PDA Investment & Growth Strategy

Transcription

1 PDA Investment & Growth Strategy 2014 Update Adopted The preparation of this report has been financed through a grant from the U.S. Department of Transportation and the Federal Highway Administration. Content of this report does not necessarily reflect the official views or policy of the U.S. Department of Transportation.

2 2 Contra Costa PDA Investment and Growth Strategy Update Table of Contents 1. Introduction... 1 Background... 1 PDA Objectives and Actions PDA Update... 5 Strategy Preparation and Public Outreach... 6 Next steps Plan Bay Area and the Priority Development Areas... 9 Background... 9 Definition and Types of PDAs Factors Affecting Development of the PDAs PDAS in Contra Costa Inventory of Contra Costa PDAs Investment & Growth Strategy Components Purpose Objectives PDA Strategy Actions Appendices Appendix A Appendix B Appendix C Appendix D Appendix E Inventory of PDAs in Contra Costa OBAG Funding Allocation Planning Grant Program Contra Costa PDA Portfolio Contra Costa Housing Elements

3 CHAPTER 1 Introduction BACKGROUND This Priority Development Area Investment and Growth Strategy Update (the PDA Strategy Update) has been prepared by the Contra Costa Transportation Authority (CCTA, or the Authority) pursuant to requirements of the Metropolitan Transportation Commission (MTC) as established in its Resolution 4035 (adopted May 17, 2012 and revised in November 2012). The PDA Strategy is a key implementation measure for the new MTC and Association of Bay Area Governments (ABAG) regional plan, Plan Bay Area. The Initial PDA Strategy was adopted by the Authority in April 2013 and submitted to MTC/ABAG prior to May 1, The PDA Strategy Update is part of the evolving PDA Strategy Program with regular updates. In addition to documenting PDA Strategy actions taken over the past year, this update provides a broader technical analysis framework for the PDAs and also evaluates the local jurisdiction s housing programs, pursuant to MTC requirements. The Association of Bay Area Governments (ABAG) and MTC have prepared new regional housing and employment growth forecasts as part of a regional plan titled Plan Bay Area that address the goals of the Sustainable Communities Strategy (SCS) as required under California law (SB 375). These SCS goals include improved linkages of land use and transportation planning to reduce greenhouse gases and combat impending climate change. As a part of this effort ABAG and MTC have worked with each Bay Area jurisdiction to identify Priority Development Areas (PDAs) which are transitserved locations where future growth may be accommodated in a way that promotes the goals of the SCS. To support the development of these PDAs, MTC required large counties such as Contra Costa allocate 70 percent of the federal funding available through the new OneBayArea Grant (OBAG) program to transportation projects or programs that support PDA development. PDAs were originally identified by local

4 2 Contra Costa PDA Investment and Growth Strategy Update governments as part of ABAG s regional FOCUS program that promoted a more compact land use pattern for the Bay Area. The FOCUS program was subsequently transformed into Plan Bay Area. A key aspect of Plan Bay Area implementation is a new framework for allocating federal transportation funding through MTC titled the One Bay Area Grant Program (OBAG). Through this program, the Authority and other congestion management agencies (CMAs) in the Bay Area will allocate Cycle 2 Federal Surface Transportation Program (STP) and Congestion Mitigation and Air Quality (CMAQ) funds for the next four fiscal years (FY through FY ). This new program is intended to encourage the development of PDAs by directing federal grant funds, through the county CMAs, to PDA-serving transportation projects. The PDA Strategy is intended to help CMAs set priorities for the OBAG funds in a manner that reflects the diversity of PDAs and describes how the transportation funding available through the OBAG program will be prioritized and allocated. The Initial PDA Strategy (and the subsequent OBAG project selection process) fulfilled this requirement for the current Cycle 2 funding. The Authority s goal, however, is to support PDA development over a longer time horizon than this current four-year funding cycle. Accordingly, the PDA Strategy includes an evaluation of existing and evolving conditions in Contra Costa s PDAs, including achievement of housing objectives, and sets up a framework for additional efforts that the agency will undertake to improve the link between transportation and the desired land use form. In addition to the OBAG funding, the Strategy will also align the Contra Costa Countywide Transportation Plan (CTP), which establishes the Authority s long-range policy guiding future transportation investments, programs, and advocacy over a 30-year time horizon, with the goals of Plan Bay Area. Accordingly the PDA Strategy will have the same time horizon as the current CTP (through 2040) and will be updated annually. PDA OBJECTIVES AND ACTIONS The Initial PDA Strategy set four objectives: 1. Establish a process for allocating OBAG funds that gives priority to projects that support and encourage the development of designated PDAs in Contra Costa County 2. Identify the infrastructure in the PDAs, both transportation and nontransportation, needed to support and encourage the development of designated PDAs and identify other barriers to the development of PDAs within Contra Costa

5 Introduction 3 3. Support local efforts to refine development policies within designated PDAs to better respond to market conditions, community objectives and available resources 4. Coordinate the investment in projects that support and encourage the development of PDAs with investments in the maintenance and improvement of the broader transportation system The first objective was completed and used to allocate the funding available through the OBAG program. The second applies to the 2014 PDA Strategy and, like the third and fourth, will be part of a continuing effort by the Authority to support the development of PDAs within Contra Costa. The Initial PDA Strategy also included eight actions to achieve these objectives. Four were completed during the past year. The others also apply to the 2014 PDA Strategy. 1. Establish a priority-setting (project selection) process that focuses the majority of OBAG funds on projects that support PDA development and transportation alternatives, with additional emphasis on the maintenance of the transportation system. Completed The Authority established an OBAG Project Selection Process and subsequently allocated the discretionary OBAG funding of $41 million to the top scoring projects. 2. Integrate support for the development of PDAs and the policies of the 2013 Regional Transportation Plan and Sustainable Communities Strategy into the 2014 Countywide Comprehensive Transportation Plan. In Process The Authority has begun the process of updating its Countywide Comprehensive Transportation Plan (CTP). One of the objectives of the 2014 update of the CTP will be to incorporate the SCS and transportation investments into the CTP and to set priorities for future updates to MTC s Regional Transportation Plan. The goals in the Authority s CTP already address many of the issues by the SCS and the Regional Transportation Plan. These include support for alternative modes of travel and cooperative planning to address countywide issues. The SCS, however, will call for a closer integration of land use and transportation planning. The 2014 CTP will need to address how best to balance this regional direction with its goal of cooperative planning and the limitations of Measure J. 3. Monitor the planning and development of designated PDAs in Contra Costa to understand infrastructure needs, market conditions and other barriers to their development.

6 4 Contra Costa PDA Investment and Growth Strategy Update In Process This ongoing effort will include tracking development trends and gathering information that can be used to refine the criteria for selecting future OBAG funded projects. This PDA Strategy Update contributes to this effort by providing a portfolio of PDAs documenting planning and development potential, infrastructure capacity and needs, funding capacity and consistency of local and regional policies and market demand. 4. Support local planning efforts, including the implementation of the PDA planning grant program and other CMA planning activities. In Process As part of Resolution 4035, MTC allocated $2.75 million to the Authority for the PDA Planning Grant Program. The program was established to support local jurisdictions in their planning and implementation of PDAs. These grants will help local jurisdictions develop a more focused strategy for achieving the aims for their PDAs and provide the Authority with detailed information on infrastructure needs, market demand and policy approaches appropriate for Contra Costa PDAs. The Initial PDA Strategy outlined the process for selecting projects and allocating this funding which the 2014 PDA Strategy will refine. The Authority will release a call for planning grants following adoption of the 2014 PDA Strategy with selection of grants schedule for September Refine the Authority s planning tools, including the Countywide Model, to provide technical support for PDA planning. In Process The new Countywide Transportation Model incorporated the PDAs, as well as a component for estimating greenhouse gas emissions, and the Authority has begun incorporating the new Plan Bay Area jobs and housing allocations. In addition, the Authority s new Technical Procedures document allows the use of new techniques and adjustments when evaluating PDAs and similar types of development where more traditional standards and approaches would not adequately assess the impacts of the development. 6. Investigate how Measure J funding programs might be aligned with OBAG and other regional funding programs to most effectively achieve the Authority s goals. On-Going As both the CMA for Contra Costa and the agency in charge of implementing Measure J (the County s sale tax measure), the Authority is entrusted with ensuring that both federal funds and local sales tax funds are invested wisely and effectively. As part of the 2014 CTP, the Authority will look at expected revenues and how it can use those funds, from whatever source, to achieve its goals and support an effective, sustainable transportation system. To help leverage transportation sales tax revenues to achieve Authority objectives and lessen the administrative burden of using federal

7 Introduction 5 funds, the Authority will investigate aligning the next cycle of OBAG funding with the next cycle of Measure J for TLC and pedestrian and bicycle funding. 7. Work with regional agencies to ensure that their programs and policies reflect the market and community conditions in Contra Costa and support PDA development in Contra Costa. On-Going Contra Costa contains a considerable diversity of PDAs. Through the development of the 2014 PDA Strategy, the Authority has worked with local jurisdictions to identify changes to regional policies on PDAs that would better reflect that diversity of market and community conditions. This could include changes to definitions of the PDA place types and the range of expected densities in them as well as regional approaches for supporting the development of PDAs in the region. The Authority will use the analysis conducted as part of the 2014 PDA Strategy as a springboard for working with MTC and ABAG to refine regional policies to reflect this diversity so that they will succeed in encouraging and supporting the development of PDAs in Contra Costa. 8. Advocate for changes to State laws and regulations and increased funding that support local efforts to develop their PDAs. On-Going Achieving PDA development objectives consistent with local policy and Plan Bay Area will require changes at the State level including legislative changes and new funding sources. The most likely changes would be refinement of CEQA requirements, consistent with the legislative efforts of MTC and other regional agencies, streamlining of the local assistance process, reducing the voter approval requirements for transportation sales tax measures, reinstating local redevelopment powers and improving the fiscal resources and flexibility of local governments PDA UPDATE The PDA Strategy Update includes additional information regarding the PDAs and an assessment of the housing policies and programs of the member jurisdictions. This information has been derived from previous research and analysis of the PDAs during preparation of the Initial PDA Strategy and also more recent outreach to the member jurisdictions who are responding to an information request from the Authority. The additional information regarding the PDA addresses four general topics: 1. Planning and development potential: An assessment of development capacity as is influenced by existing development conditions, existing land use plans and regulations, and market conditions. 2. PDA Infrastructure Capacity and Needs: An assessment of PDA infrastructure capacity focusing on the amount of development that can be accommodated with-

8 6 Contra Costa PDA Investment and Growth Strategy Update in existing capacity and the major infrastructure investments needed to expand infrastructure capacity necessary to meet ABAG s PDA housing and employment targets. 3. PDA Funding Capacity: Assessment of PDA infrastructure and housing funding capacity and how that capacity can be improved through OBAG or other new funding sources. 4. Review of Plan Bay Area PDA Definition and Allocations: Identification of PDAs where Plan Bay Area policies may not reflect market and community conditions and identifying where alternative place types or boundary changes may be appropriate. In these cases the PDA review may lead to recommended changes to local policies regarding infrastructure needs and funding and realignment of regional planning targets with economic and financial realities. Recommended revisions to regional policies, including suggestions for changes to the PDAs and the housing and employment targets would occur as part of the future updates to Plan Bay Area. An assessment of the individual Housing Elements of the member jurisdictions is also being prepared along with efforts to align Authority programs including the Planning Grant Program and the OBAG funding in ways that assist the member jurisdictions with meeting the Regional Housing Needs Allocations. STRATEGY PREPARATION AND PUBLIC OUTREACH In preparing the 2014 PDA Strategy and implementing the PDA Planning Grant Program, Authority and consultant staff focused first on meeting with local planning staff to update and expand information about the PDAs within their jurisdiction. The changes in this update reflect the information gained through those conversations. This outreach began with a presentation to the Contra Costa Planning Directors at their meeting in January 2014 and continued with contacts made through February and early March. Another key forum for developing the PDA Strategy was the PDA Working Group. This group, made up of a combination of staff from local jurisdictions and transit agencies and representatives from the development community and groups, met in March 2014 to review and comment on the draft 2014 PDA Strategy. The strategy was then taken to the Authority s Technical Coordinating Committee, Planning Committee and Authority Board for adoption. COMMENTS RECEIVED ON THE INITIAL PDA STRATEGY The Initial PDA Strategy adopted in 2013 was circulated to local jurisdictions and RTPCs in Contra Costa in June 2013 with comments due by the end of July. The Au-

9 Introduction 7 thority received comments from the City of Antioch and SWAT (the Southwest Area Transportation Committee) on the Initial PDA Strategy. This document responds to those comments. In addition, ABAG sent a letter in January 2014 commending the Authority on the quality and thoroughness of the Initial PDA Strategy. NEXT STEPS Following its adoption of the PDA Strategy Update by the Authority it will be forwarded to MTC for review and comment. As noted above, the PDA Strategy is an evolving program; consistent with this programmatic approach, the first update provides greater detail regarding the development potential and infrastructure needs of the PDAs in Contra Costa, and documents the individual jurisdiction s existing affordable housing policies. This PDA assessment and documentation of housing policies, programs, and performance is an ongoing effort. The Authority will continue refining this information through its outreach and technical support efforts with the local agencies. Specifically, as part of administration of the Planning Grant Program and related technical support efforts, Authority staff will continue to gather and update detailed information related to Contra Costa s PDAs. This information will be used to support the Authority s broader PDA planning and infrastructure financing efforts. As required by Resolution 4035, the Authority will update the PDA Strategy annually thus the Authority will continue to assist its member jurisdictions with PDA development and conduct additional analysis leading to the next update in May of 2015.

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11 CHAPTER 2 Plan Bay Area and the Priority Development Areas BACKGROUND During recent years there has been an increasing emphasis in transportation planning on integrating land use planning and transportation investment decisions to allow more people to use transit, walk or bike to meet their daily needs. For years in the Bay Area, worsening traffic congestion in a constrained urban environment, changing demographics and significant population growth have led ABAG and MTC to engage with sustainable planning efforts to maintain the Bay Area s high quality of life and economic productivity. The OBAG program originated with the regional FOCUS program, which started in Following passage of SB 375 this program transformed into the regional Sustainable Community Strategy (SCS) planning effort that has resulted in Plan Bay Area. A key aspect of the SCS and Plan Bay Area is to focus growth in the Bay Area s PDAs. By getting more jobs and housing closer to frequent transit service with supportive land uses and walkable design, people will need to make fewer trips in single-occupant vehicles. With fewer vehicle miles traveled, per capita emissions of greenhouse gases would be reduced, which is the main objective of SB 375 and the SCS. The Preferred Land Use and Transportation Investment Strategy, approved by MTC and ABAG on which Plan Bay Area is based, promotes compact, mixed-use development that combines both residential and commercial uses and is located close to public transit, jobs, schools, shopping, parks, recreation and other amenities. The OBAG program provides funding incentives designed to stimulate the production of housing in areas well served by transportation, particularly public transit using allocation of the federal transportation dollars to reward jurisdictions that accept housing allocations through the states Regional Housing Need Allocation (RHNA) process and that actually produce housing.

12 10 Contra Costa PDA Investment and Growth Strategy Update The need for integrated land use and transportation planning acquired new urgency upon passage of two landmark pieces of state legislation that mandate reductions in greenhouse gas emissions: California Assembly Bill 32 (AB 32), the Global Warming Solutions Act of 2006 which mandates a reduction in California s greenhouse gas emissions to 1990 levels by Senate Bill 375 (SB 375), the Sustainable Communities and Climate Protection Act of 2008 which mandated a new regional planning effort in California intended to achieve the emissions reductions expected from the land use sector under AB 32. SB 375 aims to reduce greenhouse gas emissions from passenger vehicles through better coordination between transportation investments and land use decisions. A key mechanism that is being used to achieve these reductions is to directly connect the region s primary transportation funding instrument with regional growth projections. SB 375 requires every regional Metropolitan Planning Organization, or MPO MTC is the MPO in the Bay Area to incorporate a Sustainable Communities Strategy (SCS) into its Regional Transportation Plan (RTP). The SCS is a regional land use strategy that outlines how to house all projected population growth at all income levels within the region. The RTP must accommodate this growth and invest in transportation projects that will reduce greenhouse gas emissions. Working together, ABAG and MTC used the PDAs as the foundation for identifying areas for future population and employment growth in the Bay Area s SCS. In Contra Costa, the FOCUS program spanned from 2005 through It involved a comprehensive, multijurisdictional countywide effort to begin to identify PDAs and assess their benefits. MTC and ABAG have incorporated Contra Costa s work on FOCUS into a number of different land use scenarios that were evaluated and applied in the development of the SCS. The Preferred Land Use Scenario in the SCS is called the Jobs-Housing Connection Scenario. This scenario accommodates more than two thirds of the housing production in PDAs on about four percent of the region s land area. MTC s Resolution 4035 and the OBAG Program have combined all these policy efforts the federal transportation program, the FOCUS program with its PDAs and PCAs, SB 375 and the Sustainable Communities Strategy in an effort to reward jurisdictions that are planning for and producing housing, both market rate and affordable, in their PDAs. This is a distinct change from past rounds of federal transportation funding which were largely distributed to cities by formula based on population and/or road miles and mostly used for local streets and roads projects.

13 Plan Bay Area and the Priority Development Areas 11 MTC is now placing less emphasis on geographic equity and instead focusing funds on multimodal investments in areas that are willing to and capable of absorbing population growth. The specific policy objectives and implementation requirements of the OBAG program and how the Authority incorporated them into the programming of OBAG funds is described in Chapter 4. DEFINITION AND TYPES OF PDAS PDAs are locally-identified, infill development opportunity areas within existing communities. Currently, Contra Costa has 37 PDAs, all voluntarily designated by local jurisdictions and approved by ABAG. PDAs are generally areas of at least 100 acres where there is local commitment to developing more housing along with amenities and services to meet the day-to-day needs of residents in a pedestrian-friendly environment served by transit. To be eligible to become a PDA, an area had to be within an existing community, near existing or planned fixed transit or served by comparable bus service, and planned for more housing. (1) To qualify as a PDA an area must meet the following requirements: Area Size and Planning: the area being proposed for designation as a priority development area should have a minimum size is 100 acres, which equals an area of approximately a ¼ mile radius. A PDA should be part of an existing plan that is more specific than a general plan, such as a specific plan or an area plan. Existing Community: the area is within an existing urbanized area, lies within an urban growth boundary or limit line if one is established, and has existing or planned infrastructure to support development that will provide or connect to a range of services and amenities that meet the daily needs of residents making non-motorized modes of transportation an option. Housing: the area has plans for a significant increase in housing units to a minimum density of the selected place type from the Station Area Planning Manual, including affordable units, which can also be a part of a mixed use development that provides other daily services, maximizes alternative modes of travel, and makes appropriate land use connections. Near Transit: (1) the area around an existing rail station or ferry terminal (typically a half-mile around the station), (2) the area served by a bus or bus rapid 1

14 12 Contra Costa PDA Investment and Growth Strategy Update transit corridor with minimum headways of 20 minutes during peak weekday commute periods, or (3) the area defined as a planned transit station by MTC s Resolution Initially, some 94 PDAs were designated and evaluated by the related local jurisdictions as part of the regionwide FOCUS Program. This number has increased as local jurisdictions proposed additional PDAs. Plan Bay Area identifies some 169 PDAs in locations throughout the Bay Area have been designated, vetted, and approved by the respective local governments as legitimate locations for sustainable growth; the precise number of PDAs changes as some PDAs are dropped or divided. Originally, PDAs focused on housing production. The definition was later expanded, however, to include jobs creation, a critical element in the success of PDA development. Research shows that increasing a community s density and its accessibility to job centers are the two most significant factors for reducing vehicle miles travelled (VMT). Moreover, the ABAG housing targets are dependent upon expanded employment opportunities throughout the Bay Area. PDA Types The PDAs fall into one of eight urban Place Types as have been defined by ABAG as part of Plan Bay Area. High Development Intensity Regional Center Primary center of economic and cultural activity for the region. Served by frequent, regional and intercity rail transit with major sub-regional and local connections. City Center Sub-regional center of economic and cultural activity with some regional destinations. Served by frequent dedicated regional transit with connections to frequent sub-regional and local service. Urban Neighborhood Residential areas with a mix of residential and localserving retail uses. Served by frequent dedicated regional transit with connections to some sub-regional and local service. Medium Development Intensity Mixed-Use Corridor Focus of local community and economic activity for areas without a distinct center. Served by sub-regional transit (in some cases dedicated) and local transit.

