Agenda packet — Watsonville City Council, October 10, 2023 (part 2 of 10)

DECRIMINALIZATION OF PSYCHOACTIVE PLANTS
Businesses have requested
that the City pass an
ordinance decriminalizing
psychoactive plants such as
mushrooms for research
purposes

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ALLOW HOOPHOUSES

FOR NURSERY PLANTS
 Local regulations do
not allow temporary
structures like hoop
houses on a
permanent basis
 Request to allow
growing of immature
nursery plants in
secured hoop houses
outside on licensed
premises

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WAIVERS TO DISTANCE

REQUIREMENTS
180 feet from property line to
front door

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10/10/23, 10:08 AM Mail - City Council - Outlook
https://outlook.office365.com/mail/[email protected]/inbox/id/AAQkADgyNmIxMGIwLWJiNjktNGY3OS1hNGQ2LTZlNTg1MDA4MTNjZgAQA… 1/1 Cannabis Ordinance Study Session October 10th
Bryce Berryessa <[email protected]>
Mon 10/9/2023 6:06 PM
To:City Council <[email protected]>;cityclerk <[email protected]> Cc:citymanager <[email protected]>
1 attachments (988 KB)
V2. Opposition to Proposed Zoning Changes and Increases in Cannabis Retail Establishments.pdf; Dear City Council Members,
I wish to extend my gratitude for your dedication to revisiting and reassessing the city's existing cannabis ordinance. Your openness to consider adjustments, with an aim to foster a more sustainable and streamlined operating environment for cannabis businesses, is appreciated.

Although many of you and I have yet to meet in person, my engagement with the city's regulatory process is extensive. In 2017, then-mayor Felipe Hernandez honored me with a selection to the cannabis advisory committee. Collaborating closely with city staff, our committee which also included Council Member Parker, was instrumental in offering recommendations to the city council, which helped to shape the regulatory framework our city now follows.

While acknowledging that our current cannabis ordinance isn't perfect and presents certain challenges to businesses, it's noteworthy to mention that it's a product of meticulous years of public engagement and community feedback. As I reviewed the staff report slated for discussion tomorrow, certain recommendations caught our organization's attention. Specifically, we're concerned about suggestions to augment the number of city dispensaries and modify the existing zoning stipulations for our operations. It's vital to remember that these elements were diligently assessed, leveraging comprehensive community input, only a few years prior.

For a more in-depth understanding of our viewpoint, I've enclosed a memo that I kindly request you to peruse before tomorrow's discussion.

I appreciate your consideration,
Bryce Berryessa
(831) 818-2956
President, The Hook Outlet
Managing Member, Grow Co LLC
Board Member, Santa Cruz County Business Council

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MEMORANDUM
To: City Council
From: Bryce Berryessa, Operator of The Hook Outlet
Date: October 9, 2023
Subject: Opposition to Proposed Zoning Changes and Increases in Cannabis Retail Establishments.

Introduction
Dear Council Members, I am reaching out to share my concerns about any proposed amendments to the local cannabis ordinance regarding the potential addition of more dispensaries and alterations to current zoning regulations. As the operator of The Hook Outlet, a licensed dispensary in Watsonville, I am deeply invested in the stability and prosperity of our local cannabis industry. I respectfully request the City Council to consider the following arguments before directing staff to make any decisions that would amend the current zoning or amount of dispensary licenses available in the city.

1. The Nascent State of the Local Cannabis Industry
Our local cannabis retail sector, with The Hook Outlet as a prime example, is still in its early stages, having been operational for less than two years. Rapid changes could undermine businesses that have heavily invested in compliance, infrastructure, and community engagement. Many operators, including The Hook, are bound by long-term commercial leases, making relocation impossible even if zoning changes are approved. Modifying zoning regulations now could disproportionately benefit certain retailers, potentially disadvantaging those who committed to the city's initial framework, trusting in its stability.

2. The Comprehensive Nature of Current Zoning Guidelines Our existing zoning guidelines were meticulously developed over several years, reflecting community feedback, comprehensive study sessions, and diverse input. Prominent community groups, including religious entities and organizations like Community Prevention Partners and Pajaro Valley Prevention and Student Assistance, have expressed reservations about dispensaries in high-traffic commercial areas. The current zoning, which accommodates dispensaries in areas such as Industrial Park, General Industrial, and Visitor Commercial Zoning, was designed to align with community preferences and needs.

3. Understanding the True Intent Behind the Proposed Changes It's vital to acknowledge that the primary proponents of the proposed zoning changes are the city's cannabis retailers. Their objectives align with enhancing their license values and gaining competitive advantages rather than prioritizing Watsonville residents' safe access, well-being, and extensive community input strongly opposing loosening setbacks or more permissive zoning. The City carried out a rigorous application process, granting retail licenses to three local businesses already successfully operating within the cannabis sector in the city. All three

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entities were well-versed with the existing cannabis zoning map and have established their operations within these designated zones. However, two of these three businesses have since either been acquired or amalgamated with external entities, which lack prior operational history within the city. It is these newfound interests that are spearheading the push for a zoning modification, not the residents of Watsonville.

4. Respecting the Established Application Process
All active dispensaries in Watsonville have undergone a rigorous application process, fully aware of the prevailing zoning regulations. These businesses made substantial investments based on the existing rules. Abrupt changes to these regulations as they relate to zoning or the amount of allowable dispensaries in the city could erode these businesses' trust in the city's processes and potentially threaten their operations. It's essential to maintain consistency and fairness in our regulatory approach to support businesses already invested in our community.

5. Evaluating Dispensary Density in Relation to the Customer Base Currently, Watsonville, inclusive of Santa Cruz Mountain Naturals, boasts four dispensaries catering to a population of 51,525. With 30% of this population under the age of 18, the effective customer base stands at one dispensary for every 9,017 eligible consumers.

Introducing just one additional dispensary would shrink this number by 20%, resulting in each dispensary serving a reduced base of approximately 7,213 potential customers. This small population base will make it extremely hard for the city retailers to generate enough revenue to conduct successful and profitable operations.

To put this in perspective, the state of California has an average of two dispensaries for every 100,000 residents. Major cities like San Diego have one dispensary for every 56,000 residents and San Jose has just one dispensary for every 62,500 residents - a significantly lower dispensary-to-population ratio. Increasing the number of dispensaries in Watsonville would also place additional demands on city resources, given the need for increased compliance, inspections, and administrative tasks related to additional licensing.

6. The Competitive Landscape
The competition among cannabis retailers in Watsonville and Santa Cruz County is already intense due to the high density of operators, elevated operating costs, and the persistent black market. Adding more dispensaries will not increase the city's tax revenue but will strain the existing operators and the city's resources.

There are no net benefits to the city to allow for additional retailers beyond what has already been approved.

7. Public Health and Safety
The introduction of more dispensaries in a concentrated area can pose significant public health and safety challenges. While cannabis has therapeutic benefits for many, its misuse or overconsumption can lead to health complications. Moreover, with more outlets, there's a heightened risk of products being sold to or accessed by minors, either directly or indirectly. A surge in dispensaries could also lead to increased vehicular traffic, potentially leading to more accidents or DUI cases. It's paramount that the sale of cannabis products is approached with the utmost responsibility, ensuring they are only accessible to those who use them responsibly and legally.

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8. Impact on City's Image
Watsonville has cultivated a reputation as a city that values family and business, offering a safe and conducive environment for both to thrive. A sudden increase in the number of dispensaries might project an image that the city prioritizes the cannabis business over its long-standing values. Potential residents or businesses considering Watsonville as a destination might be deterred, thinking the city's priorities have shifted. While economic growth is essential, it's crucial to balance it with maintaining the city's established and respected image. This concern was consistent during public input in 2019-2020 as the current ordinance was adopted.

9. Community Character and Integrity
Watsonville's neighborhoods each have unique charm and character, built over years of community effort and shared experiences. These neighborhoods are more than just places to live; they represent a shared history and a promise of a particular quality of life. Introducing dispensaries into these areas could disrupt this delicate balance. It might lead to increased traffic, alter the type of businesses that set up shop in these areas, and potentially change the very fabric of community interactions. As we consider the future of our city, it's vital to ensure that any changes align with and respect the values and preferences of our community members. The community has repeatedly come out against more permissive zoning allowances and a higher number of cannabis businesses in the city when this subject has been thoroughly examined in the recent past.

10. Support for Local Cannabis Operators through Existing Provisions In 2020, after requests for support and more sales channels for local operators, Watsonville enabled cultivators and manufacturers to deliver products directly to consumers, offering an alternative sales channel. This initiative underscores the city's commitment to the broader cannabis industry. Furthermore, current retail dispensaries are mandated to stock a significant portion of locally produced cannabis products as part of their operational permits. This requirement ensures quality and strengthens and promotes local cannabis businesses.

Conclusion
In light of the above points, I earnestly appeal to the City Council and City Staff to reevaluate any proposed amendments to the local cannabis ordinance that would change zoning or increase the number of dispensaries in the city. Our current framework, developed through thoughtful deliberation and extensive community engagement, represents a balanced approach. Rapid changes could destabilize the industry and introduce unforeseen challenges.

It's crucial to prioritize our community and its businesses' long-term well-being over short-term adjustments requested by a small group of special interests. I hope we can continue to collaborate, ensuring any changes are both beneficial and sustainable for all stakeholders.

Thank you for your consideration.

Sincerely,
Bryce Berryessa
The Hook Outlet
[email protected]
(831) 818-2956

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MINUTES REGULAR JOINT CITY COUNCIL, SUCCESSOR HOUSING

AGENCY, SUCCESSOR AGENCY, & PLANNING COMMISSION MEETING September 26, 2023
Hybrid Meeting
City of Watsonville
Community Rooms
275 Main Street, Top Floor
& Remote/Teleconference
4:32 p.m.

1. ROLL CALL
Mayor Montesino, and Council Members Clark, Dutra, Parker, and Salcido (arrived at 4:35 p.m.) were present. Mayor Pro Tempore Quiroz-Carter and Member Orozco were absent.

2. CLOSED SESSION CORRESPONDENCE

3. CLOSED SESSION
(a) Public Comments
(b) Closed Session Announcement:

The City Council recessed the regular meeting to discuss the matters that follow.

3.a. CONFERENCE WITH LABOR NEGOTIATOR
(Government Code Section 54957.6)
Agency Negotiator: Rene Mendez and Nathalie Manning
Employee Organization: Fire Management

3.b. PERSONNEL MATTERS
(Government Code Section 54957)

PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Title: City Manager
5:30 p.m. Joint City Council/Planning Commission

4. ROLL CALL
Mayor Montesino, and Council Members Clark, Dutra, Orozco, Parker, and Salcido were present. Mayor Pro Tempore Quiroz-Carter was absent.

Chair Dodge, and Commissioners Radin and Veitch-Olson were present. Vice Chair Acosta, Commissioners Rojas, Sención, and Vega were absent.

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Assistant City Attorney Bazzano stated the Planning Commission could not convene until a quorum was present.

Mayor Montesino convened the City Council portion of the meeting and stated the Joint City Council/Planning Commission meeting would begin once a Planning Commission quorum was present.

4.a. MOTION TO EXCUSE ABSENT COUNCIL MEMBER(S) (None)

5. PLEDGE OF ALLEGIANCE
City Council 5:43 p.m.

7. ROLL CALL
Mayor Montesino, Mayor Pro Tempore Quiroz-Carter (arrived at 5:48 p.m.) and Council Members Clark, Dutra, Orozco, Parker, and Salcido were present.

Staff members present were City Manager Mendez, City Attorney Zutler, City Clerk Ortiz, Assistant City Manager Vides, Public Works & Utilities Director Lindberg, Police Chief Zamora, Fire Chief Lopez, Administrative Services Director Duran, Community Development Director Merriam, Assistant Community Development Director Meek, Parks & Community Services Director Calubaquib, Library Director Martinez, Deputy City Manager Manning, Police Officer Rodriguez, Principal Planner Orbach, Executive Assistant Castro, Deputy City Clerk Pacheco, and Interpreter Jauregui.

8. INFORMATION ITEMS

8.a. REPORT OF DISBURSEMENTS

8.b. MISCELLANEOUS DOCUMENTS REPORT

9. PRESENTATIONS & ORAL COMMUNICATIONS

9.a. ORAL COMMUNICATIONS FROM THE PUBLIC (2 MINUTES EACH) Gary Richard Arnold expressed concerns with the Association of Monterey Bay Area Governments’ practices and with lack of local control over policies.

Catalina, District 1, expressed concerns with the proposed tiny homes project planned for construction on the Westview Presbyterian Church property and requested residents be given additional opportunities to provide input. She submitted a petition from resident to that effect. Additionally, she requested Pájaro Valley Loaves & Fishes be relocated.

Steve Trujillo, District 7, stated Governor Newsom had signed legislation allowing for construction of low-cost dormitories for Cabrillo College students. He spoke about the CARE court program, which could aid homeless individuals with accessing mental health services and housing and requested Council’s support for the program.

Fidel M. Soto, Santa Cruz Local and Noticias Watsonville, introduced himself to Council and stated he would request interviews with them in the future.

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Public Information Officer (PIO) Pulido spoke about the road improvements that were completed over the past weeks and presented a video recapping the projects Public Works & Utilities completed over the summer.

9.b. ORAL COMMUNICATIONS FROM THE COUNCIL (2 MINUTES EACH) Member Dutra spoke about his participation at the League of California Cities Annual Conference & Expo and the Central Coast Community Energy’s Joint Policy and Operations Board of Directors meeting in Paso Robles. He spoke about the completion of road improvements on Freedom Boulevard and other City roads as well as future projects.

Member Orozco thanked staff for the road improvements that were completed throughout the City and stated she and her family attended the Santa Cruz County Fair.

Member Salcido spoke about the road improvement projects completed by the City and thanked PIO Pulido for her report. She stated she attended the Santa Cruz County Fair and spoke in support of the CARE court program.

Member Parker spoke about the success of the Santa Cruz County Fair and about the restriping and repaving of various roads in the City. She invited the public to attend the District 7 Storm Preparedness Meeting on October 7th.

Mayor Montesino spoke about his attendance to the League of California Cities Annual Conference & Expo, and other events he attended over the past weeks. He thanked staff for all the road maintenance and repairs that had been completed. He welcomed Fidel M.

Soto’s participation in the community.

9.c. REPORT OUT OF CLOSED SESSION
Assistant City Attorney Bazzano stated Council received reports on the items and took no reportable action.

10. CONSENT AGENDA

PUBLIC INPUT
Gary Richard Arnold stated his concerns with the reduction of speaking time to two minutes.

Steve Trujillo, District 7, spoke in support of Item 10.b. and about his participation in activities hosted by the Senior Center.

MOTION: It was moved by Member Dutra, seconded by Member Clark, to approve the Consent Agenda.

Member Dutra spoke in support of Item 10.i. He thanked Lisa Martin for serving on the Personnel Commission and Alicia Danna for her willingness to serve on the Commission.

Member Parker spoke in support of Alicia Danna’s appointment to the Personnel Commission listed under Item 10.i.

Mayor Montesino spoke in support of Item 10.b.

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MOTION: The above motion carried by the following vote.

AYES: MEMBERS: Clark, Dutra, Orozco, Parker, Quiroz-Carter, Salcido, Montesino NOES: MEMBERS: None
ABSENT: MEMBERS: None

10.a. MOTION APPROVING MINUTES OF SEPTEMBER 12, 2023

10.b. RESOLUTION NO. 186-23 (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE AWARDING CONSTRUCTION CONTRACT TO C2 BUILDERS, INC., A CORPORATION, OF ROYAL OAKS, CA, IN THE AMOUNT OF $447,000 FOR THE WATSONVILLE SENIOR CENTER KITCHEN RENOVATIONS, PROJECT NO. CB-23-04; AND AUTHORIZING CITY

MANAGER TO EXECUTE CONTRACT

10.c. UPPER STRUVE SLOUGH ENHANCEMENT PROJECT
1) RESOLUTION NO. 187-23 (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE

AUTHORIZING THE UTILIZATION OF THE INFORMAL BIDDING PROCESS FOR THE UPPER STRUVE SLOUGH ENHANCEMENT PROJECT, NO. SD-23-11092, A

DEPARTMENT OF WATER RESOURCES GRANT FUNDED PROJECT, AS
ALLOWED UNDER WMC SECTION 7-14.09(b)(2) WHEN NO BIDS ARE RECEIVED

THROUGH THE FORMAL BIDDING PROCESS
2) RESOLUTION NO. 188-23 (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE

AWARDING A CONTRACT TO TOP TIER GRADING, LLC, A LIMITED LIABILITY COMPANY, FOR THE UPPER STRUVE SLOUGH ENHANCEMENT PROJECT, NO.

SD-23-11092, A DEPARTMENT OF WATER RESOURCES GRANT FUNDED PROJECT, IN THE AMOUNT OF $299,299; AUTHORIZE THE CITY MANAGER TO EXECUTE THE CONTRACT; AND FIND THE PROJECT EXEMPT FROM REVIEW

UNDER THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) PURSUANT TO CEQA GUIDELINES SECTION 15333

10.d. RESOLUTION NO. 189-23 (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE AWARDING PROFESSIONAL SERVICES CONTRACT TO KOSMONT & ASSOCIATES, INC. DOING

BUSINESS AS KOSMONT COMPANIES, A CORPORATION, FOR ECONOMIC DEVELOPMENT CONSULTING, IN AN AMOUNT NOT TO EXCEED $200,000; AND

AUTHORIZING AND DIRECTING THE CITY MANAGER TO EXECUTE SAME

10.e. RESOLUTION NO. 190-23 (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE ACCEPTING

A CALIFORNIA DEPARTMENT OF TRANSPORTATION (CALTRANS) SUSTAINABLE TRANSPORTATION PLANNING GRANT IN THE AMOUNT OF $390,293 FOR THE CITY OF WATSONVILLE VISION ZERO CORRIDOR STUDY; AUTHORIZING THE CITY

MANAGER TO EXECUTE ALL AGREEMENTS AND AMENDMENTS WHICH MAY BE NECESSARY; AND APPROPRIATING ALL SUCH FUNDS TO THE SPECIAL GRANTS FUND [0260]

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10.f. RESOLUTION NO. 191-23 (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE AUTHORIZING AND DIRECTING THE CITY MANAGER TO ACCEPT A $180,000 REGIONAL EARLY ACTION PLANNING (REAP) GRANT 2.0 FROM THE ASSOCIATION

OF MONTEREY BAY AREA GOVERNMENTS FOR THE IMPLEMENTATION OF GOALS AND POLICIES IN THE DRAFT 6TH CYCLE HOUSING ELEMENT AND TO AUTHORIZE

AND DIRECT THE CITY MANAGER TO EXECUTE DOCUMENTS AND ANY

EXTENSIONS OR AMENDMENTS THEREOF AND ANY SUBSEQUENT CONTRACT

WITH THE ASSOCIATION OF MONTEREY BAY AREA GOVERNMENTS IN RELATION THERETO; AND APPROPRIATING SUCH FUNDS TO THE SPECIAL GRANTS FUND

10.g. RESOLUTION NO. 192-23 (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE RATIFYING THE CITY MANAGER’S EXECUTION OF DOCUMENTS RELATING TO ACCEPTANCE OF THE $475,290 BIPARTISAN INFRASTRUCTURE LAW – AIRPORT INFRASTRUCTURE GRANT (AIG) PROJECT NO. 3-06-0272-024-2023 FROM THE

DEPARTMENT OF TRANSPORTATION, FEDERAL AVIATION ADMINISTRATION (FAA)

FOR THE AIRFIELD SECURITY ACCESS GATE UPGRADE AT THE WATSONVILLE

MUNICIPAL AIRPORT

10.h. RESOLUTION NO. 193-23 (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE RATIFYING THE CITY MANAGER’S EXECUTION OF DOCUMENTS RELATING TO ACCEPTANCE OF THE $83,575 AIRPORT IMPROVEMENT PROGRAM (AIP) PROJECT NO. 3-06-0272- 025-2023 FROM THE DEPARTMENT OF TRANSPORTATION, FEDERAL AVIATION

ADMINISTRATION (FAA) TO PURCHASE A ZERO EMISSIONS VEHICLE AND APPROPRIATING SUCH FUNDS TO THE AIRPORT ENTERPRISE FUND (0730)

10.i. RESOLUTION NO. 194-23 (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WATSONVILLE

APPOINTING ALICIA DANNA TO THE CITY OF WATSONVILLE PERSONNEL COMMISSION FOR DISTRICT 6

11. REPORTS TO COUNCIL – No Action Required

11.a. CITY MANAGER’S UPDATE REPORT
City Manager Mendez spoke about his attendance at the League of California Cities Annual Conference & Expo and UCLA Anderson School of Management’s Economic Forecast Study, which analyzed future potential economic challenges.

Assistant City Manager Vides spoke about the District 7 and Storm Preparation Meeting on October 7 that would include storm preparedness information and resources, and efforts to inform the community.

City Manager Mendez stated the City was working with other organizations to coordinate storm preparation efforts.

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Member Parker thanked City staff for their efforts in organizing the District 7 meeting and spoke about the work being done to prepare for the storm season.

11.b. PRESENTATION BY POLICE CHIEF ZAMORA ON THE EDUCATION, TREATMENT,

PREVENTION, & ENFORCEMENT OF CRIME
In answering Mayor Montesino, Police Chief Zamora spoke about the importance of community engagement and collaboration to help prevent crime.

Member Parker stated collaboration from the entire community was an important factor in crime prevention. She requested Police Chief Zamora present a focused strategy and action plan at a future Council meeting.

In answering Member Parker, Police Chief Zamora stated time and funding are necessary to implement programs and obtain positive results.

Police Chief Zamora answered Member Salcido’s questions regarding crime statistics, programs for youth, services offered to families of those involved in crime, concerns regarding ghost guns, and gun buyback programs.

In answering Member Dutra, Police Chief Zamora spoke about concerns with youth needing additional assistance in school, and the potential lack of support leading them to make incorrect choices.

Member Parker spoke about the benefits that could be obtained with a program dedicated to addressing truancy issues by providing parents with necessary tools to support their children.

In answering Member Orozco, Police Chief Zamora stated that expanding the Caminos Hacia el Éxito Program was being explored and spoke about the purpose of the Chief’s Advisory Board.

Member Orozco suggested that Police send monthly updates to residents, as well as provide information on available resources and spoke about the importance of accessibility, communication, and proactiveness from Police. She requested exploring expansion of programs and services.

Mayor Pro Tempore Quiroz-Carter spoke about poverty as a root cause of violence and the importance of continuing to collaborate with partners to increase capacity of programs.

Public Comment
Steve Trujillo, District 7, expressed concerns with trauma being experienced by the community, the importance of acknowledging and treating mental illnesses, and challenges faced by community members due to lack of education.

Drew Rodgers, District 5, spoke about the role of those deemed to have progressive points of view in advocating for many of the programs Police Chief Zamora spoke about.

Antonio Rivas, District 3, suggested a criminal justice summit involving community members and various organizations to aid in addressing crime and programs for youth.

Martha Victoria Vega, District 2, spoke about budget constraints posing challenges for programs such as Drug Abuse Resistance Education (DARE) and School Resource

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Officers. She spoke about the importance of sports, music, and entertainment options for youth and about collaboration among all community members.

Eli, District 7, spoke about the youth programs available in the past and requested funding be reallocated from Police towards community programs. She requested Police allocate funding to Pájaro Valley Prevention and Student Assistance to fill their need for counselors and disagreed with an earlier speaker regarding the education level of residents.

9.d. MAYOR’S PROCLAMATION RECOGNIZING SEPTEMBER AS CHILDHOOD CANCER

AWARENESS MONTH

9.e. MAYOR’S PROCLAMATION RECOGNIZING ALICIA ZENTENO – Postponed

9.f. MAYOR’S PROCLAMATION RECOGNIZING STARLIGHT ELEMENTARY SCHOOL 7:04 p.m. Joint City Council/Planning Commission

6. REPORTS TO COUNCIL/PLANNING COMMISSION – No Action Required

ROLL CALL
Chair Dodge and Commissioners Radin, Vega, and Veitch-Olson were present. Vice Chair Acosta and Commissioners Rojas and Sención were absent.

Chair Dodge spoke about the City being an example of community policing and challenges faced by Police. He stated he attended a rally in support of Assembly Bill 316 regarding autonomous vehicles with the Teamsters Local 912, spoke about the potential impacts of Artificial Intelligence use and about the importance of addressing the need for workforce housing.

6.a. WATSONVILLE DRAFT 6TH CYCLE HOUSING ELEMENT STUDY SESSION Presentation by Community Development Director Merriam, Principal Planner Orbach, and Kimley-Horn Planning Analyst Bryant De la Torre
In answering Member Dutra, Planning Analyst De la Torre and Community Development Director Merriam spoke about the number of housing units produced by the City for residents of varied income levels in recent years and property owners’ ability to rent homes as low-income units.

Planning Analyst De la Torre, in answering Member Parker, spoke about guidelines for the City to receive credit towards its Regional Housing Needs Allocation (RHNA) requirements, and potential impacts should the State of California determine requirements were not being met.

In answering Member Parker, consultant and City Manager Mendez spoke about the City’s efforts to meet RHNA allocation requirements and potential impacts should State requirements not be met.

Planning Analyst De la Torre, in answering Commissioner Vega, spoke about the potential for building accessory dwelling units (ADUs) to aid with meeting housing allocation requirements.

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Community Development Director Merriam, in answering Mayor Montesino, stated the State had for the first time considered high and low resource areas when assigning RHNA numbers.

Commissioner Vega spoke about the County of Santa Cruz acquiring property in City limits to house various departments, which would allow its employees to avoid needing to commute to work and about the possibility of the City exploring something similar.

Planning Analyst De la Torre and Community Development Director Merriam, in answering Member Parker, stated the City’s size was, to a certain extent, considered for its RHNA requirements.

Mayor Montesino spoke about smaller jurisdictions expressing concerns about high RHNA numbers.

In answering Member Parker, Principal Planner Orbach stated staff was providing detailed information regarding challenges faced by housing developers and the urban limit line during its Housing Element preparation process.

Member Dutra expressed concerns with the urban limit line posing challenges to meet RHNA requirements and for potentially building single family homes.

Member Parker stated the City was in need of businesses that generated revenue.

In answering Commissioner Radin, Planning Analyst De la Torre and Community Development Director Merriam spoke about organizations the City could partner with to assist with housing needs, and the distinction between non-profits and affordable housing developers.

Planning Analyst De la Torre, in answering Chair Dodge, stated Racially Concentrated Areas of Affluence could be designated as such partially due to the rental market.

Planning Analyst De la Torre, in answering Member Radin, spoke about Racially Concentrated Areas of Affluence being impacted by communities with large numbers of houses serving as second homes for wealthy owners.

In answering Member Parker, Assistant City Attorney Bazzano spoke about challenges with attempting to regulate property purchase and ownership to prevent corporations from purchasing housing to manage as rental properties.

Community Development Director Merriam, in addressing Member Parker’s earlier question, stated building more housing would aid with lowering demand and rent prices.

Commissioner Radin spoke about the contrast among economic outcomes in various communities in the area.

Commissioner Vega spoke about the importance of having a variety of activities available for the community, which could bring more revenue into the City.

In answering Commissioner Vega, Community Development Director Merriam spoke about existing housing assistance programs that the City would continue to implement and other programs it wanted to implement to expand access to housing.

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Commissioner Radin spoke about the possibility of continuing to explore ADUs as an avenue to increase housing opportunities.

In answering Member Salcido, Community Development Director Merriam spoke about the timeline for having standard ADU plans ready for use.

Planning Analyst De la Torre and Community Development Director Merriam, in answering Commissioner Vega, spoke about jurisdictions that already had approved ADU plans and challenges with the City completing its own ADU plans within a year.

Commissioner Vega requested staff prioritize completion and approval of ADU plans.

Principal Planner Orbach spoke about staff efforts to have ADU plans drafted and approved.

In answering Member Orozco, Community Development Director Merriam stated the City did not control how many future possible housing units would be available for sale versus rental only.

