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Home My WebLink About06 2024-2025 CERTIFIED LOCAL GOVERNMENT ANNUAL REPORT Agenda Item_______ Reviewed: AGENDA REPORT City Manager_______ Finance Director_______ MEETING DATE: APRIL 7, 2026 TO:ALDO E. SCHINDLER, CITY MANAGER FROM:ALEXA SMITTLE, COMMUNITY DEVELOPMENT DIRECTOR SUBJECT:2024-2025 CERTIFIED LOCAL GOVERNMENT ANNUAL REPORT SUMMARY: The City of Tustin is certified by the State of California to carry out the National Historic Preservation Act of 1966, andis required to submit an annual report on historic preservation actions, activities, and programsto the California State Office of Historic Preservation. The City of Tustin’s 2024-2025 Certified Local Government Annual Report (Attachment 1) reflects the federal reporting period of October 1, 2024 through September 30, 2025. On March 24, 2026, the Planning Commission, acting as the Historic and Cultural Resources Advisor, approved the 2024-2025 Certified Local GovernmentAnnual Report(Attachment 2). RECOMMENDATION: Recommend the City Council receive and file the 2024-2025 Certified Local Government Annual Reportandauthorize staffto submitthe report to the California State Office of Historic Preservation. FISCAL IMPACT: There isno fiscal impact associated with this item. CORRELATION TO THE STRATEGIC PLAN: Cultural and historic resources support the City’s Strategic Plan Goal A: Economic and Neighborhood Development and Goal E: Organizational Excellence and Customer Service by tracking progress on preservation efforts that enhance community vibrancy and quality of life, while demonstrating the City’s commitment to timely, high-quality service and compliance with California State law. City Council AgendaReport 2024-2025 Certified Local Government Annual Report April 7, 2026 Page 2 BACKGROUND AND DISCUSSION: The Code of Federal Regulations (CFR) authorizes the National Park Service to establish a mechanism for each state to certify local governments to implementthe National Historic Preservation Act of 1966 (the Act), as amended (36 CFR 61. 6). The Act encourages direct participation of local governments in the identification,evaluation, registration, and preservation of historic properties within their jurisdictions, and promotes the integration of local preservation interests and concerns into local planning and decision-making processes through the Certified Local Government (CLG) Program.A summary of the year’s activities may be found in the attached Planning Commission staff report (Attachment 2). _______________________ Alexa Smittle Jay Eastman, AICP Community Development Director Assistant Director – Planning Erica H. Demkowicz, AICP Senior Planner Attachment: 1.2024-2025 Certified Local Government Annual Report 2.Planning Commission Staff Report – March 24, 2026 lor are set by documents to that email. If the No. . You can then attach the required am: 2024-2025 Annual Report ion. Please communicate directly with the OHP Local 1 oxes. This form can be saved and reopened. The font, size, and co them in a separate email. Office of Historic Preservation (OHP) must have the opportunity to e Designation and Protection of Historic Properties. the just insert an extra line (Enter) between the items. info.calshpo@parks.ca.gov you will need to send CLG Agreement, March 24, 2026 _________________________ expandable text fields and checkb d (Reporting period is from October 1, 2024 through September 30, 2025) ail it as an attachment to : Pursuant to the Erica H. Demkowicz __________________________ Certified Local Government Progr This is a fillable PDF with https://library.munico REMINDER review and comment on ordinance changes prior to adoptGovernment Unit staff to coordinate the review. Changes that do not meet the CLG requirements could affect certificationstatus._________ __________ Start typing where indicated to provide the requested information.Click on the check box to mark either yes or no.To enter more than one item in a particular text box, 1.Are you considering amending or revising your certified ordinance this year? ______________________2.Provide an electronic link to your ordinance or appropriate section(s) of the municipal/zoning code. INSTRUCTIONS:attachments are too large (totaling more than 20 MB), the text field. Save the completed form and em Report Prepared by: Date of commission/board review: MINIMUM REQUIREMENTS FOR CERTIFICATIONI.Enforce Appropriate State or Local Legislation for thA.Preservation Laws Recorder Date Recorded by County contributors Yes, it is included in another element. No ar? For districts, include the total number of resource am: 2024-2025 Annual Report 30, 2025, what properties/districts have been locally 2 c /Do g (Reporting period is from October 1, 2024 through September 30, 2025) s://www.tustinca.or N/AN/AN/A p Yes, in a separate historic preservation element. Certified Local Government Progr htt N/AN/AN/AN/A designated?contributors. : Pursuant to California Government Code £ 27288.2, Ðthe county recorder shall record a certified resolution establishing Property Name/Address Date Removed Reason Local Landmark Designations (Comprehensive list of properties/districts designated during the reporting. 1.During the reporting period, October 1, 2024 Î September 2.What properties/districts have been de-designated this past ye1.Do you address historic preservation in your general plan? Provide an electronic link to the historic preservation section(s) of the General Plan or to the separate historic preservationelement. _________________________ Property Name/Address Date Designated If a district, number of B.NewReminder an historical resources designation issued by the State Historical Resources Commission or a local agency, or unit thereof.