15 Plan Bay Area and the Priority Development Areas 13 Suburban Center Both origin and destination settings for commuters, with a mix of transit service connected to the regional network. Contains a mix of residential, employment, retail, and entertainment uses, usually at slightly lower intensities than Regional Centers, but similar to City Centers. Served by dedicated regional transit with strong connections to sub-regional and local service. Employment Center Regional and sub-regional serving districts focused on employment generating uses. Served by dedicated regional or subregional transit (in some cases dedicated) and some local transit. Can also be served by employer shuttles. Moderate Development Intensity Transit Town Center Local center of economic and cultural activity with a range of housing options and local amenities. Served by dedicated regional or subregional transit with strong connections to local transit. Transit Neighborhood Residential neighborhoods with a variety of housing options and local retail and services. Served by dedicated regional or subregional transit, with some connections to local transit. In addition, ABAG has identified two rural PDAs: Rural Town Center and Rural Corridor. Jurisdictions in Contra Costa have designated most of the PDAs as Transit Neighborhood, Transit Town Center or Mixed-Use Corridor (10 each) with one Regional Center, two City Centers and five Suburban Centers. No Urban Neighborhood, Employment Center or rural PDA has been designated in Contra Costa. FACTORS AFFECTING DEVELOPMENT OF THE PDAS ABAG and MTC recognize that creating a more compact urban form in the Bay Area, especially within designated PDAs, will face a number of challenges. Most of the PDAs are located in urban areas that are fully or nearly fully developed that must be intensified and redeveloped to achieve the regional housing and job growth targets. The development readiness of the individual PDAs is affected by many factors beyond the simple physical capacity of the area. Also, development readiness varies substantially between the PDAs. Where conditions are favorable, PDAs are likely to grow in excess of the SCS forecast. Where multiple constraints exist that may impede development, PDAs are likely to grow much more slowly. Reducing these development constraints,

16 14 Contra Costa PDA Investment and Growth Strategy Update through coordinated investment and local policy reforms, constitutes the underlying purpose of the PDA Strategy. The following types of constraints have been identified as a part of the development of Plan Bay Area. Policy Policy Constraints. A policy constraint occurs when the existing local land use policies (land uses, densities, etc.) do not allow the development intensity necessary to accommodate the SCS housing and/or jobs forecast for the PDA. Overall, local planning and zoning in Contra Costa appear to be largely consistent with the uses and densities envisioned in the SCS Jobs Housing Connection Scenario. There are PDAs, however, where the policies in place may limit PDA development or where additional planning and environmental review could further improve development readiness. The general consistency of the SCS forecast and local land use planning reflects the fact that, during the development of Plan Bay Area, ABAG and MTC conducted a significant local jurisdiction and public outreach program including a locally completed assessment of development capacity and readiness and also responses to a range of alternative growth scenarios. Market Feasibility Market Constraints. Market constraints occur when local real estate market conditions, presently or as expected in the future, do not support the type or intensity of development implied by the SCS forecast for the given PDA. While market prospects for multifamily and mixed use development have recently been and will likely remain strong in the inner Bay Area PDAs, conditions in the more outlying PDAs where more traditional suburban development dominates are less certain. Market demand may also lag in those PDAs with unfavorable demographic or institutional conditions. It is important to note that the SCS forecast is long range through the year 2040 and that during this time market conditions in those areas currently facing market constraints will likely improve. However, it is also the case that market constraints are more difficult to influence (through policy changes and investment) than the other development constraints. Financial Feasibility Constraints. Financial feasibility constraints occur when potential new development does not create enough value (i.e. sales prices or rental values) to offset the cost to construct this development. In combination, the above policy, market, and physical constraints evident in some of Contra Costa s PDAs will make the desired multifamily and mixed use development

17 Plan Bay Area and the Priority Development Areas 15 there infeasible from a private investment standpoint, particularly in the coming decade. Over time these financial feasibility constraints are expected to l diminish as market conditions improve, infrastructure constraints are resolved (as suggested above) and as public and private redevelopment efforts become successful. Providing affordable housing presents a particular financial feasibility constraint as substantial subsidies will be required in most cases to achieve the desired levels of affordable housing in the PDAs. This is especially true where land costs are high. Assembling an adequate, consistent, and flexible strategy for providing such subsidies will be one of the key challenges of PDA development. Setting Infrastructure Constraints. Infrastructure constraints occur when development as envisioned in the SCS forecast cannot be supported due to deficiencies in major infrastructure (transportation system, public parking, water and sewer utilities, transit services, etc.) serving a given PDA. Many Contra Costa PDAs are served by substantial transit service and infrastructure capacity that can accommodate additional infill development and intensification. There are PDAs, however, where this basic infrastructure is inadequate and that will require substantial public investment to improve capacity and development readiness. Sustaining and improving transit service will continue to be an important part of achieving PDA development objectives. In nearly all PDAs a concerted local and regional effort to build and maintain adequate infrastructure and urban amenities in the PDAs will be necessary. The OBAG program is one part of this effort. Transit Infrastructure and Service Constraints. One of the defining characteristics of PDAs is the availability of transit service. PDAs in Contra Costa, however, vary widely in the type and level of transit service: some of the PDAs benefit from having BART stations and multiple bus routes while others have single route bus service. In both cases there can be transit constraints. In the transit-rich PDAs (e.g. Concord) existing transit infrastructure, including the station area, parking facilities, and access may be inadequate to meet demands or take advantage of planned PDA housing and employment growth. Resolving these deficiencies can require a substantial capital investment that may not be included in local jurisdiction PDA infrastructure financing plans. In other PDAs limited transit service infrastructure and service levels (the San Pablo Corridor in West County) may inhibit development potential. Given the multijurisdictional character of transit service and complex funding formulae, a higher level of inter- jurisdictional cooperation may be necessary to support PDA development.

18 16 Contra Costa PDA Investment and Growth Strategy Update Site-related Constraints. Site-related constraints occur where development capacity of the PDA is derived from redeveloping existing urban uses. While there are some vacant sites in most of Contra Costa PDAs and a few (e.g. Concord s Community Reuse Area) with substantial vacant space, much of the development capacity will come from redeveloping existing commercial land uses with new multifamily or mixed-use development. In many instances, small parcels with problematic configurations will require private or public parcel assembly to create adequate development sites. The re-instatement of local redevelopment powers by State legislative action would be important in addressing this constraint. Context Constraints. PDAs do not exist in a vacuum. Many of them are crossed or bordered by major routes carrying significant regional traffic. Often that traffic is destined for the PDA itself, especially when the PDA includes a transit station. Sometimes this regional traffic is merely passing through. In either case, development of the PDA will need to address the impacts of regional traffic while ensuring that the design of the PDA supports and gives priority to walking, bicycling and transit use. PDAs are also part of the surrounding community and the pattern of land uses and access encompassing PDA will affect the design and pattern of land uses within the PDA. These surrounding land uses may limit the types and intensity of development within the PDA. Infrastructure and Financing Infrastructure Financing Constraints. Financing constraints occur when the cost of needed infrastructure exceeds the ability of the local jurisdiction to pay for these improvements. With the demise of redevelopment agency powers, local governments have limited authority and financing capacity to promote or pursue redevelopment projects by assembling land or subsidizing desired private development. Where market conditions are strong, the private sector may have adequate incentive to invest; where market conditions are weak or development costs are high, lack of redevelopment powers and public financing will impede PDA development. While the OBAG program will provide additional funding, the amount available, when compared to the infrastructure investments required, will not satisfy those needs. Additional funding from federal and State sources as well as more flexible local and regional funding sources, as may be granted by State legislation, will be necessary to overcome this constraint. Fiscal Constraints. Fiscal constraints occur when local jurisdictions cannot support the additional costs of maintaining the infrastructure or providing municipal services needed by the new development. This issue is of particular concern now given the fiscal effects (reduced tax flows to local government) of the

19 Plan Bay Area and the Priority Development Areas 17 Great Recession and related State budget actions. At a minimum, fiscal constraints reduce the incentive for local governments to accommodate new development (in PDAs or elsewhere). While compact urban development is inherently more efficient and more easily provided with municipal services, local governments will need support with improving the efficiency of municipal services and increasing the local tax base. The Authority's Local Street Maintenance and Improvement Program is an example of countywide funding that supports local maintenance efforts. The Authority s PDA Strategy describes the actions it can take to address the development constraints described above (particularly those related to transportation infrastructure) and thus promote PDA investment and development. Specifically, the Authority s efforts supporting PDA development include providing technical assistance related to transportation planning and other PDA planning matters, funding land use planning efforts through the Planning Grant Program, and funding transportation improvements through the OBAG Program or regional funding sources. Broader State, regional, and local efforts will certainly be needed to address PDA development constraints and through this effort achieve Plan Bay Area PDA development goals. The Authority, through its ongoing local jurisdiction technical support efforts and its coordination with ABAG and MTC will align its PDA actions with these other agency efforts.

20 CHAPTER 3 PDAS in Contra Costa INVENTORY OF CONTRA COSTA PDAS The PDAs in Contra Costa, as shown on Table 3-1, are located in each part of the county. Only Brentwood, Clayton and Danville do not have a PDA. Table 3-1 PDAs by Geographic Area Sub-Area Number Sponsoring Jurisdictions West 16 El Cerrito, Hercules, Pinole, Richmond, San Pablo, West Contra Costa Transportation Advisory Committee, Contra Costa County Central 8 Concord, Martinez, Pleasant Hill, Walnut Creek, Contra Costa County Southwest 5 Lafayette, Moraga, Orinda, San Ramon East 8 Antioch, Oakley, Pittsburg, Contra Costa County Total 37 As noted above there are eight Place Types of PDAs. Table 3-2 shows the sub-area location of PDAs by these place types. Three place types Transit Town Center, Transit Neighborhood, and Mixed-Use Corridor make up the majority of the PDAs in Contra Costa. Of the 37 PDAs, 25 of them (75 percent) are in one of these three categories. Another 15 percent five PDAs are designated Suburban Center. Of the remaining three PDAs, one is designated Regional Center (Concord Community Reuse Area), one City Center (Downtown Concord) and one Employment Center (San Pablo Rumrill Boulevard). Table 3-2 below lists all 37 PDAs in Contra Costa by their designated place type.

21 PDAs in Contra Costa 19 Table 3-2 PDAs in Contra Costa by Place Type Place Types PDA Names Total Regional Center Concord Community Reuse Area 1 City Center Downtown Concord 2 Central Richmond Suburban Center Pinole Old Town Hillcrest ebart Station 5 West Downtown Walnut Creek Oakley Employment Focus Area San Ramon City Center Employment Center San Pablo Rumrill Boulevard 1 Transit Town Center Hercules Waterfront District Appian Way Corridor (Pinole) Moraga Center Downtown Orinda North Camino Ramon (San Ramon) Hillcrest ebart Station Area (Antioch) Rivertown Waterfront (Antioch) Downtown Oakley Railroad Avenue ebart Station (Pittsburg) 9 Urban Neighborhood None 0 Transit Neighborhood Central Hercules Downtown Lafayette 10 South Richmond Diablo Valley College (Pleasant Hill) North Richmond Potential Planning Area (Oakley) Concord Community Reuse Area Downtown Pittsburg Downtown Martinez Pittsburg/Bay Point BART Station Mixed-Use Corridor San Pablo Avenue Corridor Norte and Central (El Cerrito) San Pablo Avenue & 23rd Street (San Pablo) 8 Central Richmond & 23rd Street Corridor San Pablo Avenue Corridor (WCCTAC) Buskirk Avenue Corridor Downtown El Sobrante Contra Costa Centre Total 37 A portfolio inventory of the Contra Costa PDAs is provided in Appendix A. While existing development conditions in PDAs vary, nearly all of the Contra Costa PDAs are existing urbanized areas that must achieve the household and employment growth through infill of the limited remaining undeveloped properties and redevelopment of existing underdeveloped. A notable exception to this pattern is the Concord Community Reuse Area (formerly the Concord Naval Weapons Station), which will be

22 20 Contra Costa PDA Investment and Growth Strategy Update developed as an entirely new urban neighborhood from the prior Concord Naval Weapons Station. Figures 1 through 4 show the locations of the PDAs within each of the county s four sub-areas. Table 3-3 below compares the existing and forecast jobs and households in both PDAs and the rest of Contra Costa. This comparison demonstrates the primary role that PDAs will play in accommodating expected future growth. Overall, the existing households in the PDAs will increase 115 percent to over 100,000 households by 2040 while employment in Contra Costa PDAs will increase 60 percent to almost 188,000 jobs. About 60 percent of both new employment and new households will occur in PDAs. This is despite the fact that PDAs make up only 3.3 percent of Contra Costa and only seven percent of area with the Urban Limit Line. Table 3-3 Growth in PDAs and Non-PDA-Areas in Contra Costa, Growth Share of All Contra Costa Total Percent Share of Growth PDAs Jobs 117, ,761 70,597 60% 34% 40% 59% Households 46, ,236 53, % 12% 22% 61% Non-PDAs Jobs 227, ,693 49,936 22% 66% 60% 41% Households 328, ,836 34,074 10% 88% 78% 39% Contra Costa Jobs 344, , ,533 35% Households 375, ,072 87,708 23% Appendix C, Tables C-1 through C-4, provide detailed information on the existing households and population within the PDAs and the amount of growth anticipated in the Plan Bay Area Jobs/Housing Connection Scenario, for each of the county s four subareas.

23 FIGURE 1 WEST COUNTY PDAS

24 22 Contra Costa PDA Investment and Growth Strategy Update FIGURE 2 CENTRAL COUNTY PDAS

25 PDAs in Contra Costa 23 FIGURE 3 EAST COUNTY PDAS

26 24 Contra Costa PDA Investment and Growth Strategy Update FIGURE 4 SOUTHWEST COUNTY PDAS

27 CHAPTER 4 Investment & Growth Strategy Components PURPOSE The Contra Costa PDA Investment & Growth Strategy describes the Authority s actions for encouraging and supporting development within PDAs. The Initial PDA Strategy completed in April 2013 focused on establishing a process for setting priorities for OBAG funding, focusing upon the transportation investments funded through the OBAG Program on projects and programs that aid local jurisdictions in developing their PDAs. The Initial PDA Strategy also outlined a longer-term set of actions intended to fund needed transportation infrastructure and help local jurisdictions with planning for their PDAs. Such planning efforts can better reflect market conditions and potential, local goals and policies, and the character and constraints of each PDA. The Authority s activities will provide information, technical assistance, transportation funding support, and advocacy for additional PDA supporting funding. Each annual PDA Strategy Update will document actions taken during the prior year and outline ongoing efforts. As part of these annual updates, the Authority will update and expand information on the status of the PDAs and development conditions. This further detail will allow the Authority to refine the actions in the PDA Strategy. By better understanding conditions in our PDAs and linkages between infrastructure investments and construction of new housing and commercial development projects, the agency will be in a much better position to support PDAs. This information can help the Authority to identify transportation investments that can help overcome barriers to development within PDAs and to better assess readiness for future funding. The Authority will work to refine this PDA Strategy so that transportation investments are most effectively targeted to catalyze new housing and jobs in areas with multimodal transportation options.

28 26 Contra Costa PDA Investment and Growth Strategy Update The PDA Strategy recognizes that Contra Costa PDAs are highly diverse and that different strategies and levels of resources will be required to achieve their planned and allocated development. Improving coordination between land use and transportation has long been one of the Authority s goals since the adoption of its first Countywide Comprehensive Transportation Plan (CTP) in This goal and the Authority s support for alternative ways of traveling are embodied in the most recent CTP, adopted in 2009, and is a priority for the agency moving forward as it prepares its CTP The ongoing monitoring of land use and transportation conditions in Contra Costa will help the Authority meet MTC s requirement that the Authority monitor land use changes in Contra Costa. This includes jurisdictions efforts to approve sufficient housing for all income levels as part of the Regional Housing Needs Allocation (RHNA) process and to develop and implement policies that will help PDAs achieve a mix of income levels among their populations. OBJECTIVES The Authority adopted four objectives as part of the Initial PDA Strategy. These objectives focus both on supporting the development of PDAs in Contra Costa through the priorities for OBAG funding, identification of infrastructure needs and local planning and on coordinating support for PDAs with the broader needs for maintaining and improving the broader transportation system in Contra Costa. The objectives will continue to guide the PDA Strategy as it is updated year-to-year. 1. Establish a process for allocating OBAG funds that gives priority to projects that support and encourage the development of designated PDAs in Contra Costa 2. Identify the infrastructure in the PDAs, both transportation and nontransportation, needed to support and encourage the development of designated PDAs and other barriers to the development of PDAs within Contra Costa 3. Support local efforts to refine development policies within designated PDAs to better respond to market conditions, community objectives and available resources 4. Coordinate the investment in projects that support and encourage the development of PDAs with investments in the maintenance and improvement of the broader transportation system PDA STRATEGY ACTIONS Eight actions steps were identified in the Initial PDA Strategy. The actions focus on the range of activities the Authority can complete to encourage the development of PDAs in Contra Costa and to use its federal transportation funding to implement the goals

29 Investment and Growth Strategy Components 27 both of Plan Bay Area and of the Authority s CTP and Measure J. The following discussion of these actions describes progress to date and also ongoing planning and technical support efforts. 1. Implementing OBAG Grant Program MTC created the OneBayArea Grant (OBAG) program as a way to better integrate the region s federal transportation program with California s climate law (Senate Bill 375, Steinberg, 2008) and the Sustainable Communities Strategy. It focuses transportation improvements to support the production of housing. Three policies drive the OBAG program: Reward jurisdictions that accept housing allocations through the Regional Housing Need Allocation (RHNA) process and produce housing with transportation dollars Support the Sustainable Communities Strategy for the Bay Area by promoting transportation investments in Priority Development Areas (PDAs) Delegate to the CMAs the responsibility for programming more funding and more flexibility in how those funds are programmed. The OBAG funds can be used to fund any of the following six types of transportation improvements: Local Streets and Roads Preservation Bicycle and Pedestrian Improvements Transportation for Livable Communities Safe Routes To School/Transit Priority Conservation Area Planning and Outreach Activities The Initial PDA Strategy, in Appendix E, established the process and criteria for selecting projects to be funded through the OBAG program. Consistent with the fourth objective of the PDA Strategy to balance supporting PDA development with the maintenance of the transportation system the Authority roughly split the OBAG funding between a competitive share for projects specifically supporting PDAs and a share allocated by formula to all jurisdictions for roadway maintenance. Much of the maintenance funding also went to maintain roadways in PDAs. (MTC required that at least 70 percent of the OBAG funds must be allocated to projects or programs that are in, directly connect to, or provide proximate access to PDAs.)

30 28 Contra Costa PDA Investment and Growth Strategy Update Table 4-1 Projects Funded through Cycle 2 OBAG Program Competitive Share OBAG Projects Sponsor Amount San Pablo Avenue Complete Streets Project San Pablo $5,978,000 Detroit Avenue Complete Streets Project Concord $2,154,000 Ohlone Greenway Station Access, Safety and Placemaking El Cerrito $3,468,000 Last-Mile Bike and Pedestrian Access to BART Concord $1,195,000 Richmond BART Station Intermodal Improvement Project BART $2,900,000 Pittsburg Multimodal Transit Station Access Improvements Pittsburg $1,300,000 Golf Club Road/Old Quarry Road Enhancement Project Pleasant Hill $4,770,000 Hercules Intermodal Transit Center / Hercules Bayfront Village Hercules $2,584,000 Local Streets and Roads Maintenance Projects Sponsor Amount $24,349,000 Dornan Drive/Garrard Blvd Tunnel Rehabilitation Richmond $413,000 9th Street Roadway Improvements Antioch $673,000 Balfour Road - Overlay Brentwood $290,000 Collector Street Rehabilitation - CIP No Clayton $386,000 City of Concord Pavement Rehabilitation Concord $757,000 Countywide Overlay Project Contra Costa County $1,941,000 Sycamore Valley Road & El Cerro Boulevard Pavement Rehab Danville $933, Pavement Rehabilitation Program El Cerrito $630,000 Pavement Rehabilitation of Refugio Valley Road Hercules $702,000 Mt. Diablo Boulevard West End Pavement Management Lafayette $584,000 Downtown PDA Pavement Restoration Project Martinez $1,023, Moraga Road (St Mary's to Draeger) Resurfacing Project Moraga $709,000 West Cypress Road and Big Break Road Pavement Rehab Oakley $1,031,000 Ivy Drive Pavement Rehabilitation Orinda $552,000 San Pablo Avenue Rehabilitation (Pinole Shores to Sunnyview) Pinole $453,000 Railroad Avenue Improvements Pittsburg $299,000 Contra Costa Boulevard Improvement (Taylor to Chilpancingo) Pleasant Hill $799,000 Richmond Local Streets and Roads Preservation Richmond $3,030,000 San Pablo 2013 Pavement Preservation Project San Pablo $454,000 San Ramon Valley Boulevard Pavement Rehabilitation San Ramon $291,000 North Main Street Preservation Project Walnut Creek $655,000 $16,605,000 GRAND TOTAL $40,954,000

31 Investment and Growth Strategy Components 29 Following a call for projects from the member jurisdictions the Authority proceeded to select OBAG funded projects. As shown in Table 4-1, the OBAG program funded eight projects through the competitive share and 21 projects through the formula-based maintenance share, for a total of $41 million. Appendix B provides a more detailed listing of OBAG funded projects. No additional funding is expected to be available through MTC s OBAG program over the next year, the period in which the 2014 PDA Strategy will be in effect. For that reason, the 2014 update will not revise the OBAG criteria. The Authority, along with other CMAs and agencies, are working with MTC to review the OBAG program and to identify ways it might be improved. Because MTC will set the objectives and framework for the next OBAG funding cycle, any changes to the criteria the Authority establishes now would likely need to be changed again once MTC s revised guidelines were adopted. 2. Integrating PDA Support Efforts with the CTP The Authority has begun the process of updating its Countywide Comprehensive Transportation Plan (CTP). One of the objectives of the 2014 update will be to incorporate Plan Bay Area and related transportation investments into the CTP and to set priorities for future updates to MTC s Regional Transportation Plan. The goals in the Authority s current CTP already address many of the issues by Plan Bay Area and the Regional Transportation Plan. These include support for alternative modes of travel and cooperative planning to address countywide issues. Implementing Plan Bay Area, however, will call for a closer integration of land use and transportation planning. The 2014 CTP will need to address how best to balance Plan Bay Area goals with its goal of cooperative local planning and the policy and funding framework of Measure J. 3. Monitor Planning and Development of PDAs As a part of its transportation modeling efforts the Authority has historically maintained a detailed land use data base that records, in a GIS mapping format, details regarding land use throughout Contra Costa. This land use data base which includes existing and future land use, population, and employment data will assure that the Countywide Model accurately reflects current conditions on the ground as well as adopted projections (e.g. ABAG Projections 2013) or various forecasting scenarios reflecting future growth and development patterns. This land use and socioeconomic information and the related transportation modeling efforts primarily allow the Authority understand transportation infrastructure needs in the county. The information also integrates information regarding local market conditions and development constraints in the PDAs. This information, developed in cooperation with the local jurisdictions, can be integrated into future PDA Strategy

32 30 Contra Costa PDA Investment and Growth Strategy Update Updates, OBAG funding allocations, and generally help target other Authority transportation funding and planning and technical support efforts. 4. Supporting Local PDA Planning and Development Efforts The Authority will administer the PDA Planning Grant Program and also work with local agency staff in a variety of ways to support PDA development. Authority staff will work with staff to ensure that information about their plans and PDAs is correct and that local agencies are informed about regional policies affecting the development of their PDAs. Much of this interaction will occur through one-on-one contacts between Authority and local staff. Transmittal of regional policies and actions will occur through information sharing at the Authority s Technical Coordinating Committee (TCC), the four RTPC TACs, and the Contra Costa Planning Directors Committee. These three groups will also be the main forums for the review of the draft 2014 PDA Strategy. Authority staff will serve on the TAC for any of the studies funded with the PDA planning grants. This support to local agencies includes a variety of activities and actions by the Authority including: Administering the Planning Grant Program Evaluation of PDA development opportunities and constraints Assessment and assistance with achieving PDA housing allocations Planning Grant Program MTC set aside $20 million for Bay Area CMAs to support local jurisdictions in their planning and implementation of PDAs. The Contra Costa share is $2.745 million. Through this PDA Planning Grant program, the Authority will fund planning studies that will support PDA development under administration by the Authority. These planning efforts funded by planning grants will help local jurisdictions address development constraints and develop a more focused strategy for achieving the aims for their PDAs and also provide the Authority with detailed information on infrastructure needs, market demand and policy approaches appropriate in Contra Costa. The PDA Planning Grant Program is designed to support local jurisdictions in planning their PDAs and implementing those plans. The key planning goals of this program, building upon the original MTC Planning Grant Program goals, are: To increase both the housing supply, including affordable housing for lowincome residents, and jobs within the PDAs.

