HomeMy WebLinkAbout2021-02-23 - AGENDA REPORTS - OTN SP AND CEQA UPDATE (2)O
Agenda Item: 7
P
CITY OF SANTA CLARITA AGENDA REPORT
CONSENT CALENDAR
CITY MANAGER APPROVAL:1
DATE: February 23, 2021
SUBJECT: AWARD A PROFESSIONAL SERVICES AGREEMENT TO UPDATE
THE CITY OF SANTA CLARITA OLD TOWN NEWHALL SPECIFIC
PLAN AND ASSOCIATED CEQA REVIEW
DEPARTMENT: Community Development
PRESENTER: Hai Nguyen
RECOMMENDED ACTION
City Council:
1. Award a Professional Services Agreement to Dudek in the amount of $191,090 and
authorize a contingency of $28,664, for a total contract amount not to exceed $219,754, for
the preparation of updates to the Old Town Newhall Specific Plan and the associated
California Environmental Quality Act review.
2. Authorize the City Manager, or designee, to execute all necessary documents,
subject to the approval of the City Attorney.
BACKGROUND
The City of Santa Clarita's (City) current Downtown Newhall Specific Plan was adopted by the
City Council in December 2005, and promoted the revitalization of what was formerly referred
to as Downtown Newhall. The Specific Plan encouraged new development and transforming a
state highway into a pedestrian -friendly shopping and restaurant district. With the success of the
revitalization and changes made, community members created the "Old Town Newhall" identity.
In 2014, the name Specific Plan was officially changed to Old Town Newhall Specific Plan
(OTNSP).
Through the years, the OTNSP has guided the redevelopment of Newhall in terms of land use,
public infrastructure improvements, and private investment. Public investments include the Old
Town Newhall Library, the Newhall Community Center, and the City parking structure. Private
investments include Newhall Crossings, the Laemmle Theatre, and the Lexen Hotel. The
combination of public and private investments, along with the objectives and public vision
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included in the original plan, has created a vibrant, pedestrian -oriented Main Street district with
specialty retail, restaurants, and entertainment venues. Old Town Newhall has since emerged as
an Arts and Entertainment District.
To build upon this success, an update of the OTNSP is necessary to provide clearer development
standards, address Newhall's changing needs, and continue to guide revitalization over the next
20 years. The update would include community engagement, public outreach, and meetings with
the Old Town Newhall Association. It is anticipated that the update to the OTNSP would be
considered by both the Planning Commission and City Council in early 2022.
On January 28, 2020, the City Council authorized staff to submit an application to the California
Department of Housing and Community Development for a $625,000 grant, authorized under the
Planning Grants Program provisions of Senate Bill 2 (SB 2), to fund plans that streamline
housing production, including updating the City's OTNSP. The SB 2 grant award was issued on
June 16, 2020.
The City conducted a Request for Proposals (RFP) to solicit proposals from qualified consulting
firms to prepare updates to the OTNSP and associated California Environmental Quality Act
(CEQA) review. The RFP was published on November 23, 2020, and distributed to 619 firms.
There were 55 firms that downloaded the RFP via BidNet and five proposals were submitted by
the January 6, 2021, deadline. Staff evaluated the proposals based on the following selection
criteria:
• Scope of Work and Program Management: thoroughness of proposal, approach to
providing sound services, and ability to provide services to meet objectives and standards
• Contractor qualifications and experience on similar projects
• Knowledge of development/redevelopment issues
• Responsiveness to the Request for Proposals
• References
A panel of City staff members evaluated and scored the responsive proposals based on the above
criteria. In addition, staff conducted follow-up interviews with the two highest ranked
companies, which was factored into the final score. The results are shown below:
RANK
FIRM
LOCATION
SCORE
1
Dudek
Pasadena, CA
95%
2
RRM Design Group
San Luis Obispo, CA
94.5%
3
John Kaliski Architects, Inc.
Los Angeles, CA
82.2%
4
CallisonRTKL
Los Angeles, CA
74.5%
5
SWA Group
Laguna Beach, CA
69.3%
Based on the quality of Dudek's comprehensive proposal, related experience, in-house technical
expertise, interview, and professional references, staff recommends Dudek as the firm most
qualified to complete the update of the OTNSP. Dudek provides multi -disciplinary
environmental and engineering services, with an over 400 in-house team.
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The total cost of Dudek's proposal is $191,090 for the preparation of the update to the OTNSP
and the associated CEQA review. Dudek anticipates a 12-month process to complete the update.
Staff has included a 15 percent contingency in the amount of $28,664, for a total contract amount
not to exceed $219,754. The contingency will allow for additional analysis for unexpected issues
that may be identified during the plan update or additional studies to be conducted based on the
outcome of the meetings during the discovery phase of the plan update.
The RFP and the proposal from Dudek are available in the City Clerk's Reading File. The
proposal outlines the services and materials that will be provided, if approved.
ALTERNATIVE ACTION
Other actions as identified by the City Council.
FISCAL IMPACT
The proposed update to the OTNSP would utilize a portion of the funds the City received under
the State of California's SB 2 Planning Grants Program. These funds were appropriated during
the City's Fiscal Year 2020-21 annual budget process to Expenditure Account 13110-5161.001
(Fund 259 Miscellaneous Grants). This action has no impact to the General Fund.
ATTACHMENTS
Request for Proposals (available in the City Clerk's Reading File)
Dudek Proposal (available in the City Clerk's Reading File)
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City Of'
SANTA CLARITA
NOTICE INVITING PROPOSALS
CITY OF SANTA CLARITA NOTICE INVITING PROPOSALS
Project Name: Old Town Newhall Specific Plan 2021 Update
PROPOSAL #: CD-20-21-15
Proposal Opening: January 6, 2021
Last Day for Questions: December 23, 2020
Project Description: The City of Santa Clarita (the "City") invites qualified firms to submit proposals to
provide consulting services for the 2021 update of the Old Town Newhall Specific Plan (OTNSP). The City
seeks a qualified firm to update the OTNSP document so the plan can continue to guide revitalization of
Newhall over the next 20 years. The plan needs to be revised to provide clearer development standards
and to address Newhall's changing needs. Currently, property owners and developers rely on staff
interpretation for development projects. Development standards that are more clearly -defined would
help property and business owners better understand the development objectives for Old Town Newhall,
and provide a better idea of the type of development their property could support.
Pre -Proposal Meeting: No
DBE Goal: No
Prevailing Wage: No
Required Contractor Only bids submitted by bidders (along with all listed subcontractors) that are
& Subcontractor currently registering and qualified to perform public work pursuant to Labor
Registration: Code Section 1725.5.
Bond Requirements: No
Contact Information: Jonathan Cosh
Email: icosh@santa clarita.coPhone: (661) 286-4187
Specifications for this proposal may be downloaded from the City's Purchasing website at:
www.bidnetdirect.com//cityofsantaclarita. Please refer to specifications for complete details and
proposal requirements. The specifications in this notice shall be considered a part of any contract made
pursuant thereto. A paper copy of the proposal documents is available upon request in the City Clerk's
office, suite 120.
RFP Questions should be submitted electronically via BidNet "Question and Answer" tab.
Addenda, if issued by the CITY, will be transmitted on BidNet. Addenda must be digitally acknowledged
via BidNet in addition to a printed and signed version submitted with the bid. If addenda are not signed
and submitted with the bid proposal, the bid may be deemed non -responsive and rejected.
Date Published: November 23, 2020
PROPOSAL INSTRUCTIONS
PROPOSAL # CD-20-21-15
Old Town Newhall Specific Plan 2021 Update
1. SUBMITTING PROPOSALS.
1.1. The response must be submitted on this form and include all forms provided or information
requested or required by the scope of work or specifications, (uploaded via BidNet).
1.2. All documentation of unit pricing or other cost breakdowns as outlined in this proposal must be
submitted to support the total proposed price.
1.3. Proposals/corrections received after the closing time will not be accepted. The City will not be
responsible for proposals not properly or timely, uploaded. Upon award, all submissions become
a matter of public record.
2. ADDENDA. The City will not accept responsibility for incomplete packages or missing addenda. It is
the vendor's responsibility to monitor BidNet for release of the addenda prior to submission of the
quote to make certain the package is complete and all required addenda are included. This
information will be available via BidNet. Vendors are cautioned against relying on verbal information
in the preparation of proposal responses. All official information and guidance will be provided as
part of this solicitation or written addenda. Addenda, if issued by the Agency, will be transmitted via
BidNet. Addenda must be digitally acknowledged through BidNet in addition to a printed and signed
version submitted with the proposal. If addenda are not signed and submitted with the proposal
response, the proposal may be deemed non -responsive and rejected.
3. AWARDS.
3.1. The City reserves the right waive any informality in any proposal.
3.2. This RFP does not commit the City to award a contract, or to pay any amount incurred in the
preparation of the proposal. The City reserves the right to accept or reject all proposals received
as a result of this request, to negotiate with any qualified consultant, or to cancel this RFP in part
or in its entirety. The City may require the selected consultant to participate in negotiations and
to submit such technical, price, or other revisions of the proposal as may result from negotiations.
The City reserves the right to extend the time allotted for the proposal, and to request a best and
final offer, should it be in its best interest to do so.
3.3. The proposal may be awarded in its entirety as proposed; however, the City reserves the right to
award elements of the work, independently, and to do portions "in-house." Additionally, the City
reserves the right to award subsequent work on this project based on information presented in
this proposal, without recourse to a separate or subsequent RFP process, should it be in its best
interest to do so.
3.4. The City may make an award based on partial items unless the proposal submitted is marked "All
or none." Where detailed specifications and/or standards are provided the City considers them
to be material and may accept or reject deviations. The list of proposals submitted will be posted
on BidNet, normally within 24 hours.
4. BONDS.
4.1. When deemed necessary by the City, proposal bonds shall be furnished by all vendors in the
amount of at least 10% of the total value of the proposal OR 10 % of the value of the 1st year of
service for service projects, to guarantee that proposers will enter into contract to furnish goods
or services at prices stated. The bonding company must be listed on Treasury Circular 570 and
licensed to operate in the state of California.
4.2. Likewise, a Performance Bond and/or Material and Labor bonds may be required of the
successful vendor when stated in the specification (cash deposit, certified or cashier's check or
money order may be substituted in lieu of either bond).
4.3. Original Bond or Cashier's Check MUST be received AT CITY HALL, 23920 Valencia Blvd., Santa
Clarita, CA 91355, ATTENTION SUITE 120 and marked with the words "PROPOSAL BOND FOR"
and the proposal #, NO LATER THAN the proposal due date and time, for the vendor to be
considered responsive.
5. BRAND NAMES, ALTERNATIVES, OR EQUIVALENTS.
5.1. The use of the name of a manufacturer, or any specific brand or make, in describing any item
contained in the solicitation document does not restrict vendors to the manufacturer or specific
article, this means is being used simply to indicate a quality and utility of the article desired; but
the goods on which bids/quotes/proposals are submitted must in all cases be equal in quality
and utility to those referred to. This exception applies solely to the material items in question
and does not supersede any other specifications or requirements cited. Materials differing from
stated specifications may be considered, provided such differences are clearly noted and
described, and provided further that such articles are considered by a City official to be in all
essential respects in compliance with the specifications.
5.2. If you plan on bidding/quoting/submitting a proposal with an alternative or equivalent product
please provide the cut sheet/spec sheet or detailed product description for the proposed
product via the BidNet Q&A section. For each product proposed documentation provided must
include a description reflecting the characteristics and level of quality that will satisfy the salient
physical, functional, or performance characteristics of "equal" products specified in the
solicitation. The proposal must also clearly identify the item by brand name (if any), and
make/model number. In addition, the proposal may include descriptive literature such as
illustrations, drawings, or a clear reference to previously furnished descriptive data or
information available to the City, and clearly describe any modifications the offeror plans to
make in a product to make it conform to the solicitation requirements. Staff will provide an
answer via BidNet if the proposed product will be considered.
5.3. Any alternatives or equivalent product proposals must be made prior to the last day for
questions. The City has the option of accepting or rejecting any alternative or equivalent
product. Exception is made on those items wherein identical supply has been determined
necessity and the notation NO SUBSTITUTE has been used in the specification section.
6. COOPERATIVE BIDDING. Other public agencies may be extended the opportunity to purchase off this
solicitation with the agreement of the successful vendor(s) and the City of Santa Clarita. The lack of
exception to this clause in vendor's response will be considered agreement. However, the City of
Santa Clarita is not an agent of, partner to or representative of these outside agencies and is not
obligated or liable for any action or debts that may arise out of such independently negotiated "piggy-
back" procurements.
7. DELIVERY. Unless otherwise specified, delivery shall be D.D.P., the City of Santa Clarita, site of user
division and contract delivery may begin no later than fifteen (15) calendar days from receipt of order.
8. INVOICES. Invoices will be forwarded to:
City of Santa Clarita
CD - Planning
Attn: Ben Jarvis
23920 Valencia Blvd. Ste. 295
Santa Clarita, CA 91355-2196
Invoices will reflect the purchase order # and goods or service delivered in accordance with the terms
of the contract. Invoice processing begins on receipt of the material or invoice, whichever is later.
9. DEPARTMENT OF INDUSTRIAL RELATIONS REQUIREMENTS. No BIDDER or subcontractor may be
listed on a bid proposal for a public works project (submitted on or after March 1, 2015) unless
registered with the Department of Industrial Relations pursuant to Labor Code Section 1725.5 [with
limited exceptions from this requirement for bid purposes only under Labor Code Section 1771.1(a)].
No BIDDER or subcontractor may be awarded a contract for public work on a public works project
(awarded on or after April 1, 2015) unless registered with the Department of Industrial Relations
pursuant to Labor Code Section 1725.5. This project is subject to compliance monitoring and
enforcement by the Department of Industrial Relations.
10. PREPARATION. All proposals and required forms must be uploaded as laid out in the BidNet General
Attachments Section.
11. REJECTION. The City reserves the right to reject any or all proposals and to waive any informality in
any proposal. The City may reject the proposal of any vendor who has previously failed to perform
properly, or complete on time, contracts of a similar nature, or to reject the proposal of a vendor who
is not in a position to perform such a contract satisfactorily. The City may reject the proposal of any
vendor who is in default of the payment of taxes, licenses or other monies due to the City of Santa
Clarita.
12. RENEWAL AND PRICING ADJUSTMENT. Contracts entered into pursuant to this RFP may be renewed
annually, one time, in accordance with the terms of the contract. If not otherwise stated, the contract
may be renewed if the new pricing of the contract does not change more than the Consumer Price
Index - All Urban Consumers (not seasonally adjusted), Los Angeles Area -Riverside -Orange county
area and prevailing wage rates, if applicable. The index level for the month preceding the month of
solicitation advertisement will become the beginning index. The price adjustment limit will be the
percentage change based on the difference between the beginning level or the adjustment level last
used and the index level for the period 90 days prior to the award anniversary. The final adjusted
amount will be determined by purchasing staff. If a price adjustment is not requested prior to the
award anniversary date, the previous year's rates will apply.
13. STATE CONTRACTOR'S LICENSE. If requested and in accordance with the provisions of California
Public Contract Code Section 3300, the successful vendor shall submit proof of a State Contractor's
License, C-27 with bid response. Failure to possess the specified license shall render the bid as non-
responsive and shall act as a bar to award the contract to any bidder not possessing said license at the
time of award. As provided for in Section 22300 of the California Public Contract Code, the Contractor
may substitute securities for monies withheld by the City to ensure performance under the contract.
14. PREVAILING WAGES. This contract is subject to the State prevailing wage requirements of the
California Labor Code including, but not limited to, Sections 1770, 1771.5, 1773, 1776 and 1777.5.
