09-30-2014 - WEST COVINA GENERAL PLAN UPDATE - staff report.pdfCity of West Covina
Memorandum
AGENDA
TO: Mayor and City Council ITEM NO. 1
Planning Commission DATE September 30, 2014
FROM: Christopher J. Chung
City Manager
BY: Jeff Anderson
Planning Director
SUBJECT: GENERAL PLAN UPDATE (GENERAL PLAN AMENDMENT
NO. 14-02) JOINT MEETING, CITY CO1UNCIL AND PLANNING
COMMISSION
RECOMMENDATION:
It is recommended that the City Council and Planning Commission review and discuss
the scope and proposed schedule of the focused General Plan Update and select two
City Council members and two Planning Commission members for the Technical
Advisory Committee.
BACKGROUND:
Each city in California is required to have an adopted General Plan. Pursuant to California
State law, a General Plan must have seven required elements, including Land Use,
Circulation, Housing, Conservation, Open Space, Noise, and Safety. The Housing
Element is the only element that has a statutory requirement to be updated periodically.
While the General Plan Update is typically managed by the Planning Department, the
required Elements also include policies for other Departments including Engineering
(Circulation), Community Services (Open Space), Community Development Commission
(Housing), and Fire, Police and Public Works Departments (Safety). The law allows
considerable flexibility in preparing a General Plan update; State planning laws do
establish basic requirements about the issues that General Plans must address. The
California Government Code establishes both the required content of General Plans and
rules for their adoption and subsequent amendments.
The General Plan for the City of West Covina was last updated in 1985 and is the blueprint
for the long-term development of the City. The General Plan generally has a 10-20 year
horizon. A General Plan establishes policies for the growth and development of the City
and identifies physical development policies appropriate to protect and enhance those
features and services, which contribute to the gnality of life enjoyed by the residents.
On January 21, 2014, the City Council reviewed the options for updating the City's
General Plan (Attachment 1) and directed staff to retain a consulting team to facilitate a
Focused General Plan Update. A Focused General Plan Update allows West Covina to
use its resources strategically to direct growth to areas where development is desired, while
protecting other established areas of the City. Opportunity/growth areas include the
Central Business District (CBD) and other potential locations such as the Azusa corridor,
Glendora corridor, Eastland Center area, and/or Amar/Azusa area. The outreach program
would be more direct and focused on identifying and prioritizing key opportunity/growth
areas as well as on the specific needs of the community as a whole. As the budget for the
General Plan Update is limited, the process must be designed to be efficient in its use of
resources. The budget of $550,000 includes a $200,000 grant from SCAG (Southern
California Association of Governments) to study the Central Business District of the City.
(The Central Business District includes the area between West Covina Parkway to the
west, Glendora Avenue to the east, the freeway to the north and Walnut Creek wash to the
south.)
General Plan Update
September 30, 2014 - Page 2
DISCUSSION:
The following describes the components for the General Plan Update.
1. Citywide visioning to determine areas of change and areas of stability.
2. Prioritize the areas of change and develop a plan for crafting a vision as well as
goals, objectives and an implementation plan. The SCAG funding is solely to
develop a district plan, standards, and economic development strategy for the
Central Business District in conjunction with the Focused General Plan update.
Similar visioning and the creation of development standards for other growth areas
would be sequenced and completed as funding becomes available.
3. Once the General Plan is adopted, the citywide Municipal Code would be amended
to also address needs, opportunities, and issues identified in the General Plan to
create strong and resilient neighborhoods.
On July 15, 2014, the City Council awarded the General Plan Update contract to the
Rangwala Associates (RA) team. Team RA proposes a focused update to the General Plan
and concurrently developing a vision, development code, and economic development
strategy for the CBD.
The overall purpose of the joint meeting is to discuss the scope and schedule of the
Focused General Plan Update process. While the General Plan Update is about creating a
vision for the community, it is important to establish a schedule, division of labor, and
parameters to ensure that the process stays within budget and on the two-year timeline.
Throughout the process there will be extensive public education and input opportunities -
these include a speaker series, focus group meetings, project website and social media
access, online town forum, multiple joint public hearings with City Council and Planning
Commission, and a week-long charrette (a collaborative community effort to create and
support a vision (see Attachment 3 for a more detailed description). Some of these
meetings will be geographically spread throughout the City to encourage broad based
participation.
The purpose of the joint meeting is to:
1. Introduce the consulting team and the overall project team organization
(Attachment 4);
2. Review the purpose and responsibilities of the Technical Advisory Committee
(TAC);
Review the scope and schedule, discuss actions to be taken within the following
months (Attachment 2);
4. Discuss the civic engagement strategy;
5. Identify ongoing or current issues that the City is strugglin • with and that might be
addressed to varying degrees in the CBD area and the Focused General Plan
update; and,
Select two members of the City Council and two members of the Planning
Commission to serve on the Technical Advisory Committee (TAC).
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General Plan Update
September 30, 2014 - Page 3
Council, Planning Commission, community, staff and the consultant can move forward
efficiently.
PrepAgOy:" Jeff Anderson
Planning Director
Reviewed and Approved by:
Approved via e-mail
Mike Lee
Assistant City Manager/Community
Development Commission Director
Attachments:
Attachment I — City Council Staff Report, 1/21/14
Attachment 2— Scope
Attachment 3— Definition of Charrette
Attachment 4— Consulting Team Members and Speakers
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City of West Covina
ATTACHMENT 1 Memorandum
TO: Mayor and City Council
AGENDA
FROM: Christopher J. Chung
City Manager
BY: Jeff Anderson, AICP
Planning Director
SUBJECT: GENERAL PLAN UPDATE
ITEM NO. 10.
DATE January 21, 2014
RECOMMENDATION:
Staff recommends the City Council direct staff to prepare a Request for Proposal to update the
required elements of the General Plan and complete a Program Environmental Impact Report
and include the following:
1. Proposals for a Focused General Plan that includes the review of all elements of the General
Plan with most of the land use analysis focused on the commercial and industrial areas of the
City.
2. A public outreach program including a minimum of 14 meetings and the use of social media
and technology to increase the opportunities for public interaction outside of public meetings.
3. Optional work products for increased public outreach and for a comprehensive Zoning Code
update.
DISCUSSION:
The General Plan for the City of West Covina was last updated in 1985 and is the blueprint for
the long-term development of the City. The General Plan generally has a 10-20 year horizon. A
General Plan establishes policies for the growth and development of the City and identifies
physical development policies appropriate to protect and enhance those features and services,
which contribute to the quality of life enjoyed by the residents. Through a General Plan the
following can be achieved:
• Create a vision
• Manage change
• Build community identity
• Promote social equity and economic prosperity
• Steward and enhance the environment
• Fulfill requirements of State law
Given the understanding that the General Plan is now almost 30 years, staff began to work
towards the concept of updating the General Plan. In doing so, staff has researched the various
approaches utilized to update the General Plan, methods of financing the update, issues that
should be included in the Request for Proposal (RFP), and recommendations.
Each city in California is required to have an adopted General Plan. Pursuant to California State
law, a General Plan must have seven required elements, including Land Use, Circulation,
Housing, Conservation, Open Space, Noise, and Safety. The Housing Element is the only
element that has a statutory requirement to be updated periodically. (Currently the Housing
Element is required to be updated every eight years, the 2014-2021 Housing Element was
approved in 2013, so there is no need to update that element.) While the General Plan Update is
typically managed by the Planning Department, the required Elements also include policies for
other Departments including Engineering (Circulation), Community Services (Open Space),
Community Development Commission (Housing), and Fire and Public Works Departments
(Safety). The law allows considerable flexibility in preparing a General Plan update; State
planning laws do establish basic requirements about the issues that General Plans must address.
The California Government Code establishes -both the content of General Plans and rules for
their adoption and subsequent amendments. State law and judicial decision establish three
overall guidelines for General Plans.
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• The General Plan must be comprehensive. There are two aspects to this requirement.
First, the General Plan must be geographically comprehensive. That is, it must apply
throughout the entire incorporated area and it should include other areas that the City
determines are relevant to its planning. Second, the general plan must address the full
range of issues that affects the City's physical development.
• The General Plan must be internally consistent. The General Plan must fully integrate its
separate parts and relate them to each other without conflict. All adopted portions of the
General Plan, whether required by State law or not, have equal legal weight. No portion
of the General Plan may supersede another; the Plan must resolve conflicts among the
provisions of each element.
• The General Plan must be long-range. Because anticipated development will affect the
City and the people who live or work there for years to come, State law requires every
general plan to take a long-term perspective.
Since the adoption of the General Plan, the City has continued to grow at slower pace than the
boom period of the 1980s. Since the 1985 Update there have been mandated requirements for
long range plarming by the State such as new regional transportation planning requirements in
the mid-2000s and the mandate that cities address climate change in their long-range plans. The
lack of a long-range plan for growth makes the City susceptible to legal challenges because the
General Plan has not been updated since 1985. Since many larger developments require General
Plan Amendments as part of their entitlement, by not updating the General Plan future projects
will be at risk of legal challenges as well.
The current General Plan includes the seven required elements. Although, the seven elements
are specifically required, the General Plan process offers a great deal of latitude to create a vision
for the community that reflects the communities' unique needs by including other optional
elements related to land-use developments such as public facilities; urban design, economic and
fiscal development; capital improvements, water, etc. In addition, the current General Plan also
includes three additional elements: Economic Development, Human Resources, and Design. The
current General Plan can be found on the Planning Department page of the City website.
As part of a General Plan Update, an Environmental Impact Report is completed in compliance
with the California Environmental Quality Act (CEQA). Staff is intending to include in the RFP
a request for the consultant to prepare a Program Environmental Impact Report. A Program EIR
will allow for future development to be streamlined if it is consistent with the General Plan and
was analyzed in the Master Environmental Impact Report. In addition, staff is intending to
request the consultant to prepare a Fiscal Analysis (for infrastructure analysis, City and regional
economic issues, and preferred land use and circulation scenarios).
APPROACHES TO UPDATING A GENERAL PLAN
There are different approaches that can be used to update a city's General Plan. Cities can elect
to do a "Visionary" General Plan Update, a "Focused" General Plan Update, or a "Legally
Adequate" General Plan. These approaches are not mutually exclusive, but rather
generalizations of the ways that other cities have determined to update their General Plans.
Visionary General Plan Update
This option is often used by communities that have experienced substantial changes or where
their General Plan no longer reflects the present and future realities of the community This
approach includes a comprehensive overhaul of the General Plan. The process for this type of
update typically includes an extensive visioning/outreach program. A substantial amount of
outreach occurs up-front to formulate goals for the update of the General Plan that is reflective of
the vision and values of the community. During the initial visioning process issues, assumptions
and principles are identified and a vision and/or mission for the update of the General Plan are
articulated with assistance from the public and stakeholder groups. The amount of community
involvement and methods for including the public can vary greatly. However, this type of update
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usually includes a robust outreach program aimed at creating broad-based community support for
the General Plan Update.
Undertaking a visionary, comprehensive general plan update is typically the most expensive and
time-intensive approach. The number of public meetings and the time it takes to articulate a
"new vision" for the City can be costly. In addition, a comprehensive update opens up the
process to re-evaluate the scope and content of the City's General Plan to address not only state
standards and legal requirements, but changes in professional practices, planning trends and the
City's new stated vision. Therefore, this type of update might include the introduction of new
elements in addition to the seven mandatory elements. The General Plan document might be
reformatted and reinvented to be more "modern" and "state-of-the-art". The vision and General
Plan update may take the City in a new direction, which might include extensive analyses
beyond that required for the environmental impact report. Based on information received, these
can cost between $1.2 million and $4 million and take 3 to 6 years to complete.
