Agenda packet — Sonora City Council, November 6, 2023

CITY COUNCIL REGULAR MEETING - NOVEMBER 06, 2023 PAGE 1 OF 3

CITY COUNCIL REGULAR MEETING
Monday, November 06, 2023 at 5:00 PM
94 N. Washington Street, Sonora, CA 95370
(209) 532-4541
AGENDA
NOTICE IS HEREBY GIVEN that the Sonora City Council will have their regular meeting on Monday, November 6, 2023, at 5:00 PM in the City of Sonora Council Chambers located at 94 N. Washington Street Sonora, CA 95370.

This meeting is physically open to the Public and citizens who wish to provide public comment during the meeting will be invited to do so by the Mayor.

Written comments can be submitted to be included as part of the administrative record; they will not be read during the meeting. All comments must be received by 3:00 pm on the day of the noticed meeting and can be submitted to the City Clerk at 94 N. Washington Street Sonora, CA 95370, or via email to [email protected].

Public Access Audio and Video Live Streaming
The Public will not have access to give public comments via public access audio and video live streaming; they are available for audio and visual only; and can be accessed via our website at www.sonoraca.com.

Remote viewing of the meeting via live streaming is provided to members of the public as a courtesy. If the livestreaming connection malfunctions for any reason and no Council Members are attending via teleconference, the City Council will continue the public meeting in Chambers without remote access.

CLOSED SESSION - 4:00 PM

CALL TO ORDER

ROLL CALL

PUBLIC COMMENTS

ADJOURN INTO CLOSED SESSION

1. Conference with Real Property Negotiations, Government Code Section § 54956.8 Property: APN 002-151-012, Sonora, CA, Tuolumne County 95370 Agency Negotiators: Doug White, City Attorney, Melissa Eads, City Administrator.

2. Public Employment (Gov. Code Section § 54957): Title: Community Development Director. 1 CITY COUNCIL REGULAR MEETING - NOVEMBER 06, 2023 PAGE 2 OF 3

3. Conference with Legal Counsel – Anticipated Litigation - Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section § 54956.9: One (1) Potential Case; Doug White, City Attorney, Melissa Eads, City Administrator.

RECONVENE INTO OPEN SESSION
OPEN SESSION - 5:00 PM

REPORT OUT OF CLOSED SESSION

PLEDGE OF ALLEGIANCE

ROLL CALL
CITY CLERK’S REPORT ON AGENDA POSTING

APPROVAL OF THE AGENDA

PUBLIC COMMENT (NON-AGENDA ITEMS)
The public may address the Council on any item of public interest not otherwise on the agenda that is within the jurisdiction of the City. No action may be taken. Matters to be addressed may be referred to City Staff or placed on a subsequent meeting Agenda. Speakers are limited to a three (3) minute presentation.

PRESENTATIONS

4. Receive an update from Tuolumne County District 1 Supervisor David Goldemberg.

5. Receive the Strategic Growth Plan Presentation from CSG Consultants; Rachelle Kellogg, Community Development Director.

6. Receive the Sonora Linoberg Street Charrette Refined Concepts Report and Presentation; Tyler Summerset, Executive Director of Blue Zones Project Tuolumne.

CONSENT CALENDAR
Items on the Consent Calendar are considered routine and will be voted on in one motion unless a Council member or member of the public has a question or wishes to discuss an item. In that case, the item will be removed from the Consent Calendar and considered separately.

7. Consider approval of disbursements in the amount of $159,339.24 and $162,737.98 for payroll, including employee salaries, employer and employee taxes, retirement contributions, miscellaneous voluntary employee deductions, holiday pay, and other adjustments, including retropay; Tracy Skelly, Administrative Services Officer.

8. Consider approval of a Contract Award between the City of Sonora and Preparative Consulting in an Amount not to Exceed $93,000 for the Comprehensive Update to the City Emergency Operations Plan (EOP); Melissa Eads, City Administrator.

9. Consider approval of an award from the Central Sierra Continuum of Care Homeless Housing Assistance and Prevention Program (Round 4), not to exceed $81,562.09, and approve associated budget adjustments for the use of the funding; Turu VanderWiel, Police Chief.

NEW BUSINESS
2 CITY COUNCIL REGULAR MEETING - NOVEMBER 06, 2023 PAGE 3 OF 3

10. Provide direction to staff regarding (1) appeal of the Police Chief’s decision related to an Alcoholic Beverage Control permit, and (2) implementation of an administrative appeal process for administrative decisions that the City of Sonora Municipal Code (“Code”) currently lacks; Douglas L. White, City Attorney.

COUNCIL MEMBER REPORTS

ADJOURNMENT
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator at City Hall (209) 532-4541, [email protected]. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting (28 CFR 35.102-35.104 ADA Title II).

Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection in the City Administrator’s Office at 94 N. Washington Street, Sonora, CA 95370 during normal business hours (8:00 am - 4:00 pm, Monday through Friday, excluding holidays). The agenda and supporting public documents are also available on our City website www.sonoraca.com listed under the agenda/minutes link on the Government page. 3 CITY COUNCIL AGENDA REPORT
MEETING DATE: November 6, 2023
TO: City Council Members
FROM: Melissa Eads, City Administrator
SUBJECT: Supervisor David Goldemberg County Update

RECOMMENDATION
Receive an update from Tuolumne County District 1 Supervisor David Goldemberg.

DISCUSSION
District 1 Supervisor Goldemberg will present an update on County-wide issues to the City Council at the first meeting of each month.

FISCAL IMPACT
No fiscal impact to the General Fund.
4 Item 4.

CITY COUNCIL AGENDA REPORT
MEETING DATE: November 6, 2023
TO: City Council Members
FROM: Rachelle Kellogg, Community Development Director
SUBJECT: Strategic Growth Plan Presentation

RECOMMENDATION
Receive the Strategic Growth Plan Presentation from CSG Consultants.

DISCUSSION
Over the past several months City staff has been working with CSG staff to evaluate the City’s current planning documents such as the General Plan, Zoning Ordinance, Sphere of Influence, Transportation and Circulation Plan, etc. to determine the next steps needed for the City to develop a strategy/plan to grow and be sustainable into the future. Glenn Lajoie, Principal Director of Environmental Planning, and Brad Misner, Principal Planner, with CSG will be presenting the Strategic Growth Plan to the City Council.

FISCAL IMPACT
None

ATTACHMENTS
None
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CITY COUNCIL AGENDA REPORT
MEETING DATE: November 6, 2023
TO: City Council Members
Melissa Eads, City Administrator
FROM: Tyler Summersett, Executive Director, Blue Zones Project Tuolumne County Kristi Conforti, Public Policy Advocate, Blue Zones Project Tuolumne County SUBJECT: Sonora Linoberg Street Charrette Refined Concepts Report RECOMMENDATION:

It is recommended that the City Council accept the Sonora Linoberg Street Charrette Refined Concepts Report. Additionally, consider giving direction on recommended next steps for Blue Zones Project team and City staff which are intended to begin implementation of Linoberg improvements.

BACKGROUND:

In December 2013, the City of Sonora City Council adopted the Vision Sonora Plan which provided recommendations to rejuvenate the economy, emphasize the rich history and culture of Sonora, and improve the quality of life for residents and visitors alike through transportation improvements for motorists, pedestrians, bicyclists; wayfinding; parking and placemaking.

One of the key initiatives in the plan was to create public spaces downtown.

Specifically listed was converting Linoberg Street, between Green and Stewart Streets, into a pedestrian-only passageway and gathering space In March 2019, Council members approved a temporary one-year closure of the eastern block of Linoberg, between Stewart and Washington Streets. The request was made by Vision Sonora committee members as a way for the City and community to consider the benefits and impacts of the street closure. In early 2020, the initial (temporary) closure was extended for another year and Linoberg remained closed as an outdoor space for socialization and outdoor dining during the COVID-19 pandemic.

In March 2022, the City Council voted to keep Linoberg closed indefinitely as long as:

1. It remains a pedestrian walkway;

2. It is open to the public, requiring permitting for any private events; and 6 Item 6.
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3. Any future improvements allow access to maintain, repair, or replace water, sewer, and other utilities on the street.

On February 28, 2023, Governor Newsom officially lifted the COVID-19 State of Emergency order, thus negating the California state requirement for outdoor restaurant dining. On October 14, 2023, Governor Newsom signed legislation to allow the order to be extended through June 30, 2026.

In March 2023 the Blue Zones Project, Tuolumne County in partnership with the City of Sonora contracted with Urbsworks to complete a community outreach and design process which considered alternative uses of Linoberg Street. Urbsworks are experts in urban design who help cities and rural communities across the country to plan and design central areas that consider how public spaces can serve a dynamic set of interests including social connection, economic activity, health, safety, and accessibility for a broad spectrum of users.

Based on initial input from one-on-one interviews, public drop-in sessions, stakeholder meetings (businesses, utilities, transportation experts), survey feedback, and public comment the design team crafted alternative scenarios that illustrate ways to achieve the desires articulated during the three-day outreach and design process (charrette).

Preliminary concepts and ideas were presented as discussion items for Vision Sonora Committee members in July 2023 to consider as potential options to support and enhance this space.

Today the final report is being presented for City Council review and acceptance.

DISCUSSION
This update provides an overview of the Sonora Linoberg Street Charrette Refined Concepts Report via a presentation that outlines the recommendations for Linoberg and the surrounding downtown area. It will serve to explain the various ways in which the planning team: City staff, Blue Zones Project, and Urbsworks collected feedback from the community, refined initial concepts for Linoberg Street and selected design and improvement elements.

Final concepts were developed in response to input received from Vision Sonora Committee members and City staff and include:
 A minimal set of design improvements is needed to support the existing use of Linoberg Street as a public space with uses including—dining, pedestrian travel, entertainment, and socializing.
 An aspirational set of design improvements that enhance the current use of the space through the provision of art, shade, re-surfacing, and creative seating.
 Recommendation for demonstration projects along Stewart Street to 7 Item 6.
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address pedestrian access and safety impacts to the area (trash bins) to improve pedestrian activity, and support existing events (Farmers Market, 2 nd Saturday).
 Recommendation to designate Linoberg Street a smoke/vape-free area.

ATTACHMENTS
 Linoberg Refined Concept Powerpoint Presentation Slide Deck  Sonora Linoberg Street Charrette Refined Concepts Report and Implementation Guide

FISCAL IMPACT
There are no fiscal impacts associated with this item at this time. 8 Item 6.
1 Blue Zones Built Environment Team | 11/1/2023
Project Sonora Linoberg Charrette | From Marcy McInelly, AIA Implementation Guide
A companion to the Blue Zones Built Environment Team Sonora Linoberg Street Charrette Refined Concepts Report
The report illustrates concepts that the Blue Zones Built Environment team believes are feasible for each of the three study areas:
⋅ Linoberg Street
⋅ Stewart Street, and
⋅ Washington Street and Beyond.

The report’s Refined Concepts illustrates recommended designs (see “Concepts”), and, where possible, it offers options for further consideration by the city and the community (see “Concept Features”).

The report does not comprehensively address construction methods, details, or the cost of the concepts and features; nor does it address in a conclusive way maintenance and ownership issues. Final designs, their execution, and ongoing management are issues for the community.

This Implementation Guide lists the actions that community members need to take to determine these answers for themselves and is intended to guide the city and the community in following through to realize the recommendations in this report.

Action / priority / partners
1 | Implement the Linoberg St. minimum functional concept PRIORITY – 1-2 YEARS
Submit request to Sonora City Council to accept the Linoberg St. refined concepts report and plan. City to add the project to the Capital Improvement Plan and generate cost estimates, and plan for funding.

Partners: City (administration), businesses
Establish management, maintenance, and operational agreements with businesses for use of Linoberg for restaurant seating.
9 Item 6.
2 Blue Zones Built Environment Team | 11/1/2023
Action / priority / partners
Partners: City, businesses
Establish management and maintenance protocols for public seating areas in Linoberg and elsewhere, i.e., curb extensions proposed for Stewart Street.

Partners: City (Administration, Police, Public Works)
2 | Implement Washington Street and Beyond concept
PRIORITY – 1-2 YEARS
Install curb extensions for safety where Linoberg East intersection with Washington (requires elimination of two or more on-street parking spaces). Continue to work with CalTrans to improve safety for pedestrians crossing Washington.

Partners: City, Vision Sonora, CalTrans
If necessary, commission an update to the downtown parking utilization plan to verify that downtown parking supply remains sufficient.

Partners: City
Connect Linoberg Street to Coffill Park and Sonora Creek through a wayfinding strategy and demonstration project that might be the first step in a comprehensive “Active Connectivity Plan.”
Partners: Vision Sonora, City, Chamber of Commerce

LONGER TERM PROJECTS
Establish a truly accessible route from Linoberg Street to Coffill Park and include in wayfinding signage, maps, apps and tourist information
Establish an official Active Connectivity Plan for downtown that builds on concepts in the report, and includes a plan for phased physical improvements, a funding schedule, and is coordinated with events programming organizations and civic and commerce promotional investments.

Partners: Chamber of Commerce, City, Vision Sonora, Community 3 | Implement Stewart Street concept
PRIORITY – 1-2 YEARS
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3 Blue Zones Built Environment Team | 11/1/2023
Action / priority / partners
Install a demonstration project that builds on two recommendations in the report which are focused on the corner of Linoberg and Stewart: “Treatment at Linoberg” (page 33)to improve pedestrian safety for those crossing Stewart Street, and curb extensions for loading (page 31) which help adjoining businesses handle delivery and waste / recycling for abutting businesses.

Partners: Businesses, City, Vision Sonora, arts organization(s) Install a demonstration project for temporary closure of Stewart Street, possibly in conjunction with the Farmers Market or other seasonal event(s) Partners: Blue Zones, businesses, City, Vision Sonora, Chamber of Commerce, arts organization(s)
4 | Implementing the Linoberg aspirational concept. Priority 1-5 years The ultimate aspiration for Linoberg Street is to have a fully accessible surface across the entire extent of the alley from Washington Street to Stewart Street. Address the aging utilities below grade that run through Linoberg that could fail and would need repair or replacement and develop a plan for improvements.

