SPECIAL MEETING STARTS AT 6:00 P.M. - City of Ione

SPECIAL MEETING 

STARTS AT 6:00 P.M. 

Mayor Lee Ard 

Vice Mayor Skip Schaufel 

Council Member Andrea Bonham 

Council Member David Plank 

Council Member Jim Ulm 

Thursday, April 2, 2009 at 6:00 p.m. 

EVALYNN BISHOP HALL 

HOWARD PARK 

600 CHURCH ST 

IONE, CA 95640 

PLEASE LIMIT PUBLIC COMMENT/TESTIMONY TO FIVE MINUTES 

Gov’t. Code §54954.3 

The Ione City Council welcomes, appreciates, and encourages participation in the City 

Council Meeting. The City Council reserves the right to reasonably limit the total time 

for public comment on any particular noticed agenda item as it may deem necessary. 

Full staff reports and associated documents are available for public review at the Office 

of the City Clerk, City Hall, 1 E. Main Street, Ione, CA. Hard copies may be obtained for 

10 cents per page. Documents that are not available when the agenda is posted will be 

made available for public review at the meeting. 

A. ROLL CALL: 

B. APPROVAL OF AGENDA: 

AGENDA 

C. PUBLIC COMMENT: EACH SPEAKER IS LIMITED TO 5 MINUTES 

NOTE: This is the time for members of the public who wish to be heard on matters that 

do not appear on the Agenda. Persons may address the City Council at this time on any 

subject within the jurisdiction of the Ione City Council. You may also request that a 

matter appearing on the Consent Calendar be pulled and discussed separately. Please 

be mindful of the 5 minute time limit per person. 

Pursuant to the Brown Act, the City Council may not take action or engage in a detailed 

discussion on an item that does not appear on the Agenda. However, matters that 

require Council action will be referred to staff for a report and/or recommendation for 

possible action at a future Council meeting. 

Is there any person in the audience who wishes to address the Council at this time?

D. APPROVAL OF CONSENT CALENDAR: 

Notice to the Public: All matters listed under this category are considered to be routine 

by the City Council and will be enacted by one motion. Unless a specific request is made 

by a Councilmember or the public, the Consent Calendar will not be read. However, if 

discussion is required, that item will be removed from the Consent Calendar and 

considered separately. 

1. Approve Resolution No. 1702 urging East Bay Municipal Utilities District to 

Increase Conservation Levels Instead of Expanding Pardee Reservoir 

Recommendation: Receive staff report and approve Resolution No. 1702 urging 

East Bay Municipal Utilities District increase conservation levels instead of 

expanding Pardee Reservoir. 

E. WORKSHOP: 

2. Presentation and discussion on the Ione Community Preservation Project that 

includes Main Street Program, Redevelopment Plan, Economic Study and Main 

Street Façade Program and Allocation of Funds 

Recommendations: 

a. Receive presentation from staff on Ione Community Preservation Project and 

that includes the Main Street Program, Redevelopment Plan Study, Economic 

Study, and Main Street Façade Grant Improvement; and 

b. Provide direction to staff regarding the possible allocation of funds and the 

next steps. 

F. FUTURE MEETINGS: 

• Regular City Council Meeting – April 7, 2009 at 6:00 p.m. 

• Regular City Council Meeting – April 21, 2009 at 6:00 p.m. 

G. ADJOURNMENT 

NOTICE REGARDING CHALLENGES TO DECISIONS 

Pursuant to all applicable laws and regulations, including without limitation, California Government 

Code Section 65009 and or California Public Resources Code Section 21177, if you wish to challenge 

in court any of the above decisions (regarding planning, zoning and/or environmental decisions), you 

may be limited to raising only those issues you or someone else raised at the public hearing(s) 

described in this notice/agenda, or in written correspondence delivered to the City at, or prior to, this 

public hearing. 

ADA COMPLIANCE STATEMENT 

In compliance with the American with Disabilities Act, if you need special assistance 

to participate in this meeting, please contact City Clerk Janice Traverso at (209) 

2

274-2412. Notification 24 hours prior to the meeting will enable the City to make 

reasonable arrangements to ensure accessibility to this meeting. 

I, Janice Traverso, the City Clerk of the City of Ione, declare under the penalty that 

the foregoing agenda for the April 2, 2009 regular meeting of the Ione City Council 

was posted on March 30, 2009 at the office of the City of Ione City Hall at 1 East 

Main Street, Ione, CA 95640 and was available for public review at that location. 

Signed this 30 th day of March, 2009 at Ione, California 

___________________________________ 

Janice Traverso, City Clerk, City of Ione 

3

INTENTIONALLY LEFT BLANK

Agenda Item # _1___ 

CITY OF IONE 

CITY COUNCIL 

STAFF REPORT 

DATE: MARCH 30, 2008 

FOR THE MEETING OF: APRIL 2, 2009 

TO: 

FROM: 

MAYOR ARD AND CITY COUNCIL 

KIMBERLY A. KERR, CITY MANAGER 

SUBJECT: APPROVE RESOLUTION NO. 1702 URGING EAST BAY 

MUNICIPAL UTILITIES DISTRICT TO INCREASE 

CONSERVATION LEVELS INSTEAD OF EXPANDING PARDEE 

RESERVOIR 

RECOMMENDED ACTION: 

That the City Council receive staff report and approve Resolution No. 1702 urging East 

Bay Municipal Utilities District increase conservation levels instead of expanding Pardee 

Reservoir. 

SOURCE OF FUNDING: 

Not Applicable 

DISCUSSION: 

The City received the attached letter from the City of Jackson requesting the City to urge 

East Bay Municipal Utilities District to increase conservation levels instead of expanding 

Pardee Reservoir by approving Resolution No. 1702. 

FINANCIAL IMPACT: There is no fiscal impact at this time. 

OTHER AGENCY INVOLVEMENT: Various 

ALTERNATIVES TO STAFF RECOMMENDATIONS: 

The City Council could elect not to take any action. 

TYPE OF ITEM: 

xx Consent 

Departmental 

Public Hearing 

Other Written Correspondence 

PREVIOUS ACTION/REFERRAL: 

Council Order No. 

Meeting of: 

City Council for the City of Ione 

Upon motion of Council Member 

Seconded by Council Member 

And carried ________ by those members present, 

The Council hereby adopts the recommended action contained in this 

report. 

Dated: 

Janice Traverso, City Clerk 

By:

ATTACHMENTS: 

Correspondence received 

2

Resolution No. 1710 

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF IONE 

URGING THE EAST BAY MUNICIPAL UTILITY DISTRICT TO INCREASE 

CONSERVATION LEVELS INSTEAD OF EXPANDING PARDEE RESERVOIR 

WHEREAS, the City of Ione recognizes the Mokelumne River as a valuable local and 

regional recreational and natural resource; and 

WHEREAS, many Ione residents visit and use the Mokelumne River for family picnics, 

boating, swimming, fishing, birding, photography, gold panning, and other activities each year; 

and 

WHEREAS, the Mokelumne River attracts many visitors to our area for recreation and 

historical tourism; and 

WHEREAS, many visitors to our county visit the historic Middle Bar Bridge and its 

surroundings; and 

WHEREAS, commercial whitewater rafting on the Mokelumne River, which would add 

to local recreation revenue and attraction, is feasible on a combined Electra-Middle Bar run but 

not on the Electra Run alone; and 

WHEREAS, visitors to the Mokelumne River spend money in businesses in the City of 

Ione, adding to local incomes and tax revenue; and 

WHEREAS, substantial sums of public and private money have been spent improving 

the recreational facilities on the Mokelumne River and restoring the historic Middle Bar Bridge; 

and 

WHEREAS, the City of Ione previously endorsed the opening of the Mokelumne River's 

Middle Bar reach to public access for river-based recreation because of the benefit to the city; 

and 

WHEREAS, East Bay Municipal Utility District’s plan to expand Pardee Reservoir 

would inundate the Middle Bar Bridge, Middle Bar Run, and part of the Electra Run, reducing 

the river’s value as a recreational, historical and natural resource; and 

WHEREAS, the loss of these priceless resources would directly impact the tourism 

based economy in Ione and the surrounding communities, taking away these convenient 

recreational opportunities for locals and visitors alike; and 

WHEREAS, the East Bay Municipal Utility District has other options for meeting its 

2040 water needs.

Resolution No. 2009-16 

A Resolution of the City Council of the City of Jackson 

Urging East Bay MUD to Increase Conservation Levels Instead of Expanding Pardee Reservoir 

Page 2 of 2 

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Ione 

urges the East Bay Municipal Utility District to adopt higher conservation levels in its 2040 

Water Management Plan instead of expanding Pardee Reservoir and destroying the Middle Bar 

reach of the Mokelumne River. 

The foregoing resolution was duly passed and adopted by the City Council of the City of 

Ione at their meeting on the 2nd day of April, 2009 by the following vote: 

AYES: 

NOES: 

ABSENT: 

ABSTAIN: 

__________________ 

Lee Ard, Mayor 

ATTEST: 

Janice Traverso, City Clerk

Agenda Item # _2__ 

CITY OF IONE 

CITY COUNCIL 

STAFF REPORT 

DATE: MARCH 25, 2009 

FOR THE MEETING OF: APRIL 2, 2009 

TO: 

FROM: 

SUBJECT: 

MAYOR ARD AND CITY COUNCIL 

KIMBERLY A. KERR, CITY MANAGER 

PRESENTATION AND DISCUSSION ON THE IONE COMMUNITY 

PRESERVATION PROJECT THAT INCLUDES MAIN STREET 

PROGRAM, REDEVELOPMENT PLAN, ECONOMIC STUDY AND 

MAIN STREET FAÇADE PROGRAM AND ALLOCATION OF 

FUNDS 

RECOMMENDED ACTION: 

That the City Council: 

Recommendations: 

a. Receive presentation from staff on Ione Community Preservation Project and that 

includes the Main Street Program, Redevelopment Plan Study, Economic Study, and 

Main Street Façade Grant Improvement; and 

b. Provide direction to staff regarding the possible allocation of funds and the next steps. 

SOURCE OF FUNDING: Fund 8 - CDBG grants (82-STBG-064 and 83-STBG-086) 

DISCUSSION: 

As indicated in the 7 Month Status Report on March 3, 2009, the City has $284,775 from 

two closed CDBG grants (82-STBG-064 and 83-STBG-086). These grants are closed and 

pursuant to the letter dated December 11, 1990 from the State of California, Department of 

Housing and Community Development Block Grant Program (CDBG), when there is no 

TYPE OF ITEM: 

Consent 

xx Departmental 

Public Hearing 

Other 

PREVIOUS ACTION/REFERRAL: 

Council Order No. 

Meeting of: 

City Council for the City of Ione 

Upon motion of Council Member 

Seconded by Council Member 

And carried ________ by those members present, 

The Council hereby adopts the recommended action contained in this 

report. 

Dated: 

Janice Traverso, City Clerk 

By:

open CDBG grant the funds are considered miscellaneous revenue and is not subject to the 

requirements of Title I of the Housing and Community Development Act of 1974, as 

amended, and can be used as the City sees fit. 

Based on the above information staff has reviewed various options of how to use these 

funds and is proposing the following allocation: Main Street Program - $25,000 FY 08-09, 

$50,000 FY 09-10, and $25,000 FY 08-09/FY 09-10 for Façade Program; $120,000 for 

Redevelopment Plan study; $60,000 for Economic Study; and $4,775 to set up the Main 

Street Program. 

The City Council authorized the City to join the Main Street Program and the membership 

cost $250. Staff has completed the application and obtained materials from Main Street 

Program to help set up the project. To implement the Main Street program, there are a few 

potential organizational setups that can be used. The options are that the City can operate 

the program with City staff, set up a separate organization run the program or a hybrid 

format. Staff is recommending that the City have a separate non-profit organization 

operate the Main Street program and have a public-private partnership relationship with the 

non-profit. Staff has been discussing this program with the following individuals: Marie 

Nutting, Preston Castle Foundation; Regia Sargent, Ione Picnic Association; Maureen 

Funk, Amador Council of Tourism; Sally Bligh, local commercial real estate agent; Sharon 

Long, City Treasurer; and Councilmember Andrea Bonham, Clark’s Corner. The group 

has discussed the concepts and ideas of the Main Street program and how it can interact 

with the Main Street businesses and non-profit and service organizations in Ione. The 

working title is the Ione Community Preservation Project which will involve economic 

development, education, and cultural events. One concept is to set up a non-profit 

organization that will enter into a public-private partnership with the City to work on 

improvements on Main Street by using the Main Street program as well as other potential 

projects in town. The other concept is to operate the Main Street Program through the City 

with a committee appointed by the City Council to oversee the program and work with the 

City Manager on the project. Staff is recommending that the City Council allocate 

$79,775 to the Main Street program, which would be to allocate these funds over a two 

year period or longer to assist the program to get off the ground until it is able initiate its 

own fundraising programs. The intent would be going forward that the City would partner 

with the Main Street/Ione Community Preservation Project or if it is a City committee, 

then the City would seek funds from various sources for the benefit of the Main Street/Ione 

Community Preservation Project. The City could use $4,775 to assist with the setting up 

of the Main Street Program/Ione Community Preservation Project as the City’s 

administrative costs for membership, manuals, 501(c)(3) designation, and IRS, if this 

option is selected. The Main Street program allocation of $75,000 would not be released 

until the organization is started and committees formed. 

Another part of the Downtown revitalization program would be to offer a façade program 

where the City has grant funds available for local businesses or property owners located on 

Main Street to improve or repair their building façade. A draft program is attached for 

your review, which would provide up to $2,500 for a business/property owner on a 

matching basis. If the cost to repair the sign is $1,000, then the business/property owner 

could submit a grant request for no more than $500. The grant is a 50/50 matching 

program. By allocating $25,000 to this project, this would allow the City to potentially 

assist 10 property/business owners on Main Street. The City could initiate this project now 

2

and get the information out to the businesses/property owners on Main Street with a 

subcommittee of two City Council members, the City Planner and the City Manager to 

conduct the review for grant applications. This program could then be transferred to the 

Main Street Program for oversight, if the City Council elects to do so. 

Additionally, staff is looking to allocate $120,000 for the establishment of the 

Redevelopment Plan. The City previously had a redevelopment plan initiated and it was 

never finished. A review has been done of the previous plan and the consensus is that we 

should start all over due to the amount of time between the initial plan, the plan program 

area (redevelopment area) and different ideas on redevelopment for the City. This will 

protect the City from legal challenges. Based on this information, staff has obtained a 

project proposal from Pacific Municipal Consultants to assist with this project and the 

project proposal covers all costs associated with this establishment of the Redevelopment 

Plan from planning, legal and engineering. The proposal is attached for your review. This 

project would not be completed until 2010 and the funds allocated over the two fiscal 

years. If the City moves forward with the Redevelopment Plan, then it would tie into the 

Main Street for recruiting businesses and be an avenue to fund the revitalization of the 

Downtown area in the future. 

The remaining $60,000 could be allocated for the economic study, such as from Buxton. 

Staff is requesting permission to release a Request for Qualifications (Statement of 

Qualifications) to provide these services to the City with the understanding that the City’s 

budget is limited to $60,000. At this time staff is not recommending that we seek funds 

from any entity that has any projects before or will be coming before the City Council 

and/or Planning Commission. To ensure that there is no conflict of interest or 

misinterpretation of why an entity would contribute to this project, it is highly 

recommended that we not seek funds from entities that have business before the City 

Council. However, there may be the possibility that the City could partner with the Ione 

Business and Community Association or other service organizations or non-profits to get 

their contributions for this project. Staff believes that those funds will be limited from 

other sources with this restriction and would recommend allocating the $60,000 for this 

project. 

Based on the above information staff is seeking: 

1. Input from the City Council and the public on the Main Street Program and whether to 

implement the program and whether it should be a City program or a separate nonprofit; 

2. Volunteers to work as committee members on one of the four committees involved in 

the Main Street Program; 

3. Direction on the Redevelopment Plan and whether the City should pursue this effort 

with the initial focus on Main Street and Jackson Streets in the Downtown area; 

4. Direction on the Main Street Façade Program and whether the City should pursue this 

program for providing grant funds; and 

5. Direction on whether the City should pursue an economic study, and the focus of the 

study should only be Downtown or the commercial areas in the City; and 

6. Direction to staff on the next steps that the City Council would like to see. 

3

FINANCIAL IMPACT: 

The cost would be approximately $284,775 allocated to various projects. The allocation as 

follows: Main Street Program - $25,000 FY 08-09, $50,000 FY 09-10, and $25,000 FY 08- 

09/FY 09-10 for Façade Program; $120,000 for Redevelopment Plan study; $60,000 for 

Economic Study; and $4,775 to set up the Main Street Program. 

OTHER AGENCY INVOLVEMENT: Various Community Organizations and 

Individuals and Amador Community Foundation 

ALTERNATIVES TO STAFF RECOMMENDATIONS: 

The City Council could elect not to fund one or more of these projects or allocate the funds 

differently. However, this is a great opportunity to lead the way in revitalizing the City 

and specifically Main Street. 

ATTACHMENTS: 

Main Street Program 

Proposal from PMC – Redevelopment Plan 

Draft - Ione Main Street Façade Improvement Program 

4

The Main Street 

Approach 

Training Presentation 

The Main Street Approach to 

Commercial District Revitalization 

By The National Trust Main Street Center of the 

National Trust for Historic Preservation 

© 2002 

1

Main Street’s Assets 

• Unique stores and personal 

service 

• Substantial contribution to local 

economy 

• Wider market draw than before 

• “Experience” shopping with 

more than just stores 

Walla, Walla, Washington 

© National Trust for Historic Preservation 

The Main Street 

Four-Point Approach 

Simultaneous work in four broad areas: 

• Organization 

• Promotion 

• Design 

• Economic Restructuring 

2

Four Point Approach 

Organization 

Promotion 

Issues 

Design 

Economic 

Restructuring 

3

Organizational Structure of a typical 

Main Street Program 

Board of Directors 

Program 

Manager 

Financial 

Advocacy 

Policy 

Planning 

Personnel 

Executive 

(Officers) 

Organization 

Promotion 

Design 

Economic 

Restructuring 

Volunteer 

Marketing 

Public 

Market 

Development 

Strategy 

Spaces 

Research 

Communications/ 

Image 

Building 

Business 

Public Relations 

Development 

Improvements 

Assistance 

Fundraising 

Retail 

Design 

Financial 

Promotions 

Education 

Assistance 

Special 

Enforcement 

Property 

Events 

Development 

4

Elements of Organization 

• Coalitions and Partnerships 

• Managing Volunteers and Staff 

• Fund Raising 

• Public Relations and Outreach 

• Managing Finances and Operation 

Stakeholders 

• merchants, business 

owners & managers 

• property owners 

• residents 

• elected and appointed 

officials 

• civic organizations 

• chamber of commerce 

• preservationists 

• bankers 

• economic & community 

development groups 

• utility companies 

• schools 

• media 

• religious institutions 

5

Oberlin, Ohio 


Ukiah, California 


6

Elements of Promotion 

• Image Promotion 

• Retail/Business Promotions 

• Special Events 

Elberton, Georgia 


7

Elements of Design 

• Historic Preservation Education 

• Architectural Assistance 

• Building Improvements 

• Public Spaces 

• Design Regulation & Review 

8

Owatonna, Minnesota 


10

Elements of Economic 

Restructuring 

• Strengthen existing businesses 

• Identify new business opportunities 

• Find new uses for vacant buildings 

• Intensify the uses of buildings 

• Improve business management 

11

Port Townsend, Washington 


12

March 11, 2009 

Kim Kerr, City Manager 

CITY OF IONE 

1 East Main St. 

Ione, CA 95640 

RE: 

REDEVELOPMENT PROPOSAL 

Dear Ms. Kerr: 

Per your request, I am sending you a scope, preliminary cost estimate, and Statement of Qualifications 

to establish a Redevelopment Project Area in the City of Ione. 

PROJECT UNDERSTANDING 

A draft Redevelopment Plan was prepared for the City of Ione in the 1990’s, with accompanying 

Preliminary Feasibility Analysis and Administrative Draft EIR. This draft Redevelopment Plan was never 

approved by the City Council and the EIR was never certified. 