Focused General Plan
A Focused General Plan Update does not attempt to overhaul all elements of the General Plan
simultaneously. It may focus the update on certain elements or revising elements to address
defined issues/themes. This type of update allows a jurisdiction to spread the cost of an update
over a longer period and allows the jurisdiction to decline updating elements, or portions of
elements, that might still be current. The overall process for a Focused General Plan Update is
not substantially different than for a Visionary General Plan Update.
This type of General Plan Update approach is used when portions of the of the General Plan are
out of date, but the overall vision and direction of the City is still valid. For large portions of the
city that have been developed with single-family or other types of residential uses, it is unlikely
that there will be significant changes to land use designations or zoning. In these cases, the focus
is on commercial or industrial areas of the City where infill development is most likely to occur
(including areas that may be targeted for mixed-use development). Additionally, the outreach
program could be more direct and rather than asking broadly stated questions about the
community's vision for the future, the focus might be on identifying and prioritizing key change
areas/opportunity areas and specific needs such as the desire for better parks and trail
connectivity throughout the community. A Program OR would accompany the Focused General
Plan Update, still providing the City with a tool for tiering and streamlining future projects in the
change areas. Focused General Plans can cost between $500,000 and $800,000 and take 18
months to 2 years to complete.
Legally Adequate General Plan
The goal of this type of update would be to prepare a legal, yet minimal, low budget update. This
update would seek to satisfy the statutory update requirements in the most cost-effective manner.
This type of update would need to address Complete Streets requirements, flood-related matters,
and disadvantaged communities.
A legally adequate update assumes no change in land uses and the minimum outreach necessary
to inform the public of the process and ensure appropriate participation and review of
documents. In this option, a Program Elk is likely not necessary as no land use changes are
contemplated. This approach would allow the City to address the legal adequacy of the General
Plan and defer additional changes and more extensive outreach for a subsequent phase or update
effort. These types of General Plan Updates can cost between $250,000 and $500,000 and take
12 to 18 months.
FINANCING
The City has been preparing for the potential of a General Plan Update by identifying various
funding sources. In the early 1990's, the City established a General Plan maintenance fee that is
charged to applicants of discretionary entitlement permits (General Plan amendments, zone
changes, precise plans, etc.) through the Planning Department. In addition, the City has set-aside
funds received per Proposition C (transportation). Lastly, the City was selected to receive a
grant from the Southern California Association of Governments (SCAG) through their Compass
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Blueprint Sustainability Program. The following chart indicates the funding currently available
for the General Plan Update.
Funding Source Amount
General Plan Maintenance Fund $151,000
Proposition C $200,000
SCAG Grant $200,000
TOTAL $551,000
ISSUES
In preparing to release a Request for Proposal, staff would like to inform and seek consensus
from City Council regarding the approach of updating the General Plan, public outreach, and
optional work products to be included in the RFP.
Approach to the General Plan Update
In considering what approach to take in updating the General Plan, the following should be
considered.
• West Covina is a built-out City where future development will replace existing
development,
• The great majority of the land use of the City is comprised of single-family and multi-
family neighborhoods,
• Established residential neighborhoods should be protected and supported (both single
family and multifamily),
• The focus should be on potential areas of change from a strategic standpoint to establish
goals and policies to direct growth to selected areas,
• New development should be limited to densities that do not exceed the capacity of the
City to provide public services and adequate public safety,
• The City has limited funds to devote to the General Plan Update,
• There has not been any recent visioning or community outreach recently regarding what
resident's value and changes they would like to see in the community,
• New infill development opportunities should be identified.
For those reasons, staff believes it is appropriate to embark on a Focused General Plan update,
but with increased public outreach and community workshops. A Focused General Plan Update
could allow the process to focus on the key opportunity/change areas such as the Azusa corridor,
Central Business District, BKK landfill area and the auto mall area along the freeway; thus
preserving the residential neighborhoods. Additionally, the outreach program could be more
direct and rather than asking broadly stated questions about the community's vision for the
future, it might focus on identifying and prioritizing key change areas/opportunity areas and
specific needs of the community. A Program EIR would accompany the Focused General Plan
Update, still providing the City with a tool for tiering and streamlining future projects in the
change areas. This approach would allow the City to still be pro-active about updating the
General Plan in a more fiscally responsible manner while allowing for appropriate community
outreach and the creation of vision for future development. As they are not required and in order
to be cost conscious, staff is proposing to focus on the seven required elements and include the
existing additional elements (economic development, human resources, and design) as
components in the required elements.
Public Outreach
Public outreach will be a key component of the General Plan Update. The amount of public
outreach affects the cost of the update. In being mindful of that fact, staff has researched some
recent RFP's from other cities to get an idea of the average community outreach. Staff is
suggesting that the RFP include the following public outreach: two public hearings for City
Council, two public hearings for Planning Commission, three joint City Council/Planning
Commission workshops, and seven community meetings in a variety of locations in the City.
This would be a total of 14 public meetings. In addition, the RIP will request the use of social
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media and technology to increase the opportunities for public interaction outside the traditional
public meetings.
Optional Work Products
The RFP can request proposals for optional items. Optional work products are separate items
with a separate proposal that the jurisdiction can elect to have completed after the consultant is
selected. There are three items that staff has considered including as optional items if the budget
allows it. These include increased public outreach, a comprehensive Zoning Code update, and
optional General Plan elements.
Additional Public Outreach - City Council may elect to increase the amount of public outreach
beyond the 14 public meetings mentioned previously for which an optional work product could
be requested as part of the RFP. Upon selection of the consultant, we could then work with them
to find the right balance of public outreach that the City Council deemed appropriate.
Comprehensive Zoning Code Update - The current Zoning Code was adopted in 1977. There
have been many amendments to the Zoning Code since that time, which generally are focused on
an indivichml issue without a comprehensive evaluation. Due to the age of the Zoning Code, it
would be appropriate to complete a comprehensive Zoning Code update. The purpose of the
update is not necessarily to modify existing development standards or review processes but to
reword some of the standards to make the requirements clear, organize the Code to allow for a
user-friendlier document and to implement any new policies that are adopted as part of the
General Plan update. It is common for cities to complete a Zoning Code update following the
completion of a General Plan update.
Update to Additional Elements - Many cities have elements in their General Plan in addition to
the required elements. The current West Covina General Plan includes three additional
elements: Economic Development, Human Resources, and Design. The City could request an
optional work product for the update of those three elements, for additional elements that we
currently do not have, or some combination. Staff is not recommending an optional work
product to update the three additional elements. Staff is proposing to focus on the seven required
elements and include such additional goals and policies for economic development, human
resources, and design as components in the required elements. This may allow for a more
economical and timely process.
CONCLUSION & RECOMMENDATIONS:
Given the current economic circumstances, staff has been cognizant in preparing a Request for
Proposal that is in keeping with the funding available. Staff would facilitate the community in
crafting a vision and the policies to implement that vision. Since a comprehensive General Plan
update is a significant and costly process that is not a standardized process, many cities forgo this
process. In that sense, West Covina is not unique in having a dated General Plan.
In order to move the process forward, staff recommends the City Council do the following.
Direct staff to prepare a Request for Proposal to update the required elements of the General Plan
and complete a Program Environmental Impact Report and include the fallowing:
1. Proposals for a Focused General Plan that includes the review of all elements of the General
Plan with most of the land use analysis focused on the commercial and industrial areas of the
City.
2. A public outreach program including a minimum of 14 meetings and the use of social media
and technology to increase the opportunities for public interaction outside of public meetings.
3. Optional work products for increased public outreach and for a comprehensive Zoning Code
update.
Upon release of the RFP, City staff will bring back the approval to award the bid to select the
General Plan consultant.
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ALTERNATIVES
The following are some alternatives to staff's recommendation.
1. No General Plan Update. Continue to conduct business as usual without a plan to
manage growth and physical changes within the City. Future development would or
should occur as set forth under the existing 1985 General Plan. Continue to risk legal
challenges for new projects that require General Plan Amendments (public and private).
2. Adopt Specific Plans. The City could consider preparing Specific Plans in the areas
where growth can be redirected. This approach is narrow in scope and does not solve
underlying issues cited above.
3. Direct staff to prepare an REP for a Legally Adequate General Plan. The City could
release an RFP requesting consultants to submit proposals for a Legally Adequate
General Plan. This type of Update would likely take a year and have a significantly
lower cost. This type of Update would allow for revisions to the existing General Plan
and include limited public outreach and visioning.
4. Direct staff to prepare an RFP for a Visionary General Plan. The City could release an
RFP requesting consultants to submit proposals for a Visionary General Plan. This type
of Update would likely take longer than two years and the cost would potentially greatly
exceed the amount that is currently set aside.
The listed alternatives above are some of the options available to the City Council. The may be
other alternatives that the City Council might wish to pursue. Staff is open and interested in
receiving input on proceeding with the General Plan.
Prep y: Jeff Anderson
Planning Director
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Task 1. Project Planning & Coordination
In this phase our team will initiate
communications with the West Covina
community, the local stakeholders, and
decision-makers to ensure that a path is put in
place for a successful project.
1.1 Kick-off Meeting
The kick-off meeting will be held with City
staff and accomplish several tasks, including:
Sharing expectations for the project;
Refining the scope of work and schedule;
Establishing communication protocols;
Defining the role of anticipated
stakeholders, including outside agencies,
organizations, and individuals;
• Identifying Advisory and Focus Group
members;
• Identifying potential project pitfalls and
strategies to address them;
• Discuss ongoing projects or programs;
and
• Review project data needs and obtain
data from staff.
Even though we are familiar with the City, we
will conclude the initial kick-of meeting with
a tour where City staff can further identify
opportunity sites, problem areas, challenges,
and issues the General Plan should address.
1.2 Joint Meeting with City Council & Planning
Commission
A joint meeting will be conducted with the
City Council and Planning Commission
following the contract's execution. We will
work with City stag-to introduce the project
team to the City Council and Planning
Commission, summarize the scope And
schedule, discuss actions to be taken within
the following months, and field initial
questions from the City Council, Planning
Commission, and general public. The joint
meeting will identify ongoing or current issues
that the City is struggling with and that might
be addressed to varying degrees in the CBD
area and the General Plan,
ATTACHMENT 2
In lieu of the State Law's General Plan
element titles we recommend a more readily
understood vision based title for each General
Plan element. This organization also allows
an integration of related aspects from each
element, The eight General Plan elements
(and corresponding State Law required
chapters) are:
I. Our Natural Community (Conservation
and Open Space)
2, Our Prosperous Community (Economic/
Fiscal Development)
3. Our Well Planned and Designed
Community (Land 'Use/Design,
Housing. Parks and Recreation)
4. Our Accessible Community (Circulation
element)
Our Healthy and Safe Community
(Safety, Noise, Land Use)
6. Our Active Community (Land Use,
Parks and Recreation)
7. Our Creative Community (Culture)
Our Sustainable Community (Land
use, Circulation, Air Quality, Capital
improvements/Public Facilities, Energy,
Flood Management, Water)
'The above proposed reorganization is a
recommendation that has been implemented
with a high level of success in Ventura, CA.
We are flexible and happy to work under
current State Law General Plan Element
chapters.
Executive
Team
Project Team Organization
The project team consist of a core executive team, a technical
advisory committee and six topical focus groups.
The executive team will include project managers from the
consulting and ay staff team and key leaders from City staff,
as appropriate The key responsibility is to review schedule and
budget at monthly status meeting. logistical planning, and the
facilitating the process.
