Climate Action and Adaptation Plan (CAAP)

Agenda Item #4.A

DATE: February 1, 2021 TO: Honorable Mayor and Members of the City Council through City Manager FROM: Christina Paul, Principal Policy Planner SUBJECT: Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Raimi + Associates for the General Plan and Housing Element Update

RECOMMENDATION

It is recommended that the City Council authorize the City Manager to execute a Professional Services Agreement with Raimi + Associates for the General Plan and Housing Element Update, consistent with the draft scope of work and as unanimous recommended of the Selection Committee.

BACKGROUND

On October 19, 2020, the City Council reviewed the draft Request for Proposals (RFP) for the General Plan and Housing Element Update project. After incorporating input the final RFP (Attachment 2) was published on November 5, 2020, posted on the American Planning Association website and Planetizen website, as well as directly emailed to planning firms and subconsultants working on planning projects in the Bay Area region. On November 20, 2020 staff hosted a virtual information session for consultants interested in the City’s RFP, which attracted over 30 consultants from a variety of disciplines.

On December 7, 2020, the City Council appointed Councilmembers, Kevin McDonnell and Dave King to the Selection Committee, which was tasked with reviewing proposals, interviewing qualified consultants, and ultimately providing input to inform the selection of a consultant team to undertake the General Plan and Housing Element Update. The full selection committee included:

• Dave King, City Councilmember • Kevin McDonnell, City Councilmember • Peggy Flynn, City Manager • Heather Hines, Planning Manager • Christina Paul, General Plan Update Project Manager • Gina Benedetti-Petnic, Deputy Director of Public Works and Utilities • Ingrid Alverde, Director of Economic Development and Open Government

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• Olivia Ervin, Principal Environmental Planner • Ada Chan, ABAG/MTC

The 40-day posting of the RFP concluded on December 14, 2020 and the City received proposals from Dyett and Bhatia, Mintier Harnish, and Raimi + Associates. The Selection Committee reviewed the three proposals and met on December 18, 2020, to discuss and evaluate the written proposals. The Selection Committee chose to invite all three responding consultants to participate in interviews which were subsequently held on January 11 and 12, 2021. Each interview was approximately 90 minutes, including a presentation by the consultant team and topic-based questions from the Selection Committee. Topics covered as part of the Q&A included community engagement, land use, project management, implementation, historic preservation, schedule and timeline, transportation, housing, homelessness, climate change, CEQA, environmental considerations, flooding, sea-level rise, and economic development.

DISCUSSION

Selection Committee Recommendation Following the final interview, the Selection Committee discussed the consultant teams, taking into consideration their technical expertise on the many topic areas covered in a General Plan, compatibility with the Petaluma community and specific General Plan project demands, familiarity with Petaluma, professional experience, the composition of team members, community outreach approach, ability to innovate, ability to collaborate with staff, responsiveness to questions, responsiveness to the RFP, and overall enthusiasm for the project.

The Selection Committee noted that all three of the consultant teams were well qualified for the project and each brought different strengths forward in the proposals and interviews. After discussion, the nine selection committee members unanimously ranked the Raimi + Associates team as the top choice to partner with the City for the General Plan and Housing Element Update project. The Selection Committee’s recommendation is based on the following factors:

• Strong technical expertise on the Raimi + Associates team in response to Petaluma specific RFP, including climate action planning, community engagement, California housing policy, economics and retail planning, transportation, sea level rise and resiliency, land use planning

• Dedication to public equity and sustainability

• Cutting-edge work on public health in the urban planning context

• Demonstration of familiarity and research on current local issues in Petaluma, including modeling of theoretical land use scenarios and the location of at-risk communities

• Use of dynamic online land use scenario-development tools

• Collaborative and efficient team dynamic demonstrated during the interview

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• Robust community engagement proposal focusing on engaging community members using a wide range of tools, empowering community members to serve as ambassadors, and ensuring a transparent planning process

• Willingness to work within the City’s proposed timeline and capacity to be flexible to evaluate and possible adapt the timeline if needed during the process

• Strong expertise in California Housing policy and existing ties to the State’s Housing and Community Development department

• Familiarity with Petaluma, Bay Area jurisdictions, local and regional issues of interest

• Approach to developing a General Plan implementation program that integrates General Plan implementation with City organizational planning

• Ability to understand and communicate the relationship between the General Plan and City fiscal sustainability

• Scope of work that presents a clear and concise roadmap on the Update process within a two-year timeframe.

Consultant Team The Raimi team includes a suite of subconsultants to augment Raimi + Associates in specific areas and in response to the City’s robust RFP. The team is made up of the following consultants:

Raimi + Associates will serve as the prime consultant and planning and design lead for the project. Raimi brings expertise in comprehensive planning with a focus on community engagement, high-quality urban design, sustainability, climate change, and health. Raimi will also be responsible for preparing a stand-alone climate action and adaptation plan (CAAP). Given the strong community interest in the Climate Emergency Resolution and the desire to eliminate emissions as quickly as possible, the Climate Action & Adaptation Plan will strike a balance between being a technical document that is used on a day-to-day basis by City staff and elected and appointed officials to guide decision-making, and a visionary document used by the general public to understand the long-term vision and direction of a community.

Rincon Consultants will be responsible for the Environmental Impact Report (EIR), the safety element (including wildfire preparedness and resilience) and other technical Elements of the General Plan, including the Open Space, Noise, and Conservation Elements. Rincon has worked extensively with Raimi + Associates on General Plans and Specific Plans throughout California and played a similar role on many projects.

Fehr & Peers will lead the team’s effort on mobility and multi-modal transportation planning. In addition, Fehr & Peers will be responsible for developing and running the traffic model for the project. Raimi + Associates and Fehr & Peers are frequent teaming partners on similar projects throughout the State.

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Strategic Economics will assist with policy preparation related to economic development as well as feasibility and fiscal impact analysis. Strategic Economics’ role will be to ensure the plan responds to the unique market conditions of Petaluma and supports long term fiscal sustainability.

Veronica Tam and Associates will prepare the Housing Element and assist with housing policy. VTA is one of the leading housing policy experts in the State and has prepared dozens of housing elements in the region. The firm is currently preparing over two dozen Housing Elements in Southern California for the 6th cycle and thus brings significant exercise on how cities can implement new legislation.

Sherwood Design Engineers will assist with infrastructure and sea level rise analysis for the Petaluma General Plan Update and EIR. This work will be complemented by the work of West Yost consultants, who will contract separately with the City to provide floodplain and sea level rise modeling.

Plan to Place is a North Bay community engagement firm and will assist Raimi in leading the extensive community engagement effort. Raimi and Plan to Place are currently working together on multiple projects including the South San Francisco General Plan and the Diridon Station Area Improvement Plan community engagement process.

The Cultural Planning Group will bring their expertise in arts and cultural planning to help align and leverage the City’s cultural policies with its civic priorities and economic and community development goals. They will be responsible for preparing an Arts and Culture Element for the General Plan.

Page and Turnbull brings extensive expertise in historic preservation and will be responsible for preparing the City’s preservation focused goals and policies as part of the General Plan Update.

Greenfelder Real Estate Strategy will support the economic development analysis by performing retail resilience assessments and strategic recommendations. More specifically, they will help to define “the future of retail” in Petaluma.

Contracting Process Raimi + Associates’ proposal included a scope of work and detailed budget consistent with the City’s RFP (Attachment 3). The recommended action before the City Council is approval of a resolution (Attachment 1) authorizing the City Manager to negotiate and execute the final Professional Services Agreement with Raimi + Associates to kick off the General Plan and Housing Element Update.

Following input form the City Council, the City Manager will negotiate a final scope of work and contract with the consultant. The contract will include a 10% contingency budget to ensure that the contract provides the needed flexibility to avoid stalls in the expedited timeline and allow

Page 4 augments to the scope as may arise during the planning process. The work plan will be flexible based on the City’s needs, provided that a completed General Plan, Housing Element, Climate Action and Adaptation Plan and associated environmental documentation will be the results of the effort.

An estimated schedule for the General Plan effort is below.

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ENVIRONMENTAL REVIEW

This agenda item is related to the General Plan. The current discussion of developing a General Plan and Housing Element update is not a project under CEQA. Staff anticipates that the General Plan Update, including the Housing Element will culminate in an EIR and will be led by the selected consultant team to ensure consistency with all CEQA requirements.

PUBLIC OUTREACH

Staff developed a multifaceted public outreach effort for the General Plan that to date has included engagement with the City Council and City Commissions and Committees, a public survey, a staff survey, email updates, website, social media posts, notices to schools, articles in the City e- newsletters, advertisements, news releases, and utility bill inserts. The staff-led outreach process will transition to a staff-led, consultant-assisted process when the General Plan consultants begin work, which is outlined in the scope of work and will be further defined as a key initial effort of the consultant team.

CITYWIDE GOALS AND PRIORITIES

The General Plan Update will allow the City to further all of the goals in the Goals and Priorities document by enabling the community and decision makers to think about how to accomplish the goals in the most impactful and efficient way possible over the long term. Workplan item 126 specifically reads “Begin planning for update of the City’s General Plan 2025”.

CLIMATE EMERGENCY

There was a significant amount of community input during the City Goals and Priorities outreach effort associated with a need to respond to the climate emergency and to protect the natural environment. These themes were echoed in the General Plan outreach efforts and are primary principles that will carry throughout the planning process. This focus and priority was clearly stated in the Draft RFP, which includes an acknowledgement of the importance of these issues and calls for the integration of a Climate Action Plan into the General Plan Update, and is prioritized in the proposed scope of work.

The Citywide Climate Action Framework will serve as background to the selected consultant team. Updating the General Plan will allow the City to develop a comprehensive approach to addressing the climate emergency by planning for transportation infrastructure for all modes, the location and density or intensity of future land uses, influencing travel patterns, and can also provide guidance on building efficiency and overarching sustainability.

FINANCIAL IMPACTS

The City’s General Plan implementation fee is charged on all building permits to collect money to fund the General Plan Update. The current balance of the fund is approximately $1.7 million..

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In addition to the general fund money that has been reserved for this update, the City was also awarded $275,000 in Local Early Action Planning (LEAP) grant funds to financially assist with the development of the City’s 6th cycle Housing Element and associated environmental analysis. The City is also pursuing upcoming grant opportunities such as the Community Development Block Grant (CDBG) Planning and Public Services Program Grant, Regional Early Action Program (REAP) Grants, and Planned Development Area (PDA) Grants provide additional funding sources toward the project. The City is eligible to apply for $2.5 million in CDGB funds, $140,000 in REAP funds, and $1.8 million in PDA funds.

The current project budget for the General Plan and Housing Element Update and including development of a Climate Action and Adaptation Plan, is projected to be approximately $2,774,195. An estimated budget by task is provided below.

It is estimated that the $1.7m of general fund reserves, $.3m of awarded LEAP grant funds and the remaining $.8m in other anticipated grant funding will be sufficient to cover the cost of the General Plan update.

Estimated Budget Summary Labor Cost Per Task Tasks Task 1: Project Initiation $ 45,260 Task 2: Community Engagement $ 523,120 Task 3: Discovery $ 296,893 Task 4: Visioning $ 45,340 Task 5: Alternatives $ 219,210 Task 6: Policy Development $ 188,515 Task 7: Plan Development $ 218,512 Task 8: CEQA $ 198,667 Task 9: Review and Adoption $ 81,138 Task 10: Housing Element $ 180,000 Task 11: Climate Action and Adaptation Plan $ 150,000 Task 12: Project Management and Meetings $ 162,530 Expenses (Total) $ 212,810 Contingency (10%) $ 252,200 Grand Total $2,774,195

ATTACHMENTS

Attachment 1: Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Raimi + Associates Attachment 2: General Plan Update RFP Attachment 3: Raimi + Associates General Plan Draft Scope of Work

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ATTACHMENT 1

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PETALUMA AUTHORIZING THE CITY MANAGER TO EXECUTE A PROFESSIONAL SERVICES AGREEEMENT WITH RAIMI + ASSOCIATES FOR THE GENERAL PLAN AND HOUSING ELEMENT UPDATE

WHEREAS, the City of Petaluma is required by the State of California to adopt and periodically update a General Plan, the guidelines for which were updated in 2017 to include an Environmental Justice Element; and

WHEREAS, the City of Petaluma is further required by the State of California to update its Housing Element in concert with the update of the regional plan for development, Plan Bay Area, as well as legislation adopted since 2017 requiring additional housing-related planning efforts and environmental documentation than have previously been required to update the Housing Element; and

WHEREAS, the current General Plan 2025 was adopted in 2008; and

WHEREAS, initiation of a General Plan Update is workplan item #126 of the Citywide Goals and Priorities for 2020/2021; and

WHEREAS, at their meeting on July 7, 2020 the City Council directed staff to initiate preliminary outreach and development of a Request for Proposal to begin the General Plan update; and

WHEREAS, due to the scope and deadline associated with the required sixth cycle Housing Element the City Council opted to work on the General Plan and Housing Element Updates in tandem; and

WHEREAS, in response to recommendation by the Climate Action Commission and consistent with the goals of the Climate Emergency Framework, the City has also included development of a Climate Action Plan in the scope of work for the General Plan Update; and

WHEREAS, the City of Petaluma issued a Request for Proposals on November 5, 2020, for the required consulting services; and

WHEREAS, three consulting firms submitted proposals and were interviewed by the City’s Selection Committee; and

WHEREAS, Raimi + Associates was the unanimous recommendation from the Selection Committee based on their technical expertise as demonstrated by the composition of their overall consultant team, their responsiveness to the City’s robust Request for Proposals, and their experience with similar types of projects; and

WHEREAS, the City’s general plan implementation fee is charged on all building permits to generate funds for a General Plan update; and

WHEREAS, the City has been awarded State LEAP grant funds of $275,000 as funding for the preparation of the City’s sixth cycle Housing Element and associated environmental review; and

WHEREAS, City staff is actively pursuing additional grant opportunities to provide additional funding for the project; and

WHEREAS, approval of a professional services agreement with Raimi +Associates for the City’s General Plan and Housing Element update is not a project within the meaning of Section 15378 of the

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ATTACHMENT 1

CEQA Guidelines, because it has no potential for resulting in physical change in the environment, directly or ultimately; and is not subject to CEQA under the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment, and it can be seen with certainty that there is no possibility that this action will have a significant impact on the environment.

NOW THEREFORE, THEREFORE, BE IT RESOLVED by the City Council of the City of Petaluma as follows: 1. The above recitals are hereby declared to be true and correct and are incorporated into this resolution as findings of the City Council. 2. Approval of a professional services agreement with Raimi +Associates for the City’s General Plan and Housing Element update is not a project within the meaning of Section 15378 of the CEQA Guidelines, because it has no potential for resulting in physical change in the environment, directly or ultimately; and is not subject to CEQA under the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment, and it can be seen with certainty that there is no possibility that this action will have a significant impact on the environment. 3. The City Manager is authorized and directed to finalize and execute on behalf of the City a Professional Services Agreement with Raimi + Associates for the General Plan Update including the following: a. The final scope of work shall be substantially similar to that included as Attachment 3 to the February 1, 2021 City Council staff report.

b. The overall project budget shall not exceed $2,774,195.

c. The project budget shall include a 10% contingency. 4. The City Manager may modify the final scope of work, budget allocation, and terms and conditions of the City’s standard Professional Services agreement in her discretion as appropriate to best meet the City’s requirements. Any modifications to the City’s standard Professional Services Agreement shall be negotiated with the consultant at the discretion of the City Manager prior to execution of the contract.

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REQUEST FOR PROPOSAL General Plan and Housing Element Comprehensive Update November 5, 2020

Christina Paul, Principal Policy Planner 11 English Street, Petaluma, CA 94952 707.778.4367 [email protected]

2-1 Table of Contents

Project Information 3

Section 1: Introduction 4

Section 2: Project Team 20

Section 3: Scope of Work 21

Section 4: Evaluation and Award Process 27

Section 5: Proposal Format 28

Criteria for Proposal Acceptance 30

Section 6: RFP Questions 30

Section 7: Additional Information 31

Page 2 2-2 PROJECT INFORMATION

Date November 5, 2020 Project Title General Plan and Housing Element Comprehen- sive Update Description The City of Petaluma is requesting proposals from qualified planning consultant teams to develop a comprehensive update to its General Plan, including the Housing Element, Climate Action Plan or similar robust approach to Climate Action, associated Environmental Impact Report and comprehensive community engagement approach. Optional Pre-Submittal Friday, November 20, 2020, at 1:00 p.m. Conference Questions Due Monday, November 30, 2020, at noon.

Proposal Due Monday, December 14, 2020, at 4:00 p.m.

Interviews Friday, Monday, January 11 and Tuesday, January 12, 2021

Contract Awarded Monday, February 1, 2021 (City Council consideration)

Project Timeline Adoption by City Council of the General Plan, Housing Element and EIR in December 2022

Contact Christina Paul, Principal Planner Planning Department 707.778.4367 [email protected]

Page 3 2-3 SECTION 1: INTRODUCTION

The City of Petaluma is excited to issue this request for proposals from planning teams who would like to partner with us to develop a dynamic, transformative, progressive vision for our City’s future. Petaluma is a thriving and unique city of 62,000 nestled in idyllic Sonoma County along the banks of the Petaluma River. Between the urban core of the Bay Area and the rural lands that support that core, we are proud to be the home to an active arts and culture scene as well as active manufacturing and recognized local food and beverage production. Our historic downtown, eateries, wineries and breweries are magnets for tourists and locals alike. We are a close-knit community that welcomes newcomers and new ideas. We believe that it is of paramount importance that we respond as a community to the climate The successful consultant team will have signifi- crisis, develop affordable housing, and protect the cant experience preparing innovative and cohe- natural systems that surround us. sive General Plan updates and associated technical analysis and documentation. They will also The City of Petaluma invites proposals from qual- have extensive community outreach, public en- ified firms, consultants or consultant teams to gagement, and meeting facilitation experience prepare a comprehensive update to the City’s and are asked to demonstrate success with com- General Plan, including the Housing Element, Cli- munity engagement and thought leadership us- mate Action Plan (or similar approach to a robust ing creative tools and a variety of approaches to approach to Climate Action), and Environmental engage a wide spectrum of the community. The Impact Report, informed by a robust community City is looking for a team that will provide: engagement process that allows for every Peta- luman to participate in creating the vision for our community’s future.

Page 4 2-4 • Thoughtful and engaging visioning with the The State of California has specific regulatory and community. technical requirements for General Plans. Firms should be creative in proposing a team approach • The ability to help develop a General Plan that that demonstrates a thorough understanding of embodies and communicates the various el- the State’s regulatory and technical requirements ements and policies in the plan as an interre- for General Plans while responding to the City’s lated system that articulates both a cohesive, unique qualities and issues. adaptable vision for Petaluma’s future and an implementation plan that will be embraced The City’s current General Plan was adopted in for generations to come. 2008 with targeted updates in 2018. The current General Plan is remarkable and forward-thinking • Inspirational, articulate, thoughtful and curi- for its time, and continues to be a valuable guide ous team members to work in collaboration on many issues. However, City and community with our community, our leadership, and our priorities have evolved, and the City was unable staff. to implement portions of the plan due to impacts • Demonstrated leadership in sustainability, of the Great Recession. In light of these factors climate action, riparian planning and ecologi- and based on a community desire to create a new cal health, sea level rise, resiliency, and adap- vision for Petaluma, City is initiating this Gener- tation, and an ability to weave sustainability al Plan updated well in advance of the 2025 time as a primary priority throughout the General horizon of the 2008 general plan. Plan. The City has been developing groundwork for the • A demonstrated understanding of current General Plan to build off of since early 2019. This HCD requirements going into the 6th cycle has included developing Community Goals and and the ability to provide a creative and au- Priorities, adopting a Climate Emergency Res- thentic approach to facilitating RHNA com- olution, initiating creating of a Climate Action pliance in an equitable and proactive manner, Framework, and completing extensive communi- as well as ideas for best positioning jurisdic- ty outreach to inform initial General Plan directions to be active partners in attracting and tion. The results of these efforts are summarized facilitating high quality, sustainable housing below flowing a brief contextual portrait of the development to meet essential housing needs city. for all Petalumans.

• Qualified environmental experts with a full technical team and demonstrated history of working together as a team.

• A demonstrated ability to meet tight time- lines in the context of the City’s need to submit the Housing Element and associated environmental documentation no later than January 2023, and desire to complete the General Plan Update on the same timeline.

• An unwavering commitment to community engagement throughout the process.

