
300
YAP 4.3 – Provide Resources to Allow
Artists to Live and Work in the Alisal.

Artists are the story-tellers of the
community, their work reflects on
the past, documents the present, and
envisions the future of the community.

As entrepreneurs, artists need space and
resources to allow them to create, display
and sell their works of art. Providing
creative maker spaces and vending
opportunities, small business education
and technical assistance, and affordable
live/work housing options furthers the
development of artists and strengthens
the cultural fabric and quality of life in the
Alisal.

Community art by Bryan Lustre (above) and Gabriel
Melendrez (Below) submitted for the Plan Celebration.

YAP 4.4 – Promote the Alisal as
Salinas’ Arts and Culture District.

The visual and performing arts are a rich
part of Alisal’s history and identity. The
Alisal is home to a variety of public art,
including beautiful murals depicting
community history. Additionally,
numerous formal and informal spaces exist
for dance, music, theater, and visual arts for
people of all ages. Community members
envision the Alisal as a valuable regional
cultural hub that can foster community
pride, attract tourists and visitors, and
enhance overall quality of life. As stated
in policies under Economic Development
Goal 3, the Alisal is a secret cultural treasure
that many people in the region have never
experienced due to fear or ignorance. The
unique sabor or “flavor” of the Alisal is
recognized by some, but not always well
publicized. There is an opportunity to better
market the Alisal through a comprehensive
community branding and promotional
campaign. More intentional promotion of
the Alisal as an Arts and Culture District
should include the marketing of public
art displays and performances and formal
recognition of local Alisal artists.
301
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
Youth theater at the Bread Box.

GOAL YAP 5. Support the
Recreational, Educational,
and Social Needs of Residents
Through New and Existing
Community Facilities.

Successful community facilities and
programs meet the needs of a diverse
community, regardless of age, abilities,
and language skills. While there are various
programs, services, facilities (see Figure

9.1), and events that exist for the benefit
of Alisal residents, these resources are not
being leveraged to the fullest extent as the
community is either unaware of, or unable
to access due to cost, location, etc. In the
Alisal, community programs and services
are provided by a network of organizations,
including non-profits, government
collaboratively with local partners to better
communicate offerings, including the
use of social media, youth led marketing,
and culturally effective engagement.

In addition, the community should be
engaged in identifying strategies to expand
existing reach of programs and services.

YAP 5.1 – Cultivate Partnerships
to Expand Access to Community
Facilities and Education and
Recreation Programming.

Community-based partnerships are
an important opportunity to leverage
resources in support of improved quality of
life in the alisal. While schools already serve
as important community centers for youth
education, there is a missed opportunity to
transform schools into places that promote
civic engagement and wellness for all
residents. Together with schools and other
community partners, the city can advance
partnerships that support civic engagement
and leadership for youth, programming
that supports arts and play, and jointuse opportunities that promote health.

Developing culturally responsive facilities
that are hubs for flexible community use
and community celebration and that foster
social connection, learning, health and
well-being.

YAP 5.2 – Increase Use of Community
Facilities and Programming by
Removing Barriers to Participation.

Low-income families in the Alisal
experience significant challenges that
impact their ability to pay for housing,
childcare, food, education, and health
services. Alisal residence shared that
even though many support services are
available to them, too often the services
and programs are difficult to access
because the service is not close to the Alisal
or because it is too costly to participate.

Ensuring that cost and transportation
are not barriers to accessing services
and facilities is an important benefit for
residents and will help improve quality of
life. To achieve this, the City can partner
with local organizations, including
churches, to bring programs and services
to neighborhoods. The City can also
advocate for transportation agencies and
organizations to increase transportation
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
302
Figure 9.1 Community Facilities Map
303
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
options - walking, biking, and transit - to
ensure that residents have safe and efficient
access to programming in and around the
Alisal, including parks. Finally, the City and
community organizations can take steps,
such as seeking grant funding, to increase
scholarships offered to offset the costs of
participating in fee-based programs and
services. Together, these and other actions
can reduce the physical and financial
barriers to services and facilities.

YAP 5.3 – Develop New and
Rehabilitate Existing Community
Facilities to House Vital Recreation
and Enrichment Programming.

The Alisal is home to 14 well-loved park
and recreational facilities. The Parks,
Rec and Libraries Master Plan July 2019
identified that community centers are
generally not well configured or may be
lacking the space needed to enhance
programming offerings. In the Alisal, this
is especially true of the Hebbron Family
Center and the Breadbox. Both centers
were adapted from other uses; Hebbron a
former church, and the Breadbox, a former
bakery. The Hebbron Family Center is in
serious disrepair and is listed in the Park,
Recreation, and Library Master Plan as a
top priority for replacement. A second-tier
priority is to make improvements to the
Firehouse Recreation Center to make it
more functional for recreation activities.

Residents expressed that their concerns
about safety, limited amenities, and
programming, and accessibility impact the
use and perception of community facilities,
and the need for additional cultural and arts
programming.

YAP 5.4 – Implement Regular
Maintenance of Community Facilities
in the Alisal.

Investing in routine maintenance of
community facilities will improve the
appearance and perception of Alisal’s
community centers. Key resident concerns
include maintaining landscaping and
facilities, improving lighting, and trash
removal. Organized volunteer efforts that
engage the City, businesses, community
and faith-based organizations, and
residents in conducting additional clean
ups and other minor facility beautification
efforts will lead to greater community
ownership and instill a sense of pride and
ownership of community facilities.

A new Hebbron Family Center is a top community
priority.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
304
GOAL YAP 6. Create and
Support a Diverse, WellMaintained, and Culturally
Relevant Network of Parks and
Gathering Spaces.

Quality, well maintained parks and open
spaces (see Figure 9.2 for a map of current
parks) generate a sense of community pride
and value. They provide a sense of identity
for the community and are designed to
meet the educational, recreational and
social needs of people of all ages. Residents
prioritized maintaining and improving
existing parks and the desire for new
community gathering spaces (such as
plazas). The utility of current facilities
must be maximized through maintenance,
upgrades, and a wide diversity of culturally
relevant community-driven programing.

The programs should promote community
safety, health and wellness, and recreation
in a family-friendly environment. As stated
in Economic and Workforce Development
policy 3.2 (Chapter 5) residents also want to
have a central plaza along East Alisal Street,
similar to plazas prevalent throughout
Latin America. Residents recommended
that plaza amenities and programming
include food vendors, music, attractive
lighting, and a water fountain. They further
recommend the incorporation of arts,
culture, and community identity in public
spaces.

YAP 6.1 – Develop Parks and
Gathering Spaces that are FamilyFriendly and Safe for the Community.

Parks provide opportunities for recreation,
interaction, and social connection for
people of all ages and cultures. Over half of
Alisal residents (62.7%) live within a quarter
mile walk of a public park or recreation
facility. However, many residents feel that
park design and programming does not
meet the needs of the community. To
address this gap, the City needs to provide
parks that are family-friendly and feel safe.

This includes park features that promote
play and gatherings, activating parks with a
variety of programming, and extended park
hours to promote use after dark. Residents
expressed a need for improved safety in
parks by using poured-in-place surfacing,
shade structures, and lighting. Finally, the
City can explore policies to incorporate
community gardens into parks and explore
their potential in high-density residential
zones.

More family-friendly programming will help activate
Alisal gathering spaces.
305
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
Figure 9.2 Parks Map
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
306
Adding exercise machines in parks is one way to promote activity and wellness.

The community garden in Natividad Creek Park provides residents with the opportunity to grow their own healthy food.

YAP 6.2 – Promote Diverse
Opportunities for Wellness and
Exercise in the Alisal’s Parks and
Gathering Spaces.

Parks and recreation facilities can also
serve as important centers for the provision
of healthy food, including farmer’s markets.

Instead of taxing unhealthy food, many
residents want to improve access to healthy
food. An important strategy for promoting
access to quality food within community
facilities is introducing healthier foods and
drinks into recreational spaces. This may
include developing guidelines for healthy
food options on city-owned property and
requiring healthy vending machine snacks.

New park fitness equipment and other
amenities, including bilingual signage
and running paths can promote increased
physical activity and overall use of park
facilities. Finally, residents communicated
the desire for more community kiosks
to provide easy access to neighborhood
information and promote community
activities.
307
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 6.3 – Implement Regular
Maintenance of Parks and Gathering
Spaces in the Alisal.

High quality parks and public gathering
spaces generate a sense of pride and
encourage active use of facilities. While
these facilities exist in the Alisal, residents
feel that the lack of regular maintenance
demonstrates the City’s lack of investment
and interest in the community. As with
community facilities, regularly maintained
and well-staffed parks contribute to a
higher quality of life. Maintenance should
include prompt clean-up of graffiti,
litter, and vandalism, in addition to
maintaining paths, healthy vegetation,
planting, and facilities and staffing levels
match park programming needs. Resident
prioritized investing in existing parks and
programming before adding new parks and
programming. In addition, the City should
establish a streamlined process for Alisal
residents who want to volunteer, serve as
park docents, and adopt parks to promote
community stewardship.

Regular parks maintenance will keep equipment safe
and improve longevity.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
308

9.4 YOUTH, AR T, PARKS, RECRE ATION AND

ENRICHMENT IMPLEMENTATION MATRIX
GOAL YAP 1. Support Youth Leadership and Development by Investing in Healthy and Nurturing Programs.

YAP 1.1 – Promote and Formalize Youth Participation in City and Community Decision-Making.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 1.1.a – Increase Opportunities for Youth to Engage with and Lead Civic Processes. Support efforts to identify barriers to youth participation in City and community decision-making, including hours, age limits, cost, and access.

Incorporate youth engagement in planning processes, and when possible, recruit youth representatives for advisory groups, such as plan steering committees.

City
Community-Based Organizations
Short
YAP 1.1.b - Advocate for Development of Youth Master Plan. Encourage the City to develop a Youth Master Plan in conjunction with the General Plan Update that is entirely led by youth. Involve youth leaders in the Alisal in the development of the Youth Master Plan.

City
School Districts
Community-Based Organizations
Immediate
YAP 1.1.c – Support Youth Leadership Programs. Partner with community-based organizations to develop and support existing youth leadership groups and programs, such as the See Our Youth initiative, Youth and Government Institute, and Ciclovía Salinas, and ensure positive models for youth participation in City and community decision-making.

City
Community-Based Organizations
Ongoing
YAP 1.1.d - Develop Youth Led Social Media Marketing Programs. Support youth-led promotions of programs and services through creation of paid and volunteer (community service hours) internships with local social media marketing organizations and business.

City
Digital Nest
Community-Based Organizations
ShortMedium
YAP 1.1.e – Conduct an Annual Youth Survey on Recreational and Enrichment Programming. Organize youth leaders to design and conduct an annual youth survey to help shape City recreational and enrichment programming.

City
School Districts
Community-Based Organizations
Short -
Medium
YAP 1.1.f – Remove Barriers and Support Promotion of Program Participation.

Encourage MST to provide free bus passes to high school students and partner with school districts and other agencies to provide free transportation, and scholarships in order to remove barriers to participating in community decision making. Make community decision-making more youth friendly with activities to encourage participation.

City
MST
Community-Based Organizations
OngoingMedium
309
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 1.2 – Promote Healthy Youth and Family Development Through Intentional Investment in Support and Resources in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 1.2.a – Expand Access to High-Quality, Early Childhood Education and Literacy Programming. Convene a coalition of schools, childcare providers, recreation centers/ library, and service providers to focus on increasing early childhood education and literacy opportunities. Refer to Goal 6 in the Economic & Workforce Development Chapter for more specific action.

First 5 Monterey County
Monterey County Office of
Education
School Districts
County Public Health Department
Hartnell
Monterey Peninsula College
Community-Based Organizations
Ongoing
YAP 1.2.b – Provide Early Resources to Expectant Families and New Parents. Increase access to programs like Women, Infants, and Children (WIC) to provide health care and nutrition resources to expectant mothers and offer early education training geared towards caregivers who are a child’s first teacher.

First 5 Monterey County
Women, Infants and Children
Monterey County Office of
Education
School Districts
County Public Health Department
Community-Based Organizations
Medium
YAP 1.2.c – Increase Parenting and Caregiver Programs. Offer caregivers and parents training on how to effectively communicate with their children, use discipline, and manage problems and reinforce positive behavior.

City
Monterey County Office of
Education
School Districts
First 5 Monterey County
Community-Based Organizations
Caregivers
ShortMedium
YAP 1.2.d – Foster Parental Involvement. Promote various tools such as social media, home visits, and family nights to encourage parent/caregiver involvement in schools, sports, and recreation activities. Remove barriers to parental involvement including childcare, transportation, entrance fees, and language and ensure culturally competent programming.

City
Monterey County Office of
Education
School Districts
First 5 Monterey County
Community-Based Organizations
Caregivers
ShortMedium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
310
YAP 1.2 – Promote Healthy Youth and Family Development Through Intentional Investment in Support and Resources in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 1.2.e – Assist Families in Accessing Support Programs. Assist Alisal’s low-income families access safety net programs such as Section 8 Vouchers, Supplemental Nutrition Assistance Program (SNAP), and Temporary Assistance for Needy Families (TANF). Work with churches, businesses, philanthropy, and community- based organization to establish a similar “safety net” for undocumented residents.

City
Monterey County Departments of
Social Services and Public Health
Monterey County Office of
Education
School Districts
Community-Based Organizations
Medium
YAP 1.2.f – Establish a Centralized System for Family Resources. Identify obstacles that prevent families from learning about community resources and develop a single source of information. Information should be accessible in multiple media forms and address potential language barriers.

City
Monterey County Office of
Education
Monterey County Departments of
Social Services and Public Health
School Districts
First 5 Monterey County
Community-Based Organizations
Medium
YAP 1.2.g – Increase Interactions Between Youth and Caring Adults. Promote opportunities for community residents to mentor, tutor, or volunteer at schools, youthserving organizations, the library, and recreation centers. Expand afterschool programs that involve adults as positive role models for youth.

City
Monterey County Office of
Education
School Districts
Community-Based Organizations
ShortMedium
YAP 1.2.h – Support Authentic Intergenerational Collaboration. Develop intergenerational programming between seniors and youth. This could include mentorship programs, youth and adults coming together to collaborate on a community improvement project, joint sports and wellness activities, or other ideas.

City
School Districts
Community-Based Organizations
ShortMedium
311
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 1.2 – Promote Healthy Youth and Family Development Through Intentional Investment in Support and Resources in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 1.2.i – Continue to Grow Nutrition Programs at School and Youth Serving Organizations. Explore grants and other funding opportunities to expand free meal programs for youth and develop complementary programming around health eating.

City
Monterey County Office of
Education
Monterey County Departments of
Social Services and Public Health
School Districts
First 5 Monterey County
Community-Based Organizations
ShortMedium
YAP 1.2.j – Build Youth Self-Esteem and Prevent Bullying. Work with youth to develop a campaign to build self-esteem and stop harassment and bullying including hate speech targeted at ethnic and racial minorities and gay, lesbian, and transgender youth.

City
Monterey County Office of
Education
Monterey County Departments of
Social Services and Public Health
School Districts
Community-Based Organizations
ShortMedium
YAP 1.2.k – Increase Substance Abuse Prevention and Treatment Programs for Youth. Leverage existing resources and pursue grants to create substance abuse prevention (including vaping) and treatment programs in the Alisal. Work with community-based organization to host support groups like Alcoholics Anonymous specifically geared toward youth.

City
Monterey County Office of
Education
Monterey County Departments of
Social Services and Public Health
School Districts
Community-Based Organizations
ShortMedium
YAP 1.2.l – Identify and Develop a Plan on Eliminating Environmental Factors Affecting Health Development. Convene a coalition of various community stakeholders to identify factors in the physical environment that impact healthy development of Alisal’s youth. Create a plan to address these negative influences such as excessive signage promoting alcohol sales.

City
Monterey County Office of
Education
Monterey County Department of
Public Health
School Districts
Community-Based Organizations
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
312
YAP 1.2 – Promote Healthy Youth and Family Development Through Intentional Investment in Support and Resources in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 1.2.m – Encourage Development of Youth Serving Businesses and Services. Train local businesses on how to expand products and services that appeal to youth. Connect local businesses with youth as employees or interns to help market products or services to a younger demographic.

City
Small Business Administration (SBA)
Business Associations
Monterey County Department of
Public Health
School Districts
Community-Based Organizations
Medium
YAP 1.2.n – Construct “Safe Routes to School” Improvements. Apply for funding to install pedestrian and bicycle improvements in the Alisal through the Safe Routes to School Program. Facilitate programming like the “walking school bus” where parents and volunteers walk groups of students to and from school to address pedestrian safety as an alternative to capital improvements.

City
Monterey County Office of
Education
Monterey County Departments of
Social Services and Public Health
School Districts
First 5 Monterey County
Community-Based Organizations
Short
313
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 1.3 – Continue to Reduce Youth and Gang-Related Violence Through Prevention, Intervention, Suppression, and Re-Entry Strategies.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 1.3.a – Prioritize and Invest in Effective Prevention Activities. Provide meaningful youth activities that develop their interests, skills, and talents particularly afterschool and during holiday break. Investing significantly in prevention programs, including culturally relevant and healing-informed practices, is the most effective way to reduce violence among youth.

City
Community Alliance for Safety and
Peace (CASP)
School Districts
Community-Based Organizations
Ongoing
YAP 1.3.b – Teach Nonviolent Skills to Resolve Disputes. Expand violence prevention training at schools and within other youth programs so youth have skills to manage anger and resolve conflicts.

City
School Districts
Community-Based Organizations
Short
YAP 1.3.c – Increase Intensive Family-Focused Approaches. Provide therapeutic services for high-risk, chronic youth offenders and their families to address individual, family, school, and community factors that contribute to violence.

City
School Districts
Criminal Justice Agencies
Community-Based Organizations
Caregivers
Short
YAP 1.3.d - Increase Street Outreach and Community Mobilization. Connect trained staff with at-risk youth to conduct conflict mediation, make service referrals, and change beliefs about the acceptability of violence.

City
Monterey County Office of
Education
Monterey County Departments of
Social Services and Public Health
School Districts
First 5 Monterey County
Community-Based Organizations
Ongoing
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
314
YAP 2.1 – Create a Welcoming Environment to Nurture Effective Engagement.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 2.1.a – Implement Culturally Effective Engagement. Design engagement activities that are culturally relevant and resonate with the Alisal’s residents. Use culturally appropriate language and clear written communications in multiple media forms.

City
Community-Based Organizations
Ongoing
YAP 2.1.b – Incorporate Trusted Community Organizations in Civic Engagement. help. Pursue guidance from community-based organizations on how to design effective engagement activities and request assistance recruiting participants. Hold meetings in spaces where participants feel most comfortable. Continue the use of the spectrum of community engagement.

City
Community-Based Organizations
Ongoing
YAP 2.1.c – Offer Various Forms of Engagement Opportunities. Provide a spectrum of engagement activities to allow people with different lifestyles and experiences to participate, which could range from simple online surveys to ongoing working groups.

City
Community-Based Organizations
Ongoing
YAP 2.2 – Build the Capacity of Resident Leaders to Fully Participate in City and Community Decision-Making.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 2.2.a – Establish Civic Academies to Develop Capacity of Residents. Develop the knowledge base of residents about local government to support true involvement in decision making. Encourage training to help residents facilitate community meetings and lead neighborhood projects.

City
Public Health Department
Community-Based Organizations
Ongoing
YAP 2.2.b – Promote Social Cohesion as an Approach to Civic Engagement. Sponsor neighborhood events in the Alisal such as block parties to foster social cohesion.

Forms of social organization like networks, norms, and trust build an environment that supports coordination and cooperation.

City
Monterey County
School Districts
Community-Based Organizations
Short
GOAL YAP 2. Encourage Robust Civic Engagement and Development of Resident Leaders Committed to Shaping the Alisal’s Future. 315
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 2.2 – Build the Capacity of Resident Leaders to Fully Participate in City and Community Decision-Making.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 2.2.c – Facilitate Volunteerism. Make it easy for residents to volunteer by streamlining the application process and advertising a variety of opportunities to improve the Alisal. Empower volunteers to lead neighborhood improvement projects by eliminating regulatory barriers to “getting things done”.

City
School Districts
Community-Based Organizations
Short
YAP 2.3 – Ensure that Civic Engagement is Meaningful and Worthwhile.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 2.3.a – Create a Transparent Engagement Process. Ensure produced materials are easily available and allow for recording of engagement activities. Always provide clear and comprehensive summaries of public input and share them throughout the process.

City
Community-Based Organizations
Ongoing
YAP 2.3.b – Encourage Goal Setting for Effective Engagement. Establish a clear purpose for engagement so that participants feel their time was well spent. Always report on how input during engagement influenced decisions or policies.

City
Community-Based Organizations
Ongoing
YAP 2.3.c – Evaluate Engagement Activities to Determine Ways to Improve.

Include an evaluation process after engagement efforts to analyze what worked, what could be improved, and determine whether participants are representative of the Alisal.

City
Community-Based Organizations
Short
YAP 2.3.d – Formalize Engagement and Celebrate Participation. Ensure that civic engagement is a natural and consistent practice in implementation of the Alisal Vibrancy Plan. Officially recognize the contributions of participants such as hosting an appreciation event.

City
Community-Based Organizations
ShortMedium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
316
YAP 3.1 – Offer Capacity Building Training and Technical Assistance to Existing CommunityBased Organizations.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 3.1.a – Survey CBOs on Training Needs. Conduct an assessment to identify needs of CBOs and devise tailored training and technical assistance.

City
Foundations
Community-Based Organizations
ShortMedium
YAP 3.1.b – Partner with Philanthropy to Support CBOs. Request resources from philanthropy for CBO training and technical assistance in the Alisal. Foundations often invest in these services.

City
Foundations
Community-Based Organizations
ShortMedium
YAP 3.1.c – Conduct Training on Applying for CDBG Funding. Provide training in the Alisal on how to apply for HUD grants such as CDBG. Encourage housing developers to become a HUD designated Community Based Development Organization (CBDO) to allow greater funding flexibility with these grant dollars.

City
Community-Based Organizations
Short
YAP 3.1.d – Invite CBOs to Governmental Agency Training. Encourage CBOs to attend City training opportunities for staff on issues such as time management. Recruit City staff experts to conduct training to CBOs on topics such as Finance.

City
Monterey County Office of
Education
Monterey County Departments of
Social Services and Public Health
School Districts
Community-Based Organizations
Immediate
YAP 3.1.e – Make Data Easily Available for Grants and Evaluation. Instruct CBOs where valuable data is located on the website to assist with demographic information for grant writing purposes and to measure success.

City
Monterey County Office of
Education
Monterey County Departments of
Social Services and Public Health
School Districts
Community-Based Organizations
Short
GOAL YAP 3. Strengthen the Capacity and Sustainability of CommunityBased Organizations (CBOs) in the Alisal to Provide Critical Services. 317
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 3.2 – Promote Collaboration Among CBOs to Effectively Leverage Resources.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 3.2.a – Regularly Assemble CBOs in the Alisal to Share Resources. Convene a quarterly meeting of Alisal CBOs to discuss how to collaborate and leverage resources to implement the Alisal Vibrancy Plan.

City
Community-Based Organizations
Short
YAP 3.2.b – Incentivize CBO Partnerships. Promote grant-making that rewards collaborative partnerships over individual organization projects.

City
Foundations
Monterey County Office of
Education
Monterey County
School Districts
Community-Based Organizations
Medium
YAP 3.2.c – Foster Shared Use of Facilities and Staffing. Encourage CBOs to share office space, equipment, supplies, and even staffing to reduce organization overhead and promote efficiency.

City
Philanthropy
Monterey County Office of
Education
Monterey County
School Districts
Community-Based Organizations
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
318
YAP 3.3 - Facilitate the Creation of New or Expanded CBOs in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 3.3.a – Help Transition Programs for Grassroots to CBOs. Conduct an assessment to identify service gaps in the Alisal and intentionally recruit grassroots programs that have the potential to address these needs.

City
Foundations
Monterey County Office of
Education
Monterey County
School Districts
Community-Based Organizations
Medium-Long
YAP 3.3.b – Encourage Mentorship of New Leaders. Connect experienced leaders of strong CBOs leaders of new or growing organizations to serve as an advisor.

City
Foundations
Monterey County Office of
Education
Monterey County
School Districts
Community-Based Organizations
Businesses
Medium
YAP 3.3.c – Persuade Community Leaders to Serve on New Non-Profit Boards. Assist organizations in assembling a good board of directors that can ably accelerate their growth.

City
Foundations
Monterey County
School Districts
Community-Based Organizations
Businesses
Medium
YAP 3.3.d – Advocate for Investment in New Organizations. Encourage foundations and other philanthropic organizations to fund new organizations necessary to implement the Alisal Vibrancy Plan.

City
Foundations
Monterey County Office of
Education
Monterey County
School Districts
Community-Based Organizations
Businesses
School Districts
First 5 Monterey County
Medium
319
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
GOAL YAP 4. Prioritize Arts and Culture Investments
to Support Creativity, Expression, and Beauty for the Alisal Community.

YAP 4.1 - Support the Development of New and Existing Arts and Cultural Programming and Community Events.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 4.1.a – Create the Alisal Arts Action Plan. Work with community stakeholders and the Public Art Commission to develop a tailored action plan for the Alisal to implement the overall goals of the Citywide Public Art Master Plan.

City
Businesses
Government/Educational
Institutions
Faith Based Community
Community-Based Organizations
Public Art Commission
Short
YAP 4.1.b – Expand Arts-Based Partnerships. Build partnerships with businesses, community groups, and public agencies to promote new and existing arts programs and events.

City
Businesses
Government/Educational
Institutions
Faith Based Community
Community-Based Organizations
Public Art Commission
Ongoing
YAP 4.1.c – Increase Arts and Culture Funding. Identify reliable sources of funding to support public art and arts and cultural programming including grants and other funding opportunities. Advocate for Public Art Commission funding to be used within the Alisal.

City
Businesses
Government/Educational
Institutions
Faith Based Community
Community-Based Organizations
Public Art Commission
Short -
Medium
YAP 4.1.d – Expand Art Education Opportunities. Invite artists to give lectures, demonstrations, and classes at community facilities and other public gathering places.

City
Foundations
Government/Educational
Institutions
Community-Based Organizations
Public Art Commission
Short -
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
320
YAP 4.1 - Support the Development of New and Existing Arts and Cultural Programming.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 4.1.e – Expand Art Programs in Schools. Increase school art programs during and after school.

School Districts
Foundations
Community-Based Organizations
Public Art Commission
Long
YAP 4.2 - Support Culturally Relevant Public Art and Events that Offer all Alisal Residents the Opportunity to Experience Art.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 4.2.a – Commission Culturally-Relevant Art in Public Spaces. Adopt more colorful and culturally relevant art in the design of public spaces especially along the Alisal Corridor. Encourage businesses to host art murals on their buildings and promote community pride of ownership to reduce vandalism. Advocate for the Public Arts Commission to invest in funding public art in the Alisal.

City
Businesses
Government/Educational
Institutions
Faith Based Community
Community-Based Organizations
Public Art Commission
Short
YAP 4.2.b – Create a Network of Arts Groups and Public Institutions. Encourage local art organizations and government and educational institutions to work together to fund and install public art projects including murals, statues, and art displays on walls, trash cans, utility boxes, and other public infrastructure.

City
Government/Educational
Institutions
Community-Based Organizations
Public Art Commission
Short
YAP 4.2.c – Remove Barriers to Participation in the Arts. Provide transportation, childcare, and free/reduced fees to ensure all residents can participate regardless of income or other circumstances. Ensure exhibits and programming are bilingual (Spanish/English) and whenever possible in other languages representative of Alisal’s residents.