The Tedmical Advisory Committee (TAO will indude members
from City Council Planning Commission, and department heads
ta provide on-going and specific direction throughout the entire
project. The TAC will discuss and finalize work pnagrarn objec-
tives, project team member roles, civic engagement strategy,
and list of resource team members. Sy including decision
makers and department heads throughoutthe entire process,
the City will underscore the importance and role of the General
Plan throughout all aspects of city management, budgeting,
and operations, and create stronger Internal coordination.
Six focus Groups will support the public process developing
policy options for the pub! c to consider and actions to imple-
ment the pub/i6 vision. The focus Groups include members of
the consulting team, city stag civic leaders, and local volunteers
with interest or expertise in each team's topic. Each Focus Group
contributes members and expertise to the Core Focus Group
that will develop the Well Planned and Designed, Accessible
and Sustainable Community elemental the Genera! Plan. This
Com Focus group will consider West Casino's approach to growth
and preservation, incorporating perspectives from the other five
groups. In addition to developing goals and policies for each
element, the other five focus groups will also review and assess
alternate land use, circulation, and infrastructure scenarios
developed by the Core Focus Group. The Focus 6roups'wor1c -
occurs in three phases throughout the project.
Driving Forces: (Fall 2014): The Focus Groups will Wen* key
outside forces shaping West Covind and its CRO's future.
Scenarios & policies (Spring 2015): The Focus Groups will
develop and assess alternate land use and transportation
scenarios tar the Gly and specifically for the CEO. They will
develop goals and policies for the entire city. The scenarios,
goals, and policies will be the centerpiece GI public input in the
visioning (barrette
Preferred scenario and actions (Summer 2015). The RCVS
Groups will create preferred scenario and refine their goals and
policies based on the public's review. They will recommenc I a set
of concrete actions for the next 1-5 years to begin implementing
the polities.
Scope 1
— Changing demographics
and development preferences
Dr, Arthur C Nelson, Univer-
sity of Utah
— Public Wealth & Built
Environment
Dr. Arthur C. Nelson, Univer-
sity elltah
—Sustainable transporta-
tion planning
Jeff TIOnlin, Nelson Nyggard
—Fiscal benefits of growth
Joe Minkozzi, Ilrbon3
— Urban retailing
Bob Gibbs, Gibbs Planning
Group
Public Survey — A survey is a good way The fallowing speakers will assist the project temn in educating
to reach residents that typically can not and engaging the community:
attend meetings, but have opinions about
the community's future or other issues.
Conducting a survey enables the City to build
awareness while collecting input on needs,
priorities, general satisfaction, desired areas
of improvement, and City messages. We
recommend a combination of hard copy and
web-based (MindMixer) survey with a project
fact sheet.
1.3 Monthly Status Meetings with City Staff
We ate also proposing monthly meetings for
the executive team, to discuss the status of
ongoing and future work. These meetings
will keep the City informed, review progress,
identify next steps, and generally prevent the
project from getting sidetracked or stalled.
These meetings are generally envisioned to
last no longer than a half-hour and could take
place at a time convenient for the City. A
monthly status report would be provided in
advance of each meeting.
1.4 Project Website
A project website website provides 24-hour
access to project information such as meeting
il.OtiCCS, survey materials, background\data,
presentations, and draft documents. We will
maintain a separate project website that is
accessed through both a link from the City's
main wehsite and a separate address. We will
create a distinct branding for the CBD and
General Plan, starting with a project websitic
that is designed to be an extension of the
City's website—distiner but complementary.
All design and content will be provided to the
Cit7 for review and approval before it is made
public. Our proposal includes time to assist
the City in migrating the project eyelashes
material to the City's website after the CBD
and General Plan are adopted.
1.5 Civic Engagement
The public engagement plan has throe goals:
1. Educate residents about the General
Plan and CBD Plan process and the
long-range issues facing West Covina;
enabling them to make informed
decisions about the future.
2. Engage public from all walks oflife. in
the process, hold their attention, and
move them into action; and
3. Empower West Covina constituents to
create a plan that reflects their ideals and
For this project, we propose the following
civic engagement tasks;
Website and Social Media — Public will
have an opportunity to join, contribute and
connect with the planning process through
project website, MindMixer civic engagement
platform, and social media sites: Facebook,
Google4., and Twitter.
Focus group interviews with key city leaders
and stakeholders that generally have a vested
interest in the community, and could likely
play a role in implementation efforts.
Book-a-Planner; Besides inviting the public
to project workshops, we will take planning
to the public. Throughout the General Plan
and CBD study we will make special efforts
to reach difficult-to-engage communities,
We propose Book-a-Planner sessions at
community and faith-based events, at the
library, recreation center, an.d local schools.
Traveling exhibits will be prepared for
Book-a-Planner events. Whenever possible,
participants will be asked demographic
information, to monitor who is participating,
so that gaps in participation can be addressed.
Speaker Series; The Speaker Series will
strategically bring national experts on growth,
economic development, transportation.
and planning issues to provide perspective,
present alternatives, and stimulate community
dialogue. Besides the talk, the speakers
will also serve as a resource throughout the
planning process.. The proposal includes 20
hours of advisory service from the speaker.
Additional hours will be billed at a rate of
$200 per hour.
Deliverables:
- Scope & Schedule
• Civic Engagement Strategy
Identify Executive Group, Advisory
Committee, Resource Teams,
Departments and Partner Agencies
Monthly Progress Report
Project website
Speaker Series
Thneframe: Week 1- Week 10
Scope 2
Task 2. Discovery
We will review existing plans, ordinances,
and projects that have been completed.
Concurrently, we will gather broad macro-
level information at the citywide level for the
General Plan and more micro-scale specific
and detailed information for the CBD area.
We will study the existing urban form, place,
people, circulation, and market,
2.1 Urban Form Profile:
Our team will study the different areas of
West Covina to develop an understanding
of the place-types within the macro-scale
framework., and to document micro-scale
elements such as streets, building and
frontage types, and public space network so
that we. can begin to develop the DNA for
West Covina's centers, corridors, districts
and neighborhoods. This analysis will be
integral to the develop a physical and spatial
organizing framework that supports a range
of contexts from the natural, sub-urban to
the CBD core at the same time explore the
linkage options from the transit and civic area
to the project site. The form and character of
the different human habitats will be conceived
as a geography of diverse place types such
as neighborhoods, centers, districts, and
corridors.
Each of these place types will be characterized
as to the nature of intended change desired.
Maintenance: Existing areas primarily
in stable condition. These places may
need minor attention but primarily they
need to continue to be supported through
appropriate regulations and provisions
that recognize their particular features
and characteristics:The level of change
ranges from reinvestment in existing
buildings and minor improvements
to utility infrastructure and the
public realm, to the occasional infiLl
development that completes the prevalent
development pattern,
Major Infill/Renewah Existing areas in
State of transition that need moderate
infill, redevelopment, or infrastructure.
Examples are: addition of new streets that
break the large scale super-blocks into
pedestrian oriented blocks, or completing
a block with the missing buildings, open
space or infrastructure.
Expansion: This study will provide
direction for undeveloped areas where
expansion can occur.
The rigorous and principled approach of
assessment sets the stage for planning and
coding. Armed with this understanding of
place types and nature of intended change
we will develop land usc and circulation
alternatives,
2.2 People profile
We will gather the following soda-
demographic information:
Population— including existing persons
and households and potential persons and
household; at build-out under existing zoning
Employment — including existing employees
and potential employment at build-out
under existing zoning categorized by broad
industrial categories
Income — including household income;
citywide and within the CBD area, and
income growth compared to regional trends
Race and Ethnicity— in terms of changes in
characteristics and future trends
Commuting patterns — including existing
modal split percentages
Housing — including ability to pay current
marketplace products and need for workforce
housing catering to commuters
Recreation— including existing and potential
participation rates and potential volumes for
outdoor and indoor park and trail use within
the study area,
Retail expenditure patterns — citywide retail
sales trends and metrics with particular focus
on the CB.D area using area specific data made
available by the City
Socialization — including educational
attainment and institutional capacity, health,
childcare, and other services of interest to area
residents and applicable to the development of
the project area as a CBD
2.3 Personal Interviews
We will conduct personal interviews and/
or focus group sessions with key officials,
property owners and Merchants, developers,
real estate agents, and other parties of interest.
The sessions. could cover questions regarding:
length of ownership and/or involvement in
CBD area activities, nature of owned property
andlor business and future plans, perceived
problems with CBD area existing/future
transportation and development conditions,
suggestions concerning bps, pedestrian,
bike, and development project opportunities
and possibilities, interest in participating in
possible CB:D opportunities.
2.4 Place Profile
We will work with staff to develop and field
verify base maps and information necessary
to support the afililySiS for CBD area. Our
generated GIS base map; and database will
identify:
Property — including public and private parcels
and ownerships
Topography - any elevations or view corridors
Utilities — including sewer, water, stormwater,
natural gas, power, and telecommunications
systems
Site improvements — including all roadways,
bikeways, trails, sidewalks, walkways, parking
lots and structures
Building improvements and database —
including location, age, and condition of all
existing and proposed structures
Landscape — including street trees, open
spaces, and significant habitat areas
Aesthetics and resources — including landmark
sites or buildings, viewpoints and vistas, solar
orientations, arid other potential opportunities
Development regulations — including current
zoning provisions on land use, building
heights, setbacks and yards, parking,
landscape, signage, and other particulars.
We will field verify the inIbrination and
develop a hard/soft rating for each property
and building where;
hard buildings or sites — consist of
historic, public, institutional, new
building developments, and uninterested
owners,
soft buildings or sites — consist of
vacant properties, dilapidated and/
or abandoned buildings, nuisance or
nonconforming uses and structures, other
undeveloped properties, underdeveloped
or underutilized buildings and sites, and
interested owners.
We will use the hard/soft rating evaluations
to identify where retrofit and new infill
development capacity can be concentrated
Scope 3
while preserving the hard sires and buildings
of interest and value to West Covina residents
and stakeholder interests.
2.5 Circulation/Parking Profile
We will provide an assessment of the mobility
network, with an emphasis on all modes of
travel. To be cost effective, we will interview
staff to help identify areas congestion, public
concern, common issues. We- will identify
circulation element roadways that are not
completely built or have excess capacity
making them candidates for road diets. We
will review and suannarize the current transit
service provide by Foothills Transit, Metro
and GOWeste and identify opportunities to
enhance service, particularly in the CBD.
We will review the City's Bicycle Plan to
determine paths, lanes and routes that have
not been implemented. We will prepare
examples (photos or exhibits of innovative
bicycle concepts that may be considered for
the Mobility element). We willideritby
major gaps and barriers to effective pedestrian
flow. Transportation Demand Management
(TDM) techniques will be identified for
potential consideration that may reduce
parking and vehicular travel. Finally, parking
rates will be examined to identify the potential
for reduced rates, particularly in the CBI/
Text maps and exhibits will be prepared to
identify opportunities and constraints in the
existing mobility network.
2$ Market Assessment
FIR&A will lead the market assessment task
and will review market opportunities focused
analysis on the CBI) area. Our analysis
of the CBD area will focus particularly on
commercial office, retail, and residential uses,
We will analyze market demand for office
and retail .uses within the CBI) area by
first examining potential market areas and
segments - residents, visitors, employees,
and recapture of leakage for retail demand;
and growth in regional and sub-regional
employment by Sectors for office demand.
We will examine the competitive landscape
in terms of existing, planned and proposed
commercial and retail centers; and finally
estimate potential capture within the CBI)
area considering modest and aggressive
growth scenarios. We will classify potential
demand and supportable space in the CBI)
area by market orientation of commercial/
retail use, including neighborhood,
community and regional and visitor serving
uses.