Page 5 2-5 The City of Petaluma

Petaluma, the second largest city in Sonoma City of Petaluma SMART Rail Station Areas: TOD County, is a vibrant city of 62,000 residents. We Master Plan , which also serves as a preliminary are the southernmost jurisdiction in the County, vision for the Corona Road station. An associat- 15 miles south of Santa Rosa and 40 miles north ed SmartCode reinforces the SMART Plan for the of San Francisco. Our city was established on the plan area. banks of the Petaluma River and incorporated in The City is proud to showcase its historic down- 1858. Petaluma has had a strong focus on agricul- town and surrounding historic districts. The Pet- ture and river-dependent commerce since it was aluma Historic Commercial District encompass- incorporated, though the construction of High- es much of Downtown Petaluma and includes 96 way 101 from the Golden Gate Bridge into Sono- contributing buildings on approximately 23 acres ma County in 1969 brought an increased demand of land. The district was placed on the Nation- for housing to the city. Shortly thereafter, over- al Register of Historic Places in 1995, and design whelmed public schools were forced to go into guidelines were adopted in 1999. double sessions, and voters responded by capping the approval of new homes at 500 per year in one This District represents the development of com- of the nation’s first growth management regula- merce in the City from the mid-nineteenth cen- tions. This regulation was challenged by develop- tury to the end of World War II. It also provides ers and upheld in the US Court of Appeals for the a diverse and well-designed collection of com- Ninth Circuit in a landmark case. In 1972, voters mercial buildings, the architecture of which is established another piece of landmark legislation unmatched in Sonoma County. Today’s District and put into place an Urban Growth Boundary to still retains a high degree of architectural integri- protect the open space around the city. Petaluma ty, and building improvements have maintained remains committed to the UGB to focus develop- an association with the historic period. The res- ment and avoid sprawl into the outlying farmland idential area surrounding the Historic Commer- and open space that surrounds Petaluma. cial District boasts many well-preserved historic homes, both modest and grand in scale. The Petaluma River, a tidal sough, runs through the historic heart of the city. While industrial uses Petaluma remains well-connected to its rural of the river have waned, it remains a vital recre- roots. Pastures and open space surround the city, ational and ecological amenity and plays a strong and two creameries still operate in town. The tall role in establishing Petaluma’s sense of place and feed silos that hover over downtown are still in identity. The river has recently been dredged to use. A handful of companies still transport mate- remove sandbars, a process the City is looking to rials and products on the Petaluma River, which continue to support through new partnerships runs through the middle of town. and funding streams. The Petaluma community is sensitive to the flooding that occurs along the River and its tributaries.

Petaluma has an existing Sonoma-Marin Area Rail Transit (SMART) rail station near its historic downtown, and another station is planned for the northwestern area of the city at Corona Road and McDowell Boulevard. The area surrounding the Downtown SMART Station is addressed by the

Page 6 2-6 Urban Growth Boundary (UGB)

Petaluma was an early leader in public man- Petaluma is significantly built-out inside the agement of population growth. Infrastructure UGB. The City and community are interested in shortages and sprawling subdivisions that were focusing on transit-oriented infill development seen to overtax the community’s environmen- both around SMART stations and along transit tal and aesthetic quality in the 1960s alerted the corridors. The City continues to receive enquires City to the downsides of rapid growth. Further about and applications for new housing develop- frustrations were felt as the city became divided ment projects on remaining undeveloped sites, between the older West Side and the new com- industrial redevelopment sites and in the greater muter-oriented East Side built along Highway Downtown. 101. Development began endangering the local economy by impinging on agricultural and dairy lands and drawing retail business away from downtown and towards East Side shopping centers.

The UGB was placed on the ballot by the City Council in 1998, and city voters overwhelmingly adopted a fixed urban edge. Although the UGB did not affect the growth management numbers, it confined the city’s growth and physical development until 2018. In 2010, the City Council placed a ballot measure before the voters extending the UGB to 2025. Four potential areas of limited expansion were identified in the measure. The Petaluma community and the City remain committed to the Urban Growth Boundary and expect that it will be renewed. The Urban Growth Boundary will be a significant topic of discussion during the General Plan development process and may be proposed to be renewed prior to 2025 as a General Plan implementation measure.

Page 7 2-7 Current Community Goals and Priorities

In April 2019, the City convened a community The City and community also identified these fo- process to identify focal areas and overarching cal areas: Affordable Housing Crisis; Infill Hous- goals for the City as an organization, as well as ing Development; Climate Emergency; Public immediate priorities and action items. This is the Health; Equity; Ecological Sustainability; New culmination of hundreds of hours of work with FEMA Mapping; City Fiscal Sustainability; and input from hundreds of community members, Economic Strength. While these goals and fo- committees and commissions, and City staff. Our cal areas were identified for the 2019-2021 fiscal 2019-2021 set of Goals and Priorities covers five years, they are indicative of our emerging vision goal areas and includes objectives and work plan for our community. items that address important initiatives to im- The Goals and Priorities document is available at: prove the quality of life for Petalumans. The Goals identified are: https://cityofpetaluma.org/ city-manager-goals-priorities/ 1. A CITY THAT WORKS FOR EVERYONE: Ensure a fiscally and organizationally sustainable City that is innovative and efficient; provides valued services promptly and professionally; engages the community, and proactively funds, designs, installs and maintains City infrastructure that is safe, functional, and sustainable and serves the needs of our residents.

2. OUR ENVIRONMENTAL LEGACY: Preserve and protect Petaluma’s environment for future generations and become a municipal leader in sustainability by protecting our river and open space; reducing and drawing down greenhouse gas emissions; and encouraging sustainable development.

3. A SAFE COMMUNITY THAT THRIVES: Sup- port facilities and design programs that create a healthy, resilient, and engaged community that is prepared, safe, and housed.

4. AN ECONOMY THAT PROSPERS: Encourage a thriving business environment that results in a strong, diverse, resilient economy and supports community prosperity.

5. SPACES AND PLACES THAT INSPIRE: Create inviting natural and built places and spaces for contemplation, play, arts, and connection while celebrating our history and encouraging community pride

Page 8 2-8 Climate Emergency Preliminary General Plan Focus Topic Area Identification and Outreach Results

In order to thoroughly prepare to begin the Gen- eral Plan Update process and provide focused direction to consultants in this RFP, the City under- took a significant outreach effort to identify key topics to focus on and consider during General Plan development. This outreach effort included presentations to City Council and 11 City commissions and committees, stakeholder interviews, a community survey, a City staff survey and community group presentations. The City also collab- orated in September 2020 with the Urban Land Institute (ULI) to convene a Technical Assistance Panel (TAP) to study housing opportunities in the city. Below is a summary of the results of this engagement. The City expects that while this in- Petaluma has a long history of innovation. From formation will be valuable to the development of its earliest days, Petalumans were inventing new proposals, the consultant team will also contrib- tools and expanding commerce. Now that we are ute their expertise, recommendations for how to facing climate change, the City of Petaluma is address these topics, and suggestions for topics leading with sustainability policies and actions for additional study and discussion. that will support the climate. Whether it be new codes for sustainable development, a focus on The following list outlines key issues and aspects alternative transportation options, or the instal- of select required and optional elements and lation of electric vehicle chargers, Petaluma will general topics and foundational information and be looking for ways to take action. In late 2019, the feedback gathered during the RFP development City Council adopted a Climate Emergency Reso- process. lution and created a Climate Action Commission charged with helping further this effort. The Cli- mate Action Commission along with engagement of the community is currently drafting a Climate Action Framework to articular key priorities for addressing climate change. The City anticipates that the Framework will inform General Plan direction.

Page 9 2-9 1. LAND USE the built-out nature of the City, public perception and potential opposition to higher density devel- The City anticipates significant land use chang- opments, and inconsistencies between existing es as a result of the General Plan due to response General Plan densities and established residen- to evolving market demands, plans for meeting tial neighborhoods. RHNA, and related impacts. The City welcomes creative approaches to using land use policy to Other priorities related to land use include focus- foster a strong place-based, socially equitable, ing on more home-based industries, introduc- ecologically sensitive, climate-aware evolution of ing different uses into predominantly residen- Petaluma and its established neighborhoods. tial neighborhoods to allow for small community hubs and decrease vehicle miles traveled, pre- The city faces physical constraints in its efforts serving commercial and retail spaces, establish- to plan for future housing because of its Urban ing more river-facing uses, updating policy and Growth Boundary, which expires in 2025 and is implementation documents to define mixed-use likely to be extended again at that time or earlier and transit-oriented development, and focusing by the voters, though limited expansion is possi- on attracting jobs that allow more people to both ble and may be desirable. The remaining undevel- live and work in the City. oped space within the Urban Growth Boundary is highly restricted. Much of the remaining unde- Finally, the City and community would like to ex- veloped space is adjacent to the Petaluma River, plore options to enable flexibility in land use des- which triggers concerns about flooding and - hy ignations so that developers can respond to mar- drology impacts and habitat encroachment, or on ket demands, while ensuring that market spikes steep slopes. Additionally, much of the remaining in one kind of development or another do not undeveloped land in Petaluma has significant ac- overwhelm the city and eliminate the potential cess constraints that create additional challenge. for other future uses.

According to a 2019 real estate forecast, most of Petaluma’s current demand is for industrial spaces, particularly newly built class A industrial space. The city has a strong food and beverage manufacturing base. The city’s proximity to Marin and San Francisco makes it well-suited to additional industrial space growth, particularly if and when labor costs for construction become more moderate.

During the RFP outreach process, staff received feedback regarding land use in the City. Primar- ily, members of the committees/commissions identified the need for higher density to accommodate the growth that will occur in the near and long-term in Petaluma. Though higher density was cited as an opportunity and priority by several committee/commission members, several challenges to high density were also identified in the outreach process. These challenges include the historical pattern of low-density development,

Page 10 2-10 2. CONSERVATION network, and supporting equal access to public amenities such as parks, transit stops, and librar- Petaluma is a city defined by the natural environ- ies. The Plan must ensure that no particular group ment. The aquatic and riparian resources along is required to bear a disproportionate burden of the Petaluma River; the rich, ecologically diverse impacts from climate change. Air quality and plant and wildlife communities; the area’s pre- transportation policies must also be included to cious water and air resources; and productive help reduce air pollutant concentrations in com- open space resources all contribute significantly munities located near high volume roadways or to the city’s quality of life. other sources of point and non-point pollution. The Petaluma River runs through the middle of the There is a significant focus on environmental jus- city, creating both the incredible opportunity to tice in the Climate Action Commission’s ongoing facilitate well design river-oriented development work. and the challenges of remaining sensitive to the river’s health and associated floodplain. The Army Corps of Engineers recently completed dredging 4. MOBILITY (CIRCULATION) the Petaluma River, including the Petaluma Mari- The current General Plan was forward-thinking na and the Turning Basin. The Petaluma River had in establishing well-balanced multimodal trans- not been fully dredged since 2002 and the Marina portation in the city as a key priority. The City re- since 1998, except for minor dredging performed mains dedicated to this vision. after the New Year floods emergency in 2006. As a result, the river, especially the Turning Basin Highway 101 is the primary access route into the and the Marina, had heavily silted up, severely re- city from the north and south, with CA-116 serv- stricting access by commercial and recreational ing as a secondary access route to the east. The vessels during most of the daily tide cycle. After Lynch Creek Trail provides crosstown access for the current dredging effort is complete, Petalu- bikes and pedestrians. According to a 2020 Coun- ma will need to develop an agreement with oth- ty study 69% of trips originating in Petaluma stay er local jurisdictions to fund any future dredging. within the city. The current General Plan identi- The community has expressed the need to have a fies two significant vehicle transportation proj- strong focus on the River in the General Plan. ects to create additional crosstown connector opportunities, including the southern crossing at Caulfield and the northern crossing at Rainier. 3. ENVIRONMENTAL JUSTICE The City’s impact fee structure was developed to solely fund these and other significant infrastruc- OPR’s 2017 General Plan Guidelines require that ture projects at buildout. However, General Plan cities with at-risk populations prepare an Envi- work should consider the continued desirability ronmental Justice Element as part of an updated of this funding structure and look to incentivizing General Plan. Preliminary analysis indicated that projects that address the mobility impacts of the Petaluma will be required to prepare this element. growing community and the City’s commitment Beyond this requirement, we are dedicated to to carbon neutrality. furthering environmental justice in the city. The City’s intent will be to enhance community health Staff are currently working with a Technical Advi- and environmental quality citywide by improving sory Committee to establish VMT thresholds for or maintaining air quality, ensuring neighbor- the city and provide draft guidelines to the City hood access to healthy foods, promoting equita- Council for review and approval near the end of ble distribution of housing types and household 2020. income levels, creating a safe pedestrian/bicycle

Page 11 2-11 Transit access is provided by SMART and bus ser- at the airport to accommodate slightly larger air- vices through City-run Petaluma Transit, Coun- craft and additional charter flights. ty-run Sonoma County Transit, and Golden Gate The City is in the process of updating the Pedes- Transit. trian/Bicycle Master Plan. The first stage of this SMART is planned to run between Cloverdale and work will be to develop additional specifications Larkspur, and is currently being expanded from and project prioritization associated with the cur- existing service. The active track runs from near rent Plan. The second stage will be to identify lo- the Charles M. Schulz-Sonoma County Airport cations for facilities in response to proposed land (north terminus) to Larkspur (south terminus, use changes. General Plan consultants will be connecting to ferries to San Francisco). The Peta- asked to collaborate with the Bicycle/Pedestrian luma Downtown SMART Station has had approx- planning team and may be asked to perform the imately 30-minute headways in either direction second stage of the Ped/Bike Master Plan devel- during morning and evening commute hours, opment. The Ped/Bike Master Plan is, and will re- and 60-minuted headways for the remainder main, an addendum to the General Plan. of weekdays. Service has been reduced due to Challenges facing circulation in the City were COVID-19 impacts, and now has approximately identified by several committees/commissions, one-hour headways, with no weekend service. including the lack of bicycle and pedestrian in- There is a planned infill SMART station at Corona frastructure, individual perceptions of bicyclists Boulevard and North McDowell Avenue: Petalu- on shared roadways, the car-centric design of ma North. The SMART Board of Directors autho- the City, specifically on the east side, the impact rized $8 million funding for station development of traffic on the reliability of transit services, and in June 2020. the difficulty in expanding transit services in a The Petaluma Municipal Airport is located on the distributed, low-density urban condition. Prior- northeast edge of the city. It is bordered by agri- ities include increasing safety of bicycle and pe- cultural and parks/open space land on the north destrian facilities, network improvements that and east and residential development on the account for a multi-modal system, cross-agency southwest side. The airport records about 60,000 coordination, bridging last-mile transportation take-offs and landings each year, equally split be- gaps, increasing safety on urban trails, and in- tween aircraft based in Petaluma and those based creased east-west access and access to amenities elsewhere. There is potential for redevelopment throughout the City.

Page 12 2-12 5. OPEN SPACE 6. SAFETY Recreation programs and city and county parks Petaluma prides itself in being a safe communi- are significant contributors to Petaluma’s quality with a strong connection between the com- ty of life. Petaluma offers a wide range of recre- munity, the City, and the Police and Fire Depart- ational programs and facilities for people of all ments. As in many cities, Petaluma’s ability to ages. While the City provides a relatively high provide supplementary public safety services is aggregate seven acres of parkland of seven acres constrained by available funding. Major themes per 1,000 residents, the General Plan will need to around safety in the community include wildfire carefully consider the development of targeted prevention and concerns surrounding develop- new facilities and the maintenance and program- ment in the floodplain. Flooding is also an on- ming of new and existing facilities. Like many cit- going concern and Petaluma experiences peri- ies, Petaluma’s available funding for parks aqua- odic and reoccurring flooding. Calls for disaster tion and maintenance is constrained. The City’s preparedness to better respond to these types of future planning for parks will focus on access to hazards were identified as a priority during RFP existing facilities and in areas with little access to engagement, and are currently addressed in the parks, park and recreation center programming, recently drafted Local Hazard Mitigation Plan. In and providing a range of experiences at each fa- addition, pedestrian and bicycle safety concern- cility. Creative ideas for maintenance as part of ing the lack of adequate lighting on Lynch Creek the General Plan would help balance the desire Trail and city streets in general was identified as a to maintain and enhance existing and bring new priority for the community. park facilities online.

Discussion during the RFP outreach process high- Wildfire and urban fires are a major concern. lighted maintenance and improvement of exist- While Petaluma did not have direct loss of struc- ing facilities throughout the City. Input received tures within City limits during the 2017 or 2020 also indicates the desire for greater diversity in wildfire events, Petaluma does regularly serve as the quantity and type of recreation facilities pro- an evacuation center for surrounding jurisdic- vided in the City, such as dog parks, pocket parks, tions during wildfire evacuations. and separated paths and trails.

Many participants noted the importance of the Petaluma River and riparian areas throughout the city as crucial for recreation and conservation.

Page 13 2-13 7. HOUSING 8. EQUITABLE AND RESILIENT COMMUNITIES As with many communities in California, Petalu- ma is experiencing a housing crisis. Housing pri- Promoting social equity is important to the Peta- orities identified through the outreach process luma community, as evidenced in the City’s Goals include the development of affordable housing, and Priorities. The community has expressed a increasing the diversity of housing types includ- desire to address structural inequities in policy ing housing affordable to middle-income house- and work to ensure that the vision and goals it holds, congregate care for the elderly population, delivers benefit those who have the greatest need and support for the homeless population. Signif- and results in increased opportunity and eco- icant challenges facing the development of hous- nomic vitality for all. Social equity work will begin ing in the City include the difficulty of securing with the engagement work that will give voice to financing by developers, conflicts between en- traditionally underrepresented groups and sur- suring environmental protection and reducing face issues often left out of the planning process. climate change impacts and the need for housing, There is a significant focus on social equity in the increased traffic, and occasional community bias Climate Action Commission’s work. against affordable/low-income housing.

Like all Bay Area cities, Petaluma must develop its 6th cycle Housing Element by January 2023 and expects to be allocated more than twice the units it saw in the 5th cycle. In 2015, Petaluma’s RHNA was 745 new units, including 302 units for low income. Petaluma housing has grown at a rate of approximately 260 units/year since 2015. As of October 2020, Petaluma has a draft local RHNA allocation of 2,110 units, including 560 Very low income units, 323 low income units, 342 moderate income units, and 885 above moderate income units. This allocation may change.

Many of the sites identified in the current Hous- ing Element have been developed, and there are over 2,000 units in the development pipeline. The City’s current goal is to support the development of denser infill housing that is environmentally responsible, in close proximity to transit, and including a range in affordability to meet Petaluma workers’ and residents’ essential housing needs. Petaluma has seen significant interest in ADU development.

The City is the recipient of a LEAP grant to support the development of its Housing Element. All work related to the Housing Element must be billed as a separate task for accounting purposes.

Page 14 2-14 9. PUBLIC HEALTH 10. ECONOMIC DEVELOPMENT Petaluma is an active community that is proac- The approach to the future of the economy be- tive about forwarding public health. Several of comes even more critical in the post-RDA era the committee/commission members engaged when development funds are limited and creativ- during RFP outreach identified public health as a ity in attracting private investment is essential. priority for the General Plan. In addition to phys- Businesses and workers are increasingly organiz- ical health outcomes, a broad definition of health ing themselves in cities with the most substantial may also consider well-being, happiness, and quality-of-life assets: high-quality public spaces, kindness, consistent with City Goals and Priorities. access to a diverse range of affordable and attrac- Specific comments included needs for healthy tive housing, and a supportive social and cultural food systems, locally sourced food, teen support environment. The Plan should seize the oppor- groups (especially related to identity, mental and tunity to position Petaluma for enduring invest- emotional health), more community events that ment and sustained economic growth. are not grounded in the sale of alcohol, more se- The General Plan should recognize the chang- nior health and wellness programs that focus on ing nationwide retail environment and develop promoting independence, and providing preven- a strategy to adjust to market adjustments as de- tative care that reduces the need for emergency mands for retail, commercial, hospitably, and in- medical services. Petaluma is committed to being dustrial spaces shift. an Age Friendly City. Petaluma has taken initial steps to becoming certified as an Age Friendly City Petaluma values its small businesses and unique, by the World Health Organization (through AARP) locally owned enterprises. While commercial and is in the process of conducting a community and retail facility vacancies exist in Petaluma, the need assessment. This effort will be coordinated community and City would like to examine ways with the General Planning effort. We are interest- to maintain and encourage retail and commercial ed in having the General Plan include policies to activity and associated jobs. Many stakeholders ensure that Petaluma is realizing its commitment cited a desire not to over-build retail space and to to being a community that is welcoming to Peta- rather provide flexibility for property owners to lumans of all ages. respond to the market with flexible uses and land use permissions. A need to support increased residents working from home was also cited as a priority for the General Plan. The City welcomes innovative approaches to promoting and maintaining a balance of mixed-use development, access to services and market responsiveness.

Page 15 2-15 11. SUSTAINABILITY AND CLIMATE 12. URBAN DESIGN CHANGE Residents of Petaluma place a premium on the Petaluma has a long-standing and active com- small-town feel of the City. Maintaining this char- mitment to sustainability leadership. The City’s acter while allowing the community to evolve 2019 Climate Emergency Resolution states the requires a careful approach to urban design. goal of reaching carbon neutrality by 2045 or ear- Planning should be focused on the public realm lier. Climate change increases the fragility of local and design guidelines. The City is in the process and regional ecologies and introduces challenges, of developing Objective Design Standards for such as increased heat, fire risk, sea-level rise, and multi-family development. decreased water supply, which threaten property and quality of life in Petaluma. This component must be closely coordinated with proposed land use, housing, and mobility policies. The General Plan must include climate change adaptation and mitigation policy and strategies in compliance with State law and to increase the resiliency of the City and its most vulnerable communities. The City is open to addressing climate adaptation and resiliency as a stand-alone Climate Action Plan, as an element of the Plan, or as a set of integrated “in all policies” approaches.

Existing challenges to combating climate change and advancing sustainable practices in the City 13. INFRASTRUCTURE AND UTILITIES include existing floodplain-related policies that The City’s Capital Improvements Program (CIP) allow development in the floodplain, limited pur- Division manages major projects in the city. Sev- view to deny projects based on environmental eral projects are listed below in “Existing and Un- concerns, and the rapid nature of climate change der-Progress Plans.” Community outreach results paired with the need to balance development suggest that broadband internet access is con- needs and decreasing our climate impact. Prior- sidered an unregulated utility that should be ad- ities identified in the outreach process include dressed in the General Plan. identifying a methodology for projecting sea-level rise, prohibiting development in the floodplain, and incorporating the Climate Action Plan as part of the General Plan. The community and community leaders recommended that the City develop a clear and compelling vision of what a climate-neutral Petaluma might look like to develop a positive view of what might be and not simply focus on necessary changes.