It is our understanding that at this point the City would like to perform the work necessary to designate 

a redevelopment project area, adopt a redevelopment plan, complete the associated Environmental 

Impact Report and initiate setting aside tax increment revenue for the City’s Redevelopment Agency. 

PMC has prepared a proposal in accordance with current California Redevelopment Law (CRL) and 

CEQA to perform the Redevelopment Feasibility Study, develop a Preliminary Redevelopment Plan and 

complete the requisite environmental documentation. The following scope of work describes the 

activities required to complete those documents. 

SCOPE OF WORK 

PART I - REDEVELOPMENT FEASIBILITY STUDY AND PRELIMINARY REDEVELOPMENT PLAN 

PMC will perform redevelopment feasibility analysis for the City of Ione in compliance with current 

redevelopment law and procedures. This work will result in the development of two primary 

deliverables—1) a Redevelopment Feasibility Report; and 2) a Preliminary Redevelopment Plan. The 

resulting report and plan will contain all of the components required to establish a Redevelopment 

Project Area and to begin petition for tax increment financing of the Redevelopment Agency. The scope 

of work to produce those deliverables follows: 

2729 Prospect Park Drive, Suite 220 • Rancho Cordova, CA 95670 • P: (916) 361-8384 • F: (916) 361-1574



Page 2 

Task 1 – Detailed Project Definition and Kick-off Meeting 

PMC proposes a kick-off meeting with City staff where a detailed work schedule and project goals will 

be finalized. Physical and economic blight criteria will also be discussed for use in the Redevelopment 

Blight Analysis/Preliminary Project Feasibility Study. 

Task 2 –Determine Survey Area 

PMC will confer with City staff to discuss the potential boundaries of the redevelopment survey area. 

Once the boundaries of the survey area are finalized, the documentation is forwarded to City Council 

for review. 

Critical Path Milestone – Designation of the Survey Area by the City Council 

The City Council adopts the Redevelopment Feasibility Survey Area recommended by City staff. 

Task 3 - Mapping of Selected Survey Area 

PMC will employ its own expert GIS team to create a base map of the designated survey area. PMC will 

be able to link the base maps with assessor data to perform an analysis of economic blight criteria. GIS 

layers and other required data may be procured from County agencies or supplied by City staff, 

depending on availability. 

Task 4 - General Plan Review 

In developing the blight analysis and project feasibility study, PMC will reference the City’s updated 

General Plan to ensure that the City’s established goals and policies are upheld and pursued within the 

context of redevelopment planning. The resultant Preliminary Redevelopment Plan will be consistent 

with the City’s General Plan. 

Task 5 – Conduct Public Education/Community Workshop 

PMC will conduct one community workshop to educate residents as well as City staff and elected 

officials about redevelopment. Workshop content could include project objectives and milestones, 

elements of redevelopment law, the benefits of redevelopment, an explanation of blight, tax increment 

financing, bonds, and basic legal obligations of the redevelopment agency, including the elimination of 

blight and the provision of affordable housing. 

The workshop should also discuss the powers of eminent domain and how eminent domain could be 

used in the context of redevelopment. This affords the City an opportunity to frame the discussion of a 

perennially sensitive topic within the context of specific local conditions and expectations. 

Task 6 – Conduct Blight Assessment 

PMC staff will conduct a preliminary windshield survey of the downtown area to identify blight or 

blighted areas present in the City as defined by California Redevelopment Law (CRL). Areas may be 

identified as blighted by evidence of physical blight, economic blight or both. Indications of physical blight 

include serious dilapidation or deterioration that make the buildings unsafe to live or work in, buildings 

of obsolete size or capacity for current general plan or zoning requirements, incompatible uses nearby 

that hinder the development of a parcel, lots of irregular size or shape that cannot be fully utilized under 

current general plan and zoning standards and current market conditions (CRL 33031(a)). Possible 

economic blight indicators will be depreciated or impaired property values, abnormally high business 

vacancy rates, lease rates or abandoned buildings, or a lack of necessary commercial facilities (CRL 

33031(b)).



Page 3 

Task 7 – Perform Blight Analysis 

PMC will analyze the results of the blight assessment performed for the adopted survey area. Scores are 

assigned to each parcel to indicate the level blight observed as defined by CRL. To aide in the analysis, a 

color-coded map of the survey area will be created to evaluate the distribution of blight across the 

survey area. PMC will use the data captured in the blight assessment, along with General Plan land use 

designations, property values, infrastructure capacity and other information, as required to propose a 

redevelopment project area in accordance with CRL. 

Task 8 – Project Area Urban vs. Non-Urban Analysis 

PMC will verify that the proposed redevelopment project area meets the urbanized threshold defined by 

redevelopment law. CRL mandates that a redevelopment area must be “predominantly urban”, which is 

defined as no less than 80 percent: 

• Developed for urban uses or; 

• Has been an integral part of one or more areas developed for urban uses that are surrounded 

or substantially surrounded by parcels that have been or are developed for urban uses. 

This analysis includes an evaluation of non-urbanized and vacant parcels within and bordering the 

proposed redevelopment project area. If required, PMC will provide justification for finding that some of 

these parcels may be included in the proposed project area as necessary for effective redevelopment. 

Task 9 – Estimate Tax Increment Generation of Proposed Redevelopment Project Area 

The estimate of potential tax increment revenue from the proposed redevelopment project area is 

dependent on two factors: 

1) The increase in assessed value over time of existing development in the project area (capped at 

2 percent per year without turnover) and 

2) The growth in new development that occurs over the effective life of the Redevelopment Plan 

within the area. 

PMC will use existing assessed valuation and historical turnover rates for each land use in the project 

area to calculate the expected annual increase in aggregate assessed valuation. To estimate the assessed 

valuation from new development, PMC will use City plans and project deliverables, coupled with market 

analysis tools to suggest viable alternate development scenarios for the vacant and underutilized parcels 

and buildings within the designated survey area. 

Working with City staff and identified stakeholders, PMC will define a selected alternative that will 

become the basis of analysis for potential additional assessed valuation through new construction, 

building expansions, intensification of uses and tenant improvements. 

The assessed valuation of all parcels and structures utilized to their maximum probable extent in 

accordance with the selected alternative will be estimated and aggregated to obtain a total potential 

assessed valuation in each land-use category. 

PMC will confer with Amador County and other taxing agency officials to establish the applicable passthrough 

formulas and thus determine the net tax increment proceeds that would be available from the 

Redevelopment Project Area to fund improvements and bonded indebtedness.



Page 4 

Critical Path Milestone – Proposed Redevelopment Project Area 

The Planning Commission adopts the proposed Redevelopment Project Area recommended by City 

staff. 

Task 10 - Identify Potential Projects to be Funded through Redevelopment 

The effective investment of the tax increment proceeds is crucial to the success of the Redevelopment 

Plan. PMC will work with City staff to identify specific projects and improvements that encourage and 

facilitate private investment in accordance with the objectives of redevelopment. PMC will evaluate 

projects defined in existing City’s plans, such as a Capital Improvement Plan, Economic Development 

Plan, Downtown Revitalization Plan, or other potential areas of investment as defined by the City. Types 

of projects to be evaluated may include but are not limited to the following: 

• Public infrastructure 

• Property acquisition 

• Site development 

• Promotional campaigns 

• Commercial and housing rehabilitation assistance 

The Preliminary Redevelopment Plan should include specific projects that would have the greatest 

impact on the ability of the Redevelopment Area to attract private investment capital. 

Task 11 - Create Legal Description of Redevelopment Project Area 

PMC will create a legal description for the adopted Redevelopment Project Area as required by 

California Redevelopment Law. To accomplish this work, PMC will need access to GIS data and other 

mapping information provided by the City and appropriate County agencies (County Tax Assessor, 

County Clerk, County Surveyor, etc.). Existing legal descriptions of the City’s incorporated limits and 

previously proposed Redevelopment Project Area will be helpful in this regard. 

Note: Should PMC encounter any unexpected complexities or disputes regarding the project area’s boundaries, it 

may be necessary to enlist the services of an independent land surveyor. The costs for independent land surveyor 

services are not included in this proposal and would be negotiated with the City and the firm completing the 

required work, if necessary. 

Task 12 - Prepare Redevelopment Feasibility Report 

PMC will prepare a comprehensive draft report of its findings consisting of the following: 

• A summary of project requirements as described in California Redevelopment Law; 

• A map and description of the survey area boundaries; 

• The summarized results of the blight assessment; 

• A summary of the predominantly urbanized threshold analysis; 

• A map displaying the distribution of blight across the survey area; 

• A map of the proposed redevelopment project area; 

• A summary of the expected tax increment revenues; 

• A cash flow analysis that includes the estimated timing for issuance of bonds; and 

• Recommend specific next-step actions the City should take in the process



Page 5 

Task 13 – Prepare Preliminary Redevelopment Plan 

PMC will prepare a Preliminary Redevelopment Plan for the City in accordance with CRL, including: 

• A description of the boundaries of the project area. 

• A general statement of the land uses, layout of principal streets, population densities and 

building intensities, and standards proposed as the basis for the redevelopment of the project 

area 

• Potential projects and other development proposals and plans that will meet the objectives of 

redevelopment 

• Evidence that the proposed redevelopment is consistent with the City's general plan 

• A general description of the impact of the project upon the area's residents and upon the 

surrounding neighborhood 

Critical Path Milestone –Adoption of Preliminary Plan 

The Planning Commission adopts the Preliminary Redevelopment Plan 

Critical Path Milestone – Transmission to Taxing Entities 

The Redevelopment Agency accepts the Preliminary Plan and transmits to all taxing entities including the 

State Board of Equalization, County Tax Assessor and Tax Collector, etc. 

Critical Path Milestone – The Notice of Preparation for the EIR is posted and transmitted 

Task 14 – Public Hearings 

PMC staff will attend two public hearings in the course of the project—one Planning Commission 

meeting and the City Council/Redevelopment Agency meeting to submit the project’s final deliverables. 

PMC will prepare hearing notices and the City will distribute them. 

Task 15 – Meetings with City Staff 

PMC attend up to three (3) meetings with City staff. We will also be available to consult with City staff 

(including through phone, fax, and email) to defend the study. 

Task 16 – Project Administration 

In addition to project management and project coordination activities performed as part of activities 

defined in this scope of work, PMC will also produce a project status report according to a schedule 

mutually agreed upon by PMC and the City, and feasible within budget parameters. For project timelines 

extending beyond 4 months, PMC recommends bi-weekly status reports. 

II – ENVIRONMENTAL REVIEW 

The EIR analysis will identify the changes in conditions and impacts associated with the Redevelopment 

Plan. PMC understands the cost constraints faced by the City and will use existing information and 

resources available while ensuring a legally defensible and technically accurate document. The PMC EIR 

team is currently completing the General Plan Update EIR and will be able to use much of the work 

completed for the General Plan EIR for this EIR. 

The following is the overall approach to the environmental analysis for the General Plan Update that is 

reflected in the scope of work identified in the tasks below.



Page 6 

Approach to the Environmental Analysis 

Impact evaluation criteria and thresholds determining the significance of impacts will be described for 

each environmental issue area. The level of significance of impacts associated with the Redevelopment 

Plan will then be determined for each topic area. The analysis will focus on issues identified by 

responsible and trustee agencies, local agencies and other interested parties in response to the Notice 

of Preparation. Impacts that cannot be mitigated below the level of significance will be identified, and 

the degree to which those impacts could be mitigated through mitigation measures will be described. 

The Redevelopment Plan is intended to be a self-mitigating document. 

Task 17 - Project Initiation/Notice of Preparation/Initial Study/Scoping Meeting 

PMC will prepare a Notice of Preparation (NOP) for the Draft EIR and an Initial Study that defines the 

scope of the environmental analysis to be provided in the Draft EIR. A draft version of the NOP and 

Initial Study will be provided to City staff for review and comment and edits will be incorporated into 

the final document. PMC will deliver the NOP and Initial Study to the State Clearinghouse. PMC will 

also assist City staff in conducting a public scoping meeting associated with the NOP. 

Task 18 - Prepare Administrative Draft Environmental Impact Report 

PMC will prepare an Administrative Draft EIR and Technical Appendix for review by the City. The City 

will provide PMC one consolidated set of review comments on the Administrative Draft EIR. This 

scope includes anticipation of two rounds of review comments prior to the document being suitable for 

distribution as the Draft EIR. PMC will also assist in the preparation of the Notice of Availability. PMC 

will attend and participate in one public meeting on the Draft EIR, which will include preparation of a 

presentation on the content of the Draft EIR. 

Task 19 - Prepare Response to Comments, Administrative Final EIR and Final EIR. 

PMC will prepare written responses to all comment letters received on the Draft EIR (as well as any 

verbal comments accepted by the City at a public meeting). Our cost estimate assumes up to 15 

comment letters of typical length and complexity. If additional comment letters are received beyond 15 

and/or are of substantial complexity to respond to, PMC may request a renegotiation of the labor 

budget. PMC will also make any required errata changes to the Draft EIR in a strikeout/redline format 

and compile a summary of the public participation process. These will be compiled into a proposed 

Final EIR for review by City staff. The City will provide the consultant with one consolidated set of 

review comments on the proposed Final EIR. 

Task 20 - Prepare Mitigation Monitoring Program. 

PMC will prepare a Mitigation Monitoring Program, which will allow the City to keep track of the 

implementation of adopted mitigation measures. 

Task 21 - Prepare Findings of Fact and Statement of Overriding Considerations. 

Upon completion of the Final EIR, PMC will prepare the required Findings of Fact pursuant to CEQA 

Section 15093. If there are impacts that cannot be mitigated to a less than significant level, PMC will also 

prepare the required Statement of Overriding Considerations for the project. The Findings of Fact and 

Statement of Overriding considerations will support the City’s actions associated with the certification 

of the Final EIR.



Page 7 

III - LEGAL SERVICES 

Task 22 – Legal Services Regarding Establishment of Redevelopment Agency 

Stoel Rives LLP will provide legal services regarding the establishment of the Redevelopment Agency. 

Stoel Rives will contract their services directly with the City, and will not be a subconsultant to PMC. 

Attachment B to this letter is Stoel Rives’ proposal to the City, which includes this task. 

Task 23 – Legal Services Regarding Adoption of Redevelopment Plan 

Stoel Rives LLP will provide legal services regarding the adoption of the Redevelopment Plan 

(Attachment B). 

PRODUCTS/DELIVERABLES TO THE CITY 

1) Redevelopment Feasibility Report 

2) Preliminary Redevelopment Plan 

One color copy of the each final report, and one camera ready unbounded original will be 

delivered along with an electronic version of the report in a PDF and Word format so that the 

City can maintain the document moving forward. 

3) Notice of Preparation 

4) Five (5) paper copies of Administrative Draft EIR 

5) One (1) master copy of Administrative Draft EIR with CD with source files 

6) Five (5) paper copies of Draft EIR 

7) One (1) master copy of Draft EIR with CD with source files 

8) Twenty-five (25) paper copies of Final EIR – fifteen (15) to be sent to State Clearinghouse, ten 

(10) to be delivered to the City for local distribution. 

9) One (1) master copy of Final EIR with CD with source file 

10) Notice of Completion to State Clearinghouse 

11) Notice of Intent to City 

12) Responses to comments received on the EIR



Page 8 

BUDGET 

The estimated cost for the project is broken down into two primary activities: Preliminary 

Redevelopment Plan and Environmental Analysis. The cost for these two tasks is combined for a total 

project cost estimate, as set forth in the table below: 

I – Develop Preliminary Redevelopment Plan 

1) Project Kick-Off 

2) Determine Survey Area 

3) Mapping Survey Area 

4) General Plan Review 

5) Conduct Community Workshop 

6) Conduct Blight Assessment 

7) Conduct Blight Analysis 

8) Project Area Urban vs. Non-Urban Analysis 

9) Estimate Tax Increment Generation 

10) Identify Potential Projects 

11) Create Legal Description of Redevelopment Project Area 

12) Prepare Redevelopment Feasibility Report 

13) Prepare Preliminary Redevelopment Plan 

14) Public Hearings 

15) Meetings with City Staff 

16) Project Administration 

II –Environmental Analysis 

17) NOP/Initial Study/Scoping Meeting 

18) Prepare ADEIR 

19) Prepare Final EIR 

20) Prepare Mitigation Monitoring Program 

21) Prepare Findings of Fact and Statement of Overriding 

Considerations 

Technical Subconsultants for EIR- None are anticipated to be necessary. 

III – Legal Services* 

Total PMC Cost (Labor + Expenses) 

$60,000 

Cost 

$45,000 

NA 

Cost 

22) Legal Services- Establishment of RDA 

23) Legal Services – Adoption of Redevelopment Plan $11,375 - $14,625 

* Stoel Rives will contract their services directly with the City, and will not be 

a subconsultant to PMC. Their cost is listed here for the City’s reference 

only and is based on their own proposal dated 3/11/09 which is Attachment 

B to this letter. 

Total Estimated Budget For Tasks I, II, and III: $116,375 – $119,625 

NOTE: Appendix A to this letter provides hourly billing rates for project team members. Appendix 

B is the Legal Services proposal from Stoel Rives.

ATTACHMENT A – HOURLY BILL RATES 

Name Title Hourly Bill Rate 

Jim Carney Project Director $140 

Tom Bandy Senior Financial Advisor $140 

Patrick Angell CEQA Project Advisor $140 

Stephen Prestwood Redevelopment Project Manager $120 

Ananya Choudhuri CEQA Project Manager $120 

Scott Davidson Redevelopment Specialist $120 

Dino Serafini Project Engineer $120 

Leilani Barnett Senior Planner for Redevelopment and CEQA $115 

Kevin Freibott CEQA Associate Planner $110 

Christopher Jordan City Planner $100 

Ashley Shaffer Assistant Planner $75 

PMC A-1

ATTACHMENT C - STATEMENT OF QUALIFICATIONS 

FIRM OVERVIEW 

PMC is committed to serving the needs of cities, counties, and other governmental agencies by 

providing a complementary range of municipal support and management services. We have offices in 

Rancho Cordova, Davis, Oakland, Los Angeles, San Diego, Monterey, Chico Mt. Shasta, Seattle, 

Spokane, Tempe and other project locations. 

PMC was founded in 1995 with a mission to provide planning, environmental, and municipal services to 

public agencies, special districts, and public-oriented organizations. PMC has provided services to more 

than 200 cities, counties, and special districts throughout California, Nevada, Washington, and beyond. 

We continue to grow steadily and strategically, and today PMC consists of over 220 professionals 

working out of multiple offices. Our professionals are happy, energetic, enthusiastic individuals who 

love their jobs and getting the work done. 

PMC provides our clients comprehensive environmental services, contract staff assistance, strategic 

planning services, redevelopment planning, public affairs, public relations, resource management, general 

and specific plan (including housing element) preparation, updates and implementation, zoning code 

preparation, updates and enforcement, design guidelines, LAFCo/annexation services, regulatory 

permitting assistance, affordable housing in-lieu and AB1600 impact fee studies, infrastructure and 

facility finance planning, GIS, and all aspects of current and advanced planning assistance. 

PMC also provides long-term and temporary planning assistance (staffing) for a diverse range of 

agencies, including rural communities and urban centers. With our public agency focus, we avoid any 

conflicts of interest and have no contractual relationships with the development community. PMC 

continues to assist governmental agencies to look for more creative and efficient ways to maximize 

limited fiscal resources and find the funding for projects. The use of PMC’s services, staff resources, and 

technical assistance is a viable option to meet the ever-changing demands placed on local, regional, and 

state agencies. 

HOUSING AND COMMUNITY DEVELOPMENT 

PMC has assisted many jurisdictions with a wide range of services in housing and community 

development. PMC Housing Group services include but are not limited to the following: 

• Redevelopment services 

• Blight assessment and conditions surveys 

• Housing program design, implementation, and administration 

• Housing compliance management 

• Housing conditions surveys 

• Affordable housing property inspections 

• Special studies involving inclusionary housing policies, including in-lieu fees 

• Affordable housing trust fund management 

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• Preparation and successful state HCD certification of Housing Elements for urban and rural 

communities 

• Preparation of grant applications for CDBG, HOME, state bond funds, and a broad range of 

community development funding, as well as administration of such grant programs for cities 

and counties throughout the state 

• Regional housing fair share plans and strategies 

• Feasibility studies 

• Market studies 

PROJECT TEAM 

The PMC Housing Group is well prepared to perform redevelopment services on behalf of the City of 

Ione. A brief description of the team’s qualifications for the project is provided below, and their 

complete resumes may be found at the end of this Attachment. The project team has completed 

Redevelopment Plans and provided extensive redevelopment assistance for numerous clients. The 

project team possesses the technical knowledge and experience and the local knowledge of Ione required 

to complete the project. 

