HomeMy WebLinkAboutAgenda Report - February 15, 2012 C-10AGENDA ITEM �10
CITY OF LODI
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AGENDA TITLE: Adopt Resolution Awarding Contract for the Development of the Climate Action
Plan to AECOM, of Sacramento, and Appropriating Funds ($120,000)
MEETING DATE: February 15,2012
PREPARED BY: Community Development Department
RECOMMENDED ACTION: Adopt Resolution awarding contract for the development of the
Climate Action Plan to AECOM, of Sacramento, and appropriating
funds ($120,000).
BACKGROUND INFORMATION: On October 19, 2011, the City Council authorized the release of a
Request for Proposals (RFP) for the development of the Climate
Action Plan.
Through that RFP, responding firms/organizations were encouraged to provide the required services in
conjunction with a class or group of upper-level undergraduate or graduate students in a related field of
study. Through this, the City hoped to facilitate a hands-on student experience as well as receive a fresh
approach to Lodi's Climate Action Plan.
In response to that RFP, proposals were received from the following three consulting firms:
• AECOM - Sacramento, partnering with U.C. Davis
• Mintier Harnish-Sacramento, partnering with the Universityof the Pacific
• PMC - Rancho Cordova, partnering with Cal Poly - San Luis Obispo
Those three firms were contacted and interviewed by the City Manager, the Neighborhood Services
Manager and the Associate Planner. At the completion of the interview process, the recommendation is
to contract with AECOM for the development of the Climate Action Plan.
FISCAL IMPACT: Staff time spent on this project goes toward the City's required in-kind
contribution as matchingfunds.
FUNDING AVAILABLE: The project is funded for $120,000 from an allocation from the Sustainable
Cam unities Planning Grant that was received in 2010.
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lorda Ayers, Deputy C9 Manager
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Community Development Director
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Attachment
APPROVED
QWr d Bartlam, Cify-Mrahager
AGREEMENT FOR PROFESSIONAL SERVICES
ARTICLE 1
PARTIES AND PURPOSE
Section 1.1 Parties
THIS AGREEMENT is entered into on February _, 2012, by and between the
CITY OF LODI, a municipal corporation (hereinafter "CITY"), and AECOM (hereinafter
"CONTRACTOR").
Section 1.2 Purpose
CITY selected the CONTRACTOR to provide the services required in
accordance with attached Scope of Services, Exhibit A, attached and incorporated by
this reference.
CITY wishes to enter into an agreement with CONTRACTOR for the
development of a Climate Action Plan for the City of Lodi (hereinafter "Project") as set
forth in the Scope of Services attached here as Exhibit A. CONTRACTOR
acknowledges that it is qualified to provide such services to CITY.
ARTICLE 2
SCOPE OF SERVICES
Section 2.1 Scope of Services
CONTRACTOR, for the benefit and at the direction of CITY, shall perform the
Scope of Services as set forth in Exhibit A.
Section 2.2 Time For Commencement and Completion of Work
CONTRACTOR shall commence work pursuant to this Agreement, upon receipt
of a written notice to proceed from CITY or on the date set forth in Section 2.6,
whichever occurs first, and shall perform all services diligently and complete work under
this Agreement based on a mutually agreed upon timeline or as otherwise designated in
the Scope of Services.
CONTRACTOR shall submit to CITY such reports, diagrams, drawings and other
work products as may be designated in the Scope of Services.
CONTRACTOR shall not be responsible for delays caused by the failure of CITY
staff to provide required data or review documents within the appropriate time frames.
The review time by CITY and any other agencies involved in the project shall not be
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counted against CONTRACTOR's contract performance period. Also, any delays due to
weather, vandalism, acts of God, etc., shall not be counted. CONTRACTOR shall
remain in contact with reviewing agencies and make all efforts to review and return all
comments.
Section 2.3 Meetings
CONTRACTOR shall attend meetings as may be set forth in the Scope of
Services.
Section 2.4 Staffing
CONTRACTOR acknowledges that CITY has relied on CONTRACTOR's
capabilities and on the qualifications of CONTRACTOR's principals and staff as
identified in its proposal to CITY. The Scope of Services shall be performed by
CONTRACTOR, unless agreed to otherwise by CITY in writing. CITY shall be notified
by CONTRACTOR of any change of Project Manager and CITY is granted the right of
approval of all original, additional and replacement personnel at CITY's sole discretion
and shall be notified by CONTRACTOR of any changes of CONTRACTOR's project staff
prior to any change.
CONTRACTOR represents it is prepared to and can perform all services within
the Scope of Services (Exhibit A) and is prepared to and can perform all services
specified therein. CONTRACTOR represents that it has, or will have at the time this
Agreement is executed, all licenses, permits, qualifications, insurance and approvals of
whatsoever nature are legally required for CONTRACTOR to practice its profession, and
that CONTRACTOR shall, at its own cost and expense, keep in effect during the life of
this Agreement all such licenses, permits, qualifications, insurance and approvals, and
shall indemnify, defend and hold harmless CITY against any costs associated with such
licenses, permits, qualifications, insurance and approvals which may be imposed against
CITY under this Agreement.
Section 2.5 Subcontracts
Unless prior written approval of CITY is obtained, CONTRACTOR shall not enter
into any subcontract with any other party for purposes of providing any work or services
covered by this Agreement.
Section 2.6 Term
The term of this Agreement commences on February _, 2012 and terminates
upon the completion of the Scope of Services or on April 1, 2013, whichever occurs first.
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ARTICLE 3
COMPENSATION
Section 3.1 Compensation
CONTRACTOR's compensation for all work under this Agreement shall conform
to the provisions of the Fee Proposal, attached hereto as Exhibit B and incorporated by
this reference.
CONTRACTOR shall not undertake any work beyond the scope of this
Agreement unless such additional work is approved in advance and in writing by CITY.
Section 3.2 Method of Payment
CONTRACTOR shall submit invoices for completed work on a monthly basis, or
as otherwise agreed, providing, without limitation, details as to amount of hours,
individual performing said work, hourly rate, and indicating to what aspect of the Scope
of Services said work is attributable. CONTRACTOR's compensation for all work under
this Agreement shall not exceed the amount of the Fee Proposal.
Section 3.3 Costs
The Fee Proposal shall include all reimbursable costs required for the
performance of the Scope of Services. Payment of additional reimbursable costs
considered to be over and above those inherent in the original Scope of Services shall
be approved in advanced and in writing, by CITY.
Section 3.4 Auditing
CITY reserves the right to periodically audit all charges made by CONTRACTOR
to CITY for services under this Agreement. Upon request, CONTRACTOR agrees to
furnish CITY, or a designated representative, with necessary information and assistance
needed to conduct such an audit.
CONTRACTOR agrees that CITY or its delegate will have the right to review,
obtain and copy all records pertaining to performance of this Agreement.
CONTRACTOR agrees to provide CITY or its delegate with any relevant information
requested and shall permit CITY or its delegate access to its premises, upon reasonable
notice, during normal business hours for the purpose of interviewing employees and
inspecting and copying such books, records, accounts, and other material that may be
relevant to a matter under investigation for the purpose of determining compliance with
this requirement. CONTRACTOR further agrees to maintain such records for a period of
three (3) years after final payment under this Agreement.
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ARTICLE 4
MISCELLANEOUS PROVISIONS
Section 4.1 Nondiscrimination
In performing services under this Agreement, CONTRACTOR shall not
discriminate in the employment of its employees or in the engagement of any sub
CONTRACTOR on the basis of race, color, religion, sex, sexual orientation, marital
status, national origin, ancestry, age, or any other criteria prohibited by law.
Section 4.2 ADA Compliance
In performing services under this Agreement, CONTRACTOR shall comply with
the Americans with Disabilities Act (ADA) of 1990, and all amendments thereto, as well
as all applicable regulations and guidelines issued pursuant to the ADA.
Section 4.3 Indemnification and Responsibility for Damage
CONTRACTOR to the fullest extent permitted by law, shall indemnify and hold
harmless CITY, its elected and appointed officials, directors, officers, employees and
volunteers from and against any claims, damages, losses, and expenses (including
reasonable attorney's fees), arising out of performance of the services to be performed
under this Agreement, provided that any such claim, damage, loss, or expense is
caused by the negligent acts, errors or omissions of CONTRACTOR, any subcontractor
employed directly by CONTRACTOR, anyone directly or indirectly employed by any of
them, or anyone for whose acts they may be liable, except those injuries or damages
arising out of the active negligence of the City of Lodi or its officers or agents.
Section 4.4 No Personal Liability
Neither the City Council, nor any other officer or authorized assistant or agent or
City employee shall be personally responsible for any liability arising under this
Agreement.
Section 4.5 Responsibility of CITY
CITY shall not be held responsible for the care or protection of any material or
parts of the work described in the Scope of Services prior to final acceptance by CITY,
except as expressly provided herein.
Section 4.6 Insurance Requirements for CONTRACTOR
CONTRACTOR shall take out and maintain during the life of this Agreement,
insurance coverage as set forth in Exhibit C attached hereto and incorporated by this
reference.
0
Section 4.7 Successors and Assigns
CITY and CONTRACTOR each bind themselves, their partners, successors,
assigns, and legal representatives to this Agreement without the written consent of the
others. CONTRACTOR shall not assign or transfer any interest in this Agreement
without the prior written consent of CITY. Consent to any such transfer shall be at the
sole discretion of CITY.
Section 4.8 Notices
Any notice required to be given by the terms of this Agreement shall be in writing
signed by an authorized representative of the sender and shall be deemed to have been
given when the same is personally served or upon receipt by express or overnight
delivery, postage prepaid, or three (3) days from the time of mailing if sent by first class
or certified mail, postage prepaid, addressed to the respective parties as follows:
To CITY: City of Lodi
221 West Pine Street
P.O. Box 3006
Lodi, CA 95241-1910
Attn: Joseph Wood
To CONTRACTOR: AECOM
2020 L Street, Suite 400
Sacramento, CA 95811
Attn: Jeff Goldman, Principal
Section 4.9 Cooperation of CITY
CITY shall cooperate fully and in a timely manner in providing relevant
information it has at its disposal relevant to the Scope of Services.
Section 4.10 CONTRACTOR is Not an Employee of CITY
CONTRACTOR agrees that in undertaking the duties to be performed under this
Agreement, it shall act as an independent contractor for and on behalf of CITY and not
an employee of CITY. CITY shall not direct the work and means for accomplishment of
the services and work to be performed hereunder. CITY, however, retains the right to
require that work performed by CONTRACTOR meet specific standards without regard
to the manner and means of accomplishment thereof.
Section 4.11 Termination
CITY may terminate this Agreement, with or without cause, by giving
CONTRACTOR at least ten (10) days written notice. Where phases are anticipated
within the Scope of Services, at which an intermediate decision is required concerning
whether to proceed further, CITY may terminate at the conclusion of any such phase.
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Upon termination, CONTRACTOR shall be entitled to payment as set forth in the
attached Exhibit B to the extent that the work has been performed. Upon termination,
CONTRACTOR shall immediately suspend all work on the Project and deliver any
documents or work in progress to CITY. However, CITY shall assume no liability for
costs, expenses or lost profits resulting from services not completed or for contracts
entered into by CONTRACTOR with third parties in reliance upon this Agreement.
Section 4.12 Confidentiality
CONTRACTOR agrees to maintain confidentiality of all work and work products
produced under this Agreement, except to the extent otherwise required by law or
permitted in writing by CITY. CITY agrees to maintain confidentiality of any documents
owned by CONTRACTOR and clearly marked by CONTRACTOR as "Confidential" or
"Proprietary", except to the extent otherwise required by law or permitted in writing by
CONTRACTOR. CONTRACTOR acknowledges that CITY is subject to the California
Public Records Act.
Section 4.13 Applicable Law, Jurisdiction, Severability, and Attorney's Fees
This Agreement shall be governed by the laws of the State of California.
Jurisdiction of litigation arising from this Agreement shall be venued with the San
Joaquin County Superior Court. If any part of this Agreement is found to conflict with
applicable laws, such part shall be inoperative, null, and void insofar as it is in conflict
with said laws, but the remainder of this Agreement shall be in force and effect. In the
event any dispute between the parties arises under or regarding this Agreement, the
prevailing party in any litigation of the dispute shall be entitled to reasonable attorney's
fees from the party who does not prevail as determined by the San Joaquin County
Superior Court.
Section 4.14 City Business License Requirement
CONTRACTOR acknowledges that Lodi Municipal Code Section 3.01.020
requires CONTRACTOR to have a city business license and CONTRACTOR agrees to
secure such license and pay the appropriate fees prior to performing any work
hereunder.
Section 4.15 Captions
The captions of the sections and subsections of this Agreement are for
convenience only and shall not be deemed to be relevant in resolving any question or
interpretation or intent hereunder.
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Section 4.16 Integration and Modification
This Agreement represents the entire understanding of CITY and
CONTRACTOR as to those matters contained herein. No prior oral or written
understanding shall be of any force or effect with respect to those matters covered
hereunder. This Agreement may not be modified or altered except in writing, signed by
both parties.
Section 4.17 Contract Terms Prevail
All exhibits and this Agreement are intended to be construed as a single
document. Should any inconsistency occur between the specific terms of this
Agreement and the attached exhibits, the terms of this Agreement shall prevail.
Section 4.18 Severability
The invalidity in whole or in part of any provision of this Agreement shall not void
or affect the validity of any other provision of this Agreement.
Section 4.19 Ownership of Documents
All documents, photographs, reports, analyses, audits, computer media, or other
material documents or data, and working papers, whether or not in final form, which
have been obtained or prepared under this Agreement, shall be deemed the property of
CITY. Upon CITY's request, CONTRACTOR shall allow CITY to inspect all such
documents during CONTRACTOR's regular business hours. Upon termination or
completion of services under this Agreement, all information collected, work product and
documents shall be delivered by CONTRACTOR to CITY within ten (10) calendar days.
CITY agrees to indemnify, defend and hold CONTRACTOR harmless from any
liability resulting from CITY's use of such documents for any purpose other than the
purpose for which they were intended.
Section 4.20 Authority
The undersigned hereby represent and warrant that they are authorized by the
parties to execute this Agreement.
Section 4.21 Federal Transit Funding Conditions
❑ If the box at left is checked, the Federal Transit Funding conditions attached as
Exhibit D apply to this Agreement. In the event of a conflict between the terms of this
Agreement or any of its other exhibits, and the Federal Transit Funding Conditions, the
Federal Transit Funding Conditions will control.
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IN WITNESS WHEREOF, CITY and CONTRACTOR have executed this
Agreement as of the date first above written.
ATTEST:
RANDIJOHL
City Clerk
APPROVED AS TO FORM:
D. STEPHEN SCHWABAUER, City Attorney
JANICE D. MAGDICH, Deputy City Attorney
CITY OF LODI, a municipal corporation
KONRADT BARTLAM, City Manager
CONTRACTOR:
AECOM
By: By:
Name: Jeff Goldman
Title: Principal
Attachments:
ExhibitA — Scope of Services
ExhibitB — Fee Proposal
Exhibit — Insurance Requirements
Exhibit — Federal Transit Funding Conditions (if applicable)
Doc ID:
CArev.09.2011
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AECOM
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November 30, 2011
Joseph Wood, Neighborhood Services Manager
City of Lodi Community Development Department
221 W. Pine Street
Lodi, CA 95240
AECOM 916.414.5800 tel
2020 L Street, Suite 400 916.414.5850 fax
Sacramento, CA 95811
www.aecom.com
Subject: Proposal to Prepare a Climate Action Plan
Dear Mr. Wood:
AECOM is excited about the opportunity to work with the City of Lodi on a Climate Action Plan (CAP)
that will capture its commitment to a high quality of life, economic prosperity, and greater
sustainability. We have worked with the City in the past and have been impressed by its ability to
pursue a path for growth and economic development that is different from many Central Valley
communities.
We understand that the City seeks the assistance of an experienced consultant to prepare a CAP as an
implementation measure of the General Plan and to chart its own course for reducing greenhouse gas
emissions before being required to do so by the State of California. The City Council desires the CAP to
focus on voluntary and incentivized measures acceptable to, and feasible for, Lodi. We further
understand that the City anticipates some skepticism within the community about the causes of
climate change and the need for Lodi to take action on a CAP at this time. We also understand that the
City wishes to involve college students in the preparation of the CAP as a means of preparing the
document within the funding available to the City. Finally, we understand that Lodi desires to engage
all segments of the community to ensure widespread support for the CAP and its implementation.
AECOM proposes to explore common values and measures around which the community can agree,
capture these areas of agreement in the CAP, and prepare a document that instills a sense of
ownership by community members. Through this process, the CAP can make a positive and meaningful
contribution to improving Lodi's quality of life, business climate, and environment. The success of this
project requires a collaborative effort between the AECOM team and the City. For the CAP to be
effective, it should perform each of the following functions:
• Elicit participation by all segments of the community—stakeholders, the citizen and private sector
community at -large, and City employees.
• Quantitatively demonstrate compliance with regulations, voluntary measures that will meet other
City objectives, and achieve desired GHG reduction targets.
• Identify the most reasonable and cost-effective GHG reduction measures.
• Provide clear guidance to City staff on how to implement the plan—a road map to success.
Our team consists of AECOM (our Design + Planning + Economics division) as prime consultant
supported by faculty and students from UC Davis Extension Studio 30 and Nelson\Nygaard. We bring
to the CAP process experts in greenhouse gas (GHG) analysis and mitigation, land use planning,
sustainable energy planning and design, economics, sustainable transportation, and the California
Environmental Quality Act (CEQA) – as well as students and faculty from UC Davis offering fresh
perspectives from the academic and research community. This expertise is ideal for developing an
effective CAP for Lodi that implements the City's recently adopted General Plan. Our planners,
Joseph Wood
November 30, 2011
Page 2
economists, and public outreach specialists have substantial, recent, local, and award-winning
expertise preparing CAPs that demonstrate compliance with AB 32 and SB 375, while advancing
communitywide sustainability and promoting public outreach and education. We also have substantial
experience working with cities that have their own electric utility, such as Roseville and Burbank. We
have worked with the City of Lodi and in other San Joaquin County communities and are familiar with
the City and its surroundings.
Studio 30 is an integral part of the process and not students just tagging along. Our approach is for
AECOM, Nelson/Nygaard, and Studio 30 faculty to provide strategic guidance to Studio 30 students,
who will provide much of the horsepower to complete the project. Studio 30 students will be engaged
in the entire project from start to finish, with greater emphasis on some tasks than others, as
described in our proposal.
AECOM has an established culture of innovation in climate change services, energy efficiency,
resource management, community planning, and environmental compliance. We are also committed to
mentoringthe next generation of leaders in our profession through programs such as Studio 30. We
look forward to a potential collaboration with the City and discussing our ideas on how to garner
community support for an effective CAP.
Sincerely,
Jeffrey M. Goldman, AICP
Principal
if nderson, iAICP
Senior Associate
Contents
01 Approach
O2 Description of Organization, Management and
Team Members
03 Organization Qualifications
04 Scope of Work
055 Schedule
06 Budget
07 References, Related Experience and Examples
of Work
08 Contract Exceptions
AECOM City of Lodi Climate Action Plan
Approach
AECOM has an established culture of innovation in climate change services, energy
efficiency, resource management, community planning, and environmental
compliance. We are also committed to mentoring the next generation of leaders in
our profession. Our team for this project consists of consultant experts in
greenhouse gas (GHG) analysis and mitigation, land use planning, sustainable
energy planning and design, economics, sustainable transportation, and the
California Environmental Quality Act (CEQA) — as well as students and faculty from
UC Davis offering fresh perspectives from the academic and research community.
This expertise is ideal for developing an effective Climate Action Plan (CAP) for Lodi
that implements the City's recently adopted General Plan.
Project Understanding
Historically an agriculture -based community, the City of Lodi has evolved into a
rich, diverse community. One of the key elements highlighted during the recent
General Plan update process was the community's desire to preserve the small-
town character of the City while enabling opportunities for smart growth. Lodi's
high quality of life is reflective of a variety of unique features such as protected
open space along Mokelumne River, agriculture green belts along the east, west
and south boundaries of the City, employment generating industrial uses along SR
12 and railway corridor, a historic Downtown, reputable vineyards and wine -
related tourist prospects, a university campus, commercial centers along
Kettleman Road, and intimate residential neighborhoods.
General Plan policy C -P36 directs the City to prepare and adopt a comprehensive
CAP. The City has received a Sustainable Communities Regional Planning Grant
from the US Department of Housing and Urban Development for a set of related
projects, including a CAP. We understand that the City desires to work with
students to complete the plan, under the direction of an experienced consulting
firm or organization. The CAP will include community meetings and other forms of
community input to review the results of a GHG emissions inventory, select an
emissions reduction target, prepare policy recommendations, and outline a
detailed implementation strategy the City can use to seek internal and external
funding to complete.
Neither the CAP, nor the funding underlying it, will be
accepted without engaging the varied interests in the
community. A community as diverse as Lodi contains
many viewpoints on climate change. Some in Lodi may
be skeptical that climate change is a human -caused
phenomenon, nor do they view State -level or regional
leadership on the issue as a benefit to the community.
However, based on our understanding of the General
Plan update, residents and decision -makers do
support Lodi becoming a more livable, walkable,
economically diverse and prosperous community that
provides excellent public safety services and
affordable electricity through the Lodi Electric Utility.
Residents and business leaders support smart growth
so long as it maintains small-town character and
economic prosperity. These community values, their
expression through local programs and initiatives, and
a desire to improve the quality of life in Lodi can have
a co -benefit of reducing greenhouse gas emissions,
reducing energy costs, improving community health,
and increasing Lodi's resiliency to future impacts
from climate change. It is possible, therefore, to have
a meaningful discussion about actions that
community members are willing to take to achieve the
values stated in the updated General Plan without
engaging in a debate on the causes of climate change.
The General Plan establishes a GHG emissions
reduction goal of at least 15% below 2008 levels by
2020. The CAP required by the General Plan must be
completed in a manner that reflects diverse
viewpoints and the local development and planning
context in order to be successful. Together, the
policies contained in the General Plan and additional
GHG reduction measures to be developed as part of
the CAP will allow Lodi to respond to critical issues
important to the community. Achieving the targeted
GHG reductions will demand genuine and significant
effort from civic leaders, residents, and businesses.
