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Michael Baker InternationalTABLE OF CONTENTS South Garfield Avenue Specific Plan and Streetscape, Monterey Park, California.Cover Letter......................................................................................................................................3 Statement of Qualification..............................................................................................................5 Firm Profile........................................................................................................................................................... 5 Organization Chart................................................................................................................................................6 Project Experience................................................................................................................................................7 Project Understanding and Approach.............................................................................................17 Project Understanding........................................................................................................................................17 Project Approach................................................................................................................................................18 Work Sample.......................................................................................................................................................20 Scope of Work...............................................................................................................................21 Schedule and References...............................................................................................................29 Schedule..............................................................................................................................................................29 References...........................................................................................................................................................30 Cost Proposal................................................................................................................................31 Appendices..................................................................................................................................33 Non-Collusion Affidavit.......................................................................................................................................33 Considerations and Exceptions...........................................................................................................................34 Resumes.......................................................................................................................................37 Work Sample Excerpts....................................................................................................................81 SUBJECT: Proposal for Development Area Plan for the Highway 111 Corridor. Dear Mr. Castro and the members of the Selection Committee. Michael Baker International (hereinafter Michael Baker) and Michael Baker’s Urban Design Studio along with ARUP and Cont-X Studio, is pleased to submit our proposal to prepare the Development Area Plan for the Highway 111 Corridor. Our Team is uniquely qualified to provide consulting services to the City of La Quinta. We are a collaborative team of professionals devoted to projects that improve the physical and social environments of the communities they serve. The projects are focused on the design of sustainable, healthy, and vibrant communities. Michael Baker’s Urban Design Studio (UDS) convenes our in-house expertise in planning, urban design, sustainability, mobility, public facilitation and community-based planning with meaningful public participation as we work to develop creative, context-sensitive solutions that represent the consensus of multiple stakeholders. The City of La Quinta is seeking a highly qualified consultants to assist with this high profile corridor planning project that incorporates conceptual planning, land use connection, mobility options, active transportation, placemaking and community development, sustainable solution, wayfinding and signage, landscaping design guidelines, regulations, and implementation strategy. The selected consultant will have extensive experience in community engagement and facilitation. The goal of this effort is to develop a corridor plan along Highway 111 that reflects community values and is built on community input while being aware of market conditions and feasibility of proposed development. Our multi disciplinary project team will be led by Shane Burkhardt. Shane has been engaged in planning practice for over 20 years and has led teams that have produced national and local award-winning corridor plans including the recently implemented South Garfield Avenue Streetscape in the City of Monterey Park. Our deputy project manager Surabhi Barbhaya has worked on numerous great streets and complete streets projects and brings to the team and the City, both, national and international experience. In addition, Daniel Koravos from our Palm Desert office will bring his local knowledge and experience to the project. He is currently working as project manager for the esteemed SilverRock Backbone Infrastructure project in the City of La Quinta. Richard Beck is Planning Practice Executive for Santa Ana Office and is authorized to make legally binding commitments for the firm. Please contact Shane or Richard should you have any questions or require additional information. We value our ongoing relationship with the City and have enjoyed serving you on past projects. We look forward to the opportunity to work with the City on this exciting project. Sincerely, Shane Burkhardt, AICP Community Planning & Urban Design Manager 949-855-3651 shane.burkhardt@mbakerintl.com Richard Beck Practice Executive - Planning and GIS(949) 855-3687rbeck@mbakerintl.com Danny Castro Design and Development Director Public Design and Development Department 78-495 Calle Tampico La Quinta, CA 92253 November 16, 2018 Statement of Qualifications Downtown Indio Infrastructure Design Services, Indio, California. 7 Proposal for Development Area Plan For The Highway 111 Corridor Michael Baker International, Inc. (Michael Baker), is one of the largest planning, engineering, design, and construction management firms in the nation, more than 5,000 professionals nationwide From Michael Baker’s beginning in 1940, the company has grown to a full service consulting firm with national and international expertise and experience. On July 1, 2015, RBF Consulting, PMC, and all additional subsidiaries became united under Michael Baker International, Inc. The firm has an outstanding reputation with over 38 years of experience in planning and environmental services. Members of the firm have extensive experience working directly for municipal, county, state, and federal agencies, as well as private clients. We are passionate about our work, our willingness to challenge conventional wisdom, and our creativity in addressing planning and design issues. We are excited to partnering with ARUP and Cont-X Studio for this project. MICHAEL BAKER INTERNATIONAL Michael Baker International has the capacity to staff any planning project for the City of La Quinta. Our team of nearly 150 local professionals have experience in all facets of planning. Our multidisciplinary team of planners, engineers, and landscape architects has provided services for corridor planning to several cities, counties, and other governmental agencies throughout Southern California. Services Provided • Urban Planning • Urban Design and Placemaking • Development Review/Entitlement Services • Economic Development Land Development • Transportation Planning • Agency Staffing • Public Engagement and Facilitation • Architecture • Landscape Architecture • Environmental & Natural Resources • Civil and Structural Engineering • Mechanical and Electrical Engineering • Transportation and Traffic Engineering • Water and Wastewater Engineering • Survey/Mapping • Geographic Information Systems (GIS) • Construction Management Arup is an independent global firm of designers, planners, engineers, consultants and technical specialists offering a broad range of professional services. The firm has been established in California since 1986. Our 250-strong Los Angeles office offers a wealth of engineering and specialist consulting disciplines, including transaction, transportation planning, wayfinding, sustainability, and building engineering. For the past 30 years Arup has been working with cities in California to create outstanding districts for people to live, work, and play. From advising on economic development to designing effective wayfinding strategies, creating safer routes to school, or optimizing government-owned assets to ensure economic prosperity, Arup brings a wealth of expertise to help cities thrive. ARUP CONT-X STUDIO Cont-X Studio provide various services ranging from landscape architecture, urban design, entitlement, strategic planning, design development, project management, land use and entitlement assistance, and interfacing with public agency staff and officials. The firm was established in 2009 by Marc Yeber as its Principal designer and planner. Circulation/ Mobility/ Active Transportation/ Traffic Dawn Wilson, P.E., T.E. Daniel Koravos, P.E. Project Manager Shane Burkhardt, AICP Deputy Project Manager Surabhi Barbhaya, AICP, LEED AP Project Advisors Dan Wery, AICP, LEED AP Rameeta Garewal, AICP, GGP Gary Warkentin Ryan Zellers, P.E., T.E. Marc Violett, P.E. Malcolm Dougherty, P.E. Dave Mercier, P.E., CPESC, LEED AP, QSP/QSD, CGP ToR, IGP ToR, QISP The chart demonstrates how we will be organized and managed for continuity to keep the project running smoothly and efficiently. Each team member brings specific expertise to contribute to your project’s ORGANIZATION CHART success. Our team structure is tailored to support an efficient and holistic project delivery model for the City. Detailed resumes of team members are included in the Resume section of this proposal. Urban Design/ Landscape Architecture Marc Yeber Jeremy Franzini, P.L.A . Nina Harvey Schatmeier, AICP Dawn Wilson, P.E., T.E. Public Engagement Siri Champion Ruben Salas Noelle Steele Development Standards/ Design Guidelines/ Policy Katherine Perez-Estolano Perry Banner Peter Minegar, CEP-IT Market Analysis, Financing, Highest and Best Use Derek Wong, AICP Dino Serafini, P.E. Project Support Services GIS- April Kaiser, GISP Graphics- Jeanette Cappiello Technical Writing- Suzanne Wirth Key Team Leadership Key team leadership group will work with the City as a multi-disciplinary team. 8 Key Team Leadership ARUP Cont-X Studio Legend PROJECT EXPERIENCE 9 Proposal for Development Area Plan For The Highway 111 Corridor South Garfield Avenue Specific Plan and Streetscape, Monterey Park, California. Michael Baker provided planning and design services for a Specific Plan that addresses the future use and intensity of development and circulation along an urban village area. The transportation component of the plan focused on improvements to incorporate Complete Streets elements along South Garfield Avenue and Pomona Boulevard and in the project area. The goal was to create a safe and comfortable environment for pedestrians, bicyclists and automobile users as well as connect to transit facilities such as bus stops and Metrolink. Placemaking elements such as entry features, wayfinding and signage, landscaping improvements and safety features such as bump-outs and parklets, medians, were also part of the conceptual design. Opportunity to create a parklet or other usable space for enhanced pedestrian amenities were recommended. A 10-foot landscaped median, shared bicycle facility and a 15-foot landscaped and ADA compliant sidewalk were part of the plan. Streetscape guidelines addressed furnishings and lighting features. Michael Baker also prepared detailed design of the project with was implemented and completed in 2018. Michael Baker worked with the City to develop a vision and implementation strategy for the North Atlantic Ave- nue corridor from the City limits to 61st Street. The proj- ect included extensive public engagement; workshops and focus groups; an inter-disciplinary design charrette; and creation of an overall vision for an improved multimodal corridor to improve safety, create a sense of place, and encourage private investment. Elements included public art, placemaking streetscape elements, branding of the area, and pedestrian and bicycle facilities. The plan also included identification, prioritization, and development of cost opinions for of projects for fiscal planning purposes. The recommendations focused on improvements that can make the project area safer, help revitalize the local economy, engage the amenities at Houghton Park, and create opportunities for Jordan High School and its students. This plan is the result of gathering input from community businesses owners, residents, and City staff regarding what potential improvements are in the best interest of the community. North Atlantic Avenue Streetscape and Public Realm, Long Beach, California. 10 Village Entrance Project, Laguna Beach, California Transportation Center Specific Plan, Fullerton, California. Michael Baker worked for a public-private partnership between JMI Realty, the Morgan Group, and the City of Fullerton to prepare a Specific Plan for the Fullerton Transportation Center, a 30-acre area surrounding the Fullerton Amtrak and Metrolink Train Station. The Specific Plan calls for the redevelopment of the area, which primarily consists of parking lots and commercial and industrial buildings, into a mixed-use transit-oriented neighborhood. The neighborhood would include a transit plaza, neighborhood parks, pedestrian-friendly streets, paseos, and mixed-use and residential buildings. The plan is intended to create Fullerton’s most sustainable neighborhood and includes standards for net zero water use, historic preservation, buildings that achieve the equivalency of LEED certified, drought tolerant landscaping, low-impact development measures, and reduced parking requirements. The Specific Plan includes a form-based Regulating Code, which is designed to implement the envisioned future of the area. The Regulating Code includes standards for buildings, streets, and public spaces. Michael Baker is providing architectural and engineering services for the planning, design, and construction of the Village Entrance Project. The downtown village is a unique area, with shops, art galleries, and restaurants framed by the natural beauty of the canyon ridge line and the Pacific Ocean. The project site is at an extremely visible location at the entrance to the village area from Laguna Canyon. The purpose of the Village Entrance Project is to maximize the space resources and enhance the entrance aesthetically and functionally. The project will beautify the entry to the downtown area, construct new and renovate existing surface parking, re-purpose an existing structure, enhance circulation, add landscaping, and create a sense of arrival and identity to the city. The intent is to beautify and create new public space while maintaining a net zero loss of parking spaces. Public outreach and community involvement is the key to building consensus among city residents, stakeholders, business owners, decision makers, and others on the de- sign of the village entrance. 11 Proposal for Development Area Plan For The Highway 111 Corridor Avenue 52 / Jefferson Street Roundabout , La Quinta, California. The City of La Quinta was searching for an innovative method of handling traffic along one of the premier gateways into the City such as a roundabout.Michael Baker agreed that the location was ideal for a roundabout and took on the task. The roundabout has several features that make it unique not only in the Coachella Valley, but also in the entire western United States. The Avenue 52/Jefferson Street roundabout is currently the sole roundabout in operation in the Coachella Valley. The location was ideal in that the area had no sight distance issues and had adequate right of way. The design includes safe haven areas (raised median islands) for pedestrians and separate turn lanes so that right turning traffic does not have to enter into the circulation of the roundabout. Varied cross-falls and longitudinal variations to the profile grade was used to resolve drainage issues. The roundabout has proven to be very effective in moving traffic efficiently, especially during major events. Downtown Indio Infrastructure Design Services, Indio, California Michael Baker provided full engineering, planning, urban design, landscape architecture, and construction management services for the revitalization of downtown Indio. Michael Baker provided a landscape concept plan; final construction plans, specifications, and estimates; and construction management services. The project included removal of an existing one way street; angled parking, curbs, and sidewalks; and construction of new traffic calming elements, decorative cross walks, decorative concrete sidewalks, two alleys with pedestrian alleys, decorative pedestrian lights, street trees, street furniture, landscaping, and irrigation. Michael Baker also provided traffic and parking studies for the anticipated land use plan and circulation analysis for a Transportation Center planned for the downtown area. 12 Pueblo Viejo Vision Plan, Design Guidelines and Sixth Street Design, Coachella, California. Michael Baker provided long-term revitalization strategies to counter rapid growth and deterioration of historic Pueblo Viejo District, the city’s downtown core primarily located along Sixth Street and in the area of City Hall. The project was funded by the Compass Blueprint Demonstration Grant Program. Specifically, planning efforts included extensive multilingual community outreach and an assessment of opportunities and constraints related to land uses, underutilized and/or vacant parcels, the local backbone circulation network, and facade rehabilitation of local main street businesses. These deliverables were developed using a market analysis to get the highest and best use plan while creating a friendly pedestrian friendly and vibrant place. Through a separate follow-up contract with the City, Michael Baker was retained to construct the recommended streetscape improvements (completed in 2015), Veteran’s park area (completed 2016), Design Guidelines, zoning ordinance and parking study (currently underway). improvements. Searl Parkway Landscape Design, Diamond Valley Lake, Riverside County, California. Michael Baker was retained by the Metropolitan Water District of Southern California (MWD) to prepare a conceptual and final construction drawings for over one mile of improvements for the first phase of Searl Parkway. Services included landscape architecture and design, structural engineering, traffic engineering, electrical engineering, storm water pollution and prevention planning and construction. Searl Parkway is the major roadway through and providing access to the Diamond Valley Lake, Park Specific Plan area- A 538-acres area and home to the Diamond Valley Lake, the Western Science Center and Museum, and other recreational facilities. This highly visible aesthetic corridor of the East Recreation Area and as such will emphasize and display MWD’s water conservation philosophy, water efficient irrigation technology and features the use of native and California friendly plants. The design had to consider the interface with a major wildlife corridor, equestrian trailhead, major storm water detention basin, museum, and sports park. The design incorporates 40-foot tall corten steel and stone monument signs, the extensive use of native boulders, cobble and gravels, decomposed granite and native trees, shrubs and ground covers. 13 Proposal for Development Area Plan For The Highway 111 Corridor University District Specific Plan, San Marcos, California. Michael Baker worked closely with stakeholders to prepare the University District Specific Plan for the City of San Marcos. The project site is approximately 200 acres and is located within the heart of San Marcos. The Specific Plan will emphasize the project area as a university-oriented, mixed-use district. The Plan includes a Form-Based Code for the District, to allow design flexibility for prospective developers and to provide development standards that respond to changing market conditions, as well as Parking/ Transportation Demand Management (PDM/TDM) and Low-Impact Development (LID) strategies for reduced parking requirements, a future intra-City shuttle system and comprehensive stormwater runoff management system. The project is envisioned as a truly sustainable development that integrates residential, employment, educational and recreational functions. Furthermore, the project anticipates the use of green building design, alternative energy, and was conceptualized as a walking, bicycling, and transit use district. The project aims to reduce traffic demand and operate as a pedestrian and bike-friendly, vibrant, mixed-use community with ease of access to a healthy balance of community events, plazas, live/work and recreational activities. Sustainability Element and Development Code Assistance, Placentia, California Michael Baker prepared a sustainability element and conducted community outreach in support of the Placentia General Plan Update. This element integrated principles of sustainability – a balance between social equity, a strong economy, and a healthy environment – within the General Plan update. This provides additional opportunities to identify ways to improve the quality of life in Placentia and become a more resilient community. As part of the element preparation, Michael Baker administered a community survey and conducted community outreach workshops to solicit input from Placentia residents. The community input is directly reflected in the guiding principles, which serve as the foundation for sustainability element goals and policies. The goals and policies support a community that is environmentally responsible, economically robust, and socially equitable. Implementation programs, including actions, identification of key partners and potential funding sources, and a monitoring program, were also prepared. The implementation program includes recommendations for the city to amend the development code, focusing on improved transit-oriented development standards. The monitoring program provides a comprehensive evaluation metric to be utilized by the city to monitor and evaluate success in improving sustainability outcomes. The assessed progress over time, can ensure that the sustainability element remains part of a “living document” that continues to provide clear direction toward a more sustainable Placentia. 14 Imperial Beach Boulevard, Imperial Beach, California. Michael Baker was retained by the city of Imperial Beach to provide consulting services for the road improvement project dedicated to increase active transportation utility within the City while also upgrading existing infrastructure deficiencies. The project enhances safety and improves active mobility and access along 1.6 miles of Imperial Beach Boulevard using complete and green street design concepts. The Imperial Beach Boulevard corridor runs east-west the length of the city, from its border with the City of San Diego and terminating at the Pacific Ocean, connecting several key points of interest, such as the City’s Civic Center, library, three schools, skate park and recreation center, Tijuana Estuary, and the beach. Median islands were removed and lanes reduced in some sections of the corridor to provide for bike lanes, wider walkways, parking, and landscaping areas for water quality. The project highlights a 24’-wide multi-use “boardwalk” along the Tijuana Estuary as part of the City’s Eco Bike Route. A Mobility Assessment was prepared to validate the overall benefit of the design for all modes of traffic. San Marcos Creek Specific Plan, San Marcos, California. Originally adopted in 2007, the specific plan articulates a clear vision and establishes standard customized to guide future development and redevelopment of a new mixed-use district that will serve as the downtown of San Marcos. The plan includes regulating plans and standards for blocks, streets, and sidewalks; public parks, plazas, paseos; building location and height; land use and density; and frontages. The specific plan includes the visioning, policy goals and objectives, design guidelines, and development standards and processes in one document. The amendment and update of the specific plan is necessary to reflect the market realities of a much smaller commercial market than hoped, the advent and impact of e-retail, the loss of redevelopment, and a unique set of extensive infrastructure needs and environmental constraints. The update and amendment process involved background studies, creation of guiding principles, a developer focus group, land use alternative analyses, a retail market analysis, infrastructure analyses, development concept pro-forma analyses, and extensive outreach including over a dozen Steering Committee meetings, workshops with the Planning Commission and City Council, and a public workshop. The update and amendment recommendations led to a larger strategic evaluation of the downtown sub- area and the General Plan. SOUTH VILLAGE CODE –NORTH VILLAGE 15 Proposal for Development Area Plan For The Highway 111 Corridor Valley Center South Village Form-Based Code, San Diego County, California. Michael Baker International was selected in late 2013 to prepare a form-based code to define, guide and attract future development to build the new Village Center the community of Valley Center has been desiring for decades. The area is largely undeveloped, current or former agricultural lands and existing strip commercial centered on a recently expanded major arterial with high design and observed speeds. Seventy-five percent of the study area and roadway frontages are subject to change via approved, planned or pending development. Most of the balance of the study area is subject to redevelopment. A key challenge and objective of the project was to develop a vision-based plan and regulatory code that requires all existing and future development to work together to achieve the built environment and place envisioned by the community - a walkable, bike-friendly, mixed-use village center and community focal point. The code centered on the transformation of Valley Center Road as the centerpiece of a new rural village and mixed-use corridor. The Code reflects the most precise expression of Valley Center Vision for South Village and future development, will be primary tool for applicants, Planning and Development Services staff, the Community Planning Group and Design Review Board. It will serve as the basis of formal comprehensive coordinated plan for Valley Center Road improvements as well as the Community Plan Update, Capital Improvement Plan, and future Community/Business Improvement District. Valley Boulevard Specific Plan Health and Wellness Element, San Bernardino County, California. Michael Baker provided planning services to incorporate a health and wellness focus into the specific plan for the Valley Boulevard Corridor. The Valley Corridor is a 1.25- mile area in unincorporated Bloomington characterized by scattered single-family housing, residential structures converted to commercial uses, highway commercial and industrial development, and vacant or underutilized parcels. Michael Baker’s role was to incorporate a health and wellness element into the Valley Corridor Specific Plan that provides active mobility opportunities, open space, and food-oriented initiatives for Bloomington residents. The project included developing an overall vision framework for the corridor focused on nourishing the mind, body and economy. This vision would guide programs and projects specific to health and wellness, as well as overall development of the larger specific plan for corridor improvements. Recommendations included enhancing connectivity with residential neighborhoods, incorporating neighborhood clinics into new affordable housing development, incorporating active recreation opportunities into multiuse paths, improving access to fresh foods through a public market space and cooperative food distribution system, and improving entrepreneurial opportunities for residents through more targeted business training and modification of zoning to promote and accommodate home-based businesses. 16 Lakeland Village Community Planning, Riverside County, California. Michael Baker has been providing consulting services to the County Planning Department in their planning efforts for the unincorporated community of Lakeland Village on the southwest shore of Lake Elsinore. The study area includes approximately 2,623 acres. Michael Baker’s efforts have included county coordination, designing public engagement strategies including a visual preference survey, development of revised General Plan, Land Use Plan, and amendments; a new General Plan policy focused on the Lakeland Village Policy Area, zoning consistency analysis; proposals for zone changes; a revised new Mixed-Use Zoning District plan for the Lakeland Village community area; countywide public outreach and community workshops; a public community planning GIS web application; and CEQA analysis. South Allison Hill Area Market Analysis Harrisburg, Pennsylvania. Michael Baker prepared a real estate market analysis for the study area that analyzed both industrial and flex office space options for the South Allison Hill study area. This included real estate comparisons, identifying average rents, competition, market absorption and comparisons to other submarkets within the Harrisburg area. A cluster analysis of the Harrisburg MSA was conducted to help identify growing clusters/sub-clusters and industry groups that may be appropriate for existing structures and lots within the study area including brewery/malt operations (small) and specialized food processing were identified. Avenue of Arts + Design District Plan West Hollywood, California. Cont-X Studios provided consulting services for Avenues of Art + Design BID. The project sought planning and design ideas to improve the pedestrian mobility, community interaction, district identity and way-finding devices for an area dominated by through vehicular movement. In examining the existing conditions, it was determined that the existing public assets represented an untapped potential that could promote a more diverse activity and robust economic development while encouraging enhancements to public infrastructure. The primary goal of the exercise was to envision a more pedestrian friendly street by creating a regulatory framework to encourage more diverse uses and proposing landscape for traffic calming strategies. With the greatest traffic intensity, the Studio decided to focus on the intersection of Robertson and Beverly Boulevards due to the several existing conditions considered to be important potential district and neighborhood resources including an opportunity for a micro park in an underutilized public parking lot. The result demonstrates how simple repositioning and the addition of landscape standards not only offers opportunities for impromptu social interaction and street calming, but also encourages area visitors to follow a “park one” practice as outlined in the City’s General Plan Goals. District entry markers, way finding signage and a landscape datum helped to further define the area and guide visitors. 17 Proposal for Development Area Plan For The Highway 111 Corridor Concord Downtown Corridors Plan, Concord, California. Arup developed a vision for a pedestrian and bicycle oriented streetscape that emphasizes accessibility, safety, and green infrastructure. Building on the community vision established by the City of Concord, California’s Downtown Specific Plan and Complete Streets Policy, Arup prepared the Downtown Corridors Plan to establish a pedestrian-oriented streetscape design for three critical corridors. The plan produced a coordinated set of design guidelines for streets, intersections, and landscaping to apply to all downtown streets and assist the City in the completion of a green streets framework. Arup also prepared conceptual streetscape design drawings for the three study corridors, with a focus on bicycle and pedestrian facilities. The team also assisted the City with both internal and external stakeholder outreach. Pittsburgh Wayfinding, Pittsburgh, Pennsylvania. Arup is partnered with a consortium of Pittsburgh Business Improvement Districts to create a new pedestrian and vehicular wayfinding system for the city. The project aims to improve navigation and understanding of place for residents and visitors alike, promoting exploration across neighborhood boundaries. Arup’s assignment entails developing a wayfinding vision, establishing a GIS database of existing signage, reviewing existing signage, and establishing rules for future sign placement, message content, and graphic treatment. Prompted by design cues from the existing Wayfinder system, Arup created designs for a new pedestrian wayfinding system, considerate of the city’s ability to fabricate and maintain the new signs. The final designs update the current system while improving system legibility and clarity, and creating a unique, new wayfinding identity for Pittsburgh. www.arup.com Concord Downtown Corridors Plan, Concord, CA Client City of Concord, California Key collaborators Vallier Design Associates Architecture for the Blind Key services provided Complete street design Urban and landscape design Civil engineering Community outreach© Vallier Design AssociatesArup developed a vision for a pedestrian and bicycle- oriented streetscape that emphasizes accessibility, safety, and green infrastructure. Building on the community vision established by the City of Concord, California’s Downtown Specific Plan and Complete Streets Policy, Arup prepared the Downtown Corridors Plan to establish a pedestrian-oriented streetscape design for three critical corridors. The plan produced a coordinated set of design guidelines for streets, intersections, and landscaping to apply to all downtown streets and assist the City in the completion of a green streets framework. Arup also prepared conceptual streetscape design drawings for the three study corridors, with a focus on bicycle and pedestrian facilities. The team also assisted the City with both internal and external stakeholder outreach. www.arup.com Pittsburgh Wayfinding, Pittsburgh, PA Client Oakland Business Improvement District Project owner City of Pittsburgh Key collaborators Pittsburgh Downtown Partnership North Side Cultural Collaborative Southwestern Pennsylvania Commission Oakland Transportation Management Association Nice Kern Springboard Design Key facts Develop a new pedestrian and vehicular wayfinding system for the Downtown, Oakland, North Shore, and North Side neighborhoods Key services provided Geographical information systems Transport planning Wayfinding Cultural District Downtown PNC Park 7-Minute Walk The Warhol10-Minute Walk Point State Park6-Minute Walk Fort Pitt Museum8-Minute Walk August Wilson Center6-Minute Walk Moorhead Federal Building8-Minute WalkGreyhound Station 10-Minute WalkPenn Station 12-Minute Walk Amtrak Station 12-Minute Walk Heinz HistoryCenter 12-Minute WalkThe Art Institute14-Minute Walk PPG Paints Arena18-Minute Walk GovernmentCenter District12-Minute Walk Steel Plaza Station8-Minute Walk North 1st Ave Station14-Minute Walk North Shore PNC Park The Warhol Point State Park Gateway Station Convention Center Heinz History Center Wood St Station City of Pittsburgh Fifth Avenue Allegheny River Fort Duquesne Boulevard Fort Duquesne Boulevard Penn Avenue Penn Avenue Liberty Avenue Liberty Avenue Exchange Way French Street Comm onwealt h P l a ce Stan wix Stree t Cecil P l a ce Fifth Avenue Barkers Pla ce Mentor Way McCrea Way Scott Place Maddock Pla ce Garri s o n Place 6th Stree t Rob e rto C le mente Bridge 7t h Stree t An d y Warho l B r i d ge Rach e l C a rso n B r i d ge 8th Street Tito Way 9th Street Grant StreetSmithfield StreetSmithfield StreetWilliam Penn PlaceWilliam Penn PlaceScrip Way Montour Way CLP- Downt own & BusinessCoffee Way Garland Way Boulevard of the Allies Fort Pitt Boulevard Stanwix StreetWood StreetThird Avenue Mark et StreetMarket StreetGraeme StreetMc Masters WayDelray Street Fourth Avenue Forbes AvenueBoulevard of the Allies Third Avenue First Avenue Fourth Avenue Forbes Avenue Forbes Avenue Oliver Avenue Sixth Avenue Strawberry Way Chanc ery Way Market Sq Mellon Sq One PPG Place Fifth Avenue Place Katz Plaza Penn AveGalleries Gateway Center Park Commonwealth Place Park Byham Theater Cabaret at Theater SqO’Reilly Theater Heinz Hall Visit PittsburghVisitor Center Benedum Center Wood St Galleries Arcade Comedy Theater SPACEGalleries Harris Theater Port Authority Service Center 937 Theaters Pittsburgh Playhouse Point Park University Point Park University Allegheny County Courthouse City-County Bldg Convention Center Downtown Cultural District GatewayStation Wood St Station Triangle Park PPG Place Village Park Three Rivers Heritage Trail Three Rivers Heritage Trail North Shore Trail North Shore You Are Here 5-Minute Walk 5-Min ute Walk 7-Minute Walk 5-Minute Walk Byham Theater North Shore Convention Center Cabaret at Theater Sq Benedum Center Point State Park Min 3 8 8 2 3 8 Point State Park6-Minute Walk Fort Pitt Museum 8-Minute Walk August Wilson Center6-Minute Walk Moorhead Federal Building8-Minute Walk Greyhound Station 10-Minute Walk Penn Station 12-Minute Walk Amtrak Station 12-Minute Walk Heinz HistoryCenter 12-Minute Walk The Art Institute14-Minute Walk PPG Paints Arena 18-Minute Walk GovernmentCenter District12-Minute Walk Steel Plaza Station8-Minute Walk 1st Ave Station14-Minute Walk Convention Center Heinz History Center Wood St Station Fifth Avenue Alleghe n y Ri v er F o r t Duqu e sne Boul e v a r d P enn A v enue P enn A v enue Libe rt y A v enue Libe r t y A v enue E x chan g e Wa y F r ench S treet Commonwea l th P l a ceStanwix St r eet Cec i l P la c eF i f th AvenueBa r ker s P la ceMent or WayMcC r ea W a y Scot t P la ceMaddock P la ceGar r ison P la ce6th St r eetRober t o C lemen t e B r id ge7th St reetAndy Warhol Br id geRachel Ca r son B r id ge8th St r ee t Tit o Way 9th St reet Grant StreetSmithfield StreetSmithfield StreetWilliam Penn PlaceWilliam Penn PlaceScrip WayMontour WayCLP- Downtown & BusinessCoffee WayGarland WayBoulevard of the A l l i es Fort Pitt Bo u l evard Stanwix StreetWood StreetThird AvenueMarket StreetMarket StreetGraeme StreetMc Masters WayDelray StreetFourth Avenue Forbes AvenueBoulevard of the A l l i es Third Avenue First Avenue Fourth Avenue Forbes Avenue Forbes Avenue Oliver Avenue Sixth Avenue Strawberry Way Chancery WayMarket Sq Mellon Sq One PPG Place Fifth Avenue Place Katz Plaza Penn AveGalleries Gateway Center Park Commonwealth Place Park Byham Theater Cabaret at Theater SqO’Reilly Theater Heinz Hall Visit PittsburghVisitor Center Benedum Center Wood St Galleries Arcade Comedy Theater SPACEGalleries Harris Theater Port Authority Service Center 937 Theaters Pittsburgh Playhouse Point Park University Point Park University Allegheny County Courthouse City-County Bldg Convention Center Downtown Cultural District GatewayStation Wood St Station Triangle Park PPG Place Village Park T h ree Ri v e rs Herita g e T r ail T h r ee Ri v e r s Herita g e T r ail No r th Sho r e Tr ail You Are Here 5-Mi nute Wal k 5-Mi nut e Wal k 7-Min ut e W al k 5-M in u te W a lk Arup is partnered with a consortium of Pittsburgh Business Improvement Districts to create a new pedestrian and vehicular wayfinding system for the city. The project aims to improve navigation and understanding of place for residents and visitors alike, promoting exploration across neighborhood boundaries. Arup’s assignment entails developing a wayfinding vision, establishing a GIS database of existing signage, reviewing existing signage, and establishing rules for future sign placement, message content, and graphic treatment. Prompted by design cues from the existing Wayfinder system, Arup created designs for a new pedestrian wayfinding system, considerate of the city’s ability to fabricate and maintain the new signs. The final designs update the current system while improving system legibility and clarity, and creating a unique, new wayfinding identity for Pittsburgh. Project Understanding & Approach Antelope Valley Rural Smart Growth Plan, Antelope Valley, California. Highway 111 is an east–west connector bridging the east and west sides of the Coachella Valley and directly connecting La Quinta with Indian Wells and Indio. For La Quinta, Highway 111 is a major commercial corridor and is responsible for a significant amount of the City’s total sales tax revenue. A large number of La Quinta’s major big-box and chain retail stores, restaurants, and offices are located along the corridor. For the project, the City is focused on the 2 miles (and 460 acres of total land area) just east of Washington Street to the eastern boundary at Jefferson Street. The corridor will be served by CV Link, a regional multi- use trail that will be under construction in 2019. Like Highway 111, this trail will create a regional linkage across the valley. In the spring of 2018, the City engaged the Urban Land Institute (ULI) Technical Assistance Panel to produce a report of current conditions and ideas for changes to the corridor based on a changing marketplace, consumer preferences, and enhancing economic activity. The panel’s report was well received by the City and serves as a guide to developing the overall vision and action plan for the corridor. Major findings and ideas generated by the panel include: • In 2016, over 70 percent of La Quinta’s total sales tax revenue was generated along the Highway 111 corridor. • Seventy-five (75) retail, service, and restaurant establishments are located within 21 commercial and office centers, creating employment for almost 4,000 people. • There are vacant lots available that can be used as catalysts for additional development. • CV Link is expected to attract between 13,500 and 16,000 users annually. • The area has an abundance of parking with parking ratios favoring peak demand, creating an excess of parking during most periods. • There should be direct connections between CV Link and the Highway 111 corridor. • There should be walkable pockets of more intense mixed-use development. • Several catalyst sites exist, many vacant, that could serve as areas for walkable “village” concepts. In addition, reconfiguration of existing centers could occur with changes to parking standards and repurposing of land for development. • The panel saw several different districts along the corridor, including a Retail and Recreation District, a Hospitality and Mixed-use District, and an Arts and Entertainment District. • Establishing spaces for events is important. • Creating a unified streetscape was important from an identity standpoint. • There is a need for a preferred architectural form as part of a unified vision/signage standards/ design guidelines. • Allowances for flexibility of uses. • Branding of the corridor area and creating thematic entries. • Engaging pedestrians and connecting the north and south sides of the corridor. It is the City’s intent to create a vision and proactive strategic implementation plan, building off the ULI effort to include but not be limited to: • Proactively addressing changing trends in automobile usage and technology, as well as changes in consumer retail shopping behavior (including the impact of the Internet on traditional retail). • Creating a sense of place and livable spaces that become the fabric of La Quinta and differentiate the city from its neighbors. • Improving recreational opportunities. • Meeting the demand for more housing choice and PROJECT UNDERSTANDING It is the City’s intent to create a vision and proactive strategic implementation plan, building off the ULI effort. 21 Proposal for Development Area Plan For The Highway 111 Corridor taking advantage of the General Plan designation and overlay for mixed-use development. • Ensuring La Quinta remains a business-friendly community through streamlining and business- friendly regulation. • Ensuring the city’s economic resiliency through preservation and enhancement of revenue generated along the corridor. PROJECT APPROACH Through Michael Baker’s Urban Design Studio, we believe in an interdisciplinary and holistic approach that brings in the viewpoints of different professionals, key stakeholders, and constant engagement with the City. By including planners who have administered zoning and design guidelines, in addition to creating them, engineers, architects, urban designers, and landscape architects who must create implementable designs within budget, and economists who understand the limitations of the market environment, we aim to help the City create a challenging, yet realistic vision and implementation strategy for the corridor. Not Just a Vision, but a Road Map for Success The final plan will include written and graphic illustrations and renderings to communicate the vision. It will also contain specific action plans that will include opinions of probable cost , responsible parties, and prioritization of programs and projects to provide the City the road map and tools necessary to achieve that vision. We do not want to create plans that gather dust; we want to team with you to create plans that move dirt! The plan will incorporate an action plan matrix to help track progress on action plans, provide accountability, and most importantly, celebrate success. Creating Place and Public Space At Michael Baker, we believe a community must grow in a manner that creates a diversity of architecture, public spaces, private places, and a sense of place that differentiates it from other communities. Especially with chain retail, it our goal to create an architecture where no one would be taxed to identify which community they may be in. La Quinta has the opportunity through catalyst sites, infill development, and the eventual reconfiguration of retail spaces to encourage the creation of more community definition through gateways into the community, the incorporation of local heritage, art, and culture into the public and private realms, diverse architectural styles that create character and a theme for the community, and activation of spaces for public engagement, recreation, relaxation, and connectivity for all users, whether motorists, pedestrians, cyclists, or transit riders. We propose engaging the arts and culture community (of all ages) in La Quinta as part of the project design process. The incorporation of public art, as well as alternative ideas to traditional streetscape options, can create a local flair, elements that attract people, and a unique corridor. Art and design are intertwined, and capturing the community is often best done from within the community itself. Defining space through branding is important to help give users and residents a sense of entering one district of the city from another, as well as entering La Quinta from neighboring areas. Thoughtful gateway designs, unifying streetscape elements, and defining the edges of the district can help develop an overall theme and provide the user visual wayfinding queues. Public space is also important. Public-private partnerships can be used to help fund public art, public gathering spaces, and parks and parklets. Furthermore, if these spaces are interconnected, 22 a secondary network for pedestrians, bicycles, and recreation can be created where the whole public space network is greater than the sum of its parts. Creative design guidelines, financing strategies, and incentive programs can help develop public-private partnerships to create publicly available spaces in the private realm. Community Engagement From our discussions with the City, we understand that the ULI report was well received and created excitement and momentum to move toward further developing and implementing those ideas. Michael Baker does not want to reinvent the wheel but would build upon the engagement already conducted. Our planners are also trained facilitators who understand that engagement early and often with stakeholders throughout the process will result in a plan that has ownership and buy-in, and stays on schedule and within budget. We propose engagement that would include focus groups and interviews with key stakeholders throughout the community, an interactive website to engage the broader public through online exercises, mapping activities, surveys and moderated discussion forums, close engagement with City staff throughout the process as partners in the plan development, and study sessions with the Planning Commission and the City Council to engage elected officials and create a plan that will not be a surprise when it comes to adoption. Finally, we have in-house staff who speak several languages including fluent Spanish, if direct facilitation with non-English-speaking residents is needed. Furthermore, we work with several translation firms to provide on-site translation services and translation of project materials. Our engagement website will offer both English and Spanish content and moderation in both languages. Active Mobility Connections to CV Link and north–south connections of neighborhoods to both the Highway 111 corridor and CV Link are highly important. A connectivity strategy would look at pedestrian/bicycle and transit linkages throughout the study area, as well as connectivity across Highway 111, a highly traveled corridor. Urban design and public and private realm design must consider pedestrians to create successful spaces not only for safety and connectivity, but also for the types of shopping and entertainment experiences that consumers are coming to expect. Complete Streets We have forgotten that streets were once vibrant and active places where social interaction, commerce, recreation, and entertainment thrived together. Separating modes created roads that are often hostile to cyclists and pedestrians and increase reliance on the automobile. With state requirements for reduction of vehicle miles traveled, and more preferences for mixed-use development, alternative travel modes are becoming more popular. Complete streets look to create a safe space for all modes of transportation without disrupting traffic and creating a “carmageddon” scenario. It is a place where facilities for pedestrians, cyclists, transit, and automobiles can be better integrated with elements to enhance safety, create space for activity, and create a more bustling atmosphere that has a positive impact on retail activity and real estate attractiveness. In addition, complete streets can and should include energy and water quality/retention features such as bioretention, solar features, and shade structures to create a more sustainable and resilient community. Development Policies, Economic Development and Market Realities The City has developed the framework for implementation of mixed-use development through the General Plan and a related overlay zone. Several catalyst sites, identified in the ULI report, provide 23 Proposal for Development Area Plan For The Highway 111 Corridor opportunities for this type of development to occur. In conjunction with our economists, we will look at the current market and the types of mixed-use and development archetypes that can be supported now and will compare them with the community’s vision for the future. Through our work with developing an implementation plan for Coachella’s Pueblo Viejo, we have already worked with developers who see a market for mixed-use development in the valley, especially within the La Quinta, Indio, and Coachella areas. We also understand the changing face of retail and the need for more entertainment-oriented spaces. This is also being recognized by retailers, and communities are already seeing the reconfiguration of older retail spaces into mixed-use or more walkable entertaining and social spaces. Creating the tools to streamline this process to allow for current market adjustments and demand for housing choice will be important to help streamline development along the corridor and maintain the business-friendly nature of La Quinta. The tourism industry is also a vital part of the Coachella Valley. In addition to the major resorts, the valley is a gateway to many natural destinations and is near Joshua Tree National Park. Creating notable and unique entertainment retail destinations can expand the traditional retail market by attracting tourists. There is always demand for hospitality accommodations in areas where more amenities exist in addition to the primary attraction. The Coachella Valley has seen a success in local festivals that have attracted local tourists from other areas. La Quinta already has had remarkable success with the La Quinta Arts Festival. Creating festival entertainment options along the corridor on a regular and predictable basis can attract a broader audience and expand the retail trade area to capture consumers who would not otherwise visit La Quinta to shop. Fiscal Responsibility and Resiliency With over 2/3rds of La Quinta’s sales tax revenue generated within the corridor, the plan must consider both its influence on tax revenues as well as accounting for the potential changes to the retail marketplace that may impact long-term sales revenue. Examining the fiscal impacts of new development opportunities, examining revenue alternatives for financing public realm improvements and ensuring flexibility in regulation to easily adapt to a changing retail and entertainment landscape are important to maintaining and enhancing the economic powerhouse that is the Highway 111 corridor. Project Budget While we understand the City has a specific budget for all of the planning and deliverables within the RFP, we have worked hard to create a work plan that meets these requirements. It is important to note, that we included optional tasks as a part of the public engagement. We strongly feel that additional investment in engagement up-front would assist in maintaining a 9-month process, reduce project opposition and develop better buy-in and consensus from the entire community. Delays or additional meetings towards the end of a project can be much costlier than the upfront investment. We can work with the City staff during the proposed Kickoff meeting to finalize the scope of work, including engagement strategy and the most cost efficient and effective deliverables for communicating the vision and strategy for the Area Plan. WORK SAMPLES Excerpts of work samples are provided at the end of the proposal. The full documents can be found the flash drive provided along with the proposal materials. 24 Scope of Work Valley Boulevard Specific Plan Health & Wellness Element, San Bernardino County, California. SCOPE OF WORK Task 1: PROJECT MANAGEMENT Task 1.1 Kick off Meeting The Michael Baker team will begin the project with a kickoff meeting with City staff and any other core stakeholder group as deemed necessary by the City. At the meeting, we will review the scope, objectives, and timeline of the study, introduce the methods that will be used to conduct the study, and discuss issues and concerns related to this work. We will also discuss the data available and previous studies and plans that might affect the project and the appropriate outreach effort that is needed for this plan. Clear lines of communication will be established, and team meetings will be scheduled using an appropriate method, whether in person or via conference call. Following the kickoff meeting, we will tour the project area with City staff to understand the issues and challenges from staff’s perspective. Task 1.2 Project Coordination We will lead the kickoff meeting and all subsequent meetings, send meeting notices, and prepare agendas, notes, and action items. We will send agendas and punch lists prior to each meeting. We will hold subsequent meetings at least monthly, either in person or via conference call as appropriate. We will be in contact with the City regularly and prepare monthly progress reports including, at a minimum, work accomplished during the previous month, work anticipated during the coming month, any issues and proposed resolutions, and an updated/ current schedule Task 1.3 Public Engagement Plan The evolution of the Highway 111 corridor will involve three fundamental groups. The first group includes property owners, business owners, and members of the development community such as real estate agents and representatives of the Chamber of Commerce. The second group includes City staff, the Planning Commission, and the City Council. Together, the first and second groups are largely responsible for new investment that attracts locals and visitors to the corridor. The third group includes locals, including members of the La Quinta arts community, as well as tourists. They represent the people who seek out new and interesting places, and they are the potential market for existing and new businesses. Perhaps most importantly, they feed life, energy, and spirit to a place and through social media and personal relationships, will have considerable influence on the decisions of others to visit or avoid the Highway 111 corridor. With these dynamics in mind, Michael Baker will initiate Task 2 by reviewing outreach activities used for the ULI Highway 111 Corridor Study and by interviewing City staff about the lessons learned from those outreach activities. Together, we will seek to leverage and extend the excitement generated through that study. Based on this review and discussion with staff, Michael Baker will draft a public engagement plan, which will include: • A public engagement timeline, • A communication strategy to time the release, distribution, and placement of promotional materials, • A list of stakeholder organizations and contacts, and • Methods of public outreach. We view the Public Engagement Plan as a living document and we invite input from the City throughout the process. After each major outreach activity, the plan will be updated, if needed, based on debriefs during regularly scheduled coordination meetings. List of Deliverables for Task 1 1. Project kick-off meeting and meeting summary 2. Tour of project area 3. Agenda and meeting summary for all meetings 4. Monthly progress reports 5. Public Engagement Plan Task 2: PUBLIC ENGAGEMENT Task 2.1 Stakeholder Interviews and Focus group Sessions Michael Baker will conduct stakeholder interviews and focus group sessions in order to engage the stakeholders identified by the city. These session will conducted during the initial part of the project. Six 45 minute meetings (either focus groups or Stakeholder interviews) will be conducted. These meetings will build off of the engagement done during the ULI study. Task 2.2 City Staff Working Session Michael Baker will host one working session with City staff to review the purpose, scope, and schedule of the project and share themes from Task 2.1. This will be done in a plenary session with representatives from all invited departments. Michael Baker will gather information about opportunities and constraints informed by day-to-day experiences and the technical insights of departmental staff. Additional sessions based on the discretion of the City can be conducted at additional costs. 27 Proposal for Development Area Plan For The Highway 111 Corridor Task 2.3 Popup Workshop Task 2.3 and Task 2.4 are focused on learning from and about current and potential patrons of the study area. Michael Baker seeks their input primarily to inform and inspire corridor branding and the types of features that would most elevate their experience. We will involve members of the local arts and business community to design and host one popup experience targeted to residents, property owners, employees, business patrons, and tourists in and around the pedestrian themed districts identified in the ULI study. La Quinta’s signature event such as La Quinta Arts Festival in March presents ideal opportunity for a popup. Michael Baker’s outreach team will work with the City to select location and time for popup that is likely to attract diverse audiences in terms of age, background and interest. Michael Baker will provide engagement supplies, materials, and up to two staff. We anticipate that the City will be responsible for coordinating with event or site managers to secure the designated location for the popup and will also provide additional staff as appropriate for the anticipated scale of popup engagement. Task 2.4 Social Media and Online Activities In addition to the popup outreach, Michael Baker will prepare and coordinate delivery of a targeted social media strategy and online activities. As with the popup outreach, the focus of these tools will be primarily to inform and inspire corridor branding. Through the web-based activities, we endeavor to attract input from young people, those who visit the area once or twice a year, and those who are likely to visit as tourists or residents in the future. We will work with City staff to select the appropriate platforms for the target audiences. Social Media platforms may include, but are not limited to, Facebook, Twitter, Instagram, and Tumblr. Potential online engagement platforms include Bang the Table, Neighborland, and MetroQuest. Michael Baker will be responsible for preparing content and activities for both social media and the web platforms, maintaining the tool selected for online engagement, and compiling input. City staff will be responsible for posting content on social media. Task 2.5 City Staff and Stakeholder Charrette (optional) Michael Baker will host a charrette with City staff and stakeholders. The charrette will include: • A background presentation by the Michael Baker team including impressions from the popup, social media, and online activities, as well as existing conditions analysis. • Presentations by members of the stakeholders/ City Staff summarizing dynamics and observations from La Quinta and other similar tourist areas. • Facilitated discussion about what complete streets concepts, placemaking elements, branding and land use types are responsive to the demands of locals and tourists. • Ideascaping: a process of pulling select ideas from the prior discussion and connecting them to specific locations along the corridor. • Preliminary list and description of candidate projects. • Discussion of factors to be considered during prioritization. Task 2.6 City Council and Planning Commissioners Study Session (optional) In collaboration with City staff, Michael Baker will prepare a presentation and questions for deliberation in a joint City Council and Planning Commission study session. Two members of the Michael Baker team will facilitate and document the study session. The results from the study session will be used to inform plan preparation. Task 2.7 Open House (optional) During a public open house, Michael Baker and City staff will unveil the draft plan. The open house should take place in a festive or culturally rich venue in an indoor or outdoor location. The purpose of the open house is to maintain and strengthen excitement about the future of the corridor and to gather input on the draft plan. This will be accomplished through a series of standalone stations where participants can review plan elements and discuss them with members of the Michael Baker team or City staff. In addition, the open house will include an activity for youth and a passport to promote participation at all stations. Michael Baker anticipates that the City will be responsible for food, drinks, and entertainment such as live music or art. Task 2.8 Implementation Workshop (optional) The implementation workshop is the last step in the plan preparation process. Michael Baker will work with City staff to plan for and coordinate the workshop. The activities will be 28 designed to select a set of short-term projects from the list of those recommended in the plan and to draft action plans for each project. The action plans will include project champions, stakeholders, a series of action steps, a schedule, milestones toward success, and measures to evaluate and learn from the implementation effort. As part of this process, opportunities to form public-private partnerships will be highlighted. List of Deliverables for Task 2 1. Printed materials for meetings: posters, fact sheets, etc., 2. Meeting facilitation and summaries Task 3: BACKGROUND RESEARCH Task 3.1 Review Related Documents We will review all relevant policy and regulatory documents as well as past studies to make sure the proposed plan properly addresses any inconsistencies and complements the planning efforts already in progress. These documents include the La Quinta General Plan, twelve Specific Plans in the study area, Design Guidelines, Zoning Code, ULI report, and Countywide Traffic Synchronization study. Task 3.2 Existing Conditions Analysis Socio-economic and market conditions: The project team will also prepare a socio-economic analysis for the study areas. The analysis will include a demographic composite of the area as well as the its market reach of the area. Current businesses, use of land, rents, demand, land availability, property ownership, and growth rates will be studied to create an existing market analysis report. Physical development patterns: The project team will study research the development patterns in the study area by touring the study area to assess the visual and physical strengths and weaknesses of the area and its immediate surroundings. We will work with the City to review existing physical conditions such as land use patterns, building footprints, zoning, parking conditions, community facilities, public utilities, and topographic information. The information will be presented in the form of maps and an explanation of the area’s development patterns in the area. Connectivity, access, and signage: The project team will assess the connectivity to the future CV Link and other multimodal facilities in the vicinity. The team will also access evaluate the access conditions to various developments. Signage, wayfinding, lighting, parking, landscaping and other aspects of development that effect affect connectivity a and access will also be documented. Mobility: The City will provide any existing traffic volumes for pedestrians, bicycles, and vehicular traffic if available. Based on available data the team will identify the key peak periods. If the need for collecting peak hour traffic counts arises the team will collect those at an additional cost. The team will work with the City to obtain the Crossroads collision data for the most recent 3- year period. The crash data will be imported into GIS and mapped along the corridor. Mapping of crash data will included categorizing crashes accidents by crash type, severity, and collision factors. In addition to the mapping, an overall assessment of crash data will be presented using tables and charts to summarize the information. As part of the qualitative assessment of the existing conditions, a detailed field walk will be conducted to identify potential barriers to mobility, including sidewalk conditions, obstructions to sidewalk and bicycle facilities, curb ramp conditions, traffic signal equipment, and other features. Potential issues, gaps in infrastructure, and barriers to mobility will be identified on a map of the corridor. This information will be used to identify Complete Streets needs and opportunities. Maps: We will utilize available data to create a variety of maps that will inform the next steps of the conceptual corridor plan. These Maps will include but are not limited to: • Land use map • Building footprint and parking area map • Map of Access to the property properties • Corridor assessment map • Collisions map • Roadway right- of- way map List of Deliverables for Task 3 1. Background research report 2. Existing conditions report 3. Corridor base maps Task 4: MOBILITY AND COMPLETE STREETS PLAN Task 4.1 Corridor Conceptual Plans/ Sections The Michael Baker team will evaluate the existing conditions and identify improvements that will provide multimodal benefits along the corridor. The complete streets assessment and plan will evaluate existing available traffic volumes from the city traffic patterns, pedestrian and bicyclist activity, active transportation travel patterns, and collision data to identify key needs along the corridor. Needs will be identified in terms of safety, connectivity, walkability/bicycle compatibility, and accessibility. The identified needs will be compared to projects in the City’s 29 Proposal for Development Area Plan For The Highway 111 Corridor Capital Improvement Program and Traffic Signal Synchronization project to determine whether there is overlap or synergy between the identified needs and programmed improvements along the corridor. Recommendations for the corridor will address issues identified during the data evaluation, needs assessment, and crash analysis. As technology advances, a greater need for curbside space will replace the current demand for parking. The corridor plan should include a vision for curbside management, parking management, and future technology needs. The corridor plan should consider opportunities to integrate a mobility hub or a series of hubs to provide transportation options for visitors, employees, and residents of the community. By linking the mobility hub to local transit, transportation network companies (TNCs) such as Uber and Lyft, and the CV Link corridor, the Highway 111 corridor could become a fully integrated, multimodal corridor that serves the needs of all users. A comprehensive list of multimodal improvements will be created. Each improvement will be identified in tabular form and will be clearly and numerically linked to a map of the corridor. Each improvement will be identified as a pedestrian, bicycle, transit, auto, or multimodal improvement. A high-level rough order of magnitude cost will be developed for each recommended improvement. If the improvement is consistent with or could be integrated with a planned CIP or Signal Synchronization project, that consistency will be identified in the tabular summary of recommendations. We will prepare an illustrative corridor conceptual plan laying out all the changes proposed to the existing corridor. We will also create sections and photo simulations of the proposed corridor. List of Deliverables for Task 4 1. Corridor conceptual plan and section Task 5: CORRIDOR BRANDING PROGRAM Task 5.1 Corridor Plan and Placemaking Elements Placemaking elements, such as plaza spaces, trailheads, gateway elements, landscaping features, seating areas, signage and wayfinding elements, sidewalk characteristics, bus stop design and placement, medians, islands, and visible crosswalks, create a real and perceived sense of safety among users. Such elements create a unique sense of place and will establish a unique identity for the project area and for La Quinta as a whole. Public gathering spaces and placemaking: While developing the corridor conceptual plan, we will find opportunities to incorporate public gathering spaces such as plazas, paseos, trailheads linking CV link, wider openings in sidewalks, play areas, and so on that will help activate street life. Conceptual design of these areas will be provided along with the corridor plan. We will also create imagery for further visualization of these spaces. Other placemaking elements such as water fountains, seating, paving, public art, and murals will also be identified as appropriate while developing these concepts. Public gathering spaces that might a part of private development will be addressed in design guidelines and will be supported by necessary imagery. Landscaping: Landscaping is a very important element of placemaking. Landscaping along sidewalks, in the medians, and in other public areas will be depicted in the illustrative conceptual plans. A landscaping palette will be provided. Suggested landscaping will be responsive to the desert climate and will make use of low impact techniques. We will also explore the use of public art as a part of landscaping. 30 Signage and wayfinding: Concepts and images of wayfinding and signage that reflect current city branding will be included. This will serve as the groundwork for the development of a detailed wayfinding and signage program in the future. Gateway feature: Concepts and images of a gateway feature that will create sense of entry into La Quinta will be provided. We will develop photo simulations and/or sketches to convey the conceptual design of the gateway feature that will become the identity of La Quinta. List of Deliverables for Task 5 1. Illustrative conceptual plan with conceptual landscaping 2. 