City of Hayward, 29212 Mission Boulevard Infill Residential Development Project, Hayward, California
LSA prepared the Categorical Exemption and Infill Environmental Checklist (CE/IEC) for the 29212 Mission Boulevard Project in Hayward. In support of the CE/IEC, LSA noise staff prepared a technical noise and vibration analysis for the proposed project and identified potential impacts as compared to the previously completed City of Hayward General Plan EIR and the South Hayward BART/Mission Blvd. Form -Based Code Draft Supplemental Program Environmental Impact Reports, which are documents providing programmatic policies and standards. Spec ific tasks completed include gathering ambient noise measurements in the project vicinity, an assessment of both temporary and permanent noise and vibration impacts, and identification of appropriate standard conditions of approval.
City of Richmond, 205 Cutting Boulevard Project
Richmond, California
Mr. Stephens served as Noise Resources Specialist. As part of LSA’s on -call contract with the City of Richmond, LSA prepared supporting technical documents and a Categorical Exemption under Section 15332 of th e CEQA Guidelines for the proposed Barnof Holdings Self -Storage Facility. LSA
EXPERTISE
• Noise Analysis
• Vibration Analysis
EDUCATION
B.S., Acoustical Engineering,
minor in Communications
Purdue University, West
Lafayette, Indiana, 2004
PROFESSIONAL
EXPERIENCE
Principal/Senior Acoustical
Specialist, LSA, Point
Richmond, California, March
2012–Present
PROFESSIONAL
CERTIFICATIONS
E.I.T. License No. ET30504764
(2005)
SPECIALIZED
TRAINING
• AutoCAD
• SoundPLAN
• FHWA RCNM
• FHWA TNM 2.5
• Insul
• Microsoft Office
• Wyle Labs Train Noise Model
PROFESSIONAL
AFFILIATIONS
Member, Institute of Noise
Control Engineering (INCE)
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JOHN T. (J.T.) STEPHENS
PRINCIPAL / NOISE AND VIBRATION SPECIALIST
2 prepared technical analyses related to biological and cultural resources, traffic, air quality, and noise to support the findings that implementation of the proposed project would result in no potentially significant impacts. LSA also prepared a memorandum to support the Categorical Exemption, documenting how the proposed project met the conditions identified in Section 15332 of the CEQA Guidelines.
Diablo Motocross Ranch Facility Noise Assistance
Contra Costa County, California
As part of the on-call environmental services contract with Contra Costa County, Mr. Stephens assisted County staff in reviewing previous analyses completed for the Diablo Motocross Ranch Facility as well as participating in conference calls and meetings to determine the next steps to address current noise impact issues to surrounding residences.
City of Oakland LakeHouse Commons EA/FONSI
Oakland, California
Mr. Stephens served as Senior Acoustical Specialist. LSA prepared an Environmental Assessment, in compliance with HUD, 24 CFR Parts 50.4, 58.5, and 58.6, for the LakeHouse Commons Affordable Apartments Project on the corner of East 12th Street and Second Avenue in Oakland. The project applicants pro posed to construct two distinct buildings, one of which would contain 91 affordable housing units; the other would provide 270 residential units. To support the environmental analysis, LSA prepared technical reports for acoustics and cultural resources and conducted CalEEMod emission estimates and used existing studies to address potential issues related to hazards and hazardous materials.
Tenderloin Neighborhood Development Corporation, 500 Turk Street Project IS/MND San Francisco, California
Mr. Stephens assisted in the completion of the Noise section for the proposed project, which involves the demolition of an existing onsite building and associated surface pavements and construction of a new eight - story, 79-foot-tall residential with ground floor commercial building and associated improvements. The project would include 108 residential units, 2,600 square feet of ground floor commercial space, 3,600 square feet of common areas and residential amenity space, and 5,240 square feet of open space.
Hayward Maintenance Complex Phase 2 and Northern Mainline Connector Project Hayward, California
Mr. Stephens is preparing the Noise and Vibration Impact Assessment for the proposed BART Hayward Maintenance Complex (HMC) Phase 2 – Northern Mainline Connector Project. The Phase 2 project site consists of approximately 16 acres of undeveloped land in the northeast quadrant of the HMC property, on the east side of the mainline BART tracks north of the existing maintenance and engineering facility and rail storage yard. The northernmost 6 acres of the Phase 2 area would be developed as the site of the Nort hern Mainline Connector.
The project includes the installation of traction power, train control, and communications systems, gap breaker stations, train control houses, train wash, cleaning platform, and various track work modifications. The Noise and Vibration Impact Assessment evaluates the existing noise conditions at sensitive receptors, the proposed construction and operations related noise and vibration impacts, and potential mitigation measures necessary for compliance with the Federal Transit Admini stration Manual. Additionally, LSA staff continues to meet with BART staff and the project team throughout the process to efficiently achieve desired outcomes.
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JOHN L. KUNNA
SENIOR BIOLOGIST
1 PROFESSIONAL RESPONSIBILITIES
Mr. Kunna is a S enior Biologist with over 20 years of wildlife biology experience. He conducts construction site monitoring and surveys for special- status species, including California tiger salamander, foothill yellow -legged frog, California red -legged frog, Alameda striped racer, San Francisco garter snake, giant garter snake, western pond turtle, valley elderberry longhorn beetle, Lange’s metalmark butterfly, salt marsh harvest mouse, San Joaquin kit fox, American badger, burrowing owl, Ridgway’s rail, and nesting migratory birds. He also writes CEQA documents and prepares technical documents and permit applications for submittal to regulatory agencies, including the USACE, CDFW, RWQCB, and USFWS . Responsibilities also include management and preparation of biological resource studies, evaluation of and compliance with regulatory policies, and permit processing associated with California and federal wetland and endangered species regulations.
PROJECT EXPERIENCE
San Carlos Avenue Tree Removal Project
San Carlos, California
Mr. Kunna conducted a site visit and prepared the biological resources section of the IS/MND.
City of Belmont: 2 Davis Drive Office/R&D Project EIR
Belmont, California
Mr. Kunna conducted site visits are part of a technical peer review of an existing biological technical report. He then wrote the biological resources section of the EIR and responded to comments.
600 Addison Street
Berkeley, California
Mr. Kunna prepared the Biological Resources section of the Initial Study for a project that would redevelop the site with a research and development (R&D) and office campus.
City of Redwood City, 1548 Maple Street Project
Redwood City, California
Mr. Kunna conducted a site assessment and prepared the Biological Resources section for an EIR for a proposed residential development located adjacent to Redwood Creek and San Francisco Bay Conservation and Development Commission jurisdictional areas; he integrated the findings from a tree inventory and wetland delineation and drafted mitigation measures.
Private Client, Mall Court Creek Protection Permit
Oakland, California
Mr. Kunna prepared a creek protection permit application for submittal to the City of Oakland Planning Departm ent. He also prepared a memorandum in support of CEQA exemption.
Bay Area Ridge Trail - Fremont to Garin Regional Park
Alameda County, California
Mr. Kunna conducted special -status species literature and field research and served as lead author of the Bi ological Resources section of the Mitigated
EXPERTISE
• Field Biology
• Special-Status Species Surveys
and Monitoring
• Preparation of Permit
Applications
• Preparation of Biological
Resources Section of CEQA
Documents
EDUCATION
B.A., Biology, Rutgers College,
Rutgers University, New
Brunswick, New Jersey, 1998
PROFESSIONAL
EXPERIENCE
Senior Biologist, LSA, Point
Richmond, California, June
2015–Present
PERMITS AND
AUTHORIZATIONS
Independent holder of Section
10(a)(1)(A) recovery permit TE
40218B-0, which gives
authorization to
independently conduct
permitted activities for the
San Francisco garter snake,
Alameda striped racer,
California red-legged frog, and
California tiger salamander
(Santa Barbara County DPS,
Central DPS, and Sonoma
County DPS)
CDFW MOU for San Francisco
garter snake
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JOHN L. KUNNA
SENIOR BIOLOGIST
2 Negative Declaration. He prepared a Biological Resources Assessment that discussed potential impacts to resources and identified mitigation measures to reduce potential impacts to less -than-significant levels. He prepared the Pre -Construction Notification for the USACE Nationwide Permit, Water Quality Certification application for the RWQCB, and Lake and Streambed Alteration Agreement for the CDFW. He documented western burrowing owl on the site and reported the findings to the California Natural Diversity Database.
Alhambra Highlands
Martinez, California
Mr. Kunna prepared a Mitigation and Monitoring Plan for the Alameda s triped racer.
Hanna Ranch
Novato, California
Mr. Kunna prepared a biological resources memorandum identifying new impacts, potential mitigation measures, and new wildlife study requirements, in preparation of an Addendum to an existing EIR.
San Francisco International Airport
San Mateo County, California
Mr. Kunna monitored construction crews to ensure compliance with endangered species protection measures ; conducted protocol-level day, night, egg mass, and tadpole surveys for California red-legged frogs; trapped and processed San Francisco garter snakes for a long-term population study as required by the Recovery Action Plan; and scheduled and managed the subcontractors.
PG&E Morgan Territory Road Mitigation Property
Contra Costa County, California
Mr. Kunna a nalyzed the potential for a property to support special -status wildlife sp ecies covered by the Bay Area Operations and Maintenance Habitat Conservation Plan, integrated findings from the botanist into a Biological Resources Assessment, and calculated the acreages of mitigation land available for each species.
Cemex Clayton Quarry
Contra Costa County, California
Mr. Kunna prepared a Biological Assessment for the project site and analyzed impacts to Alameda striped racer, California red-legged frog, and steelhead; and prepared an analysis of impacts to biological resources comparing original and amended mining reclamation plans. He managed updating a B iological Resources Assessment and Long-Term Revegetation Monitoring Plan in response to a planned expansion of a slide repair work area.
Alameda County Water District, Solar Implementation Project Alameda County, California
Mr. Kunna surveyed seven facilities where the Alameda County Water District plans to install rooftop and/or carport solar panels, and he prepared a memorandum to document that some of the sites are statutorily exempt from CEQA. He analyzed compliance with local tree ordinances. He prepared the Biological Resources section of the IS/MND for two sites that were not exempt.
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KERRIE COLLISON, RPA
ASSOCIATE / SENIOR ARCHAEOLOGIST
1 PROFESSIONAL RESPONSIBILITIES
Ms. Collison’s primary duties include preparing cultural resources reports for CEQA- and NEPA-level projects, conducting Native American outreach, assisting Lead Agencies with formal Native American consultation, and directing and participating in archaeological surveys and subsurface studies.
She is skilled in lithic analysis and excels at id entifying the various stages of production of stone tools. Her field experience includes work in the California Central Coast, Solano County, Orange County, Los Angeles County, Riverside County, Ventura County, Mono County, Inyo County, the Tahoe region of the Sierra Nevada, and the Great Basin. Ms. Collison also has experience collaborating on eligibility reports for the National Register and contributing to Section 404 permit applications.
PROJECT EXPERIENCE
City of San Bruno Recreation and Aquatic Center Project San Bruno, California
Ms. Collison is serving as Senior Archaeologist on this development project.
The City is demolishing the Veterans Memorial Recreation Center and the San Bruno Swimming Pool in order to construct the new San Bruno Recreation Center and Aquatics Center (SBRAC) in the same general area. The new SBRAC will be approximately 60,000 square feet in size. Ground- disturbing construction work has commenced, and Ms. Collison is providing oversight for archaeological monitoring in culturally sensitive areas of the project site.
City of Belmont, 2 Davis Drive
Belmont, California
Ms. Collison served as Lead Archaeologist for the peer review of a cultural resources study prepared by another consultant. She provided peer review comments and ov ersaw a supplemental cultural resources study to confirm the potential for subsurface archaeological resources within the project site.
City of Antioch, Antioch Natural Supplements
Antioch, California
Ms. Collison served as Project Archaeologist for a cult ural resources study prepared for a proposed commercial cannabis business development project.
The study consisted of background research (including a record search, a Sacred Lands File review, historic aerial photographs and maps review, and geologic map review) and a field survey. Ms. Collison prepared a memorandum summarizing the study methods and results , as well as recommendations.
Hayward Area Recreation and Park District, Foothill Trail Master Plan Hayward, California
Ms. Collison was Project Archaeologist for this project, which consisted of the preparation of a long -term planning document to guide future development of the Foothill Trail in Hayward, Alameda County. For the cultural resources study, Ms. Collison requested a record search for t he full length of the 8-mile trail and a search radius, wrote up the summary of the record search results, and prepared recommendations to be applied to future individual trail segment developments.
EXPERTISE
• Cultural Resources
Management
• Native American
Consultation
• California Prehistory
• Lithic Analysis
EDUCATION
M.A., Anthropology, California
State University, Northridge,
2013
B.S., Social Sciences, California
Polytechnic State University,
San Luis Obispo, 2008
PROFESSIONAL
EXPERIENCE
Archaeologist, LSA, San Luis
Obispo, California, November
2013–Present
Other Organizations, 2007–
2013
PROFESSIONAL
CERTIFICATIONS/
REGISTRATIONS
Register of Professional
Archaeologists #28731436
PROFESSIONAL
AFFILIATIONS
Society for California
Archaeology
Association of Environmental
Professionals
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KERRIE COLLISON, RPA
ASSOCIATE / SENIOR ARCHAEOLOGIST
2 City of Foster City, 388 Vintage Park Drive Life Sciences Foster City, California
Ms. Collison conducted the cultural resources study for this project. She requested a 0.25 -mile radius records search from the Northwest Information Center (NWIC) of the California Historical Resources Information System at Sonoma State University. State and local cultural resource inventories were reviewed to determine if they list any cultural resources within or adjacent to the project site. Ms. Collison also reviewed additional literature and maps for the project site and prepared the cultural resources section of the Initial Study.
County of Monterey, San Lorenzo Park Project
Monterey County, California
As Project Archaeologist for this proposed park improvement project, Ms. Collison conducted a cultural resources study in support of a Categorical Exemption under CEQA. Ms. Collison requested a record search from the Northwest Information Center, conducted additional background research, conducted a pedestrian field survey, and prepared a technical memorandum summarizing the study findings.
County of Monterey, Johnson Road Bridge Replacement Project Monterey County, California
As Lead Archaeologist for this project, Ms. Collison prepared a cultural resources addendum memorandum to support the determination that an updated cultural resources study would not be required to address changes to the Project Description. Ms. Collison compared project plans from the original Historic Property Survey Report with updated project plans to determine whether changes to the APE would be necessary. Because no changes to the APE were necessary, Ms. Collison (in consultation with a Caltrans District 5 Archaeologist) determined that the findings of the original Historic Property Survey Report remained valid and no updated cultural study was required.
Orbach Huff Suarez & Henderson LLP, Falls Elementary School Campus Fairfield, California
Ms. Collison conducted controlled archaeological excavation for an investigation of a precontact archaeological site in Solano County. LSA prepared a constraints analysis for the Fairfield -Suisun School District and provided recommendations for future treatment of the archaeological site.
City of San Luis Obispo, On-Call Environmental Services San Luis Obispo, California
Ms. Collison has acted as Lead Archaeologist for multiple projects under LSA’s on- call agreement with the City of San Luis Obispo. She has conducted archaeological monitoring during underground utility construction activities and prepared monitoring results reports. Ms. Collison has also prepared archaeological monitoring reports for upcoming underground utility construction projects.
Department of General Services, On-Call Environmental Services Northern, Coastal, and Southern California
Ms. Collison has been serving as Lead Archaeologist and Cultural Resources Task Manager for various projects under LSA’s retainer agreement with the Department of General Services (DGS). She has coordinated field staff, prepared archaeological technical memorand a with project recommendations, and assisted DGS staff with the tribal consultation process under Assembly Bill 52.
County of Monterey, Davis Road Bridge Replacement and Road Widening Project Monterey County, California
As Lead Archaeologist for this project, Ms. Collison conducted a supplemental cultural resources study per Section 106. She assisted in developing the APE map, requested the archaeological record search, conducted the archaeological field survey, prepared the Archaeological Survey Report, and prepared the Historic Property Survey Report. The cultural study received Caltrans District 5 approval.
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MICHAEL HIBMA
ASSOCIATE / ARCHITECTURAL HISTORIAN / HISTORIAN
CERTIFIED PLANNER
1 PROFESSIONAL RESPONSIBILITIES
Mr. Hibma is an architectural historian in the Point Richmond, California, office of LSA and has over 15 years of experience in cultural resources management.
Mr. Hibma holds an M.A. in History f rom CSU, Sacramento; meets the Secretary of the Interior’s Professional Qualifications Standards as an Architectural Historian and Historian (48 CFR 44716; 36 CFR Part 61); and is certified by the American Institute of Certified Planners (AICP #32009). Mr.
Hibma conducts historical research and field studies, and he authors historical sections of cultural resource reports, Initial Studies , and EIRs . He documents and evaluates historical built environmental cultural resources in accordance with the California Register of Historical Resources and the National Register of Historic Places. Mr. Hibma also conducts studies to address Section 106 of the National Historic Preservation Act, as well as compliance with State and local regulations. He has documented and evaluated hundreds of residential and commercial buildings, structures, and objects and has worked on cultural resource studies in the San Francisco Bay Area, Central Valley, Sierra Nevada, the North and Central Coasts, and southern California.
PROJECT EXPERIENCE
City of Milpitas, 1724 Sunnyhills Court Project IS/MND
Milpitas, California
Mr. Hibma served as Architectural Historian and prepared the Historical Resource Evaluation (HRE) required by CEQA. The HRE determined that the entire apartment complex appeared to be eligible for listing on the California Register of Historical Resources (California Register). To determine whether or not the demolition of the existing leasing/community building, and construction of the new buildings would result in a substantial adverse change in the significance of the potential resource, he also prepared a Historical Resources Impact Assessment (HRIA). The HRIA determined that the project as proposed would be consistent with the Secretary of the Interior’s Standards for the Treatment of Historic Properties, and demolition and construction would not result in a significant impact.
Historical Resource Evaluation for the Alexandria Center for Life Science Project, Millbrae, San Mateo County, California
Mr. Hibma pre pared the HRE for this project . At the request of the City of Millbrae Planning Manager , Mr. Hibma conducted background research, a field survey, and consultation for the 4.3-acre project site that contains six buildings over 50 years of age built from 195 5 to 1963 in the “Millsdale Industrial Park”, a 500+ acre mid-20th century commercial and industrial tract connecting Millbrae and neighboring Burlingame between the former Southern Pacific Railroad (SPRR) tracks and the Bayshore Highway /U.S. 101.
Mr. Hib ma conducted background research, a pedestrian field survey, and evaluated the buildings for inclusion in the California Register as part of a potential historic district for its collective general characteristics of Modern and Midcentury Modern architecture of the mid-20th century. The HRE found the Millsdale Industrial Park District, including the portion in the HRE, does not appear eligible for inclusion in the California Register or for local designation due to a lack of significance and was not a historical resource for the purposes of CEQA.
EXPERTISE
• Architectural History
• History
• California History
EDUCATION
Certificate in Land Use and
Environmental Planning,
University of California, Davis
Extension, 2012
M.A., History, Thesis: Historic
District Nomination of the Newton
Booth Neighborhood, City of
Sacramento, Sacramento County,
California, California State
University, Sacramento, 2007
B.A., History, Humboldt State
University, Arcata, California, 2003
PROFESSIONAL
EXPERIENCE
Associate/Architectural
Historian/Historian, LSA, Point
Richmond, California, May
2007–Present
PROFESSIONAL
CERTIFICATIONS/
REGISTRATIONS
Listed in the Directory of
Professionals in Public History,
California Council for the
Promotion of History
Certification #32009, American
Institute of Certified Planners
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MICHAEL HIBMA
ASSOCIATE / ARCHITECTURAL HISTORIAN / HISTORIAN
CERTIFIED PLANNER
2 Historical Resource Evaluation of the War Memorial Community Center and San Bruno Park Pool Facility, San Bruno, California
Mr. Hibma prepared a cultural resources study that evaluated a two -story concrete - and wood -framed auditorium built in two stages between 1946 and 1958; and a detached pool facility consisting of an L -shaped in-ground pool and single-story changing room building. Both properties are centrally located within San Bruno City Park, a 29.265-acre parcel. He conducted background archival and online research, as well as a field review to document existing conditions and prepared National Register of Historic Places (NRHP) and California Register of Historical Resources (CRHR) eligibility evalu ations of these resources. The HRE found that the Community Center building is eligible for inclusion in the NRHP and CRHR at the local level of significance under Criteria 1 (events) and 3 (architecture). The period of significance for the resource is 1946 -1958, the span in which it was constructed. The Pool Facility was found not eligible for the NRHP or CRHR due to a lack of significance.
East Bay Regional Park District, Carquinez Scenic Drive – Martinez Intermodal to Crockett Project Contra Costa County, California
Mr. Hibma prepared the HRE that evaluated a two-lane roadway between Martinez and Crockett . Originally built in 1888, Carquinez Scenic Drive was designated Legislative Route Number 14 in 1909 and designated as part of U.S. 40 through the 1950s when it was relinquished to the C ounty. Mr. Hibma conducted background research and a field survey, and due to a lack of significance and loss of integrity, the project area did not appear eligible for inclusion in the NRHP.
Tenderloin Neighborhood Devel opment Corporation, 500 Turk Street Affordable Housing Project IS and Focused EIR
San Francisco, California
Mr. Hibma served as Architectural Historian and prepared the HRE in support of the IS and the Focused EIR. This is an affordable housing project in the Tenderloin neighborhood of San Francisco. It proposes to construct an eight-story, approximately 106,000 -square-foot building with 108 units of housing, of which 107 would be affordable. LSA prepared the CEQA documentation for the proposed project. Mr. Hibma evaluated the potential impacts associated with the demolition of an existing tire and automotive bui lding, considered a historical resource.
2546-2588 Bancroft Way Proposed Project Development Impacts Analysis of the Standard Project, Landmark Properties, Inc.
Berkeley, California
Mr. Hibma served as Architectural Historian to prepare a Project Impacts Analysis (PIA) for a proposed project to redevelop the 0.67 -acre project site with a mix of new construction and partial rehabilitation. The project also involves the re -use of the Fred Turner Building, a single -story multi -unit commercial boutique buildin g designed in 1940 by famed architect Julia Morgan. The Fred Turner Building is National Register -eligible, designated Berkeley City Landmark #49, and a historical resource for the purposes of CEQA. The PIA consisted of a two -step process. The first step a nalyzed the scope and nature of the design for compatibility with the character-defining features of the Fred Turner Building. For this, Mr. Hibma applied the Secretary of the Interior’s Standards for the Treatment of Historic Properties. The second step assessed whether any potentially discordant aspects of the proposed design would cause a “substantial adverse change” (i.e., physical demolition, destruction, relocation, or alteration of the resource or its immediate surroundings) in the significance of th e Fred Turner Building per CEQA Guidelines Section 15064.5(b). City staff and the Landmarks Preservation Commission reviewed and approved the PIA.
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SARAH RIEBOLDT, Ph.D.
ASSOCIATE / PRINCIPAL PALEONTOLOGIST
1 PROFESSIONAL RESPONSIBILITIES
Dr. Rieboldt is an Associate and Principal Paleontologist at LSA with 21 years of experience in th e paleontology and geology fields. She has conducted paleontological and geological fieldwork in California, Nevada, Utah, Wyoming, Colorado, Texas, and Alabama and has 8 years of experience working with natural history collections in several museums (the Field Museum of Natural History, the University of California Museum of Paleontology, and the University of Colorado Museum of Natural History).
She has worked as a geologist and paleontological consultant on many different projects, including carbon seque stration and astrobiology research programs funded by the United States Department of Energy and the National Aeronautics and Space Administration, respectively, as well as on projects for the State of California Department of Parks and Recreation, Caltrans, and various private developers in California, Nevada, and Utah.
Dr. Rieboldt oversees the paleontological resources program at LSA and prepares and reviews paleontological assessment reports, mitigation plans, and monitoring reports. She provides guidance on the various federal, State, and local regulations and guidelines regarding paleontological resources as they apply to projects throughout the State. She also is responsible for scheduling paleontological monitors on both large- and small-scale projects.
PROJECT EXPERIENCE
Sierra Point Towers Project
Brisbane, San Mateo County, California
Dr. Rieboldt is overseeing preparation of the paleontological resources section of the Environmental Impact Report being prepared for this project, which seeks to construct a new life science campus . Based on background research that includes identification of the geologic units within the project area, a fossil locality search through the University of California Mus eum of Paleontology (UCMP) at the University of California, Berkeley, and a review of project plans and geotechnical reports, her team will evaluate the potential for paleontological resources to be present and impacts by project development and make appro priate recommendations to minimize those impact, if needed.
Hill Town Residential Development Project
Hercules, Contra Costa County, California
The Hill Town Residential Project proposed to construct approximately 600 units, of which 198 are condominiums or apartments, and the rest a combination of townhomes and motor court units on approximately 44.2 acres at the intersection of John Muir Parkway and San Pablo Avenue in Hercules. The project also included approximately 4,000 square feet of neighborhood commercial/retail space, common open space, site access, parking areas, bioretention basins, public right -of-way improvements, utility improvements, and landscaping. Dr. Rieboldt conducted the paleontological analysis for this project.
EXPERTISE
• Paleontological Mitigation
Reports
• Paleontological Resource
Monitoring
• Fossil Collection, Salvage,
Identification, and Curation
• Federal, State, and Local Laws,
Ordinances, Regulations, and
Standards (LORS) Regarding
Paleontological Resources
EDUCATION
Ph.D., Paleontology,
University of California,
Berkeley, 2005
B.A., Biology, Minor in
Geology, Magna Cum Laude,
University of Colorado,
Boulder, 1999
PROFESSIONAL
EXPERIENCE
Senior Paleontologist, LSA,
Irvine, California, April 2013–
Present
PROFESSIONAL
AFFILIATIONS
Society of Vertebrate
Paleontology
Geological Society of America
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SARAH RIEBOLDT, Ph.D.
ASSOCIATE / PRINCIPAL PALEONTOLOGIST
2 Canyon Road Bridge Replacement Project
Moraga, Contra Costa County, California
For this project, Dr. Rieboldt conducted a fossil locality search through the online collections database at the UCMP and reviewed relevant geological and paleontological literature as w ell as project plans and excavation depths to determine the potential for the project to impact any paleontological resources that may be present within the project area. She documented the results of this research and made recommendations regarding mitigation requirements in a paleontological resources technical memorandum. The Town of Moraga, in cooperation with Caltrans, proposed this project to replace the existing multiple-span bridge across West Branch San Leandro Creek with a single-span bridge.
San Francisco Bay Trail: Pinole Shores to Bayfront Park Project Pinole, Contra Costa County, California
In accordance with the mitigation requirements for development of this project, Dr. Rieboldt oversaw the paleontological resources program. The East Bay Re gional Park District, in cooperation with Caltrans and the Federal Highway Administration, proposed modifications, construction, and improvements to the San Francisco Bay Trail, one segment of which was this project. As part of her duties, Dr. Rieboldt provided resource awareness training prior to construction and paleontological monitoring over the course of 5 months of construction. She also coordinated the scheduling of paleontological monitoring depending on whether project activities would occur in pal eontologically sensitive deposits. In addition, she oversaw the collection and description of vertebrate fossils from the Orinda Formation and prepared the Paleontological Mitigation Monitoring Report.
Bay Area Ridge Trail: Fremont to Garin Project
Alameda County, California
Dr. Rieboldt determined the potential for this project to impact paleontological resources. The East Bay Regional Park District proposed to open approximately 5 miles of the Bay Area Ridge Trail to the public between Garin Regional Park and Vallejo Mill Historic Park at the mouth of Niles Canyon in Fremont, Alameda County. As part of her duties, Dr. Rieboldt conducted a fossil locality search through the online collections database at the University of California Museum of Paleontology at the University of California, Berkeley; reviewed relevant geological and paleontological literature, as well as project plans and excavation depths to determine the potential for the project; and directed a field survey of the project area. She documente d the results of this research and made recommendations regarding mitigation requirements in response to the CEQA checklist question in the IS/MND prepared for the project.
Warm Springs TOD Village Project
Fremont, Alameda County, California
In accordance with the Mitigation Monitoring and Reporting Program for this project, Dr. Rieboldt prepared a Paleontological Mitigation Monitoring Program to guide the locations and levels of paleontological monitoring during development. She also oversaw the paleontolo gical monitoring program during project-related ground- disturbing activities and prepared the final monitoring report at the conclusion of those activities to demonstrate project compliance. This project involved the development of 1,001 new residential units and 5,000 sf of commercial space.
Maria Quarry South Project
Contra Costa County, California
For this project, Dr. Rieboldt conducted a paleontological analysis, drafted a memorandum to document whether project activities could impact paleontological r esources, and worked with G3 Enterprises to identify project controls that would reduce those impacts to a less than significant level. This project involved expanding the existing quarry operations at the G3 Mine. It included a 20 -acre expansion area cons isting of a quarry (15 acres) and an overburden storage area (5 acres). All sand ore processing, water clarification, and site access would use existing facilities.