In response to community concerns, we also
understand that the City desires an approach that
relies on mandatory or regulatory reduction measures
for local government operations, while emphasizing
use of incentive -based voluntary approaches to
achieve communitywide emission reductions. The CAP
also offers potential to streamline future
development projects that are consistent with the
AECOM
General Plan's smart growth vision for the future, by
eliminating the need for projects consistent with the
General Plan and CAP to evaluate GHG emissions
under the California Environmental Quality Act (CEQA).
Measures in the CAP that lead to lower energy, water,
and other resource costs can also contribute to a
healthier business climate.
We view our role as assisting the City in exploring
common values and measures around which the
community can agree, capture these areas of
agreement in the CAP, and prepare a document that
instills a sense of ownership by community members.
Through this process, the CAP can make a positive and
meaningful contribution to improving Lodi's quality of
life, business climate, and environment. While some in
the community may not embrace all aspects of the
CAP, the City Council views this project as an
opportunity to chart its own course toward a more
sustainable future, rather than waiting for the state to
mandate how the City should respond to climate
change legislation.
Project Objectives
The success of this project requires a collaborative
effort between the AECOM team and the City. Our
scope of work presents the services and capacities
that the AECOM team will provide for each of the
requested tasks. In addition, we believe that an
effective CAP should perform each of the following
functions:
• Elicit participation by all segments of the community—
stakeholders, the citizen and private sector community
at -large, and City employees.
• Quantitatively demonstrate compliance with regula-
tions, voluntary measures that will meet other City
objectives, and achieve desired GHG reduction targets.
• Identify the most reasonable and cost-effective GHG
reduction measures.
• Provide clear guidance to City staff on how to imple-
ment the plan—a road map to success.
AECOM City of Lodi Climate Action Plan
Project Approach Reviewing the Emissions Inventory and Projections
Our approach to key parts of this assignment is
described in the following paragraphs, followed by a
Scope of Work responding to the City's RFP.
Engaging Studio 30
The practice of land use and environmental planning
is going through a period of rapid change and
upheaval. The UC Extension Studio 30 program seeks
to assist communities in addressing this change in
positive ways. As part of Extension's the Land Use
and Natural Resources program (LUNR),Studio 30
teams with professionals, academics and students
from the American Planning Association (APA), the UC
Davis Community Development and Geography
Graduate groups and the Landscape Architecture
program to create an exciting collaboration on
community planning projects. Studio 30 provides an
opportunity for professionals and students to
experiment and innovate, thereby laying the
groundwork for the future planning profession.
The Lodi CAP will be a Studio 30 project. Jeff Loux,
Ph.D. will be the UC Davis faculty assigned to the
Studio, Julia Lave Johnston will be the UC Davis
Extension faculty assigned to the Studio, and Jeff
Henderson, AICP (AECOM's proposed project manager)
will be a Studio 30 Fellow and the AECOM-Studio 30
Liaison. The class will start work on this project in
Winter Quarter 2012, and continue through Spring and
Fall Quarters 2012, meeting every week and working
continuously between meetings. Studio meetings will
combine working sessions, weekly assignments
designed to meet project objectives, and lectures by
Studio faculty and other professionals from AECOM
and Nelson\Nygaard. Each quarter's Studio will focus
on completing a major milestone in the work program
— inventories/projections, GHG emission reduction
measure development, measures development, and
draft plan preparation. To maintain project
momentum over the Summer 2012 period, UC Davis
faculty will continue to participate in the project, and
AECOM will invite a student intern from Studio 30 to
join us at our Sacramento office to continue work on
the project.
An emissions inventory and projections for Lodi were
prepared in conjunction with the General Plan update.
Furthermore, we understand that a local government
operations inventory for existing conditions will be
prepared free of charge to the City by the Great Valley
Center. This inventory will be made available early in
the CAP process. Therefore, our work focuses on
revising the 2008 communitywide emissions inventory
to make it suitable for use within the CAP, and deriving
2020 (the AB 32 target year) and 2030 (the General
Plan horizon year) projections for both municipal and
communitywide emissions from the work completed
for the General Plan update, subject to revisions
described below.
As an initial step, we will peer review the completed
2008 inventory (General Plan inventory) and 2030
projections (General Plan projections). We have
reviewed the inventory and projections and
accompanying documentation to determine their
suitability for use within the CAP. Based on our
preliminary review, we recommend the following
course of action for each sector:
Electricity: The General Plan inventory uses "bottom-
up" consumption data obtained directly from Lodi
Electric Utility using the utility's specific carbon
intensity. However, 2030 projections in the General
Plan inventory are based on anticipated population and
employment growth associated with the General Plan,
assuming consumption rates remain constant. While
this method is acceptable, we recommend that the
projections be adjusted to correspond to the utility's
electricity demand forecasts, if available.
Natural Gas: The General Plan inventory does not
appear to include emissions from natural gas con-
sumption. We will verify and recommend inclusion of
these emissions in a revised inventory and projections
using PG&E consumption data and an appropriate
emission factor. Natural gas projections may be based
on based on anticipated population and employment
growth under the General Plan, assuming consumption
rates remain constant, or adjusted based on any
projections from PG&E about increased efficiencies in
the use of natural gas.
• On -road Transportation: The General Plan inventory
uses a "bottom-up" approach employing a jurisdiction -
bounded methodology that considers all vehicle miles
traveled [VMT] within City limits. We recommend using
an origin -destination methodology (considering 100%
of all trips originating and ending in Lodi, and 50% of all
trips originating or ending in Lodi) to estimate the VMT.
Projections should employ future VMT data from the
City's traffic model, consistent with land uses antici-
pated with implementation of the General Plan. The
General Plan El analyses describing the effects of
statewide fuel efficiency standards (Pavley) and Low
Carbon Fuel Standards (LCFS) can be used directly in
the CAP.
• Off-road Transportation: The General Plan inventory
does not include off-road vehicle emissions. We
recommend using the California Air Resources Board
(ARB) OFFROAD model to project future emissions, and
recommend using more specific employment data from
the San Joaquin Council of Governments (SJCOG) and/
or US Department of Housing and Urban Development
(HUD) to distribute these emissions to Lodi.
• Solid Waste: The General Plan inventory uses a first
order decay methodology to estimate solid waste
emissions. We concur with this methodology and
recommend no change to the solid waste sector.
• Wastewater: The General Plan inventory does not
include wastewater emissions. We recommend using a
"bottom-up" methodology based on the ARB' Local
Government Operations Protocol (LGOP) to estimate
communitywide wastewater emissions.
• Water: The General Plan inventory does not include
water emissions. We recommend a "bottom-up"
methodology based on water demand, specific energy
intensity factors, and appropriate emission factors to
estimate emissions associated with the conveyance,
delivery and treatment of potable water.
AECOM
As noted above, we recommend modifications to the
emissions inventory and projections. While the
outcome of these revisions is likely to make only a
small difference in the content of the inventory and
projections, establishing a replicable methodology for
future inventories and relating the inventory directly
to the CAP has potential benefits in the monitoring
and reporting phase. We will discuss potential pros
and cons of completing these revisions at the project
kickoff meeting. If directed by City staff to proceed,
we will then perform a detailed peer -review of the
inventory and projections, engage Studio 30 students
to collect and revise data inputs, and revise the
sectors noted above accordingly.
Quantifying GHG Reduction Potential
Our standards and philosophy regarding CAP
development are unique in the industry. AECOM's
approach to quantification of GHG emission reduction
measures involves a level of diligence that ensures the
CAP is of the highest, most defensible quality.
Evidence (e.g., literature, academic research,
scientific studies) in support of emission reduction
performance is requisite for AECOM to report the
performance of a GHG reduction strategy or program.
We have developed a library of evidence to
substantiate GHG emission reductions attributable to
CAP measures. Our approach also emphasizes
transparency in the assumptions used to develop
emissions reduction calculations. Our approach to
quantifying GHG reduction potential of various CAP
measures relies on key input from City staff early in
the process to assist in assessing the technical,
political, and economic feasibility of potential GHG
reduction measures. This input helps us to prioritize
and refine CAP measures process. To ensure that the
technical work described above links closely with the
creation of highly tailored and contextually
appropriate GHG reduction measures, we employ our
proprietary Climate Action Plan Toolkit. Details
describing our methodology can be reviewed in the
appendices of our CAPs.
AECOM
The Climate Action Planning Toolkit
City of Lodi Climate Action Plan
We will use our proprietary Climate Action Planning
Toolkit (the Toolkit) to assist the community to select
appropriate GHG reduction measures. This tool will
assist in removing biases or pre -conceived notions
about proposed measures, and will be based on
current data relevant to Lodi. The Toolkit will be used
to identify appropriate GHG reduction measures that
should be incorporated within the CAP.
The Toolkit will be calibrated to Lodi's specific context
and contain detailed existing conditions, inventory,
and forecast data. This data provides inputs needed
to quantify sustainability measures and helps staff,
decision makers, and stakeholders better understand
the planning context. The toolkit will automatically
quantify energy savings, GHG emission reductions,
and select financial performance metrics. It was
designed to be user-friendly, and to facilitate the
City's capacity to develop and implement selected
GHG reduction measures. It can be used in committee
meeting and workshop settings to demonstrate to the
community in a quantifiable way the benefits of GHG
reduction measures.
Economic Analysis
Economic analysis is a critical part of assessing of the
financial feasibility of CAP measures and programs,
and ultimately a key driver in determining which GHG
reduction measures are best suited for Lodi.
Recommended GHG reduction measures can vary
considerably both in their ease of implementation and
their cost effectiveness. Our economic analysis
methodology has been developed and refined through
past experience to estimate long-term costs and
savings to the public sector and annual costs and
savings to the private sector. This information is a key
factor in developing cost effectiveness metrics which
will help the City to prioritize policies and programs,
as well as inform the public about the potential
economic considerations of CAP measures. By
assessing upfront policy development costs and
long-term implementation costs, and evaluating the
availability of funding sources and financing
strategies, the City will be able to make informed
decisions about potential GHG reduction measures.
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Climate Action Plan Template
We use graphics and tables extensively to convey key
concepts, and keep the focus of the document on the
inventory and projections; targets; reduction and
strategies, measures, actions; and monitoring plans.
The graphic look and use of icons and tables will be
established early with the City to ensure focused
production of the CAP. AECOM will prepare a
document template for use by Studio 30 students to
complete the CAP, emphasizing brevity and
maximizing use of informative graphics.
Our CAPs have been recognized by the American
Planning Association (Sacramento Valley, Los Angeles,
and Northern California Sections) and the Southern
California Association of Governments (SCAG) as
award-winning and exemplar documents. Reviewing
agencies, such as the Bay Area Air Quality
Management District (BAAQMD), have also
commented favorably on the rigorous and transparent
methodologies, and accessibility and ease of use of
our CAP documents.
AECOM
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AECOM City of Lodi Climate Action Plan 11
California Environmental Quality Act Compliance
AECOM takes great care to prepare CAPs in a manner
that takes full advantage of development streamlining
potential. State CEQA Guidelines Section 15183.5
allows jurisdictions to analyze and mitigate the
significant effects of GHGs at a programmatic level by
adopting a plan for the reduction of GHG emissions.
Later, as individual projects are proposed, project -
specific environmental documents may tier from and/
or incorporate by reference that existing
programmatic review in their cumulative impacts
analysis. Project specific environmental documents
prepared for projects found to be consistent with the
CAP may rely on the programmatic analysis of GHGs
contained in the CAP and accompanying
environmental documentation. A project -specific
environmental document that relies on the CAP for its
cumulative impacts analysis must identify the
specific CAP measures applicable to the project and
how the project incorporates the measures. If the
measures are not otherwise binding and enforceable,
they must be incorporated as mitigation measures
applicable to the project. If substantial evidence
indicates that the GHG emissions of a proposed
project may be cumulatively considerable,
notwithstanding the project's compliance with
specific measures in this CAP, an EIR must be
prepared for the project.
AECOM has extensive experience preparing CAPs that
comply with the CEQA Guidelines requirements for a
plan for the reduction of GHG emissions. We will
monitor the development of all project components to
ensure that the ability for the City to tier future
projects from the CAP is preserved, and will design
the CAP document to identify the process the City and
future project applicants must follow in order to
streamline projects.
We note that the RFP does not request consultant
services to prepare a CEQA environmental document
for the CAP, although successful implementation of
State CEQA Guidelines Section 15183.5 would require
the City to prepare such a document. Many of our
clients have determined that adoption of a CAP
subsequent to a general plan update requires
separate CEQA review (typically an IS/MND), while
other clients have reached the opposite conclusion.
The deciding factors are the general plan's direction
for preparation of a CAP, the extent to which measures
in the CAP were anticipated in the General Plan, and
the extent of analysis in the accompanying EIR.
In Lodi's case, General Plan policy C -P36 directs the
adoption of a comprehensive climate action plan and
but does not contain details of the contents of that
document or potential GHG reduction measures that
could have other environmental impacts if
implemented. The City will need to reach an
independent conclusion as to whether policies and
implementation measures in the General Plan
evaluated in the EIR provide sufficient coverage for
adoption of the CAP. AECOM will recommend to the
City whether the CAP can be exempted from further
CEQA review based on the analysis in the General Plan
EIR or whether subsequent CEQA review is advisable
and the potential cost for that additional analysis.
AECOM has substantial experience preparing CEQA
documentation for General Plans and Climate Action
Plans, and recently successfully completed an
Environmental Impact Report for the City of Citrus
Heights General Plan and GHG Reduction Plan. We
would be happy to discuss with the City the available
CEQA compliance strategies for the CAP, but
preparation of an environmental document is beyond
the current scope of work.
12
Public Outreach
We envision an approach to the work program that
includes community involvement. We propose to use a
variety of creative methods to build interest and
community ownership of the CAP and its proposed
GHG reduction measures. We understand techniques
that effectively engage City residents and know key
stakeholders within the community. For Lodi,
involving the community early and often in the
process will be key to success. In addition to
traditional stakeholders, key leaders from Lodi
Electric Utility's largest customers will be specifically
invited as stakeholders to participate in the
community outreach process, to provide input to staff
and decision -makers, and to review and comment on
the draft CAP.
Our work program centers upon a stakeholder
workshop, a community workshop, a joint Planning
Commission/City Council study session, and two
public hearings further described in the Scope of
Work. The objective of the workshops is to offer public
education regarding impactful and cost-effective GHG
reduction opportunities in the community, as well to
facilitate a critical review of the proposed measures
to aid in appropriate, context -specific
implementation. We intend the community meeting to
be highly engaging an interactive so that participants
will feel that they have a stake in shaping measures
that are ultimately included in the CAP.
AECOM
Lodi has a diverse population, including over 36
percent who self -identify as Hispanic or Latino.
AECOM is committed to engaging all segments of the
community, residents and businesses. We intend the
stakeholder meeting as an opportunity to engage with
community stakeholders representing these diverse
groups. An outcome of the stakeholder meeting will be
a strategy to work with community organizations,
such as El Concilio and the Hispanic Business
Committee of the Lodi Chamber of Commerce, to
ensure that the community meeting is effective in
capturing broad public participation. We will work
with the City and community organization to ensure
that City staff and/or representatives of community
organizations are available at community meetings to
facilitate participation by community members for
who are not completely comfortable communicating in
English. We have found that trusted community
organization provide the best avenue for engaging the
community when language and cultural issues may be
a factor. AECOM can also provide Spanish language
translation, if needed, as an optional service.
AECOM City of Lodi Climate Action Plan 15
Description of Organization, Management
and Team Members
Our team for this project consists of AECOM, Design + Planning + Economics, as
prime consultant supported by faculty and students from University of California
at Davis Extension Studio 30 (Studio 30) and Nelson\Nygaard.
AECOM's team of planners, economists, and public outreach specialists have
substantial, recent, local, and award-winning expertise preparing CAPs that
demonstrate compliance with AB 32, SB 375, and the California Environmental
Quality Act Guidelines (State CEQA Guidelines), while advancing community -wide
sustainability and promoting public outreach and education. We also have
substantial experience working with cities that have their own electric utility,
such as Roseville and Burbank. We have worked in Lodi and San Joaquin County
and are familiar with the community and its surroundings, therefore.
The project will be managed from AECOM's Sacramento office to better
collaborate with UC Davis Extension's Studio 30. Studio 30 focuses students on
real-world projects with actual clients (typically cities, counties, agencies or
NGO's); as well as providing lectures and skills training. The Studio is designed to
engage professional and academic expertise from the community and university
to collaborate with UC Davis graduate students and outstanding upper division
undergraduates to address issues of community planning, design, economic
development and sustainability. Projects and activities include land use and
urban design plans, site plans and analyses, sustainability studies, public
workshops, visioning, focus groups, design charrettes, advisory committees, and
solution summits combining professionals with students. Nelson\Nygaard is a
sustainable transportation expert with extensive experience throughout
California. The firm will provide valuable insight relating to the transportation
section of the CAP.
AECOM's Project Director will be Jeff Goldman, who has carried out the same role
on a number of local CAP projects, including for the City of Roseville, City of
Mountain View, City of Citrus Heights, and Suisun City. Our project manager will
be Jeff Henderson, who has managed 12 CAP projects over the last few years. Jeff
will serve as the primary day-to-day project contact person and non -student
project manager. In addition, he will serve as a Studio 30 Fellow at UC Davis and,
with Dr. Jeff Loux and Julia Lave Johnston, will direct the students in completion
of analyses required for the Lodi CAP.
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City of Lodi
Project Management
Jeff Goldman, AICP
Project Director
Jeff Henderson, AICP
Project Manager/Studio 30 Fellow
CulleyThomas
Technical Lead
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Jeff Loux, PhD
UC Davis Faculty
Jeremy Nelson
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Transportation Strategy
George Lu
GHG Analyst
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Julia Lave Johnston
UC Davis Extension Faculty
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Colin Burgett
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VMT Analysis Specialist
Jessica Law, AICP
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Paul Jewel
Planner/Public Outreach
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Transit Specialist
Specialist
Davis Students
AECOM City of Lodi Climate Action Plan 17
The technical lead for preparation of the CAP will be
Culley Thomas, who has served in the same role on 12
CAPs. He will lead AECOM staff members George Lu,
who will provide GHG analysis and Jessica Law, who
will be primary author of the CAP and lead public
outreach in tandem with Studio 30. In addition to the
support provided by Studio 30, AECOM will rely on
Nelson\Nygaard staff members Jeremy Nelson, who
will provide guidance on transportation strategy,
Colin Burgett for VMT analysis, and Paul Jewel for
transit.
All team members will report to and be guided by Jeff
Henderson, who, as Project Manager, will be
responsible for monitoring task assignments, budget
constraints, and schedule.
Our proposed team members possess a thorough
knowledge of climate change planning and
sustainability, and have developed innovative
techniques to provide clients with cutting-edge
planning for GHG reduction in cities and counties. The
project team is presented in the organization chart on
the preceding page, and brief biographical
descriptions for key staff follow. Full resumes for the
project team are provided in Appendix A.
Key Staff
Jeff Goldman, AICP has over 30 years of experience in
community planning, with an emphasis on land use,
housing, socioeconomic issues, community
development, and economic development policy
issues. Mr. Goldman has directed work on city and
county general plans, specific plans and corridor
plans, development codes (including form -based
codes), land use, population, and housing studies, and
CEQA documents related to these plans. Since joining
AECOM, Mr. Goldman's work has increasingly focused
on strategic planning and implementing measures for
sustainability, climate change, and climate
adaptation. Examples include general plans with
climate change elements or sections, safety elements
that address hazards related to climate change and
adaptation strategies, climate action plans, and
corridor plans and development codes that contain
measures contributing to GHG reduction (particularly
for the transportation and building sectors). Since
2006, Mr. Goldman has directed work on climate
action plans for 10 cities and counties and climate
change sections for five general plan updates.
Many of the community planning assignments have
involved outreach to special needs and cultural and
language minority groups. Community outreach has
included working with community organizations,
business and civic groups, and service providers to
address the specific concerns of cultural and ethnic
communities of interest and to translate written
materials and presentations into other languages.
Jeff Henderson, AICP is an urban planner and senior
project manager with experience managing climate
change projects, including CAPs and GHG reduction
analyses related to general plan updates. He has 15
years of experience in the fields of land use and
environmental planning and geographic information
systems (GIS) services. His technical and
management experience includes substantial roles in
more than 12 general plan update programs, more
than 12 Climate Action Plans (CAPs), and large scale
specific plans in both northern and southern
California. Many of these projects have been
recognized as award -winners by professional
organizations and regional governments. He has
extensive knowledge of how climate change policy
applies to local jurisdictions, experience evaluating
GHG emissions inventories and projections, and
substantial experience developing GHG reduction
policies, measures, and actions.
Culley Thomas is an urban/environmental planner
with experience in municipal environmental
performance planning, comprehensive planning, land
use planning, and policy analysis and development.
Mr. Thomas has a strong background in developing
municipal sustainability programs. He has worked
with a wide variety of city and county governments
developing climate change action policies, energy and
water efficiency programs and waste reduction
programs. He is also leading the Sacramento office's
initiative to integrate environmental performance
indicators into comprehensive and specific planning
processes for the purpose of helping local
governments meet their long term GHG emissions
targets. Mr. Thomas is currently providing climate
18
change planning analysis for the Alameda County,
Solano County, Yolo County, Albany, Piedmont,
Mountain View, Union City, and Citrus Heights CAP
efforts.
Jeff Loux, Ph.D. is a Department Chair, Director of the
Land Use and Natural Resources Program at the
University of California, Davis, Extension, and a
faculty member in the Department of Environmental
Design at UC Davis. He has worked in the public,
private and academic sectors for nearly 30 years
addressing land use planning, community
development, sustainable planning, urban design,
natural resource management, public policy dispute
resolution and mediation, and water resources policy.
He currently directs a professional education program
that offers 140 classes, conferences and training
sessions for 4,500 participants annually. Dr. Loux has
been involved in all types of land use planning
projects including various community General Plans,
specific plans, design guidelines, climate action
plans, sustainability plans and site design for various
development types.
Julia Lave Johnston is co -Director of Land Use and
Natural Resources at UC Davis Extension (UCDE). She
oversees professional certificates and focus areas in
Land Use and Environmental Planning, Green Building
and Sustainable Design, Sustainability and the Built
Environment, and Conflict Resolution. She also
manages the new UCDE Sustainable Studies Program.