Ñ C.Historic Preservation Element/Plan to CEQA documents prepared for or by providing input am: 2024-2025 Annual Report to Section 106 documents prepared for, or by, the local 3 sjurisdiction(iewirelesscommunicationfacilities) ' CEQA documents for projects that are proposed within the Section 106 documents for projects that are proposed within the reviewingproviding inputreviewing d between staff-only review and full-commission review? (Reporting period is from October 1, 2024 through September 30, 2025) Some projects are reviewed at the staff level without commission review. All projects subject to design review go the commission. Most design reviews and certificates of appropriateness occur at thestafflevelwiththeCommunityDevelopmentDirectoractingasthe What is the threshol Certified Local Government Progr ll CEQA documents undergo review during the administrative draft stage before being released to .Who takes responsibility for design review or Certificates of Appropriateness? City staff are actively involved in the CEQA process. They offer input as project planners onpotentialCEQAissuesrelatedtohistoricresourcesInputfromtheCommissionisrequestedand The City has not prepared or enlisted the preparation of Section 106 documents in past reportingperiodsnorduringthesubjectreportingperiod AthepublicensuringthatanypotentiallysignificantimpactsareadequatelyaddressedFurthermoreCity staff periodically review Section 106 documents that are sent via email from applicants orconsultantsworkin gonprojectswithintheCity 1 Explain the historic preservation staff and commission role in the local government.________________________________________________________________________________________Explain the staff and commission role in jurisdiction of the local government.________________________________________________________________________________________Explain the staff and commission role in government.________________________________________________________________________________________Explain the staff and commission role in jurisdiction of the local government:_____________ ___________________________________________________________________________ California Environmental Quality Act (CEQA) D.Review Responsibilities 2.3.Section 106 of the National Historic Preservation Act skozak@tustinca.org t 9 - resigned on 8/dmello@tustinca.org retired; 3/1/2025 - 2 on, explain why the professional qualifications have not been am: 2024-2025 Annual Report 4 3/25/25 4/4/20233/1/2027tdouthit@tustinca.org4/4/20233/1/2027amason@tustinca.org3/4/20253/1/2029ehiguchi@tustinca.org10/21/253/1/2029mgullo@tustinca.org r cu g s (Reporting period is from October 1, 2024 through September 30, 2025) isk Management Service ltant for Project Mgmt. Se ting Communications Exe ice President of Project M Driven Optimization Exec u R e a V Certified Local Government Progr Name Professional Discipline Date Appointed Date Term Ends Email Address ll five Planning Commissioners, who served during the reporting period, have demonstrated competence and Dave Mello Amy Mason Eric Higuchi AknowledgeinhistoricpreservationAllCommissionersaremembersoftheCaliforniaPreservationFoundationDuring this reporting period there was a brief vacancy between the resignation of Commissioner Mello and theappointmentofCommissionerGullo met and how professional expertise is otherwise being provided.________________________________________________________________________________________________________________________________________ ______________________________________________________________ Steve Kozakretired4/6/2021 Meggen Gullo Tanner Douthit A.Commission Membership 1.If you do not have two qualified professionals on your commissi2.If all positions are not currently filled, why is there a vacancy, and when will the position be filled? Stephen "Rusty" KozakReal Estate Attorney3/4/20253/1/2029svkozak@tustinca.org II.Establish an Adequate and Qualified Historic Preservation Review Commission by State or Local Legislation.Attach resumes and Statement of Professional Qualifications forms for all members. training program. It is up to the No N/A Yes If you havenÓt met at least four times, explain why. 1City Staff10/28/251City Staff10/28/251City Staff10/28/251City Staff10/28/251City Staff10/28/25 . N/A am: 2024-2025 Annual Report 5 Duration of Training Training Provider Date the specific training each commissioner received last year. nnnnn Ós contact information. _______________________________________ workshop) (including method presentation, e.g., webinar, Training Title & Description (Reporting period is from October 1, 2024 through September 30, 2025) c Preservation Training presec Preservation Training presec Preservation Training presec Preservation Training prese s m e Certified Local Government Progr lmental Staff tab--- Name pp Name/Title Discipline Dept. Affiliation Email Address Commissions are required to meet a minimum of four times a year Refer to Supplemental Attendance Table. ___________________________________________________________________________________________________ It is a CLG requirement that all commissioners and staff to the commission attend at least one Commissioner/Staff Tanner Douthit, Chair 1.Is the staff to your commission the same as your CLG coordinator? 2.If not, please provide the Commission staff member3.If the position(s) is not currently filled, why is there a vacancy? ________________________________________________ Attendance Record fer to Su ric Higuchi, Commissionn "Rusty" Kozak, Commi my Mason, Chair Pro-Te . eggan Gullo, Commissionc Preservation Training prese e e E A B.Staff to the Commission/CLG staff Attach resumes and Statement of Professional Qualifications forms for staff. CD.Training Received CLG to determine the relevancy of the training. Please indicate t Date the OHP the OHP - Submitted to Date Completed Surveyed Properties lts, including historic contexts, to the OHP. If you have s give Tustin unique qualities an12/20/2021 e u terial changes to a property that is included in a survey, is no am: 2024-2025 Annual Report Acreage # of 6 Level: or Intensive Reconnaissance N/A yes/no Based- evelopment from 1870 to 1913; (3) T d --- (Reporting period is from October 1, 2024 through September 30, 2025) r Certified Local Government Progr California CLG procedures require CLGs to submit survey resu Survey Area Context The evaluation of a single property is not a survey. Also, ma Context Name Description How it is Being Used Date Submitted to Reminder:not done so, submit an electronic copy or link if available online with this report. 