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DEAN ARIZABAL
PRINCIPAL / TRANSPORTATION
1 PROFESSIONAL RESPONSIBILITIES
Mr. Arizabal has been involved in transportation planning since 2005. With 17 years of experience, Mr. Arizabal’s primary responsibilities and experience include preparing or managing the preparation of technical analyses of land development and roadway improvement projects, including comprehensive Traffic Impact Analyses , traffic operations analyses, and parking studies. He has prepared numerous traffic impact studies and access and on- site circulation analyses for mixed -use, residential, commercial, office, institutional, and alternative energy projects . Many of Mr. Arizabal’s reports and documents are incorporated into an EIR , Initial Study, or Mitigated Negative Declaration.
PROJECT EXPERIENCE
City of Hayward, 27177-27183 Mission Boulevard Project
Hayward, California
Mr. Arizabal served as Project Manager and oversaw the preparation of a CEQA Transportation Analysis (CTA) and a Local Transportation Analysis (LTA) to identify potential traffic and circulation imp acts associated with the proposed mixed -use development of 55 townhomes (including 9 live -work units) on a 2.47-acre site on the west side of Mission Boulevard, across from Moreau Catholic High School. The CTA (VMT analysis) and LTA of existing and existing plus project traffic conditions was prepared in consultation with the City of Hayward. The LTA provided an intersection queueing analysis, an access analysis of the project driveway, and a sight-distance analysis.
City of Hayward, 22005 Skywest Drive Project
Hayward, California
Mr. Arizabal served as the Traffic Task Lead and oversaw the preparation of a Traffic Impact Analysis (TIA) to identify potential traffic and circulation impacts associated with the proposed mixed -use development of a 131 - room hotel and a 5,300-square-foot (sf) multi-tenant commercial building at 22005 Skywest Drive. The project is located east of Skywest Drive and west of Hesperian Boulevard. The traffic analysis of existing, near -term, and long- range traffic conditions w as prepared in consultation with the City of Hayward. The Traffic Impact Analysis provided an intersection queueing analysis, an access analysis of the two project driveways, a sight -distance analysis, and an on- site parking analysis. Signal timing adjustm ents were recommended to mitigate the project’s impacts. The TIA was approved.
City of Hayward, 29212 Mission Boulevard Project
Hayward, California
Mr. Arizabal served as the Traffic Task Lead and oversaw the preparation of a TIA to identify potential traffic and circulation impacts associated with the proposed mixed-use development of 189 multi -family units, an 8,408 sf day care center, and 2,773 sf of retail use at 29212 Mission Boulevard. The project is located east of Mission Boulevard and south of Tennyson Road. The traffic analysis of existing, near -term, and long -range traffic conditions was prepared in consultation with the City of Hayward. The TIA provided an intersection queueing analysis, an access analysis of the two project driveways, a sight -distance analysis, and an on -site parking analysis. Signal
EXPERTISE
• Transportation Planning and
Traffic Impact Assessment
• Data Collection and Analysis
• Parking Demand and Shared
Parking Analysis
EDUCATION
B.S., Computer Engineering,
University of California, Irvine,
2002
PROFESSIONAL
EXPERIENCE
Principal / Transportation
Planner, LSA, Irvine, California,
February 2021–Present
PROFESSIONAL
REGISTRATIONS
Orange County Traffic
Engineering Council
Association of Environmental
Professionals
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DEAN ARIZABAL
PRINCIPAL / TRANSPORTATION
2 timing adjustments were recommended to mitigate the project’s impacts. The TIA was approved.
City of Menlo Park, Menlo Flats Focused EIR
Menlo Park, California
Mr. Arizabal served as the Traffic Task Lead and oversaw the preparation of a TIA to identify potential traffic and circulation impacts associated with the proposed redevelopment of the project site with an eight -story mixed-use building with ground floor commercial sp ace and three levels of above ground parking.
Redevelopment includes a pedestrian paseo along the eastern side of the proposed building, and a publicly accessible plaza at the southeast corner. The TIA satisfies the City’s requirements for a CEQA analysis (vehicle miles traveled [VMT] analysis) and LTA (LOS analysis). The traffic analysis of existing, background (existing plus approved projects), and background plus project traffic conditions was prepared. The TIA provided an intersection queueing analysis, a site circulation and access analysis, a sight -distance analysis, an on- site parking analysis, and a construction analysis. Additionally, as required by the City of Menlo Park, the TIA evaluated LOS and signal warrants at 15 intersections , as well as the applicant-prepared Transportation Demand Management (TDM) Plan for compliance with the City’s TDM Guidelines.
Ten Over Studio, Inc., City of San Jose Fire Training and Emergency Operation Center Relocation Project San Jose, California
Mr. Arizabal served as the Traffic Task Lead and oversaw the preparation of an LTA for the Transportation/Traffic section of the IS/MND for the relocation and the development of the proposed San José Fire Department Fire Training Center in San Jose. The project proposes to relocate the San Jose City Fire Department Training Center, which is currently at 255 South Montgomery Street in Central San Jose, and construct 56,393 sf of new floor area at the 1661 Senter Road and 1591 Senter Road project site. The LTA identified the potential traffic and circulation impacts associated with the project. As instructed by the City of San Jose, the LTA evaluated three scenarios (existing, existing plus approved projects, and existing plus project plus approved projects) and five study area intersections (using the Highway Capacity Manual methodology). Project trip generation and distribution are key components of this local-serving government facility. The LTA was prepared consistent with applicable requirements of the City’s Transportation Analysis Handbook.
City of San Jose, 231 W. Capitol Expressway Public Storage Project San Jose, California
Mr. Arizabal served as the Traffic Task Lead and oversaw the preparation of a Transportation Analysis to identify potential traffic and circulation impacts associated with the proposed development of a 427,395- sf mini-warehouse (self-storage) project at 231 W. Capitol Expressway in San Jose. The project is located at the northwest corner of Snell Avenue/W. Capitol Expressway. The Transportation Analysis satisfies the City’s requirements for a CEQA analysis (VMT analysis) and LTA (LOS analysis). The traffic analysis of existing, background (existing plus approved projects), and bac kground plus project traffic conditions was prepared in consultation with the City of San Jose. The Transportation Analysis provided an intersection queueing analysis, a site circulation and access analysis, a sight -distance analysis, an on -site parking analysis, and a construction analysis. Intersection improvements were recommended to mitigate the project’s impacts. The Transportation Analysis was approved.
City of Merced, Merced Mall Expansion and Redevelopment Project Merced, California
Mr. Arizabal served as the Traffic Task Lead and oversaw the preparation of a TIA to identify potential traffic and circulation impacts associated with the proposed expansion and redevelopment of the Merced Mall, an approximately 52-acre site at 851 W. Olive Avenue in Me rced, in two phases. Phase 1 of the project includes an additional 50,000 sf of retail use, and Phase 2 includes a new 72,000 sf (14 -screen) movie theater in two possible locations on site. The analysis of existing and near-term traffic conditions was prepared in consultation with the City of Merced and was approved.
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www.lsa.net
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Proposal for
On-Call CEQA Consultant
Submitted to
City of San Carlos
Submitted by
David J. Powers & Associates, Inc.
May 20, 2022
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David J. Powers & Associates, Inc. i Certified Disadvantaged Business Enterprise
Firm Qualifications and Contact Information ....................................................................... 4 Firm Description ........................................................................................................................................ 4 Professional Affiliations, Certifications, and Licenses ............................................................................... 5 Firm Location ............................................................................................................................................ 5 Contact Information .................................................................................................................................. 5 Relevant Experience .............................................................................................................. 7 City of San Carlos Projects ........................................................................................................................ 7 Other Relevant Projects ............................................................................................................................ 8 References .......................................................................................................................... 11 Public Agency References ....................................................................................................................... 11 Private Client References ........................................................................................................................ 12 Key Team Members and Management Plan ....................................................................... 14 Management Plan ................................................................................................................................... 14 Project Team ........................................................................................................................................... 14 DJP&A Key Staff................................................................................................................................... 16 Subconsultants .................................................................................................................................... 21 Current Clients .................................................................................................................... 24 Project Approach/Work Plan .............................................................................................. 25 Understanding of Requirements............................................................................................................. 25 Projects Subject to NEPA and CEQA ................................................................................................... 25 Projects Subject to NEPA .................................................................................................................... 25 Projects Subject to CEQA .................................................................................................................... 27 Typical Work Plan.................................................................................................................................... 28 Quality Assurance/Quality Control ......................................................................................................... 30 Billing Structure ................................................................................................................... 32 DJP&A Fee Schedule ............................................................................................................................... 32 City’s Standard Professional Services Agreement .............................................................. 33
David J. Powers & Associates, Inc.
Table of Contents
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David J. Powers & Associates, Inc. 2 Certified Disadvantaged Business Enterprise
May 20, 2022
Andrea Mardesich, Principal Planner
Planning Division of San Carlos
600 Elm Street
San Carlos, CA 9470
Re: Proposal for On-Call California Environmental Quality Act (CEQA) Consultant
Dear Andrea Mardesich,
David J. Powers & Associates, Inc. (DJP&A) has worked with the City of San Carlos over the years on a number of projects and is enthusiastic about the opportunity to be an on-call environmental consultant for the City. We believe our excellent service and qualifications, as detailed in the following sections of this proposal, exemplify our ability to meet the needs of the City of San Carlos.
For 50 years, DJP&A has provided professional consulting services to public agencies in all areas of environmental planning. DJP&A specializes in preparing environmental review documents meeting the requirements of the CEQA. We are known for preparing clear, easy to understand documents that are legally defensible and useful to both the Lead Agency and the public. We honor a basic philosophy of providing our clients with objective and thorough research, accurate identification of project impacts, and a carefully written analysis of those impacts with appropriate mitigation. DJP&A has a proven track record of delivering projects in a timely and cost-effective manner.
For each project DJP&A completes, we assemble an efficient team of experts including in-house staff and technical subconsultants. We select the best technical subconsultants for a job based on their familiarity with the project location, their expertise with the specific issues that are pertinent to the project, as well as their ability to provide those services in a cost-effective and timely manner. Please see Section 5.2.2 for a detailed background of the technical subconsultants that DJP&A frequently retains for special studies. At DJP&A, there is a dedicated Project Manager for each project who serves as the single point-of-contact from project inception to approval of the environmental documents. As our proposal will show, DJP&A’s work exemplifies our core values:
▪ Uncompromising Quality
▪ Superior Client Service and Project Management
▪ Clear, Concise Environmental Review Documents
▪ Experience and Relationships with Local Jurisdictions and Staff
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David J. Powers & Associates, Inc. 3 Certified Disadvantaged Business Enterprise As the company President and Principal Project Manager leading this effort, please feel free to contact me if you have any questions regarding the attached materials. Thank you for your consideration of our proposal. Please note this proposal is valid for 90 days. We are excited for the opportunity to work with the City of San Carlos.
Sincerely,
Akoni Danielsen, President & Principal Project Manager
1736 Franklin Street, Suite 400
Oakland, CA 94612
Direct: 408.454.3406
[email protected]
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David J. Powers & Associates, Inc. 4 Certified Disadvantaged Business Enterprise David J. Powers & Associates, Inc.
Firm Qualifications and Contact
Information
Firm Description
For 50 years, David J. Powers & Associates, Inc. (DJP&A) has provided professional consulting services to public agencies and private developers in all areas of environmental planning. Our firm is known for preparing clear, easy to understand documents that are legally defensible and informative to both the lead agency and public. DJP&A is frequently selected for complex projects with difficult technical issues and critical time schedules because of our reputation for strong project management and control of the environmental review process. We work closely with Lead Agency staff, including their legal representatives, to ensure that each environmental document is legally defensible. Our goal is to create a comprehensive environmental document that not only helps decision makers make effective policy, but also helps members of the public understand the environmental issues related to a proposed development.
We prepare environmental documents including Environmental Impact Reports (EIRs), Initial Studies (ISs), Environmental Impact Statements (EISs), and Environmental Assessments (EAs) for public and private sectors in the Bay Area. Our extensive experience with development in the Bay Area includes environmental review of:
▪ General Plans, specific plans, and municipal ordinances, including zoning ordinances;
▪ Mixed-use developments and intensification and redevelopment projects;
▪ Parks, trails, and public facilities (including schools, universities, health facilities, and community centers);
▪ Residential projects (including housing plan updates for various cities in the region)
▪ Specialty projects, such as billboards, data centers, and lighting projects;
▪ Quarries and landfills; and
▪ A wide range of infrastructure and transportation projects (including bridges, airports, and major roadways).
DJP&A consists of 23 employees: five Principals, eight Project Managers, and ten supporting staff. The five Principals have over 110 years of cumulative experience at DJP&A and have worked together for up to 24 years successfully managing and completing environmental review projects. Our employees are specialists in CEQA and NEPA, and applicable laws, regulations, case law, and frequently attend Environmental Review trainings.
DJP&A Services include
Preparation of:
California Environmental
Quality Act (CEQA)
▪ Environmental Impact
Reports
▪ Initial Studies/Negative
Declarations
▪ Categorical Exemptions
▪ CEQA - Plus
National Environmental
Policy Act (NEPA)
▪ Environmental Impact
Statements
▪ Environmental
Assessments
▪ Categorical Exclusions
▪ HUD Environmental
Assessments
Project Analyses
▪ Opportunities and
Constraints Analyses
▪ Alternatives Analyses
▪ MBTA Bird Surveys
Regulatory Agency
Permits/Consultation
▪ U.S. Army Corps of
Engineers
▪ Regional Water Quality
Control Board
▪ California Department of
Fish and Wildlife
“Quality Environmental
Review Makes a Difference”
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David J. Powers & Associates, Inc. 5 Certified Disadvantaged Business Enterprise
Professional Affiliations, Certifications, and Licenses DJP&A is a California-certified woman-owned Underutilized and Disadvantaged Business Enterprise (UDBE and DBE), a VTA certified Small Business Enterprise (SBE), and a Santa Clara County certified Green Business. DJP&A staff are members of the Association of Environmental Professionals.
Firm Location
DJP&A has two office locations within the Bay Area, one in the South Bay and one in the East Bay. The Oakland office will be the primary office to directly support the on-call services. The address for the office is listed below along with the general phone number, fax number, and email address for the San José office (DJP&A Headquarters).
Oakland Office
1736 Franklin Street, Suite 400
Oakland, CA 94612
Phone: 510.458.4163
Email: [email protected]
San José Office
San José Office (Main Office)
1871 The Alameda, Suite 200
San Jose, CA 95126
Phone: (408) 248-3500
Email: [email protected]
Contact Information
Designated Primary Contact
Our primary contact will be Akoni Danielsen, President and Principal Project Manager. His contact information is listed below:
Akoni Danielsen
President & Principal Project Manager
Direct: 510.458.4163
[email protected]
Chief Financial Officer
DJP&A’s billing services and finances are overseen by Martha Silveira. Her contact information is listed below:
Martha Silveira
Chief Financial Officer
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David J. Powers & Associates, Inc. 6 Certified Disadvantaged Business Enterprise San José Office
1871 The Alameda, Suite 200
San Jose, CA 95126
Direct: (408) 454-3435
[email protected]
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David J. Powers & Associates, Inc. 7 Certified Disadvantaged Business Enterprise
David J. Powers & Associates, Inc.
Relevant Experience
City of San Carlos Projects
611 Industrial Road Digital Billboard Project
In 2022, DJP&A prepared an Initial Study/Mitigated Negative Declaration (IS/MND) for the 611 Industrial Road Digital Billboard Project. The project included construction of a double-sided digital billboard adjacent to the southbound lanes of Highway 101. Primary issues addressed in the IS/MND included aesthetics, air quality, biological resources, cultural resources, energy, and hazards. DJP&A completed clear, easy to understand environmental review that was informative to both the lead agency and public. During the formal comment period for this IS/MND no comments were received. DJP&A’s knowledge of CEQA Guidelines and regulatory framework resulted in seamless environmental review process. The project was completed within budget and in a timely manner. Natalie Noyes was the Senior Project Manager for this project working alongside Associate Project Manager Desiree Dei Rossi. The IS/MND and related materials are available at the following link:
https://www.cityofsancarlos.org/Home/Components/FlexPlanningZoningProjects/PlanningZoningProjec ts/1528290/407
Fire Station 16 Replacement Project
On July 20, 2020 the San Carlos Planning Commission granted design review approval for the Fire Station 16 Replacement project, for which DJP&A completed the environmental review. The project qualified for a Categorical Exemption under the California Environmental Quality Act, and DJP&A prepared the Initial Study to support a Notice of Exemption for the project. The project included the replacement of the existing fire station located at 1280 Alameda de las Pulgas with a modernized facility in order to improve emergency response capabilities and pedestrian circulation while providing facilities and amenities for personnel on-site. Key personnel included Akoni Danielsen and Amy Wang. The initial study is not currently available on the City of San Carlos’s website but can be provided by DJP&A upon request.
American Street LED Billboard Project
In 2017, DJP&A prepared an Initial Study/Mitigated Negative Declaration (IS/MND) for the 815 American Street LED Billboard Project. The project included construction of a double-sided digital billboard adjacent to the southbound lanes of Highway 101. Similar to the 611 Industrial Road Digital Billboard project noted above, the primary issues addressed in the IS/MND included aesthetics, air quality, cultural resources, energy, and hazards. DJP&A completed clear, easy to understand environmental review that was informative to both the lead agency and public. DJP&A’s knowledge of CEQA Guidelines and regulatory framework resulted in seamless environmental review process. The initial study is not currently available on the City of San Carlos’s website but can be provided by DJP&A upon request.
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David J. Powers & Associates, Inc. 8 Certified Disadvantaged Business Enterprise Other Relevant Projects
Heritage House and Valle Verde Housing – Napa
In February 2020, DJP&A completed an Environmental Impact Report/Environmental Assessment (EIR/EA) for the Valle Verde and Heritage House Continuum of Housing project, an exceptionally contentious project in the City of Napa that touched upon two of California’s greatest challenges, namely, the lack of affordable housing as well as the stigma of being unhoused. DJP&A prepared a joint Draft EIR/ EA to satisfy the requirements of the CEQA and the National Environmental Policy Act (NEPA).
The project would receive assistance from the U.S. Department of Housing and Urban Development (HUD), and therefore the project was subject to NEPA. The project’s proximity to the Salvador Creek posed a heightened challenge for the environmental review of the project. DJP&A and its subconsultants worked closely with the City to model the project’s hydrological impacts. During this process, careful work by the consultant team identified that there was an error in the Federal Emergency Management Agency’s flood model. DJP&A and its subconsultants responded quickly to resolve the issue and remodel project impacts.
Also notable was the level of community interest in the project and controversy it attracted – over 350 public comments from local residents were received during circulation of the Joint Draft EIR/EA. Many of the comments focused on the future residents of the project, rather than CEQA-related issues. DJP&A successfully responded to this attention and controversy in the Final EIR and at the public hearings, resulting in no legal challenges to the joint EIR/EA. Key personnel included Akoni Danielsen and Natalie Noyes. The EIR and related materials are available at the following link:
https://www.cityofnapa.org/810/Heritage-House-Valle-Verde-Housing
La Vista Park – City of Hayward
DJP&A prepared the Initial Study for the expansion of the planned La Vista Park in the City of Hayward.
The project includes the transformation of the former La Vista Quarry site to an approximately 57-acre terraced city park, which will provide a variety of active and passive recreation choices to the residents.
After nearly 15 years of planning, the park will include opportunities for yoga, picnicking, public events, farmer’s markets and food trucks, art walks, physical activities such as soccer, basketball, cycling, trail running, walking, and more. DJP&A’s Natalie Noyes and Akoni Danielsen completed the environmental review for this project.
City-Owned Downtown Affordable Housing and Parking Garage - San Mateo DJP&A prepared an Initial Study under CEQA and Environmental Assessment under NEPA for the City- Owned Downtown Affordable Housing and Parking Garage project in San Mateo. The project includes development of a seven-story residential building comprised of 225 affordable rental units and a five- level, above-ground parking garage. The project utilized the provisions of AB 1763 to allow for increased building height and density for housing developments located within a half-mile of a major transit stop and offering 100 perfect of the total units to lower income households. DJP&A’s Natalie Noyes and Akoni Danielsen completed the environmental review for this project. The environmental review documents and related material are available at the following link:
https://www.cityofsanmateo.org/4094/City-Owned-Downtown-Affordable-Housing-a
Butler Apartments Project – City of San Bruno
DJP&A prepared an Initial Study for the Butler Apartments project that ultimately supported the adoption of a Categorical Exemption under CEQA Guidelines Section 15332 for the project. The project
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David J. Powers & Associates, Inc. 9 Certified Disadvantaged Business Enterprise includes the redevelopment of a vacant, T-shaped lot with 20 market-rate and three affordable housing units, continuing San Bruno’s efforts to address the region’s larger housing shortage. DJP&A’s Natalie Noyes and Matthew Moore completed the environmental review for this project.
160 El Camino Real Hotel – City of San Bruno
DJP&A prepared an Initial Study/Mitigated Negative Declaration for the 160 El Camino Real Hotel project. The project consists of construction of a three-story, 28-room boutique hotel and below-grade garage. DJP&A worked closely with City staff to evaluate potential hazardous materials impacts associated with the site’s previous use as a gas station and to ensure project compliance with the development controls placed on the site by the San Mateo County Department of Environmental Health.
In doing so, our team provided critical guidance and expertise to the City and applicant on how to address the complex regulatory issues surrounding the site’s soil contamination and associated Cortese listing. DJP&A’s Natalie Noyes and Matthew Moore completed the environmental review for this project.
Memorex Data Center – City of Santa Clara
DJP&A prepared an EIR for the Memorex Data Center located at 1200 Memorex Drive in the City of Santa Clara. The project includes the construction of a four-story 472,920 square foot data center with an attached six-story 87,520 square foot ancillary office building. The data center portion of the building is designed to provide 60 megawatts (MW) of information technology (IT) power. The project also includes 24 three-MW diesel-fueled engine generators for backup power; a 150 megavolt amps (MVA) electrical substation with three 50 MVA transformers; and a 60-kilovolt transmission line to connect the substation to the existing electrical grid. The EIR analyzed two potential options for the transmission line, one completely overhead, and one partially overhead and partially underground. DJP&A prepared the EIR with support from technical subconsultants for air quality, biological resources, cultural resources, energy, greenhouse gas emissions, noise, and transportation. The EIR was certified in November 2021. Key personnel included Akoni Danielsen, Michael Lisenbee, and Desiree Dei Rossi. The EIR and related materials are available at the following link:
https://www.santaclaraca.gov/Home/Components/BusinessDirectory/BusinessDirectory/372/3649
Veterans Memorial Senior Center – Redwood City
In 2019, DJP&A prepared the EIR for the Veterans Memorial Senior Center (VMSC) and the Young Men’s Christian Association (YMCA) project. The 5.4-acre project site is located at 1455 Madison Avenue, within the larger 31.7-acre Red Morton Community Park. The project included a historic building and, therefore, included best efforts to preserve the historic components. In addition, as part of the project, portions of Nevada Street and St. Francis Street will be vacated; and new traffic calming measures would be installed in the neighborhood. The traffic calming measures were developed with input from local neighbors to ensure that the project did not negatively affect the surrounding neighborhoods and to prioritize public safety. Shannon George was the Principal Project Manager for this project working alongside Project Manager Kristy Weis and Associate Project Manager Desiree Dei Rossi. The EIR and related materials are available at the following link: https://www.redwoodcity.org/departments/parks- recreation-and-community-services/current-improvement-projects/community-facilities
610 Walnut Street Office Project – Redwood City
In 2019, David J. Powers & Associates, Inc. prepared the environmental review for the 610 Walnut Street Office development project. The Addendum tiered from the Downtown Medical Campus Precise Plan.
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David J. Powers & Associates, Inc. 10 Certified Disadvantaged Business Enterprise The project would redevelop an existing two-story medical building with a six-story office building, totaling approximately 65,000 square feet and one level of below-grade parking.
The Redwood City Planning Commission unanimously approved the 610 Walnut Street Office development project in February 2019. DJP&A’s attention to changes in the project, CEQA Guidelines, and regulatory framework resulted in seamless environmental review process. DJP&A added additional discussion of construction TACs and GHGs to the Addendum, since the Precise Plan was adopted before the CEQA Guidelines identified them as resource areas. Akoni Danielsen was the Principal Project Manager. The EIR and related materials are available at the following link:
https://www.redwoodcity.org/city-hall/current-projects/development-projects?id=95
Downtown Strategy 2040 – San José
In 2018, DJP&A prepared an EIR for the San Jose Downtown Strategy 2040, which will guide the City’s development and redevelopment in the downtown area through the year 2040. The Strategy allows for development of up to 14,360 residential units, 14.2 million square feet of office, 1.4 million square feet of retail, and 3,600 hotel rooms. The EIR provides environmental review for full build out of the Strategy through the horizon year. Future development projects, including those noted above, utilize the EIR for tiering under CEQA. The key issues addressed in the EIR include traffic, noise, air quality, GHG emissions, and historic resources. The EIR included program mitigation measures to guide the analysis of impacts to historic resources for individual development projects proposed under the Strategy. Akoni Danielsen was the Principal Project Manager, working alongside Senior Project Manager Michael Lisenbee and Associate Project Manager Desiree Dei Rossi. The EIR and related materials are available at the following link: https://www.sanjoseca.gov/your-government/departments/planning-building-code- enforcement/planning-division/environmental-planning/environmental-review/active-eirs/downtown- strategy-2040.
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David J. Powers & Associates, Inc. 11 Certified Disadvantaged Business Enterprise References
Public Agency References
Below are three public agency references for whom we currently provide on-call services for, similar to the services request by the City of San Carlos. For a complete list of agencies we currently provide on- call services for, please see Section 5.0.
Public Agency
Reference 1
City of San Mateo
Client Contact
Manira Sandhir
Planning Manager
Planning Division
(650) 522-7212
[email protected]
rg
Project Name On-Call Professional Services
for Preparation of
Environmental Review
Documents for Planning
Applications
Project Period July 1, 2018 - December 31,
2022
Services Provided DJP&A is currently under contract with the City of San Mateo as an on-call consultant to provide environmental review document preparation services. The City of San Mateo has extended the duration of their contract with us twice since 2018, which is an exemplary example of the high satisfaction lead agencies have with our services.
Public Agency
Reference 2
City of East Palo Alto
Client Contact Amy Chen
Director of Community and
Economic Development
(650) 853-3193
[email protected]
Project Name Master Consultant
Agreement for Processing
Development Applications
and Consulting Services
Project Period July 2, 2019 - June 30, 2022
Source: Gelfand Partners Architects
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David J. Powers & Associates, Inc. 12 Certified Disadvantaged Business Enterprise Services Provided DJP&A is currently under contract with the City of East Palo Alto to provide consulting services to support the City with processing development applications. DJP&A is a valuable asset to the City and has provided quality environmental review for various projects.
Public Agency
Reference 3
City of San Bruno Planning
Department
Client Contact
Michael Laughlin
Planning and Housing Manager
Planning and Housing
Department
(650) 616-7053
[email protected]
Project Name On-Call Professional Services for
Preparation of Environmental
Review Documents for Planning
Applications
Project Period August 26, 2019 – June 30, 2022
Services Provided DJP&A is currently under contract with the City of San Bruno as an on-call consultant to provide environmental review document preparation services.
DJP&A is a valuable asset to the City and has provided quality environmental review for various projects.
Private Client References
Below are three client references for whom we have provided similar services to those requested by the City.
Client Reference 1 Skybox Data Center
Client Contact
Rob Morris
Managing Partner, Skybox
Data Center
214 838 9550
[email protected]
Project Name Memorex Data Center
Project Period June 2020 – November 2021
Services Provided DJP&A prepared an EIR for the Memorex Data Center located at 1200 Memorex Drive in the City of Santa Clara. The project includes the construction of a four- story 472,920 square foot data center with an attached six-story 87,520 square foot ancillary office building. The data center portion of the building is designed to provide 60 megawatts (MW) of information technology (IT) power. The project also includes 24 three-MW diesel-fueled engine generators for backup power; a 150 megavolt amps (MVA) electrical substation with three 50 MVA transformers; and a 60-kilovolt transmission line to connect the substation to the existing electrical grid. The EIR analyzed two potential options for the Source: Gelfand Partners Architects
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David J. Powers & Associates, Inc. 13 Certified Disadvantaged Business Enterprise transmission line, one completely overhead, and one partially overhead and partially underground. DJP&A prepared the EIR with support from technical subconsultants for air quality, biological resources, cultural resources, energy, greenhouse gas emissions, noise, and transportation.
Client Reference 2 The Flea Market, Inc.
Client Contact Brian Bumb
The Flea Market, Inc.
1590 Berryessa Road
[email protected]
Project Name San José Flea Market
Southside Rezoning Project
Project Period August 2018 - June 2021
Services Provided DJP&A completed the environmental review for the San José Flea Market Southside Rezoning Project. The approved project rezoned the site from A(PD) Planned Development Zoning District to CP(PD) Planned Development Zoning District to allow additional development than previously planned. Future development on the approximately 60.7-gross acre site, may now include:
• Up to 3,450 residential units;
• Up to 3,400,000 square feet for commercial uses;
• 5 acres dedicated to an urban market (required);
• Parks and open space.
Client Reference 3 Sand Hill Property Company
Client Contact
Allison Koo
Managing Director
Sand Hill Property Company
[email protected]
Project Name El Paseo and 1777 Saratoga
Avenue Mixed-Use Project
Project Period December 2019 - November
2021
Services Provided DJP&A prepared an EIR for the City of San José for the El Paseo and 1777 Saratoga Avenue Mixed-Use Project. The project included rezoning of two project sites to a Planned Development (PD) Zoning District in order to support a residential market-rate, mixed-use development that met the City’s Signature project requirements. The project proposed to develop one of two development options: Non-Education Mixed-Use Option or Education Mixed-Use Option.