We will analyze household growth within
the CBI) market catchment area in terms of
residential affordability thresholds, and project
demand for residential units and its potential
capture within the CBD area.
Optional Task.' Citywide Growth Scenarios
for Major Land Uses
Deliverables: Reports on citywide and CBI)
urban form, place, people, circulation, and
market.
Timefrarnet Week 10 to Week 18
Task 3. Visioning
Based on the analysis, findings, and
community input gathered in the previous step
we will host a 5-day charrette. 01.1J7 charrette
events arc like a combination of on-location
planning studio and old-fashioned town
meetings. The charrette focuses community
input over a short period of rime, through
the hands-on efforts of folks representing
the full spectrum of interests. The approach
is inclusive and designed to build consensus
from the outset.
3.1 Charrette
The project team will kick-off the charrette
by presenting the driving forces shaping
West Covina's future: growth projections,
demographics, public health, social capital,
market trends, pattern of development, and
place-making.
The charrette will kick-off with a community
meeting on the first day and end with a second
community meeting on the fifth day where the
outcomes of the charrette will be presented.
At both these community meetings, we will
feature one of our five speakers identified in
the earlier Discovery task. At the Charrette,
the project team will work in short iterative
feedback leaps. Throughout the charrette, the
public will have multiple formal and informal
opportunities to engage with the project
team and the five Resource Committees. The
project team will work on the General Plan,
and CBI) Plan and Code concurrently.
3.2 General Plan Update
'The Focus Groups will lead community
discussion to:
Map areas of growth and conservation,
pattern of development and terigin form
options, and areas of maintenance,
renewal, and expansion;
• Create guiding principles;
• identify issues, opportunities and
constraints;
• Set priorities;
• Prepare land use and circulation plan
alternatives; and
Review and prepare updates to the
goals, objectives and actions of the
existing General Plan — to facilitate
implementation of the General Plan
the resource committee will estimate
cost, completion timeframe, and assign
responsibility for implementing the
action — the General Plan will include
Summary of Actions as an appendix.
3.3 CBD Area Vision and Code draft
The CBI) area visioning effort will be led by
Moult and Polyzoides. The CBD zoning code
update will he led by Rangwala Associates.
A well-crafted community vision backed with
clear and precise standards is a huge incentive
and extends an invitation to the development
community to invest with confidence. The
CBD area vision will be both physical and
ntegrative:
Physical in the sense of it being visible
and describable (typically includes
master plan drawing and renderings) ;
and
Integrative in the sense that it will
include all dimensions of urban design,
including open space, landscape,
buildings, infrastructure, etc.
As a result, it is possible to analyze this vision
from every point of view, including opeo.
space, parking, traffic and transit linkage,
and infrastructure. It is possible to cost
this proposal and understand how it might
be implemented through public and private
sectors. Therefore, the physical master plan
becomes essential to the vision, and the vision
becomes the backbone of the zoning code.
We will meet with the businesses and
residents of the CBD area, and other
conununity stakeholders (e.g. local, or
regional agencies or authorities) in a variety of
meetings and workshops during the five-days
to understand the wants and needs, hopes and
dreams of the community and translate; them
into a realizable Master Plan for the CBD
area. Our contact with the community will
be interactive. charrette participants will
be able to offer opinions and direction and
return to see responses in terms of an evolving
Scope 4
Masterplan. This process has A double value.
It frames a community supported vision, as
it also educates those that were part of its
evolution to defend its key provisions, all the
way to the end of the planning process.
A draft copy (65% complete') of the CBD
code will be developed— this includes the
coding framework and key areas of the code
where client feedback is critical. Based on
client feedback the remainder 35% will be
developed at the next step. The code will
include a zoning (regulating) map for the
CB.D area, with standards for street design
and connectivity, building, frontage, and open
space types, parking, signs, definitions, and
streamlined development review process.
34 Economic Development Strategy for MD
FIR&A will assist the project team with
a delineation of economic issues, both
opportunities and obstacles in the CED area.
I-IR&A will build upon the market analysis
information and direction from the expert
panel to formulate a CBD area economic
development implementation program. The
implementation strategy will be aligned with
the CED vision and will identify a set of
action:able goals and objectives that the City
and stakeholders can act upon in the near term
(0-2 years), mid-term (5-7 years) and long
term (7-15 years). 'Ihe strategy will cover the
following broad areas:
- Retail tenant mix -tenant attraction and
retention program;
Identify and market key development
siteslopportun ities;
Build on existing CBD anchors and.
attract new anchors;
Public realm improvement program
— priorities, timelines, and funding
strategies for parking management,
landscaping, streetscapes;
Opportunities flit public-private
partnership including property based
Business Improvement Districts, special
assessment districts and infrastructure
financing districts; and
Governance and operational mechanisms
and capacities required for long term
sus tainability of and success, based on
national best practices and suitability for
West Covina.
HR&A will create a multi-yeat -financial
model to test financial feasibility of up to 5
alternative development scenarios within the
CBD area. The model will factor in program
mix and size, market expectations (e.g.,
revenues, expected absorption rates, currently
available financing terms), development costs,
expected returns, and other assumptions.
The model will utilize conceptual cost
estimates for vertical development and site
infrastructure. Model outputs will include
residual land value to the landowners, funding
gaps that must-be addressed, and ability of
the project to meet developer/investor returns.
'The model will also test sensitivities associated
with market rent, program mix, and other
variables. Should any projects prove infeasible
based on market conditions alone, PIR&A
will advise on potential strategies to attract
private market capital. Options may include
tax abatement, or discounted sale of public.
land (if any).
3.5 Mobility Plan and Parking Strategy
Based upon input and visioning identified
pertaining to mobility, key mobility element
strategies -will be identified for evaluation and
testing. A Complete Streets approach will be
used, as required by SB 1338. It is envisioned
that these changes will be focused on the
CBD, the Azusa and Glendora corridors,
the BKK landfill area and the auto mall
area. In the Cl3D, emphasis will be placed
on striving for is balanced network, where
pedestrians travel is improved to create a more
vibrant environment. All other modes will
bc assessed to allow for a variety of mobility
options, with roadway and intersection
widening being the last option (particularly
since it was the primary option of decades).
TDM measures will recommended in the
CED area to reduce automobile travel.
Parking sates that reflect the envisioned mixed
use character of the CED will be developed.
Mechanisms for implementing shared parking
reductions will he suggested as will reduced
rates where more non-inotorlzed travel is
The draft mobility plan will be developed for
further testing. We will consult with staff to
further define how this assessment will occur,
particularly in light of suite legislation (SE
743) that will require alternatives to auto level
of service in urban infill areas. This legislation
was approved in 2013, with implementation
guidance from the Governor's Office of
Planning expected this summer. We will
assist the City in defining the measures of
effectiveness that will be used to evaluate the
mobility element For purposes of establishing
a budget for this .proposal, the following
evaluations have been suggested (some may be
traded off for other assessments):
Traffic modeling will be conducted for
the proposed mobility element, including
laud use inputs, and trip rate reductions if
appropriate. Model inputs for two future
networks will be prepared: an adopted
plan and the proposed plan. Model
outputs will include traffic volumes,
as well as total Vehicle Miles Traveled
(VIVIT).
Roadway volumes will be collected in
order to compare the existing conditions
to future conditions. The analysis
will focus on areas of change, with 50
roadway segments being counted and
studied. Detailed intersection level-of-
service analysis will not be conducted,
consistent with guidance from SB 743.
Multimodal recommendations will be
suggested, based upon quantitative and
qualitative assessments of the mobility
system. Policy recommendations will be
suggested for inclusion in the General
Plan.
A traffic study will be prepared for use in
the Environmental Impact Report.
3.6 Fiscal Impacts —C/3n Plan
HR&A will create a high level fiscal
impact model to analyze fiscal impacts from
alternative development scenarios of the CBD
master plan.
We will develop a fiscal model that can be
applied towards scenario analysis of CBD
and General Plan alternatives. We will use
this model during the Charrette process to
analyze proposed scenarios in real-time to
help narrow down and fine tune strategies,
and we will examine impacts from the
preferred development scenario by looking
at both fiscal revenues and costs to the City.
We will develop average City costs based on
interviews with key City staff and with a clear
understanding of current capacity in terms of
public services and need to increase capacity in
the future.
Optional Task: Fiscal Impacts — General
Plan Land Use Alternatives
As an optional task, I-IR&A will apply the
_fiscal model to General Plan alternatives
and the preferred development scenario, in
order to help refine the land use mix. We tuill
also look at potential economic multipliers
attrihuted to the proposed growth scenarios
in terms of employment, wages, and overall
economic activity.
Scope 5
These policy directives would be organized 4.2 Draft CAD Plan
by subject area in General Plan Chapters 1
through 8, which follows the organizational
framework established earlier in the West
Covina Vision.
3.7 EIR Seeping Plan
EIR scoping will consist of the preparation and
distribution of a Notice of Preparation (NOP)
of a Draft EIR and an EIR scoping meeting.
We anticipate that the NOP will indicate
that each issue on the CEQ,A. environmental
checklist will be studied in the Draft EIR,
thereby enabling us to forego the preparation
of an Initial Study. The NOP will be circulated
to concerned agencies and the community for
a period of at least 30 days to solicit input on
environmental issues of concern to be addressed
in the EIR,
The EIR scoping meeting will be held during
the 30-day NOP period and can either be
a stand-alone meeting or part of a General
Plan workshop. The primary purpose of the
scoping meeting will be to provide another
avenue for the community to provide input
on the EIR work program. The meeting will
generally include an overview of the project
and CEQ,Jt environmental review process,
followed by a forum in which attendees cart
provide comments. Depending on the number
of attendees and the City's preference, input
can be taken in a formal manner or in an
informal open-house setting. Verbal and
written comments received at the meeting will
be summarized in a written memorandum to be
included as an FIR appendix.
Deliverables: List of guiding principles;
General Plan growth, land use, and circulation
alternatives; Charrette Summary Report for the
CBD area; Economic Development Strategy;
Mobility Plan and Parking Strategy; Draft
Code (65N complete); Fiscal Impact Report;
and attendance/participation in scoping
meeting and scoping meeting handouts
Timeframe: Week 18 to Week 29
Task 4 Draft General Plan, CBD Master
Plan, & CBD Code
The preparation of a Draft General Plan will
start after the Discovery stage of the project,
beginning with an inventory of existing
conditions and incorporate findings from
outreach; interviews; meetings; and analysis
of goals, issues, opportunities, and constraints
conducted in other tasks.
4.1 1st Draft General Plan
The comprehensive and involved process of
a focused General Plan update based on a
renewed community vision could result in a
combination of new and updated set of goals,
policies, and actions to guide future decision-
making in West Covina that truly reflect
the planning objectives of the community.
The consultants in collaboration with the
six focus groups will prepare a draft of the
following eight General Plan elements:
Our Natural Community — address how
West Covina's can thrive in balance with the
common ities natural ecosystems
Our Prosperous Community — address how
West Covina can attract and retain high-wage
and high value enterprises, and diversify and
increase the local tax base.
Our Well Planned and Designed Community
— this chapter will feature the preferred
land usc plan that directs new growth by
reinvesting in Icey opportunity areas like the
CBD, while protecting natural resources,
respecting stable residential neighborhood;
and making great places by insisting on the
highest standard in architecture, landscaping
and urban design.
Our Accessible Community — will address
transportation choices advocated by SB375
and AB 1358 by strengthening and balancing
pedestrian, bike, and transit connections in
the City and surrounding region.