Principal Planner Orbach, in answering Member Orozco, spoke about challenges with providing purchase options for future housing developments.

In answering Chair Dodge, Community Development Director Merriam spoke about addressing community needs for housing, including single family homes and purchase opportunities, through the General Plan.

City Manager Mendez addressed Member Parker’s questions regarding the State’s focus on jurisdictions meeting RHNA numbers and the City exploring ways of meeting the need for various options for housing.

Member Dutra expressed concerns over funding sources for housing projects restricting the City’s ability to prioritize accessibility for local community members and not receiving RHNA credits for certain projects in City limits.

Commissioner Vega stated her concerns over the prices for housing that was considered low income being too high.

In answering Chair Dodge, Planning Analyst De la Torre spoke about low-income job categories and requirements.

Commissioner Vega requested alternative methods for providing input be given to residents to accommodate those who did not use technology.

Mayor Montesino spoke about the State restricting local control over housing by imposing its own requirements and about challenges with funding housing projects.

Commissioner Radin spoke about the importance of communicating with State representatives to express any concerns with requirements for housing.

Chair Dodge stated concerns with community needs for housing not being met due to various factors.

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Community Development Director Merriam and Principal Planner Orbach answered Member Dutra’s questions regarding potential locations for housing sites.

At Commissioner Vega’s request, Community Development Director Merriam spoke about housing projects that were currently under construction.

Member Parker requested information on current housing projects be made available to Council prior to meetings.

Public Input
Alyssa thanked staff for their work on the Housing Element and spoke in support of focusing on low-income housing and addressing needs at all levels.

City Council

11.c. CRUISING ORDINANCE STUDY SESSION
Presentation by Assistant Police Chief Sims
Mayor Montesino spoke about the reasons he requested a study session on the Cruising Ordinance.

In answering Member Salcido, Assistant Police Chief Sims spoke about efforts to improve safety in the streets surrounding schools and the reasons the cruising ordinance was created.

Assistant City Attorney Bazzano, in answering Member Salcido, spoke about the process for repealing the cruising ordinance.

In answering Member Parker, Assistant Police Chief Sims stated he did not believe enacting a cruising ordinance Citywide would enhance safety and spoke about challenges with enforcing it.

Mayor Pro Tempore Quiroz-Carter provided background information regarding stereotypes on cruising involving Mexican American youth. She spoke in support of repealing the ordinance and about the positive impact of car clubs in the community.

In answering Member Dutra, Assistant Police Chief Sims spoke about the definition of cruising contained in the City’s ordinance and the current state of cruising in the City. He stated there had been no safety concerns with car clubs cruising around the City, but mutual aid could be requested if necessary.

Public Input
Eli, District 7 spoke in support of repealing the cruising ordinance, thanked Mayor Pro Tempore Quiroz-Carter for providing historical context regarding cruising, and spoke about the community advocacy done by car clubs. She requested study sessions on topics including housing to explore the possibility of amending related ordinances.

12. ITEMS REMOVED FROM CONSENT AGENDA – None

13. EMERGENCY ITEMS ADDED TO AGENDA – None

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Vol 65 Min CC092623

14. REQUESTS & SCHEDULING FUTURE AGENDA ITEMS
Mayor Montesino requested an item to address concerns with campers located around schools.

14. ADJOURNMENT
The meeting was adjourned at 9:10 p.m.
______________________________ __
Eduardo Montesino, Mayor
ATTEST:
_____________________ _________
Irwin I. Ortiz, City Clerk

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10/5/2023 11:34:42 AM
C:\Program Files\eSCRIBE\TEMP\11343839412\11343839412,,,RESOLUTION TO ADOPT INVESTMENT POLICY 2023.docx Agenda Report
MEETING DATE: Tuesday, October 10, 2023
TO: City Council
FROM: ADMINISTRATIVE SERVICES DIRECTOR DURAN
THROUGH: CITY MANAGER MENDEZ
SUBJECT: RESOLUTION ADOPTING THE CITY OF WATSONVILLE
INVESTMENT POLICY FOR CALENDAR YEAR 2023
RECOMMENDED ACTION:

It is recommended that the City Council approve a Resolution Adopting the Calendar Year 2023 City of Watsonville Investment Policy.

DISCUSSION:
• The City's Investment Policy and State law recommend that the governing body of the City annually review the Investment Policy. The City of Watsonville Investment Policy was last reviewed and adopted by the City Council in 2022. We have added the California Asset Management Program (CAMP) as a permitted investment to the policy since its last adoption. CAMP is a permitted investment to local agencies and provides a short-term cash reserve portfolio rated at AAAm. It further provides same-day liquidity, competitive yield and interest is paid monthly. • The purpose of the policy is to provide guidelines to the City Treasurer and staff for the investment of idle cash. Funds are invested in a manner that will earn a competitive yield in accordance with the City's needs for liquidity and safety while at the same time maximizing investments earnings. The Investment Policy intent is to ensure and promote investment practices that are consistent with the policy, prudent in nature and that provide for the financial operational needs of the City. • In accordance with the policy the City Treasurer is delegated investment authority by the Council. In this delegated capacity, the City Treasurer may conduct Investment Committee meetings with staff to discuss investment options and provide direction for the investment of idle cash. A quarterly Investment report is prepared by the Finance Department and submitted to the City Council at a regularly scheduled council meeting.

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10/5/2023 11:34:42 AM
C:\Program Files\eSCRIBE\TEMP\11343839412\11343839412,,,RESOLUTION TO ADOPT INVESTMENT POLICY 2023.docx STRATEGIC PLAN:

The recommendation supports the principles used of the Strategic Plan by focusing on the most effective utilization of resources.
4-Fiscal Health
FINANCIAL IMPACT:

None.

ALTERNATIVE ACTION:

The City Council could recommend other investment types or change the portfolio investment percentage limits, but making percentage change limits would deviate from the ones allowed in the government code section 53600 et seq.

ATTACHMENTS AND/OR REFERENCES (If any):

None.

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Reso No. ______ (CM)
Meeting Date: 101023 SWZ ______ RM ______ Finance ______ 1 RESOLUTION NO. (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

WATSONVILLE ADOPTING AND CONFIRMING THE CITY OF
WATSONVILLE INVESTMENT POLICY FOR CALENDAR YEAR 2023

AND DIRECTING THE ADMINISTRATIVE SERVICES DIRECTOR TO

IMPLEMENT THE POLICY

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:

1. Adopting a Resolution confirming the City’s Investment Policy for 2023 does not meet CEQA’s definition of a “project”, because the action does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

2. That the City Council does hereby adopt, confirm, and approve the City of Watsonville Investment Policy for Calendar Year 2023, attached hereto as Exhibit “A,” and incorporated by this reference as its policy for the investment of funds not required for the immediate necessities of the City for the period January 1, 2023, to December 31, 2023.

3. That the Administrative Services Director, in their additional role as City Treasurer1, is hereby directed to comply with and is authorized to do all things necessary to implement such Policy for calendar year 2023.
*********************************

1 Watsonville Municipal Code § 2-3.404

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Exhibit A

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CITY OF WATSONVILLE
INVESTMENT POLICY FOR CALENDAR YEAR 2023

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Exhibit A

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CITY OF WATSONVILLE

INVESTMENT POLICY
Introduction
The investment objective of the City of Watsonville is to ensure the safety and liquidity, while maintaining a competitive yield, of the City's temporarily idle funds.

The purpose of this policy is to provide guidelines to the officers of the City charged with responsibility for investments. This policy and State law (government section 53600 et seq.) govern the execution of the investment responsibility.

The City Council, after each annual review, delegates investment authority to the City’s Treasurer (Finance Director). The Treasurer (Finance Director), under the direction of the City Manager, is responsible for administering the City's investments.

Scope
This policy applies to the investment of all City funds not required for immediate expenditure, excluding proceeds from certain bond issues that are covered by bond documents. The City will concentrate cash and reserve balances from all funds to maximize investments earnings. Investment income will be allocated to funds, other than the General Fund, as required by the funds restrictions, based upon their respective pool participation and in accordance with general accepted accounting principles.

Objectives
Funds of the City will be invested in accordance with California Government code Sections 53600 et. seq. The objectives of the Investment Policy are to meet the short and long-term cash flow demands of the City. The portfolio will be structured to provide the following (in priority order):
1) Safety The safety and risk associated with an investment refers to the potential loss of principal, interest or combination of these items. The City controls credit risk by investing only in specified, quality investments listed in the City's investment policy, which have little chance of principal loss. Interest rate risk or market risk refers to potential economic risk, which occurs when interest rates increase, devaluing the principal of fixed income investments. To limit this risk, the City normally invests in securities with an ultimate maturity of 5 years or less, except as authorized by City Council.
2) Liquidity This concept refers to the ability to raise cash for City operations at any moment. Liquidity achieved by purchasing securities, which are traded by a large number of market makers and have relatively short maturities.

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Exhibit A

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3) Yield Refers to the potential dollar earnings an investment can provide from both interest payments and capital appreciation. To obtain the highest yield, Finance will seek competitive quotes on like investments when purchasing an investment. Yields of investments are to be independently calculated and verified by Finance on all transactions.

It is the City’s intent, at the time of purchase, to hold all investments until maturity.

However, investments may be sold prior to maturity for cash flow purposes or to take advantage of principal appreciation.

Prudence
The standard of prudence to be used by the City Treasurer (Finance Director) or designee shall be the “prudent person” standard and shall be applied in the context of managing an overall portfolio. The City Treasurer (Finance Director) or designee acting in accordance with this investment policy and exercising due diligence shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations are reported to the City Council in a timely fashion and the liquidity and the sale of securities are carried out in an accordance with the terms of this policy.

The “prudent person” standard state that, “Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived from the investment.”
Ethics and Conflicts of Interest
Officers or employees involved in the investment process shall refrain from personal business activity that could conflict with the proper execution and management of the investment program, or that could impair their ability to make impartial decisions.

Employees and investment officials shall disclose any personal financial/investment positions that could be related to the performance of the investment portfolio. Employees and officers shall refrain from undertaking personal investment transactions with the same individual with which business is conducted on behalf of the City.

Delegation of Authority
The Director of Finance, in the capacity of City Treasurer, is designated as the Chief Investment Officer of the City and is responsible for investment decisions and activities, under the direction of the City Manager. The Director of Finance shall develop and maintain written administrative procedures for the operation of the investment program by qualified Finance Department staff, consistent with the Statement of Investment and Portfolio Policy.

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Exhibit A

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No person may engage in an investment transaction except as provided under the terms of this policy and the procedures established by the Director of Finance. The Director of Finance shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials. Use of an investment advisor shall be only under contract approved by City Council.

Investment Committee
There is hereby created an Investment Committee, consisting of the City Manager or their designee, the Director of Finance, Assistant Director of Finance, and investment staff.

Members of the Investment Committee shall serve without compensation, and shall meet as needed. The Investment Committee shall include in its deliberations such topics as:
economic outlook, portfolio diversification, maturity structure, potential risks to the City's funds, authorized depositories, and selection of banks and primary dealers.

Safekeeping
All securities shall be kept in the custody of the City or by a qualified safekeeping institution. If securities are kept by a safekeeping institution, the City shall have access to buy and sell such securities independently of any broker.

Delivery vs. Payment
All trades of market securities will be executed by delivery versus payment (DVP) to ensure that securities are deposited in an eligible institution prior to the release of funds.

Authorized Financial Dealers and Institutions
The City shall transact business only with banks, associations, and with broker/dealers licensed by the State of California.

Authorized Investment Types
This approach affords the City a broad spectrum of investment opportunities allowable under current State of California law (Government Code 53600 et seq.). Investments shall be made only in securities for which market value information is generally available.

Investments may be made in the following instruments:

Portfolio
Limit Investment Type
No limit Securities of the US government or its agencies No limit Local Agency Investment Fund (State Pool) demand deposits No limit Passbook savings account demand deposits
No limit Debt of the City of Watsonville
No limit California Asset Management Program (CAMP JPA)

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Exhibit A

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20% Money Market Mutual Fund – (funds containing securities issued or guaranteed by the U.S. Government; fund dollar-weighted average maturity of ninety (90) days or less, with no single instrument with more than thirteen (13) months, and consist only of dollardenominated securities) 20% Repurchase agreements (repos) for a term of one year or less 30% Certificates of Deposit (or time deposits) placed with commercial banks or like institutions such as credit unions. Certificates of deposit in financial institutions with local branches shall be made only to the extent warranted by the offered yield, liquidity and safety compared to that available from other institutions.
30% Negotiable Certificates of Deposits issued by nationally or statechartered commercial banks, federally insured credit unions, or the state licensed branch of a foreign bank.
40% Bankers Acceptances not to exceed 180 days maturity; no more than 30 percent of the City's surplus funds may be invested in any one commercial bank.
25% Commercial Paper of corporations having total assets of $500 million or more and having an "A" or higher rating for the issuer's debt from Moody's or Standard & Poor's, not to exceed 270 days in maturity and the City shall not purchase more than 10%of the outstanding commercial paper of any one issuer.
30% Medium term corporate notes, with a maximum 5-year maturity.

Prohibited Investment Types
In accordance with Section 53601.6 of the California Government Code, the City shall not invest any funds in inverse floaters, range notes, or mortgage-derived interest only strips.

In addition, the City shall not invest any funds in any security that could result in zero interest accrual if held to maturity.

Diversification
Investments shall be diversified among institutions, type of securities and maturities to maximize safety and yield with changing market conditions; investments with a maturity at purchase of more than 5 years shall be approved by City Council.

Reporting
The Treasurer (Finance Director) shall report quarterly to the City Manager and City Council the following information on investments owned by the City:
- Investment - Coupon - Yield

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Exhibit A

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- Face Value - Purchase Price - Market Value
- Purchase Date - Maturity Date - Portfolio Yield
- Portfolio Maturity
This policy shall be reviewed each calendar year by City Council.

First Council adopted investment policy 18-89 (CM). Replaced by 244-92 (CM), 388-96 (CM), 296-97 (CM), 216-98 (CM), 295-99 (CM), 129-00 (CM), 262-01 (CM), 280-02 (CM), 87-03 (CM), 254-04 (CM), 242-05 (CM), 36-07 (CM), 16-08 (CM), 13-09 (CM), 202-11 (CM), 143-12 (CM), 167-13(CM), 155-15 (CM), 174-15 (CM), 165-17 (CM), 1-19 (CM), 96-20 (CM), 44-21 (CM), and 6-22 (CM).

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10/5/2023 8:48:00 PM
C:\Program Files\eSCRIBE\TEMP\20475766070\20475766070,,,Report - Apply for AIP Matching Caltrans Grant .docx Agenda Report
MEETING DATE: Tuesday, October 10, 2023
TO: City Council
FROM: AIRPORT DIRECTOR WILLIAMS

ADMINISTRATIVE ANALYST AGUADO
THROUGH: CITY MANAGER MENDEZ
SUBJECT: RESOLUTION AUTHORIZING THE CITY MANAGER TO APPLY

FOR AND ACCEPT A STATE MATCHING GRANT FROM THE

CALIFORNIA DEPARTMENT OF TRANSPORATATION
(CALTRANS) FOR THE BIPARTISAN INFRASTRUCTURE LAW
(BIL) – AIRPORT INFRASTRUCTURE GRANT (AIG)
RECOMMENDED ACTION:

Staff recommends that the City Council adopt a resolution authorizing the City Manager to apply for and accept an Airport Improvement Program (AIP) State Matching grant from the California Department of Transportation (Caltrans) Division of Aeronautics. This grant is relating to the recent acceptance of the $475,290 Bipartisan Infrastructure Law (BIL) - Airport Infrastructure Grant (AIG) Project No. 3-06-0272-024-2023 from the Department of Transportation, Federal Aviation Administration (FAA) for the Airfield Security Access Gate Upgrade.

BACKGROUND:

The Watsonville Municipal Airport applied for an Airport Improvement Grant (AIP) from the Federal Aviation Administration (FAA) on October 31, 2023. The City Council adopted Resolution No. 192-23 (CM), on September 26, 2023, accepting the Airport Bipartisan Infrastructure Law (AIG) and the Airport Improvement (“AIP”) Grant from the Federal Aviation Administration (FAA) in the amount of $475,290 to fund a Security Gate at the Watsonville Municipal Airport.

The FAA Airport Bipartisan Infrastructure Law (AIG) and FAA AIP grant is a 90% matching grant with the City responsible for the remaining five (5%) percent. The California Department of Transportation (Caltrans) Division of Aeronautics provides grants of five (5%) percent of Federal Aviation Administration grants to airports. The California Department of Transportation Division of Aeronautics requires the City Council of the City of Watsonville to adopt a resolution authorizing the submission of an application for an AIP Matching grant.

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10/5/2023 8:48:00 PM
C:\Program Files\eSCRIBE\TEMP\20475766070\20475766070,,,Report - Apply for AIP Matching Caltrans Grant .docx DISCUSSION:

The Watsonville Airport has been working with IT to prepare for this effort. On September 13, 2023, the Municipal Airport received notice from the FAA’s San Francisco Airports District office that grant application WVI 3-06-0272-24-2023 has been approved.

STRATEGIC PLAN:
2-Infrastructure & Environment
FINANCIAL IMPACT:

The Airfield Security Gate Access Upgrade will be funded through a 90% grant from the Federal Aviation Administration and if granted and accepted, a 5% grant from the State.

The airport will only be responsible for 5% of the project cost. The funds have been appropriated. The airport will use account number 0730-910-7813-04006.

ALTERNATIVE ACTION:

The City Council can choose not to apply for or accept the grant; therefore, requiring the City to pay 10% of the project cost instead of the 5%.

ATTACHMENTS AND/OR REFERENCES (If any):

None.

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Reso No. (CM)
Meeting Date: 101023 SWZ ______ RM ______ WMA ______
1 RESOLUTION NO. __________ (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

WATSONVILLE AUTHORIZING AND DIRECTING THE CITY MANAGER,

ON BEHALF OF THE CITY OF WATSONVILLE, TO SUBMIT AN

APPLICATION FOR AN AIRPORT IMPROVEMENT PROGRAM (AIP)

STATE MATCHING GRANT FROM THE CALIFORNIA DEPARTMENT

OF TRANSPORTATION (CALTRANS) FOR THE FEDERAL AVIATION

ADMINISTRATION (FAA) BIPARTISAN INFRASTRUCTURE LAW -
AIRPORT INFRASTRUCTURE GRANT (AIG) PROJECT NO. 3-06-0272- 024-2023, AND IF AWARDED, TO EXECUTE A STANDARD

AGREEMENT AND ANY AMENDMENTS THERETO AND NECESSARY
DOCUMENTS; AND APPROPRIATING SUCH FUNDS TO THE AIRPORT

ENTERPRISE GRANT FUND
WHEREAS, on September 26, 2023, the City Council adopted Resolution No. 192- 23 (CM) accepting the Bipartisan Infrastructure Law – Airport Infrastructure Grant (AIG) from the Federal Aviation Administration (FAA) in the amount of $475,290 to fund the Airfield Security Access Gate Upgrade at the Watsonville Municipal Airport; and WHEREAS, the FAA Bipartisan Infrastructure Law – Airport Infrastructure Grant (AIG) is a 90% matching grant with the City responsible for the remaining five (5%) percent; and
WHEREAS, the California Department of Transportation (Caltrans) Division of Aeronautics, provides grants of five (5%) percent of Federal Aviation Administration grants to airports; and
WHEREAS, the City Council wishes to apply for the State matching grant for the Federal Aviation Administration (FAA) Airport Improvement Program Grant, Project No. 3-06-0272-024-2023 for the Airfield Security Access Gate Upgrade at the Watsonville Municipal Airport; and
WHEREAS, the California Department of Transportation Division of Aeronautics requires the City Council of the City of Watsonville to adopt a resolution authorizing the submission of an application for an AIP Matching grant.

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Reso No. (CM)
Meeting Date: 101023 2

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:

1. Adopting a Resolution submitting and accepting an Airport Improvement Matching Grant from Caltrans does not meet CEQA's definition of a “project,” because the action does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

2. That the City Manager of the City of Watsonville is hereby authorized and directed to submit an application for a State of California Airport Improvement Program Matching Grant from the California Department of Transportation’s Division of Aeronautics.

3. That the City Council hereby authorizes accepting the allocation of state AIP Matching funds for the Airfield Security Access Gate Upgrade at the Watsonville Municipal Airport.

4. That the City Manager of the City of Watsonville is authorized and directed to execute in the name of the City of Watsonville, the application, the standard agreement, and all other documents required by the California Department of Transportation in order to accept and use said grant.

5. That the City Manager of the City of Watsonville is authorized and directed, if said grant is awarded, to appropriate such funds to the Airport Enterprise Fund [0730]. **************************************

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10/5/2023 8:50:42 PM
C:\Program Files\eSCRIBE\TEMP\20503917282\20503917282,,,Report - Apply for Caltrans Matching Grant Vehicle .docx Agenda Report
MEETING DATE: Tuesday, October 10, 2023
TO: City Council
FROM: AIRPORT DIRECTOR WILLIAMS

ADMINISTRATIVE ANALYST AGUADO
THROUGH: CITY MANAGER MENDEZ
SUBJECT: RESOLUTION AUTHORIZING AND DIRECTING THE CITY

MANAGER TO SUBMIT AN APPLICATION FOR A FEDERAL

AVIATION ADMINISTRATION (FAA) AIRPORT IMPROVEMENT

STATE MATCHING GRANT FROM THE CALIFORIA

DEPARTMENT OF TRANSPORTATION, DIVISION OF

AERONAUTICS FOR THE AIRPORT IM
RECOMMENDED ACTION:

Staff recommends that the City Council authorize the City Manager to submit and accept an application for the State Matching grant for the Federal Aviation Administration (FAA) Airport Improvement Program grant in the amount of $83,575.00. This grant will be used to purchase a Zero Emissions Vehicle. It is further requested that the amount of the grant be appropriated to the Airport Enterprise Fund (0730).

BACKGROUND:

The Watsonville Municipal Airport applied for an Airport Improvement Program Grant (AIP) on May 31, 2023. The FAA Zero Emissions Vehicle (ZEV) program allows eligible airports to use AIP funds to buy zero-emissions vehicles and the infrastructure required to operate them.

On September 13, 2023, the Watsonville Municipal Airport received notice from the FAA’s San Francisco Airports District Office that grant application WVI 3-06-0272-025-2023 had been approved but was conditioned upon the following: the City executing and returning the grant documents to the FAA no later than September 15, 2023.

DISCUSSION:

The FAA Zero Emissions Vehicle (ZEV) program aims to improve airport air quality and facilitate the use of zero-emissions technologies. The program is available to any public-use airport, but priority is given to applications that achieve the greatest air quality benefits per cost. The program does not generate emission reduction credits. This AIP funding will replace two forty-year-old gasoline powered airport support vehicles.

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10/5/2023 8:50:42 PM
C:\Program Files\eSCRIBE\TEMP\20503917282\20503917282,,,Report - Apply for Caltrans Matching Grant Vehicle .docx STRATEGIC PLAN:
2-Infrastructure & Environment
FINANCIAL IMPACT:

The Zero Emissions Vehicle (ZEV) will be funded through a 90% grant from the Federal Aviation Administration and 5% grant from Caltrans, if approved. The funds have been appropriated from the Airport Enterprise Fund, account number 910-7805-15156.

ALTERNATIVE ACTION:

The City Council can choose not to apply for or accept the grant; therefore, requiring the City to pay 10% of the project cost instead of the 5%.

ATTACHMENTS AND/OR REFERENCES (If any):

None.

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Reso No. (CM)
Meeting Date: 101023 SWZ ______ RM ______ WMA ______
1 RESOLUTION NO. __________ (CM)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

WATSONVILLE AUTHORIZING AND DIRECTING THE CITY MANAGER,

ON BEHALF OF THE CITY OF WATSONVILLE, TO SUBMIT AN

APPLICATION FOR AN AIRPORT IMPROVEMENT PROGRAM (AIP)

STATE MATCHING GRANT FROM THE CALIFORNIA DEPARTMENT

OF TRANSPORTATION (CALTRANS) FOR THE FEDERAL AVIATION

ADMINISTRATION (FAA) AIRPORT IMPROVEMENT PROGRAM
GRANT (AIP), PROJECT NO. 3-06-0272-025-2023, AND IF AWARDED,

TO EXECUTE A STANDARD AGREEMENT AND ANY AMENDMENTS
THERETO AND NECESSARY DOCUMENTS; AND APPROPRIATING

SUCH FUNDS TO THE AIRPORT ENTERPRISE GRANT FUND
WHEREAS, on September 26, 2023, the City Council adopted Resolution No. 193- 23 (CM) accepting the Airport Improvement Program (AIP) Grant from the Federal Aviation Administration (FAA) in the amount of $83,575.00 for the purchase of a Zero Emissions Vehicle at the Watsonville Municipal Airport; and WHEREAS, the FAA Airport Improvement Program (AIP) Grant is a 90% matching grant with the City responsible for the remaining five (5%) percent; and WHEREAS, the California Department of Transportation (Caltrans) Division of Aeronautics, provides grants of five (5%) percent of Federal Aviation Administration grants to airports; and
WHEREAS, the City Council wishes to apply for the State matching grant for the Federal Aviation Administration (FAA) Airport Improvement Program Grant Project No. 3- 06-0272-025-2023 for the purchase of a Zero Emissions Vehicle at the Watsonville Municipal Airport; and
WHEREAS, the California Department of Transportation Division of Aeronautics requires the City Council of the City of Watsonville to adopt a resolution authorizing the submission of an application for an AIP Matching grant.

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Reso No. (CM)
Meeting Date; 101023 2

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:

1. Adopting a Resolution to submit and accept an Airport Improvement Program State Matching Funds Grant from Caltrans does not meet CEQA's definition of a “project,” because the action does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

3. That the City Council hereby authorizes accepting the allocation of state AIP Matching funds for the purchase of a Zero Emissions Vehicle at the Watsonville Municipal Airport.

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10/5/2023 8:56:58 PM
C:\Program Files\eSCRIBE\TEMP\20565590205\20565590205,,,Report - Downtown Watsonville Specific Plan .docx Agenda Report
MEETING DATE: Tuesday, October 10, 2023
TO: City Council
FROM: COMMUNITY DEVELOPMENT DIRECTOR MERRIAM

ASSISTANT COMMUNITY DEVELOPMENT DIRECTOR MEEK
THROUGH: CITY MANAGER MENDEZ
SUBJECT: DOWNTOWN WATSONVILLE SPECIFIC PLAN

RECOMMENDED ACTION
The Planning Commission adopted Resolution Nos. 11-23 (PC), 12-23 (PC), 13-23 (PC) and 14-23 (PC), recommending that the City Council:
(a) Adopt environmental findings, a statement of overriding considerations, a mitigation monitoring and reporting program and certify an Environmental Impact Report (EIR) for the Downtown Watsonville Specific Plan in accordance with the California Environmental Quality Act (CEQA),
(b) Adopt the proposed amendments to the Watsonville 2005 General Plan, (c) Adopt the Downtown Watsonville Specific Plan, and
(d) Adopt proposed amendments to the Zoning Map to reflect the boundaries of the Downtown Watsonville Specific Plan and to amend Section 14-16.100 (Districts) and add a new Part 26 “DWSP DISTRICT” to Chapter 14-16 of the Zoning Code within Title 14 of the Watsonville Municipal Code.

BACKGROUND
A Specific Plan is a planning tool that local governments can use to implement their General Plan and to guide development in a localized area. While the General Plan is the overall guide for growth and development in a community, the goal of a Specific Plan is to focus on the unique characteristics of a special area by customizing the planning process and land use regulations to that area. The authority for preparation and adoption of specific plans is set forth in the California Government Code, Sections 65450 through 65457. The California Government Code authorizes jurisdictions to adopt specific plans by ordinance as regulatory documents. The law allows adoption of Specific Plans as may be required for the implementation of the General Plan.

