HomeMy WebLinkAboutD-2 Staff Report -General Plan Contract AwardSCHEDULED ITEM
D-2
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
VIA: SERGIO GONZALEZ, CITY MANAGER
FROM: JOSE D. JIMENEZ, DIRECTOR OF ECONOMIC & COMMUNITY
DEVELOPMENT
DATE: MARCH 17, 2025
SUBJECT: AWARD OF PROFESSIONAL SERVICES AGREEMENT TO RAIMI +
ASSOCIATES FOR CITY’S GENERAL PLAN AND ZONING CODE UPDATE
BACKGROUND:
The City of Azusa issued a Request for Proposal (RFP) in accordance with Section 2-522 of the
Azusa Municipal Code to initiate the update of the City’s General Plan. Following a
comprehensive evaluation and interview process, Raimi + Associates was selected as the most-
qualified consultant for this project.
Additionally, city staff is requesting that the City Council approve a waiver of purchasing
procedures under Azusa Municipal Code Section 2-539 (Waiving of purchasing procedures), to
enable the preparation of the Zoning Code in conjunction with the General Plan update. Section 2-
539 allows waiving of purchasing procedures when unforeseen circumstances arise justifying an
exception to the process, that the city will not be prejudiced by such waiver, and that it is in the
best interest of the city and its operations.
RECOMMENDATIONS:
Staff recommends that the City Council take the following actions:
1)Approve the execution of a Professional Services Agreement (PSA) between the City of
Azusa and Raimi + Associates for assistance with the updates of the General Plan and
Zoning Code for a total cost of $1,819,479; and
2)Authorize the City Manager to execute the Professional Services Agreement (PSA), subject
to non-substantive revisions approved by the City Attorney, and to fulfill any other City
obligations under the agreement; and
Approved
City Council
March 17, 2025
Award of Professional Services Agreement – General Plan Update
March 17, 2025
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3) Authorize the City Manager to execute amendments to the PSA as needed to complete the
project including the term of the agreement and/or a project cost amendments up to a 10
percent or $181,948 contingency, for a not-to-exceed contact cost of $2,001,427; and
4) Determine that the award of the PSA does not constitute a “project” under the California
Environmental Quality Act (CEQA), as defined in Public Resources Code Section 21000
et seq. (Section 15378); and
5) Approve the waiver of purchasing procedures under Azusa Municipal Code Section 2-
539 to allow for the update of the Zoning Code in conjunction with the General Plan
update.
ANALYSIS:
The City of Azusa has completed the Request for Proposal (RFP) process for the comprehensive
update of the City’s General Plan which was last updated in 2004. Subject to the City’s
procurement process under Article VII (Bidding and Contracting, and Other Purchases of Projects,
Supplies, Services, and Equipment), Economic and Community Development (“ECD”)
Department is required to solicit bids, and after vetting interested firms, award a contract for this
important update.
The RFP for services was distributed via electronic format on PlanetBids, and placed on the City’s
Webpage. In response to the RFP, the ECD Department received a total of six bid proposals from
the following firms:
• Bowman • Interwest
• De Novo Planning Group
• Dyett & Bhatia
• Placeworks
• Raimi + Associates
Following a thorough review, careful consideration of the proposals, and presentations during
interviews, Raimi + Associates was selected to lead the General Plan update due to their expertise
and extensive project portfolio. Below are the key reasons for their selection:
• Extensive Experience with General Plans: Raimi + Associates has over 30 years of experience
in preparing comprehensive General Plans for cities and regions, demonstrating their deep
expertise in city planning and development.
• Proven Track Record of Successful Projects: The firm has successfully completed numerous
high-profile planning projects, including comprehensive updates for cities similar in size and
complexity to Azusa, ensuring a deep understanding of our city’s needs.
• Innovative Public Outreach and Engagement: Raimi + Associates is known for their
innovative, community-focused public outreach strategies, which will ensure broad public
involvement and input throughout the General Plan update process.
• Expert Guidance on CEQA and Regulatory Compliance: Raimi + Associates provides expert
technical advice on the California Environmental Quality Act (CEQA) process, ensuring that
the General Plan update aligns with state regulations and complies with the guidelines outlined
by the California Office of Planning and Research (OPR). Their deep understanding of the
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CEQA process and environmental review ensures that the update meets all necessary
environmental and regulatory requirements.
• Commitment to Sustainable and Visionary Planning: The firm’s focus on sustainable
development practices and forward-thinking planning aligns with the City of Azusa’s vision
for a modern, resilient, and vibrant community that adheres to current legislative mandates and
planning best practices.
ZONING CODE UPDATE
When circulating the Request for Proposal (RFP), the initial intention was to focus solely on
updating the City’s General Plan. However, to ensure a more streamlined and cohesive process,
the Economic and Community Development (ECD) team is requesting to retain Raimi +
Associates for both the General Plan and the Zoning Code update. To proceed with this request,
compliance with Section 2-539 of the Azusa Municipal Code, allows waiving of purchasing
procedures when unforeseen circumstances arise justifying an exception to the process, that the
city will not be prejudiced by such waiver, and that it is in the best interest of the city and its
operations.
Background on Procurement Procedures
While Government Code Section 4526 requires professional services to be selected based on
competence and qualifications rather than solely on cost, the City of Azusa establishes specific
procurement procedures at the local level.
Under Sec. 2-538 of the Azusa Municipal Code:
• Contracts under $5,000 can be awarded directly by department heads.
• Contracts between $5,000 and $50,000 require an informal selection process with multiple
bids.
• Contracts over $60,000 require a formal sealed Request for Proposal/Qualifications (RFP/Q)
process, including public advertisement and City Council approval.
However, Sec. 2-539 allows the City Council to waive these purchasing procedures if:
• Unforeseen circumstances arise that justify an exception.
• The City will not be prejudiced by the waiver.
• It is in the City’s best interest.
Unforeseen Circumstance Justifying the Exception
Staff initially planned for a phased approach—updating the General Plan first, followed by a
separate Zoning Code update to ensure full implementation. However, further evaluation revealed
that:
• Extent of Zoning Code Changes is Greater than Expected – The level of modifications needed
is significant and should be addressed concurrently rather than in a later phase.
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• Phased Approach Poses Risks – Updating the Zoning Code after the General Plan could result
in regulatory inconsistencies, implementation delays, and increased costs from re-engaging
consultants and stakeholders.
• Concurrent Updates Improve Coordination & Legal Defensibility – Addressing both updates
together ensures zoning regulations are immediately aligned with the new General Plan,
preventing the need for future corrections or amendments.
To ensure a comprehensive and efficient approach, the City seeks to retain Raimi + Associates to
complete both updates as part of one integrated effort, rather than proceeding with separate
procurement for each phase.
The City Will Not Be Prejudiced by the Waiver
Waiving the bidding process will not disadvantage the City because:
• Seamless Alignment Between General Plan & Zoning Code – A single consultant ensures the
Zoning Code fully implements the General Plan’s vision, policies, and land-use framework,
avoiding inconsistencies or misinterpretations.
• Cost & Time Efficiency – Engaging one firm eliminates redundant efforts, duplicate reviews,
and unnecessary delays, resulting in significant cost savings and a faster project timeline.
• Minimizes Risk of Conflicting Regulations – Using different consultants for each component
increases the likelihood of regulatory discrepancies. A unified approach ensures legal
defensibility and reduces the risk of future amendments or litigation.
• Consistent Public Engagement & Stakeholder Coordination – Raimi + Associates will
establish early and ongoing relationships with the community, stakeholders, and City staff,
ensuring a smooth transition into the Zoning Code update with consistent messaging and public
input.
Per Sec. 2-539, the City Council may waive purchasing procedures when doing so does not violate
state or federal law and is in the City’s best interest. Since this approach eliminates inefficiencies,
maintains consistency, and accelerates project completion, the City is not prejudiced by approving
the waiver.
Best Interest of the City
Approving the waiver and consolidating the General Plan and Zoning Code updates under Raimi
+ Associates is in the City’s best interest because it:
• Ensures a Cohesive & Legally Defensible Plan – A unified approach reduces the risk of
inconsistencies, legal disputes, and costly amendments.
• Speeds Up Project Completion & Reduces Administrative Burden – Avoids a separate
procurement process for the Zoning Code, allowing staff to focus on implementation rather
than additional contracting.
• Optimizes Fiscal Responsibility – Consolidating both projects under one contract prevents
unnecessary costs from hiring and onboarding a separate firm, making the process cost-
effective and efficient.
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Approving the waiver under Sec. 2-539 allows the City to proceed with a streamlined, cost-
effective, and well-coordinated planning process, ensuring the successful implementation of both
the General Plan and Zoning Code updates.
Recommendation
Under Sec. 2-539, the City Council has the authority to waive purchasing procedures when
unforeseen circumstances justify an exception, the City will not be prejudiced, and the waiver is
in the City’s best interest. Since the need to update the Zoning Code concurrently with the General
Plan was not anticipated during the initial procurement process, and a separate bidding process
could create inefficiencies and regulatory conflicts, approving the waiver is the most efficient and
cost-effective solution.
Staff recommends that the City Council approve the waiver under Sec. 2-539 and authorize the
execution of a contract with Raimi + Associates for both the General Plan and Zoning Code
updates. This will ensure a timely, cost-effective, and cohesive planning process that aligns with
best practices and the City’s long-term objectives.
ENVIRONMENTAL CLEARANCE:
The action of awarding a Professional Services Agreement is not considered a “project” under
CEQA (Section 15378 of the State CEQA Guidelines) because neither the award of the request for
proposals nor the associated maintenance services will result in a direct physical change or a
reasonably foreseeable indirect physical change in the environment. The action involves
continuing administrative and maintenance activities (Section 15378(b)(2) of the State CEQA
Guidelines). As noted, a separate and more comprehensive CEQA analysis will be conducted as
part of the overall General Plan update.
FISCAL IMPACT:
The requested contract is a $1,819,479 multi-year agreement. Staff is requesting authority to
amend the contract and appropriate funds as needed for up to a 10% or additional $181,948
contingency for a not to exceed project cost of $2,001,427.
Majority of the cost will be funded by the General Fund and offset by accumulated collections of
General Plan fees specifically collected as a percentage and/or flat rate of other fees assessed such
as Plan Check fees. As of today, the accumulated General Plan fees total $837,785 under special
revenue account 2835611000-4705. $400,000 for the General Plan update has already been
budgeted in FY 2024/25. Upon City Council approval of the agreement, the remaining funds of
$1,419,479 ($1,819,479 - $400,000) needed for each year are as follows:
Available funding for this contract for FY 2024/25 through 2027/28 would be as follows:
• FY 2024-2025 - $400,000 of General Fund currently appropriated under the Planning
Division’s operation budget 1035611000-6399
• FY 2025-2026 - $837,785 to be appropriated under special revenue account 2835611000-
6399 and $162,215 under 1035611000-6399
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• FY 2026-2027 - $401,427 to be appropriated under 1035611000-6399
• FY 2027-2028 - $18,052 to be appropriated under 1035611000-6399 + a contingency
amount up to $181,948 if needed
Funds in account 1035611000-6399 will be programmed each year through the annual budget
process. Upon Council approval and once the FY 2025-26 and FY2026-27 Biennial budget is
adopted by Council in June 2025, Staff will prepare a budget amendment and add $837,785 in the
FY 2025-26 approved budget under account 2835611000-6399 for the General Plan use.
Prepared and Reviewed by:
Jose D. Jimenez
Director of Economic &
Community Development
Reviewed and Approved:
Sergio Gonzalez
City Manager
Attachments:
1) Professional Services Agreement with Raimi + Associates
2) Proposal from Raimi + Associates
3) Fee Proposal/Schedule of Services
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CITY OF AZUSA
PROFESSIONAL SERVICES AGREEMENT
1. PARTIES AND DATE.
This Agreement is made and entered into this ___ day of March, 2025 by and between the
City of Azusa, a municipal corporation organized under the laws of the State of California with its
principal place of business at 213 East Foothill Boulevard, Azusa, California 91702 (“City”) and
Raimi + Associates, for General Plan and Zoning Code Update; with its principal place of
business at 448 South Hill Street, Suite 512 Los Angeles CA., 90013 (“Consultant”). City and
Consultant are sometimes individually referred to herein as “Party” and collectively as “Parties.”
2. RECITALS.
2.1 Consultant.
Consultant desires to perform and assume responsibility for the provision of certain
professional services required by the City on the terms and conditions set forth in this Agreement.
Consultant represents that it is experienced in providing plan review and inspection services to
public clients, is licensed in the State of California, and is familiar with the plans of City.
2.2 Project.
City desires to engage Consultant to render such services to help Update the City of
Azusa’s General Plan and Zoning Code ("Project") as set forth in this Agreement.
3. TERMS.
3.1 Scope of Services and Term.
3.1.1 General Scope of Services. Consultant promises and agrees to furnish to
the City all labor, materials, tools, equipment, services, and incidental and customary work
necessary to fully and adequately supply the professional plan review and inspection consulting
services necessary for the Project ("Services"). The Services are more particularly described in
Exhibit "3" attached hereto and incorporated herein by reference. All Services shall be subject to,
and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated
herein by reference, and all applicable local, state and federal laws, rules and regulations.
3.1.2 Term. The term of this Agreement shall be from March 31, 2025 to March
31, 2028, unless earlier terminated as provided herein. Consultant shall complete the Services
within the term of this Agreement, and shall meet any other established schedules and deadlines.
The Parties may, by mutual written consent, extend the term of this Agreement if necessary to
complete the Services.
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3.2 Responsibilities of Consultant.
3.2.1 Control and Payment of Subordinates; Independent Contractor. The
Services shall be performed by Consultant or under its supervision. Consultant will determine the
means, methods and details of performing the Services subject to the requirements of this
Agreement. City retains Consultant on an independent contractor basis and not as an employee.
Consultant retains the right to perform similar or different services for others during the term of
this Agreement. Any additional personnel performing the Services under this Agreement on behalf
of Consultant shall also not be employees of City and shall at all times be under Consultant’s
exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due
such personnel in connection with their performance of Services under this Agreement and as
required by law. Consultant shall be responsible for all reports and obligations respecting such
additional personnel, including, but not limited to: social security taxes, income tax withholding,
unemployment insurance, disability insurance, and workers’ compensation insurance.
3.2.2 Schedule of Services. Consultant shall perform the Services expeditiously,
within the term of this Agreement, and in accordance with the Schedule of Services set forth in
Exhibit “1” attached hereto and incorporated herein by reference. Consultant represents that it has
the professional and technical personnel required to perform the Services in conformance with
such conditions. In order to facilitate Consultant’s conformance with the Schedule, City shall
respond to Consultant’s submittals in a timely manner. Upon request of City, Consultant shall
provide a more detailed schedule of anticipated performance to meet the Schedule of Services.
3.2.3 Conformance to Applicable Requirements. All work prepared by
Consultant shall be subject to the approval of City.
3.2.4 Substitution of Key Personnel. Consultant has represented to City that
certain key personnel will perform and coordinate the Services under this Agreement. Should one
or more of such personnel become unavailable, Consultant may substitute other personnel of at
least equal competence upon written approval of City. In the event that City and Consultant cannot
agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for
cause. As discussed below, any personnel who fail or refuse to perform the Services in a manner
acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a
threat to the adequate or timely completion of the Project or a threat to the safety of persons or
property, shall be promptly removed from the Project by the Consultant at the request of the City.
The key personnel for performance of this Agreement are as follows:
Simran Malhotra, Principal-in-Charge and Project Manager
3.2.5 City’s Representative. The City hereby designates the Director of
Economic and Community Development , or his or her designee, to act as its representative for the
performance of this Agreement (“City’s Representative”). City’s Representative shall have the
power to act on behalf of the City for all purposes under this Contract. Consultant shall not accept
direction or orders from any person other than the City’s Representative or his or her designee.
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3.2.6 Consultant’s Representative. Consultant hereby designates Simran
Malhotra, Principal-in-Charge and Project Manager, or his/her designee, to act as its representative
for the performance of this Agreement (“Consultant’s Representative”). Consultant’s
Representative shall have full authority to represent and act on behalf of the Consultant for all
purposes under this Agreement. The Consultant’s Representative shall supervise and direct the
Services, using his/her best skill and attention, and shall be responsible for all means, methods,
techniques, sequences and procedures and for the satisfactory coordination of all portions of the
Services under this Agreement.
3.2.7 Coordination of Services. Consultant agrees to work closely with City staff
in the performance of Services and shall be available to City’s staff, consultants and other staff at
all reasonable times.
3.2.8 Standard of Care; Performance of Employees. Consultant shall perform all
Services under this Agreement in a skillful and competent manner, consistent with the standards
generally recognized as being employed by professionals in the same discipline in the State of
California. Consultant represents and maintains that it is skilled in the professional calling
necessary to perform the Services. Consultant warrants that all employees and subcontractors shall
have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant
represents that it, its employees and subcontractors have all licenses, permits, qualifications and
approvals of whatever nature that are legally required to perform the Services, including a City
Business License, and that such licenses and approvals shall be maintained throughout the term of
this Agreement. As provided for in the indemnification provisions of this Agreement, Consultant
shall perform, at its own cost and expense and without reimbursement from the City, any services
necessary to correct errors or omissions which are caused by the Consultant’s failure to comply
with the standard of care provided for herein. Any employee of the Consultant or its sub-
consultants who is determined by the City to be uncooperative, incompetent, a threat to the
adequate or timely completion of the Project, a threat to the safety of persons or property, or any
employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be
promptly removed from the Project by the Consultant and shall not be re-employed to perform any
of the Services or to work on the Project.
3.2.9 Period of Performance. Consultant shall perform and complete all Services
under this Agreement within the term set forth in Section 3.1.2 above (“Performance Time”).
Consultant shall also perform the Services in strict accordance with any completion schedule or
Project milestones described in Exhibits “1” or “3” attached hereto, or which may be separately
agreed upon in writing by the City and Consultant (“Performance Milestones”).
3.2.10 Laws and Regulations; Employee/Labor Certifications. Consultant shall
keep itself fully informed of and in compliance with all local, state and federal laws, rules and
regulations in any manner affecting the performance of the Project or the Services, including all
Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for
all violations of such laws and regulations in connection with Services. If the Consultant performs
any work knowing it to be contrary to such laws, rules and regulations and without giving written
notice to the City, Consultant shall be solely responsible for all costs arising therefrom. Consultant
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shall defend, indemnify and hold City, its officials, directors, officers, employees and agents free
and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or
liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.
3.2.10.1 Employment Eligibility; Consultant. By executing this
Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state
and federal law respecting the employment of undocumented aliens, including, but not limited to,
the Immigration Reform and Control Act of 1986, as may be amended from time to time. Such
requirements and restrictions include, but are not limited to, examination and retention of
documentation confirming the identity and immigration status of each employee of the Consultant.
Consultant also verifies that it has not committed a violation of any such law within the five (5)
years immediately preceding the date of execution of this Agreement, and shall not violate any
such law at any time during the term of the Agreement. Consultant shall avoid any violation of
any such law during the term of this Agreement by participating in an electronic verification of
work authorization program operated by the United States Department of Homeland Security, by
participating in an equivalent federal work authorization program operated by the United States
Department of Homeland Security to verify information of newly hired employees, or by some
other legally acceptable method. Consultant shall maintain records of each such verification, and
shall make them available to the City or its representatives for inspection and copy at any time
during normal business hours. The City shall not be responsible for any costs or expenses related
to Consultant’s compliance with the requirements provided for in Section 3.2.10 or any of its sub-
sections.
3.2.10.2 Employment Eligibility; Subcontractors, Consultants, Sub-
subcontractors and Subconsultants. To the same extent and under the same conditions as
Consultant, Consultant shall require all of its subcontractors, consultants, sub-subcontractors and
subconsultants performing any work relating to the Project or this Agreement to make the same
verifications and comply with all requirements and restrictions provided for in Section 3.2.10.1.
3.2.10.3 Employment Eligibility; Failure to Comply. Each person
executing this Agreement on behalf of Consultant verifies that they are a duly authorized officer
of Consultant, and understands that any of the following shall be grounds for the City to terminate
the Agreement for cause: (1) failure of Consultant or its subcontractors, consultants, sub-
subcontractors or subconsultants to meet any of the requirements provided for in Sections 3.2.10.1
or 3.2.10.2; (2) any misrepresentation or material omission concerning compliance with such
requirements (including in those verifications provided to the Consultant under Section 3.2.10.2);
or (3) failure to immediately remove from the Project any person found not to be in compliance
with such requirements.
3.2.10.4 Labor Certification. By its signature hereunder, Consultant
certifies that it is aware of the provisions of Section 3700 of the California Labor Code which
require every employer to be insured against liability for Workers’ Compensation or to undertake
self-insurance in accordance with the provisions of that Code, and agrees to comply with such
provisions before commencing the performance of the Services.
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3.2.10.5 Equal Opportunity Employment. Consultant represents that
it is an equal opportunity employer and it shall not discriminate against any subconsultant,
employee or applicant for employment because of race, religion, color, national origin, handicap,
ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities
related to initial employment, upgrading, demotion, transfer, recruitment or recruitment
advertising, layoff or termination. Consultant shall also comply with all relevant provisions of
City’s Minority Business Enterprise program, Affirmative Action Plan or other related programs
or guidelines currently in effect or hereinafter enacted.
3.2.10.6 Air Quality. To the extent applicable, Consultant must fully
comply with all applicable laws, rules and regulations in furnishing or using equipment and/or
providing services, including, but not limited to, emissions limits and permitting requirements
imposed by the South Coast Air Quality Management District (SCAQMD) and/or California Air
Resources Board (CARB). Although the SCAQMD and CARB limits and requirements are more
broad, Consultant shall specifically be aware of their application to "portable equipment", which
definition is considered by SCAQMD and CARB to include any item of equipment with a fuel-
powered engine. Consultant shall indemnify City against any fines or penalties imposed by
SCAQMD, CARB, or any other governmental or regulatory agency for violations of applicable
laws, rules and/or regulations by Consultant, its subconsultants, or others for whom Consultant is
responsible under its indemnity obligations provided for in this Agreement.
3.2.10.7 Water Quality.
(A) Management and Compliance. To the extent applicable,
Consultant’s Services must account for, and fully comply with, all local, state and federal laws,
rules and regulations that may impact water quality compliance, including, without limitation, all
applicable provisions of the Federal Water Pollution Control Act (33 U.S.C. §§ 1300); the
California Porter-Cologne Water Quality Control Act (Cal Water Code §§ 13000-14950); laws,
rules and regulations of the Environmental Protection Agency, the State Water Resources Control
Board and the Santa Ana Regional Water Quality Control Board; the City’s ordinances regulating
discharges of storm water; and any and all regulations, policies, or permits issued pursuant to any
such authority regulating the discharge of pollutants, as that term is used in the Porter-Cologne
Water Quality Control Act, to any ground or surface water in the State.
(B) Liability for Non-compliance. Failure to comply with the
laws, regulations and policies described in this Section is a violation of law that may subject
Consultant or City to penalties, fines, or additional regulatory requirements. Consultant shall
defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers and
agents free and harmless, pursuant to the indemnification provisions of this Agreement, from and
against any and all fines, penalties, claims or other regulatory requirements imposed as a result of
Consultant’s non-compliance with the laws, regulations and policies described in this Section,
unless such non-compliance is the result of the sole established negligence, willful misconduct or
active negligence of the City, its officials, officers, agents, employees or authorized volunteers.
(C) Training. In addition to any other standard of care
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requirements set forth in this Agreement, Consultant warrants that all employees and
subcontractors shall have sufficient skill and experience to perform the Services assigned to them
without impacting water quality in violation of the laws, regulations and policies described in this
Section. Consultant further warrants that it, its employees and subcontractors will receive adequate
training, as determined by City, regarding the requirements of the laws, regulations and policies
described in this Section as they may relate to the Services provided under this Agreement. Upon
request, City will provide Consultant with a list of training programs that meet the requirements
of this paragraph.
3.2.11 Insurance.
3.2.11.1 Time for Compliance. Consultant shall not commence
Services under this Agreement until it has provided evidence satisfactory to the City that it has
secured all insurance required under this section. In addition, Consultant shall not allow any
subcontractor to commence work on any subcontract until it has provided evidence satisfactory to
the City that the subcontractor has secured all insurance required under this section.
3.2.11.2 Minimum Requirements. Consultant shall, at its expense,
procure and maintain for the duration of the Agreement insurance against claims for injuries to
persons or damages to property which may arise from or in connection with the performance of
the Agreement by the Consultant, its agents, representatives, employees or subcontractors.
Consultant shall also require all of its subcontractors to procure and maintain the same insurance
for the duration of the Agreement. Such insurance shall meet at least the following minimum levels
of coverage:
(A) Minimum Scope of Insurance. Coverage shall be at least as
broad as the latest version of the following: (1) General Liability: Insurance Services Office
Commercial General Liability coverage (occurrence form CG 0001); (2) Automobile Liability:
Insurance Services Office Business Auto Coverage form number CA 0001, code 1 (any auto); and
(3) Workers’ Compensation and Employer’s Liability: Workers’ Compensation insurance as
required by the State of California and Employer’s Liability Insurance. The policy shall not
contain any exclusion contrary to the Agreement, including but not limited to endorsements or
provisions limiting coverage for (1) contractual liability (including but not limited to ISO CG 24
26 or 21 29); or (2) cross liability for claims or suits by one insured against another.
(B) Minimum Limits of Insurance. Consultant shall maintain
limits no less than: (1) General Liability: $1,000,000 per occurrence for bodily injury, personal
injury and property damage. If Commercial General Liability Insurance or other form with general
aggregate limit is used including, but not limited to, form CG 2503, either the general aggregate
limit shall apply separately to this Agreement/location or the general aggregate limit shall be twice
the required occurrence limit; (2) Automobile Liability: $1,000,000 per accident for bodily injury
and property damage; and (3) Workers’ Compensation and Employer’s Liability: Workers’
Compensation limits as required by the Labor Code of the State of California. Employer’s
Liability limits of $1,000,000 per accident for bodily injury or disease. Defense costs shall be paid
in addition to the limits.
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(C) Notices; Cancellation or Reduction of Coverage. At least
fifteen (15) days prior to the expiration of any such policy, evidence showing that such insurance
coverage has been renewed or extended shall be filed with the City. If such coverage is cancelled
or materially reduced, Consultant shall, within ten (10) days after receipt of written notice of such
cancellation or reduction of coverage, file with the City evidence of insurance showing that the
required insurance has been reinstated or has been provided through another insurance company
or companies. In the event any policy of insurance required under this Agreement does not comply
with these specifications or is canceled and not replaced, the City has the right but not the duty to
obtain the insurance it deems necessary and any premium paid by the City will be promptly
reimbursed by Consultant or the City may withhold amounts sufficient to pay premium from
Consultant payments. In the alternative, the City may suspend or terminate this Agreement.
3.2.11.3 Professional Liability. Consultant shall procure and
maintain, and require its sub-consultants to procure and maintain, for a period of five (5) years
following completion of the Project, errors and omissions liability insurance appropriate to their
profession. Such insurance shall be in an amount not less than $1,000,000 per claim, and shall be
endorsed to include contractual liability. Defense costs shall be paid in addition to limits.
3.2.11.4 Insurance Endorsements. The insurance policies shall
contain the following provisions, or Consultant shall provide endorsements on forms supplied or
approved by the City to add the following provisions to the insurance policies:
(A) General Liability. The general liability policy shall include
or be endorsed (amended) to state that: (1) using ISO CG forms 20 10 and 20 37, or endorsements
providing the exact same coverage, the City of Azusa, its directors, officials, officers, employees,
agents and volunteers shall be covered as additional insured with respect to the Services or ongoing
and complete operations performed by or on behalf of the Consultant, including materials, parts or
equipment furnished in connection with such work; and (2) using ISO form 20 01, or endorsements
providing the exact same coverage, the insurance coverage shall be primary insurance as respects
the City, its directors, officials, officers, employees, agents and volunteers, or if excess, shall stand
in an unbroken chain of coverage excess of the Consultant’s scheduled underlying coverage. Any
excess insurance shall contain a provision that such coverage shall also apply on a primary and
noncontributory basis for the benefit of the City, before the City’s own primary insurance or self-
insurance shall be called upon to protect it as a named insured. Any insurance or self-insurance
maintained by the City, its directors, officials, officers, employees, agents and volunteers shall be
excess of the Consultant’s insurance and shall not be called upon to contribute with it in any way.
Notwithstanding the minimum limits set forth in Section 3.2.11.2(B), any available insurance
proceeds in excess of the specified minimum limits of coverage shall be available to the parties
required to be named as additional insureds pursuant to this Section 3.2.11.4(A).
(B) Automobile Liability. The automobile liability policy shall
include or be endorsed (amended) to state that: (1) the City, its directors, officials, officers,
employees, agents and volunteers shall be covered as additional insureds with respect to the
ownership, operation, maintenance, use, loading or unloading of any auto owned, leased, hired or
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borrowed by the Consultant or for which the Consultant is responsible; and (2) the insurance
coverage shall be primary insurance as respects the City, its directors, officials, officers,
employees, agents and volunteers, or if excess, shall stand in an unbroken chain of coverage excess
of the Consultant’s scheduled underlying coverage. Any insurance or self-insurance maintained
by the City, its directors, officials, officers, employees, agents and volunteers shall be excess of
the Consultant’s insurance and shall not be called upon to contribute with it in any way.
Notwithstanding the minimum limits set forth in Section 3.2.11.2(B), any available insurance
proceeds in excess of the specified minimum limits of coverage shall be available to the parties
required to be named as additional insureds pursuant to this Section 3.2.11.4(B).
(C) Workers’ Compensation and Employers’ Liability
Coverage. The insurer shall agree to waive all rights of subrogation against the City, its directors,
officials, officers, employees, agents and volunteers for losses paid under the terms of the
insurance policy which arise from work performed by the Consultant.
(D) All Coverages. Each insurance policy required by this
Agreement shall be endorsed to state that: (A) coverage shall not be suspended, voided, reduced
or canceled except after thirty (30) days (10 days for nonpayment of premium) prior written notice
by certified mail, return receipt requested, has been given to the City; and (B) any failure to comply
with reporting or other provisions of the policies, including breaches of warranties, shall not affect
coverage provided to the City, its directors, officials, officers, employees, agents and volunteers.
Any failure to comply with reporting or other provisions of the policies including breaches of
warranties shall not affect coverage provided to the City, its officials, officers, employees, agents
and volunteers, or any other additional insureds.
3.2.11.5 Separation of Insureds; No Special Limitations; Waiver of
Subrogation. All insurance required by this Section shall contain standard separation of insureds
provisions. In addition, such insurance shall not contain any special limitations on the scope of
protection afforded to the City, its directors, officials, officers, employees, agents and volunteers.
All policies shall waive any right of subrogation of the insurer against the City, its officials,
officers, employees, agents, and volunteers, or any other additional insureds, or shall specifically
allow Consultant or others providing insurance evidence in compliance with these specifications
to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery
against City, its officials, officers, employees, agents, and volunteers, or any other additional
insureds, and shall require similar written express waivers and insurance clauses from each of its
subconsultants.
3.2.11.6 Deductibles and Self-Insurance Retentions. Any deductibles
or self-insured retentions must be declared to and approved by the City. Consultant shall guarantee
that, at the option of the City, either: (1) the insurer shall reduce or eliminate such deductibles or
self-insured retentions as respects the City, its directors, officials, officers, employees, agents and
volunteers; or (2) the Consultant shall procure a bond guaranteeing payment of losses and related
investigation costs, claims and administrative and defense expenses.
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3.2.11.7 Subconsultant Insurance Requirements. Consultant shall not
allow any subconsultants to commence work on any subcontract relating to the work under the
Agreement until they have provided evidence satisfactory to the City that they have secured all
insurance required under this Section. If requested by Consultant, the City may approve different
scopes or minimum limits of insurance for particular subconsultants. The Consultant and the City
shall be named as additional insureds on all subconsultants’ policies of Commercial General
Liability using ISO form 20 38, or coverage at least as broad.
3.2.11.8 Acceptability of Insurers. Insurance is to be placed with
insurers with a current A.M. Best’s rating no less than A:VIII, licensed to do business in California,
and satisfactory to the City.
3.2.11.9 Verification of Coverage. Consultant shall furnish City with
original certificates of insurance and endorsements effecting coverage required by this Agreement
on forms satisfactory to the City. The certificates and endorsements for each insurance policy
shall be signed by a person authorized by that insurer to bind coverage on its behalf, and shall be
on forms provided by the City if requested. All certificates and endorsements must be received
and approved by the City before work commences. The City reserves the right to require complete,
certified copies of all required insurance policies, at any time.
3.2.11.9 Reporting of Claims. Consultant shall report to the City, in
addition to Consultant’s insurer, any and all insurance claims submitted by Consultant in
connection with the Services under this Agreement.
3.2.12 Safety. Consultant shall execute and maintain its work so as to avoid injury
or damage to any person or property. In carrying out its Services, the Consultant shall at all times
be in compliance with all applicable local, state and federal laws, rules and regulations, and shall
exercise all necessary precautions for the safety of employees appropriate to the nature of the work
and the conditions under which the work is to be performed. Safety precautions as applicable shall
include, but shall not be limited to: (A) adequate life protection and life saving equipment and
procedures; (B) instructions in accident prevention for all employees and subcontractors, such as
safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures,
trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are
necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the
proper inspection and maintenance of all safety measures.
3.2.13 Accounting Records. Consultant shall maintain complete and accurate
records with respect to all costs and expenses incurred under this Agreement. All such records
shall be clearly identifiable. Consultant shall allow a representative of City during normal business
hours to examine, audit, and make transcripts or copies of such records and any other documents
created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents,
proceedings, and activities related to the Agreement for a period of three (3) years from the date
of final payment under this Agreement.
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3.3 Fees and Payments.
3.3.1 Compensation. Consultant shall receive compensation, including authorized
reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit
“1” attached hereto and incorporated herein by reference. The total compensation shall not exceed
TWO MILLION ONE THOUSAND FOUR HUNDRED TWENTY-SEVEN DOLLARS
($2,001,427.00) without written approval of the City Council. Extra Work may be authorized, as
described below, and if authorized, will be compensated at the rates and manner set forth in this
Agreement.
3.3.2 Payment of Compensation. Consultant shall submit to City a monthly
itemized statement which indicates work completed and hours of Services rendered by Consultant.
The statement shall describe the amount of Services and supplies provided since the initial
commencement date, or since the start of the subsequent billing periods, as appropriate, through
the date of the statement. City shall, within 45 days of receiving such statement, review the
statement and pay all approved charges thereon.
3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any
expenses unless authorized in writing by City.
3.3.4 Extra Work. At any time during the term of this Agreement, City may
request that Consultant perform Extra Work. As used herein, “Extra Work” means any work which
is determined by City to be necessary for the proper completion of the Project, but which the parties
did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant
shall not perform, nor be compensated for, Extra Work without written authorization from City’s
Representative.
3.3.5 Prevailing Wages. Consultant is aware of the requirements of California
Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations,
Title 8, Section 16000, et seq., (“Prevailing Wage Laws”), which require the payment of prevailing
wage rates and the performance of other requirements on “public works” and “maintenance”
projects. If the Services are being performed as part of an applicable “public works” or
“maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is
$1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. City shall
provide Consultant with a copy of the prevailing rates of per diem wages in effect at the
commencement of this Agreement. Consultant shall make copies of the prevailing rates of per
diem wages for each craft, classification or type of worker needed to execute the Services available
to interested parties upon request, and shall post copies at the Consultant’s principal place of
business and at the project site. Consultant shall defend, indemnify and hold the City, its elected
officials, officers, employees and agents free and harmless from any claim or liability arising out
of any failure or alleged failure to comply with the Prevailing Wage Laws.
3.4 Termination of Agreement.
3.4.1 Grounds for Termination. City may, by written notice to Consultant,
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terminate the whole or any part of this Agreement at any time and without cause by giving written
notice to Consultant of such termination, and specifying the effective date thereof, at least seven
(7) days before the effective date of such termination. Upon termination, Consultant shall be
compensated only for those services which have been adequately rendered to City, and Consultant
shall be entitled to no further compensation. Consultant may not terminate this Agreement except
for cause.
3.4.2 Effect of Termination. If this Agreement is terminated as provided herein,
City may require Consultant to provide all finished or unfinished Documents and Data and other
information of any kind prepared by Consultant in connection with the performance of Services
under this Agreement. Consultant shall be required to provide such document and other
information within fifteen (15) days of the request.
3.4.3 Additional Services. In the event this Agreement is terminated in whole or
in part as provided herein, City may procure, upon such terms and in such manner as it may
determine appropriate, services similar to those terminated.
3.5 Ownership of Materials and Confidentiality.
3.5.1 Documents & Data; Licensing of Intellectual Property. This Agreement
creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense
any and all copyrights, designs, and other intellectual property embodied in plans, specifications,
studies, drawings, estimates, and other documents or works of authorship fixed in any tangible
medium of expression, including but not limited to, physical drawings or data magnetically or
otherwise recorded on computer diskettes, which are prepared or caused to be prepared by
Consultant under this Agreement (“Documents & Data”). All Documents & Data shall be and
remain the property of City, and shall not be used in whole or in substantial part by Consultant on
other projects without the City's express written permission. Within thirty (30) days following the
completion, suspension, abandonment or termination of this Agreement, Consultant shall provide
to City reproducible copies of all Documents & Data, in a form and amount required by City. City
reserves the right to select the method of document reproduction and to establish where the
reproduction will be accomplished. The reproduction expense shall be borne by City at the actual
cost of duplication. In the event of a dispute regarding the amount of compensation to which the
Consultant is entitled under the termination provisions of this Agreement, Consultant shall provide
all Documents & Data to City upon payment of the undisputed amount. Consultant shall have no
right to retain or fail to provide to City any such documents pending resolution of the dispute. In
addition, Consultant shall retain copies of all Documents & Data on file for a minimum of fifteen
(15) years following completion of the Project, and shall make copies available to City upon the
payment of actual reasonable duplication costs. Before destroying the Documents & Data
following this retention period, Consultant shall make a reasonable effort to notify City and
provide City with the opportunity to obtain the documents.
3.5.2 Subcontractors. Consultant shall require all subcontractors to agree in
writing that City is granted a non-exclusive and perpetual license for any Documents & Data the
subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant
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has the legal right to license any and all Documents & Data. Consultant makes no such
representation and warranty in regard to Documents & Data which were prepared by design
professionals other than Consultant or its subcontractors, or those provided to Consultant by the
City.
3.5.3 Right to Use. City shall not be limited in any way in its use or reuse of the
Documents and Data or any part of them at any time for purposes of this Project or another project,
provided that any such use not within the purposes intended by this Agreement or on a project
other than this Project without employing the services of Consultant shall be at City’s sole risk. If
City uses or reuses the Documents & Data on any project other than this Project, it shall remove
the Consultant’s seal from the Documents & Data and indemnify and hold harmless Consultant
and its officers, directors, agents and employees from claims arising out of the negligent use or re-
use of the Documents & Data on such other project. Consultant shall be responsible and liable for
its Documents & Data, pursuant to the terms of this Agreement, only with respect to the condition
of the Documents & Data at the time they are provided to the City upon completion, suspension,
abandonment or termination. Consultant shall not be responsible or liable for any revisions to the
Documents & Data made by any party other than Consultant, a party for whom the Consultant is
legally responsible or liable, or anyone approved by the Consultant.
3.5.4 Confidentiality. All Documents & Data either created by or provided to
Consultant in connection with the performance of this Agreement shall be held confidential by
Consultant. All Documents & Data shall not, without the prior written consent of City, be used or
reproduced by Consultant for any purposes other than the performance of the Services. Consultant
shall not disclose, cause or facilitate the disclosure of the Documents & Data to any person or
entity not connected with the performance of the Services or the Project. Nothing furnished to
Consultant which is otherwise known to Consultant or is generally known, or has become known,
to the related industry shall be deemed confidential. Consultant shall not use City’s name or
insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in
any magazine, trade paper, newspaper, television or radio production or other similar medium
without the prior written consent of City.
3.6 General Provisions.
3.6.1 Delivery of Notices. All notices permitted or required under this Agreement
shall be given to the respective parties at the following address, or at such other address as the
respective parties may provide in writing for this purpose:
Consultant:
Raimi + Associates
448 South Hill Street, Suite 512
Los Angeles, California 90013
Attn: Simran Malhotra, Principal-in-Charge and Project Manager
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City:
City of Azusa
213 E. Foothill Blvd.
Azusa, CA 91702
Attn: City Manager
Such notice shall be deemed made when personally delivered or when mailed,
forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to
the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual
notice occurred, regardless of the method of service.
3.6.2 Indemnification.
3.6.2.1 Scope of Indemnity. To the fullest extent permitted by law,
CONSULTANT shall indemnify and hold harmless AGENCY and any and all of its officials,
employees and agents (“Indemnified Parties”) from and against any and all losses, liabilities,
damages, costs and expenses, including legal counsel’s fees and costs, caused in whole or in part
by the negligent or wrongful act, error or omission of CONSULTANT, its officers, agents,
employees or subconsultants (or any agency or individual that CONSULTANT shall bear the legal
liability thereof) in the performance of services under this AGREEMENT. CONSULTANT’s duty
to indemnify and hold harmless AGENCY shall not extend to the AGENCY’s sole or active
negligence.
3.6.2.2 Duty to Defend. In the event the AGENCY, its officers, employees,
agents and/or volunteers are made a party to any action, lawsuit, or other adversarial proceeding
arising from the performance of the services encompassed by this AGREEMENT, and upon
demand by AGENCY, CONSULTANT shall defend the AGENCY at CONSULTANT’s cost or
at AGENCY’s option, to reimburse AGENCY for its costs of defense, including reasonable
attorney’s fees and costs incurred in the defense of such matters to the extent the matters arise
from, relate to or are caused by CONSULTANT’s negligent acts, errors or omissions. Payment by
AGENCY is not a condition precedent to enforcement of this indemnity. In the event of any dispute
between CONSULTANT and AGENCY, as to whether liability arises from the sole or active
negligence of the AGENCY or its officers, employees, or agents, CONSULTANT will be
obligated to pay for AGENCY’s defense until such time as a final judgment has been entered
adjudicating the AGENCY as solely or actively negligent. CONSULTANT will not be entitled in
the absence of such a determination to any reimbursement of defense costs including but not
limited to attorney’s fees, expert fees and costs of litigation.
3.6.3 Governing Law; Government Code Claim Compliance. This Agreement
shall be governed by the laws of the State of California. Venue shall be in Los Angeles County.
In addition to any and all contract requirements pertaining to notices of and requests for
compensation or payment for extra work, disputed work, claims and/or changed conditions,
Consultant must comply with the claim procedures set forth in Government Code sections 900 et
seq. prior to filing any lawsuit against the City. Such Government Code claims and any subsequent
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lawsuit based upon the Government Code claims shall be limited to those matters that remain
unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed
conditions have been followed by Consultant. If no such Government Code claim is submitted, or
if any prerequisite contractual requirements are not otherwise satisfied as specified herein,
Consultant shall be barred from bringing and maintaining a valid lawsuit against the City.
3.6.4 Time of Essence. Time is of the essence for each and every provision of
this Agreement.
3.6.5 City’s Right to Employ Other Consultants. City reserves right to employ
other consultants in connection with this Project.
3.6.6 Successors and Assigns. This Agreement shall be binding on the successors
and assigns of the parties.
3.6.7 Assignment or Transfer. Consultant shall not assign, hypothecate, or
transfer, either directly or by operation of law, this Agreement or any interest herein without the
prior written consent of the City. Any attempt to do so shall be null and void, and any assignees,
hypothecates or transferees shall acquire no right or interest by reason of such attempted
assignment, hypothecation or transfer.
3.6.8 Construction; References; Captions. Since the Parties or their agents have
participated fully in the preparation of this Agreement, the language of this Agreement shall be
construed simply, according to its fair meaning, and not strictly for or against any Party. Any term
referencing time, days or period for performance shall be deemed calendar days and not work days.
All references to Consultant include all personnel, employees, agents, and subcontractors of
Consultant, except as otherwise specified in this Agreement. All references to City include its
elected officials, officers, employees, agents, and volunteers except as otherwise specified in this
Agreement. The captions of the various articles and paragraphs are for convenience and ease of
reference only, and do not define, limit, augment, or describe the scope, content, or intent of this
Agreement.
3.6.9 Amendment; Modification. No supplement, modification, or amendment
of this Agreement shall be binding unless executed in writing and signed by both Parties.
3.6.10 Waiver. No waiver of any default shall constitute a waiver of any other
default or breach, whether of the same or other covenant or condition. No waiver, benefit,
privilege, or service voluntarily given or performed by a Party shall give the other Party any
contractual rights by custom, estoppel, or otherwise.
3.6.11 No Third Party Beneficiaries. Except to the extent expressly provided for
in Section 3.6.7, there are no intended third party beneficiaries of any right or obligation assumed
by the Parties.
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3.6.12 Invalidity; Severability. If any portion of this Agreement is declared
invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining
provisions shall continue in full force and effect.
3.6.13 Prohibited Interests. Consultant maintains and warrants that it has not
employed nor retained any company or person, other than a bona fide employee working solely
for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not
paid nor has it agreed to pay any company or person, other than a bona fide employee working
solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration
contingent upon or resulting from the award or making of this Agreement. Consultant further
agrees to file, or shall cause its employees or subconsultants to file, a Statement of Economic
Interest with the City’s Filing Officer as required under state law in the performance of the
Services. For breach or violation of this warranty, City shall have the right to rescind this
Agreement without liability. For the term of this Agreement, no member, officer or employee of
City, during the term of his or her service with City, shall have any direct interest in this
Agreement, or obtain any present or anticipated material benefit arising therefrom.
3.6.14 Cooperation; Further Acts. The Parties shall fully cooperate with one
another, and shall take any additional acts or sign any additional documents as may be necessary,
appropriate or convenient to attain the purposes of this Agreement.
3.6.15 Attorney’s Fees. If either party commences an action against the other
party, either legal, administrative or otherwise, arising out of or in connection with this Agreement,
the prevailing party in such litigation shall be entitled to have and recover from the losing party
reasonable attorney’s fees and all other costs of such action.
3.6.16 Authority to Enter Agreement. Consultant has all requisite power and
authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party
warrants that the individuals who have signed this Agreement have the legal power, right, and
authority to make this Agreement and bind each respective Party.
3.6.17 Counterparts. This Agreement may be signed in counterparts, each of
which shall constitute an original.
3.6.18 Entire Agreement. This Agreement contains the entire Agreement of the
parties with respect to the subject matter hereof, and supersedes all prior negotiations,
understandings or agreements. This Agreement may only be modified by a writing signed by both
parties.
[SIGNATURES ON NEXT PAGE]
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CITY OF AZUSA
RAIMI + ASSOCIATES.
By: _________________________________
By:__________________________________
Mayor Simran Malhotra
Principal-in-Charge and Project Manager
Attest:
____________________________________
City Clerk
Approved as to form:
Best Best & Krieger LLP
_____________________________________
City Attorney
A-1
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EXHIBIT “A”
SCOPE OF SERVICES
Attached.
City of Azusa General Plan Update Page 1 Raimi + Associates Team
City of Azusa General Plan Update
Exhibit A: Scope of Work
The following is the R+A team’s scope of work for the General Plan Update and Environmental Impact Report for the City of Azusa. The Scope of Work builds off the concepts presented in the RFP, integrates the R+A team’s approach to the project, current State laws, and our experience with similar projects.
Task 1: Project Initiation
1.1: Kick-off Meeting
The R+A team and City staff will initiate the project with a half‐day kick‐off meeting in Azusa. This meeting will include an overall team meeting, topic‐specific discussions with key City staff, and a brief city tour. City staff will coordinate with necessary department staff, provide meeting space, and lead a city tour.
The overall team meeting will focus on a discussion of project goals as well as planning opportunities and constraints. As part of the topic-specific discussions, the Team will discuss existing General Plan goals, policies, and programs with City staff to identify the sections that may need to be updated or retained through the General Plan Update.
1.2: Project Schedule/Work Plan
R+A will develop a detailed Project Schedule/Work Plan that includes a list of required tasks (including public participation), durations, milestones, and major work products to complete the General Plan update and CEQA documentation. The work plan will specify lead and supporting team members and required City actions, including review and comment periods for work products.
The format of the Work Plan can be an Excel-based document based on calendar days and will tally the total time elapsed. R+A will refine the work plan and schedule in collaboration with City staff. The work plan will then be a living document, updated throughout the General Plan update process.
1.3: Data Collection
The R+A team will provide the City with a comprehensive list of documents and ArcGIS data necessary for the City to provide for the preparation of the General Plan and EIR. ArcGIS land use data will need to include the following information by parcel: APN, existing land use, zoning, general plan designation, parcel size, square footage of non-residential uses, number of residential units, year built, improvement value, land value, and other relevant information. Our budget and contract assume that all information provided by the City will be accurate and up to date and the R+A team will not be held responsible for any inaccuracies in data or information provided by the City.
1.4: Base Map
R+A will create a base map using ArcGIS Online software to map data provided by the City, including planning geographies (city limits, SOI), major transportation networks, parks, and other key features readily available from the City or third-party sources. City staff will approve the base map which will be the basis for all future General Plan mapping by all consultants on the R+A team.
City of Azusa General Plan Update Page 2 Raimi + Associates Team
Task 1 Deliverables
• Kick-off meeting agenda and slide deck (draft, final)
• Work plan (draft, final)
• Data and document request spreadsheet
• Base map (draft, final)
Task 2: Community Engagement
2.1: Engagement Strategy and Plan
R+A will collaborate with City staff to prepare an internal engagement strategy and plan. The engagement
strategy and plan will be developed concurrently with the Project Work Plan and will:
• Outline engagement goals and objectives;
• Craft strategies that will reach, educate, and engage the community throughout the process;
• Confirm schedule, format (e.g., in-person or online), and resources for all engagement activities;
• Outline outreach tools, including social media outlets to reach specific audiences (e.g., Facebook, Instagram, NextDoor along with newsletters, blogs, videos) and virtual platforms for engagement (e.g., ZOOM, Miro, Mentimeter, or equivalent) in addition to traditional mailing and survey tools;
• Identify target demographic and interest groups, methods of communication and engagement with hard-to-reach groups and special needs populations, and metrics to analyze progress and effectiveness; and
• Confirm coordination, facilitation, and communication responsibilities.
The engagement activities set forth in the Engagement Plan will be evaluated during the process to ensure that residents are participating in the process, and mid-course corrections will be made as needed.
2.2: Logo and Branding
R+A will prepare unique branding materials for the project that comply with the City’s ADA requirements. This will include a logo, a color palette, document layouts and fonts, and templates for PowerPoint presentations. All public materials (including the website) will use the project branding.
2.3: Project Website
The standalone General Plan website will be created using WIX, Squarespace, or a similar platform, with a custom domain to be used for the duration of the project. The website will be functional on all devices/ interfaces. R+A will prepare the website and collaborate with City staff to provide ongoing maintenance and updates as needed throughout the project. City staff will have access to the site and can take over maintenance (if desired) as the project progresses.
The R+A team will prepare website content that may include project background, schedule, community engagement information and meeting notes, document library, and contact information. In addition to providing background information on the project and a record of all engagement materials, the website may include discussion forums, comment forms, and links to interactive surveys. The General Plan website will link to the City’s main website (maintained by City staff) and existing social media platforms such as Facebook, X (formerly Twitter), Instagram, and LinkedIn.
2.4 General Plan Advisory Committee (GPAC) Meetings (10)
The Azusa City Council will appoint 10-14 community members from various backgrounds and sectors of the community to the General Plan Advisory Committee (GPAC). GPAC members will serve as a sounding
City of Azusa General Plan Update Page 3 Raimi + Associates Team
board for critical phases of the project and will operate as a non-voting body. All members will have equal standing, with no chair or vice-chair.
The R+A team will facilitate approximately 10 meetings with the GPAC to obtain high-level feedback related to work products and public input. All GPAC meetings will be open to the public with designated times for public comment. The general flow of meetings, meeting format (in-person), and estimated number of meetings is as follows:
• Initiation: project overview, engagement plan, start-up tasks (1 meeting)
• Issues and opportunities (1 meeting)
• Existing conditions key findings (1 meeting)
• Vision and values (2 meetings)
• Alternatives development and selection (2 meetings)
• Policy development on key topics (2 meetings)
• GP and EIR review (1 meeting) City staff will provide logistics and communication with GPAC members and the public for this task. R+A will prepare meeting content/presentations, facilitate all meetings, and prepare high-level meeting notes. Other subconsultants may assist in preparing meeting content and co-facilitate each meeting.
2.5: Community Workshops (5)
R+A recommends five focused workshops at key project phases identified below. This approach will allow community members the opportunity to guide the General Plan process, without creating a sense of meeting fatigue.
R+A will collaborate with City Staff and the rest of the consultant team to prepare for and facilitate five community workshops. Each workshop is anticipated to be conducted in-person, though one or more workshops may be virtual if preferred. The workshops will provide community members with basic knowledge focused on the General Plan Update and invite their input into shaping the General Plan. The following presents our initial proposed focus for the community workshops:
• Workshop 1: Issues and Opportunities and Vision/Principles
• Workshop 2: Develop Land Use Alternatives
• Workshop 3: Select Preferred Land Use Alternative
• Workshop 4: Policy Direction on Key Topics
• Workshop 5: Public Draft General Plan Open House
City staff will coordinate logistics for each workshop including, reserving meeting space, providing technology hook-ups, providing refreshments (if desired), circulating meeting announcements and flyers through City channels (i.e., City Council meeting announcements, City social media posts, and/or City newsletters) and providing City staff as facilitation support.
The R+A team will prepare Spanish translations of workshop materials. If desired, the City shall provide simultaneous Spanish translation at public meetings and workshops.
2.6: Pop-Up Workshops (8)
To supplement community workshops, R+A and City staff will facilitate up to eight in-person pop-up/intercept events to meet with the community at times and locations that are convenient to them. It is anticipated that these informal workshops will act as a resource to share information about the planning effort and gather input through efficient interactive activities. Meeting materials at each pop-up event will be a synthesized version of the parallel workshop for workshops 1-4.
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Events will be facilitated by both R+A and City staff, at planned, well-attended events in Azusa. These events may include:
• Azusa Golden Days Carnival
• Farmers Markets (depending on the season)
• CommUNITY Festival and Fun Run/5K
• Outdoor Recreation & Eco-Fair
• Azusa Teen Festival
• Azusa Summer Concert Series
• And others
R+A will prepare content for the events based on workshop content, format material, and pair them with activities. City staff will coordinate location logistics, event permissions, and provide additional staffing support. City staff may facilitate some events without support from R+A.
2.7: Online Surveys (3)
The R+A team will prepare online convenience surveys (not statistically valid surveys) using MetroQuest, SurveyMonkey, or a similar platform to obtain feedback on the General Plan direction. The surveys will be available through a link on the project website and will be announced through email blasts and virtual flyers. R+A will prepare survey content with support from City staff, facilitate and monitor the survey, and provide a PPT summary with the topline survey results; a detailed survey report is not included.
It is anticipated that online surveys will take place in conjunction with three of the five community workshops – (1) issues and opportunities, (2) preferred land use alternative, and (3) policy direction on key topics. Surveys will be designed to ask key questions to prioritize issues, weigh land use tradeoffs, and consider select policy priorities.
2.8: Environmental Justice Engagement
Based on R+A’s preliminary analysis, Azusa is subject to SB 1000, which requires a separate, focused engagement effort on topics related to environmental justice. To achieve the objectives of State law, R+A will complete the following during the update process:
• Meetings with Environmental Justice Organizations. At the outset of the project, R+A will meet with up to 3 separate organizations working on environmental justice-related issues in Azusa. This could include renters’ rights groups, social service providers, or affordable housing advocates. Examples include Azusa Beautiful, APU, and Citrus College student organizations, and San Gabriel Mountain Forever, among others.
• Educational Forum/Workshop on Environmental Justice. After the existing conditions report is complete, R+A will lead a workshop to ground truth the health and environmental justice findings with the public. The workshop will include a presentation on existing conditions and then small group discussions on health and environmental justice issues affecting the Azusa community.
• Policy Focus Groups. After the team has developed draft goals and policies, we will conduct two focus group meetings with individuals and organizations to obtain feedback on the direction. City staff will support this effort by arranging logistics and attendance for these meetings.
Task 2 Deliverables:
• Engagement Strategy & Plan (draft, final)
• Project branding package (draft, final)
• Project website (website outline, website development, ongoing maintenance)
• GPAC materials (draft, final)
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• Workshop materials (draft, final)
• Surveys (draft, final)
• Environmental justice engagement materials (draft, final)
Task 3: Existing Conditions
3.1 Existing Conditions Reports
The R+A team will prepare stand-alone technical documents consisting of maps, data, and summary slides that present the current conditions and key takeaways for the City. This task will include a review of pertinent planning documents related to each topical report. These products will serve as background and resources for City staff, the consultant team, and the public throughout the process. The reports will analyze existing conditions citywide and summarize key considerations that will be crucial to help decision-makers, and the community understand the context of the General Plan update. The reports will focus on summarizing key facts and information, without providing recommendations for policy direction or actions. Potential topics for each report are listed below:
• Land Use and Community Character: R+A will be the primary author of the land use and community character existing conditions report. Topics in this report may include:
o Existing land use map and table
o Housing Element implementation actions
o General Plan designations and zoning districts
o Growth projections and pipeline projects
o Urban design character map and city structure (e.g., gateways, community focal points, activity centers, views, topography)
o Sub-area maps and description of general character
• Transportation/Circulation: F&P will be the primary author of the transportation and circulation existing conditions report. Topics in this report may include:
o Existing circulation maps for roadways, transit services, bicycle networks, truck routes
o Collision History (using the most recent five years of injury collision data from SWITRS via the Transportation Injury Mapping System)
o Qualitative evaluation of existing pedestrian network and facilities
o Travel pattern comparison looking at commute trends (using LEHD data)
o VMT summary from SCAG 2024 RTP/SCS
o Safe Systems Approach - Safety Assessment. California Senate Bill (SB) 932 requires incorporation of the Federal Highway Administration’s Safe Systems Approach and to develop related policies and goals in the Mobility Element if it is adopted after December 2024. F& P will analyze the collision information collected in this task to summarize roadway collision trends and develop a High Injury Network (HIN) for all collisions, pedestrians, and bicycles. This HIN network will be used to supplement and inform policies in the Mobility Element update.
• Parks, Recreation, Open Space, and Public Facilities: R+A will be the primary author of the parks and public facilities existing conditions report. Topics in this report may include:
o Evaluation of the current General Plan Elements and other planning documents addressing parks, recreation, open space, and public facilities
o Open space quality, accessibility, and location
o Inventory of existing parks
o Access to existing parks from residential neighborhoods
o Parks to population ratio and analysis of current performance metric
o Inventory of recreational, cultural, library, school, and civic facilities.
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• Environmental Justice: R+A will be the primary author of the environmental justice report. R+A will prepare a background report on Environmental Justice to identify overall health conditions in the city, factors that impact health (including the built environment, natural environment, and socioeconomic conditions), and specific census tracts that are defined as “disadvantaged communities.” The report is an initial step in fulfilling the requirements of Senate Bill 1000, also known as the 2016 Planning for Healthy Communities Act. Senate Bill 1000 (SB 1000) requires cities that have “disadvantaged communities” to incorporate environmental justice (EJ) policies into their general plans, either in a separate EJ element or by integrating related goals, policies, and objectives throughout the other elements. Specifically, general plans for jurisdictions that have disadvantaged communities must:
o Prioritize improvements and programs that address the needs of disadvantaged communities
o Promote safe and sanitary homes in disadvantaged communities
o Promote public facilities in disadvantaged communities
o Reduce exposure to pollution, including improving air quality in disadvantaged communities
o Promote food access in disadvantaged communities
o Promote physical activity in disadvantaged communities
o Reduce any unique or compounded health risks in disadvantaged communities
o Promote civic engagement in the public decision-making process in disadvantaged communities This report, therefore, will identify disadvantaged communities in Azusa and summarize conditions related to each of the required environmental justice topics – safe and sanitary homes, public facilities, exposure to pollution, food access, physical activity, and other unique or compounded health risks. Based on a preliminary analysis by R+A, Azusa has disadvantaged census tracts and therefore will be subject to SB 1000 requirements. Preliminary analysis of Azusa (see screening map below) shows that the disadvantaged communities are concentrated in the southwestern quadrant of the city, and along the 210 freeway. According to CalEnviroScreen 4.0, tracts adjacent to the 210 freeway have high exposure to diesel, particulate matters, ozone, and traffic impacts. Notable population characteristics include poverty, unemployment, and housing burden.
• Cultural Resources, Natural Resources and Conservation: Meridian Consultants will be the primary author of the cultural and biological resources sections of the existing conditions report addressing the City’s Natural Environment. These sections will address:
o Biological Resources: Available existing information regarding biological resources in the City’s planning area will be collected and reviewed. In addition to reviewing available information, Meridian will complete a search of the California Department of Fish and Wildlife California Natural Diversity Database (CNDDB) to identify sensitive biological resources, including sensitive habitats and vegetation communities in the City’s planning area. The City’s existing policies for the protection of biological resources will be summarized.
o Cultural Resources: Available existing information regarding cultural resources in the City’s planning area will be collected and reviewed. A records search will also be conducted at the California Historical Resources Information System (CHRIS) South Central Coastal Information Center at the California State University Fullerton Department.
• Historic Resources. Historic Resources Group (HRG) will leverage its previous work for the City of Azusa to develop a historic overview narrative highlighting the important social and economic
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forces that shaped the City’s physical and cultural development. This will be based on the City’s comprehensive citywide Historic Survey adopted in 2020 and a Historic Context Statement to implement the City’s existing Historic Preservation Program as defined in the City’s Municipal Code. A records search will also be conducted at the California Historical Resources Information System (CHRIS) South Central Coastal Information Center at the California State University Fullerton Department. HRG will also compile a list of properties currently listed or designated as historic resources within City limits, identify individual properties potentially eligible for historic listing, and identify areas of the City that may contain historic properties or collections of properties eligible for listing as a historic district.
• Arts and Culture. CPG will do a comprehensive document review of available and relevant City plans and policies. CPG will document and map existing cultural assets and programs, identifying gaps in the arts and cultural system. CPG will also conduct arts-specific stakeholder interviews and topic-focused discussion groups in close cooperation with the R+A Team. If desired as an optional task, CPG can focus attention on opportunities for a public art program.
• Safety and Hazards: The update of the General Plan Safety Element will require compliance with the latest requirements of Government Code Section 65302 (g). Since 2008 new requirements have been added to the element focusing on flooding (AB 162), wildfire (SB 1241), climate change (SB 379), and evacuation (SB99, AB 747, and AB 1409). This compliance audit will identify which new requirements will be required and which may be necessary based on new information and mapping developed as part of the project.
o SB99 Analysis: In accordance with SB 99, the APS staff will conduct an analysis of single ingress/egress conditions within residential neighborhoods in the City. These locations may highlight potential areas where evacuation may be challenged due to limited roads or where the City may require additional attention and pre-planning. As part of this analysis, the APS staff will highlight cul-de-sacs and other potential constraints and map these conditions to the various mapped hazards to identify converging issues. Based on the analysis, the APS staff will identify recommended policies and implementation actions for incorporation into the updated General Plan Safety Element.
o SB 379 Analysis: The APS staff will prepare a Climate Adaptation Vulnerability Assessment Summary that includes the basic components necessary to comply with Government Code Section 65302(g) 3, also known as SB 379. The intent of this summary is to rely on readily available content from the State (Cal Adapt) and relevant content and analysis in the LHMP that address climate-related impacts and provide a foundation for key goals, policies, and implementation actions. This task is intended to provide the City with a simple way of addressing these requirements. However, if this City would prefer an assessment that includes a more detailed analysis and key adaptation strategies independent of the LHMP, this can be provided under a separate scope and fee.
• Noise: Meridian will be the primary author for the existing conditions noise report. Topics covered and analyzed in the report may include:
o Identify noise sources in the city and conduct a noise survey through long-term (24-hour) and short-term (15-minute) noise measurements at up to 30 locations (up to 6 long-term and up to 24 short-term or up to an equivalent combination thereof in consultation with the City).
o Prepare noise contours for major roadways in the City using the SoundPLAN Noise Model based on existing traffic volumes.
o Conduct limited fieldwork if specific sites are identified by the City for project-level review.
• Utilities/Infrastructure Capacity: R+A will rely upon City Departments, including Azusa Light and Power, to assess the capacity and condition of the following:
o Local water supply and distribution
o Waste water conveyance and treatment
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o Storm drainage information.
Based on City-provided information, R+A will prepare a report that synthesizes the findings of previously published work, such as master plans or management plans, available on these topics. The assessment does not include a water supply assessment (WSA), which is normally commissioned as part of system management planning.
3.2 Market Study
KMA will provide an overview of the market characteristics exhibited by the residential, office, industrial, hospitality and retail uses in the city and market area. Based on the assessment of current market conditions, KMA will identify development opportunities and constraints for these land uses throughout the city. Specifically, KMA will:
• Review existing market research prepared by or for the City.
• Detail the residents’ socio-economic characteristics in the city and market area.
• Estimate business and employment by industry in the city and market area.
• Review real estate market conditions including sales prices, sales activity/absorption in the region, current rents, marketplace voids and recent/proposed developments.
• Collect population, household and employment growth projections for the City, market area and region.
• Review current retail sales in the city, market area and county.
• Review existing employment and business patterns in the county and the market area to gain an understanding of the mix of jobs suited for new development and the demand they could generate.
• Summarize countywide employment patterns and identify key industries with strong growth opportunities.
• Prepare a surplus/leakage analysis for the market area to identify the type and scope of retail development that could be supported.
• Review sales prices for new and existing for-sale residential in the market area.
• Summarize current apartment rents, vacancy, and inventory by type of unit in the market area.
• Consider projected population growth and potential development opportunities in the city.
• Contact brokers and developers active in the region, as their insights are invaluable for assessing the current and future market conditions.
• Identify trends and opportunities for residential development.
• Evaluate office market opportunities considering existing inventory and future demand.
• Provide insight into hotel development opportunities.
• Identify opportunities for new industrial development.
• Identify the scope and scale of retail development supported by the market in the City.
KMA anticipates preparing a stand-alone technical document that summarizes the above noted analysis, with accompanying tables detailing the findings. This document may be appended to the R+A Team’s Community Profile/Issues and Opportunities Memo.
KMA will attend one in-person meeting and two virtual meetings with the team/City staff during this task.
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3.3 Community Profile/Issues and Opportunities Memo
R+A will prepare a community profile and issues and opportunities memo as a single deliverable. This singular memo will summarize the key findings from the existing conditions reports and highlight the top issues and opportunities both from the community engagement process and from technical background work. This memo will serve as the framework for the development of land use alternatives and policies and the basis for tasks 4.1 - 4.3.
Task 3 Deliverables:
• Existing Conditions Reports (outline, draft, final)
o Land Use and Community Character
o Transportation/Circulation
o Parks, Recreation, Open Space and Public Facilities
o Environmental Justice
o Cultural Resources, Natural Resources, and Conservation
o Historic Resources
o Arts and Culture
o Safety and Hazards
o Noise
o Utilities and Infrastructure
• Market Study (draft and final)
• Community Profile/Issues and Opportunities Memo (draft, final)
Task 4: Visioning
4.1 Vision Statement and Guiding Principles
R+A will prepare a new or updated vision statement that identifies the community values (i.e., key community characteristics to preserve) and core components of the community’s vision for Azusa in the future. The first draft of the vision statement and guiding principles will be based on the results from the initial community engagement, including: optional stakeholder interviews, GPAC identification of issues and opportunities, workshop #1, the first round of pop-up events, and the first community survey. After the GPAC reviews and provides feedback on the first draft, the second draft will be prepared for the GPAC’s recommendation. The second draft along with the GPAC’s recommendation will be considered by the Planning Commission; the GPAC’s and Planning Commission’s recommendations will then be brought to the City Council for vision statement endorsement. The vision statement and guiding principles will be the foundation for the General Plan Update process.
4.2 Key Strategies Map
R+A will prepare a conceptual Key Strategies Map summarizing the initial “big ideas” that the General Plan will put forward. This could include natural areas that could be enhanced, historic features to preserve, areas of potential General Plan Land Use Designation changes (e.g., to attract new employers and implement the Housing Element), transportation or facilities improvements, or initiatives to advance equity and environmental justice. Like the vision statement, the first draft of the map will be based on input received during the initial community engagement activities. The first draft will also be informed by key findings from the existing conditions reports. The Key Strategies map will follow the same path to approval as the vision statement – two GPAC meetings, Planning Commission, and then City Council. Likewise, the key strategies map will also serve as the foundation for the development of alternatives, goals, and policies.
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4.3 City Council and Planning Commission (Existing Conditions, Vision Statement, Guiding Principles)
R+A will present community and GPAC feedback on the vision and guiding principles, the key strategies map, and the key findings from the existing conditions reports to the Planning Commission. The Planning Commission’s recommendations along with the initial presentation will then be brought to the City Council for final approval.
Task 4 Deliverables
• Vision statement memo (first draft, second draft, final)
• Key Strategies map (first draft, second draft, final)
• City Council and Planning Commission Presentations (draft, final)
Task 5: Alternatives
5.1 Alternatives Team working meeting(s)
With the key strategies map as the starting point and building on key findings from the existing conditions analysis, the R+A Team and City staff may hold one to three online working meetings to refine conceptual ideas, develop land use and transportation alternatives, and advance work on Tasks 5.2, 5.4, and 5.5. The meetings will be opportunities to consider the interrelated planning drivers that can inform the exploration of alternatives, including protection of the natural environment; climate adaptation; Housing Element implementation; multimodal access to amenities; socioeconomic trends, market trends, and economic forecasts; and environmental justice. R+A would facilitate the meetings.
5.2 Develop Land Use Alternatives
R+A will prepare up to three land use and design alternatives that vary in terms of allowed land use, density or intensity, and pattern/location of development. Each alternative will be illustrated through a series of graphics (printed maps, interactive web maps, precedent photos of representative characters, analytics, and descriptive text). Key topics related to the physical structure of the city will be addressed through each of the alternatives, and include:
• Areas of Change and Stability. Key areas of interest, for example, Downtown Azusa, TOD Specific Plan area, West End Industrial district, and major corridors in the city, etc.
• Infill Strategies and Innovative Housing Types. The alternatives will examine locations to encourage infill and innovative housing types.
• Building Design/Character. Where intensification or other major changes to land use regulations are being considered, precedents and/or renderings will be prepared to illustrate what new development could look like.
• Opportunity Sites/Corridors. Based on the findings of the Market Assessment, KMA and the R+A Team will evaluate opportunities for up to four key opportunity sites/corridors in the city. Topics to be considered include:
o Entitlements and Physical Constraints. Provide understanding of entitlements and physical properties for the Opportunity Sites/Corridors to identify limitations, concerns, and issues.
o Market Considerations. This evaluation will provide insight into the amount of development planned for each Site/Corridor, including an identification of the land uses (e.g., residential, logistics, hospitality, etc.) with market support and their appropriateness for the Site/Corridors, with attention given to the potential development formats (e.g., horizontal mixed-use, vertical mixed-use, etc.).
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5.3 Land Use Designations
While preparing land use alternatives, R+A will develop land use/place type designations building off the existing General Plan designations. Based on new State regulations and case law, the land use designations and zoning districts will need to be consistent. R+A will consider zoning implications and consistency during the preparation of new designations.
5.4 Land Use Alternatives Analysis
R+A will prepare a “matrix-level” analysis of the alternatives to enable the community to understand the distinctions and trade-offs among the alternatives. The R+A team will use UrbanFootprint, a data-driven geospatial decision-support tool (https://urbanfootprint.com/), to model the alternatives and to compare and contrast the alternatives across land use, transportation, and environmental impacts metrics. Specific topics that may be addressed include:
• Land use mix, including land use by type and intensity
• Acreage of parks and open space
• Development in critical environmental and hazard-prone areas
• Transportation impacts including VMT per capita
• GHG impacts including total GHG emissions and GHG per capita
• Energy use per household and per capita
• Access to destinations, including parks, retail, and transit.
5.5 Land Use Alternatives Presentation
R+A will prepare a summary of the three land use alternatives, the high-level impacts of each, and the key differences in a PowerPoint presentation. The presentation will include supportive imagery, descriptions of key features, and other diagrams to illustrate this phase of the General Plan to the public. The Land Use Alternatives Presentation will be prepared in conjunction with workshop #3 and the accompanying GPAC meeting.
5.6 Planning Commission and City Council – Alternatives Review and Selection
R+A will meet with the City Council and Planning Commission to review and provide direction on land use alternatives. City staff will be responsible for all meeting logistics and preparing the staff reports.
5.7 Preferred Land Use Alternative
Through input from public workshops, City staff, and the Planning Commission and City Council, the alternatives will be vetted, discussed, and evaluated. With clear direction from the City Council, the preferred land use alternative will be prepared and summarized in a presentation format. This presentation will include a land use map, summary of land use designations, and development intensity.
Once the preferred land use alternative is identified, the R+A team will conduct a final analysis in UrbanFootprint using the same metrics as in Task 5.4. In addition, R+A will calculate full buildout and 20-year growth projections for the preferred alternative (see Task 5.10).
5.8 Fiscal Impact Analysis
For the existing general plan and the proposed general plan preferred alternative, KMA will evaluate the potential fiscal impact of buildout. This analysis will include:
• Projection of Annual Plan Revenues - KMA will estimate the gross annual recurring tax revenues and subvention revenues to be generated by the build out of the general plan and the alternative scenario, which are allocated to the City’s General Fund on a static basis and over 20 years
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(excludes non-General Fund Revenues). The major revenues anticipated to be quantified, include the following:
o City’s share of annual property tax revenues generated by the area;
o City’s subvention revenues (e.g., motor vehicle in-lieu fees);
o City’s share of sales tax revenues generated by the residential and commercial uses;
o Other revenue sources, and;
o Transient occupancy tax revenues.
• Projection of Annual Plan Service Costs - The second focus of the analysis is the assessment of annual General Fund operating and maintenance costs related to providing services such as police protection, public works, parks and recreation, and general administration. The major steps to identify costs are:
o Review and analyze the City’s budget, and other written materials to identify the cost
experience and current annual operating expenses incurred by the City in serving its existing
population. Identify applicable service standards in the General Plan.
o Confirm a set of basic cost and revenue assumptions derived from the City’s budget.
KMA will provide summary tables and a brief memorandum identifying the key assumptions for the analysis. KMA will attend one in-person meeting during this task and will be available for up to two virtual meetings with the R+A team/City.
5.9 Emergency Evacuation Assessment
Two recent bills have been passed by the state legislature that affect the Safety Element of the General Plan: SB 99 and AB 747. SB 99 requires parcels with only one point of access to be identified within the Safety Element or Hazard Mitigation Plan, and AB 747 requires the evaluation of the transportation network and its adequacy/viability to accommodate an evacuation under a range of evacuation scenarios. SB 99 analysis will be completed by APS and is included in Task 3.1.
Task 3.1 above includes the identification of key evacuation routes for the City which we anticipate creating with input from City staff. However, if the City desires more detailed review/analysis of specific evacuation scenarios, we will work with the City and the R+A Team to identify those key events and look at specific evacuation capacities to identify the time required to evacuate specific areas of the City.
Given that there are many potential emergency events and evacuation scenarios that can occur in the city, Fehr & Peers will work with the City and the Fire Department to assess key considerations for up to two likely evacuation events. These events could include wildfire, earthquakes, flooding, landslides, and/or significant infrastructure failure that requires evacuation via key locations along the Interstate 210 freeway, State Route 39, Foothill Boulevard, and/or the local street network.
This scope anticipates that up to ten key roadway segments will be identified as critical evacuation routes. Fehr & Peers will work with the City on an analysis methodology to identify the likely amount of time required for each of the areas with limited accessibility to evacuate. To assist with the evacuation time estimates, Fehr & Peers anticipates using the attribute information (number of travel lanes, roadway classifications, etc.) from the SCAG model to inform the capacity assessment. Fehr & Peers also anticipates using SCAG model SED to determine the household and population that may need to be evacuated from key zones. Although SCAG model attributes will be used to assess evacuation trips on the network, Fehr & Peers’ assessment will be high level and will generally review hourly evacuation capacities on key corridors during those evacuation events. This capacity assessment is consistent with AB 747 requirements and is a planning level assessment.
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The F&P team will use the two likely evacuation events to develop recommendations that focus on potential circulation constraints and capacity issues. This could include improved emergency response time, increased notifications, evacuation drills for residents, and/or improved infrastructure or transportation management to assist with evacuation (e.g., improved roadway network connectivity in some areas, contra-flow lanes, staging areas to connect with multi-modal routes). These recommendations will be discussed with the R+A Team and City staff and F&P will update the recommendations, if needed, based on one round of compiled comments.
The methodology and results of the emergency evacuation analysis would be documented in a technical memorandum.
5.10 Growth Projections
R+A (with support from KMA) will work closely with the City to develop and refine the methodology utilized for growth projections. R+A will quantify development potential in terms of housing units, non-residential floor area, population, and jobs (by sector). This methodology will be described in a technical memo. After the preferred land use alternative is selected, R+A will calculate full buildout and 20+-year growth projections for the preferred alternative.
5.11 Planning Commission and City Council – Preferred Alternative and Growth Projections Review
R+A will meet with the City Council and Planning Commission to review and confirm the preferred land use alternative and growth projections. City staff will be responsible for all meeting logistics and preparing the staff reports.
Task 5 Deliverables:
• Land Use Alternatives (2-3 drafts and final)
• Draft land use designations
• Land Use Alternatives Analysis and Report (draft, final)
• Land Use Alternatives PPT (draft, final)
• Preferred land use alternative map (draft and final)
• PPT with analysis of the preferred alternative (draft and final)
• PPT for Planning Commission and City Council meeting (draft and final)
• Emergency Evacuation Assessment technical memorandum (draft and final)
• Growth projections memo (draft and final)
Task 6: Policy Development
6.1 General Plan Outline and Policy Topics
During this task, the team will prepare an outline of the General Plan with all policy topics to be included in each General Plan Element. A review of goals and policies in the current general Plan will be included. As discussed in the Approach section, the organization of the General Plan will be determined in consultation with City staff. We are open to maintaining the current Plan organization or developing a different outline for Staff’s consideration. For the purposes of this scope, we have listed the Elements topically in task 6.2 below. In addition to the draft Elements, we anticipate the General Plan will include an introduction, plan overview, vision and guiding principles, a summary of engagement, and an implementation chapter. Note that the Housing Element is not included below since it was prepared separately by the City. The outline will serve as the basis for Task 6.2 and 7.2.
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6.2 Draft Goals and Policies
The R+A team will review the existing General Plan goals and policies to understand the gaps to be addressed based on the issues identified during the existing conditions analysis and current best practices. Based on the input received to date, the R+A team will develop draft General Plan goals and policies (implementation actions to be prepared in the next phase). The draft goals and policies will be the foundation for GPAC meetings as well as workshop #4, survey #3, and related pop-up events. A summary of feedback at these events will be presented along with the draft goals and policies to the Planning Commission for recommendation, and then to City Council for confirmation of the policy direction (see task 6.3). Draft goals and policy topics may include the following components:
• Land Use and Community Character. R+A will lead the land use, community character and urban design goals and policies which may cover topics including:
o City Structure: Corridors, neighborhoods, and centers
o Community and Historic Character. Continue preserving the city’s heritage and small-town features, such as those in Downtown Azusa.
o Neighborhood Evolution. Advance the construction of residences in the mixed use zones, especially in the TOD Specific plan area in a manner consistent with the Housing Element and the preferred land use alternative.
o Housing Types. Explore innovative housing types that are currently not permitted in the City of Azusa that expand housing choices for Azusa residents of all ages and abilities.
o Area-specific guidance.
• Economic Development and Fiscal Sustainability. Based on the findings of the Existing Economic Conditions Report and Preferred Land Use Alternative Fiscal Impact Analysis (Task 5.7), and discussions with City staff and stakeholders, KMA will work with the City and R+A Team to identify economic development goals and develop economic and financial strategies that can be used to promote the City’s economic development goals. The analysis will include:
o Economic Resiliency. Target industries and businesses for attraction/retention efforts based on the results of the economic and market analysis.
o Business Attraction and Retention. Address physical, financial, city-related, and market-based opportunities and challenges for attracting and retaining businesses.
o Equitable Economic Development. Ensure that City efforts support underserved and vulnerable groups in areas such as access to City services/resources, job access, and entrepreneurial opportunities.
o Long-term Fiscal and Economic Sustainability. Ensure that the City continues to provide high-quality public services such as public safety, parks, and trails, to existing and new residents and businesses.
Circulation and Mobility. Fehr & Peers will develop goals and policies related to mobility for inclusion into the Mobility Element, with input from the GPAC, community, and City staff. Given the built environment in Azusa, it is anticipated that areas such as Downtown Districts and neighborhoods along major corridors would see minimal changes to the roadway network, while areas in the periphery of the city that are less built out are more likely to see roadway expansions to accommodate potential growth. This will be an update to the existing street classifications that will revisit local land use development and future development potential to evaluate where street capacity and classification changes would be justified by changes in land use and travel patterns.
A key requirement to be addressed is the implementation of complete streets. AB 1358 (2008) requires all Mobility Elements to include complete streets policies. Furthermore, Smart Growth America has provided the best practices on elements of complete streets policies that incorporate a
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variety of implementation approaches. Fehr & Peers understand the City’s focus on improving mobility and connectivity to better implement the vision for walkable areas and corridors, with an emphasis on complete streets and multi-modal networks. Fehr & Peers will work with the R+A Team and City Staff to address the AB 1358 requirement for the City of Azusa and develop a multimodal network.
SB 932 requires a safe systems approach policy to be included in the Mobility Element if it is adopted after December 2024. Fehr & Peers will coordinate with the City’s Local Road Safety Plan team to integrate policies or statement that aims to eliminate fatal and serious injuries for all road users (i.e., a Vision Zero statement).
Fehr & Peers will develop a set of transportation policies related to various priorities identified with the City staff, such as:
o Transportation System. Design and operations of the vehicular transportation system (functional classifications, traffic calming, appropriate speeds, etc.); goods movement, freight routing, and freight parking; and connections to passenger rail, and freight rail.
o Active Transportation. Active transportation (bicycle and pedestrian) and micromobility opportunities for enhanced and safer connectivity.
o Public Transportation. Public transit options to connect destinations throughout the City.
o Truck Travel. Establish truck routes.
o Travel Demand Management. Provide policies for TDM measures based on best practices.
o Emergency Evacuation Routes. Policies based on analysis on Task 5.9.
o VMT Measurement. Vehicle-miles traveled (VMT) and other sustainable transportation measures as required by statute.
• Public Parks, Recreation, and Facilities. R+A will lead the goals and policy preparation for public parks, open space, and facilities. These may cover topics including:
o New or Improved Parks. Equitable access to parks, recreational programs, and other physical and programmatic improvements to existing parks and open spaces.
o City Facilities. Public facilities needed based upon the projected increase in land use intensity, population, and the correlated need for additional services.
o Recreation. Public facilities, programs, and funding opportunities available to continue to serve the community with lively recreation.
o Schools. Coordinate with the School District regarding the projected increase in land use intensity, population, and the correlated need for additional schools.
• Environmental Justice and Healthy Communities. R+A will lead the preparation for environmental justice goals and policies. These will cover the necessary requirements of SB 1000, and may include topics such as:
o Equitable Access. Expand access to public services and facilities.
o Physical Activity. Encourage active transportation as a form of physical activity.
o Pollution Exposure. Reduce potential exposure to polluting sources through mitigation tactics and strategies.
o Food Access. Increase access to healthy food and produce.
o Anti-displacement. Protect lower-income residents from displacement.
o Healthy built environment. Expand safe and sanitary housing.
o Increased engagement to involve underrepresented populations.
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• Historic and Natural Resources, Conservation and Open Space. Meridian Consultants, with input from HRG, will prepare goals and policies for conservation and open space. Topics may include:
o Cultural and Historic Resources. Protect sensitive cultural and historic resources, including historic resources identified in the City’s recent Citywide Historic Resource Survey in response to the City’s Historic Context Statement. Human environmental resources, including cultural or tribal resources; archaeological resources; production of resources. Preparation of goals and policies will include review of existing City policy related to these topics and will build upon the existing General Plan policies by incorporating current best practices and input from the community and the City.
o Natural Resources. Protect land, water, ecosystem services, minerals; soils, and living resources such as wildlife; guide conservation and development; balance community needs with environmental preservation.
o Open Spaces. Enhance existing open space areas and resources in the northern portion of the City in the San Gabriel Mountain and foothill areas and along the San Gabriel River.,
o Air Quality. Address air quality in consideration of climate change, land use, transportation, and health.
• Arts and Culture. Informed by the Arts and Culture Existing Conditions Report for Azusa developed in Task 3.1, CPG will develop general plan level goals and policies and program recommendations and provide context and rationale for each recommendation.
• Safety and Hazard Mitigation. APS will prepare safety and hazard mitigation goals and policies. This review will identify the applicable hazards that affect the City and emerging issues of concern in the future. A key component of this analysis includes the review of the existing policy framework to determine relevancy to the issues of today and adherence to current state requirements. This review will provide an overview of the Cal Fire review criteria used to assess the element required by the California Board of Forestry and Fire Protection. This also includes an evaluation of the Safety Elements' compliance with California Government Code sections 65302(g) 1-9, as well as concerns identified by the community during outreach and engagement efforts.