City
Businesses
Government/Educational
Institutions
Faith Based Community
Community-Based Organizations
Public Art Commission
Short
321
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 4.2 - Support Culturally Relevant Public Art and Events that Offer all Alisal Residents the Opportunity to Experience Art.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 4.2.d – Identify and Develop a Variety of Art Spaces for Training, Display, and Performance. Identify public and private spaces that can be used for arts and cultural exhibitions, programs, and services. Publish this list for event organizers. Repurpose or renovate existing community facilities to create new spaces for art and cultural programming.

City
Businesses
Government/Educational
Institutions
Faith Based Community
Community-Based Organizations
Public Art Commission
Immediate -
Long
YAP 4.2.e – Support the Public Art Commission. Continue to support the City’s Public Art Commission to identify, promote and facilitate key arts opportunities and events.

Focus on local artists and art that tells the story of the individuals who have contributed to the Alisal and City.

City
Community-Based Organizations
Public Art Commission
Ongoing
YAP 4.2.f – Establish Public Art Maintenance Plan. Ensure that community stakeholders can assist in helping protect and maintain public art.

City
Community Stakeholders
Community-Based Organizations
Public Art Commission
Ongoing
YAP 4.3 - Provide Resources to Allow Local Artists to Live and Work in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 4.3.a – Create Art Internships for Youth. Enable students to gain hands on experience with local artists and arts and cultural organizations.

City
Businesses
Government/Educational
Institutions
Faith Based Community
Community-Based Organizations
Public Art Commission
Short
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
322
YAP 4.3 - Provide Resources to Allow Local Artists to Live and Work in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 4.3.b – Develop Vendor Opportunities for Artists. Develop an online marketplace for artist products. Work with local businesses and other organizations to display artist products for sale.

City
Businesses
Government/Educational
Institutions
Faith Based Community
Community-Based Organizations
Public Art Commission
ShortMedium
YAP 4.3.c – Create Artist Maker Spaces. Develop new creative maker spaces within community facilities that provide tools and other equipment for burgeoning artists to produce art for sale.

City
Government/Educational
Institutions
Foundations
Community-Based Organizations
Public Art Commission
Medium-Long
YAP 4.3.d – Provide Information to Artists on Small Business Development. Develop a resource guide specifically for artists in developing a small business.

City
Government/Educational
Institutions
Community-Based Organizations
Public Art Commission
ShortMedium
YAP 4.3.e – Encourage the Development of Artist Housing. Work with affordable housing developers to incorporate live/work housing for artists in the Alisal.

City
Housing Developers
Community-Based Organizations
Public Art Commission
Medium-Long
323
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 4.4 - Promote the Alisal as Salinas’ Art and Culture District.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 4.4.a – Promote Alisal’s Public Art Installations. Highlight Alisal’s public art assets through the development of a brochure and map. Install appropriate public and directional signage for the art.

City
Community-Based Organizations
Public Art Commission
Short
YAP 4.4.b – Brand Alisal as an Arts and Cultural Hub. Work with the business association, merchants, and arts organization to develop a branding campaign and associated material to brand Alisal as art/cultural destination in the region. Hire local artists to design branding and other marketing materials. Use social media and other tools to advertise arts and cultural programming.

City
Businesses
Business Association
Community-Based Organizations
Public Art Commission
Short
YAP 4.4.c – Establish an Annual Arts Award. Highlight the Alisal as an arts/cultural destination by creating an annual arts award program.

City
Businesses
Business Association
Community-Based Organizations
Public Art Commission
ShortMedium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
324
YAP 5.1 - Cultivate Partnerships to Expand Access to Community Facilities, and Education and Recreation Programming.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 5.1.a – Expand Educational Partnerships. Establish and strengthen partnerships with schools, school districts and community partners to offer new and expanded enrichment programming at school sites such as age-specific curriculum for civic engagement and leadership.

City
Monterey County
Monterey County Office of
Education
School Districts
Community-Based Organizations
Short
YAP 5.1.b – Continue and Expand Tutoring Centers in the Alisal. Continue the City’s partnerships with schools to offer after school tutoring. Explore funding opportunities to expand tutoring programs throughout the Alisal.

City
Monterey County
Monterey County Office of
Education
School Districts
Community-Based Organizations
Medium
YAP 5.1.c – Develop Joint-Use Agreements. Develop joint-use agreements between the City and School Districts to establish school as community centers with expanded after school programming that promotes arts, play, and health and wellness for residents of all ages.

City
Monterey County Office of
Education
School Districts
Sport Clubs
Community-Based Organizations
ShortMedium
YAP 5.1.d – Partner with Community Based Organizations to Increase Programming at Community Facilities. Facilitate agreements between the City and non-profit groups to provide new and expanded programming at the recreation centers and Cesar Chavez Library and other community spaces, such as the future Sanborn House.

City
Community-Based Organizations
Ongoing
YAP 5.1.e – Develop Community Hubs. Support flexible community spaces that can accommodate and support the needs of different programs and community uses.

Designate spaces that have less stringent noise requirements so celebrations with music can be hosted.

City
Parks Commission
ImmediateLong
GOAL YAP 5. Support the Recreational, Educational, and Social Needs of Residents Through New and Existing Community Facilities. 325
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 5.2 - Increase Use of Community Facilities and Programming by Removing Barriers to Participation.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 5.2.a – Increase Transportation Options to Access Programs and Community Facilities. Ensure residents have safe, efficient, and affordable access to community facilities whether biking, walking, taking transit, or driving a car.

City
Monterey-Salinas Transit
Transportation Agency for Monterey
County
Community-Based Organizations
Short-Long
YAP 5.2.b – Increase Affordability of Programming. Provide scholarship opportunities or free programming to allow full participation from the community.

City
Sport Clubs
Community-Based Organizations
ShortMedium
YAP 5.2.c – Create Culturally Responsive Facilities. Staff facilities with bilingual and bicultural staff. To ensure that new and existing recreation centers and other community facilities support and strengthen community needs for programming, and access.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
ShortMedium
YAP 5.2.d – Host More Events at Community Facilities. Organize free activities like “family movie night” to introduce residents to community facilities and hopefully encourage future participation in programming.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Ongoing
YAP 5.2.e – Evaluate Responsiveness of Operations to Community Needs. Review overall operations at existing recreation centers and library in the Alisal and determine if changes should be made to hours, technology, atmosphere, physical layout, and programming to increase use.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Medium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
326
YAP 5.2 - Increase Use of Community Facilities and Programming by Removing Barriers to Participation.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 5.2.f – Promote Use of Library Cards. Encourage more families in the Alisal to obtain library cards and conduct training on use of online library resources. Allow residents to sign up for cards and promote their use during other City events and programming.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Immediate
YAP 5.2.g – Consider Establishing Temporary Library Satellites in Underserved Areas of the Alisal. Explore locations for temporary locations for library services expanding on the concept of the Paleteria mobile book cart.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Shortmedium
YAP 5.3 - Develop New and Rehabilitate Existing Community Facilities to House Vital Recreation and Enrichment Programming.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 5.3.a – Improve and Refurbish Recreational Facilities consistent with the adopted Parks and Sports Facility Standards. Pursue funding to undertake priority recreational facilities improvements and/or additions needed in the Alisal identified in the Parks, Recreation and Library Master Plan.

City Ongoing
YAP 5.3.b – Re-construct a Larger Hebron Family Center. Pursue funding to re-build Hebron Family Center, which is in desperate need of rehabilitation and is too small for its current use.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Medium-Long
327
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 5.3 - Develop New and Rehabilitate Existing Community Facilities to House Vital Recreation and Enrichment Programming.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 5.3.c. - Develop ‘One-Stop Shops’. Work with community organizations to identify funding to develop new Youth Centers/Hubs that provide educational support, enrichment activities, and career exploration resources, and youth internship opportunities.

City
Community-Based Organizations
Medium
YAP 5.3.d. – Construct Americans with Disabilities Act (ADA) Improvements. Seek funding sources to incorporate ADA improvements to bring older community facilities up to new compliance standards. Install an elevator at the Firehouse Recreation Center.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Medium-Long
YAP 5.4 - Implement Regular Maintenance of Community Facilities in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 5.4.a – Improve Facility Maintenance. Develop an annual community facilities maintenance plan for the Bread Box, Firehouse, Hebron Family Center, and Cesar Chavez Library. Ensure consistent and quality janitorial services are provided.

City ShortMedium
YAP 5.4.b. – Install Green Building Improvements. Identify and incorporate low-cost building improvements that are sustainable and help reduce long-term maintenance costs.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Short-Long
YAP 5.4.c – Organize Community Beautification Events and Ongoing Volunteer Stewardship. Coordinate community facility clean-up days that could also include minor maintenance items such as painting. Consider developing a Facility Stewardship Program in tandem with the Park Stewardship to recruit volunteers to provide additional maintenance assistance.

City
Neighborhood Groups
Community-Based Organizations
Parks Commission
ShortMedium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
328
YAP 6.1 - Develop Parks and Gathering Spaces that are Family-Friendly and Safe for the Community.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 6.1.a – Implement Family Friendly Design. Building off of the Parks, Recreations, and Libraries Master Plan, collaborate with Alisal children and families to refine key features of “family-friendly” park spaces for play and gathering. Review regulations to consider allowing amenities such as bounce houses, barbecue pits and other park improvements.

City Short
YAP 6.1.b – Improve Park Safety through Programming. Increase activity in Alisal’s parks through additional programming and events that will improve safety.

City
Sport Clubs
Community-Based Organizations
ShortMedium
YAP 6.1.c – Increase Park Funding. Apply for grants and other funding opportunities to support park improvements and programming that keep Alisal’s parks safe and active.

Focus on improvements to address real or perceived safety concerns.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Ongoing
YAP 6.1.d – Review Park Hours of Operation. Explore the possibility of expanding park hours with supervised activities and consider adjusting any ordinance related to hours or lighting if necessary.

City
Parks Commission
Immediate
YAP 6.1.e – Develop a Parks After Dark Program. Provide more opportunities for teens and adults to exercise and socialize “after dark” by allowing programmed and supervised activities.

City
Parks Commission
Monterey County Health
Department
ShortMedium
YAP 6.1.f – Develop a Park Ranger Pilot Program in the Alisal. Instead of relying on expensive security contracts, create a pilot program using park rangers to offer both programming and security for the parks.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
ShortMedium
GOAL YAP 6. Create and Support a Diverse, Well-Maintained, and Culturally Relevant Network of Parks and Gathering Spaces.
329
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 6.1 - Develop Parks and Gathering Spaces that are Family-Friendly and Safe for the Community.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 6.1.g – Improve Park Playgrounds. Move toward poured in place surfacing for playgrounds where appropriate for increase safety and sustainability. Explore replacing old playground equipment that may present safety hazards.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
ShortMedium
YAP 6.1.h – Build Park Shade Structures. Identify the hottest areas in Alisal’s parks and prioritize planting trees and building shade structures. Cesar Chavez Park is a top priority for this treatment.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Short-Long
YAP 6.1.i – Create Space for Community Gardens. Incorporate community gardens in parks and consider planning fruit trees and other edible plants. If necessary, revise the zoning code to allow community gardens throughout the Alisal.

City
Businesses
Foundations
Community-Based Organizations
Parks Commission
Short
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
330
YAP 6.2 - Promote Diverse Opportunities for Wellness and Exercise in Alisal’s Parks and Other Gathering Spaces.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 6.2.a – Offer Health Food and Beverage Options at City Properties. Work with the Monterey County Health Department to develop health food and beverage guidelines for city-controlled food and beverage vending machines and snacks served at recreation programs. Using the new guidelines, the City should implement healthier food and beverage options. The guidelines should also promote health snack options (not requirements) for youth sports leagues and mobile food vendors in the park.

City
Monterey County Health
Department
Short
YAP 6.2.b – Install Park Fitness Equipment and Amenities. Building off the Parks, Recreation, and Libraries Master Plan, pursue grants and other funding opportunities to install equipment and amenities in Alisal’s parks to support resident physical activity.

Examples could include outdoor gym equipment with bilingual instructional signage and walking paths around the park perimeter.

City
Foundations
Parks Commission
ShortMedium
YAP 6.2.c – Install More Community Kiosks in Parks. Partner with local neighborhood and community groups to install community kiosks that specifically promote exercise, the use of fitness equipment, and recreation programs.

City
Neighborhood Groups
Community-Based Organizations
Parks Commission
ShortMedium
331
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
YAP 6.3 - Implement Regular Maintenance of Parks and Gathering Places in the Alisal.

IMPLEMENTATION ACTION DEPARTMENT/ORG TIMEFRAME
YAP 6.3.a – Improve Park Maintenance. Develop an annual park maintenance plan for Alisal’s parks and advocate for the increased park maintenance staffing. Focus on expanded staffing in the most heavily used parks with the most maintenance issues.

Maintenance should focus on lighting, water fountains, restrooms, and expanding trash and recycling receptacles.

City ShortMedium
YAP 6.3.b – Increase Park Maintenance Funding. Dedicate funding resources for existing park maintenance and improvements that reduce maintenance costs overtime.

City Ongoing
YAP 6.3.c – Encourage Community Park Stewardship. Develop a Park Stewardship Program (“Adopt a Park”) to promote opportunities for resident, neighborhood group, or community-based organization ownership and stewardship of the parks.

City
Neighborhood Groups
Community-Based Organizations
Parks Commission
ShortMedium
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
332

9.5 EMERGING PRIORITIES
The Alisal is a strong, thriving community
that can work collaboratively to transform
neighborhoods and improve opportunities
for all. This chapter contains dozens of
important goals, policies, and actions, most
of which were community-generated,
however they cannot all be accomplished
at once. In early Spring 2019, Steering
Committee and Working Group members
engaged in discussions and activities to
prioritize the draft policies and actions
from the Quality of Life chapter. Next, those
priorities were presented to the public at
the Draft Plan Open House in April 2019,
where Alisal residents further prioritized
the recommended policies and actions.

Based on this community-driven process,
three key Youth, Art, Parks, Recreation, and
Enrichment priorities emerged and are
listed below. Chapter 10 Implementation
outlines potential funding sources, next
steps that can be accomplished over the
next 1 to 2 years.

Support youth leadership programs.

Continue to promote and expand programs
that build youth capacity, such as See
Our Youth, the Youth and Government
Institute, and Ciclovía Salinas. Partner
with businesses to create internship
opportunities to develop professionalism
and explore career pathways. These
experiences develop the confidence and
skills for youth to make a difference in the
community and create bright futures.

Improve park and recreation center
safety.

Increase park maintenance resources and
refurbish or replace aging equipment and
facilities. Add appropriate lighting and
activation through programming, as well
as implementing other Crime Prevention
Through Environmental Design Principles.

Expand arts-based partnerships and
programming.

Create new opportunities for the Alisal
community to participate in and experience
art by expanding partnerships with public
agencies, businesses, and community groups.

Encourage public art and create more spaces
for making and performing art.
333
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
9 YOUTH, ART, PARKS, RECREATION & ENRICHMENT
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
334
335
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
10 NEXT STEPS
10 Next Steps & Plan
Implementation

10.1 INTRODUCTION
The Alisal Vibrancy Plan is an action-driven framework for improving the Alisal. The AVP is the first City plan to focus on the neighborhoods of East Salinas and its recommendations will inform the first comprehensive General Plan update since 2002. With input and collaboration from over 2,000 participants, the Alisal Vibrancy Plan is designed as a plan for community use, not just as a City document, and requires broad community participation for successful implementation.

All of the actions within the Plan are important to creating a thriving Alisal, yet many fall beyond the authority, discretion, or fiscal abilities of city government alone. The City recognizes its lead role, but it will take strong partnerships to fully implement the plan. City, County, other local government agency staff, residents, and other stakeholders working with East Salinas should use this plan daily to guide their projects, funding applications, and other improvements in alignment with the community’s vision. Lead agencies and funding sources are identified where possible for specific tasks, and each implementation matrix represents a good-faith effort to identify primary related organizations, but it does not commit agencies to specific projects nor preclude additional partnerships with unmentioned groups.

While the AVP contains efforts that could span 10-15 years, this Chapter focuses on next steps that capitalize on current strengths and opportunities to move the Plan forward over the next one-to-two years.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
336

10.2 PL ANNING
& CEQA

CONTE X T
The City will start its General Plan update
process in 2020, which will incorporate
policies and recommendations from the
Alisal Vibrancy Plan, and other recent
planning efforts around Salinas. The update
will likely take several years to complete.

In the meantime, the Alisal Vibrancy Plan
is being accepted by Salinas City Council
as a strategic planning document, with no
formal California Environmental Quality
Act (CEQA) review.

Many of the projects and actions within the
AVP will not require environmental review
and can be completed without CEQA
evaluation. This Plan will be included in
the General Plan Update Environmental
Impact Report (EIR) analysis. Prior to
the preparation of the General Plan EIR,
projects coming forward from Alisal
Vibrancy Plan recommendations that do
require CEQA review would be required
to undertake the appropriate level of
analysis based on individual project CEQA
requirements.

10.3 PRIORIT Y

L AND USE

CHANGES
While the Place Type framework and most
land use recommendations of Chapter 4
will be incorporated in the General Plan
through the Visión Salinas process, there
are interim changes to the City’s Zoning
Code that would encourage development
in near term. The City is applying for
grant funding under California SB 2,
the Building Homes and Jobs Act, for
consulting services to revise housing
regulations (as of the time of writing, the
City has been notified they will receive SB 2
funding). This application seeks assistance
in multiple areas, including performing
due diligence on sites in commercial
areas to upzone to mixed-use, and adding
residential uses in Public/Semipublic
zones. Opportunity Sites identified in
Chapter Four, as well as other sites with
unrealized capacity such as the Foods
Co on East Alisal Street, would be part of
the due diligence process and candidates
for upzoning, lot consolidation, or other
changes to prepare them for development.

Along with interim zoning changes, there
are other land use and housing policies
that the City could implement before a new
General Plan is adopted. These include
tenant protections, such as just cause
eviction ordinances and rental inspections,
and affordability measures such as rent
stabilization.
337
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
10 NEXT STEPS

10.4 SHOR T-TERM PRIORIT Y TASKS
Each Topic Chapter (Chapters 4 through 9) in this plan contains a set of Emerging Priorities identified by the community. This section aligns these Emerging Priorities with existing opportunities and resources to effectively implement, or make significant progress on, related projects in the next one to two years. Every action in this plan is important, and many short-term items will be implemented in the near future even if they are not included in this matrix.

Priority: Update regulations to create more housing that is affordable to Alisal Residents.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION LU 1.4 - Continue to Promote Second
Units on Single-Family Lots and Evaluate
and Remove Regulatory Barriers to
Encourage Accessory Dwelling Unit (ADU)
Construction.

Explore options for further reducing fees or
delaying until occupancy
Eliminate conflicting parking requirements for
ADUs
City of Salinas – Community
Development
LU 3.7 - Locate High-Density Housing with
Increased Height in Mixed-Use Areas and
Near Primary Commercial Corridors with
Capacity for Transit and Alternative Modes
of Transportation.

Implement SB 2 grant for services to review
regulations and identify suitable parcels to upzone
Upzone identified parcels to current Mixed-Use
zoning code designation
City of Salinas – Community
Development
Priority: Maximize affordable housing on City-owned sites.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION LU 4.4 - Develop a Detailed Vision for the
Opportunity Site with the Community.

Collaborate with community members on
developing RFPs/RFQs for East Alisal Street
Marketplace Opportunity Site
Include community in design process of each
development
City of Salinas – Public Works/Community
Development
Land Use & Urban Design
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
338
Priority: Proactively acquire underutilized sites.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION LU 4.3 - Acquire Remaining Parcels
for Opportunity Site Next to the Police
Services Headquarters.

Acquire the remaining parcels for the East Alisal
Street Marketplace Opportunity Site and assist
businesses in relocating.

Seek out additional opportunities to purchase
properties, or work with developers to facilitate
the purchase and redevelopment of underutilized
properties.

City of Salinas – Public Works
City of Salinas – Public Works/Community
Development
Housing & Neighborhoods
Priority: Advance housing affordability.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION HN 4.1.a – Consider a Moratorium on Rent
Increases.

HN 4.1.b – Develop a Rent Stabilization
Ordinance.

Research best practices and outcomes in
California cities that have enacted rent
stabilization.

Start community discussions and education at the
citywide level.

Start developing an enforcement framework for AB
1842 with the new Housing TAC.

City of Salinas – Community
Development
HN 4.4.b – Notify Residents of
Inclusionary Housing Lotteries.

Work with community partners to create an
outreach strategy to increase awareness in
the Alisal when there are inclusionary lottery
opportunities, and includes education material on
how to qualify/apply.

Promote the notification list so residents can preregister to make sure they are contacted.

City of Salinas – Community
Development
339
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
10 NEXT STEPS
Priority: Increase housing options.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION HN 1.3.b –Provide ADU Loans.

HN 1.4.e – Create a Housing Tour.

Working with MBEP and the Housing Trust Silicon
Valley, explore modifying the types of housing
loans available through the Monterey Bay Housing
Trust to fund additional forms of affordable
housing.

Establish an ADU loan pilot program.

Create a list of housing sites in Salinas and the
local region that demonstrates various community
benefits and housing styles.

Poll interested residents and stakeholders on what
kind of housing features they want to see inperson.

Monterey Bay Economic Partnership
(MBEP)/ City of Salinas – Community
Development
City of Salinas – Community
Development
Priority: Develop tenant protections.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION HN 2.2.b – Adopt a Just Cause Eviction
Ordinance.

HN 3.1.a – Develop a Rental Registration
and Inspection Program.

Explore best practices and existing ordinances for
both Just Cause Eviction and Rental Registration/
Inspection.

Examine Just Cause provisions in AB 1482 with the
Housing TAC and determine if there are stronger
protections that could be put in place locally.

Identify ways to mitigate displacement and
establish measures before implementing
registration and inspection.

Work with non-profit partners to discuss options
with the Alisal community.

Reach out to landlords to start dialogues.

City of Salinas – Community
Development
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
340
Priority: Support small businesses.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION ED 2.1.d –Provide Relevant, Bilingual
Business Assistance Workshops.

ED 2.1.f – Hold Annual Business Assistance
Event.

ED 2.1.g – Promote Available Business
Assistance Services.

ED 3.1.c – Promote Alisal Businesses.

Continue to support Dia Del Empresario Latino, an
annual all-day event offering a variety of business
and financial education workshops in Spanish.

Promote existing small business support services
(through El Pajaro CDC, Cal Coastal SBDC, etc.) to
Alisal entrepreneurs and businesses.

Partner with community based organizations and
business associations to promote Alisal businesses
online and provide social media training.

El Pajaro CDC/ City of Salinas –
Community Development
Priority: Create a Business Navigator position.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION ED 4.2.a – Create a Business Navigator
Position.

Refine the role and duties of this position. Dedicate
staffing to this position.

City of Salinas – Community
Development
Priority: Increase access to microloans.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION ED 2.2.b – Increase Access to Capital for All
Stages of Business Growth.

ED 2.2.c – Activate Existing Loan Programs
and Identify Funding Gaps. Establish a
Microloan Program.

Recapitalize the Grow Salinas Fund. Work with
the National Development Corporation (NDC) to
find institutions and foundations to contribute to
recapitalization.

Expand marketing to increase Alisal business
participation in existing microloan programs, such
as Cal Coastal’s.

Use El Pajaro CDC to provide education to local
businesses on how to create successful loan
applications.

City of Salinas – Community
Development
CalCoastal/ City of Salinas – Community
Development
El Pajaro CDC
Economic & Workforce Development
341
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
10 NEXT STEPS
Community Health & Safety
Priority: Improve pedestrian level lighting in neighborhoods, parks and streets.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION HS 1.1.a - Complete a lighting needs
survey.

Determine how to complete the survey and
involve the community.

City of Salinas – Public Works Department
Priority: Focus on public safety engagement with the Alisal community.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION HS 3.3.b - Develop more opportunities for
positive engagement between public safety
officers and the Alisal community.

HS 3.3.e – Conduct a series of community
and neighborhood meetings.

Collaborate with Alisal residents on programming
and activation of the Police Services Headquarters’
community room and flex plaza. Use this process
to improve communication and trust with police
by creating a community benefit together.

Continue education and outreach initiatives
that promote two-way dialogue with residents,
including Coffee with a Cop, meetings and other
community-oriented best practices.

City of Salinas – Police Department
Priority: Increase mental health resources.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION HS 5.1.h - Collaborate with the Monterey
County Health Department on the
Construction of a New Mental Health
Clinic in the Alisal.

HS 5.1.i Encourage MST to Increase Transit
Access for Alisal Residents to Mental
Health Services.

Support construction of the new County mental
health clinic at Sanborn and Circle Drive.

Collaborate with MST to increase transit access to
this facility and other mental health services.

Monterey County Health Department
Monterey-Salinas Transit
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
342
Transportation & Infrastructure
Priority: Support sidewalk maintenance and connectivity.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION TI 1.2.b – Complete Sidewalk Network and
Keep Sidewalks in Good Repair.

TI 2.1.e – Implement Complete Streets
Improvements.

Secure funding and complete design of new
sidewalks on East Laurel Drive to provide
pedestrian access up to Constitution Boulevard
and the soccer fields.

Promote the 50/50 Sidewalk Repair Program
to Alisal homeowners and businesses. Explore
grants or other resources to cover low-income
residences.

Apply for funding for full design and
implementation of Complete Streets on East Alisal
Street .

City of Salinas – Public Works
Priority: Improve transit services.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION TI 2.1.a – Update Transit Routes and
Schedules to Make Bus Transit Work for
More Residents.

TI 2.1.d – Identify Opportunities to Provide
Public Transit to Farmworker Employment
Locations or Encourage Private Buses and
Shuttles to Use Existing Bus Stops.

Start a dialogue with MST about updating routes
and schedules in conjunction with the General
Plan update.

Collaborate with MST on Bus Rapid Transit for East
Alisal Street.

Look for opportunities to add shelters, benches,
and other quick improvements to existing bus
stops. Collaborate with MST and neighborhood
groups to identify suitable stops.

MST/City of Salinas – Public Works and
Community Development
343
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
10 NEXT STEPS
Youth, Art, Parks, Recreation & Enrichment
Priority: Plant street trees.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION TI 3.3 – Increase Street Tree Coverage
Throughout The Alisal.

Ensure major street improvement plans, such
as those for East Alisal Street and Williams Road,
include increasing street tree numbers and other
vegetation.

Partner with residents and businesses to replace
street trees in areas where previously located.

Develop additional temporary parklet projects
to demonstrate the positive effects of greening
streets.

City of Salinas – Public Works Department
Priority: Support youth leadership programs.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION YAP 1.1.a – Increase Opportunities for
Youth to Engage with and Lead Civic
Processes.

YAP 1.1.f – Remove Barriers and Support
Promotion of Program Participation.

Continue to fund and promote events and
programs like the See Our Youth Summit (SYS), the
Youth and Government Initiative (YAGI), and the
Youth Leadership Academy (YLA). These programs
provide internships, mentors, experiences with
businesses and government, and other valuable
educational services.

Collaborate with MST and school district to use
a combination of City vans, school buses/vans,
and public transit to provide free transportation to
leadership opportunities.

Support the annual Ciclovía to continue to give
dozens of youth leadership and organizational
experience.

City of Salinas – Library and Community
Services
City of Salinas – Library and Community
Services/MST/Alisal school districts
Building Healthy Communities – East
Salinas
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
344
Priority: Improve park and recreation center safety.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION YAP 5.3.b - Re-construct a larger Hebbron
Family Center
YAP 5.3.a - Improve and refurbish
recreational facilities consistent with
the adopted Parks and Sports Facility
Standards.