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C:\Program Files\eSCRIBE\TEMP\20565590205\20565590205,,,Report - Downtown Watsonville Specific Plan .docx

DISCUSSION
Planning Commission Meeting and Public Comment
On September 5, 2023, the Planning Commission considered all written and verbal evidence regarding the adoption of the Downtown Watsonville Specific Plan (DWSP) at a public hearing.

Several members of the public spoke, generally in support of the DWSP, including Aurelio Gonzales (former Council member), Joanna Carman (from MidPen Housing), Lowell Hurst (former Council member), and Abe Novin (downtown property owner). In addition, a few individuals raised questions on a range of topics. Patricia Guilder, business owner of Watsonville Blueprint, inquired about emergency response times and noise along Main Street. (In response, staff noted that these issues were addressed in the EIR for the DWSP and explained that a “road diet” would both calm traffic along Main Street and not hinder emergency response operations because of the proposed center turning lane and parallel parking that can be used as a pullout to allow emergency vehicles to safely pass; in addition, Main Street has parallel streets, such as Rodriguez Street, that could be used for emergency vehicle travel and access.) Mauna Loa Morris, with Hope Services, inquired about whether there was a plan to modify Carr Street to make it one-way. (In response, staff clarified that the DWSP does not include any proposed changes to Carr Street.) Lupe Ortiz, resident of District 2, expressed concern about poor pavement conditions at two intersections downtown (Main Street at E/W Beach Street and E/W Lake Avenue) and how challenging it is to cross safely. (In response, staff noted that we would speak with Caltrans about improving the pavement conditions; following the meeting, City Engineer Murray Fontes shared Ms. Ortiz’s concerns with Caltrans District 5 staff and put in a request to improve the crossings at these two intersections.) Planning Commission Deliberation and Action
The Planning Commission had a variety of comments and questions about the project, including the following:
 Information about public feedback throughout the development of the DWSP;  Clarification about existing businesses that become “non-confirming” with the adoption of the DWSP being allowed to remain in business;
 Clarification about how the DWSP envisions an 18-hour (not a 24-hour) downtown;  Information about Council support for the “road diet” (per Resolution No. 195-22 [CC]) as a Caltrans project (per SHOPP project no. 05-1P110);
 Clarification about the development potential of the parking lot behind the Gottschalks building;
 Confirmation that the City is operating under the Watsonville 2005 General Plan and not the VISTA 2030 General Plan; and
 Information about the environmental review conducted for the DWSP and how mitigation measures would be implemented over time.

Staff discussed these items with the Commission during the public hearing (Attachment 1).

Following the discussion, individual motions were made (and seconded) to recommend that the City Council certify the EIR for the DWSP (Resolution No. 11-23 [PC]), amend the Watsonville 2005 General Plan (Resolution No. 12-23 [PC]), adopt the DWSP (Resolution No. 13-23 [PC]), and amend the Zoning Code and Map (Resolution No. 14-23 [PC]). In each instance, the Commission voted 7-0 in favor.

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10/5/2023 8:56:58 PM
C:\Program Files\eSCRIBE\TEMP\20565590205\20565590205,,,Report - Downtown Watsonville Specific Plan .docx Project Information
The staff report to the Planning Commission (Attachment 2) includes detailed information on the following:
 The process for adopting a Specific Plan along with General Plan and Zoning amendments (see pages 2-3);
 The community engagement process to develop a Specific Plan for downtown Watsonville (see pages 3-5);
 The organization of the DWSP document (see pages 5-6);  The setting of the DWSP plan area (see page 6);
 The vision themes, guiding principles, goals and policies of the DWSP (see page 7);  The growth projections for anticipated development in the next 25 years (see page 8);  The design framework for achieving the DWSP’s goal of transforming the area into an active, vibrant downtown (see pages 8-9);
 The mobility strategies and recommendations for all modes of travel, including roadway, pedestrian and bicycle network improvements (see pages 9-13);  The parking, curb management and transportation demand management strategies (see pages 13-14);
 The commitment of Caltrans to integrate complete streets infrastructure in the DWSP plan area (see page 14);
 The recommended public realm improvements that serve to fulfil the goal of enhancing the pedestrian experience (see pages 14-15);
 The standards and guidelines for regulating future development on privately-owned property in downtown Watsonville (see pages 15-18);
 The importance of historic resources downtown (see pages 18-19);  The recommended improvements to infrastructure facilities (water, sanitary water, and stormwater) to accommodate future development (see pages 19-21);  The key strategic early implementation actions identified in the DWSP (see pages 21-22);  The proposed General Plan Amendments to ensure consistency between the DWSP and General Plan (see page 22-23);
 The proposed Zoning Amendments to reflect that the DWSP plan area on the Zoning Map and refer to the land use and development standards in the DWSP in the Zoning Code (see page 23);
 The way the DWSP has been developed in accordance with recent state law intended to streamline housing development—namely, Senate Bill 330;  The consideration of regional traffic congestion through downtown that originates outside of Watsonville and planned projects that would help address regional traffic patterns (see page 24);
 The review of the DWSP by Caltrans Division of Aeronautics (see pages 24-25); and  The environmental review conducted for the DWSP in accordance with CEQA, which includes substantial evidence to make findings in support of adopting feasible mitigation measures to reduce certain potentially significant impacts as well as making a statement of overriding considerations for those that cannot.

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C:\Program Files\eSCRIBE\TEMP\20565590205\20565590205,,,Report - Downtown Watsonville Specific Plan .docx Actions
The actions for consideration by the City Council consist of first acting on the EIR prepared for the DWSP and then acting on the amending the general plan, adopting the DWSP, and amending the zoning code and map, as follows:
(a) Adopt a Resolution adopting and certifying a Final Environmental Impact Report for the Downtown Watsonville Specific Plan; and adopting concurrently environmental findings of fact, a statement of overriding considerations, and approving a Mitigation Monitoring and Reporting Program in accordance with CEQA;
(b) Adopt a Resolution approving the 29th Amendment to the Watsonville 2005 General Plan;
(c) Introduce by title only and waive further reading of an Uncodified Ordinance Adopting the Downtown Watsonville Specific Plan, a Specific Plan pursuant to Government Code section 65460 et seq.;
(d) Introduce by title only and waive further reading of an Uncodified Ordinance amending the City of Watsonville Zoning Map to reflect the boundaries of the Downtown Watsonville Specific Plan Area; and
(e) Introduce by title only and waive further reading of an Ordinance Amending Section 14-

16.100 (Districts) and adding a new Part 26 “DWSP DISTRICT” to Chapter 14-16 (District Regulations) of Title 14 (Zoning) of the Watsonville Municipal Code in order to refer to the permitted uses and development standards in Chapter 6 of the Downtown Watsonville Specific Plan.

Conclusion
The DWSP is intended to be a tool for developers, property owners, City staff and decision makers by providing strong and clear policies, development standards, and a vision that guides land use decisions, infrastructure improvements, design, and economic development activities in the project area. The DWSP would help revitalize downtown by facilitating housing production and preservation; increasing retail-entertainment activity; encouraging higher-density mixed-use residential projects; adding visitor-oriented uses; supporting a greater range of civic and cultural activities; improving the safety and comfort of pedestrians; enhancing bicycle infrastructure and connections; and targeting uses and activities that appeal to a wide range of Watsonville’s residents and employees. An EIR has been prepared for the DWSP in accordance with the provisions of CEQA.

FINANCIAL IMPACT
The adoption of the DWSP involves setting the framework for realizing the vision for downtown Watsonville. As a planning document, the DWSP would guide the City’s decision making and provide direction for the future. The DWSP does not involve the approval of any development or capital improvement projects and, therefore, would have no direct fiscal implications for the City at this time.

The preparation of the DWSP was funded, in part, through a grant awarded by State of California Department of Transportation (Caltrans), FHWA and FTA. In 2019, the City was a recipient of a Sustainable Transportation Grant administered by Caltrans. Additionally, the City used SB2 funds to cover most of the EIR-related costs.

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C:\Program Files\eSCRIBE\TEMP\20565590205\20565590205,,,Report - Downtown Watsonville Specific Plan .docx

STRATEGIC PLAN
The purpose of the City of Watsonville’s 2023-2025 Strategic Plan is to help the City prioritize its efforts, allocating both fiscal and human resources to achieve a shared vision and goals. The 2023-2025 Strategic Plan identifies seven long-range priorities concerning housing, fiscal health, infrastructure and environment, economic development, engagement and well-being, public safety, and efficient and well-performing government.

The DWSP is consistent with goals and strategies in the 2023-2025 Strategic Plan, in particular concerning increasing housing options, allowing mixed-use developments, helping to revitalize downtown, calming traffic, and making a safer and more inviting place for pedestrians. The adoption of the DWSP is called for in the 2023-2025 Strategic Plan under priorities 1 (economic development) and 3 (housing) .

The 2023-2025 Strategic Plan also calls for adopting the 6th Cycle Housing Element. The DWSP is a key component of the draft Housing Element Update. The DWSP plays an important role in accommodating the City’s fair share of the region’s housing needs for the 2024-2031 planning period, as obligated by State law. Adoption of the DWSP allows the City to demonstrate adequate infill sites to the California Department of Housing and Community Development (HCD); no additional rezoning of land in the City would be needed.

If the City did not adopt the DWSP, additional sites must be identified and requisite rezoning would be required to accommodate the need for more housing. Given the infill potential identified in the DWSP area, additional analysis required by State law would not need to be completed as part of the Housing Element Update to demonstrate how the City could overcome impediments to housing production.

ALTERNATIVE ACTION
The City Council may choose to not certify the Final EIR, approve General Plan text amendments, adopt the Downtown Watsonville Specific Plan or amend the Zoning Map, so long as the Council can make findings to support the denial.

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C:\Program Files\eSCRIBE\TEMP\20565590205\20565590205,,,Report - Downtown Watsonville Specific Plan .docx ________. 2023. DWSP Final EIR. Prepared by the City of Watsonville with assistance of Rincon Consultants, Inc. Accessible at:
https://www.watsonville.gov/DocumentCenter/View/21828/DWSP-Final-EIR-8-11-23 ________. 2023. DWSP Mitigation Monitoring and Reporting Program. Prepared by the City of Watsonville with assistance of Rincon Consultants, Inc. Accessible at:
https://www.watsonville.gov/DocumentCenter/View/21912/DWSP-Mitigation-Monitoring-andReporting-Program-MMRP ________. 2023. Transportation Impact Analysis. Prepared by the City of Watsonville with assistance of Kimley-Horn. Accessible at:
https://www.watsonville.gov/DocumentCenter/View/21326/Appendix-E---TransportationAnalysis Caltrans. 2011. California Airport Land Use Planning Handbook. Accessible at:
https://dot.ca.gov/programs/aeronautics/airport-land-use-planning ________. 2023. Email correspondence concerning airport land use compatibility review of the DWSP by Tony Sordello with Caltrans Division of Aeronautics, Office of Aviation Planning.

Accessible at: https://www.watsonville.gov/DocumentCenter/View/21913/Caltrans-Division-ofAeronautics-review-of-DWSP-2023 TAMC. 2019. G12: Pajaro to Prunedale Corridor Study. Prepared by TAMC with assistance by GHD. Accessible at:
https://www.tamcmonterey.org/files/90ba39ab3/19_0618+G12+Corridor+Plan+FINAL.pdf

ATTACHMENTS

1. September 5, 2023 Planning Commission public hearing minutes

2. September 5, 2023 Planning Commission staff report & public comment letters

3. Downtown Watsonville Specific Plan

4. Resolution No. 11-23 (PC)

5. Resolution No. 12-23 (PC)

6. Resolution No. 13-23 (PC)

7. Resolution No. 14-23 (PC)

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UNADOPTED MINUTES 4.A.
1 M I N U T E S

REGULAR & SPECIAL MEETING OF THE PLANNING COMMISSION

OF THE CITY OF WATSONVILLE
September 5, 2023 6:04 PM
In accordance with City policy, all Planning Commission meetings are recorded on audio and video in their entirety and are available for review in the Community Development Department (CDD). These minutes are a brief summary of the action taken.

1. ROLL CALL
Chair Daniel Dodge, Commissioners Peter Radin, Brandon Sencion, Martha Vega, and Jenni Veitch-Olson were present. Vice-Chair Ed Acosta arrived at 6:07 p.m. and Commissioner Lucy Rojas arrived at 6:09 p.m.

A. MOTION TO EXCUSE ABSENT PLANNING COMMISSIONERS (IF ANY) MOTION: It was moved by Chair Dodge, seconded by Commissioner Vega, and carried by the following vote to move item 1.A. to the end of calendar:

AYES: COMMISSIONERS: Dodge, Radin, Sencion, Vega, Veitch-Olson NOES: COMMISSIONERS: none
ABSENT: COMMISSIONERS: Acosta, Rojas
Staff members present were Community Development Director Suzi Merriam, Assistant City Attorney Denise S. Bazzano, Assistant Community Director Justin Meek, Assistant Planner Alvaro Madrigal, Principal Engineer Murray Fontes, Executive Assistant Celia Castro, and City Interpreter Carlos Landaverry.

2. PLEDGE OF ALLEGIANCE
Commissioner Radin led the Pledge of Allegiance.

3. PRESENTATIONS & ORAL COMMUNICATIONS
A. ORAL COMMUNICATIONS FROM THE PUBLIC
City resident Luper Ortiz inquired about the status of Downtown Watsonville Specific Plan (DWSP) outreach efforts that took place during Farmers Market event.

Watsonville business owner and resident Judy Gilson shared a poem with the public and provided free coloring books.

B. ORAL COMMUNICATIONS FROM THE COMMISSION
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UNADOPTED MINUTES 4.A.
2 Community Development Director Merriam addressed the inquiry of the first speaker (Luper Ortiz) and confirmed the DWSP will be addressed during this meeting.

Chair Dodge welcomed everyone back from the Labor Day holiday.

4. CONSENT AGENDA
A. MOTION APPROVING MINUTES OF JULY 10, 2023, REGULAR MEETING

PUBLIC INPUT
Chair Dodge requested changes to the minutes of July 10, 2023 in Item 5.A.

Commissioner Vega inquired about minutes for August 1, 2023.

MOTION: It was moved by Commissioner Vega, seconded by Commissioner Radin, and carried by the following vote to approve the Consent Agenda with requested changes by Chair Dodge:

AYES: COMMISSIONERS: Acosta, Dodge, Radin, Rojas, Sencion, Vega, Veitch-Olson
NOES: COMMISSIONERS: None
ABSENT: COMMISSIONERS: None

5. PUBLIC HEARINGS
A. SPECIAL USE PERMIT WITH ENVIRONMENTAL REVIEW (PP2023-5494) TO EXPAND THE EXISTING 1,425± SQUARE-FOOT BAR WITH LIVE
ENTERTAINMENT INTO A 2,850± SQUARE-FOOT RESTAURANT WITH BAR AND LIVE ENTERTAINMENT LOCATED AT 118 MAIN STREET,
WATSONVILLE, CALIFORNIA (APN 017-681-08)
1) Staff Report
2) Planning Commission Clarifying & Technical Questions 3) Applicant Presentation
4) Planning Commission Clarifying & Technical Questions 5) Public Hearing
6) Appropriate Motion(s)
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UNADOPTED MINUTES 4.A.
3 MAIN MOTION: It was moved by ______, seconded by ______, and carried by the following vote approve the following recommendation:

RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF

WATSONVILLE, CALIFORNIA,
7) Deliberation
8) Chair Calls for a Vote on Motion(s)
AYES: COMMISSIONERS:

NOES: COMMISSIONERS:

ABSENT: COMMISSIONERS:

B. PLANNING COMMISSION RECOMMENDATION TO CITY COUNCIL FOR

ADOPTION OF THE DOWNTOWN WATSONVILLE SPECIFIC PLAN, ADOPTION

OF AN ENVIRONMENTAL IMPACT REPORT, ADOPTION OF AMENDMENTS TO THE WATSONVILLE 2005 GENERAL PLAN, AND ADOPTION OF

AMENDMENTS TO THE ZONING CODE AND MAP
1) Staff Report
Assistant Community Development Director Meek gave the presentation. 2) Planning Commission Clarifying & Technical Questions Commissioner Rojas inquired about public feedback implemented through the development of Downtown Watsonville Specific Plan, Assistant CDD Director Meek clarified the approach, including existing implementation and public input.

Commissioner Rojas further inquired about the timeline of implementation.

Assistant CDD Director Meek addressed the different timelines for implementing recommendations in the DWSP by public agencies, such as Caltrans and the City, as well as by developers on private property.

Commissioner Rojas asked about existing businesses that become “nonconforming” with the adoption of the DWSP being allowed to remain in business, Assistant CDD Director Meek clarified that new regulations will be applied to new businesses only and existing business that may be non-conforming will still be allowed to exist.

Commissioner Rojas asked Assistant CDD Director Meek to share what he is most enthusiastic about for this project. Meek shared his personal and professional opinions about the DWSP.

Community Development Director Merriam also shared what was exciting about the DWSP.

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UNADOPTED MINUTES 4.A.
4 Commissioner Vega asked for clarification about the DWSP concerning issues of noise and conditional uses, Assistant CDD Director Meek clarified that the section in question in the DWSP concerns determining the appropriateness of conditional uses with the intent to make the downtown livelier and without creating nuisances. Meek shared the DWSP envisions an 18-hour downtown.

In response to Chair Dodge inquiry about the existing alcohol ordinance, Assistant CDD Director Meek clarified the ordinance remains the same for businesses with alcohol sales.

Commissioner Radin asked for clarification whether the DWSP calls for a 24-7 downtown. Assistant CDD Director Meek clarified the DWSP does not envision a 24-7 hour downtown, but rather an 18-hour downtown.

In response to Commissioner Radin inquiry about Council support for the “road diet” as a Caltrans project, Assistant CDD Director Meek clarified that the City Council adopted a resolution , in 2022, in support of Caltrans moving forward with this recommended roadway improvement in the DWSP as one of their projects (SHOPP project no. 05-1P110).

In response to Chair Dodge’s question about what General Plan the city is operating under, Assistant CDD Director Meek confirmed it is the Watsonville 2005 General Plan. Meek further clarified that the proposed General Plan Amendment would be incorporated into in the General Plan 2050 currently under development and, as with any policies in a general plan, they can be changed.

In response to Chair Dodge inquiry about the parking lot off Rodriguez Street (behind Gottschalks building), Assistant CDD Director Meek commended on its development potential.

In response to Chair Dodge inquiry about CEQA findings, Consultant Project Manager George Dix clarified the findings and further explained mitigation measures in the EIR for the DWSP.

Chair Dodge asked for confirmation that the DWSP complies with the 2005 General Plan and is CEQA compliant, Consultant Project Manager George Dix confirmed that is correct and clarified adopting the SWSP involves approving the EIR first.

In response to Commissioner Rojas inquiry about mitigating potential impacts over time, Assistant CDD Director Meek clarified the implementation of mitigative measures and noted that aspects of the DWSP would improve the environment and reduce impacts in time.
3) Public Hearing
Chair Dodge opened the public hearing.

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UNADOPTED MINUTES 4.A.
5 Patricia Guilder, business owner of Watsonville Blueprint, inquired about emergency response time and loud noise along Main Street and Freedom, and passage of vehicles in case of an emergency.

Mauna Loa Morris, with Hope Services, inquired if there was a plan to modify Carr Street and make it a one-way street.

Aurelio Gonzales, Watsonville resident, what impact will the EIR and CEQA have for the City and developers if this is approved by City Council, if the recommendation passes tonight.

Joanna Carman, Development Director for Midpen Housing, spoke in support of the DWSP.

Luper Ortiz, resident of District 2, shared she has engaged in several outreach events over the years and is concerned with poor pavement conditions in Main and Beach Street and Main and Lake Street intersections. She uses a cane and would like to know who to address to fix the crosswalks.

Lowell Hurst spoke in support of the DWSP.

Abe Novin, resident of Watsonville, spoke in support of the positive changes happening downtown and asked to improve the homeless population situation.

Chair Dodge closed the public comment.

Assistant CDD Director Meek addressed emergency response in corridors. He added roadway improvements implement safer roadway passage including parallel roads for vehicles to take around Main Street. Carr Street is currently not recommended to be a one-way street.

Community Development Director Merriam addressed that any developer who would like to develop in the downtown, without DWSP in place, are required to do their own environmental review to comply with CEQA. Projects after the DWSP is adopted and meets the designed standards may be able to qualify for a streamlined environmental review, such as a categorical exemption, which is attractive to developers.

Principal Engineer for Public Works and Utilities Murray addressed current improvements in Caltrans SHOPP Program including roadway and pedestrian improvements. Assistant CDD Director Meek further shared the DWSP also includes pedestrian improvements.
4) Appropriate Motion(s)
MAIN MOTION: It was moved by Commissioner Vega, seconded by Commissioner Rojas, and carried by the following vote approve the following recommendation:

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UNADOPTED MINUTES 4.A.
6 A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF

WATSONVILLE, CALIFORNIA, RECOMMENDING TO THE CITY COUNCIL

TO ADOPT AND CERTIFY A FINAL ENVIRONMENTAL IMPACT REPORT FOR THE DOWNTOWN WATSONVILLE SPECIFIC PLAN; AND ADOPTING

CONCURRENTLY ENVIRONMENTAL FINDINGS, A MITIGATION

MONITORING AND REPORTING PROGRAM AND STATEMENT OF

OVERRIDING CONSIDERATIONS FOR THE PROJECT, IN ACCORDANCE

WITH THE CALIFORNIA ENVIRONMENTAL QUALITY ACT
MAIN MOTION: It was moved by Commissioner Vega, seconded by Commissioner Acosta, and carried by the following vote approve the following recommendation:

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF

WATSONVILLE, CALIFORNIA, RECOMMENDING TO THE CITY COUNCIL TO ADOPT THE TWENTY-NINTH (29TH) AMENDMENT TO THE
WATSONVILLE 2005 GENERAL PLAN TO (1) ADD TWO NEW MIXED USE LAND USE DESIGNATIONS TO CHAPTER 4 (LAND USE), (2) AMEND THE

LAND USE DIAGRAM TO INCLUDE THESE TWO NEW LAND USE
DESIGNATIONS, (3) AMEND IMPLEMENTATION MEASURES 4.A.3, 4.C.6, AND 10.C.2, AND (4) ADD A NEW IMPLEMENTATION MEASURE 4.A.7 MAIN MOTION: It was moved by Commissioner Vega, seconded by Commissioner Sencion, and carried by the following vote approve the following recommendation:

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF

WATSONVILLE, CALIFORNIA, RECOMMENDING TO THE CITY COUNCIL

TO ADOPT THE DOWNTOWN WATSONVILLE SPECIFIC PLAN, A SPECIFIC PLAN PURSUANT TO GOVERNMENT CODE SECTION 65460 ET SEQ.

MAIN MOTION: It was moved by Commissioner Vega, seconded by Commissioner Sencion, and carried by the following vote approve the following recommendation:

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF

WATSONVILLE, CALIFORNIA, RECOMMENDING TO THE CITY COUNCIL

TO ADOPT AN UNCODIFIED ORDINANCE OF THE CITY OF WATSONVILLE,

AMENDING THE ZONING MAP TO REFLECT THE BOUNDARIES OF THE DOWNTOWN WATSONVILLE SPECIFIC PLAN AREA; AND ADOPT AN

ORDINANCE OF THE CITY OF WATSONVILLE, AMENDING THE ZONING CODE (TITLE 14 OF THE WATSONVILLE MUNICIPAL CODE) TO ADD A NEW PART 26 “DWSP DISTRICT” TO CHAPTER 14-16 IN ORDER TO REFER

TO THE PERMITTED USES AND DEVELOPMENT STANDARDS IN
CHAPTER 6 OF THE DOWNTOWN WATSONVILLE SPECIFIC PLAN
5) Deliberation
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UNADOPTED MINUTES 4.A.
7 Commissioner Vega inquired if hours of operation for businesses that get Special Use Permits to open later (past midnight), Community Development Director Merriam clarified this is a future possibility.

Chair Dodge shared he recalls issues the City had with night bars on Main Street and shared there is a process in place.
6) Chair Calls for a Vote on Motion(s)
All motions passed unanimously.

AYES: COMMISSIONERS: Acosta, Dodge, Radin, Rojas, Sencion, Vega, Veitch-Olson
NOES: COMMISSIONERS: None
ABSENT: COMMISSIONERS: None

6. REPORT OF THE SECRETARY
Community Development Director Merriam reminded Planning Commission of their participation for the Joint City Council and Planning Commission meeting of September 12, 2023, and September 26, 2023 in the Community Room at 275 Main Street (fourth floor). This will be a Hybrid meeting.

7. ADJOURNMENT
Chairperson Dodge adjourned the meeting at 8:50 PM. The next Planning Commission meeting is scheduled for October 3, 2023, at 6:00 PM ________________________ ________________________________ Suzi Merriam, Secretary Daniel Dodge, Chair
Planning Commission Planning Commission
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Agenda Report
MEETING DATE: Tuesday, September 5, 2023
TO: Planning Commission
FROM: COMMUNITY DEVELOPMENT DIRECTOR MERRIAM

PRINCIPAL PLANNER MEEK
THROUGH: CITY MANAGER MENDEZ
SUBJECT: PLANNING COMMISSION RECOMMENDATION TO CITY COUNCIL

FOR ADOPTION OF THE DOWNTOWN WATSONVILLE SPECIFIC

PLAN, ADOPTION OF AN ENVIRONMENTAL IMPACT REPORT,
ADOPTION OF AMENDMENTS TO THE WATSONVILLE 2005

GENERAL PLAN, AND ADOPTION OF AMENDMENTS TO THE ZONING

CODE AND MAP

RECOMMENDED ACTION
Staff recommends that the Planning Commission (a) adopt a Resolution recommending that the City Council adopt environmental findings, a statement of overriding considerations, a mitigation monitoring and reporting program and certify an Environmental Impact Report (EIR) for the Downtown Watsonville Specific Plan in accordance with the California Environmental Quality Act, (b) adopt a Resolution recommending that the City Council adopt the proposed amendments to the Watsonville 2005 General Plan, (c) adopt a Resolution recommending that the City Council adopt the Downtown Watsonville Specific Plan, and (d) adopt a Resolution recommending that the City Council adopt proposed amendments to the Zoning Map to reflect the boundaries of the Downtown Watsonville Specific Plan and to add a new Part 26 “DWSP DISTRICT” to Chapter 14-16 of the Zoning Code within Title 14 of the Watsonville Municipal Code.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx A Specific Plan is intended to be a tool for developers, property owners, City staff and decision makers by providing strong and clear policies, development standards, and a vision that guides land use decisions, infrastructure improvements, design, and economic development activities in the project area.

In July 2019, the City of Watsonville initiated a Specific Plan for downtown Watsonville. This planning effort built on the historic origins of the area while establishing a clear vision for the future of downtown Watsonville.

The public draft of the Downtown Watsonville Specific Plan (DWSP) was released on June 24, 2022, and revised based on public comment. The City Council accepted the final draft of the DWSP on October 25, 2022, and directed staff to complete the EIR for the Plan.

The Draft EIR for the DWSP was released for public comment on May 12, 2023, and comments letters were accepted through June 26, 2023. If certified, the EIR will provide opportunities for streamlined or simplified environmental review of future development projects that are consistent with the DWSP, in accordance with the California Environmental Quality Act.

PROCESS
Specific Plan
The City Council, upon recommendation of the Planning Commission, shall be the final hearing body for Specific Plans. The Planning Commission shall prepare its recommendation and the Council shall render its decision in accordance with Part 7 of Chapter 12 to Title 14. The Planning Commission and City Council shall, in approving a proposed Specific Plan, make the following findings, as set forth in Section 14-12.904 of Watsonville Municipal Code (WMC):
 That the proposed location of the development and proposed conditions under which it will be operated or maintained is consistent with the goals and policies embodied in the General Plan;
 That the proposed development is in accordance with the purposes and objectives of this title and, in particular, will further the purposes stated for each zoning district;  That the development will not be detrimental to the public health, safety or welfare of persons residing or working in or adjacent to such a development and properties or improvements in the vicinity or to the general welfare of the City; and  That the Specific Plan and resulting development will be consistent with the provisions of Article 8 of Chapter 3 of Division I of Title 7 of the California Government Code, commencing with Section 65450.