• Noise. Meridian Consultants will prepare goals and policies for noise. These will include topics such as:
o Existing noise levels and major sources of noise in the City
o Future noise levels
o Noise mitigation strategies
• Public Infrastructure and Utilities. In consultation with City staff, R+A will prepare goals and policies that address the following:
o Water
o Wastewater
o Stormwater systems
6.3 Planning Commission and City Council - Review of Draft Goals and Policies
The draft goals and policies, along with a summary of feedback received, will be presented to the Planning Commission for recommendation, and then to City Council for confirmation of the policy direction (see task 6.3). The policy direction from the City Council will be the foundation for developing the content of the General Plan Elements (Task 7). These meetings could be combined with those listed in Task 5.11 if the schedule allows resulting in cost savings.
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Task 6 Deliverables:
• General Plan outline (draft, final)
• General Plan goals and policies (admin draft, public draft)
Task 7 General Plan
7.1 General Plan Layout + Design
R+A will prepare a graphically illustrative, user-friendly layout and design (in Adobe InDesign) for the General Plan document. R+A will develop sample page layouts for City staff to review and provide feedback prior to finalizing the layout design. Based on City staff feedback, R+A will revise the design template that will be utilized for the Screencheck, Public, and Final General Plan documents.
7.2 Administrative Draft General Plan
The R+A team will prepare an Administrative Draft General Plan based on the established vision, guiding principles, and draft goals and policies. The R+A team will address all the requirements of State law, using the 2017 OPR General Plan Guidelines, incorporating local priorities, and ensuring the document is internally consistent. The outline agreed upon in Task 6.1 shall be used. Note that the Housing Element is not included below since it was prepared separately by the City.
Each of the Administrative Draft Elements will be organized as follows:
• Context setting
• State Requirements
• Goals and Policies (as developed in Task 6.2)
• Implementation Actions and Recommended Programs/Strategies
The Administrative Draft General Plan will not include imagery or a detailed graphic layout; instead, this first version of the document will focus on the content. City staff will review the initial draft plan in Microsoft Word and/or Adobe PDF and provide one set of non-conflicting comments electronically in Microsoft Word or Adobe PDF. These comments will be addressed as part of the Screencheck Draft Plan (see Task 7.3 below for further details). The anticipated General Plan chapters are listed below:
• Introduction and Plan Overview: R+A will prepare a brief introduction that sets the stage for the rest of the General Plan including an overview and organization of the General Plan.
• Vision and Guiding Principles: R+A will summarize the vision and guiding principles of the General Plan.
• Plan Development Process: R+A will prepare a high-level summary of the General Plan update process, including a description of the community engagement process, various phases and activities that were part of the effort to update the General Plan.
• Land Use and Community Character: R+A will craft an element around key citywide land use concerns. Implementation programs including future updates to city regulations, and other strategies will be included.
• Economic Development and Fiscal Sustainability. KMA will prepare an update to the City’s Economic Development Element. Implementation actions and strategies may include:
o Key Opportunity Industries. Identify key opportunity industries to facilitate the City’s economic development goals.
o Preferred Financing Mechanisms. Identification of avenues to finance infrastructure and public facilities in conjunction with the buildout of the General Plan while supporting the
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City’s economic development goals and ensuring the City’s budget is not negatively impacted by these expenditures, including:
District formation for operation and maintenance of public improvements.
Expedited development processing and revised development fees to accelerate
desired projects.
Business retention and attraction
Site specific public revenue programs
Tax-exempt bonds/Low Income Housing Tax Credits (low income housing projects).
Enhanced Infrastructure Financing Districts
Available grant and/or loan programs
• Circulation and Mobility: F&P will draft the Mobility Element with an overarching goal of a self-mitigating General Plan.
• Public Facilities, Parks, and Recreation: R+A will prepare a Public Facilities, Parks, and Recreation Element that encompasses the City’s high-quality public facilities, existing and planned parks, trails, and recreation programs.
Community Health and Environmental Justice: While R+A anticipates this will be a standalone General Plan Element, we assume that the health, equity, and environmental justice goals and policies will also be incorporated into all other elements of the General Plan.
• Historic Resources, Open Space, and Conservation: Meridian Consultants with assistance from HRG, will prepare the Open Space and Conservation Element. Consultation will include discussions of the policy, political implications, CEQA impacts, future process considerations, and implementation actions. HRG will craft implementation measures and recommendations for historic resources as part of the General Plan. This Element may address the following topic areas:
• Arts and Culture: CPG will prepare an Arts and Culture Element. The proposed goals, policies and recommendations will be accompanied by strategies and implementation items related to cultural governance, public art, funding support, arts and culture programming, and potential partnerships.
• Safety and Hazard Mitigation: APS will prepare the Safety Element Update addressing natural and human-caused hazards, climate change/adaptation consistent with SB379, and evacuation routes, consistent with Government Code Section 65302(g)1. After the completion of the Screencheck Draft General Plan, APS will transmit the draft to Cal Fire staff for review and continue to coordinate with Cal Fire staff to ensure a timely review. This coordination will involve regular calls/emails and other interactions during the review to minimize delay and expedite the comments and revisions process.
• Noise: Meridian Consultants will document, and map noise sources and projected noise based on future conditions. These existing and future noise contour maps will be used to evaluate land use compatibility for both transportation and stationary noise sources and will identify areas subject to significant noise in the future. Methods to attenuate noise to reduce potential noise exposure will be identified and incorporated into appropriate policies.
• Public Infrastructure and Utilities: Working with City departments, R+A will develop the Public Infrastructure and Utilities Element and will craft policies related to water, wastewater, and stormwater demand and capacity.
• Implementation Plan: All members of the R+A team will contribute to a summary implementation plan that identifies key actions to implement in the General Plan:
o Studies that should be completed
o Plans that need to be created or updated
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o Major physical improvements
o Other City initiatives
7.3 Screencheck Draft General Plan
City staff will review the Administrative Draft General Plan and provide a single set of consolidated, non-conflicting, and actionable revisions to the R+A team using Microsoft Word-tracked changes and comments. The R+A team will review the proposed changes by staff to ensure internal consistency among elements and conformance with State law and then prepare a formatted Screencheck Draft General Plan using the design template. This iteration of the Plan Update will also incorporate imagery and graphics.
Note that the scope and budget assume that City staff revisions will not require a wholesale revision to any components of the plan. A scope and budget amendment will be required if substantial changes are needed, or if a 2nd Administrative Draft is desired (noted below).
7.4 Public Draft General Plan
R+A will prepare a Public Draft of the General Plan based on comments provided by City staff on the Screencheck Draft. The Public Draft will be the version that will be presented to the public at Workshop #5, GPAC, Planning Commission and City Council during the public hearing process.
The scope and budget assume that City comments on the Screencheck Draft General Plan be limited to typos, plan layout and design (i.e., no further content edits aside from minor errors) and will require only minimal work on the part of the R+A Team prior to layout and design of the Public Draft.
7.5: General Plan Consistency Analysis and Recommendations Memo
R+A will summarize key issues, concerns, and inconsistencies between the final adopted General Plan and the Development Code in a Recommendations Memo to be presented to City Staff. The memo will be structured around the General Plan’s goals, policies, and programs, summarizing how each relates to the Development Code and identifying issues and recommendations for implementation of the General Plan through Development Code changes. Potential amendments may include new or revised regulations and standards for zoning district(s) and land uses, parking, and landscaping.
Task 7 Deliverables:
• General Plan layout/design (draft, final)
• Administrative Draft General Plan
• Screencheck Draft General Plan
• Public Draft General Plan
• General Plan Consistency Analysis and Recommendations Memo
Task 8: CEQA
Meridian Consultants (Meridian) will prepare a Program Environmental Impact Report (PEIR) for the
General Plan Update to assess the environmental impacts of the Plan in compliance with the provisions of
the California Environmental Quality Act (CEQA) consistent with CEQA Guidelines Article 9. To the extent
possible and dependent on availability, Meridian will leverage prior environmental documents prepared
by the City and other local, regional, and state agencies to streamline this work, particularly for existing
conditions descriptions and regulatory environment. As part of this task, Meridian will attend up to 6
coordination meetings throughout the environmental review process. Additional meetings can be
attended on a time and materials basis.
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8.1: Kickoff, Project Description, and Meetings
Meridian will participate in one (1) kickoff meeting with the City to introduce team members, discuss
initial data requests, and develop the project schedule. Meridian will confirm the scope of environmental
analysis and methodologies with the City at the kickoff meeting.
Meridian will submit a comprehensive data request to the City, and then prepare and submit a project
description for City review and approval. The project description will include the following information,
consistent with CEQA Guidelines Section 15124:
• A description of the relevant interrelated documents and projects (i.e., various General Plan elements, including the Housing Element; development code and zoning updates; and specific plans)
• A statement of project objectives
• A description of the technical, economic, and environmental characteristics of project
• Graphics showing the proposed General Plan updates such as land use, zoning, transportation, etc.
• A statement briefly describing the intended uses of the PEIR.
8.2: NOP and Scoping Meeting
Meridian will prepare a Notice of Preparation (NOP) of the General Plan Update Program EIR, including the project description, information regarding the scoping meeting, and a discussion of probable environmental effects, consistent with CEQA Guidelines Section 15082. Meridian will also moderate a scoping meeting to provide an opportunity for comment on the potential environmental effects of the proposed General Plan Update from other public agencies and the public. Meridian will prepare a presentation and supporting information materials for the scoping meeting. Comments received in response to the NOP and at the scoping meeting will be compiled and included in the PEIR and considered in finalizing the scope of study in the PEIR.
8.3: VMT Assessment and EIR Support
Fehr & Peers will conduct a VMT assessment for the General Plan Update build-out. In 2020, Fehr & Peers developed the San Gabriel Valley Council of Governments (SGVCOG) VMT Evaluation Tool and Transportation Study Guidelines, including for the City of Azusa, to support SB 743 implementation. Currently, Fehr & Peers is working with SGVCOG to update Baseline VMT metrics using the SCAG 2024 RTP/SCS Activity-Based Model, which has a base year of 2019, interim year of 2025, and horizon year of 2050. This model will be used for the General Plan’s VMT analysis.
• Travel Demand Modeling. To ensure the SCAG model's validity for the City of Azusa, Fehr & Peers will conduct a review of base year conditions. Based on the General Plan schedule, it is anticipated that the Notice of Proceed will be issued in 2025. Given the model’s interim year of 2025, we will review the baseline socio-economic data (SED) from the model to ensure consistency with existing land use conditions based on census data. If inconsistencies are found, the base year model will be refined within the City’s boundaries, and the baseline VMT will be updated accordingly.
Fehr & Peers will review the Horizon Year 2050 scenario of the SCAG model and modify roadway networks and land use/ SED assumptions (number of jobs, household, population, etc.) for transportation analysis zones (TAZ) in the City of Azusa to ensure consistency with General Plan assumptions. It is assumed that land use/SED assumptions will be provided at TAZ level by the R+A Team/City of Azusa staff for Fehr & Peers. Fehr & Peers will make sure to include the adopted new housing sites in the General Plan horizon scenario. We will prepare two full model runs for the base
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year (existing scenario) and cumulative year (General Plan horizon scenario). Additional scenarios and full model runs can be undertaken if required with an additional budget.
VMT Impact Determination. The VMT metrics will reflect all land uses and roadway network developed within the General Plan Update upon buildout conditions. Following City of Azusa Transportation Study Guidelines (Adopted August 2020 and updated in 2023), the Total VMT per service population will be reported for the General Plan and compared to the SGVCOG Northeast subarea baseline VMT per service population. An impact will occur if the General Plan Total VMT per service population exceeds 15% below the SGVCOG Northeast subarea baseline VMT per service population. Based on the VMT data described above, we will determine the potential for significant VMT impacts and consider other substantial evidence that may be relevant to making a VMT significance determination.
If the project is found to have a significant VMT impact, potential mitigation options will be provided and the VMT benefits will be described qualitatively. If needed, transportation demand management measures can be used to describe the VMT reduction for the General Plan. These mitigation options are based on transportation demand management strategies that have been found to be effective in reducing VMT for the types of uses being developed as part of the Plan and in the context of City of Azusa.
Fehr & Peers will evaluate up to two alternative scenarios and will provide quantitative comparisons for VMT measures.
• VMT Analysis Technical Memorandum. The results of the VMT analysis will be documented in a technical memorandum that will be provided to the R+A Team for use in the CEQA documentation. The task assumes two rounds of review with consolidated comments from the R+A Team/City.
• EIR Support and Response to Comments. Fehr & Peers will support the General Plan EIR efforts by providing the SED, VMT, and segment volumes outputs from the SCAG model for use in the air quality, noise, and greenhouse gas analyses in the General Plan EIR.
Fehr & Peers has budgeted a total of 40 hours to support the R+A Team in reviewing the transportation section of the General Plan EIR. We envision that our work will provide final quality assurance and quality control (QA/QC) of each section written by the R+A Team, that Fehr & Peers will answer questions from the R+A Team as they write these sections and/or respond to comments on each section. If additional time is needed due to the magnitude or complexity of the comments, an additional scope will be developed.
8.4: Administrative Draft PEIR
The Meridian team will prepare the setting, impacts, and mitigation discussions for each environmental topic identified in Environmental Checklist (Initial Study) in Appendix G of the CEQA Guidelines. Meridian will prepare a summary of existing conditions, pertinent regulations, and a description of the regional setting, placing special emphasis on rare or unique environmental resources in the City.
The PEIR will provide a program-level analysis of the project, focusing on the potential physical effects on the environment from implementation of the proposed land use plan in the General Plan Land Use Element.
The policies, standards and implementation measures identified in the General Plan will be identified as mitigation measures for any potential significant impacts identified as appropriate. Additional mitigation measures will only be identified if necessary to mitigate a significant impact. New mitigation measures will be developed for use as conditions of approval for future projects to facilitate the streamlined clearance of future projects. The mitigation measures contained in the Southern California Association of
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Governments (SCAG) Regional Transportation Plan/Sustainable Community Plan (RTP/SCS) Program EIR, identified for consideration by cities in the SCAG region will be reviewed and considered in determining appropriate mitigation measures. A summary of our team’s proposed methodologies for key environmental topic areas is provided below.
• Air Quality, Greenhouse Gas, and Energy. The Meridian team will prepare Air Quality, Greenhouse Gas and Energy analyses for, the results of which Meridian will incorporate into the PEIR. The evaluation will assess the local and regional air emission impacts of VMT changes associated with the project. We will conduct the evaluation according to all pertinent requirements and adopted air quality plans and will identify needed mitigations consistent with applicable South Coast Air Quality Management District (SCAQMD) CEQA Guidelines.
• Biological/Cultural Resources. Meridian will complete a search of the California Department of Fish and Wildlife California Natural Diversity Database (CNDDB) to identify sensitive biological resources in the City’s Planning Area. A records search will also be conducted at the California Historical Resources Information System (CHRIS to identify recorded cultural resources in the City’s Planning Area.
• Historic Resources. HRG will compile a CEQA Technical Study analyzing potential impacts of the General Plan to historic resources. Potential impacts will be noted along with recommendations for their mitigation. HRG will be available to respond to community comments throughout the CEQA process.
• Land Use / Planning. Meridian will compare the proposed Land Use map to the previous General Plan Land Use map, with a focus on how any changes would accommodate updated housing and employment projections. Meridian will document the ways in which the General Plan update will achieve the City’s broader planning goals and objectives.
• Noise. The Meridian team will prepare a noise analysis, the results of which Meridian will incorporate into the PEIR. The noise analysis will focus on localized noise increases that may occur in areas receiving additional housing units or other development based on the General Plan Update. Noise modeling will be completed for all major roadways in the City based on traffic volumes and information on fleet mix, speed limits and other information provided from the General Plan Transportation Study. Based on this modeling, the potential for uses allowed by the proposed General Plan Update to be exposed to noise levels exceeding applicable noise standards will be identified and appropriate programmatic mitigation measures will be identified.
• Population/Housing. Meridian will describe existing and projected population characteristics based in information in the Southern California Association of Governments (SCAG) Regional Transportation Plan/Sustainable Community Plan (RTP/SCS), U.S. Census and the City’s Housing for All 2021-2029 General Plan Housing Element. Meridian will evaluate how the growth in population and housing associated with implementation of the proposed General Plan Update relates to applicable growth projections.
• Transportation. As outlined in Task 8.3, F&P will provide a VMT Analysis Technical Memorandum that will be used to address transportation impacts in the EIR.
• Alternatives Analysis and Assessment of Cumulative Impacts. In addition to addressing all the topical sections, Meridian will also prepare the following sections as required by the CEQA Guidelines:
o Alternatives: Under CEQA, project alternatives should be developed that avoid or reduce significant impacts identified in the technical sections of the PEIR. Meridian will work with the City and the team to identify any feasible project alternatives. For the purposes of scoping, Meridian assumes that this section will analyze up to three alternatives in total, one being the CEQA-required “No Project” alternative, which would be continuing with current General Plan policies and standards.
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o Cumulative Impacts: CEQA allows cumulative analysis to be developed under the “list” method or by including a summary of projections contained in an adopted local, regional, or statewide plan. The SCAG RTP/SCS Program EIR provides information regarding the potential cumulative effects of projected growth in the region that will be a primary source of information for this section. The Meridian team will develop cumulative impact discussions for all fully developed PEIR technical sections.
o Other Required Sections: This section of the PEIR will address growth inducing effects of the proposed General Plan Update, effects determined not to be significant, and any significant irreversible environmental changes.
8.5: Public Draft PEIR
Meridian will revise the Administrative Draft EIR in response to comments from City staff and submit an electronic copy of the PEIR and all associated appendices. Meridian will also prepare the combined Notice of Availability and a Notice of Completion in accordance with the CEQA Guidelines, including submission to the State Clearinghouse and provide advice as needed to the City regarding distribution of the Draft PEIR pursuant to CEQA and City review procedures. The PEIR will be circulated for 45 days.
8.6: Final PEIR
The Final PEIR will include responses to all written comments received by the City on the Draft PEIR, any minor updates or revisions to the Draft PEIR, and a mitigation monitoring and reporting program (MMRP). Meridian will prepare written responses to all comments on the Draft PEIR and coordinate with other members of the R+A Team and city staff as needed to prepare responses to comments.
• Response to Comments. Meridian will compile and number all comments and develop a list of major issues/concerns. Meridian will meet with City staff following the close of the comment period to discuss the best approach, which may include the use of master responses to facilitate the response to similar or repeated comments.
• Final EIR. In a parallel process with preparation of administrative draft responses to comments, Meridian will incorporate edits and changes to the Draft PEIR by using strikeout/bold underlined text as appropriate. Based on up to two (2) sets of consolidated comments from the City, Meridian will revise the responses to comments document and will provide electronic copy of the Final PEIR to the City.
• Findings of Facts & SOC. As part of this task, Meridian will prepare CEQA Findings of Fact and, if needed, a Statement of Overriding Consideration for adoption by the City Council with approval of the General Plan Update.
Public Hearings (Hours in Task 9.2)
The Meridian management team will attend up to two (2) public hearings for certification of the PEIR (Planning Commission, City Council, etc.). Attendance at any additional hearings would be billed on a time-and-materials basis. This task also includes an allowance for the preparation of meeting materials, such as a presentation, PowerPoint, and related materials. adoption. Time is included in Task 9.2.
Task 8 Deliverables
• EIR – Admin, Second Admin, Screencheck, and Public Draft
• VMT Assessment technical memorandum
• Modeling data for air quality, noise, and greenhouse gas analyses in EIR
• Final EIR, including Response to Comments
• Findings and Statement of Overriding Considerations
• Notice of Determination
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Task 9: Plan Review and Adoption
9.1: Matrix of General Plan Comments
R+A will prepare a matrix to track all comments received on the Public Draft General Plan. City staff, supported by expertise from all team members, will review the comments and provide a brief statement in the matrix recommending how each will be addressed in the final General Plan. Note that City staff will lead this task to ensure that City staff understand and support all content in the final General Plan.
9.2: Adoption Hearings
Key members of the team will attend up to two hearings with both the Planning Commission and City Council (a total of four meetings) to review the Public Draft General Plan and the Final EIR. R+A will prepare a brief PowerPoint presentation summarizing the General Plan and comments received. Staff will prepare the staff report, which will be reviewed by the R+A team. At the conclusion of the hearings, the City Council will determine whether to certify the Final EIR and whether to adopt/approve the General Plan.
Note that R+A will not prepare a revised draft General Plan prior to hearings. The Planning Commission and City Council will review the Public Draft, and a list of changes recommended by staff resulting from the community engagement process.
9.3: Final General Plan
Based on final changes approved by the City Council, R+A will prepare a Final General Plan. The scope assumes only minor, editorial changes will be needed to finalize the document.
9.4: Data Transfer
Following the adoption of the General Plan and EIR, our team will transfer all relevant materials to the City, including map files, summary notes from public meetings, background and data reports, and all other relevant public documents.
Task 9 Deliverables
• Matrix of Comments and Responses
• Public hearing presentation
• Final General Plan
• General Plan data and materials
Task 10: Project Management and Meetings
10.1: Project Management and Meetings
This task covers project management tasks up to the maximum task budget, including “informal” communication via email and phone, management, and supervision of the subconsultants on the team, periodic updates to the work plan as needed, and other project management tasks.
Task 10 Deliverables
• Meetings – agendas and action steps
Task 11: Comprehensive Development Code Update
Based on discussions with City staff and our experience working on zoning codes, Raimi + Associates has identified the following project objectives:
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• Update the Development Code (Chapter 88) to implement the land use patterns and development
framework established by the General Plan Update as follows:
o Article 1 – Development Code Applicability – Update as needed
o Article 2 – Urban Standards – Comprehensively revise except for Chapters 88.21 (Specific
Plans)
o Article 3 – Urban Standards – Comprehensively revise except for Chapters 88.32 (Affordable
Housing Incentives), Chapter 88.38 (Signs), and Chapter 88.39 (Art in Public Places Program)
o Article 4 – Standards for Specific Land Uses – Update Chapter 88.42 (Standards for Specific
Uses) as needed. No changes to No changes to Chapters 88.40 (Adult Business Regulations),
88.44-88.48.
o Article 5 – Development Code Administration and Procedures – Update as needed
o Article 6 – Enforcement and Penalties for the Development Code – Update as needed
o Article 7 – Glossary - Update as needed
• Prepare an updated zoning map that implements the General Plan land use designations and is
consistent with the proposed zoning districts.
• Create a highly illustrated Code that is easy to understand and clearly conveys the intent of the
regulations with graphics, photos, and illustrations.
• Update the development processes and procedures contained within the Development Code
Chapter 88, Articles 5 and 6, such that these are consistent with and conform to the minimum
requirements of California State law (as of January 1, 2025), allow for streamlining and greatly
reduce the need for discretionary review.
• Re-structure the Code to be organized logically and in line with contemporary best practices.
• Work closely with City staff to ensure a smooth flow of work, maintain the project schedule, and
meet budget expectations.
Task 11.1 GP Consistency Analysis Memo (See Task 7.5)
As part of the General Plan Update scope and budget, R+A will prepare a General Plan and Zoning consistency analysis memo. This memo will include a technical review of the City’s existing zoning regulations to identify zoning inconsistencies with the General Plan. Budget included in Task 7.5.
Task 11.2 Focus Groups (2 sets)
R+A will participate in two focus groups at the onset of the project to review and discuss strengths, weaknesses, and possible changes to the current zoning regulations, with a focus on implementation of the General Plan Update. Stakeholders include property owners, developers, designers, architects, etc.
R+A will conduct a second round of up to two focus groups to discuss the Public Draft Code. Issues identified by stakeholders in both rounds will be presented in a Stakeholder Interview Summary Reports prepared by R+A.
City staff will provide contact information for focus group participants, help coordinate initial contact, and participate in stakeholder interviews.
Task 11.3 Development Code Audit
Technical Review. R+A will lead a technical review of AMC Chapter 88, Development Code, and related documents. The purpose of this review is to analyze the effectiveness of the existing regulations to implement the General Plan’s goals, objectives, and recommendations; understand the relevancy of other City planning documents; and identify conflicts with applicable requirements of State and federal law.
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Work Session #1 with City Staff. R+A will conduct a work session with City staff to assess the advantages, shortcomings, and gaps to the existing Development Code to assist in clarifying the needed areas of updating. This will guide the Development Code Diagnosis memo. Budget is included in Task 1.3.
Development Code Diagnosis Memo. R+A will prepare a Development Code Diagnosis Memo based on the technical review and input from stakeholders and staff. The memo will discuss General Plan direction for new development controls, assess the strengths and weaknesses of the existing Code, and identify key issues to be addressed in the update and best practice recommendations for addressing the issues. A draft Development Code Diagnosis Memo will be prepared for staff review and revised based on staff comments.
Task 11.4 Development Code Recommendations
Work Session #2 with City Staff. R+A will facilitate a Development Code Diagnosis work session with City Staff to present the findings of the technical review and analysis of the current code. This work session will address the major issues of the current regulations; General Plan direction for new regulations; and recommendations to address these issues. Budget is included in Task 11.14.
Development Code Update Framework and Outline. Based on comments on the Development Code Diagnosis Memo and other input gathered, R+A will prepare an outline of the Development Code update, identifying whether existing code sections are to be maintained, amended, or discarded and where new sections are needed. A Framework with the proposed zoning districts and accompanying high-level use and development standards will also be prepared.
Task 11.5 Zoning Map Analysis and Update
Existing Zoning Map Analysis. R+A will lead an analysis and update of the existing zoning map using ArcGIS Pro. The City will provide R+A with updated parcel-based ArcGIS Shapefiles with current zoning information. The analysis will include identification of current zoning districts associated with the new General Plan designations as a starting point for the draft zoning map and inform an analysis of potentially non-conforming land uses.
Draft and Final Zoning Maps. R+A will prepare an updated draft zoning map to be circulated with the draft code, and a final draft map to be completed with the final code update. R+A will package final digital files for delivery to the City of Azusa.
Work Session #3 with City Staff. R+A will conduct a work session with City Staff to discuss the draft zoning map. Budget is included in Task 11.14.
Task 11.6 Admin Draft Development Code
Admin Draft. Based on the direction received from City staff on the outline, Code diagnostic and General Plan consistency, R+A will prepare an administrative draft of the Code.
• District Regulations. Regulations for existing zoning districts and overlays will be fully revised, and new districts and overlays will be developed as necessary to implement the General Plan. Existing design and development standards for residential development will be reviewed and updated as necessary to establish objective standards that comply with State law. Other design and development standards will be evaluated and updated as necessary to achieve high-quality design, consistent with the General Plan, and address compatibility of infill projects.
• Regulations Applying to Some or All Districts. Existing standards that apply to some or all districts will be evaluated and modernized, and new or revised standards will be identified for implementing the General Plan, responding to staff and community concerns, and bringing standards up to date with current uses, practices, and state and federal law. Topics include, but are
City of Azusa General Plan Update Page 27 Raimi + Associates Team
not limited to standards for specific uses, landscaping, parking, open space, and nonconforming provisions.
• Administrative Provisions. Procedures for the administration and enforcement of the Development Code, including application procedures, required findings, hearings and approval, and post decision procedures for all permit/approval types will be reviewed and updated as necessary to meet General Plan objectives.
• Terms and Definitions. Terms and definitions will be reviewed and updated to reflect contemporary language and simplify the classification of land uses. As a rule, definitions will use plain language and be consistent with definitions of other sections of the Municipal Code.
Work Sessions #4 - #7 with City Staff. R+A will conduct four work sessions with City Staff to discuss the Admin Draft Code. Budget is included in Task 11.14.
Task 11.7 Public Draft Development Code
Public Draft. After City staff reviews the Admin Draft and after receipt of consolidated non-conflicting comments, R+A will make changes and produce the Public Draft. No major changes are expected after this point in the process.
Task 11.8 PC and/or CC Study Sessions (2)
Workshop/Study Session. R+A will prepare for and facilitate up to two workshops/study sessions to review the Public Review Draft Development Code. One of these workshops/study sessions may also be combined with open houses (Task 11.10), providing a forum for informal discussion with individual community members seeking to understand the new regulations. R+A will create straightforward informational outreach material for each workshop/study session.
Work Session #8 with City Staff. R+A will conduct a work session with City Staff to discuss the comments received on the Public Draft Code. Budget is included in Task 11.14.
Task 11.9 Public Engagement Support (allowance)
This task includes an allowance of a certain number of hours to assist City Staff in public engagement for the public Draft Zoning Code. This engagement could include office hours or an open house.
Task 11.11: Planning Commission Hearings (2)
R+A will attend, prepare materials for, and make formal presentations at two Planning Commission hearings on the Public Draft Development Code. R+A will prepare a summary presentation. City staff shall prepare any staff reports, resolutions, etc.
Task 11.12: City Council Hearing (including list of changes recommended by PC) (2)
R+A will attend, prepare materials for, and make formal presentations at two City Council hearings on the Development Code. R+A will prepare a summary presentation. City staff shall prepare any staff reports, resolutions, etc.
Take 11.13 Final Development Code
Based on City Council direction, and upon completion of the Development Code Update, the R+A team will package and deliver final electronic materials to the City of Palmdale.
Task 11.14 Project Management and Meetings
R+A will hold monthly conference calls with the City during the project to discuss project coordination, progress of deliverables, review of documents, planning for workshops/meetings, and content topics. 10 monthly meetings are scoped.
City of Azusa General Plan Update Page 28 Raimi + Associates Team
In addition to the kick-off meeting and monthly coordination calls, R+A will conduct up to eight (8) work sessions (up to 2 hours long) with Azusa staff via online conferencing during the project. For each work session, R+A will create an agenda. These work sessions are also noted in the tasks where anticipated to occur.
This task covers on-going project management and coordination, including invoicing, maintaining project workplans, and informal communications with City staff.
Task 11 Deliverables
• Meeting agendas and action notes
• Focus groups Summary Takeaways
• Development Code Audit and Diagnosis Memo
• Development Code Update Framework and Outline
• Zoning Map Analysis, Draft and Final Maps
• Admin Draft Code
• Public Draft Code
• Final Code
• Study Sessions with PC or CC – agenda, presentation
• Planning Commission Hearings (2) – presentation
• City Council Hearings (2) – presentation
City of Azusa General Plan Update Page 29 Raimi + Associates Team
Scope Assumptions and City Staff Support
We believe that the best plans are developed as a partnership between City staff and the consultant team. While the Raimi + Associates team will do the bulk of the work on the project, we expect that City staff will serve as partners in the project every step of the way. The following is a preliminary list of the primary responsibilities of City staff. More details can be found in the scope of work.
• The level of effort for each task is limited to the general number of hours for each task listed in the budget spreadsheet. R+A team members may reallocate hours between tasks if individual tasks are completed in less time than anticipated.
• All data and information provided by the City will be assumed to be correct and up-to-date. The consultant team is not responsible for out-of-date or inaccurate information. R+A has allocated a limited number of hours of staff time to create an existing land use database and to confirm other data provided by the City. Any additional time to create the needed database will be deemed extra work.
• All studies that the team will prepare are identified in the scope of work. Any studies, tasks, deliverables or reports not specifically identified are assumed to be not included.
• City review time for workshop materials and meeting materials will be approximately two weeks. City review of major products will be four weeks, depending on the product and other responsibilities of City staff. All comments will be provided as a single set of non-conflicting and actionable comments.
• City staff will provide accurate data and information in a timely manner to the R+A team.
• Planning Staff will coordinate with staff in other departments throughout the project, including setting internal meetings.
• City staff will be responsible for logistics for the GPAC meetings (including communication with GPAC members, refreshments if desired, etc.) and other engagement activities such as public workshops.
• City staff will assist with facilitation of small group activities for GPAC meetings and workshops.
• City staff will post to City-run social media outlets such as Facebook, Instagram, X etc.
• City staff will lead additional engagement efforts not identified in the scope of work, including more informal communication with residents and other stakeholders.
• City staff will write all staff reports and resolutions for the City Council, Planning Commission, and other board and commission meetings.
• City staff will collaborate with the R+A team to provide ongoing maintenance and updates for the project website.
• City staff will lead the effort to track and respond to public comments on the Public Draft General Plan.
• City staff will cover all printing and mailing costs associated with the project, unless specifically identified in the scope of work and budget.
B-1
8513273_1
EXHIBIT “B”
SCHEDULE OF SERVICES
Attached
Raimi + Associates 75 Azusa General Plan Update
City of Azusa General Plan Update | Project Schedule Raimi + Associates Team
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Task 1: Project Initiation
1.1 Team Kick-off Meeting
1.2 Project Schedule/Work Plan
1.3 Data Collection
1.4 Base Map
Task 2: Community Engagement
2.1 Engagement Strategy and Plan
2.2 Logo and branding
2.3 Project Website
2.4 General Plan Advisory Committee Meetings (10)1 2 3 4 5 6 7 8 9 10
2.5 Community Workshops (5)
2.6 Pop-up Workshops (8)
2.7 Online Surveys (3)
2.8 Environmental Justice Engagement
Task 3: Existing Conditions
3.1 Existing Conditions Reports
3.2 Market Study
3.3 Community Profile/Issues & Opportunities Memo
Task 4: Visioning
4.1 Visioning Statement and Guiding Principles
4.2 Key Strategies Map
4.3 CC and PC (Existing Conditions, Vision Statement, Guiding Principles)
Task 5: Alternatives
5.1 Alternatives Team working meeting(s)
5.2 Develop Land Use Alternatives
5.3 Develop Land Use Designations
5.4 Land Use Alternatives Analysis
5.5 Land Use Alternatives Presentation
5.6 CC & PC Meetings (Alternatives Review and Selection)
5.7 Preferred Land Use Alternative
5.8 Fiscal Impact Analysis
5.9 Emergency Evacuation Analysis
5.10 Growth Projections
5.11 CC & PC Meetings (Preferred Alternative and Growth Projections)
Task 6: Policy
6.1 General Plan Outline & Policy Topics
6.2 Draft Goals and Policies
6.3 CC & PC Meetings (Draft Goals and Policies Review)
Task 7: General Plan
7.1 General Plan Layout & Design
7.2 Administrative Draft General Plan
7.3 Screencheck Draft General Plan
7.4 Public Draft General Plan
7.5: General Plan Consistency Analysis and Recommendations Memo
Task 8: CEQA
8.1 Kickoff, Project Description, and Meetings
8.2 NOP and Scoping Meeting
8.3 VMT Assessment and EIR Support
8.4 Administrative Draft PEIR
8.5 Public Draft PEIR
8.6 Final Draft PEIR (inc. Response to Comments, FoF & SOC)
Task 9: Plan Review and Adoption
9.1 Matrix of General Plan Comments
9.2 Adoption Hearings
9.3 Final General Plan
9.4 Final Data Transfer
Task 10: Project Management and Meetings
10.1 Project Management and Meetings
Project Work Deliverable Ongoing Meeting(s)Public Review
2025 2026
D-1
8513273_1
EXHIBIT “C”
COMPENSATION
Attached
City of Azusa General Plan Update | Exhibit B: Project Budget Summary
Labor Cost Per
Task
Task 1: Project Initiation
1.1 Team Kick-off Meeting 14,110
1.2 Project Schedule/Work Plan 5,320
1.3 Data Collection 7,660
1.4 Base Map 6,810
Subtotal Task 1 33,900
Task 2: Community Engagement
2.1 Engagement Strategy and Plan 8,400
2.2 Logo and branding 4,530
2.3 Project Website 17,360
2.4 General Plan Advisory Committee Meetings (10)97,980
2.5 Community Workshops (5)101,700
2.6 Pop-up Workshops (8)19,730
2.7 Online Surveys (3)12,690
2.8 Environmental Justice Engagement 13,660
Subtotal Task 2 276,050
Task 3: Existing Conditions
3.1 Existing Conditions Reports 199,535
3.2 Market Study 38,780
3.3 Community Profile/Issues & Opportunities Memo 9,880
Subtotal Task 3 248,195
Task 4: Visioning
4.1 Visioning Statement and Guiding Principles 9,860
4.2 Key Strategies Map 6,520
4.3 CC and PC (Existing Conditions, Vision Statement, Guiding Principles)5,700
Subtotal Task 4 22,080
Task 5: Alternatives
5.1 Alternatives Team working meeting(s) 7,080
5.2 Develop Land Use Alternatives 36,260
5.3 Develop Land Use Designations 7,040
5.4 Land Use Alternatives Analysis 15,260
5.5 Land Use Alternatives Presentation 12,320
5.6 CC & PC Meetings (Alternatives Review and Selection)5,700
5.7 Preferred Land Use Alternative 6,740
5.8 Fiscal Impact Analysis 18,890
5.9 Emergency Evacuation Analysis 29,960
5.10 Growth Projections 9,540
5.11 CC & PC Meetings (Preferred Alternative and Growth Projections Review)5,700
Subtotal Task 5 147,410
Task 6: Policy
6.1 General Plan Outline & Policy Topics 5,820
6.2 Draft Goals and Policies 140,375
6.3 CC & PC Meetings (Draft Goals and Policies Review)5,700
Subtotal Task 6 151,895
Task 7: General Plan
7.1 General Plan Layout & Design 4,270
7.2 Administrative Draft General Plan 124,175
7.3 Screencheck Draft General Plan 29,870
7.4 Public Draft General Plan 11,910
7.5: General Plan Consistency Analysis and Recommendations Memo 8,760
Subtotal Task 7 178,985
City of Azusa General Plan Update | Exhibit B: Project Budget Summary
Labor Cost Per
Task
Task 8: CEQA
8.1 Kickoff, Project Description, and Meetings 13,890
8.2 NOP and Scoping Meeting 9,240
8.3 VMT Assessment and EIR Support 80,390
8.4 Administrative Draft PEIR 68,535
8.5 Public Draft PEIR 11,300
8.6 Final Draft PEIR (inc. Response to Comments, FoF & SOC)16,030
Subtotal Task 8 199,385
Task 9: Plan Review and Adoption
9.1 Matrix of General Plan Comments 8,980
9.2 Adoption Hearings 17,280
9.3 Final General Plan 16,390
9.4 Final Data Transfer 3,590
Subtotal Task 9 46,240
Task 10: Project Management and Meetings
10.1 Project Management and Meetings 62,535 - Subtotal Task 10 62,535
Task 11: Zoning Code Update
Task 11.1 GP Consistency Analysis Memo (See Task 7.5)-
Task 11.2 Focus Groups (2 sets)7,620
Task 11.3 Development Code Audit 23,140
Task 11.4 Development Code Recommendations 20,260
Task 11.5 Zoning Map Analysis and Update 29,860
Task 11.6 Admin Draft Development Code 123,140
Task 11.7 Public Review Draft Development Code 52,220
Task 11.8 PC and/or CC Study Sessions (2)12,000
Task 11.9 Public Engagement Support (Allowance)7,880
Task 11.10: Planning Commission Hearings (2)8,960
Task 11.11: City Council Hearing (including list of changes recommended by PC) (2)8,960
Take 11.12 Final Development Code (allowance)10,870
Task 11.13 Project Management and Meetings 33,320
Subtotal Task 11 338,230
Total Firm Labor Cost $1,704,905
EXPENSES
Mileage, Travel Expenses, Document and Materials Printing 25,480
Traffic volume and intersection turning movement counts 1,700
Spanish Translation (allowance)5,000
Engagement Digital and Online tools 1,500
Project/Sub Management 42,890
Office Expenses and Other Markups 38,004
Total Expenses 114,574
GRAND TOTAL 1,819,479$
City of Azusa General Plan Update | Exhibit B: Project Budget
Raimi + Associates in partnership with Meridian Consultants, Fehr & Peers, Keyser Marston Associates, Atlas Planning Solutions, Historic Resources Group, and Cultural Planning Group
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Task
Task 1: Project Initiation
1.1 Team Kick-off Meeting 6 16 8 2 8 8 4 4 4 4 14,110
1.2 Project Schedule/Work Plan 16 4 5,320
1.3 Data Collection 4 20 20 2 4 7,660
1.4 Base Map 2 16 8 12 6,810
Subtotal Task 1 24 40 - - - 28 28 12 2 - - - - - - 8 - 8 4 - - - - 4 2 - 4 - - - - - 4 4 33,900
Task 2: Community Engagement
2.1 Engagement Strategy and Plan 4 12 12 8 8 8,400
2.2 Logo and branding 2 4 20 4,530
2.3 Project Website 24 20 60 17,360
2.4 General Plan Advisory Committee Meetings (10)120 160 12 80 40 40 4 8 1 8 4 97,980
2.5 Community Workshops (5)40 160 40 100 100 60 16 28 4 101,700
2.6 Pop-up Workshops (8)2 4 40 40 40 19,730
2.7 Online Surveys (3)2 16 4 4 16 16 16 12,690
2.8 Environmental Justice Engagement 4 12 32 24 13,660
Subtotal Task 2 174 392 60 44 - 264 228 236 20 36 - - - - 5 - - - - - - - - - - - - - - - - - 8 4 276,050
Task 3: Existing Conditions
3.1 Existing Conditions Reports -
Land Use and Community Character 16 48 24 24 24 4 26,680
Transportation & Circulation 4 2 10 42 72 36 16 34,310
Parks, Recreation, Open Space, and Public Facilities 4 40 16 8 12,420
Environmental Justice 4 16 24 24 16 15,420
Cultural Resources, Natural Resources & Conservation 2 4 5 41 24 145 32,795
Historic Resources 2 2 2 16 10 11 6,600
Arts and Culture 2 4 80 72 37,810
Safety and Hazards 2 2 8 22 16 32 13,710
Noise 2 2 8 6 85 15,610
Utilities and Infrastructure 4 16 4,180
3.2 Market Study 4 8 40 16 120 38,780
3.3 Community Profile/Issues & Opportunities Memo 8 8 16 16 8 9,880
Subtotal Task 3 54 152 24 24 - 80 64 12 10 42 - - 72 36 16 40 16 120 13 47 24 230 - 8 22 16 32 2 16 10 11 - 80 72 248,195
Task 4: Visioning
4.1 Visioning Statement and Guiding Principles 4 16 16 16 9,860
4.2 Key Strategies Map 4 8 12 8 6,520
4.3 CC and PC (Existing Conditions, Vision Statement, Guiding Principles)12 12 5,700
Subtotal Task 4 20 36 - 28 - 8 16 - - - - - - - - - - - - - - - - - - - - - - - - - - - 22,080
Task 5: Alternatives
5.1 Alternatives Team working meeting(s) 24 7,080
5.2 Develop Land Use Alternatives 12 48 32 40 24 24 36,260
5.3 Develop Land Use Designations 8 16 8 7,040
5.4 Land Use Alternatives Analysis 12 24 16 24 15,260
5.5 Land Use Alternatives Presentation 4 16 4 20 20 8 12,320
5.6 CC & PC Meetings (Alternatives Review and Selection)12 12 5,700
5.7 Preferred Land Use Alternative 4 16 16 6,740
5.8 Fiscal Impact Analysis 2 4 48 20 18,890
5.9 Emergency Evacuation Analysis 2 2 14 28 18 56 12 12 29,960
5.10 Growth Projections 4 16 16 12 9,540
5.11 CC & PC Meetings (Preferred Alternative and Growth Projections
Review)12 12 5,700
Subtotal Task 5 72 166 - 76 - 112 44 8 14 28 18 - 56 12 12 72 - 20 - - - - - - - - - - - - - - - - 147,410
Task 6: Policy
6.1 General Plan Outline & Policy Topics 4 12 8 8 5,820
6.2 Draft Goals and Policies
Land Use and Community Character 6 44 12 8 16 16,170
Economic Development and Fiscal Sustainability 2 4 32 12 12,810
Circulation and Mobility 2 8 20 48 42 30 60 17 46,190
Public Parks, Recreation and Facilities 2 16 3,610
Environmental Justice and Healthy Communities 2 4 24 16 8,730
Historic and Natural Resources, Conservation and Open Space 2 4 16 8 16 16 15 6 35 6 5 21,225
Arts and Culture 2 4 8 32 24 16,050
Safety and Hazard Mitigation 2 4 4 4 8 16 6,450
Noise 2 4 8 10 16 7,050
Public Infrastructure and Utilities 2 8 2,090
6.3 CC & PC Meetings (Draft Goals and Policies Review)12 12 5,700
Subtotal Task 6 40 124 24 12 - 24 56 - 20 48 - 42 30 60 17 32 - 12 16 26 32 15 - 4 4 8 16 6 35 6 5 - 32 24 151,895
Raimi + Associates Meridian Consultants CPGKeyser Marston AssociatesFehr & Peers Atlas Planning Solutions HRG
City of Azusa General Plan Update | Exhibit B: Project Budget
Raimi + Associates in partnership with Meridian Consultants, Fehr & Peers, Keyser Marston Associates, Atlas Planning Solutions, Historic Resources Group, and Cultural Planning Group
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Labor Cost Per
Task
Raimi + Associates Meridian Consultants CPGKeyser Marston AssociatesFehr & Peers Atlas Planning Solutions HRG
Task 7: General Plan
7.1 General Plan Layout & Design 2 6 16 4,270
7.2 Administrative Draft General Plan -
Introduction 2 6 8 2,990
Plan Overview and Development Process 2 6 8 2,990
Vision and Guiding Principles 2 4 4 1,970
Land Use and Community Character 8 40 16 36 24 22,440
Economic Development and Fiscal Sustainability 4 28 32 10,940
Circulation and Mobility 2 4 10 20 8 4 10,770
Public Facilities, Parks and Recreation 2 20 4,370
Community Health and Environmental Justice 4 16 16 16 9,860
Historic Resources, Open Space and Conservation 4 16 8 16 14 10 4 10 2 14,970
Arts and Culture 4 4 16 16 9,580
Safety and Hazard Mitigation 2 4 12 8 12 24 10,870
Noise 2 8 5 5 58 12,425
Public Infrastructure and Utilities 2 4 1,330
Implementation 2 30 8 8 8,670
7.3 Screencheck Draft General Plan 2 24 4 16 90 4 4 8 12 8 4 29,870
7.4 Public Draft General Plan 2 16 32 2 2 8 8 11,910
7.5: General Plan Consistency Analysis and Recommendations Memo 8 24 12 8,760
Subtotal Task 7 56 260 16 16 - 80 96 138 10 20 - - 8 - 4 - - - 13 21 72 10 - 18 14 28 44 4 10 2 - - 24 20 178,985
Task 8: CEQA
8.1 Kickoff, Project Description, and Meetings 2 8 24 40 13,890
8.2 NOP and Scoping Meeting 4 24 24 12 9,240
8.3 VMT Assessment and EIR Support 32 86 60 176 32 80,390
8.4 Administrative Draft PEIR 12 16 16 80 65 150 50 10 40 4 5 68,535
8.5 Public Draft PEIR 2 6 2 16 4 32 16 11,300
8.6 Final Draft PEIR (inc. Response to Comments, FoF & SOC)2 10 32 8 40 16 16,030
Subtotal Task 8 16 32 - - - 0 0 - 32 86 60 - 176 - 32 - - - 56 192 77 246 94 - - - - 10 40 4 5 - - - 199,385
Task 9: Plan Review and Adoption
9.1 Matrix of General Plan Comments 4 16 16 16 8,980
9.2 Adoption Hearings 24 32 8 16 17,280
9.3 Final General Plan 4 24 8 8 40 2 2 8 16,390
9.4 Final Data Transfer 4 8 8 1 1 3,590
Subtotal Task 9 32 76 - - - 32 32 40 - - - - - - - - - - 8 16 - - - 3 1 2 8 - - - - - - - 46,240
Task 10: Project Management and Meetings
10.1 Project Management and Meetings 80 120 20 20 3 7 2 8 8 12 4 62,535
-
Subtotal Task 10 80 120 - - - 20 20 - 3 7 - - - - 2 8 - - - - - - - 8 - - - - - - - 12 4 62,535
Task 11: Zoning Code Update
Task 11.1 GP Consistency Analysis Memo (See Task 7.5)-
Task 11.2 Focus Groups (2 sets)12 12 12 7,620
Task 11.3 Development Code Audit 12 16 24 64 23,140
Task 11.4 Development Code Recommendations 12 16 24 48 20,260
Task 11.5 Zoning Map Analysis and Update 12 16 24 48 60 29,860
Task 11.6 Admin Draft Development Code 64 140 100 120 180 40 123,140
Task 11.7 Public Review Draft Development Code 32 60 40 75 60 52,220
Task 11.8 PC and/or CC Study Sessions (2)16 24 16 12,000
Task 11.9 Public Engagement Support (Allowance)8 8 12 12 7,880
Task 11.10: Planning Commission Hearings (2)16 8 16 8,960
Task 11.11: City Council Hearing (including list of changes
recommended by PC) (2)16 8 16 8,960
Take 11.12 Final Development Code (allowance)2 12 12 16 8 8 10,870
Task 11.13 Project Management and Meetings 56 28 56 33,320
Subtotal Task 11 258 348 280 - 431 332 - 48 - - - - - - - - - - - - - - - - - - - - - - - - - 338,230
Total Hours 826 1,746 404 200 431 980 584 494 111 267 78 42 342 108 88 160 16 160 110 302 205 501 94 45 43 54 104 22 101 22 21 - 160 128
Billing Rate $285 $190 $215 $215 $180 $160 $140 $160 $350 $195 $275 $235 $175 $165 $160 $295 $245 $170 $225 $160 $145 $140 $95 $250 $180 $155 $135 $250 $175 $125 $100 $75 $240 $240
Labor Cost $235,410 $331,740 $86,860 $43,000 $77,580 $156,800 $81,760 $79,040 $38,850 $52,065 $21,450 $9,870 $59,850 $17,820 $14,080 $47,200 $3,920 $27,200 $24,750 $48,320 $29,725 $70,140 $8,930 $11,250 $7,740 $8,370 $14,040 $5,500 $17,675 $2,750 $2,100 $0 $38,400 $30,720
Total Firm Labor Cost $1,092,190 $213,985 $78,320 $181,865 $41,400 $28,025 $69,120 $1,704,905
EXPENSES
Mileage, Travel Expenses, Document and Materials Printing 15,000$ 5,000$ 5,480$ 25,480
Traffic volume and intersection turning movement counts 1,700$ 1,700
Spanish Translation (allowance)5,000$ 5,000
Engagement Digital and Online tools 1,500$ 1,500
Project/Sub Management 42,890$ 42,890
Office Expenses and Other Markups 27,305$ 10,699$ 38,004
Total Expenses 91,695$ 12,399$ -$ 5,000$ -$ -$ 5,480$ 114,574
TOTAL PER FIRM $1,183,885 $226,384 $78,320 $186,865 $41,400 $28,025 $74,600 1,819,479$
GRAND TOTAL $1,819,479
General Plan Update
September 30, 2024
Submitted by Raimi + Associates In partnership with: Fehr & Peers | Keyser Marston Associates | Meridian Consultants | Atlas Planning Solutions | Historic Resources Group | Cultural Planning Group
PROPOSAL SUBMISSION FOR THE City of Azusa
Image Credit: Adobe Stock
Proposal submittal to the City of Azusa for the General Plan and
Update
September 30, 2024
Submitted by Raimi + Associates
Simran Malhotra, AICP, Assoc. AIA Principal | Vice-President simran@raimiassociates.com (213) 599-7671
Contact
BERKELEY 1900 Addison Street, Suite 200, Berkeley CA, 94704 510.666.1010
LOS ANGELES 448 South Hill Street, Suite 512, Los Angeles CA, 90013 213.599.7670
BERKELEY 1900 Addison Street, Suite 200, Berkeley, CA 94704 510.666.1010
LOS ANGELES 448 South Hill Street, Suite 512, Los Angeles, CA 90013 213.599.7670
September 30, 2024
Jose D. Jimenez Director Economic and Community Development Department City of Azusa 213 East Foothill Boulevard Azusa, CA 91702
Subject: General Plan Update for the City of Azusa
Dear Mr. Jimenez,
On behalf of the Raimi + Associates, Inc. team, we are excited to present our proposal for the Azusa General Plan Update as a full-service consulting team that would handle all aspects of the General Plan Update. We understand that the City is seeking a collaborative and innovative partner to lead the project and help chart a course for the City of Azusa over the next generation. Our team, consisting of Raimi + Associates (R+A), Fehr & Peers (F&P), Keyser Marston Associates (KMA), Meridian Consultants, Atlas Planning Solutions (APS), Historic Resources Group (HRG), and Cultural Planning Group (CPG), is excited to partner with the City on this important endeavor.
Leading the project team is Simran Malhotra, AICP, Assoc. AIA, a principal at R+A and a well-rounded community planner and urban designer with decades of related experience. She will act as the main conduit for effective communication and collaboration throughout the project. Simran leads our Los Angeles office, located at 448 S Hill St Suite 512, Los Angeles, CA 94704. She can be reached via email at simran@raimiassociates.com or by phone at (213) 599-7671.
General Plans are the cornerstone of R+A’s community planning work, and we have led an impressive roster of them throughout the state over the past two decades. We have also worked on plans and code updates in many communities that are feeling the impact of the housing crisis. Our firm has a proven ability to develop creative housing solutions that balance the preservation of existing quality of life with the need to accommodate new development.
Together, our team of consultants has significant experience working within Los Angeles County, on projects such as the Culver City General Plan and Zoning Code Update, the Thousand Oaks General Plan Update, and the Palmdale General Plan Update. We have also completed general plan updates for similar jurisdictions facing issues akin to those of Azusa, such as Santa Maria, Ventura, Ojai, Indio, and Petaluma. Several team members also have recent or ongoing experience working in the City of Azusa.
Enclosed you will find all the materials and information requested in the RFP, including details on project staff, our related experience, our approach to the project, a detailed scope of work, and an estimated budget. This proposal is our initial attempt at meeting the objectives identified in the RFP. If the budget proposed is not in line with your expectations for the project, our team is happy to discuss our scope and budget assumptions and make any necessary changes to meet the City’s vision for the project.
On behalf of our entire team, we appreciate the opportunity to present our qualifications and ideas to the City of Azusa for this important project. We look forward to hearing from you about the next steps in the process.
Sincerely,
Principal/Vice President
Raimi + Associates 2 Azusa General Plan Update
Contents
A.Scope of Work and Expertise ...............................................................................................3
Project Understanding ............................................................................................................................ 3
Our Team’s Expertise ............................................................................................................................... 4
Technical Approach ................................................................................................................................. 6
Community Engagement Approach .................................................................................................. 8
Project Management Approach ........................................................................................................ 10
B.Prior Experience and Qualifications ................................................................................. 13
C. References ............................................................................................................................... 21
D.Team Organization .............................................................................................................. 27
E.Team Member Resumes ......................................................................................................... 31
F.Exceptions/Deviations ........................................................................................................... 38
Technical Exceptions ............................................................................................................................. 38
Contractual Exceptions ......................................................................................................................... 38
G.Scope of Work ...................................................................................................................... 42
Optional Tasks ......................................................................................................................................... 68
Assumptions for City Staff Support ................................................................................................. 72
Project Schedule ..................................................................................................................................... 73
H.Project Budget ...................................................................................................................... 77
Appendix A: Resumes .................................................................................................................... 83
Appendix B: Project Sheets .......................................................................................................... 119
Appendix C: Sample Scopes of Work ........................................................................................ 153
Raimi + Associates 3 Azusa General Plan Update
A. Scope of Work and Expertise
Project Understanding
The Community of Azusa
As a city nestled in the foothills of the San Gabriel Mountains, Azusa with its diverse populace has all the amenities needed for a high quality of life – a growing downtown, access to parks and nature, and a healthy and diversified economy with a mix of small businesses, support services, manufacturers, and large educational employers. Azusa feels like a small, safe, suburban town, and residents want to retain the city’s unique identity and values. Two Metro A Line Light Rail Stations connect the city to the rest of the Los Angeles basin, while easy vehicular access is provided via the 210 Freeway and the freeway system to Pasadena, Los Angeles, Orange County, the Inland Empire, and the Ontario International Airport, among other SoCal destinations. Highway 39 provides access to the newly designated San Gabriel Mountains National Monument to the north. Azusa Pacific University and Citrus College bring a college town vitality and activity to the city. The City’s residents are diverse mix of races and ethnicities, and varied income and age levels and are represented by a progressive City Council that reflects this diversity.
The General Plan Update
As a major undertaking, the City of Azusa is seeking to update its General Plan. Since the City’s General Plan was last updated in 2004, much has changed both in Azusa and the State in the last two decades. The goal of the General Plan Update is to come into compliance with extensive recent state legislation, implement the City’s 6th cycle Housing Element, and advance a citywide vision for the future that preserves the unique character of Azusa while addressing contemporary challenges and opportunities.
The City has identified the following eight “Big Ideas” for the General Plan Update. These Eight Reasons will help guide and shape future planning efforts and this project will look to enhance each of these through the introduction and incorporation of new big ideas.
• Growing Downtown
• Connected to SoCal
• Full Service City
• Progressive Decision Making
• Diverse Mix of Businesses
• Housing for All
• Young and Smart
• Gateway to Outdoor Recreation
City staff are looking for a partner to work closely with over the next two years. Not only will the consultant team be technical experts in the field of planning, but the team will also be specialists in inclusive, innovative, dynamic community engagement. The City is looking for a consultant team that can work effectively with all key stakeholders – the local business community, residents, elected officials, and City staff – to establish a vision and roadmap for Azusa as it changes and evolves. More specifically, in addition to the required OPR General Plan Guidelines and associated Technical Advisories, the City is looking to build upon existing City initiatives and introduce new big ideas which will focus on areas such as but not limited to the following:
• Healthy and Equitable Communities
• Design, Placemaking and Public Art
Raimi + Associates 4 Azusa General Plan Update
• Sustainability in land use and stewardship, along with creating an economically sustainable mix of residential, commercial, industrial and civic uses that support long-term fiscal health of the City.
• Economic Development and Workforce Development
• Mobility & Connectivity to better implement the vision for walkable areas and corridors, with an emphasis on complete streets and multi-modal means of navigating the city to better connect people to different places and spaces.
• Historic Preservation
• Clear Forecasting, Descriptions & Depictions of future development patterns and public realm character
• A strong and concise vision & clear, directive policies
• Developing a plan that is easy to read & navigate for the public and easy to implement, update and maintain as needed in the future.
As described in the following sections, the R+A Team is exceptionally qualified to assist the City achieve its identified objectives for the important project.
Our Team’s Expertise
R+A has assembled a nationally respected team of urban planners, economists, transportation planners, environmental professionals, and historic and arts planners to update the City of Azusa’s General Plan in two years. This team has worked extensively on similar projects, including multiple general plans and comprehensive plans throughout California and the rest of the country. Sections D. and E. of the proposal provides additional detail about our team and staff. Our team consists of
• Raimi + Associates (R+A), Prime consultants, project management, land use and urban design lead, environmental justice, and community engagement
• Fehr & Peers (F&P), Mobility and transportation
• Keyser Marston Associates (KMA), Market, economic development and fiscal policy
• Meridian Consultants (Meridian), Environmental review, technical elements
• Atlas Planning Solutions (APS), safety and hazards
• Historic Resources Group (HRG), historic preservation
• Cultural Planning Group (CPG), arts and culture planning
R+A has an extensive roster of General Plan Updates in urban, semi-rural, and suburban communities of various sizes across California. We understand the unique challenges facing Azusa and offer the City a full-service consulting team that would handle all aspects of the General Plan Update. We believe this approach would yield enormous benefits for the City, including:
• Limited pressure on City staff time. We understand that staff may encounter competing priorities that attract attention away from the General Plan Update. Our team approach would allow us to work efficiently and at times independent from staff, better enabling us to meet timeline constraints. Our team of consultants have availability and staffing resources to complete this project.
• Efficiencies gained by working with a team with pre-established relationships. The consultants on our team have previously worked with each other on recent planning projects throughout the State. In working with consultants we have history with, we know how to manage our team members to deliver high-quality work to the City on time and within budget.
• An internally consistent General Plan Update. General Plans are required by the State to be internally consistent, meaning Elements must not conflict with each other. In hiring our team to
Raimi + Associates 5 Azusa General Plan Update
handle all aspects of the General Plan Update, we will be well-positioned to deliver the City an Update that provides clear, complementary, and consistent policy direction across Elements.
The hallmarks of our firm and approach include:
Mission-driven: R+A is a mission-driven group of professionals, so we are selective about the type of work we choose to pursue, and we care deeply about the success, quality, and impact of every project. We consider a contract to be an ethically binding agreement to provide the services we promised and are known for going out of our way to do so, even when it requires extra effort or flexibility.
Knowledge of Place: For the Azusa GPU, we have assembled a team that knows the area. Many of our team members have worked in Azusa or the surrounding communities.
Technical Expertise: We bring impeccable professional credentials to the project. R+A is an established state leader in comprehensive planning and environmental justice, and our team includes experts in land use, community design, mobility, infrastructure, safety and hazards planning, arts and culture, historic preservation, and economic development.
Relationship-based: Just as importantly, we have well-established working relationships with our sub-consultants. Many of their staff have been at their respective firms for many years, and we have collaborated with them on a variety of projects.
Senior Leadership: The project will be led by a firm Principal, Simran Malhotra, who combines managerial expertise with advanced technical knowledge spanning a range of topics. Our subconsultants have also identified senior leadership as their key staff for the project. We will be actively involved in creating and coordinating the work you need, so you will get personalized service and commitment.
Partnership: We know from experience that management success depends on effective communication and a close working relationship between the consultant team and the client. Therefore, our goal is to form a seamless team with City staff, who have invaluable knowledge about the community, its stakeholders, and their vision. This approach works because our style is collaborative, personalized, flexible, and easy to work with.
Communication-focused: R+A regularly serves as the prime consultant for General Plans. Based on our experience, these projects require extensive hands-on management and close coordination with staff. In our experience, reserving biweekly meetings for open communication is critical to maintaining a strong working partnership. R+A also provides detailed monthly progress reports and budget status updates.
Authentic Engagement: Our approach is to “meet people where they are” by engaging a wide variety of residents and groups – not just those that are typically involved in planning – using methods that are convenient for them. We will develop a systematic outreach and engagement plan that outlines a transparent process, identifies key populations throughout the town to strengthen existing bridges between residents and decision-makers, and ensures that the community feels ownership of the plan moving into the future. Key is to use easy-to-understand materials and to offer a wide array of ways to participate in the process – social media, online surveys, large and small group meetings, and pop-ups at common community gatherings.
Build on Past Planning: Just as we start where stakeholders are, we will also start where the City is. The existing General Plan provides a solid foundation from which to build, and we will work with City staff to identify which parts should be retained and updated. Likewise, the City has been actively addressing priority issues and preparing plans, which we will thoughtfully integrate.
Raimi + Associates 6 Azusa General Plan Update
Quality Control: As the lead firm, R+A will review all documents related to the General Plan prior to submittal to the City for review. This will ensure a high level of quality and consistency across all documents.
Implementation-focused: We craft plans with the primary users in mind – lay community members, City staff and decision-makers, and property owners and development professionals. We will prepare an Azusa General Plan that articulates a compelling vision, provides precise policy direction, and prioritizes key implementation actions.
Technical Approach
The section below highlights key aspects of our team’s technical approach to the Azusa General Plan Update and project.
Establish Clear Document Organization
Azusa’s existing General Plan is organized into three themes or “Elements of Place”: Built Environment, Economy and Community, and Natural Environment. Within each theme, the General Plan covers State-required Elements (except for Environmental Justice) and optional topics. There are benefits to maintaining this approach: notably, a more customized General Plan tailored to the City’s needs. However, compared to a General Plan organized by Element, this approach can make it more difficult to find guidance relative to State-required Elements. Our team is open to maintaining this existing General Plan organization or proposing an updated General Plan organizational structure. Our approach is to collaborate with City staff to understand how they use and would like to use the General Plan to recommend a document structure.
Note that for the purposes of this proposal, we name Elements topically (e.g., Land Use) rather than by their organization in the existing General Plan.
Address New State Laws
Since the General Plan was last prepared, the State of California has implemented several new laws and regulations that require changes to general plans. Recent State laws, including but not limited to, SB 743, SB 932, AB 32, SB 1241, AB 1409, SB 1000, AB 747/SB 99, SB 379, and SB 1425 to name a few, require reconsideration of how the existing General Plan addresses transportation impacts, climate change, hazards, environmental justice, evacuation, climate adaptation and resiliency, and open space. In addition, in recent years, State law has significantly impacted how housing is addressed in General Plans, including but not limited to: SB 330, SB 166, SB 35, and revisions to the Housing Accountability Act. These laws, among others, impact consistency between general plans and zoning, density bonuses, parking standards, and missing middle housing. Our approach is to carefully review the existing General Plan for consistency and address new State requirements in the General Plan Update to ensure the City has a fully compliant document.
Use a “Place-Based” Approach for the General Plan
R+A structures General Plan processes and content based on the specifics of the place, recognizing that each area of the city is unique and serves a specific role in the community. Building on the current General Plan, our approach will subdivide Azusa into geographic components – the community’s neighborhoods, corridors, centers, and districts. The General Plan Team will then work with the community to identify where change should and should not occur over the time horizon of the Plan. The process will also determine where a clear vision has already been developed (e.g., many Specific or Master Plans) and
Raimi + Associates 7 Azusa General Plan Update
which areas require re-envisioning. This “place-based” structure will form the basis for alternative analysis and then specific goals, policies, and programs to be included in the General Plan update.
Identify Growth Areas and Evaluate Impacts Using UrbanFootprint
A critical aspect of the project will be to identify appropriate locations for any new development and to evaluate the community-wide impacts of growth. To better understand the impacts of development, R+A will use the UrbanFootprint modeling platform. This tool includes a plethora of up-to-date data sources and advanced analytics that models the impacts of each development scenario on a range of environmental, health, transportation, and quality of life outcomes. The tool will be used to understand and communicate various impacts and benefits of different development scenarios quickly and easily. The data can also be used to help support the environmental review process.
Focus on Environmental Justice, Health, and Equity
R+A will conduct a disadvantaged communities’ assessment that aligns with the guidance identified in the General Plan Guidelines and recent guidance released in July 2020 by California’s Office of Planning and Research. R+A will prepare an Environmental Justice Element consistent with the requirements of Senate Bill (SB) 1000. The preparation of a stand-alone Health and EJ Element demonstrates a strong commitment to achieving environmental justice goals. Collecting EJ-focused policies in one place can make implementation easier and help jurisdictions address EJ-related issues more directly. The scope of work includes the incorporation of policies that: (a) reduce the environmental health impacts that adversely affect residents in disadvantaged communities; (b) include residents of disadvantaged communities in the decision-making process; and (c) prioritize improvements and projects in disadvantaged communities.
Update the Safety Element to Encompass all Natural and Human-Caused Hazards
The Safety and Hazards Element of a General Plan addresses a wide range of natural and human-caused hazards and consists of goals and policies aimed at reducing the risks associated with these hazards, such as loss of life, injuries, property damage, and economic losses. Our team will update and expand upon existing elements to address State law and provide innovative ideas to address hazards facing Azusa.
Tailor State Requirements to the Local Mobility Context
The Circulation/Mobility Element update for the Azusa General Plan update will reinforce the future vision of the city and include the development of a multimodal transportation system that reinforces the needs of the city, is fundable, is implementable, and provides CEQA streamlining for future development. Fehr & Peers will leverage the data in the City’s 2022 “Azusa Walks” – Pedestrian Master Plan to enhance pedestrian connections between existing and future people-centered destinations in the city. The roadway system will be thoroughly studied to ensure a functional and operational roadway network that supports the movement of both goods and people, provides balance with State vehicle-miles traveled mandates, and provides safe evacuation routes in the case of emergency. The transportation strategy for the city in the General Plan update will continue to maintain the “Azusa way of life” and connect residents, employees, and visitors with multiple options for travel to and from destinations throughout the city.
Use Market Economics to Inform the Plan and Drive Implementation
We understand the importance of integrating market-based analysis and economic forces into the planning process. Accordingly, we will prepare a market study that identifies trends and opportunities, ensures that land use concepts and alternatives being considered are realistic and achievable, and provides an analytical basis for an updated economic development element. This work will identify the long term fiscal impacts of the preferred alternative and prepare quantitative support for proposed general plan goals, policies, and implementation actions.
Raimi + Associates 8 Azusa General Plan Update
Focus on Implementation
For a General Plan to be successful, time must be spent determining how the vision and concepts will be implemented over time. We believe that this can be done in two steps. The first step is to clearly write specific goals and policies. Too often we see plans with vague policies that do not provide specific guidance. Further, policies in one part of a plan often contradict policies in another part of the plan, leading to confusion during implementation. We pride ourselves on writing clear policies and checking the plan for internal consistency to ensure City staff has clear, non-conflicting direction they need to implement the Plan.
The next step involves developing a detailed and action-oriented implementation program. Unlike policies (which are implemented on an ongoing basis), programs, actions, and physical improvements are typically implemented only once. Thus, the implementation program becomes a checklist of activities for the City, and each identifies the responsible party, the time period for implementation, and (if available) the cost in staff time or financial resources. While there are many ways of incorporating implementation into a General Plan, we propose incorporating a summary implementation plan at the end of the document for ease of finding information about all the implementation activities in one location.
Create a User-Friendly Plan
General Plans need to strike a balance between being a technical document that is used on a day-to-day basis by City staff and elected and appointed officials to guide decision-making, and a visionary document used by the public to understand the long-term vision and direction of a community. This balance is often difficult to achieve. For the Azusa General Plan update, we are proposing to create a summary chapter that describes the overall vision, guiding principles, and general direction and then follow up with more detailed, content-specific chapters that are used by policymakers. As part of this “setting the stage,” it is important to tell the story of the plan so that there are clear threads between the vision and the detailed policies and programs. Finally, creating a document that is richly illustrated, well designed, and optionally includes an interactive online version makes the document more accessible to the public.
Community Engagement Approach
We understand that the City hopes to deeply engage its close-knit community in a meaningful discussion about balancing quality of life, housing, economic development, sustainability, and more. We believe that one of the most critical aspects of a General Plan update is to effectively involve the community in the decision-making process. Our approach is to “meet people where they are” by engaging a wide variety of residents and groups with a stake in General Plan outcomes.
R+A will lead the community engagement effort for the General Plan Update process. The primary goal of the outreach process will be to listen, inform, and translate the community’s opinions into General Plan policy and strategies to shape the future direction of the city. We will develop a systematic Engagement Strategy and Plan that outlines a transparent process, identifies key populations throughout the city to strengthen existing bridges between residents and decision-makers, and ensures that the community feels ownership of the Plan moving into the future.
Our engagement philosophy for this General Plan Update centers on the following key values:
• Gathering input from a diversity of community members, especially those who have not
participated in the past.
• Offering a wide array of ways to participate in English and Spanish.
Raimi + Associates 9 Azusa General Plan Update
• Promoting a culture of dialogue between community members and the City through a transparent
process.
• Systematically analyzing community input and then incorporating that input into the plan.
• Tracking the progress of engagement over time and adjusting engagement activities if needed.
• Ensuring engagement materials are visually attractive and easy-to-understand.
Our key outcomes for the engagement process include:
• Building long-term capacity among the public by educating residents on the planning process and
how to stay involved with decision-making.
• Generating community buy-in and investment in the Plan, to see it through implementation.
• Developing a consensus-based plan that balances the needs of people who live, work, go to school in, and recreate in Azusa.
The following are the specific engagement activities proposed for the General Plan Update. It is important to note that this is our preliminary list of activities, and we expect that this will be tailored during the scoping phase and then modified as specific opportunities for engagement arise during the Update process.
• Project-specific website that is home to all materials related to the Azusa General Plan Update
• General Plan Advisory Committee meetings
• Community workshops
• Online surveys
• Pop-Up Workshops
• Environmental Justice Engagement
• Optional Task: Stakeholder Interviews
• Optional Task: Project Factsheet Descriptions of general plan engagement strategies R+A has led for other communities are described below.
Culver City General Plan Update
R+A led a team of consultants to update the City of Culver City’s General Plan Update, Zoning Code, and EIR. Located in the heart of the Los Angeles Metropolitan Area, Culver City has established itself as a vibrant community with a high quality of life, thriving arts and cultural community, and easy access to transit. However, the City faces many challenges as it looks towards the General Plan horizon year of 2045, including housing affordability, sustaining arts and culture, improving the mobility network, and enhancing climate resilience. R+A deeply engaged the community to understand its priorities related to these topics and more. Highlights of R+A’s engagement approach included a speaker series, an interactive project website, 22 stakeholder interviews, 18 General Plan Advisory Committee meetings, 20 meetings with six topic-specific technical advisory committees, 13 community workshops, pop-up workshops, six online surveys, and meetings with decision-makers. The result of this robust engagement is the community-guided Final General Plan, adopted in 2024, that will shape a more resilient, equitable, and connected Culver City.
• Project Specific Website: PictureCulverCity.com
Raimi + Associates 10 Azusa General Plan Update
• General Plan: Final Adopted General Plan
• General Plan Community Engagement History: PictureCulverCity.com/GP-engagement
Petaluma General Plan Update
Located in Sonoma County, Petaluma is a vibrant river town known for its historic neighborhoods, agricultural traditions, and preserved open spaces. The city is divided in two by the Petaluma River, so the community engagement process was focused on uniting residents of different halves of the city and forming a united vision for the General Plan Update. R+A identified community priorities through an engagement process consisting of surveys, community workshops, pop-up events, and board and commission meetings. There was a specific focus on conducting targeted Spanish language engagement by offering interpretation at almost all GPAC meetings and workshops and dedicating a focus group to the Spanish-speaking population during the visioning phase. In efforts to cultivate engagement amongst the city’s sizable youth population, R+A and planning staff also implemented a youth visioning survey. With the recent release of the element policy frameworks of the general plan, the City and R+A staff will be putting together a General Plan Festival in May to bring the whole community together for feedback on the public draft of the General Plan.
• Project Specific Website: PlanPetaluma.org
• Public Draft General Plan Policy Frameworks: PlanPetaluma.org/policy-frameworks
• 2020-2021 Engagement Summary Matrix: Community Engagement Summary Matrix
Project Management Approach
At R+A, we specialize in managing large, complex projects like the Azusa General Plan Update. We regularly serve as the prime consultant for comprehensive General Plan Updates and are very comfortable leading interdisciplinary projects with large teams and multi-year schedules. Our approach includes the following key elements:
Demonstrated Commitment and Leadership
Commit to the Project
R+A is a mission-driven group of professionals. We are selective about the type of work we choose to pursue, and we care deeply about the success, quality, and impact of every project we agree to complete. When you hire R+A, you get a dedicated partner, and your projects are our top priority. We consider a contract to be an ethically binding agreement to provide the services we promised and are known for going out of our way to do so, even when it requires extra effort, flexibility, or coordination on our part. We have built our national reputation on delivering the highest quality work products and deliverables.
Rely on Senior-Level Experience
The project will be led by senior leadership who combine managerial expertise with advanced technical knowledge spanning a range of topics. We understand how to produce the highest quality deliverables, efficiently facilitate the workflow, and meaningfully engage stakeholders along the way. Simran Malhotra, the Principal and Project Manager we have put forth in this proposal, will be heavily involved in creating and coordinating the work you need. You will get personalized service and commitment, not a rotating cast of unfamiliar project managers.
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Work Closely as a Team
Leverage the Value of Teamwork
Complex planning projects require extensive hands-on management and coordination of staff and sub-consultants working across a wide breadth of topics through each phase of the project. Simran, R+A’s Principal-in-Charge and Project Manager, knows how to elicit efficient, thorough, and thoughtful work from our team and staff by creating and maintaining a collaborative work environment. This approach works because of our well-established relationships with our sub-consultants.
Work as an Extension of Staff
We know from experience that management success turns on effective communication and a close working relationship between the consultant team and the client. Therefore, our goal is to form a seamless team with Azusa staff, who have invaluable knowledge about the community and their vision. This approach works because our style is collaborative, personalized, flexible, and easy to work with. As a result, we have developed strong long-term relationships with clients throughout the state and across the country. R+A will commit to bi-weekly check-ins with core City staff to share ideas and create solutions to complex planning challenges.
Establish Clear Management Protocols
Communicate Roles and Responsibilities
We believe in the importance of establishing clear roles and responsibilities so that City staff and sub-consultants understand where they fit into the larger picture during each phase of the project. Specifically, we will identify primary responsibilities for technical analysis, product development, coordination, key interfaces, and decisions. A clear picture of accountabilities and relationships will help the project team work efficiently, reducing the time a project manager must spend revisiting and clarifying basic responsibilities.
R+A will use several tools to ensure that roles and responsibilities during each phase of the project are apparent to all team members. A project organization chart will show the positions within each working group and how they fit within the project structure. Finally, the Scope of Work will identify the specific work products that individuals and working groups are responsible for during each phase of the project.
Manage Workflow
Our internal management processes ensure that resources are being activated and focused per the project scope to ensure maximum value and efficient delivery. Critical to our internal management processes are creating and maintaining an up-to-date work plan and a project schedule:
• Work plan. Day-to-day operations are guided by the project work plan. The work plan translates the work breakdown structure and project schedule into a table showing specific tasks, work products, task leads, due dates, and task status. The work plan will be a living document, updated throughout the General Plan Update process.
• Project schedule. The project schedule transposes the work breakdown structure onto the project timeline. It specifies timeframes for project work product development, client review, community engagement, and meetings. The project schedule will be updated, as needed, throughout the project.
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Ensure Quality Control
Quality control and quality assurance (QA/QC) procedures are ingrained in our production of technical materials as well as in our review and refinement of sub-consultant work. The protocols conclude with the systematic, independent review of deliverables by qualified professionals not directly involved in production.
Efficiently Manage Budget
We begin every project by reviewing and confirming the budget with our clients. As the project work plan and schedule are refined, we sometimes suggest budget adjustments between tasks to align production and resource allocation. Once we commit to a project budget and scope, our practice is to not return to the client with requests for budget amendments or expansions.
Our project managers, staff, and sub-consultants are aware of task budgets before beginning any task, ensuring that the planned level of effort and work approach is supported. R+A uses Ajera software for internal monitoring and management of projects, which provides us with real-time snapshots of staff time spent and task and subtask budget status by percentage complete. Monthly, our project managers review budgets and sub-consultant invoices to ensure that the work completed is consistent with the hours and costs being charged and with the budget.
Administratively, we have a well-established timesheet, billing, and invoicing system with multiple interim internal deadlines each month for registering timesheets, receiving sub-consultant invoices, ensuring quality control, and creating and distributing invoices as quickly as possible. Similarly, we have a well-established system for receiving and processing contracts and contract amendments.
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B. Prior Experience and Qualifications
The R+A Team has long-reaching qualifications related to General Plan Updates and Environmental Impact Reports. The section below highlights our team members’ previous experiences as they relate to the Azusa General Plan Update and showcases our credentials. At the end of this proposal are detailed project summary sheets that provide greater insight into our team’s past work and illustrate how we are uniquely qualified to assist the City of Azusa with the General Plan Update project.
Raimi + Associates
R+A has a long and extensive history of managing and developing holistic and implementable general plans. Below, is a list of R+A’s general plan experience, at a high level. Following the list, are descriptions for some of our recent General Plan projects. Links to team scopes for three projects are also included.
Comprehensive General Plan Updates
• Beaumont General Plan Update
• Coachella General Plan Update
• Culver City General Plan Update
• East Palo Alto General Plan
• Hermosa Beach General Plan
• Indio General Plan Update
• Marina General Plan Update
• Mountain View General Plan
• Ojai General Plan Update
• Palm Desert General Plan Update
• Palmdale General Plan Update
• Petaluma General Plan Update
• Santa Maria General Plan Update
• Seaside General Plan
• South Gate General Plan & Form-Based Code
• South San Francisco General Plan
• Thousand Oaks General Plan Update
• West Hollywood General Plan
• Ventura General Plan Update
Focused General Plan Updates
• Los Angeles Health Element (Plan for a Healthy
L.A.)
• Riverside County Healthy Communities Element
• Santa Clara County General Plan Health Element
• Santa Monica Land Use and Transportation
Elements
• Ashland and Cherryland Community Health and
Wellness General Plan Element
• Loma Linda Environmental Justice Element
• Lynwood Safe and Healthy Communities
Element
• Delano Health and Sustainability Element
• El Monte Health and Wellness Element
• Healthy Community Element, Murietta
• Cathedral City General Plan Update:
Sustainability Plan
• Berkeley Housing Element
• Milpitas Housing Element
Palmdale General Plan Update
R+A led an interdisciplinary team of consultants in updating the City of Palmdale’s General Plan and preparing the associated PEIR. The goal of Palmdale 2045 is to provide decision-makers, City staff, and the community with a General Plan that aligns with community values and is responsive to market opportunities. The Plan focuses on key priorities including a unified and welcoming community, active and vibrant places, diverse and high-quality jobs, a resilient local economy, safe and healthy places to live and work, high-quality medical and mental healthcare, housing options, high-quality education, preserving the beautiful natural setting, and being at the forefront of transportation innovations.
Link to the E-Plan | Link to the Adopted General Plan | Link to Team Scope
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Beaumont General Plan Update
R+A led a team in preparing an award-winning, comprehensive update to the City of Beaumont's General Plan. Beaumont received a long-range plan that charts the city’s future, while integrating sustainability, economic growth, fiscal transparency, and accounting for the impacts of projected population growth. The city is located at the intersection of Interstate 10 and State Route 60 in the westernmost portion of Riverside County. The General Plan embraces the community's small town feel and rural mountain setting, while positioning the city to enhance and revitalize existing commercial corridors and residential neighborhoods. The Plan also sets a framework for enhancing connectivity to the Potrero Reserve and management of habitat conservation areas within the planning area. The General Plan was the winner of the 2021 APA California: Comprehensive Plan Award – Small Jurisdiction.
Link to the Adopted General Plan
Thousand Oaks General Plan Update
R+A led a team of consultants in preparing a comprehensive update to the City of Thousand Oaks' General Plan. The General Plan was largely from the 1970's, the original Development Plan for the city. The Updated TO2045 is intended to address issues of preserving the city’s small-town character and beloved open space, strategically siting targeted growth, support changing community demographics, while maintaining levels of expected public services and economic prosperity.
Link to the General Plan | Link to Team Scope
South San Francisco General Plan Update
R+A led a multi-disciplinary team of consultants to prepare comprehensive updates for the City's General Plan, PEIR, and Zoning Code. Through a robust and inclusive community engagement process, the City and its partners engaged residents in a meaningful discussion about balancing economic development, sustainability, and quality of life. The General Plan Update covers a broad range of topics, including Land use + Community Design, Mobility + Circulation, Housing, Economic Development, Social Equity, Parks + Recreation, Conservation + Open Space, Public Facilities, Services + Infrastructure, Noise, Sustainability + Climate Change Adaptation, and Community Safety + Public Health.
Link to E-Plan | Link to Team Scope
Santa Maria General Plan
R+A is leading a team of consultants to comprehensively update the City of Santa Maria’s General Plan and prepare an PEIR. The City of Santa Maria offers a suburban community lifestyle with fertile agricultural lands in the Santa Maria Valley. Santa Maria is the most populous city in Santa Barbara County, and is a city with a vibrant history, unique cultural identity, and a strong arts community. The city has a community of diverse residents, including a seasonal labor force and vibrant Mixtec community. The General Plan update is a bold step towards realizing a bigger vision for Santa Maria and will set a blueprint for future of development and growth in the city and potential areas of annexation outside the city, balancing existing economic development and fiscal issues, future growth alongside environmental protection and preservation of agricultural land, neighborhood and corridor revitalization, and critical social issues, including changing demographics, housing pressures, environmental justice, and climate change.
Link to the Land Use and Community Design Existing Conditions Report
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Fehr & Peers
City of Azusa TOD Specific Plan
Fehr & Peers was part of a team working on the City of Azusa TOD General
Plan/Development Code Update and Specific Plan Project. Fehr & Peers
used empiric and relevant background data to develop an analysis of the existing transportation network and access conditions within a ¼-mile of
the future Gold Line Alameda Avenue Station and the Citrus Avenue Station
TOD areas. The analysis considered multimodal transit service needs at the
stations, documenting existing bus service, pedestrian access, and bicycle
facilities. F&P qualitatively reviewed access and mobility conditions and
potential constraints at the five TOD opportunity sites in the Alameda
Avenue Station TOD area, and the opportunity site in the Citrus Avenue
Station TOD area. We also conducted a parking analysis of the study area. For the Specific Plan, based on the analysis of existing mobility conditions, and an evaluation of mobility
changes associated with the introduction of the Metro Gold Line, Fehr & Peers developed a recommended mobility strategy for the TOD station areas. Finally, a CEQA-compliant environmental analysis was performed
for environmental clearance of the proposed Specific Plan.
Culver City TDFM & General Plan Update
Fehr & Peers is developing Culver City’s TDFM to reflect the existing condition of land use data, traffic counts, updated regional data from the SCAG 2020 RTP update, and current roadway conditions. The model will be used as a tool in the evaluation of the General Plan Mobility Element land use scenarios and transportation system alternatives, development projects, and the City’s mobility fee program.
This effort included specific trip generation studies, development of CEQA SB 743 metrics and thresholds options, culminating in the development of new citywide traffic study guidelines and a VMT calculator. The final element of the project involved the development and implementation of a citywide mobility improvement fee program that was adopted by City Council in 2021. The travel model has subsequently been used for analyzing the draft General Plan Land Use and Mobility Element, with Fehr & Peers responsible for analyzing the transportation impacts and preparing the CEQA transportation analysis.
