HomeMy WebLinkAboutMichael Baker International formerly Pacific Municipal Consultants - PMC - 2013-10-07Dept. ID CD 16-018 Page 1 of 2
Meeting Date: 12/19/2016
;"6 v&-b 7
MEETING DATE: 12/19/2016
SUBMITTED TO: Honorable Mayor and City Council Members
SUBMITTED BY: Fred A. Wilson, City Manager
PREPARED BY: Scott Hess, AICP, Director of Community Development
SUBJECT: Approve extension for the update to the City of Huntington Beach General Plan
contract with Michael Baker International, formerly Pacific Municipal Consultants,
DBA PMC through October 6, 2017; and, authorize execution of Contract
Amendment No.1
Statement of Issue:
The City and Michael Baker International, formerly PMC, entered into a Professional Services
Contract to provide consulting services regarding updating the City's General Plan. The
Professional Services agreement needs to be extended for an additional period, until October 6,
2017, to cover existing services and finish the project. The existing Professional Services
agreement lapsed and Staff is requesting extending the term to cover existing services and finish
the project. The City Council already provided budgetary authority so no additional funds are
required.
Financial Impact:
Funds for this service are budgeted in General Plan contract services account 10060601.69365.
Recommended Action:
A) Approve an extension for the update to the City of Huntington Beach General Plan contract
between Michael Baker International from October 7, 2016, to October 6, 2017; and,
B) Authorize the Mayor and City Clerk to execute "Amendment No. 1 to Professional Services
Contract Between the City of Huntington Beach and Michael Baker International, Inc. (formerly
Pacific Municipal Consultants, dba PMC, an S-California Corporation) to Prepare a Comprehensive
Update of the City of Huntington Beach General Plan" for this extension in a form approved by the
City Attorney.
Alternative Action(s):
Do not approve an extension to the existing agreement and direct staff accordingly.
Analysis:
The City of Huntington Beach entered into a three (3) year professional Service Contract with PMC
October 7, 2013, for preparation of a comprehensive update of the City's General Plan. The term
of the Professional Services agreement inadvertently expired before the project was completed.
Currently, 70% of the project is complete and this amendment will allow the Consultants to finish
the work in accordance with the budgeted amount that was already approved by City Council.
Item 12. - 1 K - 4-
Dept. ID CD 16-018 Page 2 of 2
Meeting Date: 12/19/2016
Environmental Status:
The request is exempt pursuant to Section 15061(b)(3) of the California Environmental Quality Act.
Strategic Plan Goal:
Strengthen Economic and Financial Sustainability
Attachment(s):
1. Amendment No. 1 to Professional Services contract between the City of Huntington Beach and
Michael Baker International, Inc. (formerly Pacific Municipal Consultants, DBA PMC, an S-
Corporation) to prepare a comprehensive update of the City of Huntington Beach General Plan.
2. Original professional services contract between the City of Huntington Beach and Pacific
Municipal Consultants for Preparation of a Comprehensive Update to the City of Huntington Beach
General Plan.
SH:JJ:DG:kdc
HB -85- Item 12. - 2
ATTACHMENT #1
AMENDMENT NO. 1 TO PROFESSIONAL SERVICES CONTRACT
BETWEEN THE CITY OF HUNTINGTON BEACH AND
MICHAEL BAKER INTERNATIONAL, INC.
(FORMERLY PACIFIC MUNICIPAL CONSULTANTS,
DBA PMC, ANT S-CALIFORNIA CORPORATION)
TO PREPARE A COMPREHENSIVE UPDATE OF
THE CITY OF HUNTINGTON BEACH GENERAL PLAN
THIS AMENDMENT is made and entered into by and between the CITY OF
HUNTINGTON BEACH, a California municipal corporation, hereinafter referred to as
"City," and MICHAEL BAKER INTERNATIONAL, INC., a Pennsylvania corporation
hereinafter referred to as "CONSULTANT."
WHEREAS, City and Consultant are parties to that certain agreement, dated
October 7, 2013, entitled "Professional Services Contract Between the City of
Huntington Beach and Pacific Municipal Consultants to Prepare a Comprehensive
Update of the City of Huntington Beach General Plan," which agreement shall
hereinafter be referred to as the "Original Agreement," and
City and Consultant wish to amend the Original Agreement to extend the term of
the Original Agreement,
NOW, THEREFORE, it is agreed by City and Consultant as follows:
ADDITIONAL TIME
The term of the Original Agreement is extended to October 7, 2017.
REAFFIRMATION
Except as specifically modified herein, all other terms and conditions of
the Original Agreement shall remain in full force and effect.
[SIG RTATURES ON FOLLOWING PAGE]
16-55031147669-mv
CONSULTANT,
MICHAEL BAKER INTERNATIONAL, INC.,
a Pennsylvania corporation
11
ihi I 162 b• Car der
print name
ITS: (circle one) Chairman/Presiden ice President
AND
By:
print name
ITS: circle one) Secretary/Chief Financial Officer Asst_
SecretaryTreasurer
CITY OF HUNTINGTON BEACH,
a municipal corporation of the State of
California
Mayor
City
INITIATED AND APPROVED:
id&��
Director of Community Development
APPROVED AS TO FORM:
� r _
l.
City Attorney w .
Date c7- — � g —
RECEIVE AND FILE:
�&hw&lltj
City Clerk,
16-5503/147669/mv 2
CONSULTANT,
MICHAEL BAKER INTERNATIONAL, INC.,
a Pennsylvania corporation
By:
12 h C'
print name =President
ITS: (circle one) Chairman/Presiden
AND
By:_ AAA '- (1 4,
Alichael
print name
ITS: circle one) Secretary/Chief Financial Office Asst.
Secretor} Treasurer
CITY OF HUNTINGTON BEACH,
a municipal corporation of the State of
California
Mayor
City Clerk
INITIATED AND APPROVED:
Director of Community Development
APPROVED AS TO FORM:
City Attorney *-V
Date
RECEIVE AND FILE:
City Clerk
Date
16-5503/147669/mv 2
City of Huntington Beach
2000 Main Street ♦ Huntington Beach, CA 92648
(714) 536-5227 ♦ www.huntingtonbeachca.gov
Office of the City Clerk
Robin Estanislau, City Clerk
December 20, 2016
Michael Baker International, Inc.
ATTN: Pam Warfield
2729 Prospect Park Drive, Suite 220
Rancho Cordova, CA 95670
Dear Ms. Warfield:
Enclosed for your records is a copy of the fully executed "Amendment No. 1 to Professional
Services Contract Between the City of Huntington Beach and Michael Baker International,
Inc. (Formerly Pacific Municipal Consultants, dba PMC, an S-California Corporation) to
Prepare a Comprehensive Update of the City of Huntington Beach General Plan."
Sincerely,
W4 C, a OEM, i
Robin Estanislau, CIVIC
City Clerk
RE:pe
Enclosure
Sister Cities: Anjo, Japan ♦ Waitakere, New Zealand
We Make o Difference
INTERNATIONAL
December 14, 2016 E C E I V
E ru"
DEC 7. 9 2016
Ms. Debra Gilbert
Community Development Department Dept. of Planning & Building
CITY OF HUNTINGTON BEACH
2000 Main Street, 3,d Floor
Huntington Beach, CA 92648
RE: AMENDMENT I TO THE AGREEMENT FOR THE CITY OF HUNTINGTON
BEACH GENERAL PLAN UPDATE PROJECT
Dear Ms. Gilbert:
Enclosed please find the signed amendments to the above project contract for processing.
Upon final approval and signature, kindly return a copy to us via email or mail to:
Pam Warfield
Michael Baker International, Inc.
2729 Prospect Park Drive, Suite 220
Rancho Cordova, CA 95670
If by email: To Pam Warfield at pwarfieldambakerintl.com.
Thank you for allowing Michael Baker International to continue to be of service to the City of Huntington
Beach under this amendment. We greatly appreciate the opportunity.
If we may be of assistance in any way, please contact Pam Warfield at email address
pwarfield(aDmbakerintl.com or by telephone at (916) 231-3353.
Sincerely,
Cindy Okamoto
Executive Secretary
Michael Baker International I Irvine
•w
ATTACHMENT #2
� coc"y Dept. ID PPage 7 of 3
Meeting Date: 10J7J2013
JVPRo _ a
MEETING DATE: 10/7/2013
SUBMITTED TO: Honorable Mayor and City Council Members
SUBMITTED BY: Fred A. Wilson, City Manager
PREPARED BY: Scott Hess, AICP, Director of Planning and Building
SUBJECT: Approve and authorize execution of a Professional Services Contract between
the City of Huntington Beach and Pacific Municipal Consultants to prepare a
comprehensive update of the City of Huntington Beach General Plan.
Statement of Issue:
This is a request to enter into a three (3) year Professional Services Contract between the City and
Pacific Municipal Consultants for preparation of a comprehensive update of the City's General Plan.
The project will encompass the associated program level environmental impact report and various
technical studies, including the equivalent of a climate action plan, a sea level rise study, a fire and
police department service level analysis and a targeted update of the citywide urban runoff
management plan.
Financial Impact:
Total appropriations of $1,978,174 in the General Fund to the Planning and Building Department
Professional Services Account 10060201.69365 are requested for the three year term of the
contract. It is anticipated these funds will be offset by revenue collected in accounts 100.35660
Assigned General Plan Maintenance and 10000100.42825 General Plan Maintenance Fee
Account. The FY13/14 Adopted Budget currently includes $500,000 for the General Plan Update.
The remaining appropriations of $1,478,174 will be used to cover the current and/or future year's
budgets, as needed to execute the contract.
Recommended Action:
A) Approve and authorize the Mayor and City Clerk to execute a three (3) year Professional
Services Contract not to exceed $1,978,174 between the City of Huntington Beach and Pacific
Municipal Consultants, to prepare a comprehensive update of the City of Huntington Beach General
Plan (Attachment No.1); and,
B) Appropriate funds in the total amount of $1,978,174 over a three year period from the General
Fund to the Planning and Building Department Professional Services Account 10060201.69365.
Alternative Action(s):
The City Council may make the following alternative motion(s):
1) Deny the Contract between the City and Pacific Municipal Consultants.
2) Continue the item and direct staff accordingly.
Item 12. - 5 HB -88-
Dept. ID PL 13-022 Page 2 of 3
Meeting Date: 10/7/2013
Analysis:
A. PROJECT BACKGROUND
The City's General Plan was last comprehensively updated in 1996. Since that time there have
been notable physical changes in the city, amendments to State laws that require analysis and data
that the General Plan does not currently have, and a growing interest to incorporate sustainability
into city functions. As a result, the City has identified the need to update the General Plan. The
City Council held two study sessions, in March and August, regarding potential scope, budget and
timeline of a General Plan update and provided direction to staff.
The update of the General Plan would include a number of separate technical studies and plans, as
follows: sea level rise study, coastal resiliency plan, sustainability/climate action plan, urban runoff
impact study, market trend and fiscal analysis, biological report and service level study for fire and
police. These studies will be used to update the General Plan and the subsequent update of the
City's Local Coastal Program. However, they will also provide information that supports the City's
compliance with National Pollutant Discharge Elimination System (NPDES) requirements, the City's
Insurance Services Office (ISO) ratings and prioritization of Capital Improvement Program (CIP)
projects. The update would also include community outreach. Based on City Council direction,
there would be a General Plan Advisory Committee.
In preparation for the need to update the General Plan, the City Council adopted a General Plan
Maintenance Fee in 2004. This fee is assessed on all new construction and is intended to pay for
the City's consultant costs. The existing fund balance in this account is approximately $665,000,
and over $800,000 is expected to accrue in the next couple of years, which will coincide with the
length of time needed to complete the project (approximately 2 '/2-3 years). The City will continue
to receive these revenues to fully pay back any General Fund monies that may be used and to
complete other General Plan related projects, i.e. subsequent update of the City's Coastal Element,
which will occur after the General Plan update. In addition, the City has applied for two grants
related to the technical studies and will continue to seek out other sources of funds.
B. CONSULTANT SELECTION PROCESS
Staff issued a Request for Proposals (RFP) in May, which was sent to 13 firms of varying specialty
due to the range of work associated with the City's project. Five of the firms are considered
general planning consultants, four are primarily environmental consultants, two are economic firms,
one is a management consultant and one is an engineering firm. The City received proposals from
four qualified consultant teams, comprised of many of the firms that the City sent the RFP to, led
by the following consultants:
- The Chambers Group
- MIG
- The Planning Center/DC&E
- Pacific Municipal Consultants (PMC)
Proposals were reviewed by nine staff members from various departments: Administration, Fire,
Planning and Building, Police, and Public Works. Staff from Fire, Planning and Building, and
Public Works then conducted interviews with each of the four teams.
The PMC team and proposal was rated as superior by staff due to their high level of technical
expertise and experience with the City of Huntington Beach. The PMC project manager was the
H B -89- . Item 12. - 6 :
Dept. ID PL 13-022 Page 3 of 3
Meeting Date: 10/7/2013
author of the City's recent Circulation Element update and most recently has been the project
manager for the award winning General Plan Update for the City of Orange and the City of
Burbank General Plan Update. In addition, he has significant experience preparing climate and
sustainability action plans; his plans for the City of West Hollywood and County of Yolo are award
winning. The depth and knowledge of PMC staff is excellent. They have a successful track
record for meaningful outreach, coastal experience and strong sustainability credentials. The
subconsultants on the PMC team have significant experience in Huntington Beach and/or are
known for their outstanding work. Of note, Atkins has prepared numerous EIRs for the City;
Stantec staff completed the recent update of the City's traffic model; Moffat & Nichol has worked
on numerous coastal projects including the Bolsa Chica and Huntington Beach Wetlands and is
currently completing work for the Huntington Harbour area; Stanley R. Hoffman Associates is
preparing the City's Economic Development Strategy; and Matrix has done work related to Fire
and Police Dispatch. Another factor in staff's recommendation for the General Plan consultant
was which team would be the best fit for the community. Staff believes the PMC team will be very
effective in working with the various interest groups, appointed and elected officials and staff.
The other three proposals were adequate and the lead firms have very good reputations in the
planning field. However, staff does not believe that the depth of the assembled teams proposed
by these firms is as strong, nor did all of the team members appear to be as good a fit for the
community.
From a cost perspective, the PMC proposal was the third lowest; however, three of the proposals
were fairly close. There was variation amongst the proposals in terms of approach to some of the
technical studies and once this was adjusted for a better comparison, there was little cost
difference between the firms (less than $100,000). Therefore, staff believes that the PMC cost
proposal is a reasonable and responsible one that anticipates significant community participation
and solid technical research.
C. STAFF RECOMMENDATION:
A Professional Services Contract between the City and PMC is recommended to prepare a
comprehensive update of the General Plan, the associated Program EIR and technical studies as
discussed above. The scope of work is expected to cost $1,720,151. Due to the complexity of the
project, staff is recommending a 15 percent contingency budget, which would only be used if
needed. Therefore, staff recommends the City Council approve the contract with PMC, in the
amount of $1,978,174, and authorize the City Manager and City Clerk to execute the documents.
Environmental Status:
The request is exempt pursuant to Section 15061(b)(3) of the California Environmental Quality Act.
Strategic Plan Goal:
Improve the City's infrastructure
Attachment(s):
1) Professional Services Contract Between the City of Huntington Beach and Pacific Municipal
Consultants for Preparation of a Comprehensive update to the City of Huntington Beach
General Plan
2) Insurance Certificate and Waiver
SH:MBB:DG:kdc
Item 12. - 7 HB -90-
A 0 min w T 'Am "rmim M N I`
flB -91- Item 12. - 8
PROFESSIONAL SERVICES CONTRACT BETWEEN
THE CITY OF HUNTINGTON BEACH AND
PACIFIC MUNICIPAL CONSULTANTS
FOR
PREPARATION OF A COMPREHENSIVE UPDATE TO THE CITY OF HUNTINGTON
BEACH GENERAL PLAN
THIS AGREEMENT ("Agreement") is made and entered into by and between the City of
Huntington Beach, a municipal corporation of the State of California, hereinafter referred to as
"CITY," and Pacific Municipal Consultants, dba PMC, a S-California Corporation hereinafter
referred to as "CONSULTANT."
WHEREAS, CITY desires to engage the services of a consultant to prepare a comprehensive
update to the the City of Huntington Beach General Plan; and
Pursuant to documentation on file in the office of the City Clerk, the provisions of the
Huntington Beach Municipal Code, Chapter 3.03, relating to procurement of professional service
contracts have been complied with; and
CONSULTANT has been selected to perform these services,
NOW, THEREFORE, it is agreed by CITY and CONSULTANT as follows:
SCOPE OF SERVICES
CONSULTANT shall provide all services as described in Exhibit "A," which is
attached hereto and incorporated into this Agreement by this reference. These services shall
sometimes hereinafter be referred to as the 'PROJECT."
CONSULTANT hereby designates Philip O. Carter, President who shall represent it
and be its sole contact and agent in all consultations with CITY during the performance of this
Agreement.
agree/ surfnet/professional svcs mayor I of l l
10/12
Item 12. - 9 HB -92- qG,/
2. CITY STAFF ASSISTANCE
CITY shall assign a staff coordinator to work directly with CONSULTANT iri the
performance of this Agreement.
3. TERM: TIME OF PERFORMANCE
Time is of the essence of this Agreement. The services of CONSULTANT are to
commence on 617" 3, 20/3 (the "Commencement Date"). This Agreement
shall automatically terminate three (3) years from the Commencement Date, unless extended or
sooner terminated as provided herein. All tasks specified in Exhibit "A" shall be completed no
later than three (3) years from the Commencement Date. The time for performance of the tasks
identified in Exhibit "A" are generally to be shown in Exhibit "A." This schedule may be
amended to benefit the PROJECT if mutually agreed to in writing by CITY and CONSULTANT.
In the event the Commencement Date precedes the Effective Date, CONSULTANT
shall be bound by all terms and conditions as provided herein.
4. COMPENSATION
In consideration of the performance of the services described herein, CITY agrees to
pay CONSULTANT on a time and materials basis at the rates specified in Exhibit "B," which is
attached hereto and incorporated by reference into this Agreement, a fee, including all costs and
expenses, not to exceed One million seven hundred twenty thousand one hundred fifty one dollars
($1,720,151) with a fifteen percent (15%) contingency, for a contract total amount, not to exceed
one million nine hundred seventy eight thousand one hundred seventy four Dollars ($1,978,174).
5. EXTRA WORK
In the event CITY requires additional services not included in Exhibit "A" or
changes in the scope of services described in Exhibit "A," CONSULTANT will undertake such
agree/ surfnet/professiaLU svcs mayor 2 of 11
10/12
HB -93- Item 12. - 10
work only after receiving written authorization from CITY. Additional compensation for such extra
work shall be allowed only if the prior written approval of CITY is obtained.
6. METHOD OF PAYMENT
CONSULTANT shall be paid pursuant to the terms of Exhibit "B."
7. DISPOSITION OF PLANS. ESTIMATES AND OTHER DOCUMENTS
CONSULTANT agrees that title to all materials prepared hereunder, including,
without limitation, all original drawings, designs, reports, both field and office notices, calculations,
computer code, language, data or programs, maps, memoranda, letters and other documents, shall
belong to CITY, and CONSULTANT shall turn these materials over to CITY upon expiration or
termination of this Agreement or upon PROJECT completion, whichever shall occur first. These
materials may be used by CITY as it sees fit.
8. . HOLD HARMLESS
CONSULTANT hereby agrees to protect, defend, indemnify and hold harmless
CITY, its officers, elected or appointed officials, employees, agents and volunteers from and against
any and all claims, damages, losses, expenses, judgments, demands and defense costs (including,
without limitation, costs and fees of litigation of every nature or liability of any kind or nature)
arising out of or in connection with CONSULTANT's (or CONSULTANT's subcontractors, if any)
negligent (or alleged negligent) performance of this Agreement or its failure to comply with any of
its obligations contained in this Agreement by CONSULTANT, its officers, agents or employees
except such loss or damage which was caused by the sole negligence or willful misconduct of
CITY. CONSULTANT will conduct all defense at its sole cost and expense and CITY shall
approve selection of CONSULTANT's counsel. This indemnity shall apply to all claims and
liability regardless of whether any insurance policies are applicable. The policy limits do not act as
limitation upon the amount of indemnification to be provided by CONSULTANT.
agree/ surfnet/professional sves mayor 3 of I 1
10/12
Item 12. - 11 HB -94- gin;.,,
9. PROFESSIONAL LIABILITY INSURANCE
CONSULTANT shall obtain and furnish to CITY a professional liability insurance
policy covering the work performed by it hereunder. This policy shall provide coverage for
CONSULTANT's professional liability in an amount not less than One Million Dollars
($1,000,000.00) per occurrence and in the aggregate. The above -mentioned insurance shall not
contain a self -insured retention without the express written consent of CITY; however an insurance
policy "deductible" of Ten Thousand Dollars ($10,000.00) or less is permitted. A claims -made
policy shall be acceptable if the policy further provides that:
A. The policy retroactive date coincides with or precedes the initiation of the
scope of work (including subsequent policies purchased as renewals or
replacements).
B. CONSULTANT shall notify CITY of circumstances or incidents that might
give rise to future claims.
CONSULTANT will make every effort to maintain ,similar insurance during the
required extended period of coverage following PROJECT completion. If insurance is terminated
for any reason, CONSULTANT agrees to purchase an extended reporting provision of at least two
(2) years to report claims arising from work performed in connection with this Agreement.
If CONSULTANT fails or refuses to produce or maintain the insurance required by
this section or fails or refuses to furnish the CITY with required proof that insurance has been
procured and is in force and paid for, the CITY shall have the right, at the CITY's election, to
forthwith terminate this Agreement. Such termination shall not effect Consultant's right to be paid
for its time and materials expended prior to notification of termination. CONSULTANT waives the
right to receive compensation and agrees to indemnify the CITY for any work performed prior to
approval of insurance by the CITY.
agree/ surfnet/professional sves mayor 4 of 11
10/ 12
HB -9-5- Item 12. - 12
10. CERTIFICATE OF INSURANCE
Prior to commencing performance of the work hereunder, CONSULTANT shall
furnish to CITY a certificate of insurance subject to approval of the City Attorney evidencing the
foregoing insurance coverage as required by this Agreement; the certificate shall: .
A. provide the name and policy number of each carrier and policy;
B. state that the policy is currently in force; and
C. shall promise that such policy shall not be suspended, voided or canceled by
either party, reduced in coverage or in limits except after thirty (30) days'
prior written notice; however, ten (10) days' prior written notice in the event
of cancellation for nonpayment of premium.
CONSULTANT shall maintain the foregoing insurance coverage in force until the
work under this Agreement is fully completed and accepted by CITY.
The requirement for carrying the foregoing insurance coverage shall not derogate
from CONSULTANT's defense, hold harmless and indemnification obligations as set forth in this
Agreement. CITY or its representative shall at all times have the right to demand the original or a
copy of the policy of insurance. CONSULTANT shall pay, in a prompt and timely manner, the
premiums on the insurance hereinabove required.
11. INDEPENDENT CONTRACTOR
CONSULTANT is, and shall be, acting at all times in the performance of this
f
Agreement as an independent contractor -herein and not as an employee of CITY. CONSULTANT
shall secure at its own cost. and expense, and be responsible for any and all payment of all taxes,
social security, state disability insurance compensation, unemployment compensation and other
payroll deductions for CONSULTANT and its officers, agents and employees and all business
licenses, if any, in connection with the PROJECT and/or the services to be performed hereunder.
agree/ surfnet/professional svcs mayor 5 of 11
10/12
Item 12. - 13 HB -96- P? -
12. TERMINATION OF AGREEMENT
All work required hereunder shall be performed in a good and workmanlike manner.
CITY may terminate CONSULTANT's services hereunder at any time with or without cause, and
whether or not the PROJECT is fully complete. Any termination of this Agreement by CITY shall
be made in writing, notice of which shall be delivered to CONSULTANT as provided herein. In the
event of termination, all finished and unfinished documents, exhibits, report, and evidence shall, at
the option of CITY, become its property and shall be promptly delivered to it by CONSULTANT.
13. ASSIGNMENT AND DELEGATION
This Agreement is a personal service contract and the work hereunder shall not be
assigned, delegated or subcontracted by CONSULTANT to any other person or entity without the
prior express written consent of CITY. If an assignment, delegation or subcontract is approved, all
approved assignees, delegates and subconsultants must satisfy the insurance requirements as set
forth in Sections 9 and 10 hereinabove.
14. COPYRIGHTS/PATENTS
CITY shall own all rights to any patent or copyright on any work, item or material
produced as a result of this Agreement.
15. CITY EMPLOYEES AND OFFICIALS
CONSULTANT shall employ no CITY official nor any regular CITY employee in
the work performed pursuant to this Agreement. No officer or employee of CITY shall have any
financial interest in this Agreement in violation of the applicable provisions of the California
Government Code.
16. NOTICES
Any notices, certificates, or other communications hereunder shall be given either by
personal delivery to CONSULTANT's agent (as designated in Section 1 hereinabove) or to CITY as
agree/ surfnet/professional sves mayor 6 of 11
10/12
HB -97- Item 12. - 14
the situation shall warrant, or by enclosing the same in a sealed envelope, postage prepaid, and
depositing the same in the United States Postal Service, to the addresses specified below. CITY and
CONSULTANT may designate different addresses to which subsequent notices, certificates or
other communications will be sent by notifying the other party via personal delivery, a reputable
overnight carrier or U. S. certified mail -return receipt requested:
TO CITY: TO CONSULTANT:
City of Huntington Beach
ATTN: Mary Beth Broeren
2000 Main Street
Huntington Beach, CA 92648
17. CONSENT
Philip O. Carter, President
Pacific Municipal Consultants
2729 Prospect Park Drive, Suite 220
Rancho Cordova, CA 95670
When CITY's consent/approval is required under this Agreement, its
consent/approval for one transaction or event shall not be deemed to be a consent/approval to any
subsequent occurrence of the same or any other transaction or event.
18. MODIFICATION
No waiver or modification of any language in this Agreement shall be valid unless in
writing and duly executed by both parties.
19. SECTION HEADINGS
The titles, captions, section, paragraph and subject headings, and descriptive phrases
at the beginning of the various sections in this Agreement are merely descriptive and are included
solely for convenience of reference only and are not representative of matters included or excluded
from such provisions, and do not interpret, define, limit or describe, or construe the intent of the
parties or affect the construction or interpretation of any provision of this Agreement.
agree/ surfnet/professional Svcs mayor
10112
7oflt
Item 12. - 15 HB -98- j%,
20. INTERPRETATION OF THIS AGREEMENT
The language of all parts of this Agreement shall in all cases be construed as a
whole, according to its fair meaning, and not strictly for or against any of the parties. If any
provision of this Agreement is held by an arbitrator or court of competent jurisdiction to be
unenforceable, void, illegal or invalid, such holding shall not invalidate or affect the remaining
covenants and provisions of this Agreement. No covenant or provision shall be deemed dependent
upon any other unless so expressly provided here. As used in this Agreement, the masculine or
neuter gender and singular or plural number shall be deemed to include the other whenever the
context so indicates or requires. Nothing contained herein shall be construed so as to require the
commission of any act contrary to law, and wherever there is any conflict between any provision
contained herein and any present or future statute, law, ordinance or regulation contrary to which
the parties have no right to contract, then the latter shall prevail, and the provision of this
Agreement which is hereby affected shall be curtailed and limited only to the extent necessary to
bring it within the requirements of the law.
21. DUPLICATE ORIGINAL
The original of this Agreement and one or more copies hereto have been prepared
and signed in counterparts as duplicate originals, each of which so executed shall, irrespective of the
date of its execution and delivery, be deemed an original. Each duplicate original shall be deemed
an original instrument as against any party who has signed it.
22. IMMIGRATION
CONSULTANT shall be responsible for full compliance with the immigration and
naturalization laws of the United States and shall, in particular, comply with the provisions of the
United States Code regarding employment verification.
agree/ surfnet/professional svcs mayor 8 of 11
10/12
H13 -99- Item 12. - 16
23. LEGAL SERVICES SUBCONTRACTING PROHIBITED
CONSULTANT and CITY agree that CITY is not liable for payment of any
subcontractor work involving legal services, and that such legal services are expressly outside the
scope of . services contemplated hereunder. CONSULTANT understands that pursuant to
Huntington Beach City Charter Section 309, the City Attorney is the exclusive legal counsel for
CITY; and CITY shall not be liable for payment of any legal services expenses incurred by
CONSULTANT.
24. ATTORNEY' S FEES
In the event suit is brought by either party to construe, interpret and/or enforce the
terms and/or provisions of this Agreement or to secure the performance hereof, each party shall bear
its own attorney's fees, such that the prevailing party shall not be entitled to recover its attorney's
fees from the nonprevailing party.
25. SURVIVAL
Terms and conditions of this Agreement, which by their sense and context survive
the expiration or termination of this Agreement, shall so survive.
26. GOVERNING LAW
This Agreement shall be governed and construed in accordance with the laws of the
State of California.
27. SIGNATORIES
Each undersigned represents and warrants that its signature hereinbelow has the
power, authority and right to bind their respective parties to each of the terms of this Agreement,
and shall indemnify CITY fully for any injuries or damages to CITY in the event that such authority
or power is not, in fact, held by the signatory or is withdrawn.
agree/ surfnet/professional svcs mayor 9 Of 11
10/12
Item 12. - 17 HB -100- nw
28. ENTIRETY
The parties acknowledge and agree that they are entering into this Agreement freely
and voluntarily following extensive arm's length negotiation, and that each has had the opportunity
to consult with legal counsel prior to executing this Agreement. The parties also acknowledge and
agree that no representations, inducements, promises, agreements or warranties, oral or otherwise,
have been made by that party or anyone acting on that party's behalf, which, are not embodied in this
Agreement, and that that party has not executed this Agreement in reliance on any representation,
inducement, promise, agreement, warranty, fact or circumstance not expressly set forth in this
Agreement. This Agreement, and the attached exhibits, contain the entire agreement between the
parties respecting the subject matter of this Agreement, and supersede all prior understandings and
agreements whether oral or in writing between the parties respecting the subject matter hereof.
29. EFFECTIVE DATE
This Agreement shall be effective on the date of its approval by the City Council.
This Agreement shall expire when terminated as provided herein.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by
and through their authorized officers.
agree/ surfnet/professional svcs mayor 10 Of 11
10/12
H _ 1 O 1 - Item 12. - 18
CONSULTANT,
Pacific Municipal Consultants, dba PMC
COMPANY NAME
By: `' --
t(i(� O Car
print name„_
ITS: (circle one) Chairm resides ice President
AND
By: 4&
e t. _r 1_ �e,,-f—
print name
ITS: (circle one ecret /-hiefFinancialOfficer/Asst.
Secretary - Treasurer
agree/ surfnet/professional sves mayor
10/12
CITY OF HUNTINGTON BEACH, a
municipal corporation of the State of ;
G mia
Mayor
sty Clerk
TLD AW , PYiROVED:
INITd
cotMess, Egreftdr of Planning & Building
APPROVED AS TO FORW
�iAttomey�
11 of 11
Item 12. - 19 HB -102-
(��
EXHIBIT "A"
A. STATEMENT OF WORK: (Narrative of work to be performed)
Please refer to PMC Project Understanding and Aproach, Attachment A, pages 1-16
Please refer to PMC Work Plan and Schedule, Attachment B, pages 1-58
B. CONSULTANT'S DUTIES AND RESPONSIBILITIES:
Refer to PMC Project Understanding and Approach and Work Plan and Schedule attachments.
C. CITY'S DUTIES AND RESPONSIBILITIES:
1. City will provide requested documents in a timely manner
2. City will make timely payments as outlined in Exhibit "B" and Budget Schedule
D. WORK PROGRAM/PROJECT SCHEDULE:
Please refer to PMC Budget Schedule, Attachment C, pages 1-4
EXHIBIT A
HB -103- Item 12. - 20
ATTACHMENT A
Por many of the individuals and organizations that call Huntington Beach home,
quality of life has always been a high priority. The City of Huntington Beach is a
Bader in sustainability, prese^vation, and finding solutions to civic challenges. As
a constantly evolving city, an updated General ,plan will help Huntington Beach to
define a more sustainable model for growth and development. Huntington Beach
led the last energy revolution by providing a reliable source of oil. The City,has an
opportunity to also lead the next energy revolution through effective and
sustainable planning that arnbraces and confronts the realities, challenges: and
opportunities presented by climate change. The updated General Plan will solidify
the City's vision for maintaining and improving neighborhoods and districts, while
a.11nu, ing areas to maintain a distinct sense o7 place.
Throughout this proposal, we highlight FT C's experience developing sustainable,
reatl`ve: and useful general plan$, climate actlo;, clans i,CAPs, and program
environmentai impact reports (EIRs), and identify how we will use This experience
to provide long-term value to Huntington Beach. We detail hove our approach will
keep sustainability at the forefront by placing tf,e development of the Su$Lainability
Action Plan (SAP) and sea level rise (SLR) studies at the beginning of the work
program, allowing findings from 'these analyses to guide the formation of the
General Plana
We also detail how the general plans we develop er:,phasize implementation,
rooted in our experience in front of and behind the planning counter, and are
formed to serve as a useful tool Tor city staff for years to come. Through our deep
commitment to involve stakeholders and the community in the process, we will
meet the City s objectives to develop an updated vision for growth and
development while maintaining sustainability, economic vitality, and continued
high quality of life as key priorities for all community members.
Project Understanding
Surf City's Past and Present
Huntington Beach is a desirable and diverse community known primarily for its
pristine beaches, but also as the leading force in the development of Southern
California beach culture. Surf City USA provides a unique mixture of coastal
resources, protected open spaces, diverse residential neighborhoods, shopping
opportunities; and a longstanding commitment to environmental stewardship. It is
often regarded as one of Orange County s most progressive communities, yet it
maintains strong connections to conservative principles, allowing for pendulum
swings that often balance differing opinions on urban development .and
Item 12. - 21 HB -104- 1P
conservation. The community prides itself on being unpretentious and places a
high value on preserving and enhancing recreation opportunities.
From its early origins as a stop along the Pacific Electric Railway corridor to recent
and possible future land acquisitions. Huntington Beach has a long history of
leveraging its physical location and building on surrounding resources. Huntington
Beach's defining coastline, scenic viewsheds, and diverse neighborhoods create a
unique sense of place and quality of life that the City and its stakeholders wish to
protect. .
Key Issues Affecting Surf City's Future
Although Huntington Beach has been successful in creating a strong community
fabric; there are also unrealized opportunities that the City's General Plan does not
currently address. The City wishes to modernize the General Plan to integrate
current planning concepts and techniques such as smart growth, livability, and
sustainable development. Educating residents about how these concepts can be
best incorporated into the General Plan in a manner that helps the City achieve its
economic and environmental goals, while also protecting the qualities of
Huntington Beach that are so cherished, is key to a successful General Plan
update.
Effective planning for the future of Huntington Beach must also integrate regional,
national, and global issues such as demand for limited energy and water
resources, potential sea level rise, ecological resource conservation, solid waste
reduction, and the effects of climate change. The City's General Plan and SAP
must also respond to recent state legislation, including .Assembly Bill (AB) 32 and
Senate Bill (SB) 375 targeting greenhouse gas emissions and climate change.
Recent legislation related to complete streets, hazard mitigation planning, and
floodplain management must also be integrated.
In addition to updating the City's General Plan to advance its overall objectives,
the new plan must be developed in a way that is user-friendly, illustrative,
internally consistent; and addresses the most important- issues facing Huntington
Beach over the next 20 years. Specific issues for consideration in the updated
General Plan include:
® Consistency between the General Plan and the City's 15 specific plans,
Zoning Ordinance, and recent updates to the Housing Element, Historic and
Cultural Resources Element, and Circulation Element.
M Integration of the new Sunset Beach and Brightwater Specific Plans, as well as
the recently adopted Beach and Edinger Corridors Specific Plan.
f-f.13 - t 05-
Item 12. - 22
® Positioning industrial areas in the McDonnell Centre Business Park Specific
Plan and elsewhere in the city to be competitive in the regional market.
® Community concern for wetlands and other sensitive resources.
E Additional modifications to the Circulation Element addressing complete
streets, a new bicycle master plan, a new base year, and Sustainability Action
Plan.
• Possible lack of sufficient and suitable industrial lands, which requires a
market study for resolution.
® Opportunity for Low Impact Development (LID) demonstration areas, to serve
as a model for the region and future development.
• Identifying opportunities to address contributions to and effects of climate
change.
• Recycling of school sites and identification of community -preferred solutions.
® Developing a General Plan that will allow for easy updating of the Local
Coastal Plan.
PMC is providing an outstanding team of experts to assist the City with the General
Plan update, SAP, and EIR. We have significant experience working with
communities as they transition from traditional planning to sustainable planning;
and we are recognized and award -winning leaders in developing action plans to
achieve the sustainability goals set by clients.
Project Approach
The RFP provides a thoughtful description of the current condition of the General
Plan, as well as the tools available to assist in the update. We have not attempted
to repeat all of the RFP background information in our proposal. Instead, we offer a
philosophy and approach to organizing the work to maximize resources, control
costs, build community ownership in the General Plan and supporting studies, and
provide for environmental analysis that accounts for the citywide and cumulative
effects of the General Plan and SAP.
Our approach establishes a collaborative effort between the City and PMC, and we
are excited about the prospect to partner with you in this effort. We recognize that
your desired consultant will be one that can relate to both staff and the local
community. We bring a professional style consistent with the. Southern California
beach culture cultivated by Huntington Beach that is professional but relaxed and
friendly. PMC offers integrated public outreach, land use planning, urban design,
sustainability, and environmental expertise that allows our team to identify context-
n zs arc: r a� Ap oa:h
€1,
Item 12. - 23 HB - 06- P
sensitive solutions to enhance the community and help the City achieve its vision
for the future.
Community Engagement
For the General Plan to clarify a long-range vision and establish policy guidelines
for growth management, growing circulation challenges, and maintaining the
characteristics that define individual neighborhoods and the community as a
whole, it must reflect the values, priorities, and concerns of Huntington Beach
residents and stakeholders. Ensuring effective public involvement in the update is
thus a critical component of the overall project and one of the keys to developing
community buy -in. In cities with active community involvement, PMC has been
particularly successful working with clients to actively lister to the community and
translate technical information into meaningful policies.
Five objectives stand out for the Huntington Beach General Plan update
community engagement process, based on the City's RFP, the pre -proposal
meeting, and our local knowledge:
® Establishing a framework for focused policy discussions rather than broad
"visioning.`
® Providing transparency in the process.
® Working collaboratively with a General Plan Advisory Committee and other
City -sponsored groups which will have a vested interest In plan development.
® Utilizing cost-effective and innovative techniques.
® Respecting the unique attributes and needs of Huntington Beach communities
while unifying citywide identity.
Our public participation program will respond to these objectives using
specialized outreach techniques that are woven together with the fundamental
steps of the planning process. Our experience has demonstrated that flexibility
concerning community engagement is essential, as this is the task item most
likely to change through the process. As such, we have developed a flexible
approach to allow as -needed adjustments as we proceed. As part of the project
initiation process, PIrtIC will conduct an outreach assessment with City staff. This
will provide time for staff and the consultant team to discuss past outreach efforts,
confirm goals for this program, generally discuss details such as venues and
materials, and discuss the project's key stakeholders. It provides an opportunity to
identify the depth of the strategy and a menu of outreach options related to the
overall project schedule. The community engagement program is scalable and can
be tailored to meet the City's objectives and budget.
FrO iosa� f?I" CiN, 0' Hunimom bcauri
HB -107-
Item 12. - 24
Following the assessment, PMC staff will prepare a more refined draft community
engagement strategy for staff review and approval. This memorandum will include
the goals, purpose, and desired outcome of the process, an outline of each
technique to be used, a timeline:, and an outline of responsibility for PMC and City
staff. It is anticipated that the community engagement strategy will include a
combination of the following "menu" of techniques and activities. The ultimate
depth of the outreach effort will be determined by City staff. Our menu of
engagement techniques includes:
® Facilitation of a GPAC and topic -specific task forces
® Stakeholder interviews
• Project branding
® Community workshops and open houses
® Project website and e-mail updates
® Media outreach (both traditional and social)
® "Pop-up" workshops at community events
Participatory photography
® Charrettes
® Presentations to local boards and community organizations
® Presentations at all legally required hearings
Our budget for community engagement is considered a not -to -exceed limit. To
keep the program flexible to project needs while staying within budget, we assume
the same level of effort will be anticipated for any adjustments to the approach.
Sustainability Action Plan
While many communities have struggled to make distinct and measurable
progress toward sustainability goals, Huntington Beach's commitment to
sustainability can be seen in action through the City's and the community's day-
to-day activities and long-term planning. We recognize the City's objective to
prepare a stand-alone SAP concurrent with the update to the General Plan, which
will build on ongoing efforts, reflect state guidance for addressing climate change,
and provide a strategic course to achieve near -term (5-10 years) sustainability
goals. This approach provides the following clear benefits to the City and
community:
® Ensures long-range sustainability vision, goals, and policies are integrated
consistently through the General Plan.
aP:'ii';:
Item 12. - 25 HB - t cs- ot-1
® Provides near -term specific, measurable actions, programs, and projects and
supports implementation through performance indicators, interim milestones,
and a monitoring tool.
® Allows environmental review of sustainability actions and programs.
® Provides the City with an equivalent climate action plan or qualified
greenhouse gas reduction plan consistent with the State CEQA Guidelines.
Our. approach to developing sustainability plans and climate action plans relies on
robust and transparent technical analyses; target setting for GHGs and other
reductions as. applicable; tailored engagement techniques for staff, key
stakeholders, and the community; preparation of strategic, specific; and
measurable actions, programs, and projects that support achievement of the
target(s); and a clear implementation program that identifies time frames,
responsible parties, indicators, potential costs and benefits, funding sources, and
monitoring. Our approach to preparing action plans relies on best practices,
existing progress and activities, community engagement, and quantitative analysis.
Most important to our approach is an emphasis on balancing state and regional
guidelines and regulations with local characteristics, using a bottom -up approach
that relies on education, engagement, and incentives before recommending top -
down solutions that rely on new regulations and mandates. We also seek to learn,
understand, and respect ongoing activities, such as the Huntington Beach Goes
Green program, the Surf and Sun Program. the annual Green Expo: the activities of
the Environmental Board and the Tree Society, and progress of the Steps Toward a
Sustainable Huntington Beach plan. The success stories and lessons learned from
these efforts are often the best starting points for a strategic action plan.
Greenhouse Gas Emissions
AB 32 directs statewide reduction of greenhouse gas (GHG) emissions to 1990
emission levels by 2020. The AB 32 Scoping Plan provides guidance that a local
government equivalent target would be to reduce to emissions 15% below current
(defined as 2005-2008) levels by 2020. Given this guidance, most local
governments prepare a GHG inventory using a 2005 baseline year, forecast
emissions to 2020, and identify GHG emissions reduction measures to achieve a
15% reduction below baseline. While this approach is sound, it may not provide
comprehensive information needed to provide a current year baseline for the EIR.
We also recognize the value of confirming changes since 2005 based on the
performance of sustainable City programs that have reduced GHGs since 2005.
Assessing changes from 2005 to the current year supports.a robust SAP.
We recommend preparing both a 2005 GHG inventory and a current year (2010-
2012) GHG inventory. The exact year for the current inventory will be determined
based on data availability. The inventories will adhere to established protocols,
including the U.S. Community Protocol for Accounting and Reporting of
-C i PrOfi S i f^IC v C)',' Hlir ir,,.Tfon
HB -10 -
Item 12. - 26
Greenhouse Gas Emissions released by ICLEI-USA and recommended by the
Governor's Office of Planning and Research; the Local Government Operations
Protocol, and methodologies approved by the California Air Resources Board, The
Climate Registry, and the Association of Environmental Professionals. We
anticipate that the inventories will include emissions from key sectors, including
energy, transportation, waste, water, wastewater, and other sectors as applicable.
We also anticipate coordinating with the City's Energy Program Manager, Southern
California Edison, the Southern California Gas Company, and other service
providers while preparing the inventories.
Following the inventories, we will forecast GHG emissions to 2020, the General
Plan horizon year, and 2050 for consistency with AB 32 guidance from the
Governor's Office Planning and Research and the State CEOA Guidelines.
Forecasting will allow identification of a 2020 GHG reduction target consistent with
AB 32 and provide an opportunity to select an additional GHG reduction target (or
targets) consistent with the community's vision for the General Plan and SAP.
Coastal Resiliency
Using state, regional, and local resources, expert understanding, and feedback
from local experts, PMC will evaluate resiliency and adaptation strategies and
policies to address anticipated climate change effects, particularly those affecting
Huntington Beach's coastline. Our approach will include research and assessment
of state; regional, and local resources, preparation of a vulnerability assessment;
sea level rise —specific analyses, and preparation of adaptation strategies and
resiliency measures. Excellent resources are readily available to provide guidance
and background information, including:
® California Adaptation Planning Guide (2012, Cal EMA)
® Cal -Adapt Local Profiles (2013, CEC)
® City planning documents including, but not limited to, the draft Local Hazard
Mitigation Plan, demographic projections, Infrastructure Master Plans, and the
Emergency Management Plan
® Project -specific technical SLR analysis (presented below)
® Cal EMA My Hazard Mapping tool
Sea Level Rise
The latest State of California guidance for SLR is summarized in the State of
California Sea -Level Rise Guidance Document (March 2013 update), which was
based on the final report from the National Research Council (NRC), Sea Level
Rise for the Coasts of California, Oregon and Washington (June 2012).
Item 12. - 27 HB - l 10- 0w
The diaarams below show the past and future tide levels for the Los Angeles tide
gauge (the longest record in the region). The future tide levels are based on the
NRC III SLR scenario. Similar analysis can be performed for any SLR scenario.
With additional analysis; similar results can be developed that show how return
periods for various tide levels change over time. Essentially, what is a 100-year
tide level today will be less than a 5-year event by 2060 under this scenario.. Such
information is very important for a broad range of City infrastructure elements.
Figure 1.1. Tide Gauge Analysis for the Port of Los Angeles Gauge
Figure 1.2. Probability of Tides Exceeding Mean Sea Level
-._..__.._.......... ....
.. -
Los Angeles CA (MO-2011)
tiE i I
i
V
m
1 �
Ewry]Te`R
--Ewmmban f
7.:. •
o-ant
as
�- - ♦ -
-.._ _
+mw �
i
4
frra.Tfd. Ma.e /JY. Tnnd Ky
Vulnerability Assessment
In order to understand the city's vulnerability: it will be important to involve
organizations that manage resources and facilities to identify risks and strategies to
reduce risks. Because the number of groups and organizations that are affected by
climate change is large, we recommend forming a task force made up of
i
8 Pr: pv sa* f�l Ciry of Hur':imm-O,; 5ea'l
B -1111- Item 12. - 28
organizations actively engaged in the management of resources and facilities. The
task force could also include representatives of the GPAC, at the City's discretion.
A vulnerability assessment is critical to identify adaptation strategies that
effectively increase resiliency to hazards and a changing climate over time. The
vulnerability assessment provides a spatial assessment of (1) the exposure to
hazards, (2) sensitivity to effects, (3) potential effects of those hazards (including
certainty and timing), and (4) the current ability to adapt to those effects.
Exposure. The first step in assessing climate change vulnerability is identifying
exposure, or which climate change effects will occur in the city. Early analysis
from the California Adaptation Planning Guide suggests the following primary.
exposure:
• Sea level rise — up to 55-inch sea level rise by 2100
® Extreme heat — 3 to 5 more annual heat waves by 2050;12 to 14 by 2100
® Increases in average annual temperature and the number of extreme heat days
® Changes in precipitation patterns (increase in extreme events and drought) —
up to 2-inch decrease by 2050, 3- to 5-inch decrease by 2090
® Increases in average annual temperature and the.number of extreme heat days
PMC and M&N will build from this initial analysis using existing resources,
technical expertise, discussions with City staff, and input from local stakeholders.
Exposure will be assessed in terms of expected severity and likelihood.
Sensitivity. The second step in the process is identifying the functions, structures,
and populations that will be affected by the exposures listed above. Given the
extensive resources already available for Huntington Beach; this task will utilize a
sensitivity checklist to determine the degree to which a system would be impaired
by climate change effects for each exposure. Through discussions with City staff
and the local steering committee and further research, the sensitivity rankings will
be refined to identify the most vulnerable systems, infrastructure, and
communities.
Effects. Climate change effects occur at the intersection of exposure and
sensitivity. PMC will identify specific impacts such as flooding (from anticipated
changes in sea level and/or precipitation), negative public health outcomes from
heat -related events, damage to infrastructure and homes due to flooding and
reduced water availability, and economic changes resulting from anticipated
changes to natural resources that support tourism. These effects will be assessed
for severity, certainty, and onset (time frame).
Projeci Understanding and Approach 1 ?-9
Item 12. - 29 f fB - 1 1 2_
I
® Threats to built infrastructure in the coastal zone from sea level rise
• Threats to coastal ecosystems from sea level rise
t Public health threats from increased temperatures
® Water supply effects
PMC will build from this initial analysis using existing resources, technical
expertise, and discussions with City staff and the task force. Exposure risks will be
assessed in terms of expected severity and likelihood.
Resource Conservation and Wetland Protection
The City's Coastal Element was comprehensively updated in 2001. It includes an
exhibit of `environmentally sensitive habitats as depicted by the Department of
Fish and Game" that is based on information from the 1970s and only includes the
southeast portion of the city. As part of the General Plan update. PMC will conduct
a biological survey to update exhibits that consider such natural resources. The
majority of sensitive habitats are along the coast; however, there is one created
wetland inland in the Seacliff community, and there are other areas that may
warrant recognition, such as the eucalyptus grove at Norma Gibbs Park created for
monarch butterflies. in addition, the City is studying the annexation of the
unincorporated Bolsa Chin Wetlands and surrounding vicinity, totaling about
1,500 acres, for the purpose of ensuring long-term protection and restoration of
the area.
Urban Runoff and Low Impact Development
Identifying opportunities for appropriate drainage control and runoff improvement
opportunities will be performed collectively between the consultant team, City
staff, and the local community. Moffatt & Nichol will develop a Citywide Urban
Runoff Management Plan (CURMP) that will detail how Huntington Beach plans to
protect and improve water quality of local, coastal resources. Moffatt & Nichol's
extensive experience in the city will allow for the easy identification of areas in
need of special attention. Moffatt & Nichol will work with City staff to develop a
program rooted in sustainable solutions that focus on eliminating additional flow,
maximizing on -site retention/infiltration, and incorporating bio-retention features
which offer opportunities for runoff treatment and enhancement of local
landscaping. As detailed in Section 2, Moffat & Nichol will complete an extensive
research program properly documenting existing conditions, develop a list of
water quality improvement projects, and identify funding sources to help develop
needed system enhancements. The CURMP developed in 2005 will be revised to
meet or exceed the requirements of the local NPDES permit.