The City’s Climate Action Commission is currently in the process of developing a Climate Emergency Action Framework. This will inform General Plan discussions on climate change and associated subjects.

Page 16 2-16 14. HISTORIC PRESERVATION Exiting and Under- Downtown Petaluma has largely retained its his- Progress Plans toric character due to its relative distance from Several long-range planning efforts have recent- San Francisco and Oakland, survival of the 1906 ly been completed or are currently underway earthquake, and post-War development focus and should be considered alongside the prepa- adjacent to and extending from Highway 101 on ration of the General Plan. These planning efforts the east bank of the Petaluma River. The City and include: the Historic and Cultural Preservation Commit- tee have identified the continued preservation • Local Hazard Mitigation Plan (currently in of local resources, community engagement with draft) Petaluma’s history and historical artifacts, and addressing the potential impacts of sea level rise • Climate Emergency Action Framework on Downtown as priorities. • Bicycle/Pedestrian Master Plan

• Petaluma Fairgrounds visioning

• Local VMT standards

• Objective Design Standards for Multifamily development

• Permit-ready ADU plans

• Water Model Plan and Sewer Modeling

• Groundwater Master Plan

• Urban Water Management Plan

• Flood Plain Model Update and Adoption (HEC- RAS 2D)

• Sonoma County Regional Climate Protection Authority Climate Action 2020 15. PUBLIC ART AND MUSIC Petaluma has a strong dedication to community arts and cultural offerings. Petaluma has a Public Art Ordinance that secures fees from non-residential development projects to fund the cre- ation and maintenance of public art in the city. The community would like to see additional opportunities to create and enjoy public art, particularly art that is responsive to its unique urban environment.

Page 17 2-17 Existing Planning plans and projects are acces- ULI Technical sible on the City’s General Plan project website at: https://www.planpetaluma.org/explore#re- Assistance Panel source-documents. This includes: In September 2020, Petaluma hosted an Urban Land Institute (ULI) Technical Assistance Panel • General Plan (TAP) focused on studying possible sites for and • Central Petaluma Specific Plan (CPSP) policy tools to promote infill housing development, particularly affordable infill housing devel- • Petaluma SMART Rail Station Areas: TOD opment, in the city. A video of the TAP’s presen- Master Plan tation and the relevant staff report are available • Implementing Zoning Ordinance (IZO) here:

• Petaluma SMART Rail Station Areas: TOD https://petaluma.granicus.com/GeneratedAgen- Master Plan - Appendix A: SmartCode daViewer.php?view_id=31&clip_id=3082 Amendments

• A Street Historic District Preservation Guide- A written report summarizing the TAP’s findings lines and Standards will be available in mid-November 2020. The • Petaluma Historic Commercial District De- Panel noted the need to orient the city towards sign Guidelines (complete) the Petaluma River and identified three districts that could attract development partners and give • Oakhill-Brewster Historic District Preserva- Petaluma a path to climate leadership: Down- tion Guidelines and Standards town, East Washington, and the area around the planned Corona SMART Station. While noting that • Bicycle and Pedestrian Plan Petaluma is hindered by the high construction • River Access and Enhancement Plan costs that affect the entire region, the panel sug- gested Petaluma consider allowing more flexibil- • Public Art Master Plan ity in zoning and more inclusionary housing op- • Vehicle Miles Traveled (VMT) and Environ- tions as the City begins its new Housing Element. mental Review

Page 18 2-18 COVID-19 Response

Like every municipality in the United States, Pet- aluma has been deeply affected by the COVID-19 pandemic. The unemployment rate in the San- ta Rosa-Petaluma Metropolitan Statistical Area (Santa Rosa MSA) was 11.5 percent in June 2020, down from a high of 14.5 percent in April but dras- tically higher than the 2.8 percent unemployment rate in February. The Leisure and Hospitality industry has been significantly affected. The estimated 19,000 jobs in the sector are down 28% from June 2019.

To boost local retailers’ patronage, the City has developed a parklet and outdoor dining program called “Petaluma Free Range” that allows private businesses to expand dining and retail activities into the public right-of-way in front of the brick- and-mortar establishment. Another program, Slow Streets Petaluma, uses barriers to discour- age drivers on certain streets, allowing pedestrians and cyclists to safely use the roads and maintain physical distance.

The City has closed City Hall to the public and moved all services to online platforms to minimize in-person interaction and slow the spread of COVID-19. All public meetings are being held virtually on Zoom.

Page 19 2-19 SECTION 2: PROJECT TEAM

The City of Petaluma is a highly collaborative organization. We anticipate the following people and groups will be central to the General Plan development process. City Staff Project Manager

The General Plan development process will be administered by the Planning Department, with assistance from other City Departments. Christina Paul, Principal Planner, is the City’s General Plan Project Manager. Heather Hines is the Planning City Manager and City Manager. Peggy Flynn is the City Manager. Council

The City Council will ultimately adopt the Gener- al Plan. It is anticipated that the City Council will General Plan Advisory receive periodic updates on progress on policy Committee (GPAC) issues. Consultants should plan to regularly brief the City Manager on plan progress. In preparation for the consultant-led planning effort, Petaluma is convening a Council-appointed General Plan Advisory Committee (GPAC), which will provide guidance and review of draft plan- The Consultant Team ning documents. The GPAC will be representative of the residents of Petaluma and will include The City of Petaluma believes that collaboration members who live throughout the city as well as between staff and the consultant team is essen- people who represent major areas of interest. The tial to the success of the project. The City values GPAC will work with the consultant throughout creativity, expertise, professionalism, team expe- the planning process. City Council is expected to rience, economic value, connectivity/availability, appoint the up to 15 member GPAC on January 4, and discussion of innovative issues and ideas. The 2020, prior to the consultant kick off. consultant team shall identify its project manager. The Consultant Team Project Manager shall manage the project throughout the life and completion of this project. Key staff people will not be replaced without the agreement of the City.

Page 20 2-20 SECTION 3: SCOPE OF WORK

The City seeks a Consultant capable of compre- earlier? hensively revising and updating the City’s General Plan. The General Plan should manifest the com- 3. How does the City move towards carbon munity’s vision and address Petaluma’s unique neutrality and plan for climate resiliency and mit- qualities and challenges. The General Plan will igation, including responding to evolving threats include all mandatory elements required by the such as fire and sea level rise? State and several additional elements, whose or- 4. How does the City ensure that its Gener- ganization and focus will be refined throughout al Plan remains relevant and responsive while the planning period. Consultants should assume holding a long-term vision, and how does the City that the General Plan may touch on all the topics build the same qualities into our land use and de- in the existing General Plan, as well as all optional sign policies? elements in OPR’s Guidelines. Consultants should demarcate aspects of work that are not essential 5. How can we develop meaningful and im- to General Plan Guideline compliance and com- pactful policies to address issues of environmen- prehensive CEQA review. The City recommends tal justice and build social equity? that these supplementary work items be includ- How might we plan for evolution and di- ed and identified in the budget. The consultant 6. versity of both population and land use in all ar- team may also recommend or offer other option- eas of our city? al tasks not outlined in this RFP and demarcate them in the proposal and budget. 7. How can the City ensure a comprehensive, highly engaging plan development process In addition to experience preparing the that results in a strongly supported plan adopt- State-mandated General Plan elements, the ed within our established timeframe, including consultant should also have demonstrated ex- adopting the General Plan, Housing Element, and pertise in: community outreach/public partici- EIR by December 2022? pation; development of sustainability principles and practices; climate action planning; and EIR 8. How to we address the renewal of and po- preparation. tential changes to the Urban Growth Boundary, and how will the UGB interact with housing units Consider the following overarching questions planned by Sonoma County, which may face a sig- when crafting proposals: nificantly increased RHNA in the 6th cycle? Given the constrained timeline due to the 1. What else should we consider? 6th cycle Housing Element, how can we begin 9. with a robust visioning process that engages all Petalumans to kick off the General Plan update?

2. How will the City balance our need to provide housing for future generations of Petalumans and current residents and workers in compliance with State regulations on the Housing Element while considering our cherished Urban Growth Boundary, desire to preserve existing open space, and dedication to being carbon neutral by 2045 or

Page 21 2-21 The City has prepared this outlined scope of work 1. General Plan as a starting point for consultant responses. We expect that consultants will provide scopes of work that take these elements into account while The General Plan effort will include comprehen- incorporating the consultants’ own best practices sively updating the City’s existing General Plan and recommendations. In order to facilitate our and adding new relevant topics to put the Plan at compliance with our LEAP grant funding, clearly the forefront of best planning practice and com- distinguish the scope for the Housing Element, ply with legislative mandates. The selected con- CEQA review for the Housing Element, and the sultant will take primary responsibility for the CEQA review for the remainder of the General project, collaborating with City staff, General Plan Plan. Include a description of the format, content, Advisory Committee, City Council, the communi- and level of detail which can be expected in each ty and the project team to prepare a comprehen- deliverable. All deliverables will be submitted in sive and updated General Plan. The City would like electronic format to the City, with the exception to update the General Plan using language and of large-format prints and meeting handouts. graphics that are easily understood by non-tech- The consultant will provide the City with all native nical stakeholders. Most importantly, the Plan files, including linked files and map data, upon should reflect the City’s aspirations for the future the conclusion of each task. and achieve maximum utility with a clear implementation plan. Proposals should provide an outreach plan, to be refined with City staff. Proposals should include a matrix, or similar tool, to illustrate that proposed elements are fully integrated and internally consistent, especially concerning land use, climate, mobility, housing, and open space. Proposals should include a recommendation of the planning period and the relationship between the planning period and Housing Ele- ment cycles.

The General Plan development process should include establishing a clear and strongly-supported community vision for the future of Petaluma in early phases.

The City will be comprehensively updating all existing elements per State law to ensure each of the elements are internally consistent. Consultants should articulate a strategy to prepare a Gener- al Plan with the eight mandated elements: Land Use, Conservation, Noise, Environmental Jus- tice, Mobility, Open Space, Safety, and Housing. Preparation of the General Plan will also include the following additional components, which may be rearranged or combined during the planning process:

Page 22 2-22 • Equitable and Resilient Communities Ele- 1.1. IMPLEMENTATION AND TRACKING ment, or related policies throughout the Plan STRUCTURE • Public Health Element, or related policies The City is committed to creating a General Plan throughout the Plan that is immediately ready for implementation. The General Plan should clearly articulate the highest • Economic Development Element topic-area priorities, departmental responsibil- • Sustainability Element ities, administrative structure alignments, funding mechanisms, and organizational approaches • Climate Action Plan, or equivalent policies in to implementing the General Plan and relation- the General Plan ship to UGB renewal. It should also establish a sys- • Community Design Strategies and Standards tem for monitoring the City’s progress in working towards General Plan Goals, as well as a process • Arts and Music policies for updating the Plan to keep it updated, relevant and effective. • Air Quality Policies

• Historic Preservation Element

• Community Facilities and Services Element 1.2. PROPOSAL FOR GENERAL PLAN or policies FORMAT The final General Plan product should be easily • Utility-related policies referenced by staff, decision-makers at the dais, and casual readers. It should be graphic-heavy, articulate clear goals and metrics, and be easy-to- Describe the proposed approach to developing read both in hard copy and online. Staff envisions each General Plan Element. two products formats for the General Plan. Please provide proposals that include the following:

• Digital General Plan: a well-crafted, mobile-accessible website, which includes compelling formats for each General Plan element, easily navigable text, metric tracking graphics for community goals or identified policies, and feedback tools for each element or section. Include a method to periodically update demographic information, figures, illustrations, or other minor changes to ensure that the Dig- ital General Plan is a living document. Preset keyword searches and other features should be incorporated to help educate website users and result in better search functionality than traditional PDF documents.

• Printed General Plan, available for download and print, or to view at City locations.

Page 23 2-23 2. Community including working with the City’s Communica- tions team and use of social media posts, City Outreach and Public newsletter articles, press releases, website and Engagement Strategy emails. A successful proposal will include a thoughtful k. Consultation with interested agencies, and robust outreach program that builds on the organizations, city staff elected/appointed city initial outreach effort at the staff level anden- officials. courages broad public participation throughout l. Preparation of required notices, maps, the process with a particular focus on reaching graphics, presentation and media materials, and groups who do not frequently participate in plan- other related documents. ning processes. The public engagement strategy should identify different outreach phases with goals, objectives, programming, alongside a pro- Consultants should consider providing custom- posed budget. The program should address, but ized engagement approaches by neighborhood, not be limited to: geographic metrics, or socioeconomic group a. Innovative participation approaches, such based on unique characteristics. Methods should as thought leadership forums or virtual walking seek to provide inclusive engagement, clarify tours. community values, collect meaningful data, and ultimately turn community input into communi- b. Goals and strategies for public participa- ty ownership of the process and Plan. A schedule tion overall, such as achieving broad and diverse of events, including dates, topics, target audienc- community representation. es, and event purpose/outcomes, should be iden- c. Identification of stakeholders in addition tified. Materials should be translated into Spanish to those already identified by the City. where that increases access. d. Information and input desired from the community at different stages, including Proposals must include at least one individual visioning. experienced in community outreach, and facili- e. Range of outreach activities and strategies tation responsible for facilitating GPAC meetings. in a COVID-informed context. The consultant will be responsible for planning meeting agendas, defining goals and desired f. Protocols for coordination with advisory GPAC inputs, meeting facilitation, and related bodies. services, with support from City staff. It is anticipated that City staff may lead other meetings on g. Digital mapping which captures visioning technical topics, but the consultants are expected goals and desired outcomes. to be available at these meetings when necessary. h. Illustrative materials to document visioning outcomes. i. Information sharing methods, such as the use of the General Plan website established by the City at planpetaluma.org. j. Public relations strategy to ensure consistent and effective messaging across all platforms,

Page 24 2-24 3. Existing 4. Market Demand, Conditions Analysis Housing Finance, and

Analyze existing conditions citywide and prepare Economic Opportunity a report summarizing key considerations that Analysis (Optional) will be crucial in the planning process and helping the community and decision-makers under- A market demand, housing finance, and econom- stand how existing conditions give rise to plan- ic opportunity analysis could be conducted to as- ning recommendations. Field surveys that may sess the supply and demand for employment and include driving and walking tours are required land development in the city. The study, which and will lead to more accurate documentation of is optional and should be budgeted as a sepa- conditions. Conditions of interest may consist of rate task, should consider trends, opportunities, land use, the built environment, public spaces, in- and market factors, as well as long-range em- frastructure, mobility networks (including active ployment forecasts, affordable housing funding transportation facilities), biological resources, availability, and buildable land inventory related and cultural resources (with a focus on histor- to residential, commercial, and industrial uses ic resources). Together these will create a solid to accommodate projected employment growth. foundation of data and documentation on which Projected absorption of dwelling units and square to build the General Plan and EIR. This analysis footage by non-residential use will be included should include a thorough understanding of Pet- for the planning period. aluma’s urban history and the regional context, the natural and constructed history of the City, and its urbanization process. The approach must be interdisciplinary, encompassing the City’s so- 5. Land Use and cial, political, and architectural history, urban so- ciology, topography and urban geography, busi- Buildout Scenarios ness history, and environmental ecology. Identify a minimum of three land use alternatives Note that the City has recently compiled relevant based on the community’s vision, the findings of data sets, maps, and background information to the existing conditions analysis, technical anal- prepare for the General Plan and September 2020 yses relevant to each Element, and other quali- ULI TAP engagement. All collected data will be tative and quantitative factors. A report should provided to the selected consultant. A selection evaluate how the alternatives meet the commu- of the maps prepared by the City is viewable here: nity’s vision relative to identified City goals, as https://www.planpetaluma.org/maps-1. well as assess the environmental, equity, health, and economic impacts for each alternative. The report should include recommended policies and strategies for Plan implementation that support the preferred land use alternative to address the community’s vision.

Page 25 2-25 6. Environmental Impact Report (EIR)

Prepare all required items for California Environ- mental Quality Act (CEQA) compliance. Due to the Plan’s comprehensive nature, an Environmental Impact Report (EIR) will be required. In addition to informing decision-makers and the public of potential adverse environmental impacts, the analysis should also allow environmental considerations to influence the design of the Plan. To this end, and to minimize duplication of work, the CEQA analysis should be prepared in coordination with the development of the Plan. The Plan is envisioned to be self-mitigating to the extent feasible. Mitigation measures should be in a policy format for addition to the final Plan.

The EIR will address the entire General Plan, including sufficient detail and analysis of buildout scenarios. Per the conditions of the City’s LEAP grant funding for the Housing Element, the EIR must provide a project-level review for identified Housing Element sites as much as possible. Envi- ronmental work for the Housing Element must be billed as a separate task for accounting purposes.

7. Project Management

Include a description of how the tea will manage project and coordination activities, including coordination of subconsultants and administrative tasks.

Page 26 2-26 SECTION 4: EVALUATION AND AWARD PROCESS

Responding firms will be evaluated based on the • Related experience with digital General Plans following criteria: and dynamic online resources.

• Quality of proposal and project understanding. The consultant will be selected based on qualifications, creativity, and demonstrated compe- • Ability to deliver a cohesive and innovative tence, and the contract may not be awarded to the General Plan, and to provide valuable exper- lowest responsible proposer. When choosing the tise and thought leadership throughout the consultant, the skill and ability of the project team planning process. performing the services is a key component of the • The specific method and techniques to be em- selection criteria. ployed by the consultant on the project.

• Qualifications and directly related experience After the submittals are evaluated, the City, at of the specific individuals who will work on its sole discretion, may elect to interview the top the project. proposers. The interview will help to clarify each • Demonstrated experience with public partici- proposal and their approach and qualifications pation and outreach strategies. for the project. Respondents may be asked to submit additional documentation at or after the in- • Success in developing high-quality Housing terview stage. Based on the interview and evalu- Elements and housing policy implementation ation of the proposals, the top-ranked consultant strategies. will be recommended to the City Council. The City reserves the right to select a proposal without • Ability to integrate climate and sustain- conducting interviews or to abandon this RFP. ability considerations throughout the plan The final selection of a consultant and authority document. awarding the contract to proceed with these ser- • Ability to work cooperatively with and be re- vices shall be at the City Council’s sole discretion. sponsive to public agencies, GPAC members, Planning Commissioners, City Council members, and City staff. Pertinent existing documents, maps, data, and other resources held by the City will be made • The amount and quality of time key personnel available to the selected firm upon Notice to will be involved in their respective portions of Proceed. the project.

• Demonstrated ability to stay on schedule and within budget.

• Management approach to the project.

• Cost of the General Plan and Environmental Analysis.

Page 27 2-27 SECTION 5: PROPOSAL FORMAT

The Proposal should be responsive to the Scope of the project team of Work outlined above, be specific and concise, b. A description of your team and its qualifica- and conform to the following outline to enable tions, including names, titles, and experience in the City to provide a consistent review of all pro- similar work efforts/products of key personnel posals. Any other information you would like to who will be working on the project include should be placed in an appendix. c. A list of specific related work projects complet- Proposals will be accepted via email only. Emails ed by your team that are directly related to the linking to submittals in Google Drive, Box, Drop- project described in this RFP. Note the particular Box, or a firm’s FTP site are acceptable. Propos- individuals who completed such project(s). Iden- als should be packaged as a single PDF. Once re- tify the role and responsibility of each member of ceived, the proposal will become the property of the project team the City of Petaluma. Submissions will be considered late if not received by the above due date and d. The amount of time key personnel will be in- time and will not be considered. volved in the respective portions of the project. Include a list of current and planned project ob- 1. TITLE PAGE: Include in the RFP subject, firm ligations and describe how the Petaluma General name, and date. Plan project will be staffed and managed. 2. COVER LETTER: The letter shall include the e. Approach and tools you recommend for project consultant’s name submitting the proposal, their management. mailing address, email address, telephone number, and contact name. The letter should consist f. Experience collaborating with other firms on of a statement discussing the consultant’s inter- the team on comparable work. est and qualifications for this type of work based on this RFP and any other information the consul- g. Assumptions for City staff facilitation and sup- tant has gathered. A principal of the firm autho- port roles. rized to legally bind the firm shall sign the letter. 5. SCOPE OF WORK: Provide a full descrip- 3. PROJECT UNDERSTANDING: An intro- tion of the steps to be followed in carrying out duction of the proposal and your understanding the work. This work description should be broken of the project and significant steps, methods, and down into a sufficient level of detail (i.e., tasks, procedures to be employed by your firm to ensure subtasks, etc.) to show a clear understanding of quality end products that can be delivered with- the work and the proposed approach. in the required time frames and your identified 6. SCHEDULE: Provide a work schedule, taking budget. into account City review time, GPAC review, and 4. PROJECT TEAM AND MANAGEMENT City Council Packet Preparation buffers. Mate- APPROACH: Describe your team structure and rials for major City Council items are submitted overall qualifications, staff roles, and any unique for City Manager and City Attorney review three or pertinent aspects of your project manage- weeks before each Council Meeting. The pro- ment approach. This section should include the posed project schedule should be provided on a following: timeline and account for statutory requirements for Housing Element submission. a. Project management team: identify the Princi- pal in Charge, the Project Manager, and members

Page 28 2-28 7. PROJECT EXPERIENCE: Provide descrip- 10. CERTIFICATE(S) OF INSURANCE : The tions of relevant work completed by the Prime City will require the successful proposer to pro- and Sub-Consultants, including project dates vide Certificates of Insurance evidencing re- and links to final work products. Provide at least quired coverage types and the minimum limits. three (3) references (names and current phone : The pro- numbers) from previous similar work (complet- 11. BUSINESS TAX CERTIFICATE posing organization does not require a Petaluma ed in the last five years) for the prime consultant. business tax certificate to respond to this RFP. Include a brief description of the role associated However, the successful proposer will be required with the reference and the role of the respective to acquire a Petaluma business tax certificate team member. Provide no more than three proj- during the contracting process and maintain an ect examples for each subconsulant. active certificate throughout the contract period. 8. RESUMES: Provide resumes for each of the staff people listed in your team structure. 12. STANDARD CITY PROFESSIONAL SER- VICES AGREEMENT: The City will require the 9. BUDGET: Submit a detailed budget listing successful proposer to execute a professional tasks, prime consultant staff working on each services agreement with the City. Please review task, prime consultant hourly rates, prime con- the attached draft agreement and identify any sultant hours per task, prime consultant fees per questions or areas of concern in your response task, and sub-consultant costs per task as well as to the City. Any/all requests for changes to the direct expenses and mark-ups on one worksheet. agreement must be included with the responsive Provide budget detail for sub-consultant staff proposal. working on each task, hourly rates, hours per task, and fees per task on separate worksheets for each subconsultant. All work related to the Housing El- ement and Housing Element CEQA work must be billed as a separate task for accounting purposes related to the LEAP grant.