SGVCOG San Gabriel SB 743 Implementation & Web-Based VMT Analysis Tool
Fehr & Peers led the SB 743 Implementation for the San Gabriel Valley Council of Governments (SGVCOG), which was funded by 26 of the 30 participating cities. This process entailed an educational workshop that explained the regulatory background and new requirements for assessing transportation impacts; large and smaller group web-based presentations/calls to review methodologies and threshold options and answer questions; project testing of 22 real projects to demonstrate how the new law effects project review; support at 26 Planning Commission and/or City Council hearings; preparation of transportation impact guidelines that contain both VMT analysis for CEQA, as well as operational LOS analysis (non-CEQA) per the cities’ entitlement process; and, developed a web-based VMT screening tool with city-specific baselines and significance thresholds and VMT reduction strategies for assessing a project’s potential VMT impacts. Near the completion of this project, one additional city opted into this process under a separate contract (City of San Dimas).
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Keyser Marston Associates
Brookhurst Corridor Study
Following the official recognition and designation of the Little Arabia District in 2022, KMA was part of a team of consultants working with the City of Anaheim and local residents to develop a comprehensive analysis of the Brookhurst commercial corridor and determine appropriate regulatory frameworks to meet the needs of residents and enhance opportunities for local enterprises and future commercial development. KMA prepared a market analysis of local demographics, employment, the existing commercial market, and potential market opportunities.
Link to the Study
West Gateway Entrada Study
Initiated in 2019 and currently being updated, KMA prepared a market study for the West Gateway project a 14 acres site in Downtown Long Beach. KMA performed a market analysis of local demographics, employment and market performance for retail, office, residential and hospitality uses; identified market-supported development scenarios, including zoning, mix of uses and affordability; evaluated project feasibility and identified appropriate funding sources and development alternatives; evaluated the implications of replacing parkland; and assisted in developing a disposition strategy considering Surplus Land Act (SLA) implications and appropriate processes (RFI/RFQ/RFP).
City of Chino General Plan Update
As part of a team of consultants working with the City of Chino to update the City’s general plan. KMA performed a market analysis of local demographics, employment and market performance for retail, office, industrial, residential and hospitality uses; evaluated market opportunities for catalytic sites and prepared an inclusionary housing plan.
Link to the Study
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Meridian Consultants
Azusa Light & Power Water Tank Replacement Project
This improvement project includes demolition of an existing 2.5 million gallon water tank with a new 4.0 million gallon water tank. This project earthwork and grading, the construction of the new concrete tank including associated roof hatches, vents, stairs, piping, valves, electrical conduits, wiring, the repair or replacement of damaged appurtenances as required, and the demolition and removal of the 2.5 million gallon tank with relocation of the existing overhead power line to run underground and around the new tank site. Meridian Consultants prepared Categorical Exemption documentation demonstrating that this project met the eligibility criteria for the Class 1, Class 2, and Class 3 Categorical Exemptions and is exempt from the requirements from the requirements for environmental review under the California Environmental Quality Act.
Azusa Pacific University Specific Plan
The Azusa Pacific University Specific Plan includes a master plan for the two nearby sites, referred to as the East and West Campuses, which make up the main university campus in Azusa. The Specific Plan defines of a series of projects for both campuses involving demolition of some existing buildings, development of new buildings, renovation of several existing buildings, modifications to circulation, access and parking, and modification and expansion of other campus infrastructure. The development allowed by this Specific Plan is intended to accommodate a projected enrollment of approximately 8,500 students at the main campus. A comprehensive EIR was prepared for this specific plan project.
Needles Land Use and Transportation Element Update
Meridian Consultants prepared California Environmental Quality Act documentation for the update of the Land Use and Transportation Elements of the City of Needles General Plan. a Mitigates Negative Declaration.
The Land Use and Transportation Elements form the backbone of the City’s general plan and guide the long-term growth and improvement of the Needles community. These key elements of the General Plan were updated to guide the City’s growth and development through 2040. The City also created a single-map system that bring its General Plan and Zoning maps into consistency, introduce mixed-use development into the City’s downtown and create a Downtown (DT) land use designation and corresponding changes to the Development Code.
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Atlas Planning Solutions
2023 Ontario LHMP Update, EOP Update, and Evacuation Assessment
Atlas Planning Solutions recently updated the 2018 City of Ontario LHMP. This update focused on re-prioritizing plan goals and mitigation actions. As part of the update, the City and APS collaborated on revisions to mitigation actions and priorities to ensure future actions were implementable, which was a big concern for the City. As part of this effort, our team is also updating the City's Emergency Operations Plan. As of October 17th, 2023, the plan was one of the first in the region to be reviewed under the new guidance and regulations and has completed the FEMA review process with only minor revisions. This plan is considered to have entered the Approval Pending Adoption (APA) status. The Ontario plan is one of the first LHMPs to be approved under the 2023 updated FEMA guidance and regulations.
2022 Anaheim LHMP Update, Safety Element Update, and Climate Adaptation Vulnerability Assessment
Atlas Planning Solutions recently updated the 2017 City of Anaheim LHMP. This update focused on re-prioritizing plan goals and mitigation actions. As part of the update, the City and APS collaborated on revisions to mitigation actions and priorities to ensure future actions were implementable, which was a big concern for the City. As part of this effort, Atlas Planning Solutions updated the City's General Plan Safety Element (adopted on 1/10/2023), addressing climate adaptation and evacuation concerns. This plan was approved in May 2022 and received zero comments from FEMA during their review. This project was completed on time and within the original budget.
2021 County of Mendocino Safety Element Update, LHMP Update, and Climate Adaptation Vulnerability Assessment
Atlas Planning Solutions led a multi-disciplinary team that updated the Mendocino County Multi-Jurisdictional Hazard Mitigation Plan and General Plan Safety Element and prepared a Climate Adaptation Vulnerability Assessment. This update focused on recent wildfire incidents that have occurred within the region in the past three years, as well as the changing regulatory requirements necessary to ensure compliance with state law. Both the MJHMP and Climate Adaptation Vulnerability Assessment provide the foundation for goals and policies that the County and Cities will implement in the future, as well as mitigation strategies to further reduce potential hazards in the near term.
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Historic Resources Group
SurveyLA: Los Angeles Citywide Survey and Historic Context Statements
Historic Resources Group played a significant role in the City of Los Angeles’s groundbreaking “SurveyLA,” the first comprehensive program to identify potentially significant historic resources throughout the city. Partially funded by a grant from the J. Paul Getty Trust, SurveyLA gathered baseline information on potential historic resources to inform planning decisions and support City policy goals and processes. Unprecedented in its scope and breadth, SurveyLA covered over 880,000 land parcels distributed over wide-ranging and varied geographies. This City-led effort required the development of historic contexts, extensive public outreach, multiple field teams, expert peer review, and the development of proprietary software for the recordation of field data.
HRG was involved in all phases of the SurveyLA effort, taking responsibility for portions of the historic context that provided the basis for the survey, and helping to develop eligibility standards to aid in the evaluation of properties. HRG conducted pilot surveys to test the field guide methodology and proprietary technology, and spearheaded public outreach efforts that included the development of a web-based guide to public participation.
Link to Survey
University of Southern California (USC) Historic Preservation Consulting
HRG has provided historic preservation consulting services to USC since 2010, including the creation of USC’s most recent Master Plan to guide campus development through 2030. Services included CEQA environmental review and assistance during the entitlement process. The project included the development of a new approach for the management of historic resources in large projects, called the Adaptive Mitigation Management Approach (or AMMA), which provides guidance for future growth under the master plan, and includes the identification of historic resources, design guidelines, and recommendations for maintenance and rehabilitation for all historically significant buildings on the USC campus.
As part of the Master Plan, HRG authored City of Los Angeles Historic-Cultural Monument and National Register nominations. In addition, HRG has provided architectural consulting services for several campus projects including the renovation of Olin Hall, the adaptive reuse of Stoops Library as a faculty club, the University Religious Center Seismic Rehabilitation, the renovation of Heritage Hall, and the rehabilitation project for Memorial Coliseum.
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Los Angeles World Airports (LAWA) Historic Preservation Consulting
Careful planning was required to recognize the airport’s rich history while accommodating necessary facilities upgrades to meet current and future needs. HRG has successfully worked with the airport since 2014 for multiple contractors to identify historic resources located on the airport site, conduct environmental review under CEQA, NEPA and Section 106 for multiple projects, and prepare a comprehensive Preservation Plan to guide the preservation of historic resources. In addition, HRG has prepared Historic Structure Reports for the Theme Building and the ATCT (Air Traffic Control Tower).
The vital need for improvements to accessibility and traffic flow at the airport were the impetus for the Landside Access Modernization Project (LAMP). Historic Resources Group assisted the environmental review process by developing the project description, evaluating impacts and mitigation, provided ongoing GTP Consultant and Agency Coordination, and with the Preliminary Draft Environmental Assessment, and the Draft Environmental Assessment.
Cultural Planning Group
Culver City General Plan Update - Arts, Culture & Creative Economy Element
As part of the R+A general plan team, CPG prepared the arts, culture, and creative economy element for the City of Culver City. Culver City is distinguished in part by a robust arts community linked to one of the highest concentrations of creative economy industries in the U.S. Fully one-third of all jobs in Culver City are in creative occupations. The plan focused on city support for arts and culture, while integrating economic development for the creative economy. Key issues addressed include the rising cost and scarcity of affordable creative spaces, recognizing and leveraging the population of creative workers, and structural funding challenges for the arts.
Link to the Plan
Thousand Oaks General Plan Update - Arts, Culture Element
As part of the R+A general plan team, CPG prepared the arts and culture element for the City of Thousand Oaks. Building on the city’s world-class cultural facilities and vibrant arts scene, the plan focused on expansion of city leadership to better meet the current and future cultural priorities of the community. Key issues addressed include public art, cultural programing throughout the community, and sustainable funding for the arts.
Link to the Plan
Santa Ana Arts Future – Arts & Culture Master Plan
CPG developed Santa Ana’s first arts and culture master plan. The plan addressed the role of city government in arts and cultural leadership and led to the establishment of the city’s Office of Arts and Culture. This majority-Latino community has a rich collection of community-based and grassroots arts and cultural organizations and events, and abundant opportunity for growth and development of the arts sector.
Link to Plan
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C. References
The following section highlights our team’s respective references.
Raimi + Associates
Project Name Role on Project Contact Information Timeline
Palmdale General Plan Update
R+A served as the Prime consultant on the comprehensive General Plan Update project. See the attached project sheet for more details.
Megan Taggart, Deputy Director of Economic and Community Development
City of Palmdale
mtaggart@cityofpalmdale.org 661.267.5213
2019-2022
Beaumont General Plan Update
R+A served as the Prime consultant on the comprehensive General Plan Update. Downtown Plan and Focused Zoning Code Update project. See the attached project sheet for more details.
Christina Taylor, Deputy City Manager City of Beaumont Ctaylor@beaumontca.gov
951.572.3212
2016-2021
Culver City General Plan and Zoning Code Update
R+A served as the Prime consultant on the comprehensive General Plan Update project as well as the Zoning Code Update. See the attached project sheet for more details.
Troy Evangelho, Advance Planning
Manager
City of Culver City Troy.Evangelho@CulverCity.org 310.253.5744
GPU: 2019-2024
ZCU: 2023-2024
Santa Maria General Plan Update and Objective Design Standards
R+A serves as the Prime consultant on the comprehensive General Plan Update project.
Dana Eady, Planning Division Manager, and City’s Project Manager for the
General Plan City of Santa Maria
deady@cityofsantamaria.org
805.925.0951
GPU: 2019-present
ODS: 2023-present
Fehr & Peers
Project Name Role on Project Contact Information Timeline
City of Rolling Hills Estates 2040 General Plan
Fehr & Peers helped the City of Rolling Hills Estates develop their Mobility Element as part of their 2040 General Plan Update. F&P modified the regional travel demand model
Jeannie Naughton, AICP Community Development Director
jeannien@rollinghillsestatesca.gov
310.377.1577 ext.115
July 2019 - ongoing
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information and analyzed the General Plan’s buildout scenarios using the new CEQA VMT metrics.
City of Carson 2030 General Plan Update
Fehr & Peers assisted with the Carson 2030 General Plan Update. Fehr & Peers completed the existing conditions review, including data collection and analysis, with particular attention to multimodal transportation and goods movement in the City of Carson.
Saied Naaseh
Director of Community Development
snaaseh@carsonca.gov 310.952.1770
August 2017 - April 2023
2021-2040 Envision Whittier General Plan
Fehr & Peers assisted the team with the Envision Whittier General Plan Update. The team worked to complete the Circulation Element and CEQA analysis, with an emphasis on leveraging the future L Line (formerly Gold Line) Station, capturing opportunities to make travel more efficient with new development reducing vehicle miles traveled (VMT), enhancing multi-modal transportation and facilitating the movement of people in the City of Whittier.
Kyle Cason, PE
Director of Public Works kcason@cityofwhittier.org
562.567.9500
July 2017 - May 2022
Keyser Marston Associates
Project Name Role on Project Contact Information Timeline
City of Anaheim On-Call/General Services
KMA serves as an economic consultant on the City of Anaheim’s bench, providing advisory services for a variety of real estate and capital improvement projects, as well as economic and affordable housing services for former redevelopment agency projects.
Sergio Ramirez, Economic Development
Department Director City of Anaheim
(714) 765 - 4627
sramirez@anaheim.net
1997-present
City of Long Beach Economic Services for Entertainment, Housing &
KMA serves as an economic consultant on the City of Long Beach’s bench, providing ongoing assistance on a variety of real estate projects ranging from large scale retail entertainment projects, repositioning of retail centers,
Mary Torres, Real Estate Development
Bureau Manager City of Long Beach
(562) 570 - 6846
mary.torres@longbeach.gov
1997-present
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Commercial Projects industrial and marina ground leases, and hotels. KMA served as the real estate member of the negotiating team for the development of the Pike retail project at Queensway Bay through a State Tidelands lease and development assistance was provided through a public financing of the parking structure.
City of Palm Desert Annexation Fiscal Impact Analysis
KMA served as an economic consultant for the City of Palm Desert to estimate net general fund revenues that would be generated by the full-build out of a proposed annexation. KMA previously performed market analyses for different entertainment and hospitality projects for the City, as well as other fiscal impact analyses.
Eric Ceja, Economic Development
Department Director City of Palm Desert
(760) 346 – 0611 x384 eceja@palmdesert.gov
November 2023 – June 2024
Meridian Consultants
Project Name Role on Project Contact Information Timeline
City of Needles Land Use and Transportation Element Update
Meridian Consultants prepared a Mitigates Negative Declaration.
Patrick Martinez, City Manager City of Needles
(760) 326-2113 ext. 113 pmartinez@cityofneedles.com
2022-2023
Norco General Plan Update Meridian Consultants is preparing a Program EIR for the comprehensive update of the City’s General Plan.
Jean Ward, Planning Division Manager,
Director of Community Planning Services, Civic Solutions and City’s
Project Manager for the General Plan Update Civic Solutions
(949) 489-1442 ward@civicsolutions.com
2023-present
General Plan Update EIR Addendum for University Park Specific Plan Project
Meridian Consultants prepared an Addendum to the City’s General Plan Update Program EIR for the University Park Specific Plan.
Eric Ceja, Director of Economic Development
City of Palm Desert
(760) 346-0611 ext. 384 eceja@palmdesert.gov
2018
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Atlas Planning Solutions
Project Name Role on Project Contact Information Timeline
Plan RC Project – Updates to the Safety Element, Local Hazard Mitigation Plan, EOP, and Evacuation Assessment
APS supported the City in the preparation of a General Plan Safety Element update (as part of the PlanRC Project), Local Hazard Mitigation Plan Update, Emergency Operations Plan Update, and an Evacuation Assessment that complies with SB 99 and AB 747 (in partnership with Fehr & Peers)
Matthew Burris, Deputy City Manager
City of Rancho Cucamonga
909-774-4201 Matt.Burris@cityofrc.us
December 2019 - January 2023
2023 Ontario LHMP Update, EOP Update, and Evacuation Assessment
APS managed the update of the City’s LHMP and Emergency Operations Plan, supported an AB 747 Evacuation Assessment (in partnership with Fehr & Peers), and conducted a Tabletop Exercise for the City.
Joseph Ramos, Emergency Manager
City of Ontario 909-395-2542
JRamos@ontarioca.gov
August 2022 - October 2023
2022 Anaheim LHMP Update, Safety Element Update, and Climate Adaptation Vulnerability Assessment
APS managed the City’s LHMP and General Plan Safety Element Updates, as well as the preparation of a Climate Adaptation Vulnerability Assessment.
Dr. Jannine Wilmoth
City of Anaheim
714-765-4095 jwilmoth@anaheim.net
June 2021 - January 2023
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Historic Resources Group
Project Name Role on Project Contact Information Timeline
SurveyLA: Los Angeles Citywide Survey and Historic Context Statements
Los Angeles, CA
HRG was involved in all phases of the SurveyLA effort, taking responsibility for portions of the historic context that provided the basis for the survey, and helping to develop eligibility standards to aid in the evaluation of properties. HRG conducted pilot surveys to test the field guide methodology and proprietary technology, and spearheaded public outreach efforts that included the development of a web-based guide to public participation.
Ken Bernstein, Manager Office of Historic Resources City of Los Angeles (213) 847-3652 ken.bernstein@lacity.org
2009 - 2019
University of Southern California (USC) Historic Preservation Consulting
Los Angeles, CA
Consulting services include historic resources evaluation and preparation of a Cultural Resources Technical Report for a Master Plan for future campus development and the establishment of a new approach for the management of historic resources in large projects, called the Adaptive Mitigation Management Approach (or AMMA). The AMMA provides guidance for future growth under the Master Plan, and includes the identification of historic resources, design guidelines, and recommendations for maintenance and rehabilitation for all buildings on the USC campus.
Laurie Stone, Executive Director Land Use and Planning Department University of Southern California (323) 442-1337 lstone@re.usc.edu
2010 - present
Los Angeles World Airports (LAWA) Historic Preservation Consulting
Los Angeles, CA
HRG has successfully worked with the airport since 2014 for multiple contractors to identify historic resources located on the airport site, conduct environmental review under CEQA, NEPA and Section 106 for multiple projects, and prepare a comprehensive Preservation Plan to guide the preservation of historic resources.
Stephen Culberson, Vice President Ricondo Associates (312) 606-0611 x136 S_culberson@ricondo.com
2014 - present
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Cultural Planning Group
Project Name Role on Project Contact Information Timeline
Culver City General Plan Update - Arts, Culture & Creative Economy Element
Culver City, CA
Link to the E-Plan
As part of the R+A general plan team, CPG prepared the arts, culture, and creative economy element for the City of Culver City. Culver City is distinguished in part by a robust arts community linked to one of the highest concentrations of creative economy industries in the U.S. Fully one-third of all jobs in Culver City are in creative occupations. The plan focused on city support for arts and culture, while integrating economic development for the creative economy. Key issues addressed include the rising cost and scarcity of affordable creative spaces, recognizing and leveraging the population of creative workers, and structural funding challenges for the arts.
Christine Byers, Cultural Affairs Coordinator City of Culver City christine.byers@culvercity.org 6003-(310) 253
2019 - 2024
Thousand Oaks General Plan Update - Arts, Culture Element
City of Thousand Oaks, CA
Link to the E-Plan
As part of the R+A general plan team, CPG prepared the arts and culture element for the City of Thousand Oaks. Building on the city’s world-class cultural facilities and vibrant arts scene, the plan focused on expansion of city leadership to better meet the current and future cultural priorities of the community. Key issues addressed include public art, cultural programing throughout the community, and sustainable funding for the arts.
Jonathan Serret, Cultural Affairs Director JSerret@toaks.org (805) 449-2700
2019 - 2023
Santa Ana Arts Future – Arts & Culture Master Plan City of Santa Ana, CA Link to the E-Plan
CPG developed Santa Ana’s first arts and culture master plan. The plan addressed the role of city government in arts and cultural leadership and led to the establishment of the city’s Office of Arts and Culture. This majority-Latino community has a rich collection of community-based and grassroots arts and cultural organizations and events, and abundant opportunity for growth and development of the arts sector.
Tram Le, Arts & Culture Specialist artsandculture@santa-ana.org (714) 647-5400
2015 - 2016
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D. Team Organization
R+A has assembled a nationally respected team of urban planners, economists, transportation planners, environmental professionals, and community engagement specialists to update the City of Azusa’s General Plan. This team has worked extensively on similar projects, including multiple general plans and comprehensive plans throughout California and the rest of the country. Below are descriptions and roles for each of the firms on the Raimi + Associates team. The following sections include our team’s organizational chart, an overview of the management team and key staff.
Raimi + Associates 28 Azusa General Plan Update
Firm Introductions
R+A has assembled a nationally respected team of urban planners, economists, transportation planners, environmental professionals, and community engagement specialists to update the City of Azusa’s General Plan. This team has worked extensively on similar projects, including multiple general plans and comprehensive plans throughout California and the rest of the country. Below are descriptions and roles for each of the firms on the Raimi + Associates team. The following sections include our team’s organizational chart, an overview of the management team and key staff, related experience, community engagement approach, highlights of our management approach, assumptions for City staff support, and project approach.
Raimi + Associates
Raimi + Associates will serve as the project lead, ensuring that all subconsultants and tasks are moving in lockstep and meet the high standards and requirements of the City of Azusa.
R+A will lead the land use, community character/urban design, health and environmental justice, public parks, facilities, and open space, and community engagement for the General Plan Update. R+A will also prepare the updates to the zoning code needed to implement the General Plan and lead any Specific Plan updates requested by the City.
Established in 2006, R+A is an award-winning multidisciplinary urban design, planning, policy, and research firm with offices in Los Angeles and Berkeley. General Plan element updates, specific plans, and zoning code updates are among the firm’s core services. The firm’s planning and urban design expertise is complemented and informed by its focus on equity, sustainability, and program evaluation.
R+A has worked extensively across California on General Plans as far as the Coachella Valley, Antelope Valley, Conejo Valley, Central Coast, Monterey Bay, San Francisco Bay Area, and Northern Bay Area. Recent and ongoing projects include General Plans for the cities of Palmdale, Culver City, Thousand Oaks, Ventura, Santa Maria, Ojai, Marina, South San Francisco, and Petaluma. Nearly all our General Plan work incorporates community engagement and environmental justice analyses in accordance with SB 1000. Our breadth of experience and specialties make us uniquely qualified to assist the City of Azusa.
Fehr & Peers
Fehr & Peers will serve as the transportation lead, focusing on developing a multimodal circulation system that serves the diverse needs of the residents, employees, and visitors of Azusa. F&P’s work will include delivering a fundable and implementable Circulation Element that will support existing and future travel in and around Azusa. F&P will rely on their in-depth knowledge of Senate Bill 743, VMT analysis, and (if necessary) VMT mitigation to ensure that the CEQA Transportation, Air Quality, Greenhouse Gas and Energy sections are defensible and functional well into the future.
Established in 1985, Fehr & Peers has completed over 200 general plan updates, including several that have won awards for planning and transportation. F&P’s General Plan work will tier off their completed TOD General Plan/Development Code Update and Specific Plan Project for the City, which analyzed access and mobility conditions at the five TOD opportunity sites and mobility changes associated with the Metro Gold Line. F&P will also their leverage knowledge of recent legislation related to emergency evacuation planning to address Assembly Bill 1409 and similar legislation. F&P’s experience working with Azusa and
Raimi + Associates 29 Azusa General Plan Update
deep knowledge of transportation planning, transportation engineering, and CEQA make F&P the right choice to lead the transportation portions of the General Plan Update.
Keyser Marston Associates
Keyser Marston Associates, Inc. is a full-service real estate, financial, housing, and economic consulting firm specializing in real estate advisory and evaluation services, and financial analyses. We area a privately held corporation that was incorporated in 1976, with offices in Los Angeles, Brea, San Diego, and Berkeley. KMA has one of the largest real estate advisory practices on the West Coast. The majority of KMA assignments involve long-standing client relationships. The firm’s public-sector clients include nearly every major municipality in California, as well as counties, ports, special districts, universities, and former military bases. While we are best known for our role as advisors to public sector and institutional clients, we also have an extensive private sector practice, which primarily serves corporations, law firms, and landowners.
KMA provides consulting services on projects of differing scales including the negotiation of some of the most catalytic projects in Southern California: the Hollywood & Highland Entertainment Complex, the Anaheim Convention Center and Stadium Area sites, the Grand Avenue Joint Powers Authority Mixed Use Project, and the Old Pasadena district. KMA is equally effective in projects of smaller scale including the Shoppes at Chino Hills (a 359,000 square foot lifestyle center), a pharmacy anchored retail project in San Gabriel and small scale mixed-use projects in West Hollywood, Culver City and Burbank. In addition, the firm has conducted market and fiscal analyses for cities, counties, school districts, water districts and private entities throughout Los Angeles County, Orange County, and the Inland Empire.
Meridian Consultants
Meridian Consultants LLC will prepare the California Environmental Quality Act (CEQA) documentation for the Azusa General Plan Update Project. Meridian, founded in 2012, is an industry leader in the fields of community, environmental, and natural resource planning. The Meridian Consultants staff offer diverse experience in assisting public agencies with meeting the environmental review requirements of CEQA. Our technical expertise and experience are matched by our ability to communicate planning and environmental information in well-organized and straightforward reports and presentations that produce successful outcomes. Meridian Consultants provides its clients with a wide range of services, including the following: CEQA compliance documentation, noise studies, air quality and greenhouse gas (GHG) studies, water supply assessments, land use planning, and mitigation monitoring services.
The primary focus of Meridian Consultants’ practice is the preparation of documents that comply with the requirements of the CEQA for public agencies ranging from Notices of Exemption or Exclusion to Initial Studies and Environmental Assessments, Negative Declarations, and Mitigated Negative Declarations (MNDs) to Program and Project Environmental Impact Reports (EIRs).
Our practice reflects our team’s substantial experience with community and major projects in California, including participating in the preparation of General Plans and Specific Plans as well as updates and major amendments to General Plans and Specific Plans. Our work on major projects involves tiering off the analysis and mitigation in Program EIRs for General Plans and Specific Plans. This experience allows our team to appropriately scope and focus programmatic analysis for plans and produce Program EIRs that facilitate the review of subsequent projects.
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Atlas Planning Solutions
Atlas Planning Solutions will lead the Safety Element work for the City of Azusa’s General Plan Update. APS is a small, woman-owned, and disabled veteran-owned business in the State of California (#2013758) focused on making the world a better place. Founded in 2018 in Riverside, California, APS’ mission is to leverage its skills and experience in comprehensive planning, climate adaptation, and hazard mitigation to offer clients a wide range of consulting services to help them navigate their complex problems and issues. APS focuses on successful client outcomes that build agency capacity, create resilient places to live and work, and create communities that thrive in this ever-changing landscape.
APS specializes in climate adaptation services and the integration of Hazard Mitigation Planning and General Plan Safety Elements and will lead the development of the Safety and Hazard Mitigation Element in the Azusa General Plan Update.
Historic Resources Group
Historic Resources Group will serve as historic resources consultant on the project, producing the Historic Resources Technical Report and advising on historic preservation initiatives for the City of Azusa General Plan Update.
HRG was established in 1989 and is a leading firm devoted solely to historic preservation planning, historic architecture consulting, and development services for historic resources in California. HRG’s staff includes historic architects, architectural historians, historians, and planners, all of whom meet or exceed the Secretary of the Interior’s Professional Qualifications Standards in Architecture, Historic Architecture, Architectural History, Historic Preservation, History, and/or Historic Preservation Planning.
The firm specializes in environmental review of historic and cultural resources as well as supporting planning efforts for municipalities and other public agencies. HRG has extensive experience with preservation planning projects for cities throughout California, including Los Angeles, Glendale, Ventura, Fresno, Goleta, Long Beach, West Hollywood, Santa Monica, Santa Ana, and Paso Robles.
Cultural Planning Group
Cultural Planning Group, founded in 1998, is a California consulting firm with offices in San Diego, Philadelphia, and South Florida. The firm has three partners and six associates. CPG has prepared more than 100 arts and cultural master plans for diverse communities throughout the nation, more than any other US firm. CPG’s practice is grounded in the real-world experience of research, data, and deep community engagement – a hallmark of our work – and a thorough understanding of the roles that city government can play in the arts. CPG will lead the arts and culture analysis for the Azusa General Plan Update. A sampling of representative projects is highlighted below.
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E. Team Member Resumes
R+A will oversee project management of the Azusa General Plan Update and Program EIR, led by Simran Malhotra and Meghan McNulty. All discipline leads will coordinate with Simran and Meghan regularly to ensure the timely delivery of project deliverables. Below is a summary of the key staff and discipline leads or task leads and their projected availability for the Azusa General Plan Update. Attached at the end of this proposal are full-page resumes for members proposed on the R+A team. These materials highlight our team’s relevant project experience that demonstrates our ability to excel in performing the tasks and duties of the Azusa General Plan Update and Program EIR.
Raimi + Associates
SIMRAN MALHOTRA, AICP, Associate AIA | Vice President + Principal | Principal-in-Charge and Project Manager Simran will serve as the Principal-in-Charge and Project Manager for the Azusa General Plan Update. Simran, with a background in planning, urban design, and architecture, brings a distinctive design perspective to all her projects leading to the creation of vibrant, attractive, and thriving places. Examples include the Palmdale General Plan, Beaumont General Plan and Zoning Code Update, and Thousand Oaks General Plan. Simran is also working on or has recently completed zoning code updates for several California communities such as Palmdale, Indio, and Culver City.
MEGHAN MCNULTY, AICP | Senior Planner II | Deputy Project Manager Meghan will serve as the Deputy Project Manager for the Azusa General Plan Update. She is a planner with experience developing community plans for cities throughout the west coast, from small-scale downtown plans to comprehensive plan updates. Meghan is skilled with all steps of plan development, from analyzing existing conditions and conducting community engagement, to developing plan alternatives and plan policy.
MELISSA STARK, AICP | Senior Planner II | Land Use Planner Melissa will serve as a Planner on the Azusa General Plan Update. In this capacity, Melissa will direct subconsultants and oversee the day-to-day project needs as well as coordinate community engagement and plan direction. Melissa’s diverse background working for local governments across California includes creating design and visioning studies, developing innovative policy and land use solutions, and leading inclusive and targeted community engagement.
TROY REINHALTER, LEED GA | Intermediate Associate | Land Use Planner
Troy Reinhalter will focus on land use components of the Azusa General Plan Update. Since 2009, Troy has worked on general plans, community plans, specific
area plans, and design guideline efforts. He brings expertise in strategic planning, policy development, form-based codes, GIS, graphics, community engagement, and implementation. Troy’s expertise will aid in the land use existing conditions analysis
and development of the land use alternatives.
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TIFFANY ENG | Senior Associate | Environmental Justice and Equity Lead Tiffany Eng is a community organizer and an environmental planner who has worked with youth and families to create healthy and vibrant communities in California for over twenty years. She has extensive experience in developing and facilitating community engagement strategies and building strong teams with people of all ages, and has provided technical assistance to local governments, state agencies, residents, and nonprofit organizations. Tiffany also specializes in environmental justice programs and policymaking, and ways to integrate health and equity into land use planning.
SASHA CHEECHOV | Intermediate Planner/Designer I | GIS & Mapping Specialist Sasha will support the GIS mapping and analysis work and community engagement tasks on the Azusa General Plan Update. At R+A, Sasha leverages GIS to conduct environmental analysis, visualize demographics and socioeconomic data, create detailed land use and zoning maps, and provide interactive products to connect our clients and the public to data in innovative ways. She creates technical maps for plans and reports, large-scale maps for use at workshops and public meetings, and web applications for the dissemination and collection of spatial data and information.
GEORGE KARAM | Planner/Designer II | Community Engagement and Project Support George will support all aspects of planning and community engagement work on the Azusa General Plan Update. George is a Planner with a passion for holistic approaches to planning and design that center community health and climate resilience. He has experience researching a wide range of local and state land use, housing, transportation, and climate policies in California, as well as working with MPOs and local jurisdictions on public realm projects and heat resilience efforts.
SARAH PEREZ | Planner/Researcher II | Community Engagement and Project Support Sarah will support the environmental justice planning and engagement components of the Azusa General Plan Update. Sarah is an urban planner dedicated to creating a healthier and more sustainable environment that improves the quality of life for all, especially diverse and underserved communities. While at R+A, Sarah has written multiple environmental justice elements and contributed to social equity projects. She believes in advocating and uplifting the voices of frontline communities to build a more resilient future.
CHRISTIAN LEDEZMA | Graphic Designer | Graphics and Branding Christian will create the graphic design, layout, and branding for the Azusa General Plan Update. Christian is a research-driven graphic designer who believes in the impact that design has on the lives of individuals and communities. He believes good design should be accessible and inclusive, eliminating the disparity between complex and simplistic. Christian’s work has included branding, information design, publication design, web design, campaign creation, research studies, mapping color templates, and brand/strategy consultations on a variety of projects including multiple general plans across California.
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Fehr & Peers
JOHN MUGGRIDGE | Principal | Principal-in-Charge John will serve as the Principal-in-Charge for the transportation analysis of the project. John is a principal, senior market leader, and skilled project manager with over 25 years of experience in transportation planning and engineering. John serves as a trusted consultant to private clients and public agencies across southern California and Hawaii. John’s skillset spans a variety of multi-disciplinary transportation planning and research topics, including travel demand modeling, parking studies, environmental and CEQA services, and multimodal planning. He frequently manages complex projects and has retained relationships with key clients for a number of decades, due to the expertise and quality he provides.
DONGYANG LIN | Senior Planner | Analyst Dongyang will conduct transportation analysis for the Azusa General Plan Update. She has experience conducting CEQA transportation analysis, developing mobility plans, preparing GIS-based analysis, and applying travel demand forecasting models to Vehicle Miles Traveled (VMT) analysis. She is passionate about using data and maps to show travel patterns and behavior and examining relationships among behavior, land use, and transportation system.
Keyser Marston Associates
KEVIN ENGSTROM | Senior Principal | Principal-in-Charge Kevin is a Senior Principal in the Los Angeles office of Keyser Marston Associates, Inc. For over 25 years, he has provided public and private clients with real estate and financial expertise. Kevin has provided public and private clients with real estate and financial expertise, including market and financial feasibility studies, fiscal impact analyses, economic revitalization consulting, financial modeling, developer selection and disposition consulting. Kevin is currently leading KMA’s contribution to the City of Chino General Plan Update in a similar capacity.
RYAN TUONG AN KOYANAGI | Senior Analyst | Analyst Ryan is a Senior Analyst in the Los Angeles office of Keyser Marston Associates, Inc. Since joining the firm in 2022, Ryan has provided public and private clients with real estate economic analysis for affordable housing, economic development, and adaptive reuse projects. He also performs financial gap and land reuse analyses for affordable housing projects. He has worked on projects in Los Angeles, Orange, Riverside and San Bernardino counties, as well as the Bay Area.
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Meridian Consultants
TONY LOCACCIATO, AICP | Partner | Principal-in-Charge Tony will serve as Meridian’s Principal-in-Charge for preparation of the Program EIR for the Land Use and Safety Elements Update. Tony is a is an urban and regional planner with 40 years of diverse experience in planning and environmental analysis. His background in consulting, public sector planning, and private development results in an understanding of the relationships between land use plans, environmental impacts, and the implementation of projects. He also has provided a wide range of environmental consulting services to cities, including the preparation of Program EIRs for General and Specific Plans.
CHRIST KIRIKIAN, MS | Partner + Director of Air Quality & Acoustics | Technical Analyst Christ is the Director of Air Quality & Acoustics with Meridian Consultants. He oversees implementation of all air quality, energy, greenhouse gas, and noise analysis as well as our mitigation monitoring work. Christ prepares air pollutant emissions inventories, dispersion modeling, and health risk assessments (HRAs) for residential, commercial, and transportation projects utilizing the CalEEMod and AERMOD models and assesses noise effects from a variety of mobile (aviation and vehicle) and stationary noise sources associated with urban development and infrastructure projects, with specific expertise in utilizing the SoundPLAN, FAA Aviation Environmental Design Tool, and FHWA TNM models.
LEANNA WILLIAMS | Associate Principal | Project Manager +Environmental Analyst Leanna is a California Environmental Quality Act (CEQA) specialist and project manager with 12 years of experience in environmental analysis. Her expertise includes extensive knowledge of CEQA, National Environmental Policy Act (NEPA), and numerous other federal, State, and local statues and regulations relevant to California’s environmental resources. Ms. Williams has experience preparing and managing the preparation of Environmental Assessments, Environmental Impact Reports (EIRs), Initial Studies, Negative Declarations (NDs), Mitigated Negative Declarations (MNDs), and mitigation monitoring programs. Leanna provides environmental documentation and consulting services to cities and counties throughout southern California.
Atlas Planning Solutions
AARON PFANNENSTIEL | Principal | Principal-in-charge Aaron will serve as the Principal-in-charge for the APS Team and brings over 20 years of community planning experience, focusing on emergency management, hazard mitigation, and community resiliency. With a background in geology, environmental studies, and urban planning, he helps clients understand hazards, assess vulnerabilities, and develop policies, programs, and mitigation strategies that make communities safer. Examples include the Safety Elements for the Cities of Rancho Cucamonga, Anaheim, Laguna Beach, Encinitas, and South Gate.
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SUZANNE MURRAY | Principal | QA/QC Specialist Suzanne will serve as a Quality Assurance/Quality Control specialist. With over 17 years of technical writing and editing experience and an emphasis on documents and reports prepared for the federal government, including standard operating procedures, information reports, information and white papers, and presentations. Her primary role with Atlas Planning is preparing and reviewing hazard mitigation and emergency management documents.
DENNIS LARSON | Senior Planner | Senior Planner
Dennis will serve as a senior planner and brings over 22 years of experience leading public agency management programs, policy research efforts, and technical
analyses. Dennis will provide vital support to plan integration and vulnerability
analysis portions of the plan. Mr. Larson's specialties include advanced planning project development, climate resiliency policy, Geographic Information Services, and
economic impact analyses. Examples include the Safety Elements for the Cities of Rancho Cucamonga, Anaheim, Laguna Beach, and Encinitas.
CRYSTAL STUEVE | Senior Planner | Researcher and Author Crystal will serve as a primary researcher and author. With a strong background in writing and research and reliance on over 18 years of experience working for local and federal agencies, she understands the importance of clear communication, documentation of processes and outcomes, and developing plans that are easy to read, understand, and implement. Examples include the Safety Elements for the Cities of Rancho Cucamonga, Anaheim, Laguna Beach, and Encinitas.
ROBERT JACKSON | Associate Planner | Researcher and Author Robert will serve as a primary researcher and author. Mr. Jackson has supported Atlas Planning for the past three years, updating LHMPs and Safety Elements, and will bring that knowledge and experience to this effort for the City. Examples include the Safety Elements for the Cities of Rancho Cucamonga, Anaheim, Laguna Beach, and Encinitas.
Historic Resources Group
PAUL TRAVIS, AICP I Managing Principal I Principal-in-Charge Paul will serve as Principal-in-Charge for the City of Azusa General Plan Update and EIR. He has been with Historic Resources Group since 2006 and specializes in master planning, CEQA, NEPA and Section 106 environmental review, and historic resources assessments. He manages planning-related projects with a focus on large, multi-property sites including college campuses, historic downtowns, neighborhoods and districts, industrial sites, motion picture studios, and military bases. He has also participated in the development of community plans/specific plans for Paso Robles, Fresno, and Whittier as well as has been involved in the master planning process for Loyola Marymount University, Occidental College, Mount St. Mary’s College, Fox Studios, the Alameda Naval Station, and the Downey NASA site.
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CHRISTINE LAZZARETTO I Managing Principal I Principal-in-Charge Christine will also serve as Principal-in-Charge for the City of Azusa General Plan Update and EIR. She specializes in environmental review, policy development, historic resources surveys, historic context statements, and federal tax credit projects. She has worked on numerous large-scale historic resources surveys and has authored a wide range of historic context statements and successful National Register nominations. She is a leading expert in cultural resources analysis for environmental review in California and, notably, she was the Principal-in-Charge for the City of Azusa Historic Context Statement and survey. Therefore, her expertise especially tailored to understanding Azusa’s historic resources.
KARI FOWLER I Senior Preservation Planner I Project Manager Kari will serve as Project Manager for the City of Azusa General Plan Update and EIR. She specializes in master planning, CEQA, NEPA and Section 106 environmental review, and historic resources assessments. Her project expertise includes supervising and conducting historic resources surveys, including developing survey methodologies, conducting fieldwork, data management and analysis, historical research, historic context statements, and generating environmental documents relating to historic resources, including CEQA, NEPA, and Section 106 review.
ADAM RAJPER I Senior Historic Preservation Specialist I Lead Researcher Adam will serve as Lead Researcher for the City of Azusa General Plan Update and EIR. His areas of professional focus include preparing documentation in support of CEQA, NEPA and Section 106 environmental review, and historic resources assessments. He has worked on a variety of historic preservation projects, including state and federal historic tax credit applications, local preservation incentives, National Register nominations, Historic Structure Reports, Historic American Building Survey (HABS) documentation reports, historic resource surveys, historic context statements, and Secretary of the Interior's Standards compliance.
ROBBY ARANGUREN I GIS/Technical Specialist I Support Researcher, Mapping Robby will serve as Support Researcher and develop mapping tools, as needed, for the City of Azusa General Plan Update and EIR. At HRG, he specializes in database management, GIS, and research. At HRG, Robby provides mapping, database creation and management, photography, and research for historic assessments. He is proficient with the Microsoft Access Database, FiGSS GIS Survey System, Photoshop, Google SketchUp, ESRI ArcMap and ArcCatalog and has worked on numerous large-scale historic resources surveys, building, and manipulating large databases.
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Cultural Planning Group
DAVID PLETTNER-SAUNDERS | Partner | Principal-in-Charge David will serve as the project lead for the Arts and Culture Element of the Azusa General Plan Update. Co-founder of Cultural Planning Group, David has more than 30 years of experience as a cultural planner in communities throughout the US. He has been the lead in developing communitywide cultural plans for the City of Riverside, San Bernardino County (Morongo Basin), City of Sacramento, City of San Diego, City of Raleigh NC, City of Oceanside, City of Pleasanton, and many others. As a subconsultant to R+A, David is currently the lead consultant for the development of General Plan arts and culture elements for the cities of Ventura and Petaluma and completed elements for the cities of Culver City and Thousand Oaks.
LINDA FLYNN, PhD | Partner | Research Lead and Planner Linda will serve as the research lead and principal planner for the Arts and Culture Element of the Azusa General Plan Update. A partner in Cultural Planning Group, Linda has 20 years of experience as a planner and researcher in communities throughout the US. She has led development of communitywide cultural master plans and public art master plans in Collier County FL, Fulton County GA, East Point GA, and Sunnyvale CA. She has been a consultant on many other master plans for arts and culture in Boston MA, Sacramento CA, Greensboro NC, and many other US cities. As a subconsultant to R+A, Linda is currently lead researcher and consultant for the development of General Plan arts and culture elements for the cities of Petaluma and Ventura and completed elements for the cities of Culver City and Thousand Oaks.
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F. Exceptions/Deviations
Technical Exceptions
No exceptions. Our scope of work (provided in Section G.) addresses the RFP requirements.
Contractual Exceptions
R+A and our team members have reviewed the City of Azusa Consultant Services Agreement included with the RFP. We can comply with the requirements except as noted below. If selected, the R+A team would like to work together to execute a mutually acceptable contract. We would like to further discuss the following sections:
SECTION 3.1. Scope of Services and Term
We would like to clarify that the Consultant’s work will be in accordance with the Standard of Care
provisions. Additionally, the language added to the end of Section 3.1.1 is to clarify that the Consultant is
responsible for compliance with applicable laws then in effect when the Consultant is performing its
services. The Consultant should not be required to comply with future laws after its services have been completed as laws may change.
Subsection 3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all
labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and
adequately supply the professional [INSERT TYPE OF SERVICES] consulting services necessary for the
Project (“Services”). The Services are more particularly described in Exhibit “A” attached hereto and
incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this
Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local,
state and federal laws, rules and regulations then in effect at the time of Consultant’s performance of its
Services hereunder, subject to the Standard of Care as defined in Section 3.2.8 of this Agreement.
SECTION 3.2. Responsibilities of Consultant This Agreement lacks a typical force majeure clause, and we are inserting one here.
3.2.2 Schedule of Services. Consultant shall perform the Services as expeditiously as is in accordance with
the Standard of Care as defined in Section 3.2.8 of this Agreement, within the term of this Agreement,
and in accordance with the Schedule of Services set forth in Exhibit “B” attached hereto and incorporated
herein by reference. Consultant represents that it has the professional and technical personnel required
to perform the Services in conformance with such conditions. In order to facilitate Consultant’s
conformance with the Schedule, City shall respond to Consultant’s submittals in a timely manner. Upon
request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet
the Schedule of Services. However, notwithstanding the foregoing, or anything to the contrary herein,
Consultant shall not be liable or responsible for delays in the performance of its Services, or an inability
to perform its Services, due to circumstances beyond its reasonable control.
We would like to clarify that the Consultant’s work will be in accordance with the Standard of Care
provisions contained in this Agreement. Section 3.2.6 Consultant’s Representative. Consultant hereby designates [INSERT NAME OR TITLE],
or his/her designee, to act as its representative for the performance of this Agreement (“Consultant’s
Raimi + Associates 39 Azusa General Plan Update
Representative”). Consultant’s Representative shall have full authority to represent and act on behalf of
the Consultant for all purposes under this Agreement. The Consultant’s Representative shall supervise
and direct the Services, using his/her best skill and attention, in accordance with the Standard of Care as
defined in Section 3.2.8 of this Agreement and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Services under this
Agreement.
We are requesting alignment of the language with the legal, commonly accepted definition of the
standard of care. This standard ensures we are judged against our peers at the time of our work. Section 3.2.8 Standard of Care; Performance of Employees. Consultant shall perform all Services
under this Agreement in accordance a skillful and competent manner, consistent with the care, skill, and diligence ordinarily exercised by professionals providing similar services in the same or similar locale
and under similar circumstance to that of Consultant under this Agreement (the “Standard of Care”)
standards generally recognized as being employed by professionals in the same discipline in the State of
California. Consultant represents and maintains that it is skilled in the professional calling necessary to
perform the Services. Consultant warrants represents that all employees and subcontractors shall have
reasonably sufficient skill and experience to perform the Services assigned to them. Finally, Consultant
represents that it, its employees and subcontractors have all applicable licenses, permits, qualifications
and approvals of whatever nature that are legally required to perform the Services, including a City
Business License, and that such licenses and approvals shall be maintained throughout the term of this
Agreement. As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary
to correct errors or omissions which are caused by the Consultant’s failure to comply with the Sstandard
of Ccare provided for herein. Any employee of the Consultant or its sub-consultants who is reasonably
determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion
of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to
perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by
the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.
We cannot agree to blanket contractual liability coverage under our professional liability insurance policy
because professional liability insurance does not provide such coverage. Professional liability coverage is
designed to pay on behalf of an insured firm that does not meet the standard of care (i.e., is negligent) in
fulfilling its professional obligations; it is not designed to stand behind ALL contractual obligations, unlike the broad form commercial general liability insurance policy which does provide contractual liability
coverage. Additionally, professional liability insurance policies are generally “wasting policies” or “defense
within the limits” policies. All defense costs paid by the professional liability insurance carrier on behalf of
its insured are deducted first from the insured’s policy limit.
Subsection 3.2.11.3 Professional Liability. Consultant shall procure and maintain, and require its sub-
consultants to procure and maintain, for a period of three (3) five (5) years following completion of the Project, errors and omissions liability insurance appropriate to their profession. Such insurance shall be
in an amount not less than [CONTACT RISK MANAGEMENT TO CONFIRM AMOUNT; TYPICAL
MINIMUM IS $1 MILLION, BUT AMOUNT OF INSURANCE REQUIRED DEPENDS ON NATURE OF
CONTRACT AND RISK TO CITY]$1,000,000 per claim, and shall be endorsed to include contractual
liability. Defense costs shall be paid in addition to limits.
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Section 3.5. Ownership of Materials and Confidentiality.
The changes we are requesting to Section 3.5.1 add clarity and create a license right. In addition, we may
have to use content from a third party, such as big data, for which we may receive only a limited-use
license and not ownership. It is often necessary for such third-party providers to retain ownership of such
content for the uses of other clients or purposes. In such cases, we will secure a license for the City to use
such content.
Section 3.5.1 Documents & Data; Licensing of Intellectual Property. With the exception of Consultant's
proprietary computer models, tThis Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property
embodied in plans, specifications, studies, drawings, estimates, and other documents or works of
authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or
data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be
prepared by Consultant under this Agreement (“Documents & Data”). All Documents & Data shall be
and remain the property of City, and shall not be used in whole or in substantial part by Consultant on
other projects without the City's express written permission. Consultant shall be deemed the author and
owner of the Documents & Data and shall retain all common law, statutory and other reserved rights,
including copyrights. Third-party content that may be used or incorporated into the Documents & Data
shall not become the property of City. Consultant shall secure all licenses necessary for City to utilize
Consultant’s services and the Documents & Data for their intended purposes. Within thirty (30) days….
……. Consultant shall retain copies of all Documents & Data on file for a minimum of seven (7) fifteen
(15) years following completion of the Project, and shall make copies available to City upon the payment
of actual reasonable duplication costs.
The changes are to clarify the scope of the City’s responsibility for its use of the Documents and Data in
unintended ways.
“Section 3.5.3. Right to Use. City shall not be limited in any way in its use or reuse of the Documents and
Data or any part of them at any time for purposes of this Project or another project, provided that (1)
any such use not within the purposes intended by this Agreement, or (2) use on a project other than this
Project, (3) use of incomplete Documents and Data, or (4) modifications made to the Documents and
Data without employing the services of Consultant (“Unauthorized Uses”) shall be at City’s sole risk and
without liability of Consultant. If City uses or reuses commits an Unauthorized Use of the Documents &
Data on any project other than this Project, it shall remove the Consultant’s seal from the Documents &
Data and indemnify and hold harmless Consultant and its officers, directors, agents and employees from
claims arising out of the Unauthorized Use negligent use or re-use of the Documents & Data on such
other project. Consultant shall be ….”
3.6 General Provisions.
We request that the duty to defend is proportional to the Consultant’s proportionate percentage of fault. Additionally, the Consultant should only be held responsible for the Consultant’s errors, omissions or negligent acts.
Section 3.6.2.1 Scope of Indemnity. To the fullest extent permitted by law, CONSULTANT shall indemnify and hold harmless AGENCY and any and all of its officials, employees and agents (“Indemnified Parties”)
from and against any and all losses, liabilities, damages, costs and expenses, including reasonable legal
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counsel’s fees and costs, to the extent caused in whole or in part by the negligent or intentionally
wrongful act, error or omission of CONSULTANT, its officers, agents, employees or subconsultants (or
any agency or individual that CONSULTANT shall bear the legal liability thereof) in the performance of
CONSULTANT’s Sservices under this AGREEMENT. CONSULTANT’s duty to indemnify and hold harmless
AGENCY shall not extend to the extent of AGENCY’s sole or active negligence.
Section 3.6.2.2 Duty to Defend. In the event the AGENCY, its officers, employees, agents and/or
volunteers are made a party to any action, lawsuit, or other adversarial proceeding arising from the
performance of the CONSULTANT’s Sservices encompassed by this AGREEMENT, and upon demand by AGENCY, CONSULTANT shall defend the AGENCY at CONSULTANT’s cost or at AGENCY’s option, to
reimburse AGENCY for its AGENCY’s costs of defense, including reasonable attorney’s fees and costs incurred in the defense of such matters to the extent the matters arise from, relate to or are such fees
and costs are caused by CONSULTANT’s negligent acts, errors or omissions in the performance of its Services under this Agreement. Payment by AGENCY is not a condition precedent to enforcement of this
indemnity. In the event of any dispute between CONSULTANT and AGENCY, as to whether liability
arises from the sole or active negligence of the AGENCY or its officers, employees, or agents,
CONSULTANT will be obligated to pay for AGENCY’s defense until such time as a final judgment has
been entered adjudicating the AGENCY as solely or actively negligent. CONSULTANT will not be entitled
in the absence of such a determination to any reimbursement of defense costs including but not limited
to attorney’s fees, expert fees and costs of litigation.
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G. Scope of Work
The following is the R+A team’s scope of work for the General Plan Update and Environmental Impact Report for the City of Azusa. The Scope of Work builds off the concepts presented in the RFP, integrates the R+A team’s approach to the project presented above, current State laws, and our experience with similar projects. R+A will revise the Scope of Work and associated budget as necessary to meet the City’s needs or changes in project objectives.
Please note that several tasks are included as “optional.” These optional tasks are not critical to the success of the project, though we feel they would enhance the process. Should the City like to pursue any of the optional tasks listed below, we will work with the City of Azusa to scope and budget those tasks and integrate them into our overall project schedule.
Task 1: Project Initiation
1.1: Kick-off Meeting
The R+A team and City staff will initiate the project with a half‐day kick‐off meeting in Azusa. This meeting will include an overall team meeting, topic‐specific discussions with key City staff, and a brief city tour. City staff will coordinate with necessary department staff, provide meeting space, and lead a city tour.
The overall team meeting will focus on a discussion of project goals as well as planning opportunities and constraints. As part of the topic-specific discussions, the Team will discuss existing General Plan goals, policies, and programs with City staff to identify the sections that may need to be updated or retained through the General Plan Update.
1.2: Project Schedule/Work Plan
R+A will develop a detailed Project Schedule/Work Plan that includes a list of required tasks (including public participation), durations, milestones, and major work products to complete the General Plan update and CEQA documentation. The work plan will specify lead and supporting team members and required City actions, including review and comment periods for work products.
The format of the Work Plan can be an Excel-based document based on calendar days and will tally the total time elapsed. R+A will refine the work plan and schedule in collaboration with City staff. The work plan will then be a living document, updated throughout the General Plan update process.
1.3: Data Collection
The R+A team will provide the City with a comprehensive list of documents and ArcGIS data necessary for the City to provide for the preparation of the General Plan and EIR. ArcGIS land use data will need to include the following information by parcel: APN, existing land use, zoning, general plan designation, parcel size, square footage of non-residential uses, number of residential units, year built, improvement value, land value, and other relevant information. Our budget and contract assume that all information provided by the City will be accurate and up to date and the R+A team will not be held responsible for any inaccuracies in data or information provided by the City.
1.4: Base Map
R+A will create a base map using ArcGIS Online software to map data provided by the City, including planning geographies (city limits, SOI), major transportation networks, parks, and other key features
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readily available from the City or third-party sources. City staff will approve the base map which will be the basis for all future General Plan mapping by all consultants on the R+A team.
Task 1 Deliverables
• Kick-off meeting agenda and slide deck (draft, final)
• Work plan (draft, final)
• Data and document request spreadsheet
• Base map (draft, final)
Task 2: Community Engagement
2.1: Engagement Strategy and Plan
R+A will collaborate with City staff to prepare an internal engagement strategy and plan. The engagement
strategy and plan will be developed concurrently with the Project Work Plan and will:
• Outline engagement goals and objectives;
• Craft strategies that will reach, educate, and engage the community throughout the process;
• Confirm schedule, format (e.g., in-person or online), and resources for all engagement activities;
• Outline outreach tools, including social media outlets to reach specific audiences (e.g., Facebook, Instagram, NextDoor along with newsletters, blogs, videos) and virtual platforms for engagement (e.g., ZOOM, Miro, Mentimeter, or equivalent) in addition to traditional mailing and survey tools;
• Identify target demographic and interest groups, methods of communication and engagement with hard-to-reach groups and special needs populations, and metrics to analyze progress and effectiveness; and
• Confirm coordination, facilitation, and communication responsibilities.
The engagement activities set forth in the Engagement Plan will be evaluated during the process to ensure that residents are participating in the process, and mid-course corrections will be made as needed.
2.2: Logo and Branding
R+A will prepare unique branding materials for the project that comply with the City’s ADA requirements. This will include a logo, a color palette, document layouts and fonts, and templates for PowerPoint presentations. All public materials (including the website) will use the project branding.
2.3: Project Website
The standalone General Plan website will be created using WIX, Squarespace, or a similar platform, with a custom domain to be used for the duration of the project. The website will be functional on all devices/ interfaces. R+A will prepare the website and collaborate with City staff to provide ongoing maintenance and updates as needed throughout the project. City staff will have access to the site and can take over maintenance (if desired) as the project progresses.
The R+A team will prepare website content that may include project background, schedule, community engagement information and meeting notes, document library, and contact information. In addition to providing background information on the project and a record of all engagement materials, the website may include discussion forums, comment forms, and links to interactive surveys. The General Plan website will link to the City’s main website (maintained by City staff) and existing social media platforms such as Facebook, X (formerly Twitter), Instagram, and LinkedIn.
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2.4 General Plan Advisory Committee (GPAC) Meetings (10)
The Azusa City Council will appoint 10-14 community members from various backgrounds and sectors of the community to the General Plan Advisory Committee (GPAC). GPAC members will serve as a sounding board for critical phases of the project and will operate as a non-voting body. All members will have equal standing, with no chair or vice-chair.
The R+A team will facilitate approximately 10 meetings with the GPAC to obtain high-level feedback related to work products and public input. All GPAC meetings will be open to the public with designated times for public comment. The general flow of meetings, meeting format (in-person), and estimated number of meetings is as follows:
• Initiation: project overview, engagement plan, start-up tasks (1 meeting)
• Issues and opportunities (1 meeting)
• Existing conditions key findings (1 meeting)
• Vision and values (2 meetings)
• Alternatives development and selection (2 meetings)
• Policy development on key topics (2 meetings)
• GP and EIR review (1 meeting) City staff will provide logistics and communication with GPAC members and the public for this task. R+A will prepare meeting content/presentations, facilitate all meetings, and prepare high-level meeting notes. Other subconsultants may assist in preparing meeting content and co-facilitate each meeting.
2.5: Community Workshops (5)
R+A recommends five focused workshops at key project phases identified below. This approach will allow community members the opportunity to guide the General Plan process, without creating a sense of meeting fatigue.
R+A will collaborate with City Staff and the rest of the consultant team to prepare for and facilitate five community workshops. Each workshop is anticipated to be conducted in-person, though one or more workshops may be virtual if preferred. The workshops will provide community members with basic knowledge focused on the General Plan Update and invite their input into shaping the General Plan. The following presents our initial proposed focus of the community workshops:
• Workshop 1: Issues and Opportunities and Vision/Principles
• Workshop 2: Develop Land Use Alternatives
• Workshop 3: Select Preferred Land Use Alternative
• Workshop 4: Policy Direction on Key Topics
• Workshop 5: Public Draft General Plan Open House
City staff will coordinate logistics for each workshop including, reserving meeting space, providing technology hook-ups, providing refreshments (if desired), circulating meeting announcements and flyers through City channels (i.e., City Council meeting announcements, City social media posts, and/or City newsletters) and providing City staff as facilitation support.
The R+A team will prepare Spanish translations of workshop materials. If desired, the City shall provide simultaneous Spanish translation at public meetings and workshops.
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2.6: Pop-Up Workshops (8)
To supplement community workshops, R+A and City staff will facilitate up to eight in-person pop-up/intercept events to meet with the community at times and locations that are convenient to them. It is anticipated that these informal workshops will act as a resource to share information about the planning effort and gather input through efficient interactive activities. Meeting materials at each pop-up event will be a synthesized version of the parallel workshop for workshops 1-4.
Events will be facilitated by both R+A and City staff, at planned, well-attended events in Azusa. These events may include:
• Azusa Golden Days Carnival
• Farmers Markets (depending on the season)
• CommUNITY Festival and Fun Run/5K
• Outdoor Recreation & Eco-Fair
• Azusa Teen Festival
• Azusa Summer Concert Series
• And others
R+A will prepare content for the events based on workshop content, format material, and pair them with activities. City staff will coordinate location logistics, event permissions, and provide additional staffing support. City staff may facilitate some events without support from R+A.
2.7: Online Surveys (3)
The R+A team will prepare online convenience surveys (not statistically valid surveys) using MetroQuest, SurveyMonkey, or a similar platform to obtain feedback on the General Plan direction. The surveys will be available through a link on the project website and will be announced through email blasts and virtual flyers. R+A will prepare survey content with support from City staff, facilitate and monitor the survey, and provide a PPT summary with the topline survey results; a detailed survey report is not included.
It is anticipated that online surveys will take place in conjunction with three of the five community workshops – (1) issues and opportunities, (2) preferred land use alternative, and (3) policy direction on key topics. Surveys will be designed to ask key questions to prioritize issues, weigh land use tradeoffs, and consider select policy priorities.
2.8: Environmental Justice Engagement
Based on R+A’s preliminary analysis, Azusa is subject to SB 1000, which requires a separate, focused engagement effort on topics related to environmental justice. To achieve the objectives of the State law, R+A will complete the following during the update process:
• Meetings with Environmental Justice Organizations. At the outset of the project, R+A will meet with up to 3 separate organizations working on environmental justice-related issues in Azusa. This could include renters’ rights groups, social service providers, or affordable housing advocates. Examples include Azusa Beautiful, APU, and Citrus College student organizations, and San Gabriel Mountain Forever, among others.
• Educational Forum/Workshop on Environmental Justice. After the existing conditions report is complete, R+A will lead a workshop to ground truth the health and environmental justice findings with the public. The workshop will include a presentation on existing conditions and then small group discussions on the health and environmental justice issues affecting the Azusa community.
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• Policy Focus Groups. After the team has developed draft goals and policies, we will conduct two focus group meetings with individuals and organizations to obtain feedback on the direction. City staff will support this effort by arranging logistics and attendance for these meetings.
Task 2 Deliverables:
• Engagement Strategy & Plan (draft, final)
• Project branding package (draft, final)
• Project website (website outline, website development, ongoing maintenance)
• GPAC materials (draft, final)
• Workshop materials (draft, final)
• Surveys (draft, final)
• Environmental justice engagement materials (draft, final)
Task 3: Existing Conditions
3.1 Existing Conditions Reports
The R+A team will prepare stand-alone technical documents consisting of maps, data, and summary slides that present the current conditions and key takeaways for the City. This task will include a review of pertinent planning documents related to each topical report. These products will serve as background and resources for City staff, the consultant team, and the public throughout the process. The reports will analyze existing conditions citywide and summarize key considerations that will be crucial to help decision-makers, and the community understand the context of the General Plan update. The reports will focus on summarizing key facts and information, without providing recommendations for policy direction or actions. Potential topics of each report are listed below:
• Land Use and Community Character: R+A will be the primary author of the land use and community character existing conditions report. Topics in this report may include:
o Existing land use map and table
o Housing Element implementation actions
o General Plan designations and zoning districts
o Growth projections and pipeline projects
o Urban design character map and city structure (e.g., gateways, community focal points, activity centers, views, topography)
o Sub-area maps and description of general character
• Transportation/Circulation: F&P will be the primary author of the transportation and circulation existing conditions report. Topics in this report may include:
o Existing circulation maps for roadways, transit services, bicycle networks, truck routes
o Collision History (using the most recent five years of injury collision data from SWITRS via the Transportation Injury Mapping System)
o Qualitative evaluation of existing pedestrian network and facilities
o Travel pattern comparison looking at commute trends (using LEHD data)
o VMT summary from SCAG 2024 RTP/SCS
o Safe Systems Approach - Safety Assessment. California Senate Bill (SB) 932 requires incorporation of the Federal Highway Administration’s Safe Systems Approach and to develop related policies and goals in the Mobility Element if it is adopted after December 2024. F& P will analyze the collision information collected in this task to summarize roadway collision trends and develop a High Injury Network (HIN) for all collisions,
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pedestrians, and bicycles. This HIN network will be used to supplement and inform policies in the Mobility Element update.
• Parks, Recreation, Open Space, and Public Facilities: R+A will be the primary author of the parks and public facilities existing conditions report. Topics in this report may include:
o Evaluation of the current General Plan Elements and other planning documents addressing parks, recreation, open space, and public facilities
o Open space quality, accessibility, and location
o Inventory of existing parks
o Access to existing parks from residential neighborhoods
o Parks to population ratio and analysis of current performance metric
o Inventory of recreational, cultural, library, school, and civic facilities.
• Environmental Justice: R+A will be the primary author of the environmental justice report. R+A will prepare a background report on Environmental Justice to identify overall health conditions in the city, factors that impact health (including the built environment, natural environment, and socioeconomic conditions), and specific census tracts that are defined as “disadvantaged communities.” The report is an initial step in fulfilling the requirements of Senate Bill 1000, also known as the 2016 Planning for Healthy Communities Act.
Senate Bill 1000 (SB 1000) requires cities that have “disadvantaged communities” to incorporate environmental justice (EJ) policies into their general plans, either in a separate EJ element or by integrating related goals, policies, and objectives throughout the other elements. Specifically, general plans for jurisdictions that have disadvantaged communities must:
o Prioritize improvements and programs that address the needs of disadvantaged communities
o Promote safe and sanitary homes in disadvantaged communities
o Promote public facilities in disadvantaged communities
o Reduce exposure to pollution, including improving air quality in disadvantaged communities
o Promote food access in disadvantaged communities
o Promote physical activity in disadvantaged communities
o Reduce any unique or compounded health risks in disadvantaged communities
o Promote civic engagement in the public decision-making process in disadvantaged communities This report, therefore, will identify disadvantaged communities in Azusa and summarize conditions related to each of the required environmental justice topics – safe and sanitary homes,
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public facilities, exposure to pollution, food access, physical activity, and other unique or compounded health risks.
Based on a preliminary analysis by R+A, Azusa has disadvantaged census tracts and therefore will be subject to SB 1000 requirements. Preliminary analysis of Azusa (see screening map below) shows that the disadvantaged communities are concentrated in the southwestern quadrant of the city, and along the 210 freeway. According to CalEnviroScreen 4.0, tracts adjacent to the 210 freeway have high exposure to diesel, particulate matters, ozone, and traffic impacts. Notable population characteristics include poverty, unemployment, and housing burden.
• Cultural Resources, Natural Resources and Conservation: Meridian Consultants will be the primary author of the cultural and biological resources sections of the existing conditions report addressing the City’s Natural Environment. These sections will address:
o Biological Resources: Available existing information regarding biological resources in the City’s planning area will be collected and reviewed. In addition to reviewing available information, Meridian will complete a search of the California Department of Fish and Wildlife California Natural Diversity Database (CNDDB) to identify sensitive biological resources, including sensitive habitats and vegetation communities in the City’s planning area. The City’s existing policies for the protection of biological resources will be summarized.
o Cultural Resources: Available existing information regarding cultural resources in the City’s planning area will be collected and reviewed. A records search will also be conducted at the California Historical Resources Information System (CHRIS) South Central Coastal Information Center at the California State University Fullerton Department.
• Historic Resources. Historic Resources Group (HRG) will leverage its previous work for the City of Azusa to develop a historic overview narrative highlighting the important social and economic
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forces that shaped the City’s physical and cultural development. This will be based on the City’s comprehensive citywide Historic Survey adopted in 2020 and a Historic Context Statement to implement the City’s existing Historic Preservation Program as defined in the City’s Municipal Code. A records search will also be conducted at the California Historical Resources Information System (CHRIS) South Central Coastal Information Center at the California State University Fullerton Department. HRG will also compile a list of properties currently listed or designated as historic resources within City limits, identify individual properties potentially eligible for historic listing, and identify areas of the City that may contain historic properties or collections of properties eligible for listing as a historic district.
• Arts and Culture. CPG will do a comprehensive document review of available and relevant City plans and policies. CPG will document and map existing cultural assets and programs, identifying gaps in the arts and cultural system. CPG will also conduct arts-specific stakeholder interviews and topic-focused discussion groups in close cooperation with the R+A Team. If desired as an optional task, CPG can focus attention on opportunities for a public art program.
• Safety and Hazards: The update of the General Plan Safety Element will require compliance with the latest requirements of Government Code Section 65302 (g). Since 2008 new requirements have been added to the element focusing on flooding (AB 162), wildfire (SB 1241), climate change (SB 379), and evacuation (SB99, AB 747, and AB 1409). This compliance audit will identify which new requirements will be required and which may be necessary based on new information and mapping developed as part of the project.
o SB99 Analysis: In accordance with SB 99, the APS staff will conduct an analysis of single ingress/egress conditions within residential neighborhoods in the City. These locations may highlight potential areas where evacuation may be challenged due to limited roads or where the City may require additional attention and pre-planning. As part of this analysis, the APS staff will highlight cul-de-sacs and other potential constraints and map these conditions to the various mapped hazards to identify converging issues. Based on the analysis, the APS staff will identify recommended policies and implementation actions for incorporation into the updated General Plan Safety Element.
o SB 379 Analysis: The APS staff will prepare a Climate Adaptation Vulnerability Assessment Summary that includes the basic components necessary to comply with Government Code Section 65302(g) 3, also known as SB 379. The intent of this summary is to rely on readily available content from the State (Cal Adapt) and relevant content and analysis in the LHMP that address climate-related impacts and provide a foundation for key goals, policies, and implementation actions. This task intends to provide the City with a simple way of addressing these requirements. However, if this City would prefer an assessment that includes a more detailed analysis and key adaptation strategies independent of the LHMP, this can be provided under a separate scope and fee.
• Noise: Meridian will be the primary author for the noise existing conditions report. Topics covered and analyzed in the report may include:
o Identify noise sources in the city and conduct a noise survey through long-term (24-hour) and short-term (15-minute) noise measurements at up to 30 locations (up to 6 long-term and up to 24 short-term or up to an equivalent combination thereof in consultation with the City).
o Prepare noise contours for major roadways in the City using the SoundPLAN Noise Model based on existing traffic volumes.
o Conduct limited fieldwork if specific sites are identified by the City for project-level review.
• Utilities/Infrastructure Capacity: R+A will rely upon City Departments, including Azusa Light and Power, to assess the capacity and condition of the following:
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o Local water supply and distribution
o Waste water conveyance and treatment
o Storm drainage information.
Based on City-provided information, R+A will prepare a report that synthesizes the findings of previously published work, such as master plans or management plans, available on these topics. The assessment does not include a water supply assessment (WSA), which is normally commissioned as part of system management planning.
3.2 Market Study
KMA will provide an overview of the market characteristics exhibited by the residential, office, industrial, hospitality and retail uses in the city and market area. Based on the assessment of current market conditions, KMA will identify development opportunities and constraints for these land uses throughout the city. Specifically, KMA will:
• Review existing market research prepared by or for the City.
• Detail the residents’ socio-economic characteristics in the city and market area.
• Estimate business and employment by industry in the city and market area.
• Review real estate market conditions including sales prices, sales activity/absorption in the region, current rents, marketplace voids and recent/proposed developments.
• Collect population, household and employment growth projections for the City, market area and region.
• Review current retail sales in the city, market area and county.
• Review existing employment and business patterns in the county and the market area to gain an understanding of the mix of jobs suited for new development and the demand they could generate.
• Summarize countywide employment patterns and identify key industries with strong growth opportunities.
• Prepare a surplus/leakage analysis for the market area to identify the type and scope of retail development that could be supported.
• Review sales prices for new and existing for-sale residential in the market area.
• Summarize current apartment rents, vacancy, and inventory by type of unit in the market area.
• Consider projected population growth and potential development opportunities in the city.
• Contact brokers and developers active in the region, as their insights are invaluable for assessing the current and future market conditions.
• Identify trends and opportunities for residential development.
• Evaluate office market opportunities considering existing inventory and future demand.
• Provide insight into hotel development opportunities.
• Identify opportunities for new industrial development.
• Identify the scope and scale of retail development supported by the market in the City.
KMA anticipates preparing a stand-alone technical document that summarizes the above noted analysis, with accompanying tables detailing the findings. This document may be appended to the R+A Team’s Community Profile/Issues and Opportunities Memo.
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KMA will attend one in-person meeting and two virtual meetings with the team/City staff during this task.
3.3 Community Profile/Issues and Opportunities Memo
R+A will prepare a community profile and issues and opportunities memo as a single deliverable. This singular memo will summarize the key findings from the existing conditions reports and highlight the top issues and opportunities both from the community engagement process and from the technical background work. This memo will serve as the framework for the development of land use alternatives and policies and the basis for tasks 4.1 - 4.3.
Task 3 Deliverables:
• Existing Conditions Reports (outline, draft, final)
o Land Use and Community Character
o Transportation/Circulation
o Parks, Recreation, Open Space and Public Facilities
o Environmental Justice
o Cultural Resources, Natural Resources, and Conservation
o Historic Resources
o Arts and Culture
o Safety and Hazards
o Noise
o Utilities and Infrastructure
• Market Study (draft and final)
• Community Profile/Issues and Opportunities Memo (draft, final)
Task 4: Visioning
4.1 Vision Statement and Guiding Principles
R+A will prepare a new or updated vision statement that identifies the community values (i.e., key community characteristics to preserve) and core components of the community’s vision for Azusa in the future. The first draft of the vision statement and guiding principles will be based on the results from the initial community engagement, including: optional stakeholder interviews, GPAC identification of issues and opportunities, workshop #1, the first round of pop-up events, and the first community survey. After the GPAC reviews and provides feedback on the first draft, the second draft will be prepared for the GPAC’s recommendation. The second draft along with the GPAC’s recommendation will be considered by the Planning Commission; the GPAC’s and Planning Commission’s recommendations will then be brought to the City Council for vision statement endorsement. The vision statement and guiding principles will be the foundation for the General Plan Update process.
4.2 Key Strategies Map
R+A will prepare a conceptual Key Strategies Map summarizing the initial “big ideas” that the General Plan will put forward. This could include natural areas that could be enhanced, historic features to preserve, areas of potential General Plan Land Use Designation changes (e.g., to attract new employers and implement the Housing Element), transportation or facilities improvements, or initiatives to advance equity and environmental justice. Like the vision statement, the first draft of the map will be based on input received during the initial community engagement activities. The first draft will also be informed by key findings from the existing conditions reports. The Key Strategies map will follow the same path to approval as the vision statement – two GPAC meetings, Planning Commission, and then City Council.
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Likewise, the key strategies map will also serve as the foundation for the development of alternatives, goals, and policies.
4.3 City Council and Planning Commission (Existing Conditions, Vision Statement, Guiding Principles)
R+A will present community and GPAC feedback on the vision and guiding principles, the key strategies map, and the key findings from the existing conditions reports to the Planning Commission. Planning Commission’s recommendations along with the initial presentation will then be brought to the City Council for final approval.
Task 4 Deliverables
• Vision statement memo (first draft, second draft, final)
• Key Strategies map (first draft, second draft, final)
• City Council and Planning Commission Presentations (draft, final)
Task 5: Alternatives
5.1 Alternatives Team working meeting(s)
With the key strategies map as the starting point and building on key findings from the existing conditions analysis, the R+A Team and City staff may hold one to three online working meetings to refine conceptual ideas, develop land use and transportation alternatives, and advance work on Tasks 5.2, 5.4, and 5.5. The meetings will be opportunities to consider the interrelated planning drivers that can inform the exploration of alternatives, including protection of the natural environment; climate adaptation; Housing Element implementation; multimodal access to amenities; socioeconomic trends, market trends, and economic forecasts; and environmental justice. R+A would facilitate the meetings.
5.2 Develop Land Use Alternatives
R+A will prepare up to three land use and design alternatives that vary in terms of allowed land use, density or intensity, and pattern/location of development. Each alternative will be illustrated through a series of graphics (printed maps, interactive web maps, precedent photos of representative characters, analytics, and descriptive text). Key topics related to the physical structure of the city will be addressed through each of the alternatives, and include:
• Areas of Change and Stability. Key areas of interest, for example, Downtown Azusa, TOD Specific Plan area, West End Industrial district, and major corridors in the city, etc.
• Infill Strategies and Innovative Housing Types. The alternatives will examine locations to encourage infill and innovative housing types.
• Building Design/Character. Where intensification or other major changes to land use regulations are being considered, precedents and/or renderings will be prepared to illustrate what new development could look like.
• Opportunity Sites/Corridors. Based on the findings of the Market Assessment, KMA and the R+A Team will evaluate opportunities for up to four key opportunity sites/corridors in the city. Topics to be considered include:
o Entitlements and Physical Constraints. Provide understanding of entitlements and physical properties for the Opportunity Sites/Corridors to identify limitations, concerns, and issues.
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o Market Considerations. This evaluation will provide insight into the amount of development planned for each Site/Corridor, including an identification of the land uses (e.g., residential, logistics, hospitality, etc.) with market support and their appropriateness for the Site/Corridors, with attention given to the potential development formats (e.g., horizontal mixed-use, vertical mixed-use, etc.).
5.3 Land Use Designations
While preparing land use alternatives, R+A will develop land use/place type designations building off the existing General Plan designations. Based on new State regulations and case law, the land use designations and zoning districts will need to be consistent. R+A will consider zoning implications and consistency during the preparation of new designations.
5.4 Land Use Alternatives Analysis
R+A will prepare a “matrix-level” analysis of the alternatives to enable the community to understand the distinctions and trade-offs among the alternatives. The R+A team will use UrbanFootprint, a data-driven geospatial decision-support tool (https://urbanfootprint.com/), to model the alternatives and to compare and contrast the alternatives across land use, transportation, and environmental impacts metrics. Specific topics that may be addressed include:
• Land use mix, including land use by type and intensity
• Acreage of parks and open space
• Development in critical environmental and hazard-prone areas
• Transportation impacts including VMT per capita
• GHG impacts including total GHG emissions and GHG per capita
• Energy use per household and per capita
• Access to destinations, including parks, retail, and transit.
5.5 Land Use Alternatives Presentation
R+A will prepare a summary of the three land use alternatives, the high-level impacts of each, and the key differences in a PowerPoint presentation. The presentation will include supportive imagery, descriptions of key features, and other diagrams to illustrate this phase of the General Plan to the public. The Land Use Alternatives Presentation will be prepared in conjunction with workshop #3 and the accompanying GPAC meeting.
5.6 Planning Commission and City Council – Alternatives Review and Selection
R+A will meet with the City Council and Planning Commission to review and provide direction on land use alternatives. City staff will be responsible for all meeting logistics and preparing the staff reports.
5.7 Preferred Land Use Alternative
Through input from public workshops, City staff, and the Planning Commission and City Council, the alternatives will be vetted, discussed, and evaluated. With clear direction from the City Council, the preferred land use alternative will be prepared and summarized in a presentation format. This presentation will include a land use map, summary of land use designations, and development intensity.
Once the preferred land use alternative is identified, the R+A team will conduct a final analysis in UrbanFootprint using the same metrics as in Task 5.4. In addition, R+A will calculate full buildout and 20-year growth projections for the preferred alternative (see Task 5.10).
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5.8 Fiscal Impact Analysis
For the existing general plan and the proposed general plan preferred alternative, KMA will evaluate the potential fiscal impact of buildout. This analysis will include:
• Projection of Annual Plan Revenues - KMA will estimate the gross annual recurring tax revenues and subvention revenues to be generated by the build out of the general plan and the alternative scenario, which are allocated to the City’s General Fund on a static basis and over 20 years (excludes non-General Fund Revenues). The major revenues anticipated to be quantified, include the following:
o City’s share of annual property tax revenues generated by the area;
o City’s subvention revenues (e.g., motor vehicle in-lieu fees);
o City’s share of sales tax revenues generated by the residential and commercial uses;
o Other revenue sources, and;
o Transient occupancy tax revenues.
• Projection of Annual Plan Service Costs - The second focus of the analysis is the assessment of annual General Fund operating and maintenance costs related to providing services such as police protection, public works, parks and recreation, and general administration. The major steps to identify costs are:
o Review and analyze the City’s budget, and other written materials to identify the cost
experience and current annual operating expenses incurred by the City in serving its existing
population. Identify applicable service standards in the General Plan.
o Confirm a set of basic cost and revenue assumptions derived from the City’s budget.
KMA will provide summary tables and a brief memorandum identifying the key assumptions for the analysis. KMA will attend one in-person meeting during this task and will be available for up to two virtual meetings with the R+A team/City.
5.9 Emergency Evacuation Assessment
Two recent bills have been passed by the state legislature that affect the Safety Element of the General Plan: SB 99 and AB 747. SB 99 requires parcels with only one point of access to be identified within the Safety Element or Hazard Mitigation Plan, and AB 747 requires the evaluation of the transportation network and its adequacy/viability to accommodate an evacuation under a range of evacuation scenarios. SB 99 analysis will be completed by APS and is included in Task 3.1.
Task 3.1 above includes the identification of key evacuation routes for the City which we anticipate creating with input from City staff. However, if the City desires more detailed review/analysis of specific evacuation scenarios, we will work with the City and the R+A Team to identify those key events and look at specific evacuation capacities to identify the time required to evacuate specific areas of the City.
Given that there are many potential emergency events and evacuation scenarios that can occur in the city, Fehr & Peers will work with the City and the Fire Department to assess key considerations for up to two likely evacuation events. These events could include wildfire, earthquakes, flooding, landslides, and/or significant infrastructure failure that requires evacuation via key locations along the Interstate 210 freeway, State Route 39, Foothill Boulevard, and/or the local street network.
This scope anticipates that up to ten key roadway segments will be identified as critical evacuation routes. Fehr & Peers will work with the City on an analysis methodology to identify the likely amount of time required for each of the areas with limited accessibility to evacuate. To assist with the evacuation time
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estimates, Fehr & Peers anticipates using the attribute information (number of travel lanes, roadway classifications, etc.) from the SCAG model to inform the capacity assessment. Fehr & Peers also anticipates using SCAG model SED to determine the household and population that may need to be evacuated from key zones. Although SCAG model attributes will be used to assess evacuation trips on the network, Fehr & Peers’ assessment will be high level and will generally review hourly evacuation capacities on key corridors during those evacuation events. This capacity assessment is consistent with AB 747 requirements and is a planning level assessment.
The F&P team will use the two likely evacuation events to develop recommendations that focus on potential circulation constraints and capacity issues. This could include improved emergency response time, increased notifications, evacuation drills for residents, and/or improved infrastructure or transportation management to assist with evacuation (e.g., improved roadway network connectivity in some areas, contra-flow lanes, staging areas to connect with multi-modal routes). These recommendations will be discussed with the R+A Team and City staff and F&P will update the recommendations, if needed, based on one round of compiled comments.
The methodology and results of the emergency evacuation analysis would be documented in a technical memorandum.
5.10 Growth Projections
R+A (with support from KMA) will work closely with the City to develop and refine the methodology utilized for growth projections. R+A will quantify development potential in terms of housing units, non-residential floor area, population, and jobs (by sector). This methodology will be described in a technical memo. After the preferred land use alternative is selected, R+A will calculate full buildout and 20+-year growth projections for the preferred alternative.
5.11 Planning Commission and City Council – Preferred Alternative and Growth Projections Review
R+A will meet with the City Council and Planning Commission to review and confirm the preferred land use alternative and growth projections. City staff will be responsible for all meeting logistics and preparing the staff reports.
Task 5 Deliverables:
• Land Use Alternatives (2-3 drafts and final)
• Draft land use designations
• Land Use Alternatives Analysis and Report (draft, final)
• Land Use Alternatives PPT (draft, final)
• Preferred land use alternative map (draft and final)
• PPT with analysis of the preferred alternative (draft and final)
• PPT for Planning Commission and City Council meeting (draft and final)
• Emergency Evacuation Assessment technical memorandum (draft and final)
• Growth projections memo (draft and final)
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Task 6: Policy Development
6.1 General Plan Outline and Policy Topics
During this task, the team will prepare an outline of the General Plan with all policy topics to be included in each General Plan Element. A review of goals and policies in the current general Plan will be included. As discussed in the Approach section, the organization of the General Plan will be determined in consultation with City staff. We are open to maintaining the current Plan organization or developing a different outline for Staff’s consideration. For the purposes of this scope, we have listed the Elements topically in task 6.2 below. In addition to the draft Elements, we anticipate the General Plan will include an introduction, plan overview, vision and guiding principles, a summary of engagement, and an implementation chapter. Note that the Housing Element is not included below since it was prepared separately by the City. The outline will serve as the basis for Task 6.2 and 7.2.
6.2 Draft Goals and Policies
The R+A team will review the existing General Plan goals and policies to understand the gaps to be addressed based on the issues identified during the existing conditions analysis and current best practices. Based on the input received to date, the R+A team will develop draft General Plan goals and policies (implementation actions to be prepared in the next phase). The draft goals and policies will be the foundation for GPAC meetings as well as workshop #4, survey #3, and related pop-up events. A summary of feedback at these events will be presented along with the draft goals and policies to the Planning Commission for recommendation, and then to City Council for confirmation of the policy direction (see task 6.3). Draft goals and policy topics may include the following components:
• Land Use and Community Character. R+A will lead the land use, community character and urban design goals and policies which may cover topics including:
o City Structure: Corridors, neighborhoods, and centers
o Community and Historic Character. Continue preserving the city’s heritage and small-town features, such as those in Downtown Azusa.
o Neighborhood Evolution. Advance the construction of residences in the mixed use zones, especially in the TOD Specific plan area in a manner consistent with the Housing Element and the preferred land use alternative.
o Housing Types. Explore innovative housing types that are currently not permitted in the City of Azusa that expand housing choices for Azusa residents of all ages and abilities.
o Area-specific guidance.
• Economic Development and Fiscal Sustainability. Based on the findings of the Existing Economic Conditions Report and Preferred Land Use Alternative Fiscal Impact Analysis (Task 5.7), and discussions with City staff and stakeholders, KMA will work with the City and R+A Team to identify economic development goals and develop economic and financial strategies that can be used to promote the City’s economic development goals. The analysis will include:
o Economic Resiliency. Target industries and businesses for attraction/retention efforts based on the results of the economic and market analysis.
o Business Attraction and Retention. Address physical, financial, city-related, and market-based opportunities and challenges for attracting and retaining businesses.
o Equitable Economic Development. Ensure that City efforts support underserved and vulnerable groups in areas such as access to City services/resources, job access, and entrepreneurial opportunities.