Partners: City (administration, Public Works), utility providers Once utility replacement and/or relocation issues have been completed, pave a new street surface or install all-weather boardwalk decking from building face to building face.

Partners: City (administration, Public Works), utility providers 11 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

KING CITY TOWN CENTER PLAN AND

IMPLEMENTATION STRATEGY
MAY 7-9,
Blue Zones Built Environment Team
Sonora Linoberg Street Charrette
Refined Concepts Report
Placemaking | Activation | Connection
12 Item 6.

INTRODUCTION 1
REFINED CONCEPTS 15
FREQUENTLY ASKED QUESTIONS 39
IMPLEMENTATION GUIDE 41
Sonora Project Team
Kristi Conforti, Public Policy Advocate, Blue Zones Tuolumne Tyler Summersett, Executive Director, Blue Zones Tuolumne Melissa Eads, City Administrator, City of Sonora
Built Environment Team Members:

Marcy McInelly, AIA
Joseph Readdy
Elizabeth Nelson
Taylor Berberich
13 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 1 Background
Downtown Sonora, California, maintains the compact, walkable character it has had since its establishment as a 19th Century mining community—in spite of its main street consisting of a heavily trafficked state highway. As the county seat, Sonora serves an important role as an employment, cultural, and regional center serving the city, the county, and as a destination for people from surrounding communities. For this reason, the Sonora downtown is an ideal site to improve safety for walking, gathering at parks and markets, connect community assets and events, and to create a unique space accessible to residents and visitors of all ages and abilities.

The refined concepts contained in this report build on the work from the Vision Sonora project and the Vision Sonora plan (2013) to create a more vibrant downtown. This plan represents an integrated approach that addresses all of the Community Vision Goals:

Strengthening Sonora’s Identity and History, Attracting and Welcoming Visitors, Creating Places to Enjoy, Boosting Historic Downtown Core Appeal and Commerce, Enabling Pedestrian and Bicycle Travel, and Taking Care of Locals. The Vision Sonora plan also included sketches and artistic renderings of what Linoberg could look like, helping to inspire the community imagination, and inspiring the concepts in this report.

This plan also responds to important pedestrian safety data contained within the 2020 Tuolumne County Active Transportation Plan, and parking data included in the Vision Sonora document.

During the pandemic the need for an outdoor space in downtown grew and the use of sidewalk cafes and Linoberg St. for outdoor dining demonstrated the popularity and need for vibrant public spaces. In a community survey held in January at the start of this project, the community voiced different ideas about what Linoberg St. might look like, ranging from a restaurant patio to a public seating area. Overall, survey results demonstrated the significance of Linoberg St. to residents, businesses, tourism organizations, and the city, including the opportunity to remake the space to emphasize the city’s history, to showcase local art, and to provide space for community gathering.

The pandemic also highlighted the need to improve pedestrian safety. During the pandemic US cities saw an increase in pedestrian and bicycle injuries and fatalities, and members of the Sonora community were not spared. Most of these experiences occurred along Washington Street in the form of incidents related to heavy traffic and drivers who did not stop for pedestrians in the crosswalk. Along Stewart Street cut through speeding and unsafe crossing conditions for pedestrians contributed to a lack of safety.

INTRODUCTION
14 Item 6.
page 2 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 Blue Zones and the Built Environment
Why does Blue Zones Project believe changing the built environment matters to the health of the community? Becuase our built and natural environments have a direct impact on our health and the amount of daily physical activity we get. The built environment encompasses the human-made spaces where we live, work, learn, and play, which includes our streets, intersections, buildings, homes, and sidewalks. How well our built and natural environments are integrated is an essential predictor of natural movement, socializing, and downshifting in any community.

Creating an environment built for people that is supportive of walking, bicycling, and social connectedness is central to Blue Zones principles. Extensive evidence-based research has demonstrated that communities with these components have higher rates of economic development, vitality, and greater overall health and safety for residents. Blue Zones does this work to provide residents options for leading a healthier lifestyle, leading these efforts one project at a time with local teams from the community to create lasting systemic change.

Charrette
Blue Zones Tuolumne played the role of convenor, bringing the Blue Zones Built Environment Team to Sonora for a three-day charrette or design workshop. Blue Zones is dedicated to improving community health through the promotion of natural movement and encouraging community gathering making this opportunity a natural fit.

Blue Zones Built Environment members visited Sonora, California, the week of March 6-8 to conduct the Linoberg Activation 3-day Design Workshop & Open House and Linoberg Activation Concept Development. Building on the community vision from the Vision Sonora plan, the Charrette focused on activating Linoberg and facilitating community conversations about implementing the community’s vision for its downtown.

As part of the charrette, the design team and Blue Zones staff conducted at least 16 individual meetings with committees, city staff, and the public during the three days in Sonora. These activities engaged over 1,200 participants through the pre-event survey and over 40 on-site participants, many of whom attended multiple events. The meetings, presentations, and pre-charrette survey provided the design team numerous ideas and comments to weave into the concepts.

On the final day, the design team presented the preliminary concepts from the charrette to the Sonora City Council, Planning Commission and Vision Sonora participants.

Concepts presented in this document have been further refined since the charrette, provide greater detail about the design features, and respond to concerns and questions asked in a second survey.

While the Charrette initially was meant to focus on Linoberg activation, the holistic approach of the Vision Sonora plan provided inspiration about the potential of other parts of downtown, and prompted the scope of this report to consider recommendations and design approaches beyond Linoberg. Therefore the report includes concepts for Stewart and Washington Streets.
15 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 3 LINOBERG STREET ONSITE MEETING
As part of the charrette
the design team and Blue
Zones staff conducted at
least 16 individual meetings
with committees, city staff,
and the public

MEETING AT BLUE ZONES

OFFICES
Meetings, presentations,
and pre-charrette survey
provided the design team
numerous ideas and
comments to weave into
the concepts
16 Item 6.
page 4 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

CITY OF SONORA, LINOBERG ST COMMUNITY DESIGN WORKSHOPS
3-DAY CHARRETTE PUBLIC SCHEDULE
Monday, March 6 Tuesday, March 7 Wednesday, March 8
7:30AM Q & A (Public Event) 7:30am –
9:00am
Location: Linoberg St
9AM Site Tour (Public Event) 9:00am
Location: Linoberg St
Attendance: Vision Sonora, City
Council, City staff, business
owners, and the public
Q & A (Public Event) 10:30am
Location: Linoberg St
Attendance: Vision Sonora, City
Council, City staff, business
owners, and anyone who is
Interested
Vision Sonora (Invitation only)
9:00am
Location: Blue Zones Conference
Room
Office Hours (Public Event)
Location: Blue Zones Conference
Room
Attendance: Last Chance for
downtown business owners.

Drop in or make an advance
appointment, contact
[email protected]
10AM Public Safety, Transportation &
Utilities (Invitation only)
10:00am
Location: Blue Zones Conference
Room
11AM History, Arts & Culture
(Invitation only) 11:00am
Location: Blue Zones Conference
Room
Noon –
1:30 PM
(TBD) Extra Q & A
Location: Linoberg St
2 PM Business Owner Conversation
Attendance: Downtown Business
Owners
Location: BZ Conference Room
Alternate: At a local business Meetings By Appointment Only (3:00pm – 4:30pm)
Contact:

[email protected]
Meetings By Appointment
Only (2:00pm – 4:00pm)
[email protected]
3 PM
4 PM
5 PM or
later
City Council Meeting 5:00pm
Location: City Hall
Open House Public Event
5:30pm – 7:00pm
Location: City Hall
Joint Meeting: City Council and
Vision Sonora Committee
Summary Presentation
5:30pm – 7:00pm
Location: City Hall
For more information, or to request an appointment, please contact Kristi Conforti, Public Policy Advocate:

E-mail: [email protected]
Office: 209-694-3217
40 Item 17.

CHARRETTE SCHEDULE
As part of the charrette the
design team, Blue Zones,
and city staff conducted at
least 16 individual meetings
with committees, city staff
17 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 5 Survey support for the project
Before the design workshop, a community survey was distributed widely and received 1,225 responses detailing the aspects of Linoberg St. respondents appreciate. For a community of 5,000 residents a response rate of over 20% is uncommonly high and represents a high degree of engagement and enthusiasm for this project. Respondents love spending time in Linoberg Street—dining, socializing, sitting or resting—and want to see more of those activities continue. Many people expressed interest in overhead shade or weather protection, wall mural or art or sculptures, 2nd Saturday activities, and space to bring and consume one’s own refreshments. Finally, many respondents cited the following improvements as particularly important for accessibility and safety:

1. Safety crossing Washington Street,

2. Safety crossing Stewart Street,

3. Improving lighting on Stewart Street, and

4. Wheelchair, walker, and stroller accessibility.

Linoberg St. is popular among community members
Linoberg St. is a popular and beloved destination in downtown Sonora, as demonstrated by the answer to Question 5 (next page). Nearly everyone who took the survey was familiar with the space.

COMMUNITY SURVEY
Before the design
workshop, a community
survey was distributed
widely and received 1,225
responses, which for a
community of 5,000 is
uncommonly high
Q3: What is your primary purpose when you are in downtown Sonora? (Select all that apply)
Answered: 1218 ,: 7
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
None of the above
Dining
Shopping
Frequenting other downtown businesses (hair/nail salons,… Arts/Culture/History (2nd Saturday Art Night, art galleries,… Evening entertainment (21 and older, wine bars, etc.)
Walking/Outdoor physical activities (Dragoon Gulch, Sonora… Special Events (Farmers Market, parades, etc.)
City Government business (permits, city council meetings, etc.) County Government business (Board of Supervisor meetings,… Sonora High School Events (Sports, Graduation, etc.)
I live downtown
I work downtown
I own a business downtown
I avoid downtown
18 Item 6.
page 6 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 Survey results demonstrated overwhelming support for Linoberg St. as a place for social connection, outdoor dining, drinking, and occasional events. At the same time, people want Linoberg St. to provide a public place to relax and rest. As the survey showed, many people enjoy having the option to bring their own food and snacks.

The survey suggests that Linoberg St. takes on a different role at distinct, complementary times of day, serving as more of a space to rest by day and more of a socializing hub by night (see Question 6).

To the question “What would you like to be considered on Linoberg St. in the future?” (Question 7), the survey received a wide range of responses.

Rising to the top is keeping the space available for outdoor drinking and dining in some capacity (66%), followed by placemaking elements including shade protection (61%) and art (55%). Finally, responses underscored the desire to have a downtown place for resting, including the provision of a hydration station, and the option to sit and eat a snack in a shaded place.

Over the course of the charrette the desire for Linoberg St. to provide this type of downtown amenity was was repeatedly expressed, along with the desire for many more such locations in downtown Sonora. 19 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 720 Item 6.
page 8 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 What makes a great downtown?
In the vibrant downtowns of great cities buildings and streets work together. How buildings frame public spaces like streets, plazas, and parks, and the quality of the building façades—particularly the portion of the building below 35 or 50 feet, or the first two or three stories—is a critical aspect of great downtowns.

Great streets are the other critical element that makes great downtowns.

Street spaces, along with plazas and parks, form the public realm of a city. Street space occupies 40 percent or more of the land area in most American cities. In older cities like Sonora, founded and platted prior to the invention of the automobile, these spaces were the outdoor rooms in which commerce, social activities, and many other activities of daily life took place. These spaces were designed primarily for people on foot.

With the invention of the automobile all that changed, and especially after World War II, with the investment made by the federal government in the interstate highway system, spaces originally created for humans on foot became spaces primarily for humans in cars. The conversion was official and swift. Washington Street in downtown Sonora lost its shaded canopy when the street trees were removed.

If your city’s main street was part of the designated state highway system, through traffic was prioritized to connect distant destinations at the expense of social and commercial activities serving the local population. 21 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 9

SCENES FROM

WASHINGTON STREET,
ABOVE
Today, as many cities are reclaiming their downtowns from the automobile and paying more attention again to walkability, the safety and attractiveness of their streets for pedestrians is a growing concern.

The Vision Sonora effort is a perfect example of citizens attempting to return streets to their original purpose as places for people.

Which brings us back to the other critical component of great downtowns: the street. Carrying forward the spirit of Vision Sonora, the charrette vision for Linoberg, Stewart and Washington Streets is to make them not merely safe for pedestrians, but friendly and welcoming to pedestrians, or—in the parlance of transportation planners and urban designers—streets that prioritize the pedestrian. What does it mean to prioritize the pedestrian? One example is reclaiming an entire street for pedestrian-only use, as is proposed by Vision Sonora for Linoberg Street. Another example is installing features such as curb extensions that provide pedestrians with more prominence, visibility and access to a crosswalk. Curb extensions would level the field for pedestrians waiting to cross Washington Street. Currently the Washington Street Downtown Core has the highest density of pedestrian and bicycle collisions in Sonora and Tuolumne County. Curb extensions could be a gamechanger.

Washington Street will continue to serve as a state highway for years to come until a bypass is planned and constructed. Until then, the community needs to continue to partner with Caltrans on improvements 22 Item 6.
page 10 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 such as curb extensions that can be implemented
without negatively impacting the performance of this
regional route. While this may be seen as a challenge,
Caltrans can be a good partner, helping the city realize its safe, walkable downtown vision.

Although Linoberg Street, between Washington
Street and Stewart Street, is a small fragment of the
overall Sonora street network, it has demonstrated
“proof of concept” as a community gathering place.

As promoted in the Vision Sonora document, select
locations like Linoberg Street can take the streets of
Sonora beyond pedestrian-friendly to make them
pedestrian prioritizing; possibly even pedestrian
seducing.

Whether it is the “Minimum Functional” or the
“Aspirational” manifestation of Linoberg Street,
successful projects like these can have an outsized
impact on how a community performs.

TITLE
Caption
23 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 11

VISION SONORA
RECOMMENDATIONS:

PARKLETS, PLAZAS,

BULBOUTS
Vision Sonora Plan
Mobility and Community Design Page 3-21
Parklets: Important Factors for Success
Adapted from Reclaiming the Right of Way: A Toolkit to Creating and Implementing Parklets, UCLA Luskin School of Public Affairs.

