29 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
also will focus on the City’s goals for jobs, housing,
environmental protection, fiscal health, and other factors.
In the second stage of the preparation of this element, EPS will draft the Economic Development Element for the General Plan. This Element will define the key economic goals and objectives as well as associated policies and implementation measures that will guide the City’s
economic development efforts. The Element will be
prepared in a format and structure consistent with other General Plan documents, as appropriate.
Economic Development Strategies: Based on
background information and interview findings, EPS
will synthesize the City’s primary economic strengths,
weaknesses, opportunities, and threats (i.e., SWOT
assessment). This effort will organize the City’s economic context and local stakeholder input in a way that leads to identification of salient economic development
considerations. The SWOT review will offer a digestible overview of economic development potential and will
guide identification of potential economic development
strategy options.
Relying on the SWOT assessment, and building on EPS
professional experience in economic development, real
estate, and public finance in similar jurisdictions, EPS will define a broad set of possible economic development
approaches. In consultation with City staff, potential
strategies will be revised and/or refined and organized around the main economic development goals of the
City. The agreed-upon economic development efforts
will comprise the economic development strategies and
policies recommended for inclusion in the Economic
Development Element.
If the City so desires, the Economic Development Element and/or the Economic Development Strategies could be
merged into the Land Use and Urban Design Element.
In any case, the STP Team will ensure tight coordination and clear cross-referencing between the Economic
Development plan and strategies, and the land use, urban design and housing sections of the General Plan Update.
Climate Action & Adaptation Planning *
a. We propose to integrate all relevant goals and policies from the City’s Climate Action and Adaptation Plan
(CAAP, 2021) into all elements of the General Plan.
Elements impacted by this new information will
surely include Land Use and Community Design,
Transportation Access and Connectivity, and Public
Services and Infrastructure.
b. We suggest that the CAAP might be incorporated into
the General Plan as an informational appendix.
In many general plans, we combine this topic with parks and open space – and will surely closely coordinate these topics in any case – but Watsonville’s urban boundaries are so clear, and so highly valued by the community, that we suggest not blurring he distinction between urban open space and the surrounding natural and agricultural open spaces.
Chapter 8. Housing Element
The STP Team will of course incorporate and integrate
City’s new 6th Cycle Housing Element into the General Plan Update. Due to its highly technical nature, we are inclined to suggest that this element be incorporated into the General Plan as a freestanding element.
The Housing Element will of course inform many other
elements of the Plan, and be coordinated with policies
related to land use and community design, equitable
transportation and access, economic development, social equity, environmental justice, and virtually every other topic.
If the City prefers, we could include the 6th Cycle Housing Element as an appendix, and include Housing in the title of the Land Use and Community Design Element. That element will of course address housing in great detail in any case.
Chapter 9. Economic Development Element
Watsonville seeks to promote diverse and thriving
commercial activities while preserving the City’s sense of place. The Economic Development Element will encapsulate the City’s strategy for economic growth, including goals and policies addressing a range of topics, likely including local job growth, economic diversity, land use and real estate investment, and retail and community amenities. Among
other considerations, the economic development strategy will consider jobs-housing balance from the perspective of encouraging industries that attract and support Watsonville residents.
Economic Development Element: EPS will prepare the
Economic Development Element in two stages. In the first stage, EPS will rely on the economic analysis prepared in Task 1, the VISTA 2030 Plan Economic Development Element, and other local and regional economic development work
and input provided by City staff. The first stage preparation of this Economic Development Element will culminate with articulation of potential economic development strategy and policy recommendations. The possible policies and
implementation measures will draw upon EPS’s local
research, professional experience, best practices, and
the capacity and resources of the City and its economic development partners. Recommendations will strive to
capitalize on identified strengths and will seek to mitigate local and regional economic challenges. EPS strategies
Attachment 2
SARGENT TOWN PLANNING 30
Diverse Population *
a. We recommend integrating this topic into discussion
of evolving local population and demographics in
Chapter 1, into Chapter 2, Land Use and Community
Design, and into all other chapters where appropriate,
particularly in relation to strong policies aimed at
ensuring social equity and environmental justice.
b. If the City prefers to keep this as a freestanding
element, we would recommend merging
this information into a new Social Equity and
Environmental Justice Element, or an equivalent
thereto.
The Team will deliver the Administrative Draft General Plan Update to City staff for review.
Deliverables:
+ Administrative Draft General Plan Update (10 hard
copies and PDF format)
+ Due to the highly graphic nature of our plan
documents, we strongly recommend that we produce
the document with Adobe Creative Suite, primarily
InDesign. We suggest that markups can easily be
provided by City staff using the commenting tools in
Adobe Acrobat. If the City so requires, we will also
provide the text from the Administrative Draft Plan in
Word format so that City staff can edit directly while
tracking changes. We will also provide maps in GIS
format and tables and tabulations in Excel format.
Task F.2 City Review of Administrative Draft Plan
When the City has had an opportunity to review the Draft Plan, the STP Team will join City staff in multiple virtual/ Zoom meetings to review City comments and identify
changes and refinements to be made. At an appropriate
point in that process, the Team will convene in Watsonville for a day-long series of meetings with City staff to discuss and resolve remaining matters. The Team will revise the Draft Plan as requested, and will prepare a companion
PowerPoint presentation, large-format maps and display
boards for presentation to the TAC. The Team will deliver these materials to City staff and make refinements as
requested.
As part of this task, Mead & Hunt will conduct a Draft
General Plan Consistency Review, and provide written
comments to the Team and to City staff identifying
any internal inconsistencies, if any, and provide
recommendations for addressing and resolving those
conflicts.
Environmental Justice *
a. The STP Team will Integrate the completed
Environmental Justice Existing Conditions Report (2021) into the General Plan Update, integrating goals and
policies throughout the General Plan that address
reduction in pollution exposure, improve air quality,
promote public facilities, improve food access, advance access to housing, and increase physical activity in the City’s State identified disadvantaged communities. We
suggest that the EJ Existing Conditions Report might
be incorporated into the General Plan as an appendix,
and that its findings and recommendations will be most
effectively deployed for implementation by embedding
them throughout the elements of the General Plan.
b. The Team will address economic development in the
areas of the City identified as disadvantaged and lowincome. We suggest that this may be addressed in relation to the Focus Areas noted in the Land Use and
Community Design element, above.
Urban Design and Human Scale*
a. As noted above in the Land Use and Community Design
element discussion, we recommend merging (and
updating) the contents of this element of the VISTA 2030 plan into that combined element to define Place Type
based general plan designations.
b. But if the City prefers, we will update this as a standalone element.
Growth and Conservation Strategy*
a. As noted above in the Land Use and Community Design
element discussion, we recommend merging (and
updating) the contents of this element of the VISTA 2030 plan into that combined element to define Place Type
based general plan designations.
b. We will incorporate a high-level discussion of this central balancing act of the General Plan into the discussion in the introductory Chapter 1, Updating the General Plan.
Historic Preservation *
a. We recommend integrating this topic into the Land Use and Community Design element.
b. But if the City prefers, we will update this as a freestanding element of the General Plan.
Recreation, Parks and Open Space *
a. We recommend integrating this topic into the Land Use and Community Design element, and the Public Services
and Infrastructure Element.
b. But if the City prefers, we will update this as a freestanding element of the General Plan. * Key topics that we recommend integrating into the numbered chapters/elements rather than as a separate “element.”
Attachment 2
31 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Task F.7 Joint Study Session of Vision Zero Task Force
and Other City Boards:
The Team will prepare for and lead a joint study session, in which we would hope to confirm top-level priorities for further study as the General Plan and EIR are drafted.
Deliverables:
+ One presentation to City Boards and commissions
+ Presentation materials for engagement activities (with Spanish translation services)
+ Records of input received (with Spanish translation
services)
Task F.8 Planning Commission Hearing
The Team will prepare a presentation and staff report
for, and assist City staff in presenting, the General Plan to the Planning Commission for their consideration and
recommendation.
+ Presentation materials and staff report assistance
Task G. General Plan Environmental
Impact Report
Circlepoint will prepare a Draft General Plan Update
Program Environmental Impact Report (PEIR) to assess
the environmental impacts of the Plan in compliance with the provisions of the California Environmental Quality Act (CEQA) consistent with CEQA Guidelines Article 9. To the extent possible, the Circlepoint will rely on the draft EIR prepared for the draft Watsonville Vista 2030 General Plan to streamline the environmental clearance process.
Task G1. Kickoff, Project Description, and other
Meetings
a. Circlepoint will participate in one (1) kickoff meeting with the City to introduce team members, discuss
initial data requests, and develop the project schedule. b. Circlepoint will confirm the scope of environmental
analysis and methodologies with the City at the kickoff meeting.
c. Circlepoint will submit a comprehensive data request to the City.
d. Circlepoint will prepare and submit a project
description for City review and approval. The project
description will include the following information,
consistent with CEQA Guidelines Section 15124:
+ A description of the relevant interrelated documents
and projects (i.e., the Watsonville Vista 2030 General
Plan).
+ A statement of the objectives sought by the project.
Task F.3 TAC Meeting
When the TAC members have had the opportunity to review the Administrative Draft Plan, the Team will assist City staff in presenting the Plan to the TAC to receive their input. The Team will make refinements to those deliverables based on TAC input and direction from City staff.
Task F.4 CAC Meeting
When the CAC members have had the opportunity to review the Administrative Draft Plan, the Team will assist City staff in presenting the Plan to the TAC to receive their input.
Comments received shall be incorporated into the public review draft General Plan Update documents per direction from City staff.
Task F.5 Public Review Draft General Plan Update
Based on input from shall be prepared for review by City staff and the TAC, the STP Team will prepare a Public Review Draft General Plan. We will also prepare an Executive
Summary in English and Spanish and an accompanying
PowerPoint presentation.
Deliverables:
+ Public Review Draft General Plan Update (50 hard copies and PDF format)
+ Public Review Draft Executive Summary of General Plan Update (in English & Spanish)
+ Summary PowerPoint presentation. This will also
be provided as a video with narration in English and
Spanish,to be circulated widely via email, social media, etc.
Task F.6 Draft General Plan Workshop (Community
Meeting #4)
The STP Team will prepare for and lead a fourth community workshop, in which we will present the General Plan. We recommend this workshop to be organized in a large-scale open house pop-up style with stations for community
members to review and comment on potential refinements
to the general plan. Our Team believes that spending
energy and time in this event, along with the General Plan video is an effective way to garner community understanding and input on what will be a rather voluminous and complex document.
Deliverables:
+ Community Meeting #4 notice/agenda/meeting
materials (in English & Spanish)
+ Community Meeting #4 facilitation (with Spanish
translation services)
+ Community Meeting #4 summary (in English & Spanish)
Attachment 2
SARGENT TOWN PLANNING 32
We will review the existing conditions and background
information provided in these documents to assist in the writing of existing conditions and gain an understanding of the conditions on and around the project area. Then, we will evaluate the effects of the project in greater detail. We will use measures identified in the 2030 EIR as a starting point for mitigating any potentially significant impacts, and only draft new mitigation measures if necessary. New mitigation measures will be developed to act as staff-level conditions of approval for future projects to facilitate the streamlined clearance of future projects.
Our team’s proposed methodologies for select
environmental topic areas are summarized below. Mead
& Hunt will provide narratives for inclusion in the Safety and Noise sections of the EIR, and will coordinate with Circlepoint to ensure their integration.
Air Quality, Greenhouse Gas, and Energy
Circlepoint team member Illingworth & Rodkin will prepare an air quality, GHG, and energy evaluation, the results of which Circlepoint will incorporate into the PEIR. The evaluation will assess the local and regional air emission impacts of VMT changes associated with the project.
Illingworth & Rodkin will conduct the evaluation according to all pertinent requirements and adopted air quality
plans, and will identify needed mitigations consistent
with applicable BAAQMD requirements. For Illingworth &
Rodkin’s detailed scope of work, see Appendix B
Biological Resources
Circlepoint team member H.T. Harvey will prepare a
biological resources report to support the PEIR. As
part of this effort, H.T. Harvey will perform a field visit to characterize existing conditions in the General Plan area and determine potential impacts of General Plan
implementation on sensitive biological resources, including special-status species and sensitive/regulated habitats. H.T.
The biological resources report will include descriptions of any measures appropriate to mitigate potentially
significant impacts on sensitive biological resources to lessthan-significant levels. For H.T. Harvey’s detailed scope of work, please refer to Appendix A
Land Use / Planning
Circlepoint will compare the proposed Land Use map to
the previous 2030 General Plan Land Use map, with a
focus on how any changes would accommodate updated
housing and employment projections. Circlepoint will
document the ways in which the General Plan update will achieve the City’s broader planning goals and objectives. + A description of the technical, economic, and
environmental characteristics of project.
+ Graphics showing the changes to the General Plan Land Use/Transportation Diagram.
+ A statement briefly describing the intended uses of the PEIR.
Under this task, Circlepoint will attend up to 20 coordination meetings throughout the environmental process. Additional meetings can be attended on a time and materials basis.
Deliverables
+ Kickoff meeting notes, including confirmation of scope and methodologies
+ Project description
Task G2. NOP and Scoping Meeting
Circlepoint will produce a Notice of Preparation (NOP), including the project description, information regarding the scoping meeting, and a discussion of probable
environmental effects, consistent with CEQA Guidelines
Section 15082. Circlepoint will also facilitate one scoping meeting to garner feedback on the scope of the PEIR from agencies and the public. Comments received at the scoping meeting will be compiled and included in the PEIR.
Deliverables
+ Notice of Preparation/Scoping Meeting (in English &
Spanish)
+ Public scoping meeting for EIR preparation (with
translation services)
Task G3. Administrative Draft PEIR
The Circlepoint team will prepare the setting, impacts, and mitigation discussions for each environmental topic area set forth in Appendix G of the CEQA Guidelines. Circlepoint will prepare a summary of existing conditions, pertinent regulations, and a description of the regional setting, placing special emphasis on any rare or unique environmental
resources in the project area.
The PEIR will provide a program-level analysis of the project, focusing proposed measures to accommodate current
and future housing and employment needs within the City.
The intent of the PEIR will be to facilitate tiering for future projects that are consistent with the updated General Plan.
Impact discussions will be focused on the physical effects that could be associated with the addition or reallocation of development capacity within the City. The PEIR will also analyze potential increases in VMT and associated air quality, greenhouse gas (GHG), and energy effects.
Circlepoint anticipates being able to draw extensively from the Watsonville Vista 2030 General Plan EIR (2030 EIR) and the more recent Downtown Watsonville Specific Plan EIR.
Note: All underlined text on this page are hyperlinks linked to the relevant information in Appendix sections
Attachment 2
33 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
VMT more than the proposed land use and/or roadway
network, the model results may or may not be accurate
and the CEQA impact will be identified as significant and unavoidable. Additionally, such a finding will allow future projects consistent with the General Plan to tier from that finding if those individual projects have VMT impacts of their own.
We will incorporate the roadway network developed in
Task 2 into the forecasting model, and the model will be run to understand the needed network sizing. We will
identify if each roadway needs to be two or four lanes and will provide conceptual typical roadway cross-sections
that might be considered based on the context of the
roadways.
After the model is completed and it appropriately
estimates travel on local streets, we will utilize it to estimate traffic volumes on key roadways in the City and will use it to develop vehicle miles of travel (VMT) estimates for use in the environmental document. These activities are described below:
Roadway Segment Level of Service Assessment: Fehr &
Peers will evaluate up to 30 roadway segments as part of this effort. The tasks needed to complete this are noted below:
+ Roadway segment counts – Fehr & Peers will collect
machine (tube) classification counts on up to 20
roadway segments within the City. We will work with
staff to identify those segments, but the machine
counts will be collected on a Tuesday through
Thursday, when schools are in session, and include
vehicle axles to assist in estimating the vehicle fleet mix in the City. We will supplement these counts with
Noise
Circlepoint team member Illingworth & Rodkin will prepare a noise analysis, the results of which Circlepoint will incorporate into the PEIR. The noise analysis will focus on localized noise increases that may occur in areas receiving additional housing units or other development based on the General Plan update. If mitigation measures proposed under the 2030 General Plan are insufficient to reduce impacts to a less-than-significant level, additional mitigation measures will be proposed. For Illingworth & Rodkin’s detailed scope of work, please refer to Appendix B
Population/Housing
Circlepoint will discuss the City’s RHNA responsibilities and document the ways in which the project would address
those responsibilities. Circlepoint will also document the ways in which the project would affect the City’s jobs/housing balance.
Transportation
Circlepoint or STP will convert the land use plan into
appropriate travel demand model input variables by
transportation analysis zone (TAZ). We will utilize the Santa Cruz County Travel Model (SCCTM) model and associated TAZ structure to incorporate land use from the project team by appropriate socio-economic data (SED)/land use variable.
F&P will complete a high level review of the base year model to verify that the model is sufficiently sensitive to changes in roadway network and changes in land use in the Watsonville area. However, our scope does not include a sub area model refinement for use in this effort – largely because CEQA requires us to evaluate VMT as the transportation metric.
Because the price of fuel and income variables can affect 60 PLANRC 2040 • CITY OF RANCHO CUCAMONGA
FIGURE LC-3 LAND PLAN
NEIGHBORHOODS
Semi-Rural Neighborhood
Traditional Neighborhood
Suburban Neighborhood - Very Low
Suburban Neighborhood - Low
Suburban Neighborhood - Moderate
Urban Neighborhood
CORRIDORS
Neighborhood Corridor
City Corridor - Moderate
City Corridor - High
CENTERS
Neighborhood Center
Traditional Town Center
City Center
DISTRICTS
Office Employment District
21st Century Employment District
Neo-Industrial Employment District
Industrial Employment District
OPEN SPACES
Natural Open Space
Rural Open Space
General Open Space & Facilities
Carmelian St
Vineyard Ave
19th St
Upland
Ontario
Fontana
6th St
4th St
Baseline Rd
Wilson Ave Wilson Ave
Church St
Cucamonga
Central South
Central North
Red Hill
Alta Loma Etiwanda
Southeast
Eastside
Pacific Electric Trail
Day Creek Channel
Deer Creek Channel
Deer Creek Channel
Arrow Route
Archibald Ave
Haven Ave
Milliken Ave
Etiwanda Ave
10 10
15 15
210
210
59 FIGURE LC-2 PLACE TYPES AND GENERAL PLAN DESIGNATIONS Semi-Rural
Neighborhood
Traditional
Neighborhood
Suburban
Neighborhood
- Very Low
Suburban
Neighborhood
- Moderate
Suburban
Neighborhood
- Low
Urban
Neighborhood
Neighborhood
Center
Neighborhood
Corridor
Natural Open
Space
Traditional
Town Center
City Corridor
- Moderate
Rural Open
Space
City Center City Corridor
- High
General Open
Space &
Facilities
NEIGHBORHOODS
CORRIDORS
CENTERS
DISTRICTS
OPEN SPACES
density and intensity, and intended physical design character. While the location and general area of each designation is shown in Figure LC-3, Land Plan, an easier to read version of the map is available on the City’s website (https://bit.ly/gplandplan).
Additional, parcel-specific precision is provided in the City’s Zoning Ordinance, which refines and clarifies the allowable development density and intensity for that parcel within the range specified by the General Plan Designation.
Office
Employment
District
21st Century
Employment
District
Neo-Industrial
Employment
District
Industrial
Employment
District
Rancho Cucamonga Land Use Plan, and Diagarm of Place Types and General Plan Designations Note: All underlined text on this page are hyperlinks linked to the relevant information in Appendix sections Attachment 2
SARGENT TOWN PLANNING 34
+ The VMT estimates will be provided for the three
analysis scenarios in tabular format.
+ Roadway Segment Volumes: Fehr & Peers will also
provide information to Circlepoint for their use in
developing noise contours. Specifically, we will
join the travel demand model daily traffic volumes
(non-directional) to the basemap centerline file and
normalize by block. Where we have adjusted traffic
volumes, we will override the model volumes in the
shape file. Where we do not have adjusted traffic
volumes, we will simply use the raw future year model
volumes. This will be completed only for the future
year plus project condition. The centerline file will be provided to Circlepoint for this use.
Alternatives Analysis and Assessment of Cumulative
Impacts
In addition to those sections include in CEQA Guidelines Appendix G, Circlepoint will prepare the following required sections of the PEIR:
+ Alternatives: Under CEQA, project alternatives
should be developed that avoid or reduce significant
impacts identified in the technical sections of the
PEIR. Circlepoint will work with the City and the team
to identify any feasible project alternatives. For the
purposes of scoping, Circlepoint assumes that this
section will analyze up to three alternatives in total, one being the CEQA-required “No Project” alternative,
which would perpetuate existing development
capacities and patterns.
+ Cumulative: CEQA allows cumulative analysis to be
developed under the “list” method or an assumed
growth rate method. Circlepoint will coordinate closely with the City to identify an appropriate cumulative
methodology for the project. The Circlepoint team
will develop cumulative impact discussions for all fully developed PEIR technical sections.
+ Other Required Analyses: Circlepoint expects to utilize this section to cover a number of environmental topic
areas which are anticipated to result in conclusions
of no impact. Discussions will provide evidence to
support these anticipated conclusions. In addition,
this section will cover other required analyses,
including growth inducement, any significant
irreversible environmental changes, and identification
of any significant unavoidable impacts.
Deliverables:
+ Administrative Draft EIR (10 hard copies, Word and
PDF format)
ten additional counts that will be obtained from Caltrans databases and/or from other studies completed in the
area (including other traffic studies).
+ Volume adjustments and LOS assessment – Fehr &
Peers will adjust the raw travel demand volumes using
the available count data to develop final forecasts on
the 30 roadway segments. This information will be
compared to traditional roadway segment capacities
derived from the Highway Capacity Manual to estimate
LOS on each of the 30 roadway segments and
summarized in both tabular and graphical format. The
LOS assessment will cover the following scenarios:
+ Existing Conditions - using the collected traffic count data
+ Future Year No Project Conditions – adjusted
forecasts using the land use and roadway network
assumptions that are already included in the travel
demand model and should generally reflect the
existing General Plan of the City
+ Future Year With Project Conditions – adjusted
forecasts using the proposed land use and
proposed roadway network
VMT Assessment: Fehr & Peers will work with Circlepoint to identify the appropriate methodology for estimating VMT for the project. Our scope assumes that VMT will be estimated in the following three ways:
+ RTAC Method – This method estimates VMT using 100%
VMT accounting for trips that begin and end in the City, 50% VMT accounting for trips with only one trip end
within the City, and 0% VMT accounting for trips that
pass through the City.
+ Full Accounting Origin-Destination (OD) Method – This method estimates VMT using 100% accounting for
all trips that have both or only one trip end within
the City. This is a typical accounting for project-level assessment and will provide useful information for the
City if they desire to include a VMT-related policy or
use the information for revising the City’s adopted VMT threshold for identifying significant project impacts from future development.
+ Boundary Method Accounting – This method applies a
boundary (typically the City limits and/or City limits plus the sphere of influence) and all VMT is included within the identified boundary regardless of the trip origin/
destination. This method provides a useful comparison
of VMT; especially if the project ends up displacing traffic to longer routes due to anticipated congestion along the route.
Attachment 2
35 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
In a parallel process with preparation of administrative draft responses to comments, Circlepoint will incorporate edits and changes to the Draft PEIR by using strikeout/bold underlined text as appropriate.
Based on up to two (2) sets of consolidated comments
from the City, Circlepoint will revise the responses to comments document and will provide electronic copies of the final PEIR to the City.
Deliverables:
+ Final EIR, including Draft EIR and Response to
Comments (35 copies and PDF format)
+ Administrative Draft Findings of Fact and Statement of Overriding Considerations, if necessary (2 hard copies, Word and PDF format)
+ Draft Findings of Fact and Statement of Overriding
Considerations, if necessary (2 hard copies, Word and
PDF format)
Task G7. Public Meetings
The Circlepoint management team will attend up to two
(2) public meetings on the PEIR (Planning Commission, City Council, etc.). Attendance at or preparation for hearings in excess of this allowance would be billed on a time-andmaterials basis. This task also includes an allowance for the preparation of meeting materials – such as a presentation, PowerPoint, and related materials. We will work with the City to provide the materials best-suited to the City’s needs within our allowance.
Deliverables:
+ Attendance/facilitation and meeting materials,
including staff report, for Planning Commission public
meeting regarding Final EIR
+ Attendance/facilitation and meeting materials,
including staff report, for City Council public meeting regarding Final EIR
Task H. Presentation and Adoption of Draft
General Plan
The STP Team, with staff participation, will present the draft General Plan Update at public meetings before the Vision Zero Task Force, and any other appropriate City
boards or committees, and at public hearings before the Planning Commission (2) and City Council (2). The Team
will make any final revisions to the General Plan based on changes adopted by the City Council, and coordinate
printing of the adopted General Plan.
Task G4. Screencheck Draft PEIR
Circlepoint will amend the Administrative Draft PEIR based on up to two (2) rounds of review by City staff. Circlepoint will then provide clean, compiled PDF and Microsoft Word versions of the screencheck draft PEIR to the City to verify that all requested changes have been made and all appendix materials, references and final graphics are acceptable.
Deliverables
+ Screencheck draft PEIR in PDF and Word formats.
Task G5. Public Draft PEIR
Circlepoint will make final amendments to the Screencheck Draft PEIR based on a single set of consolidated comments and submit hard copy and web-ready versions of the
PEIR and all associated appendices. Circlepoint will also prepare the combined Notice of Availability and a Notice of Completion in accordance with the CEQA Guidelines, and
provide advice as needed to the City regarding distribution of the Draft PEIR pursuant to CEQA and City review procedures.
The PEIR will be circulated to the public for no less than 45 calendar days.
Deliverables
+ Draft EIR (35 copies, Word and PDF format)
+ Attendance/facilitation and meeting materials, including staff report, for Planning Commission public hearing
regarding Draft EIR
Task G6. Final PEIR
The Final PEIR will comprise Circlepoint’s responses to comments on the Draft PEIR on behalf of the City, any minor updates or revisions to the Draft PEIR, and a mitigation monitoring and reporting program (MMRP). Circlepoint will prepare written responses to comments on the Draft PEIR following the public review period. Circlepoint assumes the City will provide copies of all written comments and transcripts of any verbal comments from public hearings.
Circlepoint will compile all comments with alpha-numeric codings and develop a list of major issues/concerns.
Circlepoint will meet with City staff following the close of the comment period to discuss the best approach, which
may include the use of master responses to facilitate the response to similar or repeated comments.
Circlepoint hours listed in the proposed budget for
responses to comments are an allowance. If an unusually large volume of comments are received (over 30 distinct comment letters), Circlepoint will confer with the City to determine an appropriate path forward. The scope and
budget also assumes responses do not require substantial additional research, analysis, or meetings with those who provided comment.
Attachment 2
SARGENT TOWN PLANNING 36
Deliverables:
+ List of properties, and associated maps, needing
Zoning district amendments, and to what district they
will be amended
+ List of Zoning Code text amendments
+ Draft amendments to all necessary chapters of the
Zoning Code to comply with the 2050 General Plan.
Optional Available Services
1. New Form-Based Zones
We note that an available additional service that may in the future prove useful – but is not requested in the RFP nor included in this proposal – would be the preparation of one or more form-based zones – similar to and based on those currently underway for the Downtown Specific Plan, which might be applied to areas in which significant amounts of housing or mixed-use infill development is anticipated.
Particularly in contexts where new higher intensity infill development is intended in close proximity to existing
established neighborhoods, and/or in contexts where the existing street network, block and lotting structure does not support human-scale, walkable, neighborhood or
center environments, we find that conventional Euclidean zoning is often unable to predictably deliver the vision of the general plan. We would be pleased to discuss the possibility of providing such services at any time that the City so requests.
2. Airport Overlay Zone
The City’s RFP specifies integrating the 2016 Draft ALUCP into the General Plan as the Airport Land Use Element. The 2016 Draft ALUCP, however, is a lengthy document that
includes many policy details that go beyond the level of detail of a traditional General Plan. An option that may be of interest to the City and community stakeholders would be to provide the ALUCP as an appendix to the General
Plan, and to develop an Airport Overlay (AO) zoning
ordinance to help local implementation of the Airport
Land Use Element of the General Plan. Under this option, Mead & Hunt would collaborate with STP, PlaceWorks
and City staff to restructure detailed compatibility policies and criteria as an AO zoning ordinance. The AO would
serve as an overlay of standard community-wide land use zones and would modify or limit the uses, development
intensities and heights permitted by the underlying zone.
Flood hazard combining zoning is a common example
of such a technique. An AO ordinance can serve as a
convenient means of bringing various airport compatibility criteria into one place while maintaining the traditional format of the General Plan.
Task H.1 Elected & Appointed Official Engagement
The Team will assist City staff in leading up to 2 City boards – such as Parks, Vision Zero, etc., to receive their feedback, and up to 4 public hearings before the City Council and Planning Commission. Joint meetings of these groups is
recommended where appropriate.
Deliverables:
+ Up to six (6) meetings with elected and appointed
officials
+ Presentation materials (with Spanish translation
services)
+ Records of input received (with Spanish translation
services)
Task H.2 Final General Plan Update
Based on input receive and direction from City staff in followup meetings, the STP Team will make one final round of revisions to the General Plan document and deliver it to City staff.
Deliverables:
+ Adopted General Plan Update, 20 hard copies
+ Adopted General Plan Update, electronic copy in
InDesign and PDF format (graphics/maps shall be
prepared in a graphics file)
Task I. Zoning Amendments
The STP Team and City staff will evaluate properties within the City to determine which sites need to be rezoned and/ or pre-zoned for consistency with the General Plan, and will collaborate in preparing zoning map and text amendments to address identified inconsistencies.
Task I.1: Zoning Consistency Analysis
STP and Placeworks with work closely with City staff in evaluating the Watsonville Zoning Code to determine if
amendments will be necessary for consistency with the
General Plan. All properties within the City, regardless of whether there is a proposed General Plan land use change or not, will be evaluated to ensure Zoning District consistency with the underlying General Plan land use designation.
Task I.2: Zoning Amendments
If amendments are necessary, the Consultant Team,
in consultation with City staff, will draft the proposed amendments. Such amendments will be limited to Zoning
Map revisions and zoning text amendments. Existing zoning districts will be utilized unless other General Plan land uses are developed in the program that would require the creation of new zoning districts. .
Attachment 2
37 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
+ Value-capture techniques to convert fiscal benefits
into financing tools;
+ Districts (such as CFDs, EIFDs, or CRIA) for financing public improvements or facilities;
+ Cost allocation strategies for required off-site
improvements or facilities; and
+ Other financial and fiscal measures or mitigation
strategies to cover any fiscal deficits.