Following adoption of a Specific Plan, developments and uses of the land, subdivisions (including tentative tract and parcel maps), public works projects and development agreements within the Specific Plan area shall be consistent with the Specific Plan.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx General Plan Amendments
The provisions of the General Plan text and the General Plan land use diagram may be amended by the Council by resolution and according to procedures established in WMC Chapter 14-12 whenever the public necessity, the general community welfare, and good zoning practices permit such amendment.

The Planning Commission shall review proposed amendments for making a recommendation to Council, which shall be accompanied by a complete report of the Commission’s action prepared by the Community Development Department, including a summary of the public hearing, its findings, and a copy of the Commission resolution, minutes, and any other pertinent material or information that will assist the Council in making its final determination on the matter.

The City Council shall review the matter at a public hearing and adopt a resolution approving or denying the proposed amendment(s), subject to findings set forth in WMC Section 14-12.708.

Zoning Amendments
Pursuant to WMC Sections 14-12.801 through 14-12.807, the text and map of the adopted Zoning Code may be amended in the same manner as General Plan Text Amendments and the General Plan Land Use Diagram.

Environmental Review
The California Environmental Quality Act (CEQA) requires local and state governments to consider the potential environmental effects of a “project”, as that term is defined in Public Resources Code section 21065 and California Code of Regulations 15378 before approving it.

An Environmental Impact Report (EIR) must be prepared if a project is not exempt from CEQA and does not qualify for a negative declaration. As a general rule, an EIR is required whenever it can be fairly argued on the basis of substantial evidence in light of the whole record before the city that the project may have a significant impact on the environment. The EIR is used by the City, as lead agency under CEQA, to analyze the significant environmental effects of a proposed project, to identify alternatives, and to disclose ways to reduce or avoid the impacts. Below is a summary of key provisions for the consideration of an EIR for a project.

1. Consideration prior to approval. Prior to approving a project, the decision-making body shall consider the proposed EIR together with any comments received during the public review process.

2. Standard. An EIR assesses the environmental effect of the project based on thresholds of significance and substantial evidence.

3. The Record. The lead agency is to specify the location of the documents and materials constituting the record.

4. Mitigation Monitoring and Reporting. When certifying an EIR, the EIR must describe the mitigation measures for significant environmental impacts and the City, as the lead Attachment 2
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx agency, must also adopt a program for reporting or monitoring the changes it has required or made conditional on approval.

5. Statement of Overriding Considerations. When an EIR identifies a significant environmental effects, the lead agency approving the project must make findings on whether the environmental effects have been substantially reduced or if not, why not. If there are significant environmental effects that will not be avoided or substantially lessened, the City must adopt a statement disclosing that because of the project's overriding benefits, it is approving the project despite its environmental harm.

ADOPTION & AMENDMENTS
The procedures for adopting and amending a specific plan are essentially the same as for a general plan, except that it may be amended as often as necessary, and may be adopted by ordinance or resolution. Gov’t Code § 65453(a). The adoption or amendment of a specific plan, like a general plan, is a legislative act.

DISCUSSION
Planning Process & Community Engagement
In 2019, the City of Watsonville started a community planning process to develop a Specific Plan for downtown Watsonville. The Specific Plan process presented a unique and important opportunity for community members to participate and share their ideas to guide Downtown’s future. A primary objective of the Plan was to accurately reflect community aspirations. The City highly prioritized having a community engagement process that was structured to provide multiple opportunities and avenues for engagement, to increase inclusion and participation in sharing input about potential Plan recommendations. This Plan has been developed with extensive input from a broad range of stakeholders which included residents, business owners, workers, property owners, Caltrans, and representatives of community organizations and associations. The Specific Plan’s cumulative engagement was a 3-year process and has led to valuable community input, which in turn, grew the visionary outcomes documented in this Plan.

Detailed descriptions of each meeting can be found in Appendix A to the DWSP, where information about meeting format, location, content, and purpose are provided. In summary, the engagement process included the following activities and events:
 Project information webpage
 Stakeholder meetings
 Advisory Committee meetings (9)
 Community workshops (3)
 Online engagement & community-wide surveys (3)
 Pop up events
 Planning Commission study session and City Council briefings In addition, the project team identified further engagement opportunities, where possible, to bring attention to the Specific Plan project, while also soliciting feedback from a wide range of constituents. Meetings with the following organizations/groups were held in addition to the foundational engagement efforts detailed above:

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx  Watsonville Citizens Academy
 Empower Watsonville (PVPSA Youth Group)
 Interagency Technical Advisory Committee (ITAC)
 Watsonville Vision Zero Task Force (WVZTF)
 WVZTF Working Group on Bike Friendly Communities
 Santa Cruz County Workforce Development Board
 Watsonville High School
 Monterey Bay Economic Partnership (MBEP)
DWSP Document
The Draft DWSP is organized into the following nine chapters:
 Chapter 1: Introduction sets the stage for the rest of the document by discussing the local context, relationship to other planning documents, purpose of the Plan, and objectives.
 Chapter 2: Downtown Vision, Goals & Policy Direction describes the existing context, issues and opportunities, engagement efforts and the vision and guiding principles to direct future development in downtown Watsonville. This chapter includes the physical design and policy strategies to collectively shape the future of the Plan area.  Chapter 3: Design Framework provides recommendations for public realm improvements in addition to providing a description of the intent and purpose for each downtown Character Area.
 Chapter 4: Mobility & Transportation explores multimodality, the street network, street cross-sections and streetscape standards, bicycle and pedestrian networks, and parking and curb management.
 Chapter 5: Public Realm Improvements focuses on a series of publicly accessible rights-of-ways, parks, squares, plazas, courtyards, alleys, paseos, and parklets and the connections between those spaces.
 Chapter 6: Land Use & Zoning sets standards and guidelines to regulate future development on privately-owned properties in downtown Watsonville. It establishes standards related to allowed land use, development intensity, height, building frontage design, building placement, open area, and block size. The chapter also includes detailed guidance on design of ground floors, building facades, building architecture, landscaping character, and other building and site design elements.  Chapter 7: Historic Preservation explores the historic context of downtown Watsonville and identifies potential historic districts and recommendations.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx  Chapter 8: Infrastructure frames the infrastructure context of downtown by identifying utility networks and demand analysis. The chapter includes a list of priority infrastructure projects, including water, sewer, and recycled water.
 Chapter 9: Implementation provides implementation actions necessary to realize the Specific Plan vision, as well as financing and funding tools to implement the Specific Plan.

Appendices to the DWSP provide a community engagement summary (Appendix A), applicable General Plan goals and policies (Appendix B), and detailed information about downtown’s historic resources (Appendix C).

Context & Setting
The DWSP plan area constitutes 195.5 acres of downtown Watsonville centered on Main Street and extends west to the edge of existing neighborhoods and the industrial district, south towards Pajaro, and several blocks east to existing neighborhoods. About 55.5 acres of the DWSP plan area are dedicated to streets and rights-of-way.

Organized in a traditional urban street grid with walkable neighborhoods and shopping corridors, downtown Watsonville is the heart of the community. Development in downtown started before the City was incorporated in 1868. The area contains a mix of contemporary and historic buildings, urban plazas, higher-density residential buildings, government offices, communityserving retail uses, and is home to numerous community events that attract both visitors and residents.

Once a thriving and bustling downtown, Main Street has struggled to compete regionally with other commercial areas and has experienced high retail and commercial vacancy rates for the past several decades. The City has taken many steps to revitalize the downtown since the destructive 1989 Loma Prieta earthquake, including several downtown plans and downtown design guidelines, as well as the development of a new Civic Plaza that is home to the South County Courthouse, City library, City administrative offices, City Council Chambers, and public meeting space.

State Highway 152 (SR-152), a Caltrans facility, operates along portions of Main Street and as a one-way couplet along E Lake Avenue and E Beach Street. Riverside Drive on the south end of the DWSP plan area is a part of State Highway 129 (SR-129). Caltrans has been an integral part of the planning process and for developing recommendations for right-of-way improvements such as sidewalks and streets within their facilities. The City has also worked on improvements to the downtown parking district and completed a downtown parking study to modernize the onand off-street parking provided in the downtown to attract shoppers and assist in retail business investment and opportunity.

Downtown is also beginning to see interest from private developers for new mixed-use and residential development. With growing interest and attention to downtown Watsonville, the City has established the Specific Plan as the visionary guide for development in downtown Watsonville.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Vision Themes and Guiding Principles
The six vision themes for the DWSP of vitality, dignity, equity, preservation, safety and innovation were informed by community input.

The DWSP establishes the following guiding principles and objectives for downtown Watsonville:
 Preserve key elements that make downtown unique.
 Establish a varied choice of uses and experiences for our diverse community.  Create diverse and inclusive housing opportunities.
 Promote local economic prosperity.
 Create a vibrant, safe, and active downtown.
 Foster a healthy, inclusive, and culturally connected community where all can thrive.  Re-imagine and innovate mobility options and connections.  Incorporate sustainable design elements to improve community health.

Detailed implementation strategies for each guiding principle are provided on pages 36 and 37 of the DWSP.

Goals and Policies
The goals and policies of the DWSP set forth the framework for realizing the vision for downtown Watsonville, serve as guidelines for decision making and provide direction for the future. They are organized in the following topics:

1. Land Use

2. Urban Design

3. Affordable Housing and Housing Production

4. Anti-displacement Strategies

5. Historic Preservation

6. Economic Development

7. Mobility and Parking

8. Transit

9. Infrastructure
As outlined in Section 2.4 of the DWSP, the goals and policies strive to facilitate housing production and preservation; increase retail-entertainment activity; encourage higher-density mixed-use residential projects; add visitor-oriented uses; support a greater range of civic and cultural activities; improve the safety and comfort of pedestrians; enhance bicycle infrastructure and connections; and target uses and activities that appeal to a wide range of Watsonville’s residents and employees.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Growth Projections
The DWSP plan area is mostly developed with historic commercial buildings and established residential neighborhoods. Hence, future potential growth is likely to be directed to the identified opportunity sites, vacant City-owned parcels, and a limited number of vacant or underutilized sites that could be redeveloped. The goal of this approach is to develop growth projections that can cover all anticipated development in the next 25 years but not over-estimate what could be built.

TABLE 1 Growth Projects for the Specific Plan Area
Land Use Residential (du) Commercial (sf) Industrial (sf) Civic (sf) Residential 3,886
Restaurants, Cafes, Bars 150,248 7,537
Retail 57,788
Research & Development 56,524
Office 23,115 37,798
Civic 114,852
Industrial 275,084
Total 3,886 231,151 376,827 114,572
Notes: du = dwelling unit; sf = square feet.

These growth projections were used as the basis for traffic forecasts, as well as the EIR technical studies for noise and air quality. The growth projections were also used to forecast greenhouse gas emissions and analyze infrastructure demand (water, sewer, wastewater). Staff will monitor the amount of development in downtown relative to the projection thresholds over time.

Design Framework
Section 3.2 of the DWSP sets forth the overall urban design approach that will achieve the Specific Plan’s goal of transforming the area into an active, vibrant downtown. The urban design approach is based on the major strategies, or “big ideas,” identified by the community during the development of the Specific Plan. Each of these strategies is intended to support the implementation of the Downtown vision with the creation of new housing, jobs, and improvements to transportation and public spaces for residents and businesses downtown.

These big ideas or strategies are:
 Retain downtown’s charming historic architecture and character.  Build on and extend downtown’s walkable scale.
 Activate downtown with new uses, special events and programming.  Provide improvements to the public realm—streetscape, public art, murals.  Re-imagine Main Street right-of-way to address traffic calming and walkability goals.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx  Provide more housing choices and maintain affordability.  Improve bicycle and pedestrian connectivity and safety.  Address traffic speed and congestion concerns.

Mobility & Transportation
The DWSP presents strategies and network recommendations for all modes of travel in Chapter

4. The following are summaries of key topics in this chapter.

Multimodal Network and Strategies. The DWSP’s mobility framework provides pedestrian, bicycle, and transit network recommendations in the DWSP plan area. Mobility goals include:
 Complete Streets—Design streets to provide safe and comfortable facilities for all people walking, biking, rolling, riding transit, or operating motor vehicles.  Parking—Effectively manage parking to accommodate demand through increased utilization of existing supply and eliminate barriers to development by reducing requirements for on-site parking through use of shared parking.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx  Curb Management—Effectively manage competing priorities for curb space to safely accommodate active travelers, passenger pick-up/drop-offs, and deliveries.  Travel Demand Management—Increase the availability of mobility options to access and travel within the Plan area without driving alone and reduce Vehicle Miles Traveled (VMT) associated with new development.

Street Network Improvements. The DWSP includes several key roadway improvements to support multimodal travel, increase safety, and improve access to local amenities and businesses. The future improvements are designed to reduce potential conflict points between motorists, people who walk, and people who bike. Key improvements include:
 Reducing the number of travel lanes for Main Street from four to three with a center running left turn lane (or landscaped median) and one lane in each direction between Riverside Drive and Freedom Boulevard.
 Converting East Lake Avenue and East Beach Street, which currently operate as oneway couplets, into two-way streets.  Squaring off the connection between Union Street and Alexander Street from East Lake Avenue to East Beach Street and vacating that portion of Union Street for private development.

Figure 4-1 illustrates the recommended roadway improvements and changes to the directionality of East Lake Avenue and East Beach Street. Figures 4-3 through 4-10 (on pages 99 through 108 of the DWSP) present future redesign concepts for roadways within downtown Watsonville.

These concepts aim to improve the safety and circulation of people walking and biking while preserving residential on-street parking. Street design features also expand the pedestrian realm by installing parklets intermittently along key commercial corridors. The right-of-way dimensions are intended to serve as standards but allow for flexibility in the implementation process for other streetscape features. Implementation of future designs will require further study, engineering, and coordination with adjacent property owners.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Recommended pedestrian network improvements include:
 Enhanced midblock crossings (e.g., pedestrian refuge islands, rapid flashing beacons, pavement markings and signage) to connect paseos intersecting arterial streets. All improvements will be ADA-compliant.
 Create network of paseos at locations shown in Figure 4-11, with minimum widths of 12 feet.
 Improved pedestrian connections (e.g., signalization, high-visibility striping, curb extensions, and/or other treatments).

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Recommended bicycle network improvements include:
 New signed bicycle route on Marchant Street between East Beach Street and the Levee Trail.
 Identify Levee Trail as a designated public bicycle and pedestrian facility.  New access improvements from Marchant Street to the Levee Trail.  New signed bicycle route on Sudden Street between Freedom Boulevard and East Beach Street.
 New signed bicycle route on Brennan Street/Union Street between Freedom Boulevard and the Levee Trail.
 New access improvements from Union Street to the Levee Trail.  Improved connection to the Levee Trail from River Park.  Improved wider bicycle lanes, with an enhanced buffer between adjacent vehicular travel lanes and the bicycle lane, on Rodriguez Street between West Lake Avenue and West Beach Street.
 New bicycle lanes on Walker Street from West Riverside Drive to the Pajaro River.  New shared-use path from West Front Street along Rodriquez Street to the Levee Trail.  New signed bicycle route on Ford Street between Walker Street and Main Street.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx  New signed bicycle route on West 5th Street between Walker Street and Rodriguez Street.
 New bicycle lanes on 5th Street between Rodriguez Street and Brennan Street.  New signed bicycle route on 2nd Street/Maple Avenue between Walker Street to Lincoln Street.
 New signed bicycle route on East Front Street between Main Street and Marchant Street.

Parking, Curb Management and Travel Demand Management. The DWSP provides parking, curb management and transportation demand management strategies, including an overview of existing systems and recommended standards and guidelines for implementation. For instance, the DWSP calls for maximizing the use of existing parking supply through time restrictions and pricing that best reflect actual demand and expanding the Downtown Parking District to the boundaries of the Plan area to make all non-residential land uses exempt from onsite parking requirements. As shown in Table 4-1, the DWSP would establish lower minimum parking requirements for new residential development within the Plan area to “right-size” supply to support objectives in the DWSP and lower the cost of providing new housing units. (Note:
maximum instead of minimum parking limits would apply to projects that are entitled under California’s Density Bonus Law. See page 115 of the DWSP for further information.) Attachment 2
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Transportation demand management (TDM) strategies aim to reduce single-occupant vehicle (SOV) travel, minimize peak period vehicle trips, and shift trips to transit, biking, walking, or shared rides. TDM is a multi-faceted approach to manage transportation resources through pricing, incentives, services, communication, marketing, and other techniques. Strategies work together synergistically to achieve SOV trip reduction and mode share goals. By working to reduce SOV trips within the DWSP plan area, impacts from future development such as congestion or localized pollution can be reduced. TDM also supports sustainability and greenhouse gas (GHG) reduction goals by helping to reduce associated VMT.

Caltrans Complete Streets “Road Diet” Project. Caltrans is committed to implementing a key recommendation in the DWSP. In response to Council support for integrating complete streets infrastructure on State Route 152 (Resolution No. 195-22), Caltrans will be including the "road diet" concept—i.e., reducing the number of travel lanes for Main Street from four to three with a center running left turn lane (or landscaped median) and one travel lane in each direction—and other complete streets recommendations into their upcoming State Highway Operation and Protection Program (SHOPP) project no. 05-1P110. A virtual public meeting was held on the Route 152 Rehabilitation Project on October 6, 2022. For more information, download the meeting’s presentation slides. For a single-page summary on this and other projects in the Watsonville area, download this factsheet.

Further projects, such as converting East Lake Avenue and East Beach Street into two-way streets, are the subject of ongoing discussions with Caltrans.

Public Realm Improvements
The DWSP provides in Chapter 5 recommended public realm improvements that serve to fulfill the goal of enhancing the pedestrian experience and creating linkages between various activity nodes. The recommended public realm improvements consist of an interrelated palette of sidewalk improvements, street trees, street furniture, street lighting, signage, and landscaping.

Public art can also have a role in the streetscape palette. These improvements are intended to enhance and unify the visual and spatial experience of the driver, pedestrian, and the bicyclist, and help provide key linkages between the activity centers and neighborhoods in the DWSP plan area.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Figure 5-1 illustrates recommended streetscape elements that would create a pleasant publicly accessible environment and help achieve the vision of evolving downtown Watsonville into a destination. As these recommendations are conceptual, the City will need to further assess and supplement them on a project-by-project basis.

Land Use & Zoning
Chapter 6 of the DWSP sets standards and guidelines to regulate future development on privately-owned properties in downtown Watsonville. It establishes standards related to allowed land use, development intensity, height, building frontage design, building placement, open area, and block size. The chapter also includes detailed guidance on the design of ground floors, building facades, building architecture, landscaping character, and other building and site design elements.

Key aspects of the Regulating Plan (Section 6.3), Land Use Regulations (Section 6.4), Form Regulations (Section 6.5), and Site Standards & Guidelines (Section 6.6) are described below.

Regulating Plan. Development and design standards and guidelines differ by zone and overlay.

This is because different areas of the Downtown are intended to have different characteristics, Attachment 2
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx informed by the existing context and future vision as described in previous chapters of the DWSP. The Regulating Plan (Figure 6-1) establishes these zones and overlays, whose intent is summarized in Sections 6.3.A and 6.3.B on pages 158-9 of the DWSP.

In general, the arrangement of zones and overlays concentrates urban activity and intensity in the center of Downtown and allows development to transition to existing lower-intensity neighborhood fabric at the periphery of Downtown and to industrial activity to the south.

Land Use Regulations. Section 6.4 includes land use provisions for all properties within the DWSP plan area. Table 6-3 lists uses that are permitted, conditionally permitted, or not permitted. Uses not listed in Table 6-3 are allowed by right unless prohibited elsewhere in the Watsonville Municipal Code. For example, retail and restaurants are allowed by right throughout the plan area; therefore, they are not included in Table 6-3. As shown in Table 6-3, dwelling units are allowed in certain areas of the DWSP plan area, including in the Downtown Core and Neighborhood Zones except on the ground floor of buildings in the Main Street and Gateway Overlays. Similarly, office uses are permitted in all zones except on the ground floor of buildings in the Main Street Overlay. To help foster an active, walkable environment, certain uses are not allowed, such as drive-through facilities.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Form Regulations are intended to ensure that all new buildings contribute to the Downtown built environment. They involve standards and guidelines concerning building placement (e.g., setbacks), building height, building massing, façade design, private frontages (e.g., shopfronts, lobbies, vehicle access), architectural elements that encroaches beyond the build-to range and, in some case, into the public right-of-way (e.g., awnings, balconies, bay windows, arcades). For instance, as shown in Table 6-5 of the DWSP, buildings in the Downtown Core zone may have a total of six stories with the top two floors set back a minimum of 15 feet from the street façade.

Buildings in the other zones may have up to four stories. New development along the periphery of DWSP plan area in the Neighborhood Transition Overlay are limited to three stories to better align with the scale of development in adjoining neighborhoods.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Site Standards and Guidelines are generally intended to inform the design and location of elements of a site for the purpose of the health, safety, and general welfare of the immediate occupants of each building, and for the neighborhood. They apply to waste and utility placement (e.g., mechanical equipment), site walls (e.g., fence heights), lighting, and onsite open space (e.g., forecourts, roof decks).

Historic Preservation
Historic resources are fundamental focal and cultural points of downtown Watsonville. The DWSP plan area contains 13 properties which are currently listed in the National Register of Historic Places, California Register of Historical Resources, and/or Watsonville Historic Register.

A reconnaissance-level survey was conducted early in the planning process that also identified other potentially significant historical resources, which were divided into two tiers (Tier I and Tier II) based on their level of historic integrity (ability of a property to convey its historical associations or attributes) according to the Secretary of Interior’s Standard for the Treatment of Historic Properties. These are shown in Figure 7-2 and further described in Appendix C to the DWSP.

In addition to the potentially eligible individual resources in Downtown, the survey identified several areas within the DWSP plan area that feature intact and cohesive groupings of historicperiod development and common historical and/or architectural trends. Pending further research, the four groupings shown in Figure 7-2 may be found eligible as historic districts or conservation overlay zones depending on their significance, integrity, and applicable designation criteria.

As future planning and development efforts proceed under implementation of the DWSP, there is a potential for impacts to historical resources to occur, should those resources be demolished Attachment 2
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx or altered in an adverse manner. To address these potential impacts and to inform future historic preservation planning efforts, Chapter 7 of the DWSP provides recommendations to assist City staff, project applicants, and the public in making informed decisions and provide a consistent framework for future identification and treatment of historical resources.

Infrastructure
The purpose of Chapter 8 is to summarize the existing and planning infrastructure facilities (water, sanitary sewer, and stormwater) and provide recommended infrastructure upgrades for supporting growth in downtown Watsonville. The recommended upgrades are based on comparing the existing facilities and their capabilities/capacities with the proposed development within the DWSP plan area. The analysis assumes the maximum net new development as shown in Table 1.

Recommended improvements to the water system within the DWSP plan area are prioritized below based on input from the Public Works & Utilities Department, as follows:
 Priority #1: Replace per draft Water System Master Plan (WSMP) condition assessment (Figure 5, total replacement score greater than 8).

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx  Priority #2: Replace per draft WSMP condition assessment (Figure 5, total replacement score greater than 6).
 Priority #3: Potential upsizing of 4- and 6-inch mains to 8-inch minimum.  Priority #4: Install a new well in Zone 1 or Zone 2 to reliably meet 2040 demands.

Recommended improvements to the sanitary sewer collection system within the DWSP plan area are prioritized below based on input from the Public Works & Utilities Department and identified in Figure 8-2.
 Priority #1: Upsize per Sub-Basin 7 Report (high priority) o Freedom/Main Street—Upsize 8/10-inch to 12/15-inch pipe. o East Lake Avenue—Upsize 6/8-inch (northern line) to 10-inch pipe. Upsize 10-inch (southern line) to 15-inch pipe.
 Priority #2: Upsize per Sub-Basin 7 Report (mid priority) o Palm/Sudden Street—Upsize 6/8-inch to 10-inch pipe.
o Brennan Street—Upsize 8-inch to 10-inch pipe.
 Priority #3: Potential upsizing of 4- and 6-inch mains to 8-inch minimum PVC to comply with current City standards.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Stormwater discharges in the City of Watsonville are under the jurisdiction of the State Water Resources Control Board, regulated through the Central Coast Regional Water Quality Control Board under the National Pollutant Discharge Elimination System (NPDES) Small Municipal Separate Storm Sewer System (MS4) Phase II permit. All new and redeveloped projects that contain storm sewer improvements must comply with the City’s Stormwater Post Construction Standards. The NPDES program and the City’s post-construction stormwater requirements are described in further detail on pages 234-237 in the DWSP.

Implementation and Financing
Chapter 9 of the DWSP describes implementation actions and funding options needed to achieve the goals of the Specific Plan. Implementation of the DWSP will require a comprehensive approach that includes private sector development, City actions, and coordination with partners and stakeholders. Together, these projects and actions will support the incremental transformation of downtown into a more vibrant mixed-use urban neighborhood with increased housing options, new workplaces, and additional retail opportunities.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx As noted on page 14 of this staff report, Caltrans is working in partnership with the City to implement recommended improvements to Main Street (SR 152) as part of SHOPP project no. 05-1P110. This effort is in line with recommended actions in Section 9.1 to coordinate on reimagining SR 152 as a downtown street with priority given to pedestrians and destination traffic.

Other key strategic early implementation actions identified in this chapter include:
 Undertaking a facility needs assessment study and advanced planning / site design for relocating civic core facilities, such as the Police station;  Funding downtown signage and wayfinding improvements;  Expanding the Downtown Parking District to correspond with the DWSP plan area;  Developing a program of regular reporting on key DWSP objectives; and  Conducting ongoing capacity building and public outreach.

General Plan Amendments
Per State law, specific plans must be internally consistent with the jurisdiction’s general plan.

Where a specific plan is inconsistent with the general plan, a General Plan Amendment would need to be adopted concurrently with the specific plan to ensure consistency between the two documents.

As part of implementing the DWSP, the City would adopt a General Plan Amendment to add two new mixed-used land use designations and align the General Plan Land Use Diagram by changing the existing land use designations of the DWSP plan area to correspond with the zones shown on the Regulating Plan, Figure 6-1, of the DWSP. The two new mixed-use land use designations are described below:

DOWNTOWN MIXED USE
Mixed use development includes residential and commercial uses on a single parcel.

Residential development density is described in units per new acre (Net acre is defined in the glossary). The total and commercial development is described as floor area ratio (FAR). The total FAR governs and includes both residential and commercial development on the parcel.

Downtown Central Core (Total FAR 3.0, Minimum Commercial FAR 0.15, Maximum Residential Density up to 125 du/acre)
This land use category provides an active and intense development pattern generally flanking Main Street in Downtown Watsonville. Active ground floor uses are required.

Upper floors may contain residential units or office space.

Downtown Mixed Use (Total FAR 2.0, Maximum Residential Density up to 85 du/acre)
This land use category provides a similar mix of active and residential uses as the Downtown Central Core designation. The intensity of development is lower than the Downtown Central Core designation with residential uses permitted on the ground floor.

These land use designations would align with the desired development densities and intensities in the DWSP for the Downtown Core and Neighborhood Zones, respectively. As part of the Attachment 2
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx proposed General Plan Amendment, creating these new mixed-use land use designations for downtown Watsonville would have the effect of replacing the old Central Commercial designation.

In addition, the proposed General Plan Amendment involves amending the text to Implementation Measures 4.A.3 and 4.C.6 concerning downtown intensification and key elements of the DWSP. Since the DWSP involves prioritizing infill development in a walkable environment with access to transit, a text amendment to Implementation Measure 10.C.2 would allow projects in the DWSP plan area without having to address vehicular traffic. A new Implementation Measure 4.A.7 calls for the preparation of a specific plan for downtown Watsonville.