Contractor shall comply with California prevailing wage laws including, to the extent applicable, Labor
Code Section 1720.9. Pursuant to Section 1773 of the Labor Code, the general prevailing wage rates
in the county, or counties, in which the work is to be done have been determined by the Director of
the California Department of Industrial Relations. These wages are set forth in the General Prevailing
Wage Rates for this project, available from the California Department of Industrial Relations' Internet
web site at IttI..:..nrri...c...g......ge2..-i�rination.htm. Future effective general
................... ......................................................................................................................
prevailing wage rates which have been predetermined and are on file with the California Department
of Industrial Relations are referenced but not printed in the general prevailing wage rates. A copy of
the prevailing rate of per diem wages shall be posted at the job site. The Contractor is responsible for
obtaining a current edition of all California statutes and regulations, and adhering to the latest editions
of such.
15. SUBCONTRACTORS. For all projects, the vendor must list any subcontractors that will be used, the
work to be performed by them, and total number of hours or percentage of time they will spend on
the project.
Each BIDDER must submit with his bid the following:
• The Full name of each subcontracting firm as required by Government Code, Sec. 4201, typed or
legibly printed.
• The address of each firm.
• The telephone number at the place of business.
• Work to be performed by each subcontracting firm.
• Total approximate dollar amount of each subcontract.
• If sub -contractor is participating as a Disadvantaged Business Enterprise (DBE), the following
additional information is required on the "Designation of Subcontractors" form enclosed:
➢ Status as a DBE, age of the firm and the annual gross receipts.
• Submit the "Designation of Subcontractors" form enclosed herewith. No Contract shall be
considered unless such list is submitted as required.
Copies of subcontracts will be provided to the City Engineer upon his request.
16. PREVAILING WAGES, MONITORING AND ENFORCEMENT. This Project is subject to the requirements
of Division 2, Part 7, Chapter 1 of the Labor Code (Public Works). Contractor shall pay to persons
performing labor in and about Work provided for in the Contract Documents an amount equal to or
more than the general prevailing rate of per diem wages for (1) work of a similar character in the
locality in which the Work is performed and (2) legal holiday and overtime work in said locality. The
per diem wages shall be an amount equal to or more than the stipulated rates contained in a schedule
that has been ascertained and determined by the Director of the State Department of Industrial
Relations and Owner to be the general prevailing rate of per diem wages for each craft or type of
workman or mechanic needed to execute this Contract. Contractor shall also cause a copy of this
determination of the prevailing rate of per diem wages to be posted at each Site.
Contractor shall forfeit, as a penalty to Owner, Two Hundred Dollars ($200.00) for each worker
employed in performing labor in and about the Work provided for in the Contract Documents for each
Day, or portion thereof, that such worker is paid less than the said stipulated rates for any work done
under the Contract Documents by him or her or by any Subcontractor under him or her, in violation
of Articles 1 and 2 of Chapter 1 of Part 7 of Division II of the California Labor Code. The sums and
amounts which shall be forfeited pursuant to this paragraph and the terms of the Labor Code shall be
withheld and retained from payments due to Contractor under the Contract Documents, pursuant to
this Document 00 7200 and the Labor Code, but no sum shall be so withheld, retained or forfeited
except from the final payment without a full investigation by either the State Department of Industrial
Relations or by Owner. The Labor Commissioner pursuant to Labor Code Section 1775 shall determine
the final amount of forfeiture.
Contractor shall insert in every subcontract or other arrangement which Contractor may make for
performance of work or labor on Work provided for in the Contract, provision that Subcontractor shall
pay persons performing labor or rendering service under subcontract or other arrangement not less
than the general prevailing rate of per diem wages for work of a similar character in the locality in
which the Work is performed, and not less than the general prevailing rate of per diem wages for
holiday and overtime work fixed in the Labor Code.
Contractor stipulates that it shall comply with all applicable wage and hour laws, including without
limitation Labor Code Section 1813. Failure to so comply, including without limitation Labor Code
Section 1776, shall constitute a default under this Contract.
This Project is subject to prevailing wage compliance monitoring and enforcement by the
Department of Industrial Relations.
16.1 Contractor and Subcontractors must keep accurate payroll records, showing the name,
address, social security number, work classification, straight time and overtime hours worked
each day and week, and the actual per diem wages paid to each journeyman, apprentice,
worker, or other employee employed by him or her in connection with the Work of the
Contract Documents. Each payroll record shall contain or be verified by a written declaration as
required by Labor Code Section 1776.
16.2 With each application for payment, Contractor shall also deliver certified payrolls to Owner as
set forth above in this Document 00 7200 (General Conditions), and concurrently therewith (but
in no event less frequently than monthly) directly to the Labor Commissioner in the format
prescribed by the Labor Commissioner.
16.3 Contractor shall post all jobsite notices if and when prescribed by regulation.
16.4 The payroll records enumerated above must be certified and shall be available for inspection at
all reasonable hours at the principal office of Design -Build Team as required by Labor Code
Section 1776.
16.5 Contractor shall inform Owner of the location of records enumerated above, including the street
address, city and county, and shall, within five working Days, provide a notice of a change of
location and address.
16.6 Contractor or Subcontractor has 10 Days in which to comply subsequent to receipt of a written
notice requesting the records enumerated above. In the event that Contractor or Subcontractor
fails to comply with the ten -Day period, he or she shall, as a penalty to Owner on whose behalf
the contract is made or awarded, forfeit $100.00 for each calendar Day, or portion thereof, for
each worker, until strict compliance is effectuated. Upon the request of the Division of
Apprenticeship Standards or the Division of Labor Standards Enforcement, these penalties shall
be withheld from progress payments then due. Contractor is not subject to a penalty assessment
pursuant to this paragraph due to the failure of a Subcontractor to comply with this paragraph.
16.7 Contractor shall also deliver certified payrolls to Owner with each Application for Payment as
described in Section 00 2000 (Measurement and Payment).
16.8 Contractor will be fully responsible for reporting to and providing all documentation and other
information required by the Department of Industrial Relations, and for paying all resulting
penalties, fines, and other amounts due on account of any prevailing wage or other labor, wage
or hour violation. Without limiting the foregoing, Contractor will forward certified payroll
records directly to the Labor Commissioner in accordance with 8 CCR.
16.9 Pursuant to 8 CCR 16451, Contractor shall post on the Project Site a Notice containing the
following language:
"This public works project is subject to monitoring and investigative activities by the Compliance
Monitoring Unit (CMU) of the Division of Labor Standards Enforcement, Department of Industrial
Relations, State of California. This Notice is intended to provide information to all workers
employed in the execution of the contract for public work and to all contractors and other
persons having access to the job site to enable the CMU to ensure compliance with and
enforcement of prevailing wage laws on public works projects.
The prevailing wage laws require that all workers be paid at least the minimum hourly wage as
determined by the Director of Industrial Relations for the specific classification (or type of work)
performed by workers on the project. These rates are listed on a separate job site posting of
minimum prevailing rates required to be maintained by the public Team which awarded the
public works contract. Complaints concerning nonpayment of the required minimum wage rates
to workers on this project may be filed with the CMU at any office of the Division of Labor
Standards Enforcement (DLSE).
Local Office Telephone Number: [Contractor to provide]
Complaints should be filed in writing immediately upon discovery of any violations of the
prevailing wage laws due to the short period of time following the completion of the project that
the CMU may take legal action against those responsible.
Complaints should contain details about the violations alleged (for example, wrong rate paid, not
all hours paid, overtime rate not paid for hours worked in excess of 8 per day or 40 per week,
etc.) as well as the name of the employer, the public Team which awarded the public works
contract, and the location and name of the project.
For general information concerning the prevailing wage laws and how to file a complaint
concerning any violation of these prevailing wage laws, you may contact any DLSE office.
Complaint forms are also available at the Department of Industrial Relations website found at
www.dir.ca.gov/dlse/PublicWorks.html."
16.10 Contractor shall assist Owner in conducting the pre -job conference required by 8 CCR 16454.
16.11 Contractor and all Subcontractors shall keep accurate payroll records in accordance with Labor
Code Section 1776. Such records shall be furnished to the Compliance Monitoring Unit each
month, no later than the time Contractor submits each Application for Payment as described in
Section 00 2000 (Measurement and Payment). and within 10 days of any separate request by the
Compliance Monitoring Unit. Payroll records shall be furnished in a format prescribed by section
16401 of Title 8 of the California Code of Regulations, with use of the current version of DIR's
"Public Works Payroll Reporting Form" (A-1-131) and "Statement of Employer Payments" (DLSE
Form PW26) constituting presumptive compliance with this requirement, provided the forms are
filled out accurately and completely. If the Compliance Monitoring Unit has provided for and
requires the electronic submission of certified payroll reports in lieu of paper forms, Contractor
shall comply with the electronic submission requirements. Contractor shall provide Owner with
a concurrent hard copy of any electronic payroll report submission.
16.12 If directed by the Labor Commissioner, Owner shall withhold Contract payments when payroll
records are delinquent or inadequate.
17. TERMINATION. The City may terminate any purchase, service or contract with or without cause either
verbally or in writing at any time without penalty.
The City of Santa Clarita's "Terms and Conditions" is found on a separate attachment in BidNet.
DOCUMENTS CHECKLIST
PROPOSAL # CD-20-21-15
Old Town Newhall Specific Plan 2021 Update
In addition to the items requested for the proposal the following documents are required to be
completed and submitted by the proposer.
The following documents must be provided by ALL bidders:
Uploaded via BidNet (see Section C)
❑ Response File
❑ Cost File (to be submitted separately from Response File)
❑ Request for Proposal
❑ Notice to Bidders Regarding Contractual Requirements
❑ Designation of Subconsultants
❑ References
❑ Acknowledgement and Acceptance of Scope of Work
❑ All signed addendums (if any) — Digitally acknowledged on BidNet in addition to uploaded via
BidNet
The following documents must be provided by the AWARDEE ONLY (With Agreement)
Delivered to City Hall, Attn: Ben Jarvis
❑ Professional Services Agreement
❑ Insurance Required by Contract
❑ W-9 Form
SCOPE OF WORK
PROPOSAL # CD-20-21-15
Old Town Newhall Specific Plan 2021 Update
EVENT
Solicitation advertisement
Last day for questions
Return of proposals
Evaluations of proposals
1. BACKGROUND
DATE
November 23, 2020
December 23, 2020
January 6, 2021
January 7 - 14, 2021
1.1 Introduction. The City of Santa Clarita (the "City") invites qualified firms to submit proposals
to provide consulting services for the 2021 update of the Old Town Newhall Specific Plan
(OTNSP). The City has obtained a $200,00 grant from the California Department of Housing
and Community Development to cover the cost of the update. In order to meet the time
constraints imposed by the grant, the City anticipates the OTNSP update being complete by
the end of calendar year 2021.
Proposals for this project shall be due by 11:00 a.m. on January 6, 2021 and must include all
requirements listed under "Supplier Responsibilities and Deliverables." To facilitate proposal
development, City staff is available to respond to questions. This request for proposals
contains additional information regarding the evaluation process, general terms and
conditions, and the City's template for professional services agreements.
The desired consultant must have experience in creating or updating similar specific plans, be
familiar with form -based codes, and be able to identify strategies and code updates that can
guide the continued revitalization of Old Town Newhall for the next 15-20 years.
1.2 Background and Project Location. The OTNSP was adopted by the City Council in December
2005. When the plan was adopted, Old Town Newhall was known as "Downtown Newhall."
Downtown Newhall had been in economic decline for many years prompting local residents
and business owners to support revitalization of the area. The Downtown Newhall area
encompassed 20 blocks in the City's original business district and was home to William S. Hart
Park and the Newhall Metrolink station. The Newhall Community Center was located in a
storefront on San Fernando Road and the Newhall Library was located in a small building at
its original location on 91" Street. A map of the Old Town Newhall Specific Plan area is
attached.
The OTNSP promoted revitalization of Downtown Newhall, encouraged new development,
and transformed a state highway into a pedestrian -friendly shopping and restaurant district.
The former State Route 126 (San Fernando Road) was realigned to create Main Street,
significantly calming traffic and creating opportunities for sidewalk dining and pedestrian -
oriented activities. A new library was constructed that anchored the north end of Main Street,
setting the standard for the kind of development the City envisioned for the area. In 2014, a
roundabout replaced a former signalized intersection at the south end of Main Street,
creating a distinct, welcoming entrance at the south end of Main Street.
The economic downturn of 2008 hindered the progress of the OTNSP redevelopment efforts,
but even with the financial challenges of the recession, projects moved forward with both
public and private investment being made in the area. Today, in addition to a new Main Street
and the Old Town Newhall Library, Old Town Newhall has a 372-space parking structure, a
full -block mixed -use development which includes commercial space, 47 apartments, and an
arthouse movie theatre. The Newhall Community Center moved to a state-of-the-art facility
on Market Street adjacent to the Newhall Metrolink station, creating a community amenity
for one of Santa Clarita's oldest residential neighborhoods. Since the adoption of the OTNSP,
a hotel, restaurants, and other shops have relocated to Old Town Newhall, making the area a
popular destination in the City.
Over the past 15 years, the OTNSP has succeeded in revitalizing Downtown Newhall. In fact,
revitalization has been so successful that residents created a new identity for the area: people
now refer to the area as "Old Town Newhall" instead of "Downtown Newhall." Along with its
new identity and name, Old Town Newhall has emerged as an Arts and Entertainment District.
This was a natural transformation given the OTNSP envisioned the types of activities and
development that supported arts and entertainment uses. The community has fully embraced
the Old Town Newhall Arts and Entertainment District: Old Town is home to thriving
restaurants and Main Street has become an outdoor public space that regularly hosts street
festivals and community events.
The OTNSP was the City of Santa Clarita's first "form -based" code. Generally speaking, the
architectural standards have worked well and have helped improve the look of the Old Town
area. Despite the success of the OTNSP, some aspects of the plan did not work as intended.
For example, the form -based code assumed a general height of 2-3 stories while envisioning
higher density housing near the Urban Center zone (Main Street) and the Newhall Metrolink
station; however, the plan's development and zoning standards have worked against such
efforts. The OTNSP also eliminated Floor Area Ratios (FAR) and residential densities, which
have made the plan difficult to interpret, with plan language providing conflicting
information.
The original OTNSP was drafted prior to the Great Recession, back when the world was
different. The City has accomplished some goals and objectives, but with a fundamentally
different economy, new housing and development policies imposed on the City by the state
of California, and a community vision that has evolved since 2005, it is now time to update
the OTNSP and prepare for the next chapter of Newhall revitalization.
A copy of the current OTNSP can be found on the Planning Website at www.santa-
clarita.com/planning. The OTNSP is currently being revised to include routine, minor updates
to the code language as part of the City's overall 2020 code amendments update. Should the
City Council approve the project, the code revisions would take effect in January 2021. A copy
of the proposed amendments is attached.
2. OBJECTIVES
2.1 The City seeks a qualified firm to update the OTNSP document so the plan can continue to
guide revitalization of Newhall over the next 20 years. The plan needs to be revised to provide
clearer development standards and to address Newhall's changing needs. Currently, property
owners and developers rely on staff interpretation for development projects. Development
standards that are more clearly -defined would help property and business owners better
understand the development objectives for Old Town Newhall, and provide a better idea of
the type of development their property could support. Project objectives include:
2.1.1. Evaluate the sections of the OTNSP that have been effective and expand those
sections as necessary, while updating development standards that have inadvertently
curtailed revitalization opportunities of under -used parcels.
2.1.2. Conduct public meetings to gather input from the community, including established
businesses as well as those that have recently opened on Main Street as part of the
revitalization effort, the Old Town Newhall Association, residents, and property
owners, to understand what they hope to see over the next 20 years in Old Town
Newhall, ensuring the public is invested in OTNSP update.
2.1.3. Update code text and development standards to ensure internal consistency of the
OTNSP document.
2.1.4. Prepare the appropriate CEQA document, which may include an addendum to the
original project Environmental Impact Report or a new Negative or Mitigated
Negative Declaration. A copy of the Final Environmental Impact Report for the original
OTNSP can be found at https://www.santa-clarita.com/city-
hal_Ijdepartments/community-development/planninE/old-town-newhall-specific-
pla n/-fsiteid-1.