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o Long-term Fiscal and Economic Sustainability. Ensure that the City continues to provide high-quality public services such as public safety, parks, and trails, to existing and new residents and businesses.
Circulation and Mobility. Fehr & Peers will develop goals and policies related to mobility for inclusion into the Mobility Element, with input from the GPAC, community, and City staff. Given the built environment in Azusa, it is anticipated that areas such as Downtown Districts and neighborhoods along major corridors would see minimal changes to the roadway network, while areas in the periphery of the city that are less built out are more likely to see roadway expansions to accommodate potential growth. This will be an update to the existing street classifications that will revisit local land use development and future development potential to evaluate where street capacity and classification changes would be justified by changes in land use and travel patterns.
A key requirement to be addressed is the implementation of complete streets. AB 1358 (2008) requires all Mobility Elements to include complete streets policies. Furthermore, Smart Growth America has provided best practices on elements of complete streets policies that incorporate a variety of implementation approaches. Fehr & Peers understand the City’s focus on improving mobility and connectivity to better implement the vision for walkable areas and corridors, with an emphasis on complete streets and multi-modal networks. Fehr & Peers will work with the R+A Team and City Staff to address the AB 1358 requirement for the City of Azusa and develop a multimodal network.
SB 932 requires a safe systems approach policy to be included in the Mobility Element if it is adopted after December 2024. Fehr & Peers will coordinate with the City’s Local Road Safety Plan team to integrate policies or statement that aims to eliminate fatal and serious injuries for all road users (i.e., a Vision Zero statement).
Fehr & Peers will develop a set of transportation policies related to various priorities identified with the City staff, such as:
o Transportation System. Design and operations of the vehicular transportation system (functional classifications, traffic calming, appropriate speeds, etc.); goods movement, freight routing, and freight parking; and connections to passenger rail, and freight rail.
o Active Transportation. Active transportation (bicycle and pedestrian) and micromobility opportunities for enhanced and safer connectivity.
o Public Transportation. Public transit options to connect destinations throughout the City.
o Truck Travel. Establish truck routes.
o Travel Demand Management. Provide policies for TDM measures based on best practices.
o Emergency Evacuation Routes. Policies based on analysis on Task 5.9.
o VMT Measurement. Vehicle-miles traveled (VMT) and other sustainable transportation measures as required by statute.
• Public Parks, Recreation, and Facilities. R+A will lead the goals and policy preparation for public parks, open space, and facilities. These may cover topics including:
o New or Improved Parks. Equitable access to parks, recreational programs, and other physical and programmatic improvements to existing parks and open spaces.
o City Facilities. Public facilities needed based upon the projected increase in land use intensity, population, and the correlated need for additional services.
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o Recreation. Public facilities, programs, and funding opportunities available to continue to serve the community with lively recreation.
o Schools. Coordinate with the School District regarding projected increase in land use intensity, population, and the correlated need for additional schools.
• Environmental Justice and Healthy Communities. R+A will lead the preparation for environmental justice goals and policies. These will cover the necessary requirements of SB 1000, and may include topics such as:
o Equitable Access. Expand access to public services and facilities.
o Physical Activity. Encourage active transportation as a form of physical activity.
o Pollution Exposure. Reduce potential exposure to polluting sources through mitigation tactics and strategies.
o Food Access. Increase access to healthy food and produce.
o Anti-displacement. Protect lower-income residents from displacement.
o Healthy built environment. Expand safe and sanitary housing.
o Increased engagement to involve underrepresented populations.
• Historic and Natural Resources, Conservation and Open Space. Meridian Consultants, with input from HRG, will prepare goals and policies for conservation and open space. Topics may include:
o Cultural and Historic Resources. Protect sensitive cultural and historic resources, including historic resources identified in the City’s recent Citywide Historic Resource Survey in response to the City’s Historic Context Statement. Human environmental resources, including cultural or tribal resources; archaeological resources; production of resources. Preparation of goals and policies will include review of existing City policy related to these topics and will build upon the existing General Plan policies by incorporating current best practices and input from the community and the City.
o Natural Resources. Protect land, water, ecosystem services, minerals; soils, and living resources such as wildlife; guide conservation and development; balance community needs with environmental preservation.
o Open Spaces. Enhance existing open space areas and resources in the northern portion of the City in the San Gabriel Mountain and foothill areas and along the San Gabriel River.,
o Air Quality. Address air quality in consideration of climate change, land use, transportation, and health.
• Arts and Culture. Informed by the Arts and Culture Existing Conditions Report for Azusa developed in Task 3.1, CPG will develop general plan level goals and policies and program recommendations and provide context and rationale for each recommendation.
• Safety and Hazard Mitigation. APS will prepare safety and hazard mitigation goals and policies. This review will identify the applicable hazards that affect the City and emerging issues of concern in the future. A key component of this analysis includes the review of the existing policy framework to determine relevancy to the issues of today and adherence to current state requirements. This review will provide an overview of the Cal Fire review criteria used to assess the element required by the California Board of Forestry and Fire Protection. This also includes an evaluation of the Safety Elements' compliance with California Government Code sections 65302(g) 1-9, as well as concerns identified by the community during outreach and engagement efforts.
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• Noise. Meridian Consultants will prepare goals and policies for noise. These will include topics such as:
o Existing noise levels and major sources of noise in the City
o Future noise levels
o Noise mitigation strategies
• Public Infrastructure and Utilities. In consultation with City staff, R+A will prepare goals and policies that address the following:
o Water
o Wastewater
o Stormwater systems
6.3 Planning Commission and City Council - Review of Draft Goals and Policies
The draft goals and policies, along with a summary of feedback received, will be presented to the Planning Commission for recommendation, and then to City Council for confirmation of the policy direction (see task 6.3). The policy direction from the City Council will be the foundation for development the content of the General Plan Elements (Task 7). These meetings could be combined with those listed in Task 5.11 if the schedule allows resulting in cost savings.
Task 6 Deliverables:
• General Plan outline (draft, final)
• General Plan goals and policies (admin draft, public draft)
Task 7 General Plan
7.1 General Plan Layout + Design
R+A will prepare a graphically illustrative, user-friendly layout and design (in Adobe InDesign) for the General Plan document. R+A will develop sample page layouts for City staff to review and provide feedback prior to finalizing the layout design. Based on City staff feedback, R+A will revise the design template that will be utilized for the Screencheck, Public, and Final General Plan documents.
7.2 Administrative Draft General Plan
The R+A team will prepare an Administrative Draft General Plan based on the established vision, guiding principles, and draft goals and policies. The R+A team will address all the requirements of State law, using the 2017 OPR General Plan Guidelines, incorporating local priorities and ensuring the document is internally consistent. The outline agreed upon in Task 6.1 shall be used. Note that the Housing Element is not included below since it was prepared separately by the City.
Each of the Administrative Draft Elements will be organized as follows:
• Context setting
• State Requirements
• Goals and Policies (as developed in Task 6.2)
• Implementation Actions and Recommended Programs/Strategies
The Administrative Draft General Plan will not include imagery or a detailed graphic layout; instead, this first version of the document will focus on the content. City staff will review the initial draft plan in Microsoft Word and/or Adobe PDF and provide one set of non-conflicting comments electronically in
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Microsoft Word or Adobe PDF. These comments will be addressed as part of the Screencheck Draft Plan (see Task 7.3 below for further details). The anticipated General Plan chapters are listed below:
• Introduction and Plan Overview: R+A will prepare a brief introduction that sets the stage for the rest of the General Plan including an overview and organization of the General Plan.
• Vision and Guiding Principles: R+A will summarize the vision and guiding principles of the General Plan.
• Plan Development Process: R+A will prepare a high-level summary of the General Plan update process, including a description of the community engagement process, various phases and activities that were part of the effort to update the General Plan.
• Land Use and Community Character: R+A will craft an element around key citywide land use concerns. Implementation programs including future updates to city regulations, and other strategies will be included.
• Economic Development and Fiscal Sustainability. KMA will prepare an update to the City’s Economic Development Element. Implementation actions and strategies may include:
o Key Opportunity Industries. Identify key opportunity industries to facilitate the City’s economic development goals.
o Preferred Financing Mechanisms. Identification of avenues to finance infrastructure and public facilities in conjunction with the buildout of the General Plan while supporting the City’s economic development goals and ensuring the City’s budget is not negatively impacted by these expenditures, including:
District formation for operation and maintenance of public improvements.
Expedited development processing and revised development fees to accelerate
desired projects.
Business retention and attraction
Site specific public revenue programs
Tax-exempt bonds/Low Income Housing Tax Credits (low income housing projects).
Enhanced Infrastructure Financing Districts
Available grant and/or loan programs
• Circulation and Mobility: F&P will draft the Mobility Element with an overarching goal of a self-mitigating General Plan.
• Public Facilities, Parks, and Recreation: R+A will prepare a Public Facilities, Parks, and Recreation Element that encompasses the City’s high-quality public facilities, existing and planned parks, trails, and recreation programs.
Community Health and Environmental Justice: While R+A anticipates this will be a standalone General Plan Element, we assume that the health, equity, and environmental justice goals and policies will also be incorporated into all other elements of the General Plan.
• Historic Resources, Open Space, and Conservation: Meridian Consultants with assistance from HRG, will prepare the Open Space and Conservation Element. Consultation will include discussions of the policy, political implications, CEQA impacts, future process considerations, and implementation actions. HRG will craft implementation measures and recommendations for historic resources as part of the General Plan. This Element may address the following topic areas:
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• Arts and Culture: CPG will prepare an Arts and Culture Element. The proposed goals, policies and recommendations will be accompanied by strategies and implementation items related to cultural governance, public art, funding support, arts and culture programming, and potential partnerships.
• Safety and Hazard Mitigation: APS will prepare the Safety Element Update addressing natural and human-caused hazards, climate change/adaptation consistent with SB379, and evacuation routes, consistent with Government Code Section 65302(g)1. After the completion of the Screencheck Draft General Plan, APS will transmit the draft to Cal Fire staff for review and continue to coordinate with Cal Fire staff to ensure a timely review. This coordination will involve regular calls/emails and other interactions during the review to minimize delay and expedite the comments and revisions process.
• Noise: Meridian Consultants will document, and map noise sources and projected noise based on future conditions. These existing and future noise contour maps will be used to evaluate land use compatibility for both transportation and stationary noise sources and will identify areas subject to significant noise in the future. Methods to attenuate noise to reduce potential noise exposure will be identified and incorporated into appropriate policies.
• Public Infrastructure and Utilities: Working with City departments, R+A will develop the Public Infrastructure and Utilities Element and will craft policies related to water, wastewater, and stormwater demand and capacity.
• Implementation Plan: All members of the R+A team will contribute to a summary implementation plan that identifies key actions to implement in the General Plan:
o Studies that should be completed
o Plans that need to be created or updated
o Major physical improvements
o Other City initiatives
7.3 Screencheck Draft General Plan
City staff will review the Administrative Draft General Plan and provide a single set of consolidated, non-conflicting, and actionable revisions to the R+A team using Microsoft Word-tracked changes and comments. The R+A team will review the proposed changes by staff to ensure internal consistency among elements and conformance with State law and then prepare a formatted Screencheck Draft General Plan using the design template. This iteration of the Plan Update will also incorporate imagery and graphics.
Note that the scope and budget assume that City staff revisions will not require a wholesale revision to any components of the plan. A scope and budget amendment will be required if substantial changes are needed, or if a 2nd Administrative Draft is desired (noted below).
7.4 Public Draft General Plan
R+A will prepare a Public Draft of the General Plan based on comments provided by City staff on the Screencheck Draft. The Public Draft will be the version that will be presented to the public at Workshop #5, GPAC, Planning Commission and City Council during the public hearing process.
The scope and budget assume that City comments on the Screencheck Draft General Plan be limited to typos, plan layout and design (i.e., no further content edits aside from minor errors) and will require only minimal work on the part of the R+A Team prior to layout and design of the Public Draft.
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7.5: General Plan Consistency Analysis and Recommendations Memo
R+A will summarize key issues, concerns, and inconsistencies between the final adopted General Plan and the Zoning Code in a Recommendations Memo to be presented to City Staff. The memo will be structured around the General Plan’s goals, policies, and programs, summarizing how each relates to the Zoning Code and identifying issues and recommendations for implementation of the General Plan through Zoning Code changes. Potential amendments may include new or revised regulations and standards for zoning district(s) and land uses, parking, and landscaping.
Task 7 Deliverables:
• General Plan layout/design (draft, final)
• Administrative Draft General Plan
• Screencheck Draft General Plan
• Public Draft General Plan
• General Plan Consistency Analysis and Recommendations Memo (Optional)
Task 8: CEQA
Meridian Consultants (Meridian) will prepare a Program Environmental Impact Report (PEIR) for the
General Plan Update to assess the environmental impacts of the Plan in compliance with the provisions of
the California Environmental Quality Act (CEQA) consistent with CEQA Guidelines Article 9. To the extent
possible and dependent on availability, Meridian will leverage prior environmental documents prepared
by the City and other local, regional, and state agencies to streamline this work, particularly for existing
conditions descriptions and regulatory environment. As part of this task, Meridian will attend up to 6
coordination meetings throughout the environmental review process. Additional meetings can be
attended on a time and materials basis.
8.1: Kickoff, Project Description, and Meetings
Meridian will participate in one (1) kickoff meeting with the City to introduce team members, discuss
initial data requests, and develop the project schedule. Meridian will confirm the scope of environmental
analysis and methodologies with the City at the kickoff meeting.
Meridian will submit a comprehensive data request to the City, and then prepare and submit a project
description for City review and approval. The project description will include the following information,
consistent with CEQA Guidelines Section 15124:
• A description of the relevant interrelated documents and projects (i.e., various General Plan elements, including the Housing Element; development code and zoning updates; and specific plans)
• A statement of project objectives
• A description of the technical, economic, and environmental characteristics of project
• Graphics showing the proposed General Plan updates such as land use, zoning, transportation, etc.
• A statement briefly describing the intended uses of the PEIR.
8.2: NOP and Scoping Meeting
Meridian will prepare a Notice of Preparation (NOP) of the General Plan Update Program EIR, including the project description, information regarding the scoping meeting, and a discussion of probable environmental effects, consistent with CEQA Guidelines Section 15082. Meridian will also moderate a
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scoping meeting to provide an opportunity for comment on the potential environmental effects of the proposed General Plan Update from other public agencies and the public. Meridian will prepare a presentation and supporting information materials for the scoping meeting. Comments received in response to the NOP and at the scoping meeting will be compiled and included in the PEIR and considered in finalizing the scope of study in the PEIR.
8.3: VMT Assessment and EIR Support
Fehr & Peers will conduct a VMT assessment for the General Plan Update build-out. In 2020, Fehr & Peers developed the San Gabriel Valley Council of Governments (SGVCOG) VMT Evaluation Tool and Transportation Study Guidelines, including for the City of Azusa, to support SB 743 implementation. Currently, Fehr & Peers is working with SGVCOG to update Baseline VMT metrics using the SCAG 2024 RTP/SCS Activity-Based Model, which has a base year of 2019, interim year of 2025, and horizon year of 2050. This model will be used for the General Plan’s VMT analysis.
• Travel Demand Modeling. To ensure the SCAG model's validity for the City of Azusa, Fehr & Peers will conduct a review of base year conditions. Based on the General Plan schedule, it is anticipated that the Notice of Proceed will be issued in 2025. Given the model’s interim year of 2025, we will review the baseline socio-economic data (SED) from the model to ensure consistency with existing land use conditions based on census data. If inconsistencies are found, the base year model will be refined within the City’s boundaries, and the baseline VMT will be updated accordingly.
Fehr & Peers will review the Horizon Year 2050 scenario of the SCAG model and modify roadway networks and land use/ SED assumptions (number of jobs, household, population, etc.) for transportation analysis zones (TAZ) in the City of Azusa to ensure consistency with General Plan assumptions. It is assumed that land use/SED assumptions will be provided at TAZ level by the R+A Team/City of Azusa staff for Fehr & Peers. Fehr & Peers will make sure to include the adopted new housing sites in the General Plan horizon scenario. We will prepare two full model runs for the base year (existing scenario) and cumulative year (General Plan horizon scenario). Additional scenarios and full model runs can be undertaken if required with an additional budget.
VMT Impact Determination. The VMT metrics will reflect all land uses and roadway network developed within the General Plan Update upon buildout conditions. Following City of Azusa Transportation Study Guidelines (Adopted August 2020 and updated in 2023), the Total VMT per service population will be reported for the General Plan and compared to the SGVCOG Northeast subarea baseline VMT per service population. An impact will occur if the General Plan Total VMT per service population exceeds the 15% below the SGVCOG Northeast subarea baseline VMT per service population. Based on the VMT data described above, we will determine the potential for significant VMT impacts and consider other substantial evidence that may be relevant to making a VMT significance determination.
If the project is found to have a significant VMT impact, potential mitigation options will be provided and the VMT benefits will be described qualitatively. If needed, transportation demand management measures can be used to describe the VMT reduction for the General Plan. These mitigation options are based on transportation demand management strategies that have been found to be effective in reducing VMT for the types of uses being developed as part of the Plan and in the context of City of Azusa.
Fehr & Peers will evaluate up to two alternative scenarios and will provide quantitative comparisons for VMT measures.
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• VMT Analysis Technical Memorandum. The results of the VMT analysis will be documented in a technical memorandum that will be provided to the R+A Team for use in the CEQA documentation. The task assumes two rounds of review with consolidated comments from the R+A Team/City.
• EIR Support and Response to Comments. Fehr & Peers will support the General Plan EIR efforts by providing the SED, VMT, and segment volumes outputs from the SCAG model for use in the air quality, noise, and greenhouse gas analyses in the General Plan EIR.
Fehr & Peers has budgeted a total of 40 hours to support the R+A Team in reviewing the transportation section of the General Plan EIR. We envision that our work will provide final quality assurance and quality control (QA/QC) of each section written by the R+A Team, that Fehr & Peers will answer questions from the R+A Team as they write these sections and/or respond to comments on each section. If additional time is needed due to the magnitude or complexity of the comments, an additional scope will be developed.
8.4: Administrative Draft PEIR
The Meridian team will prepare the setting, impacts, and mitigation discussions for each environmental topic identified in Environmental Checklist (Initial Study) in Appendix G of the CEQA Guidelines. Meridian will prepare a summary of existing conditions, pertinent regulations, and a description of the regional setting, placing special emphasis on rare or unique environmental resources in the City.
The PEIR will provide a program-level analysis of the project, focusing on the potential physical effects on the environment from implementation of the proposed land use plan in the General Plan Land Use Element.
The policies, standards and implementation measures identified in the General Plan will be identified as mitigation measures for any potential significant impacts identified as appropriate. Additional mitigation measures will only be identified if necessary to mitigate a significant impact. New mitigation measures will be developed for use as conditions of approval for future projects to facilitate the streamlined clearance of future projects. The mitigation measures contained in the Southern California Association of Governments (SCAG) Regional Transportation Plan/Sustainable Community Plan (RTP/SCS) Program EIR, identified for consideration by cities in the SCAG region will be reviewed and considered in determining appropriate mitigation measures. A summary of our team’s proposed methodologies for key environmental topic areas is provided below.
• Air Quality, Greenhouse Gas, and Energy. The Meridian team will prepare Air Quality, Greenhouse Gas and Energy analyses for, the results of which Meridian will incorporate into the PEIR. The evaluation will assess the local and regional air emission impacts of VMT changes associated with the project. We will conduct the evaluation according to all pertinent requirements and adopted air quality plans and will identify needed mitigations consistent with applicable South Coast Air Quality Management District (SCAQMD) CEQA Guidelines.
• Biological/Cultural Resources. Meridian will complete a search of the California Department of Fish and Wildlife California Natural Diversity Database (CNDDB) to identify sensitive biological resources in the City’s Planning Area. A records search will also be conducted at the California Historical Resources Information System (CHRIS to identify recorded cultural resources in the City’s Planning Area.
• Historic Resources. HRG will compile a CEQA Technical Study analyzing potential impacts of the General Plan to historic resources. Potential impacts will be noted along with recommendations for
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their mitigation. HRG will be available to respond to community comments throughout the CEQA process.
• Land Use / Planning. Meridian will compare the proposed Land Use map to the previous General Plan Land Use map, with a focus on how any changes would accommodate updated housing and employment projections. Meridian will document the ways in which the General Plan update will achieve the City’s broader planning goals and objectives.
• Noise. The Meridian team will prepare a noise analysis, the results of which Meridian will incorporate into the PEIR. The noise analysis will focus on localized noise increases that may occur in areas receiving additional housing units or other development based on the General Plan Update. Noise modeling will be completed for all major roadways in the City based on traffic volumes and information on fleet mix, speed limits and other information provided from the General Plan Transportation Study. Based on this modeling, the potential for uses allowed by the proposed General Plan Update to be exposed to noise levels exceeding applicable noise standards will be identified and appropriate programmatic mitigation measures will be identified.
• Population/Housing. Meridian will describe existing and projected population characteristics based in information in the Southern California Association of Governments (SCAG) Regional Transportation Plan/Sustainable Community Plan (RTP/SCS), U.S. Census and the City’s Housing for All 2021-2029 General Plan Housing Element. Meridian will evaluate how the growth in population and housing associated with implementation of the proposed General Plan Update relates to applicable growth projections.
• Transportation. As outlined in Task 8.3, F&P will provide a VMT Analysis Technical Memorandum that will be used to address transportation impacts in the EIR.
• Alternatives Analysis and Assessment of Cumulative Impacts. In addition to addressing all the topical sections, Meridian will also prepare the following sections as required by the CEQA Guidelines:
o Alternatives: Under CEQA, project alternatives should be developed that avoid or reduce significant impacts identified in the technical sections of the PEIR. Meridian will work with the City and the team to identify any feasible project alternatives. For the purposes of scoping, Meridian assumes that this section will analyze up to three alternatives in total, one being the CEQA-required “No Project” alternative, which would be continuing with current General Plan policies and standards.
o Cumulative Impacts: CEQA allows cumulative analysis to be developed under the “list” method or by including a summary of projections contained in an adopted local, regional, or statewide plan. The SCAG RTP/SCS Program EIR provides information regarding the potential cumulative effects of projected growth in the region that will be a primary source of information for this section. The Meridian team will develop cumulative impact discussions for all fully developed PEIR technical sections.
o Other Required Sections: This section of the PEIR will address growth inducing effects of the proposed General Plan Update, effects determined not to be significant, and any significant irreversible environmental changes.
8.5: Public Draft PEIR
Meridian will revise the Administrative Draft EIR in response to comments from City staff and submit an electronic copy of the PEIR and all associated appendices. Meridian will also prepare the combined Notice of Availability and a Notice of Completion in accordance with the CEQA Guidelines, including submission
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to the State Clearinghouse and provide advice as needed to the City regarding distribution of the Draft PEIR pursuant to CEQA and City review procedures. The PEIR will be circulated for 45 days.
8.6: Final PEIR
The Final PEIR will include responses to all written comments received by the City on the Draft PEIR, any minor updates or revisions to the Draft PEIR, and a mitigation monitoring and reporting program (MMRP). Meridian will prepare written responses to all comments on the Draft PEIR and coordinate with other members of the R+A Team and city staff as needed to prepare responses to comments.
• Response to Comments. Meridian will compile and number all comments and develop a list of major issues/concerns. Meridian will meet with City staff following the close of the comment period to discuss the best approach, which may include the use of master responses to facilitate the response to similar or repeated comments.
• Final EIR. In a parallel process with preparation of administrative draft responses to comments, Meridian will incorporate edits and changes to the Draft PEIR by using strikeout/bold underlined text as appropriate. Based on up to two (2) sets of consolidated comments from the City, Meridian will revise the responses to comments document and will provide electronic copy of the Final PEIR to the City.
• Findings of Facts & SOC. As part of this task, Meridian will prepare CEQA Findings of Fact and, if needed, a Statement of Overriding Consideration for adoption by the City Council with approval of the General Plan Update.
Public Hearings (Hours in Task 9.2)
The Meridian management team will attend up to two (2) public hearings for certification of the PEIR (Planning Commission, City Council, etc.). Attendance at any additional hearings would be billed on a time-and-materials basis. This task also includes an allowance for the preparation of meeting materials, such as a presentation, PowerPoint, and related materials. adoption. Time is included in Task 9.2.
Task 8 Deliverables
• EIR – Admin, Second Admin, Screencheck, and Public Draft
• VMT Assessment technical memorandum
• Modeling data for air quality, noise, and greenhouse gas analyses in EIR
• Final EIR, including Response to Comments
• Findings and Statement of Overriding Considerations
• Notice of Determination
Task 9: Plan Review and Adoption
9.1: Matrix of General Plan Comments
R+A will prepare a matrix to track all comments received on the Public Draft General Plan. City staff, supported by expertise from all team members, will review the comments and provide a brief statement in the matrix recommending how each will be addressed in the final General Plan. Note that City staff will lead this task to ensure that City staff understand and support all content in the final General Plan.
9.2: Adoption Hearings
Key members of the team will attend up to two hearings with both the Planning Commission and City Council (a total of four meetings) to review the Public Draft General Plan and the Final EIR. R+A will prepare a brief PowerPoint presentation summarizing the General Plan and comments received. Staff will
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prepare the staff report, which will be reviewed by the R+A team. At the conclusion of the hearings, the City Council will determine whether to certify the Final EIR and whether to adopt/approve the General Plan.
Note that R+A will not prepare a revised draft General Plan prior to hearings. The Planning Commission and City Council will review the Public Draft, and a list of changes recommended by staff resulting from the community engagement process.
9.3: Final General Plan
Based on final changes approved by the City Council, R+A will prepare a Final General Plan. The scope assumes only minor, editorial changes will be needed to finalize the document.
9.4: Data Transfer
Following the adoption of the General Plan and EIR, our team will transfer all relevant materials to the City, including map files, summary notes from public meetings, background and data reports, and all other relevant public documents.
Task 9 Deliverables
• Matrix of Comments and Responses
• Public hearing presentation
• Final General Plan
• General Plan data and materials
Task 10: Project Management and Meetings
10.1: Project Management and Meetings
This task covers project management tasks up to the maximum budget, including “informal” communication via email and phone, management, and supervision of the subconsultants on the team, periodic updates to the work plan as needed, and other project management tasks.
Task 10 Deliverables
• Meetings – agendas and action steps
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Optional Tasks
Task A: Project Factsheet
As an optional task, at the onset of the project, R+A may prepare a one-page factsheet that introduces the General Plan Update project and directs community members to the project website. The factsheet may include a high-level project workflow, an overview of “What is a General Plan,” and similar content.
Task B: Stakeholder Interviews and Meetings (recommended)
As an optional but recommended task, the R+A team may conduct up to 10 one-hour stakeholder meetings or interviews about city issues and opportunities as well as expectations for the project. Stakeholders will be identified with City staff and may include advocacy organizations, small business owners, real estate brokers, developers, major property owners, and other community leaders.
Task C: Project Feasibility Analysis
Working with the R+A Team, KMA will prepare a pro forma analysis evaluating the feasibility of development for up to four Opportunity Sites. To this end, KMA will perform the following tasks:
• Work with the R+A Team to identify development prototypes.
• Estimate development costs.
• Generate operating projections.
• Identify appropriate developer returns.
• Evaluate impact of regulatory decisions on project feasibility (e.g., density, parking, etc.)
• The land values supported by the pro forma analyses for the development prototypes will be compared to potential acquisition costs to evaluate feasibility.
KMA will provide a pro forma for each development prototype with the key assumptions and findings summarized in brief memo. KMA will attend one in-person meeting during this task and will be available for two virtual meetings.
Task D: Policy Team Working Meeting
Before the development of draft goals and policies, the R+A team may hold one to three virtual working meeting with the consultant team and City staff to discuss and brainstorm interrelated topics and City priorities. These meetings will be an opportunity to discuss the impacts of various policy decisions. R+A will prepare materials and facilitate the meetings.
Task E: Traffic Operation Analysis
While LOS is not needed for the CEQA document, the City may desire some amount of analysis to inform the land use changes being considered. The City’s existing General Plan included Level of Service (LOS) analysis of 29 existing roadway segments and five planned roadway segments. The City’s current Mobility Policy 1.1 describes the desired LOS thresholds for roadway segments and signalized intersections. If the City desires an updated analysis of these roadway segments and a review/refinement of existing Level of Service policies, Fehr & Peers will reproduce operational analysis of these roadway segments using new traffic data for existing conditions and volume forecasts for future conditions.
Existing daily traffic counts would be collected over a 48-hour period to determine the average daily traffic (ADT) volume for 29 roadway segments. Traffic forecasts would then be developed based on the land use changes with the General Plan Update. Traffic operations for the roadway segments would cover the following scenarios:
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• Existing Conditions - using the collected traffic count data.
• Future Year With Project Conditions – volume forecasts using the proposed land use and proposed roadway network for the General Plan scenario.
The results of the operation analysis would be reported in a technical memorandum.
Deliverables: Roadway Segment Operation Analysis technical memorandum
Task F: LHMP Update
As an optional task APS can assist the City with an LHMP Update to ensure continued compliance with FEMA requirements. The following tasks would be proposed:
F.1 – Hazard Mitigation Planning Organization and Process
APS will conduct a Kick-Off conference call with the City’s Project Manager and other key staff to form the Hazard Mitigation Planning Committee (HMPC). The HMPC will be comprised of City Departments, key stakeholders, and other relevant organizations/agencies that support City functions. As part of this call, the APS staff will conduct initial research and discuss key project outcomes, prior planning efforts, and current issues facing the City.
HMPC Meetings
The APS staff will plan, coordinate, and facilitate two (2) HMPC meetings (in person or virtually) to facilitate the hazard mitigation planning process. A summary of the anticipated topics for these meetings include:
• HMPC Meeting 1 – Review the planning process, key hazards of concern, hazard profiles and mapping, and critical facilities updates.
• HMPC Meeting 2 – Review updated risk assessment results, updated mitigation strategies and actions, and implementation plan.
Community Outreach and Engagement
In preparation for outreach and engagement activities, the APS staff will prepare a memorandum to the City describing the community engagement strategy in terms of groups to be contacted, the structure of meetings and workshops, and methods of advertising the events. As part of this task, the APS staff will coordinate with City staff to ensure the list of contacts used for outreach and engagement is comprehensive and properly targeted.
Upon completion of the engagement memorandum, the APS staff will develop materials to advertise planned outreach activities and suggest additional methods of communication for residents and businesses about the planning process and the importance of the LHMP. Content for website posting, social media blasts, and print advertisements will be prepared for the community engagement opportunities identified in the memo. As part of the engagement strategy, APS will work with City staff to identify the potential stakeholders that should be engaged as part of the process.
As part of the outreach and engagement process, APS recommends a stakeholder meeting and community workshop.
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F.2 – Risk Assessment
Hazard Identification, Hazard Profiles, and Mapping
The APS staff, in partnership with the HMPC, will identify relevant information regarding the anticipated natural hazard threats that could impact the City. Relying on the previous LHMP, the APS staff will work with the HMPC in Meeting #1 to refine the list of relevant hazards and identify new concerns, events, or datasets that can assist with the update.
The updated hazard assessment will review the hazard priorities and update them as required to address current conditions within the City. As part of this process updated maps and figures may be prepared to better illustrate local conditions and effects on critical facilities analyzed.
As a standard practice, the APS staff addresses climate change within each hazard profile to ensure compliance with SB 379 requirements. Our team has used this approach since 2012 and is recommended as part of the update to ensure compliance with the latest FEMA Guidance that went into effect in 2023.
Vulnerability Assessment and Asset Inventory
Upon confirming any updates to the City's critical facilities inventory and initial GIS mapping, the APS staff will conduct a vulnerability assessment that relies on this information. This vulnerability assessment will include potential loss estimates of critical facilities, an inventory of repetitive loss properties (if applicable), an analysis of the City's development trends and potential changes to demographics, and a social vulnerability analysis, relying on available GIS datasets provided by the City or other local, state, and/or federal agencies (FEMA National Risk Index). All maps prepared will be provided in both ArcGIS and PDF formats for City use. The data and information gathered during this task will be shared at both HMPC meetings.
Capabilities Assessment
In addition to the mapping and analysis, the APS staff will also update the existing Capabilities Assessment. This task includes a review of the existing planning regulations and programs that support current mitigation capabilities. A key element of this review is identifying ways to expand this capability to ensure future efforts are easier and better integrated into the City’s mitigation planning framework.
F.3 – Hazard Mitigation Strategy
To initiate the update of mitigation strategies and actions, the APS staff will review the existing LHMP, General Plan Safety Element, Capital Improvements Plan, LHMPs from surrounding cities, and the 2023 State of California HMP. Based on this review, recommendations for updates to the plan's hazard mitigation goals will be provided to the HMPC for discussion and feedback.
Upon completion of the Capabilities Assessment and Mitigation Goals, the APS staff will prepare updates to existing mitigation strategies and actions for future implementation. Using our mitigation action worksheets, we will refine information within the plan to ensure we have effectively identified the department lead for the specific mitigation action, funding and staffing resources, time frame for completion, and implementation steps for each prioritized mitigation action. The data and information gathered during this task will be shared with the HMPC during Meeting #2. As part of mitigation actions development, the APS staff will prepare a Monitoring and Implementation Workbook, which includes steps for the City to maintain the plan during the 5-year implementation period. This workbook is intended to help City staff understand how mitigation actions should be monitored and implemented and opportunities to incorporate the plan and mitigation strategies and actions into other City functions and plans.
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F.4 – Hazard Mitigation Plan Implementation and Maintenance Process
Upon completing Tasks 1 through 3, the APS staff will prepare the Administrative Draft LHMP Update for City staff review. Using the process identified above, members of the HMPC will be assisting with plan development as the research, mapping, and analysis are conducted. In doing so, HMPC members will recognize much of the plan content based on their feedback and review during HMPC Meetings 1 and 2. Upon completion, the plan will be provided to City staff for review and comment. Completion of the Administrative Draft LHMP Update will include a Chapter within the plan that identifies the following key information required by FEMA:
• LHMP Monitoring, Evaluation, Implementation, and Updates
• Incorporation of the LHMP in existing planning mechanisms
• Schedule for LHMP Implementation
• Continued Public Involvement during the 5-year implementation period
Once the APS staff has received a consolidated set of comments on the updated Administrative Draft Plan, the Public Review Draft LHMP will be prepared alongside the FEMA Plan Review Tool, which accompanies the plan when submitted to Cal OES/FEMA for review and approval.
F.5 – Hazard Mitigation Plan Approvals and Adoption
Public Review Draft LHMP and Revision
Upon completion of revisions and approval by the City, the Public Review Draft LHMP will then be distributed for public review. Using the City's website, social media accounts, and distribution lists, the APS staff will work with staff to identify where the document can be accessed, either electronically or in hard copy. We typically recommend a review period of 30 days, but this can be modified based on staff desires. We also anticipate the use of existing city meetings (City Council/ Planning Commission) to provide opportunities for review and comment on the Public Review Draft LHMP document. Upon completion of the review period, a compilation of comments will be incorporated into the plan, where appropriate, before transmittal to Cal OES/FEMA.
Cal OES/FEMA Draft Review
Upon completing the public review period, the APS staff will review the comments received and prepare the LHMP for transmittal to Cal OES/FEMA. Completing this task also includes finalizing the FEMA Plan Review Tool, which accompanies the document when transmitted. Upon receiving comments from Cal OES and FEMA (if warranted), the APS staff will prepare revisions and coordinate with agency staff until deemed satisfactory, allowing the City to adopt the plan.
Local Hazard Mitigation Plan Adoption
Upon receiving an Approvable Pending Adoption (APA) letter from FEMA, the APS staff will prepare a final version of the LHMP for presentation and adoption at City Council. As part of this task, the APS staff will assist staff with staff report content and an adoption resolution.
Task G: 2nd Screencheck Draft General Plan
If there are substantial changes to the Screencheck Draft General Plan, the R+A team will conduct a second round of revisions using Microsoft Word-tracked changes and comments. The R+A team will review the second round of proposed changes by staff to ensure internal consistency among elements and conformance with State law and then prepare the 2nd Screencheck Draft General Plan using the design template.
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Task H: E-Plan
R+A, working closely with staff, can convert the General Plan into a searchable, online e-plan website. This will be similar to the e-plan R+A completed for the Palmdale General Plan Update. R+A will work with staff to develop a “code book” of key terms that can be searched in the e-plan.
Assumptions for City Staff Support
We believe that the best plans are developed as a partnership between City staff and the consultant team. While the Raimi + Associates team will do the bulk of the work on the project, we expect that City staff will serve as partners in the project every step of the way. The following is a preliminary list of the primary responsibilities of City staff. More details can be found in the scope of work.
• Provide accurate data and information in a timely manner to the R+A team.
• Quickly review project documents and provide a single set of consolidated and non-conflicting comments.
• Coordinate with staff in other departments throughout the project, including setting internal meetings.
• Be responsible for logistics for the GPAC meetings (including communication with GPAC members, refreshments if desired, etc.) and other engagement activities such as public workshops.
• Assist with facilitation of small group activities for GPAC meetings and workshops.
• Post to City-run social media outlets such as Facebook, Instagram, X etc.
• Lead additional engagement efforts not identified in the scope of work, including more informal communication with residents and other stakeholders.
• Write all staff reports and resolutions for City Council, Planning Commission, and other board and commission meetings.
• Collaborate with the R+A team to provide ongoing maintenance and updates for the project website.
• Lead the effort to track and respond to public comments on the Public Draft General Plan.
• Cover all printing and mailing costs associated with the project, unless specifically identified in the scope of work and budget.
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Project Schedule
The proposed schedule is an ambitious 24-month schedule given the extent of expected community
engagement and meetings expected as a part the Comprehensive General Plan Update process. If
selected, we will work with City staff to refine the schedule to best meet the City’s needs. An illustrative schedule is provided on the following page.
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City of Azusa General Plan Update | Project Schedule Raimi + Associates Team
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Task 1: Project Initiation
1.1 Team Kick-off Meeting
1.2 Project Schedule/Work Plan
1.3 Data Collection
1.4 Base Map
Task 2: Community Engagement
2.1 Engagement Strategy and Plan
2.2 Logo and branding
2.3 Project Website
2.4 General Plan Advisory Committee Meetings (10)1 2 3 4 5 6 7 8 9 10
2.5 Community Workshops (5)
2.6 Pop-up Workshops (8)
2.7 Online Surveys (3)
2.8 Environmental Justice Engagement
Task 3: Existing Conditions
3.1 Existing Conditions Reports
3.2 Market Study
3.3 Community Profile/Issues & Opportunities Memo
Task 4: Visioning
4.1 Visioning Statement and Guiding Principles
4.2 Key Strategies Map
4.3 CC and PC (Existing Conditions, Vision Statement, Guiding Principles)
Task 5: Alternatives
5.1 Alternatives Team working meeting(s)
5.2 Develop Land Use Alternatives
5.3 Develop Land Use Designations
5.4 Land Use Alternatives Analysis
5.5 Land Use Alternatives Presentation
5.6 CC & PC Meetings (Alternatives Review and Selection)
5.7 Preferred Land Use Alternative
5.8 Fiscal Impact Analysis
5.9 Emergency Evacuation Analysis
5.10 Growth Projections
5.11 CC & PC Meetings (Preferred Alternative and Growth Projections)
Task 6: Policy
6.1 General Plan Outline & Policy Topics
6.2 Draft Goals and Policies
6.3 CC & PC Meetings (Draft Goals and Policies Review)
Task 7: General Plan
7.1 General Plan Layout & Design
7.2 Administrative Draft General Plan
7.3 Screencheck Draft General Plan
7.4 Public Draft General Plan
7.5: General Plan Consistency Analysis and Recommendations Memo
Task 8: CEQA
8.1 Kickoff, Project Description, and Meetings
8.2 NOP and Scoping Meeting
8.3 VMT Assessment and EIR Support
8.4 Administrative Draft PEIR
8.5 Public Draft PEIR
8.6 Final Draft PEIR (inc. Response to Comments, FoF & SOC)
Task 9: Plan Review and Adoption
9.1 Matrix of General Plan Comments
9.2 Adoption Hearings
9.3 Final General Plan
9.4 Final Data Transfer
Task 10: Project Management and Meetings
10.1 Project Management and Meetings
Project Work Deliverable Ongoing Meeting(s)Public Review
2025 2026
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Raimi + Associates 77 Azusa General Plan Update
H. Project Budget
The proposed project budget ($1,472,793) for the City of Azusa General Plan Update and PEIR is provided on
the following pages. A detailed budget itemized by each task and subtask by staff member is provided at the
end of this proposal. Our scope and budget include the tasks that our team considers necessary to adequately
address the RFP requirements. The Scope of Services and Budget Proposal is designed to be flexible and can
be discussed in more detail during the interview process and/or during contract negotiations. The objective of
these discussions will be to finalize a Scope of Services that best meets the needs of the City.
The Scope also lists several optional tasks such as Traffic Operations Analysis, LHMP update, feasibility analysis
and additional drafts for review. The budget for these optional tasks can be provided upon request.
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City of Azusa General Plan Update | Cost Proposal
Raimi + Associates Team
Hours per Task
Labor Cost Per
Task
Task 1: Project Initiation
1.1 Team Kick-off Meeting 14,110
1.2 Project Schedule/Work Plan 5,320
1.3 Data Collection 7,660
1.4 Base Map 6,810
Subtotal Task 1 33,900
Task 2: Community Engagement
2.1 Engagement Strategy and Plan 8,400
2.2 Logo and branding 4,530
2.3 Project Website 17,360
2.4 General Plan Advisory Committee Meetings (10)97,980
2.5 Community Workshops (5)101,700
2.6 Pop-up Workshops (8)19,730
2.7 Online Surveys (3)12,690
2.8 Environmental Justice Engagement 13,660
Subtotal Task 2 276,050
Task 3: Existing Conditions
3.1 Existing Conditions Reports
Land Use and Community Character 26,680
Transportation & Circulation 34,310
Parks, Recreation, Open Space, and Public Facilities 12,420
Environmental Justice 15,420
Cultural Resources, Natural Resources & Conservation 32,795
Historic Resources 6,600
Arts and Culture 37,810
Safety and Hazards 13,710
Noise 15,610
Utilities and Infrastructure 4,180
3.2 Market Study 38,780
3.3 Community Profile/Issues & Opportunities Memo 9,880
Subtotal Task 3 248,195
Task 4: Visioning
4.1 Visioning Statement and Guiding Principles 9,860
4.2 Key Strategies Map 6,520
4.3 CC and PC (Existing Conditions, Vision Statement, Guiding Principles)5,700
Subtotal Task 4 22,080
Task 5: Alternatives
5.1 Alternatives Team working meeting(s) 7,080
5.2 Develop Land Use Alternatives 36,260
5.3 Develop Land Use Designations 7,040
5.4 Land Use Alternatives Analysis 15,260
5.5 Land Use Alternatives Presentation 12,320
5.6 CC & PC Meetings (Alternatives Review and Selection)5,700
5.7 Preferred Land Use Alternative 6,740
5.8 Fiscal Impact Analysis 18,890
5.9 Emergency Evacuation Analysis 29,960
5.10 Growth Projections 9,540
5.11 CC & PC Meetings (Preferred Alternative and Growth Projections)5,700
Subtotal Task 5 147,410
Task 6: Policy
6.1 General Plan Outline & Policy Topics 5,820
6.2 Draft Goals and Policies
Land Use and Community Character 16,170
Economic Development and Fiscal Sustainability 12,810
Circulation and Mobility 46,190
Public Parks, Recreation and Facilities 3,610
Environmental Justice and Healthy Communities 8,730
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Hours per Task
Labor Cost Per
Task
Historic and Natural Resources, Conservation and Open Space 21,225
Arts and Culture 16,050
Safety and Hazard Mitigation 6,450
Noise 7,050
Public Infrastructure and Utilities 2,090
6.3 CC & PC Meetings (Draft Goals and Policies Review)5,700
Subtotal Task 6 151,895
Task 7: General Plan
7.1 General Plan Layout & Design 4,270
7.2 Administrative Draft General Plan -
Introduction 2,990
Plan Overview and Development Process 2,990
Vision and Guiding Principles 1,970
Land Use and Community Character 22,440
Economic Development and Fiscal Sustainability 10,940
Circulation and Mobility 10,770
Public Facilities, Parks and Recreation 4,370
Community Health and Environmental Justice 9,860
Historic Resources, Open Space and Conservation 14,970
Arts and Culture 9,580
Safety and Hazard Mitigation 10,870
Noise 12,425
Public Infrastructure and Utilities 1,330
Implementation 8,670
7.3 Screencheck Draft General Plan 29,870
7.4 Public Draft General Plan 11,910
7.5: General Plan Consistency Analysis and Recommendations Memo 8,760
Subtotal Task 7 178,985
Task 8: CEQA
8.1 Kickoff, Project Description, and Meetings 13,890
8.2 NOP and Scoping Meeting 9,240
8.3 VMT Assessment and EIR Support 80,390
8.4 Administrative Draft PEIR 68,535
8.5 Public Draft PEIR 11,300
8.6 Final Draft PEIR (inc. Response to Comments, FoF & SOC)16,030
Subtotal Task 8 199,385
Task 9: Plan Review and Adoption
9.1 Matrix of General Plan Comments 8,980
9.2 Adoption Hearings 17,280
9.3 Final General Plan 16,390
9.4 Final Data Transfer 3,590
Subtotal Task 9 46,240
Task 10: Project Management and Meetings
10.1 Project Management and Meetings 62,535
Subtotal Task 10 62,535
Total Firm Labor Cost $1,366,675
EXPENSES
Mileage and Travel Expenses, Document and Materials Printing 25,480
Traffic volume and intersection turning movement counts 1,700
Spanish Translation (allowance)5,000
Engagement Digital and Online tools 1,500
Project/Sub Management 42,890
Office Expenses and Other Markups 29,548
Total Expenses 106,118
GRAND TOTAL 1,472,793$
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Raimi + Associates 81 Azusa General Plan Update
City of Azusa General Plan Update | Project Budget | 9/30/24
Raimi + Associates in partnership with Meridian Consultants, Fehr & Peers, Keyser Marston Associates, Atlas Planning Solutions, Historic Resources Group, and Cultural Planning Group
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Task
Task 1: Project Initiation
1.1 Team Kick-off Meeting 6 16 8 2 8 8 4 4 4 4 14,110
1.2 Project Schedule/Work Plan 16 4 5,320
1.3 Data Collection 4 20 20 2 4 7,660
1.4 Base Map 2 16 8 12 6,810
Subtotal Task 1 24 40 - - 28 28 12 2 - - - - - - 8 - 8 4 - - - - 4 2 - 4 - - - - - 4 4 33,900
Task 2: Community Engagement
2.1 Engagement Strategy and Plan 4 12 12 8 8 8,400
2.2 Logo and branding 2 4 20 4,530
2.3 Project Website 24 20 60 17,360
2.4 General Plan Advisory Committee Meetings (10)120 160 12 80 40 40 4 8 1 8 4 97,980
2.5 Community Workshops (5)40 160 40 100 100 60 16 28 4 101,700
2.6 Pop-up Workshops (8)2 4 40 40 40 19,730
2.7 Online Surveys (3)2 16 4 4 16 16 16 12,690
2.8 Environmental Justice Engagement 4 12 32 24 13,660
Subtotal Task 2 174 392 60 44 264 228 236 20 36 - - - - 5 - - - - - - - - - - - - - - - - - 8 4 276,050
Task 3: Existing Conditions
3.1 Existing Conditions Reports -
Land Use and Community Character 16 48 24 24 24 4 26,680
Transportation & Circulation 4 2 10 42 72 36 16 34,310
Parks, Recreation, Open Space, and Public Facilities 4 40 16 8 12,420
Environmental Justice 4 16 24 24 16 15,420
Cultural Resources, Natural Resources & Conservation 2 4 5 41 24 145 32,795
Historic Resources 2 2 2 16 10 11 6,600
Arts and Culture 2 4 80 72 37,810
Safety and Hazards 2 2 8 22 16 32 13,710
Noise 2 2 8 6 85 15,610
Utilities and Infrastructure 4 16 4,180
3.2 Market Study 4 8 40 16 120 38,780
3.3 Community Profile/Issues & Opportunities Memo 8 8 16 16 8 9,880
Subtotal Task 3 54 152 24 24 80 64 12 10 42 - - 72 36 16 40 16 120 13 47 24 230 - 8 22 16 32 2 16 10 11 - 80 72 248,195
Task 4: Visioning
4.1 Visioning Statement and Guiding Principles 4 16 16 16 9,860
4.2 Key Strategies Map 4 8 12 8 6,520
4.3 CC and PC (Existing Conditions, Vision Statement, Guiding Principles)12 12 5,700
Subtotal Task 4 20 36 - 28 8 16 - - - - - - - - - - - - - - - - - - - - - - - - - - - 22,080
Task 5: Alternatives
5.1 Alternatives Team working meeting(s) 24 7,080
5.2 Develop Land Use Alternatives 12 48 32 40 24 24 36,260
5.3 Develop Land Use Designations 8 16 8 7,040
5.4 Land Use Alternatives Analysis 12 24 16 24 15,260
5.5 Land Use Alternatives Presentation 4 16 4 20 20 8 12,320
5.6 CC & PC Meetings (Alternatives Review and Selection)12 12 5,700
5.7 Preferred Land Use Alternative 4 16 16 6,740
5.8 Fiscal Impact Analysis 2 4 48 20 18,890
5.9 Emergency Evacuation Analysis 2 2 14 28 18 56 12 12 29,960
5.10 Growth Projections 4 16 16 12 9,540
5.11 CC & PC Meetings (Preferred Alternative and Growth Projections
Review)12 12 5,700
Subtotal Task 5 72 166 - 76 112 44 8 14 28 18 - 56 12 12 72 - 20 - - - - - - - - - - - - - - - - 147,410
Task 6: Policy
6.1 General Plan Outline & Policy Topics 4 12 8 8 5,820
6.2 Draft Goals and Policies
Land Use and Community Character 6 44 12 8 16 16,170
Economic Development and Fiscal Sustainability 2 4 32 12 12,810
Circulation and Mobility 2 8 20 48 42 30 60 17 46,190
Public Parks, Recreation and Facilities 2 16 3,610
Environmental Justice and Healthy Communities 2 4 24 16 8,730
Historic and Natural Resources, Conservation and Open Space 2 4 16 8 16 16 15 6 35 6 5 21,225
Arts and Culture 2 4 8 32 24 16,050
Safety and Hazard Mitigation 2 4 4 4 8 16 6,450
Noise 2 4 8 10 16 7,050
Public Infrastructure and Utilities 2 8 2,090
6.3 CC & PC Meetings (Draft Goals and Policies Review)12 12 5,700
Subtotal Task 6 40 124 24 12 24 56 - 20 48 - 42 30 60 17 32 - 12 16 26 32 15 - 4 4 8 16 6 35 6 5 - 32 24 151,895
Raimi + Associates Meridian Consultants CPGKeyser Marston AssociatesFehr & Peers Atlas Planning Solutions HRG
Raimi + Associates 82 Azusa General Plan Update
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Task 7: General Plan
7.1 General Plan Layout & Design 2 6 16 4,270
7.2 Administrative Draft General Plan -
Introduction 2 6 8 2,990
Plan Overview and Development Process 2 6 8 2,990
Vision and Guiding Principles 2 4 4 1,970
Land Use and Community Character 8 40 16 36 24 22,440
Economic Development and Fiscal Sustainability 4 28 32 10,940
Circulation and Mobility 2 4 10 20 8 4 10,770
Public Facilities, Parks and Recreation 2 20 4,370
Community Health and Environmental Justice 4 16 16 16 9,860
Historic Resources, Open Space and Conservation 4 16 8 16 14 10 4 10 2 14,970
Arts and Culture 4 4 16 16 9,580
Safety and Hazard Mitigation 2 4 12 8 12 24 10,870
Noise 2 8 5 5 58 12,425
Public Infrastructure and Utilities 2 4 1,330
Implementation 2 30 8 8 8,670
7.3 Screencheck Draft General Plan 2 24 4 16 90 4 4 8 12 8 4 29,870
7.4 Public Draft General Plan 2 16 32 2 2 8 8 11,910
7.5: General Plan Consistency Analysis and Recommendations Memo 8 24 12 8,760
Subtotal Task 7 56 260 16 16 80 96 138 10 20 - - 8 - 4 - - - 13 21 72 10 - 18 14 28 44 4 10 2 - - 24 20 178,985
Task 8: CEQA
8.1 Kickoff, Project Description, and Meetings 2 8 24 40 13,890
8.2 NOP and Scoping Meeting 4 24 24 12 9,240
8.3 VMT Assessment and EIR Support 32 86 60 176 32 80,390
8.4 Administrative Draft PEIR 12 16 16 80 65 150 50 10 40 4 5 68,535
8.5 Public Draft PEIR 2 6 2 16 4 32 16 11,300
8.6 Final Draft PEIR (inc. Response to Comments, FoF & SOC)2 10 32 8 40 16 16,030
Subtotal Task 8 16 32 - - 0 0 - 32 86 60 - 176 - 32 - - - 56 192 77 246 94 - - - - 10 40 4 5 - - - 199,385
Task 9: Plan Review and Adoption
9.1 Matrix of General Plan Comments 4 16 16 16 8,980
9.2 Adoption Hearings 24 32 8 16 17,280
9.3 Final General Plan 4 24 8 8 40 2 2 8 16,390
9.4 Final Data Transfer 4 8 8 1 1 3,590
Subtotal Task 9 32 76 - - 32 32 40 - - - - - - - - - - 8 16 - - - 3 1 2 8 - - - - - - - 46,240
Task 10: Project Management and Meetings
10.1 Project Management and Meetings 80 120 20 20 3 7 2 8 8 12 4 62,535
Subtotal Task 10 80 120 - - 20 20 - 3 7 - - - - 2 8 - - - - - - - 8 - - - - - - - - 12 4 62,535
Total Hours 568 1,398 124 200 648 584 446 111 267 78 42 342 108 88 160 16 160 110 302 205 501 94 45 43 54 104 22 101 22 21 - 160 128
Billing Rate $285 $190 $215 $215 $160 $140 $160 $350 $195 $275 $235 $175 $165 $160 $295 $245 $170 $225 $160 $145 $140 $95 $250 $180 $155 $135 $250 $175 $125 $100 $75 $240 $240
Labor Cost $161,880 $265,620 $26,660 $43,000 $103,680 $81,760 $71,360 $38,850 $52,065 $21,450 $9,870 $59,850 $17,820 $14,080 $47,200 $3,920 $27,200 $24,750 $48,320 $29,725 $70,140 $8,930 $11,250 $7,740 $8,370 $14,040 $5,500 $17,675 $2,750 $2,100 $0 $38,400 $30,720
Total Firm Labor Cost $753,960 $213,985 $78,320 $181,865 $41,400 $28,025 $69,120 $1,366,675
EXPENSES
Mileage, Travel Expenses, Document and Materials Printing 15,000$ 5,000$ 5,480$ 25,480
Traffic volume and intersection turning movement counts 1,700$ 1,700
Spanish Translation (allowance)5,000$ 5,000
Engagement Digital and Online tools 1,500$ 1,500
Project/Sub Management 42,890$ 42,890
Office Expenses and Other Markups 18,849$ 10,699$ 29,548
Total Expenses 83,239$ 12,399$ -$ 5,000$ -$ -$ 5,480$ 106,118
TOTAL PER FIRM $837,199 $226,384 $78,320 $186,865 $41,400 $28,025 $74,600 1,472,793$
GRAND TOTAL $1,472,793
Raimi + Associates Meridian Consultants CPGKeyser Marston AssociatesFehr & Peers Atlas Planning Solutions HRG
Raimi + Associates 83 Azusa General Plan Update
Appendix A: Resumes
www.raimiassociates.com
SIMRAN MALHOTRA, AICP, ASSOCIATE AIA
VICE PRESIDENT | PRINCIPAL
Simran Malhotra, with a background in planning, urban design and architecture, brings a distinctive design perspective to all her projects leading to the creation of vibrant, attractive, and thriving places. She has authored plans for many types of urban environments, in particular, TOD/mixed-use districts, downtowns, historic and residential neighborhoods, commercial corridors, industrial areas, and educational campuses. These efforts have resulted in community-based planning and urban design innovations that have achieved notable implementation. For over twenty years, Ms. Malhotra’s academic and professional interests have coalesced into an effective design and planning process, one that balances community concerns and objectives with market and financial feasibility. Her hands-on involvement in each project, with particular emphasis on generating and developing high-quality design, policy and regulatory documents, ensures that each assignment is completed to the highest level of client satisfaction.
KEY PROJECTS
Thousand Oaks General Plan Update (Thousand Oaks, CA)Simran is the deputy project manager for the first comprehensive update of theCity’s General Plan. The community-driven process is intended to result in a newlong-range General Plan that preserves the unique characteristics of the Citywhile creating a more prosperous and sustainable Thousand Oaks. TO2045 isintended to address the issues of preserving the City’s small-town character andbeloved open space, strategically siting targeted growth, while maintaining levelsof expected public services and economic prosperity.
Palmdale General Plan Update (Palmdale, CA)Simran was the Principal-in-charge and project manager for the PalmdaleGeneral Plan Update project, which was recently adopted after extensivecommunity engagement over 3 years. The City of Palmdale is positioned to drawnew residents, employees, and visitors with planned employment growth andinfrastructure investments. The Plan includes economic development strategiesand a “place-based” approach to urban design and placemaking.
Ventura General Plan Update (Ventura, CA)Simran is working on the update of the Ventura General Plan and thepreparation of new zoning districts to implement the proposed land usedesignations. Project includes extensive community engagement, including adiverse General Plan Advisory Committee, pop-up workshops, focus groups,stakeholder interviews, and public workshops.
Beaumont General Plan Update and Zoning Code (Beaumont, CA) Simran ledthe General Plan 2040 which establishes a vision for Beaumont and its sphere ofinfluence over the next several decades. The vision includes a careful direction offuture growth while at the same time maintaining the City’s small-towncharacter and natural setting.
Palmdale Zoning Code (Palmdale, CA)Simran was the project manager for the Palmdale Zoning Code projectwhich updates the City’s development regulations to meet current bestpractices and in compliance with the newly adopted General Plan.
Indio Unified Development Code (Indio, CA)Simran led the effort for updating the City of Indio’s zoning code to achieveconsistency with the recently adopted General Plan. The project includedcreation of new zoning districts and updated review processes, as well as asingle user-friendly Unified Development Code document.
EDUCATION
Graduate School of Design, Harvard University, Cambridge, MA Master of Architecture in Urban Design
School of Planning and Architecture Bachelor of ArchitectureNew Delhi, India
EXPERIENCE
Raimi + Associates, Los Angeles, CA Vice-President, 2019 - Current Principal, 2017 - Current
The Arroyo Group, Pasadena, CA Principal, 2005-2017Senior Associate, 2000-2005 Associate, 1995-2000
AFFILIATIONS & CERTIFICATIONS
American Institute of Certified Planners
American Institute of Architects, Associate Member
Licensed Architect, India
California Planning Roundtable, Member & Past Vice-President, Operations and Past VIce-President, Programs
American Planning Association, Member
APA Urban Design and Preservation Division, Member
APA Women in Planning Division, Member
www.raimiassociates.com
KEY PROJECTS CONTINUED
Downtown Core Master Plan (Thousand Oaks, CA) Simran, as the urban design lead, prepared a Master Plan for a 60-acre area in and around the Thousand Oaks City Hall and Civic Arts Plaza to create a vibrant 18-hour downtown with a mix of civic, retail, entertainment and mixed uses. The project also included the redesign of the major arterial that bisects the area as a Complete Street with amenities appropriate for a Downtown. Working with a team of real estate economists, architects and transportation experts, she evaluated various land uses, development concepts for a City-owned parcel, and regulatory and parking constraints for the project area.
Urban Design Framework and Downtown Development Code (Beaverton, OR)Simran worked with SERA Architects to prepare a Development Code for Downtown Beaverton that builds on the Urban Design Framework and Design Principles that were developed in Phase 1 of the project. This Development Code establishes the zones, use regulations, development and design standards for the parcels within the Downtown area to promote quality site planning and building design, facilitate development. The Development Code meets the State of Oregon requirements for providing a non-discretionary pathway with Clear and Objective Standards for housing projects as well as an option to gain design flexibility with a limited discretionary review.
River Road Design Framework and Development Code (Eugene, OR)Simran worked with SERA Architects to implement the vision of the River Road/Santa Clara Community Plan in the City of Eugene through the writing of a new Special Area Zone and associated development code for the River Road Corridor in the City of Eugene. The River Road Development Code engages critically with the development of “middle housing” types and the implementation of H.B. 2001 in Oregon.
Marina Objective Design Standards (Marina, CA)Simran is leading the preparation of Objective Design Standards for the City of Marina to conform to recent housing legislation related to objective standards and streamlined project review.
Ventura Overlay Zones (Ventura, CA)Simran is working on the preparation of new overlay zoning districts to implement the recommendations of the City’s Housing Element. The project includes working with the City’s Design Review Board, local stakeholders, housing developers and advocates.
Milpitas Objective Design Standards (Milpitas, CA)Simran was the Principal-in-charge for the preparation of Objective Design Standards for the City of Milpitas.
TEACHING AND SPEAKING ENGAGEMENTS
Panelist, Riverside APA California Conference Session, Objective Design Standards
Panelist, California Natural Resources Agency Earth Day Forum, Fostering Nature-Based Solutions
Panelist, Santa Barbara California APA Conference Session, Housing By Right, Right
Instructor, Visalia California APA Conference, Pre-Conference Workshop: Urban Design for Planners
Speaker, Rancho Mirage California APA Conference, Advanced Planning as an Economic Development Tool in Westlake
Village, CA
Speaker, California Planning Roundtable, Santa Fe Depot Specific Plan: Integrating TOD into a Historic District, Orange
Speaker, AIA Pasadena/Foothill Chapter Pasadena Playhouse Streetscapes and Alley Walkways Plan: A Work in Progress
Guest Lecturer, Tufts University, Boston, MA
Guest Instructor, Harvard GSD Career Discovery Program, Cambridge, MA
DESIGN EXHIBITIONS AND PUBLICATIONS
Civic Center/Mid-Town District Streetscapes Plan, Central Library, Pasadena,CA
Pasadena Playhouse Streetscapes and Alley Walkways Plan: A Work in Progress AIA offices
Graduating Class Exhibit, Harvard University Graduate School of Design, Gund Hall, Cambridge, MA
Revitalizing Toledo’s Historic Core, Harvard Graduate School of Design Publication, Contributor
Retail-Oriented Pedestrian Zones: Three Case Studies, New Delhi, India
www.raimiassociates.com
MEGHAN MCNULTY, AICP
SENIOR PLANNER II
KEY PROJECTS
Santa Maria General Plan Update (Santa Maria, CA) Serving as key staff for Imagine Santa Maria, the City’s comprehensive General Plan update. Prepared materials for and facilitated community engagement activities, including technical advisory committee meetings and commmunity workshops. Wrote existing conditions reports, community engagement reports, and community surveys. Conducted technical analysis to shape the development of three land use alternatives.
Ojai General Plan Update (Ojai, CA) Serving as key staff for the Ojai General Plan Update. Facilitated community engagement, developed land use alternatives, and wrote the Land Use Element for the General Plan.
Culver City General Plan Update (Culver City, CA) Served as deputy project manager for Picture Culver City, the City of Culver City’s comprehensive General Plan Update for the year 2045. Assisted in day-to-day project management. Wrote existing conditions reports, calculated growth projections, and wrote General Plan Elements. Designed outreach materials and facilitated community engagement events, including workshops, technical advisory committee meetings, and stakeholder interviews.
South San Francisco General Plan Update (South San Francisco, CA) Served as key staff for the Shape SSF, the comprehensive update to the City of South San Francisco’s General Plan. Facilitated community engagement, wrote existing conditions analysis, and wrote General Plan elements.
Central Maui Community Plan Update (Maui, HI) Serving as deputy project manager for the for the Central Maui Community Plan Update. Leads day-to-day project management, will conduct a land capacity analysis, and will develop policy to guide the future of Central Maui.
Lacey Comprehensive Plan Climate Resilience Sub-Element (Lacey, WA) Serving as key staff. Will review consistency of the Climate Sub Resilience Sub-Element with the rest of the Comprehensive Plan and will facilitate the engagement.
Lindenville Specific Plan (South San Francisco, CA) Served as deputy project manager for the Lindenville Specific Plan. Facilitated community engagement and wrote land use policy and the General Plan amendment. Conducted technical analysis, including a study of existing land use and urban design conditions and airport land use compatibility.
EDUCATION
Harvard University Graduate School of Design,Cambridge, MAMaster in Urban Planning
Northwestern University,Evanston, ILBachelor of Arts in History, Urban Studies, and Geography
AFFILIATIONS & CERTIFICATIONS
American Institute of Certified Planners (AICP), American Planning Association
American Planning AssociationMember
EXPERIENCE
Raimi + AssociatesBerkeley, CASenior Planner II, 2019 - Present
Dyett & Bhatia Urban and Regional PlannersOakland, CAAssociate, 2016 - 2019
Meghan is a planner with experience developing community plans for cities
throughout the west coast, from small-scale downtown plans to comprehensive
plan updates. She is skilled with all steps of plan development, from analyzing
existing conditions and conducting community engagement, to developing
plan alternatives and plan policy. She holds a Bachelor of Arts degree from
Northwestern University and a Master’s degree in Urban Planning from Harvard
University.
www.raimiassociates.com
MELISSA J. STARK, AICP
SENIOR PLANNER
Melissa’s passion for working with diverse communities fuels her interest in planning and urban design. She has a diverse background working for local governments across California, creating design and visioning studies, developing innovative policy solutions, and coordinating inclusive and targeted community engagement. Melissa has experience working on projects ranging in size from comprehensive general plan updates to small scale community vision plans. She holds a Bachelor of Science in City and Regional Planning from California Polytechnic State University, San Luis Obispo, where she frequents as a guest
lecturer for both undergraduate and graduate students.
KEY PROJECTS Marina General Plan Update (Marina, CA)Serving as Deputy Project Manager, works closely with City staff on day-to-day project management. Prepares materials for engagement efforts including the General Plan Advisory Committee (GPAC), updates to Planning Commission and City Council, and community-wide activities. Prepares existing conditions reports including citywide analysis of land use, parks, open space, and public facilities. Establishes areas of opportunity and change for future General Plan land use map.
Palmdale General Plan and Zoning Code Update (Palmdale, CA)Serving as Deputy Project Manager for Palmdale 2045 and implementing Zoning Code Update - a visionary guide towards future growth for one of the largest cities in California. Conducts existing conditions analysis and maintains project specific website. Creates materials for and facilitates stakeholder meetings, advisory committee meetings, and community-wide community engagement activities both in-person and virtually. Assists in development of land use and transportation alternatives, and policy solutions, in addition to day-to-day project management.
Thousand Oaks General Plan Update (Thousand Oaks, CA)Serving as Deputy Project Manager on TO2045, the community-driven and first comprehensive General Plan Update for the City of Thousand Oaks. Prepares existing conditions analysis and report, develops concepts and materials for in-person and virtual community engagement. Assists with preparing for and facilitating advisory committee meetings and City Council and Planning Commission engagement. Prepares land use and policy alternatives, and manages overall day-to-day project management and coordination with client and subconsultants.
Indio General Plan Update and Zoning Code (Indio, CA)Engaged stakeholders and General Plan Advisory Committee in reconvened General Plan Update process. Designed and prepared outreach materials, refined overall direction and vision for the General Plan Update, prepared General Plan content including goals, policies, and implementation actions. Performed mapping analysis for the Zoning Code Update.
Palm Desert General Plan Update (Palm Desert, CA) Serving as key staff, supported project management in creating land use policies by analyzing land use alternatives. Prepared final land use map, and growth build-out analysis using ArcGIS. Completed existing conditions analysis, final document layout and design, and assisted in coordination of two additional land use plans, the City Center Area Plan, and University Neighborhood Specific Plan.
EDUCATION
California Polytechnic University,San Luis Obispo, CA Bachelors of Science in City and Regional Planning
AFFILIATIONS & CERTIFICATIONS
American Institute of Certified Planners (AICP)
California Planning Roundtable & APA California Leadership Academy
American Planning Association Member
Board of Directors Past Vice Chair - ProgramsAmerican Planning Association
Inland Empire Section
EXPERIENCE
Raimi + AssociatesLos Angeles, CASenior Planner, 2015-present
Pacific Municipal ConsultantsSan Luis Obispo, CA Contract Assistant Planner
Flewelling & Moody Pasadena, CAPlanning Intern
Los Angeles County Metropolitan Transportation AuthorityLos Angeles, CAPlanning Intern - Active Transportation
www.raimiassociates.com
TIFFANY ENG
SENIOR ASSOCIATE
EDUCATION
University of California, BerkeleyMaster of City and Regional Planning, Environmental Planning and Policy
University of California, Los AngelesBachelor of Arts in Art and Asian American Studies
EXPERIENCE
Raimi + Associates; Berkeley, CASenior Associate, 2024
California Environmental Justice Alliance (CEJA); Oakland, CALand Use Director, 2023-2024Interim Co-Director, 2021 - 2023Program Manager, 2016-2021
Asian Pacific Environmental Network (APEN); Oakland, CAConsultant/State Policy Fellow, 2015-2016
AYPAL: Building API Community Power; Oakland, CAPolicy Director, 2012-2013Co-Director, 2008-2012Program Director, 2004-2008
Tiffany Eng is a Senior Planner with over twenty years of experience in grassroots
campaigns, healthy cities and communities, organizational leadership, and
capacity-building. She has an extensive background promoting equitable land
use planning and is passionate about climate and environmental justice (EJ)
solutions. Tiffany believes the key to creating healthy, just, and climate-resilient
communities is through an environmental justice and land use planning lens.
KEY PROJECTS
Loma Linda Environmental Justice Element (Loma Linda, CA) Provide a disadvantaged community analysis based on CalEnviroScreen 4.0 data and R+A’s data screening process to provide community members and local stakeholders with key information to inform the development of the EJ Element. Develop strategies and facilitate community engagement activities to help develop environmental justice goals, policies, and objectives that address current environmental community concerns, socioeconomic challenges, and public health threats.
Petaluma General Plan Update (Petaluma, CA) Developing a comprehensive Health, Equity, and Environmental Justice Element to comply with SB 1000. Work with community organizations to understand the community concerns and environmental justice issues.
Santa Maria General Plan Update (Santa Maria, CA) Working with relevant stakeholders to craft the policy direction for a holistic Health and Environmental Justice Element. Engaging with City staff and community organizations to understand priority environmental justice concerns.
SB 1000 Toolkit* Co-authored the SB 1000 Toolkit: Planning for Healthy Communities to guide local governments, planners, CBOs, and other stakeholders in creating equitable Environmental Justice Elements that meet SB 1000 requirements.
Environmental and Housing Justice Platform* Co-created a new policy initiative to address the intersecting housing and environmental justice needs within California, along with over forty EJ, environmental, and housing justice organizations. Crafted five goals with associated policies that promoted resilience, anti-displacement, equity, and accountability.
CalEnviroScreen: A Critical Tool for Achieving Environmental Justice in California* Co-authored the CalEnviroScreen: A Critical Tool for Achieving Environmental Justice in California report to outline the tool’s methodology, identify current laws and programs utilizing the tool, and identifying other ways the tool could be used to further environmental justice. Educated planners and members of the CA State Legislature on the best uses of the CalEnviroScreen tool to promote equity and integrate environmental justice goals and policies into local land use planning. Conducted research, mapped disadvantaged communities for each legislative district, and developed curriculum to educate diverse audiences on the CalEnviroScreen tool and the importance of cumulative impact methodologies.
Rethinking Local Control: Placing Environmental Justice and Civil Rights at the Heart of Land Use Decision-Making* Co-authored the Rethinking Local Control: Placing Environmental Justice and Civil Rights at the Heart of Land Use Decision-Making Report which introduces a new framework for promoting California’s environmental and climate goals. Conducted case study analyses on the power of community-led decision-making and developed recommendations for promoting impactful and community-centered processes.
PUBLICATIONS Poirier, L., Antonio, D., Dettmann, M., Eng, T., Ganata, J., Ghosh, S., Lopez, M., Karma, R., Natekal, A., & Brinkley, C. (2024). Making plans findable, accessible, interoperable, and reusable with data infrastructure: A search engine for constructing, analyzing, and visualizing planning documents. Environment and Planning B: Urban Analytics and City Science, 0(0). https://doi.org/10.1177/23998083241227471
www.raimiassociates.com
Troy Reinhalter is an accomplished land use planner and urban designer with
over 15 years of experience in the California planning context. Since 2010, Troy
has worked on General Plans, Specific and Precise plans, corridor plans, and
other comprehensive plans. He brings expertise in long-term planning, policy
development, zoning integration, growth projections, GIS analysis, illustrative
graphics, community engagement, and plan implementation. Troy has
experience in both public and private sectors. His roles have included project
management, plan writing and layout, and leading public meetings/hearings.
His recent professional work has focused on creating visionary comprehensive
plans, vibrant urban revitalization plans, and sustainable corridor transformations
throughout the State of California, with a focus on navigating the challenging
planning landscape of the greater Bay Area.
KEY PROJECTS
Marina General Plan Update (Marina, CA)Serving as Project Manager, leading the land use alternatives, policy direction, and community engagement efforts. Works closely with City Staff, elected officials, and subconsultants.
Petaluma General Plan Update (Petaluma, CA)Serving as Senior Director of Land Use. Led the existing conditions report and currently leading development of alternatives for the updated general plan land use designations. Working closely with staff to develop growth projections.
Ravenswood Business District Specific Plan Update (East Palo Alto, CA) Serving as Project Manager. Created illustrative diagrams for land use, transportation, and open space networks; building heights; and development intensity. Produced 3-D renderings to illustrate proposed future development.
Palmdale General Plan Update (Palmdale, CA) Served as Senior Director of Land Use. Led land use, zoning, and regulatory policy work, including charrettes and workshops to develop land use alternatives. Worked with staff to develop growth projections.
Primary Urban Center Development Plan (Honolulu, HI)Served as Project Manager. Coordinated entire consultant team. Led the development of all major products, including on land use/urban design and
public health. Oversaw the plan direction, format, and policy content.
East Whisman Precise Plan (Mountain View, CA) Served as Deputy Project Manager. Worked closely with City staff to develop innovative plan policies including jobs-housing linkage program, active frontage diagrams and policies. Drafted narrative and illustrative content.
East Palo Alto General Plan Update (East Palo Alto, CA)Served as Deputy Project Manager. Worked with team to develop policies and related plan content. Wrote existing conditions including data analysis and base mapping. Produced maps for land use designations and zoning code. Continuing to collaborate with City on implementation of plan.
El Camino Real Precise Plan (Mountain View, CA) Served as Senior Planner/Designer. Developed plan layout and format. Contributed numerous graphics, including alternative diagrams and corridor analysis maps. Participated in community outreach and public workshops.
EDUCATION
University of California, BerkeleyMasters in City Planning, 2010
Wesleyan University, CTB.A., Political Science, 2005
AFFILIATIONS & CERTIFICATIONS
LEED Green Associate, 2010
EXPERIENCE
Raimi+AssociatesBerkeley, CAIntermediate Associate2013-present
City Design CollectiveOakland, CAUrban Designer, 2012-2013
City of OaklandOakland, CAStrategic Planner, 2011-2013
TROY REINHALTER, LEED GA
INTERMEDIATE ASSOCIATE
www.raimiassociates.com
SASHA CHEECHOV
INTERMEDIATE PLANNER
Sasha is a planner who specializes in mapping, data analysis, and community
engagement. She leverages GIS and technology to conduct environmental
analysis, visualize demographics and socioeconomic data, create detailed land
use and zoning maps, and provide interactive products to connect our clients
and the public to data in innovative ways. Sasha is passionate about sustainability
for the benefit of both people and planet, and values an authentic and equitable
approach to community outreach and engagement. She believes in the positive
impact of communities designed with intention and innovation.
KEY PROJECTS City of Ventura General Plan Update (Ventura, CA) Supports growth projections and development of land use map. Creates engagement materials and tools to facilitate public feedback on General Plan decisions. Developed Parks and Open Space element for General Plan Update to address the improvement and management of parks and open spaces within the city. Authored Process chapter of General Plan.
Concord Affirmatively Furthering Fair Housing (AFFH) Rezoning Project (Concord, CA) Leads GIS and mapping efforts for the project. Creates collateral materials for community engagement and workshops. Facilitates stakeholder meetings and small group discussions. Worked on development of site selection criteria, analysis of parcel data to determine sites for rezoning, and creation of alternatives.
TRPA Tahoe Living: Cultivating Community, Conserving the Basin (Lake Tahoe Basin, CA) Develops collateral materials and outreach tools for community engagement. Conducts review and research of existing data and literature to inform project decisions. Supports engagement activities for stakeholders and the general public.
Thousand Oaks General Plan Update (Thousand Oaks, CA) Assisted with development and completion of land use map. Led land use mapping, managed and maintained parcel database, and created maps for general plan.
Culver City General Plan Update & Zoning Code Update (Culver City, CA) Managed GIS analysis of zoning code update. Created maps and interactive products to educate public on GPLU and zoning changes. Supported community engagement efforts to gather feedback on General Plan Update.
Beaumont Climate Action Plan (Beaumont, CA) Developed maps and graphics for vulnerability assessment and supported research and analysis pertaining to climate hazards and social vulnerability..
City of Marina General Plan Update & Climate Vulnerability Assessment (Marina, CA) Assisted with mapping for the General Plan. Developed maps and graphics and supported research and analysis regarding climate hazards and social vulnerability.
Loma Linda Environmental Justice Element (Loma Linda, CA) Conducted environmental justice mapping to inform community needs and locate disadvantaged communities within the city. Assisted with developing project collateral.
SANDAG Social Equity Analysis Methodology Development (San Diego County, CA) Analyzed social equity methodology in Regional Transportation Improvement Plans and developed best practices for SANDAG. Leveraged GIS to create process and methodology analyzing distribution of project funds across the county.
EDUCATION
University of California, Los Angeles,Los Angeles, CA Bachelor of Arts, Geography & Environmental StudiesGeospatial Information Systems and Technologies Minor
EXPERIENCE
Raimi + AssociatesLos Angeles, CAIntermediate Planner,2023-Present
Arellano AssociatesChino Hills, CA Technology Coordinator
City of Yorba Linda Yorba LInda, CAGIS Administrative Internr
Irvine Ranch Conservancy Irvine, CAEnvironmental Research Intern
www.raimiassociates.com
SARAH PEREZ
PLANNER/RESEARCHER II
Sarah Perez is a planner and researcher dedicated to creating a healthier and more sustainable communities that improve the quality of life for all, especially diverse and marginalized communities. She has extensive experience in providing qualitative and quantitative data support and analysis on a range of evaluation projects and has served in various roles within the public, private, and nonprofit sectors. Sarah specializes in community engagement, data collection, and data analysis. She believes in advocating and uplifting the voices of frontline communities to build a more resilient future.
KEY PROJECTS
Loma Linda Environmental Justice Element (Loma Linda, CA)Developing an Environmental Justice Element to achieve State compliance with Senate Bill 1000. Building an inclusive community engagement plan to gather input from community members not typically engaged in the planning process. Created online surveys and flyers in multiple languages to maximize diverse community feedback for inclusion in the Element.
Marina Environmental Justice Element (Marina, CA)Crafting the key policy direction for an Environmental Justice Element, as part of a general plan update. Engaging with community groups and residents to gather feedback and understand environmental justice issues. Facilitated the translation of materials into Spanish and Korean to obtain diverse feedback.
Milpitas Community Health and Wellness Element Update (Milpitas, CA) Wrote and integrated environmental justice goals, policies, and actions into the existing Community Health and Wellness Element to comply with Senate Bill 1000 and advance environmental and health equity in the City.
Ventura General Plan Update (Ventura, CA) Developing an Environmental Justice Element for the Ventura General Plan Update to address environmental inequites. Drafting the Climate Change and Sustainability Element to address GHG reduction, foster sustainability initiatives, and promote climate resilience for Ventura residents - especially vulnerable communities.
SBCTA/SBCOG Equity Framework (San Bernardino County, CA) Developing a San Bernardino County CBO and non-profit database to increase engagement and foster relationships between stakeholders and SBCTA/SBCOG. Identifying historically underrepresented communities and assisting with the formation of an inclusive and diverse Community Working Group. In charge of developing meeting materials.
SANDAG Social Equity Analysis Development (San Diego Region, CA)Analyzed social equity methodology in Regional Transportation Improvement Plans and developing best practices for the San Diego Association of Governments. Analysis will inform a toolkit to support SANDAG staff to assess project funding allocated to social equity communities in the San Diego region.
Ventura County Priority Climate Action Plan (Ventura County, CA)Supported the low-income and disadvantaged communities identification and analysis to assess the qualitative climate impacts and GHG reduction benefits for vulnerable communities. Evaluated the equity implications and co-benefits of proposed measures.
Petaluma General Plan Update (Petaluma, CA) Developing a comprehensive Health, Equity, and Environmental Justice Element to comply with SB 1000. Engaging with community organizations to gather feedback on identified DACs and community concerns.
EDUCATION
University of California - Los Angeles,Los Angeles, CA Bachelor of Arts, Public Affairs
AFFILIATIONS
Women in Green Mentorship NetworkUSGBC-LA
Aspen Institute Future Leaders
Climate Fellow
EXPERIENCE
Raimi + AssociatesPlanner/Researcher II2023-Present
The Aspen InstituteUnited StatesClimate and Environment Intern
Mariposa ConsultingLos Angeles, CAEnvironmental Issues and Community Outreach Consultant
UCLA Luskin Center for InnovationLos Angeles, CAWater Projects Assistant
Pacoima BeautifulPacoima, CAEnvironmental Justice Fellow
www.raimiassociates.com
GEORGE KARAM
PLANNER II
George is a Planner with a passion for holistic approaches to city planning and urban
design that center community health and climate resilience. He has experience
researching a wide range of local and state land use, housing, transportation, and
climate policy in California. His projects include General Plans, Area Plans, Zoning
Codes, and Objective Design Standards. He holds a Master of Urban and Regional
Planning from the University of California, Los Angeles.
KEY PROJECTS
City of Culver City General Plan Update (Culver City, CA) Serving as support staff on the comprehensive update to the City of Culver City General Plan. Designing and organizing workshop materials. Helping to facilitate community engagement activities, including Public Draft General Plan.
City of Ventura General Plan Update (Ventura, CA) Serving as key staff on the comprehensive update to the City of Ventura General Plan. Analyzing outcomes of key community engagement activities to help inform drafting of General Plan elements. Working alongside city staff to draft policy frameworks for General Plan elements including Public Facilities and Services and Citywide Land Use.
City of Ojai General Plan Update (Ojai, CA) Serving as key staff on the targetted update to the City of Ojai General Plan. Prepared templates and guidance for subcontactors. Working with project staff to draft land use policy frameworks.
City of Santa Maria General Plan Update (Santa Maria, CA) Serving as key staff on the comprehensive update to the Santa Maria General Plan. Working alongside City staff to draft policy frameworks for the Land Use and Public Facilities and Services Elements of the plan. Developing materials for public engagement activities.
City of Seaside General Plan Update (Seaside, CA) Serving as key staff on the comprehensive update to the Seaside General Plan. Assisting in the revision of the Adoption Draft General Plan including edits to the policy framework and General Plan Land Use map. Updating materials on the Seaside2040 project website.
City of Culver City Zoning Code Update (Culver City, CA) Serving as key staff for the comprehensive Zoning Code Update in conjuction with the Culver City General Plan Update process. Working alongside Culver City Current and Advanced Planning to draft code frameworks. Produced public meeting materials.
Redwood Life Precise Plan (Redwood City, CA) Serving as key staff for the Redwood Life Precise Plan project. Designing outreach materials and organizing innovative community engagement activities to explore impacts of the Redwood Life development on the communities adjacent to the development.
Central Maui Community Plan Update (Maui County, HI) Serving as support staff on the comprehensive update to the Central Maui Community Plan in Maui County, HI. Assisting in policy framework development. Conducting community design study that explores key elements of built environment and overall neighborhood character.
EDUCATION
UCLA Luskin School of Public AffairsLos Angeles, CA Master of Urban and Regional Planning
University of California, Santa BarbaraSanta Barbara, CABachelor of Arts in Global Studies
AFFILIATIONS
American Planning Association (APA)
EXPERIENCE
Raimi + AssociatesLos Angeles, CAPlanner II2023-present
Southern California Association of Governments (SCAG)Los Angeles, CASustainability Fellow2021-2022
The Planning ReportLos Angeles, CAAssociate Editor2019-2021
VerdeXchangeLos Angeles, CAProgram Associate2019-2021
John Muggridge, AICP
Principal
EDUCATION
Master of Science, Transportation Planning and Engineering, University of Leeds
Bachelor of Engineering, Mechanical and
Process Engineering, University of Sheffield
REGISTRATIONS
American Institute of Certified Planners (021879)
YEARS OF EXPERIENCE
Total: 26 With Fehr & Peers: 22
AFFILIATIONS
• California Association of Environmental
Professionals (AEP)
• American Planning Association (APA)
EXPERTISE
• Bicycle and Pedestrian Planning
• Long-range Multimodal Transportation
Planning
• Multimodal Corridor Planning
• Parking Studies
• Land Use and Transportation
• Traffic Analysis
• Transit Planning
• Transportation Demand Management
• Travel Pattern Studies
• Travel Demand Modeling
ABOUT
John is a principal, senior market leader, and skilled project manager with over 25 years of experience in transportation planning and engineering. John serves as a trusted consultant to private clients and public agencies across southern California
and Hawaii. John’s skillset spans a variety of multi-disciplinary transportation planning and research topics, including travel demand modeling, parking studies, environmental and CEQA services, and multimodal planning. He frequently manages complex projects and has retained relationships with key clients for a number of decades, due to the expertise and quality he provides.