These changes, when adopted, would ensure consistency and are in harmony with the overall intent of the Watsonville 2005 General Plan, including existing goals and policies regarding land use, urban design, environmental resources, transportation and circulation, public facilities, and public safety.

Zoning Amendments
The land use and development standards in the DWSP, when adopted, shall supersede the land use and development standards in the Zoning Ordinance (Title 14 of the Watsonville Municipal Code) for properties within the DWSP plan area. Regulations not addressed in DWSP, such as standards for specific land uses, will still be regulated by the Zoning Ordinance.

As discussed in Chapter 6 (Land Use & Zoning) of the DWSP, the purpose of this chapter is to deliver the physical outcomes envisioned for downtown Watsonville, based on the community’s Vision, Goals, and Policy Direction as described and illustrated in Chapter 2. Unless otherwise noted, the development standards, guidelines, and review processes within Chapter 6 replace existing zoning for all property within the DWSP plan area. This chapter contains both standards (which are mandatory) and guidelines (which are advisory). Where no clear label is present, the language shall suffice to communicate the intent: “shall” is always mandatory, “may” is permissive, and “should” is advisory, identifying guidance only.

As part of implementing the DWSP, the City would not only adopt Chapter 6 of the DWSP by ordinance, but also amend the Zoning Map to reflect the DWSP plan area and amend the Zoning Code to refer to the land use and development standards for properties within the DWSP plan area.

Senate Bill 330
Senate Bill 330 (Skinner, 2019)—the Housing Crisis Act of 2019—is a sweeping bill aimed at ensuring zoning-compliant housing projects are approved, by streamlining project approvals and preventing local actions that reduce housing capacity. Most of SB 330’s provisions were set to expire on January 1, 2025, but were later extended to 2030 with the passage of Senate Bill 8 (Skinner, 2022).

Although SB 330 includes many provisions, the ones that are particularly relevant to the DWSP are that new zoning regulations may not:

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx  reduce the allowed intensity or number of units for residential land uses/parcels;  impose or enforce a moratorium on housing development;  impose any new non-objective design standards on proposed developments; or  implement or enforce limits on the number of residential building permits issued.

The DWSP is consistent with the provisions of SB 330, in that it provides objective design standards and would result in an increase of the intensity and number of residential units allowed in the DWSP plan area. The DWSP does not represent a moratorium on housing nor set limits on building permits.

Regional Traffic Congestion
A transportation impact analysis was prepared for the DWSP. This report includes an assessment of existing and future traffic patterns along with the effect the roundabout and “road diet” concepts may have on Main Street and adjoining streets through downtown. As noted in sections 5, 6 and 7 of this report, the intersection of Riverside Drive and Main Street is currently impacted by regional traffic that originates outside of Watsonville and additional growth will likely result in further congestion during peak hour travel times. The queuing analysis indicates that traffic would continue to move, just more slowly, and that implementation of the road diet on Main Street improves pedestrian safety. In addition, the installation of a roundabout at the intersection of Freedom Boulevard and Main Street would have the added benefit of improving vehicle safety and traffic flow through this intersection.

The transportation impact analysis does not, however, account for planned projects that address regional traffic patterns. For example, the Transportation Agency of Monterey County (TAMC) prepared a study in 2019 that, once implemented, will improve traffic patterns along the G12 corridor in northern Monterey County between Pajaro/Watsonville and Prunedale. As noted in this study, improved connections between Highway 1 (to the northwest) and US 101 (to the south) has resulted in the G12 corridor in becoming a viable alternative for regional north-south travel between population centers in Santa Cruz County and Monterey County.1 TAMC’s study proposes a number of improvements, including a road diet project for Porter Drive/Salinas Road through Pajaro and a new roundabout at the intersection of Salinas Road and Werner Road.

These projects would improve regional traffic flow and align with the City’s plans to reduce the number of through lanes on Main Street at the intersection with SR 129/Riverside Drive.

Airport Land Use Compatibility Review
The California Airport Land Use Planning Handbook (Caltrans, 2011) provides guidance for airport land use compatibility planning. The Handbook is intended to guide compatible on- and off-airport land uses to ensure the safe and efficient operation of airports and the safety of people living and/or working near airports. The Handbook provides appropriate height, use, noise, safety, density, and intensity criteria to ensure future development would be compatible with the airport.

1 TAMC website, Pajaro to Prunedale Study, https://www.tamcmonterey.org/pajaro-to-prunedale-g12-study. (Accessed on July 20, 2023).

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Since the western portion of the DWSP plan boundary is within the Watsonville Municipal Airport Influence Area, the DWSP was referred to Caltrans’ Division of Aeronautics for review and comment. One of the goals of Caltrans’ Division of Aeronautics is to assist cities, counties, and Airport Land Use Commissions2
in the development and implementation of policies that protect the safety and general welfare of the communities in which aeronautical activities take place.

As noted in their response letter, since the DWSP is outside all of the Watsonville Municipal Airport Safety Zones and also outside the airport noise contours, they do not have any comments at this time. Caltrans Division of Aeronautics staff further noted that since the DWSP is within the Airport Influence Area, a notification to the FAA may be required for proposed new buildings and their construction equipment (e.g., cranes) that could pose a hazard to navigable airspace, as define by FAA Federal Aviation Regulations Part 77 (“Part 77 Surfaces”). The City maintains a website on the subject, including instructions for submitting a request to the FAA for making a “no hazard determination” at https://www.cityofwatsonville.org/2279/Construction-or-Cranesnear-the-Airport.

Environmental Review
A Draft EIR was prepared for the DWSP (“project”) in accordance with the California Environmental Quality Act (CEQA). This EIR incorporates by reference the Initial Study prepared for the project in 2022, which determined there is no substantial evidence that significant impacts would occur to the following issue areas: agriculture/forestry resources, energy, geology and soils, greenhouse gas emissions, hydrology and water quality, land use/planning, minerals, public services, recreation, utilities and service systems, and wildfire (Appendix A to the EIR). The Draft EIR addresses the potential physical environmental effects of the proposed project for each of the remaining environmental topics outlined in Appendix G of the State CEQA Guidelines. The Draft EIR also addresses the cumulative impacts resulting from other past, present and reasonably foreseeable future projects. The project was found to have significant and unavoidable impacts with respect to air quality, cultural resources, noise, and transportation. Impacts to biological resources, hazards and hazardous materials, and tribal cultural resources were found to be potentially significant but mitigable to less than significant.

Impacts to other resource areas and environmental topics were found to be less than significant without mitigation.

The Draft EIR was made available for public review and comment from May 12, 2023, to June 26, 2023. Hardcopies of the Draft EIR were available for public review at the Community Development Department and Watsonville Public Library. Table 2 provides a list of the federal, state, regional and/or local agencies along with private organizations and individuals that commented on the Draft EIR.

Comments received from CDFW include the potential for the Santa Cruz Tarplant (Holocarpha macradenia) to occur in the DWSP plan area and the potential for impacting nesting birds. In response, clarifying language has been added to the mitigation measures concerning pre-

2 As the County of Santa Cruz has been identified as being a “no procedures county” in which there is only one public use airport that is owned by a single city—the City of Watsonville—the County is exempt from having to form an Airport Land Use Commission (ALUC) and prepare an Airport Land Use Compatibility Plan (ALUCP), pursuant to section 21670.1(e) of the Public Utilities Code (PUC). The review of any general or specific plans falls to Caltrans Division of Aeronautics. PUC §§ 21670.1(d)(2), 21670.1(d)(1)(B)(ii).

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx construction surveys and avoidance measures in Mitigation Measures BIO-1 and BIO-2. These revisions are also included in an Errata to the Draft EIR.

TABLE 2 List of Commenters
Commenter Agency/Group/Organization
Federal Agencies
None
State Agencies
Erin Chappell, Regional Manager, Bay Delta Region California Department of Fish and Wildlife (CDFW) Chris Bjornstad, Associate Transportation Planner California Department of Transportation (Caltrans) Regional and Local Agencies
None
Individuals, Private Groups and Organizations
Marven E. Norman Bike Santa Cruz County
Steve Trujillo
Comments received from Caltrans pertain to working collaboratively with the City on the feasibility of future transportation concepts and evaluating operational changes to the State Highway System—i.e., SR 152. In addition, the commenter expresses support for Mitigation Measure TRA-1, which requires each individual office and industrial development project in the study area to incorporate a TDM plan and monitoring program. The comments do not pertain to the adequacy of the environmental analysis in the Draft EIR and no revisions to the document are required.

Comments received from Marven E. Norman concern several topics in the DWSP, including converting portions of East Lake Avenue and East Beach Street from one a one-way couplet to two-way streets. In addition, the commenter raises questions concerning traffic and makes recommendations concerning downtown’s bicycle network and the planned roundabout at the intersection of Main Street and Freedom Boulevard. The comments are addressed for informational purposes and do not require revisions to the Draft EIR.

Comments received from Steve Trujillo concern whether the EIR would (1) measure an effect on air quality from a lane reduction on Main Street, (2) examine the cooling effect of trees downtown, (3) address the increase in water demands, (4) address the increase in sewage generated, and (5) measure the increased need for parking. Detailed responses are provided in the Final EIR.

As previously noted, a few minor changes were made in response to the comments received from CDFW on the Draft EIR. Specific text changes are provided in an Errata to the Draft EIR.

These revisions are not considered significant new information that would trigger Draft EIR recirculation pursuant to section 15088.5 of the State CEQA Guidelines. For example, they do not disclose a new or substantially worsened significant environmental impact, or a new feasible Attachment 2
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx mitigation measure or alternative not proposed for adoption. Rather, the revisions clarify information pertaining to Mitigation Measures BIO-1 and BIO-2.

A Resolution for recommending consideration by the City Council to certify the Final EIR includes required findings, in accordance with Public Resources Code section 21081 and CEQA Guidelines section 15091. The Findings adopt feasible mitigation measures to reduce the significant environmental impacts of the project. A Mitigation Monitoring and Reporting Program (MMRP) for the project would be adopted as part of the certification of the Final EIR.3 The purpose of the MMRP is to ensure the adopted mitigation measures adopted in the Findings for the project are implemented, in accordance with CEQA requirements.

Significant and Unavoidable Impacts. As discussed in Section 4 of the EIR, implementation of the DWSP would result in the following significant unavoidable adverse impacts:
 Impact AQ-1: The proposed project would introduce additional housing to the area and contribute to population growth that conflicts with the growth assumptions in the Air Quality Management Plan. Impacts would be significant and unavoidable.  Impact AQ-2: Construction and operation of development envisioned by the DWSP would result in the temporary and long-term generation of air pollutants, which would affect local air quality and exceed MBARD thresholds. Therefore, this impact is significant and unavoidable.
 Impact AQ-C1: The DWSP would have a cumulatively considerable contribution to a significant cumulative impact related to emissions of air pollution and conflicts with an applicable air quality management plan.
 Impact CUL-1: Development envisioned in the DWSP could adversely affect known and previously unidentified historical resources. Impacts to historical resources would be significant and unavoidable.
 Impact CUL-C1: The DWSP would have a cumulatively considerable contribution to a significant cumulative impact on historic-era cultural resources.  Impact NOI-1: Construction of development envisioned by the DWSP would temporarily increase noise levels at nearby noise-sensitive receptors. Operation of development envisioned by the DWSP would introduce new on-site noise sources and contribute to increases in traffic noise. Construction and on-site operational noise could exceed standards. This impact would be significant and unavoidable even with mitigation.  Impact NOI-2: Construction of development envisioned by the DWSP would temporarily generate groundborne vibration. If required for construction, pile driving or use of a

3 The MMRP provides summary of the environmental issues evaluated in the EIR, the identified environmental impacts, proposed mitigation measures, and residual impacts (i.e., the impact after application of mitigation, if required).

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx vibratory roller could potentially exceed FTA vibration thresholds and impact people or buildings. This impact would be significant and unavoidable even with mitigation.  Impact NOI-C1: The construction activities for the development envisioned in the DWSP would have a cumulatively considerable contribution toward a significant cumulative impact on noise.
 Impact TRA-2: Development envisioned in the DWSP would conflict with or be inconsistent with CEQA Guidelines section 15064.3, subdivision (b). Impacts would be significant and unavoidable.
 Impact TRA-C1: The DWSP would have a cumulatively considerable contribution to a significant cumulative VMT impact related to a conflict or inconsistency with CEQA Guidelines section 15064.3, subdivision (b).

Some of these impacts do have mitigation measures which would reduce impacts. For instance, Mitigation Measure NOI-1(a) would reduce noise impacts associated with future development; however, as exact details of future project-specific construction activities and stationary noise sources are unknown at this time, it is uncertain whether or not noise standards would be exceeded. Therefore, the impact analysis in the EIR took a conservative approach and determined that as City noise standards could be exceeded, the project’s construction and operational noise impacts from development facilitated by the DWSP would be “significant and unavoidable.”
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Surprisingly, the EIR determined that development
envisioned in the DWSP would result in significant
and unavoidable transportation-related impacts
(i.e., VMT impacts), even though the DWSP strives
to create walkable neighborhoods and foster
higher-intensity, mixed-use development. In
addition, development in a downtown environment
near transit typically results in decreased
automobile dependency and TDM strategies in the
DWSP would reduce single-occupant travel,
minimize peak period vehicle trips, and shift trips to
transit, biking, walking, or shared rides. However, if
the VMT associated with the DWSP were to exceed
the 15 percent below the regional average VMT, this
would be considered a significant transportationrelated impact under CEQA.

As shown in Tables 4.8-2 and 4.8-3 in the EIR and
Figure 6 in the Transportation Impact Analysis
(Appendix E to the EIR), development envisioned in
the DWSP would result in a reduction of VMT per
capita and per employee (office and industrial)
compared to existing conditions. In other words, the
analysis shows that people would likely drive less
and/or shorter distances. While the amount of this
reduction is below the City’s threshold of significance for residential development, it is not for future office and industrial development. Therefore, as the reduction in VMT per employee is not below the City’s threshold of significance—i.e.,15 percent below the regional average VMT—the DWSP was determined to have significant and unavoidable transportation-related impacts under existing + project and cumulative conditions.

When an agency approves a project with unavoidable significant environmental effects, it must prepare a written Statement of Overriding Considerations that sets forth the specific social, economic, or other reasons supporting the agency’s decision and explains why the project’s benefits outweigh the significant environmental effects. Guidelines § 15093.

Project Alternatives. As required by Section 15126.6 of the State CEQA Guidelines, the Draft EIR examines a range of reasonable alternatives to the proposed project that would attain most of the basic project objectives but would avoid or substantially lessen the significant adverse impacts.

The State CEQA Guidelines advise that an alternatives discussion in an EIR should be limited to alternatives that would avoid or substantially lessen any of the significant effects of the project and would achieve most of the project objectives. As noted above and in Section 6 of the EIR, the DWSP would result in significant unavoidable impacts related to air quality, cultural Attachment 2
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx resources, noise, and transportation. These impacts are primarily due to the increased density envisioned in the DWSP. As discussed in the respective sections of the EIR, with implementation of mitigation measures, the proposed project would not result in other significant and unavoidable impacts.

The following alternatives are evaluated in the EIR:
 Alternative 1: No Project
 Alternative 2: Repurposed Walker Street Industrial Uses  Alternative 3: Reduced Density Alternative
Detailed descriptions and potential environmental impacts of each alternative are analyzed in Sections 5.2 through 5.4 of the Draft EIR.

Environmentally Superior Alternative. As discussed in Section 5.6 of the Draft EIR, Alternative 3 would reduce or slightly reduce impacts to air quality, cultural resources, and noise, compared to the DWSP. However, compared with the DWSP, Alternative 3 would result in a slightly more severe impact related to transportation. Nonetheless, Alternative 3 would be the most effective alternative to reduce the potentially significant impacts of the DWSP. For this reason, Alternative 3 is identified as the environmentally superior alternative among the other alternatives. While it could be implemented, Alternative 3 would fulfill several objectives of the DWSP to a lesser extent. For example, Alternative 3 would not fulfill to the same or better objectives related to creating inclusive housing opportunities, promoting local economic prosperity, or innovate mobility options and connections. Therefore, Alternative 3 cannot both feasibly advance the objectives of the DWSP and reduce impacts to air quality, cultural resources, and noise, as compared with those identified with implementing the DWSP.

Additionally, lowered density housing may be less financially feasible for developers trying to develop housing projects.

Statement of Overriding Considerations. CEQA allows agencies to approve projects that could damage the environment. If economic, social, or other considerations make it infeasible to mitigate the significant effects of a project on the environment, the project nevertheless may be carried out. Pub. Res. Code § 21002; Guidelines § 15091. In that case, however, the decisionmaking body must adopt a Statement of Overriding Considerations to the effect that, although adverse impacts may result, specific overriding economic, legal, social, technological, or other considerations outweigh the project’s significant, unmitigated impacts. Pub. Res. Code § 21081; Guidelines § 15093.

In accordance with CEQA Guidelines section 15093, a Statement of Overriding Considerations with appropriate findings has been drafted to approve the project.

CONCLUSION
The DWSP is intended to be a tool for developers, property owners, City staff and decision makers by providing strong and clear policies, development standards, and a vision that guides land use decisions, infrastructure improvements, design, and economic development activities in the project area. The DWSP would help revitalize downtown by facilitating housing production and preservation; increase retail-entertainment activity; encouraging higher-density mixed-use Attachment 2
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx residential projects; adding visitor-oriented uses; supporting a greater range of civic and cultural activities; improving the safety and comfort of pedestrians; enhancing bicycle infrastructure and connections; and targeting uses and activities that appeal to a wide range of Watsonville’s residents and employees. An EIR has been prepared for the DWSP in accordance with the provisions of CEQA. Therefore, staff recommends that the Planning Commission (a) adopt a Resolution recommending that the City Council certify an EIR for the DWSP, (b) adopt a Resolution recommending that the City Council adopt the proposed amendments to the Watsonville 2005 General Plan, (c) adopt a Resolution recommending that the City Council adopt the DWSP, and (d) adopt a Resolution recommending that the City Council adopt the proposed Zoning Map and Zoning Code amendment.

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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx part of the Housing Element Update to demonstrate how the City could overcome impediments to housing production.

ALTERNATIVE ACTION
The Planning Commission may choose whether or not to adopt resolutions recommending that the City Council:

1. Approve and certify the Final EIR prepared for the DWSP, including CEQA Findings;

2. Approve a General Plan text amendment creating two new mixed-use land use designations for downtown Watsonville and amending the General Plan Land Use Diagram to reflect the new land use designations in the DWSP plan area; and

3. Adopt the DWSP;

4. Amend the Zoning Map to reflect the boundaries of the DWSP plan area and amend the Zoning Code to refer to the land use and development standards for properties in the DWSP plan area.

REFERENCES
City of Watsonville. 1994. Watsonville 2005 General Plan. Accessible at:
https://www.cityofwatsonville.org/160/2005-General-Plan ________. 2022. Downtown Watsonville Specific Plan. Prepared by the City of Watsonville with assistance of Raimi & Associates, Sargent Town Planning, EPS, Nelson Nygaard, Kimley-Horn, BKF Engineering, and Rincon Consultants, Inc. Accessible at:
https://www.watsonville.gov/DocumentCenter/View/19990/Draft-DWSP-October-2022 ________. 2022. DWSP Initial Study. Prepared by the City of Watsonville with assistance of Rincon Consultants, Inc. Accessible at:
https://www.watsonville.gov/DocumentCenter/View/19988/DWSP-Initial-Study-10-27-22 ________. 2023. DWSP Draft EIR. Prepared by the City of Watsonville with assistance of Rincon Consultants, Inc. Accessible at:
https://www.watsonville.gov/DocumentCenter/View/21323/DWSP-Draft-EIR-5-12-23 ________. 2023. DWSP Final EIR. Prepared by the City of Watsonville with assistance of Rincon Consultants, Inc. Accessible at:
https://www.watsonville.gov/DocumentCenter/View/21828/DWSP-Final-EIR-8-11-23 ________. 2023. DWSP Mitigation Monitoring and Reporting Program. Prepared by the City of Watsonville with assistance of Rincon Consultants, Inc. Accessible at:
https://www.watsonville.gov/DocumentCenter/View/21912/DWSP-Mitigation-Monitoring-andReporting-Program-MMRP ________. 2023. Transportation Impact Analysis. Prepared by the City of Watsonville with assistance of Kimley-Horn. Accessible at:
https://www.watsonville.gov/DocumentCenter/View/21326/Appendix-E---TransportationAnalysis Attachment 2
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C:\Program Files\eSCRIBE\TEMP\18192965540\18192965540,,,DWSP.docx Caltrans. 2011. California Airport Land Use Planning Handbook. Accessible at:
https://dot.ca.gov/programs/aeronautics/airport-land-use-planning ________. 2023. Email correspondence concerning airport land use compatibility review of the DWSP by Tony Sordello with Caltrans Division of Aeronautics, Office of Aviation Planning.

Accessible at: https://www.watsonville.gov/DocumentCenter/View/21913/Caltrans-Division-ofAeronautics-review-of-DWSP-2023 TAMC. 2019. G12: Pajaro to Prundale Corridor Study. Prepared by TAMC with assistance by GHD. Accessible at:
https://www.tamcmonterey.org/files/90ba39ab3/19_0618+G12+Corridor+Plan+FINAL.pdf Attachment 2
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Public Comment #1: Item 5.b.

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9/5/23, 4:06 PM Mail - Celia Castro - Outlook
https://outlook.office365.com/mail/inbox/id/AAQkADFhNzdjZTdlLWMwMzItNDUyNS1iMWRmLTA4ZDg4MzM4MGQ0OQAQAGYEseVqzH5NjIycRHFv… 1/1 Re: Downtown Beautification Plan PDF
Justin Meek <[email protected]>
Tue 09/05/2023 2:05 PM
To:Rachele Nocis <[email protected]>
Cc:Celia Castro <[email protected]>;Suzi Merriam <[email protected]> Good afternoon Ms. Nocis,
Thank you for your email. Please consider attending tonight's Planning Commission meeting in the Old City Hall Building at 6:00 PM, as we will be presenting on the Downtown Watsonville Specific Plan (DWSP). The DWSP is intended to be a tool for developers, property owners, City staff and decision makers by providing strong and clear policies, development standards, and a vision that guides land use decisions, infrastructure improvements, design, and economic development activities in the DWSP plan area.

For more information on the DWSP, please click on the links to the meeting agenda, staff report and DWSP document.

Meeting agenda (link)
Staff report (link)
DWSP document (link)
Regards,
Justin Meek
From: Rachele Nocis <[email protected]>
Sent: Tuesday, September 5, 2023 1:42 PM
To: Justin Meek <[email protected]>
Subject: Downtown Beautification Plan PDF
Hi Justin,
My name is Rachele. I work for Main Street Realtors. I am working on updating a listing we have in Watsonville on Homelite and I am wondering if you have a PDF that I can access explaining the downtown beautification plan? I have looked through the City of Watsonville website and have not been able to find anything. I called this morning and was given your email to see if you could possibly help me out. I appreciate any help you can give me.

Best,
Rachele Nocis
(831)251-1452
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Public Comment #2: Item 5.b.

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D downto
watson
speci f

DOWNTOWN WATSONVILLE

SPECIFIC PLAN
CITY OF WATSONVILLE, CALIFORNIA—Final Draft, October 2022 Attachment 3
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CITY OF WATSONVILLE, CALIFORNIA

DOWNTOWN WATSONVILLE SPECIFIC PLAN
Final Draft, October 2022
D downtown
watsonville
speci f ic plan
© 2022 California Department of Transportation and City of Watsonville. All Rights Reserved.

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Prepared By:

Raimi & Associates
Land Use & Urban Design, and
Community Engagement
Simran Malhotra AICP, AAIA, Principal
Jasmine Williams AICP, Senior Planner
Christian Ledezma, Graphic Designer
with
Sargent Town Planning
Urban Design
and Development Code
Peter VanderWal, Principal
Andrew Krizman, Senior Associate
EPS
Economics and Implementation
Ben Sigman, Principal
Nelson Nygaard
Mobility and Parking
Meghan Weir, Principal
Zach Zabel, Senior Associate
Monique Ho, Associate
Kimley-Horn
Traffic Modeling
Frederik Ventner, Vice President
Mehul Champaneri, Senior Project
Engineer
BKF Engineering
Infrastructure Engineering
Jacob Nguyen, Principal
Doug Peterson, PE, Project Manager
Sabrina Shuman, Senior Project Engineer
Rincon
Environmental Impact Report
& Historic Report
Megan Jones, Principal
George Dix, Project Manager
Stephen Treffers, Program Manager

ACKNOWLEDGMENTS
City Council
Eduardo Montesino,
Mayor Pro Tempore, District 1
Vanessa Quiroz-Carter, District 2
Lowell Hurst, District 3
Francisco Estrada, District 4
Rebecca J. Garcia, District 5
Jimmy Dutra, District 6
Ari Parker, Mayor, District 7
Planning Commission
Daniel Dodge, District 1
Brando Sencion, District 2
Jenni Veitch-Olson, District 3
Veronica Dorantes-Pulido (Chair),
District 4
Anna Kammer, District 5
Lucy Rojas (Vice-Chair), District 6
Ed Acosta, District 7
Advisory Committee Members
Jane Barr
Eduardo Cervantes
Gina Cole
Maria Elena De la Garza
Francisco Estrada, Councilmember
Aurelio Gonzalez
Neva Hansen
Felipe Hernandez
Sylvia Luna
Carmen Herrera Mansur
Sal Orozco
Ben Ow
William Ow
Manuel Rodriguez
Shaz Roth
Tony Scurich
Brian Spector
Jenni Veitch-Olson, Planning
Commissioner
City of Watsonville Staff
City Manager
Tamara Vides, Interim City Manager
Matt Huffaker, Former City Manager
Community Development
Department—Planning
Suzi Merriam, Director
Justin Meek, AICP, Principal Planner
Ivan Carmona, Associate Planner
Sarah Wikle, Associate Planner
Deborah Muniz, Executive Assistant
Celia Castro, Permit Technician
Community Development
Department—Housing
Carlos Landaverry, Housing Manager
Elena Ortiz, Administrative Assistant I
Public Works & Utilities
Maria Esther Rodriguez, P.E., City
Engineer / Assistant Director
Murray Fontes, P.E., Principal
Engineer
Daniel Green, P.E., Principal Engineer
Police
Angelica Jauregui, Administrative
Analyst
Caltrans Staff
Gus Alfaro
Marissa Nishikawa
Douglas Hessing
Audrey Ogden
John Olejnik
Pedro Miguel
In collaboration with:

Watsonville Residents
Community Groups
Business and Property Owners
Non-Profit Organizations
DOWNTOWN WATSONVILLE SPECIFIC PLAN Attachment 3
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CONTENTS
CHAPTER 1
Introduction 2
CHAPTER 2
Downtown Vision, Goals & Policy Direction 22
CHAPTER 3
Design Framework 48
CHAPTER 4
Mobility and Transportation 82
CHAPTER 5
Public Realm Improvements 124
CHAPTER 6
Land Use & Zoning 146
CHAPTER 7
Historic Preservation 204
CHAPTER 8
Infrastructure 222
CHAPTER 9
Implementation 238
Appendices
Community Engagement Summary (Appendix A) A.1
Applicable General Plan Goals & Policies (Appendix B) B.1 Historic Report (Appendix C) C.1
Funded By:

The work upon which this publication is based was funded in whole or in part through a grant awarded by State of California Department of Transportation (Caltrans), FHWA and FTA. The City of Watsonville was a recipient of a Sustainable Transportation Grant administered by Caltrans.

The statements and conclusions of this report are those of the City of Watsonville and the consultant team and not necessarily those of Caltrans, or its employees. Caltrans make no warranties, express or implied, and assume no liability for the information contained in the succeeding text.