70-1913); Tustin Becomes N/AN/AN/AN/AN/AN/AN/A Refer to Supplemental T 8 III. Maintain a System for the Survey and Inventory of Properties that Furthers the Purposes of the National Historic Preservation Act A. Historical Contexts: initiated, researched, or developed in the reporting year (excluding those funded by the OHP) B. New Surveys or Survey Updates (excluding those funded by the OHP) Note: a change to the survey and should not be reported here. Explain how you are using the survey data: ___________________________________________________________________ . No May 12-19, 2025 Yes how many historic properties did your local government 30, 2025) did you have a local register program to create ations or other products not previously provided to the OHP am: 2024-2025 Annual Report properties and contributors to districts (or your best estimate of 7 , local, state, and Federal, during the reporting year. This includes https://www.tustinca.org/1503/Historic-Preservation-WeekPlanning Commissioners were encouraged to attend eventsthroughout the week. All printed materials are included in theHistoricPreservationWeekli nk from all programs N/AN/A Program area Number of Properties added (Reporting period is from October 1, 2024 through September 30, 2025) Certified Local Government Progr N/A local landmarks and/or local districts (or a similar list of designations) created by local law? __________________________________________________________________ to the CLG inventory? This is the total number of historic 1. During the reporting period (October 1, 2024 Î September 2. If yes, how many properties have been added to your register or designated during the reporting period? Has your CLG undertaken any public outreach, training, or publications programs this year? How were the commissioners and staff involved? Please provide an electronic link to all publicDuring the reporting period (October 1, 2024 Î September 30, 2025) add the number) added to your inventory the National Register, California Register, California Historical Landmarks, locally funded surveys, CLG surveys, and local designations. A. Local Register (i.e., Local Landmarks and Historic Districts) Program Item or Event Description Date Historic Preservation Week(See Supplemental pages foradditionalpubliceducationinfo) IV. Provide for Adequate Public Participation in the Local Historic Preservation Program A. Public Education ADDITIONAL INFORMATION FOR NATIONAL PARK SERVICE ANNUAL PRODUCTS REPORTS FOR CLGS No Yes No No Yes Yes From Program 2025) did you have a local program to acquire (or help g Commission and/or staff review of local government Total Number of Properties Benefiting 30, 2025) did you have a local government historic am: 2024-2025 Annual Report the program(s) during the reporting period? No ernment review for compliance with your local governmentÓs ember 30, 2025) did you have a Mills Act program? 8 Yes e part through purchase, donation, or other means? 2024-2025 N/AN/A (Reporting period is from October 1, 2024 through September 30, 2025) Name of Program Number of Properties that have Benefited Certified Local Government Progr pproximately 10 properties were review Mills Act034 A preservation grant and/or loan program for rehabilitating/restoring historic properties? preservation regulatory law(s) (e.g., an ordinance) authorizinprojects or impacts on historic properties? historic preservation regulatory law(s) during the reporting period? ___________________ _________________ to acquire) historic properties in whole or in 1. During the reporting period (October 1, 2024 Î September 2. If yes, how many properties have been assisted under 1. During the reporting period (October 1, 2024 Î Sept 2. If yes, how many properties entered into a contract during the reporting period? 1. During the reporting period (October 1, 2024 Î September 30, 2025) did your local government have a historic 2. If yes, how many historic properties did your local gov1. During the reporting period (October 1, 2024 Î September 30, Name of Program Number of Properties Added During C. Local Property Tax Incentive ProgramD. Local Ðbricks and mortarÑ grants/loan program E. Design Review/Local Regulatory Program F. Local Property Acquisition Program am: 2024-2025 Annual Report n, and we plan to begin doing so again in the future. What 9 onal Alliance of Preservation Commissions (NAPC), would you be commission members/alternatives and staff all info.calshpo@parks.ca.gov N/AN/A (Reporting period is from October 1, 2024 through September 30, 2025) Name of Program Number of Properties that have Benefited Certified Local Government Progr 2. If the answer is yes, then how many properties have been assisted under the program(s) during the reporting period? Minutes from commission meetings Drafts of proposed changes to the ordinance Drafts of proposed changes to the General Plan Public outreach publications Resumes and Statement of Qualifications forms for Yes and would encourage the Planning Commissioners toattendaspartoftheirannualtrainingCitystafftypically Compatible fencing types and styles with historic properties;useoffabricatedcompositeorrecycledproducts(ieTrex IN ADDITION TO THE MINIMUM CLG REQUIREMENT THE OHP IS INTERESTED IN YOUR TRAINING NEEDS If the OHP was able to sponsor free CAMP trainings from the Natiinterested in attending? ______________________________________________________ The OHP has also hosted training workshops and webinars of our owtopics you would like to see covered in these trainings? ________________________________________________________ XII Attachments (electronic) Email to: =ƒƅƅǔƇťǌǳDļǬļżƒƵƅļƇǌDļƵĎƸǌƅļƇǌ Ώ ƨΏ /źƷǤ Ʃ ğƓķ to CEQA ĭƷƭ ƚƓ ƩĻǝźĻǞźƓŭ ķ ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗ March 24, 2026 CLG Corresponding City Responses Page ƓƚƩ . ğƓķ Ў Ώ Ώ =ƒƅƅǔƇťǌǳΞDļǬļżƒƵƅļƇǌΞDļƵĎƸǌƅļƇǌΞ ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗΞ March 24, 2026 CLG Corresponding City Responses Page 2. ʹ Ώ ΏΏ ΏΏ Ώ =ƒƅƅǔƇťǌǳΞDļǬļżƒƵƅļƇǌΞDļƵĎƸǌƅļƇǌΞ ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗΞ March 24, 2026 CLG Corresponding City Responses Page A. Ў -- . - Ļƭ Ώ o o ƚƩ Α o o =ƒƅƅǔƇťǌǳΞDļǬļżƒƵƅļƇǌΞDļƵĎƸǌƅļƇǌΞ ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗΞ CommunityDevelopmentDepartment Α ЋЉЋЍΏ Ώ Ώ 10/28/25 1/16/25 ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗ March 24, 2026 CLG Supplemental Information & Tables Page 2 Α 5/12/25- 5/12/25 (2 hrs); 5/19/25 5/16/25 (1 hr), 5/14/25 (4 - 5/17/25 8/29/25 9/18/25 Community Development Department ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗΞ March 24, 2026 CLG Supplemental Information & Tables Page 9/25/25 Α 5/12/25- 5/19/25 10/28/25 5/12/25- 5/19/25 9/18/25 Community Development Department ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗΞ March 24, 2026 CLG Supplemental Information & Tables Page 10/28/25 Α 2025 