Information developed by Moffat & Nichol will also be used in the Genera; Plan
update process to create polices that will promote water -sensitive techniques for
.. U�`erz. arcnq z Au^ oach
Item 12. - 31 H 13 -1 14- �
flood control and stormwater management, helping the City to improve water
quality and comply with its stormwater permits and state law while reducing flood
risks.
Market Trends and Fiscal Considerations
Changes in public policies can have both direct and indirect impacts to the
economic conditions and vitality in a city. Before developing alternative scenarios
for a general plan, we conduct economic research and analysis to help ensure
policy decisions take into consideration market and financial feasibility and risk,
and we provide estimations on the economic and fiscal benefits of the alternative
choices. These types of analyses lead to more informed policies, plans, and
actions.
The Huntington Beach General Plan Market Analysis will address the major forces
that drive change in the community: (1) residential population and labor force
growth; (2) overall economic trends that influence the future composition of jobs
in Orange County; and (3) Huntington Beach's market position to capture a
competitive share of growing sectors while maintaining strength in its existing key
employment sectors. Stanley R. Hoffman Associates will complete a market
analysis focusing on specific issues identified in Section 2.
Stanley R. Hoffman Associates will also prepare a Fiscal Impact Analysis for the
preferred General Plan land uses and up to two alternatives based on the analysis
of current fiscal conditions. The focus of the analysis will be on General Fund
revenues and costs, but may include other funds, such as the Gas Tax Road Fund,
based on discussion with City staff.
Circulation
Huntington Beach's citywide traffic model has been used in numerous
transportation planning applications over the past several years, including the
recently adopted Circulation Element update. The model was certified by the
Orange County Transportation Authority (OCTA) as meeting the consistency
requirements for sub -area models in Orange County. The circulation work effort for
the General Plan update involves updating the citywide traffic study completed in
2011 and using the information to assist in updating the Circulation Element as
part of the overall General Plan update. Additionally, estimates of vehicle miles
traveled (VMT) will inform both the existing GHG inventory and the Sustainability
Action Plan (SAP).
As described in the Work Plan in Section 2, Stantec will perform the following
steps:
-12 Pr•u sal fcr City;- ` min•, r: erg .
Item 12. - 32
® Update the citywide traffic model for regional and local consistency, and
incorporate special analysis procedures into the modeling process.
® Analyze future land use and circulation plan alternatives and work with staff to
update the highway component of the Circulation Element.
® Address specific transportation issues and prepare technical materials relative
to the Circulation Element update.
® Provide estimates of VMT for existing and future business -as -usual
conditions, and estimate VMT reductions attributable to proposed General
Plan policies and SAP measures.
The first of these steps will result in refinements to the current model, which was
developed in 2007, and involves updating the baseline 2030 General Plan to
reflect recently approved projects in the city. The refined model will then be used
to analyze land use alternatives for the General Plan update and to identify
mitigation measures needed to serve future traffic demand. Refinements will assist
in evaluating the type of climate change strategies being considered in the General
Plan update. The primary transportation metric for GHG emissions is vehicle miles
traveled, and reductions in VMT from specific land use and transportation
strategies result in commensurate reductions in GHG emissions. Three major
travel demand components are involved:
® Trip generation
® Trip length
® Travel mode change
The first pertains to the number of vehicle trips generated by specific types of land
use. Density can be a factor, as can the mix of land uses (e.g., mixed -use
development featuring residential and nonresidential land uses). Strategies that
use communications technology (e.g., telecommuting) to actually reduce the
number of trips are an important emerging factor in this component. The trip
length component pertains to the actual trip patterns in an area, which are
influenced by factors such as proximity between residential and nonresidential
land uses (jobs/housing balance; for example) and citywide geographic
relationships between different types of land uses. Travel mode changes occur
when walking, cycling, and transit ridership trips replace vehicle trips. These three
factors tend to be somewhat interdependent, as for example when reductions in
vehicle trip generation are due to more walking trips, and changes in trip patterns
affect both trip length and travel mode.
The most effective VMT reduction strategies involve transit -oriented development
(TOD), high -density planning or smart growth policies. increased bicycle
infrastructure, mode -share increase goals, and encouragement to increase transit
r4=�- : r r i' z ... Amman
Item 12. - 33 HB -116- e,I,-
ridership. For example, in Long Beach; the green shared arrow (sharrow) lane on
Second Street, which is over half a mile long, resulted in a doubling of the bike
ridership in the area.
These types of strategies will be considered first because they are relatively easy
to achieve in comparison to other alternatives and the City of Huntington Beach is
currently pursuing some through the Bike Master Plan update. Another example is
the approved Beach and Edinger Corridors Specific Plan, which would decrease
UMT by increasing the residential density along commercial corridors, thereby
encouraging shorter trips and placing future residents closer to transit stations and
within walking distance of commercial uses.
Fire and Police Services
The PMC Teams approach to service level studies is to evaluate historic data,
map relevant data. and discuss patterns with the departments and service
providers. Matrix Consulting Group will use existing report information to map
calls and service areas for the past several years. Throughout the effort, we will
collaborate with the departments and focus on solutions. In our experience,
emergency services personnel are focused on bringing needed resources to a call
as quickly as possible and have most likely identified the things that slow them
down. These sage service providers are often the best source of
recommendations, as they know the community and the demands on their
services. Our task will be to ensure their ideas are represented in General Plan
goals, policies, and programs.
General Plan Update
The City's current General Plan provides a sound basis for the update; however, it
does not fully describe a community that is at the forefront of sustainability and
environmental stewardship. PMC will lead an extraordinary team of planners,
designers; and sustainability specialists to develop a plan that reflects, the
community's goals for the future. PMC will create a streamlined, illustrative plan
that is easy to use during budgeting, capital improvement planning, and decision -
making for discretionary projects. Key organizational and content changes will be
made that make the General Plan more readable and internally consistent.
Our work plan begins with a review of the existing plans and resources identified in
the RFP, identification of data needs, and research to fill any information gaps. We
will prepare a Technical Background Report and update the existing land use
survey, then facilitate a land use and circulation alternatives process grounded in
research describing market opportunities. The alternatives process enables the
public to directly influence physical and policy decisions, which we will
summarize and vet with decision -makers as key policies. Only when staff and the
F n ea:.
$Sj 1Ui+li'il'''.,t�
Item 12. - 3 4
community approve of key policy direction will we write draft goals and policies.
Along the way, we will identify potential inconsistencies with City design
guidelines and zoning requirements. This transparent approach ensures that City
staff, the City Council, and the entire community understand where the plan's
vision and direction came from, and the reasoning behind the development
standards and design guidelines that will implement the plan.
During the course of the work program, PMC will prepare two administrative
review drafts of the General Plan, a public review draft, a public hearing draft, and
a final General Plan. We understand that City staff will prepare most General Plan
exhibits and conduct most GIS analysis, though our staff will update GIS datasets
as requested in the RFP and can be available to assist in exhibit production.
Environmental Impact Report
We understand that the City seeks to prepare a comprehensive program
environmental impact report (EIR) for the General Plan update. The EIR should be
just as user-friendly and accessible as the General Plan itself to promote
maximum use of CEQA tiering and streamlining provisions in the future. We
recommend crafting a self -mitigating EIR, and our approach embraces the practice
of integrating the planning and CEQA processes, accommodates streamlined
review of future projects, and identifies the environmental benefits of adopting the
General Plan. As indicated in the RFP, a program EIR would be the most effective
tool under CEQA to allow the City to achieve the goals identified above. Consistent
with State CEQA Guidelines Section 15168, a general plan update falls within the
types of projects that are considered appropriate to be evaluated in a program EIR.
A program EIR is considered appropriate for "a series of actions that can be
characterized as one large project and are related either: geographically; as logical
parts in a chain of contemplated actions; in connection with issuance of rules,
regulations, plans, or other general criteria to govern the conduct of a continuing
program; or as individual activities carried out under the same authorizing statutory
or regulatory authority and having generally similar environmental effects which
can be mitigated in similar ways" (Section 15168(a)(1-4)). The advantage of a
program EIR over a master EIR is that it does not need to identify specific projects
at this time and does not require recertification every five years.
Atkins, under the supervision of PMC, will lead preparation of the program EIR.
Through previous work with the City on a variety of projects, Atkins has a
comprehensive understanding of City needs and issues. The approach to the
General Plan update EIR is designed to:
® Complement the General Plan community engagement process by informing
the public debate of alternative General Plan policies or strategies.
roin,t 11 nde,,aaro rig an.,: kp oach
Item 12. - 3 5 f1B -118- /�
® Create a basis for an environmentally sound and self -mitigating General Plan
update.
® Provide for streamlined environmental review for future projects consistent
with the General Plan's and SAP's goals, policies, designations, measures,
and actions.
® Achieve the highest standards for legal defensibility.
Atkins will prepare all required environmental documentation in accordance with
CEQA, including a program -level FIR and any required technical studies in
consultation with other members of the PMC team. The EIR will discuss
environmental effects in terms of their severity and probability of occurrence. It will
identify mitigation measures, as necessary, appropriate to a program -level EIR to
minimize the significant effects of the recommended General Plan and SAP and
will include an alternatives analysis.
In addition to Atkins' experience, PMC has extensive experience preparing
program EIRs. for General Plan updates, providing our team with a deep
understanding of how to design the planning documents and the EIR to work well
together. Our collaborative approach will provide efficiencies in our individual work
efforts, while maintaining the added benefit of an FIR consultant with extensive
project experience in Huntington Beach. Our joint contributions in preparing both
the planning documents and the program FIR will allow us to gain a more
comprehensive understanding of the environmental issues to be addressed in the
FIR. At the same time, our team's collective knowledge of developing program
level analyses and mitigation allows us to provide valuable input into the programs
and regulations in the General Plan and SAP, allowing the plans to become as
self -mitigating as possible.
-i� ` r'�;;r�^sai f;r;rite ct Hrrirat�;n &� act:
Item 12. - 3 6
ATTACHMENT B
Our proposed work program is presented below. For each task, products
associated with the work to be performed are specified. We understand that the
City expects to complete the General Plan update and EIR by April 201E (30
months from project initiation), A schedule to complete this work program is
provided at the conclusion of this section.
Work Plan
Task 1: Initiate the Project and Refine the Work Program
1.1 Kickoff Pvteeting, Bus Tour, and GIs Orientation
Key members of the PMC team will attend a halt -day kickoff meeting. The kickoff Delivera=L=fes. iraf<.oif rneetiltt,
meeting provides an opportunity for all key City staff and consultant team
bus tots. anJ GdS oriel - _ ion vv i�=
members to get together and identify data sources and other resources to be used r
in the program, to brainstorm ideas, and to allow the consultant team to enhance
our knowledge of Huntington Beach. Following the kickoff meeting, key members agenda, sur;nr^a ;, and bts tour
of the consultant team and City staff will tour the city to visit potential future itinerary} "ci5:' ri'al ,cl rrrric=.
development sites, verify existing planning and environmental conditions, and
identify other locations that staff would like to address in the General Plan update,
SAP, and EIR. Following the kickoff meeting, PMC GIS staff and City GIS staff will
meet to discuss abilities, resources, and mapping protocols for the project.
1.2 Develop General Plan Visual Identity
PMCs graphic designers will create a unique graphic format and project branding cliverables: draft and fir —al
to create a recognizable identity for the project and garner enthusiasm and unity. r„ ,,, ; ;r„ •;, t
'L'3'1 �:, y __ . ly.
This involves a process of translating community personality, local culture, and
unique environmental attributes into a graphic language of fonts, images, colors, (eiectroric;.
and layout concepts. This template is then used for all project products, including
the w•ebsite• meeting materials, and planning documents.
1.3 Prepare Outreach Assessment and Engagement strategy
PMC can provide community engagement support that fits the needs and available ueliv','tables: Outre ,i
resources of the City of Huntington Beach_ PMC will create a community
assessnne!nttnrrni; drat` -;,,.-id final
engagement strategy based on an outreach assessment with City staff. This
strategy will outline the time -line and scope of outreach and engagement activities, engagerneiri s.rategies
including the type, order, purpose, and desired outcome of each phase of;1; °tronici.
outreach. At project kickoff. PMC outreach staff will provide City staff with an
outreach assessment form that will gather key information from staff about past
outreach successes and challenges in Huntington Beach, identify desired
outcomes of the engagement process, and initiate identification of key
k ,ar ai ~ ched -!e 2-
Item 12. - 37 1113 -120-
Q,;,
stakeholders. The strategy will comprise proven outreach and engagement
techniques, which could include the following, depending on consultation with
staff and within the scope of the proposed budget:
® Press releases to key local media
® Social media (support to staff for City or project Facebook or Twitter sites)
® A project website or a web page on the City's website (text support to City for
project web page hosted on City website)
® Online survey as part of City website
® Project fact sheets
® Project boards, banners, or similar materials that can be used at City events
and facilities
® Key messaging for City staff and other City -identified project representatives
• Stakeholder interviews and industry roundtables
® Facilitated small -group stakeholder discussions
® Open houses, community workshops, or special events
• Opinion/editorial pieces for local newspapers
® Speaker's bureau training for GPAC members and key community leaders
The strategy will also include a comprehensive list of project stakeholders and
stakeholder groups: identified by working with City staff. The list of stakeholders
will be used throughout the project as a basis for formation of any outreach efforts.
This task addresses the outreach assessment and community engagement
strategy. Outreach techniques and activities identified in the community
engagement strategy will be completed as described in Task 10.2 of this work
program.
Task 2: Prepare Vision and Guiding Principles
2.1 Stakeholder Interviews/Key Community Themes
Deliverables: Qraft and I PMC will conduct up to 16 one -hour stakeholder interviews with at least one
discussion questions ;electronic;_ consultant team member present at each interview. These interviews will allow for
one-on-one in -person meetings or telephone interviews with stakeholders
Participation in up to sixieen (16) identified by City staff. When interviewees represent similar community
one -hour stakeholder interviews; perspectives, interviews can also be conducted in small groups. Potential
draft and final community themes interviewees include members of the GPAC, members of the Environmental Board,
community leaders, property and business owners, relevant City staff, and others
memora;sdur (electronic.). as needed. We also strongly encourage interviewing elected officials as part of the
stakeholder interview process. PMC will work with City staff to identify potential
2 i Frericsai for 0'itti of Hjimir.oton B ac .
1113 -121- Item 12. - 3 8
questions prior to conducting stakeholder interviews. Final candidates will be
identified in the community engagement strategy. Based on the results of the
interview process, PMC will identify key community themes for the General Plan
update in a technical memorandum to City staff. These themes represent the
beginning stages of issues, goals, and policies for the General Plan.
2.2 Develop Community Vision
PMC will coordinate with City staff to plan and facilitate a series of two visioning
workshops to acquire community input on a vision for Huntington Beach's future.
Participants will be provided with handouts and materials as needed to provide
complete information and to facilitate meaningful participation. Workshops will be
planned at two distinctly different venues in the community. Visioning input will be
summarized in the form of a vision book. The vision book can serve as a statement
of the direction that the community is moving toward and will help guide
subsequent policy discussions.
Task 3: Identify Community Issues
3.1 Collect and Review Existing Plans and Policies
This subtask involves a coordinated data collection effort to ensure that all
materials completed by City staff to date relative to the General Plan update are
provided to the PMC team and to understand the sources, strengths, and
weaknesses of the data. This data will provide the background information
necessary to complete the General Plan, Sustainability Action Plan (SAP), and
related technical studies. We will review the numerous documents, plans, and
reports that describe and discuss the City's efforts in management, planning, and
improvement in the recent past. This subtask allows the team to assimilate
completed work, ideas, and efforts into the remaining portions of the General Plan
update without duplicating past work.
To support preparation of the SAP and the related elements of the General Plan,
PMC will identify, collect, and review plans, projects, programs, activities, and
accomplishments led by the City and/or key partners to achieve GHG reductions
and/or sustainabiliy goals. To support the GHG inventory analysis, we will review
recent activities but go back to accomplishments since 2005 to the greatest extent
feasible. We will quantify the GHG reduction benefits of programs, projects, and
completed activities since 2010 consistent with standard practice for the SAP.
3.2 Identify Key Issues
Based on work completed in previous tasks and preliminary findings of the
technical studies outlined in Task 4, PMC will prepare a summary of key issues to
be addressed in the General Plan update and in the SAP. Issues will be identified
generally by General Plan element, beginning with an assessment of issues
Oel ve�ables: Participation in two
(2 visioningvisioninig wc,,Ykshops; draft and
final vision boo"', ;electronic).
De-,Nilva ables: Nbliography and
refererrle list of key data sources
iel cE rric);t echrical
tneniorandr t describing existing
<icuwmpiish menk
-a for the SAP
Deffverables: D=aft and final key
issues .Mr?moranda (electronic).
Item 12. - 39 11-1B -122- �u'
presented in the current General Plan. PMC will dedicate several General Plan
Advisory Committee (GPAC) and issue -based task force meetings and
Environmental Board meetings; to developing and vetting these issues prior to
drafting General Plan goals, policies, and actions and SAP measures and actions.
Key issues will be presented in a technical memorandum to City staff; suitable for
use as agenda material for the GPAC, the Environmental Board, and task forces.
Task 4: Prepare Technical Background Studies and Report
This task describes steps the PMC team will take to prepare various technical
studies and a comprehensive Technical Background Report (TBR) to guide
preparation of the General Plan, SAP, and Environmental Impact Report. The
reports listed below include all those identified by the City in the RFP, as well as a
number of additional reports needed to complete the General Plan update. The
overall goal of this effort is to identify and document baseline conditions and
prompt discussion regarding development opportunities and constraints that
inform General Plan policies. This goal will be achieved in a way that guarantees
easy readability by any interested party. Information will be extracted from the TBR
and presented in summary fashion in the appropriate chapters of the General Plan
and/or EIR.
As requested in the RFP, this task assumes consultation and collaboration with
City GIS staff to prepare the majority of figures needed for the General Plan update
and TBR. Our working scope assumes that an administrative draft of each peer
review memo or working paper will be submitted to City staff for review and that
PMC will produce a final product reflecting staff comments. We further assume
that the City's General Plan project manager will provide one set of consolidated
comments and that any conflicts among comments from multiple reviewers will be
resolved by the City prior to providing comments.
4.1 Existing Land Use Survey
Deliverables: Lair: use, su,-t,: v. PMC will update the 2005 existing land use survey prepared as part of the
update work plan 1feIec ronir; ; Circulation Element update. Our proposed project manager (Jeff Henderson}
draft and final existino 1.,Sworked extensively with City staff to design and complete the original survey, and
he will be integrally involved in the update. The update will consist of analysis of
survey database and recent aerial photography; assessor parcel data, and ground-truthing via a
documentation updates windshield survey aided by use of mobile GIS applications.
(electronic'. Results of iv;'j PMC will develop a work plan for updating the survey and will review the work plan
use survey �ifi be sun r arize i in with City staff prior to beginning the update. PMC staff will review the contents of
the Technical Background ReY=o11 the existing survey and update residential land use types based on available*
development permit data from the City and review of recent aerial photography.
described in Tasks 4.12 thro tgh For commercial and industrial land uses, two PMC staff will conduct afield survey
4.14. of major commercial corridors and industrial areas. Existing land use codes, the
2- ` Ptn oral lot" CiN o"ru i ct r _,eac
HR -123- Item 12. - 40
number of stories, and estimated building square footages will be updated using
an iPad-based mobile GIS application. PMC staff will assemble the updated data
and forward a draft database to City staff for review and approval. The work scope
assumes one round of revisions to the draft database in response to City
comments. The resulting database will be returned to the City for use in the same
projection and coordinate system as other City GIS data. PMC will also update the
survey documentation to reflect changes to the database.
4.2 Biological Resources Survey
PMC will update and expand the exhibit of "environmentally sensitive habitats as Delh_era les: PAC will document
depicted by the Department of Fish and Game" that accompanies the existing tie €a=ic,4ciogias and findings of
Coastal Element. As an initial step, PMC will work with City staff to define the t e t ioiocic::;,l resources survey in
scope of environmentally sensitive habitats. PMCU will then conduct an inventory
and assessment of environmentally sensitive habitats that occur within the = tecfinicai r;pc:,_ The technical
municipal boundaries, with a particular focus on the coastal wetlands. r p = will be incorporated in the
PMC will undertake an intensive field evaluation of biological resources in the city.
Tc,OOn icai 1? cl ciound Report
Sensitive resources will be mapped using Tremble GPS units with sub -meter *,'Timed iE. Tasks 4.12 through
accuracy. PMC will use aerial photos and existing GIS data to inform the field t
evaluation. Preliminary -identified GIS data includes:
® California Natural Diversity Database (CNDDB) for threatened and endangered
species
® Geology
® Soils
• Hydrology (lakes and streams)
• Topographic maps (United States Geological Survey (USGS) quadrangles)
® National Wetlands Inventory
® Federal Emergency Management Agency (FEMA) floodplains
® Aerial imagery
PMC will contact appropriate regulatory agencies to identify any additional
biological baseline information not identified in previous studies.
PMC will prepare a biological resources technical report. The report will describe
the regulatory context of sensitive biological resources, environmentally sensitive
habitats, and other sensitive resources in the city; including wildlife and plant
species. The report will also present opportunities available to the City to protect
and improve identified resources, including wetlands. Maps presented in the
report will also be provided to the City as shape files in the projection of the City's
GIS system.
4`01'iar, and . due ± 2 E
Item 12. - 41 HB -1224- I&V
GeNvcrab°..es: 1`00 will
summarize analysis and
conclusions for he SLR
VL(lt1PrRbil;.''{ ,.JSesS:l,er(: in a
tdcitnicai .report. The technical
re pot will be Incorporated in the
Technical Ract:ground Report
described in Tasks 4.12 through
4.3 Sea Level Rise Vulnerability Assessment
Moffatt & Nichol (M&N) will prepare a Huntington Beach —specific sea level rise
(SLR) vulnerability assessment to support the General Plan update. The SLR study
will be prepared as an early item in the work program, so that it can support
development of land use and. circulation alternatives. A scope of work for a related
Coastal Resiliency Plan is provided as Task 11.1.
Gather/Review Existing Data. The first step in the SLR vulnerability assessment will
be to gather the best available topographic and bathymetric survey data. The
following data types/sources have been identified and would be used to create a
seamless digital elevation model (DEM) for the study area:
m Coastal Zone topography: 2009-2011 California Coastal LIDAR Project DEM
® Bathymetry: 2009 USACE Southern California Bathy LIDAR
® Upland topography: 2008 USGS National Elevation Dataset (NED)
In addition to near -shore bathymetry, measurements of recent profiles along the
city's 9.5 miles of coastline will provide a critical data set for assessment of
shoreline vulnerability to wave attack for various water level scenarios. The most
recent beach profiles (40 total along the city shoreline) were surveyed in 2010
under a contract from the US Army Corps of Engineers — Los Angeles District.
M&N has this survey data on file. M&N will review maps, surveys, drainage
reports, and land use plans and will conduct a visual assessment of existing
conditions to identify potential vulnerabilities for different reaches of the city's
shoreline.
Summarize Current Scientific Guidance for Sea Level Rise Projections Over Next
100 Years. M&N will review relevant SLR scenarios, including those prepared by
the National Academy of Sciences; California Climate Action Team, US Army
Corps of Engineers, State of California, IPCC, Rahmstorf (2007, 2009), Canada,
England, and the Netherlands (Delta Commissie). These scenarios will be
compared and contrasted in a report that culminates with recommendations of SLR
scenarios for use in planning, with an emphasis on State of California
requirements to be used in subsequent tasks. Other climate change parameters
will include potential changes in precipitation, frequency of storms, ocean
temperature, and wave climate.
Prepare Geo-Referenced Inventory of Infrastructure Potentially Affected by SLR.
Working in collaboration with City GIS staff, M&N will prepare a geo-referenced
inventory that will include, though may not be limited to, beaches, the pier,
roadways, pedestrian and bike paths, parking lots, buildings, the small -craft
harbors, shoreline protective devices including seawalls and bulkheads, utilities
(e.g., flood control channels and storm drains, sewer), and wetlands. M&N will
� ^. � i'�,;�,.s:c is � . � , ? �,. it-•_ , El �5G ._.
JIB -125- Item 12. - 42
add available attribute data relevant to future SLR vulnerabilities to infrastructure
(e.g., critical elevations, structure types, year built; replacement cost, and
condition). This analysis will use and build on existing GIS data provided by the
City and will be prepared using a consistent horizontal and vertical coordinate
system. M&N will prepare metadata for each feature class to allow data to be
efficiently used in the future. Using this information. M&N will prepare a baseline
assessment of coastal conditions alona the shoreline reaches, including specific
evaluation of beaches, hardened shoreline, structures, and other environmentally
sensitive areas.
Model SLR Scenarios in Conjunction with Other Coastal Flooding Factors. Using
the scientific basis developed in previous tasks, M&N will evaluate the impact of
projected climatic changes on each planning area. The evaluation will be based on
guidance provided in the State of California Sea -Level Rise Guidance Document
and as recommended by the California Ocean Protection Council on Sea Level
Rise. The current approach, which is consistent with California Coastal
Commission guidance, is to evaluate impacts for three scenarios of future sea
level rise (low, medium -projected, and high) under three planning horizons (2030,
2050 and 2100). At the outset of this task, M&N will review SLR and coastal
flooding models prepared by others (i.e., NOAA, USGS) and use data from these
studies as appropriate. M&N will apply publicly available shoreline evolution
models, in both the alongshore and cross -shore directions, to model ranges of
coastal erosion and flooding along the study area considering a number of
synthetic total future water levels.
Our work will begin with an initial planning -level model that evaluates the
erosional or accretional tendencies of a beach in the cross -shore direction (i.e.,
onshore, offshore) which is a function of the wave conditions and the amount of
energy delivered to the beach. A recent Shoreline Equilibrium Model developed by
Yates (Scripps Institution of Oceanography 2009) is an informative and powerful
tool to predict shoreline position based on the incoming wave field and the
potential shoreline response associated with rising sea levels. M&N will use this
model to identify vulnerabilities associated with both changes in wave climate and
SLR.
On a more refined scale, M&N will model flooding and inundation within identified
planning areas using a combined suite of models that transform offshore storm
conditions (e.g., wind field, waves) into the nearshore zone, applying various SLR
water level scenarios. To analyze realistic storm and erosion scenarios, M&N will
use a nested -model approach. The Wave Watch III model will be used to generate
offshore wave conditions from meteorological data. The resulting deep water wave
field is then transferred to the nearshore zone using the SWAN or Delft3D nested
models. Nearshore wave boundary conditions are then applied to nearshore
''Norr and S-1t=edu:e j 2-7
Item 12. - 43 f-fB -126- Pw
surfzone and swash zone conditions using the XBeach model, which assesses
nearshore erosion and ;flooding potential. XBeach models wave propagation, long
waves and mean flow, sediment transport and morphological changes of the
nearshore area, beaches, dunes and any back -barrier during storms in two
dimensions. This nested model approach is similar to that applied by the USGS for
regional SLR vulnerability assessments. Our approach will include greater detail at
a citywide scale based on our knowledge and experience with coastal processes
along the Huntington Beach shoreline.
Synthetic future water levels would include various sea level rise scenarios,
coastal storm waves; astronomical tides, and nonfidal residuals (wave setup,
storm surge, and decadal water level anomalies including El Nino. and ENSO
events). M&N will "calibrate" these results based on anecdotal and/or
photographic records of coastal erosion and flooding and run queries of
infrastructure data to determine the number and estimated cost of various synthetic
total water level scenarios.
In addition to vulnerabilities along the City ocean shoreline, other existing flooding
vulnerabilities will be exacerbated under future SLR scenarios. M&N will analyze
flooding along Huntington Harbour and Pacific Coast Highway during high tides
and high rainfall events. Low-lying areas within the City are also vulnerable to high
rainfall events and limited storm drain pump capacity into the flood control
channels. To analyze potential effects in these areas, M&N will use the XP-SWMM
linked "xp2D' numerical model. X,P-SWMM uses a two-dimensional (21D)
analytical module to route surface flood flows based on the TUFLOW program,
which then links dynamically to the 1-dimensional (1D) EPA SWMM5 module to
estimate flows within pipe networks and drainage structures. The xp2D model has
been approved by FEMA for 2D flood modeling and mapping for the NFIP since
2011. M&N will use this model to map flooding vulnerabilities for various future
SLR and storm combination scenarios.
M&N will also review tsunami inundation results from existing studies (e.g.,
California Geological Survey, FEMA) and correlate results with recent publicly
available tsunami -inundation model studies conducted in the region by M&N.
M&N will also consider upland flooding from heavy precipitation and related storm
drainage, in coordination with Task 4.4. This effort will identify impacted
stormwater infrastructure for the various water level scenarios.
Conduct SLR Vulnerability Assessment In consultation with City staff: M&N will
prepare SLR vulnerability assessments for the city as a whole or focused
sensitivity and risk analyses for specific areas. The SLR vulnerability assessment
will build on efforts described above and will be performed in accordance with the
State of California SLR Guidance Document. SLR vulnerabiiity assessments will be
conducted for each of the infrastructure elements identified in previous tasks.
xB _ t 7_ Item 12. - 44
Sensitivity assessments will consider how sensitive a planning area is to projected
effects, as well as its capacity to adapt to those effects. Finally, risk assessments
will consider the consequence and probability of a given effect for each planning
area. Based on .the vulnerability of each planning area to projected climatic
changes, priority planning areas will be identified per the procedure described in
the SLR Guidance document.
Idenf fy Appropriate Adaptation Policies. A key part of the vulnerability assessment
will be the identification of appropriate adaptation policies that may be considered
for inclusion in the updated General Plan and/or Coastal Land. Use Plan. Key
elements of this task include reviewing existing studies and adaptation policies
implemented elsewhere; providing examples of adaptation strategies for the
vulnerable infrastructure categories identified in the study area; ensuring that
policies are appropriate for inclusion in the GP and Coastal Land Use Plan; and
ensuring consistency with California Coastal Commission criteria.
4.4 Urban Runoff Impact Study
M&N will prepare an urban runoff impact study to support the General Plan update.
Steps to complete the study are outlined below.
Gather/Review Existing Reports and Data. M&N will review existing reports and
data relevant to the Citywide Urban Runoff Management Plan (CURMP, 2005). A
tentative list of review items includes the CURMP; Storm Drain Master Plan
(2005); Urban Water Management Plan (2010); Urban Stormwater Runoff NPDES
Permit Local Implementation Plan (2011); NPDES Permit No. CAS618030, Orders
No. R8-2002-0010, R8-2009-0030 (amended R8-2010-0062); the 1996 General
Plan; GIS data; and maps, surveys, and land use plans. M&N will conduct a visual
assessment of existing conditions of potential large- or small-scale water quality
projects based on the CURMP recommendations and revised development plans
in and around the city. M&N will meet with City staff and interested stakeholders to
download updates on projects, developments, and water quality or water use
initiatives, and will meet with OCSD to identify viable alternatives to the current Dry
Weather Urban Runoff Diversion program.
Identify Water Quality Projects and Funding Opportunities. Drawing on the data
gathered above, M&N will identify water quality projects on a small- and large-
scale and propose revisions to the CURMP consistent with the updated list of
projects. As part of this analysis, M&N will identify funding opportunities for the
proposed water quality projects and propose revisions to the CURMP to modify or
adjust the current list of possible funding sources.
Revise CURMP to Meet NPDES Permit. M&N will revise the 2005 CURMP to meet
or exceed the requirements of NPDES Permit No. CAS618030, Order No. R8-
DeflverabEes: i.1&4J will prepare
admit i str tiro dr, —, draft, and
=-al re;ti: ions c type CURMP.
w T V;si0 1 S be
siji—n:,sL+,r,zedaiETechnical
Sack;.;round R,eDoft described in
Tasks 4.'' 2 t ; ough 4.14.
Item 12. - 45 14113 -1218- /' '
Deliverables: PMC will
summarize the GHG inventory,
forecasts, and reduction target
recommendation in a technical
report. The technical report will be
incorporated in the Technical
Background Report described in
Tasks 4.12 through 4.14.
2009-0030 (as amended by R8-2010-0062). This will include a revision to the
Water Quality Element of the CURMP to include:
® Regulatory environment updates.
® Revisions to Citywide Source Control Programs, as applicable.
® Revisions for major projects, and.applicable NPDES requirements for those
developments.
® Revisions to phasing/program implementation/monitoring of program
elements as necessary.
® Revisions to funding opportunities.
4.5 Greenhouse Gas Emissions
PMC will prepare a community baseline GHG emissions analysis, forecast GHG
emissions, and recommend a GHG reduction target. These items will serve as the
technical foundation for the SAP and will support technical analyses for the
General Plan update and EIR. The baseline inventories will adhere to established
protocols, including but not limited to the California Air Resources Board (CARB)
Local Government Operations Protocol (LGOP), the US Community Protocol for
Accounting and Reporting of Greenhouse Gas Emissions, and methodologies
recommended by The Climate Registry.
We will use PMC's MS Excel -based Decision Support Tool for this task, The Tool
integrates the baseline inventory, emissions forecasts; reduction targets, reduction
measure quantification,, and reduction measure implementation, monitoring and
reporting. The Tool is the repository for all activity.data, calculations, emission
coefficients: sources, and assumptions used in the calculation of greenhouse gas
emissions. We have designed a tool that allows for the transparent calculation of
GHG emissions in a manner that is accurate and accessible to City staff. This
approach eliminates the 'black -box" risks of proprietary tools since Excel is
common software used by municipalities. Our Tool is consistent with the current
industry protocols and practices and allows modification in response to unique
existing conditions. For example, the analysis of GHG emissions for the
transportation sector of the inventory will follow the industry preferred practice of
analyzing vehicle miles traveled (UMT) with consideration of origin and destination
of trips (relying on Stantec's update to the traffic model), which accurately present
emissions attributed to activities within the City's control and excludes through
travel on freeways and major roadways.
Baseline Greenhouse Gas Emissions Inventory. The purpose of the community
inventory is to present the major sources and quantities of GHG emissions caused
by activities within the city. The inventory will provide a baseline against which
future progress can be measured.
('rcncsal lol 'it'r' 0,. iLnlli ;;rs 7L?C;.
HB -129- Item 12. - 46
The community inventory will use a jurisdictional approach to identify community
emissions caused by activities within the City boundary and those within the City's
jurisdictional control, Consistent with industry practices, this allows the City to
account for GHG emissions that are caused by activity within the jurisdictional
boundary where the direct combustion of fuels or emission of GHGs takes place
outside of the boundary.
We will prepare a 2005 and current year (2010-2012) GHG inventory, and
forecast emissions to 2020, the General Plan horizon year, and 2050. The 2005
inventory will provide a baseline year that is consistent with analysis of statewide
emissions and forecasts as directed by Assembly Bill 32 (AB 32). The current year
inventory will provide existing emissions for consistency with the baseline year of
the EIR. We will also benefit from the comparison of bath years during policy and
GHG reduction measure development.
The inventories will include emissions from key sectors, including energy,
transportation, waste, water: wastewater, stationary sources: and other sectors as
applicable. The three most common GHGs presented in community inventories are
carbon dioxide (CO2), methane (CH;), and nitrous oxide (N20). In addition to these
three GHGs, hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), and sulfur
hexafluoride (SF,) may be identified if sufficient use data is available. All GHGs
analyzed are converted to equivalent carbon dioxide units, or CC,e, based on
global warming potential (GWP). Equalizing GHG emissions as CO2e allows for the
consideration of different GHGs in comparable terms. We will collect and analyze
activity data for all sectors; using data consistent with other sections of the TBR.
PMC anticipates assistance from City staff to confirm emissions sectors, provide
sources of information, and confirm the jurisdictional boundary of the inventory,
FIMC will lead data collection and analysis. Sectors and their associated activity
data, provider, and scope are summarized in the following table.
1
Item 12. - 47 H -130- Ow
Residential
Commercial/ Industrial
Transportation
Waste
Water
Off -Road Equipment and
Vehicles
Stationary Sources
Electricity
i Southern California Edison
1
Natural Gas—_—~---�---
' Southern California Gas v `
2
Electricity
Southern California Edison
1
Natural Gas
Southern Califomia Gas
2
On -Road VMT
Citywide traffic model
1
--............ ...........-- - _..--._........ ._....
Community Waste
CalRecycle
3
Community Alternative Daily Cover
' CalRecycle j
3
Direct Landfill Emissions
CalRecycle !
^
1
_..----......_._....................... _..._... -----................ ......... ... .............
City Water Division
Gallons
Metropolitan Water District
3
Municipal Water District -Orange
County
Diesel
GARB OFF-ROAD2007
1
Gasoline
GARB OFF-ROAD2007
1
South Coast Air Quality
Major Industry
Management District, Air Resources ;
1
Board
Results will be presented in
the Technical Background Report. In addition,
PMC
will summarize statewide and regional GHG inventories and present the federal,
state, and local regulatory
framework related to climate change and
GHG
emissions.
GHG Emissions Forecast. PMC will develop business -as -usual (BAU) emissions
forecasts for 2020 and for the General Plan horizon year across. all sectors
contained in the inventory. These forecasts will allow the City to demonstrate
consistency with AB 32 (by 2020) and can support preparation of the GHG section
of the General Plan CEQA documentation. Future year forecasts will rely on
population, jobs, and household projections consistent with the General Plan
update and EIR.
GHG Reduction Target(s). PMC will recommend feasible GHG reduction targets for
2020 and the General Plan buildout or horizon year that respond to the emissions
profiles identified in the inventory and forecasts. The targets will reflect guidance
from CARB, the Governor's Office of Planning and Research, the South Coast Air
Quality Management District, the AB 32 Guidelines and Scoping Plan, and State
CEQA Guidelines Section 15183.5. PMC anticipates coordination with City staff,
HB -131- Item 12. - 48
the GPAC, and the Environmental Board during the selection of GHG reduction
targets as part of Task 5.
4.6 Market Trends Analysis
Stanley R. Hoffman Associates (SRHA) will prepare a market trends analysis
addressing the following major forces that drive change in the community:
(1) residential population and labor force growth; (2) overall economic trends that
influence the future composition of jobs in Orange County; and (3) the market
position of Huntington Beach to capture a competitive share of growing sectors
while maintaining strength in its existing key employment sectors. The market
analysis will include the following steps:
® Prepare a baseline target industry and demographic analysis.
® Analyze current and projected market conditions for new development. and
Huntinaton Beach's competitive position in Orange County.
m Define and analyze economic zones within Huntington Beach that exhibit
clusters of economic strength and job growth potential.
® Define the criteria that will provide the benchmarks and economic indicators
to evaluate future performance and success of General Plan economic
development policies, such as an increase in certain types of employment
and wages, better jobs/housing balance, and fiscal revenue benefits.
Stakeholder/Key Leaders Interviews. SRHA will conduct interviews with key
stakeholders and community leaders to help prioritize the major economic issues
that should be addressed during the study. Many of these interviews may be
conducted in conjunction with those specified under Task 2.1. Stakeholders may
include members of the Chamber of Commerce and representatives of the
Automobile Dealers Association, the Association of Realtors, the Visitors and
Conference Bureau, and other key organizations and leaders.
Target Industry and Projections Analysis. SRHA will conduct a target industry
analysis, working closely with City planning and economic development staff. This
will include analysis of strong, medium, and weak sectors of the community and
the regional economic base.
Economic Development Key Industry Analysis. This subtask will address the level
of job base diversification in the city and will build on the latest wage and
employment information for Huntington Beach, Orange County, and the west
Orange County subregion.
Real Estate Market Study. SRHA will contact knowledgeable brokers, developers,
expert practitioners, and selected representatives to ascertain their experience in
the local real estate market and their view of future economic development
Deliverable}:. SRHA will
suE arize the market trends
analysis in a t&chnical report. The
t d'mical report will be
inccr _crated Ir he Technical
Background Report described in
r x:.. _, �.14,
3
L S;.h'Cuie ) 4
Item 12. - 49 H13 -1321- (Al
opportunities. The market study will analyze the potential mix of supportable
residential (both single- and multi -family units) uses, commercial/industrial and
retail uses; professional and medical office uses; and local services.
Identification of Economic Zones for Analysis. In coordination with economic and
planning staff, SRHA will identify the major economic zones of the city. To the
extent that the city has a vacant or underutilized land inventory, this information
would be summarized by economic zones to identify the possible locations of
potential development opportunity sites. The existing land use survey described in
Task 4.1 can be used to identify vacant sites by zoning district for this purpose.
Preliminary Range of General Plan Projections. Since the most recent forecast of
growth was completed in 2010, SRHA will prepare a range of preliminary
residential, population, and nonresidential forecasts for use in preparing the
General Plan update. SRHA will work closely with the demographic research being
conducted by the Center for Demographic Research and the most recently adopted
SCAG 2012 RTP forecasts
Retail Capture. Analysis. SRHA will prepare a retail capture analysis where the
existing and historic household expenditure potential will be compared with
historic taxable retail sales data for Huntington Beach. A capture analysis
compares the retail sales potential of different retail categories by local retailers
with the household expenditure power of local residents. The retail capture
analysis will establish Huntington Beach's strengths or weaknesses relative to
particular retail categories.
4.7 Circulation System Modeling
ne€iueEab=es; S)t i I vvi i Stantec will update the citywide traffic model for use in the General Plan update
summar`ze existing-;rcrlation and to support preparation of the SAP. Steps to update the model are outlined
below,
corditions and provide
doc me;:tarion foF ne zdated Develop Analysis Procedures. This task will establish.the context for the traffic
{,f�ic „''Dde' as a technical repent.
study and define the methodology and procedures to update the traffic model in
order to provide data consistent with the environmental consultant's needs for
Tht tecl nir�ai rn"O `�`;'i;l be addressing the GHG legislation (AB 32 and SB 97) and in updating the 2030 traffic
incorporated In the Tecs:nicai model to the desired future horizon year (2035 or 2040).
Bactkground Re'o described in Update 2030 Model. This task involves updating the future baseline version of the
Tasks 4.12 Throug`; 4.1li. model to a 2035/2040 forecast year. N/linor updates to the model include
incorporating the latest approved projects into the land use database and
performing network changes to achieve consistency with the latest version of
OCTAM and the MPAH. A check will also be made on the regional highway
forecasts against the latest OCTAM forecasts. The updates and refinements will be
documented in a supplement to the traffic model description report (Austin -roust
HB -131- Item 12. - 50
Associates 2009). The work product from this task will be the refined baseline data
for the current General Plan.
Refinements to the traffic model will address the type of strategies being
considered for reducing GHG emissions, with specific emphasis on trip
generation, trip length, and travel mode change. Inputs will be specified at the trip
generation and trip distribution stages of the model, resulting in changes to
outputs from the vehicle assignment stage in which roadway traffic volumes and
VMT data is produced. The assumptions and methodology used in this update and
refinement will be documented as a supplement to the existing comprehensive
traffic model description report.
Develop Future Modeling Scenarios. In this task, Stantec will work with City staff to
define three land use/circulation alternatives for testing and use the HBTM to
evaluate the traffic impacts and benefits of each alternative: Stantec will evaluate
the vehicle trip generation of each alternative, incorporate the land use and
circulation alternatives into the traffic model, and produce the forecast data using
the procedures defined above. Preliminary ADT and ICU analysis will be performed
and the results shared with the consultant team to allow for refinement of the
alternatives.
4.8 Fire and Police Service Study
Matrix will prepare a service level study for fire and police services that examines
existing levels of service, response times, and response time goals, and will
identify any changes needed to accommodate future growth.
Fire Services Study
The following paragraphs describe tasks Matrix will complete to support the fire
services study.
identity Key Issues, The purpose of this first task is to develop an initial
understanding of the major staffing, operating, management and programmatic
issues facing the Huntington Beach Fire Department. Matrix will develop this initial
understanding of key study issues by conducting individual interviews with the City
Administrator, the Fire Chief and top management staff in the Department, and
representatives from the collective bargaining unit. These initial interviews will
focus on perceptions related to service levels, costs, programmatic and
management issues within the Department. Issues reviewed will include key
service or operating issues facing the Department and the City, and the impacts of
growth in the city as they relate to changing service level expectations and
demands. Matrix will also document key population, demographic and economic
characteristics and trends in the city. Based on the results of these interviews and
Dullverabtas: 'via; ix will
ar-;'s;s and
c, me : sla—''or the fire and police
ser'dirce level s"--=dy as a technical
rep Dr. Th, technical report will be
irorpora'11 i the Technical
"uc,O.?=.;und ReDDrt described in
:sf;s 4.1 f t' r?g;i 4.14.
t
Item 12. - 51 HB -134- f9J
initial data collection, Matrix will prepare an issues list to guide subsequent
analytical steps.
Fire Department Profile. To provide a basis for subsequent analysis, Matrix will
develop a detailed understanding of all aspects of the current organization and
operations of the Fire Department. The principal focus of this informational
foundation will be the functions included within the scope of this study. Following
are the nature and type of data we will collect in developing this initial detailed
inventory.
Develop an understanding of the risks facing the Department and their
approaches to dealing with them
Matrix will interview Fire Department management staff to develop an
understanding of the level of fire and other emergency risks that are targeted and
tolerated by the City. Concurrently, Matrix will develop an understanding of the
service levels targeted by the Fire Department. At a minimum. these measures
would include targeted response times, company staffing and standard response
policies by type of call, historical fire losses, levels of training needed to support
the effective response to various emergency incidents, and the extent to which
risks are formally addressed through enhanced codes and ordinances.
Document the overall departmental plan of organization and staffing
Through interviews with the Fire Chief, command and support staff, and review of
available organization charts.. shift schedules, and other relevant documents,
Matrix will develop a detailed understanding of the cunent.plan of organization and
staffing to include organization structure: number and type of staff assigned to
each engine and truck company; approaches to scheduling; current staffing
philosophies and review of the employee contract to include approaches to
minimum staffing by station, unit and shift; basic job responsibilities and work
time allocations of all administrative and command staff and other administrative
and support personnel; and basic lines of responsibility and authority running
through the organization.
Develop a detailed understanding of the current fire suppression and
emergency medical services network
Through interviews and review of key operating and response policy documents,
Matrix will develop a detailed understanding of the existing fire suppression
network and service structure to include location and related response area for
each station and unit; age, basic characteristics, and any capital improvement
needs associated with each of the stations in the existing network. any plans to
adjust the deployment of staff or unit resources or locations; assignment of staf"
and apparatus; and basic response policies to each type of call received by the
Fire Department. This would include the number and type of apparatus dispatched
HB -135- Item 12. - 52
by call type; staff resources dispatched by call type; and involvement in
emergency medical responses. Matrix will also evaluate response characteristics
and deployment of staff resources to provide emergency medical services in the
city; current approaches to handle fire dispatch and communications, including
the use of emergency medical dispatch protocols; and the most recent ISO rating,
together with developing an understanding of deficiency points assessed.
Document the City's and the Department's approach to fire prevention
services
Through interviews with Fire Department staff, analysis of existing codes and
ordinances, and discussions with planning and building representatives of the
City, we will focus on understanding all aspects of the Department's current
approach to fire prevention related services. This will include developing a detailed
understanding of the organization and responsibilities of the Department's fire
prevention services to include staff time allocations and assigned responsibilities
involving inspections; plan checking; public education, and other fire prevention
related activities, as well as responsibilities for fire investigation. Matrix will
evaluate current philosophies and contents of codes and ordinances related to
"building in" fire protection in the city to moderate future demands for fire
suppression resources; the role of fire suppression personnel in the Department's
overall fire prevention program to include company inspection policies and
inspection frequencies, and other relevant activities in the fire prevention areas
accomplished by fire suppression personnel; and assess the integration of fire
prevention and other programming into the City's overall risk management
program.
Document the nature and scope of internal training programs and
philosophies as well as the Department's personnel management systems
Matrix will document the basic assignment of training responsibilities for training
personnel and unit officers; the Departmental training philosophy; approaches
currently employed to evaluate individual staff member and company proficiency
as part of the overall training program; and approaches utilized to attract, recruit
and retain employees in the Fire Department.
Document characteristics of current departmental hazardous materials
control and response capabilities
Matrix will document any issues related to how City and regional activities are
coordinated with the Fire Department (e.g., permitting and regional response
capabilities); how the Department's initial response units are utilized, trained and
supported; and how the response and planning functions are regionalized and
supported by the Department.
Item 12. - 5 3 HB _ 6_ ('�'
Develop a detailed inventory of facilities, departmental apparatus and
thoroughly document existing approaches and philosophies related to
apparatus replacement
Matrix will develop a detailed inventory of existing facilities and apparatus;
thoroughly document existing departmental and City approaches to replacing fire
apparatus to include financing approaches, timing, and other relevant information;
and document vehicle replacement/purchase needs over the next ten years to
include vehicle type, timing, anticipated cost and, as noted above, current
financing provisions.
Develop a detailed portrait of fire and emergency medical services workloads
and service levels in Huntington Beach ,
To provide a basis for analysis of the efficiency and effectiveness of current fire
suppression, EMS and support operations, Matrix will develop a detailed
understanding of both service levels and demand for service currently experienced
by the Department.
On a city-wide and station -by -station basis, Matrix will develop indicators of call
and unit response volume by major call type over the last five years. Once
collected, these data will be analyzed to assess the extent to which various types
of demand for service are changing in Huntington Beach.
Matrix will develop a detailed understanding of the response requirements and
plan of the Fire Department, including the number of units dispatched by type of
call, how units cover each other when multiple units are required and the
deployment and use of staff in support of ambulances.
Through analysis of dispatch records, incident reports, and other appropriate
documents; Matrix will develop a detailed profile of calls handled by the
Department to include response times for all calls, by type of call and priority;
amount of clock and staff time required to handle each call type; the number of
units dispatched by type of call; the incidence of automatic and mutual aid in
responses; and how runs are distributed, by unit, by time of day and day of week.
Matrix will also document the workloads of other functions included in the scope
of this study, including fire prevention and education, training, and administrative
functions. Once these initial data collection activities have been completed; the
Matrix will prepare a detailed written profile which presents our understanding of
the Department's current approaches to operations as defined by each of the areas
listed above. This profile will be circulated among departmental management and
other personnel, as appropriate, for comment and to ensure the accuracy of our
understanding.
HB -1137- Item 12. - 54
Compare to Best Practices and Peer Cities. The use of "best management
practices" analysis is topical in the analysis of public and private sector agencies
today. Matrix will develop a detailed list of best management practices for use in a
diagnostic assessment of each service function in the Fire Department. This
diagnostic assessment would be developed to identify those areas in which the
organization was meeting targeted service delivery objectives or standards of
service efficiency or effectiveness.
Matrix will use the data collection activities conducted in previous tasks to assess
the degree to which services or service levels conformed to the benchmark. Each
service area diagnostic element would consist of a definition of the service level,
efficiency or deployment target, a description of the current performance,
Identification of areas which meet or exceeded the target(s), and identification of
areas which represent improvement opportunities.
As part of the professional standards assessment, Matrix will review the current
professional literature describing various performance standards and objectives in
Fire Departments across the country including, but not limited to standards from
the Commission on Accreditation of Ambulance Services (CAAS), Commission on
Fire Accreditation International (Cl Insurance Services Office (ISO), and
National Fire Protection Association (NFPA).