Our Healthy and Safe Community—will
build effective partnerships that protect and
improve the social well being and security,
Our Active Community — will address
parks and open spaces to provide enriching
recreational_ options for the entire community.
Our Creative Community — weave arts,
cultural events, community programs into
everyday life
Our Sustainable Community —This step
would address AB 32 and SB 375 in a holistic
manner through stronger links between land
use and transportation with high performance
infrastructure.
Each topic will be introduced with an
overarching goal that carries forward the
vision, a description of issues needing
resolution and methods for remedying them,
and finally. measurable policies and actions
to achieve those solutions. The General Plan
will include a -summary of actions, along
with teapot:risible party for implementing each
action and tiff:eft-aim for completion.
Our team will then take the charrette
summary report and create a document that
summarizes the vision plan for the area. A
final report will include separate sections on
the key ingredients of the final vision. An
Illustrative Plan that indicates the intensity
and form of the long term development of
the CBD, a Regulating Plan that distributes
development intensities and standards
throughout, and separate sections on Open
Space, Landscape, Infrastructure and Traffic/
Parking objectives, form and standards for
incrementally realizing the vision over the
time frame of the project,
4.3 Draft CBD Code
We will also establish a detailed regulatory
code to supersede in part the present zoning
ordinance for the CBD area. The Code will
incorporate a regulating plan, building-form
standards, public space and street standards,
and parking location and management
standards to enable the successful
implementation of the CBD area's vision.
Deliverable: Draft General Plan Elements,
Draft CBD Plan and Code.
Timeframe: Week 30 to Week 50
Task 5 Review, Refine, and Assess
5.1 Prepare 2nd Draft of General Plan, CBI/ Plan &
Code
We will prepare screencheck drafts of each
element for review by City staff, Technical
Advisory and Resource Committees. The
City will distribute the elements internally for
review and will provide the consulting team
with a single set of consolidated comments.
5.2 Prepare Public Review Draft of General Plan, COD
Plan & Code
From these comments; the consulting team
will then prepare a Draft General Plan,
CBD Plan and Code suitable for public
review. After the Draft documents have been
distributed for public review, the consultant
teak will process and track changes in
Microsoft Word.
5.3 Joint Meeting Planning Commission and City
Council
We recommend a joint meeting with the
Planning commission and City Council to
review the draft General Plan, draft CBD
Plan and Code, and draft FIR.
Scope 6
5.4 Prepare Administrative Draft EIR
The EIR will be a programmatic document
that focuses on the citywide impacts
associated with development envisioned
under the General Plan, CBD Plan, arid
Code, At the same time, the EIR will serve
as a first tier environmental review document
that facilitates streamlined review of future
developments that are consistent with the
General Plan, CBD Plan, and Code. To that
cad, the EIR will provide focused analysis
of impacts in key growth areas to minimize
the subsequent environmental review
requirements for projects in these locations.
The EIR will address each issue on the CE04
environmental checklist in order to provide
a foundation for future tiered environmental
documems for individual development projects
in the City. Studying all checklist issues will
also allow the City to forego the preparation
of an Initial Study, thereby streamlining the
EIR scoping process.
A key consideration liat the EIR analysis
will be the approach to forecasting growth.
Given that West Covina it largely built out,
we suggest forecasting growth based on
SCAG or other sinailar growth projections
and making a set of reasonable assumptions
about where such growth will occur rather
than using a `'inaidmum handout' scenario.
This will provide a more realistic picture of
likely environmental impacts and enable the
project team to develop appropriate mitigation
strategies.
5.5 Respond to Review Comments/Produce and
Circulate Draft EIR
Based on City comments on the
Administrative Draft EIR, Rincon will
incorporate comments as appropriate and
produce the Draft EIR, which will be
circulated for public review for a minimum
of 45 days. We assume that the City will
be responsible for circulating the Draft
FIR as well as noticing of the Draft FM's
availability; however, Rincon staff will prepare
the required notices (notice of completion,
notice of availability) for the City's use
5.6 Response to comments/Final EIR
Upon receipt of comments on the Draft FIR,
Rhacon will prepare written draft responses
to each comment. As required by CEQA, the
responses will include reasoned analysis. As
appropriate, the responses will include revised
and augmented text to address the comments
received.
Upon receipt of City comments on the draft
responses, we will prepare the final responses
to cortunents, which will become a section of
the Final EIR, and update the FIR text to
reflect the responses. An Administrative Final
FIR will be submitted for City review and,
after receipt of City comments, the Final FIR
will be provided for use at hearings at which
the General Plan will be considered.
5.7 Mitigation, Monitoring, and Reporting Program
In conjunction with the Final FIR, Rincon
will prepare a initigatio a monitoring
and reporting program NIVIRM, which
will describe how the City will ensure
implementation of mitigation measures
included in the Final ER. The IVIMRP will
be in a tabular format and, for each mitigation
measure, will detail what monitoring actions
are required, when monitoring is to occur,
and who is responsible for monitoring. At
the City's preference, the MIVIRP can be an
appendix to the Final FIR or a Stand-alone
document.
Deliverable: Screenebedc drafts of General
Plan Elements, CBD Plan and Code, and
FIR. Attendance at Planning Commission/
City Council joint study session.
Tignefrarne: Week 51 to Week 80
Task. 6 Adoption
6.1 Participate in public hearings
The overall project manager, and project
managers from Kinaley Horn and Rincon will
participate in all formal adoption hearings
before the Planning Commission and City
Council concerning General Plan, CBD Plan
and Code, and Draft FIR. The proposal
includes total of 4 hearings. Additional .
hearings will be billed at $3,500 per hearing.
Other members of the consulting team will
be available to attend portions of the public
hearings, if necessary,
6.2 Prepare Findings of Fact, Notice of
Determination
Rincon will prepare Findings and, if a
necessary; a Statement of Overriding
Considerations in accordance with CEQA
Guidelines sections 15091 and 15093,
Both documents will be prepared in the
City's preferred format. The Findings will
summarize the basis for the FIR conclusions
with respect to each identified significant
environmental effect. The Statement of
Overriding Considerations will set forth the
reasons that City decision makers believe the
project's benefits outweigh its significant and
unavoidable environmental effects,
Upon project approval, Rincon will prepare
the Notice of Determination (NOD), which
will need to be flied with the County Clerk
and State Clearinghouse within five days. We
assume that the City will file the NOD and
pay applicable filing fees.
Deliverable: Attendance at total 4 public
hearings: up to 2 Planning Commission and
up to 2 City Council hearings.
Timeframe: Week 81 to Week 100
6,3 Printing of Final General Plan, CBD Plan and
Code
Deliverables:
Attendance at total 4 public hearings:
up to 2 Planning Commission and up
to 2 City One electronic copy of all
documents
50 copies of Adopted General Plan
25 copies of CBD Plan and Code
75 copies of General Plan on CD
25 copies of land use map (1":2000),
including PDF and fpeg files
Editable GIS datasets:
A dataset which contains both
datum on the place and people;
community description and traits,
and demographics, socio-economics,
public facilities, environmental
concerns, and urban form;
A clataset for each. of the elements
listed in the scope of work; and
A dataset for unique conditions
within the CBD area.
Editable Al and ID files for the project.
Scope 7
Optional: West Covina Zoning Code Update
Goals of the Update
The main goal of the update is to clarify,
update, and simplify the Zoning Code. The
new Zoning Code will:
- Be user-friendly and easy to understand;
• Illustrated with graphics, diagrams, and
concise tables;
Allow a streamlined development review
process;
Provide clear direction to applicants; and
• Effectively implement the updated West
Covina General Plan
Approach
Option One: As the Code update is not
proposing substantive changes to development
standards it may be possible to run the Code
update process concurrently. Under this
option, we would use the General Plan, CBD
Plan. and Code, and Program EIR meetings to
also discuss and finalize Code updates — this
will allow us to accomplish the Code update
in the most cost effective manner,
Option Two: Complete and adopt the
General Plan and then initiate the Code
update. This is a safe option that adopts plan
before producing the code.
We could initiate option one, and if necessary
during the process move to option two,
Steps
1. Select the approach and finalize the
project scope.
Deliverable: Detailed scope
Optiva 1:$0; Option 2: $1,600
2. Executive Team review of present
ordinance and related plans and
documents so as to gain familiarity with
the land use planning and control process
in West Covina and to determine the
strengths and weaknesses of present
approaches in terms of:
The present utility of the ordinance
and administrative problems and
concerns,
The ability of the Code to implement
General Plan policies.
Legal issues affecting the structure
of the new ordinance and assuring
the city's protection against
challenges brought as is result of
the proposed changes. We will .
work closely with the City Attorney
to assure that the controls are
structured in it legal manner and
that the ordinance can withstand
any legal challenges.
Deli-imrable: 1st redline copy of the
Zoning Ordinance
Option 1: $6,000; Option 2: $6,000
3. Interview/Survey user groups to gather
insights on what's working and what
needs to change.
Deliverable: 2nd redline copy of the
Zoning Ordinance
Option 1: $2,600; Option 2: $2,600
4. Discuss findings and review alternatives
at public meeting:
The identification. of desired
approaches to ordinance strutture,
organization, and control
techniques.
The preparation of an annotated
outline indicating the anticipated
content of the revised ordinance,
its organization and the reasons for
various recommended changes.
Deliverable: Draft Code (65% complete)
Option 1: $12,000; Option 2: $22,000
5. Prepare complete draft of revised Code.
All aspects of the new ordinance would
be reviewed, standards and performance
criteria tested to assure the desired
outcome, and administrative procedures
evaluated in terms of their impact upon
staff operation, user needs, and the
functions of Planning Commission and
the City Council.
Deliverable: 1st Draft Zoning Code
Option 1: $24,000; Option 2: $24,000
Executive team reviews the draft zoning
code
Deliverable: Public Review (2nd) Draft
of Code
Option 1: $4,000; Option 2: $4,000
7. Public Review Draft Code
Deliverable: Redline (3rd) copy of Code
with proposed edits
Option 1: $8,000; Option 2: $8,000
8. Finalize Update Code
Deliverable: Final draft of Code
Option 1: $6,000; Option 2: $6,000
9. Adoption hearing
Total of 4 public meetings with Planning
Commission and City Council
Deliverables: Updated Zoning Code
Document and Zoning Map
Option 1: $2,000; Option 2: $17,000
Total under Option 1: $64,600
Total tinder Option 2: $91,200
Scope 8
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Attachment 3
Definition of a Charrette
West Covina General Plan Update Charrette, February 23-27, 2015
A charrette is a collaborative and rigorous planning process that harnesses the talents and energies
of individuals to create and support a community vision. The compressed time facilitates creative
problem-solving by accelerating decision-making and reducing non-constructive negotiation tactics,
and encourages people to abandon their usual working patterns and "think outside of the box." The
consulting team will facilitate the five day charrette and provide design and strategic input.
Community members will provide local information, feedback, and critique at key moments during
scheduled, as well as impromptu, meetings. The following are the guiding principles of a charrette.
1. Involve everyone from the start:
When involved at the inception, people are more likely to contribute their unique talents and ideas
for West Covina's future. West Covina citizens, officials, and board representatives meet and work
with the design team throughout the charrette to create a vision, which incorporates their concerns.
The charrette process involves everyone in a facilitated process so everyone is heard and no one
dominates — this format brings decision makers together in one place for a concentrated effort to
create a detailed, feasible vision. Having contributed to the planning, participants are in a position
both to understand and support a project's rationale. This approach is initially more work, but, in
the long run, it saves time in reworking and produces a higher quality plan with a greater chance of
implementation.