The primary goal of the OTNSP update is to create a planning document that is easier to read
and use, that is tailored to the specific needs and vision for Old Town Newhall, and that
provides a roadmap for Old Town's continued revitalization effort.
3. SUPPLIER RESPONSIBILITIES AND DELIVERABLES
The ideal consultant will work collaboratively with City staff and community stakeholders to prepare
the 2021 OTNSP update. It is expected that, at a minimum, the consultant shall complete the
following tasks and provide the following deliverables:
3.1. Project Management:
3.1.1 Kick -Off Meeting. The consultant shall schedule a kick-off meeting with City staff to
discuss project expectations regarding coordination, reporting, deliverables, and all
other relevant project information.
Deliverable: Meeting summary with project goals, objectives, and action items.
3.1.2 Project Schedule. The consultant shall work with City staff to finalize a project
schedule within two weeks of the kick-off meeting that includes tasks and milestones
that would allow the OTNSP update to be adopted by the City Council no later than
January 2022. All consultant tasks are anticipated to be completed by the end of the
2021 calendar year. The schedule shall include, but is not limited to, the following:
A. Milestones/tasks with adequate time for staff to review the work products for
the OTNSP update;
B. A timeline for public outreach and meetings with anticipated commission and
council hearings, study sessions, and individual meetings with City
Councilmembers as necessary;
C. Tribal outreach in compliance with Senate Bill 18 and Assembly Bill 52 regulations;
and
D. An anticipated environmental review strategy and timeline.
Deliverable: Initial project schedule, monthly updated schedules.
3.1.3 Project Coordination. The consultant's project manager will meet with City staff,
when needed, to ensure objectives and milestones are being achieved. At the City's
discretion, the consultant's participation may be requested via conference call or in
person at the City's offices. The consultant will prepare a meeting summary, including
action items, for each meeting. The consultant will coordinate with staff to create and
make presentations to the City and/or stakeholders as necessary.
Deliverable: Meeting summaries and scheduling/organization.
3.2 OTNSP Updates:
3.2.1 Current OTNSP Evaluation. The consultant shall evaluate the current OTNSP and
provide a summary of the plan's strengths as well as areas that need improvement
based on the City's experience with the plan over the past 15 years.
Deliverable: OTNSP summary that identifies the plan's strengths and areas for
improvement in Microsoft Word format.
3.2.2 Proposed Amendments. The consultant shall provide a list of recommended OTNSP
revisions that address the concerns of stake holders, including community members
and City officials.
Deliverable: Electronic copies in both PDF and InDesign format, and/or other
relevant file formats such as Microsoft Word.
3.2.3. Consistency with State Housing Objectives. The consultant shall provide a summary
document demonstrating how the proposed OTNSP amendments support the City's
housing obligations under state law.
Deliverable: Electronic copy of the summary document in Microsoft Word format.
3.2.4 General Plan Consistency. Revise the OTNSP to ensure consistency with the General
Plan and provide a list of policies and objectives that are supported by the updated
OTNSP.
Deliverable: Electronic copies in Microsoft Word.
3.2.5 Revised Maps and Figures. Revise maps and figures in the OTSNP, as needed.
Deliverable: Electronic copies in PDF format as well as the native file format.
3.2.6 Ongoing Staff Review of Draft Amendments. As work progresses, the consultant shall
provide City staff draft amendments for review. The consultant is expected to
coordinate with staff to provide adequate time for review and discussion of the
proposed revisions.
Deliverable: Electronic copies in Microsoft Word.
3.3 Community Engagement and Public Hearings:
3.3.1 Community Outreach. The consultant shall conduct at least two, possibly three,
community outreach meetings to gather public input on Old Town Newhall issues,
and to determine what the community wants for the future. A third community
meeting may be needed to introduce the proposed amendments to the public, prior
to the formal public hearings. Community meetings shall include local business and
property owners, the Old Town Newhall Association, residents, and other
stakeholders.
Deliverable: Attend/conduct at least two community outreach meetings, and
possibly a third, and provide electronic copies of all outreach materials.
3.3.2 City Council Old Town Newhall Committee Meeting. The consultant shall conduct a
meeting with the City Council's Old Town Newhall Committee prior to the noticing of
the first public hearing.
Deliverable: Electronic copies of exhibits, presentations, and attendance at one City
Council Old Town Newhall Committee meeting.
3.3.3 Meetings with City Councilmembers. If requested by the City Manager and/or the
Community Development Director, the consultant shall meet with individual
members of the City Council.
Deliverable: Attendance at up to two (2) meetings with City Councilmembers.
3.3.4 City Council/Planning Commission Study Session. If required, the consultant shall
attend a study session with the City Council and Planning Commission, to introduce
the decision makers to the proposed OTNSP amendments.
Deliverable: If required, create the meeting agenda and attend at least one (1) study
session with the City Council.
3.3.5 Public Hearings. The consultant will assist City staff in the preparation staff reports,
exhibits, and presentations to the Planning Commission and City Council. The
consultant shall also attend all public hearings held by the Planning Commission
and/or City Council, as needed.
Deliverable: Electronic copies of draft/final staff reports, exhibits, and
presentations. Meeting attendance of up to two (2) public hearings
(Planning Commission, City Council). Additional public hearings
(continued hearings) may be required.
3.4 Environmental Analvsis:
3.4.1 Environmental Determination. The consultant will prepare an Initial Study to
determine the appropriate environmental document for the project. An
Environmental Impact Report (EIR) was prepared for the original OTNSP. If the
proposed amendments are consistent with the original EIR, then an addendum to the
EIR may be appropriate; otherwise the City anticipates the project would need a
Negative Declaration or Mitigated Negative Declaration. The Initial Study and
applicable technical studies, if required, shall comply with local requirements,
California Environmental Quality Act (CEQA) requirements (Public Resources Code
21000 et. seq) and the state CEQA Guidelines (California Code of Regulations, Section
15000 et. seq).
Deliverable: Negative Declaration, Mitigated Negative Declaration, or other CEQA
document as appropriate.
3.4.2 Draft Environmental Analysis. The consultant shall prepare a draft environmental
document in compliance with CEQA and submit the document for a minimum 21-day
internal staff review period. After City staff provides comments on the draft
document, the consultant shall update the draft document to incorporate comments
and other technical analysis as needed.
Deliverable: One (1) hard copy and one (1) electronic copy of the environmental
document in both PDF and Microsoft Word format.
3.4.3 Environmental Noticing, Outreach, and Filing. The consultant shall conduct all
required outreach, noticing, and filing of notices/documents for the environmental
review. This includes preparing notices and mailings to all state agencies, if required,
responsible agencies, and tribal groups pursuant to Senate Bill 18 and Assembly Bill
52. The consultant shall also complete responses to comments, as applicable.
Deliverable: One (1) hard copy and one (1) electronic copy of all notices and filings
in both PDF and Microsoft Word format.
3.4.4 Final Environmental Analysis. The consultants ha I I coordinate with City staff to review
and consider comments/suggestions received on the draft environmental document.
After City staff provides comments on the draft(s), the consultant shall update draft
document to incorporate comments and other technical analysis as needed. The
consultant shall anticipate at least two (2) rounds of review, but additional rounds
may be necessary. The consultant will review public comments, incorporate revisions,
and prepare the final draft of the environmental document for public review and
comment.
Deliverable: One (1) hard copy for each draft, and one (1) electronic copy in both
PDF and Microsoft Word format.
3.4.5 Adoption. As needed, the consultant shall prepare final CEQA findings for City review
prior to distribution, and shall prepare and submit the required filings with applicable
state agencies and the County Recorder's Office.
Deliverable: One (1) hard copy and one (1) electronic copy in both PDF and
Microsoft Word format.
4. REPORTS AND MEETINGS
4.1 As necessary, the consultant shall hold regular meetings with City staff during the OTNSP
update process for all tasks and deliverables identified in this Request for Proposal.
4.2 Public outreach meetings as described in Section 3.3 above.
4.3 One Planning Commission meeting is anticipated for recommendation of approval of the
OTNSP update. One City Council meeting is anticipated for approval of the OTNSP update.
The consultant is advised that additional public hearings may be required.
5. CITY RESPONSIBILITIES
5.1 City staff will prepare the Planning Commission and City Council staff reports. The
consultant shall assist with this effort, as needed.
5.2 City staff can provide mapping data and GIS shape files, as needed.
5.3 City staff will attend all community outreach meetings, City Council Committee meetings,
and meetings with City Councilmembers and community stake holders. City staff will
conduct the public hearings and handle the required public hearing notices.
6. ATTACHMENTS
6.1 The following documents are attached:
A. Old Town Newhall Specific Plan Map
B. Proposed 2020 OTNSP amendments
RESPONSE FORMAT AND SELECTION CRITERIA
PROPOSAL # CD-20-21-15
2021 Old Town Newhall Specific Plan Update
1. RESPONSE FORMAT: The organization of the response and cost files is described in this section
of the RFP. All potential vendors must follow this format.
1.1 RESPONSE FILE:
1.1.1. Introduction -A general introduction and description of the proposal shall be
provided. The format of the introduction is at the discretion of the consultant.
1.1.2. Experience - Provide a brief summary of the team's experience on similar projects,
including working with form -based codes.
1.1.3. References - The consultant shall provide a brief summary of any relevant experience
on similar projects.
1.1.4. Plan of Study/Scope of Work - Describe the work program. Explain the proposed
technical approach that addresses the specific issues identified in this RFP. Provide a
description of the relationships between these activities. Include an explanation of any
division of work proposed between the consultant and the City. The organization of the
plan of study should be as follows:
1.1.4.1. TASK - A one or two sentence overview of a related group of subtasks or
activities.
1.1.4.2. SUB -TASK - A detailed description of the work, including the methodology to
be performed. Generally, responses should range from one to ten paragraphs
depending upon the complexity of the activities described in the subtask.
1.1.4.3. OUTPUT -A one or two sentence description of the result of this particular
activity or sub -task.
1.1.4.4. The task, sub -task, and output format should be repeated throughout the
plan of study until all proposed work has been described.
1.1.5 Schedule - Describe the time schedule for each proposed task and subtask described in
Section B above. Proposed work periods and completion dates, as well as the
anticipated meeting dates, should also be identified.
1.1.6 Program Management - Indicate which method of program management will be used
to internally manage and direct this project. Provide the proposed project schedule on
a time line chart according to the selected system.
1.1.7 Personnel, Equipment, and Facilities - Describe the activities of the designated Project
Manager and lead/support personnel. Provide a resume for each person named,
including their qualifications (education and experience), as well as their relationship
and cost to the proposed project activities.
1.1.8 Sub -Consultants - List all sub -consultants proposed for this project and include their
qualifications and specific responsibilities.
1.2. COST FILE: Statement of Offer and Signature - The proposal shall be signed by an individual
authorized to bind the consultant, shall contain a statement to the effect that the
proposal is a firm offer for a 120-day period, and shall contain a statement that the
proposed work will be performed at the "not -to -exceed" price. This will include all
deliverables and meeting attendance as laid out in the scope of work.
2. SELECTION CRITERIA: The overall criteria are listed below. As proposals are considered by the City to
be more equal in their technical merit, the evaluated cost or price becomes
more important so that when technical proposals are evaluated as essentially
equal, cost or price may be the deciding factor.
2.1. SCORING CRITERIA:
2.1.1 Scope of Work and Program Management: thoroughness of proposal, approach to
providing sound services, and ability to provide services to meet objectives and
standards
2.1.2 Contractor qualifications and experience on similar projects
2.1.3 Knowledge of development/redevelopment issues
2.1.4 Responsiveness to the Request for Proposals
2.1.5 References
2.1.6 Cost of materials and services provided as well as discounts offered
2.2. During the selection process, the evaluation panel may wish to interview bidders with scores
above a natural break. Should an interview process take place, the results of the interview will
carry greater weight in the selection process. The City reserves the right to make a selection
solely on the basis of the proposals without further contact.
NOTICE TO BIDDERS REGARDING CONTRACTUAL REQUIREMENTS
PROPOSAL # CD-20-21-15
Old Town Newhall Specific Plan 2021 Update
1. SUMMARY OF CONTRACT REQUIREMENTS
a. A contract is required for any service performed on behalf of the City of Santa Clarita
(City). Contract language will be negotiated upon acceptance of proposal and prior to
commencement of work. Work cannot begin until the contract has been fully executed
by both parties.
2. SUMMARY OF INSURANCE REQUIREMENTS
a. These are the Insurance Requirements for Contractors providing services or supplies to
the City. By agreeing to perform the work or submitting a proposal, you verify that you
comply with and agree to be bound by these requirements. When Contract documents
are executed, the actual Contract language and Insurance Requirements may include
additional provisions as deemed appropriate by City's Risk Manager.
b. You should check with your Insurance advisors to verify compliance and determine if
additional coverage or limits may be needed to adequately insure your obligations
under this agreement. These are the minimum required and do not in any way
represent or imply that such coverage is sufficient to adequately cover the Contractor's
liability under this agreement. The full coverage and limits afforded under Contractor's
policies of Insurance shall be available to Buyer and these Insurance Requirements shall
not in any way act to reduce coverage that is broader or includes higher limits than
those required. The Insurance obligations under this agreement shall be: 1—all the
Insurance coverage and limits carried by or available to the Contractor; or 2—the
minimum Insurance requirements shown in this agreement, whichever is greater. Any
insurance proceeds in excess of the specified minimum limits and coverage required,
which are applicable to a given loss, shall be available to City.
c. Contractor shall furnish the City with original Certificates of Insurance including all
required amendatory endorsements and a copy of the Declarations and Endorsement
Page of the CGL policy listing all policy endorsements to City before work begins. City
reserves the right to require full -certified copies of all Insurance coverage and
endorsements.
3. INSURANCE
a. General Insurance Requirements
i. All insurance shall be primary insurance and shall name City of Santa Clarita as
an additional insured. The naming of an additional insured shall not affect any
recovery to which such additional insured would be entitled under the policy if
not named as an additional insured, and an additional insured shall not be held
liable for any premium or expense of any nature on the policy or any extension
thereof solely because they are an additional insured thereon.
ii. If the operation under this Agreement results in an increased or decreased risk
in the opinion of the City's Risk Manager, then Consultant agrees that the
minimum limits hereinabove designated shall be changed accordingly upon
written request by the Risk Manager.
iii. Consultant agrees that provisions of this Section as to maintenance of insurance
shall not be construed as limiting in any way the extent to which Consultant may
be held responsible for the payment of damages to persons or property
resulting from Consultant's activities, the activities of its subconsultants, or the
activities of any person or persons for which Consultant is otherwise
responsible.
iv. A Certificate of Insurance, and an additional insured endorsement (for general
and automobile liability), evidencing the above insurance coverage with a
company acceptable to the City's Risk Manager shall be submitted to City prior
to execution of this Agreement on behalf of the City.
v. The terms of the insurance policy or policies issued to provide the above
insurance coverage shall provide that said insurance may not be amended or
canceled by the carrier, for nonpayment of premiums otherwise, without 30
days prior written notice of amendment or cancellation to City. In the event the
said insurance is canceled, Consultant shall, prior to the cancellation date,
submit new evidence of insurance in the amounts heretofore established.
vi. All required insurance must be in effect prior to awarding this Agreement, and it
or a successor policy must be in effect for the duration of this Agreement.
Maintenance of proper insurance coverage is a material requirement of this
Agreement, and the failure to maintain and renew coverage or to provide
evidence of renewal may be treated by the City as a material breach of contract.