RELEVANT PROJECT EXPERIENCE
City of Rolling Hills Estates 2040 General Plan Mobility Element Update (Rolling Hills Estates, CA)
Principal-in-Charge. Fehr & Peers helped the City of Rolling Hills Estates develop their Mobility Element as part of their 2040 General Plan Update. The element was co-created with the City’s General Plan Advisory Committee (GPAC), comprised of the
City Mayor and City Manager, as well as several Commissioners and local residents. Additionally, Fehr & Peers modified the 2016 SCAG RTP/SCS regional travel demand model information to better reflect the existing and future conditions in the City in order to establish a more accurate baseline to assess future growth in the General Plan. Lastly, Fehr & Peers analyzed the General Plan buildout scenarios using the new CEQA VMT metrics, which are required per SB 743.
City of Carson 2030 General Plan Mobility Element Update (Carson, CA) Principal-in-Charge. Fehr & Peers assisted the team with the Carson 2030 General Plan Update. Fehr & Peers completed the existing conditions review, including data collection and analysis, with particular attention to multimodal transportation and goods movement in the City of Carson. Following the existing conditions analysis, the focus shifted to development of the General Plan Mobility Element and preparing the environmental analysis for CEQA clearance of the project. Through the development
of analysis tools and utilization of the regional travel model, Fehr & Peers identified the future roadway network to serve future anticipated development provided by the project team. Due to the varied nature of land uses, neighborhoods, travel patterns, and individual preferences for travel, Fehr & Peers also developed a set of policy and project recommendations for active transportation networks and goods movement
that are intended to advance quality of life through mobility options, increased opportunities for physical activity, increasing access to services and goods, and
helping reduce the impact of vehicle travels to the environment and infrastructure.
RELEVANT PROJECT EXPERIENCE (CONT.)
City of Diamond Bar General Plan Circulation Element Update (Diamond Bar, CA) Principal-in-Charge. Fehr & Peers was part of a team that
prepared the Diamond Bar General Plan Update. Fehr & Peers conducted the Transportation Impact Analysis and provided input into the Circulation Element for the General Plan Update.
This included updates to the SCAG model and intersection analysis at signalized intersections and roadway segment analysis at roadways throughout the City to support roadway widenings and/or road diets. Fehr & Peers advised the team on best practices related to SB 743 and contributed to policy
development. We updated the City's transportation impact study guidelines consistent with SB 743. We completed the traffic study for the EIR which included an SB 743 compliant VMT assessment for the buildout of the general plan.
City of Los Angeles General Plan Citywide Housing Element (Los Angeles, CA) Principal-in-Charge. Fehr & Peers assisted the City of Los Angeles
in the preparation of an environmental analysis for the citywide housing element of the General Plan. One of the first tasks the City was interested in completing was an EIR addendum
evaluation to determine if the housing growth estimates/locations were comparable to the information and assumptions contained in the City of Los Angeles General Plan Framework and the 2016 SCAG SCS/RTP.
City of Pasadena General Plan Update Mobility Element (Pasadena, CA) Principal-in-Charge. Fehr & Peers, as part of a team, assisted with
the City of Pasadena General Plan Update. Our area of responsibility was the Mobility Element. Fehr & Peers also assisted the City of Pasadena with the development of a mobility performance measures and metrics for use in the General Plan Environmental Impact Review (EIR) and Revised Traffic Study
Guidelines.
City of Oxnard General Plan 2021-2029 Housing Element Update (Oxnard, CA) Principal-in-Charge. Fehr & Peers performed transportation analysis in support of the City of Oxnard’s 2021-2029 Housing Element Update. Work included a VMT analysis using the latest
Ventura County Transportation Model, which has a base year of 2016 and forecast year of 2040. A technical memorandum documenting the methodology and findings of the VMT analysis
were prepared to support the EIR.
DTLA 2040: Downtown Los Angeles Community Plan Update (Los Angeles, CA)
Principal-in-Charge. Fehr & Peers is currently finalizing the Downtown Community Plan Update for the City of Los Angeles. This community plan was initiated as part of an ongoing process
to update all 35 community plans in the city and serves as an
example to future community plan updates in both analysis
format and integration of latest city initiatives.
City of West Hollywood Citywide Traffic and Mobility
Study (West Hollywood, CA) Principal-in-Charge. Fehr & Peers is leading a team to assist the City of West Hollywood. Key tasks include the Transportation
Demand Management (TDM) Program, Physical Roadway Improvements, and Traffic Impact Fee Program. For the TDM program, the Fehr & Peers-led team is using extensive team expertise along with the best available data and input from stakeholders to tailor strategies and solutions that are likely to be
most effective in West Hollywood. The use of “Big Data” in evaluating the travel markets for each of the five commercial
districts is a critical element in understanding the needs of the districts. Fehr & Peers is developing a model that goes beyond the traditional highway-focused travel demand models to provide enhanced capabilities in such areas as smart growth, GHG emissions, transit operations, and alternative modes such as
walking and bicycling. The study also includes a Physical Roadway Improvements section, where the City will be able to test and evaluate a variety of options including physical improvements,
policies and programs that are aimed at improving multimodal mobility in the City of West Hollywood. As part of this task, Fehr
& Peers is evaluating the current and future roadway infrastructure needs based on the local and regional 2040 land use/SED forecasts. A series of performance metrics is being developed to measure the effects of multimodal improvements, along with the development of a framework for an annual
transportation performance report card that can be updated and used beyond the life of this project.
LACDP Capturing VMT Impacts and Benefits to CEQA (Los Angeles, CA) Principal-in-Charge. Fehr & Peers was selected to work closely with the LADCP and LADOT to develop new VMT-based CEQA
thresholds and to update the tools necessary to implement the new procedures. In addition to developing the new thresholds, Fehr & Peers updated the City’s travel demand model and developed a sketch model tool to perform project-level VMT analysis; quantifying the parking demand and vehicle trip reduction benefits for mixed-use projects, creative office buildings, market rate housing, and affordable housing, and
Transportation Demand Management (TDM) strategies. The affordable housing sites are broken down based on population (senior, family, special needs, permanent supportive) and location
(inside or outside a transit priority area). Chelsea served as the technical lead to integrate the TDM analysis components.
Culver City Travel Demand Forecast Model and General Plan Update (Culver City, CA) Principal-in-Charge Fehr & Peers developed Culver City’s Travel Demand Forecast Model (TDFM) to reflect the existing condition
of land use data, traffic counts, updated regional data from the SCAG 2020 RTP update, current roadway condition.
Dongyang Lin
Senior Planner
EDUCATION
Bachelor of Engineering, South China
University of Technology
Master of Engineering in Urban Planning and
Design, Tongji University
Master of Planning, University of Southern California
YEARS OF EXPERIENCE
Total: 9
With Fehr & Peers: 4
EXPERTISE
• Travel Demand Modeling
• Transportation Demand Management
• Travel Pattern Studies
• VMT Analysis
ABOUT
Dongyang Lin is a senior transportation planner at Fehr & Peers with four years’
experience conducting CEQA transportation analysis, developing mobility plans, preparing GIS-based analysis, and applying travel demand forecasting models to Vehicle Miles Traveled (VMT) analysis. She is passionate about using data and maps
to show travel patterns and behavior and examining relationships among behavior, land use, and transportation system. Dongyang earned her master’s degree in Planning (focus on transportation) at the University of Southern California (USC). Before she enrolled at USC, she was an urban planner in Guangzhou, China, with five years’ experience on urban regeneration, land use planning and urban design.
RELEVANT PROJECT EXPERIENCE
Westside Area Plan, West San Gabriel Valley Area Plan, East San Gabriel
Valley Area Plan (Los Angeles, CA) Project Manager. As part of a team, Fehr & Peers is assisting the Los Angeles County
on three regional planning developments - the Westside Area Plan (in-progress), West San Gabriel Valley Area Plan (in-progress), and East San Gabriel Valley Area Plan (recommended approval by the Board of Supervisor in January 2024). Fehr & Peers prepared the VMT analysis for the three area plans based on the County’s new guidance for transportation impacts. The land use and growth assumptions provided
by Los Angeles County staff were used to inform the VMT analysis. The Southern California Association of Governments (SCAG) model was used for the VMT analysis to determine whether a VMT impact would occur. The results of the VMT analysis were documented in the Environmental Impact Report (EIR) prepared for these projects. In addition, Fehr & Peers is developing mobility policies and implementation
actions for two in-progress area plans in Westside and West San Gabriel Valley.
Culver City Travel Demand Forecast Model and General Plan Update (Culver City, CA) Lead Modeler. Fehr & Peers developed Culver City’s Travel Demand Forecast Model (TDFM) to reflect the existing condition of land use data, traffic counts, updated regional data from the SCAG 2020 RTP update, current roadway condition. As part of
a team, Fehr & Peers conducted CEQA transportation analysis for the City’s General Plan Update.
RELEVANT PROJECT EXPERIENCE (CONT.)
Florence-Firestone TOD Specific Plan (Los Angeles, CA) Lead Modeler. Fehr & Peers completed the transportation analysis
for the Florence-Firestone Transit-Oriented District (TOD) Specific Plan. The plan for this area of unincorporated Los Angeles County established new transit-oriented development policies,
development standards, and implementation programs for designated transit-oriented districts within the areas approximately 0.5-mile radius around LRT transit stations. The primary purpose of the plan is to encourage infill development with pedestrian-friendly and community-serving uses near transit stops. During the study process, the potential for new development to increase the demand for the use of on-street
parking was among the concerns raised by the public.
LA Metro VMT and Mode Share Target Setting Effort (Los Angeles, CA) Lead Modeler. In response to Board Motion 2021-0769 (December 2, 2021) the Los Angeles County Metropolitan Transportation Authority’s (Metro) Sustainability Team has
launched a project to establish targets for vehicle miles traveled (VMT) and mode share in LA County. As part of a team, Fehr & Peers’ role is developing a modeling-based approach to test
aspirational VMT and mode-share outcomes that align with environmental sustainability goals. Fehr & Peers is developing
three scenarios and using the 2020 Southern California Association of Governments (SCAG) Activity-Based Model (ABM) to conduct this analysis.
City of Whitter SB 743 (Whitter, CA)
Lead Modeler. Fehr & Peers was part of a team assisting the City
of Whittier adopt new transportation impact thresholds and methods to integrate a Vehicle Miles Traveled (VMT) approach into the City’s transportation analysis guidelines in service of
SB743. Fehr & Peers’ role was to execute the outlined approach and to develop guidelines that will allow the City to be well prepared for a transition to VMT as its primary transportation impact metric for CEQA analysis, integrating the City’s existing land use characteristics, community needs, and future
opportunities. Whittier has a diverse and complex mix of land use and properties, with a combination of hillside single-family
houses, uptown mixed-use, Whittier College, and a Caltrans facility as a primary thoroughfare. With the anticipation of a
Metro L Line station implemented within the City and a large on-going redevelopment project located near the station, Fehr & Peers considered these factors when developing the City’s VMT
metrics and threshold options, conducted several VMT impact case studies for a variety of development types and locations, and customized a list of transportation demand management strategies. Fehr & Peers also developed Whittier’s VMT assessment flowchart that assists decision makers with better
understanding of the process.
City of Los Angeles General Plan Housing Element
(Los Angeles, CA) Lead Analyst. Fehr & Peers was part of a team assisting the City of
Los Angeles in the preparation of an environmental analysis for the 2021-2019 citywide housing element of the General Plan. Given the circumstances of the COVID-19 pandemic, Fehr &
Peers exercises the same degree of care, skill, and diligence in the execution of the scope to help the City achieve its housing element update goals. One of the first tasks the City was interested in completing was an EIR addendum evaluation to determine if the housing growth estimates/locations were
comparable to the information and assumptions contained in the City of Los Angeles General Plan Framework and the 2016 SCAG
SCS/RTP. Given Fehr & Peers’ substantial previous work in utilizing and applying the SCAG travel demand model, Fehr & Peers supports the City with judgement and reliability in providing data from the model, including socioeconomic information and transportation network attributes.
City of Santa Monica Housing Element (Santa Monica, CA) Lead Analyst. Fehr & Peers assisted the City of Santa Monica in
updating the transportation section of the City’s Housing Element. The recent changes to CEQA requirements under SB 743 which shift transportation analysis to focus on vehicle miles
traveled (VMT), as opposed to level of service (LOS), sets these housing elements apart from previous updates. Fehr & Peers applied the latest guidance published by the Governor’s Office of Planning and Research (OPR) and incorporated recent case law where applicable. For the VMT impact analysis section in the context of a Housing Element, we updated existing conditions with the best available local tools and data, including city-specific
travel demand models and the latest Southern California Association of Governments (SCAG) regional travel demand model, to accurately evaluate document transportation impacts.
Kevin Engstrom is
a Senior Principal
in the Los Angeles
office of Keyser
Marston
Associates, Inc.
For over 25 years
he has provided
public and private
clients with real
estate and
financial expertise.
Key Role
Kevin has provided public and private clients
with real estate and financial expertise,
including: market and financial feasibility
studies, fiscal impact analyses, economic
revitalization consulting, financial modeling,
developer selection and disposition consulting.
Specific Areas of Expertise
Land Use Strategies/Market and Feasibility
Studies
During his tenure at Keyser Marston, Kevin has
conducted a number of market and feasibility
studies for cities throughout California. For these
analyses Kevin assessed current market
conditions; projected future demand for
residential, retail, office, industrial and hotel
development; tested the financial feasibility of
prototypical projects; prepared fiscal impact
projections for alternative development scenarios;
and created implementation strategies. Projects
have included general plan updates, specific
plans, master plans, corridor studies, economic
development strategies and highest and best use
analyses. These studies have occurred throughout
Orange, Los Angeles, Riverside, San Bernardino,
Ventura, Santa Clara, Butte, San Diego and
Fresno counties.
Asset Management/Disposition Consulting
In addition, Kevin has consulted in all areas of
the disposition process for surplus properties for
public agencies. His experience includes project
planning, preparing and evaluating Requests for
Proposals and Qualifications, developer selection,
negotiation support and financial feasibility
analyses for cities throughout the State including
Los Angeles, Anaheim, Brea, Glendale, Long
Beach, Poway, Pasadena, Redondo Beach, Rancho
Mirage, San Juan Capistrano and Monterey Park.
In addition, he has negotiated ground leases,
including extensions, for retail, office and hotel
projects in cities throughout Southern California.
Market and Financial Services for Hotel Projects
Kevin has provided consulting services for over
125 hotel projects throughout California, including
the Olympic North Hotels, Pico Fig Hotels,
Anaheim Westin, Beverly Hills Montage,
Huntington Beach Grand Hyatt, Anaheim
Doubletree and the Glendale Embassy Suites. The
analyses include market assessments, financial
feasibility analyses, public revenue projections,
reviewing EB-5 financing strategies and
developing financial assistance programs.
Professional Credentials
Kevin currently serves on CALED Board of
Directors (Advisory Board). He teaches at the
California Association for Local Economic
Development’s Accredited CA Economic
Developer Program. He instructed the Basic Pro
Forma and Advanced Pro Forma Class at the
CRA’s Redevelopment Institute in Southern
California. In addition, he has taught a Real Estate
Finance and Development Pro Forma class at the
American Planning Association – California
Chapter annual conference. Kevin has also served
as an instructor at California State University at
Fullerton in the Geography department. Kevin
holds a Master of Arts Degree from the University
of Arizona and a Bachelor of Arts Degree from
Villanova University.
Relevant Experience
Kevin is evaluating market opportunities for
commercial and residential development at CSU
Fullerton and Sacramento State. Other projects
include market/financial/fiscal evaluation of the
West Gateway in Long Beach; market study for
the Little Arabia Corridor in Anaheim; market
study for the City of Newport Beach residential
development opportunities; fiscal impact analysis
of a proposed annexation in Palm Desert.
Kevin Engstrom | Senior Principal, Los Angeles Office
Keyser Marston Associates Proposal
Ryan Tuong An Koyanagi
is a Senior Analyst in the
Los Angeles office of
Keyser Marston
Associates. Since joining
the firm in 2022, Ryan has
provided a variety of
public and private sector
clients with real estate
economic analysis for
affordable housing,
inclusionary housing and
adaptive reuse projects. He
has worked on projects in Los Angeles, Orange,
Riverside and San Bernardino counties, as well as
the Bay Area.
Key Role
Ryan conducts market and demographic
research for real estate projects, evaluates
developer responses to RFPs, and determines
financial gap and land reuse valuation for
agency assistance to affordable housing
projects.
Specific Areas of Expertise
Market Analysis
Ryan performs market and demographic analysis
for redevelopment projects and general/specific
plan updates, evaluating historic and projected
performance for different land uses and
surveying brokers, developers, property owners
and other real estate professionals. Ryan has
recently performed market analyses for the Cities
of Long Beach, Anaheim, Newport Beach, and the
California State University system.
Affordable Housing
Ryan performs a variety of analyses in support of
affordable housing development, including
financial gap, land reuse valuation, subsidy
layering reviews, and drafting and evaluating
RFP/Qs for affordable housing development.
Ryan has recently performed affordable housing
financing analyses for the Cities of Alhambra,
Anaheim, Santa Ana and Long Beach.
Relevant Experience
Ryan has conducted market analyses for general plan
updates in the Cities of Chino and Newport Beach,
specific projects and corridors such as the Brookhurst
Corridor (Little Arabia) in Anaheim, the West
Gateway Entrada and Belmont Pier redevelopment
projects in Long Beach, and has evaluated market
opportunities for student and faculty/staff housing for
CSU campuses at Fullerton, Sacramento, San Jose and
Chico. He has also assisted with fiscal impact analyses
for the Cities of Santa Ana and Palm Desert, and
inclusionary housing programs for the Cities of
Monrovia, Redlands and Santa Cruz.
Professional Credentials
Ryan holds a Master of Arts and Bachelor of Arts
degree in Geography from California State
University, Fullerton where he also completed a
Geographic Information Systems (GIS) certificate.
Ryan Tuong An Koyanagi | Senior Analyst, Los Angeles Office
920 Hampshire Road, Suite A5
Westlake Village, California 91361
805.367.5720
About
Mr. Locacciato is an urban and regional planner with 40
years of diverse experience in planning and environmental
analysis. His background in consulting, public sector
planning, and private development results in an
understanding of the relationships between land use
regulations, environmental impacts, and the
implementation of projects.
Mr. Locacciato has experience in land use planning; land
use studies; the preparation of Specific Plans, Master
Plans, Environmental Assessments (EAs), Program and
Project Environmental Impact Reports (EIRs),
Supplemental EIRs and Addendums to EIRs, Initial Studies,
and Mitigated Negative Declarations (MNDs); and site
feasibility and constraints analysis. He also has provided a
wide range of environmental consulting services to cities,
including the preparation of EIRs, the review of EIRs, and
the direction of mitigation monitoring programs.
Mr. Locacciato has been involved in the planning and
environmental review of commercial, industrial,
residential, and mixed-use projects in urban and rural
settings for communities throughout California as well as
for a wide variety of public infrastructure and public
facility projects. His specialty is the management of
complex multidisciplinary projects including mixed use
master plans and specific plans. Mr. Locacciato provides
oversight and direction of projects and directly manages
complex projects.
Education
Bachelor of Science, City and Regional Planning
California Polytechnic University, San Luis Obispo
Affiliations
American Institute of Certified Planners
American Planning Association
Association of Environmental Professionals
Urban Land Institute
Experience
Project director for the City of Lancaster Master
Environmental Assessment (MEA) and General Plan EIR.
The MEA provided a statement of existing conditions for the
city to be used to streamline environmental documentation
of future projects. The MEA is formatted for the City to
update on an as-needed basis. The General Plan EIR
analyzes three potential development scenarios, including
an expanded sphere of influence area extending to the San
Bernardino County line.
Project director for the City of South Pasadena General
Plan Update Program EIR. The project involved the update
of the City of South Pasadena General Plan with the
exception of the Housing Element.
Project director for the Sierra Madre Master
Environmental Assessment (MEA) and General Plan EIR in
Sierra Madre, California. The MEA was compiled to provide
information to the City’s General Plan Advisory Committee
for use during the process of updating the General Plan. The
EIR was prepared after the draft update of the General Plan
was completed based on the information in the MEA.
Project manager for the City of Palm Desert General Plan
Update EIR Addendum for the University Park Specific Plan
(UNSP) project. The UNSP addresses approximately 400
acres, and provides for the development of a new, mixed-
use community adjacent to planned campuses for California
State University San Bernardino and the University of
California Riverside. The UNSP was prepared to implement
the City’s 2035 General Plan. Mitigation measures
identified in the City’s General Plan required additional
studies to be completed at the time individual development
projects are proposed including a greenhouse gas study,
biological resource evaluation and a Phase I archeological
assessment that were prepared as part of this Addendum.
Meridian Consultants also prepared a Water Supply
Assessment for this project for the Coachella Valley Water
District.
Tony Locacciato, AICP
Partner
Practice Group Leader, Environmental Compliance and Planning
920 Hampshire Road, Suite A5
Westlake Village, California 91361
805.367.5720
Tony Locacciato, AICP
Partner
Project manager for the City of Santa Monica Master
Environmental Assessment (MEA) in Santa Monica. This
MEA was prepared during a moratorium on commercial
and industrial development in the City in order to provide
a comprehensive source of information on
environmental conditions throughout the City. This MEA
also included an analysis of the potential cumulative
effects of development based on a master list of projects
for the entire City. This MEA was prepared based on
available published information and is updated on an
annual basis.
Project manager for the RiverPark Specific Plan EIR for
the City of Oxnard. This EIR evaluated the impacts of the
largest mixed-use project ever approved in Ventura
County. The 700-acre RiverPark project originally
included 2,800 residential units and 2.8 million square
feet of commercial development. The land plan reflects
new urbanism planning principles and incorporates a
mixed- use town center. The project involves the
annexation and reclamation of an existing sand and
gravel mine site located next to the Santa Clara River, a
sensitive area for biological resources. Mr. Locacciato
directed the preparation of a full range of detailed
technical studies and prepared a detailed full-scope EIR
addressing all topics. Mr. Locacciato also reviewed and
directed the preparation of the Specific Plan by the
applicant. Mr. Locacciato has been the City’s primary
consultant on this project for the last 20 years and has
managed the preparation of 15 Addendums to the
original EIR evaluating amendments to the approved
specific plan over time.
Project manager for the Travertine Point Specific Plan
EIR for the County of Riverside. The County of Riverside
certified this EIR and adopted the Specific Plan for this new
5,000-acre master planned community in December
2011. Travertine Point is a new town planned on the
northwest shore of the Salton Sea. The majority of this
Specific Plan area is located in Riverside County with a
portion located in Imperial County. Portions of the
project site also include Torres Martinez Desert Cahuilla
Indian tribal lands. This comprehensive EIR addressing a
Specific Plan permitting the development of over 16,655
new homes and 5 million square feet of commercial and
light industrial development includes extensive analysis
of traffic impacts, greenhouse gas and other air quality
impacts, cultural resource and other impacts, as well as
a Water Supply Assessment.
Project manager for the 500-acre East Area 1 Specific Plan
EIR for the City of Santa Paula. Over the last decade, Mr.
Locacciato prepared and managed the preparation of the
full range of technical, environmental, and economic
studies to guide the preparation of a Specific Plan and EIR
for this project and supported the review and approval of
a Sphere of Influence amendment and annexation of this
area by the County of Ventura Local Agency Formation
Commission. He also managed the preparation of a
comprehensive Supplemental EIR for a major amendment
to the approved specific plan in 2015 and prepared an
amendment to the Specific Plan and Addendum to the
prior EIRs to increase the number of allowed residential
units from 1,500 to 2,050.
Project Manager for the Music Festivals Plan EIR, EIR
Addendum, Categorical Exemption and Annual
Mitigation Monitoring for the City of Indio. Over the past
decade, Meridian has supported the long-term planning
for these world famous festivals. The project included an
amendment to the City of Indio Municipal Code to adopt
an ordinance pertaining to Major Music Festival Event
Permits and a Development Agreement. The Major Music
Festival Event Permit allowed an increase in attendance
for the Coachella and Stagecoach Music Festivals. The EIR
analysis focused on the potential environmental impacts
to local and regional air quality and greenhouse gases,
biological resources, land use compatibility with the
surrounding residential neighborhoods, noise associated
with the festival events, public services, and traffic on the
surrounding communities. Meridian also prepared a
comprehensive Addendum to evaluate increasing the
attendance levels and a Categorical Exemption supporting
the extension of the permits and development agreement
through the year 2040. Meridian also provides noise
monitoring on an annual basis during these events by
providing online real- time noise monitoring data for 6
locations around the 600- acre festival site.
920 Hampshire Road, Suite A5
Westlake Village, California 91361
805.367.5720
About
Mr. Kirikian is a Partner and the Director of Air Quality &
Acoustics with Meridian Consultants. As a Principal
with Meridian Consultants, Mr. Kirikian’s role includes
participating at the top level of the organization and
reporting to the Board of Managers regarding
environmental and planning projects and market
initiatives. In addition, Mr. Kirikian’s role as the Director of
Air Quality & Acoustics includes securing and overseeing
implementation of a variety of air quality and acoustics
(noise) projects.
Mr. Kirikian’s experience related to Air Quality and
Climate Change includes preparing air pollutant emissions
inventories, dispersion modeling, and health risk
assessments (HRAs) for residential, commercial, and
transportation projects utilizing the CalEEMod and
AERMOD models.
Mr. Kirikian’s experience related to Noise includes
assessment of a variety of mobile (aviation and vehicle)
and stationary noise sources associated with urban
development and infrastructure projects, with specific
expertise in utilizing SoundPLAN, Aviation Environmental
Design Tool, and FHWA TNM models.
Additional roles include serving as an environmental
monitoring manager for large-scale compliance
monitoring efforts during construction and operation
ensuring compliance of all disciplines including air quality,
biology permitting, noise monitoring, stormwater
management, geotechnical oversight of excavations,
cultural resources monitoring and other associated
activities.
Education
Master of Science, Environmental Science
Loyola Marymount University
Bachelor of Arts, Biology
California State University, Northridge
Affiliations
Institute of Noise Control Engineering
Acoustical Society of America
Experience
Currently serves as the Project Manager and Dust Control
Supervisor for the Castaic High School project.
Responsibilities include generating monthly compliance
monitoring report to ensure compliance with mitigation
measures set forth in the final EIR and overseeing all aspects
of project construction activities, including air quality,
biology permitting, noise monitoring, stormwater
management, geotechnical oversight of excavations,
cultural resources monitoring, and other associated
activities. The project consists of a comprehensive high
school in the City of Santa Clarita in unincorporated Los
Angeles County, including several classroom buildings, a
library, a performing arts building, a multipurpose building,
a physical education building with gymnasium, and an
administrative building.
Responsible for preparing the annual technical noise
reports for the Coachella Music and Arts Festival and
Stagecoach Music Festival Plan. The technical reports focus
on sound data collected during the Music Festivals, which
are held in the City of Indio, California, and include noise
from multiple music performances, traffic, aircraft,
pedestrians, generators, and fireworks.
Assisted with the preparation of technical studies for an EIR
for The Premier on First Mixed-Use project in the City of
Burbank. This Project involved the demolition of existing
uses on a 1.8-acre site and the construction of two 12- to 14-
story towers within the City of Burbank. As planned, the
Project comprises 154 apartments and a 230- room hotel, as
well as ground-floor retail uses.
Christ Kirikian, MS
Partner/
Director of Air Quality & Acoustics
920 Hampshire Road, Suite A5
Westlake Village, California 91361
805.367.5720
0
Christ Kirikian
Partner / Director of Air Quality & Acoustics
Prepared impact analyses for an assisted residential
facility (ARF) for the Terraces at Hidden Hills project in
the Santa Monica Mountain North Area Plan within
western Los Angeles County, California. The ARF, as
defined, licensed, and regulated under state regulations,
would be developed on the northern 9 acres of the 26.5-
acre site. The ARF would consist of 258 units and 5
hospitality suites within 2 buildings. Building A would
include continuing care operations, and Building B would
include independent living units. In addition to the
Specific Plan, a project level EIR will be prepared to
evaluate potential environmental impacts, including air
quality, land use and planning, noise, traffic, biota, and
utilities and public services.
Responsible in analyzing short-term noise and ground-
borne vibration impacts for the Oasis Wellness Center
project. The project proposes development of a 442,000-
square-foot medical center in the City of Palmdale.
Prepared analysis of potential noise impacts from
activities at a basketball court for Sheffield Investors in
Pasadena, California. The study analyzes the effects on
the adjacent single-family residences to the south,
southwest, and southeast of 920 Hillcrest Place and
includes recommendations of any mitigation measures
and/or design changes necessary for the project to meet
the City of Pasadena Noise Restriction Ordinance.
Determined whether the operational noise levels that will
be produced by the proposed Zion Market would result in
potentially significant noise impacts. The project had
triggered the need to provide a noise report based on the
location of the proposed loading dock, which was
immediately adjacent to multifamily residential uses. The
project site is located at the northeast corner of the
intersection of Vermont Avenue and James M. Wood
Boulevard in the City of Los Angeles.
Played a key role in utilizing the SoundPLAN noise model
to assess noise impacts for the Brentwood School
Education Master Plan project, located on the west side
of the City of Los Angeles. The Brentwood School will
implement improvements to both the East and West
Campuses that include the replacement and
enhancement of academic facilities, parking, and
circulation. These improvements will be implemented in
several phases through year 2040; construction of Phase I
began in June 2017.
Played a key role in providing air quality, GHG emissions,
noise, and transportation and traffic analyses for the 515
West Broadway Mixed-Use project EIR in the City of
Glendale. The project called for the development of a 5-
story, mixed-use building with 180 residential units and
18,200 square feet of commercial space in the city.
920 Hampshire Road, Suite A5
Westlake Village, California 91361
805.367.5720
About
Ms. Williams is a California Environmental Quality Act
(CEQA) specialist and project manager with over a
dozen years of experience in environmental analysis.
Her expertise includes extensive knowledge of
CEQA, National Environmental Policy Act (NEPA),
and numerous other federal, State, and local statues
and regulations relevant to California’s environmental
resources. Ms. Williams has experience preparing and
managing Environmental Assessments,
Environmental Impact Reports (EIRs),
Supplemental EIRs and Addendums to EIRs, Initial
Studies, Negative Declarations (NDs), Mitigated
Negative Declarations (MNDs), and mitigation
monitoring programs; and site feasibility and
constraints analysis. Ms. Williams has provided
environmental documentation and consulting services
to cities and counties throughout southern California.
Ms. Williams has been involved in the planning
and environmental review of commercial, renewable
energy, transportation, residential, and mixed-use
projects. Ms. Williams provides internal and
subconsultant project management, oversight,
and quality control implementation as a project
manager for a wide range of projects. Ms. Williams is
also certified in Environmental Noise and SoundPLAN
software and has expertise in providing noise
documentation on behalf of numerous projects.
Education
Master of Arts, Environmental Studies (Sustainable
Development and Policy Concentration), University of
Illinois Springfield, Springfield, Illinois
Bachelor of Arts, Environmental Studies, Pitzer College,
Claremont, California
Affiliations
Member, Association of Environmental Professionals
Experience
Project Manager for the South Airport Cargo Center Project
for the Ontario International Airport Authority (OIAA). The
Project includes demolition of the existing buildings, site
improvements on the Project site, and development of an
air cargo facility. Then the Project will proceed with the
development of a main cargo building, aircraft apron
improvements, parking structure, roadway improvements,
and site improvements, including landscaping and utility
improvements. Development of the Project is proposed in
two phases, dependent on demand and economic
conditions. Phase 1 would include the development of the
Project on the eastern two-thirds of the Project site, and
Phase 2 would include development on the remainder of
the site. Completion of Phase 1 by 2024 is proposed.
Completion of Phase 2 is anticipated 3-5 years after the
opening of Phase 1.
Project manager for the East End Studios project in the City
of Glendale. The project involved the demolition of existing
uses to construct two new studio spaces, including sound
stages, and a studio production office space. Ms. Williams
managed the preparation of a Categorical Exemption for
the City.
Project Manager for the City of Solvang Water System
Master Plan EIR and Addendum project. Ms. Williams is
responsible for the preparation of the appropriate CEQA
environmental documentation for the project, which is a
scaled down version of the project analyzed in the City's
certified EIR for the 2011 Master Plan Update.
Leanna Williams
Associate Principal
920 Hampshire Road, Suite A5
Westlake Village, California 91361
805.367.5720
Leanna Williams
Associate Principal
Project manager for the Lucia Park Project, involving the
development of a 24-story, 294-unit residential apartment
building over demolition of existing commercial and
parking uses for the City of Glendale. The project would
include publicly accessible open space and a dog park. Ms.
Williams managed the preparation of a SCEA in
accordance with CEQA.
Project Manager for the Coachella Valley Arena project, a
11,000 seat arena in the Coachella Valley. Meridian
Consultants defined an entitlement path and approach to
the environmental review of this project. Ms. Williams
managed the preparation of the addendum to the
NorthStar Specific Plan Final Environmental Impact Report
No. 470 on this project.
Project Manager assisting the City of Needles in
completing the environmental review process for the
Grow Heights MND CEQA Review and Administrative
Support Project, a proposed cannabis business. Ms.
Williams is managing the CEQA review and coordination
with the City to ensure compliance with CEQA.
Project manager for the Lack Road Bridge Replacement
Project Initial Study / Mitigated Negative Declaration
(IS/MND) in the County of Imperial, California. The
project proposed a replacement of the existing Lack
Road Bridge over New River, a seven (7) span timber
bridge, with a new precast concrete bridge designed to
current standards. Ms. Williams managed all aspects of
the project’s IS/MND. Ms. Williams provided solutions,
recommendations, and consultation pursuant to CEQA
and applicable environmental regulations.
Project Manager for the review of the environmental
documentation for the No Name Substation – Firehouse
Switchyard 69-kilovolt Transmission Line Addendum to
the Environmental Assessment and Negative Declaration
Project. Ms. Williams was responsible for reviewing the
addendum and ensuring compliance with CEQA on behalf
of the City of Needles.
Project manager for the Sunset and Gordon Mixed-Use
Project Supplemental Environmental Impact Report (EIR)
in the City of Los Angeles, California. This Supplemental
EIR provided a comprehensive analysis of a mixed-use
project consisting of the development of 299 residential
apartment units, 46,110 square feet of commercial space,
an 18,962 square foot public park, and one supergraphic
sign. The Supplemental EIR was a supplement to the EIR
prepared for the Sunset and Gordon Mixed-Use Project,
which was certified on October 18, 2007. The
Supplemental EIR addressed modifications to the Sunset
and Gordon Mixed-Use Project necessary to re-entitle the
project as a result of the October 2014 Los Angeles
Superior Court decision on the project. Ms. Williams
managed the environmental review process for the
project and provided environmental expertise at public
meetings.
Aaron Pfannenstiel
Principal / Project Manager
Aaron incorporates hazard mitigation into
comprehensive planning projects to increase
resiliency in communities. He prepares local and
multi-jurisdictional hazard mitigation plans,
emergency operations plans, general plans, and
safety elements. He recently assisted clients with
developing innovative planning practices as part of
a pilot program that enhances communities’
adaptation to wildfires. Aaron has also prepared
environmental documents for CEQA compliance as
well as due diligence and feasibility studies, and he
has conducted community outreach and education
efforts in communities throughout California.
RELEVANT PROJECT EXPERIENCE
LHMP Preparation (2024)
Client: City of Aliso Viejo
Project Role: Project Manager
LHMP Update (2024)
Client: City of Ontario
Project Role: Project Manager
LHMP Update (2024)
Client: City of Mission Viejo
Project Role: Project Manager
LHMP Preparation (2024)
Client: City of Brea
Project Role: Project Manager
LHMP Update (2023)
Client: City of Laguna Beach
Project Role: Project Manager
LHMP Update (2022)
Client: City of Huntington Beach
Project Role: Project Manager
LHMP Preparation (2022)
Client: City of Anaheim
Project Role: Project Manager
MJHMP Update (2021)
Client: County of Mendocino
Project Role: Project Manager
• 23+ years of experience in
community planning, emergency
management/hazard mitigation,
community resilience work
• Assists clients in understanding
hazards, assessing vulnerabilities,
and developing policies, programs,
and mitigation strategies that make
communities safer
• Technical competencies include
ArcGIS, Adobe, and Microsoft Office.
• M.U.R.P., 2005, Regional
Planning/Urban Planning, California
State Polytechnic University,
Pomona
• B.A., 2001, Environmental Studies,
University of California at Santa
Barbara
• B.S., 2001, Geological Sciences,
University of California at Santa
Barbara
• American Institute of Certified
Planners (AICP), California, 021026
• American Planning Association
(APA), California, 155482
• California Emergency Services
Association
• American Institute of Certified
Planners, 2006, 021026
• LEED Accredited Professional, 2006
Suzanne Murray
Principal / Technical Writer & Editor
Suzanne has authored many classified government
documents throughout a 20-year career in the
Army. Notable documents include research and
White Paper composition on Afghanistan tribes and
human terrain in Afghanistan and Iraq, and North
Korean cyberterrorism threats on United States
ports of entry. Additional documents include
training manuals for unit training to enhance
readiness and training capabilities, including
authoring a Standard Operating Procedure Manual
for writing LHMPs.
RELEVANT PROJECT EXPERIENCE
LHMP Preparation (2024)
Client: City of Aliso Viejo
Project Role: Plan Writer, Editor
LHMP Update (2024)
Client: City of Ontario
Project Role: Plan Writer, Editor
LHMP Update (2024)
Client: City of Mission Viejo
Project Role: Plan Writer, Editor
LHMP Preparation (2024)
Client: City of Brea
Project Role: Plan Writer, Editor
LHMP Update (2023)
Client: City of Laguna Beach
Project Role: Plan Writer, Editor
LHMP Update (2022)
Client: City of Huntington Beach
Project Role: Plan Writer, Editor
LHMP Preparation (2022)
Client: City of Anaheim
Project Role: Plan Writer, Editor
MJHMP Update (2021)
Client: County of Mendocino
Project Role: Plan Writer, Editor
• Over 20 years’ experience
writing/editing
• Conducts risk analysis and hazard
assessments, develops hazard
mitigation plan updates
• Provides research support for
hazard planning
• Experience with military risk
assessment, vulnerability
assessments, and continuity of
operations planning (COOP) and
exercises
• Technical competencies include
ArcGIS, Adobe, and Microsoft
Office
• Master of Emergency Management
and Homeland Security, 2024,
American Military University
• Master of Arts, English, 2008,
National University
• Bachelor of Arts, English, 2003,
University of California Riverside
• Certificate, Copy Editing, 2021,
University of California San Diego
Extension
• International Association of Law
Enforcement, Intelligence Analyst
Dennis Larson
Senior Planner / GIS Mapping Technical
Expert / Climate Change SME
Dennis has 25 years of experience in public agency
program management, policy research, and
technical analysis. His specialties include long-
range planning, hazard mitigation, climate
resiliency, Geographic Information Services, and
economic impact analyses. Dennis helps public
agencies and private firms develop and evaluate
policies, programs, and strategies with measurable
performance impacts.
RELEVANT PROJECT EXPERIENCE
LHMP Preparation (2024)
Client: City of Aliso Viejo
Project Role: Planner, GIS Technical Mapping
LHMP Update (2024)
Client: City of Ontario
Project Role: Planner, GIS Technical Mapping
LHMP Update (2024)
Client: City of Mission Viejo
Project Role: Planner, GIS Technical Mapping
LHMP Preparation (2024)
Client: City of Brea
Project Role: Planner, GIS Technical Mapping
LHMP Update, Safety Element Update (2019,
2024)
Client: City of Fullerton
Project Role: Planner, GIS Technical Mapping
LHMP Update (2023)
Client: City of Laguna Beach
Project Role: Planner, GIS Technical Mapping
LHMP Update (2022)
Client: City of Huntington Beach
Project Role: Planner, GIS Technical Mapping
LHMP Preparation (2022)
Client: City of Anaheim
Project Role: Planner, GIS Technical Mapping
MJHMP Update (2021)
Client: County of Mendocino
Project Role: Author, Technical Editor
• 25+ years of experience in
community planning, hazard
mitigation planning, port master
planning, sea level rise study,
coastal hazard resiliency, and
community resilience work
• Currently supporting a coastal
community with a coastal
resilience and sea level rise
implementation project involving
multiple federal and state
agencies.
• Supports local agencies and non-
profits with climate adaptation and
resilience implementation projects
and programs.
• Technical competencies include
ArcGIS, Adobe, and Microsoft
Office.
• Master of Arts, Economics, San
Diego State (CSU)
• Bachelor of Arts, Geography, San
Diego State (CSU)
Crystal Stueve
Senior Planner
Crystal has authored many classified government
documents throughout her 22-year career in the
military. Notable compositions include research and
analytical reports on the Islamic State of Iraq and
the Levant (ISIL) and militia groups within Iraq,
and tactical and strategic reporting on Mexican
Drug Trafficking Organizations and transnational
organized crime that pose an immediate threat to
national security. Additional documents include
training manuals and unit standard operating
procedures to enhance unit readiness and training
capabilities.
RELEVANT PROJECT EXPERIENCE
LHMP Preparation (2024)
Client: City of Aliso Viejo
Project Role: Technical Editor
LHMP Update (2024)
Client: City of Ontario
Project Role: Technical Editor
LHMP Update (2024)
Client: City of Mission Viejo
Project Role: Technical Editor
LHMP Preparation (2024)
Client: City of Brea
Project Role: Primary Author
LHMP Update (2023)
Client: City of Laguna Beach
Project Role: Primary Author
LHMP Update (2022)
Client: City of Huntington Beach
Project Role: Technical Editor
LHMP Preparation (2022)
Client: City of Anaheim
Project Role: Author, Technical Editor
MJHMP Update (2021)
Client: County of Mendocino
Project Role: Author, Technical Editor
• 16+ years in working with
emergency management
operations (Emergency
Operations Center, analyst),
drafting emergency operations
plans, and providing technical
edits for hazard mitigation plans
• Conducts research for hazard
analysis and assessments,
supports in the development of
hazard mitigation plan updates
• Experience in Weapons of Mass
Destruction Analysis
• Technical competencies include
ArcGIS, Adobe, and Microsoft
Office.
• Master of Arts, Mass
Communications & Journalism,
2017, Kent State University
• Bachelor of Science, Intelligence
Management, Henley-Putnam
University
Robert Jackson
Associate Planner
Robert has worked for Atlas Planning as an
Associate planner and has been an integral part in
a multitude of projects since joining the team. He
has experience in Local Hazard Mitigation Plan
document preparation and updates. General Plan
Safety Element update research, document review,
and composition. While newer to the planning
world, he has proven to be a valuable asset to the
Atlas Planning Team.
RELEVANT PROJECT EXPERIENCE
LHMP Preparation (2024)
Client: City of Aliso Viejo
Project Role: Research Support / Analysis
LHMP Update (2024)
Client: City of Ontario
Project Role: Research Support / Analysis
LHMP Update (2024)
Client: City of Mission Viejo
Project Role: Research Support / Analysis
LHMP Preparation (2024)
Client: City of Brea
Project Role: Research Support / Analysis
LHMP Update (2023)
Client: City of Laguna Beach
Project Role: Research Support / Analysis
LHMP Update (2022)
Client: City of Huntington Beach
Project Role: Research Support / Analysis
LHMP Preparation (2022)
Client: City of Anaheim
Project Role: Research Support / Analysis
MJHMP Update (2021)
Client: County of Mendocino
Project Role: Research Support / Analysis
• Conducts research for hazard
analysis and assessments,
supports in the development of
hazard mitigation plan updates
• Provides GIS Support for LHMP
Plan updates
• Provides coordination support for
LHMP meetings
• Supports community outreach
and engagement events with
pamphlet designs
• Prepares surveys for stakeholder
and community outreach events
• FEMA IS-318.A: Local Mitigation
Planning Training
Education
Master of Arts, Urban
Planning, University of
California, Los Angeles
Bachelor of Fine Arts,
Printmaking, San Jose State
University
Professional Affiliations
American Institute of
Certified Planners
American Planning
Association, Urban
Design & Preservation
Division
American Planning
Association, Los
Angeles Chapter
California Preservation
Foundation
National Trust for
Historic Preservation
PAUL D. TRAVIS, AICP
Managing Principal
Experience Profile
Years of Experience: 18
Paul Travis has been with Historic Resources Group since 2006 and
specializes in master planning, CEQA, NEPA and Section 106
environmental review, and historic resources assessment.
At Historic Resources Group, Paul manages planning-related projects
with a focus on large, multi-property sites including college campuses,
historic downtowns, neighborhoods and districts, industrial sites, motion
picture studios, and military bases. Paul has drafted preservation plans for
the University of Southern California, NBC Universal Studios, Hollywood,
and Los Angeles International Airport. He has participated in the
development of community plans or specific plans for Paso Robles,
Fresno, and Whittier; and has been involved in the master planning
process for Loyola Marymount University, Occidental College, Mount St.
Mary’s College, Fox Studios, the Alameda Naval Station, and the Downey
NASA site. Recent survey experience includes historic resource surveys
for the cities of Los Angeles, Ventura, Glendale, Paso Robles, San Diego,
and Fresno.
Paul Travis meets the Secretary of the Interior’s Professional Qualifications
Standards in Historic Preservation in Historic Preservation Planning and
History.
Selected Projects
Fresno Fulton Corridor Specific Plan, Fresno
Fox Studios Master Plan, Century City
Gamble House Cultural Landscape Report, Pasadena
LAX Historic Assessments, Environmental Review, Preservation Plan
NBC Universal Evolution Plan, Universal City
Sunset Bronson Studios, Hollywood
SurveyLA, Los Angeles
Thacher School, Ojai
12 S. Fair Oaks Avenue, Suite 200
Pasadena, CA 91105 - 3816
Tel 626-793-2400
historicresourcesgroup.com
CHRISTINE LAZZARETTO
Managing Principal
Experience Profile
Years of Experience: 21
Christine Lazzaretto has worked in historic preservation in Southern
California since 2003. She joined HRG in 2008 and has served as
Managing Principal since 2017.
At HRG, Christine works on environmental review, policy development,
historic resources surveys, historic context statements, and federal tax
credit projects. She has worked on numerous large-scale historic
resources surveys and has authored a wide range of historic context
statements and successful National Register nominations. Christine also
manages teams of professional colleagues on large-scale planning
projects. She is a leading expert in cultural resources analysis for
environmental review in California. She is a lecturer in the Heritage
Conservation summer program at the University of Southern California.
Christine Lazzaretto meets the Secretary of the Interior’s Professional
Qualifications Standards in History and Architectural History.
Selected Projects
CBS Columbia Square Adaptive Reuse, Los Angeles
Climate Pledge Arena Historic Tax Credits, Seattle
City of Azusa Historic Context Statement and Survey
City of Glendale, South Glendale Historic Context and Survey
City of Goleta Comprehensive Preservation Planning
City of Los Angeles Citywide Historic Resources Survey (SurveyLA)
City of Santa Monica Historic Context Statement and Survey Update
Forum Rehabilitation and Historic Tax Credits, Los Angeles
Modernism in Riverside Historic Resources Survey
Paramount Pictures Master Plan, Los Angeles
University of Southern California Master Plan
Speaking Engagements
California Preservation Foundation, Seminar Speaker
University of Southern California, Lecturer
Education
Master of Heritage
Conservation, University of
Southern California, Los
Angeles
Bachelor of Arts Degree w/
High Distinction, Art
History, Pennsylvania State
University, State College
Phi Beta Kappa
Professional Affiliations
California Preservation
Foundation Board of
Trustees, President
Emeritus
DOCOMOMO Southern
California, Founding VP
Los Angeles Conservancy
National Trust for Historic
Preservation
Society of Architectural
Historians
12 S. Fair Oaks Avenue, Suite 200
Pasadena, CA 91105 - 3816
Tel 626-793-2400
historicresourcesgroup.com
Education
Master of Arts in Urban
Planning, University of
California, Los Angeles
Bachelor of Arts, English,
Magna Cum Laude Latin
Honors, University of
California, Los Angeles
Professional Affiliations
American Planning
Association, Urban Design &
Preservation Division
American Planning
Association, Los Angeles
Chapter
Los Angeles Conservancy
California Preservation
Foundation
National Trust for Historic
Preservation
KARI MICHELE FOWLER
Senior Preservation Planner
Experience Profile
Years of Experience: 23
Kari Fowler has been with Historic Resources Group since 2001 and
specializes in master planning, CEQA, NEPA and Section 106
environmental review, and historic resources assessments.
At HRG, Kari’s responsibilities include supervising and conducting historic
resources surveys, including developing survey methodologies,
conducting fieldwork, data management and analysis, and research. She
specializes in historic context statements and CEQA, NEPA, and Section
106 review. Kari has evaluated and documented historic resources at the
local, state, and national levels, including the preparation of local
landmark applications, nominations and determinations of eligibility for
the California and National Registers, and National Historic Landmark
nominations. Kari has managed several large-scale historic resources
surveys throughout California, including serving as HRG’s Project
Manager for SurveyLA, Los Angeles’ citywide historic resources survey,
from 2010 to 2018. She developed field survey and data collection
methodology that allowed large and complex geographical areas to be
efficiently surveyed.
Kari Michele Fowler meets the Secretary of the Interior’s Professional
Qualifications Standards in Historic Preservation Planning and History.
Selected Projects
SurveyLA; Multi-Family Residential Historic Sub-Context Statement; and
Chinese American Historic Context Statement
City of Lompoc Historic Context Statement and Historic Resources
Survey
City of Pasadena Resources of the Recent Past Historic Context
Statement
City of San Clemente Survey Update and Historic Context
City of Temple City Context and Historic Resource Survey
City of Ventura Downtown Historic Context and Survey Update
12 S. Fair Oaks Avenue, Suite 200
Pasadena, CA 91105 - 3816
Tel 626-793-2400
historicresourcesgroup.com
ADAM RAJPER
Senior Historic Preservation Specialist
Experience Profile
Years of Experience: 9
Adam has worked in historic preservation in the non-profit, private, and
public sectors. He joined HRG in 2022; his areas of focus include preparing
documentation in support of CEQA, NEPA and Section 106
environmental review, and historic resources assessments.
Adam has utilized his architecture and conservation skills to prepare
Historic Structures reports, provide building envelope consultations,
develop treatment plans, conduct easement property inspections, and
review projects proposing exterior maintenance and alterations. In
general, Adam has worked on a variety of projects, including state and
federal historic tax credit applications, local preservation incentives,
National Register nominations, Historic Structure Reports, Historic
American Building Survey (HABS) documentation reports, historic
resource surveys, historic context statements, and historic rehabilitations.
Prior to joining HRG, Adam was a senior architectural historian for
consulting firms in California and Texas, most recently MacRostie Historic
Advisors in Houston. He also served as Preservation Director for
Pasadena Heritage and Historic Preservation Specialist for the City of San
Antonio Office of Historic Preservation.
Adam Rajper meets the Secretary of the Interior’s Professional
Qualifications Standards in History, Architectural History, and Historic
Architecture.
Selected Projects
Aurora Apartment Hotel National Register Nomination
American National Insurance Company National Register Nomination
Friedrich Refrigeration Company Official Texas Historical Marker
Mills Act Historic Property Contract Program Inspections
RMS Queen Mary Historic Structures Report
Rancho Los Amigos Historic Survey
Education
Master of Historic
Preservation, Columbia
University
Bachelor of Architecture,
California State
Polytechnic University,
Pomona
Professional Affiliations
Association for
Preservation Technology
Columbia University
Preservation Alumni
Pasadena Heritage
The 1947 Partition
Archive
Society of Architectural
Historians
12 S. Fair Oaks Avenue, Suite 200
Pasadena, CA 91105 - 3816
Tel 626-793-2400
historicresourcesgroup.com
Education
Bachelor of Arts,
Interdisciplinary Studies –
Architecture, Urban
Planning, and Business
(Real Estate), University of
Texas, Arlington
Honors and Awards
California Preservation
Foundation, Preservation
Design Award, Multiple
Professional Affiliations
Los Angeles Conservancy
Los Angeles GIS Portal
California Preservation
Foundation
ROBBY ARANGUREN
GIS/Technical Specialist
Experience Profile
Years of Experience: 14
Robby Aranguren has been with HRG since 2009 and specializes in GIS
cartography, database creation and management, data analysis, historic
resource surveys, and research for historic resource assessments.
At HRG, Robby works on small- and large-scale citywide surveys
throughout Southern California. He implemented the use of GIS
applications such as ESRI ArcGIS, Google Earth, and Fulcrum to help
identify and evaluate historic resources. He also manages the data and
utilizes it to identify historic resources in the vicinity of a project site and
conduct other comparative analyses. Additionally, Robby assists with
character-defining features inventories, conditions studies, paint analysis,
and graphics. He also collaborates on state and federal historic tax credit
applications, National Register nominations, Historic Structures Reports,
Historic American Building Survey (HABS) documentation reports, and
feasibility studies.
Robby Aranguren meets the Secretary of the Interior’s Professional
Qualifications Standards in History and Architectural History.
Selected Projects
Chapman University VPOA Window Survey
City of Alhambra Citywide Survey
City of Beverly Hills Multi-family Residential Survey
City of Palm Springs Citywide Survey
City of South Pasadena Citywide Survey Update
LA River Bike Path Technical Study
Lincoln Place Apartments Historic Tax Credit, Los Angeles
Pasadena Unified School District Design Guidelines
South Glendale Historic Context Statement & Historic Resources Survey
SurveyLA, Los Angeles
UC Riverside Citrus Experiment Station CDF Inventory
Wallis Annenberg Center for the Performing Arts Adaptive
Reuse and Historic Tax Credit, Beverly Hills
12 S. Fair Oaks Avenue, Suite 200
Pasadena, CA 91105 - 3816
Tel 626-793-2400
historicresourcesgroup.com
EXPERIENCE
30 years
EDUCATION
J.D., University of North Carolina
School of Law, Chapel Hill
B.A., Wesleyan University,
Middletown, Connecticut
Special Student in Dance,
University of North Carolina
School of the Arts, Winston-Salem
MEMBERSHIPS
American for the Arts
Arts Action Fund, Americans for
the Arts
American Planning Association
Californians for the Arts
San Diego Regional Arts &
Culture Coalition
DAVID PLETTNER-SAUNDERS
PARTNER
David Plettner-Saunders is Co-Founder of Cultural Planning Group. A
consultant for 30 years, David has prepared arts and cultural plans for
more than 40 communities. His arts and cultural planning work reflects
many of the pressing and complex issues facing communities, such as
advancing equity, affordable spaces, and creative placemaking. In
addition, his plans often address arts funding, creating public/private
partnerships, and identifying appropriate roles for local government.
David has led development of cultural plans for communities large and
small, rural and urban, such as Sacramento, Salt Lake, Raleigh, Tempe,
Laguna Beach, Oceanside and Joshua Tree. These plans included
elements for arts education, cultural facilities, and public art. He has also
led development of the arts elements of general plans, developed plans
for public art, and arts in parks.
David has also developed national and regional studies on individual
artists as well as plans focusing on arts education. He has prepared
assessments and strategic plans for arts and cultural organizations of
virtually all disciplines and sizes, and in a great variety of communities.
A retired modern dancer, he is co-founder with his wife, Victoria Plettner-
Saunders, of the former San Diego Alliance for Arts Education,
responsible for successfully preserving and advancing arts education in
the San Diego Unified School District, one of the nation’s largest school
districts, during the Recession. He is a board member of Side Street
Projects, an entirely mobile, off-the-grid, artist-led organization in
Pasadena, CA. He is the past Chair of the Southern California Dance
Futures Fund and the Dance Resource Center of Greater Los Angeles.
HIGHLIGHTED CLIENT LIST
LOCAL ARTS AGENCIES
City of Boston
City of Laguna Beach
City of Raleigh
City of Sacramento
City of San Antonio
City of San Diego
City of San Jose
Collier County (Naples)
Marin County
San Bernardino County
Sonoma County
Kansas City
Salt Lake City & County
Washington DC
ARTS FUNDERS & ORGANIZATIONS
California Arts Council
California Community Foundation
Center Dance Associates,
Music Center of Los Angeles County
Ennis House Foundation
(Frank Lloyd Wright), Los Angeles
Hawaiʻi Community Foundation
Inland Empire Community Foundation
James Irvine Foundation
Madison Center for the Arts/School District
National Endowment for the Arts
Philadelphia Music Alliance for Youth
San Diego Unified School District
Side Street Projects
Linda T. Flynn, Ph.D., Partner
Linda is a Partner at Cultural Planning Group, where she is instrumental in
leading the public art practice and public art management program for
the firm. She is a nationally recognized planner who specializes in
advancing best practices in planning, research, civic learning, and
engagement within the creative sector. With a keen focus on innovation,
Linda has spearheaded the development of cutting-edge cultural plans,
public art master plans, and cultural tourism strategies for a diverse array
of cities and counties across the United States. Linda leads
Drawing on her expertise in cultural planning and public art, Linda
empowers communities to achieve their civic goals, including identity
formation, economic development, equity promotion, revitalization
efforts, and the fostering of public-private partnerships through strategic
placemaking initiatives. She is known for her ability to craft bespoke
methodologies that generate authentic, data-driven insights for each
community she works with.
At the core of Linda's approach lies a commitment to equitable civic
engagement, leveraging both quantitative data and inclusive,
collaborative processes. She collaborates closely with creative
professionals and artists to infuse projects with creativity and user
experience insights, ensuring that community voices are heard and valued
throughout the planning process.
Linda's recent portfolio includes cultural plans for cities such as
Greensboro, NC; Collier County, FL; Portland, OR; Fulton County, GA;
Naples, FL; Sacramento, CA; and a Statewide Creative Economy Plan for
Washington. These visionary plans prioritize equity across all facets of arts
programming, funding allocation, individual artist support, and creative
sector planning.
Before joining Cultural Planning Group, Linda cultivated a rich
background spanning diverse industries and sectors, collaborating with
transportation firms, urban planners, government agencies, nonprofit
organizations, and private sector corporations. She holds a Doctorate in
Organizational Management with a concentration in conflict management,
complemented by various certificates in qualitative and quantitative
research methodologies. Linda actively contributes her insights to the
field, and she generously volunteers her time to local nonprofit
organizations dedicated to enhancing youth educational experiences.
EXPERIENCE
20 years
EDUCATION
PhD., Social Sciences/
Conflict Resolution
Nova Southeastern University
Bachelor of Science,
Psychology
Florida Atlantic University
MEMBERSHIPS
CodaWorx, Member
Americans for the Arts,
Member
American Planning
Association, Member
Public Art
Committee
Member, Broward
County FL
Florida Association of Public
Art Professionals, Member
Appendix B: Project Sheets
www.raimiassociates.com
PALMDALE GENERAL PLAN UPDATE AND EIR
PALMDALE, CA
DESCRIPTION Raimi + Associates led an interdisciplinary team of consultants in
updating the City of Palmdale’s General Plan and Zoning Code and preparing the
associated Environmental Impact Report.
Palmdale is the gateway to Antelope Valley in Northern Los Angeles County and
spans 106.3 square miles (city limits, only). Much of the city’s land is currently vacant,
though major transformative infrastructure and transportation projects anticipated
to occur over the next two decades may draw expansive regional growth to the
community.
The goal of Palmdale 2045 is to provide decision-makers, City staff, and the
community with a General Plan that aligns with community values and is responsive
to market opportunities. The Plan focuses on key priorities including a unified and
welcoming community, active and vibrant places, diverse and high-quality jobs, a
resilient local economy, safe and healthy places to live and work, high-quality medical
and mental healthcare, housing options, high-quality education, preserving the
beautiful natural setting, and being at the forefront of transportation innovations.
HIGHLIGHTS
An extensive, transparent, and inclusive community engagement program
A “place-based” approach to urban design and placemaking
A stand-alone Military Readiness Element prioritizing coordination with theU.S. Air Force Plant 42 located in Palmdale
Approach that capitalizes on and diversifies the local economy and creates afiscally resilient economy
CEQA approach that focuses on outcomes
Implementation and evaluation-focused approach
CLIENTCity of Palmdale
SERVICESGeneral Plans, Health and Environmental Community Engagement, Facilitation, Data Visualization and Infographics
TIMELINE2018 - 2023
CONTACTMegan TaggartDeputy Director, Economic and Community Development DepartmentCity of Palmdale(661) 267-5213mtaggart@cityofpalmdale.org
City of
Lancaster
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COLUMBIA WAY / AVENUE M
AVENUE S
AVENUE M-8
AVENUE Q
PALMDALE
B
L
V
D
AVENUE
S
AVENUE
R
90
T
H
S
T
R
E
E
T
E
A
S
T
AVENUE
N
AVENUE S AVENUE
S
AVEN
U
E
S
AVENUE
P
AVENUE
Q
AVENUE
O
AVENUE S
AVENUE Q
AVENUE N
Data Sources: City of Palmdale GIS data; World
Terrain Base, 2015 ESRI, USGS, NOAA.
Produced by Raimi + Associates
March 2019 °
0 1.5 30.75 2.25 Miles
Major Highway/Arterial
Water Body/Aqueduct
Railroad
Sphere of Influence
City Boundary
"Village Centers"
Updated 1/19/21
Residential DesignationsMixed Use Commercial/Office/Other Industrial Public
Residential Neighborhood 1
Residential Neighborhood 2
Residential Neighborhood 3
Residential Neighborhood 4
Employment Flex
Industrial
Aerospace Industrial
Mineral Resource Extraction
Public Facility-Park
Public Facility-Civic
Public Facility-SchoolEquestrian Residential
Low Density Residential
Single Family Residential 2
Single Family Residential 3
Single Family Residential 1
Educational Flex
Mixed Use 1
Mixed Use 2
Mixed Use 3
Mixed Use 4
Neighborhood Commercial
Regional Commercial
Visitor Commercial
Open SpaceSpecific Plan
Health and Wellness Public Facility - Utilities
Link to the Final E-Plan
www.raimiassociates.com
BEAUMONT GENERAL PLAN UPDATE
BEAUMONT, CA
DESCRIPTION Raimi + Associates led a team in preparing a comprehensive
update to the City of Beaumont's General Plan, a Downtown Vision Plan along with
implementing zoning regulations, and associated environmental review.
Beaumont is on a journey to develop a long-range plan that charts the City’s
future, while integrating sustainability, economic growth, fiscal transparency, and
accounting for the impacts of projected population growth. The City is located at
the intersection of Interstate 10 and State Route 60 in the westernmost portion
of Riverside County. The General Plan embraces the community's small town feel
and rural mountain setting, while positioning the City to enhance and revitalize
existing commercial corridors and residential neighborhoods. The Plan also sets a
framework for enhancing connectivity to the Potrero Reserve and management of
habitat conservation areas within the planning area.
HIGHLIGHTS Identify opportunity areas for economic development and rebranding of Downtown Prioritize key strategies, areas and improvements to support Complete Streets and walkable, mixed-use development accessible to all users Develop a standalone Health and Equity Element that addresses environmental justice, health, and climate change. Build community trust and engagement in planning process with online outreach and engagement strategies.
CLIENTCity of Beaumont
SERVICESGeneral Plans and Comprehensive Plans, Downtown Zoning. Health and Environmental Justice Elements, Specific Plans, Community Engagement
TIMELINE2017 - 2020
CONTACTChristina Taylor, Assistant City ManagerCity of Beaumont951-572-3212ctaylor@beaumont-ca.gov
Link to the Plan
2021 APA CALIFORNIA: COMPREHENSIVE PLAN AWARD - SMALL JURISDICTION
www.raimiassociates.com
CULVER CITY GENERAL PLAN UPDATE
CULVER CITY, CA
DESCRIPTION Nestled in the heart of the Los Angeles Metropolitan Area, Culver City has established itself as a vibrant community with a high quality of life, easy access to transit, and healthy neighborhoods. Culver City’s commitment to transit oriented development and sustainability have also been heralded across the region. While the city's ongoing economic revitalization has contributed to a strong job market, it has also exerted significant pressure on the housing market and put a strain on local transportation infrastructure.
For these reasons, Raimi + Associates helped the City prepare a comprehensive update of Culver City's General Plan and associated Environmental Impact Report. In addition to the nine topics mandated by the State, the General Plan Update will touch on additional themes such as Economic Development, Health and Equity, Arts and Culture, and Sustainability and Climate Change. Throughout the process, Raimi + Associates will support City staff and residents in identifying and articulating theright path forward.
HIGHLIGHTS
Preserve and enhance quality of life
Guide economic growth for long-term fiscal sustainability
Provide direction for housing decision
Establish clear and objective standards for (re)development
Clarify the decision-making processes of the City
Promote positive changes in the areas of public health and environmentalsustainability
CLIENTCity of Culver City
SERVICESGeneral Plans and Comprehensive Plans, Health and Environmental Community Engagement
TIMELINE2019 - 2024
C ONTA CTTroy EvangelhoAdvance Planning Manager(310)253-5744troy.evangelho@culvercity.org
Link to the E-Plan
www.raimiassociates.com
THOUSAND OAKS GENERAL PLAN UPDATE
THOUSAND OAKS, CA
DESCRIPTION Raimi + Associates led a multidisciplinary team of consultants in
preparing a comprehensive update to the City of Thousand Oaks' inaugural General
Plan from 1970. Thousand Oaks is the second largest city in Ventura County, located
approximately 40 miles northwest of Downtown Los Angeles. Thousand Oaks is
home to many regional employers, California Lutheran University, Amgen, Los
Robles Regional Hospital, Civic Arts Plaza regional performing arts center, and a
multitude of established suburban neighborhoods.
The community-driven process resulted in a new long-range General Plan that
preserves the unique characteristics of the City while creating a more prosperous
and sustainable Thousand Oaks. TO2045 addresses the issues of preserving the
City’s small-town character and beloved open space, strategically siting targeted
growth, support changing community demographics, while maintaining levels of
expected public services and economic prosperity.
HIGHLIGHTS
Preserve and enhance quality of life
Guide economic growth for long-term fiscal sustainability
Extensive community engagement program that supports both High-Tech/low-touch and Low-Tech/high-touch methods
CLIENTCity of Thousand Oaks
SERVICESGeneral Plans and Comprehensive Plans, Health and Environmental Justice, Community Engagement
TIMELINE2019-2024
CONTACT Kelvin ParkerDirector CommunityDevelopment City of Thousand Oakskparker@toaks.org805.449.2500
Link to the Plan
www.raimiassociates.com
VENTURA GENERAL PLAN UPDATE
VENTURA, CA
CLIENTCity of San Buenaventura
SERVICESComprehensive Planning, Sustainability, Health + Equity
TIMELINE2020-Present
CONTACTRachel DimondCommunity Development DirectorCity of San Buenaventura 805.677.3964rdimond@cityofventura.ca.gov
Link to E-Plan
DESCRIPTION
Raimi + Associates is leading a team of consultants to comprehensively update the
City of San Buenaventura's General Plan, Climate Action Plan, and Local Coastal
Program. As the administrative center of Ventura County, the City San Buenaventura
("Ventura") is home to quaint single-family neighborhoods, regional employment
and educational hubs, and historic landmarks like the San Buenaventura Mission. In
recent years, the the coastal community has been beset by many issues impacting its
quality of life, such as housing affordability, homelessness, traffic congestion, wildfire
risk, and sea level rise. Because its current General Plan was last updated in 2005, the
City is interested in reinventing it as a forward-looking document that tackles these
issues head-on with the support of residents not traditionally involved in community
planning processes.
HIGHLIGHTS
Preserve and enhance quality of life
Guide economic growth for long-term fiscal sustainability
Promote positive changes in the areas of public health and environmental
sustainability
Conduct an extensive and flexible community outreach program that
integrates virtual engagement methods
www.raimiassociates.com
SANTA MARIA GENERAL PLAN UPDATE
SANTA MARIA, CA
DESCRIPTION
Raimi + Associates is leading a team of consultants to update the City of Santa
Maria’s General Plan and prepare and Environmental Impact Report. The City of
Santa Maria offers a suburban community lifestyle with fertile agricultural lands,
a scenic location in the Santa Maria Valley, and close proximity to the coast. Santa
Maria is the most populous city in Santa Barbara County, and is a city with a vibrant
history, unique cultural identity, and a strong arts community. The City has a
community of diverse residents, including a seasonal labor force and vibrant Mixtec
community.
The General Plan update is a bold step towards realizing a bigger vision for Santa
Maria. The plan will set a blueprint for future of development and growth in the
city and potential areas of annexation outside the city, balancing existing economic
development and fiscal issues, future growth alongside environmental protection
and preservation of agricultural land, neighborhood and corridor revitalization,
and critical social issues, including changing demographics, housing pressures,
environmental justice, and climate change.
HIGHLIGHTS An inclusive engagement strategy that engages Santa Maria’s diverse population A “place-based” approach to urban design and placemaking that is tailored to the unique conditions of neighborhoods, corridors, and downtown Development of policies that address critical social issues, including health and
equity, and future impacts of climate change on physical infrastructure and
vulnerable populations
CLIENTCity of Santa Maria
SERVICESGeneral Plans and Comprehensive Plans, Health and Environmental Justice, Community Engagement
TIMELINE2019-present
CONTACTDana EadyPlanning Division ManagerCity of Santa Maria(805) 925 - 0951deady@cityofsantamaria.org
Link to the E-Plan
www.raimiassociates.com
OJAI GENERAL PLAN UPDATE
OJAI, CA
CLIENTCity of Ojai
SERVICESComprehensive Planning, Sustainability, Health + Equity
TIMELINE2020-Present
CONTACTLucas SeibertCommunity Development DirectorCity of Ojai805.646.5581 (x113)lucas.seibert@ojai.ca.gov
Link to the Ojai General Plan Vision and Guiding Principles
DESCRIPTION
Raimi+Associates is leading a team of experts in conducting a targeted update to the
City of Ojai's General Plan. Tucked away in the Los Padres National Forest of Ventura
County, Ojai is a hillside community known for its small-town charm and expansive
outdoor recreation amenities. While Ojai remains an important tourist destination
with a high quality of life, issues like housing affordability and wildfire risk continue
to threaten the community. To address these issues, the R+A team is helping the
City update its Land Use, Housing, Transportation, and Safety Elements. This targeted
update will focus on strengthening local resilience and expanding housing options
for lower-income earners, all while preserving the character that makes Ojai such a
unique and special place to live.
HIGHLIGHTS Preserve and enhance quality of life Guide economic growth for long-term fiscal sustainability Promote positive changes in the areas of public health and environmental
sustainability Conduct an extensive and flexible community outreach program that
integrates virtual engagement methods
www.raimiassociates.com
PETALUMA GENERAL PLAN UPDATEAND CLIMATE ACTION & ADAPTATION PLAN
PETALUMA, CA
DESCRIPTION Raimi + Associates is leading a team of consultants to provide a comprehensive update to the City of Petaluma’s General Plan, in addition to preparing a Climate Action and Adaptation Plan (CAAP). Located in Sonoma County, Petaluma is a vibrant river town known for its historic neighborhoods, agricultural traditions, and preserved open spaces. The General Plan Update and the CAAP will serve as a road map for the future of development in the city and address the community’s concerns about climate change, affordable housing, and public health.
For these reasons, Raimi + Associates is helping the City prepare a comprehensive update of the General Plan and its associated Environmental Impact Report. In addition to the nine topics mandated by the State, the General Plan Update will touch on additional themes such as economic development, health and equity, arts and culture, and sustainability and climate change. Throughout the process, Raimi + Associates will support City staff and residents in identifying and articulating the right path forward.
HIGHLIGHTS Advancing economic opportunity for disadvantaged/vulnerable communities through bold action in the areas of housing, transportation, and intergenerational and multi-cultural programs Preserving Petaluma’s distinct sense of place and riverfront character Creating a community plan for and actively working on adaptation of future riverine flooding and sea level rise impacts Conducting an inclusive and transparent community engagement process Clear and illustrative supporting graphics and images
CLIENTCity of Petaluma
SERVICESGeneral Plans and Comprehensive Plans, Health and Environmental Community Engagement, Climate Action Planning
TIMELINE2021 - Present
CONTACTChristina PaulPrincipal PlannerCity of Petaluma707-778-4367cpaul@cityofpetaluma.org
Link to the E-Plan
www.raimiassociates.com
MARINA GENERAL PLAN UPDATE
MARINA, CA
DESCRIPTION
Raimi + Associates is leading a multidisciplinary team in updating the city of Marina’s
General Plan. Marina is located along the California coastline, nestled 8 miles north
of the Monterey Bay peninsula and 8 miles west of the Salinas Valley. The city is
home to Marina State Beach, the former Fort Ord military base, the Marina Municipal
Airport, and portions of the California State University at Monterey Bay campus.
Key concerns that will be addressed through the General Plan Update process
include: planning for the future use and/or preservation of former Fort Ord
properties; exploring the pros and cons of annexation on the City’s southeastern
edge; fostering successful integration between CSUMB’s campus, University Village,
and existing City fabric, improving shoreline and beach access, water supply and
other infrastructure capacity needed to support future growth and development;
and determining how to attract new job-generating land uses such as light
manufacturing or R&D.
HIGHLIGHTS Integrate multiple recent planning efforts including downtown vitalization planning and multiple specific plans Prepare accompanying Zoning Code Update Develop and facilitate trilingual community engagement
CLIENTCity of Marina
SERVICESGeneral Plans and Comprehensive Plans, Environmental justice assessment and planning, Community engagement plans
TIMELINE2023-Present
CONTACTGuido PersiconeCommunity Development DirectorCity of Marina (831) 884-1289 gpersicone@cityofmarina.org
Link to the E-Plan
To
Castroville
&
FORT ORD DUNESSTATE PARK
CSU
Monterey Bay
M o n t e r e y B a y
Monte Road
Cypress Knolls Area
3rd Ave
3rd St
Imjin R d
Del Monte Blvd
1st St
Reservation Rd
A bra m s D r
California Ave
Hwy 1
9th St
Patton Pkwy
6th Ave
8th St
Crescent Ave
Reindollar Ave
4th Ave
Imjin Pkwy
Pre
sto
n
D
r
Lake Dr
Seacrest Ave
10th St2nd Ave
De Forest Rd
1st Ave
Bayer St
Beach Rd
University Dr
Cardoza Ave
Vaughn Ave
Redwood Dr
Imjin Rd
Cooper Road
Inter-Garrison Road
L
a
p
i
s
R
o
a
d
Reservation Road
Del Monte Boulevard
West Blanco Road
A
b
r
a
m
s
D
riv
e
Schoonover Road
C
a
str
o
vill
e
R
o
a
d
Sherman Boulevard
Light Fighter Drive
City Limits
Sphere of Influence
Local Coastal Zone
Parks Outside the City
Waterbody
Rail_Regional
Highway
Roads
°0 0.5 10.25 Miles
Sources: City of Marina (2022); CPAD(2021);
FORTAG (2023); Urban Footprint (2022); ESRI (2022); USGS & NOAA (2016).
Marina Municipal Airport
FORT ORD NATURAL RESERVE
Salinas River
City of Seaside
Salinas River
SALINAS RIVER NATIONAL
WILDLIFE REFUGE
Existing Parks and Open Space
Parks
Open Space
www.raimiassociates.com
SOUTH SAN FRANCISCO GENERAL PLAN UPDATE
SOUTH SAN FRANCISCO, CA
CLIENTCity of South San Francisco
SERVICESGeneral Plan Update, Community Engagement, Zoning Code Update
TIMELINE2019 - 2022
CONTACTLisa Costa Sanders, Project AdministratorCity of South San Francisco(650) 333-0248lisa.costasanders@ssf.net
Link to E-Plan
DESCRIPTION The City of South San Francisco is home to over 65,000 people with many family-friendly neighborhoods and beautiful parks. It is also the hub of the region's biotech industry and home to many other large employers. While the biotech industry thrives, many residents suffer from higher rates of poverty and lower health care access than the County as a whole. Coupled with an anticipated increased in flooding and sea level rise, these intersecting issues present complex challenges that require dedication and planning.
Raimi + Associates is leading a multi-disciplinary team of consultants to prepare comprehensive updates for the City's General Plan, Environmental Impact Report, and Zoning Code. Through a robust and inclusive community engagement process, the City and its partners hope to engage residents in a meaningful discussion about balancing economic development, sustainability, and quality of life. The General Plan Update will cover a broad range of topics, including Land use + Community Design, Mobility + Circulation, Housing, Economic Development, Social Equity, Parks + Recreation, Conservation + Open Space, Public Facilities, Services + Infrastructure, Noise, Sustainability + Climate Change Adaptation, and Community Safety + Public Health.
HIGHLIGHTS Create a comprehensive vision for growth and development; Ensure equitable distribution of amenities, goods, and services Address sustainability issues and prepare for the potential impacts of climate change Maintain the overall identity and quality of life in South San Francisco
2023 APA CALIFORNIA - COMPREHENSIVE PLAN AWARD, SMALL JURISDICTION
www.raimiassociates.com
SAN BERNARDINO COUNTY SB 1000 REGIONAL EQUITY TOOLKIT
SAN BERNARDINO COUNTY, CA
DESCRIPTION
As part of the State of California’s Regional Early Action Planning (REAP) program, R+A
provided technical assistance to staff at the San Bernardino County Transportation
Authority (SBCTA) with the creation of a regional Senate Bill 1000 (C. Leyva, 2016)
toolkit on environmental justice. This toolkit project has included providing SB 1000
trainings for Planning staff, designing SB 1000 fact sheets for city/county staff and
the general public, developing EJ Element model language and best practices, and
working across jurisdictions within the County to create tailored SB 1000 analysis.
R+A staff have also facilitated a stakeholder input process to better coordinate social
equity and public health data efforts between SBCTA and the County’s Department
of Public Health.
HIGHLIGHTS Developing California’s first region-specific SB 1000 toolkit. Gathered input from local (i.e., city and county planning staff, and health and EJ organizations) and state (i.e., OPR and Office of Attorney General) stakeholders in designing toolkit. Aligning equity data efforts of multiple stakeholders (i.e., SCAG, County Department of Public Health, UCR Center for Social Innovation).
CLIENTSan Bernardino County Transporta-tion Authority
SERVICESHealth and Environmental, DataAnalysis, Project Management,Stakeholder Engagement
TIMELINE2021 - 2023
CONTACTJosh Lee, Chief of PlanningSan Bernardino CountyTransportation Authority(909) 884-8276jlee@gosbcta.com
Link to Toolkit
2024 BEST PRACTICES, AWARD OF EXCELLENCE, INLAND EMPIRE OF CALIFORNIA SECTION APA
General Plan Project Experience
Fehr & Peers has assisted hundreds of agencies with general plan modeling and support,
including the following California agencies:
City of Barstow General Plan
City of Burbank Housing & Safety Element EIR
City of Calabasas General Plan
City of Carlsbad General Plan and Zoning
City of Carson General Plan
City of Corona General Plan Update
City of Culver City Travel Demand Forecast Model & General Plan Update
City of Hermosa Beach General Plan and Coastal Land Use Plan
City of Hesperia General Plan
City of Los Angeles (LADOT) General Plan
City of Montclair General Plan
City of Ontario General Plan
City of Palm Desert Circulation Element
City of Palm Springs General Plan
City of Paso Robles Circulation Element Update
City of Rancho Cucamonga General Plan
City of Redlands General Plan
City of Rocklin Circulation Element Update
City of Redondo Beach Circulation Element Update
City of Rolling Hills Estates General Plan
City of Santa Barbara General Plan Update
City of Santa Fe Springs General Plan
City of Santa Monica General Plan Land Use and Circulation Element
City of Whittier General Plan
Alpine County General Plan
Butte County General Plan Update
Calaveras County General Plan Update
Contra Costa County General Plan Update
Humboldt County General Plan
Lake County General Plan Update & EIR
Napa County Circulation Element Update
Placer County General Plan Update
San Diego County General Plan Update
Santa Barbara County Housing Element Update
Stanislaus County General Plan
Town of Apple Valley Circulation Element Update
Yolo County General Plan Update Yuba County General Plan Update
City of Azusa TOD Specific Plan
Fehr & Peers was part of a team working on
the City of Azusa TOD General
Plan/Development Code Update and
Specific Plan Project. Fehr & Peers used
empiric and relevant background data to
develop an analysis of the existing
transportation network and access
conditions within a ¼-mile of the future
Gold Line Alameda Avenue Station and the
Citrus Avenue Station TOD areas. The
analysis considered multimodal transit
service needs at the stations, documenting
existing bus service, pedestrian access, and
bicycle facilities. Fehr & Peers qualitatively
reviewed access and mobility conditions and
potential constraints at the five TOD
opportunity sites in the Alameda Avenue
Station TOD area, and the opportunity site in
the Citrus Avenue Station TOD area. We also
conducted a parking analysis of the study
area. For the Specific Plan, based on the
analysis of existing mobility conditions, and an evaluation of mobility changes associated with the
introduction of the Metro Gold Line, Fehr & Peers developed a recommended mobility strategy
for the TOD station areas. Finally, a CEQA-compliant environmental analysis was performed for
environmental clearance of the proposed Specific Plan.
This project won an Economic Planning and Development Award of Merit from the Los Angeles
chapter of the APA in June 2016.
City of Culver City TDFM & General Plan Update
Fehr & Peers is developing Culver City’s TDFM to reflect the existing condition of land use data,
traffic counts, updated regional data from the SCAG 2020 RTP update, and current roadway
conditions. The model will be used as a tool in the evaluation of the General Plan Mobility
Element land use scenarios and transportation system alternatives, development projects, and the
City’s mobility fee program.
This effort included specific trip generation studies, development of CEQA SB 743 metrics and
thresholds options, culminating in the development of new citywide traffic study guidelines and a VMT calculator. The final element of the project involved the development and implementation of a citywide mobility improvement fee program that was adopted by City Council in 2021.
The travel model has subsequently been used for analyzing the draft General Plan Land Use and
Mobility Element, with Fehr & Peers responsible for analyzing the transportation impacts and preparing the CEQA transportation analysis.
SGVCOG San Gabriel SB 743 Implementation & Web-Based
VMT Analysis Tool
Dates: August 2020 – September 2020
Tool Development: $40,000
Fehr & Peers led the SB 743 Implementation for the San Gabriel Valley Council of Governments (SGVCOG), which was funded by 26 of the 30 participating cities. This process entailed an
educational workshop that explained the regulatory background and new requirements for
assessing transportation impacts; large and smaller group web-based presentations/calls to
review methodologies and threshold options and answer questions; project testing of 22 real
projects to demonstrate how the new law effects project review; support at 26 Planning
Commission and/or City Council hearings; preparation of transportation impact guidelines that contain both VMT analysis for CEQA, as well as operational LOS analysis (non-CEQA) per the
cities’ entitlement process; and, developed a web-based VMT screening tool with city-specific baselines and significance thresholds and VMT reduction strategies for assessing a project’s
potential VMT impacts. Near the completion of this project, one additional city opted into this process under a separate contract (City of San Dimas).
This project built on Fehr & Peers’s research, development and implementation expertise with SB743 before and following the implementation of the legislation in 2013. For this particular
project, Fehr & Peers used the SCAG 2016 RTP/SCS Model data to establish baselines and provide the cities’ with information to make decisions on thresholds of significance. As deliverables of the
project, Fehr & Peers prepared technical memorandums on VMT methodologies, baselines, and assessment options, presentations for public hearings, transportation impact study guidelines, and an interactive web-based VMT assessment tool for project review. The web-based tool
contains VMT reduction options. The VMT reduction options may be used to mitigate VMT impacts and allow projects to be approved through a mitigated negative declaration rather than
requiring a more substantial environmental impact report.
City of Carson 2030 General Plan Update
Dates: August 2017 – April 2023
Consultant Fee: $229,458
Fehr & Peers assisted with the Carson 2030 General Plan Update. Fehr & Peers completed the
existing conditions review, including data collection and analysis, with particular attention to
multimodal transportation and goods movement in the City of Carson. Following the existing
conditions analysis, the focus of the effort shifted to development of the General Plan Mobility
Element and preparing the environmental analysis for CEQA clearance of the project.
Through the development of analysis tools and utilization of the regional travel model, Fehr &
Peers identified the future roadway network to serve future anticipated development provided by the project team. Due to the varied nature of land uses, neighborhoods, travel patterns, and
individual preferences for travel, Fehr & Peers also developed a set of policy and project recommendations for active transportation networks and goods movement that are intended to advance quality of life through mobility options, increased opportunities for physical activity,
increasing access to services and goods, and helping reduce the impact of vehicle travels to the environment and infrastructure.
City of Burbank Housing & Safety Element EIR
Dates: May 2020-November 2022
Consultant Fee: $120,660
Fehr & Peers conducted a transportation assessment of the proposed Housing Element update to
the City of Burbank’s General Plan. In lieu of adopted City of Burbank guidelines for
transportation assessments, the methodology for conducting this assessment is based on interim
guidance in consultation with City of Burbank staff. The assessment includes the following
elements: VMT analysis utilizing the 2016 RTP/SCS SCAG model, static intersection LOS analysis
utilizing Synchro software, a plan consistency check, and an assessment of active transportation
facilities in the local area.