18, 2025 Community Development Department ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗΞ March 24, 2026 CLG Supplemental Information & Tables Page 2025 -22, 2025 - 10/28/25 12/5/25 Community Development Department ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗΞ March 24, 2026 CLG Supplemental Information & Tables Page Community Development Department ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗΞ March 24, 2026 CLG Supplemental Information & Tables Page Community Development Department ̰̭̭Ξ=ļƇǌļƇƇťĎżΞ÷ĎǳͰΞØǔǀǌťƇͰΞ=Ξ̶̴̵̯̭ΞΞ͹ΞΞ̴̮̱΅̴̲̰΅̰̭̭̭ΞΞ͹ΞΞǌǔǀǌťƇĭĎͯƒƸŗΞ JAY S. EASTMAN EDUCATION 1994 to 1997 California Polytechnic University 1997 Î Bachelor in Science: City and Regional Planning San Luis Obispo, CA 1989 to 1994 Orange Coast College 1994 Î Architectural Technology Certificate (2 Year Program) Costa Mesa, CA 1992 Î Associate in Science: Liberal Arts PLANNING EXPERIENCE 08/2023 Î Present Assistant Director City of Tustin, Community Development Department 300 Centennial Way, Tustin, CA 92780 07/2020 Î 08/2023 Planning Manager City of Corona, Community Development Department 400 S. Vincentia Ave., CA 92882 01/2014 Î 07/2020 Principal Planner City of Riverside, Community & Economic Development Department 3900 Main Street, Riverside, CA 92522 05/2015 Î 10/2015 Planning Manager City of Riverside, Community & Economic Development Department (Interim) 3900 Main Street, Riverside, CA 92522 02/2012 Î 01/2014 Senior Planner City of Fullerton, Engineering Department 303 W. Commonwealth Ave., Fullerton, CA 92832 05/2006 Î 07/2008 Planning Manager City of Fullerton, Community Development Department (Interim) 303 W. Commonwealth Ave., Fullerton, CA 92832 08/2002 Î 02/2012 Senior Planner City of Fullerton, Community Development Department 303 W. Commonwealth Ave., Fullerton, CA 92832 11/2001 Î 8/2002 Associate Planner Hogle-Ireland, Inc., Land Planning & Development Consultants 4200 Latham Street, Suite B, Riverside, CA 92501 8/1998 Î 11/2001 Assistant Planner City of Orange Community Development Department 300 E. Chapman Avenue, Orange, Ca. 92866 5/1998 Î 8/1998 Contract Planner Max Bacerra and Associates, Land Use & Planning Consultant 2920 ÐFÑ Street, Suite F-11, Bakersfield, CA 93301 1/1997 Î 9/1997 Planning Assistant King Ventures, Inc. Î Hotel & Corp. Real Estate Development 290 Pismo Street, San Luis Obispo, CA 93401 AFFILIATIONS American Institute of Certified Planners (AICP), Member National Eagle Scout Association (NESA), Member American Planning Association (APA), Member National Trust for Historic Preservation, Member Raymond Barragan PROFESSIONAL EXPERIENCE ______________________________________________________________________________________________________ City of Tustin July 2022 - Present Principal Planner Interpret Planning codes Coordinate the development review process, including meetings with the general public, applicants, architects, engineers, attorneys, and other City staff, to advise and prepare recommendations for the Design Review team, Planning Commission and Zoning Administrator, ad hoc committees, citizen groups, City management, and the City Council Set up and conduct regular staff meetings to review current planning cases and assign research and case management to the Planning staff Oversee staff to prepare Commission and Council packets, legal advertisements, notifications, and maps Review reports and assists in the development of technical projects Develop and implement planning unit and department strategic plan through management of staff; and representing the City as a planning expert in various issues Assist in budget preparation CSG Consultants March 2022 Ï July 2022 Principal Planner Provide staff augmentation for the Principal Planner role for the city of Tustin (Client) Orange County Local Area Formation Commission (Orange County LAFCO) March 2021 Ï March 2022 Assistant Executive Officer Provide overall project planning, analysis, proposal recommendations and management of State mandated programs of LAFCO including application processing affecting growth and development patterns, delivery of urban services, and establishment of local governance options Responsible for major proposal analysis, gather and analyze information related to LAFCO applications; prepare background reports and recommendations; and report orally and in writing to the Commission on proposals and projects Coordinate the preparation of LAFCO budget materials for various projects. Responsible for preparation of LACOÔs annual budget and monitoring budgetary expenditures throughout the year. Authorizes directly or through staff, budget transfers, expenditures, and purchases. Coordinate responses to questions posed by auditors Provide information and assistance to other governmental agencies, citizensÔ groups, and individuals; direct studies (e.g., fiscal and governmental reorganization) related to local agencies; attend Commission and Advisory Committees meetings and staffs them when necessary Provide supervision to administrative staff and oversight of day-to-day Commission operations Establish and cultivate relationships with LAFCO stakeholders; attend local, regional, and state boards, conferences, and related events Monitor changes in laws, regulations, and technology that may affect LAFCO operations; implement policy and procedural changes as required Oversee the selection, training, professional development, and performance evaluation of LAFCO staff; provides policy guidance and interpretation to staff Direct the preparation of and prepares a variety of correspondence, reports, policies, procedures, and other written materials City of Gardena October 2019 Ï February 2021 Acting Community Development Director In addition to the Community Development Manager responsibilities: Lead continuous organizational synchronization between the four divisions of the Community Development Department Coordinate department budget to meet Covid-related cost cutting goals Leading a customer-centric team to achieve the City Council, City Manager and community vision Motivate and empower staff around common vision, especially during Covid pandemic when offices were closed to the public Key Accomplishments: Zone Code Amendments setting foundation for future development Maintaining high level of customer service during Covid-19 pandemic City of Gardena July 2012 Ï October 2019 Community Development Manager Ensure the