33 Investment and Growth Strategy Components 31 By increasing land use intensities in PDAs, boost transit ridership and thereby reduce vehicle miles traveled (VMT) by PDA residents, employees and visitors Increase walking, bicycling, carpooling and car-sharing by effectively managing parking and driving while promoting multimodal connections for residents, employees and visitors within the PDA Locate key services and retail businesses within PDAs thus further reducing VMT Grants will be made to jurisdictions to provide support in planning for PDAs that help achieve these goals. PDAs with a greater potential for residential displacement, where a more significant number of existing residents would be displaced by PDA development, should be given higher priority for planning grants. The PDA Planning Grant Program can fund a variety of planning activities that support the development of PDAs. Specific Plans or detailed Area Plans are the most comprehensive way to plan for the development of the PDA. They can cover all of the aspects of such planning from developing financing and implementation programs, assessing infrastructure needs, evaluating alternative patterns of development, developing urban design and transportation standards, carrying out community outreach, and assessing environmental and other impacts. Besides Specific Plans, the program can fund more detailed planning studies that further the goals of the program such as: Corridor plans that balance transit, motor vehicle, bicycle and pedestrian movement with existing or planned land uses within the corridor Transportation network design plans that harmonize the demands of through traffic with the needs for multimodal access and movement within the PDA Analysis of alternative land use and development patterns within the PDA Market studies to evaluate the demand for various land use types and intensities within the PDA Infrastructure studies to assess existing capacity and identify needed improvements and their costs Designs for the transportation network within the PDA that support multimodal access from transit to land uses within the PDA

34 32 Contra Costa PDA Investment and Growth Strategy Update Financing strategies that would help fund needed infrastructure improvements and housing and jobs within the PDA, especially planning for mixed income housing and mixed use development Parking management and pricing connected to new land uses Community outreach and environmental assessment associated with a Specific Plan or other eligible planning activities Planning grants awarded to local jurisdictions are to align with the recommendations and priorities identified in the adopted PDA Growth and Investment Strategy. These funds may not be distributed by formula and must target PDAs that are high impact and capable of early implementation. The Authority will provide planning services to local jurisdictions using a bench list of pre-qualified consultant teams. The consultant teams will be identified through a formal request for qualifications (RFQ) process in advance of the planning grant awards. A committee of Authority staff and local staff familiar with PDA, infill, land use and multimodal transportation planning will review the qualifications and recommend which consultant teams should be admitted to the list. Funds will be available through fiscal year ). Selected consulting teams will include expertise in transportation and land use planning, environmental and fiscal impact assessment, market evaluation and feasibility analysis, infrastructure financing, and community outreach. More generally, teams must include the expertise necessary to prepare a specific plan although not every planning study would require all the expertise the team possessed. The CCTA Planning Grant Funding Program has set a minimum grant amount of $75,000 and is maximum grant of $900,000. No more than one third of the available funding in this cycle will be awarded to any one single jurisdiction. Appendix C describes the PDA planning grant program in greater detail, including the specific criteria process for selecting grantees. Evaluation of PDA Development Opportunities and Constraints As noted in Chapter 3, Contra Costa s PDAs are highly diverse, reflecting the significant geographic and socioeconomic diversity of the county s four sub-regions and cities. As part of the Authority s efforts to support local planning and development efforts a PDA Portfolio and data base is being assembled. This PDA Portfolio (see Appendix D) provides information about the individual PDAs to help the Authority focus its activities and generally support PDA planning and development in the most effective and efficient manner, focusing its limited resources where they are likely to have the greatest impact, as required by MTC. The PDA Portfolio, in addition to providing basic descriptive information addresses the following topics:

35 Investment and Growth Strategy Components 33 Planning and Development Potential: Documentation of the status of existing plans and development regulations within each PDA and also the resulting development capacity. This capacity is affected by current development conditions (i.e. the amount of vacant land versus development capacity derived from redevelopment of existing uses). This information can help identify the need of the local jurisdiction PDAs for additional and targeted planning or related technical support efforts. PDA Infrastructure Capacity and Needs: The assessment of PDA infrastructure capacity focuses on the amount of development that can be accommodated within existing infrastrucutr4e capacity and the need for major infrastructure investments necessary to provide adequate level of service for ABAG s PDA housing and employment allocations. PDA Funding Capacity: The assessment of PDA infrastructure and housing funding capacity identifies existing funding resources and how funding capacity might be improved through adoption of best practices techniques, future OBAG or Authority funding, or other new funding sources. Review of Plan Bay Area PDA Definition and Allocations: The assessment of Plan Bay Area policies including PDA place types, boundaries, and jobs and housing allocations as they apply to PDAs within Contra Costa focuses on identifying where regional policies may not reflect market and community conditions and identifying where changes may be appropriate. The PDA Portfolio and data base is an ongoing effort with the Authority continuing to collaborate with local agency staff to improve and expand information regarding existing physical conditions, market trends, emerging planning and development efforts, and infrastructure needs. Assessing Sponsoring Jurisdiction Housing Policies One of the major objectives of Plan Bay Area, in addition to achieving a more compact urban form in the Bay Area, is to promote a diversity of housing types and affordability within the PDAs and beyond. As such the Regional Housing Needs Allocation (RHNA) Program that ABAG administers in cooperation with the State of California Housing and Community Development Department (HCD) is being incorporated into Plan Bay Area with the new affordable housing allocations being proportional to the growth targets expressed in the Jobs/Housing Connection Scenario. Accordingly, one important criterion for being favorably considered for future OBAG funding will be the effectiveness of local jurisdictions efforts toward achieving their RHNA allocations. While Plan Bay Area specifies overall housing growth targets for the PDAs there are no specific allocations regarding the location of affordable housing in PDAs. It is assumed that

36 34 Contra Costa PDA Investment and Growth Strategy Update given the substantial fraction of growth directed toward the PDAs that some equally substantial fraction of the RHNA requirements will need to be met within PDAs. Appendix 6 of MTC Resolution 4035 specifies that CMAs (including the Authority) should, as a part of the PDA Strategies assess local jurisdiction housing policies and assist with achieving affordable housing objectives, without precisely defining either term. The Authority, while it can document its local agency housing programs has little power and few resources to assist with this significant regional problem. Housing program information that is assembled will be integrated as a criterion within the future OBAG funding process (or other funding efforts) and planning grants and related technical support will be (as a selection criteria) directed at improving opportunities for housing production and meeting affordable housing (RHNA) targets. But a broader State, regional and local effort will be needed to address the challenge of providing adequate housing to all household income groups. The County and all of the cities have adopted and have had certified general plan housing elements for the period and established related affordable housing programs, achieving affordable housing specified in the RHNA. However, the County and cities will continue to be challenged in meeting affordable housing goals given the substantial financial subsidies required to achieve affordable housing targets, limited funding resources, and the need to assure, or at least not deter, feasible market-rate development. Moreover, the protracted wake of the Great Recession had a substantial impact on housing production in Contra Costa reflecting the Statewide and national trends. During the period, few agencies met their Housing Element quantified objectives due to these unfavorable market conditions and the related lack of funding. Meanwhile, the loss of redevelopment powers was a huge blow to local agencies as redevelopment related powers and funding were a primary source of funding for affordable housing in redevelopment areas. Appendix E provides information regarding the Housing Elements and programs for Contra Costa County jurisdictions. The tables show, on a jurisdiction-by-jurisdiction basis, the status of the individual housing elements and the housing programs that are currently being deployed by the respective jurisdictions. This information will be refined and expanded as part of the Authority s ongoing local agency technical support and planning efforts. 5. Refining the Countywide Transportation Model and other Tools The new CCTA Countywide Transportation Model (CTM) incorporates the Jobs- Housing Connection Scenario (ABAG Projections 2013) housing and employment projections and allocations of growth to the PDAs. The updated CTM also includes a new capability for estimating greenhouse gas emissions linked to increased travel demand. In addition, the Authority s new Technical Procedures document, which guides usage

37 Investment and Growth Strategy Components 35 of the CTM, provides new techniques and adjustments when evaluating PDAs and similar types of development where more traditional standards and approaches would not adequately assess the impacts of the development (e.g. use context sensitive trip generation rates). 6. Aligning Measure J Funding with OBAG and other Funding Programs As both the CMA for Contra Costa and the agency in charge of implementing Measure J, the Authority is entrusted with ensuring that both federal funds and local sales tax funds are invested wisely and effectively. The Authority continually looks for opportunities to use expected revenues, from whatever source, to achieve its goals and support an effective, sustainable transportation system. The Authority will continue its long-standing practice of leverage transportation sales tax revenues to achieve Authority objectives and to lessen the administrative burden of using federal funds. Aligning the next cycle of OBAG funding with the next cycle of Measure J for TLC and pedestrian and bicycle funding may be possible, depending on when funding becomes available. 7. Coordination with ABAG and MTC Regarding PDA Refinements The Authority will continue to work with ABAG and MTC to ensure that their programs and policies reflect the market and community conditions in Contra Costa and to support PDA development as discussed under Action 4, above. Contra Costa contains a considerable diversity of PDAs with respect to market and community conditions. Through the development of the 2014 PDA Strategy, the Authority will work with local jurisdictions to identify changes to regional policies on PDAs that would better reflect that diversity of market and community conditions. This could include changes to definitions of the PDA place types and the range of expected densities in them as well as regional approaches for supporting the development of PDAs in the region. The Authority will use the analysis conducted as part of the 2014 PDA Strategy as a springboard for working with MTC and ABAG to refine regional policies to reflect this diversity so that they will succeed in encouraging and supporting the development of PDAs in Contra Costa. As a part of the PDA Strategy Update Authority staff and consultants began a process of evaluating the existing assigned PDA Place Types in view of local conditions and market prospects. Working with the local jurisdictions it is expected that a proposal will be made to ABAG for some changes to PDA place type designations as well as some minor boundary changes.

38 36 Contra Costa PDA Investment and Growth Strategy Update 8. Advocate for Supportive State Legislative Changes and Funding The Authority will continue to work with ABAG and MTC and other regional agencies and advocacy groups to seek legislative and funding changes at the State level to support PDA development. There is little doubt that changes to State laws and regulations and increased direct funding and improved local funding options will be necessary to accomplish Plan Bay Area PDA development goals. These changes should include seeking refinement of CEQA requirements, consistent with the legislative efforts of MTC and other regional agencies, streamlining of the local assistance process, reducing the voter approval requirements for transportation sales tax measures, reinstating local redevelopment powers and improving the fiscal resources and flexibility of local governments. The Authority s 2014 legislative program includes support for legislation that achieves these objectives.

39 APPENDIX A Inventory of PDAs in Contra Costa

40

41 Appendix A: Inventory of PDAs in Contra Costa A-1 March 6, 2014 Table A-1 Inventory of Contra Costa County PDAs West County Jurisdiction Name Location Place Type El Cerrito San Pablo Avenue El Cerrito s San Pablo Avenue Corridor Corridor, from McDon- ald Avenue to the north and Carlson Boulevard to the south, including the El Cerrito Del Norte and the El Cerrito Plaza BART stations PDA Summary Existing Households per Acre ing the Rapid Bus and Transbay Bus; BART (El Cerrito Plaza and Del Norte Stations); Golden Gate Transit; Vallejo Transit; WestCat Size Development Existing Transit (gross acres) Status Service Mixed-Use Corridor 430 Urban Infill 7 AC Transit, including Hercules Central Hercules Comprised of two future urban districts: the Hilltown District located astride the Interstate 80 and State Route 4 crossroads; and the New Town Center District. Hercules Waterfront District Located aside San Pablo Bay on the western side of the City of Hercules, adjacent to the intersection of Interstate 80 and State Route 4, and to the Central Hercules PDA Pinole Appian Way Corridor Appian Way Corridor, from San Pablo Avenue to El Sobrante, crossing I-80 Transit Neighborhood 252 Urban Infill 2 WestCAT; future Capitol Corridor, WTA, BART Transit Town Center 244 Site Reuse 3 WestCAT Transit Town Center 141 Urban Infill 4 WESTCAT/AC Transit

42 A-2 Contra Costa PDA Investment and Growth Strategy Update Table A-1 Inventory of Contra Costa County PDAs West County ture ferry service to Hercules. PDA Summary Jurisdiction Name Location Place Type Size (gross acres) Development Status Existing Households per Acre Existing Transit Service Pinole Old Town Old Town Pinole along Pinole Valley Corridor Suburban Center 240 Urban Infill 7 WestCAT, Vallejo Transit, Golden Gate Transit. Future Richmond Central Richmond & 23rd Street Corridor MacDonald Avenue corridor from San Pablo Avenue to 8th Street, generally bounded by Barret Avenue and Nevin Avenue to the north, and Ohio Avenue to the south Richmond South Richmond South Richmond area, generally bounded by the Richmond Marina Bay and Richmond Inner Harbor to the south, Interstate 580 and 23rd Avenue to the east, Ohio Avenue to the north, and South 8th Street to the west San Pablo San Pablo Avenue & 23rd Street Made up of two corridors. The first runs along 23rd St. between San Pablo Ave on the north and Costa Ave on the south. The second runs along San Pablo Ave. between Pablo Vista Ave. on the northwest and Lowell Ave. on the southeast. Mixed-Use Corridor 825 Urban Infill 9 BART, AC Transit, AMTRAK, Capitol Corridor train service, Golden Gate Transit, Future direct access to ferry service to San Francisco Transit Neighborhood 1,422 Urban Infill and Site Reuse 3 BART, AC Transit, AMTRAK, Capitol Corridor train service, Golden Gate Transit. Future ferry service to San Francisco Mixed-Use Corridor 284 Urban Infill 13 AC Transit Bus Service

43 Inventory of PDAs in Contra Costa A-3 March 6, 2014 Table A-1 Inventory of Contra Costa County PDAs West County PDA Summary Jurisdiction Name Location Place Type Size (gross acres) Development Status Existing Households per Acre Existing Transit Service San Pablo Rumrill Boulevard Encompasses land on both sides of Rumrill Blvd. from the City limits boundary in the south, to the junction of Brookside Dr. and Rumrill Blvd. on the norh. Employment Center 55 Urban Infill 11 AC Transit Bus Service West Contra Costa Transportation Advisory Committee San Pablo Avenue Corridor Sixteen miles along San Pablo Avenue from the southern border of the City of El Cerrito to the northern border of the town of Crockett Mixed-Use Corridor 635 Urban Infill 8 BART, AC Transit, Capitol Corridor train service, WestCAT, Vallejo Transit, Golden Gate Transit. Future ferry service to Richmond and Hercules Contra Costa County Contra Costa County North Richmond Located within both the City of Richmond and unincorporated Contra Costa County, generally bounded by Richmond Parkway to the west, the rail right-of-way to the east, West Gertrude Avenue, Vernon Avenue, and Chesley Avenue to the south, and Protectocoat Lane to the north. Downtown El Sobrante San Pablo Dam Road and Appian Way, from El Portal Drive to Valley View Road Transit Neighborhood 1,126 Site Reuse and Intensification 1 AC Transit Bus Service Mixed-Use Corridor 171 Urban Infill 11 AC Transit: Routes 70 & 74

44 A-4 Contra Costa PDA Investment and Growth Strategy Update Table A-2 Inventory of Contra Costa County PDAs Central County PDA Summary Jurisdiction Name Location Place Type Size (gross acres) Development Status Existing Households per Acre Existing Transit Service Clayton None n/a n/a n/a n/a n/a n/a Concord Community Reuse Former Concord Naval Weapons Regional Center 1,066 Site Reuse 0 North Concord BART Area Station Concord Community Reuse Area Former Concord Naval Weapons Station Transit Neighborhood 1,606 Site Reuse 0 North Concord BART Concord Downtown Downtown Concord BART Station Planning Area City Center 486 Urban Infill 11 BART, CCCTA Bus Service (The County Connection), TriDelta Transit Martinez Downtown Martinez commercial area surrounding the Martinez Intermodal Station, bounded roughly by Joe DiMaggio Drive, Willow Street, Masonic Street, and Richardson Street Pleasant Hill Buskirk Avenue Corridor Pleasant Hill Diablo Valley College Area along Buskirk Avenue between Monument Boulevard and Coggins Drive, adjacent to Highway 680 in the southeast portion of Pleasant Hill Area surrounding intersection of Golf Club Road and Old Quarry Road at Diablo Valley College Transit Neighborhood 191 Urban Infill 5 AMTRAK Capital Corridor, Bus County Connection, Tri-Delta Transit, Benicia Breeze, BART from North Concord station Mix-Use Corridor 320 Urban Infill 7 CCCTA Bus Service (The County Connection) Transit Neighborhood 58 Urban Infill 7 CCCTA Bus Service (The County Connection)

45 Inventory of PDAs in Contra Costa A-5 March 6, 2014 Table A-2 Inventory of Contra Costa County PDAs Central County PDA Summary Jurisdiction Name of PDA Location Place Type Size (gross acres) Development Status Existing Households per Acre Existing Transit Service Walnut Creek West Downtown The core area of Walnut Creek including the Walnut Creek BART station, generally surrounding the intersection of Ygnacio Valley Road and California Boulevard Suburban Center 232 Urban Infill 7 BART, CCCTA Bus Service (The County Connection), Fairfield/Suisun Transit, Wheels Contra Costa County Contra Costa Centre Pleasant Hill BART Station Area, bounded generally on the north by Joe DiMaggio Drive, on the northeast by Willow Street, on the southeast by Masonic Street, and on the southwest by Richardson Street Mix-Use Corridor 100 Urban Infill 24 BART, CCCTA Bus Service (The County Connection), Solano Transit, Livermore Transit

46 A-6 Contra Costa PDA Investment and Growth Strategy Update Table A-3 Inventory of Contra Costa County PDAs Southwest County PDA Summary Jurisdiction Name Location Place Type Size (gross acres) Development Status Existing Households per Acre Existing Transit Service Danville None n/a n/a n/a n/a n/a n/a Lafayette Downtown Area along Mt. Diablo Boulevard. and surrounding land south of Highway 24 from just east of Pleasant Hill Road to west of Happy Valley Road Moraga Moraga Center Area surrounding the intersection of Moraga Way and School Street, generally bounded by Moraga Road to the east and Camono Ricardo to the west Transit Neighborhood 304 Urban Infill 7 BART, CCCTA Bus Service (The County Connection) Transit Town Center 180 Urban Infill and Site Reuse 3 CCCTA route 106 to BART Orinda Downtown Downtown Orinda Transit Town Center 155 Urban Infill 3 BART; Central Contra Costa Transit Authority (County Connection) San Ramon City Center Bishop Ranch Business Park area, along Bollinger Canyon Road east of I-680 interchange, bounded by Executive Parkway to the north, Alcosta Boulevard to the east, and Montevideo subdivision to the south San Ramon North Camino Ramon North Camino Ramon Plan Area, bounded by City Limits to north, Norris Canyon Road to south, Highway 680 to west, and Alcosta Blvd to east Suburban Center 456 Urban Infill 1 Contra Costa County Transit Authority Transit Town Center 302 Urban Infill 0 Contra Costa County Transit Authority