Rebuild the Hebbron Family Center. The City
has already applied for California Proposition 68
funding for this project.

Engage the community in the design of the new
facility, similar to the process of the new El Gabilan
Library.

Develop program schedules to keep parks active
and use CPTED principles when designing new
features and facilities, such as improved lighting
and lines of sight.

Renovate restroom facilities in Closter Park and
Natividad Creek Park using CDBG funding.

City of Salinas – Library and Community
Services
Priority: Expand arts-based partnerships and programming.

RELATED POLICIES OR ACTIONS NEXT TASKS LEAD DEPARTMENT/ORGANIZATION YAP 4.1.a - Create the Alisal Arts Action
Plan.

YAP 4.1.c Increase arts and culture
funding.

Reach out to community-based organizations and
artists in the Alisal to gather support to advocate
for plan to the Public Arts Commission and City
Council.

Advocate to the Public Arts Commission and City
Council to direct arts budget resources to the Alisal
and for staff to actively pursue relevant grants.

City of Salinas - Library and Community
Services/Community Development
345
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
10 NEXT STEPS

10.5 F UNDING

STR ATEGY &

CONTEXT
Successful implementation of the Alisal
Vibrancy Plan requires funding of parks
and infrastructure projects, affordable
housing, street upgrades, as well as new
and existing programming. No local
government can fund all of these initiatives
on its own and Salinas needs contributions
from its partners to realize the vision of
the AVP. With these limitations in mind
this section identifies some of the primary
government funding opportunities and
mechanisms that could be used for AVP
activities and recommendations.

Government Funding
Opportunities
Active Transportation Program (ATP).

This program is administered by Caltrans.

The purpose of the ATP is to encourage
increased use of active modes of
transportation, biking and walking. The
ATP consolidates existing federal and state
transportation programs, including the
Transportation Alternatives Program (TAP),
Bicycle Transportation Account (BTA) and
State Safe Routes to School into a single
program with a focus to make California a
national leader in active transportation.

Opportunity Zones (OZ). Introduced into
the tax code by the Tax Cuts and Jobs Act
in December 2017, Opportunity Zones are
federally designated census tracts that are
intended to stimulate private investment
in economically distressed communities
by reducing taxes on capital gains for
investments made in those communities
and held for a minimum of five years.

There are five census tracts in Salinas that
have been designated a part of the Salinas
OZ: Tracts 4, 5.02, 13, 18.02, and 145. Part of
the Plan Area falls within the OZ.

Community Development Block Grants
(CDBG). Through the CDBG program,
HUD provides funds to local governments
for a range of community development
activities. The eligible activities include,
but are not limited to: acquisition and/
or disposition of real estate or property,
public facilities and improvements,
rehabilitation and construction (under
certain limitations) of housing, and public
services. In addition, these funds can be
used to acquire or subsidize at-risk units.

The City of Salinas receives approximately
$2 million annually in CDBG funds. The
City has more flexibility in CDBG fund use
in the Alisal, because of its designation as a
Neighborhood Revitalization Strategy Area.

This designation reduces administrative
burdens on businesses receiving CDBG
funds for job creation/retention by
not requiring them to track certain
requirements. It also allows the City to treat
housing units in the Area for which CDBG
funds were obligated as a single structure,
allowing for fund use in more households
rather than qualifying each on a per unit
basis.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
346
HOME Investment Partnership Act.

Salinas also receives an annual entitlement
under the HOME program. HOME
funds can be used for activities that
promote affordable rental housing and
homeownership, including but not limited
to: building acquisition, new construction,
reconstruction, moderate or substantial
rehabilitation, first-time homebuyer
assistance, and tenant-based assistance.

Currently, the City receives approximately
half a million dollars annually in HOME
funds.

Low-Income Tax Credits. The LowIncome Housing Tax Credit (LIHTC) is an incentive to build or rehabilitate rental
housing for low-income households.

Created at the Federal level through the
1986 Tax Reform Act, these credits are
awarded on a competitive basis through
state agencies, including the California Tax
Credit Allocation Committee.

Monterey Bay Housing Trust. The County
maintains a robust housing fund that
has been critical for recent affordable
housing projects in Salinas, including
the Chinatown revitalization efforts. The
Trust was established in 2016 as a $10
million loan fund for the development of
affordable housing projects in the counties
of Monterey, San Benito and Santa Cruz. If
not spent within five years this money can
be spent regionally, making this a priority
funding source.

City-Owned Property. The Land Use and
Design Chapter includes a more detailed
discussion about options to leverage land
owned by the City towards community
goals (see Chapter 4 for a map of
opportunity sites). The City (mostly through
its former redevelopment agency) owns
several vacant parcels which are potential
locations for new affordable housing.

However, the City does not have the
expertise or finances to develop on its own,
and needs partners or private investment.

When a public agency or entity provides
free or discounted land for an affordable
housing project it significantly reduces the
project’s need for cash subsidy by reducing
the overall cost.

10.6 PL AN

TR ACKING,

UPDATE S, &

ACCOUNTABILIT Y
Tracking and measuring plan progress
are critical to plan implementation and
ensuring accountability. A successful
monitoring and evaluation process
requires regular data collection, data
analysis, community outreach and input
and the willingness to revise the City’s
priorities as needed. The City will establish
an annual community meeting to review
progress, successes, and challenges with
Alisal residents and partners. As the AVP is
meant to be a living document, this process
would allow the community to request
modifications to actions or changes in
priorities. Following this meeting, City
staff will provide a progress report to City
Council, which if necessary, will include
recommended updates to Plan actions or
priorities.
347
CITY OF SALINAS Alisal Vibrancy Plan - February 2020
10 NEXT STEPS

10.7 CONTINUING

COMMUNIT Y

ENGAGEMENT
Successful implementation of the AVP
requires continuing and strengthening
the robust engagement process that
created this plan. This includes careful
coordination between all levels of
government, partners and residents.

The City is committed to continuing
engagement through Plan implementation
on the overall plan, as well as individual
projects in the Alisal.

In addition to annual update meetings,
City staž and community partners should
regularly collaborate on improvement
projects and policy development. Examples
include working with a neighborhood
group to implement a Neighborhood
Beautification grant, conducting meetings
and focus groups on housing ordinances,
and ensuring Alisal participation in annual
budget prioritization events. Throughout
the next phases of the Alisal Vibrancy
Plan, the City will continue to strive
for community-driven processes that
empowers the Alisal.

CITY OF SALINAS Alisal Vibrancy Plan - February 2020
348
454873811 - 1 -
COM/DH7/sgu Date of Issuance 2/25/2022
Decision 22-02-026 February 24, 2022

BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA Order Instituting Rulemaking
Regarding Revisions to the California
Advanced Services Fund. Rulemaking 20-08-021

DECISION ESTABLISHING LOCAL AGENCY

TECHNICAL ASSISTANCE GRANT PROGRAM
Summary
This decision establishes a Local Agency Technical Assistance grant program to provide funding to eligible local agencies and sovereign tribal governments, as defined in this decision, for work product(s) associated with advancing the goal of the California Advanced Services Fund.

1. Background
On September 16, 2021, the assigned Commissioner issued an amended scoping memo outlining various changes to the California Advanced Services Fund (CASF) program approved as part of the Budget Act of 2021 and Senate Bill (SB) 156 (Stats. 2021, Chap. 84 and 112). Among other things, the state legislature provided for $50 million to facilitate completion of the statewide broadband middle-mile network and last mile projects, the formation of municipal entities and agreements for financing broadband infrastructure and to fund projects, distribute grants, or fund support costs associated with these projects, among R.20-08-021 COM/DH7/sgu
- 2 -
other allowable uses.1 The Commission intends to authorize a total of $50 million in funds for technical assistance under a new tribal and local agency technical assistance program. The amended scoping memo included and invited comments on a Commission Communications Division Staff Proposal (staff proposal) for this new program.

Rural County Representatives of California (RCRC), the Public Advocate’s Office of the California Public Utilities Commission (Cal Advocates), National Diversity Coalition (NDC), Central Coast Broadband Consortium (CCBC), County of Santa Clara (Santa Clara), and The Utility Reform Network (TURN) timely filed comments on the staff proposal. On October 14, 2021, the Yurok Tribe, California Emerging Technology Fund (CETF), NDC, and TURN filed reply comments.

2. Authority
The Commission's authority under California Public Utilities Code Section 281, as amended by SB 156, includes the provision of technical assistance and California Advanced Services Fund grants such as those for the Public Housing and Federal Funding Accounts. California Public Utilities Code Section 281(b)(5)(A) specifies activities including but not limited to “[p]roviding technical assistance to local governments and providers" that lead to or are likely to lead to equitable high-speed last-mile connection.
1 Section 35 (Item 8660-062-8506 of Section 2.00) of the Budget Act of 2021 provides: “Funds appropriated in this item may be used to fund projects, distribute grants, or fund support costs associated with the program.” See also the CPUC fact sheet on Last-Mile Broadband funding:
https://www.cpuc.ca.gov/-/media/cpuc-website/industries-andtopics/documents/telecommunications/broadband--fact-sheet_083021.pdf.

R.20-08-021 COM/DH7/sgu
- 3 -

3. Staff Proposal
The staff proposal bases the proposed Local Agency Technical Assistance (LATA) program, in large part, on the Commission’s Tribal Technical Assistance program, with certain modifications to account for a broader group of eligible applicants/grant recipients and specified requirements to align with federal rules applicable to Coronavirus State and Local Fiscal Recovery Funds, which the proposed program is intended to leverage. The staff proposal includes a broader and more diverse range of activities that would be eligible for reimbursement, and includes a requirement for applicants with overlapping jurisdictions to demonstrate coordination between and among each other to minimize duplication of funding and efforts. The staff proposal would fold the Tribal Technical Assistance program into the new LATA program, and dedicate a portion of the new program’s budget to funding projects from tribal applicants.

4. Establishment of Local Agency
Technical Assistance Program
The Commission establishes and adopts program requirements for a Local Agency Technical Assistance program, as detailed in Attachment 1 of this decision. In summary, we adopt most aspects of the staff proposal, with modifications discussed herein. We address parties’ comments on the staff proposal insofar as they relate to specific modifications we adopt.

4.1. The Local Agency Technical Assistance
Program Will Not Absorb the Tribal
Technical Assistance Program
Most parties do not explicitly address the proposal to fold the Tribal Technical Assistance program into the LATA program. TURN, however, urges the Commission to consider maintaining the Tribal Technical Assistance program as separate from the LATA program, given the additional program R.20-08-021 COM/DH7/sgu
- 4 -
requirements contemplated for the LATA program. In reply comments, the Yurok Tribe supports TURN’s suggestion.

The Commission intends to minimize barriers for tribes to pursue broadband deployment through the Tribal Technical Assistance program, while also making funds available to tribes under the LATA program for additional and/or more costly work product(s), such as environmental reviews. Therefore, we agree with TURN’s and the Yurok Tribe’s recommendation and do not adopt the proposal to fold the Tribal Technical Assistance program into the LATA program. Eligible tribal governments have the option to apply for technical assistance grants under either program, pursuant to each program’s respective rules and application requirements.

4.1.1. Dedicated Funds for Eligible
Tribal Applicants
The staff proposal proposes to set aside ten percent of the funding allocated to the program, plus the remaining Tribal Technical Assistance program budget balance on the date the Commission adopts the LATA program rules, to tribal grantees. Parties responding to this element of the staff proposal are generally supportive of setting aside funds for tribal grantees, and emphasize that this set-aside should be a floor and not a ceiling for the amount of funds available for tribal grantees. The Commission agrees, and adopts Guidelines as set forth in Attachment 1 that direct Commission staff to initially set aside ten percent of the funding allocated to LATA grants for tribal grantees. The Guidelines state that staff may further set aside up to ten percent of thenremaining funds for tribal grantees in the event that all funds previously set aside for tribal grantees have been encumbered.

R.20-08-021 COM/DH7/sgu
- 5 -

4.2. Definition of Technical Assistance
Parties that address the staff proposal’s definition of technical assistance are generally supportive; NDC and Santa Clara emphasize that the staff proposal indicates the activities identified in the definition are not framed as an exhaustive list of eligible activities. Even so, CCBC, RCRC and TURN recommend adding specific activities to the proposed definition. We agree in large part with the additions suggested by RCRC and TURN. The Commission therefore adopts guidelines that include needs assessments, broadband strategic plans, and consultants and community-based organization services secured to complete reimbursable work product(s) within the definition of technical assistance in Section 3.A, while also clarifying that the identified activities are not intended to represent the entirety of activities that meet the definition of technical assistance.

CCBC’s recommended addition of comprehensive regional plans is supported by CETF, which also recommends we add Metropolitan Planning Organizations (MPO) to the proposed definition of local agency. Although both of these recommendations merit consideration, the Commission elects not to adopt them at this time in favor of maintaining more local entities in the primary role of grant recipients, while encouraging and requiring demonstration of coordination among geographically overlapping jurisdictions. Broader entities such as MPOs will not be precluded from participating in such coordination efforts and providing input into local agencies’ grant applications and subsequent work product(s).

R.20-08-021 COM/DH7/sgu
- 6 -

4.2.1. Staff Hours Will Be Eligible For
Reimbursement, Provided They
Are Incremental to Grantees’
Pre-grant Award Scope of Work
The staff proposal specifies that technical assistance does not include staff hours, although up to 15 percent of the total requested reimbursement may be used for the local agency’s administrative costs (as defined in the staff proposal) associated with completing reimbursable work products.

NDC, RCRC and Santa Clara recommend permitting reimbursement of staff hours related to reimbursable activities to varying extents; in reply comments, TURN and the Yurok Tribe generally agree. CCBC supports reimbursement of staff hours subject to certain conditions, including that Commission staff determines such work is outside the normal scope of the local agency’s activities.

We agree that local agency staff hours dedicated to reimbursable activities should be eligible for reimbursement, provided that such work is incremental to a local agency’s normal, or pre-grant, scope of activities. The Commission therefore replaces “normal” with “pre-grant award” to make clear that grant funds are intended to go toward work that would not be performed in the absence of grant funds.

The Commission will require applicants to attest that staff hours for which they will request reimbursement are incremental to their pre-grant award scope of work. Additionally, applications that request reimbursement for staff hours must include hourly rates and estimates of staff hours that will be dedicated to specific reimbursable work product(s), and grant recipients will need to track staff time spent on specific reimbursable work product(s) in order to receive reimbursement for staff hours.

R.20-08-021 COM/DH7/sgu
- 7 -

4.3. Definition of “Sovereign Tribal
Government”
In response to the staff proposal’s definition of “local agency,” the Yurok Tribe recommends adding wholly-owned tribal corporations, tribal non-profits, and tribal utilities with proof of authorization to apply from the respective tribe’s council or other governing body. We agree that such entities should be eligible to apply for and receive LATA funding, as their revenue base serves in lieu of the tax base that other types of eligible applicants possess.2 The Commission therefore adopts the proposed definition of “sovereign tribal government” to include the Yurok Tribe’s recommendation of wholly-owned tribal corporations, tribal non-profits, and tribal utility companies with proof of authorization to apply by the respective Tribe’s Council or other governing body.

4.4. Clarification of Overlapping
Jurisdictions
Parties commenting on the staff proposal’s requirement for separate local agencies operating in the same geographic jurisdiction to demonstrate collaboration were generally supportive of this requirement, though NDC recommends clarifying that tribal jurisdictions are not overlapping jurisdictions for the purposes of the LATA program. Similarly, TURN states that it is unclear what circumstances would present overlapping jurisdictions among sovereign tribal governments. The Commission agrees with NDC. The Guidelines set forth in Attachment 1 of this decision clarify that sovereign tribal governments do not constitute overlapping jurisdictions for purposes of the LATA program. 2 See, e.g., Tribal Business Structure Handbook, 2008 Edition; a Tribal Self-Governance Project of the Tulalip Tribes, sponsored and published by the United States Department of the Interior Office of the Assistant Secretary – Indian Affairs. url: https://www.irs.gov/pub/irstege/tribal_business_structure_handbook.pdf (accessed November 15, 2021), at II-5 – II-6 and III-1 – III-2.

R.20-08-021 COM/DH7/sgu
- 8 -
In response to NDC’s comments, which recommend that cities and counties not be counted as overlapping jurisdictions, we agree it is reasonable to enable staff to approve applications from cities located in counties that have pending applications or applicable grant awards, and applications from counties that include cities with pending applications or applicable grant awards, provided that such applicants’ support letters describe the coordination that occurred between the city and county to prevent duplication of efforts. The Commission adopts language in the Guidelines set forth at Attachment 1 of this decision that reflect this recommendation.

In response to CCBC’s comments, which address situations of agencies with overlapping competencies or responsibilities (e.g., a city and a school district), we clarify that our intent is not to prevent each such agency from applying to the LATA program. We do however find good reason to require demonstration of collaboration among such entities to ensure efficient use of resources, as detailed in the Guidelines set forth at Attachment 1 of this decision and reflected in the previously issued staff proposal.

4.5. Applications Requesting No More
than $500,000 per Local Agency, per
Fiscal Year will be Eligible for
Ministerial Review and Approval
Party comments varied on the proposed maximum award amount that should be awarded to each local agency per fiscal year, via ministerial review and approval. CCBC, RCRC and TURN generally support the staff proposal, which set this amount at $150,000. NDC recommends we set a higher maximum amount, and require data about projects requesting amounts greater than $150,000, to justify the higher amount requested. Santa Clara recommends setting a range of award caps based on the number of unserved households in R.20-08-021 COM/DH7/sgu
- 9 -
the jurisdiction and the award history of the applicant and other applicants applying in the same cycle, with a maximum of one million dollars per agency per year. RCRC recommends that, if the Commission sets a range, it should be based on the proportion of unserved locations in the jurisdiction and not on population size or density. In considering a maximum award amount (per local agency, per fiscal year) eligible for ministerial review and approval, the intent is to enable Commission staff to review and approve applications through a transparent set of objective criteria, to the extent feasible. The Commission also recognizes that certain eligible work products, notably environmental reviews, may cost as much as $500,000, and that the cost of such work product(s) may not depend on either the number or the proportion of unserved households in a jurisdiction. Given our determination to make funds available for potentially more costly work products such as environmental reviews, it is reasonable to set the threshold amount for applications that may be approved ministerially to an amount that more closely approximates the cost of this type of eligible work product. The Commission determines to increase the proposed maximum amount (per local agency, per fiscal year) eligible for ministerial review and approval to $500,000. In making this change, staff may, but are not required to, approve every application that meets the minimum requirements for ministerial review and approval. If, for example, an application meets all ministerial review criteria and requests $500,000 for work product(s) that are reasonably expected to cost less than $500,000, the Commission reserves discretion to address such an application through the resolution process.

Further, given the size of ministerially awarded grants and potential costs involved with certain reimbursable activities, the Commission further intends to periodically review and adjust the program via resolution, including the scope of R.20-08-021 COM/DH7/sgu
- 10 -
reimbursable activities, to ensure that the funds are efficiently and effectively disbursed.

To confirm, and as detailed in Attachment 1 of this decision, applications meeting the following conditions will be eligible for ministerial review and approval:

1. Applicant requests a grant not exceeding $500,000 per local agency per fiscal year.

2. The Commission has not received a separate application for Local Agency Technical Assistance from an agency
with a jurisdiction overlapping that of the subject
application during the current application period or within the prior year, unless such application(s) was denied. This limitation does not apply to:
a. applications from sovereign tribal governments.
b. applications from cities located in counties that have pending applications or applicable grant awards, or
to applications from counties that include cities with
pending applications or applicable grant awards,
provided that such applicants’ support letters
describe the coordination that occurred between the
city and county to prevent duplication of efforts.

3. The application meets all the other requirements of a Local Agency Technical Assistance grant included in Sections 4, 5, 6, and 7 of the program requirements, as detailed in Attachment 1 of this decision.

4.6. Modification to Review Process
for Applications Not Eligible for
Ministerial Review and Approval
NDC notes that some of the evaluation criteria listed in the resolution review process appear nebulous, and further notes that some of the criteria should be considered for all applications. For instance, NDC states, it is unclear what “evaluation of proposed reimbursable work product(s)” entails and R.20-08-021 COM/DH7/sgu
- 11 -
whether the same kind of evaluation should also occur under ministerial review.

We emphasize here that the criteria for ministerial review and approval are intended to enable staff to approve applications that meet the minimum requirements, as specified in Section 8 of the Guidelines set out in Attachment 1.

Applications that satisfy general Application Requirements (Section 6) but do not meet the Ministerial Review funding criteria may only be approved by the Commission via resolution, a discretionary review rather than ministerial.

Upon further consideration and review of the program rules applicable to the Tribal Technical Assistance program, and in light of the fact that the Commission will set a maximum award amount (per local agency, per year) eligible for ministerial review and approval of $500,000, we find it is not necessary, and moreover not conducive to the type of evaluation(s) required, to identify scoring criteria for applications not eligible for ministerial review and approval. Applications not meeting the requirements for ministerial approval may require qualitative evaluation, which may not align with assigning a numerical score. Moreover, there may be other factors, beyond those identified in the staff proposal, that impact the potential value of a project proposal. These other factors may also not align with a scoring rubric. For instance, a standardized metric such as the total grant amount per number of households to be served (expressed as dollars per household), while informative, would not account for other important factors such as the size of the relevant area, and thus it would be prohibitively difficult to assign a numerical score. For applications that the Commission will review for approval via resolution, the Commission determines to maintain flexibility in evaluating whether and how to approve such applications.

R.20-08-021 COM/DH7/sgu
- 12 -

4.7. Modification to Completion Requirement
to Demonstrate Advancement of CASF
Program Goal
Cal Advocates recommends the addition of a completion reporting requirement so that work products clearly identify broadband infrastructure deployment projects that will help achieve the CASF deployment goal. In reply comments, CETF and TURN support Cal Advocates’ recommendation. Noting that the staff proposal includes a requirement for a signed completion form, we agree with the intent of Cal Advocates’ recommendation and therefore adopt guidelines that require demonstration that the reimbursable work product(s) identify broadband infrastructure deployment projects that will help achieve the CASF deployment goal, and identification of the area(s) where the applicant intends to deploy broadband based on the reimbursable work product(s), as part of signed completion forms under the LATA program.

4.8. Additional Guideline Provisions
The Commission Guidelines set out in Attachment 1 include the following items that were not part of the staff proposal:
 In Section 2 (Amount Available for Grants), clarify the funding source for the total amount of $50 million that the Commission determines to allocate to the LATA program.
 Modify Section 7 (Submission Timeline and Requirements) to provide that Commission staff will provide program
information, including how to submit applications and
where to obtain information about the program, via an
email notice to the service list of this proceeding.
 Specify that staff may propose changes to the LATA
program guidelines and requirements via resolution. As
this is a new program that will be administered by
Commission staff, it is reasonable to enable staff to propose changes to the program requirements, which will be
subject to Commission approval. The Commission intends
R.20-08-021 COM/DH7/sgu
- 13 -
to monitor and evaluate LATA applications and awards to ensure equitable distribution of funding in accordance
with the Environmental and Social Justice Action Plan.

5. Actions for Advancing the
Environmental and Social
Justice Action Plan
RCRC recommends the Commission allow for periodic reimbursements for some categories of activities, noting that smaller jurisdictions may be unable to absorb expenses for up to two years. In reply comments, CETF and NDC support this recommendation; TURN notes that some tribes structured their Tribal Technical Assistance program applications in such a way as to receive funding for multiple awards (each with shorter timelines than two years), and encourages local agencies to do the same under the LATA program. The Commission confirms TURN’s observation: LATA applicants may identify reimbursable work product(s) with timeframes shorter than two years, where feasible, in their applications.

TURN recommends that Commission staff analyze a number of available data sets to identify and then conduct targeted outreach to specific unserved communities about the LATA program. The Commission generally agrees with TURN’s recommendation, and Commission staff is in the process of conducting analysis and developing an outreach plan with the objective of engaging and facilitating participation by communities with the greatest proportion of unserved and underserved households in not only the LATA program, but more generally in all Commission programs aimed at eliminating California’s digital divide. The Commission intends to monitor, evaluate and adjust outreach efforts to ensure alignment with the Environmental and Social Justice Action Plan.

R.20-08-021 COM/DH7/sgu
- 14 -

6. Comments on Proposed Decision
The proposed decision of Commissioner Darcie L. Houck in this matter was mailed to the parties in accordance with Section 311 of the Public Utilities Code and comments were allowed under Rule 14.3 of the Commission’s Rules of Practice and Procedure. Comments were filed on February 10, 2022 by San Diego Association of Governments; NDC; Charter Communications Operating, LLC (Charter); Southern California Association of Governments; CETF; Los Angeles County Economic Development Corporation; and UNITE-LA, Inc. Reply comments were filed on February 15, 2022 by NDC, TURN, California Community Foundation, Yurok Tribe, and The Greenlining Institute.

We have modified the proposed decision in response to party comments, as summarized here:
 Clarification that the specific activities identified as meeting the definition of technical assistance are not
intended to be an exhaustive list.
 Clarification that tribes can apply for and receive funds through both the Tribal Technical Assistance program and the LATA program established by this decision.
 Clarification that all applications that meet the Application Requirements (Section 6 of the Guidelines) but do not meet the Criteria for Ministerial Review (Section 8 of the
Guidelines) may be approved via the resolution process.  Addition of a requirement that applications describe
specific steps the applicant has taken, and/or will take, to meaningfully address disparities in access to and adoption of advanced communications services; and confirmation
that the Commission intends to monitor and evaluate both outreach efforts and LATA applications and awards to
ensure equitable distribution of funding in accordance
with the Commission’s Environmental and Social Justice
Action Plan. Although we agree with TURN that the LATA
program must center equity and bridging the digital
R.20-08-021 COM/DH7/sgu
- 15 -
divide, we are not prepared at this time to use equity as a review criterion, as we have not articulated a reasonable criterion or standard of review, so adopting such a
criterion would necessitate review of every application through the resolution process. The Commission may
revise program guidelines to better ensure alignment with the Environmental and Social Justice Action Plan.

We decline to make further revisions requested by parties, as either unnecessary or unwarranted at this time. With respect to Charter’s recommendation to specify that network operators should be excluded from participation as contractors, we acknowledge the validity of Charter’s concern, and we confirm the Commission’s intent is that LATA funds be used to engage entities that do not have a financial interest in the work product for which funds are granted. The Commission will review any such applications with greater scrutiny to ensure responsible and effective use of LATA funds.

7. Assignment of Proceeding
Darcie L. Houck is the assigned Commissioner and Valerie U. Kao is the assigned Administrative Law Judge in this proceeding.

Findings of Fact
The Budget Act of 2021 provides for the Commission to allocate funds for technical assistance to eligible local agencies to facilitate deployment of high-quality advanced communications services to all Californians.

The assigned Commissioner provided notice of and opportunity to comment on a staff proposal to establish a local agency technical assistance program, modeled after the Tribal Technical Assistance program, in this proceeding.

The staff proposal would fold the Tribal Technical Assistance program into the new LATA program, and dedicate a portion of the new program’s budget to funding projects from tribal applicants.

R.20-08-021 COM/DH7/sgu
- 16 -
The Guidelines maintain the Tribal Technical Assistance program as separate from the LATA program
Eligible tribal governments have the option to apply for technical assistance grants under either the Tribal Technical Assistance program or the new LATA program, pursuant to each program’s respective rules and application requirements.

Commission staff will review and approve applications through a transparent set of objective criteria, to the extent feasible.