Previously she was Deputy Director for Planning
Policy in the State Clearinghouse and Planning Unit of
the Governor's Office of Planning and Research (OPR).
While at the state, she focused on land use, regional
and community planning policy, climate change, and
interagency coordination. She represented OPR on the
Climate Action Team and co-chaired its Climate
Change, Land Use and Infrastructure (CCLU-In)
subcommittee. Previous positions include Senior
Policy Analyst at the California Research Bureau (CRB)
and Project Manager with the Local Government
Commission (LGC).
AECOM
Jeremy Nelson has 12 years of experience as a
multimodal transportation researcher, planner, and
policy analyst in the public, private, and non-profit
sectors. Jeremy is one of Nelson\Nygaard's leaders in
developing regional transportation plans to support
land use and economic development goals, creating
clear and persuasive plan documents, and facilitating
community and stakeholder outreach. Jeremy Nelson
had a key role in the development of the San Francisco
Better Streets Plan, which is one of the pioneering
complete streets documents in the United States.
AECOM City of Lodi Climate Action Plan
Role of Studio 30 Students measures development.
Studio 30 is an integral part of the process and not
students just tagging along. Our approach is for
AECOM, Nelson/Nygaard, and Studio 30 faculty to
provide strategic guidance to Studio 30 students, who
will provide much of the horsepower to complete the
project. Studio 30 students will be engaged in the
entire project from start to finish, with greater
emphasis on some tasks than others. In the interest
of clearly defining the role of students and the role of
the consultant in shared aspects of the work program,
our scope of services describes key roles in each of
the following tasks:
Task 1 — Project Management
AECOM will provide project oversight and
management and serve as lead contact. AECOM staff,
Nelson/Nygaard staff, and Studio 30 faculty will
attend the kick-off meeting. Nelson/Nygaard staff
and Studio 30 faculty will also be available as needed
for additional project meetings.
Task 2 — Baseline GHG Inventory and Projections
With technical oversight from AECOM and Nelson/
Nygaard, Studio 30 students will evaluate and update
the communitywide GHG inventory and evaluate or
prepare projections as described above for 2020 and
2030. AECOM and Nelson/Nygaard will review all
materials produced prior to submittal to the City.
Task 3 — Public Outreach
AECOM will facilitate all public meetings, and AECOM
and Nelson/Nygaard will provide technical
information supporting each meeting. With oversight
from AECOM and Studio 30 faculty, Studio 30 students
will prepare boards, fact sheets, comment cards,
presentations, and other supporting materials for the
stakeholder meeting and community meeting.
Students will also attend the community meeting.
Task 4 — GHG Reduction Strategies and Goals
With oversight from AECOM, Nelson/Nygaard, and
Studio 30 faculty, Studio 30 students will conduct a
review of existing policies and programs. Studio 30
students will prepare a summary report to support
19
AECOM and Studio 30 faculty will provide a document
and data framework for this community assessment
and assist Studio 30 students to conduct this
analysis.
AECOM and Nelson/Nygaard will identify potential
emission reduction measures. Nelson/Nygaard will
develop transportation -related measures and AECOM
will identify non -transportation -related measures.
Studio 30 faculty and students will break into sub-
groups by strategy/sector to research additional best
practices, and evaluate the "fit" of each proposed
measure to Lodi.
AECOM and Nelson/Nygaard will conduct an
emissions reduction analysis using the Climate Action
Planning Toolkit and Trip Reduction Impact Analysis
(TRIA) tool. AECOM and Studio 30 faculty will review
existing emission reduction methodologies with
Studio 30 students and work with the students to
identify new innovative reduction methods that could
be included in the Lodi CAP.
AECOM will conduct an economic analysis, and Studio
30 students will collect and organize data for the
analysis. Nelson/Nygaard will develop cost estimates
for transportation programs and projects and assist
with identification of co -benefits (public health,
safety, economic development, etc).
Task 5 — Climate Action Plan Document
AECOM will oversee the production of the CAP. Studio
30 faculty and students will develop content of
Chapters 1 and 2, and will assist with portions of
Chapter 3 of the administrative draft CAP. Nelson/
Nygaard will provide input for the transportation
section of Chapter 3. AECOM will also review and edit
an internal draft before the document is provided to
the City.
The students would also participate in public
meetings and some project management discussions.
Im
I
AECOM City of Lodi Climate Action Plan 29
Organization Qualifications
Our team for this project consists of AECOM, Design + Planning + Economics, as
prime consultant supported by faculty and students from University of California
at Davis Extension Studio 30 (Studio 30) and Nelson\Nygaard. Following are
profiles and qualifications for each firm that demonstrate how the AECOM team
can provide assistance with preparation of the City's CAP.
AECOM
AECOM's planning, design, and environmental practices provide a blend of global
reach, local knowledge, innovation and technical excellence in delivering
solutions that enhance and sustain the world's built, natural and social
environments.
AECOM has an established culture of innovation in resource management,
community planning, and environmental compliance work. Our staff are experts in
the California Environmental Quality Act (CEQA), GHG analysis and mitigation,
effects of climate change, municipal planning, community land use planning, and
sustainable planning and design. These qualities are extremely well suited for
providing high quality services to develop climate planning strategies for cities
and counties.
AECOM companies have been a guiding force in environmental planning and
design for decades. Our long, successful tenure has resulted from the firm's
provision of excellence in service and quality of work products. AECOM seeks to
build long-term working relationships and partnerships with clients. Key
components of our performance include strong client/consultant communication,
anticipating and resolving issues, looking out for our clients' interests, "no
surprise" proactive project management, and extensive involvement of principals
and senior staff in all projects. Our intent is to fully satisfy project objectives,
agency requirements, and client needs.
30
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AECOM has in-house staff expertise in the following
areas:
• GHG impact analysis and mitigation under CEQA
• Carbon -reduction and climate action strategies
• Sustainable project design and planning
• Climate change vulnerability and resiliency
• Energy conservation and generation systems
• Air quality studies
• Public outreach and community involvement
• Environmental analysis and CEQA/NEPA
documentation
• Land use planning, General Plans, and ordinances
• Sustainable economics and fiscal issues
AECOM
California CAP Experience
From the passage of executive orders and legislation
aimed at restricting and reducing GHG emissions and
comments on environmental documents, it has
become evident that climate change is a significant
social issue that demands consideration in community
planning and lifestyle choices.
As a firm, AECOM has been developing methods for
estimating and analyzing GHG emissions and
incorporating relevant policies and actions into
municipal planning since the passage of the California
Global Warming Solutions Act of 2006 (AB 32). We
routinely conduct climate change analyses for our
CEQA documents, and we are preparing climate action
plans for many of our municipal clients.
We have been refining our approach to the analysis on
each plan or project, in keeping with our continual
search for innovatively effective approaches in this
still evolving topic.
AECOM City of Lodi Climate Action Plan 31
Nelson\Nygaard
Nelson\Nygaard Consulting Associates Inc. is
distinguished by its commitment to planning
transportation systems and identifying mobility
improvements that help build and support vibrant,
sustainable communities.
A fully multimodal approach, drawn from the real
world experiences of industry specialists, is a
hallmark of every Nelson\Nygaard project. Covering
all modes of transportation, we specialize in planning,
operations, and implementation, balancing the goals
of each community with the advantages provided by
each mode including transit, paratransit, pedestrian,
bicycle, auto, and parking.
Since its inception in 1987, Nelson\Nygaard has grown
into a nationally recognized firm with seven offices
across North America. Today, our personnel work with
a wide variety of clients including public transit
operators, regional and state planning organizations,
city and county municipal departments and private
sector customers, and our projects span the globe.
Analyzing the Most Cost Effective Tools for Reducing
CO2 Emissions
Nelson\Nygaard is an industry leader in multimodal
transportation planning, CO2 emissions abatement
analysis, and the application of transportation
strategies to carbon markets. Our experience covers
cutting-edge research into the potential for
transportation emissions abatement carried out for
the California Climate Registry and the American
Public Transit Association, as well as development of
climate action plans for municipalities, transit
agencies, private employers, and community
organizations.
In most US states, the transport sector is the biggest
emitter of Greenhouse Gas emissions, and within the
transport sector, personal driving produces over 70%
of emissions. Thus, a key strategy in reducing climate
changing emissions is to design communities that are
walkable, bikeable and transit friendly. These denser,
mixed-use cities provide viable alternatives to driving
and thus reduce vehicle miles traveled. Communities
designed in this way have many other tangible
benefits, such as improved public health and greater
safety. Nelson\Nygaard has developed methodologies
for studying the cost-effectiveness of transportation
and land use strategies for reducing greenhouse gas
emissions. The analysis considers a range of
strategies from transit investments and operations to
land use changes. The analysis generates a cost curve
that can be used to inform policy options, and a set of
cost-effective emissions abatement strategies that
can be used for raising capital. We bring not only
up-to-date knowledge of the latest climate change
legislation, but also have vast experience in helping
cities form their transportation and land use policies
to meet ambitious goals for CO2 reduction. Strategies
include shifting density toward transit intensive
areas, more stringent TDM requirements for new
development, impact fees, parking pricing and
significant improvements to walking, bicycling, and
transit infrastructure.
32
UC Davis Studio 30
The Land Use and Natural Resources program (LUNR)
of UC Davis Extension is teaming with professionals,
academics and students from the American Planning
Association (APA), the UC Davis Community
Development and Geography Graduate groups and the
Landscape Architecture program to create an exciting
opportunity for students and professionals to
collaborate on community planning projects.
The practice of land use and environmental planning
is going through a period of upheaval. Studio 30 is an
opportunity for experience to meet innovation and lay
the ground work for the future of the profession. We
believe that the synthesis of working professionals
with top graduate and undergraduate students will
enrich both, and lead to new creative and replicable
planning solutions and products.
Studio 30 will focus on real world projects with actual
clients (typically cities, counties, agencies or NGO's);
as well as providing lectures and skills training. The
Studio is designed to engage professional and
AECOM
academic expertise from the community and
university to collaborate with UC Davis graduate
students and outstanding upper division
undergraduates to address issues of community
planning, design, economic development and
sustainability. Projects and activities will include land
use and urban design plans, site plans and analyses,
sustainability studies, public workshops, visioning,
focus groups, design charettes, advisory committees,
and solution summits combining professionals with
students.
Community meeting conducted for the Union City CAP
AECOM City of Lodi Climate Action Plan 33
AECOM Project Experience
AECOM has spearheaded a range of pioneering efforts
by local governments in climate change mitigation.
Our portfolio of Climate Action Plans includes many
California cities (e.g., Union City, Albany, Piedmont,
Mountain View, Citrus Heights, San Clemente,
Monterrey Park, Roseville, San Bernardino, West
Hollywood) and counties (e.g., Alameda, Solano, San
Diego, Shasta, Yolo), as well as cities from the East
Coast (e.g., Baltimore, MD) and Midwest (e.g., Lee's
Summit, MO). In leading these efforts, we have
developed highly tailored and cost-effective GHG
reduction policies and programs for a wide range of
environmental, economic, social, and political
contexts.
Following is a representative sample of our recent
experience preparing CAPs, as well as the experience
of our teaming partners.
Citrus Heights General Plan Update +
Climate Action Plan, CA
Key Staff involved: Jeff Goldman, Project Director;
Jeff Henderson, Project Manager, Culley Thomas,
Climate Change Analyst/Urban Planner
AECOM assisted the City of Citrus Heights with an
update of its 2000 General Plan with a focus on four
items: climate change/sustainability issues resulting
from AB 32 and SB 375; circulation and mobility
issues; water quality and low impact development
issues; and flood control legislation. The AECOM team
developed sustainability strategies which included
GHG reduction targets and measures incorporated
within the General Plan. A Greenhouse Gas Reduction
Plan (CGRP) and EIR accompanied the General Plan
Update. City-wide GHG reduction targets, goals and
policies were included within the General Plan
Update, which also included sustainable mobility
policies that address Complete Streets legislation.
34 AECOM
Yolo County Climate Action Plan, CA
Key Staff involved: Jeff Henderson, Project Manager;
Culley Thomas, Climate Change Analyst/Urban
Planner; George Lu, GHG Analyst
AECOM completed a Climate Action Plan (CAP) for Yolo
County. The CAP defines GHG reduction and climate
adaptation implementation provisions that are
feasible, readily executed, and tailored to the unique
rural and agricultural character of Yolo County and the
land use direction of the County's recently adopted
General Plan (e.g., smart, compact development in
specific plan areas). AECOM prepared a basic menu of
applicable best management practices for GHG
reduction. AECOM also developed a defensible CEQA
significance threshold, and managed public outreach
to support the project.
The Yolo County CAP won the 2011 Innovation in Green
Planning Award in the American Planning Association
Sacramento Valley Region Awards Program.
City of Roseville, Community -Wide
Sustainable Action Plan, CA
Key Staff involved: Jeff Goldman, Project Director;
Jeff Henderson, Project Manager; Culley Thomas,
Climate Change Analyst/Urban Planner
AECOM prepared the sustainability action plan (SAP)
for the City of Roseville, which included a community-
wide inventory of baseline emissions, development of
programs and policies to reduce emissions from all
sources and sectors, and a mechanism to
quantitatively track emissions reductions from
implementation of the SAP. As part of the work effort,
AECOM assisted in the implementation of a
community -wide sustainability public outreach
campaign that used tailored community-based social
marketing (CBSM) mechanisms, traditional public
outreach strategies, and established bodies of
community participation. AECOM assisted the City in
facilitating a 36 -member action committee to
increase awareness of the community's sustainability
efforts and responsibilities and to assist in the
preparation of the SAP.
AECOM City of Lodi Climate Action Plan 35
Union City Climate Action Plan, CA
Key Staff involved: Culley Thomas, Climate Change
Analyst/Urban Planner; George Lu, Air Quality/Climate
Change Analyst
AECOM developed a Climate Action Plan and
associated environmental clearance documentation
(Initial Study and Negative Declaration) to help
achieve the City's goal of a 20% GHG emission
reduction below 2005 levels by the year 2020. The
Climate Action Plan and CEQA document were
formally adopted by the City Council in October, 2010.
The CAP included analysis of existing GHG emissions
inventory; GHG reduction and adaptation strategies; a
cost effective community engagement process;
quantitative analysis of proposed GHG reduction
measures in terms of emission reductions; public and
private costs, and private savings; funding sources
and financing mechanisms; and a robust
implementation plan. Our energy modeling tool, the
Sustainable Systems Integrated Model for Energy
(SSIMe), was used to help quantify possible energy
and carbon savings (and associated costs) from the
City's commercial and residential building stock. In
addition, transportation modeling was conducted in
collaboration with Nelson Nygaard, in an effort to
produce locally specific and effective strategies to
reduce vehicle -miles -travelled. The effort also
included six meetings with a Climate Protection task
force made up of city staff, local citizens, and other
key stakeholders, two community meetings, and three
public hearings with the Planning Commission and
City Council.
The Union City CAP has won a 2011 Innovation in Green
Community Planning Award of Merit in the American
Planning Association California Northern Section
Awards Program.
Mountain View Climate Action Plan
Development, CA
Key Staff involved: Jeff Goldman, Project Director;
Jeff Henderson, Project Manager; Culley Thomas,
Climate Change Analyst/Urban Planner; George Lu, Air
Quality/Climate Change Analyst
We are assisting the City of Mountain View with an
update of its 1992 General Plan. As part of this effort,
we are assisting the City to work with an
Environmental Sustainability Task Force charged by
the City Council with developing sustainability
strategies for the City, including greenhouse (GHG)
reduction targets and measures to be incorporated
within the General Plan. We are assisting the City with
public outreach associated with this effort, including
providing a station describing key climate change
facts and strategies at a visioning fair.
The outcome of these efforts will include an adopted
community -wide GHG reduction target, goals and
policies addressing GHG reduction to be incorporated
within the General Plan, and a stand-alone
Greenhouse Gas Reduction Program, detailing each
measure the City will employ. These measures will be
evaluated for efficacy related to the adopted target.
36
West Hollywood General Plan Update EIR
and Climate Action Plan, Los Angeles
County, CA
Key Staff involved: Jeff Henderson, Project Manager;
CuRey Thomas, Climate Change Analyst/Urban
Planner
AECOM assisted the City of West Hollywood in
completing an EIR for its General Plan update. The
AECOM team developed sustainability strategies
which include GHG reduction targets and measures to
be incorporated within the General Plan. AECOM also
prepared a climate action plan to accompany the
General Plan update. City-wide GHG reduction
targets, goals and policies are included in the General
Plan update. The strategies included within the Plan
recommend achieving GHG reductions though
community leadership and engagement; land use and
community design; transportation and mobility;
energy use and efficiency, water use and efficiency,
waste reduction and recycling; as well as green space.
The City of West Hollywood's Climate Action Plan was
selected by Southern California Association of
Governments to receive a 2011 Compass Blueprint
Recognition Award for Visionary Planning for
Sustainability; and by the American Planning
Association, Los Angeles Section to receive a 2011
Innovation in Green Community Planning Award.
AECOM
Suisun City General Plan Update, CEQA,
and Zoning, CA
Key Staff involved: Jeff Goldman, Project Director;
Jessica Law, Urban/Environmental Planner
Suisun City is a historic waterfront town bordered by
the Suisun Marsh, the City of Fairfield, and Travis Air
Force Base. Since the 1980s, the City has grown to
become a Bay Area commuter suburb. The downtown
waterfront has evolved into to a mixed-use
neighborhood and visitor destination. The City is
mostly built out except for several infill parcels and a
transit development opportunity site. AECOM is
updating the General Plan to comply with changes in
planning and environmental laws, identify infill
development opportunities, enhance pedestrian and
bicycle connectivity, and improve the City's economic
base. Climate change and the potential effects of sea
level rise are also key topics. AECOM is also preparing
an EIR and updating the Zoning Ordinance to make it
more user friendly and include illustrated design
guidance. The zoning update will occur concurrently
with the General Plan update to implement the overall
guidance contained in the General Plan.
AECOM City of Lodi Climate Action Plan 37
Yuba County General Plan Update and EIR,
CA
Key staff involved: Jeff Goldman, Project Director;
Culley Thomas, Climate Change Analyst/Urban
Planner
AECOM is providing a climate change analysis for Yuba
County's General Plan Update. Our experts will
summarize the sources of GHG emissions, their
potential influence on climate change, the current
state of the science, and applicable regulations (e.g.,
AB 32, SB 375). This summary will cover a number of
issue areas, including water supply, water quality, sea
Level rise, flooding, wildfire, weather extremes, health
risks, biological resources, fuel consumption,
agriculture, and air quality. We will then analyze GHG
emissions and climate change impacts for several
growth alternatives for the General Plan Update and
prepare an estimated inventory of GHG emissions for
the preferred alternative, consistent with the
methodologies and data used to estimate GHGs for
existing conditions.
Solano County General Plan + Climate
Action Plan, CA
Key Staff involved: Jeff Goldman, Project Director;
Jeff Henderson, Project Manager; Culley Thomas,
Climate Change Analyst/Urban Planner; George Lu, Air
Quality/Climate Change Analyst
The Solano County General Plan Update Program
involved a comprehensive revision to most of the
County's General Plan elements. The majority of
these elements were prepared in the mid- to late -
1970s. The Program included the preparation of a
General Plan EIR. The General Plan Update Program
addressed the following objectives: incorporate all
General Plan elements into a single, integrated
document; integrate information and policies from
various area and special topic plans prepared over the
past 25 years; update land use, environmental,
economic, and demographic background and
technical information; update policies and
implementation measures to continue the County's
guiding principles of city -centered development and
the protection of farmland, open space, and natural
resource areas; conduct a comprehensive public
outreach program; prepare special area policy plans
for portions of the County that may experience
changes in land use or have specific issues of concern
in addition to issues applicable county -wide; and
address the anticipated extension of the voter -
approved Orderly Growth Initiative.
Supplemental tasks have been added to develop
goals, policies, and implementation strategies that
will allow the County to accommodate growth while
reducing GHG emissions and also adapt to
foreseeable adverse impacts of climate change.
As part of the updated General Plan, we
recommended a Sea Level Rise Strategic Program for
the County, one of the first of its kind. AECOM is also
under contract to develop a Climate Action Plan to
achieve the GHG reduction targets outlined in the
General Plan Update.
38
Burbank General Plan Update + GHG
Reduction Plan, CA
Key Staff involved: Jeff Goldman, Project Director;
Jeff Henderson, Project Manager
AECOM is preparing an Air Quality Element, Climate
Action Plan, and General Plan Update EIR for the City
of Burbank. As part of this work, we are completing a
baseline GHG emissions inventory for base year 2010,
emissions projections for 2020 and 2035, a General
Plan Air Quality Element focused on reducing both
criteria pollutants and GHGs, and a Program EIR. We
are also preparing a standalone GHG Reduction Plan
to accompany the updated General Plan.
AECOM
Albany + Piedmont Climate Action Plans,
CA
Key Staff involved: Jeff Henderson, Project Manager;
Culley Thomas, Climate Change Analyst/Urban
Planner; George Lu, Air Quality/Climate Change
Analyst
AECOM worked with the cities of Albany and Piedmont
to prepare climate action plans to prioritize
greenhouse gas (GHG) reduction measures for the
cities, identifying economic costs/benefits for each
measure, and identifying how each proposed measure
contributes toward meeting established GHG
reduction targets. The CAPs also includes public
outreach and coordination with city advisory
committees and will be incorporated within their
ongoing general plan updates.
The CAPs address measures to reduce GHG emissions
generated by city -operated facilities (e.g., water
treatment plants) and other community sources,
including indirect sources (e.g., motor vehicle trips).
They will include targets for carbon emissions
reductions and measures that incentivize green
building and energy -efficiency retrofits, encourage
land use planning policies that limit vehicle -miles
travelled, and provide opportunities for renewable
energy sources. In order for the cities to achieve
reduction goals, AECOM will encourage metrics that
allow for an increasing population and an expanding
economy but are still consistent with California's GHG
reduction mandates.
AECOM City of Lodi Climate Action Plan 39
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Climate Action Planning Toolkit
The Climate Action Planning (CAP) Toolkit is a decision
support model that allows local governments to
develop effective greenhouse gas reduction and
related sustainability strategies for their
communities.