City of Rolling Hills Estates 2040 General Plan
Dates: July 2019-Ongoing
Consultant Fee: $147,310
As part of a team, Fehr & Peers helped the City of Rolling Hills Estates develop their Mobility
Element as part of their 2040 General Plan Update. The element was co-created with the City’s
General Plan Advisory Committee (GPAC), comprised of the City Mayor and City Manager, as well
as several Commissioners and local residents. Additionally, F&P modified the 2016 SCAG RTP/SCS
regional travel demand model information to better reflect the existing and future conditions in
the City in order to establish a more accurate baseline to assess future growth in the General Plan. Lastly, F&P analyzed the General Plan buildout scenarios using the new CEQA VMT metrics, which are required per SB 743.
2021-2040 Envision Whittier General Plan
Date: July 2017- May 2022
Consultant Fee: $106,309
Fehr & Peers assisted the team with the Envision Whittier General Plan Update. The team worked
to complete the Circulation Element and CEQA analysis, with an emphasis on leveraging the
future L Line (formerly Gold Line) Station, capturing opportunities to make travel more efficient
with new development reducing vehicle miles traveled (VMT), enhancing multi-modal
transportation and facilitating the movement of people in the City of Whittier.
KMA has provided advisory services to the City since
the late 1970’s for a variety of real estate and capital
improvement projects, as well as economic and
affordable housing services for former redevelopment
agency projects.
Services include market evaluation and financial
feasibility analyses for a variety of land uses. Over the
past five years KMA evaluated market opportunities
for the Beach Blvd, Anaheim Blvd, and Harbor
Blvd Corridors. The analyses included a review of
residential, office, retail, and hotel market conditions,
identifying the type of development best suited for
the area given immediate and long-term demand.
KMA prepared a series of development programs
for the Corridors that included a mix of commercial
and residential prototypes and evaluated the
potential feasibility of the projects at varying levels
of development intensity. The analysis identified the
density levels required to effectuate the development
and redevelopment of catalytic sites along the
Corridors.
A small sample of additional recent projects in which
KMA assisted the City includes the preparation of a
community-based specific plan for the West Anaheim
area, the Gardenwalk, JW Marriott Hotel, the Anaheim
Doubletree Hotel, the Packing House Redevelopment
and Residential Project, Downtown Anaheim and
the ARTIC station. For these projects, KMA reviewed
the projected development costs, operating costs,
evaluated the operating parameters and assisted
the City throughout the negotiation process for the
subject properties. KMA acted as the principal real
estate advisor to City, helping to structure public-
private partnerships which included providing financial
assistance to the projects.
Contact
Sergio M. Ramirez
Economic Development Director
City of Anaheim
200 S. Anaheim Boulevard
Anaheim, CA 92805
714.765.4627
sramirez@anaheim.net
Services
Real estate
Economic analyses
Fiscal analyses
Housing analyses
Timeline
1976-ongoing
On-Call/General Services
City of Anaheim and the Successor Agency to the Anaheim Redevelopment Agency, CA
KMA provides ongoing assistance to the City on a variety of real estate projects
ranging from large scale retail entertainment projects, repositioning of retail
centers, industrial and marina ground leases and hotels. KMA served as the
real estate member of the negotiating team for the development of the Pike
retail project at Queensway Bay. The Pike was developed by Oliver McMillan and
Developer Diversified Realty. The development is on a State Tidelands lease and
development assistance was provided through a public financing of the parking
structure.
KMA has completed numerous market studies in the City including a recent
evaluation the West Gateway site located adjacent to downtown. The analysis
evaluated the market potential for apartments, condominiums, retail and office
development. Working with the City, the findings of the KMA analyses were
utilized to structure subsidy programs to promote project feasibility. The City
also has a large holding of leased properties in the Tidelands, Alamitos Bay,
around Long Beach Airport and at other locations in the City. KMA works with the
Economic & Property Development Department to evaluate the leases, participate
in the rent renegotiation process and evaluate lease extension requests. Projects
are as diverse as office building complexes, industrial buildings, flight operation
buildings, yacht clubs, marine service yards as well as retail, restaurant and hotel
projects (e.g. Breakers Hotel, American Life Hotel). KMA has assisted the City
evaluating the financial feasibility of numerous hotel projects, including a review
of market projections, development costs, operating parameters, fiscal projections
and feasibility gaps.
Client
City of Long Beach
Contact
Mary Frances Torres, SR/WA
Real Estate Development Bureau
Manager
Economic Development Dept
411 W. Ocean Blvd. 10th Floor
Long Beach, CA 90802
562.570.6846
Mary.Torres@longbeach.gov
Services
P3
Affordable Housing
Asset Management
Public Finance
Value Capture & Public Benefits
Infrastructure Finance
Land Use Strategies
Timeline
1970s-ongoing
Economic Services for Entertainment, Housing & Commercial Projects
Long Beach, CA
KMA provides ongoing assistance to the City on a variety of real estate projects
ranging from large scale entertainment projects, repositioning of retail centers,
mixed use developments, residential and hotels. KMA has assisted the City
evaluating the financial feasibility of numerous hotel projects, including a review
of market projections, development costs, operating parameters, public revenue
projections and feasibility gaps. Recent projects include the Desert Surf Wave
Park where KMA evaluated the feasibility of a proposed wave park, luxury hotel
and residential development. The analysis included a review of development
costs, operating costs and return requirements for the wave park, hotel and
for-sale residential in the development. Other recent projects have included a
fiscal analysis of a proposed large-scale annexation by the City, public revenue
projections for in support of community facility districts, and hotel feasibility
analyses. Included in these projects is the recently opened El Paseo Hotel, where
KMA evaluated the underlying market conditions, prepared cost estimates,
evaluated project feasibility, prepared public revenue projections and helped
structure a subsidy program to implement the development of a luxury hotel that
opened adjacent to the City’s El Paseo retail district.
KMA also works with the City’s Housing Authority to evaluate and negotiate
affordable housing transactions throughout the City. Most recently, KMA
conducted several financial gap analyses for multifamily projects that requested
below market rate land transactions and/or low and moderate income housing
asset funds for financial assistance. KMA also assisted with the construction loan
and land transaction closings for two recent projects that are under construction.
Contact
Eric Ceja
Director of Economic Development
73510 Fred Waring Drive
Palm Desert, CA 92260
760.776.6384
eceja@palmdesert.gov
Services
P3
Affordable Housing
Asset Management
Value Capture & Public Benefits
Infrastructure Finance
Land Use Strategies
Timeline
2006-ongoing
Real Estate and Housing Services
City of Palm Desert, CA
www.meridianconsultantsllc.com | 860 Hampshire Rd. Ste. P, Westlake Village, CA 91361 | 805.367.5720
NEEDLES LAND USE AND TRANSPORTATION ELEMENT UPDATE
City of Needles, CA
Meridian Consultants prepared a Mitigated Negative
Declaration/Initial Study for the City of Needles Land
Use and Transportation Elements of their current General Plan. The
proposed Project updates the Land Use and Transportation Elements
of the General Plan to guide the City’s growth and development
through the year 2040. The project also includes the creation of a
single-map system that brings its General Plan and Zoning maps into
consistency and introduces mixed-use development into the City’s
downtown, and the creation of a Downtown (DT) designation and
corresponding changes to the Development Code.
The project includes updates to the City’s circulation system (streets
and roads, bikeways, and pedestrian routes) to enhance mobility in and around Needles for
more efficient and safer motorized and nonmotorized circulation, with a focus on aligning
future growth projections and necessary roadway improvements. The project would also
implement a Downtown Core area which would provide a pedestrian and experience-oriented
downtown that serves as a
local gathering place and a
regional destination.
The Mitigated Negative
Declaration/Initial Study
concluded that the Project
would have no significant
impacts with incorporation of
mitigation measures that
include revising the City’s
Zoning Code to reflect
changes made by the project.
CLIENT
City of Needles
MARKET AREA
Community
Development
TIMELINE
2022−2023
BUDGET
$54,000
www.meridianconsultantsllc.com | 860 Hampshire Rd. Ste. P, Westlake Village, CA 91361 | 805.367.5720
CITY OF NORCO 2050 GENERAL PLAN UPDATE PROGRAM EIR
City of Norco, CA
Meridian Consultants is currently preparing a Program
Environmental Impact Report (PEIR) for the City of
Norco’s 2050 General Plan Update. Known as Horsetown USA, the
City of Norco is proposing updates to its 2050 General Plan and the
following elements required by State Planning and Zoning Law: (1)
Land Use and Community Character, including the Land Use Map; (2)
Open Space; (3) Public Facilities and Services; (4) Mobility and
Access; (5) Resource Conservation and Management; (6) Safety; and
(7) Noise. The updates to these elements will address environmental
justice in accordance with California Government Code Section
65302.
The PEIR will consider whether the implementation provisions of the 2050 General Plan Update
(i.e., goals, policies, and programs) would reduce environmental impacts, or whether
additional mitigation measures would be required to ensure that environmental impacts are
reduced to the extent feasible. The City’s Comprehensive Zoning Ordinance is also being
updated to maintain consistency with the 2050 General Plan.
The PEIR will address community
concerns including construction
and operational noise, air quality,
greenhouse gas emissions, traffic
impacts, and public services such
as police, fire, and schools. Based
on community input, the 2050
General Plan will maintain the
existing character of the City’s
residential neighborhoods,
establish a more prominent downtown that is consistent with the character of the community,
and improve and expand the City’s parks and community facilities.
CLIENT
Sargent Town Planning
MARKET AREA
Community
Development
TIMELINE
2023−Ongoing
BUDGET
$117,130
www.meridianconsultantsllc.com | 860 Hampshire Rd. Ste. P, Westlake Village, CA 91361 | 805.367.5720
GENERAL PLAN UPDATE EIR ADDENDUM FOR UNIVERSITY
PARK SPECIFIC PLAN PROJECT
City of Palm Desert, CA
Meridian Consultants assisted with environmental
review and documentation for the City of Palm Desert’s General Plan
Update Program EIR to support the City’s implementation of the
University Park Specific Plan (UNSP). The UNSP was prepared
concurrently with the City’s General Plan Update and provided a
variety of housing options, business opportunities, and open spaces
that stimulate residential and commercial activity, and economic
development throughout the City of Palm Desert.
The proposed project represented the completion of the majority of
the remaining undeveloped residential land within the University
Neighborhood area, which commenced development in 2005 but was
halted during the great recession of 2008. The Applicant requested
approval of a master precise plan; a tentative parcel map; and a tentative tract map allowing
1,069 residential units and supporting public facilities, including parks, within the 175-acre
Specific Plan area. This focus on neighborhood parks would provide a system of connected trail
loops, including “Art Walk,” providing internal and external connectivity within neighborhoods
and the local setting. The project also included an assessment of water demand and supply for
the project site, and
determined that the
proposed retention basins
and well sites would be
sufficient for the Coachella
Valley Water District
(CVWD) to continue to
provide water to its
residents for at least 20
years.
Meridian Consultants
prepared a comprehensive
Addendum to the City’s
General Plan Update
Program EIR and a Water
Supply Assessment/Water Supply Verification for the CVWD. The project commenced in 2019
with an estimated completion by 2023.
CLIENT
University Park
Investor, LLC
MARKET AREA
Community
Development;
Residential
TIMELINE
2018
BUDGET
$43,000
www.atlasplanning.org
2022 General Plan Safety Element and Local
Hazard Mitigation Plan Update
Anaheim, CA
DESCRIPTION Atlas Planning Solutions recently updated the 2017 City of Anaheim
LHMP and General Plan Safety Element which included the following:
General Plan Safety Element – this Safety Element update ensured the existing element from the early 2000s addressed the latest wildfire, climate adaptation, and evacuation requirements. In addition, the completion of the LHMP allowed the City to
easily comply with AB 2140.
Local Hazard Mitigation Plan This update focused on re-prioritizing plan goals and mitigation actions. As part of the update, the City and APS collaborated on revisions
to mitigation actions and priorities to ensure future actions were implementable,
which was a big concern for the City.
Climate Adaptation Vulnerability Assessment – to support the General Plan Safety
Element and LHMP updates, the APS Team partnered with PlaceWorks to prepare a
Climate Adaptation Vulnerability Assessment that assisted the City in understanding
the potential climate stressors that may affect critical facilities and vulnerable
populations.
Be Ready Anaheim Hazard Mapping – working closely with City staff, our team used
left over budget from the project to help develop an ArcGIS based mapping portal
that relied on all of the maps and analysis developed as part of the project. The intent
of the tool is to provide easier access to residents and businesses regarding the
potential hazards and threats within the City. HIGHLIGHTS
■ This plan was approved in May 2022 and received zero comments from FEMA during their review.
■ Completed on time and within the original budget
■ Enhance understanding of climate vulnerability and potential adaptation solutions. ■ Streamlined review and approval by Cal Fire and the Board of Forestry and Fire Protection
■ AB 2140 Compliant Safety Element
CLIENT City of Anaheim
SERVICES General Plan Safety Element, Local Hazard Mitigation Plan, and Climate Adaptation Vulnerability Assessment
TIMELINE 2022 - 2023
CONTACT Dr. Jannine Wilmoth Emergency Manager City of Anaheim 714-765-4095 jwilmoth@anaheim.net
WORK SAMPLES: Anaheim LHMP Anaheim Safety Element Be Ready Anaheim
www.atlasplanning.org
2023 Local Hazard Mitigation Plan Update and
2021 General Plan Safety Element Update
Laguna Beach, CA
DESCRIPTION Atlas Planning Solutions supported the updates to the City of
Laguna Beach General Plan Safety Element and Local Hazard Mitigation Plan. The following summarize these projects:
General Plan Safety Element In 2021 APS supported the City's update of the General Plan Safety Element. This update focused on streamlining the Safety Element, which
was previously adopted in 1995. As part of this process, APS updated the element to
ensure compliance with Government Code, updated (SB 1241, SB 379, AB 2140) and
supported the City during the Cal Fire/ Board of Forestry review and approval process,
and facilitated discussions with Emergency and Disaster Preparedness Committee
members that collaborated on the element update process. During the update, Aaron
worked with Marc Weiner, James Brown, and Brenden Manning.
Local Hazard Mitigation Plan In December 2023, the City of Laguna Beach adopted
their LHMP Update, which was an update to the City’s first plan adopted in 2018. APS
supported this update, which was originally developed by Aaron Pfannenstiel prior to
joining APS. Key issues addressed in the plan included wildfire (numerous incidents
have impacted the community over the years), flooding, and landslides. During the
hazard mitigation planning process, significant community outreach included social media outreach (via Facebook, Twitter, and Nextdoor), interactive and informative community workshops, and an online survey that gathered information from a variety
of respondents. HIGHLIGHTS
■ Updates achieved unanimous support from the City’s Emergency Disaster and Preparedness Committee, Planning Commission, and City Council
■ Completion of the LHMP occurred in 7 months allowing the City to continue their eligibility for FEMA grant funding. ■ Developed a Safety Element policy framework that allowed for the use of a CEQA exemption
CLIENT City of Laguna Beach
SERVICES General Plan Safety Element and Local Hazard Mitigation Plan
TIMELINE 2020 – 2021 | 2022-2023
CONTACT Brendan Manning Emergency Operations Coordinator City of Laguna Beach 949-497-0350 bmanning@lagunabeachcity.net
www.atlasplanning.org
PlanRC – Safety Element, Local Hazard Mitigation
Plan, Emergency Operations Plan Updates, and
Evacuation Assessment
Rancho Cucamonga, CA
DESCRIPTION Atlas Planning Solutions supported a variety of hazard related plans
as part of the City’s comprehensive general plan update (PlanRC). During this effort the following plans were prepared or updated:
General Plan Safety Element – the updated General Plan Safety Element prepared by APS complied with AB 2140, SB 379 SB 1241, SB 99, and AB 747 requirements.
Through integration of many of the other project components the element was easily
approved by Cal Fire staff and the Board of Forestry and Fire Protection and meets
the City’s needs for years to come.
Local Hazard Mitigation Plan – update of the Local Hazard Mitigation Plan occurred
in conjunction with the Safety Element update. As part of the update, the City
conducted outreach to various stakeholders, created new maps, and developed an
implementation tool for plan monitoring.
Evacuation Assessment – in partnership with Fehr & Peers, APS supported the
development of an evacuation assessment to comply with AB 747 and SB 99
requirements. Development of this assessment is one of the first in the State to
comply with these requirements.
Emergency Operations Plan – upon completion of the Safety Element, LHMP, and
Evacuation Assessment, the APS Team assisted the City with the update of the EOP
which include updates Mass Care and Shelter and Evacuation Annexes to support
future emergency incidents.
CLIENT City of Rancho Cucamonga
SERVICES General Plan Safety Element, Local Hazard Mitigation Plan, Emergency Operations Plan, and Evacuation Assessment
TIMELINE 2019 - 2023
CONTACT Matthew Burris Deputy City Manager City of Rancho Cucamonga 909-774-4201
Matt.Burris@cityofrc.us
SurveyLA: Los Angeles
Citywide Survey and Historic
Context Statements
LOS ANGELES, CA - Historic Resources Group played a
significant role in the City of Los Angeles’s groundbreaking
“SurveyLA,” the first comprehensive program to identify
potentially significant historic resources throughout the city.
Partially funded by a grant from the J. Paul Getty Trust, SurveyLA
gathered baseline information on potential historic resources
to inform planning decisions and support City policy goals and
processes. Unprecedented in its scope and breadth, SurveyLA
covered over 880,000 land parcels distributed over wide-
ranging and varied geographies. This City-led effort required
the development of historic contexts, extensive public outreach,
multiple field teams, expert peer review, and the development of
proprietary software for the recordation of field data.
HRG was involved in all phases of the SurveyLA effort, taking
responsibility for portions of the historic context that provides the
basis for the survey, and helping to develop eligibility standards to
aid in the evaluation of properties. HRG conducted pilot surveys
to test the field guide methodology and proprietary technology,
and spearheaded public outreach efforts that included the
development of a web-based guide to public participation.
HRG has either led the field efforts or participated as a field team
since official survey work began in the summer of 2010. Since
that time, HRG has conducted surveys in Hollywood, significant
portions of the San Fernando Valley, West Los Angeles, San
Pedro, Brentwood, Pacific Palisades, Westlake, Westwood, and
Venice.
https://planning.lacity.gov/preservation-design/historic-resources-survey
Herald Examiner Building
The Herald Examiner Project proposed to redevelop three sites
in the Central Business District of the City of Los Angeles. The
intent of the project is to create a mixed-use development by
rehabilitating Julia Morgan’s 1915 Herald-Examiner Building
and constructing new buildings on the Hill Street and 12th
Street sites that support the cost and adaptive reuse of the
historic rehabilitation of the Herald-Examiner Building.
Historic Resources Group prepared the Cultural Resources
Technical Report in accordance with the California
Environmental Quality Act (CEQA) and provided pre-
development and design consultation on the project. HRG also
successfully guided the tax credit application process.
RELEVANT
EXPERIENCE
CLIENT
City of Los Angeles
SERVICES
Community Outreach
Historic Context
Statements
Historic Resources
Survey
Preservation Planning
TIMELINE
2009-2019
CONTACT
Ken Bernstein
Manager, Office of
Historic Resources
(213) 847-3652
ken.bernstein@lacity.org
University of Southern
California Historic Preservation
Consulting Services
LOS ANGELES, CA - The University of Southern California
was originally established in 1880 and is one of California’s most
important private educational institutions. There are four distinct
periods of development in the University’s history, reflecting
three campus master plans, and representing significant works
by some of the most important architects of the 20th century.
Historic Resources Group provided historic preservation
consulting services during the creation of USC’s most recent
master plan that will guide future campus development for the
next 30 years. Services included CEQA environmental review and
assistance during the entitlement process. The project included
the development of a new approach for the management of
historic resources in large projects. The Adaptive Mitigation
Management Approach (or AMMA) provides guidance for future
growth under the Master Plan, and includes the identification
of historic resources, design guidelines, and recommendations
for maintenance and rehabilitation for all historically significant
buildings on the USC campus.
HRG continues to work with the University with the on
implementation of mitigation measures required under the
master plan, including HABS documentation, the designation
of individual resources and a campus-wide historic district. In
addition, HRG has provided architectural consulting services for
several campus projects, including the renovation of Olin Hall
and the adaptive reuse of Stoops Library as a faculty club.
Herald Examiner Building
The Herald Examiner Project proposed to redevelop three sites
in the Central Business District of the City of Los Angeles. The
intent of the project is to create a mixed-use development by
rehabilitating Julia Morgan’s 1915 Herald-Examiner Building
and constructing new buildings on the Hill Street and 12th
Street sites that support the cost and adaptive reuse of the
historic rehabilitation of the Herald-Examiner Building.
Historic Resources Group prepared the Cultural Resources
Technical Report in accordance with the California
Environmental Quality Act (CEQA) and provided pre-
development and design consultation on the project. HRG also
successfully guided the tax credit application process.
RELEVANT
EXPERIENCE
CLIENT
University of Southern
California
SERVICES
CEQA Technical Analysis
Master Planning
Historic Resources
Designation
Documentation
Secretary of the Interior’s
Standards Compliance
TIMELINE
2010-present
CONTACT
Laurie Stone
Executive Director, Land
Use and Planning
(323) 442-1337
lstone@re.usc.edu
Los Angeles World Airports
Historic Preservation
Consulting Services
LOS ANGELES, CA - Originally named Mines Field when the
first landing strips opened in 1928, Los Angeles World Airport
has grown to be the largest airport in California. Its extensive
history encompasses the nascent development of the aviation
industry in California, World War II, the jet age, deregulation, and
widespread flight travel in the late-20th and early-21st centuries.
Careful planning was required to recognize the airport’s rich
history while accommodating necessary facilities upgrades to
meet current and future needs. HRG has successfully worked with
the airport since 2014 for multiple contractors to identify historic
resources located on the airport site, conduct environmental
review under CEQA, NEPA and Section 106 for multiple projects,
and prepare a comprehensive Preservation Plan to guide the
preservation of historic resources. In addition, HRG has prepared
Historic Structure Reports for the Theme Building and the ATCT
(Air Traffic Control Tower).
The vital need for improvements to accessibility and traffic
flow at the airport were the impetus for the Landside Access
Modernization Project (LAMP). Historic Resources Group
assisted the environmental review process by developing the
project description, evaluating impacts and mitigation, provided
ongoing GTP Consultant and Agency Coordination, and with
the Preliminary Draft Environmental Assessment, and the Draft
Environmental Assessment.
Herald Examiner Building
The Herald Examiner Project proposed to redevelop three sites
in the Central Business District of the City of Los Angeles. The
intent of the project is to create a mixed-use development by
rehabilitating Julia Morgan’s 1915 Herald-Examiner Building
and constructing new buildings on the Hill Street and 12th
Street sites that support the cost and adaptive reuse of the
historic rehabilitation of the Herald-Examiner Building.
Historic Resources Group prepared the Cultural Resources
Technical Report in accordance with the California
Environmental Quality Act (CEQA) and provided pre-
development and design consultation on the project. HRG also
successfully guided the tax credit application process.
RELEVANT
EXPERIENCE
CLIENT
Ricondo Associates/ Los
Angeles World Airport
(LAX)
SERVICES
Environmental Review
Preservation Planning
Historic Resources
Assessments
TIMELINE
2014-present
CONTACT
Stephen Culberson
Vice President
(312) 606-0611 x136
S_culberson@ricondo.com
Creative City Discussion Group – Cultural Districts
CITY OF SAN DIEGO ARTS AND CULTURAL PLAN
Creative City is the City of San Diego’s first comprehensive cultural plan,
providing a long-term framework to advance arts, culture and creativity for the
benefit of San Diegans as well as the greater transborder region. Developed
through extensive and inclusive public engagement involving nearly 1,800
people, the plan sets forth a shared vision and actionable strategies to sustain
and grow San Diego’s vibrant creative ecosystems, where arts and culture
advance dialogue, development, and diversity, defining San Diego as a global
creative capital.
The budget is $385,000.
CLIENT
City of San Diego CA
SCOPE OF WORK
Arts and Culture Master Plan
YEAR COMPLETE
2024 (final adoption in process – anticipated adoption by City Council January 2025)
Draft Plan for Review
CITY OF SANTA CLARITA
Cultural Plan (1998)
Arts Master Plan (2016)
Arts and Veterans Center Plan (2023)
CPG has done three projects with the City of Santa Clarita over nearly three
decades. The city began as a Los Angeles suburb but has matured and become a
regional, exurban center with its own identity. The first cultural plan in 1998
established the City as the arts leadership agency for the community. It led to the
creation of the Arts Commission, new programs, and public/private investments in
two cultural facilities. The City commissioned its new Arts Master Plan (2016) to build on the previous plan and define
the next evolution of arts leadership. The plan addresses public art, arts funding, the Historic Newhall Arts District, arts
facilities, and the creative economy. The plan has three overarching themes: enhancing cultural vitality in the
community, strengthening cultural systems, and fostering greater diversity and inclusion. The public art
recommendations built on the 25-year history of the program, adding new policies and procedures, new focus areas and
themes, and funding sources. The third and most recent project created a plan for a first-in-the-nation facility combining
an arts and veterans service center. It is grounded in the community’s desire for an arts center, as well as the power of
arts to help veterans thrive, heal, and express their unique creativity.
CLIENT
City of Santa Clarita
SCOPES OF WORK
Citywide cultural plans
Facility study for Arts & Veterans Center
YEARS
1998, 2016, 2023
LINK TO 2016 ARTS MASTER PLAN
CLIENT
City of Sacramento, California
SCOPE OF WORK
Arts, Culture & Creative Economy Plan
YEAR COMPLETE
2018
LINK TO THE PLAN
CREATIVE EDGE
Sacramento’s Arts, Culture & Creative Economy Plan
Perhaps overshadowed by California’s coastal cities, this capital city is reclaiming
its story and celebrating its unique character. It is on the “creative edge” of its
next iteration. This citywide plan leverages the community’s creativity in multiple
ways for enhanced cultural development, greater equity, economic growth, and
authentic placemaking/placekeeping. One priority is arts education and the plan
has already led to the formation of an ambitious countywide initiative to assure
arts education for every student supported by the mayor and educational leaders.
The City has taken a deep internal look and established new policies and funding
programs to support racial and cultural equity. The plan made recommendations
to restructure and improve governance and management of the arts in city
government. Implementation has generated significant new dollars for the arts
and public/private partnerships, aligned with the goals of the plan.
Appendix C: Sample Scopes of Work
The following pages contain the contracted Scopes of Work for three projects. Links to these were
provided earlier in the proposal. Hard copies are only provided in the unbound original copy.
City of Palmdale General Plan Update 1 September 17, 2018
City of Palmdale
General Plan Update and Program EIR
Exhibit A: Scope of Work
The following is the detailed scope of work for the Palmdale General Plan update and EIR for the Raimi +
Associates (R+A) team. The scope includes all of the work and products to be provided by the team. Any task or
deliverable that is not explicitly described herein shall not be part of the team’s work effort. Team members on
the R+A team are: Nelson/Nygaard (N\N), Parsons, HR&A, Veronica Tam + Associates, Arellano Associates (AA)
and Rincon Consultants. The level of effort for each task, as defined by the number of hours, can be found in
Exhibit B: Project Budget.
Task 1: Project Initiation
Task 1.1: Project Kick-off Meeting
The R+A team will hold a full‐day kick‐off meeting in Palmdale to initiate the project. This meeting will include an
overall team meeting, one‐on‐one topic‐specific meetings with City staff, and a tour of the City. The topic‐specific
meetings with staff may be related to land use and community design, health and sustainability, economic
development, mobility, and community engagement.
Task 1.2: Collect and Review Existing Conditions
The City will provide the R+A team with a comprehensive list of documents and data necessary to prepare the
General Plan and EIR. Following delivery of materials, the R+A team will prepare a supplemental data request list
to obtain additional data from the City. The R+A team will review this information in preparation for producing
the full Existing Conditions Report (Task 3).
Task 1.3: Project Work Plan
R+A will develop a project work plan broken out by scope task that specifies lead and supporting team members,
key work elements, major deliverables/outcomes, due dates, required City actions, and task status. It will include
the key elements of community engagement. The Work Plan will be a living document, updated throughout the
General Plan update process.
Task 1 Deliverables
• Kick-off meeting notes
• Data and document request memo
• Project Work Plan – draft and final
Task 2: Public Participation
The following presents our overall approach to community engagement and specific tasks for Palmdale General
Plan. Our engagement process is divided into four phases, as shown on the following page: 1) Visioning, 2)
Alternatives, 3) Preferred Alternative, and 4) Review and Adoption. The ultimate goals of the engagement process
are: to educate the public on the update process; to provide transparency and trust-building through the citywide
planning process; to receive feedback on key land use, transportation, economic, health, and other policy issues;
and to provide opportunities for the community to take ownership of the plan in preparation for implementation.
City of Palmdale General Plan Update 2 September 17, 2018
A key component of our engagement approach is to involve underrepresented groups in the decision-making
process. As such, some of our engagement efforts focus on the Spanish-speaking community, veterans and youth.
Task 2.1: Community Engagement Plan and Database
Arellano Associates (AA) will work with the project team to prepare a comprehensive Community Engagement
Plan to clearly identify the range of outreach tools and platforms and the timing and responsibilities related to
each. The engagement strategy will help guide the outreach efforts and remain flexible to evolve and course
correct, as needed, throughout the planning process. The Community Engagement Plan will:
• Introduce the overall outreach process and engagement tools;
• Identify numerous outreach targets overall and for specific stakeholder and focus groups
• Outline project goals and objectives, as well as lessons learned from previous outreach efforts;
• Identify outreach and communications responsibilities, and the engagement schedule relative to key
dates and events in the community;
• Provide an overview of interest groups, stakeholders, members of the advisory committee, and format of
future meetings; and
• Establish methods for communicating with City staff and stakeholders.
AA will conduct a social fabric assessment to help understand the area’s social conditions and constraints. GIS
analytics, census data, and Arc Story software will be utilized to make a compeling assessment and
documentation of the community. In addition, other data and resources such as neighborhood information from
the NextDoor app and school and voting district maps can assist AA to best identify how to grid the city with a
view to organizing meeting locations and to conduct neighborhood level and key stakeholder outreach.
At the core of any successful community participation program is the identification and management of the
stakeholder data. To maximize efficiency, AA will begin the stakeholder compilation with existing lists from the
projects that it currently leads outreach for.
The project stakeholder database will contain a wide range of categories to ensure equitable representation.
These include elected officials, public agencies, major employers, youth, veterans, disabled and senior citizen
advocates and groups, community-based groups and neighborhood organizations, educational institutions,
organizations serving rural area residents, environmental justice groups, business organizations, land and
property owners/developers, and others as determined by the project team. The City’s project website will have
an automated feature where participants can add their names to the contact list.
Task 2.2: Logo and Branding
R+A will prepare unique branding materials for the project in coordination with the City’s Communications
Department and City Clerk’s office. At a minimum, this will include a logo, color palette, document layouts and
fonts, meeting notices and PPT presentation template. All public materials will use the branding identity.
Task 2.3: Project Website
R+A will create an interactive website for the project that allows for two-way communication of information. The
website will include a unique url and basic information about the project, including project documents, meeting
summaries, and announcements, among other materials. The project will also include an interactive component,
such as comment features and surveys, whereby participants can complete workshop activities. The R+A team
will regularly update the website throughout the project.
Task 2.4: Stakeholder Interviews
The R+A team will conduct up to 15 approximately one-hour stakeholder meetings and/or interviews.
Stakeholders will be identified with City staff at the beginning of the project and may include: city council
members; key business and advocacy organizations; and community leaders. R+A will prepare a brief
memorandum summarizing the results of the stakeholder interviews.
City of Palmdale General Plan Update 3 September 17, 2018
As a part of this task, HR&A will engage with the business community in Palmdale and the greater Antelope Valley
to help identify key economic development issues and priorities. HR&A will work with the R+A Team to identify a
list of business stakeholders to engage for participation in two 2-hour Economic Development Focus Group
sessions, including representatives from the Antelope Valley Chamber of Commerce, City of Palmdale staff
focused on Economic Development, service clubs such as the Rotary Club of Palmdale, and businesses in
Palmdale. At a first meeting, the Focus Group will discuss existing conditions and will identify and local economic
strengths, weaknesses, opportunities and threats. In a follow-up session, HR&A will present a draft vision for
economic development in Palmdale with aligned goals and policies/actions (developed in Task 5.5) for feedback.
Task 2.5: General Plan Advisory Committee (GPAC) Meetings
R+A and City staff will work together to form a General Plan Advisory Committee (GPAC) comprised of
approximately nine (9) individuals appointed by the City Council, representing the broader community. The GPAC
will be strictly advisory and non-voting. We recommend that the GPAC meet approximately 12 times to obtain
high-level feedback on the project issues; vision and guiding principles; land use and transportation alternatives;
health, economic development, and other key policy topics. The Advisory Committee may also serve as a
sounding board for content for public workshops.
Task 2.6: Community Workshops (4 rounds of two meetings each for 8 total)
The R+A Team will organize community workshops at four phases of the project. At each stage, two workshops
will be held – one on a weekday evening and the second on a weekend day. The R+A team will prepare 4 sets of
materials and each workshop will be held 2 times. Each workshop will include an opening presentation followed
by interactive exercises. The following presents our initial proposed direction for the community workshops.
However, there are many variations of the flow and topics of the workshops and our team looks forward to
discussing the options during the project scoping phase. The proposed topic of each workshop is below:
• Workshop #1: Issues, Vision, & Guiding Principles. This would focus on developing a draft vision
statement, guiding principles and key issues for review and further discussion. Participants may discuss
the following questions:
o What makes Palmdale unique and special?
o What are the key issues and opportunities facing Palmdale today and in the future?
o What is your vision for Palmdale in the next 20-30 years? What will the City look like in 2040?
Which parts of town will remain substantially as they are, which will change significantly, and in
what ways?
o How can we help to build community consensus for change and for preservation during the
General Plan Update Process?
Participants will also be asked to identify where they would like to see new housing, shopping, jobs, parks,
and transportation improvements in the City. This information will be reviewed by the Advisory
Committee and then discussed with the Planning Commission and City Council.
• Workshop #2: Land Use and Mobility Alternatives. The R+A team will present up to three potential
growth and development alternatives for Palmdale based on discussions with the community, Advisory
Committee, Planning Commission, and the City Council. The alternatives will incorporate existing Specific
Plan direction and will focus on areas where change is anticipated. The outcome of this workshop will be
ideas or concepts that should be included in the area. As part of this workshop, participants may provide
feedback on urban design and community character for different areas of the City using a visual
preference survey. Participants may use handheld clickers or other methods (electronic or otherwise) to
identify preferences for different development types and receive instant feedback on the results.
• Workshop #3: Preferred Alternative. At this workshop, we will confirm the Preferred Alternative with the
community. The workshop could also focus on topics such as: housing, sustainability, environmental
justice, parks, and transportation, or other important topics identified through the engagement process.
City of Palmdale General Plan Update 4 September 17, 2018
• Workshop #4: Draft General Plan Open House. We will hold a workshop to review content and collect
feedback from the community following the release of the Public Draft of the General Plan. This
workshop will include a brief overview presentation and interactive stations for each of the Elements. If
desired, the R+A team can use the information from Workshops #2, #3, or #4 to create pop-up events at
City Hall or another venue to provide more opportunities for the community to review and provide
summary comments on the proposed General Plan direction.
AA will work with the project team to develop meeting parameters and provide guidance for the City to follow in
efforts to conduct a series of workshops and meetings during the project. AA will assist with coordination and
logistics for these community workshops. AA services in support of the various meetings will include coordination
of meeting times and locations, organization of facility details (including equipment and insurance, if applicable),
meeting set-up and clean-up, photography, and refreshments. Meeting materials, including notices and meeting
notifications, eblasts, handouts, sign-in sheets, comment cards and directional signage will be prepared.
AA is well versed in notification techniques used to support the planning process and the tools utilized may
include but are not limited to the following:
• Newspaper Advertisements – Display ads placed in regional papers such as the Antelope Valley Press and
Antelope Valley Times. Ads will also be placed in minority publications if deemed necessary.
• Public Access Venues – Hard copy notification materials can also be disseminated via City Hall, Chamber
of Commerce, local schools, libraries, churches, and businesses.
• Social media – The City’s website and Facebook page will be utilized to post meeting notification.
Facebook ads can also be placed to increase public awareness. Links to project stakeholder web and
social media sites will also be pursued to increase meeting visibility.
• E-Blasts – Extremely cost-effective method to reach the project database.
• Banners/Signage on the Street – Can be a low-cost solution to increase meeting awareness and reach the
community and motorists that pass through the area daily.
Task 2.7 Online Digital Engagement (Typeform)
To gather additional community feedback in parallel with every community workshop, AA will post workshop
questions and materials online using Textizen or Typeform. These online survey tools are used to create forms
and surveys that contain both text and graphics. This software makes asking questions easy on any device and
gives respondents a seamless interface for answering. In addition, the software program has ‘skip logic’
capabilities which will steer the survey to next questions according to the feedback the participants provide. This
approach provides additional feedback opportunities for residents that are not able to attend a community
workshop in person, while amplifying the usefulness and distribution of workshop content to a broader, more
diverse audience.
Task 2.8: Planning Commission and City Council Study Sessions
The R+A team will hold up to six (6) study sessions with the Planning Commission (3) and City Council (3). These
meetings will occur at key junctures in the process as defined below:
• #1: Review the vision, guiding principles and key issues and opportunities.
• #2: Review and provide direction on the land use and mobility alternatives.
• #3: Review and approve the general direction for preferred land use and mobility alternative.
For these study sessions, R+A will prepare presentations (one for each juncture in the process) and draft staff
reports; City staff will handle logistics and finalizing staff reports. Our scope and budget assume that the
presentation and staff report for each phase will be the same for the City Council and Planning Commission.2.9:
Focus Groups (6).
City of Palmdale General Plan Update 5 September 17, 2018
The R+A team will host up to six (6) targeted focus groups targeted towards youth, veterans, seniors, and the
Spanish-speaking community. These will be held toward the beginning of the project focusing on vision, issues
and opportunities. AA will translate material and lead the facilitation of meetings with the Spanish-speaking
community.
Task 2.10: Neighborhood and Stakeholder Meetings to Build Capacity (6)
AA will work with the team to identify key neighborhood organizations and community leaders who would benefit
from small group meetings and briefings on the project. These meetings will provide meaningful engagement
with these key stakeholders and allow them to discuss concerns, questions or insight they may have in relation to
the project. Establishing a working relationship with these groups will assist in moving the project forward.
Task 2.11: Pop-Up Workshops (6 total)
The R+A team recommends facilitating “pop-up” workshops or “intercept” meetings at planned, well-attended
events in Palmdale throughout the planning process (e.g., National Night Out, Music in the Park events,
Community and Senior Center Events, Vets 4 Veterans 5k Run, and other Streets Events). These workshops will be
held at times and locations convenient for a wide cross section of participants (e.g., youth, young families,
minority and diverse groups and other traditionally underrepresented groups) and materials will be translated
and accessible for all that attend. The team has budgeted for six (6) workshops. City staff can attend additional
events, as needed during each phase.
Task 2.12: Community Forums (4 total)
Community forums provide an opportunity to share insights on the latest land use, circulation, development
challenges, and environmental review market trends affecting Palmdale and the surrounding region. R+A Team’s
experience in organizing these forums provides a solid understanding of the benefits and the effort involved in
organizing the events and the network and range of resources needed. There may also be an opportunity to hold
joint sessions with the any speaker series in the City and the Antelope Valley College to expand information
shared and common knowledge of complex planning tools.
Topics for the community forums could include those related to climate change, sustainable practices and the
environmental review process; parking and traffic standards and the implications of SB 743 (co-led by City staff);
and updates on concurrent planning efforts throughout the City among other related topics.
Task 2.13: Outreach Toolkits
At two (2) points during the process, the R+A team will prepare an outreach toolkit to engage community
members outside of defined General Plan meetings. The first engagement toolkit will focus on the vision, issues
and opportunities and the second will focus on land use and policy alternatives. The first engagement toolkit will
include a project overview, project fact sheet(s) or PowerPoint with background information, surveys and/or
discussion questions. The second will include information on the land use and policy alternatives. Our expectation
is that individuals and groups will use the Toolkit to lead conversations with community members, summarize the
information and return the results to the R+A team. City staff can also use the toolkit to attend additional
community events and meetings. The R+A team can then use this information to prepare the vision, guiding
principles and policy direction for the plan.
Task 2.14: Statistically Valid Community Survey
To verify the General Plan update reflects the values, priorities, and concerns of all residents—not just those who
actively participate in the workshops or advisory committees, we will prepare a statistically relevant community
survey. This survey will be supported with various informal surveys. This type of approach ensures that we obtain
meaningful input, while allowing participants the flexibility to engage at their own convenience, over the course
of weeks and/or months.
City of Palmdale General Plan Update 6 September 17, 2018
Task 2.15: Online Community Engagement (Metroquest)
AA will enhance public outreach with a dynamic online stakeholder engagement tool that links directly to the
project website. This tool is a proven, smart, and fun-to-use tool, which guides stakeholders through a series of
engagement activities, surveys and exercises. MetroQuest can be customized with project-specific branding and
content, including audio, video, mapping, and images, to educate the public about a project. It has the ability to
conduct surveys, gather input on ranking and prioritization of issues, utilize mapping tools that allow for
geocoding comments, set-up scenario building exercises that show real time results and capture demographic
data of participants. It is also designed to be flexible and easily configured to meet the project objectives,
including the ability to provide the information in both English, Spanish, and other languages. The MetroQuest
tool allows the team to bring public engagement to residents of Palmdale, wherever they are at in the
community. AA will employ Metroquest during the alternatives phase of the project to get critical feedback.
Task 2 Deliverables
• Draft and Final Community Engagement Plan
• Logo and Branding Package
• Project Website
• Stakeholder Interviews Summary
• Transcribed minutes from all GPAC meetings
• Community workshop materials (4x)
• Survey results
• Presentations and staff reports for Study Sessions (3x)
• Focus group summary (6)
• Notes from meetings with neighborhood groups
• Pop-up workshop materials (6)
• Community Forum materials
• Outreach Toolkits (2x)
• Statistically Valid Community Survey
• Metroquest Survey results
Task 3: Existing Conditions Analysis
During this task, the R+A team will prepare a series of analyses to understand the existing conditions in the
community and the current policy direction of the City. Please note that some of the baseline existing
environmental conditions will also be prepared during this time, serving a dual function as the existing setting
section of the EIR and the background report for the General Plan.
Task 3.1: Review and Assess Existing Reports, Studies and Regulations
The R+A team will review existing reports, studies, and regulations and work with staff to determine how the
information should be incorporated into the General Plan. In addition, the team will review and summarize the
applicability of recent State regulations that impact the General Plan process, including SB 1000 (environmental
justice), SB 379 (climate adaptation), SB 743 (VMT and LOS), and AB 1358 (Complete Streets), among others. The
deliverable for this task will be a matrix summarizing each document and regulation and identifying how each
should be incorporated into the General Plan.
As needed, R+A will review pipeline and recently proposed and approved development projects, as valuable
evidence of the development projects that current policy, regulation, and market economics are bringing to
Palmdale. Understanding which projects were well received, denied, and contentious will provide our team
insight on community perspectives and the degree of fit with existing policies and regulations. This information
will inform how land use and transportation alternatives are generated and evaluated for the General Plan. The
City of Palmdale General Plan Update 7 September 17, 2018
result of this task will be a matrix summarizing how each report or study should be incorporated into the General
Plan. A map of geographically-focused studies will also be produced.
Task 3.2: Existing Conditions Analysis
The R+A team believes in the power of well-presented and curated data to spur productive civic discourse and
encourage positive change. To support this discussion, the R+A team will prepare a series of stand-alone existing
conditions reports that summarize the current conditions and future trends for topics critical to the General Plan
update. For each report, R+A team members will provide the City with an Administrative Draft. City staff will
review and provide R+A with a single set of consolidated and non-conflicting comments. Staff will have up to 6
weeks for review. R+A team members will revise the reports to reflect the comments and provide the City with a
screencheck final version to confirm changes were made. Once all requested changes from the Administrative
Draft are made, the reports will be finalized by team members and made available to the public. As part of this
task, R+A will create a base map that will be used throughout the process.
The existing conditions analysis will include the following.
• Economic Profile. HR&A will review key socio-economic characteristics for Palmdale. As part of this task,
HR&A will review the demographics and employment profile of the City and the Antelope Valley region.
For context, the economic profile will evaluate current and future population, employment, and housing
trends using a range of public and proprietary data sources, including ESRI, SCAG, California Dept. of
Finance, US Census (LEHD), and others, as appropriate, particularly focusing on population, employment,
age, income, household characteristics and educational attainment.
• Market and Economics Report. HR&A will perform a market study to assess socio-economic trends and the
scale of market-supportable land uses in the City of Palmdale over a 20-year horizon. The market study will
build off of previous HR&A studies, including the High-Speed Rail Station Area Plan, and provide a better
understanding of existing land uses, market performance, and potential market demand.
o Market Analysis. Using findings from the demographic profile, proprietary data sources such as
CoStar and REIS, and extensive HR&A analytic experience, HR&A will review real estate trends, and
current market conditions of the Palmdale area within the context of the greate r Antelope Valley
region. HR&A will evaluate the performance of retail, office, multi-family and hospitality uses. This
analysis will include a review of inventory, rents/lease rates, sales prices, absorption, occupancy
rates, competing sub-markets using proprietary data sources, and planned and proposed
development.
o Demand Analysis. Using information gathered from the market analysis, as well as key market and
growth factors, HR&A will estimate the demand for new land uses, including retail, residential,
hospitality and office uses. HR&A will also analyze existing retail leakage in a variety of retail
categories to help inform the retail demand analysis task. HR&A will project the supportable scale
of development in terms of built area/units for the key land uses over 20 years.
• Land Use and Community Design Report. R+A will prepare a land use and community design report that
provides an overview of existing and allowable land uses in the City and major urban design
characteristics. Topics covered will include:
o Existing land use map and table
o General Plan designations and zoning districts
o Opportunity sites/areas
o Summary of planning and policy documents (for example existing specific plans)
o Urban design character map and City structure (e.g., gateways, community focal points, activity
centers, views, topography) with parallel community character photographic survey.
o Creating a typology of “place types” for the existing pattern of development and future land use
(General Plan and/or zoning). To achieve this, R+A will tailor the place types embedded in
UrbanFootprint to enable future modeling of development scenarios.
City of Palmdale General Plan Update 8 September 17, 2018
o Neighborhood/sub-area maps and description of general character (building types, streetscape
character) and potential level of change
o A summary of the number, location, and condition of parks, open space preserves, recreation
trails, and recreational facilities.
o The location of schools, public buildings, libraries and other public uses in the City.
• Housing Report. The current Palmdale Housing Element was adopted in November 2013. VTA will prepare
a complete housing assessment and needs analysis consistent with State Housing Element law and HCD’s
Completeness Review Checklist using 2010 Census, most recent five-year American Community Surveys
(ACS), and other current data as available. The Housing Element must include an evaluation of the
effectiveness and appropriateness of the housing programs contained in the City’s current adopted
Housing Element. This review must take into consideration the market conditions and funding
environment. Significant changes have been made to the State housing laws since 2013. VTA will review
the City’s current Housing Element, Zoning Ordinance, and General Plan to identify potential
governmental and non-governmental constraints to housing production, including environmental and
infrastructural constraints.
• Mobility and Transportation Report. Nelson\Nygaard (N/N) will prepare a Mobility Report that will
summarize the existing mobility network and opportunities for the City of Palmdale. N\N has a keen
awareness of interest in issues of sustainable transportation in Palmdale. N\N will stitch together past
work and integrate a sustainable transportation focus to:
o California High Speed Rail;
o Multimodal/complete streets policy and design (including the Civic Center and Avenue R
complete streets project), including measures to enhance safety for all users of the street;
o Xpress West connection to Las Vegas;
o High Desert Corridor;
o Building on the Active Transportation Plan with opportunities for new pedestrian and bicycle
facilities and/or transit service.
This work will take place within the context of the comprehensive transportation, land use and economic
development effort and in support of broader General Plan goals. Our work is premised on first defining
desired outcomes –not just in transportation, but in all related areas – then “work backwards” to identify
the most effective strategies to achieve those ends. Parsons will support this work by contributing
analysis on the following topics: travel patterns, roadways, bikeways and trails, pedestrian facilities,
transit services, aviation facilities, goods movement, programmed improvements, and revenues for major
improvements.
In this task, our team will compile and assess all available data, policy, and foundational documents,
synthesizing our findings into recommendations. This up-to-date data will allow us to develop the most
relevant and effective approach to managing the area’s transportation systems.
• Public Health and Equity Report. R+A will prepare a health and equity background report, in close
collaboration with the Los Angeles County Public Health Department. Health topics that will be addressed
will include life expectancy, physical activity levels, access to healthy foods, respiratory health, heart
disease and other relevant data and indicators, where available. Where possible, the data will be
compared to neighboring cities, Los Angeles County, and/or the State. R+A will collect and compare data
from the Healthy Places Index, CalEnviroScreen, and the Regional Opportunity Index, among others. Using
GIS and other qualitative information, these tools will help identify underserved neighborhoods, (e.g.
where there is limited access to public facilities and parks) and understand exposure and vulnerability to
safety risks and hazards (e.g., extreme heat, seismic risks, and flooding).
• Infrastructure and Public Facilities Report. Parsons will coordinate with City staff and other utility
providers to obtain mapping of existing and planned utility plans, infrastructure systems and assessment
reports. This will include analysis of the following topics:
City of Palmdale General Plan Update 9 September 17, 2018
o Water Supply, Treatment and Delivery
o Wastewater Collection and Treatment
o Storm Drainage and Flood Protection
o Solid and Hazardous Waste Disposal and Recycling
o Utilities and Major Utility Corridors
o Telecommunications
R+A will provide analysis for law enforcement, fire protection, emergency services, medical services,
schools and childcare, and other city services
• Background Environmental Report (Air Quality and Climate Change, Water Supply, Conservation/Open
Space, Safety, Noise). Rincon and R+A will prepare key background sections in order to provide critical
context for the General Plan process. Key sections will include air quality, biological resources, cultural
resources, greenhouse gases (GHG)/climate change and climate resiliency, hazardous materials, noise,
public facilities and utilities and services. The sections will document the applicable regulatory setting and
existing conditions in Palmdale and the region, providing data, maps and other salient information to
include in public outreach materials developed by the General Plan Team. The information will also
inform General Plan policy development by highlighting local issues and environmental constraints to
consider early in the process so that they can be addressed in the draft policy framework. In this way, the
information will pave the way for a self-mitigating General Plan and reduce the need for mitigation
measures in the EIR. In preparing the key Background sections, we will draw on existing sources of
information to the extent possible, including federal, state and regional plans and databases as well as
recent City planning initiatives in the City.
As a part of the Background Report, R+A will develop a current conditions greenhouse gas inventory for
the most recent year for which emissions activity data is available, likely 2015 or 2016. R+A will work
directly with the energy and water utilities and other relevant agencies serving the City to collect the
activity needed to estimate emissions on a community-wide basis. R+A will develop community
greenhouse gas emissions forecasts for the key regulatory years of 2020, 2030, and the General Plan
buildout date. R+A will work with the City to identify GHG reduction targets for 2020, 2030, the General
Plan buildout year, and 2050 that align with state goals as expressed in AB 32, SB 32, and Executive Order
S-03-05 (80% below 1990). Setting targets consistent with state goals is a major step toward meeting the
requirements of CEQA Guidelines section 15183.5 (b), which would allow new projects to determine
significance under CEQA by assessing their consistency with the CAP.
• Military Readiness Report. Parsons will coordinate with City staff and military facilities in the City including
Plant 42 and Edwards Air Force Base to prepare an analysis of issues related to compatibility and/or
existing/potential conflicts between military and civilian land uses. This assessment will follow guidelines
published by the Governor’s Office of Planning and Research related to Community and Military
Compatibility Planning, and address SB 1462 and SB 1468 requirements pertaining to General Plans.
Task 3.3: Fiscal Health Analysis
HR&A will prepare a high-level fiscal review of the City’s General Fund to evaluate the diversity of resources and
scale of costs and revenue indicators compared to its peers. HR&A will broadly evaluate fiscal revenues and costs
on a per equivalent dwelling unit (EDU) basis relative to other local/comparable cities and will consider current
public service capacity and needs to increase capacity in the future.
Task 3.4: Topic-Specific Fact Sheets
Using the information prepared for the existing conditions reports, the R+A team will prepare up to five (5) 2-
page topic-specific fact sheets that summarize the critical data points in an easy-to-digest way. Our preliminary
proposal for the fact sheets are as follows.
City of Palmdale General Plan Update 10 September 17, 2018
• Community Profile, including demographics and socioeconomic conditions
• Health and Equity
• Land Use and Housing
• Transportation and Mobility
• Economic Development
• Neighborhood Comparison Summary of different neighborhoods in the City
Task 3.5: Issues and Opportunities Table
Using all of the information from Task 3, R+A will prepare a list of issues and opportunities that need to be
addressed during the General Plan update. This will be a detailed list that will help the team and the City organize
discussions and identify needed changes for the General Plan.
Task 3.6: Standards, Thresholds, and Indicators
R+A believes that you should “measure what we want to move,” and as a result we identify policy-relevant
indicators that can guide policy writing, as well as project implementation and post-adoption monitoring. The
indicators presented in the existing conditions analysis will include maps, other visual aids, and will provide
baseline metrics to monitor the implementation plan. To begin this process, the R+A team will prepare a list of
potential standards, thresholds and indicators that can be used to understand existing conditions, set targets for
policy and measure success over time. The result will be a matrix of standards, organized by General Plan
Element.
Task 3 Deliverables
• Document review matrix
• Base map (Draft and Final)
• Land Use and Urban Design Report
• Transportation and Mobility Report
• Market Study Briefing Book
• Health and Equity Report
• Infrastructure Report
• Background Environmental Report
• GHG Inventory and Forecast
• Military Readiness Report
• 5 Topic-specific Fact Sheets
• Fiscal Health Analysis Memo
• Issues and Opportunities Table
• Standards and Indicators Table
Task 4: General Plan Vision and Alternatives
Task 4.1: Vision, Guiding Principles and Overall Plan Direction
Working with city staff and the public, R+A will prepare a vision and a set of guiding principles for the General Plan
update. In addition, the project team will summarize the overall major components (or “big ideas”) that the
General Plan will put forward. This could include areas of the city to focus new development, natural areas that
could be enhanced, major transportation improvements, or new policy directions (such as Vision Zero). This
information will be presented to the City Council to approve the plan direction prior to moving forward into more
detailed analysis and policy development.
City of Palmdale General Plan Update 11 September 17, 2018
Task 4.2: Areas of Change and Areas of Stability
Building off of the work in Tasks 2 and 3, the R+A team will prepare a map that identifies areas in the City where
no land use designation change and little or no physical change are anticipated (areas of stability and
enhancement), areas where incremental change is anticipated (areas of change), and areas in which
transformational change is envisioned (areas of transformation). These will be coordinated with existing City
efforts for Specific Plan areas or other potential change areas, such as the major transportation corridors.
Once these are agreed upon, the alternatives process will focus mainly on areas of change or transformation, with
some time devoted to areas of incremental change, as appropriate, to meet other City objectives. For areas
where no land use change or development is expected to occur, the team will focus on policies that improve
beauty, functionality, accessibility, health, and quality of life.
Task 4.3: Prepare Land Use, Transportation, and Policy Alternatives
The R+A team will create land use, transportation and policy alternatives to address key issues identified during
the process. This may include the following:
• R+A, with assistance from all team members, will develop up to three land use alternatives for each of the
areas of change identified in Task 4.2. The alternatives will vary in terms of land use, intensity, and design
vision. Each alternative map will include photos of representative place types and architectural character.
These alternatives may or may not be packaged into three citywide alternatives.
• Folding in recommendations from the Active Transportation Plan, N/N will identify future roadway,
transit, and active transportation networks required for the anticipated level of development, findings
from the existing conditions analysis, and guidance from both City staff and the outreach process. Parsons
will provide support in evaluating growth alternatives and identify policy options based on horizon year
forecasts of traffic volumes. Up to three alternatives for each mode will be created as needed. The
alternatives will be focused on:
o Closing gaps in multimodal networks, including transit, pedestrian and bicycle
▪ Key bicycle and pedestrian corridors
▪ Intersections and barriers to comfortable bicycle and pedestrian access
o Accommodating regional traffic needs within a multimodal context, with recommendations for
applying sustainable street typologies
o Improved access to the Palmdale Transit Center and the proposed High Desert Corridor
• R+A will develop approaches to improving health and addressing environmental justice.
• R+A will identify a proposed future parks and open space network and alternative approaches to
expanding parks and open spaces.
The information will be summarized in a technical memorandum for staff and will be presented to the public at
workshops, pop-up events and through on-line engagement.
Task 4.4: Alternatives Analysis
R+A will use UrbanFootprint to conduct an analysis of the various land use alternatives. The analysis will result in
metrics that compare and contrast the alternatives in terms of transportation, health, environmental, and
economic outcomes.
Task 4.5: Fiscal Impacts of General Plan Alternatives and Preferred Alternative
HR&A will prepare an analysis of fiscal impacts – General Plan Land Use Alternatives. HR&A will build a net fiscal
model, based on the City’s General Fund, to specifically evaluate up to three General Plan alternatives and the
preferred development scenarios.
City of Palmdale General Plan Update 12 September 17, 2018
Task 4.6: Preferred Alternative
Based on public outreach, the alternatives analysis, input from City staff, and input from the Planning Commission
and City Council, the project team will prepare a final land use and transportation approach for the City, along
with a summary of anticipated direction for key policy topics, including economic development, and health. The
preferred alternative will be reviewed and approved by City staff, the Planning Commission and/or City Council.
Task 4.7: Financial Feasibility Analysis
To help inform market-aligned land use policies, HR&A will prepare “back of the envelope” pro forma residual land
value analyses for up to five development prototypes, selected in partnership with City staff and the Project Team.
With input from R+A, HR&A will test a concise set of development program sensitivities to establish a common
ground and/or set of tradeoffs to achieve a set of financially feasible near-term development scenarios that achieve
community desires. The financial feasibility analysis will help identify the market appropriate scale and type of
development, as well as any required development incentives needed to catalyze activity.
Task 4.8: Growth Projections
R+A, with input from HR+A, will build on the existing conditions analysis, as well as its previous work with the City,
to develop a range of realistic growth scenarios through buildout of the General Plan. These scenarios will
incorporate both regional economic trends (or “top down”) as well as existing land use (or “bottom up”)
considerations. These growth scenarios will be designed to inform policy considerations and the creation of
realistic General Plan alternatives later in the study process.
Task 4 Deliverables
• Vision and guiding principles – admin and final
• Development pattern and location scenario development– admin and final
• Areas of change and stability – admin and final
• Land use, transportation and policy alternatives – admin and final
• Alternatives analysis (included in PPT for public workshop)
• Memo on evaluation of alternatives
• Fiscal Impact Analysis Memorandum
• Preferred alternative
• Financial Feasibility Analysis Memorandum
• Growth projections
Task 5: General Plan Preparation
Task 5.1: General Plan Outline and Structure
R+A will work with the City to prepare a detailed outline of the General Plan, including topics and sub-topics. This
process will also include a discussion of overall tone and format, language to be used to write the goals and
policies, desired look and feel, and other document design decisions. R+A will prepare draft and final versions of
the outline.
Task 5.2: Goal, Policy and Implementation Framework
R+A will prepare a memorandum outlining the goals and policies for each Element of the General Plan. This will
list the goals, policies, implementation actions that should be incorporated into the General Plan.
City of Palmdale General Plan Update 13 September 17, 2018
Task 5.3: Admin Draft General Plan
The R+A team will prepare an update to the Palmdale General Plan. Our assumption is that the most significant
changes will occur to the Land Use and Circulation Elements, with updates to other elements to reflect new
growth projections, incorporate new State laws, and integrate recent plans and regulations by the City.
The scope below describes each proposed General Plan Element by topic. However, the R+A team is open to and
willing to discuss alternative organizing methods, such as combining elements or creating new elements to
address topics of concern to the public.
Introduction and Context
This chapter will describe the context of the General Plan update, including an overview of the community
engagement process and instruction for how to use the plan.
Vision and Guiding Principles
This chapter will include an updated vision statement, guiding principles and (if needed) a map and description of
the major directions of the General Plan. This chapter will serve as the “executive summary” of the plan.
Land Use and Community Design
R+A is proposing to combine the Land Use and Urban Design Elements into a single element that integrates land
use regulations with the overall vision for the built form of Palmdale. Topics included in the Element are:
• Land use designations
• Vision, goals and policies for various sub-areas of the City (such as Downtown) to provide specific
guidance on areas where change will occur.
• Economic development
• Neighborhood preservation
• Urban design, such as gateways and views
• Design guidance to preserve community character (examples are building character, building locations,
relationship between corridor development and adjacent residential areas, etc.)
• Regional coordination
• Other topics as needed
Circulation and Mobility
Nelson/Nygaard will develop a Circulation and Mobility Element that will encompass the transportation plan and
policies that align with the vision of Palmdale residents. The Element will build on the analysis of transportation
conditions completed in the earlier tasks to develop General Plan goals, policies and actions focused on first/last
mile access, complete streets, parking management, and pedestrian, bicycle and transit improvements. This
process will be collaborative, based on meetings and discussion with staff and stakeholders at the planned
charrette and in other meetings. As previously stated, the recommendations will serve to support larger project
and Community goals, priorities, and practical implementation, given funding and other constraints identified by
staff. As part of this effort, Nelson/Nygaard will also provide conceptual cost estimates.
Parsons will support development of the Circulation and Mobility Element by preparing a circulation diagram
which addresses the “buildout” land utilization forecast. Buildout in this instance refers to a land plan based on an
economic forecast of growth beyond the horizon year (assumed to be 2040) addressed by the Environmental
Impact Report prepared in Task 6. Based on the distribution of land uses on the Land Use Diagram, the
Consultants will develop and prepare a Draft Circulation Diagram (update to 2016 diagram). We will review
existing levels of service and roadway classifications and work with city staff to develop a concise set of roadway
classifications which address new State regulations related to multi-modal transportation. These updates to the
1993 General Plan will indicate the distribution, location, and standards for city roadways. The roadway
City of Palmdale General Plan Update 14 September 17, 2018
classifications will consider street context and non-auto travel modes, and land use such as the station area
specific plan area.
Housing
Pursuant to State law, the Housing Element must contain several key components:
• A review of the City’s progress in implementing the current Housing Element
• A comprehensive assessment of housing needs
• A review of constraints to the production, preservation, and improvement of housing
• An inventory of resources available to meeting the City’s Regional Housing Needs Allocation (RHNA),
focusing on the potential for residential development in the near term
• A plan of action for addressing the housing needs in the community
The fifth cycle Palmdale Housing Element was adopted in November 2013. This Element will be reviewed and
updated comprehensively with the most current housing and demographic data available. More importantly,
major changes to the State housing laws have been passed since 2013, including density bonus, inclusionary
housing, accessory dwelling units, and sites inventory standards. We will review the City’s zoning ordinance,
policies, and regulations for compliance with new State laws.
The Housing Element must include an inventory of vacant and underutilized sites available for residential
development in meeting the City’s Regional Housing Needs Allocation (RHNA) for the sixth cycle. We will update
the sites inventory in the current Housing Element based on current status, and new State laws passed since 2013
that govern the sites inventory analysis. In compiling the residential sites inventory for meeting the RHNA, we will
work closely with R+A to identify opportunities for future residential growth. This analysis must also take into
account of new State laws that set criteria for appropriate sites with near term potential.
Based upon the analyses and research conducted in Tasks 1 through 4, VTA will update the Housing Element for
Palmdale. The updated Housing Element will include all required components under State law, along with
relevant appendices. For each program included in the Housing Element, we will establish the timeframe for
implementation, specific objectives, funding sources, and responsible agencies. The programs will satisfy
requirements of Government Code Sections 65583(b) and (c).
The Housing Element must be reviewed by the State Department of Housing and Community Development (HCD)
for compliance with State laws. VTA will serve as liaison between the City and HCD, with the goal of achieving a
Finding of Substantial Compliance for the Housing Element.
Economic Development
HR&A will conduct a series of tasks to help inform the Economic Development Element of the Palmdale’s General
Plan update. Although not required by California law, separate Economic Development elements provide many
California cities with a road map for the future of their economies. Local economies, although deeply
interconnected with land use and real estate, also intersect with non-physical disciplines such as education,
workforce development, equity, and fiscal policy. HR&A will undertake the following tasks to prepare a stand-alone
Economic Development Element.
• Economic Development Vision and Preliminary Recommendations. Based on the supportable land uses
identified in the market study and financial feasibility testing from Tasks 1 and 2 as well as feedback from
outreach with the business community and other community stakeholders, HR&A will develop an economic
development vision, goals, and a set of policies/actions and will provide a series of preliminary policy
recommendations to the Project Team and Economic Development Focus Group for preliminary feedback.
HR&A will evaluate tools and strategies that will optimize economic development opportunities in the City
and draft recommendations to focus on topics such as business development and retention, partnerships
with education institutions, non-profit organizations and/or local military bases, and incentives for targeted
City of Palmdale General Plan Update 15 September 17, 2018
business investments. The recommendations may also identify key land use development opportunities,
strategies to promote equitable development and opportunity, multi modal connectivity improvements,
and public realm improvements.
• Drafting the Economic Development Element. Following confirmation on direction from the Project Team,
Economic Development Focus Group, the City and stakeholders, HR&A will draft a complete Economic
Development Element for inclusion in the General Plan update.
Equitable, Resilient, and Healthy Communities
R+A will prepare an Element that focuses on equitable, resilience and healthy communities. Topics could include
the following: air and water pollution; access to healthy foods; community gardens; physical activity; access to
health care facilities; transportation safety; and health equity, among other topics. R+A’s approach will integrate
the proposed policies into other Elements of the General Plan rather than creating a stand-alone Environmental
Justice Element. Topics addressed by SB 1000 will be included in the Element.
Parks and Recreation
R+A and Rincon will prepare the Parks and Recreation Element to address the provision of future facilities
associated with population growth in the City. The type and location of parks and recreation facilities will be
considered to address any existing deficiencies and future needs.
Conservation/Open Space
The Conservation/Open Space Element, prepared by Rincon, will cover applicable topics such as energy, water,
biological resources, and mineral resources. The Element will cross-reference related elements such as Air
Quality, GHG Emissions, and Cultural Resources. As applicable, data and policies existing plans and programs will
be included in this element. Existing and planned open spaces and associated biological resource habitats will be
identified and mapped. Applicable state policies and regulations from agencies such as the California Department
of Fish and Wildlife, Department of Water Resources, and Department of Conservation will be identified. Policies
will focus on methods to enforce state-level programs and augment them as necessary to encourage preservation
of key area resources.
Cultural Resources
The Cultural Resources Element, prepared by Rincon, will identify known historic and archaeological sites in the
community and establish a set of policies aimed at protection and preservation of key resources. The Cultural
Resources policies will be supported by a search of applicable databases to identify previous surveys and
identified cultural resources as well as a windshield survey to identify additional potential resources. Major
cultural amenities in the community will also be identified, as will opportunities for additional cultural facilities
and events.
Public Facilities, Services, and Infrastructure
Parsons and R+A will address public buildings, police, fire and infrastructure (water, wastewater and stormwater)
in this Element. This could be integrated into the Land Use and Community Design Element if desired. R+A will be
responsible for public facilities and services; Parsons will be responsible for infrastructure.
Noise
The Noise Element, prepared by Rincon Consultants, will address relevant noise-related issues, including
temporary construction noise and long-term noise sources such as motor vehicle traffic, railroad traffic (including
the planned High Speed Rail line), air traffic, and commercial and industrial activity. Existing and future noise
contour maps will be developed for major noise sources and noise-sensitive uses will be identified and mapped.
Policies will focus on limiting the generation of and exposure to noise, including ensuring that disadvantaged
communities are not exposed to disproportionately high noise levels.
City of Palmdale General Plan Update 16 September 17, 2018
Air Quality
The Air Quality Element will address relevant air-related issues, including temporary construction air pollutant
emissions and long-term sources of air pollutants such as motor vehicle traffic and commercial and industrial
activity. Both criteria pollutants and toxic air contaminants will be addressed. Uses that are particularly sensitive
to air pollutants will be identified and mapped. Applicable state policies, such as the ARB’s recommended land
use guidelines for limiting exposure to diesel particulates, will be cited. Policies will focus on limiting the
generation of and exposure to air pollutants, including ensuring that disadvantaged communities are not exposed
to disproportionately concentrations of air pollutants, and providing a wider range of CEQA streamlining
measures for the GHG reduction strategy.
Sustainability and Climate Vulnerability Assessment
This element will incorporate key goals and policies related to energy supply and conservation, building energy
use, water conservation, green building, and greenhouse gas emissions. As part of this effort, the R+A team will
update information from the City’s 2011 Energy Action Plan and incorporate all the relevant information into the
General Plan. The intended outcome will be to eliminate the separate Energy Action Plan, make the process of
updating the information replicable, and allow for project streamlining. R+A will build from the greenhouse gas
reduction strategies and measures already developed for City of Palmdale in the 2012 EAP, adding new General
Plan policies and proven strategies for greenhouse gas emissions reduction from many sources, including ICLEI,
the US Conference of Mayors Best Practices for Climate Protection, CoolCalifornia.org, CAPCOA, and our
experience developing CAPs for local governments. R+A will estimate the GHG reductions associated with
implementation of each measure and assess the ability of the CAP to achieve the City’s reduction targets. For new
measures, the analysis will include a qualitative assessment of the financial impacts to the City associated with
measure implementation, the feasibility of implementation, and the impact on development costs and the local
economy.
In addition, to meet the requirements of SB379 and to better understand the potential impacts and vulnerabilities
to climate change hazards, R+A will prepare a vulnerability analysis to begin defining future adaptation responses.
We will begin by preparing a “State of the Science” summary to better understand the historical and projected
trends for temperature, precipitation, extreme heat, drought, urban flooding, sea level rise and coastal flooding,
and air quality, among other climate hazards. Reporting will include: a short narrative description of the climate
hazard; historical trends of the hazard; and projected trends of the hazard. These climate hazard descriptions will
be supported by a variety of maps, charts, and other data, drawing on existing and on-going work conducted for
the Adapting to Rising Tides (ART) project, as well as data compiled from CalAdapt and other sources. Where the
data is available, projected trend hazard data will include a mid-century and an end-of-century scenario.
After finalizing the climate hazard reporting, R+A will conduct a vulnerability assessment to identify community
assets that are vulnerable to the potential impacts of climate change. This analysis will help Palmdale begin to
define and prioritize adaptation goals and actions. The vulnerability analysis will seek to uncover a broad range of
direct and indirect climate impacts across key sectors, including infrastructure, buildings, natural systems,
economic assets, and populations. The analysis will identify key sectors and their assets exposed to climate
hazards, assess the sensitivity and adaptive capacity of each sector, and evaluate the vulnerability of each
consistent with the California Adaptation Planning Guide and ART framework and in alignment with SB 379.
Safety
The Safety Element, prepared by Rincon, will address the full range of issues relevant to the community, including
hazardous materials, flooding, geologic/seismic hazards, and wildland fire. The Element will be supported by
searches applicable hazard databases and maps depicting the locations of identified hazards in the community.
Policies will focus on minimizing exposure to hazardous conditions and ensuring that disadvantaged communities
are not subject to disproportionately high safety hazards.
City of Palmdale General Plan Update 17 September 17, 2018
Military Readiness
Parsons will consider the impact of new growth on military readiness activities carried out on Palmdale sphere of
influence military bases, installations, and operating and training areas, including manufacturing, testing,
operations and supporting facilities. These facilities include Plant 42, for example, and include property adjacent
to the military installations and underlying designation military aviation routes and airspace.
In undertaking this investigation, Consultant will meet with NH-04 USAF AFLCMC/EZV Acquisition Environmental
and Industrial Facilities representatives to identify constraints, plans, and activities which potentially affect the
development of land use, housing, circulation, conservation, open space, safety, and community facilities.
Any and all documentation and records of communication with military representatives regarding existing
conditions and future plans will remain confidential until vetted for public release.
Implementation
The R+A team will prepare a stand-alone implementation program. The program will enumerate anticipated
physical improvements, necessary plans and studies to complete, and on-going programs necessary for the
continuing implementation of the General Plan. For each, we will include a description of the activity, the
responsible department, the implementation timeframe, and if available, the relative cost and funding sources.
The information will likely be presented in a table format. The implementation program will be developed in
conjunction with the goals and policies in each element.
In addition, HR&A will support the Project Team to develop an implementation strategy that outlines funding
sources and implementation considerations related to key General Plan actions that can be leveraged to achieve
City economic development goals. HR&A will also prepare a draft and final funding matrix to inclusion in
Implementation Chapter of the General Plan Update. The funding matrix will identify the applicability of a variety
of public and private funding sources to achieve goals which may include delivering infrastructure, economic
development, and other priorities. HR&A will also provide input into the master funding matrix of the
implementation chapter prepared by other members of the Project Team.
The Implementation chapter will also include an evaluation and monitoring plan that outlines key measures for
tracking progress, challenges, and achievements as the General Plan is implemented over time. As part of the
evaluation plan, R+A will develop an implementation dashboard with high level metrics and indicators to track
progress over time. These will be linked to the metrics and indicators developed early in the process during the
existing conditions and community engagement processes.
Task 5.4: Screencheck Draft General Plan
Based on a single set of consolidated and non-conflicting comments from staff, the R+A team will prepare a
Screencheck Draft General Plan. The Screencheck Draft will include all maps, graphics, and photographs and all
changes requested by City staff.
Task 5.5: Public Draft General Plan
R+A will prepare a Public Draft of the General Plan based on minor, editorial, and formatting comments provided
by staff’s review of the Screencheck Draft. Our assumption is that all major content and structural changes will be
provided with the Admin Draft of the General Plan and that comments on the Screencheck will focus on graphics,
layout and minor changes to goals, policies and programs. This will be the version that will be presented to the
City Council and Planning Commission during the public hearing process.
Task 5.6: Draft Resolution
R+A will prepare a Draft Resolution for City Council approval of the General Plan.
City of Palmdale General Plan Update 18 September 17, 2018
Task 5.7: Draft Staff Reports
R+A will prepare draft staff reports for the Planning Commission and City Council hearings for General Plan
approval.
Task 5.8: Planning Commission Meetings and Hearings
R+A team members will prepare for and attend up to four (4) hearings before the Planning Commission to review
the General Plan and EIR. R+A will prepare a brief PowerPoint slideshow.
Task 5.9: City Council Meetings and Hearings
Following the Planning Commission hearings, R+A team members will prepare for and attend up to four (4)
hearings before the City Council to review the General Plan and EIR. We will make minor modifications to the staff
report and PowerPoint prepared for the Planning Commission meeting.
Task 5.10: Final Draft General Plan
Based on final comments from the City Council during the hearing process, R+A will prepare the Final General
Plan. Our assumption is that only minor, editorial changes will be needed to finalize the document. R+A will
provide 10 copies of the adopted General Plan in Palmdale format (three-ring binders), along with electronic
versions in PDF and Word. R+A will provide an updated color land use map to supplement the final adopted
General Plan.
Task 5.11: Final Resolution
R+A will prepare a Final Resolution of the General Plan for City Council approval.
Task 5 Deliverables
• General Plan outline
• Goal, Policy and Implementation memo
• General Plan – Admin, Screencheck, Public Draft and Final
• Draft Staff Reports
• Resolution – Draft and Final
• Final Color Land Use Map
• Digital versions of adopted General Plan, maps, and table (PDF and Word)
Task 6: Environmental Impact Report Preparation
Based on review of the RFP and our experience preparing General Plan EIRs, we recommend the preparation of a
Program EIR pursuant to State CEQA Guidelines Section 15168. Use of a Program EIR provides the City with the
opportunity to consider broad policy alternatives and program-wide mitigation measures and greater flexibility to
address environmental issues and/or cumulative impacts on a comprehensive basis. Once a Program EIR has been
certified, subsequent activities within the program may be evaluated to determine what, if any, additional CEQA
documentation needs to be prepared. If the Program EIR addresses the program’s effects as specifically and
comprehensively as possible, many subsequent activities could be found to be consistent with the Program EIR
mitigation parameters and additional environmental documentation may not be required (CEQA Guidelines
Section 15168(c)). In this case, the Program EIR serves a valuable purpose as the first-tier environmental analysis
that will assist in streamlining and possibly exempting future projects from CEQA with the idea that the General
Plan’s Program EIR can be used for such exemptions when projects are consistent with the General Plan.
Task 6.1: Notice of Preparation
Rincon will prepare the Notice of Preparation (NOP) of a Draft Environmental Impact Report (EIR). As required by
CEQA, the NOP will be circulated to responsible and trustee agencies for 30 days. Because of the broad,
City of Palmdale General Plan Update 19 September 17, 2018
programmatic nature of the General Plan Update, we will forego the preparation of an Initial Study and simply
address all of the environmental checklist issues in the body of the EIR. Issues not relevant to the General Plan
Update will be addressed briefly in a section titled “Issues Found to not be Significant.” It is assumed that the City
will distribute the NOP using the City’s NOP distribution list. Rincon will review and make suggestions regarding
the list. Rincon will be responsible for filing the NOP with the State Clearinghouse/OPR.
Task 6.2: Scoping Meeting
During the 30-day scoping period, Rincon will attend an EIR scoping meeting. The purpose of the meeting will be
to provide the community an opportunity to provide input on the EIR work scope (issues of concern, alternatives,
etc.). Rincon will make a brief presentation on the General Plan and environmental review process, then recor d all
public comments received. These comments will be summarized in a memorandum to be included in an EIR
appendix. This meeting could be combined with the fourth round of public workshops described in Task 2.6.
Task 6.3: Administrative Draft Program EIR
The EIR will be a program EIR that analyzes the long-term consequences of implementation of the Draft General
Plan Update. It will draw from the Technical Background Report and Draft General Plan elements for
environmental setting information. The Project Description will be a summary of the Draft General Plan Update.
The following summarizes the tasks needed to complete the EIR.
Summary
The Summary will present a synopsis of identified environmental impacts, mitigation measures, and residual
impacts in tabular format. It will also discuss such CEQA requirements as areas of known controversy and issues
to be resolved.
Introduction and Environmental Setting
These sections will lay the groundwork for the substantive analysis to follow. The Introduction will describe the
purpose and legal authority of the study, identify lead, responsible and trustee agencies, and provide an overview
of the CEQA environmental review process. The Environmental Setting will provide a general description of
existing conditions in the study area. It will also identify the approach to the EIR cumulative impact analysis and
include a summary of growth forecasts used in this analysis.
Project Description
The Project Description will establish the framework upon which the environmental analysis will be based. The
Project Description will describe: (1) the project location; (2) required approvals; (3) project characteristics with
potential environmental impacts; and (4) project objectives. Citywide development potential will be estimated
based on either a growth forecast or a set of assumptions regarding “buildout.” The Project Description will
provide a level of detail to enable environmental analysis of specific project components that are known yet be
broad enough to allow environmental evaluation of some of the long-term development concepts and policies
envisioned under the General Plan Update.
Environmental Impact Analysis
Each environmental issue addressed in the EIR will have four main subsections: Setting, Impacts, Mitigation
Measures, and Level of Significance after Mitigation. The setting will be based on existing data sources and, as
appropriate, technical studies prepared in conjunction with the Draft General Plan Update. Where possible,
impacts will be quantified and their level of significance established. If existing data does not allow definitive
quantification, reasonable assumptions will be used to qualitatively approximate potential impacts.
Issues to be addressed in detail in this section include:
• Aesthetics
• Air Quality
• Land Use and Planning
• Noise
City of Palmdale General Plan Update 20 September 17, 2018
• Biological Resources
• Cultural Resources
• Geology
• Greenhouse Gases
• Hazards/Hazardous Materials
• Hydrology/Water Quality
• Population and Housing
• Public Services
• Recreation
• Transportation/Traffic
• Tribal Cultural Resources
• Utilities/Service Systems
The analysis will consider:
• General impacts associated with growth forecast to occur under the draft General Plan Update
• Site-specific impacts associated with any known projects and planned physical improvements
Rincon will prepare all of the EIR analysis sections except for transportation/traffic. Parsons will review available
travel forecasting models with coverage including Palmdale and the High Desert Region. Based on prior analysis,
Parsons proposes to validate a sub-regional model being prepared for the City of Palmdale by SCAG, based on the
RTDM used for the 2016-2040 RTP/SCS. The SCAG sub-area model will be used primarily for trip generation and
attraction. SCAG’s Tier 3 Traffic Analysis Zone (TAZ) system is assumed for lands within the City of Palmdale while
SCAG’s Tier 1 TAZ system is assumed for lands beyond Palmdale’s city limits. Trip distribution will be based on an
AirSage cellular origin-destination dataset covering one month of travel and 145 “zones” to be specified by
Parsons, that will be purchased for this model validation effort. An observed O-D trip table will be created to
replace the SCAG sub-regional model’s trip distribution component. The sub-regional model will be validated to
city furnished traffic counts (collected and documented in the Background Report) at representative arterial
street locations. Fifteen new 7-day vehicle classification counts will be collected along three screenlines to aid in
the 2016 model year validation check, performed by Parsons. No mode choice component will be validated in the
sub-regional model. However, the Palmdale Transportation Center and future High-Speed Rail Station will be
treated as a special generator. The Consultants will use the sub-regional model to prepare traffic forecasts for the
land use and circulation network alternatives. All land use inputs for model validation (2012 and 2016), will be
prepared by city staff. Horizon year (2040) and buildout (beyond 2040) land use inputs will be prepared by city
staff and the consultant team. Parsons will also perform future year buildout and horizon year traffic operations
analysis for each alternative, review future year forecast results for reasonableness relative to existing conditions,
and identify future deficiencies. The operations analysis will be link based rather than intersection based, and will
address internal-internal, internal-external, and external-external based VMT for the air quality and climate
change analysis.
Approaches to the impact analysis for the Program EIR will be discussed with City staff and will be consistent with
the assumptions and methodologies used in recent EIRs in the City of Palmdale to the extent possible. In general,
the impact analysis will focus on the issues present in Palmdale and likely to be affected or impacted by the
General Plan Update or the Downtown Plan. Some issues, such as agriculture and mineral resources may not
require a detailed analysis relative to other issues because they do not occur in Palmdale or would be unaffected
by the project.
Alternatives Analysis. As required by CEQA, the EIR will consider alternatives to the General Plan Update. The EIR
will analyze up to four alternatives to the Draft General Plan Update. These will likely include previously
developed alternative scenarios and additional scenarios that are oriented around addressing identified
significant impacts of the General Plan Update. The alternatives will be developed in coordination with City staff.
The alternatives analysis will be less detailed than the project-level analysis but will identify the magnitude of
each impact and associated mitigation requirements.
Other CEQA-Required Sections. This section will address other CEQA requirements, including growth inducing
impacts, energy, and significant, irreversible environmental changes. Growth inducement includes both direct and
indirect population and job growth, as well as the removal of potential obstacles to growth. The energy discussion
City of Palmdale General Plan Update 21 September 17, 2018
will consider factors identified in Appendix F of the CEQA Guidelines. The discussion of irreversible changes will
address the General Plan Update’s potential to create significant environmental effects that cannot be reversed.
Task 6.4: Staff Review/Screen Check Draft Program EIR
This task will involve responding to City comments on the Administrative Draft EIR and preparing a final
Screencheck Draft EIR for City review.
Task 6.5: Draft Program EIR
This task will involve responding to City comments on the Screencheck Draft EIR and publishing and circulating
the Draft EIR for public review. As required by CEQA, the Draft EIR will circulate for a period of 45 days.
It is assumed that City staff will distribute the Notice of Availability (NOA) to responsible agencies, and interested
agencies, organizations, and persons. It is also assumed that the City will be responsible for required newspaper
ads and other public noticing of the document’s availability, such as radius label mailing or onsite posting.
Task 6.6: Response to Comments, SOC, NOD, MMRP
Following receipt of all comments on the Public Draft EIR, Rincon will submit draft Response to Comments for City
review. After receipt of City staff comments on the draft Response to Comments report, Rincon will prepare the
final Responses to Comments, which will be incorporated into the Final EIR.
The Mitigation Monitoring and Reporting Program (MMRP) will take the form of a detailed table that identifies
mitigation measures identified in the Final EIR. The table will compile all of the mitigation measures developed
within the body of the EIR, and indicate the monitoring action to occur, the timing and frequency of monitoring,
and the party responsible for monitoring. Rincon will also prepare the Notice of Determination and a Statement
of Overriding Considerations, if needed.
Task 6.7: Final Program EIR
Subsequent to City approval of the draft Responses to Comments and MMRP, Rincon will produce the
Administrative Final EIR. Upon City approval of the Administrative Final EIR, Rincon will publish the Final EIR,
which will be used in the General Plan adoption hearings.