If Consultant, at any time during the term of this Agreement, should fail to
secure or maintain any insurance required under this Agreement, City shall be
permitted to obtain such insurance in Consultant's name at Consultant's sole
cost and expense, or may terminate this Agreement for material breach.
vii. Without limiting any other Consultant obligation regarding insurance, should
Consultant's insurance required by this Agreement be cancelled at any point
prior to expiration of the policy, Consultant must notify City within 24 hours of
receipt of notice of cancellation. Furthermore, Consultant must obtain
replacement coverage that meets all contractual requirements within 10 days of
the prior insurer's issuance of notice of cancellation. Consultant must ensure
that there is no lapse in coverage.
b. General Liability and Property Damage Insurance
i. Consultant agrees to procure and maintain general liability and property
damage insurance at its sole expense to protect against loss from liability
imposed by law for damages on account of bodily injury, including death
therefrom, and property damage, suffered or alleged to be suffered by any
person or persons whomsoever, resulting directly from any act or activities of
Consultant, its subconsultants, or any person acting for Consultant or under its
control or direction, and also to protect against loss from liability imposed by
law for damages to any property of any person caused directly or indirectly by
or from acts or activities of Consultant, or its subconsultants, or any person
acting for Consultant, or under its control or direction. Such public liability and
property damage insurance shall also provide for and protect City against
incurring any legal cost in defending claims for alleged loss. Such general
liability and property damage insurance shall be maintained in the following
minimum limits: A combined single -limit policy with coverage limits in the
amount of $1,000,000 per occurrence will be considered equivalent to the
required minimum limits.
c. Automotive Insurance
i. Consultant shall procure and maintain public liability and property damage
insurance coverage for automotive equipment with coverage limits of not less
than $1,000,000 combined single limit. If Consultant does not use automobiles
in performing its work under this Agreement, Consultant shall provide a waiver
releasing City from all liability resulting from Consultant's use of personal
vehicles under this Agreement.
d. Worker's Compensation Insurance
i. Consultant shall procure and maintain Worker's Compensation Insurance in the
amount of $1,000,000 per occurrence or as will fully comply with the laws of the
State of California and which shall indemnify, insure, and provide legal defense
for both Consultant and City against any loss, claim, or damage arising from any
injuries or occupational diseases happening to any worker employed by
Consultant in the course of carrying out this Agreement.
ii. Waiver of Subrogation: The insurer(s) agree to waive all rights of subrogation
against City, its elected or appointed officers, officials, agents, volunteers and
employees for losses paid under the terms of the workers compensation policy
which arise from work performed by Consultant for City.
Questions and requests for modification of these terms must be negotiated and approved prior to
contract execution and are at the full discretion of the City.
I have read and understand the above requirements and agree to be bound by them for any work
performed for the City.
Authorized Signature:
Printed Name:
Date:
DESIGNATION OF SUBCONSULTANTS
PROPOSAL # CD-20-21-15
Old Town Newhall Specific Plan 2021 Update
The City of Santa Clarita has adopted a Disadvantaged Business Enterprise (DBE) Program to support federally funded procurements. The City
strongly encourages the participation of small and Disadvantaged Business Enterprises in its federally funded projects and this site is intended to
provide assistance to such businesses. Listed below are the names and locations of the places of business of each subcontractor, supplier, and
vendor who will perform work or labor or render service in excess of % of 1 percent, or $10,000 (whichever is greater) of the prime contractor's
total bid: DBE status, age of firm and annual gross receipts are required if sub -contractor is participating as a DBE. If no Subcontractors will be
used fill out the form with NA. Please add additional sheets if needed.
Subconsultant
DIR Registration No.
Dollar Value of Work
Age of firm:
94E-: Yes No
Certifying Agency:
Annual Gross Receipts:
Location and Place of Business
Bid Schedule Item No's:
Description of Work
License No.
Exp. Date: / /
Phone ( )
Subconsultant
DIR Registration No.
Dollar Value of Work
Age of firm:
P4&: Yes No
Certifying Agency:
Annual Gross Receipts:
Location and Place of Business
Bid Schedule Item No's:
Description of Work
License No.
Exp. Date: / /
Phone ( )
Subconsultant
DIR Registration No.
Dollar Value of Work
Age of firm:
&BEZ: Yes No
Certifying Agency:
Annual Gross Receipts:
Location and Place of Business
Bid Schedule Item No's:
Description of Work
License No.
Exp. Date: / /
Phone ( )
NOTE: A contractor or subcontractor shall not be qualified to propose on, be listed in a proposal, subject to the requirements of Section 4104 of
the Public Contract Code, or engage in the performance of any contract for public work, as defined in this chapter, unless currently registered
and qualified to perform public work pursuant to Section 1725.5 of the Labor Code. It is not a violation of this section for an unregistered
contractor to submit a proposal that is authorized by Section 7029.1 of the Business and Professions Code or by Section 10164 or 20103.5 of the
Public Contract Code, provided the contractor is registered to perform public work pursuant to Section 1725.5 of the Labor Code at the time the
contract is awarded.
REFERENCES
PROPOSAL # CD-20-21-15
Old Town Newhall Specific Plan 2021 Update
City of Santa Clarita, California
The following are the names, addresses, and telephone numbers of three public agencies for which proposer
has performed work of a similar scope and size within the past 3 years. If the instructions on this form conflict
with the references requested in the scope of work, the scope of work shall govern. Complete this form out
accordingly. Fill out this form completely and upload it with your proposal.
1.
Name and Address of Owner / Agency
Name and Telephone Number of Person Familiar with Project
Contract Amount Type of Work Date Completed
2.
Name and Address of Owner / Agency
Name and Telephone Number of Person Familiar with Project
Contract Amount Type of Work Date Completed
3.
Name and Address of Owner / Agency
Name and Telephone Number of Person Familiar with Project
Contract Amount Type of Work Date Completed
The following are the names, addresses, and telephone numbers of all brokers and sureties from whom
Proposer intends to procure insurance bonds:
ACKNOWLEDGEMENT & ACCEPTANCE OF SCOPE OF WORK
PROPOSAL # CD-20-21-15
Old Town Newhall Specific Plan 2021 Update
By providing the three (3) required signatures below, the Contractor acknowledges full understanding,
complete agreement to, and accepts in its entirety, all Scope of Work for the Old Town Newhall Specific
Plan 2021 Update. The Contractor will be expected to perform maintenance practices and uphold the
standards herein to the established Scope of Work throughout the length of the contract.
*Supervisor's Signature:
Date:
*Estimator's Signature: Date:
*Owner's Signature: Date:
*All three signatures required
SAMPLE ONLY
PROFESSIONAL SERVICES AGREEMENT
BETWEEN
THE CITY OF SANTA CLARITA AND
FOR
This AGREEMENT by and between the
and general law city ("CITY") an
is dated
1. CONSIDERATION.
CON-6
Council Approval Date:
Agenda Item:
Contract Amount:
icival corporation
a
("CONSULTANT"), and
(A) As partial consideration, CONSULTANT agrees to perform the Services listed in
the SCOPE OF SERVICES, below; and
(B) As additional consideration, CONSULTANT and CITY agree to abide by the terms
and conditions contained in this Agreement; and
(C) As additional consideration, CITY agrees to pay CONSULTANT a sum not to
exceed
dollars ($ ) for CONSULTANT's Services. CITY may modify this
amount as set forth below. Unless otherwise specified by written amendment to this Agreement,
CITY will pay this sum as specified in the attached Exhibit(s) " " which is/are
incorporated by reference.
2. SCOPE OF SERVICES.
(A) CONSULTANT will perform Services listed in the attached Exhibit(s)
which is/are incorporated by reference.
(B) CONSULTANT will, in a professional manner, furnish all of the labor, technical,
administrative, professional and other personnel, all supplies and materials, equipment, printing,
vehicles, transportation, office space and facilities, and all tests, testing and analyses, calculation,
and all other means whatsoever, except as herein otherwise expressly specified to be furnished by
CITY, necessary or proper to perform and complete the Services and provide the professional
Services required of CONSULTANT by this Agreement.
3. PERFORMANCE STANDARDS.
(A) By executing this Agreement, CONSULTANT represents that, it has demonstrated
trustworthiness and possesses the quality, fitness and capacity to perform the Agreement in a
manner satisfactory to CITY. CONSULTANT represents that its financial resources, surety and
insurance experience, service experience, completion ability, personnel, current workload,
experience in dealing with private consultants, and experience in dealing with public agencies all
suggest that CONSULTANT is capable of performing the proposed contract and has a
demonstrated capacity to deal fairly and effectively with and to satisfy a public CITY.
(B) CONSULTANT will perforrr
all City established criteria, and with all a
professional standards.
vices in a skillful manner, comply fully with
e federal, state, and local laws, codes, and
(C) CONSULTANT agrees to comply with all applicable federal and state employment
laws regulations and rules including those that relate to minimum hours and wages, occupational
health and safety, workers compensation insurance and state, county and local orders.
(D) CONSULTANT will staff this Agreement with personnel qualified to adequately
and professionally perform the Services.
(E) CONSULTANT will not subcontract any portion of these Services without the
CITY's prior written approval
(F) CITY's approval of any payment, or conducting of any inspection, reviews,
approvals,; or oral statements,' or any governmental entity's certification, will in no way limit the
CONSUL"T'A V s obligations under this Agreement or CONSULTANT's complete responsibility
for all Services hereunder.
4. PA
(A) For CITY to pay CONSULTANT as specified by this Agreement and as provided
in attached Exhibit(s) " CONSULTANT must submit a detailed invoice to CITY
which lists the hours worked and hourly rates for each personnel category and reimbursable costs
(all as set forth in Exhibit(s) " " ) the tasks performed, the percentage of the task
completed during the billing period, the cumulative percentage completed for each task, the total
cost of that Services during the preceding billing month and a cumulative cash flow curve showing
projected and actual expenditures versus time to date.
(B) CITY may withhold all or a portion of payment otherwise due in the event that
Services are either improperly or not performed.
5. PROJECT COORDINATION AND SUPERVISION.
(A) CONSULTANT will assign as CONSULTANT's
Project Manager and will be responsible for job performance, negotiations, contractual matters,
and coordination with CITY's Project Manager. CONSULTANT may change its Project Manager
only with CITY consent.
(B) CITY will assign as CITY's Project Manager, will
be personally in charge of and personally supervise or perform the technical execution of the
project on a day-to-day basis on behalf of CITY, and will maintain direct communication with
CONSULTANT's Project Manager. CITY may change its Project Manager at any time with
notice to CONSULTANT.
6. NON -APPROPRIATION OF FUNDS. Payments due and payable to CONSULTANT
for current Services are within the current budget and within an available, unexhausted and
unencumbered appropriation of the CITY. In the event the CITY has not appropriated sufficient
funds for payment of CONSULTANT Services beyond the current fiscal year, this Agreement will
cover only those costs incurred up to the conclusion of the current fiscal year.
7. FAN
(A)
performed;
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(B)
require COls
that it has o
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CONSULTANT will not perform any Services under this Agreement until:
(A) CONSULTANT furnishes proof of insurance as required under Section 24
INSURANCE; and
(B) CITY gives CONSULTANT a written notice to proceed.
Should CONSULTANT begin Services on any phase in advance of receiving written authorization
to proceed, any such professional Services are at CONSULTANT's own risk.
10. SCHEDULE OF PERFORMANCE AND EXTENSIONS.
(A) Should the progress of the Services under this Agreement at any time fall behind
schedule for any reason other than excusable delays CONSULTANT shall apply such additional
manpower and resources as necessary to bring progress of the Services under this Agreement back
on schedule and consistent with the standard of professional skill and care required by this
Agreement. Time is of the essence in the performance of this Agreement.
(B) Should CONSULTANT be delayed by causes beyond CONSULTANT's control,
CITY may grant a time extension for the completion of the contracted Services. If delay occurs,
CONSULTANT must notify the CITY's designated representative within forty-eight hours (48
hours), in writing, of the cause and the extent of the delay and how such delay interferes with the
Agreement's schedule. The CITY will extend the completion time, when appropriate, for the
completion of the contracted Services.
11. CHANGES. CITY may order changes in the Services within the general scope of this
Agreement, consisting of additions, deletions, or other revisions, and the contract sum and the
contract time will be adjusted accordingly. „ All such changes must be authorized in writing,
executed by CONSULTANT and CITY. The cost or credit to CITY resulting from changes in the
Services will be determined in accordancewith written agreement between the parties.
12. ADDITIONAL
(A) The CITY may request CONSULTANT to provide Services in addition to Scope
of Services, called "Additional Services". Additional Services that incur additional costs
(contingency) of up to '1 S%, of the total contract amount must be authorized by CITY by change
order or other documented means. Costs beyond this amount must first be approved by CITY in
accordance with applicable thresholds and procedures. Additional Services must be authorized by
CITY in writing prior to performance. CONSULTANT shall be compensated for Additional
Services as set forth in Exhibit(s) " " or as specified in the written authorization.
(B) If CONSULTANT believes Additional Services are needed to complete the Scope
of Services, CONSULTANT will provide the CITY with written notification that contains a
specific description of,the proposed additional Services, reasons for such additional Services, and
a detailed proposal regarding cost. CITY is under no obligation to approve any increase in the
agreed -upon costs for the performance of this Agreement.
13. PERMITS AND LICENSES. CONSULTANT, at its sole expense, will obtain and
maintain during the term of this Agreement, all necessary permits, licenses, and certificates that
may be required in connection with the performance of Services under this Agreement.
14. SITE INSPECTION; DISCOVERY OF HAZARDOUS MATERIALS OR LATENT
CONDITIONS. The discovery, presence, handling or removal of hazardous substances is outside
of CONSULTANT's expertise, unless otherwise specified in Exhibit(s) " and is not
included in the scope of Services. Should CONSULTANT discover any hazardous material, or
latent or unknown conditions that may materially affect the performance of the Services,
CONSULTANT will immediately inform CITY of such fact and will not proceed except at
CONSULTANT's own risk until written instructions are received from CITY,
15. PREVAILING WAGES. CONSULTANT shall comply with the California Prevailing
Wage Law to the extent it applies to work performed under this Agreement. If applicable,
CONSULTANT shall pay prevailing wages to its employees and shall comply with the additional
provisions set forth below:
(A) CONSULTANT shall pay prevailing wages to its employees on any agreement
when required by applicable law. Copies of the general prevailing rates of per diem wages for
each craft, classification, or type of worker needed to execute the Agreement, as determined by
the Director of the State of California Department of Industrial Relations, are on file at the
County's Capital Projects Office and may be obtained from the California Department of Industrial
Relations website http://www.clir.ca Gov/OPRL/i PreWa eDetermination.htm. CONSULTANT
shall comply with the 8-hours per day/40 hours per week/overtime/working hours restrictions for
all employees, pursuant to the CaliforniaLabor Code. CONSULTANT and all subconsultants
shall keep and maintain accurate employee payroll records for Work performed under the
Agreement. The payroll records shall be certified and submitted as required by law, including
Labor Code Sections 1771.4 '(if applicable) and 1776, including to the Labor Commissioner no
less frequently than monthly. CONSULTANT shall comply fully with Labor Code Section 1777.5
in the hiring of apprentices for work relating to the Agreement.
(B) CONSULTANT acknowledges and agrees that it will comply with AB 1768
(effective January, 1, ,2020), which amended and expanded the definition of "construction" for
which prevailing wages must be paid to include "work performed during the design, site
assessment, feasibility study, sand other pre -construction phases of construction ... regardless of
whether any further construction work is conducted... "
(C) CONSULTANT shall forfeit, as a penalty to Owner, the penalty or penalties as
provided by the California Labor Code, for each laborer, workman, or mechanic employed in
performing labor in and about the Work provided for in the Agreement for each day, or portion
thereof, that such laborer, workman or mechanic is paid less than the said stipulated rates for any
work done under the Agreement by him or her or by any Subconsultant under him or her, in
violation of Articles 1 and 2 of Chapter 1 of Part 7 of Division II of the California Labor Code. The
sums and amounts which shall be forfeited pursuant to this Paragraph and the terms of the
California Labor Code shall be withheld and retained from payments due to CONSULTANT the
California Labor Code, but no sum shall be so withheld, retained or forfeited except from the final
payment without a full investigation by either the State Department of Industrial Relations or by
Owner. The Labor Commissioner pursuant to California Labor Code §1775 shall determine the
final amount of forfeiture.