EPS would focus its effort on the range of funding sources and financing options available to development in
California, primarily including development-based funding sources and allocations of city-wide sources. While various innovative funding sources and financing techniques may be available, four primary funding sources will nearly
always form the backbone of any financing program:
1. Development-Based Funding
2. Land-Secured Funding and Financing
3. City Funding and Financing
4. State and Federal Programs
This work will present each of the funding sources and
financing mechanisms that fall under these general
categories. For each funding and financing alternative, the memorandum will articulate key considerations, including establishment requirements, payer base, benefits, and
limitations. While EPS will make recommendations
concerning sources and uses alignment, quantifying
revenue that may be generated by each funding and
financing source is beyond the scope of this proposed
effort.
5. Calibrated/Validated Travel Demand Model
In this optional task, Fehr & Peers would refine the SCCTM to provide more accurate forecasts within the City. This effort would likely include adding TAZ detail and/or land use “place types” to the model, collecting additional traffic count data in the City, a refinement of trip generation information in the model, and an exercise to calibrate and validate the model to local city conditions. As part of our validation efforts, we would also complete dynamic testing of the model, to ensure that the model appropriately
responds to changes in land use and changes in network.
The validation would also review travel information within the City and validate the key metrics, like VMT, match
current travel trends in the City. For purposes of our
scoping, we have not included this optional task but can provide a separate scope/fee to undertake this effort if desired by the City. This task would also include model runs for up to 3 Land Use and Circulation Plan Alternatives in Task D, and a model run of the preferred alternative as part of the transportation analysis for the PEIR.
3. Fiscal Implications of GPU
Impacts on Public Service Costs: EPS typically relies on percapita estimates and case study research to establish public service costs. Per-capita estimates most commonly are relied on to forecast costs for departments that provide general government services, planning services, and community-wide services. Case study-based analyses are applied to other city services such as police and public works. As part of the case study analyses, EPS may incorporate calls-for-service data from the police department and cost-per-road-mile data for road maintenance. The appropriate methodologies in each case will depend on available City data and discussions with individual City service providers.
Impacts on General Fund Revenues: Similar to cost analysis, EPS typically employs both per-capita and case study-based methods for estimating General Fund revenues. Sales tax, property tax, and transient occupancy tax (TOT) revenues are the most significant sources of General Fund revenue.
The analysis will devote effort to evaluating these revenue sources. Sales tax and TOT revenue projections will be
based on anticipated net new taxable sales generated, while property tax revenues will reflect anticipated real estate development deliveries, property value assumptions, and the City’s property tax allocation factors. EPS will rely on Task 1 market data to inform assumptions, as appropriate. Other revenue estimates, such as charges for service, franchise fees, and licenses and permits will be based on the City’s current revenue performance in these areas.
Net Fiscal Impact on General Fund: Based on the data
obtained and analysis conducted under the prior subtasks, EPS will compare service costs to revenues. For each of the three Land Use Alternatives, the analysis will evaluate the net annual fiscal impact. Results will be presented at a single point in time and will be presented in constant dollars.
4. Financing for Infrastructure and Public Facilities
A key component to successful implementation of
the General Plan will be improvements to the physical
environment that enhance existing assets, support and
improve sense of place, and attract or enable private sector investment. EPS will report on and assess the financing tools and policies that may be available to the City and current and future stakeholders to finance the public and private costs articulated in the Preferred Plan. EPS will consider expected infrastructure investments and costs (provided to EPS by Prime Contractor) with potential revenue sources, appropriate for the type of infrastructure investment sought.
Funding sources to be explored may include:
+ Public-private joint development opportunities for
shared infrastructure;
+ Development impact fees;
Attachment 2
SARGENT TOWN PLANNING 38
AB 747 analysis can be completed in a variety of different ways. These include review of a limited amount of
evacuation events (say two fire evacuation event scenarios) where the number of evacuation trips are estimated
based on household size, employment information, and
the number of autos owned per household, and F&P
utilizes planning level segment capacity to estimate the amount of time required to facilitate that assessment.
F&P has developed a tool, EVAC+, that estimates origins/ destinations of the evacuation trips in 15-minute
increments and simulates those trips onto the roadway
network that can account for vehicle rerouting (when
parallel routes are less congested) but also account for how congestion builds over space and time. This is all
incorporated into a dynamic traffic assignment (DTA)
model to better inform how much time would be required
to evacuate under the specified evacuation event.
6. Emergency Evacuation Assessment
For purposes of scoping, Fehr & Peers has assumed that
the emergency evacuation assessments required by SB 99
and AB 747. SB 99 have already been completed as part of the recent Local Hazard Mitigation plan. However, if more detailed assessment is needed, the Team would propose to discuss and confirm and additional scope of services and fees with the City. As described below, Fehr & Peers has developed tools for these assessments that are available to the City as part of a potential optional additional task.
The SB 99 assessment is completed using GIS and F&P
has developed an additional layer to the typical SB 99
assessment that they call RESILIENCY+, which also looks at the distance neighborhoods need to travel to access
evacuation centers and/or exit the City. This can be overlaid with other hazard data (high fire severity zones, flood maps, fault zones, etc.) to identify potential neighborhoods that have limited redundancy from an accessibility perspective.
This could provide useful information for Plan.
Conceptual illustration of new Public Green in the University Neighborhood Conceptual Illustration of Neighborhood Green Conceptual Illustration of new Public Green in the University Neighborhood
Attachment 2
39 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Proposed Schedule
The preliminary schedule on this page is based on our experience with General Plan Updates, including typical time allowances for City and community review at each step. Assuming a kickoff in October 2022 General PLan adoption could occur by August 2025. If selected we expect to work with the City to find ways to expedite the process.
Task A. Project Commencement
Task A.1 Data Collection and Initial Review: Months 1-2 Task A.2 Kickoff Event: Month 2
Task A.3 Plan for Coordination of City Depts: Months 2-3 Task A.4 Scope/Schedule/Budget Refinement: Months 2-3
Task A.X: Project Management: Throughout Project
Task 2. Community Engagement Strategy
Task B.1 Community Engagement PlaN: Months 1-3
Task B.2 Establish & Convene CAC: Months 2-4
Task B.3 Establish & Convent TAC: Months 2-3
Task B.4 Website and Branding: Months 3-4
Task B.5 Final Engagement Plan: Month 4
Task C. City Profile, Existing Conditions,
Task C.1 Existing Conditions Assessment: Months 2-6
Task C.2 Stakeholder Engagement: Months 2-6
Task C.3 ALUCP Baseline Assessment Months: 3-6
Task C.3 Economic Development Analysis: Months 2-6
Task C.4 Community Surveys: Months 2-6
Task C.5 TAC Meeting #1: Months 4-5
Task C.4 CAC Meeting #1: Month 6
Task C.5 Discovery Workshop (#1): Month 7
Task C.6 Meetings with Other Groups: Months 7-8
Task C.7 Elected/Appointed Official Mtgs: Months 7-8
Task D. Land Use and Circulation Alternatives
Task D.1 Draft Land Use/Circ. Alternatives: Months 9-11 Task D.2 City Review of Alternatives: Month 11
Task D.3 Traffic and Mobility Analysis: Months 10-11
Task D.4 TAC Meeting #2: Month 12
Task D.5 CAC Meeting: Month 12
Task D.6 Presentation of Alternatives: Month 13
Task D.7 lternatives Workshop ( #2): Month 14
Task D.8 Meet withCommunity Groups: Months 14-15
Task D.9 Elected/Appointed Official Mtgs: Month 15
Task E. Preferred Alternative
Task E.1 Draft Preferred Alternative: Months 16-17
Task E.2 TAC Meeting #3: Month 17
Task E.3 CAC Meeting #3: Month 18
Task E.4 Preferred Alternative Workshop ( #3): Month 19 Task E.5 Meet with Community Groups: Month 19
Task E6 Elected/Appointed Official Mtgs: Month 19
Task F. General Plan Update Document
Task F.1 Admin Draft General Plan Update: Months 20-24
Task F.2 City Review of Admin Draft Plan: Months 24-25
Task F.3 TAC Meeting #4: Month 26
Task F.4 CAC Meeting #4: Month 26
Task F.5 Public Review Draft GPU: Months 27-30
Task F.6 Draft General Plan Workshop ( #4): Month 27
Task F.7 Joint Study Session of City Boards: Month 27-28 Task F.8 Planning Commission Hearing: Month 29
Task G. General Plan EIR
Task G1. Kickoff, Project Description, etc: Month 20
Task G2. NOP and Scoping Meeting: Month 22
Task G3. Administrative Draft PEIR: Months 22-25
Task G4. Screencheck Draft PEIR: Month 27
Task G5. Public Draft PEIR: Months 28-30
Task G6. Final PEIR: Month 34
H. Presentation/Adoption of General Plan
Task H.1 Official Mtgs & Public Hearings: Months 30-33
Task H.2 Final General Plan Update: Month 34
Task I. Zoning Amendments
Task I.1 Zoning Consistency Analysis: Months 28-30
Task I.2 Zoning Code Update Months: 30-33
Optional Available Services
1. New Form-Based Zones: Months 30-36
2. Airport Overlay Zone Months: 30-33
3. Fiscal Implications of GPU Months: 28-30
4. Financing for Infrastructure Months: 28-30
5. Calibrated Travel Demand Model: Months 2-6
6. Emergency Evacuation Assmt: Months 2-6
Attachment 2
SARGENT TOWN PLANNING 40
Cost Proposal
The Cost Proposal on the Following page is organized by task and by firm, providing estimated hours and current billing rates for each team member/role. If selected for this project, we would work closely with City staff to make any adjustments to finalize the scope, schedule, and budget - either as part of the selection process, or as described in Task A.4 below. Potential types of adjustments include reallocation hours and fee among task or firms, identifying efficiencies that would generate savings, and/or adding additional services and fees if so requested, and could result in adjustments to the Cost Proposal provided here. Please additionally note the following:
Task A.4 - Scope, Schedule and Budget Confirmation / Refinement Once the City and Consultant Team has had the opportunity to more fully review and discuss the opportunities, challenges, and work ahead, will reconvene with you to review and confirm the General Plan Scope, Schedule and Budget. We closely monitor these matters throughout the life of the project, and keep the City apprised of any anticipated challenges or opportunities in monthly status reports..
Task A.X Project Management and Ongoing Team Coordination STP’s proposed Prime Consultant / Project Team Management fees are added as line items of each Task; (“Task 1.X”, “Task 2.X”, “Task 3.X”, etc...) in the Cost Proposal, calculated at approximately 5% of the overall team fees per Task.
Contingency Funds
We always recommend that clients maintain contingency funds, to allow the City and Consultant Team to adapt to any unforeseen opportunities and/or changing circumstances that often arise over the life of plans such as this.
We suggest that the contingency be approximately 10% of the total of professional fees and other direct costs.
When and if scope efficiencies are identified that would reduce the cost of professional fees and other direct costs, we would recommend that those funds be transferred to the contingency. The Team would not expect to utilize contingency funds without prior written authorization from the City, and any funds remaining in the contingency upon project completion would of course remain City funds.
Other Related Services
Circlepoint proposes to retain two specialty environmental firms to prepare the biological, acoustical and air quality analysis for the environmental impact report. Their qualifications are included with Circlepoint’s in Section 5, and their scopes of work are presented in Appendices A and B. Their fees are presented as line items under “Other Related Services” in the Fee Proposal, under the heading of Other Related Services and Direct Costs.
Direct Costs
This category includes the estimated travel and lodging costs for Team visits to Watsonville, and for printing of hard copies of documents. We consider this estimate to be somewhat conservative, based on the professional services and deliverables described in the RFP. We bill such costs at our direct cost, with no administrative markup, based on best available rates, and will work closely with City staff to schedule as many meetings as possible per trip. For printing, we propose to utilize the services of Watsonville Blueprint, who offer competitive rates and twice-a-day delivery to City Hall.
Through discussion with the City, we would work to identify potential savings in this category, which might be generated by limiting consultant team trips to Watsonville by conducting more meetings virtually, and by limiting the number and size of documents provided in hard copy form. These two cost-saving strategies have become more and more common in recent years, freeing up consultant team time and budget for more productive work.
Optional Additional Services
At the end of the Scope of Work section, we identify and briefly describe potential additional services that we believe could be of value to the City, but which are not included in the cost proposal. Our intention in assembling this proposal is to provide good faith estimates, or ranges, of the professional fees associated with each optional task. Through extensive team discussions, we have determined that there are numerous variables and options in each of those tasks such that providing cost ranges for those is not appropriate at this time; likely generating more questions than clarity. Accordingly, we can discuss those in greater detail during the interview/selection process, should we be selected for such, and if selected, we would work with the City to clarify any task of interest and establish a practical budget based on a confirmed scope and approach.
Attachment 2
41 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Cost Proposal
Sr Principal/
Project
Director
Principal
Planner/
Designer
Sr Associate
/ Project
Manager
Associate
Planner /
Designer
Associate
Urban
Designer
Consulting
Senior
Planner
Sr.
Managing
Principal
Managing
Principal
$250 $225 $185 $150 $150 $185 $303 $283
Task A: Project Commencement
Task A.1 Data Collection & Initial Review 4 6 12 20 20 4 66 $ 11,310 Task A.2 Kick-Off Event 8 8 8 24 $ 5,280 8
Task A.3 Strategic Plan for Coordination of City Departments 4 4 8 16 32 $ 5,780 Task A.4 Scope, Schedule and Budget Confirmation and Refinement 4 8 8 20 $ 4,280 Task A.X Project Management & Team Coordination - $ 2,450 $ 29,100
Task B: Community Engagement Strategy
Task B.1 Draft Community Engagement Plan 4 4 8 16 32 $ 5,780 12 Task B.2 Establish and Convene Community Advisory Committee (CAC) 4 8 12 $ 2,480 4 Task B.3 Establish and Convene Technical Advisory Committee (TAC) 4 8 12 $ 2,480 2 Task B.4 Website and Branding 2 6 16 60 84 $ 13,810 2
Task B.5 Final Engagement Plan 4 8 12 $ 2,380 2
Task B.X Project Management & Team Coordination - $ 2,950 $ 29,880
Task C: City Profile, Existing Conditions, Market Demand Analysis Task C.1 Existing Conditions Assessment & Stakeholder Engagement 20 20 72 120 40 44 316 $ 54,960 - - Task C.2 Stakeholder Engagement 20 20 40 $ 8,700 10
Task C.3 Airport Land Use Compatability Baseline Assessment 4 16 4 24 $ 4,700 Task C.4 Economic Development Analysis 4 8 4 16 $ 3,220 Task C.5 Community Surveys 4 4 8 32 48 $ 8,180 4
Task C.6 TAC Meeting #1 4 8 16 28 $ 4,880 1
Task C.7 CAC Meeting #1 4 8 16 1 29 $ 5,065 8
Task C.8 Discovery Workshop (Community Meeting #1) 4 4 16 40 64 $ 10,860 12 Task C.9 Consultant / Staff Meetings with Other Groups 4 8 16 28 $ 4,880 2 Task C.10 Elected & Appointed Official Engagement 12 16 40 68 $ 11,960 1 Task C.X Project Management & Team Coordination - $ 12,300 $ 129,705
Task D: Land Use and Circulation Alternatives
Task D.1 Develop Initial Draft Land Use & Circulation Alternatives 8 24 48 120 120 8 328 $ 53,760 Task D.2 Delivery of Alternatives for City Review 4 8 16 24 52 $ 9,360 Task D.3 Traffic and Mobility Analysis 2 4 6 $ 1,240
Task D.4 TAC Meeting #2 4 8 16 28 $ 4,880 1
Task D.5 CAC Meeting #2 4 8 16 28 $ 4,880 8
Task D.6 Presentation of Land Use and Circulation Alternatives 4 4 16 32 56 $ 9,660 Task D.7 Community Meeting #2 4 4 16 40 64 $ 10,860 10
Task D.8 Interaction with Community Groups 4 8 16 28 $ 4,880 2 Task D.9 Elected & Appointed Official Engagement 12 16 40 68 $ 11,960 2 Task D.X Project Management & Team Coordination - $ 10,100 $ 121,580
Task E: Preferred Alternative
Task E.1 Draft Preferred Alternative 8 16 40 60 80 204 $ 34,000 Task E.2 TAC Meeting #3 4 8 16 28 $ 4,880 1
Task E.3 CAC Meeting #3 4 8 16 28 $ 4,880 8
Task E.4 Preferred Alternative Workshop (Community Meeting #3) 4 4 16 40 64 $ 10,860 10 Task E.5 Interaction with Community Groups 4 8 16 28 $ 4,880 2 Task E.6 Elected & Appointed Official Engagement 12 16 40 68 $ 11,960 2 Task E.X Project Management & Team Coordination - $ 4,850 $ 76,310
Task F: General Plan Update (GPU) Document
Task F.1 Develop Administrative Draft General Plan Update (GPU) 32 40 80 160 160 16 488 $ 82,760 Task F.2 City Review of Administrative Draft GPU 24 8 24 40 40 136 $ 24,240 Task F.3 TAC Meeting #4 4 8 16 28 $ 4,880 1
Task F.4 CAC Meeting #4 4 8 16 28 $ 4,880 8
Task F.5 Public Review Draft GPU 16 16 24 60 60 176 $ 30,040 2 Task F.6 Draft General Plan Workshop (Community Meeting #4) 4 4 16 32 56 $ 9,660 12 Task F.7 Joint Study Session of Vision Zero Task Force and other City Boards 4 8 16 28 $ 4,880 1 Task F.8 Planning Commission Hearing 4 8 16 28 $ 4,880 1 Task F.X Project Management & Team Coordination - $ 21,950 $ 188,170
Task G: General Plan Environmental Impact Report (GPEIR) Task G.1 Kickoff, Project Description, and other Meetings 4 4 32 4 44 $ 8,560 20 Task G.2 NOP and Scoping Meeting 4 4 $ 740 8
Task G.3 Administrative Draft PEIR 4 4 8 $ 1,480 24
Task G.4 Screencheck Draft PEIR 4 4 8 $ 1,480 10
Task G.5 Public Draft PEIR 4 4 8 $ 1,480 6
Task G.6 Final Draft PEIR 4 4 8 $ 1,480 6
Task G.7 Public Meetings 4 4 8 $ 1,740 20 6
Task G.X Project Management & Team Coordination - $ 11,450 $ 28,410
Task H Presentation and Adoption of Draft General Plan
Task H.1 Elected & Appointed Official Engagement 16 8 24 60 108 $ 19,240 4 Task H.2 Final (Adopted) General Plan Update 8 16 24 60 108 $ 19,040 Task H.X Project Management & Team Coordination - $ 3,000 $ 41,280
Task I Zoning Amendments
Task I.1 Zoning Amendment Consistency Analysis 4 4 16 4 28 $ 5,600 Task I.2 Zoning Amendments 16 24 48 72 72 4 236 $ 40,620 Task I.X Project Management & Team Coordination - $ 5,800 $ 52,020
Other Related Services and Direct Costs
Direct Costs:
Travel & Mileage $ 20,000
Printing, Postage, Deliveries $ 15,000
Purchased Data (Traffic & Economic) $ -
Other Related Services:
Professional Spanish Translation [1] $ -
Biological analyses & reports [1] $ -
Noise and GHG analyses & reports [1] $ -
$ 35,000
Hours per Team Member 340 252 844 1,432 592 109 3,569 94 149 Fee per Team Member $72,000 $44,100 $125,060 $186,000 $78,000 $14,985 $0 $39,337 Hours per Firm 3,569.0
Fees per Firm $ 696,455
Other Services and Direct Costs per Firm $ 35,000
Total Budget per Firm $ 731,455
TOTAL SERVICES & DIRECT COSTS
CONTINGENCY (10% of Total Services & Direct Costs )
GRAND TOTAL
[1] Other Professional Services - Spanish Translation Services and CEQA Support FEE
SUBTOTAL
Public O
Billing Rate (Hourly):
HOURS
SUBTOTAL
Team Lead| Urban Planning & Design | General Plan Preparation Subtotal
Sargent Town Planning
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Reimbursable Expense Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Total Hours:
Total Fee:
Total Other Services & Direct Costs:
TOTAL:
Attachment 2
SARGENT TOWN PLANNING 42
Sr.
Managing
Principal
Managing
Principal
Sr. Project
Manager
Project
Manager Associate Assistant Principal Associate Assistant GIS Principal Senior
Project
Planner
Project
Manager /
Planner
Planner II
Sr.
Technician
(GIS)
Technical
Editor Principal Project Manager Engineer III Engineer II Engineer II Principal Senior Associate
Travel
Modeler
Engineer/
Planner GIS/Graphic
s
Project
Coordinator Principal Sr. Assoc. Assoc. Production
$303 $283 $197 $173 $118 $103 $225 $175 $150 $175 $337 $261 $210 $151 $189 $123 $231 $205 $175 $157 $129 $345 $270 $240 $165 $150 $145 $285 $215 $185 $110 66 $ 11,310 - $ - - $ - 4 8 12 $ 2,116 4 8 8 4 24 $ 3,992 - $ - - $ - $ 17,418 24 $ 5,280 8 8 16 $ 3,648 8 8 $ 1,800 - $ - 8 8 16 $ 3,488 4 4 4 4 16 $ 3,700 8 8 16 $ 4,000 $ 21,916 32 $ 5,780 - $ - - $ - - $ - - $ - - $ - - $ - $ 5,780
20 $ 4,280 - $ - - $ - - $ - - $ - - $ - - $ - $ 4,280
- $ 2,450 - $ - - $ - - $ - - $ - - $ - - $ - $ 2,450
$ 29,100 $ 3,648 $ 1,800 $ 2,116 $ 7,480 $ 3,700 $ 4,000 $ 51,844 32 $ 5,780 12 14 26 2 54 $ 9,428 - $ - 2 2 16 2 4 26 $ 5,426 - $ - - $ - - $ - $ 20,634 12 $ 2,480 4 4 16 1 25 $ 3,911 - $ - - $ - - $ - - $ - - $ - $ 6,391 12 $ 2,480 2 4 8 1 15 $ 2,401 - $ - - $ - - $ - - $ - - $ - $ 4,881 84 $ 13,810 2 8 24 40 74 $ 9,094 - $ - - $ - - $ - - $ - - $ - $ 22,904 12 $ 2,380 2 4 8 14 $ 2,298 - $ - - $ - - $ - - $ - - $ - $ 4,678 - $ 2,950 - $ - - $ - - $ - - $ - - $ - - $ - $ 2,950
$ 29,880 $ 27,132 $ - $ 5,426 $ - $ - $ - $ 62,438
316 $ 54,960 - - - - - - - $ - 12 24 - - 36 $ 6,900 - - - - - - - $ - 2 4 8 8 8 30 $ 4,970 8 24 - 112 26 20 190 $ 34,520 - - - - - $ - $ 101,350 40 $ 8,700 10 10 $ 2,830 - $ - 6 4 16 26 $ 6,426 - $ - - $ - - $ - $ 17,956 24 $ 4,700 - $ - - $ - 4 44 54 42 22 166 $ 29,082 - $ - - $ - - $ - $ 33,782 16 $ 3,220 - $ - - $ - - $ - - $ - - $ - 74 84 86 6 250 $ 55,720 $ 58,940 48 $ 8,180 4 4 24 32 $ 4,752 - $ - - $ - - $ - - $ - - $ - $ 12,932 28 $ 4,880 1 1 1 1 4 $ 701 - $ - 2 12 14 $ 3,194 - $ - 4 4 4 12 $ 3,120 - $ - $ 11,895 29 $ 5,065 8 2 2 1 13 $ 2,997 - $ - 2 12 14 $ 3,194 - $ - - $ - - $ - $ 11,256 64 $ 10,860 12 8 16 1 37 $ 6,963 - $ - 2 12 14 $ 3,194 - $ - 4 4 4 12 $ 3,120 - $ - $ 24,137 28 $ 4,880 2 6 10 16 34 $ 4,576 - $ - 2 12 14 $ 3,194 - $ - - $ - - $ - $ 12,650 68 $ 11,960 1 2 3 6 $ 1,031 - $ - - $ - - $ - - $ - - $ - $ 12,991 - $ 12,300 - $ - - $ - - $ - - $ - - $ - - $ - $ 12,300 $ 129,705 $ 23,850 $ 6,900 $ 48,284 $ 4,970 $ 40,760 $ 55,720 $ 310,189 328 $ 53,760 - $ - 8 4 40 52 $ 9,500 - $ - 6 8 12 12 8 46 $ 8,042 - $ - - $ - $ 71,302 52 $ 9,360 - $ - - $ - - $ - - $ - - $ - - $ - $ 9,360
6 $ 1,240 - $ - - $ - - $ - - $ - 14 24 40 128 20 14 240 $ 47,060 - $ - $ 48,300 28 $ 4,880 1 1 1 1 4 $ 701 - $ - - $ - - $ - 6 6 6 18 $ 4,680 - $ - $ 10,261 28 $ 4,880 8 2 2 1 13 $ 2,997 - $ - - $ - - $ - - $ - - $ - $ 7,877 56 $ 9,660 - $ - - $ - - $ - - $ - - $ - - $ - $ 9,660
64 $ 10,860 10 8 16 1 35 $ 6,397 - $ - - $ - - $ - - $ - - $ - $ 17,257 28 $ 4,880 2 6 8 16 32 $ 4,340 - $ - - $ - - $ - 6 6 6 18 $ 4,680 - $ - $ 13,900 68 $ 11,960 2 4 4 2 12 $ 2,032 - $ - - $ - - $ - - $ - - $ - $ 13,992 - $ 10,100 - $ - - $ - - $ - - $ - - $ - - $ - $ 10,100 $ 121,580 $ 16,467 $ 9,500 $ - $ 8,042 $ 56,420 $ - $ 212,009 204 $ 34,000 - $ - 24 24 $ 4,200 - $ - - $ - - $ - - $ - $ 38,200 28 $ 4,880 1 1 1 1 4 $ 701 - $ - - $ - - $ - - $ - - $ - $ 5,581 28 $ 4,880 8 2 2 1 13 $ 2,997 - $ - - $ - - $ - - $ - - $ - $ 7,877 64 $ 10,860 10 10 20 1 41 $ 7,263 - $ - - $ - - $ - - $ - - $ - $ 18,123 28 $ 4,880 2 6 16 20 44 $ 5,696 - $ - - $ - - $ - - $ - - $ - $ 10,576 68 $ 11,960 2 2 4 2 10 $ 1,638 - $ - - $ - - $ - 4 4 4 12 $ 3,120 - $ - $ 16,718 - $ 4,850 - $ - - $ - - $ - - $ - - $ - - $ - $ 4,850
$ 76,310 $ 18,295 $ 4,200 $ - $ - $ 3,120 $ - $ 101,925 488 $ 82,760 - $ - 64 70 100 88 322 $ 57,050 2 10 130 122 60 16 340 $ 62,314 - $ - 10 38 40 12 10 110 $ 23,560 30 40 12 6 88 $ 20,030 $ 245,714 136 $ 24,240 - $ - 24 50 40 28 142 $ 25,050 - $ - - $ - - $ - - $ - $ 49,290 28 $ 4,880 1 2 2 5 $ 913 10 10 $ 2,250 - $ - - $ - - $ - 8 8 2 18 $ 4,370 $ 12,413 28 $ 4,880 8 3 4 1 16 $ 3,430 10 10 $ 2,250 - $ - - $ - - $ - - $ - $ 10,560 176 $ 30,040 2 3 8 13 $ 2,101 24 50 40 26 140 $ 24,700 4 32 32 14 8 90 $ 16,226 - $ - - $ - 10 20 8 2 40 $ 8,850 $ 81,917 56 $ 9,660 12 10 24 8 54 $ 9,022 12 6 18 $ 3,600 - $ - - $ - - $ - - $ - $ 22,282 28 $ 4,880 1 1 1 3 $ 598 10 6 16 $ 3,150 - $ - - $ - - $ - - $ - $ 8,628 28 $ 4,880 1 1 1 3 $ 598 10 10 $ 2,250 - $ - - $ - - $ - - $ - $ 7,728 - $ 21,950 - $ - - $ - - $ - - $ - - $ - - $ - $ 21,950 $ 188,170 $ 16,662 $ 120,300 $ 78,540 $ - $ 23,560 $ 33,250 $ 460,482 44 $ 8,560 20 40 80 100 240 $ 32,720 - $ - - $ - - $ - - $ - - $ - $ 41,280 4 $ 740 8 12 30 48 98 $ 12,984 - $ - - $ - - $ - - $ - - $ - $ 13,724 8 $ 1,480 24 60 120 180 384 $ 50,352 16 16 $ 3,600 - $ - - $ - 8 28 50 16 6 108 $ 21,840 - $ - $ 77,272 8 $ 1,480 10 30 80 80 200 $ 25,900 - $ - - $ - - $ - - $ - - $ - $ 27,380 8 $ 1,480 6 30 60 60 156 $ 20,268 - $ - - $ - - $ - 4 6 12 22 $ 4,980 - $ - $ 26,728 8 $ 1,480 6 20 60 60 146 $ 18,538 - $ - - $ - - $ - - $ - - $ - $ 20,018 8 $ 1,740 20 6 6 30 62 $ 14,130 - $ - - $ - - $ - 8 8 10 26 $ 6,570 - $ - $ 22,440 - $ 11,450 - $ - - $ - - $ - - $ - - $ - - $ - $ 11,450 $ 28,410 $ 174,892 $ 3,600 $ - $ - $ 33,390 $ - $ 240,292 108 $ 19,240 4 4 4 12 $ 2,392 - $ - 1 1 6 8 $ 1,858 - $ - - $ - 32 32 8 72 $ 17,480 $ 40,970 108 $ 19,040 - $ - - $ - - $ - - $ - - $ - - $ - $ 19,040 - $ 3,000 - $ - - $ - 6 6 $ 738 - $ - - $ - - $ - $ 3,738 $ 41,280 $ 2,392 $ - $ 2,596 $ - $ - $ 17,480 $ 63,748
28 $ 5,600 - $ - 24 28 24 76 $ 13,900 - $ - - $ - - $ - - $ - $ 19,500 236 $ 40,620 - $ - 48 96 120 60 324 $ 56,100 - $ - - $ - - $ - - $ - $ 96,720 - $ 5,800 - $ - - $ - - $ - - $ - - $ - - $ - $ 5,800
$ 52,020 $ - $ 70,000 $ - $ - $ - $ - $ 122,020
$ 20,000 $ 2,500 $ 5,300 $ 3,500 $ - $ 2,000 $ 4,200 $ 37,500 $ 15,000 $ 3,000 $ 200 $ - $ - $ 6,550 $ - $ 24,750
$ - $ - $ - $ - $ - $ 5,500 $ 1,500 $ 7,000
$ - $ 24,150 $ - $ - $ - $ - $ - $ 24,150
$ - $ 28,728 $ - $ - $ - $ - $ - $ 28,728
$ - $ 51,398 $ - $ - $ - $ - $ - $ 51,398
$ 35,000 $ 109,776 $ 5,500 $ 3,500 $ - $ 14,050 $ 5,700 $ 173,526 3,569 94 149 129 230 686 646 1,934 280 322 336 266 1,204 19 25 292 212 126 56 730 16 24 28 28 20 116 80 156 40 380 74 54 784 162 192 116 14 484 $0 $39,337 $23,443 $1,384 $29,736 $12,154 $63,000 $56,350 $50,400 $46,550 $6,403 $6,525 $61,320 $32,012 $23,814 $6,888 $3,696 $4,920 $4,900 $4,396 $2,580 $27,600 $42,120 $9,600 $62,700 $11,100 $7,830 $46,170 $41,280 $21,460 $1,540 3,569.0 1,934.0 1,204.0 730.0 116.0 784.0 484.0 8,821.0 $ 696,455 $ 283,338 $ 216,300 $ 136,962 $ 20,492 $ 160,950 $ 110,450 $ 1,624,947 $ 35,000 $ 109,776 $ 5,500 $ 3,500 $ - $ 14,050 $ 5,700 $ 173,526 $ 731,455 $ 393,114 $ 221,800 $ 140,462 $ 20,492 $ 175,000 $ 116,150 $ 1,798,473 $1,798,473.00
$179,847.30
$1,978,320.30
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
FEE
SUBTOTAL
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
EPS
Economic Development and Management Strategies
HOURS
SUBTOTAL
FEE
SUBTOTAL
PROPOSED
PROFESSIONAL FEES
(TOTALS)
Subtotal
Subtotal
Subtotal
Subtotal
Subtotal
FEE
SUBTOTAL
HOURS
SUBTOTAL
FEE
SUBTOTAL
Subtotal
Subtotal
Circlepoint
Public Outreach, Engagement & Environmental Planning (CEQA Lead) PlaceWorks
General Plan Preparation | CEQA Coordination
HOURS
SUBTOTAL
FEE
SUBTOTAL
Mead & Hunt
Airport Land Use Compatibility
CSW | ST2
Infrastructure & Public Services Analysis | Sustainable Planning & Policies Fehr & Peers
Sustainable Multi-Modal Mobility Planning
HOURS
SUBTOTAL
FEE
SUBTOTAL
HOURS
SUBTOTAL
FEE
SUBTOTAL
HOURS
SUBTOTAL
OURS
BTOTAL
Subtotal
btotal
btotal
btotal
btotal
btotal
btotal
btotal
btotal
btotal Subtotal
Total Other Services & Direct Costs:
TOTAL:
Total Hours:
Total Fee:
Total Other Services & Direct Costs: Total Other Services & Direct Costs:
TOTAL:
Total Hours:
Total Fee:
Total Other Services & Direct Costs:
TOTAL:
Total Hours:
Total Fee:
Total Hours:
Total Fee:
TOTAL:
Hours:
tal Fee:
t Costs:
TOTAL:
Total Hours:
Total Fee:
Total Other Services & Direct Costs:
TOTAL:
Total Hours:
Total Fee:
Total Other Services & Direct Costs:
TOTAL:
Attachment 2
Attachment 2
4. Relevant Project Experience
Rancho Cucamonga General Plan Update & Focus Areas ....................... 45 Indio General Plan Update................................................................................ 49 Tehachapi Vision Plan, General Plan Update & Form Based Zones....... 51 Palm Desert General Plan Update ................................................................. 53 Fontana General Plan Update.......................................................................... 55 Watsonville Downtown Specific Plan.............................................................. 57 Santa Clara, Downtown Precise Plan & Form Base Code.......................... 59 Pasadena Street Design Guide ........................................................................ 61 Lancaster Boulevard Streetscape Transformation ..................................... 63 Note: All underlined text on this page are hyperlinks linked to the relevant Team Qualifications in this section.