Matrix will also develop a list of at least six benchmark communities against which
to compare the Fire Department's management, organization, staffing and
operations.
Evaluate Service Level and Resource Issues. Matrix will evaluate a full range of
issues impacting the effectiveness and efficiency in the Fire Department using the
following approaches.
Matrix will compare projected call and service demand for the existing field units
and isolate: (1) any current low volume areas where growth in the future is
expected to be relatively minimal; (2) current high volume areas where service and
workload demand may increase in future years (out through a 10-year projected
planning period); and (3) low volume areas which may expect significant
increases in service demand in future years. Based on the analysis, Matrix will
identify opportunities for changes in resource deployment and assess their cost
and service Impact in terms of current staffing: apparatus, and station
requirements. Matrix will use a GIS location model in conjunction with the
analysis.
Matrix will evaluate existing response and service level policies In light of actual
service demand faced by the Fire Department. We will identify opportunities to
modify service policies (response time for selected types of calls and selected
areas; response to non -emergency calls, etc.) and evaluate the impact of
Item 12. - 5 5 xB - 1 3 $_ P,�-
modification on costs and departmental demands. We will evaluate trade-offs
between modification of current service levels or projected future service level
targets and operating costs. Based on an understanding of demand and field unit
deployment, Matrix will evaluate existing company staffing policies, unit
deployment and response approaches, identify opportunities to reduce costs or
improve staff utilization or service through adjustments in those policies, and
analyze opportunities to adjust the mutual aid and automatic aid response system
in the region. We will assess the impacts of any changes recommended as a result
of this analysis upon fire ground management and the ability to effectively respond
to simultaneous suppression calls.
Matrix has a comprehensive analytical, statistical and GIS-based approach for
assessing the impact of various station locations. Matrix uses a process that
examines the ramifications of station locations and unit deployments across a wide
range of potential deciding factors, including ability of the system to place at least
one unit on -scene everywhere in the City within defined performance standards,
level of station coverage overlap; level of personnel overlap, and impact on
average travel time for the first -due unit.
Matrix will also assess the following programs and activities in this task through
interviews, data collection, and review of policies and practices:
Fire prevention and code enforcement policies and programs
Fire prevention -related codes and ordinances and fire prevention activities of the
Department can have a major impact on resource requirements. The purposes of
this portion of the task are to thoroughly evaluate existing fire prevention policies,
plans and operations, and to identify improvement opportunities.
Evaluate hazardous materials management programs
This analysis includes alternative level responses, capabilities and equipment /
apparatus, as well as planning issues, program management, and coordination
with other agencies. This will include an assessment of the City's participation in
the regional service delivery network.
Evaluate emergency management issues and opportunities
This will include an assessment of the Department's ability to provide services
under the City's emergency preparedness plans, and to assess the Department's
current efforts for seeking available grants from federal and state providers. This
will include an assessment of current emergency plans, "their comprehensiveness,
coverage of weather; emergency, hazardous materials, nuclear plant and other
foreseeable events.
°r-rx s?d i:ir C iti of If , n ° Cri
HB -139- Item 12. - 56
Evaluate fleet and apparatus replacement plans
The project team will focus on evaluating the cost-effectiveness of the current
approach to maintenance of fire apparatus. In addition, the project team will
assess current fire apparatus replacement planning — specifically as it relates to
the current Capital Improvement Plan.
The product of this work will be a detailed review of current approaches, staff
utilization, programs and coordination approaches relating to each of the support
and program areas listed above. Current performance levels would be described in
each service area, issues identified and alternatives assessed.
Reporting. Completion of all the tasks listed above will result in the preparation of
a technical background report summarizing issues and study recommendations.
The report and the associated implementation plan will consist of the following:
® An executive summary of all key findings and recommendations, including the
assessments of current and projected staffing needs.
® A detailed set of recommendations addressing each are of the study; specific
work steps required to implement each recommendation; recommended
timing for implementation; recommended responsibility for implementation;
and any costs or savings.
® A detailed capital improvement plan addressing any recommendations
regarding changes/additions.
Police Services Study
The following paragraphs describe tasks Matrix will complete to support the police
services study.
Identify Attitudes Toward Fisting Programs, Services, and Needs. To fully evaluate
the issues facing the Police Department, as well as to identify the needs related to
the delivery of law enforcement services in Huntington Beach, Matrix will need
develop an in-depth understanding of attitudes towards existing service levels and
the unique characteristics of policing programs and community protection needs.
To provide this level of understanding, Matrix will interview the City Administrator,
top management in the Police Department, and members of the collective
bargaining group. These initial interviews will focus on determining individual
attitudes toward current law enforcement service levels, programs, and community
protection needs, including adequacy of existing service levels, responsiveness to
basic community public protection needs, perceived gaps in existing service
levels, and` attitudes toward enforcement philosophies. Matrix will also document
key population, demographic and economic characteristics and trends in the city.
Item 12. - 57 HB -140- PL&
Matrix will prepare an issues list that will provide the basis for subsequent
analytical steps.
Police Department Profile. A key to this analysis is development of a detailed
understanding of workloads and service levels. To develop this level of
understanding, Matrix will document and analyze workload and service levels as
described below. (Please note that in the following task narrative not all law
enforcement functions are described.)
Patrol Programs and Services
Employing data extracted from dispatch information and available reports, Matrix
will profile and analyze field patrol workloads and service levels, including
community -generated calls for service demand by time of day and day of meek for
the last 12 months; response times by priority of call for services handled; number
and type of calls handled by other means including use of non -sworn community
service officers, and other forms of differential response.
Matrix will document and analyze officer -initiated activity using various
quantitative indicators including field stops/field interrogations, traffic stops, other
self -initiated activity, and activities resulting from directed patrols. For a sample
period, Matrix will examine the scope and content of any patrol plans prepared for
field patrol staff, including. time required to execute patrol plans, performance
expectations, community -oriented goals and action plans, and other factors, as
appropriate.
Matrix will document actual field patrol deployment practices with existing staffing
levels in field patrol. Through analysis of rosters and other appropriate documents,
Matrix will document scheduled deployment by time of day and day of week,
factors impacting units actually deployed compared to the number scheduled
(e.g., on -shift court appearance requirements, sick leave, special assignments,
training), and factors involved in the utilization and need for overtime.
Matrix will evaluate field patrol staff utilization at existing staffing levels given
actual deployment and workload demands. The model employed. Includes
determination of the time available for preventive patrol and other proactive
activities given actual deployment and call for service demand by time of day and
day of the week.
Concurrently, Matrix will interview staff at all levels in patrol services to develop a
detailed understanding of how the patrol program works from a number of.
perspectives including: (1) preferred level of uncommitted time necessary to allow
field officers to direct patrol to such activities as traffic enforcement, (2) the extent
to which patrol officers are involved in follow-up investigations, (3) level and
content of patrol plans based on review of any existing plans targeting community-
Hf3-f4t- Item 12. - 58
oriented activities by officers, and (4) problems associated with implementing and
maintaining targeted patrol levels at existing staffing levels and workloads.
Matrix will document the uses; availability and deployment of command and
supervisory personnel by time of day and day of week. Through interviews, we will
develop a detailed understanding of the mixture of command and supervisory
responsibilities and associated issues. Based on this information, Matrix will
define existing field patrol service levels.
Traffic Enforcement
Matrix will document scheduled .and actual deployment of traffic enforcement
personnel by time of day and day of week, current workload including accident
investigations, and the extent to which traffic enforcement personnel are being
assigned calls for service as primary units and/or back-up of other field patrol
activities. Matrix will describe how traffic enforcement and accident investigation
workloads are planned, prioritized and handled. We will discuss the level of patrol
officer -initiated activity related to traffic enforcement including citation production
on a per officer basis, and how traffic enforcement officer activities are targeted by
Traffic Enforcement. Matrix will evaluate service levels, as measured by the current
Traffic Enforcement Index.. Based on these items, Matrix will develop a set of
measures to clearly define traffic enforcement approaches.
Investigative Services
Matrix will analyze current investigative policies, including case screening
approaches; types of cases "worked" by case type; and other policies which impact
time utilization and workload of investigative personnel. Based on interviews, we
will document current caseloads and case status by case type, and evaluate
existing investigative service levels from the perspectives of.. (1) current caseloads
compared to patterns observed in other law enforcement agencies with effective
case management approaches; (2) the extent to which cases with "leads" can be
worked with a relatively high likelihood of solvability given existing staffing levels
and case management approaches; (3) elapsed time between initial report,
assignment of a case to a detective, and actual working of that case by a detective;
(4) coordination of cases with patrol personnel; and (5) mission, workload, and
results achieved by pro -active investigative units. Based on the above, Matrix will
define existing investigative services.
Dispatch and Records Services
Matrix will analyze workloads and service levels associated with the other support
units in the Police Department by documenting records processing flows by
document type and volume, identifying and quantifying processing turnaround
times and backlogs, reviewing systems currently available to support records
processing activities, reviewing internal information processing procedures and
Item 12. - 59 1-1B _t2_
controls, and employing a computer model to calculate the use of
communications staff by dispatch function and time of day / day of week.
Results of this task will be documented in the form of a narrative and statistical
profile of the Police Department workload and service 'levels, which will provide
the basis for subsequent analysis. This profile would be circulated among HBPD
staff to ensure accuracy.
Compare to Best Practices and Peer Cities. The use of "best management
practices" analysis is topical in the analysis of public and private sector agencies
today. Matrix will develop a detailed list of best management practices for use in a
diagnostic assessment of each service function in the Police Department to
identify those areas in which the organization was meeting targeted service
delivery objectives or standards of service efficiency or effectiveness.
Matrix will use the data collection activities conducted in previous tasks to assess
the degree to which services or service levels conformed to the benchmark. Each
service area diagnostic element would consist of a definition of the service level,
efficiency or deployment target; a description of the current performance,
Identification of areas which meet or exceeded the target(s), and Identification of
areas which represent improvement opportunities.
Matrix will develop a list of at least 6 benchmark communities against which to
compare the HBPD`s management, organization, staffing and operations. The
focus of the comparison would include quantitative comparisons of workload and
service levels (e.g., calls, proactivity levels, cases): and qualitative comparisons of
management practices (e.g., approaches to managing field and investigative
services).
Evaluate Service Level and Resource Issues. Matrix will analyze the current staffing
levels necessary to achieve the service objectives associated with each service
level, and provide the Police Department with a modei/tool to project and assess
future staffing needs. We will employ a computer model to calculate field patrol
deployment necessary to achieve identified alternative service level objectives.
The model provides the capability to calculate field patrol deployment
requirements by shift and day of week based on workload and specific service
level objectives associated with target response times and preferred levels of time
available for proactive activities in an area.
Matrix wili evaluate investigative staffing needs based on an assessment of case
management techniques (including how cases are screened, assigned and
monitored) as well as caseloads on an investigative specialty basis. We will also
define staffing alternatives and requirements for all other functions and services in
the Department consistent with alternative service levels including management
;fit,.S ,;'r.., Jr. r 5�
� '`J G3 vlt
H, - a 3_ Item 12. - 60
and supervisory staffing; communications and records; and other support
functions (e.g., crime analysis, property and evidence, field evidence collection,
special operations and investigative units). Once staffing plans associated with
each service level are defined, Matrix will compare them to current staffing levels,
identify staffing gaps, and identify the number of staff required to meet service
level objectives.
Matrix will provide the analytical tools necessary for the City and Police
Department to assess and project staffing needs. This will include patrol staffing
formulas, benchmarks for investigator caseloads and staffing levels, and
communications personnel. Matrix will evaluate alternative schedules,
opportunities for civilianization, and the organizational structure of the Department.
Reporting. Completion of all the tasks listed above will result in the preparation of
a technical background report summarizing issues and study recommendations.
The report and the associated implementation plan will consist of the following:
IN An executive summary of all key findings and recommendations, including the
assessments of current and projected staffing needs.
® A detailed analysis of operations and staffing needs for each function at
alternative service level targets, including analytical methodologies.
• A detailed analysis of current operating issues in the Department.
® Detailed recommendations for addressing any identified issues and improving
the efficiency and effectiveness of all components of operations.
® Detailed plans for implementing all recommended changes to include work
steps necessary to implement; recommend responsibilities; and timing.
4.10 Natural and Environmental Hazards
PMC will describe natural and human -created hazards and hazardous materials Dehvera 'es: `ff will
affecting Huntington Beach. Based on available resources, including the Local
surirnairdze anafiysis and
Hazard Mitigation Plan; the Emergency Operations Plan, and Cal -Adapt, we will
include maps of known flooding, seismic, geologic, and other hazards as part of ncitisi� s t' natural and
the technical report. PMC will describe existing conditions and hazards related to in a
seismic and geologic activity, flooding, fire, and hazardous and toxic materials. E,echnicc,d report. Tfie technical
We will also describe existing emergency management and safety plans and
standards in consultation with the local, county, regional, state, and federal ;; ===Jri v,,ill be it arporated in the
agencies responsible for public facilities and circulation, fire suppression, law T, e`; ;i:-; <i Ba.cl:'?r jnd Report
enforcement, and emergency services. Issues to be addressed include: descrir d,' in Tasf's 4.12 thrc—,.0
® Seismically induced surface rupture, ground shaking; ground failure, tsunami. =.14,
seiche, and dam failure
Item 12. - 61 H B - l 44- q'_/
® Slope instability leading to mudslides and landslides
® Subsidence, liquefaction, and other seismic hazards identified on seismic
hazard maps
® Other known geologic hazards
® Flooding
® Urban fires
® Evacuation routes and signage
® Peak load water supply requirements
® Minimum road widths and turnouts required by emergency agencies
As part of this technical report, PMC will also identify and characterize geologic
conditions in the planning area. Available information describing soil types and
characteristics and regional geologic structures and lithology will be reviewed. We
will describe soil conditions (including erosion hazards and shrink -swell potential)
on the basis of Soil Conservation Survey mapping, expected maximum ground
shaking, and conditions that may promote soil erosion during development and
will identify control measures for grading and excavation activities. The
characterizations of geology and soils will focus on mineral resources, natural
earth materials. and soil types and conditions (including soils within the planning
area that can support agricultural uses). We will describe the locations and types
of economically significant mineral resources in the planning area, if present.
4.11 Noise Monitoring and Modeling
Defiverabies: Atkins will Atkins will use the results of the traffic analysis (prepared by Stantec), along with
summarize analysis and available information about potential noise sources in the planning area, to model
potential noise impacts. This task will be conducted during the same time that
conclusions from noise other technical background studies and reports are being prepared. The noise
monitoring and modeling in a impact analysis cannot be conducted until the traffic study data has been
technical report. The technical
completed.
report will be incorporates in the Existing ambient daytime noise levels will be measured at eight short-term and
Technical Background Report seven 24-hour locations (to be selected in coordination with City staff) to establlsh�
and map baseline noise levels. All daytime noise levels will be measured using a
described in Tasks 4.12 through Larson -Davis precision sound level meter, which satisfies the American National
�.1:. Standards Institute (ANSI) requirements for general environmental noise
measurement instrumentation.
Noise will be characterized using the following terms:
® L, , the equivalent energy noise level, is the average acoustic energy content
of noise for a stated period of time; for evaluating community impacts, this
PicP,;,sa f ;; vity o- inon Be ,, .
H-B -145- Item 12. - 62
rating scale does not vary; regardless of whether the noise occurs during the
day or the night
® Lmi , the minimum instantaneous noise level experienced during a given
period of time
E Lm,, the maximum instantaneous noise level experienced during a given
period of time
Existing 24-hour noise levels will be calculated for various roadway segments in
the project vicinity using the FHWA Traffic Noise Model (TNM 2.5) and current
traffic counts from the traffic report prepared for the project. Because Huntington
Beach is located adjacent to Interstate 405, Atkins will obtain roadway volumes for
1-405 from Caltrans, if required. The model will calculate the average noise level at
specific locations based on traffic volumes, average speeds, roadway geometry,
and area environmental conditions. Vehicle noise energy rates in the TNM 2.5 will
be modified to incorporate rates used by Caltrans, which better represent vehicle
noise levels in California. The analysis of operational noise impacts will address
future noise levels. Future noise levels along key roadway segments will be
calculated to determine whether traffic generated by buildout with implementation
of the General Plan: update causes a substantial increase in noise at nearby
locations.
Noise levels generated during construction will be qualitatively evaluated for their
potential to affect existing noise -sensitive uses, as no specific development
projects are contemplated under the General Plan update. The potential for
construction noise to impact nearby noise -sensitive land uses (if any) will be
characterized based on the potential for new development to occur in the vicinity
of existing noise -sensitive uses.
Atkins will also prepare a new noise contour map of the city to support preparation
of noise standards and policies for the hazards chapter of the General Plan.
4.12 Administrative Draft Technical Background Report
PMC will consolidate the findings and results of technical studies completed in
Tasks 4.1 through 4.11 into a Technical Background Report (TBR) similar to the
current TBR. Our approach anticipates incorporating the TBR as an appendix to the
General Plan EIR, allowing the EIR document itself to focus appropriately on
impact analysis and mitigation. Thus, the TBR will be organized by EIR topical
section and will provide full discussion of the existing setting and regulatory
setting for each EIR section. A full list of sources consulted will be provided.
PMC will prepare an administrative draft TBR in advance of the administrative draft
EIR to confirm the content of the existing setting and regulatory setting sections
Delivexa ia, �dlrninilstrative draft
T :;a' 0 r�':_1 ? Repot11
Item 12. - 63 HB -146-
('"'
prior to preparation of the balance of the EIR. Public review draft and final TBRs
will be delivered in tandem with the corresponding drafts of the EIR.
4.13 Draft Technical Background Report
Deliverable: Public review draft
Based on City staff comments, PMC will prepare a public review draft TBR for
Technical Background Report (30
review in conjunction with the public review draft General Plan, SAP; and EIR.
copies + electronic).
4.14 Final Technical Background Report
Deliverable: Final Technical
PMC will prepare a final TBR that incorporates City Council —directed revisions
Background Report (25 copies +
following public hearings.
electronic).
Task 5: Identify Key Policy Approaches and Consider
. Alternatives
5.1 Develop Key Policy Approaches for General Plan and Sustainability
Action Plan
Deliverables: Preliminary GP
Key General Plan Policies. This task focuses on drafting the goals and policies to
goals -and -policies and SAP
be incorporated into each General Plan element. PMC will prepare a preliminary
General Plan goals and policies working paper based on policy direction received
measures and implementation
during the community engagement process. Proposed policies will be prepared
matrix; presented as working
for each of the General Plan elements and presented for discussion with the GPAC,
papers for use with the Planning
Planning Commission, City Council, and general public.
Commission, City Council, GPAC, Key SAP Measures. Recognizing Huntington Beach's commitment to become a
Envirammntai Board, and general sustainable and resilient community that enhances quality of life and local control,
the SAP will integrate economic development, water and energy conservation,
pi�bGc (electronic). waste reduction and recycling, alternative and active transportation, open space
preservation, and GHG emissions from both new development and existing uses.
We anticipate the SAP will be a strategic implementation plan that will implement
General Plan sustainability goals and policies, emphasizing actions, programs,
and projects with measurable GHG reduction benefits (reduction or SAP
measures) to allow the SAP to serve as a qualified GHG reduction plan consistent
with the State CEQA Guidelines. Climate change adaptation will be addressed as
part of the Coastal Resiliency Plan (CRP) though the SAP General Plan and CRP
will be consistent and consider the inherent relationships between GHG reduction
and adaptation measures and projects.
SAP measures will be developed based on community and staff input through the
outreach and GPAC processes, our experience in similar communities, guidance
from the State of California, and best practices. PMC will review existing
accomplishments to reduce GHG emissions, and assess the local benefits of
statewide and regional GHG reduction programs and regulations, including
renewable energy portfolio standards, vehicle fuel efficiency and fuel carbon
H_ - 147_ Item 12. - 64
standards, current and future building energy efficiency standards, appliance
efficiency standards, federal and state lighting efficiency standards, state water
conservation mandates, and the regional Sustainable Communities Strategy (SCS)
adopted by the Southern California Association of Governments (SCAG). PMC will
then work to develop a list of SAP topic areas and recommended candidate
measures based on the _ preliminary list of general plan policies to ensure
consistency. PMC will provide candidate measures to staff in a matrix format prior
to distribution and review with the GPAC SAP Task Force. We will review candidate
measures with the Task Force prior to confirming and quantifying the measures.
PMC will quantify emissions reduction measures and actions, presenting
estimated reductions in energy use, water use, waste, VMT, and GHG emissions as
applicable. The baseline GHG inventory and forecast will serve as the foundation
for the quantification of the SAP s GHG reduction measures. Activity data forms the
basis of measure quantification; including VMT, kilowatt-hours (kWh) of electricity
or therms of natural gas consumed, and tons of waste disposed. This approach
ensures that GHG reductions are tied to the baseline and future activities occurring
within the city.
Whenever possible; emissions reduction estimates will be based on tools and
reports provided by government agencies such as the US Environmental Protection
Agency (EPA), California EPA, California Energy Commission (CEC), CARB,
California Air Pollution Control Officers Association (CAPCOA), and local air
districts. If accurate reduction estimates are not available using these tools, a case
study may be used if the study's conditions are comparable to those found in the
city. Finally, for more long-range reduction measures that lack actual monitoring
or analysis, current scholarly and peer -reviewed research is combined with
knowledge of existing City practices to create a defensible estimate of future
emissions reductions.
PMC will provide the City with a framework for prioritizing each measure that
includes the following:
® Effectiveness (as measured by):
GHG reductions in metric tons of carbon dioxide equivalent (MTCO,e)
Reductions in electricity (kWh), natural gas (therms), waste (tons), traffic
(VMT), vehicle fuel (gallons), and water (gallons)
® Cost (as measured by):
Cost to the City
Cost to the private sector
Potential cost savings
Item 12. - 65 HB -14_
® Potential funding sources (e.g,, City sources, grants, rebates, low -interest
financing)
® Feasibility (as measured by):
The implementing agency (e.g., City, developer, site operators)
Level of City control
Extent of coordination needed
Implementation timeline to ensure GHG reduction targets are met
® Secondary benefits (as measured by):
Cost savings
Emissions reduction co -benefits (e.g., health benefits, implements state
policies, improved mobility)
Adaptation co -benefits
PMC will also provide an implementation matrix for SAP measures that includes
performance indicators to monitor reduction progress, timing, responsibility, co -
benefits, potential funding sources, and cost estimates.
All of PMC's sustainability and climate action plans transparently describe our
methods for estimating GHG reductions, allowing our process to be easily
followed and replicated. We believe quantification should not occur in a "black
box" proprietary software tool, but rather should include all data and sources
necessary to create an independent analysis tool for use by the City in the future.
We engage and partner with staff throughout the quantification process to ensure
our approaches and tools are accessible and feasible.
Stantec's role in developing GHG reduction measures will be to evaluate the
proposed measures and provide the resulting forecast data and VMT resulting from
implementation of the measures. Using the mode splits published in the 2010
Census data as a baseline, Stantec will adjust the mode percentages atthe traffic
zone level based on data for areas exhibiting characteristics (i.e., TOD or bike
infrastructure) in the target areas. This method will allow for the testing of
integrated strategies, as various parts of the city may have different VMT
objectives.
5.2 Define Land Use and Circulation Alternatives (up to 3)
Deliverables: Draft and final land Based on the identification of key policy approaches (as outlined above), PMC will
use and circulation alternatives provide a short outline of up to three alternatives for each Identified focus area
from the market trends analysis (Task 4.6). We anticipate a page of bulleted text
report (electronic). outlining the components of up to three distinct alternatives addressing each focus
L-SG P i�vusal for GiN of Hu Ir ,'orl
H -149- Item 12. - 66
area. We also propose including concepts that would be a part of all alternatives,
based on consensus among staff, decision -makers, and the public.
The alternatives for land use will focus on selected areas where future
development or land use redesignation is expected to occur. Through this process,
the City will ultimately define a preferred land use and circulation plan that
becomes the basis for preparing the draft General Plan. The alternatives will
include a range of options that focus on identified reinvestment/reuse
opportunities. PMC will present options that seek to achieve; to varying degrees
and in different ways, the OCCOG Sustainable Communities Strategy, smart
growth, LEED Neighborhood Development, complete streets, and walkable
communities principles.
Following City staff review and comment, PMC will develop up to three distinct
land use and circulation alternatives for review and deliberation by staff: decision -
makers, and the public. The public process of evaluating these conceptual
alternatives will enable the selection of a preferred land use and circulation plan;
which will become the basis for the updated General Plan. In order to achieve
consensus on a preferred plan, it Is important that the alternatives discussion
remain conceptual. As a result, this work program does not propose to deal with
policy ideas for any single project site as a part of the alternatives process. Each
alternative will include a description of land use categories, buildout assumptions,
and conceptual diagrams illustrating concepts related to land use and circulation
for each identified focus area. The alternatives will be summarized in a report with
full -color maps and illustrations of key concepts, as appropriate.
5.3 Evaluate and Compare Alternatives (land use, circulation, GHG,
fiscal)
This task involves working with City staff to develop up to three land use and and final land
circulation plan alternatives for review with the community and decision -makers, s rr ir3 Ulati,�r alternatives
Determining a future land use plan for Huntington Beach has many implications for
future environmental, fiscal, and quality of life conditions. Forecasting the potential vai=ati,�'i f3er�z'"�<ndum
results of particular land use alternatives will help decision -makers answer fJ' e'%
questions like:
® What kind of impact will this plan have on traffic conditions?
® What kind of impact will this plan have on future City revenues and
expenditures?
® How does this plan compare to others in terms of impacts to air quality, GHG
emissions, water quality, and energy resources?
® How does this plan compare to others in terms of anticipated climate change
effects and natural and human -caused hazards?
xdr -.1;an and Seri ! , 2-3
Item 12. - 67 f M _ t 50_ („'/
® What kind of housing is created by this plan, and is it affordable?
M What kind of employment can be expected under this plan?
® What would development under the General Plan like this look on the ground?
We propose to work with the GPAC to answer many of these questions as we
consider alternative land use plans for key underdeveloped and vacant areas of the
community. We propose to conduct interactive "what if?" sessions exploring
potential land use combinations and determining the answers to these and other
critical economic; housing, and aesthetics questions in the community.
Conceptual alternatives will be presented using a combination of two-dimensional
diagrams, three-dimensional illustrations and graphic representations,
photographs, and accompanying narrative.
The alternatives to be analyzed in the traffic study will be formalized in this step,
incorporating minor changes as directed by the consultant team. This analysis will
address the proposed plan. and two alternatives, as needed for the EIR. Formal ADT
diagrams and ICU/HCM analysis will be performed at this stage, and potential
mitigation measures will be developed to mitigate the impacts.
5.4 Develop Preferred Land Use and Circulation Alternative
Deliverable: Draft and final Following GPAC consideration of the alternatives, PMC will prepare a working
paper for use with the Planning Commission and City Council in study session
preferred alternative working paper
to arrive at a preferred land use and circulation plan. The working paper will
papers (electronic). summarize key content for each alternative, along with GPAC preferences and
comments concernina each alternative. We envision that the GPAC and City staff
will recommend a preferred alternative based on community and stakeholder
input, which will be the primary subject of the study sessions devoted to this task.
Task 6: Prepare Administrative Draft Planning Documents
Delliverables: Draft and final 6.1 Prepare General Plan and SAP Outlines and Formats
outlines for the General Plan and As a first step to updating the General Plan and preparing the SAP, PMC will
SAP electronic;; up t1 three (3j prepare an annotated outline of each document for City staff review; along with up
to three page layout formats for each document for City staff review and approval.
draft page layout formats for the Following staff review, PMC will prepare a final outline and document template for
General Plan. each document.
-32 Prop for Ciiy Of
- -151- Item 12. - 68
6.2 Prepare Administrative Draft General Plan
PMC will prepare an administrative draft General Plan for review by City staff. The
plan will be organized in a fashion similar to the 1996 General Plan. with elements
organized into four distinct chapters. We understand that the City seeks to reduce
the overall number of elements downward from the existing 16. Each chapter will
include its own introduction; issues identification, goals and policies, and a plan
narrative describing the basis for and application of the policies. We propose to
organize each chapter using key issues that cut across multiple topics, while
maintaining or exceeding state requirements. In addition, a comprehensive
implementation program will be prepared identifying specific programs designed
to achieve goals and carry out policies across chapters. The format described
below may be modified to reflect agreements reached during previous tasks. The
scope and budget anticipate two rounds of review for the administrative draft.
Introduction to the General Plan. This section will describe the overall organization
of the plan and how it is to be used. This section will also provide a practical guide
to the General Plan and a clear description of how the plan will help the City
achieve its vision for the future.
Community Development Chapter. This chapter will incorporate state requirements
for the land use and housing elements, as well as the OCTA-required growth
management element. It will also present optional goals, policies, and
implementation programs for urban design, historic and cultural resources, and
economic development.
The land use portion of this chapter will address current planning and
sustainability concepts desired by the City, such as infill, green building, place -
making, mixed uses, and transit -oriented development. Land use goals and
policies will be highlighted with the use of improved graphics and concept plans.
It will also address community design issues. Appropriate land use designations
will be modified or created that will help achieve desired uses in identified focus
areas. These General Plan land use designations will be described and mapped,
and assigned specific measures of density or intensity of use as appropriate. They
will also be illustrated with photos and renderings showing expected development
in these categories. Where appropriate, areas of distinct community character and
design will also be identified. A color land use policy map of the planning area will
be generated as well as other illustrative graphics. A matrix will identify the
projected population, housing density, and nonresidential intensities of
development based on the proposed land use policy map. Information developed
by PMC during the alternatives task will form the basis of the land use and design
concepts and development information.
Deis-= rabies: First administrative
,.az, General un 20 copies +
elet
Second administrative
_raf` Gen v <xi ?Is.n 20 copies +
"�utr'Jtliv
PI; c'iG'Sere];liE: 2
Item 12. - 69 11B -f ;2- 141,1
Community character and design policies will direct the overall urban form of the
community and its unique characteristics and landmarks. Policies will focus on the
design of new development, including techniques to achieve more pedestrian -
friendly, walkable communities oriented around basic activities, such as parks,
schools, community centers, and local -serving commercial activities. The element
will also include recommendations for improving the character of certain
established portions of the city, as identified through existing conditions research
and public outreach.
Economic development goals, policies, and programs will be updated based on
recent economic and demographic trends and development conditions, building
on recently completed or planned projects. Key economic issues may include
defining Huntington Beach's economic vision; retaining and attracting businesses;
maximizing growth potential of key economic sectors; developing effective
linkages with governmental, educational; and quasi -governmental institutions;
maximizing Huntington Beach's competitive position in the green economy;
maintaining a sustainable jobs/housing balance; establishing priorities for
community financing; and establishing economic incentives for development
consistent with the General Plan. Both short-range and long-range economic
development programs will be recommended.
PNIIC will incorporate the _ongoing historic preservation element update in this
chapter and will prepare policies and programs recommending preservation
strategies for cultural landscapes and archaeological resources. .
Infrastructure and Community Services Chapter. This chapter will incorporate state
requirements for the circulation element, along with optional goals, policies, and
implementation programs for public facilities and services, recreation and
community services, and utilities. We propose to organize this chapter using key
issues that cut across these topics, while maintaining or exceeding state
requirements for these topics, and anticipate that SLR effects on key infrastructure
will be a key new component of the chapter.
Stantec will assist in reviewing the goals, policies, and programs for the
circulation portion of this chapter. The circulation portion of this chapter will
reflect a balanced, multimodal approach to serving existing and anticipated growth
projections and will be updated to comply with the Complete Streets Act. it will be
derived in large part from the recent Circulation Element update, addressing
regional and local transportation issues, congestion management, transit, bicycle
circulation, and truck routes. Proposed policies and analysis will also address
legislation relating to AB 32 and SB 375.
The public facilities and services portion of this chapter will address public
infrastructure and services such as water, sewage collection and treatment, storm
-�� Pi;;p�aai f:;r City of H:ni; � �r: oeaa
1413 -153- Item 12. - 70
drains, other utilities, and solid waste. disposal. It will also incorporate the findings
of the fire and police services study completed in Task 4.8. Standards for the
availability of these facilities will be included in the element to assist decision -
makers in assessing the impacts of proposed development and redevelopment in
the community. This part of the General Plan will also identify changes to
thresholds and capital project timing that could result from proposed land use
changes.
In keeping pace with continued growth, the City has made it a priority to continue
to.provide varied parks and recreational activities in the community, but recent
struggles regarding the closure of school sites and the future use of related ball
fields underscore a need to revisit recreation policies in this chapter. The current
General Plan does not properly reflect the dynamics of these struggles given the
city's current demographics and recent development profile or the continuous
effort needed to maintain and upgrade facilities. The updated plan will
comprehensively address parks and recreational needs of all ages and users;
identifying park, facility, special use facilities, pedestrian -friendly connections,
trails, and open space needs in the city for each park classification. Future needs
will be projected based on projected population growth.
Natural Resources Chapter. This chapter will incorporate state requirements for the
open space and conservation elements, as well as Coastal Act requirements in a
coastal element. It will also present optional goals, policies, and implementation
programs for air quality, as well as state -recommended policies for climate
change, GHG emissions; and sustainability. Substantial revisions are anticipated to
this chapter based on findings of the technical studies identified in Task 4.
Huntington Beach is located in an iconic coastal setting with abundant natural
resources, protected open spaces, and coastal viewsheds. In this chapter, we will
identify both coastal and inland natural resources, including but not limited to
biological communities, valued open spaces; wetlands, and viewsheds, We will
define strategies to protect these resources and propose ways for public and
Private development to conserve water and energy and make the community
sustainable for generations to come. Opportunities for reducing waste and impacts
on the environment, such as low impact development and green building, will be
identified. This chapter will also address energy conservation opportunities and
other regional resources such as water, solid waste management, and mineral and
paleontological resources.
PMC will prepare an air quality section that will integrate the relationship between
land use, transportation and mobility, public health and safety, and energy issues.
This section will additionally focus on climate change and GHG emissions.
Providing a clear approach to conservation of resources in the General. Plan will
help satisfy state requirements for addressing climate change and GHGs
Aloi k P l,,r Frid S-Ihed:.J, , i 2- c
Item 12. - 71 HB -154- ew
consistent with AB 32 and SB 375. This section will also contain Huntington
Beach's GHG reduction goal, expressed as a City General Plan policy, coupled
with a discussion of the broad strategies the City will employ to achieve the
reduction target. Specific GHG reduction measures and sustainability actions will
be established in the SAP.
Hazards Chapter. This chapter will incorporate state requirements for the safety
and noise elements, as well as optional goals, policies, and implementation
programs addressing hazardous materials. Substantial revisions are anticipated to
this chapter based on findings of the technical studies identified in Task 4.
PMC will update the safety portion of this chapter to cover similar issue areas as
those contained in the existing element. Natural hazards such as sea level rise,
tsunamis, wildfires, geotechnical and seismic hazards, and flooding will be
addressed, including climate change effects and vulnerabilities, The plan will also
address neighborhood safety, crime prevention, and emergency preparedness and
response. Hazardous materials use; handling, transportation, disposal, and
management. information will be updated and incorporated into the new chapter.
In the noise portion of this chapter, PMC will identify noise associated with
transportation (ground and air) and other sources, as well as sensitive noise
receptors, such as residential development, schools, and medical facilities.
Primary noise sources to be considered include 1-405, SR 1 (Pacific Coast
Highway), primary arterials, and other local streets; light industrial and
manufacturing uses; and other stationary noise sources or problem areas identified
by the City. General levels of noise and land use compatibility will be included in
matrix form. Projected noise based on future conditions will be documented and
mapped to identify areas that will be subjected to significant noise in the future,
along with methods to reduce the effects of noise. The noise portion of this chapter
will include policies and standards addressing noise in -nixed-use areas.
Implementation Program. A comprehensive implementation program will be
presented in a manner that facilitates budgeting, capital improvement planning,
and annual reporting. The implementation program may be presented in matrix
form and will include a description of actions to be taken: responsible parties,
potential funding sources, and time frames for achievement. Where necessary and
feasible, programs will also act as CEQA mitigation measures to reduce significant
environmental impacts identified in the General Plan EIR.
6.3 Prepare Administrative Draft Sustainabilo Action Plan
Deliverable: Administrative draft PMC will prepare an administrative draft SAP using simple language, graphics,
SnP (20 copies electronic). and other features that make the document easy to read and accessible. The
document will convey goals and SAP/GHG reduction measures and actions, along
36
PI"'iiiCSFt= fol City o ....'
H-B -155- Item 12. - 72
with associated costs, benefits, implementation strategies, and forecast reductions
as its primary content. The SAP will provide an introduction that outlines its
purpose, contents, and role, including its relationship to the General Plan and
Coastal Resiliency Plan, The SAP will incorporate a summary of the GHG
emissions inventory and forecast to provide context for the GHG reduction target
and SAP measures.
The SAP will integrate the General Plan vision, goals, and policies as applicable to
ensure consistency and demonstrate the relationship of the SAP to the General
Plan as a strategic implementation plan, The General Plan will provide the City's
long-term vision for the community, while the horizon year of the SAP is expected
to be more near term, presenting measurable strategies for the next 5 to 10 years.
The outline, contents, and format of the SAP will be confirmed in Task 6.1 in
collaboration with staff, the GPAC, and the Environmental Board.
Task 7: Prepare Administrative Draft Environmental
Documents
7.1 Initial Study,/Notice of Preparation and Scoping Meeting
Atkins will submit a draft project description for the EIR to City staff for review and
approval prior to public distribution of the Notice of Preparation (NOP), The project
description must include all of the elements required under State CEQA Guideiines
Section 15124. This task will require close coordination among the planners
preparing the General Plan update and SAP, City staff, and the authors of the EIR to
ensure an integrated effort toward a final product and consistency between the
General Plan update, Sustainabllity Action Plan, and General Plan EIR. Internal
consistency is paramount to a legally defensible EIR.
Atkins will prepare and distribute the IS,/NOP in accordance with the provisions of
CEQA and the State CEQA Guidelines; as amended. The consultant team believes
publication of the IS/NOP should fulfill three goals: (1) to provide agencies and
the public an early notification of the City's intent to prepare an EIR for the General
Plan update; (2) to provide the public and agencies sufficient information about
the project so that they may provide informed comments on the scope of the EIR;
and f?j to streamline preparation of the EIR by scoping out impacts that require no
further analysis in the EIR. The General Plan update will center on infiil
development, which will likely limit the analysis required in the EIR. For example,
as there are no agricultural lands in Huntington Beach, it is assumed that
agricultural resources will be scoped out in the IS and will require no further
analysis in the EIR. As many issues as possible will be scoped out in the Initial
Study. As indicated in the RFP, the City will be responsible for internal distribution
of the ISJNOP, as well as to groups located within the city. Atkins will also prepare
Oefivere,bies: A=Edr inistrative draft
ISINCIP screencheck
dir w `` iltGr , ' ccp.es
ele : crE ^,, cr e ,check draft
IS NOP : r ',nicl;screencheck
i; OC (1 c,00y -7, electronic' fiat
i:, €LOP ' :1 copies), final IS/NOP
,or = :ate Cie. rir ghouse (15
cvpivs . =,r,nal 1.S. NOP for
on 2.. copies as req: iced
e :tr E ic;< <mial NOC (1 copy
r`JOV 'r a"" S-,ion 2-J
Item 12. - 73 FfB _1;6_ rU'
and file the Notice of Completion (NOC) for the IS. The City will be responsible for
all filing fees.
7.2 Contact and Consult with Regulatory Agencies
Deliverable: As -needed meetings As part of preparing the environmental analyses for the General Plan update, as
necessary, Atkins will confer and meet with regulatory agencies (Orange County
with regulatory agencies. Sanitation District, California Department of Transportation (Caltrans), South Coast
Air Quality Management District, Santa Ana Regional Water Quality Control Board,
etc.) and advisory agencies (OPR, CARB, neighboring communities, and SCAG)
regarding results of the technical studies, and preliminary approaches to impact
analysis. These meetings will be attended by Atkins' project manager and/or a
representative of Atkins with expertise in the technical discipline that is the focus
of the meeting.
7.3 Prepare Administrative Draft EIR
Deliverable: Administrative Draft This task describes steps to prepare the administrative draft EIR for the General
Plan update and SAP. These tasks would be completed by either Atkins or PMC, as
EIR (electronic;. described below.
Existing Setting. Atkins will compile a description of existing conditions (or
setting) information from the updated General Plan and Technical Background
Report, as well as existing City documents, maps, and other available resources as
needed. Atkins will compile a list of requested information that will] need to be
verified and/or updated to reflect current existing conditions. Per the RFP, the City
will make available to Atkins all previously prepared reports for this project
(including those noted in the RFP) as well as related projects. Other documents
will be made available upon request.
Identify Impacts and Mitigation Measures. Impact analysis will be conducted in
compliance with the requirements of Section 15126 of the CEQA Guidelines. The
standards of significance will be used to clearly identify the significance of
environmental effects and determine the need for mitigation measures. To reduce
or eliminate any significant adverse impacts identified during the analysis, the
Draft EIR will recommend appropriate, feasible mitigation measures. It is intended
that the mitigation measures will be specified early in the planning process as
alternatives are identified and evaluated and as policies are formulated in response
to key issues that have been identified. In this manner, the General Plan update
and SAP can function as `self -mitigating" documents. However, we recognize that
residual impacts may remain and further mitigation may be warranted.
The Administrative Draft EIR will include the following technical sections, Please
note that some of the following subjects may be scoped out in the IS. However.
even if scoped out from further analysis in the IS, the same basic analytical
NB - 1 a 7_ Item 12. - 74
method will be used in accordance with the CEQA Guidelines and with City and.
Appendix G thresholds of significance. Since it is unknown at this time which of
these resource areas may be scoped out in the IS, they are all presented here.
Atkins will conduct a complete evaluation of the proposed General Plan update
from an environmental perspective, including an alternatives analysis.
Aesthetics and Visual Resources. In conjunction with the Zoning Code, the City's
Design Guidelines are integral in shaping the development of the built
environment in Huntington Beach. The current Design Guidelines were approved
by the City Council in 2000. Atkins will describe, with photographs and text, the
character of any areas of Huntington Beach that are targeted for development
which could alter the physical appearance of the area, and will provide an index
map illustrating scenic areas; scenic routes, open space concerns, etc. Based on
the characterization of the City's urban form, we will identify physical and visual
features that contribute significantly to community character as well as key design
elements and characteristics that define the range of development patterns. Atkins
will evaluate any potential changes to these key physical and visual features and
will also summarize the Design Guidelines as appropriate in this section of the
ElR.
Air Quality. Atkins' air quality scientists will document existing air quality
conditions, identify sensitive receptors and use the United States Environmental
Protection Agency's (EPA) guidance for evaluation of construction impacts on air
quality. Construction impacts will be addressed in a generalized manner because
project -specific information will not be available. The overall growth levels will be
converted to estimate the amount of construction that would occur annually. From
these estimates, daily construction emissions will be calculated using procedures
contained in EPA AP-42 or the SCAQMD CEQA Air Quality Handbook. Daily mobile
and stationary emissions will be calculated for criteria pollutants using the
CalEEMod (or the latest model available from SCAQMD at the time of analysis)
model, based on trip generation data and the growth estimates for the different
land uses. Cumulative air quality impacts will be evaluated using the methodology
provided in the SCAQMD CEQA Air Quality Handbook, The CALINE4 carbon
monoxide dispersion model will be used to calculate carbon monoxide
concentrations at intersections/roadways that may be substantially affected by the
proposed General Plan update.
Based on the findings of the previous tasks, Atkins will assess the consistency of
the General Plan update with the attainment objectives of the Air Quality
Management Plan (AQMP). We will determine whether there will be an increase in
the number and severity of air quality violations in the city. Atkins will also
determine whether the land use and socioeconomic assumptions of the General
i4�
N r. e d..:.: I =-o
Item 12. - 75 NB -158- ��'
Plan update are consistent with the land use and socioeconomic assumptions of
the AQMP and SAP (being prepared concurrently with the General Plan update).
Biological Resources. PMC will prepare the biological resources section. The
majority of sensitive habitats are along the coast; however; there is one created
wetland inland in the Seacliff community, and there are other areas that may
warrant recognition, such as the eucalyptus grove at Norma Gibbs Park created for
monarch butterflies. The biological resources portion of the TBR will be
summarized as the project's biological setting. Impact analysis and mitigation will
focus on implementation of General Plan goals, policies, and programs relating to
biological resources. The analysis will address the effectiveness of the proposed
plan in maintaining or improving the biological integrity of the planning area and
will identify measures that would lessen potential impacts. This proposed scope
does not include protocol -level surveys for endangered wildlife and fisheries
resources or on -site wetland assessment or delineation.
Cultural Resources. Atkins will discuss the known existing cultural resources in the
city and will identify resources that are currently listed on, or are potentially
eligible for listing on, the National Register of Historic Places. We will describe
important archaeological resources types and the potential for finding additional
cultural resources during development of undeveloped and underutilized parcels.
Atkins will describe the policies and programs in the existing General Plan that
serve to protect the city's cultural resources, along with any other programs
through regional, state, or federal agencies. We will examine the impacts of
proposed General Plan update buildout on cultural resources in the city.
It is our understanding that the City is actively working on an update to the
contents of the Historic and Cultural Resources Element pertaining to historic
resources with the consultant Galvin Preservation Associates. This project includes
an updated Historic Resources Survey, completed in 2009 with additional field
work in 2011. The City has had active participation by the City's Historic
Resources Board with respect to this project. The results of the work effort thus far
were presented at a City Council study session on May 20, 2013. It is anticipated
that hearings and adoption could occur this fail. Additionally, the City's Allied Arts
Board has expressed strong interest in participating in the update of the cultural
component of the element. It is expected that the General Plan update will include
this, along with any minor updates to the historic component if necessary. The
results of all updates to the element will be discussed in the cultural resources
section of the EIR.
�- .,, . ?r;�cs: per i✓i�,. ,,� Nw€ir ur:. �_ ,...
HB -159- Item 12. - 76
Energy. Atkins will assess the significance of the use of energy, including
electricity, natural gas, and gasoline and diesel fuels; as a result,of development
proposed under the General Plan update. We will discuss existing energy use
patterns in the city and examine whether the project would result in the
consumption of large amounts of fuel or energy, or use of such resources in a
wasteful manner. In addition, Atkins will review the.City's Energy Action Plan and
include it as applicable in the EIR.
A number of factors are considered when weighing whether a project would use a
proportionately large amount of energy or whether the use of energy would be
wasteful in comparison to other projects. Factors such as the use of on -site
renewable energy features (such as photovoltaics) or energy conservation features
or programs are considered. The benefits in energy and fuel savings that can be
realized by transit -oriented development will also be analyzed, as applicable.
Geology and Soils, and Mineral Resources. All buildings in California are subject
to the strict requirements of the California Building Code to reduce risks from
seismic activity and other geologic hazards. Atkins will briefly describe the
existing geology, geologic hazards, and mineral resources in the city based on
existing information available from the existing General Plan, from the State
Division of Mining and Geology, and from other existing published reports. Atkins
will assess the potential impacts on population, development, and infrastructure
from geologic hazards. The City of Huntington Beach is one of two pilot cities
participating with the California Geological Survey in the development of Tsunami
Land Use Planning maps. The maps are intended to depict a probabilistic scenario
of tsunami threat, as opposed to the 2009 Evacuation Maps that were produced
which are a compilation of all possible tsunami events. Our understanding is that
the map is expected to be complete in 2013. Atkins will review the map and
incorporate information as applicable from the map and SLR study into the
geology and soils section of the EIR.
Greenhouse Gas Emissions. PMC will prepare the GHG emissions section. The
emissions evaluation will provide a brief discussion of existing conditions and
environmental setting in a global, federal, state, regional, and local context,
including the state of the science and state, regional, and local inventories,
drawing heavily on materials completed as part of the General Plan update. We will
summarize federal; state; and local greenhouse gas -related regulations, policies,
and programs, and identify General Plan policies and implementation programs
and SAP measures and actions that can reduce GHG emissions. With City staff,
PMC will consult with the SCAQMD regarding appropriate methodologies to
assess impacts.
Item 12. — 77 1413 - t coca_ /fw
The analysis will use plan -level thresholds of significance currently being
proposed and discussed by a SCAQMD working group or the most applicable
related threshold in place at the time the NOP is released. The determination of
significance will be based on whether the level of GHG emissions generated with
implementation of the General Plan update would constitute a substantial
contribution. to the significant adverse cumulative impacts of global climate
change. If the construction or operation of projects cons!stent with the General
Plan would violate the applicable thresholds of significance, mitigation measures
(quantitative and best management practices) that clearly identify timing,
responsibility, and performance standards to avoid or fully reduce adverse and
potentially adverse effects will be developed and applied; where necessary, using
the following CAPCOA document: Quantifying Greenhouse Gas Mitigation
Measures: A Resource for Local Government to Assess Emission Reductions from
Greenhouse Gas Mitigation Measures. To the extent practical, PMC will
recommend incorporating these measures as General Plan policies or
implementation programs.
Hazards and Hazardous Materials. The hazardous materials section will
characterize the type and level of known hazardous materials sites in the city
through searches of the relevant regulatory agency databases. Atkins will briefly
summarize relevant current laws, regulations, and standards relating to hazardous
materials. The City has a FEMA-approved hazard mitigation plan (HMP) completed
in 2012. The plan identifies and focuses on mitigating the potential for damage to
people; property, and resources through long-term strategic planning. The City,
with the CEC as part of the. California Local Energy Assurance Planning (CalEAP)
program, is currently in the process of developing an Energy Annex, to the HMP to
identify potential issues as they relate to prolonged disruption to power, natural
gas and carbon based fuels. The City is also updating its Emergency Operations
Plan (EOP), which should be completed this fall ( prepared by PMC planner Aaron
Pfannenstiel at a previous firm). This will ultimately include components that
address tsunamis and power disruption. The HMP and EOP will be summarized in
the EIR.
Hydrology and Water Quality. Atkins will describe all areas subject to flood and
drainage hazards, based on information developed for the General Plan update, the
Army Corps of Engineers, FEMA, and the City of Huntington Beach Department of
Public Works. We will describe the potential impacts on flood hazards of land use
patterns that could be expected due to the General Plan update. We will assess the
potential for new and amended flood protection policies to affect public safety and
decrease the potential for flood damage in the city. We will review and incorporate
the considerations for future development identified in the City's Flood Insurance
Rate Map (FIRM). We know that flooding remains an important historical
challenge, first recorded in 1825 and most recently occurring in 1998, With
x -161- Item 12. - 78
substantial coastal access connecting inland waterways to the Pacific Ocean; the
Federal Emergency Management Agency (FEMA) has identified significant areas of
Huntington Beach as being located within the floodplain. FEMA is currently
working on an update to the FIRMs for Southern California. The update will take
into account storm surge and is expected to result in changes in the flood
designations within the city. FEMA does not expect to complete the update until
2016. Atkins will incorporate as much available information as available regarding
flooding into the hydrology and water quality section of the EIR. The water quality
setting for surface water and groundwater, utilizing information developed as part
of the General Plan update process, will be described. We will supplement that
information with available data from the Regional Water Quality Control Board. the
City Department of Public Works, and other relevant agencies. The setting will
focus on the quality of surface water and groundwater resources. Impacts to water
quality that may result from the proposed General Plan update will be evaluated.