four divisions - Planning, Building & Safety, Code Enforcement and Business Licensing of the CityÔs Community Development Department work in unison to meet organizational goals and the CityÔs long-term strategic objectives Manage multiple complex development projects, including commercial, residential, and industrial projects; conditional use permits; tentative tract and parcel maps; design review; adjustments; site review; and minor use permits Establish and maintain effective working relationships with the City Attorney, County of Los Angeles Fire Department, developers, consultants and various City divisions to resolve community and project issues Establish and maintain relationships with key community stakeholders Coordinate department budget and track expenditures Oversee Planning Commission meetings Identify and implement changes to organizational operations to improve performance and accountability Lead cross-functional Community Development Department teams ranging to 17 team members Write staff reports and make presentations to City department heads and key stakeholders, including Planning Commission and City Council Serve as liaison between the office of the Chief of Police (Community Development Director) and the City Manager Identify and implement Ñbest practicesÒ in the field of municipal Community Development Establish tracking systems, timelines, and audit procedures for the Department Key Accomplishments: Streamlining departmental processes to ensure a high customer experience and increased revenue Over 800 new residential units approved and either built or in construction as a result of a broad-based knowledge of CEQA Liquidation of City real estate assets totaling $5M Recognized by the Executive Team for, over a period of 4 years, having increased revenue opportunities to approximately $2M, including recurring revenue Over 600,000 square feet of new / remodeled commercial and industrial space approved and built or under construction Expedited review of leading local, national and global brandÔs construction projects, Best Western Hotel, Chick-fil-a, Panda Express, Starbucks, In-N-Out Burger, DaVita Dialysis City of Santa Clarita November 2006 - June 2012 Assistant Planner Established effective working relationships with the City Attorney, County of Los Angeles Fire Department, and various City divisions to resolve community and project issues Facilitated community meetings, learning new laws, policies, and procedures requiring Spanish translation of technical information Processed entitlement projects including commercial, industrial and residential development Successfully mediated development meetings and formal/informal meetings with applicants Positively represented the City and its goals, policies, and codes at the public counter as well as in the field Conducted field research and prepared data for special City Council projects Prepared and presented staff reports and resolutions for tentative tract maps, wireless facilities, and hillside reviews for the Planning Commission Provided assistant at the public counter and responded to telephone inquiries regarding the CityÔs planning processes, procedures, and the Municipal Code Recognized by the senior leadership team for my strategic project management skills resulted in leading a significant residential and commercial development projects Assistant Planner (Economic Development Temporary Assignment 18 months) Implemented citywide economic stimulus efforts, including managing grant programs and business attraction and retention programs Established strong working relationships with the business, real estate brokerage, architectural and development communities Active member of special projects teams: Redevelopment Agency and Newhall Redevelopment Committee liaison Produced marketing collateral for specific target audiences Met with prospective business owners about the benefits of doing business in the City of Santa Clarita Facilitated community meetings to create interest on various city programs Positively represented the City at LAEDC, ICSC, VIA, and Santa Clarita Chamber of Commerce meetings Key Accomplishments: Design and execution of a grant program totaling $350K to revitalize the Newhall area Recognized for implementing and creating a highly challenging and complex sign program for the Auto Center and citywide wayfinding sign program within a 7-month period One of the Leaders of the creative team for Senses, a highly successful and impactful street fair that generated significant awareness of the once blighted area of Newhall, as a result this was instrumental in setting the stage for new redevelopment initiatives Planning Technician Promoted to Assistant Planner I - May 2007 EDUCATION ______________________________________________________________________________________________________ Bachelor of Science in Urban and Regional Planning California State Polytechnic University, Pomona, 1999 MasterÔs in Community and Economic Development Penn State University, 2022 PROFESSIONAL AFFILIATIONS ______________________________________________________________________________________________________ Vice President, Board of Directors Mending Kids International January 2011 Ï July 2011 Development Committee Chairperson Mending Kids International November 2010 Ï January 2011 Member, Board of Directors Mending Kids International June 2009 ÏJanuary 2011 Tanner Douthit Work Experience tĻƷƩğ wźƭƉ {ƚƌǒƷźƚƓƭ Α Iƚtel Insurance Brokerage- Orange, CA November 2018- Present Carrier and Placement (Marketing) Manager - Property and Casualty April 2021-Present Manage an incredibly sizable book of business while consistently delivering outstanding results for clients Implement innovative risk management strategies to minimize clients' exposure to losses and achieve a high client retention rate Stay up-to-date on industry regulations and franchise requirements to ensure full compliance Provide personalized customer service, meeting with producers and clients to review coverage, answer questions, and address concerns Employ strong analytical and problem-solving skills to manage complex risks from ground-up construction to operating policies both accurately and efficiently Develop deep relationships with top insurance carriers to negotiate the best possible coverage options and secure favorable pricing for clients Demonstrate exceptional understanding of the intricacies