Attachment 2
45 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Rancho Cucamonga General Plan Update
Rancho Cucamonga, CA
City of Rancho Cucamonga, CA
40 Square Miles
Urban Analysis, Planning & Design;
Focus Area Plans and Implementation Strategies
2018-2021
Adopted by unanimous vote of City
Council, 15 December 2021
Client:
Size:
Services:
Designed:
Status:
The City of Rancho Cucamonga selected Sargent Town
Planning (STP) as part of a large multi-disciplinary
consultant team - including all city departments - to update the City’s General Plan. At the outset of the process, the City Council directed the team to focus on three core
community values: health, equity and stewardship.
STP led the research into the community history and
evolution since incorporation in 1978 and analysis of
the orginal 1980 general plan, subsequent updates and
specific plans, and existing development patterns and
forms. STP prepared extensive educational presentations and in collaboration with Circlepoint and City staff led an almost entirely virtual the community engagement process throughout 2020. The process included many on-line
surveys, interactive virtual workshops, many virtual and some in-person stakeholder interviews.
Based on community response, and in close collaboration with City staff, PlaceWorks and Fehr & Peers, STP generated a series of alternative scenarios for the locations, types, intensities and forms of future development that could
meet the City’s regional housing needs, support economic development resulting in not only a jobs/housing balance but also a “jobs/housing match”, and robustly respond
to the core community values. Throught an extensive
further community engagement, a preferred scenario was
selected that conserved the character and quality of the City’s neighborhoods, and most new development within
compact, walkable, transit-oriented and transit-ready
corridors, centers and districts. The General Plan Strategy diagram on the facing page summarizes that scenario.
In close collaboration with the entire team, STP converted that strategy diagram into a place-type placed land
plan, and led the preparation a new system of “Place
Type Designations” that replace previous “land use
designations.” As the name suggests, the Built Environment volume integrates vision, policy and implementation
strategy for land use, urban design, open space,
transportation and moblity, and public facilities.
To very clearly define the future vision for areas in
which very significant, even transformational, change is anticipated, STP prepared 8 Focus Area Plans within the Built Environment Volume. Focus Area Plans provide more etailed physical planning, to further clarify the vision and document community expectations, and also to support
the preparation of new vision-based, objective design
and development standards for those areas. As part of
the Implmentation Strategy Volume, STP also prepared
a Placemaking Toolkit, to clearly bridge between the
vision and policies of the Plan and coordinate new zoning standards with new subdivision and complete streets
standards in the interest of delivering complete, humanscale places rather than just “development projects.” STP is collaborating with City staff and Lisa Wise Consulting to define new objective design and development standards
for many of the identified place types.
Aerial perspective of proposed Red Hill Gateway mixed-use center and new neighborhood on Historic Route 66, incorporating older neighborhoods and historic highway restaurants.
Attachment 2
SARGENT TOWN PLANNING 46
57 these places.
FIGURE LC-1 VISION DIAGRAM
COMMUNITY ACTIVITY NODES
Neighborhood Activity Node
Corridor Activity Node
Focus Areas
MOBILITY CORRIDORS
Transit Priority Street
Bicycle Priority Street
Trail Network
Note: See Figure LC-3 Land Plan for
General Plan Designations
Carmelian St
Vineyard Ave
19th St
Upland
Ontario
Fontana
6th St
4th St
Baseline Rd
Wilson Ave Wilson Ave
Church St
Cucamonga
Central South
Central North
Red Hill
Alta Loma Etiwanda
Southeast
Eastside
Pacific Electric Trail
Day Creek Channel
Deer Creek Channel
Deer Creek Channel
Arrow Route
Archibald Ave
Haven Ave
Milliken Ave
Etiwanda Ave
10 10
15 15
210
210
Land Use and Mobility Strategy Diagram - Rancho Cucamonga GP Foothill Blvd streeet concepts in the Civic Center Focus Area for RC General Plan Attachment 2
47 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Foothill Boulevard improved with bike lanes and low-speed “side access lanes” for customer and visitor parking in safe, comfortable pedestrian environments.
Victoria Gardens and the Foothill Corridor reimagined as a new “Real Downtown” for Rancho Cucamonga.
VOLUME 2 • CHAPTER 1: LAND USE & COMMUNITY CHARACTER
PLACEMAKING
The intent of this General Plan is to create a city for people—a city of great neighborhoods, natural open spaces and parks, and walkable and active centers and districts, all connected by safe and comfortable streets. The Vision Diagram, as described in detail in Volume 1 and shown here in Figure LC-1, is a conceptual land use and mobility plan that illustrates a policy level approach for how and where we target investment and growth to create great places, and a strategic framework for multi-modal access between these places.
FIGURE LC-1 VISION DIAGRAM
COMMUNITY ACTIVITY NODES
Neighborhood Activity Node
Corridor Activity Node
Focus Areas
MOBILITY CORRIDORS
Transit Priority Street
Bicycle Priority Street
Trail Network
Note: See Figure LC-3 Land Plan for
General Plan Designations
Carmelian St
Vineyard Ave
19th St
Upland
Ontario
Fontana
6th St
4th St
Baseline Rd
Wilson Ave Wilson Ave
Church St
Cucamonga
Central South
Central North
Red Hill
Alta Loma Etiwanda
Southeast
Eastside
Pacific Electric Trail
Day Creek Channel
Deer Creek Channel
Deer Creek Channel
Arrow Route
Archibald Ave
Haven Ave
Milliken Ave
Etiwanda Ave
10 10
15 15
210
210
1 8
2 7
6 4
5 3
Focus Area 1: Downtown Rancho Cucamonga
(Victoria Gardens & Epicenter)
Focus Area 2: Civic Center
Focus Area 3: HART District
Focus Area 4: Red Hill Gateway
Focus Area 5: Cucamonga Town Center
Focus Area 6: Alta Loma Town Center
Focus Area 7: Etiwanda Heights Town Center
Focus Area 8: Southeast Industrial Area
2 1
3 4
5 6
7 8
1 1
Attachment 2
SARGENT TOWN PLANNING 48
Haven Avenue improved to support city center infill
development and provide a more comfortable and safer
environment for pedestrians, bicyclists and transit users.
HART District - with existing Metrolink station, new high-speed rail and airport connector - becomes an intense, mixed-use regional transit hub.
The Alta Loma Town Center will be a highly active and attractive community activity center reflective of traditional development patterns. 2 3
Haven Avenue at Civic Center evolving to a transit-oriented corridor. 6 This illustrative vision for Cucamonga Town Center and complete streets improvements in older industrial area.
This illustrative sketch presents a vision of a neighborhood green (fronted by new and existing housing) at the terminus of a new 8th Street trail connecting Cucamonga Town Center to Cucamonga Station, 2-miles to the east.
2 5
5 Haven avenue streeet concepts in the Civic Center Focus Area for RC General Plan Attachment 2
49 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Indio General Plan Update
Indio, CA
In 2017 the City of Indio retained Raimi + Associates and Sargent Town Planning to update their Genaeral Plan. The team had recently completed general plan updates for
the City of Coachella to the east and Palm Desert to the west. Key goals for Indio’s plan update included a new
vision and policies for more walkable, healthier, sustainable neighborhoods and neighborhood centers, and a new
vision and implementation strategies for revitalizing the historic Highway 111 and 99 corridors through the center of town, replacing a dying shopping mall with a pedestrianoriented “Midtown District”, and connecting that district to and revitalizing historic Downtown Indio.
Starting with a partially complete General Plan Update
initiated by another consultant team, the R+A/STP team
conducted a series of very well-attended visioning
workshops to clarify the community’s ambition for more
sustainable neighborhoods, vital employment districts and trannsit-ready crosstown corridors. The team translated that vision to a series of future place types, including neighborhoods and centers woven together with complete
networks of complete streets, transformation of Highway 111 to Boulevard 111, and strategies for recentering
community life on a revitalized, mixed-use, pedestrianoriented and transit-ready downtown. The City has subsequently retained STP to prepare a Downtown Specific Plan and a Highway 111 Specific Plan, both including formbased zoning.
Vision illustration of Downtown Indio, with restored gateway from anticipated restored passenger rail station. Railroad tracks and historic Route 99 are in the foreground. Like Route 111 to the south of Downtown, old 99 is to be tranformed to a town center avenue, connecting the new rail station into the heart of Downtown.
Existing conditions in Downtown Indio with a large percentage of land vacant or underutilized.
City of Indio, CA
33 Square Miles
Community Engagement & Vision,
Place-Type Based General Plan
Designations
2017-2018
Adopted by City Council 2019
Client:
Size:
Services:
Designed:
Status:
Attachment 2
SARGENT TOWN PLANNING 50
Midtown Focus Area Plan, just west of Downtown on
Highway 111 Corridor Avenue 44 Focus Area Plan for large area infill north of I-10 Freeway.
Attachment 2
51 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Tehachipi Vision Plan, General Plan Update & Form
Based Zones
Tehachipi, CA
City of Tehachipi, CA
23 Square Miles
Community charrette and conceptual town plan; general plan update; zoning code update
2006-2014
ICDP adopted 2008, form-based general plan adopted 2012, zoning code update adopted 2014
Client:
Size:
Services:
Designed:
Status:
Neighborhood Center and Square
The town of Tehachapi, located in Kern County’s rural
Tehachapi Valley, experienced sudden and rapid growth
in the first six years of the 21st century, resulting in a patchwork of walled housing tracts and strip retail
development that were viewed by many as incompatible
with the “small mountain town” character identified in the City’s General Plan.
In October of 2006 the City adopted a one-year moratorium on new residential tract maps, and concurrently retained David Sargent and his HDR Town Planning team to define
and lead a public process to identify and address the
causes of this dissonance. Through a series of community member interviews, community workshops and a 1-week
design charrette the team identified the key issues and prepared a city-wide vision plan addressing the identified issues. The team then documented that vision in the
form of an Interim Community Design Program (ICDP)
that provided interim guidance for new development and
recommended updating the General Plan and Zoning
Ordinance.
In 2007 the City retained Mr. Sargent and Tony Perez – both senior associates with Moule & Polyzoides at that time
– to prepare a new form-based General Plan, organizing
the 23-square mile sphere of influence and existing town according to a transect-based structure of neighborhoods, districts and corridors. The General Plan was adopted by unanimous vote of the City Council in April 2012. Then
Sargent Town Planning, Lisa Wise Consulting and Tony
Perez were retained to update the City’s zoning code,
adding new form-based zones for selected areas, and
STP prepared a comprehensive palette of complete street types.
Typical neighborhood street
Attachment 2
SARGENT TOWN PLANNING 52
General Plan Designation Map: Place-type and urban pattern based, fine grained for existing development and intended growth sub-areas, with less detail in balance of planning area.
Chapter 8.20 Street Type Standards
1. Public Right-of-Way (R.O.W)
A Right-of-Way 80-100'
B Curb-to-Curb 50-60'
C Public Frontage 10-20'; see Section 8.20.110
Type 2. Avenue
A. Typical Avenue - 80'-100' R.O.W
A. Description and Intent
A highly landscaped thoroughfare designed for
relatively high vehicular capacities (up to 15,000
VTH), and low to moderate speeds (25-35 mph)
that acts as a connector between urban centers.
A
B
I G H F D E D F H G I
C C
8.20.050 AVENUE STANDARDS
Avenue Street Type prepared by STP for Zonning Code
Attachment 2
53 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Palm Desert General Plan
Palm Desert, CA
In association with Raimi + Associates (R+A), Sargent Town Planning (STP) was retained by the City of Palm Desert to update their General Plan and prepare a new vision plan, form-based development code, and design guidelines for
the Highway 111 Corridor. Through a previous visioning
process, the top community priority was to evolve the old Highway 111 Corridor, the El Paseo shopping street, and suburban civic center into “a real city center.”
Through a series of STP-led public workshops, the team
developed conceptual corridor transformation illustrations for Highway 111, San Pablo Avenue, gateway signage,
branding and wayfinding, improved bicycle and pedestrian facilities, and streetscape improvements and mixed-use
infill development corridor-wide, and finally a form-based development code and design guidelines for the 111
Corridor.
Through many months of regular meetings with a steering committee - composed of council members, planning
commissioners and senior city staff - the placemaking
vision for the city center was extended to other corridors and centers throughout the community, and documented
in the general plan through a new system of “Place Type Designations” that define land use and development
intensity as well as built form and community character.
Due to overwhelming community and Council support for
the plan, the City subsequently hired STP to to collaborate with City staff in preparing a refined design for San Pablo Avenue streetscape improvements, and to prepare a
specific plan for the University Neighborhoods area.
San Pablo Streetscape improvements are substantially
complete, and the City has retained STP again to amend he University Neighborhoods Plan to add a large public park.
City of Palm Desert, CA
27 Square Mile City,
Community and Committee engagement, Place-Type Designation System for General Plan Update, Highway
111 Corridor Plan.
2014-2015
General Plan Adopted 2019, San Pablo Corridor Improvements completed 2022.
Client:
Size:
Services:
Designed:
Status:
Conceptual illustration of new Public Green in the University Neighborhoods Conceptual Illustration of Neighborhood Green Attachment 2
SARGENT TOWN PLANNING 54
|
To provide moderate intensity neighborhood development that features a variety of housing choices and mixed uses, while preserving or enhancing the existing inventory of 1950’s Desert homes.
DU/AC: 3.0 to 10.0
Commercial FAR: Up to 0.75
Uses are a variety of single-family houses and small multi-family dwellings organized along walkable streetscapes with limited commercial/retail activity within walking distance. House-scale multi-family is allowed on a limited basis, primarily along corridors.
Uses such as retail, care, public facilities, guest houses, churches, schools, family day care homes, public facilities, and others which are determined to be compatible with and oriented toward serving the needs of neighborhoods may also be allowed and should be focused along corridors.
Streetscapes are suburban with formal street tree arrangements and are highly interconnected. Intersection density should be at least 400 per square mile.
Open space is primarily provided through the generous streetscapes and a variety of small, individual open spaces throughout the neighborhood including plazas and open spaces at mixed use areas.
Buildings are set back from the sidewalk to provide moderately sized front yards with porches and terraces except in mixed-use areas where buildings are near or at the sidewalk to support outdoor dining and easy view of storefronts. Buildings can be up to 2.5 stories.
To provide moderate to higher intensity neighborhood development that features a variety of housing choices, walkable streets, and mixed uses.
DU/AC: 7.0 to 40
Commercial FAR: 0.5 to 0.75
Uses are a range of single-family and multi-family residential uses including duplex, triplex, quadruplex, rowhouses, townhouses, courtyard multi-family buildings and small scale multi-family buildings organized along walkable streetscapes with focused commercial/retail activity within walking distance.
Uses such as retail, personal service, care, public facilities, guest houses, churches, schools, family day care homes, public facilities, and others which are determined to be compatible with and oriented toward serving the needs of neighborhoods may also be allowed and should be focused along corridors and main streets.
Streetscapes have an urban character with formal street tree arrangements and are highly interconnected. Mid-block paseos are allowed to provide pedestrian connections from the streets to parking facilities within the blocks. Intersection density should be 400 per square mile.
Open space is primarily provided through the generous streetscapes and variety of open spaces throughout the neighborhood including plaza and other public open spaces in mixed use areas.
Buildings are set back from the sidewalk to provide small to moderate front yards with porches and terraces except in mixed-use areas where buildings are near or at the sidewalk to support outdoor dining and easy view of storefronts. Buildings are a variety of housing choices up to 3 stories and mixed-use buildings up to 3 stories focused at key intersections and/or public open space.
Palm Desert General Plan Vision Diagram
Sample Place Type spreads from Palm Desert General Plan Place Types Summary form Palm Desert General Plan
Attachment 2
55 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Fontana General Plan Update
Fontana, CA
The City of Fontana, CA
42 Square Mile City; 1000 Acre
Downtown Area
Community and Committee Engagement, Urban Design for General Plan Update, Downtown Area Plan
2015-2016
Adopted by City Council 2018
Client:
Size:
Services:
Designed:
Status:
Civic Park District illustrative plan, showing recommended improvements to Sierra Ave, Arrow Blvd, Neuvo St, Spring Street, Seville Street, and the Pacific Electric Trail
As a part of a team led by Stantec, Sargent Town Planning was retained by the City of Fontana to update their General Plan and prepare a new vision, plan, zoning and design
guidelines for the Downtown Area of central Fontana.
In addition to a plan and strategy for revitalizing their underperforming three-block downtown retail core,
initiatives identified for the Downtown Area include the creating of a Civic Park District in the vacant area between the Civic Center and the Downtown Core, new mixed-use
neighborhood development around the Metrolink station
and Chaffee College, a new Foothill Boulevard/Route 66
Gateway to the downtown, and mixed-use neighborhood
infill in the underdevelopment Westside Neighborhoods.
Through the analysis and public workshops for the General Plan update starting in 2015, and through more recent
analysis and workshops for the Downtown Plan, range
of remarkable opportunities for the future success of
the Downtown have emerged. Chief among these are its
central location at the major crossroads of the town, the broadly shared vision for a lively local destination for family dining, entertainment and shopping, the many committed
downtown business and property owners, the large areas
of publicly owned streets, lots and open spaces, and the abundance of vacant and underutilized land in and near
the Downtown Core.
Following a very positive second downtown workshop, STP prepared a Downtown Area Plan which was received with
enthusiasm by the General Plan Advisory Committee and
adopted as part of the General Plan by the City Council in November of 2018.
Nuevo Street north of Arrow Blvd, with relatively low-cost parking, parklet, landscape and lighting improvements.
1 2
3 5
4 4
4 4 4
7 8
8 9
10 10
11 12
12 11
11 11
6 10
10 Downtown Core - includes
Retail Core, Civic Park and
Metrolink Station Area.
NUVEO
SIERRA
ORANGE
ARROW
SEVILLE
SPRING
JUNIPER
WHEELER
14 13 13
15 Streetscape &
Public Realm Improvements
Sierra Ave Transformation
Arrow Blvd Transformation
Nuevo Ave Transformation
Street Restriping
Mid-Block Crossings, Alleys And Paseos
"Civic Park"
Metrolink Station Area And Santa Fe Park
Downtown Gateways
Development &
Private Investment
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 Façade Improvements
Historic Restoration And Adaptive Re-Use
Infill Development And Corner Building
Opportunities
Potential New Parking Facilities
Programming & Activity
Activate Pacific Electric Trail as "Civic Park"
District
Establish a "Restaurant Row"
Transform uderutilized spaces into MultiFunctional Spaces (ie. "Sunset Theater") Attachment 2
SARGENT TOWN PLANNING 56
“Calming Sierra”, with new canopy trees, furnishings and parkets to provide shade and wind protection and calm traffic speeds without reducing traffic volumes
Arrow Boulevard at Nuevo Street, with new parking, bike lanes and crosswalks, and existing City parking lot redesigned as a flexible parking plaza and “Sunset Theater”
1 2 3
4 5
6 7
West Neighborhood Infill
Description: Several “Superblocks,” immediately west
of downtown, are made up of very deep (300 ft), and
often vacant or underutilized, parcels. A number
of the single-family lots fronting Valencia Ave only
actually use the “front” 150 ft. of their parcels, with the rear 150 ft, potentially available to be severed
and sold as new “mid-block” parcels, if mid-block
circulation could be provided by a small new eastwest street. This Bungalow Court is made up of 4 private 1-story cottages[1] and a 2-story quadplex at
the south end of the court.
Bungalow Court
Mansion Apartment
Courtyard Housing
Rowhouses
Rowhouse Court
Tuck-Under Stacked-Flats
Stacked Flats Apartments
1 4
2 5
3 6
7 Attachment 2
57 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Watsonville Downtown Specific Plan
Watsonville, CA
City of Watsonville, CA
182 Acres
Downtown Specific Plan
2019-2022
Public Review Draft July 2022
Client:
Size:
Services:
Dates:
Status:
The City of Watsonville retained multi-disciplinary team including Sargent Town Planning to prepare a Downtown
Watsonville Specific Plan (DWSP) for their historic
downtown core and surrounding neighborhoods and
districts. STP’s role was focused on preparing an urban design vision and strategies for incremental improvement, infill, reinvestment, and activation of downtown, as well as providing form-based development standards to
implement the vision.
This effort involved significant analysis of Downtown’s existing conditions and historic patterns, identifying
physical, programmatic and market-driven opportunities
and challenges to the continued and long-term growth,
success, and activation of downtown.
In a series of meetings and workshops with City Staff, the Downtown Advisory Committee, CalTrans officials, and
interested members of the public, STP presented this
analysis, along with illustrations, diagrams, and precedent photography of numerous opportunities and strategies
that could be pursued in downtown.
Through this process, these opportunities and strategies were refined and narrowed into the preferred urban design and streetscape improvement recommendations, policies
and development standards of the Downtown Specific
Plan. The plan is currently available for public review, and to date has been very well recieved by members of the
public and the Downtown Advisory Committee, with final
revisions based on feedback recieved expected to be made in the coming weeks.
STP’s street design recommendations and engagement with CalTrans were instrumental in CalTrans decision to move forward with the recommendations of the DWSP, and relieve an important stretch of Main Street in the Downtown Core from their highway standards. This is a very significant decision for the long-term success of downtown Watsonville.
Sample Public Frontage Illustration
Attachment 2
SARGENT TOWN PLANNING 58
ZONES
Downtown Core
Downtown Neighborhood
OVERLAYS
Main Street
Gateway
Downtown Industrial
Public Facilities
Neighborhood Transition
Specific Plan Boundary
Rail Line
Waterway
Main St
Main St
Main St
Freedom Blvd
Walker St
Locust St
W Lake Ave E Lake Ave
2nd St Maple Ave
Grant St
Elm St
W Riverside Dr
E Riverside Dr
E 5th St
E Beach St
Center St
E Front St
W Front St
Union St
Grove St
Rodriguez St
W Beach St
Rodriguez St
Brennan St
Sudden St
Hyde St
Western Dr
Jefferson St Marchant St
Carr St
Walker St
W Riverside Dr
W 5th St
6th St
Ford St
Kearney St
Watsonville
Plaza
Pa aj ro River
Watsonvil el S ol ugh
0 100’
200’
400’
downtown N 500’
watsonville
specific plan
D Specific Plan Boundary
Building Footprint
Parcel
Rail Line
FIgurE 6–1 Park/Open Space
REGULATING PLAN
Source: City of Watsonville (2022); Santa
Cruz County (2021); ESRI (2022).
161
CHAPTER 6—LAND USE & ZONING
Downtown Core Main Street
Downtown Neighborhood Gateway
Downtown Industrial Neighborhood Transition
Public Facilities
Zones
Specific Plan Boundary
Building Footprint
Parcel
Waterway
Downtown Regulating Plan, featuring three new Form-Based Zones, and three Urban Character Overlays, to implement the plans vision of an active, walkable mixed-use downtown urban environment.
The DWSP features clear, intuitive, and highly graphic development standards and guidelines to make intended outcomes explicitly clear to all users of the plan.
170 DOWNTOWN WATSONVILLE SPECIFIC PLAN
B. Building Height
1. Intent
These standards and guidelines are
intended to implement the physical
vision that is articulated in Chapter 2.
2. Applicability
The standards and guidelines of this
section apply to all new buildings
within the plan area.
3. Standards
a. Building height and upper
floor stepbacks shall conform
to the standards of Table 6–5.
Where applicable per the
Regulating Plan (Figure 6–1),
the Neighborhood Transition
Overlay overrides the Zone
for the first 100 feet from the
nearest property line outside the
Downtown Plan Area.
b. Throughout Downtown, Within
30 feet of the closest property line,
buildings may not exceed one story
more than the allowed height of a
neighboring zone. For the purpose
of this standard, “neighboring” shall
mean a property abutting, directly
across a street from, or directly
D
E
D
E
15’
15’
C
C
A
A
B
B
F
F
Table 6–5 Building Height
Property Line Property Line
Private
Frontage
Private
Frontage Street Façade Street Façade
Downtown Core Downtown
Neighborhood
Downtown
Industrial
Neighborhood
Transition
Overlay*
Allowed Number of Stories
A Street Façade
2 to 4 stories;
30% of the length of
the façade can be built
up to 6 stories (max)
4 stories (max) 3 stories (max)
B Upper Floors which are set back from the
street façade a minimum of 15 feet 6 stories (max) 4 stories (max) 3 stories (max) Ground Floor Level (measured from level of exterior sidewalk) C Ground Floor 0 feet 0 to 4 feet 0 to 4 feet
Floor Heights (min - measured from floor to ceiling)
D Ground Floor 12 feet 8 feet 12 feet 8 feet
E Upper Floor 8 feet 8 feet
Building Base Height (min)
F Base on Buildings of 1 or 2 stories 14 feet 10 feet 12 feet 10 feet F Base on Buildings of 3 or 4 stories 16 feet
F Base on Buildings of 5 stories or more 25 feet
* See Standard 6.5.B.3.a 173
CHAPTER 6—LAND USE & ZONING
2. Standards
Downtown Core Downtown
Neighborhood
Downtown
Industrial
Applicability
Façade length beyond which the Massing
Increment standards below become applicable
For façades longer
than 100’
For façades longer
than 80’
For façades longer
than 150’
Massing Increment (max.) 100’ 60’ 100’
Façade height difference between Massing
increments (min.)
10% of lesser façade
height
10% of lesser façade
height
10% of lesser façade
height
Building base height difference between
massing increments (min.) 2’ 2’ 2’
Upper floors setback (min.)
Distance set back from the primary façade 10’ 10’ 10’
Bay width 15’–30’ (see Section 6.5.D for more on bays)
Gap between Massing Increments (min.) N/A 16’ wide by 20’ deep N/A Table 6–6 Massing Increment
Dimensional Standards
a. Downtown Core and Downtown Industrial. Massing increments within the Downtown Core and Downtown Industrial Zones shall be differentiated in the following ways:
i. The façade height of each massing increment—as measured from the adjacent sidewalk level to the eave, cornice, or parapet—shall differ from the façade height of its neighboring massing increment(s) per Table 6–6. Upper floors which are set back from the primary façade per the ‘upper floor setback’ listed in Table 6–6 are not considered part of the façade height. The resulting setback area may be covered by an open structure—such as a trellis or upper floor arcade—with a front façade that is no more than 10% solid, excluding any parapet wall height (Illustrated in Section 6.5.B).