Land Use and Planning. Atkins will describe the existing land use patterns
throughout the city based on the analysis completed in the General Plan update
work program. For any areas in which the General Plan update preferred land use
alternative proposes redevelopment, we will describe in detail the amounts and
distribution of land uses by type, where the information is available. Atkins will
establish the context for cumulative changes in land use in the future by identifying
levels of growth projected in other general plans in the area. These levels of
growth will be added to any growth anticipated under the General Plan update to
provide the context for cumulative land use changes in the region.
Noise and Vibration. The noise and groundborne vibration analysis will assess
potential impacts of the General Plan update on background noise levels and the
population's exposure to noise levels, The results of Task 4.11 (Noise Monitoring
and Modeling) will be used to prepare the noise section of the EIR. The noise
analysis will be based on approximations of noise levels and associated changes
in the ambient noise level that are likely to occur based on implementation of the
General Plan update. Atkins will characterize the existing noise environment in the
city, including noise measurements at various locations within the city and
identifying major noise sources in Huntington Beach. Construction impacts will be
addressed in a generalized manner because project -specific information will not
be available. Construction noise levels at various distances from a typical
construction site will be evaluated to determine areas of potential noise impact.
Atkins will evaluate on -road vehicle and stationary noise sources. Vehicular noise
will be calculated for "no project" and "project" conditions to determine whether
the General Plan update will affect sensitive receptor locations in the city. On -road
vehicular noise will be evaluated using the Federal Highway Administration
(FHWA) RD-77-108 noise calculation formulas. Noise contours created for the
i
`t`'r v, 'Ian an ! 2-43
Item 12. - 79 NB -1€ 2- ,nw
General Plan hazards chapter will be incorporated into the noise impact analysis to
determine areas that would be exposed to excessive noise levels. Noise
contributions from the General Plan update will be compared to City noise
standards to determine significance levels.
Population, Housing, and Employment . Based on the population and
demographics information prepared during the General Plan update process and
on other City documents, Atkins will describe the existing population,
employment, and housing setting and recent trends for the city. Atkins will
describe the potential "holding capacity," or ultimate population, with
implementation of the General Plan update. The analysis will consider implications
for growth in future housing supply and demand based on the availability of land
and the designated densities on the General Plan land use policy map.
It is our understanding that the City has an HOD -approved Housing Element
(contracted with Karen Warner Associates) for the 2013-2021 update. Several
study sessions have been held, and the City is on target to meet the October 1,
2013, deadline for completion. The draft Housing Element has been released for a
60-day public review period. Atkins will use the Housing Element to prepare the
population, housing, and employment section of the EIR. We will assess the
potential growth in employment with implementation of the General Plan update
and will place this growth within the context of total employment growth in the
region. A brief analysis of the potential impacts on housing and the jobs/housing
balance with implementation of the General Plan update will be included.
Public Services. Atkins will describe the existing provision of police, fire
protection, school, library, emergency services, and utilities. We will assess the
potential impacts of proposed land use changes and the changes in the
description of land use categories on the provision of police, fire, school, and
library services in portions of the planning- area that are planned for
redevelopment. The analysis will address changes in the levels of service needed
for potential areas of opportunity for reuse. It is our understanding that the City
adopted updated and new impact fees for various City functions in 2011, including
police, fire, library, parks, and traffic. In association with the fees, a Master
Facilities Plan was adopted, which identifies capital improvements necessary to
serve expected development. The public services section of the EIR will
summarize the new fee structure and Master Facilities Plan, as appropriate. The
results of the service level study for fire and police services (Task 4.8) will be
included in the public services section of the EIR.
Recreation. As an extension to the analysis of land use impacts, Atkins will
document the existing parks, open space, and recreational resources in Huntington
Beach. Updated Genera! Plan open space and conservation policies will be
reviewed. The impacts of the General Plan update on parks, open space, and
11B -163- Item 12. - 80
recreational resources will be evaluated. Standards for the provision of such
resources, as established in the existing General Plan and as provided for in the
General Plan update and in the Quimby Act, will be compared and evaluated.
TransportatiorJ affie. The City Council approved a comprehensive update to the
Circulation Element of the General Plan on February 4, 2013, including a new
traffic model prepared by Austin Foust Associates (now Stantec). As part of our
team, Stantec will update the 2011 citywide traffic study. It will focus on the
highway component of the Circulation Element, providing information for both the
General Plan update and the EIR. The technical documentation will be prepared
using the City's tiered performance criteria and will address both City and Caltrans
facilities (i.e., Beach Boulevard and Pacific Coast Highway). Stantec staff will
provide the environmental consultant with the technical model data (VMTNHT,
etc.) for use in the air quality and noise studies. Other special issues will be
addressed here, including potential MPAH Amendments and the 1-405 widening
project. The analyses will be incorporated into the traffic study.
The traffic impact report will provide quantitative documentation, based on
capabilities of the travel demand forecasting tool (presently focusing on daily
travel volumes on roadway segments), for the project, no project, and up to two
alternatives. Mitigation measures will be documented for the project, while a
qualitative discussion will be prepared for the no project alternative and up to two
alternatives. This effort will be based on results available through the travel
demand forecasting process, which will at a minimum include motor vehicles but
could be expanded to include additional modes if added to the model's predictive
capabilities.
Impacts of the proposed project on the regional transportation system will be
evaluated in accordance with the Transportation Impact Analysis requirements of
the latest Congestion Management Program (CMP) for Orange County. This
includes analysis of potential impacts on CMP arterial monitoring intersections
and freeway monitoring segments, as well as the public transportation system.
Utilities and Service Systems. It is our understanding that the City has the
following plans related to infrastructure available: Storm Drain Master Plan (2005);
Sewer Master Plan (2003); Water Master Plan (2012); Citywide Urban Runoff
Management Plan (2005); Urban Water Management Plan (2010); and Urban
Stormwater Runoff NPDES Permit Local Implementation Plan (2011). Atkins will
evaluate potential impacts of the General Plan update on the water supply. Atkins
will analyze future water demand based on General Plan buildout versus the
projected availability of water from the 2010 Urban Water Management Plan and
2012 Water Master Plan. Atkins will evaluate potential impacts of growth allowed
under the General Plan update on wastewater generation and treatment capacity.
Atkins will qualitatively describe the increased demand for stormwater drainage
Item 12. - 81 HJ3 -164-
(��
and sewer facilities that could result from implementation of new growth areas and
areas of opportunity for reuse within the service area. We will identify potential
impacts of growth under the General Plan update on solid waste generation and
disposal capacity. We will examine the relation of projected land uses and growth
under the General Plan update to the capacity and expected lifespan of the local
landfills. The results of the urban runoff impact study (Task 4.4) will also be
included as part of the utilities and service systems section of the EIR.
Other MA -Required Sections. Atkins will prepare other CEQA-required sections
of the EIR, including growth -inducing impacts, irreversible environmental effects,
cumulative impacts, and a summary of significant and unavoidable impacts.
Alternatives. Atkins will lead preparation and analysis of the CEQA alternatives. As
part of the planning process, land use alternatives will be developed that can later
form the basis of the project alternatives which will satisfy CEQA requirements and
respond to public interest and concerns. Additional alternatives that would serve to
reduce any significant impacts of the project will also be considered. The final
alternatives to be analyzed in the EIR will be determined in consultation with City
staff. The EIR will include a separate chapter that will analyze up to four
alternatives, including the no project alternative, and identify an environmentally
,superior alternative. The land use and circulation alternatives considered in Task 5
will be considered when developing the alternatives analysis for the EIR.
Task 8: Prepare Public Review Draft Documents
8.1 Prepare Public Review Draft General Plan
Deliverable: ?ubiic review draft Following City review of the administrative draft General Plan and receipt of a
General Play, (30 copies + single set of consolidated comments, PMC' will meet with City staff to review
electronic',. comments. PMC will then incorporate City staff comments on the administrative
draft General Plan to create a public review draft General Plan.
8.2 Prepare Public Review Draft Sustainability Action Plan
DeS6verabfe: Public rewie:v draft Following City review of the administrative draft SAP and receipt of a single set of
consolidated comments, PMC will meet with City staff to review comments. PMC
SAP (30 copies +electronic). will then incorporate City staff comments on the administrative draft SAP to create
a public review draft SAP.
v llu'Io.. f:;r Ciiy o
NB - l 65- Item 12. - 82
8.3 Prepare Public Review Draft EIR
Based on one consolidated set of comments on the Administrative Draft EIR;
Atkins will revise the Administrative Draft EIR and prepare a screencheck Draft EIR
for City staff review, Atkins' project manager will meet with City staff to discuss
approaches to addressing Administrative Draft EIR comments and then make
revisions.to the document as appropriate.
After City review of the screencheck draft EIR, Atkins will prepare the public review
Draft EIR, based on one set of consolidated comments on the screencheck Draft
EIR, It is assumed that preparation of the public review Draft EIR will not result in
any new technical analyses or substantial text revisions and can be accomplished
within the allocated budget. The public review Draft EIR will be prepared and
distributed in accordance with provisions of CEQA and the State CEQA Guidelines,
as amended. All graphics, charts, maps, and tables will be on 8Yz x 11 white
paper. All studies, survey results, and data will be included in the technical
appendices. Atkins will also prepare the NOC and file fifteen copies of the Draft EIR
and the NOC with the State Clearinghouse. The City will be responsible for internal
distribution of the public review Draft EIR, as well as distribution to groups located
within the city.
Atkins will also be responsible for preparation of the Notice of Availability (NOA)
and NOC for the public review Draft EIR. Per the RFP, Atkins will distribute the
notices to the appropriate county, state, and federal agencies and provide the City
with the list. The City will be responsible for distribution of notices to area property
owners and organizations within the city, publication in newspapers, and
transmitting notices to the County for posting. The City will be responsible for all
filina fees,
8.4 Prepare Fiscal Analysis
SRHA will prepare a fiscal impact analysis for the preferred General Plan land uses
and up to two alternatives based on the analysis of current fiscal conditions. The
focus of the analysis will be on General Fund revenues and costs, but may include
other funds, such as the Gas Tax Road Fund, based on discussion with City staff.
Fiscal Methodology/Assumptions. SHRA will assemble the land uses for the
alternatives and preferred General Plan into a database for fiscal analysis.
including acres, square feet, and valuation of nonresidential development; housing
units by type, persons per household, and household income; and infrastructure
assumptions for public works, public buildings, parks: recreation facilities, open
space, fire stations, and other public facilities. Public revenue and cost fiscal
factors will be developed through a current budget analysis and interviews with key
departmental staff based on the current level of service standards.
Defivera les: Screencheck Draft
Eli,and t.ecf;nic.a:l Appendices (10
copies,. electrcm'4
screencheck NO and NOC (1
copy -+- eiectronicl, public review
Draft EIR '50 copies +
:eytr>ni'. It ',1k, review Draft
EIB tenhnica upPendices (25
:,opie electronic` public
D' _ft -:R and technical
aPj.;, dices ;gin CD) (35 copies
5 copies for
Jtate € alnFirmhouse +
;trorli ` nal N.-DA and r:lpC (,
copy . ec or, c.
€fie iverable: SP -1, will document
i,L fis in a drat.
i4 n a rR ,r E summarizing key
`n
`mdingz a u St :ni ISSucS ;JQ
co-ies � . tropic). Following
ofOIty° st..fs comments on
. lc, di . epo i, SRHA will prepare
R ;i; 2i tect=nir:ai >.wpo L ;25 copies
k?ianandSc..d!e 2
-A
Item 12. - 83 1-IB -166- i^I-
Fiscal Impact Analysis. SRHA will identify the major sources of public revenues
and costs, and project the annual fiscal balance and revenue/cost ratios for the
alternatives and preferred General Plan land uses. The fiscal analysis will be
projected for up to two alternatives and a preferred General Plan at buildout. Key
fiscal indicators will be presented, including surplus (deficit), revenue/ cost ratio,
and the distribution of revenue sources by various land uses.
Task 9: Prepare Final Documents and Conduct Public
Hearings
9.1 Prepare Hearing Draft General Plan
Deliverable: Public nearing draft Following public review of the draft General Plan; PMC will meet with City staff to
General Plan (30 copies + identify desired changes to the draft plan based on community engagement
electronic).
activities conducted during public review and comments and responses on the
Draft FIR. Following identification of desired changes: PMC will revise the draft
General Plan to create a public hearing draft General Plan for Planning
Commission and City Council review. Revisions to the General Plan at this stage
are limited to changes identified in public comments or through the EIR process.
No additional chapters or sections would be added.
9.2 Prepare Hearing Draft Sustainability Action Plan
Deliverable: Public hearing draft Following public review of the draft SAP, PMC will meet with City staff to identify
General Plan (39 copies + desired changes to the draft plan based on community engagement activities
conducted during public review and comments and responses on the draft DR.
electronic). Following identification of desired changes, PMC will revise the draft SAP to
create a public hearing draft SAP for Planning Commission and City Council
review. Revisions to the SAP at this stage are limited to changes identified in
public comments or through the EIR process. No additional chapters or sections
would be added.
9.3 Prepare Responses to Comments and Administrative Final EIR
Deliverable: Administrative Final Atkins will prepare an Administrative Final EIR for City review. It is assumed that
EIR (electronic;preparation of the Administrative Final EIR will not result in any new technical
analyses or substantial text revisions. We will prepare written responses to oral and
written comments received on the Draft EIR and will distribute responses to
commenting parties, as deemed necessary. We understand that contract
augmentation for "excessive" numbers of responses is not typically considered by
the City. Therefore, our proposal is conservative in this regard. Atkins will also
prepare any other written responses to letters or verbal comments received during
the preparation and processing of the EIR document (as deemed necessary by the
City). Where necessary; the text of the Draft EIR will be revised in a format to
indicate text -that has been deleted (by strikeout) or new text has been inserted (by
-44 € "l'i}p! sal ?olvli, of, ui', i41c;f)r': b
t fB -167- Item 12. - 84
double underline). A chapter on text changes will note any revisions to the Draft
EIR made in response to comments.
9.4 Prepare Final EIR
Atkins' project manager will meet with City staff to review comments on the
Administrative Final EIR. Based on one consolidated set of comments on the
Administrative Final EIR, Atkins will revise the Administrative Final EIR for City
review prior to publication.
Based on one set of consolidated comments on the screencheck Final EIR, Atkins
will incorporate all final City comments and prepare the Final EIR. It is assumed
that preparation of the Final EIR will not result in any new technical analyses or
substantial text revisions. The Final EIR will be distributed by Atkins to all
commenting agencies at least ten days prior to the EIR certification hearings.
Section 21081.6 of the Public Resources Code requires all state and local
agencies to establish monitoring or reporting programs whenever approval of a
project relies upon a mitigated negative declaration or an environmental impact
report. The monitoring or reporting program must ensure implementation of the
measures being imposed to mitigate or avoid the significant adverse
environmental impacts identified in the EIR. In conjunction with the EIR, Atkins will
prepare a MMP if needed) that clearly identifies mitigation measures identified in
the Draft EIR, mitigation implementation responsibility, implementation timing;
and reporting procedures in a format effectively and efficiently implemented and
monitored by the team. The MMP will follow standard City format and will be
bound separately.
9.5 Prepare CEOA Findings and Statement of Overriding Considerations
Atkins will prepare findings for each significant effect identified in the FIR, and a
statement of overr6no considerations, if unavoidable significant impacts occur.
Atkins will also prepare any draft resolutions (if required) and the Notice of
Determination (NOD) within four days of certification of the Final EIR. The City will
be responsible for all filing fees.
9.6 Prepare Final General Plan
Following public hearings before the Planning Commission and City Council, and
confirmation with City staff of desired changes, PMC will revise the draft General
Plan to create a final General Plan. Revisions to the General Plan at this stage are
limited to changes identified in the public hearing process.
DeffvruraWans: Screencheck Final
EIR 00 .copies -, electronic),
individua € coniments, and
res;:t:Fnses tc'Y a :htribution to
c >r,,r.°erEtinu _ 9encies 0 copy +
electr7Jnic4, Final EIR (50 copies
eIv trc= .ic`. administrative draft
IuE=#zi "eiertrr=r f. screencheck
draft NAMIP (2 Yes +
--i c'ronic). f -,al 'POMP (1 copy +
ei. "tronic)
Oe€ltieraes: Screencheck
ve! ific ti- diocurnent (2 copies
'IF --heck NOD
N 'i—t€oni,c), final NOD
vr1p,
,3pr
Deliverable; = r,a= ;General Plan
V`vwkPlan Smedl._ 1 2-49
Item 12. - 85 HB - 68- ��
9,7 Prepare Final Sustainability Action Plan
Deliverable: Final SAP r50 copies Following public hearings before the Planning Commission and City Council, and
+ electronic). confirmation with City staff of desired changes, PMC will revise the draft SAP to
create a final SAP. Revisions to the SAP at this stage are limited to changes
identified in the public hearing process.
Task 10: Project Meetings, Management, and Coordination
10.1 City Staff Meetings (20) and Public Works Ombudsman
Deliverables: Up to two 2' P To maintain a local presence and ensure project momentum, PMC staff will
staff pa icipating in up toj tt4e ty participate in project management meetings with City staff. The budget provides
for up to 20 in -person project meetings, which will be timed with key milestones.
(20) in -person project Up to two PMC staff members, including the project manager, will attend each
management meetings; ° tiro meeting to discuss progress on the project schedule, engagement approach, and
agendas and summaries evolving project priorities. PMC will prepare an agenda for and summary notes
from each meeting. Subconsultant staff budgets identified in this proposal include
(electronic). time dedicated to participation in some of these meetings, as needed. In
particular, M&N has allocated resources to attend up to 4 City staff meetings; and
Matrix has allocated resources to attend up to 3 City staff meetings, in addition to
numerous interviews identified in the scope for the fire and police services study.
As a part of this task, PMC Principal Mark Teague will assist the Public Works
Department as an ombudsman for the General Plan update and SAP. in this
capacity, Mark will provide technical assistance, recommendations; regulatory
input and assist with review, interpretation; and editing of draft documents.
Approximately 60 hours of Mark's time have been identified for this task.
10.2 Engagement Activities Identified in Outreach Assessment
Dellverables: Support 4 = 'w Flexibility concerning community engagement is essential, as this is the task item
for identified communi �= orar-', �J[
that is most likely to change through the process. We have programmed flexibility
into this approach to allow adjustments as we proceed through the planning
techniques and process. PMC will implement the community engagement strategy identified in
events, as identified in V�!e Task 1.3 in close coordination with the City project management team in
assessment accordance with the budget identified for this task. All materials prepared by PMC
outreach will be reviewed and approved by City staff prior to public distribution.
prepared in Task 1.3. t u :Lid -_
identified for this task iE PMC's project manager; public engagement specialists, and City staff will confirm
that the outreach strategy prepared in Task 1.3 includes the most appropriate
considered a not-to-exw e l ii ; = outreach and engagement techniques for the duration of the project and proceed
to complete selected c: re <_ E with subsequent outreach and engagement to key stakeholders as directed by the
tasks and formats, outreach strategy.
fig; C?tv
1113 -169- Item 12. - 86
10.3 GPAC and Task Force Meetings (17)
We understand that the City Council has determined that a General Plan Advisory
Committee (GPAC) will be appointed to support the General Plan update. While
the size and composition of the GPAC have not been determined at this time, City
staff anticipates the group would consist of between 25 and 30 members.
Furthermore, the GPAC may be split into multiple subgroups or task forces
consisting of GPAC members, Environmental Board members, and other
community experts to review technical studies.
PMC will facilitate up to 17 meetings of the full GPAC or GPAC task forces
throughout the project. Subject to refinement within the community engagement
strategy, approximately seven (7) of these meetings will be dedicated to the GPAC,
eight (8) will be dedicated to task forces, and two (2) would be reserved for either
the GPAC or task forces as needed. Task force meetings may include dedicated
Environmental Board meetings for discussion and preparation of the SAP. We will
kick off the GPAC at the first meeting by reviewing the project purpose; discussing
the contents and state requirements for the General Plan, SAP, and EIR;
establishing the committee's ground rules and role in the process; and reviewing
the community engagement program and project timeline.
We anticipate meeting with the GPAC to obtain feedback regarding the following
key project milestones:
® Project kickoff (within Task 1)
® Community vision (within Task 2)
® Key issues (within Task 3)
® Task force review of technical background studies (within Task 4)
® Key policy approaches (within Task 5)
• Land use and circulation alternatives (within Task 5)
• Public review draft General Plan and SAP (within Task 8)
We also anticipate that task forces would be appointed by the GPAC and City staff
to review the following technical studies:
• Biological resources (Task 4.2)
• Sea level rise vulnerability assessment (Task 4.3) (2 meetings)
• GHG emissions (Task 4.5) and Sustainability Action Plan (2 meetings)
® Market trends analysis (Task 4.6)
• Circulation system (Task 4.7)
Deliverab,fw . Up to two (2) PMC
s ,a €?dinc. u .= to seventeen s�.; tt
I i GPLC tac-' force
r eti "_g agendas;
resenta ons, aru summaries
ect
Item 12. - 87 11B -170- /lw
® Fire and police services (Task 4.8)
® Two (2) additional task force meetings (to be determined)
These task force meetinas would occur following preparation of technical studies,
but prior to initiation of the alternatives analysis. For all GPAC and task force
meetings, PMC will provide a facilitator and the project manager, in addition to
other needed technical staff for presentations. PMC will prepare meeting agendas,
presentations, and summaries for each meeting. PMC Team subconsultants will
attend task force meetings related to SLR, market trends, circulation, and police
and fire services.
10.4 EIR Scoping Meetings (Day and Evening)
Deliverable: PMC and Atkins Scoping Meeting: The PMC and Atkins project managers will be available to attend
one EIR scoping meeting, to be held after the issuance of the ISMOP. We
project managers attending one recommend conducting this meeting as a two-part event with an agency
(1) CEQA scoping meeting to be roundtable in the afternoon, followed by a presentation and public'comment before
conducted in two parts as the Planning Commission the same evening. Atkins will be responsible for
described above; meeting preparing any required materials for the scoping meeting (i.e., graphic exhibits
_ and handouts, as necessary); as well as making a brief presentation on the CEQA
presentation and summary process and project overview. Scheduling, noticing, and conducting the scoping
(electronic). meeting are assumed to be the responsibility of the City. The City will make
available any GIS prepared graphics associated with the project.
10.5 Planning Commission or City Council Study Sessions (8)
Deliverables: Up to two (2j PMC PMC will conduct study sessions before the Planning Commission and City
Council at key points in the General Plan update process. Specifically, PMC will
staff at ending up to eight (8) facilitate two study sessions (one before the Commission and one before the
Planning Commission or City Council) at the following key points in the process:
Council study sessions: meeting ® Community vision and key issues (within Tasks 2 and 3)
agendas, presentations, and ® Key policy approaches (within Task 5)
summaries (electronic). ® Preferred land use and circulation plan (within Task 5)
® Public review draft General Plan and SAP (within Task 8)
PMC will provide a facilitator and the project manager, in addition to other needed
technical staff for presentations, including subconsultants as needed. PMC will
prepare meeting agendas, presentations,.and summaries for each study session.
-Ji Pror:osa. iui LIr' "al f!lii� �f' �_...,.
f B _11-11_ Item 12. - 88
10.6 Planning Commission or City Council Hearings (4)
After the public hearing draft General Plan, public hearing draft SAP, and Final EIR
are released; the PMC team will participate in four hearings before either the
Planning Commission or the City Council. City staff will determine the number of
hearings to be held before each decision -making body. Key members of the PMC
team and subconsultants will be available to attend and to respond to public and
Commission/council comments and questions. The work scope assumes that up
to two PMC staff members; including the project manager, and representatives
from each subconsultant firm will be present at these public hearings. PMC will
collaborate with City staff as directed to assist with preparation and delivery of
presentations for each public hearing.
10.7 Ongoing Project Management and Coordination
Ongoing and active project management is essential to ensure a successful
project. This task provides for project management by the PMC project team
throughout the project, including overall project management, coordination of
team members and tasks, preparation of invoices and project updates, general
consultation with the City, and team meetings. We recommend conference calls
every other week throughout the project, with periods during public review or
holidays that spread team meetings out to once every few weeks. The biweekly
calls are an opportunity for the PMC project team and the City to review tasks in
progress, share information, review key milestones, and provide updates. This
approach allows the entire team to stay up. to speed on the project. As a
component of this task, PMC will generate agendas and notes for each team
meeting for the Cq's records and use in updates to the City Council or interested
parties. The budget for this task recognizes that the PMC project team will also
communicate with the City team by e-mail and phone throughout the project.
Task 11: Coastal Resiliency Plan
The following tasks describe a Coastal Resiliency Plan that is included in the
project scope of work, as well as optional additional modeling to support the
Coastal Resiliency Plan. The optional modeling could be added to the scope of the
General Plan update at the City's discretion.
11.1 Coastal Resiliency Plan
M&N and PMC will prepare a Coastal Resiliency Plan for Huntington Beach using
findings of the SLR vulnerability assessment described in Task 4.3 as a starting
point and following the approach presented in Section 1 of this proposal. In
preparing the Coastal Resiliency Plan, we will consult with other entities with
coastal -dependent facilities including OCSC, AES, the State of California, other
resource agencies, and non -governmental organizations (NGOs) that manage
ecosystem restoration areas.
De iverables: Up to two (2) PMC
staff a; d subce ;sultanas (as
nee ed atter,^ir,g up to four (4)
Piari rin Ca: ? i €is`a'iun or City,
Counc,li hearings: public hearing
pr.=�. =tat ons: a; directed
IeleCtTonic)
Deliverables: C `going project
`n—tf _ And coordination; up
o oG p�ofecr Management
rice r;-Jis 0th agendas
and , .. utng .cAes (electronic).
rx'eiivelmbies: Adn—lnistrative draft,
__ a . final C,-astal Resiliency
Piar; ,:;leCtronic).
4' rl, Plan a„d Cc edu`le 'c�3
Item 12. - 89 11B -t72- (Y
The Coastal Resiliency Plan could be a stand-alone plan or could be presented as
a chapter of the SAP, at the City's discretion. Elements of the plan may include:
® A climate -resilient vision for the city
® Guiding principles for resilience (i.e., engineering resilience, ecological
resilience, community resilience)
® Preparedness goals for each planning area (e.g., beach and beach
infrastructure (parking lots, lifeguard facilities, pier)., roads and
pedestrian/bike access ways, utilities, recreational harbor infrastructure,
residences, ecological habitat areas, new development areas)
® Preparedness actions for each planning area
We will identify potential adaptation measures for the various elements of
infrastructure affected by sea level rise. Potential measures may include:
® Engineering resilience: multiple levels of protection, anticipate failure modes
and stockpile resources, storm recovery plans, pre-existing problem areas
m Ecological resilience: water and sediment management, planting plans and
maintenance
® Community resilience` communicate resilience strategies and outreach to
public, need for maintaining beaches, establish evacuation routes, rebuild
now versus later, considerations for tourism
We will also identify an implementation strategy for the Coastal Resiliency Plan
consisting of phasing (i.e., stair -step approach), economics (i.e., do it now versus
later), cost estimates, and regulatory, resource, and other impacts (e.g., loss of
land due to adaptations).
11.2 Coastal Resiliency Planning — Additional Modeling Option
Deliverables: Additional as- M&N can add great value to the presented scoped effort through focused
needed modeling to suppo L modeling efforts to identifyeffective adaptive measures to improve coastal
resiliency, emphasizing a solution -based approach. Two primary focus areas for
Coastal ResHiency Plan. the Coastal Resiliency Plan include: (1) the City's ocean shoreline, vulnerable to
coastal storm waves and high ocean water levels; and (2) coastal and low-lying
inland areas subject to coastal and/or rainfall related flooding.
Ocean. Shoreline Adaptation Strategy Modeling. Potential adaptation strategies to
enhance coastal resiliency include preserving/maintaining the federal Surfside-
Sunset beach nourishment program. The City's beaches, and all sandy beaches
from Surfside to Newport Beach, rely on this program for periodic nourishment.
This program will become even more critical under future SLR scenarios. M&N
will use the very powerful modeling tools created to support the vulnerability
1 t13-173- Item 12. - 90
assessment to develop effective adaptation strategies that maintain the beach
width necessary to effectively manage coastal erosion. These modeling tools
provide a quantitative assessment of potential future adaptation strategies
including additional beach nourishment, alternative sand sources, sand retention
structures such as nearshore reefs, and shoreline armoring.
If desired, our effort can augmented with an assessment of the economic benefit
associated with City management of the public trust beach resource, We have
collaborated on numerous such investigations with Dr. Philip King (San Francisco
State University), a recognized expert in the area of the economic benefits of
beaches. Dr. King has previously studied Huntington Beach in detail and that work
can be updated and applied to this effort as appropriate. Powerful arguments can
be made that support the City maintaining its beaches, and oftentimes the benefits
significantly exceed the costs. Such a message is critical in these times of fiscal
prudence.
Combined Coastal and Upland Flood Mitigation Strategy Modeling. M&N
proposes to develop a coastal resiliency planning model that will help the City
identify risks and options for mitigating coastal flooding caused by high rainfall
events in combination with coastal storms, extreme astronomical tides, and under
various scenarios of SLR. While the preceding vulnerability assessment focuses
on existing flood defenses, the adaptation strategy focuses on identification and
evaluation of conceptual flood mitigation alternatives including structural flood
barriers or elevated flood control channel walls, augmented/upgraded pumping
systems; and gates to allow tidal exchange during normal conditions.
M&N will use historical data and new measurements, along with design rainfall
hydrographs, within calibrated models of the storm water collection system and
overland flow areas to predict flooding for a range of both rainfall and tidal
tailwater events. We will incorporate results into a GIS geodatabase and maps,
along with information on property and infrastructure values, historical flood
damage claims, and potential impacts to transportation corridors. The geodatabase
approach allows for efficient, repeatable, and easily presentable calculations to
characterize the benefits of various mitigation alternatives.
The storm water system, open water, and overland flow simulations will be
conducted using the XPSWMM model, which will be applied in the vulnerability
assessment using the EPA SWMM5 dimensional (1-D) model for pipe, channel,
and structure flows, linked with the TUFLOW 2-dimensional (2-D) model for open
water and overland flows. This 1-D/2-D dynamically -linked approach will create a
more accurate simulation of the effects that oceanwater levels have on the storm
water system's ability to convey rainfall runoff during coastal storm events (e.g., El
Nino). The grid -based 2-D overland model will allow seamless integration of
XPSWMM model results with the property, infrastructure, and elevation data in the
Item 12. - 91 H13 -174- /1W
project geodatabase, allowing us to calculate flood damages for both existing and
proposed conditions.
M&N will develop XPSWMM 1-D/2-D models for two large and separate
watersheds within the City's lowland historic floodplains: the Bolsa gap and Santa
Ana River, We will calibrate the models using City GIS information and historical
data, and run matrices of predictive simulations for several design alternatives over
several design storms.
This work will provide expanded knowledge of tidal conditions within the city and
create models that produce more accurate flood predictions. M&N and PMC will
develop conceptual flood mitigation alternatives by assessing of City design
requirements, and identifying those in need of update: prioritizing flood
improvements; and the formulating funding strategies to implement these
improvements.
M&N will develop risk analysis and design conditions using results from the
integrated stormwater system, open water, and overland flow simulations. At each
level of design; we will evaluate probable construction and operations and
maintenance costs alongside estimated benefits from flood damage reduction. We
will estimate damages will be estimated based on high -resolution, GIS-based
calculations using FEMA and U.S. Army Corps of Engineers methods and depth -
damage functions.
Schedule
The schedule shown on the next page presents completion of the General Plan
update project in approximately two -and -a -half years (30 months) from contract
initiation. The schedule is flexible, based on our project understanding and the
City's needs and resources, and can be refined as needed at the project kickoff
meeting.
x _17;_ Item 12. - 92
AA
Sti
I
's
I
Item 12. - 93 HB - 176- tv
HB - 1 77_ Item 12. - 94
ATTACHMENT C
FMC's proposed cost estimate is provided at the end of this section and identifies
team member levels, hourly rates, estimated hours per task, total number of. hours
and cost; and subconsuitant and direct costs. As identified in the attached budget,
PMC proposes to complete the General Plan update work program for a budget of
$1,720,151, Considering a 15% contingency, the total amount would be
$1,978,174.
if identified as a desired task by the City, optional modeling to support the Coastal
Resiliency Plan (Task 11.2) would add $91,540 to the project fee.
Our objective in assembling the budget is to provide a realistic assessment of the
effort required to complete the work items identified in, the RFP. We understand
that City staff will be consulting with the City Council prior to consultant interviews
to identify the priority items to be included in the work program in light of the
proposed budget for each work item. Therefore, the work program and budget
remain flexible at this time and will be adjusted as needed to meet City needs and
priorities.
Cost Assumptions
With the objective of ensuring clarity about the proposal, PMC has prepared the
follovving assumptions for our scope of iwcrk that explain the basis for the cost and
effort to implement the work scope.
• The topics and scope of technical studies will be confirmed through an initial
meeting with City staff. PMC has scoped and budgeted for the technical
studies described in the RFP.
® For each deliverable, our work plan assumes that the City's General Plan
project manager will provide PMC with one set of consolidated comments
and that any conflicts among comments from multiple reviewers will be
resolved by the City prior to providing comments to PMC. We further assume
that the technical reports will be presented to the GPAC and task forces for
discussion and that the GPAC and task forces will advise staff regarding
content of the reports. City staff will direct any revisions to the contents of the
reports (i.e., the GPAC will not provide independent direction to PMC).
® Our work scope assumes that City staff will conduct the required SB 18 tribal
consultation process, with PMC as a technical advisor. We will provide
sample letters and other documents required for the consultation process.
• Our scope and budget do not specify costs for mass printing and distribution
of General Plan newsletters. PMC will work with the City to determine the
zi 4-1
Item 12. - 95 HB -178- On)
most efficient and cost-effective means of distributing a community
newsletter.
The work scope assumes up to 17 GPAC and task force meetings, with each
meeting to be attended by two PMC staff members: 0) the project manager,
who will serve as the meeting moderator, and (2) a note taker or technical
expert. PMC will prepare meeting agendas, presentations, and summaries. We
will also provide the City with examples of bylaws or rules of order adopted by
other general plan advisory committees for consideration by the GPAC. PMC
assumes that the City will be responsible for securing meeting locations,
logistics, and noticing.
The work scope assumes that two PMC staff members and one representative
of each of the consultant team members will be present at public hearings
before the Planning Commission and City Council. We will assist City staff in
preparing a presentation for the public hearings. PMC further assumes that
Planning Commission comments and recommended revisions to the General
Plan, SAP, and EIR will be presented as an addendum in the staff report to the
Council, not as revised documents.
The scope of work assumes up to 20 project management meetings with City
staff.
The budget for direct costs represents our best estimate of internal costs for
travel, reproduction, supplies and materials, communications,
postage/delivery, and other miscellaneous costs. We have included a cost
estimate for printing or reproduction of the City's desired number of the
technical background report, and the public review draft and final General
Plan, SAP, and EIR. For most other work products, a single electronic copy is
assumed. The cost of such documents will depend on the number of pages,
number of color pages, graphic content, number of oversized pages (11 x 14,
11 x 17, etc.), use of section dividers, and other factors. Because we cannot
predict, in advance, the cost per document, we will charge for the actual cost
of copying plus 5% for our handling costs. These costs will be limited to the
maximum amount identified in the budget proposal, as required by the RFP.
Our cost estimate is based on the proposed 30-month schedule included in
this proposal. Should significant delay (more than 120 days) occur for
reasons beyond our control, additional charges may apply to the remaining
work, based on labor rates in effect at the time of the delay.
11LB -179- Item 12. - 96
Item 12. - 97 FIB - 180- . /k,
9 1 Ri
P4
.... . ... ..
Is
......... .......
cis zii ! -�
...... .... ....
. . . .......
lo's "g.
.. .
A
v
n..
•IIa
...... . . .....
...... ........ ........ .... .. ..........
41 T t9
-!Rim c7 f -;s
.. ..... ... ....
el
iK
si
72 Se
-21
� � i � 5 i I . i - . A1 - & 8
Rl! E E
cl
F C6,
ol
Item 12. - 98,
EXHIBIT "B"
Payment Schedule (Hourly Payment)
A. Hourly Rate
CONSULTANT'S fees for such services shall be based upon the following hourly rate and cost
schedule:
B. Travel Charges for time during travel are not reimbursable.
C. Billin
1. All billing shall be done monthl in fifteen (15) minute increments and matched to an
appropriate breakdown of the time that was taken to perform that work and who
performed it.
2. Each month's bill should include a total to date. That total should provide, at a glance,
the total fees and costs incurred to date for the project.
A copy of memoranda, letters, reports, calculations and other documentation prepared
by CONSULTANT may be required to be submitted to CITY to demonstrate progress
toward completion of tasks: In the event CITY rejects or has comments on any such
product, CITY shall identify specific requirements for satisfactory completion.
4. CONSULTANT shall submit to CITY an invoice for each monthly payment due.
Such invoice shall:
A) Reference this Agreement;
B) Describe the services performed;
C) Show the total amount of the payment due;
D) Include a certification by a principal member of CONSULTANT's firm that
the work has been performed in accordance with the provisions of this
Agreement; and
E) For all payments include an estimate of the percentage of work completed.
Upon submission of any such invoice, if CITY is satisfied that CONSULTANT is
making satisfactory progress toward completion of tasks in accordance with this
Agreement, CITY shall approve the invoice, in which event payment shall be made
within thirty (30) days of receipt of the invoice by CITY. Such approval shall not be
unreasonably withheld. If CITY does not approve an invoice, CITY shall notify
CONSULTANT in writing of the reasons for non -approval and the schedule of
performance set forth in Exhibit "A" may at the option of CITY be suspended until
the parties agree that past performance by CONSULTANT is in, or has been brought
into compliance, or until this Agreement has expired or is terminated as provided
herein.
1
Exhibit B
Item 12. - 99 HI3 -182- 11LA.
EXHIBIT "B"
Payment Schedule (Hourly Payment)
A. Hourly Rate
CONSULTANT'S fees for such services shall be based upon the following hourly rate and cost
schedule:
Project Director/Prin. Planner
$180.00/hr.
Bio Services Director
$175/hr.
Project Manager
$160/hr.
Assistant Project Manager
$140/hr.
Principal Planner
$160/hr.
Senior Planner/Facilitator
$130/hr.
Senior GHG Analyst
$115/hr.
Associate Planner/Biologist
$100/hr.
Assitant Planner
$90/hr.
GIS,Tech Editor, Graphics
$85/hr.
Admin Support
$65/hr.
B. Travel. Charges for time during travel are not reimbursable
C. Billing
1. All billing shall be done monthly in fifteen (15) minute increments and matched to an
appropriate breakdown of the time that was taken to perform that work and who
performed it.
2. Each month's bill should include a total to date. That total should provide, at a glance,
the total fees and costs incurred to date for the project.
3. A copy of memoranda, letters, reports, calculations and other documentation prepared
by CONSULTANT may be required to be submitted to CITY to demonstrate progress
toward completion of tasks. In the event CITY rejects or has comments on any such
product, CITY shall identify specific requirements for satisfactory completion.
4. CONSULTANT shall submit to CITY an invoice for each monthly payment due.
Such invoice shall:
A) Reference this Agreement;
B) Describe the services performed;
C) Show the total amount of the payment due;
D) Include a certification by a principal member of CONSULTANT's firm that
the work has been performed in accordance with the provisions of this
Agreement; and
E) For all payments include an estimate of the percentage of work completed.
Upon submission of any such invoice, if CITY is satisfied that CONSULTANT is
making satisfactory progress toward completion of tasks in accordance with this
1
Exhibit B
1B -183-
Item 12. - 100
Any billings for extra work or additional services authorized in advance and in writing
by CITY shall be invoiced separately to CITY. Such invoice shall contain all of the
information required above, and in addition shall list the hours expended and hourly
rate charged for such time. Such invoices shall be approved by CITY if the work
performed is in accordance with the extra work or additional services requested, and if
CITY is satisfied that the statement of hours worked and costs incurred is accurate.
Such approval shall not be unreasonably withheld. Any dispute between the parties
concerning payment of such an invoice shall be treated as separate and apart from the
ongoing performance of the remainder of this Agreement.
2
Exhibit B
Item 12. - 101 1-113-184- P/
LIST OF CONSULTANTS THAT SUBMITTED PROPOSALS
The Planning Center/DC&E
3 MacArthur Place, Suite 1100
Santa Ana, California 92707
ATTN: Brian Judd
(714) 966-9220
PMC
2729 Prospect Park Drive, Suite 220
Rancho Cordova, California 95670
Attn: Jeff Henderson
(949) 361-8384
MIG/Hogle-Ireland
169 N. Marengo Avenue
Pasadena, CA 91101-1703
Attn: Lisa Brownfield
The Chambers Group
5 Hutton Center Dr., Suite 750
Santa Ana, CA 92707
(949) 261-5414
HB-1€:5-- Item 12. - 102)
ATTACHMENT #2
Item 12. - 103 HB - 186-
• CERTIFICATE OF LIABILITY INSURANCE
�4�®rd
Da�8M13 R,
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW.
THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED
REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms
and conditions of the policy, certain policies require an endorsement A Statement on this certificate does not confer rights to the certificate holder in Neu of
such endorsemert s .
PRODUCER
Risk Sbategies Company
2040 Main Street, Suite 580
CONTACT Sherry Young
NAM:
(A/CNNEo d 9492A2.e24o
(FAX.
. 949.b98.0886
Irvine, CA 92614
Lic. #OF08675
EMAIL you g@rlat strategles.can
ADDRESS: s n
INSURERS AFFORDING COVERAGE
NAIC #
INSURED
INSURERA:
Cit¢ens Insurance Co. of America
31534
Pacific Municipal Consultants
INSURER B:
Hanover American Insurance Co.
36034
DBA: PMC
2729 Prospect Park Dr., Ste 220
Rancho Cordova, CA 95670
INSURERC:
Massachusetts Bay Insurance Co.
22306
INSURER Or
Continental CasualtyCo.
2D443
INSURER E:
INSURER R
COVERAGES CERTIFICATE NUMBER: REVISION NUMBER.
Ties IS TO CERTIFY THAT POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FORTHE POLICY PERIOD INDICATED.
NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACTOR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE
ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TOALL THE TERMS, EXCLUSIONS AND CONDITIONS OF
SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR
LTR
TYPE OF NSL02AtICE
ADDL
INSR
SUER
WVD
POLICY POLICY EFF
POLICY EXP
L91US6
GENERAL L UABJL"
EACH OCCURRENCE
32�DA00
A
X COMMMERCIALGENERAL LIABILITY
DAMAGE TO RENTED
PREMISES ocamenoe)
S'1A00.000
CLAMtaAOE FEDT =
sr�
OB3914e6e102
07101I13
07/01114
MAED E* (Any— P—)
$101wo
PERSONAL & ADV NJURY
62400=
GENERAL AGGREGATE
64AD4000
GENL AGGREGATE LIMIT APPLIES PER
PRDDUCTS-COMPIDP AGG
$4A00A00
POLICY 7X I PROJECT F7 LOC
6
AUTOMOBILE
LIABILITY
COMSNED SINGLE LSW
(Ea accwwo
=
BODILY NAM (Per person)
$
A
ANYAUTO
ALL OWNED AUTOS SCHEDULED
MIRED AUTOS X OWNED
OB3914866102
07/01/13
07/01114
eODILY NJURY (Per eeaderly
6
X
� DAMAGE
$
AUTOS
arm
S
X
UMBRELLA LIAB
X
OCCUR
EACH OCCURRENCE
S2=,DM
A
EXCESS LLAB
063914666102
07/01/13
07/01114
AGGREGATE
62.CW=
Dim I X I RETENTION $1o.mo
6
IRIOWMaPENSATIOH
X
WC STATLI-
TORY
OTH-
B
AND EMPLOYERS' LIABILTY YIN
WZ391274DO03 (CA, AZ
07/01/13
07/01/14
I
ER
����
6+AOOA00
ANYPROPRE70waRrnIERADSCumv
pFt-yCF-AAQp(CLiYt
NIA
E-L.Do�E-EA
6+AooA00
C
y
(Nmnda+Drr In N.H.)
WZ391274SOM (OR)
07/01/13
07/01/14
d yes, deafte under DESCRIPTION OF
E.L. DISEASE -POLICY LIMIT
S+00,000
OPERATIONS below
D
PROFESSIONAL LIABILITY
MCH288307507
07/01/13
07/01114
PaCub+I
A re ate
62ADOIM
BSA�.o00
DESCRIPTION OF OPERATIONS I LOCATIONS r VEHICLES eh ACORD 101, Addu)onal Remarks Schedule, I more apace is required)
Projects as on file with the insured including but not limited to Genera( Plan Comprehensive Update. The City of Huntington Beach, its offioers, elected or
appokMted officials, employees, agents and volunteers are named as additional insureds on the general liability polcy-see attached endorsement. Prof Llab
Ded: M.000 per claim. 'The above policies contain a 30-day notice provision for non -renewal and cancellation wmapit for cancellation due In non-payment
of premium, -in which a 10-day notice lies.' . .. I I . . -.. __- .
City of Huntington Beach
2000 Main St.
Huntington Beach, CA 92648
CANCELLATION
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE
EXPIRATION DATE THEREOF. NOTICE WILL BE DELIVERED IN ACCORDANCE WITH
THE POLICY PROVISIONS.
fWN. An rigt
City Attorney
Item 5. - 97 11B -i 87--
Item 12. - 104
the rendering of or the failure to
render any professional
services. This includes but is
not limted to any professional
services as an architect or
engineer arising out of any
construction agreement or
actiutiesunder which any
insured or anyone acting on any
insured's behalf provides or
provided service, advice,
expertise or work_ Construction
Includes, but is not limited to,
the plan, conception, design,
build, construct, assembly,
development, safety, erection,
formation, reconstruct,
rehabilitation, repair, or any
Improvement made to real
property. Construction also
includes the hiring, supervision
or management of any of these
activities. However. this
exclusion does not apply to
Ilability arising out of
an insured's presence at a
Jobsite that was not
caused by professional
activities listed in the above
paragraph
c. Additional insured coverage
provided by this provision will not be
broader than coverage provided to
any other insured.
d. All other insuring agreements,
exclusions, and conditions of the
policy apply-
1 1. Additional Insured by Contract,
Agreementor Permit — Primary and
Non-contrt butory
The following Is added to SECTION III —
COMMON POLICY CONDITIONS:
M. Other I nsurance
1. Add tional Insureds
If you agree in a written
contract, written agreement or
permit that the insurance
provided to any person or
organization included as. an
Additional Insured under
SECTION it LIABILITY, Part
C — Who is An I nsured, is
primary and non-contributory,
the following applies:
If other valid and collectible
insurance is available to the
Addtional Insured for a loss we
cover under SECTION II —
LIABILITY, Part A. Coverages,
Paragraph 1., Business
Liability our obligations
are limited as follows:
a. Primary Insur-ante
This insurance is primary to
other insurance that Is
available to the Additional
hsured which covers the
Additional Insured as a
Named Insured. We will not
seek contribution from any
other insurance available to
the Additional Insured
except:
(1) For the sole negligence
of the Additional
nsured;
(2D When the Additional
Insured is an Additional
Insured under another
primary liability policy;
or
(3) When b.(2) below
applies.
if this insurance is
primary, our obligations
are not affected unless
any of the other
insurance is also
primary. Then, we will
share with all that other
insurance by the
method described in
b.(3) below.
b. Excess Insurance
This insurance is excess
over.
(1) Any of the other
insurance,
whether
primary,
excess,
contingent or
on any
other basis:
(a) That is
Fire,
Extended
Coverage,
Bulder's
Risk, I nstallation
Risk or
similar
coverage
for "your
work' ;
391-1586 02 11 1 ndudescopyrightedmatmiabflr>surance ServicesOfflces, Inc. -vft its
Page 2 of 4
Item 12. - 105 HB -188-. Item 5. - 98
b. For purposes of the coverage
provided by this endorsement F.
Liability And Medical Expenses
Definitions under Section II -
Liability is amended by adding the
following:
a.- vour protect" means:
i. Any premises, site or
location at, on, or in
which "your work' is
not yet completed; and
ii. Does not include any
location listed In the
Declarations.
IV: Blanket Waiver of Subrogation
Paragraph K. Transfer Of Rights Of
Recovery Against Others To Us in
Section III — Common Pol i cy
Conditions is amended by the
addition of the following:
We will waive any right of recovery we
may have against any person or
organization when you have agreed in a
written contract, permit or agreement to
waive any rights of recovery against such
person or organization because of
payments we make for injury or damage
arising out of your ongohg operations or
.your work" done under a contract with
that person or organization and included
in the "products -completed operations
hazard".
391. 1586 0211
Ind.ides copyrighted material of Insurance Services Offices, Inc., with itsperrnission
Page 4 of4
Item 5. - 99 t tB -1 9- -
Item 12. - 106
su ity INSURANCE AND INDEMNIFICATION WAIVER
m MODIFICATION REQUEST
n Beach
1. Requested by: Debra Gilbert
2. Date: 8/22/2013
3. Name of contractor/permittee: Pacific Municipal Consultants, dba PMC
4. Description of work to be performed: General Plan Update
5. Value and length of contract: $1,900,000
6. Waiver/modification request: $50,000 deductible on Professional Liabiltiy
7. Reason for request and why it should be granted: PMC privately owned company, due to
strong growth and financial stabitility has carried the $50K deductible for the last five
years. They do not consider this to be a substantial amount. Company financials are
attached, consider confidential and are to be return to the vendor at the listed address.
8. Identify the risks to the City in approving this waiver/modification: very minimul
Department Head Signatu
8/22/13
Date:
APPROVALS
Approvals must be obtained in the order listed on this form. Two approvals are required
for a request to be granted. Approval from the City Administrators Officers only required if
Risk Management rtdt a City Attomey's ffice disagree.
1. isC Management
�r 1
._Approved ❑ Denied`
Signature D to
2. City A►ttorney's Office r
❑ Approved ❑ Denied ! z:°' C1 j
Signiature Date
3. City Manager's Office
❑ Approved ❑ Denied
Signature Date
If approved, the completed waiver/modification request is to be submittedto the
City Attorney's Office along with the contract for approval. Once the contract has .been approved,
this form is to be filed with the Risk Management Division of :Human Resources
Item 12. - 107 1113 -190- Item 5. - 100
Insurance Waiver Form.doc 8/22/2013 4:u-i:uu rrvi
City Of Huntington Beach
2000 Main Street ® Huntington Beach, CA 92648
(714) 536-5227 ® www.huntingtonbeachca.gov
Office of the City Clerk
Joan L. Flynn, City Clerk
October 9, 2013
Philip O. Carter; President
Pacific Municipal Consultants
2729 Prospect Park Drive, Suite 220
Rancho Cordova, CA 95670
Dear Mr. Carter:
Enclosed for your records is a copy of the fully executed "Professional Services Contract
Between the City of Huntington Beach and Pacific Municipal Consultants for Preparation of
Comprehensive Update to the City of Huntington Beach General Plan."