(D) CONSULTANT shall insert in every subcontract or other arrangement which
CONSULTANT may make for performance of Work or labor on Work provided for in the
Agreement provision that Subconsultant shall pay persons performing labor or rendering service
under subcontract or other arrangement not less than the general prevailing rate of per diem wages
for work of a similar character in the locality in which the Work is performed, and not less than
the general prevailing rate of per diem wages for holiday and overtime work fixed in the California
Labor Code.
(E) CONSULTANT and Subconsultants must keep accurate payroll records, showing
the name, address, social security number, work classification, straight time and overtime hours
worked each day and week, and the actual per diem wages paid to each journeyman, apprentice,
worker, or other employee employed by him or her in connection with the Work of the Agreement
Documents. Each payroll record shall contain or be verified by a written declaration as required
by Labor Code Section 1776. The payroll records enumerated above must be certified and shall
be available for inspection at all reasonable hours at the principal office of CONSULTANT as
required by Labor Code Section 1776. This Project is subject to prevailing wage compliance
monitoring and enforcement by the Department of Industrial Relations.
16. WAIVER. CITY's review or acceptance of, or,p-,
by CONSULTANT under this Agreement will not be cons
CITY may have under this Agreement or of any, cause o
performance. A waiver by CITY of any breach of any, tc
this Agreement will not be deemed to be a waiver of an,
other term, covenant, or condition contained in this Agre
character.
17. TERMINATION.
ment for, Services or product prepared
ued to operate as a waiver of any rights
action arising from CONSULTANT's
u, covenant, or condition contained in
subsequent breach of the same or any
:rent. whether of the same or different
(A) Termination for Convenience. CITY may terminate this Agreement at any time
with or without cause by written notice to CONSULTANT.
(i) CONSULTANT will be entitled to recover its costs expended up to the
termination plus reasonable profit thereon to the termination date not to exceed the total costs
under Section 1(C), but may recover no other loss, cost, damage, or expense.
(B) Termination for Cause. CITY may terminate this Agreement in whole or part for
default should CONSULTANTS commit a material breach of this Agreement, and such breach has
not been cured within fifteen (15) calendar days of the date of CITY's written notice to
CONSULTANT demanding such cure. In the event CITY terminates this Agreement for default,
CONSULTANT will be liable to CITY for all costs to cure the deficiencies, and all loss, cost,
expense, damage, and liability resulting from such breach and termination.
(C) Upon receiving a termination notice, CONSULTANT will immediately cease
performance under this Agreement unless otherwise provided in the termination notice. Except as
otherwise provided in the termination notice, any Services performed by CONSULTANT after
receiving a termination notice will be performed at CONSULTANT'S own cost; CITY will not be
obligated to compensate CONSULTANT for such Services.
(D) Upon a termination, all finished or unfinished documents, data, studies, surveys,
drawings, maps, reports and other materials prepared by CONSULTANT will become CITY's
property and CONSULTANT will delivery any such items in its possession to CITY within thirty
(30) days of termination.
(E) Should the Agreement be terminated pursuant to this Section, CITY may procure
on its own terms Services similar to those terminated.
18. OWNERSHIP OF DOCUMENTS. All documents, data, studies, drawings, maps,
models, photographs and reports prepared by CONSULTANT under this Agreement are CITY's
property. CONSULTANT may retain copies of said documents and materials as desired, but will
deliver all original materials to CITY upon CITY's written notice. CITY agrees that use of
CONSULTANT's Services for purposes other than identified in this Agreement is at CITY's own
risk.
19. PUBLICATION OF DOCUMENTS. E:
Agreement, CONSULTANT will not release cop
graphic art services, prepared pursuant to this A
without CITY's prior written approval. All press i
to be published in newspapers or magazines, will
unless otherwise provided by written agreement be
20. INDEMNIFICATION AND
as necessary for performance under this
aches, or graphs of materials, including
ent to any other person or public entity
-s, including graphic display information
>proved and distributed solely by CITY,
i the barties.
(A) To the fullest extent permitted by law, CONSULTANT shall defend (with legal
counsel reasonably acceptable to CITY), indemnify and hold harmless CITY and its officers,
agents, departments, officials, representatives and employees (collectively "Indemnitees") from
and against any and all claims,,loss, cost, damage, injury (including, without limitation, economic
harm, injury to or death of are employee of CONSULTANT or its subconsultants), expense and
liability of every kind, nature and, description that arise from or relate to (including, without
limitation, incidental and consequential damages, court costs, attorneys' fees, litigation expenses
and fees of expert consultants or expert witnesses incurred in connection therewith and costs of
investigation) that arise from or relate to, directly or indirectly, in whole or in part, from: (1)
CONSULTANT's performance ofServices under this Agreement, or any part thereof, (including
any additional services authorized by CITY in writing) (2) any negligent act or omission of
CONSULTANT, any subconsultant, anyone directly or indirectly employed by them, or anyone
that they control; (3) any actual or alleged infringement of the patent rights, copyright, trade secret,
trade name, trademark, service mark or any other intellectual or proprietary right of any person or
persons in consequence of the use by CITY, or any other Indemnitee, of articles or Services to be
supplied in the performance of this Agreement; or (4) any breach of this Agreement (collectively
"Liabilities"). Such obligations to defend, hold harmless and indemnify any Indemnitee shall not
apply to the extent such Liabilities are caused by the sole negligence or willful misconduct of such
Indemnitee, but shall apply to all other Liabilities. The foregoing shall be subject to the limitations
of California Civil Code section 2782.8 as to any design professional services performed by
CONSULTANT and in particular the limitation on CONSULTANT's duty to defend whereby
such duty only arises for claims relating to the negligence, recklessness or willful misconduct of
CONSULTANT as well as the limitation on the cost to defend whereby CONSULTANT will only
bear such cost in proportion to CONSULTANT's proportionate percentage of fault (except as
otherwise provided in section 2782.8).
(B) The foregoing indemnification provisions will not reduce or affect other rights or
obligations which would otherwise exist in favor of the CITY and other Indemnitees.
(C) CONSULTANT shall place in its subconsulting agreements and cause its
subconsultants to agree to indemnities and insurance obligations ,in favor of ,CITY and other
Indemnitees in the exact form and substance of those contained in this Aueemeht.
21. ASSIGNABILITY. This Agreement is for CONSULTANT'sprofessional services.
CONSULTANT or any subconsultant's attempts to, assign the benefits or burdens of this
Agreement without CITY's written approval are prohibited and will be,null and void.
22. INDEPENDENT CONTRACTOR. CONSULTANT shall at all times be deemed an
independent contractor wholly responsible for the manner in which it performs the Services, and
fully liable for the acts and omissions of its employees, subconsultants and agents. Under no
circumstances shall this Agreement be construed as creating an employment, agency, joint venture
or partnership relationship between CITY and CONSULTANT, and no such relationship shall be
implied from performance of this Agreement. Terms in this Agreement referring to direction from
CITY shall be construed as providing for direction as to policy and the result of Services only, and
not as to means and methods by which such a result is obtained. CONSULTANT shall pay all
taxes (including California sales and use taxes) levied upon this Agreement, the transaction, or the
Services and/or goods delivered pursuant hereto without additional compensation, regardless of
which party has liability for such tax under applicable law, and any deficiency, interest or penalty
asserted with respect thereto. CONSULTANT shall pay all other taxes including but not limited
to any applicable City business tax, not explicitly assumed in writing by CITY hereunder.
CONSULTANT shall comply with all valid administrative regulations respecting the assumption
of liability for the payment of payroll taxes and contributions as above described and to provide
any necessary it formation with respect thereto to proper authorities. CONSULTANT has no
authority to bind the CITY.,
23. AUDIT OF RECORDS. CONSULTANT will maintain full and accurate records with
respect to all Services and matters covered under this Agreement. Those records include, without
limitation, correspondence, internal memoranda, calculations, books and accounts, accounting
records documenting its services under its Agreement, and invoices, payrolls, records and all other
data related to matters covered by this Agreement. CITY and its designees will have free access
at all reasonable times to such records, including the right to audit, examine, and make copies,
excerpts, and transcripts from such records, and to inspect all program data, documents,
proceedings and activities. If CITY receives funds from another governmental entity for the
payment in whole or part of the Services, that governmental entity will have all rights the CITY
has under this Section. CONSULTANT will retain all records subject to this Section for at least
three (3) years after termination or final payment under this Agreement.
24. INSURANCE. [All insurance terms subject to review and approval of City Risk
Manager]
(A) Before commencing performance under this Agreement, and at all other times this
Agreement is effective, CONSULTANT will procure and maintain the following types of
insurance with coverage limits complying, at a minimum, with the limits set forth below:
Type of Insurance Limits
Commercial general liability: $1,000000
Professional liability $1,000,
Business automobile liability $1,000,000
Workers compensation
(B) Commercial general liability i
ISO-CGL Form No. CG 00 01 11 85 or 88.
combined single limit per occurrence for bod
the policy coverage. Automobile coverage N
Form CA 00 01 06 92, including symbol I (Y
name CITY, its officials, and employees as `
and to state that such insurance will be deems
be carried by CITY will be excess thereto. S
No. CG 20 10 11 85 or 88, or equivalent. 8u
"claims made," basis and will not be cancelal
days prior written notice to CITY.
rement
surance will meet or exceed the requirements of
ie amount of insurance set forth above will be a
y njury,,personal injury, and property damage for
11 be written on ISO Business Auto Coverage
ry Auto). Liability policies will be endorsed to
ldtional insureds" under said insurance coverage
1 "primary's such that any other insurance that may
�h endorsement must be reflected on ISO Form
Y insurance will be on an "occurrence," not a
e or'subject to reduction except upon thirty (30)
(C) Professional liability coverage will be on an "occurrence basis" if such coverage
is available, or on a "claims made" basis if not available. When coverage is provided on a
"claims made basis," CONSULTANT will continue to renew the insurance for a period of at
least three (3) years after this Agreement expires or is terminated. Such insurance will have the
same coverage and limits as the policy that was in effect during the term of this Agreement, and
will cover CONSULTANT for all claims made by CITY arising out of any errors or omissions of
CONSULTANT, or its officers, employees or agents during the time this Agreement was in
effect.
(D) CONSULTANT will furnish to CITY duly authenticated Certificates of Insurance
evidencing maintenance of the insurance required under this Agreement, including
endorsements, and such other evidence of insurance or copies of policies as may be reasonably
required by CITY from time to time. Insurance must be placed with California -admitted insurers
with (other than workers compensation) a current A.M. Best Company Rating of at least
"A XIL"
(E) Waiver of Subrogation: The insurer(s) agree to waive all rights of subrogation
against CITY, its elected or appointed officers, officials, agents, volunteers and employees for
losses paid under the terms of the workers compensation policy which arise from work
performed by CONSULTANT for CITY.
(F) Should CONSULTANT, for any reason, fail to obtain and maintain the insurance
required by this Agreement, CITY may obtain such coverage at CONSULTANT's expense and
deduct the cost of such insurance from payments due to CO 'NSULTANT undef this Agreement
or terminate pursuant to contract language. In the alternative, should CONSULTANT fail to
meet any of the insurance requirements under the Agreement, City may terminate this
Agreement immediately with no penalty.
(G) Should CONSULTANT'S insi
any point prior to expiration of the policy, CC
receipt of notice of cancellation. Furthermorc
coverage that meets all contractual requireme�
notice of cancellation. CONSULTANT must
(H) The CITY shall be
herein.
25. INCIDENTAL TASKS
status on the Services, which
progress during the past month i
description of the Services to be
26. DISPUTE RESOLUTION.
required by this Agreement be cancelled at
TANT must notify City within 24 hours of
SULTANT must obtain replacement
,iLn 10 days of the prior insurer's issuance of
that there is no lapse in coverage.
in excess of the minimums required
NSULTANT will meet with CITY monthly to provide the
ludea schedule update and a short narrative description of
;h major task, a description of the Services remaining and a
before the next schedule update.
(A) In the -event of any dispute between CONSULTANT and CITY regarding any
claim, demand or request by CONSULTANT for time, money, or additional compensation for any
reason whatsoever CONSULTANT shall submit to CITY, within 21 days of CONSULTANT's
first knowledge of the dispute, a written description of CONSULTANT's claim, demand or request
that provides a narrative of the pertinent events, the contractual basis of the CONSULTANT's
position, pricing calculations (if applicable) and attaches supporting documentation. CITY will
then review the issue and make a decision thereon. If CONSULTANT shall fail to provide timely
notice of any such claim, demand or request, then CONSULTANT shall waive is rights to such
claim, demand or request, unless CONSULTANT can demonstrate a manifest lack of prejudice to
CITY resulting from such late notice. CONSULTANT shall continue its work throughout the
course of any dispute, and CONSULTANT's failure to continue work during a dispute shall be a
material breach of this Agreement.
(B) If the CITY denies CONSULTANT's claim, demand, or request in whole or part
and CONSULTANT disagrees, and the claim, demand or request exceeds $50,000 then the parties
shall, as a precondition to initiating litigation, submit the dispute claim, demand, or request to the
Los Angeles JAMS office for non -binding mediation under the appropriate rules. The parties may
agree to any other dispute resolution process. Nothing herein will limit CONSULTANT's
obligation to timely submit to CITY a statutory Government Code Claim, in accordance with
Government Code sections 910 et seq.
27. NOTICES. All communications to either party by the other parry will be deemed made
when received by such party at its respective name and address as follows:
If to CONSULTANT: If to CITY: .
City of Santa Clarita
ATTN: Kenneth W. Striplin, City Manager
23920 Valencia Boulevard, Suite 300
ATTN: Santa Clarita, CA 91355
Any such written communications by mail will be conclusively deemed to have been received by
the addressee three days after deposit thereof in the United States mail, postage prepaid and
properly addressed as noted above. In all other instances, notices will be deemed given at the time
of actual delivery. Changes may be made in the names or addresses of persons to whom notices
are to be given by giving notice in the manner prescribed in this Section.
28. CONFLICT OF INTEREST. CONSULTANT will comply with all conflict of interest
laws and regulations including, without limitation, CITY's Conflict of Interest Code (on file in the
City Clerk's Office). It is incumbent upon the CONSULTANT or CONSULTING FIRM to notify
the CITY pursuant to Section 27 NOTICES of any staff changes relating to this Agreement.
(A) In accomplishing the Scope of Services of this Agreement, all officers, employees
and/or agents of CONSULTANT(S), unless as indicated in Subsection (B), will be performing a
very limited and closer supervised function, and, therefore, unlikely to have a conflict of interest
arise. No disclosures are required for any officers, employees, and/or agents of CONSULTANT,
except as indicated in Subsection (B).
Initials of Consultant
(B) In accomplishing the Scope of Services of this Agreement, CONSULTANT will
be performing a specialized or general service for the CITY, and there is substantial likelihood that
the CONSULTANT's Services product will be presented, either written or orally, for the purpose
of influencing a governmental decision. As a result, the following CONSULTANT personnel shall
be subject to the Disclosure Category "1" of the CITY's Conflict of Interest Code:
29. SOLICITATION. CONSULTANT maintains and warrants
retained any company or person, other than CONSULTANT's bona
secure this Agreement. Further, CONSULTANT warrants that it has
pay any company or person, other than CONSULTANT's bore
30. THIRD PARTY BENEFICIARIES
bound to the terms of the Agreement to the
limited to, terms regarding indemnity and dis
an express third parry beneficiaries of their st
however, shall operate to confer such or shni
to this Agreement.
31. INTERPRETATION. This Agrf
accordance with the laws of the State of Cali
this Agreement will be in Los Angeles Cour
a
CONSULTANT's subconsultants shall agree to be
extent of their scope of services, including but not
pute resolution, and shall agree that CITY is deemed
ibconsultantagreement. Nothing in this Agreement,
lar rights or benefits on persons or entities not parry
at was drafted in, and will be construed in
a. The exclusive venue for any action involving
32. ENTIRE AGREEMENT. This Agreement, and its Attachments, sets forth the entire
understanding of the parties with respect to the subject matter hereof. There are no other
understandings, terms or either agreements expressed or implied, oral or written.