of the highly regulated insurance industry, delivering exceptional results for clients Carrier and Placement Advisor - Employee Benefits November 2018-March 2021 Assess the unique employee benefits needs of clients in the hotel and development industries, leveraging a deep understanding of these fields Provide specialized customer service, regularly reviewing benefits packages and addressing any industry- specific concerns, demonstrating a customer-focused approach Stay current on industry trends and regulations in both the employee benefits and hotel/development fields to ensure full compliance and offer the latest in benefits options, showcasing a commitment to staying informed and up-to-date Build strong relationships with clients, insurance carriers, and other stakeholders within the hotel and development fields, demonstrating excellent interpersonal skills Deliver results-driven advice and support to clients in the hotel and development industries, helping property owners make informed decisions regarding employee benefits, showcasing a track record of success in a similar role W {ƷƩĻĻƷ IƚƭƦźƷğƌźƷǤ Α ağƩƩźƚƷƷ ğƓķ IźƌƷƚƓ IƚƷĻƌ 5ĻǝĻƌƚƦƒĻƓƷ Ώ {ğƓ 5źego, CA Sept. 2016- October 2018 Analyst Development/ Finance o Review and analyze the most up-to-date commercial real estate financial indicators for markets both domestic and international o Leverage connections and soft wares to find potential properties for acquisitions o Assess and dissect planning and zoning codes in order to understand the infrastructure and potential developments the code permits o Gain a deep understanding for the political climate in potential markets to understand barriers of entry o Create complex financial models for financial underwriting and forecasting using advanced knowledge of Microsoft Excel o Utilize self-made complex financial models to understand the investment return of potential properties o Assist in the purchasing of properties both on and off-market o Work with the in-house architect and construction manager to make the development process as time and cost efficient as possible o This has led to a deep understanding of the development process for public and private projects Political o Member and active participant in the Land Use and Public Policy Committee of the Downtown San Diego Partnership o Assist in the process to make San Diego a beautiful, urban landscape that is livable and enjoyed by all o Formulate new policies to send to municipal and state governmental bodies (many in San Diego went on to be adopted) o Review new and potential ordinances in order to support or oppose said ordinances o Participated in Project for Public Spaces Training with Fred Kent o Acquired a deep understanding for placemaking and activating public spaces to make places more vibrant, enjoyable and livable o Assisted in the process of creating value for placemaking, which helped the first-ever placemaking ordinance pass in San Diego o Communicate with City Councilmembers about potential issues and processes that might impair the process to make Downtown San Diego a livable neighborhood Risk Management o Heavily review and interpret insurance forms to make sure all policies are adequate for protection while being efficient with funds o Collect Certificates of Liability from tenants to make sure proper measures are taken to protect the ĭƚƒƦğƓǤ͸ƭ ğƭƭĻƷƭ o Examine and recommend language revision with lawyers in regards to liability clauses and hold- harmless agreements o tĻƩŅƚƩƒ ͻwźƭƉ ağƓğŭĻƒĻƓƷͼ ǞğƌƉΏƷŷƩƚǒŭŷ ĻǝğƌǒğƷźƚƓs where risks were assessed and mitigated to prevent claims oƚƩƉ ǞźƷŷ ƷŷĻ ĭƚƒƦğƓǤ͸ƭ źƓƭǒƩğnce broker to make sure insurance requirements are met in an efficient and timely manner tĻƷƩğ wźƭƉ {ƚƌǒƷźƚƓƭ Α Hotel Insurance BrokeragĻ Α hƩğƓŭĻͲ /! Dec. 2015- Aug. 2016 Property and Casualty Broker Generated record-breaking revenue for the commercial-lines insurance brokerage Upheld and developed exceptional customer service attitude Assessed risks and obtained extensive knowledge of insurance industry Acquired a thorough vocabulary in the language of insurance Established an internship program while reviewing and interviewing over 80 resumes and applicants Adapted to an abundance of different cultural backgrounds due to a plethora of foreign hotel owners tğŭĻ Ћ ƚŅ Ќ D INE B RANDS G LOBAL 2016 Ï 2019 (3.5 years) Publicly traded parent company of IHOP and ApplebeeÓs with 3,500+ locations across 17 countries. SVP, G LOBAL C OMMUNICATIONS; C HIEF M ARKETING O FFICER, I NTERNATIONAL Brought on during time of stock price decline and C-level leadership change to lead all aspects of global corporate, crisis, and international communications; PR and media relations; corporate social responsibility (CSR); and government affairs. Additional responsibilities included international marketing, guest relations and global insights. Focused on telling the stories of and to our 900+ franchisees and 100,000 team members and articulating a vision for restaurants of the future. Five direct reports with 30+ employees and management of multiple agencies or record including financial communications. Reporting to the CEO. T ACO B ELL C ORP. I I RVINE, CA 2011 Ï 2016 (5.5 years) $9B global quick service restaurant with more 7000 restaurants around the world SVP, C HIEF E NGAGEMENT & P UBLIC A FFAIRS O FFICER Recruited by CEO as key member of the executive team responsible for building brand reputation and increasing overall brand engagement and relevance. Reallocated existing resources to build integrated internal and external communications and public affairs teams. Led Quality initiative, corporate and brand communications (all but paid advertising); executive thought leadership; media, franchisee, and team member relations. Primary lead of cross-functional teams that oversee crisis and issues mitigation, events, community affairs, sustainability, and ongoing purpose driven work (food quality, ingredient transparency and simplicity; education and youth employment) helping transform Taco Bell from a shrinking fast-food company to a dynamic lifestyle brand. Executive Director of the Taco Bell Foundation. Four direct reports and 22+ employees and management of global PR agency of record. EDELMAN | L OS A NGELES | S EATTLE | L ONDON | S INGAPORE 2001 Ï 2011 (10 years) WorldÓs largest independent public relations and communications marketing firm 2001-2011 G LOBAL C LIENT