The Toolkit:
• Organizes existing conditions, greenhouse gas (GHG)
emissions inventory, and forecast data, (b) allows
jurisdiction to select measures and customize the
measure assumptions to the community's specific
context.
• Automatically quantifies greenhouse gas reductions,
energy and water savings, waste diversion, and other
sustainability co -benefits.
• Provides summary outputs tables and charts that can
be directly imported into public outreach materials
and plan documents.
• Assists in the implementation and monitoring of the
resulting plans.
The Toolkit was designed to be user-friendly and
facilitate the jurisdiction's capacity to develop and
implement their selected measures. Use of the Toolkit
with AECOM clients has helped ensure efficient and
effective planning processes.
The Toolkit is calibrated to a jurisdiction's specific
context and contain detailed existing conditions,
inventory, and forecast data. This data provides
inputs needed for measure quantification and helps
staff, decision makers, and stakeholders to better
understand the climate and sustainability planning
context. Within the measure development module,
clients are able to select appropriate measures and
game key performance and participation variables to
tailor the policy design to fit their technical,
socioeconomic, and political context. The gaming of
assumptions is critical for customizing measures to
fit the community's particular political, economic,
and physical context. After the jurisdiction
customizes the measure assumptions, the calculator
will automatically quantify energy savings, GHG
reduction, and financial performance metrics.
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Climate Action Planning Toolkit
The Climate Action Planning (CAP) Toolkit is a decision
support model that allows local governments to
develop effective greenhouse gas reduction and
related sustainability strategies for their
communities.
The Toolkit:
• Organizes existing conditions, greenhouse gas (GHG)
emissions inventory, and forecast data, (b) allows
jurisdiction to select measures and customize the
measure assumptions to the community's specific
context.
• Automatically quantifies greenhouse gas reductions,
energy and water savings, waste diversion, and other
sustainability co -benefits.
• Provides summary outputs tables and charts that can
be directly imported into public outreach materials
and plan documents.
• Assists in the implementation and monitoring of the
resulting plans.
The Toolkit was designed to be user-friendly and
facilitate the jurisdiction's capacity to develop and
implement their selected measures. Use of the Toolkit
with AECOM clients has helped ensure efficient and
effective planning processes.
The Toolkit is calibrated to a jurisdiction's specific
context and contain detailed existing conditions,
inventory, and forecast data. This data provides
inputs needed for measure quantification and helps
staff, decision makers, and stakeholders to better
understand the climate and sustainability planning
context. Within the measure development module,
clients are able to select appropriate measures and
game key performance and participation variables to
tailor the policy design to fit their technical,
socioeconomic, and political context. The gaming of
assumptions is critical for customizing measures to
fit the community's particular political, economic,
and physical context. After the jurisdiction
customizes the measure assumptions, the calculator
will automatically quantify energy savings, GHG
reduction, and financial performance metrics.
40
Nelson\Nygaard Project
Experience
San Francisco Planning and Urban
Research (SPUR): Analysis of San
Francisco's Options to Reduce Greenhouse
Gas Emissions, CA
The San Francisco Planning and Urban Research
Association (SPUR) is a public -policy think tank that
promotes good planning and good government through
research, analysis, public education, and advocacy.
SPUR undertook a study in 2008 to study the specific
strategies the City of San Francisco could use to meet
the GHG emissions reductions targets in its climate
action plan. Nelson\Nygaard led the analysis of
transportation and land -use strategies for this study,
evaluating the total emissions potential of a package
of local and regional emissions reductions strategies
related to transit, transportation demand
management, parking, traffic, pricing, and
development, with an emphasis on determining both
total impact and the cost per unit of emission
abatement. The study concluded that, in the area of
transportation, the city should focus its emissions
abatement efforts on strategies that coordinate land
use and transportation efforts on a regional scale.
San Francisco Bay Area Climate Action
Plan Cost Effectiveness Analysis, CA
Nelson\Nygaard and Arup collaborated to develop a
cost effectiveness analysis of BART's Climate Action
Plan. Nelson\Nygaard led a cost-effectiveness study
of transportation and land use strategies for reducing
greenhouse gas emissions. The analysis considered a
group of strategies ranging from transit capital
investments and service expansions to station access
strategies and the use of land around stations. The
outcome of the study was a cost curve that the agency
can use in evaluating policy options, and a set of
cost-effective emissions abatement strategies that
BART can use in appealing for funding.
AECOM
The cost curve developed through this analysis
suggests that, both in the short term for BART, and in
the long term for the region as a whole, there are
transportation and land use strategies for reducing
GHG emissions that are extremely cost-effective
compared to strategies likely to be employed in other
sectors of the economy. The most important
conclusion for BART is that there are available GHG
emission abatement strategies that benefit multiple
agency goals. Such strategies, which include transit -
oriented development, feeder shuttle services,
marketing, and fare incentive programs, have the
potential to produce regionally significant levels of
GHG emissions abatement, increase ridership, and
take advantage of spare system capacity, all without
new expense (or even with overall fiscal benefits).
Lake Tahoe Basin Tahoe Sustainability
through Mobility Plan, CA
Nelson Nygaard is currently working with the Tahoe
Regional Planning Agency to create a Sustainability
through Mobility Plan, focusing on the transportation
elements of the SCS. The goal of this plan is to
develop policies that reduce greenhouse gas
emissions from the transportation sector in the Tahoe
Basin by providing more options to single -occupant
vehicle travel for both residents and visitors.
Proposed policies analyzed by Nelson\Nygaard
include parking management, street design,
transportation demand management, and
investments in transit, bicycling, and pedestrian
networks.
The core of Nelson\Nygaard's work has been to help
define the appropriate transportation policy
measures; to analyze the estimated reduction in trips,
VMT, and GHGe that could be achieved with these
policies; and to provide technical implementation
assistance to help "operationalize" some of the
policies. Nelson\Nygaard's Sustainability through
Mobility Plan and especially the quantitative trip
reduction impact analysis (TRIA) estimates will
ultimately integrate into the Regional Plan/SCS
(currently under development) as well as the pending
Regional Transportation Plan.
AECOM City of Lodi Climate Action Plan 41
Project Commitments
We have assigned project personnel that have the
appropriate experience and necessary availability to
complete this CAP. Though our team members have
commitments to other projects during the timeframe
of the Lodi CAP, we have ensured that they do not have
any commitments that will prevent them from
devoting the time needed. Our office and staff take
pride in completing projects within stated schedules
and have not missed deadlines due to a lack of
capacity or resources or any other reason within our
control.
During the timeframe of this project, AECOM team
members are committed to the following major
projects:
Jeff Goldman:
Lake Tahoe Regional Sustainability Plan
Jeff Henderson:
Amador County General Plan Update/EIR
City of Burbank General Plan Update/EIR
City of Santa Ana CAP
Yolo County Clark Pacific Project EIR
Culley Thomas:
Yuba County CAP
Shasta County CAP
City of Turlock IMPACS Model Development
George Lu:
Baltimore CAP
Yuba County CAP
Lee's Summit CAP
Volusia County SAP
Jessica Law:
California High Speed Rail Authority, Public
Outreach Programs (Merced to Fresno)
During the timeframe of this project, Nelson\Nygaard
team members are committed to the following major
projects:
Jeremy Nelson:
Ferry Building Plaza
Palace of Fine Arts Study
SC County Public Health Element
Tahoe RTP
Tahoe Enviro
Vallejo Ferry Parking Study
Sacramento Parking Code
Westside LA Mobility Study
SFpark
KC MARC Complete Streets Toolkit
WETA Berkeley Parking
Colin Burgett:
Alameda Transit Access Plan
Alameda Point TMP
BART Daly City TOD
Brisbane Baylands EIR
Los Altos 44 Main Street
MTC 880
San Diego Euclid Market Village Plan
SF MOMA
Soledad Downtown Specific Plan
Paul Jewel:
Fresno Consolidation
Bakersfield LRTP
NNTMA, Alameda BRT
Rancho Cordova and Muir Woods
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AECOM City of Lodi Climate Action Plan 43
Scope of Work
Our proposed scope of work is organized into five tasks as presented below.
TASK 1. PROJECT MANAGEMENT
While AECOM, UC Davis Studio 30, and Nelson/Nygaard will all play important
roles in the development of the City's Climate Action Plan (CAP), AECOM will be
responsible for oversight and management of the work program and project team.
AECOM will be accountable to the City for the quality and completeness of work
products. AECOM will regularly consult and communicate with City staff to ensure
efficient and effective completion of the work program.
1.1 Project Management and Meetings with City Staff
AECOM will provide project management and administrative services to track
project progress, maintain schedule and budget, and respond to requests for
information. AECOM will coordinate with City staff to plan and participate in an
initial project kick-off meeting to discuss project management expectations and
confirm work program milestones and schedules. We recommend that staff from
Community Development, Public Works, Lodi Electric Utility, and the City
Manager's office attend this kick-off meeting. This session will also be a valuable
opportunity for the consultant team to hear first-hand about any specific goals or
potential challenges identified by City staff, as well as to discuss methodology
and collect policy and program details that will help inform the existing policy and
program review. This meeting also provides an opportunity to identify key
contacts and delivery partners as well as potential organizations, community
groups, and stakeholders to engage in the process. AECOM's project director and
project manager, faculty from the University of Davis Studio 30 program (Studio
30), and Nelson/Nygaard staff will attend the kick-off meeting.
The kick-off meeting also provides an opportunity for City staff and the
consultant team to identify data sources and other resources to be used in the
CAP, to brainstorm ideas, and to learn more about the City. We will work with the
City to collect existing data and to review available documents and plans,
including:
• electronic copies of documents such as the General Plan, zoning code, design
guidelines, master plans and specific plans, recent EIRs, Lodi Electric Utility
44
reports, and other related studies;
• GIS files including land use designations and zoning
districts, assessor or parcel data, roads, environmen-
tal resources layers, and other files; and
• contact information for City department heads and key
staff.
This task also includes up to seven (7) additional
coordination meetings with City staff beyond the
kick-off meeting. At these meetings, we will develop
and refine preliminary portions of the CAP, review City
comments on draft materials, prepare for upcoming
public workshops, and review overall project progress.
Additionally, the AECOM project manager will
facilitate progress status conference calls every two
weeks with the City's project manager. Other AECOM,
Studio 30, and Nelson/Nygaard staff will attend as
necessary.
Team Responsibilities: AECOM will provide project
oversight and management and serve as lead contact.
AECOM staff, Nelson/Nygaard staff, and Studio 30
faculty will attend the kick-off meeting. Nelson/
Nygaard staff and Studio 30 faculty will also be
available as needed for additional project meetings.
Meetings and Work Products:
• One (1) kick-off meeting
Up to seven (7) additional project management
meetings
• Bi -weekly (every two weeks) progress status confer-
ence calls
TASK 2. BASELINE GHG INVENTORY /
PROJECTIONS
2.1 Review Existing Communitywide GHG Inventory
and Projections
The consultant team has completed a preliminary
review of the communitywide GHG emissions
inventory (base year 2008) and projections (2030)
prepared for the City as part of the General Plan EIR
process. As noted in the project approach, we
anticipate revisions to the baseline inventory or 2030
AECOM
projections based on our preliminary review. The
consultant team will discuss with City staff the pros
and cons of revising the inventory and projections for
purposes of the CAP at the project kick-off meeting. It
will also be necessary to prepare communitywide
emission projections for 2020, the Assembly Bill 32
target year, and municipal emissions projections for
2020 and 2030. The CAP will also describe the
relationship of the municipal and communitywide
emissions.
The consultant team will update the communitywide
2008 inventory and 2030 projections, develop 2030
projections for municipal emissions (derived from the
municipal emissions inventory prepared by the Great
Valley Center), and develop 2020 projections for both
municipal and communitywide emissions based on
growth factors (e.g., population, employment,
electricity demand forecasts, water demand
projections)supplied by the City. We will supply to the
City a list of required data prior to the update. The
City will provide access to all files and information
associated with the current emissions inventory. This
task also assumes that the municipal emissions
inventory and projections will be completed by the
Great Valley Center according to the Local
Government Protocol and that the City will provide
access to files and information supporting the
municipal inventory.
The 2030 emissions projections prepared for the
General Plan update take into account some of the
federal and State legislative and regulatory actions
that will reduce GHG emissions (i.e., renewable energy
portfolio standards, vehicle fuel efficiency and fuel
carbon standards). The consultant team will evaluate
additional State and federal actions including, but not
limited to, California's current and future building
energy efficiency standards (Title -24), appliance
efficiency standards (Title -20), federal and State
lighting efficiency standards, and State water
conservation mandates (Senate Bill -7X). These federal
and State actions will be applied to the 2020
projections as well and be credited toward the City's
overall emission reduction efforts.
AECOM team member Nelson\Nygaard will compile a
transportation -related GHG inventory, and develop
two horizon -year VMT and transportation related GHG
AECOM City of Lodi Climate Action Plan 45
estimates (for example, estimates for VMT to and
within Lodi and all GHG emissions occurring within
City boundaries by 2020 and 2030). The City of Lodi
travel demand model was developed and calibrated in
2007, and was used in the City's General Plan update.
The General Plan analysis includes a baseline figure
for citywide VMT and a projection of VMT at full
development of the General Plan (the year 2030). An
interim horizon year estimate (2020) for VMT and GHG
emissions will be calculated by using the phasing of
development scheme outlined in the City General Plan
(Phases I, II, and III), in tandem with conversations
with City staff regarding the potential timeline for
development and infrastructure improvements. Given
current economic conditions, it is likely more growth
will occur between 2020 and 2030 than between the
baseline year and 2020. Policy C -G10 of the General
Plan directs the City to "reduce greenhouse gas
emissions to 15% below 2008 levels by 2020." This
target is consistent with current State
recommendations for 2020 and requires no revision.
The General Plan does not, however, set explicit
targets for 2030 or 2050. As part of this task, we will
work with City staff to identify defensible and
achievable GHG reduction targets for these years. The
consultant team will provide a memorandum that
describes State guidance relevant to target setting of
medium and long-term horizons.
Team Responsibilities: With technical oversight from
AECOM and Nelson/Nygaard, Studio 30 students will
evaluate and update the communitywide GHG inventory
and evaluate or prepare projections as described above
for 2020 and 2030. AECOM and Nelson/Nygaard staff
will review all materials produced prior to submittal to
the City.
Meetings and Work Products:
• Communitywide inventory and projections review and
update memorandum
• GHG reduction target recommendation memorandum
TASK 3. PUBLIC OUTREACH
The following subtasks describe our proposed
comprehensive public education and outreach
program. These tasks include community workshops,
a joint Planning Commission/City Council study
session to review preliminary CAP measures, and
attendance of two public hearings regarding the Draft
CAP with the Planning Commission and City Council.
3.1 Community Stakeholder Meeting
The community stakeholder meeting will be designed
to promote an inclusive public process reflecting the
diversity of opinions in Lodi. The consultant team,
working with City staff, will identify key community
stakeholders (i.e., Lodi Chamber of Commerce) and
conduct a meeting to solicit input regarding CAP
measures, targets, and overall approach. The meeting
will also serve as an opportunity for the City to convey
its approach to climate action planning. This meeting
will occur at an early stage in the planning process to
ensure effective integration of this input. The
consultant team will prepare meeting materials and
facilitate a forum to collect stakeholder opinions.
Team Responsibilities: AECOM, will prepare community
meeting materials. AECOM staff and Studio 30 faculty
will attend, facilitate, and summarize the meeting.
Meetings and Work Products:
• One (1) community stakeholder meeting, with summa-
rized stakeholder comments
3.2 Public Meeting
The public meeting will occur one-third of the way
through the project, after preliminary GHG reduction
measures have been developed. The meeting will
provide background on why Lodi is developing a CAP
and review the communitywide and municipal GHG
inventories and preliminary GHG reduction measures.
A key objective will be to promote input into the plan
and gain feedback on the measures. The workshop will
focus on engaging participants in the conversation
through breakout group discussions that focus on
GHG emissions sectors and preliminary measures.
The breakout sessions will also allow the small groups
to discuss ideas for preliminary measures.
46 AECOM
We also suggest that City website provide an avenue
= for the public to provide input regarding the planning
process. The consultant team could assist in
Lancs Use developing an appropriate social media site for this
+ Transportation purpose.
How land use and transportation infrastructure are arranged within a community strongly
influences whether residents choose to walk, bike, use public transit, or drive. Pedestrian -
and transit -oriented land uses, improved walking and biking infrastructure, improved
alternative transportation incentives, and other strategies to reduce single -occupancy vehicle
use will be critical to achieving the City's GHG reduction goals.
ImplemenfaHon of
Pedestrian and Bicycle Master Plan
• Continue build -our Ig 1 of 25 pec t build -out), of the
Pedestrian and Bicycle Master Plan by 2020.
• Conduct an obstacle study"determine existing
challenges, opportunities, and priority invesm,ents.
700 High N/A Very Low
Transportation Demand Management
• Union City Transportation Management Association
• Encourage employers to subsidize transit Medium- Medium -
Enhance ride -share infrastructure to facilitate community 540 Medium High High
participation.
Neighborhood Commercial Districts i.n o✓ni wan
• Enhance existing neighborhood -serving commerci a•.r e•.�n<,. east
centers in the city to increase resident. access to daily
goods and services and encourage the developmens of 260 Medium N/A Levi
fixed -use centers along rhe Cs major card pons, where
appropriate.
Transit -Oriented Development
• Continue supporting transit -oriented development in the c•,i e
Intermodal Stanon District and adjacent areas. 6,810 High N/A Low
Community meeting board for the Union City CAP
We recommend a town -hall meeting or open -house
format for the meeting, lasting approximately two (2)
hours. Given the City's attendance target for this
meeting (50 — 100 participants), the venue selected by
the City should be large and flexible to support an
interactive format The first portion of the workshop
will consist of an overview presentation and
facilitated question and answer session and allow
participants to review information about climate
change, its nexus to the City's sustainable planning
efforts, and community sectors that contribute to
GHG emissions. AECOM will develop information
materials and display boards for up to four stations.
Opportunities for one-on-one dialogue with staff and
consultants will be offered and public comments/
input will be recorded at each station
The second portion will allow participants to
participate in 3 - 5 break-out groups exploring
different GHG reduction strategies within each sector
(i.e., land use and transportation; buildings and
energy; waste, water, and green infrastructure). The
group discussion could also address the rationale for
their recommendation, effective contribution toward
the GHG reduction target, and economic costs and
benefits. Following the workshop, the boards
prepared for each station may be used by the City as
"static" displays that can be assembled at City
buildings, public libraries, community centers or other
public spaces to encourage further input.
Team Responsibilities: AECOM will prepare the public
meeting materials. AECOM and Nelson/Nygaard staff
will attend, facilitate, and summarize the meeting.
Meetings and Work Products:
One (1) public meeting, with 1 presentation, and poster
boards and fact sheets for up to four open house
stations
AECOM City of Lodi Climate Action Plan 47
3.3 Planning Commission/City Council Study Session TASK 4. GREENHOUSE GAS REDUCTION
We have found through experience on past projects
that early feedback from the Planning Commission
and City Council is a valuable way to ensure that the
CAP responds directly to community concerns and
minimizes potential for surprise during the public
hearing process. At this joint study session, we will
review the priority emission reduction measures prior
to drafting the Administrative Draft CAP. We will
provide a list of prioritized measures (as described in
measure 4.5.A) and a summary presentation to be
used at the meeting and will be available to respond
to comments and questions as requested by staff. We
will be available to answer questions and take notes
on desired modifications to the plan.
Team Responsibilities: Up to two AECOM staff, one
Nelson/Nygaard staff, and Studio 30 faculty will attend
the joint study sessions.
Meetings and Work Products:
• Preparation, attendance, and presentation for one (1)
Planning Commission/City Council joint study session
3.4 Attend Public Hearings
AECOM will present the CAP and respond to public
and decision -maker comments and questions at up to
two (2) public hearings. We anticipate that these
hearings will occur before the Planning Commission
and City Council. The work scope assumes that two
AECOM staff members will be present at each
meeting.
Team Responsibilities: Up to two AECOM staff will
attend the public hearings and be available to answer
questions.
Meetings and Work Products:
• Up to two (2) AECOM staff attend and present at up to
two (2) public hearings
STRATEGIES AND GOALS
This task consists of identifying existing policies and
programs that already reduce municipal and
communitywide GHG emissions; identifying potential
emission reduction measures, and evaluating the
technical, economic and political feasibility of these
measures. This task culminates in the Planning
Commission/City Council joint study session
identified as Subtask 3.3 above, prior to preparation
of the administrative draft CAP.
4.1 Review of Existing Policies and Programs
The review of City and Lodi Electric Utility policies and
programs will ensure the consultant team
understands the full range of existing activities in Lodi
affecting both municipal and communitywide GHG
emissions. This task consists of desktop review of
existing plans, policies, and programs across the main
sectors of building energy, waste, water,
transportation and land use, green infrastructure, and
agriculture. It will also be important to be aware of
activities and measures being planned in adjacent
cities in San Joaquin County and within the region, to
maximize opportunities for partnership and
collaboration. Two (2) meetings with City staff, Lodi
Electric Utility representatives, and regional agencies
will help clarify any particularly successful or
underperforming programs and identify lessons
learned for the CAP. The existing policy and program
review will be incorporated into a document that
identifies existing strengths and weaknesses, and
future opportunities and constraints related to
municipal and communitywide emission reductions.
Where established quantification methodologies are
available, the consultant team will quantify the
emissions reduction potential of these existing
policies and programs,. These reductions will be
identified as current achievements within the CAP.
Team Responsibilities: With oversight from AECOM,
Nelson/Nygaard, and Studio 30 faculty, Studio 30
students will conduct the review of existing policies
and programs. Studio 30 students will prepare the
summary Strengths, Weaknesses, Opportunities and
Constraints report.
48
Meetings and Work Products:
• Two (2) meetings with City and Lodi Electric Utility staff
to review existing policies
• Strengths, Weaknesses, Opportunities and Constraints
document summarizing findings of Tasks 4.1 and 4.2
4.2 Baseline Community Assessment
The review of existing community conditions will
enable the consultant team to customize emission
reduction measures to Lodi's specific context. The
consultant team will develop climate -specific
estimates of baseline energy and water use in
residential and commercial buildings. This analysis
includes two (2) meetings with City staff and will
provide insight into which end uses provide greatest
opportunity for efficiency improvements and GHG
reductions. The consultant team will also examine the
solid waste characteristics and diversion rates of
various waste materials and identify opportunities for
enhanced organic waste diversion. The team will also
examine transportation -related metrics such as mode
share, existing pedestrian, bicycle, and transit
infrastructure, commute patterns, and land use
patterns and urban design features. We will analyze
community demographics to ensure the CAP measures
fit the community's needs. The baseline community
assessment will be incorporated within the Strengths,
Weaknesses, Opportunities and Constraints
document described above.