3D Illustrations (3) 3. Conceptual design for wayfinding and signage 4. Conceptual design for gateway feature Task 6: CORRIDOR DEVELOPMENT STANDARDS Task 6.1 Audit of Existing Standards This task includes an audit of the General Plan policies and land use designations, the Zoning Code and corresponding mixed- use overlay, and the eleven Specific Plans that are currently designated along the corridor. The audit will identify what policies, regulations, and guidelines are still effective and which issues and challenges exist that may need to be addressed. This audit will include recommendations regarding organization, General Plan implementation, and consistency with all relevant state and federal laws, identification of antiquated regulations and/or gaps, determination of the need for each Specific Plan or whether alternatives exist that can reduce administrative burden and simplify regulation, and opportunities to incorporate best practices and development that meets the community’s vision and market realities. Our team will work with City staff to develop criteria for the audit. The team will develop an audit memorandum outlining areas of effectiveness and potential deficiencies. The memorandum will include a matrix of criteria and will indicate graphically how well the current ordinances address the identified criteria. This step will help organize proposed changes and inform the process as preparation of the corridor plan moves forward. List of Deliverables for Task 6 1. Audit, gap analysis, and map Task 7: CORRIDOR DESIGN GUIDELINES Task 7.1 Corridor and Development Design Guidelines Based on our analysis of the area and our audit of existing guidelines and General Plan policies, as well as a study of the highest and best use, we will draft design guidelines for the study area. These guidelines will be divided into the private and public realms. Private realm guidelines will pertain to the development of properties and will include, but not be limited to, site layout, architecture, scale and massing, articulation, openings, plazas, paseos and other gathering spaces, lighting, parking, and signage. We will identify the architectural styles that are most appropriate to the study area, based on the public engagement and our professional expertise. However, flexibility of imagination will be built in as an important element of the guidelines to encourage development. Public realm guidelines will concentrate on street layout, landscaping, public art, street furniture, lighting, connections, access, walking and biking paths, and so on. Street cross sections, hand sketches, pictures, and other graphics will be used to convey the message regarding the type of development that is envisioned in the area. This graphic-rich easy-to-read document will showcase the vision, principles, philosophy of the development that is expected along the corridor and will become the foundation for detailed design guidelines in the future. List of Deliverables for Task 7 1. Design guidelines document for public and private realms Task 8: DEVELOPMENT CODE AND STANDARDS Task 8.1 Development Codes and Standards Based on the audit and recommendations in Task 4 and Task 5, we will develop action plans that based on the findings, could be focused on, but not limited to, the following areas: • The changing face of retail development and whether current code will allow for shopping center reconfiguration design and uses that will be in demand within the marketplace including entertainment uses and dining and social spaces. • A focus on streamlining existing regulations that could mean the elimination or simplification of existing Specific Plans or the creation of special districts. • Examining the overlay to determine whether it supports current and potential future market demand for mixed- use development and balances housing with revenue- generating uses. • Infill and catalyst site guidelines and recommendations 31 Proposal for Development Area Plan For The Highway 111 Corridor that would develop walkable nodes and set examples of potential new development options as current development life cycles eventually necessitate redevelopment. • Repurposing of existing structures such as the Sam’s Club building and other potential adaptive reuse of “dinosaur” structures. • Examination of parking standards to allow for “right sizing” of parking and recovering land for potential new development opportunities. These recommendations would include discussion and predictions on the increasing use of ridesharing, transit opportunities (including community circulators), and autonomous vehicles on future parking demand. • Architectural and landscape design standards for the private realm to help unify development along the corridor while still allowing for flexibility, innovation, and the organic feeling of growth that is important to avoid Disneyfication of the corridor. • Incorporation of public space into the private realm, including pedestrian and bicycle connections, public art, plazas and gathering spaces, paseos, outdoor dining, and places for events. • Modification of signage standards to incorporate standards to help unify the corridor while maintaining the functionality of the sign for visibility of the business. This could include encouraging creative sign designs and a departure from franchise standards. • Ensuring connectivity between developments for all modes to allow for secondary circulation routes and north–south connections with existing neighborhoods and CV Link. • A continued streamlining of guidelines and codes to allow for administrative approvals and a reduction in permit processing time List of Deliverables for Task 8 1. Recommendations memorandum 2. Preparation of general principles for the corridor and recommendations for design guidelines 3. Recommendations on course(s) of action on Specific Plans 4. Recommendations on modifications of the Zoning Code Task 9: IMPLEMENTATION PLAN Task 9.1 Action Plans, Cost, Prioritization, and Funding The implementation plan compiles all recommendations into action plans to provide a true road map for implementation. The action plans include a description of the policy, program, or project, a cost-opinion for implementation (if applicable), primary responsible party, prioritization and recommendations for potential internal and external funding sources. Each implementation plan is easy to understand, includes illustrations and graphics, and matrix format for ease of navigation and understanding. The Policy, Program or Project: This is what would be implemented. This can include a catalyst project, a public infrastructure project, changes to zoning, etc. An explanation and graphics will help the reader understand how the project fits into the vision and why it is integral to achieving the overall vision for the corridor. Cost Opinions: For projects that require substantial public or public/private partnership investment, opinions of probable cost will be developed that include general rule of thumb quantity take-offs, construction costs, inspection and construction management costs, and contingency. The cost opinions do not replace engineers estimates done with due-diligence and design and can provide a range to use for budgeting purposes. Primary Responsible Party: This is the organization, City department or private entity responsible for overseeing the implementation of the action plan. In addition to the Primary Responsible Party, supporting stakeholders can also be identified. Although not primarily responsible, they would be part of the implementation team. Prioritization: Timeline and critical paths are identified so there is a clear path and idea of which policies, programs or projects to begin with first, and which ones can be implemented later. It is important that the action plans identify critical needs to ensure catalyst projects are successful, but also identify the low-hanging fruit and easier to implement items to establish immediate momentum and convince stakeholders of the seriousness of the community in implementation of the plan. Recommendations of Internal and External Funding Sources: Each action plan will provide an identification of potential Federal and State grant and loan programs, philanthropic 32 funding sources, and private funding as well as mechanisms for enhancing local revenues including special assessment districts (such as IFDs and IEFDs), and other revenue structures to finance infrastructure investment. Task 9.2 Revenue Analysis New land use development generates local general fund revenues for the City through two main sources—property tax and sales tax. Other local revenues are also generated but are site specific, such as transit occupancy tax. A consideration would be to maximize these types of revenues while being compatible with adjacent and surrounding land uses and visioning plans, as well as meeting consumer demand. We will conduct a high-level revenue analysis for alternative development types that are proposed for this project. These alternative development types would include those that generate sales tax revenue at the same or a greater level than generated by existing businesses along the Highway 111 corridor. We will determine a baseline tax revenue level using existing business sales tax data for the corridor collected by the City. Alternative development types will be evaluated as to their property tax and sales tax generation potential given the type of business and market conditions. We will calculate the difference, or marginal revenue, between the sales tax revenue generated by the alternative development and that from the existing business. Other taxes will also be determined as necessary, such as transient occupancy tax (TOT). There are two ways to determine sales tax revenue, either from a supply perspective (quantified by how much a business generates in tax) and/or from a consumer demand perspective (quantified by the level of disposable income and spending habits of new residents). Depending on the type of alternative development proposed in a mixed land use scenario, we will use the appropriate method to determine sales tax revenue to support projects that are the highest and best use. Other considerations will be made regarding broader trends in sales tax including growth in e commerce and online sales, and current state sales tax law guiding collection and return of local sales tax to the City, whether from the Bradley-Burns tax or district tax. List of Deliverables for Task 9 1. Action plans memorandum 2. Funding sources 3. Memorandum of revenue analysis Task 10: PUBLIC HEARINGS AND ADOPTION Task 10.1 Public Hearings and Adoption We will prepare a presentation of all of the analyses and findings and the concepts for the Highway 111 Corridor Area Plan. We will be available to present them to the City Council and the Planning Commission. We will also provide support to City staff in the preparation of any staff reports, if needed. List of Deliverables 1. Project presentation in PowerPoint format 2. Attendance and presentation at one (1) Planning Commission meeting and two (2) City Council meetings Task 11: DRAFT AND FINAL PLANS Task 11.1 Draft Plan Document We will review comments on the administrative draft and incorporate changes in order to prepare a public review draft plan. All comments received on the draft will be clearly documented in a table noting the response. If revisions are not feasible or possible, detailed explanations will be provided. Once all comments have been incorporated, we will resubmit the draft for review before releasing it for public review. Task 11.2 Final Plan Document We will incorporate necessary changes based to the comments and discussion with the City staff. We will submit one digital copy and thirty (30) bound hard copies to the City. We will provide you with a modifiable/unlocked copy of all digital files used in the creation of the documents, including any JPG, MXD, PDF, InDesign, Photoshop, GIS, Microsoft Office, and other file formats on a CD-ROM or USB flash drive. All documents will be provided to the City in electronic format. List of Deliverables 1. Draft and final plan document (electronic format and other options to be determined jointly between City and Michael Baker) 2. Modifiable/unlocked copy of all digital files 33 Proposal for Development Area Plan For The Highway 111 Corridor Schedule and References Speed Zone Redevelopment Master Plan, Speedway, Indiana. (Staff work with another firm). SCHEDULE TASKSTask 1: PROJECT MANAGEMENT AND KICKOFFTask 1.1 Kick off MeetingTask 1.2 Project CoordinationTask 1.3 Public Engagement PlanTask 2: PUBLIC ENGAGEMENTTask 2.1 Stakeholder Interviews and Focus GroupsTask 2.2 City Staff Working SessionTask 2.3 Popup WorkshopTask 2.4 Social Media and Online ActivitiesTask 3: BACKGROUND RESEARCHTask 3.1 Review Related DocumentsTask 3.2 Existing Conditions AnalysisTask 4: MOBILITY AND COMPLETE STREETS PLANTask 4.1 Corridor Conceptual Plans/ Sections Task 4.2 Revenue AnalysisTask 5: CORRIDOR BRANDING PROGRAMTask 5.1 Corridor Plan and Placemaking Elements Task 6: AUDIT OF EXISING STANDARDSTask 6.1 Audit of Existing StandardsTask 7: CORRIDOR DESIGN GUIDELINESTask 7.1 Corridor and Development Design GuidelinesTask 8: DEVELOPMENT CODE AND STANDARDSTask 8.1 Development Codes and StandardsTask 9: IMPLEMENTATION PLANTask 9.1 Action Plans, Cost, Prioritization and FundingTask 9.2 Revenue AnalysisTask 10: PUBLIC HEARINGS AND ADOPTIONTask 10.1 Public Hearings and AdoptionTask 11: DRAFT AND FINAL PLANSTask 11.1 Draft Plan DocumentMonth 7Month 8Month 9Month 1Month 2Month 3Month 4Month 5Month 637 Proposal for Development Area Plan For The Highway 111 Corridor REFERENCES Reference Name and Title Project and Location Contact Firm Michael Huntley Community and Economic Development Director Planning Manager Samantha Tewasart Senior Planner South Garfield Avenue Specific Plan and Streetscape City of Monterey Park, California. (626) 307-1315 mhuntley@montereypark. ca.gov stewasart@montereypark. ca.gov Michal Baker International Ira Brown* City Planning Associate Department of City Planning North Atlantic Avenue Streetscape and Public Realm City of Long Beach, California. (213) 978-1453 ira.brown@lacity.org Michal Baker International Dahvia Lynch Development Services Director San Marcos Creek Specific Plan City of San Marcos, California. (760) 744-1050, ext. 3281 DLynch@san-marcos.net Michal Baker International Luis Lopez Development Services Director Pueblo Viejo Vision Plan, Design Guidelines and Sixth Street Design, City of Coachella, California. (760) 398-3102 LLopez@coachella.org Michal Baker International Shohreh Dupuis Assistant City Manager/ Director of Public Works Village Entrance Project City of Long Beach, California. sdupuis@lagunabeachcity. net (949) 497-0351 Michal Baker International Timothea Tway Senior Planner, Department of Community Development Southest Community Vision Plan, City of Beverly Hills, California. ttway@beverlyhills.org 310-285-1000 Cont-X Studio Joan Ryan Senior Planner Concord Downtown Corridor Area Plan City of Concord, California. Joan.ryan@cityofconcord. com (925) 671-3370 ARUP Amy Bodek Director of Regional Planning Long Beach civic center project County of Los Angeles, California. abodek@planning. lacounty.gov (213) 974-6401 ARUP 38 Cost Proposal Sixth Street Design. Coachella, California. TASK TASK DESCRIPTIONShane BurkhardtProject DirectorSurabhi BarbhayaDeputy Project ManagerDawn Wilson Transportation and Mobility LeadSiri ChampionPublic Engagement LeadDerek WongFinancing LeadMarc Yeber (Contex-T)Urban Design LeadKatherine Perez-Estolano (ARUP)Policy/Economic Development LeadJeremy FranziniUrban DesignNina Harvey Schatmeier (ARUP)Urban DesignDaniel KoravosTransportation and MobilityPerry BannerPolicy/Economic DevelopmentPeter MinegarPolicy/Economic DevelopmentRuban SalasPublic EngagementNoelle SteelePublic EngagementDino SerafiniFinancingGIS TechnicianGraphics ArtistIllustratorTechnical WriterAssistant Planner/Engineer/Landscape ArchitectAssociate Planner/Engineer/ArchitectSenior Planner/Engineer/ArchitectProject AdvisorsTOTAL HOURS TOTAL LABORMileage (Miles)Interactive Online Engagement and WebsiteBang The TableLodging (FTE Days)Per Diem (Days)Reproductions, Traffic Counts, Data and Miscellaneous ExpensesTOTAL EXPENSES TOTAL FEE$210 $150 $235 $150 $155 $150 $250 $185 $220 $210 $145 $120 $95 $95 $150 $120 $100 $150 $130 $95 $120 $140 $200 $0.535 $250.00 $80.001Project Management41 8 8 12 0 8 8 0 0 0 0 0 0 0 0 0 0 0 0 32 0 0 0 117 $19,732 1,200 $0 0 4 $150 $1,112 $20,9001.1 Kick off Meeting8 8 8 8 8 81664 $10,681 1,2004 $25 $987 $11,7001.2 Project Coordination321244 $7,860$100 $100 $8,0001.3 Public Engagement Plan1 449 $1,191$25 $25 $1,2000 $0$0 $02Public Engagement12 24 8 32 0 8 0 0 0 0 0 0 32 24 0 0 0 0 0 0 0 0 0 140 $19,338 4,200 $5,000 0 20 $2,300 $11,147 $30,4002.1 Stakeholder Interviews and Focus Groups2 16 161650 $6,743 1,2004 $200 $1,162 $7,9002.2 City Staff Working Session8 8 8 832 $5,960 1,2008 $200 $1,482 $7,4002.3 Popup Workshop1 1216 1241 $4,678 600 $5,000 3 $1,500 $7,061 $11,7002.4 Social Media and Online Activities1 41217 $1,957 1,2005 $400 $1,442 $3,4000 $0$0 $03Background Research0 10 2 0 0 2 2 2 2 0 0 0 0 0 0 16 0 0 0 0 72 0 4 112 $14,940 0 $0 0 0 $0 $0 $14,9003.1 Review Related Documents832 40 $5,040$0 $5,0003.2 Existing Conditions Analysis2 2 2 2 2 21640 4 72 $9,900$0 $9,9000 $0$0 $04Mobility and Complete Streets Plan6 16 16 0 0 8 0 0 16 0 0 0 0 0 0 0 0 16 0 48 32 0 8 166 $24,540 0 $0 0 0 $0 $0 $24,6004.1 Mobility Assessment and Recommendations2 8 8824 16 66 $9,460$0 $9,5004.2 Corridor Conceptual Plans and Sections4 8 8 8 816 24 16 8 100 $15,080$0 $15,1000 $0$0 $05Corridor Branding Program16 0 0 0 0 16 8 8 4 8 0 0 0 0 0 0 0 30 16 40 40 0 8 194 $28,580 0 $0 0 0 $0 $0 $28,6005.1 Corridor Plan and Placemaking Elements1616 8 8 4 830 16 40 40 8 194 $28,580$0 $28,6000 $0$0 $4,3006Audit of Existing Standards2 0 0 0 0 0 0 0 0 0 8 16 0 0 0 0 0 0 0 0 0 0 4 30 $4,303 0 $0 0 0 $0 $0 $4,3006.1 Audit of Existing Standards28 164 30 $4,303$0 $4,3000 $0$0 $07Corridor and Development Design Guidelines8 0 0 0 0 0 0 0 0 0 0 24 0 0 0 4 0 0 0 0 0 0 0 36 $5,040 0 $0 0 0 $0 $0 $5,0007.1 Corridor and Development Design Guidelines824 436 $5,040$0 $5,0000 $0$0 $08Development Codes and Standards4 0 0 0 0 0 0 0 0 0 8 20 0 0 0 8 0 0 0 0 0 0 0 40 $5,363 0 $0 0 0 $0 $0 $5,4008.1 Development Codes and Standards48 20 840 $5,363$0 $5,4000 $0$0 $09Implementation Plan6 17 5 0 9 8 24 9 0 0 5 0 0 0 8 0 0 0 0 32 40 72 0 235 $35,091 0 $0 0 0 $0 $0 $35,1009.1 Action Plans, Cost, Prioritization and Funding4 16 4 8 8 24 8 4 832 40 40 196 $29,320$0 $29,3009.2 Revenue Analysis2 1 1 1 1 132 39 $5,770$0 $5,8000 $0$0 $010Public Hearing and Adoption25 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 24 0 0 0 53 $8,130 600 $0 0 2 $0 $481 $8,60010.1 Public Hearing and Adoption Presentation Materials1 42429 $3,090$0 $3,10010.1 Public Hearing and Adoption Meetings2424 $5,040 6002 $481 $5,5000 $0$0 $011Draft and Final Plans9 20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 16 24 16 48 40 40 0 213 $27,130 0 $0 0 0 $0 $0 $27,10011.1 Draft Plan Document8 1616 24 16 32 40 40 192 $24,800$0 $24,80011.2 Final Plan Document1 41621 $2,330$0 $2,3000 $0$0 $0TOTAL HOURS 129 99 39 44 9 50 42 19 22 8 21 60 32 24 8 28 16 70 32 224 224 112 24 1,336 $192,186$12,740 $204,900Optional Tasks and Additional Meetings Proposed Fee2.5 City Staff and Stakeholder Charrette2.6 City Council and Planning Commission Study Session2.7 Open House2.8 Implementation WorkshopAdditional Staff Working Session$6,000 - $8,000 depending upon Michael Baker team staff neededAdditional Planning Commission or City Council Hearing Meeting $2,000Additional Day of Stakeholder Meetings $5,000$11,500$16,200$12,000EXPENSESFee is inclusive of all associated costs including labor, travel, and project expenses.PROPOSED FEE ESTIMATEMANHOURS$13,700 Appendices Village Entrance Project, Laguna Beach, California. CONSIDERATIONS AND EXCEPTIONS 46 Michael Baker has enjoyed a long history of work with the City of La Quinta and want to continue that relationship. We will work closely with the City on any issues with contract language to ensure the contract meets the City’s and our mutual needs. Michael Baker’s proposed changes are represented with strike-throughs for language to be deleted and BOLD for language to be added. 1.1 “Contracting party represents and warrants that the Contracting Party is a provider of first-class professional work and/or services…” 1.1 “… performing the Services required hereunder, and that all materials, if any, will be of good quality, fit for the purpose intended. For purposes of this Agreement, the phrase “industry standards” shall mean those standards of practice recognized by one or more first-class professional firms performing similar services under similar circumstances.” 3.1 “Time of Essence. Time is of the essence in the performance of this Agreement subject, however to the exercise of the Contracting Party’s professional standards of care.” 3.1 “…it is understood that the City will may suffer damages.” 3.3 “…but not restricted to, acts of God or of the public enemy, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, acts of any governmental agency other than the City…” 6.1 “INDEMNIFICATION. To the fullest extent permitted by law, Contracting Party shall indemnify, protect, defend (with counsel selected by City), and hold harmless City and any and all of its officers, employees, agents and volunteers as set forth in…” E.1 “…liability insurance of $1,000,000 per accident against all claims for injuries against persons or damages to property arising out of the use of any automobile by Contracting Party, its officers, any person directly or indirectly employed by Contracting Party, any subcontractor or agent, or anyone for whose acts any of them may be liable…” NOTE: The insurance commercially available to a design professional firm provides limited coverage for subconsultants hired. For this reason, we require, under our subconsultant agreements, coverage kept by subconsultants to be consistent with any requirements we have under our client agreement. E.1 “Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against negligent acts, errors or omissions of the Contracting Party and “Covered Professional Services” as designated in the policy must specifically include work performed under this agreement.” NOTE: The professional liability insurance commercially available to a design professional firm protects only against negligence or errors in the performance of professional services and does not include contractual liability wording. This is because the policy provides coverage whether or not a contract exists. E.3.10 “…If Contracting Party’s existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared by the City. At that time the City shall review options with the Contracting Party, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions.” 47 Proposal for Development Area Plan For The Highway 111 Corridor NOTE: Most professional firms carry deductibles on their insurance policies. For the past twelve years we have carried the following deductibles: $100,000 Auto; $250,000 CGL; $500,000 Workers Compensation. F.1.a “…injury to or death of an employee of the Contracting Party or of any subcontractor), costs and expenses of any kind, whether actual, alleged or threatened, including, without limitation, incidental or consequential damages, court costs, attorneys’ fees…” F.1.b “…proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including, without limitation, incidental and consequential damages, court costs, attorneys’ fees…” F.1.d.2 “…Contracting Party or of any subcontractor), costs and expenses, including, without limitation, incidental and consequential damages, court costs, reimbursement for attorneys’ fees…” Resumes Natural Bridge Great Street Project, Normandy, Missouri. (Staff work with another firm). South Garfield Avenue Specific Plan and Streetscape Improvements. Monterey Park. California. Project Manager. Responsible for overall project direction and project management. Led the overall project team that focused on urban design and construction drawings, regulation and design guidelines development, plan development, and public engagement. Michael Baker provided pedestrian and bicycle planning, urban design guidelines, and parking and zoning analysis for preparation of a Specific Plan that addresses the future use and intensity of development along an urban village area. The area will be station location for the Gold Line LRT Extension. The plan addresses future mixed-use, parking, and densities to better prepare the area for embracing transit and benefiting from transit- oriented development opportunities. North Atlantic Avenue Streetscape and Public Realm Enhancement Strategy. Long Beach. California. Project Manager. Responsible for project oversight. Michael Baker worked with the City to develop a vision and implementation strategy for the North Atlantic Avenue corridor from the City limits to 61st Street. The project included extensive public engagement; workshops and focus groups; an inter- disciplinary design charrette; and creation of an overall vision for an improved multimodal corridor to improve safety, create a sense of place, and encourage private investment. Elements included public art, placemaking streetscape elements, branding of the area, and pedestrian and bicycle facilities. The plan also included identification, prioritization, and development of cost opinions for of projects for fiscal planning purposes. Pueblo Viejo Implementation Plan, Coachella, California. Project Manager. Responsible for serving as the project manager and guided the development of the implementation program, zoning amendments, design guidelines, parking analysis, and traffic calming study. Michael Baker worked with the City to develop and implement its Pueblo Viejo downtown vision plan. The project included development of public RESUMES 51 Proposal for Development Area Plan For The Highway 111 Corridor Shane Burkhardt, AICP Years of Experience : 20 Education B.U.P.D., 1998, Urban Planning and Development, Ball State University B.S., 1998, Environmental Design and Political Science, Ball State University Licenses/Certifications American Institute of Certified Planners, 2001, 016757 Mr. Burkhardt is the Community Planning and Urban Design Manager in Michael Baker’s Santa Ana, California office. He is a certified urban planner with over 20 years of experience and expertise in land use, economic development and urban design. As a planning consultant, he has led many successful award-winning planning and urban design projects including the Community Plans Continuum project which focused on facilitating and developing 26 community plans for unincorporated places in San Bernardino County. Other award-winning projects include redevelopment of the area around the Indianapolis Motor Speedway and the redevelopment of City of Whiting’s Lake Michigan waterfront. Mr. Burkhardt’s previous experience outside of private sector consulting included a Research Fellow appointment with the Hudson Institute specializing in building community competitiveness as well as Associate Director of Ball State University’s Center for Economic and Community Development where he provided technical support to communities and coordinated the center’s economic development education curriculum. Shane is active in the American Planning Association and is currently past-chair of the Chapter Presidents Council, serves on the Membership Committee and previously served on the national APA Board of Directors. Mr. Burkhardt was also a recent recipient of the American Planning Association’s CPC Outstanding Leadership Award. Project Director/ Manager space improvements, cost opinions, and financial planning for capital projects and design standards and guidelines to implement in-fill mixed-use development and compatible architecture. Michael Baker landscape architects partnered with City staff, downtown business owners, and residents to implement the plan. Improvements were a continuation of the work prepared by Michael Baker’s Urban Design Studio and were approved by the City Council in March 2010. Improvements included narrowing of traffic lanes along Sixth Street; widening of sidewalks; incorporating traffic calming features and decorative sidewalks at the intersections; constructing a public courtyard; and installing street trees, decorative street and pedestrian lighting, a central fountain, public art, and street furniture. Valley Boulevard Corridor Specific Plan Health and Wellness Elements. San Bernardino County. California. Southern California Association of Governments (SCAG). Project Manager. Responsible for overall project management and direction, coordination with the SCAG, San Bernardino County Government, and project stakeholders. Was also the technical lead for recommendations regarding urban agriculture implementation. Michael Baker provided planning services to incorporate a health and wellness focus into the specific plan for the Valley Boulevard Corridor. Michael Baker’s services included vision development, corridor planning, and recommendations Community Plans Continuum. San Bernardino County. California. Project Director/ Manager. Responsible for project management. Michael Baker guided the development of community plans for 26 unincorporated communities. Communities range from the San Bernardino Mountains to the Mojave Desert. The project includes intensive immersion weeks where multiple facilitations teams are immersed in each community conducting collaborative public workshops. Six group project managers are assigned a number of the 26 plans and are responsible for utilizing technical team experts to facilitate community capacity building, infrastructure and transportation, land use and urban design, environmental and resiliency, housing, and finance to help develop goals, objectives, and action plans to address the issues and needs of each community. Main Street Design, Speedway, Indiana. Project Manager. Responsible for the overall urban design programming. Speedway, Indiana, has undertaken the redevelopment of downtown Main Street to revitalize the surrounding urban mixed-use commercial corridor. Main Street reconstruction included replacing sidewalk and streets and adding improvements such as curbside parking, a bicycle cycle- track, and amenity areas. Also, stormwater is captured and treated using low-impact design techniques, including permeable pavers and curbside bioretention systems. These improvements greatly benefit the city’s aesthetic qualities and encourage outdoor use and alternative transportation. Whiting Lakefront Redevelopment Plan, Whiting, Indiana. Project Manager. The plan addressed developable space, public access, recreation, habitat restoration, and economic development for the area of Whiting between Lake Michigan and the 119th Street business district. The plan creates a roadmap for more than $80 million in public improvements to reconnect Whiting’s residents to the lake shore, improve wildlife habitat and natural areas, reduce stormwater runoff and improve water quality through low-impact development treatments, and improve active and passive recreation options. The plan addressed additional private development opportunities, including more diversification of housing opportunities and mixed-use development along 119th Street, potential joint-development opportunities between the City of Whiting and BP, and creative financing mechanisms to leverage local resources and used extensive public input and a community charrette to form the basis of the vision and goals for redevelopment. Speed Zone Redevelopment Master Plan, Speedway, Indiana. Speedway Redevelopment Commission. Principal and Project Manager. The project focused on improving economic opportunities within and around the Main Street corridor and existing industrial area just south of the Indianapolis Motor Speedway (IMS). The plan provided a new vision for the area to attract new business investment and improve the quality of life and entertainment options for Speedway residents and visitors to the IMS. The planning process focused on sustainability and a complete streets concept, and included detailed master land-use plan for the area, streetscaping, architectural guidelines, development and attraction strategies, and strategies for business cooperation and financing. The project also included an extensive public participation and public relations. 52 53 Proposal for Development Area Plan For The Highway 111 Corridor Pueblo Viejo Implementation Plan, Coachella, California. Lead Planner. As a lead planner for the Pueblo Viejo Design Guidelines, responsible for identifying architectural styles appropriate to the Pueblo Viejo District, finalizing subareas and crafting design guidelines for subareas including signage guidelines. Each subarea has distinct characters derived from historic influences and public engagement as well as present development environment. These distinctions are captured via guidelines as well as creation of two new zoning districts for the area. As a lead planner for the Pueblo Viejo Parking Study, responsible for analyzing existing parking conditions related to current supply and demand as well as future demand based on the General Plan Update and known conditions. Michael Baker worked with the City to develop and implement its Pueblo Viejo downtown vision plan. The project included development of public space improvements, cost opinions, and financial planning for capital projects and design standards and guidelines to implement in-fill mixed-use development and compatible architecture. Living Streets Design Manual and Aviation Boulevard Multimodal Corridor Plan. Manhattan Beach, Redondo Beach, and Hermosa Beach. California. Project Manager. Served as project manager and lead planner on this project. Aviation Boulevard is a direct route from the Beach Cities to the employment opportunities to the north and to the termination of the Green Line LRT. If modified to provide an attractive bicycle route, Aviation Boulevard will likely experience significant usage and its latent importance to the subregion will be more evident. This study will serve as a blueprint for the roadway, providing a clear path forward to real modal change. The project will also update the County’s Living Streets Design Manual to reflect the needs and desires of the local communities, providing direction to improving other streets. Foothill Boulevard - Malaga Bridge Project. Fontana. California. Deputy Project Manager and Lead Planner. Served as a deputy project manager and lead planner on the Foothill Boulevard - Malaga Bridge project. Responsible for assessing existing conditions, coming up with alternatives, and assisting the City in final alternative selection. In addition, she is assisted in public engagement efforts. The Malaga Bridge is a designated local historic landmark due to the importance as a railway grade separation. It serves as a traffic-free crossing for all users of the Pacific Electric Trail over Foothill Boulevard (Historic Route 66). The restrained length of the bridge has halted any modern treatments for Foothill Boulevard because of the bridge’s minimal width. The bottle neck situation often leads to traffic congestion and a lack of shoulder and center median causes concern. To accommodate for current heavy traffic and any new traffic increases that occur as well as accommodating for pedestrian and bicyclists, Foothill Boulevard needs to be Surabhi Barbhaya, AICP, LEED AP Years of Experience : 14 Education M.C.P., 2005, Land Use Planning, University of Cincinnati B.Arch., 1999, Architecture, Maharaja Sayajirao University of Baroda, India Licenses/Certifications Certified Planner, 2008 LEED Accredited Professional, 2006 Ms. Barbhaya has several years of experience in urban planning, real estate strategy, and architecture. She has worked on a spectrum of projects, including complete streets, comprehensive planning, design guidelines, and bicycle and pedestrian planning projects. Many of her projects have won local and state APA and ASLA awards. She primarily focuses on comprehensive analysis of demographic, market, economic, physical and organizational forces influencing sustainable development in urban areas. She uses graphic skills to communicate ideas to the audience during consensus building project phase. Her approach to urban planning and development emphasizes integration of proven planning principles and sustainable design with sound economics and understanding the real estate market. Deputy Project Manager 54 widened to increase the number of lanes. The project resolved the issue of widening Foothill Boulevard while being sensitive to historic bridge. Natural Bridge Great Streets Project, Normandy, Missouri. Project Planner. The East-West Gateway Council of Governments (EWGCOG) initiated a program called The Great Streets Initiative that aimed at connecting our streets and communities so they are mutually beneficial. The goal of the Great Streets Initiative program is to change the way the St. Louis Region plans and designs community streets. The past practice of merely dressing up a roadway is replaced by the linking of land use with transportation. By defining land use relationship to the street, the street will meet the needs of the adjacent land use and support economic revitalization, growth and sustainability. The vision statement for Natural Bridge is expressed as: “Natural Bridge Road shall be transformed into a vibrant destination that provides an inviting location for pedestrians, bicyclists, and motorists alike. The new facility will enhance existing and promote new commercial, residential, and entertainment uses and create an improved tax base. The corridor shall have a distinct look and feel that is consistent with the rich history of the communities that surround it. Dale Avenue Great Streets Project, Richmond Heights, Missouri. Lead Planner. Responsible for existing conditions analysis, and plan development. She also assisted in Public engagement efforts. The Dale Avenue Great Streets Initiative is focused on helping this “Main Street” in Richmond Heights become a center of the community. The City of Richmond Heights has embraced the importance of Great Streets and making the transportation /land-use connection in the community. The new Land-Use Plan for Dale Avenue was integrated with the travel way planning to make the Dale Avenue Corridor a great place to live, work, and play. The plan was focused on retaining the character of the residential, institutional, and business uses along the corridor. It was written as a living document to guide the development of the corridor to meet future challenges. While the vision is for the entire corridor, the plan was developed to phase implementation based on funding & development opportunities. Southside Redevelopment Plan, Jefferson City, Missouri. Lead Planner. Served as a lead planner on this project. The Southside neighborhood is challenged with limited economic development opportunities fueled by various factors including aging infrastructure, limited connectivity to major infrastructure and inconsistent commercial and housing land use patterns. The planning process included a structured program of citizen involvement designed to identify community values and build consensus, data inventory and analysis focused on citizen-defined issues, the of a phased master plan for the future based upon citizens’ needs, translation of the concept into strategies and actions for implementation. A 4-phased Redevelopment Plan was proposed based on research and analysis of existing socio- economic and physical conditions, land ownership, use and zoning. A multi- modal transportation infrastructure was proposed which included a trolley system for the area in order to connect the clientele from the north side to the businesses in the south. A finance strategy and an implementation plan was also proposed. Olive Boulevard Corridor Design Guidelines, University City, Missouri. Lead Planner. Served as a lead planner to develop design guidelines for the 4 mile stretch of Olive Boulevard between Skinker and 170 in University City. It is envisioned as a vital mix of commercial, retail, recreational and service activities. It was proposed that the visual attractiveness of the corridor can be improved with renovation of building facades, public art, landscaping and better building design and parking configurations. Worked with the City and community stakeholders, to form 4 districts along the stretch of the corridor. The intent of the guidelines is to encourage economic development, preserve historic buildings, and create useful and lasting improvements that attract new market interest and private investment. Further, the guidelines provide a framework for defining the scope of projects during preliminary planning and direct attention to those issues that impact development along the corridor. Fontana Mobility Best Practices Paper, Fontana, California. Planner, Researcher. As a part of Fontana general plan, prepared a “Transportation and Connectivity Best Practices White Paper”. The paper focused on changing approaches to transportation. In addition to conventional car-centric transportation, the paper concentrated heavily on multi- modalism, non-motorized means of transport and traffic calming. 55 Proposal for Development Area Plan For The Highway 111 Corridor Lomas Santa Fe Corridor Study. Solana Beach, California. Project Manager. Responsible for the oversight and management of both Phase I and Phase II of the project. Ms. Wilson developed the format and content of the community walk audit, staff walk tour, community outreach events and technical reporting. She oversaw a staff of engineers and landscape architects and assisted the City with addressing comments on the concepts developed for the corridor. The project extended from the western end of the City near Highway 101 to the eastern City limits at Highland Avenue. Working with the community, the project team identified barriers to mobility and gaps in the transportation network. Although the previously prepared CATS plan considered improvements for pedestrians and bicycles, the goal of this project was to identify holistic improvements for the corridor and identify near term improvements that could implemented immediately. Several projects identified in Phase I have been completed including striping modifications at the I-5/Lomas Santa Fe Ramps and sidewalk widening near Solana Hills Drive. Phase II of the project developed conceptual plans for the corridor and presented two options to the community on the east side of I-5. One of the two options included roundabouts and medians and the second of two options included only medians. Overwhelming the community supported the four-lane with medians alternative. The project team, lead by Ms. Wilson, assisted the City in pursuing and winning a SANDAG Active Transportation Grant and also assisted the City in submitting a statewide ATP grant in Fall 2018. Mission Boulevard Public Spaces and Active Transportation Project. Pacific Beach – San Diego, California. Task Manager and Technical Advisor. Prior to joining Michael Baker, Ms. Wilson served as the Task Manager responsible for the preparation of the Existing Conditions Report and Alternatives Analysis Study for the Mission Boulevard Project. Since joining Michael Baker, she continues to be involved in the project providing technical oversight and management of the Mobility tasks. The project aims to re-envision Mission Boulevard through Pacific Beach. The project team was responsible for identifying three potential cross-sections for the corridor that would allow for improved pedestrian and bicycle access as well as new opportunities to integrate streetscape and public spaces. Three alternatives were developed, evaluated and presented to the Community in September 2019. Feedback from the community will lead to the selection of the preferred cross-section. From there, the project team will developed 10% design plans of the preferred alternative and conduct a detailed field walk to assess potential pitfalls and cost prohibitive elements Dawn L. Wilson, P.E., T.E. Years of Experience : 24 Education B.S., 1993, Civil Engineering, University of California, Irvine M.S., 1995, Civil Engineering, University of California, Irvine Licenses/Certifications Professional Engineer, California, 2001, 62562 Traffic Engineer, California, 2010, 2548 Ms. Wilson has over 20 years of experience in preparing transportation planning studies and traffic engineering design plans. Over the past decade she has focused her career on preparing multimodal studies that focus on balancing transportation and land use within the built environment. Ms. Wilson has strived to develop a balance within her teams – encouraging the creative and innovative solutions in mobility planning with the practical, feasible design required in traffic engineering. With a diverse background in transportation planning, Ms. Wilson brings to her clients a holistic understanding of the physical, environmental and mobility needs in a community. In addition to her experience as a traffic engineer, she has worked closely with numerous community groups, boards and commissions on projects to build consensus and ultimately obtain project approvals. Circulation, Mobility and Active Transportation Lead 56 of the plan. Once refined, the elements of the plan will be prioritized and 30% design will be completed for the highest priority projects. Westside Mobility Project. National City, California. Principal in Charge. Responsible for the development of concept plans and recommendations for pedestrian and bicycle improvements in this Specific Plan area. STC worked with the City of National City to prepare a SANDAG Smart Growth Grant. The results of STC’s efforts lead to $245,000 in grant funding for design and over $2m in construction funding to build new sidewalks, traffic circles, bicycle facilities and pedestrian scale lighting. Ms. Wilson will help lead the design efforts and ensure that pedestrian and bicycle improvements meet the community needs and meet current design standards and best practices. Third & Fourth Streets Traffic Calming Study. Coronado, California. Project Manager. Responsible for preparing the technical analysis and community outreach for this high profile project. Third and Fourth Streets are key one-way corridors providing access onto and off of Coronado Island. For years, residents along these corridors have expressed concerns about traffic volume, speed and cut through activity. As a result, the Transportation Commission requested a technical study that evaluated potential alternatives and solutions to improve access across Third and Fourth Streets for all modes, reduced traffic speeds along Third and Fourth Streets and improved walking/traveling environments along the corridor. Ms. Wilson led the project team from initiation to project completion and continues to provide project support in the way of additional technical studies and design. SANDAG North Park Mid-City Bikeway Project. San Diego, California. Project Manager. Responsible for preparing the preliminary engineering for over 8 miles of bikeway improvements in the City of San Diego. The project included conceptual design of buffered bicycle lanes, reverse angle parking, cycle track, neighborhood traffic circles and mini-roundabouts. The goal of the project was to reduce traffic speeds, provide dedicated bicycle facilities and improve the neighborhood feel along the corridor. Plans were presented by SANDAG and the consultant team at numerous community group meetings. In addition to the conceptual design, Ms. Wilson oversaw the development of visual simulations, community outreach material and numerous technical memorandums summarizing field inspections, operational analysis and findings to support the conceptual design. Phase 4 Pedestrian Master Plan. City of San Diego, California. Project Manager. Responsible for developing pedestrian improvement projects within eight communities in the City of San Diego. The project entailed the development of project focus areas, field assessment, needs assessment, and GIS modeling to determine the pedestrian priority areas in each community. Ms. Wilson was responsible for overseeing GIS analysis prepared by a subconsultant team and for coordinating field assessments and conceptual designs for the recommended projects. Ms. Wilson worked closely with City of San Diego staff in preparing grant funding materials on a quarterly basis for City reimbursement on the project. Harbinson Avenue Traffic Calming Study and Final Design. La Mesa, California. Project Manager. Responsible for developing new traffic calming concepts for Harbinson Avenue. The City designed and constructed two traffic circles along Harbinson Avenue in 2012. As a result of the circles, several rear- end and sideswipe accidents occurred on the far side of the circles. Ms. Wilson was hired by the City to evaluate the cause of the accidents and to recommend alternative treatments. The circles were removed and new striping, median islands and speed tables were installed. STC prepared the striping plans and raised speed table design for the City. The concepts and plans were designed and installed within a short time period to meet Council direction and commitments to the community. Village Entrance Project, Laguna Beach, California. Landscape Architect. Responsible for developing the vision for the Village Entrance improvements, including the landscape design and public open space areas. The landscape design included California native and drought tolerant plants, an 11-foot wide multi-purpose trail, seat walls, decomposed granite pathways, landscape boulders, decorative lighting, bicycle racks, and water quality basins. Michael Baker’s services include architecture, landscape architecture, civil and structural engineering, environmental services, and related professional services. Rockfield Boulevard Streetscape Master Plan, Lake Forest, California. Landscape Architect. Responsible for preparing plans, specifications, and estimates for the decorative hardscape paving, planting, and irrigation improvements. Michael Baker provided the City of Lake Forest a Streetscape Master Plan and final construction plans, specifications, and estimates for Rockfield Boulevard. The development of the plan required an extensive community workshop visioning process and identification of city goals and design criteria. Improvements included raised medians, parkway improvements, signing and striping, entry monuments and gateways, pedestrian and landscape lighting, decorative paving, and landscaping and irrigation. The final design drawings created a cohesive landscape character to compliment and support several current city design themes along primary roadways and commercial districts while establishing a distinct streetscape image for Rockfield Boulevard. SoCo District Alleyscape Construction Documentation, Fullerton, California. Landscape Architect. Responsible for the schematic and final design of the alleys. Michael Baker worked with the City and the Downtown business community to develop a design concept that will uplift the image of this downtown district and recreate it as a festive, yet functional, alley environment. Michael Baker helped the community to arrive at a consensus-based design concept for the SoCo alleyscape and, consequently, was selected to prepare the necessary construction documents to elevate the concept to reality. Virginia Village Streetscape Improvements, Long Beach, California. Landscape Architect. Responsible for preparing plans, specifications, and estimates for the decorative street furniture, including lighting, bus shelters, and benches; decorative hardscape; planting; and irrigation improvements. Michael Baker assisted the City of Long Beach and the Redevelopment Agency with the development of the Virginia Village streetscape theme as part of the ongoing Long Beach Boulevard rehabilitation. The project included preparation of a streetscape master plan showing decorative paving, decorative crosswalks, historic street lighting and traffic signals, historic bus shelters, street trees, and low-water- 57 Proposal for Development Area Plan For The Highway 111 Corridor Jeremy P. Franzini, P.L.A. Years of Experience : 22 Education B.S., 1993, Environmental Studies, University of California, Santa Barbara M.L.A., 1996, Landscape Architecture, Texas A&M University Licenses/Certifications Landscape Architect, California, 2001, 4514 Mr. Franzini is a landscape architect with extensive experience managing and designing landscape architectural projects throughout southern California. His expertise includes landscape design, urban design, site planning, community facilitation, conceptual and schematic design, Master Plans, construction documents, specifications, cost estimates, and project management for public and private projects. His ability to creatively balance artistic and scientific principles results in projects that are beautiful, safe, and enjoyable. Many of his projects incorporate sustainable and green design principles that create lasting benefits for both the Client and the environment. Landscape Architecture/ Placemaking Lead use median landscaping. Michael Baker prepared final construction plans, specifications, and estimates based on the streetscape master plan showing the proposed improvements to the Virginia Village area. State Route 55 / Newport Avenue Gateway and Landscape Improvements, Tustin, California. Project Manager. As project manager and landscape architect, responsible for Streetscape Master Plan and final construction documents. Michael Baker provided gateway and landscape design guidelines for the S.R. 55 northbound Edinger Avenue ramps and bid-ready landscape construction plans for the existing medians and right-of- way areas on Newport Avenue. The design guidelines direct the streetscape improvements for future redevelopment in the area, establish a new welcoming gateway to the City of Tustin, and create a distinct urban experience for the development area. Michael Baker provided schematic design alternatives, a streetscape master plan, and final construction plans, specifications, and estimates to City of Tustin standards. Foothill Parkway Westerly Extension, Corona, California. Landscape Architect. Responsible for preparing plans, specifications, and estimates for the decorative hardscape, planting, and irrigation improvements. Michael Baker prepared 12 initial concept plans and developed a comprehensive basis of design report based upon design and environmental studies for the westerly extension of Foothill Parkway as a four-lane roadway from approximately 250 feet west of Trudy Way to Green River Road, a distance of approximately two miles. Michael Baker began a public outreach program, designed a comprehensive website, prepared illustrative communications materials, and organized a large-scale, interactive open house focused on details for the roadway extension. Michael Baker also provided engineering services for the preparation of roadway plans, bridge and retaining wall plans, right-of-way engineering, storm drain plans, roadway grading plans, traffic signal plans, landscape and irrigation plans, water line plans, and construction cost estimates. South Garfield Avenue Specific Plan/South Garfield Avenue Specific Plan and Streetscape Improvements, Monterey Park, California. Landscape Architect. Responsible for preparing plans, specifications, and estimates for this Specific Plan. Michael Baker provided pedestrian and bicycle planning, urban design guidelines, and parking and zoning analysis for preparation of a Specific Plan that addresses the future use and intensity of development along an urban village area. The area will be station location for the Gold Line LRT Extension. The plan addresses future mixed-use, parking, and densities to better prepare the area for embracing transit and benefiting from transit-oriented development opportunities. Immediate improvements include better aesthetics and place-making design as well as improvements to incorporate Complete Streets elements, including improved tree canopies, pedestrian connectivity, sidewalk dining, and separated bicycle facilities. Washington Boulevard Restoration, Commerce, California. Landscape Architect. Responsible for preparing plans, specifications, and estimates for the decorative hardscape, planting, and irrigation improvements. Michael Baker provided design services for the widening and reconstruction of Washington Boulevard from Interstate 5 to the western City boundary near the UPRR yards, a distance of 2.8 miles. The primary project elements included: widening Washington Boulevard from two through lanes to three through lanes in each direction; reconstructing sidewalks, curbs, gutters, curb drains, curb returns, driveways, medians, and ADA ramps; upgrading traffic signals, signs, street lighting, and lane striping; constructing new landscape planters, and median landscape improvements; facilitating Caltrans encroachment processes for both I-5 and I-710 ramp interfaces; and providing public outreach services. The project roadway remained open during the construction process and required extensive traffic handling and traffic detour coordination, specifically addressing the extensive phasing required for PCC construction. Work items also included extensive coordination with utility agencies, Caltrans Local Assistance, BNSF, UPRR, and multiple private property and business owners. 58 59 Proposal for Development Area Plan For The Highway 111 Corridor Station Area Plan and EIR. Merced, California. Outreach Leader. Responsible for leading community engagement including the coordination and delivery of two public workshops and providing stakeholder advisory committee support to the prime consultant. As a subconsultant to Mott McDonald, Michael Baker is providing planning and environmental services to the City of Merced to complete a Station Area Plan based on a grant from the California High-Speed Rail Authority. Michael Baker provided extensive public outreach and design alternatives, and will be preparing the EIR. Downtown Concept Plan Update. San Luis Obispo, California. Outreach Leader. Responsible for delivering outreach services, summarizing results of community engagement, developing the concept plan, and materials to communicate the concept plan to a diverse public audience. One of the primary objectives of the plan was to create a downtown Rathbun Corridor Sustainability Plan Outreach and Cross-Sector Collaboration. Big Bear Lake, California. Outreach Leader. Implemented school-based community outreach to engage marginalized stakeholders. The program included STEM- based learning and a public meeting hosted by 7th grade students. Conducted analysis and made recommendations including the formation of a for-benefit development corporation to supplement public investment in open space and active transportation infrastructure. Rim of the World Active Transportation Plan, SANBAG (San Bernardino Associated Government), California. Project Manager. Responsible for managing a team of technical staff and sub-consultants to prepare an active transportation plan. This included a diverse set of public engagement activities, preparation of a baseline conditions report and technical studies, identification and prioritization of project and program opportunities, cost estimation, and a strategy for plan implementation. As a recreation and park special district, the client was new to active transportation and we provided them with training, capacity building, and facilitation of new relationships with local, state, and federal agencies critical to plan implementation. Michael Baker is preparing the Rim of the World Active Transportation Plan for the Rim of the World Recreation and Park District. The district is an independent park and recreation provider serving the mountain communities of Blue Jay, Crestline, Green Valley Lake, Lake Arrowhead, Rimforest, and Running Springs. The district and its stakeholders recognize the importance of bicycle and pedestrian improvements for advancing community health, improving the environment, Siri A. Champion Years of Experience : 18 Education M.A., 2008, Urban Planning, University of Southern California B.A., 2000, Geography and Urban Planning, Macalester College Affiliations American Planning Association, Member Ms. Champion has over 18 years of experience in community planning, which has included agency staffing, leading public engagement, and applying innovative, multi-disciplinary approaches to her projects. Ms. Champion helps stakeholder identify opportunities for multi-benefit projects to make their communities more conducive to walking, bicycling, riding transit, enjoying public spaces, and building new businesses. She has lived and worked in tourist economies where active transportation is a strategy for economic development. That strategy extends beyond pathways of travel to branding, design guidelines, public spaces, social retail, and other businesses that create unforgettable experiences as well as transportation networks including multimodal pathways separated from motorized traffic. Community Outreach Lead 60 increasing public safety, helping kids travel to school, placemaking, and promoting economic development. For the Active Transportation Plan, Michael Baker is responsible for conducting extensive community outreach; assessing existing infrastructure; analyzing transit, traffic, land use, and economic conditions; and developing a plan that includes a vision, goals, and objectives. Transportation Project Prioritization Study and Regional Arterial Cost Estimate Update, Coachella Valley Association of Governments (CVAG), California. Senior Planner. Responsible for advising and providing support to the Project Manager. Michael Baker provided services for the Transportation Project Prioritization Study (TPPS) and Regional Arterial Cost Estimates (RACE) 2010 updates, Active Transportation Plan (ATP), and Transportation Uniform Mitigation Fee (TUMF) Nexus Study. The project includes a ranking system for evaluating the need for improvements and is useful as a monitoring program that will allow the client to address changing conditions of their arterial road system over time. Michael Baker’s team identified all of the potential projects through the entire study area, determined if they were considered regionally significant, and are positioned to include them in the TUMF calculations to act as a new potential funding source for these projects. Active Transportation Program Grant Writing. San Luis Obispo Council of Governments. Senior Planner. Responsible for writing two successful Active Transportation Program grant applications to fund a multimodal pathway connecting two communities and a safe routes to school project. On-Call Staffing Support. Big Bear Lake, California. Grant Writer. Responsible for grant writing to support implementation of an Active Transportation Plan. Helped the City of Big Bear Lake acquire more than $5 million dollars for pedestrian and bicycle infrastructure improvements. Community Plans Continuum Project, San Bernardino County, California. Senior Planner. Responsible for serving as a group project manager which involved overseeing outreach and plan development in five unincorporated communities. Plan development included working with local community members and technical experts to pre goals, objectives, and action plans to address traffic, transportation, environmental, community service, and economic development needs. In addition, plan development included identification of regional issues and communicating them to the client for incorporation into their General Plan update. As part of the countywide planning process for the largest county in the U.S., Michael Baker is guiding the development of community plans for 26 unincorporated communities. The plans are strategic in nature and address each community’s direction and vision, aligning them with the overall Countywide Vision. Communities range from the San Bernardino Mountains to the Mojave Desert. The project includes intensive immersion weeks where multiple facilitations teams are immersed in each community conducting collaborative public workshops. Six group project managers are assigned a number of the 26 plans and are responsible for utilizing technical team experts to facilitate community capacity building, infrastructure and transportation, land use and urban design, environmental and resiliency, housing, and finance to help develop goals, objectives, and action plans to address the issues and needs of each community. Big Bear Valley Pedestrian, Bicycle, and Equestrian Master Plan. Big Bear Lake, California. Senior Planner. Managed data collection, public outreach, technical analysis, and plan production. The plan identifies pedestrian, bicycle, and equestrian projects across multiple jurisdictions and marries active transportation improvements to economic development opportunities with a focus on recreation, wellness, and tourist industries. Valley Boulevard Specific Plan and Health and Wellness Element. San Bernardino County, California. Senior Planner. Managed and integrated two projects for a transitional neighborhood impacted by residential development encroaching on historically industrial land uses. Significant challenges addressed included inadequate water-related infrastructure, conflicting development pressures, vehicular dominated roadways. Primary tools to address these challenges included corridor redesign to accommodate bicycling and walking, promotion of urban agriculture, and strategic nodes of community-based economic development. 61 Proposal for Development Area Plan For The Highway 111 Corridor Route 92 Specific Plan Amendment Study. Hayward. California. Analyst. Performed fiscal impact analysis. Michael Baker prepared study components to assess the need for amendments to the Specific Plan Area. Conducted environmental review of the selected preferred plan from three alternatives. MSR/SOI, California. LAFCo of Sutter County. Analyst. Lead financial analyst. The Sutter County Local Agency Formation Commission contracted with Michael Baker to complete a municipal services review (MSR) and sphere of influence (SOI) update for various Sutter County agencies. The Michael Baker project team drafted MSRs and SOI updates pursuant to the Cortese- Knox-Hertzberg Local Government Reorganization Act of 2000. Transit Oriented Development Grant Application. City of Palmdale. Grant Writer. Assist in preparing TOD grant application to fund a multi-modal downtown circulation plan. Coordinate details of the grant application with city staff. McCabe Ranch II Specific Plan EIR, California. Imperial County Planning Department. California. Analyst. Performed fiscal impact analysis. The Specific Plan proposed two land use areas—a gated community and an open community—on approximately 468 acres. The gated community would include approximately 443 residential units and both private and public parks/open space. The open community would consist of approximately 1,665 residential units, two elementary school sites, two commercial areas, a multipurpose community area, and public parks/open spaces areas. Cloverdale General Plan Update and Environmental Impact Report. Cloverdale. California. Analyst. Performed fiscal impact analysis. Michael Baker staff assisted the City in its comprehensive General Plan update with such issues as residential land supply, hillside development, economic and fiscal assessments, downtown design and community Derek D. Wong, AICP Years of Experience : 23 Education M.B.A., 1995, Economics/Business, California State Polytechnic University, San Luis Obispo B.S., 1993, Environmental Analysis and Planning, University of California, Davis Licenses/Certifications American Institute of Certified Planners, California, 2001, 016553 Mr. Wong has several years of project management and consulting experience specializing in transportation and infrastructure financing of public facilities. He has managed complex engagements that require the identification and analysis of revenues and costs for local and regional projects and programs, including for the transportation and development communities. He has developed various revenue strategies and funding mechanisms that involve consensus building with local community stakeholders and governing boards to bridge funding shortfalls in operations and with capital facilities. Mr. Wong also conducts organizational performance audits of regional planning agencies and provides recommendations for process improvement and compliance with state law. He has taught seminars on public financial management to planning and finance professionals throughout California, with coursework including revenue strategies and financial planning techniques. His work focuses on project management, infrastructure financing, fiscal and economic analysis, and user and impact fees. Economist/Fiscal Policy Planning Lead 62 appearance, and traffic circulation. Michael Baker also assisted in the development of a public participation program designed to solicit and encourage citizen involvement in the General Plan revision process, including establishing and maintaining a website, preparation of newsletters, and presentations to local groups. Upon the City’s completion of its General Plan, Michael Baker prepared the accompanying program Environmental Impact Report, which evaluated impacts associated with the update. General Plan Update and Program Environmental Impact Report. Mendocino County. California. Analyst. Performed fiscal impact analysis. This project involved a comprehensive update to Mendocino County’s General Plan, last updated in 1981. The update project focused on revisiting the existing General Plan policy framework, with special emphasis on such topics as rural county growth, conversion of agricultural and resource lands to urban uses, economic development, and environmental protection. Michael Baker and County staff prepared a Draft Framework Goals and Policies document intended to serve as the basis for the revised General Plan. Michael Baker also prepared a Program Environmental Impact Report for the General Plan update. Supplemental Environmental Impact Report for the Santana Ranch Specific Plan. San Benito County. California. Analyst. Responsible for peer review of fiscal impact analysis. Michael Baker prepared the Supplemental Environmental Impact Report for the Santana Ranch Specific Plan proposal, assessing project impacts such as including traffic, biology, water resources, air quality, noise, and project aesthetics. The Specific Plan included 1,092 dwelling units, a neighborhood commercial district, a mixed-use area, parks, and an elementary school. Development Impact Nexus Analyses and Fee Studies. City of Redding. California. Analyst. Provided overall project coordination, including communications with the client. Attended Fee and Rate Committee meetings, presenting and answering questions on methodology and the development of the fee recommendations. Responsible for verifying the accuracy of the nexus analysis and integrity of the findings. Michael Baker International prepared an updated traffic San Bernardino, fire, and parks fee analysis for new development in accordance with the City’s current capital improvement plans and revised growth projections. Development Impact Fee Study. City of Willows. California. Analyst. Prepared a nexus analysis for updating the City’s development impact fees. Reviewed future land uses, service standards, and demographic forecasts. Developed new fee categories for public infrastructure financing including transportation, public safety, wastewater, and library. Fiscal Impact Analysis. City of Santa Rosa. California. Analyst. Managed the analysis of the fiscal impacts from potential annexation of unincorporated islands within the city’s urban growth boundary. Tasks included providing an assessment of existing conditions, confirming land use values and market absorption rates, identifying infrastructure and service deficiencies, determining project area revenues and capital and operation and maintenance expenditures, and developing implementation strategies. A market analysis was also conducted that evaluated different development scenarios for retail and industrial uses based on market factors. LA-RICS Funding Plan (L.A. Regional Interoperability Communication System). Los Angeles County. California. Analyst. As lead financial analysis, responsible for analysis of cost model and update as well as primary liaison with the client. Michael Baker developed a funding plan for a regional integrated wireless voice and data communication system to serve first-responders. Michael Baker’s services included stakeholder outreach and facilitation services, municipal finance services, and preparation of the funding plan. 63 Proposal for Development Area Plan For The Highway 111 Corridor SilverRock Backbone Infrastructure, La Quinta, California. Project Manager. Responsible for the design of SilverRock Way, approximately 6,300 linear feet of roadway. Work efforts included preparation of the final construction documents including street, sewer, water, storm drain and canal crossing improvement plans; quantity and cost estimates; PM-10 Fugitive Dust Plans; Notice of Intent (NOI); Stormwater Pollution Prevention Plan (SWPPP); Water Quality Management Plan; hydrology and hydraulics. Jefferson Street/Avenue 53 Roundabout, La Quinta, California. Project Manager. Responsible for the design of the proposed roundabout and striping of Jefferson Street from Avenue 52 to Avenue 54. Work efforts included preparation of the final construction documents including street, sewer, water, storm drain improvements and striping plans; cost estimates; specifications; hydrology and hydraulics calculations and reports, and landscaping plans. Eisenhower Retention Basin Project, La Quinta, California. Project Manager. Responsible for the design of the proposed closed storm drain system and retention basin alo ng the west side of Eisenhower Drive between Coachella Drive and Avenida Fernando. Work efforts included hydrology and hydraulic calculations and reports, retention basin grading design with infiltration calculations, storm drain improvement plans, specifications and cost estimate. Terra Lago Four Seasons Project, Indio, California. K. Hovnanian Companies of California. Project Manager. Serves as the project manager for the entitlement and design of the Terra Lago Project in Indio, California. The project consists of over 820 new active adult residential units and a large 22,000 square foot recreation center. Work efforts included preparation of the final construction documents including street, sewer, water and storm drain improvement plans; quantity and cost estimates; plot plans; rough and precise grading plans; PM-10 Fugitive Dust Plans; Notice of Intent (NOI); Storm Water Pollution Prevention Plan (SWPPP); Water Quality Management Plan; hydrology and hydraulics; lot exhibits; and final subdivision maps for the project. Michael Baker provided and is currently preparing mapping services for the Terra Lago Four Seasons project consisting of an ultimate build-out of 827 residential, single-family lots. Terra Lago Daniel Koravos, P.E. Years of Experience : 38 Education B.S., Applied Science & Technology, Thomas Edison State College Licenses/Certifications Professional Engineer - Civil, California, 1983, 36718 Professional Engineer - Civil, Massachusetts, 1994, 37752 Professional Engineer - Civil, New Hampshire, 1994, 08795 Mr. Koravos possesses a diverse civil engineering background and has been responsible for all civil engineering aspects of several projects including engineered conceptual layout, grading, earthwork analysis, storm drainage design, sewer design, roadway layout and design, septic system design, project design review, project management and regulatory processing. While working in the private sector, Mr. Koravos has performed public works and plan review services for various towns and cities in California, Massachusetts and New Hampshire. As Director of Subdivision Engineering at Michael Baker International in Irvine, CA, he is responsible for all aspects of design, permitting and construction coordination on large residential subdivisions. He is based in Michael Baker’s Palm Desert office, and is serving as Project Manager for the SilverRock Resort project in the City of La Quinta. Through this role and other experiences working with desert communities on large-scale projects, Mr. Koravos is very knowledgeable about all aspects of civil engineering standards in the desert. This includes engineered conceptual layout, roadway layout/design, grading, earthwork analysis, storm drainage design, project QC/QA control, and regulatory processing. Traffic/ Mobility 64 is being built over several phases with the first phases including seven separate final maps that were prepared and recorded within the City of Indio. Michael Baker was responsible for attending project meetings and preparing final tract maps, ALTA surveys, and various plats and legal descriptions to assist the developer with the Bureau of Real Estate (BRE) and Department of Real Estate (DRE). Several additional mapping items were necessary for the delivery of various construction documents, including temporary construction easements and exhibits regarding encroachment permits through the Coachella Valley Water District, Valley Sanitary District, and the Bureau of Reclamation. The Links at Monarch Beach and Villas at Salt Creek, Dana Point, Laguna Niguel, California. The Stein Brief Group. Project Manager. Responsible for project management, project design and construction coordination. Final design and project management for the Monarch Beach Development, a planned community development in Laguna Niguel, California, consisting of approximately 800 single family lots, 200 condominium units, 100 luxury custom lots, a tennis facility and park site. The scope of work included preliminary layout, grading design, survey calculations, sanitary sewer and storm drain design, arterial highway design, retaining wall plan and profile design, parking analysis and layout, utility design, earthwork analysis, cost estimating, final roadway design, permitting and construction coordination. Michael Baker has provided engineering and planning services for major infrastructure and subdivision improvements to a 600-acre golf course- related residential community since 1977. Michael Baker’s services have included the preparation of final golf course grading plans and precise grading plans for the overall project. Marblehead Development, San Clemente, California. John D. Lusk Company. Project Manager. Responsible for project management, project design and construction coordination. Final design and project management for the Marblehead Development, a planned community development in San Clemente, California, consisting of approximately 900 single family lots, 100 condominium units and a 150-unit apartment complex. The scope of work included preliminary layout, grading design, survey calculations, sanitary sewer and storm drain design, retaining wall plan and profile design, parking analysis and layout, utility design, earthwork calculations, cost estimating, final roadway design, permitting and construction coordination. Michael Baker provided site planning, engineering, environmental services, and construction staking services for the development of the 1,000-acre Marblehead Planned Community. Michael Baker prepared a general plan amendment, specific plan, public access plan, habitat management plan, tentative tract map, and site plans for Marblehead Coastal, the remaining 248 acres with 313 residences, a 60-acre regional commercial center, and 125 acres of open space. Michael Baker also obtained a Coastal Development Permit for the project. CarMax Superstore Due Diligence and Site Investigation, Palm Desert, California. CenterPoint Integrated Solutions, LLC. Project Manager. Serves as manager of the project which included due diligence research; site investigation and evaluation; meetings with local jurisdictions; review of conceptual site layout, grading, drainage, and utility plans, review of conceptual landscape plan, other services necessary including any extraordinary requirements and costs associated with development of the site to complete the due diligence and investigation phase of the project. The purpose of these services is to identify and quantify any and all of the development and site entitlement requirements and criteria, site conditions and constraints, on-site and off-site improvements and schedule for client to prepare a detailed site feasibility analysis for submittal to Owner. Owner will then use this analysis and other considerations as to whether to proceed with the project. Sundance, Beaumont, California. Pardee Homes. Project Manager. The project consists of 4,400 lots on 1,094 acres within the City of Beaumont, CA. Serves as the project manager for all aspects of the final engineering including lot fit analysis; plot/precise grading, establishing building pad and finish floor elevations, slopes, major landscape topographical features, street lights, sewer and water laterals, driveway slopes, waterline appurtenances, and area drains; perimeter & return wall plans; buyer notification exhibits including phase exhibits, community exhibits, construction exhibits and processing; coordination with Client to review the progress of the work and to provide additional consulting services as needed. 65 Proposal for Development Area Plan For The Highway 111 Corridor Topgolf Specific Plan Peer Review. City of El Segundo. Senior Planner. Conducted a peer analysis on behalf of the City for the Topgolf Specific Plan, which was provided as part of the Topgolf Project for the construction of a new three-story, approx. 65,000 square-foot Topgolf recreational facility and outdoor practice area at The Lakes at El Segundo golf course and driving range. Transit-Oriented District (TOD) Overlay – Marine Avenue Green Line Station, City of Lawndale, California. Project Planner. Coordinated the implementation of a TOD overlay zone within the City of Lawndale and the preparation of a model TOD ordinance for the Cities of Lawndale, Hawthorne, and Redondo Beach, funded by an LA Metro grant. Hawthorne Boulevard Specific Plan Update, City of Lawndale, California. Project Planner. Undertook a land use analysis leading to an update of the allowed uses and zoning map for the Specific Plan area in an effort to seek balanced economic growth and fiscal sustainability along the City’s main transportation corridor. Sign Ordinance Update, City of Lawndale, California. Project Planner. Completed a targeted update of the sign regulations focusing on ensuring legal integrity, billboards, digital signs, and temporary signage. Hawthorne Boulevard and Manhattan Beach Boulevard Redevelopment Project, City of Lawndale, California. Project Manager. Provided direction for the redevelopment of a prominent intersection corner, involving former Redevelopment Agency land, a rezoning, the closure of a mobile home park, and the negotiation and preparation of a disposition and development agreement with a developer. Community Plans Continuum Project, San Bernardino County, California. San Bernardino County. Task Manager. Group Project Manager. As a Group Project Manager, lead the efforts to prepare community plans for five unincorporated communities Perry Banner Years of Experience : 17 Education B.A., 2003, Economics, The University of Western Ontario, London, Canada Affiliations American Planning Association, Member Mr. Banner joined Michael Baker International in 2016, bringing over 15 years of experience in local government and urban planning to the firm from work in both the United States and Canada. He possesses a diverse range of skills, including project management, land use analysis, and policy development. His capabilities also include economic development and real estate development. Mr. Banner received his bachelor’s degree in economics from The University of Western Ontario, Canada. At Michael Baker, Mr. Banner’s primary responsibilities are the management and preparation of planning documents, including General Plans, Community Plans, and Specific Plans. Project responsibilities typically include project management and technical review of planning documents, and participation in public outreach programs. Utilizing his experience in community planning, he is also regularly involved in land use and policy planning projects. Mr. Banner is frequently assigned to provide senior level staff support services for local jurisdictions drawing heavily on his extensive experience in municipal government. Policy/ Development Standards/ Design Guidelines 66 in San Bernardino County – Joshua Tree, Lucerne Valley, Homestead Valley, Morongo Valley, and Pioneertown. As part of the countywide planning process for the largest county in the U.S., Michael Baker is guiding the development of community plans for 26 unincorporated communities. The plans are strategic in nature and address each community’s direction and vision, aligning them with the overall Countywide Vision. Communities range from the San Bernardino Mountains to the Mojave Desert. The project includes intensive immersion weeks where multiple facilitations teams are immersed in each community conducting collaborative public workshops. Six group project managers are assigned a number of the 26 plans and are responsible for utilizing technical team experts to facilitate community capacity building, infrastructure and transportation, land use and urban design, environmental and resiliency, housing, and finance to help develop goals, objectives, and action plans to address the issues and needs of each community. Local Hazard Mitigation Plan and Safety Element Update, City of Lawndale, California. Project Planner. Led the efforts of the City in preparing its first local hazard mitigation plan (LHMP) and updating both the Safety Element of the General Plan and the City’s Emergency Operations Plan (EOP). Lawndale Community Center (Pre-Construction), City of Lawndale, California. Project Manager. Conducted site analysis/site selection, coordinated public outreach, contracted the architectural firm, and processed project entitlements. Habitat for Humanity – 162nd St. Project, City of Lawndale, California. Project Manager. Teaming up with Habitat for Humanity, this project delivered the City’s first affordable housing project in 25 years using former Redevelopment Agency housing set- aside funds. Marijuana Management Program. City of Laguna Woods. Senior Planner. Coordinating the development of a local marijuana management program for the City, including legislative analysis, community engagement, development of regulations and a permitting process, presentations before policy-makers and elected officials, and preparation of informational materials. City of Lawndale, California. Planning Manager. 