Prices shall represent the cost of finished products, and cost estimates shall identify expenditures for graphics, base maps, public meeting and hearing participation, printing, legal notices, postage, mailing, advertising, and other inciden- tal and administrative costs. The City shall not, in any event, be liable for any pre-contractual expenses incurred by any firm.

Negotiations may or may not be conducted with the selected firm; therefore, the proposal submitted should contain the firm’s most favorable terms and conditions, since selection and award may be made without discussion with the firm. All prices should reflect “not to exceed” amounts per task.

Page 29 2-29 CRITERIA FOR SECTION 6: PROPOSAL RFP ACCEPTANCE QUESTIONS

All timely received responsive proposals will be Proposers may submit written questions regard- reviewed and evaluated by the City. A contract ing this RFP. Questions will be answered on a roll- may be awarded to the responsible consultant ing basis. All questions must be emailed and re- who best meets the City’s needs by demonstrat- ceived by November 30, 2020, no later than 4:00 ing the competence and professional qualifica- p.m. local time. Questions asked after this date tions necessary for the satisfactory performance and time will not be considered. of the required services. It shall not necessarily The subject line shall be: Petaluma General Plan be based on the lowest price or proposal, except RFP Question as otherwise provided by law, taking into consideration adherence to the included specifications. Answers to all questions concerning this RFP will The City reserves the right to invite the top candi- be posted on a rolling basis on the General Plan date(s) for an oral interview and/or to request ad- website at https://www.planpetaluma.org/rfp, ditional clarifying information. A contract may be with final responses posted by December 2, 2020, awarded to the next responsible consultant if the no later than 4:00 p.m. local time. It is the respon- successful consultant refuses or fails to execute sibility of all interested proposers to access the the contract. All Consultants that were not select- website for this information. ed by the City shall be notified. Nothing herein shall obligate the City to award a contract to any responding Consultant. Any contract awarded will be non-exclusive, and the City reserves the right to seek services from other sources, at the City’s sole discretion.

Page 30 2-30 SECTION 7: ADDITIONAL INFORMATION

1. Sample Contract: A sample Professional Ser- 3. This RFP does not commit the City to award a vices Agreement is attached hereto and incor- contract, to pay any costs incurred in the prepa- porated herein. Respondents interested in re- ration of a proposal for this RFP, or to procure or sponding to this RFP should be prepared to enter contract for any services. The City reserves the into the agreement under the standard terms and right to waive any irregularities or informali- should be able to provide the required insurance. ties contained with the RFP, and/or reject any or If the City is unable to negotiate a satisfactory all proposals received for this request; negotiate agreement with the top-ranked consultant, with with any qualified source or to cancel the RFP in terms and conditions the City determines, in its part or whole. sole judgment, to be fair and reasonable, the City may then commence negotiations with the next most qualified Respondent in sequence until an 4. The City and Consultant may agree to add ad- agreement is reached or determination is made ditional work to the Project work scope by a later to reject all submittals. If there are proposed agreement. The City will not be held responsible changes, please submit them with your Proposal. for work performed in excess of the scope or budget without prior agreement. The City may elect to stop work at any time in the contract and will 2. The City is hosting an optional pre-submittal pay for work completed to that point on a time conference on Friday, November 20, 2020, at 1:00 and material basis. The City reserves the right to p.m. local time. If you have any questions prior to request additional information on any response the conference, please email them to Christina beyond that required by this RFP, modify the Paul, Principal Planner, at cpaul@cityofpetaluma. selection process, and request substitution of org. Batch responses will be posted online and ad- sub-consultants. dressed at the meeting. The meeting information is as follows:

Join Zoom Meeting THIS INFORMATION HAS BEEN UPDATED (NOV 18, 2020) Register in advance for this meeting: https://zoom.us/meeting/register/tJIrd- ihrTMiGd0ZdMyFJg0zYwA0IJePw5fV

After registering, you will receive a confirmation email containing information about joining the meeting.

Page 31 2-31 Page 32 2-32 Exhibit A: Scope of Work

The following is the scope of work for the General Plan update, Environmental Impact Report, and Climate Action and Adaptation Plan for the Raimi + Associates (R+A) team for the City of Petaluma. R+A team members are as follows: • Raimi + Associates (R+A) • Rincon Consultants (Rincon) • Plan to Place (P2P) • Strategic Economics (SE) • Veronica Tam and Associates (VTA) • Sherwood Design Engineers (SDE) • Fehr & Peers (F&P) • Cultural Planning Group (CPG) • Page & Turnbull (P&T) • Greensfelder Real Estate Strategy (GRES)

Our scope is divided into distinct phases as follows: • Project Initiation (Task 1). This includes start up activities including the kick-off meeting, workplan development, data and document collection, and the engagement plan. • Issues and Opportunities (Task 3). This phase includes the development of the existing conditions report and the white papers along with significant community outreach and engagement to inform the public about the process and seek input on issues and ideas for the future. • Visioning (Task 4). This critical phase will involve significant community engagement to develop a vision statement, guiding principles, and key themes for the updated General Plan. • Alternatives Development and Selection (Task 5). After the vision is developed, the team will work with the community to develop and then select a preferred direction for the plan. • Plan Development (Tasks 6-8). In this phase, the team will develop “Policy Frameworks” for each topic (high-levels goals, policies and actions), review the Policy Frameworks with the community, draft the General Plan and CAAP and write the EIR. • Review and Adoption (Task 9). The General Plan, EIR and CAAP will be reviewed by the public, GPAC, Boards and Commissions and then adopted by the City Council. As is shown in the project schedule, the Housing Element (Task 10) and the Climate Action & Adaptation Plan (CAAP)(Task 11), while called out as separate tasks in the Scope of Work, will be integrated into the above workflow. Likewise, community engagement (Task 2) and project management (Task 12) will occur throughout the project. The level of effort for each task by firm is identified in Exhibit B: Budget Estimate. Significant time over and above this level of effort shall be considered “Extra Work.”

RFP F -20-26 | December 14, 2020

3-1 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 1 Our Team’s process to the Petaluma General Plan Update is illustrated below. Our Process

3-2 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 2 Task 1: Project Initiation

Task 1.1: Kick-Off Meeting The R+A team will hold a kick‐off meeting in Petaluma to initiate the project. This meeting will include an overall team meeting, one‐on‐one topic‐specific meetings with City staff, and a tour of the City. This meeting will likely be a combination of a virtual team meeting and time to individually tour the City. City staff will be responsible for providing a list of destinations for the individual tours.

Task 1.2: Data Collection The City will provide the R+A team with a comprehensive list of documents and data necessary to prepare the General Plan and EIR. Following delivery of materials, the R+A team will prepare a supplemental document and data request list to obtain information from the City. Our team will review existing planning documents and reports provided by the City.

Task 1.3: Map Book and Base Map R+A will create a “map book” that compiles all the GIS mapping data provided by the City. The map book will allow the Consultant Team to quickly review geographic data across a variety of topics. As part of this task, R+A will use existing data sources (County Assessor, UrbanFootprint and other sources) in addition to City data to create a parcel- level existing land use database. This information will be spot-checked with online and on-the-ground windshield surveys. The data will include the existing use and, if possible, the square footage and number of residential units. In addition, R+A will create a series of base maps for the project for use by the project team.

Task 1.4: City Council and Planning Commission– Project Initiation, Engagement, and Issues/Opportunities Brainstorm At the beginning of the project, R+A will meet with the City Council and the Planning Commission provide an overview of the project, the preliminary community engagement plan, and background data and lead a discussion on issues and opportunities. R+A will prepare high-level summary notes for all meetings combined. Note that the same presentation will be used for all boards and commissions, a single summary document will be prepared, and the meetings are assumed to be virtual.

Task 1 Deliverables • Kick-off meeting agenda and notes • Data and document request memo • Map Book • Base maps • PPT presentation for City Council, Planning Commission • Summary notes from Council and Commission meetings Task 2: Community Engagement

Task 2.1: Internal Community Engagement Plan R+A and Plan to Place will prepare an internal Community Engagement Plan (for use by staff and the consultant team) to clearly identify the range of outreach tools and platforms and the timing and responsibilities related to each. The Community Engagement Plan will: • Provide an overview of interest groups, stakeholders, key advisors and members of the advisory committee, and the format of future meetings • Identify numerous outreach targets overall and for specific stakeholder groups, such as youth and native Spanish speakers, using a “sampling plan”

3-3 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 3 • Introduce the overall outreach process and engagement tools (e.g., ZOOM, Miro, Padlet, Commonplace, YouTube Live, Mentimeter or equivalent) • Outline project goals and objectives; identify outreach and communications responsibilities, and the engagement schedule relative to key dates and events in the community • Develop key project messages that can be used throughout the project • Develop metrics to evaluate engagement progress over time

Task 2.2: Logo + Branding R+A will prepare documents and materials for the project based on the branding for the project prepared by the City. This will include document layouts and fonts, meeting notices, and other communications materials, such as banners and mailers. All public materials will use the branding identity.

Task 2.3: Project Website + Database The R+A team will provide content and regularly update the existing General Plan website (planpetaluma.org) and ensure that it allows for clear two-way communication. In addition to providing background information on the project, the website can be modified to include discussion forums and continued links to interactive surveys (similar to the Maptionnaire survey administered by the city in the fall of 2020). Additionally, R+A will work with the city to expand the contact database that is currently underway and use it for email, social media, SMS, and other project communications. This database will be updated throughout the project as new stakeholders are identified.

Task 2.4: Project Fact Sheet Building off of the existing website content, the R+A team will create a 4-page project fact sheet. This will provide background in the purpose and need of the General Plan, information on the approach to community engagement, and ways to get involved in the process. The Fact Sheet will be translated into Spanish and will be distributed throughout the city to engage all residents. The fact sheet will be formatted so that it can be sent to all property owners via the utility mailers. The City will be responsible for coordinating with the utility company for the mailers and for the direct costs of mailing.

Task 2.5: Stakeholder Interviews and Stakeholder Meetings The R+A team will conduct up to 25 one-hour stakeholder meetings or interviews. Stakeholders will be identified with staff and may include: City Council members, advocacy organizations, major industry representatives, small business owners, real estate brokers, developers, major property owners, and community leaders. It is anticipated that these meetings will be facilitated (using hand raising, chat and whiteboard functions) through a virtual meeting platform such as ZOOM. R+A will prepare a brief memorandum summarizing the results of the stakeholder interviews.

Task 2.6: General Plan Advisory Committee (GPAC) Meetings The R+A team will facilitate up to 20 meetings with the GPAC to obtain high-level feedback and to serve as a sounding board for content for public workshops. All GPAC meetings will be open to the public and allow for public input and participation. Some of the meetings will organized as community educational forums, to discuss emerging themes in planning and larger forces that could shape the future of the City. The general flow of meetings (and estimated number of meetings) is as follows: • Introduction, engagement plan, start-up tasks (1 meeting) • Issues, opportunities, visioning, guiding principles (2 meetings)

3-4 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 4 • Topic-specific educational meetings (6 meeting). Potential topics: Land use/urban design; transportation; housing; climate/sustainability/SLR; equity and health; and arts, culture and historic resources. • Alternatives development and selection (4 meetings) • Policy development on key topics (4 meetings with at least 1 dedicated to housing) • GP and EIR review and adoption (3 meetings) City staff will provide logistics and communication with GPAC members for this task. This will include sending emails to GPAC members prior to meetings, identifying meeting spaces, and on-going communication with GPAC members as necessary. It is anticipated that initially these meetings would occur digitally through a virtual meeting platform such as ZOOM, and participation from community members and GPAC members would be facilitated using hand raising, chat and whiteboard functions. Over time as stay at home orders are eased, GPAC meetings could potentially occur in-person.

Task 2.7: Community Workshops The R+A team will organize up to six community workshops to provide the community members and decision makers with basic knowledge focused on the General Plan and Housing Element Update and to invite their input into shaping the General Plan. The team will be prepared to initially implement digital virtual meeting formats to share information about the project, answer questions and gather feedback to address community concerns. It is anticipated that live polling and other interactive tools (e.g., Padlet, Mentimeter, ZOOM whiteboard etc.) will be used to complement virtual meeting platforms to share and gather input. The following presents our initial proposed direction for the community workshops. The proposed topic of each workshop is below: • Workshop 1: Issues and Opportunities Confirmation and Vision • Workshop 2: Develop Land Use and Mobility Alternatives • Workshop 3: Select Preferred Direction • Workshops 4-5: Policy Direction Workshops on Key Topics • Workshop 6: Draft General Plan Open House To gather additional community feedback in parallel with every community workshop, our team will post workshop questions and materials online using the project website. Our team will develop the workshop format and prepare the agenda, consolidating and synthesizing relevant materials from the technical team when needed. We will also facilitate the workshop (lead facilitator and 1-2 assistants) and provide summary notes documenting input and identifying common discussion themes. City staff will be responsible for mailing flyers and physically distributing flyers throughout the City, securing meeting rooms, obtaining daycare, providing simultaneous interpretation, and providing small group facilitators as needed beyond consultant team members.

Task 2.8: Educational Forums Topical information forums on cross cutting topics of citywide importance. The meetings will be a presentation followed by a Q&A and are designed to challenge conventional thinking and enable participants to think “bigger” about the future. Meetings will likely focus on: • The future of retail and jobs. GCRS and Strategic Economics will lead a discussion on the future of retail. Strategic Economics will present information about retail market conditions and trends in Petaluma (based on findings from the Existing Conditions Report) and discuss the fiscal implications for sales tax revenues and City finances resulting from potential changes to the mix of storefront tenants as the retail industry evolves. Strategic Economics will also present information about long-term industry trends and projections for the Bay Area, and how those trends will impact real estate demand and land use in Petaluma.

3-5 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 5 • Sea level rise and climate change. Sea level rise and climate change scenarios are being faced by communities across the globe currently and are expected to increase in significance in years to come. A suite of challenges and opportunities specific to the City will be discussed in an open forum, with relevant benchmark examples of resiliency tactics provided in order to engage community participants in the conversation around SLR and climate challenges, opportunities their City may target and adopt, and creative solutions to meet the needs of future generations while solving for present day hurdles through natural systems interventions, community participation and strategic planning. We will utilize community engagement and visualization strategies to focus discussion and build consensus. • The city of the future. R+A and F&P will lead a discussion on the future built environment of cities. This will include a discussion on how new transportation technologies will transform cities and mobility patterns, the impacts of COVID on the built environment and development patterns that lead to a more sustainable future. • Equitable development. This forum will focus on the concept of “equitable development.” It will focus on how we can allow growth in distinct areas while enhancing economic, racial and ethnic diversity. Strategies to address gentrification, encourage affordable housing and environment justice will be presented and discussed. Note that we are assuming that all meetings will be held virtually. This will reduce travel time and costs.

Task 2.9: Pop-Up Meetings Plan to Place will facilitate up to six “pop-up” workshops or “intercept” meetings at popular locations and well- attended events in Petaluma. They are designed to complement more formal workshops and surveys by providing an accessible introduction to General Plan concepts and fun activities for residents of all ages to provide input. These meetings will be held at times and locations convenient for all demographics, and materials will be translated and accessible for all that attend. Initially, these pop-up workshops will likely not be staffed and will consist of interactive boards (such as a Vision Board). Once the pandemic restrictions are lifted, the pop-up workshops will be more interactive. The team will prepare materials for three distinct pop-up workshops during the following phases: visioning, alternatives, and draft plan. For each phase, the R+A team will attend two pop-up events, and City staff can host additional events as needed during each phase.

Task 2.10: Sub-Area Meetings The R+A team will conduct up to 8 sub-area meetings. The meetings will be help in two phases (with 4 meetings in each phase). The first phase will include meetings in each sub-area and be developed as “listening sessions” to: • Provide an overview of the planning process; • Activate residents for the Citywide workshops; and • Discuss key issues and new opportunities in the subarea. The second phase of sub-area will focus on more specific land use, transportation, adaptation, and/or other policy and design issues. Our team will provide logistics planning support, developing the meet format and preparing the agenda, facilitating the meetings (lead facilitator and 1 assistant), and providing summary notes documenting input and identifying common discussion themes. City staff will be responsible for logistics, reviewing materials and providing additional facilitators as needed.

Task 2.11: Online Engagement + Opt-In Surveys Throughout the process, R+A will prepare up the three online surveys using MetroQuest, SurveyMonkey, or other online survey platform to obtain feedback on General Plan direction. The surveys will be available through a link

3-6 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 6 on the project website. We have found that online surveys are a great way to encourage many people to participate in the process but also for us to easily analyze responses by demographics, neighborhood location, and length of tenure in the city. R+A will provide a technical memo with the topline survey results; a detailed survey report is not included.

Task 2.12: Statistically Valid Survey (R+A) Raimi + Associates will work with Petaluma staff and stakeholders to design and administer a statistically valid survey focused on critical community issues and concerns. Questions would seek to tease out community opinions on critical policy decisions that are identified during the General Plan update process. R+A will engage a survey research firm to help design and then administer the survey. It is assumed that this task will occur during the Alternatives phase of the project.

Task 2.13: Committee and Commission Meetings Throughout the process, the R+A team will meet with committees and commissions to solicit imput on the project direction. The following is a list of our assumed attendance at the various committees and commissions. Our scope and budget assume virtual attendance and brief presentations to provide updates on the status of our work or ask specific questions to each committee or commission. No sigificant new work is expected for any of the meetings. (*Note that meetings with the City Council ,Planning Commission, and the Climate Action Commission for the preparation of the CAAP are identified in the specific tasks in the scope of work) • Historic and Cultural Preservation Committee – 2 meetings (Page and Turnbull) • Pedestrian and Bike Committee – 2 meetings (F&P) • Public Art Committee – 2 meetings (CPG) • Senior Committee – 2 meetings (R+A) • Transit Committee – 2 meetings (F&P) • Recreation, Music and Parks – 2 meetings (R+A) • Youth Commission – 2 meetings (R+A)

Task 2.14: On-Call Engagement In our experience it is impossible to predict every engagement activity that could occur during a General Plan process. The city and consultant team must be flexible and opportunistic to take advantage of engagement opportunities as they arise. As a result, we are recommending that we include an “on-call” engagement task to cover unanticipated engagement activities. The following is a preliminary list of potential activities that could occur. At the city’s direction, the team will complete tasks up to the project budget identified in the budget proposal. • Coordination with ‘Know Before You Grow’ for educational and discussion sessions on General Plan topics • Coordination with Sustainable Design Assessment Team (SDAT) effort to research sustainable development approaches in Petaluma • Mailings and postcards • Focus groups meetings for specific groups (e.g., seniors, Spanish-speaking, youth, etc.) or topics (e.g., sea level rise, historic preservation, affordable housing, etc.) • Topic-specific public workshops to dive deeper into issues of concern such as sustainability, sea level rise, housing and transportation • Engagement toolkits to enable GPAC and other members of the community to lead outreach efforts • Supplemental Fact sheets • Meetings with neighborhood or stakeholder groups.

3-7 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 7 • Other meetings and engagement activities as needed.

Task 2 Deliverables • Community Engagement Plan – draft and final • Logo and branding package • Stakeholder database • Project website • Project Fact Sheet • Stakeholder Interview Summary • Workshop materials and summary (6x) • Summary notes from educational forums (4x) • Pop-up workshop materials and summary (4x) • Sub-area meeting materials and summary (2x in 4 locations) • Presentations from educational forums/meetings • Summary notes from online engagement surveys • GPAC meeting materials (20x) • Presentations and summaries of community forums (4x) • Statistically valid survey instrument (draft and final) • Statistically valid survey report (draft and final) • Presentations and summaries from meetings with committees and commissions (14x)

3-8 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 8 Engagement Process The graphic below illustrates our community engagement process for the Petaluma General Plan Update.