JIM CARNEY - PROJECT DIRECTOR 

Mr. Carney will serve as Project Director and will provide guidance and technical advice to the members 

of the project team. Mr. Carney offers over 30 years of experience in redevelopment, affordable housing 

programs, project development and planning. He has extensive experience with developing and 

managing a wide variety of redevelopment strategies and implementation programs. With the San Jose 

Redevelopment Agency and Housing Department, Mr. Carney won awards for his work overseeing a 

team of city staff and consultants providing support to the Mayor’s Task Force on Housing and 

developed the RDA’s Five-Year Plan for the 20 Percent Low and Moderate Income Housing Fund. 

Currently, Mr. Carney provides senior management advice to a number of jurisdictions throughout 

California, Arizona, Nevada, and Washington state in redevelopment and housing project management 

and redevelopment implementation preparation; Housing Trust Funds; Housing Elements; housing 

needs assessments and a wide variety of housing policy, program and project development and 

implementation. Mr. Carney’s day-to-day responsibilities include management of the PMC Housing 

Group. 

PATRICK ANGELL, AICP - CEQA PROJECT ADVISOR 

Mr. Angell is an Associate Principal at PMC and oversees the company’s Environmental Services 

Group. He also serves as a project director and manager and technical analyst for a variety of projects. 

He specializes in environmental and urban land use planning, and has performed tasks for projects such 

as water and wastewater facilities, energy facilities, flood control projects, residential subdivisions, mixeduse 

urban developments, general plans, and redevelopment plans. Mr. Angell's experience includes 

establishing environmental review divisions for cities, coordination and facilitation of large-scale private 

and public projects, preparing urban land use and growth analysis, recreation and visual resource studies, 

public services assessment, transportation and circulation studies, and cultural resource analysis. He has 

also been involved in the preparation of several CEQA and NEPA documents and technical studies and 

has over 15 years of environmental documentation preparation experience. 

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STEPHEN PRESTWOOD - REDEVELOPMENT PROJECT MANAGER 

Mr. Prestwood’s experience includes corporate real estate, redevelopment, economic development, and 

community development work in the US and China. He has managed an economic development and 

market analysis project for Biggs, CA; a homeless needs assessment study for the City of Alameda; and a 

redevelopment feasibility study for the City of Plymouth. Mr. Prestwood recently completed an 

economics and housing study for San Luis Obispo County and is managing Housing Element updates 

for Los Altos and Sand City. In 2006, Mr. Prestwood received two APA awards for work addressing the 

reconstruction of New Orleans, and an AICP award for achievements in planning. Mr. Prestwood 

resides in San Francisco. 

Prior to joining PMC, Mr. Prestwood worked in management consulting and systems integration for 

several Fortune 500 companies. He supported corporate real estate strategic planning, finance, project 

costing, and systems integration for over six years at Bank of America Corporate Real Estate and Gap 

Inc., Corporate Administration, Architecture, and Construction. In this capacity Mr. Prestwood 

developed detailed project plans and directly managed and staffed project management offices for 

business initiatives with project timelines extending across multiple fiscal years and budgets exceeding 

$50 million. 

ANANYA CHOUDHURI - CEQA PROJECT MANAGER 

As a Senior Planner and Project Manager for PMC, Ms. Choudhuri provides a variety of current and 

advanced planning services, including the preparation environmental impact reports, environmental 

assessments and project management for various projects including master plans and mixed use 

developments. She has experience coordinating with federal agencies such as USFWS, US ACOE, FTA, 

US EPA and the FHWA. Ms. Choudhuri’s project experience includes working on various General 

Plans and development project EIRs in California, as well as numerous FHWA and LADoTD funded 

transportation projects requiring NEPA analysis (both EAs and EISs), in Louisiana. Ms. Choudhuri’s 

project management duties include the daily operation of projects including supervisory and project 

scoping/invoicing/budgeting activities; coordinating with clients, the various sub-consultants and PMC 

project teams; document reviews, noticing and permitting activities; and, attending project update 

meetings and public hearings. Prior to relocating to California, Ms. Choudhuri was named to the 

Governor’s Task Force on Post-Katrina Planning in the state of Louisiana. Ms. Choudhuri also 

currently serves on the Planning Commission for the City of Davis, California. 

TOM BANDY - SENIOR FINANCIAL ADVISOR 

Mr. Bandy possesses 30 years of administrative and consulting service to local governments. He 

manages the Municipal Finance Group at PMC which provides consulting services that include 

feasibility studies for tax increment funding (TIF) of public works projects, preparation of public facility 

financing plans that identify the cost, phasing, and financing of public improvements; preparation, 

formation, and annual administration of special districts to fund capital projects utilizing bonded 

indebtedness as well as tax increment revenues, annual assessments and special taxes to fund ongoing 

operation and maintenance costs; structuring growth management techniques to identify and assure the 

construction and financing of public facilities; completion of public facility elements to General Plans; 

the analysis of water and sewer rates; user fees studies; and the preparation of development impact fee 

studies in accordance with the nexus requirements of Government Code Section 66000. 

DINO SERAFINI, P.E. - PROJECT ENGINEER 

Mr. Serafini has over 28 years of civil engineering design, planning, public finance, and infrastructure 

planning experience with various public agencies and private firms. Mr. Serafini has extensive experience 

PMC C-3


in public facilities planning and design review including preparation of cost estimates and construction 

financing programs using special tax districts, bond proceeds, and tax increment financing. 

LEILANI BARNETT - SENIOR PLANNER FOR REDEVELOPMENT & CEQA 

Ms. Barnett possesses twelve years of experience in redevelopment, housing, planning, environmental 

planning, CEQA, and is also a California state licensed real estate broker. Ms. Barnett has previously 

worked for a Redevelopment Agency, completed six redevelopment projects in northern California, and 

managed a brownfields redevelopment program. She has served as a Senior Planner on the Ione 

General Plan Update team since September, 2008; has drafted the Ione General Plan Update Land Use 

Element and Circulation Element; and worked on the Economic Development Element. 

She is experienced with community outreach, public affairs, conflict resolution, and has managed highly 

controversial projects. Ms. Barnett has completed EIR’s for General Plan updates, Specific Plans, and 

developments. She has a Master’s degree in City and Regional Planning from U.C. Berkeley, where she 

took classes in redevelopment, affordable housing, land use, and environmental planning. 

SCOTT DAVIDSON, AICP - REDEVELOPMENT SPECIALIST 

Mr. Davidson’s experience includes having served as Redevelopment Agency staff and as an Acting 

Planning Manager. As a Senior Planner for PMC, Mr. Davidson provides staff support for cities and 

counties in northern California. His duties include project management, facilitated processing for 

redevelopment projects and current planning, general plan, zoning code, subdivision ordinance and 

design guideline updates and amendments, and preparation of environmental documents in compliance 

with the California Environmental Quality Act and the National Environmental Protection Act. 

KEVIN FREIBOTT, CEQA ASSOCIATE PLANNER 

Mr. Freibott responsibilities for PMC include: technical research and writing; coordination with clients, 

subconsultants, and local, state, and federal agencies; editing and quality control; and policy analysis and 

application. Mr. Freibott has more than ten years experience in technical research as well as experience 

as a team leader, project manager, and technical writer. In addition to extensive experience with state 

and federal environmental regulation compliance, Mr. Freibott has participated in the processing and 

development of projects both large and small, including community redevelopment plans. 

ADDITIONAL STAFF RESOURCES 

PMC may assign additional staff types as necessary to complete the services required under this 

agreement. Compensation rates for additional staff types will be determined by PMC and will be 

consistent with the rates listed herein. Assignment of additional staff will not change the budget of this 

agreement, unless agreed upon by both parties with the execution of an amendment. 

Without receiving PMC's written permission, client agrees not to hire, retain or contract with any 

employee of PMC who performs services for client under this agreement for a period of one year from 

the date this agreement. 

C-4 PMC


RELEVANT EXPERIENCE & REFERENCES 

PMC has completed and is currently involved in projects that reflect its capability to complete a 

Redevelopment Plan and associated EIR for the City of Ione. PMC and the Project Team members 

have completed Redevelopment Plans and numerous closely related projects. PMC and project team 

members also have extensive experience in Ione, with current services underway including providing 

ongoing Planning contract staff, completing a comprehensive update to the City’s General Plan, and 

updating the City’s Zoning Code. 

REDEVELOPMENT PROJECTS 

City of Plymouth 

In compliance with California Community Redevelopment Law, PMC conducted a blight assessment of 

all parcels within an adopted study area, recommended a redevelopment project area based on survey 

results, conducted financial analyses of land values and tax increment projections within the project area, 

recommended a timetable of bond financing based on expected tax increment revenues, and provided a 

timeline for funding of prioritized capital projects for the City. PMC also prepared the Preliminary 

Redevelopment Plan for the agency. 

Sacramento Housing & Redevelopment Agency 

Jim Carney managed a team of community advisors and consultants that developed Downtown Housing 

Plan, strategy for neighborhood stabilization, housing preservation and expansion of new mixed-income, 

infill developments and housing opportunities utilizing Redevelopment Housing Set-Aside funds. Mr. 

Carney developed the $2.1 million Southside Park Improvement Redevelopment Plan working with many 

diverse very low income groups in identifying issues and addressing severe problems: neighborhood 

deterioration, drugs and cultural differences. 

Alameda Reuse and Redevelopment Authority (ARRA) – Homeless Needs Assessment 

PMC conducted a Homeless Needs Assessment for a Local Reuse Authority (LRA) managing a military 

base closure and the transfer of government assets to the LRA in conformance with statutory 

requirements from HUD, McKinney-Vento, and the Base Realignment and Closure Act (BRAC). As 

part of this effort, PMC facilitated workshops with local non-profit organizations and government 

agencies; summarized best practices for eliminating homelessness and providing services to homeless 

individuals and families; provided various statistical estimates of the number of homeless individuals 

living in the defined study area; examined local demographic groups at risk for homelessness, and 

outlined the experiences and recommendations of local service providers; and evaluated proposals for 

homeless needs accommodation and public benefit conveyance. 

City of Greenfield Redevelopment Agency 2005-2010 Implementation Plan 

PMC completed the City of Greenfield’s Redevelopment Agency 2005-2010 Implementation Plan 

update. The update included working with the City to gather financial projections of tax increment 

funds, debt services and available set-aside funds necessary to update the City’s 2000 Implementation 

Plan. PMC also completed an evaluation of the City’s redevelopment activities during the previous plan 

period and compared the progress of the Agency to the needs identified in the previous plan. As part of 

the plan, PMC staff analyzed the City’s LMI Fund to determine whether there were excessive funds to 

ensure that future expenditures will recover any existing or projected deficit and prepare a sound 

financial plan for spending on low and very low income housing. The project also included an 

inclusionary and replacement housing compliance component, a comprehensive inventory of very low, 

PMC C-5


low and moderate-income units in the city, an inventory of units subject to affordability term restrictions 

and compiling a list of affordable projects in the development or planning phases, as well as a list of 

areas where zoning and land use changes may increase the amount of land available for development of 

affordable housing. 

City of Seaside – Redevelopment Agency Project Management 

PMC provides redevelopment project management and housing program support to the City of Seaside. 

PMC served as project manager for initiating project construction for City Center Retail project, and 

implements the redevelopment funded Business Façade Improvement Program, and the housing 

rehabilitation and homebuyer programs. PMC has also prepared the Request for Qualifications for the 

Del Monte Hotel Site Development project. 

City of Pinole - Redevelopment Agency Staffing Services 

PMC provided contract staffing to the City of Pinole Redevelopment Agency. 

Monterey County Housing and Redevelopment Agency - Grant Writing and Grant 

Management 

PMC successfully secured and administered several HOME grants for the Monterey County Housing 

and Redevelopment Agency, including a $1 million HOME grant for the Boronda Farmworker Housing 

Project. PMC prepared a variety of CDBG grants for Monterey County, including Planning and 

Technical Assistance, General Allocation, and public infrastructure grants. In addition, the County 

Redevelopment Agency hired PMC to audit grant implementation and Davis-Bacon compliance for a 

CDBG grant to fund the construction of a well and pumping station for the community of Chualar. 

City of Grass Valley 

PMC advised the City of Grass Valley in regard to development of redevelopment funded housing 

programs. 

BLIGHT ASSESSMENT AND HOUSING CONDITION SURVEYS 

City of Rancho Cordova Redevelopment Housing Blight Assessment 

PMC prepared a comprehensive Housing Blight Assessment of one-third of the single- and multi-family 

housing units (a total of over 6,000 dwelling units) that became the basis for the city to successfully 

create its first Redevelopment Project Area. PMC completed this substantial effort in record time and 

for two-thirds of the project budget by utilizing a windshield survey method that incorporated digital 

and GIS technology. 

City of Grass Valley Housing Conditions Survey 

PMC identified and evaluated housing conditions within the City of Grass Valley boundaries. PMC 

developed evaluation criteria in cooperation with city staff and conducted a windshield sample housing 

condition survey. Each PMC survey team was equipped with a tablet PC running ESRI ArcPad with 

PMC’s custom housing condition survey form. Input from the community was also solicited through 

public presentations and workshops. The results of the survey established a series of new programs 

aimed at revitalizing the City’s housing stock. 

C-6 PMC


City of Gridley Housing Condition Survey (CDBG-P/TA-funded) 

PMC conducted a citywide housing condition survey to provide an estimate of housing rehabilitation 

and replacement needs. PMC performed a windshield survey of the City’s approximately 2,200 housing 

units. The survey team was comprised of two teams of two people, and each team was equipped with a 

tablet PC running ESRI ArcPad with PMC’s custom form, which was adapted from the California 

Department of Housing and Community Development’s (HCD) approved survey form. ArcPad was 

connected to a GPS receiver to track positions in real-time, allowing the survey crew to rapidly and 

accurately survey parcels. 

Housing Condition Surveys Performed in Conjunction with Housing Element Updates 

• City of Fairfield 

• City of Vallejo 

• City of Fort Bragg 

• Imperial County 

PMC C-7


REFERENCES 

CITY OF RANCHO CORDOVA 

Services: PMC provides contract planning staff, zoning and incorporation assistance, mitigation 

monitoring, and code enforcement. 

Contact: Ted A. Gaebler, City Manager 

Phone: (916) 851-8700 

City of Elk Grove 

Services: PMC manages the Affordable Housing Fund and Very Low Income Housing Trust Fund 

for the City. 

Contact: Patrick Blacklock, Assistant City Manager-Development Services 

Phone: (916) 683-7111 

City of Pinole Redevelopment Agency 

Services: PMC is conducting the City of Pinole Redevelopment Agency’s annual re-certification 

process for the 2007-2008 fiscal year and performing an on-site audit of select properties in 

the portfolio. 

Contact: Francine Kuykendall, Redevelopment Analyst 

Phone: (510) 724-9808 

Email: FKuykendall@ci.pinole.ca.us 

Monterey County Office of Housing and Redevelopment 

Services: PMC provides a variety of grant management services for the Monterey County Housing 

and Redevelopment Agency, including annual monitoring of the County’s affordable 

housing stock, including HOME-financed rental and ownership housing units and housing 

rehabilitation projects. 

Contact: Marti Noel, Assistant Director 

Phone: (831) 755-5394 

Email: noelm@co.monterey.ca.us 

City of Grass Valley 

Services: Redevelopment, housing and community development services. 

Contact: Jeri Amendola, Economic/Housing Specialist 

Phone: (530)274-4714 

C-8 PMC

Jim Carney 

Project Director 

Education 

M.U.R.P., Urban & Regional Planning, San Jose State University, San Jose, CA 

B.A., Urban Studies (Economics Concentration), Temple University, Philadelphia, PA 

Continuing Education for Public Officials, UC Santa Barbara Extension 

Experience and Current Responsibilities 

Mr. Carney offers over 30 years of experience in affordable housing programs, green building and energy programs, grant 

administration, project development, redevelopment, and innovative planning practices. He has significant experience with 

developing and managing a wide variety of housing and energy conservation strategies and implementation programs. Mr. Carney 

has developed regional and local affordable housing strategic plans, and secured and administered housing and energy assistance 

programs and projects funded by the Low Income Housing Energy Assistance Program (LIHEAP), ECIP. CDBG, HOME, State Bond 

funds, Mortgage Credit Certificates, Low Income Housing Tax Credits, and California Housing Finance Agency loans and grants, 

among other sources of revenue. 

Mr. Carney also currently assists staff of the newly incorporated City of Rancho Cordova, CA, to build a new “entrepreneurial – 

non-bureaucratic” organization with projects including assisting in the creation of the city’s new Redevelopment Project Area by 

conducting the blight and housing needs assessment; conducting a Municipal Services workshop with the community and City 

Council; writing the City’s first budget message, Housing Element, and Consolidated Plan; assisting in developing a strategic plan 

and monitoring implementation of City goals 

Jim was Project Manager for the development of a new and innovative City Hall/Civic Center complex for Rancho Cordova. That 

involved negotiating the acquisition and rehabilitation of a commercial business complex into a LEED (Green) Certified City Hall 

complex – a $22 million project, the first of its kind in Northern California. He was in charge of all phases of the effort from 

assessment and evaluation of potential sites (two dozen properties); administration of an RFP for solicitation of proposals; 

solicitation, hiring and managing an architect and construction project manager and sub-contractors. He was presented with an 

Award of Recognition for his team leadership role in that project by the City Council and City Manager. 

Presently, Mr. Carney is working with Pierce County, WA. in the completion of a Regional Housing Needs plan for the County and 

its cities and towns, working with County Planning staff, a consortium of local planners and the Pierce County Regional Council of 

elected officials. The plan was developed pursuant to Washington’s Growth Management (GMA) and involved extensive research 

and understanding of growth projections for the County and cities, land use patterns, and the Building Lands process, as well as 

working collaboratively with a stakeholders representing widely divergent viewpoints on issues of growth, housing and regional 

planning. 

Currently, Mr. Carney provides senior management advice to a number of jurisdictions throughout California, Arizona, Nevada, and 

Washington state in housing and redevelopment project management and redevelopment implementation preparation; Housing 

Trust Fund; Housing Element; housing needs assessments and a wide variety of housing policy, program and project development 

and implementation. 

Mr. Carney’s projects include representing the City of Elk Grove at a Planners’ Roundtable process, which determines fair share 

methodology and allocations for the multi-county Sacramento Area Council of Governments (SACOG). State housing law requires 

each Council of Governments to develop a methodology and distribute an assigned number of residential units by four income 

categories–very low, low, moderate, and above moderate. Mr. Carney is also currently overseeing the preparation of Housing 

Elements for the City of Sparks, NV, and soon for the City of Reno and Washoe County, Nevada.

Jim Carney 


Mr. Carney is leading PMC’s affordable housing and grant management team efforts throughout the United States, including 

California, Arizona, Nevada, Washington, Pennsylvania and the U.S. Virgin Islands. He has served on a number of statewide 

collaborative bodies, including the California Rural Home Mortgage Authority, California State Association of Counties (CSAC), 

League of Cities, NAHRO, and the California Housing Authorities Association. Mr. Carney has been a speaker on Green Building 

practices, redevelopment and affordable housing topics at numerous local, state and national conferences, most recently the West 

Coast Green Residential Conference in San Francisco in September 2007. 

Relevant Project Experience 

• Local Government Consultant – Worked with a team to develop affordable senior assisted care housing projects and 

programs in California. Provided independent consulting services to local government to secure funding for affordable 

housing, community development and transportation planning programs and projects. Provided organizational 

development and municipal service provision analysis and advise to local government including the City of Rancho 

Cordova, CA. 