2. Work concurrently and cross-functionally:
All design work is done concurrently by a cross-functional team that usually includes architects,
planners, engineers, economists, city staff, and citizens, incorporating user input, so that decisions
are measurable and realistic every step of the way. A cross-functional team working together from
the start further eliminates the need to rework the design because it continually reflects the wisdom
of each specialty. During the charrerte, the collaboration of the design and development disciplines
also helps produce a set of finished documents that address all aspects and phases of a project.
Detailed designs are undertaken individually or in small groups. At other times, larger caucuses
occur, and often there are simultaneous meetings. Periodically everyone gets together for a
briefing, discussion, or presentation.
3. Work in short feedback loops:
A feedback loop happens when a design is proposed, reviewed, modified, and represented for
further review. The shorter the cycle, the greater the level of influence and buy-in by the reviewing
parties. After getting feedback on the preliminary design, the charrette participants are told to come
back the next evening to review the changes. The misunderstandings are resolved quickly before
they have time to crystallize. Regular stakeholder input and reviews quickly build trust in the
process and foster true understanding and support of the product.
4. Work in detail:
True buy-in can only be achieved on a fully infoimed dialogue on details and the big picture
concurrently. Studies at these two scales also inform each other and reduce the likelihood that a
fatal flaw will be overlooked in the plan.
Charrette Benefits:
1. Creates public trust through meaningful public involvement and education
2. Creates a better plan through diverse input and involvement
3. Creates a shared vision by turning public opposition into support
Resource: National Charrette Institute
Z:\General Plan UpdatelMeetings\JointMtg.CC.PC.9.30.141Charrette Definition. docx
ATTACHMENT 4
Rangv,..ala A1CP ClEc 13, CN A, Overall Project Manages
Kaigkr will manage all aspects of the project and be the contact person for the team.
He has over two decades of multi-disciplinary private and municipal sector experience,
Raizer has developed and implemented numerous innovative plans and codes for cities,
downtown centers, neighborhoods, corridors, and districts with broad-based community
support that have produced tangible and lasting benefits for the community. A seasoned
project mana.ger with proven experience in leading high performance teams.
olyzoides, Lead. Urbanist
Stefanos will lead the charrette to develop a masterplan for the (.7BD area., He has de.5igni.-:(1
numerous sucessful districts, neighborhoods and corridors, His recent projects include
master plans for various TODs in Southern California; master plans for the reconstruction
of downtown Newhall, downtown Yorba Linda and various architectural projects,
hag mixed-use, transit-oriented de -velopment for two new Gold Line stations, in Pasadena
and South Pasadena
VI 1aJ Bharne, Project Designer
Vinayak is a leading thinker, practitioner, and educator in the field of urbanism and ar-
chitecture, He brings to the team extensive experience in design of new town and neigh-
borhood design, transit-oriented, and mixed-use development. He will assist %claws in
developing the CBD master plan. He is currently directing two projects in El Paso, Texas:
Montecillo Town Center, a 350-acre mixed-use development and Aida El Paso, a 280-acre
new town center.
Bar, thakur„NICP, Chief Economic Analyst
Amitabh will lead the economic analysis effort. A sidhal leader with over 20 years of expert-
enc.e in conducting economic analysis and evaluating development opportunities for CBDs.
He has led multidisciplinary teams to deliver a range of development, infrastructure and
transportation related projects. Amitahh has extensive experience working with CDB related
projects in Southern California.
D ove Sorenson, T.E. Transportation Planner
Dave will lead the circulation, infrastructure, and parking study. He has led planning
efforts for Circulation Elements, Complete Streets projects, TOD projects and parking
evaluations. Dave is presently working on the Salinas Downtown Vibrancy Plan, which will
recontigure streets to emphasize downtown as a destination, provide a comprehensive park-
ing management program, identify catalytic' sites for development, and create public places
for downtown events,
Power, Lead for Program EIR
Joe will serve as Principal. in Charge of the Program EiffQ. in this role Joe will provide
overall direction to the environmental team and provide quality control for the CEQA
documentation, He will also directly oversee the EIR scoping process, Joe has extensive
experience preparing programmatic C,EQA documentation, He has prepared general plan
Pills for such cities as Pomona, Calabasas. Ventura, and Avalon, as well as program-level
studies for regional. transportation plans, community plans, and specific plans,
Team 1
1 InLies, AICP, and Planning A Pialysi
Dan is our GIS expert, efforts will support a comprehensive review of the people and
places in the City of West Covina. He has used GIS clatasets, spatial analyst tools, and
models to facilitate updates to the City of Camarillo's circulation element, provide corn-
plete GIS support to the City of South Pasadena.'s Public Works department, and develop
recommendations based on City-wide and Region-wide analysis for the City of Rio de
Janeiro, 9razil and SCAG,
JL Taylor, Market ATIaiyg
:Judith is our expert on CBD Market Study, Judith guides multidisciplinary teams to de-
termine the appropriate scale and type of development for General. Plans and CBE) plans.
Judith's work includes analysis to help revitalize aging suburban corridors and support
placernaking. For City of Indio and Cathedral City, Judith has provided analysis and strat-
egies to help focus existing piecemeal development, along underperforming corridors into
viable nodes and districts.
RPM Monteko, MCP, Senior Analyst.
Remy will draw on her experience in real estate finance and sensitive open space planning
to balance place-making goals with financial considerations. Her work entails analyzing
potential sources of financing for capital improvements by assessing potential. revenue
increments from new sources as well as determining financial feasibility for selected uses,
J aschia.vicz, ELK Project Manager
Jasch will serve as project manager for the Program RIP.. In this role Jasch will serve as day-
today contact for the General Plan team and will directly oversee Rincon and other staff
preparing the EIR analyses. Jasch has more than 12 years of experience in the planning field
and has overseen CEQA documents for such communities as La Verne. Calabasas, Agoura
Hills, and Malibu,
Martin, Lead ER Ana] vst
Greg will De. the lead analyst tor the Program .131I-Z., He will perform required analyses
arid work with. Ri /Icon technical staff to ensure that all E1R sections are prepared using
consistent assumptions and approaches. He has more than 8 years of experience and has
recently overseen program EIRE for the Claremont and Pomona College Master Plans in
the City of Claremont and the Biola University Master Plan in the City of La Mirada.
Team 2
The. Speakers will s trategicAlly bring national expertise on growth, economic develop-
ment, transportation public health and planning issues to provide perspective, present
alternatives, and stimulate community dialogue. Besides the talk, the speakers are a vital
part of our team and serve as a resource.
D r At 11 Ts Nelson ICP, Changing Dci ogian 8: Preferences
Dr. Nelson is Professor of Urban Planning and Real Estate Development in the College
of Architecture, Planning and Landscape Architecture at the University of Arizona in
Tucson where. he is also Associate Dean for Research. Dr. Nelson is Presidential Professor
Emeritus at the University of Utah where he was founding director of the Metropolitan
Research Center, the doctoral program in Metropolitan Planning, Policy and Design, and
the Master of Real Estate Development program. Dr. Nelson will give. us insight into the
future of the metropolitan region by showing how economic, demographic, and. prefer-
ence changes are reshaping the housing market.
jackstati, MD, MPH, FAA.P, Built Environment &" Public
Dr. Jackson is Professor and Chair of Erivironment:al Health Sciences at UCLA. A peclia-
trician, he has served in many leadership positions with the California Health Depart-
ment, including the highest as the State Health Officer. For nine years he was Director of
the CDC's National Center for Environmental Health in Atlanta and received the Presi-
dential Distinguished. Service award, Dr, ;Jackson lectures on many issues, particularly
those related to built environment and health. He co-authored two books: Urban Sprawl
and Public Health in 2004 and Making Healthy Places in 2011. He is host of a 2012 pub-
lic television series Designing Healthy Communities.
Turrilin, Sustainable Transportation
Tumlin is an owner and sustainability pracliCe leader oiNelson \Nygaard Consult-
ing Associates, a San Francisco-based firm that focuses on sustainable mobility Over the
past :19 years, he has led downtown and citywide plans; and delivered various lectures end
classes, in 20 U.S. state: and fwe other countries. His major development projects have suc-
ceeded in -educirie their traffic and CO2 emissions by as much as 40%, and accommodated
many millions of square feet of growth with no net increase in motor vehicle traffic. lie is
the author of Sustainable Transportation: Tools fiat Creating Healthy; Vibrant and Resilient
Communities.
Minicozzi, .A.T.CP, Downtown Pays: Smart Math of Mixed-Use Development
Toe is the principal of Urban3,11C (1)3), a consulting company of downtown Asheville real
estate developer Public Interest Projects. loefs cross-training in city planning in the public
and private sectors, as well as private sector real estate finance has allowed him to develop
award-winning analytic tools that have garnered national attention in Planetizen, The Wall
Street Journal, Planning Magazine, 1he New Urban News, National Association of Realtors,
Atlantic Cities, and the Center for Clean Air Policy's Growing Wealthier report.
'Gibbs; ASLA., Urban Retail
Bob Gibbs Is a leading urban planning consultant who has contributed to over 400 master
ulans across the US. Gibbs gives frequimt.I.Lures and In 2012 published Principles of Urban
Retail Nanning, and Devdoprnent. The book has received wide acclaim and was described
by the APA as "...Not all sweetness and light., but one planners can El afford to ignore Gibbs
has been profiled in the New York Times, Urban Land institute and the Wall Street journal.
The Atlantic Monthly stated: "Gibbs has an urban planning sensibility unlike anything pos..
sessed by the urban planners who usually design downtown renewal efforts,-
Team 3
Master Planning
Urban Design
Development Codes
Economic Development
Rangwala Associates
Planning, Urban Design, & Economic Development
„put the Firm
The firm specializes in planning, urban design, and economic
development, strategies that create great places_
The firm's principal draws from a multidisciplinary train-
ing and experience in planning, urban design, and economic
development. He has won various national awards for plan -
fling, design, and coding efforts.
The firm offers the following services based on principles of
smart growth, restorative place-based economy, and sustain-
able urbanism:
• General Plans, Specific Plans, and Corridor Plans;
• Urban Design;
Development Codes; and
* Economic Development.
Our practice is committed to "making great places" through
planning and design of vibrant and distinctive urbanism and a
restorative economy,
We work collaboratively with the die.nt and public to deliver
the highest quality of service. Based on project needs, we
assemble a multidisciplinary project team that brings together
outstanding skills in engineering, environmental planning,
urban design, market and fiscal impact analysis, transporta-
tion planning, and civic engagement. Our wide variety of
professional perspectives and experiences allow us to handle
complex challenges more readily, and deliver unexpected value
and insights, and produce breakthrough work for clients.
Team 4
'Nt.!
Kaizer Rangwala is the founding principal of Rangwala Associates,
a firm that practices the principles of restorative and place-based
economy and smart growth. Kaizer's training and experience in
planning, design, and economic development brings forth a broad
and distinctive perspective to updating the General Plan and devel-
oping the CBD Plan and Code. Kaiyer's work on corridor and transit
oriented development plans has been recognized with numerous
awards. He has lectured extensively on restorative and place-based
economy, wholistic sustainabilty, and smart growth. His writings
have been featured in economic development and planning publica-
tions. H.e is a seasoned project manager with a proven track record
and experience in leading high performance teams.
Relevant Projects
Ventura, CA: Specific plans, community, corridor, neighborhood and
district plans were developed for the downtown, midtown corridors,
expansion of community hospital, and the eastsicle and westside
communities to implement the 2005 General Plan. As a result, the
downtown has a new office building and 3 mixed-use projects built
in the past four years. The $300 million hospital expansion is under
construction—when complete in 2015, this project alone will retain
2,400 high-value, high-wage jobs in the midtown COMM13.11ity.
