PlaceWorksLA QUINTA AREA PLAN FOR
THE HIGHWAY 111 CORRIDOR
PROPOSAL TO CITY OF LA QUINTA | NOVEMBER 16, 2018
LA QUINTA AREA PLAN FOR
THE HIGHWAY 111 CORRIDOR
PROPOSAL TO CITY OF LA QUINTA | NOVEMBER 16, 2018
SUBMITTED TO:
CITY OF LA QUINTA
Design and Development Department
Attn: Danny Castro, Design and Development Director
78-495 Calle Tampico
La Quinta CA 92253
760.777.7099 | dcastro@laquintaca.gov
SUBMITTED BY:
PLACEWORKS
Karen Gulley
Managing Principal, Design
3 MacArthur Place, Suite 1100
Santa Ana CA 92707
714.966.9220 | kgulley@placeworks.com
WITH:
LSA ASSOCIATES
RGA LANDSCAPE ARCHITECTS
SPECTACLE DESIGN
Contents
1. COVER LETTER ...................1
2. STATEMENT OF QUALIFICATIONS ....3
3. PROJECT UNDERSTANDING AND
APPROACH .....................9
4. SCOPE OF WORK ................11
5. SCHEDULE/TIMELINE .............17
6. REFERENCES ....................19
7. COST PROPOSAL ................21
APPENDIX A. RESUMES ............A-1
APPENDIX B. WORK SAMPLES .......B-1
APPENDIX C. NON-COLLUSION
AFFIDAVIT FORM ..............C-1
3 MacArthur Place, Suite 1100 | Santa Ana, California 92707 | 714.966.9220 | PlaceWorks.com
November 15, 2018
City of La Quinta
Design and Development Department
Attn: Danny Castro, Director
78-495 Calle Tampico
La Quinta, CA 92253
Subject: Proposal for Development of an Area Plan for the Highway 111 Corridor
Dear Mr. Castro:
On behalf of PlaceWorks, RGA Landscape Architects, LSA Associates, and Spectacle Design, we are very excited to submit this
proposal to develop an Area Plan for the Highway 111 Corridor. We recognize that the Corridor’s economic strength and resilience is
paramount to the City of La Quinta. This project is an incredible opportunity to reimagine and strengthen La Quinta’s identity along
Highway 111 and within the broader Coachella Valley. It represents a critically needed effort to set the stage to revitalize and redefine
the image of La Quinta as perceived from the corridor. Our focus will be on creating a stronger sense of place through repurposing
underutilized areas, increasing safety and mobility, bringing consistency to the design and regulatory framework, and capturing lost
market opportunities from those traveling through the corridor. Our design solutions will also leverage the CV Link investment to
grow the market and create new destinations. The Highway 111 Corridor Area Plan must effectively build an economic development
strategy based on market realities, community assets, and the values and identity of La Quinta within the Coachella Valley.
PlaceWorks has assembled a team of talented individuals with local experience, relevant corridor/infill planning and design
expertise, and a passion for developing creative yet implementable solutions. PlaceWorks is a multi-disciplinary planning, design,
and environmental firm that focuses on corridor and infill planning and has developed tools to effectively analyze conditions, test
design concepts, and create market-based plans that respect the culture of the community. As the prime consultant, we will draw
on our decades of experience leading teams in an organized manner that is responsive and cooperative with both the City and the
public. Due to her experience managing complex projects and her direct expertise in design and corridor planning, our team will
be led by Karen Gulley, Managing Principal of PlaceWorks. She will be supported by Planning Lead, Brooke Peterson, who has led
similar corridor revitalization efforts, and Design Lead, Sheila Cedervall, who participated as a primary contributor to the La Quinta
Highway 111 ULI Technical Assistance Panel (TAP). Steve Gunnells, Chief Economist of PlaceWorks, will test and build upon the
economic development strategies contained in the ULI TAP. An industry leader in the development of water efficient landscape design
and the sustainability of landscapes, RGA has contributed to many significant and iconic developments in the desert for more than
40 years. LSA has extensive experience in the City and surrounding desert locations, including serving as a primary contributor to
the La Quinta Highway 111 TAP, CV Link, and the La Quinta Village Complete Streets project. Yolanda Sepulveda of Spectacle rounds
out our team by bringing the branding and placemaking elements that will lay the foundation for the project.
We are thrilled at this opportunity to work again with the City of La Quinta and to be part of remaking and reimagining the Highway
111 Corridor. We are willing and able to sign the City’s Agreement for Contract Services with no exceptions to the the terms and
conditions contained in the Request for Proposals. As an officer of the firm, I am authorized to negotiate contracts on behalf of
PlaceWorks and to bind the team to the contents of this submittal. Please do not hesitate to contact me if you have any questions.
This proposal shall remain valid for 90 days from the November 16, 2018 due date. My complete contact information is: Karen Gulley,
Managing Principal | PlaceWorks, Inc. | 3 MacArthur Place, Suite 1100 | Santa Ana, CA 92707 | 714.966.9220 x2347 | 714.966.9221
(fax) | kgulley@placeworks.com.
We understand the significance of this effort and look forward to discussing our approach with you in greater detail. We appreciate
the opportunity to bid on this very important project and look forward to your response.
Respectfully submitted,
PLACEWORKS
Karen Gulley
Managing Principal
1. Cover Letter
3PROPOSAL FOR SERVICES | PLACEWORKS
2. Statement of Qualifications
PLACEWORKS
PlaceWorks has a 43-year legacy of working on high-profile
projects for public, private, and not-for-profit sectors throughout
California. Our talented, multidisciplinary team thrives on
working with communities to tackle complex problems and
develop custom, comprehensive solutions. PlaceWorks is all
about places and how they work economically, environmentally,
aesthetically, and culturally. We are passionate about collaborating
with clients and stakeholders. Just as each place we work in is
distinctly different, so is our thinking and our products.
PLACEWORKS CORE SERVICES
Community Planning
Corridor Planning and Design
Community Engagement
Urban Infill Design and Planning
Transit-Oriented Design and Planning
Comprehensive Planning, including General Plans and
Specific Plans
Housing Research and Analysis
Zoning and Form-Based Code
Active Transportation Planning
Climate Action and Resiliency Planning
Hazard Mitigation Planning
Transferable Development Rights
Municipal Services
Geographic Information Systems
Creative Media
Environmental Services
Design
Tran sit-Oriented Design
Downtown Planning and Design
Infill Design and Planning
Design Standards/Guidelines
Stakeholder Charrettes
Site Planning and Large-Scale Planning and Design
Strategic Plans
Economic/Market/Fiscal Planning
Economic and Market Analysis
Economic Development Planning
Site Selection and Development
Feasibility Studies
Fiscal and Financial Analysis
Landscape Architecture
Sustainable Landscape Design
Streetscape Design
Parks and Trails Planning
Urban Agriculture and Urban Forestry
Storm Water Management Planning
PlaceWorks Staff
PlaceWorks has assembled a highly qualified team to complete the
La Quinta Highway 111 Corridor Area Plan Development project.
Full resumes are provided in Appendix A.
Karen Gulley, Principal | Principal-in-Charge/Project
Manager. Karen will be responsible for leading the
team and maintaining quality control. Karen’s
strengths include handling the day-to-day manage-
ment of large project teams, where information sharing, issue
management, problem solving, and policy development require
extensive coordination. Karen’s vast corridor planning experience
includes Anaheim’s Beach Boulevard Corridor Specific Plan, the Groves at
Loma Linda Specific Plan, and the Atascadero Downtown Revitalization
Corridor Plan.
Brooke Peterson, AICP, Associate Principal | Planning
Lead. Brooke is experienced with general plans,
community plans, corridor and specific plans, master
plans, redevelopment, mixed-use development, public
health, and urban greening projects focusing on facilitating
authentic and effective public engagement and successfully
navigating the tensions between the community, governmental,
and private interests. She has a passion for creating not just healthy
and livable communities but places with authenticity and vibrancy.
Brooke’s recent experience includes serving as project manager for San
Diego’s Morena Boulevard Corridor TOD Specific Plan.
Sheila Cedervall, ASLA, Senior Associate | Design
Lead. Sheila is an urban designer and landscape
architect with more than 25 years of experience
bringing vibrant, cohesive, and environmentally
friendly communities to life. Her experience includes all phases of
design—from establishing the initial vision to working closely with
local authorities to gain project approval. She also specializes in
sustainable building practices with an emphasis on water-wise
landscape design. Sheila wrote and produced the ULI TAP Report for the
La Quinta Highway 111 Corridor.
Matt Gelbman, AICP, Associate Designer | Assistant
Project Manager. Matt has experience developing
solutions to address the unique development
challenges that communities face in a variety of
contexts from small, coastal downtowns to the regional scale with
a commitment to thorough research to understand places and
what makes them work. Matt currently assists Karen on the Atascadero
Downtown Corridor Plan.
Steve Gunnells, Chief Economist | Market and Fiscal
Analysis. Steve works with communities to bridge the
gap between long-range planning policies and
economic development; with community organizations
and special districts to fund and implement priority projects; and
with developers to guide project decision-making and obtain
entitlements based on sound economic/market analysis. His work
was in important factor in the success of corridor plans for the cities of
Anaheim, Santa Ana, Los Alamitos, and Clovis.
4 CITY OF LA QUINTA | DEVELOPMENT OF AN AREA PLAN FOR THE HIGHWAY 111 CORRIDOR
2. Statement of Qualifications
Michael Nilsson, AICP CTP, Senior Transportation
Planner. Mike understands how to link land use,
environmental, and mobility policies to create high-
quality sustainable environments. His 15 years of
public- and private-sector experience cover urban and
mobility planning, policy, and outreach; CEQA/NEPA
environmental review; and project funding/implementation.
Working with regional and municipal government agencies,
private developers, nonprofit organizations, and advocacy
organizations, he has guided a diverse array of complex, innovative
projects from vision to reality, including cap parks, pedestrian
plans, and complete-/green-street projects. Mike plays a key role on
the Atascadero Downtown Corridor Plan, and did as well as on Anaheim’s
Beach Boulevard Corridor Specific Plan.
Yue Zhang, Project Designer | Design. Yue specializes
in graphic and document design, and illustrations that
include maps, 3D models, and renderings. Proficient
with graphics programs such as the Adobe Creative
Suite, AutoCAD, SketchUp, GIS, and 3D Max.
RELATED EXPERIENCE
Our corridor expertise combined with our staff’s participation
on the ULI Highway 111 Corridor Study Technical Assistance
Panel make us uniquely qualified for this project. We understand
that communities need design, policy, and financial tools to
reclaim corridors. PlaceWorks has extensive experience in
repositioning commercial corridors to best compete in local
and regional economies. With our long history of working with
the public, business community, governments, and private
developers, we know how to craft marketable solutions to address
corridor redesign, multimodal transportation options, economic
development, and community health.
Morena Boulevard Corridor TOD Specific Plan and EIR
A Refined TOD Planning and Development Program
Project Type Corridor/TOD Specific Plan and EIR
Client City of San Diego
Date Completed February 2018
Services Provided Community Planning, Urban Design, Economic Analysis,
Environmental Analysis, Community Outreach
Led by Karen Gulley and Brooke
Peterson, PlaceWorks managed this
corridor specific plan along Morena
Boulevard as the second phase of what
was expected to be a two-phased process.
When the first phase (led by others)
failed amid an explosion of public
opposition, PlaceWorks was called upon
to begin again from scratch and prepare
a refined planning and development
program to effectively facilitate redevelopment of the project area.
The greatest challenges were erasing negative impressions made
by poor planning concepts/products and navigating the sea of
mistrust engendered during Phase 1. We managed an extensive
public outreach program that included ample opportunities for
community feedback and other public input. The project ultimately
encompassed preparation of a specific plan with site design concepts
and illustratives, visual simulations, new development standards
and design guidelines, and a brand new mobility network.
“In addition to demonstrating a clear understanding of the
perspectives of both clients, City of Fullerton and CSUF, and
the challenges of the area, they brought a unique combination
of public policy knowledge and private development expertise.
Their commitment to two very different clients is reflected in
the quality of work throughout the process, timely responses,
and customized solutions. They worked efficiently and kept
the deadlines that were set. I would highly recommend their
services.”
− Charles G. Kovac
City of Fullerton
5
2. Statement of Qualifications
PROPOSAL FOR SERVICES | PLACEWORKS
El Camino Real On the Go!
A Corridor Plan with VMT Reduction Strategies
Project Type Corridor Plan
Client City of Atascadero
Date Completed In Progress
Services Provided Market Demand Analysis, Community Workshops,
On-line Surveys, Urban Design and Mobility Analysis,
Alternative Land Use and District Concepts, Mobility
Improvement Recommendations, Land Use and Architecture
Recommendation, Streetscape Design
El Camino Real is the gateway to the City
of Atascadero’s Downtown. The look,
feel, and content of this 5-mile corridor
has a significant bearing on the City’s
regional identity, local character, and
economic health. And although it has
great potential to be a vibrant downtown
for shopping, dining, and small
businesses, with its high vacancies and
non-descript buildings it has been slow
to recover since the Great Recession and currently struggles to
compete with nearby Paso Robles and other commercial areas.
PlaceWorks was selected by the City to develop the El Camino Real
Corridor Plan, the goal of which is to identify future land uses
and guide urban design concepts with circulation improvements.
This project will set a new course for El Camino Real with a
combination of strategic public realm investments and incentives
for new development. We are providing the City with a custom
strategy and set of tools to transform this automobile-oriented,
regional corridor into a multi-modal economic hub.
Elements of the corridor plan include the formation of new
districts; modernization of zoning regulations; dynamic site design
concepts for key areas; contemporary architectural style guidelines
that also honor local history; streetscape design; and bicycle and
pedestrian improvements to address safety concerns. The plan
will also include strategies for business attraction, retention, and
investment. PlaceWorks is excited to be leading this project to
revitalize El Camino Real and change the course of the economy in
the City of Atascadero.
The Groves at Loma Linda
Planning for Public Support
Project Type Specific Plan
Client Planning PLUS/P+ for City of Loma Linda
Date Completed June 2018
Services Provided Site Planning, Housing Product Selection, Project Visioning,
Community Outreach, Design Guidelines, Landscape Design,
Park Planning, Circulation Planning, Trail Planning, Zoning
Standards, Implementation
Located in the heart of the community, this 300-acre site is the
City’s largest remaining vacant area with development potential.
Previous attempts to master-plan and subdivide the property
failed due to strong public opposition. PlaceWorks was brought in
to lead an outreach process with City leaders and the community,
resulting in opposing sides working together to define a vision
and development plan for the area. The project was complicated
by skepticism of adopted General Plan direction to provide
high density residential and mixed-use. PlaceWorks focused on
educating City officials and the community on quality housing
and mixed-use product types that could be integrated with open
spaces, trails, and commercial uses to create a variety of active
places within the project. The community understood the value of
creating gathering spaces for friends and family, which only exist
in nearby cities. They also wanted a portion of the area reserved for
large estates. The Plan was designed to provide both. PlaceWorks
designated an internal “main street” with design standards that
will a ensure a high quality, clustered environment, while also
designating an enclave of custom and semi-custom homes. By
collaborating and building trust with the community, PlaceWorks
was able to plan for specific areas of increased density and intensity,
leaving 68 acres for open space, trails, and parks, including an oak
woodland preserve, a historic park, and a 30-acre central park
for which concept designs were prepared. The Plan also included
detailed design guidelines to address specific architecture and
future site design concerns.
The Specific Plan was approved unanimously by Planning
Commission and City Council. Local leaders and the general
community trusted PlaceWorks with an incredible amount of land
for this small City. Today, development is in progress on large
portions of the site.
6 CITY OF LA QUINTA | DEVELOPMENT OF AN AREA PLAN FOR THE HIGHWAY 111 CORRIDOR
2. Statement of Qualifications
Harbor Mixed-Use Transit Corridor Specific Plan
Corridor Revitalization Strategy and Vision
Project Type Corridor Planning, EIR, Market Analysis
Client City of Santa Ana
Southern California Association of Governments
Date Completed October 2014
Services Provided BRT/TOD Station Planning, Land Use/Corridor Planning,
Public Outreach, Zoning, Specific Plan Development, Market
Analysis, Infrastructure Analysis, EIR
PlaceWorks helped the City of Santa Ana
evaluate zoning designations along
transit corridors throughout Santa Ana
to expand land use options and establish
an urban fabric that takes advantage of
transportation improvements. A com-
bination of vacant and underutilized
land, bus rapid transit investments,
future fixed guideway facilities, and
desirable freeway and regional access
make Harbor Boulevard an ideal candidate for reinvestment and
new development opportunities.
PlaceWorks subsequently developed the Harbor Mixed-Use
Corridor Plan and laid the foundation for a more livable corridor
through form-based zoning that allows new housing and mixed-
use development opportunities; the safe integration of cars,
buses, bicycles, and pedestrians along a six-lane roadway; and
design guidelines that create a stronger identity for residents and
businesses.
PlaceWorks conducted an extensive outreach program consisting
of over 20 public meetings, including an idea fair and bus tour,
neighborhood meetings, focus groups with property/business
owners and developers, a joint workshop with the Circulation
Element Update, and three study sessions with the Planning
Commission.
After adoption, the plan immediately drew interest from multiple
developers for new residential and mixed-use projects.
Beach Boulevard Corridor Specific Plan and EIR
The Heart of West Anaheim
Project Type Specific Plan and Environmental Impact Report
Client City of Anaheim
Date Completed In Progress
Services Provided Specific Plan, Community Outreach, EIR
The Beach Boulevard Specific Plan is the
result of a focused and comprehensive
effort involving the City of Anaheim and
the West Anaheim Community. This
plan guides future development along a
1.5-mile stretch of Beach Boulevard
between the cities of Buena Park and
Stanton. Supported by modern
development standards, economic and
sustainable community development
incentives, and capital improvements, the plan holistically
addresses the future of Beach Boulevard—the heart of West
Anaheim.
Designated by the Southern California Association of Governments
as a “high quality transit corridor,” Beach Boulevard still
functions primarily for motor vehicles. Nonmotorized modes of
transportation such as walking and biking are not well integrated
along the street. The intent of the plan is to create a new
regulatory environment, land use plan, development incentives,
and streetscape enhancements to improve conditions along the
boulevard and attract economic investment to the area.
The planning process included the community at every stage. Its
vision and guiding principles were created with the community
and reflect the themes that emerged throughout the process. Public
involvement included the formation of a community advisory
committee; a series of pop-up events, including workshops at
three local high schools; stakeholder interviews; and a developer
roundtable. An online component included a dedicated project web
page and web-based survey.
7
2. Statement of Qualifications
PROPOSAL FOR SERVICES | PLACEWORKS
SUBCONSULTANTS
A multi-faceted project requires a comprehensive approach,
and PlaceWorks has selected three talented and unique firms as
partners in preparation of the Corridor Area Plan. Traffic analysis
will be performed by LSA of Palm Springs. RGA of Palm Desert
will bring a wealth of local experience to the provision of landscape
architecture services, and Spectacle will contribute wayfinding
and branding concepts to round out our capacity of services.
LSA ASSOCIATES (TRANSPORTATION & MOBILITY)
LSA Associates has a 42-year legacy of experience in traffic
engineering and transportation planning that has resulted in
sustained relationships with key regional stakeholders who
rely on the firm’s expertise in these disciplines. Innovative in
land use, mobility access and transportation planning strategies
and solutions, LSA recognizes that the Highway 111 Corridor’s
economic resilience is paramount to the City.
LSA made detailed mobility recommendations as part of the
ULI effort, addressing all modes of travel and travel needs in the
Corridor. LSA’s understanding of the City’s vision ensures a well-
supported and thoughtfully executed plan to position the Corridor
for long-term viability. LSA has extensive experience in the City
and surrounding desert locations, as well as with other local,
federal, and private agencies. Notable experience includes being
a primary contributor to the ULI TAP report and the La Quinta
Village Complete Streets project. As a result of the intensive data
collection and interpretation for the City, this experience gives LSA
a hands-on, real-time understanding of the current and future
conditions along the Corridor.
LSA Staff
Tony Petros, Principal | Transportation and Mobility
Lead. Tony manages the preparation and review of
comprehensive traffic and parking studies,
operational and engineering analyses, Project Study
Reports/Project Reports, complete streets and modal
analyses, and long-range and strategic planning efforts. Great
emphasis is placed on the coordination of transportation projects
with municipal and agency administrators and other stakeholder
interests. Tony has built successful and long-standing relationships
with public agencies such as OCTA, LA Metro, SANDAG, SCAG,
RCTC, and the California High-Speed Rail Authority, and maintains
outstanding relationships with various cities and counties
throughout Southern California.
Arthur Black, Associate | Mobility Strategy Analyst.
Arthur’s primary responsibilities include the
production of technical reports for the transportation
function of LSA. This role involves the preparation of
traffic and parking studies, operational analysis, and
transportation planning research. His transportation planning
research has included parking generation rates, transit planning,
traffic calming, internal trip capture, and transit mode share. He is
following the implementation of SB 743, including attending
meetings at SCAG with Chris Calfee, Senior Counsel for the
Governor’s Office of Planning and Research.
Ashley Barden, Transportation Analyst. Ashley assists with the
production of transportation documentation for a variety of
projects throughout California. Her primary responsibilities
include research and analysis for the completion of traffic
impact analyses, transportation plans, and evaluations. Her
technical expertise extends through transportation analysis to
environmental studies and planning.
RGA LANDSCAPE ARCHITECTS (Landscape Design)
RGA has 40 years of experience in providing landscape
architectural services in the southern California region. RGA is
an award-winning firm noted for its elegant yet practical outdoor
spaces, and they are recognized as experts in the design of water
efficient landscapes and the selection of plant material appropriate
for sustainable environments. RGA has been the project landscape
architects for over 2,000 projects in the southwest.
RGA has provided landscape architectural services for nearly 50
median island and streetscapes projects in the Coachella Valley,
including sections of Highway 111, Fred Waring Drive, Tahquitz
Canyon Way, Gene Autry Trail, Ramon Road, Cook Street, Eldorado
Drive, Dinah Shore, and Calle Tampico.
RGA Staff
Ronald B. Gregory, ASLA, Principal Landscape
Architect. Ron loves the desert and has found it
rewarding to create a landscaped environment where
there was basically only sand before. In the mid-
1980s, he embraced the need for water efficient
design and has since worked at providing sustainable designs for
an appreciative clientele. He has been Principal in Charge for well
over 2,000 landscape projects in the Coachella Valley.
73061 El Paseo, Suite 210 • Palm Desert, CA 92260 • 760-568-3624 • FAX 760-773-5615 • www.rga-pd.com
CA Lic. #1532 • AZ Lic. #13754 • NV Lic. #94
JARVIS PAYNE
Position: Associate Landscape Architect
When Jarvis joined RGA in January 2018, he brought with him
over 30 years of designing and managing landscape
development projects throughout the West Coast, including
bio tech corporate campuses in metropolitan Portland,
Oregon, a new Oregon State University campus in Bend,
Oregon, and a waterfront park in Sacramento, California.
Jarvis excels at taking complex public development projects from initial design concepts,
then preparing detailed construction documentation, and finally overseeing the
construction of a successful landscape development project.
After graduating from the University of Washington with a Bachelor of Landscape
Architecture, Jarvis relocated to the Bay Area to work with a San Francisco based
landscape architectural firm and gained extensive experience working on Public and
Commercial development projects throughout California.
Education: B.A. Landscape Architecture – University of Washington
Registration: Registered Landscape Architect:
•California #4317
•Oregon #761
Previous Professional Experience:
From November 2005 to December 2017, Jarvis was with Walker Macy Landscape
Architects in Portland, OR. As a senior project manager and designer in this 36-person
firm, Jarvis was responsible for managing and designing large scale public and higher
education landscape development projects in California, Oregon and Washington. Jarvis
managed up to ten support staff, supervised teams of sub consultants, and oversaw all
aspects of project design, construction document preparation, and construction
administration.
Over the previous nine years, Jarvis gained invaluable experience and knowledge at
Murase Associates in Portland, Suzman Design Associates in San Francisco, and PGA
Design in Oakland. Jarvis developed expertise in park design, public infrastructure, low
income housing, and historic landscape preservation. As a designer and senior project
manager, Jarvis managed a variety of projects, including a master plan for 540-acre
urban nature park, construction document preparation for a 300-acre semi-conductor
facility, and a master plan for an expansion at Oakland International Airport.
Jarvis Payne, Associate Landscape Architect. With
over 30 years’ experience designing and managing
landscape development projects throughout the
western US, Jarvis excels at taking complex public
development projects from initial design concepts,
then preparing detailed construction documentation, and finally
overseeing the construction of a successful landscape development
project.
SPECTACLE DESIGN (BRANDING/PLACEMAKING)
Spectacle Design is a creative studio specializing in wayfinding,
placemaking and branded experiences for the sectors of retail,
residential, mixed-use, hospitably, commercial, entertainment,
interior and exterior environments. With over 15 years of
experience in urban design, and collaborative creation, Spectacle
has built partnerships on its ability to assess and succinctly
prescribe design strategies that reimagine places that people
love. A dynamic and nimble team of urban planners, industrial
and graphic designers, Spectacle emerged from a group of people
looking to bring the user to the center of the design solution
through processes adopted from the Urban Land Institute’s
Technical Assistance Panel facilitation and outreach methods. It
has established a strong partnership with the Institute and serves
8 CITY OF LA QUINTA | DEVELOPMENT OF AN AREA PLAN FOR THE HIGHWAY 111 CORRIDOR
2. Statement of Qualifications
as facilitators and design leads, guiding real estate problem solving
for over a dozen communities in Southern California. In addition,
it works with private developers and design professionals to help
find the heart of communities and reflect that within experiential
design solutions, inclusive of wayfinding and branded identities.
Spectacle Staff
Yolanda Sepulveda, Principal, Wayfinding. Yolanda
combines innovative problem solving with creative
collaboration to foster a win-win philosophy. Using
her in depth knowledge of the built environments in
the sectors of retail, residential, and TOD, she leads
development teams to reposition assets through re-imagined
design elements like wayfinding, public art, signage, exterior and
interior features that revive and reintroduce both new and existing
assets. Yolanda’s passion and focus is centered on development
and the inclusion of users in the process and creation of built
environments.
Will Heinze, Senior Designer. Will has worked for
over 5 years in the realm of experiential design and
creating environments that provide clear and navigable
places for people to explore. As an industrial designer,
he serves as a critical component to the team as he is
able to see a vision to a place through the mechanics of what is
plausible and constructible.
9PROPOSAL FOR SERVICES | PLACEWORKS
3. Project Understanding
and Approach
PlaceWorks participated as the Report Writer for the recent
ULI Technical Assistance Panel to study the Corridor. After
participating in all workshops, study sessions, stakeholder
interviews, and the presentation to Planning Commission and City
Council, we have a strong understanding of the great opportunity
and potential of this area to be the economic hub of La Quinta.
Our understanding is that the project should address some of the
substantial difficulties inherent in today’s retail market, tailored to
meet La Quinta’s specific needs along Highway 111. The Corridor is
akin to a freeway, running through the City while providing little
relationship with retail businesses lining its sides.
Retail transactions within the Corridor currently represent 70%
of the City’s annual fiscal budget, therefore fostering stability
for existing commerce and attracting new business is vital. We
understand that there needs to be a greater sense of arrival or
place to entice would-be passersby to stop and invest their time
and money, and to create memories in La Quinta. Streetscape
improvements, including opening view corridors, improving
wayfinding, and “complete streets” modifications would bring
new energy, character, and accessibility to the Corridor.
The 460-acre area faces several challenges requiring in-depth
analysis of both economic data and human psychology. Successful
new retail centers are based on creation of experiences compelling
enough to attract attention, memorable enough to spend time and
money as well as revisit. Currently, much of the Corridor consists
of big box retail centers with oversized, asphalt parking areas that
do not speak to the unique beauty and heritage of La Quinta.
One of the primary challenges facing the Corridor is changing
public perception. Existing development along the Corridor is
characterized by big box stores and large parking lots, a noticeable
departure from the rest of the City’s character such as a charming
Old Town, resorts, and well-maintained residential neighborhoods.
Existing vehicular traffic numbers show the enormous economic
potential of the Corridor, however most vehicles do not stop in La
Quinta. The 23% vacancy rate for retail establishments cited in the
July 2018 ULI TAP report reveals a growing concern. Consumer
spending habits have changed dramatically, a trend likely to result
in an increase in vacant brick and mortar stores unless several
catalyst mechanisms are put in place. The Corridor Area Plan will
encourage and facilitate positive changes necessary to reverse this
trend.
The following list represents the major influences on the project:
An influx of 600,000 visitors flock to the Coachella Valley
during the winter to experience the unique geography, climate,
and culture. Reimagining La Quinta’s segment of Highway 111
will help distinguish the City from neighboring communities
and build upon its impressive reputation.
Highway 111 carries 35,000 to 40,000 vehicles per day, with
the Washington Street intersection experiencing one of
the highest volumes of traffic in the entire Coachella Valley.
Creating a framework to give La Quinta a competitive edge
to capture sales and transient occupancy tax is vital to future
economic success.
The Corridor area is centrally located within the Coachella
Valley and several upscale resorts are planned for construction
in the City. This will continue to elevate the brand perception
of the City as a noteworthy destination.
The CV Link, a 49-mile multi-modal pathway is projected to
attract 15,000 to 16,000 users annually. The first La Quinta
segment is scheduled to open in the fall of 2019 and holds
great promise to help define La Quinta as a new “cool” area.
The extreme climate, existing landscaping, and large expansive
parking areas have resulted in a harsh environment that is not
conducive to spending time along this portion of Highway 111.
The streetscape plan will address these issues by creating a
shaded, colorful garden environment that is water-mandate
sensitive and pedestrian-scaled. We can plan to frame views
from the Corridor with landscaping while maintaining visual
and physical access for motorists
Ensuring ongoing economic viability and creating interesting,
healthy spaces are central purposes of the Highway 111
Corridor Study. Consumers have higher expectations for retail
experiences than in the past. Moving forward, ubiquitous,
bland, shopping centers will not compete well against on-line
options. The Highway 111 Corridor Area Plan is the important
next step to unlocking enormous economic potential and
enhance public perception of the City of La Quinta.
10 CITY OF LA QUINTA | DEVELOPMENT OF AN AREA PLAN FOR THE HIGHWAY 111 CORRIDOR
3. Project Understanding and Approach
APPROACH
Set the stage with branding. Before we can recommend physical
changes, design improvements, and land use strategies to address
the needs and issues identified above, we need to work with the
community to understand its values and how it sees its role in
the Coachella Valley. We will undertake a unique visioning and
branding process that will enable our team to define the look,
feel, color, and use of materials that will create the La Quinta
experience. Our goal is to “lay out the welcome mat,” letting
people know that they have arrived, quickly assess what is offered,
and where they want to go. Setting the stage with branding will
support the broader effort to draw-in tourists and create nodes of
activity that become destinations.
Build on the outreach started with ULI. Local businesses,
realtors, city leaders, and others provided valuable insights on
issues and opportunities to be explored. Local businesses are
clearly concerned about vacancies along the Corridor and the
image conveyed to tourists in the area. The pop-up station for
Lyft drivers during Coachella is a great example of the creativity of
business owners. Our approach is to continue to work closely with
these stakeholders and build champions for the implementation
of the project recommendations and create property-owner
interest in developing destinations.
Capitalize on the CV Link. Drawing attention to connections to
and from the CV Link will be a vital component of the Corridor
Plan. Establishing a contemporary wayfinding system will help
solidify the brand of the La Quinta 111 Corridor. Multimodal
design should accommodate pedestrians, bicycles, neighborhood
electric vehicles, and automobiles. Connecting to the CV Link may
also capture the attention of younger, more adventurous visitors.
Drawing younger tourists to the Corridor and offering unique
experiences in the community is paramount to the project’s long-
term success.
Modernize the policy and regulatory structure. To effectively
analyze the 12 existing Corridor-related Specific Plans, PlaceWorks
will create a matrix of standards that will quickly standardize
and identify those that are outdated, restrict creativity, or are
not compatible with the Corridor vision. New standards will be
established that allow for the flexibility to implement the vision to
bring new vitality and excitement to the Corridor.
Design a sustainable “wow” public realm. Most cities along
Highway 111 have created unique landscape environments that
announce arrival and tie local activities and uses together. There
is ample right-of-way to work with in La Quinta. We relish the
challenge of designing a streetscape that balances the needs of retail
visibility with character and shade; reflecting the overarching need
to make a statement that La Quinta is a physically and culturally
“cool” destination.
Make it Happen. Any plan is only as good as its implementation.
Public realm improvements require upfront capital and ongoing
maintenance expenditures. Our approach is to collaborate with
City staff and property owners and other stakeholders to explore
various ways to fund these costs and build support for the
preferred options. But the real success of the plan will be found
in new development. We will also work with the City to identify
programs and services to facilitate desired development and to
support new and expanded businesses.
Project samples of related area plans and design guidelines from
comparable cities are provided in Appendix B.
.
11PROPOSAL FOR SERVICES | PLACEWORKS
4. Scope of Work
Based on our understanding of the community, the City’s objectives
for this project, and our experience with similar projects, the
PlaceWorks Project Team is confident that the following Scope
of Work presents the most effective and creative approach to the
Highway 111 Corridor Area Plan project. Thiis scope is intended to
provide the City with a comprehensive and clear path to adopting
a custom Corridor Area Plan. Our scope of work comprehensively
addresses all the tasks we think are necessary for this phase of the
project to succeed. Although we believe this scope reflects your
needs, we emphasize that it is negotiable, and we will work with
you to arrive at a final scope that is the best fit for the City. We also
understand that refinements along the way may be necessary to
address arising needs and public or other stakeholder feedback.
TASK 1. PROJECT TEAM COORDINATION
This task accounts for the ongoing operational and coordination
activities that are essential for keeping the project moving forward
on schedule and within budget. Most importantly, this task outlines
the strategies that demonstrate our project team’s commitment to
being responsive and accessible to City staff.
TASK 1.1 PROJECT KICK-OFF MEETING
The project kick-off meeting is a critical event—La Quinta staff and
the Project Team must work in tight collaboration to prepare a
plan with the desired quality and outcome and within the time and
budget allowed. The kick-off meeting will allow the Project Team
and City staff to:
Introduce key participants;
Share expectations for the project;
Refine the work program, scope of work, and schedule;
Identify the roles of anticipated stakeholders such as outside
agencies, local organizations, and property owners;
Identify available data resources and any current or related
projects that must be considered, such as future hotels;
Fine-tune the outreach process to ensure that there will be
meaningful ways to engage the community;
Establish communication protocols for the project; and
Identify potential project issues that may arise and establish
strategies to address them.
It is anticipated at this time that the kick-off meeting will include
key staff from the Community Development Department, the City
Manager’s Office, Public Works, and others as deemed appropriate
by the City.
The kick-off meeting will be attended by representatives from
our team, including Karen Gulley as Principal-in-Charge/Project
Manager; Matt Gelbman, Assistant Project Manager; Brooke
Peterson, Lead Planner; Sheila Cedervall, Lead Designer; and LSA,
RGA, and Spectacle Design Task Leads.
TASK 1.2 DAY-TO-DAY PROJECT MANAGEMENT
PlaceWorks will be responsible for coordination with the
City and subconsultants, processing invoices, reviewing and
managing deliverables, ensuring quality control, and adherence
to the schedule. Karen Gulley, Principal for Design, will serve as
Project Manager and oversee the project’s day-to-day operations
and subconsultant coordination and provide the leadership at
critical milestones in the process. She will be supported by two
additional PlaceWorks team members: Matthew Gelbman and
Brooke Peterson. Matthew Gelbman will serve as Assistant
Project Manager and will provide day-to-day management of
subconsultant team members, preparation of deliverables, and
outreach events. Brooke will provide senior-level planning and
design expertise to support Karen and Matt. Approximately four
and a half hours per month over the 8-month project time frame
is assumed for project coordination on the project between the
Project Manager and Assistant Project Manager.
Consistent communication and coordination with the City will
be the cornerstone for project success. We recognize this isn’t our
plan but yours! PlaceWorks will hold a bi-weekly conference call
with you to review the tasks at hand and any topics related to
project status, budget, and schedule. This will be our opportunity
to discuss issues, obtain direction, or discuss changing project
needs. This task also includes coordination with internal Project
Team members, Spectacle Design, LSA, and RGA, quality control
of deliverables, and monthly project administration (scheduling,
budget tracking and invoicing).
Project Schedule. We anticipate an 8-month project duration.
We will develop a detailed project schedule designed to ensure
sustained staff involvement in the process, allow for meaningful
and timely public participation, allocate sufficient opportunity for
sharing information with staff and decision makers, and provide
adequate time for staff to respond to data requests and review
products. We will maintain an up-to-date schedule throughout the
project to ensure that staff is apprised of project status and that
all team members are aware of upcoming meetings and product
due dates. A current Microsoft Project schedule will be available at
staff’s request at any time.
TASK 1.3 CLIENT/PROJECT TEAM MEETINGS
The PlaceWorks team has assumed attendance at four in-person
collaborative team meetings with the City at key junctures in
the process. Topics may include discussion of opportunities
and constraints, preparing for public participation activities,
development of draft strategies, and review of key products. This
task also includes internal consultant team meetings on an as-
needed basis.
Deliverables:
−Kick-off Meeting Agenda, Schedule, Meeting Summary,
Data Needs List
−Weekly Coordination with the City’s Designated Project
Manager
−Monthly Invoices
−Project Schedule
−Up to four (4) Client/Project Team Meeting Agendas and
Meeting Notes
12 CITY OF LA QUINTA | DEVELOPMENT OF AN AREA PLAN FOR THE HIGHWAY 111 CORRIDOR
4. Scope of Work
TASK 2. SHAREHOLDER
ENGAGEMENT PROGRAM
PlaceWorks will continue the conversation started with
stakeholders as part of the ULI TAP. Key members of the Project
Team participated in intensive field meetings and roundtable
discussions with stakeholders. We have a deep familiarity with the
corridor and the impressions of local stakeholders.
In addition to our established relationships, we will solicit
participation and input from a broader range of developer and
industry stakeholders and reach out to residents in the community.
Our project team will conduct an outreach and participation
effort to inspire community interest and maximize participation
in the planning process. This will ensure that the Corridor Area
Plan captures the wants and needs of the community and reflects
implementable recommendations.
2.1 COMMUNITY WORKSHOPS
Community workshops will serve as an important opportunity
for the broader public to participate in the process. PlaceWorks
will lead community meetings with careful consideration of
meaningful discussion questions that will yield useful input for
the project team. We will design a meeting format that helps
people provide informed input, and activities that allow everyone
to participate in a way that feels comfortable and safe. We propose
holding two community workshops as summarized below and
detailed further in Tasks 2.1.1 and 2.1.2:
Workshop 1, Visioning for the Corridor, to provide an
opportunity to launch the project with the community,
reimagine the future of the corridor, and clarify values.
Workshop 2, Defining the Possibilities, for input on options
for pedestrian and bicycle mobility, streetscape/public realm
improvements, and future design ideas and land uses.
For the workshops, we will consider a range of formats that
provide more interactive alternatives such as breakout discussions,
scenario games, walking tours, prioritization rankings with dots,
and other fun activities that get people thinking and sharing.
Our primarily goal will be creating discussion activities that feel
comfortable to people who have little experience in government
outreach participation.
For both workshops, PlaceWorks will manage logistics and prepare
presentation materials (such as PowerPoint slides), posters, and
informational handouts. Our budget assumes that the City will
handle expenses related to facility fees, tables and chairs, and
refreshments.
2.1.1 Stakeholder Visioning Workshop
We believe the City of La Quinta seeks both to revitalize the
corridor into a vibrant economic hub as well as define a unique
destination within the Coachella Valley. In other words, this
project is about more than just capturing the market sector gaps.
It is about defining a unique mix of uses and design framework
that distinguishes it from the rest of the Valley. This requires the
Project Team to be both creative but honestly realistic. To this end,
a key component will be focus group events with stakeholders.
First, to reimagine and position La Quinta as a unique destination
along Highway 111, the Project Team will facilitate a visioning
workshop that will engage the creative perspectives of stakeholders,
property owners, businesses, residents, City Council and Planning
Commissioners as well as support and inform the Audit of
Corridor Standards (Task 3). It will be a single day; interactive
workshop aimed to clarify and define values and vision that will
guide the project and engage community in a unified direction.
This workshop will employ visuals and interactive mapping
techniques to foster ideas-sharing. This creative space should
result in a mission statement that will inform the brand identity
and unique establish values moving forward. Yolanda Sepulveda,
with Spectacle Design, will serve as lead facilitator with support
by PlaceWorks staff. We will work with the City to identify a guest
list. Prior to the workshop, we may employ digital polling or other
outreach strategies to inform the development of stakeholder
visioning materials.
2.1.2 Defining the Possibilities Workshop
The second workshop will focus on presenting the draft mobility,
design, and zoning recommendations for the Corridor. We
envision this workshop to be in the format of an open house with
individual stations to present the different topics such as pedestrian
and bicycle mobility, Corridor branding/theming, streetscape/
public realm improvements, and design and zoning. The open
house format can be an effective way to present information and
solicit feedback through one-on-one conversations that build
relationships with the community. We will provide highly visual
boards with imagery and sketches to convey and help visualize
the concepts.
Karen Gulley, Principal-in-Charge and Project Manager, will serve
as overall facilitator with support by key PlaceWorks and RGA and
LSA project team members staffing different stations.
2.2 FOCUS GROUP MEETINGS
Following the First Stakeholder Visioning Workshop, we engage
businesses, property owners, developers, City officials and staff,
and other stakeholders to focus the Area Plan on facilitating
private sector investment to implement the vision.
Building on the work of the ULI TAP, the first focus group meeting
will bring together the business community and City officials
and concentrate on the challenges and opportunities of operating
shopping, dining, and entertainment businesses in the project area.
The purpose of this meeting is to identify economic development
programs, services, and incentives to support new and expanded
businesses and to identify regulatory, infrastructure, and building
space issues that may impact the private sector’s ability to establish
the project area as a regional destination.
A second focus group meeting will bring together property
owners, developers, investors, and retail/entertainment experts.
The purpose of this meeting is to generate interest in developing
new destinations in the project area and to understand how the
City can best facilitate development of new destinations. During
this meeting we will also explore what, if any, public uses could
compliment private sector efforts to create a there there.
13
4. Scope of Work
PROPOSAL FOR SERVICES | PLACEWORKS
The final focus group meeting is aimed at implementation of the
Area Plan. We will engage property owners and City representatives
in discussing the costs to make proposed improvements and
maintain those improvements over time. Although waiting for the
City to have enough spare cash to make improvements is always
an alternative, we intended this meeting to generate support for
a landscaping and lighting maintenance district (or similar type
of district) and other tools to get the proposed improvements
constructed sooner rather than later.
PlaceWorks will lead the meetings and be responsible for overall
facilitation and organization of presentations by other team
members. We assume that the City be responsible for invitations
and meeting logistics.
2.3 ONLINE ENGAGEMENT
Online opportunities for the public to stay informed about the
project are valuable for building trust and transparency in the
process. We assume that the City will create and maintain a web
page within the City’s existing website for the project. PlaceWorks
will assist staff with content updates throughout the project.
PlaceWorks will also work with staff to make the final Highway
111Corridor Area Plan, as described in Task 10, available on the
website in an accessible, interactive format.
PlaceWorks will create a project fact sheet that outlines the project
purpose, process, and general project description. The fact sheet
will be posted on the web page as well as distributed at outreach
events.
Task 2 Deliverables:
−Agenda, Meeting Summaries, and all workshop boards and
materials (x 2)
−Periodic content updates for the City to post to the project
website
−Project Fact Sheet
TASK 3. AUDIT OF CORRIDOR
DEVELOPMENT STANDARDS
PlaceWorks will conduct a detailed audit of City regulatory
documents pertaining to the Highway 111 corridor including the
Highway 111 Design Guidelines, Zoning Code, and specific plans
along the Corridor. We will create a matrix template covering key
standards or guidelines that play a role in development along 111,
and then populate it based on differences, inconsistencies, best
practices/placemaking, and benefit/detriment to the Corridor. We
will consider in terms of creativity and economic vibrancy, and
barriers to implementation. We will consider including a ranking
or scoring related to key design and economic development
objectives.
LSA will review the audit undertaken by PlaceWorks and confirm
its completeness and applicability to the Area Plan vision and
planning effort. LSA will also review recently completed traffic
analyses (if available from the City) and other regional documents
to identify the traffic volume profile in the corridor. This may be
limited to average daily trips (ADT) along Highway 111 or may
also include peak hour intersection performance at key locations
within La Quinta.
This audit will inform both the new code and standards
recommendations of the Corridor Area Plan as well as inform
determination on an approach to rescinding and/or amending the
existing specific plans.
Task 3 Deliverables:
−Draft/Final Audit Matrix and Scoring Criteria
TASK 4. COMPLETE STREETS PLAN:
IDENTIFICATION OF IMPROVEMENTS
The results of the recent TAP indicate a layered network approach
to Complete Streets along the corridor. While Highway 111 is a
high volume, high throughput, high speed vehicular corridor,
opportunities exist to supplement this arterial with other parallel
facilities to serve all users, ages and ability levels. PlaceWorks,
together with LSA, will prepare a Complete Streets Plan based on
the findings of a traffic and safety analysis.
4.1 TRAFFIC AND SAFETY ANALYSIS
The key components of the traffic and safety analysis are detailed
as follows:
Road User County Data
LSA will survey and collect mobility data in the project area.
Vehicular traffic counts will be collected at up to 8 intersections
and 10 roadway segments. Bicycle counts will be collected at all
intersections and pedestrians will be surveyed as well. Hourly
mobility profiles will be documented graphically by mode and
by direction. Intersection delay and level of service will also be
documented.
Collision Data from Most Current 3 Years
LSA will work with the City staff and request collision data along
the Corridor for the last three years from the Crossroads database.
LSA will create maps identifying collision type, mode, severity and
contributing factor. This will inform a comparison of the Highway
111 experience in La Quinta with rates for similar facilities provided
by Caltrans.
Analysis of Existing Improvement Program Plans
LSA will review the most recent City Capital Improvement Program
and regional documents such as the Regional Transportation
Plan/Sustainable Communities Strategy, the Coachella Valley
Association of Governments LRTP, and the Regional Traffic Signal
Synchronization Program for plans and programs influencing
mobility through Highway 111.
LSA will compile the analysis methodology and results in a
technical memorandum to be reviewed by PlaceWorks and City
staff. This analysis will inform the preparation of the Complete
Streets Plan.
14 CITY OF LA QUINTA | DEVELOPMENT OF AN AREA PLAN FOR THE HIGHWAY 111 CORRIDOR
4. Scope of Work
4.2 DRAFT COMPLETE STREETS PLAN
With the traffic and safety analysis completed, PlaceWorks will lead
a collaborative effort with LSA to preparation the Complete Streets
Plan. The objective of the Plan will be to safely accommodate all
users within a specified travel corridor while balancing various
needs. LSA has already made recommendations in the TAP for a
hierarchy of facilities between Washington and Jefferson Streets.
We believe the CV Link will provide significant mobility benefits
for leisure and purpose cycling and walking. We will use guidance
from sources such as Caltrans, Cal-EPA, NACTO and ITE as well
as our expertise from working on similar efforts such as Los Gatos
Boulevard in the City of Los Gatos and Foothill Boulevard in the
City of Glendale to define a tailored Complete Streets Plan. We will
create a program that responds to demand within the corridor
(as evidenced by the mobility count and profile data), proactively
addresses safety concerns, including collision occurrence, climate
(heat) and exposure, and sets forth a clear and trackable roadmap
for implementation.
Goals and Objectives
Concurrent with the assessment of existing conditions, PlaceWorks
will develop a menu of goals and objectives to guide the Complete
Streets Plan for Highway 111. The Plan will incorporate statewide
and regional goals for safety, sustainability, resiliency, mobility,
accessibility, and equity. The Plan will satisfy statewide and regional
goals to improve multi-modal travel, integrate land use and
transportation, and reduce greenhouse gas emissions. PlaceWorks
and LSA will incorporate locally-driven goals based on feedback
from the recently completed TAP effort and input received as part
of the stakeholder engagement program for the project. Linking
initial project goals and objectives with regional, statewide, and
other local goals during the early stages of the project will ensure
that the policies developed for the Complete Streets Plan will
transfer seamlessly into project and program recommendations,
viable funding opportunities, and expedite implementation.
Policy Review
PlaceWorks will review policy documents relevant to the area and
mapping efforts available from the City of La Quinta. Based on the
policy review, we will document the standards and guidance used
to define Complete Streets in the context of Highway 111.
We will also review any GIS layers we currently have on file in
the project area. Through our team’s involvement in analyses of
pedestrian, bicycle, and transit infrastructure for the TAP, we feel
that a significant amount of data from that effort can be used to
develop the analysis for the Complete Streets Plan, leading to cost
and schedule efficiencies. The PlaceWorks team, at a minimum,
will review the following documents/maps as part of this project:
SCAG RTP/SCS
CVAG LRTP
CVAG Active Transportation Plan
CVAG’s Regional Traffic Signal Synchronization Project -
Traffic Signal Interconnect Master Plan
Capital Improvement Program for the Highway 111 Corridor
Current CV Link alignments
Funding Opportunities Summary and Matrix
PlaceWorks will outline implementation next steps and perform a
survey of regional, state, and federal funding sources, summarized
through a funding matrix to implement improvements. We will
also complete a comprehensive analysis of locally generated and
unconventional funding sources; private foundations, corporate
donors, local endowments, development impact fees, public-
private partnerships, and grant programs. These funding sources
will likely have smaller dollar amounts than federal, state, and
regional ones, but they may be less competitive, increasing chances
that program and infrastructure elements will get funding. We will
then finalize the implementation strategy through a prioritized list
of project improvements.
The final Complete Streets Plan will be a chapter in the Area Plan,
including colored maps illustrating important elements and the
hierarchy of facilities in the context of existing land uses.
This scope includes coordination with City staff for preparation
of a draft Complete Streets Plan and one set of revisions and
refinements to deliver the Final Complete Streets Plan based on
one consolidated set of comments.
Task 4 Deliverables:
−Draft/Final Traffic and Safety Analysis Memorandum
−Draft Goals and Objectives
−Policy Review Memorandum
−Funding Summary and Matrix
−Draft/Final Complete Streets Plan (chapter)
TASK 5. CORRIDOR BRANDING PROGRAM
The Project Team, led by Spectacle Design, will prepare a project
guidebook. This guidebook will support planning and future
development efforts, inform placemaking, signage, entryway
monuments, and experiential moments along the corridor. The
intent is to set a foundation for increasing visitation and the
customer base in La Quinta.
The guidebook will include a summary of findings gathered from
the visioning session (inclusive of mood and reference images)
that capture the brand identity of who La Quinta wants to be
within the Highway 111 corridor. This guidebook will inform all
other efforts and ensure a consistency in design intent through
a crafted experience that can be applied to the public realm and
private development.
The book will include environmental graphic design examples,
prototypical signage style boards that are supportive of wayfinding
and placemaking efforts.
5.1 LANDSCAPE AND ENTRY MONUMENT
DESIGN FOR MEDIANS AND PARKWAYS
The Project Team, led by RGA, will prepare a comprehensive
public realm design plan that establishes a new image and identity
for the Highway 111 Corridor. Informed by the initial visioning
branding efforts this will include a detailed landscape design plan
with planting plan diagrams, inorganic material and artwork
locations, sections, plant imagery, a plant palette and narratives
for the medians, parkways, and other public realm opportunities.
15
4. Scope of Work
PROPOSAL FOR SERVICES | PLACEWORKS
It will also translate the project guidebook brand program into an
entryway monument plan including colors, materials, sections
and locations.
Task 5 Deliverables:
−Draft/Final Project Guidebook (up to 15 pages)
−Draft/Final Landscape and Entry Monument Design Plan
TASK 6. CORRIDOR DESIGN GUIDELINES
AND VISUAL SIMULATIONS
PlaceWorks will develop comprehensive Design Guidelines to
be evocative of the intended vision, character, and quality of
development within the Corridor. The guidelines will emphasize
the unique qualities that distinguish La Quinta from other cities
in the Coachella Valley. Task 6 will create a framework for the
creation of high quality, cohesive, and inspired design, the Design
Guidelines and new codes and standards. It is the vehicle for
change within the Corridor. The following is a list of sections to
be included:
6.1 BUILDING/SITE DESIGN GUIDELINES
Optimization of undeveloped properties and unused parking areas
within the Corridor is the first step toward creating pockets of
urbanization that will serve as catalysts for change. PlaceWorks
will explore creative possibilities and develop concepts for two
infill sites that will lead the way toward the creation of a dynamic,
environments serving as a magnet for seasonal visitors and
residents. As part of this task, LSA will also conduct a parking code
and utilization review. Creating engaging, memorable experiences
is a major part of fostering economic growth. The concepts will
inspire potential development that will set a high standard for
future endeavors.
6.2 LANDSCAPE/STREETSCAPE GUIDELINES
Pedestrian oriented, engaging streetscape design will be the focus
of the landscape portion of the Design Guidelines. Cohesive shade,
color, and texture as well as environmentally sensitive design will
be emphasized.
6.3 TEXT AND GRAPHIC ILLUSTRATIONS
Creation of a document that is user-friendly, and simplifies
interpretation for the City, while setting a high standard is the
goal of Design Guidelines. Text will be clear, concise, and easily
understood, while illustrations will include photographs, vignettes,
and diagrams to aid in the practical application of the intent of the
provisions.
6.4 COMPUTER MODELING/
PHOTOREALISTIC SIMULATIONS
Visual simulations bring two-dimensional plans to life and serve
an important role in the process of conveying the intended
solution. The Project Team recognizes the value of these tools
and how the models aid in the design process, allowing decision
makers to review realistic alternatives before committing
resources for implementation. This scope assumes PlaceWorks,
together with RGA, will prepare two photorealistic simulations of
the branding, streetscape, landscape and development standard
recommendations.
Task 6 Deliverables:
−Draft/Final Design Guidelines (inclusive of all graphics and
illustrations)
−Up to two visual simulations of the Corridor
TASK 7. NEW CODE AND STANDARD REVISIONS
TO THE CITY’S DEVELOPMENT CODE
7.1 MIXED-USE OVERLAY & NON-
RESIDENTIAL CODE REVISIONS
Standardization of Development Codes within the Corridor was
a key recommendation of the TAP report. Flexible standards that
allow for market-driven, new ideas will be an important step to
assure creative solutions aren’t prohibited. PlaceWorks will conduct
a thoughtful analysis of the results of the Task 3 Development
Standards Audit to prepare new code and development standards
which will apply to all properties within the Corridor area.
7.2 REVISIONS TO EXISTING
CORRIDOR SPECIFIC PLANS
Along with zoning and development standard revisions,
PlaceWorks will also prepare a set of clear recommendations for
revisions and/or rescinding existing specific plans within the
Corridor. As stated above, standardizing the codes and design
standards across all properties within the Corridor will bring
consistency to the development that occurs.
This scope assumes that City Staff will implement the development
standards and other recommendations once the decision to amend
or rescind the existing Corridor Specific Plans has been made.
Task 7 Deliverables:
−Draft/Final Matrix of Development Standards for Mixed
Use Overlay and Non-Residential Uses including permitted
uses, coverage, FAR, setbacks, height, parking, and signage
−Draft/Final Matrix of Development Standards for
Residential will include permitted uses, density, setbacks,
height, building separations, parking, and lot coverage
TASK 8. IMPLEMENTATION PROGRAM
PlaceWorks will develop an Implementation Program that
establishes the catalyst and momentum for real change within
the Corridor. The Project Team will include innovative procedures
such as those we incorporated into the Beach Boulevard
Corridor Specific Plan for the City of Anaheim for keeping the
implementation process living and breathing through mechanisms
to adjust and respond to changing conditions over time.
The implementation program will include an economic
development strategy identifying short-term and longer-
term actions to incentivize private sector development and
re-investment, facilitating construction and maintenance of
public realm improvements, and supporting new and expanded
16 CITY OF LA QUINTA | DEVELOPMENT OF AN AREA PLAN FOR THE HIGHWAY 111 CORRIDOR
4. Scope of Work
businesses that transform the project area into a regional
destination. All the actions related to mobility and streetscape,
identity and branding, infrastructure, and economic development
will be organized in a matrix format and include responsibility
and potential funding sources. Public financing and innovative
partnerships have become vital since redevelopment funds ended
in California. Potential sources include formation of assessment
districts, public/private partnerships, ground leases for City
owned land.
Task 8 Deliverables:
−Implementation program, including potential sources of
funding and responsibility matrix
−Recommendations for engaging local artists and formation
of a coalition to encourage local talent
−Suggestions of tools for public engagement to generate
interest in the Corridor, possibly using technology and
temporary structures
TASK 9. PUBLIC HEARINGS
This scope assumes PlaceWorks will attend up to three adoption
hearings (one Planning Commission and two City Council)
for review and comment on the Area Plan. This task includes
preparation for the hearings (PowerPoint shows, presentation
boards, etc.) and attendance by the PIC/ Project Manager and Task
Leads and subconsultants as determined by the City.
Task 9 Deliverables:
−Attendance, presentation boards and other materials and
PowerPoint for up to three Planning Commission and/or
City Council adoption hearings.
TASK 10. CORRIDOR AREA PLAN
Building off the tasks to date and bringing together the final
draft of deliverables prepared in Tasks 3-8, the Project Team will
develop the Draft Corridor Area Plan. The plan will bring together
the vision, development standards audit findings, complete streets
plan, corridor branding program and new guidelines and standards
recommendations and graphics. It will incorporate a creative,
yet realistic approach to economic development, reinvestment,
redevelopment and revitalization. Design recommendations
will bring consistency and a defined brand and character to the
Corridor. Implementation, economic development strategies and
administration of the plan will also be creatively addressed in the
Area Plan.
PlaceWorks will create a user-friendly graphically rich Area Plan
document. The document will contain diagrams, illustrations,
tables, and text to convey necessary information in a way that is
easy to understand and transfer into City code and ordinances. We
will work with City staff to prepare the Area Plan in a format this
is well suited for the City–our team is proficient in creating plans
in both Adobe In-Design and Microsoft Word.
This scope assumes the preparation of a Draft Area Plan for
review and comment by City staff. Based on one consolidated
set of comments, PlaceWorks will prepare a Final Area Plan for
consideration and adoption by decision makers (see Task 9.2).
Task 10 Deliverables:
−Draft/Final Highway 111 Corridor Area Plan
OPTIONAL TASKS
In addition to the core scope of work described above, PlaceWorks
suggests the following additional tasks should additional budget
be available:
TASK A. WAYFINDING/SIGNAGE PROGRAM
As part of the larger corridor branding program developed for
the Area Plan, PlaceWorks will provide guidance for directing
cyclists and pedestrians to the proposed CV Link alignment as
well as appropriate sidewalks, bikeways, multi-use trails, retail,
recreational amenities, and other locations identified along the
Highway 111 corridor. One consolidated set of comments from the
City will be provided in advance of preparing the final wayfinding
sign program for the Highway 111 Corridor Area Plan.
Optional Task A Deliverable:
−Wayfinding Program
TASK B. COST ESTIMATE
As an optional task, the PlaceWorks team would provide a cost
estimate for the implementation of the landscape design. This will
greatly assist the City with phasing the project and setting aside
revenues to prepare for future improvements. The cost estimate
will also assist with the decision-making process at an early stage
to streamline the preparation of construction documents.
Optional Task B Deliverables:
−Cost Estimate for hardscape improvements, softscape
plan, street furniture, and shade structures
−Cost estimate for preparation of final landscape plans
including design development stage, and construction
documents.
17PROPOSAL FOR SERVICES | PLACEWORKS
5. Schedule/Timeline
On the following page is a schedule showing our estimated
8-month timeline for completion of the proposed scope of work,
showing all work completed by the end of July 2019, follows the
cost proposal provided in Section 7.
“PlaceWorks has proven its ability to over deliver on quality while
staying on schedule and within budget. I heartily recommend
PlaceWorks for any work that requires creative, yet realistic,
land use and design skills; an ability to generate consensus and
enthusiasm among the general public, key stakeholders, and
city leadership; and a commitment to the client’s goals and
objectives.”
− Steven A. Mendoza
City of Los Alamitos
18 CITY OF LA QUINTA | DEVELOPMENT OF AN AREA PLAN FOR THE HIGHWAY 111 CORRIDOR
5. Schedule/Timeline
123412341234123412341234123412341.1Project Kick-off MeetingX1.2Day-to-Day Project Management1.3Client/Project Team Meetings2.1Community Workshops (2)2.2Focus Group Meetings (3)2.3Online EngagementTASK 3. AUDIT OF CORRIDOR DEVELOPMENT STANDARDSAudit of Corridor Development StandardsTASK 4. COMPLETE STREETS PLAN4.1Traffic and Safety Analysis4.2Draft Complete Streets PlanTASK 5. CORRIDOR BRANDING PROGRAM5.1Project Guidebook5.2Landscape and Entry Monument Design for Medians and Parkways6.1Building/Site Design Guidelines6.2Landscape/Streetscape Guidelines6.3Text and Graphic Illustrations6.4Computer Modeling/Photorealistic Simulations (2)7.1Mixed-Use Overlay & Non-Residential Code Revisions7.2Revisions to Existing Corridor Specific PlansImplementation ProgramTASK 9. PUBLIC HEARINGS/WORKSHOPSAdoption Hearings10.1Draft Corridor Area Plan10.2Final Corridor Area Plan City Review PeriodMeetingsDeliverable/ProductNotes:TASK 6. CORRIDOR DESIGN GUIDELINES AND VISUAL SIMULATIONSTASK 7. NEW CODE AND STANDARD REVISIONS TO THE CITY'S DEVELOPMENT CODETASK 8. IMPLEMENTATION PROGRAM2019JANUARYFEBRUARYMARCHAPRILTASK 10. CORRIDOR AREA PLANTASK 1. PROJECT TEAM COORDINATIONTASK 2. STAKEHOLDER ENGAGEMENT PROGRAMMAYJUNEJULY2018DECEMBERDETAILED PROJECT SCHEDULELa Quinta Highway 111 Corridor Area Plan
19PROPOSAL FOR SERVICES | PLACEWORKS
6. References
Provided below are descriptions of each of our team members most relevant project experience along with client contact information for
references.
Project
Client Contact Description of Services
PLACEWORKS
Morena Boulevard Corridor Specific Plan and EIR
CITY OF SAN DIEGO
Laura C. Black, AICP | Deputy Director, Planning Department
9485 Aero Drive, San Diego, CA 92123
619.533.4549 | lblack@sandiego.gov
PlaceWorks managed the specific plan and EIR for a transit-oriented
specific plan along Morena Boulevard in San Diego to facilitate
reinvestment and development of a post-World War II suburban
character neighborhood to support two future light rail stations.
El Camino Real On the Go!
CITY OF ATASCADERO
Phil Dunsmore | Community Development Director
6500 Palma Avenue, Atascadero, CA 93422
805.470.3488 | pdunsmore@atascadero.org
A 5-mile corridor plan to revitalize the main north-south
thoroughfare providing the primary access to services, the
downtown core, and surrounding neighborhoods in the City of
Atascadero.
The Groves at Loma Linda
PLANNING PLUS/P+ for CITY OF LOMA LINDA
Melanie Traxler | Contract Planner
2701 Prospect Avenue, La Crescenta, CA 91214
818.248.7158 | mtraxlerpplus@aol.com
A specific plan for a 300-acre undeveloped parcel within the heart
of Loma Linda. PlaceWorks was brought in to lead an outreach
process with city leaders and the community working together to
define a vision and development plan for the area.
Harbor Mixed-Use Transit Corridor
CITY OF SANTA ANA AND SCAG
Sergio Koltz | City of San Juan Capistrano (formerly City of
Santa Ana)
32400 Paseo Adelanto, San Juan Capistrano, CA 92675
949.443.6331 | planningdept@sanjuancapistrano.org
PlaceWorks helped the City of Santa Ana evaluate zoning
designations along transit corridors throughout Santa Ana to
expand land use options and establish an urban fabric that
takes advantage of transportation improvements. PlaceWorks
subsequently developed the Harbor Corridor Plan and laid the
foundation for a more livable corridor.
Beach Boulevard Corridor Plan and EIR
CITY OF ANAHEIM
Susan Kim, AICP | Principal Planner
200 South Anaheim Boulevard, Room 162, Anaheim CA 92805
714.765.4958 | skim@anaheim.net
A plan to guide future development along a 1.5-mile stretch of
Beach Boulevard between the cities of Buena Park and Stanton.
The intent of the plan is to create a new regulatory environment,
land use plan, development incentives, and streetscape
enhancements to improve conditions along the boulevard and
attract economic investment to the area.
LSA ASSOCIATES (Transportation Planning)
City of La Quinta Technical Assistance Panel
CITY OF LA QUINTA
Frank Spevacek | City Manager
78-495 Calle Tampico, La Quinta, CA 92253
760.777.7030 | gperez@la-quinta.org
Generating more than 70% of the sales tax revenue for the
City, land uses along the Highway 111 corridor are a significant
contributor to the financial security of the community. LSA
conducted baseline research into all modes of travel: vehicular,
Sunline transit, cycling, and CV Link and pedestrians to describe
the existing setting. LSA linked this setting to a general planning
environment including housing, commercial/retail activities, auto
sales and new foreseeable development initiatives.
La Quinta Village Complete Streets
GHD
Lindsey Van Parys, PE QSD/QSP | Project Manager
943 Reserve Dr., Suite 100, Roseville, CA 95678
916.782.8688 | lindsey.vanparys@GHD.com
LSA assisted the City of La Quinta with environmental compliance
for a project to convert La Quinta Village into a bicycle and
pedestrian friendly, “Complete Street” atmosphere. The three
major streets will be reduced from four lanes to two and will
include bicycle facilities and on-street parking. In addition, five
roundabouts will be constructed to link the road diet segments
together.
20 CITY OF LA QUINTA | DEVELOPMENT OF AN AREA PLAN FOR THE HIGHWAY 111 CORRIDOR
6. References
Project
Client Contact Description of Services
RGA LANDSCAPE ARCHITECTS (Landscape Architecture)
Fred Waring Drive Median Islands
CITY OF PALM DESERT
Diane Hollinger | Landscape Specialist
73510 Fred Waring Drive, Palm Desert, CA 92260
760.776.6444 | dhollinger@cityofpalmdesert.org
Redesign of median islands and adjacent parkway on both sides
of Fred Waring Drive for a distance of 2.5 miles. Project included
coordination with two city governments (Palm Desert and Indian
Wells) and two water districts (Coachella Valley Water District and
Imperial Irrigation District).
Tahquitz Canyon Way Median Islands
CITY OF PALM SPRINGS
Marcus Fuller | Assistant City Manager
3200 E. Tahquitz Canyon Way, Palm Springs, CA 92262
760.322.8380 | marcus.fuller@palmsprings-ca.gov
This median island and streetscape enhancement project included
development of four design “zones” over a 3-mile corridor from
downtown Palm Springs to the airport, with each of the zones
reflecting the character of its neighborhood. Included coordination
with many stakeholders and government agencies.
SPECTACLE DESIGN (Branding and Placemaking)
San Ysidro Port of Entry
US GENERAL SERVICES ADMINISTRATION
David Leites | Supervisory Architect
50 United Nations Plaza, San Francisco, CA 94102-4912
415.522.3284 | David.leites@gsa.gov
Through facilitation of a design workshop focused on identify
assets, points of interest community pride and missed
opportunities, Spectacle engaged a diverse group of stakeholders
to participate in a design exercise aimed at honoring local pride
and capturing a local perspective. These solutions are now public
on the GSA website for any agency on either side of the border to
implement.
ULI Strategic Plan, Toolkit
URBAN LAND INSTITUTE
Kendra Chandler | Executive Director
23 Corporate Plaza, Suite 150, Newport Beach, CA 92660
714.342.2965 | Kendra.chandler@uli.org
In an effort to define an identity for the ULI Orange County/Inland
Empire District Council, Spectacle worked with governance and key
leaders within ULI OC/IE to map a strategy session and facilitate a
dialogue of diverse perspectives that would inform an overall work
program and refreshed identity. Toolkit Link
West Grove Retail Corridor Downtown Revitalization
CITY OF GARDEN GROVE
Lisa Kim | City Manger
11222 Acacia Parkway, Garden Grove, CA 92840
714.741.5100 | lisak@ci.garden-grove.ca.us
Spectacle helped to organize visioning workshops and perform a
community asset audit to address issues of community sentiment,
land owner challenges, and City staff hurdles that had prevented
progress in the Valley View Business Corridor. Spectacle worked
with ULI to assemble a panel and conduct a TAP that would get to
the heart of the problem that had left retail unsuccessful. Short-
and long-term strategies addressing these hurdles were presented
to the City and will be published with ULI.
21PROPOSAL FOR SERVICES | PLACEWORKS
7. Cost Proposal
Our estimated budget identifying each task, projected hours, and
rates for completion, including any reimbursable costs, is $252,408
OPTIONAL TASKS
Our scope and estimated budget identify two optional task—
preparation of a Wayfinding Program and preparation of a Cost
Estimate. The cost for these optional tasks would be $17,929 and
$1,638 respectively in addition to the overall cost proposal detailed
on the following page.
THE PLACEWORKS TEAM
La Quinta Highway 111 Corridor Area Plan
DETAILED COST PROPOSAL
RGA LANDSCAPE ARCHITECTURE (Landscape Design)5%5%5%
KAREN
GULLEY
BROOKE
PETERSON
SHEILA
CEDERVALL
MATT
GELBMAN
YUE
ZHANG
STEVE
GUNNELLS
MIKE
NILSSON
RON
GREGORY
JARVIS
PAYNE
ESTER WANG BELINDA
CRADDOCK
YOLANDA
SEPULVEDA
Title:Managing Principal Associate
Principal
Senior Associate Associate Plnr/
Designer
Project
Designer
Chief Economist Senior Associate Principal Landscape
Architect
Associate Administrative
Manager
Principal Associate Assistant
Planner
Principal Senior
Associate
Role:Principal-in-
Charge/Project
Manager
Planning
Lead
Design
Lead
Assistant
Project
Manager
Project
Designer
Principal
Economist
Transportation
Planner
Principal
Landscape
Architect
Lead
Designer
Design
Assistant/
Drafter
Project
Administration
Project
Manager
Transportati
on Engineer
Planning/
Engineering
Word
Processing
Graphics Project
Manager
Designer
Task Task Description Hourly Rate:$225 $180 $195 $145 $105 $215 $175 $125 $85 $200 $150 $100 $80 $225 $185 $90 $135 $145 $180 $140
Task 1. Project Team Coordination
1.1 Project Kick-off Meeting 6 4 4 6 20 $3,794 4 4 8 $1,470 4 4 $945 1 1 $189 33 $6,398
1.2 Day-to-Day Project Management 24 8 32 $6,691 0 $0 0 $0 0 $0 32 $6,691
1.3 Client/Project Team Meetings 24 12 36 $7,283 0 $0 0 $0 8 8 $1,512 44 $8,795
Task 1. Subtotal 54 4 4 26 0 0 0 0 0 88 $17,768 4 4 0 0 8 $1,470 4 0 0 0 0 4 $945 9 0 9 $1,701 109 $21,884
Task 2. Stakeholder Engagement Program
2.1 Community Workshops 16 6 6 36 16 80 $13,005 4 4 8 $1,470 8 8 16 $3,444 46 38 84 $14,280 188 $32,199
2.2 Focus Group Meetings 8 12 16 36 $7,120 4 4 8 $1,470 0 $0 0 $0 44 $8,590
2.3 Online Engagement 4 28 32 $5,059 0 $0 0 $0 0 $0 32 $5,059
Task 2. Subtotal 28 6 6 76 16 16 0 0 0 148 $25,184 8 8 0 0 16 $2,940 8 8 0 0 0 16 $3,444 46 38 84 $14,280 264 $45,848
Task 3. Audit of Corridor Development Standards
Audit of Corridor Development Standards 4 16 50 70 $11,251 6 36 42 $6,930 4 10 20 34 $4,778 0 $0 146 $22,958
Task 3. Subtotal 4 16 0 50 0 0 0 0 0 70 $11,251 6 36 0 0 42 $6,930 4 10 20 0 0 34 $4,778 0 0 0 $0 146 $22,958
Task 4. Complete Streets Plan
4.1 Traffic and Safety Analysis 0 $0 0 $0 4 24 40 68 $9,387 0 $0 68 $9,387
4.2 Draft Complete Streets Plan 4 6 32 8 8 58 $9,231 2 4 6 $1,050 4 6 0 16 26 $4,547 0 $0 90 $14,828
Task 4. Subtotal 4 0 0 6 0 0 32 8 8 58 $9,231 2 4 0 0 6 $1,050 8 30 40 0 16 94 $13,934 0 0 0 $0 158 $24,215
Task 5. Corridor Branding Program
5.1 Project Guidebook 0 $0 0 $0 0 $0 30 50 80 $13,020 80 $13,020
5.2 Landscape and Entry Monument Design for Medians and
Parkways 6 30 4 40 $7,936 6 60 66 $10,710 2 4 2 8 $1,439 0 $0 114 $20,084
Task 5. Subtotal 6 0 30 4 0 0 0 0 0 40 $7,936 6 60 0 0 66 $10,710 2 4 2 0 0 8 $1,439 30 50 80 $13,020 194 $33,104
Task 6. Corridor Design Guidelines & Visual Simulations
6.1 Building/Site Design Guidelines 8 10 30 8 12 68 $12,107 1 9 9 19 $2,573 4 8 16 2 4 34 $4,904 0 $0 121 $19,583
6.2 Landscape/Streetscape Guidelines 8 4 12 $2,183 2 32 18 52 $7,350 0 $0 0 $0 64 $9,533
6.3 Text and Graphic Illustrations 18 32 40 90 $12,322 2 6 18 26 $3,255 2 4 0 6 $1,250 0 $0 122 $16,826
6.4 Computer Modeling/Photorealistic Simulations (2)2 32 34 $3,886 2 4 32 38 $4,410 0 $0 0 $0 72 $8,296
Task 6. Subtotal 10 28 38 44 84 0 0 0 0 204 $30,498 7 51 77 0 135 $17,588 6 12 16 2 4 40 $6,153 0 0 0 $0 379 $54,239
Task 7. New Code and Standard Revisions to the City's Development Code
7.1 Mixed-Use Overlay & Non-Residential Code Revisions 4 8 32 44 $7,120 2 6 8 $1,365 0 $0 0 $0 52 $8,485
7.2 Revisions to Existing Corridor Specific Plans 2 10 8 20 $3,478 0 $0 0 $0 0 $0 20 $3,478
Task 7. Subtotal 6 18 0 40 0 0 0 0 0 64 $10,598 2 6 0 0 8 $1,365 0 0 0 0 0 0 $0 0 0 0 $0 72 $11,963
Task 8. Implementation Program
Implementation Program 4 10 18 16 48 $8,925 2 6 8 $1,365 2 4 2 8 $1,439 0 $0 64 $11,729
Task 8. Subtotal 4 10 0 18 0 16 0 0 0 48 $8,925 2 6 0 0 8 $1,365 2 4 2 0 0 8 $1,439 0 0 0 $0 64 $11,729
Task 9. Public Hearings / Workshops
Adoption Hearings 12 12 $2,754 0 6 6 $945 8 8 $1,890 0 $0 26 $5,589
Task 9. Subtotal 12 0 0 0 0 0 0 0 0 12 $2,754 0 6 0 0 6 $945 8 0 0 0 0 8 $1,890 0 0 0 $0 26 $5,589
Task 10. Corridor Area Plan
10.1 Draft Corridor Area Plan 2 10 20 6 6 44 $6,538 2 0 12 14 $1,680 0 $0 0 $0 58 $8,218
10.2 Final Corridor Area Plan 2 2 8 12 $1,520 2 0 12 14 $1,680 0 $0 0 $0 26 $3,200
Task 10. Subtotal 2 12 0 22 8 0 0 6 6 56 $8,058 4 0 24 0 28 $3,360 0 0 0 0 0 0 $0 0 0 0 $0 84 $11,418
Task A. Wayfinding/Signage Program (Optional)
Wayfinding Program 4 8 16 50 28 8 114 $16,249 2 8 10 $1,680 0 $0 0 $0 124 $17,929
0 $0 0 $0 0 $0 0 $0 0 $0
Task A. Subtotal (Optional Task)4 0 8 16 50 0 28 8 0 114 $16,249 2 8 0 0 10 $1,680 0 0 0 0 0 0 $0 0 0 0 $0 124 $17,929
Task B. Cost Estimate (Optional)
Cost Estimate 0 $0 1 4 6 2 13 $1,638 0 $0 0 $0 13 $1,638
Task B. Subtotal (Optional Task)0 0 0 0 0 0 0 0 0 0 $0 1 4 6 2 13 $1,638 0 0 0 0 0 0 $0 0 0 0 $0 13 $1,638
Labor Hours Total 130 94 78 286 108 32 32 14 14 788 $132,202 41 181 101 0 323 $47,723 42 68 80 2 20 212 $34,020 85 88 173 $29,001 1496 $242,946
Labor Dollars Total $29,250 $16,920 $15,210 $41,470 $11,340 $6,880 $5,600 $1,750 $1,190 $132,202 $8,200 $27,150 $10,100 $0 $47,723 $9,450 $12,580 $7,200 $270 $2,900 $34,020 $15,300 $12,320 $29,001 $242,946
PlaceWorks Percent of Total Labor 8.7%6.3%5.2%19.1%7.2%2.1%2.1%0.9%0.9%2.7%12.1%6.8%0.0%2.8%4.5%5.3%0.1%1.3%5.7%5.9%
Subconsultants Reimbursable Expenses $0 $2,625 $1,575 $263 $4,463
PlaceWorks Reimbursable Expenses $5,000
REIMBURSABLE EXPENSES TOTAL $9,462
PlaceWorks 2% of Labor for Office Expenses $2,592
Labor Hours Total with Optional Tasks 134 94 86 302 158 32 60 22 14 902 $148,451 44 193 107 2 346 $51,041 42 68 80 2 20 212 $34,020 85 88 173 $29,001 1633 $262,512
Labor Dollars Total With Optional Tasks $30,150 $16,920 $16,770 $43,790 $16,590 $6,880 $10,500 $2,750 $1,190 $148,451 $8,800 $28,950 $10,700 $160 $51,041 $9,450 $12,580 $7,200 $270 $2,900 $34,020 $15,300 $12,320 $29,001 $262,512
PlaceWorks Percent of Total Labor with Optional Tasks 8.2%5.8%5.3%18.5%9.7%2.0%3.7%1.3%0.9%2.7%11.8%6.6%0.1%2.6%4.2%4.9%0.1%1.2%5.2%5.4%
GRAND TOTAL $252,408
GRAND TOTAL WITH OPTIONAL TASKS $271,975
Optional Tasks, not listed in Scope of Work
NOTES:
Subconsultant costs are billed at cost plus 5%.
Reimbursable expenses are billed at our current rates plus 2% of labor for office expenses.
Mileage is billed at the current IRS-approved rate.
PlaceWorks
Hours
TOTAL
TASK BUDGET
TOTAL
LABOR
HOURS
LSA
Associates
Labor Total
(incl. 5%
mark-up)
RGA
Landscape
Architecture
Labor Total
(incl. 5%
mark-up)
SPECTACLE
Labor Total
(incl. 5%
mark-up)
PlaceWorks
Labor Total
with 2%
SPECTACLE
Hours
SPECTACLE (Corridor Branding)
RGA
Landscape
Architecture
Hours
LSA ASSOCIATES (Transportation & Mobility)
TECHNICAL
EDITING
WP/
CLERICAL
PLACEWORKS (Prime Consultant)
LSA
Associates
Hours
APPENDIX A.
Resumes
A-1PROPOSAL FOR SERVICES | PLACEWORKS
Appendix A. Resumes
Provided on the following pages are full resumes for each proposed staff member.
A-3
KAREN GULLEY
Principal
Karen has a talent for strategy and innovative problem solving that has been honed
by over 25 years of experience. Her skill with all facets of community planning and
design for private and public sector clients expands the opportunities for creative
solutions. As Principal, she has developed a solid practice in transit-oriented
development (TOD), infill development, and corridor revitalization. She specializes
in assisting local communities with evaluating the potential for transit-oriented
development associated with Metrolink, BRT, and urban circulation. Her work ranges
from vision plans to implementation strategies, each developed in a collaborative
effort with city staff, transit agencies, and the public.
Karen also has extensive experience in specific plans, conceptual design studies,
infill development strategies, general plans, military base reuse plans, and project
implementation and entitlement. She has developed strong capabilities in inter-
governmental coordination and project management. She regularly facilitates public
meetings and workshops and is adept at establishing a rapport with her audience and
communicating complex and often controversial issues clearly and accurately. She is
an expert at developing tailored solutions in coding and design, project processing,
negotiating conditions of approval, responding to political considerations, and
handling communication between stakeholders.
HIGHLIGHTS OF EXPERIENCE
TRANSIT PLANNING/TRANSIT-ORIENTED DEVELOPMENT
»Metro Green Line Extension | Norwalk CA
»West Carson Specific Plan | County of Los Angeles CA
»Irwindale TOD Specific Plan | Irwindale CA
»Morena Boulevard TOD Specific Plan | San Diego CA
»Bellflower Station TOD Specific Plan | Bellflower CA
»Bellflower Station Design Study | Bellflower CA
»Riverside Reconnects Streetcar Feasibility Study | Riverside CA
»Fullerton College Connector Study | Fullerton CA
»San Bernardino TOD Overlay | San Bernardino CA
»Western Riverside BRT Route Planning and Station Area Studies | Western
Riverside County CA
»TOD: visioning, planning and design, and strategic implementation projects for
the cities of Corona, Perris, Riverside, Hemet, San Bernardino, Temecula, March
AFB, Montclair, Fontana, Brea, Fullerton, La Habra, Placentia, and Azusa as part of
SCAG’s Compass Blueprint Demonstration Program
»WRCOG Non-Motorized Transportation Plan | Western Riverside County CA
»North Orange County Cities Go Local Program | Orange County CA
CORRIDOR PLANNING
»Beach Boulevard Specific Plan | Anaheim, CA
»Harbor Boulevard Specific Plan | Santa Ana CA
»Midtown Corridor Specific Plan | Long Beach CA
»Katella and Los Alamitos Boulevard Corridor Plan | Los Alamitos CA
»I-5 Freeway Expansion Analysis, I-5 Corridor Phase One, and Freeway Overlay
Zone | Santa Fe Springs CA
EDUCATION
»BA, Economics, University of
California, Santa Cruz
»Masters Program, Urban & Regional
Planning, California State Polytechnic
University, Pomona (all but thesis)
CERTIFICATIONS
»Certificates from the International
Association for Public Participation
̶Planning for Effective Public
Participation
̶Strategies for Dealing with
Opposition and Outrage in Public
Participation
AFFILIATIONS
»American Planning Association
»Urban Land Institute
Team member since 1991
A-4
KAREN GULLEY
Principal
kgulley@placeworks.com
»Corridor revitalization: planning and implementation projects for the cities of
Glendora, Covina, Azusa, San Dimas, Irwindale, and Chino as part of SCAG’s
Compass Blueprint Demonstration Program
»Arrow Highway Corridor, Multi-Jurisdictional Planning in Corridors | San Gabriel
Valley CA
INFILL & REDEVELOPMENT
»Brea Core Visioning and Specific Plan | Brea CA
»CollegeTown Specific Plan | Fullerton CA
»Crafton Hills College Village Plan | Yucaipa CA
»Mixed Use Overlay Zones | Anaheim CA
URBAN PLANNING
»Southeast Area Specific Plan | Long Beach CA
»Advanced Technology Education Park (ATEP) Framework Plan | Tustin CA
»Tustin Legacy Specific Plan Update | Tustin CA
»Carson Vision Plan | Carson CA
COMPREHENSIVE PLANNING
»WRCOG Economic Development and Sustainability Framework Plan | Western
Riverside County CA
»Rancho Cucamonga General Plan Update and EIR | Rancho Cucamonga CA
»Economic Development Strategic Plan | San Bernardino County CA
»Fontana General Plan Update & Zoning Code Consistency Program | Fontana CA
LARGE-SCALE LAND PLANNING
»MCAS Tustin Reuse Plan/Specific Plan | Tustin CA
»Harmony Specific Plan | Highland CA
»DeAnza Special Study, Mission Bay | San Diego CA
»Kennecott Master Plan | Salt Lake County UT
PLAN IMPLEMENTATION
»WRCOG EXPERIENCE Feasibility Study | Western Riverside CA
»Tustin Legacy Master Developer | Tustin and Irvine CA
»Villages of Columbus Planning & Entitlements, MCAS Tustin | Tustin CA
»Heritage Fields Development Plan Environmental Review | Irvine CA
SPEAKING
»“Guiding Infill Development: What Planning Commissioners Need to Know” | OC
Association of Planning Officials Forum, 2016
»“Got a College? New Town/Gown/Industry Collaboration” | 2015 APACA State
Conference; 2015 WRCOG Visioning Workshop
»“Effective Elements of Corridor Planning” | APA San Diego Chapter, 2013
»“Campus and Community Life Coming Together” | 2011 APACA State Conference
ARTICLES
»“Repositioning Urban Corridors to Attract New Residential and Commercial
Markets,” Urban Land, 2010
»“Sowing the Seeds of Regional Planning,” Urban Land, 2007
»“Reshaping the American Commercial Strip,” Urban Design Group Journal, Winter
2003
AWARDS
»2015 Transportation Planning Award of Merit, APACA Orange Section | Fullerton
College Connector (Streetcar) Study
»2013 Best of the Best Award, ULI Orange County/Inland Empire | WRCOG
Sustainability Framework
»2009 Compass Blueprint Achievement Award in Prosperity, SCAG | Coachella’s
South East SOI Sustainability Project
A-5
BROOKE PETERSON, AICP
Associate Principal
Brooke’s career includes a wide variety of long-range policy planning, development
project planning, urban design, and environmental planning experience for the
public and private sectors. She has worked on general plans, community plans,
corridor and specific plans, master plans, redevelopment, mixed-use and TOD
development, regional energy plans, public health, urban greening, and public
engagement. Brooke expertly leads high-profile, controversial projects such as the
Morena Corridor Specific Plan and De Anza Revitalization Plan for Mission Bay in San
Diego. She was project manager for the National City Comprehensive Plan Update
EIR, which included the General Plan and Zoning Code Update, Climate Action Plan,
and five development projects; Los Angeles County’s West Carson TOD Specific Plan;
and the La Mesa Downtown Village Specific Plan. She heads PlaceWorks’ contract
with the City of San Diego for planning as-needed services, which primarily entails
the preparation of community, specific, and master plans.
Brooke has expertise with land use–transportation integration, context-sensitive
development, energy-efficient land use planning, stakeholder and public outreach,
and facilitating issue resolution. She has also served as a direct extension of staff for
a number of agencies to amend community plans, zoning ordinances, and design
guidelines; manage consultants; and prepare findings and staff reports.
HIGHLIGHTS OF EXPERIENCE
»City of San Diego Planning As-Needed Services | San Diego CA
»National City General Plan, Zoning Code Update, EIR, and Climate Action Plan |
National City CA
»Morena Boulevard Corridor Specific Plan and EIR | San Diego CA
»De Anza Revitalization Plan | San Diego CA
»La Mesa Downtown Village Specific Plan and MND | La Mesa CA
»Mill Creek Specific Plan | Chino CA
»Goodman Birtcher Specific Plan | Eastvale CA
»Blackwater Training Camp Major Use Permit | San Diego County CA
»Scripps Cypress Pointe Residential Development | San Diego CA
»Washington Boulevard Light Rail Transit Corridor Study | Pico Rivera, Santa Fe
Springs, Whittier CA
»West Carson TOC Specific Plan and EIR | West Carson CA
»Lake Elsinore General Plan and EIR | Lake Elsinore CA
»Brawley General Plan Update | Brawley CA
»County of Imperial General Plan Land Use and Circulation Element Update
»Waterman Gardens Master Planning | San Bernardino CA
»Upland Downtown Specific Plan | Upland CA
»On-Call Visual Simulations Project – Imperial Beach | San Diego CA
»On-Call Planning & Environmental Services | El Centro CA
»San Diego Regional Energy Infrastructure Study | San Diego Region CA
»Community Energy Partnership Program | San Diego Region CA
»Irvine Sustainable Operations Strategic Plan | Irvine CA
EDUCATION
»Master of City and Regional Planning,
California State University, San Diego
»BA, Biology, Occidental College
»Certificate in “Planning for Effective
Public Participation,” International
Association for Public Participation
CERTIFICATIONS
»American Institute of Certified
Planners
»Certificate in “Planning for Effective
Public Participation,” International
Association for Public Participation
AFFILIATIONS
»American Planning Association
»San Diego Environment + Design
Council
»California Urban Forests Council
»Urban Land Institute
»Lambda Alpha International
Team member since 2009
A-6
BROOKE PETERSON
Associate Principal
bpeterson@placeworks.com
SPEAKING ENGAGEMENTS
»“Strategic Thinking in the Planning Profession: Critical Thinking in a Political
Environment” | 2015 APA California Annual State Conference | Oakland, CA
»“Implementing Complete Streets in San Diego” | 2012 APA California Annual
State Conference | Rancho Mirage, CA
»“Ethical Dilemmas in Planning” | 2010–2015 APA CA Annual State Conferences |
Oakland, Anaheim, Visalia, Rancho Mirage, Santa Barbara, and Carlsbad CA
»“Linking Public Health and Planning” | 2008 Society for Public Health Education
Annual Meeting | San Diego CA
»“Integrating Community Forestry into Long-Range Planning” | 2008 California
Urban Forests Conference | Ventura CA
»“Introduction to CEQA” | 2007 California Urban Forests Conference | Lompoc CA
ACTIVITIES
»Board Member At-Large, Lambda Alpha International-San Diego | 2016 to
present
»President, APA California | 2012 to 2014
»Co-Chair, San Diego Environment + Design Council | 2013 to 2015
»San Diego Association of Governments (SANDAG) Mid-Coast Corridor Working
Group | 2009 to 2012
»Board of Directors, APACA San Diego Section | 2003 to 2011
»Section Director, APACA San Diego Section | 2008 to 2011
»Public Information Officer, APA California | 2011
»County of San Diego-General Plan Update Interest Group Committee | 2008 to
2011
»President and Board Development Chair, California Urban Forest Council | 2003
to 2010
LEADERSHIP AND COMMUNITY
»Board Member At-Large, Lambda Alpha International-San Diego | 2016 to
present
»Advisory Committee, CAL FIRE Urban and Community Forestry | 2011
»Board Member, Council of Design Professionals | 2011 to present
»Chair, City of San Diego-Clairemont Community Planning Committee | 2004 to
2013
»City of San Diego-Community Planning Chairs Committee | 2006 to 2013
»Horton Plaza Park Advisory Committee | 2011
»Mayor’s Wireless Communications Facilities Policy Stakeholders Review
Committee | 2009 to 2010
AWARDS
»2013 Best of the Best Award, ULI Orange County/Inland Empire | WRCOG
Sustainability Framework
A-7
SHEILA L. CEDERVALL, ASLA, LEED AP
Senior Associate
Sheila is an urban designer with more than 25 years of experience bringing vibrant,
cohesive, and environmentally friendly communities to life. Her experience includes
all phases of design—from establishing the initial vision to working closely with local
authorities to gain project approval. Sheila also specializes in sustainable building
practices with an emphasis on water-wise landscape design.
Sheila has considerable experience with the public sector and expertise in both
landscape design and urban planning. Her work at PlaceWorks has included design
concepts and park planning for several master planned communities—including
Arbor Vista in Temecula, Harmony in Highland, Mill Creek in Chino, and Ramona
Creek in Hemet. She also completed concepts for a new urban town center for the
City of Menifee.
Before coming to PlaceWorks, she completed several transit-oriented projects
encouraging multimodal methods of transportation, including SoCo Walk in Fullerton
and the Transit District of the Great Park Communities in Irvine. She also participated
in the design of the Dana Headlands Nature Interpretive Center, a “Net Zero Energy”
structure.
HIGHLIGHTS OF EXPERIENCE
»Ramona Creek Conceptual Landscape Plan | Hemet CA
»Menifee Town Center Conceptual Streetscape Design | Menifee CA
»Harmony Recreation Center, Parks, and Landscape Plan| Highland CA
»Blue Greenway Trail Conceptual Design and Theming | San Francisco CA
»Mill Creek Conceptual Park Plan | Chino CA
»Arbor Vista Master Landscape and Park Plan | Temecula CA
OTHER EXPERIENCE
MASTER PLANNING
»Hollywood Park | Inglewood CA
»ParcLand Cossing | Chandler AZ
»The Quorum | San Marcos CA
»Rawabi Rumah | Riyadh, Saudi Arabia
»The Villages of Columbus | Tustin CA
»Arbor Ridge | Beaumont CA
»Fagan Canyon | Santa Paula CA
»Aquabella | Moreno Valley CA
»One Ford Road | Newport Beach CA
»The Garden District | Livermore CA
»University Glen | Cal State Channel Islands CA
RENEWABLE ENERGY
»Community Center Nature Interpretive Center | Dana Point CA
»Trevor Pearson Studio | Los Angeles CA
»LEED Platinum Private Residence | Newport Beach CA
EDUCATION
»BS, Landscape Architecture, West
Virginia University
REGISTRATIONS
»California Licensed Landscape
Architect No. 5859
CERTIFICATIONS
»LEED-Accredited Professional:
Building, Design & Construction
AFFILIATIONS
»Urban Land Institute
»American Society of Landscape
Architects
»US Green Building Council
Team member since 2011
A-8
SHEILA L. CEDERVALL
Senior Associate
scedervall@placeworks.com
TRANSIT-ORIENTED DESIGN
»SoCo Walk | Fullerton CA
»Great Park Communities Transit Oriented District | Irvine CA
RESORT
»The Reserve | Indian Wells CA
»Peninsula at Hawaii Kai | Hawaii Kai, Hawaii
»Marbella Club | Palmas Del Mar, Puerto Rico
»Los Suenos Resort| Herradura, Costa Rica
PUBLICATIONS
»“Fill’er up, with the Sun,” San Clemente Journal, February 2011
»“Not for Rooftops Alone,” San Clemente Journal, March 2010
A-9
MATT GELBMAN, AICP
Associate
Matt has nearly 10 years’ experience working on a range of comprehensive planning
projects throughout southern California and beyond. His most recent work includes
providing comprehensive planning support for several community plan updates in
San Diego, assisting with the Port of San Diego Master Plan Update (and Local Coastal
Plan), and helping to create the Regional Transit Oriented Development Strategy
for the San Diego Association of Governments. Matt also worked on zoning code
updates for the cities of South Gate and Imperial Beach and has experience with
planning public transportation, bicycle, and pedestrian projects.
Matt is a skilled facilitator for public outreach, risk communication, and public-
participation training. He specializes in online public outreach and has developed
numerous websites and interactive online engagement tools. Matt is committed to
thorough research in order to understand places, what makes them work, and the
problems they face. He strives for the best possible communication through written,
visual, and verbal methods to share findings and recommendations with decision
makers and the public.
HIGHLIGHTS OF EXPERIENCE
»Southwest Village Specific Plan | San Diego CA
»3Roots San Diego Master Planned Development Permit | San Diego CA
»Morena Boulevard Corridor Specific Plan and EIR | San Diego CA
»Clairemont Mesa Community Plan Update | San Diego CA
»De Anza Cove Revitalization Plan | San Diego CA
»Fiesta Island Amendment to Mission Bay Park Master Plan | San Diego CA
»On-Call Contract Planning & CEQA Staff Assistance | Wildomar CA
»El Camino Real Corridor Study | Atascadero CA
»Active Transportation / Regional Commuter-Based Access Plan | Lake Elsinore CA
»West Carson TOD Specific Plan and EIR | Los Angeles County CA
»West Athens-Westmont TOD Specific Plan | Los Angeles County CA
»Citrus Trails Master Plan | Loma Linda CA
PRIOR EXPERIENCE
»SANDAG Regional Transit Oriented Development Strategy | San Diego CA
»South Gate Zoning Code Update | South Gate CA
»Commercial / Mixed-Use Zones and Regulations Review | Imperial Beach CA
»Best Practices for Implementation of SCAG’s Sustainable Communities Strategy |
Los Angeles CA
»Kearny Mesa Community Plan Update | San Diego CA
»Midway-Old Town Community Plan Update | San Diego CA
»High Speed Rail Station Area Master Plan | Fresno CA
»TOD Feasibility Study | Rancho Cucamonga CA
»Pacific Electric Right-of-Way / West Santa Ana Branch Corridor Alternative
Analysis Planning Study | Los Angeles and Orange counties CA
»SANDAG Regional Bike Map Update | San Diego CA
»Main Street Promenade, Phase II | Lemon Grove CA
»Comprehensive Active Transportation Strategy / Trails Master Plan | Carlsbad CA
»Hurricane Sandy Housing Recovery Strategy | New York NY
EDUCATION
»Master of Urban and Regional
Planning, University of California,
Irvine
»BA, Sociology, minor in Economics,
Boston University
CERTIFICATIONS
»American Institute of Certified
Planners
AFFILIATIONS
»American Planning Association
»Founding Board Member, Encinitas
Preservation Foundation
Team member since 2016
A-10
MATT GELBMAN
Associate
mgelbman@placeworks.com
PUBLICATIONS
»“LiDAR Scanning for Historic Preservation: A Summary of the Historic Encinitas
Boathouses Project,” Urban Design and Preservation Division Newsletter [APA],
Summer 2011
A-11
STEVE GUNNELLS
Chief Economist
Steve’s career spans the spectrum of community planning and economic
development. As PlaceWorks’ in-house economist, he plays a role in a great many
of the firm’s active projects. He focuses on crafting plans, policies, and development
projects that are grounded in regional and global economic realities. He helps his
clients leverage market forces to achieve their goals. And most importantly, he
uses his grasp of economics and real estate markets not only to overcome existing
challenges but to help communities create visionary plans that capitalize on the
possibilities, not just past trends.
Steve works with communities to bridge the gap between long-range planning
policies and economic development—with community organizations and special
districts to fund and implement priority projects—and with developers to guide
project decision-making and obtain entitlements based on sound economic and
market analysis. Steve has also served as the field director for a consulting team
on a World Bank project in Yemen, an Economic Development Fellow with the
International Economic Development Council, a county planning director in Virginia,
and a planning and economic consultant in Michigan and Ohio.
HIGHLIGHTS OF EXPERIENCE
ECONOMIC AND MARKET ANALYSIS
»Logistics Industry Analysis | San Bernardino County CA
»TDR Bank Benefits Analysis | Santa Fe County NM
»Fiscal Impact Analysis, New Jersey Highlands Water Quality Protection and
Regional Planning Act | Chester NJ
»Economic Analysis, Collier County Rural Fringe Mixed-Use District TDR Restudy |
Naples FL
»Evaluation of Irvine Business Complex TDR Program | Irvine CA
»Market Analysis for the Downtown Redding Specific Plan | Redding CA
»Market Analysis, Southwest Fresno Specific Plan | Fresno CA
»Economic, Market, and Fiscal Analysis | San Clemente CA
»Market Analysis and Mixed-Use Development Feasibility Study | Chino CA
»Downtown Market Assessment and TOD Feasibility Study | Fontana CA
»Washoe County Economic Forecast and Analysis | Washoe County NV
»Fresno Marketplace | Fresno CA
»Dole Foods Atwater Plan and Market Analysis | Atwater CA
ECONOMIC DEVELOPMENT PLANNING
»Economic Development Element and Economic Development Strategic Action
Plan | Corcoran CA
»Re-envisioning Chino: Implementing the 2025 General Plan | Chino CA
»Economic Development Feasibility Study for the California Community
Foundation | El Monte CA
»North Hemet Revitalization Plan | Riverside County CA
»Economic Development Recommendations for the Southeast Industrial Area,
SCAG Compass Blueprint Demonstration Project | Fullerton CA
»Coachella Commercial Entertainment District Planning Study | Coachella CA
EDUCATION
»MSc, Development Management,
London School of Economics
»Master of Urban and Environmental
Planning, University of Virginia
»BA, Urban Planning, Virginia Tech
AFFILIATIONS
»American Planning Association
»Urban Land Institute
Team member since 2007
A-12
STEVE GUNNELLS
Chief Economist
sgunnells@placeworks.com
COMPREHENSIVE PLANNING
»San Bernardino Countywide Plan | San Bernardino County CA
»Bloomington Community Plan | Bloomington CA
»Westminster General Plan and EIR | Westminster CA
»CollegeTown Specific Plan | Fullerton CA
»Yucca Valley General Plan and EIR | Yucca Valley CA
»San Clemente General Plan and EIR | San Clemente CA
»Menifee General Plan and EIR | Menifee CA
»Industry General Plan Update and EIR | Industry CA
»Clovis General Plan Update and EIR | Clovis CA
»Economic Development Element, El Monte General Plan | El Monte CA
»Economic Development Element, The Ontario Plan | Ontario CA
»Strategic Plan Update: Community Profile and Environmental Scan | Torrance CA
URBAN AND REGIONAL PLANNING
»Sustainability Plan Framework, Western Riverside COG | Riverside County CA
»2015–2050 Growth Forecast Update | Kern Council of Governments
»San Joaquin Valley Demographic Forecasts 2010 to 2050, Fresno COG | San
Joaquin Valley CA
»Life on State Corridor Plan, Wasatch Front Regional Council | Multi-jurisdictional,
Salt Lake County UT
»5600 West BRT Phase I Station Area Plan | Salt Lake County UT
»Development Options around Transit Stations, SCAG Compass Demonstration
Project | Azusa CA
PRIOR EXPERIENCE
»Downtown Development Plan, Buena Vista Charter Township | Saginaw County MI
»Downtown Development Plan and Tax Increment Financing Plan, Lyon Charter
Township | Oakland County MI
»Development Plan and Tax Increment Financing Plan, Van Buren Charter Township
| Wayne County MI
»Tax-Increment-Financing Plan, Detroit Armory Redevelopment | Oak Park MI
»Economic Development Program | Richmond County VA
»Overall Economic Development Program | Westmoreland County VA
»Urban Development, Management, and Tourism Assessment, World Bank |
Republic of Yemen
AWARDS
»2013 Best of the Best Award, ULI Orange County/Inland Empire | WRCOG
Sustainability Framework
»2012 SCAG Compass Blueprint Recognition Award, Achievement in Sustainability |
Re-envisioning Chino: Implementing the 2025 General Plan
»Michael A. Hoffman Award (co-recipient), Council of Virginia Archaeologists |
Acquisition and Preservation of the Morgan Jones Kiln Site, a National Register Site
SPEAKING ENGAGEMENTS
»“Rail and TOD: Getting on the Right Track” | 2015 ULI OC/IE District Council |
Santa Ana CA
»“Economic Development for Planners” | 2011 Southern California Association of
Governments’ Toolbox Tuesdays | Los Angeles CA
»“TOD and Downtown Development Opportunities” | 2010 Downtown Fontana
Technical Advisory Roundtable | Fontana CA
»“Mixed-Use Development: Myth or Must” (Panelist) | 2009 Developer Conference,
Multifamily Executive Conference | Las Vegas NV
A-13
MICHAEL NILSSON, AICP CTP
Senior Associate, Active Transportation
Michael Nilsson understands how to link land use, environmental, and mobility policies
to create high-quality sustainable environments. His 15 years of public- and private-
sector experience cover urban/mobility planning, policy, and outreach; CEQA/NEPA
environmental review; and project funding/implementation. Working with regional
and municipal government agencies, private developers, nonprofit organizations,
and advocacy organizations, he has guided a diverse array of complex, innovative
projects from vision to reality, including cap parks, pedestrian plans, and complete-/
green-street projects. He has participated in the successful adoption of parking
management plans, zoning ordinances, and transportation infrastructure projects,
many of which have received awards from the American Planning Association,
Southern California Association of Governments, and the Westside Urban Forum.
During his tenure as a mobility planner for the City of Glendale, Michael oversaw
more than 30 miles of bicycle facilities and $11 million of planning and infrastructure
improvements to increase pedestrian and bicycle safety. He helped the community
realize its vision for a vibrant, walkable downtown and transit-oriented development
around the Metrolink/Amtrak station.
HIGHLIGHTS OF EXPERIENCE
TRANSPORTATION PLANNING
»Southwest Otay Mesa Specific Plan| San Diego CA
»Lake Elsinore Active Transportation Plan | Lake Elsinore CA
»Irwindale Active Transportation Plan | Irwindale CA
»Active Transportation/Safe Routes to School Plan |Avenal CA
»Regional Bicycle and Pedestrian Count Web Portal/Database Implementation Plan |
San Francisco Bay Area CA
»Bicycle and Pedestrian Master Plan | Los Gatos CA
»Tejon Ranch Centennial Specific Plan | Gorman CA
»Orange County Active Transportation Plan | Orange County CA
»Countywide Trails Data Inventory | Los Angeles County CA
»Transit to Parks Strategic Plan | Los Angeles County Metropolitan Transportation
Authority
GRANT WRITING
»Long Beach Caltrans Sustainable Communities Planning Grant Application for the
City of Long Beach
»Glendale Caltrans Sustainable Communities Planning Grant Application for the
City of Glendale
»US Department of Transportation’s Smart City Challenge Grant | City of Long
Beach CA
»CA State Department of Parks’ Youth Soccer Recreation Grant for City of South
Gate | LA County Department of Public Health
»CA State Department of Parks’ Youth Soccer Recreation Grant for City of San
Fernando | LA County Department of Public Health
ENVIRONMENTAL ANALYSIS
»Morena Corridor Specific Plan EIR | San Diego CA
EDUCATION
»BS, Urban and Regional Planning,
California State Polytechnic
University, Pomona
CERTIFICATIONS
»AICP Certified Transportation Planner
»American Institute of Certified
Planners
AFFILIATIONS
»American Planning Association
Team member since 2015
A-14
MICHAEL NILSSON
Senior Associate, Active Transportation
mnilsson@placeworks.com
PRIOR EXPERIENCE
BICYCLE, PEDESTRIAN, MOBILITY PLANNING
»Citywide Safety Education Initiative | Glendale CA
»Citywide Pedestrian Plan | Glendale CA
»Harvard Street Green Streets Demonstration Project | Glendale CA
»Tropico Center TOD Plan | Glendale CA
»Circulation Element: Complete Streets Update | Glendale CA
»Safe and Healthy Streets Plan | Glendale CA
COMMUNITY PLANNING
»South Glendale Community Plan | Glendale CA
»North Glendale Community Plan | Glendale CA
»Montebello Hills Specific Plan | Montebello CA
»East Orange Master-Planned Community | Orange CA
POLICY PLANNING
»South Brand Preferential Parking District Ordinance | Glendale CA
»Space 134 Freeway Cap Park Vision Plan | Glendale CA
»Citywide Environmental Graphics Manual | Glendale CA
»Downtown Specific Plan Parking Standards Ordinance | Glendale CA
»Downtown Specific Plan Transportation Demand Management Ordinance |
Glendale CA
»Hillside Zoning Ordinance | Brea CA
»East Orange General Plan Amendment | Orange CA
ENVIRONMENTAL ANALYSIS
»Bicycle Transportation Plan | Glendale CA
»Glendale Beeline Maintenance Facility | Glendale CA
»Glendale Clean Energy Compressed Natural Gas Fueling Facility | Glendale CA
»South Glendale Community Plan and EIR | Glendale CA
SPEAKING ENGAGEMENTS
»“Tailoring Ridesource Innovations to Connect the First and Last Mile in Your City” |
2016 APA California State Conference | Pasadena CA
»“Complete Streets,” 2015 California League of Cities Planning Commissioner
Training Academy | Newport Beach CA
»“Summer in the City,” 2014 APA-LA Tour of Downtown Glendale | Glendale CA
»“The ABC’s of Cap Parks,” 2014 APA National Planning Conference | Atlanta GA
»“Biketopia in Autopia,” 2012 Pro Walk Pro Bike Conference | Long Beach CA
»“Parking and Livable Communities,” 2010 Rail-volution Conference | Portland OR
»“Right Sizing Parking,” 2010 Rail-volution Conference | Portland OR
AWARDS
»2018 Transportation Award of Excellence, APACA Central Section | Avenal Active
Transportation and Safe Routes to School Plan
»2017 Project of the Year, American Public Works Assn., S. California Chapter |
Glendale Harvard-Louise Green Streets
»2015 Implementation Award of Excellence, APA California Chapter & APACA Los
Angeles Section | Glendale Downtown Specific Plan/Mobility Study
»2014 Urban Design Award of Merit, APACA Los Angeles Section | Glendale Space
134 Vision Plan
»2014 Transportation Award of Merit, APACA Los Angeles Section | Glendale Safe
& Healthy Streets Plan
»2014 Public Outreach Award of Merit, APACA Los Angeles Section | South
Glendale Community Plan
»2013 Honor, Master Planning, Westside Urban Forum | Space 134 Vision Plan
»2012 Compass Blueprint President’s Award, SCAG | Safe & Healthy Streets Plan
»2012 Comprehensive Planning Award of Merit, APACA Los Angeles Section |
North Glendale Community Plan
A-15
YUE ZHANG
Project Designer
Yue has more than 5 years’ experience in site planning and residential design. Her
projects range from large-scale city planning to specific site plan and landscape
design. Yue is passionate about site planning and how she can help clients and
residents create a sustainable living environment. As a designer at PlaceWorks, Yue is
involved in site analysis, design, production, coordination, and submittal processes.
She specializes in landscape design, graphics, document design, 3D modeling and
rendering, and lighting analyses.
Yue was the major research assistant in 2012 Landscape Architecture Foundation
Case Study Investigation Program, in which she evaluated the performance benefits
of four streetscape projects. During her master program, she presented a feasibility
analysis for using constructed wetland system to treat and reclaim wastewater in City
of Mount Pleasant, UT. This study will guide the construction of Mount Pleasant city
wastewater treatment facilities.
HIGHLIGHTS OF EXPERIENCE
»PA 61 Otay Mesa Landscape Plan | San Diego CA
»THE GROVES at Loma Linda Specific Plan | Loma Linda CA
»Solar Array View Simulation | Capistrano Unified School District
»Water Tank Shadow Study | Woodside CA
»Newhall Ranch Master Plan | County of Los Angeles CA
»CollegeTown Specific Plan | Fullerton CA
»Natomas Residential Design | Sacramento CA
»Skyline Ranch Master Plan | Santa Clarita CA
»Harbor Boulevard Corridor Plan and Vision | Santa Ana CA
»Harmony Specific Plan EIR | Highland CA
»Mill Creek Specific Plan | Chino CA
»Ramona Creek Specific Plan | Hemet CA
»Renaissance Rialto Specific Plan | Rialto CA
»Tesoro Viejo Master Plan | Madera County CA
»Tesoro Del Valle Master Plan | Santa Clarita CA
»Oxford Place Development | Toronto CA
»Glenwood Housing Foundation Landscape Design | Laguna Beach CA
»Santa Ana High School Lighting Study | Santa Ana CA
»Garey High School Lighting Study | Pomona CA
»Pomona High School Lighting Study | Pomona CA
»Westlake Village Site Plan | Westlake Village CA
PUBLICATIONS
»“On the Research Front: 2012 Landscape Architecture Foundation Case Study
Investigation and the Case of the Streetscape,” Conference Notes for Council of
Educators in Landscape Architecture, 2012.
SPEAKING ENGAGEMENTS
»“Design of a Constructed Wetland for Wastewater Treatment and Reuse in Mount
Pleasant, Utah” | 2012 Spring Runoff Conference | Logan UT
EDUCATION
»MA, Landscape Architecture, Utah
State University
»BEng., Landscape Architecture,
Southwest Jiaotong University
AFFILIATIONS
»American Society of Landscape
Architects
Team member since 2012
A-17
ANTHONY L. PETROS
PRINCIPAL / TRANSPORTATION
EXPERTISE
Transportation Planning and
Impact Analysis
Parking Analysis
EDUCATION
Cornell University, Master of
Regional Planning (M.R.P.)
Candidate, 1985.
University of California, Irvine,
B.A., Social Ecology, 1983.
University of California, Irvine,
B.S., Biological Sciences, 1982.
PROFESSIONAL
EXPERIENCE
Principal, LSA, Irvine, California,
1984–Present.
Intern, Special Assistant to
Chairman, City of Irvine Planning
Commission, 1981–1982.
Research Assistant, California
State Department of Health
Services, Hazardous Waste
Management Branch,
Abandoned Sites Project, 1980–
1981.
PROFESSIONAL
AFFILIATIONS
City of Newport Beach, City
Councilmember, District 2, 2012–
2016
Institute of Transportation
Engineers, Member
Orange County Traffic Engineers
Council
PROFESSIONAL RESPONSIBILITIES
Mr. Petros’ primary responsibilities include the management and supervision of the
transportation function of LSA in California. This role includes the preparation and
review of comprehensive traffic and parking studies, operational and engineering
analyses, Project Study Reports/Project Reports, complete streets and modal
analyses, and long-range and strategic planning efforts. Emphasis is placed on the
coordination of transportation projects with municipal and agency administrators
and other stakeholder interests. Communication and consensus-building efforts are
of paramount concern. Mr. Petros has prepared and/or supervised a variety of
transportation projects, including the 2014 Long Range Transportation Plan (LRTP)
and the Orange County Sustainable Communities Strategy (OCSCS) for the Orange
County Transportation Authority (OCTA). While at LSA, Mr. Petros has also been
involved in many General Plan work efforts, including the development of the
General Plan Circulation Elements of Calaveras County and the Cities of Garden
Grove, Buena Park, Laguna Hills, Calabasas, Arcadia, and Loma Linda. Mr. Petros has
overseen the preparation of neighborhood traffic analyses in the Cities of Tustin,
Whittier, Lakewood, and San Clemente, as well as in the Del Monte Forest. His
range of experience covers large-scale land development, capital projects, and
smaller detailed operational analyses.
PROJECT EXPERIENCE
City of La Quinta Technical Assistance Panel (TAP)
La Quinta, California
LSA was a primary contributor to the Highway 111 AP effort on behalf of the City of
La Quinta. Generating more than 70% of the sales tax revenue for the City, land
uses along the Highway 111 corridor are a significant contributor to the financial
security of the community. Selected as the Mobility Lead, LSA conducted baseline
research into all modes of travel: vehicular, Sunline transit, cycling and CV Link and
pedestrians to describe an existing setting. LSA linked this setting to a general
planning environment including the housing stock, housing starts and sales,
commercial/retail activities, auto sales and new foreseeable development
initiatives. LSA then interviewed property owners, developers, transit providers,
CVAG administrators and City officials to gain a contextual appreciation for the
social and political realities in the City and along the corridor. As a result of this
intensive data collection and interpretation, LSA has a hands on, real time
understanding of the current and future conditions along Highway 111 in La Quinta.
LSA will use this special knowledge to start our efforts in determining the proper
Mobility solution to an Area Plan. LSA provided a series of recommendations in the
TAP report, including Complete Streets strategies, augmented intersections and
monument signage, integration of land use and mobility across parcel lines and
individual lots, enhanced landscaping and landscape maintenance in the public
right of way and acknowledgment of new technology and innovation that will
enhance accessibility to land uses in the corridor.
OCTA 2014 Long-Range Transportation Plan
Orange County, California
Mr. Petros served as the overall Project Manager working with the OCTA to
prepare the 2014 LRTP, which is Orange County’s contribution to the Southern
California Association of Governments (SCAG) Regional Transportation Plan. It
identifies the mobility projects and programs desired and necessary to meet
A-18
ANTHONY L. PETROS
PRINCIPAL / TRANSPORTATION
PROFESSIONAL
AFFILIATIONS
(CONTINUED)
Newport-Mesa Unified School
District Measure A Oversight
Committee, Inaugural Chairman
County of Orange, Housing &
Community Development
Commission
City of Newport Beach, Bicycle
Safety Committee
City of Costa Mesa Chamber of
Commerce, Past President
City of Costa Mesa Residential
Rehabilitation and
Redevelopment Commission,
Past President
PROJECT EXPERIENCE (CONTINUED)
Orange County’s transportation needs now and in the future, taking into account
multiple considerations, such as current transportation policies and
commitments, stakeholder input, and revenues available to implement the LRTP.
The LRTP also considered the linkages created by the recent Senate Bill (SB) 375
regulation and requirements for the OCSCS. As the author of the inaugural
OCSCS, Mr. Petros and LSA have unparalleled experience in comprehending the
details of SB 375 linkages and developing meaningful strategies and plans. As the
prime consultant who developed the long-range transportation strategies for the
LRTP, Mr. Petros was positioned to provide maximum benefit to the OCTA in the
development of efficient and actionable policies and plans for this assignment.
Orange County Sustainable Communities Strategy
Orange County, California
Orange County has accepted delegation for the preparation of an OCSCS to
demonstrate compliance with Senate Bill 375. This landmark legislation is part of
the broader California Global Warming Solutions Act of 2006 and links land use and
transportation to reduce vehicle miles traveled and greenhouse gas emissions. Mr.
Petros serves as the Project Manager for the OC SCS effort, and while leading a
multidisciplinary team, was responsible for coordinating with agency staff, elected
officials, technicians, and scientists in the development of a comprehensive strategy
for Orange County. Mr. Petros and his team developed and documented many best
management practices used by agencies to address land use and transportation
planning.
Newport Beach Bicycle Master Plan
Newport Beach, California
Mr. Petros oversaw the conceptualization, creation, and adoption of the Newport
Beach Bicycle Master Plan. Acting as chairman of the Bicycle Safety committee,
Mr. Petros guided the committee and the public through the evaluation of bicycle
issues in the City of Newport Beach. He helped define safety thresholds and
project definitions and led consultant procurement, public outreach, and meeting
facilitation to raise awareness of the benefits of active transportation and the
potential safety issues of implementing various strategies. Hundreds of
stakeholders regularly attended the committee meetings to voice their opinions
and concerns. Mr. Petros also led the efforts to engage Caltrans in design
alternatives along Pacific Coast Highway. As a result of these combined efforts,
Newport Beach adopted a 20-year master plan identifying $22 million in projects
and programs to satisfy the 4E principles of bicycle planning.
Portola Avenue / I-10 Interchange
Palm Desert, California
Mr. Petros served as the Principal in Charge of the traffic volume development and
operational analysis of the proposed Portola Avenue/Interstate 10 interchange
located in Palm Desert. The adjacent BNSF Railway constrained the design. The
operational analysis tested three alternative alignments. LSA first developed
forecast traffic volumes for project opening and 2030 horizons based on model
data from the 2025 Comprehensive Transportation Plan model. This data was
accepted in the first round of review. The operational analysis includes a detailed
simulation of each design alternative, including mainline operations.
A-19
ARTHUR BLACK
ASSOCIATE / SENIOR TRANSPORTATION PLANNER
EXPERTISE
Transportation Planning
Parking Demand and Shared
Parking Studies
Transit Systems
EDUCATION
California State Polytechnic
University, Pomona, Masters of
Urban and Regional Planning,
2012.
Grove City College, Pennsylvania,
B.S., Industrial Management,
1999.
PROFESSIONAL
CERTIFICATIONS /
REGISTRATIONS
American Planning Association
Institute of Transportation
Engineers
Orange County Transportation
Engineers Council
PROFESSIONAL
EXPERIENCE
Senior Transportation Planner,
LSA, Irvine, California, December
2006–Present.
Logistical Support, United States
Marine Corps, 4th Light Armored
Reconnaissance Battalion,
Camp Pendleton, California,
2002–2009.
PROFESSIONAL RESPONSIBILITIES
Mr. Black’s primary responsibilities include the production of technical reports
for the transportation function of LSA in Irvine, California. This role involves the
preparation of traffic and parking studies, operational analysis, and
transportation planning research. Mr. Black has also assisted in the
management of the Orange County Sustainable Communities Strategy, the La
Pata Avenue EIR, and the administration of two of Orange County’s Growth
Management Areas.
Mr. Black has prepared reports for development and transportation projects,
among them the LT Platinum Center, Shea Baker Ranch Area, and Interstate 5
(I-5) widening between Interstate 605 (I-605) and Interstate 710 (I-710).
Mr. Black has also prepared parking studies ranging from the Laguna College of
Art + Design to the West Civic Center in the City of Westminster. Mr. Black’s
transportation planning research has included parking generation rates, transit
planning, traffic calming, internal trip capture, and transit mode share.
Mr. Black is following the implementation of Senate Bill 743 including attending
meetings at the Southern California Association of Governments with Chris
Calfee, Senior Counsel for the Governor’s Office of Planning and Research.
PROJECT EXPERIENCE
2014 and 2018 Long Range Transportation Plan
Orange County Transportation Authority
Orange County, California
Mr. Black was a member of the team assisting OCTA in the preparation of the
2014 Long Range Transportation Plan (LRTP). The LSA team was also selected
by OCTA to prepare the 2018 LRTP. With the 2014 LRTP, the LSA Team built on
the Orange County Sustainable Communities Strategy (OCSCS) to integrate land
use planning into the LRTP. The 2014 LRTP also presented transportation
planning for multiple travel modes and added the goal of supporting mode
choice. The 2018 LRTP will continue to build on the idea of developing
transportation networks that offer viable alternatives. Metrics are being added
to allow OCTA to track progress towards sustainability and qualify for funding
through new State and federal programs.
Orange County Sustainable Communities Strategy
Orange County, California
Mr. Black assisted with the preparation of the Orange County Sustainable
Communities Strategy (OCSCS) for the Orange County Transportation Authority
(OCTA). This document is a subregional component to the regional SCS
prepared by Southern California Association of Governments and is included in
the Regional Transportation Plan. The SCS addresses the relationship between
transportation and land uses and identifies strategies for reducing greenhouse
gas emissions from cars and light trucks. Mr. Black’s responsibilities included
collecting and organizing comments received from OCTA, the Orange County
Council of Governments, and community stakeholders to ensure appropriate
comments were addressed in future revisions to the document.
A-20
ARTHUR BLACK
ASSOCIATE / SENIOR TRANSPORTATION PLANNER
PRESENTATIONS
Center for the Study of the Inland
Empire, Empire Symposium
(California State Polytechnic
University, Pomona), “May the
[Work] Force Be With You: How
the Inland Empire Can Win at
Close by, Affordable Housing,”
November 7, 2007.
TEACHING
“Transportation Plan for the
2010 Winter Olympics in
Vancouver, British Columbia,”
Institute of Transportation
Engineers Southern California
Section Newsletter 2009–2010,
Issue No. 7, April 2010.
PROJECT EXPERIENCE (CONTINUED)
Coachella Valley Music and Arts Festival
Indio, California
Mr. Black prepared a report for festival organizers in the City of Indio detailing
trip and parking generation rates, queue lengths, and delays caused to local
roadways. In addition, Mr. Black presented suggestions for improving the
parking process and reducing the number of vehicles traveling to the festival by
providing alternatives.
General Plan Land Use and Urban Design Elements Traffic Analysis
Long Beach, California
The City of Long Beach updated its Circulation Element recognizing that the
mobility of people is not always improved by facilitating automobile travel. As
such, the City is transitioning away from performance measures focused on
automobile level of service. Until that transition is complete, however, an
analysis of potential impacts to automobile level of service at intersections was
required for the updated Land Use and Urban Design Elements. Mr. Black
performed this analysis by examining the anticipated increases in
socioeconomic factors and equating the increase in those factors to an increase
in traffic volume.
Growth Management Area Administration
Orange County, California
Mr. Black assisted with the organization effort for Technical Advisory
Committee and elected officials meetings for Growth Management Areas 2 and
10 for 4 years. Mr. Black’s responsibilities included coordination with the
appropriate cities’ staff to create a comprehensive picture of land use changes
and the subsequent future needs of the transportation network.
Savi Ranch Mobility Plan
Yorba Linda, California
Mr. Black examined mobility within the Savi Ranch area of Yorba Linda as part
of the City of Yorba Linda’s Vision Plan. The Mobility Plan examined existing
conditions including traffic volumes, accessibility for all travel modes, accident
statistics, and signage. Mr. Black calculated how much additional development
could be located within Savi Ranch before the single intersection entry/exit
would reach capacity and presented options for increasing capacity.
Suggestions were also made regarding improved accessibility and internal
circulation for pedestrians and bicycles as well as new wayfinding to improve
internal circulation.
Banning Ranch
Newport Beach, California
Mr. Black provided the project applicant with traffic and parking analyses
answering questions that arose during California Coastal Commission (CCC)
review of the project. Mr. Black prepared a travel demand management plan
and recalculated traffic volumes when CCC staff recommended changes to land
use locations and downgrading Bluff Road from a regional to a local road.
Mr. Black used these traffic volumes to forecast traffic queuing and to redesign
the roadway and intersections.
A-21
ASHLEY BARDEN
ASSISTANT TRANSPORTATION PLANNER
EXPERTISE
Environmental Studies and
Planning
Transportation Analysis
EDUCATION
Sonoma State University, B.A.,
Environmental Studies and
Planning, 2018.
PROFESSIONAL
EXPERIENCE
Assistant Transportation Planner,
LSA, Irvine, California, 2018–
Present.
PROFESSIONAL RESPONSIBILITIES
As an Assistant Transportation Planner at LSA, Ms. Barden assists with the
production of transportation documentation for a variety of projects
throughout California. Her primary responsibilities include research and
analysis for the completion of traffic impact analyses, transportation plans, and
evaluations. Ms. Barden’s technical expertise extends through transportation
analysis to environmental studies and planning.
PROJECT EXPERIENCE
I-5 Widening Project (I-405 to SR-55)
Orange County, California
Ms. Barden is currently assisting with the preparation of the Initial Study/
Environmental Assessment for this highway project.
Irvine Water Park Traffic Evaluation
Irvine, California
Ms. Barden assisted with the completion of the Irvine Water Park Traffic
Evaluation for the possible development of a Wild Rivers Water Park in the
Great Park region of Irvine.
Mission Viejo Bike Master Plan
Mission Viejo, California
Ms. Barden assisted in the creation of the Mission Viejo Bike Master Plan,
which includes connections to schools, recreational facilities, and public transit
throughout the City.
A-22
EDUCATION
B.A. Landscape Architecture:
University of CA Berkeley
Post Graduate Studies:
UCLA Extension
• CAD Design
• Southern California Island
Biology
• Japanese Garden
Architecture
Harvard Graduate School of
Design
• Golf Course Design
REGISTRATIONS
Registered Landscape Architect
California #1532
Nevada #94
Arizona #13754
PROFESSIONAL AFFILIATIONS
Planning Commissioner, City of
Palm Desert
Vice President, Desert Section,
Southern California Chapter,
American Society of Landscape
Architects
RONALD B. GREGORY, A.S.L.A.
President and Principal in Charge
RGA Landscape Architects, Inc.
Ron Gregory is president and founder of RGA Landscape Architects,
Inc. He started the firm in Palm Desert in 1977 after having worked
a variety of positions in the Los Angeles area, starting as a landscape
architectural assistant with the City of Burbank park department,
working hard with a landscape contracting firm in Montebello, and
enjoying the creativity of landscape architectural studios in Los
Angeles and Venice.
Schooled in landscape architecture at the University of California at
Berkeley, Ron came to love the desert and found it rewarding to
create a landscaped environment where there was basically sand
before. In the mid-eighties, he embraced the need for water
efficient design and has since worked at providing sustainable
designs for an appreciative clientele.
EXPERIENCE
Ron has been Principal in Charge for well over 2,000 landscape
projects in the Coachella Valley, including these similar projects:
Tahquitz Canyon Way Median Islands - Palm Springs, CA
This median island and streetscape enhancement project included
development of four design “zones” over a 3-mile corridor from
downtown Palm Springs to the airport, with each of the zones
reflecting the character of its neighborhood. Included coordination
with many stakeholders and government agencies.
Gene Autry Trail / Ramon Road Median Islands - Palm Springs, CA
Median design on approx. 3.5 miles of Gene Autry Trail and nearby
portions of Ramon Road. Medians included design and placement of
“statement” sculptures to reflect the nearby Palm Springs Airport
tensile roof structure and mountain ranges surrounding the valley.
Fred Waring Drive Median Islands and Parkways - Palm Desert, CA
& Indian Wells, CA
Redesign of median islands and adjacent parkway on both sides of
Fred Waring Drive for a distance of 2.5 miles. Project included
coordination with two city governments (Palm Desert and Indian
Wells) and two water districts (Coachella Valley Water District and
Imperial Irrigation District).
Dinah Shore Drive Median Islands and Parkways –
Rancho Mirage, CA
Medians and adjacent parkways from DaVall to Los Alamos
incorporating drought tolerant landscape in an area susceptible to
high winds and drifting sand.
A-23
73061 El Paseo, Suite 210 • Palm Desert, CA 92260 • 760-568-3624 • FAX 760-773-5615 • www.rga-pd.com
CA Lic. #1532 • AZ Lic. #13754 • NV Lic. #94
JARVIS PAYNE
Position: Associate Landscape Architect
When Jarvis joined RGA in January 2018, he brought with him
over 30 years of designing and managing landscape
development projects throughout the West Coast, including
bio tech corporate campuses in metropolitan Portland,
Oregon, a new Oregon State University campus in Bend,
Oregon, and a waterfront park in Sacramento, California.
Jarvis excels at taking complex public development projects from initial design concepts,
then preparing detailed construction documentation, and finally overseeing the
construction of a successful landscape development project.
After graduating from the University of Washington with a Bachelor of Landscape
Architecture, Jarvis relocated to the Bay Area to work with a San Francisco based
landscape architectural firm and gained extensive experience working on Public and
Commercial development projects throughout California.
Education: B.A. Landscape Architecture – University of Washington
Registration: Registered Landscape Architect:
• California #4317
• Oregon #761
Previous Professional Experience:
From November 2005 to December 2017, Jarvis was with Walker Macy Landscape
Architects in Portland, OR. As a senior project manager and designer in this 36-person
firm, Jarvis was responsible for managing and designing large scale public and higher
education landscape development projects in California, Oregon and Washington. Jarvis
managed up to ten support staff, supervised teams of sub consultants, and oversaw all
aspects of project design, construction document preparation, and construction
administration.
Over the previous nine years, Jarvis gained invaluable experience and knowledge at
Murase Associates in Portland, Suzman Design Associates in San Francisco, and PGA
Design in Oakland. Jarvis developed expertise in park design, public infrastructure, low
income housing, and historic landscape preservation. As a designer and senior project
manager, Jarvis managed a variety of projects, including a master plan for 540-acre
urban nature park, construction document preparation for a 300-acre semi-conductor
facility, and a master plan for an expansion at Oakland International Airport.
A-24
YOLANDA SEPULVEDA
PRINCIPAL
As principal of Spectacle* design, Yolanda combines
innovative problem solving with creative collaboration
to foster a win-win philosophy, for clients, projects, and
the firm. Utilizing her success in facilitation, community
workshops and presentations, Yolanda is able to synthesize
and define themes, ideas and solutions that strengthen the
collaborative process.
Graduating with a degree in Urban Planning from the
College or Architecture and Environmental Design at Cal
Poly San Luis Obispo, Ms. Sepulveda has spent the bulk of her career in real estate, spanning all three
sectors of public, private, and non-profit. Using her in depth knowledge of the built environments in
the sectors of retail and residential and TOD, Yolanda leads development teams to reposition assets
through re-imagined design elements like wayfinding, public art, signage, exterior an interior features
that revive and reintroduce both new and existing assets. The end goal being to create an urban form
that invites the community or user to explore and create memorable moments that communities take
pride in.
Yolanda’s passion and focus is centered on development and the inclusion of users in the process
and creation of built environments. She currently serves on the Executive Board for the Urban Land
Institute (ULI) as chair of Outreach and Innovation. Ms. Sepulveda proudly serves her community as
Commissioner for the Arts and Culture Commission, representing District 3 in the City of Pasadena.
WILL HEINZE
SENIOR DESIGNER
With a degree in Industrial Design, Will believes
in an empathetic design approach that puts the
user experience first. He is driven by the idea that
the strongest elements of a design can be the
intangibles—the way visuals and materials make you
feel, the experience of using a product or navigating a
place—when design and user are simply in sync.
Will has worked for over 5 years in realm of
experiential design and creating environments that
provide clear and navigable places for people to explore. As an industrial designer, Will serves
as a critical component to the team being able to see a vision go a place through the mechanics
of what is plausible and constructible. This skill has allowed for traditional 2D ideas to be
imagined through actual 3D technology, providing clients with the ability to see how envisioned
experiences are going to look before being built.
Wills ability to empathize with users and fulfill design solutions to serve those needs has made
him a key leader and client partner. His ability to listen and observe have made his an asset to
the team and clients appreciate his sense of detail. Graduating with a degree in industrial and
product design from Arizona State, Will has traveled and worked internationally in Europe, always
seeking solutions from real world adventures, rooted in his own sense of curiosity and love of
seeing people enjoy spaces.
APPENDIX B.
Work Samples
B-1PROPOSAL FOR SERVICES | PLACEWORKS
Appendix B. Work Samples
The following work samples are provided on enclosed thumb
drive, with the exception of the Daybreak project fly-through
product prepared by PlaceWorks, which is available only via the
link below.
Beach Boulevard Corridor Specific Plan, City of Anaheim |
PlaceWorks
The Groves at Loma Linda Specific Plan, City of Loma Linda |
PlaceWorks
Daybreak Master Plan Fly-Through | PlaceWorks*
ULI Technical Assistance Panel Report for La Quinta
Highway 111 Corridor Study, Urban Land Institute | TAP
included LSA and PlaceWorks (report writer)
Orange County/Inland Empire ULI Strategic Plan Toolkit
2017 | Spectacle Design
* Click to follow link to:
http://download.placeworks.com/ROC/2018-09-19_RenoVideo.wmv
Orange County | Inland Empire
Strategic
Plan Toolkit
2017
A Resource for Planning
Compiled from the District Council’s Strategic Plan Workshop 2017
Texas based artists Werk Alvarez and Isaias Crow created this 30-foot-high mural on the rear
of a building in the 300 block of East Fourth Street, in a narrow alley off Spurgeon Street in the
culinary arts hub known as 4th Street Market in Santa Ana, California.
ULI TECHNICAL ASSISTANCE PANEL
JUNE 23, 2018
CITY OF LA QUINTA
HIGHWAY 111 CORRIDOR STUDY
HEARING DRAFT | OCTOBER 19, 2018
BEACH BOULEVARD
SPECIFIC PLAND R A F TD R A F TD R A F TD R A F TD R A F TD R A F TD R A F TD R A F TD R A F TD R A F TD R A F T
BEACH BOULEVARDD R A F T
BEACH BOULEVARD
THE GROVES AT
LOMA LINDA
Specific Plan
(Hearing Draft, June 12, 2018)
City of Loma Linda
APPENDIX C.
Non-Collusion Affidavit Form
PLACEWORKS.COM
ULI TECHNICAL ASSISTANCE PANEL
JUNE 23, 2018
CITY OF LA QUINTA
HIGHWAY 111 CORRIDOR STUDY
PANELISTS
Manuel Bouza, MG2
Andrew Bowden, Land Concern
Sheila Cedervall, PlaceWorks
Vaughan Davies, Perkins Eastman
Stephen Nieto, Southwest Concepts
Anthony Petros, LSA Associates
Sergio Ramirez, City of Lang Beach
Robert Reicher, The Reicher Company
Carl Rieger, Eastdil Secured
Spencer Wampole, The Wampole Group
PARTICIPANTS
ULI OC/ IE LEADERSHIP
John R. Williams, Chair,
Denise Ashton, Vice Chair,
CO-CHAIRS
Oscar Uranga, IMG
Carol Mentor McDermott, Entitlement Advisors
ULI STAFF & SUPPORT
Kendra Chandler, Executive Director ULI OC/IE
Stacy Greer, District Council Manager, ULI OC/IE
Katie Holst, Senior Associate, ULI OC/IE
CITY OF LA QUINTA
Frank Spevacek, City Manager
Gabriel Perez, Planning Manager
Karla Campos, Finance Director
Brian McKinney, City Engineer
STAKE HOLDERS
Carter McLarand, Shopoff Realty
Kevin McCune, LQ Planning Commission
Pablo Rodriguez, Coldwell Banker
Tom Kirk, CVAG
Martin Magana, CVAG
Les Johnson, City of Indio
Josh Bonner, Greater CV Chamber of Commerce
David Gassaway, City of Indian Wells
Jack Tarr, Lee and Associates
Maggie Montez, Lee and Associates
Michael Proctor, LQ Planning Commission
Robert Wright, LQ Planning Commission, East
Valley Coalition
Brian Tracy, Retail Net Lease Properties
Michael Walsh, Rivco Housing Authority
Anita Petke, Sunline Transit Agency
Philip Bettencourt, LQ Planning Commission
James Brownyard, Desert Valley Builders
Association
Steven Chaffee, Harsch Investment Properties
Jeff Robinson, Coldwell Banker
Brian Tracy, Retail Net Lease Properties
GUIDING PRINCIPLE
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transparent, objective, and unique..
TABLE OF CONTENTS
1. INTRODUCTION..........................................1
The Urban Land Institute..........................2
The TAP Process........................................2
Scope of Work.........................................4
2. OBSERVATIONS..........................................5
Study Area Characteristics.....................6
Market Findings........................................9
Implications / Conclusions....................17
Focus Groups.........................................21
CV Link....................................................22
3. RECOMMENDATIONS..............................25
Land Use Analysis..................................27
Urbanization Mechanisms.....................28
Landscape Design.................................34
Public Policy Recommendations.........40
Finance Recommendations.................41
4. IMPLEMENTATION.....................................43
Current Trends........................................44
Final Analysis...........................................46
5. BIOGRAPHIES...........................................49
LIST OF FIGURES
1. THE TAP PROCESS..........................................1
2. REGIONAL CONTEXT MAP...........................5
3. HWY 111 STUDY AREA..................................7
4. STUDY AREA SURFACE PARKING.................8
5. 10 MILE RADIUS TRADE AREA........................9
6. ECOMMERCE VS STORES...........................10
7. HWY 111 RETAIL LOCATIONS.....................12
8. AUTO DEALERSHIP LOCATIONS.................13
9. ECOMMERCE SALES BY CATEGORY.........16
10. PROPOSED CENTER LA QUINTA.................19
11. PROPOSED CV LINK ALIGNMENT..............22
12. PRELIMINARY STUDIES.................................24
13. PHASED CATALYST SITES.............................27
14. PEDESTRIAN THEMED DISTRICTS.................29
15. EVENT DISTRICT OPPORTUNITIES................31
16. STREET CONNECTIONS...............................34
17. LANDSCAPE FRAMEWORK.........................35
18. HWY. 111 SECTION......................................35
19. HWY. 111 INTERSECTION TREATMENT........36
20. INTERIOR GREEN STREET SECTION..............37
21. PLANTS: TREES & SHRUBS............................38
22. PLANTS: SUCCULENTS
& GROUND COVER...................................39
LIST OF TABLES
1. RENTABLE RETAIL SPACE ............................11
TECHNICAL ASSISTANCE PANEL
1
1. INTRODUCTION
Technological advancements have brought
many changes in the way we live our daily
lives. This trend is likely to continue as major
shifts continue to come forth. These changes
have affected consumer spending habits,
with more and more single purchase “chore
shopping” moving online, disrupting the
traditional big box retail shopping model.
This disruption of spending habits raises many
questions about the future of retail and
the subsequent loss of municipal sales tax
revenues. Digital commerce is likely to take
over a larger share of retail transactions in the
future, as advantages like same day delivery,
one-tap purchases, and no charge shipping
become the norm. However, strategically
SRVLWLRQHG PXQLFLSDOLWLHV FDQ EHQHÀW IURP
anticipating future trends.
The City of La Quinta approached the Urban
Land Institute (ULI) in January 2018 about
the possibility of conducting a Technical
Assistance Panel (TAP) to study several
aspects of the Highway 111 Corridor. Because
sales taxes collected from purchases within
the Corridor account for 70 percent of
WKH &LW\·V DQQXDO ÀVFDO EXGJHW WKH &LW\
contracted with ULI to evaluate the 460-acre
area surrounding Highway 111 (Study Area),
and recommend potential mechanisms to
position it for long term economic viability.
Twelve panelists participated in the ULI study,
representing a wide range of professions
within the real estate development
industry, including architecture, landscape
architecture, urban planning, marketing,
WUDQVSRUWDWLRQ HQJLQHHULQJ ÀQDQFH ODQG
development and policy planning. The
panelists began their work April 25th, when
they gathered for a site tour conducted by
City staff members and interviewed local
stakeholders.
7KH ÀQGLQJV DQG UHFRPPHQGDWLRQV RI WKH
TAP were presented May 30, 2018 during a
Study Session attended by the La Quinta City
Council and Planning Commission, as well as
members of the public. This report represents
D VXPPDU\ RI WKH 7$3 ÀQGLQJV DQG LGHDV
developed during the process as well as
recommendations for future implementation
strategies.
2
HIGHWAY 111 CORRIDOR STUDY
THE URBAN LAND
INSTITUTE THE TAP PROCESS
Technical Assistance Panels have been a
part of the ULI Advisory services since 1947.
Most TAPs are organized at the local level (vs.
a national panel) with members volunteering
their time as a way of giving back to the
community. The process provides the public
sector with a tool to solve complex real estate
and land use issues in a uniquely objective,
transparent way.
Local professionals are selected who
collectively have varied experience and
knowledge applicable to the particular
problems to be considered. Panels are
organized as one-day or two-day projects,
depending on the complexity of the scope
RIZRUN)LJXUHDWULJKWVKRZVDVLPSOLÀHG
diagram of the TAP process.
7KH ÀQDO SUHVHQWDWLRQ DQG UHSRUW LV D MRLQW
effort between ULI and the public agency. An
implementation strategy is produced based
on sound information, community realities,
and best practices so that the community
receives the best possible result.
The Urban Land Institute (ULI) was founded in
DVDQRQSURÀWUHVHDUFKDQGHGXFDWLRQ
organization. ULI is the oldest and largest
network of cross-disciplinary real estate and
land use experts in the world The mission of
the organization is to provide leadership in
the responsible use of land in creating and
sustaining thriving communities worldwide.
As a nonpartisan organization, ULI has long
been recognized as one of America’s most
respected and widely quoted sources of
objective information on urban planning,
growth and development.
Representing membership of over 30,000
worldwide public and private sector
professionals ULI is active in all aspects of land
use planning, and real estate development.
Our members form a spectrum of land use
and development disciplines, including
developers, investors, designers, public
RIÀFLDOV SODQQHUV DWWRUQH\V HQJLQHHUV
academics and students. ULI Orange
County/Inland Empire is one of the largest
District Councils in the world.
TECHNICAL ASSISTANCE PANEL
3
Panelists Present
Findings
THE TAP PROCESS
FIGURE 1
Establish a
Scope of
Work
Create the
Final Report
Meet with
Stakeholders
Due DiligenceBrainstorm
Incorporate
Feedback from
Presentation
Develop
Potential
Solutions
TAP Request is
Submitted
4
HIGHWAY 111 CORRIDOR STUDY
SCOPE OF WORK
1. What are funding or partnership
strategies for improving Corridor aesthetics
should the City consider? What is the right
design to improve aesthetics and promote
business visibility and access?
2. There is concern about the future viability
of commercial along Highway 111, the
largest tax revenue generator for the City.
a. What are the appropriate size and mix of
uses?
b. What can the City do to promote a
vibrant business community?
c. How can the City assist commercial uses
as e-commerce continues to consume
more market share?
3. How could rapidly changing technologies
affect the Corridor (autonomous and
electric vehicles, Uber / Lyft)?
4. Is vertical mixed use development in the
corridor the highest and best use from a
City Economic Viability standpoint?
5. What opportunities should City consider
when CV Link multi-use trail is constructed?
:KDWDUHWKHFRVWVDQGEHQHÀWVRID
complete streets redesign of the Highway
111 Corridor?
7. What policy, land use and development
strategies could be implemented now to
position the Corridor for the future?
The purpose of the La Quinta TAP effort is to
evaluate the Highway 111 Corridor (Study
Area) and position it for long-term economic
viability. The City is considering the following
options for future Corridor planning from the
least to most intensive in scope:
Option 1: Update Existing Highway 111
Design Guidelines (landscape, lighting and
entry ways).
Option 2: Create a Corridor Area Plan which
would provide a set of Design Guidelines,
WUDIÀF DQDO\VLV DQG FRGH UHYLVLRQV WR JXLGH
development along the Corridor.
Option 3:&UHDWHD+LJKZD\6SHFLÀF3ODQ
WKDWFRQVROLGDWHVDOOWKHH[LVWLQJ6SHFLÀF3ODQV
into one plan.
The City recently adopted a mixed use
overlay for the Study Area, with the La Quinta
2035 General Plan (LQGP). The LQGP’s goals
and policies call for innovative land uses and
mixed use development for the Highway
111 Corridor area. The option that is chosen
will carry out the intention of this overlay by
specifying the details necessary to implement
the vision of the LQGP.
The TAP effort is intended to be instrumental
in guiding City leaders in best practices and
information to make an informed decision
on the best path forward for Highway 111
Corridor planning efforts.
CITY OF LA QUINTA TAP QUESTIONS
TO BE CONSIDERED:
TECHNICAL ASSISTANCE PANEL
5
La Quinta is one of seven cities of the
Coachella Valley, which is surrounded on
three sides by mountains. This geography
creates a unique climate characterized
by the warmest winters west of the Rocky
Mountains, and hot, dry summers. The valley’s
population varies seasonally from 200,000 in
July to around 800,000 by January. Another
3.5 million conventioneers, festival visitors and
tourists descend on the valley annually (please
refer to Figure 2, Regional Context Map).
2. OBSERVATIONS
REGIONAL CONTEXT MAP
FIGURE 2
La Quinta is situated near several world-class
destinations including the Indian Wells Tennis
Garden, Empire Polo Club, Silver Rock Resort,
as well as the annual Coachella Music Festival.
These destinations draw an enormous volume
of visitors from around the globe needing
food and lodging, and having discretionary
income to spend. These characteristics
provide unique opportunities for potential
economic development.
6
HIGHWAY 111 CORRIDOR STUDY
The Study Area encompasses approximately
460 acres on both sides of the Highway 111
Corridor, directly south of the Coachella
Valley Stormwater Channel. Highway 111 is
the major arterial through La Quinta, acting as
the gateway to the City and setting the tone
for a visitor’s experience of the City (please
refer to Figure 3, Highway 111 Study Area).
The Study Area is surrounded predominantly
by single family residential development. La
Quinta High School is across the channel,
accessible by bridges along Adams Street
and Dune Palms Road.
The Highway 111 Corridor is a critical,
centrally located component of intra
regional travel through the Coachella Valley,
accommodating 35,000-40,000 vehicles per
day. The intersection of Highway 111 and
Washington Street is one of the highest volume
intersections in the Coachella Valley, carrying
over 70,000 vehicles per day. Seventy percent
of the total 2016 La Quinta sales tax revenue
($5,785,466.00) was generated by Corridor
businesses.
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and restaurant establishments are currently
located within twenty-one commercial and
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Existing establishments include Home Depot,
Lowe’s, Walmart, Kohl’s, Cost Plus World
Market, Kohl’s, Trader Joe’s, Sprouts, Best Buy,
and Century Theaters. Ensuring the Corridor’s
economic resilience is essential to the City’s
future.
Other uses within the Study Area include Coral
Mountain Apartments, Storquest Self Storage,
a vacant Sam’s Club location, and several
vacant lots including a parcel owned by
the City. A large portion of the Study Area is
composed of surface parking lots, as shown in
Figure 4, Study Area Existing Parking. Parking
in some cases was installed in excess of the
minimum amount required by local City zoning
ordinances. This higher ratio was stipulated
by the retailer in most cases to meet peak
demand.
A major feature of the Study Area is the
adjacent CV Link, a forty-nine mile long
regional, multi modal pathway planned for the
Coachella Valley. The trail will extend along
the Coachella Valley Channel from Palm
Springs to Thermal. The La Quinta segment
of the CV Link is projected to attract 13,500-
16,000 pedestrians, bicyclists, and other users
annually.
STUDY AREA CHARACTERISTICS
Existing placemaking elements, natural features, and monuments along the Highway 111 Corridor.
TECHNICAL ASSISTANCE PANEL
7
HIGHWAY 111 STUDY AREA
FIGURE 3
8
HIGHWAY 111 CORRIDOR STUDY
STUDY AREA SURFACE PARKING
FIGURE 4
Parking lots, potential development opportunities within the Study Area.
TECHNICAL ASSISTANCE PANEL
9
MARKET FINDINGS
10 MILE RADIUS TRADE AREA BOUNDARY
FIGURE 5
10 MILES
A marketing report prepared by the Panel
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WKH&RDFKHOOD9DOOH\´7UDGH$UHDµDGHÀQHG
boundary within a ten-mile radius, as shown
above in Figure 5. The following section refers
to data both within the Trade Area and within
the City of La Quinta as noted below.
DEMOGRAPHICS
A common perception of Coachella Valley
residents is that active adults over the age of
65 constitute the majority of the population.
However, data shows that this age group
represents only 24.6% of all residents, with
those age 20 - 64 at 50.9% and the population
below age 19 at 24.6%.
Those dwelling full time within the Trade Area
consist of 298,600 people, which is projected
to increase by 6%, or approximately 18,200
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the population aged 65+ will increase slightly
to 25.6 by 2023.
Median household income within the trade
area is $58,500 per year, and the median
home value is $377,450. Average incomes
and home values are projected to remain
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Data from the 2010 US Census showed owner-
occupied homes at 48.9% of the total, with
renter units at 21.7% and vacant homes at
29.4%. Seasonal homes make up 20.5% of the
dwelling units, with other housing constituting
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effect on the economy in the trade area, with
the reduction of summer population resulting
in reduced retail activity.
10
HIGHWAY 111 CORRIDOR STUDY
Retail activity plays a key role in the overall
economic climate of Coachella Valley. Space
inventory for retail totals 30.9 million square
feet, of which 4.4 million square feet (14.4%) is
currently available for lease. Average asking
rent across Coachella Valley is $20.56 per
square foot per year, ranging from $13.74 in
Coachella to $27.00 in Indian Wells.
Retail construction activity across Coachella
Valley has been limited since 2008, when
more than 1.5 million square feet of space
was delivered. In 2014, nearly 1.0 million
square feet were completed, but deliveries
in all other years during the period were well
below 200,000 square feet per year.
Net absorption of retail space has been
modest, averaging about 123,000 square feet
annually valley wide and 9,400 square feet
annually in the Trade Area over the past 10
years. Retail vacancy rates peaked around
13% in 2011, but have slowly decreased since
then, currently standing at 11%.
Retail purchases (including food and
beverage) by residents of Coachella Valley will
total over $7.4 billion during 2018, according to
Environics. According to a 2015 Visitor Survey,
all Coachella Valley tourist parties spent an
average of $121 per day on dining and $115
on retail expenditures.
On-line purchases currently represent 8.3% of
total retail sales (excluding automotive and
fuel sales). Please refer to Figure 6 above,
Ecommerce Versus Brick and Mortar Sales.
This share is expected to increase to 10.8%
by 2020, meaning 89.2% of retail sales will still
occur in traditional settings.
ECOMMERCE VS BRICK AND MORTAR SALES
FIGURE 6
RETAIL FINDINGS: OVERALL COACHELLA VALLEY
TECHNICAL ASSISTANCE PANEL
11
Overall availability rate in La Quinta is 13.5%,
but the rate varies by type of center. Highest
availability rates are found in Neighborhood
Centers (20.0%), Power Centers (18.1%) and
Strip Centers (15.0%). The majority of available
square footage is found in Power Centers
(283,000 square feet) and Neighborhood
Centers (116,000 square feet). Average rent in
La Quinta is $23.00 per square foot per year,
third-highest (after Indian Wells and Rancho
Mirage) of any city in Coachella Valley.
Although the Study Area includes a full range
of business types among its tenants, by far the
largest share of businesses are in retail trade
and food services. Of the 465 businesses and
5,651 employees, retail trade accounts for
19% of businesses and 44% of employees,
while food services are 14% of businesses and
25% of employees.
The Auto Centre of LaQuinta is composed
of three dealerships (refer to Figure 8, Auto
Dealership Locations). These establishments
employ 172 people, comprising 3.04% of the
labor force within the Study Area. The sales
tax revenue generated by this sector makes
La Quinta (particularly the Highway 111
Corridor) plays an important role in the retail
world of Coachella Valley. Residents of the
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$4.9 billion in retail sales (including food and
beverage) during 2018, equal to about two
thirds of all Coachella Valley retail sales.
According to a 2015 Visitor Survey, tourist
parties staying in La Quinta spent an average
of $178 per day on dining and $515 on retail
expenditures, well above overall Coachella
Valley tourist averages.
Figure 7, Highway 111 Retail Locations depicts
the retail locations within the Study Area.
Space inventory in La Quinta totals 3.9 million
square feet (3.5 million square feet located in
the 111 Corridor), equal to 12.6% of all retail
space in Coachella Valley. Of the total La
Quinta inventory, about 523,000 square feet
(13.5%) is currently available for lease. Power
centers along Highway 111 contain 1.6 million
square feet of rentable building area, equal
to 40% of the total La Quinta retail space
inventory; over 60% of available Corridor retail
space is in power centers.
SUMMARY OF RETAIL FINDINGS: CITY OF LA QUINTA
Center Type
Rentable Building
Area (SF)
Total Available
Space (SF) Availability Rate
Average Weighted
Rent (Annual)
General Retail 421,742 51,046 12.1% $21.00
General Retail (Community Center) 564,503 13,660 2.4% $29.93
General Retail (Neighborhood Center) 578,621 115,599 20.0% $17.91
General Retail (Power Center) 1,559,072 282,590 18.1% $21.33
General Retail (Regional Mall) 649,230 43,934 6.8% $26.87
General Retail (Strip Center) 107,066 16,023 15.0% NA
Grand Total 3,880,234 522,852 13.5%$23.00
RENTABLE RETAIL SPACE WITHIN LA QUINTA
TABLE 1
12
HIGHWAY 111 CORRIDOR STUDY
HIGHWAY 111 RETAIL LOCATIONS
FIGURE 7
• Two clusters: 111 Corridor and
La Quinta Village
• 35,000 - 45,000 vehicles per day
along 111 Corridor
• 70% of City sales tax revenue
• 75 retail, service, and restaurant
facilities in 21 developments
RETAIL LOCATIONS
The vacant former Sam’s Club building offers an opportunity for a “Retailtainment” center.
TECHNICAL ASSISTANCE PANEL
13
AUTO DEALERSHIP LOCATIONS
FIGURE 8
Three automotive dealerships have a prominent presence along Highway 111 in La Quinta.
Hyundai of La
Quinta Torre Nissan
Chevrolet of
La Quinta
14
HIGHWAY 111 CORRIDOR STUDY
GOLF / SPORTS ARCADE
THEMES
BarCades (Dave & Busters, Punch Bowl)
Top Golf / Glow Golf
Miniature Golf (Indoor)
Ping Pong (Susan Sarandon)
Bowling Alleys (Lucky Strike, ect.)
Duck Pin Bowling
Indoor Go Cart Tracks
Indoor Shooting Galleries
NOUVEAU THEATERS
IMAX
Children’s Themed Theaters
Hipster / Art House Theaters
ATHLETIC SPACES
Aquatic Parks
Trampoline Rooms
Indoor Rock Climbing
Indoor Skydiving
Velodromes (indoor cycling)
Culture / Performing Arts Space
Art Galleries
Museum Space
Live Theater Space
Dinner Theaters
Cirque Space
Stand Up Comedy Clubs
Live Music Venues
Float Rooms
POTENTIAL RETAILTAINMENT USES
Experiential retail centers attract patrons with playful, participatory environments.
TECHNICAL ASSISTANCE PANEL
15
a substantial contribution to the City’s annual
budget. Visually, the aesthetic character
of the Corridor at the dealership locations is
dominated by a view of cars, with vehicles
parked within the landscaped area.
HOSPITALITY FINDINGS
The commercial lodging inventory in La Quinta
is limited, consisting of just four properties with
a total of 1,095 rooms. The vast majority of
available hotel rooms within La Quinta (nearly
800, accounting for 73%) are at a single
property, the iconic Waldorf Astoria La Quinta
Resort and Club (a Hilton brand). Two of the
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limited service, which, in most markets typically
cater to business travelers or budget-oriented
leisure travelers.
Room rates (Average Daily Rate - ADR) in all
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with high season rates (November through
May) often twice those in low season. In
addition, weekend rates are higher than
weekday rates by about 12%, on average.
Due to limited number of rooms, localized
performance information about room rates
and occupancy levels is only available for
the 2,400 combined total rooms in the cities of
Indian Wells (3 properties, 1,305 rooms), and
La Quinta (4 properties, 1,095 rooms).
Occupancy rates in La Quinta/Indian Wells
(LQ/IW) are second-lowest of all Coachella
Valley submarkets. Weekend occupancy rates
in LQ/IW average 76% annually (compared to
the Valley average of 79%), while weekday
rates in LQ/IW average 51% (compared to 55%
valleywide). ADR within La Quinta facilities is
$218 ($209 weekday, $233 weekend), about
$50 lower than overall Coachella Valley rates
for both weekday and weekend. The vast
majority of trips were for leisure purposes, a fact
that points to an opportunity to encourage
tourism and promote the hospitality industry
within the City.
Entrance to the Waldorf Astoria La Quinta Resort and Club, an iconic hospitality property.
16
HIGHWAY 111 CORRIDOR STUDY
RESIDENTIAL FINDINGS
RENTAL APARTMENTS
The rental market in Coachella Valley is multi-
faceted, including rental apartments, single
family homes and mobile homes. Apartment
developers generally have shunned
Coachella Valley for more productive areas
closer in to the employment and population
EDVHV RI ,QODQG (PSLUH 7KH ODVW VLJQLÀFDQW
market rate apartment project in Coachella
Valley was delivered in 2010 in Palm Springs.
Coachella Valley contains 9,500 affordable
apartment units, including over 800 delivered
since 2010, mostly in Indio and Coachella. The
newest apartment project in La Quinta (built
in 2014), 176-unit Coral Mountain Apartments,
is an affordable housing community. Average
apartment occupancy across Coachella
Valley is 97.9%, with average rents of $1.16 per
square foot per month.
Although nearly one in four Trade Area
residences are renter-occupied, rental
apartment project choices in La Quinta
are limited. Among 12 apartment projects
in La Quinta, the 1,696 units (including 898
affordable) showed an average occupancy
of 98.4%, with average rents of $0.73 per
square foot per month for affordable units
and $1.41 for market rate.
FOR-SALE HOUSING
The Trade Area for-sale market is dominated
by resales, which accounted for over 87% of
all residential transactions in the most recent
3-month period. New homes captured less
than 3% of transactions in the same period.
Average transaction price was $473,294, an
average of $204.89 per square foot. Nearly
90% of all transactions were priced between
$300,000 and $400,000.
Over three of four sales transactions were for
detached homes. Five new home projects
were active in La Quinta during Second
Quarter 2018. Average price for new home
projects in La Quinta is $730,000 ($251 per
square foot).
Visitor survey data (collected in 2015 by the
Greater Palm Springs CVB, from hotel guests
only) show that those staying in La Quinta hotels
spent well above average amounts during
their visits to Coachella Valley. Average daily
Dining spending for La Quinta guest parties
was $178, compared to $121 for valleywide
guests. Average daily shopping spending for
La Quinta guest parties was $515, compared
to $115 for valleywide guests.
TECHNICAL ASSISTANCE PANEL
17
IMPLICATIONS / CONCLUSIONS
GENERAL MARKET TRENDS
Tourism is the leading economic force
in Coachella Valley, with tourists directly
spending more than $5.1 billion in 2017.
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led to $7 billion in business sales in the Valley.
Approximately 22% of all Valley jobs are tied
to tourism. Home values are forecast to grow
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Ecommerce will be highest for media, sporting,
and hobby goods as shown in Figure 9,
Ecommerce Share of Sales By Category. Food
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impacted by ecommerce.
RETAIL CONDITIONS &
OPPORTUNITIES
Retail activity is strong throughout the Valley.
In 2018, retail sales are expected to total $7.4
billion across Coachella Valley, including $4.9
ELOOLRQLQWKH7UDGH$UHDGHÀQHGE\DPLOH
radius circle around the La Quinta Highway
111 Corridor.
The 111 Corridor accounts for over 70% of La
Quinta’s retail activity. Existing businesses in
the 111 Corridor range over a wide spectrum
of NAICS codes, but two categories, retail
and food service dominate, with a combined
33% of establishments and 69% of employees
in the Corridor.
ECOMMERCE SHARE OF SALES BY CATEGORY
FIGURE 9
18
HIGHWAY 111 CORRIDOR STUDY
Non-retail attractions and facilities can
play an important role in the future viability
of retail along the corridor. The future
of retail will be heavily dependent on
freestanding experiential facilities, as well as
those incorporated within the retail spaces
themselves. Some of the currently vacant
parcels in the Corridor could be developed
(even on an interim basis) as attractions and
public use spaces, with the goal of bringing
potential customers for the retail spaces that
already exist or may exist in the future along
the Corridor.
While certain categories of retail are over-
represented in the Trade Area, there are
opportunities for additional facilities in a
number of retail categories, including new,
experiential versions of traditional retail
including: building and gardening materials
and supplies, specialty food stores, sporting
goods, hobby, musical instruments and
book stores, drinking establishments, and full
service restaurants. Some, but not all, of this
opportunity might be accommodated in
existing vacant space.
HOSPITALITY CONDITIONS &
OPPORTUNITIES
Commercial lodging facilities are limited in
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including two limited service hotels, one
boutique, and one major resort. The
hospitality business is strongly leisure-oriented
and cyclical, both in terms of seasonality
(high season is November through April/May)
and day of week. La Quinta properties tend
to perform on par and compete with other
properties throughout Coachella Valley.
The 22-acre approved Shopoff development
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includes a 125-room limited service hotel
along with residential development (refer to
Figure 10, Centre of La Quinta Conceptual
Site Plan). Other planned hospitality projects
include SilverRock Luxury Resort, a proposal
scheduled to open in October 2019 that will
bring the Montage and Pendry brands to La
Quinta.
The La Quinta Resort property accounts for 73% of all the available hotel rooms within La Quinta
TECHNICAL ASSISTANCE PANEL
19
PROPOSED CENTRE OF LA QUINTA
FIGURE 10
RESIDENTIAL CONDITIONS &
OPPORTUNITIES
Coachella Valley has seen modest population
and housing growth since the Great Recession,
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years. Existing apartment projects, particularly
affordable communities, tend to run close
to or at 100% occupancy, with relatively low
rents that are resistant to upward pressure
due to the lower-wage nature of the area’s
economic base.
The proposed Shopoff development in the
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includes small lot single family and multi-family
homes ranging from 1,500 to 2,059 square
feet. This project will introduce market rate for-
sale homes to the Study Area, within walking
distance of the centrally located retail
establishments.
20
HIGHWAY 111 CORRIDOR STUDY
• Tourism is the leading economic force in Coachella Valley.
• Experiential retail continues to grow, providing a tool to attract brick and
mortar business lost to cyber shopping.
• Other retail opportunities: farmer’s market, new generation hobby, music
& book stores that incorporate participatory experiences, building and
gardening supplies, drinking establishments, and full service restaurants.
• La Quinta’s hospitality properties perform on par & compete with others
in Coachella Valley. Currently hospitality demand exceeds supply.
• 5HVLGHQWLDOJURZWKZLOOUHPDLQPRGHUDWHRYHUWKHQH[WÀYH\HDUV
• Demand for higher-end rental apartments is limited due to competition
from a shadow inventory of homes and condominiums for rent.
• Existing apartments run at approximately 100% occupancy with lower
rents due to lower-wage nature of the area’s economic base.
MARKETING REPORT KEY FINDINGS
Tourism is the major economic driver of the Coachella Valley, an under served market segment.
TECHNICAL ASSISTANCE PANEL
21
FOCUS GROUPS
The Technical Assistance Panel met with
focus group members during an outreach
session held at La Quinta City Hall on April 25,
7ZHQW\ÀYHPHPEHUVRIWKHFRPPXQLW\
participated including several Planning
Commissioners, staff members from public
agencies of other communities, and local
property owners and businessmen.
A desire for the Panel to address the Study
Area with a long range viewpoint was voiced,
in light of rapidly changing technology. The
fact that these advances are having an
effect on consumer behavior and spending
habits was discussed. Ultimately, this change
in spending habits may affect the future
economic viability of the City. Big box retail has
been successful in the past; however with the
recent bankruptcy and closure nationwide
of many retailers, the importance of careful
consideration other types of retail and other
uses was emphasized.
A great deal of interest in activating the
pedestrian character of the Study Area was
expressed, with a high emphasis on multi-
modal transportation and connections to CV
Link. The fact that many communities have
successfully incorporated electric bike sharing
makes this option a desirable opportunity to
engage community members who may not
otherwise participate in enjoyment of the trail.
Additional discussion included methods of
dealing with the extreme climate conditions to
increase pedestrian activity such as providing
shading, seating and drinking fountains. It was
suggested that a pedestrian scaled enhanced
mobility district would likely draw a multiple
consumer mind set rather than single purpose
big box shoppers who will likely purchase on-
line in the future.
Concerns about maintenance were also
voiced, with participants citing a lack of
visibility as one of the challenges. A central
maintenance mechanism was suggested to
achieve a uniform level of aesthetic quality
throughout the Study Area.
Suggested alternative uses were daycare,
dog park, indoor tennis center or other sports
to bring people for other reasons than retail.
Flexible space, including sub-leasing of tenant
space during festivals was suggested to
capture tourist spending.
Incentives to encourage hospitality uses
were suggested, which have been successful
in other neighboring (and competing)
communities within the Coachella Valley.
Suggested incentives include relaxing of
parking standards, and phased payment of
development fees.
22
HIGHWAY 111 CORRIDOR STUDY
CV LINK
PROPOSED CV LINK ALIGNMENT
FIGURE 11
A new spine for alternative transportation in
the Coachella Valley, the CV Link is a planned
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the northern edge of the Study Area adjacent
to the Whitewater River Channel. Ultimately
connecting nine cities and three tribal
governments, the CV link will accommodate
pedestrians, bicycles, and low speed electrical
vehicles such as golf carts and neighborhood
electric vehicles.
The proposed alignment of the CV link is
featured in Figure 11 above. By bringing
national recognition to the Coachella Valley,
this healthy and sustainable transportation
URXWHZLOOEHQHÀW/D4XLQWDHFRQRPLFDOO\E\
attracting tourists and overnight visitation.
Health based competitive events can be
SITE
anchored by the trail that will draw nationwide
attendance from runners and cyclists.
The CV Link will also provide a safer, free
alternative to navigation of existing roadways.
Local residents will enjoy a connection to
schools, jobs, neighborhoods, entertainment,
shopping, and public parks. Dual pathways
separating pedestrians from low speed electric
vehicles and cyclists will enhance safety for all
types of multi-modal transportation.
This new amenity has the potential to transform
La Quinta if public attention is directed to it by
DZD\ÀQGLQJV\VWHP(QKDQFHGFRQQHFWLRQV
to existing and proposed properties within the
Study Area are also key to capitalizing on this
important feature.
1RWH WKHÀQDO&9/LQNURXWHZLOOEH
chosen once the environmental
review is complete. The CVAG
(Coachella Valley Association of
Governments) has expressed intent
that the City of Rancho Mirage be
omitted from the project.
TECHNICAL ASSISTANCE PANEL
23
Artist’s rendering of typical segment of CV Link, including EV charging station.
7KH&9/LQNLVDPDMRULQÁXHQFHRQWKH6WXG\$UHDKDVDKLJKGHJUHHRIFRPPXQLW\VXSSRUW
TECHNICAL ASSISTANCE PANEL
25
3. RECOMMENDATIONS
The Design Team panel members, including
architects and landscape architects, met
April 18th for a brain storming session in La
Quinta to evaluate the existing conditions of
the Study Area. Current trends in urbanization
were touched on as potential solutions were
discussed.
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of a comfortable walk given the climate
conditions. Walkability diagrams were
delineated, and because of the scale of
the Study Area, it was determined that the
best approach would be to create pockets
RIDFWLYLW\ZKHUHLQWHQVLÀFDWLRQFRXOGRFFXU
more rapidly than other, more established
areas that are currently contributing to the
local economy.
Focusing on engaging both sides of the
Corridor and the most effective ways to tie
into the CV Link, a number of rough sketches
were completed (see Figure 12, Preliminary
Studies 7KHVHURXJKLGHDVZHUHWKHQUHÀQHG
into three land use exhibits, depicted in
Figures 13, 14, and 15. As the team members
tested their concepts and presented them to
the larger group, a clear direction began to
emerge, as described on the following pages.
26
HIGHWAY 111 CORRIDOR STUDY
PRELIMINARY STUDIES
FIGURE 12
TECHNICAL ASSISTANCE PANEL
27
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Study Area that have the most potential for
development. These were then evaluated in
terms of readiness and were assigned within
three phasing categories.
Sites that could be immediately ready for
new opportunities were categorized as “Short
Term Catalyst Sites”. Development of these
sites could act as a springboard toward
energizing and revitalizing the entire Corridor,
and are shown in yellow in Figure 13 above.
Included in these areas are the vacant former
PHASED CATALYST SITES
FIGURE 13
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TE
TE
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/(*(1'/(*(1'
SHORTERM CATALYST SITE
MIDTERM CATALYST SITE
LONGTERM CATALYST SITE
LAND USE ANALYSIS
Sam’s Club building, the City owned parcel
to the east, the movie theater back parking
area, the central vacant lot adjacent to the
CV Link, and the area connecting the One
Eleven Shopping Center to the CV Link. Of
these four, the Sam’s Club building has the
highest potential of being repurposed since it
has recently been purchased.
0LGWHUPFDWDO\VWVLWHVKDYHEHHQLGHQWLÀHG
in orange above, consisting of parking areas
or other under utilized spaces that could be
activated after the other sites come forward.
28
HIGHWAY 111 CORRIDOR STUDY $576 (17(57$,10(1 7 ',6 7 5 ,&7
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PEDESTRIAN THEMED DISTRICTS
As the Design Team studied potential catalyst
sites, three areas emerged as separate districts,
each within a separate 5-minute walking
distance. These three Districts are depicted in
Figure 14 at right, Pedestrian Themed Districts.
The western portion of the Study Area was
themed as an Arts and Entertainment District
anchored by the Century Movie Theater. The
north-south connections are vital to the overall
functionality of the site, and a pedestrian
bridge over Highway 111 was proposed, to link
the entire Arts District to the CV Link. A circular
multi-modal “Green Street” was proposed
joining both sides of the Corridor featuring
VDIHZHOOGHÀQHGHQKDQFHGSDYHPHQWDQG
shaded walkways to provide for uses such
as an outdoor farmer’s market, pedestrian
oriented pop-up art festival or a culinary
extravaganza.
URBANIZATION
MECHANISMS
The red sites indicate long term catalyst areas
that could become available at a time in the
future when less surface parking is needed
because a dramatic increase in ride hailing
and ride sharing has occurred.
As noted in Section 2, the majority of the Study
Area is currently used for surface parking,
which is the antithesis of vibrant space. Many
of these areas exceed the City’s minimum
parking requirements and were included to
ÀOODQHHGRQSHDNVKRSSLQJGD\VWKDWRFFXU
once or twice a year. These spaces represent
a “land bank” of opportunity. Managing these
areas collectively, rather than individually,
could be the key to regaining this space, and
taking advantage of an important opportunity
for activating the Corridor.Enlargement of the central core area.
The Arts and Entertainment District.
TECHNICAL ASSISTANCE PANEL
29
PEDESTRIAN THEMED DISTRICTS
FIGURE 14
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COACHELLA VALLEY WASH
GREEN SPACE OPPORTUNITY
CV LINK
HWY 111
MAJOR NS STREETS
BUILDING EDGE OPPORTUNITY
EXISTING BUILDINGS
SHARED STREET / SHADED WALK
PLAZA / COURTYARDS
ENHANCED INTERSECTION
PEDESTRIAN ACCESS TO CV LINK
30
HIGHWAY 111 CORRIDOR STUDY
RETAIL AND RECREATION
DISTRICT
The central portion of the site includes the
vacant Sam’s Club building and another
vacant parcel adjacent to the CV Link.
This area was envisioned as a retail and
recreational site. The vacant parcel would be
a great place for family activities like a splash
park that would draw visitors from the CV Link.
The Sam’s Club building has many potential
indoor recreation uses including Top Golf,
volleyball, or indoor soccer or batting cages.
The Sam’s Club parking area is a potential
ORFDWLRQIRUDQLQWHQVLÀHGUHWDLOWDLQPHQWDUHD
,IFRUUHFWO\LPSOHPHQWHGWKLVLQWHQVLÀHGXVH
could draw tourists to the corridor, especially
if vibrant night life and innovative lighting was
offered.
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The Retail and Recreation District.
HOSPITALITY AND MIXED USE
DISTRICT
The eastern portion of the Study Area,
centered on a vacant City owned site, was
LGHQWLÀHGE\WKH'HVLJQ7HDPDVD+RVSLWDOLW\
and Mixed Use District. The central parcel is a
potential location for a boutique hotel that
could be connected to a major community
open space amenity such as an urban plaza.
Once established, the hotel would spark
XUEDQ LQWHQVLÀFDWLRQ SRVVLEO\ OHDGLQJ WR
vertical mixed use development featuring
market rate housing. A pedestrian connection
to the CV Link would bring more attention to
this location, positioning it as a prime tourism
destination once the other areas of the
Corridor have been activated.
A hotel in this location would bring additional
support to the existing and future retail, since
tourists tend to spend more on dining and
shopping than year-round residents.The Hospitality and Mixed Use District.
TECHNICAL ASSISTANCE PANEL
31
EVENT DISTRICT OPPORTUNITIES
FIGURE 15
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EVENTS DISTRICT
GREEN OPEN SPACE -
EVENTS SUITABLE FOR
PARK OR PASSIVE SETTING
SURFACE LOTS -
EVENTS SUITABLE FOR VAST
ASPHALT PARKING LOTS
COMMUNITY BASED EVENTS -
EVENTS RELATED TO LOCAL AND
COMMUNITY BASED EVENTS
INDOOR EVENTS -
EVENTS INSIDE VACANT BIG BOX RETAIL
POTENTIAL EVENT DISTRICTS
The Study Area has great potential to host
events which would energize retail activity.
The designers overlaid a central “Events
District” over the recreation and retail area.
Surface parking areas are large enough to
house a typical “retailtainment”area of urban
LQWHQVLÀFDWLRQ ,PDJHU\ RI WZR H[DPSOHV
“Container Park” in Las Vegas, and “The
Camp” in Costa Mesa, are included in on
pages 32 and 33. These examples feature
under-utilized parking lots repurposed into
lively centers featuring restaurants, specialty
retail, artisan spaces, and entertainment.
The team envisioned creating a connection
IURPWKLVFHQWUDOKXEWRWKHVSRUWVÀHOGVDFURVV
the channel adjacent to the high school via
the existing Adams Street Bridge. This bridge
includes an artful placemaking design
UHÁHFWLYH RI WKH GHVHUW ,W LV UHFRPPHQGHG
that the pedestrian experience be enhanced
through street furniture, shade structures, and
other mechanisms to bring a sense of human
scale the Corridor.
A secondary local gathering space is planned
behind the movie theater to activate
the connection to the existing residential
neighborhood. Valet parking is a tool often
implemented to increase the available
parking and works well for many retailtainment
projects during peak demand and holidays.
%HFDXVHRIWKHVFDOHRIWKHVLWHZD\ÀQGLQJLVD
vital tool to facilitate pedestrian connections
and unify all of the major features. These
monuments and signs would be one of the
components that establishes a new identity
for the Corridor, creating a perception of La
Quinta as the new, thriving, “cool” place.
32
HIGHWAY 111 CORRIDOR STUDY
Container Park, a retailtainment center constructed from shipping containers in Las Vegas, Nevada
TECHNICAL ASSISTANCE PANEL
33
Images of The Camp, a retailtainment example in Costa Mesa, California
34
HIGHWAY 111 CORRIDOR STUDY
STREET CONNECTIONS
FIGURE 16
REETS
CENTURY MOVIE
THEATERS
TARGET PROPOSED
PEDESTRIAN
BRIDGE
LOWES
STATER BROS.
SINGLE FAMILY
RESIDENTIAL
SINGLE FAMILY
RESIDENTIAL
SINGLE FAMILY
RESIDENTIAL
SINGLE FAMILY
RESIDENTIAL
MULTI-FAMILY
RESIDENTIAL MULTI-FAMILY
RESIDENTIAL
WALMART
WOLF WATERS
APARTMENTS
HOMEDEPOT
COSTCO
PROPOSED
RESIDENTIAL
DEVELOPMENT
HOTEL
KOHLS
SPORTS
FIELDS
SPORTS
FIELDS
SPORTS
FIELDS
LA QUINTA
HIGH SCHOOL
INGINGGLE FLAMILY
RERESISIDENTIAL
LEGEND
COACHELLA VALLEY WASH
CV LINK
HWY 111
PRIMARY NS STREETS
SECONDARY NS STREETS
TERTIARY STREETS
TREE LINED / SHADED STREETS
MAJOR INTERSECTION
MINOR INTERSECTION
LANDSCAPE DESIGN
$ XQLÀHG ODQGVFDSH DHVWKHWLF LV LPSHUDWLYH
for the future success of the Study Area. The
SilverRock Resort serves as a potential source
of inspiration for the level of quality to be
emulated within the Corridor. Figure 16, Street
Connections sets a hierarchy of street types
for thematic treatments, setting forth a pattern
for design that could create a more engaging
and aesthetically-pleasing experience.
Figure 17, Landscape Framework depicts a
conceptual overall planting plan featuring
Date Palms as a central unifying element.
Figure 18 shows a typical section of Highway
111 with meandering sidewalks of both sides
and a central median. Inclusion of a variety
of drought tolerant plant species will not only
result in water savings, but will also serve as an
inspiration for adjacent business owners. The
use of native, environmentally friendly plant
species has a positive effect on the overall
ecology of a space, resulting in long range
HQYLURQPHQWDOEHQHÀWV
In addition to plantings, shade structures
would enhance the pedestrian experience,
offering respite from the desert sun. Thematic
street lights, benches, trash receptacles, bus
stops, and signage will reinforce the design
concept. Pages 32 and 33 include imagery
of typical shading, paseo treatments, and
corner treatments.
TECHNICAL ASSISTANCE PANEL
35
LANDSCAPE FRAMEWORK
FIGURE 17
HIGHWAY 111 SECTION
FIGURE 18
****************************************************************************************************************************************************************************************************************************
*****************************************************************************************************************************************************************************************************************************************************************************************************************************************************************************************************************************************************************
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S
PROPOSED
PEDESTRIAN
BRIDGE
**********************************************
****************************************************************************************************************************************************
*****************************************************
***********************************************
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CENTURY MOVIE
THEATERS
TARGET
LOWES
STATER BROS.
SINGLE FAMILY
RESIDENTIAL
SINGLE FAMILY
RESIDENTIAL
SINGLE FAMILY
RESIDENTIAL
SINGLE FAMILY
RESIDENTIAL
MULTI-FAMILY
RESIDENTIAL MULTI-FAMILY
RESIDENTIAL
WALMART
WOLF WATERS
APARTMENTS
HOMEDEPOT
COSTCO
PROPOSED
RESIDENTIAL
DEVELOPMENT
HOTEL
KOHLS
SPORTS
FIELDS
SPORTS
FIELDS
SPORTS
FIELDS
LA QUINTA
HIGH SCHOOL
LEGEND
COACHELLA VALLEY WASH
HWY 111 - STREET TREES
NS STREETS
ROUNDBOUT PALMS
TREE LINED / SHADED STREETS
PARKLET SPACES
GREEN STREETS
MAJOR INTERSECTIONS
MINOR INTERSECTIONS
****************************************************************************************************************************************
36
HIGHWAY 111 CORRIDOR STUDY
HIGHWAY 111 INTERSECTION TREATMENT
FIGURE 19
Example of a palm lined arterial street.
Example of corner treatment.
TECHNICAL ASSISTANCE PANEL
37
INTERIOR GREEN STREET SECTION
FIGURE 20
Example of a paseo lined with palms
Example of a shade structure.
38
HIGHWAY 111 CORRIDOR STUDY
PLANT PALETTE - TREES & SHRUBS
FIGURE 21
TREES
SHRUBS
TECHNICAL ASSISTANCE PANEL
39
PLANT PALETTE - SUCCULENTS & GROUNDCOVER
FIGURE 22
SUCCULENTS
GROUNDCOVERS
40
HIGHWAY 111 CORRIDOR STUDY
PUBLIC POLICY RECOMMENDATIONS
A community’s ability to change destiny
begins with intentionality. In large and small
cities nationwide, it has been demonstrated
that local leadership can be the force that
creates a better future. The process of bringing
forth positive outcomes has already begun
in La Quinta with the advent of the CV Link.
Capitalizing on the momentum of this asset is
one of the keys to the future success of the
Study Area.
The creation of a Mixed Use Overlay District for
the Corridor within the 2035 General Plan was
a major step in the direction of revitalization of
WKH6WXG\$UHD,QRUGHUWRLPSOHPHQWDXQLÀHG
vision, it is recommended that preparation of
a Corridor Area Plan be authorized (Option 2
of the three suggested by the City on page 4).
This will be the quickest and most cost effective
vehicle for expanding the vision started with
the TAP process. This option would allow for
writing standards and guidelines to facilitate
WKHFUHDWLRQRIDXQLÀHGLGHQWLW\6HYHUDONH\
components should be covered including:
• Enact new Development Regulations, including
an allowance for reduced parking standards.
• Policy for preferred architectural form for a
XQLÀHGYLVLRQDQGFRPSDWLEOHIRUPV
• $OORZDQFHIRUÁH[LELOLW\RIXVHVWRPHHWUDSLGO\
changing needs including pods of mixed use
urbanization.
• +LULQJRIDQDWLRQDOO\UHFRJQL]HGÀUPWRLQLWLDWH
DXQLÀHGEUDQGLQJWKHPHQDPLQJORJRIRU
the Corridor area.
• Implementation of a commercial signage
program including multi-tenant signs.
• ,QLWLDWLRQ RI D XQLÀHG ZD\ÀQGLQJ DQG
PRQXPHQWV SURJUDP UHÁHFWLQJ WKH FHQWUDO
theme of the Study Area.
• Engage pedestrians and connect both sides of
the Corridor to the CV link with an overpass that
would serve as a major entry statement.
• Create a welcoming and thematic entry
reinforced by transit / trolley stops at both ends
to encourage visitors.
These recommendations have the potential to
catapult the Corridor from a place having a
low sense of identity to a sensationally vibrant,
XQLTXHSODFHZLWKDXQLÀHGDXWKHQWLFUHDGLO\
LGHQWLÀDEOHDHVWKHWLF
A pedestrian bridge across the 111 Highway Corridor would be a powerful placemaking element.
TECHNICAL ASSISTANCE PANEL
41
FINANCE RECOMMENDATIONS
Since California’s redevelopment funding has
HQGHGLQQRYDWLYHSDUWQHUVKLSVDQGÀQDQFLQJ
methods have become necessary to move
FRPPXQLWLHVIRUZDUG3XEOLFÀQDQFLQJFDQEH
used to catalyze private investment as a tool
to initiate redevelopment. The following list
includes potential mechanisms for combining
various sources of funding to facilitate change:
• Business Improvement Districts (BID)
Assessment to fund improvements
and services encouraging business
development.
• Enhanced Infrastructure Finance District (EIFD)
Similar to BID but 55% voter approval /
45 year bond.
Increased tax revenue is used to
repay bonds.
• ,QÀOODQG7UDQVLW,PSURYHPHQW'LVWULFW 1,)7,
3URPRWHVLQÀOOKRXVLQJQHDU
transportation centers, pending
approval by CA legislature.
• Public Private Partnerships (PPP)
Investors / city work jointly to improve
DUHDÀQDQFHSDUWQHUVZLWKYHVWHG
interest in area.
• Participating Ground Leases (PGL)
Option for City-owned land to
incentivize creative & stimulating
development that will draw interest.
• Tourism Business Improvement District (TBID)
Partner with other CV cities to jointly
fund improvements and return a
portion of the total to the district to
promote tourism.
Great cities happen strategically, and positive
outcomes require a willingness to move
beyond the status quo and adopt a spirit of
intentionality. Every City has a choice to either
accept things as they are or strive for a better
future.
7KHVHÀQDQFHPHFKDQLVPVKDYHWKHSRWHQWLDO
to bring the City’s dreams, (some of which are
outlined in this document) to reality. Imagining
DGLIIHUHQWIXWXUHLVWKHÀUVWVWHSWKHQSXWWLQJ
together the right mix of ingredients to take
advantage of coming trends is the key to
positioning the Study Area for success.
TECHNICAL ASSISTANCE PANEL
43
4. IMPLEMENTATION
The Study Area functions as a stable revenue
generator for the city, and this is likely to
continue in the immediate future. However,
an understanding of changing consumer
trends will facilitate the decision-making
process in regard to the best future uses for
the Corridor. The following discussion involves
the relationship of emerging technologies,
DQGGHPRJUDSKLFLQÁXHQFHV
CURRENT TRENDS
In the next ten years, Amazon.com, and similar
on-line purchasing companies will continue
to disrupt big box spending, however experts
predict that retail experiences of discovering
great products and socializing with others will
continue.
As Millennials mature (born 1981 - 1996, 22-37
years old), demand for vibrant and diverse
“cherish” shopping will be stronger. Traditional
brands of earlier generations generally do not
resonate with them. Millennials are a diverse
group that tend to enjoy the expression of
their individuality. This segment is drawn to
“cool streets” that offer live entertainment,
food oriented amenities and craft brewing
establishments. Artisan products and retailers
that enable customers to customize their
7$3SDUWLFLSDQWVSUHSDULQJIRUWKH6WXG\6HVVLRQSUHVHQWDWLRQRIÀQGLQJV
44
HIGHWAY 111 CORRIDOR STUDY
products will prosper. Personalization of unique
items that tell a story will become increasingly
popular with this age group.
Centennials (born 1995 - 2003, age 14 - 21)
have never known a world without smart
phones. As this group gains more buying
power the weaker links in the retail will be
washed away, and more customer oriented,
shopping for value and unique experiences
will replace many national retailers currently
on the watch list for bankruptcy.
TECHNOLOGY
Embracing disruptive technology is key
to survival for success of retail businesses.
Traditional shopping centers are facing
multiple problems. In additional to competition
from e-commerce, many standard big box
retailers expanded too rapidly before the
Great Recession, resulting in many locations
struggling for attention from a shrinking market
share.
A promising future trend is the melding of brick
and mortar stores and e-commerce where
customers are able to browse samples, then
order with their phone and have merchandise
delivered within 24 hours. This trend holds
true for auto dealerships as well - inventory
is becoming irrelevant as buyers increasingly
want to customize their new vehicles to
suit their personal preferences. In the future
less space will be needed for Corridor auto
dealership locations, freeing land for more
engaging uses.