2007-2016. As Planning Manager, Mr. Banner was responsible for managing, supervising, and coordinating the Community Development Department, including the Planning, Building, and Housing Divisions. He also coordinated redevelopment and economic development activities. Perry authored a number of zoning code amendments and general plan and specific plan updates, and also processed many development review applications, including site plans, design review, conditional use permits, variances, subdivision maps, and environmental reviews over the course of 11 years. 67 Proposal for Development Area Plan For The Highway 111 Corridor Infrastructure Financing Study and Project. Western Riverside Council of Governments (WRCOG), California. Economist/Fiscal Policy Planner. Implementation Plan for the City of Banning The purpose of the study is to develop a list and cost estimates for major transportation improvement projects needed in the City of Banning over the mid to long- term period (2040). The projects are included in the Transportation Uniform Mitigation Fee program (TUMF) of the WRCOG. However, the TUMF is not expected to cover the full cost of the improvements. In addition, there are critical circulation element roadways that are not included in the current TUMF. The project will determine the total funding gap for these projects from local and regional sources and research funding sources to potentially fill the gap including grants, special district financing, area of benefit fees and developer contributions. An assessment will made of the feasibility of each funding source in a funding report. Development Impact Fee Study and Reports. Coachella, California. Economist/Fiscal Policy Planner. The Michael Baker team completed the Five-Year AB 1600 Impact Fee Report two years ago and is now conducting an update of the impact fees for the City. The fee update is comprehensive, including General Government, Police and Fire Protection, Park Improvement and Park Land, Library, Streets, and Transportation. Because Coachella is one of the largest and fastest growing cities in the Coachella Valley, the impact fee program has drawn the attention of local building industry groups. The Michael Baker team has been working to address the concerns of the development community in the Coachella Valley while at the same time ensuring that the fee program fairly assigns the cost of improvements needed to serve new development Belmont Creek Flood Management Plan. San Mateo, California. Economist/Fiscal Policy Planner. Mr. Serafini conducted extensive research and prepared a comprehensive funding strategy designed to implement a set of proposed alternatives selected by the Belmont Creek Collaborative to mitigate flooding caused by periodic overbank flows of Belmont Creek in the cities of Belmont and San Carlos. Mr. Serafini also prepared a conceptual Prop. 68 grant proposal to the California Natural Resources Agency for one of the alternatives. City of Chula Vista, Public Facilities Financing Plans and Fiscal Impact Analysis. Prepared Public Facilities Finance Plans (PFFPs) and fiscal impact analyses for major land development projects in Chula Vista in San Diego County. The PFFPs are required by the City’s Growth Management Program to describe the public facilities required to serve the proposed residential and commercial land development in accordance with adopted level of service standards for public facilities and services. The purpose of the PFFP is to identify the means of financing the construction and acquisition of the roadways, parks, Dino Serafini, PE Years of Experience : 22 Education Graduate Studies, Civil Engineering, San Diego State University M.A., 1978, Environmental Policy and Management, University of California, Riverside B.S., 1976, Resource Economics, University of California, Riverside Licenses/Certifications Professional Engineer - Civil, California, 1993, C051164 Mr. Serafini has 34 years of public infrastructure planning, financing, design, and construction management experience in California working with city, county, school district, military, and private clients. He specializes in developing programs and initiatives designed to finance and maintain public facilities serving both new communities and redevelopment projects. Mr. Serafini has extensive experience in the formation of special financing districts, preparing impact fee nexus studies, public facilities financing plans, and capital improvement programs. Mr. Serafini advises clients on the financial implications of land development policies. Economist/Fiscal Policy Planning 68 water and sewerage infrastructure, libraries, fire stations, schools, and other public facilities, including an analysis of potential development impact fees and other funding sources. San Marcos Creek Financing Plan. San Marcos, California. Economist/Fiscal Policy Planner. Developed a financial pro forma model yielding the return on investment resulting from various financing and fee options and development scenarios. The San Marcos Creek flood control and Creekside District Specific Plan project created a new urban center of high-density transit- oriented mixed-use development in an underdeveloped area of the city impacted by a floodway. Michael Baker International developed a financing plan for the Creekside District’s public improvements including levees, road crossings, culverts, parks, open space, and habitat restoration, monitoring, and maintenance. The City was prepared to invest a substantial portion of the funding to make the plan a reality and provided incentives to private developers that vested early in the project. An essential element of the analysis was to recommend a public facilities fee structure providing for a reasonable return on private investment given various levels of City investment in the project. Public Services and Facilities, Capital and Service Cost Analysis. Bakersfield, California. Economist/ Fiscal Policy Planner. Developed the Public Services/Public Safety Facilities Element providing comprehensive infrastructure needs and evaluation methodologies specifically designed to support the General Plan goal of encouraging sustainable development in the greater Bakersfield area through coordinated public facilities and capital improvement policies. Michael Baker International updated the Metropolitan Bakersfield General Plan to bring the joint City and County planning tool into compliance with Senate Bill 375. Sea Level Rise Assessment. Monterey, California. Economist/Fiscal Policy Planner. The Michael Baker Public Finance Team is working on an assessment of the financial cost of SLR on granted public trust lands in the city, including the cost to repair damage, the value of lost improvements, and the cost to prevent or mitigate damage. Mr. Serafini’s role was estimating the diminished property value, and loss of lease and tax revenues due to inundation and loss of economic use. Public Facilities Finance Plan. Chico, California. Economist/Fiscal Policy Planner. Coordinated a team of engineers and planners in the development of the PFFP for the Chico General Plan update. This effort consisted of a comprehensive assessment of the facility needs for all City departments, including parks and recreation, general government, police and fire protection, roads, and wastewater. The needs assessment was driven primarily by new growth anticipated in the General Plan but also by application of adopted level of service standards for public facilities and services. Essential components of the PFFP included comprehensive evaluations of the cost of public facilities and of potential funding sources, including an analysis of potential development impact fee, special district, grant funding and redevelopment tax increment revenues. 69 Proposal for Development Area Plan For The Highway 111 Corridor Interstate 10/Avenue 50 Interchange, Coachella, California. City of Coachella. Environmental Associate. Responsible for managing the development of CEQA and NEPA environmental compliance documentation for the Avenue 50 Extension Project. The project required extensive coordination between local, state, and federal agencies. Michael Baker, as the prime consultant, prepared a project study report and provided state and federal environmental documentation for the I-10/Avenue 50 Interchange Project. The purpose of the project is to relieve forecasted congestion on I-10 and S.R. 86, including the Dillon Road interchanges. The interchange improvements will provide a new gateway into the city and improve access to I-10 for vehicles traveling in and out of the city. Michael Baker prepared the project report; new connection report; environmental documentation; geometric approval drawings; design exceptions fact sheets; and plans, specifications, and estimates (PS&E). On-Call General Plan Planning and Environmental Support, Riverside County, California. Riverside County. Assistant Project Manager. Responsible for the review and finalization of the updated general plan document, general plan environmental impact report, and climate action document. Tasks associated with the general plan update included adding supplemental analysis to the documents, providing CEQA compliance and noticing support, completion of the Final EIR documents, and representing county staff during project meetings and hearings. Also responsible for serving as the project manager for an IS/MND supporting a minor amendment to the county general plan. The general plan project required responsibility to act as the serving advisor to the county on both environmental and land use matters as projects completed the public review and hearing process. Michael Baker has provided on-call general plan support to the County since 2014. Responsibilities include processing General Plan Amendments, California Environmental Quality Act (CEQA) compliance, zoning code amendments, and climate action plan support. Michael Baker has also completed the County’s Fifth Cycle Housing Element Update, as well as a number of General Plan Amendments and CEQA documents. Temecula Creek Inn Specific Plan Environmental Impact Report, Temecula, California. City of Temecula. Environmental Associate. Responsible for assisting the project manager in quality checking the analysis sections for the project EIR, as well as updating the analysis sections with new technical data developed for the project. Due to the scale of Peter J. Minegar, CEP-IT Years of Experience : 5 Education B.S., 2014, City and Regional Planning, California State Polytechnic University, San Luis Obispo Graduate Studies, Environmental Management and Policy, University of Denver Licenses/Certifications Certified Environmental Professional In Training, 2015 Mr. Minegar specializes in environmental compliance, as well as planning. As an Assistant Project Manager at Michael Baker, Mr. Minegar provides environmental compliance services to both private and public sector clients, specializing in CEQA/NEPA Compliance, (Initial Studies, Negative Declarations, Environmental Impact Reports, and Environmental Assessments), as well as General Plan documents. Mr. Minegar has a broad range of project environmental planning experience ranging from project-level analysis of infrastructure improvements to program-level analysis to support a General Plan amendment. He has been involved in preparing environmental and planning documentation, as well as representing agency staff for a range of highly controversial projects subject to scrutiny by the general public, environmental organizations, and public agencies. Policy/ Development Standards/Design Guidelines 70 the development, extensive analysis was required for transportation, cultural resource, and public utility impacts. Michael Baker provided professional services to prepare an environmental impact report for the Temecula Creek Inn Specific Plan. The plan proposes to expand Temecula Creek Inn into a master-planned 18-hole golf course resort community. The development is on 305 acres, and the Specific Plan proposes five planning areas. The Specific Plan will require a Specific Plan for the Temecula Creek Inn, a General Plan Amendment for the Land Use and Circulation Elements, a Vesting Tentative Tract Map, and a Development Plan. This project is challenged with water, sewer, traffic, and cultural resource issues. Community Plans Continuum Project, San Bernardino County, California. San Bernardino County. Environmental Associate. Responsibilities included synthesizing community comments and goals into specific actions plans for communities across the County. Key topic areas included new updated roadway infrastructure, improves pedestrian facilities, community centers, and many other amenities. As part of the countywide planning process for the largest county in the U.S., Michael Baker is guiding the development of community plans for 26 unincorporated communities. The plans are strategic in nature and address each community’s direction and vision, aligning them with the overall Countywide Vision. Communities range from the San Bernardino Mountains to the Mojave Desert. The project includes intensive immersion weeks where multiple facilitations teams are immersed in each community conducting collaborative public workshops. Six group project managers are assigned a number of the 26 plans and are responsible for utilizing technical team experts to facilitate community capacity building, infrastructure and transportation, land use and urban design, environmental and resiliency, housing, and finance to help develop goals, objectives, and action plans to address the issues and needs of each community. La Entrada Specific Plan, Coachella, California. PSAV, LLC. Environmental Associate. Responsible for the review and completion of environmental documentation related to the Avenue 50 Extension Project, which is located within the La Entrada Specific Plan project site. Michael Baker prepared the Delineation of Jurisdictional Waters for the 2,200-acre La Entrada Specific Plan Project, located in the City of Coachella, California. The La Entrada Specific Plan consists of a master-planned residential community and includes three village areas with mixed-use community cores, significant sustainability elements, and a robust parks and open space plan. 71 Proposal for Development Area Plan For The Highway 111 Corridor Transportation Oriented Development (TOD) Specific Plan and EIR, Duarte, California. Planner. Responsibilities included the collection of existing conditions data, field work assessment, all project illustrations including maps and volumes, Traffix network set-up, and partial report draft write-up assistance. Michael Baker prepared a specific TOD plan and environmental impact report for a 19-acre area adjacent to the Duarte Gold Line Station. The city desired a plan that is flexible with respect to land uses to respond to market conditions. The project was made possible through a Metro TOD planning grant. Enhanced Mobility and Complete Streets Transition Plan, Laguna Beach, California. Transportation Planner. Responsibilities included the collection of all existing conditions data including public opinions, sidewalk widths, location of sidewalk gaps, on-street and off- street parking, transit stops, transit data, identification of bicycle facilities, transit data management and translation, research regarding Complete Streets, and project write-up assistance. Michael Baker prepared a Complete Streets transition plan that will provide the policy framework for the city to implement physical and operational changes to the roadway network to improve conditions for all users including bicycles, pedestrians, transit, and motor vehicles. As part of the project, Michael Baker conducted an extensive analysis of the existing facilities in Laguna Beach that support or hinder mobility, including sidewalk locations, street grades, and speed limits. Extensive community outreach, including an online survey, walk audit, and bike audit, resulted in community identification of issues and opportunities. The final plan included recommendations to improve mobility citywide. Valley Boulevard Corridor Specific Plan Health and Wellness Elements, San Bernardino County, California. Environmental Planner. Responsibilities included the collection of community members opinions/responses regarding the wellness elements projects proposed through the community outreach component. Michael Baker provided planning services to incorporate a health and wellness focus into the specific plan for the Valley Boulevard Corridor. Michael Baker’s services included vision development, corridor planning, and recommendations. Engineering & Traffic Surveys. Los Angeles County, Department of Public Works. Planner. Responsibilities included the overall speed survey data collection of existing conditions of road segments in the unincorporated areas of Los Angeles County. Ruben D. Salas Years of Experience : 5 Education M.U.R.P., 2015, Urban and Regional Planning, California State Polytechnic University, Pomona B.A., 2012, English Languages and Literatures, California State Polytechnic University, Pomona Affiliation American Planning Association Mr. Salas is an environmental associate planner within Michael Baker’s Environmental/Land Planning Department, where he is involved in the day-to-day CEQA/NEPA document writing. His experience reaches outside of environmental planning and into transportation planning which has provided Mr. Salas with a wide understanding in the relationship between environmental and transportation issues. Mr. Salas has been involved in the planning and execution process of various projects such as the Enhanced Mobility and Complete Streets Transition Plan, Erving “Magic” Johnson Recreation Master Plan, (SCAG) Valley Boulevard Corridor Specific Plan Health & Wellness Element, and the Los Angeles County Healthy Community Unfunded Bikeway. Mr. Salas has earned a B.A. in English, Literature & Language and a Master’s in Urban and Regional Planning M.R.U.P. Public Engagement Support 72 Pueblo Viejo Implementation Plan, Coachella, California. Community Planner. Responsible for updating the architecture design guidelines with applicable images and text. Michael Baker worked with the City to develop and implement its Pueblo Viejo downtown vision plan. The project included development of public space improvements, cost opinions, and financial planning for capital projects and design standards and guidelines to implement in-fill mixed-use development and compatible architecture. Improvements were a continuation of the work prepared by Michael Baker’s Urban Design Studio and were approved by the City Council in March 2010. Improvements included narrowing of traffic lanes along Sixth Street; widening of sidewalks; incorporating traffic calming features and decorative sidewalks at the intersections; constructing a public courtyard; and installing street trees, decorative street and pedestrian lighting, a central fountain, public art, and street furniture. Comprehensive General Plan Update, Rancho Santa Margarita, California. Planner. Responsible for drafting existing conditions report and updating the Santa Margarita General Plan. Michael Baker is preparing the city’s Comprehensive General Plan Update and associated Environmental Impact Report (EIR). The focus of the update is to “refresh” the Land Use, Economic Development, Conservation/Open Space, Safety, and Noise elements to address the continued vision for the city. The scope of work included a tour of the city, a city staff summit, community engagement, website design, and workshops with the City Council and/or Planning Commission. In addition, the city also requested that Michael Baker prepare a retail market analysis and laborshed analysis (spatial mapping of commuting patterns). Salk Neighborhood Park and Joint Use Development, San Diego County, Environmental Associate. Responsible for writing the Salk Park Workshop summary. Michael Baker provided design services and will facilitate public workshops for a development to be located adjacent to the Salk Elementary School and Maddox Park within the Mira Mesa Community that includes 4.1 acres of new park area and 2.0 acres of joint-use area with Salk Elementary. The park improvements will include a new monument sign, concrete Americans with Disabilities Act (ADA) accessible sidewalks, shaded picnic areas, multi-use fields for soccer and baseball/softball, a decomposed granite walking/ jogging path, restrooms, a children’s play area, benches, and a trailhead. Noelle A. Steele Years of Experience : 4 Education B.A., 2014, Environmental Studies/Planning, University of California, Santa Barbara Certificate, Real Estate Development & Investment, University of California, Los Angeles Affiliation Association of Environmental Professionals Ms. Steele provides key support within several planning disciplines including entitlement, community planning, and environmental and regulatory permitting/natural resources. Ms. Steele is experienced in completing due diligence reports, specific plans, developer fee analysis, coastal development permits, and other coordination related to entitlement permitting tasks. She is also experienced in public policy planning documents, including general plan updates, specific plans, and local coastal plans. She has also conducted public outreach in a variety of capacities. Ms. Steele functions in a variety of capacities ranging report writing and consistency analysis of various local, state and federal policies, guidelines and requirements. Many projects she has been involved in are multi-disciplinary in nature, and have contributed to her ability to evaluate how several topical areas require analysis in order to effect a positive outcome for a project. Public Engagement Support 73 Proposal for Development Area Plan For The Highway 111 Corridor SANDAG Bayshore Bikeway. SANDAG, California. Traffic Engineer. Helped in the planning and outreach process, leading to the development of engineered concept drawings. Offered cross-sectional alternatives for providing pedestrian and bicycle connectivity along Pershing Drive through Balboa Park, connecting the community of North Park to Downtown San Diego. The 2-mile long project demonstrated how a road diet can be effective for transforming a roadway into a multimodal facility comfortable for bicycles and pedestrians. In addition to bike lanes for the commuter cyclist, a separated multi-use facility provides a safe space for casual users to walk and ride from the burgeoning North Park neighborhood to the downtown employment center. Unique traffic signal modification designs for two existing traffic signals were proposed with dedicated phasing for the separated multi-use facility. Lastly, the project introduces two roundabouts on the project, successfully addressing existing unconventional geometric alignments and vehicle movements. North Coast Highway 101 Streetscape, Encinitas, California. Traffic Engineer. Reviewed roadway concepts for traffic engineering feasibility and prepared initial traffic control plans for the project. Michael Baker is providing engineering, traffic, and environmental services for the North Coast Highway 101 Streetscape Improvements Project. The project includes multi-modal functions involving road diet measures, such as lane restriping of sharrows in the north- and south- bound lanes; traffic calming roundabouts; a traffic signal; and street beautification measures for 2.5 miles of old Highway 101 in Leucadia. The goal is to increase walkability along the project corridor and provide more efficient on- street parking to eliminate sight-distance problems for side- street traffic and vehicular conflicts with bicyclists. Michael Baker is performing traffic studies, providing Mobile LiDar data collection and processing, managing the preparation of an environmental impact report (EIR) and a recirculated draft EIR (RDEIR), and developing maintenance of traffic plans. Imperial Beach Boulevard Improvement Project, Imperial Beach, California. Project Manager. Managed the design team for road improvement project dedicated to increase active transportation utility within the City while also upgrading existing infrastructure deficiencies. The project enhances safety and improves active mobility and access along 1.6 miles of Imperial Beach Boulevard using complete and green street design concepts. The Imperial Beach Boulevard corridor runs east-west the length of the city, from its border with the City of San Diego and terminating at the Pacific Ocean, connecting several key points of interest, such as the City’s Civic Center, library, three schools, skate park and recreation center, Tijuana Estuary, and the beach. Median islands were removed and lanes reduced in some sections of the corridor to provide for bike lanes, wider walkways, parking, and landscaping areas for water quality. The project highlights a 24’-wide multi-use “boardwalk” along Ryan K. Zellers, P.E., T.E. Years of Experience : 20 Education B.S., 1998, Civil Engineering, Purdue University Licenses/Certifications Professional Engineer, California, 2006, 69470 Traffic Engineer, California, 2007, 2418 Mr. Zellers has experience in the fields of civil and traffic engineering. He integrates knowledge from these areas to complete various types of traffic improvement plans, roadway designs, and transportation studies. He is adept at identifying a project scope, budgeting appropriately, setting achievable deadlines, and managing resources within those determined limitations. Mr. Zellers’ skill sets include traffic calming, roundabouts, bikeway/pedestrian facilities, traffic signals, communications, street lighting, signing/striping, traffic control, construction staging, and various types of traffic studies. Advisor- Traffic Engineering 74 the Tijuana Estuary as part of the City’s Eco Bike Route. A Mobility Assessment was prepared to validate the overall benefit of the design for all modes of traffic. Transportation Project Prioritization Study and Regional Arterial Cost Estimate Update, Coachella Valley Association of Governments (CVAG). California. Project Manager. Completing 5 correlated transportation studies for the Coachella Valley Region, set to prioritize their road projects and set a mitigation fee for the valley. Was acting project manager for the project, delegating study tasks and overseeing the work flow for the various studies. Michael Baker provided services for the Transportation Project Prioritization Study (TPPS) and Regional Arterial Cost Estimates (RACE) 2010 updates, Active Transportation Plan (ATP), and Transportation Uniform Mitigation Fee (TUMF) Nexus Study. The project includes a ranking system for evaluating the need for improvements and is useful as a monitoring program that will allow the client to address changing conditions of their arterial road system over time. Michael Baker’s team identified all of the potential projects through the entire study area, determined if they were considered regionally significant, and are positioned to include them in the TUMF calculations to act as a new potential funding source for these projects. City of San Diego Pedestrian Master Plan - Phase 4, City of San Diego Economic Development, San Diego California. Traffic Engineer. Provided cost estimates for the various concept components. Michael Baker has worked closely with the communities of College Area, Kensington-Talmadge, Old Town, Ocean Beach, Pacific Beach, Midway-Pacific Highway and San Ysidro. Community presentations were made at the individual planning group meetings and Open Houses were held in December 2012 to present the recommendations for each community. The improvement areas define routes within the focus area that are in need of safety, connectivity, accessibility or walkability improvements. Michael Baker identified a minimum of ten improvements in each of the seven Phase 4 communities. Paseo Santa Fe Final Engineering. Buccola Engineering. Traffic Engineer. Prepared a traffic signal modification plan and reviewed the improvement and striping plans for traffic engineering feasibility of roundabouts planned for the corridor. Worked closely with the design team to resolve operational and design issues. Linda Vista Comprehensive Active Transportation Strategy (CATS), City of San Diego Economic Development, San Diego, California. Project Manager. Project Manager that oversees the outreach, methodologies, and implementation strategies for this unique hybrid of bike and pedestrian active transportation planning study. The completed product will be a process, completed for Linda Vista community, that will become a strategy that can be replicated for other neighborhoods in the San Diego area. Michael Baker provided public outreach and GIS modeling services for The Linda Vista Comprehensive Active Transportation Strategy (CATS), a first in the region, with an objective to blend the pedestrian and bicycle master planning processes into one active transportation plan effort. It focuses on GIS modeling and public outreach to arrive at data driven results to develop active transportation projects. Pedestrian and bicycle demand models were overlayed with existing and planned transit routes to determine the high score areas for active transportation propensity. Typologies were created to understand the existing street network and how it relates to land use, so that context-appropriate solutions can be implemented. Two public workshops and an online survey were developed to gain community opinions that would help identify specific areas of need that may not have been captured by modeling efforts. Lemon Grove Main Street Promenade, Lemon Grove, California. Traffic Engineer. Involved in the planning and outreach efforts to provide traffic engineering feasibility and insight through the concept development process. Michael Baker prepared preliminary engineering and design plans and performed an environmental analysis for an extension of the recently constructed Main Street Promenade within and along the existing public rights-of-way. Funded through a grant by the San Diego Association of Governments (SANDAG) Smart Growth Incentive Program (SGIP), the project is expected to enliven the corridor by providing a place that serves the recreational, convenience, and social activities of the city and enhances pedestrians’ and bicyclists’ experience. 75 Proposal for Development Area Plan For The Highway 111 Corridor Casa de Oro Campo Road Revitalization Strategic Plan. County of San Diego, California. Project Manager. Michael Baker International was selected to provide urban design, planning, and community engagement services for this first of two independent phases of the Campo Road Revitalization Plan. Phase 1—Scoping and Outreach— was conducted to enable the Board of Supervisors to determine whether and how it should commit to the preparation and implementation of a revitalization plan. The Michael Baker team quickly assessed and documented the area’s needs, issues, and opportunities, and then evaluated and recommended the most appropriate and cost-effective path to a successful revitalization of the Campo Road corridor. This included a robust community engagement including extensive stakeholder interviews, a community workshop and presentations and discussion at three community planning group meetings, urban form and design features, constraints and opportunities, a walk audit, land use and density analysis, traffic and circulation analysis, and the evaluation of infrastructure and a variety of improvement districts and special district funding mechanisms in less than three months. The success of this study led to a $660,000 SANDAG Smart Growth Incentive Program planning grant for the preparation of a specific plan to begin in 2019. County of San Diego Active Transportation Plan. County of San Diego, California. Project Manager. The Active Transportation Plan (ATP) is a master plan and policy document that consolidated multiple efforts to guide near- and long-term development of the non-motorized transportation network. This near-complete countywide plan assessed over 400 miles of the existing and planned bicycle and pedestrian networks, identified needs and opportunities, and recommended active transportation facilities throughout the unincorporated county. The ATP included a data-driven project identification process and prioritization methodology for the County to continue to update the project list as recommended improvements are completed. The project involved extensive fieldwork, GIS inventorying and mapping, pedestrian and bicycle facility evaluations, a toolbox of improvements, stakeholder meetings, and public outreach. The ATP strengthened our knowledge of the unincorporated community roadway system and the applicability of facility improvements that have been thoroughly reviewed by County staff, including the Department of Public Works. The ATP is scheduled for adoption by the Board of Supervisors in December 2018. Valley Center South Village Form-Based Code. County of San Diego, California. Project Manager. Michael Baker International was selected in late 2013 to prepare a form-based code to define, guide and attract future development to build the new Village Center the community of Valley Center has been desiring for decades. Dan K. Wery, AICP, LEED AP Years of Experience : 31 Education BS, 1987, Urban Studies, Columbia University Licenses/Certifications American Institute of Certified Planners, 1993, 010438 LEED Accredited Professional, 2009, 10037662 Mr. Wery has over 20 years of public and private sector planning experience preparing general plans, zoning ordinances and subdivision codes, project entitlement review and processing, policy planning, public participation, and environmental impact document review and preparation. As a Senior Associate and Senior Project Manager at RBF, Mr. Wery successfully managed projects for public, military, renewable energy, institutional and private sector clients. A focus on land development projects included management of all aspects of the entitlement process including due diligence and feasibility analysis, concept development and strategy, plan development, document preparation and environmental review, outreach, presentations and approvals. Advisor- Policy/ Development Standards/ Design Guidelines 76 The area is largely undeveloped, current or former agricultural lands and existing strip commercial centered on a recently expanded major arterial with high design and observed speeds. Seventy-five percent of the study area and roadway frontages are subject to change via approved, planned or pending development. Most of the balance of the study area is subject to redevelopment. A key challenge and objective of the project was to develop a vision-based plan and regulatory code that requires all existing and future development to work together to achieve the built environment and place envisions by the community - a walkable, bike-friendly, mixed-use village center and community focal point – and substantially more than the sum of the independently designed development projects. The code centered on the transformation of Valley Center Road as the centerpiece of a new rural village and mixed-use corridor. The Code reflects the most precise expression of Valley Center Vision for South Village and future development, will be primary tool for applicants, Planning and Development Services staff, the Community Planning Group and Design Review Board. It will serve as the basis of formal comprehensive coordinated plan for Valley Center Road improvements as well as the Community Plan Update, Capital Improvement Plan, and future Community/Business Improvement District. San Marcos Creek Specific Plans Update & Amendment, San Marcos, California. Project Manager. Originally adopted in 2007, the specific plan articulates a clear vision and establishes standard customized to guide future development and redevelopment of a new mixed-use district that will serve as the downtown of San Marcos. The plan includes regulating plans and standards for blocks, streets, and sidewalks; public parks, plazas, paseos; building location and height; land use and density; and frontages. The plan includes implementation plans and streamlined approval procedures. The specific plan includes the visioning, policy goals and objectives, design guidelines, and development standards and processes in one document. The amendment and update of the specific plan is necessary to reflect the market realities of a much smaller commercial market than hoped, the advent and impact of e-retail, the loss of redevelopment, and a unique set of extensive infrastructure needs and environmental constraints. The update and amendment process involved background studies, creation of guiding principles, a developer focus group, land use alternative analyses, a retail market analysis, infrastructure analyses, development concept pro-forma analyses, and extensive outreach and engagement including over a dozen Steering Committee meetings, workshops with the Planning Commission and City Council, and a public workshop. The update and amendment recommendations led to a larger strategic evaluation of the downtown core sub-area and the General Plan. University District San Marcos Specific Plan Amendment. San Marcos, California. Project Manager. Responsible for managing and providing planning, environmental and civil engineering extension of City of San Marcos staff services for the review, entitlement processing and approval and conditioning of the University District San Marcos Specific Plan Amendment. The specific plan amendments include land use revisions to reflect the emerging urban mixed-use district, adjustments to market realities since the original 2009 adoption and 2014 revisions, including concentration of the commercial corridor uses, adjustments to the form-based code design standards, and the timing of provisions of critical infrastructure and amenities. Comprehensive Zoning Ordinance Update, Carlsbad. City of Carlsbad, California. Task Manager. Responsible for the management of the comprehensive update and amendment of the City of Carlsbad Zoning Code for the first time since it was originally adopted in the 1950s. The project involves the reorganization, streamlining, modernization and refinement of the code to make it clear, easy to use, and implement the recently adopted General Plan Update and the Sea-Level-Rise analysis and preparation of the updated Local Coastal Program. Garfield Village Specific Plan. Monterey Park, California. Task Manager. Assisted with the preparation of the Garfield Village Specific Plan. Responsible for the review, revision and amendment of the Commercial Zones and land use and development standards and document organization. 77 Proposal for Development Area Plan For The Highway 111 Corridor Gateway at Butte Creek – Master Planned Mixed- Use Community, Chico, California. Project Manager Developed land plans, community development plans, and entitlement applications for the 22-acre community. Gateway at Butte Creek is a LEED-ND based complete community with land uses including business/commercial, mixed-use retail, and residential zones. Located along highway 99, it provides a lifestyle alternative to suburban sprawl. This compact community provides a range of residential densities to serve a broad section of the community. The town center provides for the crucial central elements that bind the community together along with accommodating retail/entertainment options. Jackson Highway, East Grant Line Visioning Plan & General Plan Update. County of Sacramento, California. Senior Planner/ Land Use Specialist. Consultant to County of Sacramento in leading the Jackson Highway and Grant Line East Visioning Program, which examines the future urbanization and conservation opportunities for a 30,000-acre area identified for potential growth in the County’s GPU. The community outreach included stakeholder interviews, community workshops, and participatory exercises to frame the near and long- term planning for the Jackson Highway Area. Township 9- T.O.D. LEED Mixed Use Development, Sacramento, California. Senior Planner. A mixed-use, urban in-fill development located on the south bank of the American River in the River District of Sacramento, CA. Based on its design philosophy, it has become a part of the LEED-ND Pilot Program. The vision for Township 9 is a vibrant mixed-use neighborhood developed to a human scale in accordance with principles of the New Urbanism and Smart Growth. Neighborhood parks, paseos, and tree-lined streets encourage walking and neighborhood interaction. The pedestrian environment and activated streets will be enhanced by tree-lined streets, on street parking, a unified lighting concept, attractive site furnishings, and pedestrian scaled architecture. Lost Dutchman Heights Master Plan, Apache Junction, Arizona. Senior Planner. Master planning for a 7,700 acre Planned Unit Development along with design guidelines for streetscapes, parks, landscape, trails, and transit. Planning process included visioning neighborhood designed prototypical entry feature with site walls, street trees, trails, and common area recreation site amenities for a large scale private land development for phased residential community. Rameeta Garewal, AICP, GGP Years of Experience : 19 Education M.S., 2002, City and Regional Planning, The Ohio State University B.S., 1998, Architecture, University of Bombay, India M.B.A., 2018, Business Administration & Management, University of California, Los Angeles Licenses/Certifications American Institute of Certified Planners, 020321 Green Globes Professional, 2014 Ms. Garewal specializes in regional and urban planning, and sustainability of infrastructure and resources. She manages multi-disciplinary teams to address land, infrastructure, facility, and resource planning needs. Ms. Garewal’s areas of expertise include sustainability; environmental and energy management systems; policy, land, and facilities planning; development and permitting; and advisory services in infrastructure, regulatory compliance, and capital improvement strategy. Ms. Garewal directs expert teams to meet clients’ requirements for comprehensive policy plans, waste, energy, and environmental management. Project types include comprehensive plans, specific plans, general plans, sustainability programs, planned unit developments, zoning, community/neighborhood plans, tentative mapping, design guidelines, and streetscape standards; military installation sustainability plans; NetZero; ISO 14001; ISO 50001; corporate sustainability planning; feasibility studies for sustainability; return-on-investment studies; and landfill longevity studies. Advisor- Policy/ Development Standards/ Design Guidelines 78 Del Paso Nuevo Community Redevelopment, Sacramento, California. Project Manager/Senior Planner. 150-acre redevelopment master plan that converts a blighted and distressed area into a new neighborhood with home-ownership opportunities. Provided redevelopment planning services to a PPP created by Sacramento Housing and Redevelopment Agency (master developer) including community planning, zoning, infrastructure planning, corridor and streetscape design, entitlements, and coordination for environmental permitting process. This $10.5 million creates a total of 300 parcels for new ownership housing of which 51% are to be affordable to low-income families. Stonehedge and Gerber Creek, Sacramento, California. Project Manager/Senior Planner. Master planned community based on the Regional Blueprint (sustainable plan). The Traditional Neighborhood Design plan including community design, entitlements, parkway master plan, design of park and open spaces, and Affordable Housing Plans for two communities over 300 acres. Deniz Ranch, Gridley, California. Project Manager/ Senior Planner. Created a unified development framework for Planned Unit Development including land planning, surveying, civil engineering, and transportation engineering for a 140- acre master planned community. The project involved a comprehensive entitlement services including the specific plan, general plan amendment, rezone, design guidelines, and tentative subdivision mapping. Phase II included improvement plans, final maps, and landscape architecture for construction. Florin-Vineyard, Sacramento County, California. Senior Planner. Provided master planning services for parkway planning. The project involves landscape and planning services including tentative mapping, design guidelines, and presentation documents for county review process. Project Manager/Senior Planner, Cobb Madera PUD, Madera County, California. Project Manager/Senior Planner. Comprehensive plan for township plan covering 3,000 acres based on Smart Growth and Pedestrian Oriented planning principles. The plan included Public Infrastructure, Residential Neighborhoods, Commercial Districts, Mixed-Use Town Center, and master- planned park system implemented through general plan amendment, rezoning and created specific plans, design guidelines, subdivision mapping, and financial plans. Echo Glenn Ranch, Glenn County, California. Project Manager/Senior Planner. Master plan for a Planned Unit Development in an agricultural region with services including land planning, surveying, civil engineering, and transportation engineering for a 106-acre master planning community. Planning services included flood and hazard mitigation, and environmental engineering within a FEMA designated zone. The project involved comprehensive entitlement services including the specific plan, general plan amendment, rezone, design guidelines, and tentative subdivision mapping. Lost Dutchman Heights Master Plan, Apache Junction, Arizona. Senior Planner. Master planning for a 7,700 acre Planned Unit Development along with design guidelines for streetscapes, parks, landscape, trails, and transit. Planning process included visioning neighborhood designed prototypical entry feature with site walls, street trees, trails, and common area recreation site amenities for a large scale private land development for phased residential community. Memphis District Ensley Yard Planning. USACE Memphis. Principal Planner. Architectural planning services for a systematic and orderly development process for the improvement of Ensley Yard Installation. Led leadership visioning and planning processes to conduct an assessment of the installation’s current state, developed a vision of a desired future state and translate into the development of a Real Property Vision and long-term goals. The project is developing an infrastructure Master Plan based on identification of assets and liabilities, development of planning framework plans, and ultimately a prioritized list of all real property actions and capital improvement strategy. Environmental Sustainability Management System, CAP Metro, Austin, Texas. Senior Project Manager. Phase 1 – Guide CAP Metro in developing and implementing an ESMS to reduce their ecological footprint and integrate environmental stewardship practices into processes and operations. Lead a team that assists CAP Metro in training and preparing for the ISO 14001 certification. 79 Proposal for Development Area Plan For The Highway 111 Corridor Golf Cart Transportation Program, Palm Desert, California. City of Palm Desert. Project Manager. Developed the scope of work and managed the work program. Michael Baker developed the first golf cart transportation program in the nation. The program was intended to develop a convenient transportation system that is safe, environmentally sensitive, and offers zero- emissions. Objectives included providing links between residential neighborhoods, civic center, parks, educational facilities, shopping areas, and recreational facilities; providing continuous routes designated on or adjacent to local roadways with proper striping and signing throughout the city; and developing off-street paths through open space corridors, flood control areas, and utility easements. The engineering study identified a golf cart circulation system, golf cart lane signage and pavement marking design criteria, minimum operator safety requirements, and minimum golf cart modification requirements. A reduction of nearly four tons of pollutants was realized during the first year of the program. Taft Redevelopment Plan, Lincoln City, Oregon. Lincoln City Urban Renewal. Transportation Planner. Responsible for transportation planning. Michael Baker developed a community-based revitalization plan and implementation strategy for one of the city’s many beach districts. Through each step of the planning process, a concerted effort was made to include the community and youth by incorporating unique and meaningful public participation opportunities, including district bike rides, community walks, a youth logo contest, public workshops, and a hands-on design charrette. The location of a state highway and numerous environmental assets resulted in a close and successful relationship between the project team and the Oregon Department of Transportation (ODOT) and the Department of Land Conservation and Development (DLCD). A complex set of physical, environmental, economic, and social issues were addressed in the plan for the bayfront community, including traffic and circulation, downtown redevelopment, streetscape and urban design, beach access, wetland preservation, and housing. Washington Street Widening, Indian Wells, La Quinta, P.D., California. County of Riverside Transportation Department. Technical Manager. Managed project study report preparation and preliminary environmental analysis for improvements to three miles of Washington Street, from Highway 111 to Country Club Drive. Michael Baker prepared a project study report (PSR) and preliminary environmental analysis for improvements to three miles of Washington Street from Highway 111 to Country Club Drive. Michael Baker was subsequently retained to prepare final plans, specifications, and estimates for installation of landscaping, irrigation, and decorative lighting. Items included desert plants, boulders, river cobble, decomposed granite, and drip irrigation. Ponto Beachfront Village Vision Plan, Carlsbad, California. City of Carlsbad. Principal-In-Charge. Managed the preliminary engineering feasibility studies Gary Warkentin Years of Experience : 48 Education Certificate, Traffic Engineering, University of California, Irvine Licenses/Certifications Certificate of Transportation Studies Mr. Warkentin’s background includes experience in developing transportation improvement projects for Caltrans, County, and Municipal Agency review and approval. He has served in a lead preliminary design role or managed over 40 Caltrans Design Reports (PSR, PSR/PR, PR) that have ranged from minor interchange modifications to major freeway-to-freeway interchange improvement projects. He is adept at working with local agencies and Caltrans to identify the most efficient way to process projects through the Caltrans Project Development Process. Advisor- Transportation Planning 80 to re-align Carlsbad Boulevard as part of the Ponto Village Specific Plan. Preliminary engineering studies addressed relocation of existing underground utilities that currently bisect private lands and a portion of the vacated City- owned right-of-way. Concept plans were developed to improve coastal access and provide additional parking for public coastal use. Michael Baker prepared a Mitigated Negative Declaration for a Vision Plan that proposes a 50- acre mixed-use area with trail, park, and plaza community amenities and residential and commercial uses on property to be developed or redeveloped. The Vision Plan is intended to guide future development and redevelopment in the area to meet the city’s goals to expand commercial, recreational, and tourist-serving activities; add housing opportunities; increase parking, open space, and community amenities; and provide guidelines to ensure quality site design and architecture throughout the project area. Issues addressed included traffic analysis, hazardous materials-groundwater, traffic noise and trolley noise, visual-aesthetics, and land use and planning Laguna Canyon Road Corridor Improvement Assessment (El Toro Road to Canyon Acres Drive), Laguna Beach, California. Principal-In-Charge. Responsibilities included overall project oversight. Michael Baker developed a conceptual plan for Laguna Canyon Road between the intersections of El Toro Road and Canyon Acres Drive. As a primary gateway into the city, this highly visible area has an eclectic mix of land uses, a natural character, and is the only corridor for travel through Laguna Canyon. The project aims to create a multimodal corridor that improves access and safety for all modes of transportation (pedestrians, cyclists, motorists, and transit). It is important to residents and visitors that the project also improves emergency vehicle response time and air quality, while retaining the semi-rural character of the roadway. Michael Baker staff analyzed varying roadway geometries and intersection control types, including signalized and roundabout controlled intersections. In addition, staff presented Synchro/SimTraffic simulations to the city and Caltrans as part of fully exploring the conceptual design recommendations. Carlsbad Boulevard Realignment and State Parks Land Exchange, Carlsbad, California. Project Manager. Responsible for project management. Michael Baker assisted in identifying and proposing improvements that would provide greater coastal access, walkways, better parking, and improved pedestrian and bicycle access and address related long-term planning issues along this highly multi-modal corridor. Michael Baker also prepared visual simulations for the corridor using VISSIM to demonstrate operational feasibility. Alessandro Boulevard Median (Indian Street to Perris Boulevard), Moreno Valley, California. Valley. Transportation Planner. Responsibilities included overall project oversight. Michael Baker provided environmental clearance, final design, and construction support services for Alessandro Boulevard Median improvements. The project was funded under federal Highway Safety Improvement Program (HSIP) as a Local Assistance project overseen by Caltrans. The safety improvement project addressed traffic and pedestrian safety issues. Work items included design of raised median, turn pockets, traffic signal modifications, striping and signage, landscaping, new lane configurations, Americans with Disabilities Act (ADA) compliance, and environmental CEQA and NEPA documents. I-5/La Novia Avenue and Valle Road Interchange/ Roundabout, San Juan Capistrano, Caltrans - District 12 California. Project Manager. Responsible for project management. Michael Baker prepared plans, specifications, and estimate (PS&E) and provided environmental studies and engineering for the Interstate 5 (I-5) and Valle Road/La Novia Avenue Interchange Improvement Project. The purpose was to re- align the Northbound I-5 exit and entrance ramps, Valle Road, and La Novia Avenue to eliminate the existing offset intersection and congestion due to geometric deficiencies. Four alternative improvement concepts were evaluated, and a roundabout design was identified as the preferred form of intersection control as part of the Caltrans Intersection Control Evaluation (ICE) process. The four- legged roundabout was designed, a landscaped central island, a traversable truck apron, single lane approaches, and raised splitter islands. The roundabout will improve intersection operations and safety for all modes of transportation. 81 Proposal for Development Area Plan For The Highway 111 Corridor Palm Springs Traffic Management Center and Corridor Coordination. Palm Springs. California. Project Manager. Responsible for providing construction support for the implementation of the traffic management center (TMC) and intelligent transportation system (ITS) components. Reviewed and implemented traffic signal timing, synchronization, and coordination at 80 intersections along seven (7) corridors. Worked closely with the City’s traffic signal technicians in downloading the coordinated timing to the field controllers utilizing QuicNet software at the City’s TMC. Prepared before and after studies to reveal the benefit of the project. Services included installation and upgrade of the existing ITS system with wireless communications, upgraded switches, and a two-workstation traffic management center as well as construction support services. POLB Pier D Street Study, Port of Long Beach. California. Project Manager. Mr. Violett was responsible for preparing a study to determine the impacts of the opening of Middle Harbor onto Pier D Street during temporary and future cumulative conditions. He performed field work, analyzed physical restrictions of the roadway, and prepared traffic simulations to represent traffic flow. He was also responsible for managing the budget, invoices, and the project schedule. Michael Baker International, under an on-call contract with the Port of Long Beach, was responsible for preparing a traffic study of Pier D Street taking into consideration its physical constraints in temporary and future conditions. In addition, traffic volumes were established and a traffic simulation was produced to provide the expected effect of the opening of Middle Harbor onto Pier D Street. City of Coachella Intelligent Transportation System (ITS) Master Plan, Coachella, California. Traffic Engineer. Mr. Violett was responsible for performing the field visit to determine the existing intelligent transportation systems (ITS) and traffic signal equipment located at multiple intersections across the City of Coachella. He prepared an existing systems document for reference by the City during the Master Planning process of the ITS across the City. 220 San Gabriel Development. San Gabriel Square LLC. California. Project Manager. Responsible for preparing the Traffic Impact Analysis, which includes project trip generation and distribution, level of service calculations, segment capacity analysis, Congestion Management Program (CMP) analysis, line of sight analysis, signal warrant analysis, and parking analysis. Project distribution was based on the surrounding land uses, as well as geographic location of the project area. Level of service calculation methodology included both Intersection Capacity Utilization (ICU) and Highway Marc Violett, P.E. Years of Experience : 13 Education B.S., 2004, Civil Engineering, University of Arizona Licenses/Certifications Professional Engineer - Civil, California, 2008, 73486 Advisor- Traffic Engineering Mr. Violett has experience in the traffic and transportation engineering fields producing deliverables from concept to design and various different traffic studies and analyses. With extensive knowledge of multiple municipalities’ design standards, Caltrans requirements, and the California MUTCD, Mr. Violett has designed plans, specifications, and estimates for signing and striping, traffic signals, traffic control, and intelligent transportation systems (ITS) for local agencies within Los Angeles, Orange, Riverside, and San Diego Counties. Mr. Violett has also prepared speed surveys, traffic impact analyses, and traffic signal warrant studies. Mr. Violett has a wealth of experience managing on-call contracts for multiple agencies in Southern California. Mr. Violett has the ability to prioritize project schedules and understand project goals through his excellent communication skills. 82 Capacity Manual (HCM), using the Traffix and Synchro programs. Institute of Transportation Engineers (ITE) common practices were applied to the study, such as pass-by trips discount and existing trips discount. The CMP analysis was consistent with the Los Angeles County Metropolitan Transportation Authority 2010 Congestion Management Program. The line of sight analysis utilized the tables and information found in the Highway Design Manual (HDM). The signal warrant analysis utilized the California MUTCD Warrant 3, Peak Hour warrant study. The parking analysis was based on information from the City of San Gabriel Municipal Code. ( - Actual, - PS, 2018 - Estimate) Traffic Surveying Services, Oxnard, California. Project Manager. Prepared traffic speed survey and analysis legal document. Researched traffic collision data, field speed limit signs, and speed survey data. Michael Baker provided traffic engineering services for the purpose of evaluating existing speed zones throughout the City and recommending changes to the speed limits in accordance with Section 627 of the California Vehicle Code (CVC) and with California MUTCD. Seventy-nine roadways were evaluated. Michael Baker conducted field review and data collection of speed limit surveys, average daily traffic volumes, prevailing speeds, accident history, and roadside conditions not readily apparent to the driver. During off-peak hours, Michael Baker conducted radar traffic speed surveys of 140 locations in both directions, providing proof of radar speed meter certifications to verify validity. Michael Baker performed an analysis of the data collected to determine if adequate representative conditions were collected. La Palma Traffic Signal Synchronization Project, Anaheim, California. Project Manager. Mr. Violett is responsible for the management, design, and implementation of traffic signal upgrades to over 30 traffic signals along the La Palma Avenue corridor in Anaheim. Upgrades include video detection, CCTVs, switches, and fiber optic cable. Mr. Violett is also responsible for the construction management and support including hiring the contractors and ensuring proper installation. The TSSP services for La Palma Avenue included, existing conditions research, traffic signal and communication design plans, construction management and support, traffic signal timing plans, and before and after corridor studies. Caltrans County-Wide Closed Circuit Television (CCTV) Upgrade and Internet Protocol (IP) Conversion, Orange County, Caltrans - District 12. California. Project Engineer. Mr. Violett was responsible for preparing the project specifications. He coordinated with Baker and Caltrans staff to prepare Non Standard Special Provisions (NSSPs) for the new Video Management System (VMS), fiber optic communication system, and closed-circuit television camera that will be installed for the project. The proposed improvements included the upgrade of existing analog CCTV cameras to High-Definition CCTV cameras along Routes I5, SR-73, SR-133, SR-241, and SR-261 in various cities. In addition, proposed improvements included converting the existing communication system to an Internet Protocol (IP) communication system and upgrading fiber optic cable that provide effective communications from the various field to the District 12 Transportation Management Center. North Orange County Triangle Integrated Corridor, Orange County, California. Caltrans. Project Manager. Mr. Violett is responsible for the preparation of the project report for the first integrated corridor in Orange County, located within the North Orange County Triangle (I-5, SR- 91, SR-57). He is currently collaboratively coordinating with Caltrans and three sub-consultants to provide a report that covers installations of CCTVs, Bluetooth readers, adaptive ramp metering, fiber optic cable, servers, signing, pavement delineation, and maintenance vehicle pullouts. He is working closely with the author of the Concept of Operations of the Integrated Corridor to help identify additional project needs. He will work with California PATH (UC Berkley) to identify software that will execute alternative route plans during an incident. The project report will provide the infrastructure and ITS components needed to provide a functioning integrated corridor. 83 Proposal for Development Area Plan For The Highway 111 Corridor Garfield Avenue Improvements, Monterrey Park, California. Task Manager. Mr. Mercier led the design and plan production of the Green Infrastructure elements included in the street improvement plan for Garfield Avenue. The plan included bioretention bulb outs to improve the safety of the new pedestrian crossing location as well as a location for water quality improvement. One bulb out was designed as a bioretention planter due to soils with high infiltration rates while the other was designed as a biofiltration planter due to clay soils. Village Entrance Project, Laguna Beach, California. Task Manager. Responsible for the development of the water quality concept to meet requirements of the South Orange County MS4 permit. Treatment options included permeable pavement, biofiltration basins, and proprietary devices. Michael Baker is providing architectural and engineering services for the planning, design, and construction of the Village Entrance Project, located along State Route 133. Complete Streets Assessment, Laguna Niguel, California. Task Manager. Responsible for the evaluation of the stormwater element of the Complete Streets review of a major arterial road in the City. He led the team that identified locations for possible inclusion of Green Infrastructure elements. Planning Area 3 WQMP, Rancho Mission Viejo, California. Rancho Mission Viejo, LLC. Technical Specialist. Rancho Mission Viejo’s Planning Area 3 (PA 3) is a 1,500+ acre development. Mr. Mercier assisted with WQMP preparation by guiding the hydromodification analysis using the South Orange County Hydrology Model and planning the LID BMP layout. This effort was further complicated by the need to meet past development conditions in addition to current MS4 requirements. These additional requirements include volume mitigation for rain events beyond the water quality storm and consideration an overall project water balance. Meeting these varied requirements necessitated the incorporation of multiple basins types, flow diversions, and outlet configurations. Strategies to meet these requirements include infiltration basins, harvest and use opportunities onsite, harvest and use opportunities in conjunction with Santa Margarita Water District and wet ponds, among others. On-Call WQMP Implementation Services, County of Orange, California. Task Manager. Michael Baker is assisting with on-call WQMP implementation services, including meeting post- construction permit requirements primarily regarding LID and hydromodification controls for new development Dave Mercier, PE, ToR, QISP, QSD/P, CPESC®, LEED AP Years of Experience : 15 Education BS, Civil and Environmental Engineering, University of California at Los Angeles, 2003 Licenses/Certifications Civil Engineer, CA, 2007, 71531 Qualified Industrial Stormwater Practitioner, CA, 2016, 161 Qualified SWPPP Developer/ Practitioner, CA, 2010, 00396 Mr. Mercier is a Project Manager with a variety of experience focusing on stormwater management (water quality and flood control). He manages client stormwater programs across a wide range of industries and water quality concern. His management process focuses on understanding the client core business and project needs to drive program development and the generation of practical solutions. He has extensive experience with construction and industrial stormwater compliance along with National Pollutant Discharge Elimination System (NPDES) support services for municipalities and Caltrans. Mr. Mercier works with clients to write and review post-construction water quality plans, develop and implement stormwater program elements, and conduct facility inspections for compliance with Municipal and Statewide storm water requirements. Advisor- Low Impact Development & Surface Water Conveyance 84 and significant redevelopment. Mr. Mercier’s focus has been developing and coordinating training materials and sessions. He led the development and presentation of trainings focused on treatment BMP construction and maintenance along with program updates following the shift to the San Diego Regional MS4 permit in south Orange County. As a CASQA certified Construction General Permit Trainer of Record he led the three-day class to prepare applicants for the exam. Off Highway Motor Vehicle Recreation Division (OHMVRD) Stormwater Assistance, Statewide, California. California State Parks. Project Manager. Mr. Mercier serves as an on-call water quality consultant, supporting many projects at State Vehicular Recreation Areas (SVRAs). He assisted OHMVRD with enrolling two of the SVRAs in the Phase II Small MS4 Permit and has developed program elements required for compliance. Mr. Mercier developed, and now presents, a stormwater training program for OHMVRD managers and staff. He and his team developed a Statewide Stormwater Management Plan for the eight SVRAs throughout the state and two site specific SWMPs for other facilities. He worked with the Division to improve an Industrial SWPPP and ultimately negotiate termination of coverage at the facility with the Regional Board. The Michael Baker team works with SVRA staff to produce solutions for surface water challenges, including hydrology and hydraulics studies, erosion and sediment control plans, and regulation interpretation. On-Call Stormwater / NPDES Services, Southern California. Eastern Municipal Water District. Technical Specialist. Mr. Mercier provides on-call NPDES support to EMWD for various projects. The Michael Baker team provides Construction General Permit and Industrial General Permit expertise to the District throughout their service area. EMWD relies upon him to provide NPDES expertise and develop program elements to meet the District’s stormwater needs. He works effectively with EMWD to ensure compliance with the Construction General Permit at ongoing projects and to provide training for staff and contractors. The Michael Baker team is working with the District to ensure ongoing compliance with the current IGP. His team educated the District about the requirements of the latest IGP, produced their water reclamation facility and maintenance yard SWPPPs, provided training to staff, and completed ERA Reports following Year 1 of implementation. He works closely with EMWD to ensure compliance with these general permits and to provide training for staff. Stormwater Master Plan, County of Orange, California. Orange County Sanitation District. Project Manager. Mr. Mercier is working with OCSD to develop a Stormwater Master Plan (SWMP) to demonstrate compliance with their Individual NPDES permit. His team reviewed the requirements in the Individual NPDES permit along with existing guidance and is crafting an Industrial Stormwater Management Program that will be used to manage stormwater within each of OCSD’s plants and at their 15 offsite pump stations. The team will also develop a one dimensional-two dimensional (1D-2D) model of the plants to better understand how runoff moves around the sites during a rain event and determine if existing facilities are sufficient. Should improvements be required, the team will generate proposed improvement projects, rank them based on cost-benefit analysis, and present the findings in a report. 85 Proposal for Development Area Plan For The Highway 111 Corridor As Director, Malcolm provide leadership to the Department of Transportation and executive team on the Administration’s objectives and set priorities within the organization. Have responsibility for the maintenance and operations of more than 50,000 lane miles of roadway in the State Highway System as well as delivery of the Capital program including an $11.4 billion construction portfolio. Overall fiscal responsibility of Department’s budget of more than $10 billion and its approximately 20,000 employees. Additional responsibilities include: 1. Work with Agency Secretary and the Governor’s office on high priority issues 2. Set policy for Department operations 3. Engage and interact with the State Legislature on transportation matters 4. Represent the Department in hearings and commission meetings 5. Set strategic priorities and performance measures for Department Significant accomplishments include: 1. Leadership role in the passage of Senate Bill 1, largest transportation funding package in the history of California. 2. National leadership on development of Connected and Autonomous Vehicles. 3. Leadership in modernization and culture change within Caltrans concluding in updated Mission, Vision, and Goals. 4. Leadership in preparation of California Transportation Plan 2040; California Freight Mobility Plan; California Bike and Ped Plan. 5. Successful execution of Capital project delivery and individual mega-projects over lengthy career. 6. Leadership on completion of multiple mega-projects, including largest public infrastructure project completed in California to date – new East Span of the San Francisco-Oakland Bay Bridge. Also, Caldecott Tunnel 4th Bore; Interstate 5 widening in Los Angeles; innovative projects like Fix 50 in Sacramento, North County Corridor Project in San Diego along Interstate 5 corridor. 7. Experience with alternative project delivery methods – Design-Build; Public Private Partnerships (P3); and Construction Management/General Contractor (CM/GC). Efforts include the garnering of CM/GC legislative authority for Caltrans. 