Farmers Branch, TX: Developed community supported Comprehen-
sive Plan update for the station area and 800 acres on the city's west-
side. Prepared new codes to offer predictable process and outcomes.
Two TIP districts, property acquisition, and variety of redevelop-
ment activities were initiated. A mixed-use project in the station
area is under construction supported by series of public and private
infrastructure improvements. Over $80 million in the station area
and $800 million on the westside of private investment is expected
in the next 20 years.
Selected tires
"Proactive Sustainable Planning Key to AB32 Regulatory
Compliance" at the Annual Municipal Green Conference 8r Expo_
Conducted FBCI webinars on "Administering Form-Based Codes" &
"Coding Corridors."
Certifications
Certified by the American Institute of Certified Planners (AICP)
Certified by the International Economic Development Council
(ClicD)
Certified by the Congress of New Urbanism (CNU-A)
PO20
Certificate in Economic Development
Oklahoma University,
Economic Development Institute
Masters in City and Regional Planning
Rutgers University
Masters in Architecture
New Jersey Institute of Technology
Bachelors in Architecture
LS. Raheja School of Architecture
Professional Experience
Principal, Rangwala Associates (since 2009)
Adjunct Faculty at USC Price School of Public
Policy
Adjunct Faculty at CSUN Tseng College
Assistant Community Development Director
Ventura ,CA (2006-2009)
Planning Director, Farmers Branch, TX
(1999-2006)
Principal Planner, Comprehensive Planning,
Indianapolis (1997-1999)
Senior Planner, Current Planning, Inclianaporls
(1994-1997)
Assistant Planner, Jersey City, NJ (1989-1994)
Team 5
¢la-Westgate Master Plan
tvi.OLJ LE. 4. POLYZOI DES
out the Firm
Moule & Polyzoides, Architects and Urbanists, was founded in
1982 in Los Angeles, California. The firm was established to
address the most critical challenge of our time: Creating beau-
tiful and enduring buildings, neighborhoods and districts, and
through them, reinvigorating civic life by restoring the urban
cores of our towns and cities and providing an alternative to
suburban sprawl.
The firm has an international reputation for design innovation
and a strong track record demonstrated in over 300 completed
projects. The work of Moule & Polyzoides has been published
worldwide, showcased in various museum and university exhi-
bitions and. has received numerous awards for excellence. We
are accomplished in producing beautiful and appropriate indi-
vidual buildings as well as master plans for districts, neighbor-
hoods, towns and cities. Our work at all scales is set within
ambitious ecological design frameworks. Human scale, open
space, landscape, transportation, utility infrastructure and
building issues are all carefully integrated within our projects.
Our general approach is based on sustained inquiry and
through it, the development of insight into the cultural and
natural character of the urban and natural setting of each of
our projects. Our work unfolds by design iterations through
various options and crystallizes in easily understood and
commonly supported final project recommendations and
sequences of implementation actions. We are patient listeners,
accomplished leaders of public meetings and capable media-
tors in helping people with disparate views resolve complex
urban and building design challenges.
The organization of the firm is structured around project
teams that execute the work from inception through realiza-
tion. Our project management team consists of partners, asso-
ciates and project managers. At the center of our practice is a
total commitment to quality, integrity, efficiency and account-
ability, along with strict adherence to budgets and schedules
and, ultimately, a superior service.
Team 6
s Polyzoides
Stefanos Polyzoides' career has engaged a broad span of architec-
ture and urbanism, its history, theory, education and design. He is
a cofounder of the Congress for the New Urbanism and, with his
wife Elizabeth Manic, a partner in Moule & Polyzoides, a Pasadena,
California practice since 1990. From 1973 until 1997, he was an
Associate Professor of Architecture at the University of Southern
California..
His professional experience includes the design of educational,
institutional, commercial and civic buildings, historic rehabilitation,
housing, and the urban design of university campuses, neighbor-
hoods and districts. Mr. Polyzoides has led such projects throughout
the United States and around the world, in Canada, South America,
Australia, China and the Middle Bast.
Mr. Polyzoides has also pioneered in the development of form-based
codes and is a founding member of the Form-Based Code Institute
of America. Under his direction, Moule 8c Polyzoicles has completed
more than a dozen Specific Plans in cities throughout the United
States, Most notably in San Antonio, Texas; Albuquerque, New
Mexico; and Santa Ana, Ventura, Paso Robles, Whittier and Fresno,
California.
He is the co author of Los Angeles Courtyard Housing: A Typological
Analysis (1977), The Plazas of New Mexico (2012), and the author
of R.M. Schindler, Architect (1982), and the forthcoming Between
House and Tower; The Architecture of Density. lie also led on the
production of four distinguished exhibitions and exhibition cata-
logs on the architectural and urban history of Southern California:
Caltedr 1910-1950, Myron Hunt: 18E8-1952, Wallace Neff, and
Johnson, Kaufmann & Coate.
Education
Masters in Architecture & Planning
Princeton University
Bachelors in Architecture
Princeton University
Team 7
Education
Masters in Architecture
University of Southern California
Bacbelors in Architecture
Goa University
yak 3harne
Vinayak Bharne is the Director of Design at Moide & Polyzoides. He
is a leading thinker and practitioner in the fields of urb.anisin and
architecture and brings significant domestic and international expe-
rience in New Town and Neighborhood Design, Transit-Oriented and
Mixed-Use Development, Multi-Family Housing and Campus Archi-
tecture and Planning.
Mr. Bharne is currently directing two projects in El Paso, Texas:
iviontecillo Town Center, a 350-acre 250,000-square-foot mixed-use
development and Aidea El Paso, a 280-acre new town center with
over one million square feet of retail and commercial. space. Mr.
Bharne has led many other notable projects at Mollie & Polyzoides,
including the 300-acre New Town of Civano in Tucson, Arizona; the
half-mile. Main Street in Lancaster, California; a Town Center Master
Plan for the new town of Hercules, California; the 33-acre San
Simeon Inn Master Plan near Hearst Castle; and a new astronomy
musEllta Master Plan at the Mount Wilson Observatory above Los
Angeles.
Mr. Bharne is an active educator and writer. He holds a joint teach-
ing appointment at the University of Southern California in the Sol
Price School of Public Policy arid in the School of Architecture, where
he teaches urban design theory and studios at the graduate level. A
recognized scholar on the architecture and urbanism of the develop-
ing world, he is the editor of The Emerging Asian City: Concomitant
Urbanities & Urbanisms, and the contributing author of many other
books including Planning Los Angeles, Los Angeles: Building the
Polycentric Region, and Aesthetics of Sustainable Architecture.
Team 8
Economic analysis of Date Palm Drive Corridor Con-
nector Plan. Dikonnected development, vacant big boxes and an environ-
ment challenging to pedestrians negatively impacted the Dote Palm Corridor. As
part ofo larger planning team, Ms. Taylor evaluated the land uses located along
the Date Palm Drive Corridor, providing market analyses, economic" development
strategies, pro forms analysff, and funding strategies in support of the proposed
connector plan. Ms. Taylort analYsis provided both general strategies for the
long-term revitalization of the Corridor, as well as specific land usestrotegies for
particular, proposed sites. Proposed land uses included office. live-work develop-
ments, hotel, restaurant, rete.14 education, and office over retail
City Market of Los Aneles.Asportofa plan to redevelop a large
10-acre site located in the Fashion District area orbs Angeles, fiR&A conducted
an in-depth market overview and demand anatesis to supporta proposal for
1.7 million square feet of new office, education, retail, residential and hotel
oseS. To substantiate the potential for new land uses at the project site„. fiR&A
analyzed es/sting demographic conditions and short-tenn projections; prepared
an inventoiy f the existing stock of housi4 office, hotel, and retail spaces in the
Downtown am; and examined market support by analyzing trade area sales,
expenditure potential, and sales leakage. The analysis produced guidance for the
development and design team about market-supportable space potential for all
planned' kind uses, and methods for attracting tenants and third-party developers
to the site. HR&A also prepared a detailed flnacscicimnodelfo, the project that's
capable of estimating ground tense revenue for individual project sites, groups
of sites and the projectoca whole. Finally, HR&A also prepared a detailed fiscal
impact analysis of the project demonstrating the scale of net revenues that the
project would generate for the (leneral Fund of the City of
Analyze. Advise. Act.
'out the Firm
HR&A Advisors, Inc. (HR8T.A) is an industry-leading real estate, eco-
nomic development and energy efficiency consulting firm.
We have provided strategic advisory services for some of the most
complex mixed-use, neighborhood, downtown, campus, and regional
development projects across North America and abroad for over
thirty years. We understand the importance of linking accretive
private investment with public resources to support investors and
communities' responsibilities and aspirations.
We have offices in New York, Los Angeles, and Washington D.C., a
presence that allows us to serve clients all over the world,
From Brooklyn to London, Cincinnati to Hong Kong, we have guided
hundreds of clients in transforming real estate and economic devel-
opment concepts, and public infrastructure, first into actionable
plans then into job-producing, community-strengthening assets.
We have served a diversity of clients - real estate owners and inves-
tors, hospitals and universities, cultural institutions, community
development organizations and governments - since 1976.
Practice Areas
• Real Estate Development Advisory
• Economic Development Strategies
• Energy Efficiency Solutions
Relevant Partner and Principal Experience:
Los Angeles Metro. Preliminary Crenshaw/LAX Transit Corridor
Economic Analysis.
City of San Bernardino. E Street Corridor Economic Opportuni-
ties Analysis, San Bernardino, CA.
City of Los Angeles, Community Redevelopment Agency. Mid-
City Crenshaw Visioning Study.
Southern California Association of Governments. Inland Empire
TOD Analysis, Inland Empire, CA.
Urban Land Institute (ULI). ULI-LA Technical Advisory Panels
for the Slauson Station Blue Line TOD Area, Los Angeles, CA.
Urban Land Institute (ULI). ULI-LA Technical Advisory Panels
for the Sepulveda-Van Nuys Orange Line Transit Corridor.
Team 9
JCP
A Partner at HR&A, Los Angeles office, Arnitabh brings a breadth of
experience in the area of community development, economic plan-
ning and urban revitalization. He has led a wide range of studies
focused on formulating revitalization strategies for urban corridors
and districts across Southern California and the nation. Some of his
recent experience includes the Crenshaw corridor redevelopment
plan in South Los Angeles, a vision for the Central Avenue corridor
in Watts, the E Street Corridor revitalization strategy in San Ber-
nardino, a retail development plan for the 3rd Street Corridor in
Chula Vista, annual economic performance evaluation of the Holly-
wood Entertainment District BID along Hollywood Boulevard, and a
revitalization strategy for the 21st Street corridor in Wichita.
iect s
St. Louis Loop Special 13usiness District
To assist the special business districts in creating a more vibrant commer-
cial and entertainment destination. HR&A provided recommendations for
retail tenanting, economic development, public realm improvements, and
governance and operations. The project provided the special business dis-
tricts and University not only with a retail recruitment and overall develop-
ment strategy, but also with an actionable plan for successful implementa-
tion. HR&A is currently assisting with the implementation phase.
Santa Ana Renaissance Specific Plan
Working with Moule & Polyzoides, Arnitabh Bartlialcux, then with ERA,
prepared the economic analysis to support the award-winning Santa Ana
Renaissance Specific Plan, encompassing five principal neighborhoods in
central Santa Ana, He assisted the project team by providing a real estate
assessment of the project area including a forecast of potential absorption
of residential, commercial and industrial space, a forecast .of the potential
fiscal impacts of the proposed specific plan on the general fund revenues
on the city of Santa Ana, and an analysis on the redevelopment tax incre-
ment capacity implied by the specific plan on the downtown and inner city
redevelopment project areas.