DJP&A successfully guided the project through the environmental planning process.
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David J. Powers & Associates, Inc. 14 Certified Disadvantaged Business Enterprise David J. Powers & Associates, Inc.
Key Team Members and
Management Plan
Management Plan
DJP&A has assembled a focused and dedicated team of experts to assist the City and complete the environmental consulting services for future projects. DJP&A will serve as the primary consultant responsible for the completion of the environmental review for the City, with support from a technical subconsultants.
The staff at DJP&A, Inc. consists of Principals, Senior Project Managers, Project Managers, Associate/Assistant Project Managers, and support staff. DJP&A can assign additional support staff, as needed, to ensure that the City’s needs are met.
Our staff is dedicated and committed to providing the City with excellent service and quality environmental review. Our project and schedule management techniques include:
1. Setting appropriate expectations with the City at the beginning of the project;
2. Attending project kick-off meetings and mapping out the project schedule with the City and project team;
3. Maintaining regular communication with the City and technical subconsultants via phone, email and in-person meetings; and
4. Bringing any potential schedule problems to the City’s attention as soon as possible.
DJP&A regularly uses Microsoft Word and Excel throughout the lifetime of each project. DJP&A has standard document templates for ISs and EIRs, and generally uses the EPA-provided NEPA templates.
DJP&A also has project management and scheduling software, such as MS Project, available for use.
Examples of forms and reports that would be submitted to the City include an air quality construction form, in which the City/the project applicant would list construction dates and type of construction equipment to be used. This information is needed for projects that require technical air quality analyses.
Project Team
For every project, DJP&A assigns a Principal-in-Charge and a Project Manager. The dedicated DJP&A Project Manager, as discussed in Section 2.2, is involved with all aspects of that project and is the main point-of-contact for the City on the any given project. The Project Manager is involved with all aspects of the project and is directly responsible for daily project coordination and administration, maintaining close communication with the City, gathering and compiling project and site information, managing subconsultants, and preparing the environmental document. The Principal-in-Charge of the project provides guidance and oversight and is responsible for the quality control/assurance of the environmental document and process. The Project Manager may be supported by an Associate/Assistant Project Manager or additional in-house staff, as needed.
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David J. Powers & Associates, Inc. 15 Certified Disadvantaged Business Enterprise
Depending on the project issues, technical subconsultants may be required. DJP&A maintains long-standing partnerships with technical subconsultant experts who provide detailed analyses regarding impacts to air quality/greenhouse gas, biological and cultural resources, geology and soils, hazardous materials, hydrology, noise, transportation, and utilities. We manage the preparation of the subconsultants’ work products and
schedules, ensuring the delivery of excellent project-specific analyses.
This lean, project-focused organizational structure allows us to put experienced, senior technical staff on a project, without much overhead or extra corporate layers, such as marketing departments. This structure allows us to prepare environmental documents in the most cost-efficient manner feasible.
Principal Project Manager
David J. Powers & Associates
Project Team
Project Manager
Associate Project
Manager
(as needed)
Technical Subconsultants
(as needed)
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David J. Powers & Associates, Inc. 16 Certified Disadvantaged Business Enterprise DJP&A Key Staff
Four key DJP&A staff members are dedicated to this on-call contract. A brief description of our key staff is provided below. Resumes for our key staff, which highlight their education, training, and relevant work experience are provided on the following pages.
Akoni Danielsen is the President and a Principal Project Manager for the Company with over 25 years of experience preparing environmental documents for a wide range of public and private projects under both CEQA and NEPA. As Principal, Akoni will oversee the environmental review and assist with key
environmental issues during preparation of an environmental review document. Akoni will also review and approve the document prior to submittal to the City and prior to public circulation. Akoni will attend key meetings and hearings.
Natalie Noyes is a Senior Project Manager and offers a diverse CEQA and NEPA background over 15 years of experience
preparing environmental resource studies and planning
documents for private and public sector clients. As Senior Project Manager, Natalie will be involved in all aspects of environmental review and will be the primary point of contact for the City once a project is assigned to our Company. Natalie will be responsible for coordination and administration, as well as overall preparation of documents. Natalie will maintain close communication with City Staff and the project teams, manage the technical subconsultants, and participate in meetings and hearings.
Desiree Dei Rossi is an Associate Project Manager for the company with a range of CEQA and NEPA project experience. As Associate Project Manager, Desiree will be responsible for identifying and preparing the information necessary to analyze the potential environmental issues associated with any given project. Desiree will also assist Natalie in completing environmental review.
Matthew Moore is an Associate Project Manager for the company with a range of CEQA and NEPA project experience. As Associate Project Manager, Matthew will be responsible for identifying and preparing the information necessary to analyze the potential environmental issues associated with any given project. Matthew will also assist Natalie in completing environmental review.
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David J. Powers & Associates, Inc. 17 Certified Disadvantaged Business Enterprise Akoni Danielsen
President/Principal Project Manager
Office: (408) 248-3500 x106
Direct: (408) 454-3406
Email: [email protected]
1871 The Alameda, Suite 200
San José, CA 95126
www.davidjpowers.com
Education
Master of City and Regional
Planning
University of California, Berkeley,
1996
B.S. Geological and
Environmental Sciences
Stanford University, 1994
Experience
Principal Project Manager
David J. Powers & Associates,
2010 - Present
Principal Planner; 2003 - 2009
Senior Planner; 2000 - 2003
Planner I/II; 1997 - 2000
City of San Jose
Professional Organizations
Association of Environmental
Professionals
Akoni Danielsen is a Principal Project Manager with over 25 years of experience in planning and preparing environmental documents. Prior to joining David J. Powers & Associates in 2010 he worked for the City of San José, most recently as Principal Planner. During his time as a Principal Planner at the City of San José, Mr. Danielsen managed multiple Planning Division development work programs and coordinated with all City departments on CEQA and NEPA processes and procedures.
As a Principal Project Manager, Mr. Danielsen:
▪ Provides management and oversight in preparation of environmental documents by others, ensuring defensibility and consistency. Mr.
Danielsen ensures that all documents reflect the best available technical expertise.
▪ Researches and prepares environmental documents required under Federal and California laws including Environmental Impact Reports and Environmental Impact Statements, Environmental Assessments, and Initial Studies. Mr. Danielsen is responsible for the entire project life cycle, from proposal development through report delivery and client support.
Relevant Project Experience
▪ Santa Clara County Civic Center Master Plan EIR
▪ Silicon Valley Clean Water Conveyance System and Treatment Plant Reliability Improvement Project EIR
▪ Tasman East Precise Plan EIR (City of Santa Clara)
▪ Downtown Strategy 2040 EIR (San Jose)
▪ Heritage House Affordable Housing EIR (City of Napa)
▪ Concar Passage Mixed-Use EIR (San Mateo)
▪ San Jose Flea Market Mixed-use EIR (San Jose)
▪ Samsung NSJ Office Project (San Jose)
▪ Campbell Civic Center Master Plan (Campbell)
▪ Bay 101 Casino and Mixed Use Project EIR (San Jose)
▪ Serramonte Views Residential and Hotel EIR (Daly City) ▪ Mid-Pen Affordable Housing (San Mateo)
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David J. Powers & Associates, Inc. 18 Certified Disadvantaged Business Enterprise Natalie Noyes, AICP
Senior Project Manager
Direct: (510) 902-5852
Email: [email protected]
1736 Franklin Street, Suite 400
Oakland, CA 94612
www.davidjpowers.com
Education
B.A. Political Science
University of California at
San Diego, 2005
Master’s in City Planning
San Diego State University, 2008
Experience
Senior Project Manager
David J. Powers & Associates
2017 - Present
Senior Planner
Insignia Environmental
2013 - 2017
Environmental Planner
Amec Foster Wheeler
2011 - 2013
Senior Planner
Hofman Planning and
Engineering
2007 - 2011
Professional Organizations
American Planning Association
American Institute of Certified
Planners
Natalie Noyes is a Senior Project Manager for the company with over 15 years of experience preparing environmental resource studies and planning documents for private and public sector clients. Her project experience includes mixed-use, residential, infrastructure projects, parks and Specific and General Plans throughout California. She has extensive experience with permitting and agency coordination at the federal, state, and local levels.
As a Senior Project Manager, Ms. Noyes:
▪ Prepares environmental documents including, Environmental Impact Reports, Initial Studies, and Environmental Assessments, Categorical Exclusions/ Exemptions, and Mitigation Monitoring and Reporting Programs in conformance with requirements of CEQA and NEPA. ▪ Coordinates with applicants, subconsultants, and local planning staffs in processing environmental documents.
Relevant Project Experience
▪ 611 Industrial Road Digital Billboard Initial Study (San Carlos) ▪ 271 El Camino Real – Butler Apartments Initial Study (San Bruno) ▪ 160 El Camino Real Hotel Initial Study (San Bruno)
▪ Stratford School Initial Study (San Bruno)
▪ City-Owned Downtown Affordable Housing and Parking Garage Initial Study/EA (San Mateo)
▪ Eigleberry and 7th Parking Lot Categorical Exemption (Gilroy) ▪ La Vista Park Initial Study/Addendum (Hayward)
▪ El Paseo and 1777 Saratoga Avenue Mixed-Use Village EIR (San Jose) ▪ Blossom Hill Station Mixed-Use Project EIR (San Jose) ▪ 550 E. Brokaw Project EIR (San Jose)
▪ Napa First Street Hotel Initial Study/Addendum (Napa) ▪ Heritage House and Valle Verde Housing EIR/EA (Napa)
▪ Town of Danville Housing Element Update EIR (Danville) ▪ City of San Bruno Housing Element Update Initial Study (San Bruno) ▪ City of Morgan Hill Housing Element Update (Morgan Hill) ▪ Airport Area Specific Plan EIR (Sonoma County)
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David J. Powers & Associates, Inc. 19 Certified Disadvantaged Business Enterprise Desiree Dei Rossi
Associate Project Manager
Direct: (510) 902-5803
Email: [email protected]
1736 Franklin Street, Suite 400
Oakland, CA 94612
www.davidjpowers.com
Education
B.S. Environmental
Management and Protection
California Polytechnic State
University
San Luis Obispo (2017)
Experience
Associate Project Manager
David J. Powers & Associates, Inc.
July 2018 – Present
Watershed Protection Intern
City of Palo Alto
Summer 2016
Environmental Science Teacher
United Nations, Rome
2015
Professional Organizations
Association of Environmental
Professionals
Desiree Dei Rossi is an Associate Project Manager for the company. She works closely with other members of the staff researching and preparing documents for both private and public sector projects. Her experience includes CEQA compliance for commercial, mixed-use, residential, industrial development, public facilities and parks projects.
As an Associate Project Manager, Ms. Dei Rossi:
▪ Prepares environmental documents including: Environmental Impact Reports (EIRs), Initial Studies, and Environmental Assessments, in conformance with the requirements of CEQA and NEPA.
▪ Provides detailed analysis of potential environmental impacts, identifies mitigation measures, and develops alternative solutions.
▪ Provides project coordination including maintaining close communication with client and/or agency staff, gathering and compiling project and site information, managing subconsultants, and project scheduling.
▪ Assists in final report production and quality assurance. ▪
Relevant Project Experience
o 611 Industrial Road Digital Billboard Initial Study (San Carlos) o San Jose Downtown Strategy 2040 Program EIR
o San Jose International Airport Master Plan Update EIR o Veterans Memorial Senior Center/YMCA (Redwood City)
o St James Park Capital Vision and Performing Arts Pavilion (San José) o Memorex Data Center, Substation, and Transmission Line Extension EIR (Santa Clara)
o Walsh Backup Generating Facility, Data Center, and Substation SPPE Application (Santa Clara, California Energy Commission)
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David J. Powers & Associates, Inc. 20 Certified Disadvantaged Business Enterprise Matthew Moore
Associate Project Manager
Direct: (510) 902-5857
Email: [email protected]
1736 Franklin Street, Suite 400
Oakland, CA 94612
www.davidjpowers.com
Education
B.A. Political Science
University at Albany, New York
May 2014
Experience
Associate Project Manager
David J. Powers & Associates,
December 2019 - Present
Project Lead
Hoffman Southwest Corporation
October 2018 – November 2019
Senior Case Technician
Social Security Administration
July 2015 – April 2018
Professional Organizations
Association of Environmental
Professionals
Matthew Moore is an Associate Project Manager for the company with experience in managing a wide variety of projects, including creek bank stabilizations, apartment complexes, police stations, and hotels. His educational background, professional experience as an analyst, and dedication to environmental protection make him an asset to DJP&A.
As an Associate Project Manager, Mr. Moore:
▪ Prepares environmental documents, including Environmental Impact Reports, Initial Studies, and Categorical Exemptions in conformance with the requirements of CEQA.
▪ Provides detailed analysis of potential environmental impacts, identifies mitigation measures, and develops alternative solutions. ▪ Conducts research to support the analysis of environmental documents.
▪ Assists in final report production and quality assurance.
Relevant Project Management Experience
o 205 San Pedro Road – Daly City (retail)
o Stratford School – San Bruno (Education)
o Hayward Housing Navigation Center - Hayward (Homeless Services) o La Paloma to Robleda Pathway – Los Altos Hills (Infrastructure) o 650 Clark Way Creek Bank Stabilization – Palo Alto (Infrastructure) o 160 El Camino Real – San Bruno (Hotel)
o Butler Apartments – San Bruno (Residential)
o Measure O Civic Center Improvements – Campbell (Public Facilities)
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David J. Powers & Associates, Inc. 21 Certified Disadvantaged Business Enterprise Subconsultants
DJP&A teams with technical specialists to provide the exact data and analysis that is required for each project. Depending on the project and environmental constraints, the DJP&A Project Manager will select only the necessary technical subconsultants. We have worked closely with many of our subconsultants for over 30 years and they act as an extension of our firm. We feel this approach provides the highest quality of work and reduces overhead costs.
The DJP&A project team could include the below technical subconsultants organized by resource area.
Resumes for our subconsultant key staff, including their education, training, and relevant work experience, are provided in Attachment B.
Air Quality, Greenhouse Gas Emissions, Noise and Vibration
Illingworth & Rodkin (I&R) provides environmental air quality studies and also specializes in the quantification of greenhouse gas emissions. Through years of conducting air quality studies for local, state and federal agencies, I&R has considerable experience dealing with both the technical and policy issues of development projects. Air quality and greenhouse gas emissions analyses and technical studies prepared by I&R have supported hundreds development projects throughout the Bay Area. The primary contact at I&R for air quality consulting will be James Reyff. He can be reached at (707) 794-0400 x 24 and [email protected].
I&R also specializes in the assessment and control of environmental noise.
I&R has completed more than 2,500 projects involving environmental noise, transportation noise studies, industrial noise control, and building acoustics. I&R combines a strong theoretical and a thorough empirical approach to noise and vibration studies. I&R effectively balances the use of the newest technologies with “being on the ground” to provide a comprehensive environmental noise assessment. The primary contact at I&R for noise consulting will be Michael Thill. He can be reached at (707) 792-0400 ext. 25 and [email protected].
Biological Resources
H.T. Harvey & Associates (HTH) has been preparing biological sections of EIRs and EISs since the passage of CEQA and NEPA. HTH has a long history of ecological consulting in the Peninsula region of the Bay Area. HTH has the ability to take on complex and sometimes controversial biological issues, helping guide clients through the regulatory process by identifying critical resources to avoid, analyzing impacts expertly and accurately, and designing innovative and effective mitigations. The primary contact at HTH will be Steve Rottenborn. He can be reached at (408) 458-3205 and [email protected].
Cultural Resources
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David J. Powers & Associates, Inc. 22 Certified Disadvantaged Business Enterprise
PaleoWest provides business focused cultural and heritage resource management services. They work on behalf of clients in the public and private sectors who need their projects guided through a variety of regulatory frameworks that require consideration of potential impacts to prehistoric, architectural, ethnographic, and paleontological resources, among others. PaleoWest places an emphasis on supporting clients’ needs, fostering new technologies that advance the industry while protecting fragile resources, and promoting professional development within the framework of innovation and forward thinking. The primary contact at PaloWest will be John Eddy. He can be reached at [email protected].
Geology and Soils, Hazardous Materials
AEI Consultants is an employee-owned international consulting firm based in the San Francisco Bay Area that has conducted environmental property and facility assessments for mixed use projects across the United States.
Their staff includes Registered Environmental Property Assessors (REPA) and Certified Environmental Managers (CEM). AEI is certified in Hazardous Substances Removal and Remedial Actions, and their assessments are conducted in accordance with the most current ASTM E 1527 Standard Practices for ESAs. AEI Consultants is experienced in preparing Phase I and Phase II Environmental Site Assessments (ESA). The primary contact at AEI Consultants will be Tory Golino. He can be reached at (408) 628-0675 or [email protected].
Hydrology and Water Quality, Utilities and Services
Schaaf & Wheeler is an “all-water” California civil engineering firm that has focused on hydraulic and hydrology engineering as part of its water resources practice since 1985. Firm projects range from Federal Emergency Management Agency (FEMA) flood studies to public work infrastructure projects (e.g., water, sewer, storm drain design) at the local agency level.
Schaaf & Wheeler is expert at completing the HUD 8-Step Process and utility capacity studies. The primary contact at Schaaf & Wheeler will be Daniel Schaaf. He can be reached at (415) 433-4848 and
[email protected].
Transportation
Hexagon Transportation Consultants, Inc. (Hexagon) has successfully supported the environmental review for numerous projects in the Peninsula region of the Bay Area since 1998. Hexagon staff have intimate knowledge of local issues. Hexagon staff are sensitive to local traffic issues and it is their policy to research and understand local standards and practices prior to initiating a study. Hexagon’s capabilities also include travel demand forecasting, traffic engineering, traffic operations analysis, and parking demand analysis. The primary contact at Hexagon will be
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David J. Powers & Associates, Inc. 23 Certified Disadvantaged Business Enterprise Robert Del Rio. He can be reached at (408) 846-7410 and [email protected].
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David J. Powers & Associates, Inc. 24 Certified Disadvantaged Business Enterprise Current Clients
Clients within the past 12 months have included local city and county governments, Caltrans, Federal Highway and Federal Transit Administration, and numerous private developers. DJP&A has a long history of providing on-call environmental review services for public agencies and is currently under contract for on-call services with the following public agencies:
• City of San José Housing Department • City of Gilroy Community Development Department
• City of San José Public Works Department • City of Los Altos • City of San José Environmental Services
Department
• City of Morgan Hill
• City of San José Norman Y. Mineta
International Airport
• City of San Mateo
• City of San José Dept. of PBCE • City of Redwood City • City of Cupertino Public Works Dept. • City of Sunnyvale • County of Santa Clara Housing Authority • County of San Mateo Public Works Dept. • County of Santa Clara Parks & Rec. Dept. • Santa Clara Unified School District • County of Santa Clara Roads & Airports
Department
• Santa Clara Valley Transportation
Authority
A list of private clients DJP&A is currently under contract with can be provided at the City’s request.
Additionally, DJP&A is currently working on various housing element updates for jurisdictions in the region, including the City of San Bruno, City of Danville, and City of Morgan Hill.
In the past 12 months, DJP&A has worked on one project in the City of San Carlos: 611 Industrial Road Digital Billboard Project (refer to discussion in Section 2.0 of this proposal).
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David J. Powers & Associates, Inc. 25 Certified Disadvantaged Business Enterprise David J. Powers & Associates, Inc.
Project Approach/Work Plan
Understanding of Requirements
The City is soliciting proposals from consultants to provide on-call environmental services to assist in the preparation of environmental documents for development projects and advance planning initiatives with CEQA. DJP&A understands that this work requires experience and familiarity with CEQA, NEPA, and state planning and environmental laws. DJP&A is submitting this proposal to complete the necessary environmental review documents and associated documents/notices, as described in following subsections.
Projects Subject to NEPA and CEQA
If the project requires NEPA and CEQA review, DJP&A can prepare a joint NEPA/CEQA document. To save time and money, the necessary technical studies prepared can be prepared to cover both NEPA and CEQA requirements. For details regarding the technical studies that may be required, see the following subsections.
Projects Subject to NEPA
Under NEPA, if the project is not exempt or categorially excluded, an EA is required that will support a FONSI. If a Finding of Significant Impact is made, an EIS is required. DJP&A is has wide-ranging experience preparing documentation in support of NEPA Categorical Exclusions and preparing EAs in conformance with HUD’s environmental review requirements. If determined to be required, the EA (or EIS) will describe the project’s conformance with the federal statutes and HUD environmental standards, as applicable. DJP&A will evaluate project and setting to determine what environmental issues need to be addressed and what level of environmental review will likely be necessary. In accordance with HUD requirements, the EA (or EIS) would address the federal regulations described below.
▪ Historic Preservation (36 CFR Part 800) – If buildings on or adjacent to the site are over 50 years old, a Section 106 Historic Properties Survey Report (HPSR) may be required and would be completed by Archives and Architecture as a subconsultant to DJP&A. A Section 106 Archaeological Survey Report (ASR) and Native American Consultation could also be required and would be completed by Albion as a subconsultant to DJP&A. The Section 106 reports would be completed in conformance with HUD requirements. Archives and Architecture are expert in Section 106 compliance.
▪ Explosive and Flammable Operations (24 CFR 51C) – HUD requires an evaluation of a project site’s proximity to aboveground tanks of flammable and explosive substances in order to ensure that acceptable separation distances are provided. This discussion will be based on a HUD Explosive and Fire Hazards review to be completed by Running Moose Environmental Consulting, LLC. as a subconsultant to DJP&A. Running Moose Environmental Consulting, LLC. has extensive experience preparing HUD Explosive and Fire Hazards reviews.
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David J. Powers & Associates, Inc. 26 Certified Disadvantaged Business Enterprise ▪ Hazardous, Toxic or Radioactive Materials & Substances (24 CFR 58.5[i][2]) – A Phase I Environmental Site Assessment may be required to adequately address HUD Hazardous, Toxic or Radioactive Materials & Substances standards and would be completed by Cornerstone Earth Group (Cornerstone) as a subconsultant to DJP&A. Cornerstone is expert at preparing Phase I/II analyses.
▪ Noise Abatement and Control (24 CFR 51B) – A noise assessment may be required to address HUD noise requirements and would be completed by Illingworth & Rodkin, Inc. (I&R) as a subconsultant to DJP&A. I&R has extensive experience preparing noise analyses meeting HUD requirements.
▪ Clean Air Act (Sections 176[c], [d], and 40 CFR 6, 51, 93) – If future residents of a project could be exposed to TACs from vehicles on high-traveled roadways or expose existing sensitive receptors to TACs from project construction, a community health risk analysis may be required and would be completed by I&R as a subconsultant to DJP&A. I&R is expert at preparing air quality analyses in accordance with the Bay Area Air Quality Management District (BAAQMD) standards
▪ Floodplain Management (24 CFR 55, Executive Order 11988) – if the project site is located in a 100-year floodplain, the 8-Step Determinations on Floodplain Management Decision Making Process will be completed by Schaaf & Wheeler as a subconsultant to DJP&A.
▪ Additional federal regulations to be addressed in the EA (or EIS) include the following:
− Wetland Protection (Executive Order 11990)
− Coastal Zone Management Act (Sections 307[c], [d])
− Sole Source Aquifers (40 CFR 149)
− Endangered Species Act (50 CFR 402)
− Wild and Scenic Rivers Act (Sections 7[b], and [c])
− Farmland Protection Policy Act (7 CFR 658)
− Environmental Justice (Executive Order 12898)
− Airport Clear Zones and Accident Potential Zones (24 CFR 51 D)
Other issues DJP&A will address in the EA (or EIS), as required by HUD, include land use compatibility, project alternatives, and conformance with relevant land use plans. The discussion of project alternatives will be based upon information provided by the City.
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David J. Powers & Associates, Inc. 27 Certified Disadvantaged Business Enterprise Projects Subject to CEQA
Under CEQA, the project could be eligible for a Categorical Exemption or require an IS or EIR. If the project is exempt, DJP&A will prepare the necessary documentation to support the exemption. If an IS or EIR is required, DJP&A will prepare the IS or EIR consistent with the requirements of CEQA and the lead agency. The IS or EIR will include a project description, discussion of consistency with applicable plans and policies, a description of existing environmental conditions, the CEQA environmental checklist, and an explanation of project impacts and mitigations (if required). Typical environmental resources discussed in an IS and EIR are listed below. Some resources areas may require technical analyses, as indicated below.
▪ Aesthetics
▪ Air Quality – if it is determined that the project will require an air quality assessment, it will be completed by I&R as a subconsultant to DJP&A in accordance with BAAQMD standards.
▪ Biological Resources – if existing, available information is insufficient, a biological assessment will be completed by H.T. Harvey & Associates (HTH) as a subconsultant to DJP&A.
▪ Cultural Resources – if existing, available information is insufficient and the project site is in an archaeologically sensitive area, an archaeological literature search and report will be completed by PaleoWest as a subconsultant to DJP&A. If existing, available information is insufficient and the structures on or adjacent to the site are 50 years old and could be impacted by the project, a historic report will be completed by PaleoWest as a subconsultant to DJP&A.
▪ Energy
▪ Geology and Soils – if existing, available information is insufficient, a preliminary geotechnical report for the project will be completed by AEI as a subconsultant to DJP&A.
▪ Greenhouse Gas Emissions – if existing, available information is insufficient, and/or the jurisdiction in which the project site is located does not have an adopted qualified greenhouse gas reduction strategy, a greenhouse gas emissions analysis will be completed by I&R as a subconsultant to DJP&A in accordance with BAAQMD standards.
▪ Hazards and Hazardous Materials – if existing, available information is insufficient, a Phase I/Phase II analysis will be completed by AEI as a subconsultant to DJP&A.
▪ Hydrology and Water Quality – if existing, available information is insufficient, a floodplain analysis will be completed by Schaaf & Wheeler as a subconsultant to DJP&A if warranted by the project location.
▪ Land Use and Planning
▪ Mineral Resources
▪ Noise and Vibration – if existing, available information is insufficient, a noise and vibration study will be completed by I&R as a subconsultant to DJP&A.
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David J. Powers & Associates, Inc. 28 Certified Disadvantaged Business Enterprise
▪ Population and Housing
▪ Public Services
▪ Recreation
▪ Transportation – if existing, available information is insufficient, a transportation analysis will be completed by Hexagon Transportation Consultants (Hexagon) as a subconsultant to DJP&A.
▪ Utilities and Service Systems – if existing, available information is insufficient, utility capacity studies will be completed by Schaaf & Wheeler as a subconsultant to DJP&A.
For an EIR, additional sections would include cumulative impacts, growth-inducing impacts, significant and unavoidable impacts, project alternatives, and significant irreversible environmental changes.
Typical Work Plan
At DJP&A, we specialize in adapting our strategy and approach for each project based on its physical characteristics, site opportunities and constraints, and stakeholder issues. A work plan for a typical project is provided in the table on the following pages. The primary tasks typically include:
1. Kick-Off Meeting, Research & Data Collection, and Scoping,
2. Preparation of the Draft Environmental Document,
3. Notices and Public Circulation,
4. Responses to Comments, Final Environmental Document, Mitigation Monitoring Program, and
5. Public Hearings and Notices.
As each project site and development proposal are different from one another, the below work plan includes typical tasks and subtasks and describes our typical approach.
Typical Task 1 – Kick-Off Meeting, Research & Data Collection, and Scoping
1.1: Kick-Off Meeting During this task, DJP&A will attend a kick-off meeting or participate in a call with the City to discuss the project site, development proposal, required environmental analysis, possible public controversy, and project schedule.
1.2: Research & Data
Collection
DJP&A will conduct a site visit and complete initial research to determine the scope of environmental review (including necessary technical studies). DJP&A will utilize the HUD Field Notes Checklist and other HUD environmental assessment tools including NEPAssist.
DJP&A will discuss the project with appropriate technical subconsultants and contact the City to obtain background information and/or documentation on the project site .
We will use existing, available information (such as existing data, technical analyses, relevant plans and policies, and past CEQA documents) to streamline the environmental analysis to the maximize extent possible. DJP&A is conscientious of budgetary constraints on affordable housing projects and, therefore, it is very important that previous efforts not be duplicated. For this reason, DJP&A will review
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David J. Powers & Associates, Inc. 29 Certified Disadvantaged Business Enterprise all project information and will devote resources to collecting new data only when such information is necessary.
1.3: Scope of Work Based on the development proposal, existing site conditions, and available information, DJP&A will prepare a scope of work. We will coordinate with the City to ensure that our scope of work is complete and adequate. DJP&A will also consult with HUD Region IX environmental officers, as necessary.
Our scope of work will include our understanding of the project, the scope of the environmental review (including the type of document to be prepared), list of project information required from the City to complete our work, and estimated schedule and cost.
Typical Task 2 – Preparation of the Draft Environmental Document
2.1: Project
Description
DJP&A will draft a comprehensive project description. After the project description has been reviewed and confirmed by the City, DJP&A and DJP&A subconsultants will start the bulk of the environmental analysis work.