• County of Nevada, Housing & Community Services Department, Director – Created County’s first Housing & Community 

Services Department and Housing Authority. Raised over $60 million in local, state and federal funds for community 

development and energy assistance projects; Managed multi-sourced, multi-faceted and highly complex budget of $4.5 

million to $6 million per year for over ten years. Initiated, created and promoted innovative first-time homebuyer 

programs with the Regional Council of Rural Counties; secured funding for several innovative affordable housing projects 

including mixed-income self-help environmentally sensitive rural county development, conservation open-space 

clustered new housing, sweat equity homeownership by Habitat for Humanity, and low income rental units. Supported 

several successful low income housing tax credit multifamily developments, as well as redevelopment, bond and HOME 

funded communities and infill developments in rural cities. Managed housing programs for the Town Truckee, including 

the redevelopment housing fund; secured funding for Truckee’s downtown railyard/riverfront redevelopment area to 

incorporate economic development and mixed-uses; managed a creative private sector funded Truckee Housing Trust 

Fund for moderate income buyers. Initiated funding of redevelopment area feasibility study in the airport and industrial 

park area of Nevada County; advised City of Grass Valley in regard to development of redevelopment funded housing 

programs. Implemented improvements in operational effectiveness, fiscal accountability, Board of Supervisors’ support, 

employee focused support and development, management innovations, goal achievement, taxpayer, community 

relations, and community and economic development. Jim initiated merging funds to secure housing rehabilitation and 

energy assistance programs helping over 10,000 homes to be preserved and made more energy efficient. 

• Sacramento Housing & Redevelopment Agency, Program Manager – Managed team of community advisors and 

consultants that developed Downtown Housing Plan, strategy for neighborhood stabilization, housing preservation and 

expansion of new mixed-income, infill developments and housing opportunities utilizing Redevelopment Housing Set- 

Aside funds. Developed $2.1 million Southside Park Improvement Redevelopment Plan working with many diverse very 

low income groups in identifying issues and addressing severe problems: neighborhood deterioration, drugs and cultural 

differences. Initiated development and management of award-winning River City Co-Housing homeownership 

community which was catalyst for neighborhood stabilization and downtown infill improvements. Managed $350 million 

multi-family mortgage revenue bond portfolio of 2,000 rental units, including two large multifamily mortgage revenue 

bond refinancing issues. 

• City of Oakland Community Development Department, Gabriel-Roche, Inc., Oakland, CA, Consultant – Assisted with 

writing of Five-Year Housing Plan involving $34.5 million redevelopment set-aside housing revenue, and other 

state/federal low income housing financing sources. 

• San Jose Redevelopment Agency & City Housing Department, Development Officer – Worked on special projects and 

assignments in merging Redevelopment housing division and city staff into a new housing agency; Led team of 

consultants and staff and wrote redevelopment funded $80 million Five-Year Housing Plan; staffed Mayor’s Housing Task 

Force. Initiated redevelopment funding of Villa Nueva YWCA/Bridge Housing downtown infill project that provided low 

cost transitional housing and on-site support services for single divorced and/or abused mothers. Managed $4 million 

Last Resort Housing Plan related to downtown redevelopment area projects; administered redevelopment funded $6 

million homeless shelter development program. 

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Jim Carney 


• County of Santa Clara, CA – Served as Associate Planner in the Office of the County Executive/CDBG Entitlement 

Program; managed CDBG funded community development projects and programs. Served as Associate Planner in the 

Planning Department working in most phases of land development approval and CEQA environmental review processes. 

Recent Presentations 

West Coast Green Residential Building Conference, San Francisco, CA., September 2007, moderated and presented on a panel 

“Follow the Yellow Brick Road to the Emerald City: Guiding your City to Implementing a Green Building Program. 

West Coast Green Building Conference, Sacramento, CA., March 2007, presented on a panel: “How to Develop a LEED Certified 

City Hall: Rancho Cordova, CA” 

League of California Cities, Annual Conference, San Francisco, CA., December 2006, “Affordable Housing in Rural Communities. 

Professional Affiliations 

Statewide Low Income Housing Energy Assistance Programs (LIHEAP) Collaborative Negotiation Team 

Public Utilities Commission, Low Income Energy Assistance Governing Board Advisory Committee 

Northern California/Nevada Executive Directors’ Association 

California/Nevada Community Action Partnership 

National Association of Housing and Redevelopment Officials (NAHRO) 

League of Cities/California State Association of Counties, Joint Task Force on Economic Development - Community Development 

Block Grant (CDBG) program 

California Housing Authorities Association, Vice-President and Treasurer 

Economic Resource Council, Nevada County 

CDBG Task Force, State Housing and Community Development 

Page 3

Patrick Angell, AICP 

CEQA Project Advisor 

Education 

B.A., Environmental Science with a government emphasis, California State University, Sacramento, CA 

Land Use and Environmental Planning Certificate Program, UC Davis Extension, CA 


Mr. Angell is an Associate Principal at PMC and oversees the company’s Environmental Services Group. He also serves as a 

project director and manager and technical analyst for a variety of projects. He specializes in environmental and urban land use 

planning, and has performed tasks for projects such as water and wastewater facilities, energy facilities, flood control projects, 

residential subdivisions, mixed-use urban developments, general plans, and redevelopment plans. Mr. Angell's experience 

includes establishing environmental review divisions for cities, coordination and facilitation of large-scale private and public 

projects, preparing urban land use and growth analysis, recreation and visual resource studies, public services assessment, 

transportation and circulation studies, and cultural resource analysis. He has also been involved in the preparation of several CEQA 

and NEPA documents and technical studies and has over 15 years of environmental documentation preparation experience. 


Department and Project Management Projects 

• City of Elk Grove, Environmental Services Division Set-Up, Acting Environmental Coordinator – PMC is currently 

providing environmental management and permitting services to the City of Elk Grove’s roadway improvement projects. 

This includes coordination with the City of Elk Grove Public Works Department staff, agency meetings with California 

Department of Fish and Game, U.S. Fish and Wildlife Service, Regional Water Quality Control Board and U.S. Army Corps 

of Engineers. Activities include preparation of environmental documents, peer review of technical studies, public 

outreach and mitigation monitoring (including field work). Mr. Angell established the operations of this division under 

the Planning Department of the City and was the first acting Environmental Coordinator. 

• City of Rancho Cordova, Environmental Services Division Set-Up, Acting Environmental Division Manager – PMC is 

currently providing environmental management and permitting services to the City of Rancho Cordova for both public and 

private projects. This includes coordination with the Public Works Department staff, agency meetings with California 

Department of Fish and Game, U.S. Fish and Wildlife Service, Regional Water Quality Control Board and U.S. Army Corps 

of Engineers. Activities include preparation of environmental documents, peer review of technical studies, public 

outreach and mitigation monitoring (including field work). Mr. Angell established the operations of this division under 

the Planning Department of the City. 

• City of Palm Springs, Environmental Services Division Contract Staff, Director – PMC provided environmental 

management and permitting services to the City for both public and private projects. This included coordination with the 

Public Works Department staff, meetings with other public agencies (e.g., California Department of Fish and Game, U.S. 

Fish and Wildlife Service). Activities include preparation of environmental documents, peer review of technical studies, 

and public outreach. 

General Plan Projects 

• City of Elk Grove, City of Elk Grove General Plan EIR, Project Manager – The City of Elk Grove incorporated in July 2000 

and is in the process of considering a new General Plan for the City. Key environmental issues associated with the 

General Plan include public services (water supply, wastewater service, recreation and parks), open space, agricultural 

resources, traffic, transit, jobs/housing balance and biological resources.



• Napa County, Napa County General Plan Update EIR, Project Manager – Napa County initiated a comprehensive update of 

it General Plan (1983) that involved the consideration of five different land use and growth alternatives. Key 

environmental issues associated with the General Plan Update include public services (water supply, wastewater service, 

recreation and parks), open space, agricultural resources, traffic, transit, jobs/housing balance, biological resources, 

climate change and water quality. 

• Town of Corte Madera, General Plan Update EIR, Project Manager – The Town of Corte Madera prepared a General Plan 

Update that considers additional infill and revitalization opportunities in the Town, which is near buildout. Key 

environmental issues include flooding and sea level rise, housing, water supply, traffic, and growth effects. 

• City of Rancho Cordova, City of Rancho Cordova General Plan EIR, Project Manager – EIR Project Manager for the 

preparation of the city’s first General Plan, including smart growth principles, detailed market analysis, land use 

modeling, and business pro forma. SACOG Regional Excellence Award and CCAPA Award. Environmental issues 

included traffic impacts, growth projections, biological resource impacts to vernal pools and wetlands, water supply, 

visual resource impacts and public service provision. 

• City of South Lake Tahoe, City of South Lake Tahoe General Plan EIR, Project Manager – PMC is the EIR consultant to the 

Mintier & Associates General Plan Update Team for the City of South Lake Tahoe. The intent of the General Plan Update 

to reflect current conditions in the City as well as coordinate with regional planning activities being undertaken by the 

Tahoe Regional Planning Agency. 

• City of Chico, City of Chico General Plan Update EIR, Project Director – The City proposed an comprehensive update of 

its General Plan. The proposed General Plan considered a balance of smart growth/infill with new growth. Environmental 

issues included traffic impacts, growth projections, biological resource impacts, water supply, visual resource impacts 

and public service provision. 

Specific Plan and Long-Range Projects 

• City of Laguna Beach, Aliso Creek Redevelopment Project EIR, Project Director – PMC is preparing an EIR for the 

proposed Aliso Creek Redevelopment Project for the City of Laguna Beach. The project consists of a mixed use resort 

development project in the City on an existing golf course resort community. Key environmental issues include flooding, 

traffic, visual resources, cultural resources, public services, and open space conversion. 

• City of Sacramento, Panhandle PUD and Annexation EIR, Project Manager – PMC prepared EIR for the proposed 

Panhandle PUD and Annexation for the City of Sacramento. The project consists of a mixed use development project in 

the North Natomas Community Plan area of the City. Key environmental issues include flooding associated with the flood 

zone redesignation of the Natomas Basin and anticipated improvements to reovle this issue, traffic, cultural resources, 

public services, and open space conversion. 

• City of Elk Grove, Laguna Ridge Specific Plan EIR, Project Manager – The City of Elk Grove incorporated in July 2000 and 

developed its first Specific Plan as the City for approximately 7,800 residential units, commercial uses, office and public 

uses. Key environmental issues associated with the project include public services (water supply, wastewater service, 

recreation and parks), open space, agricultural resources, traffic, transit, jobs/housing balance and biological resources. 

• City of Rancho Cordova, Rio del Oro Specific Plan EIS/EIR, Project Manager – The Rio del Oro Specific Plan consists of a 

mixed-use development project on 3,800 acres located on property previously utilized for testing of rocket engines. The 

project would require an Individual Permit under Section 404 of the Clean Water Act for wetland fill. The CEQA lead 

agency is the City of Ranch Cordova, while the NEPA lead agency is the U.S. Army Corps of Engineers. Key 

environmental issues include biological resources, water supply, traffic, hazards and growth effects. 

• Calaveras County, Oak Canyon Ranch Specific Plan EIR, Project Manager – PMC was retained to prepare the EIR for the 

Oak Canyon Specific Plan, which proposes the development of a resort center, two 18-hole golf courses and 2,275 

residential units. The project is a refinement of a previously approved General Plan Amendment that established the 

Page 2



range of development allowed at the site. Key issues include biological resources (wetland and waterway impacts); 

traffic; consistency with previous approvals; public service impacts; and water quality and drainage issues. 

• Nevada County, Wolf Creek Ranch Estates EIR, Project Manager – The Wolf Creek Ranch Estates project consists of a 

planned development in the western portion of Nevada County that would allow for the development of 230 residential 

units, two park sites, an equestrian center and establishment of open space areas. The project would be served by a 

public water system and a community septic system onsite. Key environmental issues include consistency with the 

Nevada County General Plan, traffic, visual resources, water quality issues associated with the proposed community 

septic system, fire hazard and emergency access and biological resources. 

• Nevada County, Higgins Center EIR, Project Manager – The Higgins Center project consists of a proposed commercial 

center in the Higgins Corner/Lake of the Pines area in the western portion of Nevada County. The project would be 

served by a public water system and a community septic system offsite. Key environmental issues include consistency 

with the Nevada County General Plan, traffic, visual resources, water quality issues associated with the proposed 

community septic system, and biological resources. 

• Cal EPA Building EIR – City of Sacramento, Project Manager – Prior to joining PMC, Mr. Angell was Environmental 

Science Associate’s Project Manager for the Cal EPA Building EIR. This project consisted of the demolition of an existing 

parking garage and the development of new office building adjacent to City of Sacramento City Hall. Key environmental 

issues included traffic, noise, wind tunnel effects, urban design, shadow and public service provision. 

• Esquire Building EIR – Sacramento Housing and Redevelopment Agency, Task Leader – Prior to joining PMC, Mr. Angell 

prepared key sections of this EIR. This project consisted of the redevelopment of a series of parcels at the location of the 

Esquire theatre along K Street in the City of Sacramento. Key environmental issues included traffic, historic structures, 

urban design, wind tunnel effects and public service provision. 

• Placer County, Martis Valley Community Plan Update Background Report and EIR, Project Manager – The Martis Valley 

Community Plan Update consists of the revision of the 1975 Martis Valley General Plan for the Placer County portion of 

the Valley (approximately 25,000 acres). The primary purpose of the update is to bring it up to date with current land use 

and environmental conditions in the region. PMC completed the Background Report and Draft EIR. The proposed 

Community Plan and Draft EIR are intended to provide development environmental standards for future projects in the 

Plan area in order to address key environmental issues include affordable/employee housing, traffic, air quality, noise, 

water quality, groundwater resources and wastewater service capacity. 

• Placer County, Martis Valley Projects, Project Director – PMC was retained to assist Placer County in the preparation of 

the Martis Valley Community Plan Update, as well as the preparation of the EIR for the Community Plan Update. In 

addition, PMC has been retained by the County to prepare project EIRs for three development projects in the Martis 

Valley area. These projects include the Eaglewood project (residential, golf course and commercial development 

project), Village-at-Northstar (expansion of the existing village center at the Northstar-at-Tahoe resort community) and 

the Hopkins Ranch project (residential and golf course development project). Mr. Angell currently oversees the 

preparation of all documents associated with Martis Valley. 

• Placer County, Eaglewood at Tahoe Project EIR, Project Manager – PMC has been retained to prepare and EIR for the 

Eaglewood Resort project. Based on the Development Plan submitted by the project applicant to the County, The 475- 

acre Eaglewood project consists of 184.6 acres of residential development (470 dwelling units) consisting of singlefamily 

and single-family townhomes; 276.8 acres of open space that consists of 151.4 acres of open space, 6.7 acres of 

park, 11.5 acres for the clubhouse site (25,000 square feet associated with the clubhouse), 106 acres of golf course (18 

holes), and 1.2 acres of golf course maintenance facilities (7,000 square feet); and 40 affordable housing units. The 

proposed project includes development of internal roadways, public and private trails, a single gated entrance, 

emergency access points, water supply improvements, connection to the regional sewer system, and improved storm 

drainage facilities. Key issues include water quality, groundwater supply issues, deer migration issues, affordable 

housing impacts and traffic impacts. 

Page 3



• Placer County, Hopkins Ranch Project EIR, Project Manager – PMC was retained to prepare an EIR for the proposed 

development of 65 residential units and an 18-hole golf course facility on 285 acres in the Martis Valley area of Placer 

County. Key issues include visual impacts to Martis Valley; airport safety; water quality and groundwater supply issues; 

deer migration issues; affordable housing impacts and traffic impacts. 

• Placer County, Sunset Industrial Area Plan EIR, Project Manager – The Sunset Industrial Area Plan identifies potential 

improvements to existing conditions and constraints for the purpose of promoting industrial and commercial 

development in the 9,000-acre area plan. The project also contributed to the County’s development of a habitat 

conservation plan. Mr. Angell was the consultant managing this project. 

• City of Tracy, Presidio Planned Unit Development and Community Park Project EIR, Assistant Project Manager – PMC 

prepared a project-level EIR for the City of Tracy for the Presidio Planned Unit Development and Community Park. The 

project consisted of 550 single-family residential dwelling units and a 27-acre community park consisting of four lighted 

softball fields, four lighted soccer fields, concession facility, and storage. The environmental analysis included 

consideration of the adequacy of on-site parking facilities at the community park to handle large sporting events, noise 

impacts to adjoining residential areas from park activities, traffic impacts from residential uses and sporting events, and 

nighttime lighting impacts from sports park facilities. Other key issues included public services and utilities and the 

joint-use of a portion of the community park for storm drainage retention. 

• City of Tracy, Tracy Hills Technology Park EIR, Project Manager – This project involved modifications to the Tracy Hills 

Specific Plan Land Use Map to allow a mix of office, research/development and multi-family land uses within the Plan 

area east of Interstate 580. Key environmental issues involved water supply, wastewater capacity, hazardous materials, 

traffic and noise. 

• Nevada County, Dark Horse Golf Course and Residential Community EIR, Project Manager – Prior to PMC, Mr. Angell 

was the Project Manager for the Dark Horse Golf Course and Residential Community project. The Dark Horse Golf Course 

and Residential Community project consists of a planned residential development project of up to 320 residential lots, 

18-hole golf course and permanent open space. The project would be served by a public water system and a community 

septic system onsite. Key environmental issues include consistency with the Nevada County General Plan, traffic, visual 

resources, water quality issues associated with the proposed community septic system, fire hazard and emergency 

access and biological resources. 

• El Dorado County, The Promontory Specific Plan EIR, Project Manager – Prior to joining PMC, Mr. Angell was the project 

manager for The Promontory Specific Plan EIR in the El Dorado Hills community. Key issues included traffic, biological 

resources, public services and visual resources. 

• Madera County, Gateway Village Project EIR, Assistant Project Manager – Prior to joining PMC, Mr. Angell was the 

assistant project manager for The Gateway Village Project consists of a planned development in the southeastern portion 

of Madera County near the San Joaquin River. Key environmental issues included loss of agricultural resources, traffic, 

water supply and public services. 

Public School Projects 

• Saratoga Unified School District, Argonuat Elementary School Expansion Mitigated Negative Declaration, Project 

Manager – PMC prepared the initial study and mitigated negative declaration for the planned expansion of Argonaut 

Elementary School. With the successful passage of Ballot Measure D in June of 1997, the Saratoga Union School District 

received $40 million in General Obligation Bond proceeds to modernize and expand their four school sites to support the 

educational program, upgrade the facilities, and accommodate the anticipated growth over the next ten years. Key issues 

involved traffic and traffic safety, visual impacts and tree removal. 

• Saratoga Unified School District, Foothill Elementary School Expansion EIR, Project Manager – For the expansion of the 

Foothill Elementary School, PMC acted in an advisory role, guiding the District through the CEQA process, and prepared 

an EIR that addressed issues such as retaining scenic viewsheds, increased noise, traffic circulation, and pedestrian 

Page 4



safety. The Foothill Elementary School Expansion was part of the same modernization and expansion process as that 

under which the Argonaut School Expansion was being conducted. 

• City of Tracy/Tracy Unified School District, Tracy Learning Center EIR, Senior Staff – PMC is preparing an EIR for TUSD 

for a new K-12 campus on a 62-acre project site. The Tracy Learning Center will be developed as a magnet school, 

ultimately housing over 3,500 students. The campus will include a community library and senior center in recognition of 

a project partnership with the City of Tracy. Key environmental issues include land use, public services, and provision of 

infrastructure. 

Roadway Improvement Projects 

• City of Elk Grove, State Route 99/Grant Line Road Interchange Reconstruction Project EIR, Project Manager – The City of 

Elk Grove is in the process of expanding the existing State Route 99/Grant Line Road Interchange in order to 

accommodate existing and future local and regional traffic. Work on this project involved management of the EIR 

preparation, coordination with Caltrans and construction planning/monitoring. 

• El Dorado County, Green Valley Road Widening Project Environmental Services, Project Manager – This project consists 

of the planned widening and associated improvement of Green Valley Road from the City of Folsom east to Francisco 

Drive in the El Dorado Hills community. Work conducted on this project included the preparation of two Mitigated 

Negative Declarations associated with roadway improvements, wetland fill permitting, preconstruction biological resource 

surveys, California red-legged frog surveys, and technical analyses associated with construction and operational noise 

impacts and nighttime construction lighting. 