Parklets are small areas within the roadway that create space for pedestrian amenities such as seating, outdoor dining, trees, and landscaping. They buffer pedestrians from moving vehicles, calm traffic, and beautify streets. They can be permanent or temporary installations that each occupy one or two on-street parking spaces. Parklets are typically created by building a platform on the pavement of a roadway to extend the sidewalk space, and retrofitting it with benches, planters, tables and chairs, umbrellas, and bike racks. Physical barriers such as sturdy railings, wheel stops, and bollards help provide safety for users.

Community Partner Roles
Typically, community partners such as adjacent businesses are the ones who apply for the necessary permits, pay for construction, and maintain parklets. Parklets produce a return on investment for these businesses by attracting more attention from customers. Groups of businesses or community groups can adopt parklets, but the group members should be in the immediate area of the parklet to keep a close eye on it. Parklet applicants should have the ability to take on $1 million of insurance; most already hold this amount of business insurance.

A Public Process
Because the parklets are in the public right-of-way, their construction will require a temporary occupancy permit from the City of Sonora and will be subject to approval from Caltrans. Following the lead of other cities, Sonora could create a permitting process for parklets that includes specifications for design and operation, and that must be renewed annually.

A Test Run
The annual September event Park(ing) Day (launched in San Francisco and now an international event) can be a useful way to test the waters for a parklet by setting up a temporary installation. Use the opportunity to talk with passers-by about their impressions of the parklet, their interest in having a more permanent parklet in that location, and their ideas for the parklet.

Seasonal Parklets
When snow is a consideration, parklets can be designed to be taken down in the winter and re-installed in warmer weather.

Philadelphia addressed this issue by developing a modular system that takes less than a day to install and works well in different locations. The system includes a steel railing, a wooden deck, and planter boxes. Seating and tables of different types can then be placed in the parklet.

For case studies and more information, please refer to the UCLA toolkit referenced above, which is available as a free download from www.its.ucla.edu/research/parklettoolkit.pdf.

Typical Design Guidelines for Parklets
Parklet Size and
Relation to
Curb
6’ width, flush with curb
(1/2” gap max.)
Load Must support 100 to 759
lbs./ square foot
Drainage
Curbside drainage must
not be impeded and must
allow for easy access to the
space underneath
Wind/Visibility
Visually permeable outside
edge; railing may be
required
Barriers
4’ from parklet to wheel
stop (behind)
3’ wheel stop installed 1’
from curb (ahead)
Licensed
Engineer Stamp
Required?
Yes, in some jurisdictions

Examples of Permanent and Temporary Parklets
“I really think the parklet idea
is great. Being a 15 year old, I
can’t drive yet, so I need to walk
everywhere. It would be nice to
have a little sitting area once in
a while to rest on the way to
walking somewhere.”
Community Open House Comment
24 Item 6.
page 12 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 49 2020 TUOLUMNE COUNTY ACTIVE TRANSPORTATION PLAN

3.9.1 Sonora: Map 3.13
Sonora was the location of 140 bicycle and pedestrian collisions from 2006 through 2018. Figures 3.4 through 3.6 break down this number by parties involved and severity. The majority of these collisions occurred along Washington Street and Mono Way, as shown in Map

3.13. The Washington Street Downtown Core has the highest density of pedestrian and bicycle collisions in Sonora and Tuolumne County.

Collisions have occurred along SR 49 that are not displayed in the map due to an error in the Transit Injury Mapping System.

Figure 3.4: Sonora Collisions
Figure 3.5: Pedestrian Collision Severity - Sonora
Figure 3.6: Bicyclist Collision Severity - Sonora
CHAPTER 3: Existing Conditions
Pedestrians
111
Bicyclists
29 SONORA COLLISIONS
Fatal
3% Injury
(Severe)
14%
Injury (Other
Visible)
40%
Injury
(Complaint of
Pain)
43%
Pedestrian Collision Severity - Sonora
Fatal
0% Injury
(Severe)
14%
Injury (Other
Visible)
69%
Injury
(Complaint of
Pain)
17%
Bicyclist Collision Severity - Sonora
52 2020 TUOLUMNE COUNTY ACTIVE TRANSPORTATION PLAN
Map 3.13: Sonora Bicycle and Pedestrian Collisions
UV108
UV49 MONO WAY

GREENLEY ROAD

BALD MTN RD

BECKWITH RD

TR UCK ENMILLER RD

PINE RD

BONANZA RD

CEDAR RD

CABEZUT RD
OAK RD

FOREST RD

GREENLEY RD

CHIL D RD

OLD BALD MTN RD

HOSPITAL RD

MTN VIEW RD

SHAWS FLAT RD

SANGUINETTI RD

N FORESTRD

RACETRACK RD

LYONS BALD MTN RD

CEMETERY LN

S WASHINGTON ST

MORN ING STA R DR
Sonora
Bicycle & Pedestrian
Collisions
O 0 0.125 0.25 0.5
Miles
! Bicyclist
! Pedestrian
!C Pedestrian Fatality
! Pedestrian & Cyclist
Collisions 2006 - 2018
Tuolumne Highways
Sonora
Lakes
Schools
CHAPTER 3: Existing Conditions

RECENT DATA

REGARDING THE

DANGERS OF WALKING IN

DOWNTOWN SONORA
“Sonora was the location of
140 bicycle and pedestrian
collisions from 2006
through 2018.

Figures 3.4 through 3.6
break down this number
by parties involved and
severity. The majority of
these collisions occurred
along Washington Street
and Mono Way, as shown in
Map 3.13.”
“The Washington Street
Downtown Core has
the highest density of
pedestrian and bicycle
collisions in Sonora and
Tuolumne County.”
From Tuolumne County
Active Transportation Plan,
page 49:
25 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 13 Mobility and Community Design Page 3-5
proximity to the downtown shops. However, public parking lots are full. Due to a supply of private parking spaces south of Church Street, the southern portion of Sonora has underutilized on-street parking.

Figure 3-1 Downtown Parking Occupancy
Mobility and Community Design
Figure 3-1 Downtown Parking Occu

RECENT DATA REGARDING

THE SUPPLY OF PARKING
IN DOWNTOWN SONORA “The parking occupancy
rates observed
demonstrate different
needs in each part of
downtown Sonora. On the
northwest side of town,
on-street parking has
high occupancy; however
there are private lots with
low occupancy. On the
northeast side of town, it
is the opposite; on-street
parking is available in close
proximity to the downtown
shops. However, public
parking lots are full. Due to
a supply of private parking
spaces south of Church
Street, the southern portion
of Sonora has underutilized
on-street parking.)”
Citation from Vision Sonora
Since the collection and
publication of the Vision
Sonora parking data,
County Courthouse services
have moved out of the
downtown. This has likely
freed up additional parking,
especially within the vicinity
of Linoberg Street.

It is recommended that an
updated parking utilization
study be ordered by the
city to understand current
needs. This will enable a
fully informed discussion of
the tradeoffs needed (e.g.,
between parking supply
and pedestrian injuries and
fatalities) when considering
curb extensions on
Washington Street.
26 Item 6.
page 14 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

STEWART

LINOBERG

WASHINGTON
27 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 15 This report illustrates concepts that the Blue Zones Built Environment team believes are feasible for each of the three study areas (see “Concepts”), and, where possible, it offers options for further consideration by the city and the community (see “Concept Features”). However, it does not comprehensively address construction methods, details, or the cost of the concepts and features; nor does it address in a conclusive way maintenance and ownership issues. Final designs, their execution, and ongoing management are issues for the community. The Implementation Guide lists the actions that community members need to take and is intended to guide the city and the community in the follow-through needed to realize the recommendations in this report.

REFINED CONCEPTS
1 2

STUDY AREAS
Linoberg Street
Stewart Street
3 Washington Street
Linoberg Street
Bradford Street
W. Jackson Street
Yaney AvenueS. Norlin Street
S. Stewart Street
S. She
p
herd Street
S. Green Street
S. Washin
gton Street
W. Stockton Street Golden Chain Highway
1 2
3 28
Item 6.
page 16 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 1 3
4 8
7 2
5 SECTION VIEW

S WASHINGTON ST

PLAN VIEW

S WASHINGTON ST

S STEWART ST
1 3
4 6
9 9
9 9
29 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 17 1 2
5 3
6 4
7 8
Accessible, continuous, and unobstructed walkway
Extended pedestrian zone to the edge of Stewart Street makes pedestrians more visible to motorists. Add a traffic control at this location that will require southbound traffic to stop. Add yield markings to the pavement of the northbound lane to remind drivers to cede the right-of-way to pedestrians. Install bollards or planters in the extended pedestrian zone at Stewart to prevent drivers from entering Linoberg Street from the east.

Tap Room seating delineated as required by California Alcohol Beverage Control regulations. Shown diagrammatically as bar tables and bar stools. Minimum of six tables.

Diamondback Grill seating delineated as required by California Alcohol Beverage Control regulations. Shown diagrammatically as café tables and chairs. Minimum of six tables. Note: Cross Section does not show all of the seating for Diamondback.

Preserve clear area around existing fire hydrant for emergency response
Existing asphalt street surface to remain until infrastructure repair and/ or replacement of underground utilities.

Overhead canopy protects occupants of Linoberg Street from too much sun. Design shown is “Miner’s Tent” identified as a possible option that acknowledges Sonora history. Install to minimize impact to historic structures. Allows for integration of water lines for misters that will provide additional cooling in summer.

Wall art: rotating display of history and/ or art installed on existing wall surface.

Public seating

LINOBERG MINIMUM FUNCTIONAL CONCEPT
The improvements to Linoberg Street have made it a destination for pedestrians in downtown Sonora. It currently “works,” but there are issues. The accessible path the the Tap Room is narrow and requires those who depend upon such access to choose this pathway at the far end of Linoberg St. at either Washington Street or Stewart Street. In addition, there are aging utilities below grade that run through Linoberg St. that could fail and would need repair or replacement. The “minimum functional” scheme meets many of the goals of Vision Sonora and the March 2023 design charrette with the least investment in resources and the least possible disruption.
9 30
Item 6.
page 18 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 1 3
4 7
7 2
5 SECTION VIEW

PLAN VIEW

S STEWART ST

S WASHINGTON ST
6 3
4 1
8 8
8 31
Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 19 1 2
5 3
6 4
7 LINOBERG ASPIRATIONAL CONCEPT
Accessible, continuous, and unobstructed walkway that resolves existing issues about elevation and access to businesses.

Diagrammatically shown as an all-weather boardwalk.

Extended pedestrian zone to the edge of Stewart Street makes pedestrians more visible to motorists. Add a traffic control at this location that will require southbound traffic to stop. Add yield markings to the pavement of the northbound lane to remind drivers to cede the right-of-way to pedestrians. Install bollards or planters in the extended pedestrian zone at Stewart to prevent drivers from entering Linoberg Street from the east.

Tap Room seating delineated as required by California Alcohol Beverage Control regulations. Shown diagrammatically as bar tables and bar stools.

Diamondback Grill seating delineated as required by California Alcohol Beverage Control regulations. Shown diagrammatically as café tables and chairs bordered by planters or pots. Note: Cross Section does not show all of the seating for Diamondback.

Preserve clear area around existing fire hydrant for emergency response until such time as the hydrant has been relocated to best serve the central downtown area.

Overhead canopy protects occupants of Linoberg Street from too much sun. Allows for integration of water lines for misters that will provide additional cooling in summer.

Wall art: rotating display of history and/ or art installed on existing wall surface. Shown diagrammatically a corrugated armature that allows for installation of artwork such that it can be “read” differently as one travels from east-to-west or west-to-east.

Public seating
The aspiration for Linoberg Street is to ultimately have a fully accessible surface across the entire extent of the alley from Washington Street to Stewart Street. Once improvements have been made to the existing infrastructure a new street surface could be paved from building face to building face. Alternately, an all-weather boardwalk decking could serve as the finished grade.
8 32
Item 6.
page 20 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

RESTAURANT

SEATING
PUBLIC

SEATING

WALKWAY

ALTERNATIVE ARRANGEMENTS FOR PUBLIC SEATING,

RESTAURANT SEATING, AND PUBLIC WALKWAY
Multiple arrangements for seating are possible and are illustrated on these two pages. In the Linoberg “Minimum Functional Concept” the accessible, cleared walkway is proposed to be located next to the raised sidewalk. Arrangements of public and restaurant seating may vary from what is shown at left, but the walkway location is limited. In the “Aspiratonal Concept” for Linoberg, however, there are a number of configurations possible, as illustrated on the next page.

S STEWART ST

S WASHINGTON ST
MIN. FUNCTIONAL CONCEPT
accessible path next to the sidewalk

LINOBERG PLAN VIEW LINOBERG PLAN VIEW
33 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 21

MEANDERING

WALKWAY

S STEWART ST

S WASHINGTON ST

NORTH SIDE

WALKWAY

SOUTH SIDE

WALKWAY

LINOBERG PLAN VIEW

RESTAURANT

SEATING
PUBLIC

SEATING

WALKWAY

MULTIPLE

WALKWAY

AND SEATING

OPTIONS ARE

POSSIBLE IN
THE “LINOBERG

ASPIRATIONAL
CONCEPT”
34 Item 6.
page 22 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

LINOBERG CONCEPT FEATURES

LINOBERG GROUND

SURFACE
There are aging utilities
below grade that run
through Linoberg that could
fail and would need repair or
replacement.

For this reason the
“minimum functional
concept” for Linoberg
assumes the existing
asphalt street surface will
remain until infrastructure
repair or replacement.

Once improvements have
been made to the existing
infrastructure a new street
surface could be paved
from building face to
building face, providing an
unobstructed walkway that
resolves existing issues
about elevation and access
to businesses.

The “aspirational concept”
for Linoberg shows an
all-weather boardwalk,
although the new street
surface could be paved.

Regardless of the
surface, regular cleaning,
maintenance, upkeep,
and vector control are
an essential part of the
management plan. .