8. Formation of strong partnerships with transportation industry, national transportation leaders and local transportation stakeholders. Malcolm X. Dougherty, P.E. Years of Experience : 26 Education B.S., Civil Engineering, Rutgers University Licenses/Certifications Professional Engineer, California, 52217 Mr. Dougherty is the National transportation lead for Michael Baker International and brings more than 25 years of transportation industry experience to Michael Baker. For the California Department of Transportation (Caltrans), he held roles of increasing responsibility that culminated in his most recent position as Director. Prior to his appointment to Director, he served as Chief Deputy Director and Chief Engineer, where he honed his leadership skills by advising the Department Director on all aspects of policy and operations. Mr. Dougherty’s extensive, demonstrated hands-on experience and the collaboration he’s forged with Departments of Transportation across the country make him a strong addition to our National Practice Leadership Team. In addition, his work with governments and municipalities, directing smart infrastructure projects and his national leadership in emerging technology-driven trends such as connected and autonomous vehicles will further position Michael Baker as a transportation industry leader. Advisor- Transportation Planning (Autonomous Vehicles) Affiliations • Chair, Transportation Research Board (TRB) Executive Committee • Chair, AASHTO Committee on Construction • Chair, Toll Bridge Program Oversight Committee • Board of Directors Intelligent Transportation Society (ITS) of America • Board of Directors American Association of State Highway and Transportation Officials (AASHTO) 86 Marguerite Parkway Traffic Light Synchronization Program, Orange County, California. Hartzog & Crabill, Inc. GIT Analyst. Responsible for GIS services. Michael Baker under an on-call traffic engineering services contract for Orange County Transportation Authority (OCTA) and Hartzog, Crabill & Associates, is responsible for the synchronization of 32 traffic signals in the cities of Mission Viejo and San Juan Capistrano. Benefits to be gained by improving traffic flow include reduction in fuel consumption and improved air quality. Michael Baker is responsible for reviewing the geometric layout, existing traffic signal equipment, signal synchronization related infrastructure and development of the model using Synchro software. An additional project objective was to identify deficiencies with the existing traffic signal control equipment and intersection operations, and provide recommendations towards simple, low-cost solutions that may be implemented to correct such deficiencies, with a view of assisting the traffic operations along this corridor. CALTRANS. California. GIT Analyst. Designed and managed the website design including forms, database, GIS related information and web mapping applications. Developed GIS data for the purpose of the web mapping applications; monitor and manage SDE database. A partnership project with the City of Oakland Countywide Clean Water Program (ACCWP) and Caltrans proposed to construct a stormwater treatment system near the Ettie Street Pump Station (ESPS) watershed in the City of Oakland to address polychlorinated biphenyls, potential mercury, and trash. The task order was developed with the goal of investigating the feasibility of stormwater treatment within the ESPS watershed, including determining suitable location(s), stormwater treatment technologies, and associated costs. The study examined treatment options that treat portions of the watershed or sub-watersheds. Transportation Oriented Development Specific Plan and Environmental Impact Report, Duarte, California. GIT Analyst. Responsible for GIS services. Michael Baker prepared a specific transit-oriented development (TOD) plan and environmental impact report for a 19-acre area adjacent to the Duarte Gold Line Station. The city desired a plan that is flexible with respect to land uses to respond to market conditions. The project was made possible through a Metro TOD planning grant. April Kaiser, GISP Years of Experience : 19 Education B.A., 1999, Geography, University of Wisconsin at Milwaukee Licenses/Certifications Certified GIS Professional, California, 2008, 00039553 Mr. Kaiser has experience in developing and maintaining GIS systems including SDE design, implementation and configuration, cartography, business and spatial analysis, as well as problem solving to accomplish diverse tasks and projects. Ms. Kaiser has been extensively involved in website and application design, database creation, administration and management. Her experience in application and database maintenance include writing custom SQL scrips and queries to perform backups and repeated maintenance activities as well as python scripts to automate GIS database maintenance. Project Management experience includes services and support for clients such as cities, counties, private developers, environmental, planning, and transportation firms and agencies. She has created manuals, documents, and checklists to aid in production for clients, in- house team as well as the team of subcontractors to improve quality and efficiency. Ms. Kaiser has produced training documents and has provided in-person training to clients. She is also responsible for improving processes and tools to create and deliver a better product to Michael Baker clients. Senior GIT Analyst 87 Proposal for Development Area Plan For The Highway 111 Corridor Historic Old Town Specific Plan and S.R. 62 Streetscape Master Plan, Yucca Valley, California. Graphic Designer. Responsible for graphic design. Michael Baker prepared a specific plan, program environmental impact report, and a streetscape master plan for seven miles of S.R. 62. Michael Baker also provided environmental clearance to realign a segment of S.R. 62. Shared Vision for a Sustainable South Bay - SCAG Compass Blueprint Demonstration Project, South Bay Cities Council of Government, California. Graphic Designer. Responsible for graphic design. Aligned with the AB 32 and SB375 goals of reduced greenhouse gas emissions, Michael Baker assembled numerous land use and mobility case studies from throughout Southern California to prepare economically viable hypothetical development scenarios that prove to generate walkable neighborhoods, economically viable commercial and retail centers, and new housing options. Michael Baker also prepared a Local Use Vehicle (LUV) backbone network route for all 16 South Bay cities, which is intended for use by fuel alternative vehicles, such as neighborhood electric vehicles (NEV) and Segways. Main Street Widening, Orange, California. Graphic Designer. Responsible for graphic design. Michael Baker prepared an Initial Study with Proposed Mitigated Negative Declaration for the City of Orange. The city proposes to widen Main Street from Chapman Avenue to Culver Avenue; restripe the existing roadway between Culver Avenue and La Veta Avenue, approximately 500 linear feet; and improve an existing water line within the Main Street right-of-way, from Chapman Avenue to the Orange-Santa Ana city boundary near State Route 22. Specific issue areas include air quality, noise, hazardous materials, and removal of existing parking. Alessandro Boulevard Corridor Implementation Plan, Moreno Valley, California. Graphic Designer. Responsible for graphic design. Michael Baker provided planning services for implementation of the Alessandro Boulevard Corridor Project, funded through the SCAG Compass Blueprint Demonstration Program. The project modified current mixed-use zoning standards, provided CEQA clearance for a residential overlay, and developed alternative street section designs for the 134-foot-wide Alessandro Boulevard. The overall objective was to accommodate increased transit ridership along the busy Alessandro Boulevard supportive of a future bus rapid transit project. Jeanette A. Cappiello Years of Experience : 24 Education B.F.A., 1994, Graphic Design, Columbia College, Chicago, IL Certificate, 2010, Web Authoring, Irvine Valley College Licenses/Certifications/ Associations Ms. Cappiello works hand in hand with the Creative Director in the development of design solutions. Ms. Cappiello’s leadership is grounded in her immeasurable understanding of all aspects of visual production. Accomplished and educated in the techniques, tools, and principals involved in producing successful marketing campaigns, Ms. Cappiello is able to lead the graphics design team, photographers, and copywriters in the actualization of the creative vision, while ensuring that client requirements and concepts are met. Ms. Cappiello has worked on a variety of projects including proposal covers, corporate advertising, trade show graphics, award submittals, company events, corporate marketing materials, interview presentations, and web graphics. Graphic Artist 88 1388 Bancroft Avenue. San Leandro, California. Editor. Responsible for reviewing and editing the draft Initial Study/Mitigated Negative Declaration, as well as the cultural resources memo and forms. Responsible for ensuring technical accuracy, readability, information and data consistency, and correct spelling, grammar, punctuation, and use of abbreviations, as well as verifying references, citations, and sources. Elk Grove Planning Program. Elk Grove, California. Editor. Reviewed and edited the Biological Resources Assessment for the Sports Park project. Responsible for ensuring technical accuracy, readability, information and data consistency, and correct spelling, grammar, punctuation, and use of abbreviations, as well as verifying references, citations, and sources. 144-Folsom Boulevard. Rancho Cordova, California. Editor. Reviewed and edited the draft Initial Study/Mitigated Negative Declaration for Folsom Boulevard Phase 4. Responsible for ensuring technical accuracy, readability, information and data consistency, and correct spelling, grammar, punctuation, and use of abbreviations, as well as verifying references, citations, and sources. 420 Smalley Avenue. Hayward, California. Editor. Responsible for reviewing and editing the Infill Checklist for the 420 Smalley Avenue project in Hayward. Responsible for ensuring technical accuracy, readability, information and data consistency, and correct spelling, grammar, punctuation, and use of abbreviations, as well as verifying references, citations, and sources. A-5193 Palmdale. Palmdale, California. Editor. Reviewed and edited the Initial Study/Mitigated Negative Declaration prepared in conjunction with an update to the City’s Zoning Ordinance addressing telecommunications facilities in Palmdale. Responsible for ensuring technical accuracy, readability, information and data consistency, and correct spelling, grammar, punctuation, and use of abbreviations, as well as verifying references, citations, and sources. Active Transportation Plan, San Diego, California. San Diego County. Editor. Responsible for reviewing and editing the Active Transportation Plan. Responsible for ensuring technical accuracy, readability, information and data consistency, and correct spelling, grammar, punctuation, and use of abbreviations. Michael Baker prepared the County’s Active Transportation Plan for more than 1,000 miles of bicycle and pedestrian improvements in the 26 unincorporated county communities. Suzanne E. Wirth Years of Experience : 36 Education A.A., Liberal Arts Coursework, English, California State Polytechnic University Licenses/Certifications/ Associations Ms. Wirth has extensive experience preparing and editing documents. Her experience was gained in multiple fields, resulting in familiarity with a wide range of subjects. She brings expertise to Michael Baker International as she edits a diverse array of documents, including environmental impact reports and other CEQA/NEPA documents, technical studies, climate action plans, zoning codes, general plans, housing elements, master and specific plans, public outreach materials, graphics and websites, reports, proposals, and a variety of other projects. She reviews for technical accuracy, ensures information consistency, confirms references, verifies sources and citations, and checks formatting. The editing process includes review of spelling, grammar, punctuation, readability, and the use of abbreviations. Technical Editor 89 Proposal for Development Area Plan For The Highway 111 Corridor EXPERIENCE Cont-X Studio West Hollywood, CA Urban Designer, Narrator + Facilitator, 2010-present Sargent Town Planning Los Angeles, CA [contract] Sr. Urban Desgner & Project Manager, 2017 Em Wi Design Group West Hollywood, CA Princial Designer, 2002-2010 John McAslan + Partners London, United Kingdom Architectural Technician, 2001 PROFESSIONAL ENGAGEMENT [current] APA California, Board Of Directors, VP for Public Information APA California’s CalPlanner, Editor-in- Chief APA I Community Planning Assistance Team (CPAT), Urban Design/ Historic Preservation Specialist [previous] Planning Commission (Chairman), City of West Hollywood, Planning Commission | Design Review Subcommittee Historic Preservation Commission (Chairman), City of West Hollywood ASLA | Urban Design PPN (Professional Practice Network), Co-Chair EDUCATION USC School of Architecture Master of Landscape Architecture Graduate Certificate in Architecture & Urbanism USC School of Architecture Bachelor of Architecture USC Price School (formerly School of Policy, Planning & Development) Bachelor of Science in Planning & Development ACHIEVEMENTS Finalist for WPA 2.0, Hollywood Freeway Cap Park Co-author for APA Study Guide, AICP - Urban Design Specialty Certification Instigator for Historic Preservation Ownership Economic Incentive Program Reorganization and redesign of APA California’s publication, CalPlanner MARC YEBER, ASLA Senior Urban Designer - Consultant Marc Yeber is an urban designer and planner, as well as a facilitator and narrator with 15 years of comprehensive experience contributing to the planning, design and implementation of the built environment. With degrees in architecture, urban planning and landscape architecture, his focus is on the design of the public realm and natural environments. Whether shepherding a new policy framework, interacting with a review authority or evaluating a development application, Marc can analyze and develop strategies that address challenges at different scales from the larger community or district plan to a neighborhood or site proposal. This is not to diminish the role the community plays in shaping that plan or proposal and understanding how engagement, participation and consensus building influences the final product. As a former commissioner both for planning and historic preservation, he clearly understands that a terrific plan is meaningless if you cannot effectively communicate its intent to solicit the public’s contribution. In short, he approaches projects using the following principles: • navigating policy framework - by considering the existing context to seek out opportunities and synergies • education and engagement - through advocating a proactive process and encouraging stakeholder participation • messaging and presentation - via the development of a narrative and visuals that speak to the community • negotiating local politics - by taking the community pulse to understand the culture and address concerns To further his efforts to stay abreast of planning topics, Marc is currently the VP for Public Information for APA California, and in that capacity he is the Editor-in-Chief for the CalPlanner, where he currates editorial selection on different planning specialities for a bimonthly publication on planning in California. All of this helps him in analyzing development challenges in community building and exploring the planning origins of today’s context. PROJECT HIGHLIGHTS • Beverly Hills SE Community Vision Plan: analysis and visioning for future development centered around new Metro transit station (via Sargent Town Planning). • Rancho Cucamonga NESAA Specific Plan: crafting of street types,landscape development standards and open space types (via Sargent Town Planning). • Lancaster Health & Wellness District: development of SP content focused on existing context, vision, and neighborhood framework (via Sargent Town Planning). • Historic Franklin: Development & Floodplain Constraints Report. • Avenues Art + Design Street Improvement Project: Analysis & Conceptual Study for traffic calming and pedestrian activation. 90 91 Proposal for Development Area Plan For The Highway 111 Corridor 92 93 Proposal for Development Area Plan For The Highway 111 Corridor Sample Project Excerpts Speed Zone Redevelopment Master Plan, Speedway, Indiana. (Staff work with another firm). 1-1 Pueblo Viejo District Design Guidelines City of Coachella November 2018 DRAFT 1-3 1 INTRODUCTION 1.1 Location The Pueblo Viejo District serves as the heart of the City of Coachella. The triangular district is bounded by Cesar Chavez Street (formerly Harrison Street) on the west, Grapefruit Boulevard on the east, and Bagdad Avenue on the south. The area houses a variety of businesses, institutional buildings such as the City Hall, the Post Office the new Library, recreational facilities such as Veterans’ Park and numerous other uses. The area is also poised for additional growth with a County facility i to be located at 6th Street and Cesar Chavez Street as well as interest in additional development at 6th Street and Cesar Chavez Street. With Grapefruit Boulevard bordering the plan area, the Pueblo Viejo District is connected to the wider region and has potential for attracting additional retail and retail customers through tourism, additional housing opportunities and maintaining and growing this unique place and heart of the community. As part of the implementation of the Pueblo Viejo Revitalization Plan, these Design Guidelines serve as a tool to maintaining and growing the sense of place that defines what the Coachella community loves about the Pueblo Viejo and how the community can attain its vision for a more vibrant and active district. 1 Pueblo Viejo Design Guidelines 1-4 1.2 Purpose and Intent The Pueblo Viejo Revitalization Plan, created in 2010, established a vision for the area following extensive public engagement and consultation with stakeholders and City officials. is the plan established the following vision: “Pueblo Viejo is the civic and cultural heart of Coachella. The community is proud of the historic charm, locally‐owned businesses, and vibrant civic center. As you enter through the attractive gateways on Sixth Street, you are immersed in a lively street scene offering shady walkways, cooling water fountains, outdoor dining, and unique shopping. Once empty lots are now filled with mixed‐use buildings that respect the heritage, climate, and community values. Family‐friendly events and festivals fill the streets and public spaces. As you relax in the clean, well maintained civic center core, you know . . . you have arrived in Pueblo Viejo!” The plan included tools for implementation of this vision. The City has already started implementing the plan with the revamping of the Veterans Park area and the streetscape along three blocks of Sixth Street and around Veterans Park and the construction of the new Library. As part of the implementation, these Design Guidelines were adopted to create a cohesive look and feel and maintain and enhance the sense of place that is the Pueblo Viejo. More specifically these Design Guidelines: Pueblo Viejo vision diagram 1-5 ▓ Provide additional guidance on private realm architecture and site design to enhance the physical, visual, and functional compatibility between uses; ▓ Provide guidance on development of the public realm, including streetscapes and public infrastructure; and ▓ Ensure that new public and private development in the District is compatible, honors the history of the City of Coachella, and contributes to the unique character of Pueblo Viejo District. These Design Guidelines are intended to provide design professionals, property owners, residents, and the City a clear understanding of the City of Coachella’s expectations for the planning and design of properties in Pueblo Viejo. The Design Guidelines are supplemental to the City’s Municipal Code (including Zoning Ordinance and Sign Ordinance), General Plan and the Pueblo Viejo Revitalization Plan. These Design Guidelines replace the citywide Design Guidelines for the defined Pueblo Viejo District as outlined in Section 1.1. 1.3 History and Heritage Coachella’s early beginnings date back to 1898 when a wood terminal was established on a Southern Pacific Railroad siding. This terminal transported mesquite wood to Los Angeles. Many Mexican American railroad track workers, also known as Traqueros, came to the area to work on this siding and the extension of the Southern Pacific Railroad to the Coachella Valley. Development of the city didn’t truly begin until the Rector Brothers, Jason L. Rector and Lon B. Rector, dug a well to access artesian water in November 1900. This well is now covered by the intersection of Grapefruit Avenue and Fifth Street. The first dwelling in the city was an adobe structure owned by Mr. Rector. Many businesses were established by Mr. Rector, including the Coachella Valley Produce Association and the Coachella Valley Refrigerating Company. These businesses served as the basis for growth and future industrial development in the city. Due in part to the establishment of the Coachella Valley Produce Association, the city has a very strong agrarian history, and for many years, it was the closest place for mostly Mexican-American farmworkers to receive services. In an effort to secure fair wages for these farmworkers, Cesar Chavez, Dolores Huerta, and Gilbert Padilla founded Farmworkers United in 1962 in the Coachella Valley. Cesar Chavez led strikes and boycotts in the 1960s. He is highly regarded throughout the city. In 2018, Harrison Street at the eastern boundary of Pueblo Viejo District was renamed Cesar Chavez Street. The history and heritage of the City of Coachella is extremely important to the city’s residents. The Design Guidelines help create a unique place and combat the architecture of nowhere by striving to protect this history and heritage. The Design Guidelines encourage development that is sensitive to both, the existing and historically significant buildings in the District while allowing for innovation and growth that maintains the eclectic and unique sense of place that is the Pueblo Viejo District. Pueblo Viejo Design Guidelines 1-6 1.4 Background and Companion Documents 1.4.1 2010 Pueblo Viejo Revitalization Plan The Pueblo Viejo Revitalization Plan established the vision for redevelopment revitalized District. The plan analyzed the current citywide Design Guidelines for the area and called for amending those guidelines in its implementation program. These Design Guidelines provide clear guidance as to how new development and existing development modifications should be designed to be compliant with the Vision for the Pueblo Viejo. 1.4.2 Coachella General Plan These Design Guidelines Help to implement the General Plan. More specifically this includes: ▓ Implementation of the General Plan’s Guiding Principles ▓ Land Use and Community Character % Downtown Center % Public Designations including Mini Parks and Plazas/Greens % Public Facilities and Buildings % Building Types % Subarea 2 – Downtown policies ▓ Mobility % Goal 1. Complete Streets % Goal 2. Traffic Calming % Goal 3. Pedestrian Network % Goal 4. Bicycle Trail Network % Goal 5. Transit Supportive Development Patterns ▓ Community Health and Wellness % Policy 2.3 – Housing diversity % Policy 8.24 – Public Plazas ▓ Sustainability and Natural Environment % Policy 1.6 – Climate-appropriate building types. % Policy 1.10 – Adaptation strategy % Policy 1.11 – Urban forest % Policy 1.14 – Designing for changing precipitation patterns % Policy 2.2 – Passive solar design % Policy 2.3 – Alternative energy % Policy 2.8 – Renewable energy-open space areas 1-7 % Policy 2.9 – Energy-efficient street lighting % Policy 3.4 – Low impact development % Policy 3.7 – Landscape design % Policy 3.8 – Groundwater Infiltration % Policy 4.6 – Public realm shading % Policy 6.5 – Dark sky ▓ Infrastructure and Public Services % Policy 1.7 – Infill % Policy 1.9 – Land use compatibility ▓ Noise % Policy 3.2 – Traffic Calming ▓ Housing % Policy 1.5 – Housing Downtown % Policy 1.8 – Innovative Construction 1.4.3 Coachella Zoning Ordinance These design guidelines provide additional guidance for the properties within the Pueblo Viejo District. The guidelines are not intended to replace or supersede the design standards included in the City’s Municipal Code, Title 17, Zoning. These guidelines are intended to enhance those items required by the City’s Zoning Ordinance and provide additional guidance for architectural review, as required in the zoning districts within Pueblo Viejo District. Where conflicts between the Municipal Code and these Design Guidelines occur, the Municipal Code shall prevail. 1.5 Organization and Use This document is organized in six sections: 1. Introduction 2. Design Principles 3. Private Realm Design Guidelines 4. Public Realm Design Guidelines 5. Definitions 6. Appendices The Introduction orients the reader to the design guidelines document. The section opens with a description of the Pueblo Viejo District and introduces the purpose and intent of the Design Guidelines. It also provides a brief history of Coachella so that the reader understands the District’s setting and its importance in relation to larger city. The Introduction summarizes related documents such as the City’s General Plan, 2010 Pueblo Viejo Revitalization Plan, and Zoning Ordinance that also form part of the policy framework for the Pueblo Viejo. Pueblo Viejo Design Guidelines 1-8 The Design Principles section paints a picture of the overall character that is to be achieved in various subareas of the Pueblo Viejo District rather than citing details. It sets forth the overarching principles and/or best practices that are to be followed when considering the Design Guidelines. The section also includes case studies of recent developments in the Pueblo Viejo District. The Private Realm Design Guidelines section details the guidelines that are to be followed when developing private property. The section begins by describing the Pueblo Viejo’s historic background and discusses appropriate architectural styles for the commercial areas of the district based on history, cultural influences, changing demographics, and public engagement feedback. It also includes detailed guidelines for various elements based on the styles of architecture that are allowed in the Pueblo Viejo’s three commercial subareas. The section also includes suggestions and encouragement for public art, plazas, paseos and gathering spaces. The Public Realm Design Guidelines section provides suggestions for development of public roadway and sidewalk areas. The section provides suggested typical cross sections and facilities for various streets. While detailed plans are to be created for streetscape concepts for each commercial street, the guidelines include best practices to incorporate in public infrastructure design or expectations the City has for private development of spaces to be included in the public realm. Residential streetscapes are not suggested; rather, traffic calming strategies are laid out for these streets. The section also provides guidance on landscape improvements and includes a planting palette for commercial areas. The Definitions section explains various planning terms that have been used in the document. The words are arranged in alphabetical order for ease of use by the reader. Care has been taken to use simple terms in the document and to avoid planning jargon as much as possible. The Appendices are a collection of documents that support the narrative and development of these Design Guidelines. These include a charrette and public engagement summary, a visual preference survey summary, and the Sixth Street lighting fixtures, furniture, and planting palette. 2-9 2 CHARACTER AND DESIGN PRINCIPLES 2.1 Defined Subarea Character The Pueblo Viejo District is divided into six distinct subareas. The focus of the Design Guidelines is on those subareas that may experience in-fill development, commercial and/or mixed-use development, such as the Sixth Street Subarea, Grapefruit Boulevard, Cesar Chavez Street, and the Transition Area surrounding Veterans Park. The Design Guidelines establish the character, architectural style, massing, materials, and colors for architecture in each of these subareas. While most of the Pueblo Viejo District consists of single-family residential, and will remain so, the vision calls for more mixed-use development throughout the core of the Pueblo Viejo. However, the guidelines do not suggest the nature and character of development that might occur in the residential areas; rather, they focus is on the public realm aspect in these areas and do not provide Design Guidelines for residential uses in these areas. Below is a brief summary of the subareas as shown on Map XX. 2.1.1 Sixth Street Subarea The Sixth Street Subarea comprises the area along Fifth, Sixth, and Seventh Streets and includes the Post Office as well as the area surrounding intersections with Grapefruit Boulevard and Cesar Chavez Street. The area is envisioned as a walkable “main street” environment with higher densities, multistory structures with mix of uses both horizontally and vertically. However, the density shouldn’t be overwhelming for a pedestrian, and building architecture should focus on the human scale by creating a superior pedestrian environment. 2 Sixth Street subarea views Pueblo Viejo Design Guidelines 2-10 Map XX Subarea Limits Map 2-11 This is achieved by incorporating significant details in the buildings’ architecture, especially on the ground floor. Businesses should have good pedestrian scale frontages to provide a rewarding visual experience for the people passing by. The retail stores should incorporate displays that trigger the interest of pedestrians. Fifth and Seventh Streets are expected to enjoy a spillover effect from Sixth Street and will follow similar development patterns. However, the continuous shaded walkway along Sixth Street will create a completely different look and feel for the space between the streets. The intersections with Grapefruit Boulevard and Cesar Chavez Street are also part of the Sixth Street Subarea. These are entryways to the Sixth Street main street; thus, greater detail in both the private and public realms is advocated in the guidelines to create an inviting environment. 2.1.2 Grapefruit Boulevard The Grapefruit Boulevard Subarea is envisioned to be automobile focused but also a walkable and bikable environments. The corridor caters to free standing structures with their own parking lots and used for commercial, light industrial, and automobile-oriented uses. Multi family structures may be integrated in the horizontal mix of the area. The Design Guidelines focus on cosmetic improvement of existing buildings’ façades and enhancement of the streetscape to accommodate pedestrians and bicyclists. New development and modifications to existing development should experiment with architectural styles to create auto-oriented yet attractive buildings. 2.1.3 Cesar Chavez Street Subarea Cesar Chavez Street is a commercial street with mainly auto-oriented franchise stores. The Design Guidelines for this area are similar to those for Grapefruit Boulevard and focus on improvement of building façades and implementation of complete and walkable streets. While the uses may differ, the style of architecture, density, height, and general ambience/placemaking elements will follow the “main street” characteristics described above for Sixth Street as the district transitions towards 6th Street and away from the existing built retail in the subarea. 2.1.4 Transition Area The Transition subarea refers to the parcels surrounding Veterans Park. Because the area is envisioned to serve as a transition between residential and commercial use utilizing the existing residential structures and maintaining similar density and massing. New development and Sixth Street subarea views Grapefruit Boulevard subarea views ry Pueblo Viejo Design Guidelines 2-12 modification of existing uses that fits a transition between residential and commercial scale should be encouraged. 2.1.5 Palm View Elementary School The block in which the school is located features institutional uses. Built in 1928, Palm View Elementary is the oldest school in the District and has been plagued for years by obsolescence due to the building age and materials originally used. The current school building features Spanish Revival style architecture with an arched opening at the entrance. It is proposed to be demolished and a new school is to be built on the existing property. The historic nature of the school will be taken into account and will be incorporated into the new design. Since the development is underway, and approved by the City, Design Guidelines are not provided for this subarea. 2.1.6 Civic Center and Veterans Park The 6th Street streetscape and Veterans Park projects provide a respite from the surrounding buildings. The wide sidewalks in this subarea can incorporate public art that complements the style of these developments. Since the development has recently taken place and is not expected to change in near future, the Design Guidelines are not provided for this subarea. 2.2 Community Character Principles The physical city comprises both the public and the private realms. The public realm includes streets, sidewalks, and areas between the street and the sidewalk, as well as civic buildings, public plazas, parks, and greenways. Private property, including public gathering spaces not owned and operated as part of the public rights-of-way, are considered the private realm. Community character principles are the overarching principles that will define the character of the subareas. These principles are the basis for the specific guidelines pertinent to both the public and private realm that make up a neighborhood character. 2.2.1 Development Principles ▓ Promote dense and mixed-use development where residential, commercial, cultural, institutional, or entertainment uses are physically and functionally integrated and complement each other. This variety of uses allows for people to live, work, play and shop in one place, which then becomes a destination for Civic Center and Veterans Park subarea views 2-13 people from other neighborhoods there by making is vibrant and contributing to the overall economic development of the City. ▓ Promote development that is mixed both horizontally and vertically that will in turn create a truly walkable and vibrant neighborhood. Vertical mixed-use development combines different uses within the same building with more public uses on the lower floor such as retail shops, restaurants, of commercial businesses and private uses on the upper floors such as residential units, hotel rooms, or office space. This is the traditional type of mixed-use that most individuals are familiar with. Horizontal mixed use consists of single-use buildings with different, yet complementary and integrated land uses next to each other. For example, an apartment complex can be adjacent to a commercial and office building, thus still providing a walkable environment, but with a different configuration to each building and use. ▓ Promote development that is consisted to current market demand and flexible to accommodate future demand. Such a development where residential, commercial and institutional uses can use the space interchangeably which can reduce vacancies in the short-term and can be more financially sustainable and flexible in the long-run and react to changing market conditions and demand without creating additional vacancies and blight. ▓ Promote reuse of existing historic buildings that are economically viable and have historic character or significance. This is important for the community to maintain its historic roots and tell the story of Coachella. Mixed use development example Pueblo Viejo Design Guidelines 2-14 ▓ Promote context-sensitive infill projects and site planning that is sensitive to the surrounding architecture, urban design, and landscape architecture in terms of style, scale, and massing. ▓ Promote live building edges and articulated building façades that helps with breaking massing and bulk and emphasizes human-scale design and experience with in turn promotes walkability. The overwhelming nature of buildings should be balanced by creating a superior pedestrian environment by incorporating visual interest and significant details in the architecture, especially on the ground floor. Pedestrians move significantly slower than automobiles so require more visual stimulation through additional detail that will be noticed by those who walk but might not be noticed by a driver at higher speed. Retail should incorporate displays that are interactive in nature where possible and that trigger pedestrian interest. 2.2.2 Placemaking Principles ▓ Provide public places that are memorable and interesting that foster a vibrant street life and provide for gathering places. These may include plazas, sidewalk dining areas, pocket parks, parklets, walkways, or wide sidewalks. ▓ Promote placemaking elements that pay tribute to history and tell a story of the City of Coachella. Placemaking elements such as public art and murals capture interest, enliven a space, and add uniqueness. The Pueblo Viejo already has a growing mural program. Incorporating public art and murals based on themes that encapsulate the history of Coachella, the heritage of Coachella’s residents, or express modern Coachella culture are encouraged both on structures and in the streetscapes and plaza areas. This will continue to enhance the unique identity to the Pueblo Viejo District. ▓ Design public spaces to accommodate activity that will enhance the vibrancy of the place and promote the Pueblo Viejo District as a destination to visit. Examples of activities in these public spaces include public assembly, entertainment, dining, passive recreation, youth engagement activities, special events and festivals, kids’ play areas, and outdoor exercise. 2.2.3 Circulation, Mobility, and Connectivity Principles ▓ Integrate land use and transportation by creating meaningful connection between the uses and infrastructure, such as utilizing simple elements such as arcades and colonnades to create shade for a more comfortable environment in the desert heat. This integration leads to environmental improvements in air quality Placemaking element example 2-15 and greenhouse gas reduction, increased levels of walking, bicycling and transit use; economic and community revitalization; and the preservation of neighborhood character ▓ Utilize Complete Streets principles to create a multimodal environment that not only caters to the motorists but also to the people using other modes of travel such as walking, biking and transit. Such a street enhances real and perceived safety and enables people of all ages, and abilities to use the street space comfortably thus increasing modal choices for all groups of people. ▓ Enhance connectivity to transit which will in in turn encourage a shift from automobile use to public transportation. One important element of this shift is to provide first mile/last mile connections to transit stops. In many cases, people will walk to transit if it is close enough to walk or bike (typically a quarter mile and a half mile, respectively – although this varies throughout different geographic areas). Safe and comfortable sidewalks or bicycle facilities are important. Perception of walking and biking distance can be shortened by creating a pedestrian-scale, attractive environment. Bike-share facilities can also help people make a modal shift. ▓ Create comfortable pedestrian environment by creating well designed, wide, shaded, and furnished sidewalks for resting and recreation. This will encourage and make walking a more desirable mode for people of all age groups and physical abilities. ▓ Create safe environment for pedestrians and bicyclists through the signage, traffic control and traffic calming techniques, increase visibility of crossings, signals, and appropriate level of lighting ▓ Incorporate environmental design standards and green development techniques in street design, including the generous provision of street trees that enhance shade and tree canopy and other drought-tolerant plantings as well as low impact development techniques. ▓ Provide an adequate amount of on-street parking while maintaining block integrity. This will reduce the need for off- street parking and support business development. On-street parking also shields pedestrians from oncoming traffic by creating a buffer between pedestrian and moving vehicles. Complete streets at cater to all users and promote activity Pueblo Viejo Design Guidelines 2-16 2.3 Recent Developments in The Pueblo Viejo District 2.3.1 Sixth Street Streetscape Completed in 2012, the Sixth Street streetscape incorporated traffic calming features such as curb extensions and high-visibility crosswalks. A wide promenade-style walkway was developed in the Civic Center/Veterans Park area. Midblock crossings are provided in each of the three blocks. Drought-tolerant landscaping was integrated into the streetscape. The streetscapeis planned to be extended along the remainder of Sixth Street. 2.3.2 Library Located across the street from City Hall at the corner of Sixth Street and Orchard Avenue, the new 15,000-square-foot library and conference center, designed in a Spanish Colonial Revival style, features Spanish-style arches over its doors and windows, clay tile roofs, a wooden shade trellis, and scenic outdoor gathering spaces with a decorative fountain. The library and conference center also include an iconic bell tower that will be visible from many areas of the city. 2.3.3 Veterans Park Completed in 2016, the Veteran’s Park consists of three main areas: an amphitheater, a date palm and rose garden, and a picnic area. The structures feature Spanish Mission–style architecture with arched openings and tiled roofs. Other features include formal arched entries and a palm grove, a desert botanical garden and courtyard entry to City Hall, a gated parking area, on-street parking, a new parking lot, widened sidewalks to accommodate community events, site furnishings, and street trees. Veteran’s Park Sixth Street Streetscape 3-17 3 PRIVATE REALM DESIGN GUIDELINES 3.1 INTERPRETETION AND APPLICATION The guidelines are general and may be interpreted with some flexibility in their application to specific projects. The guidelines will be used during the City’s design review process to ensure new development implements General Plan goals and objectives and becomes a compatible part of the total community environment. These guidelines shall apply to all new development in the within the Pueblo Viejo District. They shall also be used to review existing development for any reuse, additions, remodel, reconfiguration or other construction requiring a building permit. In the review of modifications or additions to existing development, the provisions of the guidelines will be imposed to the extent that they are applicable and practical to impose in the situation. 3.2 HOW TO USE GUIDELINES DOCUMENT The Private Realm Guidelines correspond the development occurring on the private property. The City’s Zoning Code should always be consulted as the first step of any development project. The guidelines are organized in various sections and the diagram below shows the process of referring to various sections of the guidelines. ▓ Step 1: First step in the usage of guidelines is to find the relevant district of the project site based on the map provided in Section 2.1. The section also provides an overall philosophy of the district. 3 Pueblo Viejo Design Guidelines 3-18 ▓ Step 2: Overarching Principle: Finalize the architectural style for the project and refer to Section 3.2 Allowed and Encouraged Architectural Styles. These guidelines are referred to in the general provision as well as subarea guidelines. ▓ Step 3: The applicant should refer to the Section 3.4 General Provisions. This section applies to all subareas. ▓ Step 4: Refer to either Section 3.5, 3.6 or3.7 depending on the subareas that the project site is located. These section gives additional guidelines specific to the subarea in addition to general provisions. ▓ Step 5: The Section 3.8 Signs, Murals, and Public Art, should be consulted for all projects irrespective of the subarea. The section provides guidelines for each type of signage that is allowed in Pueblo Viejo District. Table XX in this section provides list of various signs and the suggested subareas in which they may be used. The Mural and Public Art guidelines are applicable to all subareas. Guideline Document Usage Diagram 3-19 3.3 ALLOWED AND ENCOURAGED ARCHITECTURAL STYLES A mix of architectural styles and details can create an authentic and timeless downtown. The allowed and encouraged architectural styles will support the Pueblo Viejo’s historic charm, locally owned businesses, and vibrant civic center. A vertical and horizontal mix of uses would set Coachella apart from other cities in the Coachella Valley. In addition, residents prefer a mix of architectural styles that reflect the city’s past and preserve its eclectic style and sense of place to further set the Pueblo Viejo District apart from other areas in the Coachella Valley. Architectural styles incorporating elements that are responsive to the environmental needs of the desert, including sun-shading, are strongly encouraged. Features such as arcades and colonnades will create livable outdoor spaces that will encourage a vibrant street scene. The architecture of Pueblo Viejo District should support the vision of the district as a vibrant downtown with opportunities for fun, dining, conveniences, and livable residential communities that are close to and integrated with these uses and account for variable economic pressures of changing market condition. Pueblo Viejo District Architecture The existing Pueblo Viejo District architecture in Coachella has been influenced by various architectural styles. A review of historic images captures structures that include elements of the following architectural styles: Classic Revival, Neo-Classical, Western False Front, Spanish Colonial Revival, International Style, and Art Deco. More recent development is postmodern or international architectural styles. These styles create a platform for experimentation and playfulness often abstractly incorporating historic elements that makes a place unique in one respect. It helps break the monotony of traditional styles and enables the creation of unique and iconic structures. Classic revival brick style Classic old west architecture Pueblo Viejo Design Guidelines 3-20 Spanish Colonial Revival Spanish Colonial Revival Neoclassical style International style Allowed Architectural Styles To preserve the architectural heritage of the Pueblo Viejo District, but also encourage its eclectic nature, four primary architectural styles are explicitly allowed. ▓ Spanish Colonial Revival ▓ Mission Revival ▓ Neoclassical ▓ Postmodern ▓ Architectural Innovation* *In addition, applicants can depart from these styles with bold new contemporary design, but the design should be in context with the surrounding uses and pay homage to the heritage of the Pueblo Viejo District, the City of Coachella and the Coachella Valley. The detailed guidelines pertaining to each style and the applicable to Pueblo Viejo District are explained in the following sections. 3-21 3.3.1 Spanish Colonial Revival Architecture The Spanish Colonial Revival style revisits the traditional Spanish architectural themes seen in Spain’s early western colonial settlements. Within the U.S., this style gained national exposure at the 1915 Panama- California Exposition in San Diego. Many of the buildings designed and built for the exposition were in this style. The style is embraced principally in California and Florida and is characterized by a combination of detail from several eras of Spanish and Mexican architecture. In the Pueblo Viejo District, architecture in the Spanish Colonial Revival style can be found along Sixth Street. Elements of this style that can be identified in Pueblo Viejo District are porch arcades with columns, round arches at entryways, and stucco exterior walls. The Coachella Public Library is designed in this style and bookends the Civic Center subarea. This style was strongly preferred by stakeholders throughout the development of the 2010 Pueblo Viejo Revitalization Plan and these guidelines. The style blends Coachella’s Mexican heritage with a slightly modern twist and an elegance desired for Pueblo Viejo. Arcades and other attached shade structures are common features of this style and are appropriate to the local desert climate. 3.3.1.1 Overall Building Design ▓ Spanish Colonial Revival buildings are typically rectangular or L- shaped with horizontal massing and often include interior or exterior courtyards. 3.3.1.2 Walls ▓ Smooth or sand -float finish concrete stucco with tastefully placed adornments. 3.3.1.3 Roofs ▓ Slate or concrete shingles or half-cylindered/ Spanish (S-shaped) modern concrete tiles should be used for durability. ▓ Lightly sloped or flat roofs are common to this style and are hidden behind domes or other false parapets. ▓ Shaped dormers/parapets. 3.3.1.4 Articulation and Decorative Elements ▓ Patterned cutouts in smooth stucco used to decorate walls, chimneys, and vents. ▓ Terra-cotta or cast concrete ornaments. Smooth Stucco Walls Courtyard Pueblo Viejo Design Guidelines 3-22 ▓ Decorative tiles used as a wall surface or as ornament. ▓ Circular or square columns can be used as vertical elements. ▓ Rafters and supports may be exposed on the building’s exterior. ▓ Decorative wrought iron and wood brackets or railings. ▓ Towers are used as decorative elements and are encouraged. Generally round, square, or polygonal towers are used to mark entrances and stairwells. 3.3.1.5 Windows and Doors ▓ Deeply inset arched or rectangular windows can occur on any side of the building. ▓ Double-hung and French or wood casement windows are common to this style. Such windows have grilles usually divide the upper sash into individual panes that are square or close to square, giving the appearance of divided-lite windows. ▓ Arched entry doorways that are oversized and imposing are a common element of this style. ▓ French doors are usually used to provide access to porches and verandas, creating a visual connection between the interior and exterior. These are usually made to look like the building’s windows. ▓ The framing for doors and windows is preferred to be wood, though decorative powder-coated metal frames can be used. ▓ The window, grills, and doors are typically earth tones such as dark browns, terra-cotta reds, and light greens. ▓ Windows should be clear glass. Decorative glass is also appropriate in some cases. 3.3.1.6 Porches and Arcades ▓ Long exterior arcades and galleries that wrap the building are common to this style. Semi-circular arches usually spring from square pillars to form outdoor corridors. ▓ Small balconies with transparent railings, typically wrought iron. ▓ Projecting rectangular porticos, porches, or outdoor rooms created with arched openings are prevalent, especially in residential architecture. 3.3.1.7 Columns and Pillars ▓ Large square pillars are commonly used with arcades/ exterior corridors of the buildings. Tower, Arched entry and Windows Square pillars for arcade 3-23 3.3.1.8 Materials and Colors ▓ The suggested exterior material is smooth or sand -float finish concrete stucco with a minimum thickness of 7/8 inch. Accent materials can include, but should not be limited to: % Natural stone % Wood % Wrought iron % Textured or glazed concrete masonry units % High-quality, pre-stressed concrete systems % Structural or Corten steel (if a drip area is provided) % Hand-painted or natural tile (decorative and otherwise) ▓ The preferred colors for this architectural style are earthy tone colors used as base color of the buildings. Use of different colors belonging to same family of earth colors is encouraged. Earthy tone colors come from natural things around us: brown soil, green leaf, cloudy sky, as well as the red and yellow sun. These palettes can create a warm, nature-friendly atmosphere. ▓ Accent colors such as light blues and greens and vibrant blues, greens, reds, and yellows are encouraged. These colors can often be bold or vivid and are used sparingly, to emphasize, contrast or create rhythm and are encouraged. ▓ Doors usually have a dark wood finish. 3.3.1.9 Lighting ▓ Spanish Colonial Revival–style outdoor lighting fixtures with the features listed below include: o Wrought iron lighting fixtures, including lanterns of many different shapes o Clear glass shades to accent candle-shaped bulbs or amber shaded glass o Grandly ornamented fixtures with scrolled metal accents o Fixtures are either mounted to the wall or hung using chains 3.3.2 Mission Revival Architecture Mission Revival architecture in California was inspired by the original Spanish missions. These missions were established in the late eighteenth and early nineteenth century. Mission Revival gained popularity with the train depots of the Santa Fe and Southern Pacific rail companies. By the late nineteenth century, the style began influencing the architecture of residential, commercial, and other institutional buildings. Defining characteristics include roof parapets, simple stucco or plaster siding and Earthy tone finishes Mission Revival Architecture Pueblo Viejo Design Guidelines 3-24 exposed beams. Below are the suggested guidelines for buildings designed in the Mission Revival architectural style. 3.3.2.1 Overall Building Design • Enclosed courtyards are common to Mission Revival architecture. 3.3.2.2 Walls • Unadorned smooth or light-float stucco walls • Reinforced masonry walls mimicking adobe mud brick 3.3.2.3 Roofs ▓ Half-cylindered concrete tiles are common typically of terra cotta or earth tone. ▓ Low-pitched hipped roofs/shallow roof lines with wide overhanging eaves and exposed rafters are preferred for the roof structure. ▓ Shaped dormers/parapets Are often used. ▓ Bell gables can be incorporated as a façade element, along with shaped dormers. 3.3.2.4 Articulation and Decorative Elements ▓ Building designs are usually accompanied with bell gables and rose windows. ▓ Restrained decorative elements of tile, iron, and wood create articulation on the façade are used, but not to the extent of Spanish Colonial Revival. ▓ Circular, twisted, or square columns can be used as vertical elements and help break the monotony of the façade. ▓ While demarcation of floors is preferred, it is not necessary. 3.3.2.5 Windows and Doors ▓ Deeply inset arched or rectangular windows can occur on any side of the building. ▓ Double-hung and French or wood casement windows are common to this style. Such windows have grilles usually divide the upper sash into individual panes that are square or close to square, giving the appearance of divided-lite windows. Shaped Dormers Rectangular and arched windows, double hung windows and framing 3-25 ▓ Round or quatrefoil windows are integrated with the building design and create decorative elements on the façade and are encouraged. ▓ Arched entry doorways are a common element of this style and are encouraged. ▓ French doors are usually used to provide access to porches and verandas, creating a visual connection between the interior and exterior. These are usually constructed of carved wood and appear heavy. Such doors are encouraged. ▓ The framing for doors and windows is preferred to be wood, though decorative powder-coated metal frames can be used. ▓ The windows, grills, and doors should be of earth tone but can be in a contrasting color to the wall color. ▓ Simple articulation is preferred in the frames in order to create play of light and shadow. ▓ Windows should be clear glass. Decorative glass is also appropriate in some cases. 3.3.2.6 Porches and Arcades ▓ Long exterior arcades and galleries that wrap the buildings are common to this style and area encouraged. Arches usually spring from square pillars to form outdoor corridors. ▓ Projecting porticos, porches, or outdoor rooms created with arched openings are prevalent to this style and are encouraged, especially in residential architecture. 3.3.2.7 Columns and Pillars ▓ Twisted or circular columns are used as decorative elements. These also appear to frame windows in some buildings. ▓ Large square pillars are commonly used with arcades/ exterior corridors of the buildings. 3.3.2.8 Materials and Colors ▓ The suggested exterior material is concrete stucco with a minimum thickness of 7/8 inch. Accent materials can include, but should not be limited to: % Natural stone % Reinforced Brick % Textured or glazed concrete masonry units % High-quality, pre-stressed concrete systems % Other high-quality metals ▓ The preferred colors for this architectural style are earthy tone colors used as base color of the buildings. Use of different colors belonging to same family of earth colors is encouraged. Earthy Porches, Pillars Exterior Arcades Pueblo Viejo Design Guidelines 3-26 tone colors come from natural things around us: brown soil, green leaf, cloudy sky, as well as the red and yellow sun. These palettes can create a warm, nature-friendly atmosphere. ▓ Accent colors such as light blues and greens and vibrant blues, greens, reds, and yellows are encouraged. These colors can often be bold or vivid and are used sparingly, to emphasize, contrast or create rhythm. 3.3.2.9 Lighting ▓ Mission Revival–style lighting outdoor fixtures with features listed below: % Wrought iron or hammered copper % Opaque shades, especially made of amber glass that covers the bare bulbs % Use of chains for hanging fixtures is prevalent 3.3.3 Neoclassical Architecture Neoclassical architecture originated in the eighteenth and early nineteenth centuries. The movement used Greek and Roman details to create structures that are characterized by grandeur of scale through the use of simple geometric forms and columns, as well as blank walls. Some historic buildings in Coachella bear elements of neoclassical architectural style. However, unlike historic neoclassical buildings seen in other parts of the world that are highly ornate in nature, these buildings are a utilitarian version of the same. The shape and form of buildings, use of columns and other features suggest neoclassical style. Such architectural style with lesser ornamentation compared to traditional neoclassical buildings complements the other styles such as Mission Revival and Spanish Colonial Revival. Hence, this style is suitable for the Pueblo Viejo District. 3.3.3.1 Overall Building Design ▓ The building architecture should have order and harmony. Building elements should be symmetrical with a clean geometry, and all parts should fit together to create a cohesive and balanced design. ▓ Neoclassical buildings usually use the Greek rule of proportion drawn from the golden section to design the architectural elements as well as for the overall composition of the building. Such consideration is encouraged. ▓ Neoclassical architecture style had no domes or towers, so they are discouraged in buildings using this style. Rhythm, order, geometry and grandeur in simplified form. It is important to note that the overall building height of this example is not appropriate to the Peueblo Viejo. 3-27 ▓ The building façade is to be flat and long. A screen of freestanding columns, or windows or other elements that mimic columns is usually used. Historic examples within the Coachella valley did not typically utilize true Greek or Roman columns, but simpler vernacular style. 3.3.3.2 Walls ▓ The façades are characterized by restrained ornamentation. 3.3.3.3 Roofs ▓ Roofs are usually flat and horizontal or low-pitched gable. 3.3.3.4 Articulation and Decorative Elements ▓ While the buildings can have restrained decoration and minimal ornamentation, blank façades are not permitted. ▓ Corner stones, or quoins, are encouraged to give a sturdy appearance. ▓ Trims are encouraged to be used around windows and doors. ▓ Use of a balustrade on upper levels is encouraged. ▓ Use of dentil molding—a series of closely spaced, rectangular blocks that form a molding—is encouraged below the cornice, along the roofline of a building. ▓ The decorative dentil molding band is encouraged to be used anywhere on a structure. ▓ Pilasters—a rectangular support or decorative protrusion that resembles a flat column—are encouraged to be used on the façade. Pilasters should project slightly from the wall and have a base, a shaft, and a capital like a column. 3.3.3.5 Windows and Doors ▓ Doorways should have decorative surrounds and pediments (the triangular section found above the entranceway). ▓ Windows should have vertical proportions with double-hung sashes. Division into six or eight panes is encouraged. ▓ Windows should be evenly spaced across the building’s façade. ▓ Windows are encouraged to be flanked by shutters. ▓ Fanlight windows can be used in gables or above doors on the upper floors. 3.3.3.6 Porches and Arcades ▓ A temple-like pediment over the entry porch is usually seen as a characteristic of neoclassical architecture. However, these Balustrade and use of pilasters, corner treatment of buildings Vertical proportioned windows, decorative entryways, pediment Pueblo Viejo Design Guidelines 3-28 architectural features do not reflect the local neoclassical style in Coachella and hence, are discouraged. ▓ Buildings should have a full-height front porch supported by a row of columns. ▓ A balustrade along the second-story porch is encouraged. 3.3.3.7 Columns and Pillars • More vernacular columns or pilasters are preferred over Greek or Roman columns. • Columns should be even in number. • Repetition of columns in porches and along the façade is encouraged. 3.3.3.8 Materials and Colors ▓ Heavier materials such as exposed reinforced brick/brick cladding are to be used in the lower portion of the structure, with lighter materials such as wood used in the upper portions of the façade. ▓ Exterior materials include: % Exposed reinforced brick, stone, and plaster on walls. % Trims should be made of wood or materials that that like wood and are durable. The use of foam molding is not permitted. ▓ If plastered, the buildings are usually in shades of white. 3.3.3.9 Lighting ▓ Neoclassical outdoor lighting fixtures integrating Greek and Roman ornamentation with the features listed below are encouraged: % Wrought iron lighting fixtures, including lanterns of many different shapes % Clear glass shades to accent candle-shaped bulbs or amber shaded glass % Grandly ornamented fixtures with scrolled metal accents % Fixtures are either mounted to the wall or hung using chains 3.3.4 Postmodern Architecture Postmodernism emerged in the latter half of the twentieth century. It was a reaction against the rigid doctrines of the modernist movement that included austerity, simplicity, functionalism, uniformity, and a lack of ornamentation, color, and human scale, as well as lack of tribute to the 3-29 history and culture of the community. Modernist architectural style is a movement based on certain characteristics and features of the building as explained previously (and is not to be confused with contemporary architecture that means architecture of today). Complexity and contradiction of form, style, color, and material is the underlying theme of all postmodern buildings. Postmodernism is a broad movement that draws from a variety of architectural styles, history, culture and heritage and molds them together to create new typically more abstract design. It is not the intention of this style to limit expression of architectural elements such as roofs, doors, windows, walls, and so on based on strict rules. Rather, the style allows for free expression and leaves room for diverse implementation and is represented by the major characteristics described below. The structures developed in the postmodern style are encouraged to draw from the other architectural styles described in this section: Spanish Colonial Revival, Mission Revival, and neoclassical. The architecture should also draw from local heritage, history and culture, as well as Mexican heritage. Ornamentation, color, and articulation drawn from these styles will allow for continuity while fostering unique architectural expression and respecting the history of the community. Buildings range from using ornamentation on the façade to being works of sculpture themselves. 3.3.4.1 Overall Building Design ▓ Postmodern buildings often combine astonishing new forms and features with seemingly contradictory elements of earlier periods and architectural styles. ▓ Contradiction of form with function is also a common element. Using traditional elements with connotations of very modern technology is a prevalent feature of postmodern architecture. ▓ Fragmentation of one structure into several smaller structures and forms is common with the use of different materials and styles. The concept aligns well with the overall vision of encouraging a building that respects human scale. ▓ Newer postmodernist compositions are rarely symmetrical, balanced, and orderly. Asymmetrical forms and curved and oblique buildings that tilt, lean, and give a sculptural quality are common. These buildings lend a whimsical character to the street and break the uniformity and order of modernist and international architectural styles. ▓ Trompe-l'œil, the art of making a two-dimensional object look like it is three-dimensional, makes buildings appear to be more spacious and bigger than they are. This is prevalent in postmodernism. Use of architectural elements and ornamentation from different styles Fragmentation of buildings and unsymmetrical structure Pueblo Viejo Design Guidelines 3-30 3.3.4.2 Ornamentation and Colors ▓ Articulation and ornamentation range from abstraction to monumental and informal forms, as well as traditional and high- tech representations. ▓ The accumulation of elements freely borrowed from past styles is encouraged to derive ornamentation from Spanish Colonial Revival, Mission Revival, and neoclassical styles. ▓ Colors and textures are important elements. It is common to use bright vibrant colors as well as different hues and contrasts to make the shapes stand out. Colored glass, ceramic tiles, or stone are also used to add texture. ▓ Exaggeration of forms is common and is encouraged. 3.3.5 Architectural Innovation While repeating or reinterpreting the above-mentioned styles of architecture is encouraged, the design guidelines are not intended to curb innovation and the exploration of the evolution of architecture and the built environment. The use of innovative architecture that provides a building superior for its intended use and a benefit to the community can be permissible but must be bold and depart from today’s formulaic contemporary and international style architecture. The following must be considered if innovative architecture is proposed: ▓ A narrative explaining the connection of the proposed architecture to the vision, heritage, and/or history of the Pueblo Viejo District ▓ The use of materials, colors, and design elements that do not clash or disrupt with the surrounding context of structures and uses ▓ The building’s ability to create a positive impact on its surroundings ▓ The building’s ability to create a vibrant, inviting environment for its users Buildings in an innovative style can push the barriers and create developments that are exceptional in their functionality while being unique in their aesthetics but will also be scrutinized during architectural review more closely based upon the criteria as described above. Proposed developments in an innovative style will be reviewed on a case- by-case basis. As part of the approval process, developers may be asked to provide additional architectural drawings and details, research, graphics, visualizations, and narrative to explain the building’s inspiration. Use colors, texture and shapes 3-31 3.4 PROXIMITY OF SIMILAR STYLES To avoid the creation of mono-architecture that departs from the authenticity and current character and eclectic mix of architecture within the Pueblo Viejo District, buildings of the same architectural style should not be placed directly adjacent to each other. It is recommended that buildings of the same style are placed with at least one building of another style in between them. If buildings of the same architectural style are placed next to one another, the two buildings should use different materials, colors and articulation to avoid a monotonous façade. Buildings of the same style located near one another should also incorporate varied features of the architectural style and varied coloring to ensure the preservation of the downtown charm that currently exists in Pueblo Viejo District. Proximity to similar styles will be considered during the architectural review process. Breaking monotony by using variety in architectural styles, materials, colors and articulation Pueblo Viejo Design Guidelines 3-32 3.5 GENERAL PROVISIONS 3.5.1 Existing Buildings Certain existing buildings in the Pueblo Viejo District tell a story of the City’s development through years and significantly contribute towards Coachella’s heritage. These buildings have distinctive features, finishes, materials, spaces, construction techniques that render a unique character to the buildings and hence the corridor. These buildings and its unique elements should be preserved, restored and/or adapted in creative way for newer use. ▓ If a building or site has been designated as having historic significance by the Coachella City Council, any development on the site or work to the building should comply with Chapter 15.48, Historic Districts and Site, of the Coachella Municipal Code. ▓ Applicants/ owners are encouraged to refer to the older pictures of the City and apply preservation, rehabilitation, restoration or reconstruction standards as suggested in the “Secretary of the Interior's Standards for the Treatment of Historic Properties” (https://www.nps.gov/tps/standards/treatment-guidelines- 2017.pdf). ▓ Development in out-lots, additions/ alterations to historic structures and adaptive reuse should be done in a manner that they maintain the character of the primary structure and are compatible with the mass, scale, and form of original structure. Such changes should not hinder the ability to interpret the design character of the original building. Compatibility does not necessarily mean imitating the architectural style of the structure but the ability of different components, whether similar or dissimilar, to function together and stand together in harmony. ▓ Expansions to existing buildings should provide for continuity between the old building and the new addition. It is not necessary to match the existing building but should include prominent design elements of the old building to provide architectural compatibility between old and new. ▓ New structures built in the outlots shall be treated as new construction and shall comply with Sections 3.4.2 to 3.9.3 of the Design Guidelines. ▓ Additions to original structures should not interfere with the distinctive or character defining features of the structure and should be limited in the size to preserve the relationship with the existing building ▓ When adapting the use of a historic building, they should be designed to have the least impact on the historic character of the building. Character defining, and distinctive architectural features should be preserved. GENERAL PROVISIONS 3-33 ▓ Original details and materials should be preserved as much as possible. When it is not possible to do so due to extreme financial burden, or safety reasons the replaced materials and details should be as close as possible to the original. ▓ Regular maintenance and repair is preferred over the replacement of any historic materials or features. ▓ Energy efficiency during adaptive reuse is encouraged but should be done while being true to the historic character of the building. ▓ A building’s original orientation should not be changed, and the original primary entrance should be used as the building’s primary entrance. If an original storefront/ façade has been altered over the years, the preferred treatment is to restore them to their original condition based on historic photos or other evidence. 3.5.2 Energy Efficiency and Conservation Design Building construction, operation and maintenance can have a significant impact on the environment through use of energy, material resources, water usage and stormwater runoff. The applicant is encouraged to employ efficiency and conservation principles from established assessment systems such as LEED, BREEAM, BEES, or other rating systems during the design and construction of the project in order to create sustainable built environment. ▓ Energy Efficiency: Use of Passive Solar Design principles and energy efficient systems can greatly help with energy conservation. % Consider use of renewable energy sources such as small solar or small wind energy, which can increase energy security and reduce greenhouse gas emissions associated with energy use. Use of Solar panels in the parking provides shade and renewable energy Uncovering original details of historic structures Pueblo Viejo Design Guidelines 3-34 % Window orientation should have a good balance between efficiency and other benefits such as bright indoor spaces and views south and should be shaded during the heating season by other buildings or trees. North windows lose significant heat energy and gain very little useful sunlight in the winter. East and west windows are likely to increase air conditioning needs unless and hence should be designed with careful attention to shading. % The South facing window should include enough solar glazing for good performance in winter, but not so much that cooling performance in summer will be compromised. % As much as possible windows should be designed to be operable for easy natural ventilation. % While building entrances are oriented towards primary streets, daylighting opportunities should be fully investigated, and effort should be made to incorporate daylighting in the design of the building. % Landscape design should strive to provide trees for summer shading that will help reduce heat load to the building and/or outdoor spaces. % Use efficient building shapes keep this exposed surface area to a minimum there by saving energy. % Use efficient insulation systems to reduce heat flow in and out of the building from conduction through attic, sidewalls, basement walls and doors. ▓ Materials: Choices of materials and construction methods are important to reduce energy consumption of a building through reduced solar heat gain or loss, lower maintenance and increase life of the building. % Design for long life and adaptability for a variety of uses % Use durable low maintenance materials with low embodied energy that are locally sourced (including materials salvaged on site). Low embodied energy materials such as concrete, bricks, and timber will help to reduce energy consumed through mining, processing, manufacturing and transporting the materials as opposed to high embodied energy materials stainless steel, aluminum, and plastics. % Select materials that can be re-used or recycled easily at the end of their lives using existing recycling systems. % Use efficient and right sized building design to minimize materials 3-35 ▓ Water Conservation % Consider employing system for collecting and using rainwater and grey water for irrigation. This will reduce the consumption of treated water. % Use low-demand native plants and xeriscaping techniques to reduce water consumption on site. % Avoid over watering and consider using underground drip irrigation systems, which reduces water loss caused by evaporation of surface water during watering. % Employ design and construction strategies that reduce storm water runoff and polluted site water runoff. ▓ LID and BMPs % Low impact development (LID) best management practices (BMPs) are encouraged in public as well as private landscaped areas including parking areas to encourage infiltration and natural water quality treatment. Traditional retention/detention should be used only if LID options are shown not to work in a particular site due to topography, soil conditions, etc. Examples include:  Infiltration basin  Infiltration trench  Permeable pavement  Harvest and use BMPs  Bioretention and/or biofiltration facilities  Sand filter basin  Extended detention basin % Pervious paving and other permeable surface finishes appropriate for the soil conditions and hydrology are encouraged in hardscaped areas. These paving surfaces add texture and facilitate stormwater management. Particular care should be given to the installation, maintenance, and life cycle of such materials. % Consult the Riverside County Watershed Protection “Whitewater BMP Design Handbook for Low Impact Development” and City of Coachella Municipal Code Section 13.16.047 for more information. 3.5.3 Crime Prevention Through Environmental Design Crime Prevention Through Environmental Design (CPTED) involves using site and architectural design elements that eliminates or reduces criminal behavior and enables people to keep an eye out for each other. The CPTED approach include natural access control; natural surveillance; and territorial behavior Xeriscaping Low impact development Pueblo Viejo Design Guidelines 3-36 ▓ Access control uses doors, shrubs, fences, gates, and other physical design elements to discourage access to an area by all but its intended users. ▓ Use walkways and landscaping to direct visitors to the proper entrance and away from private areas. ▓ Place windows in locations that allow intended users to see or be seen while ensuring that intruders will be observed as well. ▓ Limit access to the building to no more than two points. ▓ All public areas should have unobstructed sightlines from nearby streets and buildings ▓ Exterior doors should be clearly visible from the street and should be well lit. ▓ Provide adequate lighting and landscaping that allow for unobstructed views ▓ Sidewalks, parking areas and pedestrian walkways should be well lit ▓ Define boundaries between public and private areas through proper landscaping, fencing and pavement treatments ▓ Avoid landscaping design that might create blind spots or hiding places ▓ Loading areas should not enable hiding places Proper lighting, orientation of windows towards the street 3-37 3.5.4 Building Materials ▓ Exterior building materials should be durable to avoid rapid wear and tear, economically maintainable, and of a quality that will retain their appearance or age well over time. For example, the use of foam molding of any kind is not permitted due to its lack of durability. ▓ In selecting exterior building materials, consideration should be given to the appropriateness of the materials based on the building’s architectural style. ▓ Exterior building materials and colors should be compatible with the surrounding neighborhood setting and should be in keeping with the geographic and climatic conditions specific to the Pueblo Viejo District. ▓ Materials should be authentic whenever possible, although more durable contemporary materials are acceptable if the quality and appearance truly mimics the original authentic material. ▓ New inventions and established synthetic materials, if used, should age, in a similar manner to the natural materials they replace (i.e. patina). ▓ Materials should discolor naturally and only if intended as for historic purposes. Materials that unintentionally discolor should be avoided. Architectural styles that do not depend upon a historical context should be maintained in a manner to avoid discoloration and utilize proper maintenance and replacement. ▓ Reflective materials should be avoided. ▓ The combination of materials and colors on a building façade should be appropriate to its style and design. ▓ A variety of materials or colors should be used that emphasize differentiation between the various components of the building. ▓ A color palette with a minimum of five colors (with a minimum of three color families) should be provided unless justification is provided for variation from this guideline. ▓ Adjacent buildings should have a differing color palette. Changes in materials, colors, and textures Pueblo Viejo Design Guidelines 3-38 ▓ Larger developments are encouraged to break the monotony of the façades using color and material differentiations in addition to the roofline variations to reflect the small-scale street frontage. 