47 Inventory of PDAs in Contra Costa A-7 March 6, 2014 Table A-4 Inventory of Contra Costa County PDAs East County PDA Summary Size Jurisdiction Name Location Place Type (gross acres) Development Status Antioch Hillcrest ebart Area bounded by Hwy 4 on the Suburban Center 382 Reuse/ New Development Station south, Hwy 160 on the east, Hillcrest Area Ave. on the west., and Oakley Rd. on the north Antioch Rivertown Waterfront Northwestern waterfront portion of the City of Antioch, bounded generally by the San Joaquin River, 10th Street, O Street, and Fulton Shipyard Road Existing Households per Acre Existing Transit Service 0 BART bus service, Tri Delta Transit Transit Town Center 474 Urban Infill 4 Tri Delta Transit Brentwood throughout the City of Oakley None n/a n/a n/a n/a n/a n/a Oakley Downtown Central downtown area of Oakley Transit Town Center 146 Urban Infill 4 Tri Delta Transit Oakley Employment Focus Area within the northwest corner Suburban Center 758 Urban Infill 1 Tri Delta Transit Area of the city limits Oakley Potential Planning Area Area along Highway 4 within the southern part of the city Transit Neighborhood 232 Urban Infill 5 Tri Delta Transit runs along Highway 4/Main Street and Pittsburg Downtown Area adjacent to the waterfront of the Sacramento River Delta and three-quarters of a mile from the future site of the ebart transit station; AKA, Old Town Transit Neighborhood 435 Urban Infill 5 Tri Delta Transit

48 A-8 Contra Costa PDA Investment and Growth Strategy Update Table A-4 Inventory of Contra Costa County PDAs East County Station (approx. 3 miles from the specific plan area) with a BART park-and-ride PDA Summary Jurisdiction Name Location Place Type Size (gross acres) Development Status Existing Households per Acre Existing Transit Service Pittsburg Railroad Avenue ebart Station Area within 1/2-mile of the proposed ebart station at the inter- section of State Route 4 and Railroad Avenue Transit Town Center 1,071 Urban Infill 4 County Connection Transit Tri-Delta Transit bus service, Pittsburg/Bay Point BART Service, BART Service at the Contra Costa County Pittsburg/Bay Point BART Station Current eastern terminus of BART's Concord line, surrounding the Pittsburg/Bay Point BART Station at the intersection of State Highway 4 and Bailey Road lot within the PDA Transit Neighborhood 409 Urban Infill 3 BART and Tri-Delta Transit

49 APPENDIX B OBAG Funding Allocation

50

51 Appendix B: OBAG Funding Allocation B-1 Improvement Name Description Local Sponsor Type OBAG Funds Balfour Road - Overlay Asphalt overlay of existing roadway Brentwood LSR $290,000 Collector Street Rehabilitation - CIP No Pavement rehabilitation on certain collector streets. Clayton LSR $386,000 March 6, 2014 Dornan Drive/Garrard Blvd Tunnel Rehabilitation Repair tunnel and install post-construction monitoring system. Richmond LSR $413,000 9th Street Roadway Improvements Reconstruct pavement section, grind and overlay pavement, replace HC ramps to meet ADA, Antioch LSR $673,000 City of Concord Pavement Rehabilitation Project includes grinding and replacing the top 2.5" of asphalt concrete along a 3000' segment on Concord Blvd (Port Chicago Hwy to 6th Street) and a 2200' segment on Arnold Industrial Way (Port Chicago Hwy to Pike Lane) & sidewalk/curb ramp upgrades. Concord LSR $757,000 Countywide Overlay Project The project will provide pavement rehabilitation on segments of Pleasant Hill Road (northbound), Vasco Road, and Byron Highway within Contra Costa County. Contra Costa County LSR $1,941,000 Sycamore Valley Road & El Cerro Boulevard Pavement Rehabilitation Pavement Rehabilitation - Sycamore Valley Road from Camino Ramon to San Ramon Valley Boulevard including the bus loop within the adjoining Park-and-Ride Lot, and El Cerro Boulevard from El Pintado Road to La Gonda Way Danville LSR $933, Pavement Rehabilitation Program Pavement Rehabilitation of 5 street segments within the City of El Cerrito. Pavement treatments include thin AC overlays and inlays El Cerrito LSR $ 630,000 Pavement Rehabilitation of Refugio Valley Road Mt. Diablo Boulevard West End Pavement Management Project Apply 3-inch asphalt overlay with pavement reinforcing fabric to segments of Refugio Valley Road from Sycamore Avenue to Redwood Road. Implement a pavement maintenance and rehab treatment on Mt. Diablo Boulevard, including failed area repairs, rubberized cape seal, and pavement inlay. Hercules LSR $702,000 Lafayette LSR $584,000 Downtown PDA Pavement Restoration Project Rehab and perform preventative pavement maintenance to the roadways in the Core Area of the Downtown PDA based on PCI. The project will include modifying curb ramps to meet current ADA standards. Martinez LSR $1,023,000

52 Improvement Name Description Local Sponsor Type OBAG Funds Ivy Drive Pavement Rehabilitation Pavement Rehabilitation Project for two lane collector street. Orinda LSR $552,000 LSR Subtotal $16,605,000 B-2 Contra Costa PDA Investment and Growth Strategy Update 2015 Moraga Road (St Mary's Road to Draeger Drive) Resurfacing Project Perform pavement base repairs; mill and place 2" asphalt concrete; adjust utility frames to grade; install shoulder backing; replace striping and pavement legends and replace traffic signal loops. Moraga LSR $709,000 West Cypress Road and Big Break Road Pavement Rehabilitation Project Overlay Cypress Road from Empire Avenue to Rose Avenue and Road Avenue from Main Street to Laurel Road. (Big Break Road from Main Street to Big Break Marina will be included as a federally non-participating segment Oakley LSR $1,031,000 San Pablo Avenue Roadway Rehabilitation Pinole Shores Drive to Sunnyview The proposed project will reconstruct severly damaged portions of asphalt, completely resurface the existing roadway, and reconstruct segments of sidewalk to bring to current ADA standards. Pinole LSR $453,000 Railroad Avenue Improvements Pavement rehabilitation including base failure repairs, asphalt concrete grinding and paving, concrete curb, gutter and sidewalk repair. Pittsburg LSR $299,000 Contra Costa Boulevard Improvement Project (Taylor Blvd to Chilpancingo Pkwy) Richmond Local Streets and Roads Preservation Pavement rehabiliation, pothole repair, sidewalk repair, curb/gutter repair, median curb repair, ADA curb ramps, street lighting, and landscaping within the project limit. The Project includes pavement mill and fill of six major street segments located principally in central Richmond and roadway tunnel repair Pleasant Hill LSR $799,000 Richmond LSR $3,030,000 San Pablo 2013 Pavement Preservation Project Pavement Maintenance treatments (mill & plug, slurry seal with digout repairs, overlay) as recommended by the Pavement Management Program for Year San Pablo LSR $454,000 San Ramon Valley Boulevard Pavement Rehabilitation San Ramon Valley Boulevard Pavement Rehabilitation from Bollinger Canyon Road to Montevideo Drive San Ramon LSR $291,000 North Main Street Preservation Project Rehabilitiate North Main Street from San Luis Road to Geary Road Walnut Creek LSR $655,000

53 Appendix B: OBAG Funding Allocation B-3 Improvement Name Description Local Sponsor Type OBAG Funds Bike/Ped Subtotal $3,349,000 March 6, 2014 Detroit Avenue Complete Streets Project Complete streets improvements on Detroit Ave between Clayton Rd and Monument Blvd including bike lanes and bike routes with sharrows; sidewalk gap closures; signalization of two intersections; curb extensions; curb ramps; and crosswalk enhancements. Last-Mile Bike and Pedestrian Access to BART Improvements for last-mile bike and pedestrian access to the Downtown Concord BART station including buffered bike lanes (0.7 miles), Class 2 bike lanes (0.6 miles), and Class 3 bike routes (0.1 miles), and improvements at three unsignalized crosswalks. Concord Bike/Ped $2,154,000 Concord Bike/Ped $1,195,000 Ohlone Greenway Station Access, Safety and Placemaking Improvements Ohlone Greenway widening, surveillance, crosswalk and landscaping improvements within the City's PDA and adjacent to two BART Stations to improve livability in these transit-rich neighborhoods and address pedestrian and bicycle access and safety concerns. El Cerrito TLC $3,468,000 San Pablo Avenue Complete Streets Project The San Pablo Avenue Complete Streets Project will construct sidewalks and bicycle lanes where they are lacking. It will increase safey and accessibility on a major arterial, connecting schools, housing, civic and economic centers in San Pablo/Richmond. San Pablo TLC $5,978,000 Richmond BART Station Intermodal Improvement Project Pittsburg Multimodal Transit Station Access Improvements Redesign the intermodal zone to improve operational efficiencies and to remove potential safety conflicts between pedestrians, cars and buses and provide a more comfortable and safe environment for BART, bus and Amtrak patrons. Multimodal Transit Station Improvements, including a Kiss-n- Ride lot, transit access improvements, pedestrian access improvements with public art, and bicycle parking and access improvements. BART TLC $2,900,000 Pittsburg TLC $1,300,000

54 Improvement Name Description Local Sponsor Type OBAG Funds TLC Subtotal $21,000,000 Name Description Sponsor Type SR2S Funds B-4 Contra Costa PDA Investment and Growth Strategy Update Golf Club Road/Old Quarry Road Enhancement Project Pavement rehabilitation, sidewalk installation, bike lane striping, roundabout construction, new traffic signal installation, new landscaping, and new pedestrian street lighting within the project limit. Pleasant Hill TLC $4,770,000 Hercules Intermodal Transit Center / Hercules Bayfront Village The Hercules Intermodal Transit Center (ITC) is a planned multimodal traversed by the San Francisco Bay Trail with bus, train, and ferry service providing alternatives for access to employment, educational, and recreational destinations. Hercules TLC $2,584,000 Vista Grande Street Pedestrian/Safe Routes to School Improvements Happy Valley Road Walkway Safe Routes to School Improvements Safe Routes to Rheem and Los Perales Elementary Schools Construct a 300 linear-foot asphalt concrete pathway adjacent to Vista Grande Street. The pathway would connect Vista Grande School to Camino Tassajara, creating a contiguous pedestrian pathway to the existing sidewalk networks. Construct about 400 feet of five-foot-wide walkway on the north side of Happy Valley Road between Panorama Drive and Redwood Lane. Close a significant sidewalk gap along a segment of Moraga Road, between Corliss Drive and Donald Drive by constructing pedestrian facility on the west side of Moraga Road, extending south from the terminus of an existing sidewalk at Devin Drive to approximately Draeger Drive. Danville SR2S $157,000 Lafayette SR2S $100,000 Moraga SR2S $100,000 City of Orinda Sidewalk Project Installation of sidewalks adjacent to Ivy Drive and Coral Drive in the vicinity of Orinda Intermediate School. Orinda SR2S $100,000 City of San Ramon School Crossing Enhancement Project Install flashing beacons, in-pavement flashers, signs and markings, and new traffic signal hardware to upgrade five highconflict pedestrian crossing locations in San Ramon San Ramon SR2S $247,600

55 Appendix B: OBAG Funding Allocation B-5 Improvement Name Description Local Sponsor Type OBAG Funds SR2S Total $2,983,020 March 6, 2014 Boyd Road and Elinora Drive Sidewalk Installation Project Install a sidewalk along Boyd Road with direct access to two schools (Sequoia Elementary School and Sequoia Middle School) and along Elinora Drive with access to Strandwood Elementary School Pleasant Hill SR2S $395,000 Actuated Pedestrian/Bicycle Traffic Signal on Oak Grove Road at Sierra Road Install a new traffic signal actuated crosswalk on Oak Grove Road at Sierra Road where school children cross the street on foot or on bicycle Concord SR2S $403,920 Cavallo Road, Drake Street, and G Street Safe Routes to School Remove and replace concrete sidewalks and curb and gutter, install new ADA HC ramps, install cross walks, and striping. The project will provide pedestrian access and ADA HC ramps to Marsh Elementary and Antioch High School. Antioch SR2S $330,000 Pittsburg School Area Safety Improvements Install rectangular rapidly flashing beacons at 7 school pedestrian crossings, construct curb extensions ("bulb-outs") at 3 of these crossings (locations 2, 5 and 6), and install median fencing to prevent students from jay walking at one location (location 1). Pittsburg SR2S $203,000 Port Chicago Highway/Willow Pass Road Pedestrian & Bicycle Improvement Project The installation of bike lane, sidewalk, curb and gutter, curb ramps, and a pedestrian actuated flasher to increase safety for an improved route to school, trail and transit in a Community of Concern. Contra Costa County SR2S $236,700 West County Safe Routes to School Expansion Project Expand the West Contra Costa SR2S program to add 2 additional elementary schools to each jurisdiction within West Contra Costa: Richmond, San Pablo, El Cerrito, Pinole, Hercules, and the unincorporated area. Contra Costa County SR2S $709,800

56 APPENDIX C Planning Grant Program

57 Appendix C: Planning Grant Program C-1 CONTRA COSTA PDA PLANNING GRANT PROGRAM MTC has allocated $2,745,000 in federal STP funds to Contra Costa to support local jurisdictions plan and implement their PDAs. The funds will be available to fund projects over the next three fiscal years. MTC s Resolution 4035 requires that these grants to local jurisdictions are aligned with the recommendations and priorities identified in the adopted PDA Growth and Investment Strategy. Unlike formula-based programs, the PDA Planning Grant Program will target PDAs that are high impact and capable of early implementation. The key planning goals of this program, building upon the original MTC Planning Grant Program goals, are as follows: To increase both the housing supply, including affordable housing for lowincome residents, and jobs within the PDAs. By increasing land use intensities in PDAs, boost transit ridership and thereby reduce vehicle miles traveled (VMT) by PDA residents, employees and visitors Increase walking, bicycling, carpooling and car-sharing by effectively managing parking and driving while promoting multimodal connections for residents, employees and visitors within the PDA Locate key services and retail businesses within PDAs thus further reducing VMT The Authority will provide planning services to local jurisdictions from a list of consultant teams. The consultant teams are being identified through a separate request for qualifications (RFQ) process. A committee of Authority staff and local staff familiar with PDA, infill, land use and multimodal transportation planning will review the qualifications and recommend which consultant teams should be put on the list. Teams would include expertise in transportation and land use planning, environmental and fiscal impact assessment, market evaluation and community outreach. More generally, teams must include the expertise necessary to prepare a specific plan although not every planning study would require all the expertise the team possessed. PLANNING GRANT FUNDING DETAILS Any jurisdiction with a designated PDA is eligible to apply for a PDA Planning Grant to fund eligible planning activities. No more than one third of the available funding in this cycle will be awarded to any one single jurisdiction. The minimum grant size will be $75,000. The maximum grant will be $700,000. March 6, 2014

58 C-2 Contra Costa PDA Investment and Growth Strategy Update The PDA Planning Grants will use federal Surface Transportation Program (STP) funds. To streamline the administration of the grants, the Authority will obtain the required approvals from Caltrans, develop a list of qualified consultant teams to provide the requested services, administer the contracts with those firms, and manage the invoicing for the consultant services provided. The STP funds require that local agencies provide an 11.4 percent match for the federal funds. That is, the federal funds will pay for only 88.5 percent of the total cost of the project. Sponsoring jurisdictions will be required to provide this match. The Authority, however, will reduce the share of the local match required of local sponsors as much as possible using the staff time provided by Authority staff and its planning managers to oversee and facilitate the PDA Planning Grant Program. RECOMMENDED PLANNING ELEMENTS According to MTC guidelines, planning for PDAs should include all six of the following elements as a part of improving development readiness. The Contra Costa PDA Planning Grant will fund any or all of these six elements, whether as a comprehensive Specific Plan that covers all six or as study covering only a single or several elements, particularly where other elements are already completed or are not necessary. The exact mix of elements and emphasis on them in the proposed work scope will depend on the character of the particular PDA, past planning efforts in it, and its planning needs. Applicants may therefore request funding for one or more elements, either as supplement to previous planning efforts or as part of an ongoing planning effort within the PDA. The proposed work scope need not include all six recommended planning elements. If the PDA planning grant would fund only some of the elements listed below, the applicant must identify how the other elements have been or will be addressed or why they are not necessary in the PDA. Applicants may, for example, rely on previously completed planning studies addressing the PDA that have been completed within the last 10 years or on other ongoing planning studies to meet some of these planning elements. The applicant should also identify remaining elements that may be needed after the completion of the proposed work scope and the schedule for completing them. 1) Existing and Forecast Conditions in the PDA. Identify demographic and socioeconomic characteristics, transit/travel patterns and use, or other physical aspects of the PDA, as well as any known issues to be addressed in the planning process within the PDA. In addition to the components more traditionally a part of a specific plan or area plan, this element could less traditional elements include such as: a) A market demand analysis for housing at all levels of affordability, jobs and retail in the planning area.

59 Appendix C: Planning Grant Program C-3 b) An accessibility analysis for people with disabilities that ensures fully accessible transit stations, paths of travel between stations and surrounding areas, and accessible and habitable housing units. c) A parking analysis to create a parking policy and management element that aims at reducing parking demand and supply through pricing, zoning, and support for alternative modes. 2) Land Use and Development Alternatives. The plan should identify alternative approaches to developing the PDA and evaluate their relative ability to achieve plan objectives. 3) Plan Policies. The plan should identify the policies, standards and guidelines for the development of the PDA. These policies should include, at a minimum, the land use and design standards for the PDA and the circulation components of the plan, including an approach that ensures multi-modal access and connectivity within and to the PDA. This element should also include a housing strategy that promotes housing affordable to low-income residents and attempts to minimize displacement of existing residents and pedestrian-friendly design standards for streets, buildings and open space. 4) Implementation Element. The plan should include program of actions designed to carry out the plan policies. The implementation program should include a realistic financing strategy that describes all necessary actions needed to implement the plan and an analysis of infrastructure needs and a budget for meeting those needs. 5) Community Outreach and Involvement. Development of the plan should include a community outreach component designed to involve the affected community, including existing residents and business owners, to ensure that community concerns are understood and reflected to the extent possible in the plan. This process should make a special effort to involve traditionally under-served populations. 6) Environmental Review. The plan should include the appropriate level of environmental analysis. At the Specific Plan level, this would likely mean the development of a program environmental impact report (as defined in CEQA) for the PDA plan area which will help provide environmental clearance for the actual development of the PDA. More limited planning efforts may require more limited environmental review (for example, an implementation action being undertaken to realize an existing plan) or no environmental review (for example, a baseline study to set the stage for a future planning project). Planning for Contra Costa PDAs should include all or most of these elements. The PDA Planning Grants, however, may fund cover one or a few of these elements or they may

60 C-4 Contra Costa PDA Investment and Growth Strategy Update an implementation task identified in earlier planning for the PDA. Applications for grants to cover less than a full Specific or Area Plan will be evaluated in part on how the planning study would help further detailed planning for the PDA the jurisdiction has already done or how the planning study furthers ongoing or planned detailed planning. POTENTIAL PLANNING ACTIVITIES The PDA Planning Grant Program can fund a variety of planning activities that support the development of PDAs. Specific Plans or detailed Area Plans are the most comprehensive way to plan for the development of the PDA. They can cover all of the aspects of such planning, as outlined in the six elements described above. Besides Specific Plans, the program can fund more detailed planning studies that further the goals of the program such as: Corridor plans that balance transit, motor vehicle, bicycle and pedestrian movement with existing or planned land uses within the corridor Transportation network design plans that harmonize the demands of through traffic with the needs for multimodal access and movement within the PDA Analysis of alternative land use and development patterns within the PDA Market studies to evaluate the demand for various land use types and intensities within the PDA Infrastructure studies to assess existing capacity and identify needed improvements and their costs Designs for the transportation network within the PDA that support multimodal access from transit to land uses within the PDA Financing strategies that would help fund needed infrastructure improvements and housing and jobs within the PDA, especially planning for mixed income housing and mixed use development Parking management and pricing connected to new land uses Community outreach and environmental assessment associated with a Specific Plan or other eligible planning activities

61 Appendix C: Planning Grant Program C-5 SELECTION CRITERIA Part One: Screening Criteria 1) Planning area is a planned or potential PDA (meets the basic criteria for a PDA) or contains a Resolution 3434 transit station. 2) Local transit providers that serve the planning area are supportive of or partnering with the applicant. 3) Applicant has committed the minimum local match amount (11.47 percent of total project cost) 4) Indication of support from its Council or Board supporting the proposed planning process either through direct Council or Board action or other action indicating support for the proposed planning study. Part Two: Evaluation Criteria (100 Points Total) Planning Grant Applications will be scored and ranked using the following criteria: 1. Location within a Community of Concern (yes or no)... 5 points Project area includes a Community of Concern as defined by MTC s Lifeline Transportation Program see 2. Project impact... up to 35 points Extent to which the proposed planning effort has the potential to: (a) Improve the following within the PDA: Housing supply, particularly affordable housing for low-income residents Employment, key services and retail Multimodal access and connectivity within the PDA, especially where it would support increased transit ridership, safety and connectivity for bicyclists and pedestrians, and minimizing the effects of through traffic (b) Remove key constraints to implementation of the PDA plan or development of the PDA

62 C-6 Contra Costa PDA Investment and Growth Strategy Update 3. Local adoption of supportive policies and objectives... up to 15 points Extent to which jurisdiction has demonstrated its commitment to provide an increase in housing and transportation choices through existing planning policies and development policies and regulations, such as: (a) Supportive general plan policies and zoning, (b) Existing citywide affordable housing policies and approved projects, (c) Innovative parking policies and transportation demand management strategies, and (d) Sustainability policies, including green building policies and alternative energy policies. 4. Ability of proposed project would eliminate policy gap... up to 15 points The extent to which the proposed planning activity would fill a missing policy gap, including completion of the recommended planning elements described above, or complete planning needed to eliminate an obstacle to implementation of local plans for the PDA. This point score will recognize the merit of any existing planning elements and the ability of the proposed effort to complete the planning elements. 5. Local commitment and readiness... up to 20 points (a) Planning process is ready to begin the jurisdiction will be able to enter into a funding agreement with CCTA within three months of grant award. Applicant is prepared to see the funded planning program through to implementation, including any associated updates to the jurisdiction s general plan, zoning code, or other related municipal ordinances and creation of local financing mechanisms as may be necessary to achieve desired development. (b) Demonstration of support from community and stakeholders (major property owners, City Council, and relevant transit operators) for planning process (may be demonstrated through statements made during public outreach, letters of support, and Council actions). (c) Community outreach will be an integral part of the process.