IPÉ DECKING IN LINOBERG STREET
A number of cities have longstanding installations of boardwalk-style material in dining areas. Most contemporary installations Ipé, a smooth knot-free hardwood, similar to teak or mahogany and can last for more than 50 years without needing replacement. The photo illustration shows an installation in the Pearl District restaurant area of Portland, Oregon that has been in place for more than 15 years. Ipé decks should be cleaned regularly to remove dirt and debris.
35 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 23

LINOBERG CONCEPT FEATURES

SEATING
The businesses on
Linoberg have shouldered
the responsibility for
maintaining the space
and ensuring its success,
but it has also become a
destination for visitors who
want to enjoy the lively
sense of community.

A concept emerged during the March 2023 design charrette to take advantage of the low concrete curb on the south side of Linoberg Street as and element that could be enhanced with built-in seating. The illustrations show one possible design solution where seats and tables could be folded down for use, but folded up and secured during those off-hours when the businesses, or Linoberg Street, are closed. 36 Item 6.
page 24 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

LINOBERG CONCEPT FEATURES

CANOPY FOR SHADE
The top image shows
a possible method for
supporting the overhead
canopy without impacting
the historic Linoberg
building. This detail was
provided by a third party
to show how the concrete
block wall on the nonhistorical building (home to
Diamondback Grill) could be
used to host a structural
support system for the
canopy. This detail has
not been vetted by Public
Works or utility providers.

Allow for integration of
water lines for misters
that will provide additional
cooling in summer.

Any sun shade must be
installed above the level of
existing lighting.
37 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 25

LINOBERG CONCEPT FEATURES

PUBLIC SEATING AND

RESTAURANT SEATING
All of the illustrations
of each schematic for
Linoberg Street are
diagrammatic and intended
to represent a range of
seating options that could
be implemented. They
include bar stools and bar
tables tend to be used
more for short-duration
drinking and dining; café
tables: low, round, square,
or rectangular, are for food
service—either casual or
fine-dining; longer, lower
dining tables are good for
families and groups to linger
around, and low stools and
benches, with or without
backs, are perfect for
casual, short-term seating.
38 Item 6.
page 26 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

LINOBERG CONCEPT FEATURES

ART WALL
The wall art option shown in
the “aspirational concept”
for Linoberg is a slightly
projecting multi-panelled
surface that allows for
installation of artwork
such that it can be “read”
differently as one travels
from east-to-west or westto-east. It could be used for rotating history displays or
art.

Alternatively art and
history displays can be
installed directly on the
wall as they are currently.

Since this alternative does
not project from the wall
and therefore does not
interfere with seating, it
is more appropriate for
the “minimum functional”
concept.

Linoberg Street currently
hosts an installation of
historic images on the south
wall. During the March
2023 design charrette
the community expressed
a strong desire to build
upon this initial effort with
something more impactful.

There were voices in favor
of a single, permanent
installation and voices in
favor of periodic, rotating,
temporary exhibits. One
of the ideas that emerged
from the March workshops
was to provide a permanent
armature or structure
upon which the temporary
exhibits could be installed.
39 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 27

LINOBERG CONCEPT FEATURES
The illustrations in this
report show one possible
variation on this concept.

The armature has multiple
horizontal bands that are
folded such that artwork
on a west-facing panel
would be more visible to
someone traveling from
Washington Street to
Stewart Street and eastfacing panels would be
more visible to someone
returning to Washington
Street from Stewart
Street. A horizontal band
might be designated for a
display associated with the
history of Sonora and its
people; another might be
designated as a “canvas”
for a visiting artist and their
work. We like the idea of
weaving local and regional,
historical and contemporary,
in ways that celebrate
Sonora.
40 Item 6.
page 28 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 8’ 11’ 11’ 8’

SIDEWALK

PARKING ZONE

TRAVEL LANETRAVEL LANE

PARKING ZONE

SIDEWALK

S WASHINGTON ST

LINOBERG STREET

PLAN VIEW DIMENSIONED DIAGRAM VIEW
1 2
2 2
2 2
2 2
2 1
1 1
1 41
Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 29 1 2

STEWART CONCEPT OVERVIEW
Parking zone
Alternating curb extension, typical. Note: Dimensions are based on information provided, conditions must be field verified
Sidewalks on Stewart Street are not continuous, fully accessible, or complete—which forces pedestrians to use the street itself, placing them in conflict with cars. Sidewalks are regularly blocked to pedestrians by trash and recycling or deliveries.

Alternating curb extensions are proposed to provide space for activities that currently take place on the sidewalk and interfere with walking. For example, curb extensions would get trash receptacles or truck loading activities off the sidewalk.

The alternating curb extensions do not reduce the current width of vehicular travel lanes since they occur entirely within the parking zone.

The concept for Stewart Street maintains two-way access for cars; provides dedicated locations for trash and recycling collection and deliveries; extends opportunities for businesses by providing safe outdoor seating; and supports existing businesses, including the Farmers Market.
42 Item 6.
page 30 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

STEWART CONCEPT FEATURES

CURB EXTENSIONS INTO

THE PARKING ZONE TO

SUPPORT BUSINESS

ACTIVITIES (LOADING,

GARBAGE)
Through the use of curb
extensions, repurpose
limited areas of the
parking zone for various
activities needed on
Stewart Street
Urban Street Design Guide
Curb Extensions
Curb extensions visually and physically narrow
the roadway, creating safer and shorter
crossings for pedestrians while increasing the
available space for street furniture, benches,
plantings, and street trees. They may be
implemented on downtown, neighborhood, and
residential streets, large and small.

Curb extensions increase the
overall visibility of pedestrians by
aligning them with the parking
lane and reducing the crossing
distance for pedestrians
Illustration of a curb
extension from the NACTO
Urban Street Design Guide
WHAT IS A CURB EXTENSION?
According to NACTO (National Association
of City Transportation Officials): “Curb
extensions visually and physically narrow
the roadway, creating safer and shorter
crossings for pedestrians while increasing
the available space for street furniture,
benches, plantings, and street trees.

They may be implemented on downtown,
neighborhood, and residential streets, large
and small.”

BICYCLE PARKING

PUBLIC ACTIVITIES
For public activities such
as outdoor seating, for
dining of food purchased
at the farmers market,
for landscaping and trees
or stormwater collection
43 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 31

STEWART CONCEPT FEATURES

LOADING
In those business
locations where loading
regularly occurs and
delivery vehicles are not
always equipped with
truck-mounted automatic
power tailgates, one of
the parklets on Stewart
Street could be equipped
with a semi-permanent
installation of a scissor
lift that would adjust
to match the truck bed
height of the service
vehicle.

The illustration at right
shows the scissor lift in
elevated position with
a pallet of material.

On grade, next to the
scissors jack, is a pallet
jack to transport the
pallet to its destination.

RECYCLING AND TRASH

RECEPTACLES
44 Item 6.
page 32 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

CURB EXTENSIONS
Offset curb extensions
that force vehicles to move
laterally, known as chicanes,
are proven to calm traffic;
however, this is not a
key feature of the curb
extensions. This is because
The curb extensions
proposed for Stewart
Street occur entirely
within parking zone. The
drawing at right shows how
the vehicular travel way
is maintained at current
widths.

Additional traffic calming
can be provided by installing
bollards or robust planters
at the outer edge of the
curb extensions. This would
have the effect of directing
traffic to move laterally
as in a chicane design, but
only slightly, as shown in
the image (far right). Such
additions would not limit the
space for driving, however
it would reduce driving
speeds.

STEWART CONCEPT FEATURES
45 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 33

STEWART CONCEPT FEATURES

TREATMENT AT

LINOBERG
Extend the functional utility
of the walkway at Stewart
Street by extending the
pedestrian zone to the
edge of the existing
southbound travel lane. This
will make pedestrians ready
to cross the street more
visible to motorists.

Consider adding a traffic
control at this location that
will require southbound
traffic to stop.

Consider adding yield
markings to the pavement
of the northbound lane to
remind drivers to cede the
right-of-way to pedestrians.

Install bollards or planters
in the extended pedestrian
zone at Stewart to prevent
drivers from entering
Linoberg Street from the
east.

Current sidewalk edge
Extended sidewalk edge
Current sidewalk edge
Extended sidewalk edge
46 Item 6.
page 34 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

LINOBERG STREET

S WASHINGTON STREET

S STEWART STREET

S SHEPHERD ST
Linoberg Street
Cofill Park and Sonora Creek
Farmers Market
Sugg House
Theall Street
Linoberg “West”
1 2
5 3
6 4
Crosswalk with curb
extension
Sidewalks
Pedestrian-only street
and in-street pedestrian
improvements
Accessible route from
Linoberg Street to Coffill
Park

DESTINATIONS LINKAGES
4 3
6 1

S GREEN STREET

THEALL STREET
5 2
47 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 35

WASHINGTON CONCEPT OVERVIEW
Washington and Beyond
Downtown Sonora has great “bones.” There are multiple
opportunities to enrich the experience of being downtown for visitors and residents. Two of the strongest possibilities identified in the design charrette were “Washington and Beyond” and “Connecting Destinations.”
Washington Street will continue to be the social, economic, and cultural driver of downtown Sonora. When State Route 49 is ultimately relocated, as it has been in Amador City and Sutter Creek, Washington Street will be free from freight traffic and should experience significant reinvestment.

Take advantage of support offered by CalTrans to make all possible improvements to Washington Street that will improve pedestrian safety.

Connecting Destinations
For an urban place as small, compact, and easily walkable as Sonora currently is, it is difficult for visitors to form an accurate mental map of the city and its various destinations. Even if you understand that a Coffill Park is just a block from either the Sugg House or the Farmers Market, it can be challenge to find one’s way—especially if you need an accessible path.

Beginning with Linoberg Street, Linoberg Street West, and Theall Street, identify existing routes to Coffill Park and map obstacles and gaps in the accessible path. Develop a plan to connect these destinations with one another day or night; in all weather.

Develop and implement a robust wayfinding plan that is extensible to more of Sonora’s destinations such as St. James Episcopal Church, Courtyard Square, the Tuolumne County Museum, or the Sonora Dome.

Find opportunities to provide access to Sonora Creek and Woods Creek for active and passive recreation.
48 Item 6.
page 36 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023

WASHINGTON CONCEPT OVERVIEW

CURB EXTENSIONS
A curb extension is a
protected area at the side
of a street, usually instead
of a parking space. It is
recommended that these
be installed in conjunction
with existing crosswalks
on Washington Street to
increase pedestrian safety
and enable easier crossing.

It allows a pedestrian to
safely step out to the edge
of the parking zone before
crossing. In this area a
pedestrian is more visible to
drivers.

If a curb extension is
mirrored on the opposite
side of the street the
pair serve to shorten the
walking distance.

A typical curb extension
can take one or two parking
spaces away from the
parking inventory but as
data from the Vision Sonora
and Tuolumne Active
Transportation Plans prove,
the incidence of pedestrian
injuries and fatalities
on Washington Street
is high, yet the parking
space supply serving the
downtown may not be fully
utilized.

As with a pedestrian refuge,
a sidewalk extension can be
built using temporary quickbuild materials.
49 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 37

WASHINGTON CONCEPT OVERVIEW
Current sidewalk edge
Extended sidewalk edge
Current sidewalk edge
Extended sidewalk edge

CURB EXTENSIONS
The images at right show
a curb extension at the
end of Linoberg where it
intersects with Washington
Street. Note the extension
of the sidewalk zone and
the increased visibility of a
pedestrian to passing cars.

The images show different
options for activities within
the curb extension such as
seating and shade trees,
50 Item 6.
page 38 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 202351 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 39 Question:
“Who maintains and takes care of the seating and regular maintenance in Linoberg Alley?” “If seating for the public is added to the alley, who stores it; who maintains it; who benefits from it?
“Why can’t we do more sidewalk dining and/or make temporary seating platforms [parklets] on Washington St like other cities?”
Answer:

To date, all of the tables and seating in Linoberg Street have been provided by abutting businesses who have also contributed to the lighting and regular maintenance and cleaning. Rules governing outdoor service were relaxed during the recent pandemic health emergency and will become more proscriptive in the future. The City will enter into agreements with businesses who will operate and maintain the quasi-public space of Linoberg Street. The intent is to provide the community with a welcoming place to meet and eat while also providing certainty about standards for maintenance.

Some of the curb extensions proposed for Stewart Street can serve the function of “parklets” (an idea promoted by Vision Sonora), providing space for public seating and outdoor dining not associated with a restaurant. Curb extensions on Stewart Street can serve as demonstration projects for increasing the amount and quality of public seating in downtown Sonora. If successful, parklets could be considered for other downtown location.

Question:
“Why was a “chicane” design considered for Stewart Street? Will this treatment impede navigation by delivery trucks?”
“Doesn’t extending curbs, creating a chicane, and closing Linoberg negatively impact emergency access?”
Answer:

The Vision Sonora report identified several options for Stewart Street including closure and one-way travel. The current proposal maintains two-way, north-south travel on Stewart Street because the street serves the community in multiple ways. Most people use it in their cars and many of those people use it to avoid the congestion on Washington Street. Stewart Street also serves as the location for service, delivery, and trash and recycling pick-up— especially between Linoberg and Theall. In many ways, Stewart Street functions as an alley for businesses with addresses on Washington Street.

FREQUENTLY ASKED QUESTIONS
52 Item 6.
page 40 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 Emergency response, service access, and automobile travel on Stewart Street will not be impaired by implementation of the curb extensions. This is because the curb extensions fit in the existing parking zone. At the same time, the design adds alternating visual elements adjacent to the travel lanes that encourage slower speeds that are more compatible with the service functions and pedestrian activity. This can be especially effective when no parked cars are present, such as at night or off-peak traffic hours.

As shown in the Stewart Street concept, chicanes are proven to calm traffic; however, this is not a key feature of the curb extensions proposed for Stewart Street. A suggestion to consider installing bollards or robust planters at the outer edge of the curb extensions is proposed, but only as an additional option. Such additions would still does not limit the space for driving.