3.5.5 Roofs ▓ Rooflines should be designed to create architectural interest and to “break” large structures into smaller forms. Rooflines should employ distinctive profiles depending on the building’s architectural style as described in Section 3.2. ▓ Parapets facing the street should be subdivided into recognizable segments with shifts in height and architectural treatments. ▓ Use of flat parapets is discouraged and use of full roofs are encouraged ▓ The form, color, and texture of the roof should be an integral part of the building design and compatible with both the natural and built settings. ▓ Rooflines should be designed to screen roof-mounted mechanical equipment. The screening should reflect the architectural style. ▓ Roof materials should be durable, energy efficient, and relate to the building’s design and architectural style. Roofs should be detailed to be consistent with an appropriate use of the chosen material. Roofline to screen the mechanical equipment Changes in roofline to break monotony Flat parapet vs, full roofs Health and Wellness Element July 2015 Bloomington General Plan Acknowledgments The Bloomington Health and Wellness Element would not have been possible without the tremendous input, feedback, and expertise of the County of San Bernardino’s leadership and staff. We would also like to give a special thank you to the community members who generously devoted their time and creativity in the hopes of building a stronger and more vibrant Bloomington. County of San Bernardino Vision Imagine that our community is nourished with well-being and opportunity. Imagine a Bloomington that is grounded with a strong sense of culture, heritage, and community identity, where “Bloomingtown” is rooted in its heritage and growing towards the future. Imagine that everything we need for a healthy life is close at hand: wholesome food, clean air and water, secure shelter, stable livelihoods, accessible services, confidence-building recreation, life-long learning, creative expression, and community interconnectedness. Imagine that resources are used wisely and that each person is valued. Imagine a community where we strive together for health and wellness— caring for ourselves, our families, and our neighbors. This is a community that nourishes our bodies, our minds, and the economy. Nourishing Our Bodies: We envision a community that is connected through its major corridors and intersections with recreational opportunities. Here bicyclists and pedestrians find their way to nodes for exercise and physical activity connected by non-motorized pathways, where opportunity for rest spills onto the sidewalks with benches and planters that invite social interaction, and the role of public spaces contributes to the vitality of the community. Hospitals and health agencies partner with local community organizations and schools to encourage healthy eating and living. Parks and open space offer free and organized recreation, and are easily accessible to residents through biking and walking connections. Along this corridor are community gardens and farmers’ markets that provide healthy and local food, as well as opportunities for physical and leisure activity. Nourishing Our Minds: The future of Bloomington could be one where open spaces give way to places of reflection and contemplation. Plants and greenways along the Corridor ease the mind, and public art displays reflect the culture and heritage of the community, foster a sense of ownership and belonging, and contribute to creativity. Along Valley Boulevard, community gardens and kitchens offer classes and training for residents. Local businesses partner with schools and hospitals to provide trainings spaces for students to enhance their education. Public space and community nodes and pathways offer opportunities for people to meet and gather to discuss new ideas. Nourishing Our Economy: In Bloomington’s future, we can nourish our economy through policies and programs that encourage microenterprise, foster existing business expansion and remove barriers for small business growth. Bloomington supports and encourages home-based businesses. It has improved access to education and training for business development and growth so that local businesses continue to contribute to the vitality of the community. Urban agriculture thrives in Bloomington. Changes in land use regulations and a supportive distribution system create a marketplace for crops locally grown in gardens and on small farms employing sustainable agricultural practices. This Vision for Health and Wellness in Bloomington can be achieved through strong collaborative partnerships between the County, other regional groups, and local stakeholders. A strong spirit of partnership, cooperation, and empowerment must continue among the government, residents, businesses, non-profits and other agencies and organizations for the Vision to be realized. County of San Bernardino 11 Explanation of the Project The Bloomington Health and Wellness Element includes recommendations to be incorporated both specifically within the Valley Boulevard Corridor Specific Plan and into future community planning efforts throughout San Bernardino County. This Health and Wellness Element identifies and accesses existing health-related conditions, and includes a set of recommendations to integrate with the Valley Boulevard Corridor Specific Plan, with special focus on active mobility, open space systems, and food systems. Specific description is provided regarding implementation of each objective locally to Valley Boulevard, as applicable. In addition to the specific purpose of implementation in Bloomington, the Health and Wellness Element is a toolbox of ideas that could be utilized in other future community planning initiatives. Importance of Health and Wellness in Planning and Public Health While there is no standard definition of a “healthy community”, the California Planning Roundtable defines healthy communities as those that “strive to meet the basic needs of all residents; is guided by health equity principles in the decision-making process; and empowers organizations and individuals through collaboration and civic and cultural engagement for the creation of safe and sustainable environments”. According to the Centers for Disease Control and Prevention, prevention of diseases starts in our communities and at home. Addressing health and wellness at the community level can bring health benefits to greater numbers of people, and can also bridge health gaps caused by differences in race and ethnicity, location, social status or income level. Healthy community planning results in a variety of environmental, social and economic benefits, and positively impacts all community members. Improved parks and increased open space benefits air quality, decreases the urban heat island effect and clean storm water runoff. Poor air quality is associated with increased rates of asthma, and lack of access to parks or open space is associated with increased rates of obesity (which can result in a myriad of other chronic health problems). Creating a safer built environment for active mobility opportunities makes bicycling and walking viable transportation options, and allows for the community to exercise while going about day to day activities. Active mobility transportation also decreases traffic and associated pollution (ground level ozone, particulate matter, etc.). Social benefits of healthy community planning range from a turn away from sedentary isolated lifestyles and a focus on disease prevention. By creating gathering places in the form of parks or other space, a sense of place and community is found. Increased feeling of belonging and self-esteem benefits mental health, and directly correlates with physical health. Poor mental health can reduce the strength of the immune system, making people more susceptible to all types of illness. Poor mental health can also increase the likelihood of poor lifestyle choices, such as smoking, alcohol abuse, drug use, poor eating habits, or other reckless and risky behavior. Healthy communities also receive a range of economic benefits, as the healthy choice becomes the easiest and affordable option. For example, community members have the opportunity to decrease the amount of money spent on daily commutes, as free options such as walking or bicycling are safe and viable. Health care costs can decrease drastically, as chronic diseases decrease due to preventative action. Improved physical and mental health will result improved job productivity and fewer sick days. In addition to the economic benefits mentioned above, the environmental and social benefits can make a community more desirable, which can raise property values, attract more businesses, and increase investments. How to Use This Document The Bloomington Health and Wellness Element is organized around a vision statement, and a series of goals and objectives. A vision statement describes what the community will become once the plan is fully implemented, and helps define the direction in which the plan should proceed. The statement is clear, succicnt, and purposeful. This vision statement reflects local potential and makes a commitment to future action. The Bloomington Healthy Communities Element Vision is located in Section 2. The goal statements look to accomplish the overall vision, by addressing a specific element of the vision. Goals describe a desired future condition, and provide direction for future actions in the plan. Each goal furthers the ideals provided in the vision statement. This plan uses five goals relating to specific aspects of health and wellness, in order to make the vision statement a reality. Section 1 Introduction 12 Bloomington Health and Wellness Element Each goal is then achieved through a series of related objectives. Objectives are measureable actions taken to meet the goals, and thus achieve the Vision. The intent and importance of each Objective is summarized, along with information regarding implementation in Bloomington and on Valley Boulevard. This plan also lists potential stakeholders involved with implementation of each Objective. Section 1 Introduction County of San Bernardino 13 Goal Section: addressing a specific aspect of the Vision Objective: measurable actions to meet Goals How the Objective would be implemented on Valley Boulevard Health impacts as a result of the Objective Potential stakeholders responsible for implementing the Objective Section 1 Introduction County of San Bernardino 15 Health and Wellness Vision Statement Imagine that our community is nourished with well-being and opportunity. Imagine a Bloomington that is grounded with a strong sense of culture, heritage, and community identity, where “Bloomingtown” is rooted in its heritage and growing towards the future. Imagine that everything we need for a healthy life is close at hand: wholesome food, clean air and water, secure shelter, stable livelihoods, accessible services, confidence-building recreation, life-long learning, creative expression, and community interconnectedness. Imagine that resources are used wisely and that each person is valued. Imagine a community where we strive together for health and wellness—caring for ourselves, our families, and our neighbors. This is a community that nourishes our bodies, our minds, and the economy. Nourishing Our Bodies: We envision a community that is connected through its major corridors and intersections with recreational opportunities. Here bicyclists and pedestrians find their way to nodes for exercise and physical activity connected by non-motorized pathways, where opportunity for rest spills onto the sidewalks with benches and planters that invite social interaction, and the role of public spaces contributes to the vitality of the community. Hospitals and health agencies partner with local community organizations and schools to encourage healthy eating and living. Parks and open space offer free and organized recreation, and are easily accessible to residents through biking and walking connections. Along this corridor are community gardens and farmers’ markets that provide healthy and local food, as well as opportunities for physical and leisure activity. Nourishing Our Minds: The future of Bloomington could be one where open spaces give way to places of reflection and contemplation. Plants and greenways along the Corridor ease the mind, and public art displays reflect the culture and heritage of the community, foster a sense of ownership and belonging, and contribute to creativity. Along Valley Boulevard, community gardens and kitchens offer classes and training for residents. Local businesses partner with schools and hospitals to provide trainings spaces for students to Community Bike to Work Day (Michael Baker Intl.) Community Park with Passive Recreation (Michael Baker Intl.) Section 2 Vision and Goals 16 Bloomington Health and Wellness Element enhance their education. Public space and community nodes and pathways offer opportunities for people to meet and gather to discuss new ideas. Nourishing Our Economy: In Bloomington’s future, we can nourish our economy through policies and programs that encourage microenterprise, foster existing business expansion and remove barriers for small business growth. Bloomington supports and encourages home- based businesses. It has improved access to education and training for business development and growth so that local businesses continue to contribute to the vitality of the community. Urban agriculture thrives in Bloomington. Changes in land use regulations and a supportive distribution system create a marketplace for crops locally grown in gardens and on small farms employing sustainable agricultural practices. This Vision for Health and Wellness in Bloomington can be achieved through strong collaborative partnerships between the County, other regional groups, and local stakeholders. A strong spirit of partnership, cooperation, and empowerment must continue among the government, residents, businesses, non- profits and other agencies and organizations for the Vision to be realized. Teamwork and Collaboration Section 2 Vision and Goals 18 Goals and Objective Summary Goal A: Valley Boulevard will comfortably and safely accommodate biking, walking, transit, and motor vehicles while supporting active lifestyle choices and accessible healthcare options or residents, employees, and visitors. Goal B: Open space in Bloomington is enjoyed by the community, and provides opportunities for small-sale food production, parks and recreation, trees, and sustainable landscaping. Goal C: The physical environment supports Bloomington’s cultural heritage while reinforcing an overall identity linked to health and wellness. Goal D: The corridor fosters food based small business, including the production, distribution, and sales of locally produced food, along with promoting small business training and education. Goal E: The corridor fosters agricultural based business, including the production, distribution, and sales of agricultural products, along with promoting agricultural based training and education. Bloomington Health and Wellness Element Section 2 Vision and Goals County of San Bernardino 19 Goal A Valley Boulevard will comfortably and safely accommodates biking, walking, transit, and motor vehicles while supporting active lifestyle choices and accessible healthcare options for residents, employees, and visitors. Objectives 1 Provide safe spaces for pedestrians, cyclists, and autos by integrating wider sidewalks, street trees, and other amenities in the public right-of-way 2 Create bicycle and pedestrian friendly connections to adjacent neighborhoods. 3 Implement bike parking at new commercial, public, and residential developments. 4 Promote connectivity between north and south Bloomington by emphasizing and prioritizing the need for bike and pedestrian crossings over I-10. 5 Highlight and enhance transit stops through the addition of shade, seating and other amenities. 6 Promote siting of new health care facilities in close proximity to new housing to reduce Vehicle Miles Traveled (VMT’s) and increase access to health care options. Goal B Open space in Bloomington is enjoyed by the community, and provides opportunities for small-scale food production, parks and recreation, trees and sustainable landscaping. Objectives 1 Relocate Ayala Park to functionally complement the library and/or existing and new neighborhoods. 2 Assimilate community gardens in neighborhoods, light industrial and commercial areas. 3 Develop a greenway/multi-use trail system that connects the community to other regional trails, and includes trees, pocket parks, exercise stations, and other amenities that encourage healthy living. Section 2 Vision and Goals 20 Bloomington Health and Wellness Element 4 Implement sustainable design practices and technology to allow for remediation of poor soil and air quality. 5 Establish landscaping standards that encourage sustainable and green design. Goal C The physical environment supports Bloomington’s cultural heritage while reinforcing an overall identity linked to health and wellness. Objectives 1 Strengthen Bloomington’s identity through a well branded streetscape, gateway, and wayfinding program. 2 Enhance the vitality and interest of the corridor through public art that highlights Bloomington’s heritage. 3 Develop concentrated activity areas/ nodes that are shared places for community members to socialize, support, and learn from one another. 4 Encourage historic preservation in the core area encompassing the Bloomington Garage and the historic Bloomington townsite. 5 Encourage site design and locating of heating, ventilation and air conditioning (HVAC) systems to reduce the negative impacts from railroad and freeway related air pollution Goal D The corridor fosters food based small business, including the production, distribution, and sales of locally produced food, along with promoting small business training and education. Objectives 1 Encourage the establishment of Cottage Industries pursuant to California Health and Safety Code that allows for on- site food production and agricultural operations, deliveries and on-site food sales. 2 Promote the development of shared Certified Commercial Kitchen facilities to lower the costs of food-based businesses by lowering capital costs and compliance barriers. Bloomington Health and Wellness Element Section 2 Vision and Goals County of San Bernardino 21 3 Support the establishment of micro-enterprise loan programs to improve access to capital providing small affordable loans to entrepreneurs and new businesses that may not be eligible for traditional business financing. 4 Pursue means and champions to develop a food-based small business support system with links to capacity building and training on issues such as compliance, health and safety, business planning, financial management and marketing. 5 Identify and communicate, through the County’s Community Development toolkit, resources that enhance small business development. 6 Encourage an outreach training program by the Health Department to educate entrepreneurs and small businesses on permit requirements for in-home food based businesses, to help improve compliance and safety. Goal E The corridor fosters agricultural based business, including the production, distribution, and sales of agricultural products, along with promoting agricultural based education and training. Objectives 1 Encourage innovative and sustainable urban agriculture to promote and enhance Bloomington as an agricultural niche 2 Establish zoning that allows for agricultural operations and uses in certain commercial and light industrial districts. This allowance would include urban farms and the potential for targeted small livestock, yet protect adjacent businesses and residents from the negative impacts of agricultural operations. 3 Encourage the development of a distribution network for locally grown/raised agricultural products that could be distributed under a recognizable brand. 4 Encourage an agricultural training program to allow both residents and small business to learn about caring for food crops with sustainable techniques, while also providing support by and access to master gardeners and agricultural extension grants. 5 Work with other community advocates to identify vacant or low-density areas within the community where agricultural uses could be assessed for feasibility. 6 Provide a free or reduced cost soil testing program to reduce startup costs for urban agriculture and ensure agricultural products are free of contamination 7 Identify and communicate, through the County’s Community Development toolkit, resources that enhance urban agriculture. Section 2 Vision and Goals County of San Bernardino 23 Goal A Valley Boulevard will comfortably and safely accommodate biking, walking, transit, and motor vehicles while supporting active lifestyle choices and accessible healthcare options for residents, employees and visitors. 23 Section 3Section 3 24 Bloomington Health and Wellness Element Objective 1 Provide safe spaces for pedestrians, cyclists, and autos by integrating wider sidewalks, street trees, and other amenities in the public right-of-way Health and wellness can be incorporated along Valley Boulevard through enhancing multi-modal amenities along the Corridor. Incorporating pocket parks and green spaces with exercise stations along the Valley Boulevard, widening sidewalks and closing sidewalk gaps, and planting street trees for shade could transform Valley Boulevard into a “healthy walking path” between the Kaiser Hospital and Arrowhead Regional Medical Center. Integrating exercise stations and creating spaces for active mobility in Bloomington would provide residents the choice and opportunity to be less dependent on cars which helps reduce greenhouse gas emissions and vehicle miles traveled (VMT), and also create space in neighborhoods for community members to be active. Physical inactivity is a major contributor to the steady rise in rates of obesity, diabetes, heart disease, stroke, and other chronic health conditions in the United States, of which Bloomington ranks higher than U.S., State, and County statistics. Valley Boulevard as a greenway would enhance connections to the bicycle route proposed along San Bernardino Avenue, and would be part of the healthy walking path between Kaiser Permanente and Arrowhead Regional Medical Center. Elements of a Complete Street Developing Valley Boulevard as a corridor that incorporates cycling, walking, and transit will require incorporating design elements of a complete street. Complete streets allow for the safe transportation of all users, regardless of age and abilities. As every community is unique, complete streets can vary depending on existing conditions and future goals. While there is no singular definition of a complete street, many employ similar design features to increase safety and encourage multi- modal transportation. A complete list of these features is listed in Appendix A. Implementation on Valley Boulevard A variety of complete streets elements may be incorporated onto Valley Boulevard, depending on the desires of the community as the thoroughfare changes to a major community gathering location with a health and wellness focus. Improved pedestrian facilities, such as curb bump outs, street landscaping, lighting, and furnishings/decorations could help encourage walkability. Connections to public transportation could increase accessibility and assist Valley Boulevard in becoming a major community center. Curb Bump-Out and Crosswalk Example (Wikpedia Commons) Complete Street Example with Green Bike Lanes and Street Landscaping (Static Pixels, Jay Mantri) Section 3 Goal A County of San Bernardino 25 As the purpose and function of Valley Boulevard develops and evolves, additional complete streets elements such as improved bicycle facilities and traffic calming measures could be considered. Health Implications As mentioned previously, physical inactivity is a major contributor to the rise of obesity and associated chronic health conditions in the United States. Physical inactivity is also associated with primarily relying on forms of motorized transportation. By providing safe spaces for pedestrian and bicycle travel, the community will be able to exercise while going about day to day activities. Community members can become less dependent on motorized transportation when there are safe and viable options to other methods of transportation. Fewer Vehicle Miles Traveled (VMT) will also reduce pollution emissions, as there will be less automobile usage and traffic congestion. Stakeholders • County of San Bernardino Planning Department • County of San Bernardino Public Works • Inland Empire Biking Alliance • California Department of Transportation Complete Streets with Marked Bicycle Lanes (Wikipedia Commons) Complete Streets Rendering (Michael Baker Intl.) Section 3 Goal A 26 Bloomington Health and Wellness Element Objective 2 Create bicycle and pedestrian friendly connections to adjacent neighborhoods. Along with creating opportunities for cycling and walking along Valley Boulevard, developing connections between the Corridor and adjacent communities (including those in South Bloomington) will allow more people to bicycle and walk throughout the community. Connectivity refers to the density of connections for the pedestrian or bicycle network. A well- connected network has many short trails, numerous intersections, and minimal dead-ends. As connectivity increases, travel distances decrease and route options increase. Neighborhood connections can be bicycle and pedestrian “pathways” which connect adjoining neighborhoods and streets. These kinds of connections require less space and less expensive infrastructure when compared to automobile transportation. For example, on cul-de-sacs and other dead-end streets, it may be impossible to construct infrastructure that would allow through access for automobiles. It may be more feasible to designate a pathway for pedestrians and bicycles, allowing through access and connection to the rest of the community. Many Traditional Neighborhood Development Guidelines suggest the ¼-mile rule when planning for connectivity. A quarter-mile distance between residential, commercial and office spaces creates an accessible community where people will be more apt to walk instead of drive. These connections contribute to placemaking by joining neighborhoods to services that could benefit children on their way to school, commuters walking to the bus stop, dog walkers, runners, or cyclists looking for a safe route away from traffic. Experimental studies have shown almost three times as much pedestrian activity in neighborhoods with high street network connectivity than in areas with low street network connectivity, which benefits overall public health by decreasing vehicular congestion, emissions of pollutants, and provide opportunities for active mobility which increases overall health and wellness. Implementation on Valley Boulevard Connectivity to Valley Boulevard from the northern portion of Bloomington is fairly accessible, as marked by modified grid development. Further development should continue to emphasize connectivity, and discourage cul-de-sacs and other dead end streets. Existing connections should be made bicycle and pedestrian friendly, by implementing the proper facilities to make these modes of travel safe. Bicycle facilities can range from off street bicycle paths, to on street shared lanes. Pedestrian facilities can include wide sidewalks, street landscaping and furniture, and safe crossing areas. The southern portion of Bloomington is much more isolated from Valley Boulevard, due to the I-10 freeway and railway station. Connectivity between northern and southern Bloomington could be improved by implementing bicycle and pedestrian facilities on the Cedar Avenue over the I-10 (as discussed in Goal A, Objective 4: Promote connectivity between north and south Bloomington by emphasizing and prioritizing the need for bike and pedestrian crossings over I-10). Additionally, there are several cul-de-sacs located in the southern portion of Bloomington, especially at key potential connection points between residential streets and Slover Avenue. Pedestrian and bicycle access points should be encouraged at these locations, to provide more direct travel access to Valley Boulevard. Health Implications Bicycle and pedestrian connections would provide community members the opportunity for increased physical activity, which could help address chronic health conditions present in Bloomington. Increased connectivity and accessibility allow community members to go about their day-to-day activities safety, while gaining physical activity benefits. According to the CDC, biking and walking and other physical activities help control Pedestrian and Bicycle Connection at the End of a Cul-De-Sac in Thousand Oaks, California (Michael Baker Intl.) Section 3 Goal A County of San Bernardino 27 weight and reduce the risk of cardiovascular disease and Type 2 Diabetes. Additionally, decreasing Vehicle Miles Traveled (VMT) will decrease pollution emissions related to automobiles in the local vicinity. Stakeholders • County of San Bernardino Department of Public Works • Department of Public Health • Land Use Services • Colton Joint Unified School District • Safe Routes to School Connection from Residential to Commercial Street at a Cul-De- Sac (Michael Baker Intl.) Bicycle and Pedestrian Connection adjacent to Residential Development (Michael Baker Intl.) Section 3 Goal A 28 Bloomington Health and Wellness Element Objective 3 Implement bike parking at new commercial, public, and residential developments. Bicycle parking facilities located near popular businesses or community centers assist in creating convenient and secure solutions to short-term parking. Incorporating bicycle parking facilities into new developments, as well as identifying existing locations for bicycle parking will be key in creating health and mobility options. There are many creative and innovative ways to incorporate bicycle parking that both highlights the culture of the community as well as encourage ridership. Examples of short-term, outdoor bicycle parking that would be effective along Valley Boulevard include “post” and “loop” designs, such as the Three-Rivers Bike Rack, “A” Shape and Inverted “U” shape frames pictured here. These types of racks allow the user to lock a bike frame and one of the wheels with a standard U-Lock. Longer term “locker style” bicycle parking could also be considered near public transportation connections, to allow for a more secure option. The current zoning code for the County of San Bernardino requires bicycle parking facilities on non-residential and multi- family developments when discretionary review is required at 1 space per 30 parking spaces with a 3 bike rack minimum. The zoning code could be updated to encourage bicycle parking at all new locations whether a discretionary review is required or not. Implementation on Valley Boulevard Bicycle parking facilities can be improved along Valley Boulevard, to allow for increased ridership within the community. In addition to incorporating bicycle parking at any new development, bicycle parking should also be encouraged at popular existing businesses as well. Bicycle parking should be conveniently located near the entrance of the business, and spaces should be widely available (as to avoid bicycle parking in non-designated areas). Once Ayala Park is relocated, bicycle parking should be incorporated into the site design as well. In addition to implementation on Valley Boulevard, multi-family residences should also include adequate bicycle parking facilities. Future considerations could include a bike-share program, where community members could pay a small fee in exchange for using a shared bike around Bloomington. Health Implications Creating opportunities for people to use bicycles for a variety of activities encourages cycling and physical activity. Secure parking is an important factor when people decide to ride their bikes, and an increase in these facilities will result in an increase of ridership. Supporting the full spectrum of needs for cyclists bolsters physical activity and contributes to better health outcomes for Bloomington. Community members can become less dependent on motorized transportation when there are safe and viable options to other methods of transportation. Fewer Vehicle Miles Traveled (VMT) will also reduce pollution emissions, as there will be less automobile usage and traffic congestion. Stakeholders • County of San Bernardino Public Works • Inland Empire Biking Alliance • Caltrans Bicycle Parking outside of the Philadelphia Zoo (Flickr, Philly Bike Coalition) Section 3 Goal A VALLEY BOULEVARD PROPOSED GREENWAY TRAIL I-10 42 Bloomington Health and Wellness Element Objective 3 Develop a greenway/multi-use trail system that connects the community to other regional trails, and includes trees, pocket parks, exercise stations, and other amenities that encourage healthy living. A greenway trail system could serve a community as a functional transportation route, as well as a recreational amenity for cyclists, pedestrians, and other forms of non-motorized transportation. As a functional route, this corridor could provide a connected, safe route for commuters walking or bicycling to work. This would promote a more active lifestyle, especially if people spend a significant portion of time sitting while at work. Physical activity would be incorporated into day-to-day activities for Bloomington community members, which would increase health and wellness. For recreational uses, a greenway with amenities that encourage healthy living would provide an additional opportunity for physical activity. A trail system could potentially be connected to other regional trails, and encourage walking, running and cycling for exercise. Pocket parks and trees can generate interest and also serve as meeting places for community members of all ages. Pocket parks could be utilized for outdoor exercise classes, such as yoga or Pilates. Additionally, outside exercise stations would enhance health by offering a free alternative to gym memberships. Implementation on Valley Boulevard A multi-use trail could potentially be located along the drainage channel south of Valley Boulevard that runs parallel along much of the I-10. This area is currently underutilized, and could be enhanced to provide connectivity between the northern and southern portions of Bloomington, along with connecting to other regional trails. This is also a prime location for increasing tree canopy and other native drought resistant landscaping, to air quality benefit and act as a sound barrier between Valley Boulevard and the I-10. A partnership with the Flood Control Board of San Bernardino would be needed to develop and fund the multi-use trail at this location. Successful partnerships with Flood Control Boards and Counties include the Miner’s Ravine Retention Basin and Trail in Placer County and the Don Wallace Trail in Los Angeles County. Bicycle and pedestrian friendly connections in Bloomington could be made along Locust Avenue and could connect Bloomington to the Pacific Electric Inland Empire Trail that runs above Arrow Boulevard. While Valley Boulevard is a major corridor that runs through Bloomington, a parallel bike route could be built along San Bernardino Avenue to keep bicycles and pedestrians on route with less vehicular traffic. Connecting side streets like Adler, Locus, Linden and Cedar to these parallel corridors would further enhance cycling and pedestrian potential in Bloomington. Location of the Proposed Greenway Trail (Google Earth) Section 3 Goal B County of San Bernardino 43 Health Implications Safe walking and cycling opportunities would result in beneficial impacts regarding health and wellness. Community members who use the trail or greenway for commuting and other day-to-day activities will benefit from the increased physical activity. This will decrease pollution associated with traffic congestion, and improve the air quality locally. Additionally, people can use the trail for recreational purposes. Free exercise equipment located along a greenway offers additional exercise opportunities, such as including resistance training in addition to a cardio workout. According to the American Planning Association’s City Parks Forum Briefing Papers, research shows that close contact with nature has a range of health benefits including lower blood pressure and cholesterol levels, fewer minor medical complaints and lower self-reported stress. Close contact with nature has also shown to be beneficial to children and teens with attention or behavioral disorders. Parks and landscaping can provide beneficial environmental impacts, such as cleaning the air or stormwater. A tree canopy can provide cooling effects, both by providing shade and by evapotranspiration. Trees and other landscaping improve air quality by cleaning the air, and sequester carbon dioxide. Bio- swales can also be built into the landscape with native plants, removing pollution and excess silt from storm water. Stakeholders • Flood Control Board of San Bernardino • Caltrans • Inland Empire Biking Alliance • County of San Bernardino Public Works • County of San Bernardino Land Use Services • City of Rialto • City of Fontana Outdoor Exercise Station on Fitness Track (Michael Baker Intl) Walking and Bicycle Pathway Adjacent to Drainage (Wikipedia Commons) Section 3 Goal B 44 Bloomington Health and Wellness Element Objective 4 Implement sustainable design practices and technology to allow for remediation of poor soil and air quality. Implementation on Valley Boulevard Bloomington has high rates of poor air quality as well as poor soil quality directly related to its proximity to the I-10 and the Union Pacific Railroad line. This poor air and soil quality contribute to chronic diseases and decrease the quality of life for residents and community members in Bloomington. The County should develop landscaping standards and design strategies that consider ground cover and tree canopies that positively contribute to air quality. Plants and trees could be instrumental in cleaning the air and soil along I-10 and Valley Boulevard. Developing a tree canopy along major streets and the drainage canal can help clean the air, as trees help settle out, trap and hold particle pollutants that can damage lungs and absorb dangerous CO2 gases. Plants such as legumes correct nitrogen levels in soils, and sunflowers (historically significant to Bloomington), are hyperaccumulators that take up toxins in soils and water including heavy metals, radioactive contaminates, or petroleum products. Utilizing these landscaping tools would be an example of a sustainable way to clean the air and soil in Bloomington. Along with trees and plants, other technology could be incorporated into Bloomington that would help remediate poor air quality. The University of Technology and Engineering in Peru has developed a billboard that can do the work of 1,200 trees, purifying 100,000 cubic meters (3.5 million cubic feet) of air daily in crowded cities. Although Bloomington is low density, its location near the I-10 and the Union Pacific Railroad exposes community members to high rates of air pollution. Health Implications Air pollution is a major environmental risk to health. Improving air quality can reduce the burden of disease from stroke, heart disease, lung cancer, and both chronic and acute respiratory diseases, including asthma. Bloomington’s proximity to major vehicular and rail transportation routes could contribute to health impacts from poor air quality, including high rates of chronic disease. Stakeholders • County of San Bernardino Public Works Drought Tolerant Plant Materials in the Inland Empire (Michael Baker Intl.) Drought Tolerant Hyperaccumulators Planted in Medians and Parkways in the Inland Empire (Michael Baker Intl.) Section 3 Goal B County of San Bernardino 45 Row of Trees Buffering the Freeway and Providing Air Quality Benefits (Michael Baker Intl.) Bio-Swale with Pollutant Removal Planting (Michael Baker Intl.) Section 3 Goal B 46 Bloomington Health and Wellness Element Objective 5 Establish landscaping standards that encourage sustainable and green design. Landscaping standards can greatly impact the amount of water and energy saved within a community. Sustainable design refers to tools and methods that conserve water and energy and reduce a dependence on fossil fuels, and can include a variety of methods such as xeriscaping, green roofs and bioswales. Ensuring that a development code does not “zone out” energy saving tools like small-wind systems and residential solar panels can go a long way to encourage sustainable design. Implementation on Valley Boulevard Bloomington is located within the landscaping “Valley” region (as defined by the County of San Bernardino Development Code), and standards encourage native vegetation and mandate limited water usage. Implementation should include such standards, and consider including xeriscaping techniques to eliminate the need for a traditional irrigation system completely. Green roofs and garden areas can also fulfill landscaping requirements, while simultaneously managing storm water runoff and reducing energy consumption through insulation. These could be incorporated onto new buildings in Bloomington, or existing facilities as they go through structural maintenance. The Development Code also permits solar panels and small scale wind turbines that generate 10kW of power in residential zones. Green design in Bloomington should establish alternative energy generation elements onto new and existing development, when feasible. Health Implications Any step towards reducing dependence on burning fossil fuels helps prevent air pollution and contributes to cleaner air and less chronic diseases from air pollutants. Sustainable landscaping practices promote water conservation, ensuring that Bloomington can maintain a safe water supply. Water conservation also results in decreased energy demands, to treat and pump water. Additionally, green roofs and other bioswale gardens can reduce storm water runoff along with improving water quality. Incorporating solar panels or small scale wind turbines into landscape design will also further decrease energy demands on traditional fossil fuels. Stakeholders • San Bernardino County Department of Land Use Services • San Bernardino County Water Resources Division Drought Tolerant Planting (Michael Baker Intl.) Drought Tolerant Planting (Wikipedia Commons) Section 3 Goal B County of San Bernardino 47 Residential Xeriscape Design (Flickr, AgriLife Today) Residential Wind Turbine Design (Wikipedia Commons) Desert Garden in Scottsdale, Arizona (Flickr, Dru Bloomfield)Drought Resistant Plant Materials (Michael Baker Intl.) Section 3 Goal B 48 Bloomington Health and Wellness Element This page is intentionally left blank. County of San Bernardino 49 Goal C The physical environment supports Bloomington’s cultural heritage while reinforcing an overall identify linked to health and wellness. Section 3 Goal C 50 Bloomington Health and Wellness Element Objective 1 Strengthen Bloomington’s identity through a well branded streetscape, gateway, and wayfinding program. A well branded streetscape, gateway and wayfinding program creates visual cohesion, and signal to the defining characteristics and sense of place. Streetscape refers to the overall design, architecture and art that creates the public right-of-way in a street. This includes the sidewalks, common areas, open space and other amenities such as signs, art, and furniture. Wayfinding and gateways help define a sense of place, by including signage, pavement marking or other elements that guide people from place to place. Implementation on Valley Boulevard Currently, there are few distinguishing features such as welcome signage, landscape treatment or architectural detail to inform travelers or community members of their entrance into Bloomington along Valley Boulevard. Implementing a unified streetscape design would allow for the safe travel of all modes of transportation (including automobile, bicycle, public transit and walking), and would turn Valley Boulevard from a transportation corridor to a community destination. Improved street amenities would likely spur additional investments in businesses and properties along Valley Boulevard. The intersection of Valley Boulevard and Cedar Avenue would be a prime location for a major gateway monument and wayfinding signage, to inform travelers that they are entering Bloomington. Additionally, gateway monuments on the eastern and western portions of Valley Boulevard within a defined planning area can help develop Valley Boulevard into a pedestrian oriented community gathering place. Wayfinding can direct movement toward the relocated Ayala Park, new library, and new community center. Streetscape improvements, gateway monuments and other wayfinding signage can incorporate Bloomington’s cultural identify, perhaps the Bloomington sunflower. Health Implications Wayfinding and streetscape improvements are conducive to increased pedestrian activity, which would benefit the community by increased physical activity. Additionally, wayfinding and gateway improvements would better create a sense of place and community, along with connections to the “Bloomingtown” roots. Studies have shown that areas with an increased sense of place have better resident involvement and more community. This results in increased self-esteem and improved mental health, which directly correlates with improved physical health as well. *Legend Potential Gateway Locations *** Potential Gateway Locations (Google Earth) Section 3 Goal C County of San Bernardino 51 Stakeholders • County of San Bernardino Public Works Streetscape with Outdoor Seating and Unified Branding (Michael Baker Intl.) Directional Wayfinding Signage Encourages Pedestrian Activity in Tustin, CA (Michael Baker Intl.) Gateway Features Enhance the Streetscape in Mission Viejo, CA (Michael Baker Intl.) Section 3 Goal C 52 Bloomington Health and Wellness Element Objective 2 Enhance the vitality and interest of the corridor through public art that highlights Bloomington’s heritage. Arts and cultural strategies help illustrate and enhance the identity of a community and contribute to a community’s sense of place. Public art may take a variety of forms but is designed with the intent to be staged and displayed in the public realm, generally outside and accessible to all. This form of streetscape improvement has the capacity to increase pedestrian activity and instill a sense of pride within the community. Implementation on Valley Boulevard Public art in Bloomington, specifically along Valley Boulevard, would be commissioned through a public process and would likely include public funding. Developing a public art policy and plan would be a community wide project that should identify potential sites, establish budgets for purchase or commissioning and identify financing. Additionally, a Public Arts Commission could serve as the community’s agency for coordinating, organizing and facilitating public art commissions. There are several financing mechanisms that could be used to finance public art in Bloomington. A public art ordinance could be passed, that would require a percentage of capital improvement funding be devoted to public art. Specialty grants could then be established for local artisans to contribute art to the Valley Boulevard streetscape. Additionally, development incentives to invest in public art could also be developed. New development could receive benefits (such as increased FAR, decreased setbacks, etc.) in exchange for donating public art or funding a public art project. Valley Boulevard, and other corridors of Bloomington, will benefit from gaining public art and streetscape improvements in general. The public art can incorporate Bloomington cultural history or potentially the health and wellness initiative. This kind of investment in the community will increase pride and ownership, and could potentially spur further investments into local businesses and real estate. Health Implications Public art allows communities to stay connected to their cultural roots and create a sense of place. Sense of place has a myriad of health benefits, including increased self-esteem and the feeling of belonging. There is a strong connection between mental health and physical health, and according to the Rhode Island Psychological Association, excessive anxiety and stress can reduce the strength of the immune system making people more susceptible to all types of illness. Poor mental health can also increase the likelihood of poor lifestyle choices, such as smoking, alcohol abuse, drug use, poor eating habits, or other reckless and risky behavior. Additionally, public art can positively change the nature of a neighborhood and attract other new investments. Enhancing public art on the pedestrian level can increase walking and other physical activity. Public art could also include a health and wellness emphasis, and thus increasing visibility of the initiative and further promoting positive changes. Stakeholders • County of San Bernardino Public Works • County of San Bernardino Land Use Services • County of San Bernardino Economic Development Department • California State University, San Bernardino, Department of Art • San Bernardino Valley College, Department of Art • The Art Institute of California, Inland Empire • The Arts Council of San Bernardino County Local Historical Figures Inspiring Public Art (Michael Baker Intl.) Section 3 Goal C County of San Bernardino 53 Landscape Inspired Murals (Flickr, Tobin) Abstract Sculptures Located within a Park (Wikipedia Commons) Realistic Murals (Pixabay, Stefano Ferrario) Section 3 Goal C North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy 1 November 2016 North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy 1 PLAN PURPOSE The North Atlantic Avenue Streetscape and Public Realm Enhancement Strategy Plan is an effort to identify potential improvements that can be made along the Atlantic Avenue corridor from the 91 Freeway to South Street in Long Beach, California. The recommendations focus on improvements that can stimulate investment in the area and help revitalize the local economy, compliment the amenities at Houghton Park, create opportunities for Jordan High School and its students, and make the are safer for bicyclists, pedestrians, and drivers. This plan is the result of input gathered from community business owners, residents, and City staff to identify the potential improvements that enhance the community. Michael Baker International provided urban design and planning expertise. This report summarizes the planning process and recommendations, including: • Site analysis • Public engagement summary • Concept plan • Existing and proposed street sections • Cost opinions for identified projects • Sample furniture and plant palettes The following sections detail these steps and demonstrate how the background research contributed to the plan recommendations made for the corridor. North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy 19 CONCEPT PLAN The concept plan exhibit is a map of the plan site and some of the surrounding area for context, including street and freeway identification. The plan map shows the locations of all the recommended projects that are specific to a certain area. Also shown on the concept plan are: • On-street bicycle facilities • The location of the frontage road • The Jordan High School gated boundaries and entrances/exits • City-proposed roundabout locations The last exhibit in this section is focused on the frontage road running adjacent to Atlantic Avenue across from Jordan High School and Houghton Park. The road collects traffic from the nearby neighborhoods and currently has one travel lane in each direction and parallel parking on each side. The proposed improvements shown in the plan include: • Buffered bicycle lanes with clear striping • Bulb-outs at the intersections with green best management practice (BMP) • Narrowed travel lanes on Atlantic Avenue • Angled parking • A one-way travel lane • ADA-compliant ramps and walkways • Additional street trees and landscaping • A pedestrian-actuated stop signal and revitalized mid-block crossing • Improved wayfinding techniques North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy20 PLAN RECOMMENDATIONS MAP Priority Projects Identified: Project 4 – Median redesign Along North Atlantic Frontage Road Project 5 – Restriping of buffered bike lanes along the corridor Project 6 – Bulb-outs at intersections along corridor Project 7 – Pedestrian lighting throughout the corridor [all along the corridor] Project 9 – Public art [all along the corridor] Project 12 – Streetscaping [all along the corridor] Project 16 – Outdoor plaza at Houghton Park Project 18 – Street tree additions Project 20 – Pedestrian-actuated stop signal at mid-block crossing 4 41820 16 16 5E. ARTESIA BLVD.ATLANTIC AVENUE ALOHA DRIVEE. 63RD ST.E. POPPY ST.E. HARDING ST.MYRTLE AVENUE AABBCA STATE ROUTE 91Potential Projects Identified:1. Jordan High School physical modifications2. Neighborhood roundabout at Harding Street and Linden Avenue 3. School District should consider additional access off of Myrtle Avenue4. Expanded median and one-way angled parking5. Restriping of buffered bike lane along the corridor6. Bump outs at intersections along corridor7. Pedestrian lighting throughout the corridor8. Develop a theme for the area 9. Public art10. Wayfinding strategy11. Parklet implementation strategy12. Streetscaping13. Adequate lighting in parking lots14. Wi-Fi enabled corridor15. Open school to after-school activities16. Community center to update programming for all age groups17. Outdoor plaza at Houghton Park18. Building façade guidelines and improvements19. Street tree additions20. Expanded sidewalks21. Signalized pedestrian signal at mid-block crossingMAIN ARTERIALFRONTAGE ROAD ALONG ATLANTIC AVENUECLOSED FENCE MARKING SCHOOL BOUNDARIESCOMMUNITY GATEWAY OPPORTUNITYGUARDED SCHOOL ENTRANCE/EXIT POINTSSIDEWALK SPACE IN FRONT OF UNDEVELOPED PARCELSLEGENDPROJECT BOUNDARYPOTENTIAL PROJECTS IDENTIFIED IN KEY##ROUNDABOUT LOCATIONPROPOSED STREET TREE AREASADDED SIDEWALK SECTIONE. COOLIDGE ST.ON-STREET BICYCLE FACILITIESGUARDED SCHOOL ENTRANCE/EXIT POINTSPROPOSED PARKLET LOCATIONS20 6 6 CONCEPT PLAN North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy 21 Potential Projects Identified: 1. Jordan High School physical modifications 2. Roundabout at Artesia Boulevard and Atlantic Avenue and Atlantic Avenue Improvements 3. Neighborhood roundabout at Harding Street and Linden Avenue 4. School District should consider additional access off of Myrtle Avenue 5. Expanded median and one-way angled parking 6. Restriping of buffered bike lane along the corridor 7. Bump outs at intersections along corridor 8. Pedestrian lighting throughout the corridor 9. Develop a theme for the area 10. Public art 11. Wayfinding strategy 12. Parklet implementation strategy 13. Streetscaping 14. Adequate lighting in parking lots 15. Wi-Fi enabled corridor 16. Open school to after-school activities 17. Community center to update programming for all age groups 18. Outdoor plaza at Houghton Park 19. Building façade guidelines and improvements 20. Street tree additions 21. Expanded sidewalks 22. HAWK pedestrian signal at mid-block crossing 181855ATLANTIC AVENUEMYRTLE AVENUEN. OLIVE AVENUELIME AVENUEE. POPPY ST. E. HARDING ST. E. 60TH ST. E. 61ST ST. E. SMITH ST. E. ADAIR ST. E. 60TH ST. E. 60TH ST. E. OSGOOD ST. E. HULLET ST. E. 59TH ST. E. 59TH ST. E. SOUTH ST.LINDEN AVENUED D C C MAIN ARTERIAL FRONTAGE ROAD ALONG ATLANTIC AVENUE CLOSED FENCE MARKING SCHOOL BOUNDARIES COMMUNITY GATEWAY OPPORTUNITY GUARDED SCHOOL ENTRANCE/ EXIT POINTS SIDEWALK SPACE IN FRONT OF UNDEVELOPED PARCELS LEGEND PROJECT BOUNDARY POTENTIAL PROJECTS IDENTIFIED IN KEY## ROUNDABOUT LOCATION PROPOSED STREET TREE AREAS ADDED SIDEWALK SECTION ON-STREET BICYCLE FACILITIES GUARDED SCHOOL ENTRANCE/ EXIT POINTS PROPOSED PARKLET LOCATIONS2066666Potential Projects Identified:1. Jordan High School physical modifications2. Roundabout at Artesia Boulevard and Atlantic Avenue and Atlantic Avenue Improvements3. Neighborhood roundabout at Harding Street and Linden Avenue 4. School District should consider additional access off of Myrtle Avenue5. Expanded median and one-way angled parking6. Restriping of buffered bike lane along the corridor7. Bump outs at intersections along corridor8. Pedestrian lighting throughout the corridor9. Develop a theme for the area 10. Public art11. Wayfinding strategy12. Parklet implementation strategy13. Streetscaping14. Adequate lighting in parking lots15. Wi-Fi enabled corridor16. Open school to after-school activities17. Community center to update programming for all age groups18. Outdoor plaza at Houghton Park19. Building façade guidelines and improvements20. Street tree additions21. Expanded sidewalks22. HAWK pedestrian signal at mid-block crossing1818 55ATLANTIC AVENUE MYRTLE AVENUE N. OLIVE AVENUE LIME AVENUE E. POPPY ST.E. HARDING ST.E. 60TH ST.E. 61ST ST.E. SMITH ST.E. ADAIR ST.E. 60TH ST.E. 60TH ST.E. OSGOOD ST.E. HULLET ST.E. 59TH ST.E. 59TH ST.E. SOUTH ST.LINDEN AVENUEDDCC MAIN ARTERIALFRONTAGE ROAD ALONG ATLANTIC AVENUECLOSED FENCE MARKING SCHOOL BOUNDARIESCOMMUNITY GATEWAY OPPORTUNITYGUARDED SCHOOL ENTRANCE/EXIT POINTSSIDEWALK SPACE IN FRONT OF UNDEVELOPED PARCELSLEGENDPROJECT BOUNDARYPOTENTIAL PROJECTS IDENTIFIED IN KEY##ROUNDABOUT LOCATIONPROPOSED STREET TREE AREASADDED SIDEWALK SECTIONON-STREET BICYCLE FACILITIESGUARDED SCHOOL ENTRANCE/EXIT POINTSPROPOSED PARKLET LOCATIONS20 6 666 6 CONCEPT PLAN North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy22 FRONTAGE ROAD CONCEPTUAL PLAN EXISTING STREET TREES 8’ WIDE PARALLEL PARKING STALLS SIDEWALK PAW PRINT (WAYFINDING MEASURE) DEDICATED BICYCLE LANES WITH BUFFER ZEBRA STRIPE CROSSWALK PATTERN 90° FACING ADA ACCESS RAMPS ADDED STREET FURNITURE WAYFINDING THROUGH STAINED CONCRETE SECTIONS ADDED PARKING LOT TREES FOR ADDITIONAL CANOPY COVER PERMEABLE PAVERS BETWEEN STREET TREES HAWK SYMBOL STOP ROAD SIGNAGE EXISTING MEDIAN (10’ WIDE) TEMPORARY ART INSTALLATION AREA PEDESTRIAN-ACTUATED STOP SIGNAL AT MID- BLOCK CROSSING PEDESTRIAN REFUGE AT MID-BLOCK CROSSING SIDEWALK SCORING PATTERN OPPORTUNITIES FOR GREEN BMP’S AT BULB-OUTS BUS BAY LOCATION ALT. 1: PRINTED PAW PRINTS ALT. 2: STAINED CONCRETE PATTERNS PAVING ALTERNATIVES ONE-WAY DIRECTIONAL ARROWS DRAFT North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy32 North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy 33 COST OPINIONS FOR PRIORITY PROJECTS The cost opinions for the select projects shown below reflect materials, construction costs, design, environmental review costs, and City administration costs. These numbers are cost opinions and do not represent an engineering estimate. A true estimate of project cost can only be obtained after engineering due diligence has been performed to better understand site constraints. No subsurface investigation, survey, property research, or utility research has been conducted as a part of the planning process. This research will be necessary to help assess true project costs. These numbers are for planning purposes only and should not be substitutes for engineering cost estimates produced during an actual design project. The cost opinions are displayed as a range from low to high, with separate assumptions as to the types of materials or design features proposed for each project. These assumptions can be found in the far right two columns and help explain the differences in the low and high cost opinions. Additional projects that did not require cost opinions are shown in the tables on page 29. These are either projects that are currently proposed or in development within the project area or policy changes that do not require fiscal outlay. North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy34 PROJECT NUMBER PROJECT NAME TOTAL PROJECT COST*PROJECT DESCRIPTION ASSUMPTIONS LOW HIGH LOW HIGH 4 Median redesign along north Atlantic frontage road $1,360,000 $2,200,000 Widen the median between Atlantic Avenue and the frontage road to accommodate pedestrian traffic and design elements, change the drive aisle to one way, and add 45 degree angled parking. Includes six (6) concrete bulb outs, and three (3) bollards at each corner. Additional lighting and streetscaping elements are included in projects 8, 10, and 13. Includes six (6) bulb-outs with LID bio-retention and enhanced plant materials, and additional street trees. Additional lighting and streetscaping elements are included in projects 8, 10, and 13. 5 Restriping of buffered bike lanes along the corridor $400,000 $520,000 Restriping of the buffered bike lanes along the corridor.Restriping done using paint.Restriping done using thermoplastic materials. 6 Bulb-outs at intersections along Corridor $900,000 $1,350,000 Twenty (20) bulb-outs at intersections along the corridor. Bulb-outs will be concrete continuation of the sidewalk with three (3) bollards on each corner. Bulb-outs will utilize LID bio- retention and related plant materials with underdrains. 7 Pedestrian lighting throughout the corridor $3,790,000 $6,580,000 Pedestrian light poles to increase lighting and safety throughout the corridor. One hundred and eighty-two (182) light poles to be standard materials with simple aesthetic elements. Spaced at one light per 50’. (Actual spacing will be dependent upon luminaire type and intensity.) One hundred and eighty-two (182) ornamental light poles designed to reinforce a specific theme for the area. Spaced at one light per 50’. (Actual spacing will be dependent upon luminaire type and intensity.) Pricing variation accounts for differences in pricing of decorative poles and luminaire types. 9 Public art $120,000 $180,000 Six (6) 4’ x 4’ art installation pads located throughout the corridor. Raised concrete platforms and electrical outlets for temporary art displays. Raised concrete platforms, installed uplighting, and eletrical outlets for temporary art displays. 12 Streetscaping $2,550,000 $3,220,000 Develop a uniform theme for N. Atlantic Ave including unified lighting (vehicular 27’ poles and luminaires), benches, trash receptacles, signage, bicycle racks, signal poles, and mast arms. Pricing differences account for style, spacing, and potential quantity differences dependent upon final design and material selection. Pricing differences account for style, spacing, and potential quantity differences dependent upon final design and material selection. 16 Entrance spaces to Houghton Park $50,000 $75,000 Transition/gathering spaces at the sidewalk entrances from Atlantic Avenue into Houghton Park. This opinion is based on this being comprised of parklets taking the place of two parking spaces. Simple street furniture (paving, seating, trash receptacles, bicycle racks). Custom street furniture (paving, seating, trash receptacles, bicycle racks, shelter structure, lighting). COST OPINIONS FOR SELECT IDENTIFIED PROJECTS North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy 35 ADDITIONAL PROJECTS NOT COSTED PROJECT NUMBER PROJECT NAME TOTAL PROJECT COST*PROJECT DESCRIPTION ASSUMPTIONS LOW HIGH LOW HIGH 18 Street tree additions $410,000 $640,000 Street trees spaced at 30’ on center along the corridor where the right-of-way allows it. Based on 4,700 linear feet, 24” box trees at 30’ on center (156 trees), and simple tree grates. Based on 4,700 linear feet, 36" box trees at 30' on center (156 trees), and ornamental tree grates. 20 Pedestrian- actuated stop signal at mid- block crossing $400,000 $600,000 Placing a pedestrian-actuated stop signal at two (2) mid-block crossings. Proposed locations are at Atlantic Avenue/61st Street intersection and Atlantic Avenue/ Adams Street intersection. Pedestrian-actuated stop signals and crosswalk elements. Pedestrian-actuated stop signals with an ornamental crossarm and pole and enhanced crosswalk elements. Total*$9,980,000 $15,365,000 Notes: 1. These numbers are cost opinions and do not represent an engineering estimate. A true estimate of project cost can only be obtained after engineering due diligence has been performed to better understand site constraints. 2. No subsurface investigation, survey, property research or utility research has been conducted as a part of the planning process. This research will be necessary to help assess true project costs. 3. These numbers are for planning purposes only and should not be substitutes for engineering cost estimates produced during an actual design project. 4. All numbers in 2016 dollars unless otherwise noted. * Rounded to the nearest $10,000 North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy 37 SAMPLE FURNITURE PALETTE The sample furniture palette is provided to guide the potential selection of future street furniture along Atlantic Avenue. For the purpose of this plan, three themes were provided in order to show a samples of the potential themes for the corridor. These themes are traditional, modern, and rustic/eclectic. Establishing a consistent look and feel of street furniture throughout an area is critical to defining the theme. Sample elements shown in this section include seating, trash receptacles, lighting, bollards, planters, bicycle racks, and tree grates. The examples are not intended to represent the exact furniture that should be used in the corridor, but rather they show a sample of the style. North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy38 North Long Beach Framework Plan and Disposition of Successor Agency Parcels SAMPLE FURNITURE PALETTE City of Long Beach, California RUSTIC/ECLECTIC MODERN TRADITIONAL SEATING TRASH RECEPTACLES LIGHTING BOLLARDS BICYCLE RACKS PLANTERS TREE GRATES SEATING TRASH RECEPTACLES LIGHTING BOLLARDS BICYCLE RACKS PLANTERS TREE GRATES SEATING TRASH RECEPTACLES LIGHTING BOLLARDS BICYCLE RACKS PLANTERS TREE GRATES North Long Beach Framework Plan and Disposition of Successor Agency Parcels SAMPLE FURNITURE PALETTE City of Long Beach, California RUSTIC/ECLECTIC MODERN TRADITIONAL SEATING TRASH RECEPTACLES LIGHTING BOLLARDS BICYCLE RACKS PLANTERS TREE GRATES SEATING TRASH RECEPTACLES LIGHTING BOLLARDS BICYCLE RACKS PLANTERS TREE GRATES SEATING TRASH RECEPTACLES LIGHTING BOLLARDS BICYCLE RACKS PLANTERS TREE GRATES North Long Beach Framework Plan and Disposition of Successor Agency Parcels SAMPLE FURNITURE PALETTE City of Long Beach, California RUSTIC/ECLECTIC MODERN TRADITIONAL SEATING TRASH RECEPTACLES LIGHTING BOLLARDS BICYCLE RACKS PLANTERS TREE GRATES SEATING TRASH RECEPTACLES LIGHTING BOLLARDS BICYCLE RACKS PLANTERS TREE GRATES SEATING TRASH RECEPTACLES LIGHTING BOLLARDS BICYCLE RACKS PLANTERS TREE GRATESRUSTIC/ECLECTICMODERNTRADITIONALSAMPLE FURNITURE PALETTE North Atlantic Avenue - Streetscape and Public Realm Enhancement Strategy40 SAMPLE LANDSCAPE PALETTE Lophostemon confertus Brisbane Box Tree Koelreuteria bipinnata Chinese Flame Tree Pistache chinensis Chinese Pistache Handroanthus impetiginosa Pink Trumpet Tree TREES GROUNDCOVER/VINESSHRUBS PLANTER BOXES Leucophyllum candidum ‘Thunder Cloud’ Dwarf Texas Ranger Juniperus confertus Shore Juniper Rhaphiolepis indica ‘Ballerina’ Ballerina Indian Hawthorn Galvezia speciosa Island Bush Snapdragon Rosa Banksiae ‘Lutea’ Lady Banks’ Rose Pandorea jasminoides Bower Vine Rosmarinus prostratus Trailing Rosemary Clytostoma callistegiodes Purple Trumpet Vine Lavandula angustifolia English Lavender Kalanchoe hildebrantii Silver Spoon Kalanchoe Various succulent combinations Heuchera maxima Island Alum Root Preface v 1. INTRODUCTION .......................................................................1-2 1.1. Specific Plan Organization ................................................... 1-2 1.2. Background .......................................................................... 1-3 1.3. Planning Process .................................................................. 1-4 1.4. Specific Plan Setting ............................................................. 1-7 1.5. Relationship to Existing Plans and Policies ........................ 1-10 1.6. California Environmental Quality Act Compliance ............ 1-11 1.7. Scope and Authority of the Specific Plan ........................... 1-11 2. Specific Plan Policy Framework ................................................2-2 2.1. Introduction ......................................................................... 2-2 2.2. Conceptual Vision Plan ........................................................ 2-2 2.3. Guiding Principles and Goals ............................................... 2-3 2.4. Conceptual Land Use Plan ................................................... 2-4 3. Land Use & Development Standards ........................................3-2 4. Design Guidelines ....................................................................4-2 4.1. Purpose and Intent .............................................................. 4-2 4.2. General Village Design Guidelines ....................................... 4-3 4.3. Special Use Design Guideline ............................................. 4-17 4.4. Public Space and Amenities Design Guidelines ................. 4-21 4.5. Signage Design Guidelines ................................................. 4-25 5. Circulation & Streetscape Design..............................................5-2 5.1. Circulation and Streetscape Concept .................................. 5-3 5.2. Mid-Block Crossing .............................................................. 5-7 5.3. Pomona Boulevard Improvements .................................... 5-10 5.4. Parking and Alleys .............................................................. 5-11 5.5. Gateway and Entries .......................................................... 5-12 5.6. Pedestrian and Bicycle Circulation, Transit Facilities......... 5-16 5.7. Streetscape Design ............................................................ 5-18 6. Infrastructure & Public Services ...............................................6-2 6.1. Sanitary Water ..................................................................... 6-2 6.2. Potable Water ...................................................................... 6-2 6.3. Storm Water and Water Quality .......................................... 6-2 GARFIELD VILLAGE SPECIFIC PLAN vi 6.4. Energy .................................................................................. 6-2 6.5. Solid Waste Management ................................................... 6-2 6.6. Fire Protection ..................................................................... 6-2 6.7. Police Protection ................................................................. 6-3 7. Administration, Implementation, & Financing ..........................7-2 7.1. General Plan Amendments .................................................. 7-2 7.2. Zoning Code/Map Amendments ......................................... 7-2 7.3. Administration and Enforcement ........................................ 7-2 7.4. Relationship to Zoning Code................................................ 7-2 7.5. Severability .......................................................................... 7-3 7.6. Amendments to Specific Plan .............................................. 7-3 7.7. Phasing and Financing Project Improvements .................... 7-3 GARFIELD VILLAGE SPECIFIC PLAN 2-10 Chapter 2 | Specific Plan Policy Framework Figure 2-4: Character Areas 3 Land Use & Development Standards This chapter explains the land use policies, and defines the land use designations unique to the Specific Plan. Development standards for each land use designation are also described. This section serves as the primary development regulations for the Planned Development Overlay, (as designated in the Zoning Ordinance). If there is a contradiction between the Zoning Ordinance and the Specific Plan, the guidelines provided in the Specific Plan shall prevail. If the Specific Plan is silent on a regulation, the user shall also consult the Monterey Park Municipal Code Title 21 (Zoning) for further information. GARFIELD VILLAGE SPECIFIC PLAN 3-2 3. LAND USE & DEVELOPMENT STANDARDS 3.1. District Descriptions 3.1.1. GVN-S – Garfield Village Neighborhood Shopping District. (A) The GVN-S Land Use District has a physical character that is generally comprised of shallow lots and small scale developments. This zone provides for the development of commercial areas to serve nearby residential neighborhoods and to maintain the integrity of such existing areas within the City. This zone maintains a small-scale pedestrian oriented commercial character available to serve neighborhood residents through the implementation of the following practices: (1) Limit the maximum sizes of commercial uses in this area. (2) Ensure the maintenance and improvement of the existing commercial environment. 3.1.2. GVC-S – Garfield Village Commercial Services District. (B) The GVC-S Land Use District has a physical character commonly comprised of primarily narrow and shallow lots generally located along the City’s boundaries. This zone provides for the development of commercial areas that promote retail and provide transition areas between the City and neighboring communities. See Figure 3-2 Garfield Village Land Use Districts, at the end of this chapter. 3.2. Allowable Land Uses and Permit Requirements 3.2.1. Approval of Uses. No person may commence a new use in any building, land or structure, nor may the owner of any property allow such use, unless and until the City Planner authorizes such use, before the Building Official’s approval, indicating the same complies with all applicable laws. (Ord. 2097 § 3, 2013). 3.2.2. Land Use Regulations. (A) Permitted Uses. The land uses listed in Table 3(A) are permitted in one or more of the commercial districts as indicated in the columns corresponding to each commercial district: (1) Where indicated with a “P,” the use is permitted. (2) Where indicated with an “X,” the use is expressly prohibited. Chapter 3 | Land Use & Development Standards 3-3 (3) The letter “A” indicates the use is permitted only as an accessory use. (4) The letter “C” indicates the use is conditionally permitted subject to the approval of a conditional use permit as set out in Monterey Park Municipal Code Chapter 21.32, Permit Procedures. (5) The letter “L” indicates the use is permitted subject to limitations described in Monterey Park Municipal Code Section 21.10.040. (B) All uses must be conducted totally within a completely enclosed building with the exception of City-approved outdoor dining, temporary special events, and uses customarily conducted in the open as determined by the City Planner. (C) Storage is permitted only within an entirely enclosed building and is limited to accessory storage of commodities sold or utilized in the conduct of a permitted use, on the premises. (D) Uses producing, causing or emitting dust, gas, smoke, glare, noise, fumes, odors, electromagnetic emanations or vibrations which are or may be detrimental to the safety, welfare, health and peace of the City and its residents are prohibited. (E) Overnight parking of vehicles, except those used in conjunction with a permitted use, are prohibited. The vehicles must be maintained in proper working order and remain free of graffiti at all times. Any such vehicle deemed to be a public nuisance is prohibited from parking on-site. Table 3(A) Permitted Uses in Commercial Land Use Districts GVN-S=Neighborhood Shopping District, GVC-S=Commercial Services District Legend: A – As an accessory use only C – Permitted subject to approval of a conditional use permit L – Permitted subject to limitations or special standards as described in Monterey Park Municipal Code Section 21.10.040 P – Permitted S – Permitted only on second floor or above X – Expressly prohibited Land Uses Retail GVN-S GVC-S GARFIELD VILLAGE SPECIFIC PLAN 3-4 Legend: A – As an accessory use only C – Permitted subject to approval of a conditional use permit L – Permitted subject to limitations or special standards as described in Monterey Park Municipal Code Section 21.10.040 P – Permitted S – Permitted only on second floor or above X – Expressly prohibited Land Uses Appliance or Electronics Sale and Repair P P Art Gallery P P Art Supplies Store P P Auto Parts Store, retail only P P Auto Sales – New X X Auto Sales – Used X X Bakery, Retail Sales Only P P Beauty Supplies Store P P Boat, Trailer, Motorcycle, Motor Scooter Sales X X Book Store, including Newsstand P P Catering Service, Food (not truck catering) A A Cellular Phone Store, including Accessories P P Clothing/Shoe Retail and Service P P Commercial Shopping Facility (5 or more units OR more than 1 acre) C C Drugstore/Pharmacy P P Florist P P Furniture Store C P Grocery/Food Store/Supermarket P P Hardware/Home Improvement Store (less than or equal to 10,000 sq. ft.) P P Hardware/Home Improvement Store (more than 10,000 sq. ft.) X X Hobby/Specialty Store P P Jewelry Store P P Medical Equipment and Supplies (sales and service) X P Medical Marijuana Dispensaries X X Music Store (sales, service and instruction) P P Music Store (retail sales only with service and instruction expressly prohibited) P P Music/Movie Sale and Rental P P Office Supply Store (less than or equal to 10,000 sq. ft.) P P Office Supply Store (more than 10,000 sq. ft.) X P Pet Store and Supplies P P Photo Processing Shop (contained within automated equipment only) X P Plant Nursery X P Retail, General (≤10,000 sq. ft.) P P Retail, General (large) (>10,000 sq. ft.) P P Chapter 3 | Land Use & Development Standards 3-5 Legend: A – As an accessory use only C – Permitted subject to approval of a conditional use permit L – Permitted subject to limitations or special standards as described in Monterey Park Municipal Code Section 21.10.040 P – Permitted S – Permitted only on second floor or above X – Expressly prohibited Land Uses Specialty Retail P P Sporting Goods Store P P Swap Meet X X Swimming Pool Sales and Service X P Service Business GVN-S GVC-S Adult Care Facility X X Animal Grooming P P Animal Hospital P P Animal Shelter X X Auto Detailing X C Auto Dismantling X X Auto Rental X L Auto Repair X X Auto Salvage and Wrecking X X Barber Shop P P Beauty Salon P P Car Wash X C Cemetery X X Check Cashing Facility X C Collection Facility X X Community Care Facility X C Copy Center P P Day Care Center X X Day Health Spa (excluding massage) P P Dry Cleaning (including laundry) P P Dry Cleaning (including laundry less than or equal to 2,000 sq. ft.) P P Employer-Sponsored Child Care X X Extended Lodging Facility X X Fitness Center (less than or equal to 5,000 sq. ft.) L L Fitness Center (more than 5,000 sq. ft.) C C Gunsmith X P Hotel X X Kennel/Animal Boarding X X Laundromat P P Locksmith/Keys P P Mail Boxes (accessory to parcel service or contract postal station only) A A GARFIELD VILLAGE SPECIFIC PLAN 3-6 Legend: A – As an accessory use only C – Permitted subject to approval of a conditional use permit L – Permitted subject to limitations or special standards as described in Monterey Park Municipal Code Section 21.10.040 P – Permitted S – Permitted only on second floor or above X – Expressly prohibited Land Uses Massage Establishment L L Money Transfer Facility X X Mortuary/Funeral Home X C Motel X X Parcel Service/Contract Postal Station P P Photo Processing Shop P P Photocopying/Reproduction P P Picture Framing as Accessory to Art Supplies Store and/or Art Gallery A A Printing and Publishing P P Public Storage (Mini-Storage) X C Salvage Yard X X Service Station X C Studio (Martial Arts/Dance/Photo/Music) X L Tailor P P Tattoo Parlors and Body Piercing Shops P P Tutoring L L Veterinary Services, Domestic P P Eating & Drinking Establishment GVN-S GVC-S Alcohol Sales (on-sale and off-sale) L L Bar, Tavern or Cocktail Lounge A A Outdoor Dining A A Restaurant P P Retail Eating Establishment P P Entertainment/Cultural GVN-S GVC-S Adult Oriented Business X X Amusement or Game Arcade X C Auditorium, including Performing Arts Center X C Concert Hall X X Comedy Club C C Commercial Recreation – Indoor C C Commercial Recreation– Outdoor X C Community Center X X Cultural Institution P P Fortunetelling X L Golf Driving Range X X Internet Arcade X X Library P P Lodge/Meeting Hall P P Miniature Golf X C GARFIELD VILLAGE SPECIFIC PLAN 3-22 Chapter 3 | Land Use & Development Standards Figure 3-2: Land Use Districts 4 Design Guidelines This chapter explains design concepts and establishes design policies and design guidelines for development within the Specific Plan area. GARFIELD VILLAGE SPECIFIC PLAN 4-2 4. DESIGN GUIDELINES 4.1. Purpose and Intent The guidelines within this chapter describe and illustrate building designs, concepts, and features that will promote the high-quality development that is envisioned for the Specific Plan area. The design guidelines shall be used in conjunction with the development standards described in Chapter 3: Land Use & Development Standards. These design guidelines will serve to promote cohesive design and community identity. Graphics and photographic images are included as a visual reference and should not be interpreted as the only design solution. Creative approaches are encouraged. These Design Guidelines serve the following functions:  To establish design guidelines for site design, architecture, circulation, parking, lighting, and other distinguishing features.  To provide developers, builders, planners, architects, landscape architects and property owners with guidelines and recommendations, to aid in maintaining the high level of community cohesiveness and unity, while still allowing for a degree of personal expression.  Create a highly desirable commercial zone that is an asset to the Specific Plan area and the City of Monterey Park.  