• El Dorado County, Latrobe Road Realignment, Widening and Bridge Project Environmental Services, Project Manager – 

El Dorado County planned improvements to Latrobe Road and White Rock Road consisted of modifications to the 

roadway alignment, widening to four lanes and bridge crossing improvements associated with Carson Creek. Work on 

this project consisted of the preparation of a Mitigated Negative Declaration and preconstruction biological surveys. 

• El Dorado County, White Rock Road East Improvement Project, Project Director – This project consisted of the 

consideration of interim and ultimate improvements to White Rock Road east of Latrobe Road as well as the extension of 

the roadway north to Silva Valley Parkway. Work on this project consisted of the preparation of a Mitigated Negative 

Declaration, California red-legged frog surveys, and wetland fill permitting. 

• El Dorado County, Cameron Park Drive/Mira Loma Drive and Meder Road Improvements, Project Manager – This project 

consisted of improvements to the existing Cameron Park Drive/Mira Loma and Meder Road intersections in order to 

improve operation and safety. Environmental review on this project consisted of the preparation of initial studies in 

support of a categorical exemption. 

• El Dorado County, Bridgeport School Road Negative Declaration/Categorical Exclusion, Project Manager – This project 

consisted of the replacement of a bridge structure and roadway realignment that involved the use of federal funds. Key 

issues on the project consisted of biological resources (California red-legged frog), cultural resources and tree removal. 

• Johnsville/Jamison Creek Bridge Replacement Project, Assistant Project Manager – The proposed project consists of the 

demolition and replacement of an existing single-lane bridge in the Plumas - Eureka State Park in Plumas County. 

Environmental documentation performed on the project includes a Natural Environmental Study, 4f Evaluation, Negative 

Declaration, and cultural resources studies. 

• City of Bakersfield, State Route 178 and Fairfax Road Interchange Project, Project Manager – The State Route 178 and 

Fairfax Road Interchange Project consists of improving the existing intersection to an interchange. The project is needed 

to improve operation of the intersection and safety. The analysis included an evaluation of air quality, noise, and 

biological impacts, as well as consideration of potential contamination issues. 

Page 5



• Solano County, Grizzly Island Road Bridge Replacement Project, Assistant Project Manager – Assisted in the preparation 

of Natural Environmental Study, 4f Evaluation, and cultural resources studies required under NEPA, the Federal 

Endangered Species Act, Section 106 of the National Historic Preservation Act, and standards of the California 

Department of Transportation and the Federal Highway Administration. 

Water and Wastewater Improvement Projects 

• City of Roseville, Roseville Regional Wastewater Treatment Service Area Master Plan EIR, Task Leader – The Master Plan 

consists of improvements and expansions of the existing regional wastewater system to service anticipated growth in the 

City of Roseville and in the surrounding regional though the year 2015. Responsible for analyses of land use and growth 

inducement sections of the EIR. 

• City of Tracy, Tracy Hills Interim Wastewater Reclamation Facility, Permanent Wastewater Reclamation Facility and Storm 

Drainage Improvements EIR, Project Manager – PMC prepared an EIR for this project that involved specific details 

regarding planned wastewater and storm drainage improvements for the Tracy Hills Specific Plan area. Key issues 

included water quality, groundwater contamination, biological resource issues and hazards. 

• City of Tracy, John Jones Water Treatment Plant Expansion EIR, Project Manager – PMC completed the John Jones 

Water Treatment Plant Expansion EIR, which involves the planned expansion of the City’s water treatment plant to 

accommodate planned growth in the City. Key environmental issues included drinking water quality (use of California 

Aqueduct versus the Delta-Mendota Canal), biological resources, roadway impacts, air quality and hazards. 

• City of Tracy, Tracy Wastewater Treatment Plant Expansion EIR, Project Manager – PMC was retained to prepare this EIR 

that involves the expansion of the City of Tracy Wastewater Treatment Plant to 16 million gallons per day capacity in order 

to accommodate planned growth. Key issues includes surface water quality in Old River and the Delta, impacts to 

fisheries, construction-related impacts and cultural resource issues. 

• City of Tracy, Tracy Groundwater Policy Mitigated Negative Declaration, Project Manager – PMC prepared the Mitigated 

Negative Declaration for the Tracy Groundwater Management Policy, which allows for increased groundwater production 

by the City. Key environmental issues consisted primarily of the groundwater resource and quality issues. 

• Sacramento Regional Wastewater Treatment Plant Master Plan EIR, Task Leader – This project consists of the 

improvement and expansion of the Sacramento Regional Wastewater Treatment Plant to meet changing environmental 

regulations and future growth demands of Sacramento County. Responsible for analyses of land use, growth inducement, 

and visual resources sections of the EIR. 

• Deer Creek Wastewater Treatment Plant Expansion EIR, Task Leader for Land Use and Growth Analyses – The proposed 

wastewater treatment plant expansion would provide increased service to the western portion of El Dorado County which 

is experiencing substantial population growth. 

• Spalding Community Services District EIR, Task Leader for the Population and Housing, Land Use, and Growth Analyses 

– The proposed project would convert the District’s septic systems to a community wastewater conveyance and treatment 

system. Indirect effects of growth from project implementation were assessed. 

• North Beach Lake/Sacramento Regional Wastewater Treatment Plant (SRWTP) Levee Improvement Project EIR in 

Sacramento County, CA, Task Leader – The proposed levee improvement project would provide 100-year level flood 

protection for the southern portion of the City of Sacramento and 400-year level flood protection for the SRWTP. Tasks 

include land use, growth inducement, visual resources, and traffic analyses. 

• U.S. Bureau of Reclamation American River Water Resource Investigation EIR/EIS, Recreation Task Leader – Recreation 

analysis evaluated existing recreation sites and activities along the American River basin and the potential impact of 

reduced flows to recreation opportunities. 

Page 6



• Carmichael Water District Surface Water Supply Project EIR and Permitting, Assistant Project Manager – The Surface 

Water Supply Project consists of improvements to the District’s water diversion and treatment facilities along the 

American River Parkway, an extensively used regional parkway. Responsible for analyses of land use, visual resources, 

and transportation sections of the EIR and obtaining permits and approvals from Department of Fish and Game, State 

Reclamation Board, and Sacramento County. Prepared and implemented the mitigation monitoring and reporting 

program for the Surface Water Supply Project. 

Energy Projects 

• Mountain View Power Plant Project Land Use Assessment, Task Manager – The Mountain View Power Plant project 

(MVPP) involves the construction and operation of an expansion to the existing 132 MW (net) Mountain View Power 

Plant. The expansion would add 1,056 MW (net) of natural gas-fired combined cycle power to an enlarged site. A gas 

pipeline, wastewater line, and water supply lines will be extended to the site. Responsible for overseeing the preparation 

of the land use section of the Staff Assessment for the California Energy Commission, as well as attendance at project 

workshops and meetings. 

• Hanford Energy Park Small Power Plant Exemption Land Use and Agricultural Assessments, Task Manager – The Hanford 

Energy Park SPPE involves the of an expansion to the existing power plant as well as electrical distribution lines, 

switchyard and a natural gas pipeline extension. Responsible for overseeing the preparation of the land use and 

agricultural sections of the SPPE for the California Energy Commission, as well as attendance at project workshops and 

meetings. 

• Nueva Azalea Power Plant Project Land Use Assessment, Task Manager – The Nueva Azalea Project is the proposed 

construction and operation of a 575-megawatt (MW) natural gas and steam electrical power plant. Responsible for 

overseeing the preparation of the land use section of the Staff Assessment for the California Energy Commission, as well 

as attendance at project workshops and meetings. 

• Power Plant Siting Assistance-California Energy Commission, Project Director – Under a contract to Aspen 

Environmental Group, PMC is providing environmental and land use assessment assistance to the California Energy 

Commission (CEC) for the review of power plant applications to the CEC under various application processes. Several of 

the application processes are in response to the current energy crisis in the state. 

Land Use Planning Experience 

• Mariposa County Planning Department, Assistant Planner – Responsible for current planning projects, including land 

developments, environmental review in cooperation with the California State Department of Fish and Game. 

Responsibilities also included general land use policy, code, and permit review. 

• City of Folsom Planning Department, Assistant Planner – Responsible for current planning projects, including land 

developments and design review, and long-range planning projects, including the City of Folsom Bikeway Master Plan 

and the Humbug-Willow Creek Parkway Master Plan. 


American Planning Association 

American Institute of Certified Planners 

Papers – California Energy Commission – Land Use Issues Associated With Power Plant Facility Siting 

- 2005 Mitigation Monitoring and Reporting Survey of California Cities and Counties 

Page 7

Stephen Prestwood, AICP 

Redevelopment Project Manager 

Education 

Master's Degree in Planning (MPL), Graduation with Honors in Social Policy and Community Development, University of Southern 

California, Los Angeles, CA 

B.A., German, University of North Carolina, Chapel Hill, NC 


Mr. Prestwood’s experience includes regional planning, economic development, and community development in the US and China. 

Mr. Prestwood developed and led community planning workshops in Beijing China for a transit oriented development proposal that 

included rehabilitation and historical preservation of existing housing. Mr. Prestwood analyzed a transit oriented development 

proposal in El Monte, California and presented recommendations to the city’s administrators concerning inclusionary housing 

policy, affordable housing finance, and policies and social services for transitional neighborhoods. Mr. Prestwood has also 

conducted a study that examined the jobs/housing ratio for two Coalitions of Governments (COG) in the Southern California 

Association of Governments (SCAG) region, and compared policies and mechanisms that each COG employed to meet state RHNA 

housing requirements. 

Mr. Prestwood recently completed a Housing and Economics study for the County of San Luis Obispo and a Homeless Needs 

Assessment for the City of Alameda. Currently, Mr. Prestwood is managing Housing Element updates for the Cities of Fairfield and 

Los Altos, while contributing to Housing Element updates in Vallejo and other jurisdictions throughout California. 


• City of Los Altos. Mr. Prestwood is currently managing the Housing element update for the City. 

• City of Vallejo. Mr. Prestwood is currently assisting with the Housing Element update for the City. He has assisted with 

the public outreach, housing needs assessment, and housing condition survey. 

• City of Fairfield. Mr. Prestwood is the assistant project manager for the City’s Housing Element update. In addition to his 

administrative duties, Mr. Prestwood also wrote the Constraints and Resources sections of the Housing Element, 

participated in the Housing Condition Survey, and contributed to other aspects of the Housing Element update. 

• County of San Luis Obispo. Mr. Prestwood managed an Economics and Housing Study for the County that analyzed a 

statistically valid set of economics and housing data to provide a basis for regional discussions and decisions regarding 

the County’s General Plan and Housing Element. The report contained eleven community profiles within the 

unincorporated county with historical demographic trends, income and employment capacity, commuter patterns and 

distances, projected retail demand, actual recorded sales and the resulting retail sales leakage or market saturation for 

each defined area. Projections and trends were completed through 2020 for most variables. 

• City of Plymouth. Mr. Prestwood managed a Redevelopment Feasibility Study for the City of Plymouth that included a 

blight assessment of all parcels within an adopted study area, recommended a redevelopment project area based on 

survey results, conducted financial analyses of land values and tax increment projections within the project area, 

recommended a timetable of bond financing based on expected tax increment revenues, and provided a timeline for 

funding of prioritized capital projects for the City. Mr. Prestwood also prepared the Preliminary Redevelopment Plan for 

the agency as part of this effort. 

• City of Alameda. Mr. Prestwood managed the Homeless Needs Assessment for the City of Alameda, which included 

facilitating workshops for local homeless service providers, researching best practices for transitional and supportive



housing, documenting trends in the effort to end homelessness, and determining the number of homeless individuals in 

Alameda using statistical analysis. Mr. Prestwood also assisted the City with an evaluation of affordable housing 

proposals and public benefit conveyances related to a military base closure under the jurisdiction of the Local Reuse 

Authority. 

• City of Biggs. Mr. Prestwood managed an economic development plan for the City of Biggs. The plan, funded through a 

CDBD Planning & Technical Assistance grant, will examine the local and regional economy of Biggs, identify applicable 

market trends, and recommend comprehensive measures to revitalize the local economy. 

• City of Greenfield. Mr. Prestwood administered a HUD Economic Development Initiative (EDI) Special Project for the City 

of Greenfield. He also wrote and secured $1.1M grant for YouthBuild, a local community development program 

administered and partially funded by the City. 

• City of King City. Mr. Prestwood wrote and secured four CDBG Planning & Technical Assistance grants for the City of 

King City addressing downtown redevelopment, economic development of the City’s municipal airport, relocation of a 

pedestrian bridge to improve safety and eliminate flooding hazard, and completion of a master drainage plan for the City. 

He is also actively administering CDBG grants for the City. 

Previous Experience 

• Urban & Regional Planning Research Assistant/Writer/Editor, University of Southern California. Mr. Prestwood 

researched and authored a section on grassroots activism in New Orleans for the Preface to a Plan: Re-inhabiting New 

Orleans project. He contributed to sections detailing collaborative community planning workshops. Mr. Prestwood edited 

sections on public art and communications and media in diaspora. 

• Intern, China Academy of Urban Planning and Design (CAUPD), Beijing, China. Mr. Prestwood assisted a project team in 

the development of a regional master plan for the Province of Jilin. He researched and presented proposals for a future 

university-based public-private business park in Jilin. Mr. Prestwood also developed and presented an historical 

overview of US urban planning for CAUPD staff, including current planning approaches related to effective design, social 

equity, environmental conservation and sustainable growth. He presented examples of successful project implementations 

that followed principles of Smart Growth and New Urbanism. 

• Consultant, Xicheng District Government, Beijing, China. Mr. Prestwood served as part of a team of professors and 

graduate students from USC SPPD and the Peking University School of Government that submitted a transit oriented 

development (TOD) proposal for a commercial and residential area west of the Forbidden City in Beijing. Projects he 

worked on include: 

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Survey & Statistical Analysis. Mr. Prestwood researched methods of participatory governance in relation to urban 

planning in China. He surveyed local residents in the Xidan Beidajie neighborhoods to collect demographic 

information, as well as residents' opinions about rapid economic development and urbanization, governance, and 

relocation policies. 

Public Participation Workshop Design & Facilitation. Mr. Prestwood developed a strategy and approach for local 

residents to participate in redesign proposals for Xidan Beidajie. He conducted the first public participation 

workshop for a Xicheng District urban planning project, which included local residents in addition to Chinese 

government officials. 

Communications. Mr. Prestwood met and interviewed neighborhood Community and Street Committee Members. 

(Each “Committee" represents a level of authority and jurisdiction in the Chinese Communist Government 

hierarchy). He presented survey results, workshop feedback, and recommendations for inclusive planning and 

public participation in person to Xicheng District government officials. 

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Awards 

Preface to a Plan: Re-inhabiting New Orleans: 

Los Angeles APA Award 2006 

California APA Award 2006 

Official Selection La Biennale Architettura di Venezia 2006 

AICP Outstanding Attainment in the Study of Planning 2006 

Master of Planning, Comprehensive Examination Prize 

Dean's Certificate of Merit for Outstanding Master's Candidates 

Dean's Merit Scholarship, University of Southern California School of Policy, Planning, and Development 

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Ananya Choudhuri 

CEQA Project Manager 

Education 

M.A., Urban Planning, University of New Orleans, LA 

M.A., Economics, University of New Orleans, LA 

B.A., English, University of Calcutta, India 


As a Senior Planner and Project Manager for PMC, Ms. Choudhuri provides a variety of current and advanced planning services, 

including the preparation environmental impact reports, environmental assessments and project management for various projects 

including master plans, mixed use developments, and waste water treatment plants. She has experience coordinating with federal 

agencies such as USFWS, US ACOE, FTA, US EPA and the FHWA. Ms. Choudhuri’s project experience includes working on 

various General Plans and development project EIRs in California, as well as numerous Comprehensive Plans in Louisiana. 

Ms. Choudhuri’s project management duties include the daily operation of projects including supervisory and project 

scoping/invoicing/budgeting activities; coordinating with clients, the various sub-consultants and PMC project teams; document 

reviews, noticing and permitting activities; and, attending project update meetings and public hearings. 

Prior to relocating to California, Ms. Choudhuri was named to the Governor’s Task Force on Post-Katrina Planning in the state of 

Louisiana. Ms. Choudhuri also serves on the Planning Commission for the City of Davis, California. 


General Plans/Transportation 

• City of Livingston General Plan – Ms. Choudhuri assisted in drafting General Plan policies and provided peer reviews of 

the General Plan. 

• City of Napa General Plan – Ms. Choudhuri assisted in the development of the Transportation Element for the City of 

Napa General Plan. 

• City of Mendota General Plan Update – Ms. Choudhuri was responsible for drafting the Transportation and Circulation 

Element for the City of Mendota General Plan. As a related item, Ms. Choudhuri also developed the transportation 

environmental section for the City of Mendota General Plan EIR. 

• Safe Routes to School Project – Ms. Choudhuri is the Project Manager responsible for the Safe Routes to School project 

for the City of Elk Grove. The City of Elk Grove is updating a pedestrian/bike path using Federal Safe Routes dollars. The 

project involves coordination with the City, project engineers, development and environmental analysis of alternatives per 

NEPA requirements. 

Environmental Impact Reports/Environmental Assessments 

• Panhandle Annexation and Planned Unit Development EIR – Ms. Choudhuri is the Assistant Project Manager for the 

project. She is responsible for the daily project management duties related to the project (peer reviews of all 

environmental documents, keeping the environmental process on schedule, and attending project team meetings), 

interacting with the client (City of Sacramento) and the Sacramento LAFCo, coordinating with sub-consultants and the 

project team, drafting sections of the environmental document, analysis of project impacts and alternatives development.



• Livingston General Plan Update EIR – Ms. Choudhuri is the Project Manager responsible for daily project management 

(peer reviews of all environmental documents, keeping the environmental process on schedule, attending project team 

meetings, and tracking budgets, billings and progress reports), document writing, analysis and reviews, coordination with 

the client (City of Livingston), sub-consultants and project team. 

• Livingston Domestic Waste Water Treatment Plant EIR – Ms. Choudhuri is the Project Manager responsible for daily 

project management (peer reviews of all environmental documents, keeping the environmental process on schedule, 

attending project team meetings, and tracking budgets, billings and progress reports), document writing, analysis and 

reviews, coordination with the client (City of Livingston), sub-consultants and project team. 

• Gunner Ranch West EIR – Ms. Choudhuri is the Environmental Project Manager responsible for coordinating with the 

project applicants, the environmental technical team (ESA) and Madera County. As an extension of County staff, Ms. 

Choudhuri is also responsible for peer reviews of all environmental documents, keeping the environmental process on 

schedule, attending project team meetings, and tracking budgets, billings and progress reports. 

• Kern County Mining Project (Garlock Pit) EIR – Ms Choudhuri was part of the project team preparing an EIR for the 

Garlock Pit Mining Project. She served as the Project Manager for daily task items such as project coordination and 

document reviews. Ms. Choudhuri was also responsible for the writing and analysis of several sections of the 

environmental document. 

• Bear River EIR – Ms. Choudhuri was part of a project team preparing an EIR for the Bear River development project. She 

was responsible for drafting the land use, population/housing and Public Services and Project Alternatives sections of the 

environmental document. 

• Greenfair Housing Redevelopment EIR/EA – Ms. Choudhuri is the NEPA lead for the project and is responsible for 

analysis of the NEPA component of the environmental document. 

• CDBG Environmental Reviews – Ms. Choudhuri was the environmental planner responsible for reviews of HUD funded 

CDBG projects. These reviews involve determinations of Exempt Activities, Categorical Exclusions and Environmental 

Assessments for the cities of Rancho Cordova, Elk Grove and Citrus Heights. 

Initial Studies/Negative Declarations & Categorical Exemptions 

• City of Elk Grove Safe Routes to School IS/MND – Ms. Choudhuri is the Project Manager responsible for the daily project 

management duties related to the project (peer reviews of all environmental documents, keeping the environmental 

process on schedule, attending project team meetings, and tracking budgets, billings and progress reports), interacting 

with the client (City of Elk Grove), coordinating with sub-consultants and the project team, and drafting sections of the 

environmental document and analysis of project impacts. 