Question:

Won’t the proposed curb extensions on Washington Street remove parking and isn’t there a shortage of parking downtown?
Answer:

Evaluation of the quality and capacity of parking on Washington street will be verified in a future analysis, but there seems to be sufficient existing surface area to preserve the existing number of parked cars while also accommodating bulb-outs that will significantly improve pedestrian safety as well as provide potential for stormwater catchment and re-infiltration.

Washington Street is currently a State Route; while there are limited options available to the City of Sonora until jurisdiction is transferred to the City from the State, CalTrans is committed to improving pedestrian safety at crossings where they occur. 53 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 41

IMPLEMENTATION GUIDE
1 Blue Zones Built Environment Team | 9/22/23
Project Sonora Linoberg Charrette | From Marcy McInelly, AIA Implementation Guide
A companion to the Blue Zones Built Environment Team
Sonora Linoberg Street Charrette Refined Concepts Report The report illustrates concepts that the Blue Zones Built Environment team believes are feasible for each of the three study areas:
× Linoberg Street
× Stewart Street, and
× Washington Street and Beyond.

Action / priority / partners
1 | Implement the Linoberg St. minimum functional concept PRIORITY – 1-2 YEARS
Submit request to Sonora City Council to adopt the Linoberg St. refined concepts report and plan. City to add the project to the Capital Improvement Plan and generate cost estimates, and plan for funding.

Partners: City (administration), businesses, anyone else? Establish management, maintenance, and operational agreements with businesses for use of Linoberg for restaurant seating.
54 Item 6.
page 42 Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 2 Blue Zones Built Environment Team | 9/22/23
Action / priority / partners
Partners: City, businesses
Establish management and maintenance protocols for public seating areas in Linoberg and elsewhere; i.e., curb extensions proposed for Stewart Street.

Partners: City, Vision Sonora, CalTrans
If necessary commission an update to the downtown parking utilization plan to verify that downtown parking supply remains sufficient.

Partners: Chamber of Commerce, City, Vision Sonora, Community 3 | Implement Stewart Street concept
PRIORITY – 1-2 YEARS
55 Item 6.

Sonora Linoberg Street Charrette | Refined Concepts Report | 24 September 2023 page 43 3 Blue Zones Built Environment Team | 9/22/23
Action / priority / partners
Install a demonstration project that builds on two recommendations in the report which are focused on the corner of Linoberg and Stewart: “Treatment at Linoberg” (page 33)to improve pedestrian safety for those crossing Stewart Street, and curb extensions for loading (page 31) which help adjoining businesses handle delivery and waste / recycling for abutting businesses.

Partners: City (administration, Public Works), utility providers 56 Item 6.

LINOBERG ST. REFINED CONCEPTS

CITY OF SONORA, BLUE ZONES PROJECT
Tyler Summersett, Executive Director, Blue Zones Project Tuolumne County November 6, 2023
57 Item 6.

Refined Concept Report: Overview
58 Item 6.

Refined Concept Report: Survey Says
 Community survey with1,225
responses
 Dining, socializing, sitting or
resting and want to see more
of those activities continue.
 Overhead shade or weather
protection
 Wall mural, art or sculptures
 2nd Saturday activities
 Public space to enjoy
refreshments
59 Item 6.

Refined Concept Report: What Makes A Great
Downtown?
 Safe, welcoming, pedestrian friendly streets
 Prioritize pedestrians
 Closure of streets for pedestrian use only (Linoberg)  Use of curb extensions to provide pedestrians with more prominence, visibility and access to a crosswalk
60 Item 6.

REFINED CONCEPTS REPORT: PEDESTRIAN SAFETY
 "The Washington Street
Downtown Core has the highest
density of pedestrian and bicycle
collisions in Sonora and Tuolumne
County.”
-Tuolumne County Active Transportation
61 Item 6.

REFINED CONCEPTS REPORT: PARKING
 Parking availability:

Perception versus Reality
 Closure of County buildings
improved available parking
 An updated parking
utilization study would clarify
current needs
62 Item 6.

MINIMAL FUNCTIONAL CONCEPTS
The improvements to Linoberg Street have made it a destination for pedestrians in downtown Sonora. It currently “works,” but there are issues.

The ADA accessible path to the Tap Room is narrow and requires those who depend upon such access to choose this pathway at the far end of Linoberg St. at either Washington Street or Stewart Street.

In addition, there are aging utilities below grade that run through Linoberg St. that could fail and would need repair or replacement.

The “minimum functional” scheme meets many of the goals of Vision Sonora and the March 2023 design charrette with the least investment in resources and the least possible disruption. 63 Item 6.

MINIMAL FUNCTIONAL CONCEPT
 Accessible, continuous, and
unobstructed walkway
 Extend pedestrian zone to edge of
Stewart for higher visibility
 Diamondback & Taproom Seating
areas clearly delineated
 Preserve clear area around fire
hydrant for emergency response
 Keep street & sidewalk surfaces until
infrastructure concerns are addresses
 Overhead Canopy
 Minimal wall Art
 Public Seating 64
Item 6.

LINOBERG ASPIRATIONAL CONCEPT
The aspiration for Linoberg St. is to ultimately
have a fully accessible surface from Washington
to Stewart Street.

Once improvements have been made to the
existing infrastructure, a new street surface could
be paved from building face to building face.

Alternately, an all-weather boardwalk decking
could serve as the finished grade.
65 Item 6.

ASPIRATIONAL CONCEPT
 Address walkway elevation:

Ensure even street & sidewalk
surfaces
 Wall Art installation that can be
rotated, modified, and updated
 Additional Public Seating
 Re-route walkway pattern to either
side, or zig-zag, on Linoberg
66 Item 6.

Where Do We Go From Here….?
67 Item 6.
 Improve pedestrian walkway on Stewart St. at E. Linoberg  Remove one parking spot(protect pedestrians crossing Stewart)  Add curb extension(space fortrashcans off ofsidewalk)  Allowthree to sixmonthsto collectfeedback frombusinessowners, communitymembers and visitors

DEMONSTRATION PROJECTS
 Temporary closure of Stewart St.
 Temporary closure of Stewart St. from Lyons to Theall Streets
 In conjunction with Farmers Market, 2
nd Saturday Art
Nightorotherseasonalevents
 Allowminimumofsix to ninemonthsto collectfeedback
68 Item 6.

Mural/Mosaic and Art options
Wall art option–

1. projecting multi-paneled surface that allows for
installation of artwork such that it can be “read”
differently as one travels from east-to-west or west-to- east. It could be used for rotating history displays or art.

2. installed directly on the wall as they are currently.

Linoberg Street currently hosts an installation of historic images on the south wall.

During the March 2023 design charrette the community
expressed a strong desire to build upon this initial effort with something more impactful. There were voices in
favor of a single, permanent installation and voices in favor of periodic, rotating, temporary exhibits.

Working in coordination with TC Arts Council and Vision Sonora Committee
69 Item 6.
 Designate Linoberg as a
smoke-free, vape-free space
 Nearly 70% support
 Install signage
 Install signage
 Designate separate smoking
area?

SUGGEST SMOKE-FREE, VAPE-FREE LINOBERG
70 Item 6.

RECOMMENDATIONS
 Accept Sonora Linoberg Street Refined Concepts Report and allow it to guide future improvements of downtown
 Permit BZP to move forward with suggested Demonstration Project
 Designate Linoberg as a smoke-free, vape-free space
 Allow BZP to coordinate with local artists, historians, and cultural representatives to develop art installations
71 Item 6.

CITY COUNCIL AGENDA REPORT
MEETING DATE: November 6, 2023
TO: Honorable Mayor and Members of the City Council
FROM: Tracy Skelly, Administrative Services Officer
SUBJECT: Disbursements in the amount of $159,339.24 and $162,737.98 for payroll

RECOMMENDATION
Consider approval of disbursements in the amount of $159,339.24 and $162,737.98 for payroll, including employee salaries, employer and employee taxes, retirement contributions, miscellaneous voluntary employee deductions, holiday pay, and other adjustments, including retro-pay.

DISCUSSION
These payrolls were the second (2nd) and first (1
st) payrolls of the month, respectively, which was an
expected amount.

These payrolls are the 8
th and 9th payrolls of 26 for FY23-24, we would have expected to expend

34.62% of the budgeted amount. In total, we have expended 27.85% of the Salaries and Wages for the FY 23-24 budget.

FISCAL IMPACT
Disbursements are part of the approved FY23-24 Budget.
72 Item 7.

CITY COUNCIL AGENDA REPORT
MEETING DATE: November 6, 2023
TO: City Council Members
FROM: Melissa Eads, City Administrator
SUBJECT: Consider Approval of a Contract Award to Preparative Consulting for the Comprehensive Update to the City Emergency Operations Plan (EOP)

RECOMMENDATION
Approve a Contract Award between the City of Sonora and Preparative Consulting in an Amount not to Exceed $93,000 for the Comprehensive Update to the City Emergency Operations Plan (EOP).

DISCUSSION

PURPOSE
The purpose of the Emergency Operations Plan (EOP) is to make clear the City’s policies and procedures in the mitigation, response, and recovery of emergency events. Emphasis is placed on saving lives, preserving property, and minimizing the effects of disaster. The EOP provides for the necessary identification of resources allowing them to be scaled effectively and economically with the expansion or contraction of events. The plan also identifies organizational and individual lines of authority and responsibility. Simply put, the “EOP describes who will do what, when, with what resources, and by what authority before, during, and immediately after an emergency.” (FEMA Guide for All-Hazard Planning)

REQUIREMENTS
According to the City of Sonora Municipal Code, 8.30.110, The Emergency Service Coordinator shall be responsible for the preparation of an Emergency Service Plan. This Plan shall be a written document detailing mitigation, preparedness, response, and recovery processes for use in dealing with actual or potential disasters and shall be the framework within which emergency response agencies may function to safeguard life and property.

The Governor’s Office of Emergency Services (CalOES) and the Federal Emergency Management Agency (FEMA) require a jurisdiction to have an updated Emergency Operations Plan (EOP), review and update is recommended every two (2) years. As a further requirement, the City must utilize SEMS, the Standardized Emergency Response System, for state funding eligibility of response-related personnel. According to the California Disaster Assistance Act (CDAA), SEMS requires emergency response agencies to use basic principles and components of emergency management including incident command system (ICS), multi-agency or inter-agency coordination, the operational area concept, and established mutual aid. Compliance with SEMS shall be documented in areas of planning, training and exercise, and performance.
73 Item 8.

Government Code 8593.3.5 was enacted to address the emergency needs of people with disabilities and other access and functional needs, as well as equity and cultural competency. The approach recognizes that collaboration, inclusion, and participation are necessary for the protection and preservation of communities. Cal OES has begun audits of Emergency Operations Plans to enforce compliance with this requirement.
2014 PLAN
The City of Sonora last adopted the EOP in 2014. The City has not updated or trained on the existing plan since 2014. The City’s EOP is a Basic Plan, which includes an outline of policies and objectives, as well as an overview of elements of response common to all emergencies. The City did not create hazard-specific annexes, instead relied upon the County Plan. Annexes begin to provide detailed information and directions for events. City Staff has chosen to include Fire, Active Shooter/Civil Unrest, Flooding, and Earthquake as the Hazard Annexes for inclusion in the update. Annexes provide for increased situational awareness, lists planning assumptions, identifies the roles and responsibilities of staff and City Departments, and are more tactical in nature. As Council is aware, in significant events, our internal resources are quickly exceeded. Partnership and coordination with the County through this planning process remains a fundamental objective, as does increasing our internal understanding of these organizational relationships and authorities.

THE UPDATE
With this update, the City will ensure that it meets its own local ordinance requirements as well as FEMA Guidelines, Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS), and the whole community approach to planning.

The EOP will:
 Identify authorities and assign responsibilities for planning and response activities.  Identify the scope of potential hazards which is the basis for planning.  Identify other jurisdictions and organizations with which planning, and emergency response activities should be coordinated.
 Determine the emergency organizational structure which will manage the response for the City.
 Establish policies and procedures for providing public information.  Identify personnel, equipment, facilities, supplies, and other resources within the jurisdiction or by agreement by other agencies.
 Provide preplanned response actions which will be taken by emergency personnel in the operational area to mitigate the emergency effects.
 Describe resources to support emergency response.
 Provide for continuity of government operations.
 Outline the process for ordering and rendering mutual aid.

Paul Bockrath, with Preparative Consulting, was identified as the top-scoring firm after a solicitation through a Request for Proposals issued On May 30, 2023. Paul was ranked no. 1 by the evaluation team and selected by the City Administrator for consideration of this contract award because of his 74 Item 8.
unique experience. Paul has local government experience serving as a police officer and rising through the ranks to Deputy Chief of Police for the City of Fairfield. He has boots-on-the-ground experience having served as Incident Commander in 3 major type 1 and 3 incidents, developing Mobile Field Force and City and County Emergency Management training and exercise programs. Paul has experience in rural communities having developed Emergency Operation Plans for Mariposa and Amador Counties and the Local Hazard Mitigation Plan for Calaveras County. He believes in the community approach to planning and will engage the residents of Sonora to ensure the success of the plan. Most notably, Paul is also a FEMA Certified Master Exercise Practitioner, one of only three FEMA Certified Master Trainers in the nation.

FISCAL IMPACT
No fiscal impact to the General Fund.
75 Item 8.
1 City of Sonora
94 N. Washington Street
Sonora, CA 95370
(209) 532-4541
sonoraca.com
Completion of the Emergency Operations Plan and Training This Agreement is made and entered into as of the ________, day of________, 2023 by and between the CITY OF SONORA, a municipal corporation ("City") and Preparative Consulting (“Consultant").

RECITALS:

A. Consultant is specially trained, experienced, and competent to perform the special services which will be required by this Agreement; and
B. Consultant possesses the skill, experience, ability, background, certification, and knowledge to provide the services described in this Agreement on the terms and conditions described herein.

C. City desires to retain Consultant to render professional services as set forth in this Agreement.

AGREEMENT

1. Scope of Services. The Consultant shall furnish the following services in a professional manner:
“Consultant shall perform the services described on Exhibit A which is attached hereto and incorporated herein by reference. Consultant shall provide said services at the time, place, and in the manner specified in Exhibit A, subject to the direction of the City through its staff that it may provide from time to time.”