Conclusions of Law
It is reasonable to establish a local agency technical assistance program, as detailed in Attachment 1 of this decision, to facilitate deployment of high-quality advanced communications services to all Californians.

The Commission’s Communications Division staff should have the authority to prepare resolutions that propose administrative changes to the LATA program guidelines and requirements, as detailed in Attachment 1 of this decision, and present these resolutions to the full Commission for a vote.

O R D E R
IT IS ORDERED that:

1. The California Public Utilities Commission establishes a new local agency technical assistance program to facilitate deployment of high-quality advanced communications services to all Californians. Program details, including budget and application guidelines and requirements, are adopted as articulated in Attachment 1 of this decision.

2. California Public Utilities Commission Communications Division staff is assigned the task to make administrative changes to the Local Agency Technical Assistance program rules via resolution for full Commission review and approval of those changes.

R.20-08-021 COM/DH7/sgu
- 17 -

3. Rulemaking 20-08-021 remains open.

This order is effective today.

Dated February 24, 2022, at San Francisco, California.

ALICE REYNOLDS
President

CLIFFORD RECHTSCHAFFEN

GENEVIEVE SHIROMA

DARCIE HOUCK
JOHN R.D. REYNOLDS
Commissioners
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#23-092, Version: 1
Professional Services Agreement between the City of Salinas and Urban Field Studio Oakland to prepare the Alisal District Identity Master Plan
A motion to approve a resolution authorizing the Mayor to execute an Agreement for Professional Services with Urban Field Studio Oakland for a total compensation amount not to exceed $380,340.00 for the development of the Alisal District Identity Master Plan.

City of Salinas Page 1 of 1 Printed on 2/15/2023
powered by Legistar™
Page | 1

CITY OF SALINAS

COUNCIL STAFF REPORT
DATE: FEBRUARY 21, 2023
DEPARTMENT: COMMUNITY DEVELOPMENT DEPARTMENT
FROM: MEGAN HUNTER, DIRECTOR
BY: MICHAEL GOMEZ, ECONOMIC DEVELOPMENT ANALYST
THROUGH: LISA BRINTON, ASSISTANT DIRECTOR
TITLE: PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY

OF SALINAS AND URBAN FIELD STUDIO OAKLAND TO

PREPARE THE ALISAL DISTRICT IDENTITY MASTER PLAN
RECOMMENDED MOTION:

A motion to approve a resolution authorizing the Mayor to execute an Agreement for Professional Services (Agreement) with Urban Field Studio Oakland (UFS) for a total compensation amount not to exceed $380,340.00 for the development of the Alisal District Identity Master Plan (ADIMP).

EXECUTIVE SUMMARY:

In November 2019, the City Council unanimously accepted the Alisal Vibrancy Plan (AVP) as a strategic planning document. The AVP is an action-oriented, comprehensive strategy for Salinas’ Alisal (East Salinas) neighborhoods. The Plan’s purpose is to communicate the collective vision, goals, and desires of those who live, work, worship, and shop in the Alisal. AVP implementation has been focused on five priority areas: appearance, cleanliness, safety and infrastructure, parks and open space and economic development. The establishment of district identity themes, branding, color palette, and commercial corridor, façade and public art design guidelines are AVP actions identified by the community to improve commercial corridor appearance in the Alisal.

Staff working collaboratively with the community, prepared a Request for Proposals seeking a consultant team to prepare a district identity master plan for the Alisal and have completed the selection process. Urban Fields Studio Oakland with their subconsultants SWA and Volume Inc is the recommended consultant team.

BACKGROUND:

Request for Proposals
On October 7, 2023, the City released a Request for Proposals (RFP) for the preparation of the ADIMP. The RFP, provided as an attachment to this staff report, sought consultants with experience in developing and implementing district identity plans in collaboration with diverse Page | 2
communities. The primary objective of the ADIMP is to further AVP goals, policies and actions related to the community’s identity as a unique cultural, arts and shopping district and to improve the Alisal commercial corridor appearance through greening, gateway elements, banners and signage and public art. The requested ADIMP scope of work included the preparation of a

1. District Identity Theme and Branding Program,

2. Commercial Corridor Guidelines,

3. Façade Design Guidelines, and

4. an Implementation and Maintenance Plan
Consultant Selection
The City received four proposals by the November 7, 2022, deadline. Consultant selection was divided into three phases.

1. City staff reviewed, rated, and ranked the written proposals based on qualifications and experience related to the requested scope of work.

2. The top three firms were selected to move forward to a panel interview. Panelists included a member from the Library and Community Services Commission, AVP Implementation Committee, and the Salinas United Business Association.

3. Staff conducted reference checks on the two highest ranking consultant teams. Prior to final selection, staff debriefed with the community panelists to discuss their rankings.

Panelists and City staff came to a consensus that Urban Field Studio (UFS) met all the requirements of the RFP scope of work and demonstrated community engagement experience. Staff then proceeded to negotiate the final scope of work and budget that is provided as attachment to this staff report.

DISCUSSION:

UFS is a collaborative team of urban designers in the San Francisco Bay Area that visualize conceptual design for future development scenarios. They are skilled architects and planners that demonstrated strong verbal and visual communications within their proposal, most importantly they demonstrated a passion for the public domain. SWA, one of the subconsultants, has been recognized as a world leader in landscape architecture, planning, and urban design. They have experience in preparing regional master plans for urban infill, plazas and parks. Volume Inc, the other subconsultant, is a design studio that focuses on visual communication. Volume Inc has created outdoor campaigns, exhibitions, and most importantly wayfinding programs and placemaking which is a key requirement within the ADIMP.

Scope of Work and Schedule
The complete scope of work and schedule are provided as an attachment to this report. In summary, the preparation of a public review draft ADIMP is projected to take eight months from project kick off. Community engagement will include surveys, pop-ups, and stakeholder and community meetings. In addition, UFS will work with youth and local artists on the Page | 3
implementation of pilot and demonstration projects during the planning process. Primary deliverables that will become part of the ADIMP include  Conceptual Design for District Identity themes and branding  Public Art Guidelines and Plan Outline
 Commercial Corridor Design Concepts
 Commercial Façade Improvement Program Guidelines and Toolkit  Probable cost and recommended phasing for implementation and maintenance DEPARTMENT COORDINATION:

Community Development Department staff (Economic Development and Advanced Planning & Project Implementation Divisions) led RFP preparation, consultant selection process, and final ADIMP scope and budget negotiation with the support of Public Works and Library and Community Services staff and community stakeholders. The Legal Department also assisted with finalizing the Agreement for Professional Services.

CEQA CONSIDERATION:

The City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378). In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. Because the proposed action and this matter have no potential to cause any effect on the environment, or because it falls within a category of activities excluded as projects pursuant to CEQA Guidelines section 15378, this matter is not a project. Because the matter does not cause a direct or foreseeable indirect physical change on or in the environment, this matter is not a project. Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.

STRATEGIC PLAN INITIATIVE:

The preparation of the ADIMP furthers the City Council Strategic Plan Goals of Economic Development and Infrastructure and Environmental Sustainability. The ADIMP implements AVP priorities related to corridor appearance, cleanliness, and district branding and identity. The ADIMP will provide a cohesive framework for creating an attractive corridor through greening, gateways at City entry points to the Alisal area, public art including murals, and promoting the Alisal as a cultural shopping district.

FISCAL AND SUSTAINABILITY IMPACT:

There is no direct fiscal impact to the General Fund. This Agreement, for a total amount not to exceed $380,340.00, is fully funded through the Alisal Vibrancy Plan Implementation CIP 9246.

Page | 4
ATTACHMENTS:

1. Resolution for Professional Services between the City of Salinas and Urban Field Studio Oakland
a. Exhibit A: Agreement for Professional Service with Urban Field Studio Oakland

2. Urban Field Studio Oakland Proposal
a. Scope
b. Cost Proposal

3. Request for Proposal for Development of the Alisal Vibrancy Plan District Identity Master Plan
RESOLUTION NO. (N.C.S.)

A RESOLUTION OF THE SALINAS CITY COUNCIL AUTHORIZING THE MAYOR

TO ENTER INTO AN AGREEMENT FOR PROFESSIONAL SERVICES WITH URBAN

FIELD STUDIO OAKLAND TO PREPARE THE ALISAL DISTRICT IDENTITY MASTER PLAN FOR AN AMOUNT NOT TO EXCEED $380,340
WHEREAS, in November 2019, the City Council unanimously accepted the Alisal Vibrancy Plan (AVP) as a strategic planning document. The AVP is an action-oriented, comprehensive strategy for Salinas’ Alisal (East Salinas) neighborhoods. The Plan’s purpose is to communicate the collective vision, goals and desires of those who live, work, worship, and shop in the Alisal; and WHEREAS, AVP implementation has been focused on five priority areas: appearance, cleanliness, safety and infrastructure, parks and open space and economic development; and WHEREAS, the establishment of district identity themes, branding, color palette, and commercial corridor, façade and public art design guidelines are AVP actions identified by the community to improve commercial corridor appearance in the Alisal; and WHEREAS, a primary objective of developing an Alisal District Identity Master Plan (ADIMP) is to further AVP goals, policies and actions related to the community’s identity as a unique cultural, arts and shopping district and improving the Alisal commercial corridor appearance through greening, gateway elements, banners and signage and public art; and WHEREAS, on October 7, 2023, the City released a Request for Proposals (RFP) seeking a qualified firm to prepare the Alisal District Identity Master Plan (ADIMP) and received four proposals by the submittal deadline of November 7, 2023; and WHEREAS, based on staffs’ review of the written proposals and a panel interview including a member from the Library and Community Services Commission, AVP Steering Committee, and the Salinas United Business Association, Urban Field Studio Oakland (UFS) was identified as the preferred consultant; and
WHEREAS, UFS and their subconsultants SWA and Volume Inc met the requirements of the RFP scope of work including demonstrated community engagement experience; and WHEREAS, this action is not a project as defined by the California Environmental Quality Act (CEQA) Section 15061 (b) (3) as there is no possibility that the action may have a significant effect on the environment. Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.

NOW, THEREFORE, BE IT RESOLVED that the Salinas City Council authorizes the Mayor to enter into an Agreement for Professional Services (Agreement) with UFS to prepare the Alisal District Identity Master Plan for an amount not to exceed three hundred and eighty thousand three hundred and forty dollars ($380,340.00). The funding source for this Agreement is the City’s Alisal Vibrancy Plan Implementation CIP 9246.

PASSED AND APPROVED this 21st day of February 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:
________________________
Kimbley Craig, Mayor
ATTEST:
_________________________
Patricia M. Barajas, City Clerk
Form: Professional Services Agreement v. January 2021 Page 1 of 16 Urban Field Studio Oakland a Stock Corporation
February 2023

AGREEMENT

FOR PROFESSIONAL SERVICES

BETWEEN

THE CITY OF SALINAS AND URBAN

FIELD STUDIO OAKLAND

Form: Professional Services Agreement v. January 2021 Page 2 of 16 Urban Field Studio Oakland
February 2023
Contents
RECITALS ..................................................................................................................................... 4 TERMS ........................................................................................................................................... 4

1. Scope of Service. ................................................................................................................. 4

2. Term; Completion Schedule. ............................................................................................... 4

3. Compensation. ..................................................................................................................... 4

4. Billing. ................................................................................................................................. 4

5. Meet & Confer. .................................................................................................................... 5

6. Additional Copies................................................................................................................. 5

7. Responsibility of Consultant................................................................................................ 5

8. Responsibility of City. ......................................................................................................... 5

9. Acceptance of Work Not a Release. .................................................................................... 6

10. Indemnification and Hold Harmless. ................................................................................... 6

11. Insurance.............................................................................................................................. 6

12. Access to Records................................................................................................................ 6

13. Non-Assignability. ............................................................................................................... 6

14. Changes to Scope of Work. ................................................................................................. 6

15. Ownership of Documents. ................................................................................................... 7

16. Termination.......................................................................................................................... 7

17. Compliance with Laws, Rules, and Regulations. ................................................................ 8

18. Exhibits Incorporated........................................................................................................... 8

19. Independent Contractor........................................................................................................ 8

20. Integration and Entire Agreement........................................................................................ 8

21. Jurisdiction and Venue......................................................................................................... 8

22. Severability .......................................................................................................................... 9

23. Notices. ................................................................................................................................ 9

24. Nondiscrimination................................................................................................................ 9

25. Conflict of Interest. ............................................................................................................ 10

26. Headings. ........................................................................................................................... 10

27. Attorneys’ Fees.................................................................................................................. 10

28. Non-Exclusive Agreement................................................................................................. 10

29. Rights and Obligations Under Agreement......................................................................... 10

30. Licenses.............................................................................................................................. 10

31. Counterparts....................................................................................................................... 10

Form: Professional Services Agreement v. January 2021 Page 3 of 16 Urban Field Studio Oakland
February 2023

32. Legal Representation. ........................................................................................................ 10

33. Joint Representation........................................................................................................... 11

34. Warranty of Authority........................................................................................................ 11

35. No Waiver of Rights. ......................................................................................................... 11 Exhibit A- Insurance Requirements.............................................................................................. 13 Exhibit B- Scope of Service.......................................................................................................... 16

Form: Professional Services Agreement v. January 2021 Page 4 of 16 Urban Field Studio Oakland
February 2023

AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN

THE CITY OF SALINAS AND URBAN FIELD STUDIO
This Agreement for Professional Services (the “Agreement”) is made and entered into this 21st day of February 2023, between the City of Salinas, a California Charter city and municipal corporation (hereinafter “City”), and Urban Field Studio, a California Stock Corporation (hereinafter “Consultant”).

RECITALS
WHEREAS, Consultant represents that it is specially trained, experienced, and competent to perform the special services which will be required by this Agreement; and WHEREAS, Consultant is willing to render such professional services, as hereinafter defined, on the following terms and conditions.

NOW, THEREFORE, City and Consultant agree as follows:

TERMS

1. Scope of Service. The project contemplated and the scope of Consultant’s services are described in Exhibit B, attached hereto and incorporated herein by reference.

2. Term; Completion Schedule. This Agreement shall commence on February 21, 2023, and shall terminate on April 30, 2024, unless extended in writing by either party upon (30) days written notice. This Agreement may be extended only upon mutual written consent of the parties and may be terminated only pursuant to the terms of this Agreement.

3. Compensation. City hereby agrees to pay Consultant for services rendered the City pursuant to this Agreement on a time and materials basis according to the rates of compensation as set forth in Exhibit B. The total amount of compensation to be paid under this Agreement shall not exceed three hundred eighty thousand three hundred and forty dollars ($380,340.00).

4. Billing. Consultant shall submit to City an itemized invoice, prepared in a form satisfactory to City, describing its services and costs for the period covered by the invoice.

Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person. Consultant’s bills shall include the following information to which such services cost or pertain:
(A) A brief description of services performed;
(B) The date the services were performed;
(C) The number of hours spent and by whom;
(D) A brief description of any costs incurred; and

Form: Professional Services Agreement v. January 2021 Page 5 of 16 Urban Field Studio Oakland
February 2023
(E) The Consultant’s signature.

Any such invoices shall be in full accord with any and all applicable provisions of this Agreement.

City shall make payment on each such invoice within thirty (30) days of receipt; provided, however, that if Consultant submits an invoice which is incorrect, incomplete, or not in accord with the provisions of this Agreement, City shall not be obligated to process any payment to Consultant until thirty (30) days after a correct and complying invoice has been submitted by Consultant. The City shall process undisputed portion immediately.

5. Meet & Confer. Consultant agrees to meet and confer with City or its agents or employees with regard to services as set forth herein as may be required by the City to ensure timely and adequate performance of the Agreement.

6. Additional Copies. If City requires additional copies of reports, or any other material which Consultant is required to furnish as part of the services under this Agreement, Consultant shall provide such additional copies as are requested, and City shall compensate Consultant for the actual costs related to the production of such copies by Consultant.

7. Responsibility of Consultant. By executing this Agreement, Consultant agrees that the services to be provided and work to be performed under this Agreement shall be performed in a accordance with and limited to the customary manner recognized by similar professionals that are performing similar services on similar projects at the same time, location and under similar conditions, the (Standard of Care) in fully competent manner. By executing this Agreement, Consultant further agrees and represents to City that the Consultant possesses, or shall arrange to secure from others, all of the necessary professional capabilities, experience, resources, and facilities necessary to provide the City the services contemplated under this Agreement and that City relies upon the professional skills of Consultant to do and perform Consultant’s work.

Consultant further agrees and represents that Consultant shall follow the current, generally accepted practices in this area to the profession to make findings, render opinions, prepare factual presentations, and provide professional advice and recommendations regarding the projects for which the services are rendered under this Agreement.

8. Responsibility of City. To the extent appropriate to the projects to be completed by Consultant pursuant to this Agreement, City shall:
(A) Assist Consultant by placing at its disposal all available information pertinent to the projects, including but not limited to, previous reports and any other data relative to the projects. Nothing contained herein shall obligate City to incur any expense in connection with completion of studies or acquisition of information not otherwise in the possession of City. (B) Examine all studies, reports, sketches, drawings, specifications, proposals, and other documents presented by Consultant, and render verbally or in writing as may be appropriate, decisions pertaining thereto within a reasonable time so as not to delay the services of Consultant.

Form: Professional Services Agreement v. January 2021 Page 6 of 16 Urban Field Studio Oakland
February 2023
(C) Steve Carrigan, City Manager, or his designee, shall act as City’s representative with respect to the work to be performed under this Agreement. Such person shall have the complete authority to transmit instructions, receive information, interpret and define City’s policies and decisions with respect to materials, equipment, elements, and systems pertinent to Consultant’s services. City may unilaterally change its representative upon notice to the Consultant.
(D) Give prompt written notice to Consultant whenever City observes or otherwise becomes aware of any defect in a project.

9. Acceptance of Work Not a Release. Acceptance by the City of the work to be performed under this Agreement does not operate as a release of Consultant from professional responsibility for the work performed.

10. Indemnification and Hold Harmless.

Consultant shall, indemnify, and hold harmless the City and its officers, officials, and employees, from liability, loss, damage, expense, costs (including without limitation costs and fees of litigation) arising out of or in connection with Consultant’s negligent performance of work hereunder, including the performance of work of any of Consultant’s subcontractors or agents, or Consultant’s failure to comply with the Standard of Care and any of its obligations contained in the agreement, except such loss or damage which was caused by the sole negligence or willful misconduct of the City. The duty to defend obligation of the Consultant shall be limited to the proportionate percentage of any claim arising directly from the Services performed by the Consultant on a comparable fault basis.

11. Insurance. Consultant shall procure and maintain for the duration of this Agreement insurance meeting the requirements specified in Exhibit A hereto.

12. Access to Records. Consultant shall maintain all preparatory books, records, documents, accounting ledgers, and similar materials including but not limited to calculation and survey notes relating to work performed for the City under this Agreement on file for at least three (3) years following the date of final payment to Consultant by City. Any duly authorized representative(s) of City shall have access to such records for the purpose of inspection, audit, and copying at reasonable times during Consultant’s usual and customary business hours.

Consultant shall provide proper facilities to City’s representative(s) for such access and inspection.

13. Non-Assignability. It is recognized by the parties hereto that a substantial inducement to City for entering into this Agreement was, and is, the professional reputation and competence of Consultant. This Agreement is personal to Consultant and shall not be assigned by it without express written approval of the City.

14. Changes to Scope of Work. City may at any time, and upon a minimum of ten (10) days written notice, seek to modify the scope of services to be provided for any project to be

Form: Professional Services Agreement v. January 2021 Page 7 of 16 Urban Field Studio Oakland
February 2023
completed under this Agreement. Consultant shall, upon receipt of said notice, determine the impact on both time and compensation of such change in scope and notify City in writing. Upon agreement between City and Consultant as to the extent of said impacts to time and compensation, an amendment to this Agreement shall be prepared describing such changes.

Execution of the amendment by City and Consultant shall constitute the Consultant’s notice to proceed with the changed scope.

15. Ownership of Documents. Title to all final documents, including drawings, specifications, data, reports, summaries, correspondence, photographs, computer software (if purchased on the City’s behalf), video and audio tapes, software output, and any other materials created and developed originally and specifically for the City with respect to work performed under this Agreement shall vest with City at such time as City has compensated Consultant, as provided herein, for the services rendered by Consultant in connection with which they were prepared. City agrees to hold harmless and indemnify the Consultant against all damages, claims, lawsuits, and losses of any kind including defense costs arising out of any use of said documents, drawings, and/or specifications on any other project or modification made without written authorization of the Consultant.

16. Termination.
(A) City shall have the authority to terminate this Agreement, upon ten days written notice to Consultant, as follows:
(1) If in the City’s opinion the conduct of the Consultant is such that the interest of the City may be impaired or prejudiced, or
(2) For any reason whatsoever.
(B) Upon termination, Consultant shall be entitled to payment of such amount as fairly compensates Consultant for all work satisfactorily performed up to the date of termination based upon the Consultant’s rates shown in Exhibit B and/or Section 3 of this Agreement, except that:
(1) In the event of termination by the City for Consultant’s default, City shall deduct from the amount due Consultant the total amount of additional expenses incurred by City as a result of such default. Such deduction from amounts due Consultant are made to compensate City for its actual additional costs incurred in securing satisfactory performance of the terms of this Agreement, including but not limited to, costs of engaging another consultant(s) for such purposes. In the event that such additional expenses shall exceed amounts otherwise due and payable to Consultant hereunder, Consultant shall pay City the full amount of such expense. (C) In the event that this Agreement is terminated by City for any reason, Consultant shall:

Form: Professional Services Agreement v. January 2021 Page 8 of 16 Urban Field Studio Oakland
February 2023
(1) Upon receipt of written notice of such termination promptly cease all services on this project, unless otherwise directed by City; and (2) Deliver to the City all documents, data, reports, summaries, correspondence, photographs, computer software output, video and audio tapes, and any other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement. Such materials is to be delivered to City in the form as is on the day of termination.
(D) In the event that this Agreement is terminated by City for any reason, City is hereby expressly permitted to assume the projects and complete them by any means, including but not limited to, an agreement with another party.
(E) The rights and remedy of the City and Consultant provided under this Section are not exclusive and are in addition to any other rights and remedies provided by law or appearing in any other section of this Agreement.
(F) If the City breaches any of the terms and conditions of the Agreement, the Consultant shall have the right to terminate Services following a seven (7) days written notification. The City shall have the waiting period to cure the default.

17. Compliance with Laws, Rules, and Regulations. Services performed by Consultant pursuant to this Agreement shall be performed in accordance and compliance with the applicable federal, state, and City laws and any rules or regulations promulgated thereunder as required by the Standard of Care.

18. Exhibits Incorporated. All exhibits referred to in this Agreement and attached to it are hereby incorporated in it by this reference. In the event there is a conflict between any of the terms of this Agreement and any of the terms of any exhibit to the Agreement, the terms of the Agreement shall control the respective duties and liabilities of the parties.

19. Independent Contractor. It is expressly understood and agreed by both parties that Consultant, while engaged in carrying out and complying with any of the terms and conditions of this Agreement, is an independent contractor and not an employee of the City. Consultant expressly warrants not to represent, at any time or in any manner, that Consultant is an employee or servant of the City.

20. Integration and Entire Agreement. This Agreement represents the entire understanding of City and Consultant as to those matters contained herein. No prior oral or written understanding shall be of any force or effect with respect to those matters contained herein. This Agreement may not be modified or altered except by amendment in writing signed by both parties.

21. Jurisdiction and Venue. This Agreement shall be governed by and construed in accordance with the laws of the State of California, County of Monterey, and City of Salinas.

Form: Professional Services Agreement v. January 2021 Page 9 of 16 Urban Field Studio Oakland
February 2023
Jurisdiction of litigation arising from this Agreement shall be in the State of California, in the County of Monterey or in the appropriate federal court with jurisdiction over the matter.

22. Severability. If any part of this Agreement is found to be in conflict with applicable laws, such part shall be inoperative, null and void insofar as it is in conflict with said laws, but the remainder of the Agreement shall continue to be in full force and effect.

23. Notices.
(A) Written notices to the City hereunder shall, until further notice by City, be addressed to:

City Manager
City of Salinas
200 Lincoln Avenue
Salinas, California 93901
With a copy to:

City Attorney
City of Salinas
200 Lincoln Avenue
Salinas, California 93901
(B) Written notices to the Consultant shall, until further notice by the Consultant, be addressed to:

Jane Lin, President
1423 Broadway
Oakland, CA 94612
[email protected]
510-207-9537
(C) The execution of any such notices by the City Manager shall be effective as to Consultant as if it were by resolution or order of the City Council, and Consultant shall not question the authority of the City Manager to execute any such notice. (D) All such notices shall either be delivered personally to the other party’s designee named above, or shall be deposited in the United States Mail, properly addressed as aforesaid, postage fully prepaid, and shall be effective the day following such deposit in the mail.

24. Nondiscrimination. During the performance of this Agreement, Consultant shall not discriminate against any employee or applicant for employment because of race, color, religion, ancestry, creed, sex, national origin, familial status, sexual orientation, age (over 40 years) or disability. Consultant shall take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion,

Form: Professional Services Agreement v. January 2021 Page 10 of 16 Urban Field Studio Oakland
February 2023
ancestry, creed, sex, national origin, familial status, sexual orientation, age (over 40 years) or disability.

25. Conflict of Interest. Consultant warrants and declares that it presently has no interest, and shall not acquire any interest, direct or indirect, financial or otherwise, in any manner or degree which will render the services required under the provisions of this Agreement a violation of any applicable local, state or federal law. Consultant further declares that, in the performance of this Agreement, no subcontractor or person having such an interest shall be employed. In the event that any conflict of interest should nevertheless hereinafter arise, Consultant shall promptly notify City of the existence of such conflict of interest so that City may determine whether to terminate this Agreement. Consultant further warrants its compliance with the Political Reform Act (Government Code section 81000 et seq.) and Salinas City Code Chapter 2A that apply to Consultant as the result of Consultant’s performance of the work or services pursuant to the terms of this Agreement.

26. Headings. The section headings appearing herein shall not be deemed to govern, limit, modify, or in any manner affect the scope, meaning or intent of the provisions of this Agreement.

27. Attorneys’ Fees. In case suit shall be brought to interpret or to enforce this Agreement, or because of the breach of any other covenant or provision herein contained, the prevailing party in such action shall be entitled to recover their reasonable attorneys’ fees in addition to such costs as may be allowed by the Court. City’s attorneys’ fees, if awarded, shall be calculated at the market rate.

28. Non-Exclusive Agreement. This Agreement is non-exclusive and both City and Consultant expressly reserves the right to contract with other entities for the same or similar services.

29. Rights and Obligations Under Agreement. By entering into this Agreement, the parties do not intend to create any obligations express or implied other than those set out herein; further, this Agreement shall not create any rights in any party not a signatory hereto.

30. Licenses. If a license of any kind, which term is intended to include evidence of registration, is required of Consultant, its representatives, agents or subcontractors by federal, state or local law, Consultant warrants that such license has been obtained, is valid and in good standing, and that any applicable bond posted in accordance with applicable laws and regulations.

31. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original, but all of which together shall constitute a single agreement.

32. Legal Representation. Each party affirms that it has been represented, if it so chose, by legal counsel of its own choosing regarding the preparation and the negotiation of this Agreement and the matters and claims set forth herein, and that each of them has read this Agreement and is fully aware of its contents and its legal effect. Neither party is relying on any

Form: Professional Services Agreement v. January 2021 Page 11 of 16 Urban Field Studio Oakland
February 2023
statement of the other party outside the terms set forth in this Agreement as an inducement to enter into this Agreement.