$QRWKHU WHFKQRORJ\ WKDW FRXOG EHQHÀW WKH
Study Area is geofencing, a location-based
service that sets up a virtual boundary around
a geographic location. This location could
be used for a variety of uses, such as sending
messages to bicyclists along the CV Link who
have downloaded an app, alerting them of
daily events and specials when they enter the
La Quinta segment of the trail. This could be
used to draw interest and build support from
festival visitors or other tourists who may not
learn of the Corridor area otherwise.
PLACEMAKING
A vital component to the success of the
Study Area is Placemaking - the creation of
a unique environment that tells a story that is
fresh or draws from the heritage of an area.
Millennials and Centennials are drawn to
areas perceived as “cool,” meaning they are
not rubber stamped centers with nationally
recognized brands. Art and culture need to
be the nucleus of the design concept and an
DPSOLÀFDWLRQRIH[LVWLQJDUWLVWLFUHVRXUFHVZLOO
be one of the keys to future success of the
Corridor.
Engaging artists who reside within the
Coachella Valley early on in the placemaking
process such as writers, musicians, visual
artists, and chefs, will foster a sense of local
pride that will draw attention to the Corridor.
Inclusion of historical references and aspiring
local talent will give a sense of authenticity to
the placemaking process beyond what can
be accomplished by branding alone.
Early wins in the design process can be used as
a tool to generate public excitement. Timing
is critical to the success of any project, and
WKHRSHQLQJRIWKHÀUVWVHJPHQWRIWKH&9/LQN
Existing placemaking element in La Quinta.
TECHNICAL ASSISTANCE PANEL
45
(hopefully in La Quinta) could be a strategic
time to unveil initial plans for the Highway 111
Corridor Plan.
Pop-ups are another tool to gain engagement
- staging a pop-up park contest within the
existing unused parking of the Study Area or a
culinary art project combining food vendors
with an art show could build public support
and anticipation.
SHARED ECONOMY
Uber, Lyft, and Air B & B have recently ushered
in the world of shared economy, where an
extra room or SUV can become a source of
extra income. Ride hailing has become so
popular that public transportation is beginning
to cancel routes and “curb management”,
the planning of drop-off and pick up zones,
has become a buzz word in transportation
engineering. As this trend continues, and
eventually moves into use of autonomous
YHKLFOHVWUDIÀFLVOLNHO\WRLQFUHDVHHYHQLI
of trips are shared.
The shared economy emphasizes provision for
multiple ways of moving through urban centers
rather than primarily with privately owned
vehicles. Bicycling is an important element
of the shared economy, and represents the
fastest-growing means of transportation in
the United States. Today, electric bike sharing
systems have been installed in over 120 urban
centers nationwide.
It is predicted that future electric bicycles
will have regenerative batteries, recharging
as they coast forward. This technology will
expand bike sharing to broader groups
including older active adults, especially in the
warm desert climate.
Not only is bicycling good for health and the
HQYLURQPHQWLWLVDOVREHQHÀFLDOIRUEXVLQHVV
According to ULI reports, retail sales increase
as much as 46% when bicycle trails are added.
Connections to the CV Link, shops oriented
toward the trail, and electric bike sharing are
vital to the Corridor’s on-going success.
Electric bicycles are activating retail experiences in metropolitan areas nationwide.
46
HIGHWAY 111 CORRIDOR STUDY
QUESTION #1
What funding or partnership strategies for
improving Corridor aesthetics should the city
consider? What is the right design to improve
aesthetics and promote business visibility and
access?
The city should consider a public / private
partnership for the city owned parcel as
an incentive for a major hotel / mixed use
development. A boutique hotel could provide
an activity amenity area that would attract
tourists and festival visitors to existing and
future retail establishments.
+LULQJDODQGVFDSHDUFKLWHFWXUHÀUPWRGHVLJQ
street improvements and a master signage
/ monument program is recommended.
A cohesive, upscale aesthetic will create
a positive experience for motorists and
pedestrians.
Encourage pockets of urbanism to generate
excitement and draw consumers: experiential
retail and retailtainment concepts. Engage
local artists in the placemaking process to
foster a sense of local pride and authenticity.
QUESTION #2
There is concern about the future viability of
Hwy. 111, the largest tax revenue generator
for the city:
What are the appropriate size and mix of uses?
The marketing report points to new generation
type experiential specialty food stores,
hobby, music, and book stores, building and
gardening supplies, drinking establishments,
and full service restaurants.
What can the city do to promote a vibrant
business community?
7KHFLW\VKRXOGHQFRXUDJHÁH[LEOHXVHVDQG
parking reduction to create more space.
7KHPDWLF VLJQDJH ZD\ÀQGLQJ FRKHVLYH
attractive landscaping will create a more
upscale appearance. Valet parking can be a
way of providing more parking in less space.
How can the city assist commercial uses as
e-commerce continues to consume more
market share?
Hybrids between e-commerce and brick
and mortar stores are becoming a popular
FINAL ANALYSIS: ANSWERS TO QUESTIONS
Local merchants recently embraced the shared economy by creating a rest station for Lyft drivers.
TECHNICAL ASSISTANCE PANEL
47
QUESTION #6
:KDWDUHWKHFRVWVDQGEHQHÀWVRIDFRPSOHWH
streets redesign of the highway 111 Corridor?
A layered network approach to complete
streets is an important means to provide
choices and encourage active transportation.
Costs include coordination and cooperation
with private landowners, modest capital
investment in paths and trails.
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way is required, safety enhancement and
hazard avoidance, direct linkage between
circulation and land use.
QUESTION #7
What policy, land use and development
strategies could be implemented now to
position the Corridor for the future?
Join forces with the Cities of Indio and Indian
Wells to capitalize on existing regional draws
and develop new attractions. Create policies
that enhance the corridor, draw visitors and
HQFRXUDJHH[SHULHQWLDOUHWDLO²EHÁH[LEOHZLWK
allowed uses.
QUESTION #5
What opportunities should the city consider
when CV Link multi-use trail is constructed?
The CV Link creates new gateways to the
city and presents an opportunity to create
a new image that will bring a positive “cool”
perception of La Quinta. The city should
HQFRXUDJH ZD\ ÀQGLQJ DQG OLQNDJHV KDW
capitalize on the fact that connection to major
ELF\FOHWUDLOVW\SLFDOO\LQFUHDVHIRRWWUDIÀFDQG
retail revenues if correctly amenitized with
QUESTION #4
Is vertical mixed use development the highest
and best use from a city economic viability
standpoint?
Not at the present time but it will make sense
at some point in the future so it’s important not
to have policies that prohibit vertical mixed
use development. Flexible standards that
allow for a higher intensity of development
are recommended.
QUESTION #3
How will rapidly changing technologies affect
the Corridor (autonomous vehicles, vehicle
HOHFWULÀFDWLRQ8EHU/\IW "
The shared economy and advent of driverless
vehicles will have an impact on physical
development of the Study Area. The needs of
automotive dealership spaces will change. A
move toward showrooms instead of inventory
will require less space, freeing areas for other
uses. Charging centers will be needed near
activity areas for cars, EV’s, bicycles, and
scooters.
shade structures and resting areas.
Implement a bike sharing program similar
to the City of San Diego. Encourage new
construction to face toward the channel /
CV Link. Investigate new technologies such as
geofencing which can propel business to the
Corridor.
replacement for big box retail. Providing
LQFHQWLYHVVXFKDVUHGXFHGRUÁH[LEOHWLPLQJ
for start-up fees and taxes encourage
innovative solutions.
48
HIGHWAY 111 CORRIDOR STUDY
ECONOMIC STRATEGIES
• Add retail demand by increasing residential densities and capture
attention of tourists and seasonal visitors.
• ,GHQWLI\XQPHWGHPDQGDQGWKHQSURYLGHVXSSO\7KLVUHSRUWLGHQWLÀHG
an unmet demand for hospitality, especially as a boutique hotel that
could share a community amenity.
• Through “invention” create a new product or experience and
therefore a new demand. Retailtainment and experiential design
could successfully create new energy, excitement, and vitality.
MARKET POSITIONING
• Existing retail is a stable revenue generator for the city and is geared
toward residents.
• The Study Area is largely under utilized with undeveloped properties,
YDVWRSHQSDUNLQJDUHDVDQGRSSRUWXQLWLHVIRULQWHQVLÀFDWLRQ
• The CV Link provides a potential draw if users are successfully engaged
though linkages to the Study Area.
• More consumer interest would add demand for hospitality uses, and
would activate multi-modal transportation methods.
BRANDING
• Existing city brand already demonstrates high standards which will be
elevated further with the introduction of the Montage and Pendry
hotels.
• Regional branding is critical to attracting tourism (Innovate 78 is a
VXFFHVVIXOH[DPSOHHIIRUWRIUHJLRQDOO\EUDQGLQJÀYHQRUWK6DQ'LHJR
County cities).
• A brand for the Highway 111 corridor similar to the El Paseo District in
3DOP'HVHUWFRXOGGHÀQHWKH6WXG\$UHDDVWKHQHZ´FRROµDUHDIRU
residents and visitors of all ages to experience. Engaging local artists
has the potential to bring authenticity to this new identity
• The CV Link is an intrinsic component of the new Corridor identity and
should be emphasized in the branding process.
FINAL CONCLUSIONS
TECHNICAL ASSISTANCE PANEL
49
MANUEL BOUZA, AIA, LEED AP, Design Lead, MG2
Manuel Bouza has over 30 years of experience in local and
LQWHUQDWLRQDO PL[HGXVH UHWDLO KRVSLWDOLW\ UHVLGHQWLDO DQG RIÀFH
projects which he brings to his role as design leader for MG2’s
,UYLQHRIÀFH+HLVGULYHQWRFUHDWHXQLTXHSODFHVWKDWH[FHHGWKH
expectations of his clients and create memorable experiences
for the end-users. His expertise in designing impactful places is
demonstrated in many notable projects in his portfolio, including
the Getty Center in Los Angeles. He has built an incredible breadth
RI NQRZOHGJH LQ WKH ÀHOG DQG LV SDVVLRQDWH DERXW PHQWRULQJ
colleagues while continuing to work hard on his own projects.
ANDREW BOWDEN, ASLA, Principal, LAND CONCERN – Landscape
Architecture
Andy specializes in master planned residential communities, assisted
living communities, recreation facilities, and residential development.
He has been a member of Building Industry Association of Southern
California where he served as the Vice President of Councils and is
currently on the Board of Directors for the Council on SAGE. Andy
is active in the American Society of Landscape Architects and has
been a two-time president of its Southern California Chapter, as
well as serving two terms as Chapter Trustee. He was appointed by
Governors Schwarzenegger and Brown to the Landscape Architects
Technical Committee, and has served three times as the chair.
SHEILA CEDERVALL, ASLA, LEED AP, Senior Associate,
PLACEWORKS
Sheila is an urban designer with more than 25 years of experience
bringing vibrant, cohesive, and environmentally friendly
communities to life. Her experience includes all phases of design
and entitlements—from establishing the initial vision to working
closely with local authorities to gain project approval. Sheila also
specializes in sustainable building practices with an emphasis on
water-wise landscape design. Before coming to PlaceWorks, she
completed several transit-oriented projects encouraging multi
modal methods of transportation, including SoCo Walk in Fullerton
and the Transit District of the Great Park Communities in Irvine.
5. BIOGRAPHIES
50
HIGHWAY 111 CORRIDOR STUDY
VAUGHAN DAVIES, Principal, Perkins Eastman
Vaughan Davies has over 30 years of professional experience
producing dynamic plans for downtowns, urban waterfronts, retail,
resort and entertainment destinations, transit centers and mixed-
use environments with an emphasis on creating vibrant ‘pedestrian
ÀUVW·XUEDQQHLJKERUKRRGVLQFLWLHVODUJHDQGVPDOOQDWLRQDOO\DQG
globally. Vaughan develops visionary plans and designs with a
solid basis in reality, both in their authenticity and in their ability
to be implemented successfully – he is a pragmatic visionary.
Collaborating with major developers, cities, and agencies, he has
GHPRQVWUDWHGDXQLTXHDELOLW\WRFUHDWHVLJQLÀFDQWDGGHGYDOXH
for all interests involved, by creating one-of-a-kind addresses and
focusing his design solutions on the establishment of a superior
public realm as a unique and memorable amenity.
CAROL MENTOR MCDERMOTT, Founder & Principal, Entitlement
Advisors
A specialist in land use entitlement and community issues
management, Mrs. McDermott offers consulting expertise to the
land development and building industries as well as to private
individuals seeking assistance in maneuvering multiple jurisdictional
hurdles. After serving as a partner in Government Solutions, Inc. (GSI)
for 12 years, Mrs. McDermott formed an entity, Entitlement Advisors,
to pursue consulting assignments and equity partnerships in the
land use entitlement arena. Her experience has covered multiple
agencies and communities in Orange, Los Angeles, San Diego,
and San Mateo Counties in working with elected and appointed
RIÀFLDOVFLW\FRXQW\DQG&RDVWDO&RPPLVVLRQVWDIIFRPPXQLW\
business, and environmental organizations. Her strength is in
directing large and small teams of professionals on complex land
use projects, providing project management and conducting
community engagement to effectively address community issues,
which leads to approvals for clients.
STEPHEN NIETO, ASSOC AIA, Senior Urban Designer, South West
Concepts
With 9 years of experience, urban designer Stephen Nieto has
extensive expertise in international and domestic large-scale
master planning, urban design, and architectural projects. Stephen
has broad experience working with clients in the public and private
sector to create implementable master plans, dynamic mixed-use
developments, and multi-family residential with a focus on design,
sustainability, and pedestrian friendly environments. Stephen
approaches each project with great sensibility toward contextual
ÀWDQGDWWHQWLRQWR´SODFHPDNLQJµ0RVWUHFHQWO\6WHSKHQZDV
a team member in the planning and awarding of the 2028 Los
Angeles Summer Olympic Bid.
TECHNICAL ASSISTANCE PANEL
51
ANTHONY “TONY” PETROS, Principal, LSA Associates, Inc.
Tony is a Principal with LSA Associates, Inc., a full service planning
DQG HQJLQHHULQJ ÀUP KHDGTXDUWHUHG LQ ,UYLQH +H PDQDJHV WKH
WUDIÀFHQJLQHHULQJDQGSODQQLQJGLVFLSOLQHLQ&DOLIRUQLD+HSURYLGHG
transportation planning and engineering services on major highway
corridors, land developments, ports and terminals. He was the
Project Manager for the Orange County Sustainable Communities
Strategy, a Countywide effort to address greenhouse gas emission
reduction, and the Orange County Long Range Transportation
Plan, a 20 year vision of mobility for the County. In 2012 Tony was
elected to the City of Newport Beach City Council from District 2. He
chaired the City’s Bicycle Safety Committee, and was responsible
for the preparation of a comprehensive Citywide Bicycle Master
Plan, a $22 million roadmap to safe cycling in the City.
SERGIO RAMIREZ, Deputy Director of Economic & Property
Development Department – City of Long Beach
Sergio is directly responsible for oversight of the Real Estate and
Property Services Division of the City. Previously, Sergio spent 12 years
with the City of Anaheim’s Community & Economic Development
'HSDUWPHQWZKHUHKHZDVLQYROYHGLQPDQ\RIWKH&LW\·VKLJKSURÀOH
hospitality, retail, mixed-use, residential and sport facility projects.
Recently, Sergio was head of the Amazon HQ2 bid representing
the City of Long Beach in a dual-pronged submission with both
the LAEDC and a partnership with City of Huntington Beach,
which received national attention. His out-of-the-box approach
towards economic development maximizes highest and best use
for properties, Currently he is spearheading the City’s LIMITLESS
marketing campaign, aimed at marketing the City’s countless
development opportunities. Sergio brings phenomenal energy
to Long Beach along with his incredible economic development
VPDUWV +H·V SDVVLRQDWH DERXW KLV ÀHOG DQG WDNHV JUHDW SULGH LQ
making a difference.
ROBERT REICHER, The Reicher Company
Robert Reicher has been active in the real estate industry for more
than 20 years, holding positions with major developers and builders,
as well as acting as an advisor and consultant to many of the most
VLJQLÀFDQW EXLOGHUV GHYHORSHUV PDMRU FRUSRUDWLRQV OHQGHUV DQG
government agencies in the nation. Mr. Reicher has overseen the
establishment of a program of public/private development for a
ODUJH 6RXWKHUQ &DOLIRUQLD FRXQW\ SUHSDUHG VWXGLHV RI ÀVFDO DQG
economic impacts of proposed development, developed capital
EXGJHWV DQG ÀVFDO SODQV DFWHG DV D FRQVXOWDQW UHJDUGLQJ NH\
real estate related strategic decisions, provided market guidance
to redevelopment agencies, prepared management audits of
operations of real estate-related government agencies, and
SUHVHQWHGVHPLQDUVWRJRYHUQPHQWRIÀFLDOVUHVSRQVLEOHIRUSXEOLF
private development. .
52
HIGHWAY 111 CORRIDOR STUDY
CARL W. RIEGER JR.,Managing Director – Eastdil Secured
0U 5LHJHU LV FXUUHQWO\ UHVSRQVLEOH IRU VWUXFWXUHG ÀQDQFH
and the capitalization for large scale commercial and
residential developments as Managing Director of Eastdil.
Mr. Rieger’s involvement with the company over the
past 25 years has included roles in all four major business
lines of Eastdil Secured – institutional property sales, debt
placement, loan sales and capital raising. Mr. Rieger’s
H[SHULHQFHLVQDWLRQDOLQVFRSHZLWKVLJQLÀFDQWJHRJUDSKLF
knowledge and expertise in California, Hawaii and Florida.
Throughout his career Mr. Rieger has been involved with
many of the largest real estate transactions in the country
as well as advising the U.S Government’s RTC and FDIC
on strategic initiatives and sales. Prior to joining Eastdil
Secured in 1993, Mr. Rieger was a Vice President with
Arvida Company one of the country’s largest community
development companies.
OSCAR URANGA, Partner - IMG Construction
Management
Oscar Uranga is a real estate development professional
with over 18 years of experience in planning, development,
entitlement and construction of various products. He has
an extensive background in Real Estate, Planning, Project
Management and GIS Technology. Oscar is a partner at
IMG Construction Management, a professional real estate
VHUYLFHVÀUPZKLFKRIIHUVDGYLVRU\DQGSURMHFWPDQDJHPHQW
services related to land acquisition, underwriting, due
GLOLJHQFH HQWLWOHPHQW SURFHVVLQJ SODQFKHFN ÀQDQFLQJ
and construction management. He specializes in urban
LQÀOO PXOWLIDPLO\ SURMHFWV WKURXJKRXW 6RXWKHUQ &DOLIRUQLD
Oscar also opportunistically participates as a sponsor level
development partner on projects that align with his interests
SPENCER WAMPOLE, Founder, The Wampole Group, Inc.
Spencer is Founder of The Wampole Group, Inc. Dba
TRAVLR VACATION HOMES, an up and coming Vacation
Rental Property Management company with experience
in Commercial, Industrial and Residential Real Estate across
Southern California markets. This full-service vacation
UHQWDOPDQDJHPHQWFRPSDQ\LVVSHFLÀFDOO\GHVLJQHGWR
service investment clients and cater to high-end travelers
in Indio, CA. We offer Real Estate Investment Syndication
Opportunities, Full Service Real Estate Brokerage and
Property Management for Luxury Vacation Rental
Properties. Spencer is a graduate of USC Marshall School
of Business and has his JD/MBA from Chapman University
School of Law and George L. Argyros School of Business
and Economics.
Orange County | Inland Empire
Strategic
Plan Toolkit
2017
A Resource for Planning
Compiled from the District Council’s Strategic Plan Workshop 2017
Texas based artists Werk Alvarez and Isaias Crow created this 30-foot-high mural on the rear
of a building in the 300 block of East Fourth Street, in a narrow alley off Spurgeon Street in the
culinary arts hub known as 4th Street Market in Santa Ana, California.
Statement
of Purpose
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 2
This plan will focus on
the following key areas:
1. Housing Changes & Demand
2. Diversity & Inclusion
3. Public Sector Engagement
4. University Outreach & Engagement
This Strategic Plan provides an outline of goals,
resources and actions that our district council will
adopt and measure for success.
ULI is a member driven organization, therefore this
plan is a result of a collaborative workshop by our
district council leadership including the advisory
board, management committee, initiative council
leadership, member volunteers and staff.
Looking ahead to the next two years - under the
leadership of our District Council Chair, John R.
Williams, our Strategic Plan Toolkit will serve as a
framework for future planning, and achievement by
identifying areas of opportunity and advancement.
Efforts identified at the Strategic Planning
workshop and captured in this toolkit will guide the
programming and initiatives developed, supported
and sustained within our district council over the
next two years.
ULI Mission
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 4
ULI is committed to:
Fostering collaboration within and beyond ULI’s
membership through mentoring, dialogue, and
problem solving;
Exploring issues of urbanization, conservation,
regeneration, land use, capital formation, and
sustainable development;
Advancing land use policies and design practices
that respect the uniqueness of both the built and
natural environments;
Sharing knowledge through education, applied
research, publishing, and electronic media; and
Sustaining a diverse global network of local
practice and advisory efforts that address current
and future challenges.
The mission
of the Urban
Land Institute
is to provide
leadership
in the
responsible
use of
land and in
creating and
sustaining
thriving
communities
worldwide.
I would like to thank the members who volunteered
their time to contribute their knowledge, creativity
and expertise to this strategic plan. ULI is truly only
as good as its members and we are fortunate to
have some of the very best right here in our district
council. From past chairs, governance, initiative
council leadership to young leaders you represent
the best and I am grateful for your support.
I see an exciting future in store for the ULI Orange
County/Inland Empire! Engagement is high and I
believe this is a testament to how valuable being
a member of ULI is in the local planning and
development industry. This strategic plan, born of
the members, will serve to guide staff, advisory
board, councils, committees and members in
continuing the strong work we do which has
historically placed us among the strongest District
Councils, worldwide. Here’s to us working together
to further the ULI mission of providing leadership
in the responsible use of land in Orange County/
Inland Empire.
Kendra Chandler
ULI OC/IE Executive Director
Executive Director
Kendra
Chandler
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 6
District Council Chair
John R.
Williams
As a long time member of the most preeminent
organization in the real estate industry, I have seen the
power of convening great minds to make big change.
Communities being built today are different in size, scale
and composition than the ones we once new.
The Orange County/Inland Empire district council is home
to the some of the best, brightest, and most distinguished
business and professionals within our organization. Over
the next two years of my term I intend to work alongside
staff, and membership on the following four key areas
of focus: housing changes and demand, diversity and
inclusion, public sector engagement, university outreach
and engagement.
While each of these individual efforts presents challenges
to traditional models and established metrics for success,
embracing these opportunities for growth will set us
apart by proving our resiliency and shining a light on what
makes us great as a region.
This Strategic Plan Toolkit contained herein is a result of a
workshop conducted with leadership - aimed at building a
framework that will function as a resource and catalyst for
programming and initiatives over the next 2 years.
Having been a part of the workshop effort this past
summer, I am proud of the work done thus far and thank
the membership for volunteering their knowledge and time
to an effort that will undoubtedly shape our communities
and profession.
Thank you for your commitment to this effort and I look
forward to working alongside you over the next two years
John R. Williams, Avanath Capital
ULI OC/IE District Council Chair
About ULIOC / IE
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 8
Programs &
Annual Events
Meeting Schedule:
Quarterly Leadership Meetings
Quartlery Initiative Council Meetings
Programming and Events:
Two programs per month
Two TAPs per year
District
Council
Structure
Initiatives
• Capital Markets
• Multihousing
• NEXT
• Office and Commercial
• Public Realm
• Women’s Leadership Initiative
• Young Leaders Group
“There is immense power
when a group of people
with similar interests gets
together to work toward the
same goals.”
- Idowu Koyenikan
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 10Strategy
Housing
Changes
& Demand1
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 12
Housing
Changes
& Demand
Goal:
Building upon our localized
success as a housing innovator
and leader, we will shift the
pendulum to address demographic
and land use impacts through
convening practitioners and
jurisdictions to have meaningful
dialogue that is both educational
and generative to creating avenues
for success in workforce housing in
our region.
Opportunities:
Workforce (attainable) housing is an issue in our
region because of the lack of affordable land (in the
OC). There is a need for mid-sized developments
(mid-priced), that are connected to transit options.
Collaboration with local agencies is vital in order
to start a dialogue, increase density, identify and
examine infrastructure and access to transit ways
and modes.
Alternatives to traditional housing models must
explore how mixed-use and suburban-urban
programming could lend to an optimization of land
in the interim of large land use access and policy
reform.
Changing demographics must be considered in
new models as well and an in depth understanding
of who we are building communities for including
millennials, aging boomers and the identified
cultural pockets that represent a globally diverse
population in our region.
Transportation and infrastructure must be
examined to encourage connections to existing
landforms while allowing for connection and
flexibility to new housing models. Infrastructure
can be improved to create urban like connections
that encourage walkability, and movement towards
emerging vehicular and modal trends.
Celebrating the unique distinctions of our
presumably disjointed cities may provide an
opportunity to create niche pockets of place that
might appeal to millennials leaving the region for
places with more affordable housing and more
appealing sense of place.
Strategy:
Create a forum based on education
& exploration of land use challenges with
members of the public sector in order to foster
a dialogue that will address policy barriers by
defining potential thresholds of consequences we
face otherwise.
Housing
Changes
& Demand
Look beyond our backyard:
Highlight success stories and bring in officials from
others jurisdictions that are implementing solutions
like small-lot ordinances and ADU’s to provide
evidence of feasibility and economic impact.
Examine retrofitting
the underutilized:
Can underutilized/under-performing retail, parking
lots and golf courses provide viable residential
communities that speak to changing demography
and the need for connected transportation
solutions?
Suburban–urban evolution:
Examine the retrofitting of existing master planned
communities in order to create more walkability via
corridor transit solutions and adding mixed uses.
Re-connect & Re-imagine:
Create a workshop that brings OCTA and
OMNITRANS, together with jurisdictions to discuss
regional connections and local opportunities for
change that will be impacted by or affect the
development of new community models.
Actions:
Prototype - Identify 2 distinct areas
that can serve as a case study
that addresses opportunity areas
we have defined. Identify a place
that serves as a strong model
of success – even if outside our
region.
Partnerships - Identify partnerships
with agencies, jurisdictions, and
trade organizations like APA
that could be partners for larger
programs.
Fresh perspective - Identify new
champions within our district
council leadership that are
engaged in new approaches
to housing and are abreast of
demographic shifts currently
affecting of our region.
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 14
Housing
Changes
& Demand
Metric:
Three to four programs in each fiscal year that will
build upon problems and their potential solutions
examined with partnerships identified within each
program.
Submit two publications to Urban Land Magazine
highlighting our approach to assessing our housing
problem.
Create a toolkit based on myths and facts
observed during our exploration and programmed
events that will serve as a tool and resource that
both celebrates partnerships and creates clarity
of problems and solutions on both sides of the
counter.
Resources:
Examples of successful age-qualified
communities: Rancho Mission Viejo
Innovative ideas: Costa Mesa small lot ordinance
Airbnb, Covington model (70’s)
Retrofits of dead and dying malls to residential:
Main Place, Five Lagunas
Examples:
Five Lagunas: adding new apartments that bring
business to the mall and coordinate parking resources.
Aliso Viejo Town Center: pre-planning and negotiating
multi-tenant consolidation into denser, mixed use area
Resource Links
• WORKFORCE HOUSING IN HIGH COST MARKETS – A TERWILLIGER CENTER FOR
HOUSING CASE STUDY : PRICED OUT
• BUILDING FOR GENERATIONS - 55+ HOUSING
• UNDERSTANDING HOUSING AND TRANSPORTATION COSTS: TERWILLIGER STUDY
• REVERSING THE DECLINE OF CALIFORNIA’S WORKFORCE HOUSING
• AUTONOMOUS VEHICLES - HYPE AND POTENTIAL
• RETROFITTING SUBURBIA
• OC COMMUNITY INDICATORS REPORT
Diversity
& Inclusion2
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 16
5%
Yes
No
Making efforts to be
more representative
Yes
No
35%20%
45%
95%
Currently, within your own company, does your
leadership represent the populations for which
you create communities?
Does understanding your target market population
affect the financial success of your sales and profit?
Goal:
Acknowledging the changing
demographic of our region as
well as the changing face of
practitioners within our field, we
aim to create opportunities for
women and people of color to
engage within our district council.
These efforts will allow for valuable
insight into those for whom we
are developing by those currently
missing from the conversation.
Opportunities:
Historically the development industry has been
dominated by male professionals, however it has
lagged in scaling to the changing demographic of
the ever-evolving populations.
Within the region of our district council, our
population is comprised of ethnic minorities
that are not often represented in land use,
development, design, decision-making or even
within our profession.
The Institute has acknowledged the impact and value
of creating initiatives to enable better representation
of disparate populations such as Young Professional
(YLG/NEXT), Women (WLI) and the age qualified
population (55+Initiative Council). Ethnic diversity has
yet to be successfully addressed though it is evident
that this is a factor for the Americas and specifically
within our district council.
Our council leadership has shared that their
respective companies place value on diversity and
are making efforts to be more representative and
provide opportunities.
Diversity
& Inclusion
Diversity &
Inclusion
Strategy:
Mentor with the audience in mind: Provide
mentorships at all levels that foster a conversation
relevant to the audience.
Educate the membership on how to mentor in a
way that is relevant and tailor a message - the way
we would when marketing a new development to a
target audience.
Utilize resources already developed: Programs like
REDI (Real Estate Diversity Initiative) are already
adopted with marked success in both Colorado
and Minnesota. Identofy a champion for these
efforts by creating a role. (Inner City Advisor and
Chair of Diversity and Inclusion have been roles in
past years.)
Learn from other district councils: Other councils
have years of marked experience with initiatives
already created by the Institute. Create a
conversation and be open to learning lessons from
our peers.
Identify Partners and Leaders: Locally we have
examples of companies that have seen the impact
of diversity initiatives. Sharing these successes in
a forum or program can help increase awareness
and promote additional solutions for advancing the
conversation.
Identify a resource list of partners such as
Asian American Business Association, CREW,
and Hispanic, Black, and Asian Chambers of
Commerce, Chinese American Construction
Professionals (CACP), Asian Business League
of SoCal (ABL), National Association of Hispanic
Real Estate Professionals (NAHREP) as potential
collaborative partners in efforts or programs.
Connect early and in person: Engaging with
various communities at the grass roots level
through outreach events, TAPs, and early
engagement at the high school and university
level are proactive and effective ways to build
momentum and authentic understanding within
our community.
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 18
Diversity &
Inclusion
Actions:
Provide perspective: Based on
workshops comments and notes,
there is an evident need for ULI to
host its own implicit bias trainings,
or generally explain to its members
why diversity is important.
Fresh Perspective: Create opportunities to mentor
and educate university students about professions
in the real estate industry. Connect with Colorado
to learn about their successes and begin the
dialogue before trying to reinvent a wheel.
Build on success: WLI is building
momentum and should look to
increase membership and outreach at
the student level to educate women at
an earlier age about professions and
careers in the real estate arena.
Partnerships: Identify partners that best align with
our mission in the real estate arena and explore
which are most critical to success within our efforts.
Metrics:
An education event or publication: Examine how
to create an education opportunity to enable
an understanding amongst our leadership and
members on why diversity is relevant and vlauable
to success in real estate.
Two programs (TAP, university or high school
presentation, mentorship, etc.) to outreach and
begin dialogue surrounding opportunities to pursue
careers in real estate.
Identify ways/people to support programs and
events like WLI or REDI through cross pollination of
efforts and with partner organizations outside of ULI.
Resource Links:
• URBAN LAND FEATURED VIDEO ON DIVERSITY AND ITS RELEVANCE TO DEVELOPMENT
• AMERICAN DEMOGRAPHY 2030: BURSTING WITH DIVERSITY, YET A BABY BUST
• REAL ESTATE DIVERSITY INITIATIVE – ULI COLORADO
• WOMEN’S LEADERSHIP INITIATIVE – BUILDING A CULTURE OF INCLUSIVITY ULI SD
• WOMEN’S LEADERSHIP INITIATIVE – STRATEGIES TO PROMOTE WOMEN ULI NATIONAL
Public Sector
Engagement3
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 20
Public Sector
Engagement
Planners and officials may have motivations to
support development, however constituents and
residents are a critical element that may be worth
engaging in an educational format.
A common language or translator is needed to
bring clarity in communication for trigger words
like density, affordability, parking variances and
tax credits. Often times, a definition or perception
is outdated and the verbiage is missing an
association with actual physical representation.
ULI has often been associated with a developers
club - public sector professionals may see more
value in peer-to-peer type events. Partnering with
public sector associations and/or having panels
that are representative of their leaders and officials
would motivate participation of both public and
private sector attendees.
Cost to attend programs is a burden and an
arduous approval process in public sector offices.
We must do a better job in creating accessible
paths to get public sector employees at the table
in order to even begin a discussion.
Strategy:
Extend an olive branch and initiate all
communication/messaging with the affirmation
that as ULI we have an ethical interest in promoting
the responsible use of land with a commitment to
dialogue based on education – not debate.
Collaboration is power and partnership with
organizations like APA and AEP on programs will help
get all the right people in a room to listen and engage.
Goal:
Education, outreach and
partnerships are needed to bridge
the gap between the public sector
and private sector in order to
provide an informed prescription
of land use rooted in rehabilitated
policy that is based on current and
real time conditions. Our council
will work to create conversations
via forums, tools, partnerships
and publications that bring players
together and unlock solutions to
hurdles on both sides of the table.
Opportunities:
Education is needed to empathize with issues
impacting constraints and pressures of the public
sector in land use policy and public sector process
in order to frame a sound discussion and avoid
shallow debate.
Support and respond to the need for new and
refreshed tools that are current and supportive of
hurdles being faced by our planning departments.
Share resources and leverage our institutional
credibility. ULI has access to case studies and the
ability to generate real time back yard classrooms
via TAPs that have always proven popular and
helpful to local jurisdictions.
Explore our own resource pool within ULI
Our problems are not always unique to our council.
Northern California has been innovative in a
very active and development averse community.
There are many great success stories in our own
network.
Actions:
TAPs have proven to be a great show of
support and demonstration of what the
Institute can offer in the way of surmounting
development hurdles. These reports can be a
foundation for case studies that are rooted in
public private partnership solutions.
Project tours are compelling and needed to provide
physical demonstration of what policy verbiage
struggles to articulate. These have proven to be eye
opening and excellent fodder for identifying gaps in
land use policy and the built environment.
Celebration of best practices and successful
public/private collaborations through
programs like Good Government awards can
encourage positive engagement in a lighter
format.
Develop and create a set of tools such as an
Affordable Housing 101 workshop (including info on
tax credits, density myths, etc.) or a revived series
of Myths and Facts 2017-2018 publications that
capture lessons learned.
Create a membership or program attendance
solution that either allows for reduced (low
enough to be a cash transaction ex: $10 -
$20 or a quantified number of free seats
per program per agency partner or trade
organization (like APA).
Metrics:
Two TAPs that speak to other initiatives identified in
our strategic plan such as Affordable Housing and
Infrastructure supporting better land use optimization.
Two Programs that partner with public sector
organizations that create a shared forum and
educational opportunity for both sides of the
counter.
Public Sector
Engagement
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 22
Public Sector
Engagement
Two Publications that either document the
programs and/or provide responses via vetted/
researched answers to critical questions identified
at program panel discussion.
Two tours of new models of development and
demonstrate policy evolution either in our district
or in neighboring district councils.
Resources:
Jurisdictions that could serve as
models or examples:
• City of Montebello
• City of Ontario (Scott Murphy, Planning Director)
• Orange County (Colby Cataldi - Development
Services)
• City of Los Angeles (Eric Garcetti, Mayor)
• City of Santa Ana: new openness to multi-family
Local projects that may serve as a case study:
Good Public Private Partnership collaboration
• Orange County
• Ontario and Brookfield: Ontario Ranch
• Garden Grove
• Anaheim: Proactive and helpful zoning staff have
been helping professionals navigate through the
maze.
Resource Links:
• WINNING PUBLIC ENGAGEMENT: A CASE STUDY ON 1028 MARKET STREETAMERICAN
DEMOGRAPHY 2030: BURSTING WITH DIVERSITY, YET A BABY BUST
• NINE PRACTICES OF PUBLIC PRIVATE PARTNERSHIPS
• URBAN PLAN FOR PUBLIC OFFICIALS
• PUBLIC ENGAGEMENT HACKED – AN EVENT RECAP
• MYTHS AND FACTS ABOUT HIGH DENSITY 2005 PUBLICATION
• MYTH AND FACTS - AFFORDABLE AND HIGH DENSITY HOUSING BY HCD 2002
• GOOD GOVERNMENT AWARDS - SPUR
University
Outreach &
Engagement4
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 24
University
Outreach &
Engagement
Opportunities:
Innovation and new ideas are rooted in the ability
to remain informed and engage in new technology,
and emerging trends. Young and fresh perspectives
provide insight into a market that is dependent on
understanding consumers and market trajectory.
Within our district council region we have the
following relationships in some form with the
following regional universities and programs:
• UCI: Paul Merage School of Business,
School of Law, School of Social Ecology
• Cal Poly Pomona
• USC MRED Program
• USC PPD Department
• Chapman University
• CSUF
Goal:
Understanding that a strong
workforce comprised of educated,
innovative, and fresh perspectives
is essential to sustaining a thriving
industry in our district council, we
will develop and support efforts
over the next two years that will
engage and increase opportunities
for university students to establish
careers in real estate within our
region.
University
Outreach &
Engagement
Strategy:
Identify champions in YLG, NEXT who have
members that are recent grads from local
universities and hence will be best at spearheading
outreach to their own respective schools.
Identify resources at each university. Begin with
student-led clubs within our real estate adjacent
programs and create a list of individuals in those
clubs to be our line of communication for events
and promotion.
Prioritize opportunities needed by conducting a
survey of clubs that will allow us to prioritize efforts,
strategize collaborations, and cross-pollinate with
resources that may feed the need of other initiatives
mentioned that are a part of our two-year plan.
Examples of those cross pollination opportunities
could exist with WLI and our diversity initiative.
There are many accredited universities within Orange
County and Inland Empire that we have yet to
establish connections and partnerships with including
UC Riverside and Cal State San Bernardino.
Connecting with students across universities in
our region to all that ULI has to offer, including
a professional network, would introduce the
opportunity to remain in our region and establish
a career in real estate.
There is an overlap of other initiatives within our two-
year strategic plan that are centered on mentorship
of diverse populations as well as introducing careers
in real estate to students earlier on in their education.
We have untapped ambassadors within our younger
professional initiatives who have recently graduated
who still have relationships and connections to local
universities.
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 26
Actions:
Empower leadership and create a University
Outreach initiative/committee
Accurately assess the need by conducting a survey
to help plan and prioritize efforts that are highest
and best use of council time and resources.
Establish partnerships/sponsorships at each
university that gives a quantified number of
‘free admission’ seats to students per year.
This should be scaled depending on how
many programs and student clubs at each
school we can engage/commit to being an
active part of this communication/outreach
initiative.
Metrics:
Establish three programs per year that can be
taken to each university as a means to educate
and engage.
Establish partnerships with at least 3 universities
Increase student engagement to reach 20% more
students per year in each of the 2-year span of this
plan for a 40% increase in student engagement
after 4 years.
Resource Links:
• ULI COLORADO STUDENT SCHOLARSHIP MODEL/DETAILS
• ULI HINES STUDENT COMPETITION
• ULI SF GRADUATE STUDENT FELLOWSHIP MODEL/DETAILS
• WLI AND STUDENT COLLABORATION EXAMPLE - BALTIMORE
University
Outreach &
Engagement
Appendix
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 28
District Council Leadership
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 30
District Council
Chair
Advisory
Board
Chair
Assistant Chair
Mission Advancement Chair
Initiative Council Chairs
At-Large Members
Advisory Board
Membership | Programming | Urban Plan | YLG
Management
Committe
Chair
Assistant Chair
Treasurer
Vice Chair of Membership
Sponsorship
Vice Chair of Outreach
Vice Chair of YLG
Governance
Committe
Governance Chair
Mission Advancement Chair
Past District Council Chairs
Executive
Director
ULI Staff
Initiative Councils
Multi Housing | Capital Markets | Office & Commercial | Public Realm | Womens Leadership | NEXT
Operational
& Support
Structure
2017
John R. Williams
Avanath Capital Management
CHAIR
Denise Ashton
William Hezmalhalch Architects
ASSISTANT CHAIR
Greg Anderson
Shea Properties
VICE CHAIR MULTI-HOUSING
Julie Brinkerhoff-Jacobs
Lifescapes International, Inc.
VICE CHAIR WOMENS LEADERSHIP
Jay Bullock
Rancho Mission Viejo
AT-LARGE
Jessica Candaele
KTGY Architecture + Planning
VICE CHAIR MEMBERSHIP
Robert Caudill
Colliers International
VICE CHAIR OFFICE & COMMERCIAL
Louisa Feletto
William Hezmalhalch Architects
VICE CHAIR, YOUNG LEADERS GROUP
Jason Ficht
JZMK Partners
VICE CHAIR PUBLIC REALM
Valerie Hardman
Outdoor Dimensions
VICE CHAIR, PROGRAMS
Eric Higuchi
Alpha Development Consulting Inc
CO VICE CHAIR, OUTREACH AND INNOVATION
Susan Hori
Manatt, Phelps & Phillips, LLP
AT-LARGE
Randal Jackson
PlaceWorks
IMMEDIATE PAST CHAIR
Steven Kellenberg
Kellenberg Studio
AT-LARGE
John Martin
Martin and Associates, LLC
AT-LARGE
Sean Matsler
Manatt, Phelps & Phillips, LLP
VICE CHAIR NEXT
Jeff Mayer
Mayer Creative
CHAIR GOVERNANCE
Laurence Netherton
GOVERNANCE
Steve PonTell
National Community Renaissance
AT-LARGE
Martin O’Hea
Bixby Land Company
VICE CHAIR, CAPITAL MARKETS
Michael Ruane
National Community Renaissance
CHAIR OF MISSION ADVANCEMENT
Yolanda Sepulveda
Spectacle Design
CO VICE CHAIR, OUTREACH AND INNOVATION
Oscar Uranga
IMG Construction Management
VICE CHAIR TAP
Advisory Board
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 32ManagementCommitteeJohn R. Williams
Avanath Capital Management
CHAIR
Denise Ashton
William Hezmalhalch Architects
ASSISTANT CHAIR
Jessica Candaele
KTGY Architecture + Planning
VICE CHAIR MEMBERSHIP
Eric Higuchi
Alpha Development Consulting, Inc
CO VICE CHAIR, OUTREACH AND INNOVATION
David Kim
The Bascom Group
TREASURER
Alex Leonard
AvalonBay Communities, Inc.
VICE CHAIR, YOUNG LEADERS GROUP
Martin O’Hea
Bixby Land Company
VICE CHAIR
Jeffrey Reder
CenterSquare Investment
Management
ASSISTANT VICE CHAIR
Andrew Amaro
City National Bank
VICE CHAIR OUTREACH
Ken Coatsworth
Sares Regis Group
VICE CHAIR EDUCATION
Amber House
Northwestern Mutual
YOUNG LEADERS GROUP REPRESENTATIVE
Sebastian Trujillo
HFF
YOUNG LEADERS GROUP REPRESENTATIVE
Jeet Desai
Paul Merage School of Business
STUDENT REPRESENTATIVE
Bruce Anderson
Barings
Paul Angle
KeyBank Real Estate Capital
Ron Bonneau
Pacific Coast Capital Partners
Eric Boyd
CrossHarbor Capital Partners, LLC
William Campbell
Knightsbridge Realty Capital
Peter Cassiano
Invesco Real Estate
Robert Durand
KBSCapital MarketsJerome Fink
The Bascom Group
Colin Gamber
Donahue Schriber
Kevin Jennings
Bank of America Merrill Lynch
Scott Magoffin
Barings
McCay Major
John Hancock Real Estate Finance
Group
Jeremy Mape
Western Realco
Scott McPherson
US Bank
John Murray
PIMCO
Scott Murray
Greenlaw Partners, LLC
Richard Putnam
Soonipi Holdings, Ltd.
Scott Read
Newmark Knight Frank
Tom Rutherford
LBA Realty
Thomas Sherlock
Talonvest Capital Inc.
William Shubin
Shubin Nadal Realty Investors
Eric Smyth
CIP Real Estate
Kurt Strasmann
CBRE
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 34Multi HousingGreg Anderson
Shea Properties
VICE CHAIR
Aram Chahbazian
TCA Architects
ASSISTANT VICE CHAIR
Derrek Ostrzyzek
Moran & Company
VICE CHAIR OUTREACH
Michelle Thrakulchavee
City Ventures
VICE CHAIR EDUCATION
Mathew Barbiasz
Raintree Partners
YOUNG LEADERS GROUP REPRESENTATIVE
Megan Palmer
MVE + Partners, Inc.
YOUNG LEADERS GROUP REPRESENTATIVE
Tanner Wolverton
University of California, Irvine
STUDENT REPRESENTATIVE
Morgan Anderson
Arthur J. Gallagher Risk Management
Services Inc.
Scott Baxter
Raintree Partners
Geoff Boler
Eastdil Secured
Marc Chasman
Alliance Residential
Shawn Hansen
Greystar
Eric Herro
Northwestern Mutual
Alex Leonard
AvalonBay Communities, Inc.
Scott McClave
The Bascom Group, LLC
Jeff McNutt
Irvine Apartment Communities
Marjorie Molloy
Berkadia
Bill Montgomery
Sares Regis Group
John Olivier
Fuscoe Engineering, Inc.
Robert Patterson
CBRE
Robert Quarton
Walker & Dunlop
David Robbins
Lewis Management Corp
Darin Schoolmeester
MVE + Partners, Inc.
Jason Silver
Ledcor
Patrick Simons
Western National Properties
Damon Smith
DCI Engineers
Robert Taylor
Invesco Real Estate
Alex Wong
Red Oak Investments, LLC
Sean Matsler
Manatt, Phelps & Phillips, LLP
VICE CHAIR
Jennifer Chirco-Coker
Intracorp Companies
ASSISTANT VICE CHAIR
Bryant Brislin
The Hoffman Company
VICE CHAIR, OUTGOING
Tunde Ogunwole
Trammell Crow Company
VICE CHAIR EDUCATION
Todd Barnett
Wells Fargo Bank
Andy Bratt
Newmark Realty Capital, Inc.
Suzanna Chan
FNTG Builder Services
Johanna Crooker
KTGY Architecture + Planning
Ed Davis
MBK Homes
Colin Gamber
Donahue Schriber
Oscar Graham
Pacifica Investments
Gena Guisar
CSG Consultants
Javier Gutierrez
Stuart Kane, LLP
Daniel Hsu
Mountain Path Capital
Michael Hutaff
William Hezmalhalch Architects
Sarah Klaustermeier
Aimco
Jeremy Krout
EPD Solutions
Nathan McElmurry
SmartStop Asset Management
Buu Ngo
Welbrook Senior Living
Christopher Pierson
William Warren Group
Michael Presser
George Elkins Mortgage Banking
Company
Rick Price
Raintree Partners
Richard Rojas
City of Carson
Hessam Vakili
Gensler
Andrew Watkins
SWA Group
Matt West
City of TustinNEXT
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 36
Robert Caudill
Colliers International
VICE CHAIR
Robert Duncan
Caribou Industries, Inc.
ASSISTANT VICE CHAIR
Barbie Hendon
Commonwealth Land Title Company
VICE CHAIR EDUCATION
Bryce Bunker
YOUNG LEADERS GROUP REPRESENTATIVE
Chase Gilmore
Irvine Company Retail Properties
YOUNG LEADERS GROUP REPRESENTATIVE
Erwin Cruz
University of California Irvine
STUDENT REPRESENTATIVE
John Carbonara
Northwestern Mutual
Lawrence Casey
Donahue Schriber
J. Richard Choate
Choate Parking Consultants, Inc.
Matthew Fogt
Allen Matkins Leck Gamble Mallory &
Natsis, LLC
Dirk Geiger
Bank of America Merrill Lynch
Joe Giordani
NorthMarq Capital
Tom Lam
Buchanan Street Partners
Robert Miranda
Townsend Group
Kathy Reed
Farmers & Merchants Bank
Michael Reynolds
The Concord Group, LLC
Jinger Tapia
Ware Malcomb
Jeffrey Thompson
Rancho Mission Viejo
Terry Thompson
County of San Bernardino
Director of Real Estate Services
Office &Commercial
Jason Ficht
JZMK Partners
VICE CHAIR
Richard Flierl
Katalyst
ASSISTANT VICE CHAIR
Pete Carmichael
City of Irvine
VICE CHAIR OUTREACH
Matt Shannon
Urbanus Group
VICE CHAIR EDUCATION
Dima Galkin
RSG, Inc.
YOUNG LEADERS GROUP REPRESENTATIVE
Daniel Herman
University of California Irvine
STUDENT REPRESENTATIVE
Stephanie Roxas
City of Irvine
YOUNG LEADERS GROUP REPRESENTATIVE
William Crouch
City of Orange
Jane DeLorenzo
Sustainable Options
Patrick Fuscoe
Fuscoe Engineering, Inc.
Jon Goetz
Kronick Moskovitz Tiedemann & Girard
Steven Kellenberg
Kellenberg Studio
John Leehey
Danielian Associates, Inc.
Jonathan Lightfoot
City of San Clemente
David Luzuriaga
Kimley-Horn
Amy Martz
NewOpen Group
Seth Merewitz
Best Best & Krieger LLP
Matthew Michalovsky
PIMCO
Andrew Nelson
Red Oak Investments, LLC
Peter Quintanilla
Michael Baker International
Timothy Ralston
TDR Strategies
Joel Rosen
City of Buena Park
Manuel Trujillo
Irvine Company Retail Properties
Charles Ware
Planner, Urban Designer,
Landscape Architect
Patricia Whitaker
Innovative Housing Opportunities Inc.
Annette Wiley
Wiley Architects
Audrey Young
City of Lake Elsinore
Public Realm
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 38Women’s LeadershipLaura Archuleta
Jamboree Housing Corporation
CO-VICE CHAIR
Julie Brinkerhoff-Jacobs
Lifescapes International, Inc.
CO-VICE CHAIR
Karen Gulley
PlaceWorks
CO-ASSISTANT VICE CHAIR
Robin Robinson
Fuscoe Engineering, Inc.
CO-ASSISTANT VICE CHAIR
Astrid Collins
Mobilite
VICE CHAIR EDUCATION
Christine Geronaga Obnial
Architects Orange
VICE CHAIR OUTREACH
Natalie Ashlock
Lifescapes International Inc.
YOUNG LEADERS GROUP REPRESENTATIVE
Nairi Siddiqi
Stuart Kane LLP
YOUNG LEADERS GROUP REPRESENTATIVE
Anne Bretana
Gensler
Ann Caruana
Avanath Capital Management
Tricia Esser
KTGY Architecture + Planning
Jenna Figueroa
Wave Hospitality Advisors
Jessica Fritz
William Hezmalhalch Architects
Rian Graber
Meyers Research LLC, a Kennedy Wilson
Company
Amber Heredia
PSOMAS
Michelle Hoalton
PACE Advanced Water Engineering
Susan Hori
Manatt, Phelps & Phillips, LLP
Frawn Morgan
LDC Advisors
Hitta Mosesman
RSG, Inc.
Vickie Oshima
MVE + Partners, Inc.
Kate Seabaugh
John Burns Real Estate Consulting
Lori Smith
ORION Property Partners
Deirdre Spalding
TMC America LLC
Noelle Steele
Michael Baker International
Karen Williamson
Capital One Bank
Angela Woodward
ima design
Young LeadersLouisa Feletto
William Hezmalhalch Architects
VICE CHAIR
Alex Leonard
AvalonBay Communities, Inc.
ASSISTANT VICE CHAIR
Natalie Ashlock
Lifescapes International Inc.
Mathew Barbiasz
Raintree Partners
Bryce Bunker
Pacifica Planning Group
Nathan Buxser
Solomon Cordwell Buenz
Jingjing Cheng
Colliers International
Christine DePillo
JP Morgan Chase
David Dieguez
Jenna Figueroa
Wave Hospitality Advisors
Dima Galkin
RSG, Inc.
Chase Gilmore
Irvine Company Office Properties
Amber House
Northwestern Mutual
Timothy Huynh
Brookfield Residential
Tom Lam
University of Southern California -
MRED
Jonathan Lightfoot
City of San Clemente
John Marshall
NorthMarq Capital
Kevin Martin
Irvine Company Office Properties
Katie Nilmeier
Langan
Megan Palmer
MVE + Partners, Inc.
Danielle Reppen
Brookfield Residential
Stephanie Roxas
City of Irvine
Kate Seabaugh
John Burns Real Estate Consulting
Philip Shehade
Murow|CM
Nairi Siddiqi
Stuart Kane LLP
Noelle Steele
Michael Baker International
Amanda Tropiano
De Novo Planning Group
Sebastian Trujillo
HFF
Mike West
Inland West
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 40
Code of
Ethics
ULI relies heavily on the experience
of its members. It is through member
involvement and information
resources that ULI has been able
to set standards of excellence in
development practice. The Institute
has long been recognized as one
of the world’s most respected and
widely quoted sources of objective
information on urban planning,
growth, and development.
To become a ULI
member, you must
commit to the
following code
of ethics:
• Respect for the Land
• Respect for the Profession
• Respect for the Consumer
• Respect for the Public
• Respect for Equality of Opportunity
• Respect for Others in the Land Use
& Development Profession
• Respect for the Larger Environment
• Respect for the Future
• Respect for Future Generations
• Respect for Personal Integrity
ULI OC/IE DISTRICT COUNCIL STAFF (FROM LEFT TO RIGHT)
KATIE HOLST, SENIOR ASSOCIATE; KENDRA CHANDLER, EXECUTIVE DIRECTOR; STACY GREER, MANAGER
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 41
Thank YouThank you to leadership
who participated in the
2017-2018 workshop.
Scott Ashlock
Denise Ashton
Jay Bullock
Julie Brinkerhoff-Jacobs
Bill Campbell
Robert Caudill
Aram Chahbazian
Kendra Chandler
Jeff Enes
Louisa Feletto
Stacy Greer
Valerie Hardman
Daniel Herman -workshop recorder
Eric Higuchi
Katie Holst
Susan Hori
Randy Jackson
Steven Kellenberg
David Kim
Dana Kovach - workshop recorder
Alex Leonard
Johnathan Lightfoot - workshop recorder
Regina Marston
John Martin
Sean Matsler
Jeff Mayer
Larry Netherton
Vickie Oshima - workshop recorder
Mike Ruane
Yolanda Sepulveda - workshop facilitator
Oscar Uranga
John R. Williams
ULI Orange County + Inland Empire | Strategic Plan Toolkit | 2017-2018 | 42
Hi...
Nice to meet you!
We are the Orange County Inland / Empire District Council located in
Southern California comprised of 95 cities and spanning 3 counties.
We are a thriving, uniquely diverse, suburban-urban metropolitan region
spanning from the coast of Orange County through to the mountains and
desert of the Inland Empire. Our communities represent a story of an evolving
American dream flourishing with diversity in age, culture, ethnicity, housing
and industry.
Bounded by regions of Los Angeles County and San Diego County, we are
distinctly different from our neighbors in that we do not contain a singular city
center or core. Rather, we are comprised of a collection of distinctive hubs,
housing, commerce and industry connected through transit corridors linking
us to our sister cities and neighboring regions.
With over 1000 members we are the 13th largest District Council
worldwide. Our members are active and committed to the Institute with
227 Full Members, 143 National Product Council Members, 6 current &
past Trustees and 18 current & past Governors.
We are excited to share more with you in the years to come!
Get to know us!
ULI Orange County Inland Empire
5151 California Avenue, Suite 100
Irvine, CA 92617
orangecounty.uli.org
HEARING DRAFT | OCTOBER 19, 2018
BEACH BOULEVARD
SPECIFIC PLANDRA
F
TAF
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BEB
BEACH BOULEVARD SPECIFIC PLAN | HEARING DRAFT OCTOBER 2018
CITY COUNCIL
Tom Tait, Mayor
James Vanderbilt, Council Member
Jose F. Moreno, Mayor Pro-Tempore
Kris Murray, Council Member
Denise Barnes, Council Member
Lucille Kring, Council Member
Stephen Faessel, Council Member
PLANNING COMMISSION
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Michelle Lieberman, Chair Pro-Tempore
John Armstrong, Commissioner
Jess Carbajal, Commissioner
John A. Gillespie, Commissioner
Kimberly Keys, Commissioner
Steve White, Commissioner
ACKNOWLEDGMENTS
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Amanda Edinger, West District Neighborhood
Council
Carol Judy, Anacapa Community Residents
Cynthia Hall, At-Large Seat
Denny Ahir, Motel Owner
Esther Wallace, West Anaheim Neighborhood
Development Council
Javier Gonzalez, Anaheim Family YMCA
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Leodegario Barcena, West Anaheim Apartment
Residents
Max Aranki, Arab American Community Center
Nathan Zug, Anaheim Religious Community Council
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Queen Kwembe, Project SAY (Save Anaheim’s Youth)
Rod Pierson, Senior Mobile Home Park Residents
Shereen Ameri, At-Large Seat
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William Judy, Anacapa Community Residents
BEACH BOULEVARD SPECIFIC PLAN
COMMUNITY ADVISORY COMMITTEE
HEARING DRAFT OCTOBER 2018| BEACH BOULEVARD SPECIFIC PLAN
CITY STAFF
Community & Economic Development
John Woodhead, Community and Economic
Development Director
Grace Stepter, Deputy Community and Economic
Development Director
Jessica Gonzales, Economic Development Manager
Laura Alcala, Community Investment Manager
Andy Nogal, Community Investment Manager
Kevin Clausen-Quiroz, Project Manager II
Community Services
Anaheim Sporn, Community Services Superintendent
Pamela Galera, Principal Project Planner
Planning & Building
David Belmer, Planning and Building Director
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Roger Bennion, Code Enforcement Supervisor
Susan Kim, Principal Planner
Gustavo Gonzalez, Senior Planner
City Attorney's Office
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Fire
Allen Hogue, Deputy Fire Marshal
Police
Craig Friesen, Lieutenant
Robert Dunn, Lieutenant
Timothy Schmidt, Lieutenant
Public Works
Rudy Emami, Public Works Director
Carlos Castellanos, City Engineer
David Mori, Design Services Manager
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Cesar Carrillo, Principal Civil Engineer
Mike Eskander, Principal Civil Engineer
Linda Johnson, Principal Planner
Shawn Azarhoosh, Associate Engineer
ZĂĨĂĞůŽďŝĂŶ͕WƌŝŶĐŝƉĂůdƌĂĸĐ ŶŐŝŶĞĞƌ
ĂǀŝĚ<ĞŶŶĞĚLJ͕ƐƐŽĐŝĂƚĞdƌĂŶƐƉŽƌƚĂƟŽŶ ŶŐŝŶĞĞƌ
DŝĐŚĂĞů>ĞŐŐĞƩ͕ZĞƐŽƌƚKƉĞƌĂƟŽŶƐ^ƵƉĞƌǀŝƐŽƌ
Mike Atkinson, Resort Superintendent
Public Utilities
Graham Bowen, Assistant General Manager
Janet Lonneker, Assistant General Manager
Phil Hayes, Business and Community Programs
Manager
&ƌĞĚĂƌǀĂƌnj͕dƌĂŶƐŵŝƐƐŝŽŶĂŶĚŝƐƚƌŝďƵƟŽŶDĂŶĂŐĞƌ
Tim Bass, Senior Electrical Engineer
BEACH BOULEVARD SPECIFIC PLAN | HEARING DRAFT OCTOBER 2018
ACKNOWLEDGMENTS
CONSULTANTS
PlaceWorks
Karen Gulley, Principal
Bill Halligan, Esq., Principal, Environmental Services
Suzanne Schwab, AICP, Senior Associate
ZLJĂŶWŽƩĞƌ͕/W͕ƐƐŽĐŝĂƚĞ
Fehr & Peers
Jason Pack, PE, Principal
WĂƵů,ĞƌƌŵĂŶŶ͕W ͕^ĞŶŝŽƌdƌĂŶƐƉŽƌƚĂƟŽŶ ŶŐŝŶĞĞƌ
BAE Urban Economics
Sherry Rudnak, Principal
Aaron Barker, Senior Associate
Arellano Associates
Laura Muna-Landa, Senior Project Manager
Ariel AlconTapia, Assistant Project Coordinator
Fuscoe Engineering
Ian Adam, MESM, CPSWQ, QSD,
Principal/Stormwater Manager
Stephanie Castle Zinn, Water Resources Specialist
Schweitzer + Associates, Inc.
:ƵĚŝ^ĐŚǁĞŝƚnjĞƌ͕sŝĐĞWƌĞƐŝĚĞŶƚͬ^ĞŶŝŽƌ džĞĐƵƟǀĞ
Crowdbrite
Darin Dinsmore, President & CEO
SPECIAL RECOGNITION
California Strategic Growth Council
^ƵƐƚĂŝŶĂďůĞŽŵŵƵŶŝƟĞƐWůĂŶŶŝŶŐ'ƌĂŶƚĂŶĚ
/ŶĐĞŶƟǀĞƐWƌŽŐƌĂŵ
dŚĞǁŽƌŬƵƉŽŶǁŚŝĐŚƚŚŝƐƉƵďůŝĐĂƟŽŶŝƐďĂƐĞĚǁĂƐ
funded in whole or in part through a Sustainable
ŽŵŵƵŶŝƟĞƐ'ƌĂŶƚĂǁĂƌĚĞĚďLJƚŚĞ^ƚƌĂƚĞŐŝĐ'ƌŽǁƚŚ
Council.
Disclaimer
The statements and conclusions of this report are
those of the Grantee and/or Subcontractor and not
necessarily those of the Strategic Growth Council or
ŽĨƚŚĞĞƉĂƌƚŵĞŶƚŽĨŽŶƐĞƌǀĂƟŽŶŽƌŝƚƐĞŵƉůŽLJĞĞƐ͘
The Strategic Growth Council and the Department
ŽĨŽŶƐĞƌǀĂƟŽŶŵĂŬĞŶŽǁĂƌƌĂŶƟĞƐ͕ĞdžƉƌĞƐƐŽƌ
ŝŵƉůŝĞĚ͕ĂŶĚĂƐƐƵŵĞŶŽůŝĂďŝůŝƚLJĨŽƌƚŚĞŝŶĨŽƌŵĂƟŽŶ
contained in the succeeding text.
HEARING DRAFT OCTOBER 2018| BEACH BOULEVARD SPECIFIC PLAN
TABLE OF CONTENTS
CHAPTER 1
Introduction: Improve the Boulevard....................3
ϭ͘ϭ >ŽĐĂƟŽŶͶdŚĞ,ĞĂƌƚŽĨtĞƐƚŶĂŚĞŝŵ ....................4
1.2 Purpose and Authority .............................................7
ϭ͘ϯ KƌŐĂŶŝnjĂƟŽŶŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶŽĐƵŵĞŶƚ ............8
1.4 Community Involvement ..........................................9
ϭ͘ϱ ZĞůĂƟŽŶƐŚŝƉƚŽKƚŚĞƌWůĂŶƐ͕WƌŽŐƌĂŵƐ͕ŐĞŶĐŝĞƐ͕
ĂŶĚZĞŐƵůĂƟŽŶƐ ......................................................13
1.6 Environmental Clearance........................................17
CHAPTER 2
Themes, Vision, & Guiding Principles ................21
2.1 Key Themes ............................................................21
2.2 Vision ...................................................................... 23
2.3 Guiding Principles ...................................................24
CHAPTER 3
Context: History & Existing Land Use .................31
3.1 History.....................................................................31
ϯ͘Ϯ džŝƐƟŶŐ>ĂŶĚhƐĞƐŽĨĞĂĐŚŽƵůĞǀĂƌĚĂŶĚƚŚĞ
^ƵƌƌŽƵŶĚŝŶŐŝƟĞƐ ..................................................32
ϯ͘ϯ džŝƐƟŶŐDĂƌŬĞƚŽŶĚŝƟŽŶƐ .....................................38
ϯ͘ϰ džŝƐƟŶŐ^ƵƐƚĂŝŶĂďŝůŝƚLJ īŽƌƚƐ ..................................45
CHAPTER 4
The Plan .......................................................................51
ϰ͘ϭ /ŶƚƌŽĚƵĐƟŽŶ ............................................................51
ϰ͘Ϯ >ĂŶĚhƐĞ .................................................................51
4.3 Corridor Design Concepts .......................................64
ϰ͘ϰ WĂƌŬƐĂŶĚZĞĐƌĞĂƟŽŶ ..............................................86
4.5 Sustainability ..........................................................88
4.6 Mobility .................................................................. 92
4.7 Infrastructure .......................................................109
4.8 Police and Fire Service ..........................................121
CHAPTER 5
Administration + Implementation ..................125
ϱ͘ϭ ^ƉĞĐŝĮĐWůĂŶĚŽƉƟŽŶ ..........................................125
ϱ͘Ϯ ^ƉĞĐŝĮĐWůĂŶŵĞŶĚŵĞŶƚƐ ...................................125
ϱ͘ϯ ^ƉĞĐŝĮĐWůĂŶĚũƵƐƚŵĞŶƚƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϮϱ
5.4 Zoning and Development Standards .....................125
ϱ͘ϱ ^ƉĞĐŝĮĐWůĂŶĚŵŝŶŝƐƚƌĂƟǀĞĚũƵƐƚŵĞŶƚƐ ............125
ϱ͘ϲ /ŶƚĞƌƉƌĞƚĂƟŽŶ .......................................................125
ϱ͘ϳ EŽŶĐŽŶĨŽƌŵŝƟĞƐ ...................................................125
5.8 Project Approval Process ......................................126
5.9 Severability ...........................................................126
ϱ͘ϭϬ^ƉĞĐŝĮĐWůĂŶ ŶǀŝƌŽŶŵĞŶƚĂů/ŵƉĂĐƚZĞƉŽƌƚĂŶĚ
DŝƟŐĂƟŽŶDŽŶŝƚŽƌŝŶŐ ..........................................126
ϱ͘ϭϭ/ŵƉůĞŵĞŶƚĂƟŽŶ ....................................................128
APPENDIX A
Development Code
APPENDIX B
Community Outreach Summary
APPENDIX C
Preliminary Market Analysis and Motel
Demand Study
APPENDIX D
Sustainability Existing Conditions Report
BEACH BOULEVARD SPECIFIC PLAN | HEARING DRAFT OCTOBER 2018
TABLE OF CONTENTS
LIST OF FIGURES
&ŝŐƵƌĞϭͲϭZĞŐŝŽŶĂů>ŽĐĂƟŽŶ ............................................4
Figure 1-2 Local Vicinity ....................................................5
Figure 3-1 Development Eras .........................................33
&ŝŐƵƌĞϯͲϮ džŝƐƟŶŐ>ĂŶĚhƐĞ ...........................................35
&ŝŐƵƌĞϯͲϯ džŝƐƟŶŐ>ĂŶĚhƐĞƌĞĂŬĚŽǁŶ ........................37
Figure 4-1 Development Areas .......................................55
Figure 4-2 Areas Likely to Change ...................................57
&ŝŐƵƌĞϰͲϯ/ůůƵƐƚƌĂƟǀĞWĞƌƐƉĞĐƟǀĞĨŽƌƚŚĞŽŶĐĞƉƚƵĂů
Development of the East Corner
of Beach Boulevard and Lincoln Avenue.........................58
&ŝŐƵƌĞϰͲϰ/ůůƵƐƚƌĂƟǀĞZĞǀŝƚĂůŝnjĂƟŽŶŽŶĐĞƉƚƐĨŽƌƚŚĞ
ĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶƌĞĂ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϲϬ
&ŝŐƵƌĞϰͲϱ/ůůƵƐƚƌĂƟǀĞWĞƌƐƉĞĐƟǀĞĨŽƌŽŶĐĞƉƚƵĂů
Development the Southeast Corner of
Beach Boulevard and Ball Road ......................................62
&ŝŐƵƌĞϰͲϳ/ůůƵƐƚƌĂƟǀĞWĞƌƐƉĞĐƟǀĞĨŽƌŽŶĐĞƉƚƵĂů
Development of the Southwest Corner of Beach Boulevard
and Orange Avenue ........................................................64
&ŝŐƵƌĞϰͲϴ/ůůƵƐƚƌĂƟǀĞWĞƌƐƉĞĐƟǀĞĨŽƌŽŶĐĞƉƚƵĂů
Development of the West Side of Beach Boulevard
between Orange Avenue and Ball Road .........................66
&ŝŐƵƌĞϰͲϵWƌŽƉŽƐĞĚ^ƚƌĞĞƚƌŽƐƐ^ĞĐƟŽŶͲ
Beach Boulevard .............................................................71
&ŝŐƵƌĞϰͲϭϬŽŶĐĞƉƚƵĂůWůĂŶƟŶŐWůĂŶWĂƩĞƌŶ ................72
Figure 4-11 Proposed Branding for Beach Boulevard .....83
&ŝŐƵƌĞϰͲϭϮůƚĞƌŶĂƟǀĞtĂLJƐƚŽ/ŶĐŽƌƉŽƌĂƚĞ
Open Space in Future Development Projects .................84
&ŝŐƵƌĞϰͲϭϯZŽĂĚǁĂLJůĂƐƐŝĮĐĂƟŽŶƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϵϱ
Figure 4-14 Crosswalk Improvements ............................97
&ŝŐƵƌĞϰͲϭϱ džŝƐƟŶŐĂŶĚWƌŽƉŽƐĞĚŝŬĞǁĂLJƐ ..................99
Figure 4-16 Proposed Carbon Creek Bikeway
ŽŶŶĞĐƟŽŶ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϬϭ
Figure 4-17 Transit Routes ............................................105
&ŝŐƵƌĞϰͲϭϴŶĂŚĞŝŵZĞƐŽƌƚdƌĂŶƐƉŽƌƚĂƟŽŶZŽƵƚĞƐ ....107
Figure 4-19 Proposed Storm Drain Improvements .......111
Figure 4-20 Proposed Sewer Improvements ................115
Figure 4-21 Proposed Water System Improvements ....119
Figure 5-1 Project Approval Process Chart ...................127
LIST OF TABLES
Table 3-1 Employment by Industry, 2011–2016 .............39
Table 3-2 Resident Employment by Industry, 2015 ........42
dĂďůĞϯͲϯ'ƌĞĞŶ,ŽƵƐĞ'ĂƐZĞĚƵĐƟŽŶ͗
Current Status and Targets, 2015-2030 ..........................46
dĂďůĞϰͲϭĞǀĞůŽƉŵĞŶƚƌĞĂ^ƚĂƟƐƟĐĂů^ƵŵŵĂƌLJ..........54
dĂďůĞϰͲϮdƌĞĞĂŶĚWůĂŶƚWĂůĞƩĞ .....................................74
dĂďůĞϰͲϯZŽĂĚǁĂLJůĂƐƐŝĮĐĂƟŽŶƐ ..................................93
dĂďůĞϰͲϰŝĐLJĐůĞ&ĂĐŝůŝƚLJĞĮŶŝƟŽŶƐ ...............................96
dĂďůĞϱͲϭ/ŵƉůĞŵĞŶƚĂƟŽŶĐƟŽŶWůĂŶ .........................132
CHAPTER 1:INTRODUCTION
2 | INTRODUCTION | HEARING DRAFT OCTOBER 2018
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018| INTRODUCTION | 3
1
dŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶ;^WͿŝƐƚŚĞƌĞƐƵůƚ
ŽĨĂĨŽĐƵƐĞĚĂŶĚĐŽŵƉƌĞŚĞŶƐŝǀĞĞīŽƌƚŝŶǀŽůǀŝŶŐƚŚĞ
ŝƚLJŽĨŶĂŚĞŝŵĂŶĚƚŚĞtĞƐƚŶĂŚĞŝŵŽŵŵƵŶŝƚLJ͘
dŚŝƐ^ƉĞĐŝĮĐWůĂŶŐƵŝĚĞƐĨƵƚƵƌĞĚĞǀĞůŽƉŵĞŶƚĂůŽŶŐĂ
ϭ͘ϱͲŵŝůĞƐƚƌĞƚĐŚŽĨĞĂĐŚŽƵůĞǀĂƌĚďĞƚǁĞĞŶƚŚĞĐŝƟĞƐ
ŽĨƵĞŶĂWĂƌŬĂŶĚ^ƚĂŶƚŽŶ͘dŚĞŝƚLJĂŶĚĐŽŵŵƵŶŝƚLJ
ĚĞƐŝƌĞƚŽƌĞĂĐƟǀĂƚĞƚŚĞĐŽƌƌŝĚŽƌĂƐĂŶĞĐŽŶŽŵŝĐĂůůLJ
ǀŝďƌĂŶƚĨŽĐĂůĂƌĞĂŝŶŶĂŚĞŝŵ͘ŽŶƐĞƋƵĞŶƚůLJ͕ĂŶĞǁ
ĐŽŵŵƵŶŝƚLJͲĚƌŝǀĞŶǀŝƐŝŽŶǁŝůůĂĐƟǀĂƚĞƚŚĞĐŽƌƌŝĚŽƌ
ƚŚƌŽƵŐŚ ŝŵƉůĞŵĞŶƚĂƚŝŽŶ ŽĨ ƚŚŝƐ WůĂŶ͘ ^ƵƉƉŽƌƚĞĚ
ďLJŵŽĚĞƌŶĚĞǀĞůŽƉŵĞŶƚƐƚĂŶĚĂƌĚƐ͕ĞĐŽŶŽŵŝĐĂŶĚ
ƐƵƐƚĂŝŶĂďůĞĐŽŵŵƵŶŝƚLJĚĞǀĞůŽƉŵĞŶƚŝŶĐĞŶƟǀĞƐ͕ĂŶĚ
ĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƐ͕ƚŚĞ^WŚŽůŝƐƟĐĂůůLJĂĚĚƌĞƐƐĞƐ
ƚŚĞĨƵƚƵƌĞŽĨĞĂĐŚŽƵůĞǀĂƌĚͶƚŚĞŚĞĂƌƚŽĨtĞƐƚ
ŶĂŚĞŝŵ͘
^ƚĂƚĞZŽƵƚĞϯϵͶĞĂĐŚŽƵůĞǀĂƌĚͶǁĂƐŽŶĐĞŬŶŽǁŶ
ĂƐƚŚĞΗZŽĂĚƚŽ^ƵŵŵĞƌΗĂƐŝƚǁĂƐŚŝƐƚŽƌŝĐĂůůLJƚŚĞŽŶůLJ
ŶŽƌƚŚͬƐŽƵƚŚƌŽƵƚĞƚŽƚŚĞKƌĂŶŐĞŽƵŶƚLJďĞĂĐŚĞƐ͘dŚĞ
ŵĂũŽƌŝƚLJŽĨĚĞǀĞůŽƉŵĞŶƚŝŶƚŚĞĂƌĞĂƚŽŽŬƉůĂĐĞĚƵƌŝŶŐ
ƚŚĞϭϵϲϬƐĂŶĚϭϵϳϬƐ͘DŽƚĞůƐƉŽƉƵůĂƚĞĚƚŚĞƌŽƵƚĞ
ƉƌŽǀŝĚŝŶŐĂĐĐŽŵŵŽĚĂƟŽŶƐĨŽƌǀŝƐŝƚŽƌƐ͘^ƵƉƉŽƌƟŶŐ
ĐŽŵŵĞƌĐŝĂůĂŶĚƐĞƌǀŝĐĞͲŽƌŝĞŶƚĞĚƵƐĞƐĨŽůůŽǁĞĚ͘
ĞƐŝŐŶĂƚĞĚďLJƚŚĞ^ŽƵƚŚĞƌŶĂůŝĨŽƌŶŝĂƐƐŽĐŝĂƟŽŶ
ŽĨ'ŽǀĞƌŶŵĞŶƚƐĂƐĂ,ŝŐŚYƵĂůŝƚLJdƌĂŶƐŝƚŽƌƌŝĚŽƌ͕
ĞĂĐŚŽƵůĞǀĂƌĚ͛ƐƉƌŝŵĂƌLJĨƵŶĐƟŽŶŝƐƐƟůůĨŽƌŵŽƚŽƌ
ǀĞŚŝĐůĞƐ͘EŽŶͲŵŽƚŽƌŝnjĞĚŵŽĚĞƐŽĨƚƌĂŶƐƉŽƌƚĂƟŽŶ
ƐƵĐŚĂƐǁĂůŬŝŶŐĂŶĚďŝŬŝŶŐĂƌĞŶŽƚǁĞůůŝŶƚĞŐƌĂƚĞĚ
ĂůŽŶŐƚŚĞƐƚƌĞĞƚ͘ĚĚŝƟŽŶĂůůLJ͕ŵĂŶLJŽĨƚŚĞůĂŶĚƵƐĞƐ
ĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌĚŽŶŽƚĐŽŶƚƌŝďƵƚĞƚŽƚŚĞƉŽƐŝƟǀĞ
ƋƵĂůŝƟĞƐŽĨƚŚĞƐƵƌƌŽƵŶĚŝŶŐĐŽŵŵƵŶŝƚLJ͘dŚĞĚĞĐůŝŶŝŶŐ
ƌĞƚĂŝůĐĞŶƚĞƌƐ͕ŵŽƚĞůƐ͕ĂŶĚǀĂĐĂŶƚůĂŶĚƐĐŽŶƚƌŝďƵƚĞƚŽ
ƚŚĞĂƌĞĂΖƐŚŝŐŚĐƌŝŵĞƌĂƚĞĂŶĚĞĐŽŶŽŵŝĐĚĞƚĞƌŝŽƌĂƟŽŶ͘
dŚĞŝŶƚĞŶƚŽĨƚŚŝƐ^ƉĞĐŝĮĐWůĂŶŝƐƚŽĐƌĞĂƚĞĂŶĞǁ͕
ƚĂŝůŽƌĞĚĂŶĚŇĞdžŝďůĞƌĞŐƵůĂƚŽƌLJĞŶǀŝƌŽŶŵĞŶƚ͕ůĂŶĚ
ƵƐĞƉůĂŶ͕ĚĞǀĞůŽƉŵĞŶƚŝŶĐĞŶƟǀĞƐ͕ĂŶĚƐƚƌĞĞƚƐĐĂƉĞ
ĞŶŚĂŶĐĞŵĞŶƚƐƚŽŝŵƉƌŽǀĞĐŽŶĚŝƟŽŶƐĂůŽŶŐĞĂĐŚ
ŽƵůĞǀĂƌĚĂŶĚĂƩƌĂĐƚĞĐŽŶŽŵŝĐŝŶǀĞƐƚŵĞŶƚƚŽƚŚĞ
ĂƌĞĂ͘
dŚĞ^ƉĞĐŝĮĐWůĂŶƉƌŽĐĞƐƐŝŶĐůƵĚĞĚƚŚĞĐŽŵŵƵŶŝƚLJ
ĂƚĞǀĞƌLJƐƚĂŐĞ͘dŚĞǀŝƐŝŽŶĂŶĚŐƵŝĚŝŶŐƉƌŝŶĐŝƉůĞƐ͕
ƉƌŽǀŝĚĞĚ ŝŶ ŚĂƉƚĞƌ Ϯ͕ ǁĞƌĞ ĐƌĞĂƚĞĚ ǁŝƚŚ ƚŚĞ
ĐŽŵŵƵŶŝƚLJĂŶĚŚŝŐŚůŝŐŚƚƚŚĞƚŚĞŵĞƐƚŚĂƚĞŵĞƌŐĞĚ
ƚŚƌŽƵŐŚŽƵƚƚŚĞƉƌŽĐĞƐƐ͘dŚĞLJĂƌĞƚŚĞĨŽƵŶĚĂƟŽŶĨŽƌ
ƚŚŝƐWůĂŶĂŶĚĐŽŶƟŶƵĞƚŽĨŽĐƵƐŝƚLJŝŵƉƌŽǀĞŵĞŶƚƐ
ŝŶƚŚĞtĞƐƚŶĂŚĞŝŵĂƌĞĂ͘dŚĞƉƌŽĐĞƐƐĂŶĚƐƚĞƉƐƚŽ
ƌĞĂůŝnjĞƚŚĞǀŝƐŝŽŶĂƌĞĚŝƐĐƵƐƐĞĚƚŚƌŽƵŐŚŽƵƚƚŚŝƐWůĂŶ
ĂŶĚŝŶŐƌĞĂƚĞƌĚĞƚĂŝůŝŶŚĂƉƚĞƌϱ͕ĚŵŝŶŝƐƚƌĂƟŽŶĂŶĚ
/ŵƉůĞŵĞŶƚĂƟŽŶ͘
dŚĞŝƚLJƌĞĐĞŝǀĞĚĨƵŶĚŝŶŐĨŽƌƚŚŝƐWůĂŶƚŚƌŽƵŐŚƚŚĞ
ĂůŝĨŽƌŶŝĂ ^ƚƌĂƚĞŐŝĐ 'ƌŽǁƚŚ ŽƵŶĐŝů͛Ɛ ^ƵƐƚĂŝŶĂďůĞ
ŽŵŵƵŶŝƟĞƐWůĂŶŶŝŶŐ'ƌĂŶƚĂŶĚ/ŶĐĞŶƟǀĞƐWƌŽŐƌĂŵ͘
/ŵƉůĞŵĞŶƚĂƟŽŶŽĨƚŚĞWůĂŶǁŝůůƐƚƌĞŶŐƚŚĞŶƚŚĞtĞƐƚ
ŶĂŚĞŝŵ ĐŽŵŵƵŶŝƚLJ ĂŶĚ ƐƵƉƉŽƌƚ ƚŚĞ ^ƚƌĂƚĞŐŝĐ
'ƌŽǁƚŚŽƵŶĐŝůΖƐƉƌŽŐƌĂŵŐŽĂůƐƚŽ͗
• ,ĞůƉůŽĐĂůŐŽǀĞƌŶŵĞŶƚƐŵĞĞƚƚŚĞĐŚĂůůĞŶŐĞƐ
ŽĨĂĚŽƉƟŶŐůĂŶĚƵƐĞƉůĂŶƐ
• /ŵƉůĞŵĞŶƚƐƚƌĂƚĞŐŝĞƐƚŽƚƌĂŶƐĨŽƌŵ
ĐŽŵŵƵŶŝƟĞƐĂŶĚĐƌĞĂƚĞůŽŶŐͲƚĞƌŵ
ƉƌŽƐƉĞƌŝƚLJ
dŚĞ^ƚƌĂƚĞŐŝĐ'ƌŽǁƚŚŽƵŶĐŝů;^'ͿĚĞĨŝŶĞƐĂ
ƐƵƐƚĂŝŶĂďůĞĐŽŵŵƵŶŝƚLJĂƐŽŶĞƚŚĂƚƉƌŽŵŽƚĞƐĞƋƵŝƚLJ͕
ƐƚƌĞŶŐƚŚĞŶƐƚŚĞĞĐŽŶŽŵLJ͕ƉƌŽƚĞĐƚƐƚŚĞĞŶǀŝƌŽŶŵĞŶƚ͕
ĂŶĚƉƌŽŵŽƚĞƐŚĞĂůƚŚLJ͕ƐĂĨĞĐŽŵŵƵŶŝƟĞƐͶƚŚĞƐĂŵĞ
ĨĂĐƚŽƌƐƚŚĂƚĂƌĞŬĞLJƚŽƚŚĞƐƵĐĐĞƐƐŽĨƚŚĞĞĂĐŚ
ŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶĂŶĚƌĞǀŝƚĂůŝnjĂƟŽŶŽĨtĞƐƚ
ŶĂŚĞŝŵ͘ƐƉĂƌƚŽĨƚŚĞ^'ŐƌĂŶƚ͕ƚŚĞŝƚLJĞƐƚĂďůŝƐŚĞĚ
ůŽŶŐͲƚĞƌŵŽďũĞĐƟǀĞƐƚŽůĂLJƚŚĞŝŶŝƟĂůŐƌŽƵŶĚǁŽƌŬ
ĨŽƌĐƌĞĂƟŶŐĂƐƵƐƚĂŝŶĂďůĞƉůĂŶ͘dŚĞ^WŽďũĞĐƟǀĞƐ
ŝŶĐůƵĚĞ͗
• /ŶĐƌĞĂƐŝŶŐŝŶĮůůĂŶĚĐŽŵƉĂĐƚĚĞǀĞůŽƉŵĞŶƚ
ĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ
• ZĞǀŝƚĂůŝnjĂƟŽŶŽĨƚŚĞ^WĂƌĞĂĂƐĂŶƵƌďĂŶ
ĐŽƌĞĂŶĚĐŽŵŵƵŶŝƚLJĐĞŶƚĞƌĨŽƌtĞƐƚ
ŶĂŚĞŝŵ
• ^ƚƌĞŶŐƚŚĞŶŝŶŐƚŚĞůŽĐĂůĞĐŽŶŽŵLJ
1 INTRODUCTION: IMPROVE THE BOULEVARD
ŽŶĐĞƉƚƵĂů ŝůůƵƐƚƌĂƟǀĞ ŽĨ Ă ƌĞǀŝƚĂůŝnjĞĚ ŶĞŝŐŚďŽƌŚŽŽĚ
ĐŽŵŵĞƌĐŝĂůĐĞŶƚĞƌĂƚĞĂĐŚŽƵůĞǀĂƌĚĂŶĚĂůůZŽĂĚ͘
4 | INTRODUCTION | HEARING DRAFT OCTOBER 2018
1.1 LOCATION—THE HEART OF WEST
ANAHEIM
ĞĂĐŚŽƵůĞǀĂƌĚƐƚĂƌƚƐŝŶƚŚĞŝƚLJŽĨ>Ă,ĂďƌĂĂŶĚ
ƉĂƐƐĞƐƚŚƌŽƵŐŚŶŝŶĞĐŝƟĞƐďĞĨŽƌĞƚĞƌŵŝŶĂƟŶŐŝŶƚŚĞ
ŝƚLJŽĨ,ƵŶƟŶŐƚŽŶĞĂĐŚ͘ZĞŐŝŽŶĂůůLJ͕ƚŚĞŚŝŐŚǁĂLJ
ĐŽŶŶĞĐƚƐƚŽ^ƚĂƚĞZŽƵƚĞϵϭĂŶĚ/ͲϱƚŽƚŚĞŶŽƌƚŚŝŶ
ƚŚĞŝƚLJŽĨƵĞŶĂWĂƌŬ͘dŽƚŚĞƐŽƵƚŚŝƚĐŽŶŶĞĐƚƐƚŽ
^ƚĂƚĞZŽƵƚĞϮϮĂŶĚ/ͲϰϬϱŝŶƚŚĞĐŝƟĞƐŽĨ^ƚĂŶƚŽŶĂŶĚ
tĞƐƚŵŝŶƐƚĞƌ͘&ŝŐƵƌĞϭͲϭ͕ZĞŐŝŽŶĂů>ŽĐĂƟŽŶ͕ĚĞƉŝĐƚƐ
ƚŚĞƌĞŐŝŽŶĂůůŽĐĂƟŽŶŽĨƚŚĞ^WĂƌĞĂĂŶĚƐƵƌƌŽƵŶĚŝŶŐ
ĐŝƟĞƐ͘
dŚĞ^WĂƌĞĂŝƐĂŶĂƉƉƌŽdžŝŵĂƚĞůLJϭ͘ϱͲŵŝůĞƐĞŐŵĞŶƚ
ŽĨĞĂĐŚŽƵůĞǀĂƌĚŝŶƚŚĞŝƚLJŽĨŶĂŚĞŝŵ͕ĂƐƐŚŽǁŶ
ŽŶ&ŝŐƵƌĞϭͲϮ͕>ŽĐĂůsŝĐŝŶŝƚLJ͘ĞĂĐŚŽƵůĞǀĂƌĚŝƐĂŶ
ĞŝŐŚƚͲůĂŶĞĚŝǀŝĚĞĚŚŝŐŚǁĂLJ͘dŚĞĂƌĞĂďŽƌĚĞƌƐƚŚĞ
ĐŝƟĞƐŽĨƵĞŶĂWĂƌŬƚŽƚŚĞŶŽƌƚŚĂŶĚ^ƚĂŶƚŽŶƚŽƚŚĞ
ƐŽƵƚŚ͘DĂũŽƌĐƌŽƐƐͲƐƚƌĞĞƚƐĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌŝŶƚŚĞ
ŝƚLJůŝŵŝƚƐŝŶĐůƵĚĞĂůůZŽĂĚ͕KƌĂŶŐĞǀĞŶƵĞ͕ĂŶĚ
>ŝŶĐŽůŶǀĞŶƵĞ͘dŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂĞŶĐŽŵƉĂƐƐĞƐ
ĂƉƉƌŽdžŝŵĂƚĞůLJϮϴϯĂĐƌĞƐ͘WŽŝŶƚƐŽĨŝŶƚĞƌĞƐƚǁŝƚŚŝŶƚŚĞ
ĂƌĞĂŝŶĐůƵĚĞdǁŝůĂZĞŝĚWĂƌŬ͕^ĐŚǁĞŝƚnjĞƌWĂƌŬ͕tĞƐƚ
ŶĂŚĞŝŵDĞĚŝĐĂůĞŶƚĞƌ͕ĂŶĚƚŚĞtĞƐƚŶĂŚĞŝŵ
zŽƵƚŚĞŶƚĞƌ͘
ƐĂŵĂũŽƌĐŽŶŶĞĐƟŽŶƚŚƌŽƵŐŚƚŚĞŝƚLJŽĨŶĂŚĞŝŵ͕
ĞĂĐŚŽƵůĞǀĂƌĚŚĂƐĂŶĂǀĞƌĂŐĞĚĂŝůLJƚƌĂĸĐĐŽƵŶƚ
ŽĨϲϲ͕ϬϬϬǀĞŚŝĐůĞƐ͘tŝƚŚĂŶĞƐƚŝŵĂƚĞĚĞdžŝƐƚŝŶŐ
ƉŽƉƵůĂƟŽŶŽĨĂďŽƵƚϰ͕ϱϬϬƉĞŽƉůĞǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐ
WůĂŶďŽƵŶĚĂƌLJĂŶĚĂƉƉƌŽdžŝŵĂƚĞůLJϰϱ͕ϱϬϬƌĞƐŝĚĞŶƚƐ
ǁŝƚŚŝŶĂŽŶĞͲŵŝůĞƌĂĚŝƵƐŽĨƚŚĞŝŶƚĞƌƐĞĐƟŽŶŽĨĞĂĐŚ
ŽƵůĞǀĂƌĚ ĂŶĚ KƌĂŶŐĞ ǀĞŶƵĞ ƚŚĞ ĐŽƌƌŝĚŽƌ ŚĂƐ
ĞŶŽƌŵŽƵƐƉŽƚĞŶƟĂůƚŽƐƵƉƉŽƌƚƌĞƐŝĚĞŶƚƐĂŶĚǀŝƐŝƚŽƌƐ
ĂůŝŬĞ͘
ĚũĂĐĞŶƚǀŝƐŝƚŽƌͲƐĞƌǀŝŶŐĂƩƌĂĐƟŽŶƐŝŶƚŚĞƵĞŶĂWĂƌŬ
ŶƚĞƌƚĂŝŶŵĞŶƚŽŶĞŝŶĐůƵĚĞ<ŶŽƩΖƐĞƌƌLJ&ĂƌŵĂŶĚ
^ŽĂŬŝƚLJ͕DĞĚŝĞǀĂůdŝŵĞƐ͕WŝƌĂƚĞƐŝŶŶĞƌdŚĞĂƚƌĞ͕
ZŽĐŬΘƌĞǁƐ͕dŚĞ^ŽƵƌĐĞ͕ĂŶĚWŽƌƚŽΖƐĂŬĞƌLJΘĂĨĞ͘
&ŝŌĞĞŶŚŽƚĞůƐƉƌŽǀŝĚĞŽǀĞƌŶŝŐŚƚĂĐĐŽŵŵŽĚĂƟŽŶƐ
ǁŝƚŚŝŶƚŚĞƵĞŶĂWĂƌŬ ŶƚĞƌƚĂŝŶŵĞŶƚŽŶĞ͘^ƚƌĂĚĚůŝŶŐ
ƚŚĞƐŽƵƚŚĞƌŶďŽƵŶĚĂƌLJŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂŝƐ
ĚǀĞŶƚƵƌĞŝƚLJ͕ǁŚŝĐŚŽīĞƌƐĨĂŵŝůLJĞŶƚĞƌƚĂŝŶŵĞŶƚŝŶ
ĂƐŵĂůůĂŵƵƐĞŵĞŶƚƉĂƌŬĞŶǀŝƌŽŶŵĞŶƚ͘
&ŝŐƵƌĞϭͲϭZĞŐŝŽŶĂů>ŽĐĂƟŽŶ
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6 | INTRODUCTION | HEARING DRAFT OCTOBER 2018
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018| INTRODUCTION | 7
1
1.2 PURPOSE AND AUTHORITY
dŚĞ^WŝƐĂŶĂĐƟǀĞ͕ůŽŶŐͲƚĞƌŵƉůĂŶŶŝŶŐĚŽĐƵŵĞŶƚ
ƚŚĂƚǁŝůůŐƵŝĚĞĨƵƚƵƌĞůĂŶĚƵƐĞĂŶĚĚĞǀĞůŽƉŵĞŶƚ
ĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͘ƐƉĞĐŝĨŝĐƉůĂŶŝƐĂƉůĂŶŶŝŶŐ
ƚŽŽůƵƐĞĚƚŽŐƵŝĚĞƚŚĞĨƵƚƵƌĞŽĨůĂŶĚƵƐĞ͕ŵŽďŝůŝƚLJ͕
ĞĐŽŶŽŵŝĐ͕ĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůĨĞĂƚƵƌĞƐŝŶĂŶĂƌĞĂ͘
ĂůŝĨŽƌŶŝĂ'ŽǀĞƌŶŵĞŶƚŽĚЧϲϱϰϱϬƚŚƌŽƵŐŚΑϲϱϰϱϳ
ĞƐƚĂďůŝƐŚĞƐƚŚĞĂƵƚŚŽƌŝƚLJĨŽƌĐŝƟĞƐƚŽĂĚŽƉƚƐƉĞĐŝĮĐ
ƉůĂŶƐĞŝƚŚĞƌďLJƌĞƐŽůƵƟŽŶŽƌďLJŽƌĚŝŶĂŶĐĞ͘
dŚĞƉƵƌƉŽƐĞŽĨƚŚŝƐ^ƉĞĐŝĮĐWůĂŶŝƐŶŽƚŽŶůLJƚŽĞƐƚĂďůŝƐŚ
ĂǀŝƐŝŽŶĨŽƌƚŚĞtĞƐƚŶĂŚĞŝŵĐŽŵŵƵŶŝƚLJ͕ďƵƚƚŽ
ƉƌŽǀŝĚĞĂƚĂŝůŽƌĞĚƌĞŐƵůĂƚŽƌLJĨƌĂŵĞǁŽƌŬĨŽƌƚŚĞ^W
ĂƌĞĂƚŚĂƚŝŶĐůƵĚĞƐĐƵƐƚŽŵŝnjĞĚĚĞǀĞůŽƉŵĞŶƚĂŶĚĚĞƐŝŐŶ
ƐƚĂŶĚĂƌĚƐ͕ůĂŶĚƵƐĞĚĞƐŝŐŶĂƟŽŶƐĂŶĚƐƚƌĞĞƚƐĐĂƉĞ
ŝŵƉƌŽǀĞŵĞŶƚƐ͘dŚŝƐ^ƉĞĐŝĮĐWůĂŶƐĞƌǀĞƐĂƐƚŚĞnjŽŶŝŶŐ
ĨŽƌƚŚĞ^WĂƌĞĂĂŶĚĞƐƚĂďůŝƐŚĞƐƉŽůŝĐLJŐƵŝĚĂŶĐĞ
ĨŽƌƉĞƌŵŝƚƚĞĚͬƉƌŽŚŝďŝƚĞĚůĂŶĚƵƐĞƐ͕ĚĞǀĞůŽƉŵĞŶƚ
ƐƚĂŶĚĂƌĚƐ͕ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ŝŵƉƌŽǀĞŵĞŶƚƐ͕ ĂŶĚ
ŝŵƉůĞŵĞŶƚĂƟŽŶƉƌŽŐƌĂŵƐĐƵƐƚŽŵŝnjĞĚĨŽƌƚŚŝƐĂƌĞĂ͘
ŶLJƐƚĂŶĚĂƌĚŽƌƌĞŐƵůĂƟŽŶŝŶƚŚŝƐ^ƉĞĐŝĮĐWůĂŶƚŚĂƚ
ĚŝīĞƌƐĨƌŽŵƚŚĞŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞ;DͿƐŚĂůů
ƐƵƉĞƌƐĞĚĞƚŚĞD͘tŚĞƌĞƚŚŝƐ^ƉĞĐŝĮĐWůĂŶŝƐƐŝůĞŶƚ͕
ƚŚĞƉƌŽǀŝƐŝŽŶƐŽĨƚŚĞDƐŚĂůůƉƌĞǀĂŝů͕ĂƐŝŶƚĞƌƉƌĞƚĞĚ
ďLJƚŚĞWůĂŶŶŝŶŐĂŶĚƵŝůĚŝŶŐŝƌĞĐƚŽƌ͘
KŶXXXXXX͕ƚŚĞŶĂŚĞŝŵŝƚLJŽƵŶĐŝůĂĚŽƉƚĞĚ
KƌĚŝŶĂŶĐĞEŽ͘XXXXXƌĞůĂƟŶŐƚŽƚŚĞĞƐƚĂďůŝƐŚŵĞŶƚ
ŽĨnjŽŶŝŶŐĂŶĚĚĞǀĞůŽƉŵĞŶƚƐƚĂŶĚĂƌĚƐĨŽƌƚŚĞĞĂĐŚ
ŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶ;^WͿEŽ͘ϮϬϭϳͲϭďLJƚŚĞ
ĂĚĚŝƟŽŶŽĨŚĂƉƚĞƌϭϴ͘ϭϮϮƚŽƚŚĞŶĂŚĞŝŵDƵŶŝĐŝƉĂů
ŽĚĞ͕ĂŶĚKƌĚŝŶĂŶĐĞEŽ͘XXXX͕ĂŵĞŶĚŝŶŐƚŚĞnjŽŶŝŶŐ
ŵĂƉƚŽƌĞĐůĂƐƐŝĨLJĂƉƉƌŽdžŝŵĂƚĞůLJϮϯϮ͘ϴĂĐƌĞƐŽĨĐĞƌƚĂŝŶ
ƌĞĂůƉƌŽƉĞƌƚLJŝŶƚŽƚŚĞ^W͘dŚĞ^WĂůƐŽƌĞƋƵŝƌĞĚĂŶ
ĂŵĞŶĚŵĞŶƚƚŽƚŚĞŝƚLJΖƐ'ĞŶĞƌĂůWůĂŶ͘
ƵƚŽͲŽƌŝĞŶƚĞĚ ĐŽŵŵĞƌĐŝĂů ƐŚŽƉƉŝŶŐ ĐĞŶƚĞƌƐ ĂƌĞ ŵŽƐƚůLJ
ůŽĐĂƚĞĚ Ăƚ ƚŚĞ ŵĂũŽƌ ŝŶƚĞƌƐĞĐƟŽŶƐ ŽĨ ĞĂĐŚ ŽƵůĞǀĂƌĚ ĂŶĚ Ăůů
ZŽĂĚ͕ KƌĂŶŐĞ ǀĞŶƵĞ͕ ĂŶĚ >ŝŶĐŽůŶ ǀĞŶƵĞ ĂůŽŶŐ ƚŚĞ ĐŽƌƌŝĚŽƌ͘
WHAT IS A SPECIFIC PLAN?
A specific plan is one of several policy or
regulatory tools used by local governments
to guide community development. While
ƚŚĞŐĞŶĞƌĂůƉůĂŶƐĞƚƐĨŽƌƚŚŐŽĂůƐ͕ŽďũĞĐƟǀĞƐ͕
ƉŽůŝĐŝĞƐ͕ĂŶĚƉƌŽŐƌĂŵƐĨŽƌƚŚĞĞŶƟƌĞũƵƌŝƐĚŝĐƟŽŶ͕
ĂƐƉĞĐŝĮĐƉůĂŶĚŽĞƐƐŽĨŽƌĂůŽĐĂůŝnjĞĚĂƌĞĂĂŶĚ
in greater detail. The authority for preparing
ĂƐƉĞĐŝĮĐƉůĂŶŝƐŝŶƚŚĞĂůŝĨŽƌŶŝĂ'ŽǀĞƌŶŵĞŶƚ
ŽĚĞΑΑϲϱϰϱϬƚŚƌŽƵŐŚϲϱϰϱϳ͘dŚĞůĂǁĂůůŽǁƐ͕
but does not require, the planning agency
ƚŽƉƌĞƉĂƌĞĂŶĚĂĚŽƉƚƐƉĞĐŝĮĐƉůĂŶƐĨŽƌƚŚĞ
systematic execution of the general plan.
ĐĐŽƌĚŝŶŐƚŽƐƚĂƚĞůĂǁ͕ĂůůƐƉĞĐŝĮĐƉůĂŶƐŵƵƐƚďĞ
ĐŽŶƐŝƐƚĞŶƚǁŝƚŚƚŚĞĂĚŽƉƚĞĚŐĞŶĞƌĂůƉůĂŶ͕ĂŶĚ
ĂůůƐƵďĚŝǀŝƐŝŽŶĂŶĚĚĞǀĞůŽƉŵĞŶƚĂĐƟǀŝƚLJŵƵƐƚďĞ
ĐŽŶƐŝƐƚĞŶƚǁŝƚŚƚŚĞƐƉĞĐŝĮĐƉůĂŶ͘
8 | INTRODUCTION | HEARING DRAFT OCTOBER 2018
1.3 ORGANIZATION OF THE SPECIFIC
PLAN DOCUMENT
ĂĐŚĐŚĂƉƚĞƌŽĨƚŚĞ^WĂĚĚƌĞƐƐĞƐĂŬĞLJĐŽŵƉŽŶĞŶƚ
ŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶ͘dŚĞ^WŝƐĚŝǀŝĚĞĚŝŶƚŽĮǀĞ
ĐŚĂƉƚĞƌƐĂŶĚĨŽƵƌĂƉƉĞŶĚŝdžƐĞĐƟŽŶƐ͗
ŚĂƉƚĞƌϭ/ŶƚƌŽĚƵĐƟŽŶ͗WƌŽǀŝĚĞƐĂŶŽǀĞƌǀŝĞǁŽĨ
ƚŚĞ^ƉĞĐŝĮĐWůĂŶƉƌŽũĞĐƚ͕ƚŚĞƉƵƌƉŽƐĞŽĨƚŚĞWůĂŶ͕
ƌĞƋƵŝƌĞŵĞŶƚƐ ĨŽƌ ĞŶǀŝƌŽŶŵĞŶƚĂů ƌĞǀŝĞǁ͕ ĂŶĚ Ă
ƐƵŵŵĂƌLJŽĨƌĞůĂƚĞĚƉůĂŶƐ͕ƉƌŽŐƌĂŵƐ͕ĂŶĚƌĞŐƵůĂƟŽŶƐ͘
ŚĂƉƚĞƌϮ<ĞLJdŚĞŵĞƐ͕sŝƐŝŽŶĂŶĚ'ƵŝĚŝŶŐWƌŝŶĐŝƉůĞƐ͗
WƌĞƐĞŶƚƐƚŚĞŬĞLJƚŚĞŵĞƐ͕ĐŽŵŵƵŶŝƚLJΖƐǀŝƐŝŽŶĨŽƌƚŚĞ
ĨƵƚƵƌĞ͕ĂŶĚŐƵŝĚŝŶŐƉƌŝŶĐŝƉůĞƐĨŽƌƚŚŝƐWůĂŶ͘
ŚĂƉƚĞƌϯŽŶƚĞdžƚ͗ŽǀĞƌƐďĂĐŬŐƌŽƵŶĚŝŶĨŽƌŵĂƟŽŶ͕
ŝŶĐůƵĚŝŶŐĂďƌŝĞĨŚŝƐƚŽƌLJŽĨƚŚĞĂƌĞĂĂŶĚĂƐƵŵŵĂƌLJŽĨ
ƚŚĞĞdžŝƐƟŶŐĐŽŶĚŝƟŽŶƐ͘
ŚĂƉƚĞƌϰdŚĞWůĂŶ͗ŽŶƐŝƐƚƐŽĨƚŚƌĞĞƐƵďͲƐĞĐƟŽŶƐͶ
ĞǀĞůŽƉŵĞŶƚƌĞĂƐ͕DŽďŝůŝƚLJ͕ĂŶĚ/ŶĨƌĂƐƚƌƵĐƚƵƌĞͶƚŚĂƚ
ŝĚĞŶƟĨLJƚŚĞŝŶƚĞŶĚĞĚůĂŶĚƵƐĞƐ͕ƐƚƌĞĞƚƐĐĂƉĞ͕ŵŽďŝůŝƚLJ͕
ƌĞĐƌĞĂƟŽŶĂŶĚŽƉĞŶƐƉĂĐĞ͕ĂŶĚŝŶĨƌĂƐƚƌƵĐƚƵƌĞƉůĂŶƐ
ĨŽƌƚŚĞ^WĂƌĞĂ͘
ĞǀĞůŽƉŵĞŶƚƌĞĂƐĚĞĮŶĞƐƚŚĞŝŶƚĞŶĚĞĚůĂŶĚƵƐĞ
ĨŽƌĞĂĐŚĚĞǀĞůŽƉŵĞŶƚĂƌĞĂ͕ĚĞƐĐƌŝďĞƐƐƚĂŶĚĂƌĚƐĨŽƌ
ĚĞǀĞůŽƉŵĞŶƚĂŶĚĚĞƐŝŐŶ͕ŝŶĐůƵĚŝŶŐďƵŝůĚŝŶŐŚĞŝŐŚƚ͕
ĚĞŶƐŝƚLJ͕ƉĂƌŬŝŶŐ͕ƐŝƚĞĐŽŶĮŐƵƌĂƟŽŶ͕ďƵŝůĚŝŶŐĚĞƐŝŐŶ͕
ŽƉĞŶƐƉĂĐĞ͕ĂŶĚŽƚŚĞƌƌĞƋƵŝƌĞŵĞŶƚƐ͘
The DŽďŝůŝƚLJƐĞĐƟŽŶĂĚĚƌĞƐƐĞƐƚŚĞƉƵďůŝĐƌŝŐŚƚͲŽĨͲ
ǁĂLJĂŶĚƉƵďůŝĐƌĞĂůŵƌĞůĂƚĞĚƚŽƉĞĚĞƐƚƌŝĂŶ͕ŶŽŶͲ
ŵŽƚŽƌŝnjĞĚĂŶĚŵŽƚŽƌŝnjĞĚǀĞŚŝĐůĞƐ͘
/ŶĨƌĂƐƚƌƵĐƚƵƌĞ ƉƌŽǀŝĚĞƐƉůĂŶŶĞĚŝŵƉƌŽǀĞŵĞŶƚƐĨŽƌƚŚĞ
ŵĂũŽƌŝŶĨƌĂƐƚƌƵĐƚƵƌĞƐLJƐƚĞŵƐ͕ŝŶĐůƵĚŝŶŐƐƚŽƌŵĚƌĂŝŶ͕
ƐĞǁĞƌ͕ĂŶĚǁĂƚĞƌĂŶĚƚŚĞŝŵƉĂĐƚĨƵƚƵƌĞĚĞǀĞůŽƉŵĞŶƚ
ĐŽƵůĚŚĂǀĞŽŶƚŚĞƐĞƐLJƐƚĞŵƐ͘
ŚĂƉƚĞƌ ϱ ĚŵŝŶŝƐƚƌĂƚŝŽŶ ĂŶĚ /ŵƉůĞŵĞŶƚĂƚŝŽŶ͗
WƌĞƐĞŶƚƐƚŚĞƉƌŽĐĞƐƐĨŽƌƉƌŽũĞĐƚĂƉƉƌŽǀĂůƐ͕ŝŶĐĞŶƟǀĞƐ͕
ŝŵƉůĞŵĞŶƚĂƟŽŶĂĐƟŽŶƐ͕ĂŶĚĞĐŽŶŽŵŝĐĚĞǀĞůŽƉŵĞŶƚ
ƐƚƌĂƚĞŐLJĨŽƌƚŚĞ^WĂƌĞĂ͘
ƉƉĞŶĚŝdžĞǀĞůŽƉŵĞŶƚŽĚĞ͗WƌŽǀŝĚĞƐĂĐŽƉLJ
ŽĨŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞŚĂƉƚĞƌϭϴ͘ϭϮϮ͕ǁŚŝĐŚ
ĞƐƚĂďůŝƐŚĞƐĚĞǀĞůŽƉŵĞŶƚƐƚĂŶĚĂƌĚƐĨŽƌƚŚĞĞĂĐŚ
ŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘dŚĞĐŽĚĞĚĞƚĂŝůƐƚŚĞ
ƐƚĂŶĚĂƌĚƐ͕ ƐƵĐŚ ĂƐ ďƵŝůĚŝŶŐ ŚĞŝŐŚƚ͕ ĚĞŶƐŝƚLJ͕ ĂŶĚ
ƉĂƌŬŝŶŐ͘dŚŝƐƐĞĐƚŝŽŶĂůƐŽĚĞƚĂŝůƐƉĞƌŵŝƚƚĞĚĂŶĚ
ƉƌŽŚŝďŝƚĞĚůĂŶĚƵƐĞƐ͘dŚĞĐŽĚĞŚĂƐďĞĞŶĂĚŽƉƚĞĚďLJ
ŽƌĚŝŶĂŶĐĞ͘
ƉƉĞŶĚŝdžŽŵŵƵŶŝƚLJKƵƚƌĞĂĐŚZĞƉŽƌƚ͗ŽĐƵŵĞŶƚƐ
ƚŚĞƉƵďůŝĐŽƵƚƌĞĂĐŚƉƌŽĐĞƐƐĂŶĚĐŽŵŵƵŶŝƚLJŝŶƉƵƚ
ƌĞĐĞŝǀĞĚƌĞŐĂƌĚŝŶŐƚŚĞ^ƉĞĐŝĮĐWůĂŶ͘
DĂŶLJŽĨƚŚĞŵŽƚĞůƐĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚŚĂǀĞŽƌŝŐŝŶĂůƐŝŐŶĂŐĞĂŶĚ
ŚĂǀĞŶŽƚƌĞĐĞŝǀĞĚĨĂĕĂĚĞŽƌŽƚŚĞƌƉƌŽƉĞƌƚLJŝŵƉƌŽǀĞŵĞŶƚƐƐŝŶĐĞƚŚĞϭϵϳϬƐ͘
HEARING DRAFT OCTOBER 2018| INTRODUCTION | 9
1
ZĞƐŝĚĞŶƚƐƉĂƌƟĐŝƉĂƚĞŝŶĂĐƟǀŝƟĞƐĂƚĂΗƉŽƉͲƵƉΗƚŚĨŽƌƚŚĞ^ƉĞĐŝĮĐ
WůĂŶĚƵƌŝŶŐƚŚĞϮϬϭϲtEtĞƐƚĞƌŶĂƌďĞƋƵĞ͘
Appendix C Preliminary Market Analysis and Motel
ĞŵĂŶĚ^ƚƵĚLJ͗WƌŽǀŝĚĞƐƐĞǀĞƌĂůĞĐŽŶŽŵŝĐƐƚƵĚŝĞƐ
ƚŚĂƚǁĞƌĞĐŽŶĚƵĐƚĞĚƚŽĞǀĂůƵĂƚĞŵĂƌŬĞƚĐŽŶĚŝƟŽŶƐ
ŝŶƚŚĞĂƌĞĂ͘
Appendix D Existing Conditions Report on
^ƵƐƚĂŝŶĂďŝůŝƚLJ͗^ƵŵŵĂƌŝnjĞƐĞdžŝƐƟŶŐĂŶĚƉŽƚĞŶƟĂů
ƐƵƐƚĂŝŶĂďŝůŝƚLJŝŶŝƟĂƟǀĞƐŝŶ ƚŚĞŝƚLJŽĨŶĂŚĞŝŵĂŶĚ
^WĂƌĞĂƚŽŝŶĨŽƌŵƚŚĞ^WŽĨŽƉƉŽƌƚƵŶŝƟĞƐƚŽ
ƉƌŽŵŽƚĞ ƐƵƐƚĂŝŶĂďůĞ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ ƉƌĂĐƚŝĐĞƐ
ǁŝƚŚŝŶƚŚĞƐƚƵĚLJĂƌĞĂ͘
1.4 COMMUNITY INVOLVEMENT
/ŶϮϬϭϰ͕ƉƌŝŽƌƚŽƌĞĐĞŝǀŝŶŐƚŚĞ^ƚƌĂƚĞŐŝĐ'ƌŽǁƚŚŽƵŶĐŝů
'ƌĂŶƚ͕ƚŚĞŝƚLJĞŵďĂƌŬĞĚŽŶĂĐŽŵŵƵŶŝƚLJŽƵƚƌĞĂĐŚ
ĞīŽƌƚĂŶĚĐŽŵŵŝƐƐŝŽŶĞĚĂŵĂƌŬĞƚĂŶĂůLJƐŝƐĨŽƌƚŚĞ
ĂƌĞĂ͘ƐƵŵŵĂƌLJŽĨƚŚĞŽƵƚƌĞĂĐŚĞīŽƌƚƐĂƌĞƉƌŽǀŝĚĞĚŝŶ
ƉƉĞŶĚŝdž͕ŽŵŵƵŶŝƚLJ KƵƚƌĞĂĐŚZĞƉŽƌƚ͘/ŶĂĚĚŝƟŽŶ͕
ƚŚĞŝƚLJĐŽŶƟŶƵĞĚƚŽĞŶŐĂŐĞƚŚĞƉƵďůŝĐƚŚƌŽƵŐŚŽƵƚ
ƚŚĞ^ƉĞĐŝĮĐWůĂŶƉƌŽĐĞƐƐ͘WƵďůŝĐŝŶǀŽůǀĞŵĞŶƚŝŶĐůƵĚĞĚ
ƚŚĞĨŽƌŵĂƟŽŶŽĨĂŽŵŵƵŶŝƚLJĚǀŝƐŽƌLJŽŵŵŝƩĞĞ
;Ϳ͕ĂƐĞƌŝĞƐŽĨΗƉŽƉͲƵƉΗǁŽƌŬƐŚŽƉƐ͕ƐƚĂŬĞŚŽůĚĞƌ
ŝŶƚĞƌǀŝĞǁƐ͕ǁŽƌŬƐŚŽƉƐǁŝƚŚƉƌŽƉĞƌƚLJŽǁŶĞƌƐŝŶĐůƵĚŝŶŐ
ŵŽƚĞůŽǁŶĞƌƐ͕ĂŶĚĂĚĞǀĞůŽƉĞƌƌŽƵŶĚƚĂďůĞ͘ŶŽŶͲ
ůŝŶĞĐŽŵƉŽŶĞŶƚŝŶĐůƵĚĞĚĂĚĞĚŝĐĂƚĞĚƉƌŽũĞĐƚǁĞďƉĂŐĞ
ĂŶĚǁĞďͲďĂƐĞĚƐƵƌǀĞLJ͘WƵďůŝĐŽƵƚƌĞĂĐŚĂůƐŽŝŶĐůƵĚĞĚ
WůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶĂŶĚŝƚLJŽƵŶĐŝůǁŽƌŬƐŚŽƉƐĂŶĚ
ŚĞĂƌŝŶŐƐ͘
1.4.1 Community Advisory Committee
dŚĞ ƉůĂLJĞĚ ĂŶ ŝŵƉŽƌƚĂŶƚ ƌŽůĞ ŝŶ ƉƌŽǀŝĚŝŶŐ
ĨĞĞĚďĂĐŬƚŽƚŚĞƐƉĞĐŝĮĐƉůĂŶƚĞĂŵ͘dŚĞŵĞƚŶŝŶĞ
ƟŵĞƐŽǀĞƌƚŚĞĐŽƵƌƐĞŽĨĂLJĞĂƌĂŶĚĂŚĂůĨ;ϮϬϭϱʹϮϬϭϲͿ͘
dŚĞŐƌŽƵƉǁĂƐĞƐƚĂďůŝƐŚĞĚƉƌŝŽƌƚŽĐŽŵŵĞŶĐĞŵĞŶƚ
ŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶƉƌŽĐĞƐƐĂŶĚǁĂƐĂůƐŽŝŶǀŽůǀĞĚŝŶ
ƐĞůĞĐƟŶŐƚŚĞĐŽŶƐƵůƚĂŶƚƚĞĂŵƚŽĂƐƐŝƐƚƚŚĞŝƚLJǁŝƚŚ
ƉƌĞƉĂƌĂƚŝŽŶŽĨƚŚĞWůĂŶ͘ŽŵƉŽƐĞĚŽĨƌĞƐŝĚĞŶƚƐ͕
ƉƌŽƉĞƌƚLJ͕ĂŶĚďƵƐŝŶĞƐƐŽǁŶĞƌƐ͕ĂŶĚĐŽŵŵƵŶŝƚLJĂŶĚ
ƌĞůŝŐŝŽƵƐŐƌŽƵƉƌĞƉƌĞƐĞŶƚĂƟǀĞƐ͕ƚŚĞǁĂƐƚĂƐŬĞĚ
ǁŝƚŚƉƌŽǀŝĚŝŶŐĨĞĞĚďĂĐŬĂŶĚĐŽŵŵƵŶŝĐĂƟŶŐǁŝƚŚ
ƚŚĞŝƌƌĞƐƉĞĐƟǀĞŐƌŽƵƉƐ͘/ŶĂĚĚŝƟŽŶƚŽŵĞĞƟŶŐƐ͕ƚŚĞ
ĂůƐŽƉĂƌƟĐŝƉĂƚĞĚŝŶĂŚŽƵƐŝŶŐƚŽƵƌƚŚĂƚƚŽŽŬƚŚĞŵ
ƚŚƌŽƵŐŚƐĞǀĞƌĂůŶĞǁƐŝŶŐůĞĂŶĚŵƵůƟͲĨĂŵŝůLJŚŽƵƐŝŶŐ
ĚĞǀĞůŽƉŵĞŶƚƐŝŶŶĂŚĞŝŵĂŶĚƐƵƌƌŽƵŶĚŝŶŐĐŝƟĞƐ͘
dŚĞƌĞǀŝĞǁĞĚĞdžŝƐƟŶŐĐŽŶĚŝƟŽŶƐĨŽƌƚŚĞ^W
ĂƌĞĂ͕ĂƐƐŝƐƚĞĚŝŶƚŚĞĐƌĞĂƟŽŶŽĨƚŚĞǀŝƐŝŽŶĂŶĚŐƵŝĚŝŶŐ
ƉƌŝŶĐŝƉůĞƐ͕ĞdžƉůŽƌĞĚŽƉƟŽŶƐĨŽƌůĂŶĚƵƐĞĐŚĂŶŐĞƐ͕ĂŶĚ
ŐĂǀĞĨĞĞĚďĂĐŬƌĞŐĂƌĚŝŶŐƉĞƌŵŝƩĞĚƵƐĞƐ͕ŵŽďŝůŝƚLJ
ŽƉƟŽŶƐ͕ĂŶĚƵƌďĂŶĚĞƐŝŐŶŝĚĞĂƐĨŽƌƚŚĞĐŽƌƌŝĚŽƌ͘
EŝŶĞ ŽŵŵƵŶŝƚLJ ĚǀŝƐŽƌLJ ŽŵŵŝƩĞĞ ŵĞĞƟŶŐƐ ǁĞƌĞ ŚĞůĚ ŽǀĞƌ ƚŚĞ
ĐŽƵƌƐĞŽĨƚŚĞƉƌŽũĞĐƚ͘
10 | INTRODUCTION | HEARING DRAFT OCTOBER 2018
>ŽĐĂů ĚĞǀĞůŽƉĞƌƐ ƉĂƌƟĐŝƉĂƚĞĚ ŝŶ Ă ƌŽƵŶĚƚĂďůĞ ĚŝƐĐƵƐƐŝŽŶ ĂďŽƵƚ
ŽƉƉŽƌƚƵŶŝƟĞƐ ĂŶĚ ŝƐƐƵĞƐ ĨŽƌ ƚŚĞ ĞĂĐŚ ŽƵůĞǀĂƌĚ ĐŽƌƌŝĚŽƌ͘
1.4.2 Pop-up Outreach
dŚƌŽƵŐŚŽƵƚ ƚŚĞ ^ƉĞĐŝĨŝĐ WůĂŶ ƉƌŽĐĞƐƐ͕ ƚŚĞ ƚĞĂŵ
ĞŶŐĂŐĞĚƚŚĞĐŽŵŵƵŶŝƚLJŝŶǀĂƌŝŽƵƐĂĐƟǀŝƟĞƐƌĞůĂƚĞĚƚŽ
ƚŚĞŬĞLJƚŽƉŝĐƐĂĚĚƌĞƐƐĞĚďLJƚŚĞWůĂŶ͘WŽƉͲƵƉŽƵƚƌĞĂĐŚ
ĞǀĞŶƚƐͶƐĞƫŶŐƵƉĂƚŚŽƌƚĂďůĞĂƚĂŶĞƐƚĂďůŝƐŚĞĚ
ĞǀĞŶƚͶƉƌŽǀŝĚĞĚƚŚĞƚĞĂŵƚŚĞŽƉƉŽƌƚƵŶŝƚLJƚŽƌĞĂĐŚ
ƚŚĞƉƵďůŝĐǁŚĞŶĂŶĚǁŚĞƌĞƚŚĞĐŽŵŵƵŶŝƚLJƌĞŐƵůĂƌůLJ
ŐĂƚŚĞƌƐĂŶĚĂĐƟǀĞůLJƉĂƌƟĐŝƉĂƚĞƐ͘dŚĞƐĞůŽĐĂůĂŶŶƵĂů
ĞǀĞŶƚƐŝŶĐůƵĚĞĚĂĐŽŵŵƵŶŝƚLJďĂƌďĞƋƵĞ͕ďĂĐŬͲƚŽͲ
ƐĐŚŽŽůŶŝŐŚƚ͕ĂŶĚƚƌĞĞůŝŐŚƟŶŐĐĞƌĞŵŽŶLJ͘ ǀĞŶƚĚĂƚĞƐ
ĂŶĚůŽĐĂƟŽŶƐĂƌĞŶŽƚĞĚŽŶƚŚĞůĞŌͲŚĂŶĚƐŝĚĞŽĨƚŚŝƐ
ƉĂŐĞ͘
1.4.3 Stakeholder Interviews
/ŶĚŝǀŝĚƵĂůƐƚĂŬĞŚŽůĚĞƌŝŶƚĞƌǀŝĞǁƐǁĞƌĞĐŽŶĚƵĐƚĞĚďLJ
ƚŚĞƉƌŽũĞĐƚƚĞĂŵĞĂƌůLJŝŶƚŚĞƐƉĞĐŝĮĐƉůĂŶƉƌŽĐĞƐƐ͘
ƵƐŝŶĞƐƐŽǁŶĞƌƐĂŶĚƉƌŽƉĞƌƚLJŽǁŶĞƌƐǁĞƌĞĞŶŐĂŐĞĚ
ŝŶĐŽŶǀĞƌƐĂƟŽŶƐƌĞŐĂƌĚŝŶŐƚŚĞŝƌůŽŶŐͲƚĞƌŵƉůĂŶƐĨŽƌ
ĐŚĂŶŐĞ͕ŝƐƐƵĞƐĐƵƌƌĞŶƚůLJĂīĞĐƟŶŐďƵƐŝŶĞƐƐ͕ĂŶĚƚŚĞ
ŶĞĞĚƐƚŚĞLJƉĞƌĐĞŝǀĞĚĨŽƌƚŚĞƐƵƌƌŽƵŶĚŝŶŐĐŽŵŵƵŶŝƚLJ͘
dŚŝƐŝŶƉƵƚǁĂƐĞƐƉĞĐŝĂůůLJƵƐĞĨƵůůLJĂƐƚŚĞƉƌŽũĞĐƚƚĞĂŵ
ŝĚĞŶƟĮĞĚĂƌĞĂƐŽĨĐŚĂŶŐĞǁŝƚŚŝŶƚŚĞ^WĂƌĞĂ͘
1.4.4 Developer Roundtable
dŚĞĚĞǀĞůŽƉĞƌƌŽƵŶĚƚĂďůĞǁĂƐĂŚĂůĨͲĚĂLJŵĞĞƟŶŐŚĞůĚ
ǁŝƚŚůŽĐĂůďƵŝůĚĞƌƐ͕ĚĞǀĞůŽƉĞƌƐ͕ĂŶĚŽƚŚĞƌƌĞĂůĞƐƚĂƚĞ
ƉƌŽĨĞƐƐŝŽŶĂůƐǁŝƚŚŝŶƚĞƌĞƐƚŝŶƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ
ŽƌƌŝĚŽƌ͘dŚĞ^ƉĞĐŝĮĐWůĂŶĐŽŶƐƵůƚĂŶƚƚĞĂŵĨĂĐŝůŝƚĂƚĞĚ
ƚŚĞŵĞĞƟŶŐǁŝƚŚŵĞŵďĞƌƐŽĨƚŚĞŝƚLJΖƐWůĂŶŶŝŶŐĂŶĚ
ƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚĂŶĚƌĞƉƌĞƐĞŶƚĂƟǀĞƐĨƌŽŵƚŚĞ
ĐŝƟĞƐŽĨ^ƚĂŶƚŽŶĂŶĚƵĞŶĂWĂƌŬĂůƐŽŝŶĂƩĞŶĚĂŶĐĞ͘
dŚĞƌŽƵŶĚƚĂďůĞƉƌŽǀŝĚĞĚĂŶŝĚĞĂůĨŽƌƵŵĨŽƌǀĞƐƚĞĚ
ŝŶƚĞƌĞƐƚƐƚŽŚĂǀĞĂŶŽƉĞŶĚŝĂůŽŐƵĞǁŝƚŚƚŚĞƉƌŽũĞĐƚ
ƚĞĂŵ͕ƉƌŽǀŝĚĞŝŶƉƵƚ͕ĂŶĚĞdžƉƌĞƐƐĐŽŶĐĞƌŶƐĨŽƌĂŶĞǁ
ĞĂĐŚŽƵůĞǀĂƌĚ͘/ƚĂůƐŽƉƌŽǀŝĚĞĚĂŶŽƉƉŽƌƚƵŶŝƚLJƚŽ
ƉƌŽŵŽƚĞƚŚĞĂŶƟĐŝƉĂƚĞĚĐŚĂŶŐĞƐĂůŽŶŐƚŚĞĞĂĐŚ
ŽƵůĞǀĂƌĚĐŽƌƌŝĚŽƌƚŽƚŚĞĚĞǀĞůŽƉŵĞŶƚĐŽŵŵƵŶŝƚLJ͘
1.4.5 Property and Motel Owner Workshops
ŝƚLJƐƚĂīŚĞůĚĂǁŽƌŬƐŚŽƉǁŝƚŚƐĞǀĞƌĂůŽǁŶĞƌƐŽĨ
ƉƌŽƉĞƌƚLJŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘ƐĞƉĂƌĂƚĞŵĞĞƟŶŐ
ǁĂƐĂůƐŽŚĞůĚǁŝƚŚŽŶůLJƚŚĞŽǁŶĞƌƐŽĨŵŽƚĞůƐŝŶƚŚĞ
^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘dŚĞƉƵƌƉŽƐĞŽĨƚŚĞǁŽƌŬƐŚŽƉƐ
ǁĂƐƚŽŝŶĨŽƌŵƚŚĞƉƌŽƉĞƌƚLJŽǁŶĞƌƐŽĨƚŚĞƉŽƚĞŶƟĂů
ŝŵƉůŝĐĂƟŽŶƐĂŶĚŽƉƉŽƌƚƵŶŝƟĞƐĨŽƌƚŚĞŝƌƉƌŽƉĞƌƟĞƐ
ĂŶĚďƵƐŝŶĞƐƐĞƐĂƐĂƌĞƐƵůƚŽĨƚŚĞ^W͘
WKWͳhWKhdZ , s Ed^
X ^ĞƉƚĞŵďĞƌϯ͕ϮϬϭϱͮĂĐŬƚŽ^ĐŚŽŽů
EŝŐŚƚĂƚdǁŝůĂZĞŝĚ ůĞŵĞŶƚĂƌLJ
School
X ĞĐĞŵďĞƌϰ͕ϮϬϭϱͮtĞƐƚŶĂŚĞŝŵ
ŶŶƵĂů,ŽůŝĚĂLJdƌĞĞ>ŝŐŚƟŶŐ
ĞƌĞŵŽŶLJ
X DĂLJϭϰ͕ϮϬϭϲͮtĞƐƚŶĂŚĞŝŵ
EĞŝŐŚďŽƌŚŽŽĚĞǀĞůŽƉŵĞŶƚŽƵŶĐŝů
;tEͿŶŶƵĂůtĞƐƚĞƌŶĂƌďĞƋƵĞ
HEARING DRAFT OCTOBER 2018| INTRODUCTION | 11
1
ĚĞĚŝĐĂƚĞĚƉƌŽũĞĐƚǁĞďƐŝƚĞŽīĞƌĞĚƉĂƌƟĐŝƉĂŶƚƐƚŚĞŽƉƉŽƌƚƵŶŝƚLJƚŽĂŶƐǁĞƌ
ƉŽůůƋƵĞƐƟŽŶƐ͕ƚĂŬĞĂǀŝƌƚƵĂůƚŽƵƌŽĨĞĂĐŚŽƵůĞǀĂƌĚ͕ĂŶĚĐŽŵƉůĞƚĞĂƐƵƌǀĞLJ͘
1.4.6 Online Engagement
ƵƌŝŶŐƚŚĞŝŶŝƟĂůŽƵƚƌĞĂĐŚƉŚĂƐĞŝŶtĞƐƚŶĂŚĞŝŵ͕
ƉƌŝŽƌƚŽŝŶŝƟĂƟŶŐƚŚĞ^ƉĞĐŝĮĐWůĂŶƉƌŽĐĞƐƐ͕ĂĚĞĚŝĐĂƚĞĚ
ǁĞďƐŝƚĞǁĂƐĐƌĞĂƚĞĚƚŽĞŶŐĂŐĞƚŚĞĐŽŵŵƵŶŝƚLJĂŶĚŐĞƚ
ƚŚĞŝƌĨĞĞĚďĂĐŬŽŶŝƐƐƵĞƐ͘dŚŝƐƚLJƉĞŽĨŽƵƚƌĞĂĐŚǁĂƐ
ĞƐƉĞĐŝĂůůLJŚĞůƉĨƵůƚŽƌĞĂĐŚŵĞŵďĞƌƐŽĨƚŚĞĐŽŵŵƵŶŝƚLJ
ǁŚŽǁĞƌĞƵŶĂďůĞƚŽĂƩĞŶĚĂĐŽŵŵƵŶŝƚLJǁŽƌŬƐŚŽƉŽƌ
ŽƚŚĞƌĞǀĞŶƚ͘dŚĞǁĞďƐŝƚĞ͕ǁǁǁ͘ŝŵƉƌŽǀĞǁĞƐƚĂŶĂŚĞŝŵ͘
ĐŽŵ͕ĞŶŐĂŐĞĚƚŚĞƉƵďůŝĐŝŶƐĞǀĞƌĂůĂĐƟǀŝƟĞƐŝŶĐůƵĚŝŶŐ͗
• WŽůůƋƵĞƐƟŽŶƐ
• ƌĞĂŵĂƉ
• ǀŝƌƚƵĂůƐŝƚĞƚŽƵƌ
• WƌĞĨĞƌĞŶĐĞƐƵƌǀĞLJ
• ŶĂƌĞĂĨŽƌƐƵďŵŝƫŶŐŝĚĞĂƐĂŶĚĐŽŵŵĞŶƚƐ
ZĞƐƵůƚƐŽĨƚŚĞŽŶͲůŝŶĞƐƵƌǀĞLJƉƌŝŽƌŝƟnjĞĚƚŚĞŬĞLJƚŚĞŵĞƐ
ĨƌŽŵƚŚĞŝŶŝƟĂůŽƵƚƌĞĂĐŚƉŚĂƐĞ͘dŚĞĨŽůůŽǁŝŶŐƌĞƐƵůƚƐ
ŝŶĨŽƌŵĞĚƚŚĞǀŝƐŝŽŶĂŶĚƉƌŝŽƌŝƟnjĞĚŝŵƉƌŽǀĞŵĞŶƚƐ
ŝĚĞŶƟĮĞĚŝŶƚŚĞWůĂŶ͗
• ,ĞĂůƚŚΘ^ĂĨĞƚLJ͗&ŽĐƵƐŽŶŝŵƉƌŽǀŝŶŐƚŚĞ
ŚĞĂůƚŚĂŶĚǁĞůĨĂƌĞŽĨŽƵƌƌĞƐŝĚĞŶƚƐ
• ŚĂƌĂĐƚĞƌΘWůĂĐĞ͗ƌĞĂƚĞĂƐƚƌŽŶŐĞƌ
ĐŽŵŵƵŶŝƚLJŝĚĞŶƟƚLJ
• ĐŽŶŽŵLJΘsŝƚĂůŝƚLJ͗/ŶǀĞƐƚƌĞƐŽƵƌĐĞƐŝŶƚŽ
ĂƩƌĂĐƟŶŐĂŶĚƐƵƉƉŽƌƟŶŐŶĞǁ͕ĐŽŵŵƵŶŝƚLJͲ
ƐĞƌǀŝŶŐďƵƐŝŶĞƐƐĞƐ
• DŽďŝůŝƚLJKƉƟŽŶƐ͗WƌŽǀŝĚĞĂƌĂŶŐĞŽĨƐĂĨĞ
ŵŽďŝůŝƚLJŽƉƟŽŶƐ
^ƵďƐĞƋƵĞŶƚ ƋƵĞƐƚŝŽŶƐ ĂƐŬĞĚ ƉĂƌƚŝĐŝƉĂŶƚƐ ĂďŽƵƚ
ƉŽƐƐŝďůĞŝŵƉƌŽǀĞŵĞŶƚƐĂŶĚĐŚĂŶŐĞƐĨŽƌƚŚĞĂƌĞĂ͘
dŚĞ ƐƵƌǀĞLJ ĐŽŶĐůƵĚĞĚ ǁŝƚŚ ƋƵĞƐƚŝŽŶƐ ƌĞůĂƚĞĚ ƚŽ
ĚĞŵŽŐƌĂƉŚŝĐŝŶĨŽƌŵĂƚŝŽŶ͘dŚĞĨƵůůƐĞƚŽĨƐƵƌǀĞLJ
ƋƵĞƐƟŽŶƐĂŶĚƌĞƐƵůƚƐĂƌĞƉƌŽǀŝĚĞĚŝŶƉƉĞŶĚŝdž͕
KƵƚƌĞĂĐŚ͘
dŚĞĚĞŵŽŐƌĂƉŚŝĐŝŶĨŽƌŵĂƚŝŽŶĐŽůůĞĐƚĞĚĨƌŽŵƚŚĞ
ƐƵƌǀĞLJƌĞƉŽƌƚĞĚƚŚĂƚϯϭƉĞƌĐĞŶƚŽĨƐƵƌǀĞLJƌĞƐƉŽŶĚĞŶƚƐ
ǁĞƌĞƵŶĚĞƌƚŚĞĂŐĞŽĨϮϰ͘dŚŝƐŝŶĚŝĐĂƚĞĚƚŽƚŚĞƉƌŽũĞĐƚ
ƚĞĂŵƚŚĂƚƚŚĞƌĞǁĂƐĂŶŽƉƉŽƌƚƵŶŝƚLJĨŽƌĂĚĚŝƟŽŶĂů
ŽƵƚƌĞĂĐŚƚŽůŽĐĂůLJŽƵƚŚ͘ůƚŚŽƵŐŚĨŽĐƵƐĞĚŽƵƚƌĞĂĐŚ
ŽĨƚŚŝƐŶĂƚƵƌĞǁĂƐŶŽƚŽƌŝŐŝŶĂůůLJƉůĂŶŶĞĚĨŽƌƚŚŝƐ
ƉƌŽũĞĐƚ͕ƚŚŝƐŝŶĨŽƌŵĂƟŽŶ͕ĐŽƵƉůĞĚǁŝƚŚƚŚĞŵĂƌŬĞƚ
ĂŶĂůLJƐŝƐ;ŚĂƉƚĞƌϯͿ͕ƐƉƵƌƌĞĚĂŚŝŐŚƐĐŚŽŽůŽƵƚƌĞĂĐŚ
ĐŽŵƉŽŶĞŶƚŽĨƚŚĞƐƉĞĐŝĮĐƉůĂŶƉƌŽĐĞƐƐ͕ĚŝƐĐƵƐƐĞĚ
ĨƵƌƚŚĞƌŝŶƐĞĐƟŽŶϭ͘ϰ͘ϲ͕,ŝŐŚ^ĐŚŽŽůKƵƚƌĞĂĐŚ͘
dŚĞ ŝƚLJΖƐ ǁĞďƐŝƚĞ ĂůƐŽ ƉƌŽǀŝĚĞĚ Ă ĚĞĚŝĐĂƚĞĚ
ƉƌŽũĞĐƚǁĞďƉĂŐĞǁŝƚŚƉƌŽũĞĐƚƵƉĚĂƚĞƐ͕ŝŶĨŽƌŵĂƟŽŶ͕
ŶŽƚŝĨŝĐĂƚŝŽŶƐ͕ĂŶĚĚĂƚĞƐŽĨĐŽŵŵƵŶŝƚLJŽƵƚƌĞĂĐŚ
ĞǀĞŶƚƐ͘
dŚĞ ŝƚLJ ĂůƐŽ ŵĂŝŶƚĂŝŶƐ Ă ǁĞď ƉĂŐĞ ĨŽƌ ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ƚŚƌŽƵŐŚ
ƚŚĞ WůĂŶŶŝŶŐ ĞƉĂƌƚŵĞŶƚ ŽŶ ƚŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵ ǁĞďƐŝƚĞ͘
12 | INTRODUCTION | HEARING DRAFT OCTOBER 2018
,/',^,KK>KhdZ , s Ed^
X &ĞďƌƵĂƌLJϮϱ͕ϮϬϭϲͮtĞƐƚĞƌŶ,ŝŐŚ
^ĐŚŽŽů͕W'ŽǀĞƌŶŵĞŶƚĂŶĚ ĐŽŶŽŵŝĐƐ
ůĂƐƐ
X DĂƌĐŚϮϰ͕ϮϬϭϲͮ^ĂǀĂŶŶĂ,ŝŐŚ^ĐŚŽŽů͕
W'ŽǀĞƌŶŵĞŶƚůĂƐƐ
X ƉƌŝůϮϭ͕ϮϬϭϲͮDĂŐŶŽůŝĂ,ŝŐŚ^ĐŚŽŽů͕
&ƌŝĚĂLJEŝŐŚƚ>ŝǀĞŌĞƌ^ĐŚŽŽůůƵď
^ƚƵĚĞŶƚƐĂƚDĂŐŶŽůŝĂ͕tĞƐƚĞƌŶ͕ĂŶĚ^ĂǀĂŶŶĂŚŝŐŚƐĐŚŽŽůƐ
ƉĂƌƟĐŝƉĂƚĞĚ ŝŶ ĂŶ ĂĐƟǀŝƚLJ ƚŽ ĞŶǀŝƐŝŽŶ ŶĞǁ ŽƉƉŽƌƚƵŶŝƟĞƐ ĨŽƌ
ƌĞƚĂŝů͕ ƌĞƐŝĚĞŶƟĂů͕ ĂŶĚ ŽĸĐĞ ƐƉĂĐĞ ĂůŽŶŐ ĞĂĐŚ ŽƵůĞǀĂƌĚ͘
1.4.7 High School Outreach
ƐƉĂƌƚŽĨƚŚĞŽƵƚƌĞĂĐŚƉƌŽĐĞƐƐ͕ƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ
^ƉĞĐŝĨŝĐWůĂŶƉƌŽũĞĐƚƚĞĂŵĐŽŶĚƵĐƚĞĚĂƐĞƌŝĞƐŽĨ
ǁŽƌŬƐŚŽƉƐĂƚƚŚƌĞĞůŽĐĂůŚŝŐŚƐĐŚŽŽůƐǁŝƚŚƐƚƵĚĞŶƚƐŝŶ
ƚŚĞĚǀĂŶĐĞĚWůĂĐĞŵĞŶƚ;WͿŐŽǀĞƌŶŵĞŶƚͬĞĐŽŶŽŵŝĐƐ
ĐůĂƐƐĞƐĂŶĚ&ƌŝĚĂLJEŝŐŚƚ>ŝǀĞĂŌĞƌͲƐĐŚŽŽůĐůƵď͘ůů
ƚŚƌĞĞŽĨƚŚĞƐĐŚŽŽůƐĂƌĞŝŶƚŚĞtĞƐƚŶĂŚĞŝŵĂƌĞĂ͘dŚĞ
ŐŽĂůŽĨƚŚĞŚŝŐŚƐĐŚŽŽůŽƵƚƌĞĂĐŚĞǀĞŶƚƐǁĂƐƚŽƉƌŽǀŝĚĞ
ĂŶŽǀĞƌǀŝĞǁŽĨƚŚĞƉƌŽũĞĐƚ͕ŝŶƚƌŽĚƵĐĞƐƚƵĚĞŶƚƐƚŽƚŚĞ
ƵƌďĂŶƉůĂŶŶŝŶŐƉƌŽĨĞƐƐŝŽŶ͕ĂŶĚƌĞĐĞŝǀĞĨĞĞĚďĂĐŬĨƌŽŵ
ĂƐĞŐŵĞŶƚŽĨƚŚĞƉŽƉƵůĂƟŽŶƵŶĚĞƌƚŚĞĂŐĞŽĨϯϰǁŚŽ
ƌĞƉƌĞƐĞŶƚƐŚĂůĨŽĨƚŚĞƉŽƉƵůĂƟŽŶǁŝƚŚŝŶĂŵŝůĞƌĂĚŝƵƐ
ŽĨƚŚĞĐŽƌƌŝĚŽƌ͘
^ƚƵĚĞŶƚƐǁĞƌĞůĞĚƚŚƌŽƵŐŚĂƐŵĂůůͲŐƌŽƵƉĞdžĞƌĐŝƐĞƚŚĂƚ
ĂƐŬĞĚƚŚĞŵƚŽĚĞƐŝŐŶĂƐŝƚĞĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘
ĂĐŚŐƌŽƵƉǁĂƐŐŝǀĞŶĂďůĂŶŬĐŽŶĐĞƉƚƵĂůƐŝƚĞƉůĂŶ
ĂŶĚĂƐŬĞĚƚŽǁŽƌŬƚŽŐĞƚŚĞƌƚŽĚƌĂǁĂŶĚůŝƐƚƚŚĞƚLJƉĞ
ŽĨĚĞǀĞůŽƉŵĞŶƚĂŶĚůĂŶĚƵƐĞƐƚŚĞLJǁŽƵůĚůŝŬĞƚŽ
ƐĞĞŽŶƚŚĞƐŝƚĞŝŶƚŚĞĨƵƚƵƌĞ͘dŚĞƐĐŚŽŽůƐĂŶĚĚĂƚĞƐ
ŽĨĞĂĐŚĞǀĞŶƚĂƌĞƉƌŽǀŝĚĞĚŝŶƚŚĞůĞŌͲŚĂŶĚĐŽůƵŵŶ͘
ĚĚŝƚŝŽŶĂůůLJ͕ ƉƉĞŶĚŝdž ͕ŽŵŵƵŶŝƚLJKƵƚƌĞĂĐŚ
ZĞƉŽƌƚ͕ĚŽĐƵŵĞŶƚƐƚŚĞĚŝƐĐƵƐƐŝŽŶĂŶĚŝĚĞĂƐƚŚĂƚ
ĞŵĞƌŐĞĚĨƌŽŵƚŚĞŚŝŐŚƐĐŚŽŽůŽƵƚƌĞĂĐŚĞǀĞŶƚƐ͘
1.4.8 Planning Commission and City Council
Study Sessions/Workshops and Public
Hearings
WĞƌŝŽĚŝĐĂůůLJ ŝƚLJ ƐƚĂĨĨ ĐŽŶĚƵĐƚĞĚ ƐƚƵĚLJ ƐĞƐƐŝŽŶƐ
ǁŝƚŚWůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶĂŶĚŝƚLJŽƵŶĐŝůƚŽďƌŝĞĨ
ĚĞĐŝƐŝŽŶŵĂŬĞƌƐĂŶĚƚŚĞŐĞŶĞƌĂůƉƵďůŝĐĂďŽƵƚƚŚĞ
ƉƌŽŐƌĞƐƐŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶ͕ƌĞƉŽƌƚŽŶŽƵƚƌĞĂĐŚ
ĞīŽƌƚƐ͕ĂŶĚƉƌŽǀŝĚĞĂŶŽǀĞƌǀŝĞǁŽĨƚŚĞǀŝƐŝŽŶĂŶĚ
ŐƵŝĚŝŶŐƉƌŝŶĐŝƉůĞƐ͘EŽĂĐƟŽŶǁĂƐƚĂŬĞŶĚƵƌŝŶŐƚŚĞƐĞ
ƐĞƐƐŝŽŶƐ͖ƚŚĞŝŶƚĞŶƚǁĂƐƚŽĞƐƚĂďůŝƐŚĨĂŵŝůŝĂƌŝƚLJǁŝƚŚ
ƚŚĞƉƌŽũĞĐƚ͘tŽƌŬƐŚŽƉƐǁĞƌĞŚĞůĚŝŶDĂƌĐŚĂŶĚ:ƵŶĞ
ŽĨϮϬϭϲ͘
WƵďůŝĐĂĚŽƉƟŽŶŚĞĂƌŝŶŐƐǁĞƌĞƐƵďƐĞƋƵĞŶƚůLJŚĞůĚĨŽƌ
ƚŚĞ^ƉĞĐŝĮĐWůĂŶĂŶĚ /ZŝŶKĐƚŽďĞƌĂŶĚEŽǀĞŵďĞƌ
ŽĨϮϬϭϴ͘
/dzKhE/>EW>EE/E'
COMMISSION WORKSHOPS AND
Wh>/, Z/E'^
X DĂƌĐŚϭ͕ϮϬϭϲͮŝƚLJŽƵŶĐŝů
X :ƵŶĞϭϯ͕ϮϬϭϲͮWůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶ
X KĐƚŽďĞƌϮϵ͕ϮϬϭϴͮWůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶ
X EŽǀĞŵďĞƌϭϯ͕ϮϬϭϴͮŝƚLJŽƵŶĐŝů
HEARING DRAFT OCTOBER 2018| INTRODUCTION | 13
1
1.5 RELATIONSHIP TO OTHER
PLANS, PROGRAMS, AGENCIES, AND
REGULATIONS
dŚŝƐƐĞĐƟŽŶĚĞƐĐƌŝďĞƐƚŚĞƌĞŐƵůĂƚŽƌLJƐĞƫŶŐƌĞůĂƚĞĚƚŽ
ƉůĂŶŶŝŶŐĂĐƟǀŝƟĞƐƚŚĂƚǁĞƌĞĐŽŶƐŝĚĞƌĞĚƚŚƌŽƵŐŚŽƵƚ
ƚŚĞĐƌĞĂƟŽŶŽĨƚŚĞ^W͘DĂŶLJŽĨƚŚĞƐĞƌĞŐƵůĂƟŽŶƐ
ĂŶĚŐƵŝĚŝŶŐĚŽĐƵŵĞŶƚƐĂƌĞƌĞůĂƚĞĚƚŽŵĂŶĚĂƚĞƐƐĞƚƚŽ
ƌĞĚƵĐĞŐƌĞĞŶŚŽƵƐĞŐĂƐĞŵŝƐƐŝŽŶƐĂŶĚĂĐŚŝĞǀĞŽƚŚĞƌ
ƐƵƐƚĂŝŶĂďŝůŝƚLJŽďũĞĐƟǀĞƐŽĨƚŚĞĂůŝĨŽƌŶŝĂ^ƚƌĂƚĞŐŝĐ
'ƌŽǁƚŚŽƵŶĐŝů;^'Ϳ͘^ŝŶĐĞƚŚŝƐ^ƉĞĐŝĮĐWůĂŶǁĂƐ
ĨƵŶĚĞĚƚŚƌŽƵŐŚƚŚĞ^'ΖƐ^ƵƐƚĂŝŶĂďůĞŽŵŵƵŶŝƟĞƐ
WůĂŶŶŝŶŐ'ƌĂŶƚĂŶĚ/ŶĐĞŶƚŝǀĞƐWƌŽŐƌĂŵ͕ƚŚĞŬĞLJ
ƉŝĞĐĞƐŽĨůĞŐŝƐůĂƟŽŶĚĞƚĂŝůĞĚďĞůŽǁĚĞŵŽŶƐƚƌĂƚĞŚŽǁ
ƚŚĞŝƚLJŝƐƌĞƐƉŽŶĚŝŶŐƚŽƚŚĞƐĞůĂǁƐƚŚƌŽƵŐŚůŽĐĂů
ƉůĂŶŶŝŶŐĞīŽƌƚƐ͘dŚŝƐƐĞĐƟŽŶŝŶĐůƵĚĞƐĚĞƐĐƌŝƉƟŽŶƐ
ŽĨĂƉƉůŝĐĂďůĞƉůĂŶƐ͕ƉƌŽŐƌĂŵƐ͕ĂŶĚƌĞŐƵůĂƟŽŶƐĂƚƚŚĞ
ƐƚĂƚĞ͕ƌĞŐŝŽŶĂů͕ĂŶĚůŽĐĂůůĞǀĞůƐ͘
1.5.1 State
ĂĐŚŽĨƚŚĞĂĐƚƐĂŶĚͬŽƌĂŐĞŶĐŝĞƐďĞůŽǁĚĞƐĐƌŝďĞƐƐƚĂƚĞ
ůĂǁƐƚŚĂƚŝŵƉĂĐƚůĂŶĚƵƐĞƉůĂŶŶŝŶŐĞīŽƌƚƐŵŽƐƚĐůŽƐĞůLJ
ƌĞůĂƚĞĚƚŽƚƌĂŶƐƉŽƌƚĂƟŽŶĂŶĚŚŽƵƐŝŶŐ͘ƐĂƉƉůŝĐĂďůĞ͕
ƚŚĞƉƌŽǀŝƐŝŽŶƐŽĨĞĂĐŚŽĨƚŚĞƐĞůĂǁƐǁĞƌĞĂĚĚƌĞƐƐĞĚŝŶ
ƚŚĞĂƉƉƌŽƉƌŝĂƚĞĐŚĂƉƚĞƌŽĨƚŚŝƐ^ƉĞĐŝĮĐWůĂŶ͘
ĂůŝĨŽƌŶŝĂĞƉĂƌƚŵĞŶƚŽĨdƌĂŶƐƉŽƌƚĂƟŽŶ;ĂůƚƌĂŶƐͿ
ĂůƚƌĂŶƐŝƐƚŚĞƐƚĂƚĞΖƐƚƌĂŶƐƉŽƌƚĂƟŽŶĂŐĞŶĐLJ͘dŚĞ
ĚĞƉĂƌƚŵĞŶƚŵĂŶĂŐĞƐĂůŝĨŽƌŶŝĂΖƐŚŝŐŚǁĂLJĂŶĚĨƌĞĞǁĂLJ
ŶĞƚǁŽƌŬ͕ĂƐǁĞůůĂƐŝŶƚĞƌͲĐŝƚLJƌĂŝůĂŶĚƚŚĞƉĞƌŵŝƫŶŐŽĨ
ƉƵďůŝĐͲƵƐĞĂŝƌƉŽƌƚƐĂŶĚƐƉĞĐŝĂůƵƐĞŚĞůŝƉŽƌƚƐ͘ĂůƚƌĂŶƐ
ǁŽƌŬƐǁŝƚŚůŽĐĂůĂŐĞŶĐŝĞƐƚŽĐĂƌƌLJŽƵƚŝƚƐŵŝƐƐŝŽŶ
ŽĨ ΗƉƌŽǀŝĚŝŶŐ Ă ƐĂĨĞ͕ ƐƵƐƚĂŝŶĂďůĞ͕ ŝŶƚĞŐƌĂƚĞĚ ĂŶĚ
ĞĸĐŝĞŶƚƚƌĂŶƐƉŽƌƚĂƟŽŶƐLJƐƚĞŵƚŽĞŶŚĂŶĐĞĂůŝĨŽƌŶŝĂΖƐ
ĞĐŽŶŽŵLJĂŶĚůŝǀĂďŝůŝƚLJ͘ΗdŚĞŐŽĂůƐŽĨƚŚĞŽƌŐĂŶŝnjĂƟŽŶ
ĂƌĞƚŽ͗
• ^ĂĨĞƚLJĂŶĚ,ĞĂůƚŚ͗WƌŽǀŝĚĞĂƐĂĨĞ
ƚƌĂŶƐƉŽƌƚĂƟŽŶƐLJƐƚĞŵĨŽƌǁŽƌŬĞƌƐĂŶĚ
ƵƐĞƌƐ͕ĂŶĚƉƌŽŵŽƚĞŚĞĂůƚŚƚŚƌŽƵŐŚĂĐƟǀĞ
ƚƌĂŶƐƉŽƌƚĂƟŽŶĂŶĚƌĞĚƵĐĞĚƉŽůůƵƟŽŶŝŶ
ĐŽŵŵƵŶŝƟĞƐ͘
• ^ƚĞǁĂƌĚƐŚŝƉĂŶĚ ĸĐŝĞŶĐLJ͗DŽŶĞLJ
ĐŽƵŶƚƐ͘ZĞƐƉŽŶƐŝďůLJŵĂŶĂŐĞĂůŝĨŽƌŶŝĂ͛Ɛ
ƚƌĂŶƐƉŽƌƚĂƟŽŶͲƌĞůĂƚĞĚĂƐƐĞƚƐ͘
• ^ƵƐƚĂŝŶĂďŝůŝƚLJ͕>ŝǀĂďŝůŝƚLJ͕ĂŶĚ ĐŽŶŽŵLJ͗DĂŬĞ
ůŽŶŐͲůĂƐƟŶŐ͕ƐŵĂƌƚŵŽďŝůŝƚLJĚĞĐŝƐŝŽŶƐƚŚĂƚ
ŝŵƉƌŽǀĞƚŚĞĞŶǀŝƌŽŶŵĞŶƚ͕ƐƵƉƉŽƌƚĂǀŝďƌĂŶƚ
ĞĐŽŶŽŵLJ͕ĂŶĚďƵŝůĚĐŽŵŵƵŶŝƟĞƐ͕ŶŽƚ
ƐƉƌĂǁů͘
• ^LJƐƚĞŵWĞƌĨŽƌŵĂŶĐĞ͗hƟůŝnjĞůĞĂĚĞƌƐŚŝƉ͕
ĐŽůůĂďŽƌĂƟŽŶĂŶĚƐƚƌĂƚĞŐŝĐƉĂƌƚŶĞƌƐŚŝƉƐƚŽ
ĚĞǀĞůŽƉĂŶŝŶƚĞŐƌĂƚĞĚƚƌĂŶƐƉŽƌƚĂƟŽŶƐLJƐƚĞŵ
ƚŚĂƚƉƌŽǀŝĚĞƐƌĞůŝĂďůĞĂŶĚĂĐĐĞƐƐŝďůĞŵŽďŝůŝƚLJ
ĨŽƌƚƌĂǀĞůĞƌƐ͘
• KƌŐĂŶŝnjĂƟŽŶĂů džĐĞůůĞŶĐĞ͗ĞĂŶĂƟŽŶĂů
ůĞĂĚĞƌŝŶĚĞůŝǀĞƌŝŶŐƋƵĂůŝƚLJƐĞƌǀŝĐĞƚŚƌŽƵŐŚ
ĞdžĐĞůůĞŶƚĞŵƉůŽLJĞĞƉĞƌĨŽƌŵĂŶĐĞ͕ƉƵďůŝĐ
ĐŽŵŵƵŶŝĐĂƟŽŶ͕ĂŶĚĂĐĐŽƵŶƚĂďŝůŝƚLJ͘
California Strategic Growth Council
&ŽƌŵĞĚŝŶϮϬϬϴǁŝƚŚƚŚĞƉĂƐƐŝŶŐŽĨ^ĞŶĂƚĞŝůů;^Ϳ
ϳϯϮ͕ƚŚĞ^'ĐŽŶƐŝƐƚƐŽĨĂŐĞŶĐLJŵĞŵďĞƌƐĨƌŽŵǀĂƌŝŽƵƐ
ƐƚĂƚĞĚĞƉĂƌƚŵĞŶƚƐ͘dŚĞ^'ǁŽƌŬƐƚŽĐŽŽƌĚŝŶĂƚĞĂŶĚ
ƉƌŽŵŽƚĞƚŚĞĂĐƟǀŝƟĞƐŽĨƐƚĂƚĞĂŐĞŶĐŝĞƐďLJƉƌŽǀŝĚŝŶŐ
ĨƵŶĚŝŶŐ͕ĐŽŽƌĚŝŶĂƟŽŶ͕ĂŶĚŐĞŶĞƌĂůƐƵƉƉŽƌƚƚŽĂĐŚŝĞǀĞ
ŽďũĞĐƟǀĞƐƚŚĂƚŝŶĐůƵĚĞ͕ďƵƚĂƌĞŶŽƚůŝŵŝƚĞĚƚŽ͗
• /ŵƉƌŽǀŝŶŐĂŝƌĂŶĚǁĂƚĞƌƋƵĂůŝƚLJ
• WƌŽŵŽƟŶŐƉƵďůŝĐŚĞĂůƚŚĂŶĚĞƋƵŝƚLJ
• /ŶĐƌĞĂƐŝŶŐŚŽƵƐŝŶŐĂīŽƌĚĂďŝůŝƚLJ
• WƌŽŵŽƟŶŐŝŶĮůůĂŶĚĐŽŵƉĂĐƚĚĞǀĞůŽƉŵĞŶƚ
• ZĞǀŝƚĂůŝnjŝŶŐƵƌďĂŶĂŶĚĐŽŵŵƵŶŝƚLJĐĞŶƚĞƌƐ
• /ŵƉƌŽǀŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞƐLJƐƚĞŵƐ
• WƌŽŵŽƟŶŐĞŶĞƌŐLJĞĸĐŝĞŶĐLJĂŶĚ
ĐŽŶƐĞƌǀĂƟŽŶ
• ZĞĚƵĐŝŶŐĂƵƚŽŵŽďŝůĞƵƐĂŐĞĂŶĚĨƵĞů
ĐŽŶƐƵŵƉƟŽŶ
dŚĞ ^' ĂŶĚ ƚŚĞ 'ŽǀĞƌŶŽƌΖƐ KĨĨŝĐĞ ŽĨ WůĂŶŶŝŶŐ
ĂŶĚ ZĞƐĞĂƌĐŚ ĐŽŽƌĚŝŶĂƚĞ ƉůĂŶŶŝŶŐ ĂĐƚŝǀŝƚŝĞƐ ƚŚĂƚ
ƐƵƉƉŽƌƚ ƐƵƐƚĂŝŶĂďůĞ ĐŽŵŵƵŶŝƚŝĞƐ͕ ĞŵƉŚĂƐŝnjŝŶŐ
ƐƚƌŽŶŐĞĐŽŶŽŵŝĞƐ͕ƐŽĐŝĂůĞƋƵŝƚLJ͕ĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂů
ƐƚĞǁĂƌĚƐŚŝƉ͘
'ůŽďĂůtĂƌŵŝŶŐ^ŽůƵƟŽŶƐĐƚ
dŚĞ'ůŽďĂůtĂƌŵŝŶŐ^ŽůƵƟŽŶƐĐƚ;ƐƐĞŵďůLJŝůůϯϮͿ
ͲϯϮͿŽĨϮϬϬϲǁĂƐƐŝŐŶĞĚŝŶƚŽůĂǁŽŶ^ĞƉƚĞŵďĞƌ
Ϯϳ͕ϮϬϬϲ͘ϯϮĞƐƚĂďůŝƐŚĞĚĂĐŽŵƉƌĞŚĞŶƐŝǀĞƉƌŽŐƌĂŵ
ƚŽ ƌĞĚƵĐĞ ŐƌĞĞŶŚŽƵƐĞ ŐĂƐ ĞŵŝƐƐŝŽŶƐ ƚŽ ĐŽŵďĂƚ
ĐůŝŵĂƚĞĐŚĂŶŐĞ͘dŚŝƐďŝůůƌĞƋƵŝƌĞƐƚŚĞĂůŝĨŽƌŶŝĂŝƌ
ZĞƐŽƵƌĐĞƐŽĂƌĚ;ZͿƚŽĚĞǀĞůŽƉƌĞŐƵůĂƟŽŶƐƚŽ
ƌĞĚƵĐĞŐƌĞĞŶŚŽƵƐĞŐĂƐĞŵŝƐƐŝŽŶƐƚŽϭϵϵϬůĞǀĞůƐďLJ
ϮϬϮϬ͘:ĂŶƵĂƌLJϭ͕ϮϬϭϮƚŚĞŐƌĞĞŶŚŽƵƐĞŐĂƐƌƵůĞƐĂŶĚ
ŵĂƌŬĞƚŵĞĐŚĂŶŝƐŵƐĂĚŽƉƚĞĚďLJZƚŽŽŬĞīĞĐƚĂŶĚ
ĂƌĞůĞŐĂůůLJĞŶĨŽƌĐĞĂďůĞ͘
14 | INTRODUCTION | HEARING DRAFT OCTOBER 2018
ƚƌĂŶƐŝƚ͘
dŚĞŽŵƉůĞƚĞ^ƚƌĞĞƚƐĐƚĂůƐŽƌĞƋƵŝƌĞƐĐŝƌĐƵůĂƟŽŶ
ĞůĞŵĞŶƚƐ ƚŽ ĐŽŶƐŝĚĞƌ ƚŚĞ ŵƵůƚŝƉůĞ ƵƐĞƌƐ ŽĨ ƚŚĞ
ƚƌĂŶƐƉŽƌƚĂƚŝŽŶƐLJƐƚĞŵ͕ŝŶĐůƵĚŝŶŐĐŚŝůĚƌĞŶ͕ĂĚƵůƚƐ͕
ƐĞŶŝŽƌƐ͕ĂŶĚƚŚĞĚŝƐĂďůĞĚ͘ϭϯϱϴƚĂƐŬƐƚŚĞ'ŽǀĞƌŶŽƌ͛Ɛ
KĸĐĞŽĨWůĂŶŶŝŶŐĂŶĚZĞƐĞĂƌĐŚƚŽƌĞůĞĂƐĞŐƵŝĚĞůŝŶĞƐ
ĨŽƌĐŽŵƉůŝĂŶĐĞ͕ǁŚŝĐŚĂƌĞƐŽĨĂƌƵŶĚĞǀĞůŽƉĞĚ͘
1.5.2 Regional
dŚĞĂƉƉůŝĐĂďůĞƌĞŐŝŽŶĂůĂŐĞŶĐŝĞƐ͕ƉůĂŶƐĂŶĚƉƌŽŐƌĂŵƐ
ƚŚĂƚĂůƐŽŚĂǀĞƌĞŐƵůĂƚŽƌLJŽǀĞƌƐŝŐŚƚƚŚĂƚŝŶŇƵĞŶĐĞĚƚŚĞ
ĐƌĞĂƟŽŶŽĨƚŚŝƐWůĂŶĂƌĞĚŝƐĐƵƐƐĞĚďĞůŽǁ͘
^ŽƵƚŚĞƌŶĂůŝĨŽƌŶŝĂƐƐŽĐŝĂƟŽŶŽĨ'ŽǀĞƌŶŵĞŶƚƐ
ǀĞƌLJ ĨŽƵƌ LJĞĂƌƐ͕ ƚŚĞ ^ŽƵƚŚĞƌŶ ĂůŝĨŽƌŶŝĂ
ƐƐŽĐŝĂƚŝŽŶ ŽĨ 'ŽǀĞƌŶŵĞŶƚƐ ;^'Ϳ ƵƉĚĂƚĞƐ ƚŚĞ
ZĞŐŝŽŶĂůdƌĂŶƐƉŽƌƚĂƟŽŶWůĂŶ;ZdWͿĂŶĚ^ƵƐƚĂŝŶĂďůĞ
ŽŵŵƵŶŝƟĞƐ^ƚƌĂƚĞŐLJ;^^ͿĂƐƌĞƋƵŝƌĞĚďLJ^ϯϳϱ͘
^'ΖƐƐŝdžͲĐŽƵŶƚLJƌĞŐŝŽŶŝŶĐůƵĚĞƐ>ŽƐŶŐĞůĞƐ͕^ĂŶ
ĞƌŶĂƌĚŝŶŽ͕ZŝǀĞƌƐŝĚĞ͕KƌĂŶŐĞ͕sĞŶƚƵƌĂ͕ĂŶĚ/ŵƉĞƌŝĂů
ĐŽƵŶƟĞƐ͘ƵƌƌĞŶƚĂŶĚƌĞĐĞŶƚƚƌĂŶƐƉŽƌƚĂƟŽŶƉůĂŶŐŽĂůƐ
ŐĞŶĞƌĂůůLJĨŽĐƵƐŽŶďĂůĂŶĐĞĚƚƌĂŶƐƉŽƌƚĂƟŽŶĂŶĚůĂŶĚ
ƵƐĞƉůĂŶŶŝŶŐƚŚĂƚ͗
ϭ͘ DĂdžŝŵŝnjĞƐŵŽďŝůŝƚLJĂŶĚĂĐĐĞƐƐŝďŝůŝƚLJĨŽƌĂůů
ƉĞŽƉůĞĂŶĚŐŽŽĚƐŝŶƚŚĞƌĞŐŝŽŶ
Ϯ͘ WƌĞƐĞƌǀĞƐĂŶĚĞŶƐƵƌĞƐĂƐƵƐƚĂŝŶĂďůĞƌĞŐŝŽŶĂů
ƚƌĂŶƐƉŽƌƚĂƟŽŶƐLJƐƚĞŵ
ϯ͘ DĂdžŝŵŝnjĞƐƚŚĞƉƌŽĚƵĐƟǀŝƚLJŽĨŽƵƌ
ƚƌĂŶƐƉŽƌƚĂƟŽŶƐLJƐƚĞŵ
dŚĞŵŽƐƚƌĞĐĞŶƚZWdͬ^^ǁĂƐĂĚŽƉƚĞĚŝŶϮϬϭϲ͖
ŝŶƚŚĂƚƉůĂŶĞĂĐŚŽƵůĞǀĂƌĚǁĂƐĚĞƐŝŐŶĂƚĞĚĂƐĂ
,ŝŐŚYƵĂůŝƚLJdƌĂŶƐŝƚŽƌƌŝĚŽƌ͘dŚŽƵŐŚŵĂŶLJƉƌŽũĞĐƚƐ
ĂƌĞƐĐŚĞĚƵůĞĚƚŚƌŽƵŐŚƚŚĞZdWƚŚƌŽƵŐŚŽƵƚKƌĂŶŐĞ
ŽƵŶƚLJ͕ŶŽŶĞŽĨƚŚĞŵĂƌĞǁŝƚŚŝŶƚŚĞ^WĂƌĞĂĨŽƌ
ƚŚĞĐƵƌƌĞŶƚƉůĂŶŶŝŶŐĐLJĐůĞ͘
KƌĂŶŐĞŽƵŶƚLJ>ŽŶŐZĂŶŐĞdƌĂŶƐƉŽƌƚĂƟŽŶWůĂŶ
KƌĂŶŐĞŽƵŶƚLJdƌĂŶƐƉŽƌƚĂƟŽŶƵƚŚŽƌŝƚLJΖƐϮϬϭϴ>ŽŶŐ
ZĂŶŐĞdƌĂŶƐƉŽƌƚĂƟŽŶWůĂŶĨŽƌKƌĂŶŐĞŽƵŶƚLJƉůĂĐĞƐ
ĂŶĞŵƉŚĂƐŝƐŽŶĨƌĞĞǁĂLJŝŶƚĞƌĐŚĂŶŐĞŝŵƉƌŽǀĞŵĞŶƚƐ͕
ŚŝŐŚŽĐĐƵƉĂŶĐLJǀĞŚŝĐůĞ;,KsͿĂĐĐĞƐƐ͕ƉƌŝĐĞͲŵĂŶĂŐĞĚ
ĨĂĐŝůŝƚŝĞƐ;ƚŽůůƐͬĞdžƉƌĞƐƐůĂŶĞƐͿ͕ĂŶĚƌĞŐŝŽŶĂůƚƌĂĨĨŝĐ
ƐŝŐŶĂůƐLJŶĐŚƌŽŶŝnjĂƟŽŶŽĨĂƌƚĞƌŝĂůƐ͘ĚĚŝƟŽŶĂůůLJ͕ƚŚĞ
ŽƵŶƚLJƉůĂŶƐƚŽĞŶĐŽƵƌĂŐĞĐĂƌƉŽŽůŝŶŐďLJŝŵƉƌŽǀŝŶŐ
,KsͲƚŽͲ,KsĐŽŶŶĞĐƚŽƌƐ͘dŚĞŽƵŶƚLJƉůĂŶƐƚŽƵƐĞ
DĞĂƐƵƌĞDϮĨƵŶĚƐƚŽĮŶĂŶĐĞƚŚĞƐĞƉƌŽũĞĐƚƐƚŚƌŽƵŐŚ
ϮϬϯϱ͘
dŚĞƌĞĚƵĐƟŽŶŐŽĂůĨŽƌϮϬϮϬŝƐƚŽƌĞĚƵĐĞŐƌĞĞŶŚŽƵƐĞ
ŐĂƐĞŵŝƐƐŝŽŶƐďLJϮϱƉĞƌĐĞŶƚŽĨƚŚĞĐƵƌƌĞŶƚƌĂƚĞŝŶ
ŽƌĚĞƌƚŽŵĞĞƚϭϵϵϬƐůĞǀĞů͕ĂŶĚĂƌĞĚƵĐƟŽŶŽĨϴϬ
ƉĞƌĐĞŶƚŽĨĐƵƌƌĞŶƚƌĂƚĞƐďLJϮϬϱϬ͘dŚĞϯϮ^ĐŽƉŝŶŐ
WůĂŶĐŽŶƚĂŝŶƐƚŚĞŵĂŝŶƐƚƌĂƚĞŐŝĞƐĂůŝĨŽƌŶŝĂǁŝůůƵƐĞ
ƚŽƌĞĚƵĐĞŐƌĞĞŶŚŽƵƐĞŐĂƐĞƐ͘dŚĞƐĐŽƉŝŶŐƉůĂŶŚĂƐ
ĂƌĂŶŐĞŽĨŐƌĞĞŶŚŽƵƐĞŐĂƐƌĞĚƵĐƟŽŶĂĐƟŽŶƐǁŚŝĐŚ
ŝŶĐůƵĚĞĚŝƌĞĐƚƌĞŐƵůĂƟŽŶƐ͕ĂůƚĞƌŶĂƟǀĞĐŽŵƉůŝĂŶĐĞ
ŵĞĐŚĂŶŝƐŵƐ͕ŵŽŶĞƚĂƌLJĂŶĚŶŽŶͲŵŽŶĞƚĂƌLJŝŶĐĞŶƟǀĞƐ͕
ǀŽůƵŶƚĂƌLJĂĐƟŽŶƐ͕ŵĂƌŬĞƚͲďĂƐĞĚŵĞĐŚĂŶŝƐŵƐƐƵĐŚ
ĂƐĂĐĂƉͲĂŶĚͲƚƌĂĚĞƐLJƐƚĞŵ͕ĂŶĚĂŶϯϮƉƌŽŐƌĂŵ
ŝŵƉůĞŵĞŶƚĂƟŽŶƌĞŐƵůĂƟŽŶƚŽĨƵŶĚƚŚĞƉƌŽŐƌĂŵ͘
^ƵƐƚĂŝŶĂďůĞŽŵŵƵŶŝƟĞƐĂŶĚůŝŵĂƚĞWƌŽƚĞĐƟŽŶĐƚ
dŚĞ^ƵƐƚĂŝŶĂďůĞŽŵŵƵŶŝƟĞƐĂŶĚůŝŵĂƚĞWƌŽƚĞĐƟŽŶ
Đƚ;^ϯϳϱͿŽĨϮϬϬϴƉƌŽǀŝĚĞƐŝŶĐĞŶƟǀĞƐĨŽƌĐŝƟĞƐĂŶĚ
ĚĞǀĞůŽƉĞƌƐƚŽďƌŝŶŐŚŽƵƐŝŶŐĂŶĚũŽďƐĐůŽƐĞƌƚŽŐĞƚŚĞƌ
ĂŶĚƚŽŝŵƉƌŽǀĞƉƵďůŝĐƚƌĂŶƐŝƚ͘dŚĞŐŽĂůďĞŚŝŶĚ^ϯϳϱ
ŝƐƚŽƌĞĚƵĐĞĂƵƚŽŵŽďŝůĞĐŽŵŵƵƟŶŐƚƌŝƉƐĂŶĚƚŚĞ
ůĞŶŐƚŚŽĨĂƵƚŽŵŽďŝůĞƚƌŝƉƐ͕ƚŚƵƐŚĞůƉŝŶŐƚŽŵĞĞƚ
ƚŚĞƐƚĂƚĞǁŝĚĞƚĂƌŐĞƚƐĨŽƌƌĞĚƵĐŝŶŐŐƌĞĞŶŚŽƵƐĞŐĂƐ
ĞŵŝƐƐŝŽŶƐƐĞƚďLJϯϮ͘
^ϯϳϱ ƌĞƋƵŝƌĞƐ ĞĂĐŚ ŵĞƚƌŽƉŽůŝƚĂŶ ƉůĂŶŶŝŶŐ
ŽƌŐĂŶŝnjĂƚŝŽŶƚŽĂĚĚĂďƌŽĂĚĞƌǀŝƐŝŽŶĨŽƌŐƌŽǁƚŚ͕
ĐĂůůĞĚĂ͞^ƵƐƚĂŝŶĂďůĞŽŵŵƵŶŝƟĞƐ^ƚƌĂƚĞŐLJ͟;^^Ϳ͕
ƚŽŝƚƐƚƌĂŶƐƉŽƌƚĂƟŽŶƉůĂŶ͘dŚĞ^^ŵƵƐƚůĂLJŽƵƚĂ
ƉůĂŶƚŽŵĞĞƚƚŚĞƌĞŐŝŽŶ͛ƐƚƌĂŶƐƉŽƌƚĂƟŽŶ͕ŚŽƵƐŝŶŐ͕
ĞĐŽŶŽŵŝĐ͕ĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůŶĞĞĚƐŝŶĂǁĂLJƚŚĂƚ
ĞŶĂďůĞƐƚŚĞĂƌĞĂƚŽůŽǁĞƌŐƌĞĞŶŚŽƵƐĞŐĂƐĞŵŝƐƐŝŽŶƐ͘
dŚĞ^^ƐŚŽƵůĚŝŶƚĞŐƌĂƚĞƚƌĂŶƐƉŽƌƚĂƟŽŶ͕ůĂŶĚͲƵƐĞ͕
ĂŶĚŚŽƵƐŝŶŐƉŽůŝĐŝĞƐƚŽƉůĂŶĨŽƌĂĐŚŝĞǀĞŵĞŶƚŽĨ
ƚŚĞĞŵŝƐƐŝŽŶƐƚĂƌŐĞƚĨŽƌƚŚĞŝƌƌĞŐŝŽŶ͘dŚĞ^ŽƵƚŚĞƌŶ
ĂůŝĨŽƌŶŝĂƐƐŽĐŝĂƟŽŶŽĨ'ŽǀĞƌŶŵĞŶƚƐΖZdWĂŶĚ^^
ǁĞƌĞĂĚŽƉƚĞĚŝŶϮϬϭϲ;ĨƵƌƚŚĞƌĚŝƐĐƵƐƐĞĚŝŶ^ĞĐƟŽŶ
ϭ͘ϱ͘Ϯ͕ZĞŐŝŽŶĂů͕ďĞůŽǁͿ͘
ƐĂƌĞƐƵůƚŽĨƚŚĞƐƚĂƚĞƌĞŐƵůĂƚŽƌLJƐĞƫŶŐĚĞƐĐƌŝďĞĚ
ĂďŽǀĞ͕ƚŚŝƐ^ƉĞĐŝĮĐWůĂŶŝĚĞŶƟĮĞƐŽƉƉŽƌƚƵŶŝƟĞƐƚŽ
ƌĞĚƵĐĞŐƌĞĞŶŚŽƵƐĞŐĂƐĞŵŝƐƐŝŽŶƐǁŝƚŚŝŶƚŚĞ^W
ĂƌĞĂ͘
California Complete Streets Act
dŚĞ ĂůŝĨŽƌŶŝĂ ŽŵƉůĞƚĞ ^ƚƌĞĞƚƐ Đƚ ;ϭϯϱϴͿ ŽĨ
ϮϬϬϴƌĞƋƵŝƌĞƐĐŝƌĐƵůĂƟŽŶĞůĞŵĞŶƚƐƚŽĂĚĚƌĞƐƐƚŚĞ
ƚƌĂŶƐƉŽƌƚĂƟŽŶƐLJƐƚĞŵĨƌŽŵĂŵƵůƟͲŵŽĚĂůƉĞƌƐƉĞĐƟǀĞ͘
dŚĞďŝůůƐƚĂƚĞƐƚŚĂƚƐƚƌĞĞƚƐ͕ƌŽĂĚƐ͕ĂŶĚŚŝŐŚǁĂLJƐŵƵƐƚ
͞ŵĞĞƚƚŚĞŶĞĞĚƐŽĨĂůůƵƐĞƌƐŝŶĂŵĂŶŶĞƌƐƵŝƚĂďůĞƚŽ
ƚŚĞƌƵƌĂů͕ƐƵďƵƌďĂŶ͕ŽƌƵƌďĂŶĐŽŶƚĞdžƚŽĨƚŚĞŐĞŶĞƌĂů
ƉůĂŶ͘͟ ƐƐĞŶƚŝĂůůLJ͕ƚŚŝƐďŝůůƌĞƋƵŝƌĞƐĂĐŝƌĐƵůĂƚŝŽŶ
ĞůĞŵĞŶƚƚŽƉůĂŶĨŽƌĂůůŵŽĚĞƐŽĨƚƌĂŶƐƉŽƌƚĂƟŽŶǁŚĞƌĞ
ĂƉƉƌŽƉƌŝĂƚĞ͕ŝŶĐůƵĚŝŶŐǁĂůŬŝŶŐ͕ďŝŬŝŶŐ͕ĐĂƌƚƌĂǀĞů͕ĂŶĚ
HEARING DRAFT OCTOBER 2018| INTRODUCTION | 15
1
KƌĂŶŐĞŽƵŶƚLJŽŶŐĞƐƟŽŶDĂŶĂŐĞŵĞŶƚWƌŽŐƌĂŵ
/ŶϮϬϭϳ͕KƌĂŶŐĞŽƵŶƚLJdƌĂŶƐƉŽƌƚĂƚŝŽŶƵƚŚŽƌŝƚLJ
;KdͿƵƉĚĂƚĞĚŝƚƐŽŶŐĞƐƟŽŶDĂŶĂŐĞŵĞŶƚWƌŽŐƌĂŵ
;DWͿ ƚŽ ĂƐƐĞƐƐ ƚŚĞ ŽǀĞƌĂůů ƉĞƌĨŽƌŵĂŶĐĞ ŽĨ ƚŚĞ
ŚŝŐŚǁĂLJƐLJƐƚĞŵ͕ǁŚŝĐŚƉƌŽǀŝĚĞƐĚĞĐŝƐŝŽŶŵĂŬĞƌƐ
ƋƵĂŶƟƚĂƟǀĞŝŶƉƵƚĨŽƌĨƵŶĚŝŶŐŝŵƉƌŽǀĞŵĞŶƚƐĂŶĚ
ƉƌŽŐƌĂŵƐ͘ dŚĞ KƌĂŶŐĞ ŽƵŶƚLJ DW ŶŽƚĞƐ ŵĂũŽƌ
ĂƌƚĞƌŝĂůƐĂŶĚĂƐƐĞƐƐĞƐƚŚĞŝƌĐŽŶŐĞƐƟŽŶ͘dŚĞƐĞĂƌƚĞƌŝĂůƐ
ŝŶĐůƵĚĞĞĂĐŚŽƵůĞǀĂƌĚ͘
Kd͛ƐƚƌĂĨĨŝĐĐŽŶŐĞƐƚŝŽŶŵĂŶĂŐĞŵĞŶƚƉŽůŝĐLJŝƐ
ŝŶƚĞŶĚĞĚƚŽĚĞƚĞƌŵŝŶĞĂƉƉƌŽƉƌŝĂƚĞƚƌĂŶƐƉŽƌƚĂƟŽŶ
ƉůĂŶŶŝŶŐĂĐƟŽŶƐŝŶƌĞƐƉŽŶƐĞƚŽĂƉĂƌƟĐƵůĂƌůĞǀĞůŽĨ
ƐĞƌǀŝĐĞ;>K^Ϳ͘ƐĂƌĞƐƵůƚ͕ĂŶŝŶƚĞƌƐĞĐƟŽŶ͛ƐƌĞĂĐŚŝŶŐ
ĂƉĂƌƟĐƵůĂƌ>K^ĚŽĞƐŶŽƚŶĞĐĞƐƐĂƌŝůLJŝŶĚŝĐĂƚĞƚŚĂƚ
ŶŽĂĚĚŝƟŽŶĂůĚĞǀĞůŽƉŵĞŶƚĐĂŶďĞƐƵƉƉŽƌƚĞĚĂƚŽƌ
ĂƌŽƵŶĚƚŚĂƚŝŶƚĞƌƐĞĐƟŽŶ͘/ŶƐƚĞĂĚ͕ƚŚĞůŽĐĂůĂŐĞŶĐLJ
ǁŝůůŶĞĞĚƚŽƌĞƐƉŽŶĚƚŽŝŶƚĞƌƐĞĐƟŽŶ>K^ǁŝƚŚĂƚŚƌĞĞͲ
ƟĞƌĞĚĂƉƉƌŽĂĐŚŽƌŝĞŶƚĞĚƚŽ͗
ϭ͘ DĂŶĂŐŝŶŐƐƉĞĞĚƐĂŶĚŵŽƚŽƌŝƐƚďĞŚĂǀŝŽƌĂƚ
ŝŶƚĞƌƐĞĐƟŽŶƐǁŝƚŚŚŝŐŚ>K^
Ϯ͘ ZĞǀŝĞǁŝŶŐƚƌĂĸĐŐƌŽǁƚŚƉĂƩĞƌŶƐǁŚĞŶ
ĐŽŶŐĞƐƟŽŶďĞŐŝŶƐƚŽĂƉƉĞĂƌĂŶĚƉůĂŶŶŝŶŐ
ĨŽƌĂƉƉƌŽƉƌŝĂƚĞǁĂLJƐƚŽĂĚĚƌĞƐƐĂĚĚŝƟŽŶĂů
ĐŽŶŐĞƐƟŽŶ
ϯ͘ dĂŬŝŶŐƐƚĞƉƐƚŽŵĂŶĂŐĞĐŽŶŐĞƐƟŽŶ͕ŝŶĐůƵĚŝŶŐ
ŵŽǀŝŶŐĨƌŽŵŝŶƚĞƌƐĞĐƟŽŶͲƐƉĞĐŝĮĐŵĞƚƌŝĐƐƚŽ
>K^ĨŽƌĂŶĞŶƟƌĞĐŽƌƌŝĚŽƌ
tŝƚŚŝŶƚŚĞ^WĂƌĞĂ͕ĞĂĐŚŽƵůĞǀĂƌĚŝƐƚŚĞŽŶůLJ
ĚĞƐŝŐŶĂƚĞĚDWĨĂĐŝůŝƚLJ͘&ŽƵƌŶĞĂƌďLJDWŝŶƚĞƌƐĞĐƟŽŶƐ
ǁĞƌĞĂůƐŽĂŶĂůLJnjĞĚĂƐĂƉĂƌƚŽĨƚŚĞ ŶǀŝƌŽŶŵĞŶƚĂů
/ŵƉĂĐƚZĞƉŽƌƚĨŽƌƚŚŝƐ^ƉĞĐŝĮĐWůĂŶ͘
Orange County Transit Master Plan/ OC Transit Vision
dŚĞKƌĂŶŐĞŽƵŶƚLJdƌĂŶƐƉŽƌƚĂƟŽŶƵƚŚŽƌŝƚLJ;KdͿ
ƌĞĐĞŶƚůLJĚĞǀĞůŽƉĞĚĂĐŽŵƉƌĞŚĞŶƐŝǀĞdƌĂŶƐŝƚDĂƐƚĞƌ
WůĂŶ;dDWͿĨŽƌKƌĂŶŐĞŽƵŶƚLJ͕ƚŚĞĚŽĐƵŵĞŶƚŝƐ
ĂůƐŽƌĞĨĞƌƌĞĚƚŽĂƐKdƌĂŶƐŝƚsŝƐŝŽŶ͘dŚĞdDWŝƐ
ĂŶŝŶƚĞŐƌĂƚĞĚďƵƐ͕ƌĂŝů͕ĂŶĚƉĂƌĂͲƚƌĂŶƐŝƚƉůĂŶƚŚĂƚ
ƉƌŽǀŝĚĞƐŚŝŐŚͲůĞǀĞůŝŶƐŝŐŚƚŝŶƚŽƚŚĞŽƵŶƚLJΖƐůŽŶŐͲ
ƚĞƌŵƚƌĂŶƐŝƚŶĞĞĚƐ͕ŚŝŐŚůŝŐŚƚƐŝŵƉŽƌƚĂŶƚĐŽŶŶĞĐƟŽŶƐ
ƚŽŽƚŚĞƌƚƌĂŶƐŝƚƉƌŽũĞĐƚƐ͕ĂŶĚŝĚĞŶƟĮĞƐŽƉƉŽƌƚƵŶŝƚLJ
ĐŽƌƌŝĚŽƌƐƚŚĂƚŵĂLJŵĞƌŝƚŝŶǀĞƐƚŵĞŶƚŝŶŚŝŐŚͲƋƵĂůŝƚLJ
ƚƌĂŶƐŝƚƐĞƌǀŝĐĞ͕ƐƵĐŚĂƐƐƚƌĞĞƚĐĂƌƐŽƌďƵƐƌĂƉŝĚƚƌĂŶƐŝƚ͘
KdƌĂŶƐŝƚsŝƐŝŽŶŝƐĂϮϬͲLJĞĂƌƉůĂŶĨŽƌĞŶŚĂŶĐŝŶŐ
ĂŶĚĞdžƉĂŶĚŝŶŐƉƵďůŝĐƚƌĂŶƐŝƚƐĞƌǀŝĐĞ͕ŝƚƐǀŝƐŝŽŶŝƐƚŽ
ΗƉƌŽǀŝĚĞĐŽŵƉĞůůŝŶŐĂŶĚĐŽŵƉĞƟƟǀĞƚƌĂŶƐŝƚƐĞƌǀŝĐĞ
ƚŚĂƚĞdžƉĂŶĚƐƚƌĂŶƐƉŽƌƚĂƟŽŶĐŚŽŝĐĞƐĨŽƌĐƵƌƌĞŶƚƌŝĚĞƌƐ͕
RELEVANT OC TRANSIT VISION
MODE DEFINITIONS
X ZĂƉŝĚƵƐ͗^ĞƌǀŝĐĞŝƐƐŝŵŝůĂƌƚŽƚŚĞ
ĞdžŝƐƟŶŐƌĂǀŽ͊ƐĞƌǀŝĐĞ͕ŽƉĞƌĂƟŶŐŝŶ
ŵŝdžĞĚƚƌĂĸĐďƵƚŝƐĚŝƐƟŶŐƵŝƐŚĞĚĨƌŽŵ
ƌĞŐƵůĂƌďƵƐƐĞƌǀŝĐĞďLJĂůŝŵŝƚĞĚŶƵŵďĞƌ
ŽĨƐƚŽƉƐ͕ŵĂŬŝŶŐƐĞƌǀŝĐĞĨĂƐƚĞƌĂŶĚŵŽƌĞ
ƌĞůŝĂďůĞ͖ŝƚŵĂLJĂůƐŽŝŶĐůƵĚĞĐƵƐƚŽŵ
ďƌĂŶĚŝŶŐ͕ƚƌĂŶƐŝƚƉƌŝŽƌŝƚLJĂƚƚƌĂĸĐ
ƐŝŐŶĂůƐĂŶĚŽƚŚĞƌĨĞĂƚƵƌĞƐ͘
X ƵƐZĂƉŝĚdƌĂŶƐŝƚ͗^ĞƌǀŝĐĞǁŚĞƌĞĂ
ŵĂũŽƌŝƚLJŽĨƚŚĞůŝŶĞŽƉĞƌĂƚĞƐŝŶĂ
ƐĞƉĂƌĂƚĞĚƌŝŐŚƚͲŽĨͲǁĂLJĚĞĚŝĐĂƚĞĚĨŽƌ
ƉƵďůŝĐƚƌĂŶƐƉŽƌƚĂƟŽŶƵƐĞĚƵƌŝŶŐƉĞĂŬ
ƉĞƌŝŽĚƐĂŶĚŝŶĐůƵĚĞƐĨĞĂƚƵƌĞƐƚŚĂƚ
ĞŵƵůĂƚĞƚŚĞƐĞƌǀŝĐĞƐƉƌŽǀŝĚĞĚďLJƌĂŝů
ŽƌĮdžĞĚŐƵŝĚĞͲǁĂLJƚƌĂŶƐŝƚƐLJƐƚĞŵƐ͕
ŝŶĐůƵĚŝŶŐĚĞĮŶĞĚƐƚĂƟŽŶƐ͖ƚƌĂŶƐŝƚƐŝŐŶĂů
ƉƌŝŽƌŝƚLJ͖ŚŝŐŚͲĨƌĞƋƵĞŶĐLJďŝĚŝƌĞĐƟŽŶĂů
ƐĞƌǀŝĐĞƐĨŽƌĂƐƵďƐƚĂŶƟĂůƉĂƌƚŽĨ
ǁĞĞŬĚĂLJƐĂŶĚǁĞĞŬĞŶĚĚĂLJƐ͕ƉƌĞͲďŽĂƌĚ
ƟĐŬĞƟŶŐ͕ƉůĂƞŽƌŵůĞǀĞůďŽĂƌĚŝŶŐ͕ĂŶĚ
ƐĞƉĂƌĂƚĞďƌĂŶĚŝŶŐ͘
ĂƩƌĂĐƚƐŶĞǁƌŝĚĞƌƐ͕ĂŶĚĞƋƵŝƚĂďůLJƐƵƉƉŽƌƚƐŝŵŵĞĚŝĂƚĞ
ĂŶĚůŽŶŐͲƚĞƌŵŵŽďŝůŝƚLJŝŶKƌĂŶŐĞŽƵŶƚLJΗ͘
dƌĂŶƐŝƚKƉƉŽƌƚƵŶŝƚLJŽƌƌŝĚŽƌƐ͗dŚĞWůĂŶŝĚĞŶƟĮĞƐĂ
ƚŽƚĂůŽĨƚĞŶĐŽƌƌŝĚŽƌƐĨŽƌĨƵƚƵƌĞŝŶǀĞƐƚŵĞŶƚŝŶƌĂŝůŽƌďƵƐ
ƌĂƉŝĚƚƌĂŶƐŝƚƐĞƌǀŝĐĞ͘dǁŽŽĨƚŚĞŽƉƉŽƌƚƵŶŝƚLJĐŽƌƌŝĚŽƌƐ
ĂƌĞůŽĐĂƚĞĚǁŝƚŚŝŶƚŚĞ^WĂƌĞĂ͘dŚĞĮƌƐƚƐƉĂŶƐƚŚĞ
ůĞŶŐƚŚŽĨĞĂĐŚŽƵůĞǀĂƌĚĨƌŽŵƚŚĞ&ƵůůĞƌƚŽŶWĂƌŬĂŶĚ
ZŝĚĞƚŽŽǁŶƚŽǁŶ,ƵŶƟŶŐƚŽŶĞĂĐŚ͕ĂŶĚƚŚĞƐĞĐŽŶĚ
ƌƵŶƐĂůŽŶŐ>ŝŶĐŽůŶǀĞŶƵĞͬ>ĂWĂůŵĂǀĞŶƵĞ͕ŝŶĐůƵĚŝŶŐ
ƚŚĞ>ŝŶĐŽůŶǀĞŶƵĞŝŶƚĞƌƐĞĐƟŽŶĂƚĞĂĐŚŽƵůĞǀĂƌĚ͘
dŚĞĞĂĐŚŽƵůĞǀĂƌĚƐĞŐŵĞŶƚŚĂƐďĞĞŶŝĚĞŶƟĮĞĚĨŽƌ
ƵƐZĂƉŝĚdƌĂŶƐŝƚĂŶĚĂƌĂƉŝĚďƵƐůŝŶĞǁĂƐŝĚĞŶƟĮĞĚĨŽƌ
>ŝŶĐŽůŶǀĞŶƵĞ͘
16 | INTRODUCTION | HEARING DRAFT OCTOBER 2018
ŶĂŚĞŝŵΖƐ ŝĐLJĐůĞ DĂƐƚĞƌ WůĂŶ ǁĂƐ ĂĚŽƉƚĞĚ ŝŶ ϮϬϭϳ͘ dŚĞ
DĂƐƚĞƌ WůĂŶ ŐƵŝĚĞƐ ƚŚĞ ŝŵƉůĞŵĞŶƚĂƟŽŶ ŽĨ ĐŝƚLJǁŝĚĞ ďŝŬĞǁĂLJƐ͘
1.5.3 Local
ĚĚŝƟŽŶĂůůLJ͕ŽƚŚĞƌŝƚLJƌĞŐƵůĂƚŽƌLJĚŽĐƵŵĞŶƚƐĂīĞĐƚ
ĚĞǀĞůŽƉŵĞŶƚǁŝƚŚŝŶƚŚĞ^WĂƌĞĂ͘&ŽůůŽǁŝŶŐŝƐĂďƌŝĞĨ
ŽǀĞƌǀŝĞǁŽĨĂƉƉůŝĐĂďůĞŝƚLJĚŽĐƵŵĞŶƚƐ͘
ZĞůĂƟŽŶƐŚŝƉƚŽƚŚĞ'ĞŶĞƌĂůWůĂŶ
dŚĞ^WŝƐĐŽŶƐŝƐƚĞŶƚǁŝƚŚƚŚĞŐŽĂůƐĂŶĚƉŽůŝĐŝĞƐŽĨ
ƚŚĞŝƚLJŽĨŶĂŚĞŝŵΖƐ'ĞŶĞƌĂůWůĂŶ͘dŚĞĞŶǀŝƌŽŶŵĞŶƚĂů
ĚŽĐƵŵĞŶƚĂƟŽŶ;W /ZͿƚŚĂƚĂĐĐŽŵƉĂŶŝĞƐƚŚŝƐ^ƉĞĐŝĮĐ
WůĂŶŝŶĐůƵĚĞƐĂĚŝƐĐƵƐƐŝŽŶŽĨĞĂĐŚŽĨƚŚĞĂƉƉůŝĐĂďůĞ
'ĞŶĞƌĂůWůĂŶ ůĞŵĞŶƚΖƐŐŽĂůƐĂŶĚƉŽůŝĐŝĞƐ͕ĂŶĚŚŽǁ
ƚŚĞLJĂƌĞŝŵƉůĞŵĞŶƚĞĚƚŚƌŽƵŐŚƚŚĞ^W͘
ZĞůĂƟŽŶƐŚŝƉƚŽƚŚĞŽŶŝŶŐKƌĚŝŶĂŶĐĞ
dŚŝƐ^ƉĞĐŝĮĐWůĂŶĚĞĮŶĞƐƌĞŐƵůĂƟŽŶƐĂŶĚĚĞǀĞůŽƉŵĞŶƚ
ƐƚĂŶĚĂƌĚƐƚŚĂƚĂƉƉůLJƚŽƚŚĞ^WĂƌĞĂ͘tŚĞŶĂƐƉĞĐŝĮĐ
ƉůĂŶŝƐĂĚŽƉƚĞĚďLJŽƌĚŝŶĂŶĐĞ͕ƚŚĞƉůĂŶĞīĞĐƟǀĞůLJ
ƌĞƉůĂĐĞƐƉŽƌƟŽŶƐŽƌĂůůŽĨƚŚĞĐƵƌƌĞŶƚnjŽŶŝŶŐĐŽĚĞĨŽƌ
ĂƐƉĞĐŝĮĞĚĂƌĞĂĂŶĚďĞĐŽŵĞƐĂŶŝŶĚĞƉĞŶĚĞŶƚƐĞƚŽĨ
ƌĞŐƵůĂƟŽŶƐ͘dŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶŚĂƐ
ďĞĞŶĂĚŽƉƚĞĚďLJŽƌĚŝŶĂŶĐĞĂŶĚŝƐƚŚĞnjŽŶŝŶŐĨŽƌƚŚĞ
ƉƌŽũĞĐƚĂƌĞĂ͘tŚĞƌĞƚŚŝƐ^ƉĞĐŝĮĐWůĂŶŝƐƐŝůĞŶƚ͕ƚŚĞ
ƌĞůĞǀĂŶƚƐĞĐƟŽŶƐĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐŽĨdŝƚůĞϭϴ͕ŽŶŝŶŐ
KƌĚŝŶĂŶĐĞ͕ŽĨƚŚĞŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞƐŚĂůůĂƉƉůLJ͘
City of Anaheim Bicycle Master Plan
dŚĞŝƚLJΖƐϮϬϭϳŝĐLJĐůĞDĂƐƚĞƌWůĂŶ;DWͿŝƐĂƉŽůŝĐLJ
ĚŽĐƵŵĞŶƚƚŚĂƚŐƵŝĚĞƐŝŵƉůĞŵĞŶƚĂƟŽŶŽĨĐŝƚLJǁŝĚĞ
ďŝŬĞǁĂLJƐ͘/ƚŝƐŝŶƚĞŶĚĞĚƚŽŝŵƉƌŽǀĞďŝĐLJĐůŝŶŐƐĂĨĞƚLJ͕
ĐŽŵĨŽƌƚ͕ĂŶĚĂĐĐĞƐƐŝďŝůŝƚLJ͘dŚĞDWŝĚĞŶƚŝĨŝĞƐĂ
ŶĞƚǁŽƌŬŽĨĞdžŝƐƟŶŐĂŶĚƉƌŽƉŽƐĞĚďŝŬĞǁĂLJƐƚŚĂƚǁŝůů
ŝŵƉƌŽǀĞŵƵůƟͲŵŽĚĂůĐŽŶŶĞĐƟǀŝƚLJĂŶĚŝŶĐƌĞĂƐĞďŝĐLJĐůĞ
ƵƐĞ͘dŚĞDWƉƌŽƉŽƐĞƐĂŶĞƚǁŽƌŬŽĨŽŶͲƐƚƌĞĞƚďŝŬĞ
ůĂŶĞƐĂŶĚƌŽƵƚĞƐĂŶĚŽīͲƐƚƌĞĞƚďŝŬĞƉĂƚŚƐƚŽĐŽŶŶĞĐƚ
ƌĞƐŝĚĞŶƚƐ͕ǀŝƐŝƚŽƌƐ͕ĂŶĚǁŽƌŬĞƌƐƚŽƚŚĞŝƌĚĞƐƟŶĂƟŽŶƐ͘
&ŽƌƚŚĞ^WĂƌĞĂ͕ƚŚĞDWŝĚĞŶƟĮĞƐĞdžŝƐƟŶŐĂŶĚ
ŶĞǁŽŶͲƐƚƌĞĞƚĐŽŶŶĞĐƟŽŶŽŶĂůůƚŚƌĞĞŽĨƚŚĞĐƌŽƐƐͲ
ƐƚƌĞĞƚƐƚŽĞĂĐŚŽƵůĞǀĂƌĚ͗>ŝŶĐŽůŶǀĞŶƵĞ͕KƌĂŶŐĞ
ǀĞŶƵĞ͕ĂŶĚĂůůZŽĂĚ͘/ƚĂůƐŽƉƌŽƉŽƐĞƐĐŽŶŶĞĐƟŶŐ
ĂŶŽīͲƐƚƌĞĞƚƉĂƚŚĂůŽŶŐĂƌďŽŶƌĞĞŬ͘'ŝǀĞŶƚŚĞŚŝŐŚ
ƐƉĞĞĚƐŽŶĞĂĐŚŽƵůĞǀĂƌĚ͕ƚŚĞDWĚŽĞƐŶŽƚŝĚĞŶƟĨLJ
ďŝŬĞǁĂLJƐŽŶƚŚŝƐĐŽƌƌŝĚŽƌ͘^ĞĞDŽďŝůŝƚLJŝŶŚĂƉƚĞƌϰ
ĨŽƌŵŽƌĞŝŶĨŽƌŵĂƟŽŶƌĞŐĂƌĚŝŶŐďŝĐLJĐůĞĨĂĐŝůŝƟĞƐŝŶƚŚĞ
^WĂƌĞĂ͘
tŝƚŚŝŶƚŚĞ^WĂƌĞĂ͕ƚŚĞDWƉƌŽƉŽƐĞƐĂŶĞdžƚĞŶƐŝŽŶ
ŽĨƚŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌdƌĂŝů͘hƐŝŶŐƚŚĞ
ĞdžŝƐƟŶŐKƌĂŶŐĞŽƵŶƚLJ&ůŽŽĚŽŶƚƌŽůŝƐƚƌŝĐƚĐŚĂŶŶĞů͕
ƚŚĞĞdžƚĞŶƐŝŽŶǁŽƵůĚĐŽŶŶĞĐƚƚŚĞĞdžŝƐƟŶŐzŽƵƚŚĞŶƚĞƌ
ƚƌĂŝůĨƌŽŵĞĂĐŚŽƵůĞǀĂƌĚĞĂƐƚĂůŽŶŐĂƌďŽŶƌĞĞŬ
HEARING DRAFT OCTOBER 2018| INTRODUCTION | 17
1
dŚĞ ŝƚLJΖƐ ƋƵĂůŝƚLJ ƌĞŶƚĂů ŚŽƵƐŝŶŐ ƉƌŽŐƌĂŵ ĂƐŬƐ ƉƌŽƉĞƌƚLJ
ŽǁŶĞƌƐ ƚŽ ƉƌŽĂĐƟǀĞůLJ ŝĚĞŶƟĨLJ ĂŶĚ ďƌŝŶŐ ƐƵďƐƚĂŶĚĂƌĚ
ĐŽŶĚŝƟŽŶƐ ŝŶƚŽ ĐŽŵƉůŝĂŶĐĞ ǁŝƚŚ ƚŚĞ ŝƚLJΖƐ ďƵŝůĚŝŶŐ ĐŽĚĞ͘
ŚĂŶŶĞů͕^ĐŚǁĞŝƚnjĞƌWĂƌŬ͕ĂŶĚĂĐƌŽƐƐĂůĞǀĞŶƵĞ
ĮŶĂůůLJƚĞƌŵŝŶĂƟŶŐĂƚĂƉŽƐƐŝďůĞĚĞŵŽŶƐƚƌĂƟŽŶƐŝƚĞ
ĂĚũĂĐĞŶƚƚŽ>ŝŶĐŽůŶǀĞŶƵĞ͘WŽƐƐŝďůĞŝŵƉƌŽǀĞŵĞŶƚƐ
ŝŶĐůƵĚĞĂďŝŬĞƉĂƚŚĂŶĚĂĚĚŝƟŽŶĂůĞŶŚĂŶĐĞŵĞŶƚƐƚŽ
ĐƌĞĂƚĞĂΗƐĂĨĞƌŽƵƚĞƚŽƐĐŚŽŽůΗ͘
Quality Rental Housing and Motel Properties
Program
ĚŽƉƚĞĚďLJŽƌĚŝŶĂŶĐĞŝŶϮϬϭϰ͕ƚŚŝƐŝƚLJǁŝĚĞĐŽĚĞ
ĞŶĨŽƌĐĞŵĞŶƚƉƌŽŐƌĂŵǁĂƐĚĞǀĞůŽƉĞĚƚŽĞŶƐƵƌĞƚŚĂƚ
ĞǀĞƌLJŽŶĞŝŶƚŚĞŝƚLJŚĂƐĂƐĂĨĞĂŶĚƐĞĐƵƌĞŚŽŵĞ͘dŚĞ
ƉƌŽŐƌĂŵƌĞƋƵŝƌĞƐƉƌŽƉĞƌƚLJŽǁŶĞƌƐƚŽƉƌŽͲĂĐƟǀĞůLJ
ŝĚĞŶƟĨLJĂŶĚďƌŝŶŐƐƵďƐƚĂŶĚĂƌĚĐŽŶĚŝƟŽŶƐŽŶŵƵůƟͲ
ĨĂŵŝůLJƌĞƐŝĚĞŶƟĂůŚŽƵƐŝŶŐƉƌŽƉĞƌƚLJŝŶƚŽĐŽŵƉůŝĂŶĐĞ
ǁŝƚŚƐƚĂƚĞĂŶĚůŽĐĂůďƵŝůĚŝŶŐĂŶĚŚŽƵƐŝŶŐůĂǁƐĂŶĚͬ
ŽƌǁŝƚŚŵĂŝŶƚĞŶĂŶĐĞƐƚĂŶĚĂƌĚƐĞƐƚĂďůŝƐŚĞĚďLJƚŚĞ
ƉƌŽŐƌĂŵ͘/ŶϮϬϭϳ͕ƚŚĞƉƌŽŐƌĂŵǁĂƐĞdžƉĂŶĚĞĚƚŽ
ŝŶĐůƵĚĞƌĞƐŝĚĞŶƟĂůŵŽƚĞůƉƌŽƉĞƌƟĞƐǁŝƚŚůŽŶŐͲƚĞƌŵ
ƐƚĂLJŐƵĞƐƚƐ;ϯϬĚĂLJƐŽƌůŽŶŐĞƌͿ͘dŚĞƉƌŽŐƌĂŵĂĚĚƌĞƐƐĞƐ
ŝŶƚĞƌŝŽƌĂŶĚĞdžƚĞƌŝŽƌŝƐƐƵĞƐƐƵĐŚĂƐďƌŽŬĞŶǁŝŶĚŽǁƐ
ĂŶĚĚŽŽƌƐ͕ůĂŶĚƐĐĂƉŝŶŐ͕ďƌŽŬĞŶƉŝƉĞƐ͕ƵŶƉĞƌŵŝƩĞĚ
ƌŽŽŵĂĚĚŝƟŽŶƐ͕ĞƚĐ͘ƉƌŽƉĞƌƚLJŽǁŶĞƌ͛ƐĨĂŝůƵƌĞƚŽ
ĐŽŵƉůLJǁŝƚŚƚŚĞƉƌŽŐƌĂŵĐŽƵůĚƌĞƐƵůƚŝŶĮŶĞƐ͕ĂƐ
ǁĞůů ĂƐ ĐƌŝŵŝŶĂů ƉƌŽƐĞĐƵƚŝŽŶ͘ ŽĚĞ ĞŶĨŽƌĐĞŵĞŶƚ
ŽĨĨŝĐĞƌƐƌĞůLJŽŶƚŚŝƐƉƌŽŐƌĂŵƚŽĞŶĨŽƌĐĞŚŽƵƐŝŶŐ
ƐƚĂŶĚĂƌĚƐƚŚƌŽƵŐŚŽƵƚƚŚĞŝƚLJĂŶĚtĞƐƚŶĂŚĞŝŵ͘
dŚĞŽĚĞ ŶĨŽƌĐĞŵĞŶƚŝǀŝƐŝŽŶĐŽůůĂďŽƌĂƚĞƐǁŝƚŚƚŚĞ
ŝƚLJ͛ƐWŽůŝĐĞĞƉĂƌƚŵĞŶƚĂŶĚWůĂŶŶŝŶŐĂŶĚƵŝůĚŝŶŐ
ĞƉĂƌƚŵĞŶƚƚŽĂƉƉƌŽƉƌŝĂƚĞůLJĂĚĚƌĞƐƐŝƐƐƵĞƐ͘
Anaheim Long Range Property Management Plan
dŚĞŝƚLJŽĨŶĂŚĞŝŵĂĚŽƉƚĞĚĂŶĚƐƵďŵŝƩĞĚƚŽƚŚĞƐƚĂƚĞ
ŝƚƐ>ŽŶŐZĂŶŐĞWƌŽƉĞƌƚLJDĂŶĂŐĞŵĞŶƚWůĂŶŝŶϮϬϭϯƚŽ
ŐƵŝĚĞƌĞŵĂŝŶŝŶŐƉƌŽƉĞƌƟĞƐŽǁŶĞĚďLJƚŚĞŝƚLJ͛ƐĨŽƌŵĞƌ
ƌĞĚĞǀĞůŽƉŵĞŶƚĂŐĞŶĐLJ͘tŝƚŚŝŶƚŚĞƉƌŽũĞĐƚĂƌĞĂ͕ƚŚŝƐ
ĚŽĐƵŵĞŶƚĚĞƐĐƌŝďĞƐƚŚĞĚŝƐƉŽƐŝƟŽŶŽĨƚŚĞtĞƐƚŐĂƚĞ
ƐŝƚĞĂƚƚŚĞĐŽƌŶĞƌŽĨ>ŝŶĐŽůŶǀĞŶƵĞĂŶĚĞĂĐŚ
ŽƵůĞǀĂƌĚ͘dŚĞtĞƐƚŐĂƚĞƉƌŽƉĞƌƚLJŝƐĂƉƉƌŽdžŝŵĂƚĞůLJ
ϮϱĂĐƌĞƐ͘WĂƌĐĞůƐǁĞƌĞĐŽŶƐŽůŝĚĂƚĞĚƚŽĐƌĞĂƚĞƚŚĞƐŝƚĞ͖
ƉƌĞǀŝŽƵƐƵƐĞƐŽŶƚŚŽƐĞƉĂƌĐĞůƐĐŽŶƐŝƐƚĞĚŽĨƌĞƚĂŝůͬ
ĐŽŵŵĞƌĐŝĂů͕ŵŽďŝůĞŚŽŵĞƉĂƌŬ͕ĂŶĚůĂŶĚĮůů͘dŚĞƐŝƚĞ
ŝƐŶŽǁƉƌŽƉŽƐĞĚƚŽƌĞĚĞǀĞůŽƉǁŝƚŚƌĞƚĂŝůͬĐŽŵŵĞƌĐŝĂů
ĂŶĚƌĞƐŝĚĞŶƟĂůƵƐĞƐͶƉƌŽƉŽƐĞĚƚĞŶĂŶƚƐĐŽƵůĚŝŶĐůƵĚĞ
ĂŐƌŽĐĞƌLJƐƚŽƌĞ͕ƌĞƐƚĂƵƌĂŶƚƐ͕ŚŽƚĞů͕ĂŶĚŵĂŝŶƐƚƌĞĞƚ
ƉĂƐĞŽ͕ƉƵďůŝĐƉůĂnjĂ͕ĂŶĚŵƵůƟƉůĞͲĨĂŵŝůLJŚŽƵƐŝŶŐ͘/Ŷ
ϮϬϭϱƚŚĞŝƚLJƌĞĐĞŝǀĞĚĮŶĂůĂƉƉƌŽǀĂůĨƌŽŵƚŚĞƐƚĂƚĞ
ƚŽŵŽǀĞĨŽƌǁĂƌĚǁŝƚŚĚŝƐƉŽƐŝƟŽŶŽĨƚŚŝƐƉƌŽƉĞƌƚLJ͘
18 | INTRODUCTION | HEARING DRAFT OCTOBER 2018
1.6 ENVIRONMENTAL CLEARANCE
dŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶǁĂƐĂĚŽƉƚĞĚŝŶ
ĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞĂůŝĨŽƌŶŝĂ
ŶǀŝƌŽŶŵĞŶƚĂůYƵĂůŝƚLJĐƚ; YͿ;ĂůŝĨŽƌŶŝĂWƵďůŝĐ
ZĞƐŽƵƌĐĞƐŽĚĞ͕ΑΑϮϭϬϬϬĞƚƐĞƋ͘Ϳ͘WƵƌƐƵĂŶƚƚŽ
ƚŚĞ Y'ƵŝĚĞůŝŶĞƐ;dŝƚůĞϭϰ͕ĂůŝĨŽƌŶŝĂŽĚĞŽĨ
ZĞŐƵůĂƟŽŶƐ͕ŚĂƉƚĞƌϯ͕ΑΑϭϱϬϬϬĞƚƐĞƋ͘Ϳ͕ƚŚĞŝƚLJ
ŽĨŶĂŚĞŝŵƉƌĞƉĂƌĞĚĂŶ/ŶŝƟĂů^ƚƵĚLJĂŶĚEŽƟĐĞŽĨ
WƌĞƉĂƌĂƟŽŶĂŶĚŵĂĚĞƚŚĞƐĞĚŽĐƵŵĞŶƚƐĂǀĂŝůĂďůĞƚŽ
ƌĞƐƉŽŶƐŝďůĞĂŐĞŶĐŝĞƐ͕ƚƌƵƐƚĞĞĂŐĞŶĐŝĞƐ͕ĂŶĚŝŶƚĞƌĞƐƚĞĚ
ƉĂƌƚŝĞƐĨŽƌĂϯϬͲĚĂLJƉƵďůŝĐƌĞǀŝĞǁƉĞƌŝŽĚ͕ǁŚŝĐŚ
ĞdžƚĞŶĚĞĚĨƌŽŵƉƌŝůϭϯ͕ϮϬϭϳƚŚƌŽƵŐŚDĂLJϭϮ͕ϮϬϭϳ͘
dŚƌŽƵŐŚƚŚĞ/ŶŝƟĂů^ƚƵĚLJ͕ƚŚĞŝƚLJĚĞƚĞƌŵŝŶĞĚƚŚĂƚ
ŝŵƉůĞŵĞŶƚĂƟŽŶŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶĐŽƵůĚƌĞƐƵůƚŝŶ
ƉŽƚĞŶƟĂůůLJƐŝŐŶŝĮĐĂŶƚĞŶǀŝƌŽŶŵĞŶƚĂůŝŵƉĂĐƚƐĂŶĚƚŚĂƚ
ƚŚĞƉƌĞƉĂƌĂƟŽŶŽĨĂWƌŽŐƌĂŵĞŶǀŝƌŽŶŵĞŶƚĂůŝŵƉĂĐƚ
ƌĞƉŽƌƚ;W /ZͿǁĂƐƌĞƋƵŝƌĞĚ͘
dŚĞĞŶǀŝƌŽŶŵĞŶƚĂůĚŽĐƵŵĞŶƚĂƟŽŶĨŽƌƚŚĞ^WŝƐ
ĂW /Z;^ƚĂƚĞůĞĂƌŝŶŐŚŽƵƐĞEŽ͘ϬϭϳϬϰϭϬϰϮͿ͘hƐĞ
ŽĨĂW /ZƉƌŽǀŝĚĞƐƚŚĞŝƚLJŽĨŶĂŚĞŝŵǁŝƚŚƚŚĞ
ŽƉƉŽƌƚƵŶŝƚLJƚŽĐŽŶƐŝĚĞƌďƌŽĂĚƉŽůŝĐLJĂůƚĞƌŶĂƟǀĞƐĂŶĚ
ƉƌŽŐƌĂŵǁŝĚĞŵŝƟŐĂƟŽŶŵĞĂƐƵƌĞƐ͘/ƚĂůƐŽƉƌŽǀŝĚĞƐ
ƚŚĞŝƚLJǁŝƚŚŐƌĞĂƚĞƌŇĞdžŝďŝůŝƚLJƚŽĂĚĚƌĞƐƐƉƌŽũĞĐƚͲ
ƐƉĞĐŝĮĐĂŶĚĐƵŵƵůĂƟǀĞĞŶǀŝƌŽŶŵĞŶƚĂůŝŵƉĂĐƚƐ͘
ŐĞŶĐŝĞƐƚLJƉŝĐĂůůLJƉƌĞƉĂƌĞW /ZƐĨŽƌƉƌŽŐƌĂŵƐŽƌ
ƐĞƌŝĞƐŽĨƌĞůĂƚĞĚĂĐƟŽŶƚŚĂƚĂƌĞůŝŶŬĞĚŐĞŽŐƌĂƉŚŝĐĂůůLJ͖
ĂƌĞůŽŐŝĐĂůƉĂƌƚƐŽĨĂĐŚĂŝŶŽĨĐŽŶƚĞŵƉůĂƚĞĚĞǀĞŶƚƐ͕
ƌƵůĞƐ͕ƌĞŐƵůĂƟŽŶƐ͕ŽƌƉůĂŶƐƚŚĂƚŐŽǀĞƌŶƚŚĞĐŽŶĚƵĐƚ
ŽĨĂĐŽŶƟŶƵŝŶŐƉƌŽŐƌĂŵ͖ŽƌĂƌĞŝŶĚŝǀŝĚƵĂůĂĐƟǀŝƟĞƐ
ĐĂƌƌŝĞĚŽƵƚƵŶĚĞƌƚŚĞƐĂŵĞĂƵƚŚŽƌŝƚLJĂŶĚŚĂǀŝŶŐ
ŐĞŶĞƌĂůůLJƐŝŵŝůĂƌĞŶǀŝƌŽŶŵĞŶƚĂůĞīĞĐƚƐƚŚĂƚĐĂŶďĞ
ŵŝƟŐĂƚĞĚŝŶƐŝŵŝůĂƌǁĂLJƐ͘
dŚĞ W /Z ƉƌĞƉĂƌĞĚ ĨŽƌ ƚŚĞ ^W ŵĞĞƚƐ ƚŚĞ
ƌĞƋƵŝƌĞŵĞŶƚƐŽĨΑϭϱϭϲϴŽĨƚŚĞ Y'ƵŝĚĞůŝŶĞƐ͕ĂŶĚ
ƐƵďƐĞƋƵĞŶƚƉƌŽũĞĐƚƐƚŚĂƚĂƌĞǁŝƚŚŝŶƚŚĞƐĐŽƉĞŽĨƚŚŝƐ
/ZŵĂLJďĞƐƵďũĞĐƚƚŽĂŵŽƌĞůŝŵŝƚĞĚĞŶǀŝƌŽŶŵĞŶƚĂů
ƌĞǀŝĞǁƉƌŽĐĞƐƐ͕ĂƐŐƵŝĚĞĚďLJƚŚĞƉƌŽǀŝƐŝŽŶƐŽĨ Y͘
dŚŝƐĂƉƉƌŽĂĐŚŝƐĐŽŶƐŝƐƚĞŶƚǁŝƚŚƚŚĞƟĞƌŝŶŐƉƌŽǀŝƐŝŽŶ
ŝŶĂůŝĨŽƌŶŝĂWƵďůŝĐZĞƐŽƵƌĐĞƐŽĚĞΑϮϭϬϴϯ͘ϯĂŶĚ
Y'ƵŝĚĞůŝŶĞƐΑϭϱϭϴϯĨŽƌΗWƌŽũĞĐƚƐĐŽŶƐŝƐƚĞŶƚ
ǁŝƚŚĂŽŵŵƵŶŝƚLJWůĂŶ͕'ĞŶĞƌĂůWůĂŶŽƌŽŶŝŶŐ͘ΗdŚŝƐ
ƟĞƌŝŶŐŽƉƉŽƌƚƵŶŝƚLJŝƐŽŶůLJĂǀĂŝůĂďůĞĨŽƌƉůĂŶƐ;Ğ͘Ő͕͘
ƐƉĞĐŝĮĐƉůĂŶͿĨŽƌǁŚŝĐŚĂŶ /ZŚĂƐďĞĞŶƉƌĞƉĂƌĞĚ͘
dŝĞƌŝŶŐ ƵŶĚĞƌ ƚŚĞƐĞ ƉƌŽǀŝƐŝŽŶƐ ǁŝůů ƌĞƋƵŝƌĞ
ĞŶǀŝƌŽŶŵĞŶƚĂů ƌĞǀŝĞǁ ĂŶĚ ĚŽĐƵŵĞŶƚĂƚŝŽŶ ƚŽ
ƐƵďƐƚĂŶƚŝĂƚĞƚŚĂƚĂƐƵďƐĞƋƵĞŶƚƉƌŽũĞĐƚĚŽĞƐŶŽƚ
ƌĞƐƵůƚŝŶĂŶLJŶĞǁƉŽƚĞŶƟĂůůLJƐŝŐŶŝĮĐĂŶƚŝŵƉĂĐƚƐ͘^ƵĐŚ
ƌĞǀŝĞǁ;ƵŶĚĞƌϮϭϬϴϯ͘ϯͬϭϱϬϴϯͿĐŽƵůĚďĞĚŽĐƵŵĞŶƚĞĚ
ŝŶƚŚĞĨŽƌŵŽĨĂŶŝŶŝƟĂůƐƚƵĚLJƚŽĞŶƐƵƌĞƚŽƉŝĐͲďLJͲƚŽƉŝĐ
ƌĞǀŝĞǁĂŶĚ ƐƵďƐƚĂŶƚŝĂƚŝŽŶ͘KŶĐĞĐŽŶƐŝƐƚĞŶĐLJ ŚĂƐ
ďĞĞŶƐƵďƐƚĂŶƟĂƚĞĚĂŶĚƌĞǀŝĞǁƐŚŽǁƐƚŚĂƚƚŚĞƉƌŽũĞĐƚ
ǁŽƵůĚŶŽƚƌĞƐƵůƚŝŶŶĞǁƐŝŐŶŝĮĐĂŶƚŝŵƉĂĐƚƐ͕ŶĞŝƚŚĞƌ
ĂŵŝƟŐĂƚĞĚŶĞŐĂƟǀĞĚĞĐůĂƌĂƟŽŶŶŽƌĂŶ /ZǁŽƵůĚ
ďĞƌĞƋƵŝƌĞĚ͘DŽƌĞŝŶĨŽƌŵĂƟŽŶƌĞůĂƚĞĚƚŽ /ZƟĞƌŝŶŐ
ĂŶĚ YƌĞƋƵŝƌĞŵĞŶƚƐĂƌĞƉƌŽǀŝĚĞĚŝŶŚĂƉƚĞƌϱ͕
ĚŵŝŶŝƐƚƌĂƟŽŶĂŶĚ/ŵƉůĞŵĞŶƚĂƟŽŶ͘
/ŶĂĚĚŝƟŽŶƚŽĂŵŽƌĞůŝŵŝƚĞĚƌĞǀŝĞǁƉƌŽĐĞƐƐ͕ŝŶĮůů
ĂŶĚƚƌĂŶƐŝƚͲŽƌŝĞŶƚĞĚŝŶĮůůƉƌŽũĞĐƚƐŵĂLJƋƵĂůŝĨLJĨŽƌ
ƐƚƌĞĂŵůŝŶĞĚĞŶǀŝƌŽŶŵĞŶƚĂůƌĞǀŝĞǁ͘ Y'ƵŝĚĞůŝŶĞƐ
Αϭϱϭϴϯ͘ϯĂůůŽǁƐĞůŝŐŝďůĞƉƌŽũĞĐƚƐƚŽƐƚƌĞĂŵůŝŶĞƚŚĞ
ĞŶǀŝƌŽŶŵĞŶƚĂůƌĞǀŝĞǁƉƌŽĐĞƐƐďLJůŝŵŝƟŶŐƚŚĞƚŽƉŝĐƐ
ƐƵďũĞĐƚƚŽƌĞǀŝĞǁĂƚƚŚĞƉƌŽũĞĐƚůĞǀĞů͘WƵďůŝĐZĞƐŽƵƌĐĞƐ
ŽĚĞ ΑΑ ϮϭϬϵϵ ĂŶĚ Ϯϭϭϱϱ͘ϰ ĂůƐŽ ůŝŵŝƚ ƌĞǀŝĞǁ ŽĨ
ĞŶǀŝƌŽŶŵĞŶƚĂůƚŽƉŝĐƐĂŶĚĞdžĞŵƉƚĐĞƌƚĂŝŶƚLJƉĞƐŽĨ
ƉƌŽũĞĐƚƐ͘
CHAPTER 2:
THEMES, VISION,
+ PRINCIPLES
20 | VISION | HEARING DRAFT OCTOBER 2018
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | VISION | 21
2
dŚƌŽƵŐŚŽƵƚƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶŽƵƚƌĞĂĐŚƉŚĂƐĞƐĞǀĞƌĂůŬĞLJƚŚĞŵĞƐĞŵĞƌŐĞĚ͘dŚĞƐĞƚŚĞŵĞƐŚĂǀĞ
ďĞĞŶĐĂƌƌŝĞĚƚŚƌŽƵŐŚŽƵƚƚŚĞ^ƉĞĐŝĮĐWůĂŶĂŶĚĂƌĞĚĞŶŽƚĞĚďLJƚŚĞĨŽůůŽǁŝŶŐŝĐŽŶƐ͘
,ĞĂůƚŚΘ^ĂĨĞƚLJ͗&ŽĐƵƐŽŶŝŵƉƌŽǀŝŶŐƚŚĞŚĞĂůƚŚĂŶĚǁĞůĨĂƌĞŽĨŽƵƌƌĞƐŝĚĞŶƚƐ͘
ŚĂƌĂĐƚĞƌΘWůĂĐĞ͗ƌĞĂƚĞĂƐƚƌŽŶŐĞƌĐŽŵŵƵŶŝƚLJŝĚĞŶƟƚLJƚŚƌŽƵŐŚĚŝǀĞƌƐĞƉůĂĐĞŵĂŬŝŶŐƐƚƌĂƚĞŐŝĞƐ͘
ĐŽŶŽŵLJΘsŝƚĂůŝƚLJ͗/ŶǀĞƐƚƌĞƐŽƵƌĐĞƐƚŽĂƩƌĂĐƚŶĞǁ͕ĐŽŵŵƵŶŝƚLJͲƐĞƌǀŝŶŐďƵƐŝŶĞƐƐĞƐ͘
DŽďŝůŝƚLJKƉƟŽŶƐ͗WƌŽǀŝĚĞǀŝĂďůĞŵŽďŝůŝƚLJŽƉƟŽŶƐĨŽƌĂůů͘
2.1 KEY THEMES
2 THEMES, VISION, + GUIDING PRINCIPLES
dŚĞ<ĞLJdŚĞŵĞƐ͕sŝƐŝŽŶ͕ĂŶĚ'ƵŝĚŝŶŐWƌŝŶĐŝƉůĞƐƉƌĞƐĞŶƚĞĚŝŶƚŚŝƐĐŚĂƉƚĞƌǁĞƌĞĚĞǀĞůŽƉĞĚǁŝƚŚŝŶƉƵƚĨƌŽŵƚŚĞ
ĐŽŵŵƵŶŝƚLJƚŚƌŽƵŐŚŽƵƚƚŚĞŽƵƚƌĞĂĐŚƉŚĂƐĞŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶƉƌŽĐĞƐƐ͘dŚĞLJĂƌĞƚŚĞĨŽƵŶĚĂƟŽŶŽĨƚŚĞWůĂŶ
ĂŶĚŶŽƚŽŶůLJŚĞůƉƚŽŐƵŝĚĞƚŚĞĐƌĞĂƟŽŶŽĨƚŚĞWůĂŶďƵƚǁŝůůĐŽŶƟŶƵĞƚŽŐƵŝĚĞĨƵƚƵƌĞůĂŶĚƵƐĞĚĞĐŝƐŝŽŶƐĂŶĚ
ĚĞǀĞůŽƉŵĞŶƚĂůŽŶŐƚŚĞĞĂĐŚŽƵůĞǀĂƌĚĐŽƌƌŝĚŽƌĨŽƌLJĞĂƌƐƚŽĐŽŵĞ͘
22 | VISION | HEARING DRAFT OCTOBER 2018
HEARING DRAFT OCTOBER 2018 | VISION | 23
2
dŚŝƐŝƐĂǀŝƐŝŽŶĨŽƌŚŽǁƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶĂƌĞĂǁŝůůůŽŽŬϮϱLJĞĂƌƐĨƌŽŵŶŽǁ͘dŚĞĐŚĂŶŐĞƐĂƌĞ
ĞdžƉĞĐƚĞĚƚŽƚĂŬĞƉůĂĐĞŽǀĞƌƚŚĞŶĞdžƚϮϱLJĞĂƌƐ͕ǁŝƚŚŬĞLJŝŵƉƌŽǀĞŵĞŶƚƐƉƌŝŽƌŝƟnjĞĚĨŽƌĞĂƌůLJĂĐƟŽŶ͘
dŚĞĞĂĐŚŽƵůĞǀĂƌĚĐŽƌƌŝĚŽƌĂƌĞĂŝƐƚŚĞŚĞĂƌƚŽĨtĞƐƚŶĂŚĞŝŵ͘/ƚŝƐƐĂĨĞ͕ĂƩƌĂĐƟǀĞ͕ĂŶĚĞĐŽŶŽŵŝĐĂůůLJ
ƚŚƌŝǀŝŶŐ͘/ƚŝƐďŽƚŚĂĚĞƐƟŶĂƟŽŶĂŶĚĂŐĂƚĞǁĂLJƚŽƚŚĞĐŝƚLJ͘dŚĞĐŽƌƌŝĚŽƌŚĂƐĂƵŶŝƋƵĞďůĞŶĚŽĨďƵƐŝŶĞƐƐĞƐ
that serve local residents and draw nearby tourists. Together with its neighborhoods of new and established
homes, there is a sense of community along the corridor that creates a desirable place to live, work, and
socialize.