2. Time of Performance. The services of Consultant are to commence upon execution of this Agreement and shall continue until all authorized work is approved by the City.

3. Compensation. Compensation to be paid to Consultant shall be no more than $93,000. In no event shall Consultant's compensation exceed $93,000 without additional written authorization from the City.

Payment by City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to the City at the time of payment.

4. Method of Payment. Consultant shall submit monthly billings to City describing the work performed during the preceding month. Consultant's bills shall include a brief description of the services performed, the date the services were performed, the number of hours spent and by whom, and a description of any reimbursable expenditures. City shall pay Consultant no later than 30 days after approval of the monthly invoice by City staff.

5. Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by City to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at 76 Item 8.
2 the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from City.

6. Termination. This Agreement may be terminated by the City immediately for cause or by either party without cause upon fifteen days’ written notice of termination. Upon termination, Consultant shall be entitled to compensation for services performed up to the effective date of termination.

7. Ownership of Documents. All plans, studies, documents and other writings prepared by and for Consultant, its officers, employees and agents and subcontractors in the course of implementing this Agreement, except working notes and internal documents, shall become the property of the City upon payment to Consultant for such work, and the City shall have the sole right to use such materials in its discretion without further compensation to Consultant or to any other party. Consultant shall, at Consultant's expense, provide such reports, plans, studies, documents, and other writings to City upon written request by City. Consultant shall not be responsible for any unauthorized modification or use of such information for other than its intended purpose.

8. Consultant's Books and Records.
a. Consultant and subconsultants, shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or expenditures and disbursements charged to City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant to this Agreement. b. Consultant and subconsultants, shall maintain all documents and records which demonstrate performance under this Agreement for a minimum period of three (3) years, or for any longer period required by law, from the date of termination or completion of this Agreement. c. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, at any time during regular business hours, upon written request by the City Administrator, City Attorney, City Auditor, or a designated representative of these officers. Copies of such documents shall be provided to the City for inspection at City Hall when it is practical to do so.

Otherwise, unless an alternative is mutually agreed upon, the records shall be available at Consultant's address indicated for receipt of notices in this Agreement. d. Where City has reason to believe that such records or documents may be lost or discarded due to dissolution, disbandment or termination of Consultant's business, City may, by written request by any of the above-named officers, require that custody of the records be given to the City and that the records and documents be maintained in City Hall. Access to such records and documents shall be granted to any party authorized by Consultant, Consultant's representatives, or Consultant's successor-in-interest.

9. Independent Contractor. It is understood that Consultant, in the performance of the work and services agreed to be performed, shall act as and be an independent contractor and shall not act as an agent or employee of the City. Consultant shall obtain no rights to retirement benefits or other benefits which accrue to City's employees, and Consultant hereby expressly waives any claim it may have to any such rights. 77 Item 8.
3 10. Interest of Consultant. Consultant (including principals, associates and professional employees) covenants and represents that it does not now have any investment or interest in real property and shall not acquire any interest, direct or indirect, in the area covered by this Agreement or any other source of income, interest in real property or investment which would be affected in any manner or degree by the performance of Consultant's services hereunder. Consultant further covenants and represents that in the performance of its duties hereunder no person having any such interest shall perform any services under this Agreement.

Consultant is not a designated employee within the meaning of the Political Reform Act because Consultant:
a. will conduct research and arrive at conclusions with respect to his/her rendition of information, advice, recommendation, or counsel independent of the control and direction of the City or of any City official, other than normal agreement monitoring; and b. possesses no authority with respect to any City decision beyond rendition of information, advice, recommendation, or counsel. (FPPC Reg. 18700(a)(2).)

11. Professional Ability of Consultant. City has relied upon the professional training and ability of Consultant to perform the services hereunder as a material inducement to enter into this Agreement.

Consultant shall therefore provide properly skilled professional and technical personnel to perform all services under this Agreement. All work performed by Consultant under this Agreement shall be in accordance with applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in Consultant's field of expertise.

12. Compliance with Laws. Consultant shall use the standard of care in its profession to comply with all applicable federal, state, and local laws, codes, ordinances, and regulations.

13. Licenses. Consultant represents and warrants to City that it has all licenses, permits, qualifications, insurance, and approvals of whatsoever nature which are legally required of Consultant to practice its profession. Consultant represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement, any licenses, permits, insurance and approvals which are legally required of Consultant to practice its profession.

14. Indemnity, Consultant shall indemnify and hold harmless City, its elected and appointed officials, officers, employees, and volunteers (collectively, “City”) from losses, costs, liabilities and expenses for any damage, injury or death (collectively, “Liability”) arising directly or indirectly from or connected with the services provided under this Agreement to the extent that such Liability is caused by the negligence or willful misconduct of Consultant, its officers, employees, agents, contractors, subcontractors, consultants, or any person under its direction or control and shall make good to and reimburse City for any expenditures, including reasonable attorneys’ fees, the City may incur by reason of such matters. Consultant’s obligations under this Section shall exist regardless of concurrent negligence or willful misconduct on the part of the City or any other person; provided, however, that Consultant shall not be required to indemnify City for the proportion of Liability a court determines is attributable to the negligence or willful misconduct of the City. The City acknowledges that this indemnity does not require the Consultant to provide an up-front legal defense to the City. This indemnification clause shall survive the termination or expiration of this Agreement.

Consultant further agrees to provide, at Consultant’s expense, reasonable assistance to the City in responding to third party claims to the extent such claims implicate the quality of the Consultant’s performance under this Agreement, which assistance shall include selection, management, and compensation of expert witnesses 78 Item 8.
4 as necessary to substantiate or defend the quality of the Consultant’s performance under this Agreement, as well as making Consultant’s employees and project work product available as reasonably necessary to assist in the defense of such claims. This shall not preclude the City from recovering its reasonable attorneys’ fees and defense costs in responding to third party claims to the extent such claims are found to have been caused by the Consultant’s negligence or willful misconduct.

15. Insurance Requirements.
a. Consultant, at Consultant's own cost and expense, shall procure and maintain, for the duration of the contract, the following insurance policies. i. Workers' Compensation Coverage. Consultant shall maintain Workers' Compensation Insurance and Employer's Liability Insurance for his/her employees in accordance with the laws of the State of California. In addition, Consultant shall require each subcontractor to similarly maintain Workers' Compensation Insurance and Employer's Liability Insurance in accordance with the laws of the State of California for all of the subcontractor's employees.

Any notice of cancellation or non-renewal of all Workers' Compensation policies must be received by the City at least thirty (30) days prior to such change. The insurer shall agree to waive all rights of subrogation against City, its officers, agents, employees, and volunteers for losses arising from work performed by Consultant for City. ii. General Liability Coverage. Consultant shall maintain commercial general liability insurance in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury, and property damage. If a commercial general liability insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. iii. Automobile Liability Coverage. Consultant shall maintain automobile liability insurance covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with the work to be performed under this Agreement, including coverage for owned, hired, and non-owned vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence. iv. Professional Liability Coverage. Consultant shall maintain professional errors and omissions liability insurance for protection against claims alleging negligent acts, errors or omissions which may arise from Consultant's operations under this Agreement, whether such operations be by the Consultant or by its employees, subcontractors, or sub-consultants. The amount of this insurance shall not be less than one million dollars ($1,000,000) on a claimsmade annual aggregate basis, or a combined single limit per occurrence basis. b. Endorsements. Each general liability and automobile liability insurance policy shall be with insurers possessing a Best's rating of no less than A: VII and shall be endorsed with the following specific language:
i. The City, its elected or appointed officers, officials, employees, agents, and volunteers are to be covered as additional insured with respect to liability arising out of work performed 79 Item 8.
5 by or on behalf of the Consultant, including materials, parts or equipment furnished in connection with such work or operations.
ii. This policy shall be considered primary insurance as respects the City, its elected or appointed officers, officials, employees, agents, and volunteers. Any insurance maintained by the City, including any self-insured retention the City may have, shall be considered excess insurance only and shall not contribute to it.
iii. This insurance shall act for each insured and additional insured as though a separate policy had been written for each, except with respect to the limits of liability of the insuring company.
iv. The insurer waives all rights of subrogation against the City, its elected or appointed officers, officials, employees, or agents.
v. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its elected or appointed officers, officials, employees, agents, or volunteers.
vi. The insurance provided by this policy shall not be suspended, voided, canceled, or reduced in coverage or in limits except after thirty (30) days written notice has been received by the City.
c. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. At the City's option, Consultant shall demonstrate financial capability for payment of such deductibles or self-insured retentions. d. Certificates of Insurance. Consultant shall provide certificates of insurance with original endorsements to City as evidence of the insurance coverage required herein. Certificates of such insurance shall be filed with the City on or before commencement of performance of this Agreement.

Current certification of insurance shall be kept on file with the City at all times during the term of this Agreement.

16. Notices. Any notice required to be given under this Agreement shall be in writing and either served personally or sent prepaid, first-class mail. Any such notice shall be addressed to the other party at the address set forth below. Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City: City of Sonora
94 N Washington Street
Sonora CA 95370
Attention: Melissa Eads, City Administrator
If to Consultant: Preparative Consulting
PO Box 143 Vacaville, CA 95696
80 Item 8.
6 17. Entire Agreement. This Agreement constitutes the complete and exclusive statement of Agreement between the Agency and Consultant. All prior written and oral communications, including correspondence, drafts, memoranda, and representations, are superseded in total by this Agreement.

18. Amendments. This Agreement may be modified or amended only by a written document executed by both Consultant and City and approved as to form by the City special counsel.

19. Assignment and Subcontracting. The parties recognize that a substantial inducement to City for entering into this Agreement is the professional reputation, experience, and competence of Consultant.

Assignments of any or all rights, duties or obligations of the Consultant under this Agreement will be permitted only with the express consent of the City. Consultant shall not subcontract any portion of the work to be performed under this Agreement without the written authorization of the City. If City consents to such subcontract, Consultant shall be fully responsible to City for all acts or omissions of the subcontractor. Nothing in this Agreement shall create any contractual relationship between City and subcontractor nor shall it create any obligation on the part of the City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise is required by law.

20. Waiver. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

21. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

22. Litigation Expenses and Attorneys' Fees. If either party to this Agreement commences any legal action against the other party arising out of this Agreement, the prevailing party shall be entitled to recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and attorneys' fees.

23. Mediation. The parties agree to make a good faith attempt to resolve any disputes arising out of this Agreement through mediation prior to commencing litigation. The parties shall mutually agree upon the mediator and shall divide the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS/ENDISPUTE ("JAMS") or its successor in interest. JAMS shall provide the parties with the names of five qualified mediators. Each party shall have the option to strike two of the five mediators selected by JAMS and thereafter the mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation, either party may commence litigation.

24. Execution. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

25. Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party.
81 Item 8.
7 26. Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid, nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer, or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

27. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer, and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff, or termination. Consultant shall also comply with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

IN WITNESS HEREOF, the parties have caused this Agreement to be executed on the date first written above.

CITY OF SONORA: PREPARTIVE CONSULTING
By: By: ______________________________
Melissa Eads, City Administrator Paul Bockrath

ATTEST:

Tracy Skelly, City Clerk
APPROVED AS TO FORM:

Douglas White, City Attorney
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8 EXHIBIT A

SCOPE OF SERVICES

DEVELOPMENT OF AN EMERGENCY OPERATIONS PLAN, HANDBOOK, AND RELATED

ANNEXES
Working with the government and whole community of the City of Sonora, we are committed to ensuring that the City is prepared for and able to respond to and recover from any real or threatened incident, emergency, or disaster. To accomplish this goal, we will work to formalize planning, organize personnel and resources, acquire the necessary equipment, tools, and technology, and train and exercise to meet this goal.

The first step in this preparedness process is the development of an Emergency Operations Plan.

The Emergency Operations Plan addresses the City of Sonora’s planned response to extraordinary emergency situations. Individual and community preparedness is fundamental to fulfilling government’s role in protecting the public. By providing the necessary knowledge, experience, and planning skills, we seek to enable the City of Sonora to enhance their emergency preparedness capability. Preparative Consulting will work with representatives from the City of Sonora to author a current and comprehensive Emergency Operations Plan, Handbook, and Annexes. This plan is the principal guide for the City of Sonora’s response to, management of, and recovery from real or potential emergencies and disasters occurring within its designated facilities and geographic boundaries.

The FEMA “Comprehensive Preparedness Guide 101” is the standard for Emergency Operations Plan guidelines and recommends a whole community approach to planning. We will assist the City of Sonora in establishing a Core Planning Team who will assist in the creation of this Emergency Operations Plan. The Core Planning Team will include representatives of the City of Sonora, key community partners, and other identified stakeholders. This plan will meet all State SEMS and Federal NIMS requirements. Because the Preparative Consulting lead planner for this project is an adjunct instructor for Cal OES teaching Emergency Planning, we are well versed in the most current best practices and legal mandates regarding emergency planning. In 2019, California Government Code 8593.3.5 was enacted to address the emergency needs of people with disabilities and others with access and functional needs, as well as equity and cultural competency. Preparative Consulting will ensure we utilize the appropriate planning actions to engage the whole community and meet this mandate. In 2021 Cal OES began an audit of County Emergency Operations Plans to ensure compliance with California Government Code 8593.3.5 and the “Emergency Plan Review Crosswalk 2022 Local Government Agencies” which mandated the structure, content, and planning approach development of Emergency Operations Plans. The lead planner has provided guidance to both Cal OES and local Counties in how this mandate shall be applied and met. The Lead planner is currently working with Calaveras County and Amador County to update their Emergency Operations Plans to ensure they meet this mandate. 83 Item 8.
9 Preparative Consulting will ensure the Emergency Operations Plan, Handbook, and Annexes will meet and exceed the FEMA and Cal OES guidelines for Emergency Operations Plans which will include the Handbook and Annexes. The following outline will illustrate how the plan will be organized. It should be notated as required by FEMA and Cal OES assisting people with disabilities and access and functional needs, cultural competency, and equity will be incorporated into all aspects of planning and will be highlighted in the Concepts of Operations Section of the plan.