63 Appendix C: Planning Grant Program C-7 6. Implementation feasibility... up to 10 points (a) Demonstrated feasibility of the plan from a political, market, and financial perspective. (b) Existence of implementing resources and agreements including infrastructure funding commitments, development agreements, and other partnerships with public, non-profit, or private entities. PROCESS The Authority will release the call for projects for the PDA Planning Grant program on May 16, Completed applications will be due on July 10, The applications would be reviewed by a committee of Authority and local staff. The Authority will ask three or four local staff familiar with the planning that supports infill development, housing opportunities, or multimodal districts to serve with them on the review committee. The committee would evaluate the applications against the screening and selection criteria described above and recommend the allocation of the $2.745 million in grant funds to the selected projects. The committee s recommendations for funding would be forwarded first to the TCC for review and then to the Planning Committee and Authority for approval. Once the Authority approves a recommended list of projects and funding amounts, Authority staff will meet to staff from each agency to develop a scope of services and schedule for the planning study, to select a consultant team (or the members of that team) from the list of pre-qualified consultants, and incorporate the scope and schedule into a funding agreement between the Authority and the local agency. Agencies will have 36 months to expend the funds allocated.

64

65 Appendix D: Contra Costa PDA Portfolio D-1 APPENDIX D Contra Costa PDA Portfolio

66 D-2 Contra Costa PDA Investment and Growth Strategy Update Antioch Hillcrest ebart Station Suburban Center OVERVIEW The Antioch Station Area is envisioned as a new transit-oriented neighborhood in Antioch located just north of State Route 4. The area is currently largely undeveloped but the advent of ebart service and a station creates a unique development opportunity. Hillcrest Growth Allocations % Growth Housing 160 2,450 2, % Jobs 20 3,260 3, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The Hillcrest Station Area was the subject of a Specific Plan, adopted by the City in The Plan created the capacity for some 2,500 multifamily housing units and 2.2 million square feet of office and commercial space. The Specific Plan Program EIR will allow project-level EIRs to be completed on an expedited basis. INFRASTRUCTURE CAPACITY AND NEEDS As a newly development area Hillcrest Station Area will require the full range of urban infrastructure to service new development as it occurs. In addition to the normal urban infrastructure and contributions to Citywide infrastructure needs there is the need for a major overcrossing of the UP railroad tracks that transect the Hillcrest Area. FUNDING CAPACITY The City has used a full range of development-based funding sources for its developing areas over the years including development impact fees, assessment districts and community facilities districts.

67 Appendix D: Contra Costa PDA Portfolio D-3 These techniques are proposed for the Hillcrest area and, assuming that a market develops for the proposed uses, should provide substantial funding capacity. The railroad overcrossing, when added to the typical urban infrastructure, likely exceeds the capacity of the development-based funding sources, suggesting that some external source of funding will be required. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Hillcrest Station Area Specific Plan creates capacity that is in alignment with Plan Bay Area allocations. The issue lies with market demand; East Contra Costa County has not developed a substantial multifamily housing market and job growth in recent decades, particularly office-based employment, has been weak. Thus it may take several decades for development as envisioned in the Specific Plan (and Plan Bay Area) to emerge. CHANGES TO PDA The City of Antioch proposes no changes to the Hillcrest Station Area PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

68 D-4 Contra Costa PDA Investment and Growth Strategy Update Antioch Rivertown Waterfront Transit Town Center OVERVIEW The Rivertown Waterfront PDA is a 474 area encompassing Antioch s historical downtown area and riverfront. The PDA offers a fitting setting to offer higher-density housing, and encourage mixed uses with an array of retail, services, and restaurants. The area has been the focus of the City s redevelopment efforts for many years. Rivertown Waterfront Growth Allocations % Growth Housing 1,600 3,430 1, % Jobs 4,030 4, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The Downtown Waterfront area has land use designations and zoning that can easily accommodate projected PDA growth allocations. While there are some vacant and highly underutilized properties, redevelopment of existing developed sites will be necessary. INFRASTRUCTURE CAPACITY AND NEEDS As an older urban neighborhood and downtown area, Downtown Riverfront has a range of infrastructure needs to alleviate existing deficiencies, including drainage improvements to West Antioch Creek and repairs to the subsiding Marina, and improvements that make the area more attractive to new development. These improvements include railroad grade separations on I and L Streets and pedestrian crossings (thus allowing quiet zone rail operation), bikeway connections to other parts of the City, and the Riverfront pedestrian path. More intensive commercial development would also benefit from increased public parking facilities.

69 Appendix D: Contra Costa PDA Portfolio D-5 FUNDING CAPACITY The City has limited capacity to fund needed infrastructure. Historically investments in the Downtown utilized the City s Redevelopment Agency; without such funding few options are available. As development opportunities emerge funding prospects would improve but it is likely that external sources of funding (in addition to development-based funding) will be required. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Downtown Rivertown area, reflecting development patterns and trends throughout East Contra Costa County, currently lacks a substantial market for the higher density housing envisioned by the City and reflected in Plan Bay Area. A concerted public investment strategy, the advent of ferry service connecting Antioch to the central Bay Area, and improving market conditions over the coming decade can all help realize local and regional development goals. CHANGES TO PDA There are no requested changes to the place type, boundary, or jobs and housing allocations to the Downtown Rivertown area.

70 D-6 Contra Costa PDA Investment and Growth Strategy Update Concord Community Reuse Area Regional Center OVERVIEW The Concord Community Reuse Area Regional Center is envisioned as an entirely new urban neighborhood located adjacent to the North Concord/Martinez BART Station and just south of State Route 4. The area covers the northwest section of the former Naval Weapons Station and is currently undeveloped. Community Reuse #1 Growth Allocations % Growth Housing 150 3,420 3,270 2,180% Jobs ,200 14,030 8,253% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City of Concord 2030 General Plan (adopted in 2012) includes an overview of the development strategy for the former Concord Naval Weapons Station (CNWS), which includes the Community Reuse Area Regional Center PDA. The General Plan envisions the Regional Center to include a mix of attached and detached housing with densities ranging from 6 to 45 units per acres. Residential densities will be lowest adjacent to established neighborhoods to the south of the PDA and highest adjacent to the North Concord/Martinez BART Station. A high density, transit-oriented, mixed-use employment center is also located adjacent to the BART station. A mix of commercial uses including light industrial, R&D, retail, hospitality and office are planned for the area along State Route 4. In addition, a campus district that could accommodate a university with up to 10,000 students and 1,700 employees is envisioned in the central portion of the development area. Buildout of the General Plan land use designations for the Naval Weapons Stations Reuse will result in over 12,000 housing units and over 26,000 jobs (6.1 million square feet of commercial space), the majority of which is slated to be developed in the Regional Center Area.

71 Appendix D: Contra Costa PDA Portfolio D-7 INFRASTRUCTURE CAPACITY AND NEEDS As a newly developed area, the Concord Community Reuse Area Regional Center will require the full range of urban infrastructure to service new development as it occurs. However, the development area is currently served by the existing BART station, State Route 4 and Willow Pass Road. FUNDING CAPACITY The City of Concord collects development impact fees and exactions from new development to mitigate the costs of providing the necessary services and infrastructure. In addition, the Community Reuse Project Area Plan identifies the possible use of special districts and seeking Federal and State funding sources for conservation activities, infrastructure investment, needed remediation as well as Climate Action planning and implementation. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Regional Center Area creates capacity that is in alignment with Plan Bay Area allocations. Higher density residential development near BART has shown relatively strong performance in downtown Concord, suggesting strong prospects for the residential densities outlined in the Specific Plan. However, as both retail and office growth has been weak in recent years, it may take several decades for commercial development as envisioned in the Specific Plan (and Plan Bay Area) to emerge. CHANGES TO PDA The City of Concord proposes no changes to the Concord Community Reuse Area Regional Center PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

72 D-8 Contra Costa PDA Investment and Growth Strategy Update Concord Community Reuse Area Transit Neighborhood OVERVIEW The Concord Community Reuse Area Transit Neighborhood is envisioned as an entirely new urban neighborhood located east of Willow Pass Road in northeast Concord. The area covers the central portion of the former Naval Weapons Station and is currently undeveloped. Community Reuse #2 Growth Allocations % Growth Housing - 9,120 9,120 - Jobs - 3,240 3,240 - Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City of Concord 2030 General Plan (adopted in 2012) includes an overview of the development strategy for the former Concord Naval Weapons Station (CNWS), which includes the Community Reuse Area Transit Neighborhood PDA. The General Plan envisions the Transit Neighborhood to include a mix of attached and detached housing with densities primarily ranging from 6 to 24 units per acres. Village Centers will include a mix of retail/service uses, multifamily housing, civic facilities and open space. Buildout of the General Plan land use designations would result in over 12,000 housing units and over 26,000 jobs (6.1 million square feet of commercial space) for the Community Reuse Area. The Transit Neighborhood PDA is envisioned to include a large proportion of the residential development for the area. INFRASTRUCTURE CAPACITY AND NEEDS As a newly developed area, the Concord Community Reuse Area Regional Center will require the full range of urban infrastructure to service new development as it occurs. However, the development area is currently served by the existing BART station and major arterial, Willow Pass Road.

73 Appendix D: Contra Costa PDA Portfolio D-9 FUNDING CAPACITY The City of Concord collects development impact fees and exactions from new development to mitigate the costs of providing the necessary services and infrastructure. In addition, the Community Reuse Project Area Plan identifies the possible use of special districts and seeking Federal and State funding sources for conservation activities, infrastructure investment, needed remediation as well as Climate Action planning and implementation. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Transit Neighborhood area creates capacity that is in alignment with Plan Bay Area allocations. However, as retail growth has been weak in recent years, it may take several decades for the neighborhood-serving commercial uses in the Village Centers envisioned in the Specific Plan (and Plan Bay Area) to emerge. CHANGES TO PDA The City of Concord proposes no changes to the Concord Community Reuse Area Transit Neighborhood PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

74 D-10 Contra Costa PDA Investment and Growth Strategy Update Concord Downtown City Center OVERVIEW The Concord Downtown development area is envisioned as a dynamic, transit-oriented urban place that serves both as a focal point for the City as well as a regional transit hub for the County. The City views job creation and enhancing the local business climate in the Downtown as a priority. The area will include new housing, office and urban amenities. Downtown Growth Allocations % Growth Housing 4,600 7,740 3,140 68% Jobs 7,850 10,200 2,350 30% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL Scheduled for adoption in September 2014, the Downtown Specific Plan focuses on pursuing the utilization of underdeveloped and vacant sites, capitalizing on parking lots adjacent to the Concord BART Station and encouraging existing property owners to upgrade existing properties, all in an effort create a vibrant, mixed-use downtown district. The Specific Plan calls for the development of a mix of medium and high-density residential, mixed-use, and both regional and neighborhoodserving commercial. In addition, the Successor Agency still controls a number of sites in the Downtown district, which are highlighted in the Specific Plan as potential development opportunities. INFRASTRUCTURE CAPACITY AND NEEDS The Downtown is currently served by BART, buses and shuttles, and much of the existing street grid is pedestrian scale. However, a number of large thoroughfares designed for high volume traffic (such as Clayton Road, Willow Pass Road and Concord Avenue) create barriers to non-automobile transportation modes. These arterials, in combination with the existence of large surface parking lots and vacant or underutilized sites, impede pedestrian and bicycle access, creating a less cohesive urban district.

75 Appendix D: Contra Costa PDA Portfolio D-11 FUNDING CAPACITY The City of Concord collects development impact fees and exactions from new development to mitigate the costs of providing the necessary services and infrastructure. In the Specific Plan, the City intends to study the feasibility of localized financing through a Property Based Improvement District (PBID). The city s Redevelopment Agency had been active Downtown, prior to dissolution. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Concord Downtown area creates capacity that is in alignment with Plan Bay Area allocations. Although the decline in Concord s housing prices following the Great Recession was among the steepest in the County, the downtown area has seen relatively strong performance from recent multifamily residential development near BART, suggesting strong prospects for the mid and highdensity residential envisioned in the Specific Plan. However, as both retail and office growth has been weak in recent years, it may take several decades for commercial development as envisioned in the Specific Plan (and Plan Bay Area) to emerge. CHANGES TO PDA The City of Concord proposes no changes to the Concord Downtown Area PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

76 D-12 Contra Costa PDA Investment and Growth Strategy Update El Cerrito San Pablo Avenue Corridor: Del Norte Mixed-Use Corridor OVERVIEW The San Pablo Avenue Corridor in El Cerrito is a largely developed area along which infill development and intensification is envisioned. This PDA is served by the El Cerrito Del Norte BART Station, a major inter-modal station serving transit riders from well beyond the immediate vicinity. Del Norte Growth Allocations % Growth Housing 700 1, % Jobs 1,850 2, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL For the past several years, the City has been preparing the San Pablo Avenue Specific Plan and related documents, including a Complete Streets Plan, Multimodal Capital Improvement Plan, and Environmental Impact Report, set to be released in The plans call for a mix of residential and commercial uses in higher density development, in addition to infrastructure improvements to make the area better suited for walking and biking in addition to its current automobile orientation. The plans call for a form-based code and do not specify the number or type of development allowed, but heights up to 85 feet are planned in certain areas and minimum heights of two stories for commercial and three stories for residential are required. In this and El Cerrito s other PDA, several private development proposals have emerged in recent years that would conform to the vision for higher density. INFRASTRUCTURE CAPACITY AND NEEDS The plans call for numerous improvements for pedestrian and streetscape improvements, bike routes, and other placemaking infrastructure. The costs for these improvements have not yet been published, nor have any analyses of their adequacy to support the level of development envisioned

77 Appendix D: Contra Costa PDA Portfolio D-13 in the corridor. Maintaining vehicular flow during and following construction of these improvements will be critical, as San Pablo Avenue is a major surface road and connects multiple jurisdictions and transit services. FUNDING CAPACITY The plans for this area have not yet produced a comprehensive financing strategy or analysis of funding capacity. However, given the moderate residential and commercial values in this location and the general challenges to infill development feasibility, it is likely that project-based financing capacity will be limited. Similarly, the loss of Redevelopment poses a challenge for both the assembly of parcels in this corridor and the ability to contribute public resources toward infrastructure improvements. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The City s recent and emerging plans for this PDA are generally consistent with higher density, mixed-use development that supports and utilizes both fixed rail and bus transit systems. Market support and project feasibility have thus far been challenging for these types of uses, particularly because most parcels in the area already have some ongoing private uses or important transit functions. Continuing recovery and gains in the housing market can enhance the feasibility of higher density and mixed-use development. CHANGES TO PDA The City of El Cerrito proposes no changes to the San Pablo Avenue Corridor PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

78 D-14 Contra Costa PDA Investment and Growth Strategy Update El Cerrito San Pablo Avenue Corridor: South Mixed-Use Corridor OVERVIEW The San Pablo Avenue Corridor in El Cerrito is a largely developed area along which infill development and intensification is envisioned. This PDA is served by the El Cerrito Plaza BART Station, adjacent to a significant community shopping center. San Pablo Ave. South Growth Allocations % Growth Housing 640 1, % Jobs 1,670 2, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL For the past several years, the City has been preparing the San Pablo Avenue Specific Plan and related documents, including a Complete Streets Plan, Multimodal Capital Improvement Plan, and Environmental Impact Report, set to be released in The plans call for a mix of residential and commercial uses in higher density development, in addition to infrastructure improvements to make the area better suited for walking and biking in addition to its current automobile orientation. The plans call for a form-based code and do not specify the number or type of development allowed, but heights up to 85 feet are planned in certain areas and minimum heights of two stories for commercial and three stories for residential are required. In this and El Cerrito s other PDA, several private development proposals have emerged in recent years that would conform to the vision for higher density. INFRASTRUCTURE CAPACITY AND NEEDS The plans call for numerous improvements for pedestrian and streetscape improvements, bike routes, and other placemaking infrastructure. The costs for these improvements have not yet been published, nor have any analyses of their adequacy to support the level of development envisioned in the corridor. Maintaining vehicular flow during and following construction of these improve-

79 Appendix D: Contra Costa PDA Portfolio D-15 ments will be critical, as San Pablo Avenue is a major surface road and connects multiple jurisdictions and transit services. FUNDING CAPACITY The plans for this area have not yet produced a comprehensive financing strategy or analysis of funding capacity. However, given the moderate residential and commercial values in this location and the general challenges to infill development feasibility, it is likely that project-based financing capacity will be limited. Similarly, the loss of Redevelopment poses a challenge for both the assembly of parcels in this corridor and the ability to contribute public resources toward infrastructure improvements. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The City s recent and emerging plans for this PDA are generally consistent with higher density, mixed-use development that supports and utilizes both fixed rail and bus transit systems. Market support and project feasibility have thus far been challenging for these types of uses, particularly because most parcels in the area already have some ongoing private uses or important transit functions. Continuing recovery and gains in the housing market can enhance the feasibility of higher density and mixed-use development. CHANGES TO PDA The City of El Cerrito proposes no changes to the San Pablo Avenue Corridor PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

80 D-16 Contra Costa PDA Investment and Growth Strategy Update Hercules Central Hercules Transit Neighborhood OVERVIEW The Central Hercules PDA is envisioned to become a transit-oriented urban center in a suburban sub-region. The 250-acre PDA is located astride the regional crossroads of Interstate 80 and State Route 4. The overall vision is of a series of pedestrian-friendly, mixed-use districts. Housing, employment, retail, and civic uses are envisioned for multi-story buildings on an interconnected grid of streets, arranged around transit terminals, restored wetlands and creeks. The physical character will be defined by a network of walkable streets with attractive public spaces, organized around a regional transit facility, and the interior thoroughfares will be designed for very low automobile speeds and high pedestrian amenity. Central Hercules Growth Allocations % Growth Housing 410 2,850 2, % Jobs 800 1,830 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The Central Hercules PDA is part of a larger area, consisting of four districts that are the subject of the Central Hercules Plan, which was prepared in The two districts that comprise the Central Hercules PDA, the New Town Center District and the Hilltown District, are expected to accommodate housing growth of 2,440 units and employment growth of 1,030 jobs. Development is guided by the Central Hercules Plan. INFRASTRUCTURE CAPACITY AND NEEDS The Hilltown District will require a zoning change from Industrial to Planned Commercial- Residential and a remediation plan, as the site is a former PG&E Tank Farm. The previously approved entitlements for New Town Center have lapsed, and there are no applications pending. The

81 Appendix D: Contra Costa PDA Portfolio D-17 area is served by bus transit, with service provided by WestCAT. Future services could include BART, Amtrak s Capitol Corridor route, and passenger ferry service. FUNDING CAPACITY Assuming that a market develops for the proposed uses, the new development should provide substantial funding capacity. The costs associated with the Intermodal Transit Center (ITC), when added to the typical urban infrastructure, is likely to exceed the capacity of the development-based funding sources, suggesting that some external source of funding will be required. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The City of Hercules is planning for capacity that is in alignment with Plan Bay Area allocations. Development of the Intermodal Transit Center (ITC) will strengthen demand for residential and commercial development. Still, the amount of planned growth is substantial, and it may take several decades for development as envisioned in Plan Bay Area to emerge. CHANGES TO PDA The City of Hercules proposes no changes to the Central Hercules PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

82 D-18 Contra Costa PDA Investment and Growth Strategy Update Hercules Waterfront District Transit Town Center OVERVIEW The Waterfront District PDA is located aside San Pablo Bay on the western side of the City of Hercules, adjacent to the intersection of Interstate 80 and State Route 4, and to the Central Hercules PDA. The water s edge in Hercules is characterized by vacant industrial land, business park uses, and small wetlands. A range of housing options will support wide choices for household needs and incomes in the Waterfront District. Additional uses in the Waterfront District will include office and retail. In addition to transit access to many Bay Area destinations, Waterfront District residents will live in a complete community with high-quality public plazas, vibrant streets, parks and schools, and access to neighborhood services and local and regional job centers. Across the railroad and directly on the shoreline, Hercules Point will undergo further environmental cleanup to allow for future recreational use. Waterfront Growth Allocations % Growth Housing 690 1,710 1, % Jobs 1,230 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL Amendments to the City s Waterfront District Master Plan were approved in December 2011, and the City broke ground on its Intermodal Transit Center (ITC) during the summer of The ITC was proclaimed the Highest Priority Project for the City of Hercules. The Hercules Bayfront mixed-use project, a 42-acre Master Planned Transit-Oriented Development project, is being closely coordinated with construction of the ITC.