2.2: Technical Studies DJP&A will coordinate with our technical subconsultants all necessary information (including the project description). DJP&A will review the draft technical reports to ensure their adequacy and completeness.
2.3: Draft
Environmental
Document
DJP&A will prepare a draft of the environmental document and submit it to the Ci ty for review and comment. After receiving comments, DJP&A will incorporate the necessary edits and finalize the document for public circulation. DJP&A will provide the necessary paper and electronic copies for public circulation and distribution.
Typical Task 3 – Notices and Public Circulation
3.1: Notices DJP&A will draft all necessary notices such as the Notice of Preparation, Notice to Adopt, Notice of Intent, and Notice of Completion and submit them to the City for review. After receiving comments, DJP&A will incorporate necessary edits, finalize the notices, and assist the City in filing or posting the notices.
When requested, DJP&A can also prepare newspaper notices, fliers, etc. for the purpose of informing the public about upcoming meetings. Keeping neighbors well informed throughout the process is critical to maintain positive communications and support from the neighborhood and to avoid last minute project opposition.
3.2: Public Hearings Upon request, DJP&A can attend public hearings on the project during the public circulation period.
Typical Task 4 – Responses to Comments, Final Environmental Document, Mitigation Monitoring Program
4.1: Responses to
Comments
If public comments are received on the environmental document, DJP&A will draft responses to the comments. DJP&A will submit the draft responses to comments to the City for review. Once comments are received, DJP&A will incorporate necessary edits and finalize the responses to comments.
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David J. Powers & Associates, Inc. 30 Certified Disadvantaged Business Enterprise
4.2: Final
Environmental
Document
Where appropriate, the text of the document is revised to reflect changes necessitated as a result of comments received.
4.3: Mitigation
Monitoring Program
DJP&A will prepare a draft mitigation monitoring program and submit it to the City for review. Once comments are received, DJP&A will incorporate necessary edits and finalize the mitigation monitoring program.
Typical Task 5 – Public Hearings and Notices
5.1: Public Hearings Upon request, DJP&A can attend public hearings on the project and be prepared to assist the City by presenting, providing presentation materials, and answering questions.
5.2: Notices When the project will go to decision makers for approval, DJP&A will draft a Notice of Determination or Notice of Intent/Request for Release of Funds and Notice of Finding of No Significant Impact. The draft notice(s) will be submitted to the City for review.
Once comments are received, DJP&A will incorporate necessary edits and finalize the notice(s). DJP&A will assist the City in filing the notice(s) once the project has been approved.
Quality Assurance/Quality Control
Uncompromising quality is the foundation for everything DJP&A does. The quality of the environmental review documents prepared is paramount to the success of DJP&A and we take it very seriously. We truly believe that Quality Environmental Review Makes a Difference. Our quality assurance/quality control (QA/QC) process has effectively resulted in quality environmental documents for 50 years.
DJP&A’s QA/QC process includes the following main components/steps:
1. Define/confirm the project work plan and schedule
▪ DJP&A reviews the project scope and schedule
▪ DJP&A sends a list of issues/questions to the City and acknowledge receipt of project materials
2. Draft the project description
▪ DJP&A completes draft project description based upon City-provided information and completes internal QA process
▪ DJP&A submits draft project description to the City and requests any additional information
3. Meet on a regular basis to internally discuss project/document status, progress, and any issues/concerns
4. QC/QA of environmental documents (e.g., EA, IS, EIS, EIR, responses to comments, and notices) ▪ DJP&A completes internal QA of the entire document
▪ DJP&A submits the document to the City for review
▪ DJP&A revises the document based on comments and submits subsequent draft(s), if needed
Uncompromising quality
is the foundation for
everything we do.
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David J. Powers & Associates, Inc. 31 Certified Disadvantaged Business Enterprise ▪ Upon receiving approval from the City, DJP&A finalizes the document and reproduces copies as needed
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David J. Powers & Associates, Inc. 32 Certified Disadvantaged Business Enterprise David J. Powers & Associates, Inc.
Billing Structure
DJP&A will provide detailed cost estimates for all services provided as part of the on-call agreement with the City. We will bill only for time spent accomplishing tasks associated with completion of the environmental review for the project. Every effort will be made to be as cost-efficient as possible. The extensive experience of our employees helps to keep our cost down.
As projects come forward, they will be scoped based on the type of environmental review required. The estimated costs will be based on the hourly rates for DJP&A and our technical subconsultants provided on the following pages. The cost for DJP&A staff to work on projects is determined by the level of experience of each staff type. DJP&A can provide scopes with a not-to-exceed amount and bill on a time and materials basis or a lump sum based on progress/milestones. Reimbursable expenses will be delineated on all invoices. Reimbursable charges include printing services, mileage, postage, and courier services. All expenses (printing, couriers, postage, etc.) will be included in our invoices.
DJP&A Fee Schedule
Title Hourly Rate
Senior Principal $320
Principal Project Manager $295
Senior Environmental Specialist $250
Senior Project Manager $230
Environmental Specialist $215
Project Manager $205
Associate Project Manager $180
Assistant Project Manager $150
Researcher $130
Draft person/Graphic Artist $120
Materials, outside services and subconsultants include a 15% administration fee. Mileage will be charged per the current IRS standard mileage rate at the time costs occur. Subject to revision January 1, 2023. Charge rates subject to annual 3% escalation.
At the City’s request, DJP&A can provide the billing rates of staff members for the potential technical subconsultants listed in Section 5.2.2.
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David J. Powers & Associates, Inc. 33 Certified Disadvantaged Business Enterprise David J. Powers & Associates, Inc.
City’s Standard Professional Services
Agreement
DJP&A has reviewed and agrees to the City’s Standard Professional Services Agreement and is able to meet the agreement and insurance requirements.
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1 REQUEST FOR PROPOSALS | CITY OF SAN CARLOS |MARCH 2022 Request for Proposal (RFP)
On-Call California Environmental
Quality Act (CEQA)
Due: Friday, M ay 20 2022, by 5:00 p.m.
Attn: Andrea Mardesich, Principal Planner
Planning Di vision
600 E lm Street
San Ca rlos, CA 9 470
Electronic S ubmittals shall be delivered t o: [email protected]
THE CITY OF SAN CARLOS
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2 REQUEST FOR PROPOSALS | CITY OF SAN CARLOS |MARCH 2022 Contents
PROJECT DESCRIPTION ................................ ................................ ................................ ................................ . 3 INTRODUCTION ................................ ................................ ................................ ................................ ............ 3 BACKGROUND ................................ ................................ ................................ ................................ .............. 3 CONSULTING SERVICES NEEDED ................................ ................................ ................................ .................. 4 SUBMITTAL REQUIREMENTS ................................ ................................ ................................ ........................ 5 EVALUATION CRITERIA ................................ ................................ ................................ ................................ . 6 NON-OBLIGATION ................................ ................................ ................................ ................................ ........ 6 ADDITIONAL INFORMATION................................ ................................ ................................ ......................... 6 ATTACHMENTS: ................................ ................................ ................................ ................................ ........... 6
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3 REQUEST FOR PROPOSALS | CITY OF SAN CARLOS |MARCH 2022 Project Description
San Carlos’ Community Development Department, Planning Division, is seeking qualifications from experienced planning and environmental consulting firms to enter into an Agreement for Professional Services.
T
he City is interested in expanding its current list of qualified firms to assist in the preparation of environmental assessments under the California Environmental Quality Act (CEQA) for the City’s current planning projects. The City is requesting qualifications from planning and environmental consulting firms with extensive experience in preparing initial studies, negative declarations/mitigated negative declarations, and environmental impact reports for similar communities in California. The Planning Division intends to select qualified firms that will be placed on an official list of qualified consultants who will be called upon to provide assistance with preparing initial studies and environmental assessments on an as-needed project-by-project basis. The additional selected firms will be maintained on the City’s official list for a three-year period, with an opportunity for extension.
Introduction
The Planning Division of the City of San Carlos is seeking qualifications from experienced environmental consulting firms to enter into an Agreement for Professional Services. The City is interested in adding qualified firms to our established list to assist in the preparation of environmental assessments under the California Environmental Quality Act (CEQA) for the City’s planning projects. The City is requesting qualifications from environmental consulting firms with extensive experience in preparing notices of exemption, initial studies, negative declarations/mitigated negative declarations, and environmental impact reports for similar communities in California.
The Planning Division intends to select additional consulting firms to provide these services under this RFP.
Selected firms will be placed on an official list of qualified consultants who will be called upon to perform project review and assistance with long-range planning initiatives in response to division fluctuations and work flow demands. The Agreement for Professional Services is expected to serve for a total of three (3) years with an option of an automatic one-year extension based on workload needs.
Background
San Carlos is a General Law City of over 30,000 residents that encompasses five and a half square miles and is located exactly halfway between San Francisco and San Jose. With excellent geography and livability, it strikes a rare balance between small town charm and big city access. A quaint village feeling both downtown and around the City is matched by a robust and diverse commercial and industrial sector on the east side. Like other communities on the Peninsula, San Carlos residents enjoy high property values and high household incomes.
T
he City is governed by a five-member City Council, with members selecting a Mayor for a one-year term, and an appointed City Manager. There is great emphasis on public participation in local government and the citizenry is quite active as well. The City is currently experiencing a significant period of growth. Mixed-use development projects are in construction or proposed in the transit-oriented portion of the City and the interest and construction of research and development projects have increasing in the eastern portion of the community.
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4 REQUEST FOR PROPOSALS | CITY OF SAN CARLOS |MARCH 2022 The City also has a Municipal Code requirement for Transportation Demand Management for projects of a certain size.
H
ighways 101 and 280, and State Highway 82 (El Camino Real) move vehicle traffic from the north and south to the primary access points in San Carlos. Several major east-west spines move traffic into the commercial and residential areas. San Carlos is also home to an airport operated by the County of San Mateo. In addition, San Carlos is served by Caltrain, which operates a commuter train that stops at the historic San Carlos Depot near Downtown.
T
he City adopted its current General Plan in 2009 and the Housing Element was adopted and certified in 2015.
Currently, the City is working on a Focused General Plan Update and Zoning Ordinance Revisions, that includes an update to the Housing Element (2023-2031), Environmental Safety Element, and associated Environmental Impact Report.
Consulting Services Needed
The Planning Division requires the services of consulting firms to assist in the preparation of environmental documents for development projects and advance planning initiatives in compliance with the California Environmental Quality Act (CEQA). This work requires experience and familiarity with CEQA, the National Environmental Policy Act (NEPA) and State planning and zoning laws. The selected consultants may utilize the services of specialty subcontractors to complete the necessary analysis. Traffic and transportation subconsultants should have significant experience conducting VMT analysis and communicating the results.
Th
e City is interested in entering into contracts with up to additional three (3) consulting firms to utilize on an as- needed basis for projects based on expertise, availability and cost proposals. At such time when the consultant’s services are required, Staff will email a request for services, including a project description and any pert inent supporting information. The consultant will evaluate the proposal and provide a brief response including the proposed scope of work, timeline, and cost of services. If subconsultants are necessary to complete the work, the response should include the name of the firm(s) proposed to complete those studies. Subconsultants shall have all the appropriate licenses, certifications, and registrations necessary to perform the scope of work. The consultant shall be fully responsible to the City for the performance of their subcontractors, and of persons either directly or indirectly employed by them.
Up
on notice to proceed, the consultant will work with Staff to identify the technical information necessary to complete the analysis (i.e. plans, reports, etc.). The consultant will work with Planning Staff and the City Attorney as necessary to determine the appropriate level of environmental review required for the project. The consultant will prepare the CEQA document, which may include a Notice of Exemption/memo in support of a Notice of Exemption, Initial Study, Negative Declaration, Mitigated Negative Declaration, or Environmental Impact Report.
Selected consultants may be required to attend meetings with Staff, scoping meetings, and public hearings.
Selected consultants may also be called upon to assist Staff in the preparation of the CEQA related portions of
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5 REQUEST FOR PROPOSALS | CITY OF SAN CARLOS |MARCH 2022 staff reports, findings for approval, and presentations. The consultant shall be responsible for preparing and providing Staff with any required Notices of Preparation, Availability, or Determination.
Submittal Requirements
Submittal: Interested individuals or firms shall submit one electronic copy, via email, by Friday, May 20, 2022, by 5 p.m. to [email protected].
The question cut-off date will be April 29, 2022, by 5 p.m.
All Proposals shall include the following minimum information:
1. C
over Letter – Indicate interest and commitment to perform on-call services for the City of San Carlos.
Include contact information (physical address, telephone, and email address) for the primary person who will be the point of contact for the City on all correspondence and communications pertaining to the proposal. The cover letter should also summarize the key points of the consulting firms’ interests and qualifications and pertinent areas of expertise, and the individual or individuals responsible for o
verseeing the work to be performed. If the firm has subconsultants that are frequently retained for special studies, include the profiles of those firms as well. For transportation firms, include their experience doing analysis using VMT (in lieu of or in addition to LOS).
2. Relevant Experience – List projects completed by the Consultant relevant to the scope of services contained herein that have been completed in the last five years. Discuss the firm’s uniqueness to best perform these on-call services for the City.
3. Key Team Member Summary – Identify the individual(s) or key team members that may be available to assist the City of San Carlos in response to this RFP. Summarize each person’s experience and include their resume.
4. Current Clients/Projects – Provide a list of all clients doing business with the Consultant in the past 12 months and identify any projects within the City of San Carlos in the past 12 months.
5. Relevant Experience – List projects completed by the Consultant relevant to the scope of services contained herein that have been completed in the last five years. Discuss the firm’s uniqueness to best perform these on-call services for the City. Include the names and contact information of at least three (3)
p
ublic agency references. City Staff may contact references in order to verify background and experience at any time during the selection process.
6. Billing Structure – Provide a list of hourly billing rates for each proposed team member. Include all direct and indirect expenses and transportation fees. Billing methodology should be clearly described.
7. City Consultant Contract – Provide a statement indicating that the firm has reviewed and agrees to the C
ity’s Standard Professional Services Agreement, (Attachment A), and is able to meet the agreement a
nd insurance requirements. Please indicate any exceptions.
8. References – Provide three (3) client references relevant to the scope of services listen herein. Include n
ames, titles, current email addresses and telephone numbers. City Staff may contact references in order to verify background and experience at any time during the selection process.
9. Excerpts of relevant sample work and/or links to such work available online.
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6 REQUEST FOR PROPOSALS | CITY OF SAN CARLOS |MARCH 2022 Evaluation Criteria
In accordance with the Municipal Code, consultant selection shall be on the basis of demonstrated competence and on the professional qualifications necessary for the satisfactory performance of the services required and on fair and reasonable price. Submittals will be evaluated based upon, but not limited to, the following criteria:
• Demonstrated understanding of the requested work and responsiveness to the request for proposals • Firm expertise and competence including experience processing current development projects, including experience with CEQA and complex EIRs, and working knowledge of VMT • Experience with advanced planning, demonstrated ability in working with highly active citizens • Excellent communication skills, written and verbal
• Professional qualifications and experience of individuals likely to be assigned to the project • Proposed compensation rates
• Reference recommendations
• Oral interview- Via ZOOM
Non-Obligation
The City retains sole discretion to evaluate submittals and may make an award to the consultant(s) the City deems to be most responsive to the request for proposals. Receipt of submittals in response to its request for proposals does not obligate the City in any way to engage any consultant and the City reserves the right to reject any or all submittals, wholly or in part, at any time, without penalty. The City shall retain the right to abandon the request for proposals and selection process at any time prior to the actual execution of a contract with a consultant, and the City shall bear no financial or other responsibility in the event of such abandonment. The City reserves the right to negotiate all final terms and conditions of any agreements entered into.
Additional Information
All costs incurred during submittal preparation or in any way associated with the Consultant’s preparations, submission, presentation, or oral interview shall be the sole responsibility of the Consultant. If awarded a contract, the consultant shall maintain insurance coverage, including worker’s compensation, reflecting the minimum amounts and conditions specified by the City. Consultants are liable for all errors or omissions contained in their proposals.
Attachments:
City of San Carlos Professional Services Agreement Template
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Agreement for Professional Services 1 Revised 04/08/2022
AGREEMENT FOR PROFESSIONAL SERVICES
T
his Agreement is made and entered into as of __________________ by and between the City of San Carlos hereinafter called "CITY" and ____________________ hereinafter called "CONSULTANT".
RECITALS
T
his Agreement is entered into with reference to the following facts and circumstances:
A. T
hat CITY desires to engage CONSULTANT to render certain professional services in the CITY;
B. T
hat CONSULTANT is qualified to provide such services to the CITY and; T
HEREFORE, the CITY has elected to engage the services of CONSULTANT upon the terms and conditions as hereinafter set forth.
1. Services. The services to be performed by CONSULTANT under this Agreement shall include those services set forth in Exhibit A, which is, by this reference, incorporated herein and made a part hereof as though it were fully set forth herein.
P
erformance of the work specified in said Exhibit is hereby made an obligation of CONSULTANT under this Agreement, subject to any changes that may be made subsequently hereto upon the mutual written agreement of the said parties.
Where in conflict, the terms of this Agreement supersede and prevail over any terms set forth in Exhibit A.
2. Term; Termination. (a) The term of this Agreement shall commence upon the date hereinabove written and shall expire upon completion of performance of services hereunder by CONSULTANT . (b)
Notwithstanding the provisions of (a) above, CITY may terminate this Agreement without cause by giving written notice not less than ten (10) days prior to the effective date of termination, which date shall be included in said notice. In the event of such termination, CITY shall compensate CONSULTANT for services rendered, and reimburse CONSULTANT for costs and expenses incurred, to the date of termination, calculated in accordance with the provisions of paragraph 3. In ascertaining the services actually rendered to the date of termination, consideration shall be given both to completed work and work in process of completion.
Nothing herein contained shall be deemed a limitation upon the right of
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Agreement for Professional Services 2 Revised 04/08/2022 CITY to terminate this Agreement for cause, or otherwise to exercise such rights or pursue such remedies as may accrue to CITY hereunder.
3. Compensation; Expenses; Payment . CITY shall compensate CONSULTANT for all services performed by CONSULTANT hereunder in an amount based upon CONSULTANT ’s hourly rates during the time of the performance of said services. A copy of CONSULTANT ’s hourly rates for which services hereunder shall be performed are set forth in CONSULTANT’s fee schedule marked Exhibit B hereof, attached hereto and by this reference incorporated herein.
N
otwithstanding the foregoing, the combined total of compensation and reimbursement of costs payable hereunder shall not exceed the sum of _____________________ ($________________) unless the performance of services and/or reimbursement of costs and expenses in excess of said amounts have been approved in advance of performing such services or incurring such costs and expenses by CITY ’s City Manager (for contracts less than $75,000 or authorized by City Council action for contracts $75,000 or more by motion duly made and carried).
C
ompensation and reimbursement of costs and expenses hereunder shall be payable upon monthly billing therefor by CONSULTANT to CITY, which billing shall include an itemized statement, briefly describing by task and labor category or cost/expense items billed.
4. Addi tional Services. In the event CITY desires the performance of additional services not otherwise included within the services described in Exhibit A, such services shall be authorized in advance of the performance thereof by CITY’s City Manager (for contrac ts less than $75,000 or authorized by City Council action for contracts $75 ,000 or more by motion duly made and carried) . Such amendment to this Agreement shall include a description of the services to be performed thereunder, the maximum compensation and reimbursement of costs and expenses payable therefor , the time of performance thereof, and such other matters as the parties deem appropriate for the accomplishment of such services. Any additional services causing the total contract price to exceed $75,000, shall require approval by the City Council. Except to the extent modified by written amendment, all other terms and conditions of this Agreement shall be deemed incorporated in each such amendment.
5. Records . CONSULTANT shall keep and maintain accura te records of all time expended and costs and expenses incurred relating to services to be performed by CONSULTANT hereunder. Said records shall be available to CITY for review and copying during regular business hours at CONSULTANT’s place of business or as otherwise agreed upon by the parties.
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Agreement for Professional Services 3 Revised 04/08/2022
6. Authorization. This Agreement becomes effective when endorsed by both parties in the space provided below.
7. Reliance on Professional Skill of CONSULTANT. CONSULTANT represents that it has the necessary professional skills to perform the services required and the CITY shall rely on such skills of the CONSULTANT to do and perform the work. In performing services hereunder CONSULTANT shall adhere to the standards generally prevailing for the performance of expert consulting services similar to those to be performed by CONSULTANT hereunder. CONSULTANT acknowledges the importance to CITY of the skill, competency, ability to appropriately work with CITY staff and expertise of individual staff assigned to the project, and accordingly the individuals assigned to the Project must be acceptable to CITY.
8. Documents . All documents, plans, drawings, renderings, and other papers, or copies thereof, as finally rendered, prepared by CONSULTANT pursuant to the terms of this Agreement, shall, upon preparation and delivery to CITY, become the property of CITY.
9. Relationship of Parties. It is understood that the relationship of CONSULTANT to the CITY is that of an independent contractor and all persons working for or under the direction of CONSULTANT are its agents or employees and not agents or employees of the CITY.
10. Schedule. CONSULTANT shall adhere to the schedule set forth in Exhibit A; provided, that CITY shall grant reasonable extensions of time for the performance of such services occasioned by governmental reviews of CONSULTANT’s work product or other unavoidable delays; provided, further, that such unavoidable delay shall not include strikes, lockouts, work stoppages, or other labor disturbances conducted by, or on behalf of, CONSULTANT’s officers or employees.
CO
NSULTANT acknowledges the importance to CITY of CITY’s Project schedule and agrees to put forth its best professional efforts to perform its services under this Agreement in a manner consistent with that schedule.
11. Indemnity . CONSULTANT shall indemnify, defend, and hold harmless City, its officers, employees, agents and volunteers from and against all liability, loss, damage, expense, and cost (including, without limitation, reasonable legal counsel fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with CONSULTANT’s negligence, recklessness, or willful misconduct in the performance of work hereunder, or its failure to comply with any of its obligations contained in this Agreement, except such loss or damage
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Agreement for Professional Services 4 Revised 04/08/2022 caused by the active negligence or w illful misconduct of the City. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement. Nothing herein contained shall be construed to require CONSULTANT to indemnify CITY its officers, employees, agents and volunteers against any responsibility or lia bility in contravention of Section 2782 of the California Civil Code.
12. Insurance. CONSULTANT shall acquire and maintain Workers’ Compensation, employer’s liability, commercial general liability, owned and non- owned and hired automobile liability, and professional liability insurance cover ing risks relating to CONSULTANT ’s services to be performed hereunder in form subject to the approval of the City Attorney and/or CITY’s Risk Manager. The minimum amounts of coverage corresponding to the aforesaid categories of insurance per insurable event, shall be as follows:
Insurance Category Minimum Limits
W
orkers’ Compensation statutory minimum
E
mployer’s Liability $1,000,000 per accident for bodily injury or disease. CONSULTANT shall submit
to City a Waiver of Subrogation
endorsement in favor of City, its officers,
agents, employees, and volunteers.
C
ommercial General Liability $1,000,000 (to $5,000,000 depending on exposure) per occurrence for bodily
injury, personal injury, and property
damage, including w ithout limitation,
blanket contractual liability and
coverage for explosion, collapse and
underground property damage hazards.
If a general aggregate limit applies,
either the general aggregate limit shall
apply separately to this project/location
or the general aggregate limit shall be
twice the required occurrence limit.
Coverage must be at least as broad as
Insurance Services Office form CG 00
01. A
utomobile Liability $1,000,000 per accident for bodily injury and property damage (coverage
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Agreement for Professional Services 5 Revised 04/08/2022 required to the extent applicable to
CONSULTANT’s vehicle usage in
performing services hereunder)
1Professional Liability $1,000,000 per claim and if a general aggregate limit applies, general
aggregate limit shall be twice the
required occurrence limit.
C
oncurrently with the execution of this Agreement, CONSULTANT shall furnish CITY with certificates and copies of information or declaration pages of the insurance required hereunder and, with respect to evidence of commercial general liability and automobile liability insurance coverage, original endorsements:
(a
) Precluding cancellation or reduction in per occurrence limits before the expiration of thirty (30) days (10 days for nonpayment) after City shall have received written notification of cancellation in coverage or reduction in per occurrence limits by first class mail; (b
) CONSULTANT’s general liability policies shall be primary and non- contributory, and be endorsed using Insurance Services Office form CG 20 10 to provide that City and its officers, officials, employees, and agents shall be additional insured under such policies. An endorsement providing completed operations coverage for the additional insured, ISO form CG 20 37, is also required.
Cla
ims Made Policies
If any of the required policies provide claims-made coverage:
1. The Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work.
2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract 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 contract effective date, the Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of contract work.
V
erification of Coverage
1 Note: Professional liability insurance coverage is not required if the contractor/vendor/consultant is not providing a service regulated by the state. (Examples of service providers regulated by the state are insurance agents, professional engineers, doctors, certified public accountants, lawyers, etc.) Please check and initial the following if professional liability is NOT required for this agreement. Recommended ______ [Project Manager] Approved _______[Risk Manager]
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Agreement for Professional Services 6 Revised 04/08/2022 Consultant shall furnish the CITY with original certificates and amendatory endorsements effecting coverage required by this clause. 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 c omplete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.
Waiver of Subrogation
Consultant hereby grants to CITY a waiver of any right to subrogation which any insurer of said Cons ultant may acquire against the CITY by virtue of the payment of any loss under such insurance. This provision applies regardless of whether or not the CITY has requested or received a waiver of subrogation endorsement from the insurer.
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.
Special Risks or Circumstances
CITY reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.
Coverage
It is a requirement under this agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be made available to the Additional Insured and shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy, whichever is greater.
Primary and Non-Contributory Coverage
The Additional Insured coverage under the Consultant’s policy shall be “primary and non-contributory” as will not seek contribution from the CITY insurance or self-insurance and shall be at least as broad as C G 20 01 04
12. Excess Insurance
The limits of insurance required in this agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and noncontributory basis for the benefit of CITY before the CITY insurance or self -insurance shall be called upon to protect it as a named insured.
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Agreement for Professional Services 7 Revised 04/08/2022
13. Workers’ C ompensation. CONSULTANT acknowledges and c ertifies awareness of the provisions of the Labor Code of the State of California which require every employer to be insured against liability for workers' compensation or to undertake self -insurance in accordance with the provisions of that Code, and CONSULTANT certifies and agrees to compliance with such provisions before commencing the performance of the work of this agreement.
14. Subcontractors (If applicable). CONSULTANT agrees to include with all subcontractors in their subcontracts the same requirements and provisions of this agreement including the indemnity and Insurance requirements to the extent they apply to the scope of the Subcontractors’ work. Subcontractors hired by CONSULTANT agree to be bound to CONSULTANT and CITY in the same manner and to the same extent as CONSULTANT is bound to CITY under the Contract documents.
Subcontract shall agree to include these same provisions in any agreement with a sub- subcontractor. CONSULTANT shall require all subcontractors to provide a valid certific ate of insurance and the required endorsements included in the agreement prior to commencement of any work and will provide proof of compliance to the CITY.
Subcontractor shall agree to be bound to CONSULTANT and CITY in the same manner and to the same extent as CONSUTLANT is bound to CITY under the Contract Documents. Subcontractor shall further agree to include the same requirements and provisions of this agreement, including the indemnity and Insurance requirements, with a Sub- subcontractor to the extent they apply to the scope of the Sub- subcontractors’ work. A copy of the CITY Contract Document Indemnity and Insurance provisions shall be furnished to the subcontractor upon request.
15. N on-Discrimination. The CONSULTANT hereby assures that it wi ll comply with Subchapter VI of the Civil Rights Act of 1964, 42 USC Section 2000 (e)(17), to the end that CONSULTANT will not exclude any person from participation in, be denied the benefits of, or be otherwise subject to discrimination from any project, program, or activity supported by this Agreement, based on the grounds of race, color, national origin, sex, disability, age, or religion,. CONSULTANT shall comply with its EEO Certification (Form PW -7). In addition, CONSUTLANT will not discriminate against any employee or applicant for employment because of race, color, religion, sex or national origin. The CONSULTANT will take affirmative action to insure that applicants are employed and the employees are treated during employment without regard to thei r race, color, religion, sex or national origin. Such action shall include, but not be limited to the following: employment, advancement, demotion, transfer,
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Agreement for Professional Services 8 Revised 04/08/2022 recruitment, or recruitment advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. The CONSULTANT shall at all times be in compliance with the requirements of the Federal Americans With Disabilities Act (Public Law 101- 336) which prohibits discrimination on the basis of disability by public entities. The CONSULTANT agrees to post in conspicuous places available to employees and applicants for employment any notices provided by the CITY setting forth the provisions of this non-discrimination clause.
15. N otice. All notices required by this Agreement shall be given to the CITY and CONSULTANT in writing, by first class mail, postage prepaid, addressed as follows:
CITY: City of San Carlos
600 Elm Street
San Carlos, CA 94070
Attention: ____________________
CONSULTANT: _ ___________________________
(Fill in CONSULTANT Name, Address, Phone
Number, and Project Manager for
CONSULTANT)
16. Non-Assignment. This Agreement is not assignable either in whole or in part.
17. Amendments. This Agreement may be amended or modified only by written agreement signed by both parties.
18. Business Registration. VENDOR agrees to comply with Chapter 5.04 of the Municipal Code and pay all fees required to be paid.