Team Responsibilities: AECOM and Studio 30 faculty
will provide a document and data framework for the
baseline community assessment and assist Studio 30
students to conduct this analysis.
Meetings and Work Products:
• Two (2) meetings with City staff to review existing
conditions
• Results summarized in Strengths, Weaknesses,
Opportunities, and Constraints document identified in
Task 4.1
4.3 Preliminary Emissions Reduction Measures
Based on the opportunities identified in the existing
policy and program review and baseline community
AECOM
assessment tasks described above, the consultant
team will develop a preliminary list of GHG reduction
measures appropriate for Lodi's unique context. A
range of potential measures will be presented for
each reduction strategy/sector (e.g., energy
efficiency/renewable generation, water efficiency,
wastewater treatment, solid waste diversion,
transportation/land use, carbon sequestration/green
infrastructure, agriculture). The list will draw from
AECOM's extensive list of GHG reduction measures, a
review of other community data sources, and
strategies advocated by organizations such as the
Governor's Office of Planning and Research (OPR),
California Air Pollution Control Officers Association
(CAPCOA), the Attorney General's office, ICLEI, and
best practices from other cities throughout the nation
and world. Nelson/Nygaard will evaluate and propose
context -specific transportation -related measures
that aim to reduce vehicle -miles -traveled (VMT),
based on traffic analysis of trip ends, and VMT within
the jurisdiction of the City. To the maximum extent
feasible, the list will build on policies and guidance for
sustainable land use, transportation, and building
contained in the General Plan and other City and
regional policy documents. Preliminary measures will
include requirements for municipal emissions, and
voluntary, incentive -based approaches to achieve
communitywide emission reductions. Measures could
relate to (but would not be limited to) the following
areas:
• Energy efficiency in existing residential and commer-
cial buildings through financing and other incentive -
based programs, ordinances, or expansion of existing
subsidized low-income weatherization programs
(Related to General Plan Policy C -P37).
• Enhancing energy performance of new construction
through energy efficiency or green building ordinances,
or (Related to General Plan Policy C -P38).
• Renewable energy programs that facilitate access to
grants or power purchase agreements or setting up
alternative financing strategies (Related to General
Plan Policy C -P40).
• Travel Demand Management (TDM). This sector
encompasses a wide variety of potential incentive and
promotional programs to reduce solo -occupant vehicle
trips (aka "drive -alone trips") by encouraging shift to
more sustainable modes. Feasible programs could
AECOM City of Lodi Climate Action Plan 49
include: enhancement of existing telecommute pro-
grams, and consideration of parking cash -out policies
and/or demand -responsive parking charges.
• Enhancements to transit. This could include:
enhanced or new shuttles and/or increased fixed -route
transit service; improved regional transit connections
to/from the City; subsidized transit passes to more
employers and organizations in Lodi (Related to
General Plan Policies T -P25, 28, and 29).
• Enhancements to pedestrian and bicycle infrastruc-
ture. These strategies provide some emissions reduc-
tions themselves but are also key supportive strategy
to realize the emissions reductions potential of transit
enhancements (Related to General Plan Policies
T -P14,15,16,17, and 18).
• Land Use Form - Changes in density, mixed-use, and
localized design features (Related to General Plan
Policies LU -P6,18,25,26, and 27).
• Employee Based Housing - Incentives to encourage
persons currently working in the city to live in the city
as well. These incentives can take the form of down
payment assistance, rental subsidies, and other
similar techniques.
• Encouraging water efficiency and water sensitive
design practices within new and existing development
(Related to General Plan Policies GM -P11, 12, 13, 14,
15).
• Expanded urban forest efforts in developed portions of
the city (Related to General Plan Policies C -P38 and
42).
• Encouraging reductions in agricultural nitrogen
fertilizer application rates and increasing in field
equipment fuel efficiency.
Transportation related measures could include:
• Transportation Demand Management (TDM) — This
sector encompasses a wide variety of potential
incentive and promotional programs to reduce solo -
occupant vehicle trips (aka "drive -alone trips") by
encouraging shift to more sustainable modes. Feasible
programs could include: launch of a community-based
carsharing pilot, enhancements of bicycle and pedes-
trian programs and infrastructure, guaranteed ride
home programs, enhancement of existing telecommute
programs, and consideration of parking cash -out
policies and/or demand -responsive parking charges.
Landscaping can be employed as part of water sensitive design
practices in new development
Transit Enhancements — This could include: service
enhancements (new GrapeLine service, express
service, transit priority upgrades to streets, etc.), the
provision of subsidized transit passes, the elimination
of potential last mile barriers that keep people from
using transit, and the conversion to hybrid or
Compressed -Natural Gas Vehicles. Nelson\Nygaard's
work on the Lodi Short Range Transit Plan (FY 2008/09
— FY 2017/18) gives our team an intimate knowledge of
existing transit service characteristics in Lodi, as well
as rider demographics, community priorities, and the
feasibility of potential service changes and/or expan-
sion programs.
Transportation System Management (TSM) — Nelson\
Nygaard will review any system management strate-
gies that may have already been implemented for
major auto arterials and suggest potential additional
measures such as signal timing and/or prioritization
and real-time traffic information. For this task, we will
emphasize cost-effectiveness and coordination with
county public works and Caltrans where there jurisdic-
tion adheres.
50
Preliminary measures will be presented in a workbook
format that allows the City to provide written
feedback and rate potential measures. The City will
be asked to evaluate these measures and determine
which ones could be technically and politically
feasible in Lodi. The consultant team will be available
to provide assistance during this process. This
evaluation will result in a list of selected measures
that will be used in the following emissions reduction
and economic analysis task. Team Responsibilities:
AECOM and Nelson/Nygaard will identify a wide
variety of potential emission reduction measures.
Nelson/Nygaard will develop transportation -related
measures and AECOM will identify on the non -
transportation -related measures. Studio 30 faculty
and students will break into sub -groups by strategy/
sector to research additional best practices, and
evaluate the "fit" of each proposed measure to Lodi.
Meetings and Work Products:
• Preliminary GHG reduction measures workbook
4.4 Emissions Reduction and Economic Analysis
Once a list of measures that would be technically and
political feasible is identified, the consultant team
will evaluate the associated GHG reduction potential
and costs and savings. Because one measure can take
multiple forms, the consultant team will work with
City staff and other agency personnel to develop
reasonable assumptions for each measure. Two
important variables are the participation rate and
performance level. Participation rate refers to the
portion of the community that is expected to
implement a measure (e.g., percent of residential
units that would implement energy efficiency
improvements). Performance level refers to the
degree to which a measure will reduce an emissions
generating activity (e.g., the level of energy efficiency
improvement in building retrofit). These assumptions
considerably influence a measure's GHG reduction
potential, cost/savings implications, and feasibility.
AECOM and Nelson/Nygaard, working with City staff,
will use the Climate Action Plan Toolkit described in
the project approach to develop appropriate
assumptions.
AECOM
4.4.A Emissions Reduction Analysis
The consultant team will use defensible bottom-up
quantification methodologies to estimate GHG
reductions of selected measures. Quantification will
be based on methodologies such as those described
in the California Pollution Control Officers
Association's (CAPCOA) Quantifying Greenhouse Gas
Mitigation Measures report, ARB, EPA, and other
agency publications, and methodologies AECOM and
Nelson/Nygaard have developed. All quantification
methodologies will be available for review by the City
and documented in the final work product. The
analysis will examine reductions of primary GHGs
including carbon dioxide, methane, and nitrous oxide.
The reduction potential of each measure will be
expressed in terms of metric tons of carbon dioxide
equivalent (MT CO2e) emissions.
AECOM team member Nelson\Nygaard will use its
proprietary Trip Reduction Impact Analysis (TRIA) tool
to evaluate the potential GHG emissions reductions
possible from investment in a select list (maximum of
5) of the most feasible multimodal programs and
projects appropriate for the Lodi context. The
strategies to be evaluated will be based on the
implementation details of the most feasible
strategies.
Team Responsibilities: AECOM and Nelson/Nygaard will
conduct the emissions reduction analysis using the
Climate Action Planning Toolkit and Trip Reduction
Impact Analysis (TRIA) tool. AECOM and Studio 30
faculty will review existing emission reduction
methodologies with Studio 30 students and work with
the students to identify new innovative reduction
methods that would ideally be used within the Lodi
CAP.
4.4.B Economic Analysis
The consultant team will evaluate the public (i.e., City)
costs of each selected measure. Public costs will
include first costs, personnel, and administrative
costs. The consultant team anticipates that City staff
will provide Lodi -specific program, personnel, and
administrative cost data to calibrate this analysis. The
consultant team will also evaluate private (i.e., to
businesses, residents) cost and savings for up to 10
AECOM City of Lodi Climate Action Plan 51
energy and water measures. The analysis will examine
first cost, avoided costs and simple payback.
Available rebates or financing mechanisms will be
presented and analyzed to reduce the private costs.
The team will also evaluate co -benefits of proposed
measures including potential energy savings, water
conservation, waste reduction, and public health.
Co -benefits and costs will be described quantitatively
where possible and qualitatively where not possible.
Team Responsibilities: AECOM will conduct the
economic analysis, and Studio 30 students will collect
and organize data for the analysis. Nelson/Nygaard
will develop cost estimates for transportation
programs and projects and assist with identification of
co -benefits (public health, safety, economic
development, etc).
Meetings and Work Products:
• Memorandum summarizing emissions reduction
potential, public and private cost/savings, and co -
benefits of selected measures.
4.5 Priority Emissions Reduction Measures
Using the emission reduction and economic analysis,
the consultant team will work with City staff to
conduct a final feasibility analysis, select a list of
priority CAP measures, and develop detailed
implementation steps.
4.5.A Feasibility Analysis
At this point in the measure development process, the
City will have reviewed the technical, political, and
financial feasibility and GHG reduction potential of
each potential measure with stakeholders and the
community at -large. This combined information will
allow the City to make informed decisions about which
measures to include within its CAP. The consultant
team will facilitate a meeting with City staff to review
the measures and select a list of priority measures
that will move forward in the CAP. The list of
prioritized measures will identify GHG reduction,
economic impact, and community co -benefits. The
List will also represent GHG reduction potential of the
measures as %-reductions relative to the City's
reduction target, and potential measure costs relative
to either the City's Capital Improvement Program or
departmental operating budgets (i.e., low/medium/
high cost ratings). This information forms the basis for
presentation to the Planning Commission/City Council
in a joint study session format prior to drafting the
administrative CAP (described in Task 3.4).
Team Responsibilities: AECOM will work with City staff
to conduct the feasibility analysis. Nelson/Nygaard
staff will be available via conference call to participate
in these meetings when necessary. As this task occurs
over UC Davis' summer break, Studio 30 involvement
will be limited to participating faculty and a student
intern.
4.5.A Define Action Steps and Performance Indicators
Action steps will guide future implementation of the
measures. The consultant team will work with City
staff to develop action steps for each priority
measure, including action step timelines, responsible
department(s), and potential funding sources. Input
from City departments is critical to this process, so
the consultant team will schedule a staff meeting to
facilitate this process. The consultant team will also
work with staff to develop performance indicators for
each measure, which can be used to track
implementation progress at intervals in the future.
Team Responsibilities: AECOM will work with City staff
to define action steps and performance indicators.
Nelson/Nygaard staff will provide assistance with
transportation -related measures. As this task occurs
over UC Davis' summer break, Studio 30 involvement
will be limited to participating faculty and a student
intern.
Meetings and Work Products:
• Memorandum describing priority measures with GHG
reduction, economic impact, and community co -
benefit metrics.
• Memorandum describing action steps and perfor-
mance indicators.
52
TASK 5. CLIMATE ACTION PLAN DOCUMENT
Following the Planning Commission/City Council joint
study session (described in task 3.4), this task
consists of preparation of Administrative Draft, Public
Review Draft, and Final CAPs and an evaluation and
monitoring plan.
5.1 Prepare Administrative Draft Climate Action Plan
The consultant team will complete an Administrative
Draft CAP for City staff and public review. Prior to
preparing the draft, the consultant team will provide
the City with a detailed annotated outline of the
proposed contents as well as a proposed graphic
layout of the CAP for review and approval. The CAP
will make substantial use of graphics, including
charts, diagrams, and tables to convey key
information. The document will convey reduction
measures and adaptation strategies along with
associated costs, benefits, implementation
strategies, and forecasted reductions, incorporating
only a minimal amount of background information.
We propose that the CAP be organized as follows:
Chapter 1. Climate Change and the City of Lodi. The
first chapter of the CAP will outline the City's
rationale and motivation for addressing climate
change and developing and implementing the CAP. The
chapter will provide a brief overview of the science
behind climate change, describe the potential
impacts climate change may create in Lodi, and
outline state policies to reduce emissions.
Chapter2. Baseline Emissions Inventory and Forecast.
This chapter will present a summary of the municipal
and communitywide emissions inventories and
projections, and will describe the reductions
necessary to achieve the mandatory municipal
reduction target and voluntary communitywide
reduction target.
Chapter 3. Emissions Reduction Measures. This
chapter will describe the measures necessary to
reduce emissions in City government and the
community and achieve reduction targets. Each
measure will document GHG reduction potential,
include implementation actions and timelines,
AECOM
describe costs and financing mechanisms, and assign
responsibility to City agencies and departments.
Chapter 4. Benchmarks and Next Steps. This chapter
will identify benchmarks, monitoring procedures, and
other steps needed to achieve emission reduction
goals and implement adaptation strategies. This
chapter will present a recommended method for
monitoring emissions and verifying results of the CAP
through inventory updates at least every five years,
and through implementation actions and associated
performance metrics. This chapter will also address
how the CAP meets standards for a plan for the
reduction of GHG emissions pursuant to CEQA
Guidelines Section 15183.5, as well as how the CAP
enables future projects to take advantage of CEQA
streamlining benefits.
Team Responsibilities: AECOM will oversee the
production of the CAP. Studio 30 faculty and students
will develop content of Chapters 1 and 2, and will assist
with portions of Chapter 3 of the administrative draft
CAP. Nelson/Nygaard will provide input for the
transportation section of Chapter 3. AECOM will also
review and edit an internal draft before the document
provided to the City.
Meetings and Work Products:
• Annotated outline and graphic template for the Climate
Action Plan (electronic copy)
• Administrative Draft Climate Action Plan (electronic
copy)
5.2 Prepare Public Review Draft Climate Action Plan
Following receipt of a single set of consolidated City
comments, AECOM will revise the Administrative Draft
CAP to produce a Public Review Draft CAP. City staff
will develop an appropriate distribution list, and
circulate the Draft CAP to the public and applicable
agencies and interest groups. AECOM recommends a
30 -day formal public review period during which
comments on the Draft CAP will be accepted.
Team Responsibilities: AECOM will incorporate
consolidated comments from the City prior to release
of the Public Review Draft.
AECOM City of Lodi Climate Action Plan 53
Meetings and Work Products:
• Draft Climate Action Plan (electronic copy)
5.3 Prepare Final Climate Action Plan
At the conclusion of the public review period, AECOM
will provide a brief summary characterization of the
nature of public comments for staff consideration
prior to preparing the Final CAP.
For budget purposes, AECOM assumes that no new
information will be raised in the comments that
require substantive revisions to the CAP, and that
comments received require only minor adjustments to
or clarification of concepts contained within the
draft. If the volume or complexity of the comments
requires additional effort, an adjustment to the work
plan and budget may be needed.
Following public hearings, AECOM will prepare a Final
CAP that incorporates appropriate revisions to the
text of the Draft CAP in consideration of public
comments.
Cover for the City of Albany CAP Public Review Draft
Team Responsibilities: AECOM will incorporate public
comments prior to release of the Climate Action Plan.
Meetings and Work Products:
• Administrative and Public Review Draft CAP (electronic
copy)
• Final CAP (electronic document)
8
LANGTWINSwljr 00�
- ---M
CENTURY ODAK
WINERY
AECOM City of Lodi Climate Action Plan 55
Schedule
Projects must often be performed within very challenging schedules. The
consultant team strives to understand the client's objectives, and how the project
components fit together into the overall project schedule. Scheduling systems at
AECOM and Nelson\Nygaard are designed to allocate resources to meet all client
due dates, regardless of their timing or the number of deadlines within a given
period. The consultant team members have successfully completed numerous
complex projects with demanding schedules that required attentive project
management, coordination and communication.
The RFP does not specify a recommended schedule for completing the CAP. In our
experience, and to match the UC Davis academic calendar, a 9- to 12 -month
schedule would be optimal for this project, and we have proposed a schedule on
this basis. We are happy to discuss schedule efficiencies and to adjust this as
required, if an expedited schedule is desired by the City.
1A UARY FEBRUARY MARCH
Lodi Climate Action Plan Project Schedule
Task 1. Project management (Kickoff +staff meetings)
APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH
Kickoff meeting
Meetings with staff (in person)
Bi-weekly progress meetings (via phone)
Task 2. Baseline GHG Inventory/Projections
Review existing GHG inventory
Data collection for communitywide inventory
Develop communitywide inventory and projections
Task 3. Public Outreach
Community stakeholder meeting
Public meeting
Website and social media updates
PC/CC Study Session
-
Two public hearings (1 PC + 1 City Council)
Task 4. GHG Reduction Strategies and Goals
Review of existing policies and programs
Baseline community assessment
Preliminary GHG reduction strategies
Economic analysis
GHG reduction analysis
Feasibility analysis (meeting with City staff)
Prioritized strategies
Develop action steps (meeting with City staff)
Select final GHG reduction targets
Task 5. Climate Action Plan Document
Outline and page format
Administrative draft CAP
Public review draft CAPPublic
Review
Final CAP
30 Days
KEY UC Davis Winter Quarter 2012
City staff meetings (a) • Studio 30 Participation
Community Meetings (2) ■
Website Updates
PC/CC Study Sessions+ Hearings (4) .
Deliverables X
UC Davis Spring Quarter 2012 UC Davis Fall Quarter 2012
Studio 30 Participation Studio 30 Participation
- 4L— 1,
Wh op—
AECOM City of Lodi Climate Action Plan 59
=1
We have developed the following budget in accordance with our Scope of Work
presented in Section 04 and our understanding of the project. We have maximized
the funds available for this project by leveraging UC Davis Studio 30.
60
AECOM
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$110 $85 Hours Dollars Dollars Dollars
Dollars
$185
$145 $105
Task 1. Project management and baseline data review
Subtotal (Task 1)
16
24
0
13
0
53
$7,870
$0
$2,960
$10,830
Task 2. Develop Baseline GHG Inventory/Projections
Subtotal (Task 2)
2
9
61
8
0
80
$8,960
$3,000
$6,972
$18,932
Task 3. Conduct Public Outreach
Subtotal (Task 3)
28
30
0
6
42
106
$13,760
$2,000
$1,194
$16,954
Task 4. Develop GHG Reduction Strategies and Goals
Subtotal (Task 4) 36
51
32
81
38
238
$29,555
$7,000
$5,952
$42,507
Task 5. Prepare Climate Action Plan
Subtotal (Task 5) 22
40
0
70
132
$15,820
$6,000
$4,682
$26,502
Total Labor Hours 104
154
93
108
150
609
Total Labor Dollars $19,240
$22,330
$9,765
$11,880
1 $12,7501
$75,965
$18,000
$21,760
$115,725
DIRECT COSTS
1. Misc Expenses
2. Display Boards and meeting materials
3. Travel
$250
$1,000
$750
$240
$490
$1,000
$750
Total Direct Costs
$2,000
$0
$2401
$2,240
TOTAL BASELINE COST- FIXED PRICE FOR SCOPE OF WORK
1 $77,9651
$18,000
$22,0001
$117,965
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AECOM City of Lodi Climate Action Plan 63
References
Following are references from clients for recent work. We have included work
samples separately in our proposal package; they include the City of Citrus
Heights Climate Action Plan, City of West Hollywood Climate Action Plan, City of
Mountain View Climate Action Plan, and City of Union City Climate Action Plan.
City of West Hollywood General Plan Update, EIR, and Climate Action Plan (CA)
Bianca Siegl, Associate Planner
City of West Hollywood
(323) 848-6853
bsiegl@weho.org
Key Staff involved: Jeff Henderson, Project Manager; Culley Thomas, Climate
Change Analyst/Urban Planner
Implementation status: in implementation phase
Mountain View Climate Action Plan (CA)
Noah Downing, Associate Planner
City of Mountain View
(650) 903-6104
Noah. Downing@mountainview.gov
Key Staff involved: Jeff Henderson, Project Manager; Culley Thomas, Climate
Change Analyst/Urban Planner
Implementation status: in draft
Citrus Heights General Plan Update + Climate Action Plan (CA)
Colleen McDuffee, Planning Manager
City of Citrus Heights
(916) 727-4740
cmcduffee@citrus heights. net
Key Staff involved: Jeff Henderson, Project Manager, Culley Thomas, Climate
Change Analyst/Urban Planner
Implementation status: in implementation phase
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AECOM City of Lodi Climate Action Plan 65
Contract Exceptions
The City's Standard Agreement for Professional Services has been reviewed by
the appropriate personnel. The following exceptions or changes (shown in tracked
changes) are requested prior to the execution of a contract.
Section 4.3 Indemnification and Responsibility for Damage
CONTRACTOR to the fullest extent permitted by law, shall indemnify and hold
harmless CITY, its elected and appointed officials, directors, officers, employees
and volunteers from and against any claims, damages, losses, and expenses
(including reasonable attorney's fees), arising out of performance of the services
to be performed under this Agreement, provided that any such claim, damage,
loss, or expense is caused by the negligent acts, errors or omissions of
CONTRACTOR, any subcontractor employed directly by CONTRACTOR, anyone
directly or indirectly employed by any of them, or anyone for whose acts they may
be liable, except those injuries or damages to the extent arising out of the active
negligence of the City of Lodi or its officers or agents.