DĂŶLJƌĞƐŝĚĞŶƚƐŚĂǀĞƉůĂŶƚĞĚĚĞĞƉƌŽŽƚƐŚĞƌĞ͕ĂŶĚƚŚĞĞƐƚĂďůŝƐŚĞĚŶĞŝŐŚďŽƌŚŽŽĚƐŽĨtĞƐƚŶĂŚĞŝŵĂƌĞƚŚĞ
ĐŽƌƌŝĚŽƌ͛ƐĂŶĐŚŽƌ͘ůƵƐƚĞƌƐŽĨƌĞƚĂŝůƐŚŽƉƐ͕ƌĞƐƚĂƵƌĂŶƚƐ͕ĐŽīĞĞŚŽƵƐĞƐ͕ĂŶĚŽƚŚĞƌůŽĐĂůͲƐĞƌǀŝŶŐďƵƐŝŶĞƐƐĞƐĂůŽŶŐ
ƚŚĞďŽƵůĞǀĂƌĚĐƌĞĂƚĞĨƵŶƉůĂĐĞƐƚŽŐĂƚŚĞƌǁŝƚŚĨƌŝĞŶĚƐĂŶĚĨĂŵŝůLJ͘'ƌŽǁŶĐŚŝůĚƌĞŶĐŽŵĞďĂĐŬƚŽůŝǀĞ͕ǁŽƌŬ͕
ƐƚĂƌƚďƵƐŝŶĞƐƐĞƐ͕ĂŶĚƌĂŝƐĞĨĂŵŝůŝĞƐďĞĐĂƵƐĞŽĨƚŚĞŝƌƐƚƌŽŶŐƟĞƐƚŽƚŚĞĐŽŵŵƵŶŝƚLJĂŶĚƚŚĞĚĞƐŝƌĂďŝůŝƚLJŽĨƚŚĞ
ŶĞŝŐŚďŽƌŚŽŽĚ͘
dŚĞĮƌƐƚƟŵĞLJŽƵƐĞĞƚŚŝƐƐĞŐŵĞŶƚŽĨĞĂĐŚŽƵůĞǀĂƌĚ͕LJŽƵŬŶŽǁLJŽƵŚĂǀĞĂƌƌŝǀĞĚƐŽŵĞƉůĂĐĞƐƉĞĐŝĂů͘tŚĂƚ
ƵƐĞĚƚŽďĞĂŚŝŐŚͲƐƉĞĞĚŚŝŐŚǁĂLJǁŝƚŚŝŶĐŽŵƉĂƟďůĞƵƐĞƐĂŶĚƵŶĚĞƌƵƟůŝnjĞĚƉƌŽƉĞƌƟĞƐŚĂƐďĞĞŶƚƌĂŶƐĨŽƌŵĞĚƚŽ
ĂƚŚƌŝǀŝŶŐĐŽŵŵĞƌĐŝĂůĂŶĚƌĞƐŝĚĞŶƟĂůĐŽƌƌŝĚŽƌƚŚĂƚŝƐŝŶǀŝƟŶŐĂŶĚƐĂĨĞƚŽǁĂůŬ͕ĐƌŽƐƐ͕ƌŝĚĞĂďŝŬĞ͕ŽƌƚĂŬĞƚƌĂŶƐŝƚ͘
tŝĚĞƐŝĚĞǁĂůŬƐǁŝƚŚƚƌĞĞƐƉƌŽǀŝĚĞƐŚĂĚĞ͕ĂŶĚƵƉŐƌĂĚĞĚƚƌĂŶƐŝƚƐƚŽƉƐĂƌĞƌŽƵƟŶĞůLJƵƐĞĚďLJƌĞƐŝĚĞŶƚƐ͕ǁŽƌŬĞƌƐ͕
ĂŶĚƚŽƵƌŝƐƚƐ͘EƵŵĞƌŽƵƐƉůĂnjĂƐ͕ƉĂƐĞŽƐ͕ƉŽĐŬĞƚƉĂƌŬƐ͕ĂŶĚŽƵƚĚŽŽƌĞĂƟŶŐĂƌĞĂƐŚĂǀĞƐƉƌƵŶŐƵƉĂƐĂŶŝŶƚĞŐƌĂů
ƉĂƌƚŽĨĞĂĐŚŶĞǁĚĞǀĞůŽƉŵĞŶƚƉƌŽũĞĐƚ͘EĞǁďŝŬĞĨĂĐŝůŝƟĞƐŝŶƚŚĞĂƌĞĂĐŽŶŶĞĐƚƚŽĂĐŝƚLJǁŝĚĞƐLJƐƚĞŵŽĨďŝŬĞƉĂƚŚƐ
ůŝŶŬŝŶŐƐĐŚŽŽůƐ͕ƉĂƌŬƐ͕ĂŶĚĚĞƐƟŶĂƟŽŶƐĂůŽŶŐƚŚĞďŽƵůĞǀĂƌĚ͘/ŵƉƌŽǀĞĚůŝŐŚƟŶŐ͕ůĂŶĚƐĐĂƉŝŶŐ͕ĂŶĚƐŝŐŶĂŐĞĂĚĚ
ƚŽƚŚĞĂƉƉĞĂůĂŶĚĞŶŚĂŶĐĞƚŚĞƐĂĨĞƚLJŽĨƚŚĞďŽƵůĞǀĂƌĚ͘dŚĞƐĞŝŵƉƌŽǀĞŵĞŶƚƐĂůƐŽƉƌŽŵŽƚĞĂŚĞĂůƚŚLJůŝĨĞƐƚLJůĞ
ƚŚƌŽƵŐŚŽƵƚƚŚĞtĞƐƚŶĂŚĞŝŵĐŽŵŵƵŶŝƚLJ͘
dŚĞŝŵƉƌŽǀĞŵĞŶƚƐƚŽĞĂĐŚŽƵůĞǀĂƌĚŚĂǀĞĐƌĞĂƚĞĚĂƐĞƫŶŐĨŽƌŶĞǁŚŝŐŚͲƋƵĂůŝƚLJƌĞƐŝĚĞŶĐĞƐĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͘
dŚŝƐŚŽƵƐŝŶŐŚĂƐƌĞƉůĂĐĞĚĂŐŝŶŐĂŶĚŽďƐŽůĞƚĞďƵŝůĚŝŶŐƐĂŶĚĂĚĚĞĚŶĞǁůŝĨĞĂŶĚĂĐƟǀŝƚLJƚŽƚŚĞƐƚƌĞĞƚ͘dŚĞŶĞǁ
ŚŽƵƐŝŶŐĐŽŵƉůĞŵĞŶƚƐƚŚĞŵŝdžŽĨƵƐĞƐĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌĂŶĚŝƐĐŽŵƉĂƟďůĞǁŝƚŚĂĚũĂĐĞŶƚƐŝŶŐůĞͲĨĂŵŝůLJŚŽŵĞƐ͘
dŚŝƐŶĞǁŚŽƵƐŝŶŐĂůƐŽƐƵƉƉŽƌƚƐůŽĐĂůďƵƐŝŶĞƐƐĞƐ͕ƉƌŽǀŝĚĞƐĂŵŝdžŽĨĚĞŶƐŝƟĞƐ͕ŝŶĐƌĞĂƐĞƐŽƵƌƉƌŽƉĞƌƚLJǀĂůƵĞƐ͕ĂŶĚ
ŵĞĞƚƐƚŚĞŚŝŐŚĚĞŵĂŶĚĨŽƌŚŽƵƐŝŶŐŝŶŽƵƌĐŽŵŵƵŶŝƚLJ͘
dŚĞƌĞŵĂŝŶŝŶŐŵŽƚĞůƐŚĂǀĞďĞĞŶƌĞƉŽƐŝƟŽŶĞĚƚŽƐƵƉƉŽƌƚůŽĐĂůƚŽƵƌŝƐƚƐĨƌŽŵŶĂŚĞŝŵĂŶĚƵĞŶĂWĂƌŬĂŶĚ
ƐĞƌǀĞƚŚĞůŽĚŐŝŶŐŶĞĞĚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚĐŽŵŵĞƌĐŝĂůĂŶĚŵĞĚŝĐĂůƵƐĞƐŝŶƚŚĞĂƌĞĂ͘dŚĞLJŽīĞƌĂƋƵĂůŝƚLJůŽĚŐŝŶŐ
ĞdžƉĞƌŝĞŶĐĞƚŽƉĞŽƉůĞǁŚŽĂƌĞĂƩƌĂĐƚĞĚƚŽƚŚĞůŽĐĂůďƵƐŝŶĞƐƐĞƐĂŶĚĂŵĞŶŝƟĞƐ͘
KƵƌĐŽŵŵƵŶŝƚLJƉƌŝĚĞŝƐƵŶŵŝƐƚĂŬĂďůĞͶũƵƐƚĂƩĞŶĚĂĐŽŵŵƵŶŝƚLJĞǀĞŶƚ͕ůŽŽŬĂƚŽƵƌŶĞŝŐŚďŽƌŚŽŽĚƐĂŶĚƐƚƌĞĞƚƐ͕
ŽƌƚĂůŬǁŝƚŚĂůŽĐĂůďƵƐŝŶĞƐƐŽǁŶĞƌ͘dŚŝƐĐŽƌƌŝĚŽƌŝƐƚƌƵůLJƚŚĞŚĞĂƌƚĂŶĚŚƵďŽĨtĞƐƚŶĂŚĞŝŵ͘
2.2 VISION
24 | VISION | HEARING DRAFT OCTOBER 2018
/ŶĨŽƌŵĞĚďLJƚŚĞ<ĞLJdŚĞŵĞƐĂŶĚsŝƐŝŽŶ͕ƚŚĞĨŽůůŽǁŝŶŐƉƌŝŶĐŝƉůĞƐǁĞƌĞĚĞǀĞůŽƉĞĚǁŝƚŚƚŚĞŽŵŵƵŶŝƚLJĚǀŝƐŽƌLJ
ŽŵŵŝƩĞĞ;ͿƚŽŐƵŝĚĞƚŚĞƉƌĞƉĂƌĂƟŽŶŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶ͛ƐƉƌŽǀŝƐŝŽŶƐƌĞůĂƚĞĚƚŽůĂŶĚƵƐĞ͕ƵƌďĂŶĚĞƐŝŐŶ͕
njŽŶŝŶŐ͕ ŵŽďŝůŝƚLJ͕ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ ĂŶĚ ƌĞĐŽŵŵĞŶĚĂƟŽŶƐ ĨŽƌ ŝŵƉůĞŵĞŶƚĂƟŽŶ͘ dŚĞ ƉƌŝŶĐŝƉůĞƐ ďĞůŽǁ ĂƌĞ ŶŽƚ
ƉƌĞƐĞŶƚĞĚŝŶĂŶLJƉĂƌƟĐƵůĂƌŽƌĚĞƌ͘
X ŶƐƵƌĞƚŚĂƚĂŶLJƌĞĚĞƐŝŐŶŽĨĞĂĐŚŽƵůĞǀĂƌĚ
ĐŽŶƟŶƵĞƐƚŽĨĂĐŝůŝƚĂƚĞƌĞŐŝŽŶĂůƚŚƌŽƵŐŚͲƚƌĂĸĐ
ƚŽĨƌĞĞǁĂLJƐĂŶĚŽƚŚĞƌĐŝƟĞƐŝŶƚŚĞŽƵŶƚLJ͘
X ĞǀĞůŽƉĂďĞĂƵƟĮĐĂƟŽŶƉƌŽŐƌĂŵƚŚĂƚŝŶĐůƵĚĞƐ
Ă ƐƚƌĞĞƚƐĐĂƉĞ ƉůĂŶ ĂŶĚ ĮŶĂŶĐŝŶŐ ƐƚƌĂƚĞŐŝĞƐ
ƚŽ ŝŵƉƌŽǀĞ ĞĂĐŚ ŽƵůĞǀĂƌĚ ďLJ ĂĚĚƌĞƐƐŝŶŐ
ĞůĞŵĞŶƚƐƐƵĐŚĂƐůŝŐŚƟŶŐ͕ůĂŶĚƐĐĂƉŝŶŐ͕ƐŝŐŶĂŐĞ͕
ĂŶĚƐƚƌĞĞƚĨƵƌŶŝƚƵƌĞ͘
X ŽŽƌĚŝŶĂƚĞǁŝƚŚƚŚĞĐŝƟĞƐŽĨƵĞŶĂWĂƌŬĂŶĚ
^ƚĂŶƚŽŶƚŽĞŶƐƵƌĞƚŚĂƚƚŚĞŝŵƉƌŽǀĞŵĞŶƚƐĂƌĞ
ĐŽŽƌĚŝŶĂƚĞĚĂŶĚĐŽŵƉůĞŵĞŶƚĂƌLJ͘
X ŽŽƌĚŝŶĂƚĞǁŝƚŚŶĂŚĞŝŵWƵďůŝĐhƟůŝƟĞƐĂŶĚ
^ŽƵƚŚĞƌŶ ĂůŝĨŽƌŶŝĂ ĚŝƐŽŶ ŽŶ ƚŚĞ ƵŶĚĞƌͲ
ŐƌŽƵŶĚŝŶŐŽĨŽǀĞƌŚĞĂĚƵƟůŝƚLJůŝŶĞƐ͘
2.3 GUIDING PRINCIPLES
X ƩƌĂĐƚ ĂĚĚŝƟŽŶĂů ƌĞƚĂŝů ƵƐĞƐ ĂŶĚ ƐĞƌǀŝĐĞƐ
ƚŚĂƚ ŵĞĞƚ ƚŚĞ ŶĞĞĚƐ ŽĨ ƚŚĞ tĞƐƚ ŶĂŚĞŝŵ
ĐŽŵŵƵŶŝƚLJ͘
X WƌŽŵŽƚĞĂŶĞŶǀŝƌŽŶŵĞŶƚƚŚĂƚŝƐĂƩƌĂĐƟǀĞƚŽ
ĚĞƐƟŶĂƟŽŶƌĞƚĂŝů͕ƐƵĐŚĂƐůŽĐĂůĨŽŽĚĂƌƟƐĂŶƐ
ĂŶĚŽƚŚĞƌƐƉĞĐŝĂůŝnjĞĚƌĞƚĂŝůĞƌƐ͘
X ůůŽǁĨŽƌĂƌĂŶŐĞŽĨŚŽƵƐŝŶŐ;ƐƚĂŶĚͲĂůŽŶĞŽƌŝŶ
ŵŝdžĞĚƵƐĞƐͿƚŚĂƚĂĐƟǀĂƚĞƐƚŚĞĐŽƌƌŝĚŽƌ͕ďƵƚĮƚƐ
ŝŶǁŝƚŚƚŚĞƐƚƌĞĞƚĂŶĚĂĚũĂĐĞŶƚƌĞƐŝĚĞŶƟĂů͘
X WƌŽŵŽƚĞƚŚĞĞƐƚĂďůŝƐŚŵĞŶƚŽĨŚŽƐƉŝƚĂůŝƚLJƵƐĞƐ
ŝŶƚŚĞŶŽƌƚŚĞƌŶƉŽƌƟŽŶŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ
ŶĞĂƌƚŚĞƵĞŶĂWĂƌŬ ŶƚĞƌƚĂŝŶŵĞŶƚŽŶĞƚŚĂƚ
ĐĂƚĞƌƚŽƚŽƵƌŝƐƚƐ͘
X ŶƐƵƌĞ ƚŚĂƚ ƉĞƌŵŝƩĞĚ ĂŶĚ ĐŽŶĚŝƟŽŶĂů ƵƐĞƐ
ĂůůŽǁĞĚŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶƐƵƉƉŽƌƚƚŚĞǀŝƐŝŽŶ
ĨŽƌĞĂĐŚŽƵůĞǀĂƌĚ͘
X ŶƐƵƌĞ ƚŚĂƚ ŶĞǁ ƉƌŽũĞĐƚƐ ĂůŽŶŐ ĞĂĐŚ
ŽƵůĞǀĂƌĚĂƌĞŽĨŚŝŐŚƋƵĂůŝƚLJĂŶĚĚĞƐŝŐŶĞĚƚŽ
ŝŶƚĞŐƌĂƚĞǁĞůůǁŝƚŚĞdžŝƐƟŶŐƐƵƌƌŽƵŶĚŝŶŐƵƐĞƐ
ĂŶĚĚĞǀĞůŽƉŵĞŶƚ͘
PROVIDE FOR A BALANCED MIX
OF USESIMPROVE THE BOULEVARD
HEARING DRAFT OCTOBER 2018 | VISION | 25
2
X WƌŝŽƌŝƟnjĞ ĚĞǀĞůŽƉŵĞŶƚ ŽĨ ƚŚĞ tĞƐƚŐĂƚĞ
ƐŝƚĞ ƚŽ ĂƩƌĂĐƚ ĚĞƐŝƌĂďůĞ ƵƐĞƐ ƚŚĂƚ ƐĞƌǀĞ ƚŚĞ
ůŽĐĂů ĐŽŵŵƵŶŝƚLJ ĂŶĚ ĐĂƉŝƚĂůŝnjĞ ŽŶ ƚŚĞ ƐŝƚĞ͛Ɛ
ƉƌŽdžŝŵŝƚLJƚŽƵĞŶĂWĂƌŬ͛Ɛ ŶƚĞƌƚĂŝŶŵĞŶƚŽŶĞ͘
X ŶƐƵƌĞƚŚĂƚĚĞǀĞůŽƉŵĞŶƚŽŶƚŚĞtĞƐƚŐĂƚĞƐŝƚĞ
ĐƌĞĂƚĞƐĂƐĞŶƐĞŽĨƉůĂĐĞĂŶĚƐĞƌǀĞƐĂƐĂƉůĞĂƐĂŶƚ
ŐĂƚŚĞƌŝŶŐĂƌĞĂĨŽƌtĞƐƚŶĂŚĞŝŵƌĞƐŝĚĞŶƚƐ͘
X /ĚĞŶƟĨLJŽƚŚĞƌĂƌĞĂƐĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌĨŽƌŶĞǁ
ƌĞƚĂŝůĚĞǀĞůŽƉŵĞŶƚĂŶĚĐƌĞĂƚĞŽƉƉŽƌƚƵŶŝƟĞƐƚŽ
ŵĂŬĞŝƚŚĂƉƉĞŶ͘
X ĞĚŝĐĂƚĞƐƚĂīƌĞƐŽƵƌĐĞƐ͕ĂƐĨĞĂƐŝďůĞ͕ƚŽĨŽĐƵƐ
ŽŶĞĐŽŶŽŵŝĐĚĞǀĞůŽƉŵĞŶƚǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐ
WůĂŶĂƌĞĂƚŽĂƩƌĂĐƚ ŶĞǁ ďƵƐŝŶĞƐƐĞƐ ĂŶĚ
ĚĞǀĞůŽƉŵĞŶƚ͘
BOOST THE ECONOMY
X ůůŽǁ ĨŽƌ Ă ǀĂƌŝĞƚLJ ŽĨ ŶĞǁ ƌĞƐŝĚĞŶƟĂů
ĚĞǀĞůŽƉŵĞŶƚͶŝŶƚŚĞƌŝŐŚƚůŽĐĂƟŽŶƐͶƚŽďŽŽƐƚ
ĚĞŵĂŶĚĨŽƌƋƵĂůŝƚLJƌĞƐƚĂƵƌĂŶƚƐ͕ĐŽīĞĞŚŽƵƐĞƐ͕
ŐƌŽĐĞƌLJƐƚŽƌĞƐ͕ĂŶĚŽƚŚĞƌĨŽŽĚͬďĞǀĞƌĂŐĞĂŶĚ
ƌĞƚĂŝůǀĞŶƵĞƐ͘
X /ŵƉůĞŵĞŶƚ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ƐƚƌĂƚĞŐŝĞƐ
ƚŽŝŶĐƌĞĂƐĞƚŚĞƌĂƚĞŽĨŶĞǁďƵƐŝŶĞƐƐĨŽƌŵĂƟŽŶ͕
ĂƩƌĂĐƚďƵƐŝŶĞƐƐĞƐƚŽƚŚĞĂƌĞĂ͕ĂŶĚůŽǁĞƌƚŚĞ
ĂƌĞĂ͛ƐƵŶĞŵƉůŽLJŵĞŶƚƌĂƚĞ͘
X ŶĐŽƵƌĂŐĞŝŶǀĞƐƚŵĞŶƚŝŶƚŚĞĂƌĞĂďLJĐƌĞĂƟŶŐ
ŽƉƉŽƌƚƵŶŝƟĞƐĨŽƌŝŶĮůůĚĞǀĞůŽƉŵĞŶƚ͘
X džƉůŽƌĞƚŚĞŽƉƉŽƌƚƵŶŝƚLJƚŽĐƌĞĂƚĞĂƵƐŝŶĞƐƐ
/ŵƉƌŽǀĞŵĞŶƚ ŝƐƚƌŝĐƚ ƚŽ ĨĂĐŝůŝƚĂƚĞ ƉƵďůŝĐ
ŝŵƉƌŽǀĞŵĞŶƚƐŝŶƚŚĞĂƌĞĂ͘
X /ŶĐƌĞĂƐĞ ŶĞǁ ďƵƐŝŶĞƐƐ ĨŽƌŵĂƟŽŶ ŝŶ tĞƐƚ
ŶĂŚĞŝŵ͘
26 | VISION | HEARING DRAFT OCTOBER 2018
PROMOTE SUSTAINABLE
DEVELOPMENT &
INFRASTRUCTURE IMPROVEMENTS
X ƌĞĂƚĞ ĂŶ ŝŶĐĞŶƟǀĞ ƉƌŽŐƌĂŵ ƚŚĂƚ ƉƌŽŵŽƚĞƐ
ƐƵƐƚĂŝŶĂďůĞĚĞǀĞůŽƉŵĞŶƚĂŶĚŝŶĮůůƉƌŽũĞĐƚƐŝŶ
ƚŚĞĂƌĞĂ͘
X WƌŽŵŽƚĞĂŶĚƐƚƌĞŶŐƚŚĞŶƉƵďůŝĐƚƌĂŶƐƉŽƌƚĂƟŽŶ
ŽƉƟŽŶƐ͘
X WĂƌƚŶĞƌ ǁŝƚŚ ƚŚĞ ŝƚLJ͛Ɛ WƵďůŝĐ hƟůŝƟĞƐ ĂŶĚ
WƵďůŝĐtŽƌŬƐĞƉĂƌƚŵĞŶƚƐƚŽĞŶƐƵƌĞĂĚĞƋƵĂƚĞ
ƐĞǁĞƌ͕ǁĂƚĞƌ͕ĂŶĚƐƚŽƌŵĚƌĂŝŶĨĂĐŝůŝƟĞƐŵĞĞƚ
ƚŚĞĨƵƚƵƌĞĚĞŵĂŶĚƐŽĨƚŚĞĂƌĞĂ͘
2.3 GUIDING PRINCIPLES (CONTINUED)
IMPROVE SAFETY & LIVING
CONDITIONS
X džƉůŽƌĞƚŚĞƵƐĞŽĨƚĞĐŚŶŽůŽŐLJƚŽĚĞƚĞƌĐƌŝŵĞ
ĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ;ƐƵĐŚĂƐĞŶŚĂŶĐĞĚůŝŐŚƟŶŐ
ĂŶĚƐĞĐƵƌŝƚLJĐĂŵĞƌĂƐͿ͘
X ZĞƋƵŝƌĞ ŶĞǁ ĚĞǀĞůŽƉŵĞŶƚ ƚŽ ĂƉƉůLJ ƌŝŵĞ
WƌĞǀĞŶƟŽŶ dŚƌŽƵŐŚ ŶǀŝƌŽŶŵĞŶƚĂů ĞƐŝŐŶ
;Wd Ϳ ĐŽŶĐĞƉƚƐ ŝŶ ƐŝƚĞ ĚĞƐŝŐŶ ĂŶĚ ďƵŝůĚŝŶŐ
ĚĞƐŝŐŶĨŽƌŶĞǁĚĞǀĞůŽƉŵĞŶƚ͘
X ŽŶƟŶƵĞƚŽǁŽƌŬǁŝƚŚƚŚĞWŽůŝĐĞĞƉĂƌƚŵĞŶƚ͕
ŝƚLJĚŵŝŶŝƐƚƌĂƟŽŶ͕ĂŶĚƐŽĐŝĂůƐĞƌǀŝĐĞŐƌŽƵƉƐ
ƚŽŝĚĞŶƟĨLJŚŽǁƚŚĞ^ƉĞĐŝĮĐWůĂŶĐĂŶŚĞůƉƚŽ
ĂĚĚƌĞƐƐƚŚĞŝƐƐƵĞŽĨƉƌŽǀŝĚŝŶŐƚĞŵƉŽƌĂƌLJĂŶĚ
ƉĞƌŵĂŶĞŶƚ ŚŽƵƐŝŶŐ ĂŶĚͬŽƌ ƐĞƌǀŝĐĞƐ ĨŽƌ ƚŚĞ
ŚŽŵĞůĞƐƐĂŶĚĨĂŵŝůŝĞƐůŝǀŝŶŐŝŶŵŽƚĞůƐ͘
X ŽŶƟŶƵĞƚŽǁŽƌŬǁŝƚŚƚŚĞWŽůŝĐĞĞƉĂƌƚŵĞŶƚ
ĂŶĚ ŽŵŵƵŶŝƚLJ ^ĞƌǀŝĐĞƐ ĞƉĂƌƚŵĞŶƚ ƚŽ
ĞŶĐŽƵƌĂŐĞŚŽŵĞůĞƐƐŝŶĚŝǀŝĚƵĂůƐǁŝƚŚŝŶƚŚĞĂƌĞĂ
ƚŽĂĐĐĞƐƐĞŵĞƌŐĞŶĐLJƐŚĞůƚĞƌƐ͕ƚƌĂŶƐŝƟŽŶĂůĂŶĚͬ
ŽƌƐƵƉƉŽƌƟǀĞŚŽƵƐŝŶŐ͕ĂŶĚƌĞůĂƚĞĚƐĞƌǀŝĐĞƐ͘
X ŽŶƟŶƵĞƚŽǁŽƌŬǁŝƚŚƚŚĞŽĚĞ ŶĨŽƌĐĞŵĞŶƚ
ŝǀŝƐŝŽŶĂŶĚƚŚĞWŽůŝĐĞĞƉĂƌƚŵĞŶƚƚŽŝĚĞŶƟĨLJ
ŚŽǁ ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ĐĂŶ ŚĞůƉ ĂĚĚƌĞƐƐ ƚŚĞ
ŝƐƐƵĞƐ ƌĞůĂƚĞĚ ƚŽ ŝůůĞŐĂů ĂŶĚ ƵŶĚĞƐŝƌĂďůĞ
ĂĐƟǀŝƟĞƐĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͘
X ŽŶƟŶƵĞƚŽǁŽƌŬǁŝƚŚƚŚĞWŽůŝĐĞĞƉĂƌƚŵĞŶƚ
ĂŶĚ ĐŽŵŵƵŶŝƚLJ ŵĞŵďĞƌƐ ƚŽ ŵĂdžŝŵŝnjĞ ƚŚĞ
ďĞŶĞĮƚƐŽĨĐŽŵŵƵŶŝƚLJƉŽůŝĐŝŶŐ͘
HEARING DRAFT OCTOBER 2018 | VISION | 27
2
CREATE ADDITIONAL GATHERING
& RECREATION AREAS
X WůĂŶĨŽƌƚŚĞĞdžƚĞŶƐŝŽŶŽĨĂďŝŬĞǁĂLJĂůŽŶŐƚŚĞ
ĂƌďŽŶ ƌĞĞŬ ŚĂŶŶĞů͕ ŝŶ ĐŽŶĨŽƌŵĂŶĐĞ ǁŝƚŚ
ƚŚĞŝƚLJ͛ƐŝĐLJĐůĞDĂƐƚĞƌWůĂŶ͘
X /ĚĞŶƟĨLJĂƌĞĂƐǁŚĞƌĞƉƵďůŝĐƉůĂnjĂƐ͕ƉĂƐĞŽƐ͕ĂŶĚ
ŽƚŚĞƌŽƉĞŶƐƉĂĐĞĂŵĞŶŝƟĞƐĐĂŶďĞƉƌŽǀŝĚĞĚĂƐ
ŶĞǁĚĞǀĞůŽƉŵĞŶƚŽĐĐƵƌƐŽǀĞƌƟŵĞŽƌĂƐĞĂĐŚ
ŽƵůĞǀĂƌĚŝƐŝŵƉƌŽǀĞĚ͘
X WƌŽǀŝĚĞ ŐƵŝĚĞůŝŶĞƐ ĨŽƌ ĞŶŚĂŶĐĞĚ ůŝŐŚƟŶŐ ƚŽ
ƌĞĚƵĐĞĐƌŝŵĞĂŶĚŝŵƉƌŽǀĞƐĂĨĞƚLJĂŶĚĂĞƐƚŚĞƟĐƐ
ŝŶƉƵďůŝĐƐƉĂĐĞƐ͘
X ^ƵƉƉŽƌƚŝŵƉƌŽǀĞŵĞŶƚƐƚŽůŽĐĂůƉĂƌŬƐƐĞƌǀŝŶŐ
ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ĂƌĞĂ ƚŚĂƚ ǁŝůů ŵĂŬĞ ƚŚĞŵ
ĚĞƐŝƌĂďůĞŐĂƚŚĞƌŝŶŐƐƉĂĐĞƐĨŽƌƚŚĞƐƵƌƌŽƵŶĚŝŶŐ
ŶĞŝŐŚďŽƌŚŽŽĚƐ͘
X ŶĐŽƵƌĂŐĞ ĂĚĚŝƟŽŶĂů ĂŵĞŶŝƟĞƐ ĂŶĚ
ƉƌŽŐƌĂŵŵŝŶŐĨŽƌƐĞŶŝŽƌƐŝŶƚŚĞĂƌĞĂ͕ŝŶĐůƵĚŝŶŐ
ƚŚĞƉŽƐƐŝďŝůŝƚLJŽĨũŽŝŶƚƵƐĞŽĨƚŚĞĨĂĐŝůŝƟĞƐĂƚƚŚĞ
tĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ͘
X ĂƉŝƚĂůŝnjĞ ŽŶ tĞƐƚ ŶĂŚĞŝŵ͛Ɛ ƉƌŽdžŝŵŝƚLJ ƚŽ
ĞŶƚĞƌƚĂŝŶŵĞŶƚ ǀĞŶƵĞƐ ƐƵĐŚ ĂƐ <ŶŽƩ͛ƐĞƌƌLJ
&Ăƌŵ͕ĚǀĞŶƚƵƌĞŝƚLJ͕ĂŶĚŽƚŚĞƌƐƚŽƉƌŽŵŽƚĞ
ƚŚĞĐŽƌƌŝĚŽƌĂƐĂƵŶŝƋƵĞƉůĂĐĞĨŽƌƐŚŽƉƉŝŶŐĂŶĚ
ĚŝŶŝŶŐ͘
X ĞǀĞůŽƉĂĐŽŵƉĞůůŝŶŐďƌĂŶĚ;ĂĚŝƐƟŶĐƟǀĞŶĂŵĞ͕
ƉůĂĐĞ͕ĂŶĚĨĞĞůͿƚŽƉƌŽŵŽƚĞƚŚĞtĞƐƚŶĂŚĞŝŵ
ĐŽŵŵƵŶŝƚLJĂŶĚƚŚĞĞĂĐŚŽƵůĞǀĂƌĚĐŽƌƌŝĚŽƌ͘
X ŶĐŽƵƌĂŐĞ LJŽƵƚŚ ŝŶ ƚŚĞ ĂƌĞĂ ƚŽ ŐĞƚ ŝŶǀŽůǀĞĚ
ǁŝƚŚƚŚĞ^ƉĞĐŝĮĐWůĂŶƉƌŽĐĞƐƐĂŶĚďĞLJŽŶĚĂŶĚ
ŐŝǀĞƚŚĞŵĂĚŝƌĞĐƚƐƚĂŬĞŝŶƚŚĞĨƵƚƵƌĞŽĨƚŚĞŝƌ
ŶĞŝŐŚďŽƌŚŽŽĚƐ͘
PROMOTE & BRAND THE
CORRIDOR
28 | VISION | HEARING DRAFT OCTOBER 2018
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
CHAPTER 3:CONTEXT
30 | CONTEXT | HEARING DRAFT OCTOBER 2018
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 |CONTEXT | 31
3
dŚŝƐ ĐŚĂƉƚĞƌ ƉƌŽǀŝĚĞƐ ĐŽŶƚĞdžƚƵĂů ŝŶĨŽƌŵĂƟŽŶ ĨŽƌ
ƚŚĞ^WĂƌĞĂĂŶĚŶĞŝŐŚďŽƌŝŶŐĐŝƟĞƐ͘dŚĞƐĞĐƟŽŶƐ
ďĞůŽǁƐƵŵŵĂƌŝnjĞƚŚĞĚĞǀĞůŽƉŵĞŶƚŚŝƐƚŽƌLJĂůŽŶŐƚŚĞ
ĐŽƌƌŝĚŽƌ͕ ƚŚĞ ĞdžŝƐƟŶŐ ůĂŶĚ ƵƐĞƐ ǁŝƚŚŝŶ ƚŚĞ ^ƉĞĐŝĮĐ
WůĂŶĂƌĞĂĂŶĚƚŚŽƐĞŽĨĐŝƟĞƐĂĚũĂĐĞŶƚƚŽƚŚĞŶŽƌƚŚĂŶĚ
ƐŽƵƚŚ͘ĚĚŝƟŽŶĂůůLJ͕ƚŚŝƐĐŚĂƉƚĞƌƉƌŽǀŝĚĞƐĂƐLJŶŽƉƐŝƐ
ŽĨ ƚŚĞ ĞdžŝƐƟŶŐ ŵĂƌŬĞƚ ĐŽŶĚŝƟŽŶƐ ĨŽƌ ƚŚĞ ĐŽƌƌŝĚŽƌ
ĂŶĚ ƐƵƌƌŽƵŶĚŝŶŐ ĂƌĞĂ͘ &ŝŶĂůůLJ͕ ƚŚĞ ĐŚĂƉƚĞƌ ŽƵƚůŝŶĞƐ
ĞdžŝƐƟŶŐĂŶĚŽŶŐŽŝŶŐĞīŽƌƚƐƚŽĨĂĐŝůŝƚĂƚĞƐƵƐƚĂŝŶĂďůĞ
ůŝǀŝŶŐĂŶĚĚĞǀĞůŽƉŵĞŶƚǁŝƚŚŝŶƚŚĞ^WĂƌĞĂĂŶĚƚŚĞ
ŝƚLJŽĨŶĂŚĞŝŵ͘
3.1 HISTORY
ĞǀĞůŽƉŵĞŶƚĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚĐĂŶďĞƚƌĂĐĞĚ
ďĂĐŬƚŽƚŚĞϭϴϵϬƐƚŽĂĨĂƌŵŚŽƵƐĞƚŚĂƚǁĂƐŽŶĐĞ
ƐƵƌƌŽƵŶĚĞĚďLJŽƌĂŶŐĞŐƌŽǀĞƐ͘ƵƌŝŶŐƚŚĞĞĂƌůLJϭϵϰϬƐ
ĂŶĚΖϱϬƐ͕ƚŚĞĮƌƐƚŵŽƚĞůƐǁĞƌĞďƵŝůƚƚŽĂĐĐŽŵŵŽĚĂƚĞ
ƚŚĞƚƌĂǀĞůŝŶŐƉƵďůŝĐ͘:ƵƐƚƉƌŝŽƌƚŽƚŚĞϭϵϲϬƐ͕ĂƐƚŚĞ
ƉŽƉƵůĂƟŽŶƐƚĂƌƚĞĚƚŽŐƌŽǁ͕ƚŚĞĂƌĞĂŬŶŽǁŶĂƐtĞƐƚ
ŶĂŚĞŝŵǁĂƐĂŶŶĞdžĞĚďLJƚŚĞŝƚLJĂŶĚƚŚĞŽƌĂŶŐĞ
ŐƌŽǀĞƐ ǁĞƌĞ ĐůĞĂƌĞĚ ƚŽ ŵĂŬĞ ǁĂLJ ĨŽƌ ƌĞƐŝĚĞŶƟĂů
ĚĞǀĞůŽƉŵĞŶƚ͘ƵƌŝŶŐƚŚŝƐƟŵĞ͕ƚŚĞĮƌƐƚƌĞƐŝĚĞŶƟĂů
ƐƵďĚŝǀŝƐŝŽŶƐ ĂŶĚ ŵƵůƟͲĨĂŵŝůLJ ĚĞǀĞůŽƉŵĞŶƚƐ ǁĞƌĞ
ďƵŝůƚĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͘KƚŚĞƌůĂŶĚƵƐĞƐĨŽůůŽǁĞĚ͕
ƐƵĐŚ ĂƐ Ă ŚŽƐƉŝƚĂů͕ ŽĸĐĞƐ͕ ĂŶĚ ĂĚĚŝƟŽŶĂů ŵŽƚĞůƐ͘
/ƚ ǁĂƐ ĂůƐŽ ĚƵƌŝŶŐ ƚŚŝƐ ƟŵĞ ƚŚĂƚ ĞĂĐŚ ŽƵůĞǀĂƌĚ
ƌĞĐĞŝǀĞĚ ŝƚƐ ŶĂŵĞ͘ Ɛ ƚŚĞ ŽŶůLJ ŶŽƌƚŚͬƐŽƵƚŚ ƌŽƵƚĞ
ǁŝƚŚ ĚŝƌĞĐƚ ĂĐĐĞƐƐ ƚŽ ƚŚĞ ĐŽĂƐƚĂů ĐŝƟĞƐ ŽĨ KƌĂŶŐĞ
ŽƵŶƚLJ͕ĂƐƚƌĞĞƚͲŶĂŵŝŶŐĐŽŵŵŝƩĞĞƐĞƩůĞĚŽŶĞĂĐŚ
ŽƵůĞǀĂƌĚďĞĐĂƵƐĞƚŚĞƌŽĂĚǁĂLJǁĂƐŬŶŽǁŶĂƐƚŚĞ
͞ZŽĂĚƚŽ^ƵŵŵĞƌ͘͟DĂŶLJŽĨƚŚĞŵŽƚĞůƐĂƚƚŚŝƐƟŵĞ
ƉƌŽǀŝĚĞĚ ĂĐĐŽŵŵŽĚĂƟŽŶƐ ĨŽƌ ďĞĂĐŚ ŐŽĞƌƐ ĂŶĚ
ǀŝƐŝƚŽƌƐƚŽ<ŶŽƩ͛ƐĞƌƌLJ&Ăƌŵ͕ůŽĐĂƚĞĚũƵƐƚŶŽƌƚŚŽĨ
tĞƐƚŶĂŚĞŝŵŝŶƵĞŶĂWĂƌŬ͘
DŽƌĞ ƐĞƌǀŝĐĞͲŽƌŝĞŶƚĞĚ ůĂŶĚ ƵƐĞƐ ǁĞƌĞ ŶĞĞĚĞĚ
ƚŽ ƐƵƉƉŽƌƚ ƚŚĞ ŐƌŽǁŝŶŐ ŶƵŵďĞƌ ŽĨ ƌĞƐŝĚĞŶƚƐ ĂŶĚ
ƚŽƵƌŝƐƚƐ͘dŚĞĮƌƐƚĐŽƌŶĞƌƌĞƚĂŝůĞƌƐǁĞƌĞĞƐƚĂďůŝƐŚĞĚ
ĂůŽŶŐ>ŝŶĐŽůŶĂŶĚKƌĂŶŐĞǀĞŶƵĞƐĚƵƌŝŶŐƚŚĞϭϵϳϬƐ͖
ŵŽƚĞůĂŶĚŵƵůƟͲĨĂŵŝůLJĚĞǀĞůŽƉŵĞŶƚĂůƐŽĞdžƉĂŶĚĞĚ
ĚƵƌŝŶŐ ƚŚŝƐ ƉĞƌŝŽĚ͘ dŚĞ ϭϵϴϬƐ ďƌŽƵŐŚƚ ŵŽƌĞ
ĐŽŵŵĞƌĐŝĂůƌĞƚĂŝůƵƐĞƐƚŽƚŚĞĂƌĞĂ͕ŝŶĐůƵĚŝŶŐďŝŐďŽdž
ƌĞƚĂŝůĞƌƐĂŶĚƐƚƌŝƉŵĂůůƐ͘ƵƌŝŶŐƚŚĞϭϵϵϬƐƚŚĞĂƌĞĂ
ĞdžƉĞƌŝĞŶĐĞĚǀĞƌLJůŝƩůĞĚĞǀĞůŽƉŵĞŶƚ͘,ŽǁĞǀĞƌ͕ƚŚĞƌĞ
ǁĂƐƌĞŶĞǁĞĚŝŶƚĞƌĞƐƚĚƵƌŝŶŐƚŚĞĮƌƐƚĚĞĐĂĚĞŽĨƚŚĞ
ϮϬϬϬƐ ǁŝƚŚ ƚŚĞ ĚĞǀĞůŽƉŵĞŶƚ ŽĨ Ă ŶĞǁ ƚŽǁŶŚŽŵĞ
ƉƌŽũĞĐƚ͕ƐŝŶŐůĞͲĨĂŵŝůLJŝŶĮůůŶĞŝŐŚďŽƌŚŽŽĚƐ͕ƚŚĞtĞƐƚ
ĞĂĐŚŽƵůĞǀĂƌĚĂƚ>ŝŶĐŽůŶ͕ŶĂŚĞŝŵ͕ĐĂϭϵϲϳ
^ŽƵƌĐĞ͗KƌĂŶŐĞŽƵŶƚLJƌĐŚŝǀĞƐ
ĞĂĐŚŽƵůĞǀĂƌĚĂƚ>ŝŶĐŽůŶ͕ŶĂŚĞŝŵ͕ĐĂϭϵϲϳ
^ŽƵƌĐĞ͗KƌĂŶŐĞŽƵŶƚLJƌĐŚŝǀĞƐ
ĞĂĐŚŽƵůĞǀĂƌĚĂƚ>ŝŶĐŽůŶǀĞŶƵĞ͕ŶĂŚĞŝŵ͕ϮϬϭϱ
3 CONTEXT: HISTORY & EXISTING LAND USE
32 | CONTEXT | HEARING DRAFT OCTOBER 2018
ŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ͕ĂŶĚĂĚĚŝƟŽŶĂůƌĞƚĂŝůĐĞŶƚĞƌƐ͘
&ŝŐƵƌĞϯͲϭ͕ĞǀĞůŽƉŵĞŶƚ ƌĂƐ͕ƐŚŽǁƐƚŚĞƉƌŽŐƌĞƐƐŝŽŶ
ŽĨĚĞǀĞůŽƉŵĞŶƚŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘
/ƚ ǁĂƐ ĂůƐŽ ĚƵƌŝŶŐ ƚŚĞ ĞĂƌůLJ ϮϬϬϬƐ ƚŚĂƚ ƚŚĞ ŝƚLJ͛Ɛ
ƌĞĚĞǀĞůŽƉŵĞŶƚĂŐĞŶĐLJ;ŶŽǁƚŚĞ^ƵĐĐĞƐƐŽƌŐĞŶĐLJ
ƚŽƚŚĞŶĂŚĞŝŵZĞĚĞǀĞůŽƉŵĞŶƚŐĞŶĐLJͿĂŶĚ,ŽƵƐŝŶŐ
ŐĞŶĐLJĂĐƋƵŝƌĞĚƉƌŽƉĞƌƟĞƐŝŶƚŚĞĂƌĞĂ͘dŚĞƐĞŝŶĐůƵĚĞ
ƚŚĞtĞƐƚŐĂƚĞĞŶƚĞƌƐŝƚĞĂƚƚŚĞĐŽƌŶĞƌŽĨĞĂĐŚĂŶĚ
>ŝŶĐŽůŶ͕ĂƐǁĞůůĂƐƚŚĞ^ŝůǀĞƌDŽŽŶDŽƚĞůƐŝƚĞŶŽƌƚŚ
ŽĨƚŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ͘WůĂŶƐĨŽƌƚŚĞƐĞ
ƉƌŽũĞĐƚƐĂƌĞĚŝƐĐƵƐƐĞĚůĂƚĞƌŝŶƚŚŝƐĐŚĂƉƚĞƌ͘
3.2 EXISTING LAND USES OF BEACH
BOULEVARD AND THE SURROUNDING
CITIES
ǀĂƌŝĞƚLJ ŽĨ ĂƵƚŽͲŽƌŝĞŶƚĞĚ ůĂŶĚ ƵƐĞƐ ŇĂŶŬ ĞĂĐŚ
ŽƵůĞǀĂƌĚ͘/ŶĂĚĚŝƟŽŶƚŽƐĞƌǀŝŶŐƚŚĞtĞƐƚŶĂŚĞŝŵ
ĐŽŵŵƵŶŝƚLJ͕ŵĂŶLJŽĨƚŚĞƐĞƵƐĞƐƐƵƉƉŽƌƚƚŽƵƌŝƐƚͲ
ƌĞůĂƚĞĚ ĂĐƟǀŝƟĞƐ ŝŶ ƵĞŶĂ WĂƌŬ ĂŶĚTŚĞ ŶĂŚĞŝŵ
ZĞƐŽƌƚΡ͘ dŚĞ ƐĞĐƟŽŶƐ ďĞůŽǁ ĚĞƐĐƌŝďĞ ƚŚĞ ĞdžŝƐƟŶŐ
ĐŽŶĚŝƟŽŶƐŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂĂƐǁĞůůĂƐƚŚŽƐĞ
ŽĨƚŚĞŶĞŝŐŚďŽƌŝŶŐĐŝƟĞƐŽĨƵĞŶĂWĂƌŬĂŶĚ^ƚĂŶƚŽŶ͘
3.2.1 Beach Boulevard Specific Plan Area
Existing Land Uses
džŝƐƟŶŐůĂŶĚƵƐĞƐŝŶƚŚĞ^WĂƌĞĂŝŶĐůƵĚĞƌĞƐŝĚĞŶƟĂů͕
ĐŽŵŵĞƌĐŝĂů͕ĂŶĚƉƵďůŝĐĚĞƐŝŐŶĂƟŽŶƐ͘ZĞƐŝĚĞŶƟĂůƵƐĞƐ
ŝŶĐůƵĚĞďŽƚŚƐŝŶŐůĞͲĂŶĚŵƵůƟͲĨĂŵŝůLJĚĞǀĞůŽƉŵĞŶƚ͘
ǀĂƌŝĞƚLJŽĨŚŽƵƐŝŶŐƚLJƉĞƐĐĂŶďĞĨŽƵŶĚŝŶƚŚĞĂƌĞĂ͕
ŝŶĐůƵĚŝŶŐĚƵƉůĞdžĞƐ͕ĨŽƵƌƉůĞdžĞƐ͕ƚŽǁŶŚŽŵĞƐ͕ŐĂƌĚĞŶ
ĂƉĂƌƚŵĞŶƚƐ͕ ĂŶĚ ŵŽďŝůĞ ŚŽŵĞƐ͘ ŽŵŵĞƌĐŝĂů ƵƐĞƐ
ŝŶĐůƵĚĞ͕ŽĸĐĞ͕ƌĞƚĂŝů͕ĂŶĚƐĞƌǀŝĐĞƐƐƵĐŚĂƐƌĞƐƚĂƵƌĂŶƚƐ
ĂŶĚ ŵŽƚĞůƐ͕ ŐĂƐ ƐƚĂƟŽŶƐ͕ ĂŶ ĂƵƚŽ ĚĞĂůĞƌƐŚŝƉ͕ ĂŶĚ
ƐĂůǀĂŐĞLJĂƌĚ͘DĞĚŝĐĂůƵƐĞƐŝŶƚŚĞĂƌĞĂŝŶĐůƵĚĞƚŚĞ
tĞƐƚŶĂŚĞŝŵDĞĚŝĐĂůĞŶƚĞƌ;ŚŽƐƉŝƚĂůͿĂƐǁĞůůĂƐ
ƐĞǀĞƌĂůďƵŝůĚŝŶŐƐƉƌŽǀŝĚŝŶŐŵĞĚŝĐĂůŽĸĐĞƐƉĂĐĞ͘dǁŽ
ƉĂƌŬƐŝŶƚŚĞ^WĂƌĞĂĂĐĐŽƵŶƟŶŐĨŽƌϴƉĞƌĐĞŶƚŽĨ
ƚŚĞůĂŶĚ͘dŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌŝƐƚŚĞŽŶůLJ
ƉƵďůŝĐͲŝŶƐƟƚƵƟŽŶĂů ƵƐĞ ǁŝƚŚŝŶ ƚŚĞ ĂƌĞĂ͘ ,ŽǁĞǀĞƌ͕
ƐĞǀĞƌĂů ƐĐŚŽŽůƐ͕ ŝŶĐůƵĚŝŶŐ dǁŝůĂ ZĞŝĚ ĂŶĚ ƌĂĚĞŶͲ
WŽǁĞůůĞůĞŵĞŶƚĂƌLJƐĐŚŽŽůƐĂŶĚtĞƐƚĞƌŶ,ŝŐŚ^ĐŚŽŽů͕
ĂƌĞůĞƐƐƚŚĂŶĂƋƵĂƌƚĞƌŵŝůĞĨƌŽŵƚŚĞĐŽƌƌŝĚŽƌ͘&ŝŐƵƌĞ
ϯͲϮ͕ džŝƐƟŶŐ >ĂŶĚ hƐĞ͕ ƐŚŽǁƐ ƚŚĞ ĞdžŝƐƟŶŐ ƵƐĞƐ ŝŶ
ƚŚĞ^WĂƌĞĂ͕ĂŶĚ&ŝŐƵƌĞϯͲϯ͕ džŝƐƟŶŐ >ĂŶĚ hƐĞ
ƌĞĂŬĚŽǁŶ͕ƉƌŽǀŝĚĞƐĞĂĐŚůĂŶĚƵƐĞďLJƉĞƌĐĞŶƚĂŐĞŽĨ
ƚŚĞWůĂŶĂƌĞĂ͘
DĂŶLJŽĨƚŚĞƐƵƌƌŽƵŶĚŝŶŐƌĞƐŝĚĞŶƟĂůŶĞŝŐŚďŽƌŚŽŽĚƐŝŶtĞƐƚŶĂŚĞŝŵĂƌĞ
ĂĚũĂĐĞŶƚƚŽƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘ZĞƐŝĚĞŶƚƐŽĨ ƚŚĞƐĞĂƌĞĂƐ
ĞdžƉƌĞƐƐĞĚĂĚĞƐŝƌĞƚŽŝŵƉƌŽǀĞƚŚĞĐŽŵŵĞƌĐŝĂůĐĞŶƚĞƌƐĂůŽŶŐƚŚĞďŽƵůĞǀĂƌĚ͘
DŽƚĞůƵƐĞƐĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚǀĂƌLJĨƌŽŵŶĂƟŽŶĂůĐŚĂŝŶƐƚŽůŽĐĂůůLJ
ŽǁŶĞĚĂŶĚŽƉĞƌĂƚĞĚĂĐĐŽŵŵŽĚĂƟŽŶƐ͘
ŶƚĞƌƚĂŝŶŵĞŶƚƵƐĞƐƐƵĐŚĂƐZŽĐŬΖŶƌĞǁƐĚƌĂǁŵŝůůŝŽŶƐŽĨǀŝƐŝƚŽƌƐƚŽ
ƚŚĞĞĂĐŚŽƵůĞǀĂƌĚĐŽƌƌŝĚŽƌŝŶƵĞŶĂWĂƌŬ͘
HEARING DRAFT OCTOBER 2018 |CONTEXT | 33
3
Figure 3-1 Development Eras
BROADWAY
ORANGE AVE
LINCOLN AVE
BEACHBLVDWESTERN AVEBALL RD DALE AVECity of Buena Park
City of Stanton
Development Eras
1940s & 1950s
1960s
1970s
1980s
2000s
Vacant
Flood Control Channel
Park
Right of Way
Specific Plan Area
City Boundary
0 500 1,000
Feet
^ŽƵƌĐĞ͗ŝƚLJŽĨŶĂŚĞŝŵϮϬϭϲ
34 | CONTEXT | HEARING DRAFT OCTOBER 2018
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 |CONTEXT | 35
3
BROADWAY
ORANGE AVE
LINCOLN AVE
BEACHBLVDWESTERN AVEBALL RD DALE AVEExisting Land Use
Single Family Residence
Mobile Home Park
Condominium/Townhouse
Fourplex
Apartment
Park
Athletic Club
Car Wash
Auto Salvage Yard
Retail Use
Service Station
Auto Dealership
Hotel/Motel
Religious Use
Community or Charity Group
City Facility
OC Flood Control District
Retirement Facility
Nursing Home
Medical Office
Hospital
Vacant
Right of Way
Specific Plan Area
City Boundary
0 500 1,000
Feet
City of Buena Park
City of Stanton
&ŝŐƵƌĞϯͲϮ džŝƐƟŶŐ>ĂŶĚhƐĞ
^ŽƵƌĐĞ͗ŝƚLJŽĨŶĂŚĞŝŵϮϬϭϲ
36 | CONTEXT | HEARING DRAFT OCTOBER 2018
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 |CONTEXT | 37
3
tŝƚŚƉƌŽdžŝŵŝƚLJƚŽŵĂŶLJŶŽƚĂďůĞǀĂĐĂƟŽŶĚĞƐƟŶĂƟŽŶƐ͕
ŝŶĐůƵĚŝŶŐŝƐŶĞLJůĂŶĚ͕<ŶŽƩΖƐĞƌƌLJ&Ăƌŵ͕ĂŶĚƉŽƉƵůĂƌ
ďĞĂĐŚĞƐ͕ŵŽƚĞůƵƐĞƐǁĞƌĞŽŶĐĞĂǀŝĂďůĞĞĐŽŶŽŵŝĐƵƐĞ
ƚŚĂƚĐŽŶƚƌŝďƵƚĞĚƚŽƚŚĞtĞƐƚŶĂŚĞŝŵĐŽŵŵƵŶŝƚLJ͘
dŽĚĂLJŵĂŶLJŽĨƚŚĞŵŽƚĞůƐŚĂǀĞƌĞĂĐŚĞĚƚŚĞĞŶĚŽĨ
ƚŚĞŝƌƵƐĞĨƵůĐLJĐůĞĂƐƚŚĞLJŚĂǀĞŶŽƚŬĞƉƚƉĂĐĞǁŝƚŚƚŚĞ
ĐŚĂŶŐŝŶŐƚŽƵƌŝƐŵŵĂƌŬĞƚ͘^ŽŵĞŽĨƚŚĞƐĞŽůĚĞƌŵŽƚĞůƐ
ĂƌĞƉůĂŐƵĞĚďLJĐƌŝŵŝŶĂůĂĐƟǀŝƚLJĂŶĚĐŽŶƚƌŝďƵƚĞƚŽƚŚĞ
ĂƌĞĂΖƐŚŝŐŚĐƌŝŵĞƌĂƚĞ͕ǁŚŝĐŚŝƐŶĞĂƌůLJƐŝdžƟŵĞƐƚŚĞ
ĐŝƚLJǁŝĚĞĂǀĞƌĂŐĞ͘
dŚĞƐŽƵƚŚĞƌŶĞĚŐĞŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂŝƐĂĚũĂĐĞŶƚ
ƚŽůŽĐĂů͕ůĞƐƐĞƌͲŬŶŽǁŶĞŶƚĞƌƚĂŝŶŵĞŶƚƵƐĞƐ͘dŚŝƐĂƌĞĂ
ďŽƌĚĞƌƐ ĚǀĞŶƚƵƌĞ ŝƚLJ ;ĚŝƐĐƵƐƐĞĚ ĨƵƌƚŚĞƌ ďĞůŽǁͿ͕
ĂŶĚ ŝƐ ŚŽŵĞ ƚŽ ,ŽďďLJ ŝƚLJ ĂŶĚ ƚŚĞ tŚŝƚĞ ,ŽƵƐĞ
ǀĞŶƚĞŶƚĞƌ͘dŚĞĞǀĞŶƚĐĞŶƚĞƌŝƐĂƵŶŝƋƵĞĨĂĐŝůŝƚLJƚŚĂƚ
ǁĂƐďƵŝůƚĂƐĂŵƵƐĞƵŵŝŶϭϵϳϴ͘dŚĞŽƌŝŐŝŶĂůďƵŝůĚŝŶŐ
ŝƐ Ă ŽŶĞͲŚĂůĨͲƐĐĂůĞ ƌĞƉůŝĐĂ ŽĨ ƚŚĞ tŚŝƚĞ ,ŽƵƐĞ ŝŶ
tĂƐŚŝŶŐƚŽŶ͘͘
dŚƌĞĞǀĂĐĂŶƚƐŝƚĞƐĐŽŵƉƌŝƐĞƌŽƵŐŚůLJϭϮƉĞƌĐĞŶƚŽĨ
ƚŚĞůĂŶĚǁŝƚŚŝŶƚŚĞ^WĂƌĞĂ͘dŚĞƐĞƉĂƌĐĞůƐƌĞĂĚŝůLJ
ŽīĞƌƚŚĞŽƉƉŽƌƚƵŶŝƚLJĨŽƌŶĞǁĚĞǀĞůŽƉŵĞŶƚĂůŽŶŐƚŚĞ
ĐŽƌƌŝĚŽƌ͘dŚĞĨŽƌŵĞƌ^ŝůǀĞƌDŽŽŶDŽƚĞůƐŝƚĞŝƐŶŽƌƚŚ
ŽĨƚŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ͘dŚĞƉƌŽƉĞƌƚLJŝƐĂ
ϮͲĂĐƌĞƉĂƌĐĞůŽǁŶĞĚďLJƚŚĞŝƚLJ͛Ɛ,ŽƵƐŝŶŐƵƚŚŽƌŝƚLJ͘
dŚŝƐ ƉƌŽƉĞƌƚLJ ŝƐ ŝĚĞŶƟĮĞĚďLJƚŚĞŝƚLJ͛ƐϮϬϭϰͲϮϬϮϭ
,ŽƵƐŝŶŐ ůĞŵĞŶƚ ;ƉĂƌƚ ŽĨ ƚŚĞ ŝƚLJ͛Ɛ 'ĞŶĞƌĂů WůĂŶͿ
ĂƐ Ă ŚŽƵƐŝŶŐ ŽƉƉŽƌƚƵŶŝƚLJ ƐŝƚĞ ĂŶĚ ŝƐ ĚĞƐŝŐŶĂƚĞĚ
ZĞƐŝĚĞŶƟĂůͲ>Žǁ DĞĚŝƵŵ͕ ǁŚŝĐŚ ŵĞĂŶƐ ƚŚĂƚ ƚŚĞ
ƉƌŽƉĞƌƚLJŵƵƐƚďĞƵƐĞĚĨŽƌƌĞƐŝĚĞŶƟĂůĚĞǀĞůŽƉŵĞŶƚ͘
dŚĞƐĞĐŽŶĚƐŝƚĞŝƐĂŽŶĞͲĂĐƌĞǀĂĐĂŶƚ͕ƉƌŝǀĂƚĞůLJͲŽǁŶĞĚ
ƉĂƌĐĞůďĞŚŝŶĚƚŚĞŵĞĚŝĐĂůŽĸĐĞƐĂƚƚŚĞĐŽƌŶĞƌŽĨ
KƌĂŶŐĞǀĞŶƵĞĂŶĚĞĂĐŚŽƵůĞǀĂƌĚ͘dŚĞƚŚŝƌĚƐŝƚĞ
ŝƐƚŚĞĐŽƌŶĞƌŽĨ>ŝŶĐŽůŶǀĞŶƵĞĂŶĚĞĂĐŚŽƵůĞǀĂƌĚ͘
dŚŝƐƉƌŽƉĞƌƚLJŝƐŬŶŽǁŶĂƐƚŚĞtĞƐƚŐĂƚĞƐŝƚĞ͕ŽǁŶĞĚďLJ
ƚŚĞŝƚLJ͕ĂŶĚŝƐĚŝƐĐƵƐƐĞĚŝŶŵŽƌĞĚĞƚĂŝůƚŚƌŽƵŐŚŽƵƚ
ƚŚŝƐWůĂŶ͘&ŝŐƵƌĞϯͲϮ͕ džŝƐƟŶŐ>ĂŶĚhƐĞ͕ĂůƐŽŝĚĞŶƟĮĞƐ
ƚŚĞǀĂĐĂŶƚƉƌŽƉĞƌƟĞƐĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͘
3.2.2 Existing Uses in Neighboring Cities
DŽǀŝŶŐŶŽƌƚŚĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚŝƐƚŚĞ
ƵĞŶĂ WĂƌŬ ŶƚĞƌƚĂŝŶŵĞŶƚŽŶĞ͕ ǁŚŝĐŚ ĐŽǀĞƌƐ ĂŶ
ĂƉƉƌŽdžŝŵĂƚĞůLJϮͲŵŝůĞƐƚƌĞƚĐŚŽĨĞĂĐŚŽƵůĞǀĂƌĚ͘dŚĞ
ĂŶĐŚŽƌĂƩƌĂĐƟŽŶƐĨŽƌƚŚĞnjŽŶĞĂƌĞ<ŶŽƩ͛ƐĞƌƌLJ&Ăƌŵ
ĂŶĚ^ŽĂŬŝƚLJtĂƚĞƌWĂƌŬ͖ŽƚŚĞƌĂƩƌĂĐƟŽŶƐŝŶĐůƵĚĞ
DĞĚŝĞǀĂůdŝŵĞƐ͕ZŽĐŬĂŶĚƌĞǁƐ͕ĂŶĚWŝƌĂƚĞŝŶŶĞƌ
dŚĞĂƚĞƌĂƐǁĞůůĂƐĂƉƉƌŽdžŝŵĂƚĞůLJϮϱƌĞƐƚĂƵƌĂŶƚƐĂŶĚ
ϭϱŚŽƚĞůƐ͘dŚĞŶĞǁĞƐƚĚĞǀĞůŽƉŵĞŶƚŝŶƚŚĞĂƌĞĂŝƐĂ
ƉƌŽũĞĐƚĐĂůůĞĚdŚĞ^ŽƵƌĐĞ͘dŚŝƐŵĞŐĂĞŶƚĞƌƚĂŝŶŵĞŶƚ
ϭϭ͘Ϯй
Ϭ͘ϰй
Ϭ͘ϯй ϭ͘ϲй
Ϭ͘ϳй
Ϭ͘ϲй
Ϭ͘Ϯй
ϰ͘ϲй
ϭϭ͘ϱй
ϱ͘ϭй
ϭϮ͘Ϭй
ϯ͘ϭй
ϭ͘Ϯй
Ϭ͘ϱй
ϭ͘Ϭй
Ϯ͘ϰй
Ϭ͘ϲй
Ϭ͘ϰй
ϴ͘ϭй
Ϯ͘ϳй
ϰ͘ϱй
ϭϰ͘ϳй
ϭϮ͘ϰй
&ŝŐƵƌĞϯͲϯ džŝƐƟŶŐ>ĂŶĚhƐĞƌĞĂŬĚŽǁŶ
38 | CONTEXT | HEARING DRAFT OCTOBER 2018
ŶŽĚĞ͕ ƚŚŝƐ ŽǀĞƌ ƌĞůŝĂŶĐĞ ŽŶ ŽŶĞ ƐĞĐƚŽƌ ĐĂŶ ďĞ
ƉƌŽďůĞŵĂƟĐĨŽƌƐĞǀĞƌĂůƌĞĂƐŽŶƐ͕ŽƵƚůŝŶĞĚĂƐĨŽůůŽǁƐ͘
KǀĞƌƚŚĞƉĂƐƚĮǀĞLJĞĂƌƐ͕ũŽďŐƌŽǁƚŚŝŶtĞƐƚŶĂŚĞŝŵ
ŚĂƐďĞĞŶůĂĐŬůƵƐƚĞƌǁŚĞŶĐŽŵƉĂƌĞĚƚŽƚŚĞŝƚLJŽĨ
ŶĂŚĞŝŵ͘&ƌŽŵϮϬϭϭƚŽϮϬϭϲ͕ũŽďƐŝŶtĞƐƚŶĂŚĞŝŵ
ŐƌĞǁďLJϮ͘ϭƉĞƌĐĞŶƚ͘DĞĂŶǁŚŝůĞ͕ƚŚĞƚŽƚĂůŶƵŵďĞƌŽĨ
ũŽďƐŐƌĞǁďLJϴ͘ϴƉĞƌĐĞŶƚŝŶƚŚĞŝƚLJŽĨŶĂŚĞŝŵŽǀĞƌ
ƚŚĞƐĂŵĞƟŵĞƉĞƌŝŽĚ͘
tĞƐƚŶĂŚĞŝŵŝƐŶŽƚĂũŽďͲĚĞŶƐĞŶĞŝŐŚďŽƌŚŽŽĚ͘/Ŷ
ϮϬϭϱ͕ƚŚĞƌĂƟŽŽĨůŽĐĂůũŽďƐƚŽĞŵƉůŽLJĞĚƌĞƐŝĚĞŶƚƐ
ǁĂƐ ƌĞůĂƟǀĞůLJ ůŽǁ͕ ǁŝƚŚ Ϭ͘Ϯϰ ũŽďƐ ƉĞƌ ĞŵƉůŽLJĞĚ
ƌĞƐŝĚĞŶƚ͘ŶĂŚĞŝŵ͕ŽŶƚŚĞŽƚŚĞƌŚĂŶĚ͕ŚĂƐĂŵƵĐŚ
ŚŝŐŚĞƌƌĂƟŽŽĨϭ͘ϬϴůŽĐĂůũŽďƐƉĞƌĞŵƉůŽLJĞĚƌĞƐŝĚĞŶƚƐ͘
tŚŝůĞ ƚŚĞ ĚŝīĞƌĞŶĐĞ ĐĂŶ ďĞ ŝŶ ƉĂƌƚ ĂƩƌŝďƵƚĞĚ ƚŽ
njŽŶŝŶŐĂŶĚůĂŶĚƵƐĞ;ƚŚĞŵĂũŽƌŝƚLJŽĨtĞƐƚŶĂŚĞŝŵ
ŝƐƌĞƐŝĚĞŶƟĂůͿ͕ƚŚŝƐĚŽĞƐŶŽƚŵĞĂŶƚŚĞĐŽƌƌŝĚŽƌůĂĐŬƐ
ƚŚĞĂǀĂŝůĂďůĞĐŽŵŵĞƌĐŝĂůƐƉĂĐĞĨŽƌŶĞǁďƵƐŝŶĞƐƐĞƐƚŽ
ŐƌŽǁ͘/ŶĨĂĐƚ͕ĂŚŝŐŚŽĸĐĞǀĂĐĂŶĐLJƌĂƚĞǁŝƚŚŝŶĂŽŶĞͲ
ŵŝůĞƌĂĚŝƵƐŽĨĞĂĐŚŽƵůĞǀĂƌĚƐƵŐŐĞƐƚƐƚŚĂƚƐƉĂĐĞ
ŝƐŶŽƚĂĐŽŶƐƚƌĂŝŶƚƚŽĞĐŽŶŽŵŝĐŐƌŽǁƚŚĂƐŝƚŵŝŐŚƚďĞ
ĞůƐĞǁŚĞƌĞ͘
3.3.2 Key Industries
&ŽƌϮϬϭϲ͕ƚŚĞĮǀĞůĂƌŐĞƐƚƐĞĐƚŽƌƐŝŶtĞƐƚŶĂŚĞŝŵďLJ
ƚŚĞŶƵŵďĞƌŽĨũŽďƐǁĞƌĞ,ĞĂůƚŚĂƌĞ;ϯϵ͘ϬƉĞƌĐĞŶƚͿ͕
'ŽǀĞƌŶŵĞŶƚ ;ϭϲ͘ϭ ƉĞƌĐĞŶƚͿ͕ ĐĐŽŵŵŽĚĂƟŽŶ ĂŶĚ
'ŽŽĚ ^ĞƌǀŝĐĞƐ ;ϭϯ͘ϯ ƉĞƌĐĞŶƚͿ͕ ĂŶĚ ZĞƚĂŝů ;ϭϭ͘Ϭ
ƉĞƌĐĞŶƚͿ͘
dŚĞŝƚLJŽĨŶĂŚĞŝŵĂƐĂǁŚŽůĞ͕ŽŶƚŚĞŽƚŚĞƌŚĂŶĚ͕ŚĂƐ
ĂƐŝŐŶŝĮĐĂŶƚůLJŵŽƌĞĚŝǀĞƌƐŝĮĞĚĞĐŽŶŽŵLJƚŚĂŶtĞƐƚ
ŶĂŚĞŝŵ͘/ŶŶĂŚĞŝŵ͕ŶŽƐŝŶŐůĞŝŶĚƵƐƚƌLJĐŽŵƉƌŝƐĞĚ
ŵŽƌĞƚŚĂŶϭϱ͘ϯƉĞƌĐĞŶƚŽĨƚŚĞŝƚLJ͛ƐƚŽƚĂůũŽďĐŽƵŶƚ͘
/ŶϮϬϭϲ͕ƚŚĞůĂƌŐĞƐƚƐĞĐƚŽƌƐǁĞƌĞƌƚƐ͕ ŶƚĞƌƚĂŝŶŵĞŶƚ͕
ĂŶĚZĞĐƌĞĂƟŽŶ;ϭϱ͘ϯƉĞƌĐĞŶƚͿ͕ĐĐŽŵŵŽĚĂƟŽŶĂŶĚ
&ŽŽĚ ^ĞƌǀŝĐĞƐ ;ϭϭ͘ϵ ƉĞƌĐĞŶƚͿ͕ DĂŶƵĨĂĐƚƵƌŝŶŐ ;ϭϬ͘ϯ
ƉĞƌĐĞŶƚͿ͕,ĞĂůƚŚĂƌĞ;ϭϬ͘ϳƉĞƌĐĞŶƚͿ͕ĂŶĚŽŶƐƚƌƵĐƟŽŶ
;ϵ͘ϭƉĞƌĐĞŶƚͿ͘dĂďůĞϯͲϭ͕ ŵƉůŽLJŵĞŶƚďLJ/ŶĚƵƐƚƌLJ
ϮϬϭϭͲϮϬϭϲ͕ƉƌŽǀŝĚĞƐĂĐŽŵƉĂƌŝƐŽŶŽĨĞŵƉůŽLJŵĞŶƚďLJ
ŝŶĚƵƐƚƌLJĨŽƌtĞƐƚŶĂŚĞŝŵĂŶĚƚŚĞŝƚLJĂƐĂǁŚŽůĞ͘
dŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵ ŝŶĐůƵĚĞƐ Ă ĐĞŶƚƌĂů ďƵƐŝŶĞƐƐ
ĚŝƐƚƌŝĐƚĂŶĚĂůĂƌŐĞĞŶƚĞƌƚĂŝŶŵĞŶƚĂŶĚƚŽƵƌŝƐŵƐĞĐƚŽƌ͘
ĐŽŶŽŵŝĐ ĚĂƚĂ ĨŽƌ ĐĞƌƚĂŝŶ ƐĞĐƚŽƌƐ ŝƐ ƐƵƉƉƌĞƐƐĞĚ
ďLJƚŚĞĂůŝĨŽƌŶŝĂ ǁŚĞŶƚŚĞƌĞĂƌĞĨĞǁĞƌƚŚĂŶ
ƚŚƌĞĞ ĞƐƚĂďůŝƐŚŵĞŶƚƐ ŝŶ ĂŶ ŝŶĚƵƐƚƌLJ͕ Žƌ ŝĨ Ă ƐŝŶŐůĞ
ĞŵƉůŽLJĞƌ ŵĂŬĞƐ ƵƉ ŵŽƌĞ ƚŚĂŶ ϴϬ ƉĞƌĐĞŶƚ ŽĨ ƚŚĞ
ĞŵƉůŽLJŵĞŶƚŝŶƚŚĂƚŝŶĚƵƐƚƌLJ͘'ŝǀĞŶƚŚĞŝŶŇƵĞŶĐĞŽĨ
ŝƐŶĞLJůĂŶĚZĞƐŽƌƚŽŶŶĂŚĞŝŵΖƐůŽĐĂůĞĐŽŶŽŵLJ͕ϮϬϭϭ
ŚƵďŝƐĂϰϬϬ͕ϬϬϬͲƐƋƵĂƌĞͲĨŽŽƚƐƉĂĐĞƚŚĂƚĐŽŵďŝŶĞƐ
ĚŝŶŝŶŐ͕ ƐŚŽƉƉŝŶŐ͕ Ă ŚŽƚĞů͕ ϰ ƚŚĞĂƚĞƌ͕ ƌĞĐŽƌĚŝŶŐ
ƐƚƵĚŝŽ͕ĂŶĚϱͲƐƚŽƌLJŽĸĐĞƚŽǁĞƌ͘/ƚŝƐĞƐƟŵĂƚĞĚƚŚĂƚ
ƚŚĞ ŶƚĞƌƚĂŝŶŵĞŶƚŽŶĞŐĞŶĞƌĂƚĞƐϲ͘ϰŵŝůůŝŽŶǀŝƐŝƚƐ
ĂŶŶƵĂůůLJ͘
dŽ ƚŚĞ ƐŽƵƚŚ ŝƐ ĚǀĞŶƚƵƌĞ ŝƚLJ͕ Ă ϮͲĂĐƌĞ ĨĂŵŝůLJͲ
ŽƌŝĞŶƚĞĚ ƚŚĞŵĞ ƉĂƌŬ ƚŚĂƚ ƐƚƌĂĚĚůĞƐ ƚŚĞ ďŽƵŶĚĂƌLJ
ďĞƚǁĞĞŶŶĂŚĞŝŵĂŶĚ^ƚĂŶƚŽŶ͘/ƚŝƐĞƐƟŵĂƚĞĚƚŚĂƚ
ƚŚĞƚŚĞŵĞƉĂƌŬĚƌĂǁƐďĞƚǁĞĞŶϮϬϬ͕ϬϬϬĂŶĚϰϬϬ͕ϬϬϬ
ǀŝƐŝƚŽƌƐ Ă LJĞĂƌ͘ KƚŚĞƌ ƵƐĞƐ ĂĚũĂĐĞŶƚ ƚŽ ƚŚĞ ^W
ĂƌĞĂŝŶĐůƵĚĞĂƐĂůǀĂŐĞLJĂƌĚ;ƐƉĂŶƐďŽƚŚ^ƚĂŶƚŽŶĂŶĚ
ŶĂŚĞŝŵͿĂƐǁĞůůĂƐƐŝŶŐůĞͲĂŶĚŵƵůƟͲĨĂŵŝůLJƌĞƐŝĚĞŶƟĂů
ŶĞŝŐŚďŽƌŚŽŽĚƐ͘
3.3 EXISTING MARKET CONDITIONS
dŚŝƐƐĞĐƟŽŶƉƌŽǀŝĚĞƐĂŶĂƐƐĞƐƐŵĞŶƚŽĨƚŚĞĞdžŝƐƟŶŐ
ĐŽŶĚŝƟŽŶƐ;ϮϬϭϰͶϮϬϭϲͿŽĨƚŚĞůŽĐĂůĞĐŽŶŽŵLJŝŶtĞƐƚ
ŶĂŚĞŝŵ͘dŚŝƐĞǀĂůƵĂƟŽŶůŽŽŬƐĂƚĞŵƉůŽLJŵĞŶƚƚƌĞŶĚƐ
ƚŚƌŽƵŐŚĚĂƚĂƉƌŽǀŝĚĞĚďLJƚŚĞĂůŝĨŽƌŶŝĂ ŵƉůŽLJŵĞŶƚ
ĞǀĞůŽƉŵĞŶƚĞƉĂƌƚŵĞŶƚ; ͿYƵĂƌƚĞƌůLJĞŶƐƵƐ
ŽĨ ŵƉůŽLJŵĞŶƚĂŶĚtĂŐĞƐ;Y tͿ͕ϮϬϭϯĂŶĚϮϬϭϳ
ƌĞƉŽƌƚƐ ĨƌŽŵ ŶĂŚĞŝŵ͛Ɛ tŽƌŬĨŽƌĐĞ ĞǀĞůŽƉŵĞŶƚ
ŽĂƌĚ;tͿ͕ĂŶĚĂŵĂƌŬĞƚĨĞĂƐŝďŝůŝƚLJƐƚƵĚLJĨŽƌůĂŶĚ
ƵƐĞĐŚĂŶŐĞƐƉƵďůŝƐŚĞĚďLJ<ĞLJƐĞƌDĂƌƐƚŽŶƐƐŽĐŝĂƚĞƐ
;<DͿŝŶϮϬϭϱ͘ŶĂŶĂůLJƐŝƐŽĨĞdžŝƐƟŶŐŝŶǀĞŶƚŽƌLJĨŽƌ
ŽĸĐĞƐƉĂĐĞ͕ŝŶĐůƵĚŝŶŐŽĐĐƵƉĂŶĐLJĂŶĚǀĂĐĂŶĐLJƌĂƚĞƐ
ǁĂƐ ŽďƚĂŝŶĞĚ ďLJ ŽƐƚĂƌ͘ >ĂƐƚůLJ͕ ŬĞLJ ĚĞŵŽŐƌĂƉŚŝĐ
ŝŶĨŽƌŵĂƟŽŶ ĨƌŽŵ EŝĞůƐĞŶ ĂŶĚ ƚŚĞ ϮϬϭϰ ŵĞƌŝĐĂŶ
ŽŵŵƵŶŝƚLJ ^ƵƌǀĞLJ ;^Ϳ ƉƌŽǀŝĚĞ ŝŶƐŝŐŚƚ ŝŶƚŽ ƚŚĞ
ƉŽƉƵůĂƟŽŶĂŶĚĨƵƚƵƌĞƚƌĞŶĚƐ͘
3.3.1 Economic Overview
&ƌŽŵĂŶĞĐŽŶŽŵŝĐĚĞǀĞůŽƉŵĞŶƚƉĞƌƐƉĞĐƟǀĞ͕tĞƐƚ
ŶĂŚĞŝŵĚŝīĞƌƐŝŶƐĞǀĞƌĂůŬĞLJǁĂLJƐĨƌŽŵƚŚĞŝƚLJŽĨ
ŶĂŚĞŝŵĂƐĂǁŚŽůĞ͗/ƚĨĞĂƚƵƌĞƐĂůĂƌŐĞƌŚĞĂůƚŚĐĂƌĞ
ƐĞĐƚŽƌ͕ƐůŽǁĞƌĞŵƉůŽLJŵĞŶƚŐƌŽǁƚŚ͕ĂŶĚůĂĐŬŽĨŶĞǁ
ƉƌŝǀĂƚĞŝŶǀĞƐƚŵĞŶƚ͘
/ŶϮϬϭϲ͕ĂƉƉƌŽdžŝŵĂƚĞůLJϯϵ͘ϬƉĞƌĐĞŶƚŽĨũŽďƐŝŶtĞƐƚ
ŶĂŚĞŝŵǁĞƌĞƌĞůĂƚĞĚƚŽŚĞĂůƚŚĐĂƌĞ͕ĂŵƵĐŚŚŝŐŚĞƌ
ƉĞƌĐĞŶƚĂŐĞƚŚĂŶŝŶŶĂŚĞŝŵ;ϭϬ͘ϳƉĞƌĐĞŶƚͿ͘dŚŝƐŝƐ
ĚƵĞŝŶƉĂƌƚƚŽƚŚĞtĞƐƚŶĂŚĞŝŵDĞĚŝĐĂůĞŶƚĞƌ͕Ă
ϮϭϵͲďĞĚ ĂĐƵƚĞ ĐĂƌĞ ŚŽƐƉŝƚĂů ǁŝƚŚ ƐĞǀĞƌĂů ŚƵŶĚƌĞĚ
ĞŵƉůŽLJĞĞƐ͕ƚŚĂƚŝƐǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶƌĞĂĂƚƚŚĞ
ŝŶƚĞƌƐĞĐƟŽŶŽĨĞĂĐŚŽƵůĞǀĂƌĚĂŶĚKƌĂŶŐĞǀĞŶƵĞ͘
tŚŝůĞƚŚĞŚŽƐƉŝƚĂůĂŶĚŵĞĚŝĐĂůŽĸĐĞĐůƵƐƚĞƌĞĚĂůŽŶŐ
ĞĂĐŚŽƵůĞǀĂƌĚĐƌĞĂƚĞĂŶŝŵƉŽƌƚĂŶƚĞŵƉůŽLJŵĞŶƚ
HEARING DRAFT OCTOBER 2018 |CONTEXT | 39
3
t ^dE, /DΈ/WK ϵϮϴϬϰΉ CITY OF ANAHEIM
/Eh^dZzΈΉ ϮϬϭϭΈΉ
EMPLOYMENT
ϮϬϭϲΈΉ
EMPLOYMENT
PERCENT
CHANGE
ϮϬϭϭΈΉ
EMPLOYMENT
ϮϬϭϲΈΉ
EMPLOYMENT
PERCENT
CHANGE
ŐƌŝĐƵůƚƵƌĞ͕&ŽƌĞƐƚƌLJ͕
&ŝƐŚŝŶŐĂŶĚ,ƵŶƟŶŐ;ĂͿ Eͬ Eͬ Eͬ ϭϲϳ ϭϮϮ ͲϮϲ͘ϵй
DŝŶŝŶŐ͕YƵĂƌƌLJŝŶŐ͕ĂŶĚKŝů
ĂŶĚ'ĂƐ džƚƌĂĐƟŽŶ Ϭ Ϭ Ϭй Eͬ Eͬ Eͬ
hƟůŝƟĞƐ Eͬ Ϭ Eͬ ϰϰϰ ϰϴϵ ϭϬ͘ϭй
ŽŶƐƚƌƵĐƟŽŶ ϮϬϴ Ϯϭϯ Ϯ͘ϰй ϭϭ͕ϴϱϵ ϭϲ͕ϬϬϱ ϯϱ͘Ϭй
DĂŶƵĨĂĐƚƵƌŝŶŐ ϭϴϰ ϮϬϯ ϭϬ͘ϯй ϭϵ͕ϯϰϲ ϭϴ͕Ϭϳϭ Ͳϲ͘ϲй
tŚŽůĞƐĂůĞdƌĂĚĞ ϲϯ ϵϱ ϱϬ͘ϴй ϵ͕ϱϯϬ ϭϬ͕ϱϯϲ ϭϬ͘ϲй
ZĞƚĂŝůdƌĂĚĞ ϭ͕Ϭϵϰ ϭ͕Ϭϯϴ Ͳϱ͘ϭй ϭϭ͕ϳϮϯ ϭϮ͕ϲϬϭ ϳ͘ϱй
dƌĂŶƐƉŽƌƚĂƟŽŶĂŶĚ
tĂƌĞŚŽƵƐŝŶŐ ϲϯ ϰϮ Ͳϯϯ͘ϯй ϰ͕Ϭϵϰ ϯ͕ϰϬϴ Ͳϭϲ͘ϴй
/ŶĨŽƌŵĂƟŽŶ Eͬ Eͬ Eͬ Ϯ͕ϭϬϭ ϭ͕ϲϰϳ ͲϮϭ͘ϲй
&ŝŶĂŶĐĞĂŶĚ/ŶƐƵƌĂŶĐĞ ϭϮϬ ϭϯϭ ϵ͘Ϯй ϯ͕ϳϲϮ ϯ͕ϲϴϱ ͲϮ͘Ϭй
ZĞĂů ƐƚĂƚĞĂŶĚZĞŶƚĂů
ĂŶĚ>ĞĂƐŝŶŐ ϭϳϳ ϭϳϬ Ͳϰ͘Ϭй Ϯ͕ϵϱϴ Ϯ͕ϳϵϮ Ͳϱ͘ϲй
WƌŽĨĞƐƐŝŽŶĂůĂŶĚdĞĐŚŶŝĐĂů
^ĞƌǀŝĐĞƐ ϭϮϬ ϭϰϮ ϭϴ͘ϯй ϱ͕ϰϮϵ ϱ͕ϯϴϯ ͲϬ͘ϴй
DĂŶĂŐĞŵĞŶƚŽĨ
ŽŵƉĂŶŝĞƐĂŶĚ
ŶƚĞƌƉƌŝƐĞƐ
Eͬ Eͬ Eͬ ϭ͕ϴϮϮ Ϯ͕ϭϲϬ ϭϴ͘ϲй
ĚŵŝŶ͕^ƵƉƉŽƌƚĂŶĚ
tĂƐƚĞDĂŶĂŐĞŵĞŶƚ ϳϱϭ ϯϭϰ Ͳϱϴ͘Ϯй ϭϮ͕ϭϯϳ ϭϯ͕ϱϴϴ ϭϮ͘Ϭй
ĚƵĐĂƟŽŶĂů^ĞƌǀŝĐĞƐ ϭϮϯ ϴϱ ͲϯϬ͘ϵй Ϯ͕Ϭϵϯ ϭ͕ϵϬϬ Ͳϵ͘Ϯй
,ĞĂůƚŚĂƌĞĂŶĚ^ŽĐŝĂů
ƐƐŝƐƚĂŶĐĞ ϯ͕ϬϱϬ ϯ͕ϲϳϴ ϮϬ͘ϲй ϭϰ͕ϯϯϰ ϭϴ͕ϴϲϭ ϯϭ͘ϲй
ƌƚƐ͕ ŶƚĞƌƚĂŝŶŵĞŶƚ͕ĂŶĚ
ZĞĐƌĞĂƟŽŶ ϴϯ ϲϯ ͲϮϰ͘ϭй Eͬ Ϯϲ͕ϵϮϲ Eͬ
ĐĐŽŵŵŽĚĂƟŽŶĂŶĚ&ŽŽĚ
^ĞƌǀŝĐĞƐ ϵϴϬ ϭ͕Ϯϱϴ Ϯϴ͘ϰй ϮϬ͕Ϯϴϳ ϮϬ͕ϵϮϵ ϯ͘Ϯй
KƚŚĞƌ^ĞƌǀŝĐĞƐ;ĞdžĐĞƉƚ
WƵďůŝĐĚŵŝŶŝƐƚƌĂƟŽŶͿ ϳϲϵ ϯϯϱ Ͳϱϲ͘ϰй ϰ͕ϵϱϭ ϰ͕Ϯϵϴ Ͳϭϯ͘Ϯй
'ŽǀĞƌŶŵĞŶƚ ϭ͕ϯϮϯ ϭ͕ϱϭϳ ϭϰ͘ϳй ϭϰ͕ϴϰϮ ϭϮ͕Ϭϳϴ Ͳϭϴ͘ϲϬй
EŽƚ ůƐĞǁŚĞƌĞůĂƐƐŝĮĞĚ ϰϳ ϴϰ ϳϴ͘ϳй Ϯϱϯ ϰϭϱ ϲϰ͘Ϭй
TOTAL ϵ͕ϮϮϴ ϵ͕ϰϮϱ Ϯ͘ϭй ϭϲϭ͕ϲϴϲ ϭϳϱ͕ϵϳϱ ϴ͘ϴй
d> ϯͳϭ DW>KzD Edz/Eh^dZz͕ϮϬϭϭ͵ϮϬϭϲ
Sources: Quarterly Census of Employment and Wages (QCEW), CA EDD, 2011, 2016; BAE, 2017.
Notes: Universe consists of all wage and salary employment by place of work. Does not include self-employed persons not on payroll
(A) Cells shown as N/A represent data suppressed due to EDD disclosure rules.
(B) Represents average annual employment reported by quarter.
N/A - Data not available
'ŽǀĞƌŶŵĞŶƚĨŽƌƚŚĞŝƚLJŽĨŶĂŚĞŝŵĐŽŵďŝŶĞƐĞƐƟŵĂƚĞƐĨŽƌ&ĞĚĞƌĂů͕^ƚĂƚĞ͕ĂŶĚ>ŽĐĂů'ŽǀĞƌŶŵĞŶƚ:ŽďƐ͘
40 | CONTEXT | HEARING DRAFT OCTOBER 2018
ĞŵƉůŽLJŵĞŶƚĮŐƵƌĞƐĨŽƌƚŚĞƌƚƐĂŶĚ ŶƚĞƌƚĂŝŶŵĞŶƚ
ƐĞĐƚŽƌĂƌĞŶŽƚůŝƐƚĞĚďLJĂůŝĨŽƌŶŝĂ ͘,ŽǁĞǀĞƌ͕
ĂƐƐƵŵŝŶŐƚŚĂƚĞƐƟŵĂƚĞƐĨŽƌDŝŶŝŶŐ͕ƚŚĞŽŶůLJ
ŽƚŚĞƌ ĐĂƚĞŐŽƌLJ ƐƵƉƉƌĞƐƐĞĚ ďLJ ĂůŝĨŽƌŶŝĂ ͕ ŚĞůĚ
ĐŽŶƐƚĂŶƚĨƌŽŵϮϬϭϭƚŽϮϬϭϲ͕ŝƚĐĂŶďĞĚĞĚƵĐĞĚƚŚĂƚ
ƚŚĞ ƌƚƐ ĂŶĚ ŶƚĞƌƚĂŝŶŵĞŶƚ ŝŶĚƵƐƚƌLJ ĐŽŵƉƌŝƐĞĚ
ĂƉƉƌŽdžŝŵĂƚĞůLJϭϵ͕ϰϴϰũŽďƐŝŶϮϬϭϭ͘dŚŝƐǁŽƵůĚŵĂŬĞ
ƌƚƐ ĂŶĚ ŶƚĞƌƚĂŝŶŵĞŶƚ ŶĂŚĞŝŵ͛Ɛ ĨĂƐƚĞƐƚͲŐƌŽǁŝŶŐ
ĞŵƉůŽLJŵĞŶƚƐĞĐƚŽƌ͕ŐƌŽǁŝŶŐďLJϯϴ͘ϮƉĞƌĐĞŶƚďĞƚǁĞĞŶ
ϮϬϭϭĂŶĚϮϬϭϲ͘
3.3.3 Local Employment Trends
ůƚŚŽƵŐŚ ƚŚĞ ŚĞĂůƚŚ ĐĂƌĞ ŝŶĚƵƐƚƌLJ ŚĂƐ Ă ƐŝŐŶŝĮĐĂŶƚ
ƉƌĞƐĞŶĐĞŝŶtĞƐƚŶĂŚĞŝŵ͕ŝƚŚĂƐŶŽƚƉĞƌĨŽƌŵĞĚĂƐ
ǁĞůůĂƐŝƚŚĂƐĐŝƚLJǁŝĚĞ͘&ƌŽŵϮϬϭϭƚŽϮϬϭϲ͕ƚŚĞŶƵŵďĞƌ
ŽĨtĞƐƚŶĂŚĞŝŵũŽďƐŝŶŚĞĂůƚŚĐĂƌĞŐƌĞǁďLJϮϬ͘ϲ
ƉĞƌĐĞŶƚ͘dŚĞŝƚLJŽĨŶĂŚĞŝŵ͕ŝŶĐŽŶƚƌĂƐƚ͕ƐĂǁĂϯϭ͘ϲ
ƉĞƌĐĞŶƚŝŶĐƌĞĂƐĞŝŶŚĞĂůƚŚĐĂƌĞͲƌĞůĂƚĞĚũŽďƐŽǀĞƌƚŚĞ
ƐĂŵĞƟŵĞƉĞƌŝŽĚ͘
tĞƐƚŶĂŚĞŝŵ͛ƐůŽǁĞƌͲƚŚĂŶͲĞdžƉĞĐƚĞĚũŽďŐƌŽǁƚŚ
ďĞƚǁĞĞŶϮϬϭϭƚŽϮϬϭϲƵŶĚĞƌƐĐŽƌĞƐƚŚĞĚŝĸĐƵůƟĞƐ
ƚŚĂƚĐĂŶƌĞƐƵůƚĨƌŽŵƌĞůLJŝŶŐƚŽŽŚĞĂǀŝůLJŽŶĂƐŝŶŐůĞ
ƐĞĐƚŽƌ͘ ŌĞƌ Ă ƐĞƌŝĞƐ ŽĨ ĨĂŝůĞĚ ŝŶƐƉĞĐƟŽŶƐ ĂŶĚ ƚŚĞ
ůŽƐƐŽĨĨĞĚĞƌĂůĨƵŶĚŝŶŐ͕ŶĂŚĞŝŵ'ĞŶĞƌĂů,ŽƐƉŝƚĂů͕
ĂůŝƩůĞŽǀĞƌĂŵŝůĞĨƌŽŵĞĂĐŚŽƵůĞǀĂƌĚ͕ĐůŽƐĞĚŝŶ
DĂLJϮϬϭϯ͘ƚŽŶĞƉŽŝŶƚ͕ƚŚĞŚŽƐƉŝƚĂůĂĐĐŽƵŶƚĞĚĨŽƌĂƐ
ŵĂŶLJĂƐϲϵϬũŽďƐŝŶƚŚĞĂƌĞĂ͕ĂĐĐŽƌĚŝŶŐƚŽĂtŽƌŬĨŽƌĐĞ
ĞǀĞůŽƉŵĞŶƚŽĂƌĚZĞƉŽƌƚ͘
:ŽďůŽƐƐĞƐŝŶtĞƐƚŶĂŚĞŝŵ͛ƐŚĞĂůƚŚĐĂƌĞƐĞĐƚŽƌĐŽƵůĚ
ĂůƐŽƚŚƌĞĂƚĞŶƚŽƐƉŝůůŽǀĞƌŝŶƚŽŽƚŚĞƌƐĞĐƚŽƌƐůŝŬĞƌĞƚĂŝů͕
ĂƐĚĂLJƟŵĞŚĞĂůƚŚĐĂƌĞǁŽƌŬĞƌƐĐĂŶĐŽŶƚƌŝďƵƚĞƚŽĂ
ƐŝŐŶŝĮĐĂŶƚĂŵŽƵŶƚŽĨƌĞƚĂŝůĚĞŵĂŶĚ͘ƐŝnjĞĂďůĞĂŵŽƵŶƚ
ŽĨƌĞƚĂŝůůĞĂŬĂŐĞǁĂƐĨŽƵŶĚŝŶĂŵĂƌŬĞƚŽǀĞƌǀŝĞǁ
ƉƵďůŝƐŚĞĚďLJ<ĞLJƐĞƌDĂƌƐƚŽŶƐƐŽĐŝĂƚĞƐ;<DͿŝŶϮϬϭϱ͕
ƉĂƌƟĐƵůĂƌůLJŝŶĐĂƚĞŐŽƌŝĞƐůŝŬĞĨŽŽĚƐƚŽƌĞƐ͕ĂŶĚĂƉƉĂƌĞů
ƐƚŽƌĞƐ͘dŚŝƐůĂĐŬŽĨƋƵĂůŝƚLJƌĞƚĂŝůŚĂƐĂůƐŽďĞĞŶƌĞƉŽƌƚĞĚ
ďLJůŽĐĂůƌĞƐŝĚĞŶƚƐĂƐĂŵĂũŽƌĐŽŶĐĞƌŶŝŶĂŶƵŵďĞƌŽĨ
ƉƵďůŝĐŽƵƚƌĞĂĐŚƐĞƐƐŝŽŶƐ͘
&ŝŶĂůůLJ͕tĞƐƚŶĂŚĞŝŵĐƵƌƌĞŶƚůLJůĂĐŬƐƚŚĞƉƌĞƐĞŶĐĞŽĨ
ĂƚŚƌŝǀŝŶŐ͕ĚLJŶĂŵŝĐƐĞĐƚŽƌǁŝƚŚƚŚĞƉŽƚĞŶƟĂůƚŽƐƉƵƌ
ŐƌŽǁƚŚĞůƐĞǁŚĞƌĞ͘LJĐŽŶƚƌĂƐƚ͕ŶĂŚĞŝŵ͛ƐƌƚƐĂŶĚ
ŶƚĞƌƚĂŝŶŵĞŶƚƐĞĐƚŽƌŝƐĐƵƌƌĞŶƚůLJƚŚƌŝǀŝŶŐ͖ϭϳ͘ϵŵŝůůŝŽŶ
ŐƵĞƐƚƐǀŝƐŝƚĞĚŝƐŶĞLJůĂŶĚŝŶϮϬϭϲ͕ǁŚŝůĞĂůŝĨŽƌŶŝĂ
ĚǀĞŶƚƵƌĞĂƩƌĂĐƚĞĚϵ͘ϯŵŝůůŝŽŶǀŝƐŝƚŽƌƐ;d ͬ KD
ϮϬϭϲ dŚĞŵĞ /ŶĚĞdž ĂŶĚ DƵƐĞƵŵ /ŶĚĞdž͗ dŚĞ 'ůŽďĂů
ƩƌĂĐƟŽŶƐƩĞŶĚĂŶĐĞZĞƉŽƌƚͿ͘:ƵƐƚĂƐƚŚĞŝƚLJŽĨ
'ĂƌĚĞŶ'ƌŽǀĞ͕ǁŚŝĐŚŝƐĂĚũĂĐĞŶƚƚŽŶĂŚĞŝŵĂŶĚƚŚĞ
ŝƐŶĞLJůĂŶĚ ZĞƐŽƌƚ͕ ŚĂƐ ŵĂĚĞ ƐŝŐŶŝĮĐĂŶƚ ĞīŽƌƚƐ ƚŽ
ƉƌŽǀŝĚĞĂŵĞŶŝƟĞƐƚŽƐƵĐĐĞƐƐĨƵůůLJĂƩƌĂĐƚƉĂƌŬǀŝƐŝƚŽƌƐ͕
^dZ E'd,^
X džŝƐƟŶŐĐůƵƐƚĞƌŽĨĨĂĐŝůŝƟĞƐ
ƌĞůĂƚĞĚƚŽŚĞĂůƚŚĐĂƌĞ͕ĂŶ
ŝŶĚƵƐƚƌLJƐĞĞŝŶŐŐƌŽǁƚŚ
ŶĂƟŽŶǁŝĚĞ
X ^ƚƌŽŶŐĐŽŵŵƵŶŝƚLJƉƌĞƐĞŶĐĞ͖
ĂĐƟǀĞŶĞŝŐŚďŽƌŚŽŽĚ
ĂƐƐŽĐŝĂƟŽŶĂŶĚŝŶǀŽůǀĞĚ
ƌĞƐŝĚĞŶƚƐ
X dǁŝůĂZĞŝĚWĂƌŬ͕^ĐŚǁĞŝƚnjĞƌ
WĂƌŬĂŶĚƚŚĞtĞƐƚŶĂŚĞŝŵ
zŽƵƚŚĞŶƚĞƌĂƐĐŽŵŵƵŶŝƚLJ
ĨŽĐĂůƉŽŝŶƚƐ
X ^ƚƌŽŶŐĚĞŵĂŶĚĨŽƌŚŽƵƐŝŶŐ͖
ůŽǁƌĞŶƚĂůǀĂĐĂŶĐLJƌĂƚĞ
KWWKZdhE/d/ ^
X >ĂƌŐĞ͕ŝƚLJͲŽǁŶĞĚƐŝƚĞƐĂƚ
ĞĂĐŚŽƵůĞǀĂƌĚĂŶĚ>ŝŶĐŽůŶ
ǀĞŶƵĞŽīĞƌƉŽƚĞŶƟĂůĨŽƌ
ĐĂƚĂůLJƟĐĚĞǀĞůŽƉŵĞŶƚƐ
X ŝƐƚƌŝĐƚĐŽƵůĚĐĂƉŝƚĂůŝnjĞŽŶ
ǀŝƐŝƚŽƌƐĨƌŽŵƵĞŶĂWĂƌŬĂŶĚ
<ŶŽƩ͛ƐĞƌƌLJ&Ăƌŵ
X ZĞĐĞŶƚƐĂůĞŽĨŵŽƚĞůŽŶĂůů
ZŽĂĚĐŽƵůĚƐŝŐŶĂůĂŶĞǁ
ǁĂǀĞŽĨŵŽƚĞůƉƌŽƉĞƌƚLJ
ƌĞĚĞǀĞůŽƉŵĞŶƚ
X /ŶĚĞƉĞŶĚĞŶƚƌĞƚĂŝůĐŽƵůĚ
ƉŽƚĞŶƟĂůůLJůŽĐĂƚĞŝŶƐƚƌŝƉ
ŵĂůůĐĞŶƚĞƌƐĂƚĐŽŵƉĞƟƟǀĞ
ƌĞŶƚƐ
X EĞǁŵĂƌŬĞƚƌĂƚĞƌĞƐŝĚĞŶƟĂů
ĐŽƵůĚƐƚůŽĐĂů
ĚĞŵŽŐƌĂƉŚŝĐƐƚŽĂƩƌĂĐƚ
ƌĞƚĂŝůĞƌƐSWOT AnalysisSTRENGTHS OPPORTUNITIES
WEAKNESSES | THREATS (SWOT)
HEARING DRAFT OCTOBER 2018 |CONTEXT | 41
3
ƚŚĞƌĞŵĂLJďĞƐŽŵĞƉŽƚĞŶƟĂůĨŽƌtĞƐƚŶĂŚĞŝŵ͕ĂŶĚ
ƐƉĞĐŝĮĐĂůůLJĞĂĐŚŽƵůĞǀĂƌĚ͕ƚŽĂƩƌĂĐƚ<ŶŽƩ͛ƐĞƌƌLJ
&ĂƌŵǀŝƐŝƚŽƌƐƚŽŶĞǁĂŵĞŶŝƟĞƐƚŚĂƚďĞŶĞĮƚďŽƚŚ
ƚŽƵƌŝƐƚƐĂŶĚƚŚĞůŽĐĂůĐŽŵŵƵŶŝƚLJ͘
Health Care in Focus
ĞƐƉŝƚĞ ƚŚĞƐĞ ƐĞƚďĂĐŬƐ ŝŶ tĞƐƚ ŶĂŚĞŝŵ͕ ŚĞĂůƚŚ
ĐĂƌĞŚĂƐŶŽŶĞƚŚĞůĞƐƐďĞĞŶĂƌĂƉŝĚůLJŐƌŽǁŝŶŐƐĞĐƚŽƌ
ŶĂƟŽŶǁŝĚĞ͘dŚŝƐŝƐĚƌŝǀĞŶďLJĂŶƵŵďĞƌŽĨĨĂĐƚŽƌƐ͕
ŝŶĐůƵĚŝŶŐĂŶĂŐŝŶŐďĂďLJŵĞƌƉŽƉƵůĂƟŽŶ͘dŚĞƐĞ
ĚĞŵŽŐƌĂƉŚŝĐĐŚĂŶŐĞƐƐƵŐŐĞƐƚƚŚĂƚƚŚĞŚĞĂůƚŚĐĂƌĞ
ƐĞĐƚŽƌǁŝůůůŝŬĞůLJĐŽŶƟŶƵĞƚŽŐƌŽǁ͘
,ĞĂůƚŚĐĂƌĞŽĐĐƵƉĂƟŽŶƐĂŶĚŝŶĚƵƐƚƌŝĞƐĂƌĞĞdžƉĞĐƚĞĚ
ƚŽĂĚĚƚŚĞŵŽƐƚũŽďƐŽĨĂŶLJEŽƌƚŚŵĞƌŝĐĂŶ/ŶĚƵƐƚƌLJ
ůĂƐƐŝĮĐĂƟŽŶ^LJƐƚĞŵ;E/^ͿŝŶĚƵƐƚƌLJƐĞĐƚŽƌďĞƚǁĞĞŶ
ϮϬϭϰĂŶĚϮϬϮϰ͕ĂĐĐŽƌĚŝŶŐƚŽƚŚĞh͘^͘ƵƌĞĂƵŽĨ>ĂďŽƌ
^ƚĂƟƐƟĐƐ͘ dŚĞ ƐĞĐƚŽƌ͛Ɛ ŵŽƐƚ ĐŽŵŵŽŶ ŽĐĐƵƉĂƟŽŶƐ
ŝŶĐůƵĚĞƌĞŐŝƐƚĞƌĞĚŶƵƌƐĞƐ͕ŶƵƌƐĞĂƐƐŝƐƚĂŶƚƐ͕ƉĞƌƐŽŶĂů
ĐĂƌĞ ĂŝĚĞƐ͕ ĂŶĚ ŚŽŵĞ ŚĞĂůƚŚ ĂŝĚĞƐ͘ /Ŷ ϮϬϭϲ͕ tĞƐƚ
ŶĂŚĞŝŵ ũŽďƐ ŝŶ ŚĞĂůƚŚ ĐĂƌĞ ƉĂŝĚ ĂŶ ĂǀĞƌĂŐĞ ŽĨ
Ψϯϳ͕ϮϭϯƉĞƌLJĞĂƌ͘
ƐƐƵĐŚ͕ŚĞĂůƚŚĐĂƌĞŝƐƚŚĞƐĞĐŽŶĚͲŚŝŐŚĞƐƚƉĂLJŝŶŐ
ŽĨ tĞƐƚ ŶĂŚĞŝŵ͛Ɛ ƚŽƉ ĮǀĞ ŝŶĚƵƐƚƌŝĞƐ͕ ƚƌĂŝůŝŶŐ
ŽŶůLJ 'ŽǀĞƌŶŵĞŶƚ Ăƚ Ψϲϯ͕ϭϲϭ͘ tĂŐĞƐ ŝŶ ƌĞƚĂŝů ĂŶĚ
ĂĐĐŽŵŵŽĚĂƟŽŶ ĂŶĚ ĨŽŽĚ ƐĞƌǀŝĐĞƐ͕ ďLJ ĐŽŶƚƌĂƐƚ͕
ĂǀĞƌĂŐĞĚΨϮϵ͕ϳϵϱĂŶĚΨϭϳ͕ϴϵϵ͕ƌĞƐƉĞĐƟǀĞůLJ͘
3.3.4 Labor Force
Employed Residents by Industry
/ŶϮϬϭϱ͕ƚŚĞƌĞǁĞƌĞĂƉƉƌŽdžŝŵĂƚĞůLJϰϱ͕ϭϮϮũŽďƐŚĞůĚďLJ
ǁŽƌŬŝŶŐƌĞƐŝĚĞŶƚƐůŝǀŝŶŐŝŶtĞƐƚŶĂŚĞŝŵ͘ĐĐŽƌĚŝŶŐ
ƚŽ > , ĚĂƚĂ͕ ϭϯ͘ϱ ƉĞƌĐĞŶƚ ŽĨ ũŽďƐ ŚĞůĚ ďLJ tĞƐƚ
ŶĂŚĞŝŵƌĞƐŝĚĞŶƚƐĂƌĞůŽĐĂƚĞĚǁŝƚŚŝŶƚŚĞůĂƌŐĞƌŝƚLJ
ŽĨŶĂŚĞŝŵ͘dŚŝƐŝŶĚŝĐĂƚĞƐƚŚĂƚĂƉƉƌŽdžŝŵĂƚĞůLJϴϲ͘ϱ
ƉĞƌĐĞŶƚŽĨũŽďƐŚĞůĚďLJtĞƐƚŶĂŚĞŝŵƌĞƐŝĚĞŶƚƐĂƌĞ
ůŽĐĂƚĞĚŽƵƚƐŝĚĞƚŚĞĐŝƚLJŝŶŽƚŚĞƌũƵƌŝƐĚŝĐƟŽŶƐ͕ŝŶĐůƵĚŝŶŐ
>ŽƐŶŐĞůĞƐ;ϳ͘ϴƉĞƌĐĞŶƚͿ͕/ƌǀŝŶĞ;ϱ͘ϳƉĞƌĐĞŶƚͿ͕^ĂŶƚĂ
ŶĂ;ϱ͘ϳƉĞƌĐĞŶƚͿ͕KƌĂŶŐĞ;ϰ͘ϬƉĞƌĐĞŶƚͿ͕ĂŶĚ'ĂƌĚĞŶ
'ƌŽǀĞ;ϯ͘ϵƉĞƌĐĞŶƚͿ͘
dŚĞŝŶĚƵƐƚƌŝĞƐƚŚĂƚĞŵƉůŽLJĞĚƚŚĞŚŝŐŚĞƐƚƉƌŽƉŽƌƟŽŶ
ŽĨ ǁŽƌŬŝŶŐ tĞƐƚ ŶĂŚĞŝŵ ƌĞƐŝĚĞŶƚƐ ;ƌĞŐĂƌĚůĞƐƐ
ŽĨ ũŽď ůŽĐĂƟŽŶͿ ǁĞƌĞ ŚĞĂůƚŚ ĐĂƌĞ ;ϭϯ͘ϵ ƉĞƌĐĞŶƚͿ͕
ĂĐĐŽŵŵŽĚĂƟŽŶ ĂŶĚ ĨŽŽĚ ƐĞƌǀŝĐĞƐ ;ϭϭ͘ϳ ƉĞƌĐĞŶƚͿ͕
ĂŶĚŵĂŶƵĨĂĐƚƵƌŝŶŐ;ϭϬ͘ϴƉĞƌĐĞŶƚͿ͘ƐŶŽƚĞĚŝŶdĂďůĞ
ϯͲϮ͕ ŵƉůŽLJŵĞŶƚďLJ/ŶĚƵƐƚƌLJ͕ϮϬϭϱ͕ƚŚĞƌĞĂƌĞŚŝŐŚĞƌ
ƉĞƌĐĞŶƚĂŐĞƐ ŽĨ tĞƐƚ ŶĂŚĞŝŵ ƌĞƐŝĚĞŶƚƐ ǁŽƌŬŝŶŐ
ŝŶ ƚŚĞƐĞ ŝŶĚƵƐƚƌŝĞƐ ƚŚĂŶ ŝŶ ƚŚĞ ŝƚLJ ŽǀĞƌĂůů͘ dŚĞƐĞ
t <E ^^ ^
X WĞƌĐĞŝǀĞĚůĂĐŬŽĨƐĂĨĞƚLJ͖ŚŝŐŚ
ǀŽůƵŵĞŽĨƉŽůŝĐĞĐĂůůƐƉƵƚƐ
ĚƌĂŝŶŽŶĐŝƚLJƌĞƐŽƵƌĐĞƐ
X ,ŝŐŚůĂŶĚƉƌŝĐĞƐƉŽƚĞŶƟĂůůLJ
ůŝŵŝƚŶĞǁĚĞǀĞůŽƉŵĞŶƚ
ĨĞĂƐŝďŝůŝƚLJ
X ZĞůĂƟǀĞůLJůŽǁŵĞĚŝĂŶ
ŚŽƵƐĞŚŽůĚŝŶĐŽŵĞƐĂŶĚ
ĞĚƵĐĂƟŽŶĂůĂƩĂŝŶŵĞŶƚ
ŵĂŬĞƐĂƩƌĂĐƟŶŐŶĞǁƌĞƚĂŝů
ĐŚĂůůĞŶŐŝŶŐ
X >ĂĐŬŽĨĂŶŝĚĞŶƟĮĂďůĞ
͞ďƌĂŶĚ͟ŽƌƌĞƚĂŝůĚĞƐƟŶĂƟŽŶ͖
ůŝƩůĞĐŽŽƌĚŝŶĂƟŽŶĂŵŽŶŐ
ŵĞƌĐŚĂŶƚƐ
X hŶĚĞƌƉĞƌĨŽƌŵŝŶŐŽĸĐĞ
ĂŶĚŵĞĚŝĐĂůƐƉĂĐĞǁŝƚŚ
ƐŝŐŶŝĮĐĂŶƚǀĂĐĂŶĐŝĞƐ
X džŝƐƟŶŐƌĞƚĂŝůĐŽŶĮŐƵƌĂƟŽŶƐ
ĨŽůůŽǁĂƐƚƌŝƉŵĂůůĨŽƌŵĂƚ
ŶŽƚĐŽŶĚƵĐŝǀĞƚŽƉĞĚĞƐƚƌŝĂŶ
ĂĐƟǀŝƚLJ
d,Z d^
X >ĂĐŬŽĨĚŝǀĞƌƐŝĮĐĂƟŽŶ͗
ŵƉůŽLJŵĞŶƚĚŽŵŝŶĂƚĞĚďLJ
ŚĞĂůƚŚĐĂƌĞŝŶĚƵƐƚƌLJ;ϯϵйŽĨ
ƚŽƚĂůũŽďƐͿ
X ŽŶƟŶƵĞĚƌĞƚĂŝůůĞĂŬĂŐĞƚŽ
ŶĞŝŐŚďŽƌŝŶŐũƵƌŝƐĚŝĐƟŽŶƐ
X īŽƌĚĂďůĞŚŽƵƐŝŶŐĂŶĚ
ŚŽŵĞůĞƐƐŶĞƐƐĐƌŝƐŝƐĂƚƚŚĞ
ƌĞŐŝŽŶĂůůĞǀĞů SWOT AnalysisSTRENGTHS OPPORTUNITIES
WEAKNESSES | THREATS (SWOT)
42 | CONTEXT | HEARING DRAFT OCTOBER 2018
WEST ANAHEIM CITY OF ANAHEIM
/Eh^dZzΈΉEMPLOYMENT PERCENT EMPLOYMENT PERCENT
ŐƌŝĐƵůƚƵƌĞ͕&ŽƌĞƐƚƌLJ͕&ŝƐŚŝŶŐĂŶĚ,ƵŶƟŶŐ ϯϮϳ Ϭ͘ϳй ϭ͕ϭϬϰ Ϭ͘ϲй
DŝŶŝŶŐ͕YƵĂƌƌLJŝŶŐ͕ĂŶĚKŝůĂŶĚ'ĂƐ džƚƌĂĐƟŽŶ ϰϱ Ϭ͘ϭй ϭϱϰ Ϭ͘ϭй
hƟůŝƟĞƐ ϮϬϭ Ϭ͘ϰй ϴϬϰ Ϭ͘ϱй
ŽŶƐƚƌƵĐƟŽŶ Ϯ͕Ϯϵϯ ϱ͘ϭй ϵ͕ϴϱϰ ϱ͘ϳй
DĂŶƵĨĂĐƚƵƌŝŶŐ ϰ͕ϴϳϭ ϭϬ͘ϴй ϭϴ͕ϭϳϬ ϭϬ͘ϰй
tŚŽůĞƐĂůĞdƌĂĚĞ Ϯ͕ϰϳϰϱ ͘ϱй ϵ͕ϴϵϲ ϱ͘ϳй
ZĞƚĂŝůdƌĂĚĞ ϰ͕ϳϵϱ ϭϬ͘ϲй ϭϳ͕ϳϬϱ ϭϬ͘Ϯй
dƌĂŶƐƉŽƌƚĂƟŽŶĂŶĚtĂƌĞŚŽƵƐŝŶŐ ϭ͕ϮϮϭ Ϯ͘ϳй ϰ͕ϴϮϵ Ϯ͘ϴй
/ŶĨŽƌŵĂƟŽŶ ϴϳϬ ϭ͘ϵй ϯ͕ϰϲϯ Ϯ͘Ϭй
&ŝŶĂŶĐĞĂŶĚ/ŶƐƵƌĂŶĐĞ ϭ͕ϱϵϯ ϯ͘ϱй ϲ͕ϲϲϰ ϯ͘ϴй
ZĞĂů ƐƚĂƚĞĂŶĚZĞŶƚĂůĂŶĚ>ĞĂƐŝŶŐ ϴϰϭ ϭ͘ϵй ϯ͕ϮϮϴ ϭ͘ϵй
WƌŽĨĞƐƐŝŽŶĂůĂŶĚdĞĐŚŶŝĐĂů^ĞƌǀŝĐĞƐ Ϯ͕ϲϰϵ ϱ͘ϵй ϭϬ͕ϲϵϯ ϲ͘ϭй
DĂŶĂŐĞŵĞŶƚŽĨŽŵƉĂŶŝĞƐĂŶĚ ŶƚĞƌƉƌŝƐĞƐ ϳϵϭ ϭ͘ϴй ϯ͕ϭϮϯ ϭ͘ϴй
ĚŵŝŶŝƐƚƌĂƟǀĞ͕^ƵƉƉŽƌƚĂŶĚtĂƐƚĞ
DĂŶĂŐĞŵĞŶƚ ϯ͕ϲϱϳ ϴ͘ϭй ϭϰ͕ϳϴϲ ϴ͘ϱй
ĚƵĐĂƟŽŶĂů^ĞƌǀŝĐĞƐ Ϯ͕ϳϳϳ ϲ͘Ϯй ϭϮ͕ϭϲϵ ϳ͘Ϭй
,ĞĂůƚŚĂƌĞĂŶĚ^ŽĐŝĂůƐƐŝƐƚĂŶĐĞ ϲ͕Ϯϳϱ ϭϯ͘ϵй Ϯϭ͕ϳϬϱ ϭϮ͘ϱй
ƌƚƐ͕ ŶƚĞƌƚĂŝŶŵĞŶƚ͕ĂŶĚZĞĐƌĞĂƟŽŶ ϭ͕ϲϮϭ ϯ͘ϲй ϲ͕ϲϰϵ ϯ͘ϴй
ĐĐŽŵŵŽĚĂƟŽŶĂŶĚ&ŽŽĚ^ĞƌǀŝĐĞƐ ϱ͕ϮϲϬ ϭϭ͘ϳй ϭϴ͕ϵϰϱ ϭϬ͘ϵй
KƚŚĞƌ^ĞƌǀŝĐĞƐ;ĞdžĐĞƉƚWƵďůŝĐĚŵŝŶŝƐƚƌĂƟŽŶͿ ϭ͕ϯϵϴ ϯ͘ϭй ϱ͕ϭϵϱ ϯ͘Ϭй
'ŽǀĞƌŶŵĞŶƚ ϭ͕ϭϲϯ Ϯ͘ϲй ϱ͕Ϭϴϲ Ϯ͘ϵй
TOTAL ϰϱ͕ϭϮϮ ϭϬϬ͘Ϭй ϭϳϰ͕ϮϮϮ ϭϬϬ͘Ϭй
d> ϯͳϮZ ^/ Ed DW>KzD Edz/Eh^dZz͕ϮϬϭϱ
^ŽƵƌĐĞ͗ĞŶƚĞƌĨŽƌ ĐŽŶŽŵŝĐ^ƚƵĚŝĞƐĂƚh͘^͘ĞŶƐƵƐƵƌĞĂƵ͖>ŽŶŐŝƚƵĚŝŶĂůͲ ŵƉůŽLJĞƌ,ŽƵƐĞŚŽůĚLJŶĂŵŝĐƐ͕ϮϬϭϰ͖ ͕ϮϬϭϳ͘
EŽƚĞƐ͗'ŽǀĞƌŶŵĞŶƚĞŵƉůŽLJŵĞŶƚŶƵŵďĞƌƐĨŽƌďŽƚŚtĞƐƚŶĂŚĞŝŵĂŶĚŝƚLJŽĨŶĂŚĞŝŵƌĞƉƌĞƐĞŶƚΗWƵďůŝĐĚŵŝŶŝƐƚƌĂƟŽŶΗĞŵƉůŽLJŵĞŶƚĚĂƚĂ͘
(A) Includes the number of Residents who work various industry sectors, regardless of job site.
HEARING DRAFT OCTOBER 2018 |CONTEXT | 43
3
ZĞƚĂŝůĂŶĚKĸĐĞ
ZĞƚĂŝůĞƌƐ ƚLJƉŝĐĂůůLJ ĨŽĐƵƐ ŽŶ ƉŽƉƵůĂƟŽŶ ĚĞŶƐŝƚLJ͕
ŝŶĐŽŵĞůĞǀĞůƐ͕ĂŶĚĞĚƵĐĂƟŽŶůĞǀĞůƐǁŚĞŶĐŚŽŽƐŝŶŐ
ǁŚĞƌĞƚŽůŽĐĂƚĞ͖ƚŚĞƌĞĨŽƌĞ͕ƚŚĞƐĞĚĞŵŽŐƌĂƉŚŝĐƐŚĂǀĞ
ƉŽƐĞĚĐŚĂůůĞŶŐĞƐĨŽƌĐĞƌƚĂŝŶƌĞƚĂŝůƚLJƉĞƐƚŚĂƚŵŝŐŚƚ
ŽƚŚĞƌǁŝƐĞůŽĐĂƚĞŽŶƚŚĞĐŽƌƌŝĚŽƌ͘ĞƐƉŝƚĞƐŝŐŶŝĮĐĂŶƚ
ĞdžŝƐƟŶŐ ůĞĂŬĂŐĞ ŝŶ ƐĞǀĞƌĂů ƌĞƚĂŝů ƐĞĐƚŽƌƐ͕ ŝŶĐůƵĚŝŶŐ
ďƵŝůĚŝŶŐŵĂƚĞƌŝĂůƐ͕ĨŽŽĚĂŶĚďĞǀĞƌĂŐĞ͕ĂƉƉĂƌĞů͕ĂŶĚ
ƐƉŽƌƟŶŐͬŚŽďďLJͬŬͬŵƵƐŝĐ ƐƵƉƉůŝĞƐ͕ ƚŚĞ ŚŝŐŚ ĐŽƐƚ
ŽĨ ůĂŶĚ ĂůŽŶŐ ƚŚĞ ĐŽƌƌŝĚŽƌ ĂŶĚ ůŽǁĞƌͲƚŚĂŶͲĂǀĞƌĂŐĞ
ŝŶĐŽŵĞƐ ŝŶĚŝĐĂƚĞ ƐŝŐŶŝĮĐĂŶƚ ŚƵƌĚůĞƐ ƚŽ ĂƩƌĂĐƟŶŐ
ŶĞǁ ƌĞƚĂŝů ĚĞǀĞůŽƉŵĞŶƚ ĂůŽŶŐ ƚŚĞ ĐŽƌƌŝĚŽƌ͘ dŽ ďĞ
ĮŶĂŶĐŝĂůůLJ ĨĞĂƐŝďůĞ͕ <D ƌĞƉŽƌƚĞĚ ƚŚĂƚ ĂŶLJ ŶĞǁ
ĐŽŵŵĞƌĐŝĂůĚĞǀĞůŽƉŵĞŶƚǁŽƵůĚůŝŬĞůLJƌĞƋƵŝƌĞŵƵůƟͲ
ƐƚŽƌLJĐŽŶĮŐƵƌĂƟŽŶƐŽƌƌĞůĂdžĞĚƉĂƌŬŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐ͘
/Ŷ ϮϬϭϳ͕ ĐŽŵŵĞƌĐŝĂů ƉĂƌŬŝŶŐ ƌĞƋƵŝƌĞŵĞŶƚƐ ǁĞƌĞ
ƌĞĚƵĐĞĚĐŝƚLJǁŝĚĞ͘EĞǁĚĞǀĞůŽƉŵĞŶƚŝŶƚŚĞ^WĂƌĞĂ
ĐŽƵůĚƚĂŬĞĂĚǀĂŶƚĂŐĞŽĨƚŚĞƌĞĚƵĐĞĚƌĞƋƵŝƌĞŵĞŶƚƐ͘
dŚĞ<DƌĞƉŽƌƚĂůƐŽŶŽƚĞĚƚŚĂƚƚŚĞĐŽƌƌŝĚŽƌŝƐŶŽƚ
ĐƵƌƌĞŶƚůLJǁĞůůƐƵŝƚĞĚĨŽƌŶĞǁŽĸĐĞĚĞǀĞůŽƉŵĞŶƚ͘ŶLJ
ŐƌŽǁƚŚŝŶŽĸĐĞĚĞŵĂŶĚĨƌŽŵƚŚĞŵĞĚŝĐĂůƐĞĐƚŽƌ͕ĨŽƌ
ĞdžĂŵƉůĞ͕ ĐŽƵůĚ ďĞ ĂďƐŽƌďĞĚ ďLJ ĞdžŝƐƟŶŐ ŝŶǀĞŶƚŽƌLJ
ŽĨŽĸĐĞƐƉĂĐĞŐŝǀĞŶƚŚĞϮϯ͘ϰƉĞƌĐĞŶƚǀĂĐĂŶĐLJƌĂƚĞ
ǁŝƚŚŝŶĂŽŶĞͲŵŝůĞƌĂĚŝƵƐŽĨƚŚĞĐŽƌƌŝĚŽƌ͘dŚƵƐ͕ĨŽƌŶĞǁ
ŽĸĐĞĚĞǀĞůŽƉŵĞŶƚƚŽŽĐĐƵƌ͕ŝƚŝƐůŝŬĞůLJƚŚĂƚĞdžŝƐƟŶŐ
ǀĂĐĂŶĐŝĞƐ ǁŽƵůĚ ŶĞĞĚ ƚŽ ďĞ ĮůůĞĚ ĮƌƐƚ͘ ,ŽǁĞǀĞƌ͕
ŵĞĚŝĐĂů ŽĸĐĞ ƚƌĞŶĚƐ ƐƵŐŐĞƐƚ ƚŚĂƚ ƚŚĞ ŵĂƌŬĞƚ ŝƐ
ďŝĨƵƌĐĂƚĞĚ͕ǁŝƚŚŽůĚĞƌƐƉĂĐĞƐƌĞŵĂŝŶŝŶŐǀĂĐĂŶƚĚƵĞƚŽ
ƚŚĞŝƌŝŶĂďŝůŝƚLJƚŽŵĞĞƚƚŚĞŶĞĞĚƐŽĨƵƐĞƌƐ͕ǁŚŽƌĞƋƵŝƌĞ
ƐŵĂůůĞƌ͕ŵŽƌĞͲĐŽůůĂďŽƌĂƟǀĞƐƉĂĐĞ͘
ZĞƐŝĚĞŶƟĂů
<DƉƌŽũĞĐƚƐĂŚĞĂůƚŚLJĂŵŽƵŶƚŽĨƌĞƐŝĚĞŶƟĂůĚĞŵĂŶĚ
ŝŶƚŚĞĞĂĐŚŽƵůĞǀĂƌĚŵĂƌŬĞƚĂƌĞĂŽǀĞƌƚŚĞŶĞdžƚϭϱ
LJĞĂƌƐ͕ƉĂƌƟĐƵůĂƌůLJĨŽƌĂƩĂĐŚĞĚƉƌŽĚƵĐƚĂƚŵŝĚͲďůŽĐŬ
ůŽĐĂƟŽŶƐ͘EŽŶĞŽĨƚŚĞƌĞƐŝĚĞŶƟĂůƉƌŽƚŽƚLJƉĞƐĞdžƉůŽƌĞĚ
ďLJ <D ƵůƟŵĂƚĞůLJ ƉĂƐƐĞĚ ƚŚĞ ĮŶĂŶĐŝĂů ĨĞĂƐŝďŝůŝƚLJ
ƚĞƐƚŝĨƚŚĞLJŚĂĚƚŽĚŝƐƉůĂĐĞĞdžŝƐƟŶŐƌĞƐŝĚĞŶƟĂůƵƐĞƐ͘
,ŽǁĞǀĞƌ͕ŶĞǁƌĞƐŝĚĞŶƟĂůŵŝŐŚƚďĞĨĞĂƐŝďůĞŝĨŝƚĐŽƵůĚ
ďĞďƵŝůƚŽŶĐŽŵŵĞƌĐŝĂůůLJnjŽŶĞĚůĂŶĚ͕ǁŚŝĐŚĂƚƚŚĞ
ƟŵĞŽĨƚŚĞƐƚƵĚLJƚƌĂĚĞĚĂƚΨϰϮͬƐĨǀĞƌƐƵƐƌĞƐŝĚĞŶƟĂů
ůĂŶĚĂƚΨϴϳͬƐĨ͘
Opportunity Sites
dǁŽ ŽƉƉŽƌƚƵŶŝƚLJ ĂƌĞĂƐ ŽŶ ƚŚĞ ŶŽƌƚŚĞĂƐƚ ĂŶĚ
ƐŽƵƚŚĞĂƐƚĐŽƌŶĞƌƐŽĨĞĂĐŚŽƵůĞǀĂƌĚĂŶĚ>ŝŶĐŽůŶ
ǀĞŶƵĞ ƉƌŽǀŝĚĞ ŶĞĂƌͲƚĞƌŵ ŽƉƉŽƌƚƵŶŝƟĞƐ ĨŽƌ ŶĞǁ
ĚĞǀĞůŽƉŵĞŶƚ ĂůŽŶŐ ƚŚĞ ĐŽƌƌŝĚŽƌ͘ dŚĞ ŵĂũŽƌŝƚLJ ŽĨ
ƚŚĞƐĞ ƉƌŽƉĞƌƟĞƐ ĂƌĞ ŝƚLJͲŽǁŶĞĚ ƉĂƌĐĞůƐ ƚŚĂƚ ǁŝůů
ǁŽƌŬĞƌƐ ŵĂLJ ĮŶĚ tĞƐƚ ŶĂŚĞŝŵ ĂƩƌĂĐƟǀĞ ĚƵĞ ƚŽ
ƌĞůĂƟǀĞ ŚŽƵƐŝŶŐ ĂīŽƌĚĂďŝůŝƚLJ ĂŶĚ ĂǀĂŝůĂďŝůŝƚLJ ĨŽƌ
ĐĐŽŵŵŽĚĂƟŽŶĂŶĚ&ŽŽĚƐĞƌǀŝĐĞǁŽƌŬĞƌƐ͕ŽƌĚƵĞ
ƚŽƉƌŽdžŝŵŝƚLJƚŽĞŵƉůŽLJŵĞŶƚĐĞŶƚĞƌƐĨŽƌ,ĞĂůƚŚĂƌĞ
ǁŽƌŬĞƌƐ͘
/Ŷ ĂĚĚŝƟŽŶ͕ tĞƐƚ ŶĂŚĞŝŵ ǁŽƌŬĞƌƐ ĂƉƉĞĂƌ ƚŽ ďĞ
ŽǀĞƌͲƌĞƉƌĞƐĞŶƚĞĚ ŝŶ ĚĞĐůŝŶŝŶŐ ŝŶĚƵƐƚƌŝĞƐ͘ tŚŝůĞ
DĂŶƵĨĂĐƚƵƌŝŶŐŝƐŽŶĞŽĨƚŚĞůĂƌŐĞƐƚĞŵƉůŽLJĞƌƐŽĨtĞƐƚ
ŶĂŚĞŝŵƌĞƐŝĚĞŶƚƐ͕ĨŽƌĞdžĂŵƉůĞ͕ŝƚǁĂƐŽŶĞŽĨƚŚĞĨĞǁ
ŝŶĚƵƐƚƌŝĞƐŝŶŶĂŚĞŝŵƚŽƐĞĞĞŵƉůŽLJŵĞŶƚĚĞĐůŝŶĞƐ
ďĞƚǁĞĞŶϮϬϭϭĂŶĚϮϬϭϲ͕ƐĞĞdĂďůĞϯͲϭ͕ ŵƉůŽLJŵĞŶƚ
ďLJ/ŶĚƵƐƚƌLJ͕ϮϬϭϭʹϮϬϭϲ͘dŚĞŝƚLJŵĂLJĐŽŶƐŝĚĞƌĞīŽƌƚƐ
ŐĞĂƌĞĚĂƚĂůŝŐŶŝŶŐƚŚĞƐŬŝůůƐŽĨǁŽƌŬŝŶŐƌĞƐŝĚĞŶƚƐǁŝƚŚ
ŐƌŽǁŝŶŐŝŶĚƵƐƚƌŝĞƐƚŚƌŽƵŐŚŽƵƚŶĂŚĞŝŵ͘
'ŝǀĞŶƚŚĞŚŝŐŚůĞǀĞůŽĨŽƵƚͲĐŽŵŵƵƟŶŐƌĞƋƵŝƌĞĚĨŽƌ
ŵŽƐƚǁŽƌŬŝŶŐtĞƐƚŶĂŚĞŝŵƌĞƐŝĚĞŶƚƐ͕ŝƚŵĂLJĂůƐŽďĞ
ŝŵƉŽƌƚĂŶƚƚŽŝĚĞŶƟĨLJĂĐĐĞƐƐŝďůĞũŽďŽƉƉŽƌƚƵŶŝƟĞƐĂƚ
ĞŵƉůŽLJŵĞŶƚŶŽĚĞƐŽƵƚƐŝĚĞƚŚĞĐŝƚLJ͘
3.3.5 Real Estate and New Development
dŚĞ ĐŽŵƉĂƌĂƟǀĞ ůĂĐŬ ŽĨ ŶĞǁ ĚĞǀĞůŽƉŵĞŶƚ ĂůŽŶŐ
ĞĂĐŚŽƵůĞǀĂƌĚŚĂƐďĞĞŶĂƐŽƵƌĐĞŽĨĐŽŵŵƵŶŝƚLJ
ĐŽŶĐĞƌŶĨŽƌƐŽŵĞƟŵĞ͘dŚĞĐŽƌƌŝĚŽƌǁĂƐŽŶĐĞŬŶŽǁŶ
ĨŽƌĂīŽƌĚĂďůĞŵŽƚĞůƐĂŶĚƌŽĂĚƐŝĚĞĂƩƌĂĐƟŽŶƐŐĞĂƌĞĚ
ƚŽǁĂƌĚ ƚƌĂǀĞůŝŶŐ ĨĂŵŝůŝĞƐ͘ ,ŽǁĞǀĞƌ͕ ŶĞǁ ĨƌĞĞǁĂLJƐ͕
ŝŶĐůƵĚŝŶŐ/ŶƚĞƌƐƚĂƚĞϱĂŶĚ^ƚĂƚĞZŽƵƚĞϵϭ͕ĞǀĞŶƚƵĂůůLJ
ĚŝǀĞƌƚĞĚƚƌĂĸĐĂǁĂLJĨƌŽŵƐƚĂƚĞŚŝŐŚǁĂLJƐůŝŬĞĞĂĐŚ
ŽƵůĞǀĂƌĚ͘ dŚŝƐ ůĂĐŬ ŽĨ ĨƌĞĞǁĂLJ ƉƌŽdžŝŵŝƚLJ ĂŶĚ
ǀŝƐŝďŝůŝƚLJŚĂƐďĞĞŶĐŝƚĞĚďLJĚĞǀĞůŽƉĞƌƐĂƐĂƐŝnjĂďůĞ
ŚƵƌĚůĞƚŽŶĞǁŽĸĐĞĂŶĚƌĞƚĂŝůĚĞǀĞůŽƉŵĞŶƚ͘dŚĞŝƚLJ
ŽĨŶĂŚĞŝŵĐŽŵŵŝƐƐŝŽŶĞĚĂŵĂƌŬĞƚƐƚƵĚLJďLJ<ĞLJƐĞƌ
DĂƌƐƚŽŶƐƐŽĐŝĂƚĞƐ;<DͿƚŽĞǀĂůƵĂƚĞĐƵƌƌĞŶƚŵĂƌŬĞƚ
ĐŽŶĚŝƟŽŶƐĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͕ŝĚĞŶƟĨLJůĂŶĚƵƐĞƐǁŝƚŚ
ƚŚĞŐƌĞĂƚĞƐƚŵĂƌŬĞƚƐƵƉƉŽƌƚ͕ĂŶĚĂƐƐĞƐƐƚŚĞĮŶĂŶĐŝĂů
ĨĞĂƐŝďŝůŝƚLJŽĨŶĞǁĚĞǀĞůŽƉŵĞŶƚ͘
ĞŵŽŐƌĂƉŚŝĐŽŶĚŝƟŽŶƐ
dŚĞ<DƐƚƵĚLJŶŽƚĞĚƚŚĂƚŝŶϮϬϭϰ͕ƌĞƐŝĚĞŶƚƐŝŶƚŚĞŽŶĞͲ
ŵŝůĞŵĂƌŬĞƚĂƌĞĂƐƵƌƌŽƵŶĚŝŶŐƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ
ŽƌƌŝĚŽƌ ĞĂƌŶĞĚ Ă ŵĞĚŝĂŶ ŚŽƵƐĞŚŽůĚ ŝŶĐŽŵĞ ŽĨ
Ψϰϵ͕ϱϴϬ͕ƐŝŐŶŝĮĐĂŶƚůLJůŽǁĞƌƚŚĂŶƚŚĞΨϱϵ͕ϵϯϬŵĞĚŝĂŶ
ŝŶŶĂŚĞŝŵ͘DĞĂŶǁŚŝůĞ͕ϱϬ͘ϱƉĞƌĐĞŶƚŽĨŚŽƵƐĞŚŽůĚƐ
ĞĂƌŶĞĚůĞƐƐƚŚĂŶΨϱϬ͕ϬϬϬƉĞƌLJĞĂƌ͕ĐŽŵƉĂƌĞĚƚŽϰϯ͘Ϯ
ƉĞƌĐĞŶƚ ŝŶ ŶĂŚĞŝŵ͘ /Ŷ ĂĚĚŝƟŽŶ͕ ϭϵ͘ϭ ƉĞƌĐĞŶƚ ŽĨ
tĞƐƚŶĂŚĞŝŵƌĞƐŝĚĞŶƚƐŽǀĞƌϮϱLJĞĂƌƐŚĂĚƌĞĐĞŝǀĞĚ
Ă ďĂĐŚĞůŽƌ͛Ɛ ĚĞŐƌĞĞ Žƌ ŚŝŐŚĞƌ͕ ĐŽŵƉĂƌĞĚ ƚŽ Ϯϯ͘ϳ
ƉĞƌĐĞŶƚŝŶŶĂŚĞŝŵ͘
44 | CONTEXT | HEARING DRAFT OCTOBER 2018
ďƌŝŶŐĂŶĞǁĞƌĂŽĨĚĞǀĞůŽƉŵĞŶƚƚŽtĞƐƚŶĂŚĞŝŵ͘
tĞƐƚŐĂƚĞ
dŚĞĚĞǀĞůŽƉŵĞŶƚŽƵƚĐŽŵĞŽĨƚŚĞϮϱͲĂĐƌĞtĞƐƚŐĂƚĞ
ƐŝƚĞǁŝůůŚĂǀĞĂĚƌĂŵĂƟĐ ŝŵƉĂĐƚ ŽŶ ƚŚĞ ĐŽƌƌŝĚŽƌ͛Ɛ
ƌĞǀŝƚĂůŝnjĂƟŽŶĞīŽƌƚƐ͘ƐĂĨŽƌŵĞƌůĂŶĚĮůů͕ƚŚĞĐƵƌƌĞŶƚůLJ
ǀĂĐĂŶƚƐŝƚĞŝƐŽǁŶĞĚďLJƚŚĞŝƚLJΖƐ^ƵĐĐĞƐƐŽƌŐĞŶĐLJ
ĂŶĚ ŝƚƐ ĚĞǀĞůŽƉŵĞŶƚ ƉŽƐĞƐ ƐĞǀĞƌĂů ĞŶǀŝƌŽŶŵĞŶƚĂů
ĐŚĂůůĞŶŐĞƐ͘ EŽŶĞƚŚĞůĞƐƐ͕ ƚŚĞ tĞƐƚŐĂƚĞ ƉĂƌĐĞů ŝƐ Ă
ŵĂũŽƌĂƐƐĞƚƚŚĂƚĐĂŶďĞůĞǀĞƌĂŐĞĚƚŽĐĂƚĂůLJnjĞŶĞǁ
ĚĞǀĞůŽƉŵĞŶƚĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͘tĞƐƚŐĂƚĞΖƐƐŝnjĞĂůŽŶĞ
ĞůŝŵŝŶĂƚĞƐƚŚĞŶĞĞĚĨŽƌƉĂƌĐĞůĂƐƐĞŵďůLJ͕ĂĐŽŵƉůĞdž
ƉƌŽĐĞƐƐƚŚĂƚŽŌĞŶƉƌĞƐĞŶƚƐĂƐŝŐŶŝĮĐĂŶƚŽďƐƚĂĐůĞĨŽƌ
ŶĞǁ͕ĐĂƚĂůLJƟĐĚĞǀĞůŽƉŵĞŶƚ͘
ƐĂŝƚLJͲĐŽŶƚƌŽůůĞĚƉƌŽƉĞƌƚLJ͕ĂŶƵŵďĞƌŽĨ
ĚĞǀĞůŽƉŵĞŶƚ ŽƉƉŽƌƚƵŶŝƟĞƐ ĐŽƵůĚ ďĞ ĞdžƉůŽƌĞĚ ƚŽ
ĞdžƉĞĚŝƚĞ ƚŚĞ ƉƌŽĐĞƐƐ ŽĨ ďƌŝŶŐŝŶŐ ŝŶ ŵƵĐŚͲŶĞĞĚĞĚ
ƌĞƚĂŝůĂŶĚΗĚĞƐƟŶĂƟŽŶΗƵƐĞƐƚŚĂƚĂƩƌĂĐƚǀŝƐŝƚŽƌƐĨƌŽŵ
ŶĞĂƌďLJƚŽƵƌŝƐƚƐŝƚĞƐ͘hŶĚĞƌƚŚĞŵŽƐƚƌĞĐĞŶƚŝƐƉŽƐŝƟŽŶ
ĂŶĚ ĞǀĞůŽƉŵĞŶƚ ŐƌĞĞŵĞŶƚ͕ ƚŚĞ ĚĞǀĞůŽƉĞƌ ƉůĂŶƐ
ƚŽĐŽŶƐƚƌƵĐƚĂŶĂƉƉƌŽdžŝŵĂƚĞůLJϮϱϬ͕ϬϬϬƐƋƵĂƌĞĨŽŽƚ
ƌĞƚĂŝůĐĞŶƚĞƌ͘ƉŽƌƟŽŶ ŽĨ ƚŚĞ ƐŝƚĞ ĐŽƵůĚ ĂůƐŽ ďĞ
ĐŽŶƐŝĚĞƌĞĚ ĨŽƌ ŵŝdžĞĚͲƵƐĞ ĚĞǀĞůŽƉŵĞŶƚ͕ ĂĐƟǀĂƟŶŐ
ƚŚĞ>ŝŶĐŽůŶǀĞŶƵĞƐƚƌĞĞƚĨƌŽŶƚĂŐĞǁŝƚŚƌĞƐŝĚĞŶƟĂů
ƵƐĞƐ͘^ĞĞŚĂƉƚĞƌϰ͕dŚĞWůĂŶ͕ĨŽƌŵŽƌĞŝŶĨŽƌŵĂƟŽŶ
ƌĞŐĂƌĚŝŶŐ ƚŚĞ ^W ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂƐ ĂŶĚ ĂƌĞĂƐ
ůŝŬĞůLJƚŽĐŚĂŶŐĞ͘
^ŝůǀĞƌDŽŽŶĂŶĚĚũŽŝŶŝŶŐWĂƌĐĞůƐ
>ŽĐĂƚĞĚĂƚƚŚĞƐŽƵƚŚĞĂƐƚĐŽƌŶĞƌŽĨĞĂĐŚŽƵůĞǀĂƌĚ
ĂŶĚ >ŝŶĐŽůŶ ǀĞŶƵĞ͕ ƚŚƌĞĞ ƉĂƌĐĞůƐ ĞdžƚĞŶĚŝŶŐ ĨƌŽŵ
ƚŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌƚŽƚŚĞŝŶƚĞƌƐĞĐƟŽŶ
ĂƌĞĂŶŽƚŚĞƌŽƉƉŽƌƚƵŶŝƚLJƚŽƐƉƵƌŶĞǁĚĞǀĞůŽƉŵĞŶƚŝŶ
ƚŚĞĂƌĞĂ͘KǁŶĞĚďLJƚŚĞŶĂŚĞŝŵŚŽƵƐŝŶŐĂƵƚŚŽƌŝƚLJ͕
ƚŚĞ ǀĂĐĂŶƚ ƉĂƌĐĞů ĂĚũĂĐĞŶƚ ƚŽ ƚŚĞ zŽƵƚŚ ĞŶƚĞƌ ŝƐ
ĂŶŽƉƉŽƌƚƵŶŝƚLJĨŽƌŶĞǁŵŝdžĞĚͲƵƐĞŽƌƌĞƐŝĚĞŶƟĂů
ĚĞǀĞůŽƉŵĞŶƚ͘
sĂĐĂŶƚŝƚLJͲŽǁŶĞĚƉĂƌĐĞůƐƐƵĐŚĂƐƚŚĞtĞƐƚŐĂƚĞĂŶĚĨŽƌŵĞƌ^ŝůǀĞƌDŽŽŶ
ƐŝƚĞƐĂƌĞŽƉƉŽƌƚƵŶŝƟĞƐƚŽƐƉƵƌŶĞĂƌͲƚĞƌŵĐŚĂŶŐĞĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͘
DEVELOPMENT CONSIDERATIONS
ZĞƚĂŝůĞƌƐƚLJƉŝĐĂůůLJĨŽĐƵƐŽŶƉŽƉƵůĂƟŽŶĚĞŶƐŝƚLJ͕
ŝŶĐŽŵĞ ůĞǀĞůƐ͕ ĂŶĚ ĞĚƵĐĂƟŽŶ ůĞǀĞůƐ ǁŚĞŶ
ĐŚŽŽƐŝŶŐǁŚĞƌĞƚŽůŽĐĂƚĞ͘
ƐŝĚĞĨƌŽŵĚĞŵĂŶĚ͕ŶĞǁĚĞǀĞůŽƉŵĞŶƚƌĞƋƵŝƌĞƐ
local rents and prices to cover development and
ŽƉĞƌĂƟŶŐĐŽƐƚƐ͘
WĞƌĐĞƉƟŽŶƐĂďŽƵƚƚŚĞĨƵƚƵƌĞƐƚƌĞŶŐƚŚŽĨƚŚĞ
ŵĂƌŬĞƚ ǁŝůů ĂůƐŽ ĨĂĐƚŽƌ ŝŶƚŽ ĚĞǀĞůŽƉŵĞŶƚ
decisions.ĞĂĐŚŽƵůĞǀĂƌĚ&ŽƌŵĞƌ
^ŝůǀĞƌDŽŽŶ
^ŝƚĞ
>ŝŶĐŽůŶǀĞŶƵĞ
tĞƐƚŐĂƚĞ^ŝƚĞ
HEARING DRAFT OCTOBER 2018 |CONTEXT | 45
3
3.4 EXISTING SUSTAINABILITY
EFFORTS
dŚŝƐ ƐĞĐƟŽŶ ƉƌŽǀŝĚĞƐ ĂŶ ŽǀĞƌǀŝĞǁ ŽĨ ƚŚĞ ĞdžŝƐƟŶŐ
ĂŶĚ ŽŶŐŽŝŶŐ ĞīŽƌƚƐ ƚŽ ƉƌŽŵŽƚĞ ƐƵƐƚĂŝŶĂďůĞ ůŝǀŝŶŐ
ĂŶĚ ĚĞǀĞůŽƉŵĞŶƚ ŝŶ ďŽƚŚ ƚŚĞ ^W ĂƌĞĂ ĂŶĚ ƚŚĞ
ŝƚLJŽĨŶĂŚĞŝŵ͘/ƚĂůƐŽŚŝŐŚůŝŐŚƚƐƐƚĂƚĞĂŶĚƌĞŐŝŽŶĂů
ƐƵƐƚĂŝŶĂďůĞ ƉůĂŶŶŝŶŐ ƉƌŝŽƌŝƟĞƐ ĂŶĚ ŐŽĂůƐ ƚŚĂƚ ƚŚĞ
^WŝƐŝŶƚĞŶĚĞĚƚŽĂĚĚƌĞƐƐ͘
3.4.1 Existing Sustainability Programs
Ŷ džŝƐƟŶŐ ŽŶĚŝƟŽŶƐ ZĞƉŽƌƚ ŽŶ ^ƵƐƚĂŝŶĂďŝůŝƚLJ
;ƉƉĞŶĚŝdžͿ ǁĂƐƉƌĞƉĂƌĞĚƚŽŝŶĨŽƌŵƚŚĞ^WŽĨƚŚĞ
ŽƉƉŽƌƚƵŶŝƟĞƐƚŽƉƌŽŵŽƚĞƐƵƐƚĂŝŶĂďůĞĚĞǀĞůŽƉŵĞŶƚ
ĂŶĚ ƉƌĂĐƟĐĞƐ ǁŝƚŚŝŶ ƚŚĞ ƐƚƵĚLJ ĂƌĞĂ͘ dŚĞ ŝƚLJ ŽĨ
ŶĂŚĞŝŵ ŚĂƐ ďĞĞŶ ĂŶĚ ĐŽŶƟŶƵĞƐ ƚŽ ďĞ Ă ůĞĂĚĞƌ
ŝŶ ƐƵƐƚĂŝŶĂďŝůŝƚLJ ĂŶĚ ƌĞƐŽƵƌĐĞ ĞĸĐŝĞŶĐLJ͘ ĞůŽǁ ŝƐ
Ă ƐƵŵŵĂƌLJ ŽĨ ƚŚĞ ĞdžŝƐƟŶŐ ƉƌŽŐƌĂŵƐ ŽīĞƌĞĚ ďLJ
ŶĂŚĞŝŵWƵďůŝĐhƟůŝƟĞƐ͘
/Ŷϭϵϳϵ͕ƚŚĞŝƚLJƚŽŽŬŽŶƚŚĞƌĞƐƉŽŶƐŝďŝůŝƚLJŽĨƉƌŽǀŝĚŝŶŐ
ǁĂƚĞƌƚŽŝƚƐƌĞƐŝĚĞŶƚƐ͕ĂŶĚŝŶϭϵϴϰ͕ŶĂŚĞŝŵďƵŝůƚƚŚĞ
ĮƌƐƚŵƵŶŝĐŝƉĂůĞůĞĐƚƌŝĐĂůƵƟůŝƚLJŝŶ^ŽƵƚŚĞƌŶĂůŝĨŽƌŶŝĂ͘
dŽĚĂLJ͕ǁĂƚĞƌĂŶĚĞůĞĐƚƌŝĐŝƚLJĐŽŶƟŶƵĞƚŽďĞƉƌŽǀŝĚĞĚ
ďLJ ŶĂŚĞŝŵ WƵďůŝĐ hƟůŝƟĞƐ ;WhͿ͕ Ă ĚĞƉĂƌƚŵĞŶƚ
ǁŝƚŚŝŶƚŚĞŝƚLJŽĨŶĂŚĞŝŵ͘WhƌĞĐĞŶƚůLJƵƉĚĂƚĞĚŝƚƐ
ŝŶĐĞŶƟǀĞƐĂŶĚƌĞďĂƚĞƐĂŶĚŽƉĞƌĂƚĞƐĂƵƐĞƌͲĨƌŝĞŶĚůLJ
ǁĞďƐŝƚĞƚŚĂƚĐŽŶŶĞĐƚƐƌĞƐŝĚĞŶƚƐĂŶĚďƵƐŝŶĞƐƐĞƐǁŝƚŚ
ĂǀĂŝůĂďůĞŽīĞƌƐ͘
ŶĂŚĞŝŵ WƵďůŝĐ hƟůŝƟĞƐ /ŶĐĞŶƟǀĞ WƌŽŐƌĂŵƐ͘Wh
ĐƵƌƌĞŶƚůLJŽīĞƌƐŵŽƌĞƚŚĂŶϰϱƌĞďĂƚĞƐĂŶĚŝŶĐĞŶƟǀĞ
ƉƌŽŐƌĂŵƐ ƚŽ ŚĞůƉ ŶĂŚĞŝŵ ďƵƐŝŶĞƐƐĞƐ͕ ƌĞƐŝĚĞŶƚƐ͕
ĂŶĚŝŶĐŽŵĞͲƋƵĂůŝĮĞĚĐƵƐƚŽŵĞƌƐƐĂǀĞǁĂƚĞƌ͕ĞŶĞƌŐLJ͕
ĂŶĚŵŽŶĞLJ͘^ĞĞƉƉĞŶĚŝdž͕ŶĂŚĞŝŵWƵďůŝĐhƟůŝƚLJ
/ŶĐĞŶƟǀĞƐĂŶĚZĞďĂƚĞƐ͕ĨŽƌĨƵƌƚŚĞƌĚĞƚĂŝůƐ͘
tĂƚĞƌŽŶƐĞƌǀĂƟŽŶ͘KŶDĂLJϭϵ͕ϮϬϭϱ͕ƚŚĞŶĂŚĞŝŵ
ŝƚLJ ŽƵŶĐŝů ĂƉƉƌŽǀĞĚ ĂŶ ŽƌĚŝŶĂŶĐĞ ƚŽ ƌĞƐƚƌŝĐƚ
ůĂŶĚƐĐĂƉĞǁĂƚĞƌŝŶŐƚŽƚǁŽĚĂLJƐƉĞƌǁĞĞŬŝŶĂŶĞīŽƌƚ
ƚŽƌĞĚƵĐĞĚĂŝůLJǁĂƚĞƌƵƐĞĚƵƌŝŶŐƚŚĞĞdžŝƐƟŶŐĚƌŽƵŐŚƚ͘
dŚĞŽƌĚŝŶĂŶĐĞǁŝůůŚĞůƉŶĂŚĞŝŵĂĐŚŝĞǀĞŝƚƐƌĞƋƵŝƌĞĚ
ǁĂƚĞƌƌĞĚƵĐƟŽŶƚĂƌŐĞƚŽĨϮϬƉĞƌĐĞŶƚƐĞƚďLJƚŚĞ^ƚĂƚĞ
tĂƚĞƌZĞƐŽƵƌĐĞƐŽŶƚƌŽůŽĂƌĚ͘
ŶĂŚĞŝŵ͛Ɛ 'ƌĞĞŶŚŽƵƐĞ 'ĂƐ ZĞĚƵĐƟŽŶ WůĂŶ͗
^ƵƐƚĂŝŶĂďůĞ ůĞĐƚƌŝĐŝƚLJ ĂŶĚ tĂƚĞƌ /ŶŝƟĂƟǀĞƐ͘Wh
ĚĞǀĞůŽƉĞĚƚŚĞŝƚLJ͛Ɛ'ƌĞĞŶŚŽƵƐĞ'ĂƐ;','ͿZĞĚƵĐƟŽŶ
WůĂŶ͕ǁŚŝĐŚǁĂƐĂƉƉƌŽǀĞĚďLJƚŚĞŝƚLJŽƵŶĐŝůŽŶ:ƵůLJ
Ϯϭ͕ϮϬϭϱ͘dŚĞƉůĂŶŝĚĞŶƟĮĞƐƌĞĚƵĐƟŽŶŐŽĂůƐŽĨ','
ĞŵŝƐƐŝŽŶƐ ĨŽƌ ϮϬϮϬ ĂŶĚ ϮϬϯϬ ĂŶĚ ƉƌŽǀŝĚĞƐ Ă ƌŽĂĚ
^h^d/E> KDDhE/d/ ^
dŚĞ^WǁĂƐƉĂƌƟĂůůLJĨƵŶĚĞĚƚŚƌŽƵŐŚĂ
ĂůŝĨŽƌŶŝĂ^ƚƌĂƚĞŐŝĐ'ƌŽǁƚŚŽƵŶĐŝů^ƵƐƚĂŝŶĂďůĞ
ŽŵŵƵŶŝƟĞƐ WůĂŶŶŝŶŐ 'ƌĂŶƚ ĂŶĚ /ŶĐĞŶƟǀĞƐ
Program.