33. Joint Representation. The language of all parts of this Agreement shall in all cases be construed as a whole, according to its fair meaning, and not strictly for or against any party. No presumptions or rules of interpretation based upon the identity of the party preparing or drafting the Agreement, or any part thereof, shall be applicable or invoked.

34. Warranty of Authority. Each party represents and warrants that it has the right, power, and authority to enter into this Agreement. Each party further represents and warrants that it has given any and all notices, and obtained any and all consents, powers, and authorities, necessary to permit it, and the persons entering into this Agreement for it, to enter into this Agreement.

35. No Waiver of Rights. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver or a waiver of a subsequent breach of the same or any other provision of this Agreement. The failure to provide notice of any breach of this Agreement or failure to comply with any of the terms of this Agreement shall not constitute a waiver thereof.

Failure on the part of either party to enforce any provision of this Agreement shall not be construed as a waiver of the right to compel enforcement of such provision or any other provision. A waiver by the City of any one or more of the conditions of performance under this Agreement shall not be construed as waiver(s) of any other condition of performance under this Agreement.

IN WITNESS WHEREOF, the parties hereto have made and executed this Agreement on the date first written above.

CITY OF SALINAS
____________________________
Steven S. Carrigan
City Manager
APPROVED AS TO FORM:
_________________________
□ Christopher A. Callihan, City Attorney, or
□ Rhonda Combs, Assistant City Attorney

Form: Professional Services Agreement v. January 2021 Page 12 of 16 Urban Field Studio Oakland
February 2023

URBAN FIELDS STUDIO OAKLAND
___________________________
Jane Lin
President

Form: Professional Services Agreement v. January 2021 Page 13 of 16 Urban Field Studio Oakland
February 2023
Exhibit A- Insurance Requirements
Insurance Requirements
Consultant shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Consultant, his agents, representatives, employees, or subcontractors. With respect to General Liability and Professional Liability, coverage should be maintained for a minimum of one (1) year after Agreement completion.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:
(A)Commercial General Liability (“CGL”): Insurance Services Office Form (“ISO”) CG 00 01 covering CGL on an occurrence basis, including products and completed operations, property damage, bodily injury, and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit. (B) Automobile Liability: ISO Form CA 0001 covering any auto, or if Consultant has no owned autos, hired and non-owned, with limits no less than $1,000,000 per accident for bodily injury and property damage.
(C)Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease.
(D)Professional Liability (also known as Errors and Omissions) insurance appropriate to the work being performed, with limits no less than $1,000,000 per occurrence or claim, $1,000,000 aggregate per policy period of one year.

If the Consultant maintains broader coverage and/or higher limits than the minimums shown above, the City of Salinas requires and shall be entitled to the broader coverage and/or higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

OTHER INSURANCE PROVISIONS
The insurance policies are to contain, or be endorsed to contain, the following provisions:

Additional Insured Status
The City of Salinas, its officers, officials, employees, and authorized volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Consultant including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as ISO Form CG 20 10, CG 11 85, or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used).

Form: Professional Services Agreement v. January 2021 Page 14 of 16 Urban Field Studio Oakland
February 2023
Primary Coverage
For any claims related to this Agreement or the project described within this Agreement, the Consultant’s insurance coverage shall be primary coverage at least as broad as ISO Form CG 20 01 04 13 as respects the City, its officers, officials, employees, and authorized volunteers.

Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it.

Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City.

Waiver of Subrogation
Consultant hereby grants to City a waiver of any right to subrogation which any insurer of said Consultant may acquire against the City by virtue of the payment of any loss under such insurance.

Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Salinas for all work performed by the Consultant, its employees, agents, and subcontractors.

Self-Insured Retentions
Self-insured retentions must be declared by Consultant to and approved by the City. At the option of the City, Consultant shall provide coverage to reduce or eliminate such self-insured retentions as respects the City, its officers, officials, employees, and volunteers; or the consultant shall provide evidence satisfactory to the City guaranteeing payment of losses and related investigations, claim administrations, and defense expenses. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City.

Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.

Claims Made Policies
If any of the required policies provide coverage on a claims-made basis:

1. The Retroactive Date must be shown and must be before the date of this Agreement or the beginning of Agreement work.

2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the Agreement of work.

3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the Agreement effective date, the Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of Agreement work.

4. A copy of the claims reporting requirements must be submitted to the City for review.

Form: Professional Services Agreement v. January 2021 Page 15 of 16 Urban Field Studio Oakland
February 2023
Verification of Coverage
Consultant shall furnish the City with original certificates and amendatory endorsements or copies of the applicable insurance language effecting coverage required by this Agreement. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

Subcontractors
Consultant shall require and verify that all sub-consultants and/or subcontractors maintain insurance meeting all the requirements stated herein, and Consultant shall ensure that Entity is an additional insured on insurance required from such sub-consultants and/or subcontractors.

Special Risks or Circumstances
City reserves the right, at the sole cost of the City, to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Maintenance of Insurance
Maintenance of insurance by Consultant as specified shall in no way be interpreted as relieving Consultant of its indemnification obligations or any responsibility whatsoever and the Consultant may carry, at its own expense, such additional insurance as it deems necessary.

Form: Professional Services Agreement v. January 2021 Page 16 of 16 Urban Field Studio Oakland
February 2023
Exhibit B
Scope of Service, Compensation and Schedule
Alisal District Identity Master Plan Proposal from Urban Field Studio 1 Proposed Scope of Work for the Alisal
District Identity Master Plan (ADIMP)
From Urban Field Studio
Revision dated 1/31/2023
Task 1: Project Initiation and Project Management
The first task scope of work for the Alisal District Identity Master Plan (ADIMP) includes project initiation and project management. The task includes:

1.1 Project Initiation
Project initiation includes a kick-off meeting, a site tour, and a discovery memo. ● The kick-off meeting will be online. UFS will work with the City to prepare an agenda for the meeting.
● On-site discovery is an important part of familiarizing the team with the physical attributes of the area. A site tour led by staff or discovered independently by the consultant team can be scheduled at the kick-off meeting. The tour could be in coordination with an event or could be combined with the kick-off meeting.
● Discovery includes research and review of past efforts and plans. A summary of themes will be assembled in a “Discovery Memo” to kick-off work on Task 2: ADIMP Framework.

1.2 Standing Meetings
● Half-hour standing meeting on Zoom will follow the kick-off meeting. Meeting agendas and minutes will be kept in shared online documents for transparency and coordination. The frequency of standing meetings will be determined as needed. ● Some standing meetings will be used for review of ADIMP deliverables and will be longer in duration.
● The project manager from Urban Field Studio will attend all standing meetings and will be joined by other subconsultants on an as needed basis.

Task 2: ADIMP Framework
The second task for the Alisal District Identity Master Plan is to develop the framework of the plan. The team will focus on major components of the ADIMP and propose initial recommendations that will be presented through community engagement to build consensus. The components of the plan will be led by different members of the Team and will be reviewed with staff before they are publicly presented.

Alisal District Identity Master Plan Proposal from Urban Field Studio 2

2.1 District Mapping and Conceptual Designs (Lead Consultant: UFS) ● This component will map and inventory important existing opportunities sites for strengthening district identity. It will follow the Site Tour and Discovery Memo and draw from maps that have already identified opportunity sites.
● The opportunity sites identified in the area will lead to further development in a conceptual design. The mapped places may include opportunity sites for branding, facade improvement, streetscape improvement, public realm improvement, public art, and temporary quick-build installations.
● The district mapping includes one internal consultant charrette and an extended (1.5 hour) staff review meeting. The district map will be a central exhibit to be developed with staff and community and iterated upon through the end of the project. Subsequent iterations will be part of the ADIMP Framework and the Draft Plan.

Deliverable: Digital Map to be included in the ADIMP Framework Presentation.

2.2 District Identity Theme(s) & Branding Program (Lead Consultant: Volume, Inc.) ● District Identity Themes will be discussed and explored to establish a set of design of identifiers, symbols, logo, hashtag, and slogans for the neighborhood. These will include discussion with youth and local artists.
● The branding program includes the Schematic Design of gateway elements, signage and banners and will result in a Neighborhood Branding Set.
● The first round of ideas will be presented internally to the consultant team. ● A second round of ideas will be presented at an extended (1.5 hour) staff review meeting ● A third round of ideas that include conceptual design of gateway elements, signage, and banners will be part of the ADIMP Framework.

Deliverable: Conceptual Design for District Identity Themes and Neighborhood Branding to be included in the ADIMP Framework Presentation.

2.3 Alisal Public Art Plan (Lead Consultant: UFS)
● The Public Art Plan will include:
○ Potential Public Art themes that are coordinated and review of previous plans and district identity themes including potential projections that will be implemented/undertaken when funding might be available. The themes, locations, and art projections from previous plans will be highly considered in development of the ADIMP.
○ Public Art Selection and Review Process including examples of programs from other other communities will be presented to assist with ideas for Alisal. These will include the process for implementing ideas contributed by youth and local artists. ○ Potential Public Art locations in the public realm, which may include primary commercial street corridors, important public facilities, such as parks, libraries, and recreational facilities will draw from the Public Art Master Plan (PAMP) and existing plans that already identify public art opportunity sites.
○ Design Guidelines for Public Art on Private Development Alisal District Identity Master Plan Proposal from Urban Field Studio 3 ● The framework for the Public Art Plan will include initial ideas presented to the internal consultant team and refinement of ideas to be presented at an extended (1.5 hour) staff review meeting before being revised into an outline of recommendations to be included in the ADIMP Framework.
● Stakeholder involvement can be part of the framework development of the ideas through the use of Stakeholder Meetings (Task 3.2). Ideas generated will be tested in Task 3, Community Engagement.

Deliverable: Public Art Plan Outline and Ideas to be included in the ADIMP Framework Presentation.

2.4 Commercial Corridor Design Guidelines (Lead Consultant: SWA) ● Initial Commercial Corridor Design Improvements will be presented in the ADIMP Framework.

These include three meetings with staff:
○ Precedent studies to narrow down the desired district character of the Alisal Commercial Corridors.
○ Complete Street Design Concepts to be further developed in the Streetscape Master Plan. These will include enlarged character sketches of two areas illustrating potential for place-making in the project area.
○ Development of a Toolkit of Streetscape Elements such as color palette, planting, materials, site furnishing, plant species selection and suggested street tree spacing, amenities, and product selection options for benches, kiosks, awnings, banners, bollards, lighting, trash enclosures, planters, etc.
● Concepts for pilot projects and temporary demonstration/installation projects will also be developed. The implementation of pilot projects is assumed to be the scope of work of City Staff and carried out as a separate project.
● Ideas for implementation, maintenance, and operations will be further discussed in Task 2.6 Implementation and Maintenance Plan.
● This task includes two internal consultant meetings and two extended (1.5-hour) staff meetings to review initial commercial corridor design improvements. Recommendations will be included in the ADIMP Framework.
● An overview of Commercial Corridor improvements ideas will be provided in the ADIMP to be further developed by the Alisal Streetscape Master Plan (a separate project).

Deliverable: Commercial Corridor Design Improvement Ideas to be included in the ADIMP Framework Presentation.

2.5 Façade Design Guidelines (Lead Consultant: UFS)
The facade design guidelines will serve the Facade Improvement Loan Program. ● Development of a toolkit for Alisal business and building owners looking to enhance or restore their commercial facade. The tool kit will look at the following process and design resources for:
○ Design:
■ Small scale improvements such as awnings, storefronts, paint, signage ■ Medium scale improvements such as storefront replacement Alisal District Identity Master Plan Proposal from Urban Field Studio 4 ■ Large scale improvements such as false facade removal or replacement, and facade restoration
○ Process
■ What to expect when hiring a architect or contractor
■ Steps and process required by the City
■ Brief on Building Code sensitivities associated with improvements ○ Case Studies
■ Examples of other facade restoration projects
■ Demonstration of three facades enhanced (before and after) ● Includes an internal consultant meeting to outline and initiate initial ideas and 1.5-hour Staff Meeting to review components of the toolkit. A revision of the outline will be included in the ADIMP Framework.
● An overview of the Facade Design Improvement program will be included in the ADIMP. ● The ideas initiated in the ADIMP will result in a Facade Improvement Brochure (Task 4.2), which will be a separate document that can be shared with business owners that provides guidance on the process, the potential design improvements, and more information about the loan program.

Deliverable: Facade Design Guideline Ideas and a Brochure Outline to be included in the ADIMP Framework Presentation.

2.6 Implementation and Maintenance Plan (Lead Consultant: SWA) ● Action List: The implementation plan for the ADIMP Framework will be developed through a high level assessment of the greater corridor needs organized in an action list. The list of implementation actions will be developed closely with City staff. ● Probable Cost: The action list will include a high-level opinion of probable cost for key physical improvements that are part of the action list.
● Includes an internal consultant meeting to develop an action list. ● Includes an extended staff meeting with the Public Works department, with a request to include a maintenance representative to review the action list to determine feasibility in terms of City’s maintenance budget, staffing, and expectations.

Deliverable: Implementation and Maintenance Ideas to be included in the ADIMP Framework Presentation.

2.7 Presentation of Compiled Plan Framework and Initial Recommendations ● The deliverable for the ADIMP Framework is a compiled digital presentation that covers each of the above components (map, district identity themes and branding, public art, commercial corridor design, facade design guidelines, and implementation and maintenance) and initial recommendations that can be referenced in community engagement. ● Presentation of the compiled content will be made to staff in an extended meeting. ● The scope of work assumes that City staff will be presenting ideas to the general public, key stakeholders, and at public meetings.

Deliverable: ADIMP Framework Presentation (digital)
Alisal District Identity Master Plan Proposal from Urban Field Studio 5 Task 3: Community Engagement
The Consultant Team assumes City staff will be responsible for leading community engagement activities with the Alisal community. The role of the Consultant for this task is to create the content to be presented. This task includes:

3.1 Community Engagement Strategy Memo (Lead Consultant: UFS) ● This memo outlines Meetings and Events, and a Communications Plan developed with staff to clarify the necessary deliverables, tone, and coordinated graphic needs of the effort.

Deliverable: Community Engagement Strategy Memo

3.2 Stakeholder Meetings (3)
● This task includes a total of three virtual meetings with committees or stakeholders to workshop initial ideas directly.
● These meetings can be about a specific topic (e.g. public art) or provide an overview of the process.
● Meetings are assumed to be 1-1.5 hours in length.

Deliverables: Meeting notes to be included in the Engagement Summary Presentation.

3.3 Engagement Day (Lead Consultant: UFS)
● One day is set aside for in-person engagement in Salinas through two back-to-back events. They include a Pop-up Event (e.g. farmers market) and a Stakeholder Charrette. ● The task includes development of materials and facilitation of the pop-up and charrette. ● Content will cover initial recommendations, a summary of key community sourced criteria being addressed, and drive participation in the digital survey. ● Consultants from UFS and SWA will attend as facilitators for the engagement day. Consultants may participate in one or both events as needed.
● Coordination with staff will occur at standing meetings. It is assumed that staff will be responsible for identifying stakeholders and notification of events.

Deliverables: Materials needed for Engagement Day facilitation. Photos, notes, and analysis of information gathered to be included in the Engagement Summary Presentation.

3.4 Online Content and Digital Survey (Lead Consultant: UFS) ● One digital multilingual survey will be developed through SurveyMonkey to identify district identity topics of consideration about initial recommendations. ● Survey content will be closely related to engagement day content. ● Survey questions will be developed with two rounds of City staff review. ● The survey should be ready to publish before Engagement Day. ● The amount of time the survey is open shall be determined by City staff. ● Consultant will provide a link and QR code to be used in notification of outreach.

Deliverables: SurveyMonkey Survey. Report of Results. Synthesis of information gathered to be included in the Engagement Summary Presentation.

Alisal District Identity Master Plan Proposal from Urban Field Studio 6

3.5 Physical Engagement (Lead Consultant: UFS)
● A concept for engagement through signage, posters, banners, display, or physical improvement through a quick build prototype will be provided for consideration. ● This task includes the necessary digital design materials, but not physical installation or purchase of materials to implement the concept.

Deliverables: Physical engagement concepts and digital design materials.

3.6 Engagement Summary
● A summary of the engagement efforts and results of stakeholder meetings, engagement day, online survey, and physical engagement will be consolidated and prepared in a digital presentation.
● Presentation of the compiled content will be made to staff in an extended meeting. ● The scope of work assumes that City staff will be presenting ideas to the general public, key stakeholders, and at public meetings.

Deliverable: ADIMP Engagement Presentation (digital)
Task 4 Alisal District Identity Master Plan (ADIMP)
The ADIMP will be written in Task 4 beginning with a revision of ADIMP Framework components and community engagement. The entire team will contribute to the development of the plan.

4.1 Administrative Draft District Identity Master Plan
● The chapters of the ADIMP will include: Introduction, Engagement, District Identity Themes and Branding, Public Art, Commercial Corridor and Open Space Design Guidelines, Facade Design Guidelines, and Implementation and Maintenance.
● The content in the Administrative Draft builds off the ADIMP Framework, community outreach, and discussions with staff to include more detail on the district identity actions needed. ● This task includes work needed to prepare the plan plus one round of staff review with consolidated comments.

Deliverables: Administrative Draft ADIMP digital files

4.2 Facade Design Guideline Brochure
● A draft of the Facade Design Brochure will be produced for one round of staff review with consolidated comments.
● The brochure can be included in the appendix of the ADIMP or stand alone as a separate document.

Deliverables: Facade Design Guideline Brochure digital files

4.3 Public Review Draft District Identity Master Plan
● The Public Review Draft builds off the draft response to staff comment. ● This task includes work needed to prepare a public draft plus one round of review with consolidated comments.

Alisal District Identity Master Plan Proposal from Urban Field Studio 7 Deliverables: Public Draft ADIMP digital files

4.4 Final District Identity Master Plan
● The Final draft includes revisions based on comments collected during the public review. ● This task includes work needed to prepare the final draft. ● The final draft will be presented by staff for approval by the City Council.

Deliverables: ADIMP digital files
Reimbursable Expenses
Reimbursable Expenses are in addition to the compensation for basic and additional services and include actual expenditures made by Urban Field Studio or its professional consultants in the interest of the Project for the expenses listed in the following subparagraphs:

1. Expense of transportation, including rental car insurance (loss damage waiver/ collision damage waiver and liability coverage), and living when traveling in connection with the Project; conference call services, and fees paid for securing approval of authorities having jurisdiction over the project.

2. Expense of reproductions including printing, plotting, postage, overnight priority mail, and other postage.

3. Expense of online services such as survey subscriptions, online interpretation services used in surveys, website subscriptions, and interactive online tools used for public engagement.

4. If authorized in advance by the Client, the remaining balance of expenses can be used for contingency.

Alisal ADIMP Proposed Fee v2
2/2/2023
ADIMP Fee Proposal UFS UFS SWA SWA Volume Volume
Task Hours Fee (@$245/hr) Hours Fee (@$200/hr) Hours Fee (@$200/hr) Fee 1 Project Management

1.1 Project Initiation 40 $9,800.00 40 $8,000.00 10 $2,000.00 $19,800.00

1.2 Standing Meetings 60 $14,700.00 24 $4,800.00 24 $4,800.00 $24,300.00 2 ADIMP Framework

2.1 District Mapping and Conceptual Designs for Streetscape and Gathering Places 60 $14,700.00 60 $12,000.00 20 $4,000.00 $30,700.00

2.2 District Identity Themes and Branding Program 20 $4,900.00 20 $4,000.00 160 $32,000.00 $40,900.00

2.3 Public Art Plan 20 $4,900.00 16 $3,200.00 10 $2,000.00 $10,100.00

2.4 Commerical Corridor (& Open Space) Design Guidelines 40 $9,800.00 50 $10,000.00 $19,800.00

2.5 Facade Design Guidelines 30 $7,350.00 $7,350.00

2.6 Implementation and Maintenance Plan 30 $7,350.00 20 $4,000.00 20 $4,000.00 $15,350.00

2.7 Plan Framework Presentation with Initial Recommendations 40 $9,800.00 30 $6,000.00 20 $4,000.00 $19,800.00 3 Community Engagement

3.1 Community Engagement Strategy (Memo) 12 $2,940.00 4 $800.00 10 $2,000.00 $5,740.00

3.2 Stakeholder Meetings (3) 20 $4,900.00 10 $2,000.00 10 $2,000.00 $8,900.00

3.3 Engagement Day
Pop Up Materials and Facilitation 40 $9,800.00 20 $4,000.00 20 $4,000.00 $17,800.00 Stakeholder Charrette Facilitation 40 $9,800.00 20 $4,000.00 20 $4,000.00 $17,800.00

3.4 Online Content and Digital Survey 40 $9,800.00 10 $2,000.00 $11,800.00

3.5 Physical Engagement 40 $9,800.00 20 $4,000.00 30 $6,000.00 $19,800.00

3.6 Digital Community Engagement Summary Presentation 20 $4,900.00 6 $1,200.00 6 $1,200.00 $7,300.00 4 ADIMP

4.1 Administrative Draft ADIMP (Revisions to Framework) and one round of review 60 $14,700.00 40 $8,000.00 40 $8,000.00 $30,700.00

4.2 Facade Design Guideline Brochure Draft 40 $9,800.00 $9,800.00

4.3 Public Review Draft ADIMP (Revisions to Admin Draft) and one round of review 40 $9,800.00 40 $8,000.00 30 $6,000.00 $23,800.00

4.4 Final ADIMP (Revisions to Public Draft) 40 $9,800.00 40 $8,000.00 30 $6,000.00 $23,800.00 Project Proposed Fee Total $179,340.00 $94,000.00 $92,000.00 $365,340.00 Reimbursable Expenses $15,000.00
Project Total $380,340.00
ADIMP Schedule 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2024 2024 2024 Task March April May June July August September October November December January February March 1 Project Management

1.1 Project Initiation O O

1.2 Standing Meetings O O O O O O O O O O O O O
2 ADIMP Framework

2.1 District Mapping and Conceptual
Designs for Streetscape and
Gathering Places O O V
(revisiting
topics in
drafts) V
(revisiting
topics in
drafts) V

2.2 District Identity Themes and
Branding Program O O V V V V V

2.3 Public Art Plan O O V V V V V

2.4 Commerical Corridor (& Open
Space) Design Guidelines O O V V V V V

2.5 Facade Design Guidelines O O V V V V V

2.6 Implementation and Maintenance
Plan O O V V V V V

2.7 Plan Framework Presentation
with Initial Recommendations O O
3 Community Engagement

3.1 Community Engagement Strategy
(Memo) O

3.2 Stakeholder Meetings (3) O O O

3.3 Engagement Day O
Pop Up Materials and Facilitation O O
Stakeholder Charrette Facilitation O O

3.4 Online Content and Digital Survey O O O

3.5 Physical Engagement O O O

3.6 Digital Community Engagement
Summary Presentation O
4 ADIMP

4.1 Administrative Draft ADIMP
(Revisions to Framework) and
one round of review O O O

4.2 Facade Design Guideline
Brochure O O

4.3 Public Review Draft ADIMP
(Revisions to Admin Draft) and
one round of review O O O

4.4 Final ADIMP (Revisions to Public
Draft) O O
PROPOSAL FOR:

ALISAL DISTRICT IDENTITY

MASTER PLAN

CITY OF SALINAS

COMMUNITY DEVELOPMENT DEPARTMENT
65 WEST ALISAL STREET, SUITE 201
Salinas, CA 93901
Submitted by:

URBAN FIELD + +
Michael Gomez
Economic Development Analyst
Phone: (831) 758-7986
Email: [email protected]
Community Development Department and Public Works Department 65 West Alisal Street Suite 201,
Salinas, CA 93901
November 7, 2022
Dear Mr. Michael Gomez and City of Salinas Staff,
Urban Field Studio, SWA Landscape Architects, and Volume, Inc. enthusiastically present our proposal for the Development of the Alisal Vibrancy Plan District Identity Master Plan. We have assembled a strong design team with a keen understanding of building district identity through multiple means to ensure the Alisal Neighborhood gets the very best and most authentic District Identity possible. The team is led by urban designers/architects (UFS) in close partnership with landscape architects (SWA) and graphic designers (Volume, Inc).

We see that the City of Salinas has already set the stage for the ADIMP through the extensive engagement process that resulted in the Alisal Vibrancy Plan, the Salinas Public Art Master Plan, and the Parks, Rec & Libraries Master Plan. We are excited to work with your team to build on those efforts to bring delightful, culturally-specific, and beautiful design to highlight the selfmade identity of Salinas’s Alisal Neighborhood.

On top of our team’s design talent, we are also known for our ability to plan effectively at the local level bringing cross-discipline expertise cultivated from our past retail projects, downtown revitalization projects, streetscape planning, and community plans. We have worked with many neighborhoods throughout California to identify physical improvements that make places more attractive and livable.

Thank you for considering our proposal. We look forward to hearing from you and hope that our services will be selected to develop the Alisal District Identity Master Plan.

On behalf of the team,

LETTER OF INTRODUCTION
Jane Lin
Founding Partner of Urban Field Studio
Principal-in-Charge and
Designated Contact for the Team
510-207-9537
[email protected]
Alisal District Identity Master Plan Proposal from URBAN FIELD

PROJECT UNDERSTANDING
The Urban Field Studio team is excited to propose for work on the Alisal District Identity Master Plan (ADIMP) to develop district identity themes, branding, color palette, and commercial corridor, facade, and public art design guidelines that are highly representative of the Alisal neighborhood character defined by previous planning and community engagement.

PROJECT TEAM
This team is led by Jane Lin of Urban Field Studio, who will be the project manager working closely with studio leads Mariana Ricker at SWA and Eric Heiman at Volume, Inc. Our team includes Ryan Call (UFS) with extensive retail experience, Frank Fuller (UFS), an expert in downtown revitalization, Karla Damken (SWA), a fluent Spanish speaker who is a community engagement expert, René Bihan (SWA), managing principal with a wealth of experience working in the public realm, and creative director Adam Brodsley (Volume).

APPROACH
We feel our team is well qualified in providing place-sensitive design through our work on commercial corridors, retail, art, and strategic revitalization of neighborhoods. We are trained to work with diverse communities and are committed to an inclusive process. We understand that this is an important opportunity to create vibrant, strong, and compelling content that the Alisal neighborhood will be proud of. We pledge to do our best to listen, learn, and reflect the culture, art, identity, and history of the community. We believe the skills of our teammates bring the very best talent to support inspirational and practical physical improvements for the ADIMP.

EXECUTIVE SUMMARY

URBAN FIELD
+ SWA
+ VOLUME, INC.

ARE EXCITED TO

BUILD ON THE

FOUNDATION SET

BY THE ALISAL
VIBRANCY PLAN!

EXPERIENCE
We have worked with diverse, rural, and culturally unique communities before. For the rural Sacramento-San Joaquin Delta Heritage Communities (Isleton, Walnut Grove,
Locke, Cortland, and Freeport) we helped plan physical
improvements to strengthen its identity as a National
Heritage Area. We have worked on streetscapes all over
California, most notably in Whittier, using a streetscape kit of parts.

WE ARE PROUD OF OUR DESIGN WORK ON ALL

THE PHYSICAL COMPONENTS FOR DISTRICT

IDENTITY FOR PLACES, FROM SIGNAGE TO
FACADES AND THE PUBLIC REALM.

We have worked on district identity campaigns for Oakland Uptown, Brooklyn Basin, Harvey Milk, and for organizations like the Boy Scouts of America and the Bay Area Discovery Museum. We know that our combined “design-forces”
will bring forward high quality and authentic identity
components under an implementable and clear plan.