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2 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Chapter 1:

INTRODUCTION

1.1—What is a Specific Plan

1.2—Plan Context and Purpose

1.3—Existing Conditions

1.4—Plan Objectives

1.5—Relationship to Other Plans

1.6—Plan Structure
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4 DOWNTOWN WATSONVILLE SPECIFIC PLAN
IN SUMMER 2019, THE CITY

OF WATSONVILLE (CITY)

INITIATED A SPECIFIC

PLAN FOR DOWNTOWN

WATSONVILLE WITH THE

PURPOSE OF ESTABLISHING

A CLEAR DIRECTION FOR
ITS FUTURE.

The Downtown Watsonville Specific
Plan (Specific Plan) articulates a
community vision and planning
framework that will serve as a guide
for the city and other public agency
decision-makers, community members
and stakeholders over the next 20-
30 years. The Specific Plan has been
developed in accordance with the
California Environmental Quality
Act (CEQA), California planning law,
City planning policies, and input from
community members, property owners,
decision-makers, and City staff.

The Specific Plan provides a
comprehensive land use and mobility
plan along with development and
design regulations that support the
Specific Plan’s goals and policies and
guides future public and private
development. In addition, the Specific
Plan includes an implementation
strategy and mechanisms to ensure that
development will be coordinated and
will meet the intent of the Specific Plan.

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5 CHAPTER 1—INTRODUCTION
The Specific Plan and accompanying EIR is funded through a Sustainable Communities Grant from Caltrans, and SB 2. The intent of the SCS grant is to provide financial support to cities to encourage local and regional planning that furthers state goals, including the provision of a safe, sustainable, integrated, and efficient transportation system to enhance California’s economy and livability.

Additional funding is provided by a SB 2 grant from the State of California to complete the Program EIR.

FROM LEFT TO RIGHT—The Terrace at 445 Main Street was built in 2018 and offers 54 Market Rate apartment rentals in Downtown Watsonville ; Main Street offers a charming scale and a mix of uses necessary to enhance the downtown.

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6 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Section 1.1
WHAT IS A SPECIFIC PLAN?
PHOTO CAPTION— Watsonville Civic Plaza provides municipal services for residents of Watsonville. The building houses government offices, including the Watsonville legislative body, and provides public records, government services, and information about Watsonville services.

A Specific Plan is a regulatory tool that local governments use to implement their General Plan and to guide development in a localized area. While the General Plan is the overall guide for growth and development in a community, the goal of a Specific Plan is to focus on the unique characteristics of a special area by customizing the planning process and land use regulations to that area. The authority for preparation and adoption of specific plans is set forth in the California Government Code, Sections 65450 through 65457. The California Government Code authorizes jurisdictions to adopt specific plans by ordinance as regulatory documents. The law allows adoption of Specific Plans as may be required for the implementation of the General Plan.

A Specific Plan is intended to be a tool for developers, property owners, City staff and decision makers by providing strong and clear policies, development standards, and a vision that guides land use decisions, infrastructure improvements, design, and economic development activities in the project area.

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7 CHAPTER 1—INTRODUCTION
A Specific Plan includes:

Distribution, location, intensity, and
extent of the uses of land.

Development and design regulations
for buildings and the public realm.

Major components of transportation
and infrastructure.

This Plan also provides opportunities for
streamlined CEQA review. The Program
Environmental Impact Report (PEIR)
prepared for the Plan may simplify
environmental review for projects that
are consistent with the Plan.

The Plan does not replace or augment
building safety codes or other nonplanning related codes. All applications for new construction, substantial
modifications to existing buildings, and
changes in land use shall be reviewed
for conformance with this Specific
Plan. This Plan is adopted by ordinance
under the authority of the City’s
Municipal Code, which establishes
Specific Plans as a tool to regulate land
use and development.

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8 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Section 1.2

PLAN CONTEXT AND PURPOSE
The City has and continues to be the
economic, educational, and cultural
center of the Pajaro Valley, one of the
most productive agricultural areas
in the world. The City’s jurisdictional
boundaries are restricted by an urban
growth boundary and airport land
use restrictions. Because of these
limitations on growth, the City has put
efforts toward incorporating additional
housing and economic opportunities
through higher density infill along
the City’s major corridors, including
the downtown. The Specific Plan
will help achieve these objectives by
accommodating additional residential
uses in a compact and active mixeduse environment through both new construction and adaptive reuse of
historic buildings.

The Plan area constitutes about
195.5 acres with about 55.5 acres
dedicated to streets and rights-ofway. Downtown is centered on Main Street and extends west to the edge
of existing neighborhoods and the
industrial district, south to Pajaro,
and several blocks east to the existing
neighborhoods. The Downtown
Specific Plan area is shown in Figure
1–1 and Figure 1–2.

PHOTO CAPTION—California yarrow and California poppies bloom among native grasses on Watsonville Slough Farm.

The City of Watsonville is in the Pajaro Valley of Santa Cruz County and is approximately six square miles in size. The city is bounded by the Pajaro River to the south and unincorporated Santa Cruz County to the east, north and west. Regionally, the City is located near the epicenter of a rail transit network currently in the planning phases. The Monterey Bay Sanctuary Scenic Trail envisions passenger transit along the rail line and the 2018 California State Rail Plan proposes rail service along the same line. A bicycle and pedestrian path is proposed next to the tracks. This provides Watsonville with a unique opportunity to establish critical connections and plan the appropriate location for a future transit stop along the Scenic Trail on Walker Street and determine appropriate land uses in the vicinity of the future rail transit station.

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Pacific Ocean

MONTEREY COUNTY

SANTA CLARA COUNTY

SANTA CRUZ COUNTY
Watsonville
Gilroy
Las
Lomas
Aptos
La Selva
Beach
Amesti Aptos
Hills-Larkin
Valley
Aromas
Day Valley
Corralitos
Freedom Interlaken
Pajaro
Dunes
Pajaro
Rio del Mar
Seacliff
Gilroy
Las
Lomas
Aptos
La Selva
Beach
Amesti Aptos
Hills-Larkin
Valley
Aromas
Day Valley
Corralitos
Freedom Interlaken
Pajaro
Dunes
Pajaro
Rio del Mar
Seacliff
1 1
152
129
downtown
watsonville
specific plan
D Specific Plan Area
Highway
Arterial Road
Collector Road
City of Watsonville Boundary
County Boundary
City Boundaries
Railway
N
0 0.5 1
Mile
2 9
Figure 1–1

DOWNTOWN

WATSONVILLE SPECIFIC

PLAN CONTEXT AREA
Zones
County Boundary
City of Watsonville Boundary
Census-Designated Place/Unincorporated County Boundaries Specific Plan Area Attachment 3
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10 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Organized in a traditional urban street
grid with walkable neighborhoods
and shopping corridors, downtown
Watsonville is the heart of the
community. Development in
downtown started before the City
was incorporated in 1868. The area
contains a mix of contemporary and
historic buildings, urban plazas,
higher-density residential buildings,
government offices, communityserving retail uses, and is home to numerous community events that
attract both visitors and residents.

Once a thriving and bustling
downtown, the Main Street has
struggled to compete regionally
with other commercial areas and
has experienced high retail and
commercial vacancy rates for the
past several decades. The City has
taken many steps to revitalize the
downtown since the destructive
1989 Loma Prieta earthquake,
including several downtown plans
and downtown design guidelines,
as well as the development of a new
Civic Plaza that is home to the South
County Courthouse, City library, City
administrative offices, City Council
Chambers, and public meeting space.

State Highway 152 (SR-152), a Caltrans facility, operates along portions of Main Street and as a one-way couplet along E Lake Avenue and E Beach Street.

Riverside Drive on the south end of the Plan area is a part of State Highway 129 (SR-129). Caltrans has been an integral part of the planning process and for developing recommendations for right-of-way improvements such as sidewalks and streets within their facilities. The City has also worked on improvements to the downtown parking district and completed a downtown parking study to modernize the on- and off-street parking provided in the downtown to attract shoppers and assist in retail business investment and opportunity.

Downtown is also beginning to see interest from private developers for new mixed-use and residential development. With growing interest and attention to downtown Watsonville, the City has established this Plan as the visionary guide for development in downtown Watsonville.

FROM LEFT TO RIGHT, TOP TO BOTTOM—A mixed-use development with ground floor commercial and parking garage; Martinelli’s has significantly contributed to Watsonville’s heritage; Corner business; Main Street intersection at Maple Street.

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Figure 1–2

DOWNTOWN WATSONVILLE SPECIFIC PLAN AREA
Main St (SR 152)
Main St
Main St (SR 152)
Freedom Blvd
Walker St
Locust St
W Lake Ave E Lake Ave (SR 152)
2nd St
1st St
Maple Ave
Grant St
Elm St
W Riverside Dr (SR 129)
E Riverside Dr (SR 129)
E 5th St
E Beach St (SR 152)
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 5th St
6th St
Ford St
Kearney St
Watsonville
Plaza
Pa aj ro River
Watsonvil el S ol ugh
Radcliff
Elementary School
Transit
Center
Watsonville
Senior
Center YMCA
Cabrillo
College
Watsonville
High School
Watsonville
Public Library Post
Office
Santa Cruz
County
Superior Court
Fire
Department
Police
Station Youth
Center
Community
Dev
Dept
0 100’
200’
400’
downtown N 500’
watsonville
specific plan
D Specific Plan Boundary
Building Footprint
Parcel
Rail Line
Park/Open Space
Main St (SR 152)
Main St
Main St (SR 152)
Freedom Blvd
Walker St
Locust St
W Lake Ave E Lake Ave (SR 152)
2nd St
1st St
Maple Ave
Grant St
Elm St
W Riverside Dr (SR 129)
E Riverside Dr (SR 129
E 5th St
E Beach St (SR 152)
Center S
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
Marchant St
Carr St
Walker St
W 5th St
6th St
Ford St
Kearney St
Watsonville
Plaza
Pa aj ro River
Watsonvil el S ol ugh
Radcliff
Elementary School
Transit
Center
Watsonville
Senior
Center YMCA
Cabrillo
College
Watsonville
High School
Watsonville
Public Library Post
Office
Santa Cruz
County
Superior Court
Fire
Department
Police
Station Youth
Center
Community
Dev
Dept
0 100’
200’
400’
downtown N 500’
watsonville
specific plan
D Specific Plan Boundary
Building Footprint
Parcel
Rail Line
Park/Open Space
Specific Plan Boundary
Building Footprint
Parks/ Open Space
Waterway
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12 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Section 1.3

EXISTING
CONDITIONS The Specific Plan area is served by a mix of uses which include retail, commercial, civic, religious, industrial, and residential. City Hall and the Police Station, Civic Plaza with Council Chambers, Library and County Courthouse, U.S. Post Office, and Cabrillo College are the major civic and institutional anchors in the downtown. The historic City Plaza is the significant downtown public open space that supports civic and community activities. At the center of downtown is Main Street, along which many of the historic and large mixed-use buildings are located with ground-floors consisting of local retail and services while the upper levels accommodate office and residential uses. Along Walker Street, single-story industrial buildings provide employment.

FROM LEFT TO RIGHT, TOP TO BOTTOM—Downtown Watsonville has a wonderful foundation to build upon. From a charming Main Street, to historic buildings, to a strong civic plaza that includes City Hall, Police Station, and Fire Department.

Existing Land Use
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13 CHAPTER 1—INTRODUCTION
Whereas citywide residential stock is overwhelmingly single-family (approximately two-thirds), housing stock downtown is the opposite. Roughly 60 percent of the downtown residential stock is in multifamily structures. From 2000 to 2022, the City-wide multifamily inventory has increased by 14 percent however, multifamily rents per square foot per month have increased by 42 percent making the housing stock less affordable.1 Watsonville’s downtown has seen the successful delivery of new mid-rise housing, a clear sign that denser housing may be viable at other sites in the downtown area.

There has been no office development in
downtown Watsonville since 2008, but
continued employment growth and fully
occupied existing stock hints at future
potential to incorporate more office
and employment type uses.1 The retail
industry is going through a complex
evolution and “brick and mortar” retail is
increasingly challenging, but downtown
retail is well occupied and additional
convenience retail and restaurants likely
will be market supportable as local
resident and worker populations increase.

Industry trends favor experiential retail
and featuring local food & beverage may
be a strategy for balancing uses in the
downtown while also attracting more
residents and visitors.

1. US Census Bureau, ESRI Business Analyst, California
Department of Finance, Economic & Planning
Systems, Inc
PHOTO CAPTION—The Downtown housing stock has architecturally unique singlefamily homes with heights ranging from one to three stories.

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14 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Demographics Trends
The Specific Plan area and the City of Watsonville have social and demographic characteristics that define a unique part of Santa Cruz County. However, the 2010-2020 population trends of the city (2.71%) show a lower rate of population change than the state (6.13%) and county (3.23%).2 By comparison to Santa Cruz County and the State of California, the city and downtown are notably younger and culturally and ethnically diverse. The younger ages of downtown and city residents also likely contribute to other socio-economic discrepancies, such as household income discussed in the next section. The city-wide population is nearly 50 percent “other race” while countywide, roughly seven in ten residents are “white alone.” The relatively high reporting of the “other race” category in Watsonville likely is attributable to Spanish-speaking residents who do not selfidentify as white alone, and thus report “other race.”3

2. California Department of Finance E-5

3. US Census Bureau, ESRI Business Analyst, Economic & Planning Systems, Inc.

Population change between 2010–2020
City of
Watsonville 2.71%

3.23%
Countywide, roughly
seven in ten residents
are “white alone.”
Citywide, 50%
of population
identify as
“other race.”

6.13%
Santa Cruz
County
State of
California
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15 CHAPTER 1—INTRODUCTION
Economic Trends
The city and downtown are distinctly economically disadvantaged, with relatively low educational attainment and income levels. The median household income in downtown, at roughly $36,500, is over $24,000 lower than that citywide. And at about $61,496, citywide median household income is over $28,000 below the countywide median.4 Household income is closely related to educational attainment. Data reveals a high concentration of downtown residents (40 percent) have less than a 9th grade education. By comparison, approximately 28 percent of city residents and about 11 percent of county residents have less than a 9th grade education.5
Watsonville has enjoyed growth in non-agricultural economic sectors and remains a county-wide leader in agricultural and logistics industries. Recent job growth in Watsonville has occurred at a healthy rate, significantly outpacing population growth in recent years. The annual employment growth rate in the city over the past decade (2008-2018) was 1.2 percent, which is slightly above the statewide growth rate (1.14 percent).6 Examining the city’s employment sectors more closely, the five largest industries are fairly evenly divided. These five sectors represent approximately 13,500 positions, or 62 percent of all jobs.

Because of the rural and agricultural nature of region, the largest industry in Watsonville comprises roughly 3,200 agriculture, forestry, fishing, and hunting jobs. This is followed by nearly 2,900 public administration jobs and the demographically driven sectors of healthcare and retail, which, combined, account for nearly 5,300 jobs. The fifth largest sector, manufacturing, accounts for about 2,100 positions.7

4. US Census Bureau, ESRI Business Analyst

5. US Census Bureau, ESRI Business Analyst, Economic & Planning Systems, Inc.

6. California EDD, Economic & Planning Systems, Inc.

7. California Employment Development Department; Economic & Planning Systems, Inc.

Median Household Income
Percentage of Population with Less
than a 9th Grade Education
Downtown
Watsonville
Downtown
Watsonville
City of
Watsonville
City of
Watsonville
Santa Cruz
County
Citywide:
$61,496
Countywide:
$89,496
$36,500
40%
28%
11%
$61,496
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16 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Section 1.4

PLAN OBJECTIVES
PHOTO CAPTION—The city lights up the beloved City Plaza for the winter holidays. The annual tree lighting ceremony usually takes place the Sunday before Thanksgiving.

Downtown Watsonville is the heart of the community and the Specific Plan channels existing momentum and establishes a vision and framework that supports a high-quality of life. The goals, policies, and strategies in this Plan are grounded in the reality that no single plan for a limited geographic area can comprehensively address all the issues faced by a community. At the same time, a planning document like a Specific Plan is one of the best tools the city has available to state a vision directly and explicitly for the community and enact mechanisms to achieve it. Long-term success of the Plan will rely not only on the City and other public agencies (e.g., Caltrans) that fund and maintain public improvements and services, but also on the people who live, work, and visit downtown Watsonville. This is a plan to support a community-driven vision.

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17 CHAPTER 1—INTRODUCTION
PHOTO CAPTION—The Holiday Lights
in the Plaza also activates the downtown
streets with entertainment for kids.

The Specific Plan strives to foster
higher-intensity and encourage mixeduse neighborhoods by building on the historic origins of the downtown
area, celebrating its historic buildings,
community events, and open spaces,
all while harnessing new ideas,
investment, and innovation. The
Specific Plan will knit together the
historic downtown with adjacent
industrial and residential areas
to create walkable and complete
neighborhoods with a mix of retail,
services, amenities, employment,
and residential uses that will help to
activate downtown; all day and into
the evening, seven days a week.

The Specific Plan aims to establish
a community vision, guiding
principles, policies, standards, and
a planning framework to guide how
the downtown should evolve into the
future. The Specific Plan is intended
to inform future public and private
actions relating to the Plan area’s
development to realize the
community vision.

It also provides the foundation for
the city to continue pursuing other
partners, strategies, and funding
sources for the improvements and
programs identified in the Plan.

Reinvestment, reuse and infill
development, redevelopment of
properties in the downtown area, and
strategic corridors shall be preceded
and guided by this plan.

The Specific Plan will also encourage
compact development near transit
to decrease automobile dependency,
reduce both local and regional traffic
congestion and related greenhouse
gas emissions, and provide additional
guidance and plans to increase
multimodal access to and from the
historic Downtown area.

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18 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Section 1.5

RELATIONSHIP TO OTHER PLANS
The Downtown Watsonville Specific Plan takes into consideration numerous interrelated existing adopted plans, policies, and regulations, at the City, regional, State, and federal levels. This Plan balances the desires and aspirations of diverse group of community members and stakeholders, as well as local and regional initiatives with competing objectives. 2005 General Plan
Per California State law, specific
plans must be internally consistent
with the jurisdiction’s general plan.

The Watsonville 2005 General Plan
(adopted 1991) regulates the land
uses in the Specific Plan area. Where
Specific Plan zoning is inconsistent
with the 2005 General Plan, the
General Plan is being updated
concurrent with this Specific Plan
to ensure consistency between the
two documents.
2030 Draft General Plan
The Draft 2030 General Plan contains
policies and guidance for downtown
Watsonville including a vision that
contains the highest densities, the
most pedestrian friendly design,
and the greatest variety of uses in
downtown in attractive infill projects.

The Draft 2030 General Plan focuses
on most intensive redevelopment on
underutilized sites while protecting
and enhancing historic properties.

The Draft 2030 General Plan also calls
for strengthening retail and cultural
destinations, broadening available
housing options, and creating a
“sense of place.” The Plan focuses on
the importance of the design of the
interface between the public and
private realms and the goal to make
pedestrian-friendly streets and urban
environments.

Zoning Ordinance
The land use and development standards
in this document supersede the land
use and development standards in the
Zoning Ordinance (Title 14 of the City’s
Municipal Code) for properties within
the Specific Plan area. Regulations
not addressed in this Plan, such as
standards for specific land uses, will still
be regulated by the Zoning Ordinance.
(See Chapter 6: Land Use & Zoning for
additional information.)
Housing Element
The current Housing Element (5th
Cycle 2015-23) is a required element
of the City’s General Plan and includes
city-wide strategies to address housing.

The 6th Cycle Element is expected to
be updated in the coming months.

The City’s Regional Housing Needs
Allocation (RHNA) for the 6th Cycle
is approximately 2,053 units, many
of which may be built in downtown
Watsonville.

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19 CHAPTER 1—INTRODUCTION
Complete Streets Plan
The Downtown Complete Streets Plan
provides a vision of a multi-modal,
revitalized Downtown that is safer
and more accessible for all users and
modes of transportation, including
pedestrians, bicyclists, transit riders
and motorists. The Complete Streets
Plan describes improvements that
would improve safety, provide greater
access, and add amenities for those
traveling in the Downtown. The
recommendations in the Complete
Streets Plan are superseded by the
Specific Plan provisions.

Watsonville Urban Greening Plan
The Watsonville Urban Greening Plan
was developed in 2012 to identify
and design projects that address
greenhouse gas emissions or help
residents adapt to challenges posed
climate change. The Urban Greening
Plan is composed of six key elements,
three of which are referenced in this
plan: Citywide Street Tree Program,
Landscape Guidelines and Policy, and
Green Roof Design Report & Criteria.

Watsonville Climate Action and
Adaptation Plan
The Watsonville Climate Action and
Adaptation Plan was developed in 2021
to reduce the community’s greenhouse
gas (GHG) emissions below certain
targets. As the transportation sector
contributes the greatest amount of
GHG emissions, the Climate Action and
Adaptation Plan calls for implementing
a range of strategies to reduce the
number and length of vehicle trips,
including facilitating smart growth,
increasing multimodal transportation
facilities, managing better available
parking, and supporting passenger
rail service. The Specific Plan supports
these strategies through fostering
high-density, infill development near
transit, identifying pedestrian and
bicycle enhancements, and revising
parking and other development
standards to reduce the transportation
sector’s GHG contribution by reducing
single-occupant vehicle driving and
encouraging alternative modes of
transportation.

Citywide Signage and Wayfinding
Master Plan
The City of Watsonville is working to
complete and adopt a Citywide Signage
and Wayfinding Master Plan that will
define the types and design of signs,
where they should be used, located,
and what information they include.

The program will consider all modes
of transportation and will outline
a phased implementation strategy.

The plan will also provide sufficient
detail to support the manufacturing,
fabrication and installation of signage
and wayfinding in the city.

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20 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Section 1.6

PLAN STRUCTURE
The Downtown Watsonville Specific Plan (Specific Plan) is organized into the following chapters:

Chapter 1: Introduction sets the
stage for the rest of the document by
discussing the local context, relationship
to other planning documents, purpose of
the plan, and objectives.

Chapter 2: Downtown Vision, Goals &
Policy Direction describes the existing
context, issues and opportunities,
engagement efforts and the vision and
guiding principles to direct future
development in downtown Watsonville.

This included the physical design and
policy strategies to collectively shape the
future of the Plan area.

Chapter 3: Design Framework
provides recommendations for public
realm improvements in addition to
providing a description of the intent
and purpose for each downtown
Character Area.

Chapter 5: Public Realm
Improvements focuses on a series of
publicly accessible rights-of-ways, parks,
squares, plazas, courtyards, alleys,
paseos, and parklets and the connections
between those spaces.

Chapter 4: Mobility and
Transportation explores multimodality, the street network, street cross-sections and streetscape standards,
bicycle and pedestrian networks, and
parking and curb management.

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21 CHAPTER 1—INTRODUCTION
Chapter 6: Land Use and Zoning
sets standards and guidelines to
regulate future development on
privately-owned properties in
downtown Watsonville. It establishes
standards related to allowed land use,
development intensity, height, building
frontage design, building placement,
open area, and block size. The chapter
also includes detailed guidance on
the design of ground floors, building
facades, building architecture,
landscaping character, and other
building and site design elements.

Chapter 7: Historic Preservation
explores the historic context of
downtown Watsonville and identifies
potential historic districts and
recommendations.

Chapter 8: Infrastructure frames
the infrastructure context of
downtown by identifying utility
networks and demand analysis. The
chapter includes a list of priority
infrastructure projects (including
water, sewer, and recycled water).

Chapter 9: Implementation provides
implementation actions necessary
to realize the Specific Plan vision, as
well as financing and funding tools to
implement the Specific Plan.

Appendices provides a thorough
Community Engagement Summary
(Appendix A), applicable General Plan
goals and policies(Appendix B), and
detailed information about Downtown
Historic Resources (Appendix C).

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22 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Chapter 2:

DOWNTOWN

VISION, GOALS &

POLICY DIRECTION

2.1—Strengths, Issues & Opportunities

2.2—Community Engagement

2.3—Downtown Vision Themes & Guiding Principles

2.4—Specific Plan Goals and Policies
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24 DOWNTOWN WATSONVILLE SPECIFIC PLAN

THE SPECIFIC PLAN WAS

PREPARED THROUGH A

PARTICIPATORY

PROCESS THAT ENGAGED

THE COMMUNITY, AND

INFORMED AND INVOLVED

THE DECISION MAKERS

THROUGHOUT THE
PLANNING PROCESS.

In keeping with the goals of the SCS
grant, the Specific Plan process also
educated the community about the
benefits of infill and improved livability
through enhanced mobility strategies.

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25 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Section 2.1

STRENGTHS, ISSUES & OPPORTUNITIES
PHOTO CAPTION—View of Downtown Watsonville from Civic Plaza The project was initiated through a thorough data gathering process, which included reviewing and evaluating relevant planning documents, performing an existing physical
conditions analysis of the downtown, and identifying issues and opportunities. The existing conditions analysis focused on mobility, noise, utility systems, water supply, and market trends. This phase of the project provided an initial level of understanding of the Specific Plan area and framed the direction and recommendations of the Specific Plan.

Downtown Watsonville has a great foundation to build upon, and the Specific Plan is focused on highlighting the opportunities that will lead to a more sustainable, active, healthy, and successful downtown environment. The key strengths, issues and opportunities are described in the following pages.

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26 DOWNTOWN WATSONVILLE SPECIFIC PLAN
City and Downtown Identity
Watsonville is a unique community
with agriculture, wine, art, education,
and nature themes. The downtown has
charming historic and architectural
character that compliments its
vibrant potential. With gems like
the downtown plaza, murals, art,
and events (e.g., the weekly farmer’s
market), there is a distinct character
that draws people to downtown.

Watsonville is steeped in agricultural
history and heritage, with significant
ongoing economic activity and
culturally deep appreciation for
California-grown products. The
community also shares civic pride,
believes in the City’s future, and feels
a loyalty to the City and community.

The pride in Watsonville is driving
the vision for downtown through this
Plan, it aligns City and stakeholder
goals and establishes a common
understanding of the desired future
for the city center.

Downtown is, however, challenged
by the lack of cohesive identity and
functionality, density, and synergy
between residents and businesses
there is also a lack of activity necessary
to feel like a 24/7 bustling downtown.

FROM LEFT TO RIGHT, TOP TO
BOTTOM—Aerial view of Main Street
facing south; Agricultural fields in front
of the Santa Cruz mountains; Folklórico
dance performance at the Watsonville
Strawberry Festival
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27 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Downtown Land Uses and Street Grid
Similarly, there is significant
economic promise for new businesses,
especially those that can provide
essential missing services and needs.

Downtown is endowed with civic,
educational, and institutional anchors
that generate vibrancy and provide
essential public services to the City and
region. Leveraging the downtown’s
proximity to Cabrillo College will
attract a young and educated
demographic, and recent changes to
the alcohol ordinance will introduce
new uses within the downtown,
including new cafes and restaurants.

The presence of non-profits and the
agricultural industry create unique
opportunities for community services
and creative business types (e.g.,
kitchen and retail incubators). With
its historic urban fabric and walkable
street grid, the downtown is well
positioned to evolve into a unique
regional destination that invites
visitors in and captures their interest.

The limited residential development
makes it challenging to have the
activity needed to create a 24/7
downtown environment. As the
need for housing grows across the
state, and city demands increase,
code adjustments and incentives are
needed to promote new residential
development that increases the local
resident base and supports renewed
vibrancy. Traditional retail has
struggled in downtown, and fitness
studios and personal services, or other
unique customer-oriented businesses
may be the appropriate uses for
ground-floor spaces now and moving
forward to bring more vitality to
downtown.

FROM LEFT TO RIGHT, TOP TO BOTTOM—Fox Theater; Mansion House; The Terrace at 445 Main Street
Downtown’s pedestrian scale, and recent beautification and streetscape improvements, have helped to make downtown more walkable. The downtown is also surrounded by neighborhoods that help to provide diverse housing options in addition to the synergy needed to keep downtown active 24/7. The downtown particularly lends itself to denser development that is suitable for a diverse mix of housing types and income levels (e.g., market rate and affordable) in addition to mixed uses and activities. The existing downtown affords a historic charm with several opportunities for adaptive reuse (e.g., Fox Theater and Mansion House).