19. Validity. The invalidity in whole or in part of any provision of thi s Agreement shall not void or affect the validity of any other provision of this Agreement.
20. Governing Law. This Agreement shall be governed by the laws of the State of California and any suit or action initiated by either party shall be brought in the County of San Mateo, California. In the event of litigation between the parties hereto to enforce any provision of the Agreement, the unsuccessful party will pay the reasonable attorney’s fees and expenses of litigation of the successful party.
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Agreement for Professional Services 9 Revised 04/08/2022
21. Mediation. Should any dispute arise out of this Agreement , the parties shall meet in mediation and attempt to reach a resolution with the assistance of a mutually acceptable mediator. Neither party shall be permitted to file legal action without first meeti ng in mediation and making a good faith attempt to reach a mediated resolution. The costs of the mediator, if any, shall be paid equally by the parties. If a mediated settlement is reached neither party shall be deemed the prevailing party for purposes of the settlement and each party shall bear its own legal costs. If a party refuses or fails to participate in mediation in good faith prior to filing a lawsuit, then that party shall be barred from recovery of attorneys fees and costs of suit.
22. Conflict of Interest. CONSULTANT may serve other clients, but none who are active within the City of San Carlos or who conduct business that would place CONSULTANT in a "conflict of interest" as that term is defined in State law.
23. Entire Agreement . Each party acknowledges that this agreement, the exhibits hereto, and the documents incorporated by reference herein constitute the complete agreement and exclusive statement of the terms and conditions between the parties, which supersedes and merges all prior proposals, understandings and all other agreements, verbal and written, between the parties relating to the subject matter of this agreement. This agreement may not be modified or altered except by written instrument duly executed by both parties.
[SIGNATURE PAGE TO FOLLOW]
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CITY COUNCIL
STAFF REPORT
MEETING DATE: September 12, 2022
ITEM TITLE: Adopt Ordinance 1588 Amending Ordinance 1240 for the Planned Development Zoning District for the Property Located at 1087 Old County Road (APN 046-184-270).
RECOMMENDATION:
Staff recommends that the City Council adopt Ordinance 1588 amending Ordinance 1240 for the Planned Development (“PD”) 12 Zoning District to permit the division of space located at 1087 Old County Road (APN 046-184-270).
FISCAL IMPLICATIONS:
None for this action.
BACKGROUND:
History of Subject Location
Ordinance 1240, adopted in 1998, provided Plan of Development for the construction of one retail building at 1087 Old County Road (subject site). The Ordinance established development standards and compliance with the Planned Community Zoning Regulations. A Conditional Use Permit and Architectural Review was required for the new 18,560 square foot (sf) building. The Planning Commission adopted a resolution prohibiting the division of space in conformance with 1991 East Side Specific Plan which prohibited spaces less than 25,000 sf. The East Side Specific Plan retired with the General Plan adoption in 2009.
Michael Lockhart of Advance Auto Parts (“Applicant”), requests that the City amend the Planned Development Zoning-12 (PD-12) zoning Ordinance 1240 to permit internal building division of space allowing multiple tenants. The building is owned by Pep Boys Service which will retain space in the building but focus on automotive repair and service, and the Applicant is a potential lessee that would conduct automotive parts sales.
June 20, 2022 Planning Commission Meeting
The developer requests an amendment to the Planned Development Ordinance to divide the space to allow multiple smaller lessees. On June 20, 2020, the Planning Commission conducted a public hearing and held a discussion in which Commissioners supported the division of space and the allowance of additional uses. Afterwards, the Planning Commission unanimously adopted a resolution recommending the City Council amend Ordinance 1240.
August 22, 2022 City Council Meeting
On August 22, 2022, the City Council conducted a public hearing and voted unanimously to introduce Ordinance 1588, which would allow for the division of the space to allow for multiple
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tenants.
Project Summary & Amendments
The Applicant seeks to amend the PD-12 regulation to clarify that the division of space is permitted for use by multiple tenants. The Applicant would maintain the existing footprint (with the exception of signage and minor exterior changes) and elevations and construct interior partitions to include an additional commercial tenant.
ANALYSIS:
When Ordinance 1240 was originally adopted, the City sought to reduce any negative impacts to downtown businesses and to promote regional retail in the area on Old County Road between Brittan Avenue and Howard Avenue. Based on a review of all documents associated with the overall development of the site, staff has determined that the building was intended to be permitted for use by a single tenant.
The proposed amendment to the Planned Development zoning regulation would only allow the building at 1087 Old County Road to be partitioned.
The Development Standards approved within Ordinance 1240 do not specifically limit division of the building. However, at the time of approval, the Planning Commission had adopted a resolution maintaining that the building located at 1087 Old County Road be approved for single use retail and prohibited the division of space for use by multiple tenants. Staff recommend clarifying in PD- 12 that division of space is permitted for use by multiple tenants.
The Development Standards approved within Ordinance 1240 are shown below with the proposed addition indicated with underlined text.
1. Setbacks for the building shall be a minimum of 25’ from the top of the creek bank 50’ from Brittan Avenue and 100’ from Old County Road. Height shall be limited to no more than 50’ with lot coverage not to exceed 20% for buildings. Only parking as shown on the Plan of Development shall be permitted within the creek setback.
2. Compliance shall be maintained with the Planned Community Zoning Regulations specified in the San Carlos Municipal Code. A Conditional Use Permit and Architectural Review shall be completed prior to submittal of building permits.
3. The proposed development shall secure and keep active a building permit no later than two (2) years from the effective adoption date of this Plan of Development. If the building permit is not secured and kept active this Ordinance shall expire.
4. The project construction frontage improvements and site improvements shall comply with all requirements of the Building Department, Public Works Department, Fire Department and Police Department. Fire Department access to the site and building shall be maintained at all times.
5. The signage for the project shall not exceed 260 square feet. Proposed sign plans and the revised monument sign design and placement are approved.
6. Compliance shall be maintained with National Pollution Discharge Elimination System (NPDES) requirements both for construction and ongoing operations of the project.
7. A minimum of one parking space for each 300 square feet of building area shall be maintained for the retail development and one parking space shall be maintained for each 200 square feet for the service bays.
8. Improvements and dedications on Old County Road shall occur in accordance with specifications approved by the City Engineer and City Council. The traffic signal shall be
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moved at the expense of the applicant.
9. Construction of all frontage improvements including curb gutter and sidewalk and driveway approaches shall be constructed or reconstructed to the satisfaction of the City of San Carlos Public Works Director.
10. Outdoor storage displays and sales shall be prohibited on the site. Compliance shall be maintained with the performance standards in the PM zoning, the Sign Ordinance, and other applicable Municipal Code requirements.
11. The applicant and contractor shall comply with all mitigation measures identified in the environmental review documents.
12. Division of space to allow multiple tenants is permitted.
Environmental Review
This project is exempt from the provisions of the California Environmental Quality Act (CEQA) based on Section 15301 which exempts existing facilities. Specifically, Section 15301 (a) states that “interior or exterior alterations involving such things as interior partitions, plumbing, and electrical conveyances.”
ALTERNATIVES:
The alternatives available to the City Council include:
1. Adopt Ordinance 1588 amending Ordinance 1240 for the Planned Development Zoning District; or
2. Do not adopt Ordinance 1588; or
3. Provide staff with alternative direction
Respectfully submitted by:
Al Savay, Community Development Director
Approved for submission by:
___________________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1.Ordinance 1588 with Exhibit A
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ORDINANCE NO 1588
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS AMENDING ORDINANCE 1240 FOR THE PLANNED DEVELOPMENT (PD) ZONING DISTRICT FOR THE PROPERTY LOCATED AT 1087 OLD COUNTY ROAD (APN 046-184-270).
___________________________________________________________________________
RECITALS
WHEREAS, by Ordinance 1240, adopted on February 9, 1998, the City Council amended the Zoning Map to designate 1087 Old County Road Planned Development (PD) – 12 Zoning District and adopted the associated Plan of Development; and WHEREAS, Michael Lockhart filed an application for approval of an amendment to the Planned Development (PD) Zoning District; and
WHEREAS, the associated Plan of Development shall be maintained; and WHEREAS, the amendment to the Planned Development permits the division of space for use by multiple tenants; and
WHEREAS, an analysis of the proposed revisions has been conducted and it has been determined that subsequent analysis is not required under California Environmental Quality Act (CEQA) Guidelines Section 15301(a); and
WHEREAS, the Planning Commission conducted a duly noticed public hearing to consider all evidence presented both orally and in writing on June 20, 2022 and recommended approval of the proposed amended by a 5:0 vote; and
WHEREAS, the City Council conducted a duly noticed public hearing on amendments to the San Carlos Zoning Ordinance to hear and consider all comments of all persons interested in or concerned with a proposed amendment to the Planned Development plan on August 22, 2022 in consideration of adoption of this Ordinance.
NOW, THEREFORE BE IT RESOLVED by the City Council of the City of San Carlos does ordain as follows:
SECTION 1. The Development Standards of Ordinance 1240 is amended by adding text as show in underline (example).
Development Standards
1.Setbacks for the building shall be a minimum of 25’ from the top of the creek bank 50’ from Brittan Avenue and 100’ from Old County Road. Height shall be limited to no more than 50’ with lot coverage not to exceed 20% for buildings. Only parking as shown on the Plan of Development shall be permitted within the creek setback.
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2.Compliance shall be maintained with the Planned Community Zoning Regulations specified in the San Carlos Municipal Code. A Conditional Use Permit and Architectural Review shall be completed prior to submittal of building permits.
3.The proposed development shall secure and keep active a building permit no later than two (2) years from the effective adoption date of this Plan of Development. If the building permit is not secured and kept active this Ordinance shall expire.
4.The project construction frontage improvements and site improvements shall comply with all requirements of the Building Department, Public Works Department, Fire Department and Police Department. Fire Department access to the site and building shall be maintained at all times.
5.The signage for the project shall not exceed 260 square feet. Proposed sign plans and the revised monument sign design and placement are approved.
6.Compliance shall be maintained with National Pollution Discharge Elimination System (NPDES) requirements both for construction and ongoing operations of the project.
7.A minimum of one parking space for each 300 square feet of building area shall be maintained for the retail development and one parking space shall be maintained for each 200 square feet for the service bays.
8.Improvements and dedications on Old County Road shall occur in accordance with specifications approved by the City Engineer and City Council. The traffic signal shall be moved at the expense of the applicant.
9.Construction of all frontage improvements including curb gutter and sidewalk and driveway approaches shall be constructed or reconstructed to the satisfaction of the City of San Carlos Public Works Director.
10.Outdoor storage displays and sales shall be prohibited on the site. Compliance shall be maintained with the performance standards in the PM zoning, the Sign Ordinance, and other applicable Municipal Code requirements.
11.The applicant and contractor shall comply with all mitigation measures identified in the environmental review documents.
12.Division of space to allow multiple tenants is permitted.
SECTION 2. Severability. That the City Council hereby declares that it would have passed this Ordinance sentence by sentence, paragraph by paragraph, and section by section and does hereby declare that any provisions on this Ordinance are severable and if for any reason any sentence paragraph or section of this Ordinance shall be held invalid such decision shall not effect the validity of the remaining parts of this Ordinance.
SECTION 3. Publication. This Ordinance shall be published and posted according to law and shall take effect and be in force from and after thirty (30) days after its passage and adoption. ****
I, City Clerk Crystal Mui, hereby certify that the foregoing Ordinance was introduced on the 22nd day of August, 2022 and passed and adopted as an Ordinance of the City Council of the City of San Carlos at a regular meeting thereof held on the 12 th day of September 2022 by the following vote:
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AYES, COUNCIL MEMBERS: _______________________________________________ NOES, COUNCIL MEMBERS: ________________________________________________ ABSENT, COUNCIL MEMBERS: _______________________________________________
__________________________________
CITY CLERK of the City of San Carlos
APPROVED:
_____________________________
MAYOR of the City of San Carlos
Exhibit A: Findings for Adoption
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Exhibit A
Findings for Adoption
A.The proposed development is consistent with the General Plan and any applicable specific plan, including the density and intensity limitations that apply.
Basis for finding: The project is supported by the following General Plan goals and policies:
Goal LU-3: promote connectivity and provide retail and services within walking distance of home and employment centers.
Goal LU-5: support and maintain land uses that contribute to a vibrant and resilient local economy and support the fiscal well-being of the City. Goal LU-6: strengthen the economic vitality of the East Side of the city by encouraging a diversity of commercial uses while protecting and preserving existing industrial uses.
B.The subject site is physically suitable for the type and intensity of the land use being proposed.
Basis for finding: There is adequate parking, circulation and landscaping for the expanded land uses at the site. The building as designed is suitable for the proposed land uses at the site with minor interior modifications subject to compliance with adopted building codes. The intensity of use and square-footage of the uses is not proposed to change.
C.Adequate transportation facilities and public services exist or will be provided in accord with the conditions of PD plan approval, to serve the proposed development; and the approval of the proposed development will not result in a reduction of traffic levels of service or public services so as to be a detriment to public health, safety, or welfare.
Basis for finding: The site was designed to accommodate retail uses. Allowing more than one tenant within the existing square footage of the building would not expand the need for transportation facilities or public services and the traffic levels would be similar. The building will be partitioned so that 10,244 square feet (sf) of the existing 18,560 ft building will be operated by a separate retail tenant. The sales area of the retail portion of the building open to the public will be 2,961 sf. The remaining 8,316 sf will remain as a separate automotive repair and service center.
D.The proposed development will not have a substantial adverse effect on surrounding land uses and will be compatible with the existing and planned land use character of the surrounding area.
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Basis for finding: As noted above, the site was designed to accommodate retail uses and additional tenants would not have a substantial adverse effect on the surrounding land uses and would be compatible with the existing and planned land use character of the area.
E.The development generally complies with applicable adopted design guidelines.
Basis for finding: The site is governed by the Plan of Development plan. No exterior changes are proposed.
F.The proposed development is demonstratively superior to the development that could occur under the standards applicable to the underlying base district, and will achieve superior community design, environmental preservation and/or substantial public benefit.
In making this determination, the following factors shall be considered:
1.Appropriateness of the use(s) at the proposed location.
2.The mix of uses, housing types, and housing price levels.
3.Provision of units affordable to persons and families of low and moderate income or to lower income households.
4.Provision of infrastructure improvements.
5.Provision of open space.
6.Compatibility of uses within the development area.
7.Creativity in design and use of land.
8.Quality of design, and adequacy of light and air to the interior spaces of the buildings.
9.Overall contribution to the enhancement of neighborhood character and the environment of San Carlos in the long term.
Basis for finding: The ability to partition the building provides greater flexibility to have additional tenants of the site and enhance the economic vitality of the area. There is no change in use and is consistent with the previously approved Planned Development Plan. No changes are proposed to the exterior of the building or the site.
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CITY COUNCIL
STAFF REPORT
MEETING DATE: September 12, 2022
ITEM TITLE: Receive a Report and Provide Direction on Proposed Traffic Calming Measures in the Greater East San Carlos Neighborhood.
RECOMMENDATION:
Staff recommends that the City Council receive a report and provide direction on proposed traffic calming measures in the Greater East San Carlos (“GESC”) Neighborhood.
FISCAL IMPLICATIONS:
None at this time. Based on recommendations from the City Council, if additional funds are needed, they will be requested in a future report.
BACKGROUND:
GESC Neighborhood’s Proposal.
The GESC Neighborhood in San Carlos refers to the residential area bounded by Holly Street (north), Terminal Way (south), Old County Road (west), and Industrial Road (east). See Attachment 1. The areas including and immediately surrounding the GESC Neighborhood are zoned as RS-6 Single Family, MU-N Neighborhood Mixed Use, PD-5 Planned Development and IH Heavy Industrial. Several development projects are either planned or currently under development east and south of the GESC Neighborhood as part of the East Side Innovation District Plan.
During the past year and a half, representatives from the GESC Neighborhood presented to the former Transportation and Circulation (T&C) Commission on September 21, 2021 and March 15, 2022, met with City staff on March 3, 2022, and presented to the City Council on May 9, 2022. At each of these meetings, representatives from the GESC Neighborhood expressed concern that future development would exacerbate existing traffic concerns, including cut-through traffic, in their neighborhood.
In order to address current and anticipated traffic issues in their neighborhood, GESC Neighborhood representatives have proposed that the City erect partial and/or complete closure barriers to traffic ingress from Old County and Industrial Roads onto McCue Avenue, Cherry, Montgomery, and Hall Streets. See Attachment 2. According to their proposal, residents of these four streets would enter their streets from Bayport Avenue, which would still be accessible from E. San Carlos Avenue and Terminal Way. Furthermore, they proposed that egress from McCue Avenue, Cherry, Montgomery, and Hall Streets onto Industrial Road or Old County Road still be permissible.
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In the May 9, 2022 staff report to the City Council, staff analyzed the GESC Neighborhood’s proposal and recommended against partial or complete street closures in the GESC Neighborhood due to safety and logistical concerns. See Attachment 3 for the May 9, 2022 staff report for the full discussion. At the close of its discussion on this item, the City Council directed staff to (1) expand the study area to include other potentially impacted residents and businesses on E. San Carlos Avenue, Bayport Avenue, Bayport Court, Hall Street, Terminal Way, and Tanklage Road, (2) conduct more public outreach to consider other possible solutions to traffic concerns in the neighborhood, and (3) study other cities’ solutions.
Recent Community Engagement.
Per City Council’s direction, staff mailed postcards to 250 residents and 134 businesses on McCue Avenue, E. San Carlos Avenue, Montgomery Street, Terminal Way, Tanklage Road, Cherry Street, Hall Street, Bayport Court, and Bayport Avenue inviting them to attend two in- person and one Zoom meeting in June. Per feedback received from residents before the first meeting, staff added an additional Zoom meeting in July. This additional meeting was advertised in the Council Newsletter, the first three community meetings in June, and a specially created webpage for this initiative at www.cityofsancarlos.org/GESCstreets.
The meetings were led by an outside facilitator and attended by a third-party traffic engineer from W-Trans that conducted a traffic count study for the area. A total of 24 individuals attended across all four meetings. For the first two meetings, the facilitator focused heavily on working with the attendees to identify and discuss their issues and concerns. The last two meetings were designed to identify a list of possible solutions to address the traffic concerns and to discuss possible advantages and disadvantages of each. A detailed summary of all information collected from both meetings was shared online at www.cityofsancarlos.org/GESCstreets immediately following the meetings.
The concerns and issues raised by the meeting participants were summarized into four distinct goals that would guide any actions going forward: (1) limit cut-through traffic, (2) increase safety, (3) slow traffic, and (4) ensure certain streets are not disproportionately impacted with the implementation of any solutions. When asked what specific concerns residents had related to cut-through traffic, participants expressed that cut-through drivers tended to speed more, risk safety more, and negatively impact the residential character and quality of the neighborhood.
With regard to the fourth goal to ensure certain streets are not disproportionately impacted, at least one resident who lives at the corner of E. San Carlos Ave and Industrial Road expressed concern that any traffic mitigation along the primarily residential streets would increase traffic flow to her location. As a grandmother and guardian of her five year old grandchild, she expressed her appreciation for the City’s effort but expressed her concerns about walking her grandchild to school and asked that the residential needs at this intersection not be “forgotten”. In addition, business representatives also attended these meetings and expressed concerns about additional overflow traffic on the primarily commercial streets such as Terminal Way.
At the third and fourth community meetings, participants identified possible solutions to achieve the four goals identified above and discussed the advantages and disadvantages of each. The approximately 21 goals identified are included in Attachment 4, “Summary of Possible Traffic Solutions for GESC Neighborhood”. Most of the proposed solutions align with the Level 1 and
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Level 2 tools listed in the City’s Neighborhood Traffic Management Program available at:
https://www.cityofsancarlos.org/home/showpublisheddocument/1225/636542097955870000.
Some examples of the proposed solutions include crosswalks, signage, speed bumps/humps, tables, and bulb-outs (also known as curb extensions). Other suggestions include partial or complete closure of streets, electronic signage, children playing signs, traffic signals, and converting some streets into one-way streets.
During these meetings, staff and the traffic consultant also explained which measures would require detailed studies, including warrant studies, and whether certain types of signage would be enforceable. For example, a speed limit sign that is implemented after a warrant study is conducted and approved is enforceable. However, a children at play sign is not something a City would normally implement as a solution, nor is it enforceable. Furthermore, participants used the opportunity to express that they wouldn’t want all of the possible solutions implemented. Staff assured participants that the summary of possible solutions was intended to serve as a “menu of options” rather than a list of all actions that would be taken. Many participants expressed concern that too many signs and changes such as electronic signs were unattractive and would impact the residential look, feel, and character of their neighborhood.
After the four community meetings were conducted, representatives from the GESC Neighborhood sent two letters to the City Council proposing a different solution that was not previously discussed. They suggested that the City erect pylons and post signage indicating a Slow Streets Program on the residential streets similar to the program implemented by Redwood City. They further suggested that such as solution would be an acceptable alternative to their original request to implement partial or complete street closures.
ANALYSIS:
Staff recommends that the City implement Slow Streets measures at the eight intersections along Old County and Industrial Roads at McCue Avenue, Cherry Street, Montgomery Street, and Hall Street. The measure would include pylons and signage stating “local traffic only” similar to that depicted in Attachment 5. There are several benefits to this proposed solution. First, representatives from the GESC Neighborhood have already expressed their willingness to adopt this measure as a suitable alternative to partial or complete street closures. Second, information gathered from the City of Redwood City that implemented the solutions depicted in Attachment 5 in a nearby neighborhood, suggests that this solution is inexpensive, quickly implementable as it will not require warrant studies, and effective. Third, discussions with third party service providers and local safety officials have confirmed that there will be no significant logistical or safety issues presented by the pylons as they may be driven over by fire trucks and other services vehicles, if necessary. Recology’s General Manager also indicated that his drivers are familiar with Slow Streets Program improvements and know how to maneuver around the pylons making these improvements acceptable. Finally, this solution will help address three primary goals gleaned from the public engagement meetings: (1) limit cut-through traffic, (2) decrease speed, and (3) increase safety.
It is important to note that even though these measures will be implemented on one side of the street, traffic is still open to two-way traffic. Furthermore, these signs are not enforceable. This means that Sheriff’s Deputies will not be able to identify and ticket non-residential drivers who choose to ignore the pylons and signs.
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In addition to implementing the Slow Streets measures along the four residential streets, staff will implement other improvements such as adding and refreshing striping and street markings and adding signage. This will assist in the fourth goal to avoid a disproportionate number of vehicles queuing at the San Carlos Avenue and Industrial Road intersection.
However, with regard to the fourth goal to avoid a disproportionate impact to commercial streets such as Terminal Way, it should be noted that prohibiting through traffic on the four residential streets will increase vehicle trips on Terminal Way, Tanklage Road, E. San Carlos, and Bayport Avenue.
Finally, it is staff’s intent to measure the effectiveness of these measures in one year. During the community engagement meetings, participants expressed their unwillingness to accept the findings of W-Trans’ cut-through analysis (see Attachment 6). While W-Trans’ consultant explained the methodology of the study which used pre-pandemic cell phone data, he also clarified that the study did not collect cut-through traffic that zigzagged through the GESC neighborhood. For example, a vehicle that cut to directly to Industrial Road from Old County Road, traversing one street such as Cherry Street, would be counted. However, a vehicle that cut from Old County Road to Cherry Street, then up Bayport Avenue to Montgomery Street and out to Industrial Road, or “zigzagged”, would not be counted. W-Trans’ has since worked with staff to identify an alternative traffic count methodology. A traffic count baseline will be established using the new methodology prior to implementing any of the proposed solutions. The effectiveness of these proposed solutions will be measured one year later.
ALTERNATIVES:
The alternatives available to the City Council include:
1.Provide direction to implement Slow Streets measures at the eight intersections along Old County and Industrial Roads at McCue Avenue, and Cherry, Montgomery, and Hall Streets and measure the effectiveness of these measures in one year; or
2.Provide staff with alternative direction.
Respectfully submitted by:
Steven Machida, Public Works Director
Approved for submission by:
________________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Map from East Side Innovation District Vision Plan
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2. Map of GESC's Proposal
3. Staff Report 5.9.22
4. Summary of Possible Traffic Solutions for GESC Neighborhood
5. Images of GESC-Proposed Slow Street Solutions
6. Cut-Through Traffic Analysis in East San Carlos
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Attachment 1
Image taken from East Side Innovation District Vision Plan Approved October 25, 2021
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Attachment 2 – Map of GESC’s Proposal to Close Access to Four Streets
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CITY COUNCIL
STAFF REPORT
MEETING DATE: May 9, 2022
ITEM TITLE: Discuss and Provide Direction on the Potential Partial Street Closures of McCue Avenue, Montgomery Street, Cherry Street and Hall Street in the Greater East San Carlos Neighborhood.
RECOMMENDATION:
Staff recommends that the City Council r eceive a report and provide direction on whether to implement partial street closures of McCue Avenue, and Montgomery, Cherry, and Hall Streets in the Greater East San Carlos Neighborhood (“GESC”).
FISCAL IMPLICATIONS:
None at this time.
BACKGROUND:
In prior years, the GESC requested traffic calming measures to be implemented on City streets citing the following concerns: increased speeding , drivers not obeying traffic signs , and cu t- through t raffic. In response, t he City attempted to reduce speeding by constructing curb extensions or bulbouts at the intersections of Industrial Road at Cherry, Montgomery, and Hall Streets. In addition, the City installed s top signs on McCue Avenue and Cherry, Montgomery, and Hall Streets at Bayport Avenue. According to the GESC, these traffic devices have not made a difference in calming traffic. Furthermore, the GESC has expressed concern that cut- through traffic will be exacerbated as the new development occ urs in East San Carlos.
Therefore, in preparation for the increased level of traffic due to these developments, the GESC requests partial closure of the entrances onto McCue Avenue and Cherry, Montgomery, and Hall Streets from Old County and Industrial Ro ads. Residents may access their streets using East San Carlos Avenue, Terminal Way, or Tanklage Road and then tak e Bayport Avenue to their respective streets. When the residents wish to leave their neighborhood, they will be able to exit onto Old County and Industrial Roads as they do now.
Staff met with the GESC to discuss their various closure proposals including the use of landscape planters, temporary fencing, A -frame barricades, and K -rail/water barriers. Even though the use of these barriers w ere to be part of a temporary pilot, staff informed the GESC that any barrier used must meet street closure standards . The K-rail/water barrier concept was selected.
The Transportation and Circulation Commission (“T&C”) learned of the GESC’s request at its
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2 September 21, 2021 meeting. Although some Commissioners supported conducting a pilot, the consensus of the Commission was to have the GESC apply for a formal request consistent with the City’s adopted Neighborhood Traffic Management Plan (“NTMP”) process.
The GESC submitted its application along with signed petitions from the local residents. Staff presented this item to the T&C at its March 15, 2022 meeting. At that meeting, staff invited the Fire and Police Chiefs to provide their input on the proposed partial street closures. The Police Chief shared that partial street closures would affect emergency response times to the area , create additional enforcement challenges , and impact traffic on other local streets. The Fire Chief also expressed concern about emergency response times and emphasized that the K - rail/water barriers would impede fire hose “pull” and emergency vehicle staging on the impacted streets. However, the issues related to K -rail/water barriers could be eliminated by using mountable curbs instead.
Based on what was described by the Fire Chief, the T&C recommended that the GESC’s partial street closures request be forwarded to the City Council for consideration.
ANALYSIS:
Before bringing this item for City Council co nsideration, staff wanted to understand how partial street closures would affect solid and recycled waste collection, as well as t he collection and delivery of U.S. Mail. Staff contacted both Recology and the U.S. Postal Service to obtain their input and c omments. Staff also determined that there are other affected service providers . A partial list is shown below.
Amazon, UPS, FedEx, DHL
Utility companies
Food delivery services
Ride share services
Landscaping, contractors, debris bin, temporary storage
Recology, San Carlos
Staff contacted the General Manager of Recology Evan Boyd. Mr. Boyd stated that the partial street closures would present a challenge for their collection efforts and would create some unintended consequences for the residents. Some of his concerns follow:
Due to the narrow nature of the streets and with cars parked on either side of the street, the collection vehicles would have to back -out of the entire length of each block where ingress is prohibited . Backing -out is a maneuver that is performed on a daily basis .
However, Recology drivers are instructed to avoid backing maneuvers whenever possible since over 75% of accidents in the waste industry are related to backing .
Backing is a dangerous maneuver for garbage trucks due to t he truck size and the vehicle’s inherent blind spots. Coupled with the issue of narrow streets lined with parked cars, the safety hazards escalate.
Automated collection vehicles only collect from one side of the vehicle. The collection vehicles will pass down the street traveling from east to west to collect one side of the street and then will make another pass entering from the opposite direction to collect from the other side of the street. With the proposed partial street closure, collection vehicles would collect waste from one side of the street, back out of the street, and back
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3 down the same street to collect on the opposite side of the street. The truck could essentially pass a residence four times versus the two times that is required currently.
This would defeat the purpose of automated collection service and increase the amount of time that waste collection vehicles are in this neighborhood. It should also be noted that the above scenario is for one collection vehicle. The current collection program uses three separate trucks (i.e., garbage, recycling, and organics) to collect material at one residence. Therefore, waste collection trucks may pass one residence 12 times on waste collection day.