There is/are ( ) Exhibits (s) to thisAgreement. To the extent of a conflict between this
Agreement and one of the Exhibits, the terms of the Agreement shall take precedence. This
Agreement will bind, and inure to the benefit of the parties to this Agreement and any subsequent
successors and assigns.
33. RULES OF CONSTRUCTION. Each parry had the opportunity to independently review
this Agreement with legal counsel. Accordingly, this Agreement will be construed simply, as a
whole, and in accordance with its fair meaning; it will not be interpreted strictly for or against
either parry.
34. SEVERABILITY. If any portion of this Agreement is declared by a court of competent
jurisdiction to be invalid or unenforceable, then such portion will be deemed modified to the extent
necessary in the opinion of the court to render such portion enforceable and, as so modified, such
portion and the balance of this Agreement will continue in full force and effect.
35. AUTHORITY/MODIFICATION. The parties represent and warrant that all necessary
action has been taken by the parties to authorize the undersigned to execute this Agreement and to
engage in the actions described herein. To the extent of any contingency above the original
Agreement amount previously approved by the CITY's City Council, additional Services may be
added to this Agreement by an additional authorization executed by both parties. This Agreement
may be otherwise modified by written amendment, which generally requires approval of the
CITY's City Council. CITY's City Manager, or designee, may execute any such authorization or
amendment on behalf of CITY.
36. CAPTIONS. The captions of the sections and paragraphs of this Agreement are for
convenience of reference only and will not affect the interpretation of this Agreement.
37. TIME IS OF ESSENCE. Time is of the essence for each and every provision of this
Agreement.
38. DELAY. CONSULTANT shall complete all Services required by this Agreement within
the times specified in the Agreement, except where (1) an event outside of CONSULTANT's
reasonable control causes a delay and (2) CONSULTANT promptly advises CITY of such delay
(such prompt notice to occur no more than 15 days after the first occurrence of the delay). Such
events shall be limited to: acts of neglect by CITY or CITY's agents or by consultants when acting
at CITY's direction; breaches of this Agreement by CITY; Acts of God such as fire and flood;
explosion, acts of terrorism, war and embargo; and other similar causes beyond the Parties'
reasonable control. In the event of an excusable delay the City may elect whether to terminate this
Agreement or extend the time for performance.
39. PROTECTION OF RESIDENT WORKERS. The CITY, actively supports the
Immigration and Nationality Act (INA) which includes provisions addressing employment
eligibility, employment verification, and nondiscrimination. Under the INA, employers may hire
only persons who may legally work in the United States (i.e., citizens and nationals of the U.S.,
and aliens authorized to work in the U.S.). The employer must verify the identity and employment
eligibility of anyone to be hired, which includescompleting the Employment Eligibility
Verification Form (Form I-9), reviewing required proofs of both identify and employment
authorization, and retaining the Form I-9 for the required period.. Updated form I-9 information is
available at www.uscis.gov. The CONSULTANT shall establish appropriate procedures and
controls so no Services or products under the Agreement will be performed or manufactured by
any worker who is not legally eligible to perform such Services or employment.
40. FACSIMILE OR ELECTRONIC TRANSMISSION OF CONTRACT AND
SIGNATURE. The parties agree that thisAgreement may be transmitted and signed by facsimile
or electronic mail by either/any or both/aft parties; and that such signatures shall have the same
force and effect as original 'signatures, in accordance with California Government Code section
16.5 and Civil Code section 1633.7.
41. STANDARD SUPPLEMENTAL PROVISIONS. Notwithstanding Section 32 ENTIRE
AGREEMENT above, the following Standard Supplemental Provision(s), attached to this
Agreement, is(are) incorporated herein by this reference and takes precedence over any conflicting
provision of this Agreement: [Insert name of any applicable SSP(s), and attach only that
SSP(s)—omit remaining SSP(s). Insert "None" if applicable.]
[SIGNATURES ON NEXT PAGE]
IN WITNESS WHEREOF, the parties hereto have executed this contract on the date set forth
below.
FOR CONSULTANT:
IF CO
Print Name & Title Punt Name & Title
Date:
FOR CITY OF SANTA CLARITA:
KENNETH W. STRIPLIN, CITY MANA
Date:
APPR(
JOSEPH M. MONTES, CITY ATTORNEY
City Attorney
Date:
INSERT PLAN MAP HERE
INSERT PROPOSED AMMENDMENT HERE
Illlilll'�'I;I;Iy'�'I�L
jiij Ilia AWS INS
u
January 6, 2021
Jonathan Cosh
City of Santa Clarita
23920 Valencia Boulevard
Santa Clarita, California 91355-2196
Subject: Old Town Newhall Specific Plan 2021 Update
Dudek is pleased to submit this proposal to help the City of Santa Clarita (City) update the Old Town Newhall
Specific Plan (OTNSP) and prepare necessary California Environmental Quality Act (CEQA) analysis. We are a
mid -sized, multidisciplinary firm, headquartered in Southern California and will provide the City a full complement
of planning, design, mobility, and environmental consulting services. We propose to perform both planning and
CEQA aspects of the project, and in this proposal will demonstrate the efficiencies that are gained via a cohesive
in-house project team.
Old Town Newhall has left a memorable imprint in the heart of the City. We understand that crafting a plan for
the next twenty years of Old Town's evolution will be complex, and community and stakeholder expectations will,
deservedly, be high. This effort requires professionals who bring a mix of local understanding and innovative
approaches. The team we have assembled is skilled and experienced in working with communities, having
prepared compelling, pragmatic downtown plans that won community approval and stand the test of time. Our
team is a strong choice to partner with the City, evidenced by the following:
(Project Management that Understands the City and its Needs. Our team's CEQA Project Manager Nicole
Cobleigh has direct experience working in the City and with City staff, and has considerable experience preparing
legally defensible and comprehensive environmental documentation pursuant to CEQA. Dudek is currently a pre -
approved CEQA consultant on the City's on -call list. Our team's urban design Project Manager Gaurav Srivastava
understands the City's aim with the specific plan and is adept at translating development visions into legible
and streamlined development standards, understood by the lay person and planners alike. Mr. Srivastava leads
Dudek's urban design practice and has 18 years' experience managing and directing multidisciplinary teams. He
is recognized for authoring award -winning, transformative, and innovative plans for urban cores and neighborhoods
across California.
Rvposal for CII]IT OF SAIMTA 0II..AIIDIID' iDIL D D"0 IW IWIIMMI. i. SIIICIFIC IIRII AN 2021. UDIITATE
We are innovators and leaders in downtown visioning. We have developed plans and visions for downtowns across
the region at a variety of scales that range from a plan for downtown Los Angeles to one for Avalon on Catalina
Island. We bring a nuanced understanding of the complex relationship that downtown's hold with their host
regions, and are able to position, prioritize, and balance their competing objectives.
We bring a multifaceted, comprehensive team of experts. Mr. Srivastava will serve as the team's project
manager and primary contact. The contract will be staffed from Dudek's Pasadena office. Senior Project Manager,
Nicole Cobleigh, will manage CEQA tasks, bringing her ongoing experience working with the City and proven track
record of exceptional client service and commitment to excellence to this project. Dudek's in-house specialists
will provide urban design, land use, and mobility planning expertise for the effort. We have also partnered with
two subconsultants: Kearns & West to facilitate community and stakeholder visioning and Pro Forma Advisors to
(optionally) provide market and real estate analyses. While we understand that economic analysis is not expected
as part of the scope, we are including it as an optional task to potentially address the changes in real estate and
development dynamics since the OTNSP's original adoption.
IRobust, IIn-House CEQA (Expertise. Our team of experienced CEQA experts and technical specialists has proven
that we prioritize responsiveness to a city's needs and requests, repeatedly delivering high -quality products on
time and within budget. Because of our extensive work in the City, we are familiar with its diverse community
makeup, social and cultural issues, infrastructure, and land use environments which will facilitate the efficient and
successful delivery of the project's CEQA documentation. We have a full suite of in-house capabilities to approach
each project task with outside -the -box strategies. Dudek's robust diversity of technical expertise allows for in-
house preparation of comprehensive CEQA-related technical analyses, and our in-house planning and design staff
will result in seamless coordination and efficiencies that will save the City time and money.
We are a one -stop shop with a range of capabilities. As a mid -sized firm, Dudek provides a personalized
service combined with the breadth and depth of capabilities characteristic of larger firms to meet your project's
requirements. Our size is an asset to our clients, allowing us to provide a superior level of customer service and
bypass any bureaucratic red tape.
We are code experts. We prioritize drafting documents that are usable and implementable because we know
that even the best plans fail when they unsuccessfully translate their aspirations to clear and understandable
standards and regulations. We prioritize a hybrid approach to code -writing by bridging the gap between Euclidian
and form -based code, relying on our deep in-house technical expertise as well as working directly with developers.
We look forward to continuing our work with the City. If you have any questions or need additional information during
the evaluation process, please feel free to contact Mr. Srivastava at 626.204.9817 or gsrivastava@dudek.com.
Sincerely,"
Gaurav Srivastava
Project Manager
Nicole Cobleigh
CEQA Project Manager
Rvposal for CII'II7 OF SAIMTA 01ARIA IDII.ID I'00M IWIIMHA..11.. SI11CIFIC IRIAN 2021. UDIITATE
Like many cities in California, the promise of oil and
mining riches led to the establishment of Newhall —
now Old Town Newhall, the oldest neighborhood
in what would become the City of Santa Clarita
(City). The early residents of Old Town Newhall built
a culture around the idea of community and their
love for Western filmmaking, qualities that are still
cherished and celebrated today. The walk of Western
Stars along Main Street honors Old Town's history
of Western cinema while theaters along the same
street promote the arts and support the community,
truly encompassing its title of Newhall's Art and
Entertainment District.
Today, Old Town Newhall exists at the convergence of
three arterial roads. Lyons Avenue and Newhall Avenue
provide connections to the surrounding highways, the
former bringing people from Interstate 5 to the west,
and the latter from State Route 14 to the southeast.
Railroad Avenue runs parallel to the original rail line,
which left an indelible imprint by way of a traditional,
orthogonal street block grid that sets Old Town Newhall
apart from the rest of the City. This rail corridor is still
active today, and acts as a divide between the eastern
and western districts of Old Town Newhall.
Anchored by the Newhall Public Library and Hart
Park to the north and south respectively, the Urban
Center of Old Town Newhall has the look and feel of
a traditional downtown due to its pedestrian -oriented
characteristics. Wide sidewalks with ample shading
along Main Street, traffic calming measures with
occasional street closures for fairs and other events,
and ground -level building facades that convey the
historic roots of Old Town Newhall create a welcoming
environment for residents. Most of the Urban Center
is within a ten-minute walk to the centrally located
Metrolink Station.
Rvposal for CII'II7 OF SAIMTA 01..A[DIA DDII.ID BOM I%[MiffiI.J.. SI11CIFIC II1AN 2021. UDIITATE
SEc rION 21introduction
11 )Id I own Newhall has he right fin gredientsfor a great place. It IIhas successfully
retained it's Main Street charrn, it IIhas firnplernented a welcurnfing and safe IIpubllic
realrn, and iIhas I eve raged 't ransit accessfor smar Irnixe ,use devill oprnent.
Ud Tuwib Newlidil Zones
C—t,e D,,t,,i,t (CID4
§%� C- id.r QCOR)
'(011111111, Open Space (OS)
00
110 4
Figure 1. Plan Diagram
R,oposal for CI'II'Y 01° SANT A CLAIRITA OILB TOWN IMEWHAIJIL SIIECIlIHC IIRII AN 2021. VITATE
The Urban Center fades outwards into low -density
residential zones, with more diverse housing
typologies and some non-residential uses. The areas
along major arterial streets outside of the Urban
Center are zoned as Corridor or Creative District,
both of which are adaptable in space and program
to support the Urban Center and act as the grand
entryways into Old Town Newhall.
The Old Town Newhall Specific Plan (OTNSP) has
driven the district's improvement over the last fifteen
years. Once a place that suffered from economic
decline, OTNSP allowed the downtown area to rebrand
in a way that supports local restaurants and shops
and provides more community amenities, all of
which are more safely accessible by foot. The look of
Old Town Newhall has also become more cohesive
and engaging due to the OTNSP use of form -based
zoning. However, we understand that at times, form -
based code can be confusing outside of a technical
audience.
While form -based zoning is commonly used by
planners and design professionals, often it does
not translate into clear design guidance for property
owners and developers and creates unintended
barriers to development —barriers that have hindered
development in Old Town Newhall. While form -based
zoning prioritizes building character and the experience
of the public realm by specifying how the building
relates to both its site and surroundings, it often
uses terminology and ideas that are not effectively
communicated.
Euclidian code on the other hand is straightforward
and easy to understand, but simplistic. There is no
guarantee that Euclidean code will create development
to meet the community's standards or expectations.
The challenge for the City —and one that we are skilled
at addressing —is to marry the simplicity of Euclidian
code with the design specificity of form -based code.
While e do un°tca �lue with IIp urec Ilnc e l ved
idleas, we do recoginize that the loing-teir"irrii
SLJccess of dowintowin districts IIrests oiin
established Ibest IIpIIrac°tices, findUdIGi ng the
Bridge the Code Gap. There is an opportunity to take
the clear language of Euclidean zoning and combine
it with the more aspirational design standards
associated with form -based zoning, creating a hybrid
that is both easy to understand and utilize.
Take OTNSP to the Next Level. We will address the
elements that require clarification and improve on the
elements that work well to ensure that the updated
OTNSP meets the needs of the evolving community.
Focus First on the Public Realm. Urban cores are
successful only if the pedestrian environment is
perceived to be safe and easily navigable. Walkability is
the essential ingredient to the success of downtowns
everywhere. Therefore, it is imperative to focus on the
public realm and create pedestrian environments that
are inviting and engaging. Prioritizing investments in the
public realm ultimately adds value to downtown parcels
and brings foot traffic to businesses and a sense of
comfort to residents. The City's pedestrian safety
efforts in Old Town Newhall provide a solid basis for
more detailed studies and interventions
Build a Better Community. When all planning is said
and done, if lives do not improve, the entire effort will
come to naught. Our team believes strongly that those
who will directly experience the benefits and potential
impacts of planning are those who should have a
central role in telling the City's story and planning for
the future. Outreach must involve residents, workers,
the young, the elderly, business owners, and other
stakeholders in identifying how Old Town Newhall will
grow and prosper over the coming decades.
Mvposal for CII]IT IDII° SAIMTA 0I.AIMIA IDII.ID I"ID IW IWIMIAIIJI.. SIIICIIIC IIIAN 2021. UDIITATE
SEc rI N ` 1introduction
FOCUSED ON CALIFORNIA'S
MUNICIPALITIES
Founded in 1980, Dudek is a California Corporation
with 12 California offices, including one in Pasadena.
We are staffed by more than 600 planners, California
Environmental Quality Act (CEQA) practitioners,
scientists, civil engineers, contractors, and support
staff, including experts in urban planning and design.
We assist private and public clients on a broad range
of projects that improve our clients' communities,
infrastructure, and natural environment. From
planning, design, and permitting through construction,
we move projects through the complexities of
regulatory compliance, budgetary and schedule
constraints, and conflicting stakeholder interests.
As a mid -sized firm, we provide the personal service
of project managers who stay with your project from
start to finish, combined with the breadth and depth
of capabilities characteristic of larger firms to meet
the City's project requirements. Our project managers
are empowered to be problem solvers, with the ability
to make decisions in a timely fashion to maintain
project momentum. We are proud of our low employee
turnover; our staff's long tenure means the project
manager you see at the bidding stage will likely be
with you at project completion.