EMERGENCY OPERATIONS PLAN OUTLINE
Letter of Promulgation
Letter of Approval Table
of Contents

INTRODUCTION
Preface
Department/Agency Plan Concurrence Record off Revisions EOP Distribution List
Activation Conditions of The Emergency Operations Plan (EOP) Approval and Promulgation Plan Maintenance Responsibility Plan
Review and Updating

BASIC PLAN

1.0 Overview

2.0 Concept of Operations (Cultural competence, Equity, Access and Functional Needs)

3.0 Emergency Operations (EOP/EOC Handbook)

4.0 Continuity of Government

5.0 Emergency Proclamation Process

6.0 Standardized Emergency Management System (SEMS)

7.0 Incident Command System (ICS)

8.0 National Incident Management System (NIMS)

9.0 Mutual Aid

10.0 Disaster Recovery

11.0 Hazard Mitigation

POSITION SPECIFIC ANNEXES
Emergency Operations Center Position Checklists(EOP/EOC Handbook)

HAZARD ANNEX
Active Shooter and Civil Disorder Annex
Earthquake Annex
Flooding Annex
Wildfire Annex
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10 FUNCTIONAL ANNEXES
Disaster Service Worker Volunteer Program
Alert, Warning, and Public Information
Evacuation
Mass Care
EOC Activation Guide
Debris Management

APPENDIXES

PROJECT APPROACH
Preparative Consulting will work with representatives from the City of Sonora and other select stakeholders to establish a Core Planning Team. The Core Planning Team will lead the planning process and draft the City of Sonora Emergency Operations Plan based on the contribution and input from the Collaborative Planning Team who will identify the resources and capabilities they can leverage to assist in a City led response effort.

Success is best achieved when the Core Planning Team is comprised of key City Department representatives, other City and State response partners, whole community representatives and advocates, and service providers who would play an instrumental role during an extraordinary emergency condition requiring the activation of the Emergency Operations Plan. Representatives should have the authority and knowledge to identify and commit resources during the planning process.

Planning is the first step in the preparedness cycle. The National Preparedness Goal is “to build a secure and resilient Nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk.” (National Preparedness Goal, 2015)
Planning is how we identify risk associated with threats and hazards and plan our response and recovery based on our resource and training capabilities. Resilience, broadly defined, is the ability to resist, absorb, recover from, or adapt to an adverse occurrence.

Consistent with the Federal Emergency Management Agency (FEMA) Comprehensive Preparedness Guide 101, this planning team will use a six-step planning process to develop the Emergency Operations Plan. The six steps in the emergency planning process are as follows:
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11 Project Approach
Step 1: Define the Project and Form a Collaborative and Core Planning Team Step 2: Threat and Hazard Assessment and Establish Goals and Objectives Step 4: Review and Analyze Existing Plans, Policies, and Agreements Step 5: Develop and Present Draft of Plan
Step 6: Plan Review and Refinement
Step 6: Presentation and Approval of Final Plan and Training Planning meetings will be conducted using a combination of in-person and/or video and audio conferencing. Experience has found that City employees and other key stakeholder attendance and participation in planning meetings increases when people are provided the option of attending the meetings in person or virtually through video or audio conferencing. The Core Planning team may hold day long meetings that are broken into one to two hour blocks that city and community stakeholders can attend based on their specific area of expertise or contribution.

This ensures meeting participants only attend meetings that require theirspecific contribution.

However, all city and community stakeholders will be invited to attend any meeting they choose.

The meetings and planning steps will progress according to the following six (6) steps or milestones.

Step 1: Define the Project and Form a Collaborative and Core Planning Team The Consultant will begin the project by providing an overview of the project planning process and goals. This allows senior executives an opportunity to help shape the project, assign the appropriate individuals to the core and collaborative planning team who will represent City departments and serve as Points-of-Contact (POCs), and understand the milestones to be achieved as the project progresses. It also addresses the expectations that are created for the conclusion of the project and allows for the identification of any potential obstacles that the project management team may encounter during the project.

The Core Planning Team is comprised of a small team of key City department representatives and the Office of Emergency Services Coordinator. The Emergency Operations Plan is based on the contribution and input from the Collaborative Planning Team, representing all City departments and other service providers or response partners.

Step 2: Threat and Hazard Assessment and Establish Goals and Objectives Every community should understand the risks it faces. By understanding its risks, a community can make informed decisions about how to manage risk, including developing needed capabilities.

Risk is the potential for an unwanted outcome resulting from an incident, emergency, or disaster as determined by its likelihood and the associated consequences. By considering response capabilities, a community can understand how to best manage and plan for its greatest risks across the full range of the threats and hazards it faces.

The Consultant will convene the core and collaborative planning teams to identify potential threats and hazards the City may face to assist in understanding available resources and capabilities to address these threats and hazards.
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12 By using information from the threat and hazard profile developed as part of the threat and hazard assessment process, the planning team considers how the threat or hazard may impact the jurisdiction and what defines successful response and recovery actions. The planning team will establish a timeline and process to involve the collaborative planning team, representing the whole community, to provide their response and recovery capabilities and input for the emergency operations plan.

Preparative Consulting and the lead planner wrote the Calaveras County Multi-Jurisdictional Hazard Mitigation Plan, has responded to wildfires and COVID-19 incidents impacting Tuolumne County and is very familiar with the hazards in Tuolumne County. Preparative Consulting and the lead planner have worked with Tuolumne County OES and has a very good working relationship with Tuolumne County and will coordinate and work closely with Tuolumne County OES in the development of this plan. This knowledge and insight will be incorporated into the Emergency Operations Plan.

Step 3: Review and Analyze Existing Plans, Policies, and Agreements A critical first step in the planning process is to identify all existing Plans, Policies, and Agreements that the jurisdiction currently has in place. Once these documents have been located, reviewed, and assessed, the planning team can determine their need to be updated, enhanced, replaced, or applied to the Emergency Operations Plan. Where response or recovery gaps exist, new plans, policies, or agreements may be suggested.

Step 4: Develop and Present Draft of Plan
This step is a process of generating, comparing, and selecting possible solutions for achieving success in the jurisdiction’s response and recovery actions. Planners consider the incident requirements, goals, objectives, and capabilities to develop several response and recovery alternatives to the various threats and hazards identified in the threat and hazard assessment.

During this step the planning team oversees the development of a rough draft of the basic plan, position specific annexes, hazard annex, functional annexes, and other appropriate appendixes as the components of the Emergency Operations Plan. The Emergency Operations Plan draft will be compared to the 2018 Cal OES Emergency Plan Review Crosswalk, the 2019 California State Auditor’s Report, and CA Gov. Code 8593.3.5 to ensure the plan meets all state planning requirements.

Step 5: Plan Review and Refinement
After the planning team supports a rough draft of the basic plan, position specific annexes, hazard annex, functional annexes, and other appropriate appendixes, each member of the planning team reviews the draft plan. A final draft is prepared and circulated to organizations that have responsibilities for implementing the plan to obtain their comments.

Step 6: Presentation and Approval of Final Plan
The Consultant presents the final draft of the plan to the City Council for review, approval, and ratification.
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13 General Administration
 All meetings will be preceded with the distribution of an agenda, will have a sign-in sheet, and will include a meeting summary and actions needed document to the planning team members.
 Preparative Consulting will provide various hazards, evacuation, and other maps needed for the plan.
 Preparative Consulting will provide Planning process Status Report to accompany project benchmark achievement.
 Preparative Consulting will provide a draft of the plan for review by the Core Planning Team.
 To complete the work, Preparative Consulting anticipates BLANK meetings including Blank meetings to City Council.

PROPOSED PROJECT SCHEDULE
The project’s start date and the pace are determined by the Core Planning team and is based on the time required for project participants to provide the necessary project data and input. The below proposed project schedule provides a time estimate based on similar projects.

The City of Sonora Emergency
Operations Plan
Month 1Month 2Month 3Month
4 Month 5Month
6 Month 7Month
8 Month
9 Month 10Month 11Month 12
Define the Project and Form a
Collaborative and Core Planning Team
Threat and Hazard Assessment and
Establish Goals and Objectives
Review and Analyze Existing Plans,
Policies, Protocols, and Agreements
Develop and Present Draft of Plan
Plan Review and Refinement
Presentation and Approval of Final Plan
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14 WILDFIRE ANNEX
The geography, topography, and location of the City of Sonora within the Sierra Nevada Foothills makes it especially vulnerable to wildfire. The oak and conifer forested foothills and the homes in the wildland urban interface introduce a unique vulnerability to wildfire within Sonora. While each fire season varies slightly from year to year, the variety of fuels in the surrounding area and extreme weather make fire season a year-long event. We should prepare our community to be ready to evacuate year-round for wildfires with early indicators of likely increased fire activity, such as Red Flag Warnings.

This Wildfire Annex is a hazard-specific annex to the City of Sonora Emergency Operations Plan (EOP) and provides a framework for coordinating actions to be taken prior to and during a wildfire event that may result in evacuations and notifications. This Annex is developed to help ensure all city departments, agencies, and partners within the City of Sonora are provided centralized information that will aid in the successful and coordinated response to and mitigation from the adverse impacts of a wildfire event.

The Annex will also outline wildfire coordination actions, public information & warning, evacuation considerations, and re-entry and repopulation considerations. To alleviate unnecessary overlap of duties or misallocation of resources, this Annex outlinesrelevant roles and responsibilities of city departments, agencies, and partners prior to and during a wildfire event.

Once implemented, this Annex will be utilized for training, exercises, and actual responses.

FLOODING ANNEX
The Flooding Annex is a hazard-specific annex to the City of Sonora Emergency Operations Plan (EOP) and provides a framework for coordinating actions to be taken prior to and during a storm event that may result in flooding. This Annex is developed to help ensure all city departments, agencies, and partners within the City of Sonora are provided centralized information that will aid in the successful and coordinated response to and mitigation from the adverse impacts of a flooding event.

This Annex will provide detailed risk analysis mapping that outlines key community infrastructure, flood inundation zones, and vulnerable populations. This Annex will also outline pre-storm coordination actions; public information and warning; evacuation considerations; and repopulation considerations. To alleviate unnecessary overlap of duties or allocation of resources, this Annex outlines some of the relevant roles and responsibilities of jurisdictions, agencies, and partners prior to and during a flooding event. Once implemented, this Annex may be utilized for training, exercises, and actual responses.

EARTHQUAKE ANNEX
The Earthquake Annex is a hazard-specific annex to the City of Sonora Emergency Operations Plan (EOP) and provides a framework for coordinating actions to be taken in response to a major earthquake impacting the City of Sonora. This Annex is developed to help ensure all city 89 Item 8.
15 departments, agencies, and partners within the City of Sonora are provided centralized information that will aid in the successful and coordinated response to and mitigation from adverse impacts of a major earthquake event.

This Annex will provide detailed risk analysis mapping and critical infrastructure and key resources, rapid damage assessment, principal impacts, resulting damage, and critical information for the first 24 hours. This Annex will also outline response actions; coordination actions; public information and warning; and evacuation considerations. To alleviate unnecessary overlap of duties or allocation of resources, this Annex outlines some of the relevant roles and responsibilities of jurisdictions, agencies, and partners during a major earthquake event. Once implemented, this Annex may be utilized fortraining, exercises, and actual responses.

ACTIVE SHOOTER AND CIVIL DISORDER ANNEX
The Active Shooter and Civil Disorder Annex is a hazard-specific annex to the City of Sonora Emergency Operations Plan (EOP) and provides a framework for coordinating actions to be taken prior to and during an Active Shooter or Civil Disorder incident. This Annex is developed to help ensure all city departments, agencies, and partners within the City of Sonora are provided centralized information that will aid in the successful and coordinated response to and mitigation from the adverse impacts of an Active Shooter or Civil Disorder incident.

The location, scale, and type of active shooter Incidents that Sonora may face is by its nature highly unpredictable. No plan can possibly identify all considerationsfor a response. Given this, the annex is focused on providing broad considerations to guide overall response, not detailed procedures for the tactical execution of response tasks.

The plan is designed to:
 Provide an overview of the threatsthat an Active Shooter Incident posesto the City and define the potential range of impacts.
 Outline policies and procedures for responding to an Active Shooter Incident.  Support development of additional, major incident plans by City departments and agencies.
 Provide the Emergency Operations Center with contextual information to guide initial response planning.
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16 ICS 402 SEMS EXECUTIVE COURSE DELIVERY
The purpose of the SEMS Executives Course is to explain the role of the Executive, Senior Official, or Elected Official within an emergency response or recovery using the Standardized Emergency Management System (SEMS). The term Senior Officials is used throughout the course to include a variety of Senior Officials such as elected and appointed officials, executives, department heads, and agency administrators.

This course will provide these City leaders with a basic foundational overview of the Incident Command System, Standardized Emergency Management System, and the National Incident Management System as well as their role in assisting during real or threatened disasters, emergencies, or incidents.

This four (4) hour in-person course is certified by FEMA and Cal OES and at the conclusion of the course, participants will receive a certificate of completion for the ICS 402 SEMS Executive Course.

The cost of the course delivery will include the participant manuals, other course materials, travel, instructor, course manager, and the course registration and participant certificates from Cal OES.

FEDERAL AND STATE TRAINING GUIDELINES
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (the Stafford Act) authorizes the President to issue major disaster or emergency declarations in response to catastrophes in the United States that overwhelm state and local governments. Such declarations result in the distribution of a wide range of federal aid to individuals and families, certain nonprofit organizations, and public agencies.

Eligibility to receive Federal aid is dependent upon local governmental agencies use of the National Incident Management System (NIMS) in their response to and recovery from domestic incidents, disasters, or emergencies (US Department of Homeland Security, NIMS). Homeland Security Presidential Directive 5 (HSPD–5), “Management of Domestic Incidents,” mandates that any agency receiving Federal preparedness assistance through grants, contracts, or other activities are required to adopt NIMS. “Beginning in Fiscal Year 2005, Federal departments and agencies shall make adoption of the NIMS a requirement, to the extent permitted by law, for providing Federal preparedness assistance through grants, contracts, or other activities”. This adoption includes planning, training, and using NIMS for response and recovery actions.