By law, waste collection vehicles are required to have audible back up alarms. They are an important safety feature but can also create a noise nuisance when backing long distances or performing multiple backing maneuvers repeatedly. The proposed street closures require a number of backing maneuvers and the d istance of those backing maneuvers is substantial. The blocks west of Bayport Avenue are approximately 450 feet in length and the blocks east of Bayport Avenue are 750 feet in length. This equates to a distance of 4,800 feet times three trucks or 14,400 feet each week with the audible back up alarms sounding when no backing maneuvers are required for residential collection in these areas currently.
U.S. Mail, San Carlos
Staff spoke with the San Carlos Postmaster, Lily Wong -Lin. Ms. Wong-Lin indicated th at the mail carrier for the area in question parks their truck on Bayport Avenue and hand carries the mail to each individual home on the block. At the completion of the block, the carrier returns to the truck and drives down the street to deliver p ackages or bulky items to the houses . This process would be repeated on each leg of the streets.
Ms. Wong-Lin shared that she expects the mail carrier would take longer to deliver the mail with the partial street closures in place . If the partial street closur e were to be implemented, she would recommend that home mail delivery be replaced with gang mailboxes installed end of the streets.
Street Sweeping
The City sweeps the streets in the GESC on the first and third Wednesday of each month.
Similar to a wa ste collection truck, a street sweeper is not very maneuverable and the vehicle has blind spots. The driver will try to accomplish three point turn s if space is available but backing down the street may be necessary.
Public Traffic
Implementing a partial closure at Old County Road at McCue Avenue, Montgomery, and Cherry Streets will require the closure to be set back away from the intersections to allow the commercial properties to access their driveways , the back of their buildings , and their parking lots. “No Through Traffic” signs would be posted at the intersections.
Since through traffic will not be allowed, drivers turning down these streets will need to perform a three point turn and return back to Old County Road. For vehicles with trailers or vehicles with long wheelbases, completing a three point turn may not be feasible. In this instance the drivers are more likely to utilize the driveways and encroach into private property causing conflicts with the property owners.
Conclusion
As a part of the Alexandria project, a traffic study was scoped to analyze cut -through traffic
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4 throughout the GESC. The preliminary results from the traffic modeling software show that while there is cut -through traffic in the neighborhood the percentage of cut-through traffic is not very high. The traffic consultant is refining and calibrating the traffic model to get the final result. In addition to the quantitative analysis, the consultant will apply a methodology to measure whether the increase in local street traffic is perceptible to a resident on that street.
Although staff sympathizes with the concerns of the GESC and the potential for future cut - through traffic, adding partial street closures to McCue Avenue, and Cherry, Montgomery, and Hall Stree ts may be premature since traffic studies do not suggest that cut-through traffic is significant at this time.
The City Manager, Public Works Director and Police Chief do not recommend installing the requested partial street closures or any traffic calming measures at this time. The amount of cut-through traffic does not necessitate adding the closures, but if the closures are added it will create the following:
Enforcement challenges for the Sheriff’s Office to monitor; Safety concerns of the garbage trucks backing down the streets; Increase the number of trips on other streets while reducing the number of trips on the identified streets;
Encourage breaking the law when drivers deviate to the wrong side of the road to avoid a turnaround;
Driver confusion of the partial closures;
Drivers encroaching onto private properties to complete a turnaround; Increase gas emissions from all vehicles;
Garbage trucks circulating multiple times during their collection routes; Increase back up alarm noise in the neighborhood;
Increase emergency response time; and
Sets a precedent establishing closures in other neighborhoods.
If the Council wishes to further examine this proposal, staff would conduct a neighborhood community meeting to discuss the proposal challenges to ascertain the neighborhood buy in of the improvements and that they are willing to accept the consequences.
Respectfully submitted by:
Steven Machida,
Public Works Director
Approved for submission by:
_________________________
Jeff Maltbie, City Manager
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Summary of Possible Traffic Solutions for GESC Neighborhood Collected at 6/30/22 and 7/12/22 Community Meetings Possible Solutions Goal addressed Ease of
implementation
Advantage Disadvantage Notes
Physical changes
1 Paint/Repaint crosswalks Increases safety. Slows
traffic.
Easy Reflective (thermoplastic) paint is
highly visible. Functions as a
"visual cue" to drivers. Change
size of pedestrian crossing to
make it more visible and notify
traffic where to stop.
Temporary surfacing on streets isnt in great shape.
Would make sense to do this after street condition is
improved.
Signage WITH the crosswalks has potential to
be even more effective
2 Curb ramps Increases safety. Medium Provides accessibility for people with limited mobility.
Some have a rubberized coating or texture or
composite that are not uniform. Standards change
regularly, so we may have outdated material on our
curb ramps that will require fixing.
Ramps don't necessarily reduce speed but
accessibility is important and this will increase
safety. Bumps on ramps are required per ADA
requirements. Maybe add rainbow stripes.
One suggestion was to NOT bring this forward
to Council because it's not necessary part of
this project and something the City should be
doing anyway throughout the city.
3 Curb extensions (bulb outs) at Bayport.
(This is higher priority than bulbouts at
streets listed below in line 4)
Slow traffic. Increases
safety. Limits cut through
traffic.
Medium Curb extensions slow traffic
making turns. Makes the
pedestrian crossing area shorter.
Can also add short trees/shrubs.
Contributes to narrower streets
that are already narrow.
Forces bikes into street. Takes away parking spaces
on Bayport. Contributes to narrower streets that are
already narrow. (This might also be considered an
advantage depending on perspective). On some
streets (e.g. McCue), traffic isn't considered fast, and this might contribute to more congestion.
Bulb outs can be made safer by making them
more visible at night and adding area for safe
bike passage. Consider improving design of
existing bulb outs.
4 Curb extensions at McCue, Hall, Cherry
and Montgomery closer to Old County and
Industrial
Slow traffic. Increases
safety. Limits cut through
traffic.
Medium Curb extensions slow traffic
making turns. Makes the
pedestrian crossing area shorter.
Can also add short trees/shrubs.
There are ways to do curb extensions that
won't impact parking as in the case of
Bayport. For locations close to Old County
which are commercial, put bulb outs past the
commercial buildings.
5 Speed bumps Limit cut through traffic.
Slow traffic. Increase
safety.
Easy, however, need
buy-in from residents
Can be designed for bikes and
emergency vehicles to go through
or around. Many different versions
to chose from: bumps,humps,
lumps, tables, divets. Rubberized
Speed bumps can be
implemented fairly quickly just to
try it out.
May divert cars to streets that don't have bumps. May
be less effective on industrial streets like East San
Carlos Ave because it's almost a one way street.
Won't benefit Bayport Ct. and McCue either. Possible
air quality and noise issues.
Must consider apply equally (think of
neighborhood as a whole) so they don't divert
traffic to streets with no bumps. This is
another possible solution that could benefit by
ALSO having another tool like signage
accompany it. Don't assume one bump per
street will do the trick. Make sure there are an
adequate number. Spacing is challenging.
Don't want to impact driveways. Need to have
them about 8 cars length apart.
6 Dips on Bayport. Some already exist. Add some at each intersection. If we do this, make sure they are
deep enough to change driver behavior.
These are actually designed for street
drainage, not traffic control
7 One way streets from Bayport to Old
County and Industrial
Limit cut through. Medium Would enable a bike lane to go in. Inconvenient, creates confusion and congestion. May increase traffic since cars know they won't have to
face oncoming traffic and move over. Another
perspective is that is actually increases cut through
traffic.
Traffic Signs
8 4-way stop signs at all Bayport
intersections
Limit cut through,
possibly. Increase safety.
Medium Stop signs are less expensive
than bulb outs.
Will require "Warrant Study". Stop signs effective for
stopping cars but not controlling speed.
Consider alternating with water drainage
placement.
Solutions highlighted in gray are proposed solutions that seemed the most popular or amenable to the most participants during the meetings. 1 of 3
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Summary of Possible Traffic Solutions for GESC Neighborhood Collected at 6/30/22 and 7/12/22 Community Meetings Possible Solutions Goal addressed Ease of
implementation
Advantage Disadvantage Notes
9 Children playing signs Slow traffic. Increase
safety. Limit cut through.
Easy Possible effect on some drivers.
Let's people know it's a family
neighborhood.
Statistically not proven to slow traffic. Not a regulatory or enforceable traffic sign.
Check out signage in Alphabet Streets in
RWC. Look into whether the City would
consider putting these up since personal signs
cannot be placed in the public right of way.
10 Lower speed limit to 15 mph on residential
streets
Slow traffic. Increase
safety. Limits impacts to
all streets
Difficult Slows traffic. 7/12 meeting didn't
raise the issue of inconvenience.
Residents seem open to this.
Inconvenient for residents who live in neighborhood.
Will require "Warrant Study"
Depends on enforcement. Needs
enforcement.
11 Lower speed limits on Industrial. Slow traffic. Increase safety.
Difficult Slows traffic. Will require "Warrant Study" Already done on Old County. Needs enforcement.
12 Electronic signs posting cars' real time
speed
Easy Would benefit Industrial and Old
County possibly.
Neighborhood does not like electronic signs. If signs are similar to those at Holly Street, they wouldn't be liked. If they had a less
intrusive design they could be better.
13 Consider electronic signs on Old County
and Industrial
Slow traffic. Increases
safety.
Easy Addresses issue of not having
these signs in the neighborhood.
Increases safety for kids who walk
along Old County to get to school.
Effective with enforcement.
14 Limit turns at critical times and locations
with signs.
Limits cut through traffic. Easier than items
that require warrant
studies
Limits cut through traffic. Most
people follow signs. Not difficult to
implement.
Difficult to enforce. Impacts surrounding streets. Signs are easier to ignore than speed bumps, for example.
Turn signs require enforcement.
Must pick best times of day. Must apply to
everyone. Initially, considered applying to
non-residents only but there is no way to
enforce this so it would need to apply to
everyone - residents and non-residents.
Requires analysis and implementation OR
may use existing DOT traffic re: peak hours.
Per Traffic Engineer, time-of-day-restrictions
are not necessarily too difficult to implement.
Simplify by making ALL turns (versus right
turns only or left turns only) in either direction
illegal during commute times. Terminal,
Branston and Commercial are wide enough as
collector streets to have parking on both sides
of streets and two lanes of traffic pass.
15 Electronic sign with closures at certain
times of day
Do not like electronic signs. Closing streets creates
congestion.
16 No vehicles over (3 tons) on residential
streets. Commercial streets are
exempted.
Limits cut through traffic.
Slows traffic. Increases
safety.
Difficult due to range
of functions: moving,
construction,
Limits cut through traffic. Slows
traffic. Increases safety.
Need Amazon, FedEx and UPS. Most cars are 2 tons.
Need to define weight/height/type of prohibited trucks
better.
Tractor trailers at end of Cherry block the end
of the street which limits the ability of
residents to get in and out. Need to indicate
truck clearance or tag lines. Cherry,
Montgomery, Hall and McCue, currently have
signs but don't seem to be effective. These
are often deliveries to surrounding
businesses. Requires enforcement.
Traffic Signals
17 Signal lights on Industrial at Terminal. On
Old County at Terminal, Bransten, and
Commercial for a total of four.
Limits cut through. Slows
traffic.
Difficult Limits cut through. Slows traffic. Costly. One signal is $1M each. Need to think through spacing
Terminal and industrial could also benefit from
Rapid Flashing Beacon lights for safer
crossing
Street Closures
Solutions highlighted in gray are proposed solutions that seemed the most popular or amenable to the most participants during the meetings. 2 of 3
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Summary of Possible Traffic Solutions for GESC Neighborhood Collected at 6/30/22 and 7/12/22 Community Meetings Possible Solutions Goal addressed Ease of
implementation
Advantage Disadvantage Notes
18 Partial street closure at ends of Hall,
Cherry, Montgomery, and McCue Avenue
at both Industrial and Old County.
Residents can exit at these partially closed
ends but cannot enter
Limits cut through. Slows
traffic. Increase safety.
Medium. (Does not
require warrant
study).
Limits cut through. Slows traffic.
Increase safety. Simpler than
menu of several options (signs,
turns, speed regulation) that would
need to be enforced. Pilot is not
permanent, can be altered and
improved.
Will impact surrounding streets. As a collector streets, Terminal and E. San Carlos are classified as streets
that can handle more traffic. Increases traffic on
certain streets (E. San Carlos Ave, Bayport, Terminal).
Increases congestion. Not necessary because there is
a light on E San Carlos Ave and there is a hairpin turn from McCue that slows traffic. One person's comment.
Include/invite Recology in this
conversation.Terminal, Branston and
Commercial are wide enough as collector
streets to have parking on both sides of
streets and two lanes of traffic pass. Having
lights at these three streets would benefit this
solution to "train traffic". Consider making
collector streets wider by limiting parking on
these streets. Even pilots require
functional/feasibility/public safety (police &
fire) studies.
19 Create cul de sacs at end of each street at
Industrial if the plan to make Industrial one
lane each way is implemented
Medium Barring a partial street closure,
this is next best alternative.
20 Alternating one way streets Does not achieve any of
the four goals
Other Topics
26 Work with apps companies (like Waze) to
change recommendations to limit cut
through traffic
City can notify app companies of changes
such as speed bumps, partial closures, lights
etc.
Solutions highlighted in gray are proposed solutions that seemed the most popular or amenable to the most participants during the meetings. 3 of 3
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Attachment 5 – Example of Slow Streets Measures Proposed by GESC Neighborhood Representatives
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414 13th Street, 5th Floor Oakland, CA 94612 510.444.2600 w-trans.com SANTA ROSA • OAKLAND
Memorandum
Date: June 1, 2022 Project: SCA022
To: Ms. Grace Le, PE
City Engineer
City of San Carlos
From: Mark Spencer
mspencer
@w-trans.com
Kenny Jeong
[email protected]
Subject: East San Carlos Neighborhood Cut-Through Analysis
As requested, W-Trans has prepared an evaluation of select ed local residential streets located in East San Carlos for potential traffic intrusion into the neighborhood during peak commute period s as the result of the construction of a new life sciences campus. The purpose of this memorandum is to document the existing conditions and present the results of the evaluation.
Existing Conditions
According to the “San Carlos Cut-Through Analysis” by Kittelson & Associates (October 4, 2021), less than 2.5 percent of all trips traveling through the study area use one of the residential streets as a cut-through route. Of the residential roads, Montgomery Street was observed with the highest percentage of trips (0.3 percent of daily trips). As expected, East San Carlos Avenue has the highest measured pr oportion of cut-through trips which reflects its commercial character. In the project area, the proportion of cut-through trips using each local street is summarized in Table 1. A copy of the letter is attached.
Table 1 – Summary of Cut-Through Traffic Percent
Street
Percent
McCue Ave 0.2%
E. San Carlos Ave 1.4%
Montgomery St 0.3%
Cherry St 0.1%
Hall St 0.2%
Source: “San Carlos Cut-Through Analysis,” October 4, 2021 Project Description
The proposed project includes the construction of six life science office buildings, one community center, and two parking garages across several parcels in the East San Carlos neighborhood located between Old County Road, Industrial Road, Pulgas Creek and Commercial Street. The project would include three phases, as follows. Phase 1 of the project includes the construction of 516,962 square feet of life science office buildings. Phase 2 includes the construction of 457,509 square feet of life science office buildings, 4,500 square feet of retail, a 2,100 square-foot community center and a 9,443 square-foot day care center. Phase 3 includes the construction of 628,904 square feet of life science office buildings.
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The project is expected to generate an average of 5, 821 new daily trips upon completion of Phase 1, 13,378 new daily trips upon completion of Phase 2 and 19,532 new trips per day upon completion of Phase 3. Successful implementation of a Transportation Demand Management (TDM) program is anticipated to reduce the total number of trips by 20 percent. After the deductions for the TDM program, the project would be expected to generate 4,657 daily trips for Phase 1, 10,503 daily trips for Phase 2 and 15,254 daily trips for Phase 3.
Trip Generation
The anticipated trip generation for the proposed projec t was estimated using standard rates published by the Institute of Transportation Engineers (ITE) in Trip Generation Manual, 10th Edition, 2017. A review of standard trip generation rates for both “General Office Building” (Land Use #710) and “Research and Development Center” (Land Use #760) based on gross floor area was conducted for the proposed project based on its proposed use. For a conservative analysis, the daily trip generation rate for “Research and Development Center” and the peak hour trip generation rate for “G eneral Office Building” were applied to approximate the number of vehicle trips generated by the proposed project based on the proposed square footage. The trip generation was then split into the anticipated number of trips generated by each phase of the project.
Rates for “Convenience Market” (ITE LU #851) and “Day Care Center (ITE LU #565) were applied to the proposed retail space and day care facility, respectively. Daily trip rates for “Recreational Community Center” (ITE LU #495) and peak hour trip generation rates for “General Office Building” were applied to the proposed community center.
It was assumed that public usage of the proposed community center would occur outside of business hours, thus only the daily trip generation rate for “Recreational Community Center” was applied. The community center could serve as an ancillary space for the office use during business hours, including the a.m. and p.m. peak hours, therefore the peak hour rates for “General Office Building” were applied for this space.
Internal Capture Trips
The Trip Generation Manual also includes data and methodologies that can be applied to determine the proportion of internal trips that may occur within a development area that includes a variety of land uses. Internal trips occur at mixed-use developments, and in the case of the Alexandria Center for Life Science would consist of employees patronizing the retail space and day care center. These trips would be made by walking, and therefore would not affect the adjacent street network. The numbers of inte rnally captured trips for ea ch scenario we re estimated through use of a spreadsheet.
Diverted Link
Some portion of the traffic associated with the project would be drawn from existing traffic on nearby streets.
These vehicle trips are not considered "new," but are instead comprised of drivers who are already driving on the adjacent street network and choose to make an interim st op. These trips are referred to as “pass-by” if they originated on a street adjacent to the project site, and “diverted link” if the trip originated on a roadway near the project site but required a ch ange in routing to access the site. Th e percentage of these trips was based on information published by ITE for the “Day Care Center” la n d u s e . T h i s d a t a i n d i c ates that while a negligible percentage of trips would be considered pass-by, approximately 56 percent of driveway trips would be diverted link trips from nearby roads. These trips reflect drivers dropping off or picking up children on the way to or from work, shopping, or other locations. Therefore, a trip re duction factor of 56 percent was applied to the childcare- related trips.
Existing Buildings
Because the site is currently occupied by offices and ware housing space, the trip generation of the existing land uses was considered. Trip rates associated with “General Office Building” (ITE LU #710) and “Warehousing” (ITE LU#150) were applied to the existing buildings. During Ph ase 2 101,860 square feet of existing office space and
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2,369 square feet of warehousing would be demolished. Cumulatively for Phases 2 and 3, 181,812 square feet of office space and 50,256 square feet of warehousing would be demolished. Consequently, vehicle trips associated with these buildings to be razed were subtracted from the total trip generation.
Total Project Trip Generation
Based on these assumptions, Phase 1 of the proposed projec t is expected to generate an average of 5,821 daily trips, including 600 a.m. peak hour trips and 595 trips during the p.m. peak hour. The combined Phases 1 and 2 are expected to generate an average of 13,378 trips per day, including 1,183 a.m. peak hour trips and 1,260 p.m. peak hour trips. The combined Phases 1, 2, and 3 are expected to generate 19,532 daily trips, including 1,788 a.m. peak hour trips and 1,865 p.m. peak hour trips. These results are summarized in Table 2.
Table 2 – Trip Generation Summary
Land Use Units Daily AM Peak Hour PM Peak Hour
(ksf) Rate Trips Rate Trip s In Out Rate Trips In Out
P r o p o s e d ( P h a s e 1 )
Office 516.962 11.26 5,821 1.16 600 516 84 1.15 595 95 500 Proposed (Phases 1 and 2)
Office 974.471 11.26 10,967 1.16 1,140 980 160 1.15 1,130 180 950 Retail 4.500 762.28 3,430 62.54 281 141 140 49.11 221 113 108 Internal Capture -282 -168 -84 -84 -23 -11 -12
Comm Ctr 2.100 28.82 61 1.16 2 2 0 1.15 2 0 2
Day Care 9.443 47.62 450 11.00 104 55 49 11.12 105 49 56 Diverted Link -252 -58 -31 -27 -58 -27 -31
Phases 1 and 2 Subtotal 14,374 1,301 1,063 238 1,377 304 1,073 Existing (Phase 2)
Office -101.860 9.74 -992 1.16 -118 -102 -16 1.15 -117 -19 -98 Warehouse -2.369 1.74 -4 0.17 0 0 0 0.19 0 0 0
Phases 1 and 2 Total 13,378 1,183 961 222 1,260 285 975 Proposed (Phases 1, 2, and 3)
Office 1,603.375 11.26 18,054 1.16 1,860 1,600 260 1.15 1,844 295 1,549 Retail 4.500 762.28 3,430 62.54 281 141 140 49.11 221 113 108 Internal Capture -353 -181 -93 -88 -30 -12 -18
Comm Ctr 2.100 28.82 61 1.16 2 2 0 1.15 2 0 2
Day Care 9.443 47.62 450 11.00 104 55 49 11.12 105 49 56 Diverted Link -56% -252 -56% -58 -31 -27 -56% -58 -27 -31 Subtotal Phases 1, 2, and 3 21,390 2,008 1,674 334 2,084 418 1,666
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Table 2 – Trip Generation Summary
Land Use Units Daily AM Peak Hour PM Peak Hour
(ksf) Rate Trips Rate Trip s In Out Rate Trips In Out
Existing (Phases 2 and 3)
Office -181.812 9.74 -1,771 1.16 -211 -181 -30 1.15 -209 -33 -176 Warehouse -50.256 1.74 -87 0.17 9 -7 -2 0.19 -10 -3 -7 Total Phases 1, 2, and 3 19,532 1,788 1,486 302 1,865 382 1,483 Note: ksf = 1,000 square feet
Trip Distribution
It was assumed that a total of 2.5 percent of all projec t trips would use one of the local streets (McCue Avenue, East San Carlos Avenue, Montgomery St reet, Cherry Street and Hall Street) in the East San Carlos Neighborhood while traveling to or departing from the project. This assumption matches the documented existing travel pattern reported in the “San Carlos Cut-Through Analysis” tech nical memorandum. These trip s were then added to the no project volumes at each street to determine whether a residents’ perception of a change in daily traffic occurred.
Neighborhood Traffic Analysis
The potential effect of adding project-related traffic on residential streets near th e project site was evaluated based on the Traffic Infusion on Residential Environment (TIRE) index. The TIRE index is a tool that measures the residents’ perception of the effect of increased Average Daily Traffic (ADT) on residential streets. TIRE index values range from 0.0 to 5.0 depending on the da ily traffic volume. An index of 1.5 is the lowest value in the TIRE scale and represents fewer than 35 vehicle trips per day while 5.0 is the greatest , and indicates the poorest residential environment. A TIRE index of 3.0 represents the threshold at which the character of a residential street changes.
Residential streets with a TIRE index above this mid-rang e point of 3.0 typically exhibit higher traffic volumes, while streets with a TIRE index below 3.0 are usually mo re suitable for residential activities. The index was d e v e l o p e d b y D . K . G o o d r i c h , a n d r e f l e c t s r e s e a r c h c o n d u c t e d b y U n i v e r s i t y o f C a l i f o r n i a a t B e r k e l e y P r o f e s s o r Donald Appleyard with consideration of prior work by th e Ministry of Transport, England. According to this methodology, an impact occurs on the residential street when the difference in index between no project and project conditions is 0.10 or more. An abbreviated list of the TIRE indices is presented in Table 3, while the entire TIRE index table is attached.
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Table 3 – TIRE Index Table
Existing Volume Range
(Daily Volume)
TIRE Index Minimum Daily Volume Increase to
Produce +0.1 change in the TIRE Index
141-180 2.2 40
181-220 2.3 52
221-280 2.4 65
281-350 2.5 79
351-450 2.6 94
451-560 2.7 114
561-710 2.8 140
711-890 2.9 170
891-1,100 3.0 220
Reference: Goodrich Traffic Group
The average daily traffic (ADT) volume on several neighb orhood street segments was determined based on 24- hour machine counts conducted on Tuesday, May 24, 2022, a typical weekday while schools were in session. These counts were increased by an annual growth rate of on e percent to approximate the anticipated traffic demands for the years 2026 and 2028 due to the potential increase in traffic on these streets as a result of regional development. East San Carlos Avenue has been included as part of this evaluation for informational purposes only but is not a residential street since there are no homes located here so the TIRE Index methodology does not apply.
Tables 4 through 6 summarize the ADT of the neighborhood streets, the TIRE index for the street segments under Existing Conditions as well as for the future years 2026 and 2028 (the horizon years for Phases 2 and 3), and the cumulative number of project-added trips for each phase of the proposed project. Copies of the count summaries for each street are attached.
Table 4 – TIRE Index Summary (Phase 1)
Study Segment Existing Conditions Volume Needed to Cause +0.1 Increase in TIRE Index
Daily Project
Trips
Significant
Impact (Y/N) ADT TIRE Index
McCue Ave 433 2.6 94 12 No
East San Carlos Ave 822 2.9 n/a 81 n/a
Montgomery St 257 2.4 65 17 No
Cherry St 177 2.2 40 6 No
Hall St 286 2.5 79 12 No
Notes: East San Carlos Avenue is not a residential street, so is shown for information only; ADT = Average Daily Traffic
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Table 5 – TIRE Index Summary (Phase 1 + 2) – Year 2026
Study Segment 2026 Conditions Volume Needed to Cause +0.1 Increase in TIRE Index
Daily Project
Trips
Significant
Impact (Y/N) ADT TIRE Index
McCue Ave 451 2.7 114 27 No
East San Carlos Ave 855 2.9 n/a 187 n/a
Montgomery St 268 2.4 65 40 No
Cherry St 185 2.3 52 13 No
Hall St 298 2.5 79 27 No
Notes: East San Carlos Avenue is not a residential street, so is shown for information only; ADT = Average Daily Traffic
Table 6 – TIRE Index Summary (Phase 1 + 2 + 3) – Year 2028 Study Segment 2028 Conditions Volume Needed to Cause +0.1 Increase in TIRE Index
Daily Project
Trips
Significant
Impact (Y/N) ADT TIRE Index
McCue Ave 459 2.7 114 39 No
East San Carlos Ave 872 2.9 n/a 273 n/a
Montgomery St 273 2.4 65 59 No
Cherry St 188 2.3 52 20 No
Hall St 304 2.5 79 39 No
Notes: East San Carlos Avenue is not a residential street , so shown for information only; ADT = Average Daily Traffic Finding – The TIRE index results indicate that the addition of new project-related trips plus the increase in traffic due to regional developments would not increase the TIRE index on any of the residential roadways. It is noted that while volumes on the segment of Ea st San Carlos Avenue would increase more than would be allowed if it were a residential street, since this policy does not appl y this is considered acceptable. Although Montgomery Street does not satisfy the criteria as previously defined, the increase in trips is within ten percent (6 vehicles) of meeting the threshold and this is within what can be considered the normal va riation in daily traffic. Therefore, countermeasures (as described in the City of San Carl os Neighborhood Traffic Management Project (NTMP)) intended to discourage cut-through use may be appropriate for implementation on Montgomery Street.
Conclusions
Residential streets may experience an increase in daily traffic associated with the Alexandria Center for Life Sciences project and countermeasures intended to discourage cut-through use could be explored.
Thank you for giving W-Trans the opportunity to provide these services. Please call if you have any questions.
MES/kbj/SCA022.M1
Attachments: San Carlos Cut-Through Analysis Techni cal Memorandum, TIRE Index Table, Traffic Counts
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Kittelson & Associates, Inc.
Technical Memorandum
INTRODUCTION
The City of San Carlos has requested an analysis of potential existing and future cut-through traffic passing through the local residential neighborhood north of the proposed Alexandria Center for Life Science project area. The residential streets of intersect include McCue Avenue, Montgomery Street, Cherry Street, Hall Street. The analysis reviews potential cut-through trips by evaluating the routing of vehicle trips that travel between Holly Street and Brittan Avenue. The residential neighborhood streets are highlighted in Figure 1 along with the larger project context.
Figure 1: Study Area
SOURCE:K ITTELSON &A SSOCIATES,I NC., 2021
155 Grand Avenue, Suite 505
Oakland, CA 94612
P 510.839.1742
October 4, 2021 Project# 25445
To: Mark Spencer, W-Trans
From: Damian Stefanakis, Alex Garbier, Kim Dao, Kittelson & Associates, Inc.
RE: San Carlos Cut-Through Analysis – DRAFT 2
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September 12, 2022
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San Carlos Cut-Through Analysis Methodology
Kittelson & Associates, Inc.
W-Trans is the traffic consultant working on the Alexandria Center for Life Science project under contract to Lamphier-Gregory. W-Trans has partnered with Kittelson for certain traffic modeling tasks on the Alexandria project. For this cut-through traffic analysis, Kittelson was asked to conduct an analysis using traffic origin and destination data to evaluate the presence and extent of cut-through traffic on residential streets located between Old County Road and Industrial Road in the City of San Carlos. These include residential streets of McCue Avenue, Montgomery Street, Cherry Street and Hall Street. Data for East San Carlos, which is fronted by commercial properties is also included for context.
The objectives of the analysis were to:
1. Determine the percent of vehicles on each of the residential streets that are using that street to pass through the area (without an origin or destination in the neighborhood).