Member, American Planning Association
Member, Urban Land institute
Member, American Institute of Certified Planners
Member, Council of Architecture (India)
ion
Master of Urban Planning
University of Southern California, School of
Policy, Planning and Development
Master of Building Science
University of Southern California, School of
Architecture
Bachelor of Architecture
School of Planning and Architecture, New Delhi
zssionai .Experience
2013 - Present
Partner, HR&A Advisors, Inc.
2010 - Present
Vice President/Regional Director, Planning
Design + Development, AECOM
2007 -2010
Vice President, Economics, AECOM
1998 - 2007
Principal, Economics Research Associates
1997-1998
Program Coordinator, Institute of Planning &
Development Practitioners
Team 10
Kimiev Horn
ut the Firm
Founded in 1967, Kirniey-Horn is a full-service planning, engi-
neering, and environmental consulting firm with over 2,000
employees in 69 offices across the U.S. From our 13 California
offices, our roadway and highway specialists are able to support
all phases of projects, from the early planning stages through
final design and construction administration.
With our extensive resources and long-standing business
tenure, we have significant financial stability and the capacity
to serve Palmdale. Our professionals are highly experienced in
solving complex design and planning issues for both public and
private clients. We understand agency procedures, enabling
us to minimize delays and rework of our clients' submittals,
and our network of relationships enables the firm to provide
expeditious services.
Kimley-Horn provides our clients with the local knowledge and
responsiveness of a small organization, backed by the exten-
sive resources of a nationally ranked engineering firm staffed
by committed project managers and technical and support
staff who believe in personalized client service. Kimley-Horn
has prepared circulation/mobility elements for hundreds of
general plans, community plans and specific plans across Cali-
fornia., including many current or recently completed efforts
that are implementing the Complete Street Act (AB 1358) and
Alternatives Methods of Transportation Analysis (SB 743).
These laws are changing the way mobility is assessed, which
offers advantages to cities like West Covina that are contem-
plating urban infill projects.
Kimley-Horn offers comprehensive services in:
Highway planning and complete streets corridor studies;
Landscape architecture and place making;
Transportation planning and traffic engineering;
Parking services;
Stormwater/Drainage design; and
Environmental services/permitting.
Team 11
Master of Science, Transportation Planning,
Iowa State University
Bachelor of Science, Civil Engineering, North
Dakota State University
David Sorenson has 28 years of experience hi traffic engineering and
transportation planning. He has conducted numerous neighborhood
traffic management studies, including extensive interaction with
neighborhood groups. Prior to joining Kimle.y-Horn, David served
as the senior traffic engineer for the City of San Diego. Through his
experience, he brings vast knowledge and understanding of the local
regulations and policies. His governmental expertise has resulted in
a keen understanding of the governmental approval process. Dave
has a proven record in guiding complete streets plans through the
public input and City/Board. approval processes as well as success-
fully overseeing the planning, engineering, design, and construction
of numerous complete streets projects in California.
iant
San Diego Community Plan Updates, San Diego
Project Manager. Kimley -Horn is preparing mobility updates for fivc com-
munities in San Diego. These community plans provide detailed implemen-
tation of their General Plan. The Barrio Logan plan, which was approved in
2013, serves a mixed use area in close proximity to Naval Base San Diego
and several maritime industries. The San Ysidro plan features a residential
community located along the US/Mexico border, with commercial opportu-
nities and transit oriented urban infill opportunities along the community's
two light rail transit stations_ The Golden Hill, Uptown and North Park
community plans are being processed concurrently. New transit options
such as Bus Rapid Transit, Light Rail Transit, and Streetcars are envisioned
in these communities,
Salinas Downtown Vibrancy Plan, Salinas
Project Manager. The plan involves a complete revamping of travel pat-
terns in the downtown, which currently favors automobile travel. This plan
places pedestrian travel as the highest priority. A one -way couplet that
by-passes the retail district will be converted to a pair of slower two-way
streets. Bicycle facilities will be added, including buffered bicycle lanes,
shared bike/auto lanes (sharrows), and bicycle parking facilities. The down-
town parking practices will include the establishment of a Parking Manage-
ment District that will collect fees and fines, enforce parking, and construct
new facilities. Surface parking lots will be consolidated into structured
parking, with some surface lots being marketed as development sites to
jump start redevelopment efforts. In addition, sites and concepts for public
gatherings have been identified.
Professional. License
Professional Engineer in California (Traffic)
American Planning Association (APA), Member
Institute of Transportation Engineers (ITE), Member
Professional Experience
1993-2014 (present) - Kimley-Horn and
Associates, San Diego, CA - Project Manager
1990-1993 - City of San Diego, San Diego, CA -
Senior Traffic Engineer
1983-1990 - City of San Diego, San Diego, CA -
Associate Traffic Engineer
1985-1988 - City of Dallas, Dallas, TX -
Assistant Transportation Engineer
1984-1985 - Iowa State University, Ames, IA -
Graduate Research Assistant
Team 12
Calabasas 2030 General Plan, Development Code Update.
and Elk
RThcon completed the Colabascts 203E1 General Plan Update God FIR. The update
was built upon the vision and community values that have mode Calabasas a
special place to live, work and visit, and to address new issues that had emerged
since the previous long range planning program was developed. Key issues In
the environmentally-consdous commix fry revolved around the preservation. of
open space, development of new recreational opportunities, and incorporation of
sustain ability and groan building concepts, In 2070, Flacon's work on the project
was recognized by the Southern California Association of Governments with the
Compass Blueprint Achievement for Ilisionaly Planning for Susiainability.
Rincon is a multi-disciplinary environmental sciences, planning,
and engineering consulting firm that provides quality professional
services to government and industry. Founded in 1994, Rincon. has
grown to a firm of over 85 professionals located in 8 offices through-
out California (Carlsbad, Riverside, Ventura, Oakland, Monterey,
San Luis Obispo, Fresno, and Sacramento). Our highly trained
professionals have many years of experience in urban, land use, and
environmental planning; regulatory compliance; biological resource
evaluation and habitat enhancement; soil evaluation and remedia-
tion; and related studies including problem-solving services in geol-
ogy, hydrology, and waste management.
Rincon provides services in six core areas:
• Environmental Planning
Biological Resources Assessment and Regulatory Compliance
• Environmental Site Assessment and Remediation
Cultural Resources
Sustainability Services
Geographic Information System (GIS) and Graphics
To enhance our documents and support our data analyses for proj-
ects, we have an in-house CIS and graphics team that uses the latest
GIS applications and graphics programs.
Rincon's environmental planners have the necessary interdisciplin-
ary experience to understand the interaction of discrete environ-
mental topics and develop plans and projects that consider the range
of concerns Ma reasonable and balanced manner. We pride ourselves
in our ability to follow-up analysis with effective and implementable
mitigation and designing feasible alternatives that minimize impacts
on the natural environment while meeting community needs. Our
planning practice group is extremely knowledgeable in local, state,
and federal rules and regulations and know how to create insightful
yet easy to understand products.
Relevant Project Experience
City of Calabasas General Plan Update FIR
Downtown Long Beach Specific Plan Final EIR
Avalon General Plan Update and EIR
Pomona General Plan/Corridors Specific Plan EIR
Team 13
ers, A ICP., CEP
Joe Power has over 23 years of experience in planning with exper-
tise in developing environmental documentation that is informative,
readable, and legally defensible. He is skilled in developing creative
solutions to social and environmental issues related to land develop-
ment. His experience includes managing successful planning and
environmental studies on projects ranging from, affordable housing
to urban redevelopment to citywide transportation systems. He has
prepared numerous CEQA and NEPA environmental documents and
is an. expert in interpreting state and federal planning and environ-
mental law, and developing environmental documentation that is
informative, readable, and legally defensible.
City of Calipatria General Plan Update and Zoning Ordinance. As Project
Manager, Mr. Power oversaw the preparation of the Calipatria General
Plan Update and assisted with the zoning ordinance for the City of Calipa-
tria, The update provides the vision and policy basis to promote more
efficient land use patterns, induce economic development and social equity,
encourage alternative transportation, make better use of existing infra-
structure, and facilitate energy efficiency. A key issue to the update is the
Cliff Hatfield Memorial Airport, which was examined, separately as an "air
element".
Coachella General Plan Update EIR (Noise, Air quality and GEIG) and Noise
Element. Rincon prepared the Coachella General Plan Noise Element and
prepared the noise, air quality, and greenhouse gas analysis for the program.
EIR being prepared for the general plan update. As Principal-in-Charge, Mr.
Power provided technical over sight and made sure the prepared reports
included all the required components.
Calahasas 2030 General Plan, Development Code, and EIR. Mr. Power
managed the SCAG-award winning Calabasas General Update and MR. The
update program was designed to build upon the vision and community
values that have made Calabasas a special place to live, work and visit, and
to address new issues that had emerged since the development of the previ-
ous long range planning program. Key issues in the environmentally-con-
scious community revolved around the preservation of open space, develop-
ment of new recreational opportunities, and incorporation of sustainability
and green building concepts.
Chino Hills General Plan Update and EIR - Air Quality and GHG Analysis
Mr. Power prepared an air quality study and greenhouse gas study that
analyzed the impact associated with the Chino Hills General Plan Update.
Results from the studies will be included in the general plan's EIR. Each
.9 Way included setting, impact analysis and mitigation measures.
Education
MA, Architecture and Urban Planning, UCLA
Graduate School of Architecture and Urban
Planning
BA, Urban and Economic Geography, University
of Georgia
Team 14
Education
Masters in Planning and Public Administration
University of Southern California
Bachelors in Mathematics and Political Science
University of California, Santa Barbara
Pri-,dtssional. Experience
Principal, Di Planning & GIS Services
Adjunct Faculty at USC Price School of Public
Policy
Planning Fellow, Chinese Academy of Urban
Planning and Design, Beijing, China (2012)
GIS Specialist, Center for Economic
Development at USC, CA (2010 - 2011)
Regional Planner, Southern California
Association of Governments, CA (2009-2010,
2013)
Planning Technician, Camarillo, CA
(2006,2007,2008-2010)
Daniel 'aloes is the founding principal of DI Planning & GIS Ser-
vices, a firm that has provided technical planning support and spatial
analysis for local, regional, and national organizations for the last 3
years % Daniel's training and experience as an urban planner and GIS
analyst increases the accuracy and insight leveraged in examining
data and producing visual information. He has taught courses on
GIS applications for planners and visual methods for outreach and
infographics.
Rel‘ljant Projects
South Pasadena, CA: The Public Works Department for the City of South
Pasadena now has a highly accurate and detailed geospatial network for
their sewer and water infrastructure. The data collected, ground verified,
and enriched by over 15 various attributes, now is the back bone for pro-
grams that provide maintenance and future planning for the City's infra-
structure network.
Center for Economic Development, CA: Provided planning and GIS support
for a feasibility study of an eco-industrial park-within Southern California.
The study investigated not only the resources, market, and public support,
but also where an eco-industrial park would be most achievable within the
Southern California region.. A variety of demographic, economic, politi-
cal, and resource based datasets were collected and leveraged to develop a
model to locate potential sites that would be the best candidates for a devel-
opment of this type. This project identified 5 potential locations within
Southern California and submitted the results to the Federal Department of
Commerce.
Certific
Certified by the American Institute of Certified Planners (AICP)
Team 15