3-9 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 9 Task 3: Discovery

Task 3.1: Assess Existing Plans: What Do We Know Now? The first step in the process will be for the R+A team to create a comprehensive picture of the existing plans, policies and regulations currently on the books. The purpose is to identify the areas where additional work is needed and where the current direction meets the city’s vision. As part of this process, R+A team will prepare a summary matrix detailing how existing reports, studies, and programs should be incorporated into the General Plan. This will include the Central Petaluma Specific Plan, the Petaluma SMART Station Areas: TOD Master Plan and other plans, studies, reports, and programs that would provide additional information relative to the General Plan update effort. This will include a list of development and infrastructure projects currently approved or in the pipeline. The R+A team will also prepare a map supporting the analysis.

Task 3.2: Evaluation of Existing General Plan R+A will work with staff to review the current evaluation of the General Plan. The intent will be to understand the use of the document by staff and the specific General Plan goals, policies, and programs in order to identify the sections that may need to be updated. This step will be critical since the current General Plan was adopted in 2008, and some aspects remain relevant today. The team will also undertake an evaluation of which programs and strategies have been successful in the years since the plan was adopted, and which have not. The result of this task will be a clear list of any sections of the General Plan that should remain unchanged and any sections that should be modified or discarded during the General Plan update process.

Task 3.3: Demographic and Socioeconomic Report R+A and SE will prepare a demographic and socioeconomic background report that provides a snapshot of the city today and how it has evolved over time. The report will include maps, tables and charts with text supporting the conclusions. The data from this report will be used by all members of the consultant team to ensure consistency of information across existing conditions reports.

Task 3.4: Existing Conditions Report The R+A team will prepare a background existing conditions report that will provide a common level of understanding for the community and team members. This report is designed to be a singular, integrative deliverable that will serve as a background and resource for city staff, the consultant team and the public throughout the process. The specific format of the report (eg, printed document, web page, PPT, etc.) will be discuss with staff at the beginning of the project. The report will analyze existing conditions citywide and summary key considerations that will be crucial to help decision-makers and the community understand the context of the General Plan update, including issues facing the city now and in the future, past trends and how they impact the planning process, and opportunities for positive change. The scope also includes several individual reports (Tasks 3.5 – 3.10) that will be “deep dives” into key topics where technical information is needed to support the General Plan and EIR. Potential chapters of the report and specific topics are listed below: • Introduction • Land use and community character o Existing land use map and table o General Plan designations and zoning districts o Growth projections o Pipeline projects o Summary of planning and policy documents (for example, existing specific plans)

3-10 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 10 o Urban design character map and City structure (e.g., gateways, community focal points, activity centers, views, topography) with parallel community character photographic survey. o Sub-area maps and description of general character (building types, streetscape character) • Market and economic conditions o Demographic trends impacting demand for housing, retail, and the nature of Petaluma’s resident workforce o Resident and worker commute maps o Petaluma’s industry composition and resident occupations o Overview of ABAG/MTC industry and employment projections for Petaluma and Bay Area o Market conditions (rents/sales prices, vacancy, absorption, development activity) for residential and nonresidential uses in Petaluma, with comparisons to the competitive market area as needed (to be informed by interviews with local real estate brokers) o Retail sales tax performance o Summary of Petaluma’s fundamental economic and market strengths and weaknesses that influence the community’s ability to attract businesses and residents • Parks, open space and public facilities o Park facilities o Access to parks o Park funding o Open space location and quality o Access to natural areas • Infrastructure o Potable Water Systems o Sewage and Wastewater, o Stormwater o Electricity o Natural Gas o Data • Transportation o Existing transportation network maps (including pedestrian and bicycle facilities, and transit services) o Summary of recent local and regional plans and policy documents related to transportation related plans (e.g., Local Road Safety Plan, Bicycle and Pedestrian Master Plan Update, Petaluma SMART Rail Station Areas: TOD Master Plan, Sonoma County Transportation Authority (SCTA) 2016 Comprehensive Transportation Plan, SCTA 2014 Countywide Bicycle & Pedestrian Master Plan) o Summary of recent transportation-related State legislation that may shape the General Plan Update process (e.g., SB 743, evacuation planning requirements) • Health and Equity o Results of SB 1000 analysis o Socioeconomic conditions, including education, age, race/ethnicity and poverty/income o Overall health conditions, including asthma, heart attack and life expectancy o Built environment, including access to parks, walkability, access to healthy foods o Environmental pollution, including air and water quality and toxic waste sites o Transportation safety • Sustainability and Climate Action (summarized from the Sea Level Rise White Paper and the existing conditions work conducted as part of the Environmental Background Report in and Climate Action and Adaptation Plan in Task 11)

3-11 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 11 o Greenhouse gas emissions and trends towards carbon neutrality target o Existing climate change, sustainability and resiliency policies and actions in effect o Local knowledge and best available science associated with local climate hazards, including wildfires, smoke, and heat and summary of the vulnerability analysis done for the Draft Local Hazard Mitigation Plan o Generation of current and projected sea level rise and anticipated flood condition visualizations o Flooding and infrastructure risk assessment o Green Infrastructure opportunities and benefits • Historic resources (summarized from the technical background report on historic resources) o Brief historic context for the City of Petaluma o Current local, state, and nationally listed and eligible individual historic resources o Current local and nationally listed historic districts o Summary of historic preservation ordinance, historic district design guidelines, and other relevant planning documents o Key issues related to historic resources and historic preservation • Safety (summarized from the Environmental Background Report) o Urban and wildfire risks, fire hazard areas, and fire protection resources o Seismic and geological hazards, including earthquake and landslide susceptibility and soil stability o Flood probabilities including FEMA floodplain mapping and major creeks, streams, and drainages o Hazards and hazardous waste producers and any existing remediation sites in or near the City • Arts and culture (summarized from the background report on arts and culture) o Local and regional arts and culture environment o Petaluma creative identity o Creative economy profile and comparisons o Arts and culture market demand o Nonprofit creative organizations profile and map o Public art map o Cultural venues map o City arts and culture programs

Task 3.5: Existing LOS Analysis In lieu of traffic counts, Fehr & Peers will purchase data from Streetlight Data to develop estimates of traffic volumes reflective of Year 2019 traffic conditions. Since traffic patterns and travel behavior have shifted substantially in Petaluma (and throughout California) as a result of COVID-19, this data-driven method is preferred for estimating baseline traffic volumes. Streetlight Data volume estimates are more robust than traditional traffic counts since they assess travel patterns across several months, rather than a single day. Fehr & Peers will use existing traffic counts, where available (e.g., from recent studies), and purchase Streetlight data for additional locations (up to approximately 20 intersections or 100 Streetlight zones), with the study locations selected in conjunction with City staff. The number of intersections may be modified based on discussions between the project team and City staff. The traffic count data will be compared against other available sources of historical traffic count data to determine if adjustments should be made to account for travel behavior changes related to the COVID-19 pandemic. Existing peak hour roadway segment Level of Service (LOS) will be calculated for Existing Conditions using volume and LOS definitions from the Highway Capacity Manual, 6th Edition. Peak hour intersection LOS will be calculated using the methodologies from the Highway Capacity Manual, 6th Edition; the intersection calculations will be performed for the AM and PM peak hour of intersection volume using the Synchro software package for the

3-12 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 12 majority of study intersections. Up to four (4) intersections at or adjacent to congested SMART at-grade rail crossings (e.g., Lakeville Street/East Washington Street, Lakeville Street/East D Street) will be evaluated using the SimTraffic analysis software. Conducting a microsimulation analysis at these intersections represents a more technically robust approach than the traditional Synchro-based approach generally ignores the effects of railroad grade crossing events. The use of SimTraffic microsimulation analysis for grade crossings is standard practice throughout the Bay Area, including for analysis of grade crossings along the Caltrain and Capitol Corridor passenger rail lines, and has been recently employed by Fehr & Peers on recent CEQA studies for mixed-use development projects in Petaluma. Fehr & Peers will also collect existing travel times on up to two (2) key corridors, such as Washington Street and Petaluma Boulevard, and use this to calibrate the intersection LOS results. Corridor travel times are a commonly understood metric for mobility and can be used to inform the public about the effect of the General Plan growth in Task 6. Fehr & Peers will review the latest version of the SCTA travel demand model to determine its current level of validity for the purpose of developing traffic volume and VMT forecasts for the General Plan EIR described in Task 6 (and Land Use and Buildout Scenarios task, described in Task 5, if a quantitative transportation analysis is deemed appropriate). The model review will use the collected traffic count volumes to determine if additional calibration or validation of the travel demand model is required. Fehr & Peers will also complete a subarea calibration and validation of the SCTA travel demand model, with a focus on enhancing the Base Year model’s performance in replicating traffic counts and local and regional travel patterns (versus data collected as part of SCTA and Fehr & Peers’ Sonoma Travel Behavior Study). The performance of the model will be compared against comparison targets in the 2017 California Regional Transportation Plan Guidelines. The calibration process will consider updates to base year model land use information, roadway network connectivity, capacities and speeds, travel time friction factors, turn penalties, and mode choice components.

Task 3.6: Environmental Background Report The Environmental Background Report will examine existing natural and environmental resources. The report will describe their value for conservation and protection, or any issues and development constraints. The environmental background report will inform goals and policies in the Safety, Conservation, and Open Space Elements as well as form the basis for the development of the existing conditions and programmatic analysis in the applicable sections of the Draft EIR (per Task 8: CEQA). • Water resources and quality. Rincon will provide a summary of the watersheds in the area and describe the creeks, streams, parks, open space, freeways, and roads within these boundaries. Flooding mapping and concerns will be described as will the area’s surface water quality. This section will also provide a summary of the City’s groundwater, stormwater, dams or levee issues. • Noise. Rincon will perform noise analysis and contour modeling using daily segment traffic volumes for all segments analyzed within Petaluma and through conducting short-term (15-minute) noise surveys at up to 12 locations to document the existing acoustical environment. The existing regulatory setting, including federal, state, and local noise requirements, will be described. The consultant team will work with City staff to review data sources in order to correctly identify the location and types of major noise sources; noise-sensitive areas and land uses; and the degree of severity of noise problems in the community. • Natural resource areas. This section will provide an inventory and status of the City’s recreational and open space resources. • Biological resources. Rincon will review agency databases (i.e., California Natural Diversity Database [CNDDB], California Native Plant Society [CNPS] Inventory of Rare and Endangered Plants, and U.S. Fish and Wildlife Service, Information for Planning and Conservation database) and other relevant background information for context and understanding of the biological resources and any potential

3-13 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 13 sensitive habitats, principal vegetation cover types, and special-status and endangered species in or near the city. • Natural hazards. This section will describe the City’s potential for natural hazards. Geologic hazards, such fault rupture, liquefaction, and seismic shaking will be analyzed and mapped. A description of flooding hazards will include mapping major creeks, streams, and drainages, and summarizing the latest FEMA floodplain mapping to illustrate potential safety and development constraints. A description of the City’s susceptibility to landslides, dam failure, and wildfire will also be described and mapped. • Manmade hazards. This section will provide a summary of the hazardous material sites in the city based on review of readily available agency databases. • Climate hazards: This section will summarize other climate hazards not covered under Task 3.7 including sea level rise, drought, wildfire and smoke, and heat.

Task 3.7: Sea Level Rise and Climate Change White Paper The City of Petaluma faces a formidable challenge to mitigate against coastal and riverine flood vulnerability that is impacting its economic base that span from coastal tourist attractions to interior agricultural communities. Sherwood Design Engineers (Sherwood) will work with the design team and the City of Petaluma to identify vulnerabilities, map assets, recognize unmet needs, recommend solutions and if needed position the City for funding. We will generate short-term and long-term actions, integrated into a comprehensive framework that can be effectively rolled out to the community - to become a blueprint for a resilient future. We will effectively apply context sensitive solutions to flooding that focus on ecological interventions, quality of life and economic opportunity. We will provide locally knowledgeable scientific rigor to identify and assess risks and vulnerabilities; and the design acumen to generate broad-based multi-functional sea level rise and flood solutions that promote ecology and provide public amenity. We will deliver a framework that can sustain Petaluma in the long-term and set you on a path towards resilience, so that you can thrive in this period of rapid climate change.

Task 3.8: Future of Retail White Paper Greensfelder Real Estate Strategy (GRES) will prepare a white paper on the future of retail in Petaluma. The white paper will help set the stage for how the city should think about its retail spaces (i.e., downtown, along commercial corridors, in larger strip commercial center, etc.) relative to the future growth of the City. As part of this effort, GRES will prepare a high-level retail market demand analysis taking into account Petaluma’s competitive position in the broader marketplace, expected population growth and implications for retail repositioning and expansion, and an economic analysis explaining how larger marketplace trends and consolidation will impact the City’s ability to attract and maintain a diverse retail base capable of serving both residents and visitors. Particular attention will be paid to opportunities for business attraction, how to encourage retail and commercial activity, how to avoid overbuilding, how to promote and maintain a balance of mixed-use development where retail is one of the uses, and how to maintain a small-town feel. The report will also include a discussion of the main factors influencing how retail is being conducted, which includes consolidation and reorganization of the industry as a whole. Over the past half century, commodity retail activities have consolidated away from smaller independent and regional chain stores towards large nationally branded big-box retailers located in regional destination shopping centers, such as Costco and Walmart. With large general commodity anchors, these malls incorporated smaller quantities of specialty goods, including jewelry, apparel, and food and beverage vendors. This syphoned the economic energy away from historic downtowns and redirected it to regional and sub-regional destination shopping centers, a trend that was detrimental to downtown and Main Street shopping districts. Like with many communities across the Country, Petaluma seeks to balance growth, economic vitality and increased opportunities for entrepreneurs, and creating a diverse and equitable retail offering that serves all residents of the community and visitors alike. The City will want to support a diversified employment base, reflecting labor force capabilities and recognizing the

3-14 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 14 community’s quality of life and strengths in a variety of sectors including a vital and diverse retail base that serves the needs of all residents as well supporting a diverse employment base. GRES will address the difference between commodity and specialty retail and how differentiating between them will guide our analysis, “new retail equilibrium” which explains how retail’s footprint is evolving, impact of e- commerce, influencers, and platforms on the retail ecosystem and on bricks and mortar retail in particular, the changing landlord-tenant relationship including the value proposition each provides the other, the importance of active as opposed to inactive uses, how “gravity” affects shopping behaviors, and “Retail Resilience” which is a discipline GRES has pioneered. Finally, we will address last mile considerations that lay at the intersection of retail and sustainability.

Task 3.9: Market Demand and Economic Opportunity Analysis Residential Real Estate Market Analysis Strategic Economics will assess the future potential for housing of various types in Petaluma, with the analysis making use of findings from Strategic Economics’ recently completed market analysis for the Santa Rosa General Plan update and research completed for a property disposition analysis in Santa Rosa. The analysis will consider projected household growth by type of household, and trends in housing prices, sales prices, and construction activity for housing of different types. The analysis will also evaluate the potential for attracting higher density, infill housing types in transit-served areas, Downtown, on undeveloped sites, and on redevelopment sites based on the composition of new household growth in the city and county. The analysis will be used to generate an estimate of projected future absorption of housing units with guidance on likely product types, and consideration of land capacity constraints. Nonresidential Real Estate Market Analysis Strategic Economics will use available data sources such as California Employment Development Data, County/Zip Code Business Patterns, and MTC/ABAG estimates and forecasts to analyze historical employment trends, and forecasts for growth by industry for Petaluma, Sonoma County, and Napa County. The analysis will incorporate relevant findings and research from Strategic Economics’ recently completed market analysis for the Santa Rosa General Plan update and data analysis for a property disposition strategy in Santa Rosa. Strategic Economics will analyze the performance of existing commercial space (including industrial, office, hotel, and retail). This analysis will include an assessment of historical market trends such as rents/rates, vacancy rates, construction, and absorption. Strategic Economics will also identify Petaluma’s competitive advantages for the various land uses and the City’s unique niche within communities along the Highway 101 corridor, incorporating feedback from commercial real estate brokers, developers, and business owners. The industry and employment trends for Petaluma will also be compared against more general literature to understand how future trends around the evolution of businesses in industries associated with Petaluma’s commercial and industrial land uses will impact future real estate development patterns and needs; this analysis will incorporate the ‘future of retail’ information to be provided by team member Greensfelder Real Estate Strategy. Combining the results of the industry sector analysis, trends research, and the real estate market analysis, Strategic Economics will estimate the square feet of nonresidential uses that could be absorbed in Petaluma within the planning horizon for the General Plan, incorporating guidance on demand by location (including commercial growth potential in Downtown) and consideration of land capacity constraints. Strategic Economics will produce a report describing the findings & conclusions of the market and demand analysis.

Task 3.10: Arts and Culture Background Report The Cultural Planning Group (CPG) will conduct research and prepare an existing conditions report on the arts and cultural conditions in Petaluma. The background work will include the following:

3-15 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 15 • Stakeholder Interviews. Conduct 10-15 interviews with leaders in the arts and culture space in Petaluma. Participants will be identified with City staff at the beginning of the project and may include arts and cultural leaders, local artists/creatives, economic development leaders, creative sector leaders, educational leaders, and philanthropic leaders. CPG will work with City staff on meeting logistics. • Discussion Groups. Conduct 3-5 topic focused virtual (or in-person if allowable) topic-focused discussions focused on arts and culture. The meetings will help the CPG team identify the community’s current state and desired future state of arts and culture in Petaluma. • Inventory of Arts and Culture. The CPG team will build an inventory of arts and cultural assets for Petaluma. This inventory will be sourced from analysis of data from existing secondary sources such as IRS, existing City inventories, and other sources; and through primary sources such as interviews with staff and other stakeholders. • Creative Vitality Profile and City Comparison Report. CPG will work with Western States Arts Federation (WESTAF) and The Creative Vitality Suite to analyze and providing reporting on the creative sector of Petaluma through its Creative Vitality Index (CVI) platform. This is a data-informed platform through which one can view the creative vitality index values (CVI) for the Petaluma metropolitan statistical area (MSA), including top creative industries and occupations in zip codes in the city and nearby areas included within Petaluma zip codes. • CVI Study of Comparable Cities. In consultation with the City, CPG will identify a cohort of relevant cities for a CVI study comparing Petaluma with other cities. • Arts and Culture Market Demand Study. The CPG team will analyze, report, and create a visual mapping of local and regional market area demand for performing arts, cultural destinations, and personal creative activity. Research includes a combination of localized ESRI buyer counts and indexing and Census demographic updates. Based on the above work, CPG will develop a comprehensive Arts, Culture, and the Creative Economy Report. The report will include, but not be limited to the following topics: • Local and regional arts and culture environment • Petaluma creative identity • Creative economy profile and comparisons • Arts and culture market demand • Nonprofit creative organizations profile and map • Public art map • Cultural venues map • City arts and culture programs and funding

Task 3.11: Environmental Justice Report R+A will prepare a background report on Environmental Justice to identify overall health conditions in the city, factors that impact health (including built environment, natural environment and socioeconomic conditions) and specific census tracts that are defined as “disadvantaged communities.” The report is an initial step in fulfilling the requirements of Senate Bill 1000, also known as the 2016 Planning for Healthy Communities Act. Senate Bill 1000 (SB 1000) requires cities that have “disadvantaged communities” to incorporate environmental justice (EJ) policies into their general plans, either in a separate EJ element or by integrating related goals, policies, and objectives throughout the other elements. Specifically, general plans for jurisdictions that have disadvantaged communities must: • Prioritize improvements and programs that address the needs of disadvantaged communities • Promote safe and sanitary homes in disadvantaged communities • Promote public facilities in disadvantaged communities

3-16 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 16 • Reduce exposure to pollution, including improving air quality in disadvantaged communities • Promote food access in disadvantaged communities • Promote physical activity in disadvantaged communities • Reduce any unique or compounded health risks in disadvantaged communities • Promote civic engagement in the public decision-making process in disadvantaged communities. This report, therefore, will identify disadvantaged communities in Petaluma and summarizes conditions related to each of the required environmental justice topics – safe and sanitary homes, public facilities, exposure to pollution, food access, physical activity, and other unique or compounded health risks. Based on a preliminary analysis by R+A, Petaluma does have identified disadvantaged census tracts and therefore will be subject to SB 1000 requirements

Task 3.12: Historic and Cultural Resources Page & Turnbull will review existing information to understand the historic context of the city and how its physical development has evolved over time. Page & Turnbull will prepare the Cultural and Historic Resources Technical Report, which will inform the Existing Conditions document. The Technical Report will include a brief historic context of the physical development of the city, including a summary of property types and architectural styles representative of significant periods in the city’s historic development. It will summarize the current local, state, and nationally designated individual historic resources and the boundaries of the three listed historic districts. The report will quantify, using GIS data, the number and locations of properties that are age-eligible (at least 50 years old) for potential historic eligibility. It will summarize the City of Petaluma’s historic preservation ordinance, historic district design guidelines, and other relevant planning documents. With this background information in place, Page & Turnbull will identify key issues and opportunities related to historic resources and the City’s historic preservation program.

Task 3.13: Preliminary Housing Sites Inventory R+A and VTA will conduct a preliminary Housing Element sites inventory based on the existing zoning and proposed RHNA numbers. This analysis will help the City understand whether there is sufficient capacity to adopt a Housing Element prior to the comprehensive General Plan update. The result of this task will be a technical memorandum identifying the methodology, sites inventory, conclusions and recommendations.

Task 3.14: Team Working Meeting – Existing Conditions The R+A team will hold a day-long team working meeting to discuss the findings of the existing conditions work and to review this work with city staff.