Section 4.4 No Personal Liability
Neither the City Council, nor any other officer or authorized assistant or agent or
£fir employee of the City or CONTRACTOR shall be personally responsible for any
liability arising under this Agreement.
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AECOM Design + Planning R6sum6
Jeff Goldman, AICP
Project Director
Education
M.U.P., Urban Planning, University of Washington
B.S., Environmental Planning and Management, UC Davis
Professional Registrations
American Institute of Certified Planners (AICP)
Affiliations
Member, American Planning Association
Member, Urban Land Institute
Presentations
UC Davis Extension: Climate Change, CEQA, and Planning (2008 — 2010)
Climate Change as a Local Government Driver (May 2008)
Association of Environmental Professionals (California) 2009 Conference:
Public Outreach Tools for Community Planning
Mr. Goldman has over 30 years of experience in community
planning, with an emphasis on land use, housing,
socioeconomic issues, community development, and
economic development policy issues. Mr. Goldman has
directed work on city and county general plans, specific
plans and corridor plans, development codes (including
form -based codes), land use, population, and housing
studies, and CEQA documents related to these plans. Since
joining AECOM, Mr. Goldman's work has increasingly
focused on strategic planning and implementing measures
for sustainability, climate change, and climate adaptation.
Examples include general plans with climate change
elements or sections, safety elements that address hazards
related to climate change and adaptation strategies, climate
action plans, and corridor plans and development codes that
contain measures contributing to GHG reduction
(particularly for the transportation and building sectors).
Since 2006, Mr. Goldman has directed work on climate
action plans for 10 cities and counties and climate change
sections for five general plan updates.
Many of the community planning assignments have involved
outreach to special needs and cultural and language
minority groups. Community outreach has included working
with community organizations, business and civic groups,
and service providers to address the specific concerns of
cultural and ethnic communities of interest and to translate
written materials and presentations into other languages.
Project Experience
City of Roseville, Community -Wide Sustainable Action Plan,
Placer County, California. Project director for preparation of
the sustainability action plan (SAP), which will include a
communitywide inventory of baseline emissions, development
of proposed programs and policies to reduce emissions from
all sources and sectors, and a mechanism to quantitatively
Jeffrey Goldman, AICP
track emissions reductions from implementation of the SAP.
As part of the work effort, AECOM is assisting in the
implementation of a communitywide sustainability public
outreach campaign that utilizes tailored community-based
social marketing (CBSM) mechanisms, traditional public
outreach strategies, and established bodies of community
participation. AECOM assisted the City in facilitating a 36 -
member action committee to increase awareness of the
community's sustainability efforts and responsibilities and to
assist in the preparation of the SAP.
City of Mountain View, Climate Action Plan Development,
Santa Clara County, California. Project director for
preparation of a CAP plan for the City of Mountain View. The
plan prioritizes GHG reduction measures, identifying
economic costs/benefits for each measure and identifying
how each proposed measure contributes toward meeting
GHG reduction targets established by the City. The plan
includes public outreach and coordination with City advisory
committees, and will be incorporated within a general plan
update.
City of Burbank, Air Quality Element, Climate Action Plan,
and General Plan Update EIR, Los Angeles County,
California. Project director for preparation of an air quality
element, climate action plan, and general plan update EIR
for the City of Burbank. As part of this work, we completed a
baseline GHG emissions inventory for base year 2008,
emissions projections for 2020 and 2035, a general plan air
quality element focused on reducing both criteria pollutants
and GHGs, a general plan noise element, and a program EIR
for the land use, circulation, air quality, noise, and open
space elements. We are also preparing a standalone climate
action plan to accompany the updated general plan.
Solano County, Climate Action Plan and Sea Level Rise
Strategic Program, Solano County, California. Project
director for preparation of a Climate Action Plan for the
unincorporated portions of Solano County. The Solano
County CAP measures and policies addressed emission
reductions in the following sectors: transportation, land use,
buildings and energy, water, waste, agriculture, and green
infrastructure (i.e., forests, grasslands, wetlands, open
space). Coordinated public outreach, supervised preparation
of technical analysis, and presented the plan to the County
Planning Commission and Board of Supervisors.
Resume
City of Citrus Heights, General Plan Update, Climate Action
Plan and EIR, Sacramento County, California. Project
director assisting Citrus Heights with an update of its 2000
general plan with a focus on climate change/sustainability
issues resulting from AB 32 and SB 375; circulation and
mobility issues; water quality and low impact development
issues; and flood control legislation. The AECOM team is
developing sustainability strategies that include GHG
reduction targets and measures to be incorporated in the
general plan. A CAP and EIR will accompany the general plan
update.
Yuba County, General Plan Update and EIR, California.
Principal -in -Charge of AECOM's work on a comprehensive
update for the County's General Plan, including the
programmatic EIR required by CEQA for implementation. The
project included an extensive and engaging public outreach
process and coordination with an advisory committee. The
general plan update developed policy to encourage job
development in the County and promote retail and
commercial service development that offers convenience for
residents. AECOM developed and analyzed a series of land
use and circulation alternatives according to economic
benefits, fiscal ramifications, agricultural impacts, vehicle
travel demand, air quality and climate change impacts.
Important issues in the general plan include the urban/
agricultural interface, public services and infrastructure
adequacy, climate change, compatibility with existing and
future plans, traffic, and issues related to Beale Air Force
Base (located in the center of the County).
City of Lodi, Housing Element/EIR, San Joaquin County,
California. Principal-in-Charge/project manager who led
preparation of the Housing Element and associated EIR for
the City of Lodi. Lodi is located in the San Joaquin Valley
between Stockton, 6 miles to the south, and Sacramento, 35
miles to the north. Lodi has experienced steady growth. The
Housing Element update focused on two key issues: 1) how
the City could accommodate the overall level of residential
development anticipated over the next five years, and 2) how
to encourage home builders to provide higher density
housing and wider range of housing types affordable to a
broader segment of the local population. The EIR focused on
the potential impacts of increased residential densities
targeted for specific areas of the City.
AECOM Design + Planning R6sum6
Jeffrey Henderson, AICP
Project Manager
Education
MS, Urban Planning, University of Washington, 1994
BA, Sociology, Whittier College, 1992
Affiliations
American Institute of Certified Planners
American Planning Association
Awards + Honors
2007. American Planning Association, Los Angeles Section. Comprehensive
Planning, Small Jurisdiction. Claremont General Plan.
2007. American Planning Association, Inland Empire Section. Hard Fought
Victory Award. Claremont General Plan.
2005. American Planning Association, California Chapter. Focused Issue
Planning. Irvine Wildlife Corridor Plan.
2005. American Planning Association, Orange County Section. Comprehensive
Planning, Small Jurisdiction. Aliso Viejo General Plan.
2004. American Planning Association, Central California Section.
Comprehensive Planning, Small Jurisdiction. Mojave Specific Plan.
Jeff Henderson, AICP is an urban planner and senior project
manager with experience managing climate change projects,
including CAPS and GHG reduction analyses related to
general plan updates. He has 15 years of experience in the
fields of land use and environmental planning and
geographic information systems (GIS) services. His technical
and management experience includes substantial roles in
more than 12 general plan update programs, more than 12
Climate Action Plans (CAPS), and large scale specific plans in
both northern and southern California. Many of these
projects have been recognized as award -winners by
professional organizations and regional governments. He
has extensive knowledge of how climate change policy
applies to local jurisdictions, experience evaluating GHG
emissions inventories and projections, and substantial
experience developing GHG reduction policies, measures,
and actions.
Project Experience
City of Citrus Heights, General Plan Update, Climate Action
Plan and EIR, Sacramento County, California. Project
manager leading AECOM staff in assisting Citrus Heights
with an update of its 2000 general plan with a focus on
climate change/sustainability issues resulting from AB 32
and SB 375; circulation and mobility issues; water quality
and low impact development issues; and flood control
legislation. The AECOM team is developing sustainability
strategies that include GHG reduction targets and measures
to be incorporated in the general plan. A CAP and EIR will
accompany the general plan update.
Jeffrey Henderson, AICP
City of Roseville, Community -Wide Sustainable Action Plan,
Placer County, California. Project manager leading
preparation of the sustainability action plan (SAP), which will
include a communitywide inventory of baseline emissions,
development of proposed programs and policies to reduce
emissions from all sources and sectors, and a mechanism to
quantitatively track emissions reductions from
implementation of the SAP. As part of the work effort, AECOM
is assisting in the implementation of a communitywide
sustainability public outreach campaign that utilizes tailored
community-based social marketing (CBSM) mechanisms,
traditional public outreach strategies, and established bodies
of community participation. AECOM assisted the City in
facilitating a 36 -member action committee to increase
awareness of the community's sustainability efforts and
responsibilities and to assist in the preparation of the SAP.
Yolo County, Climate Action Plan, Yolo County, California.
Project manager for the Climate Action Plan for Yolo County
The CAP defines GHG reduction and climate adaption
implementation provisions that are feasible, readily
executed, and tailored to the unique rural and agricultural
character of Yolo County and the land use direction of the
County's recently adopted general plan (e.g., smart,
compact development in specific plan areas). AECOM is
preparing a basic menu of applicable best management
practices for GHG reduction, in addition to an online tool
that enables developers, property owners, and residents to
use the implementation strategies and track results in a
"do-it-yourself" style without the need for consultant
support. AECOM is also developing a defensible CEQA
significance threshold, and managing public outreach to
support the project.
City of West Hollywood, General Plan Update EIR and
Climate Action Plan, Los Angeles County, California. Project
manager assisting the City of West Hollywood to complete
an EIR for its ongoing general plan update. The AECOM team
is developing sustainability strategies which include GHG
reduction targets and measures to be incorporated within
the general plan. A CAP will accompany the general plan
update. City-wide GHG reduction targets, goals and policies
will be included within the general plan update.
Resume
City of Mountain View, Climate Action Plan Development,
Santa Clara County, California. Project manager leading
AECOM staff in preparing a CAP plan for the City of Mountain
View. The plan prioritizes GHG reduction measures,
identifying economic costs/benefits for each measure and
identifying how each proposed measure contributes toward
meeting GHG reduction targets established by the City. The
plan includes public outreach and coordination with City
advisory committees, and will be incorporated within a
general plan update.
Solano County, Climate Action Plan and Sea Level Rise
Strategic Program, Solano County, California. Project
manager responsible for preparation of a Climate Action Plan
for the unincorporated portions of Solano County. The
Solano County CAP measures and policies addressed
emission reductions in the following sectors: transportation,
land use, buildings and energy, water, waste, agriculture,
and green infrastructure (i.e., forests, grasslands, wetlands,
open space). Coordinated public outreach, supervised
preparation of technical analysis, and presented the plan to
the County Planning Commission and Board of Supervisors.
Cities of Albany and Piedmont, Climate Action Plan
Development, Alameda County, California. Project manager
leading AECOM staff in preparing CAP plans for the Cities of
Albany and Piedmont. The plans prioritize GHG reduction
measures for each City, identifying economic costs/benefits
for each measure, and identifying how each proposed
measure contributes toward meeting GHG reduction targets
established for each City. Each plan includes public
outreach and coordination with City advisory committees,
and will be incorporated as part of general plan updates.
City of Burbank, Air Quality Element, Climate Action Plan,
and General Plan Update EIR, Los Angeles County,
California. Project manager overseeing the preparation of an
air quality element, climate action plan, and general plan
update EIR for the City of Burbank. As part of this work, we
completed a baseline GHG emissions inventory for base year
2008, emissions projections for 2020 and 2035, a general
plan air quality element focused on reducing both criteria
pollutants and GHGs, a general plan noise element, and a
program EIR for the land use, circulation, air quality, noise,
and open space elements. We are also preparing a
standalone climate action plan to accompany the updated
general plan.
AECOM Design + Planning R6sum6
CulleyThomas
Urban + Environmental Planner
Education
M.CP., Land Use Planning (subconcentration in Community Design), University
of California, Berkeley, 2005
M.Sc., Municipal Environmental Programs, University of California, Davis,
2003
B.A., Anthropology/Human Ecology, Colorado College, Colorado Springs, 1996
Affiliations
Member, American Planning Association
Presentations
Effectiveness of Municipal Climate Change Strategies, Paper selected forthe
Sustainable Communities Conference, Burlington, VT (2004)
Science and Data into Local Decision Making Processes, CalFed Science
Conference, Sacramento, CA (2004)
Cu[ley Thomas prepares general plan updates and specific
plans, as well as habitat conservation plans and municipal
sustainability policies. Mr. Thomas has more than seven
years of experience in the fields of land use planning,
environmental planning, municipal sustainability policy, and
community design. His experience includes general plan
updates, zoning code development, and the formation and
review of municipal environmental policies. He has worked
with municipal governments in California, Colorado, Arizona,
Massachusetts, and Vermont. He also has significant
experience in the area of community/urban design ranging in
scale from 20 -unit residential projects to large specific plan
areas. His breadth of experience and his diverse skills base
in the areas of comprehensive planning, GIS -based analysis,
research, and public participation techniques allow him to
be a value asset in a wide variety of urban and regional
planning process.
Project Experience
City of Citrus Heights, General Plan Update, Climate Action
Plan and EIR, Sacramento County, California. Climate
change analyst/urban planner assisting Citrus Heights with
an update of its 2000 general plan with a focus on climate
change/sustainability issues resulting from AB 32 and SB
375; circulation and mobility issues; water quality and low
impact development issues; and flood control legislation.
The AECOM team is developing sustainability strategies that
include GHG reduction targets and measures to be
incorporated in the general plan. A CAP and EIR will
accompany the general plan update.
Yolo County, Climate Action Plan, Yolo County, California.
Climate change analyst/urban planner for the Climate Action
Plan for Yolo County. The CAP defines GHG reduction and
climate adaption implementation provisions that are
feasible, readily executed, and tailored to the unique rural
Culley Thomas
and agricultural character of Yolo County and the land use
direction of the County's recently adopted general plan (e.g.,
smart, compact development in specific plan areas). AECOM
is preparing a basic menu of applicable best management
practices for GHG reduction, in addition to an online tool
that enables developers, property owners, and residents to
use the implementation strategies and track results in a
"do-it-yourself" style without the need for consultant
support. AECOM is also developing a defensible CEQA
significance threshold, and managing public outreach to
support the project.
City of Roseville, Community -Wide Sustainable Action Plan,
Placer County, California. Climate change analyst/urban
planner for preparation of the sustainability action plan
(SAP), which will include a communitywide inventory of
baseline emissions, development of proposed programs and
policies to reduce emissions from all sources and sectors, and
a mechanism to quantitatively track emissions reductions
from implementation of the SAP. As part of the work effort,
AECOM is assisting in the implementation of a
communitywide sustainability public outreach campaign that
utilizes tailored community-based social marketing (CBSM)
mechanisms, traditional public outreach strategies, and
established bodies of community participation. AECOM
assisted the City in facilitating a 36 -member action
committee to increase awareness of the community's
sustainability efforts and responsibilities and to assist in the
preparation of the SAP.
City of Mountain View, Climate Action Plan Development,
Santa Clara County, California. Climate change planning
specialist for the preparation of a climate action plan to
prioritize GHG reduction measures, including identification
of economic costs/benefits for each, and how each proposed
measure contributes toward meeting GHG reduction targets
established by the City of Mountain View. The plan also
includes public outreach and coordination with the City's
advisory committees, and will be incorporated within a
soon -to -be -initiated general plan update.
Cities of Albany, Piedmont, Menlo Park, Climate Action
Plans for Local Municipalities, Alameda and San Mateo
Counties, California. Urban and environmental planner
helping to prepare climate action plans for multiple
municipalities in California. The climate action plans will
address measures to reduce greenhouse gas emissions
generated by city -operated facilities (e.g., water treatment
plants, city -owned vehicle fleet), as well as from emissions
Resume
sources that are privately owned or operated, including
indirect sources (e.g., motor vehicle trips). The climate
action plans will include measures that incentivize green
building and energy-efficient retrofits, and encourage land
use planning policies that limit vehicle -miles travelled and
opportunities for renewable energy sources.
Cities of Albany and Piedmont, Climate Action Plan
Development, Alameda County, California. Climate change
planning specialist for the development of climate action
plans that prioritize greenhouse gas (GHG) reduction
measures for the Cities of Albany and Piedmont, identifying
economic costs/benefits for each, and identifying how each
proposed measure would contribute toward meeting GHG
reduction targets established for each City. Each plan also
includes public outreach and coordination with City advisory
committees, and will be incorporated within either ongoing
or soon -to -be -initiated general plan updates.
Solano County General Plan, EIR and Sea Level Rise
Strategic Program, Solano County, California. Environmental
planner developing a Sea Level Rise Strategic Program for
Solano County (County). In consultation with the Bay
Conservation and Development Commission, Mr. Thomas
created a program that would allow the County to identify
threatened areas and resources and create protection and
adaptation strategies. He also prepared climate change
section of the County's draft general plan. This document
contains nearly 100 policies and programs aimed at reducing
greenhouse gas emissions, including policies in the areas of
land use, circulation, green building, infrastructure, water
and energy efficiency, public transit, ecosystem protection,
and municipal operations.
Yuba County, Yuba County General Plan Update and EIR,
Yuba County, California. Climate change analyst and urban
planner for this comprehensive update to Yuba County's
general plan. Included in the work program is an extensive
and engaging public outreach process, coordination with a
General Plan Update Advisory Committee, and preparation of
a program EIR. Key issues for this general plan update
include infrastructure constraints, strategic policy to
encourage job development in the county, promotion of retail
and commercial service development that is convenient for
existing and future residents, planning for greenhouse gas
reduction, allowing for future incorporation of viable future
cities, and taking into account the needs of a diverse
population and geography.
AECOM Design +Planning 136sum6
George Lu
Air Quality Analyst
Education
B.S., Environmental Resources and Science, University of California, Davis,
2005
George Lu is an air quality analyst in AECOM's Air Quality and
Noise service group. He prepares air quality environmental
setting sections and impact assessments for a variety of
development projects. Mr. Lu's work experience includes
preparation of technical studies and related sections of
California Environmental Quality Act (CEQA) documents for
commercial, industrial, residential, mixed-use, recreational,
educational, and other development projects. He has
performed air quality analyses using the California Air
Resources Board -approved models EMFAC2007 and
URBEMIS2007, which are used to estimate operational,
construction, and vehicular emissions. In addition, he has
experience using the Bay Area Air Quality Management
District's simplified CALINE4 screening model for CO hot -
spots analyses. Mr. Lu has also helped develop and quantify
emissions and prepare analyses for health risk assessments
for residential, mixed-use, and industrial development
projects.
Project Experience
Cities of Albany and Piedmont, Climate Action Plan
Development, Alameda County, California. Air quality
analyst for climate action plans prepared by AECOM for the
Cities of Albany and Piedmont. The plans will prioritize
greenhouse gas (GHG) reduction measures for each city,
identifying economic costs/benefits for each, and identifying
how each proposed measure contributes toward meeting
GHG reduction targets established for each city. Each plan
also includes public outreach and coordination with City
advisory committees, and will be incorporated within either
ongoing or soon -to -be -initiated general plan updates.
Solano County General Plan Update and Climate Action Plan,
Solano County, California. Air Quality/Climate Change
Analyst. AECOM developed the general plan update program
and CAP addressing unincorporated Solano County. This
George Lu
project focuses on sustainable development from
environmental, economic and equity perspectives,
incorporating recommendations for city -centered
development and the protection of farmland, open space,
and natural resource areas. AECOM developed goals,
policies, and implementation strategies that will allow the
County to accommodate growth, while reducing GHG
emissions.
City of West Hollywood Climate Action Plan and General
Plan EIR, West Hollywood, California. Air Quality/Climate
Change Analyst. AECOM is preparing a standalone CAP
accompany the City's updated General Plan. As part of this
project, AECOM is completing a baseline GHG emissions
inventory for base year 2008, emissions projections for 2020
and 2035, a General Plan Noise Element, and a Program EIR
for the General Plan update.
Roseville Community -Wide Sustainable Action Plan,
Roseville, California. Air Quality/Climate Change Analyst.
AECOM is preparing a community -wide sustainability action
plan (SAP), which will include a communitywide inventory of
baseline emissions, programs and policies to reduce
emissions from all sources and sectors, and a mechanism to
quantitatively track emissions reductions from
implementation of the SAP. As part of the work effort, AECOM
is assisting in the implementation of a communitywide
sustainability public outreach campaign that utilizes tailored
Community -Based Social Marketing (CBSM) mechanisms,
traditional public outreach strategies, and established bodies
of community participation. AECOM assisted the City in
facilitating a 36 -member Sustainability Action Committee
(SAC) to increase awareness of the City and community's
sustainability efforts and responsibilities and to assist in the
preparation of the SAP. The SAP includes sustainability
measures that can be applied to both existing and future
development, and includes a cost-effectiveness evaluation of
proposed measures.
Climate Action Plan Development, Mountain View, California.
Air Quality/Climate Change Analyst. AECOM was selected by
the City to prepare a CAP to prioritize GHG reduction
measures, identifying economic costs/benefits for each, and
identifying how each proposed measure contributes toward
meeting GHG reduction targets established by the City. The
plan also includes public outreach and coordination with
City advisory committees, and will be incorporated within a
soon -to -be -initiated General Plan update.
Resume
City of Union City Climate Action Plan, Alameda County,
California. Air Quality/Climate Change Analyst. AECOM is
assisting the City of Union City with the development of a
Climate Action Plan and associated environmental clearance
document to help achieve its impressive goal of a 30%
greenhouse gas emission reduction below 2005 levels by the
year 2020. The scope of work includes analysis of the City's
existing GHG emissions inventory; analysis of emission
reduction benefits of projects that have been implemented
since 2005; GHG reduction and adaptation strategies; a cost
effective community engagement process; quantitative
analysis of proposed GHG reduction measures in terms of
emission reductions and cost effectiveness; and a robust
implementation plan.
City of Lee Summit, Missouri Sustainable Action Plan, Lee
Summit, Missouri. Climate Change Analyst. AECOM is
assisting the City of Lee Summit, Missouri with the
development of a Sustainable Action Plan. Mr. Lu will be
working with City staff to develop their first comprehensive
GHG inventory. The scope of work also includes developing a
list of action measures and policies that will guide the City's
future growth in a more sustainable fashion. Mr. Lu has and
will continue to participate in public education and outreach
events to receive feedback from the community and
councilmembers.