R ELATIONSHIP M ANAGER, S TARBUCKS; G LOBAL C HAIR, P UBLIC E NGAGEMENT EVP, D IGITAL R IGHTS & T ECHNOLOGY P RACTICE Served in a variety of senior roles at Edelman, the world's largest communications marketing firm, leading several high-profile B2B and B2C corporate and brand communications, reputation campaigns and crisis engagements. Founded the companyÓs first non-traditional practice Digital Rights and Technology. Tapped by Edelman CEO as one of 6 founding Global Client Relationship Managers (GCRM) to serve as fully dedicated, executive counsel to Starbucks from 2005 to 2011. Managed $20MM+ P&L and recruited, built, and actively managed 7 direct reports and 100+ professionals in over twenty-two Edelman offices throughout the Americas, APAC and EMEA. O THER N OTABLE P ROJECTS D URING EDELMAN TENURE: Developed and executed Starbucks Entertainment go to market strategy. Led overall communications strategy and execution for Demand Media (NYSE: DMD) IPO. Developed and produced Edelman Global Public Engagement curriculum. Served as communications lead for MicrosoftÓs US$300MM MSN 8 launch taking on AOL as leading ISP provider; led communications counsel/support of executive communications for Microsoft Chairman Bill Gates and Yusuf Mehdi. Day-to-day leader and manager of teams supporting established and emerging companies and organizations including Gemplus, Microsoft (MSN), The Motion Picture Academy, MySpace the National Association of Broadcasters (NAB), Netflix, Recording Academy (The GRAMMY'S), the Recording Industry Association of America (RIAA) and Warner Bros. Home Video. Management of HD-DVD consortium and 20+ member companies. Day to day lead of motion picture industryÓs anti-piracy efforts (Rated I for Illegal) and member of communications counsel to MPA president Jack Valenti and all seven participating studio heads. tğŭĻ Ќ ƚŅ Ќ P RIOR R OLES P OWER M ACINTOSH PR S PECIALIST, A PPLE; VP, T ECHNOLOGY, S HANDWICK/G OLIN H ARRIS; D IRECTOR, M ARCOM, G EMPLUS/G EMALTO; C O-F OUNDER, CMO, O H G OLLY.COM (CLICK & B UILD W EBSITES FOR S MALL B USINESS) E DUCATION & C ERTIFICATIONS Bachelor of Arts, Communications | U NIVERSITY OF C ALIFORNIA, S ANTA B ARBARA Diversity & Inclusion Certification | K ORN F ERRY S ELECT B OARD L EADERSHIP Planning Commission (Chair in 2020, 2021) | C ITY OF T USTIN 2016 Î P RESENT Board Member | D ISCOVERY CUBE S ANTA A NA 2012 Î P RESENT Co-Founder, VP | O RANGE C OUNTY A DVOCACY A LLIANCE I SNA C ANNABIS O WNER/O PERATORS 2021 Î 2022 Member, Strategic Oversight Committee | 100 K O PPORTUNITY Y OUTH C OALITION 2015 Î 2017 (VIA S CHULTZ F OUNDATION/A SPEN I NSTITUTE) National Trustee | B OYS AND G IRLS C LUBS OF A MERICA 2013 - 2016 ### ERIC HIGUCHI Professional Experience PRINCIPAL, 330 Land Company, Irvine, CA (January 2021 - Current) 330 Land Company is a private real estate development company and advisory firm focused on the design and entitlement of for- sale, residential communities throughout California. PRINCIPAL, Qtative, Irvine, CA (January 2016 - Current) Provide consultant services including general ownership representation, entitlement management, and financial analysis for residential and commercial developments throughout Southern California. VICE PRESIDENT, Lehman Brothers Holdings Inc., Irvine, CA (January 2016 - December 2016) Assistant Vice President, Irvine, CA (June 2012 - December 2015) Responsible for the management, repositioning and disposition of approximately $250M in residential, commercial and resort real estate assets held within Lehman BrothersÓ Western Land Portfolio. Recovery value of the total Western Land Portfolio was approximately $1 Billion. Duties included: maximization of asset recovery values through site plan re-design, and/or renegotiation of project entitlements; negotiate settlement agreements, restructure existing joint ventures and/or loans; oversee the sale and disposition of an asset including marketing, contract negotiations and close of escrow; and underwriting of all assets held within the Lehman West Portfolio. Representative projects: Oak Knoll Naval Hospital, Oakland, CA (a 133-acre, mixed-use master planned community); The Oaks Business Park, Livermore, CA (a 112-acre, industrial park); Bickford Ranch, Placer County, CA (a 2,000-acre, residential master planned community); and Mar Serena, Guanacaste, Costa Rica (a 678-acre, resort master planned community). LAND ACQUISITION MANAGER, KB Home. Wildomar, CA (June 2011 - June 2012) Land Acquisition Analyst, Wildomar, CA (June 2009 - June 2011) Responsible for the acquisition of land for new home communities in the Los Angeles and Orange County markets for Southern CaliforniaÓs largest home builder (by unit deliveries from 2008 - 2012). DEVELOPMENT MANAGER, Emaar International, Irvine, CA (April 2008 - March 2009) Responsible for the design of residential and hospitality projects and master planned communities in the Middle East/North Africa (MENA) Region. DEVELOPMENT PROJECT MANAGER, The Morgan Group, Carlsbad, CA (Jul 2007 - April 2008) Managed the entitlement and design of for-rent, multifamily communities on the West Coast. FORWARD PLANNER, KB Home, Los Angeles, CA (June 2006 - July 2007) Forward Planning Associate, Irvine, CA (March 2005 - June 2006) Intern, Irvine, CA (January 2005 - March 2005) Managed the entitlement and design of multifamily, for-sale communities in the Los Angeles and Orange County markets. Education 1 UNIVERSITY OF CALIFORNIA Î IRVINE, Irvine, CA (2000-2005) Bachelor of Arts in Economics Bachelor of Arts in Political Science Minor in Philosophy Professional Designations UNITED STATES GREEN BUILDING COUNCIL Accredited Professional, Leadership in Energy and Environmental Design (LEED AP) Awards & Service CITY OF TUSTIN Commissioner, Planning Commission (2021 - 2024) Chair, Planning Commission (2024 Î Present) PATHWAYS OF HOPE a 501(c)3 charitable. non-profit that leads a community effort to provide access to food, shelter, and housing to those experiencing hunger and homelessness in North Orange County. Member, Board of Directors (2017 - 2020) Vice Chair, Board of Directors (2020 Î 2023) Chair, Board of Directors (2023 Î Present) BUILDING INDUSTRY ASSOCIATION OF ORANGE COUNTY Member, Board of Directors (2011 Î 2015) HOMEAID ORANGE COUNTY a 501(c)3 charitable, non-profit organization that builds and renovates shelters for those in Orange County who find themselves