1. A forecourt—subject to the standards in Section 6.6.E.3— satisfies this standard as the façade height at the forecourt is effectively 0’. ii. The height of the building base—as defined in Standard 6.5.B.3.D—of each Massing Increment shall differ from the building base height of neighboring Massing Increment(s) per Table 6–6.
B
C
C
D
D
E
F
G
A
Attachment 2
59 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Santa Clara Downtown Precise Plan & Form-Based
Code
Santa Clara, CA
City of Santa Clara, CA
40 Acres
Conceptual Urban Design, Objective
Form-Based Development Standards,
Architectural Design Guidelines
2020-2021
Precise Plan In Progress, Form-Based
Code underway Jan 2022
Client:
Size:
Services:
Designed:
Status:
As part of a consultant team led by WRT, Sargent Town
Planning was selected by the City of Santa Clara to prepare a precise plan to remake the city’s 10-block historic
downtown, which was thoughtlessly demolished in the
1960s.
Over the course of two years, the team has engaged with City staff and a Downtown Community Task Force to
analyze the existing conditions in and around the former downtown and to envision the patterns and forms by
which much of the character and function of the historic downtown might be restored. The vision plan that has
emerged - and warmly endorsed by the DCTF, community
and City Council - restores the original street grid, defining a pattern of small square blocks and new public gathering spaces, and enabling mixed-use infill development up to 8 stories in height.
Throughout the process, STP’s role has been focused on
designing and illustrating building types, frontage types, and building massing strategies that will enable relatively intense infill development, while ensuring that the essential urban scale experienced by shoppers, visitors, employees and residents of the new downtown and adjacent
neighborhoods is fundamentally “town-scale” rather than “city-scale.”
With the DCTFs strong support, the City determined that to best implement this ambious community vision, a
form-based code should be prepared, providing objective design standards tied to incentives for developers to
make significant contributions to public realm restoration.
Sargent Town Planning was asked to produce that code
as an additional serrvice and that work is now underway, concurrently with the preparation of the precise plan
document.
On Benton Street, downtown buildings will transition sensitively to existing neighborhoods.
Downtown residential environment Attachment 2
SARGENT TOWN PLANNING 60
Block massing studies informed
by market analysis
The Downtown grid will be restored in strategic phases.
Franklin Street will be restored as the active heart of Downtown Santa Clara.
Downtown buildings front onto a major thoroughfare across from campus buildings.
Attachment 2
61 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Pasadena Street Design Guide
Pasadena, CA
Potential Lincoln Avenue Road
Under a grant from the Southern California Association of Governments (SCAG), the City of Pasadena hired the team of Nelson\Nygaard and Sargent Town Planning to prepare
form-based street design guidelines as an implementation action for the new mobility plan. The Guidelines are
intended to provide clear strategies and a “kit of parts” for bringing the City’s existing street network into line with the general plan vision for streets and places that balance the convenience of drivers with the safety and comfort of pedestrians and bicyclists.
The team reviewed the general plan and related
transportation policy documents, conducted interviews
with representatives of city departments and business
community, and prepared a series of maps and diagrams
organizing the street network by transportation function and by envisioned urban environment type. STP devised a simplified classification system based on primary ground floor use - residential or commercial - and on design
character - urban or suburban.
From that framework, and in collaboration with City
staff, the team produced a system of “public frontage
assemblies” that balance pedestrian, bicycle and vehicular facilities in various flexible ways. The City is just now embarking on an ambitious zoning code update, and it
is anticipated that these public frontages will act as the counterpoint to new private frontage standards and
guidelines.
City of Pasadena, CA
23 Square Mile City
Preparation of Street Design Guidelines
2016
Adopted
Client:
Size:
Services:
Designed:
Status:
Existing Lincoln Avenue Road Attachment 2
SARGENT TOWN PLANNING 62
Existing Conditions - 4 lanes Existing Conditions - 4 lanes Transformation Amenities in the Curb Zone Amenities in the Curb Zone
Adding Amenities to the Street - Cafe Dining
g Amenities to the Street
width is sufficient, amenities may be placed in the curb zone; keeping the clear of obstacles for pedestrians
Where sidewalk width is constrained, amenities may be placed in the acc the clear walk zone while providing a balance of streetscape elements e Curb Zone
Parklet
Amenities in the Access Zone
Bike Share Station
Sidewalk Sidewalk
Sidewalk Sidewalk
WALK ZONE WALK ZONE
WALK ZONE WALK ZONE
CURB ZONE CURB ZONE
CURB ZONE CURB ZONE
BUILDING
FRONTAGE ZONE
BUILDING
FRONTAGE ZONE
Parking Parking / Planters
Parking Parking / Planters
ACCESS ZONE ACCESS ZONE
ACCESS ZONE ACCESS ZONE
Street Furniture / Trees Street Furniture
Street Furniture / Trees Street Furniture
CLE ZONE VEHICLE ZONE
CLE ZONE VEHICLE ZONE
7.5’ 7.5’
7.5’ 7.5’
7’ 7’
7’ 7’
1’
1’
6-7’ 3’
6-7’ 3’
SA RG E
TOWN P
ties to the Street
nities may be placed in the curb zone; keeping the clear ans
Where sidewalk width is constrained, amenities may be placed in the access zone, maintaining the clear walk zone while providing a balance of streetscape elements and on-street parking.
Parklet
Amenities in the Access Zone
Bike Share Station
Sidewalk Sidewalk
Sidewalk Sidewalk
WALK ZONE WALK ZONE
WALK ZONE WALK ZONE
CURB ZONE CURB ZONE
CURB ZONE CURB ZONE
BUILDING
FRONTAGE ZONE
BUILDING
FRONTAGE ZONE
BUILDING
FRONTAGE ZONE
BUILDING
FRONTAGE ZONE
Parking Parking / Planters
Parking Parking / Planters
ACCESS ZONE ACCESS ZONE
ACCESS ZONE ACCESS ZONE
Street Furniture / Trees Street Furniture
Street Furniture / Trees Street Furniture
VEHICLE ZONE
VEHICLE ZONE
7.5’ 7.5’
7.5’ 7.5’
7’ 7’
7’ 7’
1’ 1’
1’ 1’
6-7’ 3’
6-7’ 3’
Adding Amenities to the Street - Parklet
Potential Lincoln Avenue Road
Sidewalk Vehicle Lane Vehicle Lane Sidewalk
WALK ZONE WALK ZONE
AMENITY /
CURB ZONE
AMENITY /
CURB ZONE VEHICLE ZONE
Street Furniture / Trees Street Furniture / Trees
1’ 6’ 6’ 10’ 10’ 6’ 6’ 1’
BUILDING
FRONTAGE ZONE
BUILDING
FRONTAGE ZONE
16’
Parking / Planters Median / Turn Lane Parking / Planters
ACCESS ZONE ACCESS ZONE
9’ 9’
Right-of-Way: 80’; Curb-to-Curb: 54’
Potential Lincoln Avenue Road Diet
Potential Road Diet
Existing Condition on Lincoln Avenue North of the 210 Freeway Attachment 2
63 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Lancaster Boulevard Streetscape Transformation
Lancaster, CA
Lancaster Boulevard Aerial View
While a senior associate with Moule & Polyzoides, David Sargent managed and co-designed this streetscape
transformation project for the three-quarter mile segment of Lancaster Boulevard within the historic downtown,
including urban design and infill building concepts for adjoining blocks.
Key design criteria for the Boulevard included creating a comfortable pedestrian environment with a distinctive
sense of place, moderating the effects of the persistent westerly winds and providing a shady environment for
shopping as well as a variety of community activities and special events. The team proposed a series of alternatives, and the City chose the scheme that most aggressively
transforms the existing five-lane arterial street by inserting a “ramblas” down the center of the street; a hardscaped promenade with a double row of trees, occupied by
angled parking much of the time and periodically by public markets and other special events.
The $12,000,000 public investment in transforming
the street helped to attract over 10 times that amount
in private investment in new development and new
businesses within 5 years of street completion in 2010.
The project has been recognized with awards from the
APA, EPA and International Downtown Association. The
City subsequenly retained STP to prepare plans for several major corridors, the Metrolink Station area, the Lancaster Auto Center, and a health district organized around the local hospital.
City of Lancaster, CA
150 Acre District
Streetscape Design,
Conceptual urban design
2009
Completed in 2010
Client:
Size:
Services:
Designed:
Status:
The BLVD at night Attachment 2
SARGENT TOWN PLANNING 64
Ramblas and mid-block crosswalk at completion of construction The boulevard at night After: “The Bandstand” coffee shop in shallow liner building defines Thursday afternoon Farmer’s Market and enlivens the street, forming a dining court for Bex Restaurant behind.
Lancaster Boulevard as constructed, shown during an Auto Show. New sidewalk dining Attachment 2
5. STP Team Qualifications
Project Team............................................................................................................. 66 Team Organizational Chart................................................................................... 68 Sargent Town Planning .......................................................................................... 69 Circlepoint ................................................................................................................. 87 Placeworks ..............................................................................................................103 Fehr& Peers ............................................................................................................110 Economic & Planning Systems ...........................................................................116 Mead & Hunt ..........................................................................................................130 CSW|ST2 Engineering ..........................................................................................140 Note: All underlined text on this page are hyperlinks linked to the relevant Team Qualifications in this section.
Attachment 2
SARGENT TOWN PLANNING 66
To prepare a visionary and practical plan to guide Watsonville to the middle of the century, Sargent Town Planning, Inc. (STP) has assembled the following uniquely qualified consultant Team. The firms listed on this and the following page were the core of the consultant team that worked collaboratively with the professional staff of the City of Rancho Cucamonga to prepare an award-winning General Plan Update, adopted in December 2021.
Project Team
SAR G ENT
TOWN PLANNING
Sargent Town Planning
STP will be the lead contracting consultant for the Watsonville General Plan Update. For over 25 years, the firm has been a leader and innovator in human-scale placemaking, pedestrian-oriented public realm design and form-based objective design standards for mixed-use development since the early 1990s. Our work has been recognized with numerous regional, state, national and international awards for innovative planning, community engagement, downtown design and form-based codes. STP will lead all the urban planning and design work, project management, community engagement, and preparation of all deliverable documents. Sargent Town Planning Qualifications
Circlepoint
Circlepoint helps clients navigate the ever-changing landscape of public outreach and communications to engage stakeholders and community members and ensure broad public participation. They are also a distinguished enfironmental consulting firm with two Bay Area offices. Susan Harden of Circlepoint will lead the Team’s community outreach program. Ms. Harden has designed and led several very successful community engagement programs for complex and challenging projects with STP over the past 7 years, including an almost entirely virtual engagement process for Rancho Cucamonga’s ambitious and successful general plan update during 2020 and 2021. Circlepoint will lead the preparation of the environmental impact analysis for the general plan from their Bay Area offices. We are confident that their work in both of these critical efforts will help ensure clear and consistent messaging and publiic communication from high level vision to technical detail. Circlepoint Qualifications Placeworks
STP and Placeworks have been successfully collaborting on general plans in recent years, and for the Watsonville General Plan Update, they have agreed to play an important supporting role on our team.
Mark Teague is the managing Principal PlaceWorks’ Sacramento office, bringing over 35 years of publicand private-sectore experience to the STP Team, and will act as the editor-in-chief for the General Plan, and as the “information quarterback” in charge of ensuring that all Team members have the information they need, when then need it, and tightly coordinating all elements and writing some of the more technical ones, such as Hazards/Safety. The firms role is decribed in more detail in the introluctory page of their qualifications in this section of our proposal. Placeworks Qualifications Fehr & Peers
Fehr & Peers has been a California and national leader in planning sustainable, multimodal mobility strategies and transportation systems for almost 40 years. Over the past two decades, F&P have been leaders and innovators in the transtion from vehicle level of service (LOS) metrics to vehicle-miles traveled (VMT) and multi-modal metrics focused on moving people, not just vehicles. The firm has collaborated with STP on several general plans and large specific plans over the past decade, in all cases helping STP and our cliients to reimagine public spaces as human-scale urban places that offer equitable modal mobilty and access choices for all. Fehr & Peers Qualifications
Note: All underlined text on this page are hyperlinks linked to the relevant Team Qualifications in this section.
Attachment 2
67 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Economic & Planning Systems
Economic & Planning Systems, Inc. (EPS) is a land economics consulting firm experienced in the full spectrum of services related to real estate development, the financing of public infrastructure and government services, land use planning, and government organization. EPS was founded on the principle that real estate development and land use-related public policy should be built on realistic assessment of market forces and economic trends, feasible implementation measures, and recognition of public policy objectives, including provisions for required public facilities and services. Through their recent work in Watsonville, EPS is very familiar with local economic forces. They have successfullly colllaborated with STP on previous assignments, including current work on a plan to restore Santa Clara’s historic downtown. EPS Qualifications Mead & Hunt
Mead & Hunt has been instrumental in advancing airport land use compatibility planning. They served as consultants to the California Division of Aeronautics in preparing the 1993 and 2002 editions of the California Airport Land Use Planning Handbook and were major contributors to the current 2011 edition.
They have provided airport land use compatibility planning services for over half of the state’s Airport Land Use Commissions, and have completed more than 130 compatibility plans for California airports, including 22 countywide plans and numerous Airport Land Use Compatibility Plans (ALUCPs) for individual airports throughout the state. The majority of these ALUCPs have been for general aviation facilities similar to Watsonville Municipal Airport, for which they have previously prepared a Draft ALUCP in 2016. Since that time they have continued to provide services to the City of Watsonville, with the objective of incorporating the ALUCP recommendations into an adopted General Plan Update. Mead & Hunt Qualifications CSV ST2
CSW/Stuber-Stroeh Engineering Group (CSW|ST2) is a planning and engineering firm of over 35 engineers, surveyors and planners, serving public and private clients throughout California and beyond since 1954.
Their team offers creative, cost-effective, and practical design solutions in the transportation, urban infill, recreation, education and public infrastructure sectors. They have supported the development of general plans, transit-oriented plans and designs, specific area plans, and agency master plans for more than 30 years. They specifically focus on transforming main streets into vibrant places with streetscapes that feature complete and green street concepts, and on incorporating resilient and adaptive infrastructure strategies into the planning process. As part of a consultant team led by WRT, CSW|ST22 are currently collaborating with STP in preparing a precise plan to restore Santa Clara’s historic downtown that was lost to the redevelopment wrecking ball in the 1960s. CSW|ST2 Qualifications Attachment 2
SARGENT TOWN PLANNING 68
Infrastructure & Public Services
Economic Development and
Management Strategies Airport Land Use Compatibility
Public Outreach, Engagement &
Enviromental Planning
Fehr & Peers
Transportation and Mobility Analysis,
Multi-Modal Planning and Policy
CSW / ST2 Engineering
Existing System Analysis, Sustainable
Infrastructure Planning and Policy.
Economic & Planning System
Economic Analysis, Economic
Development Policy & Strategy
Mead & Hunt
Pilot’s Association Engagement, Analysis,
Airport Land Use Element
Benjamin C. Sigman
Principal
Education
MS Agricultural and
Resource Economics,
University of California,
Davis, 2003
BA Economics, Colby
College, 1999
Previous Employment
ABOUT
Benjamin C. Sigman is a land use economist with over 20 years of experience providing consulting services for public, private, and institutional clients. Ben possesses significant expertise analyzing land use policy and regulation. He authors studies that evaluate real estate market and financial feasibility factors, and offer strategies for financing public improvements. He also conducts economic and fiscal impact analysis of wide-ranging activities, including infrastructure development, commercial operations, and open space management. In his economic development work, Ben brings his land use perspective to guide communities toward competing
EDUCATION
Bachelor of Science in Civil Engineering, University of California, Davis, 1999
REGISTRATIONS
Licensed Traffic Engineer, State of California (TR2402)
PRESENTATIONS
VMT Related Presentations:
• 2022 National APA
• 2022 Western ITE
• 2022 CEAC Public Works Officers Institute
• 2022 SBCOG City/County Conference
• 2019 California APA
• 2019 CSU Facilities Conference
Future of Transportation Presentations:
• 2018 SBCTA City/County Conference
• 2017 WRCOG Planning Conference
Parking Presentations:
• 2018 OC Planning Directors Conference
• 2015 OC Planning Directors Conference
• 2011 SCAG Toolbox Tuesday
Emergency Evacuation Assessment – 2022 National APA
Conference
Multi-Modal Levels of Service – ULI SCIC
Innovative Interchange Designs – District 8 Professional Liaison Committee Meeting, 2011
Roundabout Operations and Feasibility – ASCE national
webinar series, 2011 through 2018
Process of Signal Coordination – ASCE national webinar series, 2011 through 2016
ABOUT
Jason D. Pack, P.E., is a Principal with Fehr & Pe
Southern California. He is actively involved in a w
project work but also finds time to lead the firm
development efforts in Emergency Evacuation a
has an extensive background in travel demand
operations assessment (including micro-simulat
VMT analysis, big data analysis, transit ridership
transportation impact studies involving NEPA an
is to utilize his experience and the technical reso
company to help clients answer their toughest q
mobility.
His recent work has included forecasting and op
assessment for large infrastructure improvemen
recommendations for SB 743 implementation (C
requirements to consider VMT as an impact me
assisting agencies with establishing VMT banks/
emergency evacuation assessment to respond
requirements (SB 99 and AB 747) and developm
transportation policies to assist City's advancing
the future.
PROJECT EXPERIENCE
CEQA/NEPA Assessment
Jason has completed transportation assessment
projects in support of CEQA or NEPA documen
include impact assessment to support negative
transportation sections for EIRs, and transportat
or joint EIR/EISs.
Jason has actively been involved in assisting juri
743 implementation. Example projects are note
• SBCTA SB 743 Countywide VMT SB 74
Phase I, CA
• SBCTA SB 743 Countywide VMT SB 74
Phase II (VMT mitigation bank/exchang
• WRCOG VMT SB 743 Implementation
Jason Pack, TE
Principal
CHARLES MCCORMICK
AVIATION STAKEHOLDER LIAISON
Charles “Chuck” McCormick has more than 32 years of diverse aviation experience, primarily for Southern California airports. He has significant experience designing airport electrical systems for both civilian and military airfields. He is responsible for preliminary and final designs as well as construction administration of airfield lighting systems, navigational aids (NAVAIDs), security systems, and other special systems associated with airfield improvement projects for both commercial service and general aviation airports. With his 23 years of flying experience and over 20 years with the FAA, he brings both the pilot and FAA perspective to a project.
Chuck worked for twenty years as national electrical engineer/lighting specialist/project engineer for the FAA Airports Division in Los Angeles, CA, and was responsible for developing the latest electrical designs for airports within the United States. He served as consultant to electrical design engineers so that they could properly apply FAA engineering standards to aviation projects. He served as project manager on many airport development construction projects, particularly on the Runway Safety Area Revalidation Program. He taught engineering classes on airport lighting, marking, and signage at the FAA Academy, and frequently addressees these areas at aviation conferences.
Chuck was program manager at the FAA for the Runway Safety Area (RSA) Validation PHidd jt t tdtthttf ll thRSA't
Areas of Expertise
Program management
Project management
Electrical engineering
Airfield pavement design
FAA funding and priority process
Airfield marking and signage
Airfield layout
ACIP development
Stakeholder coordination/outreach
Education
BS, Electronics and Computer
Engineering, California State
Polytechnic University, Pomona
Place Works
Information Management, Writing,
Editing, CEQA Coordination
MARK TEAGUE, AICP
Associate Principal
In over 30 years of public- and private-sector experience, Mark has worked throughout California in agencies large and small and is considered an innovative problem solver.
His projects include planned communities, shopping center EIRs, general plan and zoning code updates, impact fees, and public outreach for projects highly scrutinized by the public. Mark is often able to offer a unique approach to meeting a critical goal of a project. His experience as a planning director, and ability to see the whole of the project, ensures that every environmental document meets the need of the client.
He has served as on-call extension of staff for numerous cities throughout California including Wildomar and Eastvale.
Mark is also an excellent public speaker and regularly presents at the League of California Cities Planning Commissioner’s Academy on topics such as design guidelines, CEQA compliance, and how to read an EIR. He also teaches CEQA to staff with a focus on how new legal decisions affect compliance. Because of his public outreach skills, Mark has helped with projects ranging from Walmart to water-bottling plants and conducted town hall meetings about development services department efficiencies and increases in utility fees.
HIGHLIGHTS OF EXPERIENCE
CEQA/NEPA COMPLIANCE
» Coronado Gateway Parkway Plan IS/MND | Coronado CA
» Coronado Public Restroom EIR | Coronado CA
» 3Roots San Diego Specific Plan and Carroll Canyon Master Plan | Carroll Canyon CA » North School Reconstruction EIR | Hermosa Beach CA
» John Killen/Fox Luggage Warehouse Project IS/MND | Industry CA
EDUCATION
» BA, Political Scienc
University, Stanisla
CERTIFICATIO
» American Institute
Planners #019631
AFFILIATIONS
» American Planning
Team member sin
Circlepoint
Susan Harden
Principal-in-Charge
Mark Teague
Principal-in-Charge
Robert Stevens
Principal-in-Charge
Charles Mccromick
Principal-in-Charge
Benjamin C.Sigman
Principal-in-Charge
Jason Pack
Principal-in-Charge
Public Outreach, Engagement and
Environmental
City of Watsonville
General Plan Editor-in-Chief Sustainable Multi-Modal Mobility Planning
David Sargent
Principal-in-Charge
Juan Gomez-Novy
Project Manager
Peter VanderWal
Principal / Project Director
Team Lead, Urban Planning & Design, General Plan
Project Management, Planning and Urban Design, General Plan Preparation Team Organizational Chart
The Team Organization Chart below describes our team structure, and roles of key members of each firm.
Attachment 2
SSargent Town Planning AR G ENT
TOWN PLANNING
Sargent Town Planning is an urban planning and design
consulting firm, specializing in sustainable, pedestrian- and transit-oriented neighborhoods, districts, towns and cities.
Founded by David Sargent in Ventura, California in 1995 and re-established in Downtown Los Angeles in 2009, the firm provides a full range of urban planning and design services to public and private clients throughout the United States.
Municipal clients who we have had the honor of assisting in preparing plans for walkable mixed-use places over the past 20 years include the California cities of Watsonville, Santa Clara, Mountain View, Oakland, Hercules, Soledad, King City, Tehachapi, Rancho Cucamonga, Ontario, Fontana, Palm Desert, Indio, Claremont, Orange, Burbank, Beverly Hills, Fresno, Oxnard, Ventura, Paso Robles, Lancaster, and others throughout California and in other states.
Our very specific, relevant project experience includes:
Rancho Cucamonga General Plan: From 2018 to
2021 Sargent Town Planning collaborated with City
staff, Circlepoint, Placeworks and others to prepare
a new general plan that organizes most growth
and change within Centers, Corridors and Districts
- envisioned to evolve from auto-dependent suburban
environments to walkable mixed-use places - while
protecting the character and quality of existing
neighborhoods. As part of the General Plan Update,
STP prepared clear physical plans for 8 Focus Areas,
for two of which he firm has now been retained
to prepare more detailed master implementation
plan. The Plan was adopted in December of 2021 by
unanimous and enthusistic vote of the City Council,
and has been recognized with SCAG’s 2022 SCAG
Sustainability Award for Efficient & Sustainable Land
Use.
Tehachapi General Plan: In 2008, based on a
community vision plan led my Mr. Sargent in 2006, the
City of Tehachapi retained Mr. Sargent once again - as
a senior associate with Moule & Polyzoides at the time
- to prepare a new “form-based general plan”. During
and following his 2-year tenure with that firm, Mr.
Sargent and his colleague Tony Perez - now director
of form-based coding with Opticos Design - led the
community engagement process and produced a new
general plan for Tehachapi. The entire plan was and is
rooted in the communty’s vision of its heritage and its future as “a small mountain town.”
Indio General Plan & Downtown Specific Plan:
Following adoption of a new General Plan for which
STP led the urban design work, the City retained
he firm to prepare a new Downtown Specific Plan,
adopted in 2021. That plan includes a range of public
realm activation strategies and designs, both shortterm and long-term.
Ontario General Plan: STP is currently a subconsultant to PlaceWorks, leading vision and design work on active, mixed-use places throughout the City,
and then preparing Objective Design & Developement
Standards.
Attachment 2
Human-Scale Placemaking
All of our urban planning and design work integrates human-scale, pedestrian-oriented public space networks and multi-modal transportation systems with civic facilities and private development of all types to form complete, coherent and walkable communities. Our work is based on decades of analysis and understanding of American cities and towns of high and enduring value, and adaptation of timeless and regionally derived design principles to plans, designs and standards for growing, evolving, and recovering communities at all scales and of all types. Every plan we prepare addresses urban planning, urban design, economic development, mobility and infrastucture in a fully integrated fashion. In community after community and plan after plan, we find that what people want most of all is a comfortable, secure home that fits their family’s lifestyle, more nice places to go and more ways to get there.
Collaboration and Engagement
We are are team players and team leaders, and it is our teams and clients that enable us to successfully complete large and challenging planning assignments. For each new assignment we curate a team of experts and collaborators, carefully tailored the oppportunities and challenges of that project, and to the requirements and aspirations of the client and the community. Many teammates are frequent, repeat collabortors, while others are firms and individuals with very specific expertise and relevant project experience, and/or existing ties to and knowledge of the community and the place of that assignment.
Our working method includes periodic intense bursts of creative collaborative work with our consultant team the client’s team, preceded by methodical analysis and community engagement, and followed by diligent crafting of designs, documents and richly illustrated in-person and online presentations. Our approach to community engagement is strategic and responsive, meeting people and groups where they are, offering clear and highly graphic presentations of background information and design recommendations to put all planning process participants on an equal footing to grasp the challenges, envision the opportunities, share with us their hopes, concerns and dreams, and provide their well-informed consent and enthuisatic support to the emerging plan.
Creative Problem Solving
Clients tend to select us for complex and challenging assignments, for which there is no formula nor clear precedent. Rather than assuming that “the problem” is obvious, and plodding throught a formulaic process to deliver “the usual” plan, we dig deeply into the place as it is, its history and the trajectory by which it became what it is, and query the full spectrum of community members and groups to truly understand what is working, what is not, and what they believe would represent “improvement.” We seek out and define the issues and challenges facing each community by immersing ourselves and our team in the place, in its history and by getting to know its people, and then work collaboratively with them to craft a plan aimed squarely at their hopes and their dreams, and rooted in realities of economics, demographics, politics and technology.
SARGENT TOWN PLANNING
Awards
• 2022 SCAG Sustainability Award
for Efficient & Sustainable Land
Use : General Plan, Rancho
Cucamonga
• 2020 Driehaus Award : Etiwanda
Heights Neighborhood &
Conservation Plan, Rancho
Cucamonga
• 2018 SCAG “Against All Odds”
Award : Downtown Corridors
Specific Plan, San Fernando
• 2017 Driehaus Award :
University Neighborhood
Specific Plan, Palm Desert
• 2016 APA Award : East Area One
Specific Plan, Santa Paula
• 2015 APA Award : General Plan,
Coachella
• 2015 APA Award : North
Bayshore Precise Plan,
Mountain view
• international Downtown Assn.
2013 Pinnacle Award : Lancaster
BLVD Transformation, Lancaster
Work
Types of Places
• Suburban Sprawl Repair
• Downtown Revitalization
• Neighborhood and Town Design
• Mixed-Use Employment Districts
• Transit-Oriented Development
• Suburban Retrofit
Types of Plans
• General Plans & Area Plans
• Master Plans & vision Plans
• Specific & Precise Plans
• Form-Based Codes & Guidelines
• Public Realm & Complete Streets
Attachment 2
71 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
EXPERIENCE
Sargent Town Planning
Los Angeles, CA
Senior Principal, 2009-present
Moule & Polyzoides
Pasadena, CA
Senior Associate, 2007-2009
HDR Town Planning
Ventura & San Francisco, CA
Principal, 2005-2007
Sargent Town Planning
Ventura & Berkeley, CA
Principal, 1995-2005
Rasmussen & Associates, Architects
& Planners
Ventura, CA
Principal/Designer, 1981-1995
CERTIFICATION/AFFILIATION
Licensed Architect, California,
No.15,071
Congress for the New Urbanism,
Charter Member, 1993
EDUCATION
Brown University,
Providence, Rhode Island
B.A., Geology and Theater Design,
1975
Rice University, Houston, TX
Master of Architecture, 1981
SELECTED AWARDS
2022 SCAG Sustainability Award for
Efficient & Sustainable Land Use:
General Plan, Rancho Cucamonga
2020 Driehaus Form-Based Code
Award, Smart Growth America
and Form-Based Codes Institute;
Etiwanda Heights Neighborhood
& Conservation Plan; Rancho
Cucamonga, CA
2018 “Against All Odds” Award (SCAG);
Downtown Corridors Specific Plan;
San Fernando, CA
2017 Driehaus Form-Based Code
Award, Form-Based Codes Institute;
University Neighborhood Code;
Palm Desert, CA
David Sargent has practiced architecture and urban planning and design for nearly 40 years, in 1995 founding Sargent Town Planning in Ventura to focus his practice on pedestrian- and transitoriented neighborhoods, districts, corridors, towns and cities. He has assembled and directed multidisciplinary teams for urban projects throughout the country, ranging in size from urban infill projects to multi-neighborhood master plans and entire towns, and ranging in scale and character from rural hamlets and small towns to major metropolitan districts and corridors.
David’s recent and current project experience includes general plans, specific plans, form-based codes and objective design and development standards, design guidelines, and implementation strategies for complete, prosperous, sustainable, equitable, human-scale towns and cities of enduring value.
For each project, he and the team carefully analyze the plan area and context in terms of urban form, environmental and economic setting, transportation and infrastructure systems, existing policies and regulations, and than engage stakeholders, the public, and City professional staff to clarify priorities, goals, concepts and strategies to manage and implement positive, locally calibrated, market-driven change over time. Plans are developed through an interactive, collaborative process of consultation, analysis, workshops, and charrettes, illustrated at each stage with very clear, graphic presentations that enable all participants to provide their wellinformed input and consent to the emerging plan.