• City of Hanford Water Well Rehabilitation and Replacement IS/ND – Ms. Choudhuri was responsible for directing staff on 

preparing an Initial Study/Negative Declaration for the City of Hanford’s Water Well Rehabilitation and Replacements. 

She was also responsible for coordinating with City staff. 

• Rancho Cordova Annexation IS/MND. – Ms. Choudhuri was part of a team preparing an Initial Study and Mitigated 

Negative Declaration related to the annexation. She was responsible for preparing background information, analysis of 

project impacts, and assisting with the overall management of the environmental process. 

• City of Livingston Blueberry Crossing IS – Ms. Choudhuri was responsible for document reviews per CEQA Guidelines. 

• City of Alameda Transportation Element Update IS/NOP – Ms. Choudhuri was responsible for preparing an Initial Study 

and Notice of Preparation for the Update to the City of Alameda’s Transportation Element. 

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• Rancho Cordova Special Planning Area – Ms. Choudhuri was responsible for drafting the application process, regulations 

and ordinance for a Special Planning Area related to the pre-zoning aspect of the annexation. The regulations include 

development and design standards. 

• City of Elk Grove Bus Shelter Categorical Exemption – Ms. Choudhuri was responsible for the preparation of a Categorical 

Exemption for six bus shelters along Elk Grove Boulevard. 

Miscellaneous Environmental Tasks 

• Lent Ranch EIR Findings of Fact – Ms. Choudhuri was responsible for the preparation of a Findings of Fact for the Lent 

Ranch (City of Elk Grove) EIR. 

Fiscal Impact Analyses 

• City of Hayward Fiscal Impact Analysis – Ms Choudhuri was part of the project team responsible for preparing a Fiscal 

Impact Analysis for a mixed use project (Eden Shores East) along State Route 92. She was also responsible for 

managing and directing junior staff on this project. 

• City of Sierra Madre Ballot Initiative Fiscal Impact Analysis – Ms. Choudhuri was part of the project team responsible for 

preparing a Fiscal Impact Analysis for a ballot initiative for downtown Sierra Madre. She was also responsible for 

managing and directing junior staff on this project. 

LAFCo Municipal Service Reviews 

• Fresno County LAFCo Comprehensive Municipal Service Review – Ms. Choudhuri is the Project Manager responsible for 

daily project management (peer reviews of all environmental documents, keeping the environmental process on 

schedule, attending project team meetings, and tracking budgets, billings and progress reports), document writing, 

analysis and reviews, and coordination with the project team. 

Plan Checks 

• City of Hughson Plan Checks – Ms. Choudhuri is the on-call planner and conducts landscape plan checks for the City of 

Hughson Planning Department. 

• City of Rocklin Plan Checks – Ms Choudhuri was the on-call planner/plan checker for the City of Rocklin’s development 

plans. 

Miscellaneous 

• Pierce County (WA) Buildable Lands Program Statistical Analysis – Ms. Choudhuri was responsible for the development 

of the methodology utilized in the analysis of the County’s goals at meeting Washington’s mandated Buildable Lands 

Program. She also provided on-going assistance and reviews of the analysis. 


• Comprehensive Planner, St. Tammany Parish Department of Planning, Mandeville – Ms. Choudhuri’s duties included 

coordination and implementation of the comprehensive planning process; project management of the Parish Park and 

Ride facilities, and coordinating with sub-consultants on on-going Park and Ride facility sitting and construction. She 

served as Project Manager and coordinator of the Parish Rural Public Transportation system run by the Council on Aging 

in St. Tammany Parish. Ms. Choudhuri coordinated post-Katrina housing site identification with FEMA and general 

planning activities with other Parish departments. She also supervised graduate interns. 

Page 3



• Project Manager/Project Planner, Burk-Kleinpeter, Inc. – Ms. Choudhuri gained familiarity with the NEPA process and 

requirements. She served as Project planner and daily Project Manager for several Environmental Assessments (4 th 

Street Extension EA – City of Gretna; Howard Avenue Extension EA – City of New Orleans; I-10/Fremaux Interchange 

Improvements – City of Slidell; I-12 to Bush Corridor Study – St. Tammany Parish). Ms. Choudhuri’s duties included 

analysis of land use and demographics, alternatives identification and impact evaluations on environmental projects; 

coordinating, assisting in conducting and presenting at public meetings; coordination with local city/parish officials. 

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Environmental Project Management duties included daily operation of projects including supervisory and project 

scoping/invoicing/budgeting activities; coordinating among the various sub-consultants and with project managers 

at the Federal Highway Administration, the Louisiana Department of Transportation and Development, and the 

Regional Planning Commission of Orleans, Jefferson, St. Bernard and St. Tammany Parishes. 

Secondary planner for the Peter’s Road Extension EA – Plaquemines Parish. Duties included report writing, 

alternatives evaluation and conducting public meetings. 

Land Use and Transportation: Responsible for updating the zoning code and developing site plan review process and 

requirements and creation of overlay district design guidelines for the City of Gretna, LA; developed future land use 

recommendations for land use plan (St. Bernard Land Use Study); developed site design standards for Land Use 

Elements of various Master Plans; developed transportation visions, goals and objectives, and policy statements for 

transportation implementation action plans (RPC Regional Comprehensive Plan – Jefferson Parish Transportation 

Element; I-10 East Corridor and Feasibility Study). 

Economic Development and Engineering: Duties included data collection, research and report writing for economic 

development plan (New Orleans East Economic Development Plan – LA Senator Jon Johnson and the Southern 

University of New Orleans) and engineering related projects (Laketown Shoreline Protection Plan – City of Kenner) 

• City Planner, City Planning Commission of New Orleans – Ms. Choudhuri performed design reviews for conditional use 

applications and site plan reviews. She researched, prepared and presented to the Planning Advisory Committee and the 

New Orleans City Planning Commission on a bi-monthly basis, prepared staff reports pertaining to conditional use 

applications, performed map changes and text amendments. Major projects included the Crowne Plaza Astor Hotel 

(downtown New Orleans); Winn-Dixie Marketplace on Basin Street and Sav-A-Center grocery store and adjoining strip 

mall along Carrollton Avenue. Ms. Choudhuri presented to the New Orleans City Council, as needed, on zoning cases. 

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Researched, prepared and presented staff reports on applications for zoning variances and waivers to the Board of 

Zoning Adjustment. Provided assistance to the public on zoning, land use and design matters. Interacted one-onone 

with clients on zoning and design/site plan review matters. 

Facilitated and participated in meetings related to the Design Advisory Committee. Staff coordinator for the Design 

Advisory Committee. 

Developed and revised the Board of Adjustment and the Dimensional Standards sections of the revisions to the New 

Orleans Comprehensive Zoning Ordinance. 

Project planner for the Comprehensive Zoning Ordinance update. 

Familiarity with subdivision regulations. Prepared reports on the re-subdivisions applications. 

Staff planner in charge of reviewing initial zoning applications and assigning cases to planning staff. Supervised 

interns on a daily basis. Working knowledge of ArcView. 

• Special Design Project Assistant, College of Urban and Public Affairs, University of New Orleans – Ms. Choudhuri 

developed two design and site planning projects involving a proposed campus expansion for the Chancellor, University of 

Page 4



New Orleans. Projects were then presented by the Chancellor to the Louisiana State University Board of Reagents. Ms. 

Choudhuri performed pro bono work for site design of City Park for the City of Kenner, on behalf of local councilman. 

• Private Consultant, Villavaso and Associates, New Orleans – Ms. Choudhuri served as part-time consultant for Villavaso 

and Associates. Her duties included research, report writing and assistance with the development of land use and 

economic development plans, particularly for the City of Harahan and the Renaissance Plan for New Orleans East. 

• Land Use Planning/Open Space Coordinator, College of Urban and Public Affairs, University of New Orleans – Ms. 

Choudhuri was in charge of the “Open Space and Design” section of the graduate level “capstone” seminar. She 

conducted land use and streetscape surveys and facilitated the final presentation to the client. 

• Research Assistant, College of Urban and Public Affairs, University of New Orleans – Ms. Choudhuri co-taught the 

Introductory Urban Design course and supported class-room preparation for Introductory and Urban Design courses. She 

assisted campus landscape designer and CUPA design professor with University sponsored design projects and in 

developing windshield surveys for the University. She gained experience with AutoCAD and ArcView. 

• Research Intern, Jackson Avenue Task Force – Ms. Choudhuri Researched historical and transportation related data. 

• Research Assistant, Louisiana Environmental Education and Resource Program – Ms. Choudhuri designed a Quality of 

Life Survey for a seven parish area of Louisiana. She attended public meetings with neighborhood residents and assisted 

in the publication of a resource directory to be used by Mississippi River “cancer alley” residents and other Louisiana 

residents. This directory was set up to help individuals locate public and private sector entities who would be willing to 

assist citizens with environmental issues. She gained experience with LOTUS 123, WordPerfect, Word, Excel. 

• Research Assistant, Center for Economic Development, University of New Orleans – Ms. Choudhuri researched and 

prepared reports for academic and community development projects for the Center. She gained experience with LOTUS 

123, WordPerfect, GAUSS. 

Teaching Experience 

College of Urban and Public Affairs, University of New Orleans (January 1998 – December 1999) 

Co-taught courses in Introductory Urban Design; Introduction to Social Planning; and, Urban Parks Design. 

Professional Development Training 

Innovative Parking Solutions; July 2007; Sacramento. 

Developing Defensible CEQA Thresholds; April 2007; Sacramento. 

CAL LAFCo Staff Training Workshop; April 2006, South Lake Tahoe. 

Successful CEQA Compliance, June 2006, Sacramento. 

OMR SMARA Workshop, June 2006, Redding 


American Planning Association (National), Member 

Sacramento Valley Chapter of the California APA, Treasurer/Secretary 

Louisiana Chapter of the APA, Officer 

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New Orleans Metro Section of the LA APA, Director 

New Orleans Metro Section of the LA APA, Asst. Director 

New Orleans Young Leadership Council, Member 

Urban Studies Student Association, Member 

Alpha Epsilon Theta, Member 

Boards/Appointments 

Planning Commissioner – City of Davis Planning Commission. 2007 – 

Awards 

Outstanding Graduate Student Paper, Southwest Finance Association, March 1993. “The Impact of the 1981 ERTA and 1986 TRA 

Tax Revisions on Corporate Dividend Policy” (with Neel Fallis and Vanessa Martin). 

Publications 

Planning Enabling Legislation in Louisiana: A Retrospective Analysis (with Steve Villavaso and Deb Dressen), Loyola Law Review, 

March 2000. 

Through Their Eyes: Survey Results of Lower Income Residents in the Louisiana Industrial Corridor (with Dr. Raymond Burby and 

Jennifer Fallon), College of Urban and Public Affairs, University of New Orleans, February 1995. 

Environmental Resource Directory (with Jennifer Fallon, Hunter Harvath, Danielle Joseph, Marie Bottino), College of Urban and 

Public Affairs, University of New Orleans, September 1994. 

Technical Assistance Report (with Dr. Ivan Miestchovich and John Bishop) for the Economic Development Administration, U.S. 

Department of Commerce, January 1992. 

Page 6

Tom Bandy 

Senior Financial Advisor 

Education 

B.S., University of Redlands, Redlands, CA 

Master of Public Administration, University of Southern California, Los Angeles, CA 

Master of Business Administration, Pepperdine University, Malibu, CA 


Mr. Bandy possesses 30 years of administrative and consulting service to local governments. For 14 years prior to 1988, he 

served in administrative positions in three California cities, most recently as a department manager responsible for a variety of 

municipal services. 

Tom manages the Municipal Finance Group in PMC which provides consulting services that include the preparation of public 

facility financing plans that identify the cost, phasing, and financing of public improvements; preparation, formation, and annual 

administration of special districts to fund capital projects utilizing bonded indebtedness as well as annual assessments and special 

taxes to fund ongoing operation and maintenance costs; structuring growth management techniques to identify and assure the 

construction and financing of public facilities; completion of public facility elements to General Plans; the analysis of water and 

sewer rates; user fees studies; and the preparation of development impact fee studies in accordance with the nexus requirements of 

Government Code Section 66000. 


Facilities Feasibility, Planning and Financing 

• City of San Diego, Impact Fee Methodology Study – PMC, with Tom Bandy as Project Manager, was selected to analyze 

the city’s development impact fees for transportation, parks, libraries, and fire services. The fees are calculated 

separately within 28 urbanized neighborhoods. The purpose of the study is to determine if the fees are accurately 

reflecting the demand placed on the city’s infrastructure by new development. 

• Plumas County, Impact Fee Study – PMC, with Tom Bandy as Project Manager, was selected to create the county’s first 

impact fees on new development. The study involves identifying those facilities and services that could be eligible for 

funding, generating cost estimates for such facilities, identifying land uses to be permitted over the planning horizon, and 

preparing an AB1600 nexus report. The report was presented to stakeholder groups and adopted by the Board of 

Supervisors in August 2006. 

• Solano County, Impact Fee Study and Annual Updates – PMC was selected to prepare these studies to assure that the 

county was collecting new development’s fair share of the facility costs. The five year contract included annual updates 

and adjustments to keep the fees in line with escalating construction costs. 

• City of Lemon Grove, Impact Fee Study – PMC was selected to create impact fees for the following facilities: parks and 

recreation, roads and drainage, public safety, library, municipal facilities and equipment, sanitation, general plan update, 

and mapping.

Tom Bandy 


• City of Avalon, Holding Capacity Study – PMC was selected to identify and analyze the capacity remaining in the 

following city-wide public infrastructure: housing; pedestrian, vehicular and parking facilities; freshwater and saltwater 

facilities; sewer and storm water facilities; landfill; healthcare; schools; police; fire and EMS; harbour facilities; 

commercial; and transportation services. The study was meant to gauge the remaining capacity in these facilities in 

terms of the impacts of future development. 

• City of Pasadena, Transportation Impact Fee – PMC, with Tom Bandy as Lead Consultant, was selected to undertake this 

study to determine the fair share cost attributable to residential development for the purpose of reducing vehicular trips in 

favor of increased use of public transit. The new fee was adopted by the City Council following public input and 

discussion. 

• City of Ione, Impact Fee Study – PMC, with Tom Bandy as Project Manager, developed a series of impact fees for funding 

new capital infrastructure including fire and police services, park improvements, and city hall facilities calculated through 

2020. 

• City of Salinas, Traffic Fee Update – As Project Manager for this multi-disciplinary study, analyzed the build out 

circulation element streets and developed cost estimates for their construction. This involved an additional study of six 

interchanges with Highway 101. Prepared a report identifying each improvement location, sizing, and cost. Presented 

updated traffic fees and findings in a series of public workshops and meetings. 

• City of Elk Grove, 1982 Act Road Maintenance Assessments – Created a series of districts to fund road maintenance 

costs in areas of new development. The annual assessments range from $105 to $135 per parcel. All future 

development will be conditioned to join one of the new districts. 

• City of Elk Grove, CFD for landscape maintenance – Created a Mello Roos CFD on all future developing areas to fund the 

maintenance of roadway and median landscaping and trails maintenance. These areas were previously maintained by a 

Community Services District (CSD) formed by the County. 

• City of Chula Vista, Transportation Development Impact Fee Update – Prepared an AB1600 nexus report addressing 

transportation projects in one of the fastest growing cities in California. The study identified approximately $185 million 

in backbone street costs impacted as the result of planned growth. The resulting fee increased from $6,240 to $8,180 

per single-family dwelling unit. 

• City of San Marcos, Public Facilities Fee Update – Prepared an AB1600 nexus study for the funding of circulation streets, 

five freeway interchanges, drainage, improvements, NPDES facilities, GIS, parks, and habitat conservation. The fees were 

presented at three public workshops and subsequently adopted by the City Council at a Public Hearing. 

• City of Novato, Public Facilities Fee Update – Prepared an AB1600 nexus study for the funding of circulation streets, 

drainage, improvements, NPDES facilities, parks, and open space. The fees were presented at two public workshops 

prior to being adopted by the City Council at a Public Hearing. 

• City of Chula Vista, Eastlake Trails Public Facilities Finance Plan – As Project Manager, prepared this document that 

identifies the public improvements and services required to meet the needs of this 1,120 dwelling unit development in 

the Eastern Territories of the City of Chula Vista. The document became part of the SPA plan for this project when 

presented to the City Council. 

• City of Palmdale, Public Facilities Development Impact Fee – Prepared an AB1600 report identifying the projects, costs, 

and nexus for various public facilities required to support new development in the City of Palmdale. The initial fee under 

consideration by the City Council was for fire facilities. 

Page 2

Tom Bandy 


• City of Galt, Development Impact Fee Review – Participated on a team that reviewed the City’s schedule of impact fees to 

determine their appropriateness and adequacy to fund the facilities required by new development. Analyzed the City’s 

CIP program together with updated costs for all facilities and revised estimates of future land uses and densities. 

Presented the study’s findings to the City Council at a public information workshop. 

• City of Red Bluff, Antelope Area Sewer Study – Prepared this study to determine the requirements for sewer upgrades and 

new systems to serve this area of the city. Sized the collection and pump station improvements and addressed funding 

alternatives including the potential for forming an assessment district. 

• City of Chula Vista, Growth Management Program – Mr. Bandy participated in the preparation of a growth management 

program to guide the future growth and buildout of the City of Chula Vista. The emphasis of the program is to identify the 

infrastructure needs for the City and to develop programs and fees to assure their implementation consistent with need. 

• City of Oceanside, North Oceanside Annexation Area Financing Plan – As Project Manager prepared a plan to finance the 

construction of public improvements required for the development of this 883-acre area following its annexation into the 

City of Oceanside. 

• City of San Marcos, San Marcos Community Facility Plans – Retained by the City of San Marcos to prepare public facility 

financing plans for seven of the City’s eight community areas, as well as a plan for citywide facilities. At completion, the 

plans involved over $500 million in public facility costs. The plans included the financial impacts resulting from the 

City’s selection as the location for a new State University. 

• City of Chula Vista, Rancho Del Rey Public Facilities Financing Plan – Selected by the City of Chula Vista to assist in the 

preparation of the Public Facilities Financing Plan for the Rancho del Rey project in the City of Chula Vista. The Rancho 

del Rey project is a major mixed-use development involving 1,600 acres and approximately 4,000 future dwelling units 

to be built out over a ten-year period. Phasing and financing recommendations were made for all public infrastructure 

needed to develop the site, including streets, storm drains, water, sewer, parks schools, and fire and library facilities. 

• City of San Diego, Black Mountain Road Feasibility Stud – As Project Manager, conducted a study of the roadway 

network in the vicinity of Black Mountain Road north of the Mira Mesa community and south of the Rancho Penasquitos 

community. The study essentially resulted in a recommendation on financing mechanisms to be used, together with a 

preliminary assessment of lands that benefit from the construction. 

• Kern County Facilities Element – As Project Manager, prepared a framework plan for the future analysis of public facilities 

and services provided by the County of Kern with offices in Bakersfield. This plan was subsequently adopted by the 

Board of Supervisors as the Public Facilities Element of the County General Plan. 

• City of Visalia, Circulation Element Update – Provided key financing alternatives for funding circulation improvements in 

this citywide analysis. 

• Sacramento Army Depot Reuse Plan – As Project Manager, coordinated a team of subconsultants to analyze the existing 

condition and capacity of onsite streets, electrical, water, gas, railroad, steam, and sewer systems. Using the results of 

this analysis, determined the public facility improvements required to support alternative uses of existing onsite buildings 

as well as alternative configurations for new buildings and facilities. 

• SAFCA, Capital Investment Equalization Fee – For the Sacramento Area Flood Control Agency (SAFCA), created an 

impact fee payable by all new development within a 100-year flood plan to assist in the funding of a system of flood 

control improvements on the Sacramento and American Rivers. The Capital Investment Equalization Fee, payable at 

building permit issuance, represents approximately 60 percent of the amount of a benefit assessment which would have 

been paid if the property was developed at the time the system of flood control improvements was constructed. 