PROPOSED SERVICES
The work we do helps the communities we work with
to visualize future improvements. We offer the best
complement of services to transform and enhance the
communities we work for. Our expertise in community
planning and consensus building is built on the willingness to experiment and adapt as needed to best represent the communities we serve.

COMMITMENT
We don’t mean to boast, but we bring a very high level of creativity to the work we deliver. Our graphics, workshop materials, and reports are produced with our creative
reputation in mind. We bring small firm flexibility and large firm capacity to the table to ensure that we meet project milestones. We are dedicated to making the process as
smooth and collaborative as possible. Our mindset is to make the most of the resources available for the Alisal Neighborhood.

Alisal District Identity Master Plan Proposal from URBAN FIELD

PROJECT TEAM

JANE LIN, AIA
Principal in Charge
Urban Designer

RENE BIHAN
Managing Principal
SWA San Francisco

RYAN CALL, AIA
Consulting Principal
Urban Designer

MARIANA RICKER
Project Manager
SWA San Francisco
Landscape Architecture

ERIC HEIMAN
Principal
Volume, Inc.

Graphic Designer

FRANK FULLER, FAIA
Consulting Principal
Urban Designer

KARLA MENDOZA
DAMKEN
SWA San Francisco
Community Outreach

ADAM BRODSLEY
Principal
Volume, Inc.

Graphic Designer

URBAN FIELD
The Urban Field Team is
design-oriented, placebased, and committed
to making realistic
proposals that can
actually be implemented.

The team is led by
owners of a small firm,
and adds the resources
of larger firms to deliver
high quality and timely
work.

Alisal District Identity Master Plan Proposal from URBAN FIELD

FIRM EXPERIENCE AND

QUALIFICATIONS
Alisal District Identity Master Plan Proposal from URBAN FIELD

URBAN FIELD

FIRM BACKGROUND
Urban Field Studio is a collaborative team of urban
designers in the San Francisco Bay Area that visualize
conceptual designs for future development scenarios.

Jane Lin and Heidi Sokolowsky formed Urban Field
Studio in 2014 and later Frank Fuller and Ryan Call joined to complement the team. Urban designers are skilled
architects and planners and strong verbal and visual
communicators. Urban Field studio partners have a
passion for the public domain, bringing ideas to the table that make places thrive today and in the future.

Urban Field Studio helps both public and private clients visualize the bigger picture for complex places with
unique contexts. We specialize in work with municipal
departments, state agencies, and the elected officials
of communities in California and throughout the nation.

Our projects range from design for specific sites on main streets in neighborhoods to special districts that can
span a metropolitan area. We specialize in development
strategy, planning, design guidelines and standards, and provide conceptual architecture to understand the physical potential of places. One of Urban Field’s strengths is our ability to craft realistic plans with the community and to see that they are implementable within the framework of the City’s and community’s structure.

Notable Projects:
• Sacramento San Joaquin Delta Community Design
Workshops, Delta Protection Commission (CA State
Agency)
• SJSU Campus Master Plan, SJSU
• Dublin SCS Properties Community Outreach, City of
Dublin
• Burlingame Town Square, City of Burlingame
• Old Town Newark Specific Plan, City of Newark, CA
• Oakland Uptown Signage Program, City of Oakland
• Metro Universal City/Studio City Mobility Hub Outreach ROLE
• Urban Designers
• Prime Consultant
for the Alisal District
Identity Master Plan
(ADIMP)
• Overall Project
Management
• Community
Engagement Strategy
and Management
• Online Survey Lead
• Support for the
Development of
Components
• Lead for Facade
Design Guidelines
• ADIMP Editor for
Drafts and Final Master
Plan
If selected, Urban Field
Studio, as prime consultant,
is strongly committed
to working closely and
consistently through the
end of the contract with
the City of Salinas. UFS
team members are all firm
owners which means there
will never be substitutions,
the ability to work flexibly,
and on a personal basis.

URBAN FIELD

JANE LIN
Jane Lin is a licensed architect and urban designer that wants the communities we live in to be more vibrant, memorable, and enduring. Jane holds a BA in Architecture, MS in Architecture, and a Masters in City Planning from UC Berkeley. Jane is a founding partner at Urban Field Studio, which was formed in 2014. Her work includes urban design for downtown revitalization, main streets, transit areas, campus planning, and projects that involve mixed-use public-private partnerships. Jane is a lecturer at UC Berkeley teaching in both the Departments of City Planning and for the Masters in Real Estate Development + Design. Jane’s strength is crafting the public outreach process and visually communicating projects with local communities and neighborhoods. She knows that the development strategies she puts forward can only be successful when they are physically compelling, economically viable, and community supported.

RYAN CALL
Ryan Call is an architect and urban design with over 20 years of experience in planning and architectural design. Ryan has developed a particular expertise in master planning mixed-use urban communities with a focus on vibrant retail districts and public spaces.

His primary interest lies in the strategic aspects of the design and development process where he has worked on a variety of projects from neighborhood shopping centers to regional shopping centers, to mixed-use multi-block districts. His presentation expertise has proven key to the success of many projects, especially during the critical public process and approvals phases.

FRANK FULLER
Frank Fuller is an architect and urban designer that has been shaping conceptual development for over three decades. In addition to architectural commissions, he has helped to transform downtowns, town and campus centers into active, pedestrianoriented places. Frank believes that downtowns, Main Streets and urban neighborhoods are at the core of new humane American urbanism. Much of his career has focused on designing frameworks and strategies that create vital downtowns through transit based development and sustainable community design. He understands the perspectives of public agencies and private developers in building and revitalizing communities. By using a consensus-oriented approach, he integrates multiple interests to create strong public and private realms.
(Full resumes can be found at the end of the proposal.) SAN JOSÉ STATE UNIVERSITY
Campus Master Plan
Draft Date: October 21, 2022

URBAN FIELD STUDIO

SAN JOSE STATE UNIVERSITY CAMPUS MASTER PLAN
Client:

SJSU Facilities,
Operations, and
Development Department
Project Timeline:
2020-ongoing
Contact:

Chris Shay
Senior Director of Real
Estate
[email protected]
(408) 601-7984
Team:

Field Paoli Architects
(prime)
Urban Field Studio
Dalton Education
Associates
Jane Lin is the project manager for the San Jose State University Campus Master Plan, which is primed by Field Paoli Architects.

The subconsultant team includes SWA and Arup.

The project began in 2020 and includes all of the locations where SJSU programming occurs, including Moss Landing Marine
Laboratories. The project is addressed with two Campus Master Plans for locations in Santa Clara County and Monterey County.

This multi-year, long-range plan includes a team of subconsultants that has worked closely with the University staff and leadership to put forward a Public Draft in January 2023 for Main and South Campus in Santa Clara County. The first two years included multiple outreach events to reach students, faculty, staff, and the general community. The next two years will include public review and coordination with CEQA to finalize the plans.
urbanfieldstudio.com

URBAN FIELD STUDIO

SACRAMENTO-SAN JOAQUIN DELTA COMMUNITY DESIGN WORKSHOPS Client:

Delta Protection
Commission
Project Timeline:
2018-2020
Contact:

Blake Roberts, Program
Manager for the Delta
Protection Commission
blake.roberts@delta.
ca.gov
530.650.6572
Team:

Urban Field Studio
Urban Field Studio helped the Delta Protection Commission facilitate a Community Design Workshop on January 11, 2020 where community members discussed physical improvements for the Delta Legacy Communities along the Sacramento
River, including Isleton, Walnut Grove, Locke, Courtland, and Freeport. In 2019, the Sacramento-San Joaquin Delta National Heritage Area (NHA), which are places where historical, cultural, and natural resources combine to form cohesive, nationally important landscapes. The mapped results provided a roadmap for implementation with community input to highlight the multicultural heritage of this rural agricultural community. urbanfieldstudio.com

URBAN FIELD STUDIO

NEWARK OLD TOWN SPECIFIC PLAN
Client:

City of Newark, CA
Year Completed:
2018-2021
Contact:

Art Interiano
Deputy Community
Development Director
[email protected]
(510) 578-4331
Team:

Rhoades Planning Group
(prime)
Urban Field Studio
Lexington Planning
Bottomley Associates
BKF Engineering
The neighborhood retail located at Thornton and Sycamore has been struggling for years and now with the Dumbarton Railway in sight, the neighborhood will have an opportunity to redefine itself. Urban Field Studio, with Rhoades Planning Group, Lexington Planning, Bottomley Associates, and BKF Engineers worked with the City to prepare for the next wave of development through zoning updates and a vision for revitalizing the commercial center.

This includes streetscape improvements to Thornton Avenue and investment in gathering spaces in the neighborhood, which received an OBAG3 grant for implementation. The streetscape improvements allow for safer biking and more sidewalk width through a road diet. Future improvements include plaza design, public art, and features that strengthen district identity. urbanfieldstudio.com
urbanfieldstudio.com

URBAN FIELD STUDIO

DUBLIN SCS PROPERTIES
Client:

City of Dublin, CA
Year Completed:
2019-2021
Contact:

Amy Million
Principal Planner
City of Dublin, CA
Team:

ELS Architects
Urban Field Studio
Keyser Marston
Metrovation Retail Resources
Bernese Lane Partners
Kimley Horn
Ryan Call, while with ELS Architects, and Urban Field Studio provided extensive outreach for the City of Dublin to build consensus for a project on the controversial SCS Property site at Tassajara Road. The proposals by the land owner had been rejected three times by the City Council. The team developed a strategy that gave the community a chance to build a vision for the site and provide input. The outreach, conducted online during the pandemic, included management of a coUrbanize website with timely content, several surveys, and facilitation of online meetings.

The controversial issues focused on the trade off of the impact of more housing for community benefits, including public open space and a place to gather. Urban Field Studio provided plans, renderings, and visuals to support the community-driven vision, which ultimately won the approval of the City Council.

Client:

City of Dublin, CA
Year Completed:
2018-ongoing
Contact:

Amy Million
Principal Planner
City of Dublin, CA
amy.million@dublin.
ca.gov
925-833-6610
Team:

ELS Architects
Urban Field Studio
Keyser Marston
Metrovation Retail
Resources
Bernese Lane Partners
Kimley Horn
Urban Field Studio partners Ryan Call (while with ELS Architects) and Jane Lin provided extensive outreach for the City of Dublin to build consensus for a project on a controversial site at Tassajara Road, known as the SCS Property. The proposals by the land owner had been rejected three times by the City Council.

The team developed a strategy that gave the community a chance to build a vision for the site and provide input. The outreach, conducted online during the pandemic, included management of timely content through a coUrbanize website, several surveys, and facilitation of workshops.

The controversial issues focused on the trade-off of more housing for community benefits, including public open space and a place to gather.

Urban Field Studio provided plans, renderings, and visuals to support the community-drive vision which ultimately won the approval of the City Council.
urbanfieldstudio.com
“Urban Field Studio’s
patience, careful
listening, and visual
approach helped
build consensus
where it seemed
impossible.”
- Kristie Wheeler,
Assistant Community
Development Director
Alisal District Identity Master Plan Proposal from URBAN FIELD

FIRM BACKGROUND
For over six decades, SWA has been recognized as a world leader in landscape architecture, planning, and urban
design. Our projects, located in more than 60 countries worldwide, span a wide range of planning, urban design, and landscape architecture with varying scales, from
regional master plans to urban infill, plazas and parks. Our work focuses on ecologically-based solutions that provide a strong sense of place and incorporate the realities of costs, construction, and longevity.

SWA offers clients both a deep bench of talent and
experience as well as the energy, personal commitment,
and responsiveness typical in smaller firms. Despite being one of the largest firms of its type in the world, SWA is 100% employee-owned and organized into smaller studiobased offices that enhance creativity. In our San Francisco studio, there are 30 employees. Our studio’s mix of
established practitioners and young thinkers is capable of vibrant innovation balanced with extensive and grounded experience. Our San Francisco studio focuses on urban
work — we are experts at designing and understanding
highly-programmed, community-based active public and
private spaces.

Notable Projects:
• Portsmouth Square Participatory Planning and
Landscape Redesign for the City of San Francisco, CA
• Ricardo Lara Linear Park, Los Angeles, CA
• Uptown Whittier Streetscape Beautification Plan for the City of Whittier, CA
• Grand Avenue Streetscape Master Plan for the City of
South San Francisco, CA
• Downtown Summerlin District Streetscapes for Howard
Hughes Corporation in Las Vegas, NV
• Tulsa Arts District Plan for the George Kaiser Family Foundation in Tulsa, OK
• The Memorial at Harvey Milk Plaza for the Friends of
Harvey Milk Plaza in the Castro, San Francisco, CA
• Aquatic Park and Pier Vision Plan with SF Maritime
National Historical Park in San Francisco, CA
ROLE
• Landscape Architects
• Design of Streetscape,
Gathering Spaces,
Public Realm
• Public Realm Lead for
Public Art, Streetscape
Elements, and
Landscape Finishes
and Planting
• Community
Engagement
Facilitation in Spanish

RENE BIHAN
René Bihan is an accomplished Landscape Architect, Urban Designer and educator interested in issues of urbanism and landscape design, and their symbiotic relationship to dense urban cities. René is a board member for The Cultural Landscape Foundation and an active member of the Bay Area’s architecture and design community; he has been a Commissioner for the San Francisco Arts Commission, sat on the Civic Design Review Panel and has been a member of the Better Streets Advisory Committee. He has an in-depth familiarity with construction, studio arts, and contemporary architecture.

René credits this varied background with his desire to synthesize conceptual ideas with practical solutions on a wide variety of development projects around the world.

MARIANA RICKER
Mariana Ricker grew up in Santa Cruz, and has a passion for California landscapes. She emphasizes the role of water, native ecology, and climate in successful, sustainable landscape design and enjoys working in urban settings that engage diverse user groups and activate the spaces that are most important to civic life. In her work as a landscape architect, Mariana seeks to create memorable experiences, connect people to the environment, and provide elegant solutions to programmatic needs. At SWA, she works on a wide range of projects from community parks to large-scale urban development and planning around the Bay Area and beyond. Mariana holds a degree in landscape architecture from the University of California, Berkeley and is a licensed landscape architect.

KARLA MENDOZA DAMKEN
Karla Damken joined SWA SF office in July 2018 after finishing her MLA degree at UC Berkeley. Prior to this, she studied Architecture in Guadalajara, Mexico, where she was born and raised. Her previous work experience includes site planning and urban design with a strong emphasis on social engagement and environmental issues. She believes that great cultural and natural landscapes improve people’s quality of life, and creates a greater sense of belonging.
(Full resumes can be found at the end of the proposal.) Uptown Whittier Streetscape
Beautification Plan

WHITTIER, CALIFORNIA
Whittier’s Uptown is a 185-acre historic central business district with a mix of streetscape types across 35 city blocks. It is a source of pride for its citizens, has a sense of identity from its historic roots, and is a place of great character and attraction due to its unique building form, diversity of activities, locally owned storefronts, restaurants and civic services. SWA worked collaboratively with the City and its citizens to create solutions to leverage these assets and enhance the area. These efforts included leading three community workshops and developing strategies that celebrate Whittier’s historic core, keep Uptown competitive, promote and walkable and enjoyable environment, enrich
the public realm, accommodate safety and accessibility.

Key consideration include street tree assessment and
streetscape design strategies for gateways, paving and curb standards, planting, lighting and site furnishing standards, parklets, art, accessibility, and other considerations.

Reference: Kyle Cason, Public Works Director, (562) 567-9500, [email protected]
Client: City of Whittier
Size: 185 acres
Scope of Work: Existing Conditions Analysis, Public Input, Tree Assessment, Streetscape Design, Conceptual Landscape
Design
SWA provided a comprehensive urban design study,
guidelines and streetscape improvements for 19 blocks
in the Brady Arts District, an area of downtown Tulsa that includes underutilized industrial properties as well as historic theaters, warehouses, and the famous Cain’s dance hall.

Community workshops and outreach to local owners and
stakeholders directed the project towards strong pedestrian environments that connect key destinations, including
Tulsa’s downtown arena and the ONEOK Ballpark. The project also identified a centrally-located truck yard as an ideal location for Guthrie Green, a new urban park that has
become the heart of the district. SWA’s streetscape created a vocabulary of paving, planting, LED lighting, and other elements that will be extended through the district as it revitalizes as a vibrant mixed-use neighborhood.

Tulsa Arts District

TULSA, OKLAHOMA
Reference: Stanton Doyle, George
Kaiser Foundation, (918) 688-6785,
[email protected]
Client: George Kaiser Family Foundation
Size:
19 city blocks

2.7-acre park
Tulsa Arts District
Architects:

Bing Thom Architects
Kinslow, Keith & Todd, Inc.

Populous (ONEOK Ballfield)
Scope:

Urban Design
Streetscape Master Plan and Design
Landscape Architectural Services
I
South San Francisco Grand Ave
Streetscape Master Plan
South SAn FrAncISco, cAlIFornIA
South San Francisco is a city that is both rooted in a rich history and on the forefront of modern technology with so many leaders in the biomedical field calling it their home.

Grand Avenue is an perfext example of where these two
facets of the city’s identity converge. The Master Plan spans 5 city blocks, anchored at one end by the historic City Hall and terminating at the new Caltrain Station that is currently under construction. The proposed design builds on the
principles set forth in the 2015 Specific Plan, celebrating and protecting the historic elements while improving upon what is existing to revitalize the local business and accomodate the growth that will be generated by numerous new housing projects within the immediate surrounding blocks.

Wayfinding and the prioritization of the pedestrian
experience create a playful and active multi-use district for this unique city and it’s future growth.

Pedestrian Streetscape Amenities
Reference: Tony Rozzi, Chief Planner / 650.877-8535,
[email protected]
Client: City of South San Francisco
Size: 5 city Blocks
Schedule: 2017-Present
Scope:

Master Plan - construction
Downtown Identity + Wayfinding
Uptown Whittier Streetscape
Beautification Plan

WHITTIER, CALIFORNIA
Whittier’s Uptown is a 185-acre historic central business district with a mix of streetscape types across 35 city blocks. It is a source of pride for its citizens, has a sense of identity from its historic roots, and is a place of great character and attraction due to its unique building form, diversity of activities, locally owned storefronts, restaurants and civic services. SWA worked collaboratively with the City and its citizens to create solutions to leverage these assets and enhance the area. These efforts included leading three community workshops and developing strategies that celebrate Whittier’s historic core, keep Uptown competitive, promote and walkable and enjoyable environment, enrich
the public realm, accommodate safety and accessibility.

Key consideration include street tree assessment and
streetscape design strategies for gateways, paving and curb standards, planting, lighting and site furnishing standards, parklets, art, accessibility, and other considerations.

Reference: Kyle Cason, Public Works Director, (562) 567-9500, [email protected]
Client: City of Whittier
Size: 185 acres
Scope of Work: Existing Conditions Analysis, Public Input, Tree Assessment, Streetscape Design, Conceptual Landscape Design
Tulsa Arts District South San Francisco Grand Ave Streetscape Master Plan Playstructure Alley Activation
Artistic Alley + Enhanced Pedestrian / Bicyle Circulation Victoria Gardens
Upper Whittier Streetscape
Beautification Plan
Alisal District Identity Master Plan Proposal from URBAN FIELD

FIRM BACKGROUND
Founded in 2001 by Adam Brodsley and Eric Heiman,
Volume Inc is a celebrated design studio working at the intersection of visual communication, experience design, and architecture to challenge conventions of how design operates in physical space. Whether it’s embodying
a brand in very place-specific, expansively narrative
ways; communicating complex subject matter through
unexpected and engaging means; or getting someone
from point A to point B that goes beyond frictionless
optimization and adds a little delight to their day.

Volume’s work has been exhibited, honored, and published extensively worldwide.

Volume has created outdoor campaigns for Yerba Buena
Center for the Arts (YBCA), exhibition programs for the California Academy of Sciences, workplace branding and
wayfinding programs for Google, and a comprehensive
placemaking program for the recent Brooklyn Basin
development on the Oakland waterfront.

Notable Projects:
• Brooklyn Basin Placemaking, Oakland, California
• Boy Scouts Sustainability Treehouse Exhibits, Glen
Jean, West Virginia
• The Memorial at Harvey Milk Plaza, San Francisco,
California
• Bay Area Discovery Museum Exhibit Identity, Sausalito, California
• Yerba Buena Center for the Arts Campaign Identity, San Francisco, California
ROLE
• Graphic design
• Brand Strategy
• Brand Identity
• Wayfinding/Signage
• Lead for Themes
• Support for Public Art

ERIC HEIMAN
Eric Heiman grew up in the backwoods of western Pennsylvania and attended Carnegie Mellon University in Pittsburgh where he completed a Bachelor of Architecture. His winding, post-graduate path finally led him to the Bay Area where he studied graphic design at the California College of the Arts (CCA) and then later co-founded Volume Inc.

Eric also teaches at California College of the Arts (CCA) and was awarded the collegewide Excellence in Teaching award. At CCA, he currently manages TBD*, a studentstaffed design studio that does work for local Bay Area nonprofits and civic institutions.

His writing on design has been published in Design Observer, Eye, and Emigré, and he was a founding writer for SFMOMA’s Open Space online publication. Eric has judged competitions, delivered lectures, moderated panels, programmed design conferences, and even curated one film festival. In 2017 he was made a AIGA Fellow for his contribution to raising the standards of excellence in practice and conduct within the Bay Area design community.

ADAM BRODSLEY
Adam Brodsley co-founded Volume Inc. at the dawn of the new millennium (which admittedly sounds like a long time ago) and has since served as Principal and Creative Director. His broad range of expertise and experience is connected by the desire to engage people through the power of design, whatever the method, whatever the medium but especially in the physical world we inhabit.

Adam has worked on projects ranging from branding and identity to digital and print to large scale environments for clients such as 826 Valencia, Adobe Systems, Autodesk, the Boy Scouts of America, the California Academy of Sciences, Heath Ceramics, Facebook, Google, Rizzoli, SFMOMA and the Robert Wood Johnson Foundation. In addition to a number of years teaching design and lecturing nationally, he has garnered numerous awards and his work has been widely published. Adam is a graduate of The Art Center College of Design in Los Angeles and holds a BA in Communications from UC Santa Barbara. He is a Northern California native.
(Full resumes can be found at the end of the proposal.) Boy Scout Sustainability Treehouse
Glen Jean, West Virginia
Volume Inc. was commissioned to design an exhibition program that tells a sustainability story through a “Sustainability Treehouse.” The challenge was to create an experience that would engage Boy Scouts eager to find the next adventure activity— zip lines, climbing areas, a skate park—and leave them with a new perspective on sustainability. The design avoids outdated and formulaic exhibit solutions and instead delivers information in surprising and unexpected ways, down to the humorous and slightly irreverent tone of the exhibit text.

SERVICES
Research
Visual Identity System
Content Development
Exhibition Design
Wayfinding
Copywriting
Motion / Video / Film
Year completed 2016
Client: Boy Scouts of America
Contact: Allison Schapker , Director, Trinity Works
[email protected]
The Memorial at Harvey Milk Plaza
San Francisco, California With SWA
We remember LGBTQ activist and San Francisco supervisor Harvey Milk as a beacon of hope—“Gotta give ‘em hope!” was one of his frequent mantras. But Harvey also wished “for the [gay rights] movement to continue,” implying that any hope was inextricably tied to action to realize it. This conceit is the foundation for the memorial at Harvey Milk Plaza.

A central “beacon” anchors the design. It wraps the a new MUNI elevator with images and words of Harvey, coupled with dynamic media elements that allow the memorial to speak to the present and any moment moving forward. Inspired by the protest sign, the beacon embodies the “My name is Harvey Milk, and I want to recruit you” rallying cry Harvey often used in his speeches.

SERVICES
Placemaking
Visual Identity System
Experience Design
In Progress
Client: The Friends of Harvey Milk
Contact: Brian Springfield, Executive Director
[email protected]
Brooklyn Basin
Oakland, California
Brooklyn Basin is a 64-acre industrial waterfront being transformed into a vibrant mixed-use neighborhood with more than 30 acres of public parks, trails, and marinas. Volume Inc. was tasked with building a site-specific identity and adding a narrative layer to the project which included large scale environmental graphics, interpretive moments, and wayfinding.

SERVICES
Research
Content Development
Visual Identity System
Placemaking
Wayfinding
Copywriting
Year completed 2020
Client: Signature Development
Contact: Faye Brandin, Senior Project Manager
[email protected]
5M Development Identity
San Francisco, California
Challenge: What exactly makes a neighborhood? And how do we bottle that essence in a brand? Solution: Celebrate the diverse community. Be inclusive. Don’t marginalize those already living there. Encourage and facilitate interaction and exchange between new and existing residents.

Volume developed a brand for the four-acre development that embodies 5M’s values and helps convey the project as a place of vibrancy and openness, with porous property boundaries that are welcoming to the existing neighbors and new residents alike, facilitating greater social and professional exchange.

SERVICES
Brand Strategy
Branding
Creative Direction
Photography / Illustration
Digital
Motion / Video / Film
Year completed 2019
Client: Brookfield Properties
Contact: Jason Bonnet, SVP, Development
[email protected]
Alisal District Identity Master Plan Proposal from URBAN FIELD

PROPOSED SCOPE OF WORK
Alisal District Identity Master Plan Proposal from URBAN FIELD

SCOPE OF WORK
TASK 1: PROJECT MANAGEMENT
UFS will be the prime consultant with Jane Lin as the project manager and primary contact for the team. UFS will manage subconsultants SWA and Volume Inc. UFS will bill monthly invoices and progress reports.

This task includes discovery, the kick-off meeting, and bi-weekly meetings for 8 months to get to an Administrative Draft. We feel strongly that this process will take longer than 8 months to complete the Final Draft. Our proposal makes sure that the majority of milestones are completed within the 8 month time frame listed in the RFP.

The proposed scope includes dedicated research and review of past efforts and plans and a summary of themes in a “Discovery Memo” prepared for the kick-off meeting to confirm alignment with City’s goals for the project.

The kick-off meeting will be in-person and can optionally include a site tour of the Alisal Neighborhood. UFS will work with the City to prepare an agenda for the meeting.

A standing bi-weekly meeting on zoom will follow the kick-off meeting.

Meeting agendas and minutes will be kept in shared online documents for transparency and coordination.

Note: Community meetings, consultants, workshops, and hearings are listed in subsequent tasks. Consultant will support legal public notices, staff reports, presentations, and resolutions with City Staff in the lead.

DELIVERABLES
• Discovery Memo
• Kickoff Meeting Agenda
• Coordination Meeting Agendas
• Monthly Invoicing and Budget Summary

SCHEDULE
• Month 1: Kick-off Meeting
• Months 1-8: Bi-weekly Coordination Meetings

DISCOVERY

KICK-OFF

MEETING

COORDINATION

MEETINGS
Alisal District Identity Master Plan Proposal from URBAN FIELD TASK 2: ADIMP FRAMEWORK
The team will begin by developing a framework for major components of the ADIMP. The components of the framework will be embedded in the content for community engagement and then further refined for the Draft ADIMP. The components of the plan will be led by different members of the Team and will be reviewed with staff before community engagement.

This component maps an inventory of important existing identity and opportunities sites for strengthening district identity. The mapped places will likely include places for branding, facade improvement, streetscape improvement, public realm improvement, and public art. This map will be a central exhibit to be developed with staff and community and iterated upon through the end of the project. A few key locations on the map will include a more focused effort in terms of conceptual design of public gathering places or opportunity sites. (Lead Consultants: UFS, SWA)

DISTRICT MAPPING

AND CONCEPTUAL
DESIGN
To the right is an example
of relevant work in the Delta
Community of Locke.

The team can build on the
ideas for placemaking from the
Alisal Vibrancy Plan.