Task 6 Deliverables
• Notice of Preparation
• Scoping Meeting Materials
• Summary of Scoping Comments (with tracking numbers) and response
• Technical Memo with on how EIR will address Responses to Comments
• Environmental Settings for Environmental Issues Areas (including “first cut” map figures for City review)
• Technical Memo - Project Description, Alternatives + Alternatives Selection and Refinement Process
• Draft Summary Chapter on Proposed Findings of Significance
• Draft Mitigation Monitoring Table
• Draft Chapters on Alternative Analysis
• Draft Chapters on EIR, including other CEQA considerations; GIS maps and Graphics
• Summary Table of Impacts and Mitigation Measures
• Technical Appendices
• Notice of Availability
• Notice of Completion
• Administrative Draft Program EIR
• Screencheck Draft Program EIR
• Public Review Draft Program EIR
• Administrative Final Program EIR
City of Palmdale General Plan Update 22 September 17, 2018
• Screencheck Final Program EIR
• Final Program EIR
• Distribution of Notice of Availability and Draft EIR to Responsible and Trustee Agencies
• Delivery of Notice of Completion and copies of the Draft EIR to the State Clearinghouse and Los
Angeles County Clerk
• Collection of comments received and responses (with tracking numbers)
• Final EIR with responses to comments
• Notice of Determination
• Staff Report and Resolution for Planning Commission
• Staff Report and Resolution for City Council.
Task 7: General Plan Implementation
Task 7.1: Zoning Consistency Analysis
R+A will conduct a technical review of the City’s existing zoning regulations to identifying zoning inconsistencies
with the General Plan. The results will be summarized in a memorandum.
Task 7.2: General Plan On-Going Monitoring and Evaluation Plan
During the development of the General Plan, R+A will leverage its transdisciplinary expertise to ensure that the
planning process incorporates key elements for monitoring and evaluation of the plan once it is completed. To do
this, we will ensure that the metrics identified in the existing conditions, for example, set a clear baseline for
future comparison and monitoring.
Once the General Plan is completed, R+A will craft an evaluation plan that will support its successful
implementation. The Evaluation Plan will help 1) track progress toward achieving the goals outlined in the plan; 2)
maintain cross-sector engagement in activities outlined in the plan; and 3) adjust strategies/approaches, as
necessary, to achieve the goals.
Task 7.3: E-Plan
After the General Plan is adopted and finalized, R+A will prepare an interactive “e-plan.” The e-plan will be an
online version of the General Plan that allows people to view the entire document and search for key words or
geographic areas. The e-plan will allow for easier use of the document by the public, developers, city staff and
property owners. Since technology is changing rapidly, R+A will develop a more detailed scope toward the end of
the project. In addition, the budget in Exhibit B is a placeholder and not-to-exceed amount that will be revisited
later in the project.
Task 7 Deliverables
• Technical Memorandum on Zoning Code Consistency Analysis
• On-going Evaluation Plan
Task 8: Project Management and Team Meetings
Task 8.1: On-going Project Management
R+A and other team members will coordinate with the City about the project. This will include monthly in-person
meetings (during key junctures in the process) and “informal” communication via email and phone. A total of 18
in-person meetings is assumed in the budget.
City of Palmdale General Plan Update 23 September 17, 2018
Task 8.2: Team Working Meetings
At three points in the process, key members of the consultant team will prepare for and attend day-long working
meetings to brainstorm and work collaboratively on cross cutting issues and concerns. The proposed timing of
these meetings is as follows:
1. Existing conditions and key issues – after drafts of the preliminary existing conditions reports are
prepared
2. Developing land use and transportation alternatives
3. Develop goals, policies and actions for the General Plan
Task 8.3: Coordination with Outside Agencies
R+A team members will coordinate with outside agencies deemed pertinent to the General Plan update and EIR.
Up to 10 approximately one-hour meetings and phone calls are anticipated. These meetings may include among
others: Los Angeles County, California High Speed Rail Authority, Southern California Association of Governments
(SCAG), Metrolink, Metro, Southern California Air Quality Management District (SCAQMD), Los Angeles County
Department of Public Health and neighboring jurisdictions. No unique materials (agendas, presentations, or other
materials) will be prepared for these meetings. Time for Rincon to meet with Tribal Governments and the City
regarding tribal consultation is also included in this task.
Task 8.4: Coordination with other Planning Efforts
R+A will coordinate with the selected consultant for the Avenue S Corridor Study/Plan during the development of
the General Plan Update, as needed. We have allocated 40 hours for this coordination effort.
Task 8.5: Project Administration and Invoicing
R+A will prepare monthly invoices and progress reports for the project that will summarize the number of hours
spent by task and activities by task.
Task 8 Deliverables
• Monthly invoices
• Monthly in-person meetings
• Three (3) day-long in-person working sessions with key team members
• Notes from meetings with outside agencies
• Regular calls and informal communication
City of Palmdale General Plan Update 24 September 17, 2018
Meeting Assumptions
The following is a summary for the firms that will be attending each meeting by type. Our scope and budget
assume that more than one meeting will occur during single trips to Palmdale. For example, In-Person Staff
Meetings will likely occur on days when there are workshops or Task Force Meetings, the focus groups can occur
on the same trip and stakeholder interview will occur on a single trip.
Meeting Type R+A HR+A N\N Parsons Rincon VTA Arellano
Kick-Off Meeting 1a 1 1 1 1 1 1
Stakeholder Interviews (15) 15 8 4 8 4
Economic Development Focus
Groups (2) 2
General Plan Advisory
Committeeb (12) 12 4 4 2 4 4
Community Workshops c (8 total) 8 2 2 8
PC/CC Study Sessions (3 each) 6 2 2 2 2 2
Focus Groupsb (6) 6
Neighborhood Meetings d (6) 6
Pop-up workshops d (6) 6
Community Forumsb (4) 4
Scoping Meeting (1) 1
Meeting during DEIR public
review period 1
PC Hearings (up to 4) 4 2 1
CC Hearings (up to 4) 4 2 1
In-Person Staff Meetings (20) 18a 2 6 6 2 4
Team working meetings (3) 3 3 3 1 3 2
Coordination with Outside
Agencies (10) 10 8 2
Notes:
One staff person from each firm will attend all the meetings noted above, with the following exceptions:
a. Two or three (2 or 3) R+A staff members will attend the Kick-off meeting and each team
working meeting.
b. Two (2) staff members from R+A will attend the GPAC meetings, community forums, and
focus groups.
c. Two (2) staff members from R+A and three (3) staff members from Arellano Associates will
attend the community workshops.
d. Two (2) staff members from Arellano Associates will attend the neighborhood meetings and
pop-up workshops.
City of Palmdale General Plan Update 25 September 17, 2018
Scope and Budget Assumptions
The following are the scope and budget assumptions for the project.
• The scope and budget for this project is sufficient to enable the R+A team to provide a thorough
and comprehensive update to the General Plan that addresses all of the challenges and
opportunities facing the City known at the time of project scoping.
• R+A team will apply the customary degree of professional skill and care for the performance of
each task commensurate with the number of hours and the overall budget found in the budget
spreadsheet.
• The City shall provide reasonable approval for R+A to reallocate hours between tasks if individual
tasks are completed in less time than anticipated.
• All data and information provided by the City will be assumed to be correct and up-to-date. The
consultant team is not responsible for out-of-date or inaccurate information.
• All technical studies that the team will prepare are identified in the scope of work. Any studies,
tasks, deliverables or reports not specifically identified are assumed to be not included.
• City review time for workshop materials and meeting materials will be approximately 1 week.
City review of major products will be up to six weeks, depending on the product and other
responsibilities of City staff. Review timeframes will be discussed with each deliverable.
• All comments will be provided as a single set of non-conflicting and actionable comments.
• All deliverables will include an administrative draft and final version, unless otherwise specified
in the scope of work.
• City comments on the Administrative Draft General Plan and Program EIR are provided in one
considered set of comments, and will not require new analysis or technical studies.
• City comments on the Screencheck Draft General Plan and Program EIR will be focused on
typographical errors, formatting, and other minor edits only.
• Rincon has budgeted 100 hours to respond to comments on the Draft EIR. While we believe this
is a reasonable estimate of hours for this task, the level of effort will depend on the number and
complexity of comments received. We reserve the right to renegotiate this component of the
work program if the comments received require a higher level of effort than the hours budgeted.
• Development of detailed Specific Plan, Master Plan, Feasibility Analyses, or Capital Improvement
Program documents for utility systems is not included as part of the General Plan Update
process, including system mapping, system modeling/analysis, feasibility analyses, and
development of cost estimates. As part of the General Plan Update and EIR, Parsons will utilize
existing master plans, system maps, and other available documentation, and will identify in the
General Plan Update additional planning documents/efforts which may be needed.
• Rincon will be responsible for the Native American Tribal Consultation (AB 52 and SB 18) as part
of the CEQA process. This includes preparing the SB 18 Sacred Lands File search request,
preparing letters to go on agency letterhead, and providing tracking sheets and instructions.
Rincon, with City staff, will attend up to two (2) meetings with Tribal Governments (if meetings
are requested) and prepare meeting memos summarizing meeting conclusions. Rincon has
budgeted 16 hours for this task.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 1
City of South San Francisco General Plan Update
Exhibit A: Scope of Work
The following is the scope of work for the General Plan update, Zoning Code update, and Environmental
Impact Report for the R+A team for the City of South San Francisco.
Task 1: Project Initiation
Task 1.1: Kick-Off Meeting
The R+A team will hold a full‐day kick‐off meeting in South San Francisco to initiate the project. This meeting
will include an overall team meeting, one‐on‐one topic‐specific meetings with City staff, and a tour of the City.
Task 1.2: Data Collection + Map Book
The City will provide the R+A team with a comprehensive list of documents and data necessary to prepare
the General Plan and EIR. Following delivery of materials, the R+A team will prepare a supplemental document
and data request list to obtain information from the City. Our team will review existing planning documents
and reports provided by the City. R+A will also create a “map book”. The map book will allow the team to
review geographic data across a variety of topics.
Task 1.3: Project Work Plan
R+A will develop a project work plan broken out by scope task that specifies lead and supporting team
members, key work elements, major deliverables, due dates, required City actions, and task status. The Work
Plan will be a living document, updated throughout the General Plan update process.
Task 1 Deliverables
•Kick-off meeting agenda and notes
•Data and document request memo
•Map Book
•Project Work Plan – draft and final
Task 2: Community Engagement
Task 2.1: Community Engagement Plan
Plan to Place will prepare a comprehensive Community Engagement Plan to clearly identify the range of outreach
tools and platforms and the timing and responsibilities related to each. The Community Engagement Plan will:
•introduce the overall outreach process and engagement tools;
•identify numerous outreach targets overall and for specific stakeholder groups, such as youth and native
Spanish speakers, using a “sampling plan”;
•outline project goals and objectives; identify outreach and communications responsibilities, and the
engagement schedule relative to key dates and events in the community;
•provide an overview of interest groups, stakeholders, key advisors and members of the advisory committee,
and the format of future meetings; and
•establish methods for communicating with City staff and stakeholders.
As part of this task, the R+A team will create a 2-page project fact sheet and FAQs. Additionally, R+A will build a
contact database for the project based on existing City outreach databases and interested parties identified
during the General Plan update process. This will include advocacy groups, service organizations, neighborhood
associations, business interests and others. The project website should have an automated feature where
SOUTH SAN FRANCISCO GENERAL PLAN 2040 2
participants can add their names to the contact list. City staff will be responsible for manually entering names into
the database following workshops and other meetings, as needed.
Task 2.2: Logo + Branding
R+A will prepare unique branding materials for the project. This will include a logo, color palette, document
layouts and fonts, meeting notices, and PPT presentation template. All public materials will use the branding
identity.
Task 2.3: Project Website + Engagement
January Advisors will prepare an interactive project website that allows for clear two-way communication and the
common thread throughout the engagement process. Initially, the website will connect the community to project
updates and deliverables, upcoming events, and meeting summaries. The site will include an interactive
component to encourage the community to share their stories and complete surveys or interactive activities. Our
team will regularly update the website and work with the City to expand existing social media and discussion
forums.
Task 2.4: Community Advisory Committee (CAC) Meetings
The R+A team will facilitate up to 20 meetings with the CAC to obtain high-level feedback on the project issues;
the vision and guiding principles; land use and transportation alternatives; adaptation, economic development,
social equity, and other key policy topics. The CAC will serve as a sounding board for content for public workshops.
Up to five (5) CAC meetings will organized as community educational forums, open to the public, to discuss
emerging themes in planning and larger forces that could shape the future of the City. Forums could cover: climate
change and adaptation, economic development, social equity, housing, and transportation. Forums may include
a guest speaker and a question and answer period for participants. City staff will be responsible for logistics of
every meeting including meeting locations, communicating with CAC members and the public and assisting in
identifying guest speakers.
While specific content will be prepared for each meeting, significant new materials and preparation are not
expected. Rather, the work by the team will be compiled and summarized for feedback from the CAC. City staff
will provide logistics and communication with CAC members for this task. This will include sending emails to CAC
members prior to meetings, identifying meeting spaces, and on-going communication with CAC members as
necessary.
Task 2.5: Stakeholder Interviews
The R+A team will conduct up to 25 one-hour stakeholder meetings or interviews. Stakeholders will be identified
with staff and may include: City Council members, advocacy organizations, major industry representatives, small
business owners, real estate brokers, developers, and major property owners, and community leaders. R+A will
prepare a brief memorandum summarizing the results of the stakeholder interviews.
Task 2.6: Social Equity Meetings
The R+A team will host up to six Equity Meetings targeting youth, Spanish-speaking community, Filipino groups,
and under-represented groups. These meetings will be designed to engage a broader cross-section of the
community in the decision-making process. We will lead the facilitation of meetings in English, Spanish, or other
language as appropriate. City staff will provide logistic support including identifying rooms and participants for
the meetings.
Task 2.7: Community Workshops
The R+A team will organize up to six community workshops. These are expected to be evening or weekend
meetings that last approximately two to three hours. Each workshop will include an opening presentation
followed by interactive exercises (including real-time balloting assumed to be administered at up to 2 workshops).
The following presents our initial proposed direction for the community workshops. The proposed topic of each
workshop is below:
SOUTH SAN FRANCISCO GENERAL PLAN 2040 3
• Workshop 1: Issues, Vision, + Guiding Principles
• Workshop 2-3: Land Use and Mobility Alternatives
• Workshop 4-5: Policy Direction
• Workshop 6: Draft General Plan Open House
To gather additional community feedback in parallel with every community workshop, our team will post
workshop questions and materials online using the project website.
Our team will developing the workshop format and preparing the agenda, consolidating and synthesizing relevant
materials from the technical team when needed, facilitating the workshop (lead facilitator and 1-2 assistants), and
providing summary notes documenting input and identifying common discussion themes.
Plan to Place will provide an outreach flyer for each meeting that can be distributed via email and through existing
city channels.
City staff will be responsible for mailing flyers and physically distributing flyers throughout the City, securing meeting
rooms, obtaining daycare, providing simultaneous interpretation, and providing small group facilitators as needed
beyond team members.
Task 2.8: Pop-Up Meetings
Plan to Place will facilitate up to eight “pop-up” workshops or “intercept” meetings at popular locations and well-
attended events in South San Francisco (e.g., Oyster Cove Marina/Oyster Point Park (WETA South San Francisco
Ferry), Alta Loma Field, Sign Hill and Orange Memorial Park, South San Francisco Farmer’s Market, Joseph A.
Fernekes Recreation Building, Centennial Dog Park). These meetings will be held at times and locations
convenient for all demographics, and materials will be translated and accessible for all that attend.
The team will prepare materials for three distinct pop-up workshops during the following phases: visioning;
alternatives; and draft plan. For each phase, the R+A team will attend the pop-up events and City staff can attend
additional events as needed during each phase.
Task 2.9: Sub-Area Meetings
The R+A team will conduct up to 18 sub-area meetings. The meetings will be help in two phases. The first phase
will include meetings in each sub-area and be developed as “listening sessions” to:
• Provide an overview of the planning process;
• Activate residents for the Citywide workshops; and
• Discuss key issues and new opportunities in the subarea.
The second phase of sub-area will focus on more specific land use, transportation, adaptation, and/or other policy
and design issues. It is anticipated that interactive tools including real-time balloting will be used at up to four of
the sub-area meetings.
Our team will provide logistics planning support, developing the meet format and preparing the agenda, facilitating
the meetings (lead facilitator and 1 assistant), and providing summary notes documenting input and identifying
common discussion themes.
Task 2.10: Planning Commission, City Council + Committee/Commission Meetings (12x)
Throughout the planning process, the R+A team will meet with Planning Commission, City Council, and other
boards and commissions. A total of 12 meetings are planned – four joint City Council/Planning Commission
Meeting and eight meetings with committees or commissions (to be determined during the process). The R+A
team will hold four study sessions with the Planning Commission and City Council. These meetings will occur at
key junctures in the process as defined below:
• Session 1: Official kick-off and overview of the General Plan process
• Session 2: Review the vision, guiding principles, and key issues and opportunities
• Session 3: Review and approve the direction for preferred land use and mobility alternative
• Session 4: Review and approve the goals and policy direction for the General Plan
SOUTH SAN FRANCISCO GENERAL PLAN 2040 4
Additionally, R+A will meet up to 8 other times with the Planning Commission, City Council, Park and Recreation
Commission, and/or Bicycle and Pedestrian Advisory Committee.
For each, R+A will prepare a brief PowerPoint presentation. City staff will prepare the staff report.
Task 2.11: Coordination with Outside Agencies
R+A team members will coordinate with outside agencies deemed pertinent to the General Plan update and EIR.
Up to fifteen approximately one-hour meetings and phone calls are anticipated. These meetings may include:
BCDC, Caltrans, BART, Caltrain, SFO, and others. No new materials will be created for these meetings.
Task 2.12: Department Meetings
The R+A team will meet with individual departments, formally and informally, to discuss the General Plan
throughout the process. No specific content will be prepared for each meeting. R+A will prepare an agenda for
each meeting; City staff will be responsible for logistics.
Task 2.13: Team Working Meetings
Key members of the R+A team will hold up to three one-day working meetings in South San Francisco to develop
land use and transportation alternatives and develop and resolve policy options.
Task 2 Deliverables
• Community Engagement Plan – draft and final
• Logo and branding package
• Stakeholder email database
• Project website
• Stakeholder Interview Summary
• Summary notes from equity meetings
• Workshop materials and summary (6x)
• Pop-up workshop materials and summary (8x)
• Sub-area meeting materials and summary (18x)
• Summary notes from online engagement
• City Council and Commission presentations (12x)
• CAC meeting materials (20x)
• Team working sessions with City staff (3x)
Task 3: Discovery
Task 3.1: Assess Existing Plans
The R+A team will prepare a summary matrix detailing how existing reports, studies, and programs should be
incorporated into the General Plan. This will include specific plans, Resilient South San Francisco, East of 101
Mobility Plan, the Climate Action Plan, and other plans, studies, reports, and programs that would provide
additional information relative to the General Plan update effort.
Task 3.2: Land Use + Urban Design Existing Conditions Report
R+A will prepare a land use and urban design existing conditions report that provides an overview of the existing
and allowable land uses in the City, planned and proposed projects, growth projections, and the major urban
design and public space characteristics. As part of this work, we will describe neighborhood character and public
realm attributes. This report will establish baseline conditions for the alternatives and refinements to the land use
designations. Topics that will be covered include:
• Existing land use map and table
• General Plan designations and zoning districts
• Growth projections
SOUTH SAN FRANCISCO GENERAL PLAN 2040 5
• Pipeline projects
• Summary of planning and policy documents (for example, existing specific plans)
• Urban design character map and City structure (e.g., gateways, community focal points, activity centers,
views, topography) with parallel community character photographic survey.
• Sub-area maps and description of general character (building types, streetscape character)
• A summary of the number, location, and condition of parks, open space preserves, recreation trails, and
recreational facilities.
• The location of schools, public buildings, libraries and other public uses in the City.
Task 3.3: Transportation Existing Conditions Report
Fehr & Peers will prepare a report describing existing transportation conditions. It will provide a summary of
existing conditions for all travel modes and highlight existing issues in the. Subtasks include:
• Inventory and Assessment of Conditions by Travel Mode: Fehr & Peers will review existing data, community
input, and future plans to understand conditions for roadway segment operations, crosswalks and sidewalks,
bicycle facilities. This analysis will build upon recent planning efforts such as the Mobility 20/20 East of 101
Plan, Active South City Bicycle and Pedestrian Master Plan, and Downtown Plan. Additionally, Fehr & Peers
will collect and summarize existing transit data including transit ridership, headway, and service for public
transit providers in the City of South San Francisco, and will review applicable future plans for these services.
• Key Issues Profile: Fehr & Peers will develop an issues profile which addresses traffic congestion and VMT,
transit service plans, Complete Streets and safety, TDM, goods movement, parking, equity, and
micromobility, TNCs, and AVs.
• Data Collection: Work with the City to identify up to 40 intersections where traffic counts are needed to
establish a baseline for planning purposes. Once the list is identified, Fehr & Peers will collect Am/Pm peak
period counts at each of the study intersections. Fehr & Peers will also work with the City to purchase
StreetLight origin-destination data, containing up to 20 study segments.
• Baseline Modeling and Analysis: Fehr & Peers will assess the suitability of the MTC and C/CAG travel demand
models for General Plan application. Fehr & Peers will prepare a memorandum outlining the models’
applicability and recommend a path forward with the tools available. The memo will include recommended
revisions to the selected models including land use changes, trip types, and transportation infrastructure
projects within the City of South San Francisco. The technical memorandum will also summarize household
and employment data by traffic analysis zone (TAZ) for comparison to existing and future projections. After
discussion with the City, Fehr & Peers will enhance one of the existing regional models within South San
Francisco. We would conduct a model validation check for the City of South San Francisco and make revisions
to improve model performance in estimating VMT.
Task 3.4: Health and Social Equity Report
R+A and Strategic Economics (SE) will prepare a background report on the health and social equity conditions in
the City. The report will assess socio-economic, health, pollution burden, housing, displacement, climate
vulnerability, and park and services levels across the City and by neighborhood. This analysis will be used to
identify underserved and disadvantaged areas and support social equity, health, and climate adaptation policy.
In particular, SE will evaluate the ongoing displacement process in South San Francisco neighborhoods. Potential
for future displacement/ risk will be measured based on renter households that are cost burdened, lower-income
and less educated households, communities of color, and deed-restricted projects at risk of expiration. This
analysis will also evaluate South San Francisco’s housing stock to determine what housing types might be more
conducive to gentrification, including such factors as proximity desirable commercial business districts, quality
of local school, housing stock age, and the presence of deed restricted affordable housing units, including units
where these restrictions may be expiring.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 6
Task 3.5: Market Study + Demographics Report
SE will prepare an analysis that addresses labor market changes, demographic trends, industry changes, real
estate trends, and market feasibility analysis. Subtasks include:
• Tracking Trends in Industries, Jobs, Occupations, and Workers. Collect data to trace South San
Francisco’s evolving economic structure since the last General Plan was adopted in 1999. Identify industry
mix by firm type and location, jobs by industry and location, and the occupational mix/wages associated with
these industries. Determine where the City’s work force is coming from, and what potential there is to create
a stronger connection between jobs/occupations, wage rates, and future housing needs. Compare industry
and employment trends for South San Francisco to understand how future trends around factors such as
automation and the general bifurcation in the work force, with many fewer middle wage jobs, will impact
future real estate development patterns, fiscal impacts for the City, and potential shifts in travel behavior.
• Evaluating Real Estate Market Trends and Conditions. Set commercial real estate inventory in its regional
context by product type and commercial subarea to evaluate which building types and locations are
competitive, and where areas or buildings may be declining Compare current rents, vacancy rates, building
age, tenant type, and possible property ownership concentrations. Assess industries located in older
industrial buildings and the potential issues associate with preserving these buildings or considering allowing
these building to be redeveloped for what could be consider in basic real estate terms, higher and better uses.
Task 3.6: Sustainability + Adaptation Report
R+A with FCS will prepare a comprehensive report of climate change, sustainability, and climate adaptation.
Subtasks include:
• Policy Analysis: R+A will consolidate existing policies and programs into a single matrix, organized by topic.
This assessment will help South San Francisco develop a strong basis for understanding the existing policy
framework for sustainability and climate action and will help identify new policies and actions to incorporate
into the General Plan. Pertinent documents for the policy review may include: the City’s Climate Action Plan,
the current General Plan, and other climate action and sustainability-related policies and plans by the City.
• Greenhouse Gas Emissions: R+A will review the City’s existing greenhouse gas inventory to identify sources
of GHG emissions and energy demand in the City.
• Adaptation: To meet the requirements of SB 379, R+A will prepare a vulnerability analysis to begin defining
future adaptation responses. We will begin by summarizing historical and projected trends for temperature,
precipitation, extreme heat, drought, urban flooding, sea level rise and coastal flooding, and air quality,
among other climate hazards. Reporting will include: a short narrative description of the climate hazard;
historical trends of the hazard; and projected trends of the hazard. These climate hazard descriptions will be
supported by a variety of maps, charts, and other data, drawing on existing and on-going work conducted for
the San Mateo County climate assessment projects, as well as data compiled from CalAdapt and other
sources. Where the data is available, projected trend hazard data will include a mid-century and an end-of-
century scenario.
After finalizing the climate hazard reporting, R+A will conduct a vulnerability assessment to identify
community assets that are vulnerable to the potential impacts of climate change. This analysis will help
Palmdale begin to define and prioritize adaptation goals and actions. The vulnerability analysis will seek to
uncover a broad range of direct and indirect climate impacts across key sectors, including infrastructure,
buildings, natural systems, economic assets, and populations. The analysis will identify key sectors and their
assets exposed to climate hazards, assess the sensitivity and adaptive capacity of each sector, and evaluate
the vulnerability of each.
Task 3.7: Environmental Background Report
FCS will prepare the Environmental Background Report to inform the General Plan Elements and the existing
conditions and programmatic analysis in the applicable sections of the EIR. Issues will include:
SOUTH SAN FRANCISCO GENERAL PLAN 2040 7
• Natural Resources: Collect available existing data to assess the quality and quantity of sensitive habitats /
vegetation communities. Provide a constraints-level analysis in describing biological resources and mapping
habitat. Conduct limited field work along shoreline areas and waterways.
• Historic and Cultural Resources: Conduct appropriate record searches, applicable map reviews, and other
research to determine subsurface sensitivity in the City and to map areas of relative sensitivity. Conduct a
windshield survey of the City.
• Hazards: Prepare hazard maps that identify earthquake faults, liquefaction zones, flood zones, hazardous
materials concentrations, fire hazard severity, soil hazards, and airport-related hazards. Identify how climate
change could exacerbate existing natural hazards.
• Hydrology and Water Quality: Summarize the status of surface and groundwater resources within the City.
Identify existing conservation and water quality control programs.
• Public Services and Facilities: Describe the services and facilities available to City residents, including
existing and planned facilities, existing and projected demands and capacities, and deficiencies related to
their ability to support existing needs and anticipated growth.
• Noise: Identify sources of noise in the City and conduct a noise survey through long-term (24-hour) and short-
term (15-minute) noise measurements at up to 30 locations (up to 6 long-term and up to 24 short-term or up
to an equivalent combination thereof in consultation with the City). Prepare existing noise contours.
Task 3.8: Evaluation of Existing General Plan
R+A, working closely with City staff, will conduct a review of the existing General Plan goals, policies, and programs
to identify the sections that may need to be updated. The team will also undertake an evaluation of which
programs and strategies have been successful in the years since the plan was adopted, and which have not. The
result of this task will be a clear list of any sections of the General Plan that should remain unchanged, and any
sections that should be modified or discarded during the General Plan update process.
Task 3.9: Performance Metrics
R+A will work with staff to develop a series of draft indicators / metrics for evaluating intended General Plan
outcomes and displaying on the Digital General Plan. Indicators will be adapted from a combination of our
expertise and other sources, such as LEED-ND STAR Communities, and Urban Footprint. Indicators will be used to
inform the plan alternatives, set targets, and track progress over time. The information will be summarized in a
brief technical memorandum with a table summarizing the indicators and baseline conditions.
Task 3.10: VMT Analysis (SB 743)
Fehr & Peers will work with City staff to develop VMT methodology and thresholds to be applied per the new CEQA
guidance. The new VMT methodology and thresholds will be developed and documented by the City prior to
preparation of the General Plan EIR documents.
Task 3.11: Community-Facing Factsheets
R+A will prepare up to six two-page topic- and/or area-specific fact sheets, using infographics, statistics, and
diagrams. The purpose will be to support the engagement process, and to illustrate the social equity, mobility,
land use and urban design, sustainability and adaptation conditions.
Task 3.12: Citywide Sub-Area Model
Fehr & Peers will develop a City sub-area model to analyze roadway segment level of service (LOS). The subarea
model will provide greater detail for the local street network than the regional model (either MTC or C/CAG model)
used to assess VMTs. The subarea model will help inform discussions around the effects of plan alternatives on
vehicle delay and network buildout, but will not be applied for VMT calculation per the requirements of SB-743.
Sub-area Model development will include added detail at the arterial, collector, and local street level, TAZ or zone
splits to reflect more accurate local circulation, and where necessary, definition of intersection geometry and
control. The Model will incorporate land use information from the City’s Downtown and East of 101 Model.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 8
Task 3 Deliverables
• Document Review Matrix
• Land Use and Urban Design Report (admin and final)
• Transportation and Mobility Report (admin and final)
• Traffic Model Review and Preliminary Analysis Technical Memorandum
• Social Equity Report (admin and final)
• Market Study and Demographics Report (admin and final)
• Sustainability and Climate Change Report (admin and final)
• Environmental Background Report (admin and final)
• Evaluation of Existing General Plan Memo (admin and final)
• Metrics memo
• Fact Sheets (6x)
• Sub-Area Traffic Model
Task 4: Visioning
Task 4.1: Vision + Guiding Principles
Through workshops, discussions led by community partners, and pop-up workshops, we will explore how
individuals envision the future of South San Francisco and the most important values of community. This
information will be summarized in a new or updated vision statement and a list of “guiding principles” or
“community values.” The guiding principles can be used to evaluate General Plan alternatives developed later in
the process.
Task 4.2: Vision Diagram + Strategies
Building off the community engagement process and the vision and guiding principles, the project team will
summarize the initial “big ideas” that the General Plan will put forward. This could include areas of the City to
focus new development (such as Downtown and Oyster Point), natural areas that could be enhanced, urban areas
to protect from sea level rise, Colma Creek enhancements, transportation improvements, or new policy
directions, such as addressing social equity.
Task 4.3: Issues + Opportunities List
The R+A will develop a list of citywide and neighborhood / subarea issues and opportunities from the engagement
process. This list will be organized by topic and will be used to guide the development of policy alternatives in
Task 5.
Task 4 Deliverables
• Vision and guiding principles memo (admin and final)
• Vision and key strategies map (admin and final)
• Issues and opportunities matrix (admin and final)
Task 5: Alternatives
Task 5.1: Sub-Area Refinement
R+A will comprehensively study, verify, and recommend adjustments to the sub-area boundaries. R+A will
produce a map of the refined sub-areas for review and make changes necessary to finalize.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 9
Task 5.2: Areas of Change + Stability
Building upon sub-area refinement, R+A will identify areas of change and areas of stability. We will use data
analysis to document areas of development activity and look to City staff for their instinctive knowledge about
development interest and ongoing planning activities. Based on this information, the R+A team will prepare a map
that identifies areas in the City where no land use designation change and little or no physical change are
anticipated (areas of stability, maintenance, and/or enhancement), areas where incremental change is
anticipated (areas of change or evolution), and areas in which transformational change is envisioned (areas of
transformation). R+A will produce a map showing areas of change and stability. This map will be discussed and
refined with the City.
Task 5.3: Alternatives Development
For each of the identified change areas, R+A, with support from Fehr & Peers, will prepare up to three land use and
urban design alternatives that vary in terms of land use, density or intensity, public space emphasis, and
transportation. Each alternative will be illustrated through a series of graphics that present:
• Land Use and Development. A different mixture of uses, allowable maximum heights and densities, and total
amount of new growth.
• Building Design/Character. An alternatives map with precedent photos of representative buildings, place
types, and character.
• Circulation. Future roadway, transit, and active transportation networks
• Open Space/Public Realm. Future parks, trails, and open space networks.
• Adaptation. Strategies to manage sea level rise, storms and flooding, as appropriate.
The information will be summarized in a technical memorandum or PowerPoint, with the alternatives’ analysis in
Task 5.4, for staff and will be presented to the public at workshops, pop-up events ad through on-line engagement.
Task 5.4: Alternatives Analysis
R+A will prepare a “matrix-level” analysis of the alternatives. We will use UrbanFootprint to model the land use,
transportation, and environmental impacts, and to compare and contrast the alternatives in terms of key
outcomes. Specific topics that will be addressed in the alternatives’ analysis include:
• Land use mix, including land use by type and intensity
• Amount of parks and open space generated
• Development in critical environmental areas such as areas subject to sea level rise and flooding
• Transportation impacts including VMT per capita
• GHG impacts including total GHG emissions and GHG per capita
• Energy use per household and per capita
• Access to destinations including parks, retail and transit
Strategic Economics will estimate the fiscal impacts of three land use alternatives on the City’s General Fund.
Using a static fiscal impact model, the analysis will estimate the change in ongoing operating revenues and
expenditures for the projected growth in residential, office/industrial, and retail land uses associated with each
plan alternative. Revenues will include the property tax, sales tax, and other major sources to the General Fund.
Costs will be estimated based on interviews with key City departments including Police, Fire, Public Works, and
Parks and Recreation, and with input from the City’s Finance Director and/or City Manager. Based on this input,
SE will calculate the increase in General Fund expenditures for providing services to new residents and employees.
Finally, Strategic Economics compare the revenues and costs generated by each alternative to determine whether
the proposed land use changes would provide enough revenues to offset the increased costs to the City General
Fund.
Task 5.5: Land Use + Mobility Preferred Alternative
Through input from public workshops, City staff, and the Planning Commission and City Council, the alternatives
will be vetted, discussed, and evaluated. At the end of this process, the preferred direction for each change area
SOUTH SAN FRANCISCO GENERAL PLAN 2040 10
will have been refined. This finalized approach will present a clear picture of land use, open space, development
intensity, and circulation for the continued evolution of each change area and the City.
Task 5.6: Final Growth Projections
R+A, with support from Fehr & Peers, will develop detailed growth projections with parcel and/or TAZ level
allocation by land use type. These scenarios will incorporate either regional economic trends (“top down”) or
existing land use (“bottom up”) considerations. The final deliverable will be a memo describing R+A’s approach
to the projections and summarizing the overall growth assumptions.
Task 5.7: Transportation Forecasts
Fehr & Peers will use the growth projections to prepare transportation metrics (i.e., VMT, road segment volume
forecasts) for the base year and General Plan horizon year. Fehr & Peers will use the travel model modified in Task
3 to develop 2040 forecasts for citywide VMT for the three land use alternatives and for the cumulative and
cumulative plus project scenarios. Fehr & Peers will prepare VMT per capita and/or VMT per service population
forecasts using a regional travel demand model.
Task 5.8: Environmental Review Process Initiation
FCS will prepare the Notice of Preparation (NOP) for the General Plan Update EIR and will assist City staff with the
development and refinement of the NOP distribution list to ensure that the appropriate agencies and
interested/affected parties are notified. The appropriate agencies will include Responsible Agencies such as
Caltrans, Trustee Agencies such as California Department of Fish and Wildlife (CDFW), California Department of
Water Resources, and others.
An electronic draft of the NOP will be submitted to City staff for review. Once the staff approves the release of the
NOP, FCS will file 15 paper copies of the NOP with the State Clearinghouse and will provide a reproducible master
copy and an electronic copy to the City staff. FCS will also prepare the public notice for the NOP and submit it to
City staff for publication in the local newspaper and posting on the City’s website.
Task 5.9: Environmental Scoping Meeting
An update to a General Plan is considered a regionally significant project according to Section 15082(c) of the
CEQA Guidelines and therefore, at least one scoping meeting is required to be held for the project. FCS, in
consultation with the City and project team, will conduct a scoping meeting with public agencies and members
of the community to gather input on issues that should be addressed and alternatives that should be considered
in the General Plan Update EIR. FCS will provide the content for the scoping meeting notice, and we assume that
City staff will send out the meeting notices (i.e., to the public, agencies, organizations, and newspaper), and
reserve conference room(s). FCS will also prepare meeting agendas and presentation materials. Comment cards
will be available at the meetings so that individuals can provide comments on the issues and alternatives that
should be addressed in the EIR. The City may elect to hold the meeting as part of a regularly scheduled Planning
Commission or City Council meeting or to include the scoping meeting on the agenda at a community meeting
related to the General Plan Update, as best suits the needs of the project will work with the City to host an EIR
scoping meeting. The Scoping Meeting will be held during the 30-day NOP period to introduce the community to
the EIR process and obtain input on the EIR scope of work. It will include a brief presentation, followed by public
comment and input from meeting attendees. FCS will prepare a summary of all input gathered, which will be
included in the Draft EIR along with any written public comments received during NOP comment period.
FCS will prepare a matrix of all comments received at the scoping meeting and in response to the NOP, together
with recommendations on how to address the comments in the EIR. The matrix will be submitted to City staff for
review and upon approval will be used as a reference in preparing the Draft EIR. Additionally, the matrix will be
included in an appendix to the Draft EIR with notation as to how the scoping comments have been addressed in
the Draft EIR.
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Task 5.10: Conceptual Planning-Level Cost Estimates
Fehr & Peers will develop conceptual planning level cost estimates for the transportation projects identified in Task
5. Cost estimates will be developed using Caltrans cost data or other relevant data from recent projects in the City or
Bay Area. Costs will include an estimate of construction costs, soft costs, and contingency based on the guidance in
the Caltrans project development manual or per direction from City staff. Cost estimates will also draw upon recent
planning efforts. Estimates will not include costs for right of way acquisition. Fehr & Peers will provide the City with
draft assumptions for cost items and unit costs for review and concurrence prior to finalizing our cost estimates. A
discussion of likely funding shortfalls and the types of projects that should be eligible for grant funding will be
included. We will work with the City to determine the extent to which identified projects may be added to a list of
planned improvements or are determined infeasible due to fiscal constraints
Task 5 Deliverables
• Map of refined sub-areas
• Map of areas of change and stability
• Land use and design alternatives for areas of change (3 areas assumed)
• Alternatives analysis briefing document or PPT
• Preferred direction for each change area
• Final growth projections memo
• 2040 VMT and Network Forecasts for 3 Alternatives and the Preferred Plan
• Conceptual Planning Level Transportation Cost Estimates
• Notice of Preparation
• Scoping Meeting Materials (agenda, presentation, notes/comments)
Task 6: Policy Development
Each team member will prepare a memorandum outlining the proposed General Plan goals, policies, and
implementation actions for review by the community, CAC, and decision-making bodies. The scope below
describes each proposed General Plan Element by topic. However, the R+A team is open to and willing to discuss
alternative organizations, such as the combining elements or creating new elements to address topics of concern to
the public.
Land Use + Urban Design: R+A will develop a policy framework for land use, which will include:
• Modifying land use designations and the land use map to reflect new market conditions, changes in land use
and zoning, and potential for new growth in certain areas of change
• Developing a vision and revising policies and implementation actions for each sub-area
• Incorporating policies from approved recent plans where applicable
• Developing policies for preservation of existing single-family neighborhoods and encouraging the provision
of “missing middle” housing types
• Integrating social equity, sustainability, and adaptation into land use
• Ensuring consistency with the SFO Airport Capability Land Use Plan
Transportation. Fehr & Peers will prepare the transportation policy framework. This will include:
• Modifying circulation system maps and Complete Streets diagrams
• Refined policies related to LOS and VMT
• Setting VMT reduction targets that could also be used as CEQA impact significance thresholds
• Developing policies to address micro-mobility, TNCs, and AVs
• Addressing TDM and parking issues
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Economic Development: SE will prepare the economic development policy framework, including core issues
such as business attraction and retention, but it is likely to also address topics that will be cross-cutting with the
land use element related to linking business preservation with building supply, work force development and
linking City residents to local jobs, and capturing the broader value of economic expansion to prove enhanced
benefits for City residents.
Health and Equity: R+A with support from SE will draft the social equity framework, including:
• Identifying disadvantaged neighborhoods or sub-areas for priority improvements
• Developing policies that address health, economic development, education, and housing disparities.
• Establishing policies that reduce environmental burden
• Creating strategies to address the underlying or root causes of inequities
Sustainability + Adaptation. R+A will develop a policy framework for sustainability and adaptation. Topics that
will be considered are:
• Greenhouse gas reduction actions and targets
• Climate adaptation, creating complementary policies targeted at populations most susceptible to climate
change impacts
• Energy efficiency and conservation, water supply and conservation, and green building
• Waste management and recycling
• Sequestration and urban forest
This policy framework will also cross reference measures in other elements of the General Plan.
Parks, Public Facilities + Services: R+A will develop policies related to parks and recreation facilities. Topics that
could be addressed are:
• Improvements to existing parks and open spaces
• Identification of new facility needs
• Funding for new parks and open spaces
• Improve access to Centennial Way, Colma Creek, and the Bay Trail
• Park equity
• Provision of recreational programs
Open Space + Conservation: R+A will identify and evaluate strategies to:
• Protect sensitive cultural and historic resources
• Enhance valued open space areas including Colma Creek and the shoreline
• Identify and define strategies to improve water quality and stormwater management
• Address air quality in consideration of climate change, land use, transportation, and health
Safety: R+A will identify and evaluate strategies to:
• Address geologic, seismic, flood, hazardous materials, and fire hazards present in the City
• Consider of how climate change could affect and potentially exacerbate the impacts associated with these
hazards
• Identify climate adaptation measures to improve the community’s capability to withstand and survive
hazardous conditions.
Noise: FCS will document and map noise sources and projected noise based on future conditions. These existing
and future noise contour maps will be used to evaluate land use compatibility for both transportation and
stationary noise sources and will identify areas subject to significant noise in the future. Methods to attenuate
noise to reduce potential noise exposure will be identified and incorporated into suitable policies.
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Task 6 Deliverables
• Draft and final policy frameworks for: land use and urban design; transportation; economic development;
social equity; sustainability and adaptation; parks, public facilities, and services; open space and
conservation; noise; and safety
Task 7: Plan Development
Task 7.1: Plan Outline
R+A will work with the City to prepare a detailed outline of the General Plan. The General Plan will be organized in
a way that is clear and easy for the public to understand, is logical for City staff to use on a daily basis, and is
consistent with the Digital General Plan.
Task 7.2: Layout + Design
R+A and January Advisors will prepare an updated layout and design for the General Plan document in InDesign
and for the Digital General Plan. For the PDF version, R+A will develop sample page layouts for City staff to review.
Based on the comments, we will revise the design for the General Plan. For the Digital General Plan, January
Advisors will work closely with the City to define the content and structure for the site, including interactive
content, such as maps, dashboards, and video.
Task 7.3: Admin Draft General Plan
The R+A team will prepare an Administrative Draft General Plan based on the established vision, guiding
principles, and policy frameworks. The R+A team will address all the requirements of State law, using the 2017
OPR General Plan Guidelines, and incorporating local priorities, such as social equity, economic development,
and sustainability and adaptation, and ensuring the document is internally consistent. In addition to the policy
framework Elements described in Task 6, we anticipate the General Plan will include an executive summary,
introduction and plan overview, summary of engagement, and an implementation chapter.
Task 7.4: 2nd Admin Draft General Plan
City staff will review the Admin Draft General Plan and provide a single set of comments. The R+A team will address
these comments and create a 2nd Admin Draft for staff review.
Task 7.5: Screencheck Draft General Plan
City staff will review the 2nd Admin Draft General Plan and provide changes to the R+A team. These changes are
expected to confirm and build on previous changes and shall not require a wholesale revision to the plan or entire
sections. Once complete, the R+A team will prepare a Screencheck Draft General Plan.
Task 7.6: Public Draft General Plan
R+A will prepare a Public Draft of the General Plan based on comments provided by staff’s review of the
Screencheck Draft. We assume only minor, editorial, and formatting comments will be provided by staff’s review
of the Screencheck Draft. This will be the version that will be presented to the City Council and Planning
Commission during the public hearing process.
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Task 7.7: Administrative Draft EIR
FCS will prepare a programmatic Administrative Draft Environmental Impact Report (EIR) that evaluates the
potential impacts of implementing the General Plan Update and alternatives. This task is structured to streamline
environmental review and optimize the overall timeline for completion of the project.
FCS will prepare an administrative Draft EIR once a set of Draft General Plan Update goals, policies and programs
are received from the General Plan team. The previously prepared Existing Conditions report, will be used to
streamline preparation of the administrative Draft EIR. Potential impacts that could result from buildout of the
proposed General Plan Update will be analyzed under each issue area identified on the CEQA Appendix G
Checklist. The mitigating effects of proposed Draft General Plan Update goals, policies and programs will be
considered. For each significant environmental impact identified, a set of feasible mitigation measures will be
recommended. Mitigation measures will generally take the form of policies and standards that will be
incorporated back into the Draft General Plan, where feasible.
The administrative Draft EIR will analyze impacts under each of the issue areas described below. Additionally,
given the extent of urban development and prior planning efforts within the South San Francisco Planning Area
as well as the absence of woodland or forest land in or immediately adjacent to the City limit, we provisionally
assume that the following issue areas can be scoped out: Forestry and Mineral Resources. As such, a brief
explanation as to why the proposed Draft General Plan Update would not result in impacts to these issue areas
will be included in the Draft EIR; however, these issue areas are not discussed further below.
Aesthetic and Visual Resources
FCS will analyze potential impacts to aesthetic and visual resources that could result from implementation of the
proposed Draft General Plan Update, including views of open space, hills and ridgelines, trees and other natural
features. Potential impacts to scenic highways, local visual character and light and glare will also be analyzed, as
required under CEQA. The mitigating effects of proposed Draft General Plan Update goals, policies and programs
will be considered, and if necessary, mitigation measures will be recommended.
Air Quality
FCS will perform the following tasks to evaluate air quality impacts associated with implementation of the General
Plan Update. The analysis will be performed consistent with the guidance and methodologies from BAAQMD and
its CEQA Air Quality Guidelines, which provide specific guidance for evaluating plan-level air quality impacts. The
impact analysis will be contained in the EIR and the supporting technical data will be provided in the appendix.
Conduct Air Quality Emissions Analysis
Given that the buildout schedule of the proposed General Plan Update will be highly dependent on future
economic conditions and market demand, FCS will evaluate construction-related emissions qualitatively in the
analysis, pursuant to BAAQMD guidance. Potential construction activities associated will be qualitatively
evaluated for consistency with the primary goals of the air quality plan (i.e., 2017 Clean Air Plan: Spare the Air,
Cool the Climate [2017 CAP]) and applicable control measures from the 2017 CAP.
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FCS will conduct a quantitative analysis of the plan’s long-term operational emissions at full buildout. The
operational emissions analysis will rely on trip generation and/or vehicle miles traveled (VMT) data from the traffic
study. Operational air quality emissions will include mobile-source emissions associated with residents, visitors,
delivery trucks, and customers of the proposed land uses. Area- and energy-source emissions would be generated
from activities including, but not limited to water and space heating, landscape maintenance, consumer
products, and fireplaces among others. FCS will use thresholds of significance and analysis guidance for plan-
level projects for the BAAQMD’s CEQA Guidelines.
This task assumes one round of comprehensive emissions modeling, which includes pre-mitigated and post-
mitigated emissions modeling. In order to streamline the emissions modeling process, FCS will provide the City
with a Request for Information (RFI) detailing all the data required to model air quality (and greenhouse gas)
operational emissions. When specific data is not available, FCS will work with the City to develop reasonable
assumptions to provide flexibility. This scope of work includes time for discussion of the RFI with the City to ensure
reasonable and appropriate information is used in the modeling.
Conduct Carbon Monoxide (CO) Hot-Spot Analysis
The localized impact assessment for emissions sources within the Planning Area will include a CO hotspots
analysis. If preliminary screening (based on BAAQMD screening thresholds) indicates that potential exists for a CO
hot spot, a minimum of three intersections will be evaluated. If the traffic analysis reveals that peak hourly
volumes at affected intersections are less than the BAAQMD’s CO hotspots screening threshold, localized CO
impacts will be addressed qualitatively. If peak hourly intersection volumes are greater than BAAQMD screening
levels, a carbon monoxide hotspot analysis will be conducted for up to three intersections with the highest
potential for congestion using the California Department of Transportation CALINE4 model and information from
the traffic analysis. If CO concentrations at these intersections are predicted to exceed the CO standard, remaining
intersections that exceed the screening criteria will also be modeled for CO hotspot impacts under a scope
augmentation. FSC does not anticipate that modeled CO hotspot concentrations will exceed state or federal
ambient air quality standards.
Toxic Air Contaminants Health Risk Screening Assessment
Implementing the General Plan Update may result in increased TAC emissions related to construction activities
and future planned operations. Because construction associated with the proposed General Plan Update would
occur over a long period of time and would be highly dependent on market and economic conditions, it is not
feasible at this time to perform a project-specific TAC health risk analysis. Rather, FCS recommends providing a
construction health risk framework at the plan level to ensure that all land uses anticipated under the General
Plan Update would implement all necessary best management practices to minimize construction-related TAC
emissions. As part of the Existing Conditions Task, FCS will provide recommendations and identify potential
constraints associated with proposed construction-related TAC emissions. It is anticipated that conformance with
these recommendations, and policies and goals developed as part of the General Plan Update would be sufficient
to ensure future construction-related TAC emissions would not expose sensitive receptors to substantial pollutant
concentrations.
For operational-related TAC emissions, FCS will evaluate the proposed General Plan Update land use plan to
determine if existing or future sensitive receptors would be exposed to existing or planned TAC sources. As part of
Existing Conditions Task, FCS will provide recommendations and identify potential constraints associated with
siting of future sensitive receptors and industrial or heavy commercial land uses for the City to consider when
developing the updated General Plan land use map. It is anticipated that conformance with these
recommendations, and policies and goals developed as part of the General Plan Update would be sufficient to
ensure future operational activities would not expose sensitive receptors to substantial pollutant concentrations.
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Conduct Odor Analysis
The analysis will qualitatively assess odor exposure using guidance from BAAQMD and California Air Resources
Board (ARB). There are two scenarios that result in odor exposure: when a generator of odor is constructed near
a sensitive receptor, or when a sensitive receptor is placed near a source of odor or TACs. Similar to TAC emissions
above, the Existing Conditions Task will establish recommendations and identify potential constraints associated
with siting of future receptors and typical odor sources for the City to consider when developing its land use plan.
It is anticipated that conformance with these recommendations, and policies and goals developed as part of the
General Plan Update would be sufficient to ensure future operational activities would not expose or be exposed
to objectionable odor emissions.
Mitigation Measures
By conducting an opportunities and constraints analysis early to inform policy development for the General Plan
Update, it is anticipated that the need for mitigation measures in the EIR will be reduced. Nevertheless, if any air
quality impacts are identified as part of the analysis, FCS will provide plan-level mitigation measures to reduce
any future air quality impacts to a less-than-significant level.
Biological Resources
FCS biologists will analyze potential impacts to biological resources in the Planning Area. Particular consideration
will be given to wildlife species and habitat along the City’s urban edges and riparian corridors as well as to the
cumulative effects of growth on sensitive species through habitat fragmentation. Prior environmental studies for
the City of South San Francisco and the surrounding area, including the San Bruno Mountain Preserve, will be
carefully considered and mitigation measures will be recommended to address any significant impacts identified.
FCS biologists will collect available existing data to assess the quality and quantity of sensitive habitats /
vegetation communities and will provide a constraints-level analysis with descriptions of the existing biological
resources and limited habitat mapping.
Cultural Resources
South San Francisco contains a number of significant historical resources, including historic period buildings,
historic archaeological sites, and historic ranching sites. Additionally, there are known Native American cultural
resources within the City and the surrounding area and a high potential for as yet undiscovered resources,
especially in proximity to the San Francisco Bay. Building on previous studies, FCS will conduct an analysis of
potential impacts to cultural and historic resources in the Planning Area, considering the mitigating effects of
existing regulations and proposed policies and programs from the Draft General Plan Update. At this stage, a
programmatic level assessment will be conducted, consisting of research and coordination with CHRIS, the NAHC
and local historical societies. Individual assessments of potential historic properties of districts will not be
provided at this time. Programmatic mitigation measures will be recommended for any significant impacts
identified.
Geology, Soils and Seismicity
FCS will evaluate potentially significant geological impacts that could result from implementation of the General
Plan Update with reference to existing documentation available from federal, state and local sources.
Development on opportunity sites identified in the General Plan Update could be at risk of structural damage from
seismic-related ground shaking and secondary events, such as liquefaction and ground settlement. As needed,
recommended mitigation measures would focus on strengthening proposed General Plan Update policies and
programs to reduce associated risks to a less than significant level.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 17
Greenhouse Gas Emissions and Climate Change
FCS will evaluate GHG emissions at a plan-level pursuant to guidance provided by BAAQMD. The following
components will be included to fulfill all BAAQMD and CEQA requirements.
Identification of Greenhouse Gas Emission Thresholds
CEQA Guidelines Appendix G establishes two criteria to evaluate a project or plan’s GHG impact. The first criterion
evaluates a project or plan’s GHG emissions to determine if they would result in a significant impact on the
environment. At the time of this writing, BAAQMD has not officially adopted GHG thresholds of significance, but
has previously published GHG thresholds of significance for plan level analyses in units of metric tons of carbon
dioxide equivalent per service population per year (MT CO2/SP/year) where service population equals the sum of
a plan’s population and employment. These thresholds, though not officially adopted, represent the most
applicable thresholds available to evaluate the proposed General Plan Update. Future individual projects
implementing the General Plan Update would then conduct their own project-level analyses to determine if they
exceed the BAAQMD project-level thresholds. BAAQMD’s plan-level GHG efficiency thresholds have been
developed specifically for the region and thus do not carry the same region-specific issues brought forth as part
of the recent Supreme Court ruling on the Newhall Ranch project.
The second criterion required by the CEQA Guidelines is to evaluate if a project or plan is consistent with the
applicable GHG reduction plan for the area. FCS will evaluate the General Plan Update for compliance with the
City’s Climate Action Plan (CAP). FCS will evaluate the proposed General Plan Update’s consistency with the GHG
emission reduction strategies and measures in the City’s CAP in order to help achieve its emission reduction
targets.
Conduct Greenhouse Gas Emissions Analysis
Greenhouse gas emissions associated with operation of the proposed General Plan Update land uses will also be
estimated using CalEEMod. Similar to Air Quality, construction of the proposed General Plan Update would be
highly dependent on economic conditions and market demand; therefore, quantifying construction-related
emissions at the time of this analysis would be speculative. For operations, all information needed to quantify
long-term operational GHG emissions will be included in the RFI described above for Air Quality. Therefore, the
GHG emissions analysis and assumptions used for the modeling will be consistent with those used in the Air
Quality analysis. Mobile-source GHG emissions will be modeled using information provided in the General Plan
Update traffic analysis. CalEEMod is able to estimate operational GHG emissions associated with energy
consumption, area sources, solid waste disposal, and water consumption. It is possible that FCS will also use
California Air Resources Board’s (ARB) on-road and off-road emissions inventory models (EMFAC and OFFROAD,
respectively), EPA’s AP-42 Emission Factors, or other guidance from ARB to quantify emission sources not covered
by CalEEMod.
The buildout year’s operational GHG emissions will also include state and federal actions that will reduce GHG
emissions when possible. Potential statewide GHG emission reduction measures include renewable portfolio
standard, ARB’s Low Emission Vehicle (LEV) program, Title 24 energy standards, and Advanced Clean Cars among
others. FCS will use emission reduction data from ARB, BAAQMD, and/or EPA to avoid overestimating statewide
reductions.
In addition, when possible, FCS will identify potential emission reductions from land use and transportation
policies and programs contained in the General Plan Update that could be implemented by the City. FCS would
use the quantification methods recommended by the California Air Pollution Control Officers (CAPCOA) in its
document Quantifying Greenhouse Gas Mitigation Measures.
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Hazards and Hazardous Materials
FCS will analyze hazards and hazardous materials issues, drawing on the Existing Conditions Report to streamline
EIR preparation and identifying potential impacts from hazardous materials use and storage associated with
buildout of the General Plan Update. The analysis will draw on available data to identify the presence of
underground storage tanks and sites with residual environmental contamination to determine whether
hazardous materials pose risk to the public or schools. Particular attention will be given to wildfire hazards, and
the analysis will refer to the latest available risk assessment information and mitigation strategies. Applicable
federal, state and local regulations and code requirements that offset potential impacts will be cited. Mitigation
measures will be recommended as needed to address significant impacts.
Hydrology and Water Quality
FCS will evaluate potential impacts related to flooding, hydrology and water quality, including stormwater
quality, which could result from General Plan Update implementation. Portions of the City are located within 100-
year flood hazard areas and natural flooding may also occur when creeks, streams and drainage channels
overflow or back up during heavy rainfall. Mitigation measures will be recommended, if necessary, to supplement
proposed policies and programs and reduce any impacts identified to a less than significant level.
Land Use and Planning
FCS will evaluate potential impacts associated with changes to land use designations and policies proposed under
the General Plan Update. The evaluation will address all CEQA Appendix G Checklist criteria and include a
comprehensive analysis of land use compatibility issues associated with buildout of the General Plan Update.
Noise
FCS will prepare a Noise Analysis to evaluate the potential construction and operational noise impacts on noise -
sensitive land uses within the City. The analysis will be wholly contained in the EIR and the supporting technical
data will be appended to the document. To perform this analysis, the following tasks are required.
Document Baseline Conditions
According to the State’s General Plan Guidelines (2017), local governments must analyze and quantify noise levels
and the extent of noise exposure through actual noise measurements or the use of noise modeling. To accomplish
this task, this scope assumes that existing ambient noise levels throughout the City will be documented through
a community noise survey and traffic noise modeling. The ambient noise monitoring effort will include long-term
24-hour ambient noise measurements taken at up to five (5) locations throughout the city. FCS will also model
existing traffic noise contours for major roadways throughout the city; this scope of work assumes modeling for
up to 40 roadway segments. As needed, FCS will also model railroad noise contours following Feder al Transit
Administration modeling protocol. FCS will rely on the latest version of the Airport Land Use Plan for the San
Francisco International Airport to document existing airport noise land use compatibility conditions within the
City.
Construction Noise and Vibration Impact Analysis
Construction associated with development that could occur with implementation of the General Plan Update
would require the short-term operation of heavy equipment in the vicinity of sensitive receptor land uses. EPA
recommended noise emission levels will be used for the construction equipment. Noise analysis requirements
and thresholds of significance will be based on the sensitivity of the Planning Area and the City’s noise ordinance
specifications. FCS will also analyze potential vibration impacts from construction activities associated with
development that could occur with implementation of the General Plan Update. FCS will utilize the methodology
SOUTH SAN FRANCISCO GENERAL PLAN 2040 19
and thresholds contained in the Transit Noise and Vibration Impact Assessment Manual (2018), prepared by the
Federal Transit Administration, for determining construction-related groundborne vibration impacts.
Conduct Operational Noise and Vibration Impact Analysis
Development associated with implementation of the General Plan Update will result in increased traffic and
potential new stationary noise sources. A quantitative assessment of noise impacts from projected vehicular
traffic trips associated with buildout anticipated by the General Plan Update will be performed. Projections of the
future CNEL along selected roadway segments, based on the traffic study to be prepared for the General Plan
Update, will be provided in a table format to show the distance/contour relationship. This scope assumes traffic
noise modeling for up to four traffic scenarios analyzed in the traffic analysis. FCS will utilize the Federal Highway
Administration (FHWA) traffic noise prediction model (FHWA RD 77-108) to calculate the existing and future
(without project and with project) traffic noise contours for up to forty (40) roadway segments within the City. FCS
will calculate the project’s own contributions to future exterior traffic noise by comparing the existing and future
without- and with-project traffic noise contours on the study area roadways, and evaluating the results in
comparison to the substantial noise increase impact criteria.
New land use development that could occur with implementation of the General Plan Update will be evaluated in
comparison to the City’s land use compatibility standards. Areas within the Planning Area that would be
potentially exposed to potential stationary noise source impacts will be evaluated at a programmatic level
commensurate with the level of detail provided by the City. FCS will also analyze potential vibration impacts
associated with operational activities associated with development that could occur with implementation of the
General Plan.
Summarize Noise Reductions and Significance Findings
Mitigation measures or design features to reduce long-term operational noise impacts will be identified where
appropriate. Both an evaluation of the design feature or potential mitigation measures and a discussion of their
effectiveness will be provided.
Population, Housing and Employment
FCS will analyze potential impacts to population, housing, and employment that could result from the buildout
of the General Plan Update. With reference to regional planning projections, we will evaluate whether the General
Plan Update would induce substantial growth above current projections. Additionally, the potential for
displacement of people and housing units will be considered. Mitigation measures will be recommended to
address any significant impacts identified, if warranted.
Public Services and Recreation
FCS will analyze potential impacts associated with increased demand for police, fire, public schools, parks and
libraries that could result from buildout of the General Plan Update. Service providers will be consulted to identify
the need for new or expanded facilities.
Transportation and Traffic
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FCS will prepare the Transportation and Traffic section of the EIR based on the Traffic Impact Analysis report
prepared by Fehr & Peers. Fehr & Peers will use the sub-area model built in Task 3 to develop forecasts needed to
calculate roadway segment LOS for the three land use alternatives for the cumulative and cumulative plus project
scenarios. This task would help determine if changes to the current network (i.e., number of travel lanes and new
roadway connections) are required to meet existing LOS thresholds. Potential modifications to current LOS policy
thresholds will be discussed, with a focus on road segments that do not meet current LOS standards. Pursuant to
and informed by the LOS analysis described above, Fehr & Peers will identify future roadway modifications to
meet the desired transportation thresholds and metrics. VMT analysis will be used to inform CEQA impact criteria
in the EIR. A described above, the report will evaluate operation of the local transportation network under existing
conditions, future No Project conditions and proposed General Plan Update conditions, recommending
mitigation measures as appropriate. All CEQA Appendix G Checklist criteria will be addressed.
Utilities and Service Systems
Based on information provided by the City, including information from the parallel effort to update sewer and
water master plans, FCS will evaluate the potential impacts on utilities and service systems that could result from
implementing the General Plan Update, including potential impacts to water, wastewater and stormwater
infrastructure as well as solid waste facilities. The evaluation will identify areas that could exceed current capacity
levels with implementation of the proposed General Plan Update, and mitigation measures will be recommended,
if warranted.
Alternatives Evaluation
FCS, with assistance from Fehr & Peers, will prepare an Alternatives section for the Program EIR that will evaluate
alternatives as required by CEQA Guidelines Section 15126.6. Including the CEQA-mandated No Project
Alternative, up to three alternatives developed in consultation with City staff and the General Plan team will be
analyzed qualitatively, based on descriptions of each alternative including associated projections of population,
housing units and jobs. In the EIR, a matrix will be provided comparing each alternative’s impacts on the various
issue areas with the proposed General Plan Update, and the environmentally superior alternative will be
identified. The Alternatives section will also include a description of alternatives, if any, that were initially
considered but determined to be infeasible and not carried forward.
Evaluate Significant Irreversible, Growth-Inducing, and Cumulative Impacts
Pursuant to CEQA Guidelines Section 15126(g), FCS will discuss any potential growth-inducing impacts and
significant irreversible effects of the proposed General Plan Update. Additionally, cumulative impacts that could
result from General Plan Update implementation in combination with other past, present and reasonably
foreseeable projects will also be analyzed.
Deliverable
FCS will submit an administrative Draft EIR to City staff containing the required contents identified in Section
15176 of the CEQA Guidelines, including an Executive Summary, Introduction and Study Approach, Project
Description and other relevant supporting sections such as a references section. The administrative Draft EIR will
be submitted in electronic format for City review.
Task 7.8: 2nd Administrative Draft EIR
FCS will address City comments on the administrative Draft EIR and will prepare a Second Administrative Draft
EIR. This task assumes that City staff will return a single set of consolidated, internally-reconciled comments on
the administrative Draft EIR in electronic format, using the track changes function in Microsoft Word. FCS will
submit the Second Administrative draft in electronic format for City review.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 21
Task 7.9: Screencheck and Public Review Drafts of EIR
FCS will address City comments on the Second Administrative Draft EIR and will prepare a screencheck Draft EIR.
To streamline and expedite preparation, we assume that City staff and the General Plan team will return a single
set of consolidated, internally-reconciled comments on the administrative Draft EIR in electronic format, using
the track changes function in Microsoft Word. FCS will submit the screencheck draft in electronic format for City
review.
We assume that comments on the screencheck Draft EIR will focus on formatting and editing, not content
changes. FCS will prepare the Public Review Draft EIR and print hard copies, with appendices on CD. FCS will also
prepare a Notice of Completion form for City review and signature. FCS will deliver 15 hard copies of the Executive
Summary, 15 CDS containing the complete Draft EIR, and the signed NOC form to the State Clearinghouse. FCS
will also deliver hard copies of the Draft EIR, with appendices on CD, to City staff. We assume that the City will be
responsible to noticing and distribution to local agencies and the public as required under State law.
If the City elects to hold a public hearing during the CEQA-mandated 45-day public review period, FCS’s project
manager will attend that hearing to present the EIR findings, answer questions and note comments received at
the hearing.
Task 7 Deliverables
• Plan Outline
• General Plan sample layout/design
• General Plan Drafts – Admin, Second Admin, Screencheck, and Public Draft
• EIR – Admin, Second Admin, Screencheck, and Public Draft
• Prepare a draft and final TIS for inclusion in the General Plan EIR
Task 8: Review and Adoption
Task 8.1: Online Comment Form
January Advisors will prepare an online comment form that allows the public to provide comments on the Public
Draft General Plan. This form will allow staff to easily review and sort public comments.
Task 8.2: Comments Matrix / Track-Changed Public Draft General Plan
R+A will create a comments matrix to track all the comments received on the General Plan with a brief statement
of how each will be addressed in the final General Plan. City staff should have a leading role on this task to ensure
that City staff understands all of the content in the final General Plan.
Task 8.3: City Council + Planning Commission Hearings
The team will attend up to two hearings with both the Planning Commission and City Council to review the Draft
General Plan and the Final EIR (for a total of 4 hearings with 2 before each body). At the conclusion of the hearings,
the City Council will determine whether to certify the Final EIR and whether to adopt/approve the General Plan
update. R+A will prepare a brief PowerPoint presentation summarizing the General Plan. Staff will prepare the staff
report, which will be reviewed by the R+A team.
Task 8.4: Final General Plan
Based on final direction/comments from the City Council during the hearing process, R+A will prepare a Final
General Plan that reflects all of the changes approved by the City Council. The scope assumes only minor, editorial
changes will be needed to finalize the document. Our team will prepare and transfer all relevant materials to the
City.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 22
Task 8.5: Final EIR
Following the close of the public review period for the Draft EIR, FCS will prepare an administrative Final EIR
including the responses to comments on the Draft EIR as well as a Mitigation Monitoring and Reporting Plan
(MMRP).
Responses to Comments
FCS will compile a complete set of all comments received on the Draft EIR and prepare responses to substantive
comments on the adequacy of the environmental analysis, with assistance from Fehr and Peers. This scope of
work assumes up to 50 hours for preparing the Response to Comments by FCS staff. Based on our experience 50
hours is normally sufficient to respond to comments on a General Plan EIR; however, if additional work is
necessary due to an unforeseen volume or complexity of comments, a contract amendment authorizing the
additional work will be necessary.
Administrative Final EIR, Response to Comments and MMRP
FCS will prepare an Administrative Final EIR, including Response to Comments received on the Draft EIR and a
MMRP. The Administrative Final EIR will contain verbatim comments received, the responses to comments, and
changes to the Draft EIR necessitated by the responses. To save time and space, this information will be presented
in tabular format providing information in a way that makes for a more publicly-accessible document and reduces
printing costs. Concurrent with the preparation of the Administrative Final EIR, FCS will prepare a Draft Mitigation
Monitoring and Reporting Plan (MMRP) for the mitigation measures included in the EIR. The MMRP, shown in
tabular form, will identify responsibility for implementing and monitoring each mitigation measure, along with
monitoring triggers and reporting frequency. FCS will provide the City with an electronic version of the
Administrative Final EIR, Response to Comments and MMRP.
Final EIR
FCS will address comments from City staff on the Administrative Final EIR, Response to Comments and MMRP to
include in the Final EIR. This task assumes that City staff will return a single set of consolidated, internally-
reconciled comments on the administrative Final EIR in electronic format, using the track changes function in
Microsoft Word, that will allow FCS to complete the Final EIR. This scope of work assumes that FCS will print and
deliver 15 hard copies of the Final EIR to the City, with appendices on CD.
Notice of Determination
FCS will prepare the draft Notice of Determination for the City to file the Notice of Determination with the County
Clerk within five business days of EIR certification. The purpose of the Notice of Determination filing is to limit the
legal challenge period to 30 days. If a Notice of Determination is not filed within five business days of certification,
the legal challenge period is 180 days. The Notice of Determination filing also requires payment of a filing fee and
CDFW fees, which FCS assumes will be paid by the City. FCS will provide the Draft Notice of Determination to City
staff in Microsoft Word format.
Task 8.6: Findings, Resolutions, and Statement of Overriding Considerations
FCS’s in-house CEQA attorney will prepare findings and resolutions for certification of the Final EIR as well as a
Statement of Overriding Considerations for any significant and unavoidable impacts in the EIR, if necessary. The
Findings of Fact will summarize significant impacts, present mitigation measures required to reduce impacts to
less-than significant levels, identify the environmentally superior alternative and permit adoption of the MMRP.
FCS will submit draft electronic copies of the findings, resolutions, and Statement of Overriding Considerations,
and will revise and finalize these documents based on City direction.
Task 8.7: Metrics and Evaluation Plan
During the development of the General Plan, R+A will craft an evaluation plan that will support its successful
implementation. The Evaluation Plan will: 1) identify a timeframe and methodology to regularly review and
update the General Plan; 2) describe how the metrics should be used to track plan progress; 3) identify on-going
SOUTH SAN FRANCISCO GENERAL PLAN 2040 23
methods and timing of community engagement to ensure that the public stays involved with the General Plan
and has ownership of the document.
Task 8.8: Digital General Plan
The project website will evolve into the long-term digital home for the General Plan. Citizens will be able to browse
by topic area, performance indicators, as well as search for key terms across the entire website.
We develop digital General Plans with the idea that there will be multiple entry points for the website, not just the
home page. For example, if someone searches for "Wellness South San Francisco," they will find the specific page
dedicated to that topic. Therefore, on every page it's important to orient the user to the General Plan project, why
it matters, and how to get involved.
We will also include interactive maps and data visualizations that help the City of South San Francisco
communicate complicated issues using data, maps, and pictures.
Task 8 Deliverables
• Online Comment Form
• Completed Comments Matrix
• Council and Commission Hearings (x2)
• Final General Plan
• Evaluation Plan
• Digital General Plan
• Final EIR, including Response to Comments
• Findings, Resolutions and Statement of Overriding Considerations
• Notice of Determination
Task 9: Zoning Code Update
Task 9.1: Zoning Code Technical Review
Zoning Code Update Initiation Meeting and City Tour. LWC will meet with City staff and interested parties to
discuss their ideas and aspirations for the Zoning Code update, General Plan, problems and issues with current
regulations and policy issues to be resolved through zoning. We will also discuss and tour the City with City staff.
Technical Review. LWC will conduct a technical review of the General Plan and other relevant plans, regulations,
and related documents. The purpose of this review is to analyze the effectiveness of the existing regulations to
implement the General Plan’s goals, objectives, and recommendations; understand the relevancy of other City
planning documents; and identify conflicts with applicable requirements of State and federal law.
Stakeholder Interviews. LWC will prepare for and participate in one day of stakeholder interviews to review and
discuss strengths, weaknesses, and possible changes to the current zoning regulations, with a focus on
implementation of the new General Plan. City staff will be responsible for identifying and coordinating the
interviews with stakeholders. Issues identified by stakeholders will be presented in a Stakeholder Interview
Summary Report.
Task 9.2: Zoning Code Diagnosis
Zoning Code Diagnosis Memo. LWC will prepare a Zoning Code Diagnosis Memo based on the technical review
and input from stakeholders and staff. The memo will discuss General Plan direction for new development
controls, assess the strengths and weaknesses of the existing Code, and identify key issues to be addressed in the
update and best practice recommendations for addressing the issues. A draft Zoning Code Diagnosis Memo will
be prepared for staff review and revised based on staff comments.
Zoning Code Diagnosis Workshop/Study Session. LWC will facilitate a Zoning Code Diagnosis workshop/study
session to present the findings of the technical review and analysis of the current code. The workshop/study
SOUTH SAN FRANCISCO GENERAL PLAN 2040 24
session will address the major issues of the current regulations; General Plan direction for new regulations; and
recommendations to address these issues.
Zoning Code Update Outline. Based on comments on the Zoning Code Diagnosis Memo and other input
gathered, LWC will prepare an outline of the Zoning Code update, identifying whether existing code sections are
to be maintained, amended, or discarded and where new sections are needed.
Task 9.3: Draft Zoning Code
Public Review Draft Zoning Code. LWC will prepare a Public Review Draft Zoning Code based on the Zoning Code
Update Outline and reflective of the issue identification and technical review and evaluations conducted in Tasks
9.1 and 9.2.
• District Regulations. Regulations for existing zoning districts and overlays will be evaluated and revised and
new districts and overlays will be developed as necessary to implement the General Plan. Existing design and
development standards for residential development will be reviewed and updated as necessary to establish
objective standards that comply with State law. Other design and development standards will be evaluated
and updated as necessary to achieve high-quality design, consistent with the General Plan, and address
compatibility of infill projects.
• Regulations Applying to Some or All Districts. Existing standards that apply to some or all districts will be
evaluated and modernized, and new or revised standards will be identified for implementing the General
Plan, responding to staff and community concerns, and bringing standards up to date with current uses,
practices, and state and federal law. Topics include, but are not limited to standards for specific uses, signs,
landscaping, parking, open space, and nonconforming provisions.
• Administrative Provisions. Procedures for the administration and enforcement of the Zoning Code, including
application procedures, required findings, hearings and approval, and post decision procedures for all
permit/approval types will be reviewed and updated as necessary to meet General Plan objectives.
• Terms and Definitions. Terms and definitions will be reviewed and updated to reflect contemporary language
and simplify the classification of land uses. As a rule, definitions will use plain language and be consistent
with definitions of other sections of the Municipal Code.
Workshop/Study Session. LWC will prepare for and facilitate up to two workshops/study sessions to review the
Public Review Draft Zoning Code. The workshops/study sessions may also be combined with open houses,
providing a forum for informal discussion with individual community members seeking to understand the new
regulations. LWC will create straightforward informational outreach material for each workshop/study session.
Public Hearing Draft Zoning Code. LWC will review comments on the Public Review Draft Zoning Code with City
staff and prepare the Public Hearing Draft Zoning Code.
Task 9.4: Final Zoning Code
Planning Commission Hearings. LWC will attend, prepare materials for, and make formal presentations at two
Planning Commission hearings on the Zoning Code.
City Council Hearings. LWC will attend, prepare materials for, and make formal presentations at two City Council
hearings on the Zoning Code.
Final Zoning Code. Based on City Council action and final text changes provided by City staff, LWC will prepare
the final Zoning Code. The document will be produced in PDF and a MS Word format and able to be made
accessible and interactive through online publishing.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 25
Task 10 Project Management
Task 10.1: Monthly Status Meetings
On a regular basis, R+A will schedule monthly in-person meetings with staff to discuss the status of the project
and coordinate on project activities. This will include monthly status reports on the project. These meetings will
be coordinated with other trips to South San Francisco to ensure efficiency of travel and budget.
Task 10.2: Team Check-in Calls
R+A and other team members will hold regular phone calls to coordinate with the City about the project. This task
also covers “informal” communication via email and phone up to the maximum budget.
Task 11: Climate Action Plan
Task 11.1: Greenhouse Gas Inventory and Target Setting
As a part of the Discovery Phase, R+A will develop a current conditions greenhouse gas inventory for the most
recent year for which emissions activity data is available, likely 2015 or 2016. R+A will work directly with the energy
and water utilities and other relevant agencies serving the City to collect the activity needed to estimate emissions
on a community-wide basis. R+A will develop community greenhouse gas emissions forecasts for the key
regulatory years of 2020, 2030, and the General Plan buildout date. R+A will work with the City to identify GHG
reduction targets for 2020, 2030, the General Plan buildout year, and 2050 that align with state goals as expressed
in AB 32, SB 32, and Executive Order S-03-05 (80% below 1990). Setting targets consistent with state goals is a
major step toward meeting the requirements of CEQA Guidelines section 15183.5 (b), which would allow new
projects to determine significance under CEQA by assessing their consistency with the CAP.
Task 11.2: Greenhouse Gas Reduction Analysis
As part of this effort, the R+A team will build on the City’s 2014 Climate Action Plan, adding new General Plan
policies and proven strategies for greenhouse gas emissions reduction from many sources, including RICAPs,
ICLEI, the US Conference of Mayors Best Practices for Climate Protection, CoolCalifornia.org, CAPCOA, and our
experience developing CAPs for local governments. In particular, we will draw from best practices put forth in
exemplary CAPs that are designed to achieve deep greenhouse gas reductions. We will consider programs and
policies that are both wholly within the City and those that are regional in nature, and that would require
collaboration with other jurisdictions and regional organizations.
R+A will estimate the GHG reductions associated with the implementation of each measure and assess the ability
of the CAP to achieve the City’s reduction targets.
Task 11.3: Climate Action Plan Scoping
The Climate Action Plan should strike a balance between being a technical document that is used on a day-to-day
basis by City staff and elected and appointed officials to guide decision-making, and a visionary document used
by the general public to understand the long-term vision and direction of a community. Through a series of
discussions with the City, and other stakeholders as appropriate, R+A will facilitate a design and decision-making
process to scope the Climate Action Plan. Key questions include:
• What are the primary purposes of the Climate Action Plan?
• Who are the primary users of the Climate Action Plan? Secondary users?
• How do you anticipate using the Climate Action Plan, if at all?
• Is it a living document? If so, what content changes do you anticipate over time? Who will make those
changes?
SOUTH SAN FRANCISCO GENERAL PLAN 2040 26
• What are the most critical components of the Climate Action Plan (e.g., inventories, mitigation strategies,
etc.)?
Once we narrow down these issues, we can define the format of the document, including whether the Climate
Action Plan is web-based, print, or a combination of both.
Task 11.4: Climate Action Plan
Building on the greenhouse gas inventory, community engagement, and greenhouse gas reduction analysis, R+A
will prepare a Climate Action Plan for the City. In any format, special attention will be paid to the design of the
Climate Action Plan. While data-driven, the Plan will use good practices in information design to be accessible and
understandable to the widest array of users. R+A will work with City staff to ensure the Climate Action Plan is
usable by key audiences.
As determined in the scoping, the Climate Action Plan may include, but is not limited to:
• The vision for climate action.
• Quantitative goals and tracking metrics.
• Recent accomplishments and implementation actions related to climate and sustainability efforts.
• Resident or businesses to programs and actions that reduce greenhouse gas emissions and increase
community resiliency.
• Connections from the Climate Action Plan to broader City policy goals related to community health, housing,
or parks and open space
R+A will prepare three versions of the Climate Action Plan, including an Administrative Draft, Public Draft, and
Final Climate Action Plans. The City should review each version of the Climate Action Plan and provide one
consolidated set of comments on each draft.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 27
Meeting Matrix
Task #: Meeting Type Raimi +
Associates
Plan to
Place
First
Carbon
Solutions
Strategic
Economics
Fehr &
Peers
Lisa Wise
Consulting
January
Advisors
1.1: Project kick-off
meeting (1) 1 1 1 1 1 1 1
2.4: CAC meetings (20) 15 20 2 4 4 1
2.5: Stakeholder interviews
(up to 25) 20 10 4 6
2.6: Social equity meetings
(6) 3 6 3
2.7: Community workshops
(6) 6 6 1 2
2.8: Pop-up meetings (8) 8
2.9: Sub-Area meetings (18) 18 14 4 4
2.10: City Council and
Planning Commission
study sessions (12)
9 4 1 3 3 2
2.11: Coordination with
outside agencies (15) 5 8 5
2.12: Department meetings
(8) 8 2 2 2 4
2.13: Team working
meetings (4) 4 2 2 4 4 2 1
2.13: Public scoping
meeting (1) 1
8.3: Hearings (4) 4 2 2 4
SOUTH SAN FRANCISCO GENERAL PLAN 2040 28
Proposal Assumptions
The following is a list of assumptions for the General Plan update.
• The level of effort for each task is limited to the general number of hours for each task listed in the budget
spreadsheet. R+A team members may reallocate hours between tasks if individual tasks are completed in less
time than anticipated.
• All data and information provided by the City will be assumed to be correct and up-to-date. The consultant
team is not responsible for out-of-date or inaccurate information.
• All studies that the team will prepare are identified in the scope of work. Any studies, tasks, deliverables or
reports not specifically identified are assumed to be not included.
• City review time for workshop materials and meeting materials will be approximately one week. City review
of major products will be between two and four weeks, depending on the product and other responsible of
City staff. All comments will be provided as a single set of non-conflicting and actionable comments.
• City comments on the Administrative Draft General Plan and EIR are provided in one consolidated set of
comments, and will not require new analysis or technical studies.
• City comments on the Screencheck Draft General Plan and EIR will be focused on typographical errors,
formatting, and other minor edits only.
• The City shall provide data in GIS format, including but not limited to: existing land use, existing general plan
land use designation, existing zoning districts, county assessor information, number of units per parcel, non-
residential square footage per parcel, street centerlines, parks, public facilities, transit routes, pipeline
development projects, infrastructure trunk lines and other existing built environment information that may
be necessary during the General Plan update process. Additional data layers will be identified during Task 1.2.
• City staff will serve as partners to the consultant team in the update process and will be responsible for, at
minimum, the following activities:
o Writing staff reports
o Logistics of all meetings
o Costs of meeting facilities and supplemental costs of meetings and workshops, including but not
limited to, food, childcare, high-cost supplies, printing workshop materials
o Printing copies of documents (the team will provide electronic versions and City staff will be
responsible for printing) including boards for public workshops, documents and reports.
o Assisting with outreach to inform the community about General Plan events. This includes public
notices, notices in newspapers, distributing meeting notices in public buildings, mailings, etc.
o Timely response to consultant team questions.
o Timely review of documents and materials prepared by the consultant team.
o Leading the effort to track and respond to public comments on the Public Draft General Plan
o Other tasks as identified during the process.
• The assumptions for the EIR preparation are as follows:
o City staff will be responsible for local noticing and distribution of public documents.
o This price is based upon completion of the work within the proposed schedule. If delays occur, an
amendment of the price would be warranted to accommodate additional project management and
other costs, and to reflect adjustments for updated billing rates.
o The FCS Project Manager will be the primary representative at the project meeting and public
hearing.
o Printing costs are based on the method of printing and binding proposed, numbers of copies
proposed as work products, and estimated page lengths. Document printing costs are estimated and
will be finalized at the time of printing. On further clarification of the documents (paper and/or digital
CD) that the applicant team or City staff will need during the preparation effort, FCS will specifically
identify a detailed reproduction work plan with more specific costs.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 29
Optional Tasks
Downtown Storefront
The Raimi team could support City staff in preparing materials for a Downtown Storefront or project office to
display the latest information about the project and interact with visitors. Pending availability and the City’s
ability to lease a space for the duration of the project, the following assumptions
• It is anticipated that regular office hours would be facilitated by City staff, members of the CAC, and/or
volunteers the majority of the time, with support from the Raimi team. City Staff/volunteers would lead on
office hours.
• At minimum the space would be used to share the latest project updates, advertise upcoming
meetings/events, gather input through digital or manual surveys/activities, and sign visitors up on the email
list for future updates.
• Space permitting, the Downtown Storefront can also be used as meeting space for a kick-off event if the space
is large enough, and/or for stakeholder or focus group meetings, targeted advisory committee meetings, and
pop-up events.
• The Raimi team would collaborate with City staff to prepare project boards or displays to be posted in the
storefront windows to share the latest information even when the office is closed. It is assumed that a majority
of the displays and potential interactive activities would mirror or parallel outreach activities implemented
through other ongoing meetings/events (e.g., pop-up meetings, community workshops).
Real-time Balloting
Plan to Place will prepare and facilitate surveys using polling software and handheld remotes or clickers to
administer real-time balloting at designated meetings (e.g., CAC meetings, sub-area meetings and workshops) to
foster interactive input on meeting topics. The greatest advantage of this approach is it gives an equal voice to
everyone in the room and provides access everyone to the process. Equally important is the ability to
instantaneously see the results in real-time to gauge interest in the room and allow for a discussion to uncover
why participants made certain choices.
Form-Based Code
MICRO-SCALE ANALYSIS AND FBC APPROACH
• Micro-Scale Analysis. Based on the outcome of the land use and urban design work in the General Plan
update, LWC will identify and document with assistance from City staff the key physical and use-
characteristics in three focus areas (anticipated to be Downtown, the El Camino Real south of Chestnut
Avenue, and the approximately 20-acre area east of Highway 101 near the Caltrain Station). These
characteristics will inform the palette of form-based zones in the Zoning Code update and the eventual
standards.
• FBC Code Approach. LWC, with team input, will prepare a memo to outline the principles of FBCs, confirm
the approach to the form-based zones, identify an organizing principle (e.g. transect), and finalize the desired
level of regulations.
DRAFT FORM-BASED ZONES
• Administrative Draft Form-Based Code (FBC). Based on the Zoning Code Diagnosis, comments from key
stakeholders, and direction from City staff, LWC will prepare the draft form-based code for the focus areas.