^dd W>EE/E'WZ/KZ/d/ ^&KZ
^h^d/E/>/dz
dŚĞ^ƉĞĐŝĮĐWůĂŶŝƐŝŶƚĞŶĚĞĚƚŽĂĐĐŽŵƉůŝƐŚƚŚĞ
^ƚĂƚĞ͛ƐWůĂŶŶŝŶŐWƌŝŽƌŝƟĞƐ͕ĂƐĨƵƌƚŚĞƌĚĞƐĐƌŝďĞĚ
ŝŶ^ĞĐƟŽŶϲϱϬϰϭ͘ϭŽĨƚŚĞ'ŽǀĞƌŶŵĞŶƚŽĚĞ͕ƚŽ͗
X WƌŽŵŽƚĞŝŶĮůůĚĞǀĞůŽƉŵĞŶƚĂŶĚĞƋƵŝƚLJ
ďLJƌĞŚĂďŝůŝƚĂƟŶŐ͕ŵĂŝŶƚĂŝŶŝŶŐ͕ĂŶĚ
ŝŵƉƌŽǀŝŶŐĞdžŝƐƟŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͖
X WƌŽƚĞĐƚ͕ƉƌĞƐĞƌǀĞĂŶĚĞŶŚĂŶĐĞ
ĞŶǀŝƌŽŶŵĞŶƚĂůĂŶĚĂŐƌŝĐƵůƚƵƌĂůůĂŶĚƐ
ĂŶĚŶĂƚƵƌĂůĂŶĚƌĞĐƌĞĂƟŽŶĂůƌĞƐŽƵƌĐĞƐ͖
ĂŶĚ͕
X ŶĐŽƵƌĂŐĞůŽĐĂƟŽŶĂŶĚƌĞƐŽƵƌĐĞ
ĞĸĐŝĞŶƚĚĞǀĞůŽƉŵĞŶƚ͘
^dd EZ '/KE>'K>^&KZ
^h^d/E/>/dz
dŚĞ^WŝƐŵĞĂŶƚƚŽĨƵƌƚŚĞƌƚŚĞĨŽůůŽǁŝŶŐƐƚĂƚĞ
ĂŶĚƌĞŐŝŽŶĂůŐŽĂůƐĨŽƌƉƌŽŵŽƟŶŐƐƵƐƚĂŝŶĂďŝůŝƚLJ͗
X ZĞĚƵĐĞŐƌĞĞŶŚŽƵƐĞŐĂƐĞŵŝƐƐŝŽŶƐƚŽ
ĨƵƌƚŚĞƌƚŚĞŐŽĂůƐŽĨƐƐĞŵďůLJŝůů;Ϳ
ϯϮ͖ĂŶĚ
X /ŵƉůĞŵĞŶƚƚŚĞ^ŽƵƚŚĞƌŶĂůŝĨŽƌŶŝĂ
ƐƐŽĐŝĂƟŽŶŽĨ'ŽǀĞƌŶŵĞŶƚƐ͛ZĞŐŝŽŶĂů
dƌĂŶƐƉŽƌƚĂƟŽŶWůĂŶĂŶĚ^ƵƐƚĂŝŶĂďůĞ
ŽŵŵƵŶŝƟĞƐ^ƚƌĂƚĞŐLJ;^'ZdWͬ^^Ϳ
SUSTAINABLE PLANNING
STATE/REGIONAL
PRIORITIES AND GOALS
46 | CONTEXT | HEARING DRAFT OCTOBER 2018
CATEGORY hZZ Ed^ddh^ΈϮϬϭϱΉ ϮϬϮϬdZ' d^ ϮϬϯϬdZ' d^
Anaheim’s Power
Supply EŽŶĞǁĐŽĂůŝŶǀĞƐƚŵĞŶƚƐ
ϮϬй;ϰϴϬ͕ϬϬϬDdKϤĞͿ','
ĞŵŝƐƐŝŽŶƐƌĞĚƵĐƟŽŶĨƌŽŵϭϵϵϬ
ďĂƐĞůŝŶĞůĞǀĞůƐĂŶŶƵĂůůLJ͘
ϰϬй;ϵϮϬ͕ϬϬϬDdKϤĞͿ','
ĞŵŝƐƐŝŽŶƐƌĞĚƵĐƟŽŶĨƌŽŵϭϵϵϬ
ďĂƐĞůŝŶĞůĞǀĞůƐĂŶŶƵĂůůLJ͘
Department
ZĞŶĞǁĂďůĞƐWŽƌƞŽůŝŽ
Targets
ĐŚŝĞǀĞĚϮϬйƌĞŶĞǁĂďůĞƐ
ŵŝůĞƐƚŽŶĞ ϯϯйƌĞŶĞǁĂďůĞƐ ϰϬʹϱϬйƌĞŶĞǁĂďůĞƐ
tĂƚĞƌŽŶƐĞƌǀĂƟŽŶ
tĂƚĞƌĐŽŶƐĞƌǀĂƟŽŶŵĞĂƐƵƌĞƐ
ŚĂǀĞĐŽŶƚƌŝďƵƚĞĚƚŽĂϭϳй
ƌĞĚƵĐƟŽŶ
ĞĐƌĞĂƐĞƉĞƌĐĂƉŝƚĂǁĂƚĞƌƵƐĞ
ďLJϮϬй
ĞĐƌĞĂƐĞƉĞƌĐĂƉŝƚĂǁĂƚĞƌƵƐĞ
ďLJϮϱй
Other Water Quality
ĂŶĚŽŶƐĞƌǀĂƟŽŶ
Targets
ŽŶĚƵĐƚƐƚƵĚĞŶƚĞĚƵĐĂƟŽŶ
ŽƵƚƌĞĂĐŚŽŶǁĂƚĞƌĐŽŶƐĞƌǀĂƟŽŶ
ƚŽϭϯ͕ϬϬϬƐƚƵĚĞŶƚƐƉĞƌLJĞĂƌ
ƵŵƵůĂƟǀĞǁĂƚĞƌƐĂǀŝŶŐƐŽĨϯϬ
ŵŝůůŝŽŶŐĂůůŽŶƐ
WƌĞǀĞŶƚǁĂƚĞƌƋƵĂůŝƚLJ
ĚĞŐƌĂĚĂƟŽŶďLJĞīĞĐƟǀĞůLJ
ŵŽŶŝƚŽƌŝŶŐĂŶĚŵŝƟŐĂƟŶŐ
ƉŽƚĞŶƟĂůĐŽŶƚĂŵŝŶĂƟŽŶŝŶ
ĚƌŝŶŬŝŶŐǁĂƚĞƌƐŽƵƌĐĞƐ
/ŵƉůĞŵĞŶƚĞĚtĂƚĞƌZĞĐLJĐůŝŶŐ
ĞŵŽŶƐƚƌĂƟŽŶ&ĂĐŝůŝƚLJ
ŽŶĚƵĐƚƐƚƵĚĞŶƚĞĚƵĐĂƟŽŶ
ŽƵƚƌĞĂĐŚŽŶǁĂƚĞƌĐŽŶƐĞƌǀĂƟŽŶ
ƚŽϭϱ͕ϬϬϬƐƚƵĚĞŶƚƐƉĞƌLJĞĂƌ͘
ƵŵƵůĂƟǀĞǁĂƚĞƌƐĂǀŝŶŐƐŽĨϱϲ
ŵŝůůŝŽŶŐĂůůŽŶƐ
^ĞĞŬĂĚĚŝƟŽŶĂůŽƉƉŽƌƚƵŶŝƟĞƐ
ƚŽĞdžƚĞŶĚƌĞĐLJĐůĞĚǁĂƚĞƌŝŶ
ŶĂŚĞŝŵ͖ĂƉƉůLJĨŽƌŐƌĂŶƚĨƵŶĚƐ
ǁŚĞƌĞƉŽƐƐŝďůĞƚŽƌĞĚƵĐĞĐŽƐƚƐ
ŽŶĚƵĐƚƐƚƵĚĞŶƚĞĚƵĐĂƟŽŶ
ŽƵƚƌĞĂĐŚŽŶǁĂƚĞƌĐŽŶƐĞƌǀĂƟŽŶ
ƚŽϮϬ͕ϬϬϬƐƚƵĚĞŶƚƐƉĞƌLJĞĂƌ͘
ƵŵƵůĂƟǀĞǁĂƚĞƌƐĂǀŝŶŐƐŽĨϭϮϬ
ŵŝůůŝŽŶŐĂůůŽŶƐ
^ĞĞŬĂĚĚŝƟŽŶĂůŽƉƉŽƌƚƵŶŝƟĞƐ
ƚŽĞdžƚĞŶĚƌĞĐLJĐůĞĚǁĂƚĞƌŝŶ
ŶĂŚĞŝŵ͖ĂƉƉůLJĨŽƌŐƌĂŶƚĨƵŶĚƐ
ǁŚĞƌĞƉŽƐƐŝďůĞƚŽƌĞĚƵĐĞĐŽƐƚƐ
ŶĞƌŐLJ ĸĐŝĞŶĐLJ ϭϬйĞŶĞƌŐLJĞĸĐŝĞŶĐLJŽĨƌĞƚĂŝů
ĐŽŶƐƵŵƉƟŽŶ
ϭϱйĞŶĞƌŐLJĞĸĐŝĞŶĐLJŽĨƌĞƚĂŝů
ĐŽŶƐƵŵƉƟŽŶ
ϯϬйĞŶĞƌŐLJĞĸĐŝĞŶĐLJŽĨƌĞƚĂŝů
ĐŽŶƐƵŵƉƟŽŶ
School Energy
ĸĐŝĞŶĐLJ
ŽŶĚƵĐƚĞĚϯϬƐĐŚŽŽůĞŶĞƌŐLJ
ĂƵĚŝƚƐĂŶĚƉƌŽǀŝĚĞĚƌĞďĂƚĞ
ŽƉƉŽƌƚƵŶŝƟĞƐ
ŽŶĚƵĐƚϱϬƐĐŚŽŽůĞŶĞƌŐLJĂƵĚŝƚƐ
ĂŶĚƉƌŽǀŝĚĞƌĞďĂƚĞŽƉƉŽƌƚƵŶŝƟĞƐ
ŽŶĚƵĐƚϴϬƐĐŚŽŽůĞŶĞƌŐLJĂƵĚŝƚƐ
ĂŶĚƉƌŽǀŝĚĞƌĞďĂƚĞŽƉƉŽƌƚƵŶŝƟĞƐ
Photovoltaic Systems,
Homes and Businesses
ϭϲ͕ϬϬϬ<tŽĨWsƐLJƐƚĞŵƐ
ŝŶƐƚĂůůĞĚ
Ϯϳ͕ϬϬϬ<tŽĨWsƐLJƐƚĞŵƐ
ŝŶƐƚĂůůĞĚ
ϯϳ͕ϬϬϬ<tŽĨWsƐLJƐƚĞŵƐ
ŝŶƐƚĂůůĞĚ
Photovoltaic Systems,
Schools ϵƐLJƐƚĞŵƐŝŶƐƚĂůůĞĚ ϭϰƐLJƐƚĞŵƐŝŶƐƚĂůůĞĚ ϮϰƐLJƐƚĞŵƐŝŶƐƚĂůůĞĚ
ůĞĐƚƌŝĐdƌĂŶƐƉŽƌƚĂƟŽŶ ϵϬϬůŽǁŽƌnjĞƌŽĞŵŝƐƐŝŽŶƐ
ǀĞŚŝĐůĞƐ
Ϯ͕ϬϬϬůŽǁŽƌnjĞƌŽĞŵŝƐƐŝŽŶ
ǀĞŚŝĐůĞƐ
ϱ͕ϬϬϬůŽǁŽƌnjĞƌŽĞŵŝƐƐŝŽŶ
ǀĞŚŝĐůĞƐ
hƟůŝƚLJ&ůĞĞƚsĞŚŝĐůĞƐ ϮйůŽǁŽƌnjĞƌŽĞŵŝƐƐŝŽŶǀĞŚŝĐůĞƐ ϭϬйůŽǁŽƌnjĞƌŽĞŵŝƐƐŝŽŶǀĞŚŝĐůĞƐ ϮϬйůŽǁŽƌnjĞƌŽĞŵŝƐƐŝŽŶǀĞŚŝĐůĞƐ
d> ϯͳϯ'Z E,Kh^ '^Z hd/KE͗hZZ Ed^ddh^EdZ' d^͕ϮϬϭϱͳϮϬϯϬ
^ŽƵƌĐĞ͗'ƌĞĞŶŚŽƵƐĞ'ĂƐZĞĚƵĐƟŽŶWůĂŶ͗^ƵƐƚĂŝŶĂďůĞ ůĞĐƚƌŝĐΘtĂƚĞƌ/ŶŝƟĂƟǀĞƐ͕:ƵůLJϮϬϭϱ͕ŶĂŚĞŝŵWƵďůŝĐhƟůŝƟĞƐ͘
Notes: MTCO2e = metric tons of carbon dioxide equivalence; PV = photovoltaic
HEARING DRAFT OCTOBER 2018 |CONTEXT | 47
3
ŵĂƉĨŽƌĨƵƌƚŚĞƌƌĞĚƵĐƟŽŶŽĨ','ĞŵŝƐƐŝŽŶƐĂŶĚĨŽƌ
ĨŽƐƚĞƌŝŶŐ ŽƚŚĞƌ ƐƵƐƚĂŝŶĂďůĞ ŝŶŝƟĂƟǀĞƐ͘ dŚĞ ƉůĂŶ ŝƐ
ŝŶƚĞŶĚĞĚƚŽďĞƵƉĚĂƚĞĚƉĞƌŝŽĚŝĐĂůůLJƚŽƌĞŇĞĐƚĐŚĂŶŐĞƐ
ŝŶůĞŐŝƐůĂƟŽŶ͕ĞŵŝƐƐŝŽŶƐƚĂƌŐĞƚƐ͕ĂŶĚƉĞƌĨŽƌŵĂŶĐĞĂƐ
WhƐĞĞŬƐǁĂLJƐƚŽĨƵƌƚŚĞƌƌĞĚƵĐĞ','ĞŵŝƐƐŝŽŶƐ͘
dŚĞ ƉůĂŶ ŝŶĐůƵĚĞƐ ĂŶ ŝŶǀĞŶƚŽƌLJ ŽĨ ŶĂŚĞŝŵ͛Ɛ ','
ƐŽƵƌĐĞƐ͗
• ůĞĐƚƌŝĐŝƚLJ͕ϯϮƉĞƌĐĞŶƚ
• dƌĂŶƐƉŽƌƚĂƟŽŶ͕ϮϴƉĞƌĐĞŶƚ
• /ŶĚƵƐƚƌLJ͕ϮϬƉĞƌĐĞŶƚ
• ŽŵŵĞƌĐŝĂůĂŶĚZĞƐŝĚĞŶƟĂů͕ϭϬƉĞƌĐĞŶƚ
• ŐƌŝĐƵůƚƵƌĞ͕ϭϬƉĞƌĐĞŶƚ
','ƌĞĚƵĐƟŽŶƚĂƌŐĞƚƐĨŽƌϮϬϮϬĂŶĚϮϬϯϬĨŽĐƵƐŽŶ
ƚŚĞĨŽůůŽǁŝŶŐĂƌĞĂƐ͗
• ŶĂŚĞŝŵ͛ƐƉŽǁĞƌĂŶĚǁĂƚĞƌƐƵƉƉůLJ
• ĞƉĂƌƚŵĞŶƚƌĞŶĞǁĂďůĞƉŽƌƞŽůŝŽƚĂƌŐĞƚƐ
• tĂƚĞƌĐŽŶƐĞƌǀĂƟŽŶ
• ƵŝůĚŝŶŐĞŶĞƌŐLJĞĸĐŝĞŶĐLJ
• ^ŽůĂƌĞŶĞƌŐLJĨŽƌƐĐŚŽŽůƐ͕ŚŽŵĞƐ͕ĂŶĚ
ďƵƐŝŶĞƐƐĞƐ
• dƌĂŶƐƉŽƌƚĂƟŽŶ
ĐĐŽƌĚŝŶŐƚŽƚŚĞ','ZĞĚƵĐƟŽŶWůĂŶ͕ƚŚĞŐƌĞĂƚĞƐƚ
','ƌĞĚƵĐƟŽŶƐǁŝůůĐŽŵĞĨƌŽŵƌĞĚƵĐŝŶŐƚŚĞĐĂƌďŽŶ
ŝŶƚĞŶƐŝƚLJŽĨƚŚĞŝƚLJ͛ƐƉŽǁĞƌƐƵƉƉůLJ͘ƐƵŵŵĂƌLJŽĨ
ƌĞůĞǀĂŶƚƌĞĚƵĐƟŽŶƚĂƌŐĞƚƐĂŶĚƚŚĞŝƌϮϬϭϱƐƚĂƚƵƐĂƌĞ
ƉƌŽǀŝĚĞĚŝŶdĂďůĞϯͲϯ͕'ƌĞĞŶ,ŽƵƐĞ'ĂƐZĞĚƵĐƟŽŶ͗
ƵƌƌĞŶƚ^ƚĂƚƵƐĂŶĚdĂƌŐĞƚƐ͕ϮϬϭϱͲϮϬϯϬ͘
Electric Vehicle Charging. dŚĞ ŝƚLJ ŚĂƐ ƵƉĚĂƚĞĚ
ŝƚƐ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ĂŶĚ ƐƚƌĞĂŵůŝŶĞĚ ƉƌŽĐĞƐƐĞƐ ƚŽ
ŝŶĐĞŶƟǀŝnjĞƚŚĞƵƐĞŽĨĞůĞĐƚƌŝĐǀĞŚŝĐůĞƐ; sƐͿ͘/Ŷ
ϮϬϭϲ͕ƚŚĞŝƚLJĂĚŽƉƚĞĚĂŶŽƌĚŝŶĂŶĐĞƚŽĞƐƚĂďůŝƐŚĂ
ƉƌŽĐĞƐƐ ƚŽ ĂůůŽǁ ĞůĞĐƚƌŝĐ ǀĞŚŝĐůĞ ĐŚĂƌŐŝŶŐ ƐƚĂƟŽŶƐ
ŝŶĐŽŵƉůŝĂŶĐĞǁŝƚŚ^ƚĂƚĞůĂǁ͘dŚĞŝƚLJŽĨŶĂŚĞŝŵ͛Ɛ
ǁĞďƐŝƚĞƉƌŽǀŝĚĞƐĞdžƚĞŶƐŝǀĞŝŶĨŽƌŵĂƟŽŶŽŶ sƐĂŶĚ
ŽīĞƌƐ ŝŶĐĞŶƟǀĞƐ ĨŽƌ ŝŶƐƚĂůůĂƟŽŶ ŽĨ s ĐŚĂƌŐĞƌƐ͘
ZĞďĂƚĞŽīĞƌƐǀĂƌLJLJĞĂƌďLJLJĞĂƌĂŶĚƚLJƉŝĐĂůůLJŽīĞƌ
ƐĂǀŝŶŐƐĂƌŽƵŶĚΨϱϬϬƚŽĐƵƐƚŽŵĞƌƐǁŚŽŝŶƐƚĂůůĂůĞǀĞů
ƚǁŽ ;ϮϰϬͲǀŽůƚͿ ƉůƵŐͲŝŶ s ĐŚĂƌŐĞƌ ĨŽƌ ƉƌŝǀĂƚĞ ƵƐĞ
ĂŶĚΨϱ͕ϬϬϬ;ĨŽƌŐĞŶĞƌĂůͿƚŽΨϭϬ͕ϬϬϬ;ĨŽƌƐĐŚŽŽůƐĂŶĚ
ĂīŽƌĚĂďůĞŚŽƵƐŝŶŐͿĨŽƌƉƵďůŝĐĂĐĐĞƐƐ sĐŚĂƌŐĞƌƐ͘dŚĞ
ƉƵďůŝĐĂĐĐĞƐƐ sĐŚĂƌŐĞƌƌĞďĂƚĞƐĂƐƐŝƐƚĚĞǀĞůŽƉŵĞŶƚƐ
ŝŶ ĐŽŵƉůĞƟŶŐ ƚŚĞŝƌ ĂůŝĨŽƌŶŝĂ 'ƌĞĞŶ ƵŝůĚŝŶŐ ŽĚĞ
ƌĞƋƵŝƌĞŵĞŶƚƐ ĨŽƌ s ƌĞĂĚŝŶĞƐƐ ƉĂƌŬŝŶŐ ƐƉĂĐĞƐ͘
ůŝŐŝďůĞĞdžƉĞŶƐĞƐŝŶĐůƵĚĞƚŚĞĐŚĂƌŐĞƌƉƵƌĐŚĂƐĞƉƌŝĐĞ
ĂŶĚŝŶƐƚĂůůĂƟŽŶƐĐŽƐƚƐ͘dŚĞŝƚLJŵĂLJĂůƐŽǁĂŝǀĞƚŚĞ
ƉĞƌŵŝƚĂƉƉůŝĐĂƟŽŶĨĞĞƐ͘
'ƌĞĞŶ ƵŝůĚŝŶŐ WƌŽŐƌĂŵͬ/ŶĐĞŶƟǀĞƐ͘ /ŶĐĞŶƟǀĞƐ
ŝŶĐůƵĚĞΨϭ͕ϬϬϬƚŽΨ1Ϭ͕ϬϬϬƵƉŽŶĐĞƌƟĮĐĂƟŽŶďLJƚŚĞ
h^ 'ƌĞĞŶ ƵŝůĚŝŶŐ ŽƵŶĐŝů ;ŝ͘Ğ͕͘ > Ϳ͕ ĂůŝĨŽƌŶŝĂ
'ƌĞĞŶƵŝůĚ͕ƵŝůĚ/ƚ'ƌĞĞŶ͕ŽƌŽƚŚĞƌƌĂƟŶŐƉƌŽŐƌĂŵƐ͖
ĚĞƐŝŐŶƌĞǀŝĞǁĂƐƐŝƐƚĂŶĐĞƚŚƌŽƵŐŚŶĞǁĐŽŶƐƚƌƵĐƟŽŶ
ƉƌŽŐƌĂŵ͖ĂŶĚƉŽƐƐŝďůĞƌĞŝŵďƵƌƐĞŵĞŶƚŽĨŝŶŝƟĂůŐƌĞĞŶ
ďƵŝůĚŝŶŐĂŶĚĞdžƉĞĚŝƚĞĚƉůĂŶĐŚĞĐŬĨĞĞƐ͘
DƵůƟͲĨĂŵŝůLJĂŶĚīŽƌĚĂďůĞ,ŽƵƐŝŶŐ'ƌĞĞŶƵŝůĚŝŶŐ
WƌŽŐƌĂŵ /ŶĐĞŶƟǀĞƐ͘ /ŶĐĞŶƟǀĞƐ ĂƌĞ ƉƌŽǀŝĚĞĚ ŽŶ Ă
ƉĞƌƵŶŝƚďĂƐŝƐƚŚƌŽƵŐŚĂƉŝĐŬͲůŝƐƚŽĨĞŶĞƌŐLJĞĸĐŝĞŶĐLJ
ŵĞĂƐƵƌĞƐ ƚŚĂƚ ŐŽ ĂďŽǀĞ ĂŶĚ ďĞLJŽŶĚ dŝƚůĞ Ϯϰ͘
/ŶĐĞŶƟǀĞƐŚĞůƉĐŽǀĞƌƚŚĞĐŽƐƚŽĨŝŵƉƌŽǀŝŶŐďĞLJŽŶĚ
dŝƚůĞϮϰĂŶĚǀĂƌLJLJĞĂƌďLJLJĞĂƌ͘
Green Power Program. WhŽīĞƌƐĂƉƌŽŐƌĂŵĐĂůůĞĚ
͞ƉƵƚLJŽƵƌƚǁŽĐĞŶƚƐŝŶ͟ƚŚƌŽƵŐŚƚŚĞ'ƌĞĞŶWŽǁĞƌ
WƌŽŐƌĂŵ͘ƵƐƚŽŵĞƌƐǁŚŽǁŝƐŚƚŽŽīƐĞƚƚŚĞŝƌĐĂƌďŽŶ
ĨŽŽƚƉƌŝŶƚƐĞůĞĐƚĂĐŽŶƚƌŝďƵƟŽŶůĞǀĞů;Ϯϱ͕ϱϬ͕ŽƌϭϬϬ
ƉĞƌĐĞŶƚŽĨĞůĞĐƚƌŝĐŝƚLJƵƐĞͿ͘ĂƐĞĚŽŶƚŚĞƉĞƌĐĞŶƚĂŐĞ
ĐŚŽƐĞŶ͕ ĂŶ ĂĚĚŝƟŽŶĂů ƚǁŽ ĐĞŶƚƐ ƉĞƌ ŬŝůŽǁĂƩͲŚŽƵƌ
;ŬtŚͿ ƵƐĞĚ ǁŝůů ďĞ ďŝůůĞĚ ƚŽ ƚŚĞ ĂĐĐŽƵŶƚ͘ &ƵŶĚƐ
ĐŽůůĞĐƚĞĚ ŐŽ ƚŽǁĂƌĚƐ ƉƵƌĐŚĂƐŝŶŐ ŐĞŽƚŚĞƌŵĂů͕
ŚLJĚƌŽĞůĞĐƚƌŝĐ͕ ƐŽůĂƌ͕ ǁŝŶĚ͕ ĂŶĚ ŽƚŚĞƌ ĨŽƌŵƐ ŽĨ
ƌĞŶĞǁĂďůĞĞŶĞƌŐLJŐĞŶĞƌĂƟŽŶ͘
&ĞĞĚŝŶdĂƌŝīWƌŽŐƌĂŵ͘dŚŝƐƉƌŽŐƌĂŵĂƐƐŝƐƚƐŶĂŚĞŝŵ
ƌĞƐŝĚĞŶƚƐ ĂŶĚ ƌĞŶĞǁĂďůĞ ƌĞƐŽƵƌĐĞ ĚĞǀĞůŽƉĞƌƐ ƚŽ
ůŽĐĂƚĞƌĞŶĞǁĂďůĞŐĞŶĞƌĂƟŽŶĨĂĐŝůŝƟĞƐŝŶŶĂŚĞŝŵ͛Ɛ
ƐĞƌǀŝĐĞ ƚĞƌƌŝƚŽƌLJ ĂŶĚ ƚŽ ƐĞůů ƚŚĞŝƌ ĞŶĞƌŐLJ ŽƵƚƉƵƚ
ƚŽ Wh͕ƚŚƵƐŚĞůƉŝŶŐŶĂŚĞŝŵŵĞĞƚŝƚƐƌĞŶĞǁĂďůĞ
ĞŶĞƌŐLJƉƵƌĐŚĂƐĞƚĂƌŐĞƚƐ͘dŚĞĂŵŽƵŶƚŽĨĞŶĞƌŐLJƚŽ
ďĞ ƉƵƌĐŚĂƐĞĚ ĨƌŽŵ ĐƵƐƚŽŵĞƌƐ ĂŶĚ ĚĞǀĞůŽƉĞƌƐ ŝƐ
ĐƵƌƌĞŶƚůLJĐĂƉƉĞĚĂƚĞŝŐŚƚŵĞŐĂǁĂƩƐ͘
'ƌĞĞŶŽŶŶĞĐƟŽŶZĞƐŽůƵƟŽŶĂŶĚhƉĚĂƚĞƐ͘/ŶϮϬϬϲ
ƚŚĞ ŝƚLJ ŽƵŶĐŝů ĂĚŽƉƚĞĚ Ă ƌĞƐŽůƵƟŽŶ ĞƐƚĂďůŝƐŚŝŶŐ
ĂƐĞƌŝĞƐŽĨŐŽĂůƐƚŚĂƚĂƌĞŐƌŽƵŶĚĞĚŝŶƚŚĞƉƌŝŶĐŝƉůĞƐ
ŽĨ ĞŶǀŝƌŽŶŵĞŶƚĂů ƐŽƵŶĚŶĞƐƐ ĂŶĚ ƐƵƐƚĂŝŶĂďůĞ
ĚĞǀĞůŽƉŵĞŶƚ͘dŚƌŽƵŐŚƚŚŝƐƉƌŽŐƌĂŵ͕ŝƚLJƌĞƐŝĚĞŶƚƐ
ĐĂŶƚƌĂĐŬŶĂŚĞŝŵ͛ƐƉƌŽŐƌĞƐƐĂŶĚƐĞĞƚŚĞŵŽƐƚƌĞĐĞŶƚ
ŐƌĞĞŶĚĞǀĞůŽƉŵĞŶƚƐ͘
ZĞŶĞǁĂďůĞ WŽƌƞŽůŝŽ ^ƚĂŶĚĂƌĚ͘/ŶƉƌŝůϮϬϭϭ͕ŶĞǁ
ƐƚĂƚĞ ůĞŐŝƐůĂƟŽŶ ƌĞƋƵŝƌĞĚ Ăůů ƵƟůŝƟĞƐ ƚŽ ŵĞĞƚ Ă ϯϯ
ƉĞƌĐĞŶƚ ZĞŶĞǁĂďůĞ WŽƌƞŽůŝŽ ^ƚĂŶĚĂƌĚ ;ZW^Ϳ ŐŽĂů
ďLJϮϬϮϬ͘dŚĞŶĞǁZW^ŐŽĂůƐǁĞƌĞĂŶĂǀĞƌĂŐĞŽĨϮϬ
ƉĞƌĐĞŶƚ ŽĨ ƌĞƚĂŝů ƐĂůĞƐ ĨƌŽŵ ƌĞŶĞǁĂďůĞ ƌĞƐŽƵƌĐĞƐ
48 | CONTEXT | HEARING DRAFT OCTOBER 2018
ĨŽƌƚŚĞƉĞƌŝŽĚϮϬϭϭʹϮϬϭϯ͕ϮϱƉĞƌĐĞŶƚďLJƚŚĞĞŶĚŽĨ
ϮϬϭϲ͕ĂŶĚϯϯƉĞƌĐĞŶƚďLJƚŚĞĞŶĚŽĨϮϬϮϬ͘ ĂĐŚLJĞĂƌ͕
ŶĂŚĞŝŵƉƌŽǀŝĚĞƐĂŶƵƉĚĂƚĞƚŽƚŚĞƉƌĞǀŝŽƵƐLJĞĂƌ͛Ɛ
ZW^ ƉŽůŝĐLJ͕ ǁŚŝĐŚ ŝŶĐůƵĚĞƐ ĂŶ ƵƉĚĂƚĞĚ ZĞƐŽƵƌĐĞƐ
WƌŽĐƵƌĞŵĞŶƚWůĂŶĂŶĚ ŶĨŽƌĐĞŵĞŶƚWƌŽŐƌĂŵ͘
Power Supply Mix.ŶĂŚĞŝŵƵƟůŝnjĞƐŵĂŶLJƐŽƵƌĐĞƐĨŽƌ
ƉŽǁĞƌ͕ŝŶĐůƵĚŝŶŐƌĞŶĞǁĂďůĞƐŽƵƌĐĞƐƐƵĐŚĂƐďŝŽŵĂƐƐ
ĂŶĚǁĂƐƚĞ͕ŐĞŽƚŚĞƌŵĂů͕ƐŵĂůůŚLJĚƌŽĞůĞĐƚƌŝĐ͕ƐŽůĂƌ͕
ĂŶĚǁŝŶĚ͘
Renewable Energy in Anaheim.ƐŽĨKĐƚŽďĞƌϭ͕
ϮϬϭϱ͕ŶĂŚĞŝŵ͛Ɛ^ŽůĂƌ/ŶĐĞŶƟǀĞƐWƌŽŐƌĂŵǁĂƐĨƵůůLJ
ƐƵďƐĐƌŝďĞĚ ĂŶĚ ŶŽ ůŽŶŐĞƌ ĂĐĐĞƉƟŶŐ ĂƉƉůŝĐĂƟŽŶƐ͘
ŶĂŚĞŝŵ ŚĂƐ ŵĞƚ ŝƚƐ ƐƚĂƚĞ ůĞŐŝƐůĂƟǀĞ ŐŽĂů ŝŶ ƐŽůĂƌ
ŝŶĐĞŶƟǀĞƐ ƐŝŶĐĞ ^ĞŶĂƚĞ ŝůů ϭ ;^ ϭͿ͕ ƚŚĞ DŝůůŝŽŶ
^ŽůĂƌZŽŽĨƐ/ŶŝƟĂƟǀĞ͕ǁĂƐƐŝŐŶĞĚďLJƚŚĞŐŽǀĞƌŶŽƌŝŶ
ϮϬϬϲ͘ &ƌŽŵ ƚŚŝƐ ƉƌŽŐƌĂŵ͕ ŽǀĞƌ Ϯ͕ϬϬϬ ƐŽůĂƌ ĞŶĞƌŐLJ
ƐLJƐƚĞŵƐ ƚŽƚĂůŝŶŐ ĂďŽƵƚ ϮϬ ŵĞŐĂǁĂƩƐ ǁŝůů ďĞ ďƵŝůƚ
ƚŚƌŽƵŐŚŽƵƚ ŶĂŚĞŝŵ ďLJ ƚŚĞ ĞŶĚ ŽĨ ϮϬϭϲ͘ dŚĞƐĞ
ƐLJƐƚĞŵƐǁŝůůƉƌŽĚƵĐĞĞŶŽƵŐŚĞŶĞƌŐLJƚŽƉŽǁĞƌĂůŵŽƐƚ
ϳ͕ϬϬϬŚŽŵĞƐŝŶŶĂŚĞŝŵĂŶĚƌĞĚƵĐĞĐĂƌďŽŶĚŝŽdžŝĚĞ
ďLJ Ϯ͕ϴϬϬ ŵĞƚƌŝĐ ƚŽŶƐ ĂŶŶƵĂůůLJ͘ dŚŽƵŐŚ ƚŚĞ ^ŽůĂƌ
/ŶĐĞŶƟǀĞWƌŽŐƌĂŵŝƐĐůŽƐĞĚ͕ĐƵƐƚŽŵĞƌƐŝŶƚĞƌĞƐƚĞĚŝŶ
ŝŶƐƚĂůůŝŶŐƐŽůĂƌĂƌĞƐƟůůĞůŝŐŝďůĞƚŽƉĂƌƟĐŝƉĂƚĞŝŶƚŚĞ
EĞƚͲDĞƚĞƌŝŶŐWƌŽŐƌĂŵ͘^ĞĞƉƉĞŶĚŝdž͕ZĞŶĞǁĂďůĞ
ŶĞƌŐLJŝŶŶĂŚĞŝŵ͕ĨŽƌĨƵƌƚŚĞƌĚĞƚĂŝůƐŽŶƚŚĞŝƚLJ͛Ɛ
ƌĞŶĞǁĂďůĞĞŶĞƌŐLJƉƌŽũĞĐƚƐ͘
dŚĞŝƚLJΖƐ ŶĞƌŐLJ&ŝĞůĚŝƐĂƚŚƌĞĞĂĐƌĞĨĂĐŝůŝƚLJƚŚĂƚĐŽŵďŝŶĞƐŽƉĞŶ
ƐƉĂĐĞ ǁŝƚŚ ƐŽůĂƌͲƉŽǁĞƌĞĚ ŐĞŶĞƌĂƟŽŶ ŽĨ ĞůĞĐƚƌŝĐŝƚLJ ĂŶĚ ǁĂƚĞƌ
ƐĂǀŝŶŐƚĞĐŚŶŽůŽŐŝĞƐ͘dŚĞŽŶͲƐŝƚĞďŝůŝŶŐƵĂůŝŶƚĞƌƉƌĞƟǀĞĐĞŶƚĞƌ
ĞĚƵĐĂƚĞƐ ǀŝƐŝƚŽƌƐ ĂďŽƵƚ ƚŚĞ ďĞŶĞĮƚƐ ŽĨ ƚŚĞ ƐŽůĂƌ ĞŶĞƌŐLJ ƐLJƐƚĞŵ
ĂŶĚ ǁĂƚĞƌ ĐŽŶƐĞƌǀĂƟŽŶ ŵĞĂƐƵƌĞƐ ƵƐĞĚ Ăƚ ƚŚĞ ŶĞƌŐLJ &ŝĞůĚ͘
CHAPTER 4:THE PLAN
50 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ51
4
4.1 INTRODUCTION
dŚŝƐĐŚĂƉƚĞƌĞƐƚĂďůŝƐŚĞƐƚŚĞŝŶƚĞŶƚŽĨƚŚĞ^ƉĞĐŝĮĐ
WůĂŶŝŶƚĞƌŵƐŽĨĨƵƚƵƌĞůĂŶĚƵƐĞĨŽƌƚŚĞĞǀĞůŽƉŵĞŶƚ
ƌĞĂƐ͕ŵŽďŝůŝƚLJ͕ƐƚƌĞĞƚƐĐĂƉĞ͕ƌĞĐƌĞĂƟŽŶĂŶĚŽƉĞŶ
ƐƉĂĐĞ͕ĂŶĚŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝŵƉƌŽǀĞŵĞŶƚƐĨŽƌƚŚĞ
ĞĂĐŚ ŽƵůĞǀĂƌĚ ĐŽƌƌŝĚŽƌ͘ dŚĞ ƉƵƌƉŽƐĞ ŽĨ ƚŚŝƐ
ĐŚĂƉƚĞƌŝƐƚŽůĂLJƚŚĞĨŽƵŶĚĂƟŽŶĨŽƌƚŚĞĚĞǀĞůŽƉŵĞŶƚ
ƌĞŐƵůĂƟŽŶƐƉƌŽǀŝĚĞĚŝŶƚŚĞŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞ
;DͿ͕^ĞĐƟŽŶϭϴ͘ϭϮϮ͘^ŽŵĞŵĂƚĞƌŝĂůŝƐŝŶƚĞŶĚĞĚƚŽ
ďĞĚŝƌĞĐƟǀĞĂŶĚǁŝůůďĞŝŵƉůĞŵĞŶƚĞĚĂĐĐŽƌĚŝŶŐƚŽ
ůĂŶŐƵĂŐĞĐŽŶƚĂŝŶĞĚŝŶƚŚŝƐĚŽĐƵŵĞŶƚ͘KƚŚĞƌŵĂƚĞƌŝĂů
ŝƐĐŽŶĐĞƉƚƵĂůĂŶĚŝƐŝŶƚĞŶĚĞĚƚŽŐƵŝĚĞĂŶĚŶŽƚƌĞƐƚƌŝĐƚ
ĐƌĞĂƟǀĞƐŽůƵƟŽŶƐ͘
dŚĞŬĞLJĐŽŵŵƵŶŝƚLJƚŚĞŵĞƐƚŚĂƚĞŵĞƌŐĞĚƚŚƌŽƵŐŚŽƵƚ
ƚŚĞŽƵƚƌĞĂĐŚƉŚĂƐĞŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶƉƌŽĐĞƐƐĂƌĞ
ĚĞŶŽƚĞĚďLJƚŚĞŝĐŽŶƐĨŽƵŶĚŽŶƚŚĞƌŝŐŚƚͲŚĂŶĚƐŝĚĞŽĨ
ƚŚŝƐƉĂŐĞ͘ƐŶŽƚĞĚŝŶŚĂƉƚĞƌϮ͕<ĞLJdŚĞŵĞƐ͕sŝƐŝŽŶ͕
ĂŶĚWƌŝŶĐŝƉůĞƐ͕ƚŚĞƐĞƚŚĞŵĞƐ͕ŝŶĂĚĚŝƟŽŶƚŽƚŚĞǀŝƐŝŽŶ
ĂŶĚ ŐƵŝĚŝŶŐ ƉƌŝŶĐŝƉůĞƐ͕ ƐŚĂƉĞĚ ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ͘
dŚŝƐŚĂƉƚĞƌůĂLJƐŽƵƚƚŚĞĨƌĂŵĞǁŽƌŬƚŚĂƚǁŝůůŐƵŝĚĞ
ĚĞǀĞůŽƉŵĞŶƚĂŶĚƐƉƵƌĐŚĂŶŐĞĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌͶ
ďƌŝŶŐŝŶŐƚŚĞĐŽŵŵƵŶŝƚLJΖƐǀŝƐŝŽŶĨŽƌƚŚĞĨƵƚƵƌĞƚŽůŝĨĞ͘
4.2 LAND USE
>ĂŶĚ ƵƐĞ ĐŚĂŶŐĞ ŝƐ ƚŚĞ ƉƌŝŵĂƌLJ ĐĂƚĂůLJƐƚ ĨŽƌ ŶĞǁ
ĚĞǀĞůŽƉŵĞŶƚ ŝŶ ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ĂƌĞĂ͘ EŝŶĞ
ĞǀĞůŽƉŵĞŶƚƌĞĂƐĞƐƚĂďůŝƐŚůĂŶĚƵƐĞĨŽƌƚŚĞĐŽƌƌŝĚŽƌ͘
ĂĐŚĞǀĞůŽƉŵĞŶƚƌĞĂŝƐĞƐƐĞŶƟĂůůLJĂŶŝŶĚŝǀŝĚƵĂů
njŽŶŝŶŐ ĚŝƐƚƌŝĐƚ͘ dŚĞ ůĂŶĚ ƵƐĞƐ ĞƐƚĂďůŝƐŚĞĚ ĨŽƌ ƚŚĞ
ĞĂĐŚ ŽƵůĞǀĂƌĚ ĞǀĞůŽƉŵĞŶƚ ƌĞĂƐ ƌĂŶŐĞ ĨƌŽŵ
ƌĞƐŝĚĞŶƟĂůƚŽĐŽŵŵĞƌĐŝĂůĂŶĚŝŶĐůƵĚĞŽƉƉŽƌƚƵŶŝƟĞƐ
ĨŽƌǀĞƌƟĐĂůĂŶĚŚŽƌŝnjŽŶƚĂůŵŝdžĞĚͲƵƐĞ͕ƚŚƵƐƉƌŽǀŝĚŝŶŐ
Ă ŇĞdžŝďůĞ ƉůĂŶ ƚŚĂƚ ĐĂŶ ĂĚĂƉƚ ƚŽ ĐŚĂŶŐŝŶŐ ŵĂƌŬĞƚ
ĚĞŵĂŶĚƐ͘
4.2.1 Development Areas
dŚĞĨŽůůŽǁŝŶŐŝƐĂďƌŝĞĨĚĞƐĐƌŝƉƟŽŶŽĨĞĂĐŚ
ĞǀĞůŽƉŵĞŶƚ ƌĞĂ͘ dŚĞ ůŽĐĂƟŽŶ ĂŶĚ ĞdžƚĞŶƚ ŽĨ
ĞĂĐŚĞǀĞůŽƉŵĞŶƚƌĞĂŝƐƐŚŽǁŶŽŶ&ŝŐƵƌĞϰͲϭ͕
ĞǀĞůŽƉŵĞŶƚ ƌĞĂƐ͘ ^ĞĞ ƉƉĞŶĚŝdž ͗ŽŶŝŶŐ ĂŶĚ
ĞǀĞůŽƉŵĞŶƚ ^ƚĂŶĚĂƌĚƐ͕ ĨŽƌ njŽŶŝŶŐ ƐƚĂŶĚĂƌĚƐ ĂŶĚ
ďƵŝůĚŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐ͘
4 THE PLAN
Health & Safety:&ŽĐƵƐŽŶŝŵƉƌŽǀŝŶŐ
ƚŚĞŚĞĂůƚŚĂŶĚǁĞůĨĂƌĞŽĨŽƵƌ
ƌĞƐŝĚĞŶƚƐ͘
Character & Place:ƌĞĂƚĞĂƐƚƌŽŶŐĞƌ
ĐŽŵŵƵŶŝƚLJŝĚĞŶƟƚLJƚŚƌŽƵŐŚĚŝǀĞƌƐĞ
ƉůĂĐĞŵĂŬŝŶŐƐƚƌĂƚĞŐŝĞƐ͘
Economy & Vitality:/ŶǀĞƐƚƌĞƐŽƵƌĐĞƐ
ƚŽĂƩƌĂĐƚŶĞǁ͕ĐŽŵŵƵŶŝƚLJͲďĂĐŬĞĚ
ďƵƐŝŶĞƐƐĞƐ͘
DŽďŝůŝƚLJKƉƟŽŶƐ͗WƌŽǀŝĚĞǀŝĂďůĞ
ŵŽďŝůŝƚLJŽƉƟŽŶƐĨŽƌĂůů͘
< zKDDhE/dzd, D ^
dŚƌŽƵŐŚŽƵƚƚŚŝƐĐŚĂƉƚĞƌƚŚĞĨŽůůŽǁŝŶŐŝĐŽŶƐĂƌĞ
ƵƐĞĚƚŽŝŶĚŝĐĂƚĞǁŚĞŶĂƚŽƉŝĐĂĚĚƌĞƐƐĞƐĂŬĞLJ
community theme.
ŽŶĐĞƉƚƵĂů/ůůƵƐƚƌĂƟǀĞŽĨŶĞǁƌĞƐŝĚĞŶƟĂůŵĞĚŝƵŵĚĞǀĞůŽƉŵĞŶƚĂůŽŶŐ
ĞĂĐŚŽƵůĞǀĂƌĚ͘
52 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
ZĞƐŝĚĞŶƟĂů>ŽǁͲDĞĚŝƵŵ;ZͲ>DͿ
ZĞƐŝĚĞŶƟĂů >ŽǁͲDĞĚŝƵŵ ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂƐ ĂƌĞ
ŝŶƚĞŶĚĞĚƚŽƉƌŽǀŝĚĞĂŶĂƩƌĂĐƟǀĞ͕ŚĞĂůƚŚLJ͕ĂŶĚƐĂĨĞ
ĞŶǀŝƌŽŶŵĞŶƚĨŽƌĂƩĂĐŚĞĚƐŝŶŐůĞͲĨĂŵŝůLJĂŶĚŵƵůƟƉůĞ
ĨĂŵŝůLJƵŶŝƚƐĂƐĞŝƚŚĞƌĐŽŶĚŽŵŝŶŝƵŵƐŽƌĂƉĂƌƚŵĞŶƚƐ͘
/ƚ ĂůůŽǁƐ ĨŽƌ Ă ƌĂŶŐĞ ŽĨ ŚŽƵƐŝŶŐ ƚLJƉĞƐ͕ ŝŶĐůƵĚŝŶŐ
ĂƩĂĐŚĞĚƐŝŶŐůĞͲĨĂŵŝůLJƚŽǁŶŚŽƵƐĞƐ͕ĚƵƉůĞdžŽƌƚƌŝƉůĞdž
ďƵŝůĚŝŶŐƐ͕ĐŽƵƌƚLJĂƌĚŚŽƵƐŝŶŐ͕ĂŶĚŵŽďŝůĞŚŽŵĞƉĂƌŬƐ͘
ZĞƐŝĚĞŶƟĂů ĚĞǀĞůŽƉŵĞŶƚ ŝƐ ƉĞƌŵŝƩĞĚ Ăƚ Ă ĚĞŶƐŝƚLJ
ŽĨƵƉƚŽϭϴĚǁĞůůŝŶŐƵŶŝƚƐƉĞƌĂĐƌĞ͘dŚĞƵŶĚĞƌůLJŝŶŐ
ŶĂŚĞŝŵ DƵŶŝĐŝƉĂů ŽĚĞ ďĂƐĞ njŽŶĞ ŝƐ ƚŚĞ ͞ZDͲϯ͟
DƵůƟƉůĞ&ĂŵŝůLJZĞƐŝĚĞŶƟĂůŽŶĞ͘/ĨƚŚĞƐƚĂŶĚĂƌĚƐŝŶ
ƚŚŝƐ^ƉĞĐŝĮĐWůĂŶĂƌĞƐŝůĞŶƚŽŶĂƉĂƌƟĐƵůĂƌƚŽƉŝĐ͕ƚŚĞ
ZDͲϯŽŶĞƐŚĂůůĂƉƉůLJ͘
ZĞƐŝĚĞŶƟĂůDĞĚŝƵŵ;ZͲDͿ
ZĞƐŝĚĞŶƟĂůDĞĚŝƵŵĚĞǀĞůŽƉŵĞŶƚĂƌĞĂƐĂƌĞŝŶƚĞŶĚĞĚ
ƚŽ ƉƌŽǀŝĚĞ ĨŽƌ ƋƵĂůŝƚLJ͕ ǁĞůůͲĚĞƐŝŐŶĞĚ ŵƵůƟĨĂŵŝůLJ
ůŝǀŝŶŐ ĞŶǀŝƌŽŶŵĞŶƚƐ͕ ĂƐ ĞŝƚŚĞƌ ĐŽŶĚŽŵŝŶŝƵŵƐ Žƌ
ĂƉĂƌƚŵĞŶƚƐ͕ŶĞĂƌƚƌĂŶƐŝƚĂŶĚŽƚŚĞƌƐĞƌǀŝĐĞƐ͘dŚĞƐĞ
ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂƐ ĂůůŽǁ ĨŽƌ Ă ǀĂƌŝĞƚLJ ŽĨ ŚŽƵƐŝŶŐ
ƚLJƉĞƐ͕ŝŶĐůƵĚŝŶŐƚŽǁŶŚŽŵĞƐ͕ĐŽƵƌƚLJĂƌĚŚŽƵƐŝŶŐ͕ĂŶĚ
ƐƚĂĐŬĞĚŇĂƚƐ͘ZĞƐŝĚĞŶƟĂůĚĞǀĞůŽƉŵĞŶƚŝƐƉĞƌŵŝƩĞĚ
ĂƚĂĚĞŶƐŝƚLJŽĨƵƉƚŽϯϲĚǁĞůůŝŶŐƵŶŝƚƐƉĞƌĂĐƌĞ͘dŚĞ
ƵŶĚĞƌůLJŝŶŐ ŶĂŚĞŝŵ DƵŶŝĐŝƉĂů ŽĚĞ ďĂƐĞ njŽŶĞ ŝƐ
ƚŚĞ͞ZDͲϰ͟DƵůƟƉůĞ&ĂŵŝůLJZĞƐŝĚĞŶƟĂůŽŶĞ͘/ĨƚŚĞ
ƐƚĂŶĚĂƌĚƐŝŶƚŚŝƐ^ƉĞĐŝĮĐWůĂŶĂƌĞƐŝůĞŶƚŽŶĂƉĂƌƟĐƵůĂƌ
ƚŽƉŝĐ͕ƚŚĞZDͲϰŽŶĞƐŚĂůůĂƉƉůLJ͘
DŝdžĞĚͲhƐĞDĞĚŝƵŵ;DhͲDͿ
DŝdžĞĚͲhƐĞDĞĚŝƵŵĚĞǀĞůŽƉŵĞŶƚĂƌĞĂƐĂƌĞŝŶƚĞŶĚĞĚ
ƚŽ ĂůůŽǁ ŇĞdžŝďŝůŝƚLJ ŝŶ njŽŶŝŶŐ ĨŽƌ ƉĂƌĐĞůƐ ƚŚĂƚ ĐŽƵůĚ
ƚƌĂŶƐŝƟŽŶĨƌŽŵƐƚƌŝƉĐŽŵŵĞƌĐŝĂůƵƐĞƐƚŽƌĞƐŝĚĞŶƟĂů
Žƌ Ă ŵŝdž ŽĨ ƌĞƐŝĚĞŶƟĂů͕ ĐŽŵŵĞƌĐŝĂů͕ ĂŶĚ ŽĸĐĞ
ĚĞǀĞůŽƉŵĞŶƚ͘dŚĞĚĞƐŝŐŶĂƟŽŶǁŽƵůĚĂůůŽǁƌĞƐŝĚĞŶƟĂů
ŝŶĞŝƚŚĞƌĂƐƚĂŶĚĂůŽŶĞŽƌŵŝdžĞĚͲƵƐĞĐŽŶĮŐƵƌĂƟŽŶĂƚ
ĂĚĞŶƐŝƚLJŽĨƵƉƚŽϯϲĚǁĞůůŝŶŐƵŶŝƚƐƉĞƌĂĐƌĞ͘ŵŝdž
ŽĨ ĐŽŵŵĞƌĐŝĂů ƵƐĞƐ ǁŽƵůĚ ĐŽŶƟŶƵĞ ƚŽ ĂůůŽǁ ĨŽƌ Ă
ƌĂŶŐĞŽĨĐŽŵŵƵŶŝƚLJͲƐĞƌǀŝŶŐƌĞƚĂŝů͕ŽĸĐĞ͕ĂŶĚƐĞƌǀŝĐĞ
ĐŽŵŵĞƌĐŝĂůƵƐĞƐ͘dŚĞŶŽŶͲƌĞƐŝĚĞŶƟĂůĐŽŵƉŽŶĞŶƚŽĨ
ŵŝdžĞĚͲƵƐĞĚĞǀĞůŽƉŵĞŶƚŝƐƉĞƌŵŝƩĞĚĂƚĂŵĂdžŝŵƵŵ
ŇŽŽƌ ĂƌĞĂ ƌĂƟŽ ŽĨ Ϭ͘ϯϱ͘ dŚĞ ƵŶĚĞƌůLJŝŶŐ ŶĂŚĞŝŵ
DƵŶŝĐŝƉĂůŽĚĞďĂƐĞnjŽŶĞŝƐƚŚĞ͞Dh͟DŝdžĞĚhƐĞ
KǀĞƌůĂLJŽŶĞ͘/ĨƚŚĞƐƚĂŶĚĂƌĚƐŝŶƚŚŝƐ^ƉĞĐŝĮĐWůĂŶĂƌĞ
ƐŝůĞŶƚŽŶĂƉĂƌƟĐƵůĂƌƚŽƉŝĐ͕ƚŚĞDhKǀĞƌůĂLJŽŶĞƐŚĂůů
ĂƉƉůLJ͘
DŝdžĞĚͲhƐĞ,ŝŐŚ;DhͲ,Ϳ
DŝdžĞĚͲhƐĞ,ŝŐŚĚĞǀĞůŽƉŵĞŶƚĂƌĞĂƐĂƌĞŝŶƚĞŶĚĞĚƚŽ
ĂůůŽǁĂŵŝdžŽĨƵƐĞƐŝŶĐůƵĚŝŶŐƌĞƐŝĚĞŶƟĂů͕ĐŽŵŵĞƌĐŝĂů͕
ƐĞƌǀŝĐĞƐ͕ŚŽƚĞů͕ĂŶĚƉƌŽĨĞƐƐŝŽŶĂůŽĸĐĞƵƐĞƐŝŶĂŚŝŐŚͲ
ƋƵĂůŝƚLJ ĞŶǀŝƌŽŶŵĞŶƚ͘ dŚĞ ĨŽĐƵƐ ŽĨ ƚŚŝƐ ĚĞƐŝŐŶĂƟŽŶ
ŝƐ ŽŶ ĐƌĞĂƟŶŐ Ă ƉĞĚĞƐƚƌŝĂŶͲĨƌŝĞŶĚůLJ ĞŶǀŝƌŽŶŵĞŶƚ͕
ŝŶĐůƵĚŝŶŐ ŝŶĐƌĞĂƐĞĚ ĐŽŶŶĞĐƟǀŝƚLJ ĂŶĚ ĐŽŵŵƵŶŝƚLJ
ŐĂƚŚĞƌŝŶŐ ƐƉĂĐĞƐ͘ hƐĞƐ ĂŶĚ ĂĐƟǀŝƟĞƐ ĂƌĞ ĚĞƐŝŐŶĞĚ
ƚŽŐĞƚŚĞƌŝŶĂŶŝŶƚĞŐƌĂƚĞĚĨĂƐŚŝŽŶƚŽĐƌĞĂƚĞĂĚLJŶĂŵŝĐ
ƵƌďĂŶ ĞŶǀŝƌŽŶŵĞŶƚ͘ ŽŶƟŶƵŽƵƐ ĐŽŵŵĞƌĐŝĂů ƐƚƌĞĞƚ
ĨƌŽŶƚĂŐĞ ŽŶ ƚŚĞ ĮƌƐƚ ĂŶĚ͕ ƉĞƌŚĂƉƐ͕ ƐĞĐŽŶĚ ŇŽŽƌƐ͕
ƐƵƉƉŽƌƚĞĚ ďLJ ƌĞƐŝĚĞŶƟĂů ĂŶĚͬŽƌ ŽĸĐĞ ƵƐĞƐ ĂďŽǀĞ͕
ŝƐ ƚŚĞ ƚLJƉŝĐĂů ƉĂƩĞƌŶ ŽĨ ǀĞƌƟĐĂůůLJ ŵŝdžĞĚ ůĂŶĚ ƵƐĞ͘
hƐĞƐŵĂLJĂůƐŽďĞŵŝdžĞĚŝŶĂŚŽƌŝnjŽŶƚĂůŽƌŵƵůƟͲƵƐĞ
ƉĂƩĞƌŶ͘^ƚĂŶĚͲĂůŽŶĞƵƐĞƐǁŝƚŚŝŶĂŵƵůƟͲƵƐĞƉƌŽũĞĐƚ
ŶĞĞĚƚŽďĞŝŶƚĞŐƌĂƚĞĚŝŶƚŽĂŶŽǀĞƌĂůůƉƌŽũĞĐƚĚĞƐŝŐŶ
ĂŶĚ ĐŽŶŶĞĐƚĞĚ ƚŽ ŽƚŚĞƌ ĂĚũŽŝŶŝŶŐ ƵƐĞƐ ďLJ ƉůĂnjĂƐ͕
ƉƌŽŵĞŶĂĚĞƐ͕ĂŶĚůĂŶĚƐĐĂƉĞĚĐŽƌƌŝĚŽƌƐ͕ĂŶĚƐŚŽƵůĚ
ŝŶĐůƵĚĞĐŽŵŵŽŶĂƌĐŚŝƚĞĐƚƵƌĂůƚŚĞŵĞƐĂŶĚƐŝŐŶĂŐĞ͘
dLJƉŝĐĂůƌĞƐŝĚĞŶƟĂůƵƐĞƐĐŽƵůĚŝŶĐůƵĚĞƐƚĂĐŬĞĚŇĂƚƐ͕
ůŝǀĞͲǁŽƌŬ ƵŶŝƚƐ͕ ƚŽǁŶŚŽƵƐĞƐ͕ ĂŶĚ ĂƌƟƐƚͲƐƚLJůĞ ůŽŌƐ͘
ZĞƐŝĚĞŶƟĂůĚĞǀĞůŽƉŵĞŶƚŝŶƚŚĞƐĞĂƌĞĂƐĞŵƉŚĂƐŝnjĞƐ
ƋƵĂůŝƚLJ ĂŶĚ ŽīĞƌƐ Ă ǀĂƌŝĞƚLJ ŽĨ ĂŵĞŶŝƟĞƐ͘ dŚĞ
ƌĞƐŝĚĞŶƟĂů ĐŽŵƉŽŶĞŶƚ ŽĨ ŵŝdžĞĚͲƵƐĞ ĚĞǀĞůŽƉŵĞŶƚ
ŝƐƉĞƌŵŝƩĞĚĂƚĂĚĞŶƐŝƚLJŽĨƵƉƚŽϲϬĚǁĞůůŝŶŐƵŶŝƚƐ
ƉĞƌĂĐƌĞ͘dŚĞŶŽŶͲƌĞƐŝĚĞŶƟĂůĐŽŵƉŽŶĞŶƚŽĨŵŝdžĞĚͲ
ƵƐĞĚĞǀĞůŽƉŵĞŶƚŝƐƉĞƌŵŝƩĞĚĂƚĂŵĂdžŝŵƵŵŇŽŽƌ
ĂƌĞĂƌĂƟŽŽĨϬ͘ϯϱ͘dŚĞƵŶĚĞƌůLJŝŶŐŶĂŚĞŝŵDƵŶŝĐŝƉĂů
ŽĚĞďĂƐĞnjŽŶĞŝƐƚŚĞ͞Dh͟DŝdžĞĚhƐĞKǀĞƌůĂLJŽŶĞ͘
/ĨƚŚĞƐƚĂŶĚĂƌĚƐŝŶƚŚŝƐ^ƉĞĐŝĮĐWůĂŶĂƌĞƐŝůĞŶƚŽŶĂ
ƉĂƌƟĐƵůĂƌƚŽƉŝĐ͕ƚŚĞDhKǀĞƌůĂLJŽŶĞƐŚĂůůĂƉƉůLJ͘
EĞŝŐŚďŽƌŚŽŽĚŽŵŵĞƌĐŝĂů;EͲͿ
EĞŝŐŚďŽƌŚŽŽĚ ŽŵŵĞƌĐŝĂů ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂƐ ĂƌĞ
ŝŶƚĞŶĚĞĚƚŽƉƌŽǀŝĚĞĨŽƌƚŚĞĚĂŝůLJƐŚŽƉƉŝŶŐ͕ĚŝŶŝŶŐ͕
ĂŶĚ ƐĞƌǀŝĐĞ ĐŽŵŵĞƌĐŝĂů ŶĞĞĚƐ ŽĨ ƚŚĞ ƐƵƌƌŽƵŶĚŝŶŐ
ŶĞŝŐŚďŽƌŚŽŽĚƐ͘ ůůŽǁĞĚ ƵƐĞƐ ŝŶĐůƵĚĞ ƌĞƚĂŝů ĂŶĚ
ƐĞƌǀŝĐĞƐƐƵĐŚĂƐŐƌŽĐĞƌLJƐƚŽƌĞƐ͕ƐƉĞĐŝĂůƚLJƐŚŽƉƐ͕ƐŵĂůů
ƌĞƚĂŝůƐƚŽƌĞƐ͕ŚĂŝƌƐĂůŽŶƐ͕ĚƌLJĐůĞĂŶĞƌƐ͕ƌĞƐƚĂƵƌĂŶƚƐ͕
ĂŶĚ ĐŽīĞĞ ŚŽƵƐĞƐ͘ WƌŽũĞĐƚƐ ƐŚŽƵůĚ ďĞ ĚĞƐŝŐŶĞĚ
ƚŽ ĞŶĐŽƵƌĂŐĞ ƉĞĚĞƐƚƌŝĂŶ ƵƐĞ ďLJ ƉƌŽǀŝĚŝŶŐ ŐŽŽĚ
ĐŽŶŶĞĐƟǀŝƚLJ ǁŝƚŚŝŶ ĂŶĚ ƚŽ ƚŚĞ ƐŝƚĞ͕ ǁŝƚŚ ďƵŝůĚŝŶŐƐ
ĐůƵƐƚĞƌĞĚ ĂŶĚ ĐůŽƐĞ ƚŽ ƚŚĞ ƐƚƌĞĞƚ͘ ĚĚŝƟŽŶĂůůLJ͕
ƉƌŽũĞĐƚƐ ƐŚŽƵůĚ ďĞ ĐŽŵƉĂƟďůĞ ŝŶ ƐĐĂůĞ ĂŶĚ ĚĞƐŝŐŶ
ǁŝƚŚ ĂĚũĂĐĞŶƚ ƌĞƐŝĚĞŶƟĂů ĂƌĞĂƐ͘ ĞǀĞůŽƉŵĞŶƚ ŝƐ
ƉĞƌŵŝƩĞĚĂƚĂŵĂdžŝŵƵŵŇŽŽƌĂƌĞĂƌĂƟŽŽĨϬ͘ϯϱ͘dŚĞ
ƵŶĚĞƌůLJŝŶŐŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞďĂƐĞnjŽŶĞĨŽƌŝƐ
ƚŚĞ͞ͲE͟EĞŝŐŚďŽƌŚŽŽĚĞŶƚĞƌŽŵŵĞƌĐŝĂůŽŶĞ͘
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ƉĂƌƟĐƵůĂƌƚŽƉŝĐ͕ƚŚĞͲEŽŶĞƐŚĂůůĂƉƉůLJ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ53
4
ZĞŐŝŽŶĂůŽŵŵĞƌĐŝĂů;ZͲͿ
dŚĞZĞŐŝŽŶĂůŽŵŵĞƌĐŝĂůŝƐŝŶƚĞŶĚĞĚƚŽƐĞƌǀĞĂůĂƌŐĞƌ
ŵĂƌŬĞƚĂƌĞĂƚŚĂŶEĞŝŐŚďŽƌŚŽŽĚŽŵŵĞƌĐŝĂůĂƌĞĂƐ͘
'ŝǀĞŶ ƚŚĞ ƌĞŐŝŽŶĂů ŶĂƚƵƌĞ ŽĨ ƚŚĞ ĞĂĐŚ ŽƵůĞǀĂƌĚ
ĐŽƌƌŝĚŽƌĂŶĚƚŚĞƚŽƵƌŝƐŵŵĂƌŬĞƚƚŽƚŚĞŶŽƌƚŚŝŶƵĞŶĂ
WĂƌŬ͕ ƚŚŝƐ ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂ ĂůůŽǁƐ ĨŽƌ ůĂƌŐĞͲƐĐĂůĞ
ĐŽŵŵĞƌĐŝĂů ƵƐĞƐ͕ ƐƉĞĐŝĂůƚLJ ƐƚŽƌĞƐ ĂŶĚ ƌĞƐƚĂƵƌĂŶƚƐ͕
Ă ƚŚĞĂƚĞƌ͕ ŚŽŵĞ ŐŽŽĚƐ ƐƚŽƌĞƐ͕ ĞŶƚĞƌƚĂŝŶŵĞŶƚ͕
ĐŽŵŵĞƌĐŝĂů ƌĞĐƌĞĂƟŽŶ͕ ĂŶĚ ŚŽƐƉŝƚĂůŝƚLJ ƵƐĞƐ ƚŚĂƚ
ƐĞƌǀĞ Ă ďƌŽĂĚ ĂƌĞĂ͘ WƌŽũĞĐƚƐ ƐŚŽƵůĚ ďĞ ĚĞƐŝŐŶĞĚ
ƚŽ ĞŶĐŽƵƌĂŐĞ ƉĞĚĞƐƚƌŝĂŶ ƵƐĞ ďLJ ƉƌŽǀŝĚŝŶŐ ŐŽŽĚ
ĐŽŶŶĞĐƟǀŝƚLJ ǁŝƚŚŝŶ ĂŶĚ ƚŽ ƚŚĞ ƐŝƚĞ͕ ǁŝƚŚ ďƵŝůĚŝŶŐƐ
ĐůƵƐƚĞƌĞĚ ĂŶĚ ĐůŽƐĞ ƚŽ ƚŚĞ ƐƚƌĞĞƚ͘ ĞǀĞůŽƉŵĞŶƚ ŝƐ
ƉĞƌŵŝƩĞĚĂƚĂŵĂdžŝŵƵŵŇŽŽƌĂƌĞĂƌĂƟŽŽĨϬ͘ϯϱ͘dŚĞ
ƵŶĚĞƌůLJŝŶŐŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞďĂƐĞnjŽŶĞŝƐƚŚĞ
͞ͲZ͟ZĞŐŝŽŶĂůŽŵŵĞƌĐŝĂů͘/ĨƚŚĞƐƚĂŶĚĂƌĚƐŝŶƚŚŝƐ
^ƉĞĐŝĮĐWůĂŶĂƌĞƐŝůĞŶƚŽŶĂƉĂƌƟĐƵůĂƌƚŽƉŝĐ͕ƚŚĞͲZ
ŽŶĞƐŚĂůůĂƉƉůLJ͘
KĸĐĞ;KͿ
dŚĞ KĸĐĞ ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂ ŝƐ ŝŶƚĞŶĚĞĚ ƚŽ ĂůůŽǁ
Ă ǀĂƌŝĞƚLJ ŽĨ ƐŵĂůůͲƐĐĂůĞ ŽĸĐĞ ƵƐĞƐ͕ ŝŶĐůƵĚŝŶŐ ůĞŐĂů
ƐĞƌǀŝĐĞƐ͕ŝŶƐƵƌĂŶĐĞƐĞƌǀŝĐĞƐ͕ƌĞĂůĞƐƚĂƚĞ͕ĂŶĚŵĞĚŝĐĂů
Žƌ ĚĞŶƚĂů ŽĸĐĞƐ ĂŶĚ ŽƚŚĞƌ ƐƵƉƉŽƌƚ ƐĞƌǀŝĐĞƐ͘ dŚĞ
ƵŶĚĞƌůLJŝŶŐŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞďĂƐĞnjŽŶĞŝƐƚŚĞ
͞KͲ>͟KĸĐĞ>ŽǁŽŶĞ͘/ĨƚŚĞƐƚĂŶĚĂƌĚƐŝŶƚŚŝƐ^ƉĞĐŝĮĐ
WůĂŶĂƌĞƐŝůĞŶƚŽŶĂƉĂƌƟĐƵůĂƌƚŽƉŝĐ͕ƚŚĞKͲ>ŽŶĞƐŚĂůů
ĂƉƉůLJ͘
^ĞŵŝͲWƵďůŝĐ;WͿ
dŚĞ ^ĞŵŝͲWƵďůŝĐ ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂ ŝƐ ŝŶƚĞŶĚĞĚ ƚŽ
ĂĐĐŽŵŵŽĚĂƚĞ ŚŽƐƉŝƚĂů͕ ŶƵƌƐŝŶŐ ŚŽŵĞ͕ ĂƐƐŝƐƚĞĚ
ůŝǀŝŶŐĨĂĐŝůŝƟĞƐ͕ĂƐǁĞůůĂƐŵĞĚŝĐĂůƌĞůĂƚĞĚƵƐĞƐŝŶĂ
ĐůƵƐƚĞƌĞĚĂĐƟǀŝƚLJĐĞŶƚĞƌƚŽƐƵƉƉŽƌƚƚŚĞŚĞĂůƚŚĐĂƌĞ
ŶĞĞĚƐŽĨtĞƐƚŶĂŚĞŝŵĂŶĚƚŚĞƐƵƌƌŽƵŶĚŝŶŐĂƌĞĂ͘
dŚĞƵŶĚĞƌůLJŝŶŐŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞďĂƐĞnjŽŶĞ
ŝƐƚŚĞ͞^W͟^ĞŵŝͲWƵďůŝĐŽŶĞ͘/ĨƚŚĞƐƚĂŶĚĂƌĚƐŝŶƚŚŝƐ
^ƉĞĐŝĮĐWůĂŶĂƌĞƐŝůĞŶƚŽŶĂƉĂƌƟĐƵůĂƌƚŽƉŝĐ͕ƚŚĞ^W
ŽŶĞƐŚĂůůĂƉƉůLJ͘
WƵďůŝĐZĞĐƌĞĂƟŽŶĂů;WͲZͿ
dŚĞWƵďůŝĐZĞĐƌĞĂƟŽŶĂůĚĞǀĞůŽƉŵĞŶƚĂƌĞĂŝƐŝŶƚĞŶĚĞĚ
ƚŽƉƌŽǀŝĚĞĂĐƟǀĞĂŶĚƉĂƐƐŝǀĞƉƵďůŝĐƉĂƌŬĂŶĚŽƉĞŶ
ƐƉĂĐĞ͕ ĂƌĞĂƐ ŝŶĐůƵĚŝŶŐ dǁŝůĂ ZĞŝĚ ĂŶĚ ^ĐŚǁĞŝƚnjĞƌ
WĂƌŬƐ͕ĂƐǁĞůůĂƐƉƵďůŝĐĨĂĐŝůŝƟĞƐƐƵĐŚĂƐƚŚĞtĞƐƚ
ŶĂŚĞŝŵ zŽƵƚŚ ĞŶƚĞƌ͘ dŚĞƐĞ ĂƌĞĂƐ ĂůƐŽ ŝŶĐůƵĚĞ
ĂŶĐŝůůĂƌLJƉƵďůŝĐďƵŝůĚŝŶŐƐĂŶĚĨĂĐŝůŝƟĞƐ͕ƐƵĐŚĂƐĂĮƌĞ
ƐƚĂƟŽŶĂŶĚƐŵĂůůƌĞĐƌĞĂƟŽŶďƵŝůĚŝŶŐƐ͘dŚĞƵŶĚĞƌůLJŝŶŐ
ŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞďĂƐĞnjŽŶĞŝƐƚŚĞ͞WZ͟WƵďůŝĐ
ZĞĐƌĞĂƟŽŶĂůŽŶĞ͘/ĨƚŚĞƐƚĂŶĚĂƌĚƐŝŶƚŚŝƐ^ƉĞĐŝĮĐ
WůĂŶĂƌĞƐŝůĞŶƚŽŶĂƉĂƌƟĐƵůĂƌƚŽƉŝĐ͕ƚŚĞWZŽŶĞƐŚĂůů
ĂƉƉůLJ͘
,ŽŵĞƐŝŶƚŚĞŶĂĐĂƉĂŶĞŝŐŚďŽƌŚŽŽĚǁĞƌĞďƵŝůƚĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ
ĂĐƌŽƐƐĨƌŽŵƚŚĞtĞƐƚŐĂƚĞƐŝƚĞŝŶϮϬϬϲ͘dŚŝƐŶĞŝŐŚďŽƌŚŽŽĚŝƐůŽĐĂƚĞĚŝŶ
ƚŚĞZĞƐŝĚĞŶƟĂů>ŽǁͲDĞĚŝƵŵĞǀĞůŽƉŵĞŶƚƌĞĂ͘
dŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌƉƌŽǀŝĚĞƐLJŽƵƚŚŽƌŝĞŶƚĞĚƉƌŽŐƌĂŵƐ
ŝŶĐůƵĚŝŶŐƐƉŽƌƚƐ͕ĂŌĞƌƐĐŚŽŽůĐĂƌĞ͕ĂŶĚƐĞĂƐŽŶĂůĂĐƟǀŝƟĞƐ͘dŚĞLJŽƵƚŚ
ĐĞŶƚĞƌŝƐůŽĐĂƚĞĚŝŶƚŚĞWƵďůŝĐͲZĞĐƌĞĂƟŽŶĂůĞǀĞůŽƉŵĞŶƚƌĞĂ͘
dŚĞtĞƐƚŶĂŚĞŝŵ,ŽƐƉŝƚĂůŝƐϮϭϵďĞĚͲĂĐƵƚĞĐĂƌĞĨĂĐŝůŝƚLJůŽĐĂƚĞĚĂƚ
ƚŚĞĐŽƌŶĞƌŽĨĞĂĐŚŽƵůĞǀĂƌĚĂŶĚKƌĂŶŐĞǀĞŶƵĞŝŶƚŚĞ^ĞŵŝͲWƵďůŝĐ
ĞǀĞůŽƉŵĞŶƚƌĞĂ͘
54 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
DEVELOPMENT AREAS ACRES t >>/E'hE/d^ EKEͳZ ^/ Ed/>^Y͘&d͘
1
ZĞƐŝĚĞŶƟĂů>ŽǁͲDĞĚŝƵŵ ϰϰ͘ϴ ϴϬϲ Ͳ
ZĞƐŝĚĞŶƟĂůDĞĚŝƵŵ ϰϵ͘ϰ ϭ͕ϳϳϴ Ͳ
DŝdžĞĚͲhƐĞDĞĚŝƵŵ ϭϲ͘ϴ ϲϬϱ ϮϭϬ͕ϱϳϱ
DŝdžĞĚͲhƐĞ,ŝŐŚ ϯϮ͘ϯ ϭ͕ϵϯϴ ϰϵϮ͕ϰϰϲ
EĞŝŐŚďŽƌŚŽŽĚŽŵŵĞƌĐŝĂů ϮϮ͘ϲ Ͳ ϯϰϰ͕ϱϲϬ
ZĞŐŝŽŶĂůŽŵŵĞƌĐŝĂů Ϯϳ͘ϰ Ͳ ϯϴϬ͕ϬϬϬ
KĸĐĞ Ϯ͘Ϯ Ͳ ϰϳ͕ϵϭϲ
WƵďůŝĐͲZĞĐƌĞĂƟŽŶĂů Ϯϳ͘ϵ Ͳ ϭϮϭ͕ϱϯϮ
^ĞŵŝͲWƵďůŝĐ ϭϯ͘ϲ Ͳ ϱϵϮ͕ϰϭϲ
tĂƚĞƌͲ&ůŽŽĚŽŶƚƌŽůϮ ϰ͘Ϯ Ͳ Ͳ
ZKtϮ ϰϭ͘ϲ Ͳ Ͳ
TOTAL3 ϮϴϮ͘ϴ ϱ͕ϭϮϴ Ϯ͕ϭϴϵ͕ϰϰϱ
d> ϰͳϭ s >KWD EdZ ^dd/^d/>^hDDZz
Sources: City of Anaheim and PlaceWorks, 2018.
Notes:
ϭ͘dŚŝƐƐƚĂƟƐƟĐĂůƐƵŵŵĂƌLJŝŶĐůƵĚĞƐƚŚĞƐƋƵĂƌĞĨŽŽƚĂŐĞĨŽƌŵŽƚĞůƐ͘
Ϯ͘dŚĞƐĞůĂŶĚƵƐĞƐĂƌĞŶŽƚĐŽŶƐŝĚĞƌĞĚĞǀĞůŽƉŵĞŶƚƌĞĂƐďƵƚŚĂǀĞďĞĞŶŝŶĐůƵĚĞĚŝŶƚŚĞƐƚĂƟƐƟĐĂůƐƵŵŵĂƌLJƚŽĂĐĐŽƵŶƚĨŽƌĂůůĂĐƌĞĂŐĞǁŝƚŚŝŶƚŚĞ
^ƉĞĐŝĮĐWůĂŶďŽƵŶĚĂƌLJ͘
ϯ͘dŚĞƐƵŵŵĂƌLJƉƌŽǀŝĚĞĚĂďŽǀĞŝƐďĂƐĞĚŽŶƌĞĂƐŽŶĂďůĞĂƐƐƵŵƉƟŽŶŽĨĨƵƚƵƌĞĚĞǀĞůŽƉŵĞŶƚ͘/ŶĚŝǀŝĚƵĂůƉƌŽũĞĐƚƐǁŝůůďĞƌĞǀŝĞǁĞĚŽŶĂĐĂƐĞͲďLJͲĐĂƐĞ
basis during the Site Plan Review process.
4.2.2 Maximum Allowable Development
dĂďůĞ ϰͲϭ͕ĞǀĞůŽƉŵĞŶƚ ƌĞĂ ^ƚĂƟƐƟĐĂů ^ƵŵŵĂƌLJ͕ ƐƵŵŵĂƌŝnjĞƐ ƚŚĞ ŵĂdžŝŵƵŵ ĚŝƐƚƌŝďƵƟŽŶ ŽĨ ĚĞǀĞůŽƉŵĞŶƚ
ƉŽƚĞŶƟĂůďLJĚĞǀĞůŽƉŵĞŶƚĂƌĞĂ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ55
4
Figure 4-1 Development Areas
BROADWAY
ORANGE AVE
LINCOL N AVE
BEACHBLVDWESTERN AVEBALL RD DALE AVE05001,000
Feet
City of Buena Park
City of Stanton
Development Areas
Residential Low-Medium
Residential Medium
Mixed-Use Medium
Mixed-Use High
Neighborhood Commercial
Regional Commercial
Office
Public-Recreational
Semi-Public
Water
Right of Way
Specific Plan Area
City Boundary
^ŽƵƌĐĞ͗WůĂĐĞtŽƌŬƐĂŶĚŝƚLJŽĨŶĂŚĞŝŵ͕ϮϬϭϳ
56 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ57
4
Figure 4-2 Areas Likely to Change
LINCOLN AVE
ORANGE AVE
BALL RD
4.2.3 Areas of Change
dŚĞ ŵĂũŽƌŝƚLJ ŽĨ ĐŚĂŶŐĞƐ ĂůŽŶŐ ĞĂĐŚ ŽƵůĞǀĂƌĚ
ĂƌĞĞdžƉĞĐƚĞĚƚŽŽĐĐƵƌŝŶƚŚĞZĞŐŝŽŶĂůŽŵŵĞƌĐŝĂů͕
EĞŝŐŚďŽƌŚŽŽĚ ŽŵŵĞƌĐŝĂů͕ DŝdžĞĚͲhƐĞ͕ ĂŶĚ
ZĞƐŝĚĞŶƟĂů DĞĚŝƵŵ ĞǀĞůŽƉŵĞŶƚ ƌĞĂƐ ĂĚũĂĐĞŶƚ
ƚŽĞĂĐŚŽƵůĞǀĂƌĚ͘WƌŽƉĞƌ ƟĞƐŝĚĞŶƟĮĞĚŽŶ&ŝŐƵƌĞ
ϰͲϮ͕ƌĞĂƐ >ŝŬĞůLJ ƚŽ ŚĂŶŐĞ͕ ŚĂǀĞ ďĞĞŶ ŝĚĞŶƟĮĞĚ
ĚƵĞ ƚŽ ƐĞǀĞƌĂů ĨĂĐƚŽƌƐ ŝŶĐůƵĚŝŶŐ ŝĚĞŶƟĮĐĂƟŽŶ ŽĨ
ƵŶĚĞƌƉĞƌĨŽŵŝŶŐƵƐĞƐ͕ŽƉƉŽƌƚƵŶŝƟĞƐĨŽƌĚĞǀĞůŽƉŵĞŶƚ
ŽŶǀĂĐĂŶƚůĂŶĚ͕ĂŶĚŇĞdžŝďŝůŝƚLJƵŶĚĞƌŶĞǁnjŽŶŝŶŐĂƐ
ƉƌŽǀŝĚĞĚ ďLJ ƚŚŝƐ ^ƉĞĐŝĮĐ WůĂŶ͘ dŚĞ tĞƐƚŐĂƚĞ ĂŶĚ
^ŝůǀĞƌDŽŽŶƐŝƚĞƐĂƐƉƌĞǀŝŽƵƐůLJĚŝƐĐƵƐƐĞĚŝŶŚĂƉƚĞƌ
ϯ͕ŽŶƚĞdžƚ͕ĂŶĚďĞůŽǁŚĂǀĞƚŚĞŐƌĞĂƚĞƐƚƉŽƚĞŶƟĂůĨŽƌ
ŶĞĂƌͲƚĞƌŵĚĞǀĞůŽƉŵĞŶƚ͘
Motel Sites
DĂŶLJ ŽĨ ƚŚĞ ĞdžŝƐƟŶŐ ŵŽƚĞů ƉƌŽƉĞƌƟĞƐ ĂƌĞ ĂůƐŽ
ŽƉƉŽƌƚƵŶŝƟĞƐĨŽƌƌĞĚĞǀĞůŽƉŵĞŶƚ͘ϮϬϭϲƐƚƵĚLJŽĨƚŚĞ
ĂƌĞĂŵŽƚĞůƐǁĂƐĐŽŶĚƵĐƚĞĚďLJĂLJƌĞĂ ĐŽŶŽŵŝĐƐ
; Ϳ͘dŚĞƐƚƵĚLJĨŽƵŶĚƚŚĂƚƚŚĞĂƌĞĂŚĂƐĚĞŵĂŶĚĨŽƌ
ϰϱϴŚŽƚĞůƌŽŽŵƐ͕ĂƉƉƌŽdžŝŵĂƚĞůLJŚĂůĨƚŚĞŶƵŵďĞƌŽĨ
ƌŽŽŵƐĐƵƌƌĞŶƚůLJĂǀĂŝůĂďůĞĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͘ĂƐĞĚ
ŽŶƚŚĞĮŶĚŝŶŐƐŽĨƚŚĂƚƐƚƵĚLJƐĞǀĞƌĂůŽĨƚŚĞƐĞƉĂƌĐĞůƐ
ŚĂǀĞďĞĞŶ ĚĞƐŝŐŶĂƚĞĚ ĂƐDŝdžĞĚͲhƐĞŽƌZĞƐŝĚĞŶƟĂů
DĞĚŝƵŵĞǀĞůŽƉŵĞŶƚƌĞĂƐ͘
DŝdžĞĚͲhƐĞƌĞĂƐ
dŚĞDŝdžĞĚͲhƐĞĞǀĞůŽƉŵĞŶƚƌĞĂƐĂƚƚŚĞĐŽƌŶĞƌƐ of
ĞĂĐŚŽƵůĞǀĂƌĚĂŶĚ>ŝŶĐŽůŶǀĞŶƵĞĂƌĞĞdžƉĞĐƚĞĚƚŽ
ƌĞǀŝƚĂůŝnjĞƚŚĞĐŽƌƌŝĚŽƌ͘EĞǁƉƌŽũĞĐƚƐŝŶƚŚĞƐĞĂƌĞĂƐ
ĂƌĞĞdžƉĞĐƚĞĚƚŽďĞŽĨŚŝŐŚƋƵĂůŝƚLJĂŶĚĚĞƐŝŐŶĞĚƚŽ
ŝŶƚĞŐƌĂƚĞ ǁĞůů ǁŝƚŚ ĞdžŝƐƟŶŐ ƐƵƌƌŽƵŶĚŝŶŐ ƵƐĞƐ ĂŶĚ
ĚĞǀĞůŽƉŵĞŶƚ͘&ŝŐƵƌĞϰͲϯ͕/ůůƵƐƚƌĂƟǀĞĨŽƌƚŚĞŽƌŶĞƌŽĨ
Beach ŽƵůĞǀĂƌĚĂŶĚ>ŝŶĐŽůŶǀĞŶƵĞ͕ĚĞƉŝĐƚƐĂǀŝĞǁ
ŽĨƚŚĞĞĂƐƚĐŽƌŶĞƌƐŽĨƚŚŝƐŝŶƚĞƌƐĞĐƟŽŶŝĨƚŚĞƐĞƐŝƚĞƐ
ǁĞƌĞƚŽƌĞĚĞǀĞůŽƉƵŶĚĞƌƚŚĞĚĞǀĞůŽƉŵĞŶƚƐƚĂŶĚĂƌĚƐ
ŽĨƉƉĞŶĚŝdžŽĨƚŚŝƐ^ƉĞĐŝĮĐWůĂŶĂŶĚD^ĞĐƟŽŶ
ϭϴ͘ϭϮϮ͘DŽƌĞĐŽŶĐĞƉƚƐĨŽƌƉŽƐƐŝďůĞƌĞĚĞǀĞůŽƉŵĞŶƚ
ŽƉƉŽƌƚƵŶŝƟĞƐĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚĂƌĞĚŝƐĐƵƐƐĞĚŝŶ
^ĞĐƟŽŶϰ͘ϯ͕ŽƌƌŝĚŽƌĞƐŝŐŶŽŶĐĞƉƚƐ͕ďĞůŽǁ͘
Westgate
^ŝŶĐĞƚŚĞƐŝƚĞŝƐǀĂĐĂŶƚĂŶĚŝƚLJͲŽǁŶĞĚ͘tĞƐƚŐĂƚĞŝƐ
ůŝŬĞůLJƚŽďĞďƵŝůƚĚƵƌŝŶŐŝŵƉůĞŵĞŶƚĂƟŽŶŽĨƚŚŝƐ^ƉĞĐŝĮĐ
WůĂŶ͘ƐĚŝƐĐƵƐƐĞĚŝŶŚĂƉƚĞƌϯ͕ŽŶƚĞdžƚ͕ƚĞŶƚĂƟǀĞ
ƉůĂŶƐĨŽƌƚŚĞĂƌĞĂŝŶĐůƵĚĞĂŶĂƉƉƌŽdžŝŵĂƚĞůLJϮϱϬ͕ϬϬϬ
ƐƋƵĂƌĞ ĨŽŽƚ ƌĞƚĂŝů ĐĞŶƚĞƌ ĚĞƐŝŐŶĞĚ ĂƌŽƵŶĚ Ă ŵĂŝŶ
ƐƚƌĞĞƚƉĂƐĞŽĐŽŶĐĞƉƚ͘ƉŽƌƟŽŶŽĨƚŚĞƐŝƚĞĐŽƵůĚĂůƐŽ
^ŽƵƌĐĞ͗ŝƚLJŽĨŶĂŚĞŝŵ͕ϮϬϭϳ
58 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
&ŝŐƵƌĞϰͲϯ/ůůƵƐƚƌĂƟǀĞWĞƌƐƉĞĐƟǀĞĨŽƌƚŚĞŽŶĐĞƉƚƵĂůĞǀĞůŽƉŵĞŶƚŽĨƚŚĞ ĂƐƚŽƌŶĞƌƐŽĨĞĂĐŚŽƵůĞǀĂƌĚ
and Lincoln Avenue
dŚŝƐĚƌĂǁŝŶŐŝůůƵƐƚƌĂƚĞƐĐŽŶĐĞƉƚƵĂůĚĞǀĞůŽƉŵĞŶƚŽƉƉŽƌƚƵŶŝƟĞƐĨŽƌ
ƚŚĞtĞƐƚŐĂƚĞƐŝƚĞĂŶĚƉĂƌĐĞůƐĂĚũĂĐĞŶƚƚŽƚŚĞĨŽƌŵĞƌ^ŝůǀĞƌDŽŽŶƐŝƚĞ
Ăƚ ƚŚĞ ĐŽƌŶĞƌ ŽĨ >ŝŶĐŽůŶ ǀĞŶƵĞ ĂŶĚ ĞĂĐŚ ŽƵůĞǀĂƌĚ͘ ŽŵŵĞƌĐŝĂů
ĂŶĚƌĞƐŝĚĞŶƟĂůƵƐĞƐĂƌĞůŽĐĂƚĞĚĐůŽƐĞƚŽĞĂĐŚŽƵůĞǀĂƌĚǁŝƚŚƐƚƌŽŶŐ
ƉĞĚĞƐƚƌŝĂŶĐŽŶŶĞĐƟŽŶƐ͕ŶĞǁŽƉĞŶƐƉĂĐĞ͕ĂŵƉůĞƐŝĚĞǁĂůŬƐĨŽƌŽƵƚĚŽŽƌ
ĚŝŶŝŶŐ͕ŶĞǁƐƚƌĞĞƚƚƌĞĞƐĂŶĚůĂŶĚƐĐĂƉŝŶŐ͕ĂŶĚĐĂƌĞĨƵůĂƩĞŶƟŽŶƚŽďƵŝůĚŝŶŐ
ĚĞƐŝŐŶǁŝůůĐƌĞĂƚĞĂŶŝŵƉƌŽǀĞĚĞdžƉĞƌŝĞŶĐĞĨŽƌƌĞƐŝĚĞŶƚƐ͕ĞŵƉůŽLJĞĞƐ͕ĂŶĚ
ǀŝƐŝƚŽƌƐǁŚŽĨƌĞƋƵĞŶƚĞĂĐŚŽƵůĞǀĂƌĚ͘
,ŽƵƐŝŶŐKƉƉŽƌƚƵŶŝƚLJ
&ŽƌŵĞƌŝƐŶĞLJ^ƵŶƐŚŝŶĞ
WůĂnjĂ&ĞĂƚƵƌĞ
ǀĞŶƚWůĂnjĂ
ŶŚĂŶĐĞĚWĞĚĞƐƚƌŝĂŶ džƉĞƌŝĞŶĐĞ
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ59
4
WĞĚĞƐƚƌŝĂŶƌŽƐƐŝŶŐǁŝƚŚdƌĂĸĐĂůŵŝŶŐĞƐŝŐŶ
ŽŶŶĞĐƟŽŶƚŽĞĂĐŚŽƵůĞǀĂƌĚ
DĂŝŶ^ƚƌĞĞWĂƐĞŽ
60 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
ďĞĐŽŶƐŝĚĞƌĞĚĨŽƌŵŝdžĞĚͲƵƐĞĚĞǀĞůŽƉŵĞŶƚ͕ĂĐƟǀĂƟŶŐ
ƚŚĞ>ŝŶĐŽůŶǀĞŶƵĞƐƚƌĞĞƚĨƌŽŶƚĂŐĞǁŝƚŚƌĞƐŝĚĞŶƟĂů
ƵƐĞƐ͘ ƚĂƉƉƌŽdžŝŵĂƚĞůLJϮϱͲĂĐƌĞƐƚŚŝƐĂƌĞĂŝƐĞdžƉĞĐƚĞĚ
ƚŽƐĞƌǀĞƚŚĞůŽĐĂůŶĞŝŐŚďŽƌŚŽŽĚƐ͕ĚƌĂǁƚŽƵƌŝƐƚƐĨƌŽŵ
ƚŚĞƵĞŶĂWĂƌŬ ŶƚĞƌƚĂŝŶŵĞŶƚŽŶĞ͕ĂŶĚǁŽƵůĚĂůƐŽ
ďĞůĂƌŐĞĞŶŽƵŐŚƚŽĚƌĂǁƌĞŐŝŽŶĂůƌĞƚĂŝůƐŚŽƉƉĞƌƐ͘
ZĞǀŝƚĂůŝnjĂƟŽŶŽĨZĞƐŝĚĞŶƟĂůĞǀĞůŽƉŵĞŶƚƌĞĂƐ
tŚŝůĞƚŚĞĞdžŝƐƟŶŐƐŝŶŐůĞĨĂŵŝůLJ͕ŵŽďŝůĞŚŽŵĞ͕ĂŶĚ
ĨŽƵƌƉůĞdž ŶĞŝŐŚďŽƌŚŽŽĚƐ ǁŝƚŚŝŶ ƚŚĞ ^W ĂƌĞĂ ĂƌĞ
ŶŽƚĞdžƉĞĐƚĞĚƚŽĐŚĂŶŐĞůĂŶĚƵƐĞ͕ƐŽŵĞŽĨƚŚĞŽůĚĞƌ
ŶĞŝŐŚďŽƌŚŽŽĚƐĐŽƵůĚŐƌĞĂƚůLJďĞŶĞĮƚĨƌŽŵƌĞůĂƟǀĞůLJ
ůŽǁ ĐŽƐƚ ƉƵďůŝĐ ƌĞĂůŵ ŝŵƉƌŽǀĞŵĞŶƚƐ ĂƐ ǁĞůů ĂƐ
ĂƩĞŶƟŽŶƚŽŚŽǁĨƵƚƵƌĞĚĞǀĞůŽƉŵĞŶƚŶĞdžƚƚŽƚŚĞƐĞ
ŶĞŝŐŚďŽƌŚŽŽĚƐŝƐĚĞƐŝŐŶĞĚ͘dŚĞƌĞĂƌĞŽƉƉŽƌƚƵŶŝƟĞƐ
ĨŽƌƚŚĞƐĞĂƌĞĂƐƚŽĞŶŚĂŶĐĞůĂŶĚƐĐĂƉŝŶŐ͕ŵĂŬĞĨĂĕĂĚĞ
ŝŵƉƌŽǀĞŵĞŶƚƐ͕ĂŶĚŝŶŐĞŶĞƌĂůĂĚĚĐŚĂƌĂĐƚĞƌƚŽƚŚĞ
ĞdžŝƐƟŶŐŚŽŵĞƐĂŶĚŶĞŝŐŚďŽƌŚŽŽĚƐŽĨƚŚĞĐŽƌƌŝĚŽƌ͘
&ŝŐƵƌĞϰͲϰ͕/ůůƵƐƚƌĂƟǀĞZĞǀŝƚĂůŝnjĂƟŽŶŽŶĐĞƉƚƐĨŽƌƚŚĞ
ĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶƌĞĂ͕ĚĞƉŝĐƚƉŽƐƐŝďůĞ
ŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞ>ĂdžŽƌĞEĞŝŐŚďŽƌŚŽŽĚůŽĐĂƚĞĚ
ĞĂƐƚŽĨƚŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ͘
ZĞǀŝƚĂůŝnjĂƟŽŶ ŽĨ EĞŝŐŚďŽƌŚŽŽĚ ŽŵŵĞƌĐŝĂů
Development Areas
dŚĞƌĞ ĂƌĞ ĂůƐŽ ƐĞǀĞƌĂů ŶĞŝŐŚďŽƌŚŽŽĚ ĐŽŵŵĞƌĐŝĂů
ƐŚŽƉƉŝŶŐ ĐĞŶƚĞƌƐ Ăƚ ƚŚĞ ŝŶƚĞƌƐĞĐƟŽŶ ŽĨ ĞĂĐŚ
ŽƵůĞǀĂƌĚĂŶĚĂůůZŽĂĚƚŚĂƚǁŝůůƌĞŵĂŝŶnjŽŶĞĚĨŽƌ
ĐŽŵŵĞƌĐŝĂůƵƐĞƐ͘KŶĞƉĂƌĐĞůŚĂƐƌĞĐĞŶƚůLJďĞĞŶ
ƌĞĚĞǀĞůŽƉĞĚʹƚŚĞĨŽƌŵĞƌ>ŝŶĚLJDŽƚĞůŝƐŶŽǁĂĐĂƌ
ǁĂƐŚ͘'ŝǀĞŶƚŚĞĂŐĞ͕ĐŽŶĚŝƟŽŶ͕ĂŶĚĐƵƌƌĞŶƚǀĂĐĂŶĐŝĞƐ
ĂƚƚŚĞƌĞŵĂŝŶŝŶŐĐŽŵŵĞƌĐŝĂůĐĞŶƚĞƌƐ͕ƚŚĞ^W
ŝŶĐůƵĚĞƐĚĞǀĞůŽƉŵĞŶƚĂŶĚĚĞƐŝŐŶƐƚĂŶĚĂƌĚƐƚŚĂƚŐƵŝĚĞ
ĞŝƚŚĞƌĨƵƚƵƌĞƌĞǀŝƚĂůŝnjĂƟŽŶŽƌŶĞǁĚĞǀĞůŽƉŵĞŶƚĂƚ
ƚŚĞƐĞůŽĐĂƟŽŶƐ͘ZĞƋƵŝƌĞŵĞŶƚƐŝŶĐůƵĚĞ͗ŝŶĐŽƌƉŽƌĂƟŶŐ
ŽƵƚĚŽŽƌƐƉĂĐĞƐĂŶĚĂŵĞŶŝƟĞƐ͕ƐƵĐŚĂƐƉůĂnjĂƐ͕ƐŚĂĚĞ
ĂŶĚĞĂƟŶŐĂƌĞĂƐ͖ŶĞǁďƵŝůĚŝŶŐƐĂůŽŶŐƚŚĞĨƌŽŶƚŽĨƚŚĞ
ƉƌŽƉĞƌƚLJ͖ŝŵƉƌŽǀĞĚƉĞĚĞƐƚƌŝĂŶƉĂƚŚǁĂLJƐ͖ĂŶĚŽƚŚĞƌ
ĚĞƐŝŐŶƌĞƋƵŝƌĞŵĞŶƚƐ͘ĐŽŶĐĞƉƚŽĨĂƌĞǀŝƚĂůŝnjĞĚĐĞŶƚĞƌ
ĂƚƚŚĞƐŽƵƚŚĞĂƐƚĐŽƌŶĞƌŽĨĞĂĐŚŽƵůĞǀĂƌĚĂŶĚĂůů
ZŽĂĚŝƐƐŚŽǁŶŝŶ&ŝŐƵƌĞϰͲϱ͕/ůůƵƐƚƌĂƟǀĞWĞƌƐƉĞĐƟǀĞ
ĨŽƌƚŚĞŽƌŶĞƌŽĨĞĂĐŚŽƵůĞǀĂƌĚĂŶĚĂůůZŽĂĚ͘
&ŝŐƵƌĞϰͲϰ/ůůƵƐƚƌĂƟǀĞZĞǀŝƚĂůŝnjĂƟŽŶŽŶĐĞƉƚƐĨŽƌƚŚĞĞĂĐŚ
Commercial & Mixed-Use
Community Inspired Mural
Playful Elements to Build Community Character
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ŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶƌĞĂ
New Landscaping
Enhanced Pedestrian Crossing
Residential Alley Improvements
Ideas for Adding Shade
Private Property Investment
Seating and Gathering Places
62 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
&ŝŐƵƌĞϰͲϱ/ůůƵƐƚƌĂƟǀĞWĞƌƐƉĞĐƟǀĞĨŽƌŽŶĐĞƉƚƵĂůĞǀĞůŽƉŵĞŶƚŽĨƚŚĞ^ŽƵƚŚĞĂƐƚ
Corner of Beach Boulevard and Ball Road
dŚŝƐĐŽŶĐĞƉƚƵĂůĚĞǀĞůŽƉŵĞŶƚĚƌĂǁŝŶŐŝůůƵƐƚƌĂƚĞƐŽƉƉŽƌƚƵŶŝƟĞƐĨŽƌƚŚĞ
EĞŝŐŚďŽƌŚŽŽĚŽŵŵĞƌĐŝĂůĞǀĞůŽƉŵĞŶƚƌĞĂĂƚƚŚĞƐŽƵƚŚĞĂƐƚĐŽƌŶĞƌŽĨ
ĂůůZŽĂĚĂŶĚĞĂĐŚŽƵůĞǀĂƌĚ͘EĞŝŐŚďŽƌŚŽŽĚƐĞƌǀŝŶŐĐŽŵŵĞƌĐŝĂůƵƐĞƐ
ĐŽƵůĚďĞƌĞǀŝƚĂůŝnjĞĚǁŝƚŚĂŶĞǁƐŝƚĞĚĞƐŝŐŶƚŚĂƚŝŶĐŽƌƉŽƌĂƚĞƐŽƉĞŶƐƉĂĐĞ͕
ŽƵƚĚŽŽƌĚŝŶŝŶŐ͕ŶĞǁůĂŶĚƐĐĂƉŝŶŐ͕ĂŶĚďĞƩĞƌƉĞĚĞƐƚƌŝĂŶĐŽŶŶĞĐƟŽŶƐ͘
dŚŝƐƚLJƉĞŽĨƐŚŽƉƉŝŶŐĞdžƉĞƌŝĞŶĐĞǁĂƐŽŌĞŶĚĞƐĐƌŝďĞĚďLJƚŚĞĐŽŵŵƵŶŝƚLJ
ƚŚƌŽƵŐŚŽƵƚƚŚĞŽƵƚƌĞĂĐŚƉŚĂƐĞŽĨƚŚĞƉƌŽĐĞƐƐͶĞƐƉĞĐŝĂůůLJĞŵƉŚĂƐŝnjĞĚďLJ
ŚŝŐŚƐĐŚŽŽůƐƚƵĚĞŶƚƐǁŚŽǁĂŶƚƐƉĂĐĞƐƚŽŵĞĞƚƵƉǁŝƚŚĨƌŝĞŶĚƐ͘
EĞǁZĞƚĂŝůƵŝůĚŝŶŐĞƐŝŐŶĞĚƚŽƌĞĂƚĞ
ŽŵŵƵŶŝƚLJ'ĂƚŚĞƌŝŶŐ^ƉĂĐĞ
ŽǀĞƌĞĚWĞĚĞƐƚƌŝĂŶ^ŚĂĚĞ^ƚƌƵĐƚƵƌĞ
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&ĂĐĂĚĞZĞŶŽǀĂƟŽŶŽĨ džŝƐƟŶŐƵŝůĚŝŶŐƐ
ĞĂĐŚŽƵůĞǀĂƌĚƌĂŶĚŝŶŐ
ŶŚĂŶĐĞĚ^ƚƌĞĞƚ&ƵƌŶŝƚƵƌĞ
ůŽĐŬdŽǁĞƌƚŽĂĚĚƌĐŚŝƚĞĐƚƵƌĂů&ŽĐĂůWŽŝŶƚ
64 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚĞƐŽƵƚŚǁĞƐƚĐŽƌŶĞƌŽĨĞĂĐŚŽƵůĞǀĂƌĚĂŶĚKƌĂŶŐĞǀĞŶƵĞƉƌĞƐĞŶƚƐĂŶŽƉƉŽƌƚƵŶŝƚLJĨŽƌŵŝdžĞĚͲƵƐĞ
ĚĞǀĞůŽƉŵĞŶƚǁŝƚŚŝŶƚŚĞDŝdžĞĚͲhƐĞ,ŝŐŚĞǀĞůŽƉŵĞŶƚƌĞĂ͘dŚĞĞdžŝƐƟŶŐƉĂƌŬŝŶŐƐƚƌƵĐƚƵƌĞĂƚƚŚŝƐ
ůŽĐĂƟŽŶĐŽƵůĚďĞƌĞͲƉƵƌƉŽƐĞĚǁŝƚŚŐƌŽƵŶĚŇŽŽƌƌĞƚĂŝůƵƐĞƚŽƐƵƉƉŽƌƚĂŶĂĚũĂĐĞŶƚŵŝdžĞĚͲƵƐĞďƵŝůĚŝŶŐ
ƉŽƐƐŝďůLJƉƌŽǀŝĚŝŶŐŚŽƵƐŝŶŐŽǀĞƌŽƚŚĞƌƌĞƚĂŝůĂŶĚƐĞƌǀŝĐĞŽƌŝĞŶƚĞĚƵƐĞƐ͘
&ŝŐƵƌĞϰͲϳ/ůůƵƐƚƌĂƟǀĞWĞƌƐƉĞĐƟǀĞĨŽƌŽŶĐĞƉƚƵĂů
Development of the Southwest Corner of Beach
Boulevard and Orange Avenue
4.3 CORRIDOR DESIGN CONCEPTS
dŚĞ ƵƌďĂŶ ĚĞƐŝŐŶ ĐŽŶĐĞƉƚƐ ĨŽƌ ƚŚĞ ^W ĂƌĞ Ă
ƌĞŇĞĐƟŽŶŽĨǁŚĂƚŝƐŝŵƉŽƌƚĂŶƚƚŽƚŚĞĐŽŵŵƵŶŝƚLJ
ŝŶƚĞƌŵƐŽĨŶĞǁƚLJƉĞƐŽĨĚĞǀĞůŽƉŵĞŶƚ͕ƚŚĞĚĞƐŝŐŶ
ŽĨďƵŝůĚŝŶŐƐĂŶĚŚŽǁƚŚĞLJŝŶƚĞƌĂĐƚǁŝƚŚƚŚĞƐƚƌĞĞƚ
ĂŶĚ ĂĚũĂĐĞŶƚ ƵƐĞƐ͕ ƚŚĞ ĚĞƐŝŐŶ ŽĨ ŽƵƚĚŽŽƌ ƐƉĂĐĞƐ
ĨŽƌƉĞŽƉůĞ͕ĂƐǁĞůůĂƐƐƚƌĞĞƚƐĐĂƉĞĞŶŚĂŶĐĞŵĞŶƚƐƚŽ
ŝŵƉƌŽǀĞƚŚĞŽǀĞƌĂůůŝŵĂŐĞŽĨƚŚĞĂƌĞĂ͘/ůůƵƐƚƌĂƟǀĞƐ
ĂƌĞ ƵƐĞĚ ƚŚƌŽƵŐŚŽƵƚ ƚŚŝƐ ƐĞĐƟŽŶĂƐĂǀŝƐƵĂůĂŝĚĞ͕
ƚŚĞĚƌĂǁŝŶŐƐĂƌĞĐŽŶĐĞƉƚƵĂůĂŶĚĂŶŝŶƚĞƌƉƌĞƚĂƟŽŶ
ŽĨƉŽƐƐŝďůĞĚĞǀĞůŽƉŵĞŶƚǁŝƚŚŝŶƚŚĞƌĞƋƵŝƌĞŵĞŶƚƐŽĨ
ƚŚŝƐWůĂŶ͕ƚŚĞLJĚŽŶŽƚƌĞƉƌĞƐĞŶƚĂƐƉĞĐŝĮĐƉƌŽũĞĐƚŽƌ
ĚĞǀĞůŽƉŵĞŶƚƉƌŽƉŽƐĂů͘
4.3.1 Mixed-Use Nodes
ŬĞLJƚĞŶĂŶƚŽĨƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶ
ŝƐ ƚŚĞ ƉƌŽǀŝƐŝŽŶ ŽĨ ŶĞǁ ŵŝdžĞĚͲƵƐĞ ĚŝƐƚƌŝĐƚƐ ǁŚŝĐŚ
ƐƵƉƉŽƌƚĂŶĚĞŶĐŽƵƌĂŐĞƚŚĞŝŶƚĞŐƌĂƟŽŶŽĨƌĞƐŝĚĞŶƟĂů
ĂŶĚĐŽŵŵĞƌĐŝĂůƵƐĞƐǁŝƚŚŝŶĂƐŝŶŐůĞƉƌŽũĞĐƚŽƌƐŝƚĞ͘
dŚĞƐĞ ŶĞǁ ŵŝdžĞĚͲƵƐĞ ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂƐ ŚĂǀĞ
ƌĞĂĚLJĂĐĐĞƐƐƚŽŵĂũŽƌƌŽĂĚǁĂLJƐĂŶĚƉƵďůŝĐƚƌĂŶƐŝƚ͕
ĂŶĚ ǁŝůů ŝŶĐƌĞĂƐĞ ƚŚĞ ŽƉƉŽƌƚƵŶŝƚLJ ĨŽƌ ďŽƚŚ ŽŶͲƐŝƚĞ
ƌĞƐŝĚĞŶƚƐĂŶĚƌĞƐŝĚĞŶƚƐŝŶƚŚĞĂƌĞĂƚŽůŝǀĞ͕ƐŚŽƉ͕ĂŶĚ
ƌĞĐƌĞĂƚĞǁŝƚŚŽƵƚŚĂǀŝŶŐƚŽƵƐĞƚŚĞŝƌǀĞŚŝĐůĞƐ͘ŽƚŚ
ƚŚĞ DŝdžĞĚͲhƐĞ ,ŝŐŚ ĂŶĚ ƚŚĞ DŝdžĞĚͲhƐĞ DĞĚŝƵŵ
ŽīĞƌŇĞdžŝďŝůŝƚLJŝŶƚĞƌŵƐŽĨƚŚĞƵůƟŵĂƚĞĐŽŶĮŐƵƌĂƟŽŶ
ŽĨ ƌĞƐŝĚĞŶƟĂů͕ ĐŽŵŵĞƌĐŝĂů͕ ŽĸĐĞ͕ ĂŶĚ ŽƚŚĞƌ ƵƐĞƐ
ŽŶ Ă ƐŝƚĞ͕ ǁŝƚŚ ƚŚĞ ŝŶƚĞŶƟŽŶ ŽĨ ĐƌĞĂƟŶŐ Ă ŵŽƌĞ
ĚLJŶĂŵŝĐƵƌďĂŶĞŶǀŝƌŽŶŵĞŶƚĂƚŬĞLJŶŽĚĞƐĂůŽŶŐƚŚĞ
ďŽƵůĞǀĂƌĚ͘EĞǁƉƌŽũĞĐƚƐŝŶƚŚĞƐĞĂƌĞĂƐĂƌĞĞdžƉĞĐƚĞĚ
ƚŽďĞŽĨŚŝŐŚƋƵĂůŝƚLJĂŶĚĚĞƐŝŐŶĞĚƚŽŝŶƚĞŐƌĂƚĞǁĞůů
ǁŝƚŚ ĞdžŝƐƟŶŐ ƐƵƌƌŽƵŶĚŝŶŐ ƵƐĞƐ ĂŶĚ ĚĞǀĞůŽƉŵĞŶƚ͘
dŚĞ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ ĚĞƐŝŐŶ ƐƚĂŶĚĂƌĚƐ ;ƉƉĞŶĚŝdž
ŽĨ ƚŚŝƐ ĚŽĐƵŵĞŶƚ ĂŶĚ D ϭϴ͘ϭϮϮͿ ĂĚĚƌĞƐƐ ƚŚĞ
ĞƐƐĞŶƟĂůĞůĞŵĞŶƚƐĨŽƌĐƌĞĂƟŶŐǀŝďƌĂŶƚƉůĂĐĞƐǁŝƚŚŝŶ
ƚŚĞƐĞ ĚĞǀĞůŽƉŵĞŶƚ ƐŝƚĞƐ͕ ŝŶĐůƵĚŝŶŐ ŽƌŝĞŶƚĂƟŽŶ
ƚŽǁĂƌĚƐƚŚĞƐƚƌĞĞƚ͕ŽƵƚĚŽŽƌĚŝŶŝŶŐĂŶĚƉůĂnjĂƐ͕ĐŽƌŶĞƌ
ŐĂƚĞǁĂLJƐĂŶĚƉƌŽŵĞŶĂĚĞƐ͕ƚŚĞƐŝƟŶŐŽĨďƵŝůĚŝŶŐƐĂŶĚ
ƉĂƌŬŝŶŐĂƌĞĂƐ͕ĂŶĚŝŶƚĞƌŶĂůƉĞĚĞƐƚƌŝĂŶĐŽŶŶĞĐƟǀŝƚLJ͘
/ŶĂĚĚŝƟŽŶ͕ƚŚĞĚĞƐŝŐŶƐƚĂŶĚĂƌĚƐĂĚĚƌĞƐƐŚĞŝŐŚƚƐĂŶĚ
ƐĞƚďĂĐŬƐŽĨďƵŝůĚŝŶŐƐǁŚĞŶĂĚũĂĐĞŶƚƚŽƐŝŶŐůĞͲĨĂŵŝůLJ
ŶĞŝŐŚďŽƌŚŽŽĚƐ͕ĂŶĚƚŚĞĚĞƐŝŐŶŽĨďƵŝůĚŝŶŐĨĂĐĂĚĞƐƚŽ
ƉƌŽƉĞƌƚLJĚŝƐƟŶŐƵŝƐŚƌĞƐŝĚĞŶƟĂůĨƌŽŵŶŽŶͲƌĞƐŝĚĞŶƟĂů
ƵƐĞƐ͘
EĞǁ'ƌŽƵŶĚ&ůŽŽƌZĞƚĂŝů
^ƚƌĞĞƚƐĐĂƉĞ/ŵƉƌŽǀĞŵĞŶƚƐ
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ŽƌŶĞƌ ŶŚĂŶĐĞŵĞŶƚǁŝƚŚKƵƚĚŽŽƌWůĂnjĂ
WƌŝǀĂƚĞKƉĞŶ^ƉĂĐĞ
ZĞƵƐĞŽĨWĂƌŬŝŶŐ^ƚƌƵĐƚƵƌĞ
66 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
4.3.2 Relationship of Buildings to the Street
ƵŝůĚŝŶŐƉůĂĐĞŵĞŶƚĂŶĚŽƌŝĞŶƚĂƟŽŶŚĂǀĞĂŶŝŵƉĂĐƚ
ŽŶƚŚĞǁĂLJƉĞŽƉůĞĞdžƉĞƌŝĞŶĐĞĂƉůĂĐĞʹďŽƚŚŽŶ
ĨŽŽƚĂŶĚŝŶĂĐĂƌ͘sŝƐƵĂůůLJŝŶƚĞƌĞƐƟŶŐďƵŝůĚŝŶŐƐƚŚĂƚ
ĂƌĞ ŽƌŝĞŶƚĞĚ ƚŽ ƚŚĞ ƐƚƌĞĞƚ ĂĐƟǀĂƚĞ Ă ĐŽƌƌŝĚŽƌ ĂŶĚ
ĐŽŶƚƌŝďƵƚĞ ƚŽ ƚŚĞ ǀŝďƌĂŶĐLJ ŽĨ ƚŚĞ ĂƌĞĂ͘ >ŽĐĂƟŶŐ
ƉĂƌŬŝŶŐďĞŚŝŶĚďƵŝůĚŝŶŐƐ͕ƉůĂĐŝŶŐďƵŝůĚŝŶŐƐĐůŽƐĞƌƚŽ
ƚŚĞƉƵďůŝĐƐƚƌĞĞƚĞĚŐĞ͕ĂŶĚŝŶƚĞŐƌĂƟŶŐŽƵƚĚŽŽƌƐƉĂĐĞƐ
ƚŚĂƚĂƌĞƐĂĨĞĂŶĚǁĞůĐŽŵŝŶŐĂƌĞŬĞLJĚĞƐŝŐŶĞůĞŵĞŶƚƐ
ƚŚĂƚĂƌĞĂĚĚƌĞƐƐĞĚŝŶƚŚĞĚĞǀĞůŽƉŵĞŶƚĂŶĚĚĞƐŝŐŶ
ƐƚĂŶĚĂƌĚƐ;ƉƉĞŶĚŝdžŽĨƚŚŝƐĚŽĐƵŵĞŶƚĂŶĚD
ϭϴ͘ϭϮϮͿ͘/ŶĂĚĚŝƟŽŶ͕ƚŚĞĚĞƐŝŐŶŽĨĂďƵŝůĚŝŶŐ͛ƐŐƌŽƵŶĚ
ŇŽŽƌ ĞŶƚƌĂŶĐĞ Žƌ ĨĂĕĂĚĞ͕ ƉůƵƐ ƚŚĞ ůĂŶĚƐĐĂƉĞ ĂŶĚ
ŚĂƌĚƐĐĂƉĞƐĞƚďĂĐŬĂƌĞĂƐĚĞƚĞƌŵŝŶĞŝĨŝƚŝƐƉĞĚĞƐƚƌŝĂŶͲ
ĨƌŝĞŶĚůLJ͕ŽīĞƌƐƉƌŝǀĂĐLJĂŶĚƐĞĐƵƌŝƚLJǁŚĞƌĞŶĞĞĚĞĚ͕
ĂŶĚƐĞƚƐĂƋƵĂůŝƚLJŝŵĂŐĞĨŽƌƚŚĞĐŽƌƌŝĚŽƌ͘dŚĞŝŶƚĞŶƚŽĨ
ĞƐƚĂďůŝƐŚŝŶŐĚĞƐŝŐŶƐƚĂŶĚĂƌĚƐĨŽƌŐƌŽƵŶĚŇŽŽƌƐĨĂĐŝŶŐ
ƚŚĞƐƚƌĞĞƚŝƐƚŽĞŶƐƵƌĞƚŚĂƚƚŚĞƚƌĂŶƐŝƟŽŶďĞƚǁĞĞŶ
ƚŚĞƉƌŽƉŽƐĞĚĚĞǀĞůŽƉŵĞŶƚĂŶĚƚŚĞƉƵďůŝĐƌĞĂůŵŝƐ
ĐŽŶƐŝƐƚĞŶƚǁŝƚŚƚŚĞ^ƉĞĐŝĮĐWůĂŶ͛ƐǀŝƐŝŽŶĨŽƌĐƌĞĂƟŶŐ
ĂƐĂĨĞƌ͕ƉĞĚĞƐƚƌŝĂŶͲĨƌŝĞŶĚůLJĞŶǀŝƌŽŶŵĞŶƚ͘
EĞǁ ŵŝĚͲďůŽĐŬ ŚŽƵƐŝŶŐ ĐŽƵůĚ ďĞ ĚĞǀĞůŽƉĞĚ ǁŝƚŚŝŶ ƚŚĞ ZĞƐŝĚĞŶƟĂů
DĞĚŝƵŵĞǀĞůŽƉŵĞŶƚƌĞĂ͘ƵŝůĚŝŶŐƐǁŝƚŚŝŶƚŚŝƐĚĞƐŝŐŶĂƟŽŶƐŚŽƵůĚ
ĨƌŽŶƚƚŚĞƐƚƌĞĞƚĂŶĚƉƌŽǀŝĚĞǀŝƐƵĂůƌĞůŝĞĨƚŚƌŽƵŐŚĂǀĂƌŝĞƚLJŽĨĨƌŽŶƚĂŐĞ
ƚLJƉĞƐĂŶĚƵƐĞŽĨĐŽůŽƌ͘
&ŝŐƵƌĞϰͲϴ/ůůƵƐƚƌĂƟǀĞWĞƌƐƉĞĐƟǀĞĨŽƌŽŶĐĞƉƚƵĂů
Development of the West Side of Beach Boulevard
between Orange Avenue and Ball Road
Η^ƚŽŽƉΗĞƐŝŐŶĞĚĨŽƌWƌŝǀĂĐLJǁŚŝůĞ^Ɵůů
WƌŽǀŝĚŝŶŐŝƌĞĐƚĐĐĞƐƐƚŽƚŚĞ^ƚƌĞĞƚ
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sĂƌŝĞƚLJŽĨƌĐŚŝƚĞĐƚƵƌĂů&ĞĂƚƵƌĞƐ͕ŽůŽƌƐĂŶĚDĂƚĞƌŝĂůƐ
/ŶĚŝǀŝĚƵĂůZŽǁŚŽƵƐĞhŶŝƚƐ&ƌŽŶƟŶŐ^ƚƌĞĞƚ
/ŵƉƌŽǀĞĚ^ƚƌĞĞƚƐĐĂƉĞǁŝƚŚ>ĂŶĚƐĐĂƉŝŶŐĂŶĚƌĂŶĚŝŶŐ ůĞŵĞŶƚƐ
sĂƌŝĞƚLJŽĨĞŶƐŝƟĞƐƚŽĚĚ
/ŶƚĞƌĞƐƚůŽŶŐ^ƚƌĞĞƚƐĐĂƉĞ
68 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
DESCRIPTION
ƐŚŽƉĨƌŽŶƚŝƐĂĨƌŽŶƚĂŐĞǁŚĞƌĞŝŶƚŚĞďƵŝůĚŝŶŐĨĂĕĂĚĞĂŶĚ
ĞŶƚƌĂŶĐĞĂƌĞĂƚƐŝĚĞǁĂůŬŐƌĂĚĞĂŶĚĐůŽƐĞƚŽƚŚĞƉĞĚĞƐƚƌŝĂŶ
njŽŶĞ͘^ŚŽƉĨƌŽŶƚƐŝŶĐůƵĚĞůĂƌŐĞĂƌĞĂƐŽĨƚƌĂŶƐƉĂƌĞŶƚŽƉĞŶŝŶŐƐ
ĂŶĚĚŽŽƌƐĂŶĚĂƌĞĐŽŵŵŽŶůLJĞƋƵŝƉƉĞĚǁŝƚŚĐĂŶƟůĞǀĞƌĞĚƌŽŽĨƐ
ŽƌĂǁŶŝŶŐƐ͘^ŚŽƉĨƌŽŶƚƐƚLJƉŝĐĂůůLJƉƌŽǀŝĚĞĂĐĐĞƐƐĚŝƌĞĐƚůLJĨƌŽŵ
ƐŝĚĞǁĂůŬƐĂŶĚĂƌĞŽƌŝĞŶƚĞĚƚŽĚŝƐƉůĂLJŐƌŽƵŶĚͲůĞǀĞůĐŽŵŵĞƌĐŝĂů
ƵƐĞƐ͘
dŚŝƐĨƌŽŶƚĂŐĞƚLJƉĞŝƐƚLJƉŝĐĂůůLJƵƐĞĚĨŽƌĐŽŵŵĞƌĐŝĂůƵƐĞ͘dŚŝƐ
ĨƌŽŶƚĂŐĞƚLJƉĞĐĂŶďĞƵƐĞĚŝŶĐŽŶũƵŶĐƟŽŶǁŝƚŚƚĞƌƌĂĐĞ͕ĂŶĚŽƌ
ĨŽƌĞĐŽƵƌƚƚŽĐƌĞĂƚĞĂŵŽƌĞĞŶŐĂŐŝŶŐƐƚƌĞĞƚ͘
A. SHOPFRONT FRONTAGE
Building Frontages
ƵŝůĚŝŶŐĨƌŽŶƚĂŐĞƐͶƚŚĞƉŽƌƟŽŶŽĨƚŚĞďƵŝůĚŝŶŐĨĂĐŝŶŐ
ƚŚĞƉƌŝŵĂƌLJƐƚƌĞĞƚͶŚĂǀĞďĞĞŶĐĂƚĞŐŽƌŝnjĞĚďLJƚLJƉĞŝŶ
ƚŚŝƐWůĂŶƚŽĂĚĚƌĞƐƐƚŚĞĚĞƐŝŐŶĞůĞŵĞŶƚƐƚŚĂƚĂƌĞĂ
ĂƌĞ ĂƉƉƌŽƉƌŝĂƚĞ ĨŽƌ Ă ďƵŝůĚŝŶŐΖƐ ŐƌŽƵŶĚ ŇŽŽƌ ĨƌŽŶƚ
ĨĂĐĂĚĞ͘ dŚĞ ƐƚƌĞĞƚ ĨƌŽŶƚĂŐĞ ĞŶǀŝƌŽŶŵĞŶƚ ŝŶĐůƵĚĞƐ
ĂŶLJLJĂƌĚŽƌƐĞƚďĂĐŬĂƌĞĂƚŚĂƚĞdžƚĞŶĚƐƚŽƚŚĞƐƚƌĞĞƚ͘
/ƚŝƐĂŶŝŵƉŽƌƚĂŶƚĞůĞŵĞŶƚŽĨƵƌďĂŶĚĞƐŝŐŶďĞĐĂƵƐĞ
ŝƚ ŝƐ ƚŚĞ ǁĂLJ Ă ďƵŝůĚŝŶŐ ĞŶŐĂŐĞƐ ƚŚĞ ƉƵďůŝĐ ƌĞĂůŵ͘
dŚĞ ĂƌƌĂŶŐĞŵĞŶƚ ĂŶĚ ĚĞƐŝŐŶ ŽĨ ďƵŝůĚŝŶŐ ĨƌŽŶƚĂŐĞƐ
ůĂƌŐĞůLJ ĚĞƚĞƌŵŝŶĞƐ ƚŚĞ ĐŚĂƌĂĐƚĞƌ ŽĨ ƚŚĞ ĂƌĞĂ ĂŶĚ
ƚŚĞ ƋƵĂůŝƚLJ ŽĨ ƚŚĞ ƉĞĚĞƐƚƌŝĂŶ ĞŶǀŝƌŽŶŵĞŶƚ͘ ƚ ƚŚĞ
ŐƌŽƵŶĚ ŇŽŽƌ͕ ƚŚĞ ĨƌŽŶƚĂŐĞ ŝƐ ƚLJƉŝĐĂůůLJ ƚŚĞ ƉƌŝŵĂƌLJ
ĂĐĐĞƐƐƉŽŝŶƚŝŶƚŽĂďƵŝůĚŝŶŐĂŶĚĐŽŶƐĞƋƵĞŶƚůLJǀŝƐƵĂůůLJ
ƌĞŝŶĨŽƌĐĞƐĂďƵŝůĚŝŶŐΖƐΗŚƵŵĂŶƐĐĂůĞΗ͘dŚĞĨƌŽŶƚĂŐĞ
ƚLJƉĞƐĚĞƐĐƌŝďĞĚĂŶĚĚĞƉŝĐƚĞĚŽŶƚŚĞĨŽůůŽǁŝŶŐƉĂŐĞƐ
ĂƌĞĂƉƉƌŽƉƌŝĂƚĞĨŽƌĞĂĐŚŽƵůĞǀĂƌĚ͕>ŝŶĐŽůŶǀĞŶƵĞ͕
KƌĂŶŐĞǀĞŶƵĞ͕ĂŶĚĂůůZŽĂĚ͘
dŚŝƐƐĞĐƟŽŶŝƐƚĞĐŚŶŝĐĂůďĞĐĂƵƐĞŝƚŝƐŝŶƚĞŶĚĞĚƚŽďĞ
ƵƐĞĚďLJƉƌŽƉĞƌƚLJŽǁŶĞƌƐĂŶĚĚĞǀĞůŽƉĞƌƐƚŽŐƵŝĚĞ
ĚŝƐĐƵƐƐŝŽŶƐ ǁŝƚŚ ƚŚĞŝƌ ĂƌĐŚŝƚĞĐƚƐ ĂŶĚ ĚĞƐŝŐŶ ƚĞĂŵ
ǁŚĞŶƉůĂŶŶŝŶŐĂŶĞǁƉƌŽũĞĐƚŽƌƵƉĚĂƟŶŐĂŶĞdžŝƐƟŶŐ
ĨĂĕĂĚĞ͘ WŚŽƚŽƐ ĂŶĚ ĐŽŶĐĞƉƚƵĂů ƌĞŶĚĞƌŝŶŐƐ ĂƌĞ
ƉƌŽǀŝĚĞĚĨŽƌĂĚĚŝƟŽŶĂůĐŽŶƚĞdžƚ͘
BUILDING FRONTAGE
dŚĞƉŽƌƟŽŶŽĨƚŚĞďƵŝůĚŝŶŐĨĂĐŝŶŐƚŚĞƉƌŝŵĂƌLJ
street.