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Tom Bandy 


• City of Escondido, Citywide Drainage Fees – As Project Manager for the financing component of this study, analyzed the 

location, capacity and cost of build out drainage master plan improvements. Recommended a series of impact fees for 

various land uses on a citywide basis. Presented findings in a series of public workshops and meetings before the 

Planning Commission and City Council. 

• City of Seal Beach, Water Rate Study – As Project Manager, analyzed the Water Utilities Department financial statements 

and operations and prepared a report which recommended pass through rates whenever the cost of purchased water 

changed. The report included a sixteen-city comparison of rates and operations. The rates were unanimously approved 

by the City Council following noticed public hearings. 

• City of Goodyear, AZ., Water and Sewer Rate Review – Conducted an analysis of the City’s water and sewer operations 

and costs to determine the need for a rate increase. The study resulted in a recommendation for a significant rate 

increase for water usage and the creation of a new residential rate tier for usage between 10,000 and 20,000 gpm. The 

City Council ultimately adopted the new tier and a three-year phase in of the new rates. 

• Rancho Santa Margarita Management Company, Water System Cost Apportionment Study – Assisted in the analysis and 

identification of the fair share benefit arising from major backbone water distribution facilities. The resulting analysis was 

used to redistribute the apportionment of the cost among benefiting property owners. 

• City of Chula Vista, Otay Ranch SPA One Public Facilities Finance Plan (PFFP) – Prepared this strategic financial 

planning report on the first phase of this 23,000-acre development in southern San Diego County adjacent to the City of 

Chula Vista. Spa One includes 5,758 dwelling units and associated land uses for schools, commercial parks, open 

space, and community purpose facilities. The PFFP addressed the timing, cost, and requirements of fourteen public 

facilities. 

• City of Tustin, Commuter Rail Station Fee Study – This study calculated an impact fee on all future development within a 

seven-mile benefit radius surrounding the new station. The fee is part of a funding program that includes transit sales tax 

revenue (Measure M), grants, and local matching funds. It is expected that the fee will be adopted by the Cities of Tustin 

and Irvine and the County of Orange. 

• Town of Corte Madera, Development Impact Fees – Prepared a report identifying the costs and nexus findings for the 

following facility categories: Streets and intersections; recreational and cultural facilities; civic facilities; transit facilities; 

corporation yard; general government systems and open space. The study includes a comparison of fees to other 

neighboring communities. 

Special District Formation 

• Sacramento Area Flood Control Agency, Capital Assessment District No. 2 – The Board of Directors of the Sacramento 

Area Flood Control Agency adopted resolutions forming the North Area Local Project Capital Assessment District No. 2. 

This action was the culmination of a long and complex effort to fund critical flood control improvements in the north 

Sacramento area. The original district as described in the Preliminary Engineer’s Report contained 256,000 parcels and 

182,000 acres. Based on public review and comment, SAFCA Board directed that changes be made to the District 

boundary and assessment methodology. The modified district as described in the Final Engineer’s Report includes 

18,000 parcels and 24,000 acres in Sacramento County. The annual capital assessment totals approximately $3.3 

million. The capital assessments will be used to pay debt service on bonds used to finance the $43 million needed to 

complete the engineering design and construction of the North Area Local Project. 

• City of San Diego, Miramar Ranch North Cost Reimbursement District No. 4068 – The district, the largest such district in 

San Diego, was formed to assure the receipt of over $13 million in identified reimbursements from nine property owners. 

Mr. Bandy was Project Manager and lead consultant during the process of determining land use, eligible costs, and fair 

share apportionment methodologies for each improvement. He also made presentations to property owners and the City 

Council. 

Page 4

Tom Bandy 


• City of Chula Vista, 1913 Act "Acquisition" Assessment Districts, Project Director – Coordinated and managed the 

provision of assessment engineering services in the formation of eight (8) 1913 Act assessment districts that together 

with 1915 Act bonds funded nearly $100 million in eligible improvements that were "acquired" by the City following 

construction by developers. For the most part, these districts were associated with development of master planned 

communities. 

• City of San Marcos, Assessment Districts, Project Director – Coordinated and managed the provision of assessment 

engineering services in the formation of four (4) 1913 Act assessment districts that together with 1915 Act bonds funded 

major backbone street improvements. These districts were "construction" type districts whereby bond proceeds were 

used to construct the improvements. 

• City of San Diego, 1913 Act "Acquisition" Assessment Districts, Project Director – Coordinated and managed the 

provision of assessment engineering services in the formation of five (5) 1913 Act assessment districts that together with 

1915 Act bonds funded nearly $35 million in eligible improvements that were "acquired" by the City following 

construction by developers. 

• City of Union City, Street Lighting and Landscaping Maintenance District, Project Manager – This District was formed to 

fund the following public services: street lighting, irrigation maintenance, planting and play equipment services, capital 

improvement projects for reconstruction, and street tree maintenance. Over $1,000,000 was assessed for the initial year 

involving over 13,000 parcels. 

• City of Red Bluff, Sewer Assessment District Study, Project Manager – This study resulted in petitions being mailed to all 

property owners in the proposed district. 

• City of West Sacramento, Integrated Financing District, Project Manager – Prepared preliminary spreadsheets and data 

leading to the potential formation of this special district to assess the cost of major backbone improvements in the 

Raley's Landing development area. 

Special District Administration (Proposition 218) 

• Proposition 218 Experiences – Since the spring of 1997, Mr. Bandy has managed a variety of special districts for client 

cities in order to meet the requirements of Prop. 218. Many of the districts required the preparation, mailing, tabulating, 

and reporting of ballot election results. The largest district contained 38,000 parcels while the smallest district included 

fewer than 500 parcels. 

Maintenance District Experience 

• City of Elk Grove, various Street Maintenance Districts (1982 Act) 

• City of Torrance (Citywide Lighting Assessment) 

• City of Baldwin Park (Citywide Lighting Assessment) 

• City of San Jose, Trails Maintenance Assessment 

• City of San Jose, Commercial Landscape Maintenance Assessment 

• City of San Jose, Development Maintenance Assessment 

• City of Baldwin Park Citywide Landscaping District 

• City of Hawaiian Gardens Citywide Lighting District 

Page 5

Tom Bandy 


• City of Claremont (Citywide Park and Landscape Assessment) 

• City of Santa Fe Springs, Street Lighting Assessment 

• City of Pico Rivera, Citywide Lighting District 

• City of Union City Street Lighting and Landscaping Maintenance District 

• City of Encinitas Citywide Lighting and Landscaping District 

Page 6

Dino Serafini, P.E. 

Project Engineer 

Education 

B.S., Economics, University of California at Riverside 

Master of Environmental Administration, University of California at Riverside 

Completed the Curriculum for Master’s Degree in Civil Engineering, San Diego State University 

Urban Planning and Development Certificate Program, University of California, San Diego Extension 


Mr. Serafini has over 28 years of public infrastructure planning, financing, design and construction management experience in the 

State of California working with city, county, school district, military and private clients. Mr. Serafini has facilitated the formation of 

several special financing districts that were specifically created to finance and maintain facilities serving both new communities and 

redevelopment projects. Mr. Serafini has extensive experience in the development of public facilities financing plans, cost 

estimates, phasing plans, threshold criteria and the financial implications of land development policies. 


• Redevelopment Area Financial Projections, Plymouth, CA. As part of the Redevelopment Blight Assessment and 

Feasibility Study recently completed by PMC for Plymouth, Mr. Serafini prepared the Financial Feasibility Report which 

integrated a Tax Increment analysis with a land development and assessed value-added projection. The financial report 

provided the City with a cash flow analysis based on a bond sizing/issuance model and a schedule of recommended 

capital improvement expenditures designed to support the objectives of the proposed redevelopment area and Downtown 

Revitalization Plan. 

• Public Services and Facilities, Capital and Service Cost Analysis, Bakersfield, CA. PMC is updating the Metropolitan 

Bakersfield General Plan to bring the joint City and County planning tool into compliance with SB 375. Mr. Serafini is 

developing the Public Services/Public Safety Facilities Element that will provide comprehensive infrastructure needs and 

evaluation methodologies specifically designed to support the Metro GP goal of encouraging sustainable development in 

the Greater Bakersfield area through coordinated public facilities and capital improvement policies. 

• Cost of Service Analysis for Higgins Fire Protection District, Nevada County, CA. This project quantified the impacts of 

new development on the District’s ability to provide fire protection and emergency services in accordance with adopted 

levels of service and with regard to existing facilities and equipment as well as staff. The study report was used to 

establish the cost to provide services to specific classes of pending development and the allocation of costs to future 

development based on proportionate-share formulas developed especially for the District. 

The District has very narrow funding parameters defined by its share of local property tax and an existing special 

assessment. PMC evaluated the District’s ability to serve projected growth within those parameters and made 

recommendations for impact mitigations. 

• Reimbursement Districts for City of San Marcos, CA. PMC provides ongoing analysis for the purpose of establishing 

reimbursement districts for roads constructed by the City to serve anticipated new development. Mr. Serafini’s work for 

reimbursement district establishment includes: completing a cost distribution analysis, development of a plan and 

schedule for reimbursement of costs by the benefiting property owners, preparing materials for presentation at public 

hearing, attending property owner meetings and the public hearing, and defending the spread methodology.



• Public Facilities Financing Study for the City of Ceres, CA. Mr Serafini recently completed the first comprehensive 

update of the City’s public facilities needs assessment and financing program in over 20 years, leading to the recent 

adoption by the City Council of substantially increased impacts fees on new development. Mr. Serafini also updated the 

City’s CIP to include new facilities for: parks and recreation, general government, public safety (police and fire 

protection), community facilities, roadway improvements, drainage and geographic information systems. The work effort 

in Ceres also involved several meetings with stakeholder groups, such as the Central Valley Building Industry 

Association, to refine the impact fee schedule in light of the present market conditions. 


Over 28 years working as a planner and civil engineer has afforded Mr. Serafini the opportunity to play a key role in all aspects of 

the delivery of public facilities in response to the needs generated by private development. Following is a sample of the projects 

Mr. Serafini has been involved in: 

• Otay Ranch General Development Plan. While serving as Senior Civil Engineer for the City of Chula Vista, Mr. Serafini 

served as a Project Manager for the Otay Ranch project: the largest ever master planned development in San Diego 

County, which comprises over 30,000 homes at build-out. Mr. Serafini was directly responsible for successfully bringing 

to fruition several of the land-based financing programs (Mello-Roos districts) upon which nearly the entire Otay Ranch’s 

infrastructure depended for financing. In addition to overseeing district formations, Mr. Serafini was responsible for the 

project phasing, plan review and City approval of all public facilities: local and arterial streets, wastewater, drainage, 

parks, pedestrian bridges and open space improvements for each of the individual self-contained residential villages 

within the Otay Ranch. 

• Pedestrian Bridge Development Impact Fee Program. This project established the funding mechanism for three 

pedestrian bridges that served to provide pedestrian connectivity among three of the Otay Ranch Villages. This $6 million 

program involved determining the Areas of Benefit, estimating costs over a 5 year build-out period, spreading the costs 

over several development projects under multiple ownerships, negotiating reimbursement agreements with developers 

actually constructing the bridges and assigning DIF credits therefor. Mello-Roos funds, when available, were incorporated 

into the financing arrangements. Mr. Serafini was also involved in drafting the ordinances, agreements, and staff reports 

necessary to finalize the program. 

• Capital Improvement Projects Program Management for the City of National City. As CIP program manager, Mr. Serafini 

recommended projects, prepared project descriptions and initial studies, established budgets, identified funding sources 

and wrote grant applications for a variety of public facilities such as street improvements, sewer reconstruction and 

rehabilitation and storm water quality improvements. As the City’s sewer, storm drain and pavement management system 

manager, Mr. Serafini developed an expertise in long-term facility maintenance costs and issues. 

• Sunnymead-Edgemont-Moreno Valley Growth Impacts Analysis, Riverside County, Associate Planner. Conducted one of 

the first infrastructure cost/financing models of its kind in the state of California for a rapidly developing region of western 

Riverside County, which later incorporated into Moreno Valley, now the second largest city in Southern California’s 

“Inland Empire”. A truly cutting-edge endeavor, this was one of the first post-Prop. 13 attempts to comprehensively 

quantify the impacts that very rapid land division, home-building and subsequent population influx would have on public 

services within a largely undeveloped region. This project resulted in the establishment of several specific impact 

mitigation fee programs designed to address the quality of life issues identified in the report. 

Additional Public Financing Projects 

• Sanitary Sewer Rate Study and Reserve Fund analysis, Winkelman, Arizona 

• Impact on public facilities financing from a Growth Control Initiative, City of Sierra Madre, CA 

• Sewer Rate and Connection Charge Study, Hayden, Arizona 

• Engineer’s Report for Fire Protection Assessment District, Cottonwood Fire Protection District, Tehama County, CA 

Page 2



• Otay Ranch Village One West and Six Open Space Maintenance Districts, City of Chula Vista; 

• City-wide Alley Assessment Districts No. 72A and B, City of Imperial Beach; 

• CFD 97-2 Preserve Maintenance District Serial Annexations, City of Chula Vista/County of San Diego 

• Public Facility Financing Plans. Infrastructure project delivery thresholds for Otay Ranch Villages One, One West, Two, 

Six and Seven; 

• Park Acquisition and Development Fee Program, City of Chula Vista; 

• Facilities Benefit Assessment for Sabre Springs, City of San Diego 

Professional Registration 

California Registered Civil Engineer, 51164 

Page 3

Leilani Barnett 

Senior Planner for Redevelopment & CEQA 

Education 

Master of City and Regional Planning, University of California, Berkeley, CA 

B.A., English, Brown University, Providence, RI. 

California State Licensed Real Estate Broker (License #01337077) 


Ms. Barnett possesses twelve years of experience in redevelopment, planning, housing, property management, and real estate, and 

is also a California state licensed real estate broker. Ms. Barnett has worked with five different Redevelopment Agencies in 

Northern California on a variety of mixed-use, commercial, and residential redevelopment projects, as well as economic 

development efforts. She has in depth knowledge of the City of Ione, having served as Senior Planner on the Ione General Plan 

Update since September, 2008. She has a Master’s degree in City and Regional Planning from U.C. Berkeley, where she took 

affordable housing and redevelopment classes. She has served on the City of Watsonville Planning Commission and on the Santa 

Clara County CDBG /Housing Advisory Board. 


Redevelopment 

• City of Pinole Redevelopment Agency Staff – Prior to her employment with PMC, Ms. Barnett was employed by the City 

of Pinole Redevelopment Agency where she was Project Manager on a Downtown Parking Study, organized a Clean-Up 

Day for neighbourhoods in Redevelopment Areas, and worked on Economic Development programs. 

• City of Ione Economic Development Element – Ms. Barnett was Senior Planner for the creation of an Economic 

Development Element for the City of Ione, as part of the City’s comprehensive General Plan update. Main issues 

included the revitalization of downtown, historic preservation, tourism generation, creation of a Redevelopment Agency 

and Redevelopment Plan, and job generation. 

• Del Monte Cannery Plant No. 51 Redevelopment and Condo Conversion in San Jose Redevelopment Agency Project 

Area, CA – Ms. Barnett was Project Manager for the redevelopment of the historic Del Monte Cannery and conversion to 

condominium units. Ms. Barnett worked closely with the San Jose Redevelopment Agency, who provided funding for 

this project. Ms. Barnett developed budgets, pro formas, and cash flows for the project. She worked closely with 

architects and structural engineers to develop conversion plans and worked with the City to obtain entitlements for 455 

new residential units. 

• Promenade Mixed-Use Redevelopment Project in Emeryville Redevelopment Project Area, CA – Ms. Barnett was Project 

Manager for this mixed-Use redevelopment project, which included approximately 250 residential units and 

neighbourhood serving retail development, including a Long’s Drug store and IHOP Restaurant. Ms. Barnett worked 

closely with the Emeryville Redevelopment Agency, who provided funding for the project. Environmental issues included 

hazmat and liquefaction issues. 

• Tamien Residential Redevelopment Project in San Jose Redevelopment Project Area, CA – Ms. Barnett was Project 

Manager for this high-density, transit-oriented redevelopment project, which included approximately 300 residential 

units. Environmental issues included archaeological resources.



• Auto Dealership Redevelopment Project and Tenant Relocation in Santa Cruz County Redevelopment Agency Project 

Area, CA – Ms. Barnett was Project Manager for this redevelopment project which included a new car dealership. Ms. 

Barnett completed an analysis to determine relocation and replacement housing requirements as the property has 

existing units that needed to be demolished. She oversaw a tenant eviction process and relocation services. Ms. Barnett 

completed property inspections of occupied units, documented code violations, and health and safety issues, and 

managed rodent control issues. She also managed environmental consultants responsible for asbestos sampling and 

testing and lead-based paint sampling and testing. 

• Due Diligence for Highest and Best Land Use Redevelopment Analysis; and Feasibility Analysis - Santa Cruz and Santa 

Clara Counties, CA- Ms. Barnett has completed several dozen written due diligence analysis and highest and best land 

use analyses for clients considering property purchases and redevelopment. Many of these properties were blighted and 

some were in Redevelopment Project Areas. These analysis included evaluation of existing structures, identification of 

deferred maintenance, identification of zoning code violations and health and safety issues, and work with contractors to 

identify building code violations and cost estimates for repairs and improvements. Ms. Barnett completed budgets and 

pro formas for these analysis. Issues on existing structures have included foundation problems, and problems with major 

systems of residences, including electric and plumbing systems. 

• Program Manager, Bay Area Communities Initiative for Brownfields Redevelopment, San Francisco, CA – Ms. Barnett 

managed a program which facilitated the redevelopment of brownfield sites throughout the San Francisco Bay Area, 

funded by the James Irvine Foundation. Ms. Barnett also led a stakeholder group addressing issues related to 

brownfields redevelopment and environmental justice. 

• Rectifying Building and Zoning Code Violations – Ms. Barnett has worked with municipal Planners and Building 

Inspectors to rectify building, zoning code, and other violations on a dozen properties in Santa Cruz County, Santa Clara 

County, Sacramento, and Fresno. Some of these properties were “red tagged”. She has managed repair work 

completed by contractors and other vendors. 

CEQA 

• City of Madera General Plan Update EIR –Assistant Project Manager for the General Plan Update EIR. Key environmental 

issues associated with the General Plan include agricultural resources, traffic, and public services. 

• El Rancho San Benito Specific Plan Environmental Assessment/EIR, Hollister – Ms. Barnett served as Project Manager 

for the EIR for this master planned community, which included 6,800 housing units and 1 million square feet of 

commercial and industrial land uses. This master-planned community includes a new water treatment plant and waste 

water treatment plant, as well as new elementary schools and a high school. 

• Initial Study/ Mitigated Negative Declaration for Mid-Peninsula Housing’s Vista Del Mar project, an affordable housing 

development, Watsonville, CA – Ms. Barnett served as Senior Planner. Environmental issues included air quality due to 

the site’s proximity to a bus depot. 

General Plan 

• City of Ione General Plan Update – Senior Planner for a comprehensive update to the City’s General Plan. This update 

includes the seven mandated elements plus an economic development element. This update is an 18-month process 

involving significant public outreach and new programs and policies for agricultural protection, maintenance of small 

town character, economic development, and sustainability. The project includes significant revisions to the City’s codes 

and programs, and will guide subsequent updates to the City’s zoning ordinance, development regulations, fee schedule, 

and other standards. 

Page 2



Housing 

• Cape Cod Apartment Property Management – San Jose, CA – Ms. Barnett was assistant property manager for this large 

affordable housing apartment complex. She was responsible for tenant qualification and selection, repair and 

maintenance orders and management, and property management record keeping. 

• Section 8 Property Management throughout northern and central California – Ms. Barnett has worked with the 

Sacramento County Housing Authority, Fresno County Housing Authority, Santa Cruz County Housing Authority, and 

Santa Clara County Housing Authority to lease-up residential properties with qualified Section 8 tenants and perform 

ongoing property management. Ms. Barnett was responsible for attending Section 8 building inspections and annual recertifications, 

and managing work necessary to bring units up to Housing Authority standards for Section 8. Issues Ms. 

Barnett has managed have included mold, lead-based paint, water damage, severe termite damage, and health and safety 

issues. Ms. Barnett was responsible for obtaining bids from contractors and signing contracts to complete repair and 

replacement work for items such as new roofs, plumbing repairs and sewer lines, new water heaters, HVAC repairs, and 

ongoing maintenance. 