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28 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Mobility and Parking
With Main Street as the commercial
spine of downtown, there is also an
opportunity to widen sidewalks, add
bike lanes, and introduce parklets
that support a walkable community.

The Main Street presents a key
opportunity to become a strengthened
commercial backbone of downtown
with streetscape enhancements,
ground floor activations, facade
enhancements, and travel lane
reductions. Additionally, converting E
Lake Avenue and E Beach Street, which
currently operate as one-way couplets,
into two-way streets could enhance
safety in the area and encourage multimodal commuting. Last, squaring off the connection between Union Street
& Alexander Street could enhance
connectivity while the vacated portion
of Union Street could provide an
expanded opportunity site for
private development.

The existing roadway network in
Downtown is not developed in a
uniform grid but features a multitude
of varying block lengths, several
curvilinear streets, and some oneway streets. The downtown roadway network accommodates local access
through State Route 152 and State
Route 129 while they also serve as
conduits of regional travel which
includes heavy truck use. Main
Street (which is partially owned by
Caltrans as State Route 152 and the
City of Watsonville) serves as a spine
of the network, distributing traffic
beyond the Plan area throughout the
city and connecting to State Route 1.

The shared ownership of Main Street
makes enhancements challenging
and requires a heightened level of
coordination to achieve improvements.

Navigating the downtown is difficult
due to its auto-centric Main Street
environment, minimal wayfinding
signage, and unresolved traffic and
congestion. Downtown retailers
also deal with constrained parking
as it remains an issue despite the
presence of public parking facilities
in the vicinity of the city center.

Similarly, pedestrian and cyclist
safety are a concern due to limited and
unconnected bike facilities, narrow
sidewalks, and the lack of streetscape
amenities needed to create an
appealing and enjoyable public realm.

FROM LEFT TO RIGHT, TOP TO
BOTTOM—Streetscape on Main Street
in Downtown Watsonville; Mosaic art
created through “Watsonville Brillante”
project”; Mid-block crossing connects
with a paseo to parking behind the
frontage buildings
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29 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Business and Economic Environment
FROM LEFT TO RIGHT—Ortiz Store &
Deli; El Primo Produce
While downtown Watsonville is busy
during weekday business hours, it tends
to quiet significantly in the evening and
on weekends. The downtown possesses
great economic potential and is a great
place to start and grow a business,
and to make investments in new and
renovated real estate. The economic
potential is also supported by the city’s
general affordability by comparison
to the high-cost coastal California;
Watsonville offers lower cost housing
and commercial spaces. By attracting
new businesses to the downtown, the
additional daytime workers offer an
opportunity to support the evolution
of downtown and the new business
activity downtown will help enhance
the vitality of the city core.

Downtowns have suffered by the
ongoing trend in retailing toward
large-format stores and online
shopping. This will continue to be an
economic challenge for small-scale
retail businesses, and the growth of
downtown as the center of commercial
activity. Because of this, downtown
Watsonville has faced retail contraction
with the COVID pandemic accelerating
this trend. However, downtowns that
offer unique experiences, dining
choices and experiential retail are still
great places that people will want to
visit and experience.

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30 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Social Issues Governmental Support
The limited number of high-skill
employees living in Watsonville
has the potential to impact the city’s
desirability as it relates to existing and
potential new business. There is an
opportunity to increase Watsonville’s
labor force skillset by prioritizing
programs and services focused on the
education and training of Watsonville
employees, making the city more
desirable for business. Growth of the
downtown will also require added
efforts to enhance community safety
for residents, workers, and visitors.

There are expressed safety concerns
that stem from a lack of perceived
cleanliness and various social issues,
such as ADA compliance, homelessness,
and mental health. The increasing
societal burden of homelessness, the
presence of transient hotels, and the
perception of crime has increased
and may be affecting downtown’s
economic development potential.

Downtown also struggles with
demographic imbalances, households
are concentrated in lower income
brackets and the area lacks critical
mass of middle-class consumers to
support new retail and entertainment
uses. While economic diversity is
important, demographic, and economic
shifts are also cause for fears and
concerns related to gentrification,
displacement, and small and local
business preservation. Similarly,
polarizing politics with vocal
opposition to growth and privatesector investment may slow or deter the evolution of the downtown.

City services in Watsonville have been at the forefront of effective governance.

The Community Development Department is credited for its accessible, creative, and nimble performance processing of development applications which streamlines and facilitates the development process. This planning effort will also provide clear articulation of the City’s intentions for Downtown, establishing better clarity for investors and less subjectivity in permitting and entitlement processes.

PHOTO CAPTION—The Civic Plaza houses City Council chambers, County Courthouse and City Library
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31 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Drop in to share your ideas for the vision of Downtown!

Attendees will be entered into a raffle to have a pizza from Slice delivered during the meeting!
Spanish translation will be provided.

For more information about the project visit the project website:
www.cityofwatsonville.org/1626/Downtown-Specific-Plan
Meeting link info
Downtown Watsonville Specific Plan
Virtual Community Workshop
September 30, 2020
5:30 - 8:30 PM
Share your voice
Help shape Downtown Watsonville!
Section 2.2

COMMUNITY ENGAGEMENT
PHOTO CAPTION—Opportunities for engagement were widely advertised.

Below is a flyer for the first virtual community workshop.

In 2019, the City of Watsonville started a community planning process to develop a Specific Plan for Downtown. The Specific Plan process presented a unique and important opportunity for community members to participate and share their ideas to guide Downtown’s future. A primary objective of the Plan was to accurately reflect community aspirations. The city highly prioritized having a community engagement process that was structured to provide multiple opportunities and avenues for engagement, to increase inclusion and participation in sharing input about potential Plan recommendations. This Plan has been developed with extensive input from a broad range of stakeholders which included residents, business owners, workers, property owners, Caltrans, and representatives of community organizations/associations. The Specific Plan’s cumulative engagement was a 3-year process and has led to valuable community input, which in turn, grew the visionary outcomes documented in this Plan.

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32 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Engagement Objectives Engagement Plan
The project team listened, informed,
and translated the community’s and
stakeholders’ viewpoints and vision by
using easily understood informational
materials that were linguistically
and culturally inclusive. The project
team regularly reported back to the
public regarding how the information
gathered would be used in the
development of the Specific Plan. The
engagement effort was an open and
transparent process, centered on key
objectives that included:
• Consistent, two-way communication
between stakeholders and the City,
• Representation from diverse
stakeholders including community
members who may not usually
participate in civic projects and
government meetings,
• Education and communication to the
public about the planning process,
• Gathering meaningful input and
feedback from the stakeholders and
the community at large to inform the
planning process,
• Alignment of the plan with
stakeholder and community needs,
• Solicitation and integration of
feedback on key issues for downtown
Watsonville, and
• Community ownership of the process
and final plan.

Project overview, Existing
conditions, Identify issues
and opportunities,
Visioning
Develop guiding
principles, Establish
plan framework (streets,
public spaces, land use)
Create land use and
mobility alternatives, Refine
plan framework and
opportunity sites
Craft design
character/development
code, housing, mobility,
parking and economic
development
Public and decision makers
to review and adopt the
Specific Plan (2)
Fall 2019
- Summer 2020

EXISTING

CONDITIONS

REVIEW &

ADOPTION
PLAN
DEVELOPMENT +

VISIONING ALTERNATIVES EIR PREPARATION
2 AC Meetings 1 AC Meetings 1 AC Meetings 4 AC Meetings 2 AC Meetings Fall 2020
- Winter 2021
Spring -
Summer 2021
Summer - Fall
2022
Fall 2021 -
Spring 2022
At the beginning of the planning process, the project team developed a Public Participation Plan that presented a “roadmap” or synopsis of the activities to be undertaken to develop the Specific Plan. The Public Participation Plan outlined the engagement strategies used to support the technical planning and environmental efforts needed to help define a clear vision for downtown Watsonville. Engagement activities occurred throughout the planning process during key phases, and included the preparation and review of:
• Identification of Key Issues, Opportunities, and Visioning, • Land Use and Multi-modal Transportation Alternatives, • Design and development direction for the Specific Plan, and • Preparation of the Specific Plan and associated Environmental Impact Report.

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33 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Engagement Activities
The City of Watsonville was committed to providing meaningful community engagement opportunities throughout the process. Detailed descriptions of each meeting can be found in Appendix A, where information about meeting format, location, content, and purpose are provided. In summary, the engagement process included the following activities and events:

Project Information Webpage
The City created a dedicated project
webpage on the City of Watsonville
website. It included information about
the project, documents produced for
the project, meeting summaries, and
meeting announcements, among other
materials.

Stakeholder Meetings
Meetings were held with
representatives of a range of
community groups, business
leaders, advocacy organizations,
and community leaders early in the
engagement process to help identify
key assets and opportunities.

Advisory Committee Meetings (9)
The City formed an Advisory
Committee (AC), comprised of
approximately eighteen (18)
individuals, which were strictly
advisory and non-voting and met nine
(9) times during the planning process.

One-on-one interviews with the AC
members were also held during the
process. The AC provided input on
plan concepts, guided the engagement
process, and provided advice on
plan direction. These meetings
were publicly noticed, and Spanish
translation was provided at every
meeting. All but one of these meetings
were held virtually on the City’s Zoom
platform, making it more convenient
for the public to attend.

Community Workshops (3)
Interactive community meetings were
held three (3) times during the project.

These evening meetings were held
virtually on the City’s Zoom platform
due to public health restrictions during
the COVID-19 pandemic. Spanish
translations were provided at every
meeting. The following meetings
were held:
• Workshop #1: The first workshop
contained an overview of the
Specific Plan objectives, existing
conditions, and a visioning exercise.
• Workshop #2: This workshop
covered an overview of the final
Vision Themes and Guiding
Principles. The presentation also
covered land use recommendations,
opportunity site concepts, as well
as the proposed street and bicycle
network concepts.
• Workshop #3: The final workshop
presented the Public Draft Specific
Plan for review and feedback.

Para más información sobre el proyecto,
visite el sitio web: www.rb.gy/jcyrb4
Enlace para la reunión virtual por Zoom:
https://cityofwatsonville-org
.zoomgov.com/j/1617235499
Está cordialmente invitado a revisar con nosotros los temas finales de visión, principios y áreas de carácter, así como, los conceptos propuestos para una red de calles y bicicletas y sitios de oportunidad en el centro de la Ciudad.

También puede participar por teléfono
marcando al 1-669-254-5252 código de
acceso 161 723 5499.

Plan Específico para el Centro de Watsonville
Taller comunitario virtual
Mayo 6, 2021, 5:30 - 8:00 PM
¡Comparta su opinión!
La reunión es en inglés con
traducción al español. Puede escanear este código QR
para entrar a la reunión por teléfono.

Habrá varios sorteos durante la reunión.

Lo esperamos en la reunión para que tenga la oportunidad de ganar una tarjeta de regalo de los negocios locales del centro de la Ciudad.

FROM LEFT TO RIGHT, TOP TO
BOTTOM—Project webpage; Advisory
Committee Meeting on August 5, 2020;
Community Workshop on September
30, 2020; Meeting announcements
and materials were made available in
both English and Spanish to support an
equitable planning process.

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34 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Online Engagement + CommunityWide Surveys (3)
As a parallel process to the workshops,
the City used online surveys to engage
with and receive input from the public.

Surveys were also translated into
Spanish to ensure that all voices in
the community were heard. The topics
covered included:
• Strengths, Issues, and Opportunities
Survey (666 respondents),
• Draft Vision Themes and Guiding
Principles Feedback (100 comments
received), and
• Public Space, Character Areas,
Streetscape & Bike Network (257
respondents).

Pop up Events
In conjunction with the two online
surveys, the project team conducted
nine pop-up events at the weekly
Farmers Market at Watsonville City
Plaza to enable a broader diversity
of community members to provide
their input. The project team hosted
informational booths at each pop-up
event to answer questions, hand out
project flyers and collect paper survey
responses in English and Spanish.

Additionally, the project team spoke
with a group of Watsonville High
School students on October 28th, 2020,
about the specific plan and to receive
the students’ input on Community
Survey #1.

Additional Engagement
The project team identified additional
engagement efforts to bring attention
to the Specific Plan project, while also
soliciting feedback from a wide range
of constituents. Meetings with the
following organizations/groups were
held in addition to the foundational
engagement efforts detailed above:
• Watsonville Citizens Academy
• Empower Watsonville (PVPSA Youth
Group)
• Interagency Technical Advisory
Committee (ITAC)
• Watsonville Vision Zero Task Force
(WVZTF)
• WVZTF Working Group on Bike
Friendly Communities
• Santa Cruz County Workforce
Development Board
• Watsonville High School
• Monterey Bay Economic Partnership
(MBEP)
FROM LEFT TO RIGHT—Strengths,
issues, and opportunities survey; Popup booth at the Farmer’s Market in the Plaza; Community survey flyer
For more information about the project,
visit the project website: www.rb.gy/jcyrb4
Downtown Watsonville Specific Plan
Community Survey #2
Share your voice
Share your ideas for the vision of Downtown!
Community Survey #2 is an opportunity to share
your thoughts about the future of Downtown
Watsonville. Your input and feedback will help the
City create a shared vision for the Downtown
Specific Plan.

Survey Link:

www.surveymonkey.com/r/DWSPSurvey2English
or scan this QR code with your smartphone!
Help shape Downtown Watsonville!
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Vision Themes
Vitality Equity
Safety
Dignity
Preservation Innovation
35 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Section 2.3

DOWNTOWN

VISION THEMES
& GUIDING

PRINCIPLES
PHOTO CAPTION—The six vision themes for the Downtown Watsonville Specific Plan were informed by extensive community input.

As the heart of the town, and the center of life and culture, Watsonville’s downtown plays an important role in defining the city. Downtown’s vibrancy provides important amenities— attracting people to a common area, a place for festivals and celebrations, a great place to start a small business, and a lively place that is attractive to young and old alike. The success of the downtown requires focusing the most intensive redevelopment on underutilized sites while at the same time protecting and enhancing historic properties. This area can afford the highest densities, the most pedestrian friendly design, and the greatest variety of uses. It is not only a business district, but also a neighborhood. Watsonville’s downtown is envisioned to grow over time, and as such, the form and development of the downtown will be based on anticipated realities.

Downtowns are complex with
numerous physical, economic, social,
and programmatic layers – the needs
of each of which must be carefully
balanced to allow the whole place to
succeed. Developed with extensive
community input, the Vision Themes
and Guiding Principles are intended to
provide a high-level framework for the
Downtown Watsonville Specific Plan.

The Vision Themes and Guiding
Principles for the Specific Plan were
informed and created utilizing
community and stakeholder input
(See Appendix A). This input came in
the form of individual stakeholder
meetings, a community workshop,
several Advisory Committee meetings,
and a community wide survey.

The vision and guiding principles
seek to foster a cohesive downtown
as a destination, promote residential
development, afford land use flexibility,
attract business, and enhance the sense
of community safety.

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36 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Guiding Principles and Implementation Strategies
Preserve key elements that make
downtown unique
• Celebrate the Plaza as an authentic
gathering place and central node for
the community and foster its energy
to elevate community connections.
• Foster a sense of place through
community driven murals and
public art installations.
• Continue and build off successful
community event momentum – such
as the Farmers Market, Film Festival,
Wine Walk and Music in the Plaza.
• Promote the uniqueness and smalltown charm of the downtown as a vibrant and safe place to live, work,
and play.
• Revitalize and showcase the
beautiful historic architecture and
urban fabric in downtown.

Establish a varied choice of uses
and experiences for our diverse
community
• Identify and recruit key missing uses
that would help diversify the options
of experiences in downtown.
• Ensure downtown offers a variety
of uses and experiences that are
accessible to a range of ages, income
levels, and other socioeconomic
status.
• Build on existing uses that provide
services and support to the
community.
• Activate downtown throughout the
day and into the evening through
strategically planned uses, programs
and events that serve diverse
community needs and interests.
• Improve surrounding
neighborhoods’ connection
physically and socially to the
downtown.

Create housing opportunities for all
• Encourage housing (market rate,
affordable, and low-income) that
supports the varied socioeconomic
interests and needs of the
community.
• Increase supply and diversity of
housing to support different types of
households including young adults,
families, seniors, empty nesters,
individuals or families with special
needs, and people experiencing
homelessness.
• Revitalize vacant historic structures
into vibrant mixed-use buildings
that incorporate housing.
• Promote higher density mixeduse residential near public transportation, along Main Street,
and other main corridors.

Promote local economic prosperity
• Maintain and strengthen
downtown’s diverse business
presence supporting economic
prosperity for all.
• Attract new commercial uses – retail,
restaurants, entertainment uses,
office uses – to downtown to expand
its economic base.
• Incentivize uses that help create an
18-hour downtown and encourage
social and commercial vitality in
downtown.
• Embrace local entrepreneurship,
talent, and creativity through public/
private partnerships (Cabrillo
College, Digital Nest, etc.) and use of
available vacant space.
• Support the non-profit presence in
the downtown, leveraging positive
community connections and
attracting residents to downtown.

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37 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Create a vibrant, safe, and active
downtown
• Encourage mixed use with ground
floor commercial uses and housing
above.
• Reclaim and adaptively reuse
vacant historic buildings for new,
contemporary uses that contribute to
the desired character.
• Establish architectural aesthetic
and signage guidance for downtown
businesses to adhere to - creating
a distinct and unified look in the
downtown
• Incentivize more housing to bring
more people to downtown.
• Allow outdoor dining and seating
to encourage activity and provide
additional opportunities for
community gathering.
• Establish continuous active street
frontages to encourage a successful
pedestrian environment.
• Create a complete and safe
downtown for all users with
pedestrian, bicycle, and mobility-aid
friendly focused design.
• Improve pedestrian safety and
comfort throughout the downtown
through streetscape improvements
including additional lighting, shaded
sidewalks, plantings, and other
infrastructure.

Foster a healthy, inclusive, and
culturally connected community
where all can thrive
• Promote livability regardless of age,
ethnicity, income by focusing on
community connection, needs, and
sense of belonging.
• Ensure cleanliness downtown
through the investment in cleanup programs promoting a sense of community ownership and pride.
• Foster cultural pride through
community planned programs
and events that respect and honor
Watsonville’s history.
• Embrace Watsonville’s rich cultural
history by uplifting the past through
design, art, and event programming.
• Work cooperatively with community
members to help build a sense of
belonging and ownership.

Re-imagine and innovate mobility
options and connections
• Design safe pedestrian, bicyclist, and
mobility aid facilities that invite all
users regardless of age and ability to
use and enjoy.
• Connect downtown to the future rail
trail and commuter rail improving
regional mobility.
• Focus development momentum
around downtown transit facilities
creating a complete and connected
neighborhood.

Incorporate sustainable
design elements to improve
community health
• Leverage connections to the adjacent
natural environment (Pajaro River,
sloughs, etc.) with bicycle and
walking trails.
• Bring awareness to Watsonville’s
natural environment with
educational displays.
• Consider establishing targets for
urban greening and low-impact
development (street trees, native
plantings, and increase in plant
materials, pervious paving, etc.)
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38 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Section 2.4

SPECIFIC PLAN GOALS AND POLICIES
PHOTO CAPTION—The historic Fox Theater, located on the corner of Main Street and Maple Avenue, is one of Santa Cruz County’s oldest movie theaters.

The goals and policies outlined in this
section set forth the framework for
realizing the vision for downtown
Watsonville, serve as guidelines for
decision making and provide direction
for the future. The goals and policies
demonstrate the intentions for the
physical development, redevelopment,
conservation, and growth of the
downtown. These policies strive
to facilitate housing production
and preservation; increase retailentertainment activity; encourage higher-density mixed-use residential
projects; add visitor-oriented uses;
support a greater range of civic
and cultural activities; improve the
safety and comfort of pedestrians;
enhance bicycle infrastructure and
connections; and target uses and
activities that appeal to a wide range of
Watsonville’s residents and employees.

These are organized in the
following topics:

1. Land Use

2. Urban Design

3. Affordable Housing and
Housing Production

4. Anti-displacement Strategies

5. Historic Preservation

6. Economic Development

7. Mobility and Parking

8. Transit

9. Infrastructure
The City’s General Plan also contains
goals and policies for the downtown.

The relevant goals and policies are
included in Appendix B.

Downtowns represent the heart of great cities. Great downtowns are commercial, cultural, and symbolic centers. They serve all residents and attract many visitors. They offer vibrant and inviting places to shop, work, live, and attend civic events. They also reveal the unique history of a place and the pride that the community has invested in it.

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39 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Land Use
Goal 1
Diversify the mix of land uses
in Downtown Watsonville to
maximize its function as the
city’s vibrant and cohesive center,
while also maintaining its overall
historic scale and character.
• Policy 1.1: Mixed Use
Development. Encourage a broad
range of mixed-use development
(e.g., commercial on the ground floor,
mixed with dwelling units and/or
office on the upper floors).
• Policy 1.2: Range of Densities.

Encourage multifamily housing at
appropriate densities, both in mixed
use and stand-alone formats to bring
in more residents to Downtown
Watsonville and create an 18-hour
downtown.
• Policy 1.3: 18-hour Downtown.

Encourage new uses that bring
evening and weekend activity, such
as retail shopping and services;
food stores; restaurants and cafes;
entertainment venues; community
facilities; outdoor public spaces; and
other similar uses.
• Policy 1.4: Active Uses. Encourage
and reinforce areas of existing and
new street-activating retail and
other ground floor uses (see Chapter
6: Land Use & Zoning for details).
• Policy 1.5: Robust Retail. Attract
neighborhood and visitor serving
uses, including experiential
retail and restaurants, to increase
patronage from Watsonville
residents and the surrounding
region.
• Policy 1.6: Employment. Attract
office uses to bring additional
daytime population that further
supports restaurants and retail
and diversifies Watsonville’s
employment base.
• Policy 1.7: Opportunity Sites.

Prioritize development on the
identified opportunity sites to
catalyze revitalization in downtown.
• Policy 1.8: Priority CBD
Processing. Provide priority
development review processing for
mixed-use (residential/commercial)
projects.

PHOTO CAPTION—The City-owned right-of-way on Main Street has a landscaped median that contributes to the street environment.

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40 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Urban Design
Goal 2
Identify and celebrate the various
parts of Downtown in creating a
mixed-use vibrant environment.

Goal 3
Incorporate placemaking
concepts to make Downtown a
pedestrian friendly, active, and
vibrant mixed-use environment.
• Policy 2.1: Character Areas.

Recognize that different parts
of the Specific Plan area have
distinct character and should be
designed to enhance those unique
characteristics. Promote, encourage,
and increase higher levels of
infill, reuse, reinvestment, and
revitalization within each of the
Character Areas.
• Policy 2.2: Historic Core. Prioritize
new active uses, adaptive reuse, and
pedestrian improvements in the
Historic Core along Main Street and
around the Plaza.
• Policy 2.3: Varied Intensity. Allow
the highest densities and heights in
the Historic Core and Civic Core with
moderate-intensity developments
in areas adjacent to single family
neighborhoods.
• Policy 3.1: Active and Attractive
Street Wall. Create an active
continuous street wall with
buildings at the back of walk
along Main Street and other
major corridors to create a
seamless pedestrian experience.

The downtown should offer an
attractive urban environment, with
pedestrian-friendly streets and
a high level of special enclosures
created by taller buildings built close
to the street.
• Policy 3.2: Built Form. Orient the
function, shape (height and mass)
and configuration of buildings to the
street to create an urban experience.
• Policy 3.3: Gathering Spaces.

Encourage entertainment, dining,
cultural uses, and other social
gathering spaces to activate the area,
draw visitors, and serve residents
throughout the day.
• Policy 3.4: Walkable
Environment. Improve the
pedestrian experience, public space,
aesthetics, and design quality to
attract visitors, serve residents and
workers, and promote walking.

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41 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Goal 4
Celebrate Watsonville’s unique
setting and resources to make
Downtown a regional attraction.
• Policy 4.1: Sense of Place. Leverage
and strengthen Watsonville’s
cultural and historic identities to
create a sense of place.
• Policy 4.2: Tourism & Cultural
Destinations. Attract more visitors
by adding cultural activities and
facilities, such as regular concerts
and museums.
• Policy 4.3: Unique Elements.

Allow and encourage public and
private buildings and development
projects that promote Watsonville’s
history, arts, and culture through
the addition of signs, distinctive
landscaping, monuments, and/
or other features that identify the
downtown as a distinct place.
• Policy 4.4: Connections to Nature.

Connect to the Watsonville Slough
and Pajaro River with bicycle
and walking trails and provide
interpretive graphics to celebrate
these unique resources.

PHOTO CAPTION—The Watsonville City Plaza is a gathering place for the community.

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42 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Affordable Housing and Housing Production
Goal 5
Increase the production of new
below market rate (BMR) and
market rate housing units in
downtown.

Goal 6
Leverage City resources and
funding for production of more
affordable housing in Downtown.
• Policy 5.1: Mix of Unit Types.

Encourage a range of housing
types and sizes – including small,
medium, and large residential
units, intergenerational housing,
co-housing, live-work, or other
innovative housing formats for a
variety of different household sizes,
income levels and stages of life
throughout the Plan area.
• Policy 5.2: Inclusionary Housing.

Pursue plan-wide affordable
housing production through existing
inclusionary policy and development
of all-affordable projects.
• Policy 5.3: Housing Needs.

Broaden available housing options
by identifying housing affordability
and typology gaps and providing to
developers.
• Policy 6.1: Incentives for Housing
Production. Develop new and
apply existing incentives for
affordable housing. Apply existing
city incentives (e.g., providing City
affordable housing funding such
as CDBG, Affordable Housing Fund,
etc.) to promote the development of
affordable housing in the Plan area.
• Policy 6.2: City Funding and
Expediting Processing. Encourage
100% below-market-rate housing
with City funding and collaborative,
streamlined project processing.
• Policy 6.3: Funding. Consider
innovative funding sources, tax
credit programs, and public-private
partnerships to make affordable
housing more viable in the Plan area.
• Policy 6.4: Publicly owned Sites.

Consider offering or developing
100% below-market-rate housing on
publicly owned opportunity sites.
• Policy 6.5: Fee deferrals. Provide
deferred low interest loans for
selected development impact
fees for 100% below-market-rate
housing projects.

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43 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Anti-displacement Strategies
Goal 7
Pursue reinvestment in existing
affordable housing in the
downtown to stabilize existing
neighborhoods.
• Policy 7.1: Existing affordable
housing stock. Protect existing
affordable housing downtown
(older housing stock) by restricting
condominium conversions,
preserving existing SROs, instituting
replacement requirements, and
by expanding the City’s existing
Owner-Occupied and Rental Housing
Rehabilitation programs.
• Policy 7.2: Reinvestment. Partner
with non-profits and affordable
housing developers to support
acquisition of and reinvestment
in existing affordable housing
downtown.
• Policy 7.3: Education and
Outreach. Promote existing
programs among downtown
residents through outreach efforts
and educational opportunities.
• Policy 7.4: Existing City
Programs. Continue implementing
existing citywide housing programs
such as the inclusionary housing
ordinance, incentives such as
priority processing for 100%
affordable housing projects.
• Policy 7.5: Assistance Programs.

Continue to look for grant
opportunities to expand funding for
the First Time Home Buyer Program
and Down-payment Assistance
Program.

PHOTO CAPTION—Informational booth for the 2020 Census
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44 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Historic Preservation
Goal 8
Maintain and enhance the
historic character of the
Downtown through coordinated
planning that builds upon its key
assets and reinforces its historic
development patterns.
• Policy 8.1: Historic Identity.

Identify and protect the integrity of
the historic core around the Plaza.
• Policy 8.2: Historic Preservation.

Continue to identify, designate, and
maintain significant buildings,
homes, and landmark features.
• Policy 8.3: Street Grid. Protect and
enhance the existing fine-grained
street grid pattern in Downtown.
• Policy 8.4: Adaptive Reuse. Protect
historic structures by strongly
encouraging their adaptive reuse.
• Policy 8.5: Sensitive Infill. Use
development and design regulations
to develop sensitively designed infill
projects.
• Policy 8.6: Historic Districts.