Selected project experience
General Plan Update & Foothill Corridor Plan (Rancho Cucamonga, CA, 2018-2021) In 1998 STP collaborated with Torti Gallas + Partners to prepare a vision plan for 4 miles of Historic Route 66 in the center of the City, including the transformation of the old highway to a city center boulevard, and the evolution of large and small shopping centers to mixed-use centers and urban neighborhoods. The work was initiated to provide a clear physical vision for subsequent zoning code updates to generate high quality, transit-oriented mixed use development. In 2019 the City retained STP to lead the update of the land use and community design element of their general plan, to be followed by the preparation of new form-based zones and objective development standards for the City’s central corridors, centers, districts and neighborhoods. The General Plan Update was unanimously and enthusiatically adopted by the City Council in December, 2021, and has been recognized by the Southern California Association of Governments (SCAG) with their 2022 Sustainability Award for Efficient & Sustainable Land Use.
General Plan Update & City Center Area Plan (Palm Desert, CA, 2015-2017) As part of a team led by Matt Burris of Raimi + Associates, and as part of a general plan update, STP led public workshops to define a community vision for a “real city center”, focusing on the historic Highway 111 Corridor. STP prepared a 111 Corridor Area Plan as a chapter of the General Plan, along with a City Center form-based development code and public realm master plan to transform old Highway 111 to Boulevard 111, and and San Pablo Avenue - a very ordinary 4-lane collectore street - into walkable “main streets” for surrounding neighborhoods. The San Pablo Avenue transformation jumped to the top of the City Council’s implementation priorities, and they retained STP to further advance that conceptual design. Construction of the first 1/2 mile is complete and adjoining property and business owners are upgrading their buildings, and the second 1/2 mile of street improvements are now under construction.
David Sargent
Senior Principal-in-Charge
Attachment 2
SARGENT TOWN PLANNING 72
SELECTED AWARDS
2017 Inland Empire Section
and California State APA Award
Comprehensive Plan, Small
Jurisdiction; General Plan, Palm
Desert, CA; with Raimi + Associates
2016 Award for Comprehensive Plan,
Small Jurisdiction; Central Coast
Section APA Award of Excellence, East
Area One Specific Plan, Santa Paula,
CA
2015 Award for Comprehensive Plan,
Small Jurisdiction; Inland Empire
Section APA; General Plan, Coachella,
CA; with Raimi + Associates
2015 Outstanding Planning Award
for Comprehensive Planning by a
Small Jurisdiction; California Central
Section APA; Bellevue Community
Plan, Merced, CA; with Lisa Wise
Consulting
2015 Award for Comprehensive Plan,
Small Jurisdiction, California Northern
Section APA; North Bayshore Precise
Plan, Mountain View, CA; with Raimi
+ Associates.
2014 Pinnacle Award for Public Space,
International Downtown Association;
Lancaster Boulevard Transformation;
Project Director, Moule &
Polyzoides
2009 Charter Award, Congress for the
New Urbanism; River North Master
Plan, San Antonio, TX; Project
Director, Moule & Polyzoides
2008 Driehaus Form-Based Code
Award, Form-Based Codes Institute;
Midtown Corridors Code, Ventura,
CA; Principal-in-Charge, HDR
2001 Gold Nugget Award, Pacific
Coast Building Conference; Best
Community Town Plan (>100 Acres);
RiverPark Specific Plan, Oxnard, CA;
with AC Martin and RTKL
SELECTED LECTURES
Fire Safety Strategies in Urban/
Wildland Interface Contexts, 2018
AEP Conference, Rancho Mirage, CA
Infill That Fits In, 2015 Congress of
Neighborhoods, City of Los Angeles,
CA
Density in Historic Districts, National
Trust for Historic Preservation
Conference, Spokane, WA , October
2012
Green Urbanism, Congress for the
New Urbanism, Denver, CO, June
2009.
Form-Based Codes - 202, Congress
for the New Urbanism, Philadelphia,
PA, May 2007.
Smart Growth and New Urbanism in
Practice, California APA Conference,
Santa Barbara, CA, October 2003.
General Plan Update, Downtown Specific Plan &111 Corridor Specific Plan (Indio, CA, 2017-2022)
As part of a team led by Matt Burris of Raimi + Associates, STP led the urban design vision work for a general plan update, including a focused effort on the Highway 111 Corridor and historic downtown in the center of the City. The General Plan was adopted in 2019. In 2018 the City retained STP to prepare a new Downtown Specific Plan and form-based code, adopted in 2020.
A central element of the firm’s previous work on the Indio General Plan Update was a vision plan and conceptual designs for transforming Highway 111 from a residual highway with strip commercial development and a failing mall to a city center boulevard, lined with significant amounts of housing, a revitalized mall, and mixed-use development within this re-envisioned center of the City. STP is now part of a team preparing a 111 Corridor Specific Plan and formbased code under SB-2 grant funding to help implement diverse housing opportunities that meet the objectives of their RHNA allocation and newly updated Housing Element, and the vision of the new general plan.
General Plan Update & Objective Design Standards (Ontario, CA, 2020-2021) As a sub-consultant to PlaceWorks, STP has been leading the vision and urban design work on designated “mixed-use areas” and will soon be preparing objective design and development standards (ODDS) to streamline entitlements for conforming projects. Focus areas for this work include the Airport Metro District between I-10 4th Street, abutting Rancho Cucamonga, Downtown Ontario, the Holt Street Corridor and Guasti, and the 11 square mile Ontario Ranch at the southerly end of the City. STP has prepared a series of framework plan alternatives for each major mixed-use area and preferred alternatives have been identified. STP has devised a system of Place Types that are correlated with existing land use designations in areas intended for multifamily housing and mixed-use development. Base on the development intensities and intended scale and character of of each Place Type, the firm is currently drafting ODDS that address topics including complete networks of complete streets, block size and connectivity, and building siting, size, scale, character and frontage.
General Plan & Zoning Code Updates (Tehachapi, CA, 2006-2012) While briefly a member of two other firms, Mr. Sargent led a community-based visioning process and general plan update for this small mountain town in the Tehachapi Valley. The vision plan was based on an intensive community engagement process, through which it became clear that new development disliked by most in the community was in fact compliant with the existing general plan and zoning. Following adoption of the General Plan - perhaps the first California general plan based explicitly on “Place Types”, the City retained STP to help update the zoning code by preparing a comprehensive pallette of complete street types and a manual for retrofitting existing streets. The firm was also retained to prepare a specific plan for a new neighborhood as envisioned by the general plan.
General Plan Update (Coachella, CA, 2021-2022)
As part of a team led by Matt Burris of Raimi + Associates - and including Fehr & Peers and Mark Teague - Sargent Town Planning let the preparation of land use and circulation alternatives. With a population of just over 40,000, regional growth projections indicated that the City’s population might grow to 150,000 by 2035. Accordingly the Plan needed to provide a framework policies and strategies for practical, scalable and sustainable growth as the city expands from 8,000 acres potentially 30,000 acres.
The preferred alternative proved to be a simply plan of “green avenues”, following the historic grid of country roads, with vision and policies encouraging growth in the form of complete, walkable neighborhoods and mixed-use centers. The General Plan incorporates many of the principles of New Urbanism, and provides a policy framework that shapes the form and character of the community while allowing a high degree of land use flexibility.
Attachment 2
73 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Peter VanderWal
Principal | Project Director
Peter VanderWal is an urban planner and designer with over 15 years of professional experience in California. He is the managing principal of Sargent Town Planning, directs our design studio, and regularly manages complex urban projects and multi-disciplinary teams. Having led or contributed to dozens of pedestrian- and transit-oriented urban projects across the full spectrum of size, scale and character, Peter brings a wealth of design and creative problem solving capabilities to each of our projects.
Peter’s current and recent urban project experience includes vision plans, specific plans, area plans, general plans, development codes, and design guidelines for downtowns, mixed-use districts, walkable neighborhoods, and transit-oriented urban corridors across the country. His corridor plan experience includes 2 to 10-mile corridors in Rancho Cucamonga, Palm Desert, Indio, Beverly Hills, San Fernando, Fontana, Moreno Valley, Merced and Oakland, and downtown and town center plans for Indio, Palm Desert, Fontana, San Fernando, Oxnard, Fremont, Paso Robles, San Juan Capistrano, Soledad and numerous others.
Peter’s typical project contributions include leading the development of master plan and public realm design frameworks, street network and public space design, definition of development typologies, directing the preparation of plans and codes, and organizing and directing the work of our collaborators and sub-consultants.
Selected project experience
General Plan Update & Foothill Corridor Plan, Rancho Cucamonga, CA, 2018-2021) In 1998 STP collaborated with Torti Gallas + Partners to prepare a vision plan for 4 miles of Historic Route 66 in the center of the City, including the transformation of the old highway to a city center boulevard, and the evolution of large and small shopping centers to mixed-use centers and urban neighborhoods. The work was initiated to provide a clear physical vision for subsequent zoning code updates to generate high quality, transit-oriented mixed use development. In 2020 the City retained STP to lead the update of the land use and community design element of their general plan, to be followed by the preparation of new form-based zones and objective development standards for the City’s central corridors, centers, districts and neighborhoods. The General Plan Update was unanimously and enthusiatically adopted by the City Council in December, 2021, and has been recognized by the Southern California Association of Governments (SCAG) with their 2022 Sustainability Award for Efficient & Sustainable Land Use.
City Center Corridor Plan (Palm Desert, CA, 2015-2017)
As a sub-consultant to Raimi + Associates and as part of a general plan update, STP led public workshops to define a community vision for a “real city center”, focusing on the historic Highway 111 Corridor. STP prepared a 111 Corridor Area Plan as a chapter of the General Plan, along with a City Center form-based development code and public realm master plan to transform old Highway 111 to Boulevard 111, and and San Pablo Avenue - a very ordinary 4-lane collectore street - into walkable “main streets” for surrounding neighborhoods. The San Pablo Avenue transformation jumped to the top of the City Council’s implementation priorities, and they retained STP to further advance that conceptual design. Construction of the first 1/2 mile is complete and adjoining property and business owners are upgrading their buildings, and the second 1/2 mile of street improvements are now under construction.
EXPERIENCE
Sargent Town Planning
Los Angeles, CA
Managing Principal, Sr Urban
Designer;
2009-Present
Raimi + Associates
Los Angeles & Berkeley, CA
Contract Design Associate, 2009-
2011
Moule & Polyzoides
Pasadena, CA
Designer, 2005-2009
Metroland Media Group
Toronto, Ontario, Canada
G.I.S. & Market Research Analyst,
2003
EDUCATION
Calvin College, Grand Rapids, MI
Bachelor of Arts, Honors, 2005
University of Waterloo,
Waterloo, Ontario, Canada
Urban Planning Co-Op, 2001-2003
SELECTED AWARDS
2022 SCAG Sustainability Award for
Efficient & Sustainable Land Use:
General Plan, Rancho Cucamonga
2020 Driehaus Form-Based Code
Award, Smart Growth America
and Form-Based Codes Institute;
Etiwanda Heights Neighborhood
& Conservation Plan; Rancho
Cucamonga, CA
2018 “Against All Odds” Award (SCAG);
Downtown Corridors Specific Plan;
San Fernando, CA
2017 Driehaus Form-Based Code
Award, Form-Based Codes Institute;
University Neighborhood Code;
Palm Desert, CA
Attachment 2
SARGENT TOWN PLANNING 74
111 Corridor Plan and Downtown Specific Plan (Indio, CA, 2018-2019) As part of a team led by Raimi + Associates, STP led the urban design vision work for a general plan update, including a a new system of Place Type Designations, and focused planning for the Highway 111 Corridor and historic downtown in the center of the City. The General Plan was adopted in 2019, and the City retained STP to prepare a new Downtown Specific Plan and form-based code, adopted in 2020. A central element of the firm’s previous work on the Indio General Plan Update was a vision plan and conceptual designs for transforming Highway 111 from a residual highway with strip commercial development and a failing mall to important avenues including significant amounts of housing, revitalized mall, and mixed-use development within the re-envisioned center of the City. STP is now part of a team preparing a 111 Corridor Specific Plan and form-based code under SB-2 grant funding to help implement diverse housing opportunities that meet the objectives of their RHNA allocation and newly updated Housing Element, and the vision of the new general plan.
General Plan Update & Objective Design Standards (Ontario, CA, 2020-2021) The City of Ontario retained a team led by PlaceWorks with STP leading urban design for major growth areas and mixed-use areas, and to then prepare objective development standards for those areas. The primary focus areas are the historic downtown, the Holt Avenue (Historic Highway 99) corridor, and the I-10 freeway corridor adjacent to Ontario International Airport.
General Plan Update / Downtown Area Plan (Fontana, CA, 2016-2017) As a sub-consultant to Stantec, as part of a general plan update, STP led public workshops to define a community vision for new “Walkable Mixed-Use” place-type designations, and prepared a Downtown Area Plan as a chapter of the new General Plan. That 4 square mile Area Plan included the historic Route 66 Corridor, the historic downtown on the Sierra Avenue corridor, and the Metrolink Station area.
North Tustin Street Specific Plan (Orange, CA, 2021-2022) With SB-2 grant funding, the City of Orange retained a team led STP to prepare a specific plan and form-based code for a 2-mile segment of historic SR 34 in the center of the City. Tustin Street is a historic 6-lane highway, lined with strip shopping centers, two car dealerships, and the Village at Orange shopping mall that has recently lost its original anchor tenants, J.C. Penney and Sears.
The plan is intended to define a vision and form-based objective development standards for the rebirth of the mall as a mixed-use center with significant amounts of housing, and standards for the evolution of the surrounding streets and other properties along the corridor when and if the economy dictates land use changes to preserve and enhance property values.
Village South Specific Plan (Claremont, CA, 2018-present) From a large field of proposers the City of Claremont selected a team led by STP, under a TOD planning grant from Metro, to prepare a plan for an 18-acre expansion of the historic Claremont Village south of the railroad tracks. Plan elements include a community-based vision plan and form-based development code, and Objective Design and Development Standards to predictably implement diverse new housing types in a walkalbe, mixed-use, transit-oriented setting. The Planning Commision unanimously and enthusastically recommended plan adoption on June 1 and Council action is anticipated in the next few weeks.
Form-Based Street Design Guidelines (Pasadena, CA, 2014-2015) With Nelson\Nygaard worked with city staff to prepare comprehensive guidelines for a multimodal street network to preserve neighborhood character and support mixed-use intensification along primary urban corridors.
SELECTED AWARDS
2017 Inland Empire Section
and California State APA Award
Comprehensive Plan, Small
Jurisdiction, General Plan, Palm
Desert, CA; with Raimi + Associates
2015 Outstanding Planning Award
for Comprehensive Planning by a
Small Jurisdiction, California Central
Section APA: Bellevue Corridor Plan,
Merced, CA; STP with Lisa Wise
Consulting, Designer
2014 Pinnacle Award for Public
Space, International Downtown
Association, Lancaster Boulevard
Streetscape Master Plan,
Lancaster, CA, Moule & Polyzoides,
Designer
2011 Award of Merit, Planning
Excellence in Implementation (APA),
Lancaster Boulevard Streetscape
Master Plan, Lancaster, CA, Moule &
Polyzoides, Designer
2016 Award for Comprehensive Plan,
Small Jurisdiction, , East Area One
Specific Plan, Santa Paula, CA
2015 Award for Comprehensive
Plan, Small Jurisdiction; Inland
Empire Section APA; General Plan,
Coachella, CA; STP with Raimi +
Associates, Designer
2015 Award for Comprehensive
Plan, Small Jurisdiction, California
Northern Section APA; North
Bayshore Precise Plan, Mountain
View, CA; STP with Raimi +
Associates, Designer
2012 Grassroots Award for Excellence
in Public Engagement, Northern
California Chapter APA; International
Blvd TOD Corridor Plan, Oakland,
CA; STP with Raimi + Associates,
Designer
2009 Charter Award, Congress for the
New Urbanism;, River North Master
Plan, San Antonio, TX; Moule &
Polyzoides, Designer
2011 Outstanding Focus Issue Award
(APA); Santa Ana Renaissance
Specific Plan, Santa Ana, CA, Moule
& Polyzoides, Designer
Attachment 2
75 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Juan Gomez-Novy
Senior Associate | Project Manager
Juan Gomez-Novy has 25 years of experience in architecture and urban planning, having successfully managed large multi-disciplinary teams for a wide variety of projects including downtown and corridor revitalization, transit-oriented development, urban infill, and greenfield neighborhoods.
Juan’s has managed complex urban planning projects that Sargent Town Planning has led or collaborated in preparing over the past decade, including an award winning general plan update for the City of Coachella, a 1600-acre corridor plan for Merced, a City Center Precise Plan for Fremont, transit-oriented specific plan for downtown San Fernando, and a multimodal station area master plan and Transit Oriented Development (TOD) Zoning for the neighborhoods surrounding Downtown Lancaster.
Just prior to joining STP in 2012, Juan led jthe Fulton Corridor Specific Plan and Downtown Neighborhoods Community Plan, two interlinked plans encompassing over 7,000 acres to guide the revitalization of Fresno’s Downtown and its surrounding pre-World War II neighborhoods. Juan also managed the Uptown/Town Center Specific Plan for the regeneration of 1,100 acres in Paso Robles, and the Ventura Harbor Specific Plan, a 340- acre harbor regeneration plan in Ventura, California. In each of these three projects Mr.
Sargent structured the scope of work, assembled the team and directed the inital phases of the projects in collaboration with Juan, who carried them to completion when Mr. Sargent reestablished his own firm in 2009.
Selected Project Experience
General Plan Update & Objective Design Standards (Ontario, CA, 2020-2022) Juan is leading STP’s work - as a sub-consultant to PlaceWorks - in preparing Objective Design and Development Standards for mixed-use place types for the City of Ontario. STP has collaborated with PlaceWorks and City staff to define a series off mixed-use place types that are correlated with existing land use designations, to link clear physical pattern, form and character criteria with land use types and intensities in areas that are intended to deliver human-scale, pedestrian-oriented, transit-ready places. To systematically implement the vision for a highquality, connective, human-scale public realm, STP is now drafting ODDS that address the topics of street network, block structure, property frontage, and building scale and character.
General Plan Update (Coachella, CA, 2012-2014)
As part of a team led by Matt Burris of Raimi + Associates, and including Fehr & Peers and Mark Teague, Sargent Town Planning led the vision and urban design work to define a preferred alternative land use and circulation plan for this small desert town. With a population of just over 40,000, regional growth projections anticipated that the City’s population would grow to 150,000 by 2035. Accordingly, Coachella needed a plan that provided for orderly, scalable and sustainable growth. And with an existing urbanized area of approximately 8,000 acres and a municipal planning area of almost 30,000 acres, an fiscally sound strategy for infrastructure expansion was critically important. STP defined an structure of urban corridors as the armature for new walkable neighborhoods and mixed-use centers, with policies intended to focus new development in orderly, well-connected phases. The Plan was recognized by the American Planning Association, Inland Empire Section with its 2015 Comprehensive Plan Small Jurisdiction Award.
EXPERIENCE
Sargent Town Planning
Los Angeles, CA
Senior Associate, 2012-2017,
2022-present
JGN Consulting
Pasadena, CA
Principal, 2017-2022
Moule & Polyzoides
Pasadena, CA
Senior Associate, 1997-2012
CERTIFICATION/AFFILIATION
LEED AP
Congress for the New Urbanism
EDUCATION
University of California Los Angeles
Los Angeles, CA
Master of Architecture and Urban
Design, 1997
University of California
Berkeley, CA
Bachelor of Arts, History, 1993
SELECTED LECTURES
New Tools in the Shed: Form-Based
Codes and Community Character
2012 California Preservation Foundation
Conference
Oakland, CA, May 5, 2012
No More Ugly Buildings! Pasadena’s New
Context Sensitive Design Guidelines.
2010 APA California State Conference.
Carlsbad, CA. November, 3, 2010
Form-Based Codes: Alternative
Typologies and Techniques. CNU XVI
Austin. Austin, Texas. April 3, 2008.
SELECTED ARTICLES
With Stefanos Polyzoides. A Tale of
Two Cities: The Failed Urban Renewal
of Downtown Tucson in the Twentieth
Century. Journal of the Southwest,
Volume 45, Numbers 1 and 2, Spring/
Summer 2003
Attachment 2
SARGENT TOWN PLANNING 76
General Plan Update & City Center Area Plan (Palm Desert, 2014-2016) Through a previous strategic plan process, the City had identified a “real city center” for this sprawling suburban desert community as their top priority, and STP led the general plan update team’s work on a vision, a plan and a code to realize that goal. Juan managed STP’s work, including a series of City Center public workshops, and regular meetings with City staff and a steering committee of elected and appointed officials. The plan was prepared and refined in a series of intense, collaborative working sessions with Matt Burris of Raimi + Associates and Fehr & Peers, to define feasible strategies for transforming old Highway 111 to “Boulevard 111”, converting “a rip to a zipper” in the urban fabric of central Palm Desert. The Plan included an ambitious design for a comparable transformation of San Pablo Avenue from a wide minor arterial to a main street, linking the El Paseo shopping district to the Civic Center to the north.
The construction of those improvements is now mostly complete and very well-received by the community. The California Chapter of the American Planning Association recognized the General Plan Update - of which the City Center Plan was a key chapter - with its 2017 Award of Merit, Comprehensive Plan, Small Jurisdiction.
Station Area Master Plan & T.O.D. Zoning (Lancaster, CA, 2012-2015) Under a grant from Los Angeles County Metro, the City of Lancaster retained STP to prepare a Metrolink Station Area Plan, including a new master plan for multi-modal access to the station and for transit-oriented development within a largely undeveloped surrounding100-acre area. STP led a robust community engagement process, reaching out to adjacent disadvantaged communities, with the generous assistance of a local church and communit non-profits. Key objectives were to better connect the station and station area to downtown Lancaster, just to the west of and across the tracks from the station, and to provide new services, affordable housing and multi-modal station access for adjacent neighborhoods. Station access was complicated by the planned construction of the California High Speed Rail line betweeen the station and downtown. STP devised several alternative schemes for ensuring multi-modal connectivity and the plan was accepted in 2013.
Also in 2013, through a competitive RFP process, the City selected STP to prepare form-based zoning for transit-oriented development (T.O.D.) for the station area the historic neighborhoods to the west of the station area and south of downtown Lancaster. That work was funded by a grant fro the Southern California Association of Governments (SCAG). The team worked closely and collaboratively with City staff to integrate the new form-based zoning into the City’s municipal code. The zoning was adopted and City staff has subsequently used those zones as the template for additional form-based zones for walkable neighborhoods and mixed-use centers.
Downtown Corridors T.O.D. Specific Plan (San Fernando, 2014-2018) Under a T.O.D. planning grant from Los Angeles County Metro, the City of San Fernando retained a team led by Sargent Town Planning to prepare a comprehensive update to their 1992 Downtown Corridors Specific Plan. As STP’s project manager, Juan collaborated with Mr. Sargent in leading a comprehensive program of analysis, public engagement, and collaboration with a communit advisory committee and City staff to define a vision for new housing and mixed-use infill development within the Sylmar/San Fernando Metrolink station area. The plan also took into account a planned light rail line connecting across the San Fernando Valley to the Van Nuys Metrolink Station on the Ventura County line - the San Fernando Station is on the Antelope Valley line. Significant community concern regarding new multi-family housing was at odds with the community advisory committee direction, and STP worked closely with City staff to extend the project schedule and outreach process to reach concensus on a plan that had full community support. The Southern California Association of Governments (SCAG) recognized the joint City/ STP efforts with their 2018 Against All Odds Award.
Attachment 2
77 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Andrew Krizman
Senior Associate | Urban Planning & Design / Project Manager Andrew joined Sargent Town Planning in 2019 as a senior associate for urban planning and design. He leads our design team through planning research and analysis to conceptual urban and architectural design, working with the principals to direct the preparation of initial concepts and diagrams, plan alternatives, public space and building typologies, presentations and plan documents of all types.
Since his graduation from architecture school, Andrew has practiced as an independent urban design and planning consultant prior to joining Sargent Town Planning. As a senior designer on large multi-disciplinary teams, he collaborated across disciplines to plan sustainable urban places. He reinforces his practice with rigorous research, and completed a Master of Science in Sustainable Urban Development at Oxford University in September of 2019 as he was joining the firm.
Andrew has balanced his international best practice knowledge with solutions that emerge from the local context in order to meet the needs of public, private, and non-profit clients across four continents. His project experience ranges in scale from medieval building renovation to master plans for neighborhoods, towns, and major American and international metropolitan districts.
Selected Project Experience
Focus Area Planning (Rancho Cucamonga, CA, 2019)
Andrew has been working with City staff and a master developer to refine the design of new transit-oriented development on a former golf course site adjacent to the City’s Metrolink Station. He is also leading he firm’s work in preparing and illustrating Focus Area Plans for 7 additional primary mixed-use centers in which significant land use change and infill development are anticipated.
Highway 111 Corridor Specific Plan, (Indio, CA)
As a senior associate with STP, Michael has been responsible for the conceptual design of neighborhood streets and public spaces, and the conceptual design of a variety of building types, from large mixed-use buildings to townhouses.
Downtown Precise Plan and Form-Based Code (Santa Clara, CA, 2019-2022) Andrew has been STP’s lead desiger in the vision planning and conceptual urban design work for the rebuilding of Santa Clara’s historic downtown, which was tragically demolished in a fit of redevelopment zeal in the 1970s. He has beeen responsible for the conceptual design of downtown streets and public spaces, and the conceptual design of mixed-use buildings, hotels, and housing of various types. He is now leading the firm’s work in preparing selected chapters of the Precise Plan and the Form-Based Code.
Downtown Specific Plan (Indio, CA, 2019)
As a senior designer with STP, Andrew has been responsible for the conceptual design of downtown streets and public spaces, and the conceptual design of mixed-use buildings, hotels, and new passenger rail station.
EXPERIENCE
Sargent Town Planning
Los Angeles, CA
Senior Urban Designer
2019-present
Andrew J. Krizman II
Urban Design & Planning
Brooklyn, NY / Washington, D.C.
2013-2019
Thadani Architects + Urbanists
Washington, D.C.
Urban and Architectural Designer
2014-2018
CERTIFICATION/AFFILIATION
Congress for the New Urbanism
EDUCATION
University of Oxford
Oxford, England
Master of Science in Sustainable
Urban Development, 2019
University of Notre Dame
South Bend, Indiana
Bachelor of Architecture, 2013
Honors Major in Music, 2013
Notre Dame Rome Studies Program
Rome, Italy
2010-2011
SELECTED AWARDS
Chairman’s Special Award, Congress
for the New Urbanism, 2019, for
Seaside Lyceum in Florida, with
TA+U* and DPZ
Honorable Mention, INTBAU and
Driehaus Competition, 2019, Olite,
Spain Plan, with Fairfax & Sammons
Charter Award, Congress for the
New Urbanism, 2017, Land Use
Framework Plan for Westside
Atlanta, with TA+U*
Attachment 2
SARGENT TOWN PLANNING 78
Village South Specific Plan (Claremont, CA, 2019)
Andrew was instrumental in refining urban and architectural design concepts for this 20-acre TOD adjacent to Claremont Village and its Metrolink Station and planned Gold Line Station.
Channel Islands Harbor Visioning (Oxnard, CA, 2020-2021) Andrew has been the project manager and lead designer for the firm’s work for the County of Ventura, working with a citizen’s committee and the City of Oxnard to reenvision this small recreational harbor. For many years the Harbor has been losing businesses and declining in its ablity to draw visitors and customer, and the nearly completed Vision document is based on a circulation framework and infill development types endorsed by the community through extensive virtual engagement and onliine surveys and workshop. STP is preparing to further develop designs and cost estimates for streetscape and waterfront promenade improvements to enable the City of Oxnard and County of Ventura to plan and budget for initial phases of implementation.
Maulhardt Neighborhood Plan (Oxnard, CA, 2020-2021
Andrew is the project manager and lead designer for this new neighborhood in the last remaining large undeveloped site within the City’s Northeast Specific Plan area. Based on a successful virtual community workshop and in collaboration with City staff, the firm has drafted a “sub-neighborhood master plan” as an amendment to the original 1995 Specific Plan. The community design priniciples upon which the Specific Plan is based - and the required findings for amendments to that Plan - were written by Mr.
Sargent under a consulting services contract with the City in 1995.
Health and Wellness District Master Plan (Lancaster, CA, 2019) As a senior designer with STP, Andrew has been preparing 3-D massing models of public spaces and mixed-use buildings for this mixed-use, health-centered district centered on a new Antelope Valley Hospital.
Westside Land Use Framework Plan (Atlanta, GA, 2014-2017)* As part of a large team led by TA+U, prepared a master plan for revitalization of a 1,730-acre area of historic neighborhoods and vacant land adjacent to Downtown Atlanta, including an inclusive community engagement process that included more than 1,000 citizens and stakeholders.
Urban and Architectural Design (Seaside, FL, 2015-2019)* As part of the TA+U* team, prepared urban designs for civic space and infrastructure; architectural designs for civic, commercial, and academic buildings; and master plans for successional growth.
Eastside Neighborhood Master Plan (Savannah, GA, 2018)* As part of the TA+U/CNU Legacy Charrette team, working pro bono for the City of Savannah, conducted a four-day public participatory planning workshop and prepared a neighborhood revitalization plan with infrastructure recommendations and target area proposals.
* Experience while with another firm.
SELECTED AWARDS
Exhibition Selection in Bristol, UK,
International Making Cities Liveable
Council, 2015, Master Plan for Bahia
Muyuyo, Ecuador, with Joanna
Alimanestianu
Excellence in Planning award,
International Society of City and
Regional Planners, 2015, Luhe,
Nanjing Master Plan, with TA+U*
Charter Merit Award, Congress for
the New Urbanism, 2015, Luhe,
Nanjing Master Plan, with TA+U*
International Congress panel
selection, ExpoPlaza Ecuador, 2014,
regarding growth issues facing
Guayaquil
* Thadani Architects + Urbanists,
Washington, D.C.
Attachment 2
79 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
John M. Baucke
Consulting Senior Planner
John M. Baucke serves as a senior adjunct STP staff member for selected project assignments, bringing to our teams broad, deep experience in development economics and feasibilty, coordination and phasing of intrastructure systems with new development, coordination and management of technical sub-consultants’ work, and integration of environmental analysis with planning and design strategies.
John has over four decades of public and private sector experience in land use entitlements, real estate development, and land use and environmental planning, with a particular emphasis on master planned developments, entitlements, rural and greenfield development, community planning and real estate development implementation.
He is known for his leadership and management expertise of large multidisciplinary teams comprising of land use designers and a wide array of technical experts. His background and expertise of architecture and site design, regulatory and environmental requirements, and fiscal and financial feasibility analysis is invaluable in navigating the complexities of planning and development in California today.