Sincerely,
Jodn$L. Flynn; CIVIC
City Clerk
JF:pe
Enclosure
Sister Cities: Anio, Japan ® Waital ere, New Zealand
RB -191- Item 12. - 108
r
00,
�• ,f'�G,�i'a�j,�1 ,Fr f"��
Dept. ID PL 1X-022 Page 1 of 3
0 Meeting Date: 10/7/2013
MP4J&-b :7 -a
CITY OF HUNTINGTON BEACH
REQUEST FOR CITY COUNCIL ACTION
MEETING DATE: 10/7/2013
SUBMITTED TO: Honorable Mayor and City Council Members
SUBMITTED BY: Fred A. Wilson, City Manager
PREPARED BY: Scott Hess, AICP, Director of Planning and Building
SUBJECT: Approve and authorize execution of a Professional Services Contract between
the City of Huntington Beach and Pacific Municipal Consultants to prepare a
comprehensive update of the City of Huntington Beach General Plan.
Statement of Issue:
This is a request to enter into a three (3) year Professional Services Contract between the City and
Pacific Municipal Consultants for preparation of a comprehensive update of the City's General Plan.
The project will encompass the associated program level environmental impact report and various
technical studies, including the equivalent of a climate action plan, a sea level rise study, a fire and
police department service level analysis and a targeted update of the citywide urban runoff
management plan.
Financial Impact:
Total appropriations of $1,978,174 in the General Fund to the Planning and Building Department
Professional Services Account 10060201.69365 are requested for the three year term of the
contract. It is anticipated these funds will be offset by revenue collected in accounts 100.35660
Assigned General Plan Maintenance and 10000100.42825 General Plan Maintenance Fee
Account. The FY13/14 Adopted Budget currently includes $500,000 for the General Plan Update.
The remaining appropriations of $1,478,174 will be used to cover the current and/or future year's
budgets, as needed to execute the contract.
Recommended Action:
A) Approve and authorize the Mayor and City Clerk to execute a three (3) year Professional
Services Contract not to exceed $1,978,174 between the City of Huntington Beach and Pacific
Municipal Consultants, to prepare a comprehensive update of the City of Huntington Beach General
Plan (Attachment No.1); and,
B) Appropriate funds in the total amount of $1,978,174 over a three year period from the General
Fund to the Planning and Building Department Professional Services Account 10060201.69365.
Alternative Action(s):
The City Council may make the following alternative motion(s):
1) Deny the Contract between the City and Pacific Municipal Consultants.
2) Continue the item and direct staff accordingly.
Item 5. - 1 HB -60-
Dept. ID PL 13-022 Page 2 of 3
Meeting Date: 10/7/2013
Analysis:
A. PROJECT BACKGROUND
The City's General Plan was last comprehensively updated in 1996. Since that time there have
been notable physical changes in the city, amendments to State laws that require analysis and data
that the General Plan does not currently have, and a growing interest to incorporate sustainability
into city functions. As a result, the City has identified the need to update the General Plan. The
City Council held two study sessions, in March and August, regarding potential scope, budget and
timeline of a General Plan update and provided direction to staff.
The update of the General Plan would include a number of separate technical studies and plans, as
follows: sea level rise study, coastal resiliency plan, sustainability/climate action plan, urban runoff
impact study, market trend and fiscal analysis, biological report and service level study for fire and
police. These studies will be used to update the General Plan and the subsequent update of the
City's Local Coastal Program. However, they will also provide information that supports the City's
compliance with National Pollutant Discharge Elimination System (NPDES) requirements, the City's
Insurance Services Office (ISO) ratings and prioritization of Capital Improvement Program (CIP)
projects. The update would also include community outreach. Based on City Council direction,
there would be a General Plan Advisory Committee.
In preparation for the need to update the General Plan, the City Council adopted a General Plan
Maintenance Fee in 2004. This fee is assessed on all new construction and is intended to pay for
the City's consultant costs. The existing fund balance in this account is approximately $665,000,
and over $800,000 is expected to accrue in the next couple of years, which will coincide with the
length of time needed to complete the project (approximately 2 %-3 years). The City will continue
to receive these revenues to fully pay back any General Fund monies that may be used and to
complete other General Plan related projects, i.e. subsequent update of the City's Coastal Element,
which will occur after the General Plan update. In addition, the City has applied for two grants
related to the technical studies and will continue to seek out other sources of funds.
B. CONSULTANT SELECTION PROCESS
Staff issued a Request for Proposals (RFP) in May, which was sent to 13 firms of varying specialty
due to the range of work associated with the City's project. Five of the firms are considered
general planning consultants, four are primarily environmental consultants, two are economic firms,
one is a management consultant and one is an engineering firm. The City received proposals from
four qualified consultant teams, comprised of many of the firms that the City sent the RFP to, led
by the following consultants:
- The Chambers Group
- MIG
- The Planning Center/DC&E
- Pacific Municipal Consultants (PMC)
Proposals were reviewed by nine staff members from various departments: Administration, Fire,
Planning and Building, Police, and Public Works. Staff from Fire, Planning and Building, and
Public Works then conducted interviews with each of the four teams.
The PMC team and proposal was rated as superior by staff due to their high level of technical
expertise and experience with the City of Huntington Beach. The PMC project manager was the
HB -61- Item 5. - 2
Dept. ID PL 13-022 Page 3 of 3
Meeting Date: 10/7/2013
author of the City's recent Circulation Element update and most recently has been the project
manager for the award winning General Plan Update for the City of Orange and the City of
Burbank General Plan Update. In addition, he has significant experience preparing climate and
sustainability action plans; his plans for the City of West Hollywood and County of Yolo are award
winning. The depth and knowledge of PMC staff is excellent. They have a successful track
record for meaningful outreach, coastal experience and strong sustainability credentials. The
subconsultants on the PMC team have significant experience in Huntington Beach and/or are
known for their outstanding work. Of note, Atkins has prepared numerous EIRs for the City;
Stantec staff completed the recent update of the City's traffic model; Moffat & Nichol has worked
on numerous coastal projects including the Bolsa Chica and Huntington Beach Wetlands and is
currently completing work for the Huntington Harbour area; Stanley R. Hoffman Associates is
preparing the City's Economic Development Strategy; and Matrix has done work related to Fire
and Police Dispatch. Another factor in staff's recommendation for the General Plan consultant
was which team would be the best fit for the community. Staff believes the PMC team will be very
effective in working with the various interest groups, appointed and elected officials and staff.
The other three proposals were adequate and the lead firms have very good reputations in the
planning field. However, staff does not believe that the depth of the assembled teams proposed
by these firms is as strong, nor did all of the team members appear to be as good a fit for the
community.
From a cost perspective, the PMC proposal was the third lowest; however, three of the proposals
were fairly close. There was variation amongst the proposals in terms of approach to some of the
technical studies and once this was adjusted for a better comparison, there was little cost
difference between the firms (less than $100,000). Therefore, staff believes that the PMC cost
proposal is a reasonable and responsible one that anticipates significant community participation
and solid technical research.
C. STAFF RECOMMENDATION:
A Professional Services Contract between the City and PMC is recommended to prepare a
comprehensive update of the General Plan, the associated Program EIR and technical studies as
discussed above. The scope of work is expected to cost $1,720,151. Due to the complexity of the
project, staff is recommending a 15 percent contingency budget, which would only be used if
needed. Therefore, staff recommends the City Council approve the contract with PMC, in the
amount of $1,978,174, and authorize the City Manager and City Clerk to execute the documents.
Environmental Status:
The request is exempt pursuant to Section 15061(b)(3) of the California Environmental Quality Act.
Strategic Plan Goal:
Improve the City's infrastructure
Attachment(s):
1) Professional Services Contract Between the City of Huntington Beach and Pacific Municipal
Consultants for Preparation of a Comprehensive update to the City of Huntington Beach
General Plan
2) Insurance Certificate and Waiver
SH:MBB:DG:kdc
Item 5. - 3 HB -62-
ATTACHMENT
'
PROFESSIONAL SERVICES CONTRACT BETWEEN
THE CITY OF HUNTINGTON BEACH AND
PACIFIC MUNICIPAL CONSULTANTS
FOR
PREPARATION OF A COMPREHENSIVE UPDATE TO THE CITY OF HUNTINGTON
BEACH GENERAL PLAN
THIS AGREEMENT ("Agreement") is made and entered into by and between the City of
Huntington Beach, a municipal corporation of the State of California, hereinafter referred to as
"CITY," and Pacific Municipal Consultants, dba PMC, a S-California Corporation hereinafter
referred to as "CONSULTANT."
WHEREAS, CITY desires to engage the services of a consultant to prepare a comprehensive
update to the the City of Huntington Beach General Plan; and
Pursuant to documentation on file in the office of the City Clerk, the provisions of the
Huntington Beach Municipal Code, Chapter 3.03, relating to procurement of professional service
contracts have been complied with; and
CONSULTANT has been selected to perform these services,
NOW, THEREFORE, it is agreed by CITY and CONSULTANT as follows:
1. SCOPE OF SERVICES
CONSULTANT shall provide all services as described in Exhibit "A," which is
attached hereto and incorporated into this Agreement by this reference. These services shall
sometimes hereinafter be referred to as the "PROJECT."
CONSULTANT hereby designates Philip O. Carter, President who shall represent it
and be its sole contact and agent in all consultations with CITY during the performance of this
Agreement.
agree/ surfnet/professional svcs mayor I of 11
10/12
Q(,✓
2. CITY STAFF ASSISTANCE
CITY shall assign a staff coordinator to work directly with CONSULTANT in'the
performance of this Agreement.
3. TERM: TIME OF PERFORMANCE
Time is of the essence of this Agreement. The services of CONSULTANT are to
commence on �--jjeB �Q � , 20/3 (the "Commencement Date"). This Agreement
shall automatically terminate three (3) years from the Commencement Date, unless extended or
sooner terminated as provided herein. All tasks specified in Exhibit "A" shall be completed no
later than three (3) years from the Commencement Date. The time for performance of the tasks
identified in Exhibit "A" are generally to be shown in Exhibit "A." This schedule may be
amended to benefit the PROJECT if mutually agreed to in writing by CITY and CONSULTANT.
In the event the Commencement Date precedes the Effective Date, CONSULTANT
shall be bound by all terms and conditions as provided herein.
4. COMPENSATION
In consideration of the performance of the services described herein, CITY agrees to
pay CONSULTANT on a time and materials basis at the rates specified in Exhibit "B," which is
attached hereto and incorporated by reference into this Agreement, a fee, including all costs and
expenses, not to exceed One million seven hundred twenty thousand one hundred fifty one dollars
($1,720,151) with a fifteen percent (15%) contingency, for a contract total amount, not to exceed
one million nine hundred seventy eight thousand one hundred seventy four Dollars ($1,978,174).
5. EXTRA WORK
In the event CITY requires additional services not included in Exhibit "A" or
changes in the scope of services described in Exhibit "A," CONSULTANT will undertake such
agree/ surfnet/professional svcs mayor 2 of 11
10/12
(IW
work only after receiving written authorization from CITY. Additional compensation for such extra
work shall be allowed only if the prior written approval of CITY is obtained.
6. METHOD OF PAYMENT
CONSULTANT shall be paid pursuant to the terms of Exhibit "B."
7. DISPOSITION OF PLANS, ESTIMATES AND OTHER DOCUMENTS
CONSULTANT agrees that title to all materials prepared hereunder, including,
without limitation, all original drawings, designs, reports, both field and office notices, calculations,
computer code, language, data or programs, maps, memoranda, letters and other documents, shall
belong to CITY, and CONSULTANT shall turn these materials over to CITY upon expiration or
termination of this Agreement or upon PROJECT completion, whichever shall occur first. These
materials may be used by CITY as it sees fit.
8. HOLD HARMLESS
CONSULTANT hereby agrees to protect, defend, indemnify and hold harmless
CITY, its officers, elected or appointed officials, employees, agents and volunteers from and against
any and all claims, damages, losses, expenses, judgments, demands and defense costs (including,
without limitation, costs and fees of litigation of every nature or liability of any kind or nature)
arising out of or in connection with CONSULTANT's (or CONSULTANT's subcontractors, if any)
negligent (or alleged negligent) performance of this Agreement or its failure to comply with any of
its obligations contained in this Agreement by CONSULTANT, its officers, agents or employees
except such loss or damage which was caused by the sole negligence or willful misconduct of
CITY. CONSULTANT will conduct all defense at its sole cost and expense and CITY shall
approve selection of CONSULTANT's counsel. This indemnity shall apply to all claims and
liability regardless of whether any insurance policies are applicable. The policy limits do not act as
limitation upon the amount of indemnification to be provided by CONSULTANT.
agree/ surfnet/professional svcs mayor 3 of 11
10/12
P/
9. PROFESSIONAL LIABILITY INSURANCE
CONSULTANT shall obtain and furnish to CITY a professional liability insurance
policy covering the work performed by it hereunder. This policy shall provide coverage for
CONSULTANT's professional liability in an amount not less than One Million Dollars
($1,000,000.00) per occurrence and in the aggregate. The above -mentioned insurance shall not
contain a self -insured retention without the express written consent of CITY; however an insurance
policy "deductible" of Ten Thousand Dollars ($10,000.00) or less is permitted. A claims -made
policy shall be acceptable if the policy further provides that:
A. The policy retroactive date coincides with or precedes the initiation of the
scope of work (including subsequent policies purchased as renewals or
replacements).
B. CONSULTANT shall notify CITY of circumstances or incidents that might
give rise to future claims.
CONSULTANT will make every effort to maintain ,similar insurance during the
required extended period of coverage following PROJECT completion. If insurance is terminated
for any reason, CONSULTANT agrees to purchase an extended reporting provision of at least two
(2) years to report claims arising from work performed in connection with this Agreement.
If CONSULTANT fails or refuses to produce or maintain the insurance required by
this section or fails or refuses to furnish the CITY with required proof that insurance has been
procured and is in force and paid for, the CITY shall have the right, at the CITY's election, to
forthwith terminate this Agreement. Such termination shall not effect Consultant's right to be paid
for its time and materials expended prior to notification of termination. CONSULTANT waives the
right to receive compensation and agrees to indemnify the CITY for any work performed prior to
approval of insurance by the CITY.
agree/ surfnet/professional sves mayor 4 of 11
10/12
ell,
10. CERTIFICATE OF INSURANCE
Prior to commencing performance of the work hereunder, CONSULTANT shall
furnish to CITY a certificate of insurance subject to approval of the City Attorney evidencing the
foregoing insurance coverage as required by this Agreement; the certificate shall: .
A. provide the name and policy number of each carrier and policy;
B. state that the policy is currently in force; and
C. shall promise that such policy shall not be suspended, voided or canceled by
either party, reduced in coverage or in limits except after thirty (30) days'
prior written notice; however, ten (10) days' prior written notice in the event
of cancellation for nonpayment of premium.
CONSULTANT shall maintain the foregoing insurance coverage in force until the
work under this Agreement is fully completed and accepted by CITY.
The requirement for carrying the foregoing insurance coverage shall not derogate
from CONSULTANT's defense, hold harmless and indemnification obligations as set forth in this
Agreement. CITY or its representative shall at all times have the right to demand the original or a
copy of the policy of insurance. CONSULTANT shall pay, in a prompt and timely manner, the
premiums on the insurance hereinabove required.
11. INDEPENDENT CONTRACTOR
CONSULTANT is, and shall be, acting at all times in the performance of this
Agreement as an independent contractor herein and not as an employee of CITY. CONSULTANT
shall secure at its own cost. and expense, and be responsible for any and all payment of all taxes,
social security, state disability insurance compensation, unemployment compensation and other
payroll deductions for CONSULTANT and its officers, agents and employees and all business
licenses, if any, in connection with the PROJECT and/or the services to be performed hereunder.
agree/ surfnet/professional sves mayor 5 of 11
10/12
rib-
12. TERMINATION OF AGREEMENT
All work required hereunder shall be performed in a good and workmanlike manner.
CITY may terminate CONSULTANT's services hereunder at any time with or without cause, and
whether or not the PROJECT is fully complete. Any termination of this Agreement by CITY shall
be made in writing, notice of which shall be delivered to CONSULTANT as provided herein. In the
event of termination, all finished and unfinished documents, exhibits, report, and evidence shall, at
the option of CITY, become its property and shall be promptly delivered to it by CONSULTANT.
13. ASSIGNMENT AND DELEGATION
This Agreement is a personal service contract and the work hereunder shall not be
assigned, delegated or subcontracted by CONSULTANT to any other person or entity without the
prior express written consent of CITY. If an assignment, delegation or subcontract is approved, all
approved assignees, delegates ' and subconsultants must satisfy the insurance requirements as set
forth in Sections 9 and 10 hereinabove.
14. COPYRIGHTS/PATENTS
CITY shall own all rights to any patent or copyright on any work, item or material
produced as a result of this Agreement.
15. CITY EMPLOYEES AND OFFICIALS
CONSULTANT shall employ no CITY official nor any regular CITY employee in
the work performed pursuant to this Agreement. No officer or employee of CITY shall have any
financial interest in this Agreement in violation of the applicable provisions of the California
Government Code.
16. NOTICES
Any notices, certificates, or other communications hereunder shall be given either by
personal delivery to CONSULTANT's agent (as designated in Section 1 hereinabove) or to CITY as
agree/ surfnet/professional Svcs mayor 6 of 11
10/12
nkv
the situation shall warrant, or by enclosing the same in a sealed envelope, postage prepaid, and
depositing the same in the United States Postal Service, to the addresses specified below. CITY and
CONSULTANT may designate different addresses to which subsequent notices, certificates or
other communications will be sent by notifying the other party via personal delivery, a reputable
overnight carrier or U. S. certified mail -return receipt requested:
TO CITY: TO CONSULTANT:
City of Huntington Beach
ATTN: Mary Beth Broeren
2000 Main Street
Huntington Beach, CA 92648
17. CONSENT
Philip O. Carter, President
Pacific Municipal Consultants
2729 Prospect Park Drive, Suite 220
Rancho Cordova, CA 95670
When CITY's consent/approval is required under this Agreement, its
consent/approval for one transaction or event shall not be deemed to be a consent/approval to any
subsequent occurrence of the same or any other transaction or event.
18. MODIFICATION
No waiver or modification of any language in this Agreement shall be valid unless in
writing and duly executed by both parties.
19. SECTION HEADINGS
The titles, captions, section, paragraph and subject headings, and descriptive phrases
at the beginning of the various sections in this Agreement are merely descriptive and are included
solely for convenience of reference only and are not representative of matters included or excluded
from such provisions, and do not interpret, define, limit or describe, or construe the intent of the
parties or affect the construction or interpretation of any provision of this Agreement.
agree/ surfnet/professional svcs mayor
10/12
7 of 11
�G"
20. INTERPRETATION OF THIS AGREEMENT
The language of all parts of this Agreement shall in all cases be construed as a
whole, according to its fair meaning, and not strictly for or against any of the parties. If any
provision of this Agreement is held by an arbitrator or court of competent jurisdiction to be
unenforceable, void, illegal or invalid, such holding shall not invalidate or affect the remaining
covenants and provisions of this Agreement. No covenant or provision shall be deemed dependent
upon any other unless so expressly provided here. As used in this Agreement, the masculine or
neuter gender and singular or plural number shall be deemed to include the other whenever the
context so indicates or requires. Nothing contained herein shall be construed so as to require the
commission of any act contrary to law, and wherever there is any conflict between any provision
contained herein and any present or future statute, law, ordinance or regulation contrary to which
the parties have no right to contract, then the latter shall prevail, and the provision of this
Agreement which is hereby affected shall be curtailed and limited only to the extent necessary to
bring it within the requirements of the law.
21. DUPLICATE ORIGINAL
The original of this Agreement and one or more copies hereto have been prepared
and signed in counterparts as duplicate originals, each of which so executed shall, irrespective of the
date of its execution and delivery, be deemed an original. Each duplicate original shall be deemed
an original instrument as against any party who has signed it.
22. IMMIGRATION
CONSULTANT shall be responsible for full compliance with the immigration and
naturalization laws of the United States and shall, in particular, comply with the provisions of the
United States Code regarding employment verification.
agree/ surfnet/professional svcs mayor 8 of 11
10/12
23. LEGAL SERVICES SUBCONTRACTING PROHIBITED
CONSULTANT and CITY agree that CITY is not liable for payment of any
subcontractor work involving legal services, and that such legal services are expressly outside the
scope of . services contemplated hereunder. CONSULTANT understands that pursuant to
Huntington Beach City Charter Section 309, the City Attorney is the .exclusive legal counsel for
CITY; and CITY shall not be liable for payment of any legal services expenses incurred by
CONSULTANT.
24. ATTORNEY' S FEES
In the event suit is brought by either party to construe, interpret and/or enforce the
terms and/or provisions of this Agreement or to secure the performance hereof, each party shall bear
its own attorney's fees, such that the prevailing party shall not be entitled to recover its attorney's
fees from the nonprevailing party.
25. SURVIVAL
Terms and conditions of this Agreement, which by their sense and context survive
the expiration or termination of this Agreement, shall so survive.
26. GOVERNING LAW
This Agreement shall be governed and construed in accordance with the laws of the
State of California.
27. SIGNATORIES
Each undersigned represents and warrants that its signature hereinbelow has the
power, authority and right to bind their respective parties to each of the terms of this Agreement,
and shall indemnify CITY fully for any injuries or damages to CITY in the event that such authority
or power is not, in fact, held by the signatory or is withdrawn.
agree/ surfnet/professional svcs mayor 9 of 11
10/12
1°w
28. ENTIRETY
The parties acknowledge and agree that they are entering into this Agreement freely
and voluntarily following extensive arm's length negotiation, and that each has had the opportunity
to consult with legal counsel prior to executing this Agreement. The parties also acknowledge and
agree that no representations, inducements, promises, agreements or warranties, oral or otherwise,
have been made by that party or anyone acting on that party's behalf, which are not embodied in this
Agreement, and that that party has not executed this Agreement in reliance on any representation,
inducement, promise, agreement, warranty, fact or circumstance not expressly set forth in this
Agreement. This Agreement, and the attached exhibits, contain the entire agreement between the
parties respecting the subject matter of this Agreement, and supersede all prior understandings and
agreements whether oral or in writing between the parties respecting the subject matter hereof.
29. EFFECTIVE DATE
This Agreement shall be effective on the date of its approval by the City Council.
This Agreement shall expire when terminated as provided herein.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by
and through their authorized officers.
agree/ surfiiet/professional svcs mayor 10 of 11
10/12
CONSULTANT,
Pacific Municipal Consultants, dba PMC
COMPANY NAME
By: A,`�--
�
print name
ITS: (circle one) Chairm residen ice President
AND
By:
P._ i . _r
print name
ITS: (circle one ecretary/ - hief Financial Officer/Asst.
Secretary - Treasurer
CITY OF HUNTINGTON BEACH, a
municipal corporation of the State of
C rnia
Mayor
tIty Clerk
INITId Q) AND ,,WYiROVED:
cotWess, Dfireftdr of Planning & Building
APPROVED AS TO FO
ity Attorney MV =�i lya J
agree/ surfnet/professional Svcs mayor 11 of 1 1
10/12
EXIIIBIT "A"
A. STATEMENT OF WORK: (Narrative of work to be performed)
Please refer to PMC Project Understanding and Aproach, Attachment A, pages 1-16
Please refer to PMC Work Plan and Schedule, Attachment B, pages 1-58
B. CONSULTANT'S DUTIES AND RESPONSIBILITIES:
Refer to PMC Project Understanding and Approach and Work Plan and Schedule attachments.
C. CITY'S DUTIES AND RESPONSIBILITIES:
1. City will provide requested documents in a timely manner
2. City will make timely payments as outlined in Exhibit "B" and Budget Schedule
D. WORK PROGRAM/PROJECT SCHEDULE:
Please refer to PMC Budget Schedule, Attachment C, pages 1-4
EXHIBIT A
Ov`
ATTACHMENT A
=or many of the Ind.viduals and organizations that calf Huntington Beach home.
quality of life has always been a high priority. The City of Huntington Beach is a
leader in sustainability, preservation, and finding solutions to civic challenges. As
a constantly evolving city, an updated General Plan will help Hun: ngton Beach to
define a more sustainable model for growth and development, Huntington Beach
led the fast energy revolution by providing a reliable source of oil. The City has an
opportunity to also lead the next energy revolution through effective and
sustainable planning that en?praces and confronts the realities, challenges, and
opportunities presented by climate change. The updated General Plan will solidify
the City's visioh for maintaining and improving neighborhoods and districts, :-chile
al owing areas to maintain a distinct sense of place.
Throughout this proposal, we highlight PMC's experience developing sustainable,
creative; anu usegeneral clans, climate action plans ,CAPS , and program
environmental impact reports (EIRs}, and Identify how we will use this experience
fo provide long-term value to Huntington Beach. We detail how our approach w If
keep sustainability at the forefront by placing the development of the Sustainabdity
Action Flan (SAP) and sea level rise (SLR` studies at the beginning of the work
program, allowing findings from these analyses to guide the formation of the
General Plana
We also detail how fhe general plans we develop emphasize implementation,
rooted in our experience in front of and behind the planning counter, and are
formed to serve as a useful tool for city staff for years to came. Through our deep
commitment to Involve stakeholders and the conirTiunity in the process, we will
meet the Cify's objectives to develop an updated vision for growth and
development while maintaining sustainability, economic vitality, and continued
high quality of life as key priorities for all community members.
Huntington Beach is a desirable and diverse community known primarily for its
pristine beaches, but also as the reading force in the development of Southern
California beach culture. Surf City USA provides a unique rriixture of coastal
resources, protected open spaces, diverse residential neighborhoods, shopping
opportunities; and a longstanding commitment fo environmental stewardship. It is
often regarded as one of Orange County's most progressive communities, yet it
maintains strong connections to conservative principles: allowing for pendulum
swings that often balance differing opinions on urban development .and
3t
x �
� Rg
v, s
a
conservation. The community prides itself on being unpretentious and places a
high value on preserving and enhancing recreation opportunities.
From its early origins as a stop along the Pacific Electric Railway corridor to recent
and possible future land acquisitions. Huntington Beach has a long history of
leveraging its physical location and building on surrounding resources. Huntington
Beach's defining coastline, scenic viewsheds, and diverse neighborhoods create a
unique sense of place and quality of life that the City and its stakeholders wish to
,protect..
Key Issues Affecting Surf City's Future
Although Huntington Beach has been successful in creating a strong community
fabric; there are also unrealized opportunities that the City's General Plan does not
currently address. The City wishes to modernize the General Plan to integrate
current planning concepts and techniques such as smart growth, livability, and
sustainable development. Educating residents about how these concepts can be
best incorporated into the General Plan in a manner that helps the City achieve its
economic and environmental goals, while also protecting the qualities of
Huntington Beach that are so cherished, is key to a successful General Plan
update.
Effective planning for the future of Huntington Beach must also integrate regional,
national, and global issues such as demand for limited energy and water
resources, potential sea level rise, ecological resource conservation, solid waste
reduction, and the effects of climate change. The City's General Plan and SAP
must also respond to recent state legislation, including Assembly Bill (AB) 32 and
Senate Bill (SB) 375 targeting greenhouse gas emissions and climate change.
Recent legislation related to complete streets, hazard mitigation planning, and
floodplain management must also be integrated.
In addition to updating the City's General Plan to advance its overall objectives,
the new plan must be developed in a way that is user-friendly, illustrative,
internally consistent; and addresses the most important- issues facing Huntington
Beach over the next 20 years. Specific issues for consideration in the updated
General Plan include:
Consistency between the General Plan and the City's 15 specific plans,
Zoning Ordinance, and recent updates to the Housing Element, Historic and
Cultural Resources Element, and Circulation Element.
Integration of the new Sunset Beach and Brightwater Specific Plans, as well as
the recently adopted Beach and Edinger Corridors Specific Plan.
E r p3sa for City of Hur dsr u-' n
(I"J
Positioning industrial areas in the McDonnell Centre Business Park Specific
Plan and elsewhere in the city to be competitive in the regional market.
Community concern for wetlands and other sensitive resources.
Additional modifications to the Circulation Element addressing complete
streets, a new bicycle master plan, a new base year, and Sustainability Action
Plan.
• Possible lack of sufficient and suitable industrial lands, which requires a
market study for resolution.
• Opportunity for Low Impact Development (LID) demonstration areas, to serve
as a model for the region and future development.
• Identifying opportunities to address contributions to and effects of climate
change.
• Recycling of school sites and identification of community -preferred solutions.
® Developing a General Plan that will allow for easy updating of the Local
Coastal Plan.
PMC is providing an outstanding team of experts to assist the City with the General
Plan update, SAP, and EIR. We have significant experience working with
communities as they transition from traditional planning to sustainable planning;
and we are recognized and award -winning leaders in developing action plans to
achieve the sustainability goals set by clients.
Project Approach
The RFP provides a thoughtful description of the current condition of the General
Plan, as well as the tools available to assist in the update. We have not attempted
to repeat all of the RFP background information in our proposal. Instead, we offer a
philosophy and approach to organizing the work to maximize resources; control
costs, build community ownership in the General Plan and supporting studies, and
provide for environmental analysis that accounts for the citywide and cumulative
effects of the General Plan and SAP.
Our approach establishes a collaborative effort between the City and PMC, and we
are excited about the prospect to partner with you in this effort. We recognize that
your desired consultant will be one that can relate to both staff and the local
community. We bring a professional style consistent with the. Southern California
beach culture cultivated by Huntington Beach that is professional but relaxed and
friendly. PMC offers integrated public outreach, land use planning, urban design,
sustainability; and environmental expertise that allows our team to identify context-
miec, , nGeri m';r;K. a^.. Apploach
E
P
sensitive solutions to enhance the community and help the City achieve its vision
for the future.
Community Engagement
For the General Plan to clarify a long-range vision and establish policy guidelines
for growth management, growing circulation challenges, and maintaining the
characteristics that define individual neighborhoods and the community as a
whole; it must reflect the values, priorities, and concerns of Huntington Beach
residents and stakeholders. Ensuring effective public involvement in the update is
thus a critical component of the overall project and one of the keys to developing
community buy -in. In cities with active community involvement, PMC has been
particularly successful working with clients to actively listen to the community and
translate technical information into meaningful policies.
Five objectives stand out for the Huntington Beach General Plan update
community engagement process, based on the City's RFP, the pre -proposal
meeting, and our local knowledge:
• Establishing a framework for focused policy discussions rather than broad
°visioning."
® Providing transparency in the process.
• Working collaboratively with a General Plan Advisory Committee and other
City -sponsored groups which will have a vested interest in plan development.
• Utilizing cost-effective and innovative techniques.
• Respecting the unique attributes and needs of Huntington Beach communities
while unifying citywide identity.
Our public participation program will respond to these objectives using
specialized outreach techniques that are woven together with the fundamental
steps of the planning process. Our experience has demonstrated that flexibility
concerning community engagement is essential, as this is the task item most
likely to change through the process. As such, we have developed a flexible
approach to allow as -needed adjustments as we proceed. As part of the project
initiation process, PMC will conduct an outreach assessment with City staff. This
will provide time for staff and the consultant team to discuss past outreach efforts,
confirm goals for this program; generally discuss details such as venues and
materials, and discuss the project's key stakeholders. It provides an opportunity to
identify the depth of the strategy and a menu of outreach options related to the
overall project schedule. The community engagement program is scalable and can
be tailored to meet the City's objectives and budget.
-4 Prjrx sad fo;r City .' Hunfinamon Beni:
Following the assessment, PMC staff will prepare a more refined draft community
engagement strategy for staff review and approval. This memorandum will include
the goals, purpose, and desired outcome of the process, an outline of each
technique to be used, a timeline, and an outline of responsibility for PMC and City
staff. It is anticipated that the community engagement strategy will include a
combination of the following "menu" of techniques and activities. The ultimate
depth of the outreach effort will be determined by City staff. Our menu of
engagement techniques includes:
• Facilitation of a GPAC and topic -specific task forces
• Stakeholder interviews
® Project branding
• Community workshops and open houses
• Project website and e-mail updates
• Media outreach (both traditional and social)
• "Pop-up" workshops at community events
• Participatory photography
• C harrettes
• Presentations to local boards and community organizations
• Presentations at all legally required hearings
Our budget for community engagement is considered a not -to -exceed limit. To
keep the program flexible to project needs while staying within budget, we assume
the same level of effort will be anticipated for any adjustments to the approach,
Sustainability Action Plan
While many communities have struggled to make distinct and measurable
progress toward sustainability goals, Huntington Beach's commitment to
sustainability can be seen in action through the City's and the community's day-
to-day activities and long-term planning. We recognize the City's objective to
prepare a stand-alone SAP concurrent with the update to the General Plan, which
will build on ongoing efforts, reflect state guidance for addressing climate change,
and provide a strategic course to achieve near -term (5-10 years) sustainability
goals. This approach provides the following clear benefits to the City and
community:
Ensures long-range sustainability vision, goals, and policies are integrated
consistently through the General Plan.
i!'W
® Provides near -term specific, measurable actions, programs, and projects and
supports implementation through performance indicators, interim milestones,
and a monitoring tool.
Allows environmental review of sustainability actions and programs.
Provides the City with an equivalent climate action plan or qualified
greenhouse gas reduction plan consistent with the State CEQA Guidelines.
Our. approach to developing sustainability plans and climate action plans relies on
robust and transparent technical analyses; target setting for GHGs and other
reductions as applicable; tailored engagement techniques for staff, key
stakeholders, and the community; preparation of strategic, specific, and
measurable actions, programs, and projects that support achievement of the
target(s); and a clear implementation program that identifies time frames,
responsible parties, indicators; potential costs and benefits, funding sources, and
monitoring. Our approach to preparing action plans relies on best practices,
existing progress and activities, community engagement, and quantitative analysis.
Most important to our approach is an emphasis on balancing state and regional
guidelines and regulations with local characteristics, using a bottom -up approach
that relies on education, engagement, and incentives before recommending top -
down solutions that rely on new regulations and mandates. We also seek to learn,
understand, and respect ongoing activities, such as the Huntington Beach Goes
Green program, the Surf and Sun Program, the annual Green Expo, the activities of
the Environmental Board and the Tree Society, and progress of the Steps Toward a
Sustainable Huntington Beach plan. The success stories and lessons learned from
these efforts are often the best starting points for a strategic action plan.
Greenhouse Gas Emissions
AB 32 directs statewide reduction of greenhouse gas (GHG) emissions to 1990
emission levels by 2020. The :AB 32 Scoping Plan provides guidance that a local
government equivalent target would be to reduce to emissions 15% below current
(defined as 2005-2008) levels by 2020. Given this guidance, most local
governments prepare a GHG inventory using a 2005 baseline year, forecast
emissions to 2020, and identify GHG emissions reduction measures to achieve a
15% reduction below baseline. While this approach is sound, it may not provide
comprehensive information needed to provide a current year baseline for the EIR.
We also recognize the value of confirming changes since 2005 based on the
performance of sustainable City programs that have reduced GHGs since 2005.
Assessing changes from 2005 to the current year supports.a robust SAP.
We recommend preparing both a 2005 GHG inventory and a current year (2010-
2012) GHG inventory. The exact year for the current inventory will be determined
based on data availability. The inventories will adhere to established protocols,
including the U.S. Community Protocol for Accounting and Reporting of
-t Pr ti%S<i i si" vl `v t�' 1ur':flrla'c i `Sea",
pt'l
Greenhouse Gas Emissions released by ICLEI-USA and recommended by the
Governor's Office of Planning and Research, the Local Government Operations
Protocol, and methodologies approved by the California Air Resources Board, The
Climate Registry, and the Association of Environmental Professionals. We
anticipate that the inventories will include emissions from key sectors, including
energy, transportation, waste, water, wastewater, and other sectors as applicable.
We also anticipate coordinating with the City's Energy Program Manager, Southern
California Edison, the Southern California Gas Company; and other service
providers while preparing the inventories.
Following the inventories, we will forecast GNG emissions to 2020, the General
Plan horizon year, and 2050 for consistency with AB 32 guidance from the
Governor's Office Planning and Research and the State CEOA Guidelines.
Forecasting will allow identification of a 2020 GNG reduction target consistent with
AB 32 and provide an opportunity to select an additional GNG reduction target (or
targets) consistent with the community's vision for the General Plan and SAP.
Coastal Resiliency
Using state, regional, and local resources, expert understanding, and feedback
from local experts, PMC will evaluate resiliency and adaptation strategies and
policies to address anticipated climate change effects, particularly those affecting
Huntington Beach's coastline. Our approach will include research and assessment
of state, regional, and local resources, preparation of a vulnerability assessment;
sea level rise —specific analyses, and preparation of adaptation strategies and
resiliency measures. Excellent resources are readily available to provide guidance
and background information, including:
California Adaptation Planning Guide (2012, Cal EMA)
Cal -Adapt Local Profiles (2013, CEC)
City planning documents including, but not limited to, the draft Local Hazard
Mitigation Plan, demographic projections, Infrastructure Master Plans, and the
Emergency Management Plan
Project -specific technical SLR analysis (presented below)
Cal EMA My Hazard Mapping tool
Sea Level Rise
The latest State of California guidance for SLR is summarized in the State of
California Sea -Level Rise Guidance Document, (March 2013 update), which was
based on the final report from the National Research Council (NRC), Sea Level
Rise for the Coasts of California, Oregon and Washington (June 2012).
The diagrams below show the past and future tide levels for the Los Angeles tide
gauge (the longest record in the region). The future tide levels are based on the
NRC III SLR scenario, Similar analysis can be performed for any SLR scenario.
With additional analysis, similar results can be developed that show how return
periods for various tide levels change over time. Essentially, what is a 100-year
tide level today will be less than a 5-year event by 2060 under this scenario. Such
information is very important for a broad range of City infrastructure elements.
Figure 1.1. Tide Gauge Analysis for the Part of Las Angeles Gauge
Figure 1.2. Probability of Tides Exceeding Mean Sea Level
{
.......... . ..
........... _. _.._ ._._...................... _-__......... _...... _........ ._......__..._. __......_..
Los AnVies CA (1928-2011)
....................._.__.....___ .. _ .....
F
E
S
g
i � P
i
S
,, •.••.• •,. ..< w.M�.:
¢
i�Rat xboiitldy Tdc Abwr MSL
v .........., .�'.,
i '<
,,•,••
—&rtryS Mehrt f
i
b
i -
.. -.i_ t }
rA
---€uerx*iETYaan
7 �
.�
.serx 5xxyean 3
�
lW bean
_
♦ -i
-o-amz
CA
+
_2W
zttvF
(
(
$
qT.,j
x;
r e v xtt a xx xi .xe xs
j
SwvmW. Mow MU Trwd i t2
Vulnerability Assessment
In order to understand the city's vulnerability, it will be important to involve
organizations that manage resources and facilities to identify risks and strategies to
reduce risks. Because the number of groups and organizations that are affected by
climate change is large, we recommend forming a task force made up of
i 8 'to.r)osal f r City ru, rumirs;tor 5e ,,,,h
organizations actively engaged in the management of resources and facilities. The
task force could also include representatives of the GPAC, at the City's discretion.
A vulnerability assessment is critical to identify adaptation strategies that
effectively increase resiliency to hazards and a changing climate over time. The
vulnerability assessment provides a spatial assessment of (1) the exposure to
hazards, (2) sensitivity to effects, (3) potential effects of those hazards (including
certainty and timing). and (4) the current ability to adapt to those effects.
Exposure. The first step in assessing climate change vulnerability is identifying
exposure, or which climate change effects will occur in the city. Early analysis
from the California Adaptation Planning Guide suggests the following primary.
exposure:
• Sea level rise - up to 55-inch sea level rise by 2100
• Extreme heat — 3 to 5 more annual heat waves by 2050; 12 to 14 by 2100
• Increases in average annual temperature and the number of extreme heat days
• Changes in precipitation patterns (increase in extreme events and drought) —
up to 2-inch decrease by 2050, 3- to 5-inch decrease by 2090
111 Increases in average annual temperature and the.number of extreme heat days
PMC and M&N will build from this initial analysis using existing resources,
technical expertise, discussions with City staff, and input from local stakeholders.
Exposure will be assessed in terms of expected severity and likelihood.
Sensitivity. The second step in the process is identifying the functions, structures,
and populations that will be affected by the exposures listed above. Given the
extensive resources already available for Huntington Beach, this task will utilize a
sensitivity checklist to determine the degree to which a system would be impaired
by climate change effects for each exposure. Through discussions with City staff
and the local steering committee and further research, the sensitivity rankings will
be refined to identify the most vulnerable systems, infrastructure, and
communities.
Effects. Climate change effects occur at the intersection of exposure and
sensitivity. PMC will identify specific impacts such as flooding (from anticipated
changes in sea level and/or precipitation), negative public health outcomes from
heat -related events, damage to infrastructure and homes due to flooding and
reduced water availability, and economic changes resulting from anticipated
changes to natural resources that support tourism. These effects will be assessed
for severity, certainty, and onset (time frame).
Project Understanding and Approach 1 1-9
4P&_/
Adaptive Capacity. The City has existing policies, plans, programs, resources, or
institutions that will help functions, structures, and populations adapt to climate
change. PMC will work with City staff and a local steering committee to identify
the ability of a function; structure, or community to maintain its functions while
experiencing the effects of climate change. This task will identify those functions
and qualitatively assess their ability to reduce climate change effects to key assets
over time.
Vulnerability. Vulnerability is identified by assessing the interaction of exposure,
sensitivity, impact, and adaptive capacity. The functions, structures, and
communities identified as the most vulnerable will be priority topics for adaptation
policy. After conducting initial analysis for each of the steps, PMC will perform a
series of qualitative assessments, as illustrated in the diagram below, to identify
vulnerability. PMC's assessment'will be vetted and refined by input from outreach
events, discussion with City staff, expert analysis, and the task force.
Figure 1.3. Vulnerability Matrix
Low Medium High
Adaptive Capacity f Adaptive Capacity Adaptive Capacity
High
Impact
Medium
Impact
Low
Impact
Through the vulnerability assessment, PMC will work with City staff and
stakeholders to identify the most vulnerable functions, structures, and
communities and to identify adaptation strategies (policies and implementation
actions) to ensure these assets adapt to and are resilient in a changing climate.
These strategies will include opportunistic (e.g., relocating assets through land
use changes), defensive (e.g.,, protecting assets with infrastructure improvements
when they are not easily moved), and passive (e.g., investment in education or
social infrastructure to encourage community resiliency) approaches.
Following the vulnerability assessment, we will prepare an adaptation and
resiliency strategy. Early analysis based on the risk of the impact (likelihood and
potential consequences) and the extent of the City's jurisdiction or influence over
the affected system suggests the following primary effects should be evaluated:
-1; E P',,r.,,)itSit�
�4"-
• Threats h]built infrastructure iOthe coastal zone from sea level hS8
• Threats to C08Sta| ecosystems from sea level hS9
• Public health threats from increased temperatures
00 Water supply effects
PN1CwU| build from this initial analysis using existing resources, t8ChOiC8|
expertise, and discussions with City staff and the taSkf0rce, Fxn[sVO5 risks will be
assessed in terms ofexpected severity and likelihood.
Resource Conservation and Wetland Protection
The City'SCoastal Element was comprehensively updated iO2001. It includes an
exhibit of "environmental Iv SeO8it|V8 habit ts as depicted by the Department of
Fish and Game" that is based OO information from the 197OSand only includes the
southeast portion Ofthe city. AS part O[the G8ntC2| P|8O update, PK4C will conduct
8 b|0|0g|C8| survey to update exhibits that, consider such natural resources. �OUrCtS� Th3
majority of S9OSiUY8 habitats are G(OOg the CO8S� however, 1ht[8 is one created
wetland inland iOthe S88diffcommunity, and there are other areas that may
warrant recognition, such 8sthe eucalyptus grove 8tNorma Gibbs Park created for
00D8[Ch bU88d\ieS, in addition, the City is studying the 8OD8Xat}OO 01 the
UOi000[p0[at8d B0|S8 Ch|C8 YVe#8Dd3 and SU[[0UOdiOg vicinity, totaling. about
1.500 8C[tS, for "he purpose 0fensuring long-term protection and restoration Of
the area.
Identifying opportunities for appropriate drainage control and runoff improvement
opportunities will be performed C0U8CtiV9|y between the DOOsU|k0t team, Q1v
Sta#, and the |008| C000UOity. K4O88tt & Nichol will develop 8 Citywide Urban
Runoff K8sO8ge08nt P|8O (CURyNP) Mat will detail how HUOtiqgt0O 888Ch p|GOS to
protect and improve water quality Of |Ood C083ta| resources. Moffatt & NiCh0[S
8*9OSiv9 8XptritOC8 in the city will 8U0w for the 98Sy id3ObUQatiOD of Grt8S in
Ot9d of Sp9Si8| attention. K80ff8M & Nichol will work with City staff to d8V8|Op 8
program [00t9d in sustainable solutions that focus on di0|O8tiDg 8ddiMOO8| flow,
08xi0iZ|Og 0O-S|t3 n3ttntiOD/|OU|t[8UOD. and |qCOqpOnat|Og biO-retention features
which offer Opp0rtUOiM8S for [U0Off 1re808O1 and 8Oh8OCe0tOt Of |008|
|8OdSC8piOg. As detailed in Section 2. Moffat & Nichol will complete an extensive
research program properly documenting existing C0OdiUOnS. develop 8 list of
water quality improvement projects, and identify funding sources to help develop
D99d9d system enhancements, Th8 CURN1Pdeve|0p8U in 2005wiU be revised 02
meet 0rexceed the requirements 0ithe |008| NPDES ptnDiL
Information developed by Moffat & Nichol will also be used in the Genera' P|8D
update process to -create polices that will p0000e water -sensitive techniques for
flood control and stormwater management, helping the City to improve water
quality and comply with its stormwater permits and state law while reducing flood
risks.
Market Trends and Fiscal Considerations
Changes in public policies can have both direct and indirect impacts to the
economic conditions and vitality in a city. Before developing alternative scenarios
for a general plan, we conduct economic research and analysis to help ensure
policy decisions take into consideration market and financial feasibility and risk,
and we provide estimations on the economic and fiscal benefits of the alternative
choices. These types of analyses lead to more informed policies, plans, and
actions.
The Huntington Beach General Plan Market Analysis will address the major forces
that drive change in the community: (1) residential population and labor force
growth; (2) overall economic trends that influence the future composition of jobs
in Orange County; and (3) Huntington Beach's market position to capture a
competitive share of growing sectors while maintaining strength in its existing key
employment sectors. Stanley R. Hoffman Associates will complete a market
analysis focusing on specific issues identified in Section 2.
Stanley R. Hoffman Associates will also prepare a Fiscal Impact Analysis for the
preferred General Plan land uses and up to two alternatives based on the analysis
of current fiscal conditions. The focus of the analysis will be on General Fund
revenues and costs, but may include other funds, such as the Gas Tax Road Fund,
based on discussion with City staff.
Circulation
Huntington Beach's citywide traffic model has been used in numerous
transportation planning applications over the past several years, including the
recently adopted Circulation Element update. The model was certified by the
Orange County Transportation Authority (OCTA) as meeting the consistency
requirements for sub -area models in Orange County. The circulation work effort for
the General Plan update involves updating the citywide traffic study completed in
2011 and using the information to assist in updating the Circulation Element as
part of the overall General Plan update. Additionally, estimates of vehicle miles
traveled (VMIT) will inform both the existing GHG inventory and the Sustainability
Action Plan (SAP).
As described in the Work Plan in Section 2, Stantec will perform the following
steps:
r'
1-12 Pr;( Sc for vl�j i,"''u;li•C,i tr Bead,
pw
• Update the citywide traffic model for regional and local consistency, and
incorporate special analysis procedures into the modeling process.
• Analyze future land use and circulation plan alternatives and work with staff to
update the highway component of the Circulation Element.
• Address specific transportation issues and prepare technical materials relative
to the Circulation Element update.
Provide estimates of VMT for existing and future business -as -usual
conditions, and estimate VMT reductions attributable to proposed General
Plan policies and SAP measures.
The first of these steps will result in refinements to the current model. which was
developed in 2007, and involves updating the baseline 2030 General Plan to
reflect recently approved -projects in the city. The refined model will then be used
to analyze land use alternatives for the General Plan update and to identify
mitigation measures needed to serve future traffic demand. Refinements will assist
in evaluating the type of climate change strategies being considered in the General
Plan update. The primary transportation metric for GHG emissions is vehicle miles
traveled, and reductions in VMT from specific land use and transportation
strategies result in commensurate reductions in GHG emissions. Three major
travel demand components are involved:
• Trip generation
• Trip length
is Travel mode change
The first pertains to the number of vehicle trips generated by specific types of land
use. Density can be a factor, as can the mix of land uses (e.g., mixed -use
development featuring residential and nonresidential land uses;, Strategies that
use communications technology (e,g., telecommuting) to actually reduce the
number of trips are an important emerging factor in this component. The trip
length component pertains to the actual trip patterns in an area, which are
influenced by factors such as proximity between residential and nonresidential
land uses (jobs/housing balance, for example) and citywide geographic
relationships between different types of land uses. Travel mode changes occur
when walking, cycling, and transit ridership trips replace vehicle trips. These three
factors tend to be somewhat interdependent, as for example when reductions in
vehicle trip generation are due to more walking trips, and changes in trip patterns
affect both trip length and travel mode.
The most effective VMT reduction strategies involve transit -oriented development
(TOD), high -density planning or smart growth policies, increased bicycle
infrastructure, mode -share increase goals, and encouragement to increase transit
ridership. For example, in Long Beach, the green shared arrow (sharrow) lane on
Second Street, which is over half a mile long, resulted in a doubling of the bike
ridership in the area.
These types of strategies will be considered first because they are relatively easy
to achieve in comparison to other alternatives and the City of Huntington Beach is
currently pursuing some through the Bike Master Plan update. Another example is
the approved Beach and Edinger Corridors Specific Plan, which would decrease
'EMT by increasing the residential density along commercial corridors, thereby
encouraging shorter trips and placing future residents closer to transit stations and
within walking distance of commercial uses.
Fire and Police Services
The PMC Team's approach to service level studies is to evaluate historic data,
map relevant data, and discuss patterns with the departments and service
providers. Matrix Consulting Group will use existing report information to map
calls and service areas for the past several years. Throughout the effort, we will
collaborate with the departments and focus on solutions. In our experience,
emergency services personnel are focused on bringing needed resources to a call
as quickly as possible and have most likely identified the things that slow them
down. These same service providers are often the best source of
recommendations; as they know the community and the demands on their
services. Our task will be to ensure their ideas are represented in General Plan
goals, policies, and programs.