Encourage sustainable design solutions that reduce energy consumption, use water efficiently, and minimize waste.  Promote mobility while potentially reducing greenhouse gas emissions, encouraging healthier lifestyles, and providing opportunities for social interaction.  Create simple building designs that result in efficient use of space, materials, and resources while maintaining a high level of design integrity and authentic architectural style. The terms “shall”, “should”, and “may” are used within the Design Guidelines. The term “shall” is used to denote a design standard where compliance is required. The term “should” is used to denote a guideline that is recommended, but not required in all circumstances. The term “may” is used to denote a design treatment that is allowed or optional. Chapter 4 | Design Guidelines 4-3 4.2. General Village Design Guidelines This section applies to all future development within the Specific Plan area. They should be used in conjunction with the development standards specific to this area. 4.2.1. Overall Building Design Buildings shall be sited and designed to have a strong street presence along public frontages, especially along South Garfield Avenue and public streets within the Specific Plan area. Architectural details and enhanced elevations shall be applied to rear and side facades facing streets, alleys, and other public spaces to avoid blank walls that could dominate public views. Building design and siting should take advantage of natural ventilation, heating, and cooling, sun and wind exposure, and solar energy opportunities. Passive solar orientation and design is encouraged to capture natural daylight and to use natural cooling techniques in place of air conditioning. Building siting should consider solar access for adjacent buildings. GARFIELD VILLAGE SPECIFIC PLAN 4-4 4.2.2. Building Articulation  Facades that are visible from streets, trails, outdoor gathering spaces, parks and open spaces, and parking areas shall be articulated to improve the design quality. Publicly visible facades shall include many of the following elements/treatments:  Change in plane  Change in colors, textures, materials, or masonry patterns  Stylized and/or recessed face, windows, or doors  Upper floor step-back  Overhanding roof eaves, porticos, awnings, canopies, lattice, or grates  Columns, posts, or tower elements  Three-dimensional expression lines, cornices, or roof parapets  Ribs or pilasters  Piers and fenestration pattern  A tree or other prominent and decorative landscaping features  An equivalent element that subdivides the wall into human scale proportions  Completely blank side and rear building facades shall be avoided. These facades should include articulating elements such as widows, columns, changes in wall texture or color, change in wall plane, or other design feature that breaks up the mass of the building. The level of articulation of side and rear facades, especially those with limited public visibility, may be less than that of the front facade, but they shall not be devoid of articulating elements altogether. Chapter 4 | Design Guidelines 4-5 4.2.3. Building Massing  Varied building setbacks should be used to provide articulation and functional features such as entrances, courtyards, outdoor dining or seating areas, etc.  Bay windows, stepped buildings, height changes, and setback variations are encouraged between businesses to break up large buildings and create attractive, interesting entries and storefronts.  Tower elements or other monumental features are strongly encouraged at focal points such as corners, plazas, major entrances, or where walkways meet sidewalks. All elevations of a tower element or monument feature shall be completely constructed, with no blank walls or partially finished sides.  Architectural elements such as windows, arcades, awnings, porticos, and other similar features should be used to break up the massing of large buildings. GARFIELD VILLAGE SPECIFIC PLAN 4-6 4.2.4. Indoor-Outdoor Relationship  Architecture and site design shall respond to the regional climate by providing indoor-outdoor transitional spaces where appropriate. Deeply covered, shaded, and protected areas create visual depth and interest while providing shelter and appropriate pedestrian scaled spaces for the public. The following features should be utilized to provide meaningful outdoor gathering and entry spaces:  Porches, verandas, courtyards, and gardens accommodate outdoor seating areas adjacent to restaurants, coffee shops, bookstores, and other similar uses.  Awnings cover entries and provide opportunities for signage. Awnings shall be no longer than a single storefront and shall be of a style and color complementary to the architectural style and character of the building. Multiple awnings over individual windows are preferred over one covering an entire storefront.  Trellises can create a covered walkway to protect pedestrians from the sun, and provide aesthetic relief and a pedestrian scale to larger buildings.  Deep overhangs can provide shade and protection but should only be used when appropriate to the architectural style and character of the building.  Arcades along storefronts that cover pedestrian walkways, separate buildings, or provide a more pleasing experience for pedestrians.  Loggias provide covered seating areas or other covered retail spaces. Chapter 4 | Design Guidelines 4-7 4.2.5. Building Colors and Materials  A variety of high-quality, durable colors shall be provided to create interesting and attractive building designs and avoid monotony.  Green materials that withstand local environmental conditions are strongly encouraged, including recycled-content carpet, cellulose insulation, engineered lumber, certified wood, natural floor coverings, and recycled-content interior finishes.  Exterior colors and materials shall be used to define the building form, details, and massing.  Low and no volatile organic compound (VOC) paint and finishes are encouraged.  When multiple buildings are proposed, a minimum of two color schemes should be provided for each architectural style. In general, each color scheme should have 1 or 2 complmentary main colors and up to three complementary accent colors that are appropriate for the architectural style and character of the building.  Changes in materials and colors should only occur if there is a change in plane. The change of materials and colors on outside corners is prohibited. Instead, materials and colors should change on inside corners. Examples of appropriate building materials GARFIELD VILLAGE SPECIFIC PLAN 4-18 4.3.3. Restaurants  Location and design should create or take advantage of gathering areas throughout commercial and mixed-use areas.  Outdoor seating areas with tables, chairs, umbrellas, potted plants, trellises and other design features are strongly encouraged.  Outdoor seating areas shall be located and designed to be publicly visible.  Franchise or chain restaurants shall be designed to reflect the overall architectural style and character of the building or commercial area.  Standardized architecture (e.g., franchise or chain architecture) shall only be permitted if the architectural style and design meet the requirements of the Commercial Guidelines contained herein. Chapter 4 | Design Guidelines 4-19 4.3.4. Entertainment Uses  Uses, including theaters, nightclubs, bars, billiard halls, bowling alleys, and other similar uses shall utilize a high degree of architectural expression to reflect their function. Architectural designs should attract and draw attention.  Building entrances shall be emphasized with architectural forms, special materials, distinctive lighting, signage, or other elements that dramatize the use.  Entertainment uses shall be separated from residential and other uses that may conflict with the higher levels of light, noise, and pedestrian traffic. GARFIELD VILLAGE SPECIFIC PLAN 4-20 4.3.5. Convenience Stores and Gas/Service Stations  Uses shall be located along major streets for easy vehicular access and to minimize impacts to residential uses within the Specific Plan area.  When located on a corner, access from adjacent sites or side streets is encouraged to ease congestion along major streets.  Freestanding buildings shall be designed with complementary architectural style and character of adjacent commercial uses.  Subdued colors and materials are required to promote a harmonious appearance with the surrounding area. Bright accent colors used to express corporate logos shall be used on a limited basis and shall not be internally illuminated except as permitted for a sign.  Landscaping, low walls, or berms shall be provided along sidewalks, walkways, and common areas to provide screening.  If used, screening walls shall be constructed of noncombustible materials (no wood fences) consistent with the colors and materials of the primary building. Landscaping shall be incorporated into the design of screening walls. Chapter 4 | Design Guidelines 4-21 4.4. Public Space and Amenities Design Guidelines This section addresses the design of all public spaces, paseos, plazas, pedestrian linkages, parking lot access walkways, etc. (including spaces on private property that are open to the general public) within the Specific Plan. These public spaces are intended to:  Provide links to pedestrian and bike trails and function as nodes and rest areas within the South Garfield Village.  Create gathering spaces for residents and visitors that are inviting, enhance the overall character of the Village, and serve a variety of users with passive and active uses.  Promote walking and bicycling within the Village.  Encourage interaction with visitors/users.  Provide transitional space including outdoor cafes and other meeting areas. Additional landscaping standards for street/sidewalk streetscape are provided in Chapter 5. 4.4.1. Plazas, Paseos, Parklets and Courtyards Plazas, paseos and courtyards provide passive open space with flexibility and opportunities for café tables, seating, social gatherings, special events, street performances etc. Fountains, sculptural elements, banners ad thematic signage/lighting and/or public art are encouraged for this area. 5 Circulation & Streetscape Design This chapter explains the circulation and streetscape design and proposed mobility plans for pedestrians and bicycles. Chapter 5 | Circulation & Streetscape Design 5-3 5.1. Circulation and Streetscape Concept This chapter describes the anticipated improvements within the public realm of the two major roadways within the Specific Plan area; south Garfield Avenue and Pomona Boulevard. The conceptual improvements that follow are designed to provide better movement, shared roadway uses, safe access to businesses, clear access to convenient parking, and provide a more walkable pedestrian environment. Figure 5-1, Garfield Avenue Streetscape Concept (below), highlights the primary elements of the streetscape improvements along Garfield Avenue, followed by Figure 5-2, an enlarged view of the Garfield Avenue showing the streetscape, alley reconfigurations, and the Fernfield Drive circulation/parking improvements. The proposed circulation, parking, and streetscape improvements are conceptual in nature. Any alterations to vehicle parking and circulation areas in the public right-of-way shall be brought to the attention of the adjacent property owners and shall come back to the City Council for final approval. Figure 5-3 provides a typical Cross Section of Garfield Avenue, including the “Sharrow”. On the same page as the Cross Section, Figure 5-4 illustrates the artist rendering of the proposed improvements on Garfield Avenue, looking north at Fernfield Drive Figure 5-1: Circulation and Streetscape Concept GARFIELD VILLAGE SPECIFIC PLAN 5-4 Figure 5-2: Garfield Avenue Streetscape and Circulation Floral Dr. to Riggin St. Riggin St. to Pomona Blvd. Chapter 5 | Circulation & Streetscape Design 5-5 Figure 5-3: Typical Garfield Avenue Cross Section GARFIELD VILLAGE SPECIFIC PLAN 5-6 Figure 5-4: Artist rendering – Garfield avenue, looking North at Fernfield Drive GARFIELD VILLAGE SPECIFIC PLAN 5-8 Figure 5-5: Mid-Block Crossing Chapter 5 | Circulation & Streetscape Design 5-9 Figure 5-6: Mid-Block Crossing Graphic GARFIELD VILLAGE SPECIFIC PLAN 5-12 pedestrian paseos will provide safe and inviting access to store fronts and other street front amenities. 5.5. Gateway and Entries This Specific Plan identifies design treatments for a number of key gateways and entries into the Village. Each of these is described below. 5.5.1. South Gateway – S. Garfield Avenue and E. Pomona Boulevard A gateway plaza at the southern tip of Monterey Park, South Garfield Avenue intersecting at East Pomona Boulevard, could create an inviting public gathering space marking the beginning of South Garfield Village for north bound visitors. This southern most entry point will create a strong visual civic statement to all incoming visitors and residents of Monterey Park and South Garfield Village. This entry could include a large signage treatment and significant landscaping. Seating and other street furniture (lighting, signage, water fountains, etc.) should be included. 5.5.2. North Gateway – S. Garfield Avenue and W. Floral Drive Figure 5-7: Rear Alley Parking Concept Chapter 5 | Circulation & Streetscape Design 5-13 A gateway plaza at the north entrance point of the Village, W. Floral Drive intersecting at South Garfield Avenue, could create an inviting public gathering space marking the beginning of South Garfield Village for all south bound visitors and residents. This entry point will create a strong visual civic statement to all visitors and residents entering South Garfield Village. This entry could include a large signage treatment and significant landscaping. Seating and other street furniture (lighting, signage, water fountains, etc.) should be included. 5.5.3. Major Entries Major entries occur at:  Riggin Street/South Garfield Avenue;  Pomona Boulevard/South Garfield Avenue; Major entries will announce arrival to the Village with vertical monuments with accent planting and special paving. These entry monuments will incorporate distinctive, custom-fabricated materials such as metals and translucent acrylic eco-resins. These entries support and complement gateway elements in design and materials and contribute to the overall place-making. 5.5.4. Minor Entries Minor entries occur at: West Ferndale/South Garfield Avenue West Floral Drive/South Garfield Avenue GARFIELD VILLAGE SPECIFIC PLAN 5-14 Figure 5-8: Primary Entry Gateway Monument Chapter 5 | Circulation & Streetscape Design 5-15 Figure 5-9: Secondary Gateway Entry Monument GARFIELD VILLAGE SPECIFIC PLAN Chapter 5 | Circulation & Streetscape Design 5-21 FIGURE _5-10: BICYCLE CIRCULATION PLAN GARFIELD VILLAGE SPECIFIC PLAN Chapter 5 | Circulation & Streetscape Design 5-22 Figure 5-12: Furniture Palette 7 Administration, Implementation, & Financing This Chapter describes the process for implementing and administering the Garfield Village Specific Plan, including the processes for development review, non-conforming uses, and amendments. This Chapter also provides a detailed implementation plan and identifies potential funding sources for various development activities. GARFIELD VILLAGE SPECIFIC PLAN 7-2 7. ADMINISTRATION, IMPLEMENTATION, & FINANCING 7.1. General Plan Amendments California law requires that a Specific Plan be consistent with the General Plan of the adopting locality. To this end, existing General Plan goals and policies were reviewed to ensure consistency between the Garfield Village Specific Plan and the Monterey Park General Plan (See Appendix A). 7.2. Zoning Code/Map Amendments Concurrent with the adoption of the Garfield Village Specific Plan, certain provisions of the City of Monterey Park Municipal Code and Zoning Map will be amended to include language recognizing the existence of this Specific Plan and providing exceptions from certain code requirements in areas addressed by this Specific Plan. 7.3. Administration and Enforcement It shall be the duty of the City of Monterey Park to enforce the provisions set forth in the Garfield Village Specific Plan. All officers, employees, and officials of the City of Monterey Park who are vested with the duty or authority to issue permits or licenses shall comply with the provisions of the Garfield Village Specific Plan, and shall not issue any permit or license or approve any use or building that would be in conflict with the Garfield Village Specific Plan. Any permit, license, or approval issued that is in conflict with the requirements of the Garfield Village Specific Plan shall be considered null and void. 7.4. Relationship to Zoning Code The Garfield Village Specific Plan establishes a set of regulations, standards, guidelines, and processes for any existing and proposed development, and shall constitute the zoning for development within the Specific Plan area. Unless expressly modified herein, the provisions of the City of Monterey Park Municipal Code shall remain in full force and effect and shall continue to apply to the Specific Plan area. The regulations, development standards, and guidelines as contained in the Specific Plan shall apply in their entirety to the review of development proposals; where Specific Plan development standards and guidelines do not provide adequate direction, the City of Monterey Park Municipal Code should prevail. Where regulations, development standards and guidelines of this Specific Plan conflict with the City of Chapter 7 | Administration & Financing 7-3 Monterey Park Municipal Code, the regulations, development standards and guidelines of this Specific Plan shall prevail. 7.5. Severability If any portion of the Garfield Village Specific Plan is, for any reason, held invalid by a court of competent jurisdiction, such portion shall be deemed a separate, distinct, and independent provision, and the invalidity of such provision shall not affect the validity of the remaining portion of the Garfield Village Specific Plan. 7.6. Amendments to Specific Plan The Garfield Village Specific Plan may be amended in the same manner by which it was originally adopted. In addition, an amendment shall demonstrate that it meets the intent of the Specific Plan’s goals and objectives or provide a finding that the amendment enhances the Plan or is necessary to implement the Plan’s goals and objectives. All sections or portions of the Specific Plan to be changed or that may be affected by the change shall be included in the Specific Plan Amendment. A concurrent amendment of the General Plan is not required, provided the City Council determines that any substantive changes would not conflict with the goals, objectives, policies, or programs of the City of Monterey Park General Plan. 7.7. Phasing and Financing Project Improvements The implementation program identifies the specific actions and steps that should be undertaken within the next one to ten years to implement the Specific Plan and realize the Garfield Village Specific Plan vision. This implementation matrix represents the culmination of the entire Garfield Village planning process and the strategies referenced throughout the Specific Plan. The matrix is a tool to help implement and monitor progress of the Specific Plan and can be revised to reflect changes in community priorities and available resources. Funding and financing for projects and programs identified within this chapter will require a comprehensive and creative financing approach through the use of various financing mechanisms, including debt financing, equity financing, loan guarantees, and tax credits. Additionally, grants should be pursued for public improvements and arts projects. Table 6-1 lists potential financing mechanisms available from State and Federal agencies, as well as selected private and nonprofit entities. Note GARFIELD VILLAGE SPECIFIC PLAN 7-4 that funding and financing programs are dynamic and change according to available funds, changes in State and Federal law, and other factors. The list is not exhaustive and should be supplemented as new sources become available. Table 6-1: Potential Financing Mechanisms Federal/MPO SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS (SCAG) With the recent adoption of the Sustainable Communities Strategy, the SCAG grant program focuses on combining transportation and land use elements in order to achieve emissions reduction targets. All SCAG-member local jurisdictions are eligible for funding for planning projects that meet local needs and is consistent with the regional Sustainable Communities Strategies. The Compass Blueprint and Active Transportation grants are most applicable to implementing the Garfield Village Specific Plan. Compass Blueprint grants are available for projects that integrate sustainable transportation and land use planning. Examples of projects that qualify under this program are as follows: Transit- Oriented Development (TOD) planning; General Plan, Specific Plan and development code assistance; Parking strategies; and development feasibility analyses. Active Transportation grants are available for projects that promote alternatives to motor vehicles. Examples of projects that qualify under this program are as follows: Bicycle and pedestrian projects; complete streets; safe routes to schools; and first mile/last mile planning. FEDERAL TRANSIT ADMINISTRATION The Federal Transit Administration operates the Alternatives Analysis Grant program, to assist in financing the evaluation of all reasonable modal and multimodal alternatives and general alignment options for identified transportation needs in a particular, broadly defined, travel corridor. Funds may be used to assist in conducting alternatives analysis when at least one of the alternatives is a new fixed guideway system or an extension or an existing fixed guideway system. The statutory match for this program is 80% Federal and 20% local. State Chapter 7 | Administration & Financing 7-5 Federal/MPO INFRASTRUCTURE STATE REVOLVING FUND PROGRAM OF THE CALIFORNIA INFRASTRUCTURE AND ECONOMIC DEVELOPMENT BANK (CIEDP) The California Infrastructure and Economic Development Bank (I- Bank) administers the Infrastructure State Revolving Fund Program, which provides low-cost, long-term to local governments for public infrastructure projects. Funding assistance ranges from $50,000 to $25,000,000, at subsidized interest rates fixed for the term of financing. Project categories eligible for funding include city streets, public safety features, public transit and environmental mitigation, among others. Projects that obtain funding through the Infrastructure State Revolving Fund Program must promote economic development, sustain long-term employment opportunities. CALIFORNIA INFRASTRUCTURE AND ECONOMIC DEVELOPMENT BANK (I- BANK) The California Infrastructure and Economic Development Bank finances public infrastructure and private development to promote job growth, a strong economy, and improve the quality of life for California citizens. The I-Bank has authority to issue tax exempt and taxable revenue bonds, provide financing to public agencies, provide credit enhancements, acquire or lease facilities, and leverage State and Federal funds. The current programs operated through the I-Bank are as follows: Infrastructure State Revolving Fund Program (mentioned above), Statewide Energy Efficiency Program, 501(c)(3) Revenue Bond Program, Industrial Development Revenue Bond Program, Exempt Facility Revenue Bond Program, Governmental Bond Program and the Small Business Loan Guarantee Program. CALIFORNIA DEPARTMENT OF TRANSPORTATION (CALTRANS) GRANTS The California Department of Transportation (Caltrans) Sustainable Transportation Planning Grants are intended to strengthen the economy, promote equity, and protect the environment. The Sustainable Communities Grant program funds transportation planning projects that identify and address deficiencies in the multimodal transportation system, encourage stakeholder collaboration, involve active public engagement, integrate Smart Mobility 2010 concepts, and ultimately result in system improvements. Past projects awarded funding through this program include bike and pedestrian safety enhancement University District | San Marcos Table of Contents: i TABLE OF CONTENTS I. Introduction I.1 Heart of the City Specific Plan Background ......... I‐1 I.2 District Location ................................................. I‐2 I.2.1 Relationship to California State University San Marcos I.2.2 Relationship to San Marcos Civic Center I.2.3 Relationship to San Marcos Creek District I.3 Planning Context ............................................... I‐8 I.3.1 Land Ownership and Parcelization I.3.2 Planning Process and Community Outreach I.4 Legal Context ................................................... I‐12 I.4.1 Authority to Prepare I.4.2 General Plan Consistency I.5 Specific Plan Organization ............................... I‐23 II. Sustainability Goals | Policies II.1 Core Principles................................................... II‐1 II.2 The University District Vision ............................. II‐2 II.3 A Sustainable University District ........................ II‐3 II.4 Sustainability Goals and Policies........................ II‐6 II.4.1 Neighborhood Livability and Walkability II.4.2 Generous, Quality, and Interactive Open Space II.4.3 Enhanced Alternative Transportation II.4.4 Distinctive Urban Character II.4.5 Economic Diversity and Vibrancy II.4.6 Environmental Sustainability III. Land Use Framework III.1 An Urban “Town/Gown” Setting ....................... III‐1 III.2 Existing Development Patterns ........................ III‐2 III.3 Land Use Concept and Illustrative .................... III‐6 III.3.1 Land Uses III.3.2 Neighborhoods / Districts III.4 Development Intensity ................................... III‐23 III.5 Land Use Descriptions .................................... III‐24 IV. Open Space | Conservation IV.1 Existing Natural Open Space Conditions .......... IV‐1 IV.2 Urban Open Space Concept and Illustrative .... IV‐2 IV.3 Open Space Statistical Summary ................... IV‐15 IV.4 Conceptual Plan Landscape Zones.................. IV‐17 IV.5 Low Impact Development (LID) Strategies ..... IV‐23 IV.5.1 LID Purpose and Background IV.5.2 LID Goals for University District V. Transportation | Circulation V.1 Mobility Is Key .................................................. V‐1 V.2 Circulation Concept and Illustrative .................. V‐2 V.2.1 Urban Form and Circulation V.2.2 Parking and Transportation Demand Management V.2.3 “Park Once” Strategy University District | San Marcos Table of Contents: ii V.2.4 Sprinter Line and Bus Transit Services V.3 Intra‐City Shuttle ............................................ V‐11 V.4 Transportation Conditions and Mitigations ..... V‐19 V.4.1 Interim Year 2015 V.4.2 Interim Year 2020 V.4.3 Horizon Year 2030 (Project Build Out) VI. Form‐Based Code VI.1 Introduction ..................................................... VI‐1 VI.2 Regulating Plans ............................................. VI‐4 VI.3 Block Standards ............................................. VI‐12 VI.4 Street Type Standards ................................... VI‐14 VI.5 Public Park and Gathering Space Standards ..... VI‐40 VI.6 Building Type Standards ............................... VI‐64 VI.7 Frontage and Projection Standards .............. VI‐123 VI.8 Architectural Standards and Guidelines ....... VI‐134 VI.9 General Landscaping Standards ................... VI‐138 VI.10 Business Identification Sign Standards ......... VI‐146 VI.11 Definitions ................................................... VI‐155 VII. District Signage | Public Art VII.1 Community Identity ........................................ VII‐1 VII.2 Permanent Sign Types .................................... VII‐2 VII.2.1 District Identity Statement VII.2.2 Gateway Signs VII.2.3 Way‐Finding Signs VII.2.4 Neighborhood Identification VII.2.5 Site / Facility Identification VII.2.6 Street Name Sign Treatments VII.3 Art in Public Places Program ........................... VII‐7 VII.3.1 Program Requirements VII.3.2 Guidelines for Public Art VII.3.3 Review Processing VIII. Infrastructure | Utilities | Public Services VIII.1 Sustainable Infrastructure .............................. VIII‐1 VIII.2 Water System ................................................ VIII‐2 VIII.2.1 Study Area VIII.2.2 Projected Water Demands VIII.2.3 Water Demand Comparison VIII.2.4 Existing Water Facilities VIII.2.5 Proposed Water Facilities VIII.3 Sewer System ................................................ VIII‐7 VIII.3.1 Study Area VIII.3.2 Projected Sewer Flows VIII.3.3 Sewer Flow Comparison VIII.3.4 Existing Sewer Facilities VIII.3.5 Proposed Sewer Facilities VIII.4 Flood Control and Storm Drainage................ VIII‐15 VIII.5 Solid Waste Disposal..................................... VIII‐15 VIII.6 Public Services .............................................. VIII‐16 VIII.6.1 Schools VIII.6.2 Fire Protection VIII.6.3 Police Protection VIII.6.4 Libraries I. INTRODUCTION I.1 Heart of the City Specific Plan Background The original Heart of the City Specific Plan was adopted on January 12, 1988 and provided the regulatory framework for approximately 1,500 acres within the core area of the City of San Marcos. This downtown core was planned to include a full range of civic, commercial, business park, office, residential, and institutional land uses. Now, more than twenty years later, much of the planned development within the heart of the City has been realized. Constructed and/or recently entitled development projects in and around the project area include the California State University San Marcos (CSUSM) campus, San Marcos Civic Center, Kaiser Medical Center, surrounding commercial/retail use centers, San Marcos Creek District Specific Plan (Creek District), and North County Transit District (NCTD) Sprinter Light Rail Line. The Sprinter Line runs immediately adjacent to the University District project site, between the CSUSM and San Marcos Civic Center stations. (Continued on Next Page) “A mix of uses must insure the presence of people who go outdoors on different schedules and are in the place for different purposes, but who are able to use many facilities in common.” ‐ Jane Jacobs, The Death and Life of Great American Cities (Continued from Previous Page) The University District Specific Plan serves to update the Heart of the City Specific Plan in a manner that renews its original objectives of a “university village” atmosphere. University District is located at the core of San Marcos, and is envisioned as an urban mixed‐use center with a variety of housing types, as well as strong emphasis on pedestrian movement and mass transit. The University District site is an ideal development opportunity, given its status as one of the last large, predominantly vacant areas in San Marcos and central location relative to other development within the heart of the City that occurred over the last several decades. In keeping with the objectives of the original Heart of the City Specific Plan, the University District concept intends to “attract clean, campus‐related and ‘spin‐off’ development of a high design quality, while continuing to enhance the City’s original vision of creating an authentic governmental, administrative, educational, and corporate downtown center.” I.2 District Location The City of San Marcos is located in northern San Diego County along State Route 78 (State Route 78), between the cities of Vista and Escondido. The University District project is situated in the heart of San Marcos, with parcels located on both the east and west sides of Twin Oaks Valley Road. The site is bounded by State Route 78 and San Marcos Creek on the north, and Barham Drive and Discovery Hills on the south (see Figures I.A: Regional Location Map, I.B: Heart of the City Specific Plan Area Map, and I.C: University District Specific Plan Site Map). Introduction: I‐2 University District | San Marcos Figure I.A: Regional Location Map Introduction: I‐3 Figure I.D: Aerial Vicinity Map Introduction: I‐6 University District | San Marcos I.2.1 Relationship to California State University San Marcos While officially founded in 1989, the first phase of construction for California State University San Marcos (CSUSM) was successfully completed in 1992 on a 304‐acre hillside overlooking the heart of the City of San Marcos. The campus is located immediately adjacent to the southeast section of the University District project site, with existing student housing located on the south side of Barham Drive (see Figure I.D: Aerial Vicinity Map). CSUSM maintains a growing student population, with combined undergraduate and graduate program enrollment of over 10,000 students. Approximately 40 percent of freshman students and 10 percent of all undergraduate students currently live on campus. The CSUSM Master Plan forecasts an ultimate build‐out of approximately 25,000 Full‐Time‐Equivalent Students (FTES). The Master Plan emphasizes the need for strong community relations and integration of sustainable design principles for all future facilities. I.2.2 Relationship to San Marcos Civic Center The San Marcos Civic Center is located on a 60‐acre site along San Marcos Boulevard, Twin Oaks Valley and Mission Roads, adjacent to State Route 78 (see Figure I.D: Aerial Vicinity Map). Construction of the town center complex was completed during the mid‐1990s and includes the City Hall, public library, a multi‐purpose community center that opens to an outdoor amphitheater, as well as a four‐story, 500‐vehicle parking structure. The Sprinter Rail Line provides public transit access from the train station located immediately adjacent to the Civic Center complex. Like University District, special attention was given to the Civic Center’s design, especially in creating a seamless transition between indoor and outdoor spaces of City Hall. Emphasis was given to the placement of fountains, walking paths, gardens, landscaping, and public gathering plazas. Introduction: I‐7 I.2.3 Relationship to San Marcos Creek District The San Marcos Creek District Specific Plan was adopted by the City of San Marcos on August 14, 2007. The Creek District is a 214‐acre site located immediately adjacent to and west of the University District project. It also is envisioned as an active pedestrian‐oriented and mixed‐use commercial center for the downtown area of San Marcos. As in the Creek District, special preservation and integrated design considerations have been given to the portion of San Marcos Creek that runs east to west along the northern‐most boundary of the University District Specific Plan area (see Figure I.D: Aerial Vicinity Map). Concentration of land uses within the core area of the project site, as well as building orientation and placement along the northernmost boundary preserves the natural buffer between the project and Creek. I.3 Planning Context I.3.1 Land Ownership and Parcelization The University District project site is approximately 195 acres and comprised of 135 legal parcels. Currently, three entities own a majority of the project area: the City of San Marcos Redevelopment Agency, Urban Villages San Marcos LLC, and Fenton (see Figure I.E: Parcel Ownership Map or Appendix A.1: University District Parcel Ownership Matrix for more details). The remaining parcels, all less than ten (10) acres each in size are held by various other property owners. Currently, an estimated 50 percent of the total University District project site is vacant, with the remaining areas being utilized by a combination of sporadically‐located uses: single‐family residential, commercial, as well as both light and heavy industrial. Generally speaking, the residential uses are located on the west side of Twin Oaks Valley Road, and all other uses are situated on the east side of Twin Oaks Valley Road. Introduction: I‐8 University District | San Marcos Figure I.E: Parcel Ownership Conceptual Plan Overlay Introduction: I‐9 I.3.2 Planning Process and Community Outreach In January 2008, the San Marcos City Council established the University District Task Force (UDTF). Ten members and six alternates were appointed. Members included two City of San Marcos Planning Commissioners, as well as members of the general public and development community. In addition to being prepared to serve on the committee for a period of 9 to 12 months, the City Council requested the University District Task Force to: Work with City staff, the City’s consultants, and members of the community to re‐evaluate the current Heart of the City Specific Plan in the area of the University District project, given the recent land use and transit developments surrounding the site. Formulate an amendment to the Heart of the City Specific Plan based on the above re‐evaluation, with the goal of expanding on the downtown vision established by the San Marcos Creek Specific Plan. Evaluate the creation of a “university district” urban core to complement and take advantage of the site’s proximity to CSUSM. Assist City staff and the City Council in the positive implementation of the Heart of the City Specific Plan Amendment for University District, and work to market the area as a “university district” incorporating student, faculty and other housing types, and the appropriate mix of retail, office, other employment, conference and hotel opportunities. Coordinate its activities with those of the proposed Town/Gown Commission to ensure that efforts of the Task Force incorporate those planning and design considerations particular to University‐serving development. In addition to completing approximately 15 publicly‐noticed University District Task Force meetings throughout 2008 and 2009, the City of San Marcos hosted two public workshops in May 2008 for community members to participate in the University District planning process. Introduction: I‐10 University District | San Marcos The prominent themes that emerged from these workshops, and which have been addressed throughout this Specific Plan, included the community’s desire to: Integrate Low Impact Development (LID) and sustainable design features, emphasizing the need to consider orientation of solar panels so as not to disturb adjacent residential neighborhoods with panel reflections. Provide drought‐tolerant and California native landscaping; use recycled water. Celebrate the historical context of Russian settlers who lived in the project area. Provide a range of residential units for students, faculty, families, and seniors. Maintain and enhance strong physical connections between the University District, CSUSM, Civic Center, San Marcos Creek, project parks, and the Sprinter Rail Line. Provide a trolley/shuttle loop system for University District residents and visitors to access different areas of the University District. Design streetscape improvements to offer a variety of landscape and hardscape treatments. The goal is to soften sidewalks, but make them visually interesting. Design varied articulation of building forms, which have strong presence immediately adjacent to pedestrian sidewalk space. Provide internal project walking trails, and make certain those pedestrian corridors connect with the San Marcos trails master plan, wherever possible. Incorporate granite, to be salvaged from the Knoll Park area, in some of the sidewalk and/or plaza areas of the site. Provide gathering plazas for large community events and/or live performances. Identify strong gateway/entry areas to the University District project. Provide commercial and office uses along State Route 78, to block freeway noise. Design parking structures that feel open, well‐lit, and comfortable. Focus parking structures along the eastern‐most boundary of the University District, since the Sprinter Line already acts as a barrier to that edge of the District. Design parking structures that are screened, and which maximize joint use opportunities between neighboring land uses. Reduce reliance on automobiles by integrating housing, employment, and recreational uses within a concentrated area. Introduction: I‐11 measures and regulatory requirements outlined in the Environmental Impact Report (EIR) to reduce risk of injuries, loss of life, and property damage as a result of local hazards. Noise Element Goal: Reduce noise to acceptable noise levels in adjacent areas. Consistent The District will be developed subject to implementation of any and all mitigation measures and regulatory requirements as outlined in the Environmental Impact Report (EIR) to reduce noise levels to acceptable levels, including compliance with Title 24 of California Code of Regulations and the Title 17 of the City’s Municipal Code. I.5 Specific Plan Organization The University District Specific Plan is organized into the following nine (9) Chapters: Chapter I. Introduction This Chapter provides a broad overview of the University District Specific Plan vision, the project location, parcel ownership, and summary of the original intent of the Heart of the City Specific Plan. Also included is a description of the scope and authority of the Specific Plan, as well as compliance with the requirements for General Plan consistency. Chapter II. Sustainability Goals | Policies This Chapter describes the policy foundation for the University District Specific Plan, including the specific goals and objectives related to implementation of the Plan. Chapter III. Land Use Framework This Chapter establishes the overall land use concept and anticipated development yields, and also describes existing development patterns within the University District. Introduction: I‐23 Chapter IV. Open Space | Conservation This Chapter establishes the overall urban open space concept, acreage calculations, and describes existing natural open space conditions within the University District. Chapter V. Transportation | Circulation This Chapter establishes the overall circulation concept, which includes improvements to pedestrian, bicycle, and public transit system access. It also includes a description of the existing transportation network, as well as strategies for parking and transportation demand management. Chapter VI. Form‐Based Code This Chapter provides the regulating framework for development within the University District. Upon adoption of this Specific Plan, the Form‐Based Code Chapter will serve as the legal zoning/regulating plan for the University District. Chapter VII. District Signage | Public Art This Chapter provides high‐level descriptions of the type and location of district‐wide signs, which include identification of the downtown core along State Route 78, internal primary and secondary gateway monuments, as well as smaller scale pedestrian way‐finding directories. This Chapter also describes public art program requirements. Chapter VIII. Infrastructure | Utilities This Chapter identifies existing utility infrastructure locations/capacities in and around the University District project area, as well as the necessary infrastructure improvements to facilitate implementation of the Specific Plan. Chapter IX. Implementation | Administration This Chapter provides requirements for development review and administration of the University District Specific Plan, including amendment procedures, financing mechanisms for implementing public improvements, and the application of this Plan to legal non‐conforming uses and lot consolidation. Introduction: I‐24 University District | San Marcos II. SUSTAINABILITY GOALS | POLICIES II.1 Core Principles The University District Specific Plan was developed through the active participation and collaboration of many different stakeholders, including City management and staff, the University District Task Force (UDTF), representatives of California State University San Marcos (CSUSM) and San Marcos School District, project area property owners, as well as community members. This planning effort reflects a united desire to further advance “smart growth” efforts within North San Diego County. The following six core principles were established by this collaborative group to guide development of the University District Specific Plan: Neighborhood Livability and Walkability Generous, Quality, and Interactive Open Space Enhanced Alternative Transportation Distinctive Urban Character Economic Diversity and Vibrancy Environmental Sustainability (Continued on Next Page) “When we try to pick out anything by itself, we find it hitched to everything else in the Universe.” ‐ John Muir Sustainability Goals | Policies: II‐6 University District | San Marcos meeting the vision and core principles of the University District, it will also be “LEED‐ND ready” should the City decide to pursue LEED‐ND certification for the entire district. The USGBC administers rating systems for other building products as well, including LEED for New Construction, LEED for Schools and LEED for Retail, among others. New buildings within University District shall be constructed to meet the intent of LEED certification for the appropriate building product, or be constructed according to a comprehensive set of sustainable building standards adopted by the City. Every project team shall include a LEED Accredited Professional or other similarly qualified professional approved by the City Planning Director, who will prepare and provide the necessary documentation to the City that demonstrates the project’s ability to achieve the minimum points required for certification. This Specific Plan does not require project registration or certification through USGBC. Green building construction practices will be facilitated by an incentive program formulated by the City, which may include any number of incentives, such as accelerated permit processing and plan review, discounted permit fees, tax abatements, or other suitable incentives as determined by the City. II.4 Sustainability Goals and Policies II.4.1 Neighborhood Livability and Walkability Goal: Provide a concentrated and vibrant mix of land uses for diverse groups of people to “live, work, and play.” Policies: Provide public spaces, and connections to public spaces, such as sidewalks, gathering plazas, community centers, urban parks and recreational trails. Sustainability Goals | Policies: II‐7 Activate areas through a variety and density of uses that attract people and promote activities throughout the day and night. Provide a mix of affordable, universally‐accessible and green housing types for people of all socio‐economic and household groups (including students, faculty, families, singles, seniors, and disabled). Entice businesses to locate within University District through a compact mix of land uses that provide proximity to retail/commercial, restaurants/cafes, lodging, entertainment, and other business‐support services. Reserve 15 percent of all residential dwelling units as affordable for low‐ and moderate‐income households. Provide a variety of easily accessible transportation choices. Allow flexibility in land use and building design to accommodate future changes in market conditions and real estate needs. See Chapter III – Land Use Framework and Chapter VI – Form‐Based Code for detailed implementation of these policies. II.4.2 Generous, Quality, and Interactive Open Space Goals: Create an integrated green infrastructure of environmentally‐protected areas, urban parks, recreational trails/pathways, street tree systems, community gardens, gathering spaces, and waterways. Use landscape to treat storm water run‐off, to conserve water, to create animal habitat, and to reduce “heat island effect." 1 1 “Heat island effect” refers to the increase in ambient air temperatures that occur over urban areas characterized by increased pavement and structures that absorb heat when compared to natural landscapes. Sustainability Goals | Policies: II‐8 University District | San Marcos Policies: Create permeable land area such as bio‐swales, permeable surfaces, and rain gardens, and other landscape features to allow for infiltration of storm water, to address storm water management and water quality. Protect San Marcos Creek from untreated project run‐off. Establish a series of parks, trails, and plazas throughout University District, interconnected by pedestrian‐oriented sidewalks and non‐vehicular areas that connect to existing trail systems where possible to expand the trail network. Create visible and easily accessible urban open spaces within commercial areas to allow adjoining businesses to provide food and/or entertainment services to these areas. Create abundant vegetated areas to enhance site contributions to natural ecological processes, sustain air and water resources, promote bio‐diversity and reduce heat island effects. Use native and/or drought‐tolerant plants as a first‐tier choice in landscaping to reduce irrigation needs. See Chapter IV – Open Space | Conservation and Chapter VI – Form‐Based Code for detailed implementation of these policies. II.4.3 Enhanced Alternative Transportation Goal: Reduce vehicle miles traveled, improve accessibility and connectivity between surrounding uses, and encourage pedestrian and bicycle commuting. Policies: Establish a local area shuttle to provide access between mass transit stations and to major population centers in the vicinity. Provide pedestrian and bicycle linkages between core residential and commercial areas and the Sprinter rail station. Sustainability Goals | Policies: II‐9 Provide infrastructure and support programs that supply local public transit information and facilitate shared vehicle use and car‐pooling. Provide safe, well‐established, continuous, and clearly marked bicycle routes. Provide bicycle parking and storage, as well as showers and changing facilities, especially in employment centers. Provide trail connectivity and pedestrian oriented sidewalks. Provide pedestrian bridges to ease crossing at busy major thoroughfares. Provide “park‐once” design solutions in targeted core areas with supporting land uses. Provide preferred parking for carpools, vanpools and renewable and hybrid or similar low‐energy vehicles. Provide bus stops connecting to the regional bus system. Provide public transit ridership incentives, such as Sprinter passes. See Chapter V ‐ Transportation/Circulation and Chapter VI ‐ Form‐based Code for detailed implementation of these policies. II.4.4 Distinctive Urban Character Goal: Create a vibrant town center, with a variety of uses that attract citizens of all ages and interests, with a special emphasis on providing housing, services, restaurants and entertainment for both students and faculty of CSUSM. Policies: Create a student housing village in proximity to the CSUSM Campus, with pedestrian, bike, and shuttle linkages to the campus. Provide campus‐serving retail, restaurants, and entertainment services. Provide a variety of housing and land uses with sufficient density and spatial compactness to create an urban environment and neighborhood core. Facilitate sustainability in design, construction, and in energy conservation. Provide pedestrian‐oriented sidewalks and strategically located trails to create a walkable community linking the neighborhood core to outlying areas. Sustainability Goals | Policies: II‐10 University District | San Marcos Provide pedestrian connections to neighboring communities. Provide flexibility in land use and building design to accommodate changes in market conditions. Create a community with a variety of transportation options for its residents, tenants, and visitors See Chapter III – Land Use Framework, Chapter V – Transportation | Circulation, and Chapter VI – Form‐Based Code for detailed implementation of these policies. II.4.5 Economic Diversity and Vibrancy Goal: Provide flexibility in land uses to encourage the development of a variety of housing, retail, entertainment, education, and employment uses to expand the choices available to the citizens of San Marcos, as well as students and faculty of CSUSM. Policies: Accommodate a range of land uses that meet the economic, environmental, educational and social needs of the District. Allow flexibility in design and land use constraints to adjust for evolving market conditions and encourage adaptive reuse of buildings for alternative uses. Provide for reduced or no minimum parking standards to facilitate shared parking, “park‐once” strategies, and alternative transportation options. Encourage, support, and where practical, require renewable energy solutions and significant energy conservation in all buildings and public spaces. Provide a compact and diverse mix of uses that offer retail commercial, restaurants, lodging, entertainment and other support services to attract businesses. Promote a vibrant, active community through a compact mix of diverse uses that support activities throughout the day and into the night, including weekends. Sustainability Goals | Policies: II‐11 See Chapter III – Land Use Framework and Chapter VI – Form‐Based Code for detailed implementation of these policies. II.4.6 Environmental Sustainability Goals: Design both the land uses and buildings of University District to balance environmental responsibility, resource efficiency, occupant comfort and well‐being, and community sensitivity. Emphasize alternative transportation resources. Policies: All buildings must meet all applicable pre‐requisites for the LEED‐ND rating system, including the pre‐requisite for indoor water use efficiency. Design buildings to achieve maximum practicable energy efficiency through any number of best practices, including but not limited to, building envelope, appropriate mechanical equipment sizing, weather‐proofing and efficient appliances. At minimum, buildings shall be 15% more efficient than Title 24 (2005) or meet the Efficiency Standards adopted by the City. Design buildings to take advantage of climate conditions for reducing building energy load. Integrate on‐site renewable energy generation to the maximum extent feasible, including solar thermal, solar electric, wind power, geothermal, or biomass. Require all new traffic lights, street lights, parking structure lighting to use energy saving technologies, including but not limited to, light‐emitting‐diodes (LED) or other highly efficient technology. Reduce heat island effect from roof, non‐roof and right‐of‐way areas through any combination of strategies, including but not limited to, landscaping, shade structures (including photovoltaic panels, canopied walkways, vine pergolas, etc.), paving and hardscape materials with a high reflectance, and “cool‐roof” technologies. Sustainability Goals | Policies: II‐12 University District | San Marcos All post‐project run‐off flow rates and durations shall not exceed pre‐project run‐off flow rates and durations per San Diego Countywide Standard Urban Storm Water Mitigation Plan. Treat every drop of water as a precious natural resource. Group plants by water needs and design irrigation systems by hydro‐zones. When irrigation is necessary, utilize highly efficient irrigation systems (e.g., drip irrigation, low‐angle spray heads, multi‐programmable irrigation clocks or weather‐based irrigation controllers, or the latest available efficient technology), and consider the use of non‐potable water (such as captured rainwater) for irrigation uses. Reduce consumption of non‐local, non‐renewable, non‐recyclable and non‐durable materials. Reduce waste by designing buildings that have flexibility in potential uses to allow for durability and flexibility in ruse to minimize future demolition and waste creation. Reduce embodied energy and carbon footprint associated with construction by prioritizing the use of local materials extracted and manufactured or assembled within 500 miles. Utilize durable, salvaged, refurbished, reused materials, materials with recycled content or made from rapidly renewable sources for construction to the greatest extent possible. Provide open air places with easy access and proximity to community residents and visitors. Implement a construction waste management program to divert materials from the landfill to the maximum extent practicable, and at minimum, in accordance with a City‐adopted standard. See Chapter III – Land Use Framework, Chapter IV – Open Space | Conservation, Chapter V – Transportation | Circulation, Chapter VI – Form‐Based Code for detailed implementation of these policies. III. LAND USE FRAMEWORK III.1 An Urban “Town/Gown” Setting Development of California State University San Marcos (CSUSM) was the primary motivation for crafting the original Heart of the City Specific Plan. The University was initially envisioned as a satellite campus for San Diego State University, but given its flourishing student enrollment due to a growing North San Diego County, the campus quickly expanded into a full fledged four‐year University. The University District has been strategically planned to maximize the benefits of its proximity to the University, in addition to other neighboring uses such as the Civic Center, Kaiser Medical Center, San Marcos Creek District, existing residential areas and the Sprinter Rail Line. The University District Specific Plan provides the framework for a compact mixed‐use neighborhood that links these adjoining uses together to create an authentic and lively urban “town/gown” district within the heart of the City of San Marcos. (Continued on Next Page) “We have two real choices for future development: we can grow more compactly, or we can continue to sprawl across the landscape at great economic, environmental, and social cost.” ‐ Ed McMahon, Urban Land Institute Land Use Framework: III‐9 Land Use Framework: III‐10 University District | San Marcos Commercial / Retail Core Neighborhood The heart of the District is the Commercial/Retail Core. This mixed‐use neighborhood is planned as the District’s lifestyle center and major hub of retail activity. It has the highest intensity of retail and entertainment uses in the University District. Its close proximity to the California State University San Marcos (CSUSM) campus, Student Housing Village, and adjacent Sprinter Line station make it a natural location for vibrant retail activity. The neighborhood is organized around the main spine street that traverses through the project on the east side of Twin Oaks Valley Road, which culminates at a large urban plaza. Three‐ to five‐story mixed‐use buildings with ground floor retail stores, restaurants and outdoor cafes lining the street and urban plaza. Upper floors provide space for a mix of residential, office, and small hotel uses. Refer to Figure III.F: Commercial/Retail Core Enlarged Plan and Figure III.G: Commercial/Retail Core Perspective for more detailed information regarding this neighborhood. Figure III.F: Commercial/Retail Core Enlarged Plan Land Use Framework: III‐11 Figure III.G: Commercial/Retail Core Perspective Land Use Framework: III‐12 University District | San Marcos Student Housing Village Neighborhood Immediately south of the Commercial/Retail Core, located primarily along Barham Drive, is the Student Housing Village. This neighborhood is organized around the main axis of Campus Way, which leads directly into the heart of the California State University San Marcos (CSUSM) campus. This area is intended to provide a range of housing types to serve the needs of the adjacent University. Each block in Student Housing Village is intersected by a north/south pedestrian paseo that provides more student‐focused public open space. The predominant use is for student and faculty housing, with some ground floor commercial uses. Multi‐story buildings fronting Barham Drive are planned in order to create a scale more appropriate to its street width. The Student Housing Village will be connected to the CSUSM campus by way of a signalized, enhanced grade‐level crosswalk or pedestrian bridge over Barham Drive. Refer to Figure III.H: Student Housing Village Enlarged Plan and Figure III.I: Student Housing Village Perspective for more detailed information regarding this neighborhood. Figure III.H: Student Housing Village Enlarged Plan Land Use Framework: III‐13 Figure III.I: Student Housing Village Perspective Land Use Framework: III‐14 University District | San Marcos Mixed‐Use Center Neighborhood Located at the intersection of Twin Oaks Valley Road, Discovery Road and Barham Drive is the Mixed‐Use Center, which is envisioned as a secondary hub of commercial activity, including a convergence of activating uses such as hotels, conference center, office buildings, retail, dining, and high‐density residential. Buildings are generally three to five stories in height, with some taller towers located at the key intersection between the two main spine roads. This neighborhood is organized around two public plazas: Twin Oaks Plaza East and Twin Oaks Plaza West. The plaza on the west will terrace up away from the intersection to follow the rising topographic characteristics of that side of the project site. A pedestrian bridge crossing over Twin Oaks Valley Road will link the east and the west sides together. The bridge will connect both the second story levels of the land uses on either side of the street, in order to maintain a high level of activity on both sides. The bridge does not preclude pedestrians from using at grade crosswalks at the intersections of Twin Oaks Valley Road, Barham Drive, and Discovery Street. Refer to Figure III.J: Mixed‐Use Center Enlarged Plan and Figure III.K: Mixed‐Use Center Perspective for more detailed information regarding this neighborhood. Figure III.J: Mixed‐Use Center Enlarged Plan Land Use Framework: III‐15 Figure III.K: Mixed‐Use Center Perspective Land Use Framework: III‐20 University District | San Marcos Figure III.O: Residential Neighborhood Perspective Land Use Framework: III‐21 Figure III.P: Residential Block Case Study (Layers) Layer 1 – Site Grading Conditions Layer 2 – Building Form Massing and Orientation Layer 3 –Architectural Elements and Details Layer 4 – Materials, Colors, and Low‐Impact Development Landscaping Land Use Framework: III‐22 University District | San Marcos Figure III.Q: Residential Block Case Study (Cross‐Section) • Influence of Grading Conditions • Building Massing at Property Line • Urban Form / Articulation • Upper Floor Setbacks for Balcony Options • Rear Patios / Communal Open Space Options • Low‐Impact Development Landscaping • Podium / Vertically‐Stacked Parking Options Open Space | Conservation: IV‐3 Open Space | Conservation: IV‐4 University District | San Marcos East Urban Plaza The East Urban Plaza is envisioned as the commercial and urban heart of the community. The plaza provides valuable, flexible, publicly accessible open space that is large enough to accommodate a wide range of activities, including farmer’s markets, people‐watching, and public performances and festivals. Lined with retail storefronts along two of its faces, the plaza extends light commercial activities such as cafes and retail displays into the public realm, creating a vibrant hub for the District. Refer to Figure IV.B: East Urban Plaza Perspective or Section VI.5 – Public Park and Gathering Space Standards in the Form‐Based Code for more detailed information. FIGURE IV.B: East Urban Plaza Perspective Open Space | Conservation: IV‐5 East Paseos Paseos are pedestrian‐only corridors that provide protected and visually‐interesting means of access between streets, buildings and/or landscaped areas. The East Paseos are located within the Student Housing Village along Barham Drive and feature a variety of shaded informal gathering and seating areas in a garden‐like setting. They provide strong pedestrian connections for students, faculty and other visitors from California State University San Marcos (CSUSM) into the Commercial/Retail Core of University District. Refer to Figure IV.C: East Paseos Enlarged Plan or Section VI.5 – Public Park and Gathering Space Standards in the Form‐Based Code for more detailed information. FIGURE IV.C: East Paseos Enlarged Plan Open Space | Conservation: IV‐6 University District | San Marcos East Green This triangular‐shaped green space is located in the northern portion of the Commercial/Retail Core of University District, and provides an important opportunity to combine a sizeable bio‐retention facility with a flexible recreational space for residents. The green is large enough for informal activities and also serves as a landscaped buffer between the District and other existing commercial uses to the north. Refer to Figure IV.D: East Green Enlarged Plan or Section VI.5 – Public Park and Gathering Space Standards in the Form‐Based Code for more detailed information. FIGURE IV.D: East Green Enlarged Plan Open Space | Conservation: IV‐7 Twin Oaks Plaza (East) This urban plaza is located at the corner of Twin Oaks Valley Road and Barham Drive, and is the highly‐visible forecourt of the corner development. It also functions as an important access node for the pedestrian bridge that links both the west and east sides of University District. Given its prominent location, together with the plaza on the west side of Twin Oaks Valley Road, it serves as one of the major gateways into the project area. Refer to Figure IV.E: Twin Oaks Plaza (East) Enlarged Plan or Section VI.5 – Public Park and Gathering Space Standards in the Form‐Based Code for more detailed information. FIGURE IV.E: Twin Oaks Plaza (East) Enlarged Plan Open Space | Conservation: IV‐8 University District | San Marcos Twin Oaks Plaza (West) University District. The space ascends from intersection of Twin Oaks Valley Road and Barham Drive to the traffic circle at the intersection of the Residential Avenue and the Spine Street. The plazas and paseos are lined with retail and commercial frontages creating a vibrant urban space. It includes a cascading series of lushly planted sloped promenades, staircases, seating areas and mini‐plazas that lead to a larger plaza at the intersection of Twin Oaks Valley Road and Discovery Street and the pedestrian bridge that crosses Twin Oaks Valley Road. In concert with Twin Oaks Valley East Plaza, it forms the southern gateway to the District. Refer to Figure IV.F: Twin Oaks Plaza (West) Perspective or Section VI.5 – Public Park and Gathering Space Standards in the Form‐Based Code for more detailed information. FIGURE IV.F: Twin Oaks Plaza (West) Perspective Open Space | Conservation: IV‐13 Wetland Trail and Open Space A nearly 5,000 foot‐long boardwalk trail is proposed for the large open space area located at the far west end of University District, closer to Grand Avenue. The elevated boardwalk traverses the San Marcos wetlands, with pull‐off seating areas, interpretive signage, as well as connections to the Discovery Street Trail at its east and west ends. Refer to Figure IV.K: Wetland Trail and Open Space Enlarged Plan or Section VI.5 – Public Park and Gathering Space Standards in the Form‐Based Code for more detailed information. FIGURE IV.K: Wetland Trail and Open Space Enlarged Plan Open Space | Conservation: IV‐14 University District | San Marcos Residential Model Block The residential model block represents an area within the University District, which utilizes a wide range of landscape and other Low‐Impact Development (LID) options within the streetscape. Street tree canopies provide shade and visual interest, wide flow through planters buffer pedestrians walking on the sidewalk from automobiles in the street, front porch entries are bordered by shrubs to signify the transitional space between the public and private rights‐of‐way, and street corners are designed with highly landscaped plazas for residents and/or visitors to gather throughout various times of the day. Refer to Figure IV.L: Residential Model Block Perspective or Section VI.5 – Public Park and Gathering Space Standards in the Form‐Based Code for more detailed information. FIGURE IV.L: Residential Model Block Perspective Open Space | Conservation: IV‐20 University District | San Marcos Vines, Accents and Perennials Common NameOpen SpaceRusticNeighborhood GreenUrbanParking lotsMedians + parkwaysAgave sppAgave●●●●SucculentAloe sppAloe●● ●Succulent; floweringAnigozanthus flavidusKangaroo paw●●●●●Drought tolerant; flowering perennialAristida purpureaPurple Three Awn●●Native; grassBougainvilleaNCN●●●●Drought tolerant flowering vineBulbine frutescensStalked bulbine●Succulent; floweringCistus hybridusRockrose●● ●Drought tolerant; flowering perennialChondropetalum tectorumCape rush●●Drought tolerant; grass‐likeEcheveriaHens and Chicks●●SucculentEncelia californicaCalifornia Encelia●●● ●●Native; flowering perennialEschscholziaCalifornia Poppy●●● ●Native; flowering annualEriogonum sppBuckwheat●● ●Native; flowering perennialEuphorbia rigidaGopher plant●●Drought tolerant; foliage plantGalvezia speciosaIsland Bush Snapdragon●●●Native; flowering perennialHesperaloe parvifloraRed Yucca●●●●Succulent; floweringKeckiella cordifoliaPenstemmon●● ●Native; flowering perennialLantana sppNCN●●●●Drought tolerant; flowering perennialLavandula sppLavender●●Drought tolerant; flowering perennialLobelia laxifloraMexican Bush Lobelia●● ●Native; flowering perennialMuhlenbergia rigensDeer grass●●●●●Native; grassPhormium tenaxNew Zealand Flax●●●●Drought tolerant; foliage plantSalvia spp.Cleveland Sage●●●Native; flowering perennialVerbena sppVerbena●● ●●Native; flowering perennialVitis californicaCalifornia Grape●●●●Native; vine, foliageYucca sppOur Lord's Candle●●Native; succulentTable IV.B: Conceptual Plant Palette – Perennials Form‐Based Code: VI‐100 University Flats: Building Heights and Mass Number of Floors Minimum See Figure VI.C Maximum See Figure VI.C Floor‐to‐Floor Heights (excluding parking levels) Ground Floor 15’ minimum and 22’ maximum if along Street Type C. If the building is designed with commercial space or live‐work units on the ground floor along other streets, the floor‐to‐floor height of the ground floor shall be 15’ minimum and 22’ maximum. Ground Floor Elevation The elevation of the ground floor where residential uses are located shall be within 18” to 48” above the average grade of the adjacent sidewalk or paseo. Exception A If the building is designed with commercial space or live‐work units on the ground floor, the elevation of the ground floor shall be located near the elevation of the sidewalk so that external steps and/or ramps are not required to enter the building from the sidewalk. Stepbacks Allowed and Prohibited Stepbacks are allowed on all upper floors, but are not required. Roofs Roof Forms and Slope A variety of roof forms are allowed to create diversity and interest. A B C D E 15’ min to 22’ max along Street Type C. 12’ min to 22’ max along other street typesBEParking Level D24”-48” Sidewalk CDStepback Sidewalk AParking Level Commercial space, Live-Work Units, Lobby, or other non-residential space E San Marcos Retail Market Analysis June 2017 Creek Specific Plan I NC O RPORATED JANUARY 28, 1963 CH A R T E R E D JU LY 4, 1994V A L L E Y O F D I S COVERY RETAIL MARKET ANALYSIS San Marcos Creek Specific Plan (JN 159077) June 2017 Prepared by: Michael Baker International 9755 Clairemont Mesa Boulevard San Diego, California 92124 Shane Burkhardt, AICP, Community Planning & Urban Design Manager (949) 855-3651 | Shane.Burkhardt@mbakerintl.com Dan Wery, AICP, LEED-AP, Project Manager (858) 614-5081 | dwery@mbakerintl.com San Marcos Creek Specific Plan Retail Market Analysis Table of Contents June 2017 | Page 1 TABLE OF CONTENTS CHAPTER 1.0 EXECUTIVE SUMMARY .............................................................................................................. 2 CHAPTER 2.0 METHODOLOGY ........................................................................................................................... 9 CHAPTER 3.0 RETAIL TRADE AREA DELINEATION ............................................................................... 12 EXPLANATION OF THE CITY TRADE AREA ........................................................... 12 EXPLANATION OF THE CREEK SP TRADE AREA ................................................ 13 CREEK SP TRADE AREA RETAIL INVENTORY ...................................................... 16 CHAPTER 4.0 TRAFFIC COUNTS ........................................................................................................................ 18 CHAPTER 5.0 KEY DEMOGRAPHICS ............................................................................................................... 20 RETAIL TRADE AREA RESIDENTS ............................................................................... 20 MARKET SEGMENTATION .............................................................................................. 30 KEY DEMOGRAPHICS SUMMARY................................................................................. 37 CHAPTER 6.0 TRADE CAPTURE AND PERFORMANCE .......................................................................... 39 DEMAND ANALYSIS ........................................................................................................... 39 TRADE CAPTURE.................................................................................................................. 43 EXISTING CONDITIONS RETAIL GROWTH POTENTIAL ................................. 49 FUTURE DEVELOPMENT SCENARIOS RETAIL GROWTH POTENTIAL ..... 50 STORE TYPES FOR POTENTIAL GROWTH / ECONOMIC OUTLOOK ......... 51 CONCLUSIONS ....................................................................................................................... 55 CHAPTER 7.0 GENERAL TRENDS IN RETAIL SITE SELECTION ........................................................ 58 CHAPTER 8.0 LAND USE AND ECONOMIC POLICY RECOMMENDATIONS ................................ 60 CHAPTER 9.0 APPENDICES.................................................................................................................................. 63 APPENDIX A – STUDY ASSUMPTIONS ........................................................................ 63 APPENDIX B – DATA SOURCES ..................................................................................... 64 APPENDIX C – ESRI RETAIL MARKET DATA .......................................................... 66 APPENDIX D – DEMOGRAPHIC DATA ...................................................................... 69 APPENDIX E – ESRI TAPESTRY SEGMENTATION DATA .................................. 93 San Marcos Creek Specific Plan Retail Market Analysis Chapter 1 – Executive Summary June 2017 | Page 2 CHAPTER 1.0 EXECUTIVE SUMMARY This Retail Market Analysis provides a general overview of the San Marcos Creek Specific Plan Trade Area (herein referred to as the Creek SP Trade Area) located within the City of San Marcos based upon existing conditions as well as through projections for future development scenarios. In order to better understand the health and potential of the Creek SP Trade Area, the Trade Area for the City of San Marcos (hereinafter referred to as the City Trade Area) was also analyzed. The study will help to understand the demand for additional retail establishments, both existing demand and projected future demand, and provide recommendations for consideration specific to potential changes to the San Marcos Creek Specific Plan. While this Executive Summary contains an overall abstract of the study, it is important to read the entire study to understand the findings and conclusions in the context of overall Creek SP Trade Area performance, limitations, and opportunities. A full list of data sources, methodology, and terms utilized in this report are found in Section 2.0, Methodology and Section 9.0, Appendices. RETAIL TRADE AREAS The Creek SP Trade Area and City Trade Area are the geographic areas from which retail establishments within the San Marcos Creek Specific Plan area, and City of San Marcos, respectively, draw most of their customers. The extents and methodology used to delineate the Creek SP Trade Area and City Trade Area can be found in Section 3.0, Retail Trade Area Delineation. The Creek SP Trade Area was established by:  Identification and classification of existing retail establishments and shopping centers within and around the Specific Plan area;  Overall drive distance of two miles (five minute drive time) and geographic barriers based upon the existing road network based upon a general mix of locally serving retail. The San Marcos Trade Area was established by:  Identification and classification of existing retail establishments and shopping centers within the City of San Marcos;  A gravitational analysis to determine consumer selection for traveling between competition shopping centers and cities; and  Overall drive distance of 7 miles (15 minutes) and geographic barriers based upon the existing road network based upon a general mix of community and regionally serving retail. Findings:  The highest level hierarchy of shopping centers within the City are classified as community shopping centers with an average drive time of 5 to 10 minutes. At the same time the concentration of these centers could create a more agglomerative effect.  An inventory of the Creek SP Trade Area found mostly locally serving retail with some exceptions including furniture and electronics retailers. A 2 mile trade area (3-6 minute drive time) was utilized to define the trade area which accounted for competing neighborhood and community shopping centers. San Marcos Creek Specific Plan Retail Market Analysis Chapter 1 – Executive Summary June 2017 | Page 3 RETAIL TRADE AREA RESIDENTS/CONSUMERS Demographic data is used to understand the typical consumer mix of the Creek SP Trade Area and the City Trade Area. This information helps estimate the potential spending patterns and purchasing power of consumers who reside within each trade area. In addition, market segmentation data that matches consumer demographics with consumer spending and lifestyle behaviors was also analyzed for each trade area. A full analysis of demographics and findings can be found in Section 4.0, Key Demographics. The demographic data assessed included:  Growth: The Creek SP Trade Area is expected to grow at an annual rate of 1.2 percent, which is slightly less than the City’s projected annual growth rate of 1.5 percent, but on par with North County growth. Growth projections are based upon existing conditions and past growth. New development within the San Marcos Creek Specific Plan can result in changes to the trade area’s growth projections.  Households and Income: The Creek SP Trade Area has an estimated 2.8 persons per household, which is 7.8 percent higher than the U.S. average of 2.6 persons per household but is smaller than the average household size of the City of San Marcos and City Trade Area of 3.1 and 3.0 respectively. The Creek SP Trade Area has an estimated median household income that is 14.2 percent lower than the U.S. average and 20.7 percent lower than that of the City of San Marcos. The smaller household size and lower estimated household income indicates lower overall purchasing power for residents within the Creek SP Trade Area than the City or City Trade Area population.  