2. Determine the percent of vehicles traveling through the area bounded by Holly Street, Industrial Avenue, Old County Road, and Brittan Avenue that use one of the residential streets to pass through the area.
METHODOLOGY
Kittelson completed the analysis using data acquired from the company StreetLight Data (StreetLight) via a license from San Mateo County Transportation Authority (SMCTA). StreetLight processes “big data” data sets of cell phone records to construct vehicle travel patterns. Their datasets provide two benefits that made the data sources preferable for completing the analysis. x StreetLight can construct historical transportation data for periods before Covid. This analysis used data from September 2019 to November 2019 (pre-Covid and when schools were in session). x StreetLight can evaluate routing patterns of traffic allowing analysis of route choice between a starting and ending screenline allowing the analysis to evaluate vehicles moving through the area.
StreetLight provides data as an index representing relative volumes. Since this analysis evaluates travel on relatively low volume streets, Kittelson recommends focusing on the proportion of traffic that is cut-through and using the counts as rough order of magnitude estimates. StreetLight index can be converted into a count using collected data to scale the counts. StreetLight provides an option to scale the data based on publicly available count data; however, since counts were collected for the project, Kittelson chose to estimate trips based on those local counts. Counts were collected in 2019 by W-Trans.
Trip Characteristics
Dates: September 2019 to November 2019
Days: Monday to Thursday
Time: All-Day, a.m. peak (6 am to 9 am), p.m. peak (4 pm to 7 pm) Trips: StreetLight trips are based on cell phone records and primarily consists of personal vehicle travel; however, the records may include phone records for individual completed deliveries if their phones are on.
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September 12, 2022
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San Carlos Cut-Through Analysis Methodology
Kittelson & Associates, Inc.
Trip Type Definitions
For the analysis, Kittelson defined two different categories of trips, through trips and residential cut-through trips. Figure 2 augments the trips type definitions.
Through Trips: Kittelson defined through traffic as any trips that travel on the road network between Holly Street and Brittan Avenue. This includes trips diverting off of Holly Street or Brittan Avenue to travel on the parallel block. These trips were collected in StreetLight by setting screenlines on the blocks of Old County Road and Industrial Road immediately south of Holly Street and immediately north of Brittan Avenue. The screenlines are shown in purple in Figure 2. Any trips that cross two of the screenlines are counted.
Residential Cut-Through: Residential cut-through are a subset of the through trip sample. They are trips that travel between the screenlines on the blocks of Old County Road and Industrial Road and use one of the residential streets. The residential streets are shown in brown in Figure 2.
Figure 2: Data Collection Map
SOURCE:K ITTELSON &A SSOCIATES,I NC., 2021
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September 12, 2022
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October 4, 2021 Page 4
San Carlos Cut-Through Analysis Analysis
Kittelson & Associates, Inc.
ANALYSIS
ANALYSIS 1- PERCENT OF CUT-THROUGH TRAFFIC ON RESIDENTIAL STREETS The first analysis determined the percent of vehicles on each of the residential streets that are using that street to pass through the area. This analysis only considered the volume (or population) of trips traveling on each of the four residential streets that connect from one arterial to another: McCue Avenue, Montgomery Street, Cherry Street, and Hall Street. East San Carlos Avenue is also provided for context.
Table 1 provides the results of the analysis. It shows that Montgomery Street has about 7 to 13 percent of its total traffic being cut-through, and McCue Avenue, Cherry Street, and Hall Street each have smaller percentages of cut-through at three to seven percent. As expected, East San Carlos has more than twice as much cut-through traffic as a percent of traffic on the street (reflecting its commercial character). The table is augmented with estimated hourly counts for the cut-through trips.
Table 1. Cut-Through Analysis 1 Results
Time of Day McCue
Ave
E San
Carlos Ave
Montgomery
St
Cherry St Hall St
All Day (12am-12am) 5% 19% 9% 4% 6%
Cut-Through Trips/Hr 21 2 2 1 1
AM Peak (6am-9am) 7% 20% 13% 3% 6%
Cut-Through Trips/Hr 42 7 5 1 2
PM Peak (4pm-7pm) 6% 17% 7% 4% 5%
Cut-Through Trips/Hr 32 1 5 3 3
SOURCE:K ITTELSON &A SSOCIATES,I NC. WITH STREETLIGHT DATA SEPTEMBER 2019 TO NOVEMBER 2019
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September 12, 2022
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October 4, 2021 Page 5
San Carlos Cut-Through Analysis Analysis
Kittelson & Associates, Inc.
ANALYSIS 2 – PERCENT OF REGIONAL TRAFFIC CUTTING-THROUGH THE NEIGHBORHOOD The second analysis evaluates what percent of the through trips use one of the residential streets as part of their route. The through trips include both trips that travel north and south between Holly Street and Brittan Avenue as well as trips that diverge through the area to avoid traffic on Holly Street or Brittan Avenue.
StreetLight estimates that there were approximately 20,400 weekday daily through trips during the data collection period. Of these, less than one percent cut-through on one of the residential streets.
Results of the analysis are shown in Table 2. The data indicates that less than 1% of trips traveling through the area use one of the residential streets as a cut-through. Of the residential roads, Montgomery Street receives the greatest percent of trips (0.3 percent of daily trips). While East San Carlos Avenue experiences more cut-through trips, the data indicates that the vast majority of through trips that travel between Holly Street and Brittan Avenue with no stops is done exclusively along Old County Road or Industrial Road.
Table 2. Analysis 2 Results Summary Table
Sum Total
Through
Trips/Hr
McCue
Ave
E San
Carlos
Ave
Montgomery
St
Cherry
St
Hall St
All Day (12am-12am) 800 0.2% 1.4% 0.3% 0.1% 0.2%
AM Peak (6am-9am) 1,500 0.2% 1.9% 0.3% 0.1% 0.1%
PM Peak (4pm-7pm) 2,100 0.2% 1.0% 0.2% 0.1% 0.1%
SOURCE:K ITTELSON &A SSOCIATES,I NC. WITH STREETLIGHT DATA SEPTEMBER 2019 TO NOVEMBER 2019
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September 12, 2022
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San Carlos Cut-Through Analysis Conclusions
Kittelson & Associates, Inc.
CONCLUSIONS
The data collected indicates that there is cut-through traffic that uses residential streets in the study area.
As a percent of total vehicles moving through the area, the cut-through traffic is low, less than 1 percent of trips. However, the residential streets studied have relatively low volumes. Therefore, the cut-through traffic amount can represent a notable share of traffic on those roadways. Generally, the share is estimated to be between 5 and 10 percent of traffic. The highest recorded share was on Montgomery Street during the a.m. peak hour trips (13 percent).
The future year analysis (to be conducted) will include the potential effects of the proposed Alexandria Center for Life Center project as well as an analysis of potential traffic calming measures to reduce cut- through traffic (e.g., cul-de-sacs at one end of a street, stop signs, reduced speed signs, speed humps, etc.).
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September 12, 2022
Packet Pg. 338
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September 12, 2022
Packet Pg. 339
Day: City: San Carlos
Date: Project #: CA22_080112_001
NB SB EB WB
227 206 0 0
AM Period NB SB EB WB NB SB EB WB
0:00 0 0 0 6 5 11
0:15 0 0 09 3 12
0:30 1 0 11 3 4
0:45 010 01 5 2 1 4 1 5 9 3 6
1:00 0 0 04 5 9
1:15 0 0 03 3 6
1:30 0 0 06 4 10
1:45 0 0 0 3 16 1 13 4 29
2:00 0 0 0 2 3 5
2:15 0 0 0 2 2 4
2:30 0 0 0 4 2 6
2:45 0 0 0 7 15 3 10 10 25
3:00 0 0 0 0 6 6
3:15 0 0 0 4 7 11
3:30 0 0 0 11 3 14
3:45 0 0 0 8 23 5 21 13 44
4:00 0 0 0 6 4 10
4:15 0 0 0 7 2 9
4:30 0 1 1 5 8 13
4:45 0 0 1 0 1 3 21 5 19 8 40
5:00 0 0 0 7 6 13
5:15 0 0 0 5 7 12
5:30 0 0 0 4 2 6
5:45 0 0 0 6 22 3 18 9 40
6:00 0 0 0 8 6 14
6:15 0 0 0 3 1 4
6:30 0 0 0 3 3 6
6:45 1133 44 3 1 7 4 1 4 7 3 1
7:00 1 0 1 7 1 8
7:15 0 5 5 0 3 3
7:30 1 5 6 3 3 6
7:45 4 6 5 15 9 21 5 15 3 10 8 25
8:00 7 6 13 1 2 3
8:15 6 9 15 0 1 1
8:30 5 4 9 2 3 5
8:45 6 2 4 3 2 2 9 4 6 2506 2 1 1
9:00 4 3 7 2 2 4
9:15 5 1 6 0 0 0
9:30 2 0 2 0 0 0
9:45 3 1 4 7 1 1 1 0 2 5 1313 26
10:00 2 4 6 3 2 5
10:15 1 2 3 2 1 3
10:30 1 3 4 0 0 0
10:45 261 1 0 3 1 6 0503 08
11:00 3 0 3 0 0 0
11:15 4 5 9 2 0 2
11:30 2 3 5 0 0 0
11:45 1 1 0 4 1 2 5 2 2 020 02
TOTALS 62 74 136 165 132 297
SPLIT % 45.6% 54.4% 31.4% 55.6% 44.4% 68.6%
NB SB EB WB
227 206 0 0
AM Peak Hour 8:00 7:30 7:45 15:30 16:30 15:15
AM Pk Volume 24 25 46 32 26 48
Pk Hr Factor 0.857 0.694 0.767 0.727 0.813 0.857
7 ‐ 9 Volume 30 37 00 67 43 37 00 80
7 ‐ 9 Peak Hour 8:00 7:30 7:45 16:15 16:30 16:30
7 ‐ 9 Pk Volume 24 25 0 0 46 22 26 0 0 46
Pk Hr Factor 0.857 0.694 0.000 0.000 0.767 0.786 0.813 0.000 0.000 0.885 4 ‐ 6 Peak Hour
4 ‐ 6 Pk Volume
SPLIT %
TOTAL
Pk Hr Factor
PM Peak Hour
PM Pk Volume
Pk Hr Factor
4 ‐ 6 Volume
20:45
TOTAL
23:45
TOTALS
Total
433
DAILY TOTALS
21:00
21:15
20:30
DAILY TOTALS
22:15
22:30
22:45
23:00
23:15
23:30
McCue Ave Bet. Old County Rd & Industrial Rd
21:30
21:45
22:00
Total
433
19:30
19:45
20:00
20:15
18:00
18:15
18:30
18:45
19:00
19:15
16:45
17:00
17:15
Tuesday
17:30
17:45
15:15
15:30
15:45
16:00
16:15
16:30
14:00
14:15
14:30
5/24/2022
14:45
15:00
DAILY TOTALS
PM Period
VOLUME
Prepared by National Data & Surveying Services
13:15
13:30
13:45
12:00
12:15
12:30
12:45
13:00
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September 12, 2022
Packet Pg. 340
Day: City: San Carlos
Date: Project #: CA22_080112_002
NB SB EB WB
365 457 0 0
AM Period NB SB EB WB NB SB EB WB
0:00 0 0 0 5 11 16
0:15 0 1 19 8 17
0:30 1 0 18 7 15
0:45 0101 02 3 2 5 6 3 2 9 5 7
1:00 0 0 08 13 21
1:15 0 0 08 8 16
1:30 1 0 17 6 13
1:45 0 1 0 0 1 9 32 9 36 18 68
2:00 0 0 0 6 6 12
2:15 0 0 0 8 8 16
2:30 0 0 0 6 8 14
2:45 0 0 0 1 21 5 27 6 48
3:00 0 0 0 10 6 16
3:15 0 0 0 9 10 19
3:30 0 0 0 9 7 16
3:45 0 0 0 6 34 8 31 14 65
4:00 0 0 0 5 8 13
4:15 0 0 0 8 8 16
4:30 0 0 0 6 14 20
4:45 0 0 0 3 22 15 45 18 67
5:00 2 0 2 5 13 18
5:15 1 0 1 10 9 19
5:30 1 0 1 2 9 11
5:45 2611 37 1 1 8 3 3 4 4 5 2
6:00 3 0 3 7 3 10
6:15 2 3 5 6 4 10
6:30 0 2 2 5 7 12
6:45 51 03 8 81 8 42 241 8 84 0
7:00 5 4 9 4 2 6
7:15 4 10 14 4 3 7
7:30 7 7 14 4 10 14
7:45 8 2 41 23 3 2 05 7 5 1 7 6 2 1 1 13 8
8:00 11 7 18 1 4 5
8:15 12 16 28 3 6 9
8:30 15 10 25 4 2 6
8:45 10 48 9 42 19 90 0 8 3 15 3 23
9:00 6 6 12 2 2 4
9:15 4 11 15 2 3 5
9:30 5 15 20 1 0 1
9:45 5 2 0 1 0 4 2 1 5 6 2 2705 2 1 2
10:00 7 9 16 1 1 2
10:15 6 6 12 1 1 2
10:30 4 6 10 2 2 4
10:45 3 2 0 8 2 9 1 1 4 9 2626 4 1 2
11:00 6 9 15 0 1 1
11:15 6 10 16 0 0 0
11:30 8 5 13 0 1 1
11:45 32 352 9 85 2 0 0 2 0 2
TOTALS 153 185 338 212 272 484
SPLIT % 45.3% 54.7% 41.1% 43.8% 56.2% 58.9%
NB SB EB WB
365 457 0 0
AM Peak Hour 8:00 7:45 7:45 15:00 16:30 16:30
AM Pk Volume 48 45 91 34 51 75
Pk Hr Factor 0.800 0.703 0.813 0.850 0.850 0.938
7 ‐ 9 Volume 72 75 00 147 40 79 00 119
7 ‐ 9 Peak Hour 8:00 7:45 7:45 16:30 16:30 16:30
7 ‐ 9 Pk Volume 48 45 0 0 91 24 51 0 0 75
Pk Hr Factor 0.800 0.703 0.000 0.000 0.813 0.600 0.850 0.000 0.000 0.938 4 ‐ 6 Peak Hour
4 ‐ 6 Pk Volume
SPLIT %
TOTAL
Pk Hr Factor
PM Peak Hour
PM Pk Volume
Pk Hr Factor
4 ‐ 6 Volume
20:45
TOTAL
23:45
TOTALS
Total
822
DAILY TOTALS
21:00
21:15
20:30
DAILY TOTALS
22:15
22:30
22:45
23:00
23:15
23:30
E San Carlos Ave Bet. Old County Rd & Industrial Rd
21:30
21:45
22:00
Total
822
19:30
19:45
20:00
20:15
18:00
18:15
18:30
18:45
19:00
19:15
16:45
17:00
17:15
Tuesday
17:30
17:45
15:15
15:30
15:45
16:00
16:15
16:30
14:00
14:15
14:30
5/24/2022
14:45
15:00
DAILY TOTALS
PM Period
VOLUME
Prepared by National Data & Surveying Services
13:15
13:30
13:45
12:00
12:15
12:30
12:45
13:00
8.a
September 12, 2022
Packet Pg. 341
Day: City: San Carlos
Date: Project #: CA22_080112_003
NB SB EB WB
127 130 0 0
AM Period NB SB EB WB NB SB EB WB
0:00 0 0 0 4 0 4
0:15 0 0 02 1 3
0:30 0 0 01 1 2
0:45 0 0 0 3 10 0 2 3 12
1:00 0 0 02 2 4
1:15 0 0 03 0 3
1:30 0 0 02 0 2
1:45 0 0 0 1835 4 1 3
2:00 0 1 1 3 2 5
2:15 0 0 0 2 3 5
2:30 0 0 0 2 1 3
2:45 0 01 01 0717 1 1 4
3:00 0 0 0 3 1 4
3:15 0 0 0 3 1 4
3:30 0 0 0 2 2 4
3:45 0 11 11 1926 3 1 5
4:00 0 0 0 4 4 8
4:15 0 1 1 2 2 4
4:30 0 0 0 4 1 5
4:45 0 0 1 0 1 3 13 2 9 5 22
5:00 0 0 0 1 7 8
5:15 0 0 0 3 9 12
5:30 2 0 2 2 3 5
5:45 020 02 282 2 1 4 2 9
6:00 1 0 1 2 1 3
6:15 1 1 2 5 2 7
6:30 1 0 1 4 2 6
6:45 0312 15 3 1 4 05 3 1 9
7:00 0 2 2 2 1 3
7:15 0 2 2 1 3 4
7:30 3 2 5 3 2 5
7:45 0339 3 1 2 3917 4 1 6
8:00 2 8 10 0 0 0
8:15 2 4 6 1 0 1
8:30 5 1 6 0 2 2
8:45 2 1 1 1 1 4 3 2 5 0113 14
9:00 2 2 4 1 0 1
9:15 3 3 6 0 2 2
9:30 2 1 3 2 2 4
9:45 3 1 0 28 5 1 8 1415 29
10:00 4 7 11 1 0 1
10:15 1 2 3 1 1 2
10:30 1 3 4 0 1 1
10:45 172 1 4 3 2 1 0202 04
11:00 1 1 2 0 0 0
11:15 1 4 5 0 1 1
11:30 0 2 2 0 0 0
11:45 4607 4 1 3 0 01 01
TOTALS 42 57 99 85 73 158
SPLIT % 42.4% 57.6% 38.5% 53.8% 46.2% 61.5%
NB SB EB WB
127 130 0 0
AM Peak Hour 8:30 7:30 7:45 18:00 16:45 16:30
AM Pk Volume 12 17 25 14 21 30
Pk Hr Factor 0.600 0.531 0.625 0.700 0.583 0.625
7 ‐ 9 Volume 14 23 00 37 21 30 00 51
7 ‐ 9 Peak Hour 8:00 7:30 7:45 16:00 16:45 16:30
7 ‐ 9 Pk Volume 11 17 0 0 25 13 21 0 0 30
Pk Hr Factor 0.550 0.531 0.000 0.000 0.625 0.813 0.583 0.000 0.000 0.625 4 ‐ 6 Peak Hour
4 ‐ 6 Pk Volume
SPLIT %
TOTAL
Pk Hr Factor
PM Peak Hour
PM Pk Volume
Pk Hr Factor
4 ‐ 6 Volume
20:45
TOTAL
23:45
TOTALS
Total
257
DAILY TOTALS
21:00
21:15
20:30
DAILY TOTALS
22:15
22:30
22:45
23:00
23:15
23:30
Montgomery St Bet. Old County Rd & Industrial Rd
21:30
21:45
22:00
Total
257
19:30
19:45
20:00
20:15
18:00
18:15
18:30
18:45
19:00
19:15
16:45
17:00
17:15
Tuesday
17:30
17:45
15:15
15:30
15:45
16:00
16:15
16:30
14:00
14:15
14:30
5/24/2022
14:45
15:00
DAILY TOTALS
PM Period
VOLUME
Prepared by National Data & Surveying Services
13:15
13:30
13:45
12:00
12:15
12:30
12:45
13:00
8.a
September 12, 2022
Packet Pg. 342
Day: City: San Carlos
Date: Project #: CA22_080112_004
NB SB EB WB
122 55 0 0
AM Period NB SB EB WB NB SB EB WB
0:00 0 0 0 5 1 6
0:15 0 0 02 3 5
0:30 0 0 06 2 8
0:45 0 0 0 2 15 2 8 4 23
1:00 0 0 03 1 4
1:15 0 0 04 2 6
1:30 0 0 02 0 2
1:45 0 0 0 3 12 0 3 3 15
2:00 0 0 0 5 2 7
2:15 0 0 0 1 1 2
2:30 0 0 0 2 3 5
2:45 0 0 0 2 10 2 8 4 18
3:00 0 0 0 1 0 1
3:15 0 0 0 3 3 6
3:30 0 0 0 5 0 5
3:45 0 0 0 3 12 2 5 5 17
4:00 0 0 0 2 2 4
4:15 0 0 0 4 1 5
4:30 0 0 0 3 1 4
4:45 0 0 0 3 12 0 4 3 16
5:00 0 0 0 1 1 2
5:15 0 0 0 3 1 4
5:30 2 0 2 4 0 4
5:45 020 02 5 1 3 02 5 1 5
6:00 0 0 0 1 1 2
6:15 0 0 0 2 0 2
6:30 1 0 1 3 0 3
6:45 0111 12 0601 07
7:00 0 0 0 2 1 3
7:15 0 0 0 2 0 2
7:30 0 0 0 1 0 1
7:45 1111 22 1612 28
8:00 1 1 2 0 0 0
8:15 4 1 5 0 0 0
8:30 5 3 8 0 0 0
8:45 1 1 1 0 51 1 6 0 1 11 1
9:00 1 1 2 1 0 1
9:15 1 1 2 0 0 0
9:30 1 1 2 0 1 1
9:45 3603 39 0101 02
10:00 3 4 7 0 0 0
10:15 1 1 2 0 0 0
10:30 0 0 0 0 0 0
10:45 0405 09 0 0 0
11:00 3 1 4 0 1 1
11:15 5 1 6 0 0 0
11:30 1 1 2 0 0 0
11:45 1 1 0 1 42 1 4 0 0 10 1
TOTALS 35 19 54 87 36 123
SPLIT % 64.8% 35.2% 30.5% 70.7% 29.3% 69.5%
NB SB EB WB
122 55 0 0
AM Peak Hour 11:45 11:45 11:45 12:00 12:00 12:00
AM Pk Volume 14 7 21 15 8 23
Pk Hr Factor 0.583 0.583 0.656 0.625 0.667 0.719
7 ‐ 9 Volume 12 6 00 18 25 6 00 31
7 ‐ 9 Peak Hour 7:45 7:45 7:45 17:00 16:00 16:00
7 ‐ 9 Pk Volume 11 6 0 0 17 13 4 0 0 16
Pk Hr Factor 0.550 0.500 0.000 0.000 0.531 0.650 0.500 0.000 0.000 0.800 4 ‐ 6 Peak Hour
4 ‐ 6 Pk Volume
SPLIT %
TOTAL
Pk Hr Factor
PM Peak Hour
PM Pk Volume
Pk Hr Factor
4 ‐ 6 Volume
20:45
TOTAL
23:45
TOTALS
Total
177
DAILY TOTALS
21:00
21:15
20:30
DAILY TOTALS
22:15
22:30
22:45
23:00
23:15
23:30
Cherry St Bet. Old County Rd & Industrial Rd
21:30
21:45
22:00
Total
177
19:30
19:45
20:00
20:15
18:00
18:15
18:30
18:45
19:00
19:15
16:45
17:00
17:15
Tuesday
17:30
17:45
15:15
15:30
15:45
16:00
16:15
16:30
14:00
14:15
14:30
5/24/2022
14:45
15:00
DAILY TOTALS
PM Period
VOLUME
Prepared by National Data & Surveying Services
13:15
13:30
13:45
12:00
12:15
12:30
12:45
13:00
8.a
September 12, 2022
Packet Pg. 343
Day: City: San Carlos
Date: Project #: CA22_080112_005
NB SB EB WB
138 148 0 0
AM Period NB SB EB WB NB SB EB WB
0:00 0 0 0 6 3 9
0:15 0 0 04 2 6
0:30 0 0 02 2 4
0:45 0 0 0 1 13 1 8 2 21
1:00 0 0 02 4 6
1:15 0 0 02 0 2
1:30 0 0 03 5 8
1:45 0 0 0 4 11 2 11 6 22
2:00 0 0 0 1 0 1
2:15 0 0 0 3 5 8
2:30 0 0 0 1 3 4
2:45 0 0 0 6 11 4 12 10 23
3:00 0 0 0 3 3 6
3:15 0 0 0 5 3 8
3:30 0 0 0 0 3 3
3:45 0 0 0 2 10 2 11 4 21
4:00 0 0 0 1 1 2
4:15 0 0 0 3 4 7
4:30 0 0 0 5 3 8
4:45 0 0 0 4 13 4 12 8 25
5:00 0 0 0 0 4 4
5:15 0 1 1 1 4 5
5:30 2 1 3 2 0 2
5:45 0202 04 2519 3 1 4
6:00 0 0 0 2 3 5
6:15 0 1 1 4 3 7
6:30 0 0 0 2 3 5
6:45 1101 12 193 1 2 4 2 1
7:00 0 1 1 1 2 3
7:15 1 1 2 1 2 3
7:30 1 4 5 4 4 8
7:45 1328 3 1 1 3919 4 1 8
8:00 6 2 8 1 2 3
8:15 5 6 11 1 0 1
8:30 4 3 7 2 1 3
8:45 2 1 7 3 1 4 5 3 1 1503 18
9:00 2 2 4 1 0 1
9:15 3 4 7 2 1 3
9:30 2 1 3 0 0 0
9:45 1818 2 1 6 0301 04
10:00 2 5 7 0 0 0
10:15 1 2 3 1 1 2
10:30 2 4 6 1 0 1
10:45 270 1 1 2 1 8 0201 03
11:00 1 5 6 0 0 0
11:15 0 6 6 0 0 0
11:30 4 3 7 1 0 1
11:45 381 1 5 4 2 3 010 01
TOTALS 46 59 105 92 89 181
SPLIT % 43.8% 56.2% 36.7% 50.8% 49.2% 63.3%
NB SB EB WB
138 148 0 0
AM Peak Hour 8:00 10:30 8:00 14:30 14:15 14:15
AM Pk Volume 17 15 31 15 15 28
Pk Hr Factor 0.708 0.625 0.705 0.625 0.750 0.700
7 ‐ 9 Volume 20 22 00 42 18 21 00 39
7 ‐ 9 Peak Hour 8:00 7:30 8:00 16:00 16:15 16:15
7 ‐ 9 Pk Volume 17 14 0 0 31 13 15 0 0 27
Pk Hr Factor 0.708 0.583 0.000 0.000 0.705 0.650 0.938 0.000 0.000 0.844 4 ‐ 6 Peak Hour
4 ‐ 6 Pk Volume
SPLIT %
TOTAL
Pk Hr Factor
PM Peak Hour
PM Pk Volume
Pk Hr Factor
4 ‐ 6 Volume
20:45
TOTAL
23:45
TOTALS
Total
286
DAILY TOTALS
21:00
21:15
20:30
DAILY TOTALS
22:15
22:30
22:45
23:00
23:15
23:30
Hall St Bet. Old County Rd & Industrial Rd
21:30
21:45
22:00
Total
286
19:30
19:45
20:00
20:15
18:00
18:15
18:30
18:45
19:00
19:15
16:45
17:00
17:15
Tuesday
17:30
17:45
15:15
15:30
15:45
16:00
16:15
16:30
14:00
14:15
14:30
5/24/2022
14:45
15:00
DAILY TOTALS
PM Period
VOLUME
Prepared by National Data & Surveying Services
13:15
13:30
13:45
12:00
12:15
12:30
12:45
13:00
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CITY COUNCIL
STAFF REPORT
MEETING DATE: September 12, 2022
ITEM TITLE: Consideration of Adopting a Resolution Authorizing the City Manager to Enter into a Professional Services Agreement with Perkins&Will for Consulting Services to Prepare a Northeast Area Specific Plan Pursuant to the City Council’s Strategic Objective for the Northeast Area: Develop a Plan in Response to Continued Development Interest in the Life Sciences and Biotechnology Sectors, and Develop Policies and Strategies to Incorporate Housing as Part of this New Development in the Amount of $1,422,182 and Authorizing a Contingency in an Amount up to $77,818.
RECOMMENDATION:
Staff recommends that the City Council receive a presentation to launch the preparation of a specific plan for the northeast area of San Carlos and authorize the City Manager to execute a contract with Perkins&Will to assist the Community Development Department with this task in the amount of $1,422,182 and authorizing a contingency in an amount not to exceed $1,500,000, which includes an approximate 5.47% contingency fee of $77,818.
FISCAL IMPLICATIONS:
There is no additional appropriation needed at this time.
Following release of a request for proposals (RFP), interviews, and selection of the consultant team (Perkins&Will), the cost proposed to do this work is $1,422,182.
An appropriation of $1,500,000 for this project was previously authorized by the Council as part of the Adopted Mid-Cycle Budget Adjustment for Fiscal Year 2022-23 and set forth under Capital Improvement Project C2211: Northeast Area Specific Plan. This appropriation value was an estimate based on staff’s understanding of the project components.
In addition to the $1,422,182 cost proposal, staff recommends adding a 5.47% contingency, or $77,818, for a total not to exceed contract value of the budgeted amount of $1,500,000. Any unused funds from this project would revert to General Capital Fund 25.
BACKGROUND:
This project would implement the City Council’s strategic goal for the northeast area of San Carlos:
“The City of San Carlos will work with residents, property owners, stakeholders, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan in response to continued development interest in the life sciences
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and biotechnology sectors, and develop policies and strategies to incorporate housing as part of this new development.”
This strategic goal was adopted by the City Council as part of the 2022 Strategic Plan on March 14, 2022. Thereafter, on March 28, 2022, the City Council appropriated funds for this project under Capital Improvement Project (CIP) C2211 as described above in the “Fiscal Implications” section above.