Task 3.15: City Council and Planning Commission – Existing Conditions Overview R+A will meet with the City Council and Planning Commission to provide an overview of the existing conditions reports, with a focus on the factors impacting growth and the overall quality of life in the City. The R+A team can meet with other boards and commissions to provide summary results of the existing conditions reports. Time for this work can be billed to Task 2.12: On-Call Engagement. Alternatively, staff can provide updates to Committees and Commissions.

Task 3 Deliverables • Document Review Matrix • Evaluation of Existing General Plan Memo (admin and final) • Existing conditions report (admin, screencheck and final) • White papers (admin and final) o Demographic and Socioeconomic Report o Sea level rise and climate change

3-17 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 17 o Future of retail o Arts and culture o Environmental justice o Historic and cultural resources o Market report • PPT Presentation for City Council and Planning Commission (draft and final) Task 4: Visioning

Task 4.1: Issues + Opportunities Engagement Summary Based on the feedback from the community, R+A and Plan to Place will create an engagement summary report describing the issues and opportunities. This report will be a detailed summary of the results of first phase of the engagement process including stakeholder interviews, online surveys, GPAC meetings and public workshops and events. It will include a summary of the activities that occurred, participation levels and a detailed summary of the ideas expressed by the community including the issues facing the city today and in the future, the aspects of the community that are cherished, and the opportunities for positive change.

Task 4.2: Develop Vision + Guiding Principles Through workshops, discussions led by community partners, and pop-up workshops, we will explore how individuals envision the future of Petaluma and the most important values of community. The specific engagement activities will be identified in the community engagement plan developed in Task 2.1. This information will be summarized in a new or updated vision statement and a list of “guiding principles” or “community values.” The guiding principles can be used to evaluate General Plan alternatives developed later in the process.

Task 4.3: Create Vision Diagram + Strategies Building off the community engagement process and the vision and guiding principles, the project team will summarize the initial “big ideas” that the General Plan will put forward. This could include areas of the City to focus new development (such as the SMART stations), natural areas that could be enhanced, urban areas to protect from sea level rise, transportation improvements, or new policy directions, such as addressing social equity.

Task 4.4: Objective Targets for the General Plan and Factors Affecting Growth R+A will work with staff to develop a list of the major factors impacting growth in the city and objective targets for how the city would like to evolve over time. These targets will be a bridge between the vision and the land use alternatives. Examples include meeting three times the RHNA allocation to account for future growth, maintaining the urban growth boundary and only focusing on infill development, becoming carbon neutral by 2045, increasing fiscal revenues by x% or developing a “vision zero” transportation plan. These targets will be developed and discussed in consultation with the GPAC and the community during the visioning phase of the project.

Task 4.5: Citywide “What If” Scenarios At a citywide scale, the Consultant Team will identify various scenarios expressing alternative futures, with differing focused locations for change, varying densities, and different amounts of development. For example, we can explore buildout under the existing General Plan and zoning compared to scenarios that increase the height limit in key commercial or mixed-use areas, increase development in certain residential neighborhoods, and/or focus growth on the Downtown and the SMART stations over other areas. Unlike the alternatives in Task 5.5, the scenarios hypothetical and designed to test concepts or ideas, rather than to create a real and implantable approach for the future of the City.

3-18 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 18 R+A will use UrbanFootprint to examine impacts of growth under different scenarios to achieve citywide numeric targets and other outcomes. Outcomes analyzed may include housing units, jobs, percentage of residents and employees within walking distance of high-quality transit, GHG emissions per capita and mode split. These scenarios can help the public understand how various development decisions can help or hinder criteria that impacts the quality of life in the city.

Task 4.6: Vision Report The culmination of this task will be a “visioning report” that bring together information from Tasks 4.1 to 4.5. The report will be used in community engagement activities to obtain feedback and information on the overall direction. The results of the engagement and the Visioning Report will be presented to the Planning Commission and City Council for comment and feedback.

Task 4.7: City Council and Planning Commission – Visioning Document R+A will meet with the City Council and Planning Commission and GPAC to review and receive direction on the vision, guiding principles, and factors affecting growth. This will be a critical step prior to developing land use and other policy alternatives.

Task 4 Deliverables • Issues and opportunities matrix (admin and final) • Vision and guiding principles memo (admin and final) • Vision and key strategies map (admin and final) • Objective targets (admin and final) • Citywide “What If” Scenarios • Vision Report (draft and final) • PPT presentation for City Council and Planning Commission meetings (draft and final) Task 5: Alternatives

Task 5.1: Land Use/Place Type Designations R+A will develop land use/place type designations building off the city’s designations in the existing General Plan. Based on new State regulations and court case law, the city’s land use designations and zoning districts will need to be consistent. Thus, there may be a reworking of the existing land use designations to sufficient specificity to match the zoning districts.

Task 5.2: Targeted Market/Economic/Fiscal Assessments to Guide Alternatives Development Strategic Economics will closely collaborate with the full R+A team and City staff to identify specific market, economic, and fiscal issues and questions that require additional research and analysis to appropriately guide development of the land use alternatives and/or the included land use/place type designations. Strategic Economics will then complete agreed-upon as-needed analyses within the available budget for this task and present the findings in a technical memorandum. This flexible, “pre-alternatives” phase of work is a unique approach that resolves a common challenge in General Plan development, in which market and economic analyses occur early in the plan development process, leaving insufficient opportunity to address the specific questions that arise as a result of community visioning and initial direction on the land use alternatives. As part of this task, Strategic Economics will analyze the fiscal impacts of up to four building types on the City of Petaluma’s General Fund. The results will inform deliberations by community members and decisionmakers regarding the tradeoffs of encouraging growth of different land uses and/or at different intensities of use. Strategic Economics will base the analysis on a set of building prototypes to be chosen in consultation with City staff and developed by Raimi + Associates. Potential examples of prototypes include office, retail, relatively high- density housing, and relatively low-density housing. Using a static fiscal impact modelling approach, the analysis

3-19 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 19 will estimate the change in ongoing General Fund operating revenues and expenditures associated with each prototype. Strategic Economics will describe the findings and methodology in a draft memo, to be followed by a final memo incorporating responses to a single set of City comments. In addition, Strategic Economics anticipates that analyses in this task may potentially need to examine competition between specific land uses from a financial feasibility perspective, implications for Petaluma’s economy based on different growth patterns, and/or identification of likely development opportunity sites/areas based on development and redevelopment potential. The results of the findings will also be used to inform Strategic Economics’ subsequent development of the Economic Development Element.

Task 5.3: Residential Development Feasibility Analysis Strategic Economics will conduct a financial feasibility analysis to assess the potential for market rate residential development in Petaluma to support additional fees or community benefits contributions to the City of Petaluma. Strategic Economics will build static pro forma models that will test the financial feasibility of up to three residential prototype development projects, each representing different intensities of development. Raimi + Associates, in coordination with Strategic Economics and City staff, will create detailed development project prototypes representing recent and likely residential development projects in Petaluma. Based on these prototypes, Strategic Economics will estimate construction costs and attainable revenues. These estimates will incorporate the results of interviews with real estate professionals (developers, contractors, architects, etc.) with recent or current projects in Petaluma and nearby cities. Cost estimates of city permits and fees will be reviewed with Planning staff, including assumptions regarding housing impact fees, inclusionary housing in-lieu fees, and verification of specific inclusionary housing requirements. The static financial models for the three residential prototypes will be used to compare costs and capitalized project revenues to test sensitivity of the prototypes’ financial feasibility to imposition of additional fees or to support additional community benefits contributions, based on the fees’ impacts on the prototypes’ supportable residual land values. Strategic Economics will prepare a summary of findings of the analysis, and discuss the results and possible next steps with City staff in a conference call. As budget allows, Strategic Economics will continue working with City staff and the Raimi + Associates team to provide input on potential policy direction. Strategic Economics will submit an administrative draft memorandum that will provide the City with the results of the feasibility analysis and a brief overview of potential options for obtaining and incentivizing community benefits contributions from the tested development project types. Strategic Economics will make any required edits or clarifications to the administrative draft memorandum report based on comments from City staff, and deliver a final memorandum.

Task 5.4: Team Working Meeting - Alternatives After the initial research and identification of areas of change, key members of the Consultant Team will hold a multi-day (three or four days) working meeting in Petaluma to develop land use + transportation alternatives, meet with stakeholders, work with City staff to develop and resolve policy alternatives, and collaboratively develop conceptual ideas. (Note that this may need to take place online if required for public health reasons.) This workshop will also allow us to present the Consultant Team's mapping and data findings to City staff. This is an opportunity to discuss and even challenge R+A’s findings. Note that not all Consultant Team members will be at working meeting for the entire time. Additionally, the working meeting may coincide with community engagement activities.

Task 5.5: Alternatives Development For each of the identified change areas, R+A, with support from Strategic Economics (market and economic) and David Greensfelder (retail), will prepare up to three land use and urban design alternatives that vary in terms of

3-20 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 20 land use, density or intensity, public space emphasis, and transportation. Each alternative will be illustrated through a series of graphics that present: • Land Use and Development. A different mixture of uses, allowable maximum heights and densities, and total amount of new growth. • Building Design/Character. An alternatives map with precedent photos of representative buildings, place types, and character. • Public Realm Character. The general characteristics of streets and other public spaces. The graphics that will be produced include land use maps and photos representing various land use categories.

Parallel with the land use alternatives, other members of the consultant team will explore alternatives to critical topics facing the community. These alternatives may be both physical and policy. Topics include: • Circulation. Future roadway, transit, and active transportation networks such as new crossings over the Petaluma River (e.g., Rainier Extension, Caulfield Extension) or closing existing gaps in the multimodal transportation network (e.g., installing new sidewalks or multi-use paths to connect potential new development sites to transit) • Parks and Open Space. This section will focus on ways to provide new and enhance existing parks, trails, and open spaces. It will include ideas for the locations of new facilities (presented as a series of open space network maps) and methods to fund new facilities. • Economic Development and Fiscal Health. SE will examine alternative approaches to enhancing economic development to achieve other citywide goals. • Sea Level Rise/Adaptation. Sherwood will work with the design team and the City of Petaluma to identify vulnerabilities, map assets, recognize unmet needs, recommend solutions and if needed position the City for funding. We will generate short-term and long-term actions, integrated into a comprehensive framework that can be effectively rolled out to the community - to become a blueprint for a resilient future. This information will be summarized in an alternatives briefing book or PowerPoint presentation and will be accompanied by an online survey.

Task 5.6 Land Use Alternatives Analysis R+A will prepare a “matrix-level” analysis of the alternatives. We will use UrbanFootprint to model the land use, transportation, and environmental impacts, and to compare and contrast the alternatives in terms of key targets and outcomes (which were defined in Task 4.4). Specific topics that will be addressed in the alternatives’ analysis include: • Land use mix, including land use by type and intensity • Amount of parks and open space generated • Development in critical environmental areas such as areas subject to sea level rise and flooding • Transportation impacts including VMT per capita • GHG impacts including total GHG emissions and GHG per capita • Energy use per household and per capita • Access to destinations including parks, retail, and transit

Task 5.7: City Council and GPAC – Alternatives Review and Selection R+A will meet with the City Council and GPAC to review and receive direction on land use and policy alternatives.

Task 5.8: Preferred Alternative Through input from public workshops, City staff, and the GPAC and City Council (defined in and billed to Task 2), the alternatives will be vetted, discussed, and evaluated. At the end of this process, the preferred direction for

3-21 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 21 each change area will have been refined. This finalized approach will present a clear picture of land use, open space, development intensity, and circulation for the continued evolution of each change area and the City. Once the preferred alternative is identified, the R+A team will conduct a final analysis of the alternative in UrbanFootprint using the same metrics as described in Task 5.6. In addition, R+A will calculate full buildout and 20-year growth projections for the preferred alternative. Fehr & Peers will identify potential improvements for the Mobility Element and update of the City’s Transportation Impact Fee program. Future VMT + LOS Analysis Fehr & Peers will use the growth projections to prepare VMT per capita and/or VMT per service population forecasts using the SCTA regional travel demand model. Fehr & Peers will develop future daily traffic forecasts at up to 15 roadway segments and 30 intersections in the study area for the final Preferred Land Use and Buildout Scenario (“Cumulative Plus Project”) for informational purposes, and to identify potential improvements for the General Plan Mobility Element and an update of the City’s Transportation Impact Fee program. The forecasts will be developed using the latest version of the SCTA travel demand model at the time of the commencement of the forecasting task and will be based on land use growth data by TAZ/model land use type provided by City staff for the Preferred Scenario. Where existing counts are available, the forecasts will be adjusted to account for model error before being used in subsequent operations analysis. Roadway and intersection level of service analysis will be conducted for these segments, using LOS volume thresholds developed in consultation with City staff. Public Utilities Analysis Sherwood will analyze the infrastructure network and adaptation solutions to support the preferred alternative. The infrastructure assessment will consider existing infrastructure, future resiliency measures, adaptation considerations, and interaction with other evolving elements. Opportunities for infrastructure advancements to meet these goals will be incorporated into the strategies presented.

Task 5.9: Fiscal Impact Analysis of Preferred Alternative In order to assess the preferred land use alternatives’ success in achieving the Petaluma community’s goal of a “fiscally and organizationally sustainable City” and focal area of “City Fiscal Sustainability,” Strategic Economics will estimate the fiscal impacts of the preferred land use alternative on the City’s General Fund. Using a static fiscal impact model, the analysis will estimate the change in ongoing operating revenues and expenditures for the projected net growth in residential and non-residential land uses associated with each plan alternative. Revenues will include the property tax, sales tax, and other major sources to the General Fund. Costs will be estimated based on interviews with key City departments such as Police, Fire, Public Works, and Parks and Recreation, and with input from the City’s Finance Director and/or City Manager. Based on this input, Strategic Economics will calculate the increase in General Fund expenditures for providing services to new residents and employees. Finally, Strategic Economics will identify the revenues and costs generated by the preferred alternative to determine whether the proposed land use changes would provide enough revenues to offset the increased costs to the City General Fund.

Task 5.10: Housing Finance Analysis Strategic Economics will interview Housing staff and review relevant documents such as the new ABAG Regional Housing Needs Allocation (RHNA), new State legislation, the most recently updated Housing Element, analyses completed as part of the General Plan update effort for the new Housing Element, and other materials to understand the existing conditions for affordable housing development in Petaluma. Strategic Economics will summarize the key opportunities and constraints to affordable housing production in Petaluma by conducting the following tasks:

3-22 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 22 • Interview affordable housing developers in Petaluma and the North Bay region to identify barriers to affordable housing in Petaluma, including major financial and regulatory constraints to development. • Evaluate local and countywide affordable housing funding availability in the form of housing impact fees, commercial linkage fees, in lieu fees, housing bonds, and other sources. • Estimate the local funding gap for very low-, low-, and moderate-income units (tax credit housing) based on pro-formas from recently built affordable housing projects. • Estimate the feasibility gap for market-rate developers to provide housing affordable housing to lower income households based on the results of previous feasibility analyses. • Assess the potential for market-rate development to provide housing for moderate income and middle- income households without public subsidy. • Consider the potential impact of state and local policy efforts related to affordable housing that might influence implementation and funding availability. Based on these analyses, Strategic Economics (SE) will submit a report outlining the major opportunities and constraints to affordable housing development for a variety of income levels, and provide recommendations for facilitating more production.

Task 5 Deliverables • Land use/place type designations • Memo on fiscal impacts of land use types (draft and final) • Memo on financial feasibility of housing types (draft and final) • Land use and design alternatives for areas of change and other policy topics • Alternatives analysis briefing document or PPT • PPT for Planning Commission and City Council meeting (draft and final) • Preferred alternative summary memo or PPT with analysis of the preferred alternative • Fiscal impact analysis of preferred alternative (draft and final) • Housing finance analysis report (draft and final) Task 6: Policy Development

Task 6.1: Plan Outline Based on the preferred alternative, R+A will work with the City to prepare a detailed outline of the General Plan. The General Plan will be organized in a way that is clear and easy for the public to understand, is logical for City staff and decisionmakers to use on a regular basis and is consistent with the Digital General Plan.

Task 6.2: Admin Draft Policy Frameworks The R+A team will prepare a memorandum outlining the proposed General Plan goals, policies, and implementation actions for review by the community, GPAC, and decision-making bodies. The scope below describes each proposed General Plan Element by topic. However, the R+A team is open to and willing to discuss alternative organizations, such as the combining elements or creating new elements to address topics of concern to the public. Land Use, Urban Design and Community Character: R+A will develop a policy framework for land use, which will include: • Modifying land use designations and the land use map to reflect new market conditions, changes in land use and zoning, and potential for new growth in certain areas of change • Developing a vision and revising policies and implementation actions for each sub-area • Incorporating policies from approved recent plans where applicable

3-23 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 23 • Developing policies for preservation of existing single-family neighborhoods and encouraging the provision of “missing middle” housing types • Integrating social equity, sustainability, and adaptation into land use Mobility: Fehr & Peers will prepare the transportation policy framework. This will include: • Modifying circulation system maps and Complete Streets diagrams • Refined policies related to LOS and VMT • Ensuring consistency with the City’s recent SB 743 implementation work to set VMT reduction targets that could also be used as CEQA impact significance thresholds • Developing policies to address emerging transportation technology topics such as micromobility, transportation network companies, autonomous vehicles, and electric vehicles • Considerations related to the Petaluma Municipal Airport • Addressing TDM and parking concerns Economic Development: Strategic Economics will prepare the economic development policy framework. In addition to core issues such as workforce development, business attraction and retention and fiscal stability, the policies will also address topics that are cross-cutting with the land use element. Examples include linking commercial growth with building and opportunity site supply, establishing a retail strategy that aligns productive use of retail sites and spaces with the evolution of the retail industry in general, and cultivating opportunities to encourage development and reuse of commercial and industrial properties in line with long-term trends in related industries. Environmental Justice, Health and Equity: R+A will draft the social equity framework, including: • Identifying disadvantaged neighborhoods or sub-areas for priority improvements and public facilities • Developing policies that address health, economic development, education, and housing disparities • Establishing policies that reduce environmental burden • Creating strategies to address the underlying or root causes of inequities Sustainability and Climate Change. R+A, Sherwood, and Rincon will develop an integrated policy framework for sustainability, greenhouse gas mitigation, carbon sequestration, and climate adaptation to sustain Petaluma in the long-term and align the City on a path towards resilience in order to thrive in this period of rapid climate change. Given the cross-cutting nature of these issues, there will points of integration with other policy frameworks, including Land Use, Safety, Conservation, and Environmental Justice, among others. Topics that will be considered are: • Greenhouse gas reduction actions and targets (from the CAAP in Task 11), including carbon-free energy, decarbonized buildings, zero waste, fossil-fuel free transportation, and carbon sequestration. • Carbon sequestration, related to public land management, soil stewardship, and urban forestry • Integration of ecological interventions in cooperation with multi-functional strategies • Strategies to address sea level rise and areas of inland flooding • Climate adaptation, creating complementary policies targeted at populations most susceptible to climate change impacts • Green Infrastructure • Green jobs and a just transition Parks and Recreation: R+A will craft the parks and recreation policy framework, including: • Funding for new parks and open spaces • Park equity • Provision of recreational programs • Improvements to existing parks and open spaces Public Facilities and Services: R+A and Sherwood will develop policies related to facilities and services. Topics that could be addressed are:

3-24 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 24 • Infrastructure for water, wastewater, stormwater and broadband • Identification of new facility needs • Schools • Public building and public facilities • Programs and social services Natural Environment: Rincon will identify and evaluate strategies to: • Enhance valued open space areas • Identify and define strategies to improve water quality and stormwater management • Protect sensitive species and habitats • Address air quality in consideration of climate change, land use, transportation, and health Safety: Using the Local Hazard Mitigation Plan as a starting point, Rincon will identify and evaluate strategies to: • Address fire, seismic, flood, and seismic hazards and hazardous materials present in the City • Consider of how climate change could affect and potentially exacerbate the impacts associated with these hazards • Flooding and risk management assessment Noise: Rincon will describe and map noise sources and projected noise based on future conditions. These existing and future noise contour maps will be used to evaluate land use compatibility for both transportation and stationary noise sources and will identify areas subject to significant noise in the future. Methods to attenuate noise to reduce potential noise exposure will be identified and incorporated into suitable policies. Arts and Culture: The policy framework will encompass a clear set of policies, goals, and implementation strategies related to arts, culture, and the creative economy. In addition, CPG will identify potential arts and culture focused strategies that contribute to or integrate with other elements of the general plan and assist in developing policies for those elements. These policies may include, but would not be limited to: • Support and development of the creative economy • Public and private partnerships and resources • Cultural facilities and infrastructure development • Arts and cultural education • City arts and cultural programming • Public art policy • Funding for artists and arts nonprofits • Marketing and cultural tourism Historic and Cultural Resources: Page & Turnbull to develop policies related to historic resources. Topics may involve: • Additional development of historic preservation program, such as updates to historic resources surveys or preparation of a City-wide Historic Context Statement • Identification of potential additional historic districts • Floor area ratio and other design standards that relate overall building size and bulk to site area for Downtown, the Oak Hill-Brewster Historic District, and “A” Street neighborhoods • Design guidelines (or updated design guidelines) for individual historic resources and infill development adjacent to individual historic resources • A strengthened evaluation and design review process for age-eligible (at least 50 years old) properties that may possess potential historic significance Implementation Plan: All members of the R+A team will contribute to an implementation plan that identifies key actions from the General Plan and metrics to track progress over time.