83 Appendix D: Contra Costa PDA Portfolio D-19 INFRASTRUCTURE CAPACITY AND NEEDS The PDA is currently served by WestCAT, and construction of the ITC is critical to supporting the planned development associated with the Waterfront District PDA as well as other Districts in the City. FUNDING CAPACITY The new development should provide substantial funding capacity, but it may take time for the funding to become available. Meanwhile, construction of the ITC is drawing on numerous funding sources including Measure J funding. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The City of Hercules is planning for capacity that is in alignment with Plan Bay Area allocations. Development of the Intermodal Transit Center (ITC) will strengthen demand for residential and commercial development. Still, the amount of planned growth is substantial, and it may take several decades for development as envisioned in Plan Bay Area to emerge. CHANGES TO PDA The City of Hercules proposes no changes to the Waterfront District PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

84 D-20 Contra Costa PDA Investment and Growth Strategy Update Hercules WCCTAC San Pablo Ave. Corridor Mixed-Use Corridor OVERVIEW The West Contra Costa Transportation Advisory Committee (WCCTAC) is sponsoring the San Pablo Avenue Corridor PDA, which stretches 16 miles along San Pablo Avenue from the southern border of the City of El Cerrito to the northern border of the Town of Crocket. Countywide job and housing growth is expected to cluster along San Pablo Avenue. The overall vision for the entire San Pablo Avenue corridor is to develop an attractive, thriving, vibrant, mixed-use transportation corridor with nodes of medium- to high-density residential uses supported by a complete spectrum of local and regional civic and cultural opportunities and professional, retail, and services jobs. WCCTAC Growth Allocations % Growth Housing 620 1, % Jobs 730 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL Plan Bay Area allocates housing growth of 710 units and employment growth of 450 jobs along the Corridor. There is no particular plan guiding this growth, apart from the County s standard planning regulations. INFRASTRUCTURE CAPACITY AND NEEDS The San Pablo Avenue Corridor is served by BART (El Cerrito and Richmond stations), AC Transit, AMTRAK s Capitol Corridor Route, WestCAT, Vallejo Transit, and Golden Gate Transit. In the future, there will be ferry service between Richmond and San Francisco and preliminary planning is underway for ferry services between Hercules and San Francisco.

85 Appendix D: Contra Costa PDA Portfolio D-21 WCCTAC had determined that a study of high-capacity transit options along the Interstate 80 corridor is a priority for the agency. The Interstate 80 Corridor Study will be an open-ended study of high-capacity transit options that can connect the broader West Contra Costa County communities with existing BART services at either the Richmond or El Cerrito del Norte BART Stations. At the conclusion of the comprehensive study, a preferred option for addressing the corridor s needs would be selected by local elected officials. Different rail technologies and alignments a group of options commonly referred to as wbart will be part of the options that will be examined in the study. FUNDING CAPACITY WCCTAC is one of four Regional Transportation Planning Committees that were created to manage the 1988 Measure C 1/2 cent transportation sales tax projects and programs, and its Extension, Measure J, approved by Contra Costa voters in WCCTAC manages revenues from Measures C and J, and also administers the sub-regional transportation mitigation fee program (STMP). No formal allocation of funding has been made to support new growth along the Corridor PDA. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The County and cities located along the San Pablo Avenue Corridor PDA are planning for growth and development that are in alignment with Plan Bay Area allocations by studying mobility and transit options in West County. However, there does not appear to be any particular land use plan guiding this growth. CHANGES TO PDA WCCTAC proposes no changes to the San Pablo Corridor PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

86 D-22 Contra Costa PDA Investment and Growth Strategy Update Lafayette Downtown Transit Neighborhood OVERVIEW Downtown Lafayette is a vibrant commercial and residential area extending along Mount Diablo Boulevard. The PDA covers some 304 acres. PDA development would include a continued intensification of residential and commercial uses. Transit service includes the BART station and CCCTA bus service. Downtown Growth Allocations % Growth Housing 2,030 2, % Jobs 5,250 6,730 1,480 28% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City has prepared a Specific Plan (adopted in 2012) that encompasses most of the PDA. The land use policies and zoning regulations in the Specific Plan can accommodate growth projections. New development is expected on the few remaining vacant sites as well as redevelopment of existing underutilized sites. INFRASTRUCTURE CAPACITY AND NEEDS The Downtown Specific Plan outlines a variety of infrastructure improvements to accommodate and attract planned development. These include streetscape and roadway improvements along Mount Diablo Boulevard and the completion of the planned bicycle and pedestrian network within Downtown. The Specific Plan also calls for additional public parking facilities and parking management to alleviate existing parking deficiencies and to provide capacity for additional commercial development.

87 Appendix D: Contra Costa PDA Portfolio D-23 FUNDING CAPACITY New planned development will have the financial capacity to fund improvements needed as conditions of approval or other mechanisms that may be established by the City. Streetscape, roadway and parking improvements and completion of pedestrian and bicycle networks may require broader-based funding and would benefit from grant funding, allowing improvements to be made sooner, and thus creating an additional attraction to desired development. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND Market prospects in Lafayette are consistent with the amount and type of development reflected in local policy (General Plan and Downtown Specific Plan) and in Plan Bay Area growth allocations. CHANGES TO PDA There are no requested changes to the place type and boundary to the Downtown Lafayette PDA. The City, however, has requested the following changes to the jobs and housing allocations that MTC and ABAG have assigned to the City as a whole and the Downtown PDA specifically Growth Lafayette Request May 2013 Final Plan Bay Area June 2013 Households Citywide 1,420 1,420 Households Downtown PDA Jobs Citywide 1,230 2,490 Jobs Downtown PDA 1,230 1,480

88 D-24 Contra Costa PDA Investment and Growth Strategy Update Martinez Downtown Transit Neighborhood OVERVIEW The Downtown Martinez Plan encourages mixed-use development as a way to revitalize and strengthen the commercial core of Martinez into a town-center destination that will attract residents and visitors to shop, eat, and recreate. To encourage retail growth and draw residents and visitors downtown, the plan calls for new, high-density housing close to transit, new cultural resources, and development of the Martinez Marina. The downtown core will allow for the highest densities and a mix of uses, including retail, office, multifamily residential, entertainment and cultural uses, as well as visitor-serving uses. The goal for the downtown core is to create a concentration of uses that generate activity during evenings and weekends as well as on weekdays. Downtown Growth Allocations % Growth Housing 820 1, % Jobs 4,040 5,110 1,070 26% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City has been hosting a series of workshops and tours designed to refresh the vision for and guide the transformation of Downtown Martinez. This series is part of the General Plan Update process which is currently underway. Growth and new development in Downtown Martinez also is guided by the Downtown Martinez Plan which was approved in INFRASTRUCTURE CAPACITY AND NEEDS Downtown Martinez is served by AMTRAK s Capitol Corridor route, BART via the North Concord station, and by bus, including County Connection, Tri-Delta Transit, and Benicia Bridge. Despite this excellent level of transit service, a central parking structure is needed to support Downtown revitalization.

89 Appendix D: Contra Costa PDA Portfolio D-25 Full buildout of the Downtown Specific Plan will require improvements to the utility grid. Some individual Downtown property owners have begun making investments but a comprehensive upgrade may require an assessment district or some other financing mechanism that shares the costs more equitably. In addition, there are many unreinforced masonry buildings in Downtown Martinez that will require significant retrofitting to accommodate the types of tenants willing to pay higher rents. These buildings would also require a significant investment from property owners for structural upgrading. FUNDING CAPACITY The Downtown Martinez Specific Plan includes an implementation chapter that recommends a financing strategy for funding the catalyst projects required by the Plan. Federal, State and regional funding, assessment districts, private investment and direct City financing are all contemplated. In addition, assuming that a market develops for the proposed uses, the new development should provide substantial funding capacity. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Downtown Martinez Specific Plan creates capacity that is in alignment with Plan Bay Area allocations. The issue lies with market demand for the high density uses; this area of Contra Costa County has not developed a substantial multifamily housing market and job growth in recent decades, particularly office-based employment, has been weak. Thus it may take several decades for development as envisioned in the Specific Plan (and Plan Bay Area) to emerge. CHANGES TO PDA The City of Martinez proposes no changes to the Downtown Martinez PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

90 D-26 Contra Costa PDA Investment and Growth Strategy Update Moraga Moraga Center Transit Town Center OVERVIEW The Moraga Center PDA encompasses a 180 acre area in central Moraga centering on the Town s major shopping district. CCCTA bus service provides a linkage to the Lafayette BART station and other bus transit lines. Moraga Center Growth Allocations % Growth Housing % Jobs 1,140 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL A Specific Plan has been prepared for the Moraga Center area. The Specific Plan calls for general intensification of the area including new, higher density residential development and additional commercial development. This new development will occur on remaining vacant and underutilized sites in the area. INFRASTRUCTURE CAPACITY AND NEEDS The basic local infrastructure needed to service planned development is in place. There will be the need for streetscape and traffic safety improvements. There is also the need to improve capacity on the two major routes (Moraga Way and Moraga Road) linking Moraga to Orinda and Lafayette respectively. FUNDING CAPACITY New planned development will have the financial capacity to fund improvements needed as conditions of approval or other mechanisms that may be established by the Town. Streetscape and traffic safety may require broader-based funding and would benefit from grant funding. Improvements to

91 Appendix D: Contra Costa PDA Portfolio D-27 Moraga Way and Moraga Road will require regional funding sources given cost and existing congestion levels. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND Market prospects in Moraga are consistent with the amount and type of development reflected in local policy (Moraga Center Specific Plan) and in Plan Bay Area growth allocations. CHANGES TO PDA There are no requested changes to the place type, boundary, or jobs and housing allocations to the Moraga Center PDA.

92 D-28 Contra Costa PDA Investment and Growth Strategy Update Oakley Downtown Transit Town Center OVERVIEW The Downtown Oakley PDA is a 146 acre area encompassing the historical downtown area of Oakley. The area is served by Tri Delta Transit. Downtown Growth Allocations % Growth Housing 560 1,740 1, % Jobs 800 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL A Specific Plan was adopted the Downtown Oakley in The Specific Plan calls for general intensification of the area including new, higher density residential development and additional commercial development consistent with the area s historical characteristics. This new development will occur on remaining vacant and underutilized sites in the area. INFRASTRUCTURE CAPACITY AND NEEDS A variety of infrastructure improvements as outlined in the Specific Plan are required to accommodate and attract planned development including streetscape, traffic safety, bicycle and pedestrian, and a realignment of Main Street (Highway 4). Improved transit service would also support the additional planned mix use development. FUNDING CAPACITY New planned development will create financial capacity to fund improvements needed as conditions of approval or other mechanisms that may be established by the City. The proposed Main Street realignment, streetscape, traffic safety, and parking improvements may require broader-based funding given their benefits to existing as well as new development. Given likely cost burdens and the extended duration of development in the area it would benefit from grant funding, allowing improvements to be made sooner, thus creating an additional attraction to desired development.

93 Appendix D: Contra Costa PDA Portfolio D-29 CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND As is the case with other East County PDAs, it may take time for market support consistent with the land use envisioned in the Specific Plan to evolve. The area does not yet reflect the market strength needed to encourage private investment in multifamily housing and other more intensive development as provided for in the Specific Plan. Public investments improving the area (such as the Main Street realignment) making it more accessible (e.g. transit improvements) will be an important part of attracting needed investment. CHANGES TO PDA There are no requested changes to the place type, boundary, or jobs and housing allocations to the Downtown Oakley PDA.

94 D-30 Contra Costa PDA Investment and Growth Strategy Update Oakley Employment Area Suburban Center OVERVIEW The Oakley Employment Area PDA is a 758 acre area located on the western boundary of the City abutting Highway 160. Transit service is provided by Tri Delta Transit; the area will be served by ebart service with the rail alignment transecting the area. Employment Area Growth Allocations % Growth Housing 580 1, % Jobs 680 2,290 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The area is designated in the City s General Plan for commercial and industrial and residential uses. There are ample vacant and underutilized sites available to accommodate this development. INFRASTRUCTURE CAPACITY AND NEEDS A variety of infrastructure improvements will be required to accommodate and attract planned development including new streets and related utility improvements, intersection improvements, streetscape and traffic safety improvements, bicycle and pedestrian, and transit facilities along Highway 4. FUNDING CAPACITY New planned development in the area will create financial capacity to fund improvements needed as conditions of approval or other mechanisms that may be established by the City. Roadways and intersections, streetscape and traffic safety improvements may require broader-based funding given their benefits to existing as well as new development. Given likely cost burdens and the extended duration of development in the area and the competitive nature of proposed employment-serving

95 Appendix D: Contra Costa PDA Portfolio D-31 land uses the area would benefit from grant funding, allowing improvements to be made sooner, thus creating an additional attraction to desired development. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND As is the case with other East County PDAs, it may take time for market support consistent with the land use envisioned in the Employment Focus area to evolve. Public investments improving the area) making it more accessible will be an important part of attracting needed public investment. CHANGES TO PDA There are no requested changes to the place type, boundary, or jobs and housing allocations to the Oakley Employment Focus Area PDA.

96 D-32 Contra Costa PDA Investment and Growth Strategy Update Oakley Potential Planning Area Transit Neighborhood OVERVIEW Oakley s Potential Planning Area PDA encompasses 232 acres located along Highway 4, the historical commercial corridor of East County. Tri Delta Transit provides transit service. Potential Planning Area Growth Allocations % Growth Housing 1,060 2,310 1, % Jobs % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The area is currently designated and zoned for commercial uses and residential uses. Additional planning efforts could better clarify land use regulations in response to market conditions and the City s policy objectives. Development potential will be derived from remaining vacant sites and redevelopment of existing underutilized site. INFRASTRUCTURE CAPACITY AND NEEDS A variety of infrastructure improvements will be required to accommodate and attract planned development including new streets and related utility improvements, intersection improvements, streetscape and traffic safety improvements, bicycle and pedestrian, and transit facilities along Highway 4. FUNDING CAPACITY New planned development in the area will create financial capacity to fund improvements needed as conditions of approval or other mechanisms that may be established by the City. Roadways and intersections, streetscape and traffic safety improvements may require broader-based funding given their benefits to existing as well as new development.

97 Appendix D: Contra Costa PDA Portfolio D-33 CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND As is the case with other East County PDAs, it may take time for market support consistent with the land use envisioned in the Employment Focus area to evolve. Public investments improving the area) making it more accessible will be an important part of attracting needed public investment. CHANGES TO PDA There are no requested changes to the place type, boundary, or jobs and housing allocations to the Oakley Potential Planning Area PDA.

98 D-34 Contra Costa PDA Investment and Growth Strategy Update Orinda Downtown Transit Town Center OVERVIEW The Downtown Orinda PDA encompasses the Town s existing central commercial district, a 155 acre area located north and south of SR 24. Transit service is provided by the BART Station and CCCTA bus service. Downtown Growth Allocations % Growth Housing % Jobs 3,220 3, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The Town is engaged in a General Plan Update that focuses on the downtown area. The modest amounts of new residential and commercial development in the Plan Bay Area allocations could easily be accommodated with development of existing vacant and underutilized sites. INFRASTRUCTURE CAPACITY AND NEEDS The basic local infrastructure needed to service planned development is in place. There may be the need for streetscape and traffic safety improvements. FUNDING CAPACITY New planned development will have the financial capacity to fund improvements needed as conditions of approval or other mechanisms that may be established by the City. Streetscape, traffic safety, and parking improvements all providing benefits to existing as well and new uses, may require broader-based funding and would benefit from grant funding.

99 Appendix D: Contra Costa PDA Portfolio D-35 CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND Market prospects in Orinda are consistent with the amount and type of development reflected in local policy and in Plan Bay Area growth allocations. CHANGES TO PDA There are no requested changes to the place type, boundary, or jobs and housing allocations to the Downtown Orinda PDA.

100 D-36 Contra Costa PDA Investment and Growth Strategy Update Pinole Appian Way Corridor Suburban Center OVERVIEW Appian Way is envisioned as a thriving retail and service hub for the community and region with new open space and gathering places and wellintegrated circulation for pedestrians, bicyclists, and vehicles. Appian Way will serve as a regional gateway into Pinole at the I-80 interchange, and continue to function as the primary north/south automobile route in the City. Appian Way Growth Allocations % Growth Housing 560 1, % Jobs 2,430 3, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The Three Corridors Specific Plan (Nov. 2010) establishes a land use framework, design and development standards, and implementation actions that will guide development along the Appian Way corridor for the next 20 to 30 years. The Specific Plan increases development potential within the three corridors. The Plan provides zoned capacity and opportunity sites to accommodate an estimated 877 residential units, which is greater than the Plan Bay Area growth allocations. The Plan provides retail, office and industrial areas zoned for new development that would support new jobs far in excess of the Plan Bay Area allocations, although market conditions will be the determining factor in the number of new jobs created. INFRASTRUCTURE CAPACITY AND NEEDS Of critical importance to the Specific Plan is the capacity and condition of the sewage treatment plant. Large portions of the existing collection system are old and experience substantial infiltration that results in wet weather flows that exceed the capacity of the treatment plant. This issue will have

101 Appendix D: Contra Costa PDA Portfolio D-37 to be corrected in order to accommodate new development without further exacerbating treatment deficits. FUNDING CAPACITY The City utilized redevelopment funding to undertake actions in its corridors, including parcel assembly for parking. While redevelopment commitments enabled certain projects to continue, it will be necessary for the City to find alternative funding sources to fund future projects. The City s General Fund has limited ability to contribute to infrastructure, as the City is in a recovery and restore mode following significant financial impacts and cutbacks imposed by the Great Recession. The City collects a range of development impact fees for police, fire, public facilities, wastewater, drainage, and parks and recreation. The City does not have an impact fee for transportation impacts. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Three Corridors Specific Plan proposes transportation improvements to support job growth and housing, consistent with Plan Bay Area objectives for existing suburban communities. However, the Three Corridors Specific Plan recognizes that market conditions are a limiting factor to realizing buildout of zoned capacity and opportunity sites, and forecasts less growth than allowed by capacity. The Plan Bay Area allocations fall within the development accommodated by and forecasted in the Three Corridors Plan. CHANGES TO PDA The Three Corridors Specific Plan explicitly identifies the corridors as PDAs, and the land use capacity and projections exceed the Plan Bay Area housing and employment allocations.

102 D-38 Contra Costa PDA Investment and Growth Strategy Update Pinole Old Town Transit Town Center OVERVIEW Old Town has a strong sense of place as the City s cultural, civic, and historic core that could transition to a mixed-use district serving the needs of local residents and visitors. Old Town Growth Allocations % Growth Housing 1,430 1, % Jobs 2,840 3, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The Three Corridors Specific Plan (Nov. 2010) establishes a land use framework, design and development standards, and implementation actions that will guide development along the San Pablo Avenue (including Old Town) corridor for the next 20 to 30 years. The Specific Plan increases development potential within the three corridors. The Plan provides zoned capacity and opportunity sites for increased density to accommodate an estimated 1,119 residential units, which is greater than the Plan Bay Area growth allocations. The Plan provides retail, office and industrial areas zoned for new development that would support new jobs far in excess of the Plan Bay Area allocations, although market conditions will be the determining factor in the number of new jobs created. INFRASTRUCTURE CAPACITY AND NEEDS To implement the Specific Plan vision for Old Town, San Pablo Avenue will have to be recast as a main street rather than a bypass. To accomplish this, San Pablo Avenue needs to be redesigned to discourage bypass traffic, slow automobiles, and promote pedestrian activity on the street. In order to provide development opportunity and adequate parking in Old Town, two important actions are: 1) assembly of property for shared parking, and 2) City-promulgated standards that rely on this parking rather than compelling each business to satisfy parking demand on-site. The City has initiated these steps towards addressing parking constraints on development.