Key elements of the FBC include a regulating plan, form-based zones (up to five transect zones), building type
standards, and frontage type standards. It is not anticipated that architecture standards or design guidelines
will be included. The FBC will be developed in InDesign.
SOUTH SAN FRANCISCO GENERAL PLAN 2040 30
• Mapping of FBC Areas. LWC will provide strategic advice to City staff and R+A for their preparation of a
regulating plan/zoning map for the three focus areas showing the distribution of form-based zones. The
regulating plan will initially be developed in Illustrator by LWC and after adoption will be converted into the
City’s GIS by City staff.
• Staff Review Meetings and Testing FBC Standards. LWC will participate in two review meetings and testing
sessions with City staff for the purpose of gathering comments, getting feedback, testing the FBC, and training
staff on the Draft FBC.
• Public Review Draft and Final FBC. The public review and final FBC will be incorporated seamlessly into the
Citywide Zoning Code update. Based on input from staff, Planning Commission, City Council and the public,
LWC will revise the FBC, as necessary.
Exhibit A: Raimi + Associates Team Scope of Work A‐1
for Thousand Oaks General Plan Update + EIR
City of Thousand Oaks
General Plan Update and PEIR
Exhibit A: Scope of Work
The following is the R+A team’s scope of work for the General Plan update and Program EIR for the City of
Thousand Oaks.
Task 1: Project Initiation
Task 1.1: Project Kick-off Meeting
The R+A team will hold a full‐day kick‐off meeting in Thousand Oaks to initiate the project. This meeting will
include an overall team meeting, one‐on‐one topic‐specific meetings with City staff, and a tour of the City.
The topic‐specific meetings with staff may be related to land use and community design, health and
sustainability, economic development, mobility, and community engagement.
Task 1.2: Collect and Review Existing Conditions
The City will provide the R+A team with a comprehensive list of documents and data necessary to prepare
the General Plan and EIR. Following delivery of materials, the R+A team will prepare a supplemental data
request list to obtain additional data from the City. Our team will review existing planning documents and
technical reports provided by the City. The R+A team will review this information in preparation for producing
the full Existing Conditions Report (Task 3). As part of this task, R+A will create a base map that will be used
throughout the process.
Task 1.3: Project Work Plan
R+A will develop a project work plan broken out by scope task that specifies lead and supporting team
members, key work elements, major deliverables/outcomes, due dates, required City actions, and task status.
It will include the key elements of community engagement. The Work Plan will be a living document, updated
throughout the General Plan update process.
Task 1 Deliverables
Data and document request memo
Base map(s) – draft and final
Project Work Plan – draft and final
Exhibit A: Raimi + Associates Team Scope of Work A‐2
for Thousand Oaks General Plan Update + EIR
Task 2: Community Engagement
The following presents our overall approach and specific tasks for community engagement for the City of
Thousand Oaks General Plan. Our engagement process is divided into four phases, as shown on the following
page: 1) Visioning, 2) Alternatives, 3) Policy Development, and 4) Review and Adoption. The ultimate goals of
the engagement process are: to educate the public on the update process; to provide transparency and trust‐
building through the citywide planning process; to receive feedback on key land use, transportation,
economic, health, and other policy issues; and to provide opportunities for the community to take ownership
of the plan in preparation for implementation.
A key component of our engagement approach is to involve as much of the population in the decision‐making
process as possible, focusing on members of the community who are not typically involved in the process,
including youth, working families and low‐income and minority populations.
Task 2.1: Community Engagement Plan and Database
R+A will prepare a comprehensive Community Engagement Plan to clearly identify the range of outreach tools
and platforms and the timing and responsibilities related to each. The engagement strategy will help guide
the outreach efforts but remain flexible to evolve as we go through the planning process to course correct as
needed. The Community Engagement Plan will:
Introduce the overall outreach process and engagement tools;
Identify numerous outreach targets overall and for specific stakeholder groups such as seniors, youth
and native Spanish speakers.
Outline project goals and objectives, as well as lessons learned from previous outreach efforts;
Identify outreach and communications responsibilities, and the engagement schedule relative to key
dates and events in the community;
Provide an overview of interest groups, stakeholders, key advisors and members of the advisory
committee, and the format of future meetings; and
Establish methods for communicating with City staff and stakeholders.
Additionally, R+A will build a contact database for the project based on existing City outreach databases and
interested parties identified during the General Plan update process. This will include advocacy groups, service
organizations, neighborhood associations, business interests and others. The City’s project website should
have an automated feature where participants can add their names to the contact list.
Task 2.2: Logo and Branding
R+A will prepare unique branding materials for the project. At a minimum, this will include a logo, color
palette, document layouts and fonts, meeting notices and PPT presentation template. All public materials will
use the branding identity.
Exhibit A: Raimi + Associates Team Scope of Work A‐3
for Thousand Oaks General Plan Update + EIR
Task 2.3: Project Website
R+A will create an interactive website for the project that allows for two‐way communication of information.
The website, which will include a unique URL, will include basic information about the project, documents
produced for the project, meeting summaries and meeting announcements, among other materials. The
project will also include an interactive component such as comment features, surveys, and interactive
workshops whereby participants can complete workshop activities. The R+A team will regularly update the
website throughout the project.
Task 2.4: Project Fact Sheet
R+A will develop a project fact sheet (or information sheet) that defines the purpose of the project, the project
timelines, and ways that the public can get involved and the decision‐making process and basic information
on the City.
Task 2.5: Stakeholder Interviews
The R+A team will conduct up to 15 approximately one‐hour stakeholder meetings and/or interviews.
Stakeholders will be identified with City staff at the beginning of the project and may include: City Council
members; key business and advocacy organizations; and community leaders. R+A will prepare a brief
memorandum summarizing the results of the stakeholder interviews. Further, the interviews will be
conducted at a time to inform the Community Engagement Plan.
Task 2.6: General Plan Advisory Committee (12x)
R+A and City staff could work together to form and then meet with a General Plan Advisory Committee
comprised of approximately 12‐20 individuals, representing the broader community. The Advisory Committee
would be strictly advisory and non‐voting and we recommend that it meet approximately 12 times during the
process to obtain feedback on the project issues; the vision and guiding principles; land use and transportation
alternatives; approaches to housing, health, economic development, and other key policy topics. The Advisory
Committee would also serve as a sounding board for content for public workshops. Potential topics for the
GPAC meetings are:
Issues and Opportunities
Draft Community Engagement Plan
Vision and Guiding Principles; plan targets and outcomes
Land Use/Design Alternatives
Sustainability, Health, & Equity
Mobility and Transportation
Parks and Open Space
Economic Development
Plan Review
Exhibit A: Raimi + Associates Team Scope of Work A‐4
for Thousand Oaks General Plan Update + EIR
Task 2.7: Pop-Up Workshops (12 total; 3 rounds of 4)
The R+A team recommends facilitating “pop‐up” workshops or “intercept” meetings at planned well‐
attended events in Thousand Oaks throughout the planning process (e.g., Thousand Oaks Farmer’s Markets,
Community and Senior Center Events, Streets Events, CLU events). These workshops will be held at times and
locations convenient for a wide cross section of participants (e.g., youth, young families, minority and diverse
groups and other traditionally underrepresented groups) and materials will be translated and accessible for
all that attend. The team will prepare materials for three distinct pop‐up workshops during the following
phases: visioning; alternatives; and draft plan. For each phase, the R+A team will attend four pop‐up events
and City staff can attend additional events as needed during each phase.
Task 2.8: Community Forums (2 total)
Community forums provide an opportunity to share insights on the latest land use, circulation, development
challenges, and market trends affecting Thousand Oaks and the surrounding region. Topics for the community
forums could include those related to housing law, transportation, parking, and/or economic development,
including the fiscal realities about the relationship between public services, tax revenues and land use
decisions.
Task 2.9: Community Workshops (4 total)
R+A will organize up to four (4) community workshops. These are expected to be evening or weekend
meetings that last approximately three hours. Each workshop will include an opening presentation followed
by interactive exercises. The following presents our initial proposed direction for the community workshops.
However, there are many variations of the flow and topics of the workshops and our team looks forward to
discussing the options during the project scoping phase. The proposed topic of each workshop is below:
Workshop #1: Issues, Vision, & Guiding Principles. This would focus on developing a draft vision
statement, guiding principles and key issues for review and further discussion. Participants may
discuss the following questions:
o What makes Thousand Oaks unique and special?
o What are the key issues and opportunities facing Thousand Oaks today and in the future?
o What is your vision for Thousand Oaks in the next 20‐30 years? What will the City look like in
2040? Which parts of town will remain substantially as they are, which will change
significantly, and in what ways?
o How can we help to build community consensus for change and for preservation during the
General Plan Update Process?
o What is the relationship between fiscal revenues, quality services and land use decisions?
o Participants will also be asked to identify where they would like to see new housing,
shopping, jobs, parks, and transportation improvements in the City.
Workshop #2: Land Use and Mobility Alternatives. The R+A team will present up to three potential
growth and development alternatives for Thousand Oaks. The alternatives will incorporate existing
Exhibit A: Raimi + Associates Team Scope of Work A‐5
for Thousand Oaks General Plan Update + EIR
Specific Plan direction and will focus on areas where change is anticipated. The outcome of this
workshop will be ideas or concepts that should be included in the area. As part of this workshop,
participants may provide feedback on urban design and community character for different areas of
the City using a visual preference survey. Participants may use handheld clickers to identify
preferences for different development types and receive instant feedback on the results.
Workshop #3: Policy Direction. At this workshop, we will have a series of open house stations to
provide policy direction and implementation ideas for key topics identified during the process. The
workshop could focus on topics such as: housing, sustainability, environmental justice, parks, and
transportation, or other important topics identified through the engagement process.
Workshop #4: Draft General Plan Open House. After the Draft General Plan is released for public
review, we will hold a workshop to review the content and collect feedback from the community.
This workshop will include a brief overview presentation and interactive stations for each of the
Elements.
To gather additional community feedback in parallel with every community workshop, R+A will post workshop
questions and materials online using SurveyMonkey. This will occur in a coordinated way with every
community workshop using similar or identical engagement material. This provides additional feedback
opportunities for segments of the population that are not able to attend a community workshop in person,
while amplifying the usefulness and distribution of workshop content to a broader, more diverse audience.
Our team will provide logistics planning support, developing the workshop format and preparing the agenda,
consolidating and synthesizing relevant materials from the technical team when needed, facilitating the
workshop (lead facilitator and 1‐2 assistants), and providing summary notes documenting input and
identifying common discussion themes.
R+A will provide an outreach flyer for each meeting that can be distributed via email and through existing city
channels. City staff will be responsible for mailing flyers and physically distributing flyers throughout the City.
Task 2.10: Neighborhood and Stakeholder Meetings to Build Capacity
To maximize local engagement opportunities and explore complex issues, the R+A team proposes facilitating
conversations with neighborhood associations and community organizations, as well as business leaders and
the development community at preexisting meetings. At each meeting, participants will learn about the
project and will be asked to share ideas about the proposed project and outreach strategies. This will help
inform the community and communicate their priorities, while teaming with community leaders to identify
best practices to engage residents and stakeholders that typically are not heard from. Neighborhood and
stakeholder groups that can be consulted for the General Plan Update could include representatives,
professionals, or other members of the public from:
City Commissions and Boards
Regional Agencies such as Conejo Valley Parks and Recreation District
Thousand Oaks Boulevard Association (TOBA)
Conejo Valley Chamber of Commerce and Thousand Oaks Rotary Club
Exhibit A: Raimi + Associates Team Scope of Work A‐6
for Thousand Oaks General Plan Update + EIR
Major Employers and Businesses ‐ Amgen, Teledyne, Tecom Industries, Envision Avionics Panels, Los
Robles Medical Center, etc.
Thousand Oaks Auto Mall
The Oaks Mall & Janss Marketplace
California Lutheran University
Conejo Valley Unified School District School board, Thousand Oaks and Westlake High Schools
Faith‐based organizations and HOAs
Affordable housing groups such as Many Mansions and Habitat for Humanity of Ventura County
Commercial real estate brokers and local architects
And others as identified during the process
R+A will conduct as many meetings as possible within the allocated budget. The specifics of this task will be
identified during the development of the Community Engagement Plan.
Task 2.11: Focus Groups (6x)
R+A will organize six (6) focus groups to explore ideas and concepts developed during the General Plan update
process. The timing of the focus groups will be determined during the scope phase of the project but will likely
occur during the alternatives development phase or the preparation and resolution of policy alternatives. The focus
groups will be structured to bring together certain segments of the population – seniors, youth, parents with
children, young professionals, Spanish‐speaking residents, business owners, etc. – to exchange ideas in an informal
setting. R+A will work closely with the City to identify target populations and handle focus group logistics. This task
includes two economic development focus groups conducted by HR&A (further described in Task 3.2).
Task 2.12: City Council Study Sessions
The R+A team will hold three study sessions with the City Council. These meetings will occur at key junctures
in the process as defined below:
#1: Review the vision, guiding principles and key issues and opportunities.
#2: Review and approve the general direction for preferred land use and mobility alternative.
#3: Review and approve the goals and policy direction for the General Plan.
For each, R+A will prepare presentations and City staff will handle logistics and staff reports.
Task 2.13: Coordination with Outside Agencies
R+A team members will coordinate with outside agencies deemed pertinent to the General Plan update and
EIR. Up to 10 approximately one‐hour meetings and/or phone calls are anticipated.
Task 2 Deliverables
Draft and Final Community Engagement Plan
Logo and Branding Package
Exhibit A: Raimi + Associates Team Scope of Work A‐7
for Thousand Oaks General Plan Update + EIR
Project Fact Sheet
Project Website
Stakeholder Interviews Summary
Focus group summary (6x)
Community Forums (2x)
General Plan Advisory Committee meeting materials and summary notes (12x)
Community workshop materials (4x)
Pop‐up workshop materials (3x)
Notes from meetings with neighborhood groups and stakeholders
Notes from meetings with outside agencies
Task 3: Existing Conditions Analysis
During this task, the R+A team will prepare a series of analyses to understand the existing conditions in the
community and the current policy direction of the City. Please note that some of the baseline existing
environmental conditions will also be prepared during this time, serving a dual function as the existing setting
section of the EIR and the background report for the General Plan.
Task 3.1: Review and Assess Existing Reports, Studies and Regulations
The R+A team will review existing reports, studies, and regulations and work with staff to determine how the
information should be incorporated into the General Plan. This will include existing Specific Plans (Thousand
Oaks Boulevard Specific Plan and others), the existing General Plan and zoning ordinance, regional planning
documents, the Downtown Core Master Plan and other plans, studies, reports and regulations that would
provide additional information relative to the General Plan Update effort.
In addition, the team will review and summarize the applicability of recent State regulations that impact the
General Plan process, including SB 379 (climate adaptation), SB 743 (VMT and LOS), SB 1000 (environmental
justice), and AB 1358 (Complete Streets), among others. The deliverable for this task will be a matrix
summarizing each document and regulation and how each should be incorporated into the General Plan.
As needed, R+A will also review pipeline and recently proposed and approved development projects, as
valuable evidence of the development projects that current policy, regulation, and market economics are
bringing to Thousand Oaks. An understanding of projects that have been well received, projects that have
been denied, and projects that have generated controversy will be useful to help the team understand
community perspectives and the degree of fit or misfit between existing policies and regulations. This will
provide a valuable base of information as land use and urban form alternatives are generated and evaluated
and General Plan designations are developed for the City.
Exhibit A: Raimi + Associates Team Scope of Work A‐8
for Thousand Oaks General Plan Update + EIR
Task 3.2: Existing Conditions Analysis
The R+A team believes in the power of well‐presented and curated data to spur productive civic discourse
and encourage positive change. To support this discussion, the R+A team will prepare a series of stand‐alone
existing conditions reports that summarize the current conditions and future trends for topics critical to the
General Plan update. The existing conditions analysis will include the following technical reports. All will be
required for both the focused and the comprehensive General Plan Update.
Land Use and Community Design Report. R+A will prepare a land use and community design report that
provides an overview of the existing and allowable land uses in the City and the major urban design
characteristics. Topics that will be covered include:
Existing land use map and table
General Plan designations and zoning districts
Growth projections and opportunity sites/areas
Analysis of Measure E housing development capacity
Summary of planning and policy documents (for example, existing specific plans)
Urban design character map and City structure (e.g., gateways, community focal points, activity
centers, views, topography) with parallel community character photographic survey.
A typology of “place types” for the existing pattern of development and future land use (General Plan
and/or zoning).
Neighborhood/sub‐area maps and description of general character (building types, streetscape
character) and potential level of change
A summary of the number, location, and condition of parks, open space preserves, recreation trails,
and recreational facilities.
The location of schools, public buildings, libraries and other public uses in the City.
Mobility Report. Nelson\Nygaard and Iteris will summarize and analyze existing transportation and mobility
facilities in the City, including streets and roadways, public transit, bicycle facilities, and pedestrian facilities.
The team will document existing conditions related to vehicle, transit, bicycle and pedestrian uses.
Existing Roadway Usage, Motor Vehicle Circulation and Level of Service. Nelson\Nygaard, with
assistance from Iteris, will provide an overview of existing circulation conditions for motor vehicle
travel including an existing classification map and traffic flow map.
Existing Transit Conditions. Nelson\Nygaard will collect information on all existing public and private
transit options in the City (i.e., stop locations, frequency of service, etc.) and prepare a table summary
of bus and shuttle routes within the City and a citywide transit network map illustrating existing and
proposed routes. Nelson\Nygaard will describe journey‐to‐work transit mode share and vehicle
ownership and will work with City staff to determine existing issues and constraints of existing transit
routes.
Existing Pedestrian and Bicycle Conditions. Nelson\Nygaard will prepare a map showing existing
bikeways and will qualitatively describe the pedestrian and bicycle circulation conditions within the
city limits and key connections to adjacent communities. Nelson\Nygaard will describe journey to
Exhibit A: Raimi + Associates Team Scope of Work A‐9
for Thousand Oaks General Plan Update + EIR
work pedestrian and bicycle mode share and will provide an overview of the local Safe Routes to
School program.
Nelson\Nygaard will review relevant documents, including the city’s General Plan, existing transportation
impact review guidelines, and any other documents outlining city policies and transportation goals, in addition
to analyzing a small, representative sample of past environmental impact reports for patterns in findings,
mitigations, and public comments. The Nelson\Nygaard team will count on City staff to identify telling or
instructive EIRs, policies, and other relevant documents.
Nelson\Nygaard and Iteris will document existing street traffic, transit, pedestrian, and bicycle conditions.
Together, we will submit as a Draft Existing Conditions technical report for review by City Staff. Upon receipt
of comments, the team will revise and submit a final Existing Conditions report.
Market Study Summary. HR&A will prepare a market study summary that includes the following tasks:
Building off of Kosmont’s 2017 Economic Development Strategic P lan, HR&A will perform a high‐level
market scan to assess socio‐economic trends and relevant market trends to evaluate relative
strengths and weaknesses in the City of Thousand Oaks. The market study will provide the City and
Project Team with a better understanding of existing land uses, market performance, and potential
market demand.
HR&A will review key socio‐economic characteristics Thousand Oaks. As part of this task, HR&A will
review the demographics and employment profile of the City and the Conejo Valley region. For
context, the economic profile will evaluate current and future population, employment, and housing
trends using a range of data sources, particularly focusing on population, employment, age, income,
household characteristics and educational attainment.
HR&A will use data sources such as CoStar and REIS to review real estate trends and current market
conditions of the Thousand Oaks area within the context of two to three peer cities that have recently
experienced the type of growth that is desirable to Thousand Oaks. HR&A will review the
performance of retail, office, multi‐family, industrial/flex and hospitality uses in Thousand Oaks and
peer cities as a supplement to the market study conducted in 2017. This peer city analysis will include
evaluation of both market performance characteristics and success factors for completed real estate
development that may be desirable in terms of density, character, fiscal impact or tenant mix.
HR&A will engage with the business community in Thousand Oaks to help identify key economic
development issues and priorities. HR&A will work with the Project Team to identify a list of
business and real estate stakeholders to engage for participation in two 2‐hour Focus Group
sessions, including representatives from the Greater Conejo Valley Chamber of Commerce, City of
Thousand Oaks staff focused on Economic Development, service clubs such as the Rotary Club of
Thousand Oaks, businesses in Thousand Oaks, as well as real estate brokers and developers. The
Focus Groups will discuss existing conditions and will identify local economic strengths,
weaknesses, opportunities and threats in the context of land use planning and related regulations,
as well as necessary incentives or partnerships to produce the scale of development that is
desirable to Thousand Oaks.
Exhibit A: Raimi + Associates Team Scope of Work A‐10
for Thousand Oaks General Plan Update + EIR
Health and Equity. State law (SB 1000) now requires that General Plans include topics related to
environmental justice as part of the General Plan. R+A has been preparing stand‐alone public health elements
of General Plans for over 10 years and we will incorporate this experience into the Thousand Oaks General
Plan update process. To support this effort, R+A will prepare a health and equity background report, in close
collaboration with the Ventura County Public Health Department. Health topics that will be addressed will
include life expectancy, physical activity levels, access to healthy foods, respiratory health, heart disease and
other relevant data and indicators, where available. Where possible, the data will be compared to neighboring
cities, Ventura County, and/or the State. Additionally, R+A will conduct an assessment to identify underserved
and disadvantaged neighborhoods, as is required by SB 1000. R+A will collect and compare data from the
Health Disadvantage Index, CalEnviroScreen, and the Regional Opportunity Index, among others. Using GIS
and other qualitative information, these tools will help identify underserved neighborhoods, (e.g. where there
is limited access to public facilities and parks), and understand exposure and vulnerability to safety risks and
hazards, e.g. extreme heat, seismic risks, and flooding.
Background Environmental Report. Rincon will prepare key Background sections in order to provide critical
context for the General Plan process. The key sections will be confirmed with City staff, but will likely include
air quality, open space, biological resources, cultural resources, greenhouse gases (GHG)/climate change and
climate resiliency, hazardous materials, noise, public facilities, and utilities and services. The sections will
document the applicable regulatory setting and existing conditions in Thousand Oaks and the region,
providing data, maps and other salient information to include in public outreach materials developed by the
General Plan Team. The information will also inform General Plan policy development by highlighting local
issues and environmental constraints that should be considered early in the process so that they can be
addressed in the draft policy framework. In this way, the information will pave the way for a self‐mitigating
General Plan and reduce the need for mitigation measures in the EIR. In preparing the key Background
sections, we will draw on existing sources of information to the extent possible, including federal, state and
regional plans and databases as well as recent City planning initiatives. Biological, cultural resource, and
hazardous material data will be obtained from online and information center database searches
supplemented as necessary with aerial map reviews and/or windshield surveys. The evaluation of noise
conditions will include noise measurements at up to 40 locations throughout the City that reflect the range
of noise generators and noise‐sensitive receivers. The evaluations of constraints related to public services and
infrastructure will be based on input from applicable City departments and other service providers.
Task 3.3: Issues and Opportunities Table
Using all of the information from Task 3, R+A will prepare an issues and opportunities table that lists the issues
that need to be addressed during the General Plan update. This will be a detailed list that will help the team
and the City organize discussions and identify needed changes for the General Plan.
Exhibit A: Raimi + Associates Team Scope of Work A‐11
for Thousand Oaks General Plan Update + EIR
Task 3.4: Standards and Indicators
R+A believes that you should “measure what we want to move,” and as a result we identify policy‐relevant
indicators that can guide policy writing as well as project implementation and post‐adoption monitoring. The
indicators presented in the existing conditions analysis will include maps and other visual aids, and will
become the baseline metrics to monitor the implementation plan. To begin this process, the R+A team will
prepare a list of potential standards, thresholds and indicators that can be used to understand existing
conditions, set targets for policy and measure success over time. The result will be a matrix of standards,
organized by General Plan Element. Information will be drawn from existing City policy and “best practices,”
from ratings systems such as LEED for Neighborhood Development, LEED for Cities, WELL Community, and/or
STAR Community rating system, and from metrics available in UrbanFootprint. The information will be
summarized in a brief technical memorandum with a table summarizing the indicators and baseline
conditions.
Task 3.5: Traffic Model Development
Existing Conditions Analysis/Transportation Setting. Iteris will prepare a CEQA‐level Traffic Impact Analysis to
evaluate the changes in land use designations incorporated into the General Plan update. As a first step, Iteris
will work with the City to define the analysis study area (intersections and roadways). Iteris’ previous work on
the VCTC Traffic Model will be used as a starting point in defining the key locations for impact assessment.
Based on a preliminary analysis of the roadway network, for the purposes of this scope of work (and cost
estimate), it is anticipated that up to 30 key intersections within the City as well as the sphere of influence
would be included.
Upon completion of study area scoping, Iteris will prepare a baseline existing conditions analysis to define the
City’s transportation system operations in year 2018. Current traffic counts at all study intersections will be
collected during the a.m. and p.m. peak periods. This assumes that the City does not have recent traffic count
data for use in the analysis. Intersection levels of service (LOS) during the a.m. and p.m. peak hours will be
determined in order to identify any locations currently operating below standards designated in the current
General Plan. In addition, 24‐hour roadway segment counts will be collected at up to 10 segments for use in
the traffic analysis as well as the other environmental studies. Daily roadway volumes at other segments will
be calculated based on peak hour‐to‐daily ratios derived from the peak hour intersection count data.
Traffic Modeling. Iteris’ proposed approach for traffic forecasting includes the use of the current Ventura
County Transportation Model (VCTM), developed by Iteris. This model was the first in southern California to
utilize the 2016 version of SCAG’s Sub‐Regional Model Development Tool. A major component of the model
is a land use to socioeconomic data (population/employment) conversion module, as the current planning
tool in Ventura County is land use, while the regional model trip generation is based on socioeconomic inputs.
This land use‐based model is consistent with the 2016 SCAG RTP/SCS travel demand model assumptions and
inputs with a detailed traffic analysis zone (TAZ) structure in the City of Thousand Oaks. The model consists of
35 TAZ’s within the City.
Exhibit A: Raimi + Associates Team Scope of Work A‐12
for Thousand Oaks General Plan Update + EIR
As regular members of the SCAG Model Task Force, Iteris is fully aware of the current development of the
activity‐based and trip‐based models as a part of the 2020 RTP. The base year for the 2020 RTP will be a
validated 2016 model year, with interim years between 2016 and 2050. The 2020 SCAG RTP/SCS travel
demand model will not be available for use for the Thousand Oaks General Plan update. Thus, it is
recommended that the currently accepted VCTM is used, as it is the most recently validated model in the
project vicinity.
Initially, the model will be utilized to forecast traffic data for the currently adopted General Plan (considered
the “No Build” scenario), which is included in the model’s future year scenario. Upon completion of this
scenario, the proposed General Plan Update land use designation changes will be incorporated as a new
scenario to develop “With Project” traffic data. Before conducting the traffic model runs, Iteris will prepare a
Traffic Forecast Methodology memo detailing the approach to traffic forecasting. This memo will identify
which TAZ’s would be affected by the land use adjustments.
Task 3.6: SB743 Traffic Impact Analysis
Nelson\Nygaard will provide support in customizing a new transportation analysis process to best serve
project goals and evaluation needs. This would include the following elements:
Develop citywide and/or special district traffic impact significance threshold that would apply to
intersections and street segments in the city
Identify approach to evaluate impacts on vehicle miles traveled (VMT) for the city and any special
district areas.
Identify evaluation gaps that may be presented by change in CEQA‐based transportation analysis
from LOS to VMT.
Nelson\Nygaard will conduct a meeting with City staff members from who play a substantive role in the City’s
environmental review process. The meeting will review the existing transportation planning framework,
review other cities’ models, consider revised policies and goals, clarify the changes to the development‐review
process, and define the metrics of interest in a new transportation impact review process.
Nelson\Nygaard will identify strategies to update the City’s CEQA analysis to include VMT‐based impact
criteria, and provide guidance for officially transitioning from LOS to VMT based CEQA evaluation to support
the City’s compliance with SB 743 implementation requirements. This could include recommendations for
using VMT for CEQA clearance in parallel with other methods for operational impact evaluation and traffic
impact fee programs. Nelson\Nygaard will provide recommendations on how the city will comply with SB 743
and how transportation impact review will take place in the city going forward. The effort will likely include
the following basic streams of work:
Develop potential metrics that align to the goals/objectives
Recommend changes to the transportation impact review process, covering portions of the
project‐development lifecycle
Exhibit A: Raimi + Associates Team Scope of Work A‐13
for Thousand Oaks General Plan Update + EIR
Iteris will provide support to Nelson\Nygaard in the preparation of a new transportation analysis process to
best serve project goals and evaluation needs. Iteris will participate in the workshop with City stakeholders,
led by Nelson\Nygaard, and will provide guidance on transportation metrics that are applicable and easily
available to developing the new guidelines.
Task 3 Deliverables
Document review matrix
Land Use and Urban Design Report
Transportation and Mobility Report
Baseline Economic and Market Report
Health and Equity Report
Background Environmental Report
Issues and Opportunities Table
Standards and Indicators Table
Traffic model
SB743 Analysis Memo
Task 4: General Plan Vision and Alternatives
Task 4.1: Vision, Guiding Principles and Overall Plan Direction
Working with city staff and the public, R+A will identify a vision and a set of guiding principles for the General
Plan update. The vision and guiding principles will supplement and clarify the existing vision and direction in
the current General Plan. In addition, the project team will summarize the overall major components (or “big
ideas”) that the General Plan will put forward. This could include areas of the city to focus new development
(such as the Downtown), natural areas that could be enhanced, major transportation improvements, or new
policy directions. This information will be presented to the City Council to approve the plan direction prior to
moving forward into more detailed analysis and policy development.
Task 4.2: Areas of Change and Areas of Stability
Building off of the work in Tasks 2 and 3, the R+A team will prepare a map that identifies areas in the City
where no land use designation change and little or no physical change are anticipated (areas of stability and
enhancement), areas where incremental change is anticipated (areas of change), and areas in which
transformational change is envisioned (areas of transformation). These will be coordinated with existing City
efforts such as the Downtown Core Master Plan, the Thousand Oaks Boulevard Specific Plan or other potential
change areas such as the major transportation corridors (Thousand Oaks Boulevard, Hillcrest Drive or
Moorpark Road).
Exhibit A: Raimi + Associates Team Scope of Work A‐14
for Thousand Oaks General Plan Update + EIR
Once these are agreed upon, the alternatives process will focus mainly on areas of change or transformation,
with some time devoted to areas of incremental change, as appropriate, to meet other City objectives. For
areas where no land use change or development is expected to occur, the team will focus on policies that
improve and/or preserve the beauty, functionality, accessibility, health, and quality of life that Thousand Oaks
residents expect.
Task 4.3: Team Charrette/Working Meeting
After the initial research and identification of areas of change, key members of the Raimi + Associates team
will hold a multi‐day (three or four days) working meeting to develop preliminary land use + transportation
alternatives, meet with stakeholders, work with City staff to develop and resolve policy alternatives, and
collaboratively develop conceptual ideas and a public realm framework. This team working meeting will also
allow us to present the team's mapping and data findings to City staff. Based on this working meeting, the
team will be able to prepare alternatives as identified in the next task.
Task 4.4: Prepare Land Use, Transportation, and Policy Alternatives
The R+A team will create land use, transportation and policy alternatives to address key issues identified
during the process. This may include the following:
R+A, with assistance from all team members, will develop up to three land use alternatives for each
of the areas of change identified earlier in Task 4.2. The alternatives will vary in terms of land use,
intensity, and design vision. For each alternative, R+A will:
o Prepare an alternatives map with potential land use intensities.
o Identify photos of representative place types and architectural character.
o Develop sketches of the character and identity of different development patterns so that the
community can better understand the visual impact of different development options.
o Prepare summaries of the development intensity and land use mix of each alternative.
Nelson\Nygaard will develop transportation alternatives to support the circulation network,
complete streets, and multimodal network as appropriate to the land use option alternatives
developed by the General Plan team. Nelson\Nygaard’s alternatives will be informed by opportunities
identified through the existing conditions analysis, focused on:
o Closing gaps in multimodal networks, including transit, pedestrian and bicycle.
o Identifying how key bicycle and pedestrian corridors from the Active Transportation Plan
impact mobility of vehicles and transit and opportunities for balancing the needs of all
modes.
o Intersections and other barriers to comfortable bicycle, pedestrian, and transit access.
o How emerging mobility such as MicroTransit, Transportation Network Companies, and
personal mobility devices will affect the transportation network and future travel
Exhibit A: Raimi + Associates Team Scope of Work A‐15
for Thousand Oaks General Plan Update + EIR
o Accommodating regional traffic needs within a multimodal context, with recommendations
for applying regional and local street typologies that will prioritize modes based on the
various modal networks.
R+A will develop approaches to improving health and addressing environmental justice
R+A will identify a proposed future parks and open space network and alternative approaches to
expanding parks and open spaces.
VTA will develop policy alternatives to address critical housing issues facing the City including
homelessness, housing affordability and mix of housing types.
The information will be summarized in a technical memorandum for staff and will be presented to the
public at workshops, pop‐up events ad through on‐line engagement.
Task 4.5: Alternatives Analysis
R+A will use UrbanFootprint to conduct an analysis of the various land use alternatives. The analysis will result
in metrics that compare and contrast the alternatives in terms of transportation, health, environmental, and
economic outcomes. Specific topics that will be addressed in the alternatives analysis include:
Land use mix, including land use by type and intensity
Amount of parks and open space generated
Development in critical environmental areas such as areas subject to wildfires or flooding
Transportation impacts including VMT per capita
GHG impacts including total GHG emissions and GHG per capita
Relative fiscal implications1
Energy use per household and per capita
Access to destinations including parks, retail and transit
Iteris will analyze the four (three plus existing) alternatives, using the described travel‐demand model
approach, by providing metrics such as total roadway segment daily volumes, TAZ trip generation,
miles of congestion, Citywide VMT, and Citywide VHT. Utilizing these metrics, the various alternatives
can be compared to determine their respective level of impact.
Task 4.6: Preferred Alternative
Based on public outreach, the alternatives analysis, input from City staff, and input from the City Council, the
project team will prepare a final land use and transportation approach for the City, along with a summary of
anticipated direction for key policy topics including economic development, and health. The preferred
alternative will be reviewed and endorsed by City Council.
1 The objective of this comparison will be to estimate potential revenue enhancement opportunities as well as
potential cost efficiencies under each scenario based on the proposed incremental development under each scenario
at buildout.
Exhibit A: Raimi + Associates Team Scope of Work A‐16
for Thousand Oaks General Plan Update + EIR
Task 4.7: Growth Projections
HR&A and R+A will work with the City to develop growth projections for the City based on realistic market
conditions, availability of land, and community considerations.
Task 4 Deliverables
Vision and guiding principles – admin and final
Map of areas of change and areas of stability
Land use, transportation and policy alternatives – admin and final
Alternatives analysis (included in PPT for public workshop)
Memo on evaluation of alternatives
Preferred alternative
Growth projections
Task 5: General Plan Preparation
Task 5.1: General Plan Outline and Structure
R+A will work with the City to prepare a detailed outline of the General Plan, including topics and sub‐topics.
This process will also include a discussion of overall tone and format, the language to be used to write the
goals and policies, desired look and feel, and other document design decisions.
Task 5.2: Goal, Policy and Implementation Framework; Land Use Designations
The R+A team will prepare a memorandum outlining the goals and policies for each Element of the General Plan.
This will list the goals, policies, implementation actions that should be incorporated into the General Plan.
An important aspect of this task will be to revise the land use designations based on the preferred direction
in Task 4. This will include carefully crafting the land use designations and allowed density/intensity ranges to
address the community’s vision for the City.
Task 5.3: Admin Draft General Plan
The R+A team will prepare a comprehensive update to the City of Thousand Oaks’ General Plan as defined
below. R+A will direct and be the lead author and editor of the Administrative Draft General Plan, with support
and input from all team members and collaboration with the City. The scope below describes each proposed
General Plan Element by topic. However, the R+A team is open to and willing to discuss alternative
organizations, such as the combining elements or creating new elements to address topics of concern to the
public.
Exhibit A: Raimi + Associates Team Scope of Work A‐17
for Thousand Oaks General Plan Update + EIR
Introduction and Context
This chapter will describe the context of the General Plan update, including an overview of the community
engagement process and instruction for how to use the plan.
Vision and Guiding Principles
This chapter will include an updated vision statement, guiding principles and (if needed) a map and description
of the major directions of the General Plan. This chapter will serve as the “executive summary” of the plan.
Land Use and Community Design
R+A is proposing to combine the Land Use and Urban Design Elements into a single element that integrates
land use regulations with the overall vision for the built form of Thousand Oaks. Topics that will be included
in the Element are as follows:
Land use designations
Vision, goals and policies for various sub‐areas of the City (such as Downtown) to provide specific
guidance on areas where change will occur.
Economic development
Neighborhood preservation
Urban design, such as gateways and views
Design guidance to preserve community character (examples are building character, building
locations, relationship between corridor development and adjacent residential areas, etc.)
Public facilities and services
Regional coordination
Other topics as needed
Circulation and Mobility
Nelson\Nygaard will draft the Circulation Element that will address, (among other subjects) mobility
strategies, Complete Streets, Transportation Demand Management, and Traffic Management. These will be
based on the key goals defined in earlier tasks.
Nelson\ Nygaard will examine the need for physical improvements, service improvements, and/or regulatory
changes related to circulation, and will provide a summary description of needed improvements and
implementation mechanisms.
Details about the analysis are outlined below:
2040 Circulation Network Assessment. Deficiencies will be based on roadway operational impacts
and breaks in network continuity.
Comprehensive Bicycle and Pedestrian Assessment. Nelson\Nygaard will review the recently adopted
Active Transportation Plan and include recommendations for updating the City’s bicycle and
pedestrian planning efforts as an implementation program.
Comprehensive Regional Transit Assessment. Nelson\Nygaard will work with Thousand Oaks Transit
and VCTC to predict impacts to transit ridership in the City. The assessment will be based on
estimated growth in transit ridership demand within the City. Transit ridership changes will be
discussed qualitatively and compared to transit capacity. Based on these, Nelson\Nygaard will
Exhibit A: Raimi + Associates Team Scope of Work A‐18
for Thousand Oaks General Plan Update + EIR
develop recommendations for the City’s future transit network, including potential expansion
consistent with the City’s expressed goals and policies for each system.
Safety
The Safety Element (last updated 2014) sets forth the City’s goals and policies intended to minimize risk to
people and property associated with natural and man‐made hazards. Since 2014, additional state mandates
(SB 379) have been established, necessitating an update by 2021. Rincon will update this Element to ensure
consistency with State law as well as the Countywide Hazard Mitigation Plan and the City’s Emergency
Operations Plan (EOP).
The full range of safety issues will be addressed in this element, including but not limited to geologic and
seismic hazards, wildland fire hazards, flooding, hazardous materials, and emergency response. Policies will
be developed based in part on existing plans and in coordination with service providers. As required by SB
379, the updated Safety Element will also include climate adaptation and resiliency strategies. Where
available and appropriate, Rincon will incorporate mitigation and adaptation strategies aimed at climate
resiliency. The Safety Element will also include a vulnerability assessment that identifies the risks climate
changes poses to Thousand Oaks and the geographic areas potentially at risk.
Health and Environmental Justice (Integrated)
SB 1000 requires that General Plans include an examination of disadvantaged communities and policies
related to critical health topics in the community. Topics could include the following: air and water pollution;
access to healthy foods; community gardens; physical activity; access to health care facilities; transportation
safety; and health equity, among other topics. Our approach will be to integrate the proposed policies into
other Elements of the General Plan rather than creating a stand‐alone Environmental Justice Element.
Conservation/Open Space
The Conservation, Open Space, Parks and Recreation Element (C/OS) sets forth the City’s goals and policies
regarding the development, management, and preservation of Thousand Oaks’ natural, cultural, and
recreational resources. The Open Space and Conservation elements were last updated in 2013. R+A and
Rincon will combine these two Elements and prepare an updated Element with ideas generated during the
engagement process and new information developed by the City during parallel planning efforts such as the
Conejo Recreation and Parks District Master and Strategic Plans. In addition, the Scenic Highways Element
(1974) and Community Forest Element (2017) could be incorporated into this comprehensive Element.
Specific topics to be addressed in the Conservation component of this element include water resources,
biological resources (including special status species and habitats, riparian areas, and wildlife movement),
forest resources, cultural resources, mineral resources, energy, air quality, and greenhouse gases/climate
change. As appropriate, current state requirements related to green building and renewable energy will be
incorporated. The Open Space and Parks components will address both passive and active recreation needs
as well as the preservation of open space for the conservation of biological, cultural, and other resources.
Preservation and continued enhancement of the City’s urban forest will also be considered in this element.
Noise
The Noise Element, to be prepared by Rincon Consultants, will reflect the present and future noise
environment, mobile and stationary sources of noise, and the impacts of noise on local and future residents.
Exhibit A: Raimi + Associates Team Scope of Work A‐19
for Thousand Oaks General Plan Update + EIR
The Noise Element will be as detailed as necessary to describe the local noise conditions and identify feasible
noise mitigation policies and programs. By far the most prevalent source of noise in the City is traffic noise
from U.S. 101, State Route 23, and major roadways. Other sources of noise that affect certain locations in the
City on a temporary or permanent basis include construction, mechanical equipment, landscape equipment,
and animals. Rincon will update the noise contour maps contained in the existing Noise Element (last updated
in 2000) to reflect current conditions. The contours will be based on the updated traffic model results from
the traffic study and will be compared to measured noise levels to verify their reasonableness. We will re‐visit
the land use compatibility matrix and significance thresholds contained in the current Noise Element to
determine whether any updates are needed. The Noise Element goals, policies and implementation measures
will also be updated accordingly to ensure control of environmental noise and protection of citizens from
excessive noise exposure. Possible mixed‐use development along the Thousand Oaks Boulevard corridor may
present new noise challenges related to the placement of commercial and residential uses in close proximity
to each either. As appropriate, new policies to address such issues will be incorporated. Finally, noise
mitigation strategies in the current Noise Element (such as traffic calming, use of rubberized asphalt, and use
of sound barriers) will be re‐considered in light of modern planning principles, available technologies, and
community preferences.
Public Facilities and Services
R+A will prepare a Public Facilities and Services Element that will include goals and policies related to parks,
schools, libraries, city hall, and other public buildings. The Element will also address the critical issue of
maintaining a high‐level of public services in the City including police, fire, community events, and recreational
programs, among others. The City currently contracts with the Ventura County for police and fire services and
with Conejo Regional Parks District for parks and recreation services. The City’s General Plan Elements for
Recreation (1971), Public Services (1972), and Public Buildings (1989) will be folded into a comprehensive
single element.
Economic Development
Based on the supportable land uses identified in the market study and fiscal comparisons from Tasks 2 and 3
as well as feedback from outreach with the business community and other community stakeholders, HR&A
will identify a limited set of goals, policies and programs that will catalyze economic development
opportunities in the City. HR&A’s identification of key economic development goals and policies will support
the prioritization of redevelopment efforts that will ensure fiscal sustainability and support business
development and retention, and incentives for targeted business investments.
Implementation
The R+A team will prepare a stand‐alone implementation program. The program will enumerate anticipated
physical improvements, necessary plans and studies to complete, and on‐going programs necessary for the
continuing implementation of the General Plan. For each, we will include a description of the activity, the
responsible department, the implementation timeframe, and if available, the relative cost and funding
sources. The information will likely be presented in a table format. The implementation program will be
developed in conjunction with the goals and policies in each element.
Exhibit A: Raimi + Associates Team Scope of Work A‐20
for Thousand Oaks General Plan Update + EIR
The Implementation chapter will also include an evaluation and monitoring plan that outlines key measures
for tracking progress, challenges, and achievements as the General Plan is implemented over time. As part of
the evaluation plan, R+A will develop an implementation dashboard with high level metrics and indicators to
track progress over time. These will be linked to the metrics and indicators developed early in the process
during the existing conditions and community engagement processes.
A key component to successful implementation of the General Plan will be improvements to the physical
environment that enhance existing assets, support and improve the sense of place, and attract or enable
private sector investment. To support this effort, the team, working closely with City staff, will prioritize key
public interventions, investments and redevelopment efforts and will recommend potential strategies to
implement these efforts through partnerships, value capture tools, or other creative mechanisms.
Task 5.4: Screencheck Draft General Plan
Based on comments from staff, the R+A team will prepare a Screencheck Draft General Plan.
Task 5.5: Public Draft General Plan
R+A will prepare a Public Draft of the General Plan based on minor, editorial, and formatting comments
provided by staff’s review of the Screencheck Draft. This will be the version that will be presented to the City
Council and Planning Commission during the public hearing process.
Task 5.6: Planning Commission Meetings and Hearings
R+A team members will prepare for and attend up to two (2) hearings before the Planning Commission to
review the General Plan and EIR. R+A will prepare a brief PowerPoint presentation summarizing the General
Plan. Staff will prepare the staff report, which will be reviewed by the R+A team.
Task 5.7: City Council Meetings and Hearings
Following the Planning Commission hearings, R+A team members will prepare for and attend up to two (2)
hearings before the City Council to review the General Plan and EIR. R+A will update the PowerPoint prepared
for the Planning Commission meeting. City staff will write the staff report for the City Council hearings.
Task 5.8: Final Draft General Plan
Based on final comments from the City Council during the hearing process, R+A will prepare the Final General
Plan. The scope assumes only minor, editorial changes will be needed to finalize the document.
Task 5 Deliverables
General Plan outline
Goals and Policies memo
General Plan – Admin, Screencheck, Public Draft and Final
Exhibit A: Raimi + Associates Team Scope of Work A‐21
for Thousand Oaks General Plan Update + EIR
Task 6: Housing Element
Task 6.1: Evaluation of Current Housing Element
The Housing Element must include an evaluation of the effectiveness and continued appropriateness of the
housing programs contained in the City’s current adopted Housing Element. This review must take into
consideration the market conditions and funding environment. We will review the City’s Housing Element
Annual Progress Reports and supplement with recent efforts not yet reported to HCD.
Task 6.2: Demographic and Housing Needs Assessment
We will prepare a complete housing assessment and needs analysis consistent with State Housing Element
law and HCD’s Completeness Review Checklist, using the most recent data as available.
We will also introduce a new section to address access to opportunities as required by the new State law on
Affirmatively Furthering Fair Housing (AFFH) (AB 686). Since the City of Thousand Oaks participated in the
Ventura County Regional Analysis of Impediments (AI) to Fair Housing Choice, analysis and actions contained
in the Regional AI will be incorporated into the Housing Element. Additional discussions, such as access to
opportunities, segregation, and place‐based strategies, consistent with federal AFFH Rule will be introduced
in the Housing Element.
Task 6.3: Housing Constraints
Significant changes have been made to the State housing laws since 2013. We will review the City’s current
Housing Element, Zoning Ordinance, and General Plan to identify potential governmental and non‐
governmental constraints to housing production, including environmental and infrastructural constraints.
This task needs to be coordinated with the overall General Plan Update to incorporate any proposed changes
to land use designations, development standards, and development review procedures.
Measure E, a growth management ordinance, will likely be viewed by HCD as a potential constraint to housing
development. We understand the City’s initial assessment is that the growth capacity allowable under
Measure E would be sufficient to accommodate the potential intensifications anticipated under the new
General Plan. The Housing Element must clearly demonstrate that Measure E would be able to accommodate
the Regional Housing Needs Allocation (RHNA).
Task 6.4: Housing Resources and Opportunities
The Housing Element must include an inventory of vacant and underutilized sites available for residential
development in meeting the City’s RHNA for the sixth cycle. The City’s 6th cycle RHNA is anticipated to be
larger than in the 5th cycle for several reasons:
Statewide growth forecast reflects a significant increase in housing needs;
New State law to address existing overcrowding and cost burden;
Exhibit A: Raimi + Associates Team Scope of Work A‐22
for Thousand Oaks General Plan Update + EIR
Limited credits for existing vacancy; and
Historical growth trend no longer a consideration when assigning RHNA.
Identifying adequate sites for the RHNA needs to be coordinated with the overall General Plan Update to
reflect changes in land use policies. A new residential sites inventory consistent with the proposed General
Plan will be developed. We will review the sites inventory in the current Housing Element to determine which
sites continue to be available and could be reused for the 6th RHNA. Specifically, we will review and update
the sites inventory to comply with AB 1397 (Adequate Housing Element Sites) and SB 166 (No Net Loss).
Task 6.5: Housing Plan
Based upon the analyses and research conducted in Tasks 6.1 through 6.4, we will update the Housing
Element for Thousand Oaks. The updated Housing Element will include all required components under State
law, along with relevant appendices. For each program included in the Housing Element, we will establish
the timeframe for implementation, specific objectives, funding sources, and responsible agencies. The
programs will satisfy requirements of Government Code Sections 65583(b) and (c).
Task 6.6: Public Review Draft Housing Element
We will prepare an Administrative Draft Housing Element for review by staff. The Administrative Draft will be
revised to address comments from staff to formulate the Screencheck Draft and Public Review Draft Housing
Element.
Task 6 Deliverables
Evaluation of current General Plan – draft and final
Demographic and Housing Needs Assessment – draft and final
Housing Constraints memo – draft and final
Housing Resources and Opportunities – draft and final
Housing Element – Admin Draft, Screencheck Draft, Public Draft and Final
Task 7: Environmental Impact Report Preparation
Based on review of the RFP and our experience preparing General Plan EIRs, we recommend the preparation
of a Program EIR pursuant to State CEQA Guidelines Section 15168. Although the legally required contents of
a Program EIR are technically the same as those of a Project EIR, Program EIRs contain a broader discussion
of impacts, alternatives, and mitigation measures than a Project EIR. Use of a Program EIR is intended to
provide an opportunity to consider broad policy alternatives and program‐wide mitigation measures with
greater flexibility to address environmental issues and/or cumulative impacts on a comprehensive basis. Once
a Program EIR has been certified, subsequent activities within the program (in this case the General Plan) may
be evaluated to determine what, if any, additional CEQA documentation needs to be prepared. If the Program
Exhibit A: Raimi + Associates Team Scope of Work A‐23
for Thousand Oaks General Plan Update + EIR
EIR addresses the program’s effects specifically and comprehensively, many subsequent activities may be
found to be consistent with the Program EIR mitigation parameters and additional environmental
documentation may not be required (CEQA Guidelines Section 15168(c)). In this case, the Program EIR serves
a valuable purpose as the first‐tier environmental analysis that will assist in streamlining and possibly
exempting future projects from CEQA with the idea that the General Plan’s Program EIR can be used for such
exemptions when projects are consistent with the General Plan.
Task 7.1: Notice of Preparation
Rincon will work with City staff to develop a project description and will prepare a draft Notice of Preparation
(NOP) for City staff to review. The NOP is intended to alert other public agencies about the undertaking, and
to solicit their input on the scope of the study. Rincon will submit a final PDF copy of the NOP to City staff for
posting on its website and for distribution to public agencies. It is assumed that the City will distribute the
NOP using the City’s distribution list. Rincon will review and make suggestions regarding the list. Rincon will
be responsible for filing the NOP with the County Clerk and State Clearinghouse/OPR.
Task 7.2: Scoping Meeting
Rincon will facilitate a public and agency scoping meeting associated with the release of the NOP. The Scoping
Meeting will be held during the 30‐day NOP period to introduce the community to the EIR process and obtain
input on the EIR scope of work. It will include a brief presentation, followed by public comment and input
from meeting attendees. Rincon will prepare a summary of all input gathered, which will be included in the
Draft EIR along with any written public comments received during NOP comment period.
Task 7.3: Administrative Draft Program EIR
Rincon will prepare an Administrative Draft Program EIR (ADPEIR) in compliance with CEQA requirements
using information gathered as part of the General Plan update effort and comments on the NOP, as well as
information from other recent CEQA documents. The ADPEIR will include the following sections:
Executive Summary. This section will provide a summary of the entire ADPEIR, including a summary of
impacts and mitigation measures in matrix format.
Introduction and Environmental Setting. The introduction will describe the purpose of the ADPEIR, the scope
of issues to be addressed, and present the organization of the report. Information from the Background
Environmental Report will be used as part of the project’s environmental setting.
Project Description. The project description will contain the City’s objectives for the General Plan Update; a
summary of goals, policies, programs, and development regulations; a forecast of growth/development under
the General Plan; and graphical depiction of the proposed land use plan.
Analysis, Impacts, and Mitigation Measures. Analysis of impacts will include four main components:
Exhibit A: Raimi + Associates Team Scope of Work A‐24
for Thousand Oaks General Plan Update + EIR
1. Setting (description of current conditions with respect to the issue in question, including the
existing regulatory environment)
2. Impact analysis (discussion of potentially significant effects of the proposed project; impacts are
typically compared to established “thresholds of significance”)
3. Programmatic mitigation measures (methods by which significant effects can be reduced or
eliminated)
4. Level of significance after mitigation (discussion of whether or not proposed mitigation measures
reduce impacts to below the adopted significance threshold)
Issues to be analyzed in a programmatic framework will include:
Aesthetics. The aesthetic analysis will consider such issues as alteration of public views, changes in
visual character, and increased light and glare. The analysis will also consider consistency with
relevant City documents addressing design and development standards.
Air Quality. This section will be prepared in accordance with Ventura County Air Pollution Control
District (VCAPCD) guidance. Both temporary construction effects and long‐term regional effects will
be considered. Since the General Plan is not a project, the analysis will not quantify regional
emissions. Instead, it will compare growth potential under the General Plan to growth forecasts
contained in the VCAPCD’s 2016 Air Quality Management Plan to determine significance.
Biological Resources. The section will describe baseline conditions, assess direct and indirect impacts
to existing biological resources from future development, and identify feasible mitigation measures,
if required. The section will address potential impacts to biological resources, including special status
plant and wildlife species, critical habitat, sensitive communities and jurisdictional waters, natural
stands of protected trees, and other biological resources. Baseline information will be based on
existing information and other recent biological surveys conducted in/near Thousand Oaks, including
state and federal sensitive species databases (such as the California Natural Diversity Database
(CNDDB)).
Cultural Resources. This analysis will address archaeological, paleontological, and historic resources.
Resources listed on the National Register of Historic Places (NRHP) and the California Register of
Historical Resources (CRHR) will be identified, as will any local landmarks or areas of known
archaeological resource sensitivity. Rincon will also prepare the SB 18 and AB 52 consultations
(described further under Tribal Resources).
Energy. This section will address energy demand and availability, including any wasteful use of
energy. Energy use will be estimated based on standard demand factors and compared to state and
local consumption. As appropriate, energy providers will be contacted to verify their ability to meet
local energy needs.
Geology and Soils. This section will discuss the potential for geologic hazards, including fault rupture,
groundshaking, landsliding, liquefaction/slope stability, erosion, and subsidence. It will rely on
information from the Local Hazard Mitigation Plan and updates to the General Plan Safety Element.
Exhibit A: Raimi + Associates Team Scope of Work A‐25
for Thousand Oaks General Plan Update + EIR
Greenhouse Gas Emissions. This analysis will consider the proposed General Plan’s potential
contribution to cumulative impacts related to greenhouse gas (GHG) emissions and climate change.
An overview of the current regulatory framework regarding GHGs/climate change will be provided,
addressing the requirements of SB 32, AB 32, SB 97, and SB 375, as well as the Air Resources Board’s
2017 Scoping Plan. The analysis will quantify carbon dioxide equivalent (CDE) units associated with
future development facilitated by the General Plan and compare these emissions to appropriate
thresholds. Programmatic mitigation will be identified as appropriate.
Hazards and Hazardous Materials. This section will discuss the potential for impacts relating to
hazardous materials transport, storage, and use. The analysis will be based on searches of online
databases and in consideration of federal, state, and local regulations pertaining to hazardous
materials.
Hydrology and Water Quality. The hydrology and water quality analysis will evaluate potential
impacts relating to hydrological conditions and flooding as well as potential impacts to surface and
groundwater quality. As appropriate, National Pollutant Discharge Eliminate System (NPDES) and
associated local regulations will be cited.
Land Use and Planning. This section of the EIR will examine land use policy issues, including an
objective discussion of whether and how the proposed General Plan is consistent with existing City
policy documents and regional plans and policies, such as the Southern California Association of
Governments’ Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS).
Noise. The noise analysis will examine both temporary construction noise and long‐term operational
noise. Noise model calculations will be included as an appendix to the EIR, and the technical analysis
will be summarized. Traffic noise will be estimated based on the noise contours developed in
conjunction with the proposed General Plan Noise Element and data from the EIR traffic analysis.
Population and Housing. It is not anticipated that the proposed General Plan would displace people
or housing. Therefore, this section will focus on a comparison of potential population and housing
growth to SCAG regional growth forecasts for the City.
Public Services and Recreation. This section will address potential impacts relating to police
protection and fire protection services, schools, and parks and recreational facilities. This will involve
contact with local service agencies to determine service levels and existing and projected gaps in
service. The analysis will focus on whether General Plan growth would create the need for new or
expanded facilities, the construction of which may cause significant environmental effects.
Transportation/Traffic. Iteris will utilize the future year traffic forecasts to evaluate the impact of the
proposed FGPU on the transportation network’s intersections and roadway segments. For the
purposes of this analysis, it is assumed that forecasts will be developed for year 2040. Intersection‐
level LOS analysis will be prepared for the “No Build” and “Build (proposed General Plan Update)”
scenarios in future year 2040, during a.m. and p.m. peak hour conditions. Future year roadway
segment analysis for each scenario will be based on daily traffic volumes and capacity. Any locations
Exhibit A: Raimi + Associates Team Scope of Work A‐26
for Thousand Oaks General Plan Update + EIR
forecast to be significantly impacted by additional traffic resulting from the project will be
determined. Feasible mitigation measures will be identified in order to reduce impacts to a level
considered less than significant.
Iteris will prepare a Traffic Impact Study that will include the existing analysis, traffic modeling, and
future year analysis. This will be to be included as an appendix to the EIR document and relevant
portions of the study will be modified to become the Transportation/Traffic impact section of the EIR.
The report will include all figures and data collected for use in the analysis. Iteris will prepare
transportation metrics resulting from the traffic modeling, data collection, and analysis, for use in the
project team’s Air and Noise technical studies. This data will include Vehicle Miles Traveled (VMT) by
fleet mix and Average Daily Traffic (ADT) by fleet mix for the roadway segments in the study area. The
data will be prepared for Existing, Proposed General Plan Update, and Current/Adopted General Plan
scenarios.
Tribal Cultural Resources. This analysis will identify any potential tribal resources in Thousand Oaks
and whether those resources would be impacted as a result Native American Consultation. Rincon
will assist the City of Thousand Oaks staff with Native American government‐to‐government
consultation in accordance with Senate Bill (SB) 18 and Assembly Bill (AB) 52. The results of the
consultation process will be summarized in the Tribal Resources section of the EIR.
Utilities and Service Systems. This section will discuss potential impacts related to water supply and
service systems, wastewater conveyance and treatment systems, and solid waste collection and
disposal systems. The evaluations of service systems will involve contact with the service providers.
Utility demands will be estimated based on standard factors and compared to available system
capacities.
Wildland Fire. This section will address potential impacts related to wildland fire. State fire hazard
maps will be consulted and areas potentially subject to significant wildland fire risk will be identified.
As appropriate, measures related to the creation of defensible space will be developed.
Alternatives Analysis. As required by CEQA, the EIR will consider alternatives to the General Plan
Update. These will likely include alternative land use scenarios that have previously been developed
and additional scenarios that are oriented around addressing identified significant impacts of the
proposed project. Up to four alternatives, including the “no project” alternative will be studied. These
will be developed in coordination with City staff. The alternatives analysis will be less detailed than
the project analysis, but will identify the magnitude of each impact and associated mitigation
requirements.
Other CEQA Sections. The ADPEIR will provide, in addition to the sections discussed above, all other
required CEQA sections, including areas of known controversy, growth inducement effects, and
significant irreversible impacts.
Exhibit A: Raimi + Associates Team Scope of Work A‐27
for Thousand Oaks General Plan Update + EIR
Task 7.4: Staff Review/Screen Check Draft Program EIR
Rincon will incorporate City input into the ADPEIR and provide City staff with digital versions of the ADPEIR in
both Word and PDF formats. Following staff review of the ADPEIR, Rincon will incorporate appropriate
revisions and prepare a Screen Check Draft Program EIR. The Screen Check version will be provided in digital
format.
Task 7.5: Draft Program EIR
Once the City approves the Screen Check Draft Program EIR, Rincon will prepare the Draft Program EIR
(DPEIR), the Notice of Completion (NOC) and Notice of Availability (NOA) for public circulation. Rincon will
prepare and distribute the required copies of the DPEIR, NOC and NOA to the State Clearinghouse. Rincon
will also file the NOA with the County Clerk. City staff will distribute the NOA to responsible agencies, and
interested agencies, organizations, and persons. The City will be responsible for required newspaper ads and
other public noticing of the document’s availability, such as radius label mailing or onsite posting. As required
by State law, the DPEIR will require at least a 45‐ day public review period.
Task 7.6: Final Program EIR
The Final Program EIR (FPEIR) will be completed after the review period has closed and all comments
submitted during that period have been received. The FPEIR will include corrections to the DPEIR (if
warranted), comments received, and responses. It will also include a Mitigation Monitoring and Reporting
Plan (MMRP). Rincon will prepare a Screen Check Final Program EIR for City staff review and confirmation
followed by a FPEIR after incorporating comments from City staff on the Administrative Draft Final Program
EIR.
The FPEIR will include the following tasks:
Responses to Comments. Within three weeks of receipt of all comment letters on the DPEIR, Rincon
will prepare draft response to comments, based on a review of the comment letters received and
coordination with City staff and legal counsel to discuss the comments received and proposed
responses. This scope of work includes 100 professional staff hours to respond to public comments.
Following internal comments on the draft responses, Rincon will prepare the final Responses to
Comments/Final PEIR.
Mitigation Monitoring and Reporting Program. Concurrent with the Response to Comments,
Rincon will prepare the MMRP, which will be provided in a format designed for use by planners,
environmental monitors, or code enforcement officers. Essentially, this plan will take the form of a
detailed table that describes:
Persons/agencies responsible for monitoring compliance with each condition
Timing when monitoring must occur
Frequency of monitoring
Criteria to be used to determine compliance with conditions
Exhibit A: Raimi + Associates Team Scope of Work A‐28
for Thousand Oaks General Plan Update + EIR
The final version of the MMRP will be incorporated as an appendix to the Final Program EIR.
Findings. Rincon will prepare CEQA Findings of Fact, Resolutions and a Statement of Overriding
Considerations, if required. Rincon will submit drafts of these documents to the City, and will revise
the documents following receipt of comments so that they can be incorporated into the Staff Report
for the General Plan adoption public hearings.
Publication of Final PEIR. Rincon will provide the FPEIR, including responses to comments, MMRP,
Findings, and Statement of Overriding Considerations (if required).
Notice of Determination. Rincon will assist in the preparation and filing of the Notice of
Determination. The City will pay the applicable filing fees. Within one day of FPEIR certification and
approval of the General Plan, Rincon will submit the draft Notice of Determination (NOD) to City staff
for delivery to the County Clerk and/or State Clearinghouse.
Task 7 Deliverables
Notice of Preparation
Scoping Meeting Materials
Summary of Scoping Comments
Administrative Draft Program EIR
Screencheck Draft Program EIR
Public Review Draft Program EIR
Administrative Final Program EIR and MMRP
Screencheck Final Program EIR and MMRP
Final Program EIR and MMRP
Findings, Resolutions, and Statement of Overriding Considerations
Notice of Determination
Task 8: General Plan Implementation
Task 8.1: Zoning Code Consistency Analysis
R+A will evaluate the General Plan and identify how zoning regulations would need to be amended to
implement the land use designations, policies, and programs related to zoning and prepare a short report
summarizing the findings. The report will identify sections of the current code that should be retained,
amended, or discarded and new sections that are needed to implement the General Plan or to improve clarity
and user‐friendliness. The report will indicate what changes will need to be made to current regulations to
implement the General Plan, including base and overlay districts, development standards, use regulations,
and administrative procedures.
Exhibit A: Raimi + Associates Team Scope of Work A‐29
for Thousand Oaks General Plan Update + EIR
Task 8.2: General Plan On-Going Monitoring and Evaluation Plan
During the development of the General Plan, R+A will leverage its transdisciplinary expertise to ensure that
the planning process incorporates key elements for monitoring and evaluation of the plan once it is
completed. To do this, we will ensure that the metrics identified in the existing conditions, for example, set a
clear baseline for future comparison and monitoring.
Once the General Plan is completed, R+A will craft an evaluation plan that will support its successful
implementation. The Evaluation Plan will help 1) track progress toward achieving the goals outlined in the
plan; 2) maintain cross‐sector engagement in activities outlined in the plan; and 3) adjust
strategies/approaches, as necessary, to achieve the goals.
Task 8.3: E-Plan
Using an outside software and vendor, the R+A team, working closely with staff, will convert the General Plan
into a searchable, online e‐plan. This will be similar to the e‐plan R+A is finalizing for the Hermosa Beach
General Plan. R+A will work with staff to develop a “code book” of key terms that can be searched in the e‐
plan. R+A will then work with the vendor to transform the General Plan into a draft and final e‐plan.
Task 8 Deliverables
Technical Memorandum on Zoning Code Consistency Analysis
On‐going Evaluation Plan
E‐Plan
Task 9: Project Management and Team Meetings
Task 9.1: On-going Project Management
R+A and other team members will coordinate with the City about the project. This will include monthly in‐
person meetings and “informal” communication via email and phone. This task will also include meetings with
individual City Council members, Planning Commissioners or others as needed to advance topics critical for
the General Plan.
Task 9.2: Team Working Meetings
At three points in the process, key members of the consultant team will prepare for and attend day‐long
working meetings to brainstorm and work collaboratively on cross cutting issues and concerns. The proposed
timing of these meetings is as follows:
Existing conditions and key issues – after drafts of the preliminary existing conditions reports are
prepared
Exhibit A: Raimi + Associates Team Scope of Work A‐30
for Thousand Oaks General Plan Update + EIR
Developing land use and transportation alternatives
Develop goals, policies and actions for the General Plan
Task 9.3: Project Administration and Invoicing
R+A will prepare monthly invoices and progress reports for the project that will summarize the number of
hours spent by task and activities by task.
Task 9 Deliverables
Monthly invoices
Monthly meetings/teleconferences
Three (3) day‐long in‐person working sessions with key team members
Regular calls and informal communication
Exhibit A: Raimi + Associates Team Scope of Work A‐31
for Thousand Oaks General Plan Update + EIR
Meeting Assumptions
The following is a summary for the firms that will be attending each meeting by type. Our scope and budget
assume that more than one meeting will occur during single trips to Thousand Oaks. For example, In‐Person
Staff Meetings will likely occur on days when there are workshops or GPAC Meetings, the focus groups can
occur on the same trip and stakeholder interview will occur on a single trip.
Meeting Type R+A HR+A N\N Iteris Rincon VTA Arellano
Kick‐Off Meeting 1 1 1 1 1 1 1
Stakeholder Interviews (15) 15
Economic Development Focus
Groups (2) 2
General Plan Advisory
Committee (12) 12 2 2 2 2 2 12
Community Workshops (4) 4 1 2 4
City Council Study Sessions (3) 3 2 2 2 2
Focus Groups (6) 6 2 6
Neighborhood Meetings (6) 6
Pop‐up workshops (12) 12
Community Forums (2) 4
Scoping Meeting (1) 1
Meeting during DEIR public
review period 1
PC Hearings (up to 2) 2 2 2
CC Hearings (up to 2) 2 2 2
Team working meetings (3) 3 3 3 2 3 2
Coordination with Outside
Agencies (10) 6 3 8
Exhibit A: Raimi + Associates Team Scope of Work A‐32
for Thousand Oaks General Plan Update + EIR
Scope Assumptions
The following is a list of assumptions for the General Plan update and Program EIR.
The level of effort for each task is limited to the general number of hours for each task listed in the
budget spreadsheet. R+A team members may reallocate hours between tasks if individual tasks are
completed in less time than anticipated.
All data and information provided by the City will be assumed to be correct and up‐to‐date. The
consultant team is not responsible for out‐of‐date or inaccurate information.
All studies that the team will prepare are identified in the scope of work. Any studies, tasks, deliverables
or reports not specifically identified are assumed to be not included.
City review time for workshop materials and meeting materials will be approximately one week. City review
of major products will be between two and four weeks, depending on the product and other responsible of
City staff. All comments will be provided as a single set of non‐conflicting and actionable comments.
City comments on the Administrative Draft General Plan and EIR are provided in one consolidated set
of comments and will not require new analysis or technical studies.
City comments on the Screencheck Draft General Plan and EIR will be focused on typographical errors,
formatting, and other minor edits only.
The City shall provide data in GIS format, including but not limited to: existing land use, existing general
plan land use designation, existing zoning districts, county assessor information, number of units per
parcel, non‐residential square footage per parcel, street centerlines, parks, public facilities, transit
routes, pipeline development projects, infrastructure trunk lines and other existing built environment
information that may be necessary during the General Plan update process. Additional data layers will
be identified during Task 1.2.
City staff will serve as partners to the consultant team in the update process and will be responsible
for, at minimum, the following activities:
o Writing all staff reports
o Logistics of all meetings
o Maintaining stakeholder database
o Costs of meeting facilities and supplemental costs of meetings and workshops, including but not
limited to, food, childcare, high‐cost supplies, printing workshop materials
o Printing copies of documents (the team will provide electronic versions and City staff will be
responsible for printing)
o Assisting with outreach to inform the community about General Plan events. This includes public
notices, notices in newspapers, distributing meeting notices in public buildings, mailings, etc.
o Reviewing the existing General Plan to determine the applicability of each policy
o Timely response to consultant team questions.
o Timely review of documents and materials prepared by the consultant team.
o Participating in the tasks identified in the Implementation task.
o Leading the effort to track and respond to public comments on the Public Draft General Plan
o Other tasks as identified during the process.
City of Azusa General Plan Update | Exhibit B: Project Budget Summary
Labor Cost Per
Task
Task 1: Project Initiation
1.1 Team Kick-off Meeting 14,110
1.2 Project Schedule/Work Plan 5,320
1.3 Data Collection 7,660
1.4 Base Map 6,810
Subtotal Task 1 33,900
Task 2: Community Engagement
2.1 Engagement Strategy and Plan 8,400
2.2 Logo and branding 4,530
2.3 Project Website 17,360
2.4 General Plan Advisory Committee Meetings (10)97,980
2.5 Community Workshops (5)101,700
2.6 Pop-up Workshops (8)19,730
2.7 Online Surveys (3)12,690
2.8 Environmental Justice Engagement 13,660
Subtotal Task 2 276,050
Task 3: Existing Conditions
3.1 Existing Conditions Reports 199,535
3.2 Market Study 38,780
3.3 Community Profile/Issues & Opportunities Memo 9,880
Subtotal Task 3 248,195
Task 4: Visioning
4.1 Visioning Statement and Guiding Principles 9,860
4.2 Key Strategies Map 6,520
4.3 CC and PC (Existing Conditions, Vision Statement, Guiding Principles)5,700
Subtotal Task 4 22,080
Task 5: Alternatives
5.1 Alternatives Team working meeting(s) 7,080
5.2 Develop Land Use Alternatives 36,260
5.3 Develop Land Use Designations 7,040
5.4 Land Use Alternatives Analysis 15,260
5.5 Land Use Alternatives Presentation 12,320
5.6 CC & PC Meetings (Alternatives Review and Selection)5,700
5.7 Preferred Land Use Alternative 6,740
5.8 Fiscal Impact Analysis 18,890
5.9 Emergency Evacuation Analysis 29,960
5.10 Growth Projections 9,540
5.11 CC & PC Meetings (Preferred Alternative and Growth Projections Review)5,700
Subtotal Task 5 147,410
Task 6: Policy
6.1 General Plan Outline & Policy Topics 5,820
6.2 Draft Goals and Policies 140,375
6.3 CC & PC Meetings (Draft Goals and Policies Review)5,700
Subtotal Task 6 151,895
Task 7: General Plan
7.1 General Plan Layout & Design 4,270
7.2 Administrative Draft General Plan 124,175
7.3 Screencheck Draft General Plan 29,870
7.4 Public Draft General Plan 11,910
7.5: General Plan Consistency Analysis and Recommendations Memo 8,760
Subtotal Task 7 178,985
City of Azusa General Plan Update | Exhibit B: Project Budget Summary
Labor Cost Per
Task
Task 8: CEQA
8.1 Kickoff, Project Description, and Meetings 13,890
8.2 NOP and Scoping Meeting 9,240
8.3 VMT Assessment and EIR Support 80,390
8.4 Administrative Draft PEIR 68,535
8.5 Public Draft PEIR 11,300
8.6 Final Draft PEIR (inc. Response to Comments, FoF & SOC)16,030
Subtotal Task 8 199,385
Task 9: Plan Review and Adoption
9.1 Matrix of General Plan Comments 8,980
9.2 Adoption Hearings 17,280
9.3 Final General Plan 16,390
9.4 Final Data Transfer 3,590
Subtotal Task 9 46,240
Task 10: Project Management and Meetings
10.1 Project Management and Meetings 62,535 - Subtotal Task 10 62,535
Task 11: Zoning Code Update
Task 11.1 GP Consistency Analysis Memo (See Task 7.5)-
Task 11.2 Focus Groups (2 sets)7,620
Task 11.3 Development Code Audit 23,140
Task 11.4 Development Code Recommendations 20,260
Task 11.5 Zoning Map Analysis and Update 29,860
Task 11.6 Admin Draft Development Code 123,140
Task 11.7 Public Review Draft Development Code 52,220
Task 11.8 PC and/or CC Study Sessions (2)12,000
Task 11.9 Public Engagement Support (Allowance)7,880
Task 11.10: Planning Commission Hearings (2)8,960
Task 11.11: City Council Hearing (including list of changes recommended by PC) (2)8,960
Take 11.12 Final Development Code (allowance)10,870
Task 11.13 Project Management and Meetings 33,320
Subtotal Task 11 338,230
Total Firm Labor Cost $1,704,905
EXPENSES
Mileage, Travel Expenses, Document and Materials Printing 25,480
Traffic volume and intersection turning movement counts 1,700
Spanish Translation (allowance)5,000
Engagement Digital and Online tools 1,500
Project/Sub Management 42,890
Office Expenses and Other Markups 38,004
Total Expenses 114,574
GRAND TOTAL 1,819,479$
City of Azusa General Plan Update | Exhibit B: Project Budget
Raimi + Associates in partnership with Meridian Consultants, Fehr & Peers, Keyser Marston Associates, Atlas Planning Solutions, Historic Resources Group, and Cultural Planning Group
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Task 1: Project Initiation
1.1 Team Kick-off Meeting 6 16 8 2 8 8 4 4 4 4 14,110
1.2 Project Schedule/Work Plan 16 4 5,320
1.3 Data Collection 4 20 20 2 4 7,660
1.4 Base Map 2 16 8 12 6,810
Subtotal Task 1 24 40 - - - 28 28 12 2 - - - - - - 8 - 8 4 - - - - 4 2 - 4 - - - - - 4 4 33,900
Task 2: Community Engagement
2.1 Engagement Strategy and Plan 4 12 12 8 8 8,400
2.2 Logo and branding 2 4 20 4,530
2.3 Project Website 24 20 60 17,360
2.4 General Plan Advisory Committee Meetings (10)120 160 12 80 40 40 4 8 1 8 4 97,980
2.5 Community Workshops (5)40 160 40 100 100 60 16 28 4 101,700
2.6 Pop-up Workshops (8)2 4 40 40 40 19,730
2.7 Online Surveys (3)2 16 4 4 16 16 16 12,690
2.8 Environmental Justice Engagement 4 12 32 24 13,660
Subtotal Task 2 174 392 60 44 - 264 228 236 20 36 - - - - 5 - - - - - - - - - - - - - - - - - 8 4 276,050
Task 3: Existing Conditions
3.1 Existing Conditions Reports -
Land Use and Community Character 16 48 24 24 24 4 26,680
Transportation & Circulation 4 2 10 42 72 36 16 34,310
Parks, Recreation, Open Space, and Public Facilities 4 40 16 8 12,420
Environmental Justice 4 16 24 24 16 15,420
Cultural Resources, Natural Resources & Conservation 2 4 5 41 24 145 32,795
Historic Resources 2 2 2 16 10 11 6,600
Arts and Culture 2 4 80 72 37,810
Safety and Hazards 2 2 8 22 16 32 13,710
Noise 2 2 8 6 85 15,610
Utilities and Infrastructure 4 16 4,180
3.2 Market Study 4 8 40 16 120 38,780
3.3 Community Profile/Issues & Opportunities Memo 8 8 16 16 8 9,880
Subtotal Task 3 54 152 24 24 - 80 64 12 10 42 - - 72 36 16 40 16 120 13 47 24 230 - 8 22 16 32 2 16 10 11 - 80 72 248,195
Task 4: Visioning
4.1 Visioning Statement and Guiding Principles 4 16 16 16 9,860
4.2 Key Strategies Map 4 8 12 8 6,520
4.3 CC and PC (Existing Conditions, Vision Statement, Guiding Principles)12 12 5,700
Subtotal Task 4 20 36 - 28 - 8 16 - - - - - - - - - - - - - - - - - - - - - - - - - - - 22,080
Task 5: Alternatives
5.1 Alternatives Team working meeting(s) 24 7,080
5.2 Develop Land Use Alternatives 12 48 32 40 24 24 36,260
5.3 Develop Land Use Designations 8 16 8 7,040
5.4 Land Use Alternatives Analysis 12 24 16 24 15,260
5.5 Land Use Alternatives Presentation 4 16 4 20 20 8 12,320
5.6 CC & PC Meetings (Alternatives Review and Selection)12 12 5,700
5.7 Preferred Land Use Alternative 4 16 16 6,740
5.8 Fiscal Impact Analysis 2 4 48 20 18,890
5.9 Emergency Evacuation Analysis 2 2 14 28 18 56 12 12 29,960
5.10 Growth Projections 4 16 16 12 9,540
5.11 CC & PC Meetings (Preferred Alternative and Growth Projections
Review)12 12 5,700
Subtotal Task 5 72 166 - 76 - 112 44 8 14 28 18 - 56 12 12 72 - 20 - - - - - - - - - - - - - - - - 147,410
Task 6: Policy
6.1 General Plan Outline & Policy Topics 4 12 8 8 5,820
6.2 Draft Goals and Policies
Land Use and Community Character 6 44 12 8 16 16,170
Economic Development and Fiscal Sustainability 2 4 32 12 12,810
Circulation and Mobility 2 8 20 48 42 30 60 17 46,190
Public Parks, Recreation and Facilities 2 16 3,610
Environmental Justice and Healthy Communities 2 4 24 16 8,730
Historic and Natural Resources, Conservation and Open Space 2 4 16 8 16 16 15 6 35 6 5 21,225
Arts and Culture 2 4 8 32 24 16,050
Safety and Hazard Mitigation 2 4 4 4 8 16 6,450
Noise 2 4 8 10 16 7,050
Public Infrastructure and Utilities 2 8 2,090
6.3 CC & PC Meetings (Draft Goals and Policies Review)12 12 5,700
Subtotal Task 6 40 124 24 12 - 24 56 - 20 48 - 42 30 60 17 32 - 12 16 26 32 15 - 4 4 8 16 6 35 6 5 - 32 24 151,895
Raimi + Associates Meridian Consultants CPGKeyser Marston AssociatesFehr & Peers Atlas Planning Solutions HRG
City of Azusa General Plan Update | Exhibit B: Project Budget
Raimi + Associates in partnership with Meridian Consultants, Fehr & Peers, Keyser Marston Associates, Atlas Planning Solutions, Historic Resources Group, and Cultural Planning Group
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Labor Cost Per
Task
Raimi + Associates Meridian Consultants CPGKeyser Marston AssociatesFehr & Peers Atlas Planning Solutions HRG
Task 7: General Plan
7.1 General Plan Layout & Design 2 6 16 4,270
7.2 Administrative Draft General Plan -
Introduction 2 6 8 2,990
Plan Overview and Development Process 2 6 8 2,990
Vision and Guiding Principles 2 4 4 1,970
Land Use and Community Character 8 40 16 36 24 22,440
Economic Development and Fiscal Sustainability 4 28 32 10,940
Circulation and Mobility 2 4 10 20 8 4 10,770
Public Facilities, Parks and Recreation 2 20 4,370
Community Health and Environmental Justice 4 16 16 16 9,860
Historic Resources, Open Space and Conservation 4 16 8 16 14 10 4 10 2 14,970
Arts and Culture 4 4 16 16 9,580
Safety and Hazard Mitigation 2 4 12 8 12 24 10,870
Noise 2 8 5 5 58 12,425
Public Infrastructure and Utilities 2 4 1,330
Implementation 2 30 8 8 8,670
7.3 Screencheck Draft General Plan 2 24 4 16 90 4 4 8 12 8 4 29,870
7.4 Public Draft General Plan 2 16 32 2 2 8 8 11,910
7.5: General Plan Consistency Analysis and Recommendations Memo 8 24 12 8,760
Subtotal Task 7 56 260 16 16 - 80 96 138 10 20 - - 8 - 4 - - - 13 21 72 10 - 18 14 28 44 4 10 2 - - 24 20 178,985
Task 8: CEQA
8.1 Kickoff, Project Description, and Meetings 2 8 24 40 13,890
8.2 NOP and Scoping Meeting 4 24 24 12 9,240
8.3 VMT Assessment and EIR Support 32 86 60 176 32 80,390
8.4 Administrative Draft PEIR 12 16 16 80 65 150 50 10 40 4 5 68,535
8.5 Public Draft PEIR 2 6 2 16 4 32 16 11,300
8.6 Final Draft PEIR (inc. Response to Comments, FoF & SOC)2 10 32 8 40 16 16,030
Subtotal Task 8 16 32 - - - 0 0 - 32 86 60 - 176 - 32 - - - 56 192 77 246 94 - - - - 10 40 4 5 - - - 199,385
Task 9: Plan Review and Adoption
9.1 Matrix of General Plan Comments 4 16 16 16 8,980
9.2 Adoption Hearings 24 32 8 16 17,280
9.3 Final General Plan 4 24 8 8 40 2 2 8 16,390
9.4 Final Data Transfer 4 8 8 1 1 3,590
Subtotal Task 9 32 76 - - - 32 32 40 - - - - - - - - - - 8 16 - - - 3 1 2 8 - - - - - - - 46,240
Task 10: Project Management and Meetings
10.1 Project Management and Meetings 80 120 20 20 3 7 2 8 8 12 4 62,535
-
Subtotal Task 10 80 120 - - - 20 20 - 3 7 - - - - 2 8 - - - - - - - 8 - - - - - - - 12 4 62,535
Task 11: Zoning Code Update
Task 11.1 GP Consistency Analysis Memo (See Task 7.5)-
Task 11.2 Focus Groups (2 sets)12 12 12 7,620
Task 11.3 Development Code Audit 12 16 24 64 23,140
Task 11.4 Development Code Recommendations 12 16 24 48 20,260
Task 11.5 Zoning Map Analysis and Update 12 16 24 48 60 29,860
Task 11.6 Admin Draft Development Code 64 140 100 120 180 40 123,140
Task 11.7 Public Review Draft Development Code 32 60 40 75 60 52,220
Task 11.8 PC and/or CC Study Sessions (2)16 24 16 12,000
Task 11.9 Public Engagement Support (Allowance)8 8 12 12 7,880
Task 11.10: Planning Commission Hearings (2)16 8 16 8,960
Task 11.11: City Council Hearing (including list of changes
recommended by PC) (2)16 8 16 8,960
Take 11.12 Final Development Code (allowance)2 12 12 16 8 8 10,870
Task 11.13 Project Management and Meetings 56 28 56 33,320
Subtotal Task 11 258 348 280 - 431 332 - 48 - - - - - - - - - - - - - - - - - - - - - - - - - 338,230
Total Hours 826 1,746 404 200 431 980 584 494 111 267 78 42 342 108 88 160 16 160 110 302 205 501 94 45 43 54 104 22 101 22 21 - 160 128
Billing Rate $285 $190 $215 $215 $180 $160 $140 $160 $350 $195 $275 $235 $175 $165 $160 $295 $245 $170 $225 $160 $145 $140 $95 $250 $180 $155 $135 $250 $175 $125 $100 $75 $240 $240
Labor Cost $235,410 $331,740 $86,860 $43,000 $77,580 $156,800 $81,760 $79,040 $38,850 $52,065 $21,450 $9,870 $59,850 $17,820 $14,080 $47,200 $3,920 $27,200 $24,750 $48,320 $29,725 $70,140 $8,930 $11,250 $7,740 $8,370 $14,040 $5,500 $17,675 $2,750 $2,100 $0 $38,400 $30,720
Total Firm Labor Cost $1,092,190 $213,985 $78,320 $181,865 $41,400 $28,025 $69,120 $1,704,905
EXPENSES
Mileage, Travel Expenses, Document and Materials Printing 15,000$ 5,000$ 5,480$ 25,480
Traffic volume and intersection turning movement counts 1,700$ 1,700
Spanish Translation (allowance)5,000$ 5,000
Engagement Digital and Online tools 1,500$ 1,500
Project/Sub Management 42,890$ 42,890
Office Expenses and Other Markups 27,305$ 10,699$ 38,004
Total Expenses 91,695$ 12,399$ -$ 5,000$ -$ -$ 5,480$ 114,574
TOTAL PER FIRM $1,183,885 $226,384 $78,320 $186,865 $41,400 $28,025 $74,600 1,819,479$
GRAND TOTAL $1,819,479