Volusia County, Florida Sustainable Action Plan, Volusia
County, Florida. Climate Change Analyst. AECOM is assisting
Volusia County, Florida with the development of a
Sustainable Action Plan for their municipal operations and
community -wide activities (i.e., unincorporated areas). Mr.
Lu has been working with County staff and other
stakeholders to develop a GHG inventory for both municipal
operations and the unincorporated County. Mr. Lu will be
participating in public outreach and action plan workshops
to engage the community in discussion about the plan. Mr.
Lu will also help develop and quantify the GHG reduction
potential of reduction measures and policies that will be
implemented as part of the plan.
Solano Transportation Agency Greenhouse Gas Inventories,
Solano County, California. Air Quality/Climate Change
Analyst. AECOM developed a greenhouse gas and criteria air
pollutant inventory for the cities of Fairfield, Dixon, Rio Vista,
Vacaville, and Suisun City. AECOM developed all five
inventories using consistent data sources and quantification
methodology to ensure that future climate action planning
will be comparable throughout Solano County.
AECOM Design + Planning R6sum6
Jessica C. Law, AICP
Urban and Environmental Planner/
Public Participation Specialist
Education
Certificate, Conflict Resolution, UC Davis Extension Program, In Progress
M.R.P., University of Massachusetts, Amherst, 2007
B.A., Ecological Biology, Connecticut College, New London, 2002
Professional Registrations
American Institute of Certified Planners
Affiliations
Member, American Planning Association
Young Leader, Urban Land Institute
Jessica C. Law, AICP, is an experienced professional with a
diverse background in urban and rural land use planning and
policy, community development, open space preservation,
and ecology. Ms. Law has been involved in all stages of the
land use planning process from data collection and
synthesis, to issues identification, alternatives analysis, and
policy development. Through her work on general plans she
has developed a strong understanding of the challenges
California communities face when developing long-term
plans for growth. Dedicated to community outreach, Ms. Law
has conducted multicultural outreach campaigns in South
Sacramento; facilitated focus groups on fair housing in
Stockton; co -managed general plan update advisory
committee meetings in San Benito County; and organized
and conducted several series of public outreach workshops
in San Joaquin, Merced, and Calaveras Counties for their
general plan updates.
Project Experience
Suisun City General Plan Update, CEQA Analysis &
Documentation, and Zoning Ordinance Update, Suisun City,
CA. Urban Planner/Public Outreach Specialist. AECOM is
updating the General Plan to comply with changes in
planning and environmental laws, identify infill development
opportunities, enhance pedestrian and bicycle connectivity,
and improve the City's economic base. Climate change and
the potential effects of sea level rise are also key topics.
AECOM is also preparing an EIR and updating the Zoning
Ordinance to make it more user friendly and include
illustrated design guidance. The zoning update will occur
concurrently with the General Plan update to implement the
overall guidance contained in the General Plan.
City of Sacramento, South Area Community Plan,
Sacramento County, California. Assistant planner who led a
series of community presentation for bilingual and minority
Jessica Law, AICP
groups, and developed a series of multilingual informational
brochures and fact sheets.
City of Sacramento, General Plan Advisory Committee,
Sacramento County, California. Assistant planner who
attended General Plan Advisory Committee meetings during
policy refinement.
Merced County, General Plan Update Workshops, Merced
County, California. Assistant planner who facilitated two
rounds of workshops on issues and opportunities and
alternatives.
San Joaquin County, General Plan Update Workshops, San
Joaquin County, California. Assistant planner who facilitated
two rounds of workshops on visioning and issues and
opportunities.
Calaveras County, General Plan Update Workshops,
Calaveras County, California. Assistant planner and deputy
project manager who facilitated one workshop on issues and
opportunities, and developed and conducted a workshop on
alternatives.
Calaveras County, Water Element, Calaveras County,
California. Deputy project manager who co -facilitated a
series of consensus -building workshops in partnership with
MWH and the Center for Collaborative Policy, and
contributed to the development of a consensus -based Water
Element.
San Benito County, General Plan Advisory Committee, San
Benito County, California. Assistant planner who led a series
of community presentation for bilingual and minority groups,
and developed a series of multilingual informational
brochures and fact sheets.
City of Sacramento, General Plan Update, Sacramento
County, California. Assistant planner and contributor to the
development of the general plan policy document, and
primary author of a revision to community plans including
development of the South Sacramento Community Plan.
Calaveras County, General Plan, Calaveras County,
California. Assistant planner and later deputy project
Manager who contributed writing and analysis to all major
project deliverables including the general plan background
report, issues and opportunities report, alternatives report,
Resume
and draft policy document; and conducted three rounds of
public workshops.
Calaveras County, Housing Element Update, Calaveras
County, California. Project manager and primary author who
completed all analysis and policy writing, conducted
stakeholder workshops, and worked with the California
Department of Housing and Community Development to
certify the element.
San Joaquin County, Housing Element, San Joaquin County,
California. Project manager and primary author who
completed all analysis and policy writing, conducted
stakeholder workshops, and worked with the California
Department of Housing and Community Development to
certify the element.
City of Union City, Housing Element Update, Alameda
County, California. Project manager and primary author who
completed all analysis and policy writing, conducted
stakeholder workshops, and worked with the California
Department of Housing and Community Development to
certify the element.
City of Visalia, Housing Element Update, Tulare County,
California. Project manager and primary author who
completed all analysis and policy writing, conducted
stakeholder workshops, and worked with the California
Department of Housing and Community Development to
certify the element.
San Benito County, General Plan Update, San Benito County,
California. Assistant project planner who contributed to the
background report and assisted in community workshops.
San Joaquin County and City of Stockton, Analysis of
Impediments to Fair Housing Choice, San Joaquin County,
California. Project manager and primary author who
completed all analysis and policy writing and conducted
stakeholder workshops and interviews.
Fresno Council of Governments, San Joaquin Valley
Blueprint Roadmap, Fresno County, California. Assistant
planner who contributed to the Blueprint summary report
and Blueprint Roadmap Implementation Plan.
JEFF LOUX, Ph.D.
idlouxAucdavis.edu; (530) 757-8577
Jeff Loux, Ph.D., is the Chair of Science, Agriculture, and Natural Resources and Director of
Land Use and Natural Resources at the UC Davis Extension, as well as adjunct faculty with
Environmental Design at UC Davis. Dr. Loux has twenty five years of experience in the
public, private, and academic sectors in land use and environmental planning, water resource
management, facilitation/mediation and administration. He is currently responsible for over
140 short courses, conferences, and training opportunities each year in public participation
and dispute resolution, urban planning, natural resource management and related fields,
serving over 4,000 people per year.
The program conveys certificates in Land Use and Environmental Planning, Green Building
and Sustainable Design, Geographic Information Systems, and various on line Sustainable
Studies and Energy certificates. The program provides professional education for attorneys,
planners, designers, administrators, scientists and resource managers. Dr. Loux also teaches
courses in Landscape Architecture and Environmental Science and Policy at UC Davis, and
conducts research in environmental planning and water policy. He has chaired major
conferences including watershed management, infill development and endangered species
protection, and has lectured in Europe, Thailand, Korea, and Australia.
Dr. Loux has published widely including papers, articles, books and chapters in the areas of
land use planning, sustainability, water resources policy and community involvement
including two books entitled: Water and Land Use (Solano Press Books 2004) and The
Open Space and land Conservation Handbook (Solano Press Books 2011). The water book
is one of the first to directly address the connections between water use and urban growth and
the interactions between land use planning and water resources planning and management.
As a facilitator and mediator, Dr. Loux worked on a diverse range of public policy issues. As
an associate with the Center for Collaborative Policy, he has spent ten years as the lead
mediator for the award-winning Sacramento Water Forum — a regional collaborative involving
40 stakeholders — negotiating water supply and river protection agreements. Dr. Loux has
also facilitated workshops for the Sacramento Area Flood Control Agency and for the
Sacramento Riverftont Committee, as well as run processes for the State Water Resources
Control Board and the California Bay Delta Authority. He is often asked to combine his
technical expertise in water resources with mediation skills in projects such as the Soquel
Water District Integrated Resources Plan and the Napa River Watershed Task Force.
Recently, Dr. Loux led the Technical Advisory Committee for the New River Strategic Plan, a
plan to address serious water quality issues on a river flowing from Mexico into the Salton
Sea in California.
Before joining the University, Dr. Loux served as a planning consultant, creating and
directing the Davis office of Moore, Iacofano, Goltsman (MIG). As a consultant, he managed
a wide variety of projects ranging from the Merced River Wild and Scenic River Plan for
Yosemite National Park to local general plans, downtown designs, and park and recreation
master plans. From 1992 — 1998, Dr. Loux served as the Community Development Director
of the City of Davis, managing a staff of 30 and directing all aspects of municipal planning,
redevelopment, housing, and natural resource management. He has previously taught at U.C.
Berkeley, U.C. Santa Cruz, and U.C.L.A.
Education
Doctorate from U.C. Berkeley in Environmental Planning, 1987
Master's Degree from U.C.L.A. in Physical Geography, 1980
Bachelor's Degree from U.C. Santa Barbara, 1978.
Julia Lave Johnston
2324 Marshall Way ❖ Sacramento, California 95818
916-454-3711 ❖ julialave(aosbc,global.net
PROFESSIONAL EXPERIENCE
UC DAVIS EXTENSION, Davis 4/2011 -Present
Co- Director Land Use and Natural Resources
• Manage UCDE Land Use and Natural Resources Unit which offers between 150 and 200 professional
education courses annually.
• Oversee professional certificates and focus areas in Land Use and Environmental Planning, Green
Building and Sustainable Design, Sustainability and the Built Environment, and Conflict Resolution.
• Develop marketing strategies and materials.
GOVERNOR'S OFFICE OF PLANNING & RESEARCH (OPR), Sacramento 2/2004-3/2011
Deputy Director for Planning Policy (2009-2011) & Senior Planner (2004-2009)
• Developed and implemented state land use, resource, and infrastructure planning policy.
• Integrated and implemented climate change and land use policy including adaptation issues.
• Provided technical assistance to federal; regional; state agencies and departments; and local
governments on planning and resource issues.
• Coordinated and facilitated inter- and intra -governmental teams focusing on state goals and objectives.
• Conducted outreach and education (marketing and publicity) activities for variety of groups including
organizing workshops and conference sessions, creating slide shows and giving presentations.
• Supervised staff and recruited and supervised student interns.
Accomplishments:
• Developed Strategic Growth Council (SGC) concept for inclusion in Governor's 2008 budget.
• Managed the development of SGC organizational framework and operations.
• Facilitated SGC staff in developing four grant programs.
• Developed SGC outreach and education program.
• Responsible for content and scheduling of all SGC Council and staff meetings and working groups
2008-2010.
• Outside reviewer of publications for Public Policy Institute of California (PPIC) and the Institute for
Local Government (ILG).
• Developed concept and wrote application for multi -agency project proposal that was awarded USEPA
Smart Growth Technical Award.
• Executive steering committee, Caltrans' Smart Mobility Framework.
• California Regional Blueprint Program management team; received 2009 FHWA Environmental
Excellence Award along with HCD and Caltrans for managing the program.
• Invited participant: Land Use Planning and Climate Change Practice, Promise, and Policy: A Trans -
Atlantic Workshop, Dubrovnik, Croatia. Sponsored by The Lincoln Institute of Land Policy; The
National Center for Smart Growth Research and Education, University of Maryland; and The
Habiforum Foundation, May 2009.
• Climate Change Scoping Plan; A Framework for Change, CARB (December 2008) Contributor.
• Beale Joint Land Use Study, OPR; (May 2008) Project Manager/Editor.
• California Advisory Handbook for Community and Military Compatibility Planning, OPR, (February
2006) Project Manger/Editor; received 2006 Sac Valley APA Section Award for excellence in planning.
• Facilitated development of the California Military Land Use Compatibility Analyst, an interactive, on-
line planning tool.
JULIA LAVE JOHNSTON Page Two
PROFESSIONAL EXPERIENCE (Continued)
SACRAMENTO VALLEY SECTION BOARD, CA CHAPTER, 2004 -Present
AMERICAN PLANNING ASSOCIATION (APA)
Section Director (2008 -Present), Programs Director/Awards Coordinator (2004-2008)
• Develop annual budget.
• Develop and coordinate implementation of programs to serve section membership.
• Manage part-time staff.
• Recruit non -elected board positions.
• Coordinate volunteer board of 10-15.
• Represent Section on the State APA Board.
Accomplishments:
• Founded and managed annual regional speakers series with design, planning, environment and
development professional organizations in region for cross discipline dialogue now in third year.
• Founded and managed Walking the Walk, Talking the Talk speakers series for four years.
• Initiated regional award program for outstanding community contribution called Regional Vision Award
and the Legacy Award and scholarship.
• Executive Committee for PLAN Sac Valley mentorship program.
• Oversaw creation of section's Young Planners Group that is now a statewide and national model.
• 2009 State APA award for excellence in section programing.
• 2009 State APA conference hosted by Sacramento Valley Section.
CALIFORNIA RESEARCH BUREAU, Sacramento 5/2000-2/2004
Senior Policy Analyst (2001-2004) & Policy Analyst (2000-2001)
• Planned, conducted, and collaborated on research studies and program evaluations requested by the
Legislature and the Governor's Office with a focus on local government finance and governance, land
use planning, and housing issues.
• Advised Legislators, their staffs and policy makers on issues related to policy development.
• Prepared formal and informal presentations based on research.
• Participated as expert on task forces and advisory committees.
Accomplishments:
• General Plan Guidelines, OPR (October 2003) Contributor Author.
• Environmental Goals and Policy Report (EGPR) 2003, OPR (November 2003) Contributor.
• Common Interest Developments: Housing at Risk? CRB (August 2002) Primary Author.
• Can You Save Money and Still Save Lives?: The Debate Over Fire Department Privatization, CRB
(June, 2001) Author.
LOCAL GOVERNMENT COMMISSION (LGC), Sacramento 8/1998-5/2000
Project Manager (August 1998 -May 2000) & Center for Livable Communities Project Assistant (August
1997 -December 1997)
• Managed and developed programs for local governments in the San Joaquin Valley and statewide
focusing on land use, economic development, livable communities/smart growth issues and
participation tools and technique
• Built collaborative relationships with local governments and community organizations to identify needs
and effective outreach methods.
• Outreach and education efforts included developing and conducting workshops, providing technical
assistance, developing guidebooks, writing newsletters, and organizing networking events.
• Participated in organization's policy development and fundraising.
• Developed and managed budgets for projects including grant reporting requirements.
Accomplishments:
• Managed and developed programs for San Joaquin Valley Air Pollution District grant focused on
improving air quality through land use planning and community design.
• Developed and conducted visual preference surveys.
• Received National Endowment for the Arts Grant to work with Latino elected officials on community
design for economic development and community identity.
• Received Great Valley Center LEGACI grant for Latino elected official capacity building workshops.
JULIA LAVE JOHNSTON Page Three
PROFESSIONAL EXPERIENCE (Continued)
THE GOVERNOR'S OFFICE OF INTERGOVERNMENTALAFFAIRS/EXECUTIVE
FELLOWSHIP PROGRAM, Sacramento 9/1996-7/1997
Special Assistant to Director & Executive Fellow
• One of 15 Fellows selected for graduate public policy and leadership development program sponsored
by the California Governor's Office and California State University, Sacramento.
• Undertook research in support of Governor's local government policy and programs focusing on
government organization, community and economic development, local finance, and land use.
Accomplishments:
• Organized the 1997 California Executive Academy for local decision makers.
• Produced quarterly newsletter for local governments.
DELIBERATIVE DEMOCRACY PROJECT, Eugene, Oregon 10/1994-9/1995
Project Manager/Research Associate
• Managed The Village Project, a program designed to involve residents in creating child and family
friendly communities.
• Provided technical and programmatic support for projects designed to increase public participation and
decision making at local and state levels.
Accomplishments:
• Coordinated a series of public workshops around the city of Eugene.
• Participated in designing numerous workshops and surveys to increase public input into local and state
decision making in Oregon and Colorado.
PPPM SOCIAL ENVIRONMENT WORKING GROUP, Eugene, Oregon 12/1993-9/1995
Facilitator
• Initiated a Planning and Public Policy Management Department committee to improve organizational
climate and encourage community.
• Represented PPPM on the Architecture and Allied Arts Advisory Committee to the Dean.
Accomplishments:
• Organized Career Day Forum to increase multicultural student awareness of planning as a profession.
• Organized practitioner speakers series.
• Founded Women in PPPM support group.
LOS ALTOS COMMUNITY FOUNDATION (LACF), Los Altos, California 4/1990- 6/1996
Consultant
• Program design and administration, proposal research and writing, production of informational
materials, and public outreach for a new community nonprofit.
Accomplishments:
• Public outreach and fundraising material to promote new nonprofit.
• Formation of leader training group to encourage residents involvement in the community.
THE POPULATION COUNCIL, New York, New York 4/1990-8/1993
Pubic Information Staff
• Coordinated and managed communication and publication projects in the New York office and with five
international offices.
• Responded to information requests from other organizations, the media and the public.
• Desktop published and managed the production of informational materials, press releases and
guidebooks.
Accomplishments:
• Availability of easy to understand, informational materials in multiple languages.
• Factual, easy to understand information about a contentious topic.
• Clear message about organizations mission and objectives.
JULIA LAVE JOHNSTON
EDUCATION
Page Four
University of Oregon, Masters in Community and Regional Planning (MCRP), 1996
Masters Project: Rebuilding Community, Revitalizing Democracy
New York University, classes toward a Nonprofit Fundraising Management Certificate, 1991-1993
University of Paris (Sorbonne), Certificat de Langue Frangaise, 1988
University of California, Berkeley, BA English Literature, Phi Beta Kappa, 1987
Northwestern University, Communication Studies, 1982-1983
PROFESSIONAL & COMMUNITY ACTIVITIES
• Board Member, Ubuntu Green, Sacramento Region
• Section Director, American Planning Association, Sacramento Valley Section
• Board Member, American Planning Association, California Chapter
• Advisory Committee Member, UC Davis Center for Regional Change
• Environmental Interest Group member, Sacramento Transportation and Air Quality Collaborative;
2005 SACOG Citizen of the Year Award with other SACTAC members
• Founder, Catalyst Award, University of Oregon
• Troop Leader, Girl Scout Troop #665
RECENT PRESENTATIONS & EVENTS
• Guest Instructor Sacramento State, California Land Use Policy, Thinking Regionally, Acting Locally;
October 2011
• California American Planning Association Annual Conference, Sessions on Grant Writing Strategies for
Local Government; Complete Streets, and Estimating VMT Reductions, Santa Barbara; September 2011
• Regional Council of Rural Counties Annual Conference, Climate Change and the Impact on Local
Government; Sacramento; April 2010
• New Partners for Smart Growth Conference, State Climate Change Policy/Strategic Growth Council,
Seattle, WA; February 2010
• League of Women Voters Bay Area, Sustainable Communities, Oakland; January 2010
• League of California Cities Housing, Community & Economic Development Policy Committee,
Strategic Growth Council Grants, Sacramento; January 2010
• California Urban Forests Council Conference, Strategic Growth Council and Climate Change Policy,
Ventura; October 2009
• California American Planning Association Annual Conference, Sessions on Adaptation; Funding
Sustainability & Form -Based Codes, Tahoe; September 2009
• Executive Workshop on State Transportation and Climate Change: A workshop to Foster GHG
Reductions by Slowing VMT Growth and Increasing Energy Efficiency, sponsored by AASHTO, CLAP,
Rockefeller Foundation, Woods Hole, MA; September 2009
• Oregon State APA Annual Conference, Climate Change Policy Workshop, Portland; June 2009
• Sierra Nevada Alliance Conference, State Climate Change Policy, Sacramento; June 2009
• California Department of Pubic Health Teleconference, Statewide Public Health and SB 375; June 2009
• Land Use Planning and Climate Change Practice, Promise, and Policy: A Trans -Atlantic Workshop,
Sponsored by The Lincoln Institute of Land Policy; The National Center for Smart Growth Research
and Education, University of Maryland; The Habiforum Foundation, Dubrovnik, Croatia; May 2009
• Statewide SB 375 Workshop Series, Implementing SB 375: What Local Governments Need to Know
About Climate Change Legislation. Sponsors Local Government Commission, OPR & Senator
Steinberg's Office, San Diego, Oakland and Los Angeles; March -June 2009
• LGC Ahwahnee Conference, State Climate Change Issues, Yosemite; March 2009
• California Environmental Dialogue, State Climate Change Policy; April & August 2008
• Center for Civic Partnership, How Planning Standards Can Be Tools for Improving Community Health,
Oakland; April 2008
• UCLA Land Use Law & Planning Conference, When Policy Meets Populism: General Plans Under
Siege, Los Angeles; January 2008
Jeremy Nelson
Principal
EDUCATION
NELSON
NYGAARD
Jeremy Nelson has ten years experience as a multimodal transportation and
land use researcher, planner, and policy analyst in the public, private, and
non-profit sectors. He also has extensive knowledge of interactions of land
use and development patterns, transportation systems, and public health
outcomes. Jeremy has advanced expertise in research, communication, and
group facilitation. He is one of Nelson\Nygaard's leaders in developing
regional transportation plans to support land use and economic
development goals, creating clear and persuasive plan documents, and
facilitating community and stakeholder outreach.
Executive Certificate in Sustainable Leadership, Presidio Graduate School of Management
M.A. in Urban Planning, University of California, Los Angeles
Bachelor of Arts, History, Reed College
EXPERIENCE
Nelson\Nygaard Consulting Associates Inc.
Principal, 2oio—Present; Senior Associate, 2oo6-201o; Associate Project Manager, 2005-2oo6
Transportation and Mobility Plans for the cities of Ventura (CA), Glendale (CA), and others
■ For the City of Ventura's Downtown Mobility Plan, Mr. Nelson developed a comprehensive package of
parking policy reforms and transportation demand management strategies to help downtown Ventura
revitalize their community goals and improve transportation choices. As part of this study, Mr. Nelson
analyzed current transportation conditions and needs by auditing existing policies and plans, collecting new
parking occupancy data, and facilitating stakeholder interviews and public outreach. Mr. Nelson also
conducted a national peer review of comparable jurisdictions to identify best practices relevant to local
conditions.