John is known as a leader of cutting edge planning implementation strategies, and was an early promoter of agriculture cluster development in California. He was one of the first to engage the use of a form-based code to implement a large scale master development in California - the Hercules Waterfront District Master Plan - in collboration with Sargent Town Planning.
In the public sector as Development Services Director, Assistant Redevelopment Director, and Building Official of the coastal city of Seal Beach, CA, he oversaw the cleanup, restoration and re- entitlement of brownfield infill sites, led the revitalization of the city’s downtown, including the reconstruction of the Seal Beach Pier and restaurant. For the City of Orange, John led the preservation, public improvements and revitalization of the Old Towne area, which includes the National Register Plaza Historic District.
Selected Project Experience
Etiwanda Heights Neighborhood & Conservation Plan (Rancho Cucamonga, 2017-2020) As the Technical Project Manager for a large Sargent Town Planning team, John worked closely with Mr. Sargent to coordinate the work of civil engineering, geologic, hydrologic, transportation, environmental, economic and other subconsultants for this award-winning, 4,400-acre specific plan. The City’s intent for the plan was to enable development of new, walkable neighborhoods and mixed-use neighborhood center within 800 acres of a larger San Bernardino County excess property - previoiusly needed for flood control purposes - while conserving 3,600 acres of publicly and privately owned natural and rural foothill open space adjacent to the San Bernardino National Forest to the north. John coordinated detailed development feasibiliy analysis conducted by specialty sub-consultants, directed an extensive habitat assessment and mitigation strategy, and led the preparation of a robust Transfer of Development Rights program to enable developers within the “neighborhood priority area” to acquire additional density from owners of property in the “conservation priority area. After a long and difficult public engagement process, the City Council unanimously adopted the Plan. The plan recieved a letter of support from the LA-based Endangered Habitats League. John remains under contract to the City for ongoing implementation support. The plan was recognized by the Form-Based Codes Institute with their 2020 Driehaus Award for excellence in form-based coding.
EXPERIENCE
Sargent Town Planning
Consulting Senior Planner, 2012-present
New Urban Realty Advisors, Inc.
Santa Barbara, CA
President & CEO, 2007-Present
Rural By Design Santa Barbara, CA
Principal, 2007-Present
The Bixby Company LLC The Bixby
Ranch Company
Santa Barbara & Seal Beach, CA
Vice-President
City of Seal Beach
Development Services Department
Seal Beach, CA
Director of Development Services,
Deputy Redevelopment Director, &
Chief Building Official
City of Seal Beach
Public Works Department
Seal Beach, CA Principal Planner
City of Orange
Community Development Department
Orange, CA Planner
City of Pismo Beach Planning
Department Pismo Beach, CA Coastal
Planning Aide
EDUCATION
Graduate Studies in Business
Administration/Real Estate Finance &
Real Estate Law
California State University, Long Beach
B.S. in City & Regional Planning School
of Architecture & Environmental Design
California Polytechnic State University,
San Luis Obispo
Certificate Program in Investment Real
Estate
University of California, Irvine
Attachment 2
SARGENT TOWN PLANNING 80
Hercules Waterfront District (Hercules, CA, 1997-2007)
As the Project Director and owner/master developer representative, John led the redevelopment of this 167-acre industrial brownfield (former Dynamite Plant) and degraded wetland located along San Pablo Bay into a new urban district. He formed a multi-disciplinary consulting team of fifteen firms and managed the day-to-day activities in the development and adoption of a Master Plan and form- based code, prepared by Sargent Town Planning. John secured a Prospective Purchaser Agreement with the Department of Toxics Substance Control for the clean-up of the site, and numerous entitlements. He then oversaw the subsequent clean-up, construction and development. When complete, the Hercules Waterfront District will become the largest New Urbanist mixed-use traditional neighborhood development in California, with over 1,687 residential units and 289,500 sf of commercial development (retail, office, and flex-use) in a livework and mixed- use configuration served by a train station and future ferry terminal.
Downtown Addition (City of King, CA, 2008-2022)
As the Project Director and representative of the owner/master developer - in collaboration with David Sargent and Sargent Town Planning - John led the efforts for the Downtown Addition Project - a large-scale, long- term, mixed-use planned development located on 110 acres located east of and adjacent to the historic downtown area of the City of King, California. The Downtown Addition is a new mixed- use, pedestrian-friendly, transit-oriented urban neighborhood founded on the principles of “Smart Growth” and “New Urbanism”. It has been designed to be a truly memorable and livable place where housing, recreation, a neighborhood retail center, and employment opportunities all are integrated into one cohesive whole. Project components include the following: development of up to 650 dwelling units in various configurations of attached and detached forms; up to 190,600 sf of commercial space; approximately 24 acres of open space and parks; and associated public improvements and infrastructure. By an unanimous vote the City Council approved a Vested Tentative Map and an Amendment to the Specific Plan.
To facilitate implementation of the project he negotiated a 35 year Development Agreement which was adopted in August 2014.
Eagle Ranch (Atascadero, CA 2010-2020) *
Mr. Baucke served as a real estate development and entitlement advisor to Eagle Ranch, LLC (a Smith-Hobson entity). Eagle Ranch is a 3,457- acre proposed low density, environmentally sensitive agricultural cluster development that reflects and builds upon the unique rural landscape of Atascadero, CA. Project component include 587 residential units (494 single family lots, 93 multi-family units, 79 of which are senior housing units); 42.4 acre 100-room resort hotel, Village Center, 15,000 square feet of retail space in the Village Center (1.8 acres), 15.2 acres of highway commercial space, 10.7 acre public park, 1.5 acre equestrian staging area, 16.2 miles of trails and 2,510 acres of open space.
Cojo-Jalama Ranch (Santa Barbara County, CA) *
The 24,500 acre ranch, which includes eight miles of coastline surrounding Point Conception, CA, is one of the largest, contiguous coastal zone properties under single ownership in California.
Over the years as the landowner’s representative, He led a number of entitlement efforts and oversaw numerous proposals and activities for the property, including the landmark Bixby Ranch Specific Plan Project in which he managed a large wide-ranging multidisciplinary team of designers, engineers and environmental experts. The Bixby Ranch Specific Plan took into account a complex mix of environmental, regulatory, economic, and cultural resource issues and included:
a 23,000- acre agricultural and habitat conservation district; 490 residences; a 250-room lodge; two Scottish link-style golf courses; a village center; a 20-acre expansion to an existing public beach park; coastal trail; and, an equestrian center. This entitlement effort was terminated by the purchase of a significant portion of the development rights by the U.S. Department of Defense. * Experience not involving Sargent Town Planning. Attachment 2
81 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Michael Mabaquiao
Senior Associate | Urban Planning & Design
Michael is a dedicated architectural and urban designer with over 10 years of experience in traditional community design and urban development encompassing mixed-use, commercial, institutional, residential, and leisure development projects for the private sector. Public sector work includes numerous strategic master plans and form-based codes. Michael has participated in over twenty design charrettes and workshops across the U.S., as well as South and Central America, the Middle East and Asia. A seasoned building designer for residential and mixed-use developments, Michael has worked on numerous multi-family building projects completed throughout the Northeast.
Michael balances his knowledge of timeless best urban practices with solutions that emerge from the local cultures and regions in order to meet the needs of public, private, and non-profit clients around the world. His project experience ranges in scale from designing tiny houses on wheels to regional planning for major cities in the U.S. and abroad.
His responsibilities include conceptual urban and architectural design, design direction of urban projects, planning research, project management, and master plan document supervision and writing.
Selected project experience
Rancho Cucamonga General Plan, (Rancho Cucamonga, CA)
As a senior associate with STP, Michael has been preparing 3-D massing models of public spaces and mixed-use buildings in a reimagining of an existing strip shopping area, serving as a case study for the partial redevelopment of any strip center.
Ontario General Plan, (Ontario, CA)
As a senior associate with STP, Michael has been designing a framework plan for the southern underdeveloped areas known as Ontario Ranch and organizing a Placetype Matrix that will form the foundation of the city’s O.D.D.S. effort.
Highway 111 Corridor Specific Plan, (Indio, CA)
As a senior associate with STP, Michael has been responsible for the conceptual design of neighborhood streets and public spaces, and the conceptual design of a variety of building types, from large mixed-use buildings to townhouses.
North Tustin Street Specific Plan, (Orange, CA)
As a senior associate with STP, Michael has been visualizing and refining urban and architectural design concepts along a nearly two mile stretch of North Tustin Street.
EXPERIENCE
Sargent Town Planning
Los Angeles, CA
Senior Associate, 2021 - present
2019-present
DPZ CoDesign
Miami, FL
Senior Designer, 2017-2021
Torti Gallas + Partners
Washington, DC
Architectural & Urban Designer
2013-2017
Duany Plater-Zyberk Town Planning
Miami, FL
Designer, 2007-2009
CERTIFICATION/AFFILIATION
Congress for the New Urbanism
EDUCATION
University of Notre Dame
Master of Classical Architecture &
Urban Design, 2013
Andrews University
Masters of Architecture, 2007
Andrews University
Bachelor of Architecture, 2006
SELECTED AWARDS
Special Academic Charter Award,
Congress for the New Urbanism,
2014, After Burnham: The Notre
Dame Plan of Chicago 2109, with
Philip Bess and the University of
Notre Dame
Dean’s Award for Architecture and
Urban Design, 2013, for the Master
Plan for Bahia Muyuyo, Ecuador
University of Notre Dame
Attachment 2
SARGENT TOWN PLANNING 82
New Neighborhood in Sweetwater, Master Plan, (Sweetwater, FL, 2021)* As a senior designer on the DPZ CoDesign team, worked on the conceptual design of a half a square mile new community that included a new mixed-use town center, regional medical campus, and hundreds of affordable and senior residential units.
Lakeport Beach, (Lakeport, ON, Canada, 2020-2021)*
As a senior designer on the DPZ CoDesign team, prepared a master plan for a mixed-use beach front resort town and commuter community within the greater Toronto region.
The Land, (Tulsa, Oklahoma, 2020-2021)*
As a senior designer on the DPZ CoDesign team, evolved the existing master plan for a mixed-use community envisioned by a religious community group.
Whale Watch Village, (Depoe Bay, OR, 2020-2021)*
As a senior designer on the DPZ CoDesign team, prepared the master plan for an extension neighborhood that includes a mixed-use town center, work-force and affordable housing, as well as high-end hillside residential.
Distrito Sierra Madre, (San Pedro Garza Garcia, Monterrey, Mexico, 2020- 2021)*
As a senior designer on the DPZ CoDesign team, master planned a multiple neighborhood district at the foothills of the Sierra Madre Mountains. This complex project envisioned a medium-density city with multiple activity nodes surrounded by several mixed-income communities, including schools and public safety services.
Hillsborough, (Metro Manila, Philippines, 2020-2021)*
As a senior designer on the DPZ CoDesign team, helped design a mixed-use neighborhood to serve as a commuter town within the greater Manila region.
Solen-Lorenzo, (Metro Manila, Philippines, 2020-2021)*
As a senior designer on the DPZ CoDesign team, prepared the master plan of two neighboring mixed-use communities south of Manila--one primarily consisting of small-scale residential, the other with a high-density mix of office high rises, mid-rise apartment buildings, as well as a main street pedestrian mall.
Wadi Hanifa Form-Based Code, (Riyadh, Saudi Arabia, 2020)* As a senior designer on the DPZ CoDesign team, worked on the code that will guide the development of hundreds of square kilometers along the drainage basin running throughout the area surrounding the capital city.
Transit Oriented Development, (Riyadh, Saudi Arabia, 2019-2020)* As part of a large team of international designers that included DPZ CoDesign, worked on part of a new master plan reimagining Riyadh as an international destination city as well as a proud nation’s capital.
* Experience while with another firm.
SELECTED AWARDS
Academic Charter Award, Congress
for the New Urbanism, 2007, for
the Master Plan of Saucier, MI, with
Andrew Von Maur and Andrews
University
Award of Excellence, 2005
AIA Southwest Michigan Chapter
Special Academic Charter Award,
Congress for the New Urbanism,
2014, After Burnham: The Notre
Dame Plan of Chicago 2109, with
Philip Bess and the University of
Notre Dame
Dean’s Award for Architecture and
Urban Design, 2013, for the Master
Plan for Bahia Muyuyo, Ecuador,
University of Notre Dame
Academic Charter Award, Congress
for the New Urbanism, 2007, for
the Master Plan of Saucier, MI, with
Andrew Von Maur and Andrews
University
Attachment 2
83 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Elisabet Ollé Amat
Senior Associate | Urban Planning & Design
Elisabet joined Sargent Town Planning in 2021 as an urban designer, planner, and architect with over 10 years of experience. As an Architect and Urban Designer, she has worked in multiple scales designing buildings and master plans for neighborhoods, districts, and cities. Over her professional career, she has worked in several regions such as the US, Europe, the Middle East, and Asia.
In the last few years, she has worked in Transit Oriented Developments, Train Station, and Regenerative Masterplans for Los Angeles, West Hollywood, Compton, Sacramento, San Jose, Las Vegas, Rancho Cucamonga, Tempe and Chicago. She helped the cities and clients understand their assets and challenges while helping connect and empower the community to create a better plan for their neighborhood and City.
In her previous experience, she worked in the Regen Cities initiative, where she helped identify, target, and develop projects that can make communities more equitable and liveable. Inside this initiative, she developed a new urban analysis methodology called ‘Health topography’ it’s an urban MRI that uses all city data to help identify the areas of prosperity and decay within the City, to later help urban planners and designers to identify a catalytic project within the City. This Methodology won the ‘2018 APA Technology Division Smart City Award’.
Elisabet earned her Master’s of Architecture and Urban Design with a project focusing on the future of Sustainable Los Angeles County, called UCLA Grand Challenges.
As a Senior Associate brings her design and critical analysis view to the team, her assignments expand from urban design with a primary intention of adding depth and nuance to the design work and helping on the storytelling of projects.
Selected project experience
Highway 111 Corridor Specific Plan, (Indio, CA)
As a senior associate with STP, Elisabet has been focusing on the storytelling and conceptual design of the documentation and reports for the Specific Plan that will be submitted and approved by the city.
Ontario Place types (Ontario, CA)
As a senior associate with STP, Elisabet is helping define and design the ‘Place Types’ in the City of Ontario, which is areas under categorized Mixed-Use.
North Extension Crenshaw Line - Rail Integration ( WeHo, CA)* As a senior designer at Grimshaw, she worked with the City to help integrate North Extension of Crenshaw Line by studying where will be the best place to locate the Station portals, benefit the City, and protect the City’s current business during the construction process.
Las Vegas HSR Station Masterplan, (Las Vegas, NV)*
As a senior designer, she worked helping the client design a development that will introduce new elements such as a linear park that will help increment the value of the land while still keeping the Train Station as the focal point for the Masterplan. * Experience while with another firm.
EXPERIENCE
Sargent Town Planning
Los Angeles, CA
Senior Associate, 2021 - present
Grimshaw Architects
Los Angeles, CA
Senior Urban Designer, 2019-2021
Skidmore, Owings & Merrill
Los Angeles, Chicago
Architectural & Urban Designer
2016-2019
Skidmore, Owings & Merrill
London,UK
Architect & Urban Designer
2013-2015
Roman Halat Architects
London
Architect & Urban Designer
2012-2013
CERTIFICATION/AFFILIATION
Accredited American Institute of
Certified Planners 2020
32879
Licensed Architect : Spain
55507-1
Licensed Architect : United Kingdom
079512G
EDUCATION
University of California Los Angeles
Master of Architecture & Urban
Design, 2015-16
Architecture School La Salle,
Universitat Ramon Llull
Bachelors and Master of
Architecture 2002-2009
SELECTED AWARDS
2018 APA Technology Division
Smart City Award.
UCLA Fellowship for Architecture
and Urban Design Program,
SELECTED LECTURES
Urbanism Lecture at Sci - Arc, Los
Angeles
Lead an Urban Design Workshop,
Univesrity of Monterey Tech, San
Luis Potosi
Urbanism and Data Lecture at
Universtiy of Southern California,
Los Angeles
Attachment 2
SARGENT TOWN PLANNING 84
Javier Ballesteros Márquez
Associate | Urban Planning & Design
Javier is an talented architectural and urban designer who specializes in the design and illustration of urban building typologies and places. He is a core member of our urban and architectural design team, with a focus on conceptual design and integration of locally calibrated building typologies with networks of pedestrian-oriented multi-modal streets and sustainable open spaces. His responsibilities include design collaboration with our senior staff and preparing illustrations for our vision plans, plan alternatives, and form-based codes and design guidelines.
Javier brings to our team a very strong educational background, and internships with distinguished design and development firms in the U.S. and Spain. After graduating in 2013 with a Bachelor of Science in Architecture from the University of Seville in Spain, he pursued a year of advanced studies at the University of Krakow in Poland, received a Master of Architecture degree from the University of Seville in 2016, and completed the Master of Urban Design program at the University of Notre Dame in South Bend, Indiana in 2019. His professional experience includes design internships with Kriteria Edificación and Spaniarq T10 Team in Seville, Spain and Ryan Companies in Minneapolis, MN.
Selected project experience
Highway 111 Corridor Specific Plan, (Indio, CA)
As an urban designer with STP, Javier has been responsible for the development of conceptual framework designs and the design and research of a variety of unit types that suit into the context. He also worked on the 3D modeling and development of illustrations that convey the ideas proposed.
North Tustin Street Specific Plan, (Orange, CA)
Javier has worked as an urban designer for the project of North Tustin Street in Orange by visualizing and refining the framework plans and studying the building types appropriate for North Tustin Street. He has also provided graphic support and worked with the code and design standards to ensure that the new developments coming to the corridor align with the vision of the city and citizens.
Main Street Redesign & Outdoor Dining Standards (Ventura, CA, 2019) As an urban designer, Javier has worked in collaboration with Andrew and provided support in the visualization and development of the designs in Main Street Ventura. He has also researched the viability of the different alternatives, provided insight about similar projects in Europe and provided graphic support along the process.
Las Crues Masterplan (Las Catalinas, Costa Rica, 2018)* Javier worked in collaboration with Douglas Duany as an urban designer for the envisioned future developments at Las Catalinas in Costa Rica. He made an extent research on the European towns that inspired the developer, worked extensively on the design of the framework and assesSed the developer on the best strategies to phase out the Master Plan.
* Experience while with another firm.
EXPERIENCE
Sargent Town Planning
Los Angeles, CA
Urban Designer, 2019-present
Ryan Companies US. Inc.
Minneapolis, Minnesota
Student Internship, 2018
SPANIARQ T10 TEAM
Sevilla, Spain
Architect, Project manager, 2017
Architect, Project Designer 2016
Kriteria Edificación
Sevilla, Spain
Architect, Project Designer for
design competitions, 2016
EDUCATION
University of Notre Dame
South Bend, Indiana
Master of Architecture and
Urbanism, 2017-2019
E.T.S.A.S. Universidad de Sevilla
Sevilla, Spain
Master of Architecture, 2015-2016
Erasmus Studies (Scholarship)
Krakowska Akademia im Andreja,
Frycza Modrzewskiego
Krakow, Poland, 2013-2014
E.T.S.A.S. Universidad de Sevilla
Sevilla, Spain
Bachelor of Architecture, 2009-2013
SELECTED AWARDS
Special Academic Award,
International Charrete between
GSD Harvard and the University of
Sevilla
Special Academic Award, Notre Dame
Summer School Charrette
Valedictorian at Krakowska
Akademia im Andreja, Frycza
Modrzewskiego
Attachment 2
85 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
STP Professional References
1. Matt Burris, Deputy City Manager
City of Rancho Cucamonga
(909) 477-2700
[email protected]
Mr. Burris was Sargent Town Planning’s client and collaborator in preparing the Coachella General Plan Update (2012-2015), the Palm Desert General Plan Update and City Center Plan (2016-2017), and the Indio General Plan Update (2018-2019), while an associate principal with Raimi + Associates. After becoming a deputy City Manager at the City of Rancho Cucamonga, he has been STP’s client and collaborator for the very difficult and now approved Etiwanda Heights Neighborhood & Conservation Plan, and for the recently adopted Rancho Cucamonga General Plan Update. He has also been STP’s client for a range of additional assignments in Rancho Cucamonga, including a vision plan for the Foothill Blvd/Historic Rte 66 Corridor, Metrolink Station area planning, project design review, and now implementation master plans for 2 of the 9 Focus Areas defined in the General Plan Update.
2. Kevin Snyder, Community Development Director
City of Indio
(760) 541-4255
[email protected]
Mr. Snyder became Indio’s Community Development Director in 2019, after STP had completed work on the City’s General Plan Update and was preparing a new Downtown Specific Plan. Under Mr. Snyder’s leadership, STP conducted community workshops and study sessions with the Planning Commission and City Council to define and confirm the community’s vision for the Downtown, and to prepare a new specific plan document. That plan was adopted in April of 2020, and the City subsequently retained STP as part of a multidisciplinary team to prepare a Highway 111 Specific Plan under and SB-2 grant, based in large measure on the General Plan vision fo the corridor, and on the Downtown Specific Plan which includes a key segment of the corridor. Initial stakeholder interviews and a City Council briefing have been completed and a virtual public workshop is scheduled for late June.
3. Ryan Stendell, Community Development Director (former) City of Palm Desert
(760) 574-9759
[email protected]
In 2015 and 2016 Mr. Stendell was a senior analyst in the City Manager’s office while Sargent Town Planning – as a sub-consultant to Raimi + Associates – led the work on urban pattern analysis and new form-based general plan designations for a General Plan Update. STP also led the public outreach for and preparation of a Highway 111 Corridor/City Center Plan and Form-Based Code. Creating a “real city center” was the City Council’s top priority for the General Plan Update. Mr. Stendell is currently the Director of Public Works for the City of Rancho Mirage.
In 2016 and 2017, while STP was again working for the City - leading the preparaion of the University Neighborhoods Specific Plan for 600 acres adjacent to a new Cal State San Bernardino campus in north Palm Desert - Mr. Stendell was appointed to the position of Community Development Director. The form-based development code for that Plan was recognized by the Form-Based Codes Institute with the 2017 Driehaus Award for excellence in form-based coding. In 2019 STP was retained to advance the conceptual design 1 mile of streetscape improvements to the San Pablo Avenue Corridor. The first 1/2 mile is now complete and the second under construction.
Attachment 2
SARGENT TOWN PLANNING 86
4. David James, Community Development Director (former) City of Tehachapi
(209) 362-0876
[email protected]
In 2006, the City of Techachapi contacted David Sargent to request that he design and lead a public engagement process to determine why community sentiment was very negative in regard to recent new development projects. Mr. Sargent had just transitioned from Sargent Town Planning, LLC to working as a principal for HDR Engineering, and proposed a scope of work to engage the community and analyze existing plans and recent projects to identify the disconnect. The City Council engaged the team and declared a 1-year moratorium on new tract maps in the same meeting. Based on extensive stakeholder engagement, analysis and a week-long community charrette, the team learned that the community’s image of itself was that of “a small mountain town”, and produced a vision plan and Interim Community Design Program based entirely on that simple idea. The report concluded that the new development being so badly received was in compliance with the current general plan and zoning code, both structured to deliver standard suburban spraw, and the team recommended that documents be updated. in 2008, while briefly a senior associate with Moule & Polyzoides, Mr. Sargent was once again retained by the City, to prepare a new general plan, and in 2010 STP was retained part of a team that updated the zoning code with new form-based zones for many parts of town.
Mr. James was a key member of the City team throughout this process, initially skeptical of the dramatic shifts in vision, policy and regulation, but ultimately an enthusastic collaborator.
5. Jeff Lambert, Community Development Director (former) City of Oxnard
(805) 901-4229
[email protected]
Mr. Lambert was Sargent Town Planning’s client for the 2019 Oxnard Downtown Code that provides new form-based zoning and design guidelines for the City’s historic core. Mr. Lambert was previously the firm’s client for a variety of assignments related to form-based code preparation and development design review for major projects throughout Ventura, where STP was on retainer to the City as Consulting Town Architect from 2004- 2014.
Attachment 2
Circlepoint
Firm Profile
Since 1987, Circlepoint has been a guiding force in helping our clients address complex issues and strengthen communities.
Through our Environmental and Communications practice areas, we provide a dynamic combination of strategic advice and focused service. Based in Oakland with offices in San Jose and Orange, Circlepoint is a privately held California corporation and certified Small Business Enterprise (SBE). Each member of Circlepoint’s team is highly skilled in their field and dedicated to creating innovative solutions to complex issues and building a better future for communities. From project planning and environmental review to final design and construction, Circlepoint provides the full circle of resources clients need to successfully reach their goals.
Stacey Miller
Senior Project Manager, Community Outreach
Stacey is a dynamic leader with exceptional problem-solving skills who focuses on understanding client needs and delivering engaging communication strategies. She has over 17 years of professional experience managing project teams, implementing effective communication and outreach strategies, and building rapport amongst the teams to achieve the project goals. Stacey enjoys facilitation – as part of the public outreach process, clientdecision making and project teams and encourages a collaborative process to ensure all voices are heard. Her communication experience is vast from managing marketing campaigns to developing communication strategies, from public surveying to developing engaging informational material, managing web and graphics teams to leading events and
conducting interviews. Stacey is a strong project manager, able to meet tight deadlines and deliver on budget and achieve project goals.
SELECTED EXPERIENCE
Project Manager, Brea Outreach Engagement Platform,
City of Brea
The City of Brea is embarking on a new online engagement platform to keep the community abreast of development,
upcoming projects and long-term planning while involving community members in the process. Shape Brea is about making, building, sustaining, and strengthening connections between our residents and places. Circlepoint designed and developed the engagement site, provided recommendations for effective tools and page elements, implemented the site development, drafted content and delivered a comprehensive promotional plan to support all media and advertising channels for successful site launch. Stacey led the Circlepoint team with all tasks and facilitated client meetings, keeping the project on time and provided strategic support to guide the city with implementing a successful marketing strategy.
Project Manager, Los Angeles Zoo Master Plan, Los
Angeles Zoo & and Botanical Gardens
Years of Experience
17 Education
B.A., Speech Communication,
California State University,
Fullerton, 2002
Certifications
Strategic Communications,
Public Relations Society of
America (PRSA)
Supervisor Certification,
Brandman University
Expertise
Project Management
Brand Development and
Management
Digital Marketing
Video/Visual Marketing
Event Management
Media Relations
Community Engagement
Creative Services
Customer Insights
Work History
Senior Marketing
Communications Project
Attachment 2
CEQA/NEPA
Documentation
• Environmental Impact Reports
• Environmental Impact Statements
• Initial Studies
• Environmental Assessments
• FONSI
• Mitigated Negative Declarations
• Categorical Exclusions
• Categorical Exemptions
Environmental Analysis
• Constraints Analysis
• Visual Impact Assessments
• Community Impact Assessments/
Environmental Justice
• Section 4(f) Evaluation
• Utilities/Public Services
• Interagency Coordination
Environmental
Technical Partnerships/
Strategy
• Biological Resources
• Cultural Resources
• Noise Assessments
• Air Quality
• Greenhouse Gases
• Transportation
• Hazardous Materials
• Hydrology & Water Quality
Environmental
Circlepoint’s environmental practice is molded on an integrated approach to public and private planning projects— environmental evaluation, design, and community outreach. We work closely with planning and design teams to identify environmental constraints early on, focus environmental documents on the important issues, and effectively involve stakeholders to build the support essential to bringing projects to fruition. We work with our clients, ensuring that we are providing a document that captures the correct components that will pave the way for success during and after the entitlement process.
Communications
We help our clients navigate the ever-changing landscape of communications and public outreach to engage stakeholders and community members to ensure broad public participation in long-range planning and policy initiatives. Circlepoint addresses unique challenges and engages intended audiences through highly effective strategies that are designed to “reach people where they live, work and recreate.” We tailor communication strategies to meet program needs, drawing on our expertise in public engagement, marketing, creative services, and web and interactive design. We have broadened our community engagement skills during the COVID-19 pandemic, to ensure equitable and inclusive public engagement for all communities, including communities in need – be it online, in-person, or in a hybrid format.
Public Engagement
• Strategy
• Stakeholder Outreach
• Public Meetings/Workshops
• Event Planning
• Media Relations
• Facilitation
• Construction Communications
• Multicultural
Marketing
• Research
• Strategy
• Messaging
• Behavior Change
• Campaigns
• Advertising
• Email Marketing
• Social Media
Creative
• Branding and Identity
• Graphic Design
• Animation
• Photography/Videography
• Web Design, Development, and
Hosting
• 508 Compliance/Accessibility
• Analytics
Attachment 2
89 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Circlepoint 1
Susan Harden, FAICP,
CNU-A, LEED AP
Managing Principal - Communication
Susan J. Harden, FAICP, CNU-A, LEED AP, has a broad background in community development, engagement, and planning. For over twentyseven years, she has built her career around community-based planning and visioning, striving to create a network of healthier, more livable communities. She has provided community engagement and planning services to public and private sector clients across the country. Susan is the co-author of “Placemaking on a Budget”, designed as a handbook for community members to enhance sense of place. She is a member of the Advisory Board for the Department of Planning & Public Policy at UCI where she also teaches a graduate course on public participation. Susan has also served as a board member of Jamboree Housing, an affordable housing developer, for over ten years.
Prior to her career as a planning and engagement consultant, Susan volunteered with the Peace Corps in Senegal, West Africa and with the AmeriCorps in Kansas City where she worked for a non-profit involved in local sustainable transportation and environmental justice. Her passion has always been and continues to be to directly involve communities in protecting and improving their physical, natural, and social environments.
SELECTED EXPERIENCE
Principal-in-Charge/Project Manager, San Leandro Shoreline Park Community Engagement Plan, Griffin Structures
After years of low-usage and degradation, the City of San Leandro is redeveloping the Marina and Monarch Bay Drive area. The existing Marina will be transformed into a 9-acre park to provide a valuable and accessible amenity to the local community. Engaging equity priority community members is a significant focus of the project. Susan is leading the outreach campaign to inform key stakeholders, the local community and park users of the latest design concept for the park in order to foster public support as the project prepares to enter the final design and construction phase.