3-25 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 25 • Identification of topic specific plans that need to be created or updated as a result of the General Plan • Major physical improvements that need to occur to implement the General Plan vision • Metrics to track progress • Methodology to review and amend the General Plan over time

Task 6.3: Team Working Meetings The R+A team will host a series of team working meetings to review the policy frameworks with city staff.

Task 6.4: Public Draft Policy Frameworks After feedback and comment from city staff, the R+A team will review the policy frameworks for review by the GPAC and the public. Note: This information will serve as input to the Administrative Draft General Plan, rather than a revised version of the policy frameworks.

Task 6.5: City Council and GPAC – Policy Frameworks R+A will meet with the City Council and GPAC to review and receive direction on policy frameworks.

Task 6 Deliverables • Plan outline – draft and final • Administrative Draft Policy Frameworks for the above topics • Public Draft Policy Frameworks • PPT for Planning Commission and City Council meeting (draft and final) Task 7: Plan Development

Task 7.1: Layout + Design R+A will prepare an updated layout and design for the General Plan document in InDesign and for the Digital General Plan. For the PDF version, R+A will develop sample page layouts for City staff to review. Based on the comments, we will revise the design for the General Plan. For the Digital General Plan, R+A will work closely with the City to define the content and structure for the site, including interactive content, such as maps, dashboards, and video.

Task 7.2: Administrative Draft General Plan The R+A team will prepare an Administrative Draft General Plan based on the established vision, guiding principles, and policy frameworks. The R+A team will address all the requirements of State law, using the 2017 OPR General Plan Guidelines, and incorporating local priorities, such as social equity, economic development, and sustainability and adaptation, and ensuring the document is internally consistent. In addition to the policy framework Elements described in Task 6, we anticipate the General Plan will include an executive summary, introduction and plan overview, summary of engagement, and an implementation chapter. The following is a summary of the proposed elements in the General Plan. • Introduction • Engagement Summary • Vision and Guiding Principles • Land use, Urban Design and Community Character • Mobility • Economic Development and Fiscal Sustainability • Environmental Justice, Health and Equity • Climate Change, Sustainability, Adaptation and Sea Level Rise • Parks and Recreation

3-26 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 26 • Public Facilities and Services • Natural Environment • Safety • Noise • Arts and Culture • Historic and Cultural Resources • Governance • Implementation

Note that the Housing Element is described in a separate task.

Task 7.3: 2nd Administrative Draft General Plan City staff will review the Administrative Draft General Plan and provide a single set of comments. The R+A team will address these comments and create a 2nd Draft for staff review.

Task 7.4: Screencheck Draft General Plan City staff will review the 2nd Admin Draft General Plan and provide changes to the R+A team. These changes are expected to confirm and build on previous changes and shall not require a wholesale revision to the plan or entire sections. Once complete, the R+A team will prepare a Screencheck Draft General Plan.

Task 7.5: Public Draft General Plan R+A will prepare a Public Draft of the General Plan based on comments provided by staff’s review of the Screencheck Draft. We assume only minor, editorial, and formatting comments will be provided by staff’s review of the Screencheck Draft. This will be the version that will be presented to the City Council and Planning Commission during the public hearing process.

Task 7.6: General Plan Executive Summary R+A will develop an approximately 20-page summary of the General Plan. This document will be designed and include text, maps and infographics. The intended purpose will be to enable citizens to understand the vision of the city without reading a detailed planning document.

Task 7.7: Digital General Plan Once the General Plan is complete, R+A will prepare an online version of the plan for easier viewing and navigation. This will include web-based content to allow residents to find and understand specific topics without searching the entire plan.

Task 7 Deliverables • General Plan sample layout/design • Administrative Draft General Plan (1st and 2nd drafts) • Screencheck Draft General Plan • Public Draft General Plan • Executive Summary (draft and final) • Digital General Plan (draft and final) Task 8: CEQA Based on review of the RFP and our experience preparing General Plan EIRs, we recommend the preparation of a Program EIR pursuant to CEQA Guidelines Section 15168. Although the legally required contents of a Program EIR are technically the same as those of a Project EIR, Program EIRs are by necessity more general and may contain a

3-27 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 27 broader discussion of impacts, alternatives, and mitigation measures than a Project EIR. A Program EIR may be prepared on a series of actions that may be characterized as one large project. Use of a Program EIR provides the City with the opportunity to consider broad policy alternatives and program-wide mitigation measures and greater flexibility to address environmental issues and/or cumulative impacts on a comprehensive basis. Once a Program EIR has been certified, subsequent activities within the program may be evaluated to determine what, if any, additional CEQA documentation needs to be prepared. If the Program EIR addresses the General Plan’s and Climate Action Plan’s effects as specifically and comprehensively as possible, many subsequent activities could be found to be consistent with the Program EIR mitigation parameters and additional environmental documentation may not be required (CEQA Guidelines Section 15168(c)). The EIR will include analysis for both the General Plan and the CAAP, ensuring the CAAP is a “qualified GHG reduction plan” and allows for future streamlining benefits under 15183.5 of the CEQA Guidelines. In this case, the Program EIR serves a valuable purpose as the first-tier environmental analysis that will assist in streamlining and possibly exempting future projects from CEQA with the idea that the General Plan’s Program EIR can be used for such exemptions when projects are consistent with the General Plan. (Note: Per the RFP, the team will provide separate billing for the project-level analysis of housing element sites to conform with the LEAP grant.)

Task 8.1: CEQA Kickoff Meeting Rincon will facilitate a work session with City staff on preparing the Program EIR and completing the adoption process. The session, often referred to as a CEQA kickoff meeting, will cover the following topics: Evaluating Environmental Impacts • Strategies for CEQA compliance • Coordination of environmental document with general plan preparation • Developing a reasonable range of alternatives • Using new or revised polices as mitigation measures • Incorporating analysis of the Housing Element Completing the Process • Agency consultation • Public notice • Hearings • Adoption • Final documents The kickoff meeting will also allow the City/consultant team an opportunity to discuss the approach to the environmental evaluation and possible project alternatives. Community concerns that have surfaced to date will be discussed. We will also have an opportunity to confirm the cumulative impact analysis approach.

Task 8.2: Notice of Preparation Rincon will work with City staff to develop a project description and will prepare a draft Notice of Preparation (NOP) for City staff to review. The NOP is intended to alert other public agencies about the undertaking, and to solicit their input on the scope of the study. Rincon will submit a final PDF copy of the NOP to City staff for posting on its website and for distribution to public agencies. It is assumed that the City will distribute the NOP using the City’s NOP distribution list. Rincon will review and make suggestions regarding the list. Rincon will be responsible for filing the NOP with the State Clearinghouse/Office of Planning and Research.

Task 8.3: Scoping Meeting Rincon will facilitate a public and agency scoping meeting associated with the release of the NOP. The Scoping Meeting will be held during the 30-day NOP period to introduce the community to the EIR process and obtain

3-28 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 28 input on the EIR scope of work. It will include a brief presentation, followed by public comment and input from meeting attendees. Rincon will prepare a summary of all input gathered, which will be included in the Draft EIR along with any written public comments received during NOP comment period.

Task 8.4: Administrative Draft EIR Rincon will prepare an Administrative Draft Program EIR (ADPEIR) in compliance with CEQA requirements using information gathered as part of the General Plan update effort and comments on the NOP, as well as information from other relevant CEQA documents completed by the City in recent years. Rincon will be responsible for development of a legally adequate and appropriate Program EIR for the General Plan. Rincon will prepare the ADPEIR based on the project description approved by City staff (completed after Task 8.2: NOP). The description of the environmental and regulatory setting for the General Plan will be based primarily on the data available online, the background reports prepared for the project (see Task 3), and information from other relevant CEQA documents completed by the City in recent years, any information received during the General Plan Update process, as well as information from recent City plans such as the City’s Local Hazard Mitigation Plan, Bicycle/Pedestrian Master Plan, and Climate Emergency Action Framework. In addition to covering the entire General Plan, the ADPEIR will cover the Climate Emergency Action Framework and CAAP and include a project level analysis for identified Housing Element sites, to the extent feasible. Materials will be presented in a user-friendly format. Each topical section in the environmental analysis will be introduced with a brief statement of its context in the ADPEIR and the development of the General Plan. This effort may include interpretive information for the reader to better understand how the General Plan affects the environment, as well as the sources of data used in the analysis. The setting for each topical section will describe existing conditions relevant to the topic and provide the groundwork for impact analysis. The number of impacts to be analyzed and the depth of analysis will be determined based on areas of concern identified by the Consultants and City staff, as well as responses to the NOP. Thresholds used to determine the significance of project impacts will be clearly stated and will include thresholds in the CEQA Guidelines, Appendix G, as well as existing regulatory standards, if applicable. Impacts will be identified and mitigation measures will be prepared to reduce significant impacts to a less-than-significant level, when feasible. For each potentially significant impact identified in the ADPEIR, Rincon will identify mitigation measures or policy statements proposed by the City as part of the General Plan Update to avoid or reduce identified impacts. Mitigation measures will be constructed as policy statements to facilitate incorporation into the final General Plan. In order to prepare an ADPEIR that meets the needs of the City and regulatory requirements of the State, the ADPEIR will comprise the following sections: Executive Summary This section will provide a summary of the entire ADPEIR and include the following: • A discussion of the project’s objectives; • A brief description of the proposed project; • A summary of the environmental setting for the Planning Area; • A summary of impacts; • A summary of mitigation measures (mitigating policies); • A discussion of alternatives considered; and • Areas of controversy, and issues remaining to be resolved Introduction The ADPEIR will contain an introductory chapter that provides an overview of the project and context, summarizes CEQA requirements and the environmental review process, describes the legal purpose of the ADPEIR, outlines the environmental issues being addressed, and presents the organization of the report.

3-29 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 29 Project Description and Environmental Setting These sections will contain the City’s objectives for the General Plan and Climate Action and Adaptation Plan and a summary of the General Plan components, including the City’s Housing Element. It will also outline the Planning Area boundaries and summarize existing conditions and any new land uses proposed under the project. The information will be described in a mix of text, tabular, and graphic form (i.e., maps and diagrams). Analysis, Impacts, and Mitigation Measures The environmental analysis section will include four main components: • Setting- description of current conditions with respect to the issue in question, including the existing regulatory environment • Impact analysis- statement of significance thresholds and discussion of potentially significant effects of the proposed project • Programmatic mitigation measures- methods by which significant effects can be reduced or eliminated, presented as General Plan policies to be introduced back into the plan • Level of significance after mitigation- discussion of whether or not proposed mitigation measures reduce impacts to below the adopted significance threshold Adverse impacts that meet or exceed significance thresholds will be considered significant. Additionally, all impacts will be characterized in terms of short- or long-term effects and presented in a logical discussion that the general public can understand. Any inconsistencies with local or regional plans will be discussed. Issues to be analyzed in a programmatic framework will include: • Aesthetics • Agriculture/Forestry Resources • Air Quality • Biological Resources • Cultural Resources • Energy • Geology and Soils • Greenhouse Gas Emissions • Hazards and Hazardous Materials • Hydrology and Water Quality • Land Use and Planning • Mineral Resources • Noise • Population and Housing • Public Services • Recreation • Transportation and Traffic • Tribal Cultural Resources • Utilities and Service Systems • Wildfire • All the mandatory CEQA sections including energy and growth inducement Approaches to the impact analysis for the Program EIR will be discussed with City staff and will be consistent with the assumptions and methodologies used in recent EIRs in the City of Petaluma to the extent possible. In general, the impact analysis will focus on the issues present in the Planning Area and likely to be affected or impacted by the General Plan Update. Some issues, such as mineral resources may not require a detailed analysis relative to other issues because they do not occur in Petaluma or would be unaffected by the project. TIA Report

3-30 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 30 Fehr & Peers will develop future daily traffic forecasts at up to 15 roadway segments and 30 intersections in the study area for the final Preferred Land Use and Buildout Scenario (“Cumulative Plus Project”) for informational purposes, and to identify potential improvements for the General Plan Transportation Element described in Task 1 and an update of the City’s Transportation Impact Fee program (see Optional Transportation Task A for more details). The forecasts will be developed using the latest version of the SCTA travel demand model at the time of the commencement of the forecasting task and will be based on land use growth data by TAZ/model land use type provided by City staff for the Preferred Scenario. Where existing counts are available, the forecasts will be adjusted to account for model error before being used in subsequent operations analysis. Roadway and intersection level of service analysis will be conducted for these segments, using LOS volume thresholds developed in consultation with City staff. Fehr & Peers will work with the project team to review significance criteria that will be used to evaluate the transportation system. It is anticipated that the alternatives analysis and setting of goals and policies will result in a land use and transportation plan that is self-mitigating to the extent feasible. Vehicle miles of travel (VMT) metrics will also be prepared for existing conditions, the Preferred Scenario, and alternatives. Fehr & Peers will conduct a quantitative alternatives analysis of VMT and traffic volumes using the MainStreet software package and the SCTA travel demand model for up to three (3) alternatives. VMT and off-site traffic volumes generated by the land use and circulation alternative change area(s) will be estimated using the MainStreet tool. Roadway system traffic volumes generated by the up to three (3) land use and buildout alternatives will be forecast using the SCTA travel demand model, based on land use growth data by TAZ/model land use type provided by City staff for each alternative. Model outputs will be compared to determine each alternative’s performance relative to the other alternatives. Fehr & Peers will also analyze the transit, bicycle, and pedestrian impacts of the Preferred Scenario, and recommend mitigation measures to address potentially significant impacts of the General Plan. Results of this assessment will be summarized in the Transportation chapter of the EIR. Fehr & Peers will document our data, analysis, and findings in the EIR transportation chapter or in a Transportation Impact Analysis (TIA) Report. F&P will prepare the following documentation: • Administrative Draft Transportation EIR Chapter (or TIA Report) • Draft Transportation EIR Chapter (or TIA Report) • Final Transportation EIR Chapter (or TIA Report) Alternatives Analysis A range of alternatives will be considered in the ADPEIR. CEQA Guidelines require consideration of the “No Project” Alternative. For purposes of this Program EIR, the No Project Alternative would be a continuation of the existing General Plan without any updates or additions. In addition to the “No-Project” Alternative, Rincon will consider other alternatives (such as alternative land use scenarios) that will be developed during the General Plan Update. Evaluation of alternatives will be in less detail than that for the proposed project, though the analysis will provide decision-makers and the public adequate information to decide between alternatives. This section will also identify the “environmentally superior alternative.” If the “No Project” Alternative is determined to be environmentally superior, the ADPEIR will identify the environmentally superior alternative among the remaining scenarios. Cumulative Impacts The document will evaluate cumulative impacts based on planning documents for the Planning Area. The contribution of the proposed project to the overall cumulative impact will also be estimated and discussed. Other CEQA Sections The ADPEIR will provide, in addition to the sections discussed above, all other required CEQA sections, including areas of known controversy, growth inducement effects, and significant unavoidable impacts.

3-31 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 31 Task 8.5: Staff Review/Screen Check Draft EIR Rincon will incorporate City input into the Administrative Draft EIR and provide City staff with digital versions of the ADPEIR in both Word and PDF formats. City staff will conduct one review of the ADPEIR and provide consolidated comments and edits. Rincon will incorporate appropriate revisions and prepare a Screen Check Draft Program EIR. The Screen Check version will be provided in digital format.

Task 8.6: Public Draft EIR Once the City approves the Screen Check Draft Program EIR, Rincon will prepare the Draft EIR for public circulation. Rincon will produce print and digital copies of the Final Program EIR, including 10 hard copies. The Consultants will prepare and distribute the Draft Program EIR to the State Clearinghouse, including all required accompanying forms, such as the Notice of Completion (NOC), through the digital CEQASubmit platform. Rincon will also file the Notice of Availability (NOA) of the Draft Project EIR with the Sonoma County Clerk’s office. It is assumed that City staff will distribute the NOA of the Draft Program EIR to responsible agencies, and interested agencies, organizations, and persons. It is also assumed that the City will be responsible for required newspaper ads and other public noticing of the document’s availability, such as radius label mailing or onsite posting. As required by State law, the Draft Program EIR will require at least a 45- day public review period.

Task 8.7: Response to Comments Within three weeks of receipt of all comment letters on the Draft Program EIR, Rincon will submit a draft Response to Comments to City staff for review. The Response to Comments document will include a list of commenters, comment letters, responses to comments, and any added or revised text of the Draft Program EIR that may be necessary. All responses will include reasoned analysis and, as necessary, will include additional analysis. The final version of the Response to Comments will be incorporated as an appendix to the Final Program EIR. The scope and budget assume a level of effort that would include 100 hours of staff time for this task. This assumes receipt of approximately 15-25 comment letters. If the number of comment letters and the effort to prepare responses is greater than anticipated, Rincon will notify City staff immediately and discuss options to amend our scope of work and budget as necessary. Following receipt of City staff comments, Rincon will finalize the Response to Comments.

Task 8.8 Mitigation Monitoring and Reporting Program Concurrent with the Response to Comments, Rincon will prepare a Mitigation Monitoring and Reporting Plan (MMRP), which will be included in the Final Program EIR. The MMRP will be provided in a format designed for use by planners, environmental monitors, or code enforcement officers. Essentially, this plan will take the form of a detailed table that describes: • Persons/agencies responsible for monitoring compliance with each condition • Timing when monitoring must occur • Frequency of monitoring • Criteria to be used to determine compliance with conditions The final version of the MMRP will be incorporated as an appendix to the Final Program EIR.

Task 8.9: Final Program EIR The Final Program EIR will be completed after the review period has closed and all comments submitted during that period have been received. The Final Program EIR will include corrections to the Draft Program EIR (if warranted), comments received, and responses (Task 7) as well as the MMRP (Task 8). Rincon will prepare a Screen Check Final Program EIR for City staff review and confirmation followed by a Final Program EIR after incorporating comments from City staff. Rincon will produce print and digital copies of the Final Program EIR, including 10 hard copies. Within one day of Final Program EIR certification and project approval, Rincon will submit the draft Notice of Determination (NOD) to City staff for delivery to the County Clerk and/or State Clearinghouse.

3-32 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 32 Task 8 Deliverables • Draft and final Notice of Preparation via digital format and submittal of copies of the NOP with the State Clearinghouse • Scoping Meeting materials (e.g., agenda, presentation, summary memo) • ADPEIR (digital files) • Screen Check Draft Program EIR (digital files) • Draft Program EIR (10 hard copies and 10 CD copies sent to the City and NOA submitted to the County Clerk) • Response to Comments (digital files) • Mitigation, Monitoring, and Reporting Program (digital files) • Final Program EIR (10 hard copies and 10 CD copies to the City) • Notice of Determination (digital files) Task 9: Review and Adoption

Task 9.1: Online Comment Form R+A will prepare an online comment form that allows the public to provide comments on the Public Draft General Plan. This form will allow staff to easily review and sort public comments.

Task 9.2: Comments Matrix / Track-Changed Public Draft General Plan R+A will create a comments matrix to track all the comments received on the General Plan. City staff will review the comments and provide a brief statement of how each will be addressed in the final General Plan. Note that City staff will lead this task to ensure that City staff understands all of the content in the final General Plan.

Task 9.3: City Council + Planning Commission Hearings The team will attend up to two hearings with both the Planning Commission and City Council to review the Draft General Plan and the Final EIR (for a total of 4 hearings with 2 before each body). At the conclusion of the hearings, the City Council will determine whether to certify the Final EIR and whether to adopt/approve the General Plan update. R+A will prepare a brief PowerPoint presentation summarizing the General Plan. Staff will prepare the staff report, which will be reviewed by the R+A team.

Task 9.4: Final General Plan Based on final direction/comments from the City Council during the hearing process, R+A will prepare a Final General Plan that reflects all of the changes approved by the City Council. The scope assumes only minor, editorial changes will be needed to finalize the document. Our team will prepare and transfer all relevant materials to the City.

Task 9.5: Metrics and Evaluation Plan During the development of the General Plan, R+A will craft an evaluation plan that will support its successful implementation. The Evaluation Plan will: 1) identify a timeframe and methodology to regularly review and update the General Plan; 2) describe how the metrics should be used to track plan progress; 3) identify on-going methods and timing of community engagement to ensure that the public stays involved with the General Plan and has ownership of the document.

Task 9.6: Digital General Plan The project website will evolve into the long-term digital home for the General Plan. Citizens will be able to browse by topic area, performance indicators, as well as search for key terms across the entire website. We develop digital General Plans with the idea that there will be multiple entry points for the website, not just the home page. For example, if someone searches for "Sea Level Rise," they will find the specific page dedicated to

3-33 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 33 that topic. Therefore, on every page it's important to orient the user to the General Plan project, why it matters, and how to get involved. We will also include interactive maps and data visualizations that help the City of Petaluma communicate complicated issues using data, maps, and pictures.

Task 9 Deliverables • Online Comment Form • Completed Comments Matrix • Council and Commission Hearings (x2) • Final General Plan • Evaluation Plan • Digital General Plan (draft and final) Task 10: Housing Element

Task 10.1: Evaluation of Current Housing Element The Housing Element will include an evaluation of the effectiveness and continued appropriateness of the housing programs contained in the City’s current adopted Housing Element. This review will take into consideration the market conditions and funding environment. VTA will review the City’s Housing Element Annual Progress Reports and supplement with recent efforts not yet reported to HCD.