• Housing Element, Santa Cruz County, CA – Ms. Barnett served as Senior Planner on the Santa Cruz County Housing 

Element update. 

• Farmworker Housing and Property Management Plan - Hollister, CA - Ms. Barnett was responsible for developing a 

multi-phase Property Management Plan for a 6,000 acre ranch, which included farmworker housing and ranch structures. 

She was responsible for analyzing relocation and replacement housing requirements and property inspections. She 

oversaw the analysis of the buildings for historic architecture. Issues included code violations and deferred maintenance. 

Commissions and Boards 

• Planning Commissioner, City of Watsonville. 

• Santa Clara County CDBG/ Housing Advisory Board member. 

Page 3

Scott Davidson, AICP 

Redevelopment Specialist 

Education 

B.S., Environmental Policy Analysis and Planning, Major Emphasis in Urban and Regional Planning, University of California at Davis 


As a Senior Planner for PMC Mr. Davidson is primarily responsible for providing staff support for cities and counties in the greater 

San Francisco Bay Area. His duties include project management, facilitated processing for current planning and redevelopment 

projects, general plan, zoning code, subdivision ordinance and design guideline updates and amendments, and preparation of 

environmental documents in compliance with the California Environmental Quality Act and the National Environmental Protection 

Act. 

Current Experience 

• Acting Planning Manager, Redevelopment Agency Staff, City of Pinole – Over the course of a year the City of Pinole has 

seen a change in City Manager, the recall of three Council members, and substantial changes in agency staffing. During 

this period, Mr. Davidson has worked in a variety of capacities with the planning department and redevelopment agency 

to preserve governmental functions while responding to constituent needs and furthering long-range City objectives. 

• Pinole Creek Demonstration Project – Mr. Davidson provides consultant team coordination, agency liaison services and 

community outreach to facilitate the restoration of Pinole Creek. The restoration project seeks to restore natural creek 

functions to a flood control channel while enhancing flood protection and improving recreational opportunities. Project 

challenges include responding to site control issues, developing project design in a way that responds to regulatory 

agency objectives, and managing grant proposals and contracts while adhering to a rigorous construction completion 

schedule. 

• Workforce Housing – In response to the Regional Housing Needs Allocation (RHNA) established by the Association of 

Bay Area Governments (ABAG), Mr. Davidson coordinated two workshops designed to inform the Pinole City a Council 

and Planning Commission about regional housing needs and identify potential policy responses to workforce housing 

issues. These workshops have led to an on-going community outreach effort designed to assist with strategic land use 

decision in support of workforce housing and economic development. 

Previous Project Experience 

Project Management 

• Nick’s Cove – Provided consultant team coordination, and agency liaison services to assist with the 

redevelopment/restoration of one of the few remaining hamlets on Tomales Bay. This commercial project involved 

coordination with 17 regulatory agencies, as well as the project team, in order to restore a restaurant and provide 

visitor serving cottages for visitors to the coast. 

• Marin Emergency Radio Authority (MERA) – Provided facilitated processing and environmental review for new 

telecommunication facilities located within 5 cities and in unincorporated areas of the County of Marin. The facilities 

were to provide improved communication to all emergency services providers in Marin County. 

• KB Homes – Provided facilitated processing and environmental review for a 152-unit subdivision, a waterfront park, 

and a rail corridor in the City of Alameda.



• Pacific Union Homes – Provided facilitated processing for a 17-unit subdivision in the Tamalpais Valley area of Marin 

County. 

• Triple C Ranch – Provided facilitated processing for 10 homes on a 200-acre property in the Sleepy Hollow area of 

Marin County. 

Zoning Code/Subdivision Ordinance 

• Marin County Development Code –Provided project management, public outreach, and public presentations leading 

to the adoption of a new Development Code for Marin County. 

• Alameda Subdivision Ordinance – Drafted revisions to the Alameda Subdivision Ordinance to reformat the document 

ordinance so that it was more easily used by the public and agency staff, and to comply with changes in State Law. 

Transportation Planning 

• Comprehensive Transportation Management Plan – Coordinated a joint venture effort by the County of Marin, the 

National Park Service, Caltrans, State Parks, and the Department of Transportation, to develop physical improvements, 

as well as alternative management practices that would improve access to, and the visitor experience at, State and 

National Park destinations in southern Marin County. 

• Tamalpais Transportation Improvement Project – Coordinated community outreach and planning to enhance multimodal 

circulation and improve traffic circulation in southern Marin County. This effort involved planning and 

environmental review for the ultimate construction of a new multi-purpose trail from Highway 101 to Tennessee Valley 

Beach, and replacement of the Coyote Creek Bridge on Highway 1. 

Environmental Review 

• Local Agency Formation Commission (LAFCO) – Prepared initial studies, leading to Mitigated Negative Declarations, 

for the Marin LAFCO to extend the service area boundaries of a sanitary district in Tiburon in order to reduce pollutants 

in the San Francisco Bay due to failing septic systems. 

• City of Alameda – Prepared an initial study, leading to a Mitigated Negative Declaration, for the Alameda Bicycle 

Master Plan. 


• Principal, Davidson Land Use Consulting – Mr. Davidson managed projects for private, corporate, non-profit, and public 

agency clients. He performed site assessments, project programming, site analysis and master planning. Mr. Davidson 

facilitated application processing for public agencies, managed professional services contracts, and prepared community 

plans, transportation plans, specific area plans, development codes, and subdivision ordinances. He also prepared 

necessary environmental studies and reports. 

• Planning Services Coordinator, Marin County Community Development Agency – Mr. Davidson managed current 

planning and enforcement divisions with a staff of 15. He facilitated community meetings, assisted decision makers with 

constituent concerns/issues, and coordinated organizational functions with the Director, staff, decision-makers, 

community groups, and other agencies. Mr. Davidson assisted County Counsel in litigation related to environmental and 

land use law. 

• Principal Planner, Marin County Redevelopment Agency – Mr. Davidson facilitated a $100 million mixed use project and 

an $8 million affordable senior housing project. He negotiated and managed contracts for legal, engineering, 

architectural, and financial services. Mr. Davidson prepared the Redevelopment Agency Budget, Statement of 

Page 2



Indebtedness, and Annual Report. He participated in bond financing including Mello-Roos, Marks-Roos, and Tax 

Increment financing, and secured project related funds and investments. 



American Institute of Certified Planners 

Page 3

Kevin Freibott 

CEQA Associate Planner 

Education 

B.S., Technology, Policy, and Management, Embry Riddle Aeronautical University, Prescott, AZ 


Mr. Freibott is an Associate Planner and Assistant Project Manager for several land use planning, housing and economics, 

environmental, and impact study projects. His responsibilities for PMC include: technical research and writing; coordination with 

clients, subconsultants, and local, state, and federal agencies; editing and quality control; and policy analysis and application. Mr. 

Freibott has more than ten years experience in technical and theoretical research as well as experience as a team leader, project 

manager, technical writer, process improvement expert, trainer, and educator. In addition to extensive experience with state and 

federal environmental regulation compliance, Mr. Freibott has participated in the processing and development of projects both 

large and small, including mining projects, commercial development, residential development, general plans, community 

redevelopment plans, housing allocations, and specific/area plans. 

Recent Project Experience 

• City of Leavenworth, On-Call Contract Staffing (Planner) – Processing development applications for the Community 

Development Department. Current projects includes subdivisions, conditional use permits, SEPA Determinations, 

coordination with outside state, local, and federal agencies, and administration of all levels of project processing. 

• City of Kennewick, Zoning Ordinance Amendments (Planner) – Processing a proposed amendment to the City’s zoning 

code to allow for wineries in open space zones, with consideration of effects on open space, public use, and secondary 

effects on adjacent properties. Also processing a proposed amendment to the City’s zoning code to allow for horizontal 

mixed-use development in certain commercial zones. Projects include preparation and execution of several public and 

stakeholder workshops. 

• County of San Luis Obispo, Housing and Economic Study (Lead Analyst) – Conducted a comprehensive analysis of 

existing demographics, including population, housing, and economics, for a technical report providing trends and issues 

related to the eventual formation of the County’s Housing Element and Economic Development Plan. Project included 

research into various data and projections for the County’s fourteen planning areas and various urban boundaries. 

Analysis considers critical areas, environmental constraints, and other issues related to growth management and housing 

capacity. 

• Pierce County, Buildable Lands Program (Lead Analyst) – Participated in a team that assisted Pierce County and its cities 

and towns in meeting the requirements of Buildable Lands legislation. Produced a Consistency Evaluation for the 

County, consistent with the Growth Management Act of Washington, which took into account critical areas, residential 

development capacity of each jurisdiction, historical trends, and regional Vision plans. Mr. Freibott’s key focus for this 

project was statistical analysis of prior housing development trends and future projections, including a weighted 

regression analysis of development records and their resultant effects on average density. 

• City of Madera, General Plan and EIR (Task Leader) – Provided initial research and coordination of the City of Madera’s 

General Plan Update. Assisted in the management and development of the Environmental Impact Report as well. 

Performed initial research into opportunities and constraints for inclusion in the existing conditions reports. Conducted 

research into regional Blueprint planning, land use constraints in the City and surrounding County, and the effects of the 

City’s airport on local land use decisions. Provided research and analysis of population projections. 

• City of Rancho Cordova, Current Planning and Environmental Planning (Planner) – Provided current and environmental 

planning for development projects of varying type and scale as a contract planner for the City. Projects included both



large-scale projects such as Specific Plans and Community Plans and smaller, single project-scale processing. Mr. 

Freibott’s key focus was in the area of state and federal environmental policy compliance as well as policy analysis and 

application, site design, and impact mitigation. 

• City of Rancho Cordova, General Plan and EIR (Planner) – Conducted policy research and analysis for the Circulation, Air 

Quality, and Noise elements of the City’s first General Plan. Performed research into current, past, and future residential 

development in the City as well as densities and zoning for use in the Housing element. Researched and recommended 

requirements for Transit Oriented Development incorporated into the Land Use element. Provided additional research 

and guidance in regards to operations, policies, and requirements of Mather Airport, located adjacent to the City. 

Researched and prepared the Public Services and Utilities section of the EIR, also assisted in the research and writing of 

the Circulation, Air Quality, Natural Resources, and Noise sections. 

• City of Rancho Cordova, Westborough Specific Plan (Planner) – Represented the City in a cross-jurisdictional design 

group during the development of the Specific Plan. Issues resolved included circulation, school siting, land use mix, 

habitat preservation, and coordination with several outside agencies including the Federal Bureau of Reclamation, the 

Airport Land Use Commission, local school districts, and the local Recreation and Park District. 

• City of Rancho Cordova, Aerojet Groundwater Extraction and Treatment (Project Manager) – Provided environmental 

compliance and policy analysis for a series of groundwater extraction wells and a treatment plant located across two 

jurisdictions. Successful completion of this project required intense coordination with several local stakeholders, the 

Federal EPA, and Aerojet/GenCorp as well as public outreach and response to resident concerns. Prepared and produced 

an MND/Initial Study for the project, which required close coordination with other agencies relying on the document for 

their environmental compliance. 

• City of Rancho Cordova, Traffic Impact Fee Nexus Study (Planner) – Conducted on-the-ground and GIS-based analysis of 

existing conditions for the development of a traffic fee nexus study. Project included close coordination between the City 

and an outside traffic consultant. 


• Process Management – Mr. Freibott has experience redesigning filing and tracking systems with a proven track record of 

improving efficiency in both hours of labor required per week and cost. He has designed systems that have uncovered 

major financial errors. He also has experience documenting these improvements and their attending procedures. 

• Public Outreach and Communications – Mr. Freibott has experience developing public outreach programs for public and 

private entities, including design and production of marketing and public information materials (both electronic and print) 

as well as production of technical manuals for public consumption. Mr. Freibott has organized and conducted focus 

groups and public interviews, public meetings and study sessions, and training sessions for both individuals and groups. 

• Customer Service – Mr. Freibott has managed a high-use computer lab for a private university, provided PC and 

telephone customer service through both phone-based help desk and technical work, maintained a several-thousand line 

phone and voicemail system, and provided private instruction in computer and web usage. In addition Mr. Freibott 

served as the first point of contact for students at a private university who were seeking career placement and advisement. 

• Technical and Marketing Analysis – Mr. Freibott conducted extensive research, interviews, and site visits into 

bioterrorism, pathogen detection, current technology, and threat analysis. He managed a team of analysts that visited a 

major metropolitan hospital and provided analysis of these factors as well as market potential for cutting-edge detection 

technology. He participated on a similar team that visited a major metropolitan airport for the same reason and produced 

two 100+ page technical reports on findings for each facility. The results of these studies were reported in aggregate to 

the Centers for Disease Control and President Bush’s Technical Advisor 

Page 2




Secretary, Inland Empire Section Executive Committee, Washington Chapter, American Planning Association 

Member, Northwest Association of Environmental Professionals 

Member, Planning Association of Washington 

Page 3

DRAFT 

CITY OF IONE 

IONE COMMUNITY PRESERVATION PROJECT 

MAIN STREET FAÇADE IMPROVEMENT 

PROGRAM OVERVIEW 

What is the Ione Main Street Façade Improvement Program? 

The program offers up to $2,500 in matching funds and, in certain castes, design 

assistance to businesses in the Ione Main Street program area in order to improve the 

appearance of individual building facades, signs and awnings, as well as the overall look 

of the district. 

The Ione Main Street Design Committee administers the Façade Improvement Program. 

The Committee is made up of the City Manager, City Planner and two City Council 

members who just want to improve the physical appearance of the community. 

This initial round of funding is a pilot project, and our goal for this round is to assist as 

many qualified projects as our funds allow. This grant will be offered on an ongoing 

basis as funding permits, and our goal is to fund larger projects in the future. The award 

amount is based on available funds, applicants, and other variables. For this round, much 

of the grant will be allocated to building rehabilitation/renovation projects in the form of 

a 50/50 matching grant (maximum) to business property owners. If your project exceeds 

the $2,500 maximum match for this round, please discuss your project with us a part of 

the application project. 

Who can apply for funding? 

Any building owner or store proprietor/tenant with lease authority or authorization from 

the owner can apply for funding. Properties must be commercial or residential properties 

turning commercial located within the Ione Main Street section of the historic district 

(See attached map). Tenants must have a minimum of two years remaining on their lease 

or an option to renew. 

We cannot provide assistance to properties owned and/or occupied, in whole or in part, 

by any of the following businesses or uses: adult bookstore, adult video shop, or other 

adult entertainment facility; check cashing facility; church or other religious or sectarian 

organization or use; college or university; community hall; fire station; gambling facility; 

gun shop; hospital; liquor store; massage parlor; multi-family or single-family housing 

development including the development of rental properties; nursing home, assisted 

living facility, crisis care center, group home, transitional housing, homeless shelter, or 

transient living facility; pawn shop; tanning salon; or tattoo parlor. 

Ione Community Preservation Project 

Main Street Façade Improvement Program Overview 

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What types of improvements are eligible for funds? 

• Exterior cleaning, painting, and/or paint removal 

• Masonry repair and repainting 

• Repair and replacement of architectural details or materials 

• Rehabilitation or compatible reconstruction of storefronts 

• Removal of metal siding and exterior slip covers (surfaces) 

• Restoration or replacement of deteriorated or hazards sidewalks 

• Repair or rehabilitation of signage 

• New signage 

• New awning or the rehabilitation of existing awnings 

• Removal of inappropriate or out-of-date signage 

Ineligible Expenditures: 

• IMPROVEMENTS MADE PRIOR TO GRANT APPROVAL 

• Interior rehabilitation unless it is essential to rehabilitate the building’s façade 

• Interior decoration 

• Refinancing of existing debt 

• Inventory and equipment 

• Sweat equity (payments for applicant’s own labor) 

• General business operations expenses (payroll, taxes, utilities, etc.) 

Priority Funding 

Priority for funds will be given to (not in order of priority): 

• Store signage (new and rehabilitating existing and historic signage) 

• Awnings – repair or installation 

• Removing non-historic elements from building facades 

• Rehabilitation or compatible reconstruction of storefronts 

How are projects selected for funding? 

Applications will be ranked and selected based on a clear and documented set of 

evaluative criteria. Depending on the number of applications, we may assign “waiting 

list” status to projects that qualify for selection, but do not rank as high as other 

applications selected for funding. 

This is a matching grant program, which means that the applicant pays a portion of the 

improvement and the City pays a portion. The amount of the match must be at least 1:1 – 

for every $1 the applicant spends on the project, the City matches $1. However, there is a 

maximum grant contribution by the City of $2,500 per project. 

The evaluative criteria and their respective weights are as follows: 



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• Impact (40%) – Overall impact of the project on the Ione Main Street District. 

Are inappropriate design elements removed? Will the project eliminate what was 

previously a liability for the commercial district? Does the project seek to restore 

the historical or architectural significance of the building? Does the project fall 

into a priority-funding category? 

• Financial Leverage (15%) – While we offer a maximum of 1:1 matching grant, 

projects that leverage more private investment will be graded higher than those 

seeking the maximum match. 

• Cost/Schedule (15%) – Is the project feasible from a cost and schedule point-ofview? 

• Sustainability/Permanence (15%) - How permanent is the improvements (signs 

are more interchangeable than new glazing, for example) and is there a 

maintenance plan for improvements? Does the business own the building? If not, 

how much time remains on the lease? 

• Community Contribution (15%) – Is the applicant a good neighbor? Is the area 

around the business kept clean and free of debris on a consistent basis? Does the 

business participate in organized City promotions or other community based 

activities? Does the applicant actively promote downtown Ione and their own 

business? 

Are there any design guidelines? 

Yes. The Design Committee of Ione Main Street is looking for façade projects that 

protect the historic integrity of the building and improve the overall appearance of the 

downtown area. The goal is to return the building facades in the downtown area to their 

appearance following their initial construction. We also recognize that some buildings 

may have a different period of architectural significance that supersedes the original 

construction appearance. 

Projects will consider the impact on the preservation of the historic fabric and character 

of the building; are original features being retained and repaired, are historic materials 

being used? For example, we would not support the installation of vinyl siding, but 

would support the repair and repainting of original wood siding. 

Projects should draw upon the history and architecture of the building, but should reflect 

the current use. We are not trying to recreate some past time in the history of Ione; 

instead we are trying to draw upon the architectural and historic distinctiveness of the 

downtown as a means to move Ione into a vibrant future. We strongly encourage creative 

new uses for the existing building stock. (Clark’s Corner is a good example of a 

preserved building with a new use.) We also encourage modern yet compatible awnings, 

signage, lighting and other fixtures to enhance the appearance of storefronts and 

downtown. 

Please refer to the Ione Main Street Design Guidelines for direction on signage, awnings, 

façade improvements and other aspects of commercial district design. Projects must 

conform to all appropriate zoning codes. Projects must also meet the approval of the Ione 



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Main Street Design Committee and the California Historic Trust requirements, if 

necessary. 

How does the application work? 

Grant funds are disbursed on a reimbursement basis and cannot be issued until the 

proposed project has been completed. WORK COMPLETED PRIOR TO LETTER OF 

COMMITMENT IS NOT ELIGIBLE FOR FUNDING. 

Application Process 

1. Meet with the City Manager and/or City Planner, or Design Committee prior to 

submitting application. The Design Committee may also invite applicants to 

discuss their project plans at a Design Committee meeting. Additionally, Ione 

Main Street’s Design Committee may provide design assistance/recommendations 

(free) to applicants depending on the scope of the project. 

2. Pay Application Fee of $___. Make checks payable to Ione Community 

Preservation Project. 

3. Complete grant application in full. Complete applications will include: 

• Illustrations of the proposed work or architectural drawings 

• Photos of the site and its relationship to adjoining sites 

• Color samples and texture of finish materials, where applicable 

• Landscaping plans, where applicable 

• Contractor proposals – A minimum of two licensed contractor proposals is 

required. At the discretion of the City, additional contractor proposals 

may be requested. 

• All building construction plans as may be required by the Building 

Official and/or City Planner. 



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SPECIAL MEETING STARTS AT 6:00 P.M. - City of Ione

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