Housing Tenure: The percent of owner-occupied housing within the Creek SP Trade Area (53.2 percent) is lower than the U.S. average of 55.4 percent. Renter occupied housing within the Creek SP Trade Area (40.8 percent) is significantly higher than the U.S. average of 32.9 percent, but comparable with the larger City Trade Area (41.4 percent). Recent demographic shifts, housing market volatility, changes in mobility and job tenure have created higher demand for rental units at all levels of income. This is especially noticeable in California with a 5.8 percent higher concentration of rental units than the national average of 34.9 percent.  Educational Attainment: Residents of the Creek SP Trade Area have overall educational attainment rates lower than that of the City of San Marcos, City Trade Area and U.S. Average. Approximately 25 percent of residents within the Creek SP Trade Area have a Bachelor’s Degree or higher compared to 31.6 percent for the City of San Marcos, 28.4 percent for the City Trade Area and 30.4 percent for the U.S.  Age: The total estimated median age of the Creek SP Trade Area is 37 years, which is slightly lower than North County and U.S. averages of 38 years but higher than the City of San Marcos and City Trade Area of 34.2 and 34.6 years respectively. When examining major consumer age groups, the Creek SP Trade Area has a higher proportion of residents aged 65+ than the City Trade Area and U.S. averages. The Creek SP Trade Area has a higher population of 14 and younger than the U.S. average.  Employment and Occupations: Compared to the U.S., residents within the Creek SP Trade Area were employed across industries in the same proportion as the country as a whole. When examining occupations, the Creek SP Trade Area has a higher concentration of workers in service jobs than the City Trade Area or U.S. average.  Market Segmentation: When examining ESRI’s Tapestry Market Segmentation data (see Section 5.0 Market Segmentation), the Creek SP Trade Area, while having a diversity of market segments, as a whole, San Marcos Creek Specific Plan Retail Market Analysis Chapter 1 – Executive Summary June 2017 | Page 4 has a higher concentration of residents in market segments with lower overall economic affluence than the City Trade Area.  Market Segmentation: The City Trade Area contains a more diverse group of market segments than the Creek SP Trade Area. This is important as this is a future consumer/customer base for future housing and retail opportunities within the Creek Specific Plan area. Segments such as Boomburbs, Savvy Suburbanites, and Home Improvements have high rates of eating out, which could support additional restaurant establishments in the area. Market segments such as Bright Young Professionals and Old and Newcomers are more supportive of market-rate multi-unit dwellings which are proposed for the San Marcos Creek Specific Plan area. CONSUMER DEMAND  Creek SP Trade Area consumers generate an estimated $347 million in annual consumer spending on retail goods and services.  Consumers within the overall San Marcos City Trade Area generate an estimated $3.65 billion in consumer expenditures.  The Creek SP Trade Area constitutes approximately 9.5 percent of the overall City Trade Area consumer expenditures.  In examining the top three quartiles of expenditures, over 16.5 percent of consumer spending by retail store type is at Automotive Dealers (NAICS 441100). This includes the purchase of new or used automobiles and services. Approximately 13.0 percent of consumer spending within the Creek SP Trade Area, over $45.1 million annually, is spent in Grocery Stores (NAICS 445110) and 10.1 percent, $35.2 million annually, is spent in Department Stores (NAICS 4521) . Restaurants/Other Eating Places (NAICS 7225) generates almost $31.4 million annually which is 9.0 percent of annual expenditures. RETAIL SUPPLY  Overall estimated sales within the Creek SP Trade Area are $589.5 million annually.  Restaurants/Other Eating Places generate over $86 million in retail sales within the Creek SP Trade Area. This is followed by Electronics & Appliance Stores ($85.3 million), Grocery Stores ($68.5 million), Building Material & Supplies Dealers ($60.0 million) and Furniture Stores ($50.9 million). These store types are also key components of the retail mix of the Creek SP Trade Area that includes Restaurant Row, Furniture Row, and major electronics/appliance establishments including Fry’s and Best Buy. CITY OF SAN MARCOS RETAIL PERFORMANCE  Overall retail sales within the City of San Marcos account for 36.1 percent of the City Trade Area’s sales (automobile sales excluded), yet account for almost 59 percent of all retail establishments within the City Trade Area. This lower percentage of sales capture could indicate weakness or underperformance in some establishments.  The 2015 London Group report indicated a retail vacancy rate of 10.3 percent. Healthy retail markets typically have vacancy rates below 7 percent. Recent CoStar real estate data from first-quarter 2017 reports that the vacancy rate in the San Marcos market is now 16.5 percent. San Marcos Creek Specific Plan Retail Market Analysis Chapter 1 – Executive Summary June 2017 | Page 5 CREEK SP TRADE AREA PERFORMANCE  The Creek SP Trade Area generates an overall surplus of $242.3 million in sales which indicates it attracts a significant number of consumers from outside of the trade area. The locations of Restaurant Row, Furniture Row, and anchors such as Best Buy and Fry’s contribute to this surplus.  Store types that are strong performers and attracting consumers from outside of the Creek SP Trade Area include Furniture Stores, Home Furnishing Stores, Electronics & Appliance Stores, Other Miscellaneous Store Retailers, Florists, Sporting Goods/Hobby/Musical Instrument Stores, Restaurants/Other Eating Places and Beer/Wine/Liquor stores. Agglomerative economics indicate that the area could continue to grow these store types and capture more retail sales from competing retail trade areas.  Several store types still result in a leakage of over $56.2 million in potential lost sales in which residents of the Creek SP Trade Area are spending outside of the trade area. This shows potential unmet demand. These store types include Shoe Stores, Automobile Dealers, Other General Merchandise Stores, Clothing Stores, Department Stores, Jewelry/Luggage/Leather Goods Stores, Books/Periodicals/Music Stores, Drinking Places, and Specialty Food Stores. RETAIL EXPANSION OPPORTUNITIES AND RETAIL ATTRACTION STRATEGY RECOMMENDATIONS  A leakage of $56.2 million could result in an additional demand of almost 117,000 square feet of additional retail space. It is important to note that:  100 percent retail capture is usually not possible for most retail trade areas with a similar retail mix to the Creek SP Trade Area. Furthermore, projects on the periphery and adjacent to the trade area boundaries may expand their retail pull which could further reduce the size of the Creek SP Trade Area and existing market share.  The amount of land available for new retail development is limited. Some development would require reconfiguration of currently developed land which would require initiation by landowners and the private sector. While this does occur, this is typically a long-term strategy. The loss of Redevelopment in 2011 makes it more difficult for the City to be a direct partner in these efforts.  The San Marcos Creek Specific Plan calls for the development of additional residential and retail development. Based upon potential residential dwelling unit development scenarios, the population and retail demand is expected to increase once built-out and occupied as the overall population of the Creek SP Trade Area will have increased.  2,300 Dwelling Units Developed – This scenario would result in total demand of an additional 200,000 to 221,000 square feet of additional retail demand within the Creek SP Trade Area.  3,600 Dwelling Units Developed – This scenario would result in an additional 276,000 to 401,000 square feet of additional retail demand within the Creek SP Trade Area. San Marcos Creek Specific Plan Retail Market Analysis Chapter 1 – Executive Summary June 2017 | Page 6 RECOMMENDATIONS The following recommendations should be considered while updating the San Marcos Creek Specific Plan. These recommendations are not all policies that could be adopted through the update process, but include programs and strategies that organizations can also implement in partnership with the City. 1. Diverse Consumer Base. Diversification of market segments in the existing Creek SP Trade Area will be important in overall retail attraction. Attracting households with higher disposable incomes and variations in consumer preferences can result in a more diverse mix of retail opportunities. 2. Take Advantage of Strengths and Plug Leakages. Taking advantage of existing agglomeration economies will potentially increase the overall market capture of the Creek SP Trade Area and bring in more outside consumers to the trade area. This includes a focus on retail strengths such as Restaurants, Home Furnishings, and Sporting Goods/Hobby/Musical Instrument Stores, which have positive industry economic outlooks and establishment sizes that would be compatible with the vision for the San Marcos Creek Specific Plan. Current leakages also provide an opportunity to capture retail sales that are currently being made outside of the Creek SP Trade Area. These opportunities, when considering overall industry economic outlook, include Clothing Stores, Jewelry/Luggage/Leather Goods Stores, and Specialty Food Stores. Cycles and shifts in consumer preference will continue to drive a re-shaping of the retail industry. As the San Marcos Creek Specific Plan area develops overtime, consumer preferences for store types will continue to change and therefore a focus on the overall retail mix and not individual tenant store-types is important. Consumers are now placing more emphasis on the overall consumer experience which includes mixing entertainment and dining with retail shopping opportunities. 3. Retail Attraction Strategy. Creation of a comprehensive retail attraction campaign could aid retail recruitment efforts. The strengths of the existing Creek SP Trade Area and City Trade Area demographics can be marketed to show the Creek SP Trade Area will be positioned to support additional sales and establishments. The campaign can also include customized strategies for store types the City wishes to target to ensure the materials provide information important to site selection decisions of individual retailers. Attraction efforts should be focused on retail store types that show the greatest opportunities for expansion. In addition, oftentimes developers now plan an active role in recruiting local and unique retailers. Working with developers through the process will help develop a viable and successful retail mix. 4. Engage Property Owners. The San Marcos Creek Specific Plan area is highly parcelized, meaning land has been divided into smaller parcels owned by multiple owners. This makes development more complicated and costly and may serve as a barrier to implementation of the plan. The City should begin active dialogue with property owners to educate them on the vision of the San Marcos Creek Specific Plan, potential future benefits, and how to potentially become partners and benefit in future development. 5. Solve Parcelization Through Partnership. Solving parcelization and creating viable development areas could include the use of legal partnerships with local landowners. Local landowners could receive a share of a development agreement based upon their land ownership and thus receive a potential return on investment outside of an outright purchase at the beginning of a development project. This would present an equitable and lower risk option for property owners and lower capitalization costs on the outset for developers. 6. Maximum Land Use Flexibility. San Marcos Creek Specific Plan land use and zoning standards should provide for maximum flexibility of uses to account for the fact that requiring ground floor retail San Marcos Creek Specific Plan Retail Market Analysis Chapter 1 – Executive Summary June 2017 | Page 7 will force where developers to build more retail space than the market could potentially absorb. This would result in high vacancy rates and higher development costs. Options such as horizontal mixed- use, providing for flex space (residential first floor that could be converted to retail when the market demands), and live-work units can provide more flexibility and improve rates of return. 7. Right-Size Parking. Analyze the parking requirements of the San Marcos Creek Specific Plan to ensure retail parking requirements do not result in an “over-park” situation where more on-site parking is required than necessary which will significantly increase development costs. Maximizing on-street parking, shared parking, and standards that take into account reduced vehicle trips from pedestrian and bicycle travel should be utilized in developing these standards. Establishing a parking district could help aid the construction and maintenance of shared structured parking to alleviate potential supply issues. 8. Businesses Must Be Visible. Ensure that the location of retail space is highly visible to the automobile. Although one of the principles of the San Marcos Creek Specific Plan is to provide for a walkable neighborhood, visibility from vehicles is still a primary driver in retail location decisions and overall success of retail spaces. San Marcos Boulevard provides the most visibility for retail. For retail to penetrate deeper into the specific plan area, the attraction of a destination retailer to serve as an anchor is required to increase overall vehicle trips along the street that smaller retailers would be situated. 9. Right-Size Retail. The current San Marcos Creek Specific Plan requires more retail space than could be absorbed by the local market now and well into the future. The amount of retail should be reduced to account for existing and future demand based upon the actual number of additional households that will be added as a result of the specific plan implementation/development. 10. Density Drives Development. Density of residential development within the San Marcos Creek Specific Plan will drive the overall amount of retail space that could potentially be supported b y the market. Higher density will result in more households, which will drive additional demand, and thus additional demand for square footage of retail space. Higher density will also result in increased use of modes of transportation outside of the automobile including walking and cycling. The higher the density, the more likely retail could be supported in areas of the development that may not receive as high of vehicle ADT as typically necessary to support retail due to a higher amount of cycling/pedestrian traffic along those same road segments. 11. Explore Creative Financing. Explore public-private partnership programs to assist small business such as the establishment of Business Improvement Districts and/or Enhanced Infrastructure Financing District to allow for revenue sharing and re-investment in existing retail areas to finance infrastructure improvements, parking, beautification and marketing programs. Explore the functions of a small business liaison to assist retail businesses to provide permit and regulatory compliance assistance and coordinate with the State and Federal Government for loan and grant programs including SBA loans, New Market Tax Credits and Infrastructure Bank loans. The liaison can be a City position, but can also be provided by partner organizations such as the Chamber of Commerce. 12. Be a Piece of the Larger Growth Puzzle. The San Marcos Specific Plan area must recognize it is part of a larger City development strategy that includes growth in the University District and the Retail Focus Area north of San Marcos Boulevard. Ensuring complementary growth will avoid direct competition and cannibalization of each trade areas market share which is a zero-sum game for the City as a whole. Synergies already exist with agglomerative retail such as Restaurant Row to grow retail connections between the Retail Focus Area and the San Marcos Creek Specific Plan. Furthermore, potential weaknesses in current establishments/shopping centers within the City, shown by lower sales San Marcos Creek Specific Plan Retail Market Analysis Chapter 1 – Executive Summary June 2017 | Page 8 and higher vacancy rates, should be addressed. This could include upgrading and updating facades and existing strip retail facilities, developing more outlots from existing parking areas, or allowing for potential changes in land use to reflect changing spatial demands for retail. Considering development North of San Marcos Boulevard, in addition to the original Specific Plan area, could allow for a larger area for development, take advantage of existing anchors such as the movie theatre and restaurant row, and decrease immediate parcelization and flood plain issues that presently limit developable area within the Specific Plan area south of San Marcos Boulevard. 13. Explore Unique and Niche Development as Attractors. Attracting a major destination retailer or unique development (i.e. Anaheim Packing House) could create an entirely different retail demand that will expand the overall market area and drive more consumers to the San Marcos Creek Specific Plan area. It is important to understand that most jurisdictions are also looking for these same “game changers” and competition is fierce for these retail anchors. As with previous recommendations, the specific plan should allow for maximum flexibility to account for this potential land use amongst other development scenarios. This area can also build upon the concentration of restaurants in the area known as “Restaurant Row” which creates an entertainment aspect to shopping which is becoming a key attractor for consumers. Preliminary Pro Forma Results | San Marcos Creek Specific Plan 1 | P a g e PRELIMINARY PRO FORM A ASSUMPTIONS The pro forma is used within the real estate community to project the financial returns of a proposed real estate investment and/or development. This exercise examined different development prototypes projected returns to determine the profitability of private sector investment within the specific plan area. The pro forma made several assumptions. All assumptions are subject to variability and changing market conditions. This pro forma should be used as a guide to determine the overall viability of development and general development types, but not the expected return of any specific development. Major assumptions within the Pro Forma models include: 1. Assemblage of land into blocks of approximately 3.50 acres of gross land area. 2. Gross to Net Ratio of between 71 and 76 percent. This is the ratio of the overall gross land area of the development compared to actual buildable lots. Areas outside of buildable lots include roads, parks, amenity space, etc. 3. Cap Rates of 5-6 percent. The capitalization rate is the rate of return on an investment property based on the income that the property is expected to generate. 4. Net Present Value is zeroed out to calculate the Internal Rate of Return. The NPV is the difference between present value cash inflows and cash outflows. It is used to measure profitability but does not consider time of holdings. 5. Time of holdings of 5-6 years. The total time that a developer would be expected to hold the development until they divest. This includes construction and time for market absorption of the residential and commercial space. We assume full absorption by the completion of the time of holding. To simplify the comparisons, we utilize comparable holding times between investment types. 6. Interest Rates of 4 – 6 percent. This includes the rates for loans as well as the overall amortization of larger infrastructure costs. 7. The cost of all infrastructure is borne by the developer. No public financing or infrastructure is provided outside of what currently exists. There is no calculation for transferring costs to the public sector (i.e. special district, etc.) within the current Pro Forma. 8. Due to the small amount of retail assumed, retail returns are not included in the overall Pro Forma. This will result in a more conservative estimate of return. 9. The assumed market rate of residential rents is $2.20 per square foot of net leasable space. 10. The market rate of residential sales ranges from $300 per square foot. 11. All land costs are at market rate at an average of $23 per square foot gross land area. 12. All infrastructure costs are borne by the private market with no public contributions. MEASURES OF PROFITAB ILITY There is no one measure of determining profitability of a real estate development. While Internal Rate of Return (IRR) is often used for comparison purposes, other values are just as important. In addition, Preliminary Pro Forma Results | San Marcos Creek Specific Plan 2 | P a g e the time of holding a property, yields and propensity for risk all factor into determining whether to invest. The following measures are used to determine overall viability of each development type: Return on Investment (ROI) – This is a term that indicates the percentage of invested money returned after the deduction of associated costs of development. Internal Rate of Return (IRR) – This is an estimate of the value a property generates during the time frame in which it is owned. Effectively it is the interest rate you earn on each dollar invested during the holding period. The IRR is used to help compare the overall return of investments with different holding periods as it is an annual rate. PRO FORMA PRELIMINARY PROFITABILITY COMPAR ISONS Scenario 1 – Baseline Infrastructure Costs: Evaluation of each product type based upon FUSCO infrastructure cost estimates ($37 million) distributed on a per square foot basis and financed at a 5 percent rate over 20 years. • The overall IRR is not optimal, but most development types have potential for decent returns if developers perceive this area as a lower risk. • Town homes, 4- and 5-story for-sale flats and 5-story mixed-use (for rent residential) flats have the highest returns due to economies of scale in construction and overall infrastructure costs. • 6-story podium developments are the least competitive due to higher construction costs. • Public-private partnerships in development could shift some cost burden resulting in a more competitive site for development. • Use of city holdings for the initial development catalyst will make the site more competitive by reducing the need for land assemblage in initial development phases. Product Type Construction Cost per Square Foot Units Units per Gross Acre* Residential Floor Area Commercial Floor Area (sq. ft.) Total Gross Floor Area Return on Investment Internal Rate of Return Mixed-Use 3-story (1)(2)$180 165 44 162,510 18,057 180,567 20.5%7.2% Mixed-Use 4-story (1)(2)$180 219 57 216,415 24,046 240,461 36.8%12.6% Mixed-Use 5-story (1)(2)$180 282 73 277,721 24,150 301,871 41.6%14.3% Mixed-Use 6-story (1)(2)$200 337 86 332,243 28,891 361,134 18.1%6.8% All Residential 3-story (3)$180 185 53 182,244 N/A 182,244 21.8%7.6% All Residential 4-story (3)$180 245 70 242,242 N/A 242,242 30.9%10.7% All Residential 5-story (3)$180 308 88 303,740 N/A 303,740 37.0%12.7% All Residential 6-story (3)$200 367 105 361,134 N/A 361,134 13.4%5.0% For Sale Flats 3-story (3)$180 134 38 182,244 N/A 182,244 44.0%13.4% For Sale Flats 4-story (3)$180 179 51 242,242 N/A 242,242 51.8%15.9% For Sale Flats 5-story (3)$180 222 63 302,803 N/A 302,803 57.1%17.7% For Sale Flats 6-story (3)$200 266 76 361,134 N/A 361,134 22.2%7.7% Townhomes (4)$160 92 26 130,042 N/A 130,042 53.1%15.0% Preliminary Pro Forma Results | San Marcos Creek Specific Plan 3 | P a g e Scenario 2 – Includes San Marcos Boulevard Multi-way: Evaluation of each product type based upon FUSCO infrastructure cost estimates and San Marcos Boulevard Multi-way project cost estimate of $22 million distributed on a per square foot basis and financed at a 5 percent rate over 20 years. • The additional investment costs exert downward pressure on returns making development in this area less competitive compared to other sites. • Public-private partnerships and a financing plan will likely be necessary to transfer some infrastructure project costs away from initial investors. Scenario 3 – Includes Floodway Projects: Evaluation of each product type based upon FUSCO infrastructure cost estimates and floodway improvement cost estimate of $40 million distributed on a per square foot basis and financed at a 5 percent rate over 20 years. • The additional investment costs exert downward pressure on returns making development in this area less competitive compared to other sites. Product Type Construction Cost per Square Foot Units Units per Gross Acre* Residential Floor Area Commercial Floor Area (sq. ft.) Total Gross Floor Area Return on Investment Internal Rate of Return Mixed-Use 3-story (1)(2)$180 165 44 162,510 18,057 180,567 20.5%5.1% Mixed-Use 4-story (1)(2)$180 219 57 216,415 24,046 240,461 36.8%11.4% Mixed-Use 5-story (1)(2)$180 282 73 277,721 24,150 301,871 41.6%13.1% Mixed-Use 6-story (1)(2)$200 337 86 332,243 28,891 361,134 18.1%4.4% All Residential 3-story (3)$180 185 53 182,244 N/A 182,244 21.8%5.9% All Residential 4-story (3)$180 245 70 242,242 N/A 242,242 30.9%9.4% All Residential 5-story (3)$180 308 88 303,740 N/A 303,740 37.0%11.6% All Residential 6-story (3)$200 367 105 361,134 N/A 361,134 13.4%2.4% For Sale Flats 3-story (3)$180 134 38 182,244 N/A 182,244 44.0%11.8% For Sale Flats 4-story (3)$180 179 51 242,242 N/A 242,242 51.8%14.5% For Sale Flats 5-story (3)$180 222 63 302,803 N/A 302,803 57.1%16.3% For Sale Flats 6-story (3)$200 266 76 361,134 N/A 361,134 22.2%4.4% Townhomes (4)$160 92 26 130,042 N/A 130,042 53.1%13.8% Product Type Construction Cost per Square Foot Units Units per Gross Acre* Residential Floor Area Commercial Floor Area (sq. ft.) Total Gross Floor Area Return on Investment Internal Rate of Return Mixed-Use 3-story (1)(2)$180 165 44 162,510 18,057 180,567 20.5%2.0% Mixed-Use 4-story (1)(2)$180 219 57 216,415 24,046 240,461 36.8%10.1% Mixed-Use 5-story (1)(2)$180 282 73 277,721 24,150 301,871 41.6%12.1% Mixed-Use 6-story (1)(2)$200 337 86 332,243 28,891 361,134 18.1%0.0% All Residential 3-story (3)$180 185 53 182,244 N/A 182,244 21.8%3.9% All Residential 4-story (3)$180 245 70 242,242 N/A 242,242 30.9%8.0% All Residential 5-story (3)$180 308 88 303,740 N/A 303,740 37.0%10.5% All Residential 6-story (3)$200 367 105 361,134 N/A 361,134 13.4%0.0% For Sale Flats 3-story (3)$180 134 38 182,244 N/A 182,244 44.0%10.0% For Sale Flats 4-story (3)$180 179 51 242,242 N/A 242,242 51.8%13.0% For Sale Flats 5-story (3)$180 222 63 302,803 N/A 302,803 57.1%15.0% For Sale Flats 6-story (3)$200 266 76 361,134 N/A 361,134 22.2%0.0% Townhomes (4)$160 92 26 130,042 N/A 130,042 53.1%12.6% Preliminary Pro Forma Results | San Marcos Creek Specific Plan 4 | P a g e • Public-private partnerships and a financing plan will likely be necessary to transfer some infrastructure project costs away from initial investors. Scenario 4 – Includes Multi-way and Floodway Projects: Evaluation of each product type based upon FUSCO infrastructure cost estimates and a total $62 million of combined cost estimates for both the San Marcos Boulevard Multi-way project and the floodway improvements. • The additional investment costs exert downward pressure on returns making development in this area highly unlikely. h:\pdata\159077\reports\pro-forma\2017-10-23 final pro-forma tables\preliminary pro forma results (002) fix 2 11-27-17.docx Product Type Construction Cost per Square Foot Units Units per Gross Acre* Residential Floor Area Commercial Floor Area (sq. ft.) Total Gross Floor Area Return on Investment Internal Rate of Return Mixed-Use 3-story (1)(2)$180 165 44 162,510 18,057 180,567 20.5%0.0% Mixed-Use 4-story (1)(2)$180 219 57 216,415 24,046 240,461 36.8%7.9% Mixed-Use 5-story (1)(2)$180 282 73 277,721 24,150 301,871 41.6%10.4% Mixed-Use 6-story (1)(2)$200 337 86 332,243 28,891 361,134 18.1%0.0% All Residential 3-story (3)$180 185 53 182,244 N/A 182,244 21.8%0.0% All Residential 4-story (3)$180 245 70 242,242 N/A 242,242 30.9%5.5% All Residential 5-story (3)$180 308 88 303,740 N/A 303,740 37.0%8.8% All Residential 6-story (3)$200 367 105 361,134 N/A 361,134 13.4%0.0% For Sale Flats 3-story (3)$180 134 38 182,244 N/A 182,244 44.0%0.0% For Sale Flats 4-story (3)$180 179 51 242,242 N/A 242,242 51.8%10.4% For Sale Flats 5-story (3)$180 222 63 302,803 N/A 302,803 57.1%12.9% For Sale Flats 6-story (3)$200 266 76 361,134 N/A 361,134 22.2%0.0% Townhomes (4)$160 92 26 130,042 N/A 130,042 53.1%10.8% South Allison Hill Brownfield Area-Wide Plan Market Analysis Prepared by: October 2018 2018 real estate market data courtesy of CoStar Harrisburg‐Carlisle MSA cluster and industry employment data courtesy of the US Cluster Mapping Project, a collaboration of the US Economic Development Administration and Harvard Business School Institute for Strategy and Competitiveness Page | i South Allison Hill Brownfield Area-Wide Plan Market Analysis Table of Contents Summary of Findings .......................................................................................................................................... 1 Urban Renewal .......................................................................................................................................................... 1 Existing Conditions in South Allison Hill..................................................................................................................... 1 Retail Opportunities .................................................................................................................................................. 2 Light Manufacturing and Makerspaces ..................................................................................................................... 2 Real Estate Market Analysis ....................................................................................................................................... 3 Introduction ....................................................................................................................................................... 5 Local Context ............................................................................................................................................................. 5 Steering Committee Guidance ................................................................................................................................... 6 Defined Market Area ................................................................................................................................................. 7 Community Profile ............................................................................................................................................. 9 Tapestry Segmentation .............................................................................................................................................. 9 Population Trends.................................................................................................................................................... 12 Population by Age .................................................................................................................................................... 12 Population by Race and Ethnicity ............................................................................................................................ 13 Education ................................................................................................................................................................. 14 Households .............................................................................................................................................................. 15 Housing .................................................................................................................................................................... 16 Income and Poverty ................................................................................................................................................. 16 Retail Gap Analysis ............................................................................................................................................ 18 Overview .................................................................................................................................................................. 18 Retail Growth Potential ........................................................................................................................................... 18 Employment Trends .......................................................................................................................................... 19 Employment by Industry Sector .............................................................................................................................. 19 Trade Area Employment .......................................................................................................................................... 20 Stakeholder Interviews ..................................................................................................................................... 21 Findings .................................................................................................................................................................... 21 Harrisburg Metropolitan Area Cluster Analysis .................................................................................................. 23 Traded Clusters ........................................................................................................................................................ 23 Business Services ................................................................................................................................................. 23 Distribution and Electronic Commerce ................................................................................................................ 24 Insurance Services ............................................................................................................................................... 24 Transportation and Logistics................................................................................................................................ 24 Printing Services .................................................................................................................................................. 24 Page | ii South Allison Hill Brownfield Area-Wide Plan Market Analysis Non‐Traded Clusters ................................................................................................................................................ 25 Hospitality and Tourism ....................................................................................................................................... 25 Education and Knowledge Creation .................................................................................................................... 25 Food Processing and Manufacturing ................................................................................................................... 25 Marketing, Design and Publishing ....................................................................................................................... 26 Plastics ................................................................................................................................................................. 26 Cluster Analysis Conclusions .................................................................................................................................... 26 Economic Development Opportunities ............................................................................................................... 26 Markerspaces .......................................................................................................................................................... 27 Hot Bread Kitchen: New York City, NY ................................................................................................................. 28 NewBo City Market: Cedar Rapids, IA ................................................................................................................. 29 Harrisburg Market Area and Harrisburg East Submarket Analysis ...................................................................... 29 Key Market Analysis Terms ...................................................................................................................................... 30 Market Key Indicators .............................................................................................................................................. 32 Harrisburg Market Key Indicators ........................................................................................................................ 32 South Allison Hill Study Area Comparisons ............................................................................................................. 36 Summary .............................................................................................................................................................. 36 Market Comparisons ........................................................................................................................................... 37 Proximity to Interstate ............................................................................................................................................. 38 Conclusions .............................................................................................................................................................. 39 Page | 1 South Allison Hill Brownfield Area-Wide Plan Market Analysis The Area-Wide Plan is an opportunity for property owners to evaluate future capital investments in the context of anticipated improvements in the neighborhood. 27% 51% 23% Owner Occupied Renter Vancant Summary of Findings A summary of key findings is provided in the bulleted list below. Please refer to the full market analysis, beginning on page 5, to learn more. Positive Trends In Harrisburg, the City experienced growth in population for the first time in 50 years, growing from 48,950 in 2000 to an estimated 50,980 residents in 2016. While modest, the population growth reflects recent national trends and bodes well for continued community and economic development initiatives to improve the City’s residential neighborhoods, parks and recreational amenities, and business attraction efforts. The South Allison Hill Brownfield Area‐Wide Plan (AWP) is an opportunity for property owners to evaluate future capital investments in the context of anticipated improvements in the neighborhood. Examples of positive transformation include the Hamilton Health Center, now located on a site formerly occupied by Allison Hill Automotive. Existing Conditions in South Allison Hill With a median household income of $29,015 in 2017, the South Allison Hill trade area is defined as a very low income area by the U.S. Department of Housing and Urban Development (HUD). The neighborhood is predominantly home to minority households. Unemployment is high (13.9 percent in 2017, compared to 11.8 percent in the City and 4.8 percent in the Harrisburg‐Carlisle Metropolitan Statistical Area (MSA)) and employment barriers include low levels of educational attainment (approximately 29% of residents have not completed high school) and transportation barriers (many households own one vehicle or none). Stakeholder interviews identified additional challenges including drug use and limited soft‐skills necessary for obtaining and holding a job. In 2017, approximately half of all housing units in the South Allision Hill trade area were renter‐occupied (50.8 percent). While a mix of both owned and rented homes is necessary to serve a diverse population in any community, homeownership generally encourages better home maintenance compared to rental properties. The high rental rate and absentee landlords in South Allison Hill are widely recognized challenges for the neighborhood. Another contributing factor to blight is housing vacancy. In 2017, the South Allison Hill trade area had a vacancy rate of 22.5 percent, compared to 7.7 percent in the MSA. Concentrations of vacant and underutilized industrial buildings and blocks of blighted and unsafe residential structures suggests the need for neighborhood stabilization to advance substantial rehabilitation or demolition. As defined by HUD, neighborhood stabilization refers to assistance in neighborhoods that have high rates of abandoned and foreclosed homes, and to assist households whose annual incomes are up to 120 percent of the area median income (AMI). Median Household Income: $29,015 Page | 2 South Allison Hill Brownfield Area-Wide Plan Market Analysis The local market is most ripe for food processing & manufacturing, malt beverage manufacturing, and microeconomic projects such as makerspaces.  South Allison Hill has lost approximately 1,323 local jobs within the trade area since 2005. Today, approximately 2,006 workers travel into the area to work, while 3,945 residents leave the area to work. Fewer than 125 residents both live and work in the neighborhood. This jobs mismatch increases dependence on the automobile and increases overall household income devoted to commuting. Retail Opportunities  Based on a retail gap analysis for the South Allison Hill trade area, current consumer spending in the neighborhood could reasonably support approximately one new clothing store and one new restaurant. The analysis is based upon average retail sales per square foot by retail store type and current unsatisfied retail demand.  The low purchasing power of residents (based on median household income and unemployment trends) suggests that neighborhood stabilization needs to occur before the neighborhood can realize significant investment in its neighborhood commercial corridors. Site selection criteria for retailers includes consumer spending power and the number of households in a given market area. Light Manufacturing and Makerspaces  In the Harrisburg‐Carlisle MSA, Health Care and Social Assistance, Administrative and Waste Services, Transportation and Warehousing, Manufacturing, and Professional and Technical Services have experienced the most growth, adding between 1,000 and 5,000 jobs each in the region between 2010‐2015. In South Allision Hill, light manufacturing is of interest due to its ability to offer family sustaining wages and on‐ the‐job training.  True throughout all cities, but especially important to low‐income neighborhoods, manufacturing and other industrial activities are often part of that “right balance” for redevelopment, as they are more able than retail and most service jobs to provide a living wage1.  Areas of Food Processing and Manufacturing, especially Perishable Prepared Goods Manufacturing, are possible industry opportunities for the AWP study area for small and mid‐cap companies looking for relocation space. It is important to note that the AWP study area does not currently offer ready facilities with the proper equipment, ventilation, and sterilization, which is vital when ramp up periods are 6 to 12 months within this industry cluster. A concentrated effort on providing these types of facilities, or at least ready to develop lots, will be needed to better attract these types of businesses.  Malt Beverage manufacturing, specifically microbreweries, are a burgeoning business nationwide and there is a higher concentration of employment within the Harrisburg‐Carlisle MSA. These establishments are typically small and often fit the 1 Sustainable Urban Industrial Development, APA, 2014 Potential for new retail based on current consumer spending: 72,279 square feet Page | 3 South Allison Hill Brownfield Area-Wide Plan Market Analysis The Harrisburg market includes two submarkets, Harrisburg East and Harrisburg West, which are bisected by the Susquehanna River. The South Allison Hill AWP study area is in the Harrisburg East submarket. size of some of the catalyst sites within the South Allison Hill AWP study area. As microbreweries continue to move away from the tasting room based model, there is increased dependence upon distribution for continued growth and long‐term business sustainability. This area could provide an ideal location for manufacturing/warehouse spaces that provide for this need.  All other plastics is a large swath of businesses that create final materials from plastic resins. While some businesses are quite large and are considered heavy industry (not compatible with the study area), smaller operations can be a good fit for existing structures and sites within the study area.  Makerspaces have gained increasing importance as a tool for communities to revitalize neighborhoods, create a destination for residents, and provide space and support for up‐and‐coming entrepreneurs. Makerspaces are generally defined by their goal of providing shared access to space, equipment, and support programs for entrepreneurs in developing their businesses. Real Estate Market Analysis  The Harrisburg market has rebounded tremendously since the 2008 recession, although overall cap rates are still at pre‐recession levels, so profits are still slightly soft compared to the pre‐recession boom. Most of the growth has been led with the burgeoning logistics and distribution cluster which demands large and modern facilities. Most of this growth is happening in the Harrisburg West submarket along the major interstate corridors in suburban areas of the MSA where greenfield development can be accommodated.  Rents in the Harrisburg East submarket (where the study area is located) are expected to flatten over the next few years due to under‐construction inventory that will come to market. This new inventory, although mainly logistics related, will have an impact on rents commanded within the study area and may work to drive down already low rents in areas with high obsolescence. While this can be an advantage, this can reduce funding available for building maintenance, repair, and tenant improvements.  The market area, and the two‐mile radius used for market comparisons, contains many older buildings with 1960 being the median age. Lower ceiling heights of existing structures decreases competitiveness for warehousing and specialized industrial space which is demanding higher ceiling heights. The average building size is just over 22,000 square feet which can accommodate small and mid‐cap industrial operations such as identified growth clusters including specialized food manufacturing, small plastics (other), and malt beverage (small brewing operations). These types of businesses often prefer lower rent industrial areas and often pay higher wages than retail or service sector employment.  The average asking rents for the market comparisons for the study area averaged $0.40 per square foot which is lower than the submarket and Harrisburg market respectively. This is partially due to age and size of the structures, longer time on the Page | 13 South Allison Hill Brownfield Area-Wide Plan Market Analysis Figure 2: South Allison Hill Trade Area Age Distribution, 2017 Source: ESRI Business Analyst Table 3: Change in Age Distribution Source: ESRI Business Analyst Population by Race and Ethnicity U.S. Census Bureau data reflects the race or races with which residents most closely identify. Based on 2017 estimates, 51.3 percent of residents in the South Allison Hill trade area identify as Black Alone and 20.1 percent identify as White Alone. Approximately 35.1 percent of residents reported a Hispanic origin. This racial and ethnic identification is similar to the City of Harrisburg but differs greatly from the Harrisburg‐Carlisle MSA which has a racial and ethnic identification distribution of 10.4 percent Black Alone and 81.1 percent White Alone. 27% 32% 23% 15% 3% 0‐14 15‐34 35‐54 55‐74 75+ South Allison Hill Harrisburg City Harrisburg Carlisle MSA Age Distribution Change from 2010-2022 Projected Total Count (2022) 13,121 51,189 597,681 Median Age in 2022 29.1 33.6 41.2 0 - 4 -35 -222 -827 5-9 94 170 -155 10-14 101 151 1,392 15-19 -280 -562 -1,169 20 - 24 -161 -370 441 25 - 34 318 430 4,906 35 - 44 37 226 3,521 45 - 54 -276 -1,118 -11,290 55 - 64 232 370 9,558 65 - 74 320 2,035 29,088 75 - 84 49 530 9,294 85+ 1 21 3,447 Page | 14 South Allison Hill Brownfield Area-Wide Plan Market Analysis Figure 3: South Allison Hill Trade Area Population by Race, 2017 Source: ESRI Business Analyst Figure 4: Population by Race, 2017 Source: ESRI Business Analyst Education The South Allison Hill trade area has lower educational attainment when compared to the City and region. Based on 2017 estimates, approximately 70 percent of residents have earned either a high school diploma or GED, and approximately 13 percent have completed a college or professional degree. At the regional level, more than 90 percent of residents in the Harrisburg‐Carlisle MSA have completed high school or the equivalent, and nearly 40 percent of residents hold a college or professional degree. 20% 51% 3% 18% 8% White Alone Black Alone Asian Alone Some Other Race Alone Two or More Races 20.1% 29.2% 80.1% 51.3% 50.3% 10.4%28.6% 20.5% 9.5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% South Allison Hill City of Harrisburg Harrisburg‐Carlisle MSA White Alone Black Alone Other Page | 26 South Allison Hill Brownfield Area-Wide Plan Market Analysis Marketing, Design and Publishing This includes the sub clusters of Publishing, Other Marketing Related Services, Advertising Related Services, and Design Services. Although employment is distributed throughout the Harrisburg‐Carlisle MSA, most industries within this cluster require Class A or B office space, which is not available within the study area. Plastics The plastics cluster within the Harrisburg‐Carlisle MSA includes All Other Plastics Product Manufacturing, Plastics Pipe and Pipe Fitting Manufacturing, and Urethane and other Foam Product Manufacturing. Most of these industries create intermediate or final products from plastics resins such as compression molding, extrusion molding, injection molding, blow molding, and casting. All Other Plastics Product Manufacturing employs the most individuals with the typical establishment being 60 to 90 employees. These establishments can be anything from 3D printing and CNC operations to higher impact manufacturing that may not be compatible with the study area. Smaller operations that do not create substantial amounts of noise or emissions would be good candidates for the study area and often can be housed with less tenant improvements needed than other business types. Cluster Analysis Conclusions Overall, the cluster analysis shows significant employment concentration and specialization (higher concentration than the nation, on average) within the Harrisburg‐Carlisle MSA. These include: 1. Business Services; 2. Distribution and Electronic Commerce; 3. Insurance Services; 4. Transportation and Logistics; and 5. Printing Services. From a site selection standpoint, warehousing and logistics continues to evolve and building envelopes and sites require more and deeper truck bays, higher ceilings, office and mezzanine space, and building sizes that would exceed the capacity of catalyst sites identified within the South Allison Hill AWP study area. In addition to these specialized clusters, other top 10 clusters that typically are more locally serving (as their employment concentration within each cluster is less than the national average, based upon employment) include (“*” denotes traded sub clusters): 1. Hospitality and Tourism*; 2. Education and Knowledge Creation; 3. Food Processing and Manufacturing*; 4. Marketing, Design and Publishing; and 5. Plastics. It should be noted that the sub‐cluster of Amusement Parks (due to Hersheypark), Candy and Chocolate Manufacturing (due to Hershey’s West Hershey Plant), and Malt Beverage Manufacturing (specifically microbreweries), have higher concentrations of employment on average and are either attracting tourists or exporting products. Economic Development Opportunities Areas of Food Processing and Manufacturing, especially Perishable Prepared Goods Manufacturing, are possible opportunities, especially for small and mid‐cap companies looking for relocation space. It is important to note that the study area does not currently offer ready facilities with the proper equipment, ventilation, and sterilization, which is vital when ramp up periods are 6 to 12 months. A concentrated effort on providing these types of facilities will be needed to better attract these types of businesses. Page | 27 South Allison Hill Brownfield Area-Wide Plan Market Analysis Malt Beverage manufacturing, specifically microbreweries, are a burgeoning business nationwide, and there is a higher concentration of employment within the Harrisburg‐Carlisle MSA. These establishments are typically small and often fit the size of some of the catalyst sites within the South Allison Hill AWP study area. It is important to note that ceiling heights, warehousing space, and distribution area is important as part of the building envelope. All other plastics, is a large swath of businesses that create final materials from plastic resins. While some businesses are quite large and are considered heavy industry (not compatible with the study area), smaller operations can be a good fit for existing structures and sites within the study area. The City’s land use policies should be reevaluated to ensure they support a full range of opportunities related to redevelopment, including industrial uses. Ultimately, allowing flexibility for market opportunities is important to attract new uses. Further, design standards can ensure appropriate buffers to enable industrial uses to coexist with commercial and residential uses. Markerspaces Makerspaces have gained increasing importance as a tool for communities to revitalize neighborhoods, create a destination for residents, and provide space and support for up‐and‐coming entrepreneurs. Makerspaces are generally defined by their goal of providing shared access to space, equipment, and support programs for entrepreneurs in developing their businesses. Economic development is founded upon encouraging entrepreneurship, increasing workforce retention, supporting small business growth, and providing workforce training. Makerspaces can encourage these principles and help reduce the risk of new businesses by providing access to resources and a physical work space. A common theme surrounding successful makerspace creation is an organized plan laid out by governmental, non‐profit, business, and neighborhood leaders, which often includes a survey of individuals potentially interested in participating in or supporting the makerspace. In terms of economic development, makerspaces can be limited by small memberships and the need for ongoing subsidy funding. Currently, there isn’t robust data available on their overall effectiveness due to their relatively recent development. However, successful case studies include Hot Bread Kitchen in New York City and NewBo City Market in Cedar Rapids, IA. Disclaimer: Please be advised that the case studies presented below are for illustrative purposes only and have not been analyzed to compare the market conditions of the case studies to the market conditions in South Allision Hill. This market analysis makes not assertion regarding the market potential in South Allison Hill for makerspaces but recognizes a makerspace may part of a broader strategy for redeveloping the catalysts sites. THE ROLE OF INDUSTRIAL USES IN URBAN AREAS Underappreciated is the fact that manufacturing and other industrial activities are part of that “right balance,” and they are more able than retail and most service jobs to provide a middle-income standard of living… for smart growth to benefit city populations more broadly, [communities] need a deeper appreciation of urban manufacturing and industry to inform more effective policy and practice. Sustainable Urban Industrial Development, APA, 2014 Page | 28 South Allison Hill Brownfield Area-Wide Plan Market Analysis Hot Bread Kitchen: New York City, NY2 Hot Bread Kitchen was started in 2008 alongside the increasing trend of non‐profit kitchens that simultaneously serve as training centers and commercial businesses. Based in East Harlem, Hot Bread Kitchen provides shared commercial kitchen space and business support for up to 40 prospective entrepreneurs through an incubator program, mitigating the capital‐ intensive start‐up costs associated with the culinary industry. Instead of buying equipment and renting space, members instead pay a fee to utilize the kitchen’s resources. These resources include a commercial kitchen spanning 3,000+ square feet, featuring nine different cooking spaces; dry, cold, and freezer storage; a bakery; event space; and 24/7 access for clients. Monthly business workshops and one‐on‐one business advising are also provided. Additionally, the non‐profit provides a means for the disadvantaged to become financially independent, with an established goal of recruiting 30 percent of shared space members from low‐income households and subsidizing their use of the incubators resources. Hot Bread Kitchen also operates an Entrepreneurial Assistance Program that provides instruction, training, and assistance to individuals who are not part of the incubator, as well as the Bakers‐ in‐Training program. Bakers‐in‐Training is a six‐month long paid training program aimed at female immigrants, where trainees learn artisan bread baking alongside bakery math, bakery science, and using English in a work environment. The trainees produce bread that Hot Bread Kitchen sells, and after graduation the women have a 100% success rate in landing full‐time positions. Since the program began, over 180 women from 38 different countries have been trained. Hot Bread Kitchen is located in La Marqueta, a historic marketplace that had previously struggled to retain vendors. The marketplace was renovated with $1.5 million in New York City Council funds, and the New York City Economic Development Corporation and New York City Council envisioned securing a culinary incubator to serve as the anchor tenant. A request for proposals for businesses to operate the large kitchen space was issued, and in 2010, Hot Bread Kitchen was chosen to occupy the space. Hot Bread Kitchen is funded through its commercial operations and by philanthropic support. About 65% of its operating budget is raised through kitchen rentals and bread sales. Corporate and individual donations supporting Hot Bread Kitchen’s training and educational programs provide the rest of the annual budget. According to data published in 2016, the non‐profit’s annual budget was just over $5 million, with 36 full‐time employees and 42 part‐time employees. 2 Harlem’s Hot Bread Kitchen Trains Immigrant and Low‐Income Women For Culinary Careers, WPIX, 2017 HBK Incubates, New York City Economic Development Corporation, 2011 Hot Bread Kitchen, Hot Bread Kitchen, 2018 Hot Bread Kitchen: NYC Food Based Community Organization Spotlight, Hunter College New York City Food Policy Center, 2016 Kitchen Feature: Hot Bread Kitchen, The Food Corridor, 2017 La Marqueta Vendors Cautiously Optimistic About Changes to Historic Market, DNAinfo, 2011 Page | 36 South Allison Hill Brownfield Area-Wide Plan Market Analysis Figure 15: Overall Historical and Forecasted Deliveries of New Facilities in the Harrisburg East Submarket Source: CoStar South Allison Hill Study Area Comparisons Summary While market comparisons could not be run on every catalyst property within the South Allision Hill AWP study area, the Coca‐Cola building was chosen as a proxy for a typical industrial/warehouse property. It should be noted that this property is two stories, which does limit its market appeal for warehousing and single user industrial. Overall comparisons were drawn from an approximate 2‐mile radius of the study area. Overall the comparisons indicate:  An older overall building stock with 1960 being the average year a building was built in the study area.  Ceiling heights average just under 16 feet, which decreases competitiveness for warehousing and specialized industrial space which are demanding higher ceilings and mezzanine structures.  The average floor square footage is just over 22,000 square feet which is adequate for some small to mid‐ cap industrial operations but could not accommodate logistics or industries with heavy distribution or warehousing needs. Furthermore, the average available space is an average of 17,000 square feet (structures available on the market).  The average asking rent for peer properties for the area is approximately $0.40 per square foot with lease rates averaging $0.29 to $0.45 per square foot which are lower than the overall Harrisburg market. Lower rents are probably due to overall vacancy rate, time on market (for both sale and lease), and age of structure.  The average sales price is approximately $1.6 million, although there is a high variability from a low of $255,000 to a high of over $4 million. The average price per square foot is $32. The average building size sold was almost 50,000 square feet with average ceiling heights of over 17 feet. The average building age was 1975 with built dates ranging from 1940 to 1997.  Completed construction within a 30‐mile radius of the AWP study area consists of 9 projects totaling over 3.2 million square feet. The average building footprint is approximately 357,000 square feet with an average ceiling height of 32 feet. Approximately 74 percent of the built square footage is leased. Page | 37 South Allison Hill Brownfield Area-Wide Plan Market Analysis  Current construction within a 30‐mile radius of the study area consists of 7 projects totaling approximately 3.7 million square feet. The average building footprint is over 500,000 square feet with an average ceiling height of 36 feet. Approximately 35.5 percent of this construction is pre‐leased. Market Comparisons The following peer available properties for sale were used to determine overall market comparisons for the study area. Figure 16: Peer Market Comparisons for the Study Area Source: CoStar Figure 17: For Lease Market Comparisons for the Study Area Source: CoStar Page | 38 South Allison Hill Brownfield Area-Wide Plan Market Analysis Figure 18: Sales Comparisons for the Study Area Source: CoStar Proximity to Interstate A competitive advantage for the South Allison Hill AWP study area is its proximity to Interstate 83. The AWP study area has convenient highway access via S 13th and S 17th Street. As shown in Figure 19, there are existing commercial and industrial uses located adjacent to the highway, including a food manufacturing company and fabrication company along S 17th Street. Figure 19: Transportation Network Page | 39 South Allison Hill Brownfield Area-Wide Plan Market Analysis Conclusions  The Harrisburg market has rebound tremendously since the recession, although overall cap rates are still at pre‐recession levels, so profits are still slightly soft compared to the pre‐recession boom. Most of the growth has been led with the burgeoning logistics and distribution cluster which demands large and modern facilities. Most of this growth is happening in the West submarket along the major interstate corridors in suburban areas of the MSA where greenfield development can be accommodated (e.g., Interstate 81).  Rents in the Harrisburg East submarket (where the study area is located) are expected to flatten over the next few years due to under‐construction inventory that will come to market. This new inventory, although mainly logistics related, will have an impact on rents commanded within the study area and may work to drive down already low rents in areas with high obsolescence. While this can be an advantage, this can reduce funding available for building maintenance, repair, and tenant improvements.  The South Allison hill AWP study area, and the two‐mile radius used for market comparisons, contains many older buildings with 1960 being the median age. Lower ceiling heights of existing structures decreases competitiveness for warehousing and specialized industrial space which is demanding higher ceiling heights. The average building size is just over 22,000 square feet which can accommodate small and mid‐ cap industrial operations such as identified growth clusters including specialized food manufacturing, small plastics (other), and malt beverage (small brewing operations). These types of businesses often prefer lower rent industrial areas and often pay higher wages than retail or service sector employment.  The average asking rents for the market comparisons for the study area averaged $0.40 per square foot which is lower than the submarket and Harrisburg market respectively. This is partially due to age and size of the structures, longer time on market, and current vacancy rates. This also points to potential obsolescence or the need for reinvestment in structures to increase their market potential. Also, continued reduction in parcelization (some consolidation of parcels has occurred) and creation of ready‐to‐build sites can also reduce ramp up times for businesses, which can be attractive due to increased certainty and reduced overall costs. Both strategies can make the study area more competitive with current greenfield development.  Lower rents can be an advantage to cost‐conscious businesses, although it is important to note that both specialized food manufacturing and small brewing operations typically require significant retrofitting of existing structures due to the specialized nature of their operations. Some catalyst structures within the study area, including the Coca‐Cola building may be good candidates for this type of investment, but for many existing structures, it may be more cost effective to build a new structure. Small plastic extrusion and molding businesses may not require the same retrofits of existing structures and may be good candidates for existing structures.  It is important to note that pro formas were not included within this study to analyze investments and returns on individual properties within the study area. Care should be taken when evaluating structures to consider the potential rents, time on market, and overall internal rate of return to determine risk level, ability of landlords to reinvest in aging properties, and whether retrofits, adaptive reuse or demolition/new construction may result in better returns and a more economically competitive area. AN ADVISORY SERVICES PANEL REPORT Speed Zone Redevelopment Area State AN ADVISORY SERVICES PANEL REPORT Speedway Indiana Speedway Indiana Developing a Motor Sports Destination in the Speed Zone Redevelopment Area May 12–15, 2008 An Advisory Services Panel Report ULI–the Urban Land Institute 1025 Thomas Jefferson Street, N.W. Suite 500 West Washington, D.C. 20007-5201 Speedway, Indiana, May 12–15, 2008 5 ULI Panel and Project Staff 6 Foreword: The Panel’s Assignment 7 Economic Development and Market Potential 11 Retail and Entertainment Development Strategies 16 Sustainability 21 Market Strategy 24 Implementation Strategies 26 Conclusion 29 About the Panel 31 Contents An Advisory Services Panel Report6 Panel Chair Michael J. Maxwell Managing Partner Maxwell + Partners Miami, Florida Panel Members Joseph Davis President Community Planning Solutions, Inc. Silver Spring, Maryland Robert Gibbs President Gibbs Planning Group Birmingham, Michigan Steve Graham Vice President of Destination Development RED Development Kansas City, Missouri Dan Martin Vice President Economics Research Associates Chicago, Illinois Heather Rosenberg Senior Project Manager CTG Energetics Irvine, California ULI Project Staff Jennifer LeFurgy Consultant to ULI Pasadena, California ULI Graduate Student Intern Sean Northup Graduate Student in Urban Planning Ball State University Muncie, Indiana ULI Panel and Project Staff Speedway, Indiana, May 12–15, 2008 7 T he town of Speedway, Indiana, located five miles west of Indianapolis, is home to the world-famous Indianapolis Motor Speedway (IMS). In 2005, the town formed a redevelop- ment commission to develop a revitalization plan for a 400-acre section of industrial brownfields ad- jacent to the IMS, which became known as the Speed Zone. In 2007, the Speedway Redevelop- ment Commission (SRC), with the assistance of American Structurepoint, Inc., developed a mas- ter plan for the area and completed the process of selecting and retaining a master developer. The plan focuses on creating future mixed-use development opportunities, retaining major em- ployers, and leveraging Speedway, as the home of the IMS, to be a catalyst in creating a sustainable year-round motor sports industry. Related in- dustries would include research and development (R&D) and advanced education in motor sports, and the area would function as the headquar- ters for many of the world’s leading motor sports teams. The master plan primarily seeks to • Establish a strong retail/commercial corridor along Speedway’s historic Main Street; • Enhance access to businesses and industrial plants by improving traffic flows; • Improve pedestrian safety and accessibility while also opening the area for alternative transportation opportunities; • Create a year-round destination for race fans and motor sports enthusiasts; • Encourage environmentally sustainable devel- opment that benefits businesses as well as the community as a whole; and • Enhance citizens’ quality of life through high- quality development, improved public ameni- ties, and new opportunities for arts and culture. In 2007, the town of Speedway and the SRC re- tained Mansur Real Estate Services and Green- street, Ltd., as the Speed Zone’s master de- velopers. In May 2008, the master developers sponsored a three-day ULI Advisory Services panel to identify implementation strategies, in- Foreword: The Panel’s Assignment Lake Michigan Indianapolis Evansville Fort Wayne Gary South Bend Anderson Bloomington Muncie Terre Haute Speedway ILLINOIS KENTUCKY MICHIGAN OHIO WISCONSIN INDIANA 74 70 69 65 70 65 Lake Michigan Indianapolis Evansville Fort Wayne Gary South Bend Anderson Bloomington Muncie Terre Haute Speedway ILLINOIS KENTUCKY MICHIGAN OHIO WISCONSIN INDIANA Location map. Regional map. An Advisory Services Panel Report8 cluding public/private financing sources, themed/ destination retail development, and sustainable energy solutions. This report documents the pan- el’s recommendations. Speedway’s History and Background In 1909, Arthur Newby, Frank Wheeler, Carl Fisher, and James Allison founded the India- napolis Motor Speedway, originally as an auto- motive testing facility, which later became the first significant motor sports venue in the United States. Safety concerns for the drivers and specta- tors eventually led to replacement of the original crushed stone and tar surface with 3.2 million pav- ing bricks, thereby giving the track its nickname, “The Brickyard.” The IMS has gone on to become world famous as the host of the Indianapolis 500® as well as the Allstate® 400 at the Brickyard® and the United States Grand Prix for Formula One (2000–2007). With its spectator capacity of 400,000, the IMS is the world’s largest sporting venue. Led by Carl Fisher, who would go on both to transform Miami Beach, Florida, and to develop Montauk, New York, the track’s founders devel- oped the town of Speedway to house and sup- port the automotive industry workers. As the early popularity of the IMS increased, supportive and associated businesses grew around the track. Speedway, like the IMS, was designed as a testing ground: “a city of the future organized to be hospi- table to the automobile.” Speedway included such early 20th-century innovations as asphalt-paved streets and garages in place of carriage houses. The town continued to grow and ultimately thrive as the locus of Indianapolis’s automotive manu- facturing sector. It eventually established a Main Street and six schools, which still operate today. As area automotive manufacturing declined dur- ing the 1970s and 1980s, so did Speedway’s tra- ditional economic base. Changes in area employ- ment, the construction of bypass roads, and the advent of regional malls resulted in the decline of Main Street. Despite the economic changes, Speedway retains a current population of 12,744 people and most of its leading industrial employ- ers, such as Allison Transmission, Praxair Sur- face Technologies, IMS, and the associated Indy Racing League (IRL). Speedway’s highly skilled employment base has drawn a new generation of manufacturing companies that are locating in town, including the carbon fiber high-end bicycle component manufacturer Zipp Speed Weaponry. During the several months of the racing season, Speedway’s population swells as the IMS draws 300,000 to 400,000 spectators for each of the three programmed racing events. In 2001, it was esti- mated the IMS created an $890 million annual eco- nomic impact for the city of Indianapolis—about three times that of a Super Bowl. One of the pri- mary goals of the new master plan is to help the town of Speedway capture more of the revenues generated by these visitors by creating new op- portunities and businesses within the town. The IMS property encompasses 1,025 acres, in- cluding the track, administration and service buildings, Brickyard Crossing Golf Course, Brick- yard Crossing Golf Resort and Inn, and numerous infield and off-track parking areas. The Speedway grounds were added to the National Register of Historic Places in 1975 and designated a National Historic Landmark in 1987. The IMS Speedway Hall of Fame Museum is recognized as one of the world’s foremost museums devoted to auto rac- ing. The museum features a 48-seat theater and displays approximately 75 vehicles, including Indy Racing cars from the Indianapolis 500, Formula One cars, NASCAR stock cars, and a variety of vintage and other racing cars. Annual visitation is about 250,000, with most attendance during the months of May and June. Since the early years of the 20th century, motor sports have been a significant economic driver for the entire Indianapolis region. Today, with more than 400 motor sports–related companies doing business and nearly 9,000 individuals working full time in jobs directly related to motor sports, the Indianapolis area is a leader in motor sports and automotive manufacturing. In 2006, motor sports– related wages in the area were estimated to gen- erate more than $425 million annually. Although the Indianapolis region currently enjoys a strong economic position in motor sports and automo- tive technology, many other regions are actively pursuing economic development agendas focused on motor sports. The cities of Charlotte, Atlanta, and Las Vegas, as well as emerging newcomers Speedway, Indiana, May 12–15, 2008 9 such as China, Bahrain, and Qatar, are developing and improving international racing venues. Great Britain has for many years enjoyed the distinction of being the hub of international Formula One rac- ing with extensive R&D facilities and specialized engineering shops. Speedway’s master plan recognizes the competi- tive market for motor sports and seeks to lever- age its proximity to the IMS as well as Indiana’s desire to create a world-class center for motor sports and related technology. The panel learned that local and state leaders clearly understand the national and global competitive environment for motor sports, how it threatens Indiana’s current market share, and what investments and induce- ments are needed to maximize the economic ben- efits and increase Speedway’s share of growth re- lated to motor sports. The Study Area The panel was asked to study the area referred to as the Speed Zone, approximately 400 acres en- compassing parcels owned by the IMS and numer- ous industrial lands that are privately owned. The Speed Zone is adjacent to the IMS south view- ing stands and is bounded on the east by the town limits of Speedway, on the south by Cossell Road, and on the west by Main Street. Located approxi- mately five miles northwest of downtown India- napolis and five miles northeast from the new $1.1 billion Indianapolis International Airport, the Speed Zone is readily accessible by a network of interstate highways and major arterials. Formed in 2005 by the Indiana state legislature, the Speedway Redevelopment Commission has spent the last three years working directly with the public through a series of meetings that have developed and defined a series of common goals for the town of Speedway’s economic future. The meeting process identified the 400-acre area as a target for redevelopment, and the SRC continues to work closely at all levels of the community dur- ing implementation. The master plan’s goals include creating an im- proved sense of place for residents and businesses through new high-quality development and infill projects, creating a year-round destination for mo- tor sports enthusiasts, and encouraging an envi- ronmentally sustainable model for future commu- nity redevelopment. Specifically, the master plan seeks to guide the revitalization of Main Street with the development of new retail and residential opportunities by improving the study area’s ap- pearance and functionality. To implement and lead the process, the SRC, through a request for quali- fications process, selected Mansur Real Estate Services and Greenstreet, Ltd., in December 2007 as the Speed Zone’s master developers. The study area includes most of Speedway’s major industrial employers, such as Allison Transmis- sion (3,400 employees), Praxair Surface Technolo- gies (600 employees), and Zipp Speed Weaponry (130 employees). To enhance the area’s competi- tiveness as a high-tech manufacturing center, Speedway Utility Management, LLC, plans to design, build, own, and operate a state-of-the-art central utility complex that will provide steam, chilled water, compressed air, and water pretreat- ment services for commercial and industrial cus- tomers within the study area. Expected to be in service by 2009, the plant will facilitate employ- ment growth by providing essential low-cost utili- ties that will eliminate the need for industrial and commercial users to develop or maintain small in- dividual plants. Before the panel’s visit, the SRC retained the ser- vices of RCLCO, a real estate consulting firm, to assess the market-supportable opportunities with- in the Speed Zone. RCLCO’s findings determined that the Speedway submarket had the capacity to support up to 500,000 square feet of destination retail in concert with other uses, as well as the po- tential need for motor sports–related office/flex space in the near to mid-term. The Panel’s Assignment The Speed Zone’s master developers, with the as- sistance of the town of Speedway and the SRC, invited a ULI Advisory Services panel to give feedback regarding specific issues related to the implementation of the master plan. The panel was asked to comment on public/private financing sources, themed/destination retail development, and sustainable energy solutions. Specifically, the An Advisory Services Panel Report10 • What are creative ways to identify and attract these tenants and users? • Given the unique challenges and opportunities of the Speed Zone, what is the optimal strategy for public and private sector funding, leveraging local, state, and federal sources and programs? • What innovative and sustainable energy production and management strategies can be implemented at the Speed Zone? sponsors asked the panel to explore the following questions: • Given the unique challenges and opportuni- ties of the Speed Zone, and the assessment of market demand, what is the optimal mix of ten- ants and users both to address the needs of the Speedway community and to create a destina- tion experience for the Indianapolis metropoli- tan area and the state of Indiana? • How can the diverse tenants and users be integrated effectively to contribute to their indi- vidual success and that of the Speed Zone? Speedway, Indiana, May 12–15, 2008 11 The Speed Zone master plan recognizes these strengths to some extent, and the panel believes that these strengths should be part of the foun- dation of future economic development efforts. Moreover, the panel believes that many of the stakeholders agree on these strengths and that they will serve as a valuable common point of ref- erence in future stakeholder dialogues. To this end, the panel encourages the sponsors to have regular, collective meetings with stakeholders, including but not limited to the IMS, the town of Speedway, business representatives, and state and federal agencies. Key decision makers and stakeholders should come together as an informal or formal partnership for ongoing meetings to co- ordinate plans and programs and to build consen- sus for unified visions. Define Development Districts On the basis of the materials supplied in the brief- ing book and their own observations, the panel members identified four potential development districts within the study area. These develop- ment districts would function cohesively, yet each would evolve distinctly over various times and serve their stakeholders individual needs. These S peedway has many characteristics that will serve it well as it grows; the town has tre- mendous potential to be a spectacular place to live, work, and visit. The panel agreed that Speedway has the potential to become and deserves to be an exciting destination with plenty of “wow” factors. The town has a strong basis for future develop- ment, and the panel did not recommend any signif- icant changes to the master plan. The panel based its recommendations on materials provided by the sponsors, including the master plan, and offers the following observations, which should be consid- ered in conjunction with the master plan’s recom- mendations. Expand the Dialogue Based on Strengths For any community to develop (or redevelop) to its full potential, it must recognize its par- ticular assets and capitalize on them. During its visit to Speedway, the panel observed five main strengths: • The IMS provides a universally recognized brand, a global event, and over a million visitors each year. • The cluster of motor sports industries in the region creates the opportunity for an interna- tional base of business. • Speedway is world renowned for its history, industry, technology, events, and education. • Speedway is a strong community with a strong identity, resulting in strong assets, such as safety and schools. • Speedway’s autonomy from Unigov (the mandated absorption of some of Indianapolis’s suburbs into one entity) allows for greater flex- ibility and ability to innovate. Economic Development and Market Potential Stakeholders’ overlapping interests should work together. TOWN TRACKSTATE REGION INDUSTRY An Advisory Services Panel Report12 four development districts would address mul- tiple opportunities for the individual segments of Speedway’s markets in distinctive ways: • Motor Sports Technology district; • IMS Expansion district; • Museum/Entertainment/Retail district; and • Town Center district. Motor Sports Technology District This district would encompass most of the study area, including the southern end of Main Street and eastward to the proposed Holt Road. Ideally, development of a Motor Sports Technology dis- trict would leverage proximity to the IMS to draw some of the existing 400 motor sports companies now located within 30 miles of Indianapolis. It would serve as a specialized district to which some of the thousands of related motor sports compa- nies now operating outside of Indiana could relo- cate. To draw these companies, the district could offer the following uses: • Motor sports educational facilities, including training and programming; • A national center for motor sports testing and analysis, including a wind tunnel and other high- speed testing methods; • Industrial flex space suited to motor sports R&D; and • Racing team headquarters facilities (an esti- mated 125,000 square feet per IRL team and up to 200,000 square feet per NASCAR team) that provide office, retail, storage, garage, work- shops, and exhibition space for racing teams. An array of enticements—such as specialized edu- cational facilities and programs in motor sports management and technology, an industry incuba- tor to provide startup space and support to bring innovations to market and grow new companies, a full complement of retail amenities in the revital- ized town center, sustainable new buildings that allow incubated companies to expand, low-cost central utilities, access and proximity to motor sports suppliers, and most important, a state- sponsored economic incentive program—would support the district’s main uses. The panel rec- ommends that the sponsors work closely with the state of Indiana at the highest levels to define tar- geted incentive packages that will attract domes- tic and international companies, stimulate the startup firms, and leverage the proximity to the IMS. The panel came to understand that Indiana is not capturing as much of the motor sports industry as it possibly could and has not yet effectively lever- aged the IMS to stimulate development opportu- nities. Indiana, however, does have the advantage of being the most historic motor sports racing ven- ue in the world. Although the panel believes that competition for motor sports business is formida- ble, especially with the ascent of Charlotte, North Carolina, as the locus of NASCAR and many of its race teams, Speedway, by virtue of its location, does have the potential to attract and maintain a broad segment of the national and international motor sports industry. Speedway should especial- ly focus on attracting R&D segments and U.S.