The City's current General Plan provides a sound basis for the update; however, it
does not fully describe a community that is at the forefront of sustainability and
environmental stewardship. PMC will lead an extraordinary team of planners,
designers, and sustainability specialists to develop a plan that reflects the
community s goals for the future. PMC will create a streamlined, illustrative plan
that is easy to use during budgeting, capital improvement planning, and decision -
making for discretionary projects. Key organizational and content changes will be
;rude that make the General Plan more readable and internally consistent.
Our work plan begins with a review of the existing plans and resources identified in
the RFP, identification of data needs, and research to fill any information gaps. We
will prepare a Technical Background Report and update the existing land use
survey, then facilitate a land use and circulation alternatives process grounded in
research describing market opportunities. The alternatives process enables the
public to directly influence physical and policy decisions, which we will
summarize and vet with decision -makers as key policies. Only when staff and the
'`r iof l;h o' Hundi ru!o(i B'eac
P
community approve of key policy direction will we write draft goals and policies.
Along the way, we will identify potential inconsistencies with City design
guidelines and zoning requirements. This transparent approach ensures that City
staff, the City Council, and the entire community understand where the plan's
vision and direction came from, and the reasoning behind the development
standards and design guidelines that will implement the plan.
During the course of the work program, PMC will prepare two administrative
review drafts of the General Plan, a public review draft, a public hearing draft, and
a final General Plan. We understand that City staff will prepare most General Plan
exhibits and conduct most GIS analysis, though our staff will update GIS datasets
as requested in the RFP and can be available to assist in exhibit production.
Environmental Impact Report
We understand that the City seeks to prepare a comprehensive program
environmental impact report (EIR) for the General Plan update. The EIR should be
just as user-friendly and accessible as the General Plan itself to promote
maximum use of CEQA tiering and streamlining provisions in the future. We
recommend crafting a self -mitigating EIR, and our approach embraces the practice
of integrating the planning and CEQA processes, accommodates streamlined
review of future projects, and identifies the environmental benefits of adopting the
General Plan. As indicated in the RFP, a program EIR would be the most effective
tool under CEQA to allow the City to achieve the goals identified above. Consistent
with State CEQA Guidelines Section 15168, a general plan update falls within the
types of projects that are considered appropriate to be evaluated in a program EIR.
A program EIR is considered appropriate for "a series of actions that can be
characterized as one large project and are related either: geographically; as logical
parts in a chain of contemplated actions; in connection with issuance of rules;
regulations, plans, or other general criteria to govern the conduct of a continuing
program; or as individual activities carried out under the same authorizing statutory
or regulatory authority and having generally similar environmental effects which
can be mitigated in similar ways" (Section 15168(a)(1-4)). The advantage of a
program EIR over a master EIR is that it does not need to identify specific projects
at this time and does not require recertification every five years.
Atkins, under the supervision of PMC, will lead preparation of the program EIR.
Through previous work with the City on a variety of projects, Atkins has a
comprehensive understanding of City needs and issues. The approach to the
General Plan update EIR is designed to:
Complement the General Plan community engagement process by informing
the public debate of alternative General Plan policies or strategies.
; c' . na,'s.mr,"win. an .1 Ax_no ach
Create a basis for an environmentally sound and self -mitigating General Plan
update.
® Provide for streamlined environmental review for future projects consistent
with the General Plan's and SAP's goals, policies, designations, measures,
and actions.
Achieve the highest standards for legal defensibility.
Atkins will, prepare all required environmental documentation in accordance with
CEQA, including a program -level EIR and any required technical studies in
consultation with other members of the PMC team. The EIR will discuss
environmental effects in terms of their severity and probability of occurrence. It will
identify mitigation measures, as necessary, appropriate to a program -level EIR to
minimize the significant effects of the recommended General Plan and SAP and
will include an alternatives analysis.
In addition to Atkins` experience, PMC has extensive experience preparing
program EIRs. for General Plan updates, providing our team with a deep
understanding of how to design the planning documents and the EIR to work well
together. Our collaborative approach will provide efficiencies in our individual work
efforts, while maintaining the added benefit of an EIR consultant with extensive
project experience in Huntington Beach. Our joint contributions in preparing both
the planning documents and the program EIR will allow us to gain a more
comprehensive understanding of the environmental issues to be addressed in the
EIR. At the same time, our team's collective knowledge of developing program
level analyses and mitigation allows us to provide valuable input into the programs
and regulations in the General Plan and SAP, allowing the plans to become as
self -mitigating as possible.
ATTACHMENT B
Our proposed work program is presented below. For each task, products
associated with the work to be performed are specified. We understand that the
City expects to complete the General Plan update and EIR by April 2016 (30
months from project initiation). A schedule to complete this work program is
provided at the conclusion of this section.
NT111 11 a
Task 1: Initiate the Project and Refine the Work Program
11 Kickoff Meeting, Bus Tour, and GIS Orientation
Key members of the PMC team will! attend a half -day kickoff meeting. The 'Kickoff naliveraul,,fPes: K:f% uff me-`
meeting provides an opportunity for all key City staff and consultant tearri
bus tour, �na `GJS vv'ith
members to get together and identify data Sources and other resources to be used
1'�!,�y '�,W,;
in the prograrn, to brainstorm ideas, and to allow the Consultant team to enliance
if
the kickoff meeting, key members a n d a, v and bus tour
our knowiedge of Hilluntington Beach. Following I ag
of the consultant team and City staff will four the city to visit potential future
itinerw-v n a s (e I e r i c
development sites, verify existing planning and environmental conditions, and
identify other locations that staff would like to address in the Genera, Plan update,
SAP, and ElB. Following the kickoff meeting, PMC GIS staff and City GIS staff will
meet to discuss abilities, resources, and mapping protocols for the project.
1,2 Develop General Plan Visual Identity
PMC's graphic designers will create a unique graphic format and project branding eliverabms: Draft and fim
to create a recognizable 'Identity for the project and garner enthusiasm and unity.
This involves a process of translating community personality, local culture, and ,notify 0c,
(electrunic).
unique environmental attributes into a graphic language of fonts, images, colors,
and layout concepts. This template is then used for all project products, including
the website, meeting materials, and planning documents.
1.3 Prepare Outreach Assessment and Engagement Strategy
PMC can provide community engagement support that fits the needs and available belfivutables: Outrea�,ii
resources of the City of Huntington Beach. PWIC will create a community fio;,mn, draf" and
engagement strategy based on an outreach assessment with City staff. This engagement strategies
strategy will outline the timeline and scope of outreach and engagement activities,
including the type, order, purpose, and desired outcome of each phase of
outreach. At project kickoff, PMC outreach staff will provide City staff with an
outreach assessment form that will gather key information from staff about past
outreach successes and challenges in Huntington Beach, identify desired
outcomes of the engagement process, and initiate identification of key
VV dlAa j I
quo
stakeholders. The strategy will comprise proven outreach and engagement
techniques, which could include the following, depending on consultation with
staff and within the scope of the proposed budget:
• Press releases to key local media
® Social media (support to staff for City or project Facebook or Twitter sites)
A project website or a web page on the City's website (text support to City for
project web page hosted on City website)
• Online survey as part of City website
• Project fact sheets
® Project boards, banners, or similar materials that can be used at City events
and facilities
• Key messaging for City staff and other City -identified project representatives
• Stakeholder interviews and industry roundtables
® Facilitated small -group stakeholder discussions
• Open houses, community workshops, or special events
• Opinion/editorial pieces for local newspapers
• Speaker's bureau training for GPAC members and key community leaders
The strategy will also include a comprehensive list of project stakeholders and
stakeholder groups, identified by working with City staff. The list of stakeholders
will be used throughout the project as a basis for formation of any outreach efforts.
This task addresses the outreach assessment and community engagement
strategy. Outreach techniques and activities identified in the community
engagement strategy will be completed as described in Task 10.2 of this work
program.
Task 2: Prepare Vision and Guiding Principles
2.1 Stakeholder Interviews/Key Community Themes
Deliverables: Draft and final PMC will conduct up to 16 one -hour stakeholder interviews with at least one
discussion questions "electronic;, consultant team member present at each interview. These interviews will allow for
one-on-one in -person meetings or telephone interviews with stakeholders
Participation in up to sixteen (16) identified by City staff. When interviewees represent similar community
one -hour stakeholder Interviews; perspectives, interviews can also be conducted in small groups. Potential
draft and final community themes interviewees include members of the GPAC, members of the Environmental Board,
community leaders, property and business owners, relevant City staff, and others
memorandum (electronic;). as needed. We also strongly encourage interviewing elected officials as part of the
stakeholder interview process: PIVIC will work with City staff to identify potential
1 C j Prcr)csa; for City of cur din ton Beiad"
questions prior to conducting stakeholder interviews. Final candidates will be
identified in the community engagement strategy, Based on the results of the
interview process, PMC will identify key community themes for the General Plan
update in a technical memorandum to City staff. These themes represent the
beginning stages of issues, goals, and policies for the General Plan.
2.2 Develop Community Vision
PMC will coordinate with City staff to plan and facilitate a series of hvo visioning
workshops to acquire community input on a vision for Huntington Beach's future.
Participants will be provided with handouts and materials as needed to provide
complete information and to facilitate meaningful participation. Workshops will be
planned at two distinctly different venues in the community. Visioning input will be
summarized in the form of a vision book. The vision book can serve as a statement
of the direction that the community is moving toward and will help guide
subsequent policy discussions.
Task 3: Identify Community Issues
3.1 Collect and Review Existing Plans and Policies
This subtask involves a coordinated data collection effort to ensure that all
materials completed by City staff to date relative to the General Plan update are
provided to the PMC team and to understand the sources, strengths, and
weaknesses of the data. This data will provide the background information
necessary to complete the General Plan, Sustainability Action Plan (SAP), and
related technical studies. We will review the numerous documents, plans, and
reports that describe and discuss the City's efforts in management, planning, and
improvement in the recent past. This subtask allows the team to assimilate
completed work, ideas, and efforts into the remaining portions of the General Plan
update without duplicating past work.
To support preparation of the SAP and the related elements of the General Plan,
PMC will identify; collect, and review plans, projects, programs, activities, and
accomplishments led by the City and/or key partners to achieve GHG reductions
and/or sustainability goals. To support the GHG inventory analysis, we will review
recent activities but go back to accomplishments since 2005 to the greatest extent
feasible. We will quantify the GHG reduction benefits of programs, projects, and
completed activities since 2010 consistent with standard practice for the SAP.
3.2 Identify Key Issues
Based on work completed in previous tasks and preliminary findings of the
technical studies outlined in Task 4, PMC will prepare a summary of key issues to
be addressed in the General Plan update and in the SAP. Issues will be identified
generally by General Plan element, beginning with an assessment of issues
Dellvek ablees: Participation in two
(2 visioning woorkshops; draft and
final vision book i;electronic).
Dterales: B; 'liography and
refere U I'- of key data sources
fe CAU- ici: `echnical
rn,emorand� nF describing existing
ac mplishmer t£ for the SAP
ea�tr=„i�uj.
Defrvera les: Doft and final key
issues r iemi- randa (electronic).
2-3
presented in the current General Plan. PMC will dedicate several General Plan
Advisory Committee (GPAC) and issue -based task force meetings and
Environmental Board meetings, to developing and vetting these issues prior to
drafting General Plan goals, policies, and actions and SAP measures and actions.
Key issues will be presented in a technical memorandum to City staff; suitable for
use as agenda material for the GPAC, the Environmental Board, and task forces.
Task 4: Prepare Technical Background Studies and Report
This task describes steps the PMC team will take to prepare various technical
studies and a comprehensive Technical Background Report (TBR) to guide
preparation of the General Plan, SAP, and Environmental Impact Report. The
reports fisted below include all those identified by the City in the RFP, as well as a
number of additional reports needed to complete the General Plan update. The
overall goal of this effort is to identify and document baseline conditions and
prompt discussion regarding development opportunities and constraints that
inform General Plan policies. This goal will be achieved in a way that guarantees
easy readability by any interested party. Information will be extracted from the TBR
and presented in summary fashion in the appropriate chapters of the General Plan
and/or EIR•
As requested in the RFP, this task assumes consultation and collaboration with
City GIS staff to prepare the majority of figures needed for the General Plan update
and TBR. Our working scope assumes that an administrative draft of each peer
review memo or working paper will be submitted to City staff for review and that
PMC will produce a final product reflecting staff comments. We further assume
that the City's General Plan project manager will provide one set of consolidated
comments and that any conflicts among comments from multiple reviewers will be
resolved by the City prior to providing comments.
4.1 Existing Land Use Survey
Ueiivelabies: Lannd use sun,-Iy PMC will update the 2005 existing land use survey prepared as part of the
Gpdate work plan (eleciF:.; Circulation Element update. Our proposed project manager (Jeff Henderson)
daft and final existing i worked extensively with City staff to design and complete the original survey, and
he will be integrally involved in the update. The update will consist of analysis of
survey database and recent aerial photography; assessor parcel data, and ground-truthing via a
documentation updates windshield survey aided by use of mobile GIS applications.
(electronic,. Results o1 z => 1-wO n
Pwill develop a wor MC, k plan for updating the survey and will review the work plan
use survey will be summarized in with City staff prior to beginning the update. PMC staff will review the contents of
the Technical Background RePoft the existing survey and update residential land use types based on available*
development permit data from the City and review of recent aerial photography.
descriLied in Tasks 41 through For commercial and industrial land uses, two PMC staff will conduct a field survey
4,114 of major commercial corridors and industrial areas. Existing land use codes, the
2 t''! u.,osQ for ,it'v o" j- u..initor, Fie,,Gt'
number of stories, and estimated building square footages will be updated using
an iPad-based mobile GIS application. PMC staff will assemble the updated data
and forward a draft database to City staff for review and approval. The work scope
assumes one round of revisions to the draft database in response to City
comments. The resulting database will be returned to the City for use in the same
projection and coordinate system as other City GIS data. PMC' will also update the
survey documentation to reflect changes to the database.
4.2 Biological Resources Survey
PMC will update and expand the exhibit of "environmentally sensitive habitats as
depicted by the Department of Fish and Game" that accompanies the existing
Coastal Element. As an initial step; PMC will work with City staff to define the
scope of environmentally sensitive habitats. PMC will then conduct an inventory
and assessment of environmentally sensitive habitats that occur within the
municipal boundaries, with a particular focus on the coastal wetlands.
PMC will undertake an intensive field evaluation of biological resources in the city.
Sensitive resources will be mapped using Tremble GPS units with sub -meter
accuracy. PMC will use aerial photos and existing GIS data to inform the field
evaluation. Preliminary -identified GIS data includes:
• California Natural Diversity Database (CNDDB) for threatened and endangered
species
• Geology
• Soils
• Hydrology (lakes and streams)
• Topographic maps (United States Geological Survey (USGS) quadrangles)
• National Wetlands Inventory
• Federal Emergency Management Agency (FEMA) floodplains
• Aerial imagery
PMC will contact appropriate regulatory agencies to identify any additional
biological baseline information not identified in previous studies.
PMC will prepare a biological resources technical report. The report will describe
the regulatory context of sensitive biological resources, environmentally sensitive
habitats, and other sensitive resources in the city, including wildlife and plant
species. The report will also present opportunities available to the City to protect
and improve identified resources, including wetlands. Maps presented in the
report will also be provided to the City as shape files in the projection of the City's
GIS system.
DeF ambles; F 1C will document
"'Ne ='ieh,,)del„g€,s and fincngs o
e Diologic = resources survey in
u: zerJnnicai -=poi, The technical
;ep , will be incorporated in the
T,lechnir:c:1 Background Report
,s,._-Fbed Tasks 14i.12 through
r1
1W
Delliv rables, S1V & N L ill
summarise analysis and
conclusions for fine SLR
l€saraf i `t,' h-,sess,s en in a
tec€ inical report, The technical
report will be Incorporated in The
Technical Bac ".ground Report
described in Tasks 4.12 through
4.14.
4.3 Sea Level Rise Vulnerability Assessment
Moffatt & Nichol (M&N) will prepare a Huntington Beach —specific sea level rise
(SLR) vulnerability assessment to support the General Plan update. The SLR study
will be prepared as an early item in the work program, so that it can support
development of land use and circulation alternatives. A scope of work for a related
Coastal Resiliency Plan is provided as Task 11.1.
Gather/Review Existing Data. The first step in the SLR vulnerability assessment will
be to gather the best available topographic and bathymetric survey data. The
following data types/sources have been identified and would be used to create a
seamless digital elevation model (DEM) for the study area:
Coastal Zone topography: 2009-2011 California Coastal LIDAR Project DEM
Bathymetry: 2009 USACE Southern California'Bathy LIDAR
Upland topography: 2008 USGS National Elevation Dataset (NED)
In addition to near -shore bathymetry, measurements of recent profiles along the
city s 9.5 miles of coastline will provide a critical data set for assessment of
shoreline vulnerability to wave attack for various water level scenarios. The most
recent beach profiles (40 total along the city shoreline) were surveyed in 2010
under a contract from the US Army Corps of Engineers — Los Angeles District.
M&N has this survey data on file. M&N will review maps, surveys, drainage
reports, and land use plans and will conduct a visual assessment of existing
conditions to identify potential vulnerabilities for different reaches of the city°s
shoreline.
Summarize Current Scientific Guidance for Sea Level Rise Projections Over Next
100 Years. M&N will review relevant SLR scenarios, including those prepared by
the National Academy of Sciences, California Climate Action Team, US Army
Corps of Engineers, State of California, IPCC, Rahmstorf (2007, 2009), Canada,
England, and the Netherlands (Delta Commissie). These scenarios will be
compared and contrasted in a report that culminates with recommendations of SLR
scenarios for use in planning, with an emphasis on State of California
requirements to be used in subsequent tasks. Other climate change parameters
will include potential changes in precipitation, frequency of storms, ocean
temperature, and wave climate.
Prepare Geo-Referenced Inventory of infrastructure Potentially Affected by SLR.
Working in collaboration with City GIS staff, M&N will prepare a geo-referenced
inventory that will include, though may not be limited to, beaches, the pier,
roadways, pedestrian and bike paths, parking lots, buildings, the small -craft
harbors, shoreline protective devices including seawalls and bulkheads, utilities
(e.g., flood control channels and storm drains, sewer), and wetlands. M&N will
add available attribute data relevant to future SLR vulnerabilities to infrastructure
(e.g., critical elevations, structure types, year built, replacement cost, and
condition). This analysis will use and build on existing GIS data provided by the
City and will be prepared using a consistent horizontal and vertical coordinate
system. M&N will prepare rnetadata for each feature class to allow data to be
efficiently used in the future. Using this information. M&N will prepare a baseline
assessment of coastal conditions alona the shoreline reaches, including specific
evaluation of beaches, hardened shoreline, structures, and other environmentally
sensitive areas.
Model SLR Scenarios in Conjunction with Other Coastal Flooding Factors. Using
the scientific basis developed in previous tasks, M&N will evaluate the impact of
projected climatic changes on each planning area. The evaluation will be based on
guidance provided in the State of California Sea -Level Rise Guidance Document
and as recommended by the California Ocean Protection Council on Sea Level
Rise. The current approach, which is consistent with California Coastal
Commission guidance, is to evaluate impacts for three scenarios of future sea
level rise (low, medium -projected, and high) under three planning horizons (2030,
2050 and 2100). At the outset of this task, M&N will review SLR and coastal
flooding models prepared by others (i.e., NOAA, USGS) and use data from these
studies as appropriate. M&N will apply publicly available shoreline evolution
models, in both the alongshore and cross -shore directions, to model ranges of
coastal erosion and flooding along the study area considering a number of
synthetic total future water levels.
Our work will begin with an initial planning -level model that evaluates the
erosional or accretional tendencies of a beach in the cross -shore direction (i.e.,
onshore, offshore) which is a function of the wave conditions and the amount of
energy delivered to the beach. A recent Shoreline Equilibrium Model developed by
Yates (Scripps Institution of Oceanography 2009) is an informative and powerful
tool to predict shoreline position based on the incoming wave field and the
potential shoreline response associated with rising sea levels. M&N will use this
model to identify vulnerabilities associated with both changes in wave climate and
SLR.
On a more refined scale, M&N will model flooding and inundation within identified
planning areas using a combined suite of models that transform offshore storm
conditions (e.g., wind field, waves) into the nearshore zone, applying various SLR
water level scenarios. To analyze realistic storm and erosion scenarios, M&N will
use a nested -model approach. The Wave Watch III model will be used to generate
offshore wave conditions from meteorological data. The resulting deep water wave
field is then transferred to the nearshore zone using the SWAN or Delft3D nested
models. Nearshore wave boundary conditions are then applied to nearshore
Work .' ai': r :' SC! odu f, 2
P�-
surfzone and swash zone conditions using the XBeach model, which assesses
nearshore erosion and flooding potential. XBeach models wave propagation, long
waves and mean flow, sediment transport and morphological changes of the
nearshore area, beaches, dunes and any back -barrier during storms in two
dimensions. This nested model approach is similar to that applied by the USGS for
regional SLR vulnerability assessments. Our approach will include greater detail at
a citywide scale based on our knowledge and experience with coastal processes
along the Huntington Beach shoreline.
Synthetic future water levels would include various sea level rise scenarios,
coastal storm waves; astronomical tides, and noritidal residuals (wave setup,
storm surge, and decadal water level anomalies including El Piing and ENSO
events). M&N will "calibrate" these results based on anecdotal and/or
photographic records of coastal erosion and flooding and run queries of
infrastructure data to determine the number and estimated cost of various synthetic
total water level scenarios.
In addition to vulnerabilities along the City ocean shoreline, other existing flooding
vulnerabilities will be exacerbated under future SLR scenarios. M&N will analyze
flooding along Huntington Harbour and Pacific Coast Highway during high tides
and high rainfall events. Low-lying areas within the City are also vulnerable to high
rainfall events and limited storm drain pump capacity into the flood control
channels. To analyze potential effects in these areas, M&N will use the XP-SWMM
linked "xp2D" numerical model. XP-SWMM uses a two-dimensional (2D)
analytical module to route surface flood flows based on the TUFLOW program,
which then links dynamically to the 1-dimensional (11D) EPA SWMM5 module to
estimate flows within pipe networks and drainage structures. The xp2D model has
been approved by FEMA for 2D flood modeling and mapping for the NFIP since
2011. M&N will use this model to map flooding vulnerabilities for various future
SLR and storm combination scenarios.
M&N will also review tsunami inundation results from existing studies (e.g.,
California Geological Survey, FEMA) and correlate results with recent publicly
available tsunami -inundation model studies conducted in the region by M&N.
M&N will also consider upland flooding from heavy precipitation and related storm
drainage, in coordination with Task 4.4. This effort will identify impacted
stormwater infrastructure for the various :eater level scenarios,
Conduct SLR Vulnerability Assessment. In consultation with City staff, M&N will
prepare SLR vulnerability assessments for the city as a whole or focused
sensitivity and risk analyses for specific areas. The SLR vulnerability assessment
will build on efforts described above and will be performed in accordance with the
State of California SLR Guidance Document. SLR vulnerability assessments will be
conducted for each of the infrastructure elements identified in previous tasks.
1-8 Pro sad fo) iN oHun iri ur- ^ea,',h
Aw
Sensitivity assessments will consider how sensitive a planning area is to projected
effects, as well as its capacity to adapt to those effects. Finally, risk assessments
will consider the consequence and probability of a given effect for each planning
area. Based on the vulnerability of each planning area to projected climatic
changes, priority planning areas will be identified per the procedure described in
the SLR Guidance document.
Identify Appropriate Adaptation Policies. A key part of the vulnerability assessment
will be the identification of appropriate adaptation policies that may be considered
for inclusion in the updated General Plan and/or Coastal Land Use Plan. Key
elements of this task include reviewing existing studies and adaptation policies
implemented elsewhere; providing examples of adaptation strategies for the
vulnerable infrastructure categories identified in the study area; ensuring that
policies are appropriate for inclusion in the GP and Coastal Land Use Plan; and
ensuring consistency with California Coastal Commission criteria.
4.4 Urban Runoff Impact Study
M&N will prepare an urban runoff impact study to support the General Plan update.
Steps to complete the study are outlined below.
Gather/Review Existing Reports and Data. M&N will review existing reports and
data relevant to the Citywide Urban Runoff Management Plan (CURMP, 2005). A
tentative list of review items includes the CURMP; Storm Drain Master Plan
(2005); Urban Water Management Plan (2010); Urban Stormwater Runoff NPDES
Permit Local Implementation Plan (2011); NPDES Permit No. CAS618030, Orders
No. R8-2002-0010, R8-2009-0030 (amended R8-2010-0062); the 1996 General
Plan; GIS data; and maps, surveys, and land use plans. M&N will conduct a visual
assessment of existing conditions of potential large- or small-scale water quality
projects based on the CURMP recommendations and revised development plans
in and around the city. M&N will meet with City staff and interested stakeholders to
download updates on projects, developments, and water quality or water use
initiatives, and will meet with OCSD to identify viable alternatives to the current Dry
Weather Urban Runoff Diversion program.
Identify 'Water Quality Projects and Funding Opportunities. Drawing on the data
gathered above, M&N will identify water quality projects on a small- and large-
scale and propose revisions to the CURMP consistent with the updated list of
projects. As part of this analysis, M&N will identify funding opportunities for the
proposed water quality projects and propose revisions to the CURMP to modify or
adjust the current list of possible funding sources.
Revise CURMP to Meet NPDES Permit. M&N will revise the 2005 CURMP to meet
or exceed the requirements of NPDES Permit No. CAS618030, Order No. R8-
ta6,=e; I;1:'J will prepare
ad, � ..is trati ve dr£ =, draft, and
aI a°f a CURf~u'`sP.
ray s ;rill be
s nrn $riw. sd in th, Technical
F clv� ou d -,a1prjrt described in
Task,112 t muq'i 4.14,
v,%i.7 k . x" and Rc ;.',dfle '; %A —
Deliverahies: PMC will
summarize the GHG inventory,
forecasts, and reduction target
recommendation in a technical
report. The technical repo3# will be
incorporated in. the Technical
Background Report described in
Tasks 4.12 through 4.14.
2009-0030 (as amended by R8-2010-0062). This will include a revision to the
Water Quality Element of the CURMP to include:
II Regulatory environment updates.
• Revisions to Citywide Source Control Programs, as applicable.
• Revisions for major projects, and.applicable NPDES requirements for those
developments.
II Revisions to phasing/program implementation/monitoring of program
elements as necessary.
Revisions to funding opportunities.
4.5 Greenhouse Gas Emissions
PMC will prepare a community baseline GHG emissions analysis, forecast GHG
emissions, and recommend a GHG reduction target. These items will serve as the
technical foundation for the SAP and will support technical analyses for the
General Plan update and EIR. The baseline inventories will adhere to established
protocols, including but not limited to the California Air Resources Board (CARB)
Local Government Operations Protocol (LGOP), the US Community Protocol for
Accounting and Reporting of Greenhouse Gas Emissions, and methodologies
recommended by The Climate Registry.
We will use PMC's MS Excel -based Decision Support Tool for this task. The Tool
integrates the baseline inventory, emissions forecasts, reduction targets, reduction
measure quantification,, and reduction measure implementation, monitoring and
reporting. The Tool is the repository for all activity data, calculations, emission
coefficients, sources, and assumptions used in the calculation of greenhouse gas
emissions. We have designed a tool that a€lows for the transparent calculation of
GHG emissions in a manner that is accurate and accessible to City staff. This
approach eliminates the "black -box" risks of proprietary tools since Excel is
common software used by municipalities. Our Tool is consistent with the current
industry protocols and practices and allows modification in response to unique
existing conditions. For example, the analysis of GHG emissions for the
transportation sector of the inventory will follow the industry preferred practice of
analyzing vehicle miles traveled (VMT) with consideration of origin and destination
of trips (relying on Stantec's update to the traffic model), which accurately present
emissions attributed to activities within the City's control and excludes through
travel on freeways and major roadways,
Baseline Greenhouse Gas Emissions inventory. The purpose of the community
inventory is to present the major sources and quantities of GHG emissions caused
by activities within the city. The inventory will provide a baseline against which
future progress can be measured.
The community inventory will use a jurisdictional approach to identify community
emissions caused by activities within the City boundary and those within the City's
jurisdictional control. Consistent with industry practices, this allows the City to
account for GHG emissions that are caused by activity within the jurisdictional
boundary where the direct combustion of fuels or emission of GHGs takes place
outside of the boundary.
We will prepare a 2005 and current year (2010-2012) GHG inventory, and
forecast emissions to 2020, the General Plan horizon year, and 2050. The 2005
inventory will provide a baseline year that is consistent with analysis of statewide
emissions and forecasts as directed by Assembly Bill 32 (AB 32). The current year
inventory will provide existing emissions for consistency with the baseline year of
the EIR. We will also benefit from the comparison of both years during policy and
GHG reduction measure development.
The inventories will include emissions from key sectors, including energy;
transportation; waste, water; wastewater, stationary sources; and other sectors as
applicable. The three most common GHGs presented in community inventories are
carbon dioxide (CCL}; methane (CFI.), and nitrous oxide (N 01. [n addition to these
three GHGs, hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), and sulfur
hexafluoride (SF,) may be identified if sufficient use data is available. All GHGs
analyzed are converted to equivalent carbon dioxide units, or CC;e, based on
global warming potential (GWP). Equalizing GHG emissions as CO;e allows for the
consideration of different GHGs in comparable terms. We will collect and analyze
activity data for all sectors, using data consistent with other sections of the TBR.
PMC anticipates assistance from City staff to confirm emissions sectors, provide
sources of information, and confirm the jurisdictional boundary of the inventory.
PI IC will lead data collection and analysis. Sectors and their associated activity
data, provider, and scope are summarized in the following table.
Ovk) am S,,h ,, .
e: -
AV
Electricity
California Edison
Residential
- - - --
.,-Southern
..-__-...._..._._...._..j_..._....___1_._...
Natural Gas
Southern California Gas
2
........ _........... _..... _ . _ __.... _ .._.._. _.... _..._.
_. __
Electricity
__.. ....._-
Southern California Edison
1
Commercial/ Industrial
.... ....... . ...
_ . __....._ _..__. ___-._ ...... _...... ___ _.___.____..__..._ _
--.-._._.__.
Natural Gas
Southern California Gas
... _...... __...__- ............... ..___... __......__._---...-.
2
...... _............ -.... _._.....__.__..... _._....... __...-__._...._......---....
Transportation _.__... ....._.__...
_____ _.__. _____.__._____;__._
On -Road VMT
-
... _.......... _.... ..... ........... _..... __................. ___
Citywide traffic model ?
_.... ............... _...____..... _.......... _ ... .......... .......---
1
_.
__..... _..--_......_..... ...._.. __.... ......
........ ...............
Community Waste
CalRecycle
3
Waste
Community Alternative Daily Cover
CalRecycle ............ ..... ___...__..._.__...__.._.....
3
—.r...._..._._._..._.__-_
Direct Landfill Emissions
___._._.......---.____......__..._.__....__...._
CalRecycle
_........... _...__.....___..._ :. . _......__-..__..-.._..._E. .._......
1
....... _._...... ...
.. ..............._.......... _.... __....._...__.._,._ _..._.
..... .. ._ .................... ........ .... ..........._ ._ ............_ _
..... ....._.._._.... - ........ __..
City Water Division
Water
' Gallons
Metropolitan Water District
3
Municipal Water District -Orange
County
_...._................ .._. ..... .
.............. ....... ... ... .... ..... ._............ _.... ......_.._..................
Off -Road Equipment and
._...__ _ _.... ..__..._......................................
Diesel
CARB OFF-ROAD2007
__...__.._.._..._ __..______-__..._._._-__....... -...... ...
1
Vehicles
Gasoline
CARB OFF-ROAD2007
1
....... __.....__.... _............ _----..__._.--------..._...-----.__
South Coast Air Quality
Stationary Sources
Major Industry
Management District, Air Resources
1
Board i
Results will be presented in the Technical Background Report. In addition, PMC
will summarize statewide and regional GHG inventories and present the federal,
state, and local regulatory framework related to climate change and GHG
emissions.
GHG Emissions Forecast. PMC will develop business -as -usual (BAU) emissions
forecasts for 2020 and for the General Plan horizon year across all sectors
contained in the inventory. These forecasts will allow the City to demonstrate
consistency with AB 32 (by 2020) and can support preparation of the GHG section
of the General Plan CEQA documentation. Future year forecasts will rely on
population, jobs, and household projections consistent with the General Plan
update and EIR.
GHG Reduction Target(s). PMC will recommend feasible GHG reduction targets for
2020 and the General Plan buildout or horizon year that respond to the emissions
profiles identified in the inventory and forecasts. The targets will reflect guidance
from CARB; the Governor's Office of Planning and Research, the South Coast Air
Quality Management District, the AB 32 Guidelines and Scoping Plan, and State
CEQA Guidelines Section 15183.5. PMC anticipates coordination with City staff,
E
Pin-, s<r' fc itr ; iirri.;r W ,rr
pl,/
the GPAC, and the Environmental Board during the selection of GHG reduction
targets as part of Task 5.
4.6 Market Trends Analysis
Stanley R. Hoffman Associates (SRHA) will prepare a market trends analysis
addressing the following major forces that drive change in the community:
(1) residential population and labor force growth; (2) overall economic trends that
influence the future composition of jobs in Orange County; and (3) the market
position of Huntington Beach to capture a competitive share of growing sectors
while maintaining strength in its existing key employment sectors. The market
analysis will include the following steps:
® Prepare a baseline target industry and demographic analysis.
Analyze current and projected market conditions for new development. and
Huntington Beach's competitive position in Orange County.
® Define and analyze economic zones within Huntington Beach that exhibit
clusters of economic strength and job growth potential.
® Define the criteria that will provide the benchmarks and economic indicators
to evaluate future performance and success of General Plan economic
development policies, such as an increase in certain types of employment
and wages, better jobs/housing balance, and fiscal revenue benefits.
Stakeholder/Key Leaders Interviews. SRHA will conduct interviews with key
stakeholders and community leaders to help prioritize the major economic issues
that should be addressed during the study. Many of these interviews may be
conducted in conjunction with those specified under Task 2.1. Stakeholders may
include members of the Chamber of Commerce and representatives of the
Automobile Dealers Association, the Association of Realtors, the Visitors and
Conference Bureau, and other key organizations and leaders.
Target Industry and Projections Analysis. SRHA will conduct a target industry
analysis, working closely with City planning and economic development staff. This
will include analysis of strong, medium, and weak sectors of the community and
the regional economic base.
Economic Development Key Industry Analysis. This subtask will address the level
of job base diversification in the city and will build on the latest wage and
employment information for Huntington Beach, Orange County, and the west
Orange County subregion.
Real Estate Market Study. SRHA will contact knowledgeable brokers, developers,
expert practitioners, and selected representatives to ascertain their experience in
the local real estate market and their view of future economic development
0 & -eJ'a lea, SlRHA will
sz E .,rt rize s e market trends
analysis in a . shnical report. The
,-,chh-iiCal will be
ncnrM4=rated in the Technical
Background ' ,port described in
asks ', 4.14.
rW
opportunities. The market study will analyze the potential mix of supportable
residential (both single- and multi -family units) uses, commercial/industrial and
retail uses, professional and medical office uses, and local services.
Identification of Economic Zones for Analysis. In coordination with economic and
planning staff, SRHA will identify the major economic zones of the city. To the
extent that the city has a vacant or underutilized land inventory, this information
would be summarized by, economic zones to identify the possible locations of
potential development opportunity sites. The existing land use survey described in
Task 4.1 can be used to identify vacant sites by zoning district for this purpose.
Preliminary Range of General Plan Projections. Since the most recent forecast of
growth was completed in 2010, SRHA will prepare a range of preliminary
residential, population, and nonresidential forecasts for use in preparing the
General Plan update. SRHA will work closely with the demographic research being
conducted by the Center for Demographic Research and the most recently adopted
SCAG 2012 RTP forecasts
Retail Capture Analysis. SRHA will prepare a retail capture analysis where the
existing and historic household expenditure potential will be compared with
historic taxable retail sales data for Huntington Beach. A capture analysis
compares the retail sales potential of different retail categories by local retailers
with the household expenditure power of local residents. The retail capture
analysis will establish Huntington Beach's strengths or weaknesses relative to
particular retail categories.
4.7 Circulation System Modeling
Deli era fes, Stantec wih Stantec will update the citywide traffic model for use in the General Plan update
summarze existing &-uilation and to support preparation of the SAP. Steps to update the model are outlined
q!"�
p be l ow.
conditions axed pri,/:�Fd4*
docureraation for the, updated Develop Analysis Procedures. This task will establish.the context for the traffic
;rz,ffic; model as a technical report.
study and define the methodology and procedures to update the traffic model in
order to provide data consistent with the environmental consultant's needs for
The tee rni° i ref3;xiil be addressing the GHG legislation (AB 32 and SB 97) and in updating the 2030 traffic
incrp_qrate l fF3 the Tecitr€ical model to the desired future horizon year (2035 or 2040).
Backar ound RE'.-o: 4 de ci ibed in
Update 2030 Model. This task involves updating the future baseline version of the
Tasks 4.12 throng" 4. 4. model to a 2035/2040 forecast year. Minor updates to the model include
incorporating the latest approved projects into the land use database and
performing network changes to achieve consistency with the latest version of
OCTAM and the MPAH. A check will also be made on the regional highway
forecasts against the latest OCTAM forecasts. The updates and refinements will be
documented in a supplement to the traffic model description report (Austin -Foust
2- i 4 Pt ;n«sak t i tilt if "iz: l'
' 4Al
Associates 2009). The work product from this task will be the refined baseline data
for the current General Plan.
Refinements to the traffic model will address the type of strategies being
considered for reducing GHG emissions, with specific emphasis on trip
generation, trip length, and travel mode change. Inputs will be specified at the trip
generation and trip distribution stages of the model, resulting in changes to
outputs from the vehicle assignment stage in which roadway traffic volumes and
VMT data is produced. The assumptions and methodology used in this update and
refinement will be documented as a supplement to the existing comprehensive
traffic model description report.
Develop Future Modeling Scenarios. In this task, Stantec will work with City staff to
define three land use/circulation alternatives for testing and use the HBTM to
evaluate the traffic impacts and benefits of each alternative: Stantec will evaluate
the vehicle trip generation of each alternative, incorporate the land use and
circulation alternatives into the traffic model, and produce the forecast data using
the procedures defined above. Preliminary ADT and ICU analysis will be performed
and the results shared with the consultant team to allow for refinement of the
alternatives.
4.8 Fire and Police Service Study
Matrix will prepare a service level study for fire and police services that examines
existing levels of service, response times, and response time goals, and will
identify any changes needed to accommodate future growth.
Fire Services Study
The following paragraphs describe tasks Matrix will complete to support the fire
services study.
ldentlfy Key Issues. The purpose of this first task is to develop an initial
understanding of the major staffing, operating, management and programmatic
issues facing the Huntington Beach Fire Department. Matrix will develop this initial
understanding of key study issues by conducting individual interviews with the City
Administrator, the Fire Chief and top management staff in the Department, and
representatives from the collective bargaining unit. These initial interviews will
focus on perceptions related to service levels, costs, programmatic and
management issues within the Department. Issues reviewed will include key
service or operating issues facing the Department and the City, and the impacts of
growth in the city as they relate to changing service level expectations and
demands. Matrix will also document key population, demographic and economic
characteristics and trends in the city. Based on the results of these interviews and
D eflv r f �js..4,strix will
and
ic-s lar the fire and police
servi-ce levei s�.-Jdy as a technical
repo M.. T lie, technical report will be
:orporm.ad in t e Technical
Back -round Report described in
srh- ugli4.14.
'ivrarY. -iCan and ScP'.'d i!: 2-15
fI✓
initial data collection, Matrix will' prepare an issues list to guide subsequent
analytical steps.
Fire Department Profile. To provide a basis for subsequent analysis, Matrix will
develop a detailed understanding of all aspects of the current organization and
operations of the Fire Department. The principal focus of this informational
foundation will be the functions included within the scope of this study. Following
are the nature and type of data we will collect in developing this initial detailed
inventory.
Develop an understanding of the risks facing the Department and their
approaches to dealing with them
Matrix will interview Fire Department management staff to develop an
understanding of the level of fire and other emergency risks that are targeted and
tolerated by the City. Concurrently, Matrix will develop an understanding of the
service levels targeted by the Fire Department. At a minimum. these measures
would include targeted response times, company staffing and standard response
policies by type of call; historical fire losses, levels of training needed to support
the effective response to various emergency incidents, and the extent to which
risks are formally addressed through enhanced codes and ordinances.
Document the overall departmental plan of organization and staffing
Through interviews with the Fire Chief, command and support staff, and review of
available organization charts, shift schedules, and other relevant documents,
Matrix will develop a detailed understanding of the current plan of organization and
staffing to include organization structure: number and type of staff assigned to
each engine and truck company; approaches to scheduling, current staffing
philosophies and review of the employee contract to include approaches to
minimum staffing by station, unit and shift; basic job responsibilities and work
time allocations of all administrative and command staff and other administrative
and support personnel; and basic lines of responsibility and authority running
through the organization.
Develop a detailed understanding of the current fire suppression and
emergency medical services network
Through interviews and review of key operating and response policy documents,
Matrix will develop a detailed understanding of the existing fire suppression
network and service structure to include location and related response area for
each station and unit; age, basic characteristics, and any capital improvement
needs associated with each of the stations in the existing network: any plans to
adjust the deployment of staff or unit resources or locations; assignment of staff
and apparatus; and basic response policies to each type of call received by the
Fire Department. This would include the number and type of apparatus dispatched
pv,,
by call type; staff resources dispatched by call type; and involvement in
emergency medical responses. Matrix will also evaluate response characteristics
and deployment of staff resources to provide emergency medical services in the
city; current approaches to handle fire dispatch and communications, including
the use of emergency medical dispatch protocols; and the most recent ISO rating,
together with developing an understanding of deficiency points assessed.
Document the City's and the Department's approach to fire prevention
services
Through interviews with Fire Department staff, analysis of existing codes and
ordinances, and discussions with planning and building representatives of the
City, we will focus on understanding all aspects of the Department's current
approach to fire prevention related services. This will include developing a detailed
understanding of the organization and responsibilities of the Department's fire
prevention services to include staff time allocations and assigned responsibilities
involving inspections; plan checking; public education, and other fire prevention
related activities, as well as responsibilities for fire investigation. Matrix will
evaluate current philosophies and contents of codes and ordinances related to
"building in" fire protection in the city to moderate future demands for fire
suppression resources; the role of fire suppression personnel in the Department's
overall fire prevention program to include company inspection policies and
inspection frequencies, and other relevant activities in the fire prevention areas
accomplished by fire suppression personnel; and assess the integration of fire
prevention and other programming into the City's overall risk management
program.
Document the nature and scope of internal training programs and
philosophies as well as the Department's personnel management systems
Matrix will document the basic assignment of training responsibilities for training
personnel and unit officers; the Departmental training philosophy; approaches
currently employed to evaluate individual staff member and company proficiency
as part of the overall training program; and approaches utilized to attract, recruit
and retain employees in the Fire Department.
Document characteristics of current departmental hazardous materials
control and response capabilities
Matrix will document any issues related to how City and regional activities are
coordinated with the Fire Department (e.g., permitting and regional response
capabilities); how the Department's initial response units are utilized, trained and
supported; and how the response and planning functions are regionalized and
supported by the Department.
d,,.,, D,an, SriC SC'r.,.,
pl,/
Develop a detailed inventory of facilities, departmental apparatus and
thoroughly document existing approaches and philosophies related to
apparatus replacement
Matrix will develop a detailed inventory of existing facilities and apparatus;
thoroughly document existing departmental and City approaches to replacing fire
apparatus to include financing approaches, timing, and other relevant information;
and document vehicle replacement/purchase needs over the next ten years to
include vehicle type, timing, anticipated cost and, as noted above, current
financing provisions.
Develop a detailed portrait of fire and emergency medical services workloads
and service levels in Huntington Beach ,
To provide a basis for analysis of the efficiency and effectiveness of current fire
suppression, EMS and support operations, Matrix will develop a detailed
understanding of both service levels and demand for service currently experienced
by the Department.
On a city-wide and station -by -station basis, Matrix will develop indicators of call
and unit response volume by major call type over the last five years. Once
collected, these data will be analyzed to assess the extent to which various types
of demand for service are changing in Huntington Beach.
Matrix will develop a detailed understanding of the response requirements and
plan of the Fire Department, including the number of units dispatched by type of
call, how units cover each other when multiple units are required and the
deployment and use of staff in support of ambulances.
Through analysis of dispatch records, incident reports, and other appropriate
documents; Matrix will develop a detailed profile of calls handled by the
Department to include response times for all calls, by type of call and priority;
amount of clock and staff time required to handle each call type; the number of
units dispatched by type of call; the incidence of automatic and mutual aid in
responses; and how runs are distributed, by unit, by time of day and day of week.
Matrix will also document the workloads of other functions included in the scope
of this study, including fire prevention and education, training, and administrative
functions. Once these initial data collection activities have been completed, the
Matrix will prepare a detailed written profile which presents our understanding of
the Department's current approaches to operations as defined by each of the areas
listed above. This profile will be circulated among departmental management and
other personnel, as appropriate, for comment and tc ensure the accuracy of our
understanding.
E
r%i! .F;;d T ;3 i; CY i t Hur'i(n t'.F rl vet .<<.
Compare to Best Practices and Peer Cities. The use of "best management
practices" analysis is topical in the analysis of public and private sector agencies
today. Matrix will develop a detailed list of best management practices for use in a
diagnostic assessment of each service function in the Fire Department. This
diagnostic assessment would be developed to identify those areas in which the
organization was meeting targeted service delivery objectives or standards of
service efficiency or effectiveness.
Matrix will use the data collection activities conducted in previous tasks to assess
the degree to which services or service levels conformed to the benchmark. Each
service area diagnostic element would consist of a definition of the service level,
efficiency or deployment target, a description of the current performance,
Identification of areas which meet or exceeded the target(s), and identification of
areas which represent improvement opportunities.
As part of the professional standards assessment, Matrix will review the current
professional literature describing various performance standards and objectives in
Fire Departments across the country including, but not limited to standards from
the Commission on Accreditation of Ambulance Services (CAAS), Commission on
Fire Accreditation International (CFAI), Insurance Services Office (ISO), and
National Fire Protection Association (NFPA).
Matrix will also develop a list of at least six benchmark communities against which
to compare the Fire Department's management, organization, staffing and
operations.
Evaluate Service Level and Resource Issues. Matrix will evaluate a full range of
issues impacting the effectiveness and efficiency in the Fire Department using the
following approaches.
Matrix will compare projected call and service demand for the existing field units
and isolate: (1) any current low volume areas where growth in the future is
expected to be relatively minimal; (2) current high volume areas where service and
workload demand may increase in future years (out through a 10-year projected
planning period); and (3) low volume areas which may expect significant
increases in service demand in future years. Based on the analysis, Matrix will
identify opportunities for changes in resource deployment and assess their cost
and service impact in terms of current staffing; apparatus, and station
requirements. Matrix will use a GIS location model in conjunction with the
analysis.
Matrix will evaluate existing response and service level policies in light of actual
service demand faced by the Fire Department. We will identify opportunities to
modify service policies (response time for selected types of calls and selected
areas; response to non -emergency calls, etc.) and evaluate the impact of
p",
modification on costs and departmental demands. We will evaluate trade-offs
between modification of current service levels\ or projected future service level
targets and operating costs. Based on an understanding of demand and field unit
deployment, Matrix will evaluate existing company staffing policies, unit
deployment and response approaches, identify opportunities to reduce costs or
improve staff utilization or service through adjustments in those policies, and
analyze opportunities to adjust the mutual aid and automatic aid response system
in the region. We will assess the impacts of any changes recommended as a result
of this analysis upon fire ground management and the ability to effectively respond
to simultaneous suppression calls.
Matrix has a comprehensive analytical, statistical and GIS-based approach for
assessing the impact of various station locations. Matrix uses a process that
examines the ramifications of station locations and unit deployments across a wide
range of potential deciding factors, including ability of the system to place at least
one unit on -scene everywhere in the City within defined performance standards,
level of station coverage overlap, level of personnel overlap, and impact on
average travel time for the first -due unit.
Matrix will also assess the following programs and activities in this task through
interviews, data collection, and review of policies and practices:
Fire prevention and code enforcement policies and programs
Fire prevention -related codes and ordinances and fire prevention activities of the
Department can have a major impact on resource requirements. The purposes of
this portion of the task are to thoroughly evaluate existing fire prevention policies,
plans and operations, and to identify improvement opportunities.
Evaluate hazardous materials management programs
This analysis includes alternative level responses, capabilities and equipment /
apparatus, as well as planning issues, program management; and coordination
with other agencies. This will include an assessment of the City's participation in
the regional service delivery network.
Evaluate emergency management issues and opportunities
This will include an assessment of the Department's ability to provide services
under the City's emergency preparedness plans, and to assess the Department's
current efforts for seeking available grants from federal and state providers. This
will include an assessment of current emergency plans, their comprehensiveness,
coverage of weather; emergency, hazardous materials; nuclear plant and other
foreseeable events.
PiN
Evaluate fleet and apparatus replacement plans
The project team will focus on evaluating the cost-effectiveness of the current
approach to maintenance of fire apparatus. In addition, the project team will
assess current fire apparatus replacement Planning — specifically as it relates to
the current Capital Improvement Plan.
The product of this work will be a detailed review of current approaches, staff
utilization, programs and coordination approaches relating to each of the support
and program areas listed above. Current performance levels would be described in
each service area, issues identified and alternatives assessed.
Reporting. Completion of all the tasks listed above will result in the preparation of
a technical background report summarizing issues and study recommendations.
The report and the associated implementation plan will consist of the following:
An executive summary of all key findings and recommendations, including the
assessments of current and projected staffing needs.
A detailed set of recommendations addressing each are of the study; specific
work steps required to implement each recommendation; recommended
timing for implementation; recommended responsibility for implementation;
and any costs or savings.
A detailed capital improvement plan addressing any recommendations
regarding changes / additions.
Police Services Study
The following paragraphs describe tasks Matrix will complete to support the police
services study.
identity Altitudes Toward Existing Programs, Services, and Needs. To fully evaluate
the issues facing the Police Department, as well as to identify the needs related to
the delivery of law enforcement services in Huntington Beach, Matrix will need
develop an in-depth understanding of attitudes towards existing service levels and
the unique characteristics of policing programs and community protection needs.
To provide this level of understanding, Matrix will interview the City Administrator,
top management in the Police Department, and members of the collective
bargaining group. These initial interviews will focus on determining individual
attitudes toward current law enforcement service levels, programs, and community
protection needs, including adequacy of existing service levels, responsiveness to
basic community public protection needs, perceived gaps in existing service
levels, and, attitudes toward enforcement philosophies. Matrix will also document
key population, demographic and economic characteristics and trends in the city.
'y ):,€c = ?,:-;a,d 5 hedi =: 1 2-21
PL&
Matrix will prepare an issues list that will provide the basis for subsequent
analytical steps.