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DESCRIPTION
ĨŽƌĞĐŽƵƌƚŝƐĂĨƌŽŶƚĂŐĞǁŚĞƌĞŝŶĂƉŽƌƟŽŶŽĨƚŚĞďƵŝůĚŝŶŐ
ĨĂĕĂĚĞ ŝƐ ƌĞĐĞƐƐĞĚ ĨƌŽŵ ƚŚĞ ƉƌŝŵĂƌLJ ďƵŝůĚŝŶŐ ĨĂĕĂĚĞ͘ dŚĞ
ĨŽƌĞĐŽƵƌƚŵĂLJďĞƵƐĞĚĂƐĂŶĞŶƚƌLJĐŽƵƌƚĂŶĚŽƉĞŶƐƉĂĐĞĨŽƌ
ƌĞƐŝĚĞŶƟĂůƵƐĞƐ͕ŽƌĂƐĂĚĚŝƟŽŶĂůƐŚŽƉƉŝŶŐŽƌƐĞĂƟŶŐĂƌĞĂƐ
ĨŽƌĐŽŵŵĞƌĐŝĂůƵƐĞƐ͘&ŽƌĞĐŽƵƌƚƐǁŝƚŚůĂƌŐĞƚƌĞĞƐĂŶĚůƵƐŚ
ůĂŶĚƐĐĂƉŝŶŐ ŽīĞƌ ǀŝƐƵĂů ĂŶĚ ĞŶǀŝƌŽŶŵĞŶƚĂů ǀĂƌŝĞƚLJ ƚŽ ƚŚĞ
ƵƌďĂŶƐƚƌĞĞƚƐĐĂƉĞ͘
dŚŝƐĨƌŽŶƚĂŐĞƚLJƉĞŝƐĂƉƉƌŽƉƌŝĂƚĞĨŽƌĞŝƚŚĞƌƌĞƐŝĚĞŶƟĂůĂŶĚͬ
Žƌ ĐŽŵŵĞƌĐŝĂů ƵƐĞƐ͘ ĐŽŵďŝŶĂƟŽŶ ŽĨ ďŽƚŚ ƵƐĞƐ ĐĂŶ ďĞ
ĂĐŚŝĞǀĞĚďLJƵƐŝŶŐƚŚĞĨŽƌĞĐŽƵƌƚĂƐĂƌĞƐŝĚĞŶƟĂůĞŶƚƌĂŶĐĞǁŚŝůĞ
ĐŽŵŵĞƌĐŝĂůƵƐĞƐŽĐĐƵƉLJƐƚƌĞĞƚĂĚũĂĐĞŶƚďƵŝůĚŝŶŐƐƉĂĐĞ͘dŚŝƐ
ƚLJƉĞĐĂŶďĞƵƐĞĚŝŶĐŽŶũƵŶĐƟŽŶǁŝƚŚƐŚŽƉĨƌŽŶƚƐĂŶĚƐƚŽŽƉƐĂƐ
ĂƚƌĂŶƐŝƟŽŶŝŶƚŽƌĞƐŝĚĞŶƟĂůĨƌŽŶƚĂŐĞ͘
͘&KZ KhZd&ZKEd' C. STOOP FRONTAGE
DESCRIPTION
ƐƚŽŽƉŝƐĂĨƌŽŶƚĂŐĞǁŚĞƌĞŝŶƚŚĞďƵŝůĚŝŶŐĨĂĕĂĚĞŝƐƐĞƉĂƌĂƚĞĚ
ĨƌŽŵƚŚĞƐƚƌĞĞƚ͕ƉĂƐĞŽ͕ŽƌŽƉĞŶƐƉĂĐĞ͕ďLJĂŶĞŶƚƌĂŶĐĞƚŽƚŚĞ
ĞůĞǀĂƚĞĚŐƌŽƵŶĚŇŽŽƌŽĨƚŚĞďƵŝůĚŝŶŐ͘dŚĞĞŶƚƌĂŶĐĞŝƐƵƐƵĂůůLJ
ĂŶĞdžƚĞƌŝŽƌƐƚĂŝƌĂŶĚůĂŶĚŝŶŐĂŶĚŵĂLJďĞĐŽǀĞƌĞĚ͘
dŚŝƐĨƌŽŶƚĂŐĞƚLJƉĞŝƐƌĞĐŽŵŵĞŶĚĞĚĨŽƌŐƌŽƵŶĚͲŇŽŽƌƌĞƐŝĚĞŶƟĂů
ƵƐĞƐƚŽĨĂĐŝůŝƚĂƚĞĂƚƌĂŶƐŝƟŽŶĂŶĚƚŽƉƌŽǀŝĚĞƐĞƉĂƌĂƟŽŶ
ďĞƚǁĞĞŶĂŶĂĐƟǀĞƉƵďůŝĐƐƚƌĞĞƚĂŶĚĂƉƌŝǀĂƚĞƌĞƐŝĚĞŶĐĞ͘
70 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
DESCRIPTION
ƚĞƌƌĂĐĞŝƐĂĨƌŽŶƚĂŐĞǁŚĞƌĞƚŚĞďƵŝůĚŝŶŐĨĂĕĂĚĞŝƐƐĞƚďĂĐŬ
ĨƌŽŵƚŚĞƐƚƌĞĞƚ͕ƉĂƐĞŽ͕ŽƌŽƉĞŶƐƉĂĐĞ͕ďLJĂŶĞůĞǀĂƚĞĚŽƉĞŶ
ĂƌĞĂƚŚĂƚŝƐƉĂǀĞĚŽƌƉůĂŶƚĞĚ͘dŚŝƐĨƌŽŶƚĂŐĞƚLJƉĞĐĂŶĞīĞĐƟǀĞůLJ
ďƵīĞƌďƵŝůĚŝŶŐƵƐĞƐĨƌŽŵƚŚĞƐŝĚĞǁĂůŬ͘
dŚŝƐƚLJƉĞŝƐƌĞĐŽŵŵĞŶĚĞĚĨŽƌƌĞƐŝĚĞŶƟĂůĂŶĚĐŽŵŵĞƌĐŝĂůƵƐĞ
ĂƐŝƚĂůůŽǁƐĨŽƌƐĞŵŝͲƉƌŝǀĂƚĞƵƐĞŽĨĨƌŽŶƚĂŐĞĂƌĞĂƐ͘
E. TERRACE FRONTAGE
DESCRIPTION
WŽƌĐŚĨƌŽŶƚĂŐĞŝƐĂĐŽŵŵŽŶĨƌŽŶƚĂŐĞǁŚĞƌĞƚŚĞĨĂĐĂĚĞŝƐƐĞƚ
ďĂĐŬĨƌŽŵƚŚĞƌŝŐŚƚŽĨǁĂLJĂŶĚĂƉŽƌĐŚŝƐĂƉƉĞŶĚĞĚƚŽƚŚĞ
ĨĂĕĂĚĞ͕ĞŶĐƌŽĂĐŚŝŶŐŝŶƚŽƚŚĞĨƌŽŶƚLJĂƌĚ͘dŚŝƐĨƌŽŶƚĂŐĞƚLJƉĞŝƐ
ƉƌŝŵĂƌŝůLJĂƐƐŽĐŝĂƚĞĚǁŝƚŚƐŝŶŐůĞĨĂŵŝůLJŚŽƵƐĞƐ͕ďƵƚƵƐĞĚǁŝƚŚ
ŽƚŚĞƌďƵŝůĚŝŶŐƚLJƉĞƐĚĞƉĞŶĚŝŶŐŽŶƚŚĞĐŽŶƚĞdžƚŝŶĂůůĐĂƐĞƐ͘
WŽƌĐŚĞƐƚLJƉŝĐĂůůLJŚĂǀĞĂĨĞŶĐĞĚĞĮŶŝŶŐƚŚĞĂƌĞĂŽĨƚŚĞƉŽƌĐŚ
ĂƐǁĞůůĂƐĂŶŽǀĞƌŚĂŶŐŽƌŽǀĞƌŚĞĂĚĐŽǀĞƌĂŐĞ͘
ĨĞŶĐĞŽƌǁĂůůĂƚƚŚĞƉƌŽƉĞƌƚLJůŝŶĞǁŽƵůĚŶŽƚďĞƵƐĞĚƚŽ
ĚĞĮŶĞƚŚĞƉƌŝǀĂƚĞƐƉĂĐĞǁŚĞƌĞƉŽƌĐŚĞƐĂƌĞƉƌŽǀŝĚĞĚ͘
F. PORCH FRONTAGE
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ71
4
4.3.3 Beach Boulevard Re-Design
ĞĂĐŚ ŽƵůĞǀĂƌĚ ŝƐ Ă ƐƚƌĞĞƚ ŽĨ ƌĞŐŝŽŶĂů ĂŶĚ ůŽĐĂů
ŝŵƉŽƌƚĂŶĐĞ͘ƐĂ^ƚĂƚĞ,ŝŐŚǁĂLJĂŶĚĂŶĞŝŐŚƚͲůĂŶĞ͕
ŚŝŐŚͲĐĂƉĂĐŝƚLJĨĂĐŝůŝƚLJ͕ŝƚƉƌŽǀŝĚĞƐĂĚŝƌĞĐƚĐŽŶŶĞĐƟŽŶ
ƚŽŵƵůƟƉůĞĨƌĞĞǁĂLJƐ͕ĂƐǁĞůůĂƐƚŚĞďĞĂĐŚ͘/ƚŝƐĂůƐŽƚŚĞ
ŶŽƌƚŚͲƐŽƵƚŚƐƉŝŶĞĨŽƌůŽĐĂůƚƌĂĸĐƚƌĂǀĞůŝŶŐƚŽŶĞĂƌďLJ
ĐŝƟĞƐ ĨŽƌ ǁŽƌŬ͕ ƐĐŚŽŽů Žƌ ƐŚŽƉƉŝŶŐ͘ dŚŝƐ ƐĞĐƟŽŶ
ĞdžƉůŽƌĞƐǁĂLJƐƚŽŝŵƉƌŽǀĞƚŚĞďŽƵůĞǀĂƌĚƐŽƚŚĂƚŝƚŝƐ
ŵŽƌĞĂƩƌĂĐƟǀĞ͕ĚƌĂǁƐŶĞǁĚĞǀĞůŽƉŵĞŶƚ͕ĂƐǁĞůůĂƐ
ƉƌŽǀŝĚĞĂƐĂĨĞƌĂŶĚŵŽƌĞƉůĞĂƐĂŶƚĞŶǀŝƌŽŶŵĞŶƚƚŽ
ǁĂůŬĂŶĚďŝŬĞ͘
dŚĞŝƚLJŝƐĐŽŶƐŝĚĞƌŝŶŐƌĞůŝŶƋƵŝƐŚŵĞŶƚŽĨƚŚĞĞĂĐŚ
ŽƵůĞǀĂƌĚƌŝŐŚƚͲŽĨͲǁĂLJĨƌŽŵĂůƚƌĂŶƐƐŽƚŚĂƚƚŚĞŝƚLJ
ǁŽƵůĚ ŚĂǀĞ ĐŽŶƚƌŽů ŽǀĞƌ Ăůů ŝŵƉƌŽǀĞŵĞŶƚƐ ǁŝƚŚŝŶ
ƚŚĞ ƌŝŐŚƚͲŽĨͲǁĂLJ͕ ŝŶĐůƵĚŝŶŐ ƐŝĚĞǁĂůŬƐ͕ ůĂŶĚƐĐĂƉŝŶŐ͕
ŵĞĚŝĂŶƐ͕ĚƌŝǀĞǁĂLJĂĐĐĞƐƐ͕ƉĞĚĞƐƚƌŝĂŶĐƌŽƐƐŝŶŐƐ͕ĂŶĚ
ĂŶLJŶĞĐĞƐƐĂƌLJůĂŶĞŝŵƉƌŽǀĞŵĞŶƚƐƚŽĂĐĐŽŵŵŽĚĂƚĞ
ƚƌĂĸĐ͘dŚŝƐƚƌĂŶƐĨĞƌƉƌŽĐĞƐƐŚĂƐĂůƌĞĂĚLJŽĐĐƵƌƌĞĚĨŽƌ
ƚŚĞƐĞŐŵĞŶƚŽĨĞĂĐŚŽƵůĞǀĂƌĚŝŶƚŚĞŝƚLJŽĨƵĞŶĂ
WĂƌŬ͘dŚĞƌĞůŝŶƋƵŝƐŚŵĞŶƚƉƌŽĐĞƐƐĐĂŶƚĂŬĞĂŶLJǁŚĞƌĞ
ďĞƚǁĞĞŶϮϰĂŶĚϯϲͲŵŽŶƚŚƐ͘
ZĞŐĂƌĚůĞƐƐ ŽĨ ƚŚĞ ŽƵƚĐŽŵĞ ŽĨ ƚŚĞ ƌĞůŝŶƋƵŝƐŚŵĞŶƚ
ĚĞĐŝƐŝŽŶ͕ ůĂŶĚƐĐĂƉĞ ŝŵƉƌŽǀĞŵĞŶƚƐ ǁŝůů ďĞ
ŝŶĐŽƌƉŽƌĂƚĞĚĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚƚŽĐƌĞĂƚĞĂ
ƵŶŝƋƵĞŝĚĞŶƟƚLJʹĚŝīĞƌĞŶƚĨƌŽŵŽƚŚĞƌĂƌƚĞƌŝĂůƐŝŶƚŚĞ
ŝƚLJĂŶĚŽƚŚĞƌƐĞŐŵĞŶƚƐŽĨƚŚŝƐƌŽĂĚƚŽƚŚĞŶŽƌƚŚ
ĂŶĚ ƐŽƵƚŚ͘ ,ŽǁĞǀĞƌ͕ ƚŚĞ ŝƚLJ ǁŽƵůĚ ŚĂǀĞ ŐƌĞĂƚĞƌ
ĐŽŶƚƌŽů ŽǀĞƌ ƚŚĞ ƟŵŝŶŐ ĂŶĚ ĐŚŽŝĐĞ ŽĨ ƐƚƌĞĞƚƐĐĂƉĞ
ĞŶŚĂŶĐĞŵĞŶƚƐŝĨƚŚĞŝƚLJĂƐƐƵŵĞƐŽǁŶĞƌƐŚŝƉŽĨƚŚĞ
ƌŽĂĚǁĂLJ͘dŚĞĐŽŵŵƵŶŝƚLJĞdžƉƌĞƐƐĞĚĂĚĞƐŝƌĞĨŽƌĂ
ƚƌĞĞƉĂůĞƩĞƚŚĂƚƉƌŽǀŝĚĞĚĐŽůŽƌ͕ƐŚĂĚĞ͕ĂŶĚƐĞĂƐŽŶĂů
ĐŚĂŶŐĞƐ͘dŚĞLJĂůƐŽǁĂŶƚĞĚĂƉĂůĞƩĞƚŚĂƚĐŽƵůĚĞĂƐŝůLJ
ďĞŝŶƚĞŐƌĂƚĞĚǁŝƚŚƚŚĞůĂŶĚƐĐĂƉŝŶŐŽĨĐŽŵŵĞƌĐŝĂů͕
ŽĸĐĞĂŶĚƌĞƐŝĚĞŶƟĂůƵƐĞƐĂůŽŶŐƚŚĞďŽƵůĞǀĂƌĚ͘
dŚĞĞdžŝƐƟŶŐƐŝĚĞǁĂůŬƌĂŶŐĞƐĨƌŽŵϱƚŽϭϬĨĞĞƚ͕ǁŝƚŚ
ĂŶŽĐĐĂƐŝŽŶĂůƐƚƌĞĞƚƚƌĞĞĂĚũĂĐĞŶƚƚŽƚŚĞĐƵƌď͘dŚĞ
ƌĞĚĞƐŝŐŶŽĨƚŚŝƐƉĞĚĞƐƚƌŝĂŶnjŽŶĞǁŝůůŝŶĐůƵĚĞĂƉůĂŶƚĞĚ
ůĂŶĚƐĐĂƉĞďƵīĞƌďĞŚŝŶĚƚŚĞĐƵƌďƚŽƐĞƉĂƌĂƚĞĐĂƌƐ
ĂŶĚƉĞĚĞƐƚƌŝĂŶƐĂŶĚĐƌĞĂƚĞĂĐŽŶƟŶƵŽƵƐůĂŶĚƐĐĂƉĞ
ĞĚŐĞ ĂĚũĂĐĞŶƚ ƚŽ ƚŚĞ ƚƌĂǀĞů ůĂŶĞƐ͘ ƚ ƚŚĞ ďĂĐŬ ŽĨ
ƚŚĞ ƐŝĚĞǁĂůŬ͕ ƐƚƌĞĞƚ ƚƌĞĞƐ ǁŝůů ďĞ ƉůĂŶƚĞĚ͕ ǁŚŝĐŚ
ǁŝůů ƉƌŽǀŝĚĞ ĐŽůŽƌ ĂŶĚ ƐŚĂĚĞ ĨŽƌ ƉĞĚĞƐƚƌŝĂŶƐ͘ dŚĞ
ĞdžŝƐƟŶŐŵĞĚŝĂŶĂŶĚƚƵƌŶůĂŶĞ͕ǁŚŝĐŚƌĂŶŐĞƐŝŶǁŝĚƚŚ
ĨƌŽŵϯ͘ϱƚŽϭϴĨĞĞƚǁŝůůƌĞŵĂŝŶ͕ĂŶĚǁŝůůĂůƐŽŝŶĐůƵĚĞ
ůĂŶĚƐĐĂƉŝŶŐ͘ &ŝŐƵƌĞ ϰͲϵ ďĞůŽǁ͕ ŝůůƵƐƚƌĂƚĞƐ ƚŚŝƐ ŶĞǁ
ƚLJƉŝĐĂůĐƌŽƐƐͲƐĞĐƟŽŶĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘
&ŝŐƵƌĞϰͲϵWƌŽƉŽƐĞĚ^ƚƌĞĞƚƌŽƐƐ^ĞĐƟŽŶͲĞĂĐŚŽƵůĞǀĂƌĚ
ϱΖϯΖϯΖ ϭϯΖ ϭϭΖ ϭϭΖ ϭϭΖ ϯ͘ϱΖʹϭϴΖ ϭϭΖ ϭϭΖ ϭϭΖ ϭϯΖϯΖ ϯΖ ϱΖ ϯΖϯΖ
WƵďůŝĐ ĂƐĞŵĞŶƚŽƌ
ĞĚŝĐĂƟŽŶĨŽƌ^ƚƌĞĞƚ
dƌĞĞƐ
ZKt
WƵďůŝĐ ĂƐĞŵĞŶƚŽƌ
ĞĚŝĐĂƟŽŶĨŽƌ^ƚƌĞĞƚ
dƌĞĞƐ
^ŝĚĞǁĂůŬ ^ŝĚĞǁĂůŬdƌĂǀĞů>ĂŶĞƐ dƌĂǀĞů>ĂŶĞƐǀŐ͘DĞĚŝĂŶĂŶĚ
dƵƌŶ>ĂŶĞϰϲΖ ϰϲΖϭϭΖ ϭϭΖ
ϭϯϮΖͲϭϰϰΖ
ZKt
ZŝŐŚƚͲŽĨͲtĂLJ
72 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
4.3.4 Planting Palette
dŚĞƐĞůĞĐƟŽŶŽĨĨƵƚƵƌĞƐƚƌĞĞƚƚƌĞĞƐĨŽƌĞĂĐŚŽƵůĞǀĂƌĚ
ŝƐĂŶĞƐƐĞŶƟĂůĞůĞŵĞŶƚŝŶĞƐƚĂďůŝƐŚŝŶŐĂƌĞǀŝƚĂůŝnjĞĚĂŶĚ
ƵŶŝƋƵĞŝĚĞŶƟƚLJĨŽƌtĞƐƚŶĂŚĞŝŵ͘ƚƌĞĞƉĂůĞƩĞǁĂƐ
ĚĞǀĞůŽƉĞĚǁŝƚŚƚŚĞŽŵŵƵŶŝƚLJĚǀŝƐŽƌLJŽŵŵŝƩĞĞ
ƚŚƌŽƵŐŚƚŚĞĐĂƌĞĨƵůƐĞůĞĐƟŽŶŽĨƚƌĞĞƐǁŚŝĐŚƌĞƐƉŽŶĚ
ƚŽƚŚĞĂǀĂŝůĂďůĞƉůĂŶƟŶŐĂƌĞĂĂŶĚĂƌĞĐŽŶƐŝƐƚĞŶƚǁŝƚŚ
ƚŚĞŝƚLJ͛ƐĂƉƉƌŽǀĞĚƉůĂŶƚĂŶĚƚƌĞĞƉĂůĞƩĞ͘dŚĞĚLJŶĂŵŝĐ
ŶĂƚƵƌĞŽĨƚŚĞƐƚƌĞĞƚĨƌŽŶƚĂŐĞĂůůŽǁƐĨŽƌĂŶĂůƚĞƌŶĂƟŶŐ
ƐƉĞĐŝĞƐƉĂƩĞƌŶĂŶĚƉůĂŶƟŶŐƐĞƋƵĞŶĐĞ͘
dŚĞĚĞƐŝŐŶĐŽŶĐĞƉƚĨŽƌƚŚĞƚƌĞĞƉůĂŶƟŶŐƉůĂŶŝƐƚŽ
ƉƌŽǀŝĚĞĂƐĞŶƐĞŽĨƌŚLJƚŚŵƚŚƌŽƵŐŚƚŚĞƌĞƉĞƟƟŽŶĂŶĚ
ĂůƚĞƌŶĂƟŽŶŽĨƚǁŽƉƌŝŵĂƌLJǀŝƐƵĂůĐƵĞƐͲĐŽůŽƌĂŶĚƐŝnjĞ͘
dŚĞƵƐĞŽĨƚƌĞĞƐǁŝƚŚƐŵĂůůŐƌŽǁƚŚŚĂďŝƚƐƌĞƐƉŽŶĚƐƚŽ
ƚŚĞƉĞĚĞƐƚƌŝĂŶƐĐĂůĞŽĨƚŚĞĞŶǀŝƌŽŶŵĞŶƚŝŶĐŽŶƚƌĂƐƚƚŽ
ƚŚĞůĂƌŐĞƌĐĂŶŽƉLJƚƌĞĞƐ͘ZŚLJƚŚŵŝƐĂůƐŽƌĞƉƌĞƐĞŶƚĞĚŝŶ
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ƉůĂŶƟŶŐ ƉůĂŶ ŝƐ ĐŽŶƐŝĚĞƌĞĚ ĐŽŶĐĞƉƚƵĂů͘ ůů ĂƐͲďƵŝůƚ
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ƚŚĞWƵďůŝĐtŽƌŬƐĞƉĂƌƚŵĞŶƚ͘
dŚĞŵĂŐĞŶƚĂͲƌĞĚƉĂƩĞƌŶŽĨƚŚĞƚƌĞĞƉĂůĞƩĞŵĂƌŬƐƚŚĞ
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dŚĞtĞƐƚĞƌŶZĞĚďƵĚĂŶŶŽƵŶĐĞƐƚŚĞĂƌƌŝǀĂůŽĨƐƉƌŝŶŐ
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ŝŶƚĞƌĞƐƚŝƐĐƌĞĂƚĞĚŶŽƚŽŶůLJǁŝƚŚĚƌĂŵĂƟĐĐŽůŽƌƐďƵƚĂůƐŽ
ŝŶƚĞƌĞƐƟŶŐďƌĂŶĐŚŝŶŐƉĂƩĞƌŶƐ͘dŚĞĚĞĐŝĚƵŽƵƐtĞƐƚĞƌŶ
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ĂƵƚƵŵŶŵŽŶƚŚƐďĞĨŽƌĞůŽƐŝŶŐŝƚƐůĞĂǀĞƐ͘tŝƚŚƉƌŽƉĞƌ
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ĐƌĞĂƚĞĂƐƚƌŝŬŝŶŐǀŝĞǁĂůŽŶŐƚŚĞŽƌƌŝĚŽƌ͘
Western RedbudĂĚĚƐǀŝƐƵĂůŝŶƚĞƌĞƐƚǁŝƚŚƚŚĞŝƌŵĂŐĞŶƚĂƉŝŶŬƚŽƌĞĚĚŝƐŚ
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ƚƌĞĞǁŝůůůĞĂĨŽƵƚ͘ƵƌŝŶŐƚŚĞĨĂůůƚŽǁŝŶƚĞƌŵŽŶƚŚƐƚŚĞĂƵƚƵŵŶĚŝƐƉůĂLJŽĨ
ĐŽůŽƌĐŽŶƐŝƐƚƐŽĨďƌŝŐŚƚLJĞůůŽǁƐƚƵƌŶŝŶŐƚŽƌĞĚĂŶĚĮŶĂůůLJďƌŽǁŶ͘
EĞǁĞĂůĂŶĚŚƌŝƐƚŵĂƐdƌĞĞŝƐĂŶĞǀĞƌŐƌĞĞŶĂŶĚǁŝůůƉƌŽǀŝĚĞůĂƐƟŶŐ
ĚĂƌŬŐƌĞĞŶĐŽůŽƌƚŚƌŽƵŐŚŽƵƚƚŚĞLJĞĂƌ͘ƵƌŝŶŐƐƉƌŝŶŐĂŶĚĐĂƌƌLJŝŶŐŝŶƚŽ
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Water Gum Tree ĂůƐŽƉƌŽǀŝĚĞƐůĂƐƟŶŐLJĞĂƌůŽŶŐĐŽůŽƌǁŝƚŚŝƚƐĞǀĞƌŐƌĞĞŶ
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ĐŽůŽƌĞĚĐĂŶŽƉLJ͘
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ĞŶƚĞƌĂƚĂĐŬŽĨ
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ĨƌŽŵƌŝǀĞǁĂLJƐ͕hƟůŝƚLJ
WŽůĞƐ͕ĂŶĚ^ƚƌĞĞƚ>ŝŐŚƚƐ
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HEARING DRAFT OCTOBER 2018 | d, W>Eͮ73
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ŶƚƌŝĞƐƐŚĂůůďĞŇĂŶŬĞĚďLJŽŶĞEĞǁĞĂůĂŶĚŚƌŝƐƚŵĂƐdƌĞĞŽŶĞĂĐŚƐŝĚĞ͕ĂtĞƐƚĞƌŶZĞĚďƵĚǁŝůůďĞƉůĂĐĞĚďĞƚǁĞĞŶ
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ůůdƌĞĞƐǁŝůůďĞƉůĂŶƚĞĚďĞŚŝŶĚƚŚĞƐŝĚĞǁĂůŬĂƚϯϬ͛ŽŶĐĞŶƚĞƌ͘
ůůƚƌĞĞƐĂƌĞĂƚůĞĂƐƚϮϱ͛ĂǁĂLJĨƌŽŵŝŶƚĞƌƐĞĐƟŽŶƐ͘
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dLJƉĞ͗^ŚƌƵď
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗sĂƌŝĞƐ
KDWdEd>W>hD
ĂƌŝƐƐĂŵĂĐƌŽĐĂƌƉĂ
ΖŽdžǁŽŽĚĞĂƵƚLJΖ
,ĞŝŐŚƚ͗ϮŌ
^ƉƌĞĂĚ͗ϮŌ
dLJƉĞ͗^ŚƌƵď
tĂƚĞƌhƐĞ͗>ŽǁͲDŽĚĞƌĂƚĞ
&ůŽǁĞƌŽůŽƌ͗tŚŝƚĞ
NEW GOLD LANTANA
>ĂŶƚĂŶĂdžΖEĞǁ'ŽůĚΖ
,ĞŝŐŚƚ͗ϭϮͲϭϱŝŶ
^ƉƌĞĂĚ͗ϭϮͲϮϰŝŶ
dLJƉĞ͗WĞƌĞŶŶŝĂů
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗zĞůůŽǁ
^EdZh
PYRACANTHA
WLJƌĂĐĂŶƚŚĂŬŽŝĚnjƵŵŝŝΖ^ĂŶƚĂ
ƌƵnjΖ
,ĞŝŐŚƚ͗ϱŌ
^ƉƌĞĂĚ͗ϮͲϯŌ
dLJƉĞ͗^ŚƌƵďͬ'ƌŽƵŶĚĐŽǀĞƌ
tĂƚĞƌhƐĞ͗DŽĚĞƌĂƚĞ
&ůŽǁĞƌŽůŽƌ͗tŚŝƚĞ
Ed>W>hDΖ'Z E
ZW dΖ
ĂƌŝƐƐĂŵĂĐƌŽĐĂƌƉĂ͚'ƌĞĞŶ
ĂƌƉĞƚ͛
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tĞŝŐŚƚ͗ϰͲϱŌ
dLJƉĞ͗^ŚƌƵďͬ'ƌŽƵŶĚĐŽǀĞƌ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗tŚŝƚĞ
76 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
d> ϰͳϮdZ EW>EdW> dd
^,Zh^E'ZKhEKs ZΈKEd/Eh Ή
BALLERINA INDIAN
HAWTHORN
ZŚĂƉŚŝŽůĞƉŝƐŝŶĚŝĐĂ
ΖĂůůĞƌŝŶĂΖ
,ĞŝŐŚƚ͗ϮͲϯŌ
^ƉƌĞĂĚ͗ϮͲϯŌ
dLJƉĞ͗^ŚƌƵď
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗WŝŶŬ
>h ^'
^ĂůǀŝĂĐůĞǀĞůĂŶĚŝŝ
,ĞŝŐŚƚ͗ϰͲϱŌ
^ƉƌĞĂĚ͗ϰͲϱŌ
dLJƉĞ͗^ŚƌƵď
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗ůƵĞsŝŽůĞƚ
,hDD/E'/Z^'
^ĂůǀŝĂƐƉĂƚŚĂĐĞĂ
,ĞŝŐŚƚ͗ϭͲϮŌ
^ƉƌĞĂĚ͗ϰͲϱŌ
dLJƉĞ͗WĞƌĞŶŶŝĂů
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗ZŽƐĞWŝŶŬ
COAST ROSEMARY
tĞƐƚƌŝŶŐŝĂĨƌƵƟĐŽƐĂ
,ĞŝŐŚƚ͗ϰͲϲŌ
^ƉƌĞĂĚ͗ϲͲϭϮŌ
dLJƉĞ͗^ŚƌƵď
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗tŚŝƚĞ
^hh> Ed^
'Z E KE/hD
ĞŽŶŝƵŵΖDŝŶƚ^ĂƵĐĞƌΖ
,ĞŝŐŚƚ͗ϮͲϯŌ
^ƉƌĞĂĚ͗ϭͲϮŌ
dLJƉĞ͗^ƵĐĐƵůĞŶƚ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗zĞůůŽǁ
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ƵƉŚŽƌďŝĂŵŝůŝŝ
,ĞŝŐŚƚ͗ϯͲϲŌ
^ƉƌĞĂĚ͗ϮͲϯŌ
dLJƉĞ͗^ƵĐĐƵůĞŶƚ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗sĂƌŝĞƐ
>h >&>K
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,ĞŝŐŚƚ͗ϭͲϮŌ
^ƉƌĞĂĚ͗ϭͲϮŌ
dLJƉĞ͗^ƵĐĐƵůĞŶƚ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗KƌĂŶŐĞ
CHALK LIVEFOREVER
ƵĚůĞLJĂƉƵůǀĞƌƵůĞŶƚĂ
,ĞŝŐŚƚ͗ϭͲϮŌ
^ƉƌĞĂĚ͗ϭͲϮŌ
dLJƉĞ͗^ƵĐĐƵůĞŶƚ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗ZĞĚ
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ77
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d> ϰͳϮdZ EW>EdW> dd
^hh> Ed^ΈKEd/Eh Ή
,WZZ>zh͕
KhZ>KZΖ^E>
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,ĞŝŐŚƚ͗ϮͲϯŌ
^ƉƌĞĂĚ͗ϯͲϰŌ
dLJƉĞ͗^ƵĐĐƵůĞŶƚ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗tŚŝƚĞ
> W,EdΖ^&KK
WŽƌƚƵůĂĐĂƌŝĂĂĨƌĂ
,ĞŝŐŚƚ͗ϴͲϭϮŌ
^ƉƌĞĂĚ͗ϰͲϲŌ
dLJƉĞ͗^ƵĐĐƵůĞŶƚ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗>ĂǀĞŶĚĞƌ
'Z^^ ^E'Z^^ͳ>/<
PACIFIC REEDGRASS
ĂůĂŵĂŐƌŽƐƟƐŶƵƚŬĂĞŶƐŝƐ
,ĞŝŚƚ͗ϮͲϯŌ
^ƉƌĞĂĚ͗ϰŌ
dLJƉĞ͗'ƌĂƐƐ
tĂƚĞƌhƐĞ͗DŽĚĞƌĂƚĞͲ,ŝŐŚ
&ůŽǁĞƌŽůŽƌ͗dĂŶ
BERKELEY SEDGE
ĂƌĞdžĚŝǀƵůƐĂ
,ĞŝŚƚ͗ϭͲϮŌ
^ƉƌĞĂĚ͗ϭͲϮŌ
dLJƉĞ͗'ƌĂƐƐͲ>ŝŬĞ
tĂƚĞƌhƐĞ͗DŽĚĞƌĂƚĞ
&ůŽǁĞƌŽůŽƌ͗ƌŽǁŶ
>h &>y>/>z
ŝĂŶĞůůĂĐĂĞƌƵůĞĂΖĂƐƐĂ
ůƵĞΖ
,ĞŝŚƚ͗ϭͲϮŌ
^ƉƌĞĂĚ͗ϭŌ
dLJƉĞ͗'ƌĂƐƐͲ>ŝŬĞ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗>ŝŐŚƚůƵĞ
WHITE STRIPED
d^DE&>y>/>z
ŝĂŶĞůůĂƚĂƐŵĂŶŝĐĂ
ΖsĂƌŝĞŐĂƚĂΖ
,ĞŝŚƚ͗ϭͲϮŌ
^ƉƌĞĂĚ͗ϭŌ
dLJƉĞ͗'ƌĂƐƐͲ>ŝŬĞ
tĂƚĞƌhƐĞ͗DŽĚĞƌĂƚĞ
&ůŽǁĞƌŽůŽƌ͗ůƵĞ
>/dd> Z s&>y>/>z
ŝĂŶĞůůĂƌĞǀŽůƵƚĂ>ŝƩůĞZĞǀ
,ĞŝŚƚ͗ϮͲϰŝŶ
tĞŝŐŚƚ͗ϭͲϮŌ
dLJƉĞ͗'ƌĂƐƐͲ>ŝŬĞ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗ůƵĞsŝŽůĞƚ
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&ĞƐƚƵĐĂĐĂůŝĨŽƌŶŝĐĂ
,ĞŝŚƚ͗ϮͲϯŌ
^ƉƌĞĂĚ͗ϭͲϮŌ
dLJƉĞ͗'ƌĂƐƐ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗zĞůůŽǁ
78 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
d> ϰͳϮdZ EW>EdW> dd
'Z^^ ^E'Z^^ͳ>/< ΈKEd/Eh Ή
KDDKEZh^,
:ƵŶĐƵƐĞīƵƐƵƐ
,ĞŝŚƚ͗ϮͲϰŌ
^ƉƌĞĂĚ͗ϮͲϰŌ
dLJƉĞ͗'ƌĂƐƐͲ>ŝŬĞ
tĂƚĞƌhƐĞ͗DŽĚĞƌĂƚĞ
&ůŽǁĞƌŽůŽƌ͗zĞůůŽǁ
GIANT WILD RYE
>ĞLJŵƵƐĐŽŶĚĞŶƐĂƚƵƐ
,ĞŝŚƚ͗ϮͲϯŌ
^ƉƌĞĂĚ͗ϭͲϮŌ
dLJƉĞ͗'ƌĂƐƐ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗'ŽůĚĞŶtŚĞĂƚ
DEER GRASS
DƵŚůĞŶďĞƌŐŝĂƌŝŐĞŶƐ
,ĞŝŚƚ͗ϰͲϱŌ
tĞŝŐŚƚ͗ϰͲϲŌ
dLJƉĞ͗'ƌĂƐƐ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗^ŝůǀĞƌ
d>^& ^h
&ĞƐƚƵĐĂŵĂŝƌĞŝ
,ĞŝŚƚ͗ϮͲϯŌ
^ƉƌĞĂĚ͗ϮͲϯŌ
dLJƉĞ͗'ƌĂƐƐ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗tŚŝƚĞ
>/:,>h & ^h
&ĞƐƚƵĐĂŐůĂƵĐĂΖ ůŝũĂŚůƵĞΖ
,ĞŝŚƚ͗ϭŌ
^ƉƌĞĂĚ͗ϭͲϮŌ
dLJƉĞ͗'ƌĂƐƐ
tĂƚĞƌhƐĞ͗>Žǁ
&ůŽǁĞƌŽůŽƌ͗'ŽůĚĞŶ
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ79
4
80 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚĞůĂŶĚƐĐĂƉŝŶŐǁŝƚŚŝŶĞdžŝƐƟŶŐŵĞĚŝĂŶƐŝƐŝŶĞdžĐĞůůĞŶƚ
ĐŽŶĚŝƟŽŶ͘ /ƚ ŝƐ ĂŶƟĐŝƉĂƚĞĚ ƚŚĂƚ ƚŚĞ ĞdžŝƐƟŶŐ ŵĞĚŝĂŶ
ĐŽŶĮŐƵƌĂƟŽŶĂŶĚƉůĂŶƟŶŐǁŝůůƌĞŵĂŝŶ͘WůĂŶƚƐĂŶĚƚƌĞĞƐ
ƚŚĂƚŶĞĞĚƚŽďĞƌĞƉůĂĐĞĚŽǀĞƌƟŵĞƐŚŽƵůĚďĞƐĞůĞĐƚĞĚ
ĨƌŽŵƚŚĞƚƌĞĞĂŶĚƉůĂŶƚƉĂůĞƩĞ͕dĂďůĞϰͲϮ͘
^ƉĞĐŝĂůĂĐĐŽŵŵŽĚĂƟŽŶƐŵĂLJŶĞĞĚƚŽďĞŵĂĚĞƚŽĂůůŽǁ
ƚƌĞĞŐƌŽǁƚŚǁŚŝůĞƐƟůůŵĂŝŶƚĂŝŶŝŶŐƐƵĸĐŝĞŶƚƐƉĂĐĞĨŽƌ
ƐŝĚĞǁĂůŬƐĂŶĚďƵŝůĚŝŶŐƐ͘/ƚŝƐƌĞĐŽŵŵĞŶĚĞĚƚŚĂƚƐƚƌĞĞƚ
ƚƌĞĞƐ ďĞ ƉůĂŶƚĞĚ ŝŶ ^ŝůǀĂ ĞůůƐ ǁŚĞƌĞ ĂƉƉƌŽƉƌŝĂƚĞ͘
dŽ ĞŶƐƵƌĞ ƚŚĂƚ ƚŚŝƐ ĐŽŶĐĞƉƚ ŝƐ ĨĞĂƐŝďůĞ ĂůŽŶŐ ĞĂĐŚ
ŽƵůĞǀĂƌĚ͕ƚŚĞŝƚLJƐŚŽƵůĚĐŽŶƐŝĚĞƌŝŵƉůĞŵĞŶƟŶŐĂ
ƉŝůŽƚƉƌŽŐƌĂŵƚŽƚĞƐƚƚŚŝƐƚLJƉĞŽĨƐLJƐƚĞŵ͘dŚĞƐĞŐƌŝĚͲůŝŬĞ
ƐƚƌƵĐƚƵƌĞƐƉƌĞǀĞŶƚƐŽŝůĐŽŵƉĂĐƟŽŶ͕ĂůůŽǁŝŶŐĨŽƌŐƌĞĂƚĞƌ
ƌŽŽƚŐƌŽǁƚŚĂŶĚŝŵƉƌŽǀŝŶŐƚƌĞĞŚĞĂůƚŚĂŶĚůŝĨĞƐƉĂŶ͘
dŚĞŚŝŐŚůLJƉĞƌǀŝŽƵƐůĂLJĞƌŽĨƐŽŝůďĞŶĞĂƚŚƚŚĞƚƌĞĞƐ
ĂůƐŽŝŵƉƌŽǀĞƐƐƚŽƌŵǁĂƚĞƌŵĂŶĂŐĞŵĞŶƚďLJĂďƐŽƌďŝŶŐ
ƌƵŶŽī͘
dŚĞ ƐŚƌƵď ĂŶĚ ŐƌŽƵŶĚ ĐŽǀĞƌ ƉĂůĞƩĞ ŚĂƐ ďĞĞŶ
ƐĞůĞĐƚĞĚĨƌŽŵƚŚĞŝƚLJ͛ƐƌŽƵŐŚƚdŽůĞƌĂŶƚWůĂŶƚ>ŝƐƚƚŽ
ĐŽŵƉůĞŵĞŶƚƚŚĞŵĂŐĞŶƚĂͲƌĞĚƐƚƌĞĞƚƚƌĞĞƉĂƩĞƌŶ͘dŚĞ
ƚƌĞĞĂŶĚƉůĂŶƚůŝƐƚŝƐƉƌŽǀŝĚĞĚŝŶdĂďůĞϰͲϮ͕dƌĞĞĂŶĚ
WĂůĞƩĞ͘
4.3.5 Recent Caltrans Enhancements
ĂůƚƌĂŶƐŚĂƐĂůƐŽĐŽŵƉůĞƚĞĚĂĨĞǁĞŶŚĂŶĐĞŵĞŶƚĂŶĚ
ƐĂĨĞƚLJƉƌŽũĞĐƚƐĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘ŶĞǁƚƌĂĸĐ
ƐŝŐŶĂůĂŶĚƉĞĚĞƐƚƌŝĂŶĐƌŽƐƐŝŶŐŚĂǀĞďĞĞŶĐŽŵƉůĞƚĞĚ
Ăƚ ^ƚŽŶLJďƌŽŽŬ ƌŝǀĞ ĂŶĚ ĞĂĐŚ ŽƵůĞǀĂƌĚ͘ DĞĚŝĂŶ
ĞŶŚĂŶĐĞŵĞŶƚƐĂŶĚĂĨĞŶĐĞŚĂǀĞĂůƐŽďĞĞŶĐŽŵƉůĞƚĞĚ
ŽŶĞĂĐŚŽƵůĞǀĂƌĚďĞƚǁĞĞŶ>LJŶƌŽƐĞƌŝǀĞĂŶĚ
^ƚŽŶĞLJďƌŽŽŬ ƌŝǀĞ͘ ^ĞĐƟŽŶ ϰ͘ϲ͕ DŽďŝůŝƚLJ͕ ĨƵƌƚŚĞƌ
ĚŝƐĐƵƐƐĞƐƉĞĚĞƐƚƌŝĂŶĞŶŚĂŶĐĞŵĞŶƚƐĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ͘
dŚĞĞdžŝƐƟŶŐŵĞĚŝĂŶƉůĂŶƟŶŐƐĂƌĞŝŶĞdžĐĞůůĞŶƚĐŽŶĚŝƟŽŶĂŶĚĂƌĞĞdžƉĞĐƚĞĚ
ƚŽƌĞŵĂŝŶĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘
dŚĞŵĞĚŝĂŶƚƌĞĞƐĂŶĚŐƌŽƵŶĚĐŽǀĞƌĐŽŵƉůĞŵĞŶƚƚŚĞƉůĂŶƚƉĂůĞƩĞ
ŝĚĞŶƟĮĞĚŝŶƚŚŝƐ^ƉĞĐŝĮĐWůĂŶ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ81
4
EĞǁ> ƐƚƌĞĞƚůŝŐŚƚƐŝŶĐƌĞĂƐĞǀŝƐŝďŝůŝƚLJĨŽƌƉĞĚĞƐƚƌŝĂŶĂŶĚǀĞŚŝĐƵůĂƌ
ƚƌĂĸĐ͘
4.3.6 Undergrounding Utilities and
Improving Street Lights
ŶŽƚŚĞƌ ŝŵƉŽƌƚĂŶƚ ĂƐƉĞĐƚ ŽĨ ŝŵƉƌŽǀŝŶŐ ĞĂĐŚ
ŽƵůĞǀĂƌĚŝƐĂĚĚƌĞƐƐŝŶŐƚŚĞŽǀĞƌŚĞĂĚĞůĞĐƚƌŝĐ͕ƉŚŽŶĞ͕
ĐĂďůĞdsĂŶĚŝŶƚĞƌŶĞƚƐĞƌǀŝĐĞůŝŶĞƐ͕ƉŽůĞƐ͕ĂŶĚŐƵLJͲ
ǁŝƌĞƐƚŚĂƚƚƌĂŶƐǀĞƌƐĞŵƵĐŚŽĨƚŚĞƐƚƌĞĞƚ͘dŚĞƵƟůŝƚLJ
ƉŽůĞƐ ƚŚĂƚ ƌƵŶ ĂůŽŶŐ ĞĂĐŚ ŽƵůĞǀĂƌĚ ĂƌĞ ũŽŝŶƚůLJ
ŽǁŶĞĚďLJ^ŽƵƚŚĞƌŶĂůŝĨŽƌŶŝĂ ĚŝƐŽŶ;^ Ϳ͕ƚŚĞŝƚLJ
ŽĨŶĂŚĞŝŵ͕ĂŶĚƚĞůĞĐŽŵŵƵŶŝĐĂƟŽŶĐŽŵƉĂŶŝĞƐ͘dŚĞ
ƵŶĚĞƌŐƌŽƵŶĚŝŶŐŽĨƚŚĞƐĞƵƟůŝƟĞƐǁŝůůŝŵƉƌŽǀĞĞůĞĐƚƌŝĐ
ƐLJƐƚĞŵƌĞůŝĂďŝůŝƚLJĨŽƌƚŚĞĂƌĞĂ͕ĂŶĚĂůůŽǁƐĨŽƌŽƚŚĞƌ
ĂĞƐƚŚĞƟĐŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞĐŽƌƌŝĚŽƌ͘dŚĞĞĂĐŚ
ŽƵůĞǀĂƌĚƵŶĚĞƌŐƌŽƵŶĚŝŶŐƉƌŽũĞĐƚǁĂƐĂƉƉƌŽǀĞĚďLJ
ŝƚLJŽƵŶĐŝůŝŶ:ƵůLJŽĨϮϬϭϳĂƐƉĂƌƚŽĨƚŚĞhŶĚĞƌŐƌŽƵŶĚ
ŽŶǀĞƌƐŝŽŶ WƌŽŐƌĂŵΖƐ ϱͲzĞĂƌ WůĂŶ͘ dŚĞ ŝƚLJ ǁŝůů
ĐŽŽƌĚŝŶĂƚĞ ǁŝƚŚ ^ ĂŶĚ ƚŚĞ ƚĞůĞĐŽŵŵƵŶŝĐĂƟŽŶ
ĐŽŵƉĂŶŝĞƐŽŶĂũŽŝŶƚƉƌŽũĞĐƚƚŽƵŶĚĞƌŐƌŽƵŶĚĂůů
ŽǀĞƌŚĞĂĚƵƟůŝƟĞƐ͘^ ĂůƐŽŽǁŶƐϲϲ͕ϬϬϬǀŽůƚůŝŶĞƐ
ƚŚĂƚƌƵŶĂůŽŶŐĂůůZŽĂĚĂŶĚƚƵƌŶƐŽƵƚŚŽŶĞĂĐŚ
ŽƵůĞǀĂƌĚƚŽƚŚĞŝƚLJůŝŵŝƚ͕ĂŶĚǁŝůůƌĞŵĂŝŶŽǀĞƌŚĞĂĚ͘
dŚĞĐƵƌƌĞŶƚĨƵŶĚŝŶŐƐĞƚĂƐŝĚĞĨŽƌƵŶĚĞƌŐƌŽƵŶĚŝŶŐ^
ůŝŶĞƐŝŶĐůƵĚĞƐƚŚĞŝƌĚŝƐƚƌŝďƵƟŽŶůŝŶĞƐ;ϭϮ͕ϬϬϬǀŽůƚƐĂŶĚ
ďĞůŽǁͿ͘^ŚŽƵůĚĂĚĚŝƟŽŶĂůĨƵŶĚŝŶŐďĞĐŽŵĞĂǀĂŝůĂďůĞ͕
ƚŚĞ ŝƚLJ ǁŝůů ƌĞǀŝĞǁ ĂĚĚŝƟŽŶĂů ƌŽĂĚǁĂLJƐ ǁŚĞƌĞ
^ ůŝŶĞƐƉĂƐƐƚŚƌŽƵŐŚ͘ƐƉĂƌƚŽĨƚŚĞƵŶĚĞƌŐƌŽƵŶĚ
ĐŽŶǀĞƌƐŝŽŶƉƌŽũĞĐƚ͕ƚŚĞŝƚLJǁŝůůŝŶƐƚĂůůŶĞǁůŝŐŚƚƉŽůĞƐ
ƚŚĂƚŝŶĐůƵĚĞŶĞǁ> ůƵŵŝŶĂƌŝĞƐĨŽƌŝŶĐƌĞĂƐĞĚǀŝƐŝďŝůŝƚLJ
ĂůŽŶŐƚŚĞƉƵďůŝĐƌŝŐŚƚͲŽĨͲǁĂLJ͘dŚĞĐŽŶĐĞƉƚƵĂůĚĞƐŝŐŶ
ĨŽƌƚŚĞƐƚƌĞĞƚůŝŐŚƚƐŝƐƐŚŽǁŶŚĞƌĞ͘
dŚĞĞdžŝƐƟŶŐůŽĐĂƟŽŶŽĨƵƟůŝƚLJƉŽůĞƐĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚŝŵƉĞĚĞƐ
ƉĞĚĞƐƚƌŝĂŶĂŶĚďŝĐLJĐůĞŵŽďŝůŝƚLJ͘
82 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
4.3.7 Branding the Boulevard
ƵƌŝŶŐƚŚĞƉƌĞƉĂƌĂƟŽŶŽĨƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐ
WůĂŶ͕ ƚŚĞ DĂLJŽƌ ŽĨ ŶĂŚĞŝŵ ŝŶŝƟĂƚĞĚ Ă ƐĞƉĂƌĂƚĞ
ĞīŽƌƚƚŽĐŽŶƐŝĚĞƌĂĐŽƌƌŝĚŽƌͲǁŝĚĞƌĞďƌĂŶĚŝŶŐĞīŽƌƚ
ƚŚĂƚǁŽƵůĚŝŶǀŽůǀĞĂůůƚŚĞĐŝƟĞƐĂůŽŶŐƚŚĞďŽƵůĞǀĂƌĚ
ŝŶKƌĂŶŐĞŽƵŶƚLJ͘dŚŝƐĞīŽƌƚŝƐŬŶŽǁŶĂƐƚŚĞ͞ĞĂĐŚ
ŽƵůĞǀĂƌĚ ŽĂůŝƟŽŶ͟ ĂŶĚ ŝŶĐůƵĚĞƐ ƚŚĞ ĐŝƟĞƐ ŽĨ >Ă
,ĂďƌĂ͕ >Ă DŝƌĂĚĂ͕ ƵĞŶĂ WĂƌŬ͕ ŶĂŚĞŝŵ͕ ^ƚĂŶƚŽŶ͕
tĞƐƚŵŝŶƐƚĞƌ͕'ĂƌĚĞŶ'ƌŽǀĞ͕ĂŶĚ,ƵŶƟŶŐƚŽŶĞĂĐŚ͘
ZĞƉƌĞƐĞŶƚĂƟǀĞƐĨƌŽŵĞĂĐŚŽĨƚŚĞĐŝƟĞƐŵĞƚƌĞŐƵůĂƌůLJ
ƚŽĚĞǀĞůŽƉƐŽŵĞĐŽŵŵŽŶƐƚƌĞĞƚƐĐĂƉĞĞůĞŵĞŶƚƐƚŚĂƚ
ĐŽƵůĚďĞƵƐĞĚƚŽĞůĞǀĂƚĞƚŚĞŝŵĂŐĞĂŶĚŚŝƐƚŽƌŝĐĂů
ŝŵƉŽƌƚĂŶĐĞŽĨƚŚŝƐĐŽƌƌŝĚŽƌŝŶKƌĂŶŐĞŽƵŶƚLJ͘
dŚĞƌĞďƌĂŶĚŝŶŐĞīŽƌƚŚĂƐƌĞƐƵůƚĞĚŝŶƚŚĞĐŽŶĐĞƉƚƵĂů
ĚĞƐŝŐŶŽĨŶĞǁƐŝŐŶĂŐĞ͕ďĂŶŶĞƌƐ͕ŵŝůĞͲŵĂƌŬĞƌƐ͕ĂŶĚ
ƉŽƚĞŶƟĂůŝŶƚĞƌƐĞĐƟŽŶƚƌĞĂƚŵĞŶƚƐƚŚĂƚĐĂŶďĞůŽĐĂƚĞĚ
ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ϮϬͲŵŝůĞ ƌŽĂĚǁĂLJ͘ /Ŷ ĂĚĚŝƟŽŶ ƚŽ
ŝĚĞŶƟĨLJŝŶŐƚŚĞŶƵŵďĞƌŽĨŵŝůĞƐƚŽƚŚĞďĞĂĐŚ͕ƚŚĞ
ŵŝůĞͲŵĂƌŬĞƌƐ ĐŽƵůĚ ĂůƐŽ ĐŽŶƚĂŝŶ ƉŽŝŶƚƐ ŽĨ ŝŶƚĞƌĞƐƚ
ŝŶĨŽƌŵĂƟŽŶƌĞůĂƚĞĚƚŽĚĞƐƟŶĂƟŽŶƐŝŶĞĂĐŚŝƚLJ͘dŚĞƐĞ
ƌĞďƌĂŶĚŝŶŐĞůĞŵĞŶƚƐǁŝůůĐŽŶƟŶƵĞƚŽďĞƌĞĮŶĞĚďLJ
ƚŚĞĐŽŵŵŝƩĞĞĂŶĚƚŚĞŶŝŵƉůĞŵĞŶƚĞĚďLJŝŶĚŝǀŝĚƵĂů
ũƵƌŝƐĚŝĐƟŽŶƐ͘ /ƚ ŝƐ ƉŽƐƐŝďůĞ ƚŚĂƚ ƚŚĞ ĨĂďƌŝĐĂƟŽŶ ŽĨ
ĐĞƌƚĂŝŶ ƐŝŐŶƐ ĂŶĚ ŵŝůĞͲŵĂƌŬĞƌƐ ĐŽƵůĚ ďĞ ĚŽŶĞ ŝŶͲ
ŚŽƵƐĞďLJŽŶĞŽƌƚǁŽũƵƌŝƐĚŝĐƟŽŶƐ͕ƚŽŬĞĞƉĐŽƐƚƐĚŽǁŶ͘
ůŽŶŐǁŝƚŚƚŚĞƌĞďƌĂŶĚŝŶŐĞīŽƌƚ͕ƚŚĞĐŽŵŵŝƩĞĞŝƐ
ĐŽŶƐŝĚĞƌŝŶŐ ĂŶŶƵĂů ĞǀĞŶƚƐ͕ ƐƵĐŚ ĂƐ Ă ŵĂƌĂƚŚŽŶ Žƌ
ďŝŬĞĨĞƐƟǀĂů͕ƚŽĚƌĂǁĂƩĞŶƟŽŶƚŽĂŶĂƌĞĂƚŚĂƚŝƐƚŚĞ
ĨŽĐƵƐŽĨƌĞǀŝƚĂůŝnjĂƟŽŶĞīŽƌƚƐďLJĞĂĐŚĐŝƚLJ͘ĚĚŝƟŽŶĂů
ĞĐŽŶŽŵŝĐĚĞǀĞůŽƉŵĞŶƚĞīŽƌƚƐƟĞĚƚŽďƌĂŶĚŝŶŐĂƌĞ
ĨƵƌƚŚĞƌĚŝƐĐƵƐƐĞĚŝŶŚĂƉƚĞƌϱ͕ĚŵŝŶŝƐƚƌĂƟŽŶĂŶĚ
/ŵƉůĞŵĞŶƚĂƟŽŶ͘
ŶĞǀĞŶƚƐƵĐŚĂƐĂŝĐůĂǀŝĂĚĂLJĐŽƵůĚďĞĂůĂƵŶĐŚĞǀĞŶƚĨŽƌƚŚĞĞĂĐŚ
ŽƵůĞǀĂƌĚƌĞďƌĂŶĚŝŶŐƚŚĂƚďĞĐŽŵĞƐĂŶĂŶŶƵĂůĞǀĞŶƚ͘ďŽǀĞ͗^ĂŶƚĂŶĂ
ŝůĂǀŝĂ͕ϮϬϭϰ͘WŚŽƚŽƌĞĚŝƚ͗WůĂĐĞtŽƌŬƐ
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ83
4
Figure 4-11 Proposed Branding for Beach Boulevard
Merchandise
MILE MARKERSThemed Signage
Bus Shelter SignageIntersection Identity
Median SignageBus Wraps
84 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
LINCOLN AVENUE
ĚĚŝƟŽŶĂůĚĞǀĞůŽƉŵĞŶƚ
ĐĂƉĂĐŝƚLJĂůůŽǁƐĨŽƌŵŝdžĞĚͲƵƐĞ
ĐŽŶĮŐƵƌĂƟŽŶƐǁŝƚŚƐƚƌƵĐƚƵƌĞĚ
ƉĂƌŬŝŶŐ͕ĐƌĞĂƟŶŐƐƉĂĐĞĨŽƌĂ
ǀĂƌŝĞƚLJŽĨĐŽŵŵŽŶŽƉĞŶƐƉĂĐĞ
ĂŵĞŶŝƟĞƐĨŽƌƌĞƐŝĚĞŶƚƐĂŶĚ
ǀŝƐŝƚŽƌƐ
ƉŽĐŬĞƚƉĂƌŬƚƵĐŬĞĚ
ŝŶƚŽĂŶĞǁĚĞǀĞůŽƉŵĞŶƚ
ŝƐĂŶĂŵĞŶŝƚLJĨŽƌĂƌĞĂ
ďƵƐŝŶĞƐƐĞƐĂŶĚƌĞƐŝĚĞŶƚƐ
&ŝŐƵƌĞϰͲϭϮůƚĞƌŶĂƟǀĞtĂLJƐƚŽ/ŶĐŽƌƉŽƌĂƚĞ
Open Space in Future Development Projects
4.3.8 Outdoor Places Along the Boulevard
KƵƚĚŽŽƌ ƉůĂĐĞƐ͕ Žƌ ƉĞŽƉůĞ ƉůĂĐĞƐ͕ ĂƌĞ ƐƉĂĐĞƐ ƚŚĂƚ
ĞdžƚĞŶĚ ƚŚĞ ŝŶĚŽŽƌ ĞŶǀŝƌŽŶŵĞŶƚ ƚŽ ƚŚĞ ŽƵƚĚŽŽƌƐ͘
dŚĞLJĂƌĞĞƐƐĞŶƟĂůĐŽŵƉŽŶĞŶƚƐŽĨƉůĂĐĞŵĂŬŝŶŐʹĂŶĚ
ĐŽŶƚƌŝďƵƚĞƐŝŐŶŝĮĐĂŶƚůLJƚŽƚŚĞĐŚĂƌĂĐƚĞƌĂŶĚĂĐƟǀŝƚLJ
ůĞǀĞůŽĨĂƉůĂĐĞ͘dŚĞƐĞƉůĂĐĞƐĂƌĞĐƌĞĂƚĞĚƚŚƌŽƵŐŚƚŚĞ
ĐůƵƐƚĞƌŝŶŐŽĨďƵŝůĚŝŶŐƐĂŶĚůĂŶĚƐĐĂƉĞƐƚŽĚĞĮŶĞƉůĂnjĂƐ͕
ĐŽƵƌƚLJĂƌĚƐ͕ƚĞƌƌĂĐĞƐ͕ŽƵƚĚŽŽƌĚŝŶŝŶŐĂƌĞĂƐ͕ƌŽŽĨƚŽƉ
ŐĂƌĚĞŶƐĂŶĚƌĞĐƌĞĂƟŽŶĂƌĞĂƐ͘&ŽƌĂďƵƐLJĂƌƚĞƌŝĂůƐƵĐŚ
ĂƐĞĂĐŚŽƵůĞǀĂƌĚ͕ƚŚĞůŽĐĂƟŽŶĂŶĚĚĞƐŝŐŶŽĨƚŚĞƐĞ
ŽƵƚĚŽŽƌƐƉĂĐĞƐƌĞƋƵŝƌĞƐƐƉĞĐŝĂůĂƩĞŶƟŽŶ͘EĞǁŽƉĞŶ
ƐƉĂĐĞƌĞƋƵŝƌĞŵĞŶƚƐ͕ŝŶĐůƵĚŝŶŐĚĞƐŝŐŶƐƚĂŶĚĂƌĚƐŚĂǀĞ
ďĞĞŶĐƌĞĂƚĞĚĨŽƌĞĂĐŚŽĨƚŚĞŵŝdžĞĚͲƵƐĞ͕ƌĞƐŝĚĞŶƟĂů͕
ĂŶĚĐŽŵŵĞƌĐŝĂůĚĞƐŝŐŶĂƟŽŶƐŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶ͘dŚĞ
ďĂƐŝĐĚĞƐŝŐŶƉĂƌĂŵĞƚĞƌƐŝŶĐůƵĚĞ͗
• ^ŚĂĚĞƉƌŽƚĞĐƟŽŶ͕ƐĞĂƟŶŐ͕ůŝŐŚƟŶŐ͕ĂŶĚƚƌĂƐŚ
ƌĞĐĞƉƚĂĐůĞƐ͘^ŚĂĚĞĐĂŶďĞƉƌŽǀŝĚĞĚƚŚƌŽƵŐŚ
ƵŵďƌĞůůĂƐ͕ĂǁŶŝŶŐƐ͕ƚƌĞůůŝƐĞƐ͕ĂŶĚĐĂŶŽƉŝĞƐ
ƚŚĂƚĂƌĞŝŶƚĞŐƌĂƚĞĚŝŶƚŽƚŚĞďƵŝůĚŝŶŐŽƌŽǀĞƌ
ŽƉĞŶƐƉĂĐĞƐ͘
• sŝƐƵĂůĨŽĐƵƐĨĞĂƚƵƌĞƐ͕ƐƵĐŚĂƐƉƵďůŝĐĂƌƚ͕
ĨŽƵŶƚĂŝŶ͕ƐƉĞĐŝŵĞŶƚƌĞĞ͕ŽƌƌĞĐƌĞĂƟŽŶĂƌĞĂƐ͕
ƚŽƐĞƌǀĞĂƐĂĨŽĐĂůƉŽŝŶƚŽĨƚŚĞƐƉĂĐĞ͘
• &ƵƌŶŝƚƵƌĞĂŶĚĮdžƚƵƌĞƐƐŚŽƵůĚĐŽŵƉůĞŵĞŶƚ
ƚŚĞĂƌĐŚŝƚĞĐƚƵƌĂůƐƚLJůĞŽĨƚŚĞƉƌŽũĞĐƚ͘
• ŽŶŶĞĐƟǀŝƚLJƚŽŶĞĂƌďLJƉƵďůŝĐƐƉĂĐĞƐǀŝĂĂ
ƉĂƐĞŽŽƌƐŝĚĞǁĂůŬ͘
• /ŶĐŽƌƉŽƌĂƟŶŐĂĐŽƌŶĞƌůĂŶĚƐĐĂƉĞĂƌĞĂ͕
ĐŽƵƌƚLJĂƌĚ͕ƉůĂnjĂ͕ŽƌƚĞƌƌĂĐĞĂƚĂŶLJŵĂũŽƌ
ŝŶƚĞƌƐĞĐƟŽŶƚŽĞůĞǀĂƚĞƚŚĞĂƩƌĂĐƟǀĞŶĞƐƐ
ĂŶĚƵƐĞŽĨƚŚĞƐƉĂĐĞ͘
• ĞƐŝŐŶŝŶŐĚŽŽƌƐ͕ǁŝŶĚŽǁƐĂŶĚďĂůĐŽŶŝĞƐƚŽ
ŽƉĞŶŽƌůŽŽŬŽŶƚŽƚŚĞŽƵƚĚŽŽƌƐƉĂĐĞ͘
• hƐŝŶŐůĂŶĚƐĐĂƉĞƚƌĞĂƚŵĞŶƚƐ͕ƐƵĐŚĂƐǀŝŶĞƐ͕
ůĂƫĐĞ͕ŽƌƉůĂŶƚƐǁŝƚŚǀĞƌƟĐĂůĨŽƌŵƚŽƐŽŌĞŶ
ǁĂůůƐƐƵƌƌŽƵŶĚŝŶŐƚŚĞƐƉĂĐĞ͘
&ŝŐƵƌĞϰͲϭϮŝůůƵƐƚƌĂƚĞƐƚŚĞĚŝīĞƌĞŶƚƚLJƉĞƐŽĨŽƵƚĚŽŽƌ
ƉůĂĐĞƐƚŚĂƚĐĂŶďĞŝŶƚĞŐƌĂƚĞĚǁŝƚŚŶĞǁĚĞǀĞůŽƉŵĞŶƚ
ĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ85
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WƵďůŝĐůLJĂǀĂŝůĂďůĞŽƉĞŶƐƉĂĐĞ
ĐŽƵůĚďĞƵƐĞĚƚŽĂĐƟǀĂƚĞƚŚĞ
ƐƚƌĞĞƚǁŝƚŚŽƵƚĚŽŽƌĚŝŶŝŶŐ
ĂŶĚƐĞĂƟŶŐ
ZĞĚĞǀĞůŽƉŵĞŶƚĂƚƚŚĞ
ƐŽƵƚŚĞĂƐƚĐŽƌŶĞƌŝƐĂŶ
ŽƉƉŽƌƚƵŶŝƚLJĨŽƌǀĞƌƟĐĂůŵŝdžĞĚͲ
ƵƐĞĚĞǀĞůŽƉŵĞŶƚǁŝƚŚŚŽƵƐŝŶŐ
ŽǀĞƌƌĞƚĂŝůĂŶĚŽƚŚĞƌƐĞƌǀŝĐĞ
ƵƐĞƐ
džŝƐƟŶŐŐĂƐ
ƐƚĂƟŽŶ
dŚŝƐŝůůƵƐƚƌĂƟǀĞƐŚŽǁƐĂŶ
ŽƵƚĚŽŽƌĂŵƉŚŝƚŚĞĂƚĞƌ͖ƚŚĞ
ĮŶĂůƉůĂŶĨŽƌƚŚĞtĞƐƚŐĂƚĞ
ƐŝƚĞŝƐĞdžƉĞĐƚĞĚƚŽŝŶĐůƵĚĞ
ĂƉƵďůŝĐŽƉĞŶƐƉĂĐĞĂƌĞĂ
ǁŚŝĐŚĐŽƵůĚďĞĂĐƟǀĞůLJ
ƉƌŽŐƌĂŵŵĞĚĨŽƌtĞƐƚ
ŶĂŚĞŝŵĞǀĞŶƚƐ
dŚĞĚĞǀĞůŽƉŵĞŶƚƐƚĂŶĚĂƌĚƐ
ĐŽŶƚĂŝŶĂůƚĞƌŶĂƟǀĞǁĂLJƐƚŽ
ĚĞƐŝŐŶƚŚĞĐŽƌŶĞƌƐŽĨŵĂũŽƌ
ŝŶƚĞƌƐĞĐƟŽŶƐ
WŽƚĞŶƟĂůƌŽŽŌŽƉ
ŐĂƌĚĞŶ;ƉƌŝǀĂƚĞ
ŽƉĞŶƐƉĂĐĞͿ
dŚĞƐƵŶŝĐŽŶ͕ĨŽƌŵĞƌůLJƉĂƌƚŽĨ
ƚŚĞǁĂǀĞĨŽƵŶƚĂŝŶĂƚĂůŝĨŽƌŶŝĂ
ĚǀĞŶƚƵƌĞΖƐ^ƵŶƐŚŝŶĞWůĂnjĂ͕
ǁĂƐŐŝǀĞŶƚŽƚŚĞŝƚLJďLJƚŚĞ
ŝƐŶĞLJŽƌƉŽƌĂƟŽŶĂŶĚĐŽƵůĚďĞ
ŝŶĐŽƌƉŽƌĂƚĞĚŝŶƚŽƚŚĞŽƉĞŶƐƉĂĐĞ
ĚĞƐŝŐŶĨŽƌƚŚĞtĞƐƚŐĂƚĞƐŝƚĞBEACH BOULEVARD
86 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
4.4 PARKS AND RECREATION
WĂƌŬƐ͕ƌĞĐƌĞĂƟŽŶ͕ĂŶĚŽƉĞŶƐƉĂĐĞƉůĂLJĂŶŝŵƉŽƌƚĂŶƚ
ƉĂƌƚŝŶƚŚĞŽǀĞƌĂůůƋƵĂůŝƚLJŽĨůŝĨĞĨŽƌtĞƐƚŶĂŚĞŝŵ
ƌĞƐŝĚĞŶƚƐ͕ĞŵƉůŽLJĞĞƐ͕ĂŶĚǀŝƐŝƚŽƌƐ͘dŚƌĞĞƉƌŽŵŝŶĞŶƚ
ƌĞĐƌĞĂƟŽŶĨĂĐŝůŝƟĞƐƉƌŽǀŝĚĞŽƉĞŶƐƉĂĐĞĂŶĚŽƵƚĚŽŽƌ
ƌĞĐƌĞĂƟŽŶŽƉƉŽƌƚƵŶŝƟĞƐĨŽƌƚŚĞĂƌĞĂ͘
4.4.1 Existing Parks
^ĐŚǁĞŝƚnjĞƌĂŶĚdǁŝůĂZĞŝĚƉĂƌŬƐƉƌŽǀŝĚĞĂƉƉƌŽdžŝŵĂƚĞůLJ
ϮϱĂĐƌĞƐŽĨŽƉĞŶĂŶĚƌĞĐƌĞĂƟŽŶĂůƐƉĂĐĞƐǁŝƚŚŝŶƚŚĞ
ďŽƵŶĚĂƌŝĞƐŽĨƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶ͘ŽƚŚ
ƉĂƌŬƐĂƌĞĂĚũĂĐĞŶƚƚŽƐĐŚŽŽůĨĂĐŝůŝƟĞƐǁŝƚŚĂĚĚŝƟŽŶĂů
ŽƉĞŶƐƉĂĐĞͬƉĂƌŬĂĐƌĞĂŐĞƚŚĂƚŝƐŶŽƚŝŶĐůƵĚĞĚŝŶƚŚŝƐ
WůĂŶ͘ŽƚŚƉĂƌŬƐĂƌĞǁĞůůĂƉƉŽŝŶƚĞĚǁŝƚŚĂŵĞŶŝƟĞƐ
ƚŚĂƚĂƉƉĞĂůƚŽĂǀĂƌŝĞƚLJŽĨĂŐĞƐĂŶĚĂĐƟǀŝƟĞƐ͘
Schweitzer Park
>ŽĐĂƚĞĚŽŶƚŚĞĞĂƐƚƐŝĚĞŽĨƚŚĞ^WĂƌĞĂ͕^ĐŚǁĞŝƚnjĞƌ
WĂƌŬŝƐϭϭ͘ϱĂĐƌĞƐŽĨĚĞĚŝĐĂƚĞĚŽƉĞŶƐƉĂĐĞ͕ϳĂĐƌĞƐŽĨ
ǁŚŝĐŚĂƌĞǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘ĞƐŝŐŶĂƚĞĚĂƐ
ĂŶĞŝŐŚďŽƌŚŽŽĚƉĂƌŬ͕ĂŵĞŶŝƟĞƐŝŶĐůƵĚĞĂĐŚŝůĚƌĞŶΖƐ
ƉůĂLJĂƌĞĂ͕ďĂƐŬĞƚďĂůůĐŽƵƌƚ͕ƉŝĐŶŝĐƚĂďůĞƐ͕ƌĞƐƚƌŽŽŵƐ͕
ĂƐŽŌďĂůůĮĞůĚĂŶĚĂƌĞĐĞŶƚůLJĐŽŵƉůĞƚĞĚƐŬĂƚĞĨĂĐŝůŝƚLJ͘
Twila Reid Park
ĚũĂĐĞŶƚ ƚŽ dǁŝůĂ ZĞŝĚ ůĞŵĞŶƚĂƌLJ ^ĐŚŽŽů͕ ƚŚŝƐ
ĐŽŵŵƵŶŝƚLJƉĂƌŬŝƐůŽĐĂƚĞĚŽŶƚŚĞǁĞƐƚƐŝĚĞŽĨƚŚĞ
^WĂƌĞĂ͘dŚĞƉĂƌŬŝƐϮϳ͘ϮĂĐĞƐŽĨǁŚŝĐŚϭϴĂĐƌĞƐ
ĂƌĞǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘ƐůĞǁŽĨĂŵĞŶŝƟĞƐ
ƌĂŶŐŝŶŐ ĨƌŽŵ Ă <Ăŵ͊ ĐŚŝůĚƌĞŶΖƐ ƉůĂLJ ĂƌĞĂ͕ ĚŝƐĐ
ŐŽůĨ͕ ŚŽƌƐĞƐŚŽĞ ƉŝƚƐ͕ ůŝŐŚƚĞĚ ƐƉŽƌƚƐ ĮĞůĚƐ͕ ƉŝĐŶŝĐ
ƐŚĞůƚĞƌƐ ĂŶĚ ƚĂďůĞƐ͕ ƚŽ Ă ƌĞĐƌĞĂƟŽŶ ĐĞŶƚĞƌ ǁŝƚŚ
ƉƵďůŝĐƌĞƐƚƌŽŽŵƐŚĂǀĞƐĞƌǀĞĚƚŚĞĐŽŵŵƵŶŝƚLJƐŝŶĐĞ
ϭϵϲϱ͘dǁŽŶĞǁĂŵĞŶŝƟĞƐƚŚĂƚĂƉƉĞĂůƚŽƐĞŶŝŽƌƐŝŶ
ƚŚĞ ĂƌĞĂ ŝŶĐůƵĚĞ ƐŚƵŋĞďŽĂƌĚ ĂŶĚ ƉŝĐŬůĞ ďĂůů͘ dŚŝƐ
ƉĂƌŬŚŽƐƚƐƚŚĞĂŶŶƵĂůtĞƐƚŶĂŚĞŝŵEĞŝŐŚďŽƌŚŽŽĚ
ĞǀĞůŽƉŵĞŶƚŽƵŶĐŝů;tEͿtĞƐƚĞƌŶĂƌďĞĐƵĞĂŶĚ
,ŽůŝĚĂLJdƌĞĞ>ŝŐŚƟŶŐĞǀĞŶƚ͘
EĞǁůLJƌĞƐƚŽƌĞĚĮĞůĚƐƉƌŽǀŝĚĞĂƉůĂĐĞĨŽƌůŽĐĂůŽƌŐĂŶŝnjĞĚƐƉŽƌƚƐŐƌŽƵƉƐƚŽ
ƉƌĂĐƟĐĞĂŶĚĐŽŵƉĞƚĞ͘
EĞǁƉŝĐŬůĞďĂůůĐŽƵƌƚƐĂƌĞĂƉŽƉƵůĂƌĂŵĞŶŝƚLJĂƚdǁŝůĂZĞŝĚWĂƌŬ͘
>ŽĐĂůĞǀĞŶƚƐƐƵĐŚĂƐƚŚĞtEtĞƐƚĞƌŶĂƌďĞƋƵĞĂƌĞǁĞůůĂƩĞŶĚĞĚďLJ
ƌĞƐŝĚĞŶƚƐĂŶĚƐƵƉƉŽƌƚĞĚďLJĂƌĞĂďƵƐŝŶĞƐƐĞƐ͘
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4.4.2 Park Improvements
tŚŝůĞĂŵĞŶŝƟĞƐƐƵĐŚĂƐƚŚĞƐŬĂƚĞƉĂƌŬĂŶĚƉŝĐŬůĞ
ďĂůůĐŽƵƌƚǁĞƌĞƌĞĐĞŶƚůLJĂĚĚĞĚƚŽƚŚĞƉĂƌŬƐŶŽƚĞĚ
ĂďŽǀĞ͕ĨƵƚƵƌĞŝŵƉƌŽǀĞŵĞŶƚƐĨŽƌďŽƚŚƉĂƌŬƐŝŶĐůƵĚĞ
ƐĂĨĞƚLJ ĞŶŚĂŶĐĞŵĞŶƚƐ͘ dŚĞ ŝƚLJΖƐ ŽŵŵƵŶŝƚLJ
^ĞƌǀŝĐĞΖƐ ĂŶĚ WŽůŝĐĞ ĚĞƉĂƌƚŵĞŶƚƐ ĂƌĞ ǁŽƌŬŝŶŐ
ƚŽŐĞƚŚĞƌƚŽĂĚĚĐĂŵĞƌĂƐĂŶĚůŝŐŚƟŶŐƚŽďŽƚŚƉĂƌŬƐ͘
dŚĞƌĞ ĂƌĞ ĂůƐŽ ƐĞǀĞƌĂů ŽƉƉŽƌƚƵŶŝƟĞƐ ƚŽ ŝŶƚĞŐƌĂƚĞ
ƐƵƐƚĂŝŶĂďůĞŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝŶƚŽƚŚĞƐĞĂƌĞĂƐ͘ŚĂƉƚĞƌ
ϱ͕ĚŵŝŶŝƐƚƌĂƟŽŶĂŶĚ/ŵƉůĞŵĞŶƚĂƟŽŶ͕ĚĞƐĐƌŝďĞƐƚŚĞ
ĂĐƟŽŶƐƚŽĐŽŵƉůĞƚĞƚŚĞƐĞŝŵƉƌŽǀĞŵĞŶƚƐ͘
4.4.3 West Anaheim Youth Center
dŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ;tzͿĨĞĂƚƵƌĞƐĂŶ
ĂƉƉƌŽdžŝŵĂƚĞůLJϭϬ͕ϬϬϬƐƋƵĂƌĞĨŽŽƚŐLJŵŶĂƐŝƵŵǁŝƚŚ
ĂĨƵůůƐŝnjĞďĂƐŬĞƚďĂůůĐŽƵƌƚ͕ƐŝdžŚĂůĨͲĐŽƵƌƚƐ͕ĂŶĚƚǁŽ
ǀŽůůĞLJďĂůůĐŽƵƌƚƐ͘KƚŚĞƌĨĂĐŝůŝƚLJĂŵĞŶŝƟĞƐŝŶĐůƵĚĞĂ
ĐŽŵŵƵŶŝƚLJƌŽŽŵ͕ĚĂŶĐĞͬĮƚŶĞƐƐƌŽŽŵ͕ĐŽŵƉƵƚĞƌůĂď͕
ƚǁŽLJŽƵƚŚĂĐƟǀŝƚLJƌŽŽŵƐ͕ĂŶĚƚǁŽƌŽŽŵƐĚĞĚŝĐĂƚĞĚ
ƚŽƚĞĞŶƉƌŽŐƌĂŵŵŝŶŐ͘dŚŝƐĨĂĐŝůŝƚLJŝƐĂƉĂƌƚŶĞƌƐŚŝƉ
ďĞƚǁĞĞŶ ƚŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵ͕ ŽLJƐ Θ 'ŝƌůƐ ůƵďƐ͕
zD͕ĂŶĚƚŚĞDĂŐŶŽůŝĂ^ĐŚŽŽůŝƐƚƌŝĐƚ͘dŚƌŽƵŐŚŽƵƚ
ƚŚĞ ĐŽŵŵƵŶŝƚLJ ĞŶŐĂŐĞŵĞŶƚ ƉŚĂƐĞ ŽĨ ƚŚĞ ƉƌŽũĞĐƚ
ƐĞǀĞƌĂů ƐĞŶŝŽƌƐ ƌĞƋƵĞƐƚĞĚ ƉƌŽŐƌĂŵƐ ĂŶĚ ĐůĂƐƐĞƐ
ŐĞĂƌĞĚ ƚŽǁĂƌĚ ƚŚĞŝƌ ĚĞŵŽŐƌĂƉŚŝĐ ĂŶĚ ŶŽƚĞĚ ƚŚĂƚ
ƚŚĞtzŵĂLJďĞĂƉŽƚĞŶƟĂůƐƉĂĐĞƚŽŚŽůĚĐůĂƐƐĞƐ͘
ƚƚŚŝƐƟŵĞƚŚĞƌĞĂƌĞŶŽŵĂũŽƌĐŚĂŶŐĞƐĞdžƉĞĐƚĞĚĨŽƌ
ƚŚĞtz͕ŚŽǁĞǀĞƌ͕ƐĞĐƟŽŶƐϰ͘ϱ^ƵƐƚĂŝŶĂďŝůŝƚLJĂŶĚ
ϰ͘ϴWŽůŝĐĞĂŶĚ&ŝƌĞ͕ĚĞƐĐƌŝďĞŽƉƉŽƌƚƵŶŝƟĞƐƚŽĞdžƉĂŶĚ
ƐĞƌǀŝĐĞƐŽŶƚŚĞtzƉƌŽƉĞƌƚLJ͘
dŚĞŶĞǁƐŬĂƚĞƉĂƌŬĂƚ^ĐŚǁĞŝƚnjĞƌWĂƌŬŝƐĂƉŽƉƵůĂƌŚĂŶŐŽƵƚƐƉŽƚĨŽƌ
tĞƐƚŶĂŚĞŝŵLJŽƵƚŚ͘
dŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌŚŽƐƚĞĚĐŽŵŵƵŶŝƚLJǁŽƌŬƐŚŽƉƐĂŶĚƚŚĞ
ŽŵŵƵŶŝƚLJĚǀŝƐŽƌLJŽŵŵŝƩĞĞŵĞĞƟŶŐƐĨŽƌƚŚŝƐ^ƉĞĐŝĮĐWůĂŶ͘
88 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
4.5 SUSTAINABILITY
ŶĂŚĞŝŵŚĂƐĂůǁĂLJƐďĞĞŶĂŶ͞ĞĂƌůLJĂĚŽƉƚĞƌ͟ǁŚĞŶ
ŝƚ ĐŽŵĞƐ ƚŽ ƐƵƐƚĂŝŶĂďŝůŝƚLJ ĂŶĚ ŐƌĞĞŶ ŝŶŝƟĂƟǀĞƐ͕ ĂƐ
ĚĞŵŽŶƐƚƌĂƚĞĚďLJƚŚĞŶĂŚĞŝŵWƵďůŝĐhƟůŝƟĞƐ;WhͿ
ŵŝƐƐŝŽŶ ƐƚĂƚĞŵĞŶƚ ĨƌŽŵ ƚŚĞ ŝƚLJ͛Ɛ ',' ZĞĚƵĐƟŽŶ
WůĂŶ͗
dŚĞWhŝƐĐŽŵŵŝƩĞĚƚŽƌĞĚƵĐŝŶŐ','ĞŵŝƐƐŝŽŶƐ
ďLJŝŵƉůĞŵĞŶƟŶŐŶŽƚŽŶůLJƚŚĞůĞƩĞƌŽĨƐƚĂƚĞůĂǁƐ
ĂŶĚ ƌĞŐƵůĂƟŽŶƐ͕ ďƵƚ ĂůƐŽ ƚŚĞŝƌ ƐƉŝƌŝƚ͕ ŝŶ ŽƌĚĞƌ
ƚŽ ŵĂŬĞ ŶĂŚĞŝŵ ŵŽƌĞ ƐƵƐƚĂŝŶĂďůĞ ĨŽƌ ĨƵƚƵƌĞ
ŐĞŶĞƌĂƟŽŶƐǁŚŝůĞďĂůĂŶĐŝŶŐƚŚĞŶĞĞĚƚŽŵŝƟŐĂƚĞ
ĐƵƐƚŽŵĞƌƌĂƚĞŝŵƉĂĐƚƐ͘
dŚĞĨŽůůŽǁŝŶŐŬĞLJƐƵƐƚĂŝŶĂďŝůŝƚLJŽƉƉŽƌƚƵŶŝƟĞƐǁĞƌĞ
ŝĚĞŶƟĮĞĚĨŽƌƚŚĞ^WŝŶƚŚĞ','ZĞĚƵĐƟŽŶWůĂŶ͕
ĨƌŽŵĐŽŵŵƵŶŝƚLJĨĞĞĚďĂĐŬ͕ĂŶĚŝŶŵĞĞƟŶŐƐǁŝƚŚƚŚĞ
ŝƚLJ WůĂŶŶŝŶŐ ĂŶĚ WƵďůŝĐ hƟůŝƚLJ ĚĞƉĂƌƚŵĞŶƚƐ͘ dŚĞ
ŽƉƉŽƌƚƵŶŝƟĞƐĂƌĞŽƌŐĂŶŝnjĞĚďLJƚŽƉŝĐĂŶĚĚĞƐĐƌŝďĞĚ
ďĞůŽǁ͕ ĂĐĐŽŵƉĂŶLJŝŶŐ ƐƵƐƚĂŝŶĂďůĞ ŝŵƉůĞŵĞŶƚĂƟŽŶ
ĂĐƟŽŶƐĂƌĞƉƌŽǀŝĚĞĚŝŶŚĂƉƚĞƌϱ͕ĚŵŝŶŝƐƚƌĂƟŽŶĂŶĚ
/ŵƉůĞŵĞŶƚĂƟŽŶ͘
High Quality Transit Areas
dŚĞĂƌĞĂƐĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚĂŶĚ>ŝŶĐŽůŶǀĞŶƵĞ
ĂƌĞĚĞƐŝŐŶĂƚĞĚĂƐ,ŝŐŚYƵĂůŝƚLJdƌĂŶƐŝƚƌĞĂƐ;,YdƐͿ
ďLJ^'ŝŶƚŚĞϮϬϭϲͲϮϬϰϬZĞŐŝŽŶĂůdƌĂŶƐƉŽƌƚĂƟŽŶ
WůĂŶͬ^^;ZdWͬ^^Ϳ͘dŚĞLJƋƵĂůŝĨLJĂƐƐƵĐŚ͕ďĞĐĂƵƐĞ
ƚŚĞLJ ĂƌĞ ǁŝƚŚŝŶ ŽŶĞ ŚĂůĨͲŵŝůĞ ŽĨ ƚƌĂŶƐŝƚ ƐƚŽƉƐ ƚŚĂƚ
ĂƌĞƐĞƌǀŝĐĞĚĂƚůĞĂƐƚĞǀĞƌLJϭϱŵŝŶƵƚĞƐĚƵƌŝŶŐƉĞĂŬ
ĐŽŵŵƵƟŶŐ ŚŽƵƌƐ͕ ŵĂŬŝŶŐ ƚŚĞŵ ƉƌŝŵĞ ůŽĐĂƟŽŶƐ
ĨŽƌ ƐƵƐƚĂŝŶĂďůĞ ŚŽƵƐŝŶŐ ĂŶĚ ĞŵƉůŽLJŵĞŶƚ ŐƌŽǁƚŚ͘
>ŽĐĂƟŶŐŶĞǁŚŽƵƐŝŶŐĂŶĚũŽďƐŝŶĂƌĞĂƐǁŚĞƌĞĨƌĞƋƵĞŶƚ
ƚƌĂŶƐŝƚŽƉƟŽŶƐĂƌĞĂǀĂŝůĂďůĞĐĂŶƐŝŐŶŝĮĐĂŶƚůLJƌĞĚƵĐĞ
ǀĞŚŝĐůĞ ŵŝůĞƐ ƚƌĂǀĞůĞĚ ;sDdͿ ďĞĐĂƵƐĞ ĐŽŶǀĞŶŝĞŶƚ
ĂĐĐĞƐƐŵĂŬĞƐŝƚĞĂƐŝĞƌĨŽƌŵŽƌĞƉĞŽƉůĞƚŽƵƐĞƚƌĂŶƐŝƚ
ĨŽƌƚŚĞŝƌĚĂŝůLJĐŽŵŵƵƚĞŝŶƐƚĞĂĚŽĨƉĞƌƐŽŶĂůǀĞŚŝĐůĞƐ͘
/ŶĐƌĞĂƐŝŶŐƚƌĂŶƐŝƚƌŝĚĞƌƐŚŝƉ͕ŝŶƚƵƌŶ͕ĂůůŽǁƐƚƌĂŶƐŝƚ
ŽƉĞƌĂƚŽƌƐ ƚŽ ŝŶĐƌĞĂƐĞ ĐĂƉĂĐŝƚLJ ĂŶĚ ƉƌŽǀŝĚĞ ĞǀĞŶ
ŵŽƌĞĨƌĞƋƵĞŶƚƐĞƌǀŝĐĞƚŽŵŽƌĞĂƌĞĂƐ͘
dƌĂŶƐŝƚ WƌŝŽƌŝƚLJ WƌŽũĞĐƚƐ ;dWWͿ͘ƐĂŶŝŶĐĞŶƟǀĞƚŽ
ĞŶĐŽƵƌĂŐĞƚŚĞŐƌŽǁƚŚĞŶǀŝƐŝŽŶĞĚŝŶĂŶĚĂƌŽƵŶĚ,ŝŐŚ
YƵĂůŝƚLJdƌĂŶƐŝƚƌĞĂƐďLJƚŚĞZdWͬ^^͕ƉƌŽũĞĐƚƐƚŚĂƚ
ŵĞĞƚƚŚĞƌĞƋƵŝƌĞŵĞŶƚƐĂƌĞĞůŝŐŝďůĞĨŽƌĂǀĂƌŝĞƚLJŽĨ
YƐƚƌĞĂŵůŝŶŝŶŐŽƉƟŽŶƐ͘dŽŵĞĞƚƌĞƋƵŝƌĞŵĞŶƚƐ͕
ƉƌŽũĞĐƚƐŵƵƐƚ͕ϭͿďĞǁŝƚŚŝŶЪŵŝůĞŽĨĂŶ,Yd;ǁŚŝĐŚ
ŝŶĐůƵĚĞƐĂůůŽĨƚŚĞ^WĂƌĞĂͿ͕ϮͿďĞĐŽŶƐŝƐƚĞŶƚǁŝƚŚƚŚĞ
^^ĂƐĚĞƚĞƌŵŝŶĞĚďLJƚŚĞŝƚLJŽĨŶĂŚĞŝŵ͕ϯͿĐŽŶƚĂŝŶ
ĂƚůĞĂƐƚϱϬƉĞƌĐĞŶƚƌĞƐŝĚĞŶƟĂůƵƐĞ͕ĂŶĚϰͿƉƌŽƉŽƐĞĂ
ŵŝŶŝŵƵŵŽĨϮϬĚǁĞůůŝŶŐƵŶŝƚƐƉĞƌĂĐƌĞ͘
/ŶĮůůĞǀĞůŽƉŵĞŶƚ
dŚĞ ĞĂĐŚ ŽƵůĞǀĂƌĚ ^ƉĞĐŝĮĐ WůĂŶ ĂƌĞĂ ĐŽŶƚĂŝŶƐ
ŵĂŶLJĞdžŝƐƟŶŐďƵŝůĚŝŶŐƐƚŚĂƚĂƌĞĞŝƚŚĞƌŽďƐŽůĞƚĞŽƌ
ƵŶĚĞƌƵƟůŝnjĞĚ͘/ŶĂĚĚŝƟŽŶ͕ƚŚĞƌĞĂƌĞƐĞǀĞƌĂůǀĂĐĂŶƚ
ƉĂƌĐĞůƐŽĨůĂŶĚ͕ƌĂŶŐŝŶŐĨƌŽŵ͘ϱĂĐƌĞƐƚŽϮϱĂĐƌĞƐŝŶ
ƐŝnjĞ͘dŽŐĞƚŚĞƌ͕ƚŚĞƐĞƉĂƌĐĞůƐƌĞƉƌĞƐĞŶƚƐŝŐŶŝĮĐĂŶƚŝŶĮůů
ĚĞǀĞůŽƉŵĞŶƚŽƉƉŽƌƚƵŶŝƟĞƐ͘dŚĞŝŶƚĞŶƚŽĨƚŚĞ^ƉĞĐŝĮĐ
WůĂŶŝƐƚŽƌĞĂůŝŐŶĨƵƚƵƌĞůĂŶĚƵƐĞĂŶĚnjŽŶŝŶŐĨŽƌƚŚĞ
ĂƌĞĂďĂƐĞĚŽŶĞdžŝƐƟŶŐĂŶĚĨƵƚƵƌĞŵĂƌŬĞƚĚĞŵĂŶĚ͕
ĂŶĚƚŽĂůůŽǁĨŽƌŝŶƚĞŶƐŝĮĐĂƟŽŶŽĨƌĞƐŝĚĞŶƟĂůĂŶĚŶŽŶͲ
ƌĞƐŝĚĞŶƟĂůƵƐĞƐŝŶƉƌŽdžŝŵŝƚLJƚŽƚƌĂŶƐŝƚ͘dŚĞ^ƉĞĐŝĮĐ
WůĂŶĂůƐŽŚĂƐĂŶŽƉƉŽƌƚƵŶŝƚLJƚŽĚƌĂǁĨƌŽŵĂŶĚƚĂŝůŽƌ
ƚŚĞŵŝdžĞĚͲƵƐĞnjŽŶĞƐƚŚĂƚĂƌĞĂƉƉůŝĞĚĞůƐĞǁŚĞƌĞŝŶƚŚĞ
ŝƚLJ͕ƚŽĞŶĐŽƵƌĂŐĞĂďƌŽĂĚĞƌƌĂŶŐĞŽĨŚŽƵƐŝŶŐƚLJƉĞƐ
ƚŽŵĞĞƚĚĞŵĂŶĚƐŝŶƚŚĞĂƌĞĂĂŶĚƐƵƉƉŽƌƚĂĚĚŝƟŽŶĂů
ĐŽŵŵƵŶŝƚLJͲƐĞƌǀŝŶŐ ĐŽŵŵĞƌĐŝĂů ĂŶĚ ƌĞƚĂŝů ƵƐĞƐ͘
KǀĞƌĂůů͕ ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ƉƌŽǀŝĚĞƐ ĂŶ ŽƉƉŽƌƚƵŶŝƚLJ
ƚŽŝŵƉůĞŵĞŶƚŵĂŶLJdƌĂŶƐŝƚWƌŝŽƌŝƚLJWƌŽũĞĐƚƐƵƉĂŶĚ
ĚŽǁŶĞĂĐŚŽƵůĞǀĂƌĚ͘
ZĞŶĞǁĂďůĞWŽƌƞŽůŝŽ^ƚĂŶĚĂƌĚ͞/ŶƐƚĂůůĂƟŽŶƐ͟
dŚĞƌĞŝƐĂŶŽƉƉŽƌƚƵŶŝƚLJƚŽŝŶĐƌĞĂƐĞƚŚĞƉĞƌĐĞŶƚĂŐĞŽĨ
ƌĞŶĞǁĂďůĞƐŝŶƚŚĞŶĂŚĞŝŵ͛ƐƉŽǁĞƌƐƵƉƉůLJŵŝdžǁŝƚŚ
ĂĚĚŝƟŽŶĂůŝƚLJͲŽǁŶĞĚƐŽůĂƌƉŚŽƚŽǀŽůƚĂŝĐŝŶƐƚĂůůĂƟŽŶƐ
ŝŶ ƚŚĞ ^W ĂƌĞĂ͘ /ŶŝƟĂů ŵĞĞƟŶŐƐ ǁŝƚŚ ƚŚĞ Wh
ŝĚĞŶƟĮĞĚƚŚĞĨŽůůŽǁŝŶŐƉŽƐƐŝďůĞĐĂƉŝƚĂůZĞŶĞǁĂďůĞ
WŽƌƞŽůŝŽ^ƚĂŶĚĂƌĚƐ;ZW^ͿŝŵƉƌŽǀĞŵĞŶƚƐǁŚŝĐŚĐŽƵůĚ
ďĞŝŵƉůĞŵĞŶƚĞĚďLJƚŚĞƉƌŝǀĂƚĞƐĞĐƚŽƌĂƐƉĂƌƚŽĨŶĞǁ
ĚĞǀĞůŽƉŵĞŶƚƉƌŽƉŽƐĂůƐ͕ŽƌďLJWhĨŽƌƉƵďůŝĐůLJŽǁŶĞĚ
ůĂŶĚƐ͘
tĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ͘dŚĞŝƚLJͲŽǁŶĞĚtĞƐƚ
ŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌŽŶĞĂĐŚŽƵůĞǀĂƌĚƉƌŽǀŝĚĞƐ
ĂŶ ŽƉƉŽƌƚƵŶŝƚLJ ĨŽƌ ŝƚLJͲŽǁŶĞĚ ƐŽůĂƌ ƉŚŽƚŽǀŽůƚĂŝĐ
ƐLJƐƚĞŵƐŽŶƚŚĞƌŽŽŌŽƉĂŶĚƉĂƌŬŝŶŐƐŚĂĚĞƐƚƌƵĐƚƵƌĞƐ͘
Twila Reid and Schweitzer Parks.^ŽůĂƌƐŚĂĚĞ
ƐƚƌƵĐƚƵƌĞƐ ĂŶĚͬ Žƌ ƐŽůĂƌ ƚƌĞĞƐ ĐŽƵůĚ ďĞ ĂĚĚĞĚ ƚŽ
dǁŝůĂZĞŝĚWĂƌŬĂŶĚͬŽƌ^ĐŚǁĞŝƚnjĞƌWĂƌŬ;ŝŶƚŚĞƉĂƌŬƐ
ĂŶĚƉĂƌŬŝŶŐůŽƚͿ͘dŚĞƐĞĐŽƵůĚƉƌŽǀŝĚĞĞůĞĐƚƌŝĐŝƚLJĨŽƌ
ĂĚĚŝƟŽŶĂůĂĚĂƉƟǀĞůŝŐŚƟŶŐƚŽŝŶĐƌĞĂƐĞƐĂĨĞƚLJĂƚƚŚĞ
ƉĂƌŬƐ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ89
4
DĞĚŝĐĂů KĸĐĞ ƵŝůĚŝŶŐ WĂƌŬŝŶŐ ^ƚƌƵĐƚƵƌĞ͘ The
ƉĂƌŬŝŶŐ ƐƚƌƵĐƚƵƌĞ Ăƚ ƚŚĞ ĐŽƌŶĞƌ ŽĨ KƌĂŶŐĞ ǀĞŶƵĞ
ĂŶĚĞĂĐŚŽƵůĞǀĂƌĚƉƌŽǀŝĚĞƐĂƌĞƚƌŽĮƚŽƉƉŽƌƚƵŶŝƚLJ
ƚŽ ĂĚĚ ƐŽůĂƌ ƉĂŶĞůƐ Žƌ ŽƚŚĞƌ ƌĞŶĞǁĂďůĞ ĞŶĞƌŐLJ
ƚĞĐŚŶŽůŽŐLJŽŶƚŚĞƌŽŽĨŽĨƚŚĞƐƚƌƵĐƚƵƌĞ͘
tĞƐƚŐĂƚĞ͘dŚĞtĞƐƚŐĂƚĞƐŝƚĞĐŽƵůĚĂůƐŽŝŶĐŽƌƉŽƌĂƚĞ
;ZW^ͿŝŶƐƚĂůůĂƟŽŶƐŝŶƚŽƐŝƚĞŽƌďƵŝůĚŝŶŐĚĞƐŝŐŶ͕ƐƵĐŚĂƐ
ƉŚŽƚŽǀŽůƚĂŝĐƉĂŶĞůƐ͕ƐŽůĂƌƉŽǁĞƌĞĚůŝŐŚƟŶŐ͕ĞƚĐ͘
ĚǀĂŶĐĞĚ ŶĞƌŐLJ ĸĐŝĞŶĐLJ
Integrated Demand Side Management. dŚĞ ^ƚĂƚĞ
ŽĨĂůŝĨŽƌŶŝĂ͛Ɛ>ŽŶŐͲdĞƌŵ ŶĞƌŐLJ ĸĐŝĞŶĐLJ^ƚƌĂƚĞŐŝĐ
WůĂŶ;ƚŚĞWůĂŶͿǁĂƐĐŽŵŵŝƐƐŝŽŶĞĚďLJƚŚĞĂůŝĨŽƌŶŝĂ
WƵďůŝĐhƟůŝƟĞƐŽŵŵŝƐƐŝŽŶ;WhͿŝŶϮϬϬϳ͕ĂĚŽƉƚĞĚ
ďLJƚŚĞWhŝŶϮϬϬϴ͕ĂŶĚĂŵĞŶĚĞĚŝŶϮϬϭϬ͘dŚĞWůĂŶ
ůĂLJƐŽƵƚĂƉĂƚŚƚŽŵĞĞƚƚŚĞ^ƚĂƚĞ͛ƐĞŶĞƌŐLJĞĸĐŝĞŶĐLJ
ĂŶĚ ŐƌĞĞŶŚŽƵƐĞ ŐĂƐ ƌĞĚƵĐƟŽŶ ŐŽĂůƐ ƚŚƌŽƵŐŚ ƚŚĞ
LJĞĂƌϮϬϮϬďLJĞƐƚĂďůŝƐŚŝŶŐĂǀŝƐŝŽŶ͕ƐĞƫŶŐŐŽĂůƐ͕ĂŶĚ
ŽƵƚůŝŶŝŶŐ ĂŶ ŝŵƉůĞŵĞŶƚĂƟŽŶ ƉůĂŶ ƚŽ ĂĐŚŝĞǀĞ ĞĂĐŚ
ŐŽĂůǁŝƚŚŝŶƚǁĞůǀĞĚŝīĞƌĞŶƚĐĂƚĞŐŽƌŝĞƐ͘KŶĞŽĨƚŚĞ
ĐĂƚĞŐŽƌŝĞƐƚŚĂƚƚŚĞWůĂŶƌĞĐŽŐŶŝnjĞƐŝƐƚŚĞŝŶƚĞŐƌĂƟŽŶ
ŽĨ ĚĞŵĂŶĚͲƐŝĚĞ ŵĂŶĂŐĞŵĞŶƚ ;^DͿ ŽƉƟŽŶƐ͕ ƐƵĐŚ
ĂƐ ŝŵƉƌŽǀŝŶŐ ƚŚĞ ĞŶĞƌŐLJ ĞĸĐŝĞŶĐLJ ŽĨ ĞŶĚ ƵƐĞƌƐ
ŚŽŵĞƐ͕ďƵƐŝŶĞƐƐĞƐ͕ĂŶĚǀĞŚŝĐůĞƐ͕ĚĞŵĂŶĚƌĞƐƉŽŶƐĞ
ƉƌŽŐƌĂŵƐƚŚĂƚĞŶĐŽƵƌĂŐĞĞŶĚͲƵƐĞƌƐƚŽŵĂŬĞƐŚŽƌƚͲ
ƚĞƌŵƌĞĚƵĐƟŽŶƐŝŶĞŶĞƌŐLJƵƐĞĚƵƌŝŶŐƐƉĞĐŝĮĐŚŽƵƌƐ͕
ĂŶĚ ĚŝƐƚƌŝďƵƚĞĚ ŐĞŶĞƌĂƟŽŶ ƚĞĐŚŶŽůŽŐŝĞƐ ŝŶĐůƵĚŝŶŐ
ƐŽůĂƌƉĂŶĞůƐ͕ĨƵĞůĐĞůůƐ͕ĂŶĚŽƚŚĞƌĞŶĞƌŐLJͲŐĞŶĞƌĂƟŶŐ
ŽƉƟŽŶƐƚŚĂƚĨĞĞĚĞŶĞƌŐLJŝŶƚŽƚŚĞƵƟůŝƚLJŐƌŝĚĂŶĚŚĞůƉ
ƌĞůŝĞǀĞƚŚĞƵƟůŝƚLJ͛ƐĐĂƉĂĐŝƚLJĐŽŶƐƚƌĂŝŶƚƐĂƐǁĞůůĂƐŝƚƐ
ĞŶĞƌŐLJŐĞŶĞƌĂƟŽŶƌĞƋƵŝƌĞŵĞŶƚƐ͘
dŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵ ŚĂƐ ĂůƌĞĂĚLJ ĞƐƚĂďůŝƐŚĞĚ Ă
ŶƵŵďĞƌŽĨƉƌĂĐƟĐĞƐƚLJƉŝĐĂůůLJŽƵƚůŝŶĞĚŝŶĂĚĞŵĂŶĚ
ƐŝĚĞŵĂŶĂŐĞŵĞŶƚƉƌŽŐƌĂŵŝŶĐůƵĚŝŶŐ͕ϭͿƉƌŽŵŽƟŶŐ
ĞŶĞƌŐLJ ĞĸĐŝĞŶƚ ĚĞǀĞůŽƉŵĞŶƚ ǀŝĂ ŐƌĞĞŶ ďƵŝůĚŝŶŐ
ĂŶĚƉƵďůŝĐƵƟůŝƚLJŝŶĐĞŶƟǀĞƐ͕ϮͿĞĚƵĐĂƟŶŐƚŚĞƉƵďůŝĐ
ĂďŽƵƚ ƐƵƐƚĂŝŶĂďůĞ ŝƐƐƵĞƐ ƚŚƌŽƵŐŚ ĞŶĞƌŐLJ ĂƵĚŝƚƐ͕
ƉƵďůŝĐ ƐĞƌǀŝĐĞ ĂŶŶŽƵŶĐĞŵĞŶƚƐ͕ ƵƟůŝƚLJ ďŝůů ŝŶƐĞƌƚƐ͕
ƚƌĂŝŶŝŶŐ ƉƌŽŐƌĂŵƐ͕ ĂŶĚ ŽƚŚĞƌ ŽƵƚƌĞĂĐŚ ƉƌŽŐƌĂŵƐ͕
ĂŶĚϯͿĞƐƚĂďůŝƐŚŝŶŐĂǀĂƌŝĞƚLJŽĨĚŝƐƚƌŝďƵƚĞĚŐĞŶĞƌĂƟŽŶ
ƉƌŽŐƌĂŵƐ͕ ĚĞƐĐƌŝďĞĚ ŝŶ ĚĞƚĂŝů ŝŶ ƚŚĞ ZĞŶĞǁĂďůĞ
ŶĞƌŐLJƐĞĐƟŽŶůĂƚĞƌŝŶƚŚŝƐĚŽĐƵŵĞŶƚ͘
dŚĞƌĞ ƌĞŵĂŝŶƐ ĂŶ ŽƉƉŽƌƚƵŶŝƚLJ ƚŽ ĞŶŚĂŶĐĞ ĂŶĚ
ƐƵƉƉůĞŵĞŶƚƚŚĞƐĞŝŶŝƟĂƟǀĞƐďLJĐŽŶƐŽůŝĚĂƟŶŐĞdžŝƐƟŶŐ
ƉƌŽŐƌĂŵƐ ƵŶĚĞƌ ƚŚĞ ƵŵďƌĞůůĂ ŽĨ ĂŶ ŝŶƚĞŐƌĂƚĞĚ
ĚĞŵĂŶĚͲƐŝĚĞŵĂŶĂŐĞŵĞŶƚƉƌŽŐƌĂŵĨŽƌƚŚĞ^WƚŚĂƚ
ĐŽƵůĚďĞĞdžƉĂŶĚĞĚĂŶĚƌĞĮŶĞĚƚŽŝŶĐůƵĚĞĂĚĞŵĂŶĚ
ƌĞƐƉŽŶƐĞƉƌŽŐƌĂŵ͕ĂŶĚƚĂƌŐĞƚĞĚŐƵŝĚĞůŝŶĞƐĨŽƌŚŽǁ
ĞdžŝƐƟŶŐĐŝƚLJͲǁŝĚĞĞīŽƌƚƐǁŝůůĂƉƉůLJƚŽƚŚĞ^WĂƌĞĂ͘
^h^d/E/>/dz
dŚĞ ^ƚƌĂƚĞŐŝĐ 'ƌŽǁƚŚ ŽƵŶĐŝů ĚĞĮŶĞƐ Ă
sustainable community as one that promotes
equity, health, and safety, and strengthens the
ĞĐŽŶŽŵLJǁŚŝůĞƉƌŽƚĞĐƟŶŐƚŚĞĞŶǀŝƌŽŶŵĞŶƚ͘
dŚĞĞdžŝƐƟŶŐŵĞĚŝĐĂůŽĸĐĞďƵŝůĚŝŶŐĂŶĚƉĂƌŬŝŶŐŐĂƌĂŐĞĂƚƚŚĞĐŽƌŶĞƌ
ŽĨĞĂĐŚŽƵůĞǀĂƌĚĂŶĚKƌĂŶŐĞǀĞŶƵĞĂƌĞŽƉƉŽƌƚƵŶŝƟĞƐĨŽƌĞŶĞƌŐLJ
ĞĸĐŝĞŶƚƌĞƚƌŽĮƚƵƉŐƌĂĚĞƐƐƵĐŚĂƐƐŽůĂƌƉĂŶĞůƐŽƌŽƚŚĞƌƌĞŶĞǁĂďůĞĞŶĞƌŐLJ
ƚĞĐŚŶŽůŽŐLJ͘
90 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
ĚǀĂŶĐĞĚ>ŝŐŚƟŶŐ^ƚƌĂƚĞŐŝĞƐ
ĐĐŽƌĚŝŶŐ ƚŽ ƚŚĞ ĂůŝĨŽƌŶŝĂ ŶĞƌŐLJ ŽŵŵŝƐƐŝŽŶ͕
ůŝŐŚƟŶŐ ĂĐĐŽƵŶƚƐ ĨŽƌ ĂƉƉƌŽdžŝŵĂƚĞůLJ ϯϱ ƉĞƌĐĞŶƚ
ŽĨ ĞůĞĐƚƌŝĐŝƚLJ ƵƐĞ ŝŶ ĐŽŵŵĞƌĐŝĂů ďƵŝůĚŝŶŐƐ ĂŶĚ ϮϮ
ƉĞƌĐĞŶƚŝŶƌĞƐŝĚĞŶƟĂůƵŶŝƚƐ͕ŵĂŬŝŶŐůŝŐŚƟŶŐĂƐŝnjĞĂďůĞ
ĐŽŶƚƌŝďƵƚŽƌ ƚŽ ŐƌĞĞŶŚŽƵƐĞ ŐĂƐĞƐ͘ ^ŽŵĞ ŽĨ ƚŚĞ
ĂĚǀĂŶĐĞŵĞŶƚƐŝŶůŝŐŚƟŶŐƚĞĐŚŶŽůŽŐLJĂŶĚĞĸĐŝĞŶĐLJ
ŚĂǀĞ ďĞĞŶ ŝŶĐŽƌƉŽƌĂƚĞĚ ŝŶƚŽ ƚŚĞ ƵŝůĚŝŶŐ ŽĚĞ͘
KƚŚĞƌ ŵŽƌĞ ŝŶŶŽǀĂƟǀĞ͕ ŚŝŐŚͲĞĸĐĂĐLJ͕ ŚŝŐŚ ĐŽůŽƌ
ƋƵĂůŝƚLJůŝŐŚƟŶŐƚĞĐŚŶŽůŽŐŝĞƐĂŶĚƉƌŽĚƵĐƚƐĂƌĞƋƵŝĐŬůLJ
ĞǀŽůǀŝŶŐ͕ďĞĐŽŵŝŶŐŵŽƌĞƌĞĂĚŝůLJĂǀĂŝůĂďůĞĂŶĚĐŽƐƚͲ
ĞīĞĐƟǀĞ͘ ^ŽŵĞ ŽƉƉŽƌƚƵŶŝƟĞƐ ƚŽ ƌĞĚƵĐĞ ĞůĞĐƚƌŝĐŝƚLJ
ƵƐĞĚĨŽƌůŝŐŚƟŶŐŝŶĐůƵĚĞ͗
Twila Reid Park. dŚĞŝƚLJŚĂƐŝĚĞŶƟĮĞĚdǁŝůĂZĞŝĚ
WĂƌŬĂƐĂŶĂƌĞĂŽĨĨŽĐƵƐĨŽƌŝŵƉƌŽǀĞŵĞŶƚŝŶƚŚĞ^W
ĂƌĞĂ͘ EƵŵĞƌŽƵƐ ŽƉƉŽƌƚƵŶŝƟĞƐ ĨŽƌ ƵƐŝŶŐ ĂĚǀĂŶĐĞĚ
ůŝŐŚƟŶŐƐƚƌĂƚĞŐŝĞƐĂŶĚƐŽůƵƟŽŶƐĂƚƚŚŝƐƉĂƌŬĂƌĞďĞŝŶŐ
ĐŽŶƐŝĚĞƌĞĚ͘
KƚŚĞƌ ĚǀĂŶĐĞĚ >ŝŐŚƟŶŐ ƉƉůŝĐĂƟŽŶƐ͘/ŶƚĞƌŝŽƌ
ďƵŝůĚŝŶŐ ůŝŐŚƟŶŐĂƉƉůŝĐĂƟŽŶƐĐŽƵůĚ LJŝĞůĚ ƐŝŐŶŝĮĐĂŶƚ
ĞŶĞƌŐLJƐĂǀŝŶŐƐŝŶĐŽƌƌŝĚŽƌƐ͕ƐƚĂŝƌǁĞůůƐ͕ƐĐŚŽŽůƐ͕ĂŶĚ
ŚŽƐƉŝƚĂůŝƚLJďƵŝůĚŝŶŐƐ͘ ŶĞƌŐLJƐĂǀŝŶŐƐĐŽƵůĚďĞƌĞĂůŝnjĞĚ
ĨƌŽŵ> ƐƚƌĞĞƚůŝŐŚƟŶŐ͕ƉĂƌŬŝŶŐůŽƚůŝŐŚƟŶŐ͕ƉĂƌŬŝŶŐ
ƐƚƌƵĐƚƵƌĞůŝŐŚƟŶŐ͕ƐŝŐŶĂŐĞ͕ǁĂůůƉĂĐŬƐ͕ĂŶĚƉĂƚŚǁĂLJ
ůŝŐŚƟŶŐ͘ EĞǁ Žƌ ƌĞƚƌŽĮƚ ůŝŐŚƟŶŐ Ăƚ ƚŚĞ ŚŽƐƉŝƚĂů͕
zŽƵƚŚ ĞŶƚĞƌ͕ ŵŽƚĞůƐ͕ ĂŶĚ ŽƚŚĞƌ ^W ůĂŶĚ ƵƐĞƐ͕
ĐŽƵůĚƉƌŽǀŝĚĞƐŝŐŶŝĮĐĂŶƚĞŶĞƌŐLJƐĂǀŝŶŐ͕ŐƌĞĞŶŚŽƵƐĞ
ŐĂƐ ƌĞĚƵĐƟŽŶ͕ ĂŶĚ ĞŶŚĂŶĐĞĚ ŚĞĂůƚŚ ĂŶĚ ƐĂĨĞƚLJ
ŽƉƉŽƌƚƵŶŝƟĞƐ͘/ƚŝƐƌĞĐŽŵŵĞŶĚĞĚƚŚĂƚƚŚĞƐƉĞĐŝĮĐ
ƉůĂŶŝŶĐůƵĚĞŝŶĐĞŶƟǀĞƐĨŽƌƚŚĞƐĞĂƉƉůŝĐĂƟŽŶƐ͘
>ŝŐŚƟŶŐ'ƵŝĚĞůŝŶĞƐĨŽƌE ŽŵŵƵŶŝƟĞƐ͘/ŶĐĞŶƟǀĞƐ
ĂŶĚŐƵŝĚĞůŝŶĞƐĐŽƵůĚďĞĞƐƚĂďůŝƐŚĞĚĨŽƌƚŚĞ^WĂƌĞĂ
ƚŽ ƉƌŽŵŽƚĞ ůŝŐŚƟŶŐ ƚŚĂƚ ŚĞůƉƐ ĚĞǀĞůŽƉŵĞŶƚ ŵĞĞƚ
njĞƌŽŶĞƚĞŶĞƌŐLJ;E ͿƐƚĂŶĚĂƌĚƐ͘
dŚĞŝƚLJŝƐĐŽŶƐŝĚĞƌŝŶŐĂĚǀĂŶĐĞĚůŝŐŚƟŶŐƐƚƌĂƚĞŐŝĞƐƚŽŝŶĐƌĞĂƐĞƐĂĨĞƚLJ
ĂŶĚƵƐĂďŝůŝƚLJŽĨdǁŝůĂZĞŝĚWĂƌŬ͘
ZKE d E Z'zΈE Ή
ĞƌŽŶĞƚĞŶĞƌŐLJďƵŝůĚŝŶŐƐĂƌĞƵůƚƌĂͲĞĸĐŝĞŶƚŶĞǁ
ĐŽŶƐƚƌƵĐƟŽŶĂŶĚĚĞĞƉĞŶĞƌŐLJƌĞƚƌŽĮƚƉƌŽũĞĐƚƐ
that consume only as much energy as they
ƉƌŽĚƵĐĞĨƌŽŵĐůĞĂŶ͕ƌĞŶĞǁĂďůĞƌĞƐŽƵƌĐĞƐ͘
^ŽƵƌĐĞ͗EĞǁƵŝůĚŝŶŐƐ/ŶƐƟƚƵƚĞ
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ91
4
Renewable Energy
^ŽůĂƌ/ŶĐĞŶƟǀĞƐ͘dŚĞƌĞĂƌĞŽƉƉŽƌƚƵŶŝƟĞƐƚŽƉƌŽǀŝĚĞ
ŝŶĐĞŶƟǀĞƐĐŽƵƉůĞĚǁŝƚŚĂĚǀĂŶĐĞĚĞŶĞƌŐLJĞĸĐŝĞŶĐLJ
;ƐƵĐŚĂƐǀŽůƵŶƚĂƌLJƌĞƐŝĚĞŶƟĂůE ϮϬϭϲdŝƚůĞϮϰͿ͘
,ŽǁĞǀĞƌ͕ŶĂŚĞŝŵŚĂƐŵĞƚŝƚƐ^ϭƚĂƌŐĞƚƐĂŶĚĂƐ
ŽĨ KĐƚŽďĞƌ ϮϬϭϱ͕ ĂŶĚ ŝƐ ŶŽ ůŽŶŐĞƌ ŽīĞƌŝŶŐ ƐŽůĂƌ
ŝŶĐĞŶƟǀĞƐ ƚŽ ŶĂŚĞŝŵ ƌĞƐŝĚĞŶĐĞƐ Žƌ ďƵƐŝŶĞƐƐĞƐ͘
&ƵƌƚŚĞƌŵŽƌĞ͕ǁŚŝůĞƐŽůĂƌĞŶĞƌŐLJŝƐĂŐŽŽĚŝĚĞĂ͕ƚŚĞ
ĐŽƐƚŝŵƉĂĐƚƐĂƌĞŐƌĞĂƚĞƌƚŚĂŶǁŚĂƚĐƵƐƚŽŵĞƌƐƉĂLJĨŽƌ
ĞŶĞƌŐLJŝŶƚŚĞŝƚLJŽĨŶĂŚĞŝŵ͘
dƌĂŶƐƉŽƌƚĂƟŽŶ
CALSTART Partnership.>^dZdŝƐĂŶŽŶƉƌŽĮƚ
ƐƚƌĂƚĞŐŝĐ ďƌŽŬĞƌ ĨŽƌ ĐůĞĂŶ ƚƌĂŶƐƉŽƌƚĂƟŽŶ͘ dŚĞ ŝƚLJ
ŵŝŐŚƚĐŽŶƐŝĚĞƌďĞĐŽŵŝŶŐĂŵĞŵďĞƌŽĨ>^dZdƚŽ
ĂĐĐĞƐƐƚŚĞůĂƚĞƐƚĐůĞĂŶĨƵĞůƚƌĂŶƐƉŽƌƚĂƟŽŶƐŽůƵƟŽŶƐ
ĂƐ ǁĞůů ĂƐ ĨƵŶĚŝŶŐ ŽƉƉŽƌƚƵŶŝƟĞƐ ƐƵĐŚ ĂƐ ĞůĞĐƚƌŝĐ
ǀĞŚŝĐůĞ ĐŚĂƌŐŝŶŐ ƐƚĂƟŽŶ ƉƌŽŐƌĂŵƐ͘ dŚĞ ^W ĂƌĞĂ
ŝƐƐĞƌǀĞĚďLJƚǁŽƚƌĂŶƐŝƚĂŐĞŶĐŝĞƐ͕ŶĂŚĞŝŵZĞƐŽƌƚ
dƌĂŶƐƉŽƌƚĂƟŽŶ;ZdͿĂŶĚƚŚĞKƌĂŶŐĞŽƵŶƚLJdƌĂŶƐŝƚ
ƵƚŚŽƌŝƚLJ;KdͿ͘KĨƚŚŽƐĞ͕ZdŝƐĂĐƵƌƌĞŶƚŵĞŵďĞƌ
ŽĨ>^dZd
ůĞĐƚƌŝĐ sĞŚŝĐůĞ ŚĂƌŐŝŶŐ ^ƚĂƟŽŶƐ ; s^Ϳ͘Wh
ŚĂƐŝŶĐĞŶƟǀĞƐƚŽŝŶƐƚĂůů s^͕ǁŚŝĐŚǁŽƵůĚŚĞůƉƚŽ
ĞŶŚĂŶĐĞĂĐĐĞƐƐƚŽĞůĞĐƚƌŝĐǀĞŚŝĐůĞƐŝŶƚŚĞ^WĂƌĞĂ͘
dŚĞƐĞŝŶĐĞŶƟǀĞƐƐŚŽƵůĚďĞƉƌŽŵŽƚĞĚŝŶƚŚĞ^ƉĞĐŝĮĐ
WůĂŶ͕ĂŶĚƐƚĂŶĚĂƌĚƐĂŶĚŝŶĐĞŶƟǀĞƐĐŽƵůĚďĞŐŝǀĞŶĨŽƌ
ĚĞǀĞůŽƉĞƌƐƚŽŝŶĐůƵĚĞ s^ŝŶƚŚĞŝƌƉƌŽũĞĐƚƐ͘
,LJĚƌŽŐĞŶ&ƵĞůŝŶŐ^ƚĂƟŽŶ͘ džƉůŽƌĞŚĂǀŝŶŐŚLJĚƌŽŐĞŶ
ĨƵĞůŝŶŐĂƚŽŶĞŽĨƚŚĞŐĂƐƐƚĂƟŽŶƐŝŶƚŚĞ^WƚŽŚĞůƉ
ĞdžƉĂŶĚƚŚĞ͞ŚLJĚƌŽŐĞŶŚŝŐŚǁĂLJ͘͟ƐŝŵŝůĂƌƐƚĂƟŽŶŝƐ
ůŽĐĂƚĞĚĂƚƚŚĞŝŶƚĞƌƐĞĐƟŽŶŽĨ ĂƐƚ>ĂWĂůŵĂǀĞŶƵĞ
ĂŶĚEŽƌƚŚdƵƐƟŶǀĞŶƵĞŝŶŶĂŚĞŝŵ͘
ŽŵƉƌĞƐƐĞĚ EĂƚƵƌĂů 'ĂƐ ;E'Ϳ &ƵĞůŝŶŐ ^ƚĂƟŽŶƐ͘
/ŶƐƚĂůůŝŶŐ ĂŶĚ ŝŶĐĞŶƟǀŝnjŝŶŐ E' ĨƵĞůŝŶŐ ƐƚĂƟŽŶƐ
ĐŽƵůĚ ŚĞůƉ ƚŽ ĂĚǀĂŶĐĞ ĂůƚĞƌŶĂƟǀĞ ĐůĞĂŶ ŵŽĚĞƐ ŽĨ
ƚƌĂŶƐƉŽƌƚĂƟŽŶ ĂŶĚ ƌĞĚƵĐĞĚ ',' ĞŵŝƐƐŝŽŶƐͶĂŶ
ĞdžĂŵƉůĞŝƐƚŚĞŽŶĞŽŶ ůdŽƌŽZŽĂĚĂŶĚƚŚĞϱĨƌĞĞǁĂLJ͘
tĂƚĞƌ ĸĐŝĞŶĐLJ
dŚĞƌĞŝƐĂŶŽƉƉŽƌƚƵŶŝƚLJƚŽƵƉŐƌĂĚĞǁĂƚĞƌŵĞƚĞƌƐŝŶ
ƚŚĞĂƌĞĂƚŽǁĞĂƚŚĞƌďĂƐĞĚŽƌƐŽŝůƐƐĞŶƐŝŶŐ͘dŚĞƌĞĂƌĞ
ƐƵďƐƚĂŶƟĂůǁĂƚĞƌĐŽŶƐĞƌǀĂƟŽŶ͕ĞŶĞƌŐLJƐĂǀŝŶŐƐ͕ĂŶĚ
ŐƌĞĞŶŚŽƵƐĞŐĂƐƌĞĚƵĐƟŽŶŽƉƉŽƌƚƵŶŝƟĞƐĂƐƐŽĐŝĂƚĞĚ
ǁŝƚŚŝŶƐƚĂůůŝŶŐǁĞĂƚŚĞƌͲďĂƐĞĚŝƌƌŝŐĂƟŽŶĐŽŶƚƌŽůůĞƌƐ͘
WhĐŽƵůĚŽīĞƌŝŶĐĞŶƟǀĞƐĨŽƌƚŚĞƐĞĐŽŶƚƌŽůƐ͘
dŚĞ ŝƚLJ ĐŽƵůĚ ĂůƐŽ ĞdžƉůŽƌĞ Ă ƉŝůŽƚ ƉƌŽũĞĐƚ ƐŝŵŝůĂƌ
ƚŽ ƚŚĞ DĞƚƌŽƉŽůŝƚĂŶ tĂƚĞƌ ŝƐƚƌŝĐƚ ;DtͿ ĨƵŶĚĞĚ
ƉƌŽŐƌĂŵǁŝƚŚƚŚĞhĂǀŝƐ ŶĞƌŐLJ ĸĐŝĞŶĐLJĞŶƚĞƌͬ
tĂƚĞƌ ŶĞƌŐLJ ĸĐŝĞŶĐLJ ĞŶƚĞƌ͘ dŚŝƐ ƉƌŽŐƌĂŵ
ŝŵƉůĞŵĞŶƚƐ ǁĞĂƚŚĞƌͲďĂƐĞĚ ŵĞƚĞƌ ƌĞƚƌŽĮƚƐ ŝŶ ƚĞƐƚ
ĂƌĞĂƐŝŶĞdžĐŚĂŶŐĞĨŽƌƌĞĐĞŝǀŝŶŐĚĂƚĂƚŚĂƚŵĞĂƐƵƌĞƐ
ƚŚĞ ĞīĞĐƟǀĞŶĞƐƐ ŽĨ ƚŚĞ ƌĞƚƌŽĮƚ ƵƉŐƌĂĚĞƐ͘ ŐŽŽĚ
ůŽĐĂƟŽŶĨŽƌĂƚĞƐƚĐŽƵůĚďĞŽŶĞŽĨƚŚĞƉĂƌŬƐŝŶƚŚĞ
ĂƌĞĂ͘
͞>ĂďŽƌĂƚŽƌLJƚŽDĂƌŬĞƚ͟WŝůŽƚƐĂŶĚĞŵŽŶƐƚƌĂƟŽŶƐ
dŚĞ^WĂƌĞĂŝƐĂƉƌŝŵĞůŽĐĂƟŽŶĨŽƌƚĞƐƟŶŐ
ůĂďŽƌĂƚŽƌLJͲƚŽͲŵĂƌŬĞƚ ƚĞĐŚŶŽůŽŐLJ͘ dŚĞ ^ƉĞĐŝĮĐ
WůĂŶ ĐĂŶ ŝŶĐůƵĚĞ ĂĚĚŝƟŽŶĂů ŝŶĨŽƌŵĂƟŽŶ ƐƵƉƉŽƌƟŶŐ
ƉŽƐƐŝďůĞƉĂƌƚŶĞƌƐŚŝƉƐƚŽƚĞƐƚƚŚĞĨŽůůŽǁŝŶŐƉƌŽŐƌĂŵƐ
ƌĞůĂƚĞĚƚŽĞŶĞƌŐLJĂŶĚ','ĐŽŶƐĞƌǀĂƟŽŶ͗
• ĞƌŽŶĞƚĞŶĞƌŐLJŵƵůƟͲĨĂŵŝůLJ͞ƉŝůŽƚ͟
• ZĞŶĞǁĂďůĞƉŽƌƞŽůŝŽƐƚĂŶĚĂƌĚĨŽƌĞĂĐŚ
ŽƵůĞǀĂƌĚ͞ƉŝůŽƚ͟
92 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
4.6 MOBILITY
dŚĞŵŽďŝůŝƚLJƉůĂŶĨŽƌƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐ
WůĂŶŝƐĞƐƚĂďůŝƐŚĞĚďLJƚŚĞŝƚLJΖƐŝƌĐƵůĂƟŽŶ ůĞŵĞŶƚ
ŽĨƚŚĞ'ĞŶĞƌĂůWůĂŶĂŶĚŝĐLJĐůĞDĂƐƚĞƌWůĂŶ͘dŚĞƐĞ
ƚǁŽ ĚŽĐƵŵĞŶƚƐ ƐĞƚ ƐƚĂŶĚĂƌĚƐ ĂŶĚ ƉŽůŝĐLJ ĚŝƌĞĐƟŽŶ
ƌĞůĂƚĞĚƚŽŵŽďŝůŝƚLJƚŚƌŽƵŐŚŽƵƚƚŚĞŝƚLJŽĨŶĂŚĞŝŵ͘
WůĂŶƐ ĨŽƌ Ăůů ŵŽĚĞƐ ŽĨ ƚƌĂŶƐƉŽƌƚĂƟŽŶ ǁŝƚŚŝŶ ƚŚĞ
^ƉĞĐŝĮĐ WůĂŶ ĂƌĞĂ ĂƌĞ ŐƵŝĚĞĚ ďLJ ƚŚŽƐĞ ĚŽĐƵŵĞŶƚƐ
ĂŶĚ ĚŝƐĐƵƐƐĞĚ ĨƵƌƚŚĞƌ ŝŶ ƚŚĞ ƐĞĐƟŽŶƐ ďĞůŽǁ͘
^ƉĞĐŝĮĐŝŵƉůĞŵĞŶƚĂƟŽŶĂĐƟŽŶƐƌĞůĂƚĞĚƚŽŵŽďŝůŝƚLJ
ŝŵƉƌŽǀĞŵĞŶƚƐĨŽƌƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶ
ĂƌĞĂĂƌĞƉƌŽǀŝĚĞĚŝŶŚĂƉƚĞƌϱ͕ĚŵŝŶŝƐƚƌĂƟŽŶĂŶĚ
/ŵƉůĞŵĞŶƚĂƟŽŶ͘ƐŵĞŶƟŽŶĞĚŝŶ^ĞĐƟŽŶϰ͘ϯ͘ϯĂďŽǀĞ͕
ƚŚĞŝƚLJŝƐĐŽŶƐŝĚĞƌŝŶŐƌĞůŝŶƋƵŝƐŚŵĞŶƚŽĨƚŚĞĞĂĐŚ
ŽƵůĞǀĂƌĚƌŝŐŚƚͲŽĨͲǁĂLJĨƌŽŵĂůƚƌĂŶƐƐŽƚŚĂƚƚŚĞŝƚLJ
ǁŽƵůĚ ŚĂǀĞ ĐŽŶƚƌŽů ŽǀĞƌ Ăůů ŝŵƉƌŽǀĞŵĞŶƚƐ ǁŝƚŚŝŶ
ƚŚĞ ƌŝŐŚƚͲŽĨͲǁĂLJ͕ ŝŶĐůƵĚŝŶŐ ƐŝĚĞǁĂůŬƐ͕ ůĂŶĚƐĐĂƉŝŶŐ͕
ŵĞĚŝĂŶƐ͕ĚƌŝǀĞǁĂLJĂĐĐĞƐƐ͕ƉĞĚĞƐƚƌŝĂŶĐƌŽƐƐŝŶŐƐ͕ĂŶĚ
ĂŶLJŶĞĐĞƐƐĂƌLJůĂŶĞŝŵƉƌŽǀĞŵĞŶƚƐƚŽĂĐĐŽŵŵŽĚĂƚĞ
ƚƌĂĸĐ͘ dŚĞ ŝŵƉƌŽǀĞŵĞŶƚƐ ĚŝƐĐƵƐƐĞĚ ƚŚƌŽƵŐŚŽƵƚ
ƚŚŝƐ ƐĞĐƟŽŶ ĐĂŶ ďĞ ŝŵƉůĞŵĞŶƚĞĚ ǁŝƚŚ Žƌ ǁŝƚŚŽƵƚ
ƌĞůŝŶƋƵŝƐŚŵĞŶƚŽĨƚŚĞƌŝŐŚƚͲŽĨͲǁĂLJ͘
4.6.1 Roadway Classifications
^ƚƌĞĞƚƐ ǁŝƚŚŝŶ ƚŚĞ ^W ĂƌĞĂ ĂƌĞ ĚŝǀŝĚĞĚ ŝŶƚŽ ϯ
ĐůĂƐƐŝĮĐĂƟŽŶƐ͗DĂũŽƌƌƚĞƌŝĂů͕WƌŝŵĂƌLJƌƚĞƌŝĂů͕
ĂŶĚ ^ĞĐŽŶĚĂƌLJ ƌƚĞƌŝĂů ĂŶĚ ŽůůĞĐƚŽƌ ^ƚƌĞĞƚ͘ dŚĞ
ĐůĂƐƐŝĮĐĂƟŽŶƐ ĂƌĞ ĚĞĮŶĞĚ ŝŶ dĂďůĞ ϰͲϯ͕ ZŽĂĚǁĂLJ
ůĂƐƐŝĮĐĂƟŽŶƐ͕ ƐŚŽǁŶ ŽŶ &ŝŐƵƌĞ ϰͲϭϯ͕ ZŽĂĚǁĂLJ
ůĂƐƐŝĮĐĂƟŽŶƐ͕ĂŶĚĂƉƉůŝĐĂďůĞƐƚƌĞĞƚƐĞŐŵĞŶƚƐǁŝƚŚŝŶ
ƚŚĞ^WĂƌĞĂĂƌĞĚĞƐĐƌŝďĞĚďĞůŽǁ͘
Beach Boulevard
ĞĂĐŚŽƵůĞǀĂƌĚͬĂůŝĨŽƌŶŝĂ^ƚĂƚĞZŽƵƚĞϯϵŝƐƚŚĞŵĂŝŶ
ƌŽĂĚǁĂLJƚŚƌŽƵŐŚƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂĂŶĚŝƐĐůĂƐƐŝĮĞĚ
ĂƐĂ^ƚĂƚĞ,ŝŐŚǁĂLJďLJĂůƚƌĂŶƐĂŶĚĂDĂũŽƌƌƚĞƌŝĂůďLJ
ƚŚĞŝƚLJŽĨŶĂŚĞŝŵ'ĞŶĞƌĂůWůĂŶŝƌĐƵůĂƟŽŶ ůĞŵĞŶƚ
ĂŶĚ ƚŚĞ KƌĂŶŐĞ ŽƵŶƚLJ dƌĂŶƐƉŽƌƚĂƟŽŶ ƵƚŚŽƌŝƚLJΖƐ
ϮϬϭϳDĂƐƚĞƌWůĂŶŽĨƌƚĞƌŝĂů,ŝŐŚǁĂLJƐ;ϮϬϭϳDW,Ϳ͘
dŚŝƐŶŽƌƚŚͲƐŽƵƚŚƌŽĂĚǁĂLJďĞŐŝŶƐŝŶƚŚĞŝƚLJŽĨ>Ă
,ĂďƌĂ ĂŶĚ ĞŶĚƐ ŝŶ ƚŚĞ ŝƚLJ ŽĨ ,ƵŶƟŶŐƚŽŶ ĞĂĐŚ͘
tŝƚŚŝŶ ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ĂƌĞĂ ƚŚĞ ƐƚƌĞĞƚ ŚĂƐ ĞŝŐŚƚ
ůĂŶĞƐǁŝƚŚĂƉŽƐƚĞĚƐƉĞĞĚůŝŵŝƚŽĨϰϱŵŝůĞƐƉĞƌŚŽƵƌ͘
tŝƚŚŝŶƚŚĞŝƚLJŽĨƵĞŶĂWĂƌŬ͕ƚŚĞƌŽĂĚƌĂŶŐĞƐĨƌŽŵ
ϲƚŽϴůĂŶĞƐ͘/ŶƚŚĞŝƚLJŽĨ^ƚĂŶƚŽŶĞĂĐŚŽƵůĞǀĂƌĚ
ŵĂŝŶƚĂŝŶƐĞŝŐŚƚůĂŶĞƐ͘dŚŝƐƌŽĂĚǁĂLJŝƐĐƵƌƌĞŶƚůLJƵŶĚĞƌ
ĂůƚƌĂŶƐũƵƌŝƐĚŝĐƟŽŶŝŶƚŚĞŝƚLJŽĨŶĂŚĞŝŵ͘
ĞĂĐŚŽƵůĞǀĂƌĚŝƐĂDĂũŽƌƌƚĞƌŝĂůĐŽŶŶĞĐƟŶŐ>Ă,ĂďƌĂƚŽ,ƵŶƟŶŐƚŽŶ
ĞĂĐŚ ƚŚƌŽƵŐŚ ƚŚĞ ĐŝƟĞƐ ŽĨ ƵĞŶĂ WĂƌŬ͕ ŶĂŚĞŝŵ͕ ^ƚĂŶƚŽŶ͕ ĂŶĚ
tĞƐƚŵŝŶƐƚĞƌ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ93
4
TYPE DESCRIPTION
APPLICABLE
STREET
DĂũŽƌ
ƌƚĞƌŝĂů
ZŽĂĚǁĂLJƐ ƚŚĂƚ ĐŽŶŶĞĐƚ ƚŽ
ĨƌĞĞǁĂLJƐ ĂŶĚ ƚLJƉŝĐĂůůLJ ŚĂǀĞ
ƐŝdžůĂŶĞƐ͕ĂŵĞĚŝĂŶ͕ůĞŌƚƵƌŶ
ƉŽĐŬĞƚƐ͕ƉĂƌŬŝŶŐůĂŶĞƐĂĚũĂĐĞŶƚ
ƚŽĞĂĐŚĐƵƌďĂŶĚĂƚLJƉŝĐĂůƌŝŐŚƚͲ
ŽĨͲǁĂLJǁŝƚŚŽĨϭϮϬĨĞĞƚ;ĞĂĐŚ
ŽƵůĞǀĂƌĚŝƐĐŽŶƐŝĚĞƌĞĚĂDĂũŽƌ
ƌƚĞƌŝĂů ǁŝƚŚ Ă ƌŝŐŚƚͲŽǁͲǁĂLJ
ǁŝĚƚŚŽĨϭϯϮʹϭϰϰĨĞĞƚͿ͘
Beach
Boulevard
WƌŝŵĂƌLJ
ƌƚĞƌŝĂů
ZŽĂĚǁĂLJƐ ƚŚĂƚ ƉƌŽǀŝĚĞ ĨŽƌ
ĐŝƌĐƵůĂƟŽŶ ǁŝƚŚŝŶ ƚŚĞ ŝƚLJ ĂŶĚ
ƚŽ ŝƚƐ ĂĚũĂĐĞŶƚ ĐŽŵŵƵŶŝƟĞƐ͘
WƌŝŵĂƌLJ ĂƌƚĞƌŝĂůƐ ĂƌĞ ƚLJƉŝĐĂůůLJ
ƐŝdžůĂŶĞĚŝǀŝĚĞĚĨĂĐŝůŝƟĞƐǁŝƚŚŶŽ
ƉĂƌŬŝŶŐŽƌĨŽƵƌůĂŶĞĚŝǀŝĚĞĚǁŝƚŚ
ůĞŌƚƵƌŶƉŽĐŬĞƚƐĂŶĚƚǁŽƉĂƌŬŝŶŐ
ůĂŶĞƐ͘ dŚĞ ƚLJƉŝĐĂů ƌŝŐŚƚͲŽĨͲǁĂLJ
ǁŝĚƚŚŽĨĂƉƌŝŵĂƌLJĂƌƚĞƌŝĂůŝƐϭϬϲ
ĨĞĞƚ͘
>ŝŶĐŽůŶ
ǀĞŶƵĞΘĂůů
ZŽĂĚ
^ĞĐŽŶĚĂƌLJ
ƌƚĞƌŝĂů
ZŽĂĚǁĂLJƐ ƚŚĂƚ ƉƌŽǀŝĚĞ ĨŽƌ
ĐŝƌĐƵůĂƟŽŶ ǁŝƚŚŝŶ ƚŚĞ ŝƚLJ͘
^ĞĐŽŶĚĂƌLJ ĂƌƚĞƌŝĂů ĨĂĐŝůŝƟĞƐ ĂƌĞ
ĨŽƵƌͲůĂŶĞ ƌŽĂĚǁĂLJƐ͕ ǁŝƚŚ ƚǁŽ
ƉĂƌŬŝŶŐůĂŶĞƐ͕ƚŚĂƚĂƌĞƵŶĚŝǀŝĚĞĚ͘
dŚĞƐĞ ĨĂĐŝůŝƟĞƐ ŚĂǀĞ Ă ƚLJƉŝĐĂů
ƌŝŐŚƚͲŽĨͲǁĂLJǁŝĚƚŚŽĨϵϬĨĞĞƚ͘
KƌĂŶŐĞ
ǀĞŶƵĞ͕
tĞƐƚĞƌŶ
ǀĞŶƵĞ͕ĂůĞ
ǀĞŶƵĞΘ
ƌŽĂĚǁĂLJ
^ŽƵƌĐĞ͗ŝƚLJŽĨŶĂŚĞŝŵ'ĞŶĞƌĂůWůĂŶŝƌĐƵůĂƟŽŶ ůĞŵĞŶƚ͕ϮϬϬϰ͘
d> ϰͳϯZKtz>^^/&/d/KE^
Lincoln Avenue
>ŝŶĐŽůŶǀĞŶƵĞŝƐĚĞƐŝŐŶĂƚĞĚĂƐĂWƌŝŵĂƌLJƌƚĞƌŝĂů
ŝŶƚŚĞŝƚLJΖƐ'ĞŶĞƌĂůWůĂŶĂŶĚĂƐĂDĂũŽƌƌƚĞƌŝĂůŝŶ
ƚŚĞϮϬϭϳDW,͘>ŝŶĐŽůŶǀĞŶƵĞďĞŐŝŶƐŝŶƚŚĞŝƚLJ
ŽĨKƌĂŶŐĞĂƚ^ƚĂƚĞZŽƵƚĞϱϱĂŶĚĞŶĚƐŝŶ,ĂǁĂŝŝĂŶ
'ĂƌĚĞŶƐ;ƚƵƌŶŝŶŐŝŶƚŽĂƌƐŽŶ^ƚƌĞĞƚͿ͘tŝƚŚŝŶƚŚĞ^W
ĂƌĞĂ>ŝŶĐŽůŶǀĞŶƵĞŝƐĂĚŝǀŝĚĞĚĨŽƵƌůĂŶĞĨĂĐŝůŝƚLJǁŝƚŚ
ůĞŌͲƚƵƌŶƉŽĐŬĞƚƐ͕ĂŶĚĂƉŽƐƚĞĚƐƉĞĞĚůŝŵŝƚŽĨϰϬŵŝůĞƐ
ƉĞƌŚŽƵƌ͘
Orange Avenue
KƌĂŶŐĞ ǀĞŶƵĞ ŝƐ ĚĞƐŝŐŶĂƚĞĚ Ă ^ĞĐŽŶĚĂƌLJ ƌƚĞƌŝĂů
ŝŶƚŚĞŝƚLJΖƐ'ĞŶĞƌĂůWůĂŶĂŶĚŝŶƚŚĞϮϬϭϳDW,͘
KƌĂŶŐĞ ǀĞŶƵĞ ďĞŐŝŶƐ ŝŶ ƚŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵ Ăƚ
ƵĐůŝĚ^ƚƌĞĞƚĂŶĚĞŶĚƐŝŶLJƉƌĞƐƐĂƚůŽŽŵĮĞůĚ^ƚƌĞĞƚ
ŝŶLJƉƌĞƐƐ͘tŝƚŚŝŶƚŚĞ^WĂƌĞĂKƌĂŶŐĞǀĞŶƵĞŚĂƐ
ĨŽƵƌƵŶĚŝǀŝĚĞĚůĂŶĞƐ͕ůĞŌͲƚƵƌŶƉŽĐŬĞƚƐ͕ĂŶĚĂƉŽƐƚĞĚ
ƐƉĞĞĚůŝŵŝƚŽĨϯϱŵŝůĞƐƉĞƌŚŽƵƌ͘
Ball Road
Ăůů ZŽĂĚ ŝƐ ĚĞƐŝŐŶĂƚĞĚ Ă WƌŝŵĂƌLJ ƌƚĞƌŝĂů ŝŶ ƚŚĞ
ŝƚLJΖƐ'ĞŶĞƌĂůWůĂŶĂŶĚŝŶƚŚĞϮϬϭϳDW,͘ĂůůZŽĂĚ
ďĞŐŝŶƐŝŶƚŚĞŝƚLJŽĨKƌĂŶŐĞĂƐdĂŌǀĞŶƵĞ͕ƚƵƌŶƐŝŶƚŽ
ĂůůZŽĂĚŝŶŶĂŚĞŝŵĂƚ^ZͲϱϳĂŶĚĞŶĚƐŝŶLJƉƌĞƐƐ
;ƚƵƌŶŝŶŐŝŶƚŽtĂƌĚůŽǁZŽĂĚͿ͘tŝƚŚŝŶƚŚĞ^WĂƌĞĂ
ĂůůZŽĂĚŚĂƐĨŽƵƌƵŶĚŝǀŝĚĞĚůĂŶĞƐ͕ůĞŌͲƚƵƌŶƉŽĐŬĞƚƐ͕
ĂŶĚŚĂƐĂƉŽƐƚĞĚƐƉĞĞĚůŝŵŝƚŽĨϰϬŵŝůĞƐƉĞƌŚŽƵƌ͘
4.6.2 Beach Boulevard Roadway Impacts
dƌĂĸĐ /ŵƉĂĐƚ ŶĂůLJƐŝƐ ;d/Ϳ ǁĂƐ ƉƌĞƉĂƌĞĚ ĨŽƌ
ƚŚĞ ^W͕ ĂŶĚ ŝƐ ŝŶĐůƵĚĞĚ ĂƐ ƉƉĞŶĚŝdž & ŝŶ ƚŚĞ
ŶǀŝƌŽŶŵĞŶƚĂů /ŵƉĂĐƚ ZĞƉŽƌƚ ; /ZͿ͘ dŚŝƐ ĂŶĂůLJƐŝƐ
ŝĚĞŶƟĮĞĚĂŶƵŵďĞƌŽĨƐŝŐŶŝĮĐĂŶƚƚƌĂĸĐŝŵƉĂĐƚƐĂƚ
ĐĞƌƚĂŝŶ ŝŶƚĞƌƐĞĐƟŽŶƐ ĂŶĚ ƌŽĂĚǁĂLJ ƐĞŐŵĞŶƚƐ ƚŚĂƚ
ĂƌĞĚŝƐĐƵƐƐĞĚŝŶĚĞƚĂŝůŝŶƚŚĞ /ZĂŶĚd/͘dŚĞ /Z͛Ɛ
^ƚĂƚĞŵĞŶƚƐ ŽĨ KǀĞƌƌŝĚŝŶŐ ŽŶƐŝĚĞƌĂƟŽŶƐ ;^KͿ
ƉƌŽǀŝĚĞ ƚŚĞ ŶĞĐĞƐƐĂƌLJ ũƵƐƟĮĐĂƟŽŶƐ ƚŽ ŶŽƚ ŝŶĐůƵĚĞ
ŵŝƟŐĂƟŽŶĨŽƌƚŚĞƐĞŝŵƉĂĐƚƐĂƐĂůůĂƌĞĞŝƚŚĞƌŽƵƚƐŝĚĞ
ŽĨƚŚĞŝƚLJŽĨŶĂŚĞŝŵ͛ƐũƵƌŝƐĚŝĐƟŽŶƚŽŝŵƉůĞŵĞŶƚ
ŵŝƟŐĂƟŽŶŽƌĂƌĞŝŶĐŽŶƐŝƐƚĞŶƚǁŝƚŚƚŚĞǀŝƐŝŽŶ͕ŐŽĂůƐ
ĂŶĚƉŽůŝĐŝĞƐŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶ͘
94 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ95
4
BROADWAY
ORANGE AVE
LINCOLN AVE
BEACHBLVDWESTERN AVEBALL RD DALE AVECity of Buena Park
City of Stanton
Roadway Classification
Major Arterial
Primary Arterial
Secondary Arterial
Right of Way
City Boundary
Specific Plan Area
0 500 1,000
Feet
&ŝŐƵƌĞϰͲϭϯZŽĂĚǁĂLJůĂƐƐŝĮĐĂƟŽŶƐ
^ŽƵƌĐĞ͗ŝƚLJŽĨŶĂŚĞŝŵ͕ϮϬϭϲ
96 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ97
4
Right of Way
Specific Plan Area
City Boundary
!!!Existing Median Fence
Existing Crosswalk Segment
Existing Signalized Crosswalk
Proposed High Visibility Crosswalk
!
!
!
!
!
!
!!!!!!!!!!!!BEACHBLVDFigure 4-14 Crosswalk Improvements
^ŽƵƌĐĞ͗ŝƚLJŽĨŶĂŚĞŝŵĂŶĚĂůƚƌĂŶƐ͕ϮϬϭϳ
4.6.3 Pedestrian Facilities
ƐĚĞĮŶĞĚďLJƚŚĞŝƚLJΖƐŝƌĐƵůĂƟŽŶ ůĞŵĞŶƚ͕ƉĞĚĞƐƚƌŝĂŶ
ĨĂĐŝůŝƟĞƐŝŶĐůƵĚĞƐŝĚĞǁĂůŬƐ͕ƚƌĂŝůƐ͕ǁĂůŬǁĂLJƐ͕ďƌŝĚŐĞƐ͕
ĐƌŽƐƐǁĂůŬƐ͕ƐŝŐŶĂůƐ͕ŝůůƵŵŝŶĂƟŽŶ͕ĂŶĚďĞŶĐŚĞƐ͕ĂŵŽŶŐ
ŽƚŚĞƌƐ͘dŚĞƐĞĨĂĐŝůŝƟĞƐĂƌĞĂŶŝŵƉŽƌƚĂŶƚƉĂƌƚŽĨƚŚĞ
ŝƚLJΖƐŶŽŶͲŵŽƚŽƌŝnjĞĚƚƌĂŶƐƉŽƌƚĂƟŽŶŶĞƚǁŽƌŬ͘
&ŽƌƚŚĞ^WĂƌĞĂ͕ĂůůƌŽĂĚǁĂLJƐŚĂǀĞƐŝĚĞǁĂůŬƐŽŶ
ďŽƚŚ ƐŝĚĞƐ ŽĨ ƚŚĞ ƐƚƌĞĞƚ͘ DŽƐƚ ŵĂũŽƌ ŝŶƚĞƌƐĞĐƟŽŶƐ
ŚĂǀĞ ĨŽƵƌͲůĞŐŐĞĚ ĐƌŽƐƐǁĂůŬƐͶĐƌŽƐƐŝŶŐƐ ŽŶ Ăůů ĨŽƵƌ
ƐŝĚĞƐ ŽĨ ƚŚĞ ŝŶƚĞƌƐĞĐƟŽŶ͘ ůƚŚŽƵŐŚ ƚŚĞ ĞdžŝƐƟŶŐ
ƐŝĚĞǁĂůŬƐ ĂƌĞ ǁĞůů ĐŽŶŶĞĐƚĞĚ ĂůŽŶŐ ƚŚĞ ĐŽƌƌŝĚŽƌ͕
ƐŝĚĞǁĂůŬ ǁŝĚƚŚƐ ǀĂƌLJ ĂŶĚ ƚŚĞƌĞ ĂƌĞ ůŽŶŐ ĚŝƐƚĂŶĐĞƐ
ďĞƚǁĞĞŶĐƌŽƐƐǁĂůŬƐ͘^ĞĐƟŽŶϰ͘ϯ͘ϯ͕ĞĂĐŚŽƵůĞǀĂƌĚ
ZĞͲĞƐŝŐŶ͕ ĚĞƐĐƌŝďĞƐ ƚŚĞ ƉůĂŶŶĞĚ ĐŚĂŶŐĞƐ ƚŽ ƚŚĞ
ƐƚƌĞĞƚƐĐĂƉĞĂŶĚƐŝĚĞǁĂůŬĨŽƌĞĂĐŚŽƵůĞǀĂƌĚ͘
WĞĚĞƐƚƌŝĂŶĐƌŽƐƐǁĂůŬƐĂĐƌŽƐƐĞĂĐŚŽƵůĞǀĂƌĚĂƌĞ
ĐŽŶƐƚƌĂŝŶĞĚďLJƚŚĞǁŝĚĞƌŽĂĚǁĂLJǁŝĚƚŚ;ĞŝŐŚƚůĂŶĞƐͿ͕
ǁŚŝĐŚ ĐĂƵƐĞƐ ůŽŶŐ ĐƌŽƐƐŝŶŐ ĚŝƐƚĂŶĐĞ ĂŶĚ ĂĚĚƐ ƚŽ
ǀĞŚŝĐůĞĚĞůĂLJ͘&ŝŐƵƌĞϰͲϭϰ͕ƌŽƐƐǁĂůŬ/ŵƉƌŽǀĞŵĞŶƚƐ͕
ƐŚŽǁƐ ƚŚĞ ůŽĐĂƟŽŶ ŽĨ ƌĞĐĞŶƚůLJ ĐŽŵƉůĞƚĞĚ ĂŶĚ
ƉƌŽƉŽƐĞĚ ƐŝĚĞǁĂůŬ ĞŶŚĂŶĐĞŵĞŶƚƐ ƚŚĂƚ ǁŝůů ŚĞůƉ
ƉĞĚĞƐƚƌŝĂŶ ŵŽďŝůŝƚLJ ĂůŽŶŐ ƚŚĞ ĐŽƌƌŝĚŽƌ͘ ƌŽƐƐǁĂůŬ
ŵĂƌŬŝŶŐƐƉƌŽǀŝĚĞŐƵŝĚĂŶĐĞĨŽƌƉĞĚĞƐƚƌŝĂŶƐĂŶĚŽƚŚĞƌ
ŶŽŶͲŵŽƚŽƌŝnjĞĚǀĞŚŝĐůĞƐĐƌŽƐƐŝŶŐƌŽĂĚǁĂLJƐďLJĚĞĮŶŝŶŐ
ĂŶ ĂƉƉƌŽƉƌŝĂƚĞ ƉĂƚŚǁĂLJ͘ ,ŝŐŚ ǀŝƐŝďŝůŝƚLJ ĐƌŽƐƐǁĂůŬƐ
ƚLJƉŝĐĂůůLJŵĂŬĞƵƐĞŽĨůŽŶŐŝƚƵĚŝŶĂůŽƌΗĐŽŶƟŶĞŶƚĂů͕ΗŽƌ
ΗůĂĚĚĞƌΗƐƚLJůĞƉĂǀĞŵĞŶƚŵĂƌŬŝŶŐƐǁŚŝĐŚĂƌĞǀŝƐŝďůĞƚŽ
ĂƉƉƌŽĂĐŚŝŶŐƚƌĂĸĐ͘
ĞŶĞĮƚƐŽĨŚŝŐŚǀŝƐŝďŝůŝƚLJĐƌŽƐƐǁĂůŬƐŝŶĐůƵĚĞ͗
• ĞĮŶĞƐƚŚĞƐƉĂĐĞĨŽƌƉĞĚĞƐƚƌŝĂŶĐƌŽƐƐŝŶŐ
ĂŶĚĂƩƌĂĐƚƐƉĞĚĞƐƚƌŝĂŶƐƚŽƚŚĞĂƉƉƌŽƉƌŝĂƚĞ
ĐƌŽƐƐŝŶŐƉŽŝŶƚ
• /ŵƉƌŽǀĞĚǀŝƐŝďŝůŝƚLJŽĨƉĞĚĞƐƚƌŝĂŶĐƌŽƐƐŝŶŐ
ĂƌĞĂǁĂƌŶŝŶŐĚƌŝǀĞƌƐƚŚĂƚƉĞĚĞƐƚƌŝĂŶƚƌĂĸĐŝƐ
ƚŽďĞĞdžƉĞĐƚĞĚ
• ŝƐĐŽƵƌĂŐĞƐĚƌŝǀĞƌƐĨƌŽŵĞŶĐƌŽĂĐŚŝŶŐŝŶƚŽ
ĐƌŽƐƐǁĂůŬƐ
/ŵƉůĞŵĞŶƚĂƟŽŶ ŽĨ ŚŝŐŚ ǀŝƐŝďŝůŝƚLJ ĐƌŽƐƐǁĂůŬƐ ĐŽƵůĚ
ŽĐĐƵƌŝŶƚĂŶĚĞŵǁŝƚŚĞĂĐŚŽƵůĞǀĂƌĚďƌĂŶĚŝŶŐĂƐ
ŝĚĞŶƟĮĞĚŝŶ^ĞĐƟŽŶϰ͘ϯ͘ϳ͕ƌĂŶĚŝŶŐƚŚĞŽƵůĞǀĂƌĚ͘
^ŝŶĐĞĞĂĐŚŽƵůĞǀĂƌĚŝƐĐƵƌƌĞŶƚůLJĂĂůƚƌĂŶƐĨĂĐŝůŝƚLJ͕
ŝŵƉƌŽǀĞŵĞŶƚƐǁŝƚŚŝŶ ƚŚĞƌŝŐŚƚͲŽĨͲǁĂLJŵĂLJƌĞƋƵŝƌĞ
ƉĂƌƚŶĞƌƐŚŝƉǁŝƚŚĂůƚƌĂŶƐ͘
98 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
TYPE DESCRIPTION
ůĂƐƐ/
ůĂƐƐ/ďŝŬĞƉĂƚŚƐ͕ĂůƐŽƌĞĨĞƌƌĞĚƚŽĂƐ͞ůĂƐƐ
/ ŝŬĞǁĂLJƐ͕͟ Žƌ ƐŚĂƌĞĚ ƵƐĞ ƉĂƚŚƐ͕ ƉƌŽǀŝĚĞ
Ă ĐŽŵƉůĞƚĞůLJ ƐĞƉĂƌĂƚĞĚ ƌŝŐŚƚͲŽĨͲǁĂLJ
ĚĞƐŝŐŶĂƚĞĚĨŽƌƚŚĞĞdžĐůƵƐŝǀĞƵƐĞŽĨďŝĐLJĐůĞƐ
ĂŶĚƉĞĚĞƐƚƌŝĂŶƐǁŝƚŚĐƌŽƐƐŇŽǁƐďLJŵŽƚŽƌŝƐƚƐ
ŵŝŶŝŵŝnjĞĚ
ůĂƐƐ//
ůĂƐƐ//ďŝĐLJĐůĞůĂŶĞƐ͕ĂůƐŽƌĞĨĞƌƌĞĚƚŽĂƐ͞ůĂƐƐ
// ďŝŬĞǁĂLJƐ͕͟ ƉƌŽǀŝĚĞ Ă ƌĞƐƚƌŝĐƚĞĚ ƌŝŐŚƚͲŽĨͲ
ǁĂLJĚĞƐŝŐŶĂƚĞĚĨŽƌƚŚĞĞdžĐůƵƐŝǀĞŽƌƐĞŵŝͲ
ĞdžĐůƵƐŝǀĞƵƐĞŽĨďŝĐLJĐůĞƐǁŝƚŚƚŚƌŽƵŐŚƚƌĂǀĞů
ďLJŵŽƚŽƌǀĞŚŝĐůĞƐŽƌƉĞĚĞƐƚƌŝĂŶƐƉƌŽŚŝďŝƚĞĚ͕
ďƵƚǁŝƚŚǀĞŚŝĐůĞƉĂƌŬŝŶŐĂŶĚĐƌŽƐƐŇŽǁƐďLJ
ƉĞĚĞƐƚƌŝĂŶƐĂŶĚŵŽƚŽƌŝƐƚƐƉĞƌŵŝƩĞĚ
ƵīĞƌĞĚ ŝŬĞ
>ĂŶĞƐ
ƵīĞƌĞĚŝŬĞ>ĂŶĞƐĂƌĞůĂƐƐ//ďŝŬĞůĂŶĞƐƚŚĂƚ
ƉƌŽǀŝĚĞĂƉĂŝŶƚĞĚďƵīĞƌĨŽƌůĂƚĞƌĂůƐĞƉĂƌĂƟŽŶ
ďĞƚǁĞĞŶŵŽƚŽƌǀĞŚŝĐůĞƚƌĂǀĞůĂŶĚͬŽƌƉĂƌŬŝŶŐ
ůĂŶĞƐ ĂŶĚ ďŝĐLJĐůĞƐ ĂƌĞ ĚĞƐŝŐŶĞĚ ƚŽ ǀŝƐƵĂůůLJ
ƌĞŝŶĨŽƌĐĞ ^ĞĐƟŽŶ ϮϭϳϲϬ ŽĨ ƚŚĞ ĂůŝĨŽƌŶŝĂ
sĞŚŝĐůĞ ŽĚĞ ƚŚĂƚ ƌĞƋƵŝƌĞƐ dŚƌĞĞ &ĞĞƚ ĨŽƌ
^ĂĨĞƚLJǁŚĞŶǀĞŚŝĐůĞƐƉĂƐƐďŝĐLJĐůŝƐƚƐ
ůĂƐƐ///
ůĂƐƐ///ďŝŬĞƌŽƵƚĞƐ͕ĂůƐŽƌĞĨĞƌƌĞĚƚŽĂƐ
͞ůĂƐƐ /// ďŝŬĞǁĂLJƐ͕͟ ƉƌŽǀŝĚĞ Ă ƌŝŐŚƚͲŽĨͲǁĂLJ
ŽŶͲƐƚƌĞĞƚŽƌŽīͲƐƚƌĞĞƚ͕ĚĞƐŝŐŶĂƚĞĚďLJƐŝŐŶƐ
Žƌ ƉĞƌŵĂŶĞŶƚ ŵĂƌŬŝŶŐƐ ĂŶĚ ƐŚĂƌĞĚ ǁŝƚŚ
ƉĞĚĞƐƚƌŝĂŶƐ ĂŶĚ ŵŽƚŽƌŝƐƚƐ͘ ůĂƐƐ /// ďŝŬĞ
ƌŽƵƚĞƐƉƌŽǀŝĚĞƐŚĂƌĞĚƵƐĞǁŝƚŚŵŽƚŽƌǀĞŚŝĐůĞ
ƚƌĂĸĐŝŶƚŚĞƐĂŵĞƚƌĂǀĞůůĂŶĞ
ŝĐLJĐůĞ
ŽƵůĞǀĂƌĚƐ
ŝĐLJĐůĞŽƵůĞǀĂƌĚƐĂƌĞůĂƐƐ///ďŝŬĞƌŽƵƚĞƐ
ŽŶůŽĐĂůƌŽĂĚƐŽƌƌĞƐŝĚĞŶƟĂůƐƚƌĞĞƚƐĚĞƐŝŐŶĞĚ
ƚŽ ĨĂĐŝůŝƚĂƚĞ ƐĂĨĞ ĂŶĚ ĐŽŶǀĞŶŝĞŶƚ ďŝĐLJĐůĞ
ƚƌĂǀĞů͘dƌĞĂƚŵĞŶƚƐĂƌĞĂŝŶƚĞŶĚĞĚƚŽŝŶĐƌĞĂƐĞ
ŵŽƚŽƌŝƐƚƐ͛ ĂǁĂƌĞŶĞƐƐ ŽĨ ďŝĐLJĐůĞ ĂĐƟǀŝƚLJ
ƚŚƌŽƵŐŚ ƚŚĞ ƵƐĞ ŽĨ ƚƌĂĸĐ ĐĂůŵŝŶŐ ĚĞǀŝĐĞƐ
ƐƵĐŚĂƐƐŝŐŶƐ͕ƉĂǀĞŵĞŶƚŵĂƌŬŝŶŐƐ͕ĂŶĚƐƉĞĞĚ
ĂŶĚǀŽůƵŵĞŵĂŶĂŐĞŵĞŶƚŵĞĂƐƵƌĞƐ
ůĂƐƐ/sͬLJĐůĞ
dƌĂĐŬ
ůĂƐƐ/sLJĐůĞƚƌĂĐŬƐŽƌƐĞƉĂƌĂƚĞĚďŝŬĞǁĂLJƐ͕
ĂůƐŽ ƌĞĨĞƌƌĞĚ ƚŽ ĂƐ ͞ůĂƐƐ /s ďŝŬĞǁĂLJƐ͕͟
ƉƌŽŵŽƚĞ ĂĐƟǀĞ ƚƌĂŶƐƉŽƌƚĂƟŽŶ ĂŶĚ ƉƌŽǀŝĚĞ
Ă ƌŝŐŚƚͲŽĨͲǁĂLJ ĚĞƐŝŐŶĂƚĞĚ ĞdžĐůƵƐŝǀĞůLJ ĨŽƌ
ďŝĐLJĐůĞ ƚƌĂǀĞů ĂĚũĂĐĞŶƚ ƚŽ Ă ƌŽĂĚǁĂLJ ĂŶĚ
ǁŚŝĐŚ ĂƌĞ ƐĞƉĂƌĂƚĞĚ ĨƌŽŵ ǀĞŚŝĐƵůĂƌ ƚƌĂĸĐ͘
dLJƉĞƐ ŽĨ ƐĞƉĂƌĂƟŽŶ ŝŶĐůƵĚĞ͕ ďƵƚ ĂƌĞ ŶŽƚ
ůŝŵŝƚĞĚƚŽ͕ŐƌĂĚĞƐĞƉĂƌĂƟŽŶ͕ŇĞdžŝďůĞƉŽƐƚƐ͕
ŝŶŇĞdžŝďůĞ ƉŚLJƐŝĐĂů ďĂƌƌŝĞƌƐ͕ Žƌ ŽŶͲƐƚƌĞĞƚ
ƉĂƌŬŝŶŐ͘dŚĞƌĞĂƌĞŶŽĞdžŝƐƟŶŐĐLJĐůĞƚƌĂĐŬƐŝŶ
ƚŚĞŝƚLJŽĨŶĂŚĞŝŵ
^ŽƵƌĐĞ͗ŝƚLJŽĨŶĂŚĞŝŵ'ĞŶĞƌĂůWůĂŶŝƌĐƵůĂƟŽŶ ůĞŵĞŶƚ͕ϮϬϬϰ͘
d> ϰͳϰ/< tz &/E/d/KE^4.6.4 Bikeways
dŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵΖƐ WůĂŶŶĞĚ ZŽĂĚǁĂLJ EĞƚǁŽƌŬ
ŝŶĐůƵĚĞƐůĂƐƐ/͕//͕ĂŶĚ///ďŝŬĞǁĂLJƐ͘dĂďůĞϰͲϰ͕ŝŬĞǁĂLJ
ĞĮŶŝƟŽŶƐ͕ĚĞƐĐƌŝďĞƐĞĂĐŚŽĨƚŚĞĚŝīĞƌĞŶƚƚLJƉĞƐŽĨ
ďŝŬĞǁĂLJƐĨŽƵŶĚŝŶƚŚĞŝƚLJ͘ƐƐŚŽǁŶŽŶ&ŝŐƵƌĞϰͲϭϰ͕
džŝƐƟŶŐ ĂŶĚ WƌŽƉŽƐĞĚ ŝŬĞǁĂLJƐ͕ ƚŚĞƌĞ ĂƌĞ ůŝŵŝƚĞĚ
ĞdžŝƐƟŶŐ ďŝŬĞǁĂLJƐ ǁŝƚŚŝŶ ƚŚĞ ^W ĂƌĞĂ͘ dŚĞƌĞ ĂƌĞ
ĞdžŝƐƟŶŐůĂƐƐ//ĂŶĚ///ďŝŬĞǁĂLJƐĂůŽŶŐĂůůZŽĂĚĂŶĚ
tĞƐƚĞƌŶǀĞŶƵĞĂŶĚĂůĂƐƐ/ďŝŬĞƉĂƚŚĐŽŶŶĞĐƟŶŐ
^ĐŚǁĞŝƚnjĞƌWĂƌŬĂŶĚĂĚũĂĐĞŶƚƐĐŚŽŽůƚŽƚŚĞtĞƐƚ
ŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ͘
dŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵΖƐ ŝĐLJĐůĞ DĂƐƚĞƌ WůĂŶ ;DWͿ
ǁĂƐĂĚŽƉƚĞĚŝŶϮϬϭϳ͕ǁŝƚŚĂŐŽĂůŽĨƚƌŝƉůŝŶŐƚŚĞŝƚLJΖƐ
ĞdžŝƐƟŶŐ ďŝŬĞǁĂLJƐ ĨƌŽŵ ϲϬ ƚŽ ϭϴϬ ŵŝůĞƐ͘ dŚĞ DW
ƉƌŽƉŽƐĞƐŶĞǁďŝŬĞǁĂLJƐŝŶƚŚĞĨŽůůŽǁŝŶŐůŽĐĂƟŽŶƐ
ǁŝƚŚŝŶƚŚĞ^WĂƌĞĂ͗
• ůĂƐƐ/ĂůŽŶŐƚŚĞĂƌďŽŶƌĞĞŬŚĂŶŶĞů͕ĂƐ
ƐŚŽǁŶŽŶ&ŝŐƵƌĞϰͲϭϱ͕WƌŽƉŽƐĞĚĂƌďŽŶ
ƌĞĞŬŝŬĞǁĂLJŽŶŶĞĐƟŽŶ
• ůĂƐƐ//ĂůŽŶŐ>ŝŶĐŽůŶǀĞŶƵĞĂŶĚKƌĂŶŐĞ
ǀĞŶƵĞ
• hƉŐƌĂĚĞĞdžŝƐƟŶŐůĂƐƐ///ƐĞŐŵĞŶƚďĞƚǁĞĞŶ
ŽŶĂůůZŽĂĚ;ďĞƚǁĞĞŶĞĂĐŚŽƵůĞǀĂƌĚĂŶĚ
tĞƐƚĞƌŶǀĞŶƵĞͿƚŽůĂƐƐ//
/ŶŽƌĚĞƌƚŽĞŶĐŽƵƌĂŐĞďŝŬŝŶŐŽŶƐůŽǁĞƌƐƉĞĞĚĂŶĚ
ǀŽůƵŵĞ ƐƚƌĞĞƚƐ͕ ƚŚĞ DW ĚĞƐŝŐŶĂƚĞƐ ŶŽƌƚŚͲƐŽƵƚŚ
ůĂƐƐ//ďŝŬĞǁĂLJƐŽŶĂůĞ^ƚƌĞĞƚĂŶĚtĞƐƚĞƌŶǀĞŶƵĞ
ĂƐ ƉĂƌĂůůĞů ƌŽƵƚĞƐ ƚŽ ĞĂĐŚ ŽƵůĞǀĂƌĚ͘ ĂƐƚͲǁĞƐƚ
ĐŽŶŶĞĐƟŽŶƐƚŽƚŚĞĐŽƌƌŝĚŽƌǁŽƵůĚďĞƉƌŽǀŝĚĞĚǀŝĂ
>ŝŶĐŽůŶǀĞŶƵĞ͕KƌĂŶŐĞǀĞŶƵĞ͕ĂŶĚĂůůZŽĂĚ͘
4.6.5 Truck Routes
ĞĂĐŚ ŽƵůĞǀĂƌĚ ŝƐ Ă ^ƵƌĨĂĐĞ dƌĂŶƐƉŽƌƚĂƟŽŶ
ƐƐŝƐƚĂŶĐĞ Đƚ ;^dͿ ŽĸĐŝĂů ƚƌƵĐŬ ƌŽƵƚĞ ĂƐ ƉĂƌƚ
ŽĨ ƚŚĞ ƐƚĂƚĞ ŚŝŐŚǁĂLJ ƐLJƐƚĞŵ ;ĂůƚƌĂŶƐͿ͘ EĞĂƌ ƚŚĞ
WƌŽũĞĐƚƌĞĂ͕ƚŚĞŝƚLJŽĨŶĂŚĞŝŵĚĞƐŝŐŶĂƚĞƐ>ŝŶĐŽůŶ
ǀĞŶƵĞ͕ĂůůZŽĂĚĂŶĚ<ŶŽƩǀĞŶƵĞĂƐŽĸĐŝĂůůŽĐĂů
ƚƌƵĐŬƌŽƵƚĞƐ͘ĐĐŽƌĚŝŶŐƚŽĂůƚƌĂŶƐƚƌĂĸĐĚĂƚĂ͕ƚǁŽ
ƚŽƚŚƌĞĞƉĞƌĐĞŶƚŽĨƚŚĞƚŽƚĂůƚƌĂĸĐǀŽůƵŵĞŽŶĞĂĐŚ
ŽƵůĞǀĂƌĚŝƐƚƌƵĐŬƚƌĂĸĐ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ99
4
&ŝŐƵƌĞϰͲϭϱ džŝƐƟŶŐĂŶĚWƌŽƉŽƐĞĚŝŬĞǁĂLJƐ
^ŽƵƌĐĞ͗ŝƚLJŽĨŶĂŚĞŝŵŝĐLJĐůĞDĂƐƚĞƌWůĂŶ͕ϮϬϭϳ
100 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ101
4
&ŝŐƵƌĞϰͲϭϲWƌŽƉŽƐĞĚĂƌďŽŶƌĞĞŬŝŬĞǁĂLJŽŶŶĞĐƟŽŶ
^ŽƵƌĐĞ͗ŝƚLJŽĨŶĂŚĞŝŵ͕ϮϬϭϳ
102 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ103
4
&ŽƵŶĚĞĚ ŝŶ ϮϬϬϮ͕ ŶĂŚĞŝŵ ZĞƐŽƌƚ dƌĂŶƐƉŽƌƚĂƟŽŶ ƐĞƌǀĞƐ ƚŚĞ ŝƚLJ
ŽĨŶĂŚĞŝŵĂŶĚƚŚĞŐƌĞĂƚĞƌŶĂŚĞŝŵZĞƐŽƌƚΡĂƌĞĂĐŽŶŶĞĐƟŶŐ
ƚŽ ŽƚŚĞƌ ƉŽƉƵůĂƌ ĚĞƐƟŶĂƟŽŶƐ ƐƵĐŚ ĂƐ ƚŚĞ ŶĂŚĞŝŵ ŽŶǀĞŶƟŽŶ
ĞŶƚĞƌ͕ <ŶŽƩΖƐ ĞƌƌLJ &Ăƌŵ͕ Zd/͕ ĂŶĚ ^ŽƵƚŚ ŽĂƐƚ WůĂnjĂ͘
WŚŽƚŽƌĞĚŝƚ͗ŶĂŚĞŝŵZĞƐŽƌƚdƌĂŶƐƉŽƌƚĂƟŽŶ
KƌĂŶŐĞ ŽƵŶƚLJ dƌĂŶƐƉŽƌƚĂƟŽŶ ƵƚŚŽƌŝƚLJ ŽƉĞƌĂƚĞƐ ƐĞǀĞƌĂů ďƵƐ ƌŽƵƚĞƐ
ƚŚĂƚƉƌŽǀŝĚĞƐĞƌǀŝĐĞƚŽƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘
4.6.6 Transit
dŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂŝƐƐĞƌǀŝĐĞĚďLJŵƵůƟƉůĞKƌĂŶŐĞ
ŽƵŶƚLJdƌĂŶƐƉŽƌƚĂƟŽŶƵƚŚŽƌŝƚLJ;KdͿďƵƐƌŽƵƚĞƐ͘
dŚĞ ƌŽƵƚĞƐ ĂƌĞ ĚĞƐĐƌŝďĞĚ ďĞůŽǁ ĂŶĚ ƐŚŽǁŶ ŽŶ
&ŝŐƵƌĞϰͲϭϲ͕dƌĂŶƐŝƚZŽƵƚĞƐ͘ƐĚŝƐĐƵƐƐĞĚŝŶŚĂƉƚĞƌ
ϭ͕KdƵƉĚĂƚĞĚŝƚƐDĂƐƚĞƌWůĂŶͶĂůƐŽŬŶŽǁŶĂƐK
dƌĂŶƐŝƚ sŝƐŝŽŶͶŝŶ ϮϬϭϳ͘ dŚƌŽƵŐŚ ƚŚĂƚ ĞīŽƌƚ ĞĂĐŚ
ŽƵůĞǀĂƌĚĂŶĚ>ŝŶĐŽůŶǀĞŶƵĞŚĂǀĞďĞĞŶŝĚĞŶƟĮĞĚĂƐ
ŽƉƉŽƌƚƵŶŝƚLJĐŽƌƌŝĚŽƌƐĨŽƌĨƵƚƵƌĞŚŝŐŚͲƋƵĂůŝƚLJƚƌĂŶƐŝƚ
ƐĞƌǀŝĐĞ͘/ŵƉůĞŵĞŶƚĂƟŽŶŽĨƚŚĞƉůĂŶĐŽƵůĚŝŶĐůƵĚĞĂ
ƐƚƌĞĞƚĐĂƌŽƌďƵƐƌĂƉŝĚƚƌĂŶƐŝƚůŝŶĞ͕ĂƐǁĞůůĂƐĂĚĚŝƟŽŶĂů
ƐƚŽƉƐĂŶĚƵƉŐƌĂĚĞĚĨĂĐŝůŝƟĞƐ͘
ZŽƵƚĞϮϵ;>Ă,ĂďƌĂƚŽ,ƵŶƟŶŐƚŽŶĞĂĐŚͿ
ZŽƵƚĞϮϵƌƵŶƐŶŽƌƚŚͲƐŽƵƚŚĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘
dŚĞƌŽƵƚĞďĞŐŝŶƐĂƚWĂĐŝĮĐŽĂƐƚ,ŝŐŚǁĂLJΘϭƐƚ^ƚƌĞĞƚ
ŝŶ,ƵŶƟŶŐƚŽŶĞĂĐŚĂŶĚĞŶĚƐĂƚĞĂĐŚŽƵůĞǀĂƌĚΘ
>Ă,ĂďƌĂŽƵůĞǀĂƌĚŝŶ>Ă,ĂďƌĂ͘ZŽƵƚĞϮϵŽƉĞƌĂƚĞƐ
ǁŝƚŚϭϬͲϮϬŵŝŶƵƚĞŚĞĂĚǁĂLJƐŽŶǁĞĞŬĚĂLJƐĂŶĚϭϬͲϯϬ
ŵŝŶƵƚĞŚĞĂĚǁĂLJƐŽŶǁĞĞŬĞŶĚƐ͘
ZŽƵƚĞϰϮ;^ĞĂůĞĂĐŚƚŽKƌĂŶŐĞͿ
ZŽƵƚĞϰϮƌƵŶƐĞĂƐƚͲǁĞƐƚĂůŽŶŐ>ŝŶĐŽůŶǀĞŶƵĞ͘dŚĞ
ƌŽƵƚĞďĞŐŝŶƐĂƚ ůĞĐƚƌŝĐǀĞŶƵĞΘDĂŝŶ^ƚƌĞĞƚŝŶ^ĞĂů
ĞĂĐŚĂŶĚĞŶĚƐĂƚdŚĞsŝůůĂŐĞƐĂƚKƌĂŶŐĞŝŶƚŚĞŝƚLJ
ŽĨKƌĂŶŐĞ͘ZŽƵƚĞϰϮŽƉĞƌĂƚĞƐǁŝƚŚϭϬͲϮϬŵŝŶƵƚĞ
ŚĞĂĚǁĂLJƐŽŶǁĞĞŬĚĂLJƐĂŶĚϮϬͲϯϬŵŝŶƵƚĞŚĞĂĚǁĂLJƐ
ŽŶǁĞĞŬĞŶĚƐ͘
ZŽƵƚĞϰϲ;>ŽƐůĂŵŝƚŽƐƚŽKƌĂŶŐĞͿ
ZŽƵƚĞϰϲƌƵŶƐĞĂƐƚͲǁĞƐƚĂůŽŶŐĂůůZŽĂĚ͘dŚĞƌŽƵƚĞ
ďĞŐŝŶƐ Ăƚ EŽƌǁĂůŬ ŽƵůĞǀĂƌĚ Θ tĂƌĚůŽǁ ZŽĂĚ ŝŶ
>ŽƐůĂŵŝƚŽƐĂŶĚĞŶĚƐĂƚdŚĞsŝůůĂŐĞƐĂƚKƌĂŶŐĞŝŶ
ƚŚĞŝƚLJŽĨKƌĂŶŐĞ͘ZŽƵƚĞϰϲƌƵŶƐŽŶϮϬͲϯϬŵŝŶƵƚĞ
ŚĞĂĚǁĂLJƐŽŶǁĞĞŬĚĂLJƐĂŶĚϱϬͲϲϬŵŝŶƵƚĞŚĞĂĚǁĂLJƐ
ŽŶǁĞĞŬĞŶĚƐ͘
104 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
ŶĂŚĞŝŵZĞƐŽƌƚdƌĂŶƐŝƚŽƉĞƌĂƚĞƐĂǀĂƌŝĞƚLJŽĨǀĞŚŝĐůĞƐͶďƵƐĞƐ͕ƚƌŽůůĞLJƐ͕
ĂŶĚǀĂŶƐͶƚŽƉƌŽǀŝĚĞƐŚƵƩůĞƐĞƌǀŝĐĞďĞƚǁĞĞŶƚŚĞŶĂŚĞŝŵZĞƐŽƌƚĂƌĞĂ
ĂŶĚŽƚŚĞƌĞŶƚĞƌƚĂŝŶŵĞŶƚͲĐĞŶƚƌŝĐĂƌĞĂƐŽĨKƌĂŶŐĞŽƵŶƚLJ͘
WŚŽƚŽƌĞĚŝƚ͗^ŽĂůDĞƚƌŽ͕&ůŝĐŬƌ
Private Transit
dŚĞ^WĂƌĞĂŝƐŶŽƚĐƵƌƌĞŶƚůLJƐĞƌǀŝĐĞĚďLJŶĂŚĞŝŵ
ZĞƐŽƌƚdƌĂŶƐŝƚ;ZdͿ͕ŚŽǁĞǀĞƌ͕ƚŚĞƉƌŽdžŝŵŝƚLJŽĨƚŚĞ
ĂƌĞĂƚŽĂǀĂƌŝĞƚLJŽĨĞŶƚĞƌƚĂŝŶŵĞŶƚƵƐĞƐĂŶĚĂůĂƌŐĞ
ƚŽƵƌŝƐŵŵĂƌŬĞƚŝƐĂŶŽƉƉŽƌƚƵŶŝƚLJĨŽƌĞdžƉĂŶƐŝŽŶŽĨ
ƐĞƌǀŝĐĞ͘&ŝŐƵƌĞϰͲϭϴ͕ŶĂŚĞŝŵZĞƐŽƌƚdƌĂŶƐƉŽƌƚĂƟŽŶ
ZŽƵƚĞƐ͕ƐŚŽǁƐƚŚĞĐƵƌƌĞŶƚƌŽƵƚĞƐŽƉĞƌĂƚĞĚďLJZd͘
ĚĚŝƟŽŶĂůůLJ͕ ƚŚĞ ŝƚLJ ŽĨ ƵĞŶĂ WĂƌŬ ĂŶĚ ŶĞĂƌďLJ
ĂůŝĨŽƌŶŝĂtĞůĐŽŵĞĞŶƚĞƌŚĂǀĞĂůƐŽĐŽŶƐŝĚĞƌĞĚ
ŝŵƉůĞŵĞŶƟŶŐĂĞĂĐŚŽƵůĞǀĂƌĚƐŚƵƩůĞƐĞƌǀŝĐĞƚŽ
ĐŽŶŶĞĐƚ ƚŚĞ ƵĞŶĂ WĂƌŬ ŶƚĞƌƚĂŝŶŵĞŶƚ ŽŶĞ ǁŝƚŚ
ŽƚŚĞƌ ƉŽŝŶƚƐ ŽĨ ŝŶƚĞƌĞƐƚ ĂůŽŶŐ ĞĂĐŚ ŽƵůĞǀĂƌĚ͘
dŚŝƐ ƚLJƉĞ ŽĨ ƐĞƌǀŝĐĞ ĐŽƵůĚ ďĞ ŝŶƚĞŐƌĂƚĞĚ ǁŝƚŚ Zd
Žƌ ĞdžƉůŽƌĞĚ ƚŚƌŽƵŐŚ ŽƚŚĞƌ ŵĞĂŶƐ ďLJ ƚŚĞ ĞĂĐŚ
ŽƵůĞǀĂƌĚŽĂůŝƟŽŶ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ105
4
P P
P
P
P
P
P
P
P
P
£[
£[
§¨¦
£[
×× ××××
×× ×× ××
××
××
××
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××
××
××
××
××
××
××
××
××
××
××
××
××
××
××
×× I2Æa
Æa
UNINCORPORATED
COUNTYCERRITOS AVE
LINCOLN
MAGNOLIA AVEKATELLA AVE
CRESCENT AVE
BALL RD
LA PALMA AVE
KNOTT AVEKnott's
Berry Farm
0.5 mi Downtown
Buena Park
1.0 miBuena Park
Entertainment District
0.5 m
CtrCity
Anaheim
2.5 mi
Disneyland Resort
5.0 mi
Downtown
Disney
5.0 mi
Anaheim
Convention
Center
6.0 mi
Great Wolf Lodge
Water Park
7.5 mi
Anaheim
Garden
Walk
6.5 m
Adventure City
0.5 mi
SANTA
ANA
GARDEN
GROVE
CYPRESS
WESTMINSTER
BUENA
PARK
STANTON
ANAHEIM
FULLERTON
22
91
39
5
560 60
701
33 35 37
543
47
38
30
21
25
50
46
33
29
43
543
35
42
56
60
430
721
54
26
OCTA Routes
Routes offering 15 minutes (or less)
Local Routes (1-99)
Bravo Limited Stop Service
Stationlink Metrolink - Rail Feeder
Routes (400-499) (Weekday Rush
Hour Only)
Intercounty Express Service
(Weekday Rush Hour Only)
OC Metrolink
Æa Bus Station
I2 Rail Station
P Key Destination
Specific Plan Area
City of Anaheim
00.51
Miles
Figure 4-17 Transit Routes
^ŽƵƌĐĞ͗KƌĂŶŐĞŽƵŶƚLJdƌĂŶƐŝƚƵƚŚŽƌŝƚLJ͕ϮϬϭϲ
106 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ107
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P P
P
P
P
P
P
P
P
P
£[
£[
§¨¦
£[Beaches
12.0-20.0 mi
ARTIC,
Angels Stadium,
Honda Center
9.0 mi
UNINCORP.