Evaluate and designate groupings
of historic structures as historic
districts.
• Policy 8.7: Historic Ordinance.

Update the City’s historic ordinance
to reflect best practices for the
preservation and modification of
historic structures.

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45 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Economic Development
Goal 9
Enhance commercial activity as a
driver for downtown’s economic
vitality and growth.
• Policy 9.1: Existing Businesses.

Retain existing retail and service
businesses that serve the needs
of the community and provide
employment opportunities for
residents.
• Policy 9.2: Mix of Uses. Ensure
the continued presence of a diverse
range of retail and service uses in
the Specific Plan area, even as the
character and use mix of downtown
Watsonville change over time.
• Policy 9.3: Regional Attraction.

Encourage location of new retail,
professional, and residential uses as
well as personal services within the
downtown to serve the entire Pajaro
Valley region.
• Policy 9.4: Opportunity Sites.

Prioritize infill development
on vacant and underutilized
sites to jumpstart Downtown’s
revitalization.

PHOTO CAPTION—Produce mural at East Beach Plaza
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46 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Mobility and Parking
Goal 10
Provide convenient access
and circulation for all modes
of transportation, enhance
walkability and bikeability in
Downtown Watsonville.
• Policy 10.1: Complete Streets.

Design streets to provide safe and
comfortable facilities for all people
walking, biking, rolling, riding
transit, or operating motor vehicles.
• Policy 10.2: Main Street. Re-design
Main Street as a traffic calmed street
with an emphasis on active uses
and the highest levels of pedestrian
activity.
• Policy 10.3: Caltrans Facilities.

Work with Caltrans to re-imagine SR
152 to function as a Downtown Street
with priority given to pedestrians and
destination traffic.
• Policy 10.4: Truck Route. Consider
removing the truck route designation
from SR-152 within Downtown.
• Policy 10.5: Bicycle Network.

Provide a connected network of bike
facilities within the Specific Plan area
and connect to existing and planned
regional bike trails including the
Pajaro River Levee Path, Watsonville
Slough Trail, and the Monterey Bay
Scenic Sanctuary Trail.
• Policy 10.6: Bicycle Facilities.

Require bike repair stations at key
public locations and bicycle parking to
make bicycle usage more convenient.
• Policy 10.7: Pedestrian
Improvements. Improve pedestrian
facilities to improve safe and efficient
pedestrian circulation in Downtown
including upgraded crosswalks,
curb extensions, midblock crossings,
paseos, and ADA accessible facilities.
• Policy 10.8: Travel Demand
Management. Increase the
availability of mobility options to
access and travel within the Specific
Plan area without driving alone and
reduce Vehicle Miles Traveled (VMT)
associated with new development.

Goal 11
Provide an efficient parking
strategy to manage parking
demand and supply in
Downtown.
• Policy 11.1: Parking Management.

Effectively manage parking to
accommodate demand through
increased utilization of existing
supply.
• Policy 11.2: Shared Parking.

Eliminate barriers to development
by reducing requirements for onsite parking through use of shared parking.
• Policy 11.3: Parking Minimums.

Reduce parking requirements to
increase housing affordability and
reduce construction costs.
• Policy 11.4: Parking District
Expansion. Expand the boundaries
of the existing Downtown Parking
District to match the Specific Plan
boundary.
• Policy 11.5: Curb Management.

Effectively manage competing
priorities for curb space to safely
accommodate active travelers,
passenger pick-up/drop-offs, and
deliveries.

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47 CHAPTER 2—DOWNTOWN VISION, GOALS & POLICY DIRECTION
Transit Infrastructure
Goal 12
Leverage and support existing transit services to realize Downtown’s potential to become a multi-modal mixed-use district.

Goal 13
Ensure that the infrastructure in place is adequate to meet the needs of residents and businesses in Downtown Watsonville.
• Policy 12.1: Transit Center.

Capitalize on the presence and
function of the Transit Center at
Rodriguez Street by improving
pedestrian connectivity to the rest of
downtown.
• Policy 12.2: Historic Transit
Station. Work with the appropriate
agencies to establish a transit station
at the historic Watsonville Railroad
Depot and improve connections to the
rest of Downtown.
• Policy 13.1: Water Demand.

Evaluate demand for water use
and estimate needed upgrades to
ensure adequate water supply for the
anticipated amount of development.
• Policy 13.2: Sanitary Sewer.

Identify any needed upgrades
to ensure adequate wastewater
removal.
• Policy 13.3: Stormwater Quality.

Minimize impacts to stormwater
quality in a manner that improves
water quality by following City
of Watsonville’s Stormwater Post
Construction requirements.
• Policy 13.4: Urban Sustainability
Area. Consider pursuing approval
of an Urban Sustainability Area
designation from the Central Coast
Regional Water Quality Control Board.
• Policy 13.5: View Corridors.

Minimize the impact of utilities on
view corridors by undergrounding
utilities as infill projects are
developed.

PHOTO CAPTION—Santa Cruz METRO Bus
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48 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Chapter 3:

DESIGN

FRAMEWORK

3.1—Introduction

3.2—Design Framework

3.3—Character Areas

3.4—Growth Projections for the Specific Plan Area
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50 DOWNTOWN WATSONVILLE SPECIFIC PLAN

DOWNTOWN WATSONVILLE

ALREADY HAS THE FOUNDATION
FOR A GREAT CITY CENTER.

ITS HISTORIC BUILDINGS, SMALL

SHOPS, URBAN STREETS,

AND PLAZA MAKE IT A

MEMORABLE AND
PEDESTRIAN-FRIENDLY PLACE.

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51 CHAPTER 3—DESIGN FRAMEWORK
Section 3.1

INTRODUCTION
PHOTO CAPTION—Watsonville Civic Plaza At the same time, there are many promising opportunities to build upon downtown’s attractive features. The downtown also has vacant lots and nondescript low-rise buildings that, over time, might be replaced with urban uses that can contribute to the area’s vitality. The Specific Plan presents an extraordinary urban design opportunity to create a unique sense of place by building on these existing elements, as well as highlighting the historic character and architectural features of the area.

The goal of the Design Framework is
to develop the Plan area holistically,
as a system of spaces, structures,
and environments integrated into its
surroundings rather than as linear
strips of unrelated buildings and
undefined streetscapes.

A clear framework with a strong
sense of place provides visitors and
residents with an understanding of
how to find their way around easily
and safely and to efficiently identify
uses and activities. Arrangement
of land uses into identifiable nodes,
improved streetscapes, connected
courtyards and open spaces, and
enhanced landmarks and features will
help make Downtown Watsonville an
accessible, distinctive, and cohesive
identity.

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52 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Section 3.2

DESIGN FRAMEWORK
The Design Framework, as illustrated in Figure 3–1, sets PHOTO CAPTION—Aerial view of Watsonville City Plaza forth the overall urban design approach that will achieve the Specific Plan’s goal of transforming the area into an active, vibrant downtown. The urban design approach is based on the major strategies, or “big ideas,” identified by the community during the development of the Specific Plan. Each of these strategies is intended to support the implementation of the Downtown vision with the creation of new housing, jobs, and improvements to transportation and public spaces for residents and businesses in the downtown.

These big ideas or strategies are:
• Retain downtown’s charming
historic architecture and
character
• Build on and extend downtown’s
walkable scale
• Activate downtown with
new uses, special events and
programming
• Provide improvements to the
public realm–streetscape, public
art, murals
• Re-imagine Main Street right-ofway to address traffic calming and walkability goals
• Provide more housing choices and
maintain affordability
• Improve bicycle and pedestrian
connectivity and safety
• Address traffic speed and
congestion concerns
The Design Framework recognizes that
the Plaza is the focus of the Downtown
and the area immediately surrounding
it should have the most prominence
in terms of activity, building intensity
and priority. This area (see Historic
Downtown Core character area in
the next section) will be the focus
of changes to the street network
with traffic calming and “road diet”
on Main Street, as well as several
placemaking elements to improve the
pedestrian experience. Adaptive reuse
of historic buildings and new mixeduse infill with new ground floor active storefronts will create an active street
frontage. Parklets, sidewalk extensions
and street amenities including highquality furniture and street lighting will contribute to the desired sense of
place. A palette of carefully selected
street trees will unify the variety of
existing and future land uses in the
Plan area.

The Design Framework also considers
the desired land use vision for other
parts of downtown. This vision is
described in the next section that
describes the identified character
areas. Along with the vision for the
character areas, the design concepts
for opportunity sites, and the bicycle
network recommendations together
also inform the design framework.

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Design Framework
Opportunity Site
Gateway
Streetscape Improvements Active Frontages
Historic Core
Pedestrian Environment (Priority)
Activity Node
Paseos
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
Design Framework
Opportunity Site
Gateway
Streetscape Improvements Active Frontages
Historic Core
Pedestrian Environment (Priority)
Activity Node
Paseos
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
E 5th St
E Beach St
Cen
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
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 Design Framework
Opportunity Site
Gateway
Streetscape Improvements Active Frontages
Historic Core
Pedestrian Environment (Priority)
Activity Node
Paseos
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
Celebrate the
historic Watsonville
Plaza as a major
activity node
Provide streetscape
improvements on
Downtown streets
Use gateways and
wayfinding signage
to mark arrival in
Downtown
Recognize the Historic Core as the
heart of Downtown Watsonville; focus
revitalization efforts here and expand to
other areas over time
Prioritize a pedestrian environment
with a road diet on Main Street and
restoration of two-way traffic on E.

Lake Avenue and E. Beach Street
Catalyze downtown revitalization
with development on the
identified opportunity sites
Continue active ground-floor uses and
building design along Main Street and other
identified frontages to reinforce an active
pedestrian environment
53 Figure 3–1
DESIGN

FRAMEWORK
Specific Plan Boundary
Parks/ Open Space
Building Footprint
Rail Line
Paseos
Activity Node
Gateway
5 Active Frontages
7 7
6 5
4 3
2 1
Opportunity Site
Historic Core
Pedestrian Environment (Priority)
2 6 Streetscape Improvements
4 3
1 3
2 Attachment 3
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54 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Section 3.3

CHARACTER AREAS
TOP TO BOTTOM—Main Street streetscape; Fox Theater in Downtown Watsonville
Different parts of the Plan area have varied and distinct use and form characteristics which should be recognized and enhanced as the Plan area redevelops. Each of these subareas or “character areas” define the identity and “look and feel” of each area within downtown, the attributes that make each of these places distinct and unique, fostering a sense of place with consistent urban design.

Character Areas establish a framework that each one is developed with an appropriate mix of land uses, activities, public open spaces, and amenities, as these are the building blocks for a complete neighborhood.

There are eight-character areas within
the Specific Plan: Historic Downtown
Core, Civic Core, Gateway, East
Neighborhood, West Neighborhood,
Workplace/Industrial, Commercial
Flex, and Residential Flex. Figure
3–2: Character Areas illustrates the
boundaries of the character areas
within downtown.

For each of the character areas, this
section provides a more focused
vision, defines the desired urban
design characteristics, and provides
guidance for the land use mix. Each
character area contains strategies
and priorities to implement the vision
for downtown Watsonville, and to
create a unified sense of place and
address land use compatibility. This
section provides high-level guidance
on vision, use, placemaking strategies,
and opportunity sites within each
area. Chapter 6: Land Use & Zoning
prescribes development and design
regulations for all construction within
the Plan area.

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E 5th St
Brennan St
Carr St
W Beach St
East
Neighborhood
Historic
Downtown Core
Civic
Core
Commercial
Flex
Residential Flex
Workplace/Industrial
Gateway
Commercial
Flex
West
Neighborhood
Character Areas
Specific Plan Boundary
Building Footprint
Parcel
Rail Line
Historic Downtown Core
Civic Core
Gateway
East Neighborhood
West Neighborhood
Workplace/Industrial
Commercial Flex
Residential Flex
Park/Open Space
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
E Beach St
Cent
E Front St
W Front St
Union St
Grove St
Rodriguez St
Rodriguez St
Sudden St
Hyde St
Western Dr
Marchant 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 Historic Downtown Core East Neighborhood
Civic Core West Neighborhood
Gateway Commercial Flex
Workplace/ Industrial Residential Flex
E 5th St
Brennan St
Carr St
W Beach St
East
Neighborhood
Historic
Downtown Core
Civic
Core
Commercial
Flex
Residential Flex
Workplace/Industrial
Gateway
Commercial
Flex
West
Neighborhood
Character Areas
Specific Plan Boundary
Building Footprint
Parcel
Rail Line
Historic Downtown Core
Civic Core
Gateway
East Neighborhood
West Neighborhood
Workplace/Industrial
Commercial Flex
Residential Flex
Park/Open Space
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 Beach St
Center St
E Front St
W Front St
Union St
Grove St
Rodriguez St
Rodriguez St
Sudden St
Hyde St
Western Dr
Jefferson St
Marchant 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
Waterway
55 Figure 3–2

CHARACTER AREAS
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56 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Opportunity Sites
In some of the character areas,
vacant and underutilized sites have
been identified as opportunity sites.

Development on these opportunity
sites have the potential to be catalytic
projects that could help to spark
redevelopment and reinvestment in
the downtown. Many of these sites are
publicly owned, or if privately-owned,
have owner interest in redeveloping.

The concept designs shown for these
opportunity sites are intended to be
illustrative in nature. Development on
these sites shall follow the regulations
noted in Chapter 6. Figure 3–3
illustrates the location for Opportunity
Sites in downtown Watsonville.

PHOTO CAPTION—Martinelli’s property is identified as a opportunity site.

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Specific Plan Boundary
Building Footprint
Parks/Open Space
Waterway

PUBLIC REALM IMPROVEMENTS
Opportunity Site
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 57
CHAPTER 3—DESIGN FRAMEWORK

OPPORTUNITY SITES
Opportunity Sites
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E 5th St
Brennan St
Carr St
East
Neighborhood
Historic
Downtown Core Civic
Core
Residential Flex
Workplace/Industrial
Gateway
Commercial
Flex
Commercial
Flex
W Beach St
West
Neighborhood
Character Areas
Specific Plan Boundary
Building Footprint
Parcel
Rail Line
Historic Downtown Core
Civic Core
Gateway
East Neighborhood
West Neighborhood
Workplace/Industrial
Commercial Flex
Residential Flex
Park/Open Space
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 Beach St
Center St
E Front St
W Front St
Union St
Grove St Rodriguez St
Rodriguez St
Sudden St
Hyde St
Western Dr
Jefferson St Marchant 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
Character Area Boundary
Specific Plan Boundary
Parks/Open Space
58 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Historic Downtown Core
Existing Setting
The Historic Downtown Core is in the
heart of downtown and includes a mix
of well-regarded landmarks and places
like Watsonville Plaza as well as many
historic buildings that give downtown
Watsonville a unique and authentic
character. See Figure 3–4.

The Plaza is well programmed with
many special events, ranging from
weekly Farmers Markets to the annual
Strawberry Festival. The historic
buildings in this area are built at the
front property line with no setbacks,
creating a strong street wall presence
along the sidewalk. The sidewalks
are narrow, typically 10 feet in most
locations. Street amenities are limited
with sporadic street trees and street
furniture. The existing street network
establishes a clear hierarchy but is
challenged by the constraints posed by
Caltrans Route 152 along portions of
Main Street and E. Lake Avenue and
E. Beach Street. However, it presents
an opportunity to make enhancements
that are inclusive of transportation
and traffic management, safety,
and streetscape design (e.g., wider
sidewalks, parklets, bulb outs, etc.).

The Historic Downtown Core has the
potential to be a successful mixed-use
area that incorporates housing and
ground-floor retail. Today, there are
only a limited number of housing
units in this area. Several buildings in
the Downtown Core have vacant and
underutilized storefronts and are noncontributing to the street character with boarded or closed storefront
windows and openings, disrupting
the historic street pattern. Several
vacant parcels and surface parking
lots provide an opportunity for infill
development.

Figure 3–4

HISTORIC DOWNTOWN CORE CHARACTER AREA
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59 CHAPTER 3—DESIGN FRAMEWORK
Vision
The vision for this character area is to create an active, vibrant pedestrianoriented environment that builds on the historic fabric and brings more vitality to downtown throughout the day and into the evening. To achieve this vision, the Plan seeks to recalibrate this area to create and maintain a continuous street wall with transparent and visible storefronts. To preserve the historic charm of the Historic Downtown Core, façade rehabilitation will be necessary to restore the historic frontage character. Ground floors in this area should be designed to be retail-ready, with the appropriate height, street setbacks and outdoor space necessary to enable and encourage street activity.

The street network will be modified to create a traffic-calmed Main Street with reduced number of travel lanes, parklets and bulb-outs. The E. Beach and E. Lake one-way couplet will be converted to two-way with the Beach Street portion removed from the Hwy 152 system. Both streets will also accommodate parklets, on-street parking and new streetscape amenities.

Uses
The types of uses envisioned in the Historic Downtown Core include residential, commercial, office, and service uses among other similar uses deemed conditionally acceptable by the City.

Placemaking Strategies
The Historic Downtown Core is a critical location to support active modes of transportation and street activity in the downtown. To promote a people-centered use of public space, the following placemaking strategies have been identified for the Historic Downtown Core character area:
• Require active ground floor uses
(retail and restaurants), with
housing and office above.
• Encourage and enable outdoor
dining on sidewalks and new
parklets.
• Maintain and create a continuous
and active street-wall (e.g., new
shopfronts and façade rehabilitation
of existing buildings).
• Incorporate consistent and unifying
streetscape and public realm
improvements.
• Create and manage a Downtown
Improvement District including a
shared parking supply, branding and
wayfinding program, programming
of special events, etc.

FROM LEFT TO RIGHT, TOP TO BOTTOM—Mansion House; Watsonville City Plaza; Lettunich Building; Fox Theater
Opportunity Sites
The Historic Downtown Core is home to two major opportunity sites for significant infill development, of which the city controls several key parcels.

These opportunity sites are the Mansion House block and Gottschalk block.

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Figure 3–5 Mansion House Opportunity Site
Paseos and
Courtyards
Existing Ortiz Deli
(historic portion)
Plaza
New mixed use
buildings
Mansion
House
60 DOWNTOWN WATSONVILLE SPECIFIC PLAN
The opportunity site is located within the block bound by Main Street, Beach Street, Alexander Street, and Lake Avenue. The Watsonville Plaza is directly adjacent to the site. Prior to the 1960’s, Brennan and Union Streets were not connected and instead the Brennan continued to Alexander Street before ending at Beach Street. Similarly, Union Street stopped at Beach Street. In the 1960’s, Union and Brennan Streets were connected through the Mansion House block, which created an island between Union and Alexander Street. The Specific Plan considers restoring the former street configuration for this block, which would create a major development site in the heart of downtown. While issues of traffic flow, utilities relocation and other topics would need to be considered and addressed, this opportunity site would be a major catalyst. The development site includes the City-owned parking lot behind the Mansion House and the vacated street right-of-way.

The new site configuration could accommodate a shared parking structure as well as a new mixed-use infill project that could better define and connect to the Watsonville Plaza. The new development could include ground-level commercial spaces, residential above, and public courtyards connected with paseos. This mixed-use infill development would help to support activity in the Historic Downtown Core. The Ortiz Deli building located on the corner of E.

Beach and Alexander Streets, could be retained, and incorporated in the new site configuration.

A small plaza at the terminus of Union Street would create a view corridor, connecting street activity to the interior courtyards, alleyways, and paseos.

Programming of these interior public open and gathering spaces with outdoor dining, cinema, and other active uses will help activate the development. See Figure 3–5 Mansion House Opportunity Site for details.

Mansion House Block
Alexander St.

Main St.

Union St.

Brennan St.Lake Ave.

Beach St.

PHOTO CAPTION—Examples of multifamily residential units and shared public outdoor spaces to be programmed with various activities at different times of the day.

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Figure 3–6 Gottschalks Block Opportunity Site
The
Terrace
Bus Depot
School
Dropoff
New School Over
Commercial
Long-term
Development
Opportunity,
Including Shared
Parking Structure
61 CHAPTER 3—DESIGN FRAMEWORK
This block is one of the larger sites located directly in the heart of downtown, bound by Main Street, Beach Street, Rodriguez Street, and Lake Avenue. West of Main Street is the Gottschalk building which has a charter school use above vacant ground-floor commercial space. The 54-unit Terrace housing development is located in this block. Other uses on this block include a CVS Pharmacy, Auto Zone and the Resetar single room occupancy development. Much of the block interior is a privately-owned surface parking lot serving the various uses located in that block.

The concept for this opportunity site addresses the goal to improve pedestrian circulation through large blocks by using paseos and alleyways to break the large blocks up into smaller blocks. These smaller blocks would reinforce the historic nature of the Downtown Core as a walkable and easy to navigate environment.

These paseos could also create a comfortable pedestrian connection between the Watsonville Transit Center on the corner of W. Lake Avenue and Rodriguez Street and Main Street.

In the near term, there is an opportunity to provide better circulation on-site.

Connections could be improved by incorporating a drop-off/pick-up location and reconfiguring the shared parking lot to establish a pleasant walking path along the back of the buildings. Improvements could be as simple as reconstructing part of the building to providing critical access through the block from Main Street into the interior of the block. The parking lot presents a longer-term development opportunity to provide a shared parking structure, new uses along W. Lake Avenue and Rodriguez Street.

Gottschalks Block
Main St.

Rodriguez St.

Beach St.

Lake Ave.

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62 DOWNTOWN WATSONVILLE SPECIFIC PLAN
Civic Core
Existing Setting
The Civic Core is uniquely positioned
within downtown and is anchored
by City Hall, the joint-use Civic Plaza,
Library, Police Station, and Post Office.

Many properties in this character
area are publicly owned. The Civic
Core has some of the tallest buildings
and massing in the downtown with
prominent buildings like the jointuse Civic Plaza fronting Main Street.

Most buildings are located behind
parking areas or large landscaped
setback areas, providing a suburban
frontage. The City also owns the Fire
Station site with a large parking lot
to the rear along 2nd Street. The US
Post Office parcel with its expansive
parking lot surrounding the post
office is a large presence on Main
and Rodriguez Streets that is ripe for
intensification. Additionally, a shared
parking structure (located on 2nd
Street and Rodriguez Street) adds to the
shared parking supply for the Historic
Downtown Core and the Civic Core on
nights and weekends.

The Main Street segment in the Civic
Core is not under Caltrans jurisdiction
and is under the control of the City.

Recent streetscape improvements
along Main Street include a landscaped
median, crosswalks, street trees and
other street amenities. Improvements
to make Rodriguez Street more
pedestrian-friendly are needed. Main
Street is the gateway from the south
from Pajaro. Traffic calming along
Main Street is a desired goal.

E 5th St
W Beach St Rodriguez St
Brennan St
Carr St
East
Neighborhood
Historic
Downtown Core Civic
Core
Residential Flex
Workplace/Industrial
Gateway
Commercial
Flex
Commercial
Flex
West
Neighborhood
Character Areas
Specific Plan Boundary
Building Footprint
Parcel
Rail Line
Historic Downtown Core
Civic Core
Gateway
East Neighborhood
West Neighborhood
Workplace/Industrial
Commercial Flex
Residential Flex
Park/Open Space
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 Beach St
Center St
E Front St
W Front St
Union St
Grove St Rodriguez St
Sudden St
Hyde St
Western Dr
Jefferson St Marchant 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
Figure 3–7

CIVIC CORE CHARACTER AREA
Character Area Boundary
Specific Plan Boundary
Parks/Open Space
* Note: Map is not to scale. Attachment 3
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63 CHAPTER 3—DESIGN FRAMEWORK
Vision
The vision for this character area is to maintain its core civic functions and to extend the active pedestrian environment from the Historic Core by adding active mixed-use infill development. This vision can be achieved by consolidating city functions in a couple of specific locations, allowing space for new development.

The vision also includes the long-term repurposing of the large, underutilized Post Office site, in addition to streetscape upgrades such as landscape medians and crosswalks to provide connectivity and improve walkability along Main Street and Rodriguez Streets.

Uses
The types of uses envisioned in the Civic Core are civic uses, mixed-use with retail, housing, and entertainment.

Placemaking Strategies
The Civic Core is a character area intended to be defined by civic focused uses in a mixed-use environment. There is an opportunity to consolidate similar uses while also integrating area-unifying public realm enhancements that are supportive of active modes and connections. The following placemaking strategies have been identified for the Civic Core character area:
• Redevelop the majority city-owned
block fronting Main Street between
Maple Street and 1st Street with
active, mixed-use infill including
retail, housing, entertainment, and
City Hall uses.
• Consolidate City essential services -
Police and Fire - on Rodriguez Street
and the Fire Station site.
• Allow higher densities and intensity
along Main Street to match the scale
of the Civic Plaza, while ensuring a
transition in scale to neighborhoods
east of Union Street.
• Establish a consistent and unifying
streetscape with public realm
improvements supportive of
walkability along Main Street and
Rodriguez Street.
• Leverage the underutilized Civic
Center parking structure to provide
significant shared parking on nights
and weekends.
• Extend Central Avenue from Main
Street to Union and Rodriguez
Streets to create a connection and
infill sites
FROM LEFT TO RIGHT, TOP TO BOTTOM—Watsonville Civic Plaza; Porter Building; Intersection of Main Street and Second Street in front of Porter Building Opportunity Sites
The Civic Core has several City-controlled, vacant, and underutilized sites on Main Street which present an important opportunity to evolve the Civic Core into a thriving civic mixed-use area within downtown. Opportunity sites in the Civic Core character area include The City Hall, Police Station, Fire Station, and US Post Office sites.

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Figure 3–8 City Hall/Civic Campus & U.S. Postal Service Opportunity Site Main St.

Mixed-Use
Neighborhood
Scale Multifamily
64 DOWNTOWN WATSONVILLE SPECIFIC PLAN
This is a city-owned site where
municipal services and the Police
Department are located. This site
excludes the Porter building located
on the corner of Maple Avenue and
Main Street and will be sold to a
private entity. To achieve the site’s full
potential, the Police Department could
be relocated to the fire station site on
2nd Street and Rodriguez Street. The
redevelopment project could include
a mix of market rate and affordable
housing, new commercial uses along
with accommodating existing City
Hall functions. This site could be
occupied by 3-4 story mixed-use and/
or residential buildings over a singlestory podium, with courtyard space above the parking. The development
would need to be sensitive to adjacent
single-family uses by transitioning
into smaller neighborhood-scaled
multifamily buildings along the east
side of Union Street. Larger, taller
buildings would be located along the
Main Street frontage, echoing the scale
of the 4-story Civic Plaza.

U.S. Postal Service (Long-Term)
This is a prime location that is currently used by a one-story post office surrounded by a vast surface parking lot. If the postal service building were to cease operations in this location or be relocated elsewhere in the city in the future, this site has tremendous potential to connect to and support the City Hall/Civic Campus site and function as a Civic Core gateway into downtown. Redevelopment could create a more active environment and additional development sites by developing a smaller block and street network that extends Central Avenue to the west of Main Street towards Rodriguez Street.

City Hall/ Civic Campus
Maple Ave.Riverside Dr.

Main St.

Rodriguez St.

Union St.

PHOTO CAPTION—Example of mixeduse and residential development Attachment 3
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Figure 3–9 Fire Department Opportunity Site
New Police
building
Historic Fire
Station
Existing Fire
Department
65 CHAPTER 3—DESIGN FRAMEWORK
Fire Department
The site is located at 2nd Street and
Rodriguez Street where the existing
fire station and museum would be
anticipated to remain. Currently, the
back of the site is used for parking
and for conducting fire department
exercises. If this site is redeveloped,
then a new location for conducting
these activities would need to
be identified. The vision for this
site includes relocating the Police
Department to this site, consolidating
essential City services to one block.

In the event of a Police Department
relocation, while the interior of the
site will contain parking, additional
parking needs of the relocated station
would need to be supplemented with a
shared civic parking structure across
Rodriguez Street.
2nd St.

Rodriguez St.

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Watsonville City CouncilOctober 10, 2023

Watsonville City Council
October 10, 2023