Police Department Profile. A key to this analysis is development of a detailed
understanding of workloads and service levels. To develop this level of
understanding, Matrix will document and analyze workload and service levels as
described below. (Please note that in the following task narrative not all law
enforcement functions are described.)
Patrol Programs and Services
Employing data extracted from dispatch information and available reports, Matrix
will profile and analyze field patrol workloads and service levels, including
community -generated. calls for service demand by time of day and day of week for
the last 12 months; response times by priority of call for services handled; number
and type of calls handled by other means including use of non -sworn community
service officers, and other forms of differential response.
Matrix will document and analyze officer -initiated activity using various
quantitative indicators including field stops/field interrogations, traffic stops, other
self -initiated activity, and activities resulting from directed patrols. For a sample
period, Matrix will examine the scope and content of any patrol plans prepared for
field patrol staff, including. time required to execute patrol plans, performance
expectations, community -oriented goals and action plans, and other factors, as
appropriate.
Matrix will document actual field patrol deployment practices with existing staffing
levels in field patrol. Through analysis of rosters and other appropriate documents,
Matrix will document scheduled deployment by time of day and day of week,
factors impacting units actually deployed compared to the number scheduled
(e.g., on -shift court appearance requirements, sick leave, special assignments,
training), and factors involved in the utilization and need for overtime.
Matrix will evaluate field patrol staff utilization at existing staffing levels given
actual deployment and workload demands. The model employed, includes
determination of the time available for preventive patrol and other proactive
activities given actual deployment and call for service demand by time of day and
day of the week.
Concurrently, Matrix will interview staff at all levels in patrol services to develop a
detailed understanding of how the patrol, program works from a number of.
perspectives including: (1) preferred level of uncommitted time necessary to allow
field officers to direct patrol to such activities as traffic enforcement, (2) the extent
to which patrol officers are involved in follow-up investigations, (3) level and
content of patrol plans based on review of any existing plans targeting community-
%2 t'rjr ;saa f ,r "'itt Hunndl a ,,`; 5e. c..
(41V
oriented activities by officers, and (4) problems associated with implementing and
maintaining targeted patrol levels at existing staffing levels and workloads.
Matrix will document the uses, availability and deployment of command and
supervisory personnel by time of day and day of week. Through interviews, we will
develop a detailed understanding of the mixture of command and supervisory
responsibilities and associated issues. Based on this information, Matrix will
define existing field patrol service levels.
Traffic Enforcement
Matrix will document scheduled and actual deployment of traffic enforcement
personnel by time of day and day of week, current workload including accident
investigations, and the extent to which traffic enforcement personnel are being
assigned calls for service as primary units and/or back-up of other field patrol
activities. Matrix will describe how traffic enforcement and accident investigation
workloads are planned, prioritized and handled. We will discuss the level of patrol
officer -initiated activity related to traffic enforcement including citation production
on a per officer basis, and how traffic enforcement officer activities are targeted by
Traffic Enforcement. Matrix will evaluate service levels, as measured by the current
Traffic Enforcement Index. Based on these items, Matrix will develop a set of
measures to clearly define traffic enforcement approaches.
Investigative Services
Matrix will analyze current investigative policies, including case screening
approaches; types of cases "worked" by case type; and other policies which impact
time utilization and workload of investigative personnel. Based on interviews, we
will document current caseloads and case status by case type, and evaluate
existing investigative service levels from the perspectives of: (1) current caseloads
compared to patterns observed in other law enforcement agencies with effective
case management approaches; (2) the extent to which cases with 'leads" can be
worked with a relatively high likelihood of solvability given existing staffing levels
and case management approaches; (3) elapsed time between initial report,
assignment of a case to a detective, and actual working of that case by a detective;
(4) coordination of cases with patrol personnel; and (5) mission, workload, and
results achieved by pro -active investigative units. Based on the above, Matrix will
define existing investigative services.
Dispatch and Records Services
Matrix will analyze workloads and service levels associated with the other support
units in the Police Department by documenting records processing flows by
document type and volume, identifying and quantifying processing turnaround
times and backlogs, reviewing systems currently available to support records
processing activities, reviewing internal information processing procedures and
4° `V
controls, and employing a computer model to calculate the use of
communications staff by dispatch function and time of day / day of week. ,
Results of this task will be documented in the form of a narrative and statistical
profile of the Police Department workload and service levels; which will provide
the basis for subsequent analysis. This profile would be circulated among HBPD
staff to ensure accuracy.
Compare to Best Practices and Peer Cities. The use of "best management
practices" analysis is topical in the analysis of public and private sector agencies
today. Matrix will develop a detailed list of best management practices for use in a
diagnostic assessment of each service function in the Police Department to
identify those areas in which the organization was meeting targeted service
delivery objectives or standards of service efficiency or effectiveness.
Matrix will use the data collection activities conducted in previous tasks to assess
the degree to which services or service levels conformed to the benchmark. Each
service area diagnostic element would consist of a definition of the service level,
efficiency or deployment target, a description of the current performance,
Identification of areas which meet or exceeded the target(s), and identification of
areas which represent improvement opportunities.
Matrix will develop a list of at least 6 benchmark communities against which to
compare the HBPD`s management, organization, staffing and operations. The
focus of the comparison would include quantitative comparisons of workload and
service levels (e.g., calls, proactivity levels, cases); and qualitative comparisons of
management practices (e.g., approaches to managing field and investigative
services).
Evaluate Service Level and Resource Issues. Matrix will analyze the current staffing
levels necessary to achieve the service objectives associated with each service
level, and provide the Police Department with a model/tool to project and assess
future staffing needs. We will employ a computer model to calculate field patrol
deployment necessary to achieve identified alternative service level objectives.
The model provides the capability to calculate field patrol deployment
requirements by shift and day of week based on workload and specific service
level objectives associated with target response times and preferred levels of time
available for proactive activities in an area.
Matrix will evaluate investigative staffing needs based on an assessment of case
management techniques (including how cases are screened, assigned and
monitored) as well as caseloads on an investigative specialty basis. We will also
define staffing alternatives and requirements for all other functions and services in
the Department consistent with alternative service levels including management
Pionn;sa tc: p it; of Hu,,'k-aO, r Bean:
p,v
and supervisory staffing; communications and records; and other support
functions (e.g., crime analysis, property and evidence, field evidence collection,
special operations and investigative units). Once staffing plans associated with
each service level are defined, Matrix will compare them to current staffing levels,
identify staffing gaps, and identify the number of staff required to meet service
level objectives.
Matrix will provide the analytical tools necessary for the City and Police
Department to assess and project staffing needs. This will include patrol staffing
formulas, benchmarks for investigator caseloads and staffing levels, and
communications personnel_ Matrix will evaluate alternative schedules,
opportunities for civil ianization, and the organizational structure of the Department.
Reporting. Completion of all the tasks listed above will result in the preparation of
a technical background report summarizing issues and study recommendations.
The report and the associated implementation plan will consist of the following:
• An executive summary of all key findings and recommendations, including the
assessments of current and projected staffing needs.
• A detailed analysis of operations and staffing needs for each function at
alternative service level targets, including analytical methodologies.
• A detailed analysis of current operating issues in the Department.
® Detailed recommendations for addressing any identified issues and improving
the efficiency and effectiveness of all components of operations.
• Detailed plans for implementing all recommended changes to include work
steps necessary to implement; recommend responsibilities; and timing.
4.10 Natural and Environmental Hazards
PMC will describe natural and human -created hazards and hazardous materials f:af s =` ;will
affecting Huntington Beach. Based on available resources, including the Local surer£.=, � $,r, na sis and
Hazard Mitigation Plan, the Emergency Operations Plan, and Cal -Adapt, we will
include maps of known flooding: seismic, geologic, and other hazards as part of = " ` '�- aural and
the technical report. PMC will describe existing conditions and hazards related to=yards in a
seismic and geologic activity, flooding, fire, and hazardous and toxic materials,
UnirFaanort,Tietechnical
We will also describe existing emergency management and safety plans and
standards in consultation with the local, county, regional, state, and federal art wiil " €n,,'_ rporated in the
agencies responsible for public facilities and circulation, fire suppression, law i eo t-i I i c',_, andReport
enforcement, and emergency services. Issues to be addressed include:
descr t ... n Tp is 4.1 £ through
Seismically induced surface rupture, ground shaking, ground failure, tsunami. %. =4.
seiche, and dam failure
IN Slope instability leading to mudslides and landslides
IN Subsidence, liquefaction, and other seismic hazards identified on seismic
hazard maps
IN Other known geologic hazards
• Flooding
• Urban fires
• Evacuation routes and signage
® Peak load water supply requirements
IN Minimum road widths and turnouts required by emergency agencies
As part of this technical report, PMC will also identify and characterize geologic
conditions in the planning area. Available information describing soil types and
characteristics and regional geologic structures and lithology will be reviewed. We
will describe soil conditions (including erosion hazards and shrink -swell potential)
on the basis of Soil Conservation Survey mapping, expected maximum ground
shaking, and conditions that may promote soil erosion during development and
will identify control measures for grading and excavation activities. The
characterizations of geology and soils will focus on mineral resources, natural
earth materials, and soil types and conditions (including soils within the planning
area that can support agricultural uses). We will describe the locations and types
of economically significant mineral resources in the planning area, if present.
4.11 Noise Monitoring and Modeling
eiiverabies; Atkins will Atkins will use the results of the traffic analysis (prepared by Stantec), along with
summarize analysis and
available information about potential noise sources in the planning area, to model
potential noise impacts. This task will be conducted during the same time that
conclusions from noise other technical background studies and reports are being prepared. The noise
monitoring and modeling in a impact analysis cannot be conducted until the traffic study data has been
+e.chnicai repo�'- Thle technical completed.
report will be incorporated in the Existing ambient daytime noise levels will be measured at eight short-term and
Technical Background Report seven 24-hour locations to be selected in coordination with City staff) to establish
and map baseline noise levels. All daytime noise levels will be measured using a
described in T asks 4.12 through Larson -Davis precision sound level meter; which satisfies the American National
4.14. Standards Institute (ANSI) requirements for general environmental noise
measurement instrumentation.
Noise will be characterized using the following terms:
Leq, the equivalent energy noise level, is the average acoustic energy content
of noise for a stated period of time: for evaluating community impacts, this
o prop'.'Sal fu; ;ity 0' „un0r ;tor BF . ";r
rating scale does not vary, regardless of whether the noise occurs during the
day or the night
® LR,;,, the minimum instantaneous noise level experienced during a given
period of time
Lm,, the maximum instantaneous noise level experienced during a given
period of time
Existing 24-hour noise levels will be calculated for various roadway segments in
the project vicinity using the FHWA Traffic Noise Model (TNM 2.5) and current
traffic counts from the traffic report prepared for the project. Because Huntington
Beach is located adjacent to Interstate 405, Atkins will obtain roadway volumes for
1-405 from Caltrans, if required. The model will calculate the average noise level at
specific locations based on traffic volumes, average speeds, roadway geometry;
and area environmental conditions. Vehicle noise energy rates in the TNM 2.5 will
be modified to incorporate rates used by Caitrans, which better represent vehicle
noise levels in California. The analysis of operational noise impacts will address
future noise levels. Future noise levels along key roadway segments will be
calculated to determine whether traffic generated by buddout with implementation
of the General Plan update causes a substantial increase in noise at nearby
locations.
Noise levels generated during construction will be qualitatively evaluated for their
potential to affect existing noise -sensitive uses, as no specific development
projects are contemplated under the General Plan update. The potential for
construction noise to impact nearby noise -sensitive land uses (if any) will be
characterized based on the potential for new development to occur in the vicinity
of existing noise -sensitive uses.
Atkins will also prepare a new noise contour map of the city to support preparation
of noise standards and policies for the hazards chapter of the General Plan.
4.12 Administrative Draft Technical Background Report
PMC will consolidate the findings and results of technical studies completed in
Tasks 4.1 through 4.11 into a Technical Background Report (TBR) similar to the
current TBR. Our approach anticipates incorporating the TBR as an appendix to the
General Plan EIR, allowing the EIR document itself to focus appropriately on
impact analysis and mitigation. Thus, the TBR will be organized by EIR topical
section and will provide full discussion of the existing setting and regulatory
setting for each EIR section. A full list of sources consulted will be provided.
PMC will prepare an administrative draft TBR in advance of the administrative draft
EIR to confirm the content of the existing setting and regulatory setting sections
AdministraL draft
,a ac'. �._tnd Report Ya
Ow
prior to preparation of the balance of the FIR. Public review draft and final TBRs
will be delivered in tandem with the corresponding drafts of the FIR.
4.13 Draft Technical Background Report
Deliverable: Public review draft Based on City staff comments, PMC will prepare a public review draft TBR for
Technical Background Report {30 review in conjunction with the public review draft General Plan, SAP; and FIR.
copies + electronic'). 4.14 Final Technical Background Report
Deliverable: Final Technical PMC will prepare a final TBR that incorporates City Council —directed revisions
Background Report (25 copies + following public hearings.
electronic). Task 5: Identify Key Policy Approaches and Consider
. Alternatives
5.1 Develop Key Policy Approaches for General Plan and Sustainability
Action Plan
Deliverables: Preliminary GP Key General Plan Policies. This task focuses on drafting the goals and policies to
goals -and -policies and SAP be incorporated into each General Plan element. PMC will prepare a preliminary
General Plan goals and policies working paper based on policy direction received
measures and implementation during the community engagement process. Proposed policies will be prepared
matrix, presented as workinG for each of the General Plan elements and presented for discussion with the GPAC,
papers for use with the Planning Planning Commission, City Council, and general public.
Commission, City Council, GPAC, Key SAP Measures. Recognizing Huntington Beach's commitment to become a
Environmental Board, and general sustainable and resilient community that enhances quality of life and local control,
the SAP will integrate economic development, water and energy conservation,
public (electronic). waste reduction and recycling, alternative and active transportation, open space
preservation, and GHG emissions from both new development and existing uses.
We anticipate the SAP will be a strategic implementation plan that will implement
General Plan sustainability goals and policies; emphasizing actions, programs,
and projects with measurable GHG reduction benefits (reduction or SAP
measures) to allow the SAP to serve as a qualified GHG reduction plan consistent
with the State CEQA Guidelines. Climate change adaptation will be addressed as
part of the Coastal, Resiliency Plan (CRP) though the SAP, General Plan and CRP
will be consistent and consider the inherent relationships between GHG reduction
and adaptation measures and projects.
SAP measures will be developed based on community and staff input through the
outreach and GPAC processes, our experience in similar communities, guidance
from the State of California, and best practices. PMC will review existing
accomplishments to reduce GHG emissions, and assess the local benefits of
statewide and regional GHG reduction programs and regulations, including
renewable energy portfolio standards, vehicle fuel efficiency and fuel carbon
standards, current and future building energy efficiency standards, appliance
efficiency standards, federal and state lighting efficiency standards, state water
conservation mandates, and the regional Sustainable Communities Strategy (SCS)
adopted by the Southern California Association of Governments (SCAG). PMC will
then work to develop a list of SAP topic areas and recommended candidate
measures based on the preliminary list of general plan policies to ensure
consistency. PMC will provide candidate measures to staff in a matrix format prior
to distribution and review with the GPAC SAP Task Force. We will review candidate
measures with the Task Force prior to confirming and quantifying the measures.
PMC will quantify emissions reduction measures and actions, presenting
estimated reductions in energy use, water use; waste, VMT, and GHG emissions as
applicable. The baseline GHG inventory and forecast will serve as the foundation
for the quantification of the SAP's GHG reduction measures. Activity data forms the
basis of measure quantification; including VMT, kilowatt-hours (kWh) of electricity
or therms of natural gas consumed, and tons of waste disposed. This approach
ensures that GHG reductions are tied to the baseline and future activities occurring
within the city.
Whenever possible; emissions reduction estimates will be based on tools and
reports provided by government agencies such as the US Environmental Protection
Agency (EPA), California EPA, California Energy Commission (CEC), CARB,
California Air Pollution Control Officers Association (CAPCOA), and local air
districts. If accurate reduction estimates are not available using these tools, a case
study may be used if the study's conditions are comparable to those found in the
city. Finally, for more long-range reduction measures that lack actual monitoring
or analysis, current scholarly and peer -reviewed research is combined with
knowledge of existing City practices to create a defensible estimate of future
emissions reductions.
PMC will provide the City with a framework for prioritizing each measure that
includes the following:
Effectiveness (as measured by):
GHG reductions in metric tons of carbon dioxide equivalent (MTCO,e)
Reductions in electricity (kWh), natural gas (therms), waste (tons), traffic
(VMT), vehicle fuel (gallons), and water (gallons)
Cost (as measured by):
Cost to the City
Cost to the private sector
Potential cost savings
® Potential funding sources (e.g., City sources, grants, rebates, low -interest
financing)
Feasibility (as measured by):
The implementing agency (e.g., City, developer, site operators)
Level of City control
Extent of coordination needed
Implementation timeline to ensure GNG reduction targets are met
13 Secondary benefits (as measured by):
Cost savings
Emissions reduction co -benefits (e.g., health benefits, implements state
policies, improved mobility)
Adaptation co -benefits
PMC will also provide an implementation matrix for SAP measures that includes
performance indicators to monitor reduction progress, timing, responsibility, co -
benefits, potential funding sources, and cost estimates.
All of PMC's sustainability and climate action plans transparently describe our
methods for estimating GNG reductions, allowing our process to be easily
followed and replicated. We believe quantification should not occur in a "black
box" proprietary software tool, but rather should include all data and sources
necessary to create an independent analysis tool for use by the City in the future.
We engage and partner with staff throughout the quantification process to ensure
our approaches and tools are accessible and feasible.
Stantec's role in developing GNG reduction measures will be to evaluate the
proposed measures and provide the resulting forecast data and VIViT resulting from
implementation of the measures. Using the mode splits published in the 2010
Census data as a baseline, Stantec will adiust the mode percentages at the traffic
zone level based on data for areas exhibiting characteristics (i.e., TOD or bike
infrastructure) in the target areas. This method will allow for the testing of
integrated strategies, as various parts of the city may have different VMT
objectives.
5.2 Define Land Use and Circulation Alternatives (up to 3)
Deiiverabies: Draft and final land Based on the identification of key policy approaches (as outlined above), PMC will
use and circulation alternatives provide a short outline of up to three alternatives for each identified focus area
from the market trends analysis (Task 4.6). We anticipate a page of bulleted text
report (electronic). outlining the components of up to three distinct alternatives addressing each focus
2- 0, Flmoos t, f ( Ch of Hurilnukn Bea ,.
area. We also propose including concepts that would be a part of all alternatives,
based on consensus among staff, decision -makers, and the public.
The alternatives for land use will focus on selected areas where future
development or land use redesignation is expected to occur. Through this process.
the City will ultimately define a preferred land use and circulation plan that
becomes the basis for preparing the draft General Plan. The alternatives will
include a range of options that focus on identified reinvestment/reuse
opportunities. PMC will present options that seek to achieve, to varying degrees
and in different ways, the OCCOG Sustainable Communities Strategy, smart
growth, LEED Neighborhood Development, complete streets, and walkable
communities principles.
Following City staff review and comment, PMC will develop up to three distinct
land use and circulation alternatives for review and deliberation by staff; decision -
makers, and the public. The public process of evaluating these conceptual
alternatives will enable the selection of a preferred land use and circulation plan;
which will become the basis for the updated General Plan. In order to achieve
consensus on a preferred plan, it is important that the alternatives discussion
remain conceptual. As a result, this work program does not propose to deal with
policy ideas for any single project site as a part of the alternatives process. Each
alternative will include a description of land use categories; buildout assumptions;
and conceptual diagrams illustrating concepts related to land use and circulation
for each identified focus area. The alternatives will be summarized in a report with
full -color maps and illustrations of key concepts, as appropriate.
5.3 Evaluate and Compare Alternatives (land use, circulation, GHG,
fiscal)
This task involves working with City staff to develop up to three land use and D a arabdi& Dr aft and final land
circulation plan alternatives for review with the community and decision-makers.�tin alternatives
Determining a future land use plan for Huntington Beach has many implications for
future environmental, fiscal, and quality of life conditions. Forecasting the potential�=hti"-'f,r;'-_-°ndum
results of particular land use alternatives will help decision -makers answer
questions like:
® What kind of impact will this plan have on traffic conditions?
• What kind of impact will this plan have on future City revenues and
expenditures?
® How does this plan compare to others in terms of impacts to air quality, GHG
emissions, water quality, and energy resources?
® How does this plan compare to others in terms of anticipated climate change
effects and natural and human -caused hazards?
What kind of housing is created by this plan, and is it affordable?
What kind of employment can be expected under this plan?
What would development under the General Plan like this look on the ground?
We propose to work with the GPAC to answer many of these questions as we
consider alternative land use plans for key underdeveloped and vacant areas of the
community. We propose to conduct interactive "what if?" sessions exploring
potential land use combinations and determining the answers to these and other
critical economic; housing, and aesthetics questions in the community.
Conceptual alternatives will be presented using a combination of two-dimensional
diagrams, three-dimensional illustrations and graphic representations,
photographs, and accompanying narrative.
The alternatives to be analyzed in the traffic study will be formalized in this step,
incorporating minor changes as directed by the consultant team. This analysis will
address the proposed plan. and two alternatives, as needed for the EIP. Formal ADT
diagrams and ICU/HCM analysis will be performed at this stage, and potential
mitigation measures will be developed to mitigate the impacts.
5.4 Develop Preferred Land Use and Circulation Alternative
Deliverable: Draft an' final Following GPAC consideration of the alternatives, PMC will prepare a working
paper for use with the Planning Commission and City Council in study session
preferred alternative vrorking format to arrive at a preferred land use and circulation plan. The working paper will
papers (electronic). summarize key content for each alternative, along with GPAC preferences and
comments concerning each alternative. We envision that the GPAC and City staff
will recommend a preferred alternative based on community and stakeholder
input, which will be the primary subject of the study sessions devoted to this task.
Deiiverables: Draft and find 6.1 Prepare General Plan and SAP Outlines and Formats
outlines for the General Plan and As a first step to updating the General Plan and preparing the SAP, PMC will
SAP (electronic); up to three 01 prepare an annotated outline of each document for City staff review, along with up
to three page layout formats for each document for City staff review and approval.
draft page layout formats for the Following staff review, PMC will prepare a final outline and document template for
General Plan. each document.
- 32 1 Pror) ;; Q zi f o i C i i Y or H i inQ t r B ea.'r
Pw
6.2 Prepare Administrative Draft General Plan
PIVIC will prepare an administrative draft General Plan for review by City staff. The
plan will be organized in a fashion similar to the 1996 General Plan, with elements
organized into four distinct chapters. We understand that the City seeks to reduce
the overall number of elements downward from the existing 16. Each chapter will
include its own introduction, issues identification, goals and policies, and a plan
narrative describing the basis for and application of the policies. We propose to
organize each chapter using key issues that cut across multiple topics, while
maintaining or exceeding state requirements. In addition, a comprehensive
implementation program will be prepared identifying specific programs designed
to achieve goals and carry out policies across chapters. The format described
below may be modified to reflect agreements reached during previous tasks. The
scope and budget anticipate two rounds of review for the administrative draft.
Introduction to the General Plan. This section will describe the overall organization
of the plan and how it is to be used. This section will also provide a practical guide
to the General Plan and a clear description of how the plan will help the City
achieve its vision for the future.
Community Development Chapter. This chapter will incorporate state requirements
for the land use and housing elements, as well as the OCTA-required growth
management element. It will also present optional goals, policies, and
implementation programs for urban design, historic and cultural resources, and
economic development.
The land use portion of this chapter will address current planning and
sustainability concepts desired by the City, such as infill, green building, place -
making, mixed uses, and transit -oriented development. Land use goals and
policies will be highlighted with the use of improved graphics and concept plans.
It will also address community design issues. Appropriate land use designations
will be modified or created that will help achieve desired uses in identified focus
areas. These General Plan land use designations will be described and mapped,
and assigned specific measures of density or intensity of use as appropriate. They
will also be illustrated with photos and renderings showing expected development
in these categories. Where appropriate, areas of distinct community character and
design will also be identified. A color land use policy map of the planning area will
be generated as well as other illustrative graphics. A matrix will identify the
projected population, housing density, and nonresidential intensities of
development based on the proposed land use policy map. Information developed
by PMC during the alternatives task will form the basis of the land use and design
concepts and development information.
Der gables: First administrative
Gene€al an 29 copies
e ecti-osn c`Sef:;o€rd adminis-Uative
£ _ "2
e�, a an
;O copies +�
_. E €�iu
Work Plan a�id 2-3"
Community character and design policies will direct the overall urban form of the
community and its unique characteristics and landmarks. Policies will focus on the
design of new development, including techniques to achieve more pedestrian -
friendly, walkable communities oriented around basic activities, such as parks,
schools, community centers, and local -serving commercial activities. The element
will also include recommendations for improving the character of certain
established portions of the city, as identified through existing conditions research
and public outreach.
Economic development goals, policies, and programs will be updated based on
recent economic and demographic trends and development conditions, building
on recently completed or planned projects. Key economic issues may include
defining Huntington Beach's economic vision; retaining and attracting businesses;
maximizing growth potential of key economic sectors; developing effective
linkages with governmental, educational, and quasi -governmental institutions;
maximizing Huntington Beach's competitive position in the green economy;
maintaining a sustainable jobs/housing balance, establishing priorities for
community financing; and establishing economic incentives for development
consistent with the General Plan. Both short-range and long-range economic
development programs will be recommended.
PMC will incorporate the -ongoing historic preservation element update in this
chapter and will prepare policies and programs recommending preservation
strategies for cultural landscapes and archaeological resources.
Infrastructure and Community Services Chapter. This chapter will incorporate state
requirements for the circulation element, along with optional goals, policies, and
implementation programs for public facilities and services, recreation and
community services, and utilities. We propose to organize this chapter using key
issues that cut across these topics, while maintaining or exceeding state
requirements for these topics, and anticipate that SLR effects on key infrastructure
will be a key new component of the chapter.
Stantec will assist in reviewing the goals, policies, and programs for the
circulation portion of this chapter. The circulation portion of this chapter will
reflect a balanced, multimodal approach to serving existing and anticipated growth
projections and will be updated to comply with the Complete Streets Act. It will. be
derived in large part from the recent Circulation Element update, addressing
regional and local transportation issues, congestion management, transit, bicycle
circulation, and truck routes. Proposed policies and analysis will also address
legislation relating to AB 32 and SB 375,
The public facilities and services portion of this chapter will address public
infrastructure and services such as water, sewage collection and treatment, storm
2-34 Prorx sal far'City o Hunflngmn dea4,.
PU
drains, other utilities, and solid waste disposal. It will also incorporate the findings
of the fire and police services study completed in Task 4.8. Standards for the
availability of these facilities will be included in the element to assist decision -
makers in assessing the impacts of proposed development and redevelopment in
the community. This part of the General Plan will also identify changes to
thresholds and capital project timing that could result from proposed land use
changes.
In keeping pace with continued growth, the City has made it a priority to continue
to provide varied parks and recreational activities in the community, but recent
struggles regarding the closure of school sites and the future use of related ball
fields underscore a need to revisit recreation policies in this chapter. The current
General Plan does not properly reflect the dynamics of these struggles given the
city's current demographics and recent development profile or the continuous
effort needed to maintain and upgrade facilities. The updated plan will
comprehensively address parks and recreational needs of all ages and users,
identifying park, facility, special use facilities, pedestrian -friendly connections,
trails, and open space needs in the city for each park classification. Future needs
will be projected based on projected population growth.
Natural Resources Chapter. This chapter will incorporate state requirements for the
open space and conservation elements, as well as Coastal Act requirements in a
coastal element. It will also present optional goals, policies, and implementation
programs for air quality, as well as state -recommended policies for climate
change, GHG emissions, and sustainability. Substantial revisions are anticipated to
this chapter based on findings of the technical studies identified in Task 4.
Huntington Beach is located in an iconic coastal setting with abundant natural
resources, protected open spaces, and coastal viewsheds. In this chapter, we will
identify both coastal and inland natural resources, including but not limited to
biological communities, valued open spaces, wetlands, and viewsheds, We will
define strategies to protect these resources and propose ways for public and
private development to conserve water and energy and make the community
sustainable for generations to come. Opportunities for reducing waste and impacts
on the environment, such as low impact development and green building, will be
identified. This chapter will also address energy conservation opportunities and
other regional resources such as water, solid waste management, and mineral and
paleontological resources.
PMC will prepare an air quality section that will integrate the relationship between
land use, transportation and mobility, public health and safety, and energy issues.
This section will additionally focus on climate change and GHG emissions.
Providing a clear approach to conservation of resources in the General. Plan will
help satisfy state requirements for addressing climate change and GHGs
e1w
consistent with AB 32 and SB 375. This section will also contain Huntington
Beach's GHG reduction goal, expressed as a City General Plan policy, coupled
with a discussion of the broad strategies the City will employ to achieve the
reduction target. Specific GHG reduction measures and sustainability actions will
be established in the SAP.
Hazards Chapter. This chapter will incorporate state requirements for the safety
and noise elements, as well as optional goals, policies, and implementation
programs addressing hazardous materials. Substantial revisions are anticipated to
this chapter based on findings of the technical studies identified in Task 4.
PMC will update the safety portion of this chapter to cover similar issue areas as
those contained in the existing element. Natural hazards such as sea level rise,
tsunamis, wildfires, geotechnical and seismic hazards, and flooding will be
addressed, including climate change effects and vulnerabilities. The plan will also
address neighborhood safety, crime prevention, and emergency preparedness and
response. Hazardous materials use, handling, transportation, disposal, and
management information will be updated and incorporated into the new chapter.
In the noise portion of this chapter, PMC will identify noise associated with
transportation (ground and air) and other sources, as well as sensitive noise
receptors, such as residential development, schools, and medical facilities.
Primary noise sources to be considered include 1-405, SR 1 (Pacific Coast
Highway), primary arterials, and other local streets; light industrial and
manufacturing uses; and other stationary noise sources or problem areas identified
by the City. General levels of noise and land use compatibility will be included in
matrix form. Projected noise based on future conditions will be documented and
mapped to identify areas that will be subjected to significant noise in the future,
along with methods to reduce the effects of noise. The noise portion of this chapter
will include policies and standards addressing noise in mixed -use areas.
Implementation Program. A comprehensive implementation program will be
presented in a manner that facilitates budgeting, capital improvement planning,
and annual reporting. The implementation program may be presented in matrix
form and will include a description of actions to be taken; responsible parties,
potential funding sources, and time frames for achievement. Where necessary and
feasible, programs will also act as CEQA mitigation measures to reduce significant
environmental impacts identified in the General Plan EIR.
6.3 Prepare Administrative Draft Sustainability Action Plan
Deliverable: Administrative draft PMC will prepare an administrative draft SAP using simple language, graphics,
SAP (20 copies t electro is). and other features that make the document easy to read and accessible. The
document will convey goals and SAP/GHG reduction measures and actions, along
,...., i.;,!;,,.z Zvi D it, o- H..''MIU•„r
1 `w
with associated costs, benefits, implementation strategies, and forecast reductions
as its primary content. The SAP will provide an introduction that outlines its
purpose, contents, and role, including its relationship to the General Plan and
Coastal Resiliency Plan. The SAP will incorporate a summary of the GHG
emissions inventory and forecast to provide context for the GHG reduction target
and SAP measures.
The SAP will integrate the General Plan vision, goals, and policies as applicable to
ensure consistency and demonstrate the relationship of the SAP to the General
Plan as a strategic implementation plan. The General Plan will provide the City's
long-term vision for the community, while the horizon year of the SAP is expected
to be more near term, presenting measurable strategies for the next 5 to 10 years.
The outline, contents, and format of the SAP will be confirmed in Task 6.1 in
collaboration with staff, the GPAC, and the Environmental Board.
Task 7: Prepare Administrative
Documents
7.1 Initial Study,/Notice of Preparation and Scoping Meeting
Atkins will submit a draft project description for the EIR to City staff for review and
approval prior to public distribution of the Notice of Preparation (NOP), The project
description must include all of the elements required under State CEQA Guidelines
Section 15124. This task will require close coordination among the planners
preparing the General Plan update and SAP, City staff, and the authors of the EIR to
ensure an integrated effort toward a final product and consistency between the
General Plan update, Sustainability Action Plan, and General Plan EIR. Internal
consistency is paramount to a legally defensible EIR.
Atkins will prepare and distribute the IS/NOP in accordance with the provisions of
CEGA and the State CEQA Guidelines; as amended. The consultant team believes
publication of the IS/NOP should fulfill three goals: (1 ) to provide agencies and
the public an early notification of the City's intent to prepare an EIR for the General
Plan update; (2) to provide the public and agencies sufficient information about
the project so that they may provide informed comments on the scope of the EIR,-
and (3) to streamline preparation of the EIR by Scoping out impacts that require no
further analysis in the EIR. The General Plan update will center on infill
development, which will likely limit the analysis required in the EIR. For example,
as there are no agricultural lands in Huntington Beach, it is assumed that
agricultural resources will be scoped out in the IS and will require no further
analysis in the EIR. As many issues as possible will be scoped out in the Initial
Study. As indicated in the RFP, the City will be responsible for internal distribution
of the IS/NOP, as well as to groups located within the city. Atkins will also prepare
eli e antes. Ad i3,istrative draft
IS/NOF; : {4f'z, screencheck
w
r. i NOP = copies +
scree =check draft
1SiNOP CE' ri :;; screencheck
iJ 'C 1 0,spy electronic,?, final
iS "NOP _ :; copies) , final IS/NOP
,or` fate C€esn6 ghDose 05
copies). r:a€ I , i' OP for
dis ufi n S A copies as re-ired
t `"ic`i -Imal ��OC (1 copy
elV«sU,f.= x 1,
Aw .
and file the Notice of Completion (NOC) for the IS. The City will be responsible for
all filing fees.
7.2 Contact and Consult with Regulatory Agencies
Deliverable: As -needed meetings As part of preparing the environmental analyses for the General Plan update, as
necessary, Atkins will, confer and meet with regulatory agencies (Orange County
with regulatory agencies. Sanitation District, California Department of Transportation [Caltrans], South Coast
Air Quality Management District, Santa Ana Regional Water Quality Control Board,
etc.) and advisory agencies (OPR, CARB, neighboring communities, and SLAG)
regarding results of the technical studies, and preliminary approaches to impact
analysis. These meetings will be attended by Atkins' project manager and/or a
representative of Atkins with expertise in the technical discipline that is the focus
of the meeting.
7.3 Prepare Administrative Draft EIR
Deliverable: Administrative Draft This task describes steps to prepare the administrative draft EIR for the General
Plan update and SAP. These tasks would be completed by either Atkins or PMC, as
EIR (electronic)• described below.
Existing Setting. Atkins will compile a description of existing conditions (or
setting) information from the updated General Plan and Technical Background
Report, as well as existing City documents, maps, and other available resources as
needed. Atkins will compile a list of requested information that will need to be
verified and/or updated to reflect current existing conditions. Per the RFP, the City
will make available to Atkins all previously prepared reports for this project
(including those noted in the RFP) as well as related projects. Other documents
will be made available upon request.
Identify Impacts and Mitigation Measures. Impact analysis will be conducted in
compliance with the requirements of Section 15126 of the CEQA Guidelines. The
standards of significance will be used to clearly identify the significance of
environmental effects and determine the need for mitigation measures. To reduce
or eliminate any significant adverse impacts identified during the analysis, the
Draft EIR will recommend appropriate, feasible mitigation measures. It is intended
that the mitigation measures will be specified early in the planning process as
alternatives are identified and evaluated and as policies are formulated in response
to key issues that have been identified. In this manner, the General Plan update
and SAP can function as `self -mitigating" documents. However, we recognize that
residual impacts may remain and further mitigation may be warranted.
The Administrative Draft EIR will include the following technical sections, Please
note that some of the following subjects may be scoped out in the IS. However,
even if scoped out from further analysis in the IS, the same basic analytical
pk/
method will be used in accordance with the CEQA Guidelines and with City and.
Appendix G thresholds of significance. Since it is unknown at this time which of
these resource areas may be scoped out in the IS, they are all presented here.
Atkins will conduct a complete evaluation of the proposed General Plan update
from an environmental perspective, including an alternatives analysis.
Aesthetics and Visual Resources. In conjunction with the Zoning Code, the City's
Design Guidelines are integral in shaping the development of the built
environment in Huntington Beach. The current Design Guidelines were approved
by the City Council in 2000. Atkins will describe, with photographs and text, the
character of any areas of Huntington Beach that are targeted for development
which could alter the physical appearance of the area, and will provide an index
map illustrating scenic areas, scenic routes, open space concerns, etc. Based on
the characterization of the City's urban form, we will identify physical and visual
features that contribute significantly to community character as well as key design
elements and characteristics that define the range of development patterns. Atkins
will evaluate any potential changes to these key physical and visual features and
will also summarize the Design Guidelines as appropriate in this section of the
EIR.
Air Quality. Atkins' air quality scientists will document existing air quality
conditions, identify sensitive receptors and use the United States Environmental
Protection Agency's (EPA) guidance for evaluation of construction impacts on air
quality. Construction impacts will be addressed in a generalized manner because
project -specific information will not be available. The overall growth levels will be
converted to estimate the amount of construction that would occur annually. From
these estimates, daily construction emissions will be calculated using procedures
contained in EPA AP-42 or the SCAQMD CEQA Air Quality Handbook. Daily mobile
and stationary emissions will be calculated for criteria pollutants using the
CaIEEMod (or the latest model available from SCAQMD at the time of analysis)
model, based on trip generation data and the growth estimates for the different
land uses. Cumulative air quality impacts will be evaluated using the methodology
provided in the SCAQMD CEQA Air Quality Handbook, The CALINE4 carbon
monoxide dispersion model will be used to calculate carbon monoxide
concentrations at intersections/roadways that may be substantially affected by the
proposed General Plan update.
Based on the findings of the previous tasks, Atkins will assess the consistency of
the General Plan update with the attainment objectives of the Air Quality
Management Plan (AQMP). We will determine whether there will be an increase in
the number and severity of air quality violations in the city. Atkins will also
determine whether the land use and socioeconomic assumptions of the General
2-30
PN1:<
Plan update are consistent with the land use and socioeconomic assumptions of
the AQMP and SAP (being prepared concurrently with the General Plan update).
Biological Resources. PMC will prepare the biological resources section. The
majority of sensitive habitats are along the coast; however, there is one created
wetland inland in the Seacliff community, and there are other areas that may
warrant recognition, such as the eucalyptus grove at Norma Gibbs Park created for
monarch butterflies. The biological resources portion of the TBR will be
summarized as the project's biological setting. Impact analysis and mitigation will
focus on implementation of General Plan goals, policies, and programs relating to
biological resources. The analysis will address the effectiveness of the proposed
plan in maintaining or improving the biological integrity of the planning area and
will identify measures that would lessen potential impacts. This proposed scope
does not include protocol -level surveys for endangered wildlife and fisheries
resources or on -site wetland assessment or delineation.
Cultural Resources. Atkins will discuss the known existing cultural resources in the
city and will identify resources that are currently listed on, or are potentially
eligible for listing on, the National Register of Historic Places. We will describe
important archaeological resources types and the potential for finding additional
cultural resources during development of undeveloped and underutilized parcels.
Atkins will describe the policies and programs in the existing General Plan that
serve to protect the city's cultural resources, along with any other programs
through regional, state, or federal agencies. We will examine the impacts of
proposed General Plan update buildout on cultural resources in the city.
It is our understanding that the City is actively working on an update to the
contents of the Historic and Cultural Resources Element pertaining to historic
resources with the consultant Galvin Preservation Associates. This project includes
an updated Historic Resources Survey, completed in 2009 with additional field
work in 2011. The City has had active participation by the City's Historic
Resources Board with respect to this project. The results of the work effort thus far
were presented at a City Council study session on May 20, 2013, it is anticipated
that hearings and adoption could occur this fall, Additionally, the City's Allied Arts
Board has expressed strong interest in participating in the update of the cultural
component of the element. It is expected that the General Plan update will include
this, along with any minor updates to the historic component if necessary. The
results of all updates to the element will be discussed in the cultural resources
section of the EIR.
°rurv,,sa for Olt, w Hurtimrkr B .
IUk/
Energy. Atkins will assess the significance of the use of energy, including
electricity, natural gas, and gasoline and diesel fuels, as a result,of development
proposed under the General Plan update. We will discuss existing energy use
patterns in the city and examine whether the project would result in the
consumption of large amounts of fuel or energy, or use of such resources in a
wasteful manner. In addition, Atkins will review the.City's Energy Action Plan and
include it as applicable in the EIR.
A number of factors are considered when weighing whether a project would use a
proportionately large amount of energy or whether the use of energy would be
wasteful in comparison to other projects. Factors such as the use of on -site
renewable energy features (such as photovoltaics) or energy conservation features
or programs are considered. The benefits in energy and fuel savings that can be
realized by transit -oriented development will also be analyzed, as applicable.
Geology and Soils, and Mineral Resources. All buildings in California are subject
to the strict requirements of the California Building Code to reduce risks from
seismic activity and other geologic hazards. Atkins will briefly describe the
existing geology, geologic hazards, and mineral resources in the city based on
existing information available from the existing General Plan, from the State
Division of Mining and Geology, and from other existing published reports. Atkins
will assess the potential impacts on population, development, and infrastructure
from geologic hazards. The City of Huntington Beach is one of two pilot cities
participating with the California Geological Survey in the development of Tsunami
Land Use Planning maps. The maps are intended to depict a probabilistic scenario
of tsunami threat, as opposed to the 2009 Evacuation Maps that were produced
which are a compilation of all possible tsunami events. Our understanding is that
the map is expected to be complete in 2013. Atkins will review the map and
incorporate information as applicable from the map and SLR study into the
geology and soils section of the EIR.
Greenhouse Gas Emissions. PMC will prepare the GHG emissions section. The
emissions evaluation will provide a brief discussion of existing conditions and
environmental setting in a global, federal, state, regional, and local context,
including the state of the science and state, regional, and local inventories,
drawing heavily on materials completed as part of the General Plan update. We will
summarize federal, state, and local greenhouse gas -related regulations, policies,
and programs, and identify General Plan policies and implementation programs
and SAP measures and actions that can reduce GHG emissions. With City staff,
PMC will consult with the SCAQMD regarding appropriate methodologies to
assess impacts.
E
', r..irk :t 3'Id ;,fi Cjilc 2-d,
/tw
The analysis will use plan -level thresholds of significance currently being
proposed and discussed by a SCAQMD working group or the most applicable
related threshold in place at the time the NOP is released. The determination of
significance will be based on whether the level of GHG emissions generated with
implementation of the General Plan update would constitute a substantial
contribution to the significant adverse cumulative impacts of global climate
change. If the construction or operation of projects consistent with the General
Plan would violate the applicable thresholds of significance, mitigation measures
(quantitative and best management practices) that clearly identify timing,
responsibility, and performance standards to avoid or fully reduce adverse and
potentially adverse effects will be developed and applied, where necessary, using
the following CAPCOA document: Quantifying Greenhouse Gas Mitigation
Measures: A Resource for Local Government to Assess Emission Reductions from
Greenhouse Gas Mitigation Measures, To the extent practical, PMC will
recommend incorporating these measures as General Plan policies or
implementation programs.
Hazards and Hazardous Materials. The hazardous materials section will
characterize the type and level of known hazardous materials sites in the city
through searches of the relevant regulatory agency databases. Atkins will briefly
summarize relevant current laws, regulations, and standards relating to hazardous
materials. The City has a FEMA-approved hazard mitigation plan (HMP) completed
in 2012. The plan identifies and focuses on mitigating the potential for damage to
people, property, and resources through long-term strategic planning. The City,
with the CEC as part of the. California Local Energy Assurance Planning (CalEAP)
program, is currently in the process of developing an Energy Annex to the HMP to
identify potential issues as they relate to prolonged disruption to power, natural
gas and carbon based fuels. The City is also updating its Emergency Operations
Plan (EOP), which should be completed this fall (prepared by PMC planner Aaron
Pfannenstiel at a previous firm). This will ultimately include components that
address tsunamis and power disruption. The HMP and EOP will be summarized in
the EIR.
Hydrology and Water Quality. Atkins will describe all areas subject to flood and
drainage hazards, based on information developed for the General Plan update; the
Army Corps of Engineers, FEMA, and the City of Huntington Beach Department of
Public Works. We will describe the potential impacts on flood hazards of land use
patterns that could be expected due to the Genera' Plan update. We will assess the
potential for new and amended flood protection policies to affect public safety and
decrease the potential for flood damage in the city. We will review and incorporate
the considerations for future development identified in the City's Flood Insurance
Rate Map (FIRM). We know that flooding remains an important historical
challenge, first recorded in 1825 and most recently occurring in 1998. With
substantial coastal access connecting inland waterways to the Pacific Ocean, the
Federal Emergency Management Agency (FEMA) has identified significant areas of
Huntington Beach as being located within the floodplain. FEMA is currently
working on an update to the FIRMs for Southern California. The update will take
into account storm surge and is expected to result in changes in the flood
designations within the city. FEMA does not expect to complete the update until
2016. Atkins will incorporate as much available information as available regarding
flooding into the hydrology and water quality section of the EIR. The water quality
setting for surface water and groundwater, utilizing information developed as part
of the General Plan update process, will be described. We will supplement that
information with available data from the Regional Water Quality Control Board, the
City Department of Public Works, and other relevant agencies. The setting will
focus on the quality of surface water and groundwater resources. Impacts to water
quality that may result from the proposed General Plan update will be evaluated.
Land Use and Planning. Atkins will describe the existing land use patterns
throughout the city based on the analysis completed in the General Plan update
work program. For any areas in which the General Plan update preferred land use
alternative proposes redevelopment, we will describe in detail the amounts and
distribution of land uses by type, where the information is available. Atkins will
establish the context for cumulative changes in land use in the future by identifying
levels of growth projected in other general plans in the area. These levels of
growth will be added to any growth anticipated under the General Plan update to
provide the context for cumulative land use changes in the region.
Noise and Vibration. The noise and groundborne vibration analysis will assess
potential impacts of the General Plan update on background noise levels and the
population's exposure to noise levels. The results of Task 4.11 (Noise Monitoring
and Modeling) will be used to prepare the noise section of the EIR. The noise
analysis will be based on approximations of noise levels and associated changes
in the ambient noise level that are likely to occur based on implementation of the
General Plan update. Atkins will characterize the existing noise environment in the
city, including noise measurements at various locations within the city and
identifying major noise sources in Huntington Beach. Construction impacts will be
addressed in a generalized manner because project -specific information will not
be available. Construction noise levels at various distances from a typical
construction site will be evaluated to determine areas of potential noise impact.
Atkins will evaluate on -road vehicle and stationary noise sources. Vehicular noise
will be calculated for "no project" and "project" conditions to determine whether
the General Plan update will affect sensitive receptor locations in the city. On -road
vehicular noise will be evaluated using the Federal Highway Administration
(FHWA) RD-77-108 noise calculation formulas. Noise contours created for the
l
1(1w
General Plan hazards chapter will be incorporated into the noise impact analysis to
determine areas that would be exposed to excessive noise levels. Noise
contributions from the General Plan update will be compared to City noise
standards to determine significance levels.
Population, Housing, and Employment. Based on the population and
demographics information prepared during the General Plan update process and
on other City documents, Atkins will describe the existing population,
employment, and housing setting and recent trends for the city. Atkins will
describe the potential "holding capacity," or ultimate population, with
implementation of the General Plan update. The analysis will consider implications
for growth in future housing supply and demand based on the availability of land
and the designated densities on the General Plan land use policy map,
It is our understanding that the City has an HCD-approved Housing Element
(contracted with Karen Warner Associates) for the 2013-2021 update. Several
study sessions have been held, and the City is on target to meet the October 1,
2013, deadline for completion. The draft Housing Element has been released for a
60-day public review period. Atkins will use the Housing Element to prepare the
population, housing, and employment section of the EIR. We will assess the
potential growth in employment with implementation of the General Plan update
and will place this growth within the context of total employment growth in the
region. A brief analysis of the potential impacts on housing and the jobs/housing
balance with implementation of the General Plan update will be included.
Public Services. Atkins will describe the existing provision of police, fire
protection, school, library, emergency services, and utilities. We will assess the
potential impacts of proposed land use changes and the changes in the
description of land use categories on the provision of police, fire, school, and
library services in portions of the planning- area that are planned for
redevelopment. The analysis will address changes in the levels of service needed
for potential areas of opportunity for reuse. It is our understanding that the City
adopted updated and new impact fees for various City functions in 2011, including
police, fire, library, parks, and traffic. In association with the fees, a Master
Facilities Plan was adopted, which identifies capital improvements necessary to
serve expected development. The public services section of the EIR will
summarize the new fee structure and Master Facilities Plan, as appropriate. The
results of the service level study for fire and police services (Task 4.8) will be
included in the public services section of the EIR.
Recreation. As an extension to the analysis of land use impacts, Atkins will
document the existing parks, open space, and recreational resources in Huntington
Beach. Updated General Plan open space and conservation policies will be
reviewed. The impacts of the General Plan update on parks, open space, and
re ?„sa foj :;itp . ; Hur, is 'u:r Bt;::h
M
recreational resources will be evaluated. Standards for the provision of such
resources, as established in the existing General Plan and as provided for in the
General Plan update and in the Quimby Act, will be compared and evaluated.
Transportation/Traffic. The City Council approved a comprehensive update to the
Circulation Element of the General Plan on February 4, 2013, including a new
traffic model prepared by Austin Foust Associates (now Stantec. As part of our
team, Stantec will update the 2011 citywide traffic study. It will focus on the
highway component of the Circulation Element, providing information for both the
General Plan update and the EIR. The technical documentation will be prepared
using the City's tiered performance criteria and will address both City and Caltrans
facilities (i.e., Beach Boulevard and Pacific Coast Highway). Stantec staff will
provide the environmental consultant with the technical model data (VMT/VHT,
etc.) for use in the air quality and noise studies. Other special issues will be
addressed here, including potential MPAH Amendments and the I-405 widening
project. The analyses will be incorporated into the traffic study.
The traffic impact report will provide quantitative documentation, based on
capabilities of the travel demand forecasting tool (presently focusing on daily
travel volumes on roadway segments), for the project, no project, and up to two
alternatives. Mitigation measures will be documented for the project, while a
qualitative discussion will be prepared for the no project alternative and up to two
alternatives. This effort will be based on results available through the travel
demand forecasting process, which will at a minimum include motor vehicles but
could be expanded to include additional modes if added to the model's predictive
capabilities.
Impacts of the proposed project on the regional transportation system will be
evaluated in accordance with the Transportation Impact Analysis requirements of
the latest Congestion Management Program (CMP) for Orange County. This
includes analysis of potential impacts on CMP arterial monitoring intersections
and freeway monitoring segments, as well as the public transportation system.