Parking Needs Assessment and Parking Management Plans for new mixed-use developments
■ Mr. Nelson has analyzed parking demand for a number of new mixed-use development projects.
Recommendations have included parking operation strategies (such as shared parking and valet parking)
and demand reduction strategies that satisfy both market demand and community goals. Working with
developers, public agency staff, and community residents, Mr. Nelson has helped to facilitate consensus on
how to minimize and mitigate the traffic and parking impacts of new development proposals.
Integrated Transportation and Land Use Planning
■ Mr. Nelson has significant experience analyzing the interactions between transportation systems, land use
patterns, and public health and economic development outcomes. For the Planning for Active
Transportation and Health (PATH) project in Humboldt County (CA), Mr. Nelson worked to develop a new
planning process and cost-effective analytical tools to help regional planners and decision makers
implement policy reforms and multimodal infrastructure investments to improve transportation equity and
support community goals for land use, public health, and economic development.
Transportation Economics, Funding Alternatives, and Revenue Strategies
■ Through his academic training, contract research, and direct project experience, Mr. Nelson has developed
a sophisticated understanding of transportation economics, funding alternatives, and revenue strategies.
For the City of Ventura, Mr. Nelson developed parking management recommendations to both better
manage scarce downtown parking and optimize parking revenue to fund downtown improvements. In
Humboldt County, Mr. Nelson developed a comprehensive list of implementable revenue sources to fund
new multimodal transportation improvements in rural regions with limited resources. Mr. Nelson was also
the co-author of a recent paper analyzing revenue options for San Francisco's transit system.
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NELSON
NYGAARD
Jeremy Nelson
Principal
Community Outreach and Public Process Facilitation
Mr. Nelson is one of Nelson\Nygaard's outreach and facilitation specialists. In Mr. Nelson's previous work
in the public- private-, and non-profit sectors, he developed the ability to understand issues from the
diverse perspectives of multiple stakeholders and identify common ground as a basis for building
consensus. At Nelson\Nygaard, Mr. Nelson has played a significant role on several high-profile, multi -
stakeholder community involvement processes in a variety of contexts. For the PATH project in rural
Humboldt County, Mr. Nelson facilitated small group discussions, in which officials, agency planners,
service providers, and community advocates— many of whom had never previously sat down at the same
table together-- developed a common vision for transportation reform. For the San Francisco Better Streets
Plan, Mr. Nelson is leading the implementation of a public participation module that will reach every
neighborhood in the city, with 25 events tailored to unique needs of diverse urban populations.
PREVIOUS EXPERIENCE
Transportation for a Livable City
Policy Director, 2003-2005
Working in a start-up policy entrepreneur environment, Mr. Nelson's responsibilities included reviewing
development proposals and long-term plans/policies; creating organizational position based on best
practices policy research; lobbying developers, planners, and decision makers; advocating legislative
reforms to address connections between land use and transportation; and outreaching to and organizing
affected stakeholders and community groups. Mr. Nelson's organizational capacity -building
responsibilities include member and media outreach, recruiting and managing interns, and website
management.
Transportation and Land Use Coalition
Innovative Programs Coordinator, 2002-2003
Mr. Nelson was responsible for completion of the Instant Advocate Toolkit, an interactive CD-ROM and
website designed to provide low-income communities with resources needed to effect positive
neighborhood change. The Toolkit included 40 summaries of innovative land use and transportation
policies and programs, highlighting lessons learned in other communities, and providing a step-by-step
implementation strategy. Mr. Nelson also recruited and managed the work of 20 volunteer research interns
and collaborated with colleagues in developing the functionality and design of the final CD-ROM and
website.
Group 4 Architecture, Research + Planning
Assistant Planner, 2000-2002
■ As an Assistant Planner, Mr. Nelson assumed increasingly responsible duties within a dynamic planning
and design firm, conducting land use, transportation, and demographics research, authored substantial
planning documents, managed client interactions, developed outreach techniques tailored to the unique
needs of specific populations and user groups, and facilitated community workshops. Mr. Nelson also
gained significant experience in facility and site evaluation methods, project budget analysis, and public
participation techniques.
City of Portland, Office of Planning & Development Review
Land Use Research Analyst, 1998-2000
Mr. Nelson was responsible for researching land use history, existing infrastructure, zoning and
environmental information for pending development proposals and area plans and incorporating this
information into detailed case reports for work group of 40+ planners. In this position, Mr. Nelson gained
a sophisticated understanding of the conceptual framework and practical tools of transportation and land
use planning through close interaction with policy analysts and development review planners.
Page 2
Colin Burgett, AICP
Principal
EDUCATION
NELSON
NYGAARD
Colin Burgett, AICP, has over 14 years of professional experience in
multimodal transportation engineering and integrated transportation/land
use planning. He has specialized experience in integrated land use, transit,
and multimodal transportation planning, including station planning, street
design, and traffic operations. Colin manages projects that place a strong
emphasis on facilitating the interactions between transportation systems,
land use patterns, and urban design components.
M.S. City and Regional Planning, Cal Poly, San Luis Obispo, California, 1998
B.S., Political Science, University of Oregon, 1993
EXPERIENCE
Nelson\Nygaard Consulting Associates Inc.
Principal, 2oo9—Present
Integrated Transportation and Land -Use Planning
■ Mr. Burgett manages projects that place a strong emphasis on facilitating the interactions between
transportation systems, land use patterns, and urban design components. For the Baylands Specific Plan in
Brisbane (CA), Colin worked with a multi -disciplinary planning team to develop a land use/transportation
plan that specified a mix of land uses at appropriate densities, with a street and urban design plan to
facilitate internal circulation for pedestrians and transit service to include heavy rail, light rail and bus
service.
Long -Range Transportation Plans and General Plan Updates
■ Through direct project experience, Mr. Burgett developed a sophisticated understanding of traffic
operations analysis tools and travel demand forecasting methods. Colin managed the preparation of
transportation impact studies for citywide plans, large area plans, residential projects, campus master
plans, hospital retrofit projects, and mixed-use development projects.
Transit -Oriented Development and Station Area Plans
■ Mr. Burgett collaborated with multi -disciplinary engineering, planning and urban design teams to prepare
transit -oriented development (TOD) plans for various rail stations and transit corridors. Colin managed the
Oakland Airport/Coliseum BART Station Area planning effort for the city of Oakland (CA), led development
of a TOD-focused land use/transportation plan adjacent to the Bayshore Intermodal Station in San
Francisco/Brisbane (CA), and developed street design and pedestrian improvement options for a proposed
bus rapid transit (BRT) corridor in San Leandro (CA).
Bicycle and Pedestrian Planning
■ Mr. Burgett places a strong emphasis on the incorporation of bicycle and pedestrian components within
each planning effort. In addition, Colin authored bicycle master plans for the cities of Oakland (CA) and
San Leandro (CA), and developed a pedestrian safety strategy for the city of Stockton (CA).
Integrated Transportation and Land -Use Planning
■ Mr. Burgett manages projects that place a strong emphasis on facilitating the interactions between
transportation systems, land use patterns, and urban design components. For the Baylands Specific Plan in
Brisbane (CA), Colin worked with a multi -disciplinary planning team to develop a land use/transportation
plan that specified a mix of land uses at appropriate densities, with a street and urban design plan to
facilitate internal circulation for pedestrians and transit service to include heavy rail, light rail and bus
service.
Campus Planning and Site Design
■ Mr. Burgett developed campus transportation plans and designed transportation amenities for colleges,
hospitals and large companies. Key clients have included City College of San Francisco, California Pacific
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NELSON
NYGAARD
Colin Burgett
Principal
Medical Center (San Francisco, CA), Genentech (South San Francisco, CA), and Foothill College (Los Altos
Hills, CA).
Parking Needs Assessment and Parking Facility Design
■ Mr. Burgett evaluated the adequacy of parking supply, and parking management policies for public
agencies and private developers. Colin has designed parking facilities for various clients.
Traffic Calming and Neighborhood Traffic Management
■ Mr. Burgett prepared traffic calming guidelines for cities such as Napa (CA), managed development of a
Neighborhood Traffic Management program in Stockton (CA), and developed site-specific traffic calming
components for various community planning efforts.
Transportation Demand Management (TDM) Strategies
■ Mr. Burgett developed TDM strategies for cities, colleges, developers, and institutional clients.
PREVIOUS EXPERIENCE
Fehr & Peers, San Francisco, CA
Senior Transportation Engineer/Planner, 2001-2009
City of Oakland, CA, Community & Economic Development Agency
Strategic Planner, 1998-2001
City of Eugene, OR, Planning Department
Land Use Planner, 1995-1996
City of Tigard, OR, Planning Division
Land Use Planner, 1994
PUBLICATIONS AND PRESENTATIONS
■ Author: Hoover Area Community Mobility Plan (Transportation Element). Redwood City, CA, 2oo8.
■ Presenter: Brisbane Baylands Plan Alternatives. City of Brisbane, CA, 2oo8.
■ Co-author and presenter: Transit -Oriented Development and the Suburban Shopping Mall, presented at
the 45th annual International Making Cities Livable Conference in Portland, OR, 2007.
■ Co-author and presenter: Petaluma General Plan (Mobility Element). City of Petaluma, CA, 2005.
■ Co-author: Bicycle and Pedestrian Master Plan. City of San Leandro, CA, 2004.
■ Author: Street Design Guidelines and Pedestrian Safety Strategy. City of Stockton, CA, 2003.
■ Author and presenter: Bicycle Master Plan. City of Oakland, CA, 1999•
PROFESSIONAL MEMBERSHIPS AND AFFILIATIONS
■ Professional Certification: American Institute of Certified Planners
■ Member: American Planning Association
■ Member: Urban Land Institute
Page 2
Paul Jewel
Principal
EDUCATION
NELSON
NYGAARD
Paul Jewel is a Public Transit Project Manager and Lead Planner with 17
years of experience. From 2005 through 2010 he was the head of the
firm's Public Transit Planning Practice. He specializes in fixed -route planning,
operations, transit center evaluations, and passenger amenity evaluations.
Paul has served as project manager or deputy project manager on
numerous transit service planning/development projects for mid -to -large
systems.
Master of Public Administration with Emphasis on Urban Policy and Transportation,
San Francisco State University
Bachelor of Arts, History/Political Studies, Pitzer College
EXPERIENCE
Nelson\Nygaard Consulting Associates Inc.
Principal Planner and Chief Operating Officer, 1993—Present
Comprehensive Operational Assessments and Line by Line Studies
■ These studies, which usually include complete passenger ridechecks and surveys, tend to focus on transit
network service planning and the identification of near-term opportunities for increasing ridership and
improving productivity without necessarily increasing revenue hours and/or peak vehicle requirements.
Recent clients include SamTrans, Culver CityBus, VIA Metropolitan Transit (San Antonio, TX), Vallejo
Transit, Spokane Transit Authority, Livermore Amador Valley Transit Authority and Foothill Transit.
Bus Rapid Transit
■ Mr. Jewel has worked on nearly a dozen operational studies for single and multi -corridor Bus Rapid Transit
projects for clients like the Spokane Transit Authority, the Livermore Amador Valley Transit Authority,
Citifare (Reno) and AC Transit. Mr. Jewel's work included assessing operational impacts, determining
vehicle requirements and preparing cost estimates for operating scenarios and bus stop amenities.
Strategic & Long Range Transit Plans
■ LRTPs generally have a 20 -year timeframe and focus on issues related to fleet and facilities, long-term
travel patterns, changing market trends and the identification of appropriate transit technologies and High
Capacity Transit Corridors. Recent clients include the CaIACT (Keeping Communities Connected), Spokane
Transit Authority, the City of Fresno (Fresno Area Express) and SamTrans.
Short Range Transit Plans
■ SRTPs typically cover a variety of issues and tasks including the assessment of transit demand, customer
and general public outreach, marketing, service planning, financial and capital planning. Recent clients
include the City of Vallejo, The City of Fairfield, the Reno RTC, SamTrans, and the City of Flagstaff.
Transit Centers Studies
■ Mr. Jewel is often asked to address specific operating questions like: 1) what happens to the transit network
if the central transfer center is moved to a new location or 2) is it possible to improve the operational
efficiency of our existing facility? Clients include the Spokane Transit Authority and the Cities of Vallejo,
Santa Rosa and Visalia.
Passenger Amenity Assessments
■ These studies include assessments of passenger amenities and information systems at bus stops. Recent
clients include the Cities of Flagstaff, Norwalk, plus Capital Metro Transit (Austin) and SamTrans.
N
NELSON
NYGAARD
Paul Jewel
Principal
Stakeholder Interviews, Focus Groups and Facilitation Exercises
Worked with business leaders, politicians, multiple transit agencies, citizens groups, and the general public.
Recent examples of this work include the Los Angeles County -Wide Short Range Transit Plan and the
Fresno Long Range Transit Master Plan.
Ferry Experience
■ Water Emergency Transit Authority (WETA). WETA, a new agency formed in 20og, hired Mr.
Jewel in 2010 to undertake a series of on-call planning tasks for the Vallejo -San Francisco Ferry including:
1) assessment of market potential, 2) five year service planning, 3)assessment of funding opportunities and
4) public outreach. In 2011 Mr. Jewel expects to begin work on a Short Range Transit Plan for the WETA
System.
■ City of Vallejo and Vallejo Transit 2008 Crisis Management Plan. Mr. Jewel and two sub
consultants prepared an emergency administration/operations/funding plan to close a $2 million budget
deficit. The plan included targeted service cuts of low productivity trips, replacement of some ferry trips
with bus trips, reduction in staffing levels and access to emergency funding through a Regional
Transportation Program.
■ City of Vallejo and Vallejo Transit 2oo1 and 20o8 Short Range Transit Plans. These projects
were assessment of Ferry/Bus performance plus service plan recommendations.
■ City of Vallejo and Vallejo Transit 20oo Downtown Vallejo Transit Plan. Mr. Jewel, as a sub
consultant to Korve Engineering prepared bus and ferry plans to support redevelopment plans for
downtown Vallejo and the Historic District.
■ City of Vallejo and Vallejo Transit 2002 Mare Island Transportation Study. Mr. Jewel, as a sub
consultant to Korve Engineering, prepared an assessment of the impacts on Bus/Shuttle/Ferry operations
related to the redevelopment of Mare Island Naval base.
Privatization/Contract Experience
■ North Natomas Contract Operator Review and Bid Process (2010-2011). Mr. Jewel assisted the
North Natomas Transportation Demand Management Association with an assessment of its commuter
service operation and then helped the TMA prepare a RFP for services, conduct interviews with potential
bidders, review proposals and prepare a new operating contract.
Council of Fresno County Governments Fresno County Transit Consolidation Study 2011.
Mr. Jewel is currently the Lead Planner and Project Manager on this study which is evaluating
opportunities for merging three transit systems in a new transit district. Mr. Jewel's role includes assessing
staffing levels and exploring options for contracting the combined service to a private sector entity.
Performance audits of various transit and planning agencies. Most of the Mr. Jewel's audit
experience involves reviewing the contracts with third party operation/maintenance firms. He will review
the contracts and provide recommendations on performance measures, reporting requirements and cost
effectiveness.
Intermodal Connectivity Experience
Most of Mr. Jewel's transit planning studies involve making recommendations for improving intermodal
connectivity between bus and rail or bus and ferry systems. Recommendations include proposed improvements
for: 1) fare media, 2) timed/seamless transfers, 3) scheduling and 4) shared passenger amenities.
MEMBERSHIPS AND AFFILIATIONS
■ California Association for Coordinated Transportation (CalACT)
■ California Transit Association (CTA)
■ New York Public Transit Association (NYPTA)
■ San Francisco Urban Planning Association (SPUR)
Page 2
A=COM
2020 L Street, Suite 400
Sacramento, CA 95811
P 916.414.5800
F 916.414.5850
www.aecom.com
60
AECOM
EXHIBIT B
TASKS
Rate/Hour
L
C
AL
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L
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It
T
10
C
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$110 $85 Hours Dollars Dollars Dollars
Dollars
$185
$145 $105
Task 1. Project management and baseline data review
Subtotal (Task 1)
16
24
0
13
0
53
$7,870
$0
$2,960
$10,830
Task 2. Develop Baseline GHG Inventory/Projections
Subtotal (Task 2)
2
9
61
8
0
80
$8,960
$3,000
$6,972
$18,932
Task 3. Conduct Public Outreach
Subtotal (Task 3)
28
30
0
6
42
106
$13,760
$2,000
$1,194
$16,954
Task 4. Develop GHG Reduction Strategies and Goals
Subtotal (Task 4) 36
51
32
81
38
238
$29,555
$7,000
$5,952
$42,507
Task 5. Prepare Climate Action Plan
Subtotal (Task 5) 22
1 40
0
70
132
$15,820
$6,000
$4,682
$26,502
Total Labor Hours 104
154
93
108
150
609
Total Labor Dollars $19,240
$22,330
$9,765
$11,880
$12,750
$75,965
$18,000
$21,760
$115,725
DIRECT COSTS
1. Misc Expenses
2. Display Boards and meeting materials
3. Travel
$250
$1,000
$750
$240
$490
$1,000
$750
Total Direct Costs
1 $2,000
$0
$2401
$2,240
TOTAL BASELINE COST- FIXED PRICE FOR SCOPE OF WORK
1 $77,965
$18,000
$22,0001
$117,965
EXHIBIT C
Insurance Requirements for Contractor The Contractor shall take out and maintain during the life of this contract,
insurance coverage as listed below. These insurance policies shall protect the Contractor and any subcontractor
performing work covered by this contract from claims for damages for personal injury, including accidental death, as
well as from claims for property damages, which may arise from Contractor's operations under this contract, whether
such operations be by Contractor or by any subcontractor or by anyone directly or indirectly employed by either of
them, and the amount of such insurance shall be as follows:
COMPREHENSIVE GENERAL LIABILITY 2. COMPREHENSIVE AUTOMOBILE LIABILITY
$1,000,000 Ea. Occurrence $1,000,000 Bodily Injury - Ea. Person
$1,000,000 Bodily Injury - Ea. Occurrence
$2,000,000 Aggregate $1,000,000 Property Damage - Ea. Occurrence
NOTE: Contractor agrees and stipulates that any insurance coverage provided to the City of Lodi shall provide for a
claims period following termination of coverage which is at least consistent with the claims period or statutes of
limitations found in the California Tort Claims Act (California Government Code Section 810 et seq.).
NOTE: (1) The street address of the CITY OF LODI must be shown along with (a) and (b) above: 221 West Pine
Street, Lodi, California, 95241-1910; (2) The insurance certificate must state, on its face or as an endorsement, a
description of therp oject that it is insuring.
A copy of the certificate of insurance with the following endorsements shall be furnished to the City:
(a) Additional Named Insured Endorsement
Such insurance as is afforded by this policy shall also apply to the City of Lodi, its elected and appointed
Boards, Commissions, Officers, Agents, Employees, and Volunteers as additional named insureds.
(This endorsement shall be on a form furnished to the City and shall be included with Contractor's policies.)
(b) Primary Insurance Endorsement
Such insurance as is afforded by the endorsement for the Additional Insureds shall apply as primary insurance.
Any other insurance maintained by the City of Lodi or its officers and employees shall be excess only and not
contributing with the insurance afforded by this endorsement.
(c) Severability of Interest Clause
The term "insured" is used severally and not collectively, but the inclusion herein of more than one insured shall
not operate to increase the limit of the company's liability.
(d) Notice of Cancellation or Change in Coverage Endorsement
This policy may not be canceled nor the coverage reduced by the company without 30 days' prior written notice
of such cancellation or reduction in coverage to the Risk Manager, City of Lodi, 221 W. Pine St., Lodi, CA
95240.
Compensation Insurance The Contractor shall take out and maintain during the life of this contract, Worker's
Compensation Insurance for all of Contractor's employees employed at the site of the project and, if any work is
sublet, Contractor shall require the subcontractor similarly to provide Worker's Compensation Insurance for all of the
latter's employees unless such employees are covered by the protection afforded by the Contractor. In case any
class of employees engaged in hazardous work under this contract at the site of the project is not protected under the
Worker's Compensation Statute, the Contractor shall provide and shall cause each subcontractor to provide
insurance for the protection of said employees. This policy may not be canceled nor the coverage reduced by the
company without 30 days' prior written notice of such cancellation or reduction in coverage to the Risk Manager, City
of Lodi, 221 W. Pine St., Lodi, CA 95240. A Waiver of Subrogation against the City of Lodi is required.
NOTE: No contract agreement will be signed nor will any work begin on a project until the proper insurance certificate
is received by the City.
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RESOLUTION NO. 2012-09
A RESOLUTION OF THE LODI CITY COUNCIL
AWARDING CONTRACT FOR DEVELOPMENT OF THE
CLIMATE ACTION PLAN TO AECOM, INC., AND
APPROPRIATING FUNDS
WHEREAS, in answer to the Request for Proposals that was duly approved by
the City Council on October 19, 2011, proposals were received and opened on
November 30, 2011, at 4:00 p.m. for contract services for development of the Climate
Action Plan; and
WHEREAS, based on the review of the proposals, three firms were invited to
participate in the interview process. Based on the results of the interview process, staff
recommends that the contract for development of the Climate Action Plan be awarded to
AECOM, Inc., of Sacramento, in an amount not to exceed $120,000.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby
award the contract for professional services for the development of the Climate Action
Plan to AECOM, Inc., of Sacramento, in an amount not to exceed $120,000; and
BE IT FURTHER RESOLVED that the City Council does hereby authorize the
City Manager to execute the contract on behalf of the City of Lodi; and
BE IT FURTHER RESOLVED that funds in the amount of $120,000 be
appropriated from the 2010 Sustainable Communities Planning Grant for this project.
Dated: February 15, 2012
I hereby certify that Resolution No. 2012-09 was passed and adopted by the City
Council of the City of Lodi in a regular meeting held February 15, 2012, by the following
vote:
AYES: COUNCIL MEMBERS — Hansen, Johnson, Katzakian, Nakanishi,
and Mayor Mounce
NOES: COUNCIL MEMBERS — None
ABSENT: COUNCIL MEMBERS — None
ABSTAIN: COUNCIL MEMBERS — None
RAE JOHL
City Clerk
2012-09