Dudek will manage this contract from our Pasadena
office, with support from our Orange County and San
Diego County offices.
PLANNING AND URBAN DESIGN SERVICES
Great cities derive their success from the synergy
of thoughtful urban design, first-rate infrastructure,
and excellent mobility. Dudek planners and designers
provide planning and urban design services that help
public- and private -sector clients create compelling
places. We strive to establish enduring relationships
between people and their environment and develop
a sense of belonging, while respecting cultural,
environmental, and economic constraints. We seek
out complex planning challenges and utilize our
collaborative and analytical strengths to balance and
prioritize competing objectives within the disciplines of
urban design, land use, infrastructure, sustainability,
and transportation. Our plans are realistic, bold, and
stand the test of time.
EXPERT PLANNING FOR SUCCESSFUL
PLACES
Our planners and urban designers work collaboratively
with experts across all disciplines to provide
comprehensive planning and urban design services
to public- and private -sector clients. Our work is
underpinned by the belief that great places derive
success from the synergies of thoughtful design,
first-rate public spaces, excellent mobility, and healthy
environments. At every scale, from neighborhood
visions to citywide comprehensive plans, we
emphasize the importance of rigorous analysis
in successful problem solving and demonstrate
that accurately defining the problem is the crucial
foundation to solving it.
Rvposal for An1l17 DDII° SANTA 01LARITA DDII.ID TOWN III:: MI..II.. SNTIlHC IRI..AN 2021. UDIITATE
COLLABORATIVE PLANNING
We understand that plans lacking broad -based
community input and support are unlikely to succeed.
Consequently, throughout all stages of our planning
process, we seek to engage in meaningful outreach
with all sectors of the community. Our creative and
motivating outreach activities inspire innovative
solutions from community participants.
TAILORED PLANS SUPPORT COMMUNITY
VISION
Our high -quality work products and community
outreach efforts are inviting, engaging, and user-
friendly. Having authored dozens of award -winning,
transformative, and innovative plans, we take pride in
tailoring our work to the unique issues and challenges
facing a community. By emphasizing technically sound
analysis, a community -driven process, and action -
oriented solutions, we craft plans to support and fulfill
communities' sustainable, long-range visions.
Dudek has prepared more than 2,800 environmental
documents in compliance with CEQA and the National
Environmental Policy Act (NEPA) for large and small
projects throughout California, in addition to managing
the environmental review process for many local
agencies on a contractual basis. Documents we
prepare, initiate, and process include environmental
impact reports (EIRs), statements of overriding
consideration, findings of fact, mitigated negative
declarations, negative declarations, initial studies,
categorical or statutory exemptions per CEQA; as
well as environmental impact statements (EISs),
environmental assessments, categorical exclusions,
and findings of no significant impact per NEPA.
Our team of scientists, planners, landscape architects,
economists, and engineers has reviewed hundreds
of technical reports to certify that the analyses in
CEQA documents are technically accurate and legally
sound. We incorporate public comments regarding
the potential impacts of a project on the natural and
built environments, and as required by CEQA/NEPA,
we analyze ways in which any identified significant
effects/impacts of the project can be avoided or
mitigated. Dudek prepares complete and legally
defensible environmental review documents supported
by substantial evidence, and we have never had a
CEQA document successfully challenged.
Dudek staff has a comprehensive understanding of
CEQA/NEPA regulations. Dudek understands how to
tier analyses from existing program -level environmental
documents, thereby streamlining the environmental
review process and recognizing schedule and budget
efficiencies. The Dudek team has participated in all
aspects of the environmental review process and will
perform the scope of work tasks by implementing the
following:
Process management for all stages, starting with
preparation, release, and management of the Notice
of Preparation scoping process;
Attendance at public scoping meeting(s);
Environmental document drafts and associated
technical analyses preparation (e.g., air quality,
greenhouse gas emissions, noise, and cultural);
City staff and consultant discourse to provide input
relating to CEQA procedures, requirements, and
substantive issues, including, but not limited to,
the public noticing process, filings with state and
local agencies, alternatives development, and the
feasibility of mitigation measures;
Response -to -comments process catalogue and
management;
Final CEQA document preparation and processing;
Planning Commission and City Council public hearing
attendance, presentation, and testimony; and
Filing all applicable notices (i.e., public notices,
scoping meeting and/or Draft EIR/EIS meeting
notices, Notices of Intent, Notice of Completion,
Notice of Preparation, Notice of Determination, and
Assembly Bill 52/Senate Bill 18) documentation
with the appropriate entities (i.e., the public, Los
Angeles County Clerk, State Clearinghouse, and
Native American Heritage Commission).
Rvposal for CII'II7 DDII° SAIMTA 01ARIA DDII.ID D"DD IW IWII:: MI.J.. SIMTIlRC IRIAN 2021. UDIITATE
The Dudek team and its key staff members have
extensive experience providing urban design and
planning services, economic and market analyses,
and public outreach and facilitation services to
clients for development, infill, and revitalization
projects throughout the western United States. We
have worked closely with cities to develop specific
plans, general plan updates, zoning updates, form -
based codes, development standards, and the
associated environmental studies and documentation
Additionally, the Dudek team has collaborated with
municipalities to develop comprehensive community
engagement programs to solicit input from residents,
business owners, and other stakeholders regarding
downtown revitalization and development plans.
Our team has an extensive portfolio of preparing
plans and visions for downtown cores and corridors;
analyzing financial feasibility and real estate
opportunities; examining transit, mobility, and parking;
and leading multi -jurisdictional public outreach
in diverse communities. On the following pages,
we provide a representative sample of relevant
experience.
Rvposal for CII'II'Y OF SANTA CLARIA UDII.UD D"UD IW IWII::MAJI.. SPECIFIC IIRII AN 2021. UDPh ATE
Planning and Urban Design Experience
III o i s hill inigIll inimiinr iiil Overlay �� iiini eIII �� iriii W basecode,
anid Ill iiii p °III[ e po it
Client: City of Fullerton
To address housing affordability and scarcity, the
City of Fullerton is utilizing California's Senate Bill
2 grant funds to streamline housing production in
the city. Dudek is currently developing a Housing
Incentive Overlay plan for 15 separate clusters of
non-residential parcels citywide. The plan evaluates the
feasibility of residential development on these parcels
and establishes the development standards along
with market -tested inclusionary goals to incentivize
housing production. Dudek is also preparing the EIR
and supporting technical studies for the Overlay zone.
The overlay zone will rely on a hybridized approach to
development standards by incorporating the easy -to -
understand guidance of Euclidian zoning and layering in
the design aspirations of form -based code.
Rvposal for CII'II7 DDII° SANTA CLARIA DDII.ID D"DD IW IWII:: MI..II.. SPNIlRC IRI..AN 2021. UDIITATE
G*oldeni State
p e ciifiiiiil m°� IIIII a
Client: City of Burbank
Dudek staff are serving as urban design advisors for
the ongoing Golden State Specific Plan in the City
of Burbank. The Golden State District is a 640-acre
commercial/industrial area adjacent to the Burbank
Airport and the proposed high-speed rail station. Mr.
Srivastava led a three -pronged planning effort that
included a Station Area Plan in anticipation of the City
of Burbank's proposed high-speed rail station, the
Golden State Specific Plan, and an EIR. The smart
growth plan leverages the Golden State District's
current and future infrastructure assets and explores
mechanisms to maximize housing supply, diversify
land uses, and solidify the City of Burbank's role as
the media capital of the world. The planning effort
made use of multiple outreach tools, including design
charrettes, online engagement (www.goldenstatedistrict.
com), physical models, and walking tours.
Rvposal for CI]IT OF SANTA OI.ARIIA GILD I IW IWII:: HAJI.. SIFECIFIC IIRII AN 2021. lUllTATE 10
SEc rI m /F=; f.�EOE� I)CE�
South C� � � iiini Illy .......... iiil b eCorridor III l iiini
Client: Southern California Association of Governments (SCAG) and City of Colton
Dudek provided urban design, land use planning,
market analysis, and community outreach services
in support of the South Colton Livable Corridor
Plan. South Colton is a mixed residential -industrial
neighborhood adjacent to downtown Colton but
separated by a rail corridor. Long disinvested, yet
resilient, residents with few resources have used a do -it
yourself approach to neighborhood design combined
with their imagination and resourcefulness to alter
landscapes in ways that are intimate in scale and
personal in nature. The South Colton Livable Corridor
Plan aims to strengthen these grassroots tactical
urbanist approaches and create guidelines and policies
that will provide a regulatory framework for formalizing
complete streets, creating amenities, inviting mixed -
activity investment, and new housing. A critical goal
AWARD
of the outreach effort was to proactively engage
traditionally underserved groups, such as women, the
elderly, youth, racial minorities, and immigrants.
The Plan adopted a unique approach to development
standards by deliberately facilitating and formalizing
the residents' DIY nature of claiming and improving
their urban condition. The hybrid code, incorporating
Euclidian and form -based approaches, respected the
community's approach to place -making and erred on
the side of being less prescriptive in setting urban
design standards. This approach is unusual for a
planning document, but one entirely necessary to
preserve and maintain the unique ethos of South
Colton, one that has sustained and strengthened the
neighborhood for multiple generations.
2020 American Planning Association Award, Inland Empire Section for Excellence in Urban Design
Mvposal for A 117OF SANTA Anll.AMlA OI[B I IW IM IMI.J.. SIFITIFIC II1AN 2021.lUllTATE H
Milra Mesa P14ni Update
Client: City of San Diego
Through an on -call contract with the City of San Diego's
Planning Department, Dudek is working with the City of
San Diego on a transit priority area planning effort as
part of the Mira Mesa Community Plan Update. Mira
Mesa, at 10,500 acres and 80,000 residents, is the
largest and most populous of San Diego's 50 community
plan areas. This effort includes conceptual urban
design studies to reposition prime industrial parcels
and accommodate mixed -use developments in what
has historically been an industrial business park. The
studies test and illustrate new approaches to land use,
development standards, and mobility improvements.
Dudek also prepared an urban framework map, assisted
with advisory committee meetings to educate and
inform the public how urban design can be used in the
public realm, provided examples of suburban retrofit
concepts, and prepared electronic 3D urban design
concept models for each of the four focus areas. Dudek
is working closely with the City of San Diego to revitalize
the focus areas and retrofit suburban shopping malls
with transit supportive uses and development typologies.
Dudek is also preparing the EIR and supporting technical
studies for this community plan update.
Rvposal for CI]IT OF SANTA AnlILAIRI GILD I IW IWII WHAIJI.. SIIIECIFIC IIRII AN 2021. lUllTATE 12
EEc'rIO m /1--,_Xf)EOEIDDCE:
iiils iiil �� iiinl Downitownl
Client: SCAG and Downtown Los Angeles Neighborhood Council
The Downtown Los Angeles Neighborhood Council is the first
neighborhood council in Los Angeles that has sought to craft its own
vision for the future. The Vision Downtown Plan placed a special
emphasis on addressing downtown Los Angeles' public realm
and multimodal corridors and made specific recommendations to
transform downtown streets into complete streets, acknowledging
their hierarchy of use and activity. The Vision Downtown Plan also
addressed opportunities to take advantage of the significant
regional rail infrastructure in the area. Recommendations ranged
from expanding downtown Los Angeles' proposed streetcar beyond
Broadway into transit -poor districts, activating the alley network,
introducing shared streets in the most pedestrian -heavy areas of the
Fashion District, and expanding protected bicycle lanes throughout
downtown. Recommendations of the Vision Downtown Plan formed
the basis of mobility and public improvements being developed via
the ongoing Downtown Community Plan updates.
AWARD
2017 American Planning Association Award, Los Angeles
Chapter for Excellence in Neighborhood Planning.
Mvposal for CI]IT DDII° SAIM 0I.AIMA DDII.ID D"DD IW II 311I II1 2021. 011 13
Old 7 owni I iiii�Standards
nid 7 �� IID I diii inig IIHouse IlDiiil triiil c
Client: City of Placentia
Shannon Wages managed preparation of the Historic
Downtown Upland Specific Plan and EIR. The Specific
Plan aims to revitalize the heart of Upland with
appropriately scaled development that accommodates
increased density around the existing Metrolink
Station, while preserving the historic character
and heritage of this area. The plan includes a
comprehensive development code as well as design
standards and guidelines for both the public and
private realms. This project was awarded the 2012
Comprehensive Planning Award for a Small Jurisdiction
by the Inland Empire Chapter of the California APA.
Ms. Wages conducted an extensive outreach program
to engage property owners, businesses, residents,
AWARDS
the Chamber of Commerce, City leaders, developers,
Metrolink, the Historic Commission, the school
district, and others throughout the process. Ms.
Wages also facilitated outreach at citywide events held
in Downtown, including the Scary -a -Fair, Christmas
Parade, and Craft's Fair; held multiple workshops;
conducted stakeholder interviews; maintained a
project website; and lead walking tours. The project
was completed within the allotted schedule and
budget. milestone. Dudek is also preparing a joint
programmatic EIR/Environmental Impact Statement
(EIS) in full compliance with CEQA and NEPA. Key
issues for this project are transportation, air quality,
land use compatibility, and noise.
Transit Oriented Development: 2019 Southern California Association of Governments Sustainability
Award in Efficient and Sustainable Land Use
2018 American Planning Association Orange County Award of Merit in Urban Design
Rvposal for CII'II7 DDII° SANTA CII.AIDIA DDII.ID D"DD IW IN::Anllll C II1AN 2021. UDIITATE 14
IIIIV°°°°°IIIII i�i m iiii� i�i m [)win tow ii �J pl aiii pm�� ilfiiiii m��� Plan
Client: City of Upland
Shannon Wages managed preparation of the
Historic Downtown Upland Specific Plan and EIR.
The Specific Plan aims to revitalize the heart of
Upland with appropriately scaled development that
accommodates increased density around the existing
Metrolink Station, while preserving the historic
character and heritage of this area. The plan includes
a comprehensive development code as well as
design standards and guidelines for both the public
and private realms. This project was awarded the
2012 Comprehensive Planning Award for a Small
Jurisdiction by the Inland Empire Chapter of the
AWARD
California American Planning Association. Ms. Wages
conducted an extensive outreach program to engage
property owners, businesses, residents, the Chamber
of Commerce, City leaders, developers, Metrolink, the
Historic Commission, the school district, and others
throughout the process. Ms. Wages also facilitated
outreach at citywide events held in Downtown,
including the Scary -a -Fair, Christmas Parade, and
Craft's Fair; held multiple workshops; conducted
stakeholder interviews; maintained a project website;
and lead walking tours. The project was completed
within the allotted schedule and budget.
2013 Inland Empire Award for Comprehensive Planning, American Planning Association
Rvposal for CII'II7 0II° SANTA AnILAIUA GILD I IW IWII:: HAIL].. 51N::Anllll C II1ILAN 2021. lUllTATE 15
MN m iiir aM pecilfiiiii m��� Plan
Client: New Urban West
Dudek prepared the developer -led MetroWalk Specific
Plan, which is a new transit -oriented residential
community directly south of the Vista Canyon
Specific Plan that was approved by the City of Santa
Clarita in 2011. The Specific Plan contains the
development plans, infrastructure development plans,
development regulations, design guidelines, and
implementation program necessary to achieve the
orderly and compatible development of MetroWalk.