Utilities and Service Systems. It is our understanding that the City has the
following plans related to infrastructure available: Storm Drain Master Plan (2005),
Sewer Master Plan (2003); Water Master Plan (2012); Citywide Urban Runoff
Management Plan (2005); Urban Water Management Plan (2010); and Urban
Stormwater Runoff NPDES Permit Local Implementation Plan (2011). Atkins will
evaluate potential impacts of the General Plan update on the water supply. Atkins
will analyze future water demand based on General Plan buildout versus the
projected availability of water from the 2010 Urban Water Management Plan and
2012 Water Master Plan. Atkins will evaluate potential impacts of growth allowed
under the General Plan update on wastewater generation and treatment capacity.
Atkins will qualitatively describe the increased demand for stormwater drainage
1'w
and sewer facilities that could result from implementation of new growth areas and
areas of opportunity for reuse within the service area. We will identify potential
impacts of growth under the General Plan update on solid waste generation and
disposal capacity. We will examine the relation of projected land uses and growth
under the General Plan update to the capacity and expected lifespan of the local
landfills. The results of the urban runoff impact study (Task 4.4) will also be
included as part of the utilities and service systems section of the EIR.
Other CEQA-Required Sections. Atkins will prepare other CEQA-required sections
of the EIR, including growth -inducing impacts, irreversible environmental effects,
cumulative impacts, and a summary of significant and unavoidable impacts.
Alternatives. Atkins will lead preparation and analysis of the CEQA alternatives. As
part of the planning process, land use alternatives will be developed that can later
form the basis of the project alternatives which will satisfy CEQA requirements and
respond to public interest and concerns. Additional alternatives that would serve to
reduce any significant impacts of the project will also be considered. The final
alternatives to be analyzed in the EIR will be determined in consultation with City
staff. The EIR will include a separate chapter that will analyze up to four
alternatives, including the no project alternative, and identify an environmentally
superior alternative. The land use and circulation alternatives considered in Task 5
will be considered when developing the alternatives analysis for the EIR.
Task 8:. Prepare Public Review Draft Documents
8.1 Prepare Public Review Draft General Plan
Deliverable: Public review draft Following City review of the administrative draft General Plan and receipt of a
General Plan i30 copies + single set of consolidated comments, PMC will meet with City staff to review
electronic;. comments. PMC will then incorporate City staff comments on the administrative
draft General Plan to create a public review draft General Plan.
8.2 Prepare Public Review Draft Sustainability Action Plan
Deliverable: Pubiiu review draft Following City review of the administrative draft SAP and receipt of a single set of
consolidated comments, PMC will meet with City staff to revi�w comments. PMC
SAP (33 Copies = electronic).
will then incorporate City staff comments on the administrative draft SAP to create
a public review draft SAP.
Pr r) sa f r ity of H Ingimr bf C
Pw
8.3 Prepare Public Review Draft EIR
Based on one consolidated set of comments on the Administrative Draft EIR;
Atkins will revise the Administrative Draft EIR and prepare a screencheck Draft EIR
for City staff review. Atkins' project manager will meet with City staff to discuss
approaches to addressing Administrative Draft EIR comments and then make
revisions,to the document as appropriate.
After City review of the screencheck draft EIR; Atkins will prepare the public review!
Draft EIR, based on one set of consolidated comments on the screencheck Draft
EIR, it is assumed that preparation of the public review Draft EIR will not result in
any new technical analyses or substantial text revisions and can be accomplished
within the allocated budget. The public review Draft EIR will be prepared and
distributed in accordance with provisions of CEQA and the State CEQA Guidelines,
as amended. All graphics; charts, maps, and tables will be on 812 x 11 white
paper. All studies, survey results, and data will be included in the technical
appendices. Atkins will also prepare the NOC and file fifteen copies of the Draft EIR
and the NOC with the State Clearinghouse. The City will be responsible for internal
distribution of the public review Draft EIR, as well as distribution to groups located
within the city.
Atkins will also be responsible for preparation of the Notice of Availability (NOA)
and NOC for the publicreview Draft EIR. Per the RFP, Atkins will distribute the
notices to the appropriate county, state, and federal agencies and provide the City
with the list. The City will be responsible for distribution of notices to area property
owners and organizations within the city, publication in newspapers, and
transmitting notices to the County for posting. The City will be responsible for all
fi€ina fees:
8.4 Prepare Fiscal Analysis
SRHA will prepare a fiscal impact analysis for the preferred General Plan land uses
and up to two alternatives based on the analysis of current fiscal conditions. The
focus of the analysis will be on General Fund revenues and costs, but may include
other funds, such as the Gas Tax Road Fund, based on discussion with City staff.
Fiscal Methodology/Assumptions. SHRA will assemble the land uses for the
alternatives and preferred General Plan into a database for fiscal analysis,
including acres, square feet, and valuation of nonresidential development; housing
units by type, persons per household, and household income; and infrastructure
assumptions for public works, public buildings, parks, recreation facilities, open
space, fire stations, and other public facilities. Public revenue and cost fiscal
factors will be developed through a current budget analysis and interviews with key
departmental staff based on the current level of service standards.
De
fi era ie ; Screenc peck Draft
E I P ant teunic l appendices (tit
copie- edectroiliu),
sc<-eenchec;k NO. and NOC (1
copy + iectronic , public review
Drat EIR (5 copies +
enw c i r o n kc P s.IiPw review Draft
EIR to-hnica appendices (25
copies, e ctrru sic;, public
-6-��.u,E,g �,�:,,t E14 and technical
apl-=endices ;,On GD) (35 copies
t
V E�i� fib" tdion, . ✓ copes for
fate (31a_<. in�ghouse +
eI.1 C (1
�;:;tr�ni f mine: t.;�A a, O�
copy e.ect=r` .
De i e fe; I I a will document
a {,
summarizing key
`indirig, a iscal issues (30
tY iriic;E. Following
e,ip; rv= pity s -ff comments on
ntY;m ac Q
511RHA will prepare
a final tec ri">a3 - -,,port (25 copies
-IL fie-- -. 1 1 c
247
PL-
Fiscal Impact Analysis. SRHA will identify the major sources of public revenues
and costs, and project the annual fiscal balance and revenue/cost ratios for the
alternatives and preferred General Plan land uses. The fiscal analysis will be
projected for up to two alternatives and a preferred General Plan at buildout. Key
fiscal indicators will be presented, including surplus (deficit), revenue/cost ratio,
and the distribution of revenue sources by various land uses.
Task 9: Prepare Final Documents and Conduct Public
Hearings
9.1 Prepare Hearing Draft General Plan
Deliverable: Public ~easing dram Following public review of the draft General Plan; PMC will meet with City staff to
General Plan (30 copies + identify desired changes to the draft plan based on community engagement
electronic;,
activities conducted during public review and comments and responses on the
Draft EIR. Following identification of desired changes, PMCU will revise the draft
General Plan to create a public hearing draft General Plan for Planning
Commission and City Council review. Revisions to the General Plan at this stage
are limited to changes identified in public comments or through the EIR process.
No additional chapters or sections would be added.
9.2 Prepare Hearing Draft Sustainability Action Plan
Deliverable: Public hearing draft Following public review of the draft SAP. PIVIC will meet with City staff to identify
Genera! Plan (30 copies + desired changes to the draft plan based on community engagement activities
conducted during public review and comments and responses on the draft EIR.
electronic). Following identification of desired changes, PMC will revise the draft SAP to
create a public hearing draft SAP for Planning Commission and City Council
review. Revisions to the SAP at this stage are limited to changes identified in
public comments or through the EIR process. No additional chapters or sections
would be added.
9.3 Prepare Responses to Comments and Administrative Final EIR
Deliverable: Administrative Final Atkins will prepare an Administrative Final EIR for City review. It is assumed that
EIS !electronic, preparation of the Administrative Final EIR will not result in any new technical
analyses or substantial text revisions. We will prepare written responses to oral and
written comments received on the Draft EIR and will distribute responses to
commenting parties, as deemed necessary. We understand that contract
augmentation for "excessive" numbers of responses is not typically considered by
the City. Therefore, our proposal is conservative in this regard. Atkins will also
prepare any other written responses to letters or verbal comments received during
the preparation and processing of the EIR document (as deemed necessary by the
City). Where necessary, the text of the Draft EIR will be revised in a format to
indicate text -that has been deleted (by strikeout) or new text has been inserted (by
double underline"). A chapter on text changes will note any revisions to the Draft
EIR made in response to comments.
9.4 Prepare Final EIR
Atkins' project manager will meet with City staff to review comments on the
Administrative Final EIR. Based on one consolidated set of comments on the
Administrative Final EIR, Atkins wilt revise the Administrative Final EIR for City
review prior to publication.
Based on one set of consolidated comments on the screencheck Final EIR, Atkins
will incorporate all final City comments and prepare the Final EIR. It is assumed
that preparation of the Final EIR will not result in any new technical analyses or
substantial text revisions. The Final EIR will be distributed by Atkins to all
commenting agencies at least ten days prior to the EIR certification hearings.
Section 21081.6 of the Public Resources Code requires all state and local
agencies to establish monitoring or reporting programs whenever approval of a
project relies upon a mitigated negative declaration or an environmental impact
report. The monitoring or reporting program must ensure implementation of the
measures being imposed to mitigate or avoid the significant adverse
environmental impacts identified in the EIR. In conjunction with the EIR, Atkins will
prepare a MMP (if needed) that clearly identifies mitigation measures identified in
the Draft EIR, mitigation implementation responsibility, implementation timing,
and reporting procedures in a format effectively and efficiently implemented and
monitored by the team. The MMP will follow standard City format and will be
bound separately.
9.5 Prepare CEGA Findings and Statement of Overriding Considerations
Atkins will prepare findings for each significant effect identified in the EIR, and a
statement of overriding considerations, if unavoidable significant impacts occur.
Atkins will also prepare any draft resolutions (if required) and the Notice of
Determination (NOD) within four days of certification of the Final EIR, The City will
be responsible for all filing fees.
9.6 Prepare Final General Plan
Following public hearings before the Planning Commission and City Council, and
confirmation with City staff of desired changes, PMC will revise the draft General
Plan to create a final General Plan. Revisions to the General Plan at this stage are
limited to changes identified in the public hearing process.
D inierMes, S reencheck Final
H"K, (1 g copie electronic},
indivi u ,onimants and
respu-ses fc r di.,1ribution to
c , ; .u,rtfingage,. cies (1 copy ,
electrn 0, Fina` EIR (50 copies
u3Wwtr'„ E ad ninistrative draft
8'`>'.P :ale 'r,,,ni = sc h
f�@��=� ,�€�, f� tia- �. �reenc �eck
draft f Efy„- r2 codes +
fi_ml WIMP (1 copy +
e€ v;trn, nir;).
Screer =check
ce"ti{iutoie_�°�lent 1,
1,2
copies
eencheck NOD
--pv ei�lc " iiC}, final NODS
gyp,, electric=,
0e[ivewa ta: F Inal General Plan
cru Plan and S hedu. �2-49
If
9.7 Prepare Final Sustainability Action Plan
Deliverable: Final SAF 1150 copes Following public hearings before the Planning Commission and City Council, and
+ electronic; confirmation with City staff of desired changes, PMC will revise the draft SAP to
create a final SAP. Revisions to the SAP at this stage are limited to changes
identified in the public hearing process.
Task 10: Project Meetings, Management, and Coordination
10.1 City Staff Meetings (20) and Public Works Ombudsman
Deliverables: Up to tv,o €,2 P`:'C To maintain a local presence and ensure project momentum, PMC staff will
staff participating in up_� t��e, participate in project management meetings with City staff. The budget provides
for up to 20 in -person project meetings, which will be timed with key milestones.
(20; in -person project Up to two PMC staff members, including the project manager, will attend each
management meetings: m--e tind meeting to discuss progress on the project schedule, engagement approach, and
agendas and summaries
evolving project priorities. PMC will prepare an agenda for and summary notes
from each meeting. Subconsultant staff budgets identified in this proposal include
(electronic}. time dedicated to participation in some of these meetings, as needed. In
particular, M&N has allocated resources to attend up to 4 City staff meetings, and
Matrix has allocated resources to attend up to 3 City staff meetings, in addition to
numerous interviews identified in the scope for the fire and police services study.
As a part of this task, PMC Principal Mark Teague will assist the Public Works
Department as an ombudsman for the General Plan update and SAP. In this
capacity, Mark will provide technical assistance, recommendations, regulatory
input and assist with review, interpretation, and editing of draft documents.
Approximately 60 hours of Mark's time have been identified for this task.
10.2 Engagement Activities Identified in Outreach Assessment
Delis-ferables: Support Flexibility concerning community engagement is essential, as this is the task item
for identified communn ou eac,11
that is most likely to change through the process. We have programmed flexibility
into this approach to allow adjustments as we proceed through the planning
techniques and paiicir;aJd -- in process, PMC will implement the community engagement strategy identified in
events, as identifilec in the Task 1.3 in close coordination with the City project management team in
outreach assessr�e :.:,;,it .: as =p
accordance with the budget identified for this task. All materials prepared by PMC
will be reviewed and approved by City staff prior to public distribution.
prepared in Task 1.3.The bud E.
identified for this task ir? PMC's project manager; public engagement specialists; and City staff will confirm
that the outreach strategy prepared in Task 1.3 includes the most appropriate
considered anot-toaexcse lir3�11it outreach and engagement techniques for the duration of the project and proceed
to complete selected of;., earn with subsequent outreach and engagement to key stakeholders as directed by the
tasks and formats.
outreach strategy.
e,v
10.3 GPAC and Task Farce Meetings (17)
We understand that the City Council has determined that a General Plan Advisory
Committee (GPAC) will be appointed to support the General Plan update. While
the size and composition of the GPAC have not been determined at this time, City
staff anticipates the group would consist of between 25 and 30 members.
Furthermore, the GPAC may be split into multiple subgroups or task forces
consisting of GPAC members, Environmental Board members, and other
community experts to review technical studies.
PMC will facilitate up to 17 meetings of the full GPAC or GPAC task forces
throughout the project. Subject to refinement within the community engagement
strategy, approximately seven (7) of these meetings will be dedicated to the GPAC,
eight (8) will be dedicated to task forces, and two (2) would be reserved for either
the GPAC or task forces as needed. Task force meetings may include dedicated
Environmental Board meetings for discussion and preparation of the SAP. We will
kick off the GPAC at the first meeting by reviewing the project purpose; discussing
the contents and state requirements for the General Plan, SAP, and EIR;
establishing the committee's ground rules and role in the process; and reviewing
the community engagement program and project timeline.
We anticipate meeting with the GPAC to obtain feedback regarding the following
key project milestones:
• Project kickoff (within Task 1)
• Community vision (within Task 2)
• Key issues (within Task 3)
• Task force review of technical background studies (within Task 4)
• Key policy approaches (within Task 5)
• Land use and circulation alternatives (within Task 5)
® Public review draft General Plan and SAP (within Task 8)
We also anticipate that task forces would be appointed by the GPAC and City staff
to review the following technical studies:
• Biological resources (Task 4.2)
• Sea level rise vulnerability assessment (Task 4.3) (2 meetings)
• GHG emissions (Task 4.5) and Sustainability Action Plan (2 meetings)
• Market trends analysis (Task 4.6)
• Circulation system (Task 4.7)
Deliverables. tip to two (2) PIVIC
sta-= .att-r, d'inr:, ;_; to seventeen
I3PAC or to %force
frog r - °et = w agendas,
nresenta n , a d summaries
e8evt£i?S siu�,
'Norly . li'. and
/ w
Fire and police services (Task 4.8)
® Two (2) additional task force meetings (to be determined)
These task force meetings would occur following preparation of technical studies,
but prior to initiation of the alternatives analysis. For all GPAC and task force
meetings, PMC will provide a facilitator and the project manager, in addition to
other needed technical staff for presentations. PMC will prepare meeting agendas,
presentations, and summaries for each meeting. PMC Team subconsultants will
attend task force meetings related to SLR, market trends, circulation, and police
and fire services.
10.4 EIR Scoping Meetings (Day and Evening)
Deliverable: PMC and Atkins
Scoping Meeting: The PMC and Atkins project managers will be available to attend
one EIR Scoping meeting, to be held after the issuance of the IS/NCP. We
project onagers attending one
recommend conducting this meeting as a two-part event with an agency
(1) CEQA Scoping meeting to be
roundtable in the afternoon, followed by a presentation and public'comment before
conducted in two parts as
the Planning Commission the same evening. Atkins will be responsible for
preparing any required materials for the scoping meeting (i.e., graphic exhibits
described above: meeting
and handouts, as necessary), as well as making a brief presentation on the CEQA
presentation and summary
process and project overview. Scheduling, noticing, and conducting the scoping
(electronic).
meeting are assumed to be the responsibility of the City. The City will make
available any GIS prepared graphics associated with the project.
10.5 Planning Commission or City Council Study Sessions (8)
Deliverabres: tip to two (2) PN C
PMC will conduct study sessions before the Planning Commission and City
Council at key points in the General Plan update process. Specifically, PMC will
staff attending up to eight (8)
facilitate two study sessions (one before the Commission and one before the
Planning Commission or Cite
Council) at the following key points in the process:
Council study sessions: meeting
Community vision and key issues (within Tasks 2 and 3)
agendas, presentations, and
Key policy approaches (within Task 5)
St?ninnarieS (ei8Gtr6niC.
® Preferred land use and circulation plan (within Task 5)
Public review draft General Plan and SAP (within Task 8)
PMC will provide a facilitator and the project manager, in addition to other needed
technical staff for presentations, including subconsultants as needed. PMC will
prepare meeting agendas, presentations,.and summaries for each study session.
J2 Promc sa t;r Ceity H r 'n, ion
P�I_
10.6 Planning Commission or City Council Hearings (4)
After the public hearing draft General Plan, public hearing draft SAP, and Final EIR
are released; the PMC team will participate in four hearings before either the
Planning Commission or the City Council. City staff will determine the number of
hearings to be held before each decision -making body. Key members of the PMC
team and subconsultants will be available to attend and to respond to public and
Commission,%Council comments and questions. The work scope assumes that up
to two PMC staff members; including the project manager, and representatives
from each subconsultant firm will be present at these public hearings. PMC will
collaborate with City staff as directed to assist with preparation and delivery of
presentations for each public hearing.
1U Ongoing Project Management and Coordination
Ongoing and active project management is essential to ensure a successful
project. This task provides for project management by the PMC project team
throughout the project, including overall project management, coordination of
team members and tasks, preparation of invoices and project updates, general
consultation with the City, and team meetings. We recommend conference calls
every other week throughout the project, with periods during public review or
holidays that spread team meetings out to once every few weeks. The biweekly
calls are an opportunity for the PMC project team and the City to review tasks in
progress, share information, review key milestones, and provide updates. This
approach allows the entire team to stay up. to speed on the project. As a
component of this task, PMC will generate agendas and notes for each team
meeting for the City's records and use in updates to the City Council or interested
parties. The budget for this task recognizes that the PMC project team will also
communicate with the City team by e-mail and phone throughout the project.
Task 11: Coastal Resiliency Plan
The following tasks describe a Coastal Resiliency Plan that is included in the
project scope of work, as well as optional additional modeling to support the
Coastal Resiliency Plan. The optional modeling could be added to the scope of the
General Plan update at the City's discretion.
11.1 Coastal Resiliency Plan
M&N and PMC will prepare a Coastal Resiliency Plan for Huntington Beach using
findings of the SLR vulnerability assessment described in Task 4.3 as a starting
point and following the approach presented in Section 1 of this proposal. In
preparing the Coastal Resiliency Plan, we will consult with other entities with
coastal -dependent facilities including OCSG, AES, the State of California, other
resource agencies, and non -governmental organizations (NGOs) that manage
ecosystem restoration areas,
De'verabies Ud t to two (2) PMC
staff ar d s,&&--i ;ultants (as
ne=died) atte° ding up to four 1(4)
Couroc: ` hearings., public hearing
P,1e..,ntat on,., as directed
Vela^tr�=nia.
fi eraf tea Ongoing project
Mar=_-,g ernen and coordination; up
o 60 voiect management
con .;yre, . -Jis °kith agendas
and rE eting i , is (electronic).
r e.va tes: 4;;-inistrative draft,
inal ,'asral Resiliency
liar d , u use '.s-Iectronic).
The Coastal Resiliency Plan could be a stand-alone plan or could be presented as
a chapter of the SAP, at the City's discretion. Elements of the plan may include:
12 A climate -resilient vision for the city
Guiding principles for resilience (i.e., engineering resilience, ecological
resilience, community resilience)
Preparedness goals for each planning area (e.g., beach and beach
infrastructure (parking lots, lifeguard facilities, pier)., roads and
pedestrian/bike access ways, utilities, recreational harbor infrastructure,
residences, ecological habitat areas, new development areas)
® Preparedness actions for each planning area
We will identify potential adaptation measures for the various elements of
infrastructure affected by sea level rise. Potential measures may include:
® Engineering resilience: multiple levels of protection, anticipate failure modes
and stockpile resources, storm recovery plans, pre-existing problem areas
Ecological resilience: water and sediment management, planting plans and
maintenance
Community resilience: communicate resilience strategies and outreach to
public, need for maintaining beaches, establish evacuation routes, rebuild
now versus later, considerations for tourism
We will also identify an implementation strategy for the Coastal Resiliency Plan
consisting of phasing (i.e., stair -step approach), economics (i.e., do it now versus
later), cost estimates, and regulatory, resource, and other impacts (e.g., loss of
land due to adaptations),
11.2 Coastal Resiliency Planning — Additional Modeling Option
Deliverables: Additional as- M&N can add great value to the presented scoped effort through focused
needed €` ode* . to suppo modeling efforts to identify. effective adaptive measures to improve coastal
resiliency, emphasizing a solution -based approach. Two primary focus areas for
Coastal Resiliency Plan. the Coastal Resiliency Plan include: (1) the City's ocean shoreline, vulnerable to
coastal storm waves and high ocean water levels; and (2) coastal and low-lying
inland areas subject to coastal and/or rainfall related flooding.
Ocean. Shoreline Adaptation Strategy Modeling. Potential adaptation strategies to
enhance coastal resiliency include preserving/maintaining the federal Surfside-
Sunset beach nourishment program. The City's beaches, and all sandy beaches
from Surfside to Newport Beach, rely on this program for periodic nourishment.
This program will become even more critical under future SLR scenarios. M&N
will use the very powerful modeling tools created to support the vulnerability
pc�_
assessment to develop effective adaptation strategies that maintain the beach
width necessary to effectively manage coastal erosion. These modeling tools
provide a quantitative assessment of potential future adaptation strategies
including additional beach nourishment, alternative sand sources, sand retention
structures such as nearshore reefs, and shoreline armoring.
If desired, our effort can augmented with an assessment of the economic benefit
associated with City management of the public trust beach resource. We have
collaborated on numerous such investigations with Dr. Philip King (San Francisco
State University), a recognized expert in the area of the economic benefits of
beaches. Dr. King has previously studied Huntington Beach in detail and that work
can be updated and applied to this effort as appropriate. Powerful arguments can
be made that support the City maintaining its beaches, and oftentimes the benefits
significantly exceed the costs. Such a message is critical in these times of fiscal
prudence.
Combined Coastal and Upland Flood Mitigation Strategy Modeling. M&N
proposes to develop a coastal resiliency planning model that will help the City
identify risks and options for mitigating coastal flooding caused by high rainfall
events in combination with coastal storms, extreme astronomical tides, and under
various scenarios of SLR. While the preceding vulnerability assessment focuses
on existing flood defenses, the adaptation strategy focuses on identification and
evaluation of conceptual flood mitigation alternatives including structural flood
barriers or elevated flood control channel walls, augmented/upgraded pumping
systems, and gates to allow tidal exchange during normal conditions.
M&N will use historical data and new measurements, along with design rainfall
hydrographs, within calibrated models of the storm water collection system and
overland flow areas to predict flooding for a range of both rainfall and tidal
tailwater events. We will incorporate results into a GIS geodatabase and maps,
along with information on property and infrastructure values, historical flood
damage claims, and potential impacts to transportation corridors. The geodatabase
approach allows for efficient, repeatable, and easily presentable calculations to
characterize the benefits of various mitigation alternatives.
The storm water system, open water, and overland flow simulations will be
conducted using the XPSWMM model, which will be applied in the vulnerability
assessment using the EPA SWNIM5 1-dimensional (1-D) model for pipe, channel,
and structure flows, linked with the TUFLOW 2-dimensional (2-D) model for.open
water and overland flows. This 1-D/2-D dynamically -linked approach will create a
more accurate simulation of the effects that oceanwater levels have on the storm
water system's ability to convey rainfall runoff during coastal storm events (e.g., El
Nino). The grid -based 2-D overland model will allow seamless integration of
XPSWMM model results with the property, infrastructure, and elevation data in the
khij .lr t<.. tl ) and, ; [,�%�'U. 2'.JJ
project geodatabase, allowing us to calculate flood damages for both existing and
proposed conditions.
M&N will develop XPSWMM 1-D/2-D models for two large and separate
watersheds within the City's lowland historic floodplains: the Bolsa gap and Santa
Ana River, We will calibrate the models using City GIS information and historical
data, and run matrices of predictive simulations for several design alternatives over
several design storms.
This work will provide expanded knowledge of tidal conditions within the city and
create models that produce more accurate flood predictions. M&N and PMC will
develop conceptual flood mitigation alternatives by assessing of City design
requirements; and identifying those in need of update; prioritizing flood
improvements; and the formulating funding strategies to implement these
improvements.
M&N will develop risk analysis and design conditions using results from the
integrated stormwater system, open water, and overland flow simulations. At each
level of design; we will evaluate probable construction and operations and
maintenance costs alongside estimated benefits from flood damage reduction. We
will estimate damages will be estimated based on high -resolution, GIS-based
calculations using FEMA and U.S. Army Corps of Engineers methods and depth -
damage functions.
Schedule
The schedule shown on the next page presents completion. of the General Plan
update project in approximately two -and -a -half years (30 months) from contract
initiation. The schedule is flexible, based on our project understanding and the
City's needs and resources, and can be refined as needed at the project kickoff
meeting.
2-56 ProrxiSa for C;jtv," of iUr' l' w ^.f
PCAI
sillaWl"Sk WA� PubJu'ReviewPeniod ReviewPeriod
. ..... ..... .. .
7.1 Initial Study/NOP
........... ....... .......................... .......................
..........
. . .. ...........
IBM,
.... ..... ...
7.2 Contact and Consult Agencies
... .......
.......... i
....................... ..........
7.3 Admin. Draft EIR
50
8.1 Public Review Draft General Plan
8.2 Public Review Draft SAP
fi
8.3 Public Review Draft EIR
................. . .
.. . ..........
. .......
-
8.4 Fiscal Analysis
..........
..........
"M
9.3 RTCs and Admin Final EIR ..........
EIR
..........
. .....
............
-
...........
9.4 Final
9.5 CE'QA Findings & SOC .......................
- ............
- ............... -L.
..........
i ...... ..... . ..............
...... . . . .........
.
9.6 Final General Plan
9.7 Final SAP
10.1 City Staff Meetings (20) and Public Works Ombudsman
°" x -N
Vilw�
10.5 PC or CC Study Sessions (8) ....................... — ....................
10.6 PC or CC Hearings (4)
P,
10.7 Ongoing Project Management
11. 1 Coastal Resiliency Plan
..........
............ -
11.2 Coastal Resiliency Planning Additional Modeling Option
Meetings
Gonsiltan' T`sk Pulb';c Review Feikid
Cily Staff Review
Fe fina I
ATTACHMENT C
PMCs proposed cost estimate is provided at the end of this section and identifies
teary, member levels, hourly rates, estimated hours per task, total number of hours
and cost; and subconsultant and direct costs. As identified in the attached budget,
PMC proposes to complete the General Plan update work program for a budget of
$1,720,151. Considering a 15% contingency, the total amount would be
$1,978,174.
If identified as a desired task by the City, optional modeling to support the Coastal
Resiliency Plan (Task 11,2) would add $91,540 to the project fee.
Our objective in assembling the budget is to provide a realistic assessment of the
effort required to complete the work items identified in, the RFP. We understand
that City staff will be consulting with the City Council prior to consultant interviews
to identify the priority items to be included in the work program in light of the
proposed budget for each work item. Therefore, the work program and budget
remain flexible at this time and will be adjusted as ,seeded to meet City needs and
priorities.
Cost Assumptions
With the objective of ensuring clarity about the proposal, PMC has prepared the
following assumptions for our scope of work that explain the basis for the cost and
effort to implement the work scope.
The topics and scope of technical studies will be confirmed through an initial
meeting with City staff. PMC has scoped and budgeted for the technical
studies described in the RFP.
• For each deliverable, our work plan assumes that the City's General Plan
project manager will provide PMC with one set of consolidated comments
and that any conflicts among comments from multiple reviewers will be .
resolved by the City prior to providing comments to PMC. We further assume
that the technical reports will be presented to the GPAC and task forces for
discussion and that the GPAC and task forces will advise staff regarding
content of the reports. City staff will direct any revisions to the contents of the
reports (i.e., the GPAC will not provide independent direction to PMC).
• Our work scope assumes that City staff will conduct the required SB 18 tribal
consultation process, with PMC as a technical advisor. We will provide
sample letters and other documents required for the consultation process.
• Our scope and budget do not specify costs for mass printing and distribution
of General Plan newsletters. PMC will work with the City to determine the
P v-I 11�
4-i
most efficient and cost-effective means of distributing a community
newsletter.
The work scope assumes up to 17 GPAC and task force meetings, with each
meeting to be attended by two PMC staff members: (1) the project manager,
who will serve as the meeting moderator, and (2) a note taker or technical
expert. PMC will prepare meeting agendas, presentations, and summaries. We
will also provide the City with examples of bylaws or rules of order adopted by
other general plan advisory committees for consideration by the GPAC. PMC
assumes that the City will be responsible for securing meeting locations,
logistics, and noticing.
• The work scope assumes that two PMC staff members and one representative
of each of the consultant team members will be present at public hearings
before the Planning Commission and City Council. We will assist City staff in
preparing a presentation for the public hearings. PMC further assumes that
Planning Commission comments and recommended revisions to the General
Plan, SAP, and EIR will be presented as an addendum in the staff report to the
Council, not as revised documents.
• The scope of work assumes up to 20 project management meetings with City
staff.
The budget for direct costs represents our best estimate of internal costs for
travel, reproduction, supplies and materials, communications,
postage/delivery, and other miscellaneous costs. We have included a cost
estimate for printing or reproduction of the City's desired number of the
technical background report, and the public review draft and final General
Plan, SAP, and EIR. For most other work products, a single electronic copy is
assumed. The cost of such documents will depend on the number of pages,
number of color pages, graphic content, number of oversized pages (11 x 14,
11 x 17, etc.), use of section dividers, and other factors. Because we cannot
predict, in advance, the cost per document, we will charge for the actual cost
of copying plus 5% for our handling costs. These costs will be limited to the
maximum amount identified in the budget proposal, as required by the RFP.
Our cost estimate is based on the proposed 30-month schedule included in
this proposal. Should significant delay (more than 120 days) occur for
reasons beyond our control, additional charges may apply to the remaining
work, based on labor rates in effect at the time of the delay.
4-2
riw
^0,
............ ...
..
2
4
19
$7 880
$1 60 51 r20
$3 070
$680
4,8 0.......
1.1 Kickoff Meeting, Bus Tout, Fuld GIS Orienialion
12
2
8
..
.. ...
......_
..._
.�..._
c 6p...
...... _. ....- ...._..- ._......... ......_.
12 Develop General Plan Visual Identity �
-...._.
2
.......
.....__
2
8
. ,...
f
�
..32
6
� 50
$49�10����
$260
-.. -..
$5,170
3 Prepare Duheac h Assessment And Engagement Strategy
2
4
8
94
:� _.
2
7
• 42
$5,540
$6,540
.B
2.1 Stakeholder lnterviews!Key Community Themes
4
40
�0
2
$14,470--
2 Devele Commumt vision 4
16
40
56
8
32
II
156
$19.400
$110
F
$19,510
3.1 Collect And Rev ew (xistmg Plans An!i Pohnes
2
4
2
_..
., 24
�..... ,...
4
..... .....4
i
.......
3.2 Identify Key Issues
a....,.. t
l
1 -
8
16
2
16
4
4
4
4
62
$7.995...:
$7.995
4.1 Existing Land Use Survey
2 i
2
16
32
l
...
100
...
.._. 40
.....4
i 196
$20,410
$1 580
.....
$21,990.,..,,,
.___..._.... ...._... ............ ....__.......
4.2 Biological Resour os Survey
.._..__.__
24 l
1
i
� ��
60
60
40
20
228
$25 340
$1 580 �
_ _
$26920 ....
p
$104 310 '
$109,090
�
�.....44
�
�
....[-.$2.340
$158 620
$160,960......
Urban Runoff Impact Study
8
=
.....
..
_.
....
..
..
,. ......
_.__._... .. .. ............ _.__._....... ....._...._ ......a.......
e
_......__
__._...E
_ i
20
02
80
8
8
158
$17 , 70
$110 !
$15,880
4b C,HG Emissions
o
..
- ..
...
.... ..
,.
. _. _
._..
.....
. ......,.
-----..._. ...
_, _..._ _.._� . ._._....... ..._.__� ... _............. ..._...___ ,..._._..._..
_
... ..........._...__.
..,.
....___.
... .....�._
._
.__..
6
4
.14
$1 500._
574 00 '......_..
$ 25,700
4.6 Marker kends F,naly.,rs
a
....__
._
. __
......
.. ,... d. ,
...____.......
. ..... ...._.- ..... ..........
.........
2
..._..
........
6
`
......
4
4
16
$1 980
$44 840
$46 8 0
4.7 Circulation System Modeling
4 ...
8
....
..
2
16
$2 220
$110
......
' $81,400
$83,730
4.8 Hie And P(Ac•e Service Study
._._.._. —� .. _._ —.._
.._...
._...
_. __E.
,...
`'.._
I
-
._. __- .......
....... .........
$8,,......
G_
4.9InfastructureAndPublicServices
2
6
4
40
8
4
......,.
2
66
S8350
$110
.(.
,...
..,., ..
f
4.10 Natural And Environmental Hazards
((
2 1
4
4
i
40
20
4
2
76
$9 230
$110 1
--,
$9,340
6
2
10
$1 050
$10 860
$11,910,,,,,,
4.11 Noise Menitming And ModelingI
-
2
.,,...
4.12 Administrative Draft Technical background Report
8
2
4
20
i
20
_..,
40
.._
1L
12
146
.. _._
$16 >40
_ --- -
$280 ;,
_ r
$18 't60
_ ..._ - --
$3a 230
--.._._.._.._
- ..._.��
...—.-_
---'-
0
--
0
15
20
4
$7,995
S1 67
4.13 Draft Technical Bark9iound Report
4
1...
8
2
3a
_
___ _......
...
3..
1
0
$3.910
51,390 €
$5,300
4.14Final Technica(Background Report !
2_
.-
.--
.Fom
!�$73660.......
5.1 Develop Key Policy Approaches For GP And SAP
4
4
16
1 �
II
16
4
-
40 -..
...._ 80 ............
4
. 4 _.
_.....
I ...96
$2 f :840
.... -_ (
...t.
! $33,000
,. _.518,820 _..-
..._.._._ .. .._._-... . . ....... ... ...... P......_...)_
5.2 DeGne Land U e And Circulation Altematives (U To 3
...........
8
............_.
4
_....4
20
.......
8
-_ -....
8
k.
0
.......
32
40
20
8
68
.....
519,360
...
$ f 310
.I.
_. ..
$20,fa70
..6 ....
......... ......... ......... ... _.
5.3 Eval &Compare Altematives (Land Use, Guc., GHG; Fiscaq
_...... .
8
9
24
.__.
37
...
8 E
40
16
80
100
32
8
€ , 352
$39,020
_
:- $16.540
.-_-_ _
r
455,560_-,,,
5.4 Develo. Preferred Land Usa &Circulation Alternative
4
4
1�
16
1
16
4
32
40
12
.. 4
148
$16,840
$210
$17,050
8 20 40 $82,500 $91,540
11.2 Coastal Resiliency Planning - Additional Modeling Option 12 80 $9,040
me above Pei task costs "'0 based upoil ou" best estimate of firle lieedw A:Jua 1 time spli If on, Individol WA s rnay not nn es! o" ITIdy e;x6ee, .1 s UG"i esfin 18 Ass f1M., reserves "t; e "'ig fit to f(SlIsfer &I ased b uchfe? A'& p brie e ias K to a""ofliel Y aemsThe id,,i estmpted fiWiW n4lriot he exileeded mihoul proper
EXHIBIT "B"
Payment Schedule (Hourly Payment)
A. Hourly
CONSULTANT'S fees for such services shall be based upon the following hourly rate and cost
schedule:
B. Travel Charges for time during travel are not reimbursable.
C. Billing
All billing shall be done monthl in fifteen (15) minute increments and matched to an
appropriate breakdown of the time that was taken to perform that work and who
performed it.
2. Each month's bill should include a total to date. That total should provide, at a glance,
the total fees and costs incurred to date for the project.
3. A copy of memoranda, letters, reports, calculations and other documentation prepared
by CONSULTANT may be required to be submitted to CITY to demonstrate progress
toward completion of tasks. In the event CITY rejects or has comments on any such
product, CITY shall identify specific requirements for satisfactory completion.
4. CONSULTANT shall submit to CITY an invoice for each monthly payment due.
Such invoice shall:
A) Reference this Agreement;
B) Describe the services performed;
C) Show the total amount of the payment due;
D) Include a certification by a principal member of CONSULTANT's firm that
the work has been performed in accordance with the provisions of this
Agreement; and
E) For all payments include an estimate of the percentage of work completed.
Upon submission of any such invoice, if CITY is satisfied that CONSULTANT is
making satisfactory progress toward completion of tasks in accordance with this
Agreement, CITY shall approve the invoice, in which event payment shall be made
within thirty (30) days of receipt of the invoice by CITY. Such approval shall not be
unreasonably withheld. If CITY does not approve an invoice, CITY shall notify
CONSULTANT in writing of the reasons for non -approval and the schedule of
performance set forth in Exhibit "A" may at the option of CITY be suspended until
the parties agree that past performance by CONSULTANT is in, or has been brought
into compliance, or until this Agreement has expired or is terminated as provided
herein.
1
Exhibit B
/4
EXHIBIT `B"
Payment Schedule (Hourly Payment)
A. Hourly.
CONSULTANT'S fees for such services shall be based upon the following hourly rate and cost
schedule:
Project Director/Prin. Planner
$180.00/hr.
Bio Services Director
$175/hr.
Project Manager
$160/hr.
Assistant Project Manager
$140/hr.
Principal Planner
$160/hr.
Senior Planner/Facilitator
$130/hr.
Senior GHG Analyst
$115/hr.
Associate Planner/Biologist
$100/hr.
Assitant Planner
$90/hr.
GIS,Tech Editor, Graphics
$85/hr.
Admin Support
$65/hr.
B. Travel. Charges for time during travel are not reimbursable
C. Billing
1. All billing shall be done monthly in fifteen (15) minute increments and matched to an
appropriate breakdown of the time that was taken to perform that work and who
performed it.
2. Each month's bill should include a total to date. That total should provide, at a glance,
the total fees and costs incurred to date for the project.
3. A copy of memoranda, letters, reports, calculations and other documentation prepared
by CONSULTANT may be required to be submitted to CITY to demonstrate progress
toward completion of tasks. In the event CITY rejects or has comments on any such
product, CITY shall identify specific requirements for satisfactory completion.
4. CONSULTANT shall submit to CITY an invoice for each monthly payment due.
Such invoice shall:
A) Reference this Agreement;
B) Describe the services performed;
C) Show the total amount of the payment due;
D) Include a certification by a principal member of CONSULTANT's firm that
the work has been performed in accordance with the provisions of this
Agreement; and
E) For all payments include an estimate of the percentage of work completed.
Upon submission of any such invoice, if CITY is satisfied that CONSULTANT is
making satisfactory progress toward completion of tasks in accordance with this
1
Exhibit B
5. Any billings for extra work or additional services authorized in advance and in writing
by CITY shall be invoiced separately to CITY. Such invoice shall contain all of the
information required above, and in addition shall list the hours expended and hourly
rate charged for such time. Such invoices shall be approved by CITY if the work
performed is in accordance with the extra work or additional services requested, and if
CITY is satisfied that the statement of hours worked and costs incurred is accurate.
Such approval shall not be unreasonably withheld. Any dispute between the parties
concerning payment of such an invoice shall be treated as separate and apart from the
ongoing performance of the remainder of this Agreement.
2
Exhibit B
�L'l
LIST OF CONSULTANTS THAT SUBMITTED PROPOSALS
The Planning Center/DC&E
3 MacArthur Place, Suite 1100
Santa Ana, California 92707
ATTN: Brian Judd
(714) 966-9220
PMC
2729 Prospect Park Drive, Suite 220
Rancho Cordova, California 95670
Attn: Jeff Henderson
(949) 361-8384
MIG/Hogle-Ireland
169 N. Marengo Avenue
Pasadena, CA 91101-1703
Attn: Lisa Brownfield
The Chambers Group
5 Hutton Center Dr., Suite 750
Santa Ana, CA 92707
(949) 261-5414
HB -155- Item 5. - 96
p
�I
Acord CERTIFICATE F LIABILITY I Sly CE
Date81� 013R)
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW.
THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED
REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terns
and conditions of the policy, certain policies require an endorsement. A statement on this certificate does not confer rights to the Certificate holder in lieu of
such endorsemert s .
PRODUCER
Risk Strategies Company
2040 Main Street, Suite 580
Irvine, CA 92614
LID. #OF06675
CONTACT Sherry Young
NAB:
No EXt 949.242.924o
FIC.ND : 949.596.0965
N
EMAIL
ADDRESS; syoung@rlsk-strategles.Com
INSURERS AFFORDING COVERAGE
NAIC #
INSURED
Pacific Municipal Consultants
DBA: PMC
2729 Prospect Park Dr., Ste 220
Rancho Cordova, CA 95670
INSURERA:
Citizens Insurance Co. of America
31534
INSURER B:
Hanover American Insurance Co.
36034
INSURER C:
Massachusetts Bay Insurance Co.
22306
INSURER D:
Continental Casualty Co.
20443
INSURER E:
INSURER F:
COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:
THIS IS TO CERTIFY THAT POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED.
NOTWITHSTANDING ANY REQUIREMENT. TERM OR CONDITION OF ANY CONTRACTOR OTHER DOCUMENT WITH RESPECTTO WHICH THIS CERTIFICATE MAYBE
ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECTTO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF
SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR
LTR
TYPE OF INSURANCE
ADDL
INSR
SUER,
WVD
POLICY EFF
POLICY EXPO
GENERAL L LIAaRITY
EACH OCCURRENCE
$2AK000
A
X COMMERCIAL GENERAL LIABILITY
DAMAGE TO RENTED
PREMISES (Ea OCWrence)
11.000.000
CLAIMS -MADE OCCl02
son
OB39146MI02
07/01/13
07101/14
MED EXP(Any one parson)
$10'Wo
PERSONAL & ADV INJURY
$2,000.000
GENERAL AGGREGATE
$4,000,0D0
GEN'L AGGREGATE LIMIT APPLIES PER
PRODUCTS-COMPIOP AGG
$4.0002DO
$
POLICY X PROJECT LOC
AUTOMOBILE
LIABILITY
COMBDIED SINGLE LIMIT
(Ea accklenQ
$
BODILY INJURY (Par person)
$
A
ANYAUTO
ALL OWNED AUTOS A�DDULED
NON.
HIRED AUTOS X OWNED
OB3914SW102
07/01 /13
07/01 M 4
BODILY INJURY (Per accident)
$
X
PROPERTY DAMAGE
$
AUTOS
$
X
UMBRELLA LIAB
X
OCCUR
EACH OCCURRENCE
$2.000,DDO
A
ExCESS LIAR
CLALMS-
MADE
083914666102
07/01/13
07/01114
AGGREGATE
$2.000ADD
OEO X I RETENTION $10.0W
$
WORKERS COMPENSATION
WC STATU•
L
OTH-
B
AND EMPLOYERS LIABILITY YIN
WZ3912749003 (CA, AZ
07/01113
07/01/14
uMITs
ER
ELEACHACCIDENT
$1AOOA00
ANYPRppM�,� ,(M
NIA
C
OPRCFRr161HEREMt�?
(MendatoryInN.H.)
WZ39127496M(OR)
07/01/13
07/01/14
� E-EA
51,oW000
B yes, describe under DESCRIPTION OF
YEE
El. DISEASE - POLICY LIMIT
$1,0W,0N
OPERATIONS below
D
PROFESSIONAL LIABILITY
MCH288307507
07101/13
07/01/14
Per Claim
An re ate
$2.DD0.OW
$3,000.000
DESCRIPTION OF OPERATIONS I LOCATIONS I VEHICLES ch ACORO 101, Addltlonal Rw m*s Schedule, if more apace is required
Projects as on file With the insured including but not limited to General Plan Comprehensive Update. The City of Huntington Beach, its offloers, elected or
appointed officials, employees, agents and volunteers are named as additional insureds on the general liability policy -see attached endorsement, Prof Liab
Ded: W,000 per claim. "The above policies contain a 30-day notice provision for non -renewal and cancellation except for cancellation due to non-payment
of premium, in which a 10-daynotice applies." -
City of Huntington Beach
2000 Main St.
Huntington Beach, CA 92M
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE
EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH
THE POLICY PROVISIONS.
i
CityAttorney
Item 5. - 97 xB -156-
the rendering of or the failure to
render any professional
services. This includes but is
not 1 imted to any professional
services as an architect or
engineer arising out of any
construction agreement or
actiltiesunder which any
Insured or anyone acting on any
insured's behalf provides or
provided service, advice,
expertise or work- Construction
Includes, but is not limited to,
the plan, conception, design,
build, construct, assembly,
development, safety, erection,
formation, reconstruct,
rehablitation, repair, or any
improvement made to real
Property. Construction also
includes the hiring, supervision
or management of any of these
activities. However, this
exclusion does not apply to
1 iability arising out of
an insured's presence at a
Jobsite that was not
caused by professional
activities listed in the above
paragraph
c. Additional insured coverage
provided by this provision will not be
broader than coverage provided to
any other insured.
d. All other insuring agreements,
exclusions, and conditions of the
policy apply-
11. Additional Insured by Contract,
Agreementor Permit — Primary and
Non-contributory
The following Is added to SECTION III —
COMMON POLICY CONDITIONS:
M. Other Insurance
1. Add tionaI Insureds
If you agree in a written
contract, written agreement or
permit that the insurance
provided to any person or
organization included as. an
Additional Insured under
SECTION II LIABILITY, Part
C — Who is An I nsured, is
primary and non-contributory,
the following applies:
If other valid and collectible
insurance is available to the
Additional Insured for a loss we
cover under SECTION II —
LIABILITY, Part A. Coverages,
Paragraph 1., Business
Liability our obligations
are limited as follows:
a. Primary Insur-ance
This insurance is primary to
other insurance that Is
available to the Additional
Insured which covers the
Additional Insured as a
Named Insured. We will not
seek contribul ion from any
other insurance available to
the Additional Insured
except:
(1) For the sole negligence
of the Additional
nsured;
(2) When the Additional
Insured is an Additional
Insured under another
primary liability policy;
or
(3) When b.(2) below
applies.
If this insurance is
primary, our obligations
are not affected unless
any of the other
insurance is also
primary. Then, we will
share with all that other
insurance by the
method described in
b.(3) below.
b. Excess Insurance
This insurance is excess
over.
(1) Any of the other
insurance, whether
primary, excess,
contingent or on any
other basis:
(a) That is
Fire,
Extended
Coverage,
Bulder's
Risk, 1 nstallation
Risk or
similar
coverage
for "your
work',
391-1586 02 11 Includes copyrightedmatefiabRnsurance Services Offices. Inc. -with its Page 2 of 4
HB -157-
Item 5. - 98
b. For purposes of the coverage
provided by this endorsement F.
Liability And Medical Expenses
Definitions under Section II -
Liability is amended by adding the
following:
a.- vour project" means:
i. Any premises, site or
location at on, or i n
which "your work" is
not yet completed; and
ii. Does not include any
location listed in the
Declarations.
IV: Blanket Waiver of Subrogation
Paragraph K. Transfer Of Rights Of
Recovery Against Others To Us in
Section III — Common Policy
Conditions Is amended by the
addition of the following:
We will waive any right of recovery we
may have against any person or
organization when you have agreed in a
written contract, permit or agreement to
waive any rights of recovery against such
person or organization because of
payments we make for injury or damage
arising out of your ongoing operations or
.your work" done under a contract with
that person or organization and included
in the "products -completed operations
hazard".
391. 1586 0211 Ind ides copyrighted material of Instrance Services Offices. Inc., with its permission Page 4 of4
Item 5. - 99 HB -158-
Su iiy INSURANCE AND INDEMNIFICATION WAIVER
HunBeach. MODIFICATION REQUEST
1. Requested by: Debra Gilbert
2. Date: 8/22/2013
3. Name of contractor/permittee: Pacific Municipal Consultants, dba PMC
4. Description of work to be performed: General Plan Update
5. Value and length of contract: $1,900,000
6. Waiver/modification request: $50,000 deductible on Professional Liabiltiy
7. Reason for request and why it should be granted: PMC privately owned company, due to
strong growth and financial stabitility has carried the $50K deductible for the last five
years. They do not consider this to be a substantial amount. Company financials are
attached consider confidential and are to be return to the vendor at the listed address.
8. Identify the risks to the City in approving this waiver/modification: very minimul
Department Head Signatu
8/22/13
Date:
APPROVALS
Approvals must be obtained in the order listed on this form. Two.approvals are required
for a request to be granted. Approval from the City Administrator's Office is only required if
Risk Management nd-t a City Attorney's' ffice disagree.
1. Z-1
Management
pproved El Denied �.��
Signature D to
2. City Attorney's Office
a
❑ Approved ❑ Denied ! �.iJ",,.°°'��' =�iJ
Signature Date
3. City Manager's Office
❑ Approved ❑ Denied
Signature Date
If approved, the completed waiver/modification request is to be submitted to the
City Attorney's Office along with the contract for approval. Once the contract has been approved,
this form is to be filed with the Risk Management Division of Human Resources
JAR -159- Item 5. - IOC
Insurance Waiver Form.doc 8/22/2013 4:u-i:uu rnm
City Of Huntington Beach
2000 Main Street ® Huntington Beach, CA 92648
(714) 536-5227 o www.huntingtonbeachca.gov
Office of the City Clerk
Joan L. Flynn, City Clerk
October 9, 2013
Philip O. Carter, President
Pacific Municipal Consultants
2729 Prospect Park Drive, Suite 220
Rancho Cordova, CA 95670
Dear Mr. Carter:
Enclosed for your records is a copy of the fully executed "Professional Services Contract
Between the City of Huntington Beach and Pacific Municipal Consultants for Preparation of
Comprehensive Update to the City of Huntington Beach General Plan."
Sincerely,
` G"
Join``L. Flynn, CIVIC k
City Clerk
JF:pe
Enclosure
Sister Cities: Anjo, Japan 0 Waitakere, New Zealand