Principal-in-Charge/Project Manager, Eastvale 2040 General Plan Update, City of Eastvale
Susan is leading the virtual community engagement process for the City’s general plan update. The process has included a highly interactive website with educational videos, youth engagement exercises, stakeholder interviews, and a variety of engaging polls and surveys. Additionally, we Years of Experience
27 Education
M.E.P., Environmental
Planning, Arizona State
University, 1998
B.A., Architectural
Studies; B.A.,
Environmental Studies,
University of Kansas,
1993
Certifications/
Registrations
American Institute of
Certified Planners, 1999
Certified Main Street
Manager, National Main
Street Center, 2002
Professional Certificate
in Neighborhood
Revitalization,
NeighborWorks America,
2005
Certificate in Dialogue,
Deliberation and Public
Engagement, Fielding
University, 2007
LEED Accredited
Professional, 2008
Congress for the New
Urbanism, CNU-A, 2009
Attachment 2
SARGENT TOWN PLANNING 90
Managing Principal - Communication
Circlepoint 2
have organized and launched a “Clear Vision” expert speaker series which includes a webinar presentation on new planning ideas followed by community dialogue and a series of specific survey questions.
Community Involvement Project Manager, PlanRC General Plan Update, City of Rancho Cucamonga
Rancho Cucamonga embarked on a multi-year planning effort to bring the community together to talk about the future and update the General Plan known as PlanRC. Circlepoint was part of the multi-disciplinary team leading this process in collaboration with the City. The community-based process established a long-term vision and provided policy direction and guidance to residents, City staff, decision-makers, and the broader community. The Plan Update includes a housing element, hazard mitigation plan, and climate action plan, in addition to traditional general plan elements. Susan served as the lead for all engagement and communications aspects of the Plan, along with contributing to the vision, policies, and land use alternatives. The bi-lingual community engagement process included several informational & educational videos, a robust website and online surveys. The team also organized and implemented a number of interactive and highly graphic virtual workshops, meetings, and events using a combination of Zoom, Webex, and Public Input.com.
PlanRC was adopted in December 2021. Circlepoint continues to support the City with implementation of the plan.
Principal in Charge/Project Manager, Ventura General Plan Update, City of Ventura
Susan is serving as the lead facilitator for the City’s General Plan Advisory Committee which meets monthly to guide the planning process. Among the topics that are being addressed by the Committee include housing, resiliency, mobility, and climate change. Susan also facilitated a large-scale virtual community workshop on housing and the housing element.
Circlepoint is also providing support of online engagement activities, popup events, stakeholder meetings and workshops.
Healthy Community and Sustainability Elements, Monterey Park Susan was part of a team that developed two new Elements for the City’s General Plan, funded by a State Sustainable Communities Planning Grant.
A robust community engagement process, including focus groups, workshops, and committee facilitation, along with best practice research, was used to help develop the final policy document. The new Elements focus on policies and programs to promote the health of all Monterey Park residents and increase sustainable practices citywide. Development of the Elements began with an extensive collection and assessment of existing health indicators and health-related data.
Expertise
Public Participation
Programs – Strategy and
Implementation
Facilitation
Training & Education
Urban Planning
Affiliations
Member, California
Planning Roundtable
Board Member,
Jamboree Housing
Member, American
Planning Association
Advisory Board Member,
University of California
Irvine Department of
Planning & Public Policy
Work History
Susan Jackson Harden,
Inc. (2018-2020)
RBF Consulting/Michael
Baker International
(1999 to 2018)
Arizona Department of
Commerce (1996-1999)
Attachment 2
91 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Circlepoint 1
Audrey Zagazeta
Chief Operating Officer/President
Audrey has 22 years of environmental planning experience. She is highly motivated with substantial experience in managing complex environmental documents throughout the State of California. She has successfully managed CEQA and NEPA documents for transportation, transit, mixed-use development, residential, and urban in-fill projects for various public agencies and private developers. Audrey’s strategic approach, excellent management skills, and dedication to client service, compliments her technical capabilities resulting in high-quality legally defensible documents and a well-managed environmental process. She has worked on multiple high-profile complex and controversial projects throughout California where she strategically guided the project to a successful completion.
SELECTED EXPERIENCE
Principal-in-Charge, Diridon Station Area Plan Amendment - Environmental Review, City of San José
The City of San José proposes to amend the DSAP in response to several factors including the arrival of the Downtown West project, which proposes an altered vision for approximately 84 acres of the original DSAP area. Circlepoint has helped the City to refine their desired streamlined approach to CEQA clearance. Audrey serves as the Principalin-Charge and oversees the environmental processes for this project.
Principal-in-Charge, Mesa/Gallup Housing Project CE/EA, City of San José
This project will construct up to 20 dwelling units on a vacant lot located at 1171 Mesa Drive. A CE for an in-fill development project was organized for project-level environmental clearance and an Environmental Assessment (EA) was prepared in the format for projects assisted by the U.S. Department of Housing and Urban Development (HUD). Audrey oversaw the environmental analysis process, including the QA/QC of the document, as well as provided strategic CEQA/NEPA advise to the City and team.
Principal-in-Charge, Gateway Village Project EIR, City of Santa Clara
The Gateway Village project is a transit-oriented, mixed-use development that would be organized like a small village, with residences and shops combined around small courtyards, plazas, and a central public amenity plaza. Implementation of the project would allow the development of up Years of Experience
22 Education
B.S., Environmental Science
California State University,
San José, 1994
Wetland Delineation
Methodology Course,
University of California
Berkeley Extension
Ecological Risk Assessment
Course, University of
California Berkeley
Extension
Expertise
CEQA and NEPA
Documentation
Project Management
Land Use Planning and
Entitlements
Environmental Policy
Affiliations
Committee
Member/Program
Volunteer, WTS South Bay
Programs Committee
Member, San Francisco
Planning & Urban Research
Association (SPUR)
Member, South Bay
Transportation Officials
Association (SBTOA)
Attachment 2
SARGENT TOWN PLANNING 92
COO/Senior Managing Principal Consulting Services
Circlepoint 2
to 476 apartment residences, and approximately 86,000 square-feet of pedestrian-oriented retail and commercial space. Key issues include traffic and greenhouse gas emission impacts. Audrey oversaw the management of the project and served the role of quality assurance/quality control reviewer, as well as strategic leader. She worked closely with the City and design team to ensure a self-mitigating project is prepared to meet the goals of the community and future vision of the City.
Principal-in-Charge, Lawrence Station Area Plan Environmental Impact Report, City of Santa Clara
The Lawrence Station Area Plan proposed a transit-oriented mixed-use neighborhood around the existing Lawrence Caltrain Station in the City of Santa Clara. Circlepoint prepared a programmatic/project-level Environmental Impact Report and provided outreach services for the project. Audrey’s primary role was to oversee the environmental documentation and outreach process. She worked collaboratively with the City and design team to provide strategic advice and a streamlined approach that enabled an efficient and legally defensible process. She was responsible for the quality and readability of the document. The Environmental Impact Report was successfully certified on a 5-1 vote by the City Council.
Project Director, 335 S Winchester IS/MND, Urban Village, City of San José The 30,914 square-foot project site is located within the Santana Row/Valley Fair (SRVF) Urban Village Plan area within a developed area and is designated Mixed Use Commercial. The project applicant is proposing to replace the existing building on site with a four-story commercial development with office and/or retail.
Circlepoint is preparing technical reports including an air, noise, biological, and traffic analysis to support the exemption of the project for a Class 32 categorical exemption (CE) under CEQA Guidelines 15332.
Audrey is overseeing the overall process and providing strategic CEQA advice to the applicant and City.
Project Manager, Circulation Element Update, City of Half Moon Bay The City of Half Moon Bay has prepared an update to the 1992 Circulation Element of its General Plan.
The Circulation Element serves as a blueprint to plan improvements that increase the safety and efficiency of multi-modal travel. Topics addressed in the update include coastal access, bicycle paths, congestion, transit improvements and the trail system in Half Moon Bay. Audrey led the Circlepoint team responsible for preparing CEQA environmental documentation, as well as managed the related public outreach program. This highly controversial project was approved by the Board of Supervisors with a 5-0 vote.
Project Manager, Patterson Ranch Community Plan EIR, City of Fremont The EIR evaluated the proposed development of 428 acres in northern Fremont as a combination of residential, institutional, and open space uses. The project would amend the General Plan designation from Open Space to a combination of Open Space, Low to Medium Density Residential and Public Facility land uses. The development program consists of up to 520 housing units, religious facilities, 14 acres of neighborhood parks, which would be developed on 111 acres. The remaining 316 acres will be retained as open space for eventual donation to public agencies. Pedestrian paths would connect to the Alameda Creek Regional Trail. Audrey was responsible for the day-to-day coordination with City staff, strategic planning and problem solving, management of the budget and schedule, and quality of the EIR. Audrey provided CEQA advice throughout the entitlement process and participated in project meetings.
Principal-in-Charge, Moraga Camino Pablo Subdivision Project, Town of Moraga Circlepoint prepared a general plan and land use policy consistency analysis and supported the developer in processing its project application with the Town. Audrey provided senior level review and direct oversight of the environmental process and was responsible for the overall quality of the document.
Attachment 2
93 CITY OF WATSONVILLE - GENERAL PLAN UPDATE Circlepoint 1 Maily Chu
Senior Project Manager
Maily is a San Jose native that has worked successfully with non-profit organizations, public agencies, and the community at large in northern California for over 15 years. With a background in communications, she has familiarity designing and conducting public surveys, preparing informational materials, coordinating events, and developing communications strategies.
She is currently leading community engagement and public information campaigns for construction projects, land-use development, and transportation initiatives. She specializes in partnership development, public relations, facilitation, creative outreach strategies, and collateral design.
Maily is an advocate for social justice and enjoys supporting activities and utilizing resources that engage and garner community participation in projects that affect their lives.
SELECTED EXPERIENCE
Senior Project Manager, Fair Housing Assessment & 2020-2025 Consolidated Plan Public Outreach Services, Santa Clara County Santa Clara County conducted an Assessment of Fair Housing (AFH) and composed a Consolidated Plan of Action (CPA) to address fair housing issues in the region. An AFH is a study of historical and existing fair housing conditions that result in goals that will be used in the development of Consolidated Plan(s) for the County of Santa Clara. Circlepoint supported the County with public outreach efforts, including the facilitation of stakeholder consultations, community engagement, focus group meetings and pop-up events at local farmers markets. Maily led the outreach meetings which included a variety of community meetings hosted by Santa Clara County and cities, stakeholder consultations with community-based organizations, agencies and so forth. She also led focus groups and staffed pop-up events to help advertise a survey. Maily facilitated many of the meetings and worked closely with Santa Clara Counting Housing to notice, increase awareness, and gather input at these various outreach events.
Senior Project Manager, Berryessa BART Urban Villages, City of San José
The Berryessa BART Urban Village is the first regional transit urban village plan to be completed. Regional transit urban villages are in locations within San José with unique access to major transit facilities. The Berryessa BART Urban Village is planned to accommodate 22,100 new jobs and 4,814 new housing units when fully developed. The City worked with Circlepoint to engage community members and get their input on what should be Years of Experience
15 Education
B.A., English and Asian
American Studies,
University of California,
Berkeley, 2009
National Transit Institute
– Public Involvement in
Transportation DecisionMaking
Expertise
Public Outreach and
Involvement
Facilitation
Project Management
Preparation of
Communications and
Informational Materials
Communication Strategy
Documentation
Development
Event Production
Stakeholder List
Development
Community and
Environmental Justice
Outreach
Attachment 2
SARGENT TOWN PLANNING 94
Senior Project Manager
Circlepoint 2
featured in this new development. Maily supported the City by engaging stakeholders and soliciting feedback at local workshops.
Senior Project Manager, Escondido Village Graduate Residences, Stanford University Stanford University (Stanford) constructed additional graduate student housing facilities in Escondido Village (EV). The project consists of four high-rise buildings providing 2,400 new beds and a two-level underground parking garage that will provide 1,300 parking spaces. Circlepoint provided timely communication of construction activities to staff, students, and the local community. Maily supported Stanford and the construction team in communicating various and complex construction activities during construction which included tree removal, utilities work, installation of construction fencing, and placement of directional signage around the perimeter of the project area and building abatement and demolition.
Senior Project Manager, Stanford Redwood City Campus Communications Stanford University (Stanford) construction of the Redwood City Campus concluded in early 2019 and consisted of four office buildings, outdoor dining areas and plazas, a childcare center, a parking garage, fitness center, and a central energy facility. Circlepoint implemented a communications program to increase awareness and educate community stakeholders and others about the project, construction schedule, upcoming activities, and impacts throughout construction. Maily managed construction communications to ensure that local businesses, Stanford faculty and staff, and community members were apprised of project milestones, mitigations of noise, dust and traffic, and that open communication occurred throughout.
Senior Project Manager, California Avenue Homes Graduate Housing, Stanford University Stanford University demolished four office buildings at the former Stanford Research Park on S. California Avenue in Palo Alto to construct 180 homes for Stanford faculty. Situated on 17 acres, the project consists of 68 detached single-family homes and 112 condominiums being constructed in two, multi-family residence buildings. Circlepoint and Maily oversaw communications activities throughout construction of the new homes, including development and maintenance of the project website, preparation and distribution of project updates and notices, and responding to community questions and concerns related to the project. All 180 homes were completed in early 2019.
Project Manager, Middle Plaza at 500 El Camino Real Construction Communications, Stanford University
Stanford University (Stanford) is constructing housing facilities at 500 El Camino Real in Menlo Park. The project consists of 215 rental units, approximately 145,000 square feet of commercial offices, 10,000 square feet of retail, and a half-acre publicly accessible, but privately-owned plaza. Circlepoint has been contracted to lead the communication of construction activities and public outreach to create a positive community relationship with the site redevelopment effort. Maily oversees the project team to draft and release regular construction updates via the project website and email to communicate upcoming impacts.
Project Manager, Mayfield Place at 2500 El Camino Real, Stanford University Mayfield place is a brand-new apartment community located in Palo Alto. With housing at a premium in the Palo Alto Area, Mayfield Place will provide Palo Alto families earning between 50% - 60% of the Area Median Income with much needed housing options. Circlepoint is managing construction communications activities. Maily manages construction communications by providing a streamlined resource for local businesses, residents, Stanford University, and others to obtain project information, ask questions, and raise concerns while enabling the project team to respond and provide information about upcoming construction activities and potential impacts in an efficient and timely manner.
Attachment 2
95 CITY OF WATSONVILLE - GENERAL PLAN UPDATE Circlepoint 1 Andrew Metzger
Project Manager
Andrew approaches each project from an interdisciplinary perspective fostered by a diverse background including both scientific and artistic training. He is most interested in placemaking and the potential for development to strengthen local communities. An accomplished writer, Andrew enjoys the challenge of synthesizing information from a wide range of technical experts into straightforward and coherent environmental documents.
SELECTED EXPERIENCE
Project Manager, Diridon Station Area Plan Amendment -
Environmental Review, City of San José
The City of San José amended the Diridon Station Area Plan in response to several factors including the arrival of the Downtown West (Google) project, which proposes an altered vision for approximately 84 acres of the original Diridon Station Area Plan area. Andrew played a critical role in synthesizing the complex array of land use changes, development capacity increases, and transportation network adjustments into a clear and concise project description. Given the interplay between Diridon Station Area Plan, San José’s Downtown Strategy 2040 (2018), and the Google Project, Andrew coordinated closely with the City to carry out a unique environmental strategy that factors in all of these moving parts. Additionally, Andrew worked with Air Quality, Transportation, Cultural Resources, and Noise specialists to prepare technical studies to support the environmental document.
Project Manager, 1214 Donnelly Avenue Initial Study/Mitigated Negative Declaration, City of Burlingame
The applicant proposes to replace a mostly vacant lot created by a 2013 fire with a mixed-use development including 14 residential units and approximately 5,000 square feet of ground-floor commercial retail space.
As the Project Manager, Andrew facilitated preparation of the document and coordinated with Air Quality, Noise, and Transportation specialists to prepare supporting technical documentation. Andrew guided the City through new transmittal and public circulation processes necessitated by COVID-19. He also attended Planning Commission and City Council meetings to respond to comments on the environmental document. The project and Initial Study/Mitigated Negative Declaration were unanimously approved by Burlingame City Council in September 2020. approved, a General Plan Amendment to change the site’s designation and zoning, as well as a General Plan Discretionary Approval were warranted.
Years of
Experience
6 Education
B.S., Environmental
Science, Santa Clara
University
Expertise
CEQA and NEPA
Documentation
Interdisciplinary
Communication and
Coordination
Project Management
Research and
Analytical Writing
Report Preparation
Client and Customer
Service
Attachment 2
SARGENT TOWN PLANNING 96
Project Manager
Circlepoint 2
Senior Associate Planner, Ball Estates Environmental Impact Report, Contra Costa County Located in the unincorporated Alamo community, this project proposed to subdivide a 60.5-acre site into 35 residential lots and 40 acres of undeveloped, protected open space. Neighboring residents raised concerns related to inadequate site drainage, construction-period noise, and potential contamination associated with previous agricultural operations. Circlepoint evaluated these issues in an Environmental Impact Report that was certified by the Contra Costa County Planning Commission in August 2019.
Andrew was involved in every aspect of EIR development, drafting resource sections, coordinating publication and public review, responding to community comments, and preparing the Final Environmental Impact Report for County Certification.
Deputy Project Manager, 920 Bayswater Avenue Initial Study/Mitigated Negative Declaration, City of Burlingame
This housing project will introduce 128 new apartment units into downtown Burlingame, with 10 percent of the units designated as affordable housing. As the Deputy Project Manager, Andrew oversaw the Initial Study/Mitigated Negative Declaration from start to finish and served as the lead author.
Deputy Project Manager, 1150 Walsh Avenue SV1 Data Center Initial Study/Mitigated Negative Declaration, City of Santa Clara
Andrew led the writing of an Initial Study/Mitigated Negative Declaration for this data center project located near the Norman Y. Mineta San Jose International Airport. Though the City is home to many similar data centers, this project is the first that would be completed after 2020, which is the horizon year for Santa Clara’s current Climate Action Plan. Andrew coordinated with both the City and the technical leads in order to surmount the challenges that this posed for the greenhouse gas analysis.
Deputy Project Manager, 1095 Rollins Road Apartments Project Initial Study/Mitigated Negative Declaration, City of Burlingame
This housing project will introduce 150 new apartment units just outside of downtown Burlingame, with 15 units affordable for moderate income households. In addition to orchestrating the Initial Study/Mitigated Negative Declaration, Andrew continues to work with the City to address unique challenges such as the recent adoption of a new general plan and the project’s proximity to a major highway.
Associate Planner, Moonlite Lanes Apartments Project Initial Study, City of Santa Clara The project will redevelop the existing AMC Moonlite Lanes Bowling Alley into a new apartment complex comprising 158 dwelling units. The project also includes the construction of a six-level parking structure, with one level below grade, and 268 parking spaces. For the project permit to be Following public circulation, Andrew led the effort to respond to public comments and prepared the final Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program.
Associate Planner, Burlingame 85 California Drive Initial Study/Mitigated Negative Declaration, City of Burlingame
The City of Burlingame received an application to demolish an existing automobile service facility and construct a new, larger automobile service facility for an existing Subaru automobile dealership within the Burlingame Downtown Specific Plan area. Andrew wrote many of the Initial Study sections and headed the production and publication processes for the completed document.
Attachment 2
97 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Joaquin Carrig
Communications Associate
Joaquin is a communications professional with an enthusiastic interest in telling stories in an engaging and relatable manner. He first honed his storytelling abilities working as a video producer at a Chicago sports media outlet, crafting content for digital and television platforms. Now practicing his trade at Circlepoint, Joaquin is expanding his skillset across a variety of communication tools, from public outreach to social media management to website content creation, to best assist project managers and their clients. Having lived in California for several years, he has always had a particular appreciation for the state and believes the work Circlepoint and its clients are doing will help make it a more environmentally sustainable, commutable and accessible place for people from all walks of life to call home.
SELECTED EXPERIENCE
Communications Associate, San Leandro Shoreline Park
Community Engagement Plan, Griffin Structures
After years of low-usage and degradation, the City of San Leandro is redeveloping the Marina and Monarch Bay Drive area. The existing Marina will be transformed into a 9-acre park to provide a valuable and accessible amenity to the local community. Circlepoint is leading the equity-based community engagement process. Joaquin’s role has included drafting a communications and engagement plan, conducting stakeholder research and developing content for the project website, social media, email blasts and flyers. He also staffed pop-up events and was key to organizing and facilitating three community meetings.
Communications Associate, Rancho Cucamonga PlanRC
General Plan Update
Circlepoint is leading a robust virtual community engagement process for the General Plan Update. The bi-lingual process has included educational videos, numerous zoom discussion groups, online surveys, virtual character workshops and more. Joaquin’s primary responsibility was facilitating the production of a 10-minute video feature on the implementation of the General Plan Update. He managed preproduction planning and edited the video feature.
Communications Associate, Eastvale 2040 General Plan
Update
Circlepoint is leading the virtual community engagement process for the City’s general plan update. The process has included a highly interactive Bang the Table website with educational videos, youth engagement Years of Experience
1 Education
B.A., Journalism, Loyola
University of Chicago, 2015
Expertise
Copywriting and Copyediting
Website and Social Media
Management
Video Production
Attachment 2
SARGENT TOWN PLANNING 98
exercises, and a variety of engaging polls and surveys. Key elements of the outreach process have included: Engage Eastvale Website, Community Champion Interviews, Clear Vision Series, and Explore Eastvale campaign (a community-wide audit of Eastvale’s streets and walking conditions). Joaquin drafted social media and e-mail notification copy, drafted notification materials such as flyers and assisted in the preparation of multiple workshops.
Communications Associate, ABAG Regional Housing Technical Assistance Public Engagement
The Circlepoint team developed written and visual content for the Best Practices for Equitable Engagement online document, which will be shared with jurisdictions throughout the Bay Area, to support their community engagement efforts as part of updating their Housing Elements. Additionally, Circlepoint developed and designed a narrated PowerPoint presentation as a supplement to the Best Practices for Equitable Engagement online document. Joaquin copyedited the document and facilitated the production of the PowerPoint presentation.
Kelly & Park Complete Streets Infrastructure Project, City of Carlsbad Carlsbad is working to design roads that will encourage drivers to slow down, improve pedestrian and cyclist safety, and improve access and connectivity to trails, creating "complete streets." One such project is infrastructure improvements along Kelly and Park Drives which includes new landscaping, protected bike and pedestrian paths, improved intersections and a conceptual roundabout. Circlepoint was hired to facilitate a community process to obtain feedback on the options. Joaquin helped plan for the community workshop, provided notetaking and summary development, including review and consolidation of hundreds of online survey responses.
production planning and edited the video feature.
Communications Associate, Eastvale 2040 General Plan
Update
Circlepoint is leading the virtual community engagement process for the City’s general plan update. The process has included a highly interactive Bang the Table website with educational videos, youth engagement Attachment 2
99 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
PlanRC General Plan Update, City of Rancho
Cucamonga
City Rancho Cucamonga, California
Rancho Cucamonga embarked on a multi-year
planning effort to bring the community together to talk about the future and update the General Plan (Plan).
Circlepoint served as the lead for the engagement
and communications aspects of the Plan, along with
contributing to the future land use and design scenarios spearheaded by Sargent Town Planning. The planning
process kicked off just prior to the COVID-19 pandemic
and has been conducted in an entirely virtual manner.
The bi-lingual community engagement process included
several informational & educational videos, a robust
website, and visually engaging online surveys. The team has also organized and implemented several interactive
virtual workshops, meetings, and events using a
combination of Zoom, Webex, and Public Input.com.
Public Engagement Poster Info-graphic
Virtual Public Engagement Attachment 2
SARGENT TOWN PLANNING 100
1 Willowbrook Court, Suite 120
Petaluma, California 94954
Tel: 707-794-0400 Fax: 707-794-0405
www.Illingworthrodkin.com [email protected]
Illingworth & Rodkin, Inc. Firm Description
Founded in 1987, Illingworth & Rodkin, Inc. (I&R) provides a complete range of consulting services in acoustics, hydroacoustics, vibration, and air quality (including greenhouse gases) to governmental agencies, private sector clients, and other environmental and design professionals. The firm has completed over 6,000 projectsin the past 34 years in architectural acoustics, community noise and vibration, industrial noise and vibration control, hydroacoustics, tire/pavement noise research, and air quality studies. The firm is experienced with local, State, and federal environmental regulatory processes. I&R’s main office that will serve the needs of this proposal is located near Petaluma, California.
Air Quality Studies
I&R specializes in the evaluation of air quality, health risks and meteorological effects. The bulk of I&R’s air quality services involves environmental evaluations that are in support of both private and public sector projects. Air quality studies for land use projects to support CEQA/NEPA documents and EIRS are most common. Air quality studies include air pollutant, toxic air contaminant, greenhouse gas emissions, and health risk assessment analyses. Types of projects include specific plans for a variety of land use types, residences, office centers, wastewater treatment facilities, waste management facilities, quarries, and other industrial facilities. The firm also assists local communities in developing air quality policies for incorporation into General Plans. Many projects involve the analysis of air quality impacts from both direct and indirect sources of air pollutants. Indirect sources include transportation facilities, which I&R staff has considerable experience evaluating. Through years of conducting environmental noise and air quality studies for local, state, and federal agencies, the firm has developed considerable experience in dealing with both the technical and policy issues.
While transportation projects can involve considerable air quality technical aspects, the regulatory challenges can also be quite complex. This is especially true in the case with federal projects, where plan conformity issues arise. I&R staff has dealt with these issues on a wide variety of projects ranging from reuse of defense bases, large new freeway projects to simple urban intersection modifications. I&R also has the expertise to perform screening and refined health risk analysis from projects and issues dealing with the siting of sensitive receptors near sources of toxic air contaminants. The firm routinely uses modeling techniques to compute emissions of air pollutants, toxic air contaminants and greenhouse gases. Dispersion modeling using U.S.
EPA’s AERMOD model and historical meteorological data are routinely conducted to support environmental studies.
Noise Assessment and Control
I&R specializes in the assessment and control of environmental noise. The firm provides its services directly to governmental agencies and private sector clients and acts as a sub-consultant to other environmental and design professionals. I&R has completed close to 4,500 projects involving environmental noise, transportation noise studies, industrial noise control, and building acoustics. The firm is considered one of the leading consulting firms in the West Coast that provide a full range of testing and design services for the abatement of transportation noise and vibration. A large number of transportation noise studies ranging from environmental impact assessments to developing comprehensive mitigation measures for residential, commercial and other types of existing and proposed developments have been conducted. While most of the work is conducted in Northern California, the firm has completed projects throughout California and the western United States. I&R combines a strong theoretical and a thorough empirical approach to noise and vibration studies. The firm has extensive experience with the computer models used for transportation noise assessment and staff has been trained in the use of the latest Traffic Noise Model. The firm recognizes the computer models' strengths and weaknesses, and its Principals have consistently emphasized the importance of being "on the ground" in a study area, becoming thoroughly familiar with the various parameters that would affect the noise environment and one's ability to predict future conditions, and conducting thorough and comprehensive measurements to assist in the analysis.
Attachment 2
101 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
H. T. Harvey & Associates Overview
Since 1970, the highly trained ecologists and professionals at H. T. Harvey & Associates have delivered exceptional consulting services to public agencies, private entities, and nonprofit organizations. The expertise of their staff encompasses a wide range of biological and design disciplines required to perform high-quality work on ecological projects. H. T. Harvey applies its expertise in wildlife ecology, restoration ecology, plant ecology, fish and aquatic ecology, and landscape architecture in pursuit of its mission to create ecologically sound solutions to its clients’ complex natural resource challenges. Their senior scientists average 25 years of experience in their respective disciplines, and many are recognized leaders in their fields. Collectively, they have published more than 500 peer-reviewed scientific research papers on a variety of subjects. Today the company includes 10 principals and more than 70 ecologists, landscape architects, and other professionals in six offices in California and Hawai‘i. H. T. Harvey has successfully completed thousands of projects for its clients.
H. T. Harvey & Associates’ Services
H. T. Harvey’s areas of service include:
• Environmental analysis
• Permitting
• Restoration design
• Landscape architecture and planning
• Compliance support
• Conservation planning
• Ecological research
Environmental Analysis
H. T. Harvey & Associates has been preparing sound biological analyses for California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA) documents since the passage of these laws. With an established reputation for using applied science and a track record of crafting successful mitigation measures, H. T. Harvey delivers analyses and recommendations that inspire confidence in decision makers, reviewing agencies, and individuals. They have prepared the biological resources sections for thousands of environmental impact statements (EISs), environmental impact reports (EIRs), and initial studies, assessing the impacts for a wide variety of project types. Projects range from county general plans affecting hundreds of thousands of acres to bridge crossings and small developments, which have potential impacts on specific species. H. T. Harvey & Associates expertly guides clients through the CEQA and NEPA processes by delivering the following services:
• Conducting reconnaissance surveys
• Analyzing environmental challenges during the conceptual design and planning phase • Preparing environmental assessments
• Preparing the biological resources sections of EISs and EIRs • Coordinating among agencies and facilitating public notification and involvement Attachment 2
SARGENT TOWN PLANNING 102
• Stewarding projects through the issuance of final findings and a decision, while meeting disclosure standards
• Assisting state and federal agencies in implementing strategic joint planning efforts, including preparation of joint compliance documents
• Providing third-party technical review of others’ assessments and reports Attachment 2
July 27, 2022 | Page 2
FIGURE 1 GENERAL PLAN EXPERIENCE
Attachment 2
Placeworks
PlaceWorks is one of the West’s preeminent planning and design firms, with approximately 120 employees in six offices.
Formerly known as The Planning Center|DC&E, PlaceWorks’ history dates back over 45 years. PlaceWorks serves both publicand private-sector clients throughout the state in the fields of comprehensive planning, environmental review, urban design, landscape architecture, community outreach, and geographic information systems (GIS). Their multidisciplinary team thrives on working with communities to tackle complex problems and develop workable solutions.
PlaceWorks takes a holistic approach to comprehensive planning projects. The breadth of their experience includes General Plans, housing elements, climate action and resiliency plans, zoning codes, community profiles, and other long-term planning and policy documents. They also have significant experience helping agencies apply for and use grant funding to help implement their projects. Working closely with our clients and stakeholders, we help communities realize their goals while supporting environmental stewardship and sustainable, long-term growth. PlaceWorks has the distinction of having prepared more than 100 general plans for communities throughout California, 18 of which have won awards at the local and state levels from the American Planning Association (APA).
For the Watsonville General Plan Update, one of PlaceWorks’ most experienced principals - with whom STP has very successfully collaborated on previous general plans - has agreed to once again act as a seamless senior member of the STP team. As he did for Rancho Cucamonga’s recently adopted and award-winning PlanRC, Mark Teague’s role in this project will be as editor-in-chief and the central point and processor for all information regarding the General Plan. He and his small team will help STP ensure that the plan speaks with the voice of the community, and is both technically sound and accessible to the public and to decision makers.