Task 10.2: Demographic and Housing Needs Assessment VTA will prepare a complete housing assessment and needs analysis consistent with State Housing Element law and HCD’s Completeness Review Checklist, using the most recent data as available. VTA will also introduce a new section to address access to opportunities as required by the new State law on Affirmatively Furthering Fair Housing (AFFH) (AB 686). AB 686 requires that a jurisdiction assess its fair housing conditions, with emphasis on equal access to opportunities and resources. The Housing Element can incorporate analysis and findings of an updated Analysis of Impediments to Fair Housing Choice (AI) or an Assessment of Fair Housing (AFH), if available. The City of Petaluma last updated its AI in 2012 as part of a regional effort with the County of Sonoma and City of Santa Rosa. This AI would not meet the requirements of AB 686. While HUD has repealed the AFFH Rule, the data compiled in the AFFH Tool is currently still available. VTA will access the HUD data, discuss current fair housing trends and records with the City’s fair housing service provider, and review TCAC Opportunity Mapping and CalEnviro Screen for updated information.

Task 10.3: Housing Constraints Significant changes have been made to the State housing laws since the 5th cycle update. VTA will review the City’s current Housing Element, Zoning Ordinance, and General Plan to identify potential governmental and non- governmental constraints to housing production, including environmental and infrastructural constraints, NIMBYism, shortage of labor, etc. Also, recent changes to special needs housing, such as Supportive Housing (AB 2162), Low Barrier Navigation Center (AB 101), Emergency Shelters (AB 139), and Accessory Dwelling Units, etc. will be incorporated into the analysis. In addition, this task needs to be coordinated with the overall General Plan Update to incorporate any proposed changes to land use designations, development standards, and development review procedures.

Task 10.4: Housing Resources and Opportunities The Housing Element must include an inventory of vacant and underutilized sites available for residential development in meeting the City’s RHNA for the sixth cycle. The exact magnitude of the RHNA is unknown at this

3-34 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 34 time, especially in light of recent studies by the Embarcadero Institute and Freddie Mac, which challenge the State Department of Housing and Community Development (HCD)’s methodology in estimating statewide housing needs. Nonetheless, the City’s 6th cycle RHNA is anticipated to be larger than in the 5th cycle for several reasons: • Statewide growth forecast reflects a significant increase in housing needs; • New State law to address existing overcrowding and cost burden; • Limited credits for existing vacancy and foreclosures; and • Historical growth trend no longer a consideration when assigning RHNA. The 6th cycle Housing Element must be adopted by January 31, 2023 (with a 120-day grace period) to avoid the requirement for a midterm review and to remain eligible for State housing funds. We understand the City intends to complete the General Plan update by December 2022, meeting the Housing Element statutory deadline. Identifying adequate sites for the RHNA will be coordinated with the overall General Plan Update to reflect changes in land use policies. The adequate sites analysis will be assessed using the Preferred Land Use Alternative. Requirements of AB 1397 (Adequate Housing Element Sites) and SB 166 (No Net Loss) will impact the City’s sites strategy for the RHNA, focusing on realistic development potential in the short term (eight years). The State Affirmatively Furthering Fair Housing (AFFH) (AB 686) requirements also have an implication on the City’s land use policy in general and RHNA sites specifically. The main theme of AFFH is the de-concentration of poverty and the location of future housing (especially lower income housing) in areas with access to resources and opportunities.

Task 10.5: Housing Element – Administrative Draft Based upon the analyses and research conducted in Tasks 10.1 through 6.4, VTA will update the Housing Element for Petaluma. The updated Housing Element will include all required components under State law, along with relevant appendices. For each program included in the Housing Element, VTA will establish the timeframe for implementation, specific objectives, funding sources, and responsible agencies. The programs will satisfy requirements of Government Code Sections 65583(b) and (c).

Task 10.6: Housing Element – Screencheck Draft VTA will prepare a Screencheck Draft Housing Element, incorporating staff comments.

Task 10.7: Housing Element – Public Draft A Public Draft Housing Element will be prepared for presentation before the Planning Commission, prior to submitting the Element for HCD Review.

Task 10.8: City Council Study Session VTA will conduct one study session on the Draft Housing Element. VTA will prepare the PowerPoint presentation, summarizing key components of the Housing Element, and major changes compared to the 5th cycle Housing Element.

Task 10.9: HCD Review Typically, HCD has 60 days to review the draft Housing Element. VTA will serve as the City’s representative and liaison to HCD during the review. VTA will be the primary contact for HCD and communicate with HCD staff as necessary to answer any questions about the document and resolve any issues.

Task 10.10: Final Housing Element Upon completion of HCD review, VTA will finalize the Housing Element for adoption. VTA’s scope and budget includes attending one Planning Commission hearing and one City Council hearing for the adoption of the Housing Element.

3-35 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 35 Task 10.11: Housing Element Public Engagement Housing Element law requires outreach to low- and moderate-income persons and special needs populations. In addition, housing is a critical topic for the community. Therefore, additional outreach activities to augment the General Plan outreach program are listed below. This scope includes a budget to conduct specific outreach activities that target on soliciting input from the target populations and to discuss housing-related topics with the community throughout the process The following are housing element related tasks for the General Plan update. These are in addition to the engagement tasks described in Task 2. • Community Workshop: Housing Element 101. R+A and VTA will prepare an informational workshop on housing elements and lead an interactive session on housing issues and needs in the community. This workshop is assumed to be virtual. • Community Workshop: Draft Housing Element Review. This workshop will be a review of the draft housing element. It will include a presentation and group discussion on the specific goals and policies in the element. This workshop is assumed to be in person. • Housing Developer Focus Group. R+A and VTA will organize a (virtual) focus group with local housing developers to understand constraints to development. • Planning Commission updates (2x). At two times during the update process, VTA will attend Planning Commission meetings to provide updates on the process and ask critical policy questions that will guide the development of the element. The meetings are assumed to be virtual.

Task 10 Deliverables • Evaluation of current General Plan • Demographic and Housing Needs Assessment • Housing Constraints memo • Housing Resources and Opportunities • Housing Element – Admin Draft • Housing Element –Screencheck Draft • Housing Element –Public Draft • Planning Commission Study Session • HCD Review • Housing Element – Final Task 11: Climate Action and Adaptation Plan (CAAP)

Task 11.1: Greenhouse Gas Inventory R+A will prepare a community-wide greenhouse gas inventory for all sectors, including on-road transportation, building energy use, solid waste, off-road transportation, and water and wastewater. R+A will develop the emissions inventory the most recent year for which emissions activity data is available, likely 2018 or 2019. R+A will use methods consistent with current best practices, including the U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions, the Global Protocol for Community-Scale Greenhouse Gas Emission Inventories, the Local Government Operations Protocol, consistent with the existing 2010 and 2015 inventories. In collaboration with the City, R+A will work directly with the utilities and other outside agencies serving the City to collect the activity needed to estimate emissions on a community-wide basis. As part of the inventory, R+A will develop greenhouse gas emissions forecasts for the key regulatory years of 2020, 2030, 2040, and 2045. Greenhouse gas reduction targets will align with state goals as expressed in AB 32, SB 32, and Petaluma’s Climate Emergency target (carbon neutral by 2030). R+A will compile results and methodologies into a draft greenhouse gas emissions inventory report. Following review by the City, Rincon will complete a final GHG Inventory Report.

3-36 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 36 As part of the greenhouse gas emissions inventory report, R+A will consolidate existing policies and strategies into a single document, organized by topic. This assessment will help Petaluma develop a strong basis for understanding the existing policy framework for sustainability and climate action and will help identify new policies and actions to incorporate into the General Plan and Climate Action and Adaptation Plan.

Task 11.2: Greenhouse Gas Reduction Analysis As part of this effort, the R+A team will build on the City’s Climate Emergency Action Framework testing specific strategies and actions to eliminate greenhouse gas emissions from direct emissions, while also lowering consumptive-based or indirect emissions. Using our internally developed Emissions Reduction Intensity Calculator, R+A will assess a range of measures for eliminating community emissions through 2030. To identify the measures, the R+A team will integrate strategies and actions from relevant existing City plans, programs, and policies related to carbon-free energy, decarbonized buildings, zero waste, fossil-fuel free transportation, and carbon sequestration. Proven strategies for greenhouse gas emissions elimination will come from many sources, including the Carbon Neutral Cities Alliance, C40 CURB tool, and the Carbon-Free City Handbook, as well as our experiences developing CAAPs designed to achieve deep greenhouse gas reductions like San Luis Obispo Climate Action Plan for Community Recovery (carbon neutrality by 2035). We will consider programs and policies that are both wholly within the City and those that are regional in nature, and that would require collaboration with other jurisdictions and regional organizations. Emission elimination and reduction strategies will be supported by a robust framework to sequester carbon. Working closely with the City, we will document extent of the carbon capture potential of the City’s public rights or way and open spaces. R+A will review plans in place to protect or expand the urban forest, in order to maintain the standing stock of sequestered carbon. R+A will draw from best practices identified US Department of Forestry and Agriculture and the State of California, including COMET Planner, CalLand, and TerraCount. R+A will estimate the greenhouse gas reductions associated with the implementation of each measure and assess the ability of the CAAP to achieve the City’s reduction targets. R+A will also identify potential co-benefits such as the impact on air quality, water quality, public health, economic development, employment opportunities, reduced urban heat island, and improved pedestrian and cyclist safety.

Task 11.3: Climate Action and Adaptation Plan Equity Assessment R+A will work closely with the City of Petaluma and, if appropriate, key community partners (e.g., Climate Action Campaign) to assess equity considerations in the pathway to carbon neutrality. This assessment will include a series of criteria to evaluate Climate Action and Adaptation Plan strategies and actions related to the overall equity goals. This assessment may focus on considerations, such as engagement and empowerment, local capacity building and collaborative partnerships, transformative actions, accessibility and distribution of benefits, and burdens of climate action or inaction.

Task 11.4: Climate Action & Adaptation Plan (CAAP) Part I: Plan Scoping Given the strong community interest in the Climate Emergency Resolution and the desire to eliminate emissions as quickly as possible, the Climate Action & Adaptation Plan should strike a balance between being a technical document that is used on a day-to-day basis by City staff and elected and appointed officials to guide decision- making, and a visionary document used by the general public to understand the long-term vision and direction of a community. Through a series of discussions with the City, the Petaluma Climate Action Campaign, and other stakeholders, R+A will facilitate a design and decision-making process to scope the Climate Action Plan. Key questions include: • How does the document help elevate climate issues as the highest City priority?

3-37 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 37 • How can the Climate Action and Adaptation Plan empower residents and businesses to take action and help reduce direct and indirect emissions? • Is it a living document? If so, what content changes do you anticipate over time? Who will make those changes? • What are the most critical components of the Climate Action and Adaptation Plan (e.g., inventories, mitigation strategies, etc.)? Once we narrow down these issues, we can define the format of the document, including whether the CAAP is web-based, print, or a combination of both. Part II: Plan Preparation Building on the greenhouse gas inventory, community engagement, greenhouse gas reduction analysis, and equity assessment, R+A will prepare the CAAP for the City. In any format, special attention will be paid to the design of the CAAP. While data-driven, the CAAP will use good practices in information design to be accessible and understandable to the widest array of users. R+A will work with City staff to ensure the CAAP is usable and accessible by all. As determined in the scoping, the Climate Action and Adaptation Plan may include, but is not limited to: • The vision for climate action. • Quantitative goals and tracking metrics. • Recent accomplishments and implementation actions related to climate and sustainability efforts. • Resident or businesses to programs and actions that reduce greenhouse gas emissions and increase community resiliency. • Connections from the Climate Action and Adaptation Plan to broader City policy goals related to community health, housing, mobility, or parks and open space R+A will prepare three versions of the Climate Action Plan, including an Administrative Draft, Public Draft, and Final Climate Action Plans. The City should review each version of the Climate Action and Adaptation Plan and provide one consolidated set of comments on each draft.

Task 11.5: Climate Action & Adaptation Plan Engagement R+A will update a parallel engagement process as part of the development of the CAAP. The following are the engagement tasks. • Engagement Plan. As part of the Community Engagement Plan, R+A will work with the City to define a specific engagement approach for the CAAP. It will include a clear one-page schedule that communicates the sequencing of engagement activities around the CAAP. • Stakeholder Meetings. R+A will (virtually) meet with 6 stakeholders at the beginning of the process. • Climate Action Commission (3x). R+A will attend 3 meetings with the Climate Action Commission to develop and review the CAAP. The meetings will include brief presentations and discussion questions. • Community Workshops (2x). R+A will organize and facilitate 2 public workshops on the development of the CAAP. The first will be on existing conditions and preliminary strategies. The second will be on the proposed actions that may be included in the CAAP. Task 12: Project Management and Meetings

Task 12.1: Status Meetings and Other Project Management Meetings R+A will schedule regular virtual and in-person meetings with staff to discuss the status of the project and coordinate project activities. We will also provide monthly status reports on the project. This task also covers “informal” communication via email and phone, up to the maximum budget.

3-38 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 38 Task 12.2: Project Work Plan Development and Updates R+A will develop a project work plan broken out by scope task that specifies lead and supporting team members, key work elements, major deliverables, due dates, required City actions, and task status. The work plan will be a living document, updated throughout the General Plan update process.

Task 12.3: Coordination with Departments and Outside Agencies R+A team members will coordinate with outside agencies deemed pertinent to the General Plan update and EIR. The R+A team will also meet with individual departments, formally and informally, to discuss the General Plan throughout the process. No specific content will be prepared for each meeting. R+A will prepare an agenda for each meeting; City staff will be responsible for logistics. Up to fifteen approximately one-hour meetings and phone calls are anticipated.

3-39 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 39 Meeting Matrix The following is a list of types of meetings that will occur during the General Plan and the attendance assumptions for each team member.

Task #: #: Task Type Meeting + Raimi Associates to Place Plan Rincon Strategic Economics Greensfelder Estate Real Strategy &Peers Fehr Sherwood CPG and Page Turnbull VTA

Project kick-off 1 1 1 1 1 1 1 1 1 1 meeting (1)

GPAC meetings (20) 20 10 4 4 1 2 3 2 2 3

Stakeholder 20 5 5 3 interviews (up to 25)

Community 6 6 2 2 2 2 1 1 workshops (6)

Educational Forums 4 4 1 1 1 1 1 (4)

Pop-up events (8) 4 8

Sub-Area meetings 8 8 (8)

Committees and 6 4 2 2 Commissions

CC and PC study 4 1 1 1 1 sessions (4 of each)

Housing Element Community 2 2 Workshops

Developer Focus 1 1 Group

PC meetings for 2 Housing Element

CAAP Workshops 2

Meetings with Climate Action 3 Commission

3-40 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 40 CAAP Stakeholder 3 Interviews

Team working meeting – Existing 1 1 1 1 1 1 1 1 1 Conditions

Team Working Meeting - 1 1 1 1 1 Alternatives

Team Working Meeting – Policy 1 1 1 1 1 1 1 1 1 Development

Public scoping 1 meeting (1)

Hearings (4) 4 4

Proposal Assumptions The following is a list of assumptions for the General Plan update.

• All Housing Element-related tasks will be billed as a separate task or series of tasks for the City’s LEAP Grant accounting • At the conclusion of each major task/phase, R+A will provide the City with native files for all deliverables, including packaged InDesign files, packaged Illustrator files, and others as relevant. GIS files may be provided singly at the City’s request, or at the conclusion of the project. • The level of effort for each task is limited to the general number of hours for each task listed in the budget spreadsheet. R+A team members may reallocate hours between tasks if individual tasks are completed in less time than anticipated. • Billing will be provided on a time and materials basis. • All data and information provided by the City will be assumed to be correct and up to date. The consultant team is not responsible for out-of-date or inaccurate information. • All studies that the team will prepare are identified in the scope of work. Any studies, tasks, deliverables or reports not specifically identified are assumed to be not included. • City review time for workshop materials and meeting materials will be approximately one week. City review of major products will be between two and four weeks, depending on the product and other responsible of City staff. All comments will be provided as a single set of non-conflicting and actionable comments. • City comments on the Administrative Draft General Plan and EIR are provided in one consolidated set of comments and will not require new analysis or technical studies. • City comments on the Screencheck Draft General Plan and EIR will be focused on typographical errors, formatting, and other minor edits only. • The City shall provide data in GIS format, including but not limited to existing land use, existing general plan land use designation, existing zoning districts, county assessor information, number of units per parcel, non-residential square footage per parcel, street centerlines, parks, public facilities, transit routes, pipeline development projects, infrastructure trunk lines and other existing built environment

3-41 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 41 information that may be necessary during the General Plan update process. Additional data layers will be identified during Task 1.2. • City staff will serve as partners to the consultant team in the update process and will be responsible for, at minimum, the following activities: o Writing staff reports for City Council, Planning Commission and other board and commission meetings. o Logistics of all meetings o Costs of meeting facilities and supplemental costs of meetings and workshops, including but not limited to, food, childcare, high-cost supplies, printing 8.5x11” or 11x17” workshop materials, not including large format plots and posters o Printing copies of documents (the team will provide electronic versions and City staff will be responsible for printing) documents and reports. o Assisting with outreach to inform the community about General Plan events. This includes public notices, notices in newspapers, distributing meeting notices in public buildings, mailings, etc. o Timely response to consultant team questions. o Timely review of documents and materials prepared by the consultant team. o Leading the effort to track and respond to public comments on the Public Draft General Plan o Assisting with facilitation of small group activities for GPAC meetings and workshops. o Leading additional engagement efforts not identified in the scope of work, including more informal communication with residents and other stakeholders. o Hosting the project website and updating content (with information provided by the R+A team). o Other tasks as agreed to during the process. • The assumptions for the EIR preparation are as follows: o City staff will be responsible for local noticing and distribution of public documents. o This price is based upon completion of the work within the proposed schedule. If delays occur, an amendment of the price would be warranted to accommodate additional project management and other costs, and to reflect adjustments for updated billing rates. o The CEQA Lead, Rincon, will be the primary representative at the project meeting and public hearing. o Printing costs are based on the method of printing and binding proposed, numbers of copies proposed as work products, and estimated page lengths. Document printing costs are estimated and will be finalized at the time of printing. We have provided cost estimates for 10 printed copies and 10 CD copies each for the ADEIR and FEIR. On further clarification of the documents (paper and/or digital CD) that the applicant team or City staff will need during the preparation effort, Rincon will specifically identify a detailed reproduction work plan with more specific costs.

3-42 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 42 Optional Tasks

Zoning Code Consistency Analysis (R+A) As an optional task, R+A will evaluate the extent to which the proposed General Plan (especially the land use designations and other relevant policies) is in conformance with existing zoning codes and regulations. Based on this evaluation, R+A will identify potential regulatory mechanisms to implement the General Plan. This could include revisions to the existing code, developing a new form-based code, creating design guidelines, or some combination of these options. This work will be summarized in a Code Audit Memo which includes a summary matrix and will be presented to City staff.

Accessibility and Equity Analysis of Land Use and Buildout Scenarios (F&P) As an optional task, Fehr & Peers will employ a data driven approach to demonstrate strategies such as prioritizing development along improved transit, bicycle and pedestrian corridors can help achieve goals related to balancing growth, maintaining local character, and carbon neutrality. Fehr & Peers will evaluate accessibility metrics (i.e., amount of amenities that are accessible within a certain distance or time) as compared to mobility metrics (i.e., amount of time it takes to travel a certain distance) using GIS and mapping tools. This effort can help identify which areas are underserved by amenities (e.g., transit centers, jobs, shopping, parks, schools) to prioritize additional amenities or better transit and active transportation options, which can help improve access while reducing citywide VMT and traffic congestion. This type of analysis would help identify the impact of potential multimodal network improvements that would “unlock” mode shift to active modes based on desire lines that would occur under future year land use conditions (e.g., closing existing sidewalk gaps or installing new pedestrian/bicycle paths to connect potential new development sites to transit like the existing Petaluma Downtown and the planned Petaluma North SMART stations). This task could inform a comparison between alternatives as well as the allocation of housing growth as part of the Housing Element Update (see Optional Transportation Task B) and could be used to address the City’s social equity goals by emphasizing the travel patterns and accessibility needs of lower-income residents, communities of color, or other populations identified by the City or during the community engagement process. This would include issues identified in the community engagement process, such as accessibility to jobs or other amenities and the availability of off-peak transit service to serve those working non-traditional working hours. The accessibility evaluation can be used to understand whether the land use scenarios would create inequitable impacts to the study populations.

TrendLab + VMT Assessment of Land Use and Buildout Scenarios (F&P) As an optional task, Fehr & Peers will use the TrendLab+ tool1 to evaluate how diverse factors that influence travel behaviors such as job market health, telecommuting, bikeshare/micromobility, autonomous vehicles, and vehicle ownership would influence travel patterns in Petaluma for up to three (3) land use and buildout scenarios. Depending on how factors change over time, this quick response tool quickly demonstrates how VMT per capita and transit ridership per capita could increase, decrease, or remain relatively constant over a 5, 10, or 20-year period, which also can also inform greenhouse gas emissions projections and the City’s carbon neutrality goals. The newest version of TrendLab+ also addresses questions regarding the impacts of the pandemic and its economic consequences on VMT and transit use over the next 1-10 years.

1 For more information on the TrendLab+ tool, please visit https://www.fehrandpeers.com/post-pandemic-travel-demand/

3-43 Exhibit A: Scope of Work for Raimi + Associates for the City of Petaluma General Plan Update 43