COUNTYCERRITOS AVE
LINCOLN
MAGNOLIA AVEKATELLA AVE
CRESCENT AVE
BA LL RD
LA PALMA AVE
KNOTT AVEKnott's
Berry Farm
0.5 mi Downtown
Buena Park
1.0 miBuena Park
Entertainment District
0.5 mi CtrCity
Anaheim
2.5 mi
Disneyland Resort
5.0 mi
Downtown
Disney
5.0 mi
Anaheim
Convention
Center
6.0 mi
Great Wolf Lodge
Water Park
7.5 mi
Anaheim
Garden
Walk
6.5 mi
Adventure City
0.5 mi
SANTA
ANA
GARDEN
GROVE
CYPRESS
WESTMINSTER
BUENA
PARK
HUNTINGTON
BEACH
STANTON
ANAHEIM
FULLERTON
22
91
39
5
00.51
Miles
Anaheim Resort
Transportation Shuttle
P Key Destination
Specific Plan Area
City of Anaheim
&ŝŐƵƌĞϰͲϭϴŶĂŚĞŝŵZĞƐŽƌƚdƌĂŶƐƉŽƌƚĂƟŽŶZŽƵƚĞƐ
^ŽƵƌĐĞ͗ŶĂŚĞŝŵZĞƐŽƌƚdƌĂŶƐŝƚ͕ϮϬϭϳ
108 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ109
4
4.7 INFRASTRUCTURE
/ŶĨƌĂƐƚƌƵĐƚƵƌĞ ŝƐ ĂŶ ŝŵƉŽƌƚĂŶƚ ĂƐƉĞĐƚ ŽĨ ĐŝƚLJͲǁŝĚĞ
ƉůĂŶŶŝŶŐ͘ ĸĐŝĞŶƚĂŶĚŇĞdžŝďůĞŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝƐŶĞĞĚĞĚ
ƚŽ ƐƵƉƉŽƌƚ ƌĞƐŝĚĞŶƚƐ͕ ďƵƐŝŶĞƐƐ͕ ĂŶĚ ǀŝƐŝƚŽƌƐ ĂůŝŬĞ͘
dŚŝƐƐĞĐƟŽŶƐƵŵŵĂƌŝnjĞƐďĂƐĞůŝŶĞĐŽŶĚŝƟŽŶƐŽĨƚŚĞ
ĞdžŝƐƟŶŐƉƵďůŝĐƵƟůŝƟĞƐƚŚĂƚƐĞƌǀŝĐĞƚŚĞŝƚLJ͕ŝŶĐůƵĚŝŶŐ
ǁĂƚĞƌƐƵƉƉůLJĂŶĚĚŝƐƚƌŝďƵƟŽŶ͕ǁĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚ͕
ƌĞĐLJĐůĞĚǁĂƚĞƌ͕ŇŽŽĚĐŽŶƚƌŽůĂŶĚůŽĐĂůŝnjĞĚĚƌĂŝŶĂŐĞ͘
dŚŝƐŝŶĨŽƌŵĂƟŽŶŝƐƚŚĞďĂƐŝƐ ĨŽƌƌĞĐŽŵŵĞŶĚĂƟŽŶƐ
ĂŶĚƐƚƌĂƚĞŐŝĞƐƚŽĞŶƐƵƌĞƚŚĂƚďĂƐŝĐƐĞƌǀŝĐĞƐĐĂŶďĞ
ŵĞƚĂƐƚŚĞŝƚLJĂŶĚƚŚĞĞĂĐŚŽƵůĞǀĂƌĚĐŽƌƌŝĚŽƌ
ŐƌŽǁ͘
dŚŝƐ ƐĞĐƟŽŶ ƉƌŽǀŝĚĞƐ ĂŶ ŽǀĞƌǀŝĞǁ ŽĨ ĞdžŝƐƟŶŐ
ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ĐŽŶĚŝƟŽŶƐ͕ ƉůĂŶŶĞĚ ŝŵƉƌŽǀĞŵĞŶƚƐ
ĨŽƌƚŚĞŵĂũŽƌŝŶĨƌĂƐƚƌƵĐƚƵƌĞƐLJƐƚĞŵƐŝŶĐůƵĚŝŶŐƐƚŽƌŵ
ĚƌĂŝŶ͕ ƐĞǁĞƌ͕ ĂŶĚ ǁĂƚĞƌ ĂŶĚ ĚŝƐĐƵƐƐĞƐ ƚŚĞ ŝŵƉĂĐƚ
ĨƵƚƵƌĞ ĚĞǀĞůŽƉŵĞŶƚ ĐŽƵůĚ ŚĂǀĞ ŽŶ ƚŚĞƐĞ ƐLJƐƚĞŵƐ͘
/ŵƉůĞŵĞŶƚĂƟŽŶ ĂĐƟŽŶƐ ƌĞůĂƚĞĚ ƚŽ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ
ŝŵƉƌŽǀĞŵĞŶƚƐ ĐĂŶ ďĞ ĨŽƵŶĚ ŝŶ ŚĂƉƚĞƌ ϱ͕
ĚŵŝŶŝƐƚƌĂƟŽŶĂŶĚ/ŵƉůĞŵĞŶƚĂƟŽŶ͘
4.7.1 Hydrology and Water Quality
dŚĞ ϮϴϯͲĂĐƌĞ ^ƉĞĐŝĮĐ WůĂŶ ĂƌĞĂ ŝƐ ƉƌŝŵĂƌŝůLJ ďƵŝůƚͲ
ŽƵƚ ǁŝƚŚ ĂŶ ĂǀĞƌĂŐĞ ŝŵƉĞƌǀŝŽƵƐ ĐŽŶĚŝƟŽŶ ŽĨ
ĂƉƉƌŽdžŝŵĂƚĞůLJϲϱƉĞƌĐĞŶƚ͘dŚĞƉĞƌǀŝŽƵƐĂƌĞĂƐŝŶĐůƵĚĞ
ƐŽŵĞůĂŶĚƐĐĂƉĞĚĂƌĞĂƐƐƵƌƌŽƵŶĚŝŶŐƌĞƐŝĚĞŶƟĂůĂŶĚ
ĐŽŵŵĞƌĐŝĂůůĂŶĚƵƐĞƐ͕ǀĂĐĂŶƚůĂŶĚƵƐĞƐ͕ĂŶĚĞdžŝƐƟŶŐ
ƉĂƌŬƐ͘ ĐĐŽƌĚŝŶŐ ƚŽ ƚŚĞ ^ƚŽƌŵ ƌĂŝŶ DĂƐƚĞƌ WůĂŶ͕
ƚŚĞŝƚLJŽĨŶĂŚĞŝŵŝƐƐĞƌǀĞĚďLJƚǁŽƉƌŝŵĂƌLJŇŽŽĚ
ĐŽŶƚƌŽůĂŶĚĚƌĂŝŶĂŐĞƐLJƐƚĞŵƐ͘
ϭ͘dŚĞŝƚLJŽĨŶĂŚĞŝŵŽƉĞƌĂƚĞƐĂŶĚ
ŵĂŝŶƚĂŝŶƐ ƚŚĞ ƐƚŽƌŵ ĚƌĂŝŶ ƐLJƐƚĞŵ ǁŚŝĐŚ
ŝŶĐůƵĚĞƐĐĂƚĐŚďĂƐŝŶƐĂŶĚƐƚŽƌŵĚƌĂŝŶƉŝƉĞƐ
;ƉƌŝŵĂƌŝůLJ ƌĞŝŶĨŽƌĐĞĚ ĐŽŶĐƌĞƚĞ ƉŝƉĞ ;ZWͿͿ
ƚŚĂƚƌĂŶŐĞŝŶĚŝĂŵĞƚĞƌĨƌŽŵϭϴ͟ƚŽϲϬ͟ǁŝƚŚŝŶ
ƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘
Ϯ͘ KƌĂŶŐĞ ŽƵŶƚLJ &ůŽŽĚ ŽŶƚƌŽů ŝƐƚƌŝĐƚ
;K&ͿŽƉĞƌĂƚĞƐĂŶĚŵĂŝŶƚĂŝŶƐƚŚĞĂƌďŽŶ
ƌĞĞŬŇŽŽĚĐŽŶƚƌŽůĨĂĐŝůŝƚLJǁŝƚŚŝŶƚŚĞĂƌĞĂ͘
/ŶƐƵŵŵĂƌLJ͕ĂůůƌƵŶŽīĨƌŽŵƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ
ĚŝƐĐŚĂƌŐĞƐ ŝŶƚŽ ƚŚĞ ĂƌďŽŶ ƌĞĞŬ ŚĂŶŶĞů ǁŚŝĐŚ
ŇŽǁƐĚŝƌĞĐƚůLJŝŶƚŽŽLJŽƚĞƌĞĞŬĂŶĚƵůƟŵĂƚĞůLJŝŶƚŽ
ƚŚĞWĂĐŝĮĐKĐĞĂŶǀŝĂƚŚĞ^ĂŶ'ĂďƌŝĞů ƐƚƵĂƌLJĂŶĚ>ŽƐ
ůĂŵŝƚŽƐĂLJ͘
/ŶĨƌĂƐƚƌƵĐƚƵƌĞƚŽƐƵƉƉŽƌƚƐƚŽƌŵǁĂƚĞƌŵĂŶĂŐĞŵĞŶƚŝƐǀŝƐŝďůĞƚŚƌŽƵŐŚŽƵƚƚŚĞ
^WĂƌĞĂ͘
110 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚĞ ŝƚLJ͛Ɛ ϮϬϭϬ DĂƐƚĞƌ WůĂŶ ŽĨ ƌĂŝŶĂŐĞ ĨŽƌ ƚŚĞ
ĂƌďŽŶƌĞĞŬŚĂŶŶĞůdƌŝďƵƚĂƌLJƌĞĂ;͞DĂƐƚĞƌWůĂŶ
ŽĨƌĂŝŶĂŐĞ͟ͿŚŝŐŚůŝŐŚƚƐƉůĂŶƐĨŽƌŝŵƉƌŽǀŝŶŐƚŚĞƐƚŽƌŵ
ĚƌĂŝŶƐLJƐƚĞŵĂŶĚƐĞƌǀĞƐĂƐƚŚĞŐƵŝĚŝŶŐĚŽĐƵŵĞŶƚĨŽƌ
ĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞƐƚŽƌŵĚƌĂŝŶƐLJƐƚĞŵ͘/Ŷ
ŽƌĚĞƌƚŽƐĂƟƐĨLJƚŚĞŝƚLJ͛ƐƌĞƋƵŝƌĞŵĞŶƚŽĨĐŽŶǀĞLJŝŶŐ
ƚŚĞϭϬͲLJĞĂƌƐƚŽƌŵĞǀĞŶƚŝŶƚŚĞƐƚŽƌŵĚƌĂŝŶƐ͕ĂŶĚĂůƐŽƚŽ
ƐĂƟƐĨLJƐƚƌĞĞƚŇŽŽĚŝŶŐĐƌŝƚĞƌŝĂ͕ĐĞƌƚĂŝŶŝŵƉƌŽǀĞŵĞŶƚƐ
ŚĂǀĞ ďĞĞŶ ƌĞĐŽŵŵĞŶĚĞĚ ŝŶ ƚŚĞ DĂƐƚĞƌ WůĂŶ ŽĨ
ƌĂŝŶĂŐĞ͘ dŚĞ DĂƐƚĞƌ WůĂŶ ŽĨ ƌĂŝŶĂŐĞ ŚŝŐŚůŝŐŚƚƐ
ƚŚĂƚƚŚĞƌĞĂƌĞƐĞǀĞŶWƌŝŽƌŝƚLJϭƉƌŽƉŽƐĞĚŶĞǁƐƚŽƌŵ
ĚƌĂŝŶ ƐĞŐŵĞŶƚƐůŽĐĂƚĞĚ ĂĚũĂĐĞŶƚƚŽƚŚĞ^WĂƌĞĂ
ĂŶĚ ƚŚŝƌƚĞĞŶ ;ϭϯͿ WƌŝŽƌŝƚLJ Ϯ ƉĂƌĂůůĞůͬƌĞƉůĂĐĞŵĞŶƚ
ƐƚŽƌŵĚƌĂŝŶůŝŶĞƐ͘EŽŶĞŽĨƚŚĞƐĞƐƚŽƌŵĚƌĂŝŶĨĂĐŝůŝƟĞƐ
ŚĂǀĞďĞĞŶďƵŝůƚŽƌƵƉƐŝnjĞĚĚƵĞƚŽĨƵŶĚŝŶŐĐŽŶƐƚƌĂŝŶƚƐ͖
ŚŽǁĞǀĞƌ͕ ŐƌĂŶƚ ŽƉƉŽƌƚƵŶŝƟĞƐ ĂƌĞ ĐƵƌƌĞŶƚůLJ ďĞŝŶŐ
ĞdžƉůŽƌĞĚƚŽŚĞůƉƐƵƉƉŽƌƚƚŚĞƐĞƵƉŐƌĂĚĞƐ͘
/ŶĂĚĚŝƟŽŶƚŽƚŚĞŝƚLJƐƚŽƌŵĚƌĂŝŶůŝŶĞƐ͕K&
ŽƉĞƌĂƚĞƐ ĂŶĚ ŵĂŝŶƚĂŝŶƐ ƚŚĞ ĂƌďŽŶ ƌĞĞŬ ŇŽŽĚ
ĐŽŶƚƌŽůĐŚĂŶŶĞůƚŚĂƚďŝƐĞĐƚƐƚŚĞ^WƐƚƵĚLJĂƌĞĂ͘ůů
ŝƚLJƐƚŽƌŵĚƌĂŝŶůŝŶĞƐǁŝƚŚŝŶƚŚĞ^WĂƌĞĂƟĞŝŶƚŽ
ƚŚĞĂƌďŽŶƌĞĞŬŇŽŽĚĐŽŶƚƌŽůĐŚĂŶŶĞů͘dŚĞƐĞŐŵĞŶƚ
ŽĨĂƌďŽŶƌĞĞŬƚŚĂƚƌƵŶƐƚŚƌŽƵŐŚƚŚĞ^WĂƌĞĂǁĂƐ
ďƵŝůƚŝŶƚŚĞůĂƚĞϭϵϱϬƐĂŶĚĚŽĞƐŶŽƚŵĞĞƚK&͛Ɛ
ĐƵƌƌĞŶƚ ĚĞƐŝŐŶ ƐƚĂŶĚĂƌĚƐ ŽĨ ĐŽŶǀĞLJŝŶŐ Ă ϭϬϬͲLJĞĂƌ
ƐƚŽƌŵ ĞǀĞŶƚ͘ dŚĞƌĞĨŽƌĞ͕ ƚŚĞ ĞdžŝƐƟŶŐ ŇŽŽĚ ĐŽŶƚƌŽů
ĨĂĐŝůŝƚLJ ŝƐ ĚĞĮĐŝĞŶƚ ĂŶĚ ĚŽĞƐ ŶŽƚ ƉƌŽǀŝĚĞ ĂĚũĂĐĞŶƚ
ƉƌŽƉĞƌƟĞƐƐƵĸĐŝĞŶƚƉƌŽƚĞĐƟŽŶĨƌŽŵŇŽŽĚŝŶŐĚƵƌŝŶŐ
ƚŚĞ ϭϬϬͲLJĞĂƌ ƐƚŽƌŵ ĞǀĞŶƚ͘ dŚĞ ĚĞĮĐŝĞŶƚ ƐĞŐŵĞŶƚƐ
ŽĨ ƚŚĞ ĂƌďŽŶ ƌĞĞŬ ŚĂŶŶĞů ǁŝƚŚŝŶ ƚŚĞ ^W ĂƌĞ
ƚĞŶƚĂƟǀĞůLJ ƐĐŚĞĚƵůĞĚ ƚŽ ďĞ ŝŵƉƌŽǀĞĚ ǁŝƚŚŝŶ ƚŚĞ
ŶĞdžƚƚǁŽLJĞĂƌƐ͘&ŝŐƵƌĞϰͲϭϵ͕WƌŽƉŽƐĞĚ^ƚŽƌŵƌĂŝŶ
/ŵƉƌŽǀĞŵĞŶƚƐ͕ĚĞƉŝĐƚƐƚŚĞƉƌŝŽƌŝƚLJĂŶĚŝŵƉƌŽǀĞŵĞŶƚ
ĂƌĞĂƐĨŽƌŝŵƉůĞŵĞŶƚĂƟŽŶŽĨƚŚĞ^W͘
ĞǀĞůŽƉŵĞŶƚ ŽĨ ƚŚĞ ĞdžŝƐƟŶŐ͕ ŵŽƐƚůLJ ƉĞƌǀŝŽƵƐ
ǀĂĐĂŶƚ ůĂŶĚƐ͕ ǁŚŝĐŚ ĐŽŶƐƟƚƵƚĞ ĂƉƉƌŽdžŝŵĂƚĞůLJ Ϯϱ
ĂĐƌĞƐ ŽĨ ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ďŽƵŶĚĂƌLJ͕ ǁŝůů ŝŶĐƌĞĂƐĞ
ƚŚĞĂŵŽƵŶƚŽĨƐƚŽƌŵǁĂƚĞƌƌƵŶŽīŝŶƚŚĞƉƌŽƉŽƐĞĚ
ĐŽŶĚŝƟŽŶ͘ dŚĞ ďƵůŬ ŽĨ ƚŚĞ ĞdžŝƐƟŶŐ ǀĂĐĂŶƚ ĂƌĞĂ ŝƐ
ƚŚĞ ƉƌŽƉŽƐĞĚ ϮϱͲĂĐƌĞ tĞƐƚŐĂƚĞ ^ŚŽƉƉŝŶŐ ĞŶƚĞƌ
ůŽĐĂƚĞĚĂƚƚŚĞŶŽƌƚŚĞĂƐƚĞƌŶƉŽƌƟŽŶŽĨƚŚĞ^WĂƌĞĂ͘
dŚĞĚĞǀĞůŽƉŵĞŶƚŽĨƚŚŝƐƐŝƚĞŚĂƐďĞĞŶĂŶƟĐŝƉĂƚĞĚ
ĨŽƌ ƐĞǀĞƌĂů LJĞĂƌƐ ĂŶĚ ŚĂƐ ƚŚĞ ƉŽƚĞŶƟĂů ƚŽ ŐƌĞĂƚůLJ
ŝŶĐƌĞĂƐĞƐƚŽƌŵǁĂƚĞƌƌƵŶŽīŇŽǁƐŝŶƚŽƚŚĞĂĚũĂĐĞŶƚ
ƐƚŽƌŵĚƌĂŝŶƐLJƐƚĞŵ͘&ŽƌƚƵŶĂƚĞůLJ͕ĂƐƚŚĞŝƚLJ͛ƐWƵďůŝĐ
tŽƌŬƐĞƉĂƌƚŵĞŶƚŚĂƐƉůĂŶŶĞĚĨŽƌƚŚĞĚĞǀĞůŽƉŵĞŶƚ
ŽĨƚŚŝƐƉĂƌĐĞů͕ƚŚĞĂĚũĂĐĞŶƚƐƚŽƌŵĚƌĂŝŶƐLJƐƚĞŵǁĂƐ
ĚĞƐŝŐŶĞĚƚŽĂĐĐŽŵŵŽĚĂƚĞŇŽǁƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞ
ĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞƉĂƌĐĞů͘
/dzK&E, /DϮϬϭϬD^d Z
PLAN OF DRAINAGE PRIORITY AREA
DEFINITIONS
X WƌŝŽƌŝƚLJϭ͗WƌŽƉŽƐĞĚŶĞǁƐƚŽƌŵĚƌĂŝŶŝŶ
ĂƌƚĞƌŝĂů ŚŝŐŚǁĂLJ Žƌ ůŽĐĂů ƐƚƌĞĞƚ ǁŚĞƌĞ
ŶŽŶĞĞdžŝƐƚƚŽĚĂLJƚŽĂĐŚŝĞǀĞϭϬͲ͕ϮϱͲ͕ĂŶĚ
ϭϬϬͲLJĞĂƌŇŽŽĚƉƌŽƚĞĐƟŽŶůĞǀĞůƐ͘
X WƌŝŽƌŝƚLJ Ϯ͗ WƌŽƉŽƐĞĚ ƉĂƌĂůůĞů Žƌ
ƌĞƉůĂĐĞŵĞŶƚ ƐƚŽƌŵ ĚƌĂŝŶ ŝŶ ĂƌƚĞƌŝĂů
ŚŝŐŚǁĂLJ Žƌ ůŽĐĂů ƐƚƌĞĞƚ ƚŽ ĂĐŚŝĞǀĞ ϭϬͲ͕
ϮϱͲ͕ĂŶĚϭϬϬͲLJĞĂƌŇŽŽĚƉƌŽƚĞĐƟŽŶůĞǀĞůƐ͘
X WƌŝŽƌŝƚLJϯ͗WƌŽƉŽƐĞĚŶĞǁƐƚŽƌŵĚƌĂŝŶŝŶ
ĂůŽĐĂůƐƚƌĞĞƚǁŚĞƌĞϭϬϬͲLJĞĂƌƉƌŽƚĞĐƟŽŶ
ůĞǀĞůƐĂƌĞŵĞƚǁŝƚŚŽƵƚƚŚĞƐƚŽƌŵĚƌĂŝŶ
ƚŚƌŽƵŐŚ ƐŚĞĞƚ ŇŽǁ ĐŽŶǀĞLJĂŶĐĞ ǁŝƚŚŝŶ
ƚŚĞƐƚƌĞĞƚ͕ŚŽǁĞǀĞƌ͕ƚŚĞƐƚŽƌŵĚƌĂŝŶŝƐ
ƌĞƋƵŝƌĞĚ ƚŽ ĂĐŚŝĞǀĞ ŇŽŽĚ ƉƌŽƚĞĐƟŽŶ
ůĞǀĞůƐĨŽƌƚŚĞϭϬͲLJĞĂƌƐƚŽƌŵ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ111
4
&ŝŐƵƌĞϰͲϭϵWƌŽƉŽƐĞĚ^ƚŽƌŵƌĂŝŶ/ŵƉƌŽǀĞŵĞŶƚƐ
^ŽƵƌĐĞ͗&ƵƐĐŽĞ͕ϮϬϭϳ
112 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ113
4
dŚĞŝƚLJŚĂƐƉŽůŝĐŝĞƐŝŶƉůĂĐĞƚŽĂĚĚƌĞƐƐƚŚĞ
ĚĞǀĞůŽƉŵĞŶƚ ŽĨ ǀĂĐĂŶƚ ƉĂƌĐĞůƐ ǁŝƚŚŝŶ ƚŚĞ ^W
ĂƌĞĂ͘ dŚĞ ƌĞƋƵŝƌĞŵĞŶƚƐ ƚLJƉŝĐĂůůLJ ůŝŵŝƚ ƚŚĞ ĂŵŽƵŶƚ
ŽĨŇŽǁĨƌŽŵĂƉƌŽũĞĐƚƐŝƚĞŝŶĂƉƌŽƉŽƐĞĚĐŽŶĚŝƟŽŶ
ƚŽŵĂƚĐŚĞdžŝƐƟŶŐĐŽŶĚŝƟŽŶŇŽǁ͘dŚĞƐĞƉŽůŝĐŝĞƐĂƌĞ
ĐŽŶƐŝƐƚĞŶƚǁŝƚŚKWƵďůŝĐtŽƌŬƐƌĞƋƵŝƌĞŵĞŶƚƐǁŝƚŚŝŶ
ƚŚŝƐĂƌĞĂ͘DŝƟŐĂƟŽŶŽĨŇŽǁŝƐƚLJƉŝĐĂůůLJĚŽŶĞƚŚƌŽƵŐŚ
ƚŚĞŝŵƉůĞŵĞŶƚĂƟŽŶŽĨĚĞƚĞŶƟŽŶƐLJƐƚĞŵƐĂƐƐŽĐŝĂƚĞĚ
ǁŝƚŚƉƌŽũĞĐƚƐƚŚĂƚĚĞǀĞůŽƉǀĂĐĂŶƚůĂŶĚ͘
/ŶŽƌĚĞƌƚŽŚĞůƉƉƌĞǀĞŶƚůŽŶŐͲƚĞƌŵǁĂƚĞƌƋƵĂůŝƚLJ
ŝŵƉĂĐƚƐ ĂƐƐŽĐŝĂƚĞĚ ǁŝƚŚ ůĂŶĚ ƵƐĞ ĐŚĂŶŐĞƐ ĂŶĚ ƚŽ
ĂĚŚĞƌĞƚŽƚŚĞƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞŝƚLJŽĨŶĂŚĞŝŵ
>ŽĐĂů /ŵƉůĞŵĞŶƚĂƟŽŶ WůĂŶ ;>/WͿ͕ K ƌĂŝŶĂŐĞ
ƌĞĂ DĂŶĂŐĞŵĞŶƚ WůĂŶ ;DWͿ͕ ĂŶĚ &ŽƵƌƚŚͲ
dĞƌŵ DƵŶŝĐŝƉĂů ^ĞƉĂƌĂƚĞ ^ƚŽƌŵ ^ĞǁĞƌ ^LJƐƚĞŵƐ
;D^ϰͿ ƉĞƌŵŝƚ͕ ŶĞǁ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ ƐŝŐŶŝĮĐĂŶƚ
ƌĞĚĞǀĞůŽƉŵĞŶƚ ƉƌŽũĞĐƚƐ ŵƵƐƚ ŝŶĐŽƌƉŽƌĂƚĞ >Žǁ
/ŵƉĂĐƚ ĞǀĞůŽƉŵĞŶƚ ;>/Ϳ ĞƐƚ DĂŶĂŐĞŵĞŶƚ
WƌĂĐƟĐĞƐ;DWƐͿƚŽĂĚĚƌĞƐƐƉŽƐƚͲĐŽŶƐƚƌƵĐƟŽŶƐƚŽƌŵ
ǁĂƚĞƌƌƵŶŽīŵĂŶĂŐĞŵĞŶƚ͘ƐƐƉĞĐŝĮĞĚŝŶƚŚĞϮϬϭϯ
dĞĐŚŶŝĐĂů'ƵŝĚĂŶĐĞŽĐƵŵĞŶƚ;d'Ϳ͕DWƐŵƵƐƚďĞ
ĂďůĞƚŽŝŶĮůƚƌĂƚĞ͕ŚĂƌǀĞƐƚĂŶĚƌĞƵƐĞĂŶĚͬŽƌďŝŽƚƌĞĂƚ
ƚŚĞǀŽůƵŵĞͬŇŽǁƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞϴϱƚŚƉĞƌĐĞŶƟůĞ
ƐƚŽƌŵĞǀĞŶƚ͘/ŶĮůƚƌĂƟŽŶƐLJƐƚĞŵƐĂƌĞƚŚĞĮƌƐƚƉƌŝŽƌŝƚLJ
ƚLJƉĞŽĨDWŽƉƟŽŶĂƐƚŚĞLJƉƌŽǀŝĚĞĨŽƌĨƵůůƌĞƚĞŶƟŽŶ
ŽĨƚŚĞǁĂƚĞƌƋƵĂůŝƚLJǀŽůƵŵĞĂŶĚĐĂŶĂůƐŽĐŽŶƚƌŝďƵƚĞ
ƚŽŐƌŽƵŶĚǁĂƚĞƌƌĞĐŚĂƌŐĞŝŶƐŽŵĞĂƌĞĂƐ͘dŚĞƐĞĐŽŶĚ
ƉƌŝŽƌŝƚLJDWŝƐĐĂƉƚƵƌŝŶŐĂŶĚƌĞƵƐŝŶŐ;͞ŚĂƌǀĞƐƚĂŶĚ
ƌĞƵƐĞ͟Ϳ ƐƚŽƌŵǁĂƚĞƌ ŽŶͲƐŝƚĞ ĨŽƌ ĞŝƚŚĞƌ ůĂŶĚƐĐĂƉĞ
ŝƌƌŝŐĂƟŽŶŽƌƚŽŝůĞƚŇƵƐŚŝŶŐ͘,ĂƌǀĞƐƚĂŶĚƌĞƵƐĞDWƐ
ĂƌĞĂůƐŽĨƵůůƌĞƚĞŶƟŽŶDWƐƚŚĂƚƉƌŽǀŝĚĞĂĚĚŝƟŽŶĂů
ǁĂƚĞƌ ĐŽŶƐĞƌǀĂƟŽŶ ďĞŶĞĮƚƐ͘ WƌŽũĞĐƚƐ ƚŚĂƚ ŚĂǀĞ
ĚĞŵŽŶƐƚƌĂƚĞĚƚŚĞLJĐĂŶŶŽƚŝŶĮůƚƌĂƚĞĂŶĚͬŽƌŚĂƌǀĞƐƚ
ĂŶĚƌĞƵƐĞϭϬϬƉĞƌĐĞŶƚŽĨƚŚĞǁĂƚĞƌƋƵĂůŝƚLJǀŽůƵŵĞ
ŵĂLJŵĂŶĂŐĞƚŚĞƌĞŵĂŝŶŝŶŐǀŽůƵŵĞƚŚƌŽƵŐŚƚŚĞƵƐĞ
ŽĨ ďŝŽĮůƚƌĂƟŽŶ DWƐ ǁŚŝĐŚ ƚƌĞĂƚ ƐƚŽƌŵǁĂƚĞƌ ĂŶĚ
ƌĞůĞĂƐĞŝƚďĂĐŬŝŶƚŽƚŚĞƐƚŽƌŵĚƌĂŝŶƐLJƐƚĞŵ͘
ŌĞƌƌĞǀŝĞǁŽĨƐŝƚĞĐŽŶĚŝƟŽŶƐǁŝƚŚŝŶƚŚĞ^WĂƌĞĂ͕
ŶĞǁ ƉƌŽũĞĐƚƐ ĂŶĚ ƌĞĚĞǀĞůŽƉŵĞŶƚƐ ǁŝůů ůŝŬĞůLJ ďĞ
ĂďůĞƚŽĨĞĂƐŝďůLJŝŶĮůƚƌĂƚĞƐƚŽƌŵǁĂƚĞƌƌƵŶŽīĂƐƚŚĞ
ĞŶƟƌĞ^ƉĞĐŝĮĐWůĂŶďŽƵŶĚĂƌLJŝƐŝŶdLJƉĞƐŽŝůƐǁŚŝĐŚ
ƚLJƉŝĐĂůůLJŚĂǀĞŚŝŐŚŝŶĮůƚƌĂƟŽŶƌĂƚĞƐ͘ƉŽƌƟŽŶŽĨƚŚĞ
^ƉĞĐŝĮĐ WůĂŶ ďŽƵŶĚĂƌLJ ŚĂƐ ƐŚĂůůŽǁ ŐƌŽƵŶĚǁĂƚĞƌ
;ϲͲϭϬ ĨĞĞƚ ďĞůŽǁ ŐƌŽƵŶĚ ƐƵƌĨĂĐĞͿ ǁŚŝĐŚ ŵĂLJ ůŝŵŝƚ
ƚŚĞŝŵƉůĞŵĞŶƚĂƟŽŶŽĨŝŶĮůƚƌĂƟŽŶDWƐƚŚĂƚŚĂǀĞĂ
ĚĞĞƉĞƌĨŽŽƚƉƌŝŶƚ͘/ŶƚŚĞĞǀĞŶƚŝŶĮůƚƌĂƟŽŶŝƐĚĞĞŵĞĚ
ŝŶĨĞĂƐŝďůĞďLJƐŝƚĞͲƐƉĞĐŝĮĐƉĞƌĐŽůĂƟŽŶƚĞƐƚƐ͕ŚĂƌǀĞƐƚ
ĂŶĚ ƌĞƵƐĞ DWƐ ŵĂLJ ƉƌŽǀĞ ĨĞĂƐŝďůĞ ĨŽƌ ƉƌŽũĞĐƚƐ
ǁŝƚŚ ŚŝŐŚ ůĂŶĚƐĐĂƉŝŶŐ ĂŶĚͬŽƌ ƚŽŝůĞƚ ŇƵƐŚŝŶŐ ǁĂƚĞƌ
ĚĞŵĂŶĚƐ͘ĞĐĂƵƐĞƚŚĞŝƚLJŝƐĐƵƌƌĞŶƚůLJŶŽƚƌĞĐĞŝǀŝŶŐ
ĂŶLJ ƌĞĐLJĐůĞĚ ǁĂƚĞƌ ĨƌŽŵ ƚŚĞ 'ƌĞĞŶ ĐƌĞƐ WƌŽũĞĐƚ
ĨƌŽŵ ƚŚĞ 'ƌŽƵŶĚǁĂƚĞƌ ZĞƉůĞŶŝƐŚŵĞŶƚ ^LJƐƚĞŵ ŝŶ
&ŽƵŶƚĂŝŶ sĂůůĞLJ ;ƉƵƌƉůĞ ƉŝƉĞ ƐLJƐƚĞŵͿ͕ ŚĂƌǀĞƐƚ ĂŶĚ
ƌĞƵƐĞDWƐǁŝůůƉƌŽǀŝĚĞƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂǁŝƚŚ
ƚŚĞƉŽƚĞŶƟĂůƚŽƐĂƟƐĨLJďŽƚŚD^ϰƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌ
ǁĂƚĞƌ ƋƵĂůŝƚLJ ĂŶĚ ƚŽ ƉƌŽǀŝĚĞ ĂŶ ĂĚĚŝƟŽŶĂů ƐŽƵƌĐĞ
ŽĨǁĂƚĞƌƐƵƉƉůLJ͘&ŽƌĂƌĞĂƐƚŚĂƚĐĂŶŶŽƚŝŶĮůƚƌĂƚĞŽƌ
ƵƟůŝnjĞ ŚĂƌǀĞƐƚ ĂŶĚ ƌĞƵƐĞ ƐLJƐƚĞŵƐ͕ ƉƌŽũĞĐƚƐ ǁŝůů ďĞ
ĂďůĞƚŽƚƌĞĂƚƐƚŽƌŵǁĂƚĞƌƚŚƌŽƵŐŚďŝŽĮůƚƌĂƟŽŶDWƐ
ƐƵĐŚĂƐǀĞŐĞƚĂƚĞĚƐǁĂůĞƐ͕ďŝŽƌĞƚĞŶƟŽŶďĂƐŝŶƐ͕ĂŶĚ
ƉƌŽƉƌŝĞƚĂƌLJƐLJƐƚĞŵƐ͘
4.7.2 Sewer System
dŚĞŝƚLJŽĨŶĂŚĞŝŵŽǁŶƐ͕ŽƉĞƌĂƚĞƐ͕ĂŶĚŵĂŝŶƚĂŝŶƐ
ƚŚĞůŽĐĂůƐĂŶŝƚĂƌLJƐĞǁĞƌĐŽůůĞĐƟŽŶĨĂĐŝůŝƟĞƐǁŝƚŚŝŶƚŚĞ
ŝƚLJ͘^ĞǁĂŐĞŝƐĐŽůůĞĐƚĞĚďLJŝƚLJĐŽůůĞĐƚŽƌĨĂĐŝůŝƟĞƐ͕
ƚŚĞŶĐŽŶǀĞLJĞĚƚŽƚƌƵŶŬƐĞǁĞƌƐĂŶĚƌĞŐŝŽŶĂůƚƌĞĂƚŵĞŶƚ
ĨĂĐŝůŝƟĞƐǁŚŝĐŚĂƌĞďŽƚŚŽǁŶĞĚĂŶĚŽƉĞƌĂƚĞĚďLJƚŚĞ
KƌĂŶŐĞ ŽƵŶƚLJ ^ĂŶŝƚĂƟŽŶ ŝƐƚƌŝĐƚ ;K^Ϳ͘ ^ĞǁĞƌ
ůŝŶĞƐ ƌĂŶŐĞ ĨƌŽŵ ϴ͟Ͳϭϴ͟ ŝŶ ĚŝĂŵĞƚĞƌ ƚŚƌŽƵŐŚŽƵƚ
ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ďŽƵŶĚĂƌLJ ĂŶĚ ƵůƟŵĂƚĞůLJ ƟĞ ŝŶƚŽ
ĚŽǁŶƐƚƌĞĂŵK^ƚƌƵŶŬůŝŶĞƐŽƵƚƐŝĚĞƚŚĞďŽƵŶĚĂƌLJ
ĂůŽŶŐtĞƐƚĞƌŶǀĞŶƵĞ͘
ŚĂŶŐĞƐ ŝŶ ůĂŶĚ ƵƐĞƐ ĐŽƵůĚ ƉŽƚĞŶƟĂůůLJ ŝŵƉĂĐƚ ƚŚĞ
ĞdžŝƐƟŶŐƐĞǁĞƌƐLJƐƚĞŵ͘dŽĞƐƟŵĂƚĞƐĞǁĞƌŇŽǁƐŝŶƚŚĞ
ĞdžŝƐƟŶŐĂŶĚƉƌŽƉŽƐĞĚĐŽŶĚŝƟŽŶ͕ƐĞǁĞƌŐĞŶĞƌĂƟŽŶ
ĨĂĐƚŽƌƐǁĞƌĞƉƌŽǀŝĚĞĚŝŶƚŚĞŽŵďŝŶĞĚtĞƐƚŶĂŚĞŝŵ
ƌĞĂDĂƐƚĞƌWůĂŶŽĨ^ĂŶŝƚĂƌLJ^ĞǁĞƌƐ;DW^^Ϳ͘hŶĚĞƌ
ƚŚĞƉƌŽƉŽƐĞĚĐŽŶĚŝƟŽŶ͕ƐĞǁĞƌŇŽǁƐǁŝůůŝŶĐƌĞĂƐĞĚƵĞ
ƚŽƚŚĞŝŶĐƌĞĂƐĞŝŶŵƵůƟͲĨĂŵŝůLJƌĞƐŝĚĞŶƟĂů͕ĐŽŵŵĞƌĐŝĂů
ĂŶĚŵŝdžĞĚůĂŶĚƵƐĞƐ͘ƚŽƚĂůŝŶĐƌĞĂƐĞŽĨϯ͕ϰϵϲhƐĂŶĚ
ĂƉƉƌŽdžŝŵĂƚĞůLJϵϵϬ͕ϲϭϵƐĨŽĨŶŽŶͲƌĞƐŝĚĞŶƟĂůƵƐĞƐĂƌĞ
ƉƌŽƉŽƐĞĚƵŶĚĞƌƚŚĞƵůƟŵĂƚĞďƵŝůĚŽƵƚĐŽŶĚŝƟŽŶ͘dŚĞ
^WĂƌĞĂŚĂƐďĞĞŶďƌŽŬĞŶƵƉŝŶƚŽƚŚĞĂƌĞĂƐŶŽƌƚŚ
ĂŶĚƐŽƵƚŚŽĨĂƌďŽŶƌĞĞŬƚŽĚĞƚĞƌŵŝŶĞĂŶLJƉŽƚĞŶƟĂů
ŝŵƉĂĐƚƐƚŽƚŚĞŝƚLJĂŶĚK^ƐĞǁĞƌƐLJƐƚĞŵƐ͘
&ƵůůŝŵƉůĞŵĞŶƚĂƟŽŶŽĨƚŚĞůĂŶĚƵƐĞĐŚĂŶŐĞƐŚĂƐƚŚĞ
ƉŽƚĞŶƟĂů ƚŽ ŝŶĐƌĞĂƐĞ ƐĞǁĞƌ ŇŽǁƐ ďLJ Ϭ͘ϲϰ ŵŝůůŝŽŶ
ŐĂůůŽŶƐƉĞƌĚĂLJ;D'ͿǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘
ƉƉƌŽdžŝŵĂƚĞůLJϱϴƉĞƌĐĞŶƚŽĨƚŚĞŝŶĐƌĞĂƐĞŝŶƐĞǁĞƌ
ŇŽǁƐǁŝůůŽĐĐƵƌŝŶƚŚĞĂƌĞĂƐŶŽƌƚŚŽĨĂƌďŽŶƌĞĞŬ
ŚĂŶŶĞů͘^ĞǁĞƌŇŽǁƐǁŝůůƵůƟŵĂƚĞůLJĐŽŶŶĞĐƚŝŶƚŽ
K^ƐĞǁĞƌƚƌƵŶŬůŝŶĞƐůŽĐĂƚĞĚƚŽƚŚĞǁĞƐƚĂŶĚ
ƐŽƵƚŚŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶďŽƵŶĚĂƌLJ͘dŚĞƉƌŽƉŽƐĞĚ
ŝŶĐƌĞĂƐĞƐŝŶƐĞǁĞƌŇŽǁƐĐŽƵůĚĂůƐŽŝŵƉĂĐƚƚŚĞK^
ƐĞǁĞƌƚƌƵŶŬůŝŶĞƐĚŽǁŶƐƚƌĞĂŵŽĨƚŚĞ^ƉĞĐŝĮĐWůĂŶ
ďŽƵŶĚĂƌLJ͘
114 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚĞŝƚLJŽĨŶĂŚĞŝŵĐŽŶƚƌĂĐƚĞĚǁŝƚŚ',ƚŽƐƚƵĚLJ
ĂŶLJƉŽƚĞŶƟĂůŝŵƉĂĐƚƐƚŽƚŚĞƐĞǁĞƌƐLJƐƚĞŵƌĞƐƵůƟŶŐ
ĨƌŽŵ ƚŚĞ ^W͘ /Ŷ ƚŚĞ ĞdžŝƐƟŶŐ ĐŽŶĚŝƟŽŶ ĂŶĚ ƚŚĞ
ďƵŝůĚŽƵƚ ĐŽŶĚŝƟŽŶ ƵŶĚĞƌ ƚŚĞ ϮϬϬϰ 'ĞŶĞƌĂů WůĂŶ͕
ŶŽ ĚĞĮĐŝĞŶĐŝĞƐ ƚŽ ƚŚĞ ƐĞǁĞƌ ƐLJƐƚĞŵ ǁĞƌĞ ĨŽƵŶĚ͘
ŽŵƉĂƌĞĚƚŽƚŚĞ'ĞŶĞƌĂůWůĂŶ͕ƚŚĞƉƌŽƉŽƐĞĚůĂŶĚ
ƵƐĞƐƵŶĚĞƌƚŚĞ^ƉĞĐŝĮĐWůĂŶǁŝůůďĞŵŽĚŝĮĞĚĨƌŽŵ
ŽŵŵĞƌĐŝĂů͕ KĸĐĞ͕ ĂŶĚ ZĞƐŝĚĞŶƟĂů ;>ŽǁͲDĞĚŝƵŵ
Žƌ ŽƌƌŝĚŽƌͿ ƚŽ DŝdžĞĚͲhƐĞ ;DĞĚŝƵŵ Žƌ ,ŝŐŚͿ ĂŶĚ
ZĞƐŝĚĞŶƟĂů DĞĚŝƵŵ͘ dŚĞƐĞ ĐŚĂŶŐĞƐ ŝŶ ůĂŶĚ ƵƐĞ
ŐĞŶĞƌĂůůLJŝŶĐƌĞĂƐĞƚŚĞĚĞǀĞůŽƉŵĞŶƚĚĞŶƐŝƚLJǁŚŝĐŚ
ĐŽƵůĚƌĞƐƵůƚŝŶŵŽƌĞƐĞǁĞƌŇŽǁƐ͘ŌĞƌƌƵŶŶŝŶŐ',͛Ɛ
ƐĞǁĞƌŵŽĚĞůƵŶĚĞƌƚŚĞ^ƉĞĐŝĮĐWůĂŶĐŽŶĚŝƟŽŶ͕ƚŚĞ
ŵŽĚĞůĞĚƌĞƐƵůƚƐƐŚŽǁƚŚĂƚƚŚĞƌĞĂƌĞƚǁŽĚĞĮĐŝĞŶƚ
ĂƌĞĂƐŽĨƚŚĞƐĞǁĞƌƐLJƐƚĞŵǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶ
ďŽƵŶĚĂƌLJ͘dŚĞƚǁŽĚĞĮĐŝĞŶƚƐĞŐŵĞŶƚƐĂƌĞƐŝƚƵĂƚĞĚ
ďĞƚǁĞĞŶ DĂŶŚŽůĞƐ ^tϭϬϰϮϬ ĂŶĚ ^tϭϬϰϮϭ ĂŶĚ
DĂŶŚŽůĞƐ^tϭϬϰϮϭĂŶĚ^tϭϬϰϮϮ͕ǁŚŝĐŚĂƌĞůŽĐĂƚĞĚ
ŽŶƚŚĞǁĞƐƚƐŝĚĞŽĨĞĂĐŚŽƵůĞǀĂƌĚŶŽƌƚŚŽĨĂůů
ZŽĂĚĂƐƐŚŽǁŶŽŶ&ŝŐƵƌĞϰͲϮϬ͕WƌŽƉŽƐĞĚ ^ĞǁĞƌ
/ŵƉƌŽǀĞŵĞŶƚƐ͘
dŚĞŝƚLJŚĂƐĂƉƌŽĐĞĚƵƌĞŝŶƉůĂĐĞƚŽĂĚĚƌĞƐƐĚĞĮĐŝĞŶƚ
ƐĞǁĞƌƐĞŐŵĞŶƚƐĚŽǁŶƐƚƌĞĂŵŽĨŶĞǁĚĞǀĞůŽƉŵĞŶƚƐ͘
dŚĞƉƌŽĐĞĚƵƌĞŝŶĐůƵĚĞƐƵƉĚĂƟŶŐƚŚĞDW^^ƚŽŝŶĐůƵĚĞ
ƚŚĞ ĚĞĮĐŝĞŶƚ ƐĞǁĞƌ ƐĞŐŵĞŶƚƐ ĂŶĚ ƚŚĞ ĂƐƐŽĐŝĂƚĞĚ
ĐŽƐƚƐƚŽŝŵƉƌŽǀĞƚŚĞƐĞŐŵĞŶƚƐ͘KŶĐĞƚŚĞƐĞƐĞŐŵĞŶƚƐ
ĂŶĚƚŚĞŝƌƌĞƐƉĞĐƟǀĞĐŽƐƚƐŚĂǀĞďĞĞŶĂĚĚĞĚŝŶƚŽƚŚĞ
DW^^͕ƐĞǁĞƌŝŵƉĂĐƚĨĞĞƐĐĂŶďĞĂĚũƵƐƚĞĚƚŽĂĐĐŽƵŶƚ
ĨŽƌ ƚŚĞ ŶĞĐĞƐƐĂƌLJ ŝŵƉƌŽǀĞŵĞŶƚƐ͘ dŚĞƐĞ ĂĚũƵƐƚĞĚ
ŝŵƉĂĐƚĨĞĞƐǁŝůůƚŚĞŶĂƉƉůLJƚŽĐŽƐƚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚ
ŶĞǁ ĚĞǀĞůŽƉŵĞŶƚƐ ĂŶĚ ƌĞĚĞǀĞůŽƉŵĞŶƚ ƉƌŽũĞĐƚƐ
ǁŝƚŚŝŶƚŚĞƐĞǁĞƌƐĞƌǀŝĐĞĂƌĞĂ͕ŝŶĐůƵĚŝŶŐƚŚĞ^W
ĂƌĞĂ͕ĂŶĚǁŝůůďĞƉĂŝĚĨŽƌďLJƚŚĞĚĞǀĞůŽƉĞƌƐ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ115
4
&ŝŐƵƌĞϰͲϮϬWƌŽƉŽƐĞĚ^ĞǁĞƌ/ŵƉƌŽǀĞŵĞŶƚƐ
^ŽƵƌĐĞ͗&ƵƐĐŽĞ͕ϮϬϭϳ
116 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ117
4
4.7.3 Water System
dŚĞŝƚLJ͛ƐǁĂƚĞƌƐƵƉƉůLJĐŽŵĞƐĨƌŽŵĂĐŽŵďŝŶĂƟŽŶ
ŽĨŝŵƉŽƌƚĞĚǁĂƚĞƌ͕ůŽĐĂůŐƌŽƵŶĚǁĂƚĞƌĂŶĚƌĞĐLJĐůĞĚ
ǁĂƚĞƌƚŽƐĂƟƐĨLJǁĂƚĞƌĚĞŵĂŶĚƐ͘dŚĞŝƚLJƉƵƌĐŚĂƐĞƐ
ƚŚĞƐĞǁĂƚĞƌƐƵƉƉůŝĞƐĨƌŽŵƚŚĞDĞƚƌŽƉŽůŝƚĂŶtĂƚĞƌ
ŝƐƚƌŝĐƚ ŽĨ ^ŽƵƚŚĞƌŶ ĂůŝĨŽƌŶŝĂ ;DĞƚƌŽƉŽůŝƚĂŶͿ ĂŶĚ
ƚŚĞKƌĂŶŐĞŽƵŶƚLJtĂƚĞƌŝƐƚƌŝĐƚ;KtͿ͘dŚĞŝƚLJ
ŝƐ Ă ŵĞŵďĞƌ ĂŐĞŶĐLJ ŽĨ DĞƚƌŽƉŽůŝƚĂŶ ĂŶĚ ƌĞĐĞŝǀĞƐ
ŝŵƉŽƌƚĞĚǁĂƚĞƌĨƌŽŵƚŚĞ^ƚĂƚĞtĂƚĞƌWƌŽũĞĐƚĂŶĚƚŚĞ
ŽůŽƌĂĚŽZŝǀĞƌƵŶĚĞƌĂŐƌĞĞŵĞŶƚƐǁŝƚŚDĞƚƌŽƉŽůŝƚĂŶ͘
dŚĞKtŵĂŶĂŐĞƐƚŚĞKƌĂŶŐĞŽƵŶƚLJ'ƌŽƵŶĚǁĂƚĞƌ
ĂƐŝŶ;KĂƐŝŶͿĂŶĚƉƌŽǀŝĚĞƐŐƌŽƵŶĚǁĂƚĞƌƌĞƐŽƵƌĐĞƐ
ƚŽƚŚĞŝƚLJ͘
hŶĚĞƌƚŚĞĞdžŝƐƟŶŐĐŽŶĚŝƟŽŶƐ͕ƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂŝƐ
ƐĞƌǀĞĚďLJĂǀĂƌŝĞƚLJŽĨϮ͟ƚŽϭϰ͟ǁĂƚĞƌůŝŶĞƐ;Ğ͘Ő͕͘ĐĂƐƚ
ŝƌŽŶ͕ĚƵĐƟůĞŝƌŽŶ͕ĂŶĚĂƐďĞƐƚŽƐĐĞŵĞŶƚͿůŽĐĂƚĞĚŝŶƚŚĞ
ƉƵďůŝĐƐƚƌĞĞƚƐ͕ĂůůĞLJǁĂLJƐ͕ƉĂƌŬƐ͕ĂŶĚŝŶƚĞƌŶĂůƐƚƌĞĞƚƐ͘
ŚĂŶŐĞƐŝŶůĂŶĚƵƐĞƐĐŽƵůĚĂůƐŽƉŽƚĞŶƟĂůůLJŝŵƉĂĐƚƚŚĞ
ĞdžŝƐƟŶŐǁĂƚĞƌƐLJƐƚĞŵ͘dŽĞƐƟŵĂƚĞǁĂƚĞƌĚĞŵĂŶĚƐŝŶ
ƚŚĞĞdžŝƐƟŶŐĂŶĚƉƌŽƉŽƐĞĚĐŽŶĚŝƟŽŶ͕ǁĂƚĞƌĚĞŵĂŶĚ
ĨĂĐƚŽƌƐĨƌŽŵƚŚĞŝƚLJŽĨŶĂŚĞŝŵϮϬϬϵĚŵŝŶŝƐƚƌĂƟǀĞ
WƌŽĐĞĚƵƌĞƐĂŶĚ'ƵŝĚĞůŝŶĞƐĨŽƌtĂƚĞƌ/ŵƉƌŽǀĞŵĞŶƚƐ
WůĂŶƐʹĞǀĞůŽƉŵĞŶƚWƌŽũĞĐƚƐǁĞƌĞƵƟůŝnjĞĚ͘hŶĚĞƌ
ƚŚĞƉƌŽƉŽƐĞĚĐŽŶĚŝƟŽŶ͕ǁĂƚĞƌĚĞŵĂŶĚƐǁŝůůŝŶĐƌĞĂƐĞ
ĚƵĞƚŽƚŚĞŝŶĐƌĞĂƐĞŝŶŵƵůƟͲĨĂŵŝůLJƌĞƐŝĚĞŶƟĂů͕
ĐŽŵŵĞƌĐŝĂůĂŶĚŵŝdžĞĚůĂŶĚƵƐĞƐ͘
&ƵůůŝŵƉůĞŵĞŶƚĂƟŽŶŽĨƚŚĞůĂŶĚƵƐĞĐŚĂŶŐĞƐŚĂƐƚŚĞ
ƉŽƚĞŶƟĂůƚŽŝŶĐƌĞĂƐĞǁĂƚĞƌĚĞŵĂŶĚďLJϭ͘ϬϱD'
ǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘>ŝŬĞŝŶĐƌĞĂƐĞƐŝŶƐĞǁĞƌ
ŇŽǁƐ͕ ǁĂƚĞƌ ĚĞŵĂŶĚƐ ĂƌĞ ĂůƐŽ ƉƌŝŵĂƌŝůLJ ĨŽĐƵƐĞĚ
ǁŝƚŚŝŶƚŚĞƌĞƐŝĚĞŶƟĂůůĂŶĚƵƐĞƐŝŶĐůƵĚŝŶŐƌĞƐŝĚĞŶƟĂů
ůŽǁͲŵĞĚŝƵŵ͕ ŵĞĚŝƵŵ͕ ŵŝdžĞĚͲƵƐĞ ŵĞĚŝƵŵ ĂŶĚ
ŵŝdžĞĚͲƵƐĞŚŝŐŚůĂŶĚƵƐĞƐ͘
dŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵ WƵďůŝĐ hƟůŝƟĞƐ ĞƉĂƌƚŵĞŶƚ͛Ɛ
&ŝǀĞͲzĞĂƌtĂƚĞƌ^LJƐƚĞŵWůĂŶƉƌŽǀŝĚĞƐĂĐŽŽƌĚŝŶĂƚĞĚ
ĂƉƉƌŽĂĐŚ ĨŽƌ ŝĚĞŶƟĨLJŝŶŐ ĂŶĚ ƉƌŝŽƌŝƟnjŝŶŐ ƚŚŽƐĞ
ƉƌŽũĞĐƚƐ ĂŶĚ ƉƌŽŐƌĂŵƐ ƌĞƋƵŝƌĞĚ ƚŽ ĞŶƐƵƌĞ ŝƚLJ ŽĨ
ŶĂŚĞŝŵǁĂƚĞƌƵƟůŝƚLJĐƵƐƚŽŵĞƌƐĐŽŶƟŶƵĂůůLJƌĞĐĞŝǀĞ
ĂƌĞůŝĂďůĞƐƵƉƉůLJŽĨŚŝŐŚͲƋƵĂůŝƚLJǁĂƚĞƌĂƚƚŚĞůŽǁĞƐƚ
ƉŽƐƐŝďůĞĐŽƐƚ͘dŚĞƌĞĂƌĞĐƵƌƌĞŶƚůLJƚŚƌĞĞƉƌŽũĞĐƚƐůŝƐƚĞĚ
ŝŶƚŚĞtĂƚĞƌ^LJƐƚĞŵWůĂŶƚŚĂƚĂƌĞǁŝƚŚŝŶŽƌĂĚũĂĐĞŶƚ
ƚŽƚŚĞ^ƉĞĐŝĮĐWůĂŶďŽƵŶĚĂƌLJ͘dŚĞŽŶĞƉƌŽũĞĐƚƚŚĂƚŝƐ
ǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐWůĂŶďŽƵŶĚĂƌLJŝƐĂϭϮ͟ǁĂƚĞƌůŝŶĞ
ƌĞƉůĂĐĞŵĞŶƚŽŶ>ŝŶĐŽůŶǀĞŶƵĞǁŚŝĐŚŝƐƐĐŚĞĚƵůĞĚƚŽ
ďĞĐŽŶƐƚƌƵĐƚĞĚŝŶƚŚĞϮϬϭϳͬϮϬϭϴĐĂůĞŶĚĂƌLJĞĂƌ͘&ŝŐƵƌĞ
ϰͲϮϭ͕WƌŽƉŽƐĞĚtĂƚĞƌ^LJƐƚĞŵ/ŵƉƌŽǀĞŵĞŶƚƐ͕ŝĚĞŶƟĮĞƐ
ƚŚĞůŝŶĞƐƚŚĂƚƌĞƋƵŝƌĞƵƉͲƐŝnjŝŶŐŽƌŝŵƉƌŽǀĞŵĞŶƚƐƚŽ
ĂĐĐŽŵŵŽĚĂƚĞĂĚĚŝƟŽŶĂůǁĂƚĞƌĚĞŵĂŶĚ͘dŚĞůŽŶŐͲ
ƌĂŶŐĞǁĂƚĞƌƐLJƐƚĞŵƉůĂŶŶŝŶŐƐƚƵĚLJƉƌŽǀŝĚĞƐƚŚĞďĂƐŝƐ
ĨŽƌƚŚĞtĂƚĞƌ^LJƐƚĞŵWůĂŶ͘ ĂĐŚLJĞĂƌ͕ǁŝƚŚŝŶƉƵƚĨƌŽŵ
ƚŚĞWƵďůŝĐtŽƌŬƐ͕ ŶǀŝƌŽŶŵĞŶƚĂů^ĞƌǀŝĐĞƐ͕ĂŶĚtĂƚĞƌ
&ŝĞůĚͬKƉĞƌĂƟŽŶƐ ƐƚĂī͕ ŝŵƉƌŽǀĞŵĞŶƚƐ ŝĚĞŶƟĮĞĚ ŝŶ
ƚŚĞtĂƚĞƌ^LJƐƚĞŵWůĂŶĂƌĞƌĞͲĞǀĂůƵĂƚĞĚĂŶĚƚŚĞŝƌ
ƉƌŝŽƌŝƟĞƐ ĂĚũƵƐƚĞĚ ƚŽ ƚŚĞ ůĂƚĞƐƚ ǁĂƚĞƌ ĚĞŵĂŶĚ
ƉƌŽũĞĐƟŽŶƐ͕ ĚĞǀĞůŽƉŵĞŶƚ ƚƌĞŶĚƐ͕ ĂŶĚ ƌĞƉůĂĐĞŵĞŶƚ
ŶĞĞĚƐ͘ dŚĞƌĞĨŽƌĞ͕ ƉƌŽƉŽƐĞĚ ŝŶĐƌĞĂƐĞƐ ŝŶ ǁĂƚĞƌ
ĚĞŵĂŶĚƐ ĂƐƐŽĐŝĂƚĞĚ ǁŝƚŚ ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ǁŝůů ďĞ
ĂĐĐŽƵŶƚĞĚ ĨŽƌ ŝŶ ĨƵƚƵƌĞ ƉůĂŶŶŝŶŐ ƐƚƵĚŝĞƐ͕ ĂŶĚ ĂŶLJ
ŝŵƉĂĐƚƐ ĂƐƐŽĐŝĂƚĞĚ ƚŽ ǁĂƚĞƌ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ǁŝůů ďĞ
ĂĚĚƌĞƐƐĞĚ ĂŶĚƉůĂĐĞĚ ŽŶ ƚŚĞĐĂƉŝƚĂů ŝŵƉƌŽǀĞŵĞŶƚ
ƉůĂŶ͘
118 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞůĞŌŝŶƚĞŶƟŽŶĂůůLJďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ119
4
Figure 4-21 Proposed Water System Improvements
^ŽƵƌĐĞ͗&ƵƐĐŽĞ͕ϮϬϭϳ
120 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞůĞŌŝŶƚĞŶƟŽŶĂůůLJďůĂŶŬ͘
HEARING DRAFT OCTOBER 2018 | d, W>Eͮ121
4
4.8 POLICE AND FIRE SERVICE
dŚĞŝƚLJŽĨŶĂŚĞŝŵŝƐĂĨƵůůƐĞƌǀŝĐĞĐŝƚLJ͕ƉƌŽǀŝĚŝŶŐ
ďĂƐŝĐƐĞƌǀŝĐĞƐƐƵĐŚĂƐǁĂƚĞƌ͕ƉŽǁĞƌ͕ůŝďƌĂƌLJ͕ƉŽůŝĐĞ
ĂŶĚĮƌĞƉƌŽƚĞĐƟŽŶǁŝƚŚŽƵƚĐŽŶƚƌĂĐƟŶŐŽƵƚƚŽƚŚŝƌĚͲ
ƉĂƌƚLJĂŐĞŶĐŝĞƐ͘dĂdžĞƐ͕ĨĞĞƐ͕ĂŶĚŐĞŶĞƌĂůĨƵŶĚƐƉĂLJ
ĨŽƌƚŚĞƐĞƐĞƌǀŝĐĞƐĂŶĚƐƵƉƉŽƌƟŶŐŝƚLJƐƚĂīƉŽƐŝƟŽŶƐ͘
/ŶĐƌĞĂƐĞĚĐƌŝŵĞĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌŚĂƐŵĂĚĞƉŽůŝĐĞ
ĂŶĚĮƌĞƐĞƌǀŝĐĞƐĞƐƉĞĐŝĂůůLJŝŵƉŽƌƚĂŶƚĨŽƌƚŚĞ^W
ĂƌĞĂ͘
4.8.1 Fire
ŶĂŚĞŝŵ&ŝƌĞĞƉĂƌƚŵĞŶƚ^ƚĂƟŽŶηϭϭŝƐůŽĐĂƚĞĚĂůŽŶŐ
KƌĂŶŐĞǀĞŶƵĞĂĚũĂĐĞŶƚƚŽdǁŝůĂZĞŝĚWĂƌŬǁŝƚŚŝŶƚŚĞ
^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘/ŶĂĚĚŝƟŽŶƚŽĂdLJƉĞϭĞŶŐŝŶĞƚŚŝƐ
ƐƚĂƟŽŶ ĂůƐŽ ŚŽƵƐĞƐ ƚǁŽ ƌĞƐĞƌǀĞ ĞŶŐŝŶĞƐ͕ Ă ƚƌĂŝůŽƌ͕
ĂŶĚĂŶĂŵďƵůĂŶĐĞ͘dŚƌŽƵŐŚŽƵƚƚŚĞŽƵƚƌĞĂĐŚƉŚĂƐĞ
ŽĨƚŚĞƉƌŽũĞĐƚĐŽŵŵƵŶŝƚLJŵĞŵďĞƌƐͶƌĞƐŝĚĞŶƚƐĂŶĚ
ůŽĐĂůďƵƐŝŶĞƐƐŽǁŶĞƌƐͬŽƉĞƌĂƚŽƌƐͶĞdžƉƌĞƐƐĞĚĐŽŶĐĞƌŶ
ƌĞŐĂƌĚŝŶŐŚĞĂůƚŚĂŶĚƐĂĨĞƚLJ͕ƚŚĞĮƌĞƐƚĂƟŽŶĂŶĚƚŚĞ
ƉƌĞƐĞŶĐĞŽĨƉƵďůŝĐƐĂĨĞƚLJŽĸĐŝĂůƐĂƌĞŝŵƉŽƌƚĂŶƚĨŽƌ
ƚŚĞ^WĂƌĞĂ͘
4.8.2 Police
WŽůŝĐĞƉƌĞƐĞŶĐĞŝƐĂůƐŽĐƌŝƟĐĂůĨŽƌŝŵƉƌŽǀŝŶŐŚĞĂůƚŚ
ĂŶĚƐĂĨĞƚLJĨŽƌƚŚĞ^WĂƌĞĂ͘dŚĞŶĂŚĞŝŵWŽůŝĐĞ
ĞƉĂƌƚŵĞŶƚ;WͿƌĞĐĞŶƚůLJƌĞͲŽƉĞŶĞĚƚŚĞƐƵďƐƚĂƟŽŶ
ĂĚũĂĐĞŶƚƚŽƚŚĞtzŽŶĞĂĐŚŽƵůĞǀĂƌĚ͘dŚĞƉŽůŝĐĞ
ĐŽƵŶƚĞƌĂƚƚŚĞtzŝƐŽƉĞŶĚƵƌŝŶŐƚŚĞĚĂLJdƵĞƐĚĂLJ
ƚŚƌŽƵŐŚ^ĂƚƵƌĚĂLJ͘dŚŝƐůŽĐĂƟŽŶŽīĞƌƐƚŚĞĐŽŵŵƵŶŝƚLJ
ĂŶŽƉƉŽƌƚƵŶŝƚLJƚŽŝŶƚĞƌĂĐƚǁŝƚŚWŽĸĐĞƌƐĂŶĚĂůƐŽ
ĂīŽƌĚƐƚŚĞĚĞƉĂƌƚŵĞŶƚĂƉĞƌŵĂŶĞŶƚůŽĐĂƟŽŶƚŽǁŽƌŬ
ĨƌŽŵƚŽĐŽŵďĂƚƚŚĞĂƌĞĂΖƐŚŝŐŚĐƌŝŵĞƌĂƚĞ͘dŚĞWŝƐ
ĂŵĞŵďĞƌŽĨƚŚĞKƌĂŶŐĞŽƵŶƚLJ,ƵŵĂŶdƌĂĸĐŬŝŶŐ
dĂƐŬ&ŽƌĐĞǁŚŝĐŚŝƐƉƌŽͲĂĐƟǀĞůLJǁŽƌŬŝŶŐƚŽĂĚĚƌĞƐƐ
ƉƌŽƐƟƚƵƟŽŶ ŝŶ ƚŚĞ ĂƌĞĂ͘ W ŝƐ ĂůƐŽ ǁŽƌŬŝŶŐ ǁŝƚŚ
ƚŚĞ ŝƚLJΖƐ ŽŵŵƵŶŝƚLJ ^ĞƌǀŝĐĞ ĚĞƉĂƌƚŵĞŶƚ ƚŽ ŽīĞƌ
ƐƵƉƉŽƌƚƚŽƚŚĞĂƌĞĂΖƐŚŽŵĞůĞƐƐƉŽƉƵůĂƟŽŶƚŚĂƚŽŌĞŶ
ĐŽŶŐƌĞŐĂƚĞƐŝŶdǁŝůĂZĞŝĚĂŶĚ^ĐŚǁĞŝƚnjĞƌƉĂƌŬƐ͘
&ŝƌĞ^ƚĂƟŽŶηϭϭŝƐůŽĐĂƚĞĚĂĚũĂĐĞŶƚƚŽdǁŝůĂZĞŝĚWĂƌŬǁŝƚŚĂĐĐĞƐƐĨƌŽŵ
KƌĂŶŐĞǀĞŶƵĞ͘
ŶĂŚĞŝŵWŽůŝĐĞĞƉĂƌƚŵĞŶƚŚĂƐĂƐƵďƐƚĂƟŽŶŝŶƚŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚ
ĞŶƚĞƌƚŽďĞƩĞƌƐĞƌǀĞƚŚĞůŽĐĂůĐŽŵŵƵŶŝƚLJ͘
122 ͮd, W>Eͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞůĞŌŝŶƚĞŶƟŽŶĂůůLJďůĂŶŬ͘
CHAPTER 5:
ADMINISTRATION + IMPLEMENTATION
124 ͮD/Eн/DW> D Edd/KEͮ, Z/E'Z&dKdK ZϮϬϭϴ
dŚŝƐƉĂŐĞŝŶƚĞŶƟŽŶĂůůLJůĞŌďůĂŶŬ͘
, Z/E'Z&dKdK ZϮϬϭϴͮD/Eн/DW> D Edd/KE | 125
5
5.1 SPECIFIC PLAN ADOPTION
dŚĞŝƚLJŽƵŶĐŝůĂĚŽƉƚĞĚƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐ
WůĂŶ ŝŶ ĂĐĐŽƌĚĂŶĐĞ ǁŝƚŚ ƚŚĞ ƉƌŽǀŝƐŝŽŶƐ ŽĨ ŚĂƉƚĞƌ
ϭϴ͘ϳϮ;^ƉĞĐŝĮĐWůĂŶƐͿŽĨƚŚĞŶĂŚĞŝŵDƵŶŝĐŝƉĂůŽĚĞ
;DͿ͘
5.2 SPECIFIC PLAN AMENDMENTS
^ƉĞĐŝĮĐWůĂŶŵĞŶĚŵĞŶƚŵĂLJďĞŝŶŝƟĂƚĞĚďLJƚŚĞ
ŝƚLJ ŽƵŶĐŝů͕ ƚŚĞ WůĂŶŶŝŶŐ ŽŵŵŝƐƐŝŽŶ͕ ŝƚLJ ƐƚĂī͕
Žƌ ƵƉŽŶ ĂƉƉůŝĐĂƟŽŶ ďLJ ĂŶ ŽǁŶĞƌ Žƌ ĚĞƐŝŐŶĂƚĞĚ
ƌĞƉƌĞƐĞŶƚĂƟǀĞŽĨƉƌŽƉĞƌƚLJůŽĐĂƚĞĚǁŝƚŚŝŶƚŚĞ^ƉĞĐŝĮĐ
WůĂŶĂƌĞĂ͘ŶŵĞŶĚŵĞŶƚƚŽƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ
^ƉĞĐŝĮĐWůĂŶǁŝůůďĞƉƌŽĐĞƐƐĞĚƉƵƌƐƵĂŶƚƚŽŚĂƉƚĞƌ
ϭϴ͘ϳϮ;^ƉĞĐŝĮĐWůĂŶƐͿŽĨƚŚĞD͘ŶĂŵĞŶĚŵĞŶƚŝƐ
ƌĞƋƵŝƌĞĚŝĨĂŶLJŽĨƚŚĞĨŽůůŽǁŝŶŐĂƉƉůŝĞƐ͗
͘ƉƌŽƉŽƐĞĚĐŚĂŶŐĞŝŶƚŚĞnjŽŶŝŶŐĚĞƐŝŐŶĂƟŽŶ
ŽĨƚŚĞƉƌŽƉĞƌƚLJ͖ĂŶĚͬŽƌ
͘ ƉƌŽƉŽƐĞĚĐŚĂŶŐĞŝŶƚŚĞďŽƵŶĚĂƌLJŽĨƚŚĞ
^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͘
5.3 SPECIFIC PLAN ADJUSTMENTS
ƉƌŽƉŽƐĞĚ ŵŽĚŝĮĐĂƟŽŶ ƚŽ ĂŶLJ njŽŶŝŶŐ ĂŶĚ
ĚĞǀĞůŽƉŵĞŶƚƐƚĂŶĚĂƌĚĂĚŽƉƚĞĚŝŶĐŽŶŶĞĐƟŽŶǁŝƚŚ
ĂƐƉĞĐŝĮĐƉůĂŶǁŝůůďĞƉƌŽĐĞƐƐĞĚĂƐĂ^ƉĞĐŝĮĐWůĂŶ
ĚũƵƐƚŵĞŶƚ͘ ^ƉĞĐŝĮĐ WůĂŶ ĚũƵƐƚŵĞŶƚƐ ŵĂLJ ďĞ
ŝŶŝƟĂƚĞĚďLJƚŚĞŝƚLJŽƵŶĐŝů͕ƚŚĞWůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶ͕
ŝƚLJƐƚĂī͕ŽƌƵƉŽŶĂƉƉůŝĐĂƟŽŶďLJĂƉƌŽƉĞƌƚLJŽǁŶĞƌŽƌ
ĚĞƐŝŐŶĂƚĞĚƌĞƉƌĞƐĞŶƚĂƟǀĞŽĨƉƌŽƉĞƌƚLJůŽĐĂƚĞĚǁŝƚŚŝŶ
ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ ĂƌĞĂ͕ ƉƵƌƐƵĂŶƚ ƚŽ ŚĂƉƚĞƌ ϭϴ͘ϳϮ
;^ƉĞĐŝĮĐWůĂŶƐͿ͘
5.4 ZONING AND DEVELOPMENT
STANDARDS
/Ŷ ĂĐĐŽƌĚĂŶĐĞ ǁŝƚŚ ŚĂƉƚĞƌ ϭϴ͘ϳϮ ;^ƉĞĐŝĮĐ WůĂŶƐͿ
ƚŚĞ njŽŶŝŶŐ ĂŶĚ ĚĞǀĞůŽƉŵĞŶƚ ƐƚĂŶĚĂƌĚƐ ƉƌĞƉĂƌĞĚ
ĨŽƌƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶǁĞƌĞĂĚŽƉƚĞĚ
ďLJĂŶŽƌĚŝŶĂŶĐĞƐĞƉĂƌĂƚĞĨƌŽŵĂŶLJĂĐƟŽŶƚĂŬĞŶƚŽ
ĂĚŽƉƚƚŚĞ^ƉĞĐŝĮĐWůĂŶ͘dŚĞnjŽŶŝŶŐĂŶĚĚĞǀĞůŽƉŵĞŶƚ
ƐƚĂŶĚĂƌĚƐĨŽƌƚŚŝƐ^ƉĞĐŝĮĐWůĂŶĂƌĞĐŽĚŝĮĞĚŝŶŚĂƉƚĞƌ
ϭϴ͘ϭϮϮ;ĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶEŽ͘ϮϬϭϳͲϬϭͿŽĨ
ƚŚĞD͘&ŽƌƌĞĨĞƌĞŶĐĞ͕ƚŚĞnjŽŶŝŶŐĂŶĚĚĞǀĞůŽƉŵĞŶƚ
ƐƚĂŶĚĂƌĚƐ ĂƌĞ ŝŶĐůƵĚĞĚ ĂƐ ĂŶ ĂƉƉĞŶĚŝdž ƚŽ ƚŚŝƐ
ĚŽĐƵŵĞŶƚ͘
5 ADMINISTRATION + IMPLEMENTATION
5.5 ADMINISTRATIVE ADJUSTMENTS
ĚŵŝŶŝƐƚƌĂƟǀĞ ĂĚũƵƐƚŵĞŶƚƐ ĂƌĞ ůŝŵŝƚĞĚ ĚĞǀŝĂƟŽŶƐ
ĨƌŽŵƐƉĞĐŝĮĞĚƐŝƚĞĚĞǀĞůŽƉŵĞŶƚƐƚĂŶĚĂƌĚƐ͕ƚŚĂƚĚŽ
ŶŽƚƌĞƋƵŝƌĞĂ^ƉĞĐŝĮĐWůĂŶŵĞŶĚŵĞŶƚ͘dŚĞWůĂŶŶŝŶŐ
ĂŶĚ ƵŝůĚŝŶŐ ŝƌĞĐƚŽƌ ŵĂLJ ŐƌĂŶƚ ĂŶ ĚŵŝŶŝƐƚƌĂƟǀĞ
ĚũƵƐƚŵĞŶƚ͕ĂĐĐŽƌĚŝŶŐƚŽƚŚĞƉƌŽĐĞĚƵƌĞƐĐŽŶƚĂŝŶĞĚ
ŝŶŚĂƉƚĞƌϭϴ͘ϲϮ͘ϬϰϬ;ĚŵŝŶŝƐƚƌĂƟǀĞĚũƵƐƚŵĞŶƚƐͿ͘
5.6 INTERPRETATION
/Ĩ ĂŵďŝŐƵŝƚLJ ĂƌŝƐĞƐ ĐŽŶĐĞƌŶŝŶŐ ƚŚĞ ŵĞĂŶŝŶŐ Žƌ
ĂƉƉƌŽƉƌŝĂƚĞ ĂƉƉůŝĐĂƟŽŶ ŽĨ ƚŚĞ ƉƌŽǀŝƐŝŽŶƐ ŽĨ ƚŚĞ
^ƉĞĐŝĮĐWůĂŶ͕ƚŚĞWůĂŶŶŝŶŐĂŶĚƵŝůĚŝŶŐŝƌĞĐƚŽƌŚĂƐ
ƚŚĞĂƵƚŚŽƌŝƚLJƚŽŵĂŬĞĂŶŝŶƚĞƌƉƌĞƚĂƟŽŶ͘/ŶƐŽĚŽŝŶŐ͕
ƚŚĞŝƌĞĐƚŽƌƐŚĂůůĐŽŶƐŝĚĞƌƚŚĞĨŽůůŽǁŝŶŐĨĂĐƚŽƌƐĂŶĚ
ĚŽĐƵŵĞŶƚĂƉƉůŝĐĂďůĞĮŶĚŝŶŐƐĂĐĐŽƌĚŝŶŐůLJ͗
͘dŚĞĐĂƐĞŝƐƐŝŵŝůĂƌƚŽƉƌĞǀŝŽƵƐŝŶƚĞƌƉƌĞƚĂƟŽŶƐ
ŽĨƐŝŵŝůĂƌƉƌŽǀŝƐŝŽŶƐ͖
͘ dŚĞŝŶƚĞƌƉƌĞƚĂƟŽŶƌĞƐƉŽŶĚƐƐĂƟƐĨĂĐƚŽƌŝůLJƚŽ
ƚŚĞǀŝƐŝŽŶ͕ŝŶƚĞŶƚĂŶĚƉƵƌƉŽƐĞŽĨƚŚĞ^ƉĞĐŝĮĐ
WůĂŶ͖
͘dŚĞƌĞƐƵůƟŶŐƉƌŽũĞĐƚŝƐĐŽŶƐŝƐƚĞŶƚǁŝƚŚƚŚĞ
'ĞŶĞƌĂůWůĂŶ͖ĂŶĚ
͘dŚĞ ĚĞĐŝƐŝŽŶ ĐŽŶƐƟƚƵƚĞƐ ƐŽƵŶĚ ƉƌĞĐĞĚĞŶƚ
ĨŽƌŽƚŚĞƌƐŝŵŝůĂƌƐŝƚƵĂƟŽŶƐ͘
5.7 NONCONFORMITIES
ŚĂƉƚĞƌ ϭϴ͘ϱϲ ;EŽŶĐŽŶĨŽƌŵŝƟĞƐͿ ŽĨ ƚŚĞ D ƐŚĂůů
ĂƉƉůLJƚŽĂŶLJŶŽŶĐŽŶĨŽƌŵŝŶŐůŽƚƐ͕ďƵŝůĚŝŶŐƐĂŶĚƵƐĞƐ
ǁŝƚŚŝŶƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƉĞĐŝĮĐWůĂŶ͘
126 ͮD/Eн/DW> D Edd/KEͮ, Z/E'Z&dKdK ZϮϬϭϴ
5.8 PROJECT APPROVAL PROCESS
dŚĞĂĚŵŝŶŝƐƚƌĂƟǀĞĂŶĚĚŝƐĐƌĞƟŽŶĂƌLJƌĞǀŝĞǁƉƌŽĐĞƐƐ
ŝƐŝůůƵƐƚƌĂƚĞĚŝŶ&ŝŐƵƌĞϱͲϭ͕WƌŽũĞĐƚƉƉƌŽǀĂůWƌŽĐĞƐƐ
ŚĂƌƚ͘
WƌŝŽƌ ƚŽ ƐƵďŵŝƫŶŐ Ă ĨŽƌŵĂů ĂƉƉůŝĐĂƟŽŶ ƚŽ ƚŚĞ
WůĂŶŶŝŶŐĂŶĚƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚ͕ĂŶĂƉƉůŝĐĂŶƚŵĂLJ
ĐŚŽŽƐĞƚŽƚĂŬĞĂĚǀĂŶƚĂŐĞŽĨƚŚĞŝƚLJ͛ƐŽŶĐĞƉƚƵĂů
ĞǀĞůŽƉŵĞŶƚZĞǀŝĞǁƉƌŽĐĞƐƐǁŚŝĐŚŝƐĚĞƐŝŐŶĞĚƚŽ
ŝĚĞŶƟĨLJ ŝƐƐƵĞƐ ŽĨ ĐŽŶĐĞƌŶ ƌĞůĂƚĞĚ ƚŽ Ă ƉƌŽƉŽƐĞĚ
ƉƌŽũĞĐƚ͕ƚŽƌĞǀŝĞǁƉƌĞůŝŵŝŶĂƌLJƉůĂŶƐĨŽƌĐŽŵƉůŝĂŶĐĞ
ǁŝƚŚ ĂƉƉůŝĐĂďůĞ ŽƌĚŝŶĂŶĐĞƐ ĂŶĚ ƐƚĂŶĚĂƌĚƐ͕ ĂŶĚ ƚŽ
ĚĞƚĞƌŵŝŶĞĂŶĂƉƉůŝĐĂƟŽŶ͛ƐĂĚĞƋƵĂĐLJĨŽƌƐƵďŵŝƩĂů͘
5.8.1 Administrative Review
ĞǀĞůŽƉŵĞŶƚĂƉƉůŝĐĂƟŽŶƐĨŽƌƉƌŽũĞĐƚƐƚŚĂƚĐŽŵƉůLJ
ǁŝƚŚ ƚŚĞ ĞĂĐŚ ŽƵůĞǀĂƌĚ ^ƉĞĐŝĮĐ WůĂŶ ĂŶĚ ƚŚĞ
ŽŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ^ƚĂŶĚĂƌĚƐ;ŚĂƉƚĞƌϭϴ͘ϭϮϮ
ŽĨƚŚĞDͿĂƌĞĞůŝŐŝďůĞĨŽƌĂĚŵŝŶŝƐƚƌĂƟǀĞƌĞǀŝĞǁ͘
^ƵĐŚ ƉƌŽũĞĐƚƐ ƐŚĂůů ďĞ ƌĞƋƵŝƌĞĚ ƚŽ ƉƌŽĐĞƐƐ Ă &ŝŶĂů
WůĂŶ ĂƉƉůŝĐĂƟŽŶ͕ ƉƵƌƐƵĂŶƚ ƚŽ ŚĂƉƚĞƌ ϭϴ͘ϳϬ͘ϬϰϬ
;&ŝŶĂů ^ŝƚĞ WůĂŶ ZĞǀŝĞǁ WƌŽĐĞƐƐͿ͘ dŚĞ WůĂŶŶŝŶŐ ĂŶĚ
ƵŝůĚŝŶŐ ŝƌĞĐƚŽƌ ƐŚĂůů ŚĂǀĞ ĂƉƉƌŽǀĂů ĂƵƚŚŽƌŝƚLJ͕
ĂŶĚƚŚĞĚĞĐŝƐŝŽŶŵĂLJďĞĂƉƉĞĂůĞĚƚŽƚŚĞWůĂŶŶŝŶŐ
ŽŵŵŝƐƐŝŽŶ͘dŚĞWůĂŶŶŝŶŐĂŶĚƵŝůĚŝŶŐŝƌĞĐƚŽƌĂůƐŽ
ŚĂƐƚŚĞĚŝƐĐƌĞƟŽŶƚŽƌĞĨĞƌƚŚĞĂƉƉůŝĐĂƟŽŶƚŽWůĂŶŶŝŶŐ
ŽŵŵŝƐƐŝŽŶ͘
5.8.2 Discretionary Review
ZĞƋƵĞƐƚƐĨŽƌĚŝƐĐƌĞƟŽŶĂƌLJƌĞǀŝĞǁŝŶĐůƵĚĞĂƉƉůŝĐĂƟŽŶƐ
ƐƵďũĞĐƚƚŽWůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶĂŶĚͬŽƌŝƚLJŽƵŶĐŝů
ƌĞǀŝĞǁ͘ůůƌĞƋƵĞƐƚƐĨŽƌĚŝƐĐƌĞƟŽŶĂƌLJĂƉƉƌŽǀĂůƐŚĂůů
ĂůƐŽďĞƐƵďũĞĐƚƚŽĂƉƉƌŽǀĂůĨŽƌĂ&ŝŶĂůWůĂŶĂƉƉůŝĐĂƟŽŶ͕
ƉƵƌƐƵĂŶƚƚŽŚĂƉƚĞƌϭϴ͘ϳϬ͘ϬϰϬ;&ŝŶĂů^ŝƚĞWůĂŶZĞǀŝĞǁ
WƌŽĐĞƐƐͿ͘ZĞƋƵĞƐƚƐĨŽƌĂŽŶĚŝƟŽŶĂůhƐĞWĞƌŵŝƚƐŚĂůů
ďĞŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚŚĂƉƚĞƌϭϴ͘ϲϲŽĨĂŶĚD͘
ZĞƋƵĞƐƚƐĨŽƌĂsĂƌŝĂŶĐĞƐŚĂůůďĞŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ
ŚĂƉƚĞƌϭϴ͘ϳϰŽĨƚŚĞD͘ZĞƋƵĞƐƚƐĨŽƌĂĞŶƐŝƚLJ
ŽŶƵƐƐŚĂůůďĞŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚŚĂƉƚĞƌϭϴ͘ϱϮŽĨ
ƚŚĞD͘
5.9 SEVERABILITY
/ĨĂĐŽƵƌƚĚĞƚĞƌŵŝŶĞƐƚŚĂƚĂƉƌŽǀŝƐŝŽŶŽĨƚŚŝƐ^ƉĞĐŝĮĐ
WůĂŶŝƐƵŶĐŽŶƐƟƚƵƟŽŶĂůŽƌŝŶǀĂůŝĚ͕ƚŚĂƚĚĞƚĞƌŵŝŶĂƟŽŶ
ƐŚĂůů ŶŽƚ ĂīĞĐƚ ƚŚĞ ǀĂůŝĚŝƚLJ ŽĨ ŽƚŚĞƌ ƉĂƌƚƐ ŽĨ ƚŚŝƐ
ĚŽĐƵŵĞŶƚ͘
5.10 SPECIFIC PLAN ENVIRONMENTAL
IMPACT REPORT AND MITIGATION
MONITORING
WƵƌƐƵĂŶƚ ƚŽ WƵďůŝĐ ZĞƐŽƵƌĐĞƐ ŽĚĞ ;WZͿ ^ĞĐƟŽŶ
ϮϭϬϴϭ͘ϲ͕ Ă ƐƵŵŵĂƌLJ ŽĨ ƚŚĞ ĐŽŶĚŝƟŽŶƐ ŽĨ ƉƌŽũĞĐƚ
ĂƉƉƌŽǀĂů ƐŚĂůů ďĞ ƉƌĞƉĂƌĞĚ ƚŽ ŵŝƟŐĂƚĞ Žƌ ĂǀŽŝĚ
ƐŝŐŶŝĮĐĂŶƚ ĞīĞĐƚƐ ŽŶ ƚŚĞ ĞŶǀŝƌŽŶŵĞŶƚ͘ dŚĞ
ŶǀŝƌŽŶŵĞŶƚĂů /ŵƉĂĐƚ ZĞƉŽƌƚ ; /ZͿ ĨŽƌ ƚŚĞ ĞĂĐŚ
ŽƵůĞǀĂƌĚ ^ƉĞĐŝĮĐ WůĂŶ ŝŶĐůƵĚĞƐ Ă DŝƟŐĂƟŽŶ
DŽŶŝƚŽƌŝŶŐ ĂŶĚ ZĞƉŽƌƟŶŐ WƌŽŐƌĂŵ͕ ƉƉĞŶĚŝdž /
ŽĨ ƚŚĞ /Z͘ ŚĂƉƚĞƌ ϭ͕ /ŶƚƌŽĚƵĐƟŽŶ͕ ^ĞĐƟŽŶ ϭ͘ϲ͕
ŶǀŝƌŽŶŵĞŶƚĂů ůĞĂƌĂŶĐĞ͕ ĂůƐŽ ĚŝƐĐƵƐƐĞƐ ƚŚĞ Y
ĚŽĐƵŵĞŶƚĂƟŽŶ͕ ƟĞƌŝŶŐ ĂŶĚ ƐƚƌĞĂŵůŝŶĞĚ ƌĞǀŝĞǁ
ĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞƉƌŽŐƌĂŵ /ZƚŚĂƚǁĂƐĐŽŵƉůĞƚĞĚ
ĨŽƌ ƚŚĞ ^ƉĞĐŝĮĐ WůĂŶ͘ dŝĞƌŝŶŐ ĨŽƌ ĨƵƚƵƌĞ ƉƌŽũĞĐƚƐ
ĐŽŶƐŝƐƚĞŶƚǁŝƚŚƚŚĞ^WĂŶĚ /ZǁŝůůďĞƐƵďũĞĐƚƚŽƚŚĞ
ƌĞƋƵŝƌĞŵĞŶƚƐŽƵƚůŝŶĞĚŝŶƚŚĞϮϬϭϱ Y'ƵŝĚĞůŝŶĞƐΑ
ϭϱϭϴϯ͕ŽƌĞƋƵŝǀĂůĞŶƚƵƉĚĂƚĞĚƐĞĐƟŽŶ͘
, Z/E'Z&dKdK ZϮϬϭϴͮD/Eн/DW> D Edd/KE | 127
5
ADMINISTRATIVE DISCRETIONARY
Figure 5-1 Project Approval Process Chart
APPLICANT
W>EE/E'Θh/>/E' WZdD Ed
DETERMINES APPLICABLE REVIEW PROCESS
X ĞǀĞůŽƉŵĞŶƚ
ƉƌŽũĞĐƚŝŶ
ĐŽŵƉůŝĂŶĐĞǁŝƚŚ
^ƉĞĐŝĮĐWůĂŶ
X ĚŵŝŶŝƐƚƌĂƟǀĞ
ĚũƵƐƚŵĞŶƚ
X /ŶƚĞƌƉƌĞƚĂƟŽŶ
X &ŝŶĂůWůĂŶZĞǀŝĞǁ
X sĂƌŝĂŶĐĞ
X ŽŶĚŝƟŽŶĂůhƐĞWĞƌŵŝƚ
X ĞŶƐŝƚLJŽŶƵƐ
X WĂƌĐĞůDĂƉ͕dƌĂĐƚDĂƉ
X ^ƉĞĐŝĮĐWůĂŶŵĞŶĚŵĞŶƚ
X ŽŶŝŶŐŽĚĞŵĞŶĚŵĞŶƚ
X ŽŶŝŶŐZĞĐůĂƐƐŝĮĐĂƟŽŶ
X 'ĞŶĞƌĂůWůĂŶŵĞŶĚŵĞŶƚ
X &ŝŶĂůWůĂŶZĞǀŝĞǁ
WWZKs>
AUTHORITY
PLANNING
Θh/>/E'
DIRECTOR
WWZKs>
AUTHORITY
PLANNING
Θh/>/E'
DIRECTOR
WWZKs>
AUTHORITY
PLANNING
COMMISSION
W>EE/E'
COMMISSION
WWZKs>
AUTHORITY
/dzKhE/>
ƉƉĞĂůƚŽ
WůĂŶŶŝŶŐ
ŽŵŵŝƐƐŝŽŶ
ƉƉĞĂůƚŽ
ŝƚLJŽƵŶĐŝů
128 ͮD/Eн/DW> D Edd/KEͮ, Z/E'Z&dKdK ZϮϬϭϴ
5.11 IMPLEMENTATION
dŚĞ ^W ŝĚĞŶƟĮĞƐ ƚŚĞ ůŽĐĂƟŽŶ ĂŶĚ ƚLJƉĞ ŽĨ
ĚĞƐŝƌĞĚ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ ŝŵƉƌŽǀĞŵĞŶƚƐ ǁŝƚŚŝŶ
ƚŚĞ ƐƚƵĚLJ ĂƌĞĂ͘ /ŵƉůĞŵĞŶƚĂƟŽŶ ŽĨ ƚŚĞ WůĂŶ ǁŝůů
ƌĞƋƵŝƌĞĂĐŽŶĐĞƌƚĞĚƉƵďůŝĐͬƉƌŝǀĂƚĞĞīŽƌƚƚŽĂĐŚŝĞǀĞ
ƚŚĞ ĚĞǀĞůŽƉŵĞŶƚ ĞŶǀŝƐŝŽŶĞĚ͕ ĂŶĚ ƚŚĞ ŶĞĐĞƐƐĂƌLJ
ŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞƉƵďůŝĐƌĞĂůŵĂŶĚŝŶĨƌĂƐƚƌƵĐƚƵƌĞ
ƐĞƌǀŝŶŐƚŚĞĂƌĞĂ͘dŚŝƐƐĞĐƟŽŶĂĚĚƌĞƐƐĞƐĂŶĞĐŽŶŽŵŝĐ
ĚĞǀĞůŽƉŵĞŶƚƐƚƌĂƚĞŐLJĨŽƌƚŚĞƐƚƵĚLJĂƌĞĂ͕ĞdžƉĞĐƚĞĚ
ƉŚĂƐŝŶŐŽĨĚĞǀĞůŽƉŵĞŶƚĂŶĚŝŵƉƌŽǀĞŵĞŶƚƐ͕ĂƐǁĞůů
ĂƐ ŽƚŚĞƌ ĂĐƟŽŶƐ ƚŽ ŝŶĐĞŶƟǀŝnjĞ ƋƵĂůŝƚLJ͕ ƐƵƐƚĂŝŶĂďůĞ
ĚĞǀĞůŽƉŵĞŶƚ͘
5.11.1 Economic Development Strategy
dŚĞ ƉƵƌƉŽƐĞ ŽĨ ƚŚĞ ^W ĐŽŶŽŵŝĐ ĞǀĞůŽƉŵĞŶƚ
^ƚƌĂƚĞŐLJ ; ^Ϳ ŝƐ ƚŽ ŚĞůƉ ƚŚĞ ŝƚLJ ĂŶĚ ůŽĐĂů
ƐƚĂŬĞŚŽůĚĞƌƐ ƚŽ ŝŵƉůĞŵĞŶƚ ƐƚƌĂƚĞŐŝĞƐ ƚŚĂƚ ĐĂŶ
ĞŶŚĂŶĐĞ ĞĂĐŚ ŽƵůĞǀĂƌĚΖƐ ŽŶŐŽŝŶŐ ĞĐŽŶŽŵŝĐ
ǀŝƚĂůŝƚLJ͘dŚĞ ^ǁĂƐŝŶĨŽƌŵĞĚďLJƚŚĞĞdžŝƐƟŶŐ
ĐŽŶĚŝƟŽŶƐ ĚŝƐĐƵƐƐĞĚ ŝŶ ŚĂƉƚĞƌ Ϯ͕ ŽŶƚĞdžƚ͕ ĂŶĚ
ŚĂǀĞ ďĞĞŶ ĚĞƐŝŐŶĞĚ ƚŽ ŚĞůƉ ƚŚĞ ĐŽƌƌŝĚŽƌ ĂĐŚŝĞǀĞ
ŝƚƐĨƵůůĞĐŽŶŽŵŝĐĚĞǀĞůŽƉŵĞŶƚƉŽƚĞŶƟĂů͘^ƚƌĂƚĞŐŝĞƐ
ŝŶĐůƵĚĞ ƚŚĞ ĐŽŶƟŶƵĞĚ ŝŵƉůĞŵĞŶƚĂƟŽŶ ŽĨ ŬĞLJ
ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ƉŽůŝĐŝĞƐ ĂůƌĞĂĚLJ ŝŶ ƉůĂĐĞ͕
ĂŶĚĚĞǀĞůŽƉŝŶŐŶĞǁƐƚƌĂƚĞŐŝĞƐƚĂŝůŽƌĞĚƚŽŵĞĞƚƚŚĞ
ƐƉĞĐŝĮĐ ĞŵƉůŽLJŵĞŶƚ ĂŶĚ ŝŶĚƵƐƚƌLJ ŶĞĞĚƐ ŝŶ tĞƐƚ
ŶĂŚĞŝŵ͘ ĚĚŝƟŽŶĂůůLJ͕ ƚŚĞ ŝƚLJ ŵĂLJ ĐŽŶƐŝĚĞƌ ŶĞǁ
ƐƚƌĂƚĞŐŝĞƐĂŶĚŝŶŝƟĂƟǀĞƐƐƉĞĐŝĮĐĂůůLJƚĂƌŐĞƚĞĚƚŽƚŚĞ
^ƉĞĐŝĮĐWůĂŶĂƌĞĂ͕ƐƵĐŚĂƐŝŵƉƌŽǀŝŶŐƉƵďůŝĐƐĂĨĞƚLJĂŶĚ
ĮŶĂŶĐŝŶŐŶĞǁŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝŵƉƌŽǀĞŵĞŶƚƐƚŽĂƩƌĂĐƚ
ŶĞǁĚĞǀĞůŽƉŵĞŶƚ͕ƐƉƵƌŶĞǁďƵƐŝŶĞƐƐĨŽƌŵĂƟŽŶ͕ĂŶĚ
ƐƚƌĞŶŐƚŚĞŶƚŚĞĞĐŽŶŽŵŝĐǀŝƚĂůŝƚLJŽĨtĞƐƚŶĂŚĞŝŵ͘
^^ƚƌĂƚĞŐŝĞƐĂŶĚ/ŶŝƟĂƟǀĞƐ
ŶƵŵďĞƌ ŽĨ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ƉŽůŝĐŝĞƐ ĂŶĚ
ƐƚƌĂƚĞŐŝĞƐĂƌĞĂůƌĞĂĚLJŝŶƉůĂĐĞĨŽƌtĞƐƚŶĂŚĞŝŵ͕
ŝŶĐůƵĚŝŶŐ ƚŚĞ ŶĂŚĞŝŵ͛Ɛ tŽƌŬĨŽƌĐĞ ĞǀĞůŽƉŵĞŶƚ
ŽĂƌĚ͛Ɛ >ŽĐĂů WůĂŶ͕ ƚŚĞ ĐŽŶŽŵŝĐ ĞǀĞůŽƉŵĞŶƚ
ůĞŵĞŶƚŽĨŶĂŚĞŝŵ͛Ɛ'ĞŶĞƌĂůWůĂŶ͕ĂƐǁĞůůĂƐƚŚĞ
KƌĂŶŐĞŽƵŶƚLJŽŶƐŽůŝĚĂƚĞĚ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
^ƚƌĂƚĞŐLJ͘
ĞĂĐŚŽƵůĞǀĂƌĚ/ŶŝƟĂƟǀĞ
dŚĞ ŶĂŚĞŝŵ ŝƚLJ ŽƵŶĐŝů ƉĂƐƐĞĚ Ă ƌĞƐŽůƵƟŽŶ ŝŶ
^ĞƉƚĞŵďĞƌ ϮϬϭϲ ĞƐƚĂďůŝƐŚŝŶŐ ƚŚĞ ĞĂĐŚ ŽƵůĞǀĂƌĚ
/ŶŝƟĂƟǀĞ͕ ǁŚŝĐŚ ĂŝŵƐ ƚŽ ĂĐĐĞůĞƌĂƚĞ ƌĞǀŝƚĂůŝnjĂƟŽŶ
ďLJ ĞŶĐŽƵƌĂŐŝŶŐ ƚŚĞ ĂƩƌĂĐƟŽŶ ĂŶĚ ƌĞƚĞŶƟŽŶ ŽĨ
͞ƉƌĞĨĞƌƌĞĚƵƐĞƐ͟ĂƐŝĚĞŶƟĮĞĚŝŶƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ
^ƉĞĐŝĮĐWůĂŶ͘
ŽƵŶĐŝů ĂĐƟŽŶƐ ƌĞůĂƚĞĚ ƚŽ ƚŚĞ ĞĂĐŚ ŽƵůĞǀĂƌĚ
/ŶŝƟĂƟǀĞŝŶĐůƵĚĞĂƌĂŶŐĞŽĨƚŽŽůƐƚŚĂƚĐŽƵůĚďĞ
ĞīĞĐƟǀĞŝŶŚĞůƉŝŶŐtĞƐƚŶĂŚĞŝŵƚĂŬĞƐƚĞƉƐƚŽǁĂƌĚ
ƐƚƌĞŶŐƚŚĞŶŝŶŐŝƚƐůŽĐĂůĞĐŽŶŽŵLJ͘dŚĞŽƵŶĐŝůǀŽƚĞĚ
ƚŽƐĞůůϮϱͲĂĐƌĞƐŽĨ^ƵĐĐĞƐƐŽƌŐĞŶĐLJͲŽǁŶĞĚ͕ǀĂĐĂŶƚ
ůĂŶĚ Ăƚ ĞĂĐŚ ŽƵůĞǀĂƌĚ ĂŶĚ >ŝŶĐŽůŶ ǀĞŶƵĞ ĨŽƌ
ĚĞǀĞůŽƉŵĞŶƚĂƐĂŶĞŝŐŚďŽƌŚŽ ŽĚƐŚŽƉƉŝŶŐĐĞŶƚĞƌ͕ǁŝƚŚ
ŶĞǁƌĞƚĂŝůĞƌƐ͕ƌĞƐƚĂƵƌĂŶƚƐ͕ĂŶĚĐŽŵŵƵŶŝƚLJĂŵĞŶŝƟĞƐ
;tĞƐƚŐĂƚĞ^ŝƚĞͿ͘dŚĞŽƵŶĐŝůĂůƐŽǀŽƚĞĚƚŽĂĐƋƵŝƌĞϯ͘ϲ
ĂĐƌĞƐŽĨůĂŶĚĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚƐŽƵƚŚŽĨ>ŝŶĐŽůŶ
ǀĞŶƵĞĨŽƌƚŚĞĨƵƚƵƌĞƐĂůĞĂŶĚĚĞǀĞůŽƉŵĞŶƚĂƐŶĞǁ
ŚŽƵƐŝŶŐǁŝƚŚŐƌŽƵŶĚͲŇŽŽƌƌĞƚĂŝůƐƉĂĐĞ͘
ĐŽŶŽŵŝĐĂƐƐŝƐƚĂŶĐĞĨŽƌƉƌĞĨĞƌƌĞĚƉƌŽũĞĐƚƐŝĚĞŶƟĮĞĚ
ďLJƚŚĞtĞƐƚŶĂŚĞŝŵĐŽŵŵƵŶŝƚLJŝƐĂŶŽƚŚĞƌŬĞLJ
ĂƐƉĞĐƚŽĨƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ/ŶŝƟĂƟǀĞ͘dŚĞ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ&ƵŶĚͶĂƉƌŽƉŽƐĞĚĨƵŶĚŽĨĨƵƚƵƌĞůĂŶĚͲ
ƐĂůĞ ƉƌŽĐĞĞĚƐ ĂŶĚ ƉƌŽƉĞƌƚLJ ƚĂdž ŝŶĐƌĞŵĞŶƚͶǁŽƵůĚ
ƉƌŽǀŝĚĞŝŶĚĞƉĞŶĚĞŶƚĐŝƚLJĨƵŶĚŝŶŐĨŽƌĞĂĐŚŽƵůĞǀĂƌĚ
ŝŵƉƌŽǀĞŵĞŶƚƐ͘
dŚĞ ĞǀĞůŽƉŵĞŶƚ ƐƐŝƐƚĂŶĐĞ ƉƌŽŐƌĂŵ͕ ŵĞĂŶǁŚŝůĞ͕
ǁŽƵůĚ ƉƌŽǀŝĚĞ ŇĞdžŝďŝůŝƚLJ ǁŝƚŚ ƌĞƐƉĞĐƚ ƚŽ ĨĞĞƐ ĂŶĚ
ĚĞǀĞůŽƉŵĞŶƚ ƐƚĂŶĚĂƌĚƐ ƚŽ ĞŶĐŽƵƌĂŐĞ ƉƌĞĨĞƌƌĞĚ
ĚĞǀĞůŽƉŵĞŶƚĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘dŚĞƐĞŝŶĐůƵĚĞ͗
• ĞĨĞƌƌĞĚĚĞǀĞůŽƉĞƌĨĞĞƐƚŚĂƚĂůůŽǁĨŽƌ
ƉĂLJŵĞŶƚĂŌĞƌĐŽŶƐƚƌƵĐƟŽŶ
• &ůĞdžŝďůĞĚĞǀĞůŽƉŵĞŶƚƐƚĂŶĚĂƌĚƐƚŚĂƚǁŽƵůĚ
ĂůůŽǁƉƌŽũĞĐƚƐƚŽǀĂƌLJĨƌŽŵƐĞƚďĂĐŬĂŶĚ
ŽƚŚĞƌƌƵůĞƐǁŚĞƌĞƚŚĞƌĞŝƐĞĐŽŶŽŵŝĐĂŶĚ
ĐŽŵŵƵŶŝƚLJďĞŶĞĮƚ͘
• ŽŵŵĞƌĐŝĂůƌĞŚĂďŝůŝƚĂƟŽŶůŽĂŶƐĨŽƌĞdžŝƐƟŶŐ͕
ĚĞƐŝƌĞĚĂƌĞĂďƵƐŝŶĞƐƐĞƐ
, Z/E'Z&dKdK ZϮϬϭϴͮD/Eн/DW> D Edd/KE | 129
5
tŚŝůĞƐƟůůŝŶƚŚĞĞĂƌůLJƐƚĂŐĞƐ͕ƚŚĞƐĞƚŽŽůƐĐŽƵůĚĂůůďĞ
ĞīĞĐƟǀĞŝŶŚĞůƉŝŶŐtĞƐƚŶĂŚĞŝŵƚĂŬĞĂƐƚĞƉĨŽƌǁĂƌĚ
ŝŶƐƚƌĞŶŐƚŚĞŶŝŶŐƚŚĞůŽĐĂůĞĐŽŶŽŵLJ͘/ŶĂĚĚŝƟŽŶ͕ƚŚĞ
ĞĂĐŚ ŽƵůĞǀĂƌĚ ^ƉĞĐŝĮĐWůĂŶ ŝŶĐůƵĚĞƐ ƉƌŽƉŽƐĞĚ
ĞīŽƌƚƐƚŽŝŶĐƌĞĂƐĞŶĞǁďƵƐŝŶĞƐƐĨŽƌŵĂƟŽŶ͘dŚĞŝƚLJ͛Ɛ
ƵƐŝŶĞƐƐƐƐŝƐƚĂŶĐĞWƌŽŐƌĂŵ;ŽīĞƌŝŶŐĐŽŵƉĂŶŝĞƐĂ
ĚĞĚŝĐĂƚĞĚƵƐŝŶĞƐƐ^ŽůƵƟŽŶƐ^ƉĞĐŝĂůŝƐƚͿĂŶĚĞīŽƌƚƐ
ůĞĚďLJƚŚĞŝƚLJΖƐ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚDĂŶĂŐĞƌ;ŝ͘Ğ͕͘
ƚŚĞĨŽƌŵĂƟŽŶŽĨĂŶĞǁ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚdĞĂŵ͕
ďƵƐŝŶĞƐƐǁŽƌŬƐŚŽƉƐ͕ĂŶĚŵĂƌŬĞƟŶŐͿ͕ĐĂŶŚĞůƉŶĞǁ
ďƵƐŝŶĞƐƐĞƐĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚůŽĐĂƚĞŝŶŶĂŚĞŝŵ͕
ŐƌŽǁ ĂŶĚ ƉƌŽƐƉĞƌ͘ ĚĚŝƟŽŶĂůůLJ͕ ƚŚĞ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ dĞĂŵ ĐĂŶ ĨĂĐŝůŝƚĂƚĞ ďƵƐŝŶĞƐƐ ůŽĐĂƟŽŶ
ŽƌĞdžƉĂŶƐŝŽŶƐŝŶƚŽŶĂŚĞŝŵƚŚƌŽƵŐŚĐŽŽƌĚŝŶĂƚĞĚ
ŵĞĞƟŶŐƐǁŝƚŚƚŚĞWůĂŶŶŝŶŐĂŶĚƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚ͕
ƚŚĞ ŽŵŵƵŶŝƚLJ ĂŶĚ ĐŽŶŽŵŝĐ ĞǀĞůŽƉŵĞŶƚ
ĞƉĂƌƚŵĞŶƚ͕ ĂŶĚ ŽƚŚĞƌ ŝƚLJ ĚĞƉĂƌƚŵĞŶƚƐ ƚŽ ŐƵŝĚĞ
ĂƉƉůŝĐĂŶƚƐƚŚƌŽƵŐŚƚŚĞĂƉƉƌŽǀĂůƉƌŽĐĞƐƐ͘
Workforce Development Board – Local Plan
ƵƌƌĞŶƚůLJ͕ ĐŝƚLJǁŝĚĞ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ
ĞŵƉůŽLJŵĞŶƚ ƐƚƌĂƚĞŐŝĞƐ ĂƌĞ ŐƵŝĚĞĚ ŝŶ ƉĂƌƚ ďLJ ƚŚĞ
ŶĂŚĞŝŵ tŽƌŬĨŽƌĐĞ ĞǀĞůŽƉŵĞŶƚ ŽĂƌĚ >ŽĐĂů
WůĂŶ;tͿ͘WƵďůŝƐŚĞĚŝŶϮϬϭϳ͕ƚŚŝƐWůĂŶŽƵƚůŝŶĞƐĂ
ƐƚƌĂƚĞŐLJϮϬϮϬƚŽĂĐĐŽŵƉůŝƐŚƚŚĞǀŝƐŝŽŶŽĨĂǁŽƌŬĨŽƌĐĞ
ĚĞǀĞůŽƉŵĞŶƚ ƐLJƐƚĞŵ ƚŚĂƚ ĂůŝŐŶƐ ũŽď ƐĞĞŬĞƌ ĂŶĚ
ŝŶĚƵƐƚƌLJ ŶĞĞĚƐ͘ dŚĞ >ŽĐĂů WůĂŶ ŝƐ ƌĞŇĞĐƟǀĞ ŽĨ ƚŚĞ
ůŽĐĂů ĂŶĚ ƌĞŐŝŽŶĂů ĂƌĞĂƐ ƚŚĂƚ ŵĂLJ ďĞ ŝŵƉĂĐƚĞĚ ďLJ
ĐŚĂŶŐĞƐŝŶůĂďŽƌŵĂƌŬĞƚ͕ĞĐŽŶŽŵŝĐĐŽŶĚŝƟŽŶƐ͕ĂŶĚ
ĚĞŵŽŐƌĂƉŚŝĐƐ͘dŚĞŶĂŚĞŝŵtŽƌŬĨŽƌĐĞĞǀĞůŽƉŵĞŶƚ
ŽĂƌĚ;tͿ͕ƚŚƌŽƵŐŚƚŚĞĚĞǀĞůŽƉŵĞŶƚŽĨƌĞŐŝŽŶĂů
ĂŶĚ ůŽĐĂů ǁŽƌŬĨŽƌĐĞ ĂŶĚ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ
ŶĞƚǁŽƌŬƐ͕ǁŝůůĂĚĚƌĞƐƐƚŚĞǁŽƌŬĨŽƌĐĞĂŶĚĞĚƵĐĂƟŽŶ
ƉƌŝŽƌŝƟĞƐ͘
ůŝŶĐŚƉŝŶŽĨƚŚĞt͛Ɛ^ƚƌĂƚĞŐLJŝƐƚŽŝĚĞŶƟĨLJŝŶĚƵƐƚƌLJ
ƐĞĐƚŽƌƐĂŶĚŽĐĐƵƉĂƟŽŶĂůĐůƵƐƚĞƌƐŝŶKƌĂŶŐĞŽƵŶƚLJ
ĂŶĚŶĂŚĞŝŵƚŚĂƚĚŝƐƉůĂLJŚŝŐŚŐƌŽǁƚŚĂŶĚĚĞŵĂŶĚ͘
ĐĐŽƌĚŝŶŐƚŽƚŚĞƌĞƉŽƌƚ͕ŶĂŚĞŝŵ͛ƐĨĂƐƚĞƐƚŐƌŽǁŝŶŐ
ŝŶĚƵƐƚƌLJƐĞĐƚŽƌƐďLJũŽďŐƌŽǁƚŚďĞƚǁĞĞŶϮϬϭϮĂŶĚ
ϮϬϭϰ ǁĞƌĞ ƌƚƐ ĂŶĚ ŶƚĞƌƚĂŝŶŵĞŶƚ ;ϭϭ͘ϴ ƉĞƌĐĞŶƚͿ͕
ĐĐŽŵŵŽĚĂƟŽŶĂŶĚ&ŽŽĚ^ĞƌǀŝĐĞƐϳ͘ϭƉĞƌĐĞŶƚͿ͕ĂŶĚ
ZĞĂů ƐƚĂƚĞ;ϲ͘ϵƉĞƌĐĞŶƚͿ͘LJƚŚŝƐŵĞƚŚŽĚŽůŽŐLJ͕ƚŚĞƐĞ
ƚŚƌĞĞƐĞĐƚŽƌƐǁŽƵůĚďĞƚĂƌŐĞƚĞĚĂŶĚƉƌŝŽƌŝƟnjĞĚďLJ
ƚŚĞt͘dŚĞtŝŵƉůĞŵĞŶƚƐǀĂƌŝŽƵƐƐƚƌĂƚĞŐŝĞƐ
ƚŽ ĞŶƐƵƌĞ ƚŚĂƚ Ă ĨƵůů ƌĂŶŐĞ ŽĨ ĞŵƉůŽLJŵĞŶƚ ĂŶĚ
ƚƌĂŝŶŝŶŐƐĞƌǀŝĐĞƐĚĞůŝǀĞƌĞĚƚŚƌŽƵŐŚƚŚĞŵĞƌŝĐĂΖƐ:Žď
ĞŶƚĞƌƐŽĨĂůŝĨŽƌŶŝĂ͕ĂƌĞĂĐĐĞƐƐŝďůĞƚŽ͕ĂŶĚǁŝůůŵĞĞƚ
ƚŚĞŶĞĞĚƐŽĨĂĚƵůƚ͕ĚŝƐůŽĐĂƚĞĚĂŶĚLJŽƵƚŚǁŽƌŬĞƌƐŝŶ
tĞƐƚŶĂŚĞŝŵ͘
/ŶϮϬϭϳ>LJŶĚLJΖƐDŽƚĞů͕ĂƚƚŚĞĐŽƌŶĞƌŽĨĞĂĐŚŽƵůĞǀĂƌĚĂŶĚĂůůZŽĂĚ͕
ǁĂƐĚĞŵŽůŝƐŚĞĚƚŽŵĂŬĞǁĂLJĨŽƌƚŚĞŶĂŚĞŝŵ džƉƌĞƐƐĂƌtĂƐŚ͘dŚŝƐ
ŵŽĚĞƌŶĐĂƌǁĂƐŚĨĂĐŝůŝƚLJǁŝůůďĞŽŶĞŽĨƚŚĞĮƌƐƚŶĞǁĚĞǀĞůŽƉŵĞŶƚ
ƉƌŽũĞĐƚƐƐŝŶĐĞƚŚĞĞĂƌůLJϮϬϬϬΖƐ͘
WŚŽƚŽƌĞĚŝƚ͗KƌĂŶŐĞŽƵŶƚLJZĞŐŝƐƚĞƌ
130 ͮD/Eн/DW> D Edd/KEͮ, Z/E'Z&dKdK ZϮϬϭϴ
Emphasize Clean and Safe
tŚŝůĞ ƚŚĞ ŵĂũŽƌŝƚLJ ŽĨ tĞƐƚ ŶĂŚĞŝŵ ĂŶĚ ƚŚĞ
ƐƵƌƌŽƵŶĚŝŶŐĂƌĞĂŝƐĐŽŵƉƌŝƐĞĚŽĨƐƚĂďůĞƌĞƐŝĚĞŶƟĂů
ƵƐĞƐ͕ĞĂĐŚŽƵůĞǀĂƌĚ͛ƐŶƵŵĞƌŽƵƐŽůĚĞƌŵŽƚĞůƐƐƵīĞƌ
ĨƌŽŵŚŝŐŚƌĂƚĞƐŽĨĐƌŝŵŝŶĂůĂĐƟǀŝƚLJ͘ĐĐŽƌĚŝŶŐƚŽƚŚĞ
ŝƚLJ͕ĐƌŝŵĞĂůŽŶŐƚŚŝƐƉŽƌƟŽŶŽĨĞĂĐŚŽƵůĞǀĂƌĚŝƐƵƉ
ƚŽƐŝdžƟŵĞƐŚŝŐŚĞƌƚŚĂŶĂǀĞƌĂŐĞǁŚĞŶĐŽŵƉĂƌĞĚƚŽ
ƚŚĞĐŝƚLJĂƐĂǁŚŽůĞ͘^ŽŵĞůŽĚŐŝŶŐƐĂǀĞƌĂŐĞĚĚŽnjĞŶƐ
ŽĨ ƉŽůŝĐĞ ĐĂůůƐ ƉĞƌ ƌŽŽŵ ĚƵƌŝŶŐ ƚŚĞ ƉĞƌŝŽĚ ĨƌŽŵ
ĞĐĞŵďĞƌϮϬϬϱƚŚƌŽƵŐŚ:ĂŶƵĂƌLJϮϬϭϲ͘
KǀĞƌ ƟŵĞ͕ ƚŚĞƐĞ ƚƌĞŶĚƐ ŚĂǀĞ ƐĞƌǀĞĚ ƚŽ ƚŚǁĂƌƚ
ƚŚĞ ĐŽŵŵƵŶŝƚLJ͛Ɛ ĂƩĞŵƉƚƐ ƚŽ ĂƩƌĂĐƚ ŚŝŐŚͲƋƵĂůŝƚLJ͕
ŶĞŝŐŚďŽƌŚŽŽĚͲƐĞƌǀŝŶŐƌĞƚĂŝů͘ĞĂĐŚŽƵůĞǀĂƌĚ
^ƉĞĐŝĮĐWůĂŶŽŵŵƵŶŝƚLJKƵƚƌĞĂĐŚZĞƉŽƌƚƉƵďůŝƐŚĞĚ
ŝŶ ϮϬϭϰ ŝŶĚŝĐĂƚĞĚ ƚŚĂƚ ϳϮ ƉĞƌĐĞŶƚ ŽĨ ƐƵƌǀĞLJ
ƉĂƌƟĐŝƉĂŶƚƐͶĐŽŵƉƌŝƐĞĚŽĨtĞƐƚŶĂŚĞŝŵƌĞƐŝĚĞŶƚƐ͕
ďƵƐŝŶĞƐƐ͕ĂŶĚƉƌŽƉĞƌƚLJŽǁŶĞƌƐͶĚŽŶŽƚĨĞĞů͞ƐĂĨĞĂŶĚ
ĐŽŵĨŽƌƚĂďůĞ͟ǁĂůŬŝŶŐƚŚƌŽƵŐŚƚŚĞŝƌŶĞŝŐŚďŽƌŚŽŽĚ͘
WĞƌĐĞƉƟŽŶƐ ŽĨ ƐĂĨĞƚLJ ĐĂŶ ĚƌĂŵĂƟĐĂůůLJ ŝŵƉĂĐƚ ƚŚĞ
ůŝŬĞůŝŚŽŽĚ ƚŚĂƚ ŶĞǁ ĚĞǀĞůŽƉŵĞŶƚ ǁŝůů ƚĂŬĞ ƉůĂĐĞ͘
dŚĞƌĞĨŽƌĞ͕ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ƐƚƌĂƚĞŐŝĞƐ ŵƵƐƚ
ŝŶĐůƵĚĞ ŝŵƉƌŽǀĞŵĞŶƚƐ ƚŚĂƚ ĞŶƐƵƌĞ ƚŚĞ ƐĂĨĞƚLJ ŽĨ
ǀŝƐŝƚŽƌƐ͕ĞŵƉůŽLJĞĞƐ͕ĂŶĚƌĞƐŝĚĞŶƚƐ͘
dŚĞŝƚLJŚĂƐďĞĞŶǁŽƌŬŝŶŐƚŽĂĚĚƌĞƐƐƚŚĞƐĞŝƐƐƵĞƐŽŶ
ƐĞǀĞƌĂůĨƌŽŶƚƐ͘dŚĞKƌĂŶŐĞŽƵŶƚLJ,ƵŵĂŶdƌĂĸĐŬŝŶŐ
dĂƐŬ &ŽƌĐĞ͕ Ă ĐŽůůĂďŽƌĂƟŽŶ ďĞƚǁĞĞŶ ƚŚĞ ŶĂŚĞŝŵ
WŽůŝĐĞĞƉĂƌƚŵĞŶƚ͕,W͕&/͕ĂŶĚKƌĂŶŐĞŽƵŶƚLJ
^ŚĞƌŝīΖƐĚĞƉĂƌƚŵĞŶƚ͕ĂŵŽŶŐŽƚŚĞƌƐ͕ŝƐĂĐƟǀĞůLJǁŽƌŬŝŶŐ
ƚŽ ĂĚĚƌĞƐƐ ƉƌŽƐƟƚƵƟŽŶ ŝŶ ƚŚĞ ĂƌĞĂ͘ DĞĂŶǁŚŝůĞ͕ ŝŶ
KĐƚŽďĞƌ ϮϬϭϰ ƚŚĞ ŶĂŚĞŝŵ ŝƚLJ ŽƵŶĐŝů ĂĚŽƉƚĞĚ
KƌĚŝŶĂŶĐĞEŽ͘ϲϯϬϲ͕ǁŚŝĐŚĞŶĂďůĞƐƚŚĞŝƚLJƚŽďĞƩĞƌ
ĞŶĨŽƌĐĞ ƐƵďƐƚĂŶĚĂƌĚ ŚŽƵƐŝŶŐ ǀŝŽůĂƟŽŶƐ ŽƵƚůŝŶĞĚ ŝŶ
ĂůŝĨŽƌŶŝĂƐƚĂƚĞůĂǁ͘dŚŝƐŽƌĚŝŶĂŶĐĞŚĞůƉƐĂĚĚƌĞƐƐƚŚĞ
ůŝǀŝŶŐĐŽŶĚŝƟŽŶƐĨŽƵŶĚŝŶƐŽŵĞŵŽƚĞůƐĂůŽŶŐĞĂĐŚ
ŽƵůĞǀĂƌĚ͘/ŶĂĚĚŝƟŽŶ͕ĂŶĞǁŽƌĚŝŶĂŶĐĞĂĚŽƉƚĞĚďLJ
ƚŚĞŽƵŶĐŝůŝŶƉƌŝůϮϬϭϳĂĚĚĞĚĂŝƚLJǁŝĚĞƋƵĂůŝƚLJ
ŵŽƚĞůŝŶƐƉĞĐƟŽŶƉƌŽŐƌĂŵ͕ǁŚŝĐŚĂůůŽǁƐŝŶƐƉĞĐƟŽŶƐ
ŽĨŵŽƚĞůƌŽŽŵƐďĞŝŶŐƵƐĞĚĨŽƌŚŽƵƐŝŶŐƉƵƌƉŽƐĞƐƚŽ
ĞŶƐƵƌĞĚĞĐĞŶƚ͕ƐĂĨĞ͕ĂŶĚƐĂŶŝƚĂƌLJŚŽƵƐŝŶŐĐŽŶĚŝƟŽŶƐ͘
džƉĂŶĚWĂƌƚŶĞƌƐŚŝƉƐĂŶĚǁŝƚŚŽƚŚĞƌ:ƵƌŝƐĚŝĐƟŽŶƐ
tĞƐƚŶĂŚĞŝŵŚĂƐĂƵŶŝƋƵĞĂĚǀĂŶƚĂŐĞŽĨƉƌŽdžŝŵŝƚLJ
ƚŽŽƚŚĞƌůŽĐĂůŝƟĞƐƚŚĂƚĂƌĞĐŽŵƉĂƌĂƟǀĞůLJŚĞĂůƚŚLJ͘
ŵƉůŽLJŵĞŶƚ ŽƉƉŽƌƚƵŶŝƟĞƐ ĨŽƌ tĞƐƚ ŶĂŚĞŝŵ
ƌĞƐŝĚĞŶƚƐ͕ ƚŚĞƌĞĨŽƌĞ͕ ŶĞĞĚ ŶŽƚ ďĞ ůŝŵŝƚĞĚ ƚŽ ůŽĐĂů
ŝŶĚƵƐƚƌŝĞƐ ŝŶ tĞƐƚ ŶĂŚĞŝŵ͘ >ŝŶŬŝŶŐ ƌĞƐŝĚĞŶƚƐ ƚŽ
ĞŵƉůŽLJŵĞŶƚŝŶƚŚĞŐĞŶĞƌĂůĂƌĞĂĂŶĚǁŝƚŚĂĐĐĞƐƐŝďůĞ
ƚƌĂŶƐƉŽƌƚĂƟŽŶĐĂŶƉƌŽŵŽƚĞĂŚŝŐŚƋƵĂůŝƚLJŽĨůŝĨĞĨŽƌ
tĞƐƚŶĂŚĞŝŵ͘
dŚĞ ŝƚLJ ŽĨ ƵĞŶĂ WĂƌŬ͕ ĨŽƌ ĞdžĂŵƉůĞ͕ ŚĂƐ ƐĞĞŶ Ă
ŶƵŵďĞƌ ŽĨ ŶĞǁ ƌĞƚĂŝů ĚĞǀĞůŽƉŵĞŶƚƐ ƌŝƐĞ ĂůŽŶŐ Ă
ƌĞǀŝƚĂůŝnjĞĚĞĂĐŚŽƵůĞǀĂƌĚ͘/ƚƐ<ŶŽƩ͛ƐĞƌƌLJ&Ăƌŵ
ĂƩƌĂĐƟŽŶ͕ ŵĞĂŶǁŚŝůĞ͕ ĂƩƌĂĐƚĞĚ ŽǀĞƌ Ɛŝdž ŵŝůůŝŽŶ
ǀŝƐŝƚŽƌƐŝŶϮϬϭϲ͘ĞLJŽŶĚƚŚĞŐĂƚĞƐŽĨ<ŶŽƩ͛ƐĞƌƌLJ
&Ăƌŵ͕ƐĞǀĞƌĂůŶĞǁĂƩƌĂĐƟŽŶƐĂƌĞƐĐŚĞĚƵůĞĚƚŽŽƉĞŶ
ƐŽŽŶ͗ƵƩĞƌŇLJtŽŶĚĞƌůĂŶĚƉĂǀŝůŝŽŶǁŝůůŽĐĐƵƉLJĂŶ
ϴ͘ϳͲĂĐƌĞĞĂĐŚŽƵůĞǀĂƌĚƉƌŽƉĞƌƚLJŽŶĐĞŚŽŵĞƚŽƚŚĞ
DŽǀŝĞůĂŶĚtĂdžDƵƐĞƵŵ͘dŚĞƉĂǀŝůŝŽŶŝƐĞdžƉĞĐƚĞĚƚŽ
ĚƌĂǁĂƐŵĂŶLJĂƐŽŶĞŵŝůůŝŽŶǀŝƐŝƚŽƌƐƉĞƌLJĞĂƌ͕ĂŶĚǁŝůů
ĨĞĂƚƵƌĞĂϮϬ͕ϬϬϬͲƋƵĂƌĞĨŽŽƚĂƚƌŝƵŵ͕ĂƋƵĂƌŝƵŵ͕ĂŶĚ
ŵĞĞƟŶŐƐƉĂĐĞ͘DĞĂŶǁŚŝůĞ͕dŚĞ^ŽƵƌĐĞǁŝůůďĞĂŶĞǁ
ƵƌďĂŶͲƐƚLJůĞƐŚŽƉƉŝŶŐĚĞƐƟŶĂƟŽŶǁŝƚŚŝŶƚĞƌŶĂƟŽŶĂů
ĚŝŶŝŶŐŽƉƟŽŶƐ͕ĂϮ͕ϬϬϬͲƐĞĂƚƉĞƌĨŽƌŵĂŶĐĞǀĞŶƵĞ͕ĂŶĚ
ĂϭϱϬͲƌŽŽŵďŽƵƟƋƵĞŚŽƚĞů͘
tĞƐƚ ŶĂŚĞŝŵ ŝƐ ƵŶŝƋƵĞůLJ ƉŽƐŝƟŽŶĞĚ ƚŽ ďƵŝůĚ Žī
ĚĞǀĞůŽƉŵĞŶƚ ƚƌĞŶĚƐ ŚĂƉƉĞŶŝŶŐ ƚŽ ƚŚĞ ŶŽƌƚŚ͘ LJ
ǁŽƌŬŝŶŐĐůŽƐĞůLJǁŝƚŚŶĞŝŐŚďŽƌŝŶŐũƵƌŝƐĚŝĐƟŽŶƐ͕ƚŚĞŝƚLJ
ĐĂŶŚĞůƉŐƵŝĚĞĨƵƚƵƌĞŐƌŽǁƚŚĂŶĚůĞǀĞƌĂŐĞƚŽƵƌŝƐŵ
ƌĞǀĞŶƵĞƐ ƚŚĂƚ ďĞŶĞĮƚ ŶĂŚĞŝŵ ĂŶĚ ƐƵƌƌŽƵŶĚŝŶŐ
ƌĞŐŝŽŶĂůĂƌĞĂ͘ŐƌĞĂƚĞdžĂŵƉůĞŝƐƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ
ŽĂůŝƟŽŶ͕ǁŚŝĐŚŝƐĂƌĞŐŝŽŶĂůďƌĂŶĚŝŶŐĂŶĚŵĂƌŬĞƟŶŐ
ĞīŽƌƚĂŵŽŶŐĐŝƟĞƐƐŝƚƵĂƚĞĚĂůŽŶŐĞĂĐŚůǀĚ͘
, Z/E'Z&dKdK ZϮϬϭϴͮD/Eн/DW> D Edd/KE | 131
5
5.11.2 Phasing
dŚĞƉŚĂƐŝŶŐŽĨŶĞǁĚĞǀĞůŽƉŵĞŶƚĂŶĚƌĞǀŝƚĂůŝnjĂƟŽŶ
ŽĨ ĞdžŝƐƟŶŐ ďƵŝůĚŝŶŐƐ ŽŶ ƉƌŝǀĂƚĞ ƉƌŽƉĞƌƟĞƐ ǁŝůů
ŽĐĐƵƌ ŝŶĐƌĞŵĞŶƚĂůůLJ ŽǀĞƌƟŵĞ͕ ĂƐ ůĂŶĚŽǁŶĞƌƐ ĂŶĚ
ĚĞǀĞůŽƉĞƌƐ ƌĞƐƉŽŶĚ ƚŽ ŶĞǁ ŵĂƌŬĞƚ ŽƉƉŽƌƚƵŶŝƟĞƐ͘
ĞǀĞůŽƉŵĞŶƚŽĨƚŚĞtĞƐƚŐĂƚĞƐŝƚĞ͕ǁŚŝĐŚŝƐĐƵƌƌĞŶƚůLJ
ŽǁŶĞĚ ďLJ ƚŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵ͕ ŝƐ ĞdžƉĞĐƚĞĚ ƚŽ
ŽĐĐƵƌŝŶƚŚĞƐŚŽƌƚͲƚĞƌŵ;ϭƚŽϱLJĞĂƌͿƟŵĞŚŽƌŝnjŽŶ͘
ĞǀĞůŽƉŵĞŶƚŽĨŽƚŚĞƌĐŝƚLJͲŽǁŶĞĚƐŝƚĞƐďLJƚŚĞŝƚLJ
ŽĨŶĂŚĞŝŵ,ŽƵƐŝŶŐƵƚŚŽƌŝƚLJǁŝůůŽĐĐƵƌĂƐĨƵŶĚŝŶŐ
ĂůůŽǁƐŽƌũŽŝŶƚƉĂƌƚŶĞƌƐŚŝƉƐĂƌĞĨŽƌŵĞĚ͘/ŶĂĚĚŝƟŽŶ
ƚŽ ŝŶǀĞƐƚŵĞŶƚ ŝŶ ƉƌŽƉĞƌƟĞƐ ĂůŽŶŐ ƚŚĞ ŽƵůĞǀĂƌĚ͕
ƚŚĞƌĞĂƌĞĂůƐŽŝŵƉƌŽǀĞŵĞŶƚƐŶĞĞĚĞĚĨŽƌĞŶŚĂŶĐĞĚ
ŵŽďŝůŝƚLJĂŶĚŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘dŚĞƐĞŝŵƉƌŽǀĞŵĞŶƚƐĂƌĞ
ŝĚĞŶƟĮĞĚŝŶdĂďůĞϱͲϭ͕/ŵƉůĞŵĞŶƚĂƟŽŶĐƟŽŶWůĂŶ͕
ĂůŽŶŐǁŝƚŚĂŐĞŶĞƌĂůƟŵĞĨƌĂŵĞĨŽƌǁŚĞŶƚŚĞLJĂƌĞ
ĞdžƉĞĐƚĞĚƚŽŽĐĐƵƌďĂƐĞĚŽŶĨƵŶĚŝŶŐ͘
5.11.3 Implementation Action Plan
dŚĞĨŽůůŽǁŝŶŐ/ŵƉůĞŵĞŶƚĂƟŽŶĐƟŽŶWůĂŶůŝƐƚƐƚŚĞ
ƐƉĞĐŝĮĐ ĂĐƟŽŶƐ Žƌ ƐƚƌĂƚĞŐŝĞƐ ƚŚĂƚ ƐŚŽƵůĚ ďĞ ƚĂŬĞŶ
ďLJƚŚĞŝƚLJŽĨŶĂŚĞŝŵ͕ŝŶĐŽŽƌĚŝŶĂƟŽŶǁŝƚŚůŽĐĂů
ďƵƐŝŶĞƐƐĞƐ͕ ĨƵƚƵƌĞ ĚĞǀĞůŽƉĞƌƐ͕ ĂŶĚ ŽƚŚĞƌ ĂŐĞŶĐŝĞƐ
ǁŚĞƌĞ ĂƉƉƌŽƉƌŝĂƚĞ͘ WƌŽŐƌĂŵƐ ĂŶĚ ƉŽůŝĐŝĞƐ ĨŽƌ
ƐŽŵĞŽĨƚŚĞƐĞŝƚĞŵƐĂƌĞĂůƌĞĂĚLJŝŶƉůĂĐĞ͕ĂŶĚĂƌĞ
ƌĞĐŽŵŵĞŶĚĞĚƚŽďĞĐŽŶƟŶƵĞĚǁŝƚŚŝŶƚŚŝƐ^ƚƵĚLJƌĞĂ͘
dĂďůĞϱͲϭ͕/ŵƉůĞŵĞŶƚĂƟŽŶĐƟŽŶWůĂŶ͕ŝƐŽƌŐĂŶŝnjĞĚďLJ
ƚŚĞĨŽůůŽǁŝŶŐƚŽƉŝĐĂƌĞĂƐ͗
• ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ^ƚƌĂƚĞŐŝĞƐ
• DŽďŝůŝƚLJĂŶĚ^ƚƌĞĞƚƐĐĂƉĞĐƟŽŶƐ
• /ŶĨƌĂƐƚƌƵĐƚƵƌĞĐƟŽŶƐ
• ^ƵƐƚĂŝŶĂďŝůŝƚLJĐƟŽŶƐ
• /ĚĞŶƟƚLJĂŶĚƌĂŶĚŝŶŐĐƟŽŶƐ
&ŽƌĞĂĐŚĂĐƟŽŶƚŚĞƌĞŝƐĂƌĞĐŽŵŵĞŶĚĞĚƟŵĞĨƌĂŵĞ
ĨŽƌĐŽŵƉůĞƟŽŶ͕ƚŚĞƌĞƐƉŽŶƐŝďůĞĚĞƉĂƌƚŵĞŶƚŽƌĞŶƟƚLJ͕
ĂŶĚƉŽƚĞŶƟĂůĨƵŶĚŝŶŐƐŽƵƌĐĞ;ƐͿ͘dŚĞƟŵĞĨƌĂŵĞƐĂƌĞ
ŝĚĞŶƟĮĞĚĂƐĨŽůůŽǁƐ͗
• ^ŚŽƌƚ;ϭͲϱLJĞĂƌƐͿ
• DĞĚŝƵŵ;ϱƚŽϭϬLJĞĂƌƐͿ
• >ŽŶŐ;ϭϬLJĞĂƌƐŽƌŵŽƌĞͿ
KŶŐŽŝŶŐ ĂĐƟŽŶƐ ŚĂǀĞ ĂůƐŽ ďĞĞŶ ŝĚĞŶƟĮĞĚ͘ ĐƚƵĂů
ŝŵƉůĞŵĞŶƚĂƟŽŶǁŝůůďĞĚĞƉĞŶĚĞŶƚŽŶĚĞǀĞůŽƉŵĞŶƚ
ĂĐƟǀŝƚLJ͕ĨƵŶĚŝŶŐĂǀĂŝůĂďŝůŝƚLJ͕ĂŶĚƐƚĂīƌĞƐŽƵƌĐĞƐ͘dŚĞ
/ŵƉůĞŵĞŶƚĂƟŽŶĐƟŽŶWůĂŶǁŝůůďĞƵƐĞĚďLJƚŚĞŝƚLJ
ƚŚƌŽƵŐŚŽƵƚƚŚĞůŝĨĞŽĨƚŚĞ^WƚŽƚƌĂĐŬƉƌŽŐƌĞƐƐ͘
132 ͮD/Eн/DW> D Edd/KEͮ, Z/E'Z&dKdK ZϮϬϭϴ
d> ϱͳϭ/DW> D Edd/KEd/KEW>E
SPECIFIC ACTIONS TIMEFRAME
PRIMARY
RESPONSIBILITY
POTENTIAL
&hE/E'
^KhZ ^
ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚĐƟŽŶƐ
ĐƟŽŶ ͘ϭ͗&ĂĐŝůŝƚĂƚĞĂŶĚ^ƚƌĞĂŵůŝŶĞWƌŽĐĞƐƐƚŽ ƐƚĂďůŝƐŚĂƵƐŝŶĞƐƐŝŶtĞƐƚŶĂŚĞŝŵ
E.1.1 KďƚĂŝŶĚĂƚĂƌĞŇĞĐƟŶŐĐƵƌƌĞŶƚďƵƐŝŶĞƐƐĞƐŝŶtĞƐƚŶĂŚĞŝŵ
ĂŶĚƉƌŽŵŽƚĞĂǀĂŝůĂďůĞďƵƐŝŶĞƐƐĚĞǀĞůŽƉŵĞŶƚƌĞƐŽƵƌĐĞƐ;Ğ͘Ő͕͘ĨƌĞĞ
ďƵƐŝŶĞƐƐĐŽƵŶƐĞůŝŶŐ͕ƐĞŵŝŶĂƌƐ͕ĂŶĚƚƌĂŝŶŝŶŐƐͿŽīĞƌĞĚƚŚƌŽƵŐŚƚŚĞ
ŝƚLJŝŶƉĂƌƚŶĞƌƐŚŝƉǁŝƚŚŐŽǀĞƌŶŵĞŶƚƌĞƐŽƵƌĐĞĂŐĞŶĐŝĞƐ͘
^ŚŽƌƚ ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ
ŝƚLJ
E.1.2 WƌŽŵŽƚĞďƵƐŝŶĞƐƐĞŶƚƌĞƉƌĞŶĞƵƌƐŚŝƉƚŚƌŽƵŐŚǁŽƌŬƐŚŽƉƐ͕
ƚƌĂŝŶŝŶŐƐ͕ĂŶĚΗŝŶƚĞŶƐŝǀĞƐΗŽīĞƌĞĚƚŚƌŽƵŐŚ^͕^h&ĞŶƚĞƌĨŽƌ
ŶƚƌĞƉƌĞŶĞƵƌƐŚŝƉ͕ĂŶĚǀĂƌŝŽƵƐƌĞƐŽƵƌĐĞƉĂƌƚŶĞƌƐ͘
KŶŐŽŝŶŐ ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ
ŝƚLJĂŶĚ
&ĞĚĞƌĂů
E.1.3 KƵƚƌĞĂĐŚƚŽĐŽŵŵĞƌĐŝĂůďƌŽŬĞƌƐĂŶĚƉƌŽƉĞƌƚLJŵĂŶĂŐĞƌƐ
ŝŶtĞƐƚŶĂŚĞŝŵĂŶĚĚŝƐĐƵƐƐƉƌĞĨĞƌƌĞĚďƵƐŝŶĞƐƐƵƐĞƐ͕ƉĞƌĐĞŝǀĞĚ
ŽďƐƚĂĐůĞƐƚŽĚŽŝŶŐďƵƐŝŶĞƐƐŝŶŶĂŚĞŝŵ͕ŶĂŚĞŝŵΖƐ:ƵŵƉ^ƚĂƌƚ
ŵĞĞƟŶŐƐĂŶĚƵƐŝŶĞƐƐƐƐŝƐƚĂŶĐĞWƌŽŐƌĂŵ͕ĂŶĚƉƌŽŵŽƚĞďƌŽŬĞƌƐΖ
ĂǀĂŝůĂďůĞĐŽŵŵĞƌĐŝĂůƐƉĂĐĞƐŽŶͲůŝŶĞ͘
KŶŐŽŝŶŐ ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ
ŝƚLJ
E.1.4 ,ŽƐƚƵƐŝŶĞƐƐ^ƚĂƌƚͲƵƉĂŶĚ džƉĂŶƐŝŽŶtŽƌŬƐŚŽƉƐŝŶ
ƉĂƌƚŶĞƌƐŚŝƉǁŝƚŚŐŽǀĞƌŶŵĞŶƚƌĞƐŽƵƌĐĞĂŐĞŶĐŝĞƐ͘
KŶŐŽŝŶŐ ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ͖
WƵďůŝĐhƟůŝƟĞƐ
ŝƚLJ
ĐƟŽŶ ͘Ϯ͗ůŝŐŶ^ŬŝůůƐŽĨtŽƌŬŝŶŐZĞƐŝĚĞŶƚƐǁŝƚŚ'ƌŽǁŝŶŐ/ŶĚƵƐƚƌŝĞƐŝŶtĞƐƚŶĂŚĞŝŵ
E.2.1 WƌŽŵŽƚĞĂŶĚĞŶŚĂŶĐĞĐŽƵŶƐĞůŝŶŐƐĞƌǀŝĐĞƐŽīĞƌĞĚĂƚŶĂŚĞŝŵ
:ŽďƐƚŚƌŽƵŐŚƚŚĞŶĂŚĞŝŵ:ŽďƐǁĞďƐŝƚĞĂŶĚƉƌŝŶƚŵĂƚĞƌŝĂůƐ
ĚŝƐƚƌŝďƵƚĞĚƚŽtĞƐƚŶĂŚĞŝŵŚŽŵĞƐ͘
KŶŐŽŝŶŐ tŽƌŬĨŽƌĐĞ
ĞǀĞůŽƉŵĞŶƚ
ŽĂƌĚ͖ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ
ŝƚLJĂŶĚ
&ĞĚĞƌĂů
E.2.2 WĂƌƚŶĞƌǁŝƚŚƚŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ͕ĐŽŵŵƵŶŝƚLJ
ĐŽůůĞŐĞƐ͕ĂŶĚƌĞƐŽƵƌĐĞƉĂƌƚŶĞƌƐŽŶũŽďƐŬŝůůƐĂŶĚĞĚƵĐĂƟŽŶ
ŐĂƉŵŝƟŐĂƟŽŶĞīŽƌƚƐ;ŝ͘Ğ͘ŽĐĐƵƉĂƟŽŶĂůƚƌĂŝŶŝŶŐƐ͕ŝŶƚĞƌŶƐŚŝƉƐ͕
ĂƉƉƌĞŶƟĐĞƐŚŝƉƐ͕ĂŶĚĐĂƌĞĞƌǁŽƌŬƐŚŽƉƐͿ͘
KŶŐŽŝŶŐ tŽƌŬĨŽƌĐĞ
ĞǀĞůŽƉŵĞŶƚŽĂƌĚ
ŝƚLJĂŶĚ
&ĞĚĞƌĂů
E.2.3 ŽŶǀĞŶĞĂũŽďƐŬŝůůƐŶĞĞĚƐĂƐƐĞƐƐŵĞŶƚĚŝƐĐƵƐƐŝŽŶǁŝƚŚŚƵŵĂŶ
ƌĞƐŽƵƌĐĞƐƌĞƉƌĞƐĞŶƚĂƟǀĞƐĨƌŽŵƚĂƌŐĞƚŝŶĚƵƐƚƌŝĞƐ͕ĐŽŵŵƵŶŝƚLJ
ĐŽůůĞŐĞƐ͕ĂŶĚŐŽǀĞƌŶŵĞŶƚƌĞƐŽƵƌĐĞƉĂƌƚŶĞƌƐĂŶĚƉĂƌƚŶĞƌŽŶĂ^ŬŝůůƐ
ĞǀĞůŽƉŵĞŶƚĂŶĚdƌĂŝŶŝŶŐZĞƐŽƵƌĐĞ&ĂŝƌͬtŽƌŬƐŚŽƉ͘
^ŚŽƌƚ tŽƌŬĨŽƌĐĞ
ĞǀĞůŽƉŵĞŶƚŽĂƌĚ͖
ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ
ŝƚLJĂŶĚ
&ĞĚĞƌĂů
E.2.4 WƌŽǀŝĚĞĞŵƉůŽLJĞƌƐǁŝƚŚĂĐĐĞƐƐƚŽΗKŶƚŚĞ:ŽďdƌĂŝŶŝŶŐΗĨƵŶĚƐ
ƚŚĂƚĐĂŶƌĞŝŵďƵƌƐĞƚŚĞŝƌĞŵƉůŽLJĞĞƚƌĂŝŶŝŶŐƐďLJϱϬйĂŶĚŚŝƌŝŶŐ
ĐƌĞĚŝƚƐŽīĞƌĞĚƚŚƌŽƵŐŚƌĞƐŽƵƌĐĞƉĂƌƚŶĞƌƐ͘
KŶŐŽŝŶŐ tŽƌŬĨŽƌĐĞ
ĞǀĞůŽƉŵĞŶƚŽĂƌĚ͖
ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ
ŝƚLJĂŶĚ
&ĞĚĞƌĂů
ĐƟŽŶ ͘ϯ͗WƌŽŵŽƚĞtĞƐƚŶĂŚĞŝŵĂƐĂ^ĂĨĞWůĂĐĞƚŽ>ŝǀĞĂŶĚtŽƌŬ
E.3.1 WĂƌƚŶĞƌǁŝƚŚƚŚĞtĞƐƚŶĂŚĞŝŵWŽůŝĐĞ^ƵďƐƚĂƟŽŶ͕ŽĚĞ
ŶĨŽƌĐĞŵĞŶƚ͕ĂŶĚŶĞŝŐŚďŽƌŚŽŽĚĂŶĚďƵƐŝŶĞƐƐĂƐƐŽĐŝĂƟŽŶƐƚŽ
ĞŶŚĂŶĐĞĞīŽƌƚƐƚŽƌĞĚƵĐĞƉƵďůŝĐƐĂĨĞƚLJĂŶĚƐƵďƐƚĂŶĚĂƌĚŚŽƵƐŝŶŐ
ǀŝŽůĂƟŽŶƐ͘
KŶŐŽŝŶŐ WŽůŝĐĞ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ͖
ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ
ŝƚLJ
, Z/E'Z&dKdK ZϮϬϭϴͮD/Eн/DW> D Edd/KE | 133
5
d> ϱͳϭ/DW> D Edd/KEd/KEW>E
SPECIFIC ACTIONS TIMEFRAME
PRIMARY
RESPONSIBILITY
POTENTIAL
&hE/E'
^KhZ ^
ĐƟŽŶ ͘ϰ͗ZĞǀŝƚĂůŝnjĞŽŵŵĞƌĐŝĂůƌĞĂƐůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ
E.4.1 ^ƚƌĂƚĞŐŝĐĂůůLJƉƌŽŵŽƚĞƚŚĞtĞƐƚŐĂƚĞƌĞĚĞǀĞůŽƉŵĞŶƚĂŵŽŶŐ
ĚĞǀĞůŽƉĞƌƐ͕ĐŽŵŵĞƌĐŝĂůďƌŽŬĞƌƐ͕ĂŶĚƚŚĞďƵƐŝŶĞƐƐĐŽŵŵƵŶŝƚLJƚŽ
ƐƉƵƌĂĚĚŝƟŽŶĂůŝŶǀĞƐƚŵĞŶƚŝŶĚŝůĂƉŝĚĂƚĞĚĐŽŵŵĞƌĐŝĂůƐƚƌƵĐƚƵƌĞƐŝŶ
ƚŚĞĂƌĞĂĂŶĚƉƌŽŵŽƚĞǁĂůŬĂďůĞŶĞŝŐŚďŽƌŚŽŽĚĚĞƐƟŶĂƟŽŶĐĞŶƚĞƌƐ͘
DĞĚŝƵŵ ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ
ŝƚLJ
E.4.2 ĞǀĞůŽƉĂŽŵŵĞƌĐŝĂů&ĂĕĂĚĞZĞŚĂďŝůŝƚĂƟŽŶ>ŽĂŶWƌŽŐƌĂŵ
ƚŚĂƚĂƐƐŝƐƚƐƉƌŽƉĞƌƚLJŽǁŶĞƌƐǁŝƚŚĞdžƚĞƌŝŽƌŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞŝƌ
ĐŽŵŵĞƌĐŝĂůĐĞŶƚĞƌƐ͘
DĞĚŝƵŵ ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ͖
WƵďůŝĐhƟůŝƟĞƐ
ŝƚLJ
E.4.3 ŶĐŽƵƌĂŐĞĂŶĚĨĂĐŝůŝƚĂƚĞŶĞŝŐŚďŽƌŚŽŽĚͲĚĞƐŝƌĞĚƌĞƚĂŝů
ĂŶĚĚŝŶŝŶŐŽƉƟŽŶƐƚŚƌŽƵŐŚĨĞĞĚĞĨĞƌƌĂůƐĂŶĚĨĂƐƚͲƚƌĂĐŬƌĞǀŝĞǁ
ŵĞĞƟŶŐƐ͘
KŶŐŽŝŶŐ ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ͖
WƵďůŝĐhƟůŝƟĞƐ
ŝƚLJ
E.4.4 &ĂĐŝůŝƚĂƚĞƚŚĞƚƌĂŶƐŝƟŽŶŽĨŵŝĚͲďůŽĐŬƐƚƌŝƉĐŽŵŵĞƌĐŝĂů
ĚĞǀĞůŽƉŵĞŶƚƚŽŚŝŐŚͲƋƵĂůŝƚLJƌĞƐŝĚĞŶƟĂůƵƐĞƐ͘
KŶŐŽŝŶŐ ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ͖
WƵďůŝĐhƟůŝƟĞƐ
ŝƚLJ
DŽďŝůŝƚLJĂŶĚ^ƚƌĞĞƚƐĐĂƉĞĐƟŽŶƐ
D͘ϭdƌĂŶƐƉŽƌƚĂƟŽŶĞŵĂŶĚDĂŶĂŐĞŵĞŶƚWƌŽŐƌĂŵ;dDͿ͘
EŽŶͲƌĞƐŝĚĞŶƟĂůƉƌŽũĞĐƚƉƌŽƉĞƌƚLJŽǁŶĞƌͬĚĞǀĞůŽƉĞƌƐĂƌĞƌĞƋƵŝƌĞĚ
ƚŽĞƐƚĂďůŝƐŚĂĐŽŵƉƌĞŚĞŶƐŝǀĞdDƉƌŽŐƌĂŵǁŝƚŚĂŵĞŶƵŽĨ
ĐŽŵŵƵƚĞŽƉƟŽŶƐĂŶĚŝŶĐĞŶƟǀĞƐĨŽƌĞdžŝƐƟŶŐĂŶĚĨƵƚƵƌĞĞŵƉůŽLJĞĞƐ͘
^ƚƌĂƚĞŐŝĞƐƐŚĂůůŝŶĐůƵĚĞƉĂƌƟĐŝƉĂƟŽŶŝŶĂĐůĞĂŶĨƵĞůƐŚƵƩůĞƉƌŽŐƌĂŵ
ĂŶĚƉĂƌƟĐŝƉĂƟŽŶŝŶƚŚĞŶĂŚĞŝŵdƌĂŶƐƉŽƌƚĂƟŽŶEĞƚǁŽƌŬͬ
dƌĂŶƐƉŽƌƚĂƟŽŶDĂŶĂŐĞŵĞŶƚƐƐŽĐŝĂƟŽŶ͘
KŶŐŽŝŶŐ WƵďůŝĐtŽƌŬƐ ŵƉůŽLJĞƌͬ
Developer
D͘ϮdƌĂŶƐƉŽƌƚĂƟŽŶ^ƚƵĚŝĞƐ͘ZĞƋƵŝƌĞƐŝƚĞƐƉĞĐŝĮĐƚƌĂŶƐƉŽƌƚĂƟŽŶ
ƐƚƵĚŝĞƐĨŽƌŶĞǁĚĞǀĞůŽƉŵĞŶƚƉƌŽƉŽƐĂůƐƚŽĂĚĚƌĞƐƐĂĐĐĞƐƐǁŚĞŶ
ĚĞƚĞƌŵŝŶĞĚŶĞĐĞƐƐĂƌLJďLJƚŚĞdƌĂĸĐĂŶĚdƌĂŶƐƉŽƌƚĂƟŽŶDĂŶĂŐĞƌ͘
KŶŐŽŝŶŐ WƵďůŝĐtŽƌŬƐ͖
ĂůƚƌĂŶƐ
Developer
M.3 Beach Boulevard and Lincoln Avenue Improvements.
ŽŽƌĚŝŶĂƚĞǁŝƚŚĂůƚƌĂŶƐŽŶƌĞͲƟŵŝŶŐƚŚĞŝŶƚĞƌƐĞĐƟŽŶ͕ǁŚŝĐŚ
ǁŽƵůĚŝŵƉƌŽǀĞŝŶƚĞƌƐĞĐƟŽŶŽƉĞƌĂƟŽŶƐƚŽďĞƩĞƌƚŚĂŶƉƌĞͲƉƌŽũĞĐƚ
ĐŽŶĚŝƟŽŶƐ͘
^ŚŽƌƚʹ ƐƟŵĂƚĞĚ
ŶĞĞĚŝƐĂƚϭϬйŽĨ
ƉƌŽũĞĐƚďƵŝůĚŽƵƚ
ĂůƚƌĂŶƐ ĂůƚƌĂŶƐ
M.4 Beach Boulevard and Orange Avenue Improvements.
ĚĚĂĚĞĚŝĐĂƚĞĚƌŝŐŚƚͲƚƵƌŶůĂŶĞŽŶƚŚĞŶŽƌƚŚďŽƵŶĚĂƉƉƌŽĂĐŚ͕
ĂŶĚĂĚĞĚŝĐĂƚĞĚƌŝŐŚƚͲƚƵƌŶůĂŶĞĂŶĚĂĚĚŝƟŽŶĂůůĞŌͲƚƵƌŶůĂŶĞŽŶ
ƚŚĞĞĂƐƚďŽƵŶĚĂƉƉƌŽĂĐŚ͕ŝĨĨĞĂƐŝďůĞǁŚĞŶŶĞǁĚĞǀĞůŽƉŵĞŶƚŝƐ
ƉƌŽƉŽƐĞĚŽŶĂĚũĂĐĞŶƚƉƌŽƉĞƌƟĞƐ͘
>ŽŶŐ WƵďůŝĐtŽƌŬƐ ŝƚLJ͕ĂůƚƌĂŶƐ͕
Kd͕^ƚĂƚĞ
ĂŶĚ&ĞĚĞƌĂů
&ƵŶĚƐ͕WƌŝǀĂƚĞ
ĞǀĞůŽƉŵĞŶƚ
M.5 Beach Boulevard and Ball Road Improvements.ĚĚ
ĂĚĚŝƟŽŶĂůůĞŌƚƵƌŶůĂŶĞƐĂƚƚŚĞĞĂƐƚďŽƵŶĚĂŶĚǁĞƐƚďŽƵŶĚ
ĂƉƉƌŽĂĐŚĞƐ͕ŝĨĨĞĂƐŝďůĞǁŚĞŶŶĞǁĚĞǀĞůŽƉŵĞŶƚŝƐƉƌŽƉŽƐĞĚĂƚƚŚĞ
ŝŶƚĞƌƐĞĐƟŽŶ͘
>ŽŶŐ WƵďůŝĐtŽƌŬƐ ŝƚLJ͕ĂůƚƌĂŶƐ͕
Kd͕^ƚĂƚĞ
ĂŶĚ&ĞĚĞƌĂů
&ƵŶĚƐ͕WƌŝǀĂƚĞ
ĞǀĞůŽƉŵĞŶƚ
134 ͮD/Eн/DW> D Edd/KEͮ, Z/E'Z&dKdK ZϮϬϭϴ
d> ϱͳϭ/DW> D Edd/KEd/KEW>E
SPECIFIC ACTIONS TIMEFRAME
PRIMARY
RESPONSIBILITY
POTENTIAL
&hE/E'
^KhZ ^
D͘ϲĞĂĐŚŽƵůĞǀĂƌĚĂŶĚĞƌƌŝƚŽƐǀĞŶƵĞ͘WĂLJĂĨĂŝƌͲƐŚĂƌĞ
ĐŽŶƚƌŝďƵƟŽŶƚŽǁĂƌĚĂĚĚŝŶŐĂŶĂĚĚŝƟŽŶĂůůĞŌͲƚƵƌŶůĂŶĞĂƚƚŚĞ
ŶŽƌƚŚďŽƵŶĚĂƉƉƌŽĂĐŚĂŶĚĂĚĞĚŝĐĂƚĞĚƌŝŐŚƚͲƚƵƌŶůĂŶĞĂƚƚŚĞ
ĞĂƐƚďŽƵŶĚĂƉƉƌŽĂĐŚ͕ŝĨƌŝŐŚƚͲŽĨͲǁĂLJĐĂŶďĞĂĐƋƵŝƌĞĚ͘
>ŽŶŐ WƵďůŝĐtŽƌŬƐ ŝƚLJ͕ĂůƚƌĂŶƐ͕
Kd͕^ƚĂƚĞ
ĂŶĚ&ĞĚĞƌĂů
&ƵŶĚƐ͕WƌŝǀĂƚĞ
ĞǀĞůŽƉŵĞŶƚ
M.7 Beach Boulevard and Katella Avenue.WĂLJĂĨĂŝƌͲƐŚĂƌĞ
ĐŽŶƚƌŝďƵƟŽŶƚŽǁĂƌĚĂĚĚŝŶŐĂŶĂĚĞĚŝĐĂƚĞĚƌŝŐŚƚͲƚƵƌŶůĂŶĞĂƚƚŚĞ
ŶŽƌƚŚďŽƵŶĚĂƉƉƌŽĂĐŚ͕ŝĨƌŝŐŚƚͲŽĨͲǁĂLJĐĂŶďĞĂĐƋƵŝƌĞĚ͘
>ŽŶŐ WƵďůŝĐtŽƌŬƐ ŝƚLJ͕ĂůƚƌĂŶƐ͕
Kd͕^ƚĂƚĞ
ĂŶĚ&ĞĚĞƌĂů
&ƵŶĚƐ͕WƌŝǀĂƚĞ
ĞǀĞůŽƉŵĞŶƚ
D͘ϴ<ŶŽƩǀĞŶƵĞĂŶĚ>ŝŶĐŽůŶǀĞŶƵĞ/ŶƚĞƌƐĞĐƟŽŶ
Improvements.WĂLJĂĨĂŝƌƐŚĂƌĞĐŽŶƚƌŝďƵƟŽŶƚŽǁĂƌĚĂĚĚŝŶŐ
ĂŶĂĚĚŝƟŽŶĂůůĞŌͲƚƵƌŶůĂŶĞĂƚƚŚĞŶŽƌƚŚďŽƵŶĚĂƉƉƌŽĂĐŚĂŶĚĂ
ĚĞĚŝĐĂƚĞĚƌŝŐŚƚͲƚƵƌŶůĂŶĞĂƚƚŚĞĞĂƐƚďŽƵŶĚĂƉƉƌŽĂĐŚ͘
>ŽŶŐ WƵďůŝĐtŽƌŬƐ ŝƚLJ͕ĂůƚƌĂŶƐ͕
Kd͕^ƚĂƚĞ
ĂŶĚ&ĞĚĞƌĂů
&ƵŶĚƐ͕WƌŝǀĂƚĞ
ĞǀĞůŽƉŵĞŶƚ
D͘ϵdƌĂŝů/ŵƉƌŽǀĞŵĞŶƚƐůŽŶŐĂƌďŽŶƌĞĞŬŚĂŶŶĞů͘/ŵƉƌŽǀĞ
ĂŶĚĐŽŶŶĞĐƚƚŚĞƚƌĂŝůĂůŽŶŐƚŚĞĂƌďŽŶƌĞĞŬŚĂŶŶĞůĐŽŶƐŝƐƚĞŶƚ
ǁŝƚŚƚŚĞŝƚLJŽĨŶĂŚĞŝŵŝĐLJĐůĞDĂƐƚĞƌWůĂŶ͘
^ŚŽƌƚ ŽŵŵƵŶŝƚLJ^ĞƌǀŝĐĞƐ͖
WƵďůŝĐtŽƌŬƐ
ŝƚLJ
D͘ϭϬƌŽƐƐǁĂůŬ ŶŚĂŶĐĞŵĞŶƚƐ͘ŽŽƌĚŝŶĂƚĞǁŝƚŚĂůƚƌĂŶƐƚŽ
ŝŵƉůĞŵĞŶƚŚŝŐŚǀŝƐŝďŝůŝƚLJĐƌŽƐƐǁĂůŬƐĂƚĞĂĐŚŽƵůĞǀĂƌĚĂŶĚĂůů
ZŽĂĚ͕KƌĂŶŐĞǀĞŶƵĞ͕ĂŶĚ>ŝŶĐŽůŶǀĞŶƵĞ͘
^ŚŽƌƚ WƵďůŝĐtŽƌŬƐ ŝƚLJ͕ĂůƚƌĂŶƐ͕
Kd͕^ƚĂƚĞ
ĂŶĚ&ĞĚĞƌĂů
&ƵŶĚƐ
M.11 Sidewalk and Streetscape Improvements.ŽŽƌĚŝŶĂƚĞ
ƐŝĚĞǁĂůŬĂŶĚƐƚƌĞĞƚƐĐĂƉĞŝŵƉƌŽǀĞŵĞŶƚƐǁŝƚŚƚŚĞƵŶĚĞƌŐƌŽƵŶĚŝŶŐ
ŽĨƵƟůŝƟĞƐĂƐĚĞƐĐƌŝďĞĚŝŶĂĐƟŽŶ/͘ϴhŶĚĞƌŐƌŽƵŶĚhƟůŝƟĞƐ͘
DĞĚŝƵŵ WƵďůŝĐhƟůŝƟĞƐ͖
WƵďůŝĐtŽƌŬƐ
ŝƚLJ
/ĚĞŶƟƚLJĂŶĚƌĂŶĚŝŶŐĐƟŽŶƐ
B.1 Beach Boulevard Brand.WĂƌƚŶĞƌǁŝƚŚƐƵƌƌŽƵŶĚŝŶŐĐŝƟĞƐŽŶ
ďƌĂŶĚŝŶŐĂŶĚŵĂƌŬĞƟŶŐƋƵĂůŝĨLJŽĨůŝĨĞ͕ƚŽƵƌŝƐŵ͕ĂŶĚďƵƐŝŶĞƐƐ
ĂŵĞŶŝƟĞƐĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘
^ŚŽƌƚ ŽŵŵƵŶŝƚLJ
Θ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ
ŝƚLJ
/ŶĨƌĂƐƚƌƵĐƚƵƌĞĐƟŽŶƐ
I.1 Gray Water Systems.WƌŽŵŽƚĞƚŚĞƵƐĞŽĨŐƌĂLJǁĂƚĞƌƐLJƐƚĞŵƐ͕Ă
ƉƌŽĐĞƐƐƚŚĂƚƚLJƉŝĐĂůůLJŝŶĐůƵĚĞƐƌŽƵƟŶŐǁĂƚĞƌĨƌŽŵƐŚŽǁĞƌƐ͕ƐŝŶŬƐ
ĂŶĚǁĂƐŚŝŶŐŵĂĐŚŝŶĞƐ͕ƚƌĞĂƟŶŐƚŚĞǁĂƚĞƌƚŽE^&ϯϱϬƐƚĂŶĚĂƌĚƐ
;ŽƌĞƋƵŝǀĂůĞŶƚͿĂŶĚƌĞƵƐŝŶŐƚŚĞƚƌĞĂƚĞĚŐƌĂLJǁĂƚĞƌǁŝƚŚŝŶƚŚĞ
ďƵŝůĚŝŶŐĨŽƌƚŽŝůĞƚŇƵƐŚŝŶŐŽƌĞdžƚĞƌŝŽƌůĂŶĚƐĐĂƉŝŶŐ͘'ƌĂLJǁĂƚĞƌ
ƐLJƐƚĞŵƐĂƌĞĞƐƉĞĐŝĂůůLJŽƉƉŽƌƚƵŶĞĂŶĚĐŽƐƚĞīĞĐƟǀĞǁŝƚŚŝŶŶĞǁ
ŚŽƚĞůĚĞǀĞůŽƉŵĞŶƚƐĂŶĚŵƵůƟͲĨĂŵŝůLJƌĞƐŝĚĞŶƟĂůĚĞǀĞůŽƉŵĞŶƚƐ
ǁŚĞƌĞƚŚĞĐŽŶƐƚĂŶƚƵƐĞŽĨǁĂƚĞƌĨƌŽŵƐŚŽǁĞƌƐ͕ƐŝŶŬƐĂŶĚǁĂƐŚŝŶŐ
ŵĂĐŚŝŶĞƐĐĂŶďĞƌĞƵƐĞĚĨŽƌƚŽŝůĞƚŇƵƐŚŝŶŐĂŶĚͬŽƌůĂŶĚƐĐĂƉĞ
ŝƌƌŝŐĂƟŽŶ͘
>ŽŶŐ WƌŝǀĂƚĞĞǀĞůŽƉŵĞŶƚ͖
WƵďůŝĐhƟůŝƟĞƐ͖
WƵďůŝĐtŽƌŬƐ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ
ĞǀĞůŽƉĞƌͬŝƚLJ
, Z/E'Z&dKdK ZϮϬϭϴͮD/Eн/DW> D Edd/KE | 135
5
d> ϱͳϭ/DW> D Edd/KEd/KEW>E
SPECIFIC ACTIONS TIMEFRAME
PRIMARY
RESPONSIBILITY
POTENTIAL
&hE/E'
^KhZ ^
I.2 Small-scale and Large-scale Cistern and Reuse Systems.
WƌŽŵŽƚĞƚŚĞŝŵƉůĞŵĞŶƚĂƟŽŶŽĨĂŚĂƌǀĞƐƚĞĚƌĂŝŶǁĂƚĞƌDWƚŽ
ƉƌŽǀŝĚĞĂŵƵůƟͲďĞŶĞĮƚƐŽůƵƟŽŶƚŚĂƚĐŽƵůĚƐĂƟƐĨLJďŽƚŚǁĂƚĞƌ
ƋƵĂůŝƚLJƌĞŐƵůĂƟŽŶƐĂŶĚƉƌŽǀŝĚĞĨŽƌĂƐƵƐƚĂŝŶĂďůĞǁĂƚĞƌƋƵĂŶƟƚLJ
ƐŽůƵƟŽŶƚŚĂƚǁŽƵůĚŽīƐĞƚƉŽƚĂďůĞǁĂƚĞƌĐŽƐƚƐ͘dŚĞĞĸĐŝĞŶĐLJĂŶĚ
ĐŽƐƚͲĞīĞĐƟǀĞŶĞƐƐĨŽƌŚĂƌǀĞƐƚĂŶĚƌĞƵƐĞƐLJƐƚĞŵƐŝŶĐƌĞĂƐĞƐǁŚĞŶ
ĐŽŵďŝŶĞĚǁŝƚŚŽŶͲƐŝƚĞŐƌĂLJǁĂƚĞƌƌĞĐLJĐůŝŶŐƐLJƐƚĞŵƐ͘
>ŽŶŐ WƌŝǀĂƚĞĞǀĞůŽƉŵĞŶƚ͖
WƵďůŝĐhƟůŝƟĞƐ͖
WƵďůŝĐtŽƌŬƐ͖
ŝƚLJ
I.3 Green Street Features. ŶĐŽƵƌĂŐĞŐƌĞĞŶƐƚƌĞĞƚĚĞƐŝŐŶ
ĐŽŵƉŽŶĞŶƚƐƚŚĂƚŵĂLJďĞĨĞĂƐŝďůĞĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͕ŝŶĐůƵĚŝŶŐ
ƐƚŽƌŵǁĂƚĞƌŝŶĮůƚƌĂƟŽŶƉůĂŶƚĞƌƐǁŝƚŚŝŶƉĂƌŬǁĂLJƐƚŽƚƌĞĂƚůŽƚƌƵŶŽī
ĂŶĚƌŽĂĚǁĂLJƌƵŶŽīĂƐǁĞůůĂƐƚƌĞĞďŽdžĞƐĂŶĚůŝŐŚƚƌĞŇĞĐƟǀĞƉĂǀŝŶŐ
ƐƵƌĨĂĐĞƐǁŚŝĐŚƌĞĚƵĐĞŚĞĂƚŝƐůĂŶĚĞīĞĐƚƐ͘
DĞĚŝƵŵ WƵďůŝĐtŽƌŬƐ ŝƚLJ
/͘ϰ>Žǁ/ŵƉĂĐƚĞǀĞůŽƉŵĞŶƚ;>/Ϳ͘/ŶĐŽƌƉŽƌĂƚĞ>/ƐƚƌĂƚĞŐŝĞƐĂŶĚ
ƐŽƵƌĐĞĐŽŶƚƌŽůŵĞĂƐƵƌĞƐŝŶƚŽĞdžŝƐƟŶŐƐŝƚĞƐĂŶĚĨƵƚƵƌĞĚĞǀĞůŽƉŵĞŶƚ
ǁŚĞƌĞĂƉƉƌŽƉƌŝĂƚĞ͘>/ƐŚŽƵůĚďĞŝŵƉůĞŵĞŶƚĞĚŝŶĂƐLJƐƚĞŵĂƟĐ
ŵĂŶŶĞƌƚŚĂƚŵĂdžŝŵŝnjĞƐƚŚĞƵƐĞŽĨ>/ĨĞĂƚƵƌĞƐƚŽƉƌŽǀŝĚĞ
ƚƌĞĂƚŵĞŶƚŽĨƐƚŽƌŵǁĂƚĞƌĂŶĚƌĞĚƵĐĞƌƵŶŽīŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞ
D^ϰWĞƌŵŝƚ͘
KŶŐŽŝŶŐ WƌŝǀĂƚĞĞǀĞůŽƉŵĞŶƚ͖
WƵďůŝĐtŽƌŬƐ
WƌŝǀĂƚĞ
ĞǀĞůŽƉŵĞŶƚͬ
ŝƚLJ
I.5 Green Roofs and Green Walls.WƌŽŵŽƚĞƚŚĞƵƐĞŽĨŐƌĞĞŶƌŽŽĨƐ
ĂŶĚŐƌĞĞŶǁĂůůƐǁŚĞƌĞĂƉƉƌŽƉƌŝĂƚĞĨŽƌĂƉƌŽũĞĐƚ͘dŚĞLJŽīĞƌƵƉ
ƐŽŵĞŽĨƚŚĞŵŽƐƚĂĚǀĂŶĐĞĚǁĂLJƐƚŽƌĞĚƵĐĞƐƚŽƌŵǁĂƚĞƌƌƵŶŽī
ǀŽůƵŵĞƐĂŶĚĐŽŵŵŽŶƉŽůůƵƚĂŶƚƐ͘ƐŽƉĞŶƐƉĂĐĞďĞĐŽŵĞƐŵŽƌĞ
ůŝŵŝƚĞĚǁŝƚŚŝŶŚŝŐŚĚĞŶƐŝƚLJĂƌĞĂƐ͕ŐƌĞĞŶƌŽŽĨƐƉƌŽǀŝĚĞĂƐŽůƵƟŽŶ
ǁŝƚŚŵĂŶLJĂĚĚŝƟŽŶĂůďĞŶĞĮƚƐŝŶĐůƵĚŝŶŐƐƚŽƌŵǁĂƚĞƌƚƌĞĂƚŵĞŶƚ͕
ŝŶƚĞƌŶĂůĂŶĚĞdžƚĞƌŶĂůĐŽŽůŝŶŐĞīĞĐƚƐĨŽƌƚŚĞďƵŝůĚŝŶŐĂŶĚĂĞƐƚŚĞƟĐ
ďĞŶĞĮƚƐ͕ĂůůǁŝƚŚŝŶĂƐŚĂƌĞĚĨŽŽƚƉƌŝŶƚ͘
'ƌĞĞŶƌŽŽĨƐĂƌĞŵŽƐƚĨĞĂƐŝďůĞǁŚĞŶƚŚĞƌĞŝƐĂƐƚƵƌĚLJďƵŝůĚŝŶŐ
ƐƚƌƵĐƚƵƌĞŝŶĐůƵĚĞĚŝŶĂƉƌŽũĞĐƚ͘KŶƚŚĞŽƚŚĞƌŚĂŶĚ͕ŐƌĞĞŶǁĂůůƐ
ƌĞƋƵŝƌĞůĞƐƐƐƚƌƵĐƚƵƌĂůƐƚĂďŝůŝƚLJĂŶĚĐĂŶďĞŝŵƉůĞŵĞŶƚĞĚŽŶĂůŵŽƐƚ
ĂŶLJǀĞƌƟĐĂůƐƵƌĨĂĐĞ͘^ŽŵĞŽƉƉŽƌƚƵŶŝƟĞƐŝŶĐůƵĚĞŝŵƉůĞŵĞŶƟŶŐ
ŐƌĞĞŶǁĂůůƐŽŶƚŚĞƐŝĚĞƐŽĨůĂƌŐĞ͕ĂďŽǀĞͲŐƌŽƵŶĚƉĂƌŬŝŶŐƐƚƌƵĐƚƵƌĞƐ͘
'ƌĞĞŶƌŽŽĨͬǁĂůůĚĞƐŝŐŶĐĂŶďĞĐŽŵďŝŶĞĚǁŝƚŚŚĂƌǀĞƐƚĂŶĚƌĞƵƐĞ
ĐŝƐƚĞƌŶƐĂŶĚŐƌĂLJǁĂƚĞƌƐLJƐƚĞŵƐƚŽƉƌŽǀŝĚĞĂĐŽŶƐƚĂŶƚƐŽƵƌĐĞŽĨ
ƚƌĞĂƚĞĚǁĂƚĞƌĨŽƌŝƌƌŝŐĂƟŽŶǁŝƚŚŽƵƚŝŶĐƌĞĂƐŝŶŐĚĞŵĂŶĚƐŽŶůŽĐĂů
ĂŶĚƌĞŐŝŽŶĂůƉŽƚĂďůĞǁĂƚĞƌƐƵƉƉůŝĞƐ͘
>ŽŶŐ WƌŝǀĂƚĞĞǀĞůŽƉŵĞŶƚ͖
WƵďůŝĐtŽƌŬƐ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ
WƌŝǀĂƚĞ
ĞǀĞůŽƉŵĞŶƚͬ
ŝƚLJ
/͘ϲ^ĞǁĞƌ^LJƐƚĞŵ/ŵƉƌŽǀĞŵĞŶƚƐ͘hƉͲƐŝnjĞĨŽƵƌƐĞǁĞƌƐĞŐŵĞŶƚƐŽŶ
ƚŚĞǁĞƐƚƐŝĚĞŽĨĞĂĐŚŽƵůĞǀĂƌĚ͕ŶŽƌƚŚŽĨĂůůZŽĂĚ;ƐĞĞŚĂƉƚĞƌ
ϰ͕dŚĞWůĂŶͿ
DĞĚŝƵŵͬ>ŽŶŐ WƵďůŝĐtŽƌŬƐ ŝƚLJ
I.7 Water System Improvements.ZĞƉůĂĐĞǁĂƚĞƌůŝŶĞƐĂƐŝĚĞŶƟĮĞĚ
ŝŶƚŚĞŝƚLJΖƐtĂƚĞƌ^LJƐƚĞŵWůĂŶĨŽƌůŝŶĞƐǁŝƚŚŝŶŽƌĂĚũĂĐĞŶƚƚŽƚŚĞ
^ƉĞĐŝĮĐWůĂŶďŽƵŶĚĂƌLJ͕ŝŶĐůƵĚŝŶŐƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨĂǁĂƚĞƌŵĂŝŶ
ŽŶ>ŝŶĐŽůŶǀĞŶƵĞ;ƐĞĞŚĂƉƚĞƌϰ͕dŚĞWůĂŶͿ
^ŚŽƌƚͬDĞĚŝƵŵ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
/͘ϴhŶĚĞƌŐƌŽƵŶĚhƟůŝƟĞƐ͘ŽŽƌĚŝŶĂƚĞǁŝƚŚ^ ŽŶƚŚĞƵŶĚĞƌ
ŐƌŽƵŶĚŝŶŐŽĨĞůĞĐƚƌŝĐĂůůŝŶĞƐĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘ŽŶƟŶƵĞƚŽ
ƐĞĞŬĨƵŶĚŝŶŐĨŽƌƚŚĞŝŵƉƌŽǀĞŵĞŶƚƐ͘
DĞĚŝƵŵ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
136 ͮD/Eн/DW> D Edd/KEͮ, Z/E'Z&dKdK ZϮϬϭϴ
d> ϱͳϭ/DW> D Edd/KEd/KEW>E
SPECIFIC ACTIONS TIMEFRAME
PRIMARY
RESPONSIBILITY
POTENTIAL
&hE/E'
^KhZ ^
^ƵƐƚĂŝŶĂďŝůŝƚLJĐƟŽŶƐ
^͘ϭWƵďůŝĐhƟůŝƟĞƐ/ŶĐĞŶƟǀĞƐWƌŽŐƌĂŵƐ͘ŽŶƟŶƵĞƚŽŽīĞƌ
ƉƵďůŝĐƵƟůŝƚLJƌĞďĂƚĞƐĂŶĚŝŶĐĞŶƟǀĞƐƉƌŽŐƌĂŵƐƚŽ^WƌĞƐŝĚĞŶƚƐ͕
ďƵƐŝŶĞƐƐĞƐĂŶĚƉƌŽƉĞƌƚLJŽǁŶĞƌƐ͘
KŶŐŽŝŶŐ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
S.2 City Green Building.ŽŶƟŶƵĞƚŽŽīĞƌ'ƌĞĞŶƵŝůĚŝŶŐ/ŶĐĞŶƟǀĞƐ
ƚŽ^WƌĞƐŝĚĞŶƚƐ͕ďƵƐŝŶĞƐƐĞƐĂŶĚƉƌŽƉĞƌƚLJŽǁŶĞƌƐ͘
KŶŐŽŝŶŐ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
S.3 Youth Center Solar.ĚĚƐŽůĂƌƉĂŶĞůƐŽŶƚŚĞƌŽŽŌŽƉĂŶĚ
ƉĂƌŬŝŶŐƐŚĂĚĞƐƚƌƵĐƚƵƌĞƐŽĨƚŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚĞŶƚĞƌ͘
DĞĚŝƵŵ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
S.4 Twila Reid Park.ĚĚƐŽůĂƌƐŚĂĚĞƐƚƌƵĐƚƵƌĞƐƚŽƉƌŽǀŝĚĞ
ĞůĞĐƚƌŝĐŝƚLJĨŽƌůŝŐŚƟŶŐƚŽŝŶĐƌĞĂƐĞƐĂĨĞƚLJŝŶƚŚĞƉĂƌŬ͘
DĞĚŝƵŵ ŽŵŵƵŶŝƚLJ^ĞƌǀŝĐĞƐ ŝƚLJ
S.5 Schweitzer Park.ĚĚƐŽůĂƌƐŚĂĚĞƐƚƌƵĐƚƵƌĞƐĂŶĚƐŽůĂƌƚƌĞĞƐ
ƚŽƉƌŽǀŝĚĞĞůĞĐƚƌŝĐŝƚLJĨŽƌĂĚĂƉƟǀĞůŝŐŚƟŶŐ͕ĂŶĚŽƚŚĞƌĂĚǀĂŶĐĞĚ
ůŝŐŚƟŶŐƐŽůƵƟŽŶƐƚŽŝŶĐƌĞĂƐĞƐĂĨĞƚLJŝŶƚŚĞƉĂƌŬ͘
DĞĚŝƵŵ ŽŵŵƵŶŝƚLJ^ĞƌǀŝĐĞƐ͖
WƵďůŝĐhƟůŝƟĞƐ
ŝƚLJ
^͘ϲWĂƌŬŝŶŐ^ƚƌƵĐƚƵƌĞĂƚƚŚĞĐŽƌŶĞƌŽĨKƌĂŶŐĞĂŶĚĞĂĐŚ͘tŽƌŬ
ǁŝƚŚƚŚĞƉƌŽƉĞƌƚLJŽǁŶĞƌƚŽĂĚĚƐŽůĂƌƉĂŶĞůƐƚŽƌŽŽŌŽƉŽĨƉĂƌŬŝŶŐ
ƐƚƌƵĐƚƵƌĞ͘
DĞĚŝƵŵ WƌŽƉĞƌƚLJKǁŶĞƌ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ͖
WƵďůŝĐhƟůŝƟĞƐ
WƌŽƉĞƌƚLJ
KǁŶĞƌ
S.7 Sustainable Development.tŽƌŬǁŝƚŚĚĞǀĞůŽƉĞƌƐƚŽ
ŝŶĐŽƌƉŽƌĂƚĞƌĞŶĞǁĂďůĞƉŽǁĞƌƐƵƉƉůLJŝŶƐƚĂůůĂƟŽŶƐŝŶƚŽŶĞǁ
ƉƌŽũĞĐƚƐ͘
KŶŐŽŝŶŐ WƌŽƉĞƌƚLJKǁŶĞƌ͖
WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ͖
WƵďůŝĐhƟůŝƟĞƐ
WƌŽƉĞƌƚLJ
KǁŶĞƌ
^͘ϴhƟůŝƚLJĞŵĂŶĚ^ŝĚĞDĂŶĂŐĞŵĞŶƚWƌŽŐƌĂŵ͘ĞǀĞůŽƉĂĚĞŵĂŶĚ
ƐŝĚĞŵĂŶĂŐĞŵĞŶƚƉƌŽŐƌĂŵƚŚĂƚĚĞƐĐƌŝďĞƐƚŚĞĞdžŝƐƟŶŐĐŝƚLJͲǁŝĚĞ
ƉƌŽŐƌĂŵƐƚŚĂƚĂƌĞĂǀĂŝůĂďůĞŝŶƚŚĞ^WĂƌĞĂ͕ĂŶĚĚĞƚĂŝůƐŚŽǁƚŚĞLJ
ĐĂŶďĞĂƉƉůŝĞĚƐƉĞĐŝĮĐĂůůLJƚŽƚŚĞ^WĂƌĞĂ͘
^ŚŽƌƚ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
^͘ϵĞŵĂŶĚZĞƐƉŽŶƐĞƉƌŽŐƌĂŵ͘ĞǀĞůŽƉĂĚĞŵĂŶĚƉƌŽŐƌĂŵƚŚĂƚ
ĞŶĐŽƵƌĂŐĞƐĞŶĚͲƵƐĞƌƐƚŽŵĂŬĞƐŚŽƌƚͲƚĞƌŵƌĞĚƵĐƟŽŶƐŝŶĞŶĞƌŐLJƵƐĞ
ĚƵƌŝŶŐƐƉĞĐŝĮĐŚŽƵƌƐ͘
DĞĚŝƵŵ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
^͘ϭϬEĞƚĞƌŽ ŶĞƌŐLJ͘ŽŶƐŝĚĞƌĂĚŽƉƟŶŐƚŚĞǀŽůƵŶƚĂƌLJƌĞƐŝĚĞŶƟĂů
ŶĞƚnjĞƌŽĞŶĞƌŐLJ;E ͿƟĞƌŽĨƚŚĞϮϬϭϲ>'ƌĞĞŶƵŝůĚŝŶŐŽĚĞĨŽƌ
ƚŚĞ^WĂƌĞĂ͕ǁŚŝĐŚĐĂŶďĞĂƉƉůŝĞĚƚŽďŽƚŚƚƌĂĚŝƟŽŶĂůƌĞƐŝĚĞŶƟĂů
ĚĞǀĞůŽƉŵĞŶƚĂƐǁĞůůĂƐŚŽƚĞůƐͬŵŽƚĞůƐ͘
^ŚŽƌƚ WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ EŽŽƐƚ
^͘ϭϭŝͲ>ĞǀĞůĚĂƉƟǀĞ>ŝŐŚƟŶŐ͘/ŶƐƚĂůůŝͲůĞǀĞůĂĚĂƉƟǀĞĞdžƚĞƌŝŽƌ
ůŝŐŚƟŶŐŝŶƉƵďůŝĐĂƌĞĂƐƐƵĐŚĂƐƉĂƌŬƐĂŶĚƚŚĞtĞƐƚŶĂŚĞŝŵzŽƵƚŚ
ĞŶƚĞƌŝŶƚŚĞ^WĂƌĞĂƚŽĚĞĐƌĞĂƐĞĞŶĞƌŐLJĐŽŶƐƵŵƉƟŽŶĂŶĚ
ŝŶĐƌĞĂƐĞƐĂĨĞƚLJ͘
>ŽŶŐ ŽŵŵƵŶŝƚLJ^ĞƌǀŝĐĞƐ͖
WƵďůŝĐhƟůŝƟĞƐ
ŝƚLJ
^͘ϭϮĚǀĂŶĐĞĚ>ŝŐŚƟŶŐƉƉůŝĐĂƟŽŶ/ŶĐĞŶƟǀĞƐ͘ĞǀĞůŽƉŝŶĐĞŶƟǀĞƐ
ƚŽŝŶĐŽƌƉŽƌĂƚĞŶĞǁŽƌƌĞƚƌŽĮƚůŝŐŚƟŶŐĂƚƚŚĞŚŽƐƉŝƚĂů͕ŚŽƚĞůͬ
ŵŽƚĞůƐ͕ĂŶĚŽƚŚĞƌĐŽŵŵĞƌĐŝĂůďƵŝůĚŝŶŐƐƚŽĐŽŶƐĞƌǀĞĞŶĞƌŐLJ͕ƌĞĚƵĐĞ
ŐƌĞĞŶŚŽƵƐĞŐĂƐĞŵŝƐƐŝŽŶƐ͕ĂŶĚĞŶŚĂŶĐĞŚĞĂůƚŚĂŶĚƐĂĨĞƚLJĨŽƌƚŚĞ
ĐŽŵŵƵŶŝƚLJ͘
DĞĚŝƵŵ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
S.13 CALSTART Partnership.tŽƌŬǁŝƚŚKƌĂŶŐĞŽƵŶƚLJdƌĂŶƐŝƚ
ƵƚŚŽƌŝƚLJ;KdͿƚŽďĞĐŽŵĞĂŵĞŵďĞƌŽĨ>^dZd͕ĂŶŽŶƉƌŽĮƚ
ƐƚƌĂƚĞŐŝĐďƌŽŬĞƌĨŽƌĐůĞĂŶƚƌĂŶƐƉŽƌƚĂƟŽŶ͘ŽŶƟŶƵĞƚŽƐƵƉƉŽƌƚ
ŶĂŚĞŝŵZĞƐŽƌƚdƌĂŶƐƉŽƌƚĂƟŽŶΖƐ;ZdΖƐͿŵĞŵďĞƌƐŚŝƉŝŶ>^dZd͘
^ŚŽƌƚ WƵďůŝĐtŽƌŬƐ ŝƚLJ
, Z/E'Z&dKdK ZϮϬϭϴͮD/Eн/DW> D Edd/KE | 137
5
d> ϱͳϭ/DW> D Edd/KEd/KEW>E
SPECIFIC ACTIONS TIMEFRAME
PRIMARY
RESPONSIBILITY
POTENTIAL
&hE/E'
^KhZ ^
^͘ϭϰ ůĞĐƚƌŝĐsĞŚŝĐůĞŚĂƌŐŝŶŐ^ƚĂƟŽŶƐ; s^Ϳ͘WƌŽŵŽƚĞĞdžŝƐƟŶŐ
ŶĂŚĞŝŵWƵďůŝĐhƟůŝƟĞƐ;WhͿŝŶĐĞŶƟǀĞƐƚŽŝŶƐƚĂůů s^ŝŶŶĞǁĂŶĚ
ƌĞƚƌŽĮƚƉƌŽũĞĐƚƐ͘
KŶŐŽŝŶŐ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
^͘ϭϱ,LJĚƌŽŐĞŶ&ƵĞůŝŶŐ^ƚĂƟŽŶ͘ŽŶĚƵĐƚĂƐƚƵĚLJǁŝƚŚŝŶƚŚĞ^W
ĂƌĞĂƚŽĚĞƚĞƌŵŝŶĞƚŚĞĨĞĂƐŝďŝůŝƚLJŽĨŝŶƐƚĂůůŝŶŐĂŚLJĚƌŽŐĞŶĨƵĞůŝŶŐ
ƐƚĂƟŽŶǁŝƚŚŝŶƚŚĞWůĂŶŶŝŶŐƌĞĂƚŽŚĞůƉĞdžƉĂŶĚƚŚĞ͞ŚLJĚƌŽŐĞŶ
ŚŝŐŚǁĂLJ͘͟
>ŽŶŐ WƌŝǀĂƚĞĞǀĞůŽƉŵĞŶƚ ŝƚLJ
^͘ϭϲŽŵƉƌĞƐƐĞĚEĂƚƵƌĂů'ĂƐ;E'Ϳ&ƵĞůŝŶŐ^ƚĂƟŽŶƐ͘tŽƌŬǁŝƚŚ
ĞdžŝƐƟŶŐŐĂƐƐƚĂƟŽŶƐǁŝƚŚŝŶƚŚĞ^WĂƌĞĂƚŽŝŶƐƚĂůůE'ĨƵĞůŝŶŐ
ƐƚĂƟŽŶƐƚŽĂĚǀĂŶĐĞĂůƚĞƌŶĂƟǀĞĐůĞĂŶŵŽĚĞƐŽĨƚƌĂŶƐƉŽƌƚĂƟŽŶĂŶĚ
ƌĞĚƵĐĞ','ĞŵŝƐƐŝŽŶƐ͘
^ŚŽƌƚ WƌŝǀĂƚĞĞǀĞůŽƉŵĞŶƚ ŝƚLJ
^͘ϭϳhƉŐƌĂĚĞtĂƚĞƌDĞƚĞƌƐ͘hƉŐƌĂĚĞǁĂƚĞƌŵĞƚĞƌƐŽŶĂůůƉƵďůŝĐůLJͲ
ŽǁŶĞĚůĂŶĚŝŶƚŚĞ^WĂƌĞĂƚŽǁĞĂƚŚĞƌďĂƐĞĚŽƌƐŽŝůƐƐĞŶƐŝŶŐ
ŵĞƚĞƌƐ͕ĂŶĚǁŽƌŬǁŝƚŚƉƌŝǀĂƚĞƉƌŽƉĞƌƚLJŽǁŶĞƌƐƚŽĚŽƚŚĞƐĂŵĞ͘
dŚĞƌĞĂƌĞƐƵďƐƚĂŶƟĂůǁĂƚĞƌĐŽŶƐĞƌǀĂƟŽŶ͕ĞŶĞƌŐLJƐĂǀŝŶŐƐ͕ĂŶĚ
ŐƌĞĞŶŚŽƵƐĞŐĂƐƌĞĚƵĐƟŽŶŽƉƉŽƌƚƵŶŝƟĞƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚŝŶƐƚĂůůŝŶŐ
ǁĞĂƚŚĞƌͲďĂƐĞĚŝƌƌŝŐĂƟŽŶĐŽŶƚƌŽůůĞƌƐ͘
dŚĞŝƚLJĐŽƵůĚĞdžƉůŽƌĞĂƉŝůŽƚƉƌŽũĞĐƚƐŝŵŝůĂƌƚŽƚŚĞDĞƚƌŽƉŽůŝƚĂŶ
tĂƚĞƌŝƐƚƌŝĐƚ;DtͿĨƵŶĚĞĚƉƌŽŐƌĂŵǁŝƚŚƚŚĞhĂǀŝƐ ŶĞƌŐLJ
ĸĐŝĞŶĐLJĞŶƚĞƌͬtĂƚĞƌ ŶĞƌŐLJ ĸĐŝĞŶĐLJĞŶƚĞƌ͘dŚŝƐƉƌŽŐƌĂŵ
ŝŵƉůĞŵĞŶƚƐǁĞĂƚŚĞƌͲďĂƐĞĚŵĞƚĞƌƌĞƚƌŽĮƚƐŝŶƚĞƐƚĂƌĞĂƐŝŶ
ĞdžĐŚĂŶŐĞĨŽƌƌĞĐĞŝǀŝŶŐĚĂƚĂƚŚĂƚŵĞĂƐƵƌĞƐƚŚĞĞīĞĐƟǀĞŶĞƐƐŽĨƚŚĞ
ƌĞƚƌŽĮƚƵƉŐƌĂĚĞƐ͘
^ŚŽƌƚ WƵďůŝĐhƟůŝƟĞƐ ŝƚLJ
^͘ϭϴƌŝŵĞWƌĞǀĞŶƟŽŶdŚƌŽƵŐŚ ŶǀŝƌŽŶŵĞŶƚĂůĞƐŝŐŶ; Wd Ϳ͘
/ŶĐůƵĚĞĂƵĚŝďůĞĨƵŶĐƟŽŶƐĂŶĚĐĂŵĞƌĂƐŽŶůŽĐĂůƉĂƌŬůŝŐŚƟŶŐ͘
^ƚĂŶĚĂƌĚƐĂŶĚŐƵŝĚĞůŝŶĞƐĨŽƌĚĞǀĞůŽƉŵĞŶƚ͕ƐŝƚĞĚĞƐŝŐŶ͕ĂŶĚ
ůĂŶĚƐĐĂƉŝŶŐƐŚŽƵůĚĂůƐŽĐŽŶƐŝĚĞƌ Wd ƉƌŝŶĐŝƉůĞƐ͘
DĞĚŝƵŵ WůĂŶŶŝŶŐΘƵŝůĚŝŶŐ
WŽůŝĐĞ
ŝƚLJ
138 ͮD/Eн/DW> D Edd/KEͮ, Z/E'Z&dKdK ZϮϬϭϴ
1ĂƐĞĚŽŶŽŶĮĚĞŶƟĂůDŽƚĞů^ƚƵĚLJĂƚĂ͕ǁŚŝĐŚĨŽƵŶĚƚŽƚĂůĂŶŶƵĂů
ƌĞǀĞŶƵĞŽĨΨϳ͘ϬϲŵŝůůŝŽŶĨŽƌƐĞůĞĐƚĞĚĞĂĐŚŽƵůĞǀĂƌĚƉƌŽƉĞƌƟĞƐ͘
2 ŚƩƉ͗ͬͬǁǁǁ͘ĂŶĂŚĞŝŵ͘ŶĞƚͬŽĐƵŵĞŶƚĞŶƚĞƌͬ,ŽŵĞͬsŝĞǁͬϱϮϳ
5.11.4 Potential Funding Mechanisms
/ŶĂĚĚŝƟŽŶƚŽŝƚLJĨƵŶĚŝŶŐĂŶĚŽƚŚĞƌƐŽƵƌĐĞƐŶŽƚĞĚŝŶ
dĂďůĞϱͲϭ͕ƚŚĞƌĞĂƌĞĂŶƵŵďĞƌŽĨŐƌĂŶƚ͕ůŽĂŶ͕ĂŶĚǀĂůƵĞ
ĐĂƉƚƵƌĞĨƵŶĚŝŶŐŵĞĐŚĂŶŝƐŵƐƚŚĂƚĐŽƵůĚďĞƵƟůŝnjĞĚƚŽ
ŝŵƉůĞŵĞŶƚƐĞǀĞƌĂůŽĨƚŚĞŝŵƉůĞŵĞŶƚĂƟŽŶĂĐƟŽŶƐŽĨ
ƚŚŝƐ^ƉĞĐŝĮĐWůĂŶ͘
>ŽĐĂůdĂdž/ŶĐƌĞŵĞŶƚĂŶĚƐƐĞƐƐŵĞŶƚŝƐƚƌŝĐƚƐ
Taxing Agencies Economic Development Fund
dŚĞŝƚLJŝƐĐƵƌƌĞŶƚůLJŶĞŐŽƟĂƟŶŐǁŝƚŚŽƚŚĞƌƌĞůĞǀĂŶƚ
ƚĂdžŝŶŐĂŐĞŶĐŝĞƐƚŽĐƌĞĂƚĞĂŶĞĐŽŶŽŵŝĐĚĞǀĞůŽƉŵĞŶƚ
ĨƵŶĚĨŽƌƵƐĞĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͘dŚŝƐƵŶŝƋƵĞǀĂůƵĞ
ĐĂƉƚƵƌĞĂŐƌĞĞŵĞŶƚǁŽƵůĚƉƌŽǀŝĚĞƚŚĞŝƚLJǁŝƚŚƚŚĞ
ŶĞĐĞƐƐĂƌLJĨƵŶĚƐƚŽďƵLJĂŐŝŶŐŵŽƚĞůƐŽƌŝŵƉůĞŵĞŶƚĂ
ǀĂƌŝĞƚLJŽĨŽƚŚĞƌŝŵƉƌŽǀĞŵĞŶƚƐ͘
ƵƐŝŶĞƐƐ/ŵƉƌŽǀĞŵĞŶƚŝƐƚƌŝĐƚ;/Ϳ
ƵƐŝŶĞƐƐ /ŵƉƌŽǀĞŵĞŶƚ ŝƐƚƌŝĐƚ ;/Ϳ ŝƐ Ă
ĐŽŵŵŽŶ ƚLJƉĞ ŽĨ ^ƉĞĐŝĂů ƐƐĞƐƐŵĞŶƚ ŝƐƚƌŝĐƚ ƚŚĂƚ
ĂƐƐĞƐƐĞƐ ďƵƐŝŶĞƐƐ ĂŶĚͬŽƌ ƉƌŽƉĞƌƚLJ ŽǁŶĞƌƐ ƚŽ ĨƵŶĚ
ŵĂŝŶƚĞŶĂŶĐĞ͕ŵĂƌŬĞƟŶŐ͕ĂŶĚŽƚŚĞƌƉƵďůŝĐƐĞƌǀŝĐĞƐŽƌ
ŝŵƉƌŽǀĞŵĞŶƚƐ͘/ĨƐƵĐŚĂŝƐƚƌŝĐƚǁĞƌĞƚŽďĞĨŽƌŵĞĚŝŶ
tĞƐƚŶĂŚĞŝŵĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚ͕ĨƵŶĚŝŶŐĐŽƵůĚ
ďĞƵƐĞĚƚŽĞŶŚĂŶĐĞƐĂŶŝƚĂƟŽŶĂŶĚĐůĞĂŶŝŶŐ͕ĂƐǁĞůůĂƐ
ŝŵƉƌŽǀĞƚŚĞƐƚƌĞĞƚƐĐĂƉĞĂŶĚƉĞĚĞƐƚƌŝĂŶĞdžƉĞƌŝĞŶĐĞ͘
ƐŝŵŝůĂƌ ŶĂŚĞŝŵ dŽƵƌŝƐŵ /ŵƉƌŽǀĞŵĞŶƚ ŝƐƚƌŝĐƚ
;d/Ϳ ǁĂƐ ĞƐƚĂďůŝƐŚĞĚ ďLJ ƚŚĞ ŝƚLJ ŽƵŶĐŝů ŝŶ
^ĞƉƚĞŵďĞƌϮϬϭϬ͕ĞƐƚĂďůŝƐŚŝŶŐĂϮƉĞƌĐĞŶƚĂƐƐĞƐƐŵĞŶƚ
ŽŶŚŽƚĞůƌŽŽŵ͞ƌĞŶƚƐ͟ĨŽƌĂůůůŽĚŐŝŶŐƐůŽĐĂƚĞĚǁŝƚŚŝŶ
dŚĞ ŶĂŚĞŝŵ ZĞƐŽƌƚΡ ĂŶĚ ƚŚĞ WůĂƟŶƵŵ dƌŝĂŶŐůĞ
ďŽƵŶĚĂƌŝĞƐ͘ LJ ůĂǁ͕ ĂƐƐĞƐƐŵĞŶƚƐ ŝŶ ƚŚĞƐĞ ĚŝƐƚƌŝĐƚƐ
ĂƌĞŶŽƚƚĂdžĞƐĨŽƌƚŚĞŐĞŶĞƌĂůďĞŶĞĮƚŽĨƚŚĞŝƚLJ͕ďƵƚ
ƌĂƚŚĞƌ ĂŶ ĂƐƐĞƐƐŵĞŶƚ ĨŽƌ ŝŵƉƌŽǀĞŵĞŶƚƐ͕ ƐĞƌǀŝĐĞƐ͕
ĂŶĚƉƌŽŐƌĂŵƐƚŚĂƚǁŝůůĚŝƌĞĐƚůLJďĞŶĞĮƚƚŚĞĂƐƐĞƐƐĞĚ
ĨĂĐŝůŝƟĞƐǁŝƚŚŝŶƚŚĞĚŝƐƚƌŝĐƚ͘
ĚŝƐƚƌŝĐƚĐĂŶďĞĞƐƚĂďůŝƐŚĞĚĂŶĚĂŶĂĚǀŝƐŽƌLJďŽĂƌĚ
ĂƉƉŽŝŶƚĞĚĂƐůŽŶŐĂƐŝƚŝƐŶŽƚƉƌŽƚĞƐƚĞĚďLJĂŵĂũŽƌŝƚLJŽĨ
ƉƌŽƉĞƌƚLJŽǁŶĞƌƐ͘ĂƐĞĚŽŶƚŽƚĂů'ƌŽƐƐZŽŽŵZĞĐĞŝƉƚƐ
ĨŽƌŵŽƚĞůƉƌŽƉĞƌƟĞƐŝŶϮϬϭϰ͕ĂĞĂĐŚŽƵůĞǀĂƌĚ
dŽƵƌŝƐŵ/ŵƉƌŽǀĞŵĞŶƚŝƐƚƌŝĐƚǁŝƚŚĂƐŝŵŝůĂƌϮƉĞƌĐĞŶƚ
ĂƐƐĞƐƐŵĞŶƚĐŽƵůĚƌĂŝƐĞŽǀĞƌΨϭϰϬ͕ϬϬϬƉĞƌLJĞĂƌĨŽƌ
ĞdžƚƌĂƐĂŶŝƚĂƟŽŶĂŶĚƐƚƌĞĞƚƐĐĂƉĞŝŵƉƌŽǀĞŵĞŶƚƐ͘1
>ĂŶĚƐĐĂƉĞĂŶĚ>ŝŐŚƟŶŐŝƐƚƌŝĐƚ
>ĂŶĚƐĐĂƉĞ ĂŶĚ >ŝŐŚƟŶŐ ŝƐƚƌŝĐƚ ĂůŽŶŐ ĞĂĐŚ
ŽƵůĞǀĂƌĚĐŽƵůĚĂůƐŽŚĞůƉƚŽŝŵƉƌŽǀĞƚŚĞƐƚƌĞĞƚƐĐĂƉĞ
ďLJĨƵŶĚŝŶŐƚŚĞŶĞǁƐƚƌĞĞƚůŝŐŚƚƐĂŶĚƚƌĂĸĐƐŝŐŶĂůƐ͕
ůĂŶĚƐĐĂƉŝŶŐ͕ƉĂƌŬǁĂLJƐ͕ŵĞĚŝĂŶƐ͕ĚƌĂŝŶĂŐĞĨĂĐŝůŝƟĞƐ͕
ĂŶĚŐƌĂĸƟƌĞŵŽǀĂů͘dŽĨŽƌŵƐƵĐŚĂĚŝƐƚƌŝĐƚŝŶtĞƐƚ
ŶĂŚĞŝŵ͕ƚŚĞƐƉŽŶƐŽƌŝŶŐĂŐĞŶĐLJ;Ğ͘Ő͕͘ŝƚLJŽĨŶĂŚĞŝŵͿ
ǁŽƵůĚĐŽŶĚƵĐƚĂƐƚƵĚLJ͕ƉƌĞƉĂƌĞĂŶĞŶŐŝŶĞĞƌ͛ƐƌĞƉŽƌƚ
ĂŶĚƉƌŽƉŽƐĞƚŚĞĨŽƌŵĂƟŽŶŽĨĂĚŝƐƚƌŝĐƚĂŶĚƚŚĞůĞǀLJŽĨ
ĂƐƐĞƐƐŵĞŶƚƐ͘īĞĐƚĞĚƉƌŽƉĞƌƚLJŽǁŶĞƌƐǁŽƵůĚƚŚĞŶ
ďĞŶŽƟĮĞĚŽĨĂƉƵďůŝĐŚĞĂƌŝŶŐƚŽĂĚĚƌĞƐƐĐŽŶĐĞƌŶƐ͘
&Žƌ ĐŽŵŵĞƌĐŝĂů ƉƌŽƉĞƌƟĞƐ ƐŝŵŝůĂƌ ƚŽ ƚŚŽƐĞ ĂůŽŶŐ
ĞĂĐŚ ŽƵůĞǀĂƌĚ͕ ĨƵŶĚŝŶŐ ŝƐ ƚLJƉŝĐĂůůLJ ĂƐƐĞƐƐĞĚ ďLJ
͞&ƌŽŶƚ&ŽŽƚĂŐĞ͕͟ŽƌŽŶĂůŽƚĨƌŽŶƚĨŽŽƚďĂƐŝƐ͘
ŽŵŵƵŶŝƚLJ&ĂĐŝůŝƟĞƐŝƐƚƌŝĐƚƐ;&ƐͿ
^ŝŵŝůĂƌ ƚŽ ĂƐƐĞƐƐŵĞŶƚ ĚŝƐƚƌŝĐƚƐ͕ DĞůůŽͲZŽŽƐ ďŽŶĚƐ
ĂƌĞ ƵƐĞĚ ƚŽ ĮŶĂŶĐĞ ƚŚĞ ĐŽŶƐƚƌƵĐƟŽŶ ŽĨ ŶĞĞĚĞĚ
ĐŽŵŵƵŶŝƚLJŝŶĨƌĂƐƚƌƵĐƚƵƌĞƚŚƌŽƵŐŚƚŚĞĐƌĞĂƟŽŶŽĨĂ
ŽŵŵƵŶŝƚLJ&ĂĐŝůŝƟĞƐŝƐƚƌŝĐƚ͘&ŝƐĨŽƌŵĞĚǁŚĞŶ
ƚŚĞ ƉƌŽƉĞƌƚLJ ŽǁŶĞƌƐ ŝŶ Ă ŐĞŽŐƌĂƉŚŝĐĂů ĂƌĞĂ ĂŐƌĞĞ
ƚŽŝŵƉŽƐĞĂƚĂdžŽŶƚŚĞůĂŶĚƚŽĨƵŶĚŝŶĨƌĂƐƚƌƵĐƚƵƌĞ
ŝŵƉƌŽǀĞŵĞŶƚƐ͘hŶůŝŬĞĂƐƐĞƐƐŵĞŶƚĚŝƐƚƌŝĐƚƐ͕ŚŽǁĞǀĞƌ͕
&ƐĂƌĞŵŽƐƚĐŽŵŵŽŶůLJĨŽƌŵĞĚŝŶĐĂƐĞƐŝŶǁŚŝĐŚ
ƚŚĞŐĞŽŐƌĂƉŚŝĐĂƌĞĂĞŶĐŽŵƉĂƐƐĞƐĂƐŵĂůůŶƵŵďĞƌŽĨ
ƉƌŽƉĞƌƚLJŽǁŶĞƌƐǁŚŽŝŶƚĞŶĚƚŽƐƵďĚŝǀŝĚĞƚŚĞůĂŶĚĨŽƌ
ƐĂůĞ͘dŽďĞĞŶĂĐƚĞĚ͕&ƐƌĞƋƵŝƌĞĂƉƵďůŝĐǀŽƚĞǁŝƚŚĂ
ƚǁŽͲƚŚŝƌĚƐŵĂũŽƌŝƚLJ͕ǁŚŝĐŚĐĂŶďĞĂĚŝĸĐƵůƚŚƵƌĚůĞ͘
DĞůůŽͲZŽŽƐůĂǁĂůůŽǁƐƚŚĞƚĂdžĞƐƚŽďĞƉƌŽƉŽƌƟŽŶĂůůLJ
ƐƵďĚŝǀŝĚĞĚĂŶĚƉĂƐƐĞĚŽŶƚŽĨƵƚƵƌĞůĂŶĚŽǁŶĞƌƐ͘dŚĞ
ƌĞǀĞŶƵĞ ĐĂŶ ƚŚĞŶ ďĞ ƵƐĞĚ ĞŝƚŚĞƌ ĨŽƌ ƉĂLJͲĂƐͲLJŽƵͲ
ŐŽ ĨƵŶĚŝŶŐ Žƌ ƚŽ ƉĂLJ Žī ďŽŶĚƐ ŝƐƐƵĞĚ ĂŐĂŝŶƐƚ ƚŚĞ
ĂŶƟĐŝƉĂƚĞĚƌĞǀĞŶƵĞĨƌŽŵƚŚĞ&͘
KƚŚĞƌ>ŽĐĂů^ŽƵƌĐĞƐŽĨ&ƵŶĚƐ
Development Impact Fees
ĞǀĞůŽƉŵĞŶƚ ŝŵƉĂĐƚ ĨĞĞƐ ĂƌĞ ĂŶŽƚŚĞƌ ƉŽƚĞŶƟĂů
ĨƵŶĚŝŶŐ ƐŽƵƌĐĞ ĨŽƌ ĂīŽƌĚĂďůĞ ŚŽƵƐŝŶŐ͕ ƉĂƌŬƐ͕ ĂŶĚ
ŽƚŚĞƌĂŵĞŶŝƟĞƐ͘dŚĞƐĞĨĞĞƐ͕ƉĂŝĚďLJŶĞǁƌĞƐŝĚĞŶƟĂů
ĂŶĚ ĐŽŵŵĞƌĐŝĂů ĚĞǀĞůŽƉŵĞŶƚ ƉƌŽũĞĐƚƐ͕ ŵƵƐƚ ŽŶůLJ
ďĞƵƐĞĚƚŽƉĂLJĨŽƌŝŵƉƌŽǀĞŵĞŶƚƐƚŚĂƚĐĂŶďĞ
ĚĞŵŽŶƐƚƌĂƚĞĚƚŽƐĞƌǀĞŶĞǁƌĞƐŝĚĞŶƚƐĂŶĚďƵƐŝŶĞƐƐĞƐ͘
ŶĞdžƵƐƐƚƵĚLJ͕ǁŚŝĐŚĐĂůĐƵůĂƚĞƐƚŚĞŶĞǁŝŶĐƌĞŵĞŶƚ
3 ŚƩƉ͗ͬͬǁǁǁ͘ƐŐĐ͘ĐĂ͘ŐŽǀͬƌĞƐŽƵƌĐĞйϮϬ
ĮůĞƐͬϭϬϭϭϮϬϭϲ,^&zϭϱϭϲƉƉĞŶĚŝdž͘ƉĚĨ
4ŚƩƉ͗ͬͬǁǁǁ͘ƐŐĐ͘ĐĂ͘ŐŽǀͬ'ƌĂŶƚͲWƌŽŐƌĂŵƐͬ,^Ͳ'ƵŝĚĞůŝŶĞƐ͘Śƚŵů
5ŚƩƉ͗ͬͬĞĐϮͲϱϮͲϯϵͲϮϮϮͲϳϳ͘ƵƐͲǁĞƐƚͲϮ͘ĐŽŵƉƵƚĞ͘ĂŵĂnjŽŶĂǁƐ͘ĐŽŵͬŝďĂŶŬͬ
programs/isrf
, Z/E'Z&dKdK ZϮϬϭϴͮD/Eн/DW> D Edd/KE | 139
5
ŽĨ ĚĞǀĞůŽƉŵĞŶƚ͕ ĞƐƟŵĂƚĞƐ ƚŚĞ ƉŽƌƟŽŶ ŽĨ ĂŶ
ŝŵƉƌŽǀĞŵĞŶƚƉƌŽũĞĐƚĂƩƌŝďƵƚĂďůĞƚŽƚŚĂƚŝŶĐƌĞŵĞŶƚ
ŽĨ ŐƌŽǁƚŚ͕ ĂŶĚ ĂůůŽĐĂƚĞƐ ƚŚĞ ĨĞĞ ĂŵŽŶŐ ƚŚĞ ŶĞǁ
ĚĞǀĞůŽƉŵĞŶƚ ƉƌŽũĞĐƚƐ ďLJ ůĂŶĚ ƵƐĞ͕ ŝƐ ƌĞƋƵŝƌĞĚ ďLJ
ƐƚĂƚĞůĂǁĨŽƌŝŵƉůĞŵĞŶƚĂƟŽŶ͘
dŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵ ĂůƌĞĂĚLJ ĐŽůůĞĐƚƐ ŝŵƉĂĐƚ ĨĞĞƐ
ŽŶŶĞǁĐŽŶƐƚƌƵĐƟŽŶĨŽƌŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŶĚŽƚŚĞƌ
ŝŵƉƌŽǀĞŵĞŶƚƐ͕ ƌĞŐĂƌĚůĞƐƐ ŽĨ ŐĞŽŐƌĂƉŚLJ ǁŝƚŚŝŶ ƚŚĞ
ŝƚLJ͘ϮWĂƌŬĂŶĚZĞĐƌĞĂƟŽŶĨĞĞŝƐĂůƐŽĂƉƉůŝĞĚƚŽŶĞǁ
ƌĞƐŝĚĞŶƟĂůĐŽŶƐƚƌƵĐƟŽŶŽŶĂƉĞƌƵŶŝƚďĂƐŝƐ͘'ŝǀĞŶƚŚĞ
ůĂĐŬŽĨŶĞǁĚĞǀĞůŽƉŵĞŶƚĂůŽŶŐĞĂĐŚŽƵůĞǀĂƌĚŽǀĞƌ
ƚŚĞƉĂƐƚƐĞǀĞƌĂůĚĞĐĂĚĞƐ͕ŚŽǁĞǀĞƌ͕ŝŶƐƟƚƵƟŶŐŶĞǁ
ŝŵƉĂĐƚĨĞĞƐĂďŽǀĞĂŶĚďĞLJŽŶĚƚŚŽƐĞĞdžŝƐƟŶŐŵŝŐŚƚ
ƐĞƌǀĞƚŽŚŝŶĚĞƌŐƌŽǁƚŚŝŶƚŚĞĂƌĞĂĞǀĞŶĨƵƌƚŚĞƌ͘
ZĞŐŝŽŶĂůĂŶĚ^ƚĂƚĞ^ŽƵƌĐĞƐŽĨ&ƵŶĚƐ
īŽƌĚĂďůĞ ,ŽƵƐŝŶŐ ĂŶĚ ^ƵƐƚĂŝŶĂďůĞ ŽŵŵƵŶŝƟĞƐ
;,^Ϳ
dŚĞ'ůŽďĂůtĂƌŵŝŶŐ^ŽůƵƟŽŶƐĐƚƐ;ϯϮͿĞƐƚĂďůŝƐŚĞĚ
ĂĐĂƉĂŶĚƚƌĂĚĞƐLJƐƚĞŵŝŶĂůŝĨŽƌŶŝĂ͕ǁŚŽƐĞƉƌŽĐĞĞĚƐ
ĂƌĞĚĞƉŽƐŝƚĞĚŝŶƚŽĂ'ƌĞĞŶŚŽƵƐĞ'ĂƐZĞĚƵĐƟŽŶ&ƵŶĚ
;''Z&Ϳ͘hƐŝŶŐƌĞǀĞŶƵĞĨƌŽŵƚŚĞ''Z&͕ƚŚĞīŽƌĚĂďůĞ
,ŽƵƐŝŶŐ ĂŶĚ ^ƵƐƚĂŝŶĂďůĞ ŽŵŵƵŶŝƟĞƐ ;,^Ϳ
ƉƌŽŐƌĂŵĨƵŶĚƐůĂŶĚͲƵƐĞ͕ŚŽƵƐŝŶŐ͕ĂŶĚƚƌĂŶƐƉŽƌƚĂƟŽŶ
ƉƌŽũĞĐƚƐƚŚĂƚƐƵƉƉŽƌƚŝŶĮůůĂŶĚĐŽŵƉĂĐƚĚĞǀĞůŽƉŵĞŶƚ
ƚŽƌĞĚƵĐĞŐƌĞĞŶŚŽƵƐĞŐĂƐ;Η','ΗͿĞŵŝƐƐŝŽŶƐ͘
ƉƉƌŽdžŝŵĂƚĞůLJ ΨϯϮϬ ŵŝůůŝŽŶ ŝŶ ,^ ĨƵŶĚŝŶŐ ǁĂƐ
ĂŶŶŽƵŶĐĞĚŝŶ&zϮϬϭϱͲϭϲ͖ƌĞĐŝƉŝĞŶƚƐǁĞƌĞĂŶŶŽƵŶĐĞĚ
ŝŶ KĐƚŽďĞƌ ϮϬϭϲ͘
ϯ ƵƌŝŶŐ ƐƵďƐĞƋƵĞŶƚ ĨƵŶĚŝŶŐ
ƌŽƵŶĚƐ͕ ƉŽƚĞŶƟĂů ƉƌŽũĞĐƚƐ ĂůŽŶŐ ĞĂĐŚ ŽƵůĞǀĂƌĚ
ĐŽƵůĚ ŝŶĐůƵĚĞ ƚŚĞ ĂĐƋƵŝƐŝƟŽŶ ĂŶĚ ƌĞŚĂďŝůŝƚĂƟŽŶ ŽĨ
ĂīŽƌĚĂďůĞ ŚŽƵƐŝŶŐ͘ īŽƌĚĂďůĞ ŚŽƵƐŝŶŐ ĚĞǀĞůŽƉĞƌƐ͕
ƚŚĞŶĂŚĞŝŵ,ŽƵƐŝŶŐƵƚŚŽƌŝƚLJ͕ĂŶĚͬŽƌƚŚĞŝƚLJĂƌĞ
Ăůů ĞůŝŐŝďůĞ ĂƉƉůŝĐĂŶƚƐ͘ dŚĞ ƌĞůĞĂƐĞ ŽĨ Ă ϮϬϭϲͲϮϬϭϳ
,^EK&ĂŶĚĂƉƉůŝĐĂƟŽŶĂƌĞĞdžƉĞĐƚĞĚƚŽŽĐĐƵƌŝŶ
ƚŚĞĨĂůůŽĨϮϬϭϳ͘ϰ
/ŶĨƌĂƐƚƌƵĐƚƵƌĞ^ƚĂƚĞZĞǀŽůǀŝŶŐ>ŽĂŶ&ƵŶĚ;/^Z&Ϳ
dŚĞ ĂůŝĨŽƌŶŝĂ /ŶĨƌĂƐƚƌƵĐƚƵƌĞ ĂŶĚ ĐŽŶŽŵŝĐ
ĞǀĞůŽƉŵĞŶƚ ĂŶŬ ;/ͲĂŶŬͿ ůŽĂŶƐ ŵŽŶĞLJ ;ƌĂŶŐŝŶŐ
ĨƌŽŵΨϱϬ͕ϬϬϬƚŽΨϮϱŵŝůůŝŽŶͿƚŽƉƵďůŝĐĂŐĞŶĐŝĞƐĂŶĚ
ŶŽŶͲƉƌŽĮƚƐ ĨŽƌ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ƉƌŽũĞĐƚƐ ĂƌŽƵŶĚ ƚŚĞ
ƐƚĂƚĞ͘ϱ dŚĞ /ͲĂŶŬ ŝƐ ƚŚĞ ƐƚĂƚĞ͛Ɛ ŐĞŶĞƌĂů ƉƵƌƉŽƐĞ
6 ŚƩƉ͗ͬͬǁǁǁ͘ŝďĂŶŬ͘ĐĂ͘ŐŽǀͬWŽƌƚĂůƐͬϭͬŽĂƌĚйϮϬDĞĞƟŶŐƐͬϮϬϭϱͬ^ĂŶйϮϬ
'ĂďƌŝĞůйϮϬ^ƚĂīйϮϬZĞƉŽƌƚ͘ƉĚĨ
7 ŚƩƉ͗ͬͬǁǁǁ͘ǁĂƚĞƌ͘ĐĂ͘ŐŽǀͬŝƌǁŵͬŐƌĂŶƚƐͬƉƌŽƉϭŝŶĚĞdž͘ĐĨŵ
dŚĞtĞƐƚŐĂƚĞ;ƚŽƉͿĂŶĚĨŽƌŵĞƌ^ŝůǀĞƌDŽŽŶDŽƚĞů;ďŽƩŽŵͿƐŝƚĞƐŚĂǀĞ
ƚŚĞŐƌĞĂƚĞƐƚƐŚŽƌƚͲƚĞƌŵĚĞǀĞůŽƉŵĞŶƚƉŽƚĞŶƟĂů͕ĚĞǀĞůŽƉŵĞŶƚŽĨƚŚŽĞƐ
ƐŝƚĞƐĐŽƵůĚĂůƐŽƐƉƵƌĂĚĚŝƟŽŶĂůĞĐŽŶŽŵŝĐŝŶǀĞƐƚŵĞŶƚĂůŽŶŐƚŚĞĐŽƌƌŝĚŽƌ
ĂŶĚƚŚƌŽƵŐŚŽƵƚtĞƐƚŶĂŚĞŝŵ͘
140 ͮD/Eн/DW> D Edd/KEͮ, Z/E'Z&dKdK ZϮϬϭϴ
8ŚƩƉ͗ͬͬǁǁǁ͘ĐĂƚĐ͘ĐĂ͘ŐŽǀͬƉƌŽŐƌĂŵƐͬdWͬϮϬϭϳͬdWͺϭϬϮϴϭϲͬϮϬϭϳͺdWͺ
^ƚĂƚĞǁŝĚĞͺ^ŵĂůůͺhƌďĂŶͺZƵƌĂůͺŽŵďŝŶĞĚ͘ƉĚĨ
ĮŶĂŶĐŝŶŐĂƵƚŚŽƌŝƚLJƚŚĂƚĮŶĂŶĐĞƐƉƵďůŝĐŝŶĨƌĂƐƚƌƵĐƚƵƌĞ
ĂŶĚ ƉƌŝǀĂƚĞ ĚĞǀĞůŽƉŵĞŶƚ ƉƌŽũĞĐƚƐ ƚŚĂƚ ƉƌŽŵŽƚĞ
ĞĐŽŶŽŵŝĐĚĞǀĞůŽƉŵĞŶƚĂŶĚƌĞǀŝƚĂůŝnjĞĐŽŵŵƵŶŝƟĞƐ͘
ůŝŐŝďůĞ ƉƌŽũĞĐƚ ĐĂƚĞŐŽƌŝĞƐ ĂůŽŶŐ ĞĂĐŚ ŽƵůĞǀĂƌĚ
ĐŽƵůĚ ŝŶĐůƵĚĞ ƌĞŚĂďŝůŝƚĂƟŽŶ ŽĨ ĐŝƚLJ ƐƚƌĞĞƚƐ ĂŶĚ
ƐƚĂƚĞ ŚŝŐŚǁĂLJƐ͕ ǁĂƚĞƌ ƐƵƉƉůLJ ĂŶĚ ŇŽŽĚ ĐŽŶƚƌŽů͕
ĞŶǀŝƌŽŶŵĞŶƚĂů ŵŝƟŐĂƟŽŶ ŵĞĂƐƵƌĞƐ ;Ğ͘Ő͕͘ tĞƐƚŐĂƚĞ
WĂƌĐĞůͿ͕ ŶĞǁ ƉĂƌŬƐ ĂŶĚ ƌĞĐƌĞĂƟŽŶĂů ĨĂĐŝůŝƟĞƐ͕
ĞdžƉĂŶĚĞĚƉƵďůŝĐƚƌĂŶƐŝƚ͕ƉƵďůŝĐƐĂĨĞƚLJĨĂĐŝůŝƟĞƐ͕ĂŶĚ
ƉŽǁĞƌ ĂŶĚ ĐŽŵŵƵŶŝĐĂƟŽŶƐ ĨĂĐŝůŝƟĞƐ͘ ZĞĐĞŶƚ ůŽĂŶ
ƌĞĐŝƉŝĞŶƚƐŝŶ^ŽƵƚŚĞƌŶĂůŝĨŽƌŶŝĂŚĂǀĞŝŶĐůƵĚĞĚƚŚĞ
ŝƚLJŽĨ^ĂŶ'ĂďƌŝĞů͕ǁŚŝĐŚďŽƌƌŽǁĞĚΨϯ͘ϴŵŝůůŝŽŶĂƚ
ϯ͘ϱ ƉĞƌĐĞŶƚ ŝŶƚĞƌĞƐƚ ƚŽ ƵƉŐƌĂĚĞ͕ ƌĞĐŽŶƐƚƌƵĐƚ͕ ĂŶĚ
ƌĞŚĂďŝůŝƚĂƚĞ ŝƚƐ ƉƵďůŝĐ ƐƚƌĞĞƚƐ͘
ϲ ƉƉůŝĐĂƟŽŶƐ ĂƌĞ
ĂĐĐĞƉƚĞĚŽŶĂĐŽŶƟŶƵĂůďĂƐŝƐ͘
'ŽůĚĞŶ^ƚĂƚĞĐƋƵŝƐŝƟŽŶ&ƵŶĚ
ĂůŝĨŽƌŶŝĂ͛Ɛ ,ŽƵƐŝŶŐ ĂŶĚ ŽŵŵƵŶŝƚLJ ĞǀĞůŽƉŵĞŶƚ
;,Ϳ ĚĞƉĂƌƚŵĞŶƚ ĂĚŵŝŶŝƐƚĞƌƐ ŽǀĞƌ ϮϬ ƉƌŽŐƌĂŵƐ
ƚŚĂƚƉƌŽǀŝĚĞůŽĂŶƐĂŶĚŐƌĂŶƚƐƚŽĂĐƋƵŝƌĞ͕ĐŽŶƐƚƌƵĐƚ͕
ƌĞŚĂďŝůŝƚĂƚĞ͕ ĂŶĚ ƉƌĞƐĞƌǀĞ ĂīŽƌĚĂďůĞ ŚŽƵƐŝŶŐ͘ dŚĞ
'ŽůĚĞŶ ^ƚĂƚĞ ĐƋƵŝƐŝƟŽŶ &ƵŶĚ ;'^&Ϳ ǁĂƐ ƐĞĞĚĞĚ
ǁŝƚŚΨϮϯŵŝůůŝŽŶĨƌŽŵƚŚĞĞƉĂƌƚŵĞŶƚ͛ƐīŽƌĚĂďůĞ
,ŽƵƐŝŶŐ/ŶŶŽǀĂƟŽŶ&ƵŶĚ͘>ĞǀĞƌĂŐĞĚǁŝƚŚŵĂƚĐŚŝŶŐ
ĨƵŶĚƐ ĨƌŽŵ ŽƌŝŐŝŶĂƟŶŐ ůĞŶĚĞƌƐ͕ '^& ŵĂŬĞƐ ƵƉ
ƚŽ ĮǀĞͲLJĞĂƌ ůŽĂŶƐ ƚŽ ĚĞǀĞůŽƉĞƌƐ ĨŽƌ ĂĐƋƵŝƐŝƟŽŶ Žƌ
ƉƌĞƐĞƌǀĂƟŽŶ ŽĨ ĂīŽƌĚĂďůĞ ŚŽƵƐŝŶŐ͘ >ŽĂŶƐ ĂƌĞ Ă
ŵĂdžŝŵƵŵ ŽĨ Ψϭϯ͕ϵϱϬ͕ϬϬϬ͕ ǁŝƚŚ ĮdžĞĚ Žƌ ǀĂƌŝĂďůĞ
ƉƌŝĐŝŶŐĚĞƉĞŶĚŝŶŐŽŶŵĂƌŬĞƚĐŽŶĚŝƟŽŶƐ͘
Integrated Regional Water Management Grant
;tZͿ
WƌŽƉŽƐŝƟŽŶ ϭ͕ Ă ǁĂƚĞƌ ďŽŶĚ ƉĂƐƐĞĚ ďLJ ĂůŝĨŽƌŶŝĂ
ǀŽƚĞƌƐŝŶϮϬϭϰ͕ǁŝůůŚĞůƉĨƵŶĚŽǀĞƌΨϱϭϬŵŝůůŝŽŶŝŶ
/ŶƚĞŐƌĂƚĞĚ ZĞŐŝŽŶĂů tĂƚĞƌ DĂŶĂŐĞŵĞŶƚ ;/ZtDͿͲ
ƌĞůĂƚĞĚ ƉůĂŶŶŝŶŐ ĂŶĚ ŝŵƉůĞŵĞŶƚĂƟŽŶ ƉƌŽũĞĐƚƐ
ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ^ƚĂƚĞ͕ ǁŝƚŚ Ψϲϯ ŵŝůůŝŽŶ ĚĞĚŝĐĂƚĞĚ
ƚŽƚŚĞ^ĂŶƚĂŶĂƉůĂŶŶŝŶŐƌĞŐŝŽŶ;ĞŶĐŽŵƉĂƐƐŝŶŐ
ŶĂŚĞŝŵͿ͘ϳ/ŵƉůĞŵĞŶƚĂƟŽŶ'ƌĂŶƚƐǁŝůůďĞƐŽůŝĐŝƚĞĚĂƚ
ĂĨƵƚƵƌĞĚĂƚĞ͖ĞůŝŐŝďůĞƉƌŽũĞĐƚƐĨŽƌĞĂĐŚŽƵůĞǀĂƌĚ
ĐŽƵůĚ ŝŶĐůƵĚĞ ƐƚŽƌŵǁĂƚĞƌ ĐĂƉƚƵƌĞ͕ ǁĂƚĞƌ ƌĞƵƐĞ͕
ƉƌŽǀŝĚŝŶŐŶĞǁŽƉĞŶƐƉĂĐĞ͕ĂŶĚŽƚŚĞƌŐƌĞĞŶƐƚƌĞĞƚƐ
ŵĞĂƐƵƌĞƐ͘
ĂůdƌĂŶƐĐƟǀĞdƌĂŶƐƉŽƌƚĂƟŽŶWƌŽŐƌĂŵ;dWͿ
ĂůƚƌĂŶƐ͛ ĐƟǀĞ dƌĂŶƐƉŽƌƚĂƟŽŶ WƌŽŐƌĂŵ ;dWͿ
ĐŽŶƐŽůŝĚĂƚĞƐ ǀĂƌŝŽƵƐ ƚƌĂŶƐƉŽƌƚĂƟŽŶ ƉƌŽŐƌĂŵƐ
Ăƚ ďŽƚŚ ƚŚĞ ƐƚĂƚĞ ĂŶĚ ĨĞĚĞƌĂů ůĞǀĞů͕ ŝŶĐůƵĚŝŶŐ ƚŚĞ
ĨĞĚĞƌĂů dƌĂŶƐƉŽƌƚĂƟŽŶ ůƚĞƌŶĂƟǀĞƐ WƌŽŐƌĂŵ ;dWͿ͕
ŝĐLJĐůĞdƌĂŶƐƉŽƌƚĂƟŽŶĐĐŽƵŶƚ;dͿ͕ĂŶĚ^ƚĂƚĞ^ĂĨĞ
ZŽƵƚĞƐƚŽ^ĐŚŽŽů͘ƉƉƌŽdžŝŵĂƚĞůLJΨϮϰϬŵŝůůŝŽŶǁŝůůďĞ
ĂǁĂƌĚĞĚƚŚƌŽƵŐŚƚŚĞϮϬϮϬͲϮϬϮϭƐƚĂƚĞĨƵŶĚŝŶŐLJĞĂƌƐ
ĂŶĚ ĚŝƐƚƌŝďƵƚĞĚ ŝŶƚŽ ƚŚƌĞĞ ĐĂƚĞŐŽƌŝĞƐ͗ ^ƚĂƚĞǁŝĚĞ
ĐŽŵƉĞƟƟŽŶ ;ϱϬ ƉĞƌĐĞŶƚͿ͕ DĞƚƌŽƉŽůŝƚĂŶ WůĂŶŶŝŶŐ
KƌŐĂŶŝnjĂƟŽŶ ;Ğ͘Ő͕͘ ^'Ϳ ƉƌŽũĞĐƚƐ ĨŽƌ ƌĞŐŝŽŶƐ ǁŝƚŚ
ϮϬϬ͕ϬϬϬŽƌŵŽƌĞƌĞƐŝĚĞŶƚƐ;ϰϬƉĞƌĐĞŶƚͿ͕ĂŶĚƐŵĂůů
ƵƌďĂŶĂŶĚƌƵƌĂůƌĞŐŝŽŶƐǁŝƚŚƉŽƉƵůĂƟŽŶƐŽĨůĞƐƐƚŚĂŶ
ϮϬϬ͕ϬϬϬ;ϭϬƉĞƌĐĞŶƚͿ͘
dŚĞ ŐŽĂů ŽĨ dW ŝƐ ƚŽ ĞŶĐŽƵƌĂŐĞ ŝŶĐƌĞĂƐĞĚ ƵƐĞ ŽĨ
ĂĐƟǀĞ ŵŽĚĞƐ ŽĨ ƚƌĂŶƐƉŽƌƚĂƟŽŶ͕ ŝŶĐůƵĚŝŶŐ ǁĂůŬŝŶŐ
ĂŶĚ ďŝŬŝŶŐ͕ ĂƐ ǁĞůů ĂƐ ƚŚĞ ƐĂĨĞƚLJ ĂŶĚ ŵŽďŝůŝƚLJ ŽĨ
ŶŽŶͲŵŽƚŽƌŝnjĞĚ ƵƐĞƌƐ͘ ůŝŐŝďůĞ ƉƌŽũĞĐƚƐ ĂůŽŶŐ ĞĂĐŚ
ŽƵůĞǀĂƌĚ ĐŽƵůĚ ŝŶĐůƵĚĞ ĚĞǀĞůŽƉŝŶŐ ŶĞǁ ďŝŬĞ ĂŶĚ
ǁĂůŬǁĂLJƐ͕ĂƐǁĞůůĂƐĂĚĚŝŶŐŶĞǁůĂŶĚƐĐĂƉŝŶŐ͕ƚƌĂĸĐ
ĐŽŶƚƌŽůĚĞǀŝĐĞƐ͕ĂŶĚĞŶŚĂŶĐĞĚƐƚƌĞĞƚůŝŐŚƟŶŐ͘
^ŽƵƚŚĞƌŶ ĂůŝĨŽƌŶŝĂ ƐƐŽĐŝĂƟŽŶ ŽĨ 'ŽǀĞƌŶŵĞŶƚƐ
;^'ͿĂĚŵŝŶŝƐƚĞƌƐƚŚĞƌĞŐŝŽŶĂůƉŽƌƟŽŶŽĨƚŚĞdWĂŶĚ
ƌĞůŝĞƐŽŶƚŚĞĂůŝĨŽƌŶŝĂdƌĂŶƐƉŽƌƚĂƟŽŶŽŵŵŝƐƐŝŽŶ
;dͿĂůůĨŽƌWƌŽƉŽƐĂůƐƉƌŽĐĞƐƐƚŽƐĞůĞĐƚƚŚĞĐĂƉŝƚĂů
ƉƌŽũĞĐƚƐƚŽďĞĨƵŶĚĞĚƚŚƌŽƵŐŚƚŚĞƌĞŐŝŽŶĂůƉƌŽŐƌĂŵ͘
ŝƟĞƐ ůŝŬĞ ŶĂŚĞŝŵ ĐĂŶ ĂůƐŽ ĂƉƉůLJ ĚŝƌĞĐƚůLJ ĨŽƌ ƚŚĞ
ƐƚĂƚĞǁŝĚĞƉŽƌƟŽŶ͖ĚƵƌŝŶŐƚŚĞŵŽƐƚƌĞĐĞŶƚĨƵŶĚŝŶŐ
ĐLJĐůĞ;dWLJĐůĞϯͿ͕ϰϬƉƌŽũĞĐƚƐǁĞƌĞƌĞĐŽŵŵĞŶĚĞĚ
ƚŽƌĞĐĞŝǀĞĨƵŶĚŝŶŐŽĨŶĞĂƌůLJΨϭϯϮŵŝůůŝŽŶ͘ϴ
&ĞĚĞƌĂů^ŽƵƌĐĞƐ
CDBG Infrastructure Financing
dŚĞ ŝƚLJ ŽĨ ŶĂŚĞŝŵ ƌĞĐĞŝǀĞƐ ŽŵŵƵŶŝƚLJ
ĞǀĞůŽƉŵĞŶƚ ůŽĐŬ 'ƌĂŶƚ ;'Ϳ ĨƵŶĚƐ ĨƌŽŵ ƚŚĞ
ĞƉĂƌƚŵĞŶƚ ŽĨ ,ŽƵƐŝŶŐĂŶĚ hƌďĂŶ ĞǀĞůŽƉŵĞŶƚ
;,hͿĂŶŶƵĂůůLJ͘'ĨƵŶĚƐĐĂŶƐƵƉƉŽƌƚĂǁŝĚĞĂƌƌĂLJ
ŽĨŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝŵƉƌŽǀĞŵĞŶƚƐ͘ƐŝŐŶŝĮĐĂŶƚƉŽƌƟŽŶ
ŽĨƚŚĞĞĂĐŚŽƵůĞǀĂƌĚ^ƚƵĚLJƌĞĂůŝĞƐǁŝƚŚŝŶĂ͞'
ůŝŐŝďůĞ ƌĞĂ͕͟ ǁŚŝĐŚ ƋƵĂůŝĮĞƐ ĐĂƉŝƚĂů ŝŵƉƌŽǀĞŵĞŶƚ
ƉƌŽũĞĐƚƐĨŽƌƚŚĞ'ƉƌŽŐƌĂŵ͘dŚĞŝƚLJŽĨŶĂŚĞŝŵ
ĂŶƟĐŝƉĂƚĞƐƌĞĐĞŝǀŝŶŐĂďŽƵƚΨϰŵŝůůŝŽŶŝŶ'ĨƵŶĚƐ
, Z/E'Z&dKdK ZϮϬϭϴͮD/Eн/DW> D Edd/KE | 141
5
ĨŽƌƚŚĞ&ŝƐĐĂůzĞĂƌϮϬϭϵͲϮϬϮϬ͘ ƵƌƌĞŶƚůLJ͕ƚŚĞŝƚLJŽīĞƌƐ
'ͲĨƵŶĚĞĚ ĐŽĚĞ ĞŶĨŽƌĐĞŵĞŶƚ ĂŶĚ ƌĞƐŝĚĞŶƟĂů
ƌĞŚĂďŝůŝƚĂƟŽŶ ƉƌŽŐƌĂŵƐ ƚŚĂƚ ĐŽƵůĚ ďĞŶĞĮƚ ĞĂĐŚ
ŽƵůĞǀĂƌĚƌĞƐŝĚĞŶƟĂůĂƌĞĂƐ͘
/ŶĂĚĚŝƟŽŶƚŽ'ĨƵŶĚƐ͕ƚŚĞŝƚLJŽĨŶĂŚĞŝŵ
ƌĞĐĞŝǀĞƐ ĂŶŶƵĂů ,ŽŵĞ /ŶǀĞƐƚŵĞŶƚ WĂƌƚŶĞƌƐŚŝƉƐ
;,KD ͿĂŶĚ ŵĞƌŐĞŶĐLJ^ŽůƵƟŽŶƐ'ƌĂŶƚ; ^'ͿĨƵŶĚƐ͘
dŚĞŝƚLJƵƐĞƐ,KD ĨƵŶĚƐĨŽƌƚŚĞĐŽŶƐƚƌƵĐƟŽŶĂŶĚ
ƌĞŚĂďŝůŝƚĂƟŽŶŽĨĂīŽƌĚĂďůĞŚŽƵƐŝŶŐƉƌŽũĞĐƚƐ͘dŚĞŝƚLJ
ĂŶƟĐŝƉĂƚĞƐƌĞĐĞŝǀŝŶŐĂďŽƵƚΨϭŵŝůůŝŽŶŝŶ,KD ĨƵŶĚƐ
ĨŽƌ&ŝƐĐĂůzĞĂƌϮϬϭϵͲϮϬϮϬ͘dŚĞĐŝƚLJĂůůŽĐĂƚĞƐ ^'ĨƵŶĚ
ŽŶ ƉƌŽŐƌĂŵƐ ďĞŶĞĮƟŶŐ ƚŚĞ ŚŽŵĞůĞƐƐ ƉŽƉƵůĂƟŽŶ͘
dŚĞŝƚLJĂŶƟĐŝƉĂƚĞƐƌĞĐĞŝǀŝŶŐŶĞĂƌůLJΨϯϱϬ͕ϬϬϬŝŶ ^'
ĨƵŶĚƐĨŽƌ&ŝƐĐĂůzĞĂƌϮϬϭϵͲϮϬϮϬ͘
&ĞĚĞƌĂůdƌĂŶƐƉŽƌƚĂƟŽŶ^ŽƵƌĐĞƐ
dŚĞ&ŝdžŝŶŐŵĞƌŝĐĂ͛Ɛ^ƵƌĨĂĐĞdƌĂŶƐƉŽƌƚĂƟŽŶ;&^dͿ
ĐƚǁĂƐƐŝŐŶĞĚŝŶƚŽůĂǁŝŶĞĐĞŵďĞƌϮϬϭϱ͕ĂŶĚ
ĂƵƚŚŽƌŝnjĞƐ ĨĞĚĞƌĂů ĨƵŶĚŝŶŐ ĨŽƌ Ă ǁŝĚĞ ĂƌƌĂLJ ŽĨ
ƚƌĂŶƐŝƚŝŵƉƌŽǀĞŵĞŶƚƐƚŚƌŽƵŐŚĮƐĐĂůLJĞĂƌϮϬϮϬ͘/ƚ
ŝŶĐůƵĚĞƐĂŶƵŵďĞƌŽĨƉŽƚĞŶƟĂůĨƵŶĚŝŶŐƐŽƵƌĐĞƐƚŚĂƚ
ĐŽƵůĚďĞŶĞĮƚƚŚĞtĞƐƚŶĂŚĞŝŵ^ƉĞĐŝĮĐWůĂŶƌĞĂ͕
ŝŶĐůƵĚŝŶŐĂƉŝƚĂů/ŶǀĞƐƚŵĞŶƚ'ƌĂŶƚƐ͕hƌďĂŶŝnjĞĚƌĞĂ
&ŽƌŵƵůĂ 'ƌĂŶƚƐ͕ ĂŶĚ ^ƵƌĨĂĐĞ dƌĂŶƐƉŽƌƚĂƟŽŶ ůŽĐŬ
'ƌĂŶƚWƌŽŐƌĂŵƐ͘
dŚĞ&^dĐƚĂůƐŽĞƐƚĂďůŝƐŚĞĚĂŶĞǁEĂƟŽŶĂů^ƵƌĨĂĐĞ
dƌĂŶƐƉŽƌƚĂƟŽŶĂŶĚ/ŶŶŽǀĂƟǀĞ&ŝŶĂŶĐĞƵƌĞĂƵǁŝƚŚŝŶ
ƚŚĞĞƉĂƌƚŵĞŶƚƚŽƐĞƌǀĞĂƐĂĐŽŶƐŽůŝĚĂƚĞĚƌĞƐŽƵƌĐĞ
ĨŽƌƉƌŽǀŝĚŝŶŐůŽĐĂůŐŽǀĞƌŶŵĞŶƚĂŐĞŶĐŝĞƐǁŝƚŚĨĞĚĞƌĂů
ĨƵŶĚŝŶŐ͕ĮŶĂŶĐŝŶŐ͕ĂŶĚƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞ͘
'ƌĂŶƚƐ͗^ƵƌĨĂĐĞdƌĂŶƐƉŽƌƚĂƟŽŶůŽĐŬ'ƌĂŶƚWƌŽŐƌĂŵ
;^d'Ϳ
dŚĞ^ƵƌĨĂĐĞdƌĂŶƐƉŽƌƚĂƟŽŶůŽĐŬ'ƌĂŶƚWƌŽŐƌĂŵŝƐ
ŽŶĞŽĨƚŚĞƉƌŝŵĂƌLJŇĞdžŝďůĞĨƵŶĚŝŶŐƐŽƵƌĐĞƐĂǀĂŝůĂďůĞ
ĨŽƌ ƚƌĂŶƐŝƚ Ăƚ ƚŚĞ ůŽĐĂů ůĞǀĞů͘ dŚĞƐĞ ĨƵŶĚƐ ŵĂLJ ďĞ
ƵƐĞĚ ĨŽƌ Ă ǁŝĚĞ ĂƌƌĂLJ ŽĨ ƚƌĂŶƐŝƚ ĐŽƌƌŝĚŽƌ ĐĂƉŝƚĂů
ŝŵƉƌŽǀĞŵĞŶƚƐ͕ŝŶĐůƵĚŝŶŐƉƵďůŝĐƚƌĂŶƐƉŽƌƚĂƟŽŶĐĂƉŝƚĂů
ŝŵƉƌŽǀĞŵĞŶƚƐ͕ĨƌŝŶŐĞĂŶĚĐŽƌƌŝĚŽƌƉĂƌŬŝŶŐĨĂĐŝůŝƟĞƐ͕
ďŝĐLJĐůĞ ĂŶĚ ƉĞĚĞƐƚƌŝĂŶ ĨĂĐŝůŝƟĞƐ͕ ĂŶĚ ŝŶƚĞƌĐŝƚLJ Žƌ
ŝŶƚƌĂĐŝƚLJďƵƐƚĞƌŵŝŶĂůƐĂŶĚďƵƐĨĂĐŝůŝƟĞƐ͘d'ĨƵŶĚŝŶŐ
ŝƐ ĂƉƉŽƌƟŽŶĞĚ ĚŝƌĞĐƚůLJ ƚŽ ^' ďLJ ƚŚĞ &ĞĚĞƌĂů
,ŝŐŚǁĂLJĚŵŝŶŝƐƚƌĂƟŽŶ͘dŚĞĨƵŶĚŝŶŐŝƐĂůůŽĐĂƚĞĚďLJ
ƚŚĞ^ƚĂƚĞŽĨĂůŝĨŽƌŶŝĂ͕ǁŝƚŚĂŶŽŶͲĨĞĚĞƌĂůĨƵŶĚŝŶŐŵĂƚĐŚ
ƌĞƋƵŝƌĞŵĞŶƚŽĨϭϭ͘ϰϳƉĞƌĐĞŶƚ͘
tŝƚŚ ƌĞƐƉĞĐƚ ƚŽ ƉůĂŶŶŝŶŐ͕ ^ƵƌĨĂĐĞ dƌĂŶƐƉŽƌƚĂƟŽŶ WůĂŶ
;^dWͿĨƵŶĚƐĐĂŶďĞƵƐĞĚĨŽƌƐƵƌĨĂĐĞƚƌĂŶƐƉŽƌƚĂƟŽŶƉůĂŶŶŝŶŐ
ĂĐƟǀŝƟĞƐ͕ ǁĞƚůĂŶĚ ŵŝƟŐĂƟŽŶ͕ ƚƌĂŶƐŝƚ ƌĞƐĞĂƌĐŚ ĂŶĚ
ĚĞǀĞůŽƉŵĞŶƚ͕ĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůĂŶĂůLJƐŝƐ͘KƚŚĞƌĞůŝŐŝďůĞ
ƉƌŽũĞĐƚƐƵŶĚĞƌ^dWŝŶĐůƵĚĞƚƌĂŶƐŝƚƐĂĨĞƚLJŝŵƉƌŽǀĞŵĞŶƚƐ
ĂŶĚŵŽƐƚƚƌĂŶƐƉŽƌƚĂƟŽŶĐŽŶƚƌŽůŵĞĂƐƵƌĞƐ͘^dWĨƵŶĚƐĂƌĞ
ĚŝƐƚƌŝďƵƚĞĚǁŝƚŚŝŶĂ^ƚĂƚĞďĂƐĞĚŽŶƉŽƉƵůĂƟŽŶĂŶĚŽƚŚĞƌ
ƉƌŽŐƌĂŵŵĂƟĐĐĂƚĞŐŽƌŝĞƐ͘
dƌĂŶƐƉŽƌƚĂƟŽŶůƚĞƌŶĂƟǀĞƐ;dͲ^ĞƚƐŝĚĞͿ
tŝƚŚŝŶ ƚŚĞ ^d' ĨƵŶĚŝŶŐ ĂďŽǀĞ ŝƐ Ă ƐĞƚ ĂŵŽƵŶƚ ĐĂůůĞĚ
ƚŚĞ dƌĂŶƐƉŽƌƚĂƟŽŶ ůƚĞƌŶĂƟǀĞƐ ͞^ĞƚͲƐŝĚĞ͟ ;ĨŽƌŵĞƌůLJ
dƌĂŶƐƉŽƌƚĂƟŽŶ ůƚĞƌŶĂƟǀĞƐ WƌŽŐƌĂŵ͕ Žƌ dWͿ͘ dŚĞ d
^Ğƚ ƐŝĚĞ ĮŶĂŶĐĞƐ ƉƌŽũĞĐƚƐ ĚĞĮŶĞĚ ĂƐ ͞ƚƌĂŶƐƉŽƌƚĂƟŽŶ
ĂůƚĞƌŶĂƟǀĞƐ͕͟ŝŶĐůƵĚŝŶŐŽŶͲĂŶĚŽīͲƌŽĂĚƉĞĚĞƐƚƌŝĂŶĂŶĚ
ďŝĐLJĐůĞ ĨĂĐŝůŝƟĞƐ͕ ƌĞĐƌĞĂƟŽŶĂů ƉƌŽŐƌĂŵƐ͕ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ
ƉƌŽũĞĐƚƐ ĨŽƌ ŝŵƉƌŽǀŝŶŐ ͞ŶŽŶͲ ĚƌŝǀĞƌ͟ ĂĐĐĞƐƐ ƚŽ ƉƵďůŝĐ
ƚƌĂŶƐƉŽƌƚĂƟŽŶ͖ ĞŶŚĂŶĐĞĚ ŵŽďŝůŝƚLJ͕ ĐŽŵŵƵŶŝƚLJ
ŝŵƉƌŽǀĞŵĞŶƚĂĐƟǀŝƟĞƐ͕ĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůŵŝƟŐĂƟŽŶ͘
dŚĞd^ĞƚͲƐŝĚĞĂůƐŽĨƵŶĚƐĂĐƟǀŝƟĞƐƌĞůĂƚĞĚƚŽƚŚĞĨŽƌŵĞƌ
^ĂĨĞ ZŽƵƚĞƐ ƚŽ ^ĐŚŽŽů ;^Zd^Ϳ ƉƌŽŐƌĂŵ͕ ǁŚŝĐŚ ŚĞůƉĞĚ
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THE GROVESAT
LOMA LINDA
Specific Plan
(Hearing Draft, June 12, 2018)
City of Loma Linda
THE GROVES AT LOMA LINDA SPECIFIC PLAN Acknowledgments
ACKNOWLEDGMENTS
CITY COUNCIL
Rhodes Rigsby • Mayor
Phill Dupper • Mayor pro tempore
Ovidiu Popescu • Council Member *
Ron Dailey • Council Member *
John Lenart • Council Member
PLANNING COMMISSION
John Nichols • Chairman *
Ryan Gallant • Commissioner
Jay Nelson • Commissioner *
Doree Morgan • Commissioner
Larry Karpenko • Commissioner
HISTORICAL COMMISSION
James Shipp • Chairman
William B. Coffman
Lori Curtis
Georgia Hodgkin
Fred Ramos
Richard Schaefer
Betty Stark
Michael Stewart
Dick Wiley
CITY STAFF
T. Jarb Thaipejr • City Manager
Konrad Bolowich • Assistant City Manager,
Director of Community Development
Lorena Matarrita • Associate Planner
Jeff Peterson • Associate Engineer
Nataly Alvizar • Administrative Specialist II
CONSULTANTS
PPlanning PLUS / P+
Melanie Doran Traxler, Principal
2701 Prospect Avenue
La Crescenta, CA 91214
818.248.7158
PlaceWorks
Karen Gulley, Principal
3 MacArthur Place, Suite 1100
Santa Ana, CA 92707
714.966.9220
Goodman & Associates
Douglas L Goodman
2079 Sky View Drive
Colton, CA 92324
909.969.3181
OTHER CONTRIBUTORS
RHA Landscape Architects
Randy Hlubik, Principal
951.781.1930
Archimetric
Jay Nelson, Principal
909.322.7582
T&B Planning
Joel Morse, Principal
714.505.6360
We Solva
Greg C. Spalek, Principal
310.883.5773
* Specific Plan Subcommittee Member
THE GROVES AT LOMA LINDA SPECIFIC PLAN Table of Contents
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Table of Contents
CONTENTS
CHAPTER 1 - INTRODUCTION
1.1 - ROLE AND FUNCTION OF SPECIFIC PLANS................................................................................................ 1-1
1.2 - AUTHORITY FOR SPECIFIC PLANS ................................................................................................................. 1-1
1.3 - REQUIRED SPECIFIC PLAN CONTENT ......................................................................................................... 1-2
1.4 - REGULATORY PURPOSE OF THIS SPECIFIC PLAN ................................................................................... 1-2
1.5 - OVERVIEW OF THE GROVES DEVELOPMENT........................................................................................... 1-4
1.6 - CONTENTS OF THIS SPECIFIC PLAN ............................................................................................................ 1-5
CHAPTER 2 - PLANNING CONTEXT
2.1 - LOCATION AND PLAN BOUNDARY ............................................................................................................. 2-1
2.2 - CURRENT CONDITIONS .................................................................................................................................. 2-4
2.3 - CURRENT POLICIES AND REGULATIONS .................................................................................................. 2-5
2.4 - OPPORTUNITIES, CONSTRAINTS, AND ISSUES ....................................................................................... 2-9
2.5 - ENVIRONMENTAL COMPLIANCE................................................................................................................ 2-11
2.6 - PUBLIC PARTICIPATION.................................................................................................................................. 2-11
CHAPTER 3 - DEVELOPMENT PLAN
3.1 - CONCEPT OVERVIEW ....................................................................................................................................... 3-1
3.2 - LAND USE PLAN ................................................................................................................................................. 3-8
3.3 - MOBILITY PLAN ............................................................................................................................................... 3-23
3.4 - PARKS, OPEN SPACE, AND RECREATION PLAN .................................................................................. 3-28
3.5 - CONSERVATION AND PRESERVATION PLAN ...................................................................................... 3-49
3.6 - INFRASTRUCTURE, SERVICE, UTILITIES, AND WATER QUALITY PLAN ......................................... 3-56
CHAPTER 4 - DEVELOPMENT STANDARDS AND GUIDELINES
4.1 - APPLICABILITY ..................................................................................................................................................... 4-1
Table of Contents THE GROVES AT LOMA LINDA SPECIFIC PLAN
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4.2 - ALLOWED LAND USES ..................................................................................................................................... 4-1
4.3 - SITE PLANNING .................................................................................................................................................. 4-8
4.4 - DEVELOPMENT STANDARDS ...................................................................................................................... 4-14
4.5 - DESIGN GUIDELINES ...................................................................................................................................... 4-84
4.6 - PROPERTY MAINTENANCE AND MANAGEMENT ............................................................................. 4-147
4.7 - REQUIRED REVIEW, APPROVALS AND PERMITS ............................................................................... 4-147
CHAPTER 5 - IMPLEMENTATION AND ADMINISTRATION
5.1 - GENERAL PLAN CONSISTENCY ..................................................................................................................... 5-1
5.2 - RELATIONSHIP TO CITY ZONING CODE ................................................................................................... 5-2
5.3 - SPECIFIC PLAN INTERPRETATION ................................................................................................................ 5-3
5.4 - COMPLIANCE WITH GOVERNMENT CODE .............................................................................................. 5-3
5.5 - SPECIFIC PLAN DEVELOPMENT PHASING AND SEQUENCING ......................................................... 5-3
5.6 - SPECIFIC PLAN EXEMPTIONS ........................................................................................................................ 5-4
5.7 - SPECIFIC PLAN MODIFICATIONS AND ADJUSTMENTS ........................................................................ 5-4
5.8 - SPECIFIC PLAN IMPROVEMENTS AMENDMENTS .................................................................................. 5 - 4
5.9 - PERIODIC REVIEW, REPORTING, AND MONITORING ........................................................................... 5-6
5.10 - SPECIFIC PLAN IMPROVEMENTS FINANCING ....................................................................................... 5-6
5.11 - NOTIFICATIONS ................................................................................................................................................ 5-6
5.12 - MAINTENANCE AND OPERATION ............................................................................................................. 5-7
5.13 - TRANSFER OF RESIDENTIAL DEVELOPMENT REQUIREMENTS/ RIGHTS ...................................... 5-7
5.14 - PUBLIC USE SITE RESERVATION ................................................................................................................. 5-9
5.15 - PARKS AND OPEN SPACE IMPLEMENTATION ...................................................................................... 5-9
THE GROVES AT LOMA LINDA SPECIFIC PLAN Table of Contents
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APPENDIX
APPENDIX A – GENERAL PLAN CONSISTENCY ............................................................................................. A-1
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LIST OF FIGURES
Regional and Vicinity Map ................................................................................................................. 2-2 Figure 2.1 -
Specific Plan Boundary and Phase Reference Map ................................................................... 2-3 Figure 2.2 -
Existing Project Site and Surrounding Area Land Uses ............................................................ 2-7 Figure 2.3 -
Opportunities and Constraints Map ............................................................................................ 2-10 Figure 2.4 -
Land Use Plan ....................................................................................................................................... 3-10 Figure 3.1 -
Figure 3.2 - Vehicular Circulation and Access Plan ........................................................................................ 3-25
Figure 3.3 - Non-Vehicular Circulation and Access Plan ............................................................................. 3-26
Figure 3.4 - Open Space and Recreation Plan ................................................................................................ 3-29
Figure 3.5 - Conceptual North Park Plan .......................................................................................................... 3-33
Figure 3.6 - Conceptual Central Park Plan (Alternative One) ..................................................................... 3-34
Conceptual Central Park Plan (Alternative Two) ..................................................................... 3-35 Figure 3.6 -
Figure 3.7 - Conceptual South Park .................................................................................................................... 3-36
Figure 3.8 - Oak Woodland Preserve .................................................................................................................. 3-37
Figure 3.9 - Heritage Park ...................................................................................................................................... 3-38
Figure 3.10 - Conceptual Paseo Plan ................................................................................................................... 3-41
Figure 3.11 - Master Drainage Plan ...................................................................................................................... 3-60
Figure 3.12 - Master Strom Drain Plan ................................................................................................................ 3-61
Figure 3.13 - Master Water Plan ............................................................................................................................ 3-67
Figure 3.14 - Master Sewer Plan ........................................................................................................................... 3-69
Figure 3.15 - Infrastructure Implementation Improvement Districts ......................................................... 3-75
Figure 4.1 - Community Structure Plan ............................................................................................................... 4-18
Figure 4.2 - Entry Monument (Concept A) ...................................................................................................... 4-114
Figure 4.3 - Other Entry Monument (Concept B) .......................................................................................... 4-115
Figure 4.4 - Corner Treatment ............................................................................................................................. 4-116
California Street-Citrus North to Boundary (144’ ROW) ...................................................... 4-120 Figure 4.5 -
Figure 4.6 - California Street-Citrus South to Boundary (144’-152’ ROW) ............................................ 4-121
Figure 4.7 - Redlands Boulevard (102’ ROW) .................................................................................................. 4-122
Figure 4.8 - Mission Road (104’ ROW) .............................................................................................................. 4-123
THE GROVES AT LOMA LINDA SPECIFIC PLAN Table of Contents
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Figure 4.9 - Park Avenue-Fronting Planning Area 2-6 (88’ ROW) ...........................................................4-124
Figure 4.10 - Park Avenue-Fronting Planning Area 2-7 (88’ ROW) ......................................................... 4-125
Figure 4.11 - Park Avenue-Fronting Planning Area 3-4 (88’ ROW) .......................................................... 4-126
Figure 4.12 - Park Avenue-Fronting Planning Area 3-2 (88’ ROW) ......................................................... 4-127
Figure 4.13 - Citrus Avenue-Typical (64’ ROW) .............................................................................................. 4-128
Figure 4.14 - Citrus Avenue-Fronting Planning Area 3-4 (64’ ROW) ...................................................... 4-129
Figure 4.15 - Orange Avenue-Typical (64’-88’ ROW) ................................................................................... 4-130
Figure 4.16 - Orange Avenue @ South Park/Residential ............................................................................ 4-131
Figure 4.17 - Orange Avenue @ South Park/Mission Road ....................................................................... 4-132
Figure 4.18 - Bryn Mawr Avenue (118’ ROW)................................................................................................... 4-133
Figure 4.19 - Internal Main Street (86’ ROW) ..................................................................................................4-134
Figure 4.20 - Local Street (60’ ROW) ................................................................................................................. 4-135
Figure 4.21 - Paseo at Local Street ..................................................................................................................... 4-136
Figure 4.22 - Wall and Fence Details ................................................................................................................. 4-138
Figure 4.23 - Interface-Single Family Residential Park ................................................................................ 4-141
Figure 4.24 - Interface-Single Family Residential/Mixed Use ....................................................................4-142
Figure 4.25 - Interface-Senior Housing/Mixed Use ......................................................................................4-143
Figure 4.26 - Interface-Senior Housing/Water Quality Basin ................................................................... 4-144
Figure 4.27- Interface-Mixed Use/Off-Site RV Park ......................................................................................4-145
Figure 4.28 - Interface-Mixed Use/Off-Site School ......................................................................................4-146
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LIST OF TABLES
THE GROVES Land Use Statistical Summary .................................................................................. 1-4 Table 1.1 -
Table 3.1 - THE GROVES Statistical Summary by Planning Area .................................................................. 3-5
Table 3.2 - Mixed Use Development Requirements ....................................................................................... 3-21
Table 3.3 - Mixed Use Categories ........................................................................................................................ 3-23
Table 3.4 - Parks, Open Space, and Trails Allocation Summary ................................................................ 3-42
Table 3.5 - Provision of Parks, Open Space, and Trails for Phase 2 Planning Areas .......................... 3-45
Table 4.1 - Permitted and Conditionally Permitted Uses ................................................................................ 4-2
Table 4.2 - Shopefront Frontage Type ............................................................................................................... 4-97
Table 4.3 - Forecourt Frontage Type ................................................................................................................ 4-98
Table 4.4 - Gallery Frontage Type ....................................................................................................................... 4-99
Table 4.5 - Arcade Frontage Type ...................................................................................................................... 4-100
Table 4.6 - Terrace Frontage Type ..................................................................................................................... 4-101
Table 4.7 - Stoop Frontage ................................................................................................................................... 4-102
Table 4.8 - Porch Frontage Type ........................................................................................................................ 4-103
Table 4.9 - Yard Frontage Type ...........................................................................................................................4-104
Table 4.10 - Street Tree Palattee ......................................................................................................................... 4-109
Table 4.11 - Shrub and Vine Palette ................................................................................................................... 4-112
INTRODUCTION
1
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 1
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Chapter 1 - Introduction
1.1 - ROLE AND FUNCTION OF SPECIFIC PLANS
A Specific Plan is a tool for the systematic implementation of the general plan for a designated
area. It should effectively establish a link between implementing policies of the general plan and
the individual development proposal(s) within a defined plan area. Specific Plans function as
versatile tools for implementing general plans and defining a particular development or land use.