Alisal District Identity Master Plan Proposal from URBAN FIELD Themes will be discussed and explored to establish a set of design of identifiers, symbols, logo, hashtag, and slogans for the neighborhood.

The branding program includes the Schematic Design of gateway elements, signage and banners. (Lead Consultant: Volume, Inc.)

DISTRICT IDENTITY

THEMES AND

BRANDING PROGRAM

ALISAL PUBLIC ART
PLAN
Public art design guidelines for commercial street corridors, public facilities (parks, libraries, recreational facilities, etc.), and private development will build on the process to date. There are options to look at examples from other communities or to bring a public art expert to be added to the team. (Lead Consultant: SWA with input from the team)
Alisal District Identity Master Plan Proposal from URBAN FIELD

COMMERCIAL

CORRIDOR DESIGN

GUIDELINES
Commercial Corridor Design Guidelines will include the streetscape elements that establish district identity, including color palette, planting, materials, and site furnishing components. The guidelines for streetscape elements may include tree species, furniture and amenities such as benches, kiosks, awnings, banners, bollards, trash enclosures, planters, sidewalk cafes, etc. This ‘toolkit’ will strengthen the district character of the Alisal commercial corridor and maintain flexibility for future community needs. (Lead Consultant: SWA, UFS) Alisal District Identity Master Plan Proposal from URBAN FIELD

FACADE DESIGN

GUIDELINES

IMPLEMENTATION &

MAINTENANCE PLAN
Facade design guidelines for new development and existing facade improvements will help augment existing standards for colors, materials, building form, and frontage character. (Lead Consultant: UFS)
The implementation plan for the Framework will be developed through a high level assessment of the greater corridor needs and a list of suggested safe and feasible revitalization improvement efforts. The list of implementation actions for implementation will be developed closely with City staff and can optionally include a civil engineering expert to be added to the team. (Lead Consultant: UFS, SWA)
Alisal District Identity Master Plan Proposal from URBAN FIELD TASK 2: ADIMP FRAMEWORK

DELIVERABLES
• A presentation of compiled Plan Framework components and Initial Recommendations

SCHEDULE
• Month 2: Consultant Internal Charrette to develop the first round of ideas for District Mapping of Public Realm Improvements, District Identity, the Art Plan, Commercial Corridor Design Guidelines and Facade Design Guidelines. • Month 3: Staff Charrette to review progress on initial ideas and discuss the potential Implementation of the ideas.
• Month 4: Staff Review of materials that will go into the Plan Framework and Initial Recommendations Presentation to the Commission and City Council first, then the general community.

The ADIMP Framework will
compile preliminary ideas and
initial recommendations for
each of the components of the
Alisal District Identity..

Here is an example from the
Harvey Milk Memorial that is
representative of the kind of
graphics that would be part of
a narrative presentation to be
used with elected officials and
community members .

Alisal District Identity Master Plan Proposal from URBAN FIELD TASK 3: COMMUNITY ENGAGEMENT
This task includes a Community Engagement Strategy Memo that will outline Meetings and Events, Online Content, Communications Plan, Popup Materials, Workshop Materials, Stakeholder Interviews, Community Meeting Facilitation Guides, a Digital Survey, and digital presentations to the Commission and City Council.

The Community Engagement Strategy will build on the momentum of community engagement that began with the AVP, PRLMP, and PAMP. The UFS team will support City staff with content for community engagement activities with the Alisal community. The role of the Consultant for this task is to assist with creating the visuals and tools to be presented, including digital presentations, materials for workshops, social media, surveys, communications copy, and website content. UFS will be in the lead for Community Engagement with close support from SWA and Volume, Inc. It is anticipated that the full consultant team will be involved in developing materials for and attending events for Community Engagement.

COMMUNITY

ENGAGEMENT

STRATEGY
Alisal District Identity Master Plan Proposal from URBAN FIELD AUDIENCE Community Engagement will include materials for multiple languages, in-person and online. The team anticipates meeting with elected officials twice, at the end of framework development and before the public draft. It is assumed that City Staff will be responsible for keeping the City Council apprised of progress and subsequent readings.

The purpose of Community Engagement for this project is to build trust with the community, share ideas with the community and gather feedback about district identity proposals. Importantly, the Plan Framework and Initial Recommendations Memo will build on a summary of what we heard through community engagement. The Plan Framework will address the development components of the plan: District identity themes and branding, overarching improvements to the public realm, commercial corridor design guidelines, facade design guidelines, a public art plan, and the implementation and maintenance plan.

PURPOSE
The team will work with staff to produce the visuals and tools needed to make community outreach engaging. To
reach consensus and increase confidence in the design
and decision-making process, we offer a range of tools
and programs: facilitation of in-person events; scheduling and conducting stakeholder meetings, workshops, and
design charrettes. High quality visual representation of physical planning concepts are produced to be used to
make w and intuitive materials that are understandable to non-designers. We can create education videos, design
a spinner for a carnival, and we can do it in multiple
languages!
Alisal District Identity Master Plan Proposal from URBAN FIELD TASK 3: COMMUNITY ENGAGEMENT

DELIVERABLES
• Community Engagement Strategy Memo developed with staff • Materials for “Pop-ups” at neighborhood gathering places and events • Materials for in-person and/or community workshops
• Digital Multilingual Survey(s) to identify district identity topics of consideration

SCHEDULE
• Month 1: A Community Engagement Strategy will be drafted shortly after the Kick-off Meeting
• Month 4: First Meeting with Commission and City Council to share Community Engagement Approach, Plan Framework and Initial Recommendations
• Month 5: Materials developed for Community Engagement • Months 6-7: Facilitation of Community Engagement Events and Survey • Month 9: Second Meeting with Commission and City Council to share completed Public Draft to kick off the Public Review Period

OLD TOWN NEWARK

SPECIFIC PLAN
Adopted September 23, 2021
TASK 4: ALISAL DISTRICT IDENTITY MASTER PLAN
(ADIMP)
The ADIMP will be written in Task 4 beginning with the Revision of Plan Components based on community engagement. The entire team will contribute to the development of the plan. Given an 8 month timeline, the team can complete an Administrative Draft of the ADIMP pending City and community availability. The schedule below reflects the anticipated time frame for completing the plan with a chance for public review before finalization.

DELIVERABLES
• Administrative Draft of the Alisal District Identity Master Plan • Public Draft of the Alisal District Identity Master Plan • Final Alisal District Identity Master Plan

SCHEDULE
• Month 7: Drafting the Administrative Draft ADIMP
• Month 8: Completion of the Administrative Draft ADIMP • Month 9: Revision based on Staff Feedback for the Public Draft ADIMP
• Month 10: Public Review Comment Period
• Month 11: Revision based on Public Comment for the Final ADIMP • Project End: Presentation of the Final ADIMP to the Commission and City Council
San Pablo Avenue Specific Plan
Design Guidelines and Objective Standards
Adopted July 18, 2022
The plans below have been
completed in the last year and
represent the level of quality for
completed plans. Please see
the plans at:
milpitasmetro.org,
sanpablospecificplan.org
https://www.newark.org/
departments/communitydevelopment/specific-plansmaster-plans/old-town-newarkspecific-plan TASK 1
Kick Off
Coordination Meetings
Month 1 Month 2 Month 3 Month 4 Month 5 Month 9 Month 6 Month 10 Month 7 Month 11 Month 8 Month 12 TASK 2
Plan Framework and
Initial Recommendations
Presentation
TASK 3
TASK 4
Community
Engagement
Meetings
District Mapping
District Identity Themes & Branding Program
Alisal Public Art Plan
Facade Design Guidelines
Implementation
Commercial Corridor Design Guidelines
Community
Engagement
Strategy
Admin Draft Public Draft Final Draft Public Review
Meetings with
Commission and
City Council
Meetings with
Commission
and City Council
Meetings with
Commission and
City Council by
City Staff only

SCHEDULE
The timeline stated in the RFP of 6-8 months will only be enough time for one round of community engagement. A second round of public review will take longer and may extend the project timeline several months to allow for a reasonable open review period. The team would like to discuss the timing of the schedule with staff to determine if there is a critical path that can be isolated to meet known deadlines (e.g. for Grants).

RESUMES

JANE LIN / FOUNDING PARTNER, AIA

URBAN FIELD STUDIO
Jane is a licensed architect and urban designer with twenty years of experience working with municipalities and agencies in the San Francisco Bay Area and beyond. Her work includes urban design for streetscape improvements, transit area planning, revitalizing mixed-use districts, and supporting housing policy. Jane is a lecturer at UC Berkeley and teaches architecture to school aged students (K-12). It is important to Jane that large groups of non-designers become empowered with creative communication skills because they are the key to making our communities better.

SELECT PROJECTS

COMPREHENSIVE PLANNING
Milpitas Metro Specific Plan, City of Milpitas*
San Jose State Campus Master Plan*
Downtown Dublin Vision, City of Dublin*
Dublin SCS Properties, City of Dublin*
North Hollywood Station Guide for Development, Metro Joint Development* Old Town Newark Specific Plan, City of Newark*
Mission San Jose Commercial Strategy Study, City of Fremont* Belmont Specific Plan, City of Belmont CA
Community Design Charrettes, Delta Planning Commission* Coliseum Development Study, City of Oakland CA

DESIGN/ DEVELOPMENT STANDARDS AND GUIDELINES FOR

MULTI-FAMILY HOUSING
Emeryville Objective Design Standards, City of Emeryville San Leandro Multi-Family Design Standards, City of San Leandro* San Pablo Avenue Specific Plan, City of Albany*
Irvington BART Station Area Plan, City of Fremont and BART*

ENGAGEMENT AND OUTREACH
* Projects with extensive engagement and outreach
TEACHING | Lecturer, UC Berkeley
ED 201 Master of Urban Design Studio
CP140 Urban Design and Placemaking
CP 208 Masters of City Planning Urban Design Studio

COMMUNITY ACTIVITIES
ULI Urban Plan Juror, Facilitator, Curriculum Contributor, and Piedmont High School Champion
ULI Technical Assistance Panelist for the City of Dublin Panel Discussion Organizer for the San Francisco Urban Film Fest Piedmont Unified School District Facilities Steering Committee Piedmont Arts Fund Chair and Piedmont Makers Board Member Piedmont Racial Equity Campaign, Committee Member
Piedmont Housing Committee, Appointed Member

EDUCATION
University of California, Berkeley
Master of City Planning with
Concentration in Land Use, 2005
University of California, Berkeley
Master of Science in Architecture
with Concentration in Building
Science, 2005
University of California, Berkeley
Bachelor of Arts in Architecture,
1999

CERTIFICATIONS
Licensed Architect in California
LEED AP - ND Leadership in
Energy and Environmental Design
Accredited Professional with a
Specialty in Neighborhood Design

ASSOCIATIONS
National League of Cities and ULI,
Rose Center for Public Leadership,
Faculty Advisor to the City of Tucson
ULI Associate Member
AIA East Bay Member
SPUR Member
SCUP Member

PROFESSIONAL AWARDS
Artist-In-Residence Educator with
LEAP Arts in Education
Eisner Prize in City Planning, UC
Berkeley
www.urbanfieldstudio.com

EDUCATION
Washington State University, 2001
Bachelor of Architecture
Syracuse University Firenze, 2000
Study Abroad - Urban Design

CERTIFICATIONS
Licensed Architect in California and
Indiana
Accreditation by NCARB

ASSOCIATIONS
American Institute of Architects
ICSC
Urban Land Institute Full Member
RYAN L. CALL / PARTNER, AIA

URBAN FIELD STUDIO
With over 20 years of experience in planning and architectural design, Ryan has developed a particular expertise in master planning mixed-use urban communities with a focus on vibrant retail districts and public spaces. His primary interest lies in the strategic aspects of the design and development process where he has worked on a variety of projects from neighborhood shopping centers to regional shopping centers, to mixed-use multi-block districts. His presentation expertise has proven key to the success of many projects, especially during the critical public process and approvals phases.

SELECT PROJECTS*:

MIXED-USE MASTER PLANS
Downtown Dublin Vision, City of Dublin, CA
Dublin SCS Properties, City of Dublin, CA
Mueller Aldrich Street District, Austin, TX
University of Chicago 53rd Street District Mixed-Use Master Plan Project Elevate, Elk Grove, CA
University Town Center East, Sarasota, Florida
Village of Merrick Park, Coral Gables, Florida
NewPark Mall Mixed-Use Specific Plan, Newark, CA

REGIONAL RETAIL CENTERS
Hillsdale Shopping Center North Block, San Mateo, CA
Stonestown Galleria Anchor Redevelopment, San Francisco, CA HSC Mervyns Department Store Reconfiguration, San Mateo, CA HSC South Block Facade Improvements + ATT Shell Design
Tucson Mall Anchor Redevelopment, Tucson, CA
Eastridge Shopping Center, San Jose, CA

PUBLIC OUTREACH AND EDUCATION
Downtown Dublin Vision, Dublin, CA
SCS Property Public Outreach, Dublin, CA
Latimer Square Public Workshop and Charette, Bloomington, IN Telegraph Avenue Public Workshop and Charette, Berkeley, CA Harold Way Workshop and Charette, Berkeley, CA

DESIGN GUIDELINES
Green Tree Mixed-Use Retail and Residential Guidelines, Vacaville, CA Latimer Square PUD Design Guidelines, Bloomington Indiana

PROFESSIONAL AWARDS
AIA California Urban Design Award for Downtown Dublin
ICSC Gold Award for Hillsdale Shopping Center - San Mateo ULI Apgar Award for 2015

COMMUNITY ACTIVITIES
Berkeley Design Advocates
Downtown Berkeley Association Volunteer - Former Board Member Richmond Yacht Club Junior Program Volunteer
www.urbanfieldstudio.com
*Projects completed while Ryan was
the Director of Urban Design at ELS
Architecture and Urban Design in
Berkeley, CA.

EDUCATION
Washington State University, 2001
Bachelor of Architecture
Syracuse University Firenze, 2000
Study Abroad - Urban Design

CERTIFICATIONS
Licensed Architect in California and
Indiana
Accreditation by NCARB

ASSOCIATIONS
American Institute of Architects
ICSC
Urban Land Institute Full Member
RYAN L. CALL / PARTNER, AIA

URBAN FIELD STUDIO
With over 20 years of experience in planning and architectural design, Ryan has developed a particular expertise in master planning mixed-use urban communities with a focus on vibrant retail districts and public spaces. His primary interest lies in the strategic aspects of the design and development process where he has worked on a variety of projects from neighborhood shopping centers to regional shopping centers, to mixed-use multi-block districts. His presentation expertise has proven key to the success of many projects, especially during the critical public process and approvals phases.

SELECT PROJECTS*:

MIXED-USE MASTER PLANS
Downtown Dublin Vision, City of Dublin, CA
Dublin SCS Properties, City of Dublin, CA
Mueller Aldrich Street District, Austin, TX
University of Chicago 53rd Street District Mixed-Use Master Plan Project Elevate, Elk Grove, CA
University Town Center East, Sarasota, Florida
Village of Merrick Park, Coral Gables, Florida
NewPark Mall Mixed-Use Specific Plan, Newark, CA

REGIONAL RETAIL CENTERS
Hillsdale Shopping Center North Block, San Mateo, CA
Stonestown Galleria Anchor Redevelopment, San Francisco, CA HSC Mervyns Department Store Reconfiguration, San Mateo, CA HSC South Block Facade Improvements + ATT Shell Design
Tucson Mall Anchor Redevelopment, Tucson, CA
Eastridge Shopping Center, San Jose, CA

PUBLIC OUTREACH AND EDUCATION
Downtown Dublin Vision, Dublin, CA
SCS Property Public Outreach, Dublin, CA
Latimer Square Public Workshop and Charette, Bloomington, IN Telegraph Avenue Public Workshop and Charette, Berkeley, CA Harold Way Workshop and Charette, Berkeley, CA

DESIGN GUIDELINES
Green Tree Mixed-Use Retail and Residential Guidelines, Vacaville, CA Latimer Square PUD Design Guidelines, Bloomington Indiana

PROFESSIONAL AWARDS
AIA California Urban Design Award for Downtown Dublin
ICSC Gold Award for Hillsdale Shopping Center - San Mateo ULI Apgar Award for 2015

COMMUNITY ACTIVITIES
Berkeley Design Advocates
Downtown Berkeley Association Volunteer - Former Board Member Richmond Yacht Club Junior Program Volunteer
*Projects completed while Ryan was the Director of Urban Design at

EDUCATION
University of California, Berkeley
Master of City & Regional Planning,
1976
University of California, Berkeley
Master of Architecture, 1973
Princeton University, NJ
Bachelor of Arts in Architecture,
1968

CERTIFICATIONS
Licensed Architect in California,
Nevada, and Arizona
Accreditation by NCARB

ASSOCIATIONS
Fellow, American Institute of
Architects
AIA East Bay Chapter President
(2000)
AIACC, Urban Design Committee
Chair (2009-14)
National League of Cities and ULI,
Rose Center for Public Leadership,
Faculty Advisor for the City of
Anchorage
ULI Urban Revitalization Council,
Member
ULI Technical Assistance Panel
Committee Co-Chair (2018-ongoing)
FRANK L. FULLER / PARTNER, FAIA

URBAN FIELD STUDIO
Frank Fuller is an architect and urban designer who has practiced in the United States for over forty years. In addition to architectural commissions, he has helped to transform downtowns, towns, and campus centers into active, pedestrian-oriented places. Frank understands the perspectives of public agencies and private developers in building and revitalizing communities.

By using a consensus-oriented approach, he integrates multiple interests to create strong public and private realms.

SELECT PROJECTS

CONCEPTUAL ARCHITECTURE
Coliseum Development Study, City of Oakland CA
Downtown Revitalization Studies for the City of Morgan Hill Santa Clara Downtown Strategy, Santa Clara, CA

LAND USE STRATEGY
Anaheim Civic Center Area Study, City of Anaheim CA
Diridon Station Area Plan, City of San José, CA
Flagstaff Downtown Development Strategy, Flagstaff, AZ
Centerville Framework Plan, City of Fremont CA

FEASIBILITY STUDIES
Anaheim Greater Downtown Plan, Anaheim CA
Livermore BART Station Area Plan
Arts District Development for the City of Long Beach

PUBLIC OUTREACH AND EDUCATION
Waldport Charrettes, Waldport, OR
Fairfax Mason Charrette, Fairfax, VA

DESIGN GUIDELINES
Long Beach Design District Implementation Plan, City of Long Beach, CA North San José Design Guidelines, City of San José, CA

PROFESSIONAL AWARDS
APA NC Honor Award for Milpitas Transit Area Plan
APA NC Honor Award for Santa Clara Station Area Plan
APA California Merit Award for North San José Neighborhoods Plan AIACC Presidential Citation

COMMUNITY ACTIVITIES
Rose Center Fellow, ULI and National League of Cities
Master of Urban Design Studio, UC Berkeley, College of Environmental Design Architecture Design Studios, UC Berkeley, College of Environmental Design AIA National Urban and Regional Design Awards Jury Chair AIACC Urban Design Committee Chair
AIACC|CCASLA Urban Design Awards Chair
California Redevelopment Association Awards Jury
www.urbanfieldstudio.com
Education
Master of Landscape Architecture,
Harvard University Graduate School of
Design
Bachelor of Landscape Architecture,
California State Polytechnic University
Registration
Registered Landscape Architect,
California, Arizona, Utah

FASLA, AIA, ULI
Professional Activities
Board Member, The Cultural Landscape
Foundation, current
Lamda Alpha, Member
San Francisco Better Street Master
Plan Community Advisory Committee
San Francisco Arts Commissioner,
Civic Design Review
Speaking
San Francisco Bay Area Planning and
Urban Research Association (SPUR) -
Design & Development presentation,
July 2018
ASLA National ASLA Panelist: Inside the
Studio, 2017
ASLA NCC - NorCal ASLA Guest
Speaker, Marketing Design Services
for a Millennial Generation, 2016
ASLA - National ASLA Speaking
Panelist, Workplace Development in
Silicon Valley, 2015
Cal Poly San Luis Obispo, Guest
Speaker, Smackdown Design-San
Francisco and Warriors Stadium, 2015
Keynote Speaker UK Landscape
Conference, 2010
Keynote Speaker Universidad de
Monterrey Mexico, UDEM/UDesign
Conference, 2009
Harvard University Graduate School
of Design, Studio Instructor: Summer
1994, Visiting Critic 2006, 2008
René is an accomplished Landscape Architect, Urban Designer and educator interested in issues of urbanism and landscape design, and their symbiotic relationship to dense urban cities. René is a board member for The Cultural Landscape Foundation and an active member of the Bay Area’s architecture and design community; he has been a Commissioner for the San Francisco Arts Commission, sat on the Civic Design Review Panel and has been a member of the Better Streets Advisory Committee. He has an in-depth familiarity with construction, studio arts, and contemporary architecture. René credits this varied background with his desire to synthesize conceptual ideas with practical solutions on a wide variety of development projects around the world.

Selected Awards
ASLA Northern California Chapter Merit Award, Truman Presidential Library, 2018 ASLA Northern California Chapter, Merit Award, Universidad de Monterrey, 2017 ASLA Northern California Chapter, Merit Award, San Antonio Station, 2016 ASLA Northern California Chapter, Honor Award, Iron Horse Park and Open Space, 2014 ASLA Northern California Chapter, Merit Award, Sunnydale HOPE, 2013 ULI Global Award for Excellence, Beijing Finance Street, 2008 ASLA Firm Award, 2006
IDRC Distinguished Environmental Planning Award, Charleston Park, 1997 ASLA National Honor Award, SGI/ATC and Charleston Park, 2001 Selected Project Experience
· Aquatic Park and Pier Vision Study, San Francisco, California • Beijing Finance Street, Beijing, California
· The Bridge, San Francisco, California
· City College of San Francisco Master Plan, San Francisco, California · Charleston Park, Mountain View, California
· Chase Center (Golden State Warriors Arena), San Francisco, California · City Creek Center, Salt Lake City, Utah
· Courthouse Square, San Rafael, California
· Desert Ridge Marriott, Phoenix, Arizona
· Disney Store Plaza, Shanghai, China
• East of 101 Planning, South San Francisco, California • Elco Yards (Greystar South Main), Redwood City, California · Fremont Civic Center Master Plan, Fremont, California • French Ranch San Geronimo, California
· Google, Mountain View, California
· Iron Horse Park and Open Space, Dublin, California
· Jack London Square, Oakland, California
· Magee Ranch, Danville, California
• North San Pedro Parks, San Jose, California
• North First Street Campus, San Jose, California
• Novartis East Hanover Campus East Village, East Hanover, New Jersey · One Rincon Hill Phase II, San Francisco, California
• Pacifica Quarry Development, Pacifica, California
· Rancharrah, Reno, NVSan Antonio Station, Mountain View, California · Santa Clara County Civic Center Master Plan (SC5), Santa Clara, California · SFSU Campus Physical Plan Update, San Francisco, California · Sunnydale HOPE Housing, San Francisco, California
· Truman Presidential Library, Independence, Missouri
· University of Cincinnati East Campus Planning, Cincinnati, Ohio · Universidad de Monterrey, Monterrey, Mexico
• University of the Pacific DeRosa University Center & Central Quad, Stockton, California
Rene Bihan, FASLA
Managing Principal, San Francisco
Education
Bachelor of Landscape Architecture,
Highest Honors, University of
California, Berkeley, 2016
Minors in Sustainable Design and
Conservation Resource Studies
Professional Activities
Urban Land Institute (ULI),
TA4C Committee
Technical Assistance Panel San Jose
(TAP Writer), 2020
Technical Assistance Panel Dublin
(TAP Writer), 2021
Selected Awards
Geraldine Knight Scott Traveling
Fellowship, 2016
Additional Languages
Spanish
Mariana Zavala Ricker, PLA
Associate
Mariana Ricker, a Bay Area native, has a passion for California landscapes and emphasizes the importance of site specific, sustainable landscape design. She enjoys working in urban settings that engage diverse user groups and activate the spaces that are most important to civic life.

In her work, Mariana seeks to create memorable experiences, connect people to the environment, introduce opportunities for education, and provide elegant solutions to programmatic needs. At SWA, she has gained experience working with clients in both the public and private sector as an essential team member on a wide range of projects from community parks to large-scale urban development and planning.

Selected Project Experience
• South Main Mixed Use (Elco Yards), Redwood City, California • Aquatic Park and Pier Vision Study, San Francisco, California • North San Pedro Parks, San Jose, California
• The Memorial at Harvey Milk Plaza, San Francisco, California • Downtown Summerlin District Streetscapes, Las Vegas, Nevada • Executive Park Streetscape Master Plan, San Francisco, California • Grand Avenue Streetscape Master Plan, South San Francisco, California • Uptown Whittier Streetscape Beautification Plan, Whittier, California • SF State Campus Physical Plan Update, San Francisco, California • Universidad de Monterrey, Monterrey, Mexico
• University of Cincinnati West Campus Master Plan, Cincinnati, Ohio • Truman Presidential Library and Museum, Independence, Missouri • Google Pacific Shores Campus, Redwood City, California • Downtown Summerlin Ballpark and Pedestrian Connection, Las Vegas, Nevada • Diridon Station Area Plan Update, San Jose, California • Caltrain Plaza, South San Francisco, California
• 215 Moffett, Mountain View, California
• Moffett Gateway, Mountain View, California
• Montague Square, San Jose, California
• Palo Alto Square, Palo Alto, California
• PayPal Campus, San Jose, California
• IDEI Vivaria, Monterrey, Mexico
• Jianjiang River Valley Competition, Pengzhou, Chengdu, China Karla Mendoza Damken
Designer
Karla joined SWA SF office in July 2018 after finishing her MLA degree at UC Berkeley. Prior to this, she studied Architecture in Guadalajara, Mexico, where she was born and raised. Her previous work experience includes site planning and urban design with a strong emphasis on social engagement and environmental issues. She believes that great cultural and natural landscapes improve people’s quality of life, and creates a greater sense of belonging.

Selected Project Experience
• Residential Park and Courtyards, Hercules, California • Future City, Beijing, China
• Mixed use office and retail, Stevens Creek BLVD, San Jose, California • Staglin Johnson Residence, Napa, California
• Fair Oaks Master Plan, Fairfax, Virginia
• Peter Strauss Ranch, Santa Monica Mountains, California Selected Project Experience (Previous firms)
• “DUIS Certification” for University of Guadalajara Cultural Center, Zapopan, Mexico • Conceptual Master Plan and Design Guidelines for University of Guadalajara Cultural Center, Zapopan, Mexico
• Safe Mobility and Community Engagement, Guadalajara, Mexico • Strategic Planning and Program Design Xomulli Biopark, Tlajomulco de Zúñiga, Mexico • Strategic Planning and Program Design San Miguel Recreational Center, Bosque La Primavera, Mexico
• Santa Esther Street Design Guidelines, Zapopan, Mexico Education
Master of Landscape
Architecture, University of
California Berkeley
Bachelor of Architecture,
Instituto de Estudios Superiores
de Occidente, ITESO
Additional Languages
Spanish
Eric Heiman
Partner / Creative Lead
Eric Heiman grew up in the backwoods of western Pennsylvania and attended Carnegie Mellon University in Pittsburgh where he completed a Bachelor of Architecture.

His winding, post-graduate path finally led him to the Bay Area where he studied graphic design at the California College of the Arts (CCA) and then later co-founded Volume Inc.

Eric also teaches at California College of the Arts (CCA) and was awarded the college-wide Excellence in Teaching award. At CCA, he currently manages TBD*, a student-staffed design studio that does work for local Bay Area nonprofits and civic institutions. His writing on design has been published in Design Observer, Eye, and Emigré, and he was a founding writer for SFMOMA’s Open Space online publication.