Likewise, the State of California Emergency Services Act mandates that, “Each local agency, in order to be eligible for any funding of response-related costs under disaster assistance programs, shall use the standardized emergency management system (SEMS)” (Cal Gov. Code 8607). “Compliance with SEMS shall be documented in the areas of planning, training, exercises, and performance” (CA Code of Regulations Title 19, Div. 2, Chapter 1, 2443 (b)). “Agencies shall use the Minimum Performance Objectives contained in the Approved Course of Instruction (ACI) Syllabus dated March 1, 1995, which are hereby incorporated by reference, as the basis for their training programs.” (TITLE 19. PUBLIC SAFETY DIVISION 2. OFFICE OF EMERGENCY SERVICES Chapter 1. SEMS § 2428. Minimum Performance Objectives). 91 Item 8.
17 Acceptance of any Federal grants or contracts, or the reimbursement of any Federal or State money for the cost of emergency response and recovery efforts by local government is conditionally linked to compliance with these training and use mandates.

California Government Code 3100 states, “all public employees are hereby declared to be disaster service workers (DSW) subject to such disaster service activities.” Because all public employees are DSWs and may be called upon to respond to or recover from any emergency or disaster in the field or in an Emergency Operations Center, they are bound by the California Emergency Services Act and the HSPD-5 to train in and use SEMS and NIMS.

Establishing an effective response and recovery capability requires planning, training, and exercises. A Multi-Year Integrated Preparedness Plan (MYIPP) identifies the training and exercises needed to meet the State and Federal training mandates and build the proficiency necessary to mount an effective and competent response and recovery to an emergency or disaster. FEMA and Cal OES guidelines and best practices recommend the following levels of proficiency.

Baseline Training (All city employees)
• G606 - Standardized Emergency Management System (SEMS) Introduction • ICS 100 - Introduction to the Incident Command System • IS 700 - National Incident Management System, An Introduction Baseline Training (All city Executives and Senior Officials) • G402 – SEMS Executives Course
(All supervisor & manager field responders)
• ICS 200 - Basic ICS for Initial Response
• IS 800 - National Response Framework, An Introduction • ICS 300 - Intermediate Incident Command System (ICS) for Expanding Incidents • ICS 400 - Advanced ICS for Command and General Staff - Complex Incidents Intermediate Training (All employees assigned to the EOC) • G775 - Emergency Operations Center (EOC) Management and Operations Course • G191 - Field to EOC Interface Workshop
• G626 - EOC Action Planning Course
• G611 - EOC Section/Position Course Credentialing - Management, Operations, Planning, Logistics, Finance
Advanced Training (EOC staff who wish to become Type III credentialed for their EOC position) In addition to the “Core Curriculum” listed as the Baseline and Intermediate Training, each EOC Type III position has training that is specific to the tasks performed by the position within the EOC. This Advanced Training curriculum is listed by EOC position within the Cal OES Type III EOC Position Credentialing Standards.
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18 PROJECT STAFFING

PROJECT TEAM ORGANIZATION
Preparative Consulting brings a unique perspective to this project. Preparative Consulting is based in Northern California and has been providing emergency management planning, organizing, equipping, training, exercising, and evaluating in Northern California and across the State for several years. Because Northern California is our home, we have a strong desire to ensure this community is well prepared to respond to and recover from any incident, emergency, or disaster.

What makes Preparative Consulting planners and trainers unique is our real-world experience in planning for and responding to disasters in Inland Counties especially the Sierra Nevada mountains and foothill communities. We specialize in the Sierra Nevada mountains and foothill counties and have an intimate understanding of the needs and culture of these communities. This knowledge helps us to engage the whole community in the emergency planning process and makes us well suited to understand the needs of those with disabilities and others with access and functional needs. Planning for these communities in emergency communications, evacuation, sheltering, mitigation, and preparedness is mandated in CA Government Code 8593.3.5. People with disabilities and others with access and functional needs are disproportionally injured or killed in disasters and we teach planning for these communities across the state and have responded to the needs of these communities during real-world disasters.

Lead Planner
Preparative Consulting has identified Paul Bockrath as the Lead planner and Candise Bockrath as a project manager. Paul will be the project Point of Contact with The City of Sonora and the planning team, while Candise will be the overall Project Manager, coordinating meetings and ensuring the project progresses on schedule.

Paul Bockrath is a FEMA Certified Master Exercise Practitioner and one of only three FEMA Certified Master Trainers in the nation. Paul is an adjunct instructor for the California Governor’s Office of Emergency Services (Cal OES)/ California Specialized Training Institute (CSTI) and teaches Emergency Planning statewide for Cal OES. Paul is an experienced planner and has written several plans statewide. Paul also teaches a host of other Cal OES/CSTI courses and is a certified Cal OES Adjunct and Outreach Instructor. He is certified to deliver all of the EOC Type 1- 3 Credentialing and can certify EOC participant performance for credentialing during exercises or real-world activations. Paul has also deployed to several recent Type 1 disasters to assist State agencies and Counties in running disasters to include wildfire, flooding, COVID-19, extreme weather emergencies, and dam emergencies.
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19 Preparative Consulting and the lead planner wrote the Calaveras County Multi-Jurisdictional Hazard Mitigation Plan, has responded to wildfires and COVID-19 incidents impacting Tuolumne County and is very familiar with the hazards in Tuolumne County. Preparative Consulting and the lead planner have worked with Tuolumne County OES and has a very good working relationship with Tuolumne County and will coordinate and work closely with Tuolumne County OES in the development of this plan. This knowledge and insight will be incorporated into the Emergency Operations Plan.

Preparative Consulting will ensure we utilize the appropriate planning actions to engage the whole community and meet this mandate. In 2021 Cal OES began an audit of County Emergency Operations Plans to ensure compliance with California Government Code 8593.3.5 and the “Emergency Plan Review Crosswalk 2022 Local Government Agencies” which mandated the structure, content, and planning approach development of Emergency Operations Plans.

The lead planner has provided guidance to both Cal OES and local Counties in how this mandate shall be applied and met. The Lead planner is currently working with Calaveras County and Amador County to update their Emergency Operations Plans to ensure they meet this mandate.

Given the lead planners relationship and knowledge of these planning mandates as well as extensive application of Preparative Consulting Emergency Operations Plans in Wildland Fires that have occurred in and around Tuolumne County, we feel we are the only planning consultant with this intimate knowledge and experience in writing Emergency Operations Plans in the Yosemite gateway and Sierra Nevada mountains and foothill counties. The Lead planning wrote the Mariposa County Emergency Operations Plan and used it to successfully respond to four wildland fires, three floods, and COVID-19.

Project Manager
Preparative Consulting has identified Candise Bockrath as a project manager. Candise is a principal partner/owner and has lived in the Northern California Area for over 29 years and has worked in emergency management and city/special district government for over 15 years.

Candise has a master’s degree in Counseling Psychology and with Preparative Consulting has provided training and course management in Incident Command Systems (ICS), Standardized Emergency Management Systems (SEMS), and National Incident Management Systems (NIMS) for several years. She has been a project manager for all Preparative Consulting’s projects to include the Emergency Operations Plans. Candise is exceptional in engaging the whole community and ensuring our projects reflect the needs and desires of the community and meet all state and federal equity mandates.

Candise has a reputation for being very organized, ensuring all projects are kept on-time and onbudget, a meticulous attention to detail, and ensuring our clients receive an exceptional and very personal experience. Preparative Consulting has successfully delivered on all our projects on-time and on-budget and has a reputation for high quality work and going above and beyond for our clients.
94 Item 8.

CITY COUNCIL AGENDA REPORT
MEETING DATE: November 6, 2023
TO: City Council Members
FROM: Turu VanderWiel, Chief of Police
SUBJECT: Accept Homeless Housing Assistance and Prevention Program Grant Award

RECOMMENDATION
Authorize the City of Sonora to accept an award from the Central Sierra Continuum of Care Homeless Housing Assistance and Prevention Program (Round 4), not to exceed $81,562.09, and approve associated budget adjustments for the use of the funding.

DISCUSSION
In August of 2023, the Sonora Police Department, on behalf of the City of Sonora, responded to RFPs for a grant opportunity through the Central Sierra Continuum of Care (CSCOC), Homeless Housing Assistance and Prevention Program (HHAP) Round 4. The grant provides local jurisdictions with funds to support regional coordination and expand or develop local capacity to address their immediate homelessness challenges.

Our project focuses on enhancing the Homeless Outreach Support Team's (HOST) capabilities and effectiveness and the City of Sonora's overall response to the homelessness crisis. These funds will be used specifically for Street Outreach efforts and Service Coordination by supporting a part-time Homeless Outreach Coordinator employee for another year. In 2022, the City was awarded $135,220 through the CSCOC/HHAP Round 3 grant, which provided the City with startup monies for this project.

There is no required local match, and HHAP funds will be disbursed quarterly through Amador Tuolumne Community Action Agency (ATCAA) after submitting and receiving approval of projectrelated Funding Requests. Funds must be expended by June 30, 2027.

FISCAL IMPACT
The overall budget appropriation for the Police Department would be increased by approximately $81,562.
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{CW133780.5}

CITY COUNCIL AGENDA REPORT
MEETING DATE: November 6, 2023
TO: City Council Members
FROM: Douglas L. White, City Attorney
SUBJECT: Provide Direction to Staff Regarding: (1) Appeal of the Police Chief’s Decision Related to an Alcoholic Beverage Control permit and (2) Implementing a Process for the Administrative Appeal of Administrative Decisions in the Sonora Municipal Code.

RECOMMENDATION:

Provide direction to staff regarding (1) appeal of the Police Chief’s decision related to an Alcoholic Beverage Control permit, and (2) implementation of an administrative appeal process for administrative decisions that the City of Sonora Municipal Code (“Code”) currently lacks.

BACKGROUND:

The 99 Cents Only Stores location operating at 740 Mono Way in the City of Sonora (“City”) wishes to sell beer and wine on its premises. In order to sell alcohol in California, a business must seek a license from the California Department of Alcoholic Beverage Control (“ABC”). 1 There are
multiple types of ABC licenses, depending on both what kind of alcohol is to be sold and in what manner the business wishes to sell it. The California Business and Professions Code (“BPC”) limits the concentration of each type of ABC license.2 However, an applicant may overcome some types of concentration limitations if the local governing body or its designated officer makes a determination that “public convenience or necessity” would be served by granting the license (“PCN Determination”).3 The ABC notifies an applicant if its license will require a PCN Determination upon receipt of the application.

Here, 99 Cents Only Stores sent an application to the ABC for a Type 20 license for off-sale beer and wine, as it was required to do in order to sell beer and wine on its premises for consumption off the premises. The ABC found that due to the concentration of licenses in the area, the license could only be granted if the City made a PCN Determination in favor of the license. The City’s Police Chief, as the designated officer for the City, found that public convenience and necessity would not be served by the granting of the license, and declined to make a PCN Determination in favor of the license. The ABC subsequently denied 99 Cents Only Stores’s application.

1 BPC § 23049 et seq.
2 See, e.g., BPC § 23817.5.
3 BPC § 23817.7.
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99 Cents Only Stores wishes to appeal the Chief of Police’s determination. Staff has discovered that there is not a specific mechanism for appeal of this decision in the Code, nor is there a general provision for appeals of administrative decisions by City agencies.

DISCUSSION / ANALYSIS:

City officials make decisions that affect the rights of the people and businesses of the City frequently. Like the Police Chief’s PCN Determination decision, many of these decisions are highly specific processes for which the City Council has never had a reason to create an appeals process.

Under the principle of exhaustion of administrative remedies, a person or entity challenging an agency’s decision must comply with all of the agency’s appeal procedures before filing a lawsuit.

With no mechanism for administrative appeal of a PCN Determination decision in the Code, 99 Cents Only Stores has the option to jump immediately to legal action to challenge the decision.4 However, in this case, 99 Cents Only Stores has requested that the City reconsider the Police Chief’s decision.

To facilitate that request and avoid the time and expense of a lawsuit, City staff seeks the City Council’s direction with regard to 99 Cents Only Stores’s appeal request. Because the City currently has no clear appeal process, the appeal may be made to the City Administrator or brought before the City Council at a City Council meeting. In this case, the recommended course of action is for the City Council to consider the appeal request and make a determination to streamline the appeal process. However, the City Council may elect to direct the City Administrator to first make a determination that would then be appealable to the City Council for a final decision.

Additionally, staff seek direction from the City Council to establish an administrative appeal process through the preparation and implementation of an ordinance. The ordinance would add a general appeals process for administrative decisions to the Code. An administrative appeals process would be beneficial not only for the City but also for the people and businesses of the City that would benefit from the ability to challenge agency decisions in a straightforward and cost-effective manner.

Staff suggests that; to maximize efficiency, the City Council direct Staff to craft the Ordinance to create an appeals process in which the first appeal of an administrative decision is brought before the City Administrator, and only if the City Administrator’s decision is appealed does an administrative appeal come before the City Council.

FISCAL IMPACT:

The direction to staff does not have a direct fiscal impact on the City. However, the costs associated with preparing and implementing an administrative appeals process are likely to be offset through the possibility of protecting the City from a lawsuit both from 99 Cents Only Stores and other potential plaintiffs in the future.

ENVIRONMENTAL:

None.

4 See, e.g., Branciforte Heights, LLC v. City of Santa Cruz (2006) 138 Cal.App.4th 914. 136
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OPTIONS:

1. Direct staff to draft an ordinance creating an administrative appeal procedure that provides an initial appeal to the City Administrator, and a subsequent appeal of the City Administrator’s decision to the City Council. Further, provide direction to staff for the appeals process for the 99 Cents Only Stores’s request to review the Police Chief’s PCN Determination decision.

2. Direct staff to address 99 Cents Only Stores’s appeal. Reject the drafting of an ordinance to establish an administrative appeals process.

3. Keep the status quo.
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Item 10.

Sonora City CouncilNovember 6, 2023

Sonora City Council
November 6, 2023