The Specific Plan facilitates high -quality, attainably
priced, multi -family residential apartments and
townhomes in proximity to the new City/Metrolink
Station, Bus Transfer Station and Vista Canyon Town
f(r Y40
Ir
Center amenities and services. While separate and
standalone, this Specific Plan serves as a natural
extension of the Vista Canyon Specific Plan and
is consistent and compatible with the provisions
contained in the Vista Canyon Specific Plan, as well
as the goals and policies of the City of Santa Clarita
General Plan. Dudek prepared this plan for the
master developer in coordination with City staff. The
Specific Plan creates simple, objective standards and
guidelines based on agreed -upon design principles by
both the applicant and City, that will facilitate high -
quality development in line with the community vision
and regional goals for this area.
l
0
p ,
�!r
Ar
Rvposal for 6II'II'Y OF SANTA OII.AIIRIIA GILD I"6 IW IWII WHAI..II.. SIIIECIFIC IIRII..A6 2021.611TATE 16
CEQA Experience
III[ iiili e r Walk hill -Us e
Project c hill° iiiiig° eIII e°Ellin e
Client: City of Santa Clarita
Dudek prepared an Initial Study (IS)/Mitigated Negative
Declaration (MND) for a mixed -use development
project, located within the Soledad Canyon Specific
Plan area, consisting of 136 multifamily residential
units and approximately 10,024 square feet of
commercial office area. The project is located at
18300 Soledad Canyon Road, and the MND was
adopted by the City of Santa Clarita in early 2020.
III ellni ry Mayo I o s phill ° l
peciifiiiiil m°� Plan
Client: Henry Mayo Newhall Memorial Hospital
In March 2016, Dudek completed preparation of a
Specific Plan and addendum to an EIR for a hospital
expansion project in the City. The Henry Mayo Newhall
Hospital Specific Plan codifies the development
parameters of the 2008 Henry Mayo Newhall Memorial
Hospital Master Plan and provides a framework for
future modifications to the 2008 Master Plan. The
2008 Master Plan, as amended, continues to exist
independent of the Specific Plan. A Development
Agreement covering the 2008 Master Plan area
was approved by the City in December 2008. The
Development Agreement will terminate in December
2023, unless extended. The Development Agreement,
as amended, continues to exist independent of the
Specific Plan. The Specific Plan contains development
plans, infrastructure development plans, development
regulations, design guidelines, and an implementation
program for the hospital campus. The purpose of the
Specific Plan is to outline existing uses, including
those approved in the 2008 Master Plan, as well as
to address modifications to the hospital campus. The
project was completed within the contracted schedule
and budget.
illn illn � illni [Zesort l iro c
Client: City of Santa Clarita
Dudek is currently working with the City on the
preparation of an EIR for the proposed Sand Canyon
Resort Project, located on a portion of the site that
was formerly the Robinson Ranch Golf Course. As
with the proposed project, Dudek's role on the Sand
Canyon Resort project began with conducting peer
review of technical studies provided by the project
applicant. Dudek is now in the process of incorporating
the finalized technical study results into the Draft EIR
for the proposed project. Key issues associated with
this project include potential impacts to sensitive
biological resources, development within a Very High
Fire Hazard Zone formerly subject to wildfire and mud
and debris flows, and the rezoning of Open Space to
Commercial within in a community sensitive to the loss
of Open Space. Ms. Nicole Cobleigh, the proposed
project manager for this project, is serving as the
project manager for the Sand Canyon Resort Project
environmental analysis.
IINeWhall [Zanidh 0Q1 WW
III��� �� i illl ��� illll�° °IIIII �� illll�
Client: Newhall Land and Farming Company
Dudek provided environmental and CEQA
documentation services to Newhall Land and Farming
Company for the final phase of the 12.6-million-
square-foot Valencia Commerce Center located
within unincorporated areas of the County. This
project consisted of a Tentative Parcel Map for the
remaining 3.6 million square feet of buildable area and
included a mixture of corporate office and commercial
space. The project also included bank stabilization
improvements for a portion of Castaic Creek,
improvements to State Route 126 and Commerce
Center Drive, as well as possible improvements to
a nearby wastewater treatment plant. Key issues
included land use, landform alteration/visual quality,
geology, hydrology, water quality, flood control, water
supply, biology, traffic, air quality, and noise.
Rvposal for CII'II7 0II° SAIMTA Anll.AlUA 0II.B ] IW IMEWiffiI..II.. SIIIECIl11C II1AN 2021. lUllTATE 17
CEQA Experience
t i iiin �� iiini hill Blvd
Wiled -Use III III III "°'
Client: City of West Hollywood
Dudek has been retained by the City of West Hollywood
to prepare an EIR for the Seventy -Eight Eleven Project,
consisting of a hotel, a restaurant, apartment units,
and an art gallery. In support of the EIR, Dudek
historical archaeologists conducted a cultural
resources inventory and evaluation of two commercial
properties at 7811 Santa Monica Boulevard and
1125-1127 North Ogden Drive. Both properties were
found not eligible for designation under the National
Register of Historic Places, the California Register of
Historical Resources, and city designation criteria, and
the project was found to have a less -than -significant
impact on historical resources under CEQA. Dudek is
also completing technical studies related to air quality,
GHG emissions, and noise and vibration. This infill
project is located immediately adjacent to several
sensitive receptors, including multifamily residential
buildings and a private preschool that operates year
round. Dudek, working with the project applicant
and city staff, has developed unique, site -specific
mitigation measures to minimize impacts to the
adjacent sensitive receptors. This EIR is expected to
be complete by the end of 2019.
Rvposal for CII'II7 OF SAIMTA AnII.AIIDIID' DDIL D D"DD IW I%[MiffiI..II.. SI11CIFIC II1II..AN 2021. UDIITATE 18
In the previous section, we provided examples of our work on similar projects. To further supplement our
experience, Table 1 lists the Dudek team's references who can attest to our performance on those projects.
We have worked directly with the individuals listed and invite the City of solicit their feedback.
Table 1. References
I III III � � (IIII
i i
III III IIII � ���
III
III � IIII
Heather Allen, Planning Manager
City of Fullerton
City of Fullerton
Housing Incentive Overlay Zone
303 W. Commonwealth Avenue
Fullerton, California 92832
714.738.6884; heather.allenC@cityoffullerton.com
Alexander Frost, Senior Planner
City of San Diego
City of San Diego
Mira Mesa Community Plan Update
9485 Aero Drive, M.S. 413
San Diego, California 92123
619.236.6006; afrost@sandiego.gov
Daniel Villa, Senior Planner
City of Burbank
City of Burbank
Golden State Specific Plan
150 North Third Street, 2nd Floor
Burbank, California 91502
818.238.5250; dvilla@burbankca.gov
Mark Tomich, Development Services Director
City of Colton
City of Colton
South Colton Livable Corridor Plan
659 North Cadena Drive
Colton, California 92324
909.370.5185; mtomich@coltonca.gov
City of Placentia
Old Town Revitalization Plan Development Stan-
Joseph Lambert, Director of Development Services
dards and Transit Oriented Development Packing
City of Placentia
House District
ADD ADDRESS
714.993.8124
jlambert@placentia.org
City of Upland
Historic Downtown Upland Specific Plan
Karen Peterson, former Planning Manager
City of Upland
ADD ADDRESS
949.291.5663
kpeterson@friendsofuplandanimalshelter.org
City of Santa Clarita
Henry Mayo Specific Plan
Patrick Leclair, Associate Planner
City of Santa Clarita
23920 Valencia Blvd, Ste 300
Santa Clarita, California 93155
pleclair@santa-clarita.com
661.255.4330
Mvposal for CII'117 OF SANTA OIARIIA Oi D T9 IW IMEWiffiI.J.. SPECIFIC 1RIAN 2021. UDIPBATE 19
Table 1. References (continued)
City of Santa Clarita
Sand Canyon Resort Project
Hai Nguyen, Associate Planner
City of Santa Clarita
ADD ADDRESS
h ng uyen@santa-clarita.com
661.860.9017
City of Santa Clarita
River Walk Mixed -Use Project MND
Andy Olson, Assistant Planner
City of Santa Clarita
ADD ADDRESS
aolson@sa nta-cl a rita.com
661.259.2489
City of West Hollywood
7811 Santa Monica Blvd. Mixed -Use EIR
Antonio Castillo, Associate Planner
City of West Hollywood
8300 Santa Monica Blvd.
West Hollywood, California 90069
acastillo@weho.org
323.848.6854
Methoddoe,y
We are proposing a four -phase work plan to be completed over 12 months, with a planned adoption date of
January 2022 (as per the City's grant funding constraints). Figure 2 illustrates how tasks listed in our scope of
work are proposed to be undertaken across the four phases. While essentially linear, tasks do not always fall in
chronological order. The four phases of our work plan are punctuated by major outreach milestones that typically
mark the conclusion of one phase and the launch of the next.
Figure 2. Dudek's Four -Phase Work Plan
ALTERNATIVES
ADOPTION &
IMPLEMENTATION
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Rvposal for C117IIII° SAIMTA AnliAllllM III[B I IW IWIIMiffil.].. SIINIlHC II1AN 2021. lUllTATE 2..1
[XlSC0V1,1,11Y NNE) ANXi YSIlS.
Plans succeed through strong project management,
effective community engagement, and sound
analytical underpinnings. This phase enables our
team to set up the project for success and thoroughly
understand what exists in the physical environment
and in the expectations of the local community. More
specifically, this task includes the following:
(a) Develop work plan, schedule, and project
management approach. Prior to kicking off a project,
Dudek will work with City staff to refine a work plan;
prepare a detailed schedule with clear deadlines,
specific action items, and critical path milestones;
and implement an agreed -upon project management
approach.
(b) Develop and implement community outreach and
information strategy. At the heart of comprehensive
planning is public engagement. Our outreach and
logistics experts will customize an outreach strategy
that is specific to the project and plan area, is
consistent with any COVID guidelines, and provides
flexibility in both timing and the avenues through
which input is gathered. Kearns and West, our team's
community engagement subconsultant, is acclaimed
for innovative approaches aimed at giving everyone
a voice and empowering them to think about how to
change their environment.
(c) Conduct baseline analysis and evaluation.
Following mobilization, Dudek will embark on the
"discovery process." This will involve thoroughly
understanding, documenting, and analyzing existing
conditions in the plan area across all relevant land
use, environmental, demographic, cultural, and
regulatory topics. This will include collecting data
and documents from the City and other sources,
and will include site visits, field surveys, stakeholder
coordination, records search, and technical studies.
It is important that we not end this initial period
with merely a long list of observations. Rather, we
will synthesize a clear set of design and planning
principles that the City and stakeholders can agree
and act upon in developing and evaluating scenarios
created in the later phases of a project.
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During this stage, Dudek will develop and test
alternative future planning scenarios via an iterative
process shaped by analysis and public input. These
scenarios will be measured and evaluated by how
they address and perform against the guiding
principles established in Phase 1. This phase is
important because cities and regions are facing an
unprecedented array of challenges and uncertainties.
Dudek will work with the City, community members,
and stakeholders to consider the various futures the
City may face —good, bad, and unexpected —and create
policies and programs that are adaptable and effective.
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In this phase, Dudek will refine a preferred Specific
Plan and assemble it in a format as requested by the
City. The plan will be prepared through an iterative
process based on community input, consistency with
guiding principles, and City direction. The individual
plan elements will be refined and developed through
multiple review cycles.
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This final phase includes the environmental review,
adoption, and implementation process.
Rvposal for CII'II7 0II° SANTA 01LAIUA DDIL D I IW IWII WHAIJI.. SIIIECIlHC II1ILAN 2021. UDIITATE 22
..)Cope of War]<
11111r1ASK 111 4.1, III I110 PII['w'w'I �"� III III'w'w'I III'w'w'I
Dudek's Project Manager will serve as the primary contact for the City and coordinate all communications and
tasks across the project team.
�K I C IKOII°°,II°°, AM1I1h'Ilnn°I°IIIN O
Dudek will schedule and conduct a project kickoff
meeting within two (2) weeks of notice to proceed.
This meeting will be structured as a half -day
partnering session. It will have multiple purposes:
to understand City expectations and goals; discuss
the work plan, schedule, and relevant issues
and concerns; review and learn about concurrent
and related studies and plans; discuss roles and
responsibilities; agree upon a schedule for ongoing
meetings; and confirm appropriate contacts.
At the partnering session, a focused discussion on
community engagement will also occur to outline
the goals of the outreach effort, identify potential
stakeholders, discuss tools and techniques, and map
public events. By gaining a clear understanding of
the City's expectations at the project outset, Dudek
will avoid rework and delays, delivering a plan that
explicitly responds to the City's needs. Further, the
partnering session provides the project team a forum
to share aspirations and establish relationships that
will last through the life of the project.
OUTPUT: Meeting summary with project goals,
objectives, and action items
P I OYI IK I" S C II°°°I II h' II'f C II...... II h'
Dudek's Project Manager will work with City staff to
prepare and finalize a project schedule within two (2)
weeks of the kickoff meeting that includes tasks and
milestones that would allow the OTNSP update to
be adopted by the City Council no later than January
2022, with all tasks planned for completion in the
2021 calendar year. The schedule will include, but is
not limited to, the following:
Milestones/tasks with adequate time for staff to
review the work products for the OTNSP update;
A timeline for public outreach and meetings with
anticipated commission and council hearings,
study sessions, and individual meetings with City
Councilmembers as necessary;
Tribal outreach in compliance with Senate Bill (SB)
18 and Assembly Bill (AB) 52 regulations; and
An anticipated environmental review strategy and
timeline.
OUTPUT: Initial project schedule and monthly
updated schedules.
P I OYI IK 1' C 0 0II Ih'f II II "1� II 0N
Dudek will coordinate and establish a regular bi-
weekly check -in call. City and Dudek project managers
will invite other participants to this call as needed.
These periodic check -ins will chart completed tasks
and status of ongoing work, reaffirm key milestones
and deliverables, and flag any anticipated issues that
may impact the schedule or budget.
These meetings may be held via conference call
or in person at the City's offices (consistent with
COVID public health guidelines). Dudek will prepare
a meeting summary, including action items, for each
meeting, and coordinate with staff to create and
make presentations to the City and/or stakeholders
as necessary.
OUTPUT: Meeting summaries and scheduling/
organization.
Rvposal for CII'117 0II° SANTA 01LARIA DDII.ID I"DD IW IWII::WIIAII..II.. S1II :C1111 C IRI..AII 2021. UDIITATE 23
''r K 2:, "TIII III III IIIII' III'w'w'I
This task includes Dudek's detailed description of our work in preparing revisions to the OTNSP.
C U il il I1h11N h 0 114SIP I�IVAI.....0 I IION
The Dudek team and City staff will collaborate to
conduct a comprehensive evaluation of the current
OTNSP and provide a summary of the plan's
strengths, weaknesses, efficiency, and effectiveness
City staff will detail their experience working with
the ONTSP over the past 15 years in this post
redevelopment and current economic climate.
Dudek will prepare a matrix listing each of the
ONTSP's initiatives, principles, strategies, policies,
improvements, regulations, and guidelines to
determine components that should be carried
forward and to identify areas where changes are
needed to simplify, modernize, and improve the
ONTSP to guide the continued revitalization of
Old Town Newhall for the next 15 to 20 years. As
indicated in the Request for Proposals, this task
will build on and incorporate amendments already
proposed by City staff to include "routine, minor
updates to the code language as part of the City's
overall 2020 code amendments update."
Our analysis will include a review of all chapters of
the ONTSP, the extent to which the plan carries out
adopted and proposed City policies, and relevant
state law requirements. The analysis will also include
an exploration of "big picture" issues, such as:
• The most critical needs for revision;
• Current regulatory and non -regulatory tools that
work well and require little or no revision;
• Ways in which the ONTSP is ineffective or
frustrating to use;
Mismatches between the regulations and
evolving land development models and building
construction techniques;
Updates needed to reflect changes and
requirements in state housing law;
Opportunities for regulatory and procedural
flexibility that can create more effective
regulations; and
The extent to which the tools in place work for
or against facilitating the types of development
envisioned and desired in the ONTSP area.
This will be an iterative task that will accompany
Task 3 as we glean more issues and community
understanding from outreach exercises.
OUTPUT: ONTP summary that identifies the plan's
strengths and areas for improvement in a matrix in
Microsoft Word.
Rvposal for CIIIIT OF SAIMTA 0I1LAIDIA DDII.ID BOB IWII:: H41IJIL SIFECIFIC II1II..AN 2021. UDIITATE 24