They systematically implement the general plan for all or part of the area under its scope in any of
three ways: (1) by acting as statements of planning policy that refine the general plan policies
applicable to a defined area; (2) by directly regulating land use; or (3) by bringing together detailed
policies and regulations into a focused development scheme. Once a Specific Plan is adopted, all
development projects and development agreements for that specific area must be consistent with
the plan.
A Specific Plan may be as general as setting forth broad policy concepts, or as detailed as
providing direction to every facet of development or utilization of the land from the type, location
and intensity of uses to the design and capacity of infrastructure; from the resources used to
finance public improvements to the design guidelines of a development project.
1.2 - AUTHORITY FOR SPECIFIC PLANS
Authority for the Specific Plan is established by California Government Code, Title 8, Division 1,
Chapter 3, Article 8, Sections 65450 through 65457, which grants authority to cities to adopt
Specific Plans for the purposes of implementing the goals and policies of their general plans. A
Specific Plan must be consistent with the adopted general plan of the jurisdiction within which it is
located. In turn, all subsequent subdivision, development, public works projects and zoning
regulations for the defined area must be consistent with the adopted Specific Plan.
As with a general plan, the authority for adoption of the Specific Plan is vested with the local
legislative body pursuant to Government Code Section 65453(a). Unlike the general plan, which is
required to be adopted by resolution (Section 65356), two options are available for the adoption of
a Specific Plan: (1) adoption by resolution, which is designed to be policy driven; or (2) adoption by
ordinance, which is regulatory by design. Government Code Section 65453(a) states that a Specific
Plan may be amended as often as necessary. Amendments to a Specific Plan are accomplished in
the same manner as its adoption.
Chapter 1 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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1.3 - REQUIRED SPECIFIC PLAN CONTENT
The range of issues contained in a Specific Plan is generally left to the discretion of the decision-
making body; however, all Specific Plans, must comply with Sections 65450 - 65457 of the
Government Code. Further, the California Office of Planning and Research provides guidelines for
the preparation of Specific Plans.
Section 65451 of the Government Code mandates that a Specific Plan be structured as follows:
(a) A Specific Plan shall include a text and a diagram or diagrams which specify all of the
following in detail:
x The distribution, location, and extent of the uses of land, including open space, within
the area covered by the plan.
x The proposed distribution, location, and extent and intensity of major components of
public and private transportation, sewage, water, drainage, solid waste disposal,
energy, and other essential facilities proposed to be located within the area covered
by the plan and needed to support the land uses described in the plan.
x Standards and criteria by which development will proceed, and standards for the
conservation, development, and utilization of natural resources, where applicable.
x A program of implementation measures including regulations, programs, public works
projects, and financing measures necessary to carry out paragraphs (1), (2), and (3).
(b) The Specific Plan shall include a statement of the relationship of the Specific Plan to the
general plan.
1.4 - REGULATORY PURPOSE OF THIS SPECIFIC PLAN
The purpose of THE GROVES at Loma Linda Specific Plan (THE GROVES Specific Plan or Specific
Plan) is to allow for development across 299.81 acres in a coordinated manner that accommodates
the multiple ownerships, large size and visual prominence of this area. The unique considerations
of this area require a comprehensive approach to its planning in order to accomplish a rational
land use pattern.
Further, due the Loma Linda General Plan land use designation of this area as Special Planning
Area “D” (SPA-D), as master-planned approach is a requirement. More specifically, the General Plan
requires that this area be comprehensively planned to fulfill the criteria set forth by the
Implementing Policies and in accordance with Genera Plan Table 2B. THE GROVES Specific Plan is a
comprehensive planning document that will establish the preliminary land use development
entitlement for the balance of the previously un-entitled SPA-D area, as well as the shared
circulation, infrastructure and parkland programs for the entire 299.81 acre area.
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 1
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It is the intent that SPA-D be comprehensively planned and the implementation and buildout of
this area be coordinated, and not piecemealed, to ensure that development reflects the Guiding
Policy and Implementing Policies (as per the General Plan) for siting of land uses and buildings,
architectural design, landscaping, road infrastructure, utilities, and other community elements.
The General Plan’s vision for this area is a “livable, walkable community” with a high level of
amenities for residents, such as parks, trails and paseos, and other recreational uses, exhibiting a
high level of design quality. Another key concept for this area is development of a large, sports-
oriented community park to assist Loma Linda in achieving its desired park acreage-to-population
ratio.
In addition, this area is intended to be characterized by a horizontal and vertical mixed uses
developed along the frontages of Redlands Boulevard and California Street, including commercial,
office, structured parking, and up to 400 very high density residential dwelling units. Single-family
residential uses should be placed towards the central, western, and southern portions of the
Specific Plan area, with multi-family development permitted toward the interior of the area. New
residential uses in proximity to existing, historical residential uses along Mission Road should be
compatible in density and scale to those historic residential uses.
The General Plan envisions establishment of a heritage park within the Redlands
Boulevard/California Street in SPA-D, providing passive recreational uses within an historic setting,
consisting of examples of local historic architecture. This vision includes relocating historic homes
into the park, and establishing a local heritage/cultural museum, as well as adapting the structures
for use for civic and cultural events, as well as for use by local civic and cultural organizations.
Religious assembly uses are also anticipated along Redlands Boulevard and California Street. The
existing Mission Elementary School at the corner of Redlands Boulevard and California Street
should continue as an educational facility or otherwise the historic buildings should be adaptively
reused for professional and medical offices, low intensity commercial and restaurant use, or other
similar compatible uses.
THE GROVES Specific Plan establishes the preliminary land use development entitlement for the
balance of the SPA-D area through defining the proposed development program for the
previously un-entitled balance of SPA-D, which includes approximately 103 acres for the Phase
Three Concept Area.
The Specific Plan incorporates previous approvals for the Phases One and Two Concepts, and
updates some provisions tied to those approvals to ensure consistency with and streamline the
implementation and administration of THE GROVES Specific Plan. Further, the Specific Plan
provides the City and landowners with the necessary flexibility to respond to market demand and
evolving community needs.
Chapter 1 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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The primary entitlement action includes adoption of THE GROVES Specific Plan by ordinance.
Secondary entitlement actions include an amendment of the Citrus Trails Master Plan, which
becomes incorporated within the Specific Plan, and removal of the East Valley Corridor Specific
Plan designation from properties located along Redlands Boulevard.
THE GROVES Specific Plan provides the regulatory framework for a master-planned approach
under which meaningful phased development can be implemented within SPA-D and to facilitate
orderly development and to ensure that adequate pre-planning is considered to achieve the
intended balance of land uses, internal connectivity, and breadth of community amenities.
This Specific Plan is intended to streamline and improve overall management and administration of
SPA-D, while ensuring uses are developed and operated compatibly with surrounding uses. This
Specific Plan also addresses long-term infrastructure and neighborhood compatibility issues.
1.5 - OVERVIEW OF THE GROVES DEVELOPMENT
The Specific Plan is intended to allow for improvements and development within the 299.81 acre
SPA-D. Under the Specific Plan, the type and relationship of allowed land uses and intensities
would be as depicted in the Loma Linda General Plan Table 2B: Table Special Planning Area D Land
Use Concept (as adopted and amended).
Upon complete buildout of the Specific Plan, a maximum 1,067 residential dwelling units would be
allowed, including a required 549 units that meet affordable/special needs housing targets
consistent with the adopted Housing Element. Also, approximately 10-12 acres of
commercial/businesses/services uses would be established providing up to approximately 930,000
square feet (maximum) within the mixed-use areas. In addition, almost 70 acres of active and
passive park and open space area would be integrated throughout the community. A summary of
existing and proposed development described in this Specific Plan is provided in Table 1-1,
Summary of THE GROVES Development.
THE GROVES Land Use Statistical Summary Table 1.1 -
Land Use Designation Acreage Assigned DU Required
Affordable
DU
Assigned
Maximum SF
Very Low Density Residential 29.3 60 0 0
Low Density Residential 49.5 198 0 0
Medium Density Residential 12.4 103 0 0
High Density Residential 10.1 93 0 0
Senior Citizen Housing 9.0 213 149 0
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 1
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Land Use Designation Acreage Assigned DU Required
Affordable
DU
Assigned
Maximum SF
Mixed Use-Residential 20.0 400 400 0
Mixed-Use-Retail /Service /Office 57.0 0 0 903,665
Institutional 25.1 0 0 0
Park 40.4 0 0 25,000
Open Space, Trails, Private Park,
RUSD field Park 27.8 0 0 0
Road 19.3 0 0 0
TOTAL 299.8 1,067 549 928,665
1.6 - CONTENTS OF THIS SPECIFIC PLAN
THE GROVES Specific Plan is organized as follows:
Chapter 1.0 – Introduction: This chapter provides an explanation of the role and function of Specific
Plans, the purpose of THE GROVES Specific Plan, and a summary overview of the subject THE
GROVES uses, activities and development.
Chapter 2.0 – Planning Context: This chapter describes the location, setting, context and planning
issues associated with THE GROVES and the objectives of the Specific Plan.
Chapter 3.0 – Development Plan: This chapter includes the conceptual and component-Specific
Plans for THE GROVES development. In addition to the concept overview, this chapter provides
component plans for the land use concept; mobility and circulation, parks, open space and
recreation; conservation and preservation; grading, drainage and water quality compliance; and
infrastructure, utilities and services plan.
Chapter 4.0 – Development Standards and Guidelines: This chapter sets forth allowed land uses,
site planning standards, permitting requirements, landscaping, monitoring and reporting provisions
for all uses and development within THE GROVES area.
Chapter 5.0 – Implementation and Administration: This chapter provides a review of the Specific
Plan’s relationship to the City’s General Plan, Loma Linda Municipal Code (including the Zoning
Code), and other regulatory codes. In addition, this chapter discusses the implementation,
administration and amendment process for the Specific Plan.
Chapter 1 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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PLANNING CONTEXT
2
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 2
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Chapter 2 - Planning Context
2.1 - LOCATION AND PLAN BOUNDARY
2.1.1 - Project Location
THE GROVES at Loma Linda Specific Plan is located in the northeast portion of the City of Loma
Linda, west of the City of Redlands, 2.3 miles south of San Bernardino International Airport, 3.75
miles east of the I-215 Freeway, and approximately 0.5 miles south of the I-10 Freeway. The site is
bordered by Redlands Boulevard to the north, California Street to the east, and Mission Road to
the south. See Figure 2-1: Regional and Vicinity Map.
Located in the northeast portion of the City of Loma Linda, the Specific Plan site reflects the area
referenced in the City’s General Plan as “Special Planning Area D” (SPA-D). THE GROVES at Loma
Linda Specific Plan site is bordered by Redlands Boulevard to the north, California Street to the
east, Mission Road to the south, and residential uses on the west. Barton Road, one of the City’s
major east-west arterials, is approximately one tenth of a mile to the south of the Specific Plan site.
2.1.2 - Specific Plan Boundary
The Specific Plan area is defined as the entirety of the area that is located south of Redlands
Boulevard, west of California Street, north of Mission Road and bounded on the west by the
western edge of 0292-111-51 and 0292-111-31. The Specific Plan area covers 299.81 acres that are
coincident with the boundary for SPA-D as defined by the General Plan.
The Specific Plan area is comprised of both developed and vacant areas, and areas that have been
previously entitled for development through Phases One and Two Concept Area plans approved
within SPA-D. The Specific Plan incorporates the Phase One and Two areas and establishes a Phase
Three Concept Area for the balance of SPA-D. In addition, portions of the Specific Plan area that
owned and managed by the Redlands Unified School District (RUSD) are included as “Other” (or a
non-phase). See Figure 2-2: Specific Plan Boundary and Phase Reference Map. Phases are described
in Chapter 3 of this Specific Plan.
Chapter 2 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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Regional and Vicinity Map Figure 2.1 -
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 2
22-3
Specific Plan Boundary and Phase Reference Map Figure 2.2 -
Chapter 2 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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2.1.3 - Property Ownership
The Specific Plan area is owned by multiple landowners that include both public agencies (owning
approximately 42 percent) and private entities (owning approximately 58 percent).All of the Phase
One and Two areas are privately owned (currently). Approximately,83 percent of Phase Three
(totaling 102.9 acres) is publicly owned including approximately 79 acres managed by the
Successor Agency to the City of Loma Linda Redevelopment Agency (Successor Agency) an
approximately 6.5 acres owned by the City of Loma Linda and designated as Heritage Park. The
balance of Phase Three is owned by other multiple private property owners. Also included within
the Specific Plan area is approximately 39 acres owned by the RUSD, which consist of 11.5 acres
associated with the existing Mission Elementary School and 27.5 acres set aside for a future middle
school.
2.2 - CURRENT CONDITIONS
2.2.1 - Existing Property Conditions
Approximately 57 percent of the Specific Plan site is currently in agricultural production as citrus
groves. Land uses within the Specific Plan site include the Mission RV Park to the north along
Redlands Boulevard and the Mission Elementary School to the northeast at the corner of California
Street and Redlands Boulevard. The Veterans Affairs (VA) Ambulatory Care Center is located at the
northwest corner of the Specific Plan site, at the southwest corner of Bryn Mawr Avenue and
Redlands Boulevard. Within the southwest portion of Specific Plan site is the City’s Heritage Park.
Several single-family residential structures are located along the eastern and southern edges of the
Specific Plan site. The balance of the Specific Plan site is vacant cleared land or land in agricultural
production with citrus groves. An approximate 3.0-acre grouping of oak trees located in the north-
central area of the site is designated under the General Plan as an oak woodland preserve.
Historic structures located in the Specific Plan area include: the Nathaniel Hinckley Residence
(26300 Mission Road), the Frink Adobe and the associated Frink Ranch utility structures (26248
Mission Road), and the Van Leuven residence (26248 Mission Road). The entire Specific Plan site
also falls within the Zanja Historic Landscape, which has been recently designated and listed in the
Sacred Land Files of the Native American Heritage Commission. The alignment of the historic Mill
Creek Zanja irrigation ditch crosses the southern portion of the Specific Plan site parallel to Mission
Road. The 6.5-acre Heritage Park is located at the southwest corner of the Specific Plan site.
Heritage Park contains four historic structures that have been relocated to the park.
The Specific Plan site, which is essentially flat with an elevation range of approximately 1,180 feet
above mean sea level, lies within an alluvial plain having soils comprised of various series of sandy
loams.
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2.2.2 - Surrounding Area
Uses surrounding the Specific Plan site include citrus groves, a church, isolated residences, the
Citrus Lane and Citrus Glen residential developments (under construction) and neighborhood
commercial along the east side of California Street. To the south across Mission Road is a single-
family residential tract processed as a planned unit development neighborhood. To the west are
multiple-family residential uses and the Southern California Edison Easement. To the north on the
opposite side of Redlands Boulevard are multiple-family residential uses. To the northeast at the
intersection of Redlands Boulevard and California Street, which crosses the San Bernardino County
Flood Control Channel, is a shopping center within the City of Redlands. See Exhibit 2-3: Existing
Project Site and Surrounding Area Land Uses.
2.3 - CURRENT POLICIES AND REGULATIONS
2.3.1 - Loma Linda General Plan
In 2006, the City of Loma Linda adopted a General Plan, which was a comprehensive revision and
update to the 1973 Loma Linda General Plan. That update effectively replaced the previous General
Plan and established goals and policies to reflect the current community-wide vision. It was the first
major update since the City’s incorporation in 1970. The General Plan was subsequently amended
in 2009 to incorporate and reflect the will of the community per voter approved “Measure V.” The
General Plan is the City’s most important statement regarding its ultimate physical, economic, and
cultural development within the 25-year planning period. It is intended to be used by officials and
others to guide decisions governing development and management of human and natural
resources. The General Plan is comprised of text, maps and illustrations to document the
organization of physical, environmental, economic, and social activities desired by the City’s
residents in order to create and maintain a healthful, functional, and desirable community. The
General Plan addresses short-term and long-term goals for key aspects of the community,
including land use, traffic/circulation, open space/conservation, noise, safety and other aspects that
contribute to the public health, safety, and “quality of life” considerations of the Loma Linda
community.
In additional to the traditional land use designations assigned to lands within the City, the General
Plan identifies seven general areas within the City that are designated as “Special Planning Areas”.
Each area is intended to provide a different variety of uses at varied densities according to each
area’s location, access, size, and adjacent land use designations. Each area has its own purpose and
intent and provides a healthy mix of land uses throughout the City. The intent is to create areas in
which a mix of uses can come together to meet the commercial, employment, institutional, and
residential needs of the neighborhood and community at large through efficient patterns of land
use, and allow for flexibility to accommodate changing market forces in the future.
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The Specific Plan site lies entirely within the 299.81 acres encompassing SPA-D, also known as the
Redlands Boulevard/California Avenue Plan Area. The General Plan intends that SPA-D be
characterized by horizontal and vertical mixed uses, including commercial, office, structured
parking and high-density residential, developed along the frontages of Redlands Boulevard and
California Street. Single-family, medium-density residential (multi-family) and recreational uses are
intended within the central, western and southern portions of the Planning Area. The General
Plan’s vision for SPA-D is as a “livable, walkable community” with a high level of amenities for
residents, including parks, trails/paseos, and other recreational uses, while also exhibiting a high
level of design quality.
2.3.2 - Loma Linda Municipal Code and Zoning
The Loma Linda General Plan designates the Specific Plan site as SPA-D and identifies a required
mix of land uses (per General Plan Table 2.B.) conceived for SPA-D. Approximately 82 acres of the
northern end of the Specific Plan site lie within the boundary of the East Valley Corridor Specific
Plan (EVCSP), and are designated as “Special Development” (EVC-SD). The Specific Plan site
currently is zoned a combination of Single-Family Residential (R-1), Institutional-Health Care (I-HC),
Open Space (OS), Planned Community (PC), EVC-Institutional, and EVC-Special Development (EVC-
SD). Concurrent with adoption of the Specific Plan, the area is rezoned to exclude all portions of
the Specific Plan site from the EVCSP and rezone the majority of the property as Planned
Community (PC) with use-specific zoning of Institutional-Health Care (I-HC) for the existing and
future school sites and Open Space (OS) for the existing Heritage Park site.
The Specific Plan site lies within the Mission Historic Overlay District (Mission District), which
extends along both sides of Mission Road between California Street to the east and Pepper Way to
the west.1 The Historic Mission Overlay District of the Loma Linda Municipal Code (Chapters 17.80,
Historic Preservation, and 17.82, Historic Mission Overlay District), requires an emphasis to further
the public knowledge of Loma Linda’s local history.
1 Loma Linda General Plan EIR, Chapter 4.5. 2004.
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Existing Project Site and Surrounding Area Land Uses Figure 2.3 -
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2.3.3 - Measure V
On November 7, 2006, the Loma Linda voters passed Measure V, The Residential and Hillside
Development Control Measure. As outlined in Section II (A) (3) of Measure V, all development
projects shall be required to cover 100 percent of their pro rata share of the cost of any public
infrastructure, facilities and services through the payment of development impact fees. The City
Council has the authority to set and determine development fees sufficient to cover 100 percent of
a development’s pro rata share of the estimated cost of such public infrastructure, facilities, and
services based on appropriate cost-benefit analyses, as required by the provisions of California law.
Section II (F) (2) of Measure V requires that traffic levels of service (LOS) be maintained at level C or
better. Specifically, Measure V states:
x To assure the adequacy of various public services and prevent degradation of the quality of
life experienced by the residents of Loma Linda, all new development projects shall assure
by implementation of appropriate mitigation measures that, at a minimum, traffic Levels of
Service are maintained at a minimum of Level of Service C throughout the City, except
where the current Level of Service is lower than Level of Service C. In any location where
the Level of Service is below Level of Service C at the time an application for a development
project is submitted, mitigation measures shall be imposed on that development project to
assure, at a minimum, that the level of traffic service is maintained at Levels of Service that
are no worse than those existing at the time an application for development is filed. In any
location where the Level of Service is F at the time an application for a development project
is submitted, mitigation measures shall be imposed on that development project to assure,
at a minimum, that the volume to capacity ratio is maintained at a volume to capacity ratio
that is no worse than that existing at the time an application for development is filed.
Projects where sufficient mitigation to achieve the above stated objectives is infeasible shall
not be approved unless and until the necessary mitigation measures are identified and
implemented.
In general, the provisions of Measure V establish managed growth principals that in turn preserve,
enhance, and maintain the special quality of life valued by the community of Loma Linda. Projects
which are consistent with the above provisions (i.e., payment of fair share for infrastructure,
facilities and services, and maintain acceptable traffic LOS) can be considered to be somewhat self-
mitigating with regard to potential impacts related to public utilities and services, and local
roadway traffic congestion.
2.3.4 - Previous Land Development Approvals
As discussed above, the Specific Plan area reflects the 299.81 acres of property designated by the
Loma Linda General Plan as SPA-D. Per the General Plan, it is the intent that SPA-D be
comprehensively planned and the implementation and buildout of this area be coordinated to
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ensure that development reflects the Guiding Policy and Implementing Policies (associated with
SPA-D) for siting of land uses and buildings, architectural design, landscaping, road infrastructure,
utilities, and other community elements. Further, it is the intent that SPA-D be thoughtfully planned
and implemented according to a comprehensive and pre-established framework, rather than
piecemealed without a regard to the broader goals and context intended for SPA-D.
On June 11, 2013, in order to balance the desire to see this area developed as a singular community
with the reality of market timing, a policy for sequential phasing of SPA-D was approved by the
Loma Linda City Council. That approval allowed for a series of actions that established a Phase One
implementation policy for SPA-D, as well as created the opportunity to establish future phases that
meet the 40-acre minimum size requirement and demonstrate consistency with the implementing
policies for SPA-D.
The Phase One Concept Area, approved in 2013, involves a +46-acre area within the Specific Plan
site to accommodate the VA Ambulatory Care Center, 5 acres of commercial property, and the
southerly extension of Bryn Mawr Avenue. The VA facility and roadway have been constructed, but
the commercial property remains vacant. The Phase Two Concept Area, approved in 2017, involves
the 111.7-acre Citrus Trails Master Plan project, which will accommodate development of up to 581
residential units, a maximum of 562,000 square feet of commercial/office uses, and almost 22 acres
of parks, open space and trails.
2.4 - OPPORTUNITIES, CONSTRAINTS, AND ISSUES
The development concepts in the Specific Plan adapt to physical, social, and economic constraints
by envisioning an approach to the design and implementation of The Groves that is consistent with
the community’s values. An emphasis is placed on quality design and pedestrian orientation.
Priority is given to ensuring that the City’s housing needs are met by providing for a range of
housing options, including options for affordability and special needs.
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Opportunities and Constraints Map Figure 2.4 -
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2.5 - ENVIRONMENTAL COMPLIANCE
The California Environmental Quality Act of 1970 (“CEQA”) requires the decision-making body of a
Lead Agency to consider the environmental impacts of a discretionary action prior to approving a
project. For purposes of implementing CEQA, the City of Loma Linda is the Lead Agency. As
required by CEQA Guidelines section 15064, an Environmental Impact Report (“EIR”) is required
when a proposed project will result in one or more significant effects on the environment that
cannot be mitigated to a less-than-significant level. The City has determined that an EIR is the
appropriate level of environmental review to ensure compliance with the CEQA. An EIR was
prepared to evaluate and disclose the environmental impacts anticipated through the adoption
and implementation of THE GROVES at Loma Linda Specific Plan. The EIR was certified and
adopted by the Loma Linda City Council on [DATE TO BE INSERTED]. A copy of the certified EIR is
on file with the City’s Planning Division and the City Clerk.
2.6 - PUBLIC PARTICIPATION
The project team facilitated three public workshops as part of the Specific Plan outreach process to
gather input from the community, Planning Commission and City Council.
The Joint Workshop focused on the design and implementation for the remaining area of Special
Planning Area D. In addition, all workshop participants were asked to select their top 10 photo
images from a series of posters that included a variety of housing types, park concepts, lake
examples, public space concepts, and other images that represent design ideas that could be
incorporated into the preferred plan and Specific Plan. The results of the preference survey are
shown below.
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DEVELOPMENT PLAN
3
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Chapter 3 - Development Plan
3.1 - CONCEPT OVERVIEW
3.1.1 - Specific Plan Vision
The Specific Plan for THE GROVES must begin with a vision – a vision that describes the
community’s aspirations for how this important and historic area of the city will look and live in the
future. While a sizable portion of the specific plan area is either built or approved for
development, there is a remaining core that remains to be envisioned and planned. In fact, this
core area is the “glue” that will bring cohesion to THE GROVES and create a place for all Loma
Linda residents.
This is a vision for how THE GROVES at Loma Linda will look 25 years from now:
TTHE GROVES is the heart of east Loma Linda. It is has grown into an active, mixed-use center,
offering a living, shopping, dining, and recreating environment that draws residents, businesses
and visitors. Clusters of retail shops, restaurants, coffee houses, and other local-serving businesses
along the community’s internal “Main Street” and focal features surrounding the centralized
community park create fun places to gather with friends and family. A variety of residential
neighborhoods serve the community, from doctors, seniors, veterans and countless others in the
healthcare industry and related support and wellness services. This has become a place to plant
roots, start businesses, and raise families because of strong ties to Loma Linda and the desirability
of this special place.
THE GROVES offers a vast variety of open space and recreation opportunities. From a sports park,
historic park, oak woodland preserve, passive open space and trails, THE GROVES is the
community’s destination for outdoor recreation. These same amenities also unite THE GROVES
community with surrounding neighborhoods, including providing connections to other City and
“A city is not gauged by its length and width, but by the broa dness of its vision and the
hheight of its drea ms”.
— HERB CAEN
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regional trails. The VA Ambulatory Center is an anchor for the area, providing patients and their
families a place to access the outdoors, share time together and focus on healing and quality living.
Two schools are also anchors for this area. The elementary and middle schools are centers of
learning for nearby youth, with students having safe pathways to walk and bike to the schools.
History is on display here – with the City’s historic park with a collection of historic homes, and the
recognition of the Zanja Trail along Mission Road. Community pride is unmistakable – just attend a
community event or a farmer’s market at one of the parks, a food festival along “Main Street”, or
talk with residents and businesses. This amenity-rich environment offers visual interest and many
options to interact. It includes venues to accommodate civic functions and cultural activities.
Forward thinking in design and concept, TTHE GROVES sets the example for quality design and
creating a great place within Loma Linda.
3.1.2 - Guiding Principles
The following principles reflect the input received during community workshops, meetings with the
Steering Committee, and meetings with City Staff.
Provide a Range of Housing that Meets Loma Linda’s Needs
x Set aside a large area within THE GROVES for
large-lot custom and semi-custom homes,
designed as a private enclave.
x Allow for multi-family housing to meet the
City’s housing obligation (as determined by
the State) that can be provided in a variety of
high-quality housing products: walk-up
townhomes, courtyard housing, triplex
homes, live-work units, and stacked flats
above commercial.
x Locate condominiums and apartments near
commercial uses and design a pedestrian-
oriented environment.
x Ensure that THE GROVES provides traditional
single-family homes for working families.
x Ensure that all residential is well-connected to
a system of trails connecting schools, parks,
and commercial areas.
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Boost the Economy
x Ensure that commercial uses are located and
designed in such a way that a “place” is
created – one that is connected from a
vehicular and pedestrian standpoint.
x Require that commercial uses are clustered
around an internal “Main Street” to create a
walkable environment, with plaza areas
designed with amenities for dining, relaxing,
and gathering with friends and families.
x Dedicate staff resources, as feasible, to focus
on economic development with THE
GROVES.
x Work with developers to attract desirable
retail and restaurant uses, with a mix of local
businesses and national chains.
Create Additional Gathering and Recreation Areas
x Plan for a well-connected trail system that
links THE GROVES with nearby
neighborhoods and off-site regional trails.
x Plan a trail system that provides safe routes
for children to walk to the two on-site
schools.
x Plan for a trail system that connects the
residential neighborhoods to the commercial
areas and parks within THE GROVES.
x Provide standards for providing open space
amenities, public plazas and paseos within
new development.
x Set aside 20 to 25 percent of THE GROVES
for public open space and recreation that
include sports facilities, passive recreation, tot
lots, Farmer’s Market, City events and regular
recreation programming.
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x Ensure that public open space and recreation
areas have a sustainable source of funding
for maintenance and operations.
Promote Sustainable Development
x Provide a means to accommodate the
detention/retention of storm water for
individual projects in collective manner to
create a larger open space/water amenity
within THE GROVES.
x Encourage pedestrian, bike and other
sustainable transportation to reduce reliance
on the automobile, enhance walkabilty, and
promoting social interaction.
x Locate higher density residential within a
half-mile of the Redlands Transit Station.
The Vision and Guiding Principles are expressed in the plans for land use, mobility, and
infrastructure found within Chapter 3 of this Specific Plan. The range of land uses envisioned,
combined with a multi-model transportation system, will lead to the development of an active
village environment. In addition, the Vision and Guiding Principles are the foundation for the
development requirements and design guidance provided in Chapter 4 of this Specific Plan.
3.1.3 - Land Use Concept Overview
THE GROVES Specific Plan establishes 299.81 acres as a master-planned community consistent with
the Loma Linda General Plan concept for Special Planning Area “D”. THE GROVES land use concept
originated from the City’s vision for the development of Special Planning Area “D” as expressed in
the Loma Linda General Plan Table 2.B, Table Special Planning Area D Land Use Concept, and
related Implementing Policies, all of which specify the land use types, acreages, and dwelling units
for Special Planning Area “D”.
THE GROVES features single-family residences, pedestrian-oriented mixed-use development, a
range of multi-family housing options, and active and passive recreational amenities. Access for
pedestrians and bicyclists between the various land uses in the community is established by a
logical layout of the local roads within the community and provision of reciprocal access easements
in strategic locations.
THE GROVES community provides collectively for the development of 1,067 residences, including
291 detached, single-family homes on minimum 7,200 square foot (sf) and 10,000 sf lots, 213 senior
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citizen residences, 163 multiple-family residents built at medium-to-high density configurations,
and 400 residential units within the community’s mixed use development component to
accommodate affordable and special housing needs. The Mixed Use designation is comprised of
83.8 acres, which includes commercial and office uses (comprising the equivalent of approximately
63.8 acres inclusive of the VA Ambulatory Care Center, or 26.9 acres exclusive of the VA facility)
along with the residential component (comprising the equivalent of approximately 11.1 acres). The
400 residential units located within the Mixed Use designated areas will be built at a minimum
average of 20 units per acres (du/ac) to ensure that affordability requirements are met. Total
commercial square footage will range between approximately 362,000 sf and 584,000 sf, exclusive
of the square footage assigned to the existing VA Ambulatory Care Center (at 345,000 sf). A
summary of residential units and building square footage is provided in Table 3-1: THE GROVES
Statistical Summary by Planning Areas.
Table 3.1 - THE GROVES Statistical Summary by Planning Area
Planning Area Land Use Deesignation Acreage
(Gross)
Assigned
DU
Assigned
Maximum SF
PA 1-1 Mixed Use 36.9* -- 345,000
PA 1-2 Mixed Use 5.9* -- 121,970
PA 1-Road Road 3.3 -- --
Subtotal (Phase 1) 46.1 -- 466,970
PA 2-1 Mixed Use 4.4 26** 67,520
PA 2-2 Mixed Use (Preserve Overlay) 0.5* -- --
PA 2-3 Senior Citizen Housing 5.0 125** --
PA 2-4 Senior Citizen Housing 4.0 88*** --
PA 2-5 Mixed Use 5.8 54** 67,520
PA 2-6 Park / Open Space 13.9 -- --
PA 2-7 Mixed Use 6.7 62** 78,410
PA 2-8 Low Density Residential 13.5 54 --
PA 2-9 Mixed Use 1.3 -- 28,315
PA 2-10 Mixed Use 0.9 -- 19,600
PA 2-11 Mixed Use 0.9 -- 19,600
PA 2-12 Low Density Residential 20.0 80 --
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Planning Area Land Use Deesignation Acreage
(Gross)
Assigned
DU
Assigned
Maximum SF
PA 2-13 High Density Residential 5.5 33 --
PA 2-14 Low Density Residential 11.0 44 --
PA 2-15 Park / Open Space 4.0 -- --
PA 2-16 Low Density Residential 5.0 20 --
PA 2-17 Park / Open Space 2.3 -- --
PA 2-18 Park / Open Space 1.1 -- --
PA 2-Road Road 5.9 -- --
SubTotals (Phase 2) 111.7 -- 280,965
PA 3-1 Park / Open Space (Community Overlay) 6.6 -- 10,000
PA 3-2 High Density Residential 4.6 60 --
PA 3-3 Mixed Use 19.4* 165** 155,730
PA 3-4 Park / Open Space (Community Overlay) 15.9 -- 15,000
PA 3-5 Medium Density Residential 12.4 103 --
PA 3-6 Very Low Density Residential 29.3 60 --
PA 3-7 Mixed Use 4.6 93** --
PA 3-Road Road 10.1 -- --
SubTotals (Phase 3) 102.9 180,730
PA 0-1 Institutional 11.6* -- --
PA 0-2 Institutional 27.5* -- --
Subtotal (Other Phase) 39.1 -- --
THE GROVE TTOTAL 299.8 1,067 928,665
Note:
* A portion of the acreage under this Planning Area designation is allocated as park, open space, or trail under Private
ownership but intended for public access and use. See section 3.4 of THE GROVES Specific Plan for details.
** These assigned units are required to be developed at a minimum density and configuration to qualify as “affordable”or
special needs housing.
*** Twenty-four of these units must comply with the affordable / special needs housing requirement.
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THE GROVES includes almost 70 acres of active- and passive-use park land, including the North
Park (13.9 acres in Planning Area 2-6), Central Park (15.9 acres in Planning Area 3-4), South Park
(4.0 acres in Planning Area 2-15) and Heritage Park (6.6 acres in Planning Area 3-1). The smaller
Oak Woodland Preserve provides approximately 4 acres (within Planning Areas 2-2 and 3-3) of
passive trail-based park land nestled amongst mixed-use and senior housing uses. The major parks
are linked by a centralized Paseo (Planning Area 2-17) that ranges in width between 27 and 40 feet
and provides a multi-purpose meandering trail for recreation, access and mobility throughout THE
GROVES. Additional trails systems are integrated along major roadway routes and traverse
Planning Areas to ensure a well-connected and pedestrian-mobile community. Park lands will be
managed through combined public and private ownership. While the major parks (i.e., North,
Central, South and Heritage Parks) will be publicly managed, other key park and open space
features, including the VA Linear Park, the Oak Woodland Preserve, the central Paseo Corridor, the
Mission Road (Zanja) Trail, California Trail, Park Avenue Trail and Citrus Avenue Trail, and other
similar open space and trails for public use, will be privately managed and maintained.
Simple, direct access for pedestrians and bicyclists between the various land uses in the community
is facilitated by a logical and efficient layout of local roads within THE GROVES. The major roadway
system facilitates access to key destinations (i.e., the future middle school, parks and the Main
Street district) within THE GROVES without undue burden to the surrounding arterial roadways or
disruption to existing or future residential neighborhoods.
The rich heritage of Loma Linda serves as the inspiration for the thematic elements and aesthetic
design of THE GROVES community, consistent with the Historic Mission Overlay District ordinance
adopted by the City of Loma Linda. The community draws its overall visual theme from the
heritage of Loma Linda, utilizing locally recognizable architectural styles defined within the Historic
Mission Overlay District ordinance and landscape elements, such as entry treatments and park
design, to convey the local history of THE GROVES area. Architecture guidelines are strongly
influenced by historic uses of the project site and surrounding area, including historic elements
such as a Mission storehouse, a Native American village, a Mexican rancho, Mormon settlements,
and early citrus farming.
Twenty-nine individual Planning Areas that are used to define THE GROVES are formed according
to logical boundaries delineated by property ownership patterns, land use types, and physical
characteristics such as roads. The Specific Plan describes Planning Area size in gross acres. Likewise,
the assigned residential densities and commercial floor area assignments are calculated and
intended based on those gross acreages (as defined Table 3.1).
The Planning Area boundaries, acreages and unit counts provided in THE GROVES Land Use Plan
are based upon the best available information at the time of the Specific Plan document
preparation. Recognizing that minor adjustments to these details may occur during the course of
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detailed engineering and architectural design in compliance with the Implementation Plan (see
Chapter 5), the Specific Plan allows for minor adjustments through the administration of THE
GROVES (see Section 5.9).
3.2 - LAND USE PLAN
3.2.1 - Relevant General Plan Policy
The Land Use Element of the General Plan designates the general distribution, location, and extent
of land uses for housing, business, industry, open space, institutions, city facilities, and other
categories of public and private uses of land. The emphasis of the Land Use Element is on the
desired or intended use of land in the community, including future development of the City and its
sphere of influence. The unique nature of land use is such that it influences, and is influenced by,
many other elements of the General Plan.
The General Plan’s vision for Special Planning Area D is as a “livable, walkable community” with a
high level of amenities for residents, including parks, trails/paseos, and other recreational uses,
while also exhibiting a high level of design quality. Further, the General Plan intends that this area
be characterized by horizontal and vertical mixed uses, including commercial, office, structured
parking and high-density residential, developed along the frontages of Redlands Boulevard and
California Street. Single-family, medium-density residential (multi-family) and recreational uses are
intended within the central, western and southern portions of the Planning Area.
Other relevant elements that strongly influence land use patterns include the Economic
Development, Housing and Growth Management Elements. The Economic Development Element
seeks to promote economic and fiscal stability in Loma Linda in order to maintain a vibrant and
healthy community. The intent of the Housing Element is to ensure that the City makes a good
effort and commits available resources to meeting the housing needs of all economic segments of
the community. It also establishes that Special Planning Area D provide fulfill a substantial role in
addressing the City’s housing needs through provision of 1,067 residential units, including a
majority of which will be at densities appropriate to encourage affordable housing. The Growth
Management Element was established to maintain internal consistency with the City’s Measure V,
and it includes six principals of managed growth to be applied to all new development to achieve
the goal of maintaining the unique quality of life in the City of Loma Linda.
See Appendix A for relevant General Plan policies and consistency analysis.
3.2.2 - Development Concept and Plan Features
THE GROVES Specific Plan area has been comprehensively planned, consistent with the Loma
Linda General Plan concept for Special Planning Area “D”, as a livable, walkable community
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featuring single-family and multi-family residences, pedestrian-oriented mixed-use development,
and a range of active and passive recreational amenities.
THE GROVES provides for improvements and development within 299.81 acres. Upon complete
buildout, THE GROVES will provide a maximum of 1,067 residential dwelling units, including a
required 549 units that meet affordable/special needs housing targets. Approximately 10-12 acres
of commercial/businesses/services uses would be established providing up to approximately
930,000 square feet (maximum) within the mixed-use areas. Nearly 70 acres of active and passive
park and open space area will be integrated throughout the community. A summary of existing
and proposed development described in this Specific Plan is provided in Table 1-1, THE GROVES
Land Use Statistical Summary (see Chapter 1.0).
This section introduces broad land planning concepts that will be implemented through the
development standards and design guidelines provided in Chapter 4.0 (Development Standards
and Guidelines), which serves a detailed guide for physical improvements within THE GROVES.
Land Use Plan Map 3.2.2(a) -
The Land Use Plan designates where specific land uses may be established.
Figure 3.1, Land Use Plan, illustrates the spatial relationship and location of designated land uses,
special land use overlays and planning areas. These features are described below.
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Land Use Plan Figure 3.1 -
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Planning Areas 3.2.2(b) -
THE GROVES is organized as twenty-nine unique Planning Areas. The Planning Areas are formed
according to logical boundaries delineated by property ownership patterns, land use types, and
physical characteristics such as roads. Planning Areas are identified by a Planning Area (PA)
number (e.g., Planning Area 1-1, Planning Area 2-4, Planning Area 3-6, etc.). The first digit of the
Planning Area number indicates Phase Area (see below), followed by the Planning Area
identification number within that phase.
Each Planning Area has been assigned a size (in gross acres), land use designation, minimum and
maximum density or intensity (as appropriate), and a residential unit allocation. In addition,
Planning Areas with a Mixed Use designation have been assigned a minimum requirement of
affordable/special needs housing units, minimum and maximum commercial square footage, and a
mixed-use category target. Table 3.1, THE GROVES Statistical Summary by Planning Areas, provides
the land use information for each Planning Area.
Each Planning Area shall be site planned to function as a complete unit. Planning Areas designated
as Mixed Use shall be designed in a comprehensive manner, including location of land uses,
building orientation, architecture, internal vehicular and pedestrian circulation, location and design
of parking, provision of shared parking where feasible, and design of edge conditions along
contiguous Planning Areas, including vehicular and pedestrian circulation between adjacent
Planning Areas where feasible (and as required per this Specific Plan).
Phase Areas 3.2.2(c) -
THE GROVES can be described as having four Phase areas. These phases do not reflect a
sequential order of development, but rather reflect land areas related by individual development
entitlement requests. The Phases are shown in Figure 2.2, Specific Plan Boundary and Phase
Reference Map (see Chapter 2.0).
Phase One is +46 acres and was previously entitled in 2013. The Veterans Affairs Ambulatory Care
Center occupies Planning Area 1-1. Five acres of commercial property is assigned to Planning Area
1-2. This phase also includes the southerly extension of Bryn Mawr Avenue between Redlands
Boulevard and Park Avenue.
Phase Two involves the 111.7-acre and was approved for development in 2017 as the Citrus Trails
Master Plan project. Phase Two was approved to accommodate development of up to 581
residential units, a maximum of 562,000 square feet of commercial/office uses, and almost 22 acres
of parks, open space and trails.
Phase Three is comprised of approximately 103 acres, which includes approximately 79 acres
previously managed by the Successor Agency to the City of Loma Linda Redevelopment Agency
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(Successor Agency), approximately 6.5 acres designated as “Heritage Park” and approximately 18
acres owned by other multiple property owners. Phase Three will accommodate development of
481 residences, including 60 single-family detached residential dwelling units (du) on minimum
10,000 square foot lots, 163 attached residential dwelling units at a mid-range density up to 13
du/acre, and 258 residential units (integrated within the community’s mixed-use development
component) at a minimum density of 20 du/acre. The mixed-use designation is comprised of 20
acres, which includes commercial and office uses (approximately 7.1 acres) along with the
residential component (approximately 12.9 acres) and 26.5 acres of parks, open space and trails,
including a minimum of 3 acres dedicated for Oak Woodland Preserve.
Other Phase represents approximately 39 acres owned by the Redlands Unified School District
(RUSD), which consists of 11.5 acres associated with the existing Mission Elementary School
(Planning Area 0-1) and 27.5 acres set aside for a future middle school (Planning Area 0-2).
Land Use Designations 3.2.2(d) -
Residential Designations
Residential development within THE GROVES will feature a variety of built forms, including
traditional single-family neighborhoods, attached residential development condominiums, town
homes, and multi-level apartments. The following residential land use designations are included
within THE GROVES Specific Plan in order to encourage a mixture of dwelling sizes, layouts and
ownership types that are consistent with the corresponding land use designation and density
range. A range of residential land use designations is intended in order to provide future residents
within THE GROVES with a choice of housing preferences, costs that reflect a range of incomes and
varied household needs.
VLD Very Low Density (0 to 2 dwelling units per acre)
This category is intended to provide for single-family residential homes in a large lot,
suburban setting. The allowable density for this category ranges from zero to two dwelling
units per acre. Within any Planning Area with this designation, a range of lot sizes shall be
provided such that lot sizes and lot configurations are varied and not uniform. The
minimum allowable lot size is 10,000 square feet. In order to ensure a range of lot sizes and
configurations, no more than 25 percent of the lots within any single Planning Area with
this designation shall be less than 15,001 square feet and no more than 25 percent shall
exceed 40,000 square feet. The VLD designation is intended to promote and facilitate the
development of custom and semi-custom home projects for move-up housing.
LD Low Density Residential (0 to 4 dwelling units per acre)
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This category is intended to provide for traditional single-family subdivisions within the city
and sphere of influence. The allowable density for this category ranges from zero to four
dwelling units per acre. The minimum allowable lot size is 7,200 square feet. The 7,200
square foot minimum lot size requirement is not intended to prohibit the approval of
attached or detached guest structures or second residential units on a parcel occupied by a
single detached single-family residence, where the guest unit or second residential unit is
authorized in conformity with state law or City regulations, and the second units remain
under the same ownership as the principal dwelling unit.
MD Medium Density Residential (6 to 9 dwelling units per acre)
This category allows for attached single-family residential, duplexes, townhouses, and
condominium types of development. The allowable density for this category ranges from
six to nine dwelling units per acre. It is intended that average density for any single
Planning Area with this designation demonstrate a six dwelling unit per acre (6 du/ac)
minimum so as to combine opportunities for lower-cost housing with newer market trends
for single-family development types that incorporate common shared landscaped open
space and other amenities that serve to improve the quality of the living environment for
residents.
HD High Density Residential (6 to 13 dwelling units per acre)
This category is intended for multifamily uses consisting of low-rise (one to three stories)
condominium and apartment style development. The allowable density for this use ranges
from six to 13 dwelling units per acre. However, attached single-family residential, duplexes,
townhouses, and condominium types of development may also be incorporated. When
specifically approved, as within Phase Two, detached single-family residential may be
allowed within this designation at a minimum density of six dwelling unit per acre (6 du/ac)
and demonstrating a minimum allowable lot size is 7,200 square feet.
VHD Very High Density Residential (within Mixed Use)
See Mixed Use designation (residential component) below.
SCH Senior Citizen Housing (20 to 25 dwelling units per acre)
This category is intended for multifamily uses consisting of condominium and apartment
style development within age-restricted developments. The allowable density for this use
ranges from 20 to 25 dwelling units per acre.
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Mixed Use Designation
An objective of the Mixed Use land use designation is to provide broad flexibility in order to attract
new commercial and office uses to serve the retail and service needs of THE GROVES community
and to enhance the overall economic viability of Loma Linda. In addition, the Mixed Use
designation shall integrate a substantial residential component amongst the commercial base.
Mixed use development may present as “vertical mixed use” (i.e., different uses are mixed within
the same multi-story building), or as “horizontal mixed-use” (i.e., the different uses occur within
separate adjacent buildings). Regardless of any tendency toward vertical or horizontal (or
combinations of both), it is intended that development within the Mixed Use land use designation
reflect an appropriate mix of uses, physical orientation, building character and scale that
emphasizes a strong commitment toward pedestrian orientation. The Mixed Use designation is
intended to accommodate both residential and commercial components, as discussed below.
MU (VHD) Mixed Use - Residential Component (Average 20 dwelling units per acre)
This category is intended for multifamily uses consisting of low-rise (one to three stories)
condominium and apartment style development. The allowable density for this use ranges
from 20 to 25 dwelling units per acre, with an minimum average density of 20 dwelling
unites per acre required to fulfill affordable housing objectives.
MU (C) Mixed Use – Commercial Component (Maximum 0.5 FAR, or 0.75 FAR for
select uses)
The primary intent of the commercial/retail component within the Mixed Use designation is
to provide for the shopping and commercial service needs of THE GROVES community, the
workers who are employed within and around THE GROVES, and those who visit the city,
such as to receive health care. However, it is equally intended that a complimentary range
of office, small-scale business park, community uses and religious uses be incorporated into
the commercial/office style development (e.g., offices in small storefronts, a cluster of office
suites within a larger shopping center, or religious assembly uses in buildings originally
designed for commercial uses) and in a manner such that the dominant character of the
overall development remains commercial. The commercial component of the Mixed Use
designation shall generally be consistent with the commercial-based, employment-
generating land use categories defined in the General Plan Land Use Element, including the
Commercial, Office and Business Park categories. Health Care, Institutional and City
Facilities that are designed to be compatible with the surrounding uses shall also be
appropriate.
Supporting commercial and service uses may include office supply stores, copy services,
pharmacies, day care, restaurants, dry cleaners, sundry stores and similar uses. The Mixed
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Use commercial designation encourages pedestrian-oriented development and small-scale
development that feature specialty stores and boutiques to create vibrant areas for people
to gather and socialize and to better serve the community by providing a greater range of
personalized commercial uses (e.g., sit-down restaurants, upscale apparel, stores related to
hobbies or collectibles, gifts, etc.). It is also the intent of the Mixed Use commercial
designation to encourage more commercial leisure activities (e.g., family-oriented
commercial recreation facilities, kids’ entertainment restaurants, day spas, sit-down
restaurants that not only provide food but are oriented around family gatherings and
appreciation of nature through their settings) and community programmed activities (e.g.,
museums, community theaters and cultural institutions). Visitor-serving uses, including
lodging, are also supported under this designation. Examples of the intended nature of
development footprints within the Mixed Use commercial category include shopping
centers, in-line shops, specialty shops, and stand-alone commercial buildings.
The maximum allowable density for the commercial/retail component of the Mixed Use
designation is 0.5 FAR, or 0.75 FAR for hotel and hospitality uses. Buildings may range from
low to mid-rise (one to three stories), with some allowance for four stories when specifically
approved in accordance with the Development Standards provided in Section 4.4.
Community and Public Uses Designations
Included within this heading are institutional and public categories of uses such as recreational
open space (public and private). Some of these land uses may be outside of the jurisdictional
control of the City of Loma Linda.
I Institutional (Maximum 0.5 FAR)
Within THE GROVES, the Institutional land use designation is intended for educational
institutions and schools (e.g., Mission Elementary). More specifically, the designation applies
to two Planning Areas (Planning Area 0-1 and Planning Area 0-2) that are owned and
managed by the Redlands Unified School District (RUSD). These include a 11.5-acre site for
the existing Mission Elementary School and a 2705-acre site for a future middle school (or
combined K thru 9 school). The City of Loma Linda acknowledges that some uses within the
institutional category may be outside of the jurisdictional control of the City and that the
corresponding public entities might not be required to follow the City’s development
standards. In such cases, the design policies provided in this Specific Plan are intended to
serve as a guideline for the public agency. It is also recognized that institutional uses are
unique, often with special architectural requirements and style preferences that reflect the
buildings’ users and function, and thus flexibility is required. Institutional educational uses
may include facilities characterized by classrooms, auditoriums, libraries, gymnasiums,
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administration offices, and cafeterias. Also included are outdoor active uses areas for
athletic fields, playgrounds and outdoor classroom areas.
P Park / Open Space
The Park / Open Space designation applies to lands owned and operated by the City of
Loma Linda as passive or active public parks, as well as privately-owned/operated areas
with dedicated public-use easements (i.e., trails, paseos and neighborhood-serving parks).
It also applies generally to community-based recreational and trail use areas, including
areas set aside for preservation of orange trees and sections of a
pedestrian/bicycle/concrete walkway and trail system, that are intended to serve nearby
neighborhoods and the community in general by contributing toward establishing a
continuous trail system city-wide. Except as otherwise provided within the Community
Overlay (see below), development of buildings is generally prohibited within this land use
designation, except those that may be ancillary to the recreational use (e.g., restrooms,
small service buildings).
Special Use Overlays
Community Overlay (Maximum 0.1 FAR)
The Community Overlay is established to provide opportunity to integrate selected quasi-
commercial and community uses within public parks and open space areas that
traditionally do not accommodate such activity. Commercial and community uses within
the Community Overlay are intended to accommodate uses that are complimentary to the
park uses and serve to enhance the overall quality of special features within the broad park
areas. The Community Overlay extends along the northern edge of Central Park (Planning
Area 3-4) and North Park (Planning Area 2-6), and over the southern portion of Heritage
Park (Planning Area 3-1). The Community Overlay along the south edge of Park Avenue
(i.e., Planning Areas 3-4 and 2-6) offer the opportunity to accommodate community uses
and commercial entertainment-oriented uses, such as a fire station, a community
room/facility, concession areas, small vendor kiosks, and private commercially operated
recreation/entertainment/fitness uses (i.e, batting cages, virtual golf, yoga/pilates, etc.).
Restaurant uses and small gallery type stores could also be incorporated within the overlay
and incorporated to activate the potential lake or stream bed features. Within Heritage
Park, the Community Overlay encompasses the historic structures located within that area.
Community uses should be limited to those that are adaptable to the historic structures,
including for example administrative offices for public agencies and community-serving
non-profit organizations. Land use limitations are discussed in more detail in Chapter 4.0
(Development Standards and Guidelines).
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Oak Woodland Overlay (Maximum 0.1 FAR)
A minimum 3.5-acre Oak Woodland Preserve is established across portions of Planning
Areas Planning Area 2-2 and Planning Area 3-3 to preserve and protect a mature oak
woodland vegetation community. The overlay designation serves not only to preserve and
protect, but also establish an area for which a long-term habitat management program will
be developed and implemented, and to define an area for which special design treatment
will be applied to integrate the oak woodland as a focal feature that will interface with
other surrounding development. The precise boundary of the overlay will be determined in
conjunction with preparation of the Oak Woodlands Preserve Plan. The preserve plan will
be developed with the assistance of a qualified arborist and will encompass a cluster of
approximately 26 existing oak trees in the area. It is intended that the land area within Oak
Woodland Overlay would be privately owned and maintained, but fully accessible to the
public for passive recreational use and pedestrian trail access. The Oak Woodland Preserve
is described in more detail in Section 3.4 (Parks, Open Space and Recreation Plan) and
Chapter 4.0 (Development Standards and Guidelines).
Other Special Use Areas and Districts
“Main Street” District Concept
THE GROVES envisions an internal “Main Street” extending through three or four of the
northerly Mixed Use designated Planning Areas. The “Main Street” will serve as a unifying
feature used to anchor and serve as a focal point for mixed use development. The
traditional small town “Main Street” is the prototype for modern pedestrian-oriented
development, which provides a mix of land uses such as retail, offices, commercial services,
and residential in the same building or in nearby buildings. This mix of uses helps to build
the synergy that is necessary for successful pedestrian oriented development because it
allows buildings to be in use 24 hours a day. The form along the “Main Street” should be
quite different from that of more traditional commercial development that may occur
within other mixed use areas, which may be designed around the car.
In particular to the Main Street, design buildings so as to locate retail uses on the first floor
in order to benefit from street activity and to generate activity themselves by providing
convenient shopping opportunities and attractive window displays. Service uses, such as
hair salons and dry cleaning drop-off/pick-up, should only be placed on the first floor if the
interior tenant spaces are designed to present an attractive, active image that adds to the
vitality of the street life. Within horizontally mixed-use buildings, provide professional
services offered directly to the public on the first floor with other office-based employment
reserved office uses for the second floor of pedestrian-oriented buildings. Encourage public
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open areas such as plazas that are designed for gathering and ancillary outdoor uses such
as outdoor dining. Provide seating areas (e.g., benches, tables and chairs, low walled
planters) and trash receptacles for convenience and that encourage use of these outdoor
public areas.
Mixed Use/Affordable Housing Provision
THE GROVES features housing opportunities in a variety of home types, sizes, and
architectural styles, intended to appeal to residents of different family sizes, income levels,
and ages. The number of residential units required within THE GROVES is based on units
identified General Plan Land Use Element (Special Planning Area “D”) and the Housing
Element. Specifically, the Land Use Element establishes 400 as the number of mixed use
residential units assigned to THE GROVES, while the Housing Element requires that a
minimum of 549 units overall be provided as combined Very High Density and Senior
Housing “affordable” units. Consistent with these requirements, each Planning Area within
the Mixed Use and Senior Citizen Housing designations is assigned a required
affordable/special needs housing requirement. Residential densities within these areas will
range from 20 to 25 dwelling units per acre, and a minimum average density of 20 units
per acre.
Historic Mission Overlay District
THE GROVES is located within the Historic Mission Overlay District, as established under
Chapter 17.82 of the Loma Linda Municipal Code. This Specific Plan incorporates
development standards and architectural and site design guidelines that reflect the
historical designation and intent of the Historical Mission Overlay District. Specific Plan
features that serve to protect, preserve and ensure compatibility with historic resources are
discussed in Section 3.5 (Conservation and Preservation Plan) and Chapter 4.0
(Development Standards and Guidelines).
3.2.3 - IMPLEMENTATION PROGRAM
3.2.3(a) - Affordable Housing Implementation
THE GROVES specifies several methods to ensure that the affordable housing units requirements
are implemented consistent with the requirements of the Housing Element. To ensure consistency
with the affordable housing provisions of the General Plan Housing Element, residential units
seeking to qualify as “affordable” shall comply with at least one of the following criteria, in
perpetuity:
x Density: A residential development within a Mixed Use Planning Area with a minimum
residential density of 20 dwelling unites per acre shall be considered to meet the
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requirement for providing affordable housing. Density within the Mixed Use Planning Areas
may be increased up to 25 dwelling units per acre if in compliance with subsection (b),
Special Populations, or (c), Federal, State or City Programs. Density shall be calculated as
provided in Appendix B, Definitions.
x Specia l Populations: Within the residential portion of mixed use projects, 25 percent of the
units shall be targeted and reserved for special populations including, but not limited to,
senior citizens, special needs persons, disabled veterans, those needing short term housing
to support medical treatment, or as determined by the Community Development Director.
x Federal, State or City Progra ms: Units in the residential portion of mixed use projects shall
be considered affordable through participation in a specific Federal, State or City affordable
housing program when meeting the criteria of the respective program.
3.2.3(b) - Transfer of Residential Units
Each Planning Area is assigned a residential unit value. The Specific Plan provides for the transfer of
residential units between Planning Areas in accordance with the provisions of Section 5.13,
(Transfer of Residential Development Requirements/Rights). Such a transfer may include all the
residential units in a Planning Area or a portion of the residential units, provided that the
transferred units retain the original assigned attribute identified as affordable or market rate.
Residential units may only be transferred to a receive Planning Area that can accommodate the
required density of the transferred units.
3.2.3(c) - Implementing a Balanced Mixed of Uses
The Mixed Use designation is designed to result in a broad range and functional mix of
commercial-oriented uses consistent with the General Plan’s vision for Special Planning Area “D” as
a “livable, walkable community,” by providing for a strong mix of commercial uses (including
neighborhood retail, specialty retail, restaurant, entertainment, office-based employment and/or
professional services) and encouraging a rich pedestrian-oriented character that offers plazas,
pocket parks, public art, and similar amenities to create gathering places with a high level of visual
interest.
In order to promote the efficient use of commercial land and to encourage a broad range of
community-serving commercial uses, the Specific Plan restricts large-scale, single-use
developments considered unsuitable within the Mixed Use Planning Areas. Further, the Specific
Plan provides for a strong mix of commercial uses including neighborhood retail, specialty retail,
restaurant, entertainment, office-based employment and/or professional services.
To meet this objective, the Specific Plan includes requirements for each Mixed Use Planning Area
that specify the maximum commercial square footage, the minimum commercial square footage,
and a minimum number of commercial uses.
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3.2.3(d) - Ensuring a Mix of Uses
The Specific Plan ensures that each Mixed Use Planning Area provides the required residential
development as well as efficient and varied commercial land uses. A Mixed Use Planning Area must
provide its allocated residential units, leaving the remainder of the site available for commercial
development.
The Specific Plan establishes maximum and minimum commercial floor area ratios based on the
square footage available for commercial development in each Mixed Use Planning Area and
requires a variety of commercial use types through designated use categories. (Deviation from the
maximum floor area ratio and the minimum number of required categories may be allowed when
specifically approved by the Planning Commission as part of a Precise Plan of Design and
consistent with modifications as discussed in Chapter 5.0 (Implementation and Administration). The
square footage available for commercial development within each Mixed Use Planning Area is
designated as the “Assigned Commercial Component” (ACC) (refer to Table 1-1, The Grove Land
Use Statistical Summary).
The following terms and concepts unique to THE GROVES are referenced to ensure a mix of uses.
Calculations corresponding to these terms are specified for each Planning Area in Table 3.2, Mixed
Use Development Requirements.
(1) The Allocated Residential Area (ARA) for each Mixed Use Planning Area is the acreage
(converted to square feet) required to accommodate the allocated residential units at a default
density of 20 dwelling unites per acre.
(2) The Assigned Commercial Component (ACC) for each Mixed Use Planning Area is the
acreage (converted to square feet) remaining in the Planning Area after the ARA is subtracted from
the Planning Area’s Gross Acreage (i.e., ACC = Gross Planning Area Area – ARA). If the calculation
of the Assigned Commercial Component results in zero or a negative number, no commercial
development is required for that Mixed Use Planning Area.
(3) Maximum Floor Area Ratio (FAR) for Mixed Use Planning Areas is 0.5 of the Assigned
Commercial Component (ACC). Deviations from the maximum FAR are allowed when specifically
approved by the Planning Commission as part of a Precise Plan of Design entitlement in
compliance with modifications address in Chapter 5.0 of this Specific Plan.
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Table 3.2 - Mixed Use Development Requirements
Mixed Use
Planning
Area
Planning
Area
Acreage
Allocated
Residential
Area (SF)
Assigned
Commercial
Component
(SF)
Applied
Maximum
FAR (SF) 11
Applied
Minimum
FAR to Satisfy
Each Mixed
Use Category
(SF)
Required
Number of
Mixed Use
Categories
(Minimum) 11,2
PA 1-12 5.9 0 257,004 121,970 60,985 2
PA 2-1 4.4 56,628 135,036 67,518 13,504 3
PA 2-4 4.0 180,774 03 0 0 2
PA 2-5 5.8 117,612 135,036 67,518 13,504 4
PA 2-7 6.7 135,036 156,816 78,408 15,682 4
PA 2-9 1.3 0 56,628 28,314 5,663 2
PA 2-10 0.9 0 39,204 19,602 3,920 1
PA 2-11 0.9 0 39.204 19,602 3,920 1
PA 3-3 19.4 359,370 485,694 242,847 48,569 4
PA 3-7 4.6 200,376 03 0 0 1
Notes:
1. Deviations from the maximum FAR and minimum number of required Mixed Use Categories may be allowed only when
specifically approved by the Planning Commission as part of a Precise Plan of Design entitlement and in compliance with
Chapter 5.0 (Implementation and Administration)
2 Residential development equals one use category requirement
3 When calculation of the Assigned Commercial Component results in a negative number; the Assigned Commercial
Component is determined to be zero and fulfillment of the provisions for ensuring a mix of uses.
(4) Minimum Use Types and Minimum Floor Area Ratio (FAR) apply to require a minimum 0.1
FAR for each use type is established for each Mixed Use Planning Area, to ensure that a minimum
square footage of commercial use is developed in each Planning Area and to encourage efficient
use of land within the commercial component of THE GROVES. The Minimum FAR to satisfy a
Mixed Use Category and the minimum number of required categories for each Mixed Use Planning
Area is established in Table 3.2, Mixed Use Development Requirements. Deviations from the
minimum number of required categories may be allowed when specifically approved by the
Planning Commission as part of a Precise Plan of Design entitlement.
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a) To receive credit for fulfilling a Mixed Use Category, each Planning Area must develop a
minimum of 0.1 FAR of the Assigned Commercial Component (ACC) for each use category
assigned to the Planning Area.
b) The Specific Plan provides incentives to facilitate community uses and other similar
community-oriented uses. To encourage development of the following uses, the minimum
0.1 FAR shall not be required for the corresponding Mixed Use Category to be fulfilled.
x Day cares (child or elder care) and preschools
x Library
x Museum
x Community theater
x Senior center
x Fire station
x Post office
x Police/sheriff substation
c) The minimum FAR requirement does not apply to Mixed Use Category A (Residential).
d) The required number of Mixed Use Categories is based on the size of each Mixed Use
Planning Area. Development of residential units within a Mixed Use Planning Area qualifies
as providing one of the required number of Mixed Use Categories. If a Planning Area
transfers all of its allocated residential units (in compliance with Section 5.13, Transfer of
Residential Development Requirements/Rights) the required number of Mixed Use
Categories for the Planning Area specified in Table 3.3 shall be reduced by one.
(5) Mixed Use Categories consist of ten (A-J) categories of land uses permitted in the Mixed
Use designated areas. The Mixed Use Categories are generally distinguished by similar building
forms reflecting the type of use (i.e., offices versus restaurants versus retail spaces). The Mixed Use
Categories are Residential, Retail, Services, Eating Establishments, Recreation/Entertainment,
Hospitality, Office, Health/Social Services, Community/Education, and Government/Public Facilities.
THE GROVES Mixed Use Categories, assigned letters A through J, are identified in Table 3.2, Mixed
Use Categories. Specific allowed uses tied to each of the ten Mixed Use Categories is provided in
Table 4-1, Permitted and Conditionally Permitted Use, found in Section 4.2 of this Specific Plan.
Table 4-1 groups the allowed uses by Mixed Use Category.
a) Development applications for Mixed Use Planning Areas (e.g., Precise Plans of Design,
Conditional Use Permits) shall demonstrate satisfaction of the Mixed Use Category
requirements. Mixed Use Category requirements shall apply only during discretionary site
plan review in conjunction with a development application.
b) The building plans shall identify the Mixed Use Category for each building according to
building design, building massing, and placement of buildings on the site.
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c) Development proposals shall demonstrate the square footage provided in each Mixed Use
Category, which shall be determined by the commercial building’s gross leasable square
footage.
d) The square footage of two or more buildings of the same Mixed Use Category may be
combined to achieve the required 0.1 FAR.
e) The building plans shall provide a tally of the square footage of each building within a
Mixed Use Category to demonstrate compliance with the provisions of this subsection, to
the satisfaction of the Community Development Director.
Table 3.3 -- Mixed Use Categories
Category Land Use Type**
A Residential
B Retail
C Services
D Eating Establishments
E Recreation/Entertainment
F Hospitality
G Office
H Health/Social Services
I Community/Education
J Government/Public Facilities
Note:
* Specific allowed uses tied to each of the ten Mixed Use Categories is provided in Table 4-1 (Permitted and Conditionally
Permitted Use) of The Groves Specific Plan., which groups the allowed uses by Mixed Use Category.
3.3 - MOBILITY PLAN
3.3.1 - Relevant General Plan Policy
The Transportation and Circulation Element defines the City’s overall planned transportation
system. This element identifies and establishes the City’s policies governing streets and highways,
public transit network, bicycle routes, pedestrian ways, and other components of the circulation
system. The identified goals and policies are intended to provide guidance and specific actions to
ensure the continued safe and efficient movement of people and goods within and through the
City.
See Appendix A for relevant General Plan policies that influence the Mobility Plan.
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3.3.2 - Mobility Plan Concept Context and Overview
3.3.2(a) - Vehicular Circulation, Access, and Parking Plan
Local Circulation and Roadway Plan
The Specific Plan site is surrounded by a network of existing streets including Redlands Boulevard
to the north, California Street to the east, Mission Road to the south, and the southern extension of
Bryn Mawr Avenue to the west. Four major roadways establish the internal circulation within the
Specific Plan site. The roadway concept is shown in Exhibit 3-2, Vehicular Circulation and Access
Plan. Park Avenue and Citrus Avenue extend westward from California Street to Bryn Mawr
Avenue, and beyond to allow access to a future middle school anticipated in Planning Area 0-2.
The existing westerly leg at the California Street/Mission Road intersection will be removed and
terminated east of Earp Drive. A western extension of Orange Avenue will connect with Mission
Road (at the intersection with Earp Drive) and established a new alignment of Mission Road and
connection with California Street. Ultimately, access from California Street to Mission Road will be
provided exclusively by this segment of Orange Avenue. Mission Road will be terminated east of
the intersection with Earp Drive.
Vehicle Access and Connectivity Plan
In addition to the four primary roadways, a network of secondary north-south local roadways will
be established to facilitate internal access throughout the Specific Plan site and provide functional
connectivity between Planning Areas. The precise location and alignment of secondary roadways
will be determined at the time of each individual development implementing phase. However, in
order to provide for a coordinated approach that meets the Project objectives and Implementing
Policies of the Loma Linda General Plan, the Specific Plan includes an Access Plan with guidelines
for the placement of primary and secondary access. Conceptual vehicular entry points for each
Planning Area, as well as the general potential locations for internal access between Planning
Areas, is shown in Exhibit 3-2. Access points are designated with the express purpose of limiting
vehicular access onto Redlands Boulevard and California Street, minimizing curb cuts and potential
interference with the flow of traffic on these arterial streets.
3.3.2(b) - Non-Vehicular Circulation and Access Plan
Pedestrian Access and Orientation
The Groves offers residents a southern California outdoor lifestyle that includes access to a well
integrated network of trails that address a range of access, function, recreational and well-being
needs. The parks, paseos and trails provide residents with multiple options for pedestrian mobility
and non-vehicular access. The pedestrian circulation and access plan is shown in Exhibit 3-4: Non-
Vehicular Circulation and Access Plan.
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Figure 3.2 - Vehicular Circulation and Access Plan
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Figure 3.3 - Non-Vehicular Circulation and Access Plan
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Simple, direct access for pedestrians and bicyclists between the various land uses in the community
is facilitated by the layout of the local roadways under the master roadway plan for The Groves.
The network of north-south local roadways, as well as the centrally located paseo, allows
pedestrians to make their way from the residential areas to the retail stores and services located in
the mixed use areas and the two primary parks, Heritage Park (Planning Area 3-1) and Central Park
(Planning Area 3-4).
The Decomposed Granite Trail systems is accessible adjacent to key roadway corridors, but it also
threads between key use areas within the community. For example the DG Trail will directly link
Heritage Park (Planning 3-1) with Central Park (Planning Area 3-4), and connect the parkland and
mixed use areas of The Groves to residential development along Mission Road.
3.3.3 - Implementation Program
The Groves development area is divided into Infrastructure Implementation Improvement Districts,
which serve to establish a means for coordinating improvements, including roadways, sidewalks
and parkway trails, for areas that share common infrastructure components. Phase Two and Phase
Three are each divided into distinct Improvement Districts that represent guidance and
expectations for the implementation requirements of infrastructure improvements established by
the Specific Plan, as shown in Exhibit 3-15, Infrastructure Implementation Improvement Districts,
found in Section 3.6.3 of this Specific Plan. Phase Two (Citrus Trails Master Plan) is divided into five
Improvement Districts (A, B, C, C-1 and D), while Phase Three is divided into three Improvement
Districts (A, B and C).
The Improvement District concept provides flexibility in the timing of the construction of the
infrastructure improvements, including roadways, sidewalks and parkway trails, required to support
the development of any individual Planning Area, regardless of sequence. Therefore, the
Improvement Districts allow for Planning Areas to be developed in any order, provided however,
that the necessary supporting infrastructure improvements within a particular Improvement
District(s) and the infrastructure in any other Improvement District that is necessary to support the
improvements, is in place or is constructed. Development construction phasing has not been
determined at this time.
The provision of roadways, sidewalks, and parkway trails to serve The Groves is assured through
the designation of Improvement Districts that delineate facilities to be constructed in support of all
development, or interim development implementing phases, within an Improvement District.
Construction of each of these facilities shall be timed to adequately service each individual
development project. As such, this may require construction of the facilities both on-site (within or
adjacent to the PA) and/or off-site (within other PAs or outside of the Specific Plan area) to
connect with existing circulation and access facilities in the surrounding area. Required facilities
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must be constructed by the development project if the facilities are not already in place to serve an
implementing development project (e.g. development of a Planning Area).
3.4 - PARKS, OPEN SPACE, AND RECREATION PLAN
This section describes the plan for community parks, neighborhood parks, special use parks, and
paseos within THE GROVES. The parks identified through the Citrus Trails Master Plan have been
incorporated here. Conceptual plans for the design of the each of the parks and trails have been
prepared. The plans represent the types of activities desired for each, as well as a conceptual
layout. These are meant to provide direction to future developers, but not limit alternative designs
and additional uses.
Relevant General Plan Policy 3.4.1.
See Appendix A for relevant General Plan policies that influence the Parks, Open Space and
Recreation Plan for THE GROVES Specific Plan.
Development Concept and Plan Features 3.4.2.
THE GROVES at Loma Linda includes a thoughtfully planned system of parks and trails to provide
residents with convenient access to a variety of outdoor recreation (both active and passive) and
social activities. The location of recreational facilities within THE GROVES is displayed on Figure 3-
3, Park and Open Space Plan. In the heart of the community will be a large park consisting of
North Park and Central Park, with a combined total of 29.8 acres. North Park had original been
conceived through the planning and entitlement for Citrus Trails. Based on the additional open
space requirements per Special Planning Area D, Central Park has been planned and located
adjacent to North Park to create a grand community park for all residents of Loma Linda. The
overall park and open space objective is to provide a variety of recreations activities within THE
GROVES and to link every neighborhood to a trail system that connects to the parks and open
space areas. As shown on Figure 3.2, Non-Vehicular Circulation and Access Plan, consideration has
been given to how internal trails can connect to existing and planned off-site local and regional
trail systems.
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Figure 3.4 - Open Space and Recreation Plan
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3.4.2(a) - Community Parks
a. North Park
The 13.9-acre North Park, identified as Planning Area 2-6, provides active recreational opportunities
for residents and the greater Loma Linda community. As presented on Figure 3.5, Conceptual
North Park Plan, North Park includes recreational amenities such as basketball courts, bocce ball
courts, pickle ball courts, horseshoe pits, and a children’s playground. A large open area designed
for use as a dog park is located in the northeast corner of North Park. The majority of the turf area
within the park is allocated for youth soccer fields, sized to provide game facilities for a variety of
ages. Conveniently located throughout North Park, picnic shelters provide shaded seating and a
10-foot wide decomposed granite trail encircles the North Park boundary. North Park also
provides a parking lot for vehicles and a restroom building. Evergreen canopy trees, deciduous
trees, and accent trees that include pockets of orange trees are located along the park periphery
and clustered within the northern portion of the park.
Figure 3.1, Land Use Plan, shows a Community Use Overlay which allows for a variety of
community-serving uses including a fire station, community multi-purpose building/facility,
concession areas or restaurants, and commercial recreation uses such as fitness studios and batting
cages. This overlay provides an optional range of uses to be considered in the final design of the
park.
b. Central Park
In contrast to the emphasis on structured sports in North Park, the 15.9-acre Central Park is
intended for multi-purpose areas for family picnics, tot lots, community fairs (arts/crafts, food
festivals, etc.), annual concerts in the park, farmer’s market, biking and walking. The development
of North Park is expected to occur prior to Central Park, therefore Central park should be designed
and programmed in coordination with North Park in terms of shared parking, access between the
two parks, and activities. At build-out, the two parks should function as one integrated community
park. Figure X, Conceptual Central Park Plan, identified a preferred solution for shared parking,
and a layout of multipurpose fields, trails, and other uses that compliment the conceptual plan for
North Park.
Like North Park, Figure 3.1, Land Use Plan, shows a Community Use Overlay which allows for a
variety of community-serving uses including a fire station, community multi-purpose
building/facility, small Amphitheatre, concession areas or restaurants. This overlay provides an
optional range of uses to be considered in the final design of the park.
Central Park may also be designed to accommodate storm water drainage from development
within THE GROVES so that individual projects will not have to incorporate detention basins on-site
(see Section 3.6, Grading, Drainage and Water Quality). This may be in the form of a permanent
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lake that is designed to handle annual run-off, or in the form of detention basin that also includes
non-structural park uses, or even in the form of an improved drainage channel that winds through
the park and incorporates trails and landscaping. As illustrated in Figures 3.6, Conceptual Central
Park Plan, Central Park includes community fair ground, family picnic, amphitheater, demonstration
garden, drainage channel, and children’s playground.
3.4.2(b) - Neighborhood Parks
a. South Park
Located in Planning Area 2-15, the 4.0-acre South Park provides convenient recreational
opportunities for residents of THE GROVES and neighborhoods located south of Mission Road. The
concept plan for South Park, provided on Figure 3.6, Conceptual South Park Plan, features
amenities for group use including a picnic shelter and gathering areas. Additional facilities include
bocce ball courts, a children’s playground, and open play areas. A 10-foot wide decomposed
granite trail, which leads past picnic benches and exercise stations, encircles South Park and ties
into the pedestrian Paseo that leads to North Park. The Zanja Trail, which bisects South Park and
continues off-site along Mission Road, includes interpretive signage as discussed in Section 3.5.2
(b) to educates users about the importance of the Zanja irrigation ditch to the history of the area.
A parking lot and restrooms are also provided within South Park. Evergreen canopy trees and
accent trees consistent with the landscape theme are located throughout South Park, creating a
distinct community identity.
3.4.2(c) - Special Use Parks
a. Oak Woodland Preserve
The Oak Woodland Preserve consists of a .5-acre Oak Preserve Park (Planning Area 2-2) and a
minimum 3-acre area within Planning Area 3-3, Mixed Use. These two areas encompass a mature
coast oak woodland habitat which is to be preserved and protected. These two areas are expected
to be incorporated into the design of any adjacent development project. Within Planning Area 3-3,
this area is defined as an overlay, with the final boundary to be determined as part of the overall
design of the planning area. As presented on Figure 3.7, Conceptual Oak Woodland Preserve Plan,
the Oak Woodland Preserve will include a treehouse playground, healing garden, and picnic areas.
It will also provide pedestrian connection to the surrounding uses. Priority trees have been
identified in Section 3.5.2 (a). The final design shall include the necessary drainage area to ensure
the health of the trees, as determined by an arborist. Improvements may include benches, picnic
tables and additional native landscaping consistent with the coast oak woodland habitat.
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b. Heritage Park
Heritage Park is a 6.6-acre existing, largely unimproved park within THE GROVES at Loma Linda.
The site is located on the western edge of the Specific Plan area, north of Mission Road and
adjacent to the Edison Easement. It currently contains two historic homes that have been moved
to the site from nearby citrus properties. It also contains an historic adobe storage building built
along the Zanja for storage of wheat, barley, beans, corn, and peas, as discussed in Section 3.5.2(b),
Historic Resources. The historic homes, adobe, train car, and a wireless facility are located on the
lower third of the park, with citrus groves located on the remainder of the site. The historic homes
are currently being leased for office use. As noted in Section 3.5.2(b), Historic Resources, several
additional historic homes within the specific plan area may be moved to Heritage Park.
Existing Heritage Park include two historic homes and a historic adobe storage building.
The conceptual plan for Heritage Park incorporates the existing uses, future historic homes, and
expands improvements to include uses and activities for the public. As shown in Figure 3.8,
Conceptual Heritage Park Plan, the park includes additional train cars, engines, a picnic and play
area, and museum within one of historic homes. A small outdoor amphitheater for educational
presentations or entertainment may also be included. The northern portion of Heritage Park will
maintain the citrus groves, which can be accessed by a system of pedestrian trails.
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 3 33-33 Figure 3.5 - Conceptual North Park Plan
Chapter 3 THE GROVES AT LOMA LINDA SPECIFIC PLAN 33-34 Figure 3.6 - Conceptual Central Park Plan (Alternative One)
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 3 33-35 Conceptual Central Park Plan (Alternative Two) Figure 3.6 -
Chapter 3 THE GROVES AT LOMA LINDA SPECIFIC PLAN 33-36 Figure 3.7 - Conceptual South Park
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Figure 3.8 - Oak Woodland Preserve
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Figure 3.9 - Heritage Park
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Linear Park, Paseo and Parkway Trails 3.4.2(d) -
a. VA Linear Park
The Veterans Affairs Ambulatory Care Center (Planning Area 1-1) is an existing use within THE
GROVES and includes a 5.5-acre Linear Park. The VA Linear Park is within the front setback area of
the facility along Redlands Boulevard and Bryn Mawr. It includes a passive and active recreational
area, including: a pocket seating area, a walking trail, an orchard grove, bocce ball, horseshoe pit,
exercise circuit, chess tables, and public parking.
b. Paseo and Trails Connecting Mission Road to Main Street
A 2.3-acre Paseo (Planning Area 2-17) and a decomposed granite trail system provide a pedestrian
amenity and facilitate access from Mission Road to Main Street. The Paseo, which varies in width
from 27 to 40 feet, is located along the western boundary of single-family residential community of
Citrus Trails, and features a 10-foot wide meandering decomposed granite trail surrounded by
evergreen canopy and accent trees, as depicted on Figure 3.9, Conceptual Paseo Plan. The trail
then extends north of Citrus Avenue to North Park and then continues through the Oak Woodland
Preserve to Main Street. Picnic tables and exercise stations are sited along the Paseo, adding to the
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function of this community amenity. Interpretive signage, as discussed in Section 3.5.2(b), Historic
References, educates users of the Paseo about the history of the local area.
c. Parkway Trails
California Trail
An 1.1-acre open space area and trail bordering THE GROVES frontage along California Street in
Planning Area 2-18 provides a 10-foot wide decomposed granite trail flanked by trees, shrubs and
groundcover south of Citrus Avenue. Adjacent to the Mixed Use Planning Areas north of Citrus
Avenue, a 15-foot wide hard surface trail is provided in lieu of the decomposed granite material,
which allows for continuation of the pedestrian connection along California Street and also
facilitates the pedestrian oriented design of the adjacent Mixed Use Planning Areas by providing a
wide walkway or space for outdoor dining.
Commercia l Trail
Commercial trail is a 22-foot parkway with a 10-foot wide meandering decomposed granite trail on
the east side of Bryn Mawr Avenue abutting Planning Area 1-2 and 3-3. The trail will incorporate
building frontage to create an appealing and comfortable street environment. It will also provide
pedestrian connections to the surrounding parks and open spaces.
Zanja Trail Connection
Zanja Trail will be a natural surface path along the Mill Creek Zanja irrigation ditch parallel to
Mission Road. It connects to its existing off-site alignment. Zanja Trail will include interpretive
signage and elements relating to adjacent historic resources, local history, and other information
about the area to educate the community and visitors.
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Figure 3.10 - Conceptual Paseo Plan
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Implementation Program 3.4.3.
3.4.3(a) - Park Dedication Requirements
THE GROVES Specific Plan is consistent with the Special Planning Area “D” policies regarding the
provision of parks, open space, and trails, which envision a minimum of 68.2 acres of parks, open
space, and trails within Special Planning Area “D”. Table 3.4 below identifies the variety of facilities
identified in this Specific Plan.
Table 3.4 - Parks, Open Space, and Trails Allocation Summary
Planning
Area Parks, Open Space, and Trails
Acreage Allocations
Total
Acreage Park Open
Space Trail
School
Play
Fields
PA 1-1 VA Linear Park 5.5 5.5
PA 1-2 Commercial Trail 0.3 0.3
PA 2-2 Oak Woodland Preserve (Phase 2) 0.5 0 0 0.5
PA 2-6 North Park 13.5 0.4 0 13.9
PA 2-15 South Park 3.7 0.3 0 4.0
PA 2-17 Paseo 1.0 0.9 0.4 2.3
PA 2-18 California Trail 0 0.4 0.8 1.1*
PA 3-1 Heritage Park 6.6 0 0 6.6
PA 3-2, 3-3 Park Avenue Trail 0 0.3 0.7 1.0
PA 3-3 Oak Woodland Preserve (Phase 3) 3.0 3.0
PA 3-4 Central Park 15.9 0 0 15.9
PA 0-1 Mission Elementary 5.0 5.0
PA 0-2 Future Middle School 9.1 9.1
Pa rks, Open Space, TTra il a nd School TTotal 49.7 2.33* 2.2 1 4.1 68.2*
Note:
* Mathematical inconsistency is a result of rounding
The Loma Linda Municipal Code, Title 17, Chapter 17.20, requires residential development projects
to provide 2.8 acres of park land per 1,000 residents. As shown in Table 1.1. THE GROVES provides
for the development of 1,067 residential units. Using population generation rates provided in the
Loma Linda Municipal Code, THE GROVES is expected to generate approximately 3,655 residents at
ultimate build-out Therefore, under Chapter 17.20, THE GROVES has a park land requirement of
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10.2 acres (3,655 residents/1,000 residents) x 2.8 acres = 10.2 acres). This Specific Plan provides for
more than 10.2 acres of parks, open space, and trails, and therefore satisfies the park land
dedication requirements of the Loma Linda Municipal Code.
3.4.3(b) - Provision of Required Park Facilities
As THE GROVES community develops, the parks, open space, and trail facilities shall be available to
serve the growing residential population. This subsection describes the process for determining
Planning Area responsibility for the funding, design, and construction of park facilities within the
Specific Plan.
The responsibility for park facilities are proportionally allocated to each Planning Area based on the
type of residential development and the number of residential units within the Planning Area using
the residential unit/parkland ratios established in this subsection. Design and construction of the
park facilities may be undertaken by the Planning Area property owners under a private cost
sharing reimbursement agreement. Such an agreement is required to establish the proportional
allocation of the expenses associated with the design, construction, and dedication of park
facilities.
Alternatively, the City may choose to undertake the design and construction of any or all of the
park facilities described in the Specific Plan. Under this scenario, the City shall require each
Planning Area to pay its proportional obligation for design, construction, and dedication of park
facilities based on the type of residential development and the number of residential units
developed within the Planning Area, using the residential unit/parkland ratios established in this
subsection.
3.4.3(c) - Phase 2 Planning Areas - Contribution Through Funding or Construction
Planning Areas within Phase 2 (Citrus Trails) shall proportionally contribute toward design,
construction, and dedication of park facilities based on residential units via the method designated
in Table 3.5, Provision of Parks, Open Space, and Trails, which establishes requirements for
construction of park facilities or payment of fees for each Planning Area. Table 3.5 shall apply to
the respective property owners for residential development within Low Density Residential, High
Density Residential, Senior Housing, or Mixed Use Planning Areas.
Table 3.5 specifies payment of fees or construction of facilities based upon property ownership.
The parcels within Phase 2 are owned by several different land owners. Where land owners have
land available to dedicate for park facilities, Table 3.5 specifies the required dedication of land and
construction of park facilities upon the development of an associated Planning Area. When an
owner of a Planning Area does not possess land to dedicate for park facilities, a monetary
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contribution is required upon development of the Planning Area. (Credits and debits under the
private cost sharing reimbursement agreement ultimately provide for proportional distribution of
the total cost based on residential development.)
3.4.3(d) - Phase 2 Planning Areas - Determining Proportional Share for Park Facility
Implementation
This subsection describes the process for determining the proportional distribution of park facility
design, construction, and dedication costs based on a Planning Area’s residential development.
x The estimated cost for detailed design and construction of the park facilities and the value
of land dedicated for park improvements shall be determined as discussed below or as
described in the parkland private cost sharing reimbursement agreement;
x The estimated costs and land values shall be proportionally allocated among Planning
Areas based on type of residential development and number of residential units;
x As part of the development process for each Planning Area, as provided in Table 3.5,
Provision of Parks, Open Space, and Trails Trails for Phase 2 Planning Areas, the Planning
Area property owner shall design and construct park facilities to support development of
the Planning Area or the Planning Area property owner shall pay their share of the park
implementation costs through the private cost sharing reimbursement agreement.
Reimbursement shall only be for expenses incurred beyond their proportional responsibility
for the park facility being designed and constructed as set forth in the private cost sharing
reimbursement agreement.
3.4.3(e) - Phase 2 Planning Area - Determining Expense of Park Facility Development
The total cost to prepare design plans, construct, and dedicate land for the Parks, Open Space, and
Trails identified in Figure 3.4, Open Space and Recreation Plan, shall be determined in order to
proportionally allocate the expenses associated with implementation of park facilities. (The open
space trail located along California Street, which shall be constructed in segments as part of the
roadway improvements by the adjacent Planning Areas as each is developed, shall be excluded
from park facility cost estimates.)
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Table 3.5 - Provision of Parks, Open Space, and Trails for Phase 2 Planning
Areas
Planning
Area
Primary Method of
Contribution
Threshold for Implementation --
Residential Building Permits
Monetary
Contribution
to Fund Park
Developmeent
Dedicate Land
and Construct
Indicated
Facility1
Submit
Construction Plans22
Commence
Construction
Complete Park
Facility3
2-1 -- Oak
Woodland
Preserve
(Planning
Area 2-2)
Prior to issuance
of the 1st MFR
Building Permit in
Planning Area 2-1
-- Prior to issuance
of the final MFR
Certificate of
Occupancy in
Planning Area 2-1
2-2 Yes -- -- -- --
2-4 Yes -- -- -- --
2-5 Yes -- -- -- --
2-7 Yes -- -- -- --
2-8 -- North Park -
northern
portion
(Planning
Area 2-6A)
Prior to issuance
of the 1st SFR
Building Permit in
Planning Area 2-8
Prior to
issuance of the
50th SFR
Building Permit
in Planning
Area 2-8
Prior to issuance
of the final SFR
Certificate of
Occupancy in
Planning Area 2-8
2-9 – 2-
114
-- -- -- -- --
2-12 -- North Park -
southern
portion
(Planning
Area 2-6B)
Prior to issuance
of the 1st SFR
Building Permit in
Planning Area 2-
12
Prior to
issuance of the
50th SFR
Building Permit
in Planning
Area 2-12
Prior to issuance of
the final SFR
Certificate of
Occupancy in
Planning Area 2-12
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Design and construction costs shall be determined through submittal of competitive bids
for the preparation of detailed landscape plans, landscape construction documents, and
labor and materials for installation of park facility improvements, consistent with the
Specific Plan conceptual park facility exhibits. The bids shall be submitted to the area
property owners as provided in the private cost sharing reimbursement agreement.
The value of land required to be dedicated for park facilities shall be the value assigned to
land in the City’s park fee schedule.
3.4.3(f) - Phase 2 Planning Area - Determining Required Level of Contribution
After determining the total cost for preparation of plans, construction, and land dedication,
a prorated cost per Phase 2 Planning Areas allocated residential unit shall be established
under the terms of the private cost sharing reimbursement agreement to determine the
required financial contribution for each Planning Area.
2-13, 2-14
or 2-16
-- South Park
and Paseo
(Planning
Area 2-15
and 2-17)
Prior to issuance
of the 1st SFR
Building Permit in
Planning Area 2-
13, 2-14 or 2-16
Prior to
issuance of the
50th SFR
Building Permit
in Planning
Area 2-13, 2-14
or 2-16
Prior to issuance
of the final SFR
Certificate of
Occupancy in
Planning Area 2-
13, 2-14 or 2-16
(cumulative)
Notes:
1. The open space trail located in Planning Area 2-18 shall be constructed in segments as part of the
roadway improvements by the adjacent Planning Areas as each is developed.
2. Design/Construction plans shall address the entire park facility, and shall not be limited to a specific half or
segment.
3. Prior to issuance of a Certificate of Occupancy for the indicated dwelling unit, the respective park facility
shall be deemed complete to the satisfaction of the Public Works Director, who shall have discretion to
determine if sufficient progress toward park completion may allow for issuance of a Certificate of
Occupancy prior to final park completion.
4. Planning Area 2-9, 2-10, and 2-11 shall not be required to contribute to park funding, dedication, or
construction provided the respective Planning Area does not contain residential units. If residential units
are developed within Planning Area 2-9, 2-10, or 2-11 through the Transfer of Development process
(Section 5.13), the Planning Area shall be responsible for a per residential unit contribution to park facility
funding.
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1) The level of contribution toward park facility implementation for each Planning Area
shall be determined by the product type and number of residential units developed
within each Planning Area. Single-family and multi-family homes are allocated a
larger share of parkland responsibility than senior or special needs housing units
because these uses have a lower demand for park facilities.
2) Single-family residential homes shall be counted as 1.0 residential unit; multi-family
units (excluding senior and special needs units) as 0.6 residential unit; and senior
and special needs units as 0.44 residential unit.
3.4.3(g) - Phase 2 Planning Areas - Determining Payment or Credit
In Table 3.5, Provision of Parks, Open Space, and Trails, each Planning Area is designated to either
contribute funding or design/construct facilities. For Planning Areas that are required to
design/construct park facilities, once the park facilities are complete, the Planning Area property
owner’s actual cost for design/construction, along with the value of dedicated land, shall be
determined. This amount shall be compared to the calculated proportional cost obligation for the
Planning Area. If the costs are greater than the Planning Area park fee obligation, the property
owner shall be credited that amount, pursuant to the private cost sharing reimbursement
agreement. In the event that the costs are less than the Planning Area park fee obligation, the
property owner shall pay the difference, pursuant to the private cost sharing reimbursement
agreement.
1) Payment
x For Planning Areas that are required to contribute funds per Table X, the provisions
in subsection (2), Determining Required Level of Contribution, shall be utilized to
determine the Planning Area financial obligation for implementation of park
facilities. The full obligation shall be paid by the Planning Area property owner
through the private cost sharing reimbursement agreement prior to issuance of the
first residential building permit in the respective Planning Area or as provided in the
private cost sharing reimbursement agreement (payment shall be documented to
the satisfaction of the Community Development Director).
x Planning Areas that design and construct park facilities as specified in Table X shall
be required to fulfill any cost deficit if their actual cost of park facility
implementation (for design plans, construction, and value of dedicated land) is less
than their obligation as calculated in subsection (2), Determining Required Level of
Contribution. The property owner shall make an additional monetary contribution
through the private cost sharing reimbursement agreement to fulfill the deficit prior
to issuance of a Certificate of Occupancy for the last residential building permit in
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the respective Planning Area (payment shall be documented to the satisfaction of
the Community Development Director).
2) Credit
x Planning Areas that design and construct park facilities as specified in Table X shall
receive a credit if their actual cost of park facility implementation (for design plans,
construction, and value of dedicated land) is more than their obligation calculated
in subsection (2), Determining Required Level of Contribution. A credit shall be
provided to the Planning Area property owner through the private cost sharing
reimbursement agreement prior to issuance of a Certificate of Occupancy for the
last residential building permit in the respective Planning Area or upon completion
and acceptance of the park facility.
3.4.3(h) - Phase 2 Planning Areas - Timing of Park Facility Construction
The timing for submittal of construction plans to the City, commencement of construction, and
completion of the park facility shall be as specified in Table 3.5. Prior to issuance of a Certificate of
Occupancy indicated in Table3.5. the respective park facility shall be deemed complete to the
satisfaction of the Public Works Director, who shall also have the discretion to determine sufficient
progress toward park facility completion to allow for issuance of Certificate of Occupancy permits
prior to final park facility completion.
3.4.3(i) - Open Space and Recreation Plan Development Standards
1) Final park land dedication requirements for Phase 2 Planning Area shall be based on the
park, open space, and trail requirements in Table 2.B of the Loma Linda General Plan and
be determined by the City at the time the implementing tentative tract map(s) is submitted
for review.
2) Private recreational facilities, such as those serving residential units within the Mixed Use
and Senior Housing Planning Areas, shall be privately owned and maintained by a master
homeowners’ association or similar entity.
3) Recreational facilities and manufactured slopes within the open space areas shall be
landscaped and, where necessary, irrigated in a manner that is conducive to the type of
plant material and landscape setting.
4) Landscaping within recreation and open space areas shall be consistent with Section IV,
Design Guidelines, of this Specific Plan.
5) Landscaping within recreation and open space areas shall conform to the standards set
forth in the Loma Linda Municipal Code Chapter 13.32, Water-Efficient Landscape.
6) Conceptual landscaping plans shall be submitted to the City of Loma Linda Planning
Division for review in conjunction with tentative map applications that implement any
portion of this Specific Plan.
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3.4.3(j) - Phase 3 Planning Areas – Park Implementation Requirements
Phase 3 Planning Areas are expected to be developed by multiple property owners’ overtime.
Each of the parks, open spaces, and trails within Phase 3 will be implemented as follows:
1) Central Park – All residential projects within Phase 3 shall be required to either contribute
funding or design/construct park facilities in accordance with their fair share park
dedication obligation per the Loma Linda Municipal Code. Central Park shall satisfy the
public parkland obligation for Phase 3 Planning Areas. Each project shall enter into an
agreement with the City at the time of approval of a subdivision map regarding the terms
for meeting their requirement.
2) Oak Woodland Preserve – A minimum of 3-acres shall be dedicated and improved by the
property owner(s) for Planning Area 3-3, in accordance with the Planning Area
development standards in Chapter 4.0. The property owner(s) for Planning Area 3-3 shall
enter into an agreement with the City at the time of approval of a subdivision map
regarding the terms for meeting their requirement.
3) Heritage Park – Heritage Park is currently owned and maintained by the City. The City shall
continue to own, maintain, and improve the park overtime as funding permits.
3.5 - CONSERVATION AND PRESERVATION PLAN
3.5.1 - Relevant General Plan Policy
See Appendix A for relevant General Plan policies that influence the Conservation and Preservation
Plan for THE GROVES Specific Plan.
3.5.2 - Development Concept and Plan Features
3.5.2(a) - Biological Resources
The Specific Plan area includes approximate 3.5 acres of disturbed coast live oak woodland located
in the northern portion of the area, predominately within Planning Areas Planning Area 2-2 and
Planning Area 3-3.
The City’s General Plan guiding policy for oak woodlands states to preserve, as feasible, the oak
woodland areas within the City by requiring development to incorporate the trees into the
development design. The Specific Plan designates this oak woodland habitat to be preserved and
managed in perpetuity through an Oak Woodland Preserve Overlay. The Groves provide
development standards and guidelines to preserve existing oak trees and provide for replacement
at an appropriate ratio of those trees than cannot feasibly be preserved. Further, the Loma Linda
Municipal Code Chapter 17.74 “Tree Placement, Landscape Materials, and Tree Removal” outlines
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local policies and ordinances regulating landscape development which include protecting and
maintaining significant existing trees.
The Specific Plan includes project design criteria for avoidance of removal or encroachment of
coast live oak trees during development, and requires that the oak woodlands be actively managed
to ensure their long-term health.
3.5.2(b) - Historic Resources
The following elements are included throughout THE GROVES community to help educate
residents and visitors in the rich history of the surrounding area by providing historic information
and/or visual references to one or more of the following historic uses of the project site or project
area: a Mission storehouse, a Native American village, a Mexican rancho, Mormon settlements, and
early citrus farming.
a. Historic Reference through Architectural Styles
The architectural styles selected for THE GROVES reflect modern interpretations of the historic
architecture prevalent in the region. The designated architectural styles for THE GROVES are:
Mediterranean Revival, Craftsman, Prairie, Monterey, and Italianate. These architectural styles are
consistent with the Loma Linda Municipal Code, Chapter 17.82 (Historic Mission Overlay District).
b. Historic Reference through Mission District Identification
In order to convey the area’s history to residents and visitors of THE GROVES, the design of the
Major Monuments and Minor Monument discussed in Section IV.D.3, Monumentation, includes
text identifying the “Historic Mission District” in addition to the THE GROVES community name at
prominent entryways into the community.
c. Historic Reference through Public Art at Entry Monuments
As a special accent to the Monuments discussed in Section IV.D.3, Monumentation, public art
elements are used to evoke the history of THE GROVES area. The theme and materials employed
in the art sculpture may include references to any of the following: Mission period, Native
American village, Mexican rancho, Mormon settlers, or citrus farming. The preliminary art concept
for the entry monument located on the southwest corner of California Street and Citrus Avenue is a
cast metal sculpture of a child riding a vintage orange crate scooter. The vision for the entry
monument located on the northwest corner of California Street and Orange Avenue features a cast
metal sculpture of vintage smudge pots, which were used in citrus groves to protect fruit trees
from frost.
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d. Historic Reference through Residential Street Naming
The residential builder(s) of the THE GROVES community will work with the City of Loma Linda to
create a residential street naming program that uses words or names connected with the area’s
historic past, which may include references to the Mission period, Native American village, Mexican
rancho, Mormon settlers, or citrus farming.
e. Historic Reference Design Guidelines
These Historic Reference Design Guidelines apply to the locations and land uses specified below to
ensure that the design of THE GROVES amenities links the present day community to the area’s
past. Provisions that are followed by a parenthetical reference to a section of the Loma Linda
Municipal Code shall be considered mandatory provisions. The word “shall” indicates elements
required by the Loma Linda Municipal Code; whereas, “should” indicates an element that is
encouraged but not required, or provides one of a variety of possibilities to implement a
mandatory provision. The photographs accompanying the Historic Reference Design Guidelines
provisions provide a suggestion, and are not meant to dictate the precise design of the elements.
1) Zanja Trail
The following are requirements pertaining to the identification
and preservation of the Zanja Trail on-site.
x Establish Zanja Trail alighment based on confirmed Zanja
location.
x Interpretative signage shall be provided along the Zanja
Trail from South Park to Heritage Park (per 17.82.090.C.5).
x Design elements or materials that provide a visual reference to the appearance of the
original Mill Creek Zanja should be considered at a key point along the Zanja Trail
connection.
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2) South Pa rk
x Site design and amenities (e.g., play equipment, picnic shelters) should be influenced by
Native American village and/or Mission themes through use of materials including clay tile
pavers, barrel tile roofs, stucco, cobble, simple wrought iron,
and wood rail fencing.
x Park furnishings (e.g., benches, light standards, drinking
fountains, trash receptacles) shall feature styles and
materials that are compatible with the historic use of the
area (per 17.82.090.C.7) as a Native American village and/or
Mission storehouse.
3) Pa seo
x Interpretative signage shall be provided at the north and
south entrances of the Paseo and/or along its path (per
17.82.090.C.5). Consideration should be given to using
interpretative signage to create a timeline through history
along the Paseo trail (i.e., representing the Mission and
Native American periods along the southern portion near
South Park, the Mexican rancho period and Mormon
settlement in the middle, and citrus farming along the
northern portion near North Park).
x Design of the landscape should be complementary to the
historic theme, such as the use of native trees and shrubs in a
natural pattern, stone accents, and rustic/natural materials.
x Amenities (e.g., benches, exercise stations) shall be
complementary to the periods conveyed in the interpretive
signage (per 17.82.090.C.7), such as through the use of
simple, natural materials.
4) Community Pa rks
x Community Park should reflect the citrus farming history of THE GROVES, including the
early period to the modern era, through elements that may include themed playground
equipment and themed amenities such as picnic shelters.
x Consideration should be given to the use of citrus trees as an accent in the landscaping
within or near Community Parks.
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x Park furnishings (e.g., benches, light standards, drinking fountains, trash receptacles) shall
feature styles and materials that are compatible with the historic use of the area (per
17.82.090.C.7) for citrus farming.
5) Mixed Use and Senior Housing
Public art should be employed within focal points in the Mixed Use and Senior Housing areas
to educate residents and visitors about the area’s diverse history. Appropriate historic
references may include one or more of the following: Mission period, Native American village,
Mexican rancho, Mormon settlers, or citrus farming.
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x Signage should be compatible with the building architectural styles to reflect the historical
significance of the area. Signage may include modern interpretations provided it
complements the building architecture. Signage should avoid a mundane, mass- produced
appearance by discouraging the use of can signs or internally illuminated channel lettering.
The design of the sign program shall be able to provide at least one element or component
(such as a district logo, sign shape, material, or color) that can be used to unify all future
sign programs within the Historic Mission Overlay District.
3.5.2(c) - Sustainable Practices
To further the City of Loma Linda’s objectives for sustainable development, The Groves concepts
incorporate the following concepts:
x Encourage sustainable landscapes or landscapes that require little irrigation through the
use of drought-tolerant and native vegetation in new development.
x Pursue the use of reclaimed water for the irrigation of all appropriate open space facilities
and City projects, and encourage existing and new developments to tie to the reclaim
water system when available and recommended by the San Bernardino Municipal Water
Department (wastewater provider) to reduce demand on municipal water supplies.
x Through the development review process, encourage water conservation in all new and
rehabilitated development through the use of water conserving fixtures in all new
residential and commercial development.
x Require implementation of Best Management Practices to reduce drainage system
discharge of non-point source pollutants originating from streets, parking lots, residential
areas, businesses, industrial operations, and those open space areas involved with pesticide
application.
3.5.3 - Implementation Program
[In taking action on the Specific Plan, the City Council may provide direction to City staff for revisions
to the Pubic Hearing Draft, dated June 2018, and for incorporation into the final adopted version of
the Specific Plan. This section will be completed and finalized by the Community Development
Director as directed by the City Council.]
Oak Woodland Preserve
Mitigation Measure MM 4.3-1 is required as identified in the adopted Mitigation Monitoring and
Reporting Program for The Groves Specific Plan. MM 4.3-1 requires the following to ensure
protection of the oak woodlands area:
In accordance with the City of Loma Linda General Plan to conserve oak woodland a minimum of 3
acres of oak woodland shall be preserved in perpetuity. An Oak Woodland Protection Plan shall be
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developed prior to development of the Phase Three Concept Area. A copy of the Oak Woodland
Protection Plan, prepared by a qualified biologist, shall be submitted to the Community
Development Director at the time grading or building plans are submitted for approval and
permits. The Oak Woodland Protection Plan will include the following items:
x Responsibilities and Qualifications of the Personnel to Implement and Supervise the Plan.
The responsibilities of the Landowner, Specialists, and Maintenance Personnel that would
supervise and implement the Plan shall be specified.
x Site Selection. The location of the 3-acre protected oak woodland shall be clearly identified.
Additionally, individual tree locations within the 3-acre preserve shall be identified.
x Site Preparation and Planting Implementation. Site preparation shall include: (1) protection
of existing trees, (2) trash and weed removal, (3) native species salvage and reuse (i.e., duff),
(4) signage installation at strategic locations to keep pedestrians on designated trails, and
(5) selection and protection of naturally recruited oak trees.
x Maintenance Plan/Guidelines. The Maintenance Plan shall include: (1) weed control, (2)
herbivory control, (3) trash removal, and (4) seedling/sapling protection.
x Monitoring Plan. The Monitoring Plan shall include: (1) qualitative monitoring (i.e.,
photographs and general observations); (2) quantitative monitoring and (3) annual reports
which shall be submitted to the Community Development Director for five years.
x Long-Term Preservation. Long-term preservation of the site shall ensure the mitigation site
is not impacted by future development. A performance bond shall be secured prior to
implementation of the plan and the site shall be preserved as open space in perpetuity.
The prepared plan will be submitted to the Community Development Director for final approval
prior to ground disturbance. related to implementation of any Phase Three Concept Area project
activities. The Plan will then be implemented within one year of the completion of rough grading
activities.
Preservation of Historic Resources
Mitigation Measures MM 4.4-1 through MM 4.4-12 are required as identified in the adopted
Mitigation Monitoring and Reporting Program for The Groves Specific Plan. These measures ensure
protection of historic structures and sub-surface cultural resources.
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3.6 - INFRASTRUCTURE, SERVICE, UTILITIES, AND WATER QUALITY PLAN
3.6.1 - Relevant General Plan Policy
See Appendix A for relevant General Plan policies that influence the Infrastructure, Service, Utilities,
and Water Quality Plan for THE GROVES Specific Plan.
3.6.2 - Development Concept and Plan Features
The Specific Plan includes guidance for the coordinated development of infrastructure, utilities and
services to serve the Specific Plan site.
3.6.2(a) - Grading and Soils
The Specific Plan site is situated within a fault-bounded valley/basin, informally referred to as the
San Bernardino Basin. Most of the basin surface is covered by alluvial fans emanating from the San
Bernardino Mountains, as well as the neighboring San Timoteo Badlands and Crafton Hills. The
Specific Plan area lies within what is known, hydrologically, as the Bunker Hill groundwater basin
and encompasses all of the San Bernardino Valley Basin. Based on historic groundwater level data,
groundwater at the Specific Plan site has not been encountered above a depth of 70 feet below
ground surface (bgs). Topographically, the Specific Plan area occupies the mid-portion of an
alluvial fan emanating from San Timoteo Canyon about one mile southeast of the Specific Plan
area. The natural slope within the area displays a surface gradient of about one percent (0.01
foot/foot).
The Specific Plan site is not located within a special studies (Alquist-Priolo) zone. No known active
nor potentially active faults lie within or project towards the Specific Plan site.
Surficial materials within the Specific Plan site consist of topsoil and recent alluvial deposits. Older
alluvial deposits underlie the entire site at depths greater than about 50 feet. Native topsoil
materials that once blanketed much of the site have been extensively disturbed due to cultivation
for the citrus orchards and residential development along the southern and northern borders of
the site. Where still present, these soils are described by the U.S Department of Agriculture Soil
Conservation Service (USDA, 1980) as San Emigdio fine sandy loam and Hanford sandy loam, both
part of the Hanford Soils Series. These soils are typically dry, porous, loose, contain varying
amounts of organic material, and are as much as five feet thick. These soils are considered to be
moderately to highly permeable, and moderately erodible in their natural condition.
Any improvement projects that involve structural components tied to soils are required to submit
to the City for review and approval a soils report or geotechnical report prepared by a State-
licensed geotechnical engineer, and to comply with conclusions and recommendations of the soils
report which ensure that the structural integrity of any future construction would not be
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compromised by the underlying soils. Compliance with standard City engineering requirements, as
well as the recommendations of any geotechnical and soils report is required. Construction would
address the recommendations made in the geotechnical report to ensure seismic and soils stability
and reliability.
3.6.2(b) - Surface Water Drainage, Storm Water and Water Quality Management
The Specific Plan site is located within the Santa Ana River Watershed and is located primarily in
the Bunker Hill Basin. This water basin underlies most of the San Bernardino Valley extending from
the San Bernardino Mountain range to the south hills of Loma Linda. The Bunker Hill Basin is
artificially recharged by surface stream diversions made for groundwater replenishment. This
aquifer supplies the majority of water to the City. The replenishment activities play an extremely
important role in managing the Bunker Hill Basin to supply the current and future needs of the
Basin, which includes the future needs of the City.1
Based on historic groundwater level data, depth to groundwater beneath the Specific Plan area has
reportedly never been shallower than about 70 feet from the ground surface. A Year 2000
groundwater level reading from a well located along Mission Road indicated a groundwater level
of 177.9 feet below ground surface. The Basin’s principal groundwater aquifer in the Specific Plan
area is capable of producing as much as 4,400 gallons per minute from wells. Irrigation water to
the existing and previous agricultural uses in the Specific Plan site is supplied by at least four large
irrigation wells located either within or along the margins of the Specific Plan area. Although
groundwater recharge from irrigation return once was significant, it has become less so with the
continuing urbanization of agricultural lands.2
According to Federal Emergency Management Agency Flood Insurance Rate Maps, the Specific
Plan site is located within Flood Zone X, which is defined as outside the zone with 0.2% annual
chance floodplain, and is not located in the flood zones for either the Zanja flood control channel,
located immediately to the east, or San Timoteo Creek, located approximately 0.17 mile to the
south.3 According to the Loma Linda General Plan and the San Bernardino County General Plan
Hazard Overlay Map FH31B, the Specific Plan site is not located within a flood hazard zone, except
1 Loma Linda General Plan, Chapter 9.6 (Water Resources). 2006.
2 Magorien, C.E.G., Geology, Soils and Seismicity Report. 2003.
3 FEMA, FIRM No. 06071C8711H. 2008.
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for a small area on the border of the northeast corner of the Specific Plan site.4, 5 This area is
defined as Zone X, Inside 500 Year Flood Plain.
The Specific Plan site has mild slopes of less than two percent which drain in a northwesterly
direction.6 Under existing conditions, the Specific Plan site is not subject to off-site stormwater
flowing onto the Specific Plan site because off-site stormwater flows are captured within existing
street rights-of-way bordering the Specific Plan site and are conveyed to the Mission Zanja
Creek/San Bernardino Flood Control Channel located northeast of the site. Therefore, off-site flows
are not present under existing conditions.7 Because the Specific Plan site is relatively flat, it is not
subject to significant erosion by water through surface drainage during construction.
The San Bernardino County Flood Control District services the City for local and regional flood
control and drainage facilities. The Specific Plan site and surrounding area is currently served by
existing storm drains. The County Flood Control District is responsible for flood protection on
major streams, water conservation, and storm drain construction.8
Development of THE GROVES will increase the amount of impervious area, thereby necessitating
the need for a comprehensively designed surface water run-off and stormwater drain system to
coltected the increased runoff from the site. In accordance to the NPDES permit program and to
accommodate the increase in stromwater flow, THE GROVES development would be required to
have designed a stormwater collection system to control water pollution by regulating point
sources that discharge pollutants into the water.
Under the developed condition, stormwater will be captured within road rights-of-way and
conveyed to onsite self-treating facilities that will release clean water to an underground storm
drain system, before being transported to the City’s existing storm drain system off-site. Water
features, basins, open spaces and park sites incorporated throughout THE GROVES will provide
ample groundwater recharge. In addition, a reclaimed water system will be installed to irrigate the
parks, paseo, and parkways along Park, Citrus and Orange Avenues, Mission Road, and California
Street and potentially to field areas of the future middle school and designated park areas.
The drainage system for managing stormwater flows within The Goves is shown in Exhibit 3-11:
Master Drainage Plan and Exhibit 3-12, Master Storm Drain Plan. Each individual development
4 Loma Linda General Plan, Chapter 10.2 (Flooding Hazards). 2006.
5 San Bernardino County General Plan, Land Use Plan, Hazards Overlays. 2010.
6 Magorien, C.E.G., Geology, Soils and Seismicity Report. 2003.
7 Citrus Trails Master Plan, Drainage Plan. 2016
8 Loma Linda General Plan, Chapter 10.2.1. 2006.
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implementing project within THE GROVES (which could involve multiple Planning Areas), will be
required to prepare a Water Quality Management Plan (WQMP). Each WQMP will be designed in
accordance with the adopted County of San Bernardino Area Wide Stormwater Program and will
utilize the associated Technical Guidance Document for Water Quality Management Plans as the
basis for the WQMP design. Low Impact Development (LID) is one of the guiding principles of the
WQMP and is defined in the San Bernardino County Stormwater Program as: “a stormwater
management and land development strategy that combines a hydrologically functional site design
with pollution prevention measures to compensate for land development impacts on hydrology
and water quality.
LID techniques mimic the pre-development site hydrology by using site design techniques that
store, infiltrate, evapo-transpire, bio-filter or detain runoff close to its source”. Potential benefits of
implementing LID practices include:
1) Maintaining pre-development hydrology – Maintaining the predevelopment hydrology
reduces the volume of water that must be conveyed offsite.
2) Water quality benefits – Pollutant loads carried by stormwater runoff can be greatly
reduced through retention of stormwater and pollutants onsite and use of BMPs that
biofilter pollutants onsite, thus reducing pollutants that would normally be discharged
directly to the storm drain system.
3) Groundwater recharge – LID emphasizes infiltration of runoff onsite, which has the
potential to increase local water supply availability from groundwater sources.
4) Aesthetic appeal – LID involves the use of site design practices that minimize the footprint
of proposed developments, which increases preservation of open space, including over 20
percent of the site for open space, parks, paseos, and basins.
Construction of drainage infrastructure facilities shall occur commensurate with what is warranted
at the time of a development project. The facilities that are warranted will be determined by the
development project’s specific hydrology study and WQMP. Therefore, timing of construction of
any given project is a relevant factor in determining its facility requirement since the requirement
will rely on the storm drain facilities in existence at that time. Consequently, an upstream planning
area may trigger the need for storm drain improvements on downstream planning areas in
advance of their development. In any event, the following Storm Drain Master Plan serves as a
guide for implementation for the proposed Project.
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Figure 3.11 - Master Drainage Plan
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Figure 3.12 - Master Strom Drain Plan
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The Specific Plan site consists of three types of sub-areas: Type 1, existing development in which no
new or additional drainage facilities are envisioned; Type 2, Phase Two Concept Area (Citrus Trails
Master Plan), a 111.7-acre master planned development that has been entitled but not yet
constructed; and Type 3, the balance of the Specific Plan site that is currently either partially
developed or undeveloped. These three sub-areas can be broken down into their respective
Planning Areas as follows:
5) Sub-area Type 1
o Planning Area 0-1: Existing Mission Elementary School
o Planning Area 1-1: Existing VA Ambulatory Care Center
o Planning Area 3-7: Existing Mission RV Park and Cha-Cha’s Tacos
6) Sub-area Type 2
o Planning Area 2-1 through Planning Area 2-17: Phase Two Concept Area (currently
entitled but not constructed)
7) Sub-area Type 3
o Planning Area 0-2: Redlands Unified School District future school site (currently
undeveloped)
o Planning Area 1-2: Vacant, undeveloped land
o Planning Area 3-1: Heritage Park (currently partially developed)
o Planning Area 3-2 through 3-5: Undeveloped, partially covered with orange groves
o Planning Area 3-6: Existing single-family residences and undeveloped, partially
covered with orange groves
Sub-area Type 1
The existing developed site within Planning Area 0-1 is the Mission Elementary School that
underwent site and building renovation in recent years. Renovation included addressing its
drainage and water quality requirements, which implemented significant open landscaped areas.
The site is unlikely to have any additional alterations in the foreseeable future.
The existing developed site within Planning Area 1-1 is a recently constructed VA Ambulatory Care
Center. The project complied with current water quality requirements as well as constructed a 54-
inch storm drain in Redlands Boulevard that ultimately connects to the Mission Zanja Channel. The
storm drain system was analyzed and sized to accommodate upstream tributary areas within the
Specific Plan site. The site is unlikely to have any alterations in the foreseeable future.
The only site within this sub-area that has a potential for redevelopment in the future is Planning
Area 3-7. This Planning Area is currently fully developed and surface drains from south to north to
Redlands Boulevard. In the event of future redevelopment, the Planning Area will be responsible to
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address its Water Quality and drainage responsibilities without reliance on facilities proposed by
the Specific Plan.
Sub-area Type 2
The Phase Two Concept Area has received approval of entitlements by the City of Loma Linda
(Planning Area 2-1 through Planning Area 2-17). The approval included an EIR which, among other
issues, included a Master Drainage Plan. The master plan addresses all drainage and water quality
design requirements that must be implemented as part of the construction in the Phase Two
Concept Area (Citrus Trails Master Plan). THE GROVES at Loma Linda Specific Plan builds on the
Master Drainage Plan as defined by the Citrus Trails Master Plan and does not propose any
alterations to that plan. However, in the event that all or any portion of the Specific Plan is
constructed prior to construction of Citrus Trails Master Plan drainage facilities, a hydrologic study
will be required to address how storm water from upstream areas within Phase Two Concept Area
will be carried through or diverted around the Specific Plan site in a manner acceptable to the City
of Loma Linda.
Sub-area Type 3
Planning Area 0-2 is a future school site owned by Redlands Unified School District. The site plan
and construction schedule for the school is indeterminate at this time. Preliminary concepts
suggest that the northerly portion of the site will be sport fields. The existing drainage pattern of
the Planning Area is generally to the northwest of the site so that the conceptual location of the
fields is ideal for retention and self-treating landscaping. When a commitment is made to a site
plan and construction date, a hydrologic study and WQMP will be required to address how storm
water and water quality features will address the then current State and Local standards. The
Planning Area will be responsible to address its water quality and drainage responsibilities onsite
without reliance on facilities proposed by the Specific Plan. The provisions will include retention
and self-treating areas that shall be designed to not increase or alter the historic stormwater flows
to downstream properties.
The southeast corner of Redlands Boulevard and Bryn Mawr Avenue is designated Planning Area 1-
2. The existing drainage pattern is from south to the northwestern corner of the site. Upon
submittal for a specific development scheme, this Planning Area will be responsible to address its
water quality and drainage responsibilities with onsite self-treating facilities that will release clean
water to the existing 54-inch storm drain in Redlands Boulevard through an underground storm
drain.
Heritage Park (Planning Area 3-1) is a City of Loma Linda owned park and business center that is
partially occupied with historic structures, drive access and parking for visitors and business
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patrons. Almost half of the site is currently vacant or occupied by orange grove. The existing site
drains from south to north. This Planning Area will be responsible to address its water quality and
drainage responsibilities with on-site retention and self-treating facilities that shall be designed to
not increase or alter the historic stormwater flows to downstream properties.
The majority of sub-area Type 3 is undeveloped land, mostly occupied by orange groves (Planning
Area 3-2 through Planning Area 3-5). Proposed within Planning Area 3-3 and Planning Area 3-4 is
a public park that is intended to serve multiple purposes. While its primary emphasis is for passive
and active recreation for the public, it will also serve as a stormwater retention basin and water
quality feature. There is a potential under consideration to incorporate a year-round lake in this
area that will be sized to accommodate stormwater requirements. If so, the stormwater that will
reach the lake from impervious areas due to development will require some form of pre-treatment
prior to entering the lake. In the event a lake is not implemented, then the same general area will
be designed as a self-treating landscaped retention basin, only having water present during a
storm event. Once the storm water has been appropriately treated, it will be released to an
underground storm drain that will connect to the existing 54-inch storm drain in Redlands
Boulevard. Planning Areas Planning Area 3-2 through Planning Area 3-5 will all rely on the basin
and/or lake to handle the stormwater and water quality features necessary for their development.
The northern portion of Planning Area 3-3 will address its water quality and drainage
responsibilities with onsite self-treating facilities that will release clean water to the existing 54-inch
storm drain in Redlands Boulevard through an underground storm drain.
Planning Area 3-6 has existing single-family homes that have access from Mission Road. The
existing drainage pattern is away from Mission Road, generally in a northwesterly direction. The
majority of this Planning Area will also drain to the above mentioned basin and/or lake. The
exception is the westerly parcels having existing residences as shown on Exhibit 3-3. Those parcels
will be responsible to address their water quality and drainage responsibilities onsite without
reliance on facilities proposed by the Specific Plan should they decide to redevelop their
properties.
THE GROVES will comply with General Plan Implementing Policies for Water Resources through:
the use of drought-tolerant and native vegetation; the use of reclaimed water for the irrigation of
all appropriate open space facilities, and; implementation of Best Management Practices to reduce
drainage system discharge of non-point source pollutants originating from streets, parking lots,
residential areas, businesses, industrial operations, and those open space areas involved with
pesticide application.
Projects that disturb greater than one acre are required to be in compliance with the National
Pollution Discharge Elimination System (NPDES) stormwater permit. The purpose of the NPDES is
to contain and control sediment on a short-term basis during construction by preventing soil from
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leaving the site and entering storm drain facilities to impact downstream sources. To comply with
NPDES requirements, the Municipal Stormwater Permit (MS4) for San Bernardino County was
adopted by the Santa Ana Regional Water Quality Control Board on January 29, 2010 (R8-2010-
036, NPDES CAS618036) and as required by the Clean Water Act. Development with THE GROVES
would be required to adhere to and comply with the MS4 Permit, and thus NPDES General
Construction Permit and implement an effective Stormwater Pollution Prevention Plan (SWPPP)
during construction.
The City of Loma Linda requires the preparation of a WQMP for development projects that fall
within one of eight project categories established by the RWQCB. According to the San Bernardino
County WQMP template, development of the Phase Three Concept Area would require a WQMP
because it is involves development of more than 10 residential units. Further, each development
project greater than one acre in size within THE GROVES will be required to prepare a WQMP.
Each WQMP will be designed in accordance with the adopted County of San Bernardino Area Wide
Stormwater Program and will utilize the associated Technical Guidance Document for Water
Quality Management Plans as the basis for the WQMP design.
THE GROVES development will incorporate drainage features and best management practices
(BMPs) identified in a WQMP to minimize runoff and erosion. During site construction, measures
would be taken to minimize fugitive dust and thus minimize the potential for exposed soils to be
carried off-site due to wind. Construction activity related to development of THE GROVES may
cause soil sedimentation and water pollution during grading and other construction activities.
Following buildout of THE GROVES, ongoing maintenance and irrigation of the related landscaped
areas and parks could lead to sedimentation and water contamination.
In accordance with best management practices, development of the Phase Three Concept Area
would protect water quality by complying with City standards and a SWPPP. All physical
improvements related to development of THE GROVES would be consistent with appropriate best
management practices, low-impact development requirements and applicable water quality
considerations typical of all development carried out within the City.
Any improvements to the current off-site drainage system will be determined by the City engineer.
Costs for these improvements will be covered by the developer. Although no significant amount of
additional stormwater is anticipated, drainage plans would still be reviewed by the City Engineer to
ensure the system would have sufficient carrying capacity.
The provision of storm drain facilities to serve THE GROVES is assured through the designation of
Improvement Districts that delineate facilities to be constructed in support of all development, or
interim development implementing phases, within an Improvement District. Construction of
Chapter 3 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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drainage infrastructure facilities shall be timed to adequately service each development project,
which may require construction of drainage facilities to provide water quality treatment and
connection leading to the regional storm drain. Required facilities must be constructed by the
development project if the facilities are not already existing. See Section 3.6.3 below for discussion
of the Improvement Districts.
3.6.2(c) - Domestic Water Service
The City of Loma Linda provides the production and distribution of water within the City. The City
obtains its water from groundwater wells in the Bunker Hill Basin, an aquifer underlying the eastern
San Bernardino Valley. The City operates five groundwater wells: Richardson Wells 1, 3, and 4 and
Mountain View Wells 3 and 5. These production wells have a combined capacity of 14 million
gallons per day. The City also has emergency water connections with the City of San Bernardino as
well as the City of Redlands water systems. In addition to the existing wells, a water-treatment
plant, located on a City of Loma Linda-owned land surrounded by the City of San Bernardino
opened in October 2010. This treatment plant provides Loma Linda’s water customers with an
additional supply of water. The new plant is capable of pumping and filtering 4,800 gallons of
water per minute or about 6.9 million gallons per day (mgd).
THE GROVES Water Plan is presented on Exhibit 3-13, Master Water Plan. The Specific Plan’s
domestic water system is comprised of an 8-inch backbone system within major internal roadways
that connects off-site to the west with the existing 10-inch potable water line located in Bryn Mawr
Avenue, as well as connects to the existing 12-inch potable water lines located within Redland
Boulevard, California Street, and Mission Road. As shown on Exhibit 3-13, six primary connections
occur: California Street at the intersection with Park Avenue, Citrus Avenue and Orange Avenue;
Mission Road at Earp Drive and Mesquite Avenue; and at the southerly terminus of the existing 10-
inch line in Bryn Mawr. Additional minor connections along Redlands Boulevard, California Street
and Mission Road will serve Planning Area 1-2, Planning Area 2-1, Planning Area 3-3, Planning Area
2-9, Planning Area 2-10, Planning Area 2-11, and Planning Area 0-2. Additional 8-inch waterlines
are provided within local streets, and within easements where necessary, to provide service to the
Planning Areas.
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Figure 3.13 - Master Water Plan
Chapter 3 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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While not yet supplied by reclaimed water, a reclaimed water system exists in Mission Road. It is
anticipated the source of reclaimed water will ultimately be supplied by reclaimed water from the
City of Redlands treatment plant. Timing for completion of this system is unknown at this time.
However, the City of Loma Linda requires installation of a reclaimed system in anticipation of
reclaimed water eventually being available. The proposed system is an 8-inch backbone grid with
three primary connections to the existing reclaimed water line in Mission Road. The system will
provide reclaimed water to irrigate the parks, paseo, and parkways along Orange Avenue, Mission
Road, and California Street and potentially to field areas of the future school.
Implementing polices of the General Plan addressing the City’s water distribution include
maintaining the existing level of service with the addition of new development and providing for
future distribution demands. THE GROVES will provide water distribution facilities for the Specific
Plan area and connection to existing lines. Construction plans shall be reviewed by the City
Engineer to ensure the design will have sufficient carrying capacity to meet development needs.
The provision of water distribution facilities to serve THE GROVES is assured through the
designation of Improvement Districts that delineate facilities to be constructed in support of all
development, or interim development implementing phases, within an Improvement District.
Construction of water distribution infrastructure facilities shall be timed to adequately service each
development project, which may require construction of water service lines and connection to off-
site feeders. Required facilities must be constructed by the development project if the facilities are
not already existing. See Section 3.6.3 below for discussion of the Improvement Districts.
3.6.2(d) - Sewer Service
Sewer facilities are provided by City of Loma Linda’s Public Works, Utilities Division. Wastewater
treatment services are provided under provisions outlined in a Joint Powers Agreement (JPA) with
the City of San Bernardino and provided by the San Bernardino Municipal Water Department
wastewater facility and the Rapid Infiltration/Extraction tertiary treatment facility. Wastewater is
treated by both the San Bernardino Municipal Water Department wastewater facility and the Rapid
Infiltration/Extraction facility located in Colton both having capacity to serve the City at ultimate
buildout conditions.9
9 Loma Linda General Plan, Chapter 8.8. 2006.
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Figure 3.14 - Master Sewer Plan
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The Specific Plan site would be served by the existing sewer facilities in Redlands Boulevard and
California Street and existing water facilities in California Street, Mission Road and Redlands
Boulevard. The City operates an existing 15-inch sanitary sewer main within Redlands Boulevard
along the subject site frontage. The developers of any development within THE GROVES would be
responsible for connecting the proposed development to the City’s sewer system.
THE GROVES Sewer Plan is presented in Exhibit 3-14, Master Sewer Plan. There are existing 12-inch
sewer mains in all three major roads surrounding the Specific Plan site. A system of 8-inch mains
within major internal roadways will connect to the existing 12-inch sewer line in Bryn Mawr Avenue.
Other minor or service connections will occur for Planning Areas that have frontage on Redlands
Boulevard, California Street and Mission Road.
The provision of sewer collection facilities to serve THE GROVES is assured through the designation
of Improvement Districts that delineate facilities to be constructed in support of all development,
or interim development implementing phases, within an Improvement District. Construction of
sewer collection infrastructure facilities shall be timed to adequately service each development
project, which may require construction of sewer service lines and connection to off-site trunk lines.
Required facilities must be constructed by the development project if the facilities are not already
existing. See Section 3.6.3 below for discussion of the Improvement Districts.
3.6.2(e) - Dry Utilities and Services
Power
Electricity is provided to the Specific Plan site by Southern California Edison. Existing nearby lines
include an electric overhead system located on the south side of Redlands Boulevard (66, 33, and
12 kV), on the west side of California Street (12 kV), and overhead and underground lines located
along the south side of Mission Road.
Natural Gas
The Specific Plan site is served by nearby existing 12-inch natural gas lines located in Redlands
Boulevard and along the south side of Mission Road, which proceeds north approximately 200 feet
and turns east at Orange Avenue, continuing approximately 600 feet to California Street.
Communication and Technology Services
Telephone service is provided to the Specific Plan area by Verizon. Existing nearby lines are located
on the south side of Redlands Boulevard, the intersection of California Street and Park Avenue, the
intersection of California Street and Orange Avenue, and along the south side of Mission Road.
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Cable television service is provided to the Specific Plan area by Time Warner Cable along existing
nearby lines located on Redlands Boulevard, the west side of California Street, and the south side
of Mission Road. Satellite television service is also provided to the Specific Plan site by Direct TV
and others.
Consistent with the Loma Linda Connected Community Program (LLCCP), THE GROVES
development will be served by infrastructure and connection to the City’s fiber optic network,
which the City operates as a utility. The Loma Linda Building Code establishes the provisions and
requirements for the infrastructure and service expectations.
Solid Waste Service and Disposal
The City of Loma Linda contracts with Waste Management to provide solid waste collection
services. Solid waste not diverted to recycling, compost or hazardous waste facilities is transported
to the San Timoteo Sanitary Landfill located in the city of Redlands.10
During construction (short-term) and operation (long-term), bulk solid waste, excess building
material, fill, etc., shall be disposed of in a manner consistent with State of California Integrated
Waste Management Act of 1989 (CIWMA) and shall be removed from THE GROVES properties.
Additionally, every municipality in the State is required by CIWMA to divert 50 percent of its waste
from landfills by the year 2000. The Loma Linda Municipal Code Title 15 requires that at least sixty
(60) percent of the estimated tonnage of construction and demolition material be diverted from
disposal. Additionally, a waste management plan is required as part of the building permit process.
3.6.2(f) - Community Services
Fire Station and Fire Protection Services
Fire protection services are provided by the City of Loma Linda, Fire and Rescue Division of the
Department of Public Safety. The City maintains a joint response/automatic aid agreement with fire
departments in neighboring cities including Colton, Redlands and San Bernardino to ensure
adequate fire protection services in an emergency. Loma Linda Fire Station 251 located at 11325
Loma Linda Drive, approximately 0.8 mile southwest of the Specific Plan site.11 In addition, a new
fire station will be located within the Specific Plan site.
10 Loma Linda General Plan, Chapter 8.9. 2006.
11 Loma Linda General Plan, Chapter 8.1. 2006.
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The City has determined that a new fire station shall be established within the Specific Plan site.
The new fire station may be located in either the Phase Two Concept Area or in the Phase Three
Concept Area. As part of the Phase Two (Citrus Trails Master Plan) approval, it was conditioned that
prior to the issuance of a certificate of occupancy for the one hundredth residential unit within
Phase Two, a location for an interim or permanent fire station within the Specific Plan boundary
shall be offered to the City. If the City chooses to develop an interim fire station, the Fire
Department retains the right of first refusal in locating a site for a permanent fire station.
Potential locations for the siting of a fire station are at the discretion of the City of Loma Linda and
may be located either in Phase Two or Phase Three. The following criteria should be used to
determine as minimum criteria for establishing a fire station site.
1) Lot size should be a minimum of 0.75 acres, preferably one acre.
2) Lot configuration should be either generally rectangular or square.
3) Minimum length of the side lot line should be 120 feet.
o Site access along one side is sufficient provided the following can be
accommodated in the site layout: apparatus apron for response out of the
apparatus bays
o side drive for apparatus and employees to access the rear of the station
o driveway access for small public parking area on opposite side of
apparatus/employee entrance.
4) Site should be located on the periphery of a residential area or in a commercial area
because of siren noise.
5) Site should not be located under power lines that could prevent response.
6) Site should provide access to main transportation arteries to facilitate response times.
Development associated with THE GROVES shall be subject to City of Loma Linda Fire Department
review and consideration per the design criteria listed in the Specific Plan. Prior to submittal of an
application for a Precise Plan of Design, each applicant shall consult with the Fire Department to
determine if the current development shall be required to incorporate a fire station pad into the
site design.
THE GROVES development contribution to the demand for additional fire protection services
would be offset by payment of the City’s Residential Development Impact Fees to cover 100
percent of THE GROVES pro-rata share of the estimated cost of public infrastructure, facilities, and
services.12 Each implementing development phase (i.e., each Planning Area development) will be
12 Loma Linda General Plan, Chapter 8.0. 2006.
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required to pay its pro-rata share of these fees upon approval of and prior to development of each
Precise Plan of Design.
Police Services
Police protection is provided by and contracted through the San Bernardino County Sheriff’s
Department (SBSD). The City of Loma Linda provides deputies and a sheriff’s service specialist with
an area at City Hall for completing reports, conducting interviews, and coordinating crime
prevention activities. The City shares the cost of law enforcement personnel and equipment with
the City of Grand Terrace. The SBSD currently has 12 sworn officers assigned to Loma Linda.13 With
an estimated 2017 population of 24,528 people, the ratio of officer to citizen is approximately
1:2,044. Upon buildout of the Phase Three Concept Area, an addition of approximately 1,620 new
residents would be added to the City. This would result in a demand increase of approximately
seven percent in total officers to maintain the City’s current level of service.
Development of THE GROVES shall be subject to design criteria listed in the Specific Plan. Criteria
includes: circulation for pedestrians, vehicles, and police patrols; lighting of streets and parking
areas; front doors into residences that face toward or are visible from the street and allow for easy
drive-by surveillance by law enforcement personnel, where practical.
THE GROVES’ contribution to the demand for additional police protection services would be offset
by the City’s requirement for new developments to pay a Residential Development Impact Fees to
cover 100 percent of the development’s pro-rata share of the estimated cost of public
infrastructure, facilities, and services.
Schools
School services for the Specific Plan site are currently provided by the Redlands Unified School
District.14 The City mitigates impacts on school services through the collection of development fees.
Under Section 65995 of the California Government Code, school districts may charge development
fees to help finance local school services. However, the code prohibits State or local agencies from
imposing school impact fees, dedications, or other requirements in excess of the maximum
allowable fee. Collection of school impacts fees are required by the Redlands Unified School
District.
13 Loma Linda General Plan, Chapter 8.2. 2006.
14 Loma Linda General Plan, Chapter 8.3. 2006.
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3.6.3 - IMPLEMENTATION PROGRAM
3.6.3(a) - Infrastructure Implementation Improvement Districts
THE GROVES development area is divided into Infrastructure Implementation Improvement
Districts, which serve to establish a means for coordinating improvements for areas that share
common infrastructure components. Phase Two and Phase Three are each divided into distinct
Improvement Districts that represent guidance and expectations for the implementation
requirements of infrastructure improvements established by the Specific Plan (see Exhibit 3-15:
Infrastructure Implementation Improvement Districts). Phase Two (Citrus Trails Master Plan) is
divided into five Improvement Districts (A, B, C, C-1 and D), while Phase Three is divided into three
Improvement Districts (A, B and C).
The Improvement District concept provides flexibility in the timing of the construction of the
infrastructure improvements required to support the development of any individual Planning Area,
regardless of sequence. Therefore, the Improvement Districts allow for Planning Areas to be
developed in any order, provided however, that the necessary supporting infrastructure
improvements within a particular Improvement District(s) and the infrastructure in any other
Improvement District that is necessary to support the improvements, is in place or is constructed.
Development construction phasing has not been determined at this time. For the purposes of this
EIR, the proposed Project has been analyzed for Opening Year 2030 at which time it is anticipated
that THE GROVES will be built out.
The provision of storm drain facilities, water distribution facilities and sewer collection facilities to
serve THE GROVES is assured through the designation of Improvement Districts that delineate
facilities to be constructed in support of all development, or interim development implementing
phases, within an Improvement District.
Construction of each of these facilities shall be timed to adequately service each individual
development project. As such, this may require construction of the facilities both on-site (within or
adjacent to the PA) and/or off-site (within other PAs or outside of the Specific Plan area) to
connect with existing trunk or regional systems. Required facilities must be constructed by the
development project if the facilities are not already in place to serve an implementing development
project (e.g. development of a Planning Area).
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Figure 3.15 - Infrastructure Implementation Improvement Districts
Chapter 3 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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3.6.3(b) - Impact Development Fees
Each implementing development phase and/or project associated with THE GROVES will be
required to offset the provision of City services and support through the payment of the City’s
Residential Development Impact Fees to cover 100 percent of THE GROVES pro-rata share of the
estimated cost of public infrastructure, facilities, and services.15 Each implementing development
phase (i.e., each Planning Area development) will be required to pay its pro-rata share of these fees
upon approval of and prior to development of each Precise Plan of Design.
3.6.3(c) - Public Use Site Reservation
Each development project within THE GROVES will comply with the LLMC Section 16.04.240,
Public use site reservation-Standards, which requires:
“Where a park, recreational facilities, fire station, library, or other public use is shown on
an adopted specific plan or adopted general plan containing a community facilities
element, recreation and parks element and/or a public building element, the subdivider
may be required by the city council to reserve sites as so determined by the city or county
in accordance with the definite principals and standards contained in the above specific
plan or general plan. The reserved area must be of such size and shape as to permit the
balance of the property within which the reservation is located to develop in an orderly
and efficient manner. The amount of land to be reserved shall not make development of
the remaining land held by the subdivider economically unfeasible. The reserved area
shall conform to the adopted specific plan or general plan and shall be in such multiples
of streets and parcels as to permit an efficient division of the reserved area in the event
that it is not acquired within the prescribed period. (Ord. 109 § 15(B), 1975)”
The City has determined that a new fire station shall be located within THE GROVES. Prior issuance
of a certificate of occupancy for the one-hundredth residential unit within THE GROVES, a location
for an interim or permanent fire station within the Specific Plan area (either Phase Two or Phase
Three) shall be offered to the City. If the City chooses to develop an interim fire station, the Fire
Department retains the right of first refusal in locating a site for a permanent fire station.
15 Loma Linda General Plan, Chapter 8.0. 2006.
DEVELOPMENT STANDARDS
AND GUIDELINES
4
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 4
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Chapter 4 - Development Standards and
Guidelines
4.1 - APPLICABILITY
Implementation of THE GROVES Specific Plan is accomplished through a set of development
standards and design guidelines as set forth herein.
x Whenever the regulations set forth in this Specific Plan differ from the regulations of the
LLMC, the regulations of this Specific Plan shall take precedence. When specific regulations
are not established through this Specific Plan, the provisions of the LLMC shall apply.
x All grading plans shall comply with the grading requirements of the City of Loma Linda and
standards established by this Specific Plan. A preliminary geotechnical engineering report
and soil engineering investigations identifying recommendations for safe and stable
construction are to be submitted with all development applications. The recommendations
of the engineering geologist and soils engineer shall be incorporated into the grading plan
design prior to grading plan approval. The stability of the development site must be
certified by the engineering geologist and soil engineer prior to the issuance of grading
permits.
x All construction shall comply with all provisions of applicable building codes and the
various mechanical, electrical, fire, energy and other codes related thereto.
x Any proposed site plans, agreements or any other development approvals within THE
GROVES must be consistent with this Specific Plan. Land uses and Site Plans which are
found to be consistent with the Specific Plan will be deemed consistent with the City’s
General Plan and its adopted elements.
x Any development or physical condition within THE GROVES plan area existing prior to the
adoption of this Specific Plan and that may be inconsistent with the development standards
and development guidelines established in this Specific Plan, shall be allowed to continue
as a legal nonconforming condition consistent with the provisions of Zoning Code.Purpose
and Intent
4.2 - ALLOWED LAND USES
Table 4.1, Permitted and Conditionally Permitted Uses, identifies the Permitted (P), Conditionally
Permitted (C), or Prohibited Uses within each land use designation. The following definitions of
each allowed use category shall apply:
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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x A Permitted Use does not require discretionary approval for the use itself (however, other
approvals are required for the development of a site or modifications to a building);
x A Conditionally Permitted Use requires approval of a Conditional Use Permit per the Loma
Linda Municipal Code, Title 17, Zoning. According to Chapter 17.30, Administration, uses
requiring approval of a Conditional Use Permit are those “that must be located, planned,
and used in such a manner as not to be detrimental to the property abutting such uses and
to the community as a whole”.
x A Prohibited Use is not allowed within the specified land use category because it is deemed
to be inconsistent with the concepts of THE GROVES Specific Plan.
Table 4.1 - Permitted and Conditionally Permitted Uses
Land Use
Special Planning Area “D”
Very Low
and Low
Density
Residential
Medium and
High Density
Residential
Senior
Housing
Mixed
Use
Parks/
Open
Space/
Trails
Residential
(Category A)
Single-family detached homes
with normal accessory
structures, of a permanent
character and in a permanent
location
P P C X X
Two or more attached single-
family and multi-family
dwellings, including
townhomes, stacked flats,
motor courts, garden courts,
walk-ups, and apartments
(condominium or apartment
style), and their associated
accessory structures (i.e.,
parking garages, carports, trash
enclosures, community room,
pool house, etc.)
X P P P X
Home occupations as specified
in Chapter 17.12, Home
Occupations, of the Loma Linda
Land Use Development Code
P P P P X
Second units for senior citizens P P X X X
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 4
44-3
Land Use
Special Planning Area “D”
Very Low
and Low
Density
Residential
Medium and
High Density
Residential
Senior
Housing
Mixed
Use
Parks/
Open
Space/
Trails
Combination of residential and
nonresidential uses within the
same building or on the same
parcel
X X X P X
Housing for special needs or
seniors, including special-care
assisted living
X X P P X
Mobile Housing Units X X X X X
Foster homes limited to a total
of not more than four foster
children
P P X X X
Day care facilities within the
residence of the licensee not
exceeding six children in
addition to children residing at
the residence
P P X X X
Residential care facilities for the
elderly within the residence of
the licensee serving six or fewer
persons
P P X X X
Residential care facilities for the
elderly within the residence of
the licensee serving between
seven to ten persons
C C X X X
Retail
(Category B)
Antique shops X X X P X
Art galleries X X X P X
Astrology, card or tea leaf
reading, palmistry, and other
similar businesses or art
X X X X X
Bicycle shops, sales and repair
(no outdoor display) X X X P X
Book and stationery stores X X X P X
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44-4
Land Use
Special Planning Area “D”
Very Low
and Low
Density
Residential
Medium and
High Density
Residential
Senior
Housing
Mixed
Use
Parks/
Open
Space/
Trails
Clothing stores X X X P X
Craft and hobby stores X X X P X
Dollar stores X X X P X
Drugstores X X X P X
Gift shops, boutiques, and
specialty stores X X X P X
Grocery stores X X X P X
Hardware stores X X X C X
Health food stores X X X P X
Jewelry stores X X X P X
Kiosks or temporary carts for
retail sales X X X P X
Liquor sales (off-site) X X X X X
News and magazine stands X X X P X
Pet supply shops (not including
pet sales) X X X P X
Pet supply shops including pet
sales, doggie daycare (indoor),
or boarding (indoor)
X X X C X
Pharmacies X X P P X
Sporting goods stores X X X P X
Smoke and vapor shops X X X X X
Toy stores X X X P X
Services
(Category C)
Barbershops, hair salons, nail
salons X X P P X
Day spas X X P P X
Dry cleaners (drop-off location
only) X X X P X
Fitness centers, gyms (< 5,000
s.f.) X X P P X
Laundromats and self-service
laundries X X P C X
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 4
44-5
Land Use
Special Planning Area “D”
Very Low
and Low
Density
Residential
Medium and
High Density
Residential
Senior
Housing
Mixed
Use
Parks/
Open
Space/
Trails
Pet grooming shops (no
overnight boarding allowed) X X X P X
Postal services X X X P X
Studios – art, dance, martial
arts, music, photography, and
yoga
X X X P X
Tattoo and body piercing shops X X X X X
Tutoring centers X X X P X
Veterinary Services (with
overnight boarding limited to
as required for veterinary care)
X X X P X
Eating Establishments
(Category D)
Bakery, donut shops X X X P X
Coffee and tea shops X X P P X
Cafes, sandwich shops, and
order-at-the-counter
establishments
X X X P X
Ice cream and frozen yogurt
shops X X X P X
Restaurants, sit-down X X X P X
Sale of beer and wine for on-
site consumption when in
association with a food-service
use1
X X X C X
Sale of alcoholic beverages for
on-site consumption when in
association with a food-service
use 1
X X X C X
Outdoor seating/dining X X X P X
Recreation/Entertainment
(Category E)
Family entertainment and
children’s party facilities (indoor X X X P X
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
44-6
Land Use
Special Planning Area “D”
Very Low
and Low
Density
Residential
Medium and
High Density
Residential
Senior
Housing
Mixed
Use
Parks/
Open
Space/
Trails
activities only, limited food
service, no alcohol)
Bowling alleys X X X C X
Game arcades X X X C X
Health fitness facilities (>5,000
s.f.) X X X C X
Movie theaters X X X C X
Skate facilities X X X C X
Rock climbing or obstacle
course facilities X X X C X
Parks, playgrounds, and
outdoor recreation facilities P P P P P
Riding and hiking trails P P P P P
Local and buffer greenbelts P P P P P
Historical preserves/structures P P X X P
Picnic shelters, shade shelters
and picnic facilities P P P P P
Community gathering areas X X P P P
Hospitality
(Category F)
Hotels/motels X X X P X
Long-term hotels (i.e., extended
stay) X X X P X
Bed & breakfast establishments
(commercial-scale) X X X P X
Office
(Category G)
Financial and business services
(banks, real estate offices,
insurance services, employment
services)
X X X P X
Non-medical professional
services (attorneys, engineering,
accounting)
X X X P X
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 4
44-7
Land Use
Special Planning Area “D”
Very Low
and Low
Density
Residential
Medium and
High Density
Residential
Senior
Housing
Mixed
Use
Parks/
Open
Space/
Trails
Medical professional services
(non-surgical offices) X X X P X
Health/Social Services
(Category H)
Convalescent care, congregate
care, and assisted living
facilities
X X P P X
Day cares (child or elder care)
and preschools X X X P X
Emergency/urgent care clinics X X X P X
Health clinics (general health
and specialized care) X X X P X
Hospitals X X X C X
Outpatient surgery/care
facilities X X X P X
Rehabilitation/physical therapy
(outpatient) facilities X X X P X
Community/Education
(Category I)
Churches and places of worship X X X C X
Library X X X P X
Museum X X X P X
Cultural institution X X X P X
College/university satellite
campus X X X C X
Community theater X X X C X
Senior center X X P P P
Government/Public Facilities
(Category J)
Fire station C C C C C
Post office X X X C X
Police/sheriff substation X X X P X
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
44-8
Land Use
Special Planning Area “D”
Very Low
and Low
Density
Residential
Medium and
High Density
Residential
Senior
Housing
Mixed
Use
Parks/
Open
Space/
Trails
Accessory Uses
(in conjunction with a primary use in Category A through J)
ATM X X P P X
Bus stops, bicycle racks, bike-
share stations, and similar
public transit accessory uses
P P P P P
Utilities and Utility Service
Boxes P P P P P
Water quality management and
detention facilities P P P P P
Key:
P = Permitted Use
C = Approval of a Conditional Use Permit required in compliance with the Loma Linda Municipal Code
X = Prohibited Use
Notes:
1) Standards for restaurants serving beer and wine:
a. The restaurant shall have a minimum floor area of 2,000 square feet (including food preparation
and dining areas).
b. Service of beer and wine shall be in conjunction with the service of food.
c. No separate bar service for the sale of beer or wine shall be permitted.
4.3 - SITE PLANNING
4.3.1 - Residential Uses
Variety of Residential Design - Provide quality design and visual interest within a development by
alternating the massing, layout, architectural details, accent materials, and colors so that adjacent
dwelling units are not nearly identical.
Residential Orientation on Corner Lots - To reduce architectural massing, orient the shortest and
lowest side of a corner residential dwelling unit toward the side street.
Residential Garage Placement - Where feasible, orient garages so that garage doors do not directly
face the street (e.g., use of “side-on” garage configuration and side loaded corner lots). Garage
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doors should be set back from the front face of the house so that residential tracts are more
pedestrian/neighborhood friendly.
Multi-family Development Building Orientation and Design Diversity - Within multi-family
developments:
Cluster residential buildings around open space and/or recreational features;
x Design the common space associated with each cluster of multi-family dwelling units to
provide differences in size, dimensions, grading, amenities, and site furniture in order to
create variety;
x In higher density projects with tuck-under parking and/or opposing garages, avoid the
monotony of long parking corridors by turning individual units, staggering parking areas,
and/or using an interesting variety of landscaping within parking areas;
x Provide each unit with some unique elements to create a sense of place and identity;
x Individual units should be distinguishable from each other, and should have separate
entrances and entry paths, where feasible.
x Buildings should be oriented to avoid instances where the living spaces of one unit face the
living spaces of another and significantly reduce indoor privacy.
4.3.2 - General Mixed Uses
Mixed Use Development Design - Design multiple buildings within a single Mixed Use Planning
Area or development project to create a unified image that also helps to define primary and
secondary functions among the buildings. Also, site individual buildings/developments to
acknowledge and contribute to the development and/or Planning Area as a whole. Refrain from
siting buildings so that they turn their “back” on other buildings. Employ architectural detail and
rhythm using patterns (e.g., window design/placement/ repetition) to give a human scale to large
buildings by reducing large blank areas on the façade. Visually break up buildings into several
components and/or use a mix of materials to further reduce the appearance of bulk.
Pedestrian Orientation - Facilitate pedestrian access from off-site. Encourage the grouping of
buildings or the configuration of a building to create courtyards, plazas, or seating areas where
people can gather. Large landscaped setbacks are discouraged as they establish a barrier for
pedestrian access. Provide wide sidewalks/walkways for pedestrian circulation and bicycle lanes or
paths for bicycle travel. Employ awnings, covered archways, covered patios, arcades, or trees to
provide shade and to offer protection from sun and rain.
Pedestrian-Oriented Development - Pedestrian-oriented development is designed around the
pedestrian, and facilitates walking and bicycling as a primary means of travel for short trips within
the development area. Pedestrian-oriented development is typically characterized by the location
of buildings close to streets, building architecture that is detailed and scaled to the pedestrian, and
a variety of amenities (e.g., benches, fountains, awnings, plazas). Orient buildings so that they are
always the primary element as seen from the street, as opposed to parking areas. Encourage the
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use of architectural elements that define the main entrance of buildings and organize space at the
ground plane (e.g., arcades, colonnades, and covered walkways) is encouraged. Such elements
help to reinforce the pedestrian scale of the building and contribute to its overall neighborhood
character. Feature architectural details that relate to the building’s scale and acknowledge
pedestrian entryways through the use of detailed rooflines, enhanced entry statements for
principal buildings, and building ornamentation. Feature prominent display windows on the first
floor of buildings with commercial and commercial service uses.
“Main Street” District Development - The traditional small town “Main Street” is the prototype for
modern pedestrian-oriented development, which provides a mix of land uses and builds a synergy
that is necessary for successful pedestrian oriented development that is in use 24 hours a day. The
form along Main Street should be quite different from that of more traditional commercial
development that is otherwise designed around the car and requires separation of different types
of uses (e.g., residential, commercial). In particular to the Main Street, design buildings so as to
locate retail uses on the first floor in order to benefit from street activity and to generate activity
themselves by providing convenient shopping opportunities and attractive window displays. Within
horizontally mixed-use buildings, provide professional services offered directly to the public on the
first floor with other office-based employment reserved office uses for the second floor of
pedestrian-oriented buildings. Keep private residential areas on the upper floors of mixed-use
buildings distinct from public spaces and public uses, providing separate entries where feasible.
“Main Street” District Access and Circulation - Design Main Street to accommodate slow to
moderate moving local traffic (e.g., two lanes maximum each direction) and incorporate abundant
pedestrian crossings throughout. While pedestrian access is a primary focus, also provide
convenient vehicular parking via nearby parking in an adjacent parking lot located to the side or
rear of the building and/or on-street diagonal parking. Permit off-street parking standards to be
met with a convenient off-site parking structure or lot that serves the area.
“Main Street” District Amenities - Encourage public open areas such as plazas that are designed for
gathering and ancillary outdoor uses such as outdoor dining. Provide seating areas (e.g., benches,
tables and chairs, low walled planters) and trash receptacles for convenience and that encourage
use of these outdoor public areas. Encourage the provision of amenities such as water features
(e.g., fountains), public art, and enhanced paving (e.g., colored paving, special paving designs)
throughout the length of Main Street, and in particular within designated public gathering spaces.
Encourage the use of pedestrian-scale landscaping (e.g., walled planters, window boxes, pots,
trellised plants, and/or arbors) to add color, fragrance, and soften the appearance of the buildings
and invite public lingering. Design lighting so that it provides adequate levels of lighting for
security and safety, and to create a “comfortable” atmosphere (e.g., use lighting to highlight
landscaping or wall murals). Utilize streetlights that are pedestrian-oriented, attractively designed,
compatible in design with other street furniture, and provide adequate visibility and security. Install
“street furniture” (benches, bus shelters, planters, bike racks, trash receptacles, newspaper racks,
water fountains, and bollards) within streetscapes to enhance the pedestrian experience and
embellish pedestrian gathering places (places for sitting, meeting people, relaxing, people
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watching, etc.). It should be compatible with the streetscape theme, durable, easily maintained and
easily replaced. The design and location of street furniture should avoid conflicts with driver sight
lines and utilities. As pedestrian furniture is both in the public right-of-way and on private property,
the style and placement of furniture should be coordinated on public and private property, and
should avoid blocking travel on the sidewalk.
4.3.3 - Special Uses
Hospitality and Visitor-Serving Development - Hospitality development includes uses such as
hotels, which may have ancillary services such as restaurants and meeting rooms, and extended
stay hotels (which typically feature “suites” that provide kitchen facilities and living areas in addition
to sleeping areas). Design hotels and extended stay hotels to evoke a residential feel (i.e., through
roofline forms, choice of materials), in contrast to a hi-tech, high rise look. For example, encourage
roofs to be gabled or hipped styles in order to further convey a residential aspect (as opposed to
flat roofs). Select exterior materials and colors that are typical in traditional residential construction,
such as wood siding (or wood-look vinyl siding), brick, stucco, terra cotta roof tiles, and wood-look
roof shingles (i.e., fire resistant materials made to look like wood), as well as compatible with the
historic district guidelines. Also, it is recommended that the design feature enhanced architectural
elements (e.g., tower, projecting arch, columns, pilasters) on the main building entry. Special
exterior treatments may be provided for restaurant and meeting room entrances. Distribute
landscape planters throughout the development and the parking lot so that landscaping highlights
the building entries, provides shade for pedestrians and cars, and breaks up the visual mass of the
asphalt parking lot.
Convenience Development - There are many types of “convenience” developments (e.g., service
stations, car washes and drive-up windows) today that provide for modern necessities, but that can
pose design dilemmas because of their unconventional layouts or building forms. If not properly
designed, such “convenience” uses could become design eyesores and result in both pedestrian
and vehicular access conflicts. Design “convenience” development to be of a high quality and
visually compatible with traditional types of development (such as those that feature fully enclosed
buildings).
Auto-Oriented Development -The name of this type of development refers to its vehicular-
oriented design, not refer to the type of business conducted on the site. Thus, “auto-oriented”
development refers to businesses and development that are designed to be primarily accessed via
the automobile (e.g., traditional suburban shopping centers, commercial, and office uses). When
auto-oriented commercial and small offices are located within a Mixed Use Planning Area, promote
designs that facilitate easy auto access and parking and create pleasing buildings that are easily
visible from the street. For commercial or small office development that is immediately adjacent to
the street, place parking wherever feasible at the side of the building or at the rear of the building.
For a building immediately adjacent to the street (i.e., no parking area intervening between the
building and the street), design the building elevation facing the street so it is the main
architectural focus. A building may place its main entrance adjacent to the parking lot; however,
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the elevation facing the street should still receive the main (or at least equal) architectural focus.
However, building elevations visible from the street should feature architectural elements and
details of a scale that can be noticed from a passing vehicle, and should feature building
articulation and detail to make it easy to identify access/entrances. Design parking lots to ensure
safe and convenient circulation for both vehicles and pedestrians.
Franchise Architecture Limitations - Avoid the use of “franchise architecture” by requiring that
buildings be specifically designed to meet the needs of the subject site consistent with the
development standards, design guidelines and community structure elements intended for the
Planning Area in which a franchised use will be located.
Institutional Development Design - Institutional uses are unique, often with special architectural
requirements and style preferences that reflect the buildings’ users and function, and thus flexibility
is required. For institutional building types and uses located within the Mixed Use designation,
ensure that site and building design reduce traffic and circulation conflicts, minimize disruption to
adjacent sensitive uses, and promote high quality architectural design. For example, it is desired
that vehicular access be provided via a collector road, instead of from an arterial, wherever feasible,
and that vehicular access points be consolidated and designed for efficient ingress/egress. Further,
it is recommended that access to schools be designed with sufficient staging areas such that
vehicles waiting to drop off or pick up a student do not block travel lanes on public streets. Feature
architectural details that relate to the building’s scale and acknowledge pedestrian entryways
through the use of detailed rooflines, enhanced entry statements for principal buildings, and
building ornamentation.
Parking Lot Configuration and Design - Site the buildings so that when viewed from the street, the
major focus is on an attractive building elevation(s) instead of a “sea of asphalt” parking lot.
Improve the appearance of parking areas by using landscaping and/or building placement to
screen them from the street. Design parking lots as clusters of spaces rather than large parking
areas with row upon row of parking stalls. Provide abundant landscaping at street edges, parking
lot and building entries, and throughout the parking lot so that it provides shade for pedestrians
and cars and breaks up the visual mass of the asphalt parking lot.
Traffic Calming Guidelines - Implement traffic calming to improve neighborhood livability,
pedestrian safety and school children safety. Traffic calming techniques such as narrower than
standard streets, speed humps, neck-downs and traffic diverters, rough-paved crosswalks,
roundabouts, and planted median islands at the entries into neighborhoods can successfully
reduce undesirable through traffic within residential neighborhoods and along Main Street.
Paseo and Trail Guidelines
x Provide trail amenities such as signage, benches, and trash receptacles. Signage should
identify the entrances to the riding and hiking trail. Benches and trash receptacles should
be spaced along the trail.
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x Maintain the privacy of adjacent dwellings by allowing walls and fences of a standard
height along existing residential property lines that are located adjacent to the perimeter of
the Paseo or California Trail.
x Encourage public visibility of the Paseo and trail system in order to promote safety for the
users by designing new adjacent residential development with windows that overlook the
trail system.
x Design trail entrances to promote visibility and safety by placing them in prominent
locations and minimizing obstacles (e.g., walls, tall plant materials) immediately adjacent to
the entrances.
x Retain, maintain, and irrigate clusters of the existing orange trees within the designated trail
areas to serve as landscaping adjacent to the pathway, since these trees help promote the
community’s sense of place and reflect the community’s agricultural past.
Adaptive Reuse and Preservation with New Development
Within THE GROVES are a number of structures, features, and other cultural resources that warrant
adaptive reuse and/or preservation (or rehabilitation or re-creation, when appropriate) so that they
are not “lost” as the community develops. Adaptive reuse of structures that have local historic value
because of their scientific, aesthetic, educational, cultural, architectural, or historical significance is
strongly encouraged in order to incorporate them into new development and prevent their
demolition. Adaptive reuse can be accomplished through preserve in-place (and reuse) or relocate
(e.g., to the Heritage Park), adapt and reuse. Preservation of other physical elements that are
cultural resources (e.g., the Zanja) by incorporating them (either in their entirety or through a
representative sample/re-creation if it would carry the same merit) into future development of the
area is also strongly encouraged. Key considerations for the preservation, adaption or reuse of
historic structures and valued cultural resources include the following:
x Retain the historic and architectural integrity when pursuing adaptive reuse of buildings,
while aiming to meet the design policies set forth within the applicable category of the
intended new use to the greatest extent feasible.
x Sensitively site and design new adjacent buildings in order to preserve historic buildings,
allow for viable access to them, and create a cohesive architectural character that reflects,
and is compatible with, the historic building.
x Preserve the character of the existing citrus groves by preserving and incorporating
strategically located existing trees or rows of existing trees into new development (i.e., in
the form of landscaped setbacks and/or landscape treatments).
x Include new citrus trees of a hearty variety and/or other species that are similar to resemble
citrus trees within appropriate new or re-landscaped City rights-of-way.
x Encourage private development to use new citrus trees as landscape materials on any
private property when feasible.
x Incorporate the palm tree rows into future development, especially in the vicinity of Citrus
Avenue, to reflect older established palm trees located along Citrus Avenue east of
California Street.
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4.4 - DEVELOPMENT STANDARDS
4.4.1 - Introduction
General Development Standards and Terms:
1. Setbacks: Building setbacks from streets are measure from back of rights-of-way for
ground-floor uses.
a. Maximum setback may be increased to allow for additional outdoor uses at the
discretion of the Planning Director.
b. Pedestrian walkways within a project shall be a minimum of five (5) ft. in width.
c. Walkways and outdoor seating allowed within required setback if a pedestrian
walkway with a minimum of five (5) feet in width is provided.
2. Building Height: Building height is defined as number of stories above grade.
Measurement of height does not include to underground parking, rooftop uses, or
architectural features such as a tower or archway.
a. For planning areas designated exclusively for residential use architectural
components of a building may exceed 35 feet. Up to 25% of the building
footprint may exceed 35 feet but must not be more than 3 stories.
b. For planning areas with a non-residential use, up to 25% of the building
footprint may extend up to 4 stories/ 45 feet. Building footprints include all
buildings within a planning area. If a residential use is also included in a
planning area, the maximum height may not exceed 35 feet or 3 stories.
3. Open Space
a. Commercial open space shall be defined as public plazas, seating nodes,
outdoor dining, or landscaped pedestrian pathways within commercial areas.
b. Required front, side and rear yard setback areas may not be included in the
calculation of open space.
c. Open space areas shall have no parking, driveway, or right-of-way
encroachments.
d. Percentage of lot not covered by building or parking shall be useable open
space.
e. Minimum dimension for private open space shall be 7 ft.
f. Minimum dimension for common open space shall be 20 ft. or based on the
minimum building separation requirements as set forth in the State Building
Code, whichever is greater.
g. Courtyard internal to a project, or enclosed on at least three (3) sides, shall have
a minimum of width of forty (40) ft.
h. All residential common areas shall be improved as either active or passive
facilities, with landscaping or hardscape elements designed to serve the
residents of the project.