As part of the 2022 Strategic Plan, this project will develop a specific plan for the northeast area of San Carlos (see Attachment 3, Specific Plan Area Boundary Map). Council directed staff to develop a scope of work to create the specific plan with the intention of maximizing the City’s ability to shape infrastructure, urban design, transportation circulation management and mobility, service provision, open space, community facilities, present and future land uses including housing, complete neighborhoods, economic development, community benefits, and zoning changes as new office development is added to the area (Objective #4 of the Northeast Area Specific Plan Strategic Goal).
This work will also require the preparation and adoption of a General Plan amendment to amend the allowable land uses in this area and rezone the area. Currently, housing is a prohibited use within the Northeast Area, per the 2030 General Plan. To serve the current and future needs of the San Carlos community and to align with anticipated employment growth, the specific plan will explore the possibility of introducing housing to the area.
This plan will also address anticipated environmental changes within the northeast area and further the policies and action items in the 2021 City of San Carlos Climate Mitigation and Adaption Plan. Since this area has been a long-time home to industrial uses, the plan will need to address the potential presence of hazardous substances and the impact on allowable uses, especially if residential uses are proposed.
Additionally, some portions of this area lie within FEMA’s 100-year floodplain, and other portions are within the 500-year floodplain. Therefore, this area will likely be impacted by sea level rise.
To best plan for new development, the specific plan will evaluate and address the dated stormwater and sewer infrastructure in the area. Stormwater trunk lines are located on Quarry Road and Bragato Road; however, most streets have surface drainage. New development will likely need to update the stormwater infrastructure to ensure that the trunk lines and drainage are sufficient. Similarly, sewer infrastructure will likely need to be updated to serve new development.
Over the years, the northeast area has experienced extensive flooding from Belmont Creek which has impacted nearby businesses. Currently, the City of Belmont and the City of San Carlos are collaborating on a multi-jurisdictional approach to engineering solutions. The specific plan will need to respond to Belmont Creek flooding and consider the fair share that new development should contribute to assist with flooding remediation.
Proposed Scope of Work by Perkins&Will.
The scope of work for the Northeast Area Specific Plan, as described in the scope of work by Perkins&Will, includes (see Attachment 4 for team introduction and detailed scope of work):
▪Kick-Off Meeting
▪Progress Meetings
▪Case Studies and Existing Conditions Memo
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oCase Studies
oExisting Conditions, Infrastructure
oExisting Conditions Environmental
oExisting Conditions, Transportation
▪Community Outreach
oWorkshops/Open Houses
oStakeholder Focus Group Meetings
oElected Officials – one on one meetings
oPlanning Commission and City Council Study Sessions
oOutreach and Branding Materials
oProject Website
▪Scenario Selection and Analysis
o3D Modeling
oEconomic Analysis
oHousing Analysis
oJobs/Housing Balance Evaluation
oTransportation Analysis
▪Preferred Scenario Selection
oCommunity and Stakeholder Input
oSelection of Preferred Scenario
oRefine Preferred Scenario
oDevelop Project Description for CEQA
▪Preferred Scenario Technical Analysis
oDetailed traffic and circulation
oMobility action plan for active modes
oInfrastructure, Public Utilities, and Street Sections
oSanitary Sewer Model and Memo
oStreet Design, Sidewalk Design, and Landscape Standards oPublic Services
▪Site Development Standards (General Plan and Zoning)
oDevelop design standards
oCommunity benefits
oTraffic, Parking and TDM Standards
oOpen Space and Recreation Standards
▪Implementation Plan
oImplementation and financing plan
▪Environmental Review
oTechnical impact studies
▪Draft and Final Specific Plan
oStakeholder and Decision Maker feedback
oSecond Draft Plan
oStakeholder and Decision Maker feedback
oFinal Specific Plan for adoption
oRenderings
Consultant Selection.
An RFP (Attachment 2) was originally released on May 25, 2022. The City received four proposals that were submitted by the due date of June 24, 2022. Following review of the proposals, staff identified the top 3 firms to interview: RRM Design, SWA, and Perkins&Will. Each firm submitted proposals within the maximum budget allocated for this project:
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CONSULTANT RRM Design SWA PERKINS&WILL
PROPOSED
COST
$1,242,202
(plus $124,220
in contingencies)
$1,363,636 (plus
$136,364 in
contingencies)
$1,422,182
(plus $71,109.10
in contingencies)
Each of the proposals were rated based on the following criteria: comprehensiveness of the response, relevance and depth of experience, project understanding, proposed timeline, proposed civic engagement, and overall cost.
Interviews were conducted on August 3 and 8, via Zoom. The interview panel included Community and Economic Development Director Al Savay, Planning Manager Lisa Porras, Principal Contract Planner Lisa Costa Sanders, Senior Management Analyst Sajuti Haque, and City Engineer Grace Le.
Staff found all three firms to be highly qualified to carry out the Council’s objectives for the Northeast Area Specific Plan project. Staff carefully analyzed the skills, team composition, and proposed strategies in their approach towards this project. Although all firms have professional expertise and excellent experience, the interview panel found that Perkins&Will’s experience and work on five other similar projects was most relevant to the objectives for the northeast area. This compelled the panel to select Perkins&Will to carry out this work (see Attachment 4, Perkins&Will Proposal and Scope of Work).
This recommendation is based on the proposal’s inclusion of a high caliber multi-disciplinary team to carry out the work at a reasonable cost, as well as their preeminent status and expertise as a leading and well-known planning and design firm local to the Bay Area. In addition, staff has recently worked with Perkins&Will to successfully complete the East Side Innovation District Vision Plan project on time and within budget. This project was well-received by the community and the Council and received an award of merit from the Northern Section of the California American Planning Association. Staff finds this team highly capable and positioned to serve the objectives of the Council and community very well.
Future Work Recommendation.
As shared previously with the City Council and as highlighted in the Northeast Area Specific Plan RFP, the amount of growth anticipated under the City of San Carlos’ 2030 General Plan is nearing buildout. The buildout of the 2030 General Plan is being reached due to several factors:
1. The State of California’s requirement to accommodate at least 2,735 new units over the 2023-31 planning period;
2. Development proposals occurring in the East Side Innovation District, including one project proposed in the northeast area;
3. Additional growth anticipated in the northeast area of San Carlos, which will be determined as part of the upcoming Northeast Specific Plan project.
City staff had previously informed the Council that additional environmental analysis was necessary to reset the buildout and traffic counts for the City and had recommended that a General Plan Environmental Impact Report (EIR) amendment was necessary to account for new and updated baseline traffic counts and to incorporate future anticipated growth based on the 2030 General Plan buildout. Council then appropriated $110,100 under CIP Project C1747: Traffic Study – General Plan Environmental Impact Report Traffic Update of which there is $62,821.67
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remaining and could be used to carry out an amendment to the 2030 General Plan to reset the buildout numbers based on the three factors listed above.
To ensure that future development is consistent with the amount of growth planned for in the General Plan and evaluated under the accompanying EIR, staff is recommending resetting the 2030 General Plan buildout numbers. If the General Plan buildout numbers are not reestablished, future growth would not be consistent with the City’s long-term plans for orderly growth to guide the future of San Carlos. The work would include an amendment to the City’s 2030 General Plan EIR and Land Use Element. The work would likely start in early summer 2023 and take approximately 12 to 18 months to complete, (i.e., by November 2024). Staff will return with a request for funds to carry out this work, including contract authorization by or before May 2023.
Next Steps.
Staff recommends that the City Council’s Economic Development Subcommittee and the City Council Housing Subcommittee serve as a means to keep the Council informed of this work’s progress, and provide direction through collaboration with staff and the consultant team.
The Northeast Area Specific Plan process will take approximately 24 months to complete (i.e., October 2022 – October 2024).
ALTERNATIVES:
The alternatives available to the City Council include:
1. Authorize the City Manager to execute a contract with Perkins&Will for consulting services for the Northeast Area Specific Plan project in the amount of $1,422,182 and authorizing a contingency in an amount up to $77,818.
2. Do not authorize the City Manager to execute a contract with Perkins&Will.
3. Provide staff with alternative direction.
Respectfully submitted by:
Al Savay, Community Development Director
Approved for submission by:
_________________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
2. Request for Proposals
3. Specific Plan Area Boundary Map
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4. Perkins&Will Proposal and Scope of Work
5. Perkins&Will Cost Proposal
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RESOLUTION NO. 2022 – ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS
AUTHORIZING THE CITY MANAGER TO ENTER INTO A PROFESSIONAL SERVICES
AGREEMENT WITH PERKINS&WILL FOR CONSULTING SERVICES TO PREPARE A NORTHEAST AREA SPECIFIC PLAN IN THE AMOUNT OF $1,422,182 AND AUTHORIZING A CONTIGENCY IN AN AMOUNT UP TO $77,818.
____________________________________________________________________________ WHEREAS, the City of San Carlos has traditionally used the expertise of consulting firms to respond to the workload generated by State mandates and the City Council’s direction; and
WHEREAS, planning for the future of San Carlos’ northeast area is one of the City Council’s strategic objectives as set forth in the City’s adopted 2022 Strategic Plan; and WHEREAS, the City Council appropriated $1,500,000 for this project in the Mid-cycle Budget Adjustment for Fiscal Year 2022-23, as set forth under Capital Improvement Project C2211; and
WHEREAS, a formal request for proposals process was used to select the best qualified firm to prepare a specific plan for the northeast area of San Carlos pursuant to the City Council’s strategic objective for the Northeast Area which is to develop a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies to incorporate housing as part of this new development; and WHEREAS, key City staff from the Community Development and Public Works departments reviewed the responses to the request for proposals from four consulting firms and, following interviews with the top three firms, identified the firm of Perkins&Will to be the best qualified to perform the services.
NOW, THEREFORE BE IT RESOLVED that the City Council of the City of San Carlos authorizes the City Manager to execute an agreement for professional services to prepare a specific plan for San Carlos’ northeast area in a total amount of $1,422,182 and authorizing a contingency in and amount up to $77,818.
* * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 12th day of September 2022, by the following vote:
AYES, COUNCILMEMBERS:______________________________________________ NOES, COUNCILMEMBERS:______________________________________________ ABSENT, COUNCILMEMBERS:______________________________________________ ________________________________
CITY CLERK of the City of San Carlos
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APPROVED:
___________________________
MAYOR of the City of San Carlos
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CITY OF SAN CARLOS
Request for Proposals (RFP)
Northeast Area Specific Plan
Due: Friday, June 24 , 2022 by 5:00 p.m. (PT)
Electronic Submittals shall be submitted to: [email protected]
Attn: Lisa Porras, Planning Manager
Planning Division , 600 Elm Street , San Carlos, CA 94 070
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Contents
REQUEST FOR PROPOSALS ................................ ................................ ................................ ..................... 3 Background .............................................................................................................................................................3 Changes in East San Carlos ..............................................................................................................................3 Exploring Housing as a New Use .......................................................................................................................4 Planning for Environmental Changes .................................................................................................................4 Addressing Citywide Build-Out ...........................................................................................................................4 Proposed Study Area..............................................................................................................................................5 Concurrent and Recent Planning Efforts ................................................................................................................6 Schedule .................................................................................................................................................................7 Pre-Proposal Conference ...................................................................................................................................7 Budget ....................................................................................................................................................................8 PLANNING PROCESS ................................ ................................ ................................ ............................... 8 Tasks and Deliverables ..........................................................................................................................................8 Task 1. Project Management ..............................................................................................................................8 Task 2. Case Studies and Existing Conditions Report .......................................................................................8 Task 3. Community Outreach and Engagement ................................................................................................9 Task 4. Scenario Selection and Analysis ...........................................................................................................9 Task 5. Preferred Scenario Selection .............................................................................................................. 10 Task 6. Preferred Scenario Technical Analysis ............................................................................................... 10 Task 7. Site Development Standards (General Plan/Zoning) & Process Recommendations ......................... 10 Task 8. Revised General Plan Build-Out ......................................................................................................... 11 Task 9. Implementation Plan ........................................................................................................................... 11 Task 10. Environmental Review ...................................................................................................................... 12 Task 11. Draft and Final Specific Plan ............................................................................................................ 12 CITY RESOURCES AVAILABLE ................................ ................................ ................................ ................. 12 SUBMITTAL REQUIREMENTS ................................ ................................ ................................ ................ 12
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Request for Proposals
Background
Changes in East San Carlos
Since 2015, the City of San Carlos has experienced an unprecedented amount of private sector investment, including business and employment growth in the life sciences and biotechnology sectors in East San Carlos.
Historically, East San Carlos has been home to low-intensity commercial and industrial businesses and is currently seeing an increased interest in Research & Development uses.
To plan for these changes, the City Council adopted the East Side Innovation District Vision Plan in October 2021. The East Side area is defined by Holly Street, Brittan Avenue, Old County Road, and Highway 101. The Plan establishes “10 Big Moves” which incorporate strategies for managing and harnessing growth in the area – see more information below under “Concurrent and Recent Planning Efforts.”
Developer interest has since expanded to the area north of the East Side Innovation District, referred to as the “Northeast Area” (see Figure 2). This area, approximately 120 acres, was annexed into the City of San Carlos city limits in 1997, and since that time, there have been very few changes to the land use regulations in the area.
Additional new development is expected in the coming years, as show in Figure 1.
Figure 1. Map of Proposed Developments in Study Area
To best plan for changes in the Northeast Area, the City Council has directed staff to prepare a Northeast Area Specific Plan. The overarching goal of the Northeast Area Specific Plan will be to manage and direct changes in development patterns and guide present and future land uses, zoning changes, economic development, urban design, infrastructure, transportation circulation management and mobility, service provision, open space, and
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community benefits. Extensive community outreach will be conducted throughout the planning process. The City anticipates that this initiative will also require the preparation and adoption of a General Plan amendment to amend the allowable land uses in this area and rezone the area.
Exploring Housing as a New Use
Currently, housing is a prohibited use within the Northeast Area, per the 2030 General Plan. To serve the current and future needs of the San Carlos community and to align with anticipated employment growth, the Specific Plan will explore the possibility of introducing housing to the area. If proposed, the residential opportunities should include housing that is affordable to a range of very-low to moderate-income households.
Planning for Environmental Changes
This Plan should also address anticipated environmental changes within the Northeast Area and further the policies and action items in the 2021 City of San Carlos Climate Mitigation and Adaption Plan.
Since this area has been a long-time home to industrial uses, the Plan will need to address the potential presence of hazardous substances and the impact on allowable uses, especially if res idential uses are proposed.
Additionally, some portions of this area lie within FEMA’s 100-year floodplain, and other portions are within the 500-year floodplain; therefore, this area will likely be impacted by sea level rise. To best plan for new development, the Specific Plan will evaluate and address the dated stormwater and sewer infrastructure in the area. Stormwater trunk lines are located on Quarry Road and Bragato Road; however, most streets have surface drainage. New development will likely need to update the stormwater infrastructure to ensure that the tru nk lines and drainage are sufficient. Similarly, sewer infrastructure will likely need to be updated to serve new development.
Over the years, the Northeast Area has experienced extensive flooding from Belmont Creek which has impacted nearby businesses. Currently, the City of Belmont and the City of San Carlos are collaborating on a multi - jurisdictional approach to engineering solutions. The Specific Plan will need to respond to Belmont Creek flooding and consider the fair share that new development should contribute to assist with flooding remediation.
Addressing Citywide Build-Out
With the continued level of developer interest and growth, the City is on a trajectory to exceed the level of buildout for commercial, office, and industrial uses planned for and analyzed in San Carlos’ adopted 2030 General Plan and General Plan EIR, as shown in Table 1.
Table 1. Approved 2030 General Plan Buildout1 and New Development Projects Status Square Footage Total Square Footage
Approved Build-out, per the 2030 General Plan
Approved Commercial Build-out 724,030 3,437,213
Approved Office Build-out 572,006
Approved Industrial Build-out 2,141,177
New Development Projects
Approved Projects 915,943 3,578,562
Proposed Projects 2,163,447
Anticipated Projects 499,172
Difference
(Approved Build-out vs New Development Projects) (141,349)
1 City of San Carlos 2030 General Plan EIR – Table 4.10-1
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Therefore, the City assumes that a citywide General Plan EIR amendment will be needed to update the build-out for commercial/office/industrial uses; the City is seeking the consultant team’s guidance on the best approach .
Proposed Study Area
East San Carlos generally refers to the area east of El Camino Real. However, this Plan will focus on the geographic area north of Holly Street (excluding the single-family neighborhood and the area already included in the East Side Innovation District Vision Plan), to the San Carlos City Limits at Belmont Creek, and between Highway 101 and Old County Road (see Figure 2). The document will not directly pertain to or contemplate changes within the adjacent single-family neighborhoods. However, respecting the quality of life within those neighborhoods will be of utmost importance.
Figure 2. Proposed Study Area
The Palo Alto Medical Foundation site is located at 301 Industrial Road and is included within the proposed study area. However, this 18-acre site already has an approved development agreement and an approved Planned Development Permit to build a hospital within the next 10 years.
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Concurrent and Recent Planning Efforts
In addition to this Specific Plan initiative, the City has numerous planning initiatives either underway or recently completed. Table 2 provides an overview of the planning efforts that may influence or relate to the Northeast Area Specific Plan process.
Table 2. Concurrent and Recent Planning Efforts
Initiative Status Description Learn More
San Carlos Housing
2040
Underway
(Timeframe: 2020 -
Early 2023)
Comprehensive, housing-related
update to the General Plan and Zoning
Code.
www.sancarlos2040.org
Objective Design
and Development
Standards
Underway
(Timeframe: March
2022 – Fall 2023)
Objective design and development
standards for mixed-use residential
projects, as well as single-family and
multi-family projects, which are
measurable and verifiable (i.e., no
“gray” area for interpretation).
https://www.cityofsancarlos
.org/government/departme
nts/community-
development/planning/spec
ial-projects/objective-
design-
standardswww.cityofsancar
los.org/government/d
Downtown Specific
Plan
Underway
(Timeframe: March
2022 – Spring
2024)
A planning process to update the
vision and development policies for
Downtown San Carlos, including
Laurel Street, El Camino Real, and
adjacent cross streets.
www.cityofsancarlos.org/go
vernment/departments/com
munity-
development/planning/dow
ntown-plan
Belmont Creek
Restoration Project
(City of Belmont)
Underway The City of Belmont is leading the
effort to design a detention basin at
Twin Pines Park and conduct channel
restoration. The project aims to
alleviate downstream flooding and
sedimentation, improve the health of
the creek, return a portion of the creek
to a more natural condition, and allow
for connection to a stormwater
detention basin.
https://oneshoreline.org/pro
jects/belmont-creek/
East Side
Innovation District
Vision Plan
Adopted (2021) Plan for the 150-acre commercially
zoned area (bound by Holly Street,
Brittan Avenue, Old County Road, and
Highway 101) which is envisioned to
be a well-connected, multi-modal
neighborhood with a mix of uses that
integrates existing businesses with
new science and technology uses, and
offers a rich array of community
amenities for a more resilient and
inclusive future.
www.cityofsancarlos.org/go
vernment/departments/com
munity-
development/planning/plan
s-document-library/east-
side-vision-plan
2021-2024
Economic
Development Plan
Adopted (2021) Economic development strategic plan
for San Carlos, and includes strategies
for the East Side area.
www.cityofsancarlos.org/go
vernment/departments/com
munity-
development/economic-
development/economic-
development-plan
Bicycle and
Pedestrian Master
Plan
Adopted (2020) Active transportation plan that
identifies specific projects and policies
to enhance the walkability and
bikeability of San Carlos and
encourage mode shift.
www.cityofsancarlos.org/go
vernment/departments/publ
ic-works/streets/bicycle-
and-pedestrian-master-plan
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Initiative Status Description Learn More
Climate Mitigation
and Adaption Plan
Adopted (2021) San Carlos' strategic plan to reduce
greenhouse gas emissions and adapt
to changing climate conditions. Aims
to reduce emissions by 40% by 2030
and 80% by 2050 relative to 1990
levels and identifies strategies to
achieve those targets.
www.cityofsancarlos.org/go
vernment/departments/city-
manager-s-office-
communications/responsibl
e-environment/climate-
action-plan
Schedule
The following table outlines the City’s proposed schedule related to this Request for Proposals and the planning process. The City reserves the right to amend the schedule as necessary.
Activity Date
City releases RFP Friday, May 27, 2022
Pre-proposal conference Thursday, June 2, 2022 at 11:00am PT Last date for submission of written questions from proposers Friday, June 3, 2022 City issues addendum (as needed) Wednesday, June 8, 2022 Proposal submission deadline Friday, June 24, 2022 at 5:00pm PT Potential interviews with proposers Week of July 18, 2022 Contract award date Monday, August 29, 2022
Project commencement September 2022
Project completion September 2024
Pre-Proposal Conference
An optional pre-proposal conference call will be held on Thursday, June 2, 2022 from 11:00AM-Noon, to respond to proposers’ questions. The meeting link is below; note: the password for the meeting is: sancarlos
To join the Zoom Meeting, click here: https://us02web.zoom.us/j/86582370895?pwd=igwgwM- UF8m0R85bsFv644QtVt7qRF.1
Meeting ID: 865 8237 0895
Passcode: sancarlos
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Meeting ID: 865 8237 0895
Find your local number: https://us02web.zoom.us/u/kdDyBDwh2m
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Budget
On March 28, 2022, the City Council appropriated $1.5 million in the Adopted Fiscal Year 2022-2023 Capital Improvement Program Budget for the preparation of the specific plan, 2030 General Plan amendments, and 2030 General Plan EIR amendments. This amount could increase or decrease depending on the proposals received.
Planning Process
Tasks and Deliverables
This Request for Proposals (RFP) is requesting the services of a consultant team to create a Northeast Area Specific Plan. The strategic document will consolidate existing information from San Carlos and nationwide best practices, and set forth strategies and policies to guide private and public investment in the study area. The planning process and the Draft/Final Specific Plan document will include the tasks below and conclude with Council adoption of the Plan document.
When responding to this RFP, the City requests that the consultant team explain its approach to each of the tasks below.
Task 1. Project Management
The consultant will prepare for and facilitate a project kickoff meeting with City staff. The consultant will also conduct regular check-in meetings (biweekly or monthly, as needed) with the City project team, prepare monthly progress reports and invoices, and provide a regularly-updated project schedule.
Task 2. Case Studies and Existing Conditions Report
The first step of the planning process is gaining an understanding of the needs within the study area today and beginning the initial identification of future opportunities. The goal of this task is to allow the San Carlos community, City staff, and decisionmakers (City Council, Planning Commission, etc.) to gain a better understanding of the physical, structural, and infrastructure-related challenges that the Northeast Area may face when transitioning from 20th-century land-uses to the future mixed-use neighborhood with residential, commercial, office, industrial, and community and open space uses.
The consultant team will produce the following deliverables as a part of this task:
Task 2.1. Case Studies. In the first phase of this process, the consultant team will research and prepare at least three case studies focusing on similar life science/biotech districts, that also include residential uses, within the United States. To the maximum extent possible, these case studies should feature historically industrial areas (rather than "greenfield" developments) that have transitioned to biotech and /or high-tech areas, should incorporate residential uses, and, if possible, should highlight examples where enviro nmental remediation was required to accommodate the new residential uses.
The case studies should detail how cities regulated and balanced seemingly incompatible land-uses, created development standards, handled infrastructure challenges, addressed compatibility issues in the area, and implemented changes. While these case studies do not need to feature nearby cities, they should be comparable enough to use for informational purposes as a part of community outreach and for policy decisions.
Task 2.2. Existing Conditions and Infrastructure Report. The consultant team will prepare an existing conditions and infrastructure report that describes the key development standards, regulations, policies, and land- use patterns within the study area. As a part of this task, the City and consultant project team will participate in a site tour of the area.
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Additionally, the report must provide an overview of the key infrastructure systems in the area and note which systems will require updates to support anticipated future development. Since the anticipated future development will exceed the approved General Plan build-out for commercial, office, and industrial uses, the consultant team shall identify any existing conditions data needed to support the development of revised citywide build-out figures (see Task 8). The Plan should incorporate the City’s existing infrastructure plans (sewer, stormwater, streets , and traffic) and capital improvement projects.
Task 2.3. Environmental Analysis. The consultant team will also facilitate the development of a white paper or report from the Environmental Protection Agency (EPA), or equivalent deliverable, to understand th e presence of hazardous substances in the area and need for environmental remediation.
Task 3. Community Outreach and Engagement
As part of the proposal, the consultant team should propose a specific community outreach strategy, including the number and type of community meetings (such as workshops, open houses, pop-up events, etc.). The proposed outreach strategy should include consideration of attendance at Harbor Industrial Area Association meetings, additional focus group meetings, and stakeholder interviews of a combination thereof. In addition to community meetings, the consultant team should budget for meetings and study sessions (City Council, Planning Commission, etc.) at key milestones along the plan’s development. The consultant team should propose effective in-person and virtual engagement methods.
Task 4. Scenario Selection and Analysis
Task 4.1. Scenario Development. The consultant will work with the community, City staff, and decisionmakers to develop two different land-use scenarios. The scenarios will be “high level,” and include vision statements and land-use balances (specific amounts of residential, high tech/biotech, commercial, retail, and industrial uses).
While these land-use scenarios will lay out the amount of each use and their locations, the scenarios will not include detailed development standards.
Task 4.2. Scenario Analysis. The consultant team will complete the following analyses for each scenario:
• Aesthetic Modeling: Prepare area massing models using photo simulations from different vantage points in the community.
• Economic Analysis: If development proceeds per the scenario, an economic analysis should quantify the cost of providing additional Police, Fire, sewer and other services to the area. Furthermore, the analysis should detail whether taxes generated by these land-uses would cover the cost of providing services, or if additional support would be necessary. The analysis should also estimate whether there will be any loss of existing tax bases (for example, loss of retail sales tax under a scenario) and how that may affect the City’s overall finances.
• Housing Analysis: For each scenario, the consultant team must indicate the mix of housing types and anticipated affordability, including any specific area, or preferred location, and proposals to integrate housing into the fabric of the plan area.
• Jobs/Housing Balance: For each scenario, the consultant team must show how full build-out would impact the city’s jobs/housing balance.
• High-Level Transportation Analysis: For each scenario, the consultant team will complete a high-level traffic, circulation, and mobility study. This study must detail how the build-out of the scenario would impact major intersections and street segments, impact overall circulation, improve walkability and bikeability, and the movement of transit, private shuttles, or other modes of transportation.
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Northeast Area Specific Plan | Request for Proposals | City of San Carlos
Task 5. Preferred Scenario Selection
This task will include community and decisionmaker review of and input on the proposed scenarios, review of the reports prepared in Task 2 and 4, and selection of the “preferred alternative.” The preferred alternative may be one of the proposed scenarios or a combination of the scenarios. This task will be the most important and public outreach-intensive part of this planning process. The proposal should include a creative and extensive public outreach process for this task (incorporated into Task 3).
Task 6. Preferred Scenario Technical Analysis
Once a preferred alternative is selected, the consultant team will complete several technical studies before further development of the Specific Plan. The studies include:
• Detailed Traffic and Circulation Analysis: The consultant team will complete a standard traffic analysis that takes into consideration both LOS and VMT. The consultant team should budget for a combination of up to 15 roadway segments and/or intersections, as well as the VMT analysis.
• Mobility Action Plan for Active Modes: The consultant team will develop a mobility action plan that supports and encourages walking, bicycling, and the use of other active modes – and creates an environment for these modes to be real options for people of all ages and abilities. The mobility action plan should focus on topics such as the needed projects and improvements to create meaningful mode shift ; first/last mile connectivity to the San Carlos Caltrain station (located approximately a half-mile from the study area); and connections to Downtown San Carlos and the East Side Innovation District. The recommendations in the 2020 City of San Carlos Bicycle and Pedestrian Master Plan should be used as a basis for the proposed mobility strategies.
• Infrastructure, Public Utilities, and Street Sections: Much of the infrastructure in the Northeast Area is aging and in need of upgrades. The consultant team should include infrastructure experts that can assess and provide recommendations related to public utilities, streets (including pavement condition), sewer, stormwater, and other critical infrastructure in the area. The consultant team will be expected to develop a sewer and stormwater model that evaluates the current and future infrastructure needs at the zone level.
• Street Design, Sidewalk Design, and Landscape Standards: The City envisions that this area will be a vibrant, thriving mixed-use neighborhood. To support changes in the area, a new vision is needed for the public realm. The consultant team shall provide updated right-of-way (street/sidewalk) designs and right-of- way landscape standards that include green infrastructure elements to create a walkable, enjoyable, welcoming area for San Carlos residents and visitors.
• Public Services: In addition to the high-level study as a part of Task 4, this task should dive deeper into the need for and cost of providing additional Police, Fire, sewer and other services to the area. For example, if an additional fire station is required, the Plan should detail the cost for building and operating the new fire station, and what percentage of those costs would be offset by new tax revenue and development fees.
Task 7. Site Development Standards (General Plan/Zoning) & Process Recommendations
As a part of the Specific Plan, the consultant shall develop the following standards and guidelines for City Council consideration. In addition, the General Plan amendment and Zoning Ordinance changes will be adopted as part of the Northeast Area Specific Plan and would be part of this task’s scope of work.
Examples of the type of General Plan and/or Zoning Standards:
• Building Height for different land uses, and height limits for specific locations within the study area , if appropriate
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September 12, 2022
Packet Pg. 362
Northeast Area Specific Plan | Request for Proposals | City of San Carlos