103 Appendix D: Contra Costa PDA Portfolio D-39 Of critical importance to the Specific Plan is the capacity and condition of the sewage treatment plant. Large portions of the existing collection system are old and experience substantial infiltration that results in wet weather flows that exceed the capacity of the treatment plant. This issue will have to be corrected in order to accommodate new development without further exacerbating treatment deficits. FUNDING CAPACITY The City utilized redevelopment funding to undertake actions in its corridors, including parcel assembly for parking. While redevelopment commitments enabled certain projects to continue, it will be necessary for the City to find alternative funding sources to fund future projects. The City s General Fund has limited ability to contribute to infrastructure, as the City is in a recovery and restore mode following significant financial impacts and cutbacks imposed by the Great Recession. The City collects a range of development impact fees for police, fire, public facilities, wastewater, drainage, and parks and recreation as well as for transportation impacts. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Three Corridors Specific Plan proposes transportation improvements to support job growth and housing, consistent with Plan Bay Area objectives for existing suburban communities. However, the Three Corridors Specific Plan recognizes that market conditions are a limiting factor to realizing buildout of zoned capacity and opportunity sites, and forecasts less growth than allowed by capacity. The Plan Bay Area allocations fall within the development accommodated by and forecasted in the Three Corridors Plan. CHANGES TO PDA The Three Corridors Specific Plan explicitly identifies the corridors as PDAs, and the land use capacity and projections exceed the Plan Bay Area housing and employment allocations.

104 D-40 Contra Costa PDA Investment and Growth Strategy Update Pittsburg Downtown Transit Neighborhood OVERVIEW The Pittsburg - Downtown is the City of Pittsburg s historic downtown business district. The area is envisioned as a revitalized mixed-use community with housing and urban amenities. The City invested heavily in the Old Town (e.g., California Theater) and has attracted infill housing projects. Downtown Growth Allocations % Growth Housing 1,870 3,700 1,820 98% Jobs 1,390 2,500 1,110 80% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City of Pittsburg General Plan (adopted in 2001) includes a chapter that describes the development strategy for the City s downtown. According to the General Plan, several sites in Downtown are vacant, and many buildings are unoccupied. Buildout of General Plan land use designations would result in a total of 2,640 housing units in the Downtown area. The City estimates that the Downtown population at General Plan buildout will be 7,776, an increase of more than 45 percent over population in the year The Housing Element (2010) calls for medium and high density residential districts Downtown, to provide opportunities for attached or detached single-family residences and multi-family residences, such as townhouses, apartment complexes, and condominiums. INFRASTRUCTURE CAPACITY AND NEEDS Downtown already possesses a structure that could help realize a vital, mixed-use, and walkable center. However, the Downtown character is affected by shortcomings that include streetscape design and street linkages.

105 Appendix D: Contra Costa PDA Portfolio D-41 FUNDING CAPACITY The City of Pittsburg collects fees and exactions from developments to cover the costs of processing permits and providing the necessary services and infrastructure related to new development. In addition, the City uses Community Facilities Districts (CFDs) and there is a citywide Lighting and Landscape District. The City s Redevelopment Agency had been active Downtown, prior to dissolution. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Pittsburg Downtown Area creates capacity that is in alignment with Plan Bay Area allocations, though densities associated with some projects are likely to be higher than the 5 households per acre specified. A primary constraint is that eastern Contra Costa County has not developed a substantial market-rate multifamily housing market. It may take several decades for development as envisioned in the Specific Plan (and Plan Bay Area) to emerge. A strong transit linkage to ebart (as envisioned in the Railroad Avenue Specific Plan) would help fulfill the Plan Bay Area designation of Downtown as a Transit Village. CHANGES TO PDA The City of Pittsburg proposes no changes to the Pittsburg - Downtown PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

106 D-42 Contra Costa PDA Investment and Growth Strategy Update Pittsburg Pittsburg/Bay Point BART Station Transit Town Center OVERVIEW The Pittsburg/Bay Point BART Station PDA is located at a terminal BART station, and will connect to the ebart system upon its completion. The City has adopted a Master Plan for the area, promoting higher density, mixed-use development with multimodal improvements. The PDA has an ample undeveloped land resource available to accommodate its allocated growth. However, market conditions and pricing currently pose a feasibility challenge for the development itself, and additional funding for infrastructure projects will likely require external sources. Pittsburg/Bay Point Growth Allocations % Growth Housing - 1,090 1,090 - Jobs 140 1,450 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The Pittsburg General Plan and Pittsburg Baypoint BART Master Plan (2011) both support higher density, mixed-use development around this terminal BART station. Plans allow building heights up to 60 feet, and densities up to 65 units per acre or a 1.0 FAR for commercial development over a 50-acre parcel adjacent to the station. This parcel alone could accommodate the allocated growth in the PDA through 2040, if market conditions permit. INFRASTRUCTURE CAPACITY AND NEEDS The PDA is served by a BART station as well as an interchange with Highway 4, and will link to the planned ebart system upon its completion. The Master Plan calls for onsite improvements including new street networks with pedestrian and bike facilities, public plazas and open spaces, water/sewer/stormwater facilities, and parking garages largely to replace BART surface parking. The

107 Appendix D: Contra Costa PDA Portfolio D-43 Master Plan estimates the costs of these facilities at $56.9 million, with the majority (75 percent) being required for the BART replacement parking. FUNDING CAPACITY The Master Plan identifies several potential funding sources for the desired improvements. Projectbased financing such as Community Facilities Districts or Benefit Assessment Districts require market demand and pricing for the planned product types that has not yet been evident. The Master Plan also identified Redevelopment-based Tax Increment Financing as a source of infrastructure funding, but this source is not currently available. Other external funding sources, including funding from the State, MTC, and Contra Costa County Measure J, are expected to be required but have not yet been committed to this PDA s projects. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The allocations of housing and employment growth to this PDA are consistent with the City s adopted Master Plan. Local market conditions, however, have not yet shown support for the density of development envisioned, nor the price points required for project feasibility. CHANGES TO PDA The City of Pittsburg proposes no changes to the Pittsburg/Bay Point BART Station PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

108 D-44 Contra Costa PDA Investment and Growth Strategy Update Pittsburg Railroad Avenue ebart Station Transit Town Center OVERVIEW The Railroad Avenue ebart Station PDA is an infill development area that will be served by a future ebart station. The PDA boundaries are consistent with the Railroad Avenue Specific Plan area, which encourages higher density and mixed-use development. Market conditions pose a major constraint, however, as local development values may not support the various costs of development and desired infrastructure improvements. Railroad Ave. Growth Allocations % Growth Housing 3,930 7,470 3,530 90% Jobs 5,610 7,930 2,320 41% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City adopted the Railroad Avenue Specific Plan in 2009, supporting higher-density, mixed-use development with densities up to 65 units/acre. The Specific Plan development program assumes 1,845 housing units, just over half of the number allocated to this PDA under Plan Bay Area. The Specific Plan also assumes roughly 1.0 million square feet of additional commercial development, which should be adequate to accommodate the 2,320 new jobs allocated to this PDA. INFRASTRUCTURE CAPACITY AND NEEDS The achievement of the Specific Plan s buildout housing would require the construction of some large parking structures. In addition to this unusual requirement, the Specific Plan calls for improvements to roadways, bike and pedestrian facilities, transit services, parks and open spaces, and utilities.

109 Appendix D: Contra Costa PDA Portfolio D-45 FUNDING CAPACITY The Specific Plan identifies a number of federal, State, and County grant programs that could pay for some of the desired improvements. The Specific Plan also indicates heavy reliance on Redevelopment-based tax increment financing, which is not currently available. The Specific Plan does indicate that impact fees and exactions on new development could be used to pay for some infrastructure improvements, but recent and current market conditions do not appear to support significant additions to development costs. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Specific Plan is consistent in spirit with the PDA place type of Transit Town Center, encouraging a mix of housing types and densities as well as commercial development in this infill area that will be served by an ebart station. The Specific Plan does not appear to support the full amount of housing development allocated to the PDA under Plan Bay Area. Marekt conditions represent a major challenge for infill development, both in terms of basic project feasibility (do housing values exceed the costs of development?) and the ability to support additional infrastructure costs. CHANGES TO PDA The City of Pittsburg proposes no changes to the Railroad Avenue ebart Station PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

110 D-46 Contra Costa PDA Investment and Growth Strategy Update Pleasant Hill Buskirk Avenue Corridor Mixed-Use Corridor OVERVIEW The Pleasant Hill Buskirk Avenue Corridor is a generally characterized by low-density commercial and single family residential uses, and includes the City s Central Business District. Plan Bay Area envisions that future development will incorporate a mix of uses at greater intensities. Buskirk Ave. Growth Allocations % Growth Housing 1,730 1, % Jobs 4,590 6,200 1,610 35% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City of Pleasant Hill General Plan designations for the Buskirk Avenue Corridor include mixed use, multifamily residential, office, commercial and retail, and industrial. There are no City plans that are unique to the Buskirk Avenue Corridor. Pleasant Hill is supportive mixed use development, particularly near downtown (which is contained within the Corridor) on vacant or underutilized sites. INFRASTRUCTURE CAPACITY AND NEEDS The development of downtown required infrastructure improvements such as streets, utilities, and parking facilities. Additional new development likely would require some additional infrastructure to support the transition to higher density urban forms. FUNDING CAPACITY The City of Pleasant Hill collects fees to cover the costs of processing permits and development impacts and providing the necessary services and infrastructure related to new development. In addi-

111 Appendix D: Contra Costa PDA Portfolio D-47 tion, the City created an Assessment District to fund infrastructure supporting the downtown project. The City s Redevelopment Agency had been active in the City, prior to dissolution. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The successful development of the City downtown is positive factor influencing higher-density development potential in the Buskirk Avenue Corridor. However, there is a limited market for multifamily residential development today. CHANGES TO PDA The City of Pleasant Hill proposes no changes to the Buskirk Avenue Corridor PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

112 D-48 Contra Costa PDA Investment and Growth Strategy Update Pleasant Hill Diablo Valley College Transit Neighborhood OVERVIEW The Pleasant Hill Diablo Valley College currently includes retail and commercial uses, as well as a significant parking area that supports Diablo Valley College. Plan Bay Area envisions a small-that benefits from the recently opened Diablo Valley College Transit Center. DVC Growth Allocations % Growth Housing % Jobs 2,550 4,190 1,640 64% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City of Pleasant Hill General Plan designations for the Pleasant Hill Diablo Valley College area includes school, semi-public and institutional, mixed use, and commercial and retail uses. INFRASTRUCTURE CAPACITY AND NEEDS New development in the Pleasant Hill Diablo Valley College area likely would require some additional infrastructure to support the transition to higher density urban forms. FUNDING CAPACITY The City of Pleasant Hill collects fees to cover the costs of processing permits and development impacts and providing the necessary services and infrastructure related to new development. In addition, the City created an Assessment District to fund infrastructure supporting the downtown project. The City s Redevelopment Agency had been active in the City, prior to dissolution.

113 Appendix D: Contra Costa PDA Portfolio D-49 CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND There is a market for townhome and multifamily residential development proximate to Diablo Valley College, though a market for high-density housing has not been established. CHANGES TO PDA The City of Pleasant Hill proposes no changes to the Diablo Valley College PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

114 D-50 Contra Costa PDA Investment and Growth Strategy Update Richmond Central Richmond & 23rd Street Corridor City Center OVERVIEW Richmond s historic downtown incorporates a mix of public, civic, commercial, and residential uses. Adjacent to the Richmond BART Station, a significant transit oriented development has been completed and future phases are anticipated. 23rd Street City Center Growth Allocations % Growth Housing 5,240 5, % Jobs 6,600 8,670 2,070 31% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL A top priority of the City of Richmond General Plan is to improve the downtown and Civic Center area as a social, cultural and civic destination, through support of new and existing entertainment and cultural facilities. Current planning also allows for additional transit-oriented development proximate to BART. INFRASTRUCTURE CAPACITY AND NEEDS The City seeks to upgrade, maintain, and expand infrastructure to provide an effective level of services and utilities in all neighborhoods. Downtown, the City hopes to attract new public facilities, especially within walking distance of the Richmond BART/Amtrak Station and to implement streetscape improvements to enhance access, lighting, safety and experience for pedestrians, bicyclists, transit users, and motorists.

115 Appendix D: Contra Costa PDA Portfolio D-51 FUNDING CAPACITY The City uses General Fund obligations, revenue bonds, assessment districts, development fees, and community facilities districts. The City s Redevelopment Agency had been active in the City, prior to dissolution. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND Richmond was hard-hit by the foreclosure crisis and news report indicate that as of 2013, nearly half of all residential mortgage holders in the city are still underwater. The City was the first municipality in the nation to pursue a program to purchase mortgages in hopes of helping distressed homeowners. The market is unlikely to support new development in the near-term, while supply and demand for existing real estate comes back into balance. CHANGES TO PDA The City of Richmond proposes no changes to the Central Richmond and 23 rd Street Corridor PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

116 D-52 Contra Costa PDA Investment and Growth Strategy Update Richmond Central Richmond & 23rd Street Corridor Mixed-Use Corridor OVERVIEW Richmond s historic downtown incorporates a mix of public, civic, commercial, and residential uses. The 23 rd Street Corridor is a key corridor where the City envisions increased local retail, multi-family housing, and community uses within walking distance of residential neighborhoods. 23rd Street Mixed-Use Growth Allocations % Growth Housing 690 1, % Jobs % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL A top priority of the City of Richmond General Plan is to improve the downtown and Civic Center area as a social, cultural and civic destination, through support of new and existing entertainment and cultural facilities. The City s updated General Plan calls for development in the 23 rd Street Corridor, allowing the area to diversify and intensify with mixed-use commercial uses. INFRASTRUCTURE CAPACITY AND NEEDS The City seeks to upgrade, maintain, and expand infrastructure to provide an effective level of services and utilities in all neighborhoods. In the 23rd Street Corridor, the City hopes to implement streetscape improvements to enhance access, lighting, safety and experience for pedestrians, bicyclists, transit users, and motorists.

117 Appendix D: Contra Costa PDA Portfolio D-53 FUNDING CAPACITY The City uses General Fund obligations, revenue bonds, assessment districts, development fees, and community facilities districts. The City s Redevelopment Agency had been active in the City, prior to dissolution. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND Richmond was hard-hit by the foreclosure crisis and news report indicate that as of 2013, nearly half of all residential mortgage holders in the city are still underwater. The City was the first municipality in the nation to pursue a program to purchase mortgages in hopes of helping distressed homeowners. The market is unlikely to support new development in the near-term, while supply and demand for existing real estate comes back into balance. CHANGES TO PDA The City of Richmond proposes no changes to the Central Richmond and 23 rd Street Corridor PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

118 D-54 Contra Costa PDA Investment and Growth Strategy Update Richmond South Richmond Transit Neighborhood OVERVIEW Water and transportation dependent industrial activities established in the early 20 th century still operate along the City s southern shoreline. Though the area is characterized by intense industrial and port uses, there are residential, office, and general commercial uses as well. South Richmond Growth Allocations % Growth Housing 3,590 4,960 1,380 38% Jobs 7,030 9,360 2,330 33% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The natural shoreline setting and highway access could support a higher-intensity, mixed use center. The City s General Plan notes that the proposed ferry terminal on the Ford Peninsula in Marina Bay provides great impetus for redevelopment and private investment in the area. A goal of the General Plan is to develop the Southern Shoreline, Ford Peninsula in Marina Bay, and San Pablo Peninsula as regional and recreational destinations, creating a mixed-use area and employment center. INFRASTRUCTURE CAPACITY AND NEEDS The City seeks to upgrade, maintain, and expand infrastructure to provide an effective level of services and utilities in all neighborhoods. In the South Richmond area, the City hopes to work with local transit agencies to enhance transit service.

119 Appendix D: Contra Costa PDA Portfolio D-55 FUNDING CAPACITY The City uses General Fund obligations, revenue bonds, assessment districts, development fees, and community facilities districts. The City s Redevelopment Agency had been active in the City, prior to dissolution. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND Richmond was hard-hit by the foreclosure crisis and news report indicate that as of 2013, nearly half of all residential mortgage holders in the city are still underwater. The City was the first municipality in the nation to pursue a program to purchase mortgages in hopes of helping distressed homeowners. The market is unlikely to support new development in the near-term, while supply and demand for existing real estate comes back into balance. However, the introduction of new transit facilities may improve real estate development viability. CHANGES TO PDA The City of Richmond proposes no changes to the South Richmond PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

120 D-56 Contra Costa PDA Investment and Growth Strategy Update Richmond WCCTAC San Pablo Ave. Corridor Mixed-Use Corridor OVERVIEW San Pablo Avenue is a regionally significant route that connects cities in Contra Costa and Alameda counties. The corridor includes numerous transit options and a variety of commercial and residential uses. WCCTAC Growth Allocations % Growth Housing 1,870 3,460 1,590 85% Jobs 1,790 3,010 1,220 68% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City of Richmond General Plan envisions the San Pablo Corridor as a transit-oriented mixed use corridor with multiple community activity nodes centered on BART stations and key intersections. The area would provide a secure and stimulating environment that supports local and regional mobility. The City of Richmond and City of El Cerrito are currently developing a Specific Plan along the San Pablo Avenue Corridor. The City General Plan suggests that the highest intensity development should be located on vacant and underutilized lots close to transit. INFRASTRUCTURE CAPACITY AND NEEDS The City seeks to upgrade, maintain, and expand infrastructure to provide an effective level of services and utilities in all neighborhoods. In the San Pablo Avenue Corridor, the City s General Plan calls for streetscape improvements, transit improvements (e.g., bus shelters), and community facilities such as pocket plazas.

121 Appendix D: Contra Costa PDA Portfolio D-57 FUNDING CAPACITY The City uses General Fund obligations, revenue bonds, assessment districts, development fees, and community facilities districts. The City s Redevelopment Agency had been active in the City, prior to dissolution. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND Richmond was hard-hit by the foreclosure crisis and news report indicate that as of 2013, nearly half of all residential mortgage holders in the city are still underwater. The City was the first municipality in the nation to pursue a program to purchase mortgages in hopes of helping distressed homeowners. The market is unlikely to support new development in the near-term, while supply and demand for existing real estate comes back into balance. CHANGES TO PDA The City of Richmond proposes no changes to the San Pablo Avenue Corridor PDA boundaries, place type, or Plan Bay Area housing and employment allocations.

122 D-58 Contra Costa PDA Investment and Growth Strategy Update San Pablo San Pablo Avenue & 23rd Street Mixed-Use Corridor OVERVIEW The San Pablo and 23 rd Street Mixed Use Corridor encompasses some 284 acres located in central San Pablo. The corridors are served by several AC Transit bus lines. San Pablo Ave. Growth Allocations % Growth Housing 2,780 4,250 1,470 53% Jobs 5,530 7,510 1,980 36% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City completed a Specific Plan for the San Pablo Corridor and previously completed a Specific Plan for the 23 rd Street Corridor. These Specific Plans envision transformation of the area into a vibrant mixed use neighborhood and create substantial capacity for this development. Development would occur on the few vacant sites in the area but mostly occur on currently underutilized sites that would be redeveloped. INFRASTRUCTURE CAPACITY AND NEEDS A variety of infrastructure improvements as outlined in the Specific Plan are required to accommodate and attract planned development including streetscape, traffic safety, bicycle and pedestrian, and transit facility improvements along San Pablo Avenue and 23 rd Street Boulevard. Improved transit service would also support the additional planned mix use development. FUNDING CAPACITY New planned development will create financial capacity to fund improvements needed as conditions of approval or other mechanisms that may be established by the City. Proposed streetscape, traffic safety, and parking improvements may require broader-based funding given their benefits to

123 Appendix D: Contra Costa PDA Portfolio D-59 existing as well as new development. Given likely cost burdens and the extended duration of development in the area it would benefit from grant funding, allowing improvements to be made sooner, thus creating an additional attraction to desired development. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND It may take time for market support consistent with the land use envisioned in the Specific Plan to evolve. The San Pablo Corridor in West County is a transitional area not yet reflecting the market strength needed to encourage private investment. In these areas public investments improving the area and making it more accessible (e.g. transit improvements) will be an important part of attracting needed investment. CHANGES TO PDA There are no requested changes to the place type, boundary, or jobs and housing allocations to the San Pablo and 23 rd Street Mixed Use Corridor.

124 D-60 Contra Costa PDA Investment and Growth Strategy Update San Pablo Rumrill Boulevard Empl. Investment Area OVERVIEW The Rumrill Boulevard PDA lies several blocks west of the City s San Pablo Corridor PDA. The 55 acre area is currently in low intensity industrial, warehouse, and storage uses. Rumrill Blvd. Growth Allocations % Growth Housing Jobs % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The City s General Plan designates the Rumrill Boulevard PDA as Industrial Mixed Use permitting a range of industrial and commercial uses. There is substantial development potential given the preponderance of vacant and underutilized sites in the area. Additional planning efforts are contemplated for the area including a Specific Plan that will further clarify land use policy in the area. INFRASTRUCTURE CAPACITY AND NEEDS Infrastructure requirements will include needed roadway and streetscape improvements along Rumrill Boulevard. FUNDING CAPACITY Some funding capacity can be derived from future development; however industrial uses contemplated in the area have relatively low financing capacity. Funding from broader Citywide sources or grants from State and regional sources may be necessary to completed needed improvements

125 Appendix D: Contra Costa PDA Portfolio D-61 CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Plan Bay Area employment target for the Rumrill area is modest. Capacity for this amount of development exists today and will likely be enhanced by subsequent planning efforts. Market demand for the uses contemplated is competitive so it will be necessary to collaborate with landowners to make sites attractive to new development. CHANGES TO PDA There are no requested changes to the place type, boundary, or jobs and housing allocations to the Rumrill Boulevard PDA.