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i. All common areas shall be developed and professionally maintained in
accordance with approved landscape and irrigation plans.
4. Gross Acreage: Calculations shall use Planning Area gross acreages as shown in Table
3.1.
5. Calculating Density
a. Calculating Density in Horizontal Mixed Use. Residential density for buildings
designed in a horizontal mixed use pattern shall be calculated as the ratio of the
number of dwelling units to the gross acreage of residential use within each
Planning Area (including associated parking and non-recreation landscape areas,
but excluding recreation areas/facilities).
b. Calculating Density in Vertical or Integrated Mixed Use. Residential density for
buildings designed in a vertical or integrated mixed use pattern shall be calculated
as the ratio of the residential square footage to the Planning Area square footage
(after deducting the commercial square footage and required commercial parking
area), converted into acres and divided by the number of dwelling units in the
building.
6. Calculating Floor Area Ratio (FAR): The Floor Area Ratio for commercial uses developed
in a horizontal mixed use pattern or commercial-residential uses developed in a
vertical/integrated mixed use pattern shall be calculated as the ratio of the square
footage of the respective building to the square footage of the Assigned Commercial
Component (ACC) of the Planning Area.
7. Measuring Building Setback: A building setback shall be the measurement (in feet) from
a public or private street right-of-way or a property line to the building plane.
Separation distance between two structures shall be the distance (in feet) between the
building planes. The minimum setback and minimum separation requirements for
multi-story buildings shall be measured from the first floor when all floors have the
same aligned building plane, or from the upper stories of buildings that have stepped-
back building planes, as demonstrated in the following illustration. (Fire Department
regulations may limit the depth of upper floor building step-backs to 5 feet, unless
alternative emergency access is provided to the satisfaction of the Fire Department.)
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4.4.2 - Planning Area Standards
Figure 4.1, Community Structure Plan contains special requirements that are applied to planning
areas that will further shape the final urban form as development occurs overtime, as well as
connectivity between projects. The Community Structure exhibit addresses the following:
x Frontage requirements for key roadway segments, which give direction to the design of the
area between the public right-of-way and the adjacent building façade;
x View corridors into the site at key locations that should be maintained and enhanced through
future site planning and design;
x The location of key entry monuments;
x The area to be set aside for the preservation of the oak woodlands onsite;
x The general locations for historic structures;
x A special requirement for an enhanced corner treatment at the primary entry into THE GROVES
from Redlands Boulevard; and
x A connected system of trails within THE GROVES and to adjacent local and regional trails.
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Figure 4.1 - Community Structure Plan
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Planning Area 1-1: MIXED USE
PURPOSE AND INTENT
Planning Area 1-1 includes the VA Ambulatory Care Center that includes approximately 271,000
square feet of medical offices and healthcare related uses. The VA Ambulatory Care Center is
located at the intersection of Redlands Boulevard and Bryn Mawr Avenue at the primary entrance
to THE GROVES from Redlands Boulevard. The VA Ambulatory Care Center is in a campus-like
setting in the northwest corner of the Specific Plan area. Although largely self-contained,
PLANNING AREA 1-1 will serve as an activity center that draws people to the Specific Plan area and
helps support adjacent commercial and retail uses. In addition, a recreation trail will be created on
the west side of a portion of Bryn Mawr Avenue, the south side of a portion of Redlands Boulevard
west of Bryn Mawr Avenue, and along the north side of Park Avenue extending to the west to
provide pedestrian connectivity. Design standards and guidelines have been developed to address
how future development could be integrated as part of the VA Ambulatory Care Center.
DEVELOPMEENT POTENTIAL SUMMARY
Planning Area 1-1 is 36.9 total acres and includes the following:
x Existing: 271,000 square feet of medial office / healthcare as part of existing VA Ambulatory
Care Center
x Potential: 412,892 square feet of commercial, office, medical, healthcare services,
community services or lodging.
x 5.5 acres of parks and open space shall be provided.
x No residential development potential is included in Planning Area 1-1. However, residential
uses are permitted if development rights are transferred from another planning area.
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Planning Area 1-1: MIXED USE
DEVELOPMENT STANDARDS
Development standards regulate new development by establishing standards that control site
configuration (i.e., lot size and setbacks from adjacent streets and uses), and building form (i.e.,
density and intensity, and building heights). Development standards based on the Institutional-
Health Care (I-HC) designation in the Loma Linda Zoning Code (Municipal Code 17.44.040) are
applied to Planning Area 1-1. See Section 4.4.31 for certain deviations from building setbacks,
building height, and the floor-area-ratio (FAR) standards shown below.
TYPE MINIMUM MAXIMUM
SITE CONFIGURATION REQUIREMENTS
Lot Size None None
Lot Width 100 ft None
Building Lot Coverage 50% None
SETBACK REQUIREMENTS
From Mission Rd. 25 ft None
Front 25 ft None
Side - Abutting Parcel Zoned for Residential 2 ft None
Side - Abutting Parcel Zoned for Non-
Residential 10 ft None
Side – Abutting Street 25 ft None
Rear - Abutting Parcel Zoned for Residential 20 ft None
Rear - Abutting Parcel Zoned for Non-
Residential 10 ft None
BUILDING DENSITY / INTENSITY
Non-Residential None .5 FAR
BUILDING HEIGHTS
Non-Residential None 3 Stories and 35 Feet
FRONTAGE TYPE REQUIREMENTS
Any future development within Planning Area 1-1 adjacent to Park Avenue and the walking trail
should have a primary building façade and entry from the identified street.
SPECIAL REQUIREMENTS
Parking Structure: Existing surface parking may be consolidated into a parking structure to increase
the developable area of Planning Area 1-1.
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Planning Area 1-2: MIXED USE
PURPOSE AND INTENT
Planning Area 1-2 is envisioned as a commercial hub located at the primary entrance to THE
GROVES from Redlands Boulevard. It is expected to contain a mix of shopping, dining, and
hospitality uses located on “Main Street.” It will to serve the nearby VA Ambulatory Care Center, as
well as the surrounding neighborhoods in the Specific Plan area. Planning Area 1-2 also provides a
recreation trail along the east side of Bryn Mawr Avenue that will connect to the larger trail system
within the Specific Plan area. Planning Area 1-2 contains a segment of the internal “Main Street”
that will connect to Planning Area 3-3 and Planning Area 2-1. Design standards and guidelines
have been developed address how the individual buildings interact with “Main Street” and Bryn
Mawr Avenue in particular, to create an active, pedestrian-friendly environment.
DEVELOPMENT POTENTIAL SUMMMARY
The 5.9 total acres in Planning Area 1-2 include the following:
x 121,968 square footage of non-residential
x Public open space: 0.3 acres to be maintained as a recreation trail.
x No residential development potential is included in Planning Area 1-2. However, residential
uses are permitted if development rights are transferred from another planning area.
Planning Area 1-2: MIXED USE
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements. Development
standards include street-based frontage standards for building facades along “Main Street” and
Bryn Mawr Avenue, as well as provisions for entry monumentation and corner treatment. See
Section 4.4.31 for certain deviations from building setbacks, building height, and the floor-area-
ratio (FAR) standards shown below.
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Planning Area 1-2: MIXED USE
TYPEE MINIMUM MAXIMUM
SITE CONFIGURATION REQUIREMENTS
Lot Size None None
Lot Width 35 ft None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From Bryn Mawr Avenue – Commercial 5 ft 20 ft
From Redlands Boulevard – Commercial 10 ft 20 ft
From “Main Street” - Commercial 0 ft 15 ft
Private Drive or Street 5ft None
Abutting Off-Site One-Story Building 10 ft None
Abutting Off-Site Multi-Story Building 20 ft None
Abutting Park/Open Space 5 ft None
BUILDING DENSITY / INTENSITY
Non-Residential .3 FAR .5 FAR
BUILDING HEIGHTS
Non-Residential None 3 Stories and 35 Feet
FRONTAGE TYPE REQUIREMENTS
Frontage types address the design elements of the building’s ground floor front façade and the
area in front of it extending to the street. It is an essential element of urban design because it is the
way a building relates to the sidewalk and either creates a walkable/welcoming environment, or
not. All new development adjacent to a street with frontage requirements as shown in Figure 4.1,
Community Structure Map, shall have a primary building façade and entry from the identified
street. These frontages dictate the relationship between the street (back of the right-of-way) and
the façade of the ground-floor of the building (see Section 4.5.4 Building Design, for building
frontage design guidelines). The following frontage types in Table 4-6 identify the distinct types of
front facades that are permitted along Bryn Mawr Avenue and the internal “Main Street”. For
streets where there is not a designated frontage (such as Redlands Boulevard), all building sides
abutting the public right-of-way shall require architectural treatment (see Section 4.5.4, Building
Design).
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Planning Area 1-2: MIXED USE
TYPE PERMITTED FRONTAGE
TYPES ALONG “MAIN
STREET”
PERMITTED FRONTAGE TYPES
ALONG BRYN MAWR AVENUE
Ground Floor Residential Stoop, Terrace,
Forecourt/Courtyard
Stoop, Terrace,
Forecourt/Courtyard, Porch,
Yard
Ground Floor Commercial Shopfront, Forecourt,
Gallery/Arcade
Shopfront, Forecourt,
Gallery/Arcade
Parking Requirements
The following parking requirements shall apply to new development within Planning Area 1-2.
Where feasible, shared parking is encouraged throughout Planning Area 1-2, as well as with
adjacent parking areas with an approved Shared Parking Agreement in accordance with Section
17.24.110 of the LLMC. Bike parking should be consolidated, and racks should be in a convenient
location
TYPE MINIMUM PARKING SPACES
NON--RESIDENTIAL USES
Uses < 3,000 sf 1.6 spaces / 1,000 sf
Uses > 3,000 sf 5 spaces / 1,000 sf
BICYCLE RACKS 1 space / 25 required parking spaces
with a minimum of 1 space / commercial tenant space
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 1-2.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Open Space for Commercial Uses: 25% of lot not covered by building or parking shall be
useable open space (e.g., public plazas, seating nodes, outdoor dining, pedestrian
pathways).
3. Landscape Requirement for Non-Residential Uses: For ground-floor commercial or
live/work units, up to 80% of the setback area may be paved.
4. CCorner Treatment at Redlands Boulevard and Bryn Mawr Avenue: As shown on Figure 4.1,
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Planning Area 1-2: MIXED USE
Community Structure Plan, a Corner Treatment has been identified for the corner of
Redlands Boulevard and Bryn Mawr Avenue. As this is the primary entrance to the Specific
Plan area from Redlands Boulevard, the design of this corner is an essential element in
branding the area. Buildings shall have a major presence at the corner to enhance the
pedestrian experience and create character and appropriate massing along the roadway.
See Section X, Design Guidelines for architectural design standards for corner treatments.
5. Entry Monumentation: As shown in Figure 4.1, Community Structure Plan, the entrance from
Bryn Mawr Avenue should include some type of entry monumentation that denotes the
entrance to “Main Street”.
6. View Corridor: Figure 4.1, Community Structure Plan, identifies a view corridor at Park
Avenue and Bryn Mawr Avenue. People traveling south on Bryn Mawr will have an
opportunity to view the large central park and amenities associated with Planning Area 3-4
and Planning Area 2-6. Future development within Planning Area 1-1 shall provide a view
window at the north-west corner of Park Avenue and Bryn Mawr. This can be accomplished
through the arrangement of buildings, a corner cut-off, a public plaza or landscape
treatment at the corner.
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Planning Area 2-1: MIXED USE
PURPOSE AND INTENT
Planning Area 2-1 is envisioned as an active living, shopping, dining, and potential office
environment. The standards are intended to result in an interconnected network of streets and
drives the promote walkability within and to adjacent planning areas. The internal “Main Street” is
expected to contain many of the retail and restaurant uses in either a stand-alone or mixed-use
configuration with residential above. Live-work and walk-up townhomes may also be incorporated
onto “Main Street”. Design standards and guidelines have been developed to address how the
individual buildings interact with the street and create an active, pedestrian-friendly environment.
DEVELOPMENT POTENTIAL SUMMARY
The 4.4 total acres in Planning Area 2-1 include the following:
x 26 dwelling units
x 40,500 square feet of non-residential
Additional development for residential and non-residential development is permitted if
development rights are transferred from another planning area.
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements. Development
standards include street-based frontage standards for building facades along “Main Street”. These
regulate building frontage design to form adequate and pedestrian-friendly building faces. See
Section 4.4.31 for certain deviations from building setbacks, building height, and the floor-area-
ratio (FAR) standards shown below.
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Planning Area 2-1: MIXED USE
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size – Non-Residential None None
Lot Width 35ft None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From Redlands Boulevard: Commercial &
Residential 10 ft 20 ft
From “Main Street”: Commercial 0 ft 20 ft
From “Main Street”: Residential 5 ft 15 ft
Private Drive or Street 5ft None
Abutting Off-Site One-Story Building 10 ft None
Abutting Off-Site Multi-Story Building 20 ft None
Abutting Park/Open Space 5 ft None
BUILDING DENSITY / INTENSITY
Non-Residential .3 FAR .5 FAR
Residential 20 du/ac averages 20 du/ac average
Senior Housing 25 du/ac average 25 du/ac average
BUILDING HEIGHTS
Non-Residential None 3 Stories and 35 Feet
Residential 2 Stories 3 Stories and 35 Feet
FRONTAGE TYPE REQUIREMENTS
Frontage type addresses the design elements of the building’s ground floor front façade and the
area in front of it extending to the street. It is an essential element of urban design because it is the
way a building relates to the sidewalk and either creates a walkable/welcoming environment, or
not. All new development adjacent to a street with frontage requirements as shown in Figure 4.1,
Community Structure Plan, shall have a primary building façade and entry from the identified
street. These frontages dictate the relationship between the street (back of the right-of-way) and
the façade of the ground-floor of the building (see Section 4.5.4 Building Design, for building
frontage design guidelines). The following frontage types identify the distinct types of front facades
that are permitted along the internal “Main Street”. For streets where there is not a designated
frontage (such as Redlands Boulevard), all building sides abutting the public right-of-way shall
require architectural treatment (see Section 4.5.4, Building Design).
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 4
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Planning Area 2-1: MIXED USE
Type Permitted Frontage Types Along “Main Street”
Ground Floor Residential Stoop, Terrace, Forecourt/Courtyard
Ground Floor Commercial Shopfront, Forecourt, Gallery/Arcade
OPEN SPACE AND LANDSCAPING REGULATIONS
The following open space and landscaping requirements shall apply to new development within
Planning Area 2-1.
1. Landscaping within setback areas of private development adjacent to the Oak Woodland or
public park should be designed to maximize views to the open space amenity. The
landscape palette should be sensitive to the natural habitat or park landscaping.
Type MMinimum Open Space Requirement
NON-RESIDENTIAL USES
25% of lot not covered by building or parking
shall be useable open space (e.g., public
plazas, seating nodes, outdoor dining,
pedestrian pathways).
RESIDENTIAL USES
Private Open Space 50 sf / unit
Common Open Space 50 sf / unit
PARKING RREQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 2-1.
Where feasible, shared parking is encouraged throughout Planning Area 2-1, as well as with
adjacent parking areas with an approved Shared Parking Agreement in accordance with Section
17.24.110 of the LLMC. Bike parking should be consolidated, and racks should be located in a
convenient location.
Type Minimum Parking Spaces
RESIDENTIAL USES
Studio Unit 1.0 space / unit
One-Bedroom Unit 1.5 spaces / unit
Two-Bedroom Unit or Larger 2.0 spaces / unit
NON--RESIDENTIAL USES
Uses < 3,000 sf 1.6 spaces / 1,000 sf
Uses > 3,000 sf 5 spaces / 1,000 sf
BICYCLE RACKS 1 space / 25 required parking spaces
with a minimum of 1 space / commercial tenant space
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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Planning Area 2-1: MIXED USE
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 2-1.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Minimum Number of Uses: A minimum of 3 separate uses of the use types listed in Table
3.3 shall be included in Planning Area 2-1.
3. Oak Woodland Preserve: Any development in Planning Area 2-1 must be planned in
conjunction with the Oak Woodland Preserve (Planning Area 2-2)
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 4
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Planning Area 2-2: MIXED USE
PURPOSE AND INTENT
Planning Area 2-2 is a small 0.5-acre site that is designated as part of the Oak Woodland Preserve
within the Specific Plan area. The Oak Woodland Preserve is expected to be incorporated into the
design of any adjacent development project, with uses opening onto the open space area and
integrated as part a trail system that is generally depicted in Figure 3.8. The final boundary of the
Oak Woodland area shall include the necessary drainage area to ensure the health of the trees, as
determined by an arborist. Improvements may include benches, picnic tables and additional native
landscaping consistent with the coast oak woodland habitat.
DEVELOPMENT POTENTIAL SUMMARY
In addition to the General Landscape Standards in Chapter 4, the following additional requirements
shall apply.
1. The boundary of the Oak Woodland Preserve should contain the priority trees and the drip
line area identified by an arborist or licensed landscape architect.
2. A detailed plan showing all improvements, including trails, fencing, and other amenities
shall be prepared by a licensed landscape architect and approved by the City.
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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Planning Area 2-2: MIXED USE
DEVELOPMENT STANDARDS
The following requirements shall apply to new development within Planning Area 2-1.
1. Oak Woodland Preserve: Any development in Planning Area 2-1 must be planned in
conjunction with the Oak Woodland Preserve (Planning Area 2-2).
2. Trail: A 5 foot wide trail is required to meander along or within the Oak Woodland
Preserve and is required to connect to the adjacent trails in Planning Area 3-3 and Planning
Area 2-1.
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Planning Area 2-3 and 2-4: SENIOR HOUSING
PURPOSE AND INTENT
Planning Area 2-3 and 2-4 are located on the north side of Park Avenue and are envisioned as an
age-restricted multi-family community designed to meet the unique needs of seniors, such as
relatively small unit sizes, minimizing stairs, and providing elevators to upper floors. The Planning
Areas will also have access on the north to a walking trail that provides access to the Oak
Woodland Preserve and connects to the “Main Street” for nearby goods and services.
DEVELOPMENT POTENTIAL SUMMARY
The 9.0 total acres in Planning Area 2-3 and Planning Area 2-4 allow the development of up to 213
senior housing units. No other development potential is assumed for Planning Area 2-3.
Development potential from other planning areas may not be transferred to this planning area.
DEVELOPMENT SSTANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements. These regulate
building frontage design to form adequate and pedestrian-friendly building faces.
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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Planning Area 2-3 and 2-4: SENIOR HOUSING
Type Minimum Maximum
SITE CONFIGURATION
RREQUIREMENTS
Lot Size – Non-Residential None None
Lot Width None None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From Park Avenue 15 ft None
Private Drive or Street 10 ft None
Abutting Off-Site One-Story
Building 10 ft None
Abutting Off-Site Multi-Story
Building 20 ft None
Abutting Park/Open Space 5 ft None
Abutting Water Quality Basin –
One Story Building 10 ft None
Abutting Water Quality Basin –
Multi-Story Building 20 ft None
BUILDING DENSITY /
IINTENSITY
Senior Housing 25 du/ac average 25 du/ac average
BUILDING HEIGHTS
Senior Housing 2 Stories 3 Stories and 35
Feet
OPEN SPACE AND LANDSCAPING REGULATIONS
The following open space and landscaping requirements shall apply to new development within
Planning Area 2-3 and Planning Area 2-4.
Type MMinimum
NON-RESIDENTIAL USES
25% of lot not covered by building or parking
shall be useable open space (e.g., public
plazas, seating nodes, outdoor dining,
pedestrian pathways).
RESIDENTIAL USES
Private Open Space 50 sf / unit
Common Open Space 50 sf / unit
PARKING REQUIREMENTS
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Planning Area 2-3 and 2-4: SENIOR HOUSING
The following parking requirements shall apply to new development within Planning Area 2-3 and
Planning Area 2-4. Where feasible, shared parking is encouraged throughout, as well as with
adjacent parking areas with an approved Shared Parking Agreement in accordance with Section
17.24.110 of the LLMC. Bike parking should be consolidated, and racks should be located in a
convenient location.
Type Minimum # of Spaces
RESIDENTIAL USES
Senior Housing Unit 1 space / unit
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 2-3 and Planning
Area 2-4.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Shared Access: A primary driveway from Park Avenue is required to serve both Planning
Area 2-3 and Planning Area 2-4 in order to minimize curb cuts. Planning for Planning Area
2-3 must be coordinated with Planning Area 2-4 to provide reciprocal access.
3. Non-Vehicular Access: A walking trail with a minimum width of 10 feet should be provided
on the north side of Planning Area 2-3. This trail should also serve as a safe-route-to-
school.
4. Frontages: Although no specific frontage type requirements are required for Planning Area
2-4, development should include building placement and design along the northern part
along the walking trail and the east edge of the planning area adjacent to Planning Area 2-
5 so that development enhances the public realm and has appropriate bulk, scale, setbacks,
and fenestration.
5. Oak Woodland Preserve Adjacency: Landscaping within setback areas of private
development adjacent to the Oak Woodland or public park should be designed to
maximize views to the open space amenity. The landscape palette should be sensitive to
the natural habitat or park landscaping.
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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Planning Area 2-5: MIXED USE
PURPOSE AND INTENT
Planning Area 2-5 is envisioned as an active living, shopping, dining, and potential office
environment. The standards are intended to result in an interconnected network of streets and
drives the promote walkability within and to adjacent planning areas. Planning Area 2-5 is located
at the intersection of California Street and Park Avenue at one of the primary entrances to the
Specific Plan area. Design standards and guidelines have been developed to address how the
individual buildings interact with the street and create an active, pedestrian-friendly environment.
DEVELOPMENT POTENTIAL SUMMARY
The 5.8 total acres in Planning Area 2-5 includes the following:
x 54 dwelling units
x 67,520 square feet of non-residential
Additional development for residential and non-residential development is permitted if
development rights are transferred from another planning area.
DEVELOPMENT STANDARDS
The following development standards shown in Table 4-15 regulate new site and building
development by establishing standards for intensity, density, building height, open space, and
other elements.
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Planning Area 2-5: MIXED USE
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size – Non-Residential None None
Lot Width 35ft None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From California Street: Commercial &
Residential 10 ft 20 ft
From Park Avenue: Commercial & Residential 5 ft None
Private Drive or Street 5ft None
Abutting Off-Site One-Story Building 10 ft None
Abutting Off-Site Multi-Story Building 20 ft None
Abutting Park/Open Space 5 ft None
BUILDING DENSITY / INTENSITY
Non-Residential .3 FAR .5 FAR
Residential 20 du/ac averages 20 du/ac average
Senior Housing 25 du/ac average 25 du/ac average
BUILDING HEIGHTS
Non-Residential None 3 Stories and 35 Feet
Residential 2 Stories 3 Stories and 35 Feet
OPEN SPACE AND LANDSCAPING REGULATIONS
The following open space and landscaping requirements shall apply to new development within
Planning Area 2-5.
Type MMinimum
NON-RESIDENTIAL USES
25% of lot not covered by building or parking shall be
useable open space (e.g., public plazas, seating
nodes, outdoor dining, pedestrian pathways).
RESIDENTIAL USES
Private Open Space 50 sf / unit
Common Open Space 50 sf / unit
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 2-5.
Where feasible, shared parking is encouraged throughout Planning Area 2-5, as well as with
adjacent parking areas with an approved Shared Parking Agreement. Bike parking should be
consolidated, and racks should be located in a convenient location.
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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Planning Area 2-5: MIXED USE
Type Minimum # of Spaces
RESIDENTIAL USES
Studio Unit 1.0 space / unit
One-Bedroom Unit 1.5 spaces / unit
Two-Bedroom Unit or Larger 2.0 spaces / unit
NON--RESIDENTIAL USES
Uses < 3,000 sf 1.6 spaces / 1,000 sf
Uses > 3,000 sf 5 spaces / 1,000 sf
BICYCLE RACKS 1 space / 25 required parking spaces
with a minimum of 1 space / commercial tenant space
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 2-5.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire
planning area shall be prepared as part of any development application to demonstrate
the location, height, of proposed buildings, public space, landscaping, public rights-of-
way, access, and parking.
2. Minimum Number of Uses: A minimum of 4 separate uses of the use types listed in
Table 3.3 shall be included in Planning Area 2-5.
3. Vehicular Access: Secondary access to Planning Area 0-1 should be provided via Park
Avenue to reduce potential turning movement and safety conflicts at the entrances to
Mission Elementary School along California Street. To provide secondary access to
Planning Area 0-1, coordination is encouraged as part of any proposed development in
Planning Area 2-5.
4. Urban Trail: A walking trial at least 10 feet wide is required along California Street to
provide pedestrian pathway and compliment the mixed-use orientation.
5. Active Uses: Active uses should front California Street and the urban trail to provide
enhanced public spaces and active uses.
6. Corner Treatment at California Street and Park Avenue: As shown on Figure 4.1,
Community Structure Plan, a Corner Treatment has been identified for the corner of
California Street and Park Avenue. As one of the primary entrances to the Specific Plan
area from California Street, the design of this corner is an essential element in branding
the area. Buildings shall have a major presence at the corner to enhance the pedestrian
experience and create character and appropriate massing along the roadway. See
Section X, Design Guidelines for architectural design standards for corner treatments.
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 4
44-37
Planning Area 2-6: PARK
PURPOSE AND INTENT
Planning Area 2-6 includes the 13.9-acre North Park, which provides active recreational
opportunities for residents and the greater Loma Linda community. North Park includes
recreational amenities such as basketball courts, bocce ball courts, pickle ball courts, horseshoe
pits, and a children’s playground. A large open area designed for use as a dog park is located in
the northeast corner of North Park. The majority of the turf area within the park is allocated for
youth soccer fields, sized to provide game facilities for a variety of ages. Conveniently located
throughout North Park, picnic shelters provide shaded seating and a 10-foot wide decomposed
granite trail encircles the North Park boundary. North Park also provides a parking lot for vehicles
and a restroom building. Evergreen canopy trees, deciduous trees, and accent trees that include
pockets of orange trees are located along the park periphery and clustered within the northern
portion of the park.
DEVELOPMENT POTENTIAL SUMMARY
Planning Area 2-6 includes the 13.9-acre park. No residential or non-residential development is
allowed within this planning area.
DEVELOPMENT STANDARDS
The following development standards regulate the apply to the development of Planning Area 2-6.
x Community Overlay: A variety of community-serving uses including a fire station,
community multi-purpose building/facility, concession areas or restaurants, and
commercial recreation uses such as fitness studios and batting cages are allowed within the
community overlay. This overlay provides an optional range of uses to be considered in the
final design of the park.
x Parking: A parking study shall be prepared to determine the total number of space and
location based on the mix of activities in the final Park Plan. Parking for Planning Area 2-6
shall be shared with Planning Area 3-4. Parking along the streets may account toward
meeting the parking requirement.
x Stormwater Management: Any required storm water management facilities such as
stormwater detention basins, should be integrated as functioning portions of the park that
provide recreational amenities.
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Planning Area 2-7: MIXED USE
PURPOSE AND INTENT
Planning Area 2-7 is envisioned as an active living, shopping, dining, and potential office
environment. The standards are intended to result in an interconnected network of streets and
drives the promote walkability within and to adjacent planning areas. Planning Area 2-7 is located
at the intersection of California Street and Park Avenue at one of the primary entrances to the
Specific Plan area. Design standards and guidelines have been developed to address how the
individual buildings interact with the street and create an active, pedestrian-friendly environment.
DEVELOPMENT POTENTIAL SUMMARY
The 6.7 total acres in Planning Area 2-7 includes the following:
x 62 dwelling units
x 78,410 square feet of non-residential
Additional development for residential and non-residential development is permitted if
development rights are transferred from another planning area.
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements. See Section 4.4.31
for certain deviations from building setbacks, building height, and the floor-area-ratio (FAR)
standards shown below.
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Planning Area 2-7: MIXED USE
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size – Non-Residential None None
Lot Width 35ft None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From California Street: Commercial &
Residential 10 ft 20 ft
From Park Avenue: Commercial & Residential 5 ft None
Private Drive or Street 5ft None
Abutting Off-Site One-Story Building 10 ft None
Abutting Off-Site Multi-Story Building 20 ft None
Abutting Park/Open Space 5 ft None
BUILDING DENSITY / INTENSITY
Non-Residential .3 FAR .5 FAR
Residential 20 du/ac averages 20 du/ac average
Senior Housing 25 du/ac average 25 du/ac average
BUILDING HEIGHTS
Non-Residential None 3 Stories and 35 Feet
Residential 2 Stories 3 Stories and 35 Feet
OPEN SPACE AND LANDSCAPING REGULATIONS
The following open space and landscaping requirements shall apply to new development within
Planning Area 2-7.
Type MMinimum
NON-RESIDENTIAL USES
25% of lot not covered by building or parking
shall be useable open space (e.g., public
plazas, seating nodes, outdoor dining,
pedestrian pathways).
RESIDENTIAL USES
Private Open Space 50 sf / unit
Common Open Space 50 sf / unit
PARKING RREQUIREMENTS
The following parking requirements shown shall apply to new development within Planning Area 2-
5. Where feasible, shared parking is encouraged throughout Planning Area 2-7, as well as with
adjacent parking areas with an approved Shared Parking Agreement in accordance with Section
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
44-40
Planning Area 2-7: MIXED USE
17.24.110 of the LLMC. Bike parking should be consolidated, and racks should be located in a
convenient location.
Type Minimum # of Spaces
RESIDENTIAL USES
Studio Unit 1.0 space / unit
One-Bedroom Unit 1.5 spaces / unit
Two-Bedroom Unit or Larger 2.0 spaces / unit
NON--RESIDENTIAL USES
Uses < 3,000 sf 1.6 spaces / 1,000 sf
Uses > 3,000 sf 5 spaces / 1,000 sf
BICYCLE RACKS 1 space / 25 required parking spaces
with a minimum of 1 space / commercial tenant space
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 2-7.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Minimum Number of Uses: A minimum of 4 separate uses of the use types listed in Table
3.3 shall be included in Planning Area 2-7.
3. Primary Shared Access: A driveway from California Street is required to serve both Planning
Area 2-7 and Planning Area 2-9 in order to minimize curb cuts. Planning for Planning Area
2-7 must be coordinated with Planning Area 2-9 to provide reciprocal access.
4. Secondary Reciprocal Access: Internal circulation should be provided between Planning
Area 2-9 and Planning Area 2-7, and Planning Area 2-9 and Planning Area 2-10 via drive
aisles, alleys, or internal roadways at least 25 feet in width.
5. Urban Trail: A walking trial at least 10 feet wide is required along California Street to provide
pedestrian pathway and compliment the mixed-use orientation.
6. Active Uses: Active uses should front California Street and the urban trail to provide
enhanced public spaces and active uses.
7. Corner Treatment at California Street and Park Avenue: As shown on Figure 4.1, Community
Structure Plan, a Corner Treatment has been identified for the corner of California Street
and Park Avenue. As one of the primary entrances to the Specific Plan area from California
Street, the design of this corner is an essential element in branding the area. Buildings shall
have a major presence at the corner to enhance the pedestrian experience and create
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 4
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Planning Area 2-7: MIXED USE
character and appropriate massing along the roadway. See Section X, Design Guidelines for
architectural design standards for corner treatments.
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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Planning Area 2-8: LOW DENSITY RESIDENTIAL
PURPOSE AND INTENT
Planning Area 2-8 is located north of Citrus Avenue and is envisioned as a community of low
density residential homes. Planning Area 2-8 is surrounded by amenities, including the
neighborhood park to the west and the mixed-use commercial to the east. The community will
have access to trails that provide opportunities for walking to other parts of the Specific Plan area.
Although Planning Area 2-8 has an approved tentative tract map, development standards are
provided to assist in any subsequent reviews or any proposed changes to the map.
DEVELOPMENT POTENTIAL SUMMARY
The 13.5 total acres in Planning Area 2-8 include the following:
x 54 dwelling units
Non-residential development is not allowed within this planning area.
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements.
THE GROVES AT LOMA LINDA SPECIFIC PLAN Chapter 4
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Planning Area 2-8: LOW DENSITY RESIDENTIAL
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size* 7,200 sf None
Lot Width None None
Building Lot Coverage None 40%
SETBACK REQUIREMENTS
Front: To Front Facing Garage 18 ft None
Front: To Side-On Garage or Livable Space 12 ft None
Front: To Door or Architectural Projections 10 ft None
Interior Side 5 ft None
Exterior Side 10 ft None
Rear 15 ft None
BUILDING DENSITY / INTENSITY
Residential 0 du/ac 4 du/ac average
BUILDING HEIGHTS
Residential None 3 Stories and 35 Feet
* Within the planning area, a maximum of 60% of lots between 7,200 – 7,400 sf and a minimum
of 40% of lots may be greater than 7,4000 sf.
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 2-8.
Type Minimum # of Spaces
RESIDENTIAL USES
Enclosed Garage 2.0 spaces / unit
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 2-8.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Vehicular Access: Two primary access points should be provided to Planning Area 2-8 from
Citrus Avenue.
3. Non-Vehicular Access: Access and connections should be provided to the trail in Planning
Area 2-6.
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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Planning Area 2-9, 2-10 and 2-11: MIXED USE
PURPOSE AND INTENT
Planning Area 2-9 is located along California Street and is envisioned as a neighborhood serving
commercial area in a walkable setting. A walking trail along California Street will provide a link the
internal areas of the Specific Plan area. Design standards and guidelines have been developed to
address how the individual buildings interact with the street and create an active, pedestrian-
friendly environment.
DEVELOPMENT POTENTIAL SUMMARY
The 3.1 total acres in Planning Area 2-9, Planning Area 2-10, and Planning Area 2-11 include the
following:
x No residential development potential is assumed as part of Planning Area 2-9, Planning
Area 2-10, and Planning Area 2-11. Residential uses are permitted, but not required.
x 67,515 square feet of non-residential
Development rights for residential and additional non-residential may be transferred from another
Planning Area.
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements.
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44-45
Planning Area 2-9, 2-10 and 2-11: MIXED USE
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size – Non-Residential None None
Lot Width 35ft None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From California Street: Commercial &
Residential 10 ft 20 ft
Private Drive or Street 5ft None
Abutting Off-Site One-Story Building 10 ft None
Abutting Off-Site Multi-Story Building 20 ft None
Abutting Park/Open Space 5 ft None
BUILDING DENSITY / INTENSITY
Non-Residential .3 FAR .5 FAR
Residential 20 du/ac averages 20 du/ac average
Senior Housing 25 du/ac average 25 du/ac average
BUILDING HEIGHTS
Non-Residential None 3 Stories and 35 Feet
Residential 2 Stories 3 Stories and 35 Feet
OPEN SPACE AND LANDSCAPING REGULATIONS
The following open space and landscaping requirements shall apply to new development within
Planning Area 2-9, Planning Area 2-10, and Planning Area 2-11.
Type MMinimum
NON-RESIDENTIAL USES
25% of lot not covered by building or parking
shall be useable open space (e.g., public
plazas, seating nodes, outdoor dining,
pedestrian pathways).
RESIDENTIAL USES
Private Open Space 50 sf / unit
Common Open Space 50 sf / unit
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 2-9, 2-
10, and 2-11. Where feasible, shared parking is encouraged throughout, as well as with adjacent
parking areas with an approved Shared Parking Agreement in accordance with Section 17.24.110 of
the LLMC. Bike parking should be consolidated, and racks should be located in a convenient
Chapter 4 THE GROVES AT LOMA LINDA SPECIFIC PLAN
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Planning Area 2-9, 2-10 and 2-11: MIXED USE
location.
Type Minimum # of Spaces
RESIDENTIAL USES
Studio Unit 1.0 space / unit
One-Bedroom Unit 1.5 spaces / unit
Two-Bedroom Unit or Larger 2.0 spaces / unit
NON--RESIDENTIAL USES
Uses < 3,000 sf 1.6 spaces / 1,000 sf
Uses > 3,000 sf 5 spaces / 1,000 sf
BICYCLE RACKS 1 space / 25 required parking spaces
with a minimum of 1 space / commercial tenant space
SPECIAL REQUIREMENTS
1. CComprehensive Planning: A conceptual plan and/or tentative map of the entire planning area
shall be prepared as part of any development application to demonstrate the location, height,
of proposed buildings, public space, landscaping, public rights-of-way, access, and parking.
2. Minimum Number of Uses: A minimum of 2 separate uses of the use types listed in Table
3.3 shall be included in Planning Area 2-9. A minimum of 1 separate uses of the use types
listed in Table 3.3 shall be included in Planning Area 2-11.
3. Primary Shared Access: A driveway from California Street is required to serve both Planning
Area 2-7 and Planning Area 2-9 in order to minimize curb cuts.
4. Secondary Reciprocal Access: Internal circulation should be provided between Planning
Area 2-9 and Planning Area 2-7, Planning Area 2-9 and Planning Area 2-10, and Planning
Area 2-10 and Planning Area 2-11 via drive aisles, alleys, or internal roadways at least 25 feet
in width.
5. Urban Trail: A walking trial at least 10 feet wide is required along California Street to provide
pedestrian pathway and compliment the mixed-use orientation.
6. Active Uses: Active uses should front California Street and the urban trail to provide
enhanced public spaces and active uses.
7. Entry Monumentation: As shown in Figure 4.1, Community Structure Plan, the entrance from
California Street should include some type of entry monumentation that denotes the
entrance to the Specific Plan area.
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Planning Area 2-12: LOW DENSITY RESIDENTIAL
PURPOSE AND INTENT
Planning Area 2-12 is located south of Citrus Avenue and is envisioned as a community of low
density residential homes. The community will have access to trails that provide an opportunity for
walking to other parts of the Specific Plan area. Although Planning Area 2-12 has an approved
tentative tract map, development standards are provided to assist in any subsequent reviews or
any proposed changes to the map.
DEVELOPMENT POTENTIAL SUMMARY
The 20.0 total acres in Planning Area 2-12 include the following:
x 80 dwelling units
No Non-residential development is allowed within this planning area.
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements.
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size* 7,200 sf None
Lot Width None None
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Planning Area 2-12: LOW DENSITY RESIDENTIAL
Building Lot Coverage None 40%
SETBACK REQUIREMENTS
Front: To Front Facing Garage 18 ft None
Front: To Side-On Garage or Livable Space 12 ft None
Front: To Door or Architectural Projections 10 ft None
Interior Side 5 ft None
Exterior Side 10 ft None
Rear 15 ft None
BUILDING DENSITY / INTENSITY
Residential 0 du/ac 4 du/ac average
BUILDING HEIGHTS
Residential None 3 Stories and 35 Feet
* Within the planning area, a maximum of 60% of lots between 7,200 – 7,400 sf and a minimum
of 40% of lots may be greater than 7,4000 sf.
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 2-12.
Type Minimum # of Spaces
RESIDENTIAL USES
Enclosed Garage 2.0 spaces / unit
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 2-12.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Trail: A 10-foot-wide decomposed trail is required on the north side of Planning Area 2-12
along Citrus Avenue.
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Planning Area 2-13: HIGH DENSITY RESIDENTIAL
PURPOSE AND INTENT
Planning Area 2-13 is located at the corner of Citrus Avenue and California Street and is envisioned
as a neighborhood of multi-family homes. The high density residential designation allows for a
variety of housing types, including walk-up townhomes, duplex or triplex units, courtyard and
motor court products, and attached single-family housing. Although Planning Area 2-13 has an
approved tentative tract map, development standards are provided to assist in any subsequent
reviews or any proposed changes to the map.
DEVELOPPMENT POTENTIAL SUMMARY
The 5.5 total acres in Planning Area 2-12 include the following:
x 33 dwelling units
No Non-residential development is allowed within this planning area.
DEVELOPMENT STANDARDS
development by establishing standards for intensity, density, building height, open space, and
other elements.
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Planning Area 2-13: HIGH DENSITY RESIDENTIAL
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size None None
Lot Width None None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From California Street 20 ft None
From Citrus Ave 10 ft None
Private Street or Drive 10 ft None
Building-to-Building Separation Per California Building Code
Abutting Off-Site One-Story Building 10 Ft None
Abutting Off-Site Multi-Story Building 15 ft None
BUILDING DENSITY / INTENSITY
Residential 6 du/ac 13 du/ac
BUILDING HEIGHTS
Residential 2 Stories 3 Stories and 35 Feet
OPEN SPACE AND LANDSCAPING REGULATIONS
The following open space and landscaping requirements shall apply to new development within
Planning Area 2-13.
Type MMinimum
RESIDENTIAL USES
Open Space 100 sf / unit
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 2-13.
Type Minimum # of Spaces
RESIDENTIAL USES
Studio Unit 1.0 space / unit
One-Bedroom Unit 1.5 spaces / unit
Two-Bedroom Unit or Larger 2.0 spaces / unit
0.5 spaces for each bedroom over 2 bedrooms
Guest Parking 0.5 spaces / unit
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Planning Area 2-13: HIGH DENSITY RESIDENTIAL
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 2-13.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Urban Trail: A walking trial at least 10 feet wide is required along California Street to provide
pedestrian pathway and compliment the mixed-use orientation.
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Planning Area 2-14: LOW DENSITY RESIDENTIAL
PURPOSE AND INTENT
Planning Area 2-14 is located in the southwest portion of the Specific Plan area and is envisioned
as a community of low density residential homes. Primary access will be provided by two locations
on Orange Avenue. The planning area will be bordered on the south and west by a trail to provide
access to other parts of the Specific Plan area. Although Planning Area 2-14 has an approved
tentative tract map, development standards are provided to assist in any subsequent reviews or
any proposed changes to the map.
DEVELOPMENT POTENTIAL SUMMARY
The 11.0 total acres in Planning Area 2-14 include the following:
x 44 dwelling units
No Non-residential development is allowed within this planning area.
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements.
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size* 7,200 sf None
Lot Width None None
Building Lot Coverage None 40%
SETBACK REQUIREMENTS
Front: To Front Facing Garage 18 ft None
Front: To Side-On Garage or Livable Space 12 ft None
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Planning Area 2-14: LOW DENSITY RESIDENTIAL
Front: To Door or Architectural Projections 10 ft None
Interior Side 5 ft None
Exterior Side 10 ft None
Rear 15 ft None
BUILDING DENSITY / INTENSITY
Residential 0 du/ac 4 du/ac average
BUILDING HEIGHTS
Residential None 3 Stories and 35 Feet
* Within the planning area, a maximum of 60% of lots between 7,200 – 7,400 sf and a minimum
of 40% of lots may be greater than 7,4000 sf.
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 2-14.
Type Minimum # of Spaces
Enclosed Garage 2.0 spaces / unit
SPECIAL RREQUIREMENTS
The following requirements shall apply to new development within Planning Area 2-14.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
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Planning Area 2-15: PARK
PURPOSE AND INTENT
Planning Area 2-15 includes the 4.0-acre South Park that provides convenient recreational
opportunities for residents of THE GROVES and neighborhoods located south of Mission Road. The
concept plan for South Park, features amenities for group use including a picnic shelter and
gathering areas. Additional facilities include bocce ball courts, a children’s playground, and open
play areas. A 10-foot wide decomposed granite trail, which leads past picnic benches and exercise
stations, encircles South Park and ties into the pedestrian Paseo that leads to North Park. The Zanja
Regional Trail, which bisects South Park and continues off-site along Mission Road, includes
interpretive signage to educates users about the importance of the Zanja irrigation ditch to the
history of the area. A parking lot and restrooms are also provided within South Park. Evergreen
canopy trees and accent trees consistent with the landscape theme are located throughout South
Park, creating a distinct community identity.
DEVELOPMENT POTENTIAL SUMMARY
Planning Area 2-15 includes the 4.0-acre park. No residential or non-residential development is not
allowed within this planning area.
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Planning Area 2-16: LOW DENSITY RESIDENTIAL
PURPOSE AND INTENT
Planning Area 2-16 is in the southwest corner of the Specific Plan area and is envisioned as a
community of low density residential homes. Primary access will be provided by two locations on
Orange Avenue. The planning area will be bordered on the east by a trail along California Street.
Although Planning Area 2-16 has an approved tentative tract map, development standards are
provided to assist in any subsequent reviews or any proposed changes to the map.
DEVELOPMENT POTENTIAL SUMMARY
The 5.0 total acres in Planning Area 2-16 include the following:
x 20 dwelling units
No Non-residential development is allowed within this planning area.
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements.
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Planning Area 2-16: LOW DENSITY RESIDENTIAL
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size* 7,200 sf None
Lot Width None None
Building Lot Coverage None 40%
SETBACK REQUIREMENTS
Front: To Front Facing Garage 18 ft None
Front: To Side-On Garage or Livable Space 12 ft None
Front: To Door or Architectural Projections 10 ft None
Interior Side 5 ft None
Exterior Side 10 ft None
Rear 15 ft None
BUILDING DENSITY / INTENSITY
Residential 0 du/ac 4 du/ac average
BUILDING HEIGHTS
Residential None 3 Stories and 35 Feet
* Within the planning area, a maximum of 60% of lots between 7,200 – 7,400 sf and a minimum
of 40% of lots may be greater than 7,4000 sf.
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 2-16.
Type Minimum # of Spaces
Enclosed Garage 2.0 spaces / unit
SPECIAL RREQUIREMENTS
The following requirements shall apply to new development within Planning Area 2-16.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Trail: A 10-foot-wide decomposed trail is required along California Street.
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Planning Area 2-17: PASEO
PURPOSE AND INTENT
Planning Area 2-17 includes 2.3-acre of open space / trail (paseo), which varies in width from 27 to
40 feet, provides a pedestrian amenity and facilitates access between North Park and South Park.
The Paseo is located along the western boundary of Planning Area 2-12 and Planning Area 2-14
and features a 10-foot wide meandering decomposed granite trail surrounded by evergreen
canopy and accent trees. Picnic tables and exercise stations are sited along the Paseo, adding to
the function of this community amenity. Interpretive signage educates users of the Paseo about
the history of the local area.
DEVELOPMENT POTENTIAL SUMMARY
The 2.3 total acres in Planning Area 2-17 are limited to open space / trail use. No residential or
non-residential development is allowed within this planning area.
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Planning Area 2-18: TRAIL
PURPOSE AND INTENT
Planning Area 2-18 includes 1.1-acres of open space / trail (paseo) along California Street. It
provides a pedestrian amenity and facilitates access along the eastern boundary of the Specific
Plan abutting Planning Area 2-5, Planning Area 2-7, Planning Area 2-9, Planning Area 2-10,
Planning Area 2-11, Planning Area 2-13, Planning Area 2-14, Planning Area 2-16. The paseo features
a 10-foot wide meandering decomposed granite trail, enhancing the public realm for adjacent
development that includes mixed use development and high, and low density residential.
DEVELOPMENT POTENTIAL SUMMARY
The 1.1 total acres in Planning Area 2-18 are limited to open space / trail use. No residential or non-
residential development is allowed within this planning area.
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Planning Area 3-1: PARK
PURPOSE AND INTENT
Planning Area 3-1 includes a total of 6.6 acres of park area located on the eastern edge of THE
GROVES just north of Mission Road. The existing Heritage Park includes the existing historic land
mark, provides a vista point, and serves as a connecter between the Zanja Trail and SCE regional
trail corridor. Further north, historic structures relocated to the site that will serve as an interpretive
area and provide an office location for community-serving organization. To the north of the
historic structures, Planning Area 3-1 should provide a designated-purpose park/recreation use,
including the possibility of a nature center, educational outdoor amphitheater, archery center,
community garden, or another use that is programmed for the use of small groups.
DEVELOPMENT POTENTIAL SUMMARY
The 6.6 total acres in Planning Area 3-1 are limited to open space / trail use. No residential or non-
residential development is allowed within this planning area.
DEVELOPMENT STANDARDS
The following development standards regulate the apply to the development of Planning Area 3-1.
x Trail: A trail should be provided on the northern edge of Planning Area 3-1 to provide an
extension of the decomposed granite trail that extends from the northern side of Park
Avenue. The trail will also connect to the SCE regional trail corridor. Citrus groves along the
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Planning Area 3-1: PARK
north side of the trail should be used to provide privacy and buffer from existing homes.
x Community Overlay: A variety of community-serving uses including a fire station,
community multi-purpose building/facility, concession areas or restaurants, and
commercial recreation uses such as fitness studios and batting cages are allowed within the
community overlay. This overlay provides an optional range of uses to be considered in the
final design of the park.
x Citrus Groves: A variety of community-serving uses including a fire station, community
multi-purpose building.
x View Corridor: Figure 4.1, Community Structure Plan, identifies a view corridor along the
paseo in Planning Area 2-17 to provide a visual connection to the central park in Planning
Area 3-4.
x Parking: A parking study shall be prepared to determine the total number of space and
location based on the mix of activities in the final Park Plan.
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Planning Area 3-2: HIGH DENSITY RESIDENTIAL
PURPOSE AND INTENT
Planning Area 3-2 is envisioned as a residential neighborhood across from the central park on Bryn
Mawr Avenue. It is also located adjacent to the future RUSD school site and just south of the VA
Center. This designation allows for a variety of product types, including: walk-up townhomes,
duplex or triplex units, courtyard and motor court products, and attached single-family housing
ranging from 6 to 13 dwelling units per acre. Dwelling units are required to front or side-on to Bryn
Mawr Avenue to take advantage of views to the park, create an attractive street edge, and to
eliminate the possibility of a residential wall along Bryn Mawr Avenue. This site contains an
easement for the extension of Park Avenue along the northern edge of the property. Park Avenue
will enable access to the future school as well as the residential neighborhood.
DEVELOPMENT POTENTIAL SUMMARY
The 4.6 total acres in Planning Area 3-2 include the following:
x 60 dwelling units
No Non-residential development is allowed within this planning area.
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements.
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size None None
Lot Width None None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From Bryn Mawr Avenue 5 ft 10 ft
Private Street or Drive 10 ft None
Building-to-Building Separation Per California Building Code
Abutting Off-Site One-Story Building 10 Ft None
Abutting Off-Site Multi-Story Building 15 ft None
BUILDING DENSITY / INTENSITY
Residential 6 du/ac 13 du/ac
BUILDING HEIGHTS
Residential 2 Stories 3 Stories and 35 feet
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Planning Area 3-2: HIGH DENSITY RESIDENTIAL
FRONTAGE TYPE REQUIREMENTS
Frontage types address the design elements of the building’s ground floor front façade and the
area in front of it extending to the street. It is an essential element of urban design because it is the
way a building relates to the sidewalk and either creates a walkable/welcoming environment, or
not. All new development adjacent to a street with frontage requirements as shown in Figure 4.1,
Community Structure Plan, shall have a primary building façade and entry from the identified
street. These frontages dictate the relationship between the street (back of the right-of-way) and
the façade of the ground-floor of the building (see Section 4.5.3, Building Design, for building
frontage design guidelines). The following frontage types identify the distinct types of front facades
that are permitted along Bryn Mawr Avenue. For streets where there is not a designated frontage
(such as Park Avenue), all building sides abutting the public right-of-way shall require architectural
treatment (see Section 4.5.3, Building Design).
Type Permitted Frontage Types Along Bryn Mawr Avenue
Residential Stoop, Terrace, Forecourt/Courtyard
OPEN SPACE AAND LANDSCAPING REGULATIONS
The following open space and landscaping requirements shall apply to new development within
Planning Area 3-2.
Type Minimum
RESIDENTIAL USES
Open Space 100 sf / unit
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 3-2.
Type Minimum # of Spaces
RESIDENTIAL USES
Enclosed Garage 2.0 spaces / unit
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 3-2.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
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Planning Area 3-3: MIXED USE
PURPOSE AND INTENT
Planning Area 3-3 is envisioned as an active living, shopping, dining, and recreational environment.
The standards are intended to result in an interconnected network of streets and drives the
promote walkability within and to adjacent planning areas. The internal “Main Street” is expected to
contain many of the retail and restaurant uses in either a stand-alone or mixed-use configuration
with residential above. Live-work and walk-up townhomes may also be incorporated onto “Main
Street”. Design standards and guidelines have been developed to address how the individual
buildings interact with the street and create an active, pedestrian-friendly environment.
This area also contains the Oak Woodland Overlay which requires preservation of a minimum of 3
acres of the existing oak trees. The Oak Woodland is expected to be incorporated into the design
of any adjacent development project, with uses opening onto the open space area with a trail
system as generally depicted in Figure 3.8. The final boundary of the Oak Woodland area shall
include the necessary drainage area to ensure the health of the trees, as determined by an arborist.
Improvements may include benches, picnic tables and additional native landscaping consistent
with the coast oak woodland habitat.
This area may also contain a public recreation/open space area that is an extension of the park
south of Park Avenue.
DEVELOPMENT POTENTIAL SUMMARY
The 19.4 total acres in Planning Area 3-3 include the following.
x 165 dwelling units
x 175,000 square feet of commercial
x Oak Woodland Overlay: Minimum 3 acres dedicated with a public easement
x Public Open Space: Minimum 1 acre to be focused along Park Avenue and connected to
the Oak Woodland Overlay.
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Planning Area 3-3: MIXED USE
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements.
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size None None
Lot Width 35 ft None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From Bryn Mawr Avenue – Commercial 5 ft 20 ft
From Bryn Mawr Avenue – Residential 10 ft 20 ft
From Redlands Boulevard – Residential &
Commercial 10 ft 20 ft
From “Main Street” - Commercial 0 ft 15 ft
From “Main Street” - Residential 5 ft 15 ft
From Rhonda Street - Commercial 0 ft 15 ft
From Rhonda Street – Residential 10 ft 15 ft
From Park Avenue – Commercial, Residential,
Open Space 10 ft 20 ft
Private Drive or Street 5ft None
Abutting Off-Site One-Story Building 10 ft None
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Planning Area 3-3: MIXED USE
Abutting Off-Site Multi-Story Building 20 ft None
Abutting Park/Open Space 5 ft None
BUILDING DENSITY / INTENSITY
Non-Residential .3 FAR .5 FAR
Residential 20 du/ac average 20 du/ac average
Senior Housing 25 du/ac average 25 du/ac average
BUILDING HEIGHTS
Non-Residential None 3 Stories and 35 ft
Residential 2 stories 3 Stories and 35 ft
FRONTAGE TYPE REQUIREMENTS
Frontage types address the design elements of the building’s ground floor front façade and the
area in front of it extending to the street. It is an essential element of urban design because it is the
way a building relates to the sidewalk and either creates a walkable/welcoming environment, or
not.
All new development within Planning Area 3-3 adjacent to “Main Street” and Bryn Mawr Avenue
should have a primary building façade and entry from the identified street. These frontages dictate
the relationship between the street (back of the right-of-way) and the façade of the ground-floor
of the building (see Section 4.5.4, Building Design, for building frontage design guidelines). The
following frontage types identify the distinct types of front facades that are recommended along
“Main Street” and Bryn Mawr Avenue. For streets where there is not a designated frontage, all
building sides abutting the public right-of-way shall require architectural treatment (see Section
4.5.4, Building Design).
Type Permitted Frontage Types
Along “Mainn Street”
Permitted Frontage Types
Along Bryn Mawr Avenue
Ground Floor Residential Stoop, Terrace,
Forecourt/Courtyard
Stoop, Terrace,
Forecourt/Courtyard, Porch,
Yard
Ground Floor Commercial Shopfront, Forecourt,
Gallery/Arcade
Shopfront, Forecourt,
Gallery/Arcade
OPEN SPACE AND LANDSCAPING REGULATIONS
The following open space and landscaping requirements shall apply to new development within
Planning Area 3-3.
1. Coast Live Oak Woodland Area: The boundary of the oak woodland area should contain
the priority trees and the drip line area identified by an arborist or licensed landscape
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Planning Area 3-3: MIXED USE
architect. A detailed plan showing all improvements, including trails, fencing, other
amenities shall be prepared by a licensed landscape architect and approved by the City.
2. Non-Residential Uses: For ground-floor commercial or live/work units, up to 80% of the
setback area may be paved.
3. Development Adjacent to Park/Open Space: Landscaping within setback areas of private
development adjacent to the Oak Woodland or public park should be designed to
maximize views to the open space amenity. The landscape palette should be sensitive to
the natural habitat or park landscaping.
Type Minimum
NON--RESIDENTIAL USES
Open Space 25% of lot not covered by a building or parking shall be
useable open space.
RESIDENTIAL USES
Private Open Space 50 sf / unit
Common Open Space 50 sf / unit
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 3-3.
Type Minimum # of Spaces
RESIDENTIAL USES
Studio Unit 1.0 space / unit
One-Bedroom Unit 1.5 spaces / unit
Two-Bedroom Unit or Larger 2.0 spaces / unit
0.5 spaces for each bedroom over 2 bedrooms
Guest Parking 0.5 spaces / unit
NON--RESIDENTIAL USES
Uses < 3,000 sf 1.6 spaces / 1,000 sf
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 3-3.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
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Planning Area 3-3: MIXED USE
parking.
2. View Corridor: Figure 4.1, Community Structure Plan, identifies a view corridor at Park
Avenue and Bryn Mawr Avenue. People traveling south on Bryn Mawr will have an
opportunity to view the large central park and amenities associated with Planning Area 3-4
and Planning Area 2-6. Future development within Planning Area 3-3 shall provide a view
window at the north-east corner of Park Avenue and Bryn Mawr. This can be accomplished
through the arrangement of buildings, a corner cut-off, a public plaza or landscape
treatment at the corner. In addition, development along Park Avenue should include breaks
in the building walls so that Main Street is visible from the public right of way on Park
Avenue.
3. “Main Street”: “Main Street” shall be designed to connect to Planning Area 1-2 and
Planning Area 2-1.
4. Primary Shared Access: The primary access point to Planning Area 3-3 from Redlands
Boulevard shall be at Rhonda Street. This roadway shall be a shared access road with
Planning Area 1-2 and Planning Area 2-1.
5. Trail: The existing trail in Planning Area 1-2 shall be extended along Bryn Mawr Avenue and
interest with the trail planned for Park Avenue.
6. Reciprocal Pedestrian Access: Reciprocal pedestrian access should be provided between
Planning Area 3-2 and Planning Area 3-5 as shown in Figure 4.1, Community Structure Plan.
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Planning Area 3-4: PARK
PURPOSE AND INTENT
In contrast to the emphasis on structured sports in North Park, the 15.9-acre Central Park is
intended for multi-purpose areas for family picnics, tot lots, community fairs (arts/crafts, food
festivals, etc.), annual concerts in the park, farmer’s market, biking and walking. The development
of North Park is expected to occur prior to Central Park, therefore Central park should be designed
and programmed in coordination with North Park in terms of shared parking, access between the
two parks, and activities. At build-out, the two parks should function as one integrated community
park. Figure 3.6, Conceptual Central Park Plan, identified a preferred solution for shared parking,
and a layout of multipurpose fields, trails, and other uses that complement the conceptual plan for
North Park.
Like North Park, Figure 3.1, Land Use Plan, shows a Community Use Overlay which allows for a
variety of community-serving uses including a fire station, community multi-purpose
building/facility, small Amphitheatre, concession areas or restaurants. This overlay provides an
optional range of uses to be considered in the final design of the park.
Central Park may also be designed to accommodate storm water drainage from development
within THE GROVES so that individual projects will not have to incorporate detention basins on-site
(see Section 3.6 Grading, Drainage and Water Quality). This may be in the form of a permanent
lake that is designed to handle annual run-off, or in the form of detention basin that also includes
non-structural park uses, or even in the form of an improved drainage channel that winds through
the park and incorporates trails and landscaping. Figures 3.6 below represent two alternative
approaches to the design of Central Park based on the alternatives detention area options.
DEVELOPMENT POTENTIAL SUMMARY
The 15.9 total acres in Planning Area 3-4 have a development potential for public open space with
additional uses allowed within the Community Overlay.
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Planning Area 3-4: PARK
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 3-4.
1. Community Overlay: A variety of community-serving uses including a fire station,
community multi-purpose building/facility, concession areas or restaurants, and
commercial recreation uses such as fitness studios and batting cages are allowed within the
community overlay. This overlay provides an optional range of uses to be considered in the
final design of the park.
2. Parking and Access: A parking study shall be prepared to determine the total number of
space and location based on the mix of activities in the final Park Plan. Parking and access
for Planning Area 3-4 shall be shared with Planning Area 2-6. Parking along the streets may
account toward meeting the parking requirement.
3. Stormwater Management: Any required stormwater management facilities such as
stormwater detention basins, should be integrated as functioning portions of the park that
provide recreational amenities.
4. Buffer on Citrus Ave: Uses along Citrus Avenue should have a lower-intensity than other
uses planned in Planning Area 3-4 to minimize adverse impacts to adjacent residential
areas.
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Planning Area 3-5: MEDIUM DENSITY RESIDENTIAL
PURPOSE AND INTENT
Planning Area 3-5 is envisioned as a residential neighborhood across from the central park on Bryn
Mawr Avenue. It is also located adjacent to the future RUSD school site. This designation allows for
a variety of product types, including: walk-up townhomes, duplex or triplex units, courtyard and
motor court products, and attached single-family housing up to 9 dwelling units per acre. Dwelling
units are required to front or side-on to Bryn Mawr Avenue to take advantage of views to the park,
create an attractive street edge, and to eliminate the possibility of a residential wall along Bryn
Mawr Avenue. This site contains an easement for the extension of Citrus Avenue along the
southern edge of the property. Citrus Avenue will enable access to the future school as well as the
residential neighborhood.
DEVELOPMENT POTENTIAL SUMMARY
The 12.4 total acres in Planning Area 3-5 include the following:
x 103 dwelling units
No Non-residential development is allowed within this planning area.
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements.
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Planning Area 3-5: MEDIUM DENSITY RESIDENTIAL
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size None None
Lot Width None None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From Bryn Mawr Avenue 5 ft 10 ft
Private Street or Drive 10 ft None
Building-to-Building Separation Per California Building Code
Abutting Off-Site One-Story Building 10 Ft None
Abutting Off-Site Multi-Story Building 15 ft None
BUILDING DENSITY / INTENSITY
Residential 0 du/ac 7.5 du/ac
BUILDING HEIGHTS
Residential 2 Stories 3 Stories and 35 feet
FRONTAGE TYPE REQUIREMENTS
Frontage types address the design elements of the building’s ground floor front façade and the
area in front of it extending to the street. It is an essential element of urban design because it is the
way a building relates to the sidewalk and either creates a walkable/welcoming environment, or
not. All new development adjacent to a street with frontage requirements as shown in Figure 4.1,
Community Structure Plan, shall have a primary building façade and entry from the identified
street. These frontages dictate the relationship between the street (back of the right-of-way) and
the façade of the ground-floor of the building (see Section 4.5.3, Building Design, for building
frontage design guidelines). The following frontage types in Table 4.52 identify the distinct types of
front facades that are permitted along Bryn Mawr Avenue and the internal “Main Street”. For
streets where there is not a designated frontage (such as Redlands Boulevard), all building sides
abutting the public right-of-way shall require architectural treatment (see Section 4.5.3, Building
Design).
Type Permitted Frontage Types Along Bryn Mawr Avenue
Residential Stoop, Terrace, Forecourt/Courtyard
OPEN SPACE AND LANDSCAPING REGULATIONS
The following open space and landscaping requirements shall apply to new development within
Planning Area 3-5.
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Planning Area 3-5: MEDIUM DENSITY RESIDENTIAL
Type Minimum
RESIDENTIAL USES
Open Space 100 sf / unit
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 3-5.
Type Minimum # of Spaces
RESIDENTIAL USES
Studio Unit 1.0 space / unit
One-Bedroom Unit 1.5 spaces / unit
Two-Bedroom Unit or Larger 2.0 spaces / unit
0.5 spaces for each bedroom over 2 bedrooms
Guest Parking 0.5 spaces / unit
NON--RESIDENTIAL USES
Uses < 3,000 sf 1.6 spaces / 1,000 sf
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 3-5.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Reciprocal Pedestrian Access: Reciprocal pedestrian access should be provided between
Planning Area 3-2 and Planning Area 3-5 as shown in Figure 4.1, Community Structure Plan.
3. Ground Level Open Space: Any open space provided within Planning Area 3-5 should be
common open space.
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Planning Area 3-6: VERY LOW DENSITY RESIDENTIAL
PURPOSE AND INTENT
Planning Area 3-6 is envisioned as a residential neighborhood of large estates located along
Mission Road and south of Citrus Avenue. It’s location and size provide an opportunity to create a
secluded enclave of custom and semi-custom homes on large lots ranging from 10,000 square feet
to a half-acre and larger. This 29-acre area serves a unique residential demand in Loma Linda, a
location for doctors and other professionals to live and work in the community. Lot configurations
should vary so that a more “rural” environment is created. Internal roads may be private streets and
drives. Access into Planning Area 3-6 shall primarily be from Citrus Avenue. However, new estates
along Mission Road are required to front onto Mission Road, similar to the cluster of existing
homes within this area. No through access from Mission Road is allowed through Planning Area 3-
6. Other special requirements for Planning Area 3-6 include monumentation and trail connections,
as defined below.
DEVELOPMENT POTENTIAL SUMMARY
The 29.3 total acres in Planning Area 3-6 include the following:
x 60 dwelling units
Non-residential development is not allowed within this planning area.
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Planning Area 3-6: VERY LOW DENSITY RESIDENTIAL
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements. See Section 4.4.31
for certain deviations from building setbacks, building height, and the floor-area-ratio (FAR)
standards shown below.
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size* 10,000 sf 1 acre
BUILDING LOT COVERAGE
Lots less than or equal to15,000 sf None 40%
Lots between15,001 sf and 30,000 sf None 30%
Lots greater than 30,000 sf None 25%
SETBACK REQUIREMENTS
From Mission Avenue 30 ft None
From Citrus Avenue 30 ft None
From Private Street or Drive 10 ft None
From Paseo 25 ft None
From: Future School 20 ft None
Building-to-Building Separation 40 ft None
BUILDING HEIGHTS
Residential None 3 Stories and 35 Feet
* No more than 25% of the total lots shall be 15,000 sf or less; and no more than 25% of the total
lots shall be 40,000 sf or more
PARKING REQUIREMENTS
The following parking requirements shall apply to new development within Planning Area 3-6.
Type Minimum # of Spaces
RESIDENTIAL USES
Enclosed Garage 2.0 spaces / unit
Additional Parking for Additional Bedrooms
After 2 0.5 spaces / bedroom
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 3-6.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
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Planning Area 3-6: VERY LOW DENSITY RESIDENTIAL
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Non-Vehicular Access: A walking trail with a minimum width of 10 feet should be provided
in the following locations: Mission Road, Citrus Avenue, and through the planning area
starting at Mesquite and Mission Road. The trail through the planning area may be
designed to follow internal drives or roads, as well as configured as a paseo.
3. Entry Monumentation: As shown in Figure 4.1, Community Structure Plan, the planning area
will contain special monumentation to denote the estate neighborhood. The final location
of this monumentation is flexible. It could be located at a primary entry off Citrus Avenue
or at the east corner of the planning area. The purpose is to brand this special residential
neighborhood.
4. Historic Preservation: There is an existing historic structure within this planning area. This
structure may remain in place as a residence. If this structure is to be removed, it must be
relocated.
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Planning Area 3-7: MIXED USE
PURPOSE AND INTENT
Planning Area 3-7 contains an existing RV Park and small restaurant along Redlands Boulevard. It is
adjacent to Mission Elementary School and within a 5-minute walk of the future Redlands light rail
station on California Street. In the future, this area may be redeveloped with higher density
residential such as courtyard housing, townhomes, triplexes and other multifamily housing types.
Restaurants and retail uses may be located along Redlands Boulevard. Access to Planning Area 3-7
from inside THE GROVES will be from the extension of “Main Street” and from a shared drive that
serves the Senior Housing located to the south in Planning Area 2-4. Access from Redlands
Boulevard will be from a shared access road with Planning Area 2-1. The standards are intended to
create a high-quality residential project that provides convenient pedestrian connections to “Main
Street” for shopping and dining, as well as Redlands Boulevard and the future transit station.
Planning Area 3-7 must also provide for a trail along the southern boundary (see Section X for
dedication requirements) that connects to the elementary school and the trail connecting to the
Oak Woodlands and central park.
DEVELOPMENT POTENTIAL SUMMARY
The 4.6 total acres in Planning Area 3-7 include the following:
x 93 dwelling units
x 5,000 square feet of commercial.
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Planning Area 3-7: MIXED USE
DEVELOPMENT STANDARDS
The following development standards regulate new site and building development by establishing
standards for intensity, density, building height, open space, and other elements. See Section 4.4.31
for certain deviations from building setbacks, building height, and the floor-area-ratio (FAR)
standards shown below.
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size – Nonresidential None None
Lot Width 35 ft None
Building Lot Coverage None None
SETBACK REQUIREMENTS
From Redlands Boulevard–Commercial &
Residential 10 ft 20 ft
From Private Street or Drive 5 ft None
From Adjacent Off-Site One-Story Building 10 ft None
From Elementary School 20 ft None
From Park/Open Space 5 ft None
BUILDING DDENSITY/INTENSITY
Non-Residential 0.3 FAR 0.5 FAR
Residential 20 du/ac average 20 du/ac average
Senior Housing 25 du/ac average 25 du/ac average
BUILDING HEIGHTS
Non-Residential None 3 Stories and 35 Feet
Residential 2 stories 3 Stories and 35 Feet
OPEN SPACE AND LANDSCAPING RREGULATIONS
The following open space and landscape requirement shall apply to new development within
Planning Area 3-7.
1. For ground-floor commercial, office, or live/work units, up to 80% of the setback area may
be paved.
Type MMinimum
NON-RESIDENTIAL USES
25% of lot not covered by building or parking shall be
useable open space (e.g., public plazas, seating nodes,
outdoor dining, pedestrian pathways).
RESIDENTIAL USES
Private Open Space 50 sf / unit
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Planning Area 3-7: MIXED USE
Common Open Space 50 sf / unit
PARKING RREQUIREMENTS
The following parking requirements shown in Table 4.59 shall apply to new development within
Planning Area 3-7.
Type Minimum # of Spaces
RESIDENTIAL USES
Studio Unit 1.0 space / unit
One-Bedroom Unit 1.5 spaces / unit
Two-Bedroom Unit or Larger 2.0 spaces / unit
Guest Parking 0.5 spaces / unit
NON--RESIDENTIAL USES
Uses < 3,000 sf 1.6 spaces / 1,000 sf
Uses > 3,000 sf 5 spaces / 1,000 sf
BICYCLE RACKS 1 space / 25 required parking spaces
with a minimum of 1 space / commercial tenant space
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 3-7.
1. Comprehensive Planning: A conceptual plan and/or tentative map of the entire planning
area shall be prepared as part of any development application to demonstrate the location,
height, of proposed buildings, public space, landscaping, public rights-of-way, access, and
parking.
2. Minimum Number of Uses: A minimum of 3 separate uses of the use types listed in Table
3.3 shall be included in Planning Area 3-7.
3. “Main Street”: “Main Street” will provide convenient access to the commercial, retail and
other activities within THE GROVES. However, the extension of “Main Street” into Planning
Area 3-7 may be flexible in terms of the alignment and how it serves the residential project.
It may also function as a private drive, but must allow for convenient pedestrian access in
and out of the project.
4. Non-Vehicular Access: A walking trail with a minimum width of 10 is required along the
southern border of the planning area. The first site to be developed (either Planning Area
3-7 or Planning Area 2-4) will be required to provide the trail, unless an agreement is
reached between both property owners to locate the trail on the boundary between both
properties. The connection of the trail with a gate at the school property must be
coordinated with RUSD.
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Planning Area 3-7: MIXED USE
5. Reciprocal Access: Reciprocal internal access is encouraged between Planning Area 3-7 and
Planning Area 2-1 to minimize the number of access points from Redlands Boulevard.
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Planning Area 0-1: INSTITUTIONAL
PURPOSE AND INTENT
Planning Area 0-1 includes the existing Mission Elementary School located near the intersection of
Redlands Boulevard and California Street. Although it is assumed that Mission Elementary School
will remain over the long-term, development standards are also provided to guide any potential
future reuse if it is ever proposed. Other standards, guidelines, and recommendations are provided
for Planning Area 0-1 to ensure that the school is appropriately integrated with any new
development nearby. Note that other planning areas that surround Planning Area 0-1 have specific
requirements that address adjacency, compatibility, and access to provide special standards for
development adjacent to the school.
DEVELOPMENT POTENTIAL SUMMARY
No development potential for the 11.6 acres of Planning Area 0-1 is incorporated within this Specific
Plan. Any future development will require a Specific Plan Amendment and an update to the
applicable development standards and design guidelines. A Specific Plan Amendment will also
require a separate environmental review because potential future development in Planning Area 0-
1 is not included in this Specific Plan or the associated EIR.
DEVELOPMENT STANDARDS
Although Mission Elementary School is owned by Redlands Unified School District and may not be
subject to the requirements of this Specific Plan, limited development standards and design
guidelines are provided to serve as recommendations for future development and improvements.
Planning Area 0-1 is designated as Institutional. If a use other than Institutional is ever proposed,
Planning Area 0-1 will have a default land use of Mixed Use.
Development standards regulate new development by establishing standards that control site
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Planning Area 0-1: INSTITUTIONAL
configuration (i.e., lot size and setbacks from adjacent streets and uses), and building form (i.e.,
density and intensity, and building heights). Development standards based on the Institutional-
Health Care (I-HC) designation in the Loma Linda Zoning Code (Municipal Code 17.44.040) are
applied to Planning Area 0-1 as shown in Table 4-1. See Section 4.4.31 for certain deviations from
building setbacks, building height, and the floor-area-ratio (FAR) standards shown below.
Type Minimum Maximum
SITE CONFIGURATION REQUIREMENTS
Lot Size None None
Lot Width 100 ft None
Building Lot Coverage 50% None
SETBACK REQUIREMENTS
From California St. or Redlands Blvd. 25 ft None
Front 25 ft None
Side - Abutting Parcel Zoned for Residential 2 ft None
Side - Abutting Parcel Zoned for Non-Residential 10 ft None
Side – Abutting Street 25 ft None
Rear - Abutting Parcel Zoned for Residential 20 ft None
Rear - Abutting Parcel Zoned for Non-Residential 10 ft None
BUILDING DENSITY / INTENSITY
Non-Residential None .5 FAR
BUILDING HEIGHTS
Non-Residential None 3 Stories
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 0-1.
1. Vehicular Access: Secondary access to Planning Area 0-1 should be provided via Park
Avenue to reduce potential turning movement and safety conflicts at the entrances to
Mission Elementary School along California Street. To provide secondary access to Planning
Area 0-1, coordination is encouraged as part of any proposed development in Planning
Area 2-5.
2. Non-Vehicular Access: Connections should be providing to trails and sidewalks in Planning
Area 3-7 and Planning Area 2-4 to allow non-vehicular access to and from Planning Area
0-1.
3. Adaptive Reuse: Any future development shall include adaptive reuse of any historic
structures on the site.
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Planning Area 0-2: INSTITUTIONAL
PURPOSE AND INTENT
Planning Area 0-2 is located along Mission Road and is owned by Redlands Unified School District.
It is assumed that a future school is planned for the site, and future development may not be
subject to the requirements of this Specific Plan. Limited development standards and design
guidelines are provided to serve as recommendations for future development and improvements.
Other standards, guidelines, and recommendations are provided for Planning Area 0-2 to ensure
that the school is appropriately integrated with any new development nearby. Note that other
planning areas that surround Planning Area 0-2 have specific requirements that address adjacency,
compatibility, and access to provide special standards for development adjacent to the school.
DEVELOPMENT POTENTIAL SUUMMARY
No development potential for the 27.5 acres of Planning Area 0-2 is incorporated within this
Specific Plan. Any future development will require a Specific Plan Amendment and an update to
the applicable development standards and design guidelines. A Specific Plan Amendment will also
require a separate environmental review because potential future uses in Planning Area 0-2 are not
included in this Specific Plan or the associated EIR.
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Planning Area 0-2: INSTITUTIONAL
DEVELOPMENT STANDARDS
Although Planning Area 0-2 is owned by Redlands Unified School District and may not be subject
to the requirements of this Specific Plan, limited development standards and design guidelines are
provided to serve as recommendations for future development and improvements. Planning Area
0-2 is designated as Institutional. If a use other than Institutional is ever proposed, Planning Area 0-
2 will have a default land use of Low Density Residential.
Development standards regulate new development by establishing standards that control site
configuration (i.e., lot size and setbacks from adjacent streets and uses), and building form (i.e.,
density and intensity, and building heights). Development standards based on the Institutional-
Health Care (I-HC) designation in the Loma Linda Zoning Code (Municipal Code 17.44.040) are
applied to Planning Area 0-2 as shown in Table 4-2. See Section 4.4.31 for certain deviations from
building setbacks, building height, and the floor-area-ratio (FAR) standards shown below.
Type Minimum Maximum
SITE CCONFIGURATION REQUIREMENTS
Lot Size None None
Lot Width 100 ft None
Building Lot Coverage 50% None
SETBACK REQUIREMENTS
From Mission Rd. 25 ft None
Front 25 ft None
Side - Abutting Parcel Zoned for Residential 2 ft None
Side - Abutting Parcel Zoned for Non-
Residential 10 ft None
Side – Abutting Street 25 ft None
Rear - Abutting Parcel Zoned for Residential 20 ft None
Rear - Abutting Parcel Zoned for Non-
Residential 10 ft None
BUILDING DENSITY / INTENSITY
Non-Residential None .5 FAR
BUILDING HEIGHTS
Non-Residential None 3 Stories and 35 Feet
SPECIAL REQUIREMENTS
The following requirements shall apply to new development within Planning Area 0-1.
1. Vehicular Access: Vehicular access to Planning Area 0-2 is encouraged from both Park
Avenue and Citrus Avenue.
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4.5 - DESIGN GUIDELINES
4.5.1 - Introduction
4.4.1(a) - Overall Design Theme for THE GROVES
Design will be play a crucial role in implementing the Vision for THE GROVES at Loma Linda. The
layout of blocks, site design, architectural character, outdoor spaces, landscaping, and views will
contribute to the overall sense of place that will be uniquely THE GROVES. The design guidelines
draw inspiration from the rich heritage of Loma Linda, consistent with the Historic Mission Overlay
District ordinance adopted by the City. The architectural and landscape design guidelines are
influenced by historic uses in the project area including a Mission storehouse, a Native American
village, a Mexican rancho, Mormon settlements, and early citrus farming. Construction of the Mill
Creek Zanja irrigation ditch, completed in 1820, was fundamental to initiating development and
agriculture in the area surrounding what will soon be THE GROVES community.
The single-family and multi-family residential neighborhoods will feature a complementary mix of
modern interpretations of the historical architectural styles typical of the Loma Linda community,
including Mediterranean Revival, Craftsman, Prairie, Monterey, and Italianate architecture. These
styles are echoed in the Mixed Use and Non-Residential guidelines, in addition to other
commercial styles including Art Deco, Streamline Moderne, and Googie style architecture. The
community theme for THE GROVES is further expressed through the landscape elements, which
include entry monumentation that identifies the Historic Mission District and parks that are
designed to include historic references.
Working in concert, Building Design Guidelines and the Landscape Design Guidelines will create an
overall thematic design that embraces and reflects the historic character of Loma Linda and
ensures a quality community. The Site Design Guidelines will further guide the layout of Planning
Areas and how uses should work together to create great places within THE GROVES.
4.4.1(b) - Purpose and Intent
The Design Guidelines are intended to provide:
x Direction to developers, builders, engineers, architects and landscape architects for the
design of precise development plans;
x Guidance for city decision-makers in reviewing and approving future projects;
x Consistency in expression among architectural and landscape architectural components as
projects develop incrementally overtime;
x Consistency with the Historic Mission Overlay District;
x Reasonable flexibility in the final design of homes, non-residential uses, and parks;
x Direction for building placement and orientation to shape the character of the area and
ensure visually interesting, active streets for pedestrians and bicyclists;
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x Be responsive to community values for development and the elements that create
community: trails, parks, outdoor gathering areas, and preservation of natural and historic
resources; and
x A strong sense of community identity through the design of public spaces, streetscape
treatments, and entry monumentation, which work in concert with the building
architecture.
4.5.2 - Site Design
The layout of buildings, entries, parking lot or garages, open spaces, and pedestrian and vehicular
circulation within a site or Planning Area strongly influences the quality of the environment and
desirability of the place to either live, work, shop, dine, relax or play. The following guidelines shall
apply in the layout of a large site or Planning Area.
4.5.2(a) - Block Structure and Access
Within each Planning Area, a new system of roads and/or private drives will be designed to
support the planned development and provide connectivity to the backbone arterial system. This
road/private drive network will result in a block structure that influences interconnectivity,
walkability, and building types that can be developed. As future Planning Areas are subdivided
into blocks, it is the City’s objective to achieve:
x An interconnected network of streets composed of smaller blocks that create a walkable
grid pattern. The Very-Low Density designation is an exception to this guideline.
x Longer blocks should incorporate pedestrian pass-throughs or paseos.
x Vehicular access to each site must be designed to minimize conflicts between pedestrians,
cyclists, autos, and service vehicles. Entrance and exit points should be well marked with
streetscape and landscape features.
x Where new streets cross pedestrian and bicycle paths, high visibility crosswalks should be
provided.
4.5.2(b) - Building Placement and Orientation
Building placement and orientation have a large impact on the way people experience a site in
terms of comfort, feeling of safety, views, and exposure to wind and sun movements. Visually
interesting buildings that are oriented to the street shape the area’s character as well as the
visitor’s experience. For commercial and mixed-use development, placing buildings closer to the
public street edge, and placing most of active ground floor uses on the same frontage all
contribute to making the public street more inviting to pedestrians.
x Buildings should have a strong presence and encourage activity along the street frontage.
Significant elements, such as clearly defined public entrances, should relate to the
pedestrian scale.
x Certain Planning Areas have street frontage requirements (see Figure 4.1, Community
Structure Plan) and buildings should comply with the frontage type requirements defined in
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the applicable Planning Area (see Section 4.4 Development Standards). Furthermore, the
design of frontage should follow the guildelines provided for each frontage type in Section
4.5.3 and 4.5.4, Building Design Guidelines.
x Where possible, buildings should be sited to capitalize on views of the mountains, parks,
and other open space features, especially where view corridors are required as shown in
Figure 4.1, Community Structure Plan.
x Buildings should be oriented for energy efficiency (e.g., capture day lighting, minimize heat
gain, take advantage of prevailing breezes for natural ventilation).
x Plazas or outdoor common areas within a project should be located near building
entrances or areas of high pedestrian traffic to ensure their use.
x Building entries shall face the street and provide direct access from the sidewalk. For larger
sites with multiple buildings, building entries may be oriented to face plazas, open spaces,
and pedestrian pathways.
x Multiple buildings on the same site should be designed and grouped to provide a cohesive,
visual relationship among the buildings, with a well-connected system of pedestrian
walkways, plazas, and other open space features.
x For single-family residential, variation in front setbacks is strongly encouraged to create
variety and interest along the street.
4.5.3 - Building Design Guidelines for Residential
4.5.3(a) - Mix Requirements for Elevations and Floor Plans
To encourage a diverse and visually interesting street scene,
single-family neighborhoods within THE GROVES community
shall comply with the following plotting requirements:
x Neither the same floor plan nor the same elevation
style shall be plotted next to itself or directly across
the street from itself. “Directly across the street” shall
be defined as more than half of the narrower lot
overlapping with the wider lot across the street.
x Single-story or recessed living area elements shall be
placed on street corners.
x No two homes shall be exactly alike in the very low
density planning area.
4.5.3(b) - Garage Placement and Design
Single-family residential structures within THE GROVES community shall pay particular attention to
the design, placement, and orientation of the garages on the lots to create a varied and interesting
street scene.
x Avoid repetitive patterns of garage placement.
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x A left or right side garage shall not be plotted more than three times in a row.
x Garage setback greater than the house front setback is encouraged.
x Garage door details should be consistent with each architectural style.
x Limit the width of front-facing garages to 65 percent of the house width.
x On corner lots, garages and driveways should be
sited as far as possible from the corner so as not to
impede traffic flow in the street.
x Where a lot is located at the end of a street, garage
placement should be carefully considered in order to
facilitate traffic flow in the street and ensure that
headlights from vehicles on the street are directed
towards the garage or other appropriate area in
order to avoid nuisance from headlights in livable
spaces.
4.5.3(c) - Form, Massing, and Roof Lines
Building scale and mass are two primary design components that affect how a structure is
perceived. The following guidelines are intended to supplement the Architectural Design
Guidelines in Section 4.5.4.
x Articulation of building facades, and variation in vertical and horizontal planes should be
used to reduce the visual mass of a building.
x Roof forms of each building should use simple geometries that are appropriate to the
architectural style and conducive to solar collection.
x High quality roof materials, colors, and treatments should correspond to the individual
character or style of the home or building.
x To avoid a monotonous roof lines within a neighborhood, incorporate articulating elements
such as roof overhangs, canopies, and other entry features to add interest.
x General massing should vary noticeably among different floor plans.
x Massing variation should be used together with variable setbacks to create visual interest
along the street.
4.5.3(d) - Architectural Details
x For corner lots, the architecture should wrap around the
building. In addition, where appropriate, the garage
should be turned to accommodate a side entry.
x Special design features such as covered front porches,
front courtyards, enhanced window and door trims,
extended overhangs, and building edge treatment are
encouraged as appropriate to the architectural style.
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x Style-appropriate grates, shutters, and tile surrounds are encouraged.
x Windows should be designed in accordance with the architectural style. Highly reflective
glazing is prohibited, and windows should be recessed a minimum of two inches.
x Front door details should vary according to architectural style. Doors should be protected
by a deep recess, porch, or other covered elements.
x At least two photosensitive carriage lights that vary according to architectural style are
required per house.
4.5.3(e) - Colors and Materials
x Buildings shall use durable, high quality materials to develop long-lasting residences.
x The finishes and textures should be compatible with the proposed architectural character of
the building.
x Individual single-family homes should not have identical color schemes adjacent to one
another or across the street from one another.
x A minimum of three colors is required for each elevation such as one field color, one trim
color, and one or two accent colors.
x A variety of color palettes for single-family homes is required. Color selection should be
based on historical precedents for each of the allowed architectural styles. Different
variations of beige do not satisfy the intent of this guideline.
x Natural stone, approved manufactured or cultured stone, painted or natural brick, precast
concrete, tile, and fire-resistant horizontal or vertical wood siding or manufactured siding
are encouraged.
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4.5.3(f) - Building Frontage for Multifamily Residential
Table 4.2 to 4.9 identify ground floor frontage types required for key street segments within the
plan. Frontage type addresses the design elements of the building’s ground floor front façade and
the area in front of it extending to the street. It is an important element of urban design because it
is the way a building engages the public realm. The arrangement and design of building frontages
largely determines the character of the area and the quality of the pedestrian environment.
4.5.3(g) - Residential Architectural Styles
The architectural styles selected for THE GROVES at Loma Linda reflect the historic architecture
prevalent in the region and are consistent with the Historic Overlay of the General Plan. The styles
selected from the Historic Mission Overlay District include: Mediterranean Revival, Craftsman,
Prairie, Monterey, and Italianate. Other styles, such as Modern Farmhouse or California Ranch, may
be considered by the City and the Historic Commission; however, a General Plan Amendment may
be required. Authenticity of style is a key to achieving a high-level of design quality. An accurate
interpretation of the characteristics of each style is important. Simple massing and roof forms
often lead to the most authentic expression of a style.
The following guidelines regarding architectural styles shall be applied to all single-family and
multifamily homes within The Grove:
x Architectural styles should be accurate and appropriate for the building typology (e.g., row
towns, courtyard building, single-family homes, etc.)
x Architectural elements forming an integral part of the building should be used and
ornamentation and features that appear to be inauthentic or tacked on shall be avoided.
x Visual interest along streetscapes is to be achieved through the inclusion of a variety of
architectural styles within a neighborhood.
x The mix and placement of home styles along a street should be given attention to create
variety and avoid the monotony of one style dominating the streetscape.
x Contemporary interpretations of each style are allowed.
The photographs provided in these architectural styles below are offered as general visual aids in
understanding the basic intent of the design theme and its key implementing elements. These
design components are communicated through a palette of characteristic architectural details,
materials, and colors, which work together to shape the detailed design plans.
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4.5.4 - Building Design Guidelines for Mixed Use and Commercial
4.5.4(a) - Façade Design and Composition
Façade generally refers to a building’s external wall which faces a public street or open space. The
design and composition of façades involves the arrangement of architectural elements such as
doors, windows, balconies, caps, and pilasters on the walls of buildings. The façade and ground
floor of a building is the most visible component seen by pedestrians, bicyclists, and motorists.
How the mass of the building “meets the street” should be well detailed. The design of the facade
is what humans experience most intimately when on the sidewalk and is the biggest contributor to
district character.
x Buildings shall have a clear base, middle, and top by providing horizontal differentiating
treatment. The base shall visibly anchor the building to the ground and the eave or
parapet shall provide a visual termination of the building.
x All sides of a building visible from a public street, paseo or open space should maintain the
same level of architectural detail and visual quality used on a front façade to the extent
possible.
x The façade detailing of mixed-use buildings shall visually differentiate ground-floor uses
from upper-story uses. The façade detailing of commercial or retail entries shall be
differentiatex from residential entries.
x Exterior building walls should have variation, recesses, and offsets in the surface especially
at entries and important gateways. Long building walls shall be attractive and visually
interesting by applying changes (by 2 to 4 feet to be read as a substantial change and
provide a significant shadow line) in surface materials, colors, massing, fenestration,
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storefronts, public art, or other architectural elements that are well composed. Pilasters or
breaks in the wall plane are allowed where appropriate.
x Large expanses of walls at the non-street facing sides of buildings (less public) may also
integrate murals, trellises, or vines and espaliers to add texture and create visual interest.
x Live-work or shopkeeper units should be designed to appear like a commercial storefront,
gallery, or urban light industrial compatible to the area it is most affiliated with in character.
4.5.4(b) - Materials and Colors
The colors and materials of buildings can effectively create a streetscape of interest when applied
appropriately and in partnership with façade modulation. The use of quality materials not only last
longer and wear better but also preserve the quality of the public realm.
x Buildings shall use durable, high quality materials to develop long-lasting buildings that can
be adaptively reused over time.
x Architectural style and use of quality materials shall be consistent throughout the entire
project; however, variations in materials and details may be used to differentiate between
the residential and commercial portions of the project.
x The finish, texture, and color of materials should be compatible with the proposed
architectural character of the building.
x Materials may vary in the vertical plane. Buildings shall exhibit greater detail and higher
quality materials at the lower levels.
x Materials and colors should be used to imply form changes, particularly for entrance
lobbies, massing changes, and different uses or tenants.
x Construction details should be authentic and applied with consistency.
x Stucco finishes are acceptable, provided the stucco finish is smooth, rather than textured,
lace, or rough sand finish.
4.5.4(c) - Architectural Details
Windows and Doors
Windows, the main source of natural light and fresh air into
buildings, should be designed to maximize the light that enters
and to take advantage of natural ventilation.
x Buildings should be designed with a rhythm of windows
and entrances that provide interest and engage
pedestrians.
x Commercial windows and doors should comprise at least
60 percent of a building’s street level façade.
x For residential, to prevent residential wall surfaces from
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being monotonously flat, windows and doors shall be recessed at least 3 inches from the
face of the finished exterior wall to achieve a sufficient depth and shadow reading. Flush
finish installations, especially with stucco, are not desirable.
x Detailing of windows and doors should reflect the overall design idea of the building and
be well crafted and constructed.
Roofs
x The roof or overhang shall enhance the architectural character of the building. The extent
and type of roof detail should be appropriate to the architectural style.
x Roof drains should be designed as an integral part of the structure.
x Rooftop and other building mechanical equipment should be screened from public view
and be housed within a penthouse structure that is consistent with the building’s
architectural style.
Awnings, Canopies, and Ma rquees
Encroachments such as awnings, canopies, and marquees are encouraged but must be well
designed and proportioned so they do not adversely impact the sidewalk environment. Canopies
and awnings are encouraged along all retail street frontages.
x The minimum vertical clearance between the ground or
street level and the encroachment should be 8 feet. In
areas of zero setbacks, awnings, canopies, and marquees
should not project more than two-thirds the width of the
sidewalk, subject to the California Building Code. At least
2 feet of clearance must be maintained from the street
curb line.
x Awnings or canopies that are designed to require ground
support are prohibited on sidewalks. In areas where
setbacks are required, awnings, canopies, and marquees
should not project past the setback line.
x Horizontal dimensions should relate to the bays of the
building façade.
x For awnings and canopies, the materials, shape, rigidity,
reflectance, color, lighting, and signage should relate to
the architectural design of the building.
4.5.4(d) - Building Frontages for Mixed-Use and Commercial
Table 4.2-4.9 identifie ground floor frontage types required for key street segments within the plan.
Frontage type addresses the design elements of the building’s ground floor front façade and the
area in front of it extending to the street. It is an important element of urban design because it is
the way a building engages the public realm. The arrangement and design of building frontages
largely determines the character of the area and the quality of the pedestrian environment.
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Design guidelines for all the frontage types identified for THE GROVES are located on the following
tables.
Table 4.2 - Shopefront Frontage Type
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Table 4.3 - Forecourt Frontage Type
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Table 4.4 - Gallery Frontage Type
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Table 4.5 - Arcade Frontage Type
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Table 4.6 - Terrace Frontage Type
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Table 4.7 - Stoop Frontage
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Table 4.8 - Porch Frontage Type
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Table 4.9 - Yard Frontage Type
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4.5.4(e) - Mixed-Use and Non-Residential Architectural Styles
The Historic Mission Overlay District defines the historical architectural styles that can be used
within THE GROVES. For vertical mixed-use projects with residential above commercial, adaptations
of the residential architectural styles identified in Section 4.5.3, above, are allowed. For stand-alone
commercial development, adaptations of the any of the historic styles defined in the Historic
Mission Overlay District are allowed. In addition, Art Deco, Art/Streamline Moderne, and
Googie/50’s style architecture is allowed. “Franchise” architecture is not allowed and must be
adapted to one of the allowed architectural styles.
4.5.4(f) - Signage
Signage within the Commercial and Mixed Use Planning Areas
should harmoniously blend with the architectural theme.
Artistic flexibility is allowed; however, signage should maintain
continuity and be of appropriate scale with the adjacent
structures, and the community as a whole.
Applicable provisions of the Loma Linda Municipal Code,
Chapter 17.18, Signs, apply within THE GROVES community.
Specifically, signs within the Commercial and Mixed Use
Planning Areas shall conform to the Loma Linda Municipal
Code, Section 17.18.140, Permitted signs—C-1, C-2, C-G, C-F, C-
N, C-M, I-C and M-R zones, and the following guidelines.
x Sign types are limited to project identification, company and building identification,
direction, and temporary “for sale and lease” signs.
x If businesses are located in a traditional downtown pattern, signage should be designed to
be visible both to drivers on the street and pedestrians on the sidewalk.
x In the case of a large development designed with “campus” style building orientation,
signage for anchor tenants should be visible from the parking area(s) and a map with store
directory should be provided to aid in wayfinding.
x Signage within a “campus” style development should be
pedestrian oriented in size, placement, and design.
x Signs should be compatible with the building in terms of color,
material, and placement, yet stand out in a way that enables easy
recognition of the sign.
x All ground-mounted signs should be well integrated into site
landscaping, while assuring readability by drivers and pedestrians.
The visible backs and sides of signs should be architecturally
treated to blend with the exterior character of the building.
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4.5.5 - Functional Elements
These provisions for functional elements apply to all land uses within THE GROVES. Examples of
functional elements include loading doors, service areas, ground or wall-mounted equipment,
rooftop equipment, and trash enclosures. The design and placement of these elements should
minimize their prominence when viewed from surrounding development, public roadways within
and adjacent to the community, pedestrian sidewalks, and parking lots.
4.5.5(a) - Loading Doors and Service Areas
Service vehicles should have clear and convenient access into and within the Mixed Use and Senior
Housing Planning Areas to minimize disruptions to vehicular and pedestrian circulation. Service
and delivery/loading areas should be separated from general parking areas and pedestrian
circulation areas (walkways, pathways, etc.). Loading doors, service areas, and equipment areas
should be oriented or screened so they are not easily visible from residential areas and public
roadways within and adjacent to the community. Screening may be accomplished with
landscaping, walls, fences, or other architectural treatments. For screening of loading and service
areas to be effective, a minimum treatment height of 6 feet is recommended.
4.5.5(b) - Ground or Wall-Mounted Equipment
Examples of exterior ground-mounted equipment include, but are not limited to, mechanical
equipment, electrical equipment, emergency generators, cellular telephone facilities, and satellite
dishes. Ground-mounted equipment should be screened so as to not be visible from residential
areas and public roadways within and adjacent to the community. Screening may be accomplished
with walls that are designed as an integral part of the architecture or landscape elements that are
consistent with the landscape concept. Electrical equipment rooms should be located within the
building envelope. Pop-outs or shed-like additions are prohibited unless fully integrated into the
building architecture.
Wall-mounted items, such as roof ladders or electrical panels, should be located away from the
street façade and painted, screened, or incorporated into the architectural elements of the building
so as not to be visually apparent from residential areas and public roadways within and adjacent to
the community.
4.5.5(c) - Rooftop Equipment
Examples of rooftop equipment include mechanical equipment, electrical equipment, cellular
telephone facilities, satellite dishes, skylights, vents, exhaust fans, and mechanical ducts.
Mechanical equipment for single-family residences such as air conditioners, heaters, evaporative
coolers, and other such devices should not be mounted on the roof. These types of equipment
should be located behind privacy walls or landscape.
All rooftop equipment for other types of buildings should be screened so as not to be visible from
residential areas and public roadways within and adjacent to the CITRUS TRAILS community. Rooftop
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screens should be integrated into and complement the architecture of the building. Wooden
rooftop screens are prohibited.
Solar panels may be mounted on building rooftops and are exempt from the rooftop equipment
provisions related to visibility.
4.5.5(d) - Trash Enclosures
Refuse collection areas (trash enclosures) should be located away from residences to minimize
nuisance, when possible. In addition, refuse collection areas should be located behind or to the
side of buildings, away from the building’s main entrance. All outdoor refuse containers should be
screened within a permanent, durable enclosure. The design of the enclosure should reflect the
architectural style of adjacent buildings and use similar, high-quality materials. Landscaping or
trellis work should screen enclosures visible from a residential area, connecting walkway, or street
and shall be permanently maintained.
4.5.5(e) - Vehicle Charging Stations
In single-family residential neighborhoods, vehicle charging equipment shall be fully enclosed
within the garage.
4.5.6 - Landscape Design Guidelines
4.5.6(a) - Introduction
The Landscape Design Guidelines articulate the various landscape design components of THE
GROVES, which draw inspiration from the rich heritage of Loma Linda. The landscape concept is
influenced by the Mill Creek Zanja irrigation ditch and the historic uses that it enabled, which
include: a Mission storehouse, a Native American village, a Mexican rancho, Mormon settlements,
and early citrus farming. The landscape concept evokes the landscape theme through elements
including entry monumentation that identifies the Historic Mission District and the historically
themed parks and paseo. The Landscape Design Guidelines are also consistent with the Citrus
Trails Master Plan.
The landscape concept is established through the combination of each of the major thematic
community elements listed below, which are discussed in more detail on the following pages.
x Plant Palette
x Entry Monumentation
x Corner Treatment
x Streetscapes
x Walls and Fences
x Landscape Interfaces
The Landscape Design Guidelines, together with the Architectural Design Guidelines, establish a
clear and coherent community identity that is indicative of the area’s past, visually appealing, and
sensitive to the environment.
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4.5.6(b) - Plant Palette
The Plant Palette for THE GROVES was selected to complement and enhance the setting of the
community, while ensuring the conservation of water resources. The palette of tress and shrubs
have been chosen to reflect the site’s rural setting and accentuate the community’s architectural
styles and design elements (entry monumentation, walls and fences, etc.). To ensure the
conservation of water resources and to alleviate long-term maintenance concerns, the Plant Palette
is comprised of water-efficient species native to southern California or naturalized to the arid
southern California climate.
Furthermore, the Plant Palette is intended to work in concert with the hardscape materials to
reinforce the landscape concept at major community focal points and gathering places, such as the
parks and paseo.
Table 4-10, Street Tree Palette, and Table 4-11, Shrub and Vine Palette, provide lists of the plant
materials selected for THE GROVES. These provide a base palette for the community’s landscape
design; other similar plant materials may be substituted provided the selected plant materials are
water-efficient, complement the overall landscape concept, and are approved by Public Works.
Plant selection for specific areas of the community shall have similar watering requirements so that
irrigation systems can be designed to minimize water use and plant materials can thrive under
optimal conditions.
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Table 4.10 - Street Tree Palattee
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Table 4.11 - Shrub and Vine Palette
BOTANICAL NAME COMMON NAME
Abelia g. 'Edward Goucher' Pink Abelia
Agave attenuata Fox Tail Agave
Aloe arborescens Tree Aloe
Anigozanthos flavidus 'Bush Ranger' Dwarf Kangaroo Paw
Berberis thunbergii 'Golden Ring' Japanese Barberry
Bougainvillea sp. Bougainvillea
Buxus microphylla japonica Japanese Boxwood
Caesalpinia gilliesii Desert Bird of Paradise
Callistemon 'Little John' Dwarf Bottlebrush
Cistis purpureus Orchid Rockrose
Dalea greggii Trailing Indigo Bush
Dietes vegeta Fortnite Lily
Distictus buccinatoria Blood Red Trumpet Vine
Escallonia x 'Compacta' Compact Escallonia
Festuca mairei spp. Atlas Fescue
Hemerocallis hybrid Evergreen Red Daylily
Lavandula angustifolia English Lavender
Lavandula spp. Lavender
Lavatera bicolor Tree Mallow
Leuciphyllum frutescens Texas Ranger
Ligustrum japonicum Japanese Privet
Liriope muscari Big Blue Leaf Turf
Macfadyena unguys-cati Cat's Claw
Muhlenbergia rigens Deer Grass
Myoporum parvifolium Prostrate Myroporum
Myrsine africana African Boxwood
Myrtus communis 'Compacta' Dwarf Myrtle
Nandina domestica Heavenly Bamboo
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BOTANICAL NAME COMMON NAME
Parthenocissus tricuspidata Boston Ivy
Photinia fraseri Photinia
Rosa species Rose (Hybrid)
Salvia celcelandi Cleveland Sage
Salvia greggii Dwarf Ciyite Bush
Salvia leucantha Mexican Bush Sage
Trachelospermum jasminoides Star Jasmine
Westringia rosmarinafolius Coast Rosemary
4.5.6(c) - Entry Monumentation
Conceptual entry monumentation has been prepared for THE GROVES. Entry monumentation for
residential or mixed-use neighborhoods is intended to establish a strong sense of arrival for
residents, guests, patrons, and passersby. The monumentation concept for primary entries into
The Grove from California Street or Redlands Boulevard has been designed to reinforce the
community theme and should include text identifying the “Historic Mission District” in addition to
the name of the community mixed-use area (as illustrated in Figure 4.2). Locations for entry
monumentation have been included in Figure 4.1, Community Character Map, and include
locations at main entrances into THE GROVES. In addition, smaller entry monuments for individual
neighborhoods are also allowed and can be adapted from the monumentation shown in Figure
4.3, Other Entry Monument. Smaller neighborhood monumentation may have a unique design that
reflects the character of the project.
Entry Monuments at Orange Avenue and Citrus Avenue (Concept A)
Conceptual entry monumentation are located on California Street at Orange Avenue and Citrus
Avenue entrances. It conveys to the users that they have entered THE GROVES. The entry
monument is a combination of pilaster and monument wall with a major signage feature. Figure 4-
2, Entry Monument, illustrates the conceptual design for the monument, which is accompanied by
public art sculptures, as discussed in Section 3.5.2 (b), Historic Resources. The design may be
stand-alone or located on a residential perimeter wall, and may vary in size based on locational
constraints and project design.
Other Entry Monuments (Concept B)
Other entry monuments either along California Streets, Redlands Boulevard, or within THE GROVES
may be adapted from Figure 4-3, Other Entry Monument. The conceptual design includes a free-
standing, 4-foot high natural stone monument, a granite-faced sign area, and a backdrop of
California fan palms.
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Figure 4.2 - Entry Monument (Concept A)
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Figure 4.3 - Other Entry Monument (Concept B)
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4.5.6(d) - Corner Treatment
Figure 4.1, Community Structure Plan, identifies several locations where special attention is required
at the corner of the property. These locations are at the major entrances to THE GROVES. The
design of the corner, in addition to any monumentation, is an essential element in branding the
area. Figure 4-4, Corner Treatment shows some examples of the corner treatment. Buildings shall
have a major presence at the corner to enhance the pedestrian experience and create character
and appropriate massing along the roadway. This may include two buildings at the corner that
“frames” the view into the site, or a single building with special architectural features such as:
x Diagonal or curved walls at the corner
x A tower element, spire or dome that can be a landmark or orientation point
x A corner plaza or gathering area
x A lobby canopy, overhang, or other architectural covering over the building entry
x A two (2) story entrance height and twenty (20) foot entrance width
x A public art installation
x Decorative landscaping or landmark element such as a row of columnar trees
x Corner entrance or an entrance oriented toward each adjacent street
Figure 4.4 - Corner Treatment
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4.5.6(e) - Streetscape Landscaping
The design of roadway streetscapes are critical in enforcing a circulation hierarchy, creating a sense
of place, and maintaining a high-quality community theme. The scale and proportion of the street
scene reflects the street hierarchy and provides separation of vehicular and pedestrian travel.
Larger streets contain larger parkways and are more extensively landscaped; in contrast, local roads
are planned with slightly narrower parkways and less prominent landscaping. Varied streetscapes
are intended to create a high quality, visually pleasing experience at the pedestrian and vehicular
level. Streetscapes are planted with a combination of street trees, low shrubs, and masses of
groundcover derived from the tree and shrub/vine palettes, providing visual continuity throughout
the community. Streetscapes within THE GROVES are provided as follows:
California Street Streetscape- Four-lane Undivided Roadway (144 - 152’ ROW)
California Street serves as the eastern boundary of THE GROVES community. As depicted on
Figure 4-5 and 4-6, the streetscape design buffers the single-family residences that back on to
California Street, while the streetscape design north of Citrus Avenue complements the pedestrian
oriented layout of the Mixed Use Planning Areas adjacent to California Street.
California Street south of Citrus Avenue provides a 25-foot wide parkway that includes a 10-foot
wide decomposed granite trail flanked on the west by a 6-foot high community theme wall planted
with vines and on the east by Jacaranda mimosifolia and accent trees, shrubs, and groundcover. A
5-foot wide concrete sidewalk is located adjacent to the curb and an on-street painted bike lane is
provided on California Street.
The streetscape design for California Street north of Citrus Avenue complements the pedestrian
oriented Mixed-Use planning areas. The streetscape includes a 9.5-foot wide curb-adjacent
landscaped parkway planted with Jacaranda mimosifolia trees with a parkway-adjacent 15-foot
wide hard surface trail, which provides for a wider walkway or space for outdoor dining to enhance
the pedestrian orientation of the adjacent private properties.
Redlands Boulevard Streetscape – Modified Four-lane Divided Roadway (102’ ROW)
Redlands Boulevard serves as the northern boundary of the Specific Plan area and is developed as
a 102-foot wide public right-of-way. As illustrated on Figure 4-7, the street includes a 13-foot wide
parkway on the south side of the street. The parkway is planted with Pinus pinea trees and
includes a 5-foot wide meandering sidewalk.
Mission Road Streetscape – Two-lane Divided Roadway (84 - 104 ROW)
Mission Road is located along the southern edge of THE GROVES and facilitates access to the
properties adjacent to it within the Specific Plan area. As depicted on Figure 4.8, there will be a 22-
foot wide parkway including a 10-foot wide meandering decomposed granite trail on the north
side of the street. The 10-foot trail is intended to be an extension of the Zanja Trail provided within
South Park. The trail will connect to Heritage Park and the historic uses within the park. The
parkway landscaping includes street trees and drought-tolerant shrubs and groundcover.
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Park Avenue Streetscape - Entry Road (88’ ROW)
Park Avenue is a primary access from into THE GROVES from California Street. It is designed as an
88-foot wide right-of-way that provides an aesthetically pleasing, pedestrian-friendly experience.
As shown on Figure 4-9 to 4-12, there will be four different configurations for Park Avenue.
1. Adjacent to Planning Areas 2-5 and 2-7, Park Avenue is developed with 12-foot wide
landscaped parkway including 5-foot wide inset sidewalks on both sides of the street.
2. The north side of the street adjacent to Planning Areas 2-3 and 2-4 provides a 12-foot wide
parkway including an inset 5-foot wide sidewalk. The south side of the street adjacent to
North Park (PA2-6) features a 12-foot wide landscaped parkway with an adjacent 10-foot
wide decomposed granite trail that meanders into the parkway in lieu of a sidewalk.
3. Adjacent to Panning Area 3-3 and 3-4, the 10-foot wide devomposed granite trail will be
developed on both sides of street.
4. Park Avenue west of Bryn Mawr Avenue, 5-foot wide sidewalk will be on the south side and
a 10-foot wide decomposed granite trail will be developed on the north side. A 13 feet trail
easement will be developed betwee Park Avenue and Planning Area 1-1.
The parkways feature street trees underplanted with shrubs and groundcovers that are native to
southern California or naturalized to the southern California climate.
Citrus Avenue Streetscape - Entry Road (64’ ROW)
Citrus Avenue provides primary access to the single-family areas in THE GROVES, as well as Central
Park and North Park. As illustrated on Figure 4-13 and 4-14, the north side of Citrus Avenue
provide a 20-foot wide travel lane and 12-foot wide landscaped parkway, including a 5-foot wide
inset sidewalk. The south side of the street features a 12-foot wide landscaped parkway with an
adjacent 10-foot wide decomposed granite trail that meanders into the parkway in lieu of a
sidewalk. Adjacent to Planning Area 3-4 and Planning Area 3-6, 10-foot wide decomposed granite
trail will be developed on both. The landscaped parkways feature street trees with shrubs and
groundcovers.
Orange Avenue Streetscape (88’ ROW)
Orange Avenue connects with Mission Road to provide access to the residences within the
southern portion of community. As depicted on Figure 4-15 to 4-17, the streetscape provides 5-
foot wide curb-adjacent sidewalks within 12-foot wide parkways on both sides of the street;
however, adjacent to South Park, a 10-foot wide decomposed granite trail that meanders from the
park into the parkway is provided in lieu of a sidewalk. On the north side of Orange Avenue near
California Street, the landscaped parkway merges with the front yard landscaping of the adjacent
single-family residences. On the south side of the street, a 6-foot high masonry screen wall located
next to the parkway at the edge of the right-of-way buffers the adjacent residences from the street.
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Bryn Mawr Streetscape (118’ ROW)
Bryn Mawr provides north and south connections from Redlands Boulevard to Citrus Avenue. It is a
4-lane divided corrector street with a 20-foot raised median. As depicted on Figure 4-18, the west
side of the street provides a 12-foot wide landscaped parkway, including a 5-foot wide inset
sidewalk. The east side of the street features a 22-foot wide parkway with a 10-foot wide
meandering decomposed granite trail.
Internal Main Street (86’ ROW)
Internal Main Street will be planned to support commercial and mixed use development on
Planning Area 1-2, Planning Area 3-3 and Planning Area 2-1. As depicted on Figure 4-19, it features
with two undivided travel lanes and diagonal parking on both sides. The parkway is replaced with a
15-foot wide sidewalk and an amenity zone for street furniture, tree grates. The building is located
near the street right-of-way.
Local Road Streetscape (60’ ROW)
To provide vehicular access to individual neighborhoods, a network of Local Roads is provided.
Within the 60-foot wide public right-of-way, Local Roads feature 12-foot wide landscaped
parkways including 5-foot wide curb-adjacent sidewalks on both sides of the street, as indicated on
Figure 4-20 and 4-21. The landscaped parkways are planted with street trees and groundcovers
that complement the community’s landscape theme and merge with the residential front yards that
face on to the street. The parkways and sidewalks provide a pleasant environment to encourage
pedestrian circulation within the community.
Where Local Roads are located adjacent to North Park, Central Park, or South Park, 10-foot wide
decomposed granite trails located at the edge of the parks meander into the right-of-way in lieu of
sidewalks.
Where Local Roads are situated adjacent to the pedestrian Paseo, which provides a 27 to 40-foot
wide alignment connecting North Park to South Park , the 7-foot wide parkway on the western side
of the Local Road merges with the adjacent landscaped Paseo to provide an attractive wide buffer
from the street.
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California Street-Citrus North to Boundary (144’ ROW) Figure 4.5 -
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California Street-Citrus South to Boundary (144’-152’ ROW) Figure 4.6 -
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Redlands Boulevard (102’ ROW) Figure 4.7 -
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Mission Road (104’ ROW) Figure 4.8 -
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Park Avenue-Fronting Planning Area 2-6 (88’ ROW) Figure 4.9 -
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Park Avenue-Fronting Planning Area 2-7 (88’ ROW) Figure 4.10 -
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Park Avenue-Fronting Planning Area 3-4 (88’ ROW) Figure 4.11 -
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Park Avenue-Fronting Planning Area 3-2 (88’ ROW) Figure 4.12 -
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Citrus Avenue-Typical (64’ ROW) Figure 4.13 -
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Citrus Avenue-Fronting Planning Area 3-4 (64’ ROW) Figure 4.14 -
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Orange Avenue-Typical (64’-88’ ROW) Figure 4.15 -
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Orange Avenue @ South Park/Residential Figure 4.16 -
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Orange Avenue @ South Park/Mission Road Figure 4.17 -
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Bryn Mawr Avenue (118’ ROW) Figure 4.18 -
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Internal Main Street (86’ ROW) Figure 4.19 -
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Local Street (60’ ROW) Figure 4.20 -
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Paseo at Local Street Figure 4.21 -
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4.5.7 - Wall and Fence
THE GROVES has been designed to limit the need for block walls by orienting the residential
development to face the street whenever feasible. Walls and fences are located where residential
uses interface with California Street, parks, mixed use areas, or off-site land uses. A Wall and Fence
Plan is not prescribed for the remainder of the Specific Plan area. However, where walls and fences
are used, the following design guidelines shall apply.
The walls and fencing within THE GROVES are major visual elements carefully designed to
complement the overall theme. Visual cohesion is achieved through the design of “community
walls” and general wall guidelines. Community walls and fences are designed as an integral
component and extension of the building design and surrounding landscape. Periphery walls
integrate into the adjacent structure and extend into the landscape to help integrate the building
into its environment. Walls and fences feature materials, colors, and textures that are harmonious
with the architecture and gates are complementary in style and color to the fence or wall. The
walls and fencing are designed for easy maintenance to provide a durable, long-term edge.
The types of walls and fencing allowed are described below and conceptually depicted on Figure
4-22, Wall and Fence Details.
x Community Theme Split Face Block Wall: The Community Theme Split Face Block Walls
shall consist of 6-foot high block walls with split-faced finish and 2-inch cap. Cobble stone-
clad pilasters with concrete caps accent the theme wall at regular intervals.
x Community Theme Pilaster: The Community Theme Pilasters shall consist of cobble stone
veneer over a 16-inch square Concrete Masonry Unit (CMU) pilaster with a precast concrete
cap similar to the existing cap found at Mission Elementary School to the north. The
Community Theme Pilaster primarily occurs along the Community Theme Split Face Block
Wall adjacent to California Street.
x Split Face Block Wall/Steel View Fence: The Split Face Block Wall/Steel View Fences consist
of a maximum 4-foot high combination fence with 18-inch high split face concrete block on
the lower section and tubular steel posts with top and bottom rails on the upper section to
provide for views.
x Tubular Steel View Fence: The Tubular Steel View Fences provide a minimum 6-foot high
barrier made of tubular steel posts, top rails, and bottom rails that allow for views.
x One Sided Split Face Block Lateral Wall Return: Each single-family residence provides a
block wall return separating the front yard from the private rear yard. This requirement
does not apply to Planning Area 3-6, Very Low Residential, where fencing may be
customized by lot.
x Interior Vinyl Fence: Vinyl fencing is used along the interior property lines of the single-
family residential lots. The vinyl fencing is 5-foot high and tan in color. It is designed with
a tongue and groove pattern with top rails, bottom rails, and posts with domed caps. This
requirement does not apply to Planning Area 3-6, Very Low Residential, where fencing may
be customized by lot.
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x Vinyl Gate: Along the lateral wall return separating the front yard from the rear yard, each
single-family residence provides pedestrian access to the rear yard via a vinyl gate. This
requirement does not apply to Planning Area 3-6, Very Low Residential, where fencing may
be customized by lot.
Figure 4.22 - Wall and Fence Details
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4.5.8 - Landscape Interface
Landscape transitions between land uses are necessary to separate the variety of on-site and off-
site land uses. The following conceptual landscape interfaces are to be used in guiding the site
planning of individual planning areas and projects, based on the mix of uses within the planning
area and the existing or future surrounding context.
a. Single-Family Residential to Park Interface
Figure 4-23, Interface – Single-Family Residential/Park, illustrates the interface between single-
family residential uses and a park such as North Park or South Park, where rear yards of the
residential lots abut the adjacent park. In this condition, a 6-foot high masonry wall should
separate the residential lots from the park. Adjacent to the masonry wall, the park should contain
a 20 to 40-foot landscape buffer, which includes evergreen canopy trees. The single-family
residential lots may be further separated from the active areas of the park by a 10-foot wide
meandering decomposed granite trail adjacent to the perimeter landscaping.
b. Single-Family Residential to Mixed Use Interface
Figure 4-24, Interface – Single-Family Residential/Mixed Use, illustrates the interface between low
density residential land uses, such as in Planning Area 2-8 and Mixed Use land uses in Planning
Area 2-9, 2-10, and 2-11. In this condition, a 6-foot high masonry wall separates the single-family
residential lots from the Mixed Use Planning Areas. The Mixed Use Planning Areas require a 10 to
30-foot wide building setback, depending on the height of the Mixed Use building(s). This setback
area is used to provide a landscape buffer of evergreen trees, but may also contain parking and
drive aisles.
c. Senior Housing to Mixed Use Interface
Figure 4-25, Interface – Senior Housing/Mixed Use, illustrates the interface between the Senior
Housing residential use in Planning Area 2-3 and the adjacent Mixed Use Planning Areas. Where
Senior Housing and Mixed Use Planning Areas abut, no minimum building setback from the
property line is required, except as specified by the Fire Department. Landscaping, parking, and
drive aisles are allowed within a setback area. Pedestrian circulation between Senior Housing and
the retail/services in the Mixed Use areas is facilitated by limiting the use of walls and/or ensuring
adequate pedestrian access.
d. Senior Housing to Water Quality Basin Interface
Figure 4-26, Interface – Senior Housing/Water Quality Basin, illustrates the interface between the
Senior Housing land use and the water quality basin located in the northwest corner of Planning
Area 2-3. In this condition, the building(s) within Senior Housing provide a 10 to 20-foot wide
(depending on the height of the buildings) landscaped setback area. The water quality basin
landscaping, which will serve water quality functions, helps to provide buffering and adds visual
interest.
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e. Mixed Use to Off-Site RV Park Interface
Figure 4-27, Interface – Mixed Use/Off-Site RV Park, illustrates the interface between the Mixed Use
in Planning Areas 2-1 and 2-4 and the RV park community located in Planning Area 3-7. In this
condition, a 6-foot high masonry wall separates the Mixed Use Planning Areas from the off-site RV
park. Within the Mixed Use Planning Areas, a 10 to 20-foot wide (depending on the height of the
Mixed Use buildings) landscaped setback area that includes evergreen screen trees provides
buffering between the uses. Parking and drive aisles are allowed within the setback area in the
Mixed Use Planning Areas.
f. Mixed Use to Off-Site School Interface
Figure 4-28, Interface – Mixed Use/Off-Site School, illustrates the interface between the Mixed Use
in Planning Areas 2-4 and2-5 5 and Mission Elementary School located at the corner of Redlands
Boulevard and California Street. In this condition, a 6-foot high masonry wall separates the Mixed
Use Planning Areas from the off-site school. Within the Mixed Use Planning Areas, a 10 to 20-foot
wide (depending on the height of the building(s) in the Mixed Use areas) landscaped setback area
that includes evergreen screen trees provides buffering between the uses. Parking and drive aisles
are allowed within the setback area in the Mixed Use Planning Areas. On the Mission Elementary
School site, landscaping, drive aisles, and a parking lot are located adjacent their western
boundary, providing further buffering between the Mixed Use buildings and active student areas.
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Figure 4.23 - Interface-Single Family Residential Park
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Figure 4.24 - Interface-Single Family Residential/Mixed Use
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Figure 4.25 - Interface-Senior Housing/Mixed Use
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Figure 4.26 - Interface-Senior Housing/Water Quality Basin
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Figure 4.27 - Interface-Mixed Use/Off-Site RV Park
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Figure 4.28 - Interface-Mixed Use/Off-Site School
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4.6 - PROPERTY MAINTENANCE AND MANAGEMENT
All improvements within The Groves shall be constructed to standards acceptable to the City of
Loma Linda and as specified in this Specific Plan. Each developer, property owner, and/or business
operator, shall be responsible for maintenance of its respective area of The Groves community,
unless otherwise specifically determined here in or by the City of Loma Linda. See also Section 5.13
of this Specific Plan.
4.7 - REQUIRED REVIEW, APPROVALS AND PERMITS
[In taking action on the Specific Plan, the City Council may provide direction to City staff for revisions
to the Pubic Hearing Draft, dated June 2018, and for incorporation into the final adopted version of
the Specific Plan. This section will be completed and finalized by the Community Development
Director as directed by the City Council.]
Administration of this Specific Plan shall be through the Precise Plan of Design and/or Subdivision
application process as established by the Department of Community Development. Development
plans to implement this Specific Plan shall be submitted to the Community Development Director
to ensure that the proposed development plans comply with all provisions of this Specific Plan. All
such submittals shall be accompanied by a City-approved application form, all required
supplemental information materials, as well as all the applicable filing and other fees specified by
the City’s adopted Fee Schedule and/or as specified in this Specific Plan.
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IMPLEMENTATION
5
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Chapter 5 - Implementation and Administration
This Chapter contains the procedures for administration of the provisions included herein,
including procedures for amendments if needed. Other information covered in this Chapter
pertains to general administration, permitting, monitoring, reporting, amendment procedures, and
the linkage between and among these elements. This Chapter also provides discussion of this
Specific Plan’s relationship to the General Plan, the Loma Linda Municipal Code (LLMC) (including
Title 17, Zoning) and other regulatory codes, and consistency with such.
The City of Loma Linda will work toward the effective and efficient implementation of the Specific
Plan. Decisions with regard to permit applications and improvements within THE GROVES shall be
guided by this Specific Plan, including its Development Plan (i.e., land use concept, open space and
recreation plan, etc.), development standards and landscaping guidelines. Specific Plan
implementation will be reviewed by the Director of Community Development, the Director of
Public Works, the Fire Chief and/or the City Council, as indicated below.
5.1 - GENERAL PLAN CONSISTENCY
California state law requires a Specific Plan to be consistent with the corresponding General Plan.
The Loma Linda General Plan land use designation for the Specific Plan area is Special Planning
Area D (SPA-D). The General Plan intends that SPA-D be characterized by horizontal and vertical
mixed uses, including commercial, office, structured parking and high-density residential,
developed along the frontages of Redlands Boulevard and California Street. Single-family,
medium-density residential (multi-family) and recreational uses are intended within the central,
western and southern portions of the Planning Area. The General Plan’s vision for SPA-D is as a
“livable, walkable community” with a high level of amenities for residents, including parks,
trails/paseos, and other recreational uses, while also exhibiting a high level of design quality
Adoption of the Specific Plan as a comprehensive plan for the future development of THE GROVES
maintains the current land use relationships and establishes appropriate development standards
and guidelines to ensure that development of THE GROVES will occur in a manner consistent with
the guiding policies of the City’s General Plan. Specific General Plan policies that THE GROVES
Specific Plan will implement and/or facilitate are provided in Appendix B. Projects and/or
development/land use activities which are found consistent with this Specific Plan will be deemed
consistent with the City’s General Plan and its adopted elements and policies.
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5.2 - RELATIONSHIP TO CITY ZONING CODE
THE GROVES is zoned predominantly Planned Community (PC), which is intended to
accommodate flexibility in development, encourage creative and imaginative design, and provide
for development of parcels of land as coordinated projects involving a mixture of residential
densities and housing types, community facilities both public and private and commercial areas.
The PC zone allows for creation of unique use regulations and development standards for a
development project, provided the regulations and standards clearly implement general plan
policy and subsequent project proposals under the planned community zone reflect the character
envisioned by the city at the time of planned community zone approval. Consistent with the intent
of the PC zone, THE GROVES Specific Plan establishes the unique use regulations and development
standards, consistent with General Plan policy, for future development projects within the Specific
Plan boundary. The PC also can be used to implement the special planning area designation
established under the General Plan.
THE GROVES also includes three planning areas not zoned as PC, but having other “special
purpose” zoning. This includes Planning Areas (PA) 0-1 and 0-2, both currently
owned/managed/occupied by the Redlands Unified School District (RUSD). Both of these PAs are
zoned Institutional-Health Care (I-HC), which accommodates educational institutions consistent
with the RUSD’s purpose. PA 3-1, which is represents city-owned/managed Heritage Park, is zoned
Open Space (OS).
The nature of THE GROVES, and its origin and role as a “special planning area,” necessitates and
justifies some deviation from certain zoning development standards that are required for more
traditional non-planned community developments or uses, especially those that are oriented to
singular uses. This Specific Plan establishes site-specific standards that are appropriate to shape the
General Plan’s vision for a “livable, walkable community” offering integrated mixed uses and a high
level of amenities for residents, while also exhibiting a high level of design quality
Except as specifically addressed in this Specific Plan, development and operation of THE GROVES is
subject to all other development standards of the LLMC. Where Specific Plan regulations differ
from provisions of the LLMC, this Specific Plan supersedes those provisions. When an issue,
condition or situation occurs that is not covered or provided for in this Specific Plan, the
regulation(s) of the LLMC that is most applicable to the issue, condition or situation shall apply.
This Specific Plan, when adopted by ordinance, becomes the Plan that serves as the planning
document for THE GROVES and establishes the use-specific regulations for future development
and land use activities within the Specific Plan area. All other City codes and ordinances shall
continue to be applicable, unless expressly superseded by the terms of this Specific Plan or unless
they are inconsistent with this Specific Plan, in which case they are superseded.
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5.3 - SPECIFIC PLAN INTERPRETATION
The Community Development Director shall have the responsibility and authority to interpret the
provisions of this Specific Plan when there is a need for clarity in the meaning of its regulations. If
there is a conflicting requirement for building standards in regards to uniform building code, the
most stringent standard will prevail. All such interpretations shall be reduced to written form and
permanently maintained as part of the Specific Plan record.
5.4 - COMPLIANCE WITH GOVERNMENT CODE
All development, construction, operations and maintenance within THE GROVES Specific Plan area
shall comply with the applicable codes of all governmental agencies having jurisdiction on such
matters including, but not limited to building, mechanical, fire and electrical codes and codes
pertaining to drainage, wastewater, public utilities, grading, hazardous materials, conservation and
air quality.
5.5 - SPECIFIC PLAN DEVELOPMENT PHASING AND SEQUENCING
Construction of physical improvements within THE GROVES, including development tied to the
Phase Two Concept Area Citrus Trails Master Plan, is expected to be initiated as early as 2018 and
continued over an estimated 15 year period. This Specific Plan does not specify an order for build
out of project improvements. Development may occur in any order determined by market factors,
provided that all required provisions for infrastructure and fair share requirements are met.
The planning and design of each Planning Area shall address construction issues such as drainage,
storm water management, utilities and parking, as described in this Specific Plan and required by
the Environmental Impact Report as development mitigation. Each Planning Area shall be planned
as a complete site plan unit.
This Specific Plan does not have an expiration period and shall remain in effect until otherwise
repealed.
The Groves does not specify any particular phasing or sequencing of development projects.
However, construction and implementation of any development project and/or Planning Area shall
demonstrate that all required infrastructure and facilities shall be timed to adequately service each
individual development project. This may require construction of the facilities both on-site (within
or adjacent to the Planning Area) and/or off-site (within other Planning Areas or outside of the
Specific Plan area) to connect with existing facilities that will service that development. To ensure
coordination of the provision of required services regardless of the order or sequence of
development, The Groves development area is divided into Infrastructure Implementation
Improvement Districts, which serve to establish a means for coordinating improvements for areas
that share common infrastructure components. All development shall coordinate improvements
per the improvement districts program set forth in Sections 3.3.3 and 3.6.3 of this Specific Plan.
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5.6 - SPECIFIC PLAN EXEMPTIONS
The following is a list of activities, not described in the Specific Plan, that are exempted from any
further review process and are by-right with no further approval required, except as required by
the building codes. This list is not all-inclusive and the Community Development Director may
exempt other similar de minimus activities not included herein.
x All interior changes to buildings.
x All alterations and construction projects that do not result in an increase of gross building
square footage of existing buildings and are not visible from the public right-of-way.
x Re-painting using substantially the same exterior colors to the existing building colors or
colors previously approved by the Historical Commission, as determined by the Community
Development Director.
x Partial repainting for de minimus repair, touch-up maintenance of graffiti removal with
substantially similar paint color.
x Re-glazing of windows or replacement of doors and windows with comparable materials or
energy-efficient upgrades, when also consistent with historic preservation standards, if
appropriate.
x Re-landscaping of any area of an existing approved development consistent with existing
landscaping when not associated with major development projects that otherwise require
an approved landscape plan.
x Re-roofing or roofing repairs when using comparable materials of essentially the same
color and type of the existing building or roof materials previously approved by the
Historical Commission, as determined by the Community Development Director.
x Exterior repairs to existing buildings.
x Any resurfacing or repainting of a parking or pedestrian area included in the Specific Plan
and previously approved by the Historical Commission, Planning Commission, City Council
or Community Development Director.
5.7 - SPECIFIC PLAN MODIFICATIONS AND ADJUSTMENTS
[In taking action on the Specific Plan, the City Council may provide direction to City staff for revisions
to the Pubic Hearing Draft, dated June 2018, and for incorporation into the final adopted version of
the Specific Plan. This section will be completed and finalized by the Community Development
Director as directed by the City Council.]
5.8 - SPECIFIC PLAN IMPROVEMENTS AMENDMENTS
The Community Development Director shall have the authority to make recommendations for
Amendments to the Specific Plan, and the City Council shall make the final determination. An
Amendment to the Specific Plan shall be required for any of the following proposals:
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x To permit establishment of a new principal use or a change of use that the Specific Plan
does not authorize;
x To permit a use or change in the Specific Plan which would result in an increase in the
intensity of uses beyond that authorized by General Plan Table 2B;
x To make changes to environmental mitigation measures which were adopted as part of the
environmental clearance for the Specific Plan and which would result in new significant
environmental impacts or make substantially more severe significant environmental impacts
than identified in the adopted THE GROVES Specific Plan EIR;
x To make changes to the outer boundary of the Specific Plan area;
x To add, move the location, or make substantial changes to the boundary or spatial area of
any Planning Area;
x Any request which causes an inconsistency between the General Plan and the Specific Plan;
or
x Other significant policy changes or modifications to Specific Plan regulations which affect
the entire Specific Plan area, as determined by the Director.
Specific Plan amendments are governed by Government Code Section 65453, which specifies
notification, public hearings and similar requirements. In addition, all requests for Specific Plan
Amendments shall adhere to all submittal, review and approval requirements established by the
City of Loma Linda.
In making recommendations relative to a proposed Specific Plan Amendment, the following
principles shall be considered:
x Modified conditions, either within THE GROVES or adjacent community uses, warrant a
revision to the Specific Plan;
x The proposed modification is appropriate for the proposed location or use within THE
GROVES;
x The proposed modification does not detrimentally affect the interest of public health, safety
and general welfare and is in conformance with standard zoning, planning, safety, health
and public welfare practices; and
x The proposed modification does not cause an inconsistency with the General Plan.
In making a decision to adopt an Amendment to the Specific Plan, the City Council shall make a
finding that the proposed Specific Plan, as amended, is consistent with the objectives, policies,
general land uses, and programs of the General Plan and other adopted goals and policies of the
City.
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5.9 - PERIODIC REVIEW, REPORTING, AND MONITORING
As identified throughout this Specific Plan, each new Planning Area development proposal shall
provide the city of Loma Linda with documentation demonstrating compliance with the provisions
herein. Specifically, each Planning Area Applicant/Developer shall provide the following:
x Affordable/Special Needs Housing Requirement – XXXX .
x Park Implementation – XXXX .
x Energy Conservation Compliance – XXXX .
x Mixed Use Compliance – XXXX .
The format and requested detail of each Report shall be as determined by the Community
Development Director.
These Reports shall be made available for review to any member of the public upon request from
the City.
5.10 - SPECIFIC PLAN IMPROVEMENTS FINANCING
[In taking action on the Specific Plan, the City Council may provide direction to City staff for revisions
to the Pubic Hearing Draft, dated June 2018, and for incorporation into the final adopted version of
the Specific Plan. This section will be completed and finalized by the Community Development
Director as directed by the City Council.]
As identified throughout this Specific Plan, each new Planning Area development proposal shall
provide the City of Loma Linda with documentation demonstrating compliance with the provisions
herein. Specifically, each Planning Area Applicant/Developer shall provide the following:
x Affordable/Special Needs Housing Requirement
x Park Implementation
x Energy Conservation Compliance
x Mixed Use Compliance
The format and requested detail of each Report shall be as determined by the Community
Development Director. These Reports shall be made available for review to any member of the
public upon request from the City.
5.11 - NOTIFICATIONS
Notices of public hearings and decisions shall be made in accordance with the noticing
requirements identified in this Specific Plan and/or the LLMC (as applicable).
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5.12 - MAINTENANCE AND OPERATION
All improvements within the Specific Plan boundary shall be constructed to standards acceptable
to the City of Loma Linda and as specified in this Specific Plan. As established, each Homeowner’s
Association or Business District Association (or equivalent maintenance entity) shall be responsible
for maintenance of its respective portion of the Specific Plan area unless otherwise determined by
the City of Loma Linda.
5.13 - TRANSFER OF RESIDENTIAL DEVELOPMENT REQUIREMENTS/
RIGHTS
Purpose
The ability to transfer residential development rights between Planning Areas provides flexibility to
respond to site constraints and market demands, yet ensures that the overall goals of THE GROVES
Specific Plan are maintained.
General Provisions
Allocations of residential units may be transferred between Planning Areas in compliance with the
process outlined in this Section.
a. Residential - Transfer of residential units between Planning Areas may be
permitted, provided that each transferred unit is identified as either affordable or
market rate and a “sending” site (the Planning Area seeking to divest its residential
unit obligation) and a “receiving” site (the Planning Area seeking to obtain the
divested residential units) are determined. The identified receiving site shall be
within THE GROVES Specific (i.e., within Special Planning Area “D”). The sending
Planning Area may transfer up to the number of dwelling units allocated to the
Planning Area indicated in Table III-1, Description of Land Use by Planning Area.
Under no circumstance shall THE GROVES provide less than 299 residential units in
compliance with the affordable housing provisions in Section II.A.b(3), Consistency
with General Plan Housing Element (unless such units are transferred outside of the
Master Plan boundary elsewhere within Special Planning Area D in compliance with
Section II.A.b(6), Mixed Use Exemptions), nor the maximum number of residential
units in the Master Plan exceed 581 units.
b. Responsibility for Associated Improvements and Obligations - The receiving site
shall be responsible for all improvements and obligations associated with the
transferred units, which may include, but are not limited to, on-site and off-site
infrastructure, other improvements, park requirements, and fees. Furthermore, the
receiving site shall be responsible for all improvements and infrastructure required
to adequately serve a project, as determined by the City.
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c. Consistency with Development Standards and Design Guidelines - Transfer of
development may occur only if the resulting project is consistent with the
Development Standards and Design Guidelines of this Master Plan, except as
otherwise provided in Section II.H.3.b(2), Deviation from Master Plan Development
Standards. Each Mixed Use Planning Area shall provide a mix of uses, except as
authorized in Section II.A.b(6), Mixed Use Exemptions.
Process for Transferring Development Rights
The process for transferring residential development rights between Planning Areas shall include,
at a minimum, the following steps:
a. A letter requesting a transfer of development rights permit must be filed with the
City of Loma Linda Planning Division by the owner of either the sending or
receiving Planning Area in conjunction with the application for the associated
development project.
b. The decision-making body for the transfer of development rights permit shall be
the same body as for the accompanying development project, and both the
transfer of development rights permit and the development project shall be
reviewed concurrently. However, a transfer of development rights consistent with
the provisions of this Section does not constitute an amendment to the Specific
Plan.
c. The letter requesting a transfer of development rights permit shall include, at a
minimum, the following information:
1) Written and notarized consent to the transfer from the owner(s) of record of
all property subject to the transfer of development rights.
2) Calculation of the number of affordable and market rate residential units
available to be transferred from the sending Planning Area and the number
of affordable and market rate residential units requested to be transferred
to the receiving Planning Area or site.
3) The applicable Specific Plan Planning Area numbers and Assessor Parcel
Numbers.
4) A revised Specific Plan Land Use Plan depicting the requested transfer of
development rights.
d. A binding agreement to transfer the density shall be executed between the land
owners of the sending and receiving Planning Areas and recorded via an instrument
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legally sufficient in both form and content to affect such development rights
transfer.
e. A recorded restriction or other instrument tied to the land shall be recorded on
both the sending and receiving Planning Area or property stating the number of
affordable and market rate residential units resulting from approval of a transfer of
development rights permit.
f. To ensure that development does not exceed the maximum residential unit count
permitted by this Specific Plan, a monitoring report and tracking system shall be
used by the City of Loma Linda to track transfers of development rights within THE
GROVES.
5.14 - PUBLIC USE SITE RESERVATION
Each development project within The Groves will comply with the LLMC Section 16.04.240, Public
use site reservation-Standards, which requires:
“Where a park, recreational facilities, fire station, library, or other public use is shown on
an adopted specific plan or adopted general plan containing a community facilities
element, recreation and parks element and/or a public building element, the subdivider
may be required by the city council to reserve sites as so determined by the city or county
in accordance with the definite principals and standards contained in the above specific
plan or general plan. The reserved area must be of such size and shape as to permit the
balance of the property within which the reservation is located to develop in an orderly
and efficient manner. The amount of land to be reserved shall not make development of
the remaining land held by the subdivider economically unfeasible. The reserved area
shall conform to the adopted specific plan or general plan and shall be in such multiples
of streets and parcels as to permit an efficient division of the reserved area in the event
that it is not acquired within the prescribed period. (Ord. 109 § 15(B), 1975)”
The City has determined that a new fire station shall be located within The Groves. Prior issuance of
a certificate of occupancy for the one-hundredth residential unit within The Groves, a location for
an interim or permanent fire station within the Specific Plan area (either Phase Two or Phase Three)
shall be offered to the City. If the City chooses to develop an interim fire station, the Fire
Department retains the right of first refusal in locating a site for a permanent fire station.
5.15 - PARKS AND OPEN SPACE IMPLEMENTATION
Each development project within The Groves will comply with the LLMC Section 16.04.240, Public
use site reservation-Standards, see Section 5.15, Public Use Site Reservation, above.
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In addition, each development project within The Groves shall provide for park facility
implementation in compliance with Section 3.4, Parks, Open Space, and Recreation Plan. The
process for determining each development project and/or Planning Area responsibility for the
funding, design, and construction of park facilities within The Groves is defined in Section 3.4.3 of
this Specific Plan.
More specifically, the responsibility for park facilities are proportionally allocated to each Planning
Area based on the type of residential development and the number of residential units (assigned
or ultimately built) within the Planning Area using the residential unit-to-parkland ratios set forth in
Section 3.4.3 of this Specific Plan.
Design and construction of the park facilities may be undertaken by the Planning Area property
owners under a private cost sharing reimbursement agreement. Such an agreement is required to
establish the proportional allocation of the expenses associated with the design, construction, and
dedication of park facilities, and to determine in advance the specific improvements that will count
toward fulfilling the City’s park credit. Cost sharing and reimbursement agreements shall be as set
forth in Section 5.12, Specific Plan Improvements Financing, above.
GENERAL PLAN
CONSISTENCY
A
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A. General Plan Consistency
A.1 - OVERVIEW
The Groves Specific Plan has been prepared pursuant to the provisions of the California
Government Code, Sections 65450 through 65457. This Specific Plan also follows the California
Office of Planning and Research Guidelines.
In addition, The Groves Specific Plan is consistent with other elements and components of the
Loma Linda General Plan (General Plan). The Specific Plan reflects extensive technical analysis, input
from the City, input from the land owners and surrounding property owners, input from the
community, and applicable goals, objectives and policies of the General Plan, culminating in a
functional program and vision for SPA-D (SPA-D) as a vibrant mixed-use community rooted in
values important to the citizens of Loma Linda.
Included in the Specific Plan document are land use regulations, infrastructure plans, zoning and
development standards, design guidelines and implementation measures to ensure that buildout
of The Groves will be implemented in accordance with the goals and objectives established for the
Specific Plan area, and consistent with the General Plan.
This Specific Plan, when adopted by ordinance, becomes the Plan that serves as the zoning
ordinance for the subject property. All other City codes and ordinances shall continue to be
applicable, unless expressly superseded by the terms of this Specific Plan or unless they are
inconsistent with this Specific Plan, in which case they are superseded.
Any proposed parcel or subdivision maps, site plans, agreements or any other development
approvals must be consistent with this Specific Plan. Projects which are found consistent with this
Specific Plan will be deemed consistent with the City’s General Plan and its adopted elements.
At the time of preparation of this Specific Plan, two projects have been previously approved for
SPA-D, the “Phase One Concept” and “Phase Two Concept”. The “Phase One Concept” involves a
+46-acre area within SPA-D to accommodate the Veterans Affairs (VA) Ambulatory Care Center, 5
acres of commercial property and the southerly extension of Bryn Mawr Avenue. The VA facility has
been constructed, but the commercial parcel remains vacant. The “Phase Two Concept“ involves
the 111.7-acre Citrus Trails Master Plan project, which will accommodate development of up to 581
residential units, a maximum of 562,000 square feet of commercial/office uses, and almost 22 acres
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of parks, open space and trails. The balance of SPA-D includes approximately 79 acres managed by
the Successor Agency to the City of Loma Linda Redevelopment Agency (Successor Agency),
approximately 6.5 acres designated as “Heritage Park” and approximately 18 acres owned by other
multiple property owners. Also included within the area is approximately 39 acres owned by the
Redlands Unified School District (RUSD) (i.e., 11.5 acres associated with the Mission Elementary
School and 27.5 acres set aside for a future middle school).
The following General Plan policies are the relevant policies for this Specific Plan and illustrate
consistency between the General Plan and The Groves Specific Plan.
A.2 - LAND USE PLAN
The following General Plan policies influence the Land Use Plan for THE GROVES Specific Plan.
Guiding Policy for Residentia l La nd Use (2.2.2.1)
Ensure quality single-family and multi-family residential development in order to create and
preserve residential neighborhoods that embody the strengths and accomplishments of the
community and to preserve both the economic investment of new and existing individual property
owners and the community’s natural resources.
Residential Land Use Implementing Policies (2.2.2.1 )
a. Encourage a mixture of dwelling sizes, layouts, and ownership types (consistent with the
corresponding land use designation, density range, and applicable General Plan
requirements), especially within large-scale residential development projects, in order to
provide housing opportunities for a range of incomes and households.
e. Provide the citizens of Loma with a choice of areas of varying densities and housing with a
range of costs.
h. Require that all new detached single-family residences shall have a minimum lot size of
7,200 sf, regardless of the underlying land use designation or zone.
Guiding Policy for Commercial/Office (2.2.4.1)
Attract new, and maintain existing, commercial and office uses to better serve the retail and service
needs of the community, to keep the sales tax revenues from purchases by the Loma Linda
community from going elsewhere, to reduce the length of trips necessary to meet retail and service
needs, and to expand employment opportunities within the community.
Commercia l/Office Implementing Policies (2.2.4.1)
a. Encourage commercial uses that are currently underrepresented within Loma Linda (e.g.,
membership bulk-merchandise stores, home improvement warehouses, discount general
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merchandisers, electronics, pet supplies, office supplies, sporting goods, linens, furniture,
books, toys, family clothing, baby and children’s clothing, discount designer clothing, etc.).
b. Encourage pedestrian-oriented development and small-scale development that feature
specialty stores and boutiques to create vibrant areas for people to gather and socialize
and to better serve the community by providing a greater range of commercial uses (e.g.,
sit-down restaurants, upscale apparel, stores related to hobbies or collectibles, gifts, etc.).
c. Encourage a greater variety of visitor/service commercial uses to better serve the
community (e.g., hotels and extended-stay suites that include special event facilities to hold
conventions, corporate events, weddings, etc., particularly along Redlands Boulevard, car
wash/detailing facilities, service stations, etc.). On sites where a proposed hotel facility
cannot feasibly provide appropriate and desirable amenities and parking with an FAR of
0.50 or less, the City may permit an increase in the allowable floor area ratio up to a
maximum FAR of 0.75, if the City determines that the resulting development would be
compatible with surrounding existing and planned development.
d. Encourage more commercial leisure activities (e.g., family-oriented commercial recreation
facilities, kids’ entertainment restaurants, day spas, sit-down restaurants that not only
provide food but are oriented around family gatherings and appreciation of nature through
their settings).
f. Place commercial and office development so that it has a strong relationship with the
street, such as by siting the buildings so that they are close to the street, or for buildings
that need to be set back from the street with a large parking lot, locate pad buildings along
the street to maintain an attractive street edge and visually buffer the parking lot.
g. Ensure that new commercial/office developments are designed to provide for reciprocal
access, where feasible, along commercial corridors to minimize the number of driveway
entries necessary, limit the need to use the street to gain access to nearby uses, and
provide a unified street edge.
Guiding Policy for the Redlands Boulevard/California Street Specia l Planning Area D (2.2.7.4)
This area is intended to be characterized by a horizontal and vertical mixed uses developed along
the frontages of Redlands Boulevard and California Street, including commercial, office, structured
parking, and up to 400 very high density residential dwelling units. Religious assembly uses are also
anticipated along Redlands Boulevard and California Street.
Single-family residential uses should be placed towards the central, western, and southern portions
of the Redlands Boulevard/California Street Special Planning Area, with multi-family development
permitted toward the interior of the area. New residential uses in proximity to existing, historical
residential uses along Mission Road should be compatible in density and scale to the historic
residential uses (although not necessarily the same), since the General Plan intends for these
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existing residences to remain. Overall, the pattern of land use should reflect the pattern and mix of
uses identified below.
The General Plan envisions establishment of a heritage park within the Redlands
Boulevard/California Street Special Planning Area, providing passive recreational uses within an
historic setting, consisting of examples of local historic architecture. This vision includes relocating
historic homes into the park, and establishing a local heritage/cultural museum, as well as adapting
the structures for use for civic and cultural events, as well as for use by local civic and cultural
organizations.
The General Plan’s vision for this area is a “livable, walkable community” with a high level of
amenities for residents, such as parks, trails and paseos, and other recreational uses, exhibiting a
high level of design quality. Another key concept for this area is development of a large, sports
oriented community park to assist Loma Linda in achieving its desired park acreage to population
ratio.
Redlands Boulevard/California Street Specia l Planning Area D Implementing Policies (2.2.7.4)
a. Allow retail and service commercial, office, institutional, single-family residential, multi-
family residential, senior housing, and public open space uses in SPA-D consistent with
Table 2.B (of the General Plan).
g. Provide residential uses with easy access to the planned recreation trail running north and
south through the city (located approximately one half mile east of Mountain View
Avenue), such as by placing trail connections at the end of cul-de-sacs.
h. Provide public open space in proximity to residential uses, either in concert with (and in
addition to) the planned recreation trail running north and south through the city (located
approximately one half mile east of Mountain View Avenue), or in a separate area.
k. The maximum allowable number of residential units within SPA-D shall be 1,067.
m. New residential uses in proximity to existing residential uses that will remain along Mission
Road shall be compatible in density (generally, low density residential 0 to 4 dwelling units
per acre) and scale. A gradation of lot sizes shall be provided from large lots along Mission
Road to the north and east.
n. The appropriate density for shopping centers, business parks, and office buildings shall be
0.5 FAR. The appropriate density for small institutional uses (e.g., religious assembly uses
and schools) shall also be 0.5 FAR.
r. Pursue establishment of a heritage park to preserve the existing reminders of Loma Linda’s
history; establish a location to which historic structures can be relocated, restored, and
protected; and provide a location for the operation of historical preservation organizations
and passive recreation in an historic setting.
s. Within planned open space and park areas, provide active sports facilities.
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Guiding Policy for Commercial a nd Industrial Land (4.6.2)
Protect fiscal and financial health of the City of Loma Linda.
Guiding Policy for Ma intaining and Improving Fisca l Hea lth (4.6.3)
Development of commercial/industrial uses with “point of sale: retail sales tax revenues should be
located in mixed-use areas such as along California Avenue and in the business park on Redlands
Boulevard.
Guiding Policy for Ma intaining and Improving Fisca l Hea lth (4.6.3)
Provide sufficient land to accommodate planned development, with office, business park, and
commercial areas complementing residential and public development in location, access, mix of
uses, attractiveness, and design quality.
Housing Element Goa l 1: Enhance housing opportunities for all Loma Linda residents (5.3.1 )
Policy 1 .1 Provide a range of different housing types and unit sizes for varying income ranges
and lifestyles.
Policy 1 .2 Encourage the provision for housing which meets the needs of residents with
special housing needs, including the elderly, disabled, developmentally disabled, large families, the
homeless, and students.
Policy 1 .3 Encourage mixed use development and student and workforce housing in
appropriate locations to allow for increased housing opportunities.
Housing Element Goal 2: Assist in the provision of adequate housing to meet the needs of the
community (5.3.1)
Policy 2.1 Facilitate the development of extremely low, very low, low and moderate income
housing by offering developers incentives such as density bonuses, City participation in on and off-
site public improvements, and flexibility in zoning and development standards.
Housing Element Goa l 5: Promote equa l housing opportunity for all residents (5.3.1)
Policy 5.2 Encourage and facilitate the development of residential units that are accessible to
handicapped persons or are adaptable for conversion to housing for handicapped persons.
Growth Ma na gement Principle One (2A.A)
New development within the planning area and sphere of influence of the City of Loma Linda shall
conform to City development standards that promote environmentally sensitive development
designed to preserve and enhance the quality of life now experienced in the City.
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Growth Ma na gemen Principle Four (2A.D)
Preservation of open space and agricultural land areas is a priority in the City of Loma Linda, its
planning area and its sphere of influence, and dedication of open space in perpetuity shall be a
requirement for certain development as well as for the City.
a. Planned Residential Developments and Planned Communities shall meet one of the
following open space standards as described below:
b. Properties under Fifteen Percent Slope. Not less than twenty percent of the gross land area
shall be held in common as landscaped, recreational open space. Such open space shall
contain a minimum dimension of fifty square feet, and be accessible to each lot through a
system of public or private walkways. Open space areas may include swimming pools,
putting greens, court games, and other recreational leisure facilities, as well as landscaped
areas or areas with native vegetation. Such areas shall be identified as permanent open
space on the final tract map. Open space calculations shall not include buildings, private
patios, balconies, driveways, and off-street parking areas.
A.3 - MOBILITY PLAN
The following General Plan policies influence the Mobility Plan for THE GROVES Specific Plan.
Guiding Policy for Transportation a nd Circula tion (6.10)
Provide a balanced, convenient, energy-efficient, and safe transportation system that incorporates
all feasible modes of transportation.
Transportation and Circula tion Implementing Policies – Vehicular Circulation (6.10.1)
a. Maintain long-term traffic levels of service at LOS C.
(1) In those locations where maintaining LOS C is not feasible and Measure V permits a
lower level of service, implement all feasible mitigation measures.
b. Require all development projects to provide their fair share (in the form of physical
improvements and/or fee payment) for all feasible improvements needed to implement
Policy “a,” above.
f. Promote the design of arterial and collector roadways to optimize safe traffic flow within
established roadway configurations by minimizing driveways and intersections,
uncontrolled access to adjacent parcels, on-street parking, and frequent stops to the extent
consistent with the character of adjacent land uses.
k. Require the design of new developments to focus through traffic onto arterial streets, and
away from local neighborhoods.
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v. As part of the development of the mixed-use area west of California Street, realign Mission
Road to connect to Orange Street. West of California Street, design the realigned Mission
Road to maximize access to lands north of Barton Road.
w. Place ultimate responsibility for mitigating the impacts of future growth and development,
including construction of a new and widened roadways, as well as intersection
improvements, with individual development projects. The City’s Capital Improvements
Program will be used primarily to address the impacts of the existing development, and to
facilitate adopted economic development programs.
Transportation and Circula tion Implementing Policies – Non-motorized Transportation (6.10.2)
a. Design new residential neighborhoods to provide safe pedestrian and bicycle access to
schools, parks and neighborhood commercial facilities through explicit development
requirements for such amenities.
c. Maintain roadway designs that maintain mobility and accessibility for bicyclists and
pedestrians through incorporation of sidewalks and bicycle lanes, where appropriate.
e. Where shopping facilities are located adjacent to residential areas, provide direct access
between residential and commercial uses without requiring pedestrians and bicyclists to
travel completely around the commercial development through stipulations in the design
review process.
f. Require the construction of attractive walkways in new residential, commercial, office, and
industrial developments, through the use of landscaping which includes shading for
pedestrian paths.
g. Orient site design in non-residential areas to allow for safe and convenient pedestrian
access from sidewalks, transit and bus stops, and other pedestrian facilities, in addition to
access through required parking facilities.
Transportation and Circula tion Implementing Policies – Transit (6.10.3)
a. Ensure that the site design of new developments provides for pedestrian access to existing
and future transit routes and transit centers through specific review during the
development review process.
Redlands Boulevard/California Street Specia l Planning Area D Implementing Policies (2.2.7.4)
c. Design multiple building developments that might not include “pad” buildings, such as an
office building or business park complex to feature a strong street presence by placing
buildings so that they side on to the street and by placing parking lots so that they are
easily accessed but not dominating the street frontage.
f. Design vehicular and pedestrian circulation patterns in the residential areas to facilitate
access to the commercial uses along Redlands Boulevard and California Street via the
residential collector streets behind the commercial uses. Thus, nearby residents should not
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need to drive or walk along Redlands Boulevard or California Street to access the
commercial and service uses.
g. Provide residential uses with easy access to the planned recreation trail running north and
south through the city (located approximately one half mile east of Mountain View
Avenue), such as by placing trail connections at the end of cul-de-sacs.
Growth Ma na gement Principle Six (2A.F)
Traffic levels of service throughout the City of Loma Linda shall be maintained at current levels and
new development shall be required to fully mitigate any impact on traffic resulting from that
development.
h. To assure the adequacy of various public services and to prevent degradation of the quality
of life experienced by the residents of Loma Linda, all new development projects shall
assure by implementation of appropriate mitigation measures that, at a minimum, traffic
levels of service (LOS) are maintained at a minimum of LOS C throughout the City, except
where the current level of service is lower than LOS C. In any location where the level of
service is below LOS C at the time an application for a development project is submitted,
mitigation measures shall be imposed on that development project to assure, at a
minimum, that the level of traffic service is maintained at levels of service that are no worse
than those existing at the time an application for development is filed. In any location
where the Level of Service is LOS F at the time an application for a development project is
submitted, mitigation measures shall be imposed on that development project to assure, at
a minimum, that the volume to capacity ratio is maintained at a volume to capacity ratio
that is no worse than that existing at the time an application for development is filed.
Projects where sufficient mitigation to achieve the above stated objectives is infeasible shall
not be approved unless and until the necessary mitigation measures are identified and
implemented.
A.4 - PARKS, OPEN SPACE AND RECREATION PLAN
The following General Plan policies influence the Parks, Open Space and Recreation Plan for THE
GROVES Specific Plan.
Guiding Policy for Open Spa ce (9.2.10.2)
Acquire, preserve and maintain open space and its natural resources for future generations.
Open Space Implementing Policies (9.2.10.2)
i. Continue to require through development standards, the integration of open space and
recreational uses and facilities in all multi-family residential projects
Guiding Policy for Tra ils (9.2.10.6)
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Maximize the benefits of open space through the provision of recreational trails.
Trails Implementing Policies (9.2.1 0.6)
b. Coordinate with public and private entitles to link open spaces with the network of paths
and trails to create a system of connecting open space
Residential Land Use Implementing Policies (2.2.2.1)
f. Require that new residential development provide for construction of infrastructure and
provision of open space and/or construction of recreational facilities in order to reduce the
public cost associated with such uses.
Guiding Policy for the Redlands Boulevard/California Street Specia l Planning Area D 2.2.7.4
…The General Plan envisions establishment of a heritage park within the Redlands
Boulevard/California Street Special Planning Area, providing passive recreational uses within an
historic setting, consisting of examples of local historic architecture…The General Plan’s vision for
this area is a “livable, walkable community” with a high level of amenities for residents, such as
parks, trails and paseos, and other recreational uses, exhibiting a high level of design quality.
Another key concept for this area is development of a large, sports oriented community park to
assist Loma Linda in achieving its desired park acreage to population ratio.
Redlands Boulevard/California Street Specia l Planning Area D Implementing Policies (2.2.7.4)
g. Provide residential uses with easy access to the planned recreation trail running north and
south through the city (located approximately one half mile east of Mountain View
Avenue), such as by placing trail connections at the end of cul-de-sacs.
h. Provide public open space in proximity to residential uses, either in concert with (and in
addition to) the planned recreation trail running north and south through the city (located
approximately one half mile east of Mountain View Avenue), or in a separate area.
i. Multi-family and senior housing products shall be provided with sufficient usable open
space within the development. The internal open space provided within such developments
may not be counted toward meeting minimum requirements for public park area, but shall
be considered to be an added amenity pursuant to General Plan policy “o,” below.
o. Implementation of development within SPA-D shall be through a master plan prepared by
the City so that specific siting of land uses/buildings, architectural design, landscaping, road
infrastructure, utilities, and other elements can be planned in a comprehensive, rather than
piecemeal, manner throughout the Special Planning Area. Such specific plans shall provide
development standards and guidelines to:
x Maintain a feeling of “openness” within the area;
x Provide for varying front yard setbacks and a mix of one- and two-story residential
dwelling units;
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x Development of an area of lots larger than those found in a typical suburban
subdivision; and
x Preserve existing oak trees and provide for replacement at an appropriate ratio of
those trees than cannot feasibly be preserved.
p. The design of development within SPA-D must encompass a variety of amenities to serve
the project. Development of residential product types other than single family detached
dwelling units on minimum 7,200 square foot lots shall require the provision of a strong
package of project amenities within the overall Specific Plan or planned development,
including, but not limited to:
x 25 percent usable open space;
x Trails and paseos;
x Fountains and water features;
x Public art;
x Amphitheaters and public gathering places;
x Homeowner-owned parks and recreational facilities, such as sports fields, ball
courts, tot lots, putting greens, pools, lakes, and community center buildings;
x Public facilities/parks substantially in excess of that required by Quimby Act
provisions;
x Provision of one or more high density, walkable village areas and/or
x Public facilities with a recognizable connection to the project that are substantially
in excess of the city’s minimum requirements.
q. Development of commercial, office, and business park development within the Redlands
Boulevard/ California Street Special Planning Area shall comply with the following.
1) Provide plazas, pocket parks, public art, and similar amenities to create gathering places
with a high level of visual interest.
3) Encourage a pedestrian-oriented character through detailed, pedestrian oriented
architecture;pedestrian amenities such as seating areas, landscaping, and lighting; water
features such as fountains and public art; signs that are placed and scaled to the
pedestrian; wide sidewalks and/or pathways to link buildings; and open areas such as
plazas to encourage gathering.
r. Pursue establishment of a heritage park to preserve the existing reminders of Loma Linda’s
history; establish a location to which historic structures can be relocated, restored, and
protected; and provide a location for the operation of historical preservation organizations
and passive recreation in an historic setting.
s. Within planned open space and park areas, provide active sports facilities.
Growth Ma na gement Principle Four (2A.D)
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Preservation of open space and agricultural land areas is a priority in the City of Loma Linda, its
planning area and its sphere of influence, and dedication of open space in perpetuity shall be a
requirement for certain development as well as for the City.
t. Planned Residential Developments and Planned Communities shall meet one of the
following open space standards as described below:
u. Properties under Fifteen Percent Slope. Not less than twenty percent of the gross land area
shall be held in common as landscaped, recreational open space. Such open space shall
contain a minimum dimension of fifty square feet, and be accessible to each lot through a
system of public or private walkways. Open space areas may include swimming pools,
putting greens, court games, and other recreational leisure facilities, as well as landscaped
areas or areas with native vegetation. Such areas shall be identified as permanent open
space on the final tract map. Open space calculations shall not include buildings, private
patios, balconies, driveways, and off-street parking areas.
v. Preservation of Citrus Groves. The City recognizes the desire to maintain citrus and
avocado groves and other agricultural uses as a means to provide open space, to provide
and maintain a balanced economy, and to maintain green space and vegetation that will
consume carbon dioxide and improve air quality. The open space requirement of
paragraphs (a) and (b) of this section may be met by preserving citrus and/or avocado
groves or other agricultural uses determined appropriate by the City Council, and assuring
ongoing maintenance through a conservation easement or other legal mechanism,
provided that the minimum percentage open space requirement of (a) and (b) are met.
w. Common Open Space. Common open space may include areas held in common by
associations where the perpetual open space is guaranteed by acceptable legal
mechanisms including public and private easements and conservation easements and other
open space conditions, restrictions and covenants guaranteed in perpetuity by similar
mechanisms. If an applicant proposes to dedicate a portion of a site as public park lands,
this area may be considered as common open space by the affirmative vote of a majority
of the City Council.
x. Maintenance of Common Open Space. Maintenance of common open space areas within
Planned Residential Developments and Planned Communities shall be the responsibility of
the developer and the residents. In no event shall the City be responsible for such
maintenance.
Guiding Policy for Parkland Acquisition (8.6.5)
The City will acquire and/or gain control of sufficient parkland to develop a system of park, recreational,
and open space lands of sufficient size and in the appropriate locations, including provision of a range of
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recreational facilities, to serve the needs of Loma Linda residents of all ages and attain a population-to-
parkland acreage ratio of 5 acres per 1,000 population.
Parkland Acquisition Implementing Policies (8.6.5.1)
a. Provide a range of public parklands for use by the community including the following:
x Neighborhood Park. A park or playground generally 5 to 10 acres in size primarily
developed to meet the recreational needs of citizens living within 0.5 to 1 mile.
x Joint School/Park. A neighborhood park development, improved, and maintained
on or adjacent to school grounds by the City. Joint school/park facilities are utilized
jointly by students and residents from the surrounding neighborhoods. Since school
facilities are only available for use by the general public when school in not in
session, only half of the total acreage is to be applied to the City’s park standard.
x Community Park. A larger park facility developed to meet the park and recreational
needs of those living or working within a 3- to 5-mile radius. Community parks
generally range in size from 10 to 60 acres.
x Sports Park. A park development designed to serve the needs of organized sports
activities including youth and adult leagues. Generally ranges in size from 5 to 30
acres.
x Specialized Recreational Area. These include linear parks (trails), community centers,
and preservation areas or structures. These facilities vary in size depending on use.
d. Encourage the preservation of significant natural features and development of landscaped
parkways and trail systems in new development in addition to the required park develop.
j. Require the provision of private play space for children in attached residential
developments
Guiding Policy for Park Improvement (8.6.6)
Provide for the orderly and comprehensive planning of parklands and resources through specific planning
and Master Plan procedures.
Park Improvement Implementing Policies (8.6.6.1)
c. Ensure that neighborhood and community parks are developed with facilities appropriate
to all ages and interests including athletic fields; active play areas, passive open space, tot
lots, and picnic areas.
d. Park design shall conform to standards developed by the National Recreation and Parks
Association for access, safety, health and protection of humans and domestic animal
species.
e. Provide for the needs of special populations including the physically and mentally
challenged in park facility and program design.
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f. Seek partnership opportunities with the private sector and with other public agencies to
enhance park facilities and provide leisure time activities through mechanisms such as
zoning, donation, purchase of easement, management strategies, or establishment of
resource conservation and recreation authorities with coordinated taxing and management
roles.
Recreation Programs and Services Implementing Policies (8.6.7.1)
g. Promote historical and cultural education through special programs, the operation of
museums, preservation of historical sites, and promotion of special events.
A.5 - CONSERVATION AND PRESERVATION PLAN
The following General Plan policies influence the Land Use Plan for THE GROVES Specific Plan.
Guiding Policy for Visual Resources (9.2.10.1)
Protect views and unique landforms.
Guiding Policy for Open Spa ce (9.2.10.2)
Acquire, preserve and maintain open space and its natural resources for future generations.
Open Space Implementing Policies (9.2.10.2)
i. Continue to require through development standards, the integration of open space and
recreational uses and facilities in all multi-family residential projects
Guiding Policy for Biological Resources 9.4.4
Preserve habitats supporting rare and endangered species of plants and animals including wildlife
corridors.
Biological Resources Implementing Policies (9.4.4)
c. Preserve, as feasible, the oak woodland areas within the City by requiring development to
incorporate the trees into the development design.
Guiding Policy for Wa ter Qua lity a nd Availa bility (9.6.2)
Water quality and availability are critical to the current and future residents of the City of Loma
Linda, its planning area, and its sphere of influence. No new development shall be approved that
endangers the quality or quantity of water delivered to households within the City.
Water Qua lity a nd Ava ilability Implementing Policies (9.6.2)
d. Encourage sustainable landscapes or landscapes that require little irrigation through the
use of drought-tolerant and native vegetation in new development.
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f. Pursue the use of reclaimed water for the irrigation of all appropriate open space facilities
and City projects, and encourage existing and new developments to tie to the reclaim
water system when available and recommended by the San Bernardino Municipal Water
Department (wastewater provider) to reduce demand on municipal water supplies.
g. Through the development review process, encourage water conservation in all new and
rehabilitated development through the use of water conserving fixtures in all new
residential and commercial development.
Guiding Policy for Wa ter Efficiency (9.6.1.2)
Maximize water efficiency, water reuse, and the beneficial use of stormwater, including groundwater
recharge and water quality improvement.
Water Efficiency Implementing Policies (9.6.1 .2)
d. Require site-appropriate, drought-tolerant low water use landscaping and efficient
irrigation systems where appropriate for new development. For parcels adjacent to publicly
managed open space, appropriate landscaping will also be non-invasive and have low
flammability. Limit the amount of water intensive landscaping, particularly lawn area
allowed, in order to reduce the amount of water needed for irrigation.
e. Encourage use of irrigation technologies such as evapo-transpiration systems—where real-
time weather data are transmitted to installed controllers to automate water needs—that
save water, promote greater plant health, and reduce runoff. Encourage water agencies to
conduct irrigation training workshops for homeowners and professionals.
f. Encourage use of on-site rainwater capture, storage, and infiltration for irrigation and other
nonpotable uses, and work with appropriate authorities to establish standards for rainwater
quality and use. Ensure that catchments do not adversely affect habitat dependent on in-
stream flow.
Guiding Policy for Cultura l Resources (9.7.5)
Preserve and protect the City’s historic structures and neighborhoods. Identify and preserve the
archaeological and paleontological resources in Loma Linda.
Cultura l Resources Implementing Policies (9.7.5)
d. Preserve significant historic structures through review of demolition permits or alterations
to such structures by the Historic Commission. Permit adaptive reuse of historic landmark
structures for institutional, office, or commercial uses, where improvements to the structure
retain the integrity of the historic landmark (see Community Design Element, Section 3.2).
e. Where new development occurs around an historic structure, ensure that the surrounding
setting is compatible with the historic structure (see Community Design Element).
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Guiding Policy for Greenhouse Gas Reduction (9.8.1)
Minimize greenhouse gas emissions that are reasonably attributable to the City’s discretionary land use
decisions and internal government operations, with the goal of reducing Loma Linda’s greenhouse gas
emissions to 1990 levels by 2020.
Greenhouse Gas Reduction Implementing Policies – Compact Community Measures (9.8.1 )
Encourage patterns of commercial development that support use of public transit, including
modifying development regulations to facilitate commercial and/or mixed use projects at sites near
transit stops.
Greenhouse Ga s Reduction Implementing Policies – Energy Conservation and Air Quality Measures
(9.8.1 )
d. Encourage energy-efficient landscaping for resource conservation by developing guidelines
that emphasize proper irrigation techniques and sustainable landscaping (organic fertilizers
and pesticides).
e. Consider light-colored surfacing on pavements and rooftops where feasible to reduce heat
absorption.
f. As part of the development review process, work with builders to maximize energy
conservation benefits in the placement of buildings on a site with regard to sun and natural
breezes.
l. Preserve and encourage planting trees in neighborhoods to provide shade in summer and
reduce heat loss in winter. Successful methods include placing trees to the west and
northwest of houses to shade from the hot summer sun and grouping trees to protect
them from harsh elements and support their longevity. Trees can reduce air temperatures
5–10° F from shading and evapotranspiration (water in leaves converting into vapor,
cooling the air).
Greenhouse Gas Reduction Implementing Policies – Transportation Measures (9.8.1)
o. Require new development to incorporate features that reduce energy used for
transportation, including pedestrian and bicycle pathways, and access to transit (where
available).
s. As appropriate, require new development and redevelopment projects to address the
following: bicycle and pedestrian access internally and to other areas; safe access to public
transportation and construction of paths that connect with other non-motorized routes;
safe road crossings at major intersections for school children and seniors; and secure,
weatherproof bicycle storage facilities. Ensure that such facilities will have ongoing
maintenance.
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Guiding Policy for Solid Wa ste Ma na gement (8.9.2)
Reduce the amount of solid waste requiring disposal at landfills, enhancing the potential for
recycling of the City’s solid wastes.
Solid Wa ste Ma nagement Implementing Policies (8.9.2.1 )
d. Require provision of attractive, convenient recycling bins and trash enclosures in new multi-
family residential and non-residential development.
e. Continue and expand public education programs involving waste reduction, recycling,
composting, waste to energy, zero-waste programs, and household hazardous waste.
f. Require builders to incorporate interior and exterior storage areas for recyclables into new
commercial, industrial, and public buildings.
Guiding Policy for the Redlands Boulevard/California Street Specia l Planning Area D (2.2.7.4)
…New residential uses in proximity to existing, historical residential uses along Mission Road should
be compatible in density and scale to the historic residential uses (although not necessarily the
same), since the General Plan intends for these existing residences to remain…The General Plan
envisions establishment of a heritage park within the Redlands Boulevard/California Street Special
Planning Area, providing passive recreational uses within an historic setting, consisting of examples
of local historic architecture. This vision includes relocating historic homes into the park, and
establishing a local heritage/cultural museum, as well as adapting the structures for use for civic
and cultural events, as well as for use by local civic and cultural organizations…
Redlands Boulevard/California Street Specia l Planning Area D Implementing Policies (2.2.7.4)
d. Pursue adaptive reuse of the large residences associated with the citrus groves to the
greatest extent feasible in order to maintain elements from the community’s history;
potential new uses for these historic structures may include restaurants, offices, and bed
and breakfast establishments. New adjacent uses/buildings should be sensitively sited and
designed in order to preserve historic buildings, allow for viable access to them, and create
a cohesive architectural character that reflects, and is compatible with, the historic
buildings. New development shall be consistent with the City’s Historic Mission Overlay
District.
o. Implementation of development within SPA-D shall be through a master plan prepared by
the City so that specific siting of land uses/buildings, architectural design, landscaping, road
infrastructure, utilities, and other elements can be planned in a comprehensive, rather than
piecemeal, manner throughout the Special Planning Area. Such specific plans shall provide
development standards and guidelines to:
x Maintain a feeling of “openness” within the area;
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x Preserve existing oak trees and provide for replacement at an appropriate ratio of
those trees than cannot feasibly be preserved.
r. Pursue establishment of a heritage park to preserve the existing reminders of Loma Linda’s
history; establish a location to which historic structures can be relocated, restored, and
protected; and provide a location for the operation of historical preservation organizations
and passive recreation in an historic setting.
A.6 - INFRASTRUCTURE, UTILITES, SERVICES AND WATER QUALITY PLAN
The following General Plan policies influence the Infrastructure, Utilites, Services and Water Quality
Plan for THE GROVES Specific Plan.
Visua l Resources Implementing Policies (9.2.1 0.1)
c. Require new development to be designed to conserve soil and avoid erosion by limiting
cut and fill areas and the exporting of soil from the development site.
Guiding Policy for Wa ter Qua lity a nd Availa bility (9.6.2)
Water quality and availability are critical to the current and future residents of the City of Loma
Linda, its planning area, and its sphere of influence. No new development shall be approved that
endangers the quality or quantity of water delivered to households within the City.
Water Qua lity a nd Ava ilability Implementing Policies (9.6.2)
a. No development project shall be approved which would cause the quality of water
delivered to Loma Linda households to fail to meet State and/or Federal water quality
standards, or which would cause an increase in residential rates, or which would result in a
restriction of water usage, except for those projects exempt under State and/or Federal law.
d. Encourage sustainable landscapes or landscapes that require little irrigation through the
use of drought-tolerant and native vegetation in new development.
e. Through the development review process require that water supply capacity is available or
will be available prior to approval of a development project. Do not approve projects for
which assured water supply is not available.
f. Pursue the use of reclaimed water for the irrigation of all appropriate open space facilities
and City projects, and encourage existing and new developments to tie to the reclaim
water system when available and recommended by the San Bernardino Municipal Water
Department (wastewater provider) to reduce demand on municipal water supplies.
g. Through the development review process, encourage water conservation in all new and
rehabilitated development through the use of water conserving fixtures in all new
residential and commercial development.
h. Require implementation of Best Management Practices to reduce drainage system
discharge of non-point source pollutants originating from streets, parking lots, residential
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areas, businesses, industrial operations, and those open space areas involved with pesticide
application.
Water Efficiency Implementing Policies (9.6.1 .2)
f. Encourage use of on-site rainwater capture, storage, and infiltration for irrigation and other
nonpotable uses, and work with appropriate authorities to establish standards for rainwater
quality and use. Ensure that catchments do not adversely affect habitat dependent on in-
stream flow.
Guiding Policy for Flooding Ha zards (10.2.3)
Protect the community from risks to lives and property created by flooding and stormwater runoff.
Flooding Hazards Implementing Policies (10.2.3)
c. Require new development to provide for the perpetual maintenance of detention basins, if
necessary to support the new development.
d. Require new development to incorporate features into drainage plans that would reduce
impermeable surface area, increase surface water infiltration, and minimize surface water
runoff during storms.
Guiding Policy for Fire Protection Services (8.1.2)
Provide an adequate number of fire stations, along with fire fighting personnel and equipment to
protect the residents and businesses of Loma Linda.
Fire Protection Services Implementing Policies (8.1.2.1)
b. All discretionary development projects shall be reviewed by the Department of Public
Safety to ensure that a five-minute response time (including three-minute running time)
can be maintained for 80 percent of emergency fire, medical, and hazardous materials calls
on a Citywide response area basis.
Guiding Policy for Police Protection Services (8.2.2)
Provide for the protection of Loma Linda citizens and businesses from crime through maintenance
of an adequate force of police officers, appropriate physical planning of new development, and a
high level of public involvement in crime prevention.
Police Protection Services Implementing Policies (8.2.2.1)
h. Require design features in new development to reduce potential for crime.
x Provide well-lighted and visible streets and street names, building entrances and
addresses, recreation areas, and parking areas.
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x Limit access into and between buildings to reduce escape routes and to make
undetected entry difficult.
x Landscape development sites to permit surveillance of open areas and entryways,
and avoid creating places for concealment.
x Within multi-family and non-residential developments, provide emergency vehicle
access around buildings to the extent feasible.
x Within multi-family and non-residential developments, eliminate the potential for
access to roofs by pallets, flag poles, etc.
Guiding Policy for Medical and Social Services (8.5.2)
Encourage the continuance and the development of private and public medical facilities and
human and social services in Loma Linda.
Medical and Socia l Services Implementing Policies (8.5.2.1)
a. Encourage the development of a variety of housing and recreational options for senior
citizens in areas close to services and transportation.
Guiding Policy for Wa ter Utilities (8.7.2)
Provide a water system that supplies high quality water to serve existing and future needs of the
City during peak use conditions, with sufficient water in storage reservoirs for emergency and fire
protection. Water quality and availability are critical to the current and future residents of the City
of Loma Linda, its planning area, and its sphere of influence. No new development shall be
approved that endangers the quality or quantity of water delivered to households within the City.
Water Utilities Implementing Policies (8.7.2)
a. Ensure that adequate water supply capacity and infrastructure is in place prior to
occupancy of new development.
Guiding Policy for Wa stewa ter Ma nagement (8.8.2)
Ensure a wastewater collection, treatment, and disposal system is available to serve existing and
future residences, businesses, institutions, and other uses within the City of Loma Linda.
Wastewa ter Management Implementing Policies (8.8.2.1)
d. Investigate the use of reclaimed wastewater. Where reclaimed wastewater can be
economically delivered, require the installation of dual water system supplies for irrigation
purposes and industrial purposes.
Guiding Policy for Utilities, Telecommunica tions, a nd Cable Television (8.10.7)
Ensure the provision of adequate communication and utility systems for existing and future
residents and the business community.
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Utilities, Telecommunications, a nd Ca ble Television Implementing Policies (8.10.7.1)
b. Require all new development projects and building additions exceeding 50 percent (50%)
of the original structure that are within a fiber-optic master plan area to participate in the
Loma Linda Connected Communities Program.
c. Require new development to underground all utility lines needed to serve future buildings
and their occupants, and work with Southern California Edison to underground utilities in
existing neighborhoods.
f. Encourage all new development to provide the technology to support multiple
telecommunications facilities and providers such as multi-media products, wireless
technologies, and satellite communications.
Growth Ma na gement Principle Five (2A.E)
Water quality and availability are critical to the current and future residents of the City of Loma
Linda, its planning area and its sphere of influence. No new development shall be approved that
endangers the quality or quantity of water delivered to households within the City.
g. No development project shall be approved which would cause the quality of water
delivered to Loma Linda households to fail to meet State and/or Federal water quality
standards, or which would cause an increase in residential rates, or which would result in a
restriction of water usage, except for those projects exempt under State and/or Federal law.
A.7 - DESIGN GUIDELINES
The following General Plan policies influence the Design Guidelines for THE GROVES Specific Plan.
Guiding Policy for Pedestria n-Oriented Development (3.1.1.1)
For pedestrian-oriented development (located within commercial or mixed-use land use
designations as indicated in the Land Use Element) ensure that the features that make for attractive
and functional pedestrian-oriented development are provided.
Pedestria n-Oriented Development Implementing Policies (3.1 .1.2)
a. Design buildings to be from one to three stories in height.
b. Locate retail uses on the first floor in order to benefit from street activity and to generate
activity themselves by providing convenient shopping opportunities and attractive window
displays. Service uses, such as hair salons and dry cleaning drop-off/pick-up, should only be
placed on the first floor if the interior tenant spaces are designed to present an attractive,
active image that adds to the vitality of the street life.
c. Within horizontally mixed-use buildings, provide professional services offered directly to
the public on the first floor with other office-based employment reserved office uses for the
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second floor of pedestrian-oriented buildings. Residential uses are appropriate on the
second and third floors.
d. Orient buildings so that they are always the primary element as seen from the street, as
opposed to parking areas.
e. Design streets to accommodate slow to moderate moving local traffic (e.g., two lanes
maximum each direction) or close streets to provide for pedestrian use only. Thus, through
traffic on arterials would be provide on the periphery of pedestrian oriented development.
f. Though pedestrian access is the focus, also provide convenient vehicular parking via nearby
parking in an adjacent parking lot located to the side or rear of the building and/or on-
street parking (where feasible considering traffic). Permit off-street parking standards to be
met with a convenient off-site parking structure or lot that serves the area.
g. Provide wide sidewalks/walkways for pedestrian circulation and bicycle lanes or paths for
bicycle travel.
h. Scale buildings to the human user and feature detail that is an appropriate level and scale
for close up viewing.
i. Keep private residential areas on the upper floors of mixed-use buildings distinct from
public spaces and public uses, providing separate entries where feasible.
j. Feature prominent display windows on the first floor of buildings with commercial and
commercial service uses.
k. Employ awnings, covered archways, covered patios, arcades, or trees to provide shade and
to offer protection from sun and rain.
l. Use traditional materials such as stucco, brick, stone, wood siding, terra cotta roof tiles, and
wood-look shingles.
m. Avoid the use of extremely bright or fluorescent hues (e.g., neon orange).
n. Provide seating areas (e.g., benches, tables and chairs, low walled planters) and trash
receptacles. These items should complement the building in style, material, and color.
o. Encourage public open areas such as plazas that are designed for gathering and ancillary
outdoor uses such as outdoor dining.
p. Provide abundant landscaping (e.g., street trees, walled planters, window boxes, and/or
pots along the building) to add color, fragrance, and soften the appearance of the building.
Plant materials and sizes should be appropriate to their placement.
q. Design lighting so that it provides adequate levels of lighting for security and safety, and to
create a “comfortable” atmosphere. Use lighting to highlight landscaping.
r. Place signs so pedestrians can easily see them.
s. Encourage the provision of amenities such as water features (e.g., fountains), public art, and
enhanced paving (e.g., colored paving, special paving designs).
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t. Incorporate appropriate design details, such as street furniture (e.g., benches, trash
enclosures and receptacles), fencing, and placement of murals and sculpture in public
locations.
u. Utilize streetlights that are pedestrian-oriented, attractively designed, compatible in design
with other street furniture, and provide adequate visibility and security.
v. Install “street furniture” (benches, bus shelters, planters, bike racks, trash receptacles,
newspaper racks, water fountains, and bollards) within streetscapes to enhance the
pedestrian experience and embellish pedestrian gathering places (places for sitting,
meeting people, relaxing, people watching, etc.). It should be compatible with the
streetscape theme, durable, easily maintained and easily replaced.
w. The design and location of street furniture should avoid conflicts with driver sight lines and
utilities.
x. As pedestrian furniture is both in the public right-of-way and on private property, the style
and placement of furniture should be coordinated on public and private property, and
should avoid blocking travel on the sidewalk.
Guiding Policy for Residentia l Development (3.1.9.1)
Ensure quality of design for single-family and multi-family residential development in order to
create and preserve functional and attractive residential neighborhoods that embody the strengths
and accomplishments of the community and to preserve the economic investment of new and
existing individual property owners.
Residential Development Implementing Policies (3.1 .9.2)
a. Neighborhood streets should be quiet, safe, and amenable to bicycle and pedestrian use.
b. Locate parks and recreational areas as close to the center of the neighborhoods they serve
as feasible.
c. Provide individual neighborhoods with pathways and open spaces that connect residences
to school and recreational facilities, thereby facilitating pedestrian and bicycle access.
d. Create a distinct character for each residential neighborhood through the use of
neighborhood signage, streetscapes and landscape buffers, a palette of various
complementary architectural styles/materials, a complementary variety of dwelling setbacks
and placement on the lot, and lot patterns that reflect the existing topography.
e. Provide quality design and visual interest within a development by alternating the massing,
layout, architectural details, accent materials, and colors so that adjacent dwelling units are
not nearly identical.
f. To reduce architectural massing, orient the shortest and lowest side of a corner residential
dwelling unit toward the side street.
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g. Where feasible, orient garages so that garage doors do not directly face the street (e.g., use
of alleys, “side-on” garage configuration, and side loaded corner lots). Garage doors should
be set back from the front face of the house so that residential tracts are more
pedestrian/neighborhood friendly.
h. Within multi-family developments, cluster residential buildings around open space and/or
recreational features.
i. Design the common space associated with each cluster of multi-family dwelling units to
provide differences in size, dimensions, grading, amenities, and site furniture in order to
create variety.
j. In higher density projects with tuck-under parking and/or opposing garages, avoid the
monotony of long parking corridors by turning individual units, staggering parking areas,
and/or using an interesting variety of landscaping within parking areas.
k. Provide each unit of a multi-family development project with some unique elements to
create a sense of place and identity. Individual units within a multi-family development
project should be distinguishable from each other, and should have separate entrances and
entry paths, where feasible.
l. Where residential infill development is proposed, ensure that the scale and massing of
dwellings as well as the architectural character of new development is compatible with the
existing residential neighborhood.
x Setbacks for new residential units should continue the prevailing setback pattern,
unless a different setback standard is required.
x New development should incorporate representative characteristics of the
surrounding area when the area exhibits a positive, distinctive site layout and/or
established pattern.
m. Structures that are historic or are otherwise distinctive should be preserved and
incorporated into the design of new development.
n. Variation in setbacks should be provided within single-family residential neighborhoods.
Within multi-family developments, buildings should be oriented to avoid instances where
the living spaces of one unit face the living spaces of another and significantly reduce
indoor privacy.
o. Ensure that applications for new single-family or multi-family residential projects require
the submittal of site plans, elevations, and color and material boards.
p. Residential developments should be oriented toward major streets so as not to give the
impression of an enclave/compound.
q. Promote and facilitate the development of custom and semi-custom home projects for
move-up housing.
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r. Reduced front setbacks should be encouraged with mixed housing types. Density in these
developments should not be tiered but integrated throughout.
s. Implement traffic calming on residential streets subject to high speed through travel in
order to improve neighborhood livability. Traffic calming techniques such as narrower than
standard streets, speed humps, neck-downs and traffic diverters, rough-paved crosswalks,
roundabouts, and planted median islands at the entries into neighborhoods can
successfully reduce undesirable through traffic within residential neighborhoods.
t. The maximum residential building height shall not exceed thirty-five (35) feet.
u. The minimum lot size for a single-family residence, regardless of density bonuses, shall not
be less than seven thousand, two hundred (7,200) square feet in any planning area or zone.
Guiding Policy for Adaptive Reuse a nd Preserva tion with New Development (3.2.1)
Employ adaptive reuse of structures that have local historic value because of their scientific,
aesthetic, educational, cultural, architectural, or historical significance in order to incorporate them
into any new adjacent development and prevent their demolition. Also, preserve other physical
elements that are cultural resources by incorporating them (either in their entirety or through a
representative sample/re-creation if it would carry the same merit) into any future development of
the area.
Adaptive Reuse and Preservation with New Development Implementing Policies (3.2.1 .1)
a. Retain the historic and architectural integrity when pursuing adaptive reuse of buildings,
while aiming to meet the design policies set forth within the applicable category of the
intended new use (i.e., auto-oriented commercial) to the greatest extent feasible.
b. Sensitively site and design new adjacent buildings in order to preserve historic buildings,
allow for viable access to them, and create a cohesive architectural character that reflects,
and is compatible with, the historic building.
c. Preserve the character of the existing citrus groves by preserving and incorporating
strategically located existing trees or rows of existing trees into new development (i.e., in
the form of landscaped setbacks and/or landscape treatments). Having accomplished this,
the remaining grove may be removed.
d. Include new citrus trees of a hearty variety and/or other species that are similar to resemble
citrus trees within appropriate new or re-landscaped City rights-of-way.
e. Encourage private development to use new citrus trees as landscape materials on any
private property when feasible.