homeless due to sudden job loss, catastrophic illness, spousal desertion, and domestic violence. Treasurer, Executive Committee (2014 - 2016) Member, Board of Directors (2013 - 2016) URBAN LAND INSTITUTE, ORANGE COUNTY Vice Chair of Outreach, Management Committee and Advisory Board (2015 - 2016) Member, Sustainable Communities Initiative Council (2011 Î 2015) UNIVERSITY OF CALIFORNIA, IRVINE - ALUMNI ASSOCIATION Member, Scholarship Committee (2006 Î Present) 2 REAL ESTATE FINANCE TRANSACTIONAL ATTORNEY SKILLS (INDEPENDENT CONTRACTOR) REAL ESTATE AND BUSINESS TRANSACTIONAL ATTORNEY EXTERNSHIPS & INTERNSHIPS REAL ESTATE AND BUSINESS TRANSACTIONAL ATTORNEY REAL ESTATE AND BUSINESS LITIGATION ATTORNEY COMMUNITY SERVICE & PROFESSIONAL ORGANIZATIONS REAL ESTATE SPECIALIST ITEM #3 AGENDA REPORT MEETING DATE: MARCH 24, 2026 TO: PLANNING COMMISSION ACTING AS THE HISTORIC AND CULTURAL RESOURCES ADVISOR FROM: ALEXA SMITTLE, COMMUNITY DEVELOPMENT DIRECTOR SUBJECT: 2024-2025 CERTIFIED LOCAL GOVERNMENT ANNUAL REPORT SUMMARY: The City of Tustin is certified by the State of California to carry out the National Historic Preservation Act of 1966. As a Certified Local Government, the City is required to submit to the California State Office of Historic Preservation an annual report reflecting the participation and qualifications of the CityÓs Commissioners, and information related to historic preservation actions, activities and programs. The City of Tustin 2024-2025 Certified Local Government Annual Report (Attachment A) reflects a reporting period of October 1, 2024 through September 30, 2025. BACKGROUND: Certified Local Government Program The Code of Federal Regulations (CFR) authorizes the National Park Service (NPS) to establish a mechanism for each state to certify local governments to carry out the purposes of the National Historic Preservation Act of 1966 (the Act), as amended (36 CFR 61. 6). The Act encourages direct participation of local governments in the identification, evaluation, registration, and preservation of historic properties within their jurisdictions, and promotes the integration of local preservation interests and concerns into local planning and decision-making processes through the Certified Local Government (CLG) Program. In 1991, the City Council adopted Resolution No. 91-3, which approved TustinÓs participation in the CLG Program. This made Tustin the first Orange County city to receive CLG status. To date, there are only 69 CLG cities in California, with Tustin, Santa Ana, and San Clemente being the only CLG cities in Orange County. Planning Commission as HCRA 2024-2025 Certified Local Government Annual Report Page 2 The California State Office of Historic Preservation (OHP) administers the CLG Program in accordance with the Act. The benefits of participating in the CLG Program include: Access to various technical assistance programs, including training opportunities, resource support, publications, and grants; Indirect economic benefits associated with a commitment to historic preservation, such as: increased property values, community pride, the revitalization of historic downtowns, adaptive reuse of districts and buildings leading to resource conservation, utilization of existing infrastructure, local job creation and purchasing, support for small business development and heritage tourism, along with enhancements to community character and quality of life; Eligibility for Federal grants from the Historic Preservation Fund, administered by the OHP; and Ability to expedite project approvals by using categorical exemptions that comply with the adopted National Register/California Register criteria and the Secretary of the Interior's Standards, as required under the California Environmental Quality Act (CEQA) and Section 106 of the Act. Participation in the CLG Program requires the CityÓs ongoing commitment to five essential responsibilities: 1. Enforce State and local laws and regulations regarding designated historic properties; 2. Maintain a five-member historic preservation commission that meets at least four times a year; 3. Maintain a system for surveying and inventorying historic properties; 4. Continue to offer opportunities for public participation; and 5. Effectively fulfill responsibilities delegated to the CLG by the State OHP. Certified Local Government Program Annual Report Attachment A is TustinÓs CLG Program Annual Report, which is a mandatory accountability and performance tracking tool for local municipalities that have partnered with the NPS and the OHP. Planning Commission as HCRA 2024-2025 Certified Local Government Annual Report Page 3 The primary purposes of the report are: 1. Verification of Program Compliance To maintain "Certified" status, local governments must demonstrate they are meeting Federal and State standards. The Report documents the CityÓs commitment to the five essential responsibilities listed on the prior page. 2. Tracking Preservation Activities The report serves as a census of the CityÓs heritage work over the reporting year, including, but not limited to the following: Survey and Inventory: Updates on newly identified or documented historic resources. National Register Actions: Reviews or nominations of local properties to the National Register of Historic Places. Design Review: Summaries of "Certificates of Appropriateness" or other reviews conducted to protect the integrity of historic districts. 3. Justification for Funding The Report justifies and helps determine eligibility for future competitive grants. 4. Professional Development Monitoring The Report tracks the continuing education of Commissioners to ensure informed decisions regarding local land use and historic assets. The City of Tustin CLG Annual Report reflects a reporting period of October 1, 2024 through September 30, 2025. Planning Commission as HCRA 2024-2025 Certified Local Government Annual Report Page 4 RECOMMENDATION: Staff recommends that the Planning Commission, acting as the Historic and Cultural Resources Advisor, approve the 2024-2025 CLG Annual Report, and direct staff to forward the annual report to the City Council as a receive-and-file item, and then file the report with the OHP. Erica H. Demkowicz, AICP Senior Planner Jay Eastman, AICP Assistant Community Development Director Alexa Smittle Community Development Director Attachment A: 2024-2025 Certified Local Government Annual Report