His work with STP in crafting a robust general plan will be informed by the implementation strategies developed in conjunction with the land use and urban design element, with the remainder drawn from working in and around the community as part of the update process. From our perspective it is essential that the updated General Plan result in action furthering the goals of the City, to achieve which the implementation techniques must be carefully described and in some cases made ready for adoption. Mark will draw on his years of experience working with residents, owners, and applicants, to ensure that the vision so carefully developed with the community is manifest in the regulations enforced by the City.
Regulations alone will not result in quality development. Rather the intent of the community as expressed in the plan, along with the tools developed as part of this update will work in conjunction with the revised municipal code to inform and direct the future. Mark will have an active role in evaluating the zoning implications of proposed land use changes, and will worki with all departments to identify where changes to policy or procedure would help them further the goals of the general plan.
As the primary editor of the general plan document, it will be Mark’s responsibility to ensure that all members of the team – city and consultant alike – have the information and details they need to help create the comprehensive VISTA-2050 General Plan.
Attachment 2
105 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
MARK TEAGUE, AICP
Managing Principal, Environmental Services
In over 35 years of public- and private-sector experience, Mark has worked throughout California in agencies large and small and is considered an innovative problem solver.
His projects include planned communities, shopping center EIRs, general plan and zoning code updates, impact fees, and public outreach for projects highly scrutinized by the public. Mark is often able to offer a unique approach to meeting a critical goal of a project. His experience as a planning director, staff liaison, and ability to see the whole of the project, ensures that every document meets the need of the client. He has served as on-call extension of staff for numerous cities throughout northern and southern California including Anderson, Mount Shasta, Wildomar and Eastvale.
Mark is also an excellent public speaker and regularly presents at the League of California Cities Planning Commissioner’s Academy on topics such as design guidelines, CEQA compliance, and how to read an EIR. He also teaches planning to staff with a focus on how new legal decisions affect daily activity. Because of his public outreach skills, Mark has helped with projects ranging from Walmart to water-bottling plants and conducted town hall meetings about development services department efficiencies and increases in utility fees.
With a great deal of experience in smaller communities, Mark has experience using available resources to meet the clients needs. Small agencies have the same issues to resolve as larger agencies, what they lack is resources. Using previously prepared studies, data collected for several projects and from different sources as a resource to complete tasks. By talking with the community about an issue, Mark is often able to arrive at solutions using information the agency has already paid for. He is known for recommending solutions that are less expensive and in tune with the community.
HIGHLIGHTS OF EXPERIENCE
CEQA/NEPA COMPLIANCE
» River Crossing Market Place Specific Plan EIR, Redding CA » Addendum to Northeast Quadrant Specific Plan EIR, Dixon CA » Rancho Cucamonga General Plan Update, Rancho Cucamonga CA » 3Roots San Diego Specific Plan and Carroll Canyon Master Plan, Carroll Canyon CA » North School Reconstruction EIR, Hermosa Beach CA
» John Killen/Fox Luggage Warehouse Project IS/MND, Industry CA » Fiesta Island/Mission Bay Park Master Plan, San Diego CA » Residential Care Facility Specific Plan IS/EIR, Solana Beach CA » Temple City General Plan Update EIR, Temple City CA
» Templte City Development Code Update, Temple City CA
» County of Riverside 5th Cycle Housing Element, Rezoning, and EIR, Riverside CA » City of Palm Desert General Plan and EIR, Palm Desert CA » Waterman Gardens Specific Plan Program EIR, San Bernardino CA » La Costa Meadows Elementary School Reconstruction Project, San Marcos CA » University of California, San Diego Instructor Online CEQA Training Courses, San Diego CA
» WRCOG Member Jurisdiction Development Agreement Reconciliation, Riverside CA
EDUCATION
» BA, Political Science, California State
University, Stanislaus
CERTIFICATIONS
» American Institute of Certified
Planners #019631
AFFILIATIONS
» American Planning Association
Team member since 2016
Attachment 2
SARGENT TOWN PLANNING 106
MARK TEAGUE
Principal
[email protected]
STAFF SERVICES
» On-Call Staff Services, Wildomar CA
» On-Call Environmental Staff Services, Eastvale CA
» County of Riverside Transportation and Land Management Agency On-Call Planning Services, Riverside CA
PRIOR EXPERIENCE
» Boulevard Fire Station IS/MND, San Diego CA
» Bandini Industrial Project EIR, Bell CA
» Walmart EIR, Santee CA
» Bell Commerce Center EIR, Bell CA
» Community Plan Continuum, San Bernardino County CA
» Design Guidelines, Mount Shasta CA
» Development Code Update and Addendum, Rancho Cucamonga CA » Enlo Medical Center Expansion EIR, Chico CA
» General Plan Update and EIR, Calimesa CA
» General Plan Update and EIR, Eastvale CA
» Goodman Commerce Center EIR, Eastvale CA
» Housing Element Addendum, Chino CA
» Housing Element Addendum, Twentynine Palms CA
» Housing Element EIR, Riverside County CA
» La Cienega Elementary School EIR, Los Angeles Unified School District » Lakeland Village IS/MND, Riverside County CA
» Oak Creek Canyon EIR, Wildomar CA
» Rancho Palma EIR, San Bernardino CA
» San Gabriel Valley Climate Change Outreach, Southern California Edison » Zoning Code Update, Mount Shasta CA
» General Plan Update, Mount Shasta CA
» Mountaingate at Shasta Lake EIR, Shasta Lake CA
» Nestle Water Bottling Plant EIR, McCloud CA
» Vineyards at Anderson Specific Plan EIR, Anderson CA
» Walmart EIR, Ceres CA
SPEAKING ENGAGEMENTS
» “Planning Fun-Da-Mentals” | 2016 League of California Cities Planning Commissioners Academy | San Ramon, CA
» “Design Adds Value” | 2016 League of California Cities Planning Commissioners Academy | San Ramon, CA
» CEQA Training | July/August 2016 | Imperial County, CA » “How to Read an EIR” | 2015 League of California Cities Planning Commissioners Academy | Newport Beach, CA
» “Design Guidelines vs. Standards” | 2015 League of California Cities Planning Commissioners Academy | Newport Beach CA
TEACHING
» Imperial County CEQA Training, July/August 2016
Attachment 2
107 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
MILES BARKER
Project Planner
Miles works on a variety of projects ranging from CEQA analysis, comprehensive planning, and climate adaptation planning. With a background in city planning and environmental management, and a passion for climate adaptation planning, he seeks to create socially, ecologically, and economically sustainable and resilient communities. Miles also possesses a comprehensive set of technical skills through both his educational and work experience.
Miles is currently managing CEQA analysis for the Glen Paul School Modernization Project and General Plan Updates for Butte County and Yuba City. He has also prepared several safety element updates and vulnerability assessments with the PlaceWorks team. He was the lead preparer of the climate change vulnerability assessments for Riverside County, the Town of Yucca Valley, and the cities of Wildomar, Fountain Valley, Marysville, Yuba City, and Orinda. Miles has assisted in the preparation of several other safety element updates across northern and southern California, as well as the Western Riverside Council of Governments/Resilient Inland Empire Project.
HIGHLIGHTS OF EXPERIENCE
ENVIRONMENTAL PLANNING
» Wildomar Trail Town Center Mixed-Use Project EIR, Wildomar CA » The Greentree Project EIR, Vacaville CA
» Butte County General Plan Update EIR, Butte County CA » Yuba City General Plan Update EIR, Yuba City CA
» Redding General Plan Update EIR, Redding CA
» Lincoln Housing Element Update Addendum, Lincoln CA
» Auburn Housing Element Update Addendum, Auburn CA
» Colfax Housing Element Update Addendum, Colfax CA
» Wildomar Housing Element and Safety Element Update Addendum, Wildomar CA » Rocklin Housing Element and Safety Element Update Addendum, Rocklin CA » Marysville Housing Element Update Addendum, Marysville CA » Loomis Housing Element Update Addendum, Loomis CA
» Rancho Cordova Housing Element Update Addendum, Rancho Cordova CA » South Lake Tahoe Housing Element and Safety Element Update Addendum, South Lake Tahoe CA
» Yuba City Housing Element Update Addendum, Yuba City CA » Arcata Housing Element Update Addendum, Arcata CA
» Eastvale Housing Element Update Addendum, Eastvale CA » Susanville Housing Element Update Addendum, Susanville CA » Anderson Housing Element Update Addendum, Anderson CA » Corning Housing Element Update Addendum, Corning CA
» Pismo Beach Housing Element Update Addendum, Pismo Beach CA » Arroyo Grande Housing Element Update Addendum, Arroyo Grande CA » Laguna Hills Housing Element and Safety Element Update Addendum, Laguna Hills CA
» Yucca Valley Housing Element and Safety Element Update Addendum, Yucca Valley CA
» Yuba County Housing Element and Safety Element Update Addendum, Yuba
EDUCATION
» MS, City and Regional Planning
California Polytechnic State
University, San Luis Obispo
» BS, Environmental Management and
Protection, Humboldt State University
AFFILIATIONS
» American Planning Association
Team member since 2019
Attachment 2
SARGENT TOWN PLANNING 108
MILES BARKER
Project Planner
[email protected]
County CA
» El Dorado County Housing Element Update Addendum, El Dorado County CA » Trinity County Housing Element Update Addendum, Trinity County CA » Mendocino County Safety Element Update Addendum, Mendocino County CA » Grover Beach Housing Element Update Initial Study, Grover Beach CA » Morro Bay Housing Element Update Initial Study, Morro Bay CA » San Dimas Housing Element Update Initial Study, San Dimas CA » San Luis Obispo County Housing Element Update Initial Study, San Luis Obispo County CA
» Imperial County Housing Element Update Initial Study, Imperial County CA » Imperial County Safety Element Update Initial Study, Imperial County CA » Won Meditation-Retreat Center Project Initial Study, Wildomar CA » Grand Avenue Improvement Project Initial Study, Industry CA » Ridgeview High School Project Initial Study, Paradise CA » Glen Paul School Modernization Project Initial Study, Eureka CA » Butte County Climate Adaptation Plan Addendum, Butte County CA » Yucca Valley Native Plant Ordinance EIR Addendum, Yucca Valley CA » Wildomar Zoning Consistency Addendum, Wildomar CA
» Westpark Area High School Project EIR Addendum for Six New Tennis Courts, Roseville CA
» Westpark Area High School Project EIR Addendum for a New Aquatic Center, Roseville CA
» Stadium Support Building Project Exemptions for the Roseville Joint Union High School District (Granite Bay High School, Antelope High School, Oakmont High School, Roseville High School, Woodcreek High School), Granite Bay, Antelope, and Roseville CA
CLIMATE ACTION AND ADAPTATION PLANNING
» Resilient Inland Empire: Regional Climate Adaptation Toolkit and Risk Analysis Integration Plan, Western Riverside County and San Bernardino County » Imperial County Safety Element Update, Imperial County CA » Solano County Safety Element Update, Solano County CA » Riverside County Safety Element Update, Riverside County CA » Placer County Safety Element Update, Placer County CA » Contra Costa County Safety Element Update, Contra Costa County CA » Benicia Safety Element Update, Benicia CA
» Rio Vista Safety Element Update, Rio Vista CA
» Vallejo Safety Element Update, Vallejo CA
» Orinda Safety Element Update, Orinda CA
» Windsor Safety Element Update, Windsor CA
» Yuba City Safety Element Update, Yuba City CA
» Colfax Safety Element Update, Colfax CA
» Marysville Safety Element Update, Marysville CA
» Auburn Safety Element Update, Auburn CA
» Rocklin Safety Element Update, Rocklin CA
» Lincoln Safety Element Update, Lincoln CA
» Tehama Safety Element Update, Tehama CA
» Wildomar Safety Element Update, Wildomar CA
» Fountain Valley Safety Element Update, Fountain Valley CA » Yucca Valley Safety Element Update, Yucca Valley CA
LEADERSHIP
» Graduate Planning Students Association, President, California Polytechnic University, San Luis Obispo, 2018 - 2019
Attachment 2
Attachment 2
Fehr & Peers
Firm Experience
At Fehr & Peers, we are passionate about transforming transportation consulting through innovation and creativity. We derive inspiration by partnering with communities to understand and shape local transportation futures objectively tailored to diverse needs. Clients trust us to help them overcome barriers and uncertainty by combining our advanced expertise with curiosity, humility, and initiative to deliver implementable, data-driven solutions that reinforce community values. From the most straightforward to the most complex, we actively listen to client and community needs and handle every project with diligence and focus.
We differentiate ourselves by investing in research and development to anticipate needs, explore the unknown, and collaboratively imagine a better future. Our culture of applied innovation generates an appetite for new and better ways of approaching problems, motivates us to explore emerging transportation concepts and mobility trends, and inspires us to develop new analytical tools and techniques.
As we grow, our commitment to inclusive, local, and long-term community relationships remains central to our philosophy.
Many of our client relationships are decades long, built on years of listening, understanding, collaboration, and successful outcomes. Our clients have appreciated our long-term commitments to the communities we serve, trusting us as their objective partners in transportation since 1985. Together with our clients, we are motivated by shared success, inclusive partnerships, and the positive impact our work has on the communities we serve.
We purposefully maintain a focus on transportation consulting, serving client needs including the following:
General Plan Experience
Fehr & Peers is very proud of the impact our commitment has had on the communities we have been fortunate to serve.
Fehr & Peers has successfully completed dozens of General Plans throughout the state for many years, including recent General Plan updates in Alameda, Fairfield, Los Gatos, Campbell, South San Francisco, Sacramento, Fountain Valley, Yucca Valley, and Temple City.
• Active Transportation
• Climate & Resilience
• Communications & Engagement
• Data Science
• Emerging Technologies
• Equity in Transportation
• Freight
• Land Use & Transportation
• Parking
• Safety
• Transit Planning
• Transportation Engineering
• Transportation Forecasting &
Operations
Attachment 2
111 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
EDUCATION
Bachelor of Science in Civil Engineering, University of California, Davis, 1999
REGISTRATIONS
Licensed Traffic Engineer, State of California (TR2402)
PRESENTATIONS
VMT Related Presentations:
• 2022 National APA
• 2022 Western ITE
• 2022 CEAC Public Works Officers Institute
• 2022 SBCOG City/County Conference
• 2019 California APA
• 2019 CSU Facilities Conference
Future of Transportation Presentations:
• 2018 SBCTA City/County Conference
• 2017 WRCOG Planning Conference
Parking Presentations:
• 2018 OC Planning Directors Conference
• 2015 OC Planning Directors Conference
• 2011 SCAG Toolbox Tuesday
Emergency Evacuation Assessment – 2022 National APA
Conference
Multi-Modal Levels of Service – ULI SCIC
Innovative Interchange Designs – District 8 Professional Liaison Committee Meeting, 2011
Roundabout Operations and Feasibility – ASCE national
webinar series, 2011 through 2018
Process of Signal Coordination – ASCE national webinar series, 2011 through 2016
ABOUT
Jason D. Pack, P.E., is a Principal with Fehr & Peers located in Southern California. He is actively involved in a wide variety of project work but also finds time to lead the firm’s research and development efforts in Emergency Evacuation assessment. Jason has an extensive background in travel demand forecasting, traffic operations assessment (including micro-simulation assessment), VMT analysis, big data analysis, transit ridership forecasting, and transportation impact studies involving NEPA and CEQA. His focus is to utilize his experience and the technical resources of the company to help clients answer their toughest questions related to mobility.
His recent work has included forecasting and operations assessment for large infrastructure improvements, developing recommendations for SB 743 implementation (California's new requirements to consider VMT as an impact metric under CEQA), assisting agencies with establishing VMT banks/exchanges, emergency evacuation assessment to respond to new legislative requirements (SB 99 and AB 747) and development of innovative transportation policies to assist City's advancing transportation into the future.
PROJECT EXPERIENCE
CEQA/NEPA Assessment
Jason has completed transportation assessments for over 150 projects in support of CEQA or NEPA documentation. These include impact assessment to support negative declarations, transportation sections for EIRs, and transportation sections for EISs or joint EIR/EISs.
Jason has actively been involved in assisting jurisdictions with SB 743 implementation. Example projects are noted below:
• SBCTA SB 743 Countywide VMT SB 743 Implementation
Phase I, CA
• SBCTA SB 743 Countywide VMT SB 743 Implementation
Phase II (VMT mitigation bank/exchange program), CA
• WRCOG VMT SB 743 Implementation Study, CA
Jason Pack, TE
Principal
Attachment 2
SARGENT TOWN PLANNING 112
Matt Haynes, PE, AICP
Principal
EDUCATION
M.S. in Transportation Engineering,
University of California, Berkeley, 2001
M.C.P. in City and Regional Planning,
University of California, Berkeley, 2001
B.S. in Civil and Environmental Engineering
(with honors), University of California, Davis,
1999
REGISTRATIONS
American Planning Association / AICP
Licensed Civil Engineer in CA
AFFILIATIONS
Congress for the New Urbanism
SPUR San José Policy Board
ABOUT
Matt has over 20 years of experience and is an expert in sustainable transportation planning. He has an extensive background in integrated transportation and land use studies, bicycle and pedestrian planning, multimodal corridor studies, and transportation impact analysis. Over the course of his career, Matt has managed numerous multimodal transportation studies, bicycle and master plans, and citywide master planning efforts throughout the state. Matt also directs the firm’s FP Think initiative which focuses on disruptive changes affecting the transportation and mobility sector.
PROJECT EXPERIENCE
Monterey Citywide Transportation and Parking Plan (Monterey, CA) Matt managed the development of a comprehensive circulation analysis and multimodal transportation plan for the City of Monterey. The analysis evaluated opportunities to enhance bicycle, pedestrian, and transit access, as well as to provide an efficient, effective parking program.
Sustainable Santa Cruz County Plan (Santa Cruz County, CA) Matt served as Principal-in-Charge of the Sustainable Santa Cruz County Plan, which envisions an integrated transportation and land use framework for portions of Santa Cruz County between the City of Santa Cruz and Aptos, with a focus on the SR 1 and Soquel Drive corridors.
RWCmoves Citywide Transportation Plan (Redwood City, CA) Matt served as the project manager for Redwood City’s Citywide Transportation Plan, known as RWCmoves. The new Citywide Transportation Plan establishes a strong vision for a safe, multimodal, and accessible transportation system and supports an innovative, solutions-oriented approach to meet the City future mobility needs.
General Plans
Matt has managed or been closely involved in over 10 General Plans throughout the state, including:
• Los Gatos General Plan
• Campbell General Plan
• San José General Plan
• St Helena General Plan
• Petaluma General Plan
Attachment 2
113 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Steve Davis, PE
Principal
EDUCATION
Master of Science, Civil Engineering,
Southern Illinois University Edwardsville, 2005
Bachelor of Science, Civil Engineering,
Southern Illinois University Edwardsville, 2004
REGISTRATIONS
Licensed Civil Engineer, California, #84524
Professional Engineer, Missouri, #2009001071
Professional Engineer, Maryland, #47003
Professional Engineer, Virginia, #0402055335
Professional Engineer (Civil), DC, #PE908201
PUBLICATIONS AND PRESENTATIONS
Mitman, M., Davis, S., et al (2018), “Curbside
Management Practitioner’s Guide,” Institute
of Transportation Engineers
“Introducing ITE's New Curbside
Management Practitioner's Guide,” Institute
of Transportation Engineers Webinar, 2018
“The Rise of the Curb: Expanding Mobility
while Protecting Space,” American Public
Transportation Association Annual Meeting,
2018, Nashville, TN
“The Curbside in the Modern Multimodal
City: Where Literally Everything Comes
Together,” American Planning Association
Webinar, 2019
“Curb Management Guidelines,” Institute of
Transportation Engineers Western District
Annual Meeting, 2019, Monterey, CA
“Managing the Curbside of a Complete
Street,” Metropolitan Transportation
Commission Tech Transfer Seminar, 2020,
San Francisco, CA
ABOUT
Steve is the leader of the Fehr & Peers San José, California office and brings over 17 years of transportation engineering experience. He has developed expertise in many facets of the field, ranging from planning and design to funding to implementation and construction coordination for a vast array of traffic signal, ITS, bicycle, and pedestrian improvements. He has led the development of concept plans and PS&E construction documents for complete streets and active transportation projects for public and private clients throughout the Bay Area. Additionally, Steve has developed a broad expertise in active transportation, transit access and curbside management, including evaluations of supply and demand, design treatments, and coordination with agency staff on policies and implementation. He was a co-author of the ITE Curbside Management Practitioner’s Guide released in late 2018 and is currently working with ITE on an FHWA-funded Curbside Inventory Report and GIS evaluation tool.
PROJECT EXPERIENCE
Watsonville Downtown Complete Streets Plan (Watsonville, CA) Steve managed Fehr & Peers’ role in this study, which involved the development of complete streets design concepts for the City of Watsonville’s downtown area. In additional to participating in outreach activities, Fehr & Peers supported the development and refinement of complete streets design options and performance measures.
State Route 68 Bicycle & Pedestrian Corridor Study (City of Pacific Grove, CA)
Steve was the Fehr & Peers Project Manager for the Pacific Grove State Route 68 Corridor Study which identified improvements to bicycle and pedestrian safety and access along the Highway 68 Corridor in Pacific Grove. The corridor study included an assessment of existing opportunities and constraints as well as conceptual roadway designs which will be used to facilitate subsequent design, environmental review and ultimately construction.
San José Walking Audits (San José, CA)
Fehr & Peers assisted the City of San José on multiple walking audits as part of the OTS grant awarded to the City. Combined with interactive webmaps, Fehr & Peers hosted eight virtual walking audits in which a total of 200 stakeholders participated at the events. Steve oversaw the development of fact sheets summarizing stakeholder input and recommendations, including quick-build opportunities.
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Economic & Planning Systems
The Firm
Economic & Planning Systems, Inc. (EPS) is a land economics consulting firm experienced in the full spectrum of services related to real estate development, the financing of public infrastructure and government services, land use planning, and government organization.
Guiding Principle
EPS was founded on the principle that real estate development and land use-related public policy should be built on realistic assessment of market forces and economic trends, feasible implementation measures, and recognition of public policy objectives, including provisions for required public facilities and services.
Areas of Expertise
• Real Estate Market and Feasibility Analysis
• Land Use Planning and Growth Management
• Public Finance
• Fiscal and Economic Impact Analysis
• Reuse, Revitalization, and Redevelopment
• Real Estate Transactions and Negotiations
• Regional Economics and Industry Analysis
• Open Space and Resource Conservation
• Government Organization
• Transportation Planning and Analysis
• Asset Valuation and Repositioning
Clients Served
Since 1983 EPS has provided consulting services to hundreds of public- and private-sector clients in California and throughout the United States. Clients include cities, counties, special districts, multi-jurisdictional authorities, property owners, developers, financial institutions, and land use attorneys.
Staff Capabilities
EPS professional staff includes approximately 40 specialists in public finance, real estate development, land use and transportation planning, government organization, and computer applications. The firm excels in preparing concise analyses that disclose risks and impacts, support decision making, and provide solutions to real estate development and land userelated problems.
EPS Locations
Oakland, Los Angeles, and Sacramento, California, Denver, Colorado EPS Web Site : www.epsys.com
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117Economic & Planning Systems, Inc. CITY OF WATSONVILLE - GENERAL PLAN UPDATE 2 C:\Users\ElisabetOlléAmat\Sargent Planning Dropbox\Sargent Planning's shared workspace\Marketing\Watsonville GPU\Quals\EPS\221055_EPS_Quals.docx
EPS ROLE IN GENERAL PLANS
EPS, in association with allied planning, civil engineering, transportation, and environmental firms, has been involved in the development of numerous General Plans in California. The firm's integrated approach to land use planning, market research, fiscal analysis, and financial issues results in plans that effectively and efficiently guide future development. EPS General Plan work commonly involves:
1. Market Analysis and Real Estate Development Feasibility Analysis. EPS evaluates market support for various land uses to determine product characteristics, pricing, and market absorption potential. This information informs land use program alternatives and provides key inputs to financial feasibility analyses and infrastructure finance plans. We often prepare pro forma cash flow models to test financial feasibility in light of project costs and required rates of return.
2. Land Use and Socio-Economic Forecasting. EPS combines a thorough working knowledge of land use planning and regulation with real estate and economic expertise to contribute to local and regional growth forecasting. In this context we evaluate both the demographic and economic contexts affecting growth, the opportunities and constraints presented by regional economic fundamentals, and local market considerations. EPS services inform strategies and policies needed to achieve the level and type of development sought as well as to understand the economic impacts of land use and growth control measures.
3. Public Services and Fiscal Impact Analysis. EPS works with local government staff to identify plans for providing police, fire, public works, general government, and other services to proposed development areas. One concern of local governments in considering land use plans and entitlements is whether proposed development will generate a fiscal benefit or detriment. EPS’s fiscal impact models estimate the cost of government services required by new development and the offsetting revenues that the development will generate. Fiscal analysis is useful in fine tuning land use programs and identifying appropriate mitigations.
4. Public Facilities and Infrastructure Financing Analysis. EPS analyzes the feasibility of funding required infrastructure; evaluates the distribution of burden on property owners, developers and other parties; and formulates workable financing programs utilizing the full array of available funding mechanisms. This work seeks to ensure that value created by a development plan will be sufficient to support the cost of public facilities and infrastructure.
5. Economic Development. EPS collaborates with City staff, leverages existing programs and research, engages stakeholders, and identifies potential economic development actions. The process relies heavily on outreach to stakeholders, and focuses on the power of land use planning to generate economic development benefits. Resulting economic development strategies reflect local conditions and priorities, and EPS offers well-reasoned recommendations that focus on achievable actions to meet local goals for economic development.
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EPS KEY PERSONNEL
• Benjamin C. Sigman, Principal, will be EPS Principal in Charge for the engagement and will be responsible for EPS work products, including technical work, deliverables, and correspondence. Ben brings over 20 years of experience providing economic analysis, land use strategy, and real estate advisory services to public, private, not-for-profit, and institutional clients. His experience spans residential, retail, office, industrial, hospitality, entertainment, infrastructure, and open space conservation projects throughout the United States. He has advised on urban infill and brownfield redevelopment as well as large-scale master-planned developments and habitat conservation plans. Ben holds a Bachelor of Arts in Economics from Colby College and a Master of Science in Agricultural and Resource Economics from the University of California, Davis.
• Luke Foelsch, Senior Associate, will serve as the Project Manager for EPS. Luke joined EPS as an Associate in 2019. He brings professional and academic experience in real estate development, economic development finance, public sector planning, and urban spatial analysis. Luke holds a Master of Science in urban and regional planning with concentrations in land use planning and GIS, and a Bachelor of Business Administration in marketing, both from the University of Iowa. He is a member of the American Planning Association and the Congress for New Urbanism.
• Ryan Martinez, Associate, will provide technical analysis and consulting support to the EPS team. Ryan’s portfolio at EPS includes fiscal impact analysis, data analytics, and land use policy. He is currently the project manager for the firm’s engagement with the City of Oakland on its General Plan Update, which includes a study of the City’s industrial lands.
Other Recent project work includes a fiscal impact analysis for the City of San Mateo as part of its General Plan Update Process. Prior to EPS, Ryan worked at Beacon Economics LLC, an economic research firm, where he led their Economic and Revenue Forecasting practice area.
Ryan holds a Bachelor of Arts in Economics and a Bachelor of Science in Statistics with a minor in Mathematics from California State University, East Bay, and an A.A. in Liberal Arts from San Jose City College.
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119 CITY OF WATSONVILLE - GENERAL PLAN UPDATE
Economic & Planning Systems, Inc. One Kaiser Plaza, Suite 1410 Oakland, CA 94612 The Economics of Land Use 510.841.9190 [email protected] www.epsys.com Benjamin C. Sigman
Principal
Education
MS Agricultural and
Resource Economics,
University of California,
Davis, 2003
BA Economics, Colby
College, 1999
Previous Employment
Principal and Vice
President, AECOM (2009-
2011)
Senior Associate,
Economics Research
Associates (2005-2008)
Associate, Economic &
Planning Systems
(2004-2005)
Research Analyst,
Industrial Economics, Inc.
(1998-2002)
Affiliations
Urban Land Institute
ABOUT
Benjamin C. Sigman is a land use economist with over 20 years of experience providing consulting services for public, private, and institutional clients. Ben possesses significant expertise analyzing land use policy and regulation. He authors studies that evaluate real estate market and financial feasibility factors, and offer strategies for financing public improvements. He also conducts economic and fiscal impact analysis of wide-ranging activities, including infrastructure development, commercial operations, and open space management. In his economic development work, Ben brings his land use perspective to guide communities toward competing through quality of place, value creation, and public investment.
Before joining EPS in 2011, Ben worked for AECOM (New York and San Francisco) and Industrial Economics, Inc. (Cambridge, Massachusetts), providing economic analysis and advisory services to private and public clients, including federal, state, and local governments. His work included benefit-cost studies related to land use policy and regulation, and associated litigation support.
SELECTED PROJECT EXPERIENCE
Downtown Watsonville Specific Plan
EPS Principal leading economic and real estate research and analysis in support of the Downtown Watsonville Specific Plan. Early in the process, EPS produced socioeconomic analysis and real estate market research that contributed to the Existing Conditions assessment. During that process Ben has led discussions with the business community. In a later phase of work, Ben led EPS research concerning best practices to avoid displacement and advised the planning team on potential policy options, including participation in a public hearing with the Advisory Committee. Ben currently is working with the planning team to determine implementation steps and is assessing possible funding and financing options for public infrastructure.
City of Dublin Economic Development Element
Senior economist for the City of Dublin’s first economic development strategy. Ben oversaw all aspects of the project including economic and real estate analyses, outreach efforts, and report development. He presented research and findings at numerous public forums, including City Council meetings, Planning Commission meetings, public work sessions, and executive round table events. Since its completion, including the Economic Development Element of the General Plan, the City has been implementing the strategy, including completion of a comprehensive marketing and branding effort for the City.
Palo Alto Comprehensive Plan Update
Senior economist for an extensive fiscal analysis that assessed several scenarios developed to capture the range of possible outcomes of the City’s Comprehensive Plan Update process. The analysis focused on the effect that population and employment growth would have on Palo Alto’s $170+ million Adopted General Fund Operating Expenditure Budget. EPS prepared a unique study methodology to isolate the fiscal impact attributable to residents, workers, and visitors, in addition to impacts by land use category. The work informed selection of the City’s preferred Plan alternative.
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