- based IndyCar and Formula One race teams while also broadening its attraction of NASCAR. The area may be particularly well suited to become the Four proposed develop- ment districts. TOWN CENTER MUSEUM/ENTERT AINMENT/RETAIL IMS EXPANSION MOTOR SPORTS TECHNOLOGY An Advisory Services Panel Report16 T he panel was asked to offer recommenda- tions and strategies to help establish and guide the development of a sustainable re- tail base in the historic center of Speedway (Main Street) as well as other parts of the town. In seeking to answer these questions, the panel found good news in the form of a solid econom- ic base from which new retail development could build. According to RCLCO, substantial market opportunities and unmet needs for retail at the neighborhood, community, and regional levels ex- ist both in the center of Speedway and at the sec- ond redevelopment area. Speedway’s trade area is large—approximately a two-mile radius from the center of the study area encompasses about 20,000 households earning an average 2008 household income of $49,200—well above the Indianapolis average. Speedway resi- dents’ above-average income can support substan- tial retail development on Main Street at the com- munity and neighborhood levels, as well as at the regional level in the second redevelopment area. The panel found that new retail opportunities should be focused in two categorically distinct areas: • Main Street in the Town Center district: Create a traditional town center to support both the surrounding neighborhood and the larger Speedway community with a grocery store, food outlets including a public market, more local and regional restaurants focused on casual dining as well as prepared food for takeout, a drugstore, a bank, and specialty retail shops. • Regional retail in second redevelopment area: Redefine and redevelop the existing shopping centers to focus on regional retail, primarily lifestyle goods, that serves the currently unmet needs of Indianapolis’s west-side market area, and create outlets for motor sports–themed shops and specialty outlets. Main Street The panel heard compelling support for the devel- opment of a Town Center to serve as the commu- nity gathering point of Speedway. Main Street has always been the perceived town center although it never historically looked like a traditional main street because of the single-sided street retail with industrial uses on the opposite side. As a new Town Center, Main Street would be programmed to support both the automotive culture, museum, hotel, and conference center, and the race fans at the IMS, but it would be developed primarily as a meeting, dining, shopping, and community gather- ing place for the residents of Speedway—a tradi- tional downtown. The panel believes Main Street should be con- ceived as three functionally distinct but comple- mentary areas. Retail and Entertainment Development Strategies Speedway’s estimated primary trade area. 75 465 65 70 7574 4140 PRIMARY TRADE AREA WEST 36TH STREET 16TH STREET 10TH STREET WEST WA S HINGTO N S T R E E T 10TH STREET SPEED ZONE Speedway, Indiana, May 12–15, 2008 17 Estimated 2007 house- hold incomes in the Speed Zone’s vicinity. L afa y ette R o a d Rockville Road Holt Road16th Street 10th Street Belmont Avenue30th Street Girls School RoadLynhurst Drive70 65 74 74 465 40 36 13 6 N 1.5-mile radius from Speed Zone $48,600 $50,400 $55,400 $33,000 $47,600 $55,400 $51,000 $72,400 II I I I I I I I I I Key A Clay Terrace B Keystone Mall C Castleton Square Mall D Glendale Mall E Circle Center F Eastgate Mall G Washington Square Mall H Greenwood Park Mall Speed Zone 70 70 74 74 7465 6965 465 465 865 40 40 36 36 37 31 52 31 32 N Not to scale. A B C D E F G H Shopping centers near the study area. An Advisory Services Panel Report18 The Town Center This area would be composed of local retailers (in- cluding a public market), would be family orient- ed, and would support the needs and employees of adjacent industries. It should contain a variety of food and drink establishments, mostly local or regional with limited national chains. It can also contain a small grocery of about 20,000 square feet and a pharmacy on the north side of Crawfords- ville Road. Near the IMS, a conference center would be an excellent supporting amenity that could be paired to a limited-service hotel (such as a Hilton Garden Inn). This area would anchor the main entrance to the IMS and be an integral part of the new Museum/Retail/Entertainment district. The panel recommends that the IMS Hall of Fame Museum be moved from the track infield to this district, immediately adjacent to the IMS offices. Relocat- ing this popular museum out of the infield would be the initial catalyst to locate future automotive museums and other year-round automobile-cul- ture activities. Combining a hotel and conference center with a cluster of automotive-themed desti- nations would create the critical mass necessary to drive and support the growth of the adjacent Town Center component of Main Street. Educational/Incubator If the SRC’s proposal to create a technology cen- ter is to be viable, then it must include a well- defined area to attract and support specialized motor sports and R&D higher education. As with many such specialty education centers, combining education with a business incubator would be a key to the success and prestige of this component. Likewise, the incubator would be a primary driver for the creation of new R&D or knowledge devel- opment as successful businesses expand. Grocery stores near the study area. L afa y ette R o a d Rockville Road Holt Road16th Street 10th Street Belmont Avenue30th Street Girls School RoadLynhurst Drive70 74 74 465 40 36 13 6 N Key One-mile radius from grocery store Two-mile radius from Speed Zone site Grocery Store Speed Zone Suggested organization for Main Street. TOWN CENTER BUSINESS SERVICES MUSEUM/ENTERT AINMENT/RETAIL EDUCATIONAL/ INCUBATOR Speedway, Indiana, May 12–15, 2008 19 The middle node on both sides of Main Street should be the educational and incubator hub of Speedway. By using a combination of existing and new buildings, the four major participating educa- tional institutions (Marian College, Indiana Uni- versity–Purdue University Indianapolis, Indiana State University, and Ivy Tech Community Col- lege) as well as high school classes and specialty learning centers could very quickly begin pro- grams focused on advanced manufacturing, fabri- cation, automotive and racing technology, motor sports management and marketing, automotive preservation and restoration, and other specialty automotive skills. The panel believes additional educational cours- es in automotive media, advertising, and broad- casting would be complementary and could share current and future broadcast and media facilities owned by the IMS. These activities are fast start- ing and low cost but quickly yield positive effects from the all-day and early-evening student, facul- ty, and staff who will patronize the shops and res- taurants in the Town Center. The synergies will result in a well-supported, high-quality environ- ment that is animated and active year-round and is one of the primary economic supports for the Town Center. Business Services Center At the south end of Main Street would be the third node, dedicated to serving the professional needs of Speedway’s businesses and educational facilities as well as drawing customers from out- side Speedway. This area would offer business services specifically catering to area needs, includ- ing service retail and city services (fire and police stations). Additionally, retail that does not com- pete with the northern end of Main Street could be viable and supported by the adjacent 4,000-plus employees. If it is to thrive, the Town Center must be special- ized, clustered, and concentrated in a compact and defined area. Creating energy along Main Street requires that for most of its length, both sides of the street become animated with a mix of retail, service, and entertainment between the entrances to long-established industries. Perhaps one of the most critical and essential elements to the success of the Town Center—and of the entire redevelop- ment effort—is that the IMS become a full and ac- tive partner with the town, the SRC, and special- ized educational programs. To create the area’s critical mass, only the IMS has the immediate abil- ity, need, and land to locate its new hotel and a conference center at the edge of the Town Center district (surrounding the intersection of Craw- fordsville, Main, and the realigned 16th streets). Creating a strong sense of place on Main Street requires developing special activities that will draw shoppers and visitors throughout the year. One such activity the panel strongly encourages is the formation of a “public market” on Main Street. Public markets are year-round enclosed buildings that offer unique, high-quality foods and specialty goods sold from open or semi-closed stalls. Pike Place Market in Seattle, for example, is known internationally, yet draws local customers. Typi- cally, public markets offer produce, meats, cheese, poultry, fish, and baked goods and often appeal to an entire community as well as the immediate neighborhood and can become an important tour- ist destination. The North Street Market in Co- lumbus, Ohio, is a proven example of how a public market has helped catalyze an area’s redevelop- ment and support its surrounding community. Funding for these markets is typically local, al- though the U.S. Department of Agriculture of- fers assistance to aid in developing and launch- ing such markets. Second Redevelopment Area In its report to the sponsors, RCLCO identified the opportunity for the Speedway submarket to capture approximately 100,000 square feet of addi- tional regional retail each year over the next five years. In assessing the best locations to capture this opportunity, the panel felt that the optimal location would be in the second redevelopment area, approximately one mile northwest of the Town Center. Although retail in Speedway is not presently strong, expanding the base by redeveloping and strengthening the existing centers would enable Speedway to draw patrons from the underserved western half of Indianapolis. Investment in rede- veloping this area could also serve as a catalyst An Advisory Services Panel Report20 and funding source for the redevelopment of the Speed Zone or other parts of Speedway. The panel recommends that retail tenants at this location be mostly national and lifestyle oriented. Museum/Entertainment/Retail The panel learned that multiple automotive- themed entertainment venues currently operate inside the IMS track. They offer hands-on oppor- tunities to experience the Indianapolis 500 motor sports driving experience. Although the panel did not have access to these venues during its visit, it understands that as the popularity of motor sports continues to grow, opportunities for interactive experiences will also increase. As discussed earli- er, the panel recommends that new entertainment venues be located in the Museum/Entertainment/ Retail district to provide the critical mass nec- essary to support the Town Center retail along Main Street. The panel further recommends that the IMS move its existing museum from the infield to this district to serve as the initial anchor of an automo- tive cultural center for race museums, antique car museums, and an Indianapolis automotive history museum. When the museum is operating, sup- porting services and programming, such as a mo- tor market for vintage and classic autos, events, classic auto parts marts, and conferences, could be developed using the hotel and conference center, parking areas, and possibly other new facilities de- veloped adjacent to the IMS in this area. Creating such a venue would enable this market to serve a year-round audience. It would be open during IMS events, and at other times it would feature themed vendors that represent various motor sports stakeholders, such as drivers, au- tomotive manufacturers, apparel, antique car shows, and technology demonstrations that could use the track, creating an additional draw for the public. To broaden the automotive cultural cen- ter’s appeal, the panel suggests that rotating ex- hibit space be developed to provide new attrac- tions that showcase special antique and classic auto collections. Speedway, Indiana, May 12–15, 2008 21 T he panel was asked to comment on inno- vative, sustainable energy production and management strategies that could be imple- mented in the Speed Zone study area. The panel commends the town of Speedway for its en- couragement of green building and environmen- tally sustainable development and further encour- ages the town to adopt green building and energy conservation as a part of its code. The panel supports the concept proposed by the master developer to develop green buildings throughout the project. Green building has been shown to cost less to maintain, provides a health- ier indoor environment for occupants, and com- mands higher rent premiums and faster leasing rates in many markets. The panel supports the master developer’s plan for design guidelines that meet a basic set of requirements and encourage sustainable energy measures, along with support- ing educational material to promote green build- ing to an educated pool of local designers and builders. The panel noted that the study area has a signifi- cant constraint to consider when evaluating green building and capital-intensive energy-related strategies: the very low cost of purchasing elec- tricity in Indiana. At the time of this report’s writ- ing, electricity was priced at 5 cents per kilowatt- hour (kWh), which is significantly lower than in many other states. Although the panel under- stands that most likely this price will not remain at such a low level, such energy costs may make achieving returns on capital investment harder. Investment in energy conservation measures, however, should still be considered an integral part of Speedway’s redevelopment, particularly as energy costs continue to rise. Indiana is powered almost exclusively by coal, with essentially no supply diversity. A recent re- port by the Brookings Institution lists Indianapo- lis as one of the most carbon-intensive cities in the United States, ranking 96 of 100 in carbon emis- sions from residential electricity consumption. This singular reliance on coal makes Indianapolis and Speedway particularly vulnerable to future carbon regulation and supply disruption. The financial costs of energy consumption are un- der ever-increasing inflationary pressures. As natural gas and oil resources become depleted and more concentrated in regions of conflict, the price of natural gas, gasoline, and electricity rises. Rap- idly increasing demand for energy, particularly in China and the developing world, has resulted in dramatically increased primary fuel costs. As the United States inches closer toward green- house gas regulation because of concerns over climate change, the cost of coal and other fossil fuel–derived electricity will increase further. Pop- ulation growth increases loads on already taxed transmission lines, resulting in higher delivery charges for electricity transport. Environmen- tal concerns and the NIMBY effect make building new transmission corridors costly, time consum- ing, and sometimes impossible, further increasing the price pressures on electricity and natural gas. Concurrently, the environmental costs associated with energy consumption continue to rise. Con- sensus has been solidified surrounding mankind’s contribution to climate change, and energy-related carbon dioxide emissions (the primary cause of cli- mate change) make up 82 percent of U.S. anthro- pogenic greenhouse gas emissions. Depletion of natural gas reserves combined with increased energy security concerns has led to the proposal of more than 150 new coal-power plants in the United States, resulting in projections from the Energy Information Administration that near- ly 60 percent of new power plant capacity built in the United States over the next two decades will be powered by coal, the dirtiest and most carbon- intensive fossil fuel. Sustainability An Advisory Services Panel Report22 The implications of the rising economic and envi- ronmental costs of energy reach across the econ- omy as a whole. However, there are very specific and actionable implications for the design, construc- tion, and operation of neighborhoods and communi- ties. Communities are long-term, capital-intensive investments that require years to build and are ex- pected to perform for decades into the future. Electricity is of particular concern. For the United States as a whole, more energy is consumed in the production, delivery, and consumption of electric- ity than by any other single source. For most indi- vidual communities, the reliance on electric power is even greater, because electricity accounts for more than 70 percent of residential and commer- cial source energy consumption. With communi- ties so dependent on electrical energy, it is para- mount to understand the associated primary risks: price escalation and supply disruption. Price escalation is driven by four principal fac- tors: (a) resource depletion, (b) rising demand, (c) energy security and environmental concerns, and (d) transmission-line congestion. These factors affect the price of electricity in profoundly differ- ent ways and combine to ensure that, even with changes in market conditions, the cost of electric- ity is likely to continue to rise in the coming years. At $50 per metric ton, the price of coal power may increase by a minimum of $0.05 per kWh (doubling the current electricity cost at Speedway). For the same carbon cost, the cost of high-efficiency natu- ral gas plants may increase by slightly more than $0.02 per kWh, highlighting the need for supply diversity in a carbon-constrained environment. Because energy conservation and sustainabil- ity are important to the long-term success of the Speed Zone’s redevelopment, the panel encourag- es additional in-depth analysis to develop a ratio- nal set of requirements, guidelines, and incentives to guide the process. Think Creatively beyond the Central Plant One important energy strategy in the planning stages is the development of a new central utility plant proposed by Citizen’s Thermal Energy. This plant would serve the study area’s industrial us- ers and other potential commercial users. Immedi- ate users would be Allison Transmission, Praxair Surface Technologies, and Zipp Speed Weaponry, each of which either operates individual central plants or would like to purchase the products of the plant—compressed air, steam, chilled water, hot water, and electricity. Although the plant may meet the local industries’ needs in an economical way, it is not optimal from an environmental perspective. Additional infor- mation is required to evaluate the environmental performance, including (a) type of fuel, (b) gener- ating capacity, (c) additional potential users, and (d) percentage of waste heat and other by- products to be used. For example, generating electricity using natural gas–fired turbines is likely to have a lower carbon dioxide emission factor than using coal but may result in higher emissions of air pollutants locally (Speedway and Indianapolis currently do not com- ply with U.S. Environmental Protection Agency air quality standards). In contrast, providing cen- trally produced chilled and hot water may prove highly efficient and yield substantial cost savings when compared to the present system where each user operates its own plant. One alternative en- ergy approach that is likely to be cost-effective in this type of setting is solar thermal panels on the roof to preheat water. Supply diversity can also be achieved by incorpo- rating on-site renewable power and developing a centralized combined heating, cooling, and power- generation facility. A well-designed central power system can achieve efficiencies that are two or three times higher than those of decentralized coal power plants, reducing risks associated with rising primary fuel costs and emissions regula- tions. Additionally, embedded power systems in- crease electricity supply stability and reliability, potentially providing critical power during utility grid failures—a significant value proposition for businesses. The panel understands that a combination of building-level energy efficiency standards, well- designed infrastructure components, and on-site generating facilities could show positive return on investment while reducing carbon emissions, Speedway, Indiana, May 12–15, 2008 23 increase the marketability of the project, and in- sulate Speedway from future risks. The panel recommends the development of a comprehen- sive energy master plan for the project that fully evaluates the most cost-effective strategies for central plant design as well as the appropriate po- tential partnerships with third parties to facili- tate implementation. Consider Other Sustainability Measures Many technologies and strategies that promote sustainability, longevity, and resource efficiency can be layered into the overall project and indi- vidual buildings. Strategies should be integral at all phases of the project, beginning with a sustain- able design process that evaluates the costs and benefits of each strategy. Particular consideration should be given to strategies that link to the exist- ing resources of the site and solve more than one problem at a time. For example, Indianapolis receives a signifi- cant amount of rain year-round, while tempera- tures fluctuate significantly by season. It is an ideal climate for installation of green roofs, which may require only minimal irrigation but assist in stormwater management and provide substantial building insulation and energy conservation. An Advisory Services Panel Report24 T he panel was impressed by the efforts and rapid progress the sponsors have made since they began planning. The panel believes that continuing to grow stakeholder cooperation and communication in conjunction with success- ful marketing strategies will yield the maximum return for Speedway’s investment. The panel en- courages the SRC and the town to create a busi- ness assistance program to support existing and new enterprises and to provide overall manage- ment, marketing, maintenance, and safety to en- hance the district. One of Speedway’s greatest and best-known as- sets is its history. The panel recommends that, rather than invent an entirely new image, Speed- way’s rich history as the birthplace of American motor sports continue to be the town’s theme. This theme is particularly relevant in the redevel- opment of the Town Center district. With such a strong and integral physical connection, the panel believes the perceived image of the historic track and the town should be the same. Use History to Create Main Street Historic districts are proven economic generators for downtown commercial districts. Historic sites are one of the leading destinations for vacationers and tourists. Given Speedway’s 100-year history, the SRC should consider implementing strict but practical building standards that require careful preservation of existing buildings and compatible design of infill buildings. Design standards should consider the following elements. Building Facades The panel recommends that new buildings devel- oped in the Main Street area be designed to follow period proportions, materials, and details histori- cally common in the region. The panel noted that prevalent styles include industrial glass wall and art deco buildings. The use of multiple types and colors of brick is especially common throughout Indianapolis and Speedway. Most buildings facing Main Street should be two stories at the sidewalk line with additional floors set back from the street. The panel recommends that, to the extent feasi- ble, the existing Main Street historic buildings be retained, restored, and reused. Storefronts Architectural character is one of the most impor- tant elements in place making. The panel recom- mends implementing architectural standards as a guiding element within the master plan. Stan- dards should require authentic historic character in proportions, height, rhythm, and massing and limit building materials to brick, stone and wood, and glass storefronts. Upper-level floors should have windows that are vertical in proportion and smaller in size than are presently proposed. Signs and Awnings Updating of awnings and signage yields signifi- cant and immediate visual impact at low cost to both buildings and commercial districts. Design guidelines for awnings, windows, and exterior signs should be integral to the overall building standards to create eye-catching interest and a colorful streetscape palette. In general, awnings should be solid color, made of a canvas type of ma- terial, and designed in a straight plane rather than in a radius. Internally illuminated signage should be avoided, and sign letters should be projecting type. Road Standards Speedway will be investing significant capital in rebuilding both 16th and Main streets. Rebuilding these streets and streetscapes will significantly improve the appearance and brand of the Speed Zone area. In reviewing proposed streetscape and on-street parking plans, the panel recommends that designers consider using the best practices Market Strategy Speedway, Indiana, May 12–15, 2008 25 for traffic calming, sidewalk commerce and dining, and bicycle and pedestrian circulation and safety. Brick Theme The IMS is known worldwide as the “The Brick- yard.” As part of the improved branding strat- egy, the panel recommends that brick be used as the primary material for building facades and streetscapes and for pedestrian crossings and oth- er street elements. The panel considers this an op- portunity for Speedway and the IMS to link their identities in a positive manner that reinforces their unique historical association. Refine the Brand To best realize its retail opportunities, the panel recommends that Speedway refine its brand and create a unique identity that clearly evokes an im- mediately recognizable sense of place. Although the panel approved of the current branding con- cept of the “Speed Zone—Speedway’s Future Starts Now,” this identity is an abstraction and does not leverage the full opportunity to brand the community as a destination. The panel believes that as a brand “Brickyard” provides an immediate image of the world’s most famous automotive racing place. As with the Em- pire State Building or the Brooklyn Bridge, people worldwide know where and what the Brickyard represents. Speedway and the IMS should trans- late the Brickyard brand identity to the Speed Zone’s architecture. This strategy will create icon- ic imagery around which Speedway and the track can redevelop their retail, entertainment, cultural, and industrial environments. The panel believes that the Brickyard name re- inforces the community’s historic character and appeals to a broad demographic base, including young families and tourists. The panel under- stands that the rights to the Brickyard name are controlled by IMS and recommends that the town, SRC, and IMS study the issues and opportunities. Charleston, South Carolina, perhaps represents one of the nation’s leading models of how careful presentation, historic restoration, and design man- agement can yield a significant, sustained, long- term economic benefit for an entire region. That city’s mayor, Joseph Riley, has served as its brand manager for over 30 years, successfully creating an instantly imaginable “Charleston” brand. Speedway, too, has an opportunity to become an imaginable brand as one of the region’s few histor- ic downtown shopping districts and the only one anchored by the world-famous Indianapolis Motor Speedway. The town’s small scale, combined with a special commercial mix and convenient access, can improve the quality of life for Speedway resi- dents and become an important regional destina- tion. A well-planned and vibrant historic district will significantly contribute to the quality of the visitor experience and further enhance the town and track’s intertwined reputation. An Advisory Services Panel Report26 Implementation Strategies I f Speedway’s goal is to attract new employ- ment, retail, and residential development, then new zoning and development guidelines and ap- proval procedures for the Speed Zone must be clear, understandable, and simple. They should provide and describe a development process that is certain, timely, and predictable. In general, the development community is reluctant to become involved and invest in projects where localities offer only uncertainty, delay, and unpredictable outcomes. As the SRC and the master developer work to finalize clearly stated, uniform streetscape stan- dards for the Speed Zone, including cross sections and technical specifications for light poles, bench- es, pavers, trash receptacles, street trees, sign- age, and other streetscape features, the question of who pays for these features has not been fully addressed. Typically, communities pay for and control installation of such features along street frontages through capital improvement programs funded by general obligation bonds. In Speed- way’s case, the town and the developer could con- sider creating a cost-sharing program, implement- ing a business improvement district (BID) to fund new projects, and, if available, using state and fed- eral grants as additional support. Providing public parking is another important fea- ture to be addressed as new, higher-density de- velopment occurs along Main Street. Although the panel does not think a short-term need exists for the proposed structured parking garage, when it is necessary, funding could be derived from special revenue bonds paid for by parking fees. Alterna- tively, the town could create a Main Street park- ing district that develops, regulates, and funds all on- and off-street parking in the district. Given the ramp-up that will be required to sup- port the development of new parking, some oper- ating budget revenue may have to be earmarked to cover possible shortfalls in early years while demand grows. The timing of the parking garage construction is important to ensure that it is not provided too soon and not delayed so long that a perceived parking problem hinders business. The Speed Zone’s planned BID must maintain regular, consistent, and effective communication with all stakeholders and the primary customer base so that the BID becomes a positive feature for the town, the merchants, and the customers. Regularly scheduled public meetings should ad- dress issues that arise, provide updates, and re- ceive community input concerning problems. Funding for district marketing could be an im- por tant BID function that helps build and estab- lish the identity. Activities that market the area should include IMS-related events, other special events, group advertising for Main Street busi- nesses, marketing brochures, signage, and orga- nizing of festivals and thematic events. Funding Strategies Because the national economic situation is cur- rently in decline, fewer tools are available to fi- nance infrastructure and redevelopment. The panel recommends that financing from general obligation bonds and special revenue bonds may be one of the more readily available and practical sources of funding. General obligation bonds nor- mally fund public capital projects such as schools, roads, fire stations, and sewer and water lines, whereas special revenue bonds are typically used for fee-based enterprise-type facilities such as parking garages. Ideally, user fees will pay for the facility’s construction and debt service. The panel recommends the town and the SRC consider activating Speedway’s Community De- velopment Corporation to use that organization as the sponsor to seek state and federal grant op- portunities available to Internal Revenue Code section 501(c)(3) nonprofit corporations. In addi- tion, the town may assist in obtaining grant mon- Speedway, Indiana, May 12–15, 2008 27 eys through Economic Development Assistance or Community Development Block grants to help with streetscaping, facades, and other public purposes, as well as marketing activities for the Speed Zone. Micro-loans are an important means of providing lower-interest loans for small businesses need- ing financial assistance up to $50,000. The SRC should investigate the availability of U.S. Small Business Administration–approved micro-loan lenders who can provide assistance to the dis- trict’s small businesses. The master plan offers significant opportunities to form public/private partnerships. The coopera- tion of the Indiana Economic Development Cor- poration, Indy Partnership, Indianapolis Econom- ic Development, Inc., IMS, the town, and startup businesses is essential. Careful thought should be given to establishing an incubator facility sup- ported by public/private sources with sponsorship from the combined motor sports higher education programs. The panel also believes that an ombudsman knowledgeable about economic development pro- grams and processes is needed to help identi- fy governmental incentive programs, available grants, and tax credit programs. Knowledge- able, professional assistance available for the SRC and businesses to help submit applications and to provide necessary advice to better secure public grants, tax credits, and other incentives is vital to the overall redevelopment effort in Speedway. Most important, the panel believes that the es- sence of a successful public/private partnership is the recognition that, to achieve common goals, ongoing cooperation and collaboration among the various stakeholders are necessary to mold and nurture a shared vision. All parties must do their best to achieve the group’s objectives. An important first step is to clearly identify all stakeholders at all levels, determine their roles and responsibilities, and assign their duties to help achieve the common goals. Through meet- ings and discussions, each stakeholder should identify and discuss what resources can be pro- vided as well as what and how additional resourc- es can be sought out. This process requires open communication, cooperation, and mutual trust that each stakeholder will do its part as a member of the “partnership.” The primary team of public/private partners must be identified and charged with the ongoing effort of meeting on a regularly scheduled basis to lead and track ongoing programs and to obtain and di- rect financial, staff, and programmatic resources as needed. Program financing should include all possible public and private funding sources—tax revenues, private investments, grants, donations, and loans. The panel believes that a public or private founda- tion should be investigated to determine whether its creation would help attract additional funding. The panel recommends investigating the possibil- ity of establishing a community development foun- dation initially funded by the IMS (or other major Speedway employers). Foundations are highly regulated organizations, and as they investigate this opportunity, the stakeholders would benefit from specialized legal advice about how to create, fund, and distribute moneys. Community investment tax credit (CITC) pro- grams are another potential funding source. In lieu of a formal foundation structure, CITC pro- grams enable private businesses to purchase tax credits by providing donations to an autho- rized 501(c)(3) nonprofit organization, such as the Speedway Community Development Corporation. Perhaps the best national example is the state of Maryland’s CITC, operated by the Maryland De- partment of Housing and Community Develop- ment. This program allows a 50 percent tax credit for all moneys donated to a qualifying 501(c)(3) en- tity. Maryland’s CITC allows a maximum $250,000 donation, from which a company can get a direct tax credit of $125,000 while also claiming the full $250,000 as a federal tax deduction. This is an in- ventive way a company can help fund projects that will benefit its business, such as a BID or fa- cade improvement grants, while at the same time reduce its overall tax liability. Creating a CITC for Speedway may require state enabling legislation. Indiana’s state and local legis- lature delegations should be full “partners,” along with the governor’s office, not only in creating this An Advisory Services Panel Report28 type of funding program for Speedway, but also in designing the overall program and its funding. Similarly, the panel recommends that the SRC retain the expert advice of a public finance firm that specializes in structured financing mecha- nisms available in the state of Indiana. This expert should also serve as an adviser to the town on spe- cial legislative issues that could be enacted to as- sist in funding Homeland Security–required road relocations, industrial development bonds, and specialized financing or funding for other aspects important to the surrounding district. Speedway, Indiana, May 12–15, 2008 29 Conclusion S peedway is on the rebound. It is a town with plans to create a distinctive and unique sense of place and a mission to remain a su- perstar in the fast-expanding universe of automotive racing. The infrastructure being de- veloped by the Speed Zone master plan is a well- thought-out road map for the town’s drive toward its future. Although all roads to the future have potholes, detours, and sometimes delays, if deter- mined leadership follows its map—in this case the Speed Zone master plan—the destination can be reached. The panel felt that the town, its implementation agencies, and its development partners have the ability and the resources to bring the Speed Zone Master Plan from paper concepts to buildings and places. Especially in the early stages and at a time of economic slowdown, the panel believes that maintaining and even accelerating momen- tum and showing progressive tangible results are critical components for success. The process would be best nurtured by creating formal and informal partnerships and associations by and between the stakeholders. In this case, the stakeholders are more than the town, the IMS, local investors, and affected businesses. They are everyone in Indiana and greater Indianapolis. Thus, the panel believes that creating the Speed Zone should be an area of critical state concern. Everyone in Indiana has an interest in the success of the IMS and the millions of dollars that venue alone brings to the entire state because of its events and existence. Moreover, as a state with a large portion of its industrial job base entrenched in the rapidly changing, potentially declining automotive industry, investing in a technological and educa- tion center that is the basis for future automobiles will help maintain not only employment but also valuable skills and new centers of innovation. The panelists agreed that the Speed Zone and the IMS must have a strong and close working rela- tionship akin to a partnership. Without IMS’s full engagement and participation as a partner to inte- grate IMS events, attractions, and activities seam- lessly with the town’s place-making investments, the town may have difficulty realizing the Speed Zone Master Plan. Thus, the panel encourages Speedway to actively seek and embrace addition- al partners that can assist it to fund, finance, and bring the essential tools necessary to implement the master plan. In that vein, the panel feels the town must also think outside its municipal “box.” The town should constantly seek to learn about and use best prac- tices to build an internationally recognized brand that immediately evokes not just the IMS race- track, but also the special place that Speedway is becoming. Building and polishing their brand should be a driving force of the master plan and the stakeholders. To arrive at its future, Speed- way should consider positioning itself as the unique American racing destination. To differenti- ate itself from NASCAR, Speedway should reach back to its historical roots as well as forward to its development as a world-class technology and education center with an exceptional year-round visitor experience. Locally, Speedway should cre- ate new places that are not now there, such as the proposed Town Center, to capture a larger share of year-round local and regional business. Becom- ing a new place and destination not just for race fans but also for the community is essential. Mak- ing that place sustainable must be based upon the needs and desires of the community. Speedway was founded as, and always has been, a city driving toward the future. Over the past cen- tury, it was a place where ideas created innova- tive technologies that formed part of America’s industrial might, where inventors and innovators transformed dreams into automotive history and the fastest racing cars on the planet. It is a place where amazing things have happened because Printed on recycled paper. ULI–the Urban Land Institute 1025 Thomas Jefferson Street, N.W. Suite 500 West Washington, D.C. 20007-5201 VALLEY CENTER FO RM-BASED CODE STUDY ADMIN DRAFT JUNE 4, 2015 I | TABLE OF CONTENTS VALLEY CENTER SOUTH VILLAGE FORM-BASED CODE STUDY | I 1 South Village Code Overview ............................ 1-1 1.1. Project Background ................................ 1-3 1.2. Code Structure ....................................... 1-4 1.3. Development Incentives ........................ 1-4 2 Authority ........................... 2-1 2.1. General Authority .................................. 2-3 2.2. Effect on existing development and land uses ........................................................ 2-3 2.3. Site Plan Permit Approval Requirement 2-3 2.4. Site Plan Permit Application Requirements ......................................... 2-6 2.5. Site Plan Permit Exemptions .................. 2-6 2.6. Exceptions to South Village Standards Allowed by Site Plan Permit Only ........... 2-7 2.7. User’s Guide ........................................... 2-8 2.8. Relationship to Existing County Plans and Policies ................................................. 2-10 2.9. Guiding Principles ................................ 2-10 3 General regulations .......... 3-1 3.1. General Standards .................................. 3-3 3.2. Lots in Multiple Districts ........................ 3-9 3.3. Parking ................................................... 3-9 3.4. Stormwater Management .................... 3-14 3.5. Utilities ................................................. 3-14 3.6. Civic Buildings....................................... 3-14 3.7. Drive-through Facilities ........................ 3-14 3.8. Accessory Structures/Uses ................... 3-15 3.9. Large Format Buildings......................... 3-15 3.10. Wireless Telecommunication Facilities 3-15 3.11. Energy Efficiency Standards ................. 3-15 4 District Regulations .......... 4-1 4.1. VC-V1 Creekside District ........................ 4-5 4.2. VC-V2 Village Edge District ..................... 4-9 4.3. VC-V3 Village Neighborhood District ... 4-17 4.4. VC-V4 Village Center District ................ 4-27 4.5. VC-V5 Village Core District ................... 4-41 4.6. VC-CD – Civic District ............................ 4-57 5 Public Streets .................... 5-1 5.1. Blocks ..................................................... 5-3 5.2. Procedure for Subdividing Land ............. 5-4 5.3. Street Network ....................................... 5-8 5.4. Street Hierarchy ..................................... 5-8 5.5. Street Types ........................................... 5-8 5.6. Intersection Controls............................ 5-31 5.7. Alleys .................................................... 5-31 5.8. Private Streets ...................................... 5-31 5.9. Vehicle Access ...................................... 5-31 5.10. Intersections and Crosswalks ............... 5-32 5.11. Neighborhood Circulation .................... 5-32 6 Definitions ........................ 6-1 7 Appendix ........................... 7-1 List of Figures Figure 2.1 South Village Code Boundary .............. 2-9 Figure 2.2 General Plan Land Use & Density ...... 2-13 Figure 5: Existing and Potential Streets ................ 5-7 Figure 5.1: Main Street/Mirar de Valle = Modified 2.1D Community Collector ............ 5-12 Figure 5-2: Boulevard Core/Valley Center Road = Modified 4.2A Boulevard ............... 5-14 Figure 5-2 Alt A: Single Vehicle Lane, Diagonal Parking & Cycle Track .................... 5-14 VALLEY CENTER SOUTH VILLAGE FORM-BASED CODE STUDY | 1-1 1 SOUTH VILLAGE CODE OVERVIEW This chapter describes the context, background and construction of the South Village Code. 1 | OVERVIEW VALLEY CENTER SOUTH VILLAGE FORM-BASED CODE STUDY | 1-5 Figure 1.1: South Village District Plan 3 | GENERAL REGULATIONS VALLEY CENTER SOUTH VILLAGE FORM-BASED CODE STUDY | 3-3 3.1. General Standards Lot Characteristics a. Lot Lines abutting a Thoroughfare shall be known as a Frontage Line as per Table 3.1. b. Frontage Setbacks are measured from Property Lines, and not measured from Public Right-of-Way Center line(s). c. Lots with multiple Lot Lines abutting a Thoroughfare shall designate one Frontage Line as a Primary Frontage Line, with all remaining Frontage Lines designated as Secondary Frontage Lines. d. Lot Width shall be calculated as the length of the Primary Frontage Line of a Lot, measured from side Lot Line to side Lot Line. (See Summary Tables for each VCV-Zone) e. Where multiple Lots are aggregated under single ownership, the side Setbacks between assembled Lots may be eliminated. f. Lots shall be regulated according to three horizontal Layers as shown on Table 3.1 and according to the following guidelines: i. First Layer - The area of a Lot from any Frontage Line to the Facade of the Primary Building. ii. Second Layer - The area of a Lot set behind the first Layer to a depth of 20 feet. iii. Third Layer - The area of a Lot set behind the second Layer and extending to the rear Lot Line. GENERAL REGULATIONS | 3 3-4 | COUNTY OF SAN DIEGO Table 3.1 Lot Layer Summary Primary Frontage Line A Lot line bordering the primary access from the Public Frontage along a thoroughfare. Secondary Frontage Line Corner Lots have more than one Frontage Line. One Frontage Line is designated the Primary Frontage Line and all remaining Frontage Lines are designated as Secondary Frontage Lines. Lot Width The length of the Primary Frontage Line of a Lot First Layer The area of a Lot from the Frontage Line to the Façade of the Principal Building. Second Layer The area of a Lot set behind the 1st Layer to a depth of 20 feet in all V-Zones. Third Layer The area of a Lot set behind the 2nd Layer and extending to the rear Lot Line. Primary Front Setback The area of a Lot measured from the Primary Frontage Line to the nearest permissible location of a Principal Building, excluding Encroachments. Secondary Front Setback The area of a Lot measured from the Secondary Frontage Line to the nearest permissible location of a Principal Building, excluding Encroachments. Side Setback The area of a Lot measured from any side Lot Line to the nearest permissible location of a Principal Building, excluding Encroachments. Rear Setback The area of a Lot measured from a rear Lot Line to the nearest permissible location of a Principal Building or Outbuilding, excluding Encroachments. Primary Building The main building on a Lot. Outbuilding A building located toward the rear of a Lot, such as a garage, carport, or workshop and may include an Accessory Unit. 3 | GENERAL REGULATIONS VALLEY CENTER SOUTH VILLAGE FORM-BASED CODE STUDY | 3-5 Building Placement a. Front, Side and Rear Setbacks control the spatial enclosure of Thoroughfares and Civic Spaces, and are coordinated by district. b. Buildings shall be positioned within the designated setbacks of their Lots to create Freestanding Rural Building(s) or Attached Compact Building(s) as indicated for each district as generally illustrated on Tables 4.2.2, 4.3.2, 4.4.2, and 4.5.2. c. Primary Building Facades shall be built parallel to the Frontage Line of a Lot. d. Lot coverage by buildings and impermeable surfaces shall be regulated as a percentage of each Lots area. e. Primary Building Facades shall be built out along a minimum percentage of a Lot’s Width, as specified for each Zoning District as Facade Build-out abutting the minimum front yard setback on the Primary Frontage thoroughfare. f. The front or side of every building must face the street. Rear facing buildings, loading docks, overhead doors and service entries are prohibited on street facades. Table 3.2 Building Placement on the Lot A. FREESTANDING RURA L BUILDINGS (DETACHE D) Defined by their open space (yard) with Porches, Common Yards, and Terrace frontages (see Section 3.4). All of VC-V1, VC-V2, VC-V3 and a majority of VC-V4 with less in VC-V5 will include detached buildings. Residential, commercial and horizontal mixed use buildings use this building and yard type. i. Edgeyard: The placement of a Primary Building within the boundaries of its Lot to create an Edgeyard around the building, with Setbacks on all sides. The Primary Frontage Line is along the Thoroughfare. ii. Sideyard: The placement of a Primary Building within the boundaries of its Lot to create a private Sideyard, with a Setback to one side. B. COMPACT BUILDINGS (ATTACHED) Defined by their various shop front, entry planter, and stoop frontages with the yard in the rear or mid Lot. The V4 and V5 Districts exemplify this pattern. Rowhouses, stacked flats, commercial buildings and vertical mixed use building use this building type. The majority of Valley Center is limited to 2 floors and 35 height with 3 floor buildings allowed in V-4 and V-5 Districts. i. Rearyard: The placement of a Primary Building within the boundaries of its Lot to create a Rearyard, leaving the rear of the Lot as private space or available for dedicated parking in its commercial form. ii. Courtyard: The placement of a Primary Building within the boundaries of its Lot to create a private Courtyard, while internally defining one or more private patios. 3 | GENERAL REGULATIONS VALLEY CENTER SOUTH VILLAGE FORM-BASED CODE STUDY | 3-7 Building Height a. Permitted building heights shall be measured in number of Floors and maximum height. b. Floors may not exceed 16 feet in maximum height from ground floor to upper floor. c. Floors may not exceed 14 feet in maximum height on upper floor to floor max. d. Maximum height limit is 2-story and 35 feet except in the V-2 and V-3 Districts and 3-story and 45 feet in the V-4 and V-5 Districts. e. Height is measured by the vertical distance from the adjoining sidewalk average to the highest point of a flat roof or the mid-point between the eave and the highest gable of a pitched or hipped roof. Mechanical equipment shall be screened. f. Purposely-built steeples, masts, belfries, clock towers, water tanks and windmills only shall not exceed a maximum 45 feet height limit, and/or not to exceed 35% of the maximum building height. Mechanical equipment shall be screened. Table 3.3 Building Height Definition Illustrated A. FREESTANDING RURA L BUILDINGS (DETACHE D) Height: Maximum height shall be 35 feet and 2 floors without exception. The max. height includes all roof ridges, parapets, and rooftop mechanical equipment screens. B. COMPACT BUILDINGS (ATTACHED) Height: The maximum height shall be 35 feet and 2 floors (Exception: V-5 lots shall be 45 feet and 3 floors) The max. height(s) include all roof ridges, parapets and rooftop mechanical equipment screens. Private Frontages a. Building Encroachments are permitted to extend into the First Layer of any Lot by a specific percentage as indicated for each Zoning District as per each Zoning District’s Public Encroachment Tables. GENERAL REGULATIONS | 3 3-10 | COUNTY OF SAN DIEGO Table 3.7 Parking and Storage Placement Standards Parking Standards Diagrams These on-site parking standards represent methods that do not allow driveways and garages to dominate the faces of buildings. Alleys or rear lanes shall be used for vehicular access. Street frontage may be used for access only at lots where alleys or lanes do not exist. PARKING PLACEMENT DISTRICT V2 V3 V4 V5 a. Front/First Lot Layer     b. Front/Third Lot Layer   c. Front/Second Lot Layer   PARKING PLACEMENT DISTRICT V2 V3 V4 V5 d. Side Loaded/Second and Third Lot Layer    e. Alley/Outbuilding     f. Alley/Park Beside     g. Front and Side/Second and Third Lot Layer    h. Alley Parking with Mixed Use     3 | GENERAL REGULATIONS VALLEY CENTER SOUTH VILLAGE FORM-BASED CODE STUDY | 3-11 PARKING PLACEMENT DISTRICT V2 V3 V4 V5 i. Alley/Carport and Within Building     V-1 Creekside a. Parking and storage is not allowed within the V1 – Creekside Districts except for small public trailhead parking areas not to exceed six (6) spaces where approved as part of a trail system plan. b. On-street parking may be provided along the adjacent Parkway Couplet (1- way) or Parkway (2-way) street types permitted in the adjacent Village Edge Districts. V-2 Village Edge a. The required number of parking spaces per general Land Use are as specified on Table 3.5. b. Street frontage may be used for vehicular access only at lots where: i. alleys or lanes do not exist; or ii. where the single driveway will provide sole access to three or more principle dwellings. c. Driveways shall be no wider than 12 feet in the first Lot Layer. d. Open parking areas shall be located in the second and third Lot Layers. e. Alleys or rear lanes shall be used for vehicular access. f. Garages shall be located in the second and third Lot Layer except that side or rear entry types may be allowed in the second Lot Layer. g. . h. Outdoor Storage shall be located in the second and third Lot Layers on Table 5.3 Parking and Storage Diagram. i. Outdoor Storage shall be enclosed by a minimum six (6) feet and maximum eight (8) feet opaque fence. V-3 Village Neighborhood a. The required number of parking spaces per general Land Use is as specified on Table 3.5. b. Driveways shall be no wider than 18 feet in the first Lot Layer. c. Open parking areas shall be located in the second and third Lot Layers, except that driveways, drop-offs and unpaved parking areas may be located in the first Lot Layer. d. Garages shall be located in the third Lot Layer except that side or rear entry types may be allowed in the second Lot Layer by Exception. e. Outdoor Storage shall be located in the second and third Lot Layers on Table 3.1 Parking and Storage Diagram. f. Outdoor Storage shall be enclosed by a minimum six (6) feet and maximum eight (8) feet opacity fence. V-4 Village Center a. All parking areas and garages shall be located in the second and third Lot Layer as illustrated on Table 3.1. b. Driveways shall be no wider than 12 feet in the first Lot Layer. c. The minimum number of parking spaces required for each Use is specified on Table 3.5. Parking requirements shall only be adjusted as specifically indicated in this Section. 7 | APPENDIX VALLEY CENTER SOUTH VILLAGE FORM-BASED CODE STUDY | 7-9 1 2 Table of Contents Introduction ................................................................................................................................................................................. 5 Where Did the Goals, Policies, and Land Use Map for My Community’s Plan Go? ........................................................... 6 Relationship of the Community Plan to the Countywide Plan ............................................................................................... 6 The Draft Community Plan for Public Review .............................................................................................................................. 7 How to Use This Plan ............................................................................................................................................................................. 7 Values Statement .................................................................................................................................................................... 12 Aspirations Statement .......................................................................................................................................................... 13 Action Plans .............................................................................................................................................................................. 14 Community Focus Statement A: Improve the overall safety of the community. ........................................................... 15 Action Statement A.1: Coordinate with the County to design walkable routes to local schools, Helendale Community Park, and Silver Lakes’ parks to improve pedestrian safety. ............................................... 15 Action Statement A.2: Coordinate with the County to improve safety issues caused by Route 66 tourism on National Trails Highway by advocating for speed limit reductions, potential road improvements in high crash areas, targeted traffic enforcement, and an education program in conjunction with Route 66 tourism groups to educate tourists on road safety and high-risk behaviors caused by driver inattention or distraction. ...................................................................................................... 19 Action Statement A.3: Install additional streetlights to residential streets. ................................................................ 22 Action Statement A.4: Construct sidewalks along Helendale Road and Shadow Mountain Road. .................... 24 Action Statement A.5: Develop a neighborhood watch program. ................................................................................ 27 Action Statement A.6: Enhance the bridge across the Mojave River on Vista Road to meet minimum ADA criteria for pedestrian access. ........................................................................................................................................... 29 Action Statement A.7: Promote the relationship between the County and the Community Services District by designating a community liaison that communicates the need and desires of Helendale residents to the Board of Supervisors and County agencies. .......................................................................................... 32 Community Focus Statement B: Improve the visibility and access to Helendale from Route 66 and Interstate 15 ........................................................................................................................................................................................... 34 Action Statement B.1: Coordinate with the County to design a corridor plan for National Trails Highway that improves aesthetics, provides wayfinding and addresses safety from Oro Grande through Helendale. ........................................................................................................................................................................ 34 Action Statement B.2: Establish a more visible gateway to Helendale on Vista Road and National Trails Highway to attract tourism traffic to local retail. ...................................................................................................... 37 Action Statement B.3: Coordinate with the County to re-evaluate an alternative access to Helendale from Wild Road or Shadow Mountain Road. ......................................................................................................................... 39 Action Statement B.4: Advocate for the County to re-evaluate an access strategy from Helendale to Interstate 15. ..................................................................................................................................................................................... 41 Action Statement B.5: Coordinate with the County to re-evaluate a grade separated crossing at Shadow Mountain Road. .............................................................................................................................................................. 44 3 Community Focus Statement C: Maintain and enhance Helendale’s aesthetic value ................................................. 47 Action Statements C.1: Expand the desert cleanup program to at least 2 times a year to reduce the overall amount of refuse and litter on undeveloped and public lands within Helendale. .................................... 47 Action Statement C.2: Design and promote education materials to help residents understand what constitutes potential code violations and how to report illegal dumping activities. .............................................. 49 Action Statement C.3: Design a recycled water system for irrigation and landscaping. ........................................ 52 Community Focus Statement D: Attract new development to Helendale while maintaining the existing community character and rural desert lifestyle. ........................................................................................................................ 54 Action Statement D.1: Coordinate with the San Bernardino County Economic Development Agency (EDA) to market available properties for industrial and commercial development. ............................................... 54 Action Statement D.2: Promote the San Bernardino County EDA Business Services website and the California Businesses Portal to business prospects and existing businesses for potential incentives and programs available. ............................................................................................................................................................... 57 Action Statement D.3: Establish a local Design Committee to provide advisory input to the County on land development matters. ................................................................................................................................................... 60 Action Statement D.4: Develop stronger coordination on planning between the Silver Lakes HOA, Helendale Community Services District and the County. ................................................................................................. 62 Action Statement D.5: Coordinate with the CSD and incumbent utilities, such as Frontier, to provide higher speed internet access for Helendale residents including broadband internet (20Mbps or higher) and public hotspots. ....................................................................................................................................................... 64 Action Statement D.6: Collaborate with the U.S. Postal Service to improve service at the local post office. ................................................................................................................................................................................................... 66 Community Focus Statement E: Improve open space and recreational opportunities for Helendale residents. ................................................................................................................................................................................................. 68 Action Statement E.1: Continue the development of, and expand upon, a parks and recreation program that is for all Helendale residents, including completing development of Helendale Community Park. ............................................................................................................................................................................ 68 Action Statement E.2: Establish more walking and multi-use trails within the community including areas such as the wash and the Mojave River. ...................................................................................................................... 70 Action Statement E.3: Enhance recreation programs for youth as well as programs for life-long learning .............................................................................................................................................................................................. 73 Action Statement E.4: Create a little league park and practice fields ........................................................................... 75 Action Statement E.5: Establish more family-friendly programming such as “Movies in the Park”. .................. 77 Action Statement E.6: Construct a community gym with workout facilities and an indoor pool. ...................... 79 Action Statement E.7: Enhance the existing Dog Park. ...................................................................................................... 81 Action Statement E.8: Coordinate with the Helendale School District on a joint use agreement in order to expand before and after school activities for youth. ......................................................................................... 83 Action Statement E.9: Establish a public access computer center with internet access. ....................................... 85 APPENDIX A .............................................................................................................................................................................. 87 Helendale Community Profile .......................................................................................................................................................... 87 4 15 Community Focus Statement A: Improve the overall safety of the community. Action Statement A.1: Coordinate with the County to design walkable routes to local schools, Helendale Community Park, and Silver Lakes’ parks to improve pedestrian safety. Benchmark: Implement a community led Safe Routes to School (SRTS) program, and implement at least one project committed to increasing safety through expanded walking and bicycling to schools around the community. Champion: Helendale School District Estimated Cost: Contingent upon level of improvements Helendale is served by three schools located in the community: Helendale Elementary School, ACE Charter School, and Independence Charter Academy. The community generally lacks adequate pedestrian and bicycle facilities along its roadways, so many children cannot safely walk or ride their bikes to the schools. The bridge over the Mojave River along Vista Road provides access between most of the residential areas and Independence Charter Academy; however, it only includes a narrow sidewalk on one side of the bridge and has limited Americans with Disabilities Act (ADA) accommodations. To aid in providing adequate pedestrian infrastructure and to encourage increased mobility among the community’s children, Helendale can develop and implement a Safe Routes to School (SRTS) Program. A Safe Routes to School Program encourages children to walk or bike to school. Such a program funds projects that remove barriers which prevent children from walking or biking to school, as well as projects that actively promote the activity. Barriers may include a lack of or unsafe infrastructure and/or a lack of programs that promote walking and bicycling through educational programs for children, parents, and the community. In California, Caltrans administers two separate versions of the program, a State-legislated program, SR2S, and a federal program, SRTS. Per Caltrans, the following table summarizes the key differences between the programs. A1 Photo source: Flickr, Mayor McGinn 16 Program Features State-Legislated Program – SR2S Federal Program – SRTS Eligible Applicants Cities and counties State, local, and regional agencies and Native American tribes experienced in meeting federal transportation requirements. Nonprofit organizations, school districts, and public health departments must partner with a city, county, metropolitan planning organization (MPO), or regional transportation planning agency (RTPA) to serve as the responsible agency for their project. Eligible Projects Infrastructure projects Stand-alone infrastructure or non- infrastructure projects Local Match 10% minimum required None Project Completion Deadline Within 4½ years after project funds are allocated to the agency Within 4½ years after project is amended into the federal transportation improvement program (FTIP) Restrictions on Infrastructure Projects Must be located in the vicinity of a school Infrastructure projects must be within 2 miles of a grade school or middle school Targeted Beneficiaries Children in grades K–12 Children in grades K–8 Funding $24.25M annual funding $21–25M annual funding Caltrans identifies the following general steps for communities such as Helendale to follow when establishing a Safe Routes to School Program: • Identify community stakeholders and form a multidisciplinary team of partners committed to working together in developing a community vision, developing project applications, and implementing those projects if selected for funding. • Inventory and identify safety needs/hazards around schools; get information and seek out resources; and propose alternatives that would correct those needs/hazards. • Prioritize alternatives and select the best alternative that proposes short-term and long-term safety solutions in the form of projects. • Develop a plan for the project. • Submit an application to compete for funding for the project when a call for projects cycle is under way. Note: Focus Statements A.2, B.1, and B.2 are very similar and could be addressed as part of one planning process. The community should consider all three objectives at once when considering implementation of these focus statements. 17 Action Action Leader Timeline Objective Resources 1. Host a community meeting to identify stakeholders committed to working together in developing and implementing the project. Community leaders, Helendale School District Months 1–3 San Bernardino County Transportation Authority (SBCTA) http://gosbcta.com/index.html National Center for Safe Routes to School, Program Implementation Guidance http://www.saferoutesinfo.org/progr am-tools/build-sustain-program Caltrans – SRTS Program Local Assistance http://www.dot.ca.gov/hq/LocalProg rams/saferoutes/srts.htm Riverside, California: SRTS Coalition sees success in Riverside (case study) http://www.saferoutesinfo.org/progr am-tools/success-stories/riverside- california-srts-coalition-sees-success- riverside Walk-Bike to School http://www.walkbiketoschool.org/ Caltrans Local Assistance http://www.dot.ca.gov/hq/LocalProg rams/saferoutes/saferoutes.htm Safe Routes to School National Partnership http://saferoutespartnership.org/hea lthy-communities/policy- change/federal 2. Coordinate with SBCTA to determine any planned SRTS projects and whether Helendale can be included in the next round of studies. Engage SBCTA as a partner. SRTS Team Months 1–3 3. Contact the Board of Supervisors to voice interest in developing a SRTS program and increasing safety in the community. SRTS Team Months 1–3 4. Identify appropriate assessment studies to be conducted as a way to inventory and identify safety needs and hazards around schools, get information and seek out resources, and propose alternatives that would correct those needs and hazards. SRTS Team Months 3–9 5. Once appropriate assessment studies are conducted and needs have been identified, prioritize alternatives and select the best alternative that proposes short-term and longer-term safety solutions in the form of projects. SRTS Team Months 9–12 18 6. Develop a plan for the implementation of the project. SRTS Team with support from Community leaders, Helendale School District, San Bernardino County Transportation Authority Months 12–15 Safe Routes to School Noteworthy Practices Guide - http://www.saferoutesinfo.org/sites/ default/files/resources/SRTS%20Note worthy%20Practices%20Guide%20FI NAL.pdf California Active Transportation Resource Center: Tools - http://www.casaferoutestoschool.or g/get-assistance/tools/ Safe Routes Info, SRTS Guide - http://guide.saferoutesinfo.org/steps /index.cfm http://www.saferoutesinfo.org/progr am-tools/funding http://www.dot.ca.gov/hq/LocalProg rams/saferoutes/srts_process.htm 7. For Caltrans SR2S funding, submit an application to compete for funding for the project when a call for projects cycle is under way. Other non-state or federal funding opportunities can be sought out. The Safe Routes to School National Partnership offers resources and links to privately available funding sources. SRTS Team with support from Community leaders, Helendale School District, San Bernardino County Transportation Authority Months 15–18