Eric has judged competitions, delivered lectures, moderated panels, programmed design conferences, and even curated one film festival. In 2017 he was made a AIGA Fellow for his contribution to raising the standards of excellence in practice and conduct within the Bay Area design community.

Select Awards
Cooper Hewitt National Design Award (nominee) / 2022, 2020, 2016 365: AIGA Year in Design Awards / 2011, 2010 (4), 2006
AIGA (re)Design Awards / 2015 (2) (Best In Show)
Communication Arts, Annual Design Awards / 2017, 2016, 2013, 2009, 2006, 2004 Core77 Design Awards, Interiors & Exhibits / 2014 (Overall Winner and Merit) Core77 Design Awards, Visual Communication / 2016 (Merit), 2013 (Overall Winner) Graphis, Gold Award / 2018 (2), 2017, 2011 (2), 2010, 2009, 2008 (3) IDSA Idea Awards, Environments / 2014 (Gold)
Interior Design, Best of the Year Awards, Kid’s Zone (with Olson Kundig) / 2021 SEGD Design Awards, Honor Award / 2016, 2014, 2010; Merit Award / 2017 Select Exhibits
De Young Open, De Young Museum, San Francisco, 2021
Volume Inc: This Will (Not) Be Easy, University of Kentucky, Bolivar Art Gallery, 2019 Design San Francisco, Advertising and Design Club of Canada, Toronto, 2018 Masters of Design: Volume Inc. (retrospective solo show), Western Gallery, Bellingham, Washington, 2013
Work From California, 35th International Biennial of Graphic Design, Brno, Czech Republic, 2012
Innovation by Design, SFMOMA, 2007
Design Life Now: National Design Triennial, Cooper Hewitt National Design Museum, New York, 2006
Select Project Experience
Harvey Milk Plaza design, San Francisco, California
Pellier Park history wall, San Jose, California
Brooklyn Basin placemaking identity, Oakland, California Google Spruce Goose workplace branding, Playa Vista, California Bay Area Discovery Museum exhibition graphic design, Sausalito, California Boy Scout Sustainability Treehouse exhibition program, Glen Jean, West Virginia Scott Visitor Center exhibition program, Glen Jean, West Virginia California Academy of Sciences exhibition program, San Francisco, CA Education
Bachelor of Architecture
Carnegie Mellon University
(with University Honors)
BFA in Graphic Design
California College of the Arts
(with High Distinction)
Associations
Fellow, AIGA San Francisco
AIGA (member)
SEGD (member)
TDC / The One Club (member)
Selected Speaking
ASLA Conference on Landscape
Architecture, 2022
Design Observer Sessions, 2021
Bend Design Conference, 2019
SPUR, 2019
American Alliance of Museums
conference, 2017
SEGD Branded Environments (keynote),
2017
Type Director’s Club, 2013
AIGA National Conference, 2007
Adam Brodsley
Partner / Creative Lead
Adam Brodsley co-founded Volume Inc. at the dawn of the new millennium (which admittedly sounds like a long time ago) and has since served as Principal and Creative Director. His broad range of expertise and experience is connected by the desire to engage people through the power of design, whatever the method, whatever the medium but especially in the physical world we inhabit.

Adam has worked on projects ranging from branding and identity to large-scale environments for clients such as 826 Valencia, Adobe Systems, Autodesk, the Boy Scouts of America, the California Academy of Sciences, Heath Ceramics, Google, The Presidio of San Francisco, Rizzoli, SFMOMA and the Robert Wood Johnson Foundation. In addition to several years teaching design and lecturing nationally, he has garnered numerous awards and his work has been widely published. Adam is a graduate of The Art Center College of Design in Los Angeles and holds a BA in Communications from UC Santa Barbara. He is a Northern California native.

Awards
365: AIGA Year in Design Awards: 2011, 2010 (4), 2006
AIGA (re)Design Awards: 2015 (2) (Best In Show)
Communication Arts, Annual Design Awards: 2017, 2016, 2013, 2009, 2006, 2004 Cooper Hewitt National Design Award (nominee) / 2022, 2020, 2016 Core77 Design Awards, Interiors & Exhibits: 2014 (Overall Winner and Merit) Core77 Design Awards, Visual Communication: 2016 (Merit), 2013 (Overall Winner) Graphis, Gold Award: 2018 (2), 2017, 2011 (2), 2010, 2009, 2008 (3) IDSA Idea Awards, Environments: 2014 (Gold)
Interior Design, Best of the Year Awards, Kid’s Zone (with Olson Kundig): 2021 SEGD Design Awards, Honor Award: 2016, 2014, 2010; Merit Award: 2017 Exhibits
University of Kentucky, Bolivar Art Gallery, Volume Inc: This Will (Not) Be Easy, 2019 Design San Francisco, Advertising and Design Club of Canada, Toronto, 2018 Masters of Design: Volume Inc. (retrospective solo show), Western Gallery, Bellingham, Washington, 2013
Society for Environmental Graphic Design, Washington, 2010 Select Project Experience
Harvey Milk Plaza design, San Francicso, California
Brooklyn Basin placemaking identity, Oakland, California Google Spruce Goose workplace branding, Playa Vista, California Bay Area Discovery Museum, Sausalito, California
Boy Scout Sustainability Treehouse Exhibits, Glen Jean, West Virginia Scott Visitor Center, Glen Jean, West Virginia
California Academy of Sciences exhibition program, San Francisco, CA Education
University of California, Santa Barbara
Bachelor of Arts
Communications
Art Center College of Design
Bachelor of Arts
Graphic Design
Associations
AIGA, professional association
for design
SEGD, Society of Experiential
Graphic Design

URBAN FIELD
1423 Broadway
Oakland, CA 94612
510-207-9537
[email protected]
Alisal ADIMP Proposed Fee v2
2/2/2023
ADIMP Fee Proposal UFS UFS SWA SWA Volume Volume
Task Hours Fee (@$245/hr) Hours Fee (@$200/hr) Hours Fee (@$200/hr) Fee 1 Project Management

1.1 Project Initiation 40 $9,800.00 40 $8,000.00 10 $2,000.00 $19,800.00

1.2 Standing Meetings 60 $14,700.00 24 $4,800.00 24 $4,800.00 $24,300.00 2 ADIMP Framework

2.1 District Mapping and Conceptual Designs for Streetscape and Gathering Places 60 $14,700.00 60 $12,000.00 20 $4,000.00 $30,700.00

2.2 District Identity Themes and Branding Program 20 $4,900.00 20 $4,000.00 160 $32,000.00 $40,900.00

2.3 Public Art Plan 20 $4,900.00 16 $3,200.00 10 $2,000.00 $10,100.00

2.4 Commerical Corridor (& Open Space) Design Guidelines 40 $9,800.00 50 $10,000.00 $19,800.00

2.5 Facade Design Guidelines 30 $7,350.00 $7,350.00

2.6 Implementation and Maintenance Plan 30 $7,350.00 20 $4,000.00 20 $4,000.00 $15,350.00

2.7 Plan Framework Presentation with Initial Recommendations 40 $9,800.00 30 $6,000.00 20 $4,000.00 $19,800.00 3 Community Engagement

3.1 Community Engagement Strategy (Memo) 12 $2,940.00 4 $800.00 10 $2,000.00 $5,740.00

3.2 Stakeholder Meetings (3) 20 $4,900.00 10 $2,000.00 10 $2,000.00 $8,900.00

3.3 Engagement Day
Pop Up Materials and Facilitation 40 $9,800.00 20 $4,000.00 20 $4,000.00 $17,800.00 Stakeholder Charrette Facilitation 40 $9,800.00 20 $4,000.00 20 $4,000.00 $17,800.00

3.4 Online Content and Digital Survey 40 $9,800.00 10 $2,000.00 $11,800.00

3.5 Physical Engagement 40 $9,800.00 20 $4,000.00 30 $6,000.00 $19,800.00

3.6 Digital Community Engagement Summary Presentation 20 $4,900.00 6 $1,200.00 6 $1,200.00 $7,300.00 4 ADIMP

4.1 Administrative Draft ADIMP (Revisions to Framework) and one round of review 60 $14,700.00 40 $8,000.00 40 $8,000.00 $30,700.00

4.2 Facade Design Guideline Brochure Draft 40 $9,800.00 $9,800.00

4.3 Public Review Draft ADIMP (Revisions to Admin Draft) and one round of review 40 $9,800.00 40 $8,000.00 30 $6,000.00 $23,800.00

4.4 Final ADIMP (Revisions to Public Draft) 40 $9,800.00 40 $8,000.00 30 $6,000.00 $23,800.00 Project Proposed Fee Total $179,340.00 $94,000.00 $92,000.00 $365,340.00 Reimbursable Expenses $15,000.00
Project Total $380,340.00
1 REQUEST FOR PROPOSALS

DEVELOPMENT OF THE ALISAL VIBRANCY PLAN DISTRICT

IDENTITY MASTER PLAN
October 7, 2022
Contact:

Michael Gomez
Economic Development Analyst
Phone: (831) 758-7986
Email: [email protected]
Community Development Department
65 West Alisal Street Suite 201,
Salinas, CA 93901
2 SECTION I: SUMMARY OF REQUEST
The City of Salinas (“City”), a charter city located in Monterey County, California, is requesting proposals from qualified consultants to establish a district identity master plan for the Alisal Community. The Alisal District Identity Master Plan (ADIMP) shall include district identity themes, branding, color palette, and commercial corridor, façade and public art design guidelines.

The Master Plan shall follow the Visión Salinas Guiding Principles reflecting the community’s values and vision as “A City that celebrates, promotes, preserves and honors the diversity, history, art, and culture of its community: promoting the rich diversity and culture in the Alisal through art, music, festivals, parades and other community events; celebrating the City’s history, the architecture of its buildings, the diverse cultures of its people, and its rich immigrant history; and, fostering a sense of place by encouraging community driven transformation, initiating theme districts, and by building upon existing neighborhood identity.” The proposal must demonstrate experience in developing and implementing district identity plans in collaboration with diverse communities.
3 PROJECT AREA
Annexed into the City in 1963, the East Salinas community (the Alisal) maintains a unique cultural, economic, and demographic identity within the larger City of Salinas. It has long had a strong Latino and immigrant heritage and hosts unique cultural events like the youthlead Ciclovía Salinas and El Grito, which celebrates Mexico’s independence from Spain. As an engine of economic activity that is a critical retail and a commercial center in Salinas, Alisal provides culturally relevant retail and services to both Alisal residents and customers from all over the region and was the highest sales tax revenue generator in the second quarter of 2022 in the City Currently the Alisal’s cultural identity is not strongly reflected in its current environment as building color, architecture, and the lack of pedestrian amenities and a central plaza or community gathering space do not represent the community’s heritage and Latino cultural identity.

SECTION II: THE ALISAL VIBRANCY PLAN AND CONTEXT WITH OTHER PLANS

AND PROJECTS
Alisal Vibrancy Plan (AVP): In November 2019, the Salinas City Council accepted the Alisal Vibrancy Plan as a strategic planning document. The AVP is the result of years of visioning, community organizing, and relationship building between the City of Salinas and Alisal residents.

It is an action-oriented, comprehensive strategy for Salinas's Alisal neighborhood. The AVP is the first of its kind in the City, providing a community vision for a focused area of the City, with specific actions and policies generated through a community-led process. Specific priorities and implementation actions recommended by the Alisal Vibrancy Plan Steering Committee, working groups, and community members who participated in the planning process, are summarized at the end of each topic chapter and short-term implementation actions are identified in the Implementation chapter.

Salinas Public Art Master Plan (PAMP): Adopted in February 2020, the PAMP states the community’s vision for public art, outlines public art policies, and identifies implementation priorities and projects for public art in parks, corridors, gateways, municipal buildings, and private property. In addition, the Public Art Program Ordinance is part of the City Municipal Code and governs public art in Salinas.

Parks, Rec & Libraries Master Plan (PRLMP): The PRLMP, accepted in July 2019, considers the park, recreation and library needs of residents citywide to create a vision for an innovative, inclusive, and interconnected system of parks and open spaces that promotes outdoor recreation, healthy living and environmental conservation as integral elements of a thriving, livable Salinas, as well as creating and maintaining recreation and library facilities that support excellent programming and services. It provides current inventories, demographic conditions, needs analyses, management considerations and capital project cost estimates. The Plan establishes specific goals, recommendations, and actions for developing, conserving, and maintaining highquality parks, facilities, amenities, and open spaces across the city. 4 Current Projects and Implementation Initiatives in the Alisal Through the development of the Alisal Vibrancy Plan, the community expressed a desire to create a district identity to reflect more of the history and culture of the Alisal and to improve the appearance of the community. District identity is reiterated throughout the AVP and a foundational step in the implementation process. Current corridor and parks implementation projects include district identity and public art components.

Corridor Appearance and Cleanliness:

City staff recently procured roughly $4M in grant funding to further address some of the Alisal community’s short-term goals (e.g., appearance, cleanliness, and safety/infrastructure) through the State’s Clean California State Beautification Program ($1.87M) and Local Grant Program ($2.15M). The State Beautification Project is an opportunity to beautify three blighted undercrossing structures, and enhance the adjacent infrastructure and roadside landscape, resulting in a more visually pleasing highway corridor and a more inviting, vibrant entryway into the Alisal neighborhood. The project includes new painted murals and mural lighting.

The Local Grant Program Project ‘the Alisal Greening, Beautification, and Safety Project’ proposes litter abatement via installation of thrash and recycling receptacles, beautification through planting drought-tolerant vegetation and trees, installation of wayfinding signage, a gateway monument, installation of banners and murals, permeable paver installation, sidewalk art highlighting safe routes through the neighborhoods, and educational programming to foster a safe, clean, connected, and accessible environment. Proposed improvements are concentrated along the E. Alisal Street corridor, with approximately 5 miles of decorated sidewalk routes connecting the corridor to seven schools, two parks, and public facilities such as the Breadbox Recreation Center and the Cesar Chavez Library.

In addition, City staff is developing an AVP Commercial Façade Grant Program to assist Alisal businesses in improving the appearance of their business along the commercial corridors. Façade improvements include exterior painting of the building, signage, awnings, and window treatment.

AVP calls the establishment of augmented design guidelines that address standards for colors, materials, and frontage character to reflect the Alisal as a cultural and arts district to guide funded improvements.

These three projects are to be completed within the fiscal years 22-23 and 23-24. A district identity master plan is needed to establish themes and design guidelines for the identity/character of the Alisal Community to ensure all components of the proposed improvements will enhance the character of the Alisal community in a consistent manner and reflect its history and culture.

In addition, the Library and Community Services Department currently has the following park and recreation facility projects programmed within the Alisal, which also need established district identity themes, branding, design guidelines for public art, color palette, and best practices to keep cohesiveness within the Alisal community.
• Cesar Chavez Park Trail Improvements
• El Gabilan Play-Lot Improvements
• Closter Park Revitalization Project
5 • Hebbron Family Center Revitalization
• Williams Ranch Park Universal Playground
SECTION III: PROPOSED PROJECT & SCOPE OF SERVICES
The primary objective of the ADIMP is to further AVP goals, policies and actions related to the community’s identity and appearance. Key AVP recommendations to be addressed in the Plan include the following goals and the identified policies and actions under each goal. • Promote the Culture, Art, Identity, and History of the Alisal Community Through Context and Place-Sensitive Design. (GOAL LU 7)
• Improve the Appearance and Cleanliness of the Alisal’s Commercial Corridors. (GOAL ED 1)
• Promote the Alisal’s District Identity as a Unique Cultural, Arts, and Shopping Destination. (GOAL ED 3)
• Prioritize Arts and Culture Investments to Support Creativity, Expression, and Beauty for the Alisal Community. (GOAL YAP 4)
The ADIMP will also be incorporated into a subsequent Streetscape Master Plan to provide a comprehensive plan for Alisal commercial corridors. The Streetscape Master Plan will build upon the work from the AVP and the ADIMP. The Streetscape Master Plan will develop the street concepts for the arterial roads within the Alisal community, specifically East Market Street, Sanborn Road, East Alisal Street, and Williams Road. The conceptual plans will be refined further into a more tangible final layouts. The preferred final concepts will be the equivalent to 30% engineering plans, and estimates and will lead into the development of construction documents.

A. Project Management
The Consultant shall be responsible for project management and logistics. This includes meetings and ongoing coordination with City staff and decision-makers as required to move the project forward efficiently. This should include a kick-off meeting with the City project team and bimonthly progress meetings or phone calls with the City’s Project Manager and others as needed.

The Consultant will also attend at least two community meetings, consultations, workshops, or hearings. Lead Consultant will be responsible for direct coordination with any sub consultants on the project team. The Consultant shall also be responsible for monthly progress reports and invoices, as well as ensuring legal public notices and consultation obligations are met, staff reports, presentations, and resolutions.

Recommended Minimum Deliverables:
• Monthly invoices and progress reports
• Meeting agendas and minutes summarizing action items
6 B. Community Engagement Strategy
A critical component for the AVP District Identity Master Plan’s success is developing a strategy for continuing the momentum of community engagement that began with the AVP, PRLMP, and PAMP. City staff will be responsible for leading community engagement activities with the Alisal community. The Consultant shall assist with creating presentations, materials for workshops, social media, surveys, and other engagement tools, and assisting with developing strategies to communicate the importance of district identity in a way that connects with the lived experience of the Alisal community.

Recommended Minimum Deliverables:
• Community Engagement Strategy developed with staff
• Materials for “Pop-ups” at neighborhood gathering places and events • Materials for in-person and/or community workshops
• Survey(s) to identify district identity topics of consideration • Attend one commission and one City Council Meeting
C. Alisal District Identity Master Plan (ADIMP)
The ADIMP is to include, but not be limited to the following components:
• District Identity Theme(s) & Branding Program
o includes identifiers, symbols, logo, hashtag, and slogan o gateway elements, signage and banners
• Commercial Corridor Design Guidelines
o Color palette and streetscape elements palette or ‘toolkit’ which give the Alisal commercial corridors a consistent character and quality o Guidelines for tree species, furniture and amenities such as benches, kiosks, awnings, banners, bollards, trash enclosures, planters, sidewalk cafes, etc • Façade Design Guidelines
o Augment standards for colors, materials, building form, and frontage character o Design concept for identified opportunity site(s)
• Alisal Public Art Plan
o Public art design guidelines for street commercial street corridors, public facilities (parks, libraries, recreational facilities, etc.), and on private development • Implementation and Maintenance Plan
o Assess corridor needs and develop a plan to carry out comprehensive community driven maintenance and revitalization efforts that is focused on feasibility and safety
Recommended Minimum Deliverables:
• Master Plan Framework and Initial Recommendations Memo 7 • Administrative Draft District Identity Master Plan
• Public Review Draft District Identity Master Plan
• Final District Identity Master Plan

SECTION IV PROPOSAL FORMAT
In order to expedite and maintain consistency in the evaluation process, each proposal to this RFP shall be organized in accordance with this section. Proposal submissions shall contain thorough description and analysis of the following information in the order presented below:

1. Brief Cover Letter/Letter of Introduction

2. Executive Summary

3. Lead Project Contact Information
• Name, title and telephone number of the consultant’s designated lead contact person for communications pertaining to this proposal.

4. Project Team
• Organizational chart illustrating team members assigned to the project and their respective roles.
• Description of team members and subconsultants assigned to the project and their respective roles and responsibilities. It is expected that once the work begins, the project team will remain in place until the work is completed. Please include statements regarding the length of commitment of the proposed staff if they are not available for the duration of this project.
• A brief biography or resume of each team member.

5. Firm Experience and Qualifications
• A general description of the services provided by the proposer’s firm and subconsultants; the qualifications of each team member providing the requested services and their experience working with municipal departments, commissions, elected officials, community-based organizations, and community members
• A list of representative projects completed by the firm, subconsultants, and individuals assigned on this project that best exemplifies the work requested in this RFP . • For each representative project, include the project name, the client contact, the client’s phone number and email, the dates the work was accomplished, and a brief description of the work accomplished.

6. Scope of Work including Tasks and Deliverables
• A narrative describing the approach and work plan identifying major tasks to be completed and estimated time frame for each task. Do not include a fee schedule. Any inclusion of a fee schedule or cost proposal will result in disqualification. On a per task basis, the narrative should identify the designated team member(s) responsible for completing the work, specific deliverables, and the number of meetings attended. 8 • A description of the process to be used to actively engage community stakeholders including City officials, local business representatives, public, private, and nonprofit housing development entities, and community residents.
• Any additional suggestions Consultant believes would be valuable to include in this effort and any recommendation for further clarifying the scope of work and the usefulness of the product.
• A signed copy of any addendum to this RFP shall be included in the proposal.

7. Cost Proposal and Fee Schedule (Shall be submitted as a separate file via email to [email protected])
• A detailed cost proposal in matrix form including the hourly rates and time commitments for all team members and sub-consultants by task for the project. • Denote any proposed optional tasks.
• Firm and subconsultant fee schedules.
• A sample invoice and billing backup.

8. Project Schedule
• Include timeframe for completion of tasks, including milestone dates for primary deliverables
• Include discussion of where the project timeline may slip or is susceptible to delay if milestones are not met relative to project task completion. As it is anticipated the project will have an assertive schedule, it is important for the City to understand the proposer’s expectations for City staff document review timeframes included in this schedule • For project management purposes, the schedule should indicate frequency of meetings with City staff, as well as, the duration and number of other proposed meetings, including community, Commission, and City Council
Additional Information
• Any additional information that the consultant wishes the City to consider in the evaluation of this proposal
The City reserves the right to request additional information during the evaluation and selection, process and to require substantially more extensive and detailed information in the course of any subsequent contract negotiations.

SECTION V: SELECTION PROCESS
All proposals received electronically by the due date will be evaluated by the City. Only information which is received in response to the RFP or any subsequent interview or information request will be evaluated. The City will evaluate the responses of each proposal in several critical areas, including:
9 • Demonstrated understanding of the scope of work and Consultant’s proposed methodology and familiarity with applicable practices and methodologies for the proposed work.
• Past experience, performance, and ability of Consultant to deliver high quality, innovative work for relevant projects of similar complexity in diverse, rural/urban communities including: individuals assigned to do the work; quality of work; cost control; track record for meeting scheduled milestone dates; and quality of performance in previous contracts.
• Experience working in culturally diverse urban communities. • Ability to effectively communicate ideas to a wide range of audiences. • Expertise in community planning and consensus building. • A high level of creativity and use of graphics in the production of innovative and userfriendly reports and other materials. • Adequate technical, financial, and staffing resources for completion of the scope of work within the proposed time schedule.
• Demonstrated qualification of the project leader and assurance of his or her principal involvement in the project through completion.
• Availability and capacity to move the project forward and the flexibility to adjust quickly to changes in a complex community environment.
• Organization, presentation, and content of proposal, in conformance to the specified RFP format.

Scoring
Responses will be evaluated against the Submission Requirements. The rating and raking evaluation will be weighted as follows:

Criteria Points
Demonstrated project understanding and scope of work Approach 25 Firm qualifications and experience (including examples of similar projects)  25 Team member qualifications and experience  20
Capacity and track record of delivering projects on time and within budget  20 Completeness of response and quality of submittal  10
Total 100
Top rated proposals will be invited to an oral interview.

SECTION VI: PROPOSAL DUE DATE, DELIVERY AND AWARD
Proposed Selection Schedule
Deadline for Submitting Written Questions: October 21, 2022 City’s Response to Written Questions: October 28, 2022
10 Deadline for Submission of Proposals: November 7, 2022 Tentative Selection Interview Dates: Week of November 14 Notification of Recommendation for Selection: Week of November 28, 2022 Final Selection: December 13, 2022
Delivery: PlanetBids
RFPs shall be submitted electronically via the PlanetBids website until 5:00 p.m. Pacific Standard Time on November 7, 2022. Please email Cost Proposal as a separate file to [email protected]. It is the Responder’s responsibility to ensure that said RFP shall be fully uploaded / transmitted via the PlanetBids website, prior to the designated date and time. The City will not be accepting paper proposals.

CONTACT INFORMATION
All questions regarding this project shall be submitted to the City of Salinas through the project page on the PlanetBids website. The City encourages all interested Consultants to submit questions as soon as possible. Questions received after the October 21, 2022, shall not be answered. All registered Prospective Proposers for this project will receive an email notification once a response to a question has been posted on the PlanetBids website.

Award of Contract
It is anticipated that a final decision regarding contract awards will be made by the Salinas City Council at the December 13, 2022 meeting, depending on contract negotiations.

CONDITIONS OF REQUEST
General Conditions
The City reserves the right to cancel or reject all or a portion or portions of the Request for Proposals without notice. Further, the City makes no representations that any agreement will be awarded to any organization submitting a proposal. The City reserves the right to reject any and all proposals submitted in response to this request or any addenda thereto.

Any changes to the proposal requirements will be made by written addendum.

Liability of Costs and Responsibility
The City shall not be liable for any costs incurred in response to this Request for Proposals. All costs shall be borne by the person or organization responding to the request. The person or organization responding to the request shall hold the City harmless from any and all liability, claim or expense whatsoever incurred by or on behalf of that person or organization. All submitted material becomes the property of the City of Salinas.
11 The selected proposer will be required to assume responsibility for all services offered in the proposal whether or not they possess them within their organization. The selected proposer will be the sole point of contact with regard to contractual matters or other liabilities, including payment of any and all charges resulting from the contract.

Public Nature of Proposal Material
Responses to this Request for Proposals become the exclusive property of the City. At such times as a formal recommendation to award an agreement to one proposers is made to the awarding authority, all submittals received in response to this Request for Proposals become a matter of public record and shall be regarded as public records, with the exception of those elements in each submittal which are defined by the proposer as business or trade secrets and plainly marked as “Confidential,” “Trade Secret,” or “Proprietary”, unless disclosure is required under the California Public Records Act or other applicable law. Any submittal which contains language purporting to render all or significant portions of the proposal “Confidential,” “Trade Secret,” or “Proprietary,” shall be regarded as non-responsive.

Although the California Public Records Act recognizes that certain confidential trade secret information may be protected from disclosure, the City may not be in a position to establish that the information that a proposer submits is a trade secret. If a request is made for information marked “Confidential,” “Trade Secret,” or “Proprietary,” the City will provide the proposer who submitted the information with reasonable notice to allow the proposer to seek protection from disclosure by a court of competent jurisdiction.

Validity
The proposer agrees to be bound by its proposal for a period of ninety (90) days commencing from the date proposals are due, during which time the City may request clarification or correction of the proposal for the purpose of evaluation. Amendments or clarifications shall not affect the remainder of the proposal, but only the portion so amended or clarified.

Permits and Licenses
Proposer, and all of proposer’s subcontractors, at its and/or their sole expense, shall obtain and maintain during the term of any agreement, all appropriate permits, certificates and licenses including, but not limited to, a City Business License, which will be required in connection with the performance of services hereunder.

Oral and Written Explanations
The City will not be bound by oral explanations or instructions given at any time during the review process or after the award. Oral explanations given during the review process and after award become binding only when confirmed in writing by an authorized City official. Written responses to question(s) asked by one proposer will be provided to all proposers who received this Request for Proposals.
12 Proposer’s Representative
The person signing the proposal must be a legal representative of the firm authorized to bind the firm to an agreement in the event of the award.

Insurance
General liability, automobile, professional liability, and workers’ compensation insurance are required if selected.

Professional Services Agreement
The selected firm must enter into a written agreement for the services using the City’s standard Professional Services Agreement (the “Agreement”), a copy of which accompanies this RFP (see attachment).