126 D-62 Contra Costa PDA Investment and Growth Strategy Update San Ramon City Center Suburban Center OVERVIEW The San Ramon City Center PDA, conveniently located adjacent to I-680, currently sits within a regional employment center that includes supporting retail and commercial uses serving local residents and commuters. Given its strategic location in the economically vibrant Tri-Valley, this PDA is well positioned to continue to capture job generating uses which over time may also provide additional market support for higher density residential development. City Center Growth Allocations % Growth Housing 490 1, % Jobs 10,430 17,800 7,370 71% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The development of this PDA would need to occur pursuant to existing General Plan designations which for the most part appear consistent with the PDA growth allocations. However, the City of San Ramon City Center project, located on 40+ acres at the intersection of Bollinger Canyon Road and Camino Ramon, represents the most relevant planning effort for this PDA. The ambitious mixed-us project includes the following: Retail/Commercial (nsf) 635,042 Hotel (169 rooms) 139,687 City Hall / Library 110,490 Office: 730,000

127 Appendix D: Contra Costa PDA Portfolio D-63 Residential Units 488 Parking Spaces: 6,992 INFRASTRUCTURE CAPACITY AND NEEDS While basic urban infrastructure exists to support development of this PDA, the City s City Center project includes a new City Hall, Council Chamber and public Library. In addition, a planned Transit Center is planned for this location. Modest additional transportation and utility improvements would also be required to achieve full build-out. FUNDING CAPACITY The primary developable area is the subject of an on-going City planning effort that includes substantial public facilities and improvements. Full build-out of this program will require the successful implementation of a relatively complex public-private development process. Identifying adequate financing for infrastructure remains a significant component of this process. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The PDA land use allocations appear relatively consistent with existing local land use policies and intentions. However, a large portion of this PDA is occupied by existing, viable land uses, including The Shops at Bishop Ranch (a retail center), and several relatively traditional, suburban formatted business parks (e.g., Bishop Ranch I and II, and Chevron Park). The City s City Center Project represents the primary development opportunity site but may require significant economic improvements, especially for destination retail, to achieve full build-out. CHANGES TO PDA The City of San Ramon is not currently seeking any substantial changes to the PDA boundary, place type, or allocations.

128 D-64 Contra Costa PDA Investment and Growth Strategy Update San Ramon North Camino Ramon Transit Town Center OVERVIEW The San Ramon North Camino Ramon PDA, conveniently located immediately adjacent to I-680, currently serves as a regional employment center with supporting retail and commercial uses that serve local residents and commuters. Given its strategic location in the economically vibrant Tri- Valley, this PDA is well positioned to continue to capture job generating uses which over time may also provide additional market support for higher density residential development. North Camino Ramon Growth Allocations % Growth Housing 130 1,910 1,780 1,369% Jobs 11,430 14,460 3,030 27% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL Adopted by the City Council in July, 2012, the North Camino Ramon Specific Plan represents the primary planning document for this PDA. This Specific Plan is generally consistent with the type and level of development envision by Plan Bay Area. In fact, the San Ramon City Council authorized the submittal of an application to designate the North Camino Ramon Plan Area as a PDA and the designation is referenced in the Specific Plan. The Plan calls for about 1,500 residential units (slightly below the PDA allocation), and over 1,675,000 square feet new job generating uses (about 3,000 to 6,000 new jobs). INFRASTRUCTURE CAPACITY AND NEEDS The PDA is well service by existing urban infrastructure, although additional improvements and investments will need to be phased in over time with new development. The key public infrastructure serving the area is described below:

129 Appendix D: Contra Costa PDA Portfolio D-65 Transportation: The Plan Area is highly accessible by vehicle because it is situated within a grid of Routes of Regional Significance, arterials and collector streets. The two freeway interchanges at Bollinger Canyon Road and Crow Canyon Road, support regional mobility and provide access to the Plan Area from I-680 and the programmed High Occupancy Vehicle on and off ramps at Norris Canyon Road will provide additional access to carpools, vanpools and public transit. In addition to providing the Plan Area access, the freeway and major arterials provide visibility for the Plan Area to support Destination Retail uses fronting on the freeway and roadways. Transit: the Plan Area is served by multiple bus routes. The CCCTA/County Connection provides regional bus service to the current Transit Center located at Executive Parkway and Camino Ramon as well as Bishop Ranch and other employment centers in the area. This transit center may be relocated along the Norris Canyon Road corridor within the Plan Area to create a centralized public transportation hub. The regional bus service connects San Ramon to the Walnut Creek and Dublin/Pleasanton BART stations, the Altamont Commuter Express (ACE) station and various Park and Ride lots in the I-680 corridor and also provides local bus service as some of these routes circulate through central San Ramon. Employees working within the Bishop Ranch can ride transit free with a pass as part of Bishop Ranch s Transportation Demand Management program. Water: Based on the existing East Bay Municipal Utility District (EBMUD) potable water infrastructure within the area, the need for new water infrastructure will be based on new roadway alignments and required fire flow. While the current water supply appears adequate to serve future growth, investment in recycle water and conservation measure will be required. Some development locations will also need to upgrade connections in order to meet water pressure requirement for fire prevention. Sewer: While a number of upgrades to the sewer system will be required to accommodate future development, these are likely to be covered through fees and other revenue sources collected the Central Contra Costa Sanitary District (CCCSD) on a system-wide basis. Drainage: Based on discussion with the City of San Ramon as part of the Specific Planning process, there are no known deficiencies within the existing drainage system. with a significant footprint of impervious surfaces (buildings, parking lots, and roadways). The proposed specific plan will alter development types in the area, but it is not anticipated to increase the quantity of impervious surfaces. (City) Park Facilities: While the PDA currently lacks a park or substantial recreation facilities, the North Camino Ramon Specific Plan includes an integrated network of varied public spaces planned to serve residents, shoppers and employees.

130 D-66 Contra Costa PDA Investment and Growth Strategy Update FUNDING CAPACITY The North Camino Ramon Specific Plan identifies approximately $44 million in Primary Street and Utility Infrastructure and park development costs with buildout. It also calls for an 2,000 space parking structure at $46 million. On the revenue side, existing fee programs are expected to generate about $42 million for the above infrastructure (excluding parking). This suggests that a variety of other financing mechanisms and resources will need to be identified to cover the costs of the parking structure and other plan elements (to the extent that fee revenues are restricted by source). Given the potential to phase these costs over time, this funding gap will likely be manageable given the level of development envisioned. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The PDA land use allocations appear relatively consistent with existing local land use policies and intentions. In addition, overall market demand conditions are robust and are likely to support the level of development envisioned over the long-term. Land assembly and development feasibility represent the key obstacles to achieving PDA growth, since it will requiring substantial the redevelopment of existing properties, many of which are currently generating income to owners. CHANGES TO PDA The City of San Ramon is not currently seeking any substantial changes to the PDA boundary, place type, or allocations.

131 Appendix D: Contra Costa PDA Portfolio D-67 Walnut Creek West Downtown Suburban Center OVERVIEW The Walnut Creek West Downtown PDA currently serves as a highly successful mixed use district that attracts workers and visitors from throughout the Bay Area for jobs, shopping, entertainment and other activities. As a well-established urban location, this PDA is largely built-out and most future development will require intensification and reuse of existing properties. However, excellent auto and transit accessibility (including BART, I-680, and I-24), a range of urban amenities, and track record of successful higher-density development, suggest it is well positioned to capture future growth from a market perspective. West Downtown Growth Allocations % Growth Housing 1,520 4,100 2, % Jobs 7,450 12,070 4,620 62% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL Future development in West Downtown will be affected by a number of existing land use controls and on-going planning efforts. In addition, while the overall growth projections reflected in the ABAG allocations do not appear to depart significantly from local policies, future project entitlements will be challenged by community based slow growth influences and contingencies that have manifested themselves in various forms over the last 25 years. In 1985, Walnut Creek voters approved Measure A, the Building Height Freeze Initiative which froze building heights throughout the City based on the operative zoning ordinance on the date the initiative. Measure A height limits are incorporated into General Plan 2025, as well as the City's Planning and Zoning Ordinance, and can be modified only with voter approval. In conformance with Measure A, General Plan 2025 establishes building height limits for the city's Core Area, including the PDA. These heights range from a low of 25 feet to a high of about 90 feet.

132 D-68 Contra Costa PDA Investment and Growth Strategy Update Walnut Creek also has had commercial growth management regulations, in various forms, for more than 25 years driven by community concern related to excessive traffic congestion and the construction of a number of large commercial office buildings in Downtown in the 1970s and 1980s. Growth Limitation Implementation Regulations were incorporated into the City's General Plan in 1993, limiting commercial development in the city to no more than 75,000 square feet of net new floor area per year, metered in two-year increments. General Plan 2025, adopted by the City Council in 2006, maintained the established limitations on commercial growth. By far the most important on-going planning effort in this PDA the West Downtown Specific Plan which is expected to be complete in Spring, The Specific Plan area covers the entire PDA except for an approximately 10 block area east of California Blvd. which includes the historic downtown (including Broadway Plaza). The Draft Preferred Plan, completed in October, 2013, includes 2,400 new residential units and 491,000 commercial square feet (equivalent to about 1,500 2,000 new jobs depending on density). 2 The approved Locust Street / Mt. Diablo Boulevard Specific Plan is also included in this PDA (but outside the West Downtown Specific Plan Area). This four acre covers one and one-half blocks on a key portion of the Traditional Downtown north of Mt. Diablo Boulevard, where several significant vacant and transitioning commercial properties offer opportunities for infill development. The purpose of the Specific Plan is to guide new development in a way that builds upon, enhances and expands the existing pedestrian-oriented retail district, while preserving the diverse and eclectic character of the Traditional Downtown. If each site were developed to the full potential outlined in the plan, the PDA could add about 50 units and between 800 1,000 jobs. 3 INFRASTRUCTURE CAPACITY AND NEEDS Generally speaking, the Walnut Creek West Downtown PDA is well served by basic urban infrastructure, including transportation, sewer, water, storm drainage and other public facilities (e.g. parks and plazas). A summary of the key public infrastructure systems is provided below. Transportation: Regional access to the Plan Area is provided by I-680, SR 24, Olympic Boulevard, and Ygnacio Valley Road. The Walnut Creek BART Station and parking area is 2 The West BART Transit Village Project, contained within the above mentioned specific plan area, includes approximately 600 apartments, 22,000 square feet of commercial space, and 1,600 parking structured parking spaces. The project has been in development since 2005, design guidelines for the project were published in April 2012, and the Draft EIR was published in July The Locust St. / Mt. Diablo Boulevard Specific Plan calls for 136,000 square feet of new retail and restaurant space, 46 housing units 93 hotel rooms, 97,300 square feet of office space; and 799 new off -street parking spaces (335 spaces in a new parking garage).

133 Appendix D: Contra Costa PDA Portfolio D-69 located in the north eastern portion of the PDA. CCCTA Bus service fixed routes directly serving the area. The West Downtown Specific Plan specifies a number of transportation facilities that would reduce congestion and improve bicycle and pedestrian access, which can be phased in with new development Water: The East Bay Municipal Utility District (EBMUD) operates and maintains the potable water system in the Plan Area and asserts that fire flow demands far exceed existing and projected urban usage demands and as such fire flow demands are the controlling design factor. Currently, there are no known deficiencies regarding fire flow capacity in the Plan Area. Sewer: Sanitary sewer service is provided to the Plan Area by the Central Contra Costa Sanitary District (CCCSD). CCCSD maintains an ongoing district-wide annual program of upgrading lines that may either be deficient in capacity or structurally questionable. No deficient or structurally questionable lines were identified within the Plan Area. Proposed development projects will be responsible for addressing the deficiencies of any CCCSD sewer facilities immediately adjacent to a specific development site. All costs associated with upgrading these facilities are the responsibility of the developer of the proposed project. Storm Drainage: Master planning and construction of major storm drainage facilities is the responsibility of the Contra Costa County Flood Control District (CCCFCD). There are no known deficiencies within the existing system. Other: Additional infrastructure improvements may include streetscape or public open space facilities or enhancements (e.g. plazas, bike lanes), parking structures, and potential road alignment or on / off-ramp, public plazas and public space improvements. However, these improvements can be phased with development FUNDING CAPACITY While a modest level of public infrastructure would be required to support continued growth in the Walnut Creek s West Downtown PDA, funding and financing is likely to fall well within normal and accepted levels of financial burned on new development. In addition, given the lack of immediate infrastructure constraints, future improvements are likely to correspond closely to the phasing of private development. Moreover, the City already as a variety of development impact fee and other infrastructure financing mechanisms in place to facilitate adequate investments. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The existing local planning context appears to be relatively consistent with ABAG s PDA land use allocations, especially on the residential side. In addition, market conditions are and will likely remain favorably, suggesting that new development will be feasible on available sites. The primary

134 D-70 Contra Costa PDA Investment and Growth Strategy Update constraint over the long-term relates to ensuring adequate supply (e.g. land acquisition and parcel assembly) to support the level of development implied by the Plan Bay Area allocations. CHANGES TO PDA As noted above, the primary planning effort relevant to this PDA, West Downtown Specific Plan, is expected to be complete by spring, The most recent Draft Plan suggests a slightly higher level of growth that allowed under the current General Plan.

135 Appendix D: Contra Costa PDA Portfolio D-71 Contra Costa County Unincorporated Contra Costa Centre Mixed-Use Corridor OVERVIEW The Contra Costa Centre PDA has long been planned for intensive development, and already has a mix of mid- and high-rise commercial and residential buildings. Previous funding efforts have already constructed key infrastructure improvements, including replacement parking structures for BART. Market conditions are relatively strong, and both residential and commercial prospects are positive. This PDA illustrates the potential outcome of visionary zoning and funding efforts, as well as diligence in pursuing planned development over several decades. Contra Costa Centre Growth Allocations % Growth Housing 1,910 2, % Jobs 3,740 4,750 1,010 27% Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The Pleasant Hill Station Comprehensive Station Plan was adopted by BART in 2002, and envisioned the development of dense, mid- and high-rise residential and office buildings with ancillary retail to intensify an existing activity node in this station area. Over 400 housing units have been built in the station area thus far, as well as retail development. Current zoning allows development heights up to 180 feet near the BART station. While planning and development have supported PDA-type projects in recent years, it is not clear that adequate parcels remain to accommodate all of the housing and job growth allocated to this PDA.

136 D-72 Contra Costa PDA Investment and Growth Strategy Update INFRASTRUCTURE CAPACITY AND NEEDS Most infrastructure is in place to accommodate planned growth, including replacement parking for BART patrons that has enabled development on other BART land. This condition places this PDA at a comparative advantage versus some other PDAs in the Contra Costa County market areas. FUNDING CAPACITY The Contra Costa County Redevelopment Agency funded much of the infrastructure, parcel assembly, and other efforts to prepare the Station Area for redevelopment. Development values for office and residential uses are relatively strong in this location, and may be able to support any additional costs required for infrastructure improvements. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Contra Costa Centre PDA has supportive zoning and a history of both public and private development and financing activity to support the type of intensive, mixed-use growth envisioned in Plan Bay Area. In recent years, residential development has proceeded while envisioned commercial development has been delayed, but longer-term market prospects appear positive. CHANGES TO PDA No changes sought by the County of Contra Costa to the PDA boundary, place type, or allocations have been noted.

137 Appendix D: Contra Costa PDA Portfolio D-73 Contra Costa County Unincorporated Downtown El Sobrante Mixed-Use Corridor OVERVIEW On June 7, 2011, the Contra Costa County Board of Supervisors approved the El Sobrante General Plan Amendment (ESGPA), which revised the Land Use Element and Transportation-Circulation Element of the Contra Costa County General Plan. The ESGPA is a community based effort to revitalize El Sobrante's commercial core and transform downtown El Sobrante into a pedestrian friendly, vibrant business district with a community center that will attract visitors and residents to shop, dine, and conduct business in downtown. Downtown El Sobrante Growth Allocations % Growth Housing 1,810 2, % Jobs 940 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The Downtown El Sobrante General Plan Amendment revises the Contra Costa County General Plan ( ) affecting the downtown area, establishing three new mixed use land use designations on selected blocks. While the amendments results in less potential new development, the capacity for new units (490, per the 2010 EIR) is slightly greater than the Plan Bay Area allocations. The zoned capacity for new commercial square feet (402,585 per the 2010 EIR) would support employment 2 to 3 times the Plan Bay Area allocations. INFRASTRUCTURE CAPACITY AND NEEDS Planning efforts have focused on the need for improved signage, trees and landscaping, and improved parking siting to provide buffers and enhance street frontage. Improved pedestrian and bi-

138 D-74 Contra Costa PDA Investment and Growth Strategy Update cycle facilities are also proposed. Sewers leading to the treatment plant operated by the West County Wastewater District (WCWD) which serves the region may need to be enlarged to accommodate increased flows from new development in its service area. FUNDING CAPACITY Funding the improvements necessary to upgrade the physical character of the area and improve its ability to attract new development will require a mix of economic development grants, transit and transportation improvement-related funding, and development in-kind construction. No plan for funding needed improvements has been noted. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND The Downtown El Sobrante General Plan Amendment provides for mixed use land use designations consistent with consistent with the Mixed-Use Corridor PDA designation. However, the current mix and presence of older, low-density uses will slow the transition of the corridor to higher density mixed-uses due to the costs of redevelopment, and the limited market demand for higher value uses needed to justify new development. CHANGES TO PDA No changes sought by the County of Contra Costa to the PDA boundary, place type, or allocations have been noted.

139 Appendix D: Contra Costa PDA Portfolio D-75 Contra Costa County Unincorporated North Richmond Transit Neighborhood OVERVIEW North Richmond includes an existing residential community along with a large, and in parts underutilized, industrial area. North Richmond is envisioned as a Transit Neighborhood with increments of new industrial development, new housing development, and a range of investments in community facilities to support the existing residential community and strengthen the area s economic base. North Richmond Growth Allocations % Growth Housing 1,240 1, % Jobs 1,490 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL Prior to the Great Recession, a number of planning studies were conducted to consider potential futures for North Richmond. In 2006, the North Richmond Specific Plan process was initiated which evaluated the redevelopment potential for a portion of the industrial area of North Richmond. A range of new compact, residential uses were envisioned that would help fund important infrastructure improvements and community amenities. A new neighborhood shopping center was also included in the initial plans along with some additional light industrial development. With the onset of the Great Recession, its longevity, and the end of Redevelopment Agencies (and associated tax increment), the North Richmond Specific Plan was put on hold. At present, land use designations in North Richmond provide substantial capacity for new industrial development as well as for some residential development.

140 D-76 Contra Costa PDA Investment and Growth Strategy Update INFRASTRUCTURE CAPACITY AND NEEDS Infrastructure needs have long been identified as a critical barrier to new development in the North Richmond area. Infrastructure challenges include deteriorating roadways, inadequate water transmission and wastewater facilities, and inadequate drainage facilities. A 2006 study identified the need for a base investment of over $25 million in infrastructure in the industrial areas of North Richmond alone to support existing and new industrial development, with substantially larger investments required if residential development were added in these areas. Substantial investments in roadway improvements, right-of-way acquisition, and water, wastewater, and storm drain improvements were identified. FUNDING CAPACITY The North Richmond Specific Plan envisioned financing backbone infrastructure investments in industrial and residential areas using financing capacity associated with a new compact residential community and tax increment revenues. With the ending of Redevelopment Agencies and the more modest development plans since the Great Recession, funding capacity is more limited. Funding through federal and State grants or regional funding sources, as available, will likely be required to fund some of the needed infrastructure improvements. CONSISTENCY OF LOCAL AND REGIONAL POLICIES AND MARKET DEMAND Current levels of demand are subdued, in part due to the infrastructure constraints and in part due to broader real estate market conditions. Over time, the real estate market will improve, though constraints to new development will remain substantial. Land use policies are unlikely to act as a primary constraint on development, though new development plans will need to provide appropriate benefits to the existing community. CHANGES TO PDA No changes sought by the County of Contra Costa to the PDA boundary, place type, or allocations have been noted.

141 Appendix D: Contra Costa PDA Portfolio D-77 Contra Costa County Unincorporated Pittsburg/Bay Point BART Station Transit Neighborhood OVERVIEW The Pittsburg/Bay Point BART Station PDA is located at a terminal BART station, and will connect to the ebart system upon its completion. The area is envisioned to include higher density, mixeduse development with multimodal improvements. The PDA has an ample undeveloped land resource available to accommodate its allocated growth. However, market conditions and pricing currently pose a feasibility challenge for the development itself, and additional funding for infrastructure projects will likely require external sources. Pittsburg/Bay Point BART Station Growth Allocations % Growth Housing 1,170 1, % Jobs 400 1, % Source: ABAG Plan Bay Area PLANNING AND DEVELOPMENT POTENTIAL The County General Plan support higher density, mixed-use development around this terminal BART station. The General plan calls for a range of multifamily residential, retail and office uses as well as single family residential in the northeast portion of the PDA. At buildout, this area can accommodate the allocated growth in the PDA through 2040, if market conditions permit. INFRASTRUCTURE CAPACITY AND NEEDS The PDA is served by a BART station as well as an interchange with Highway 4, and will link to the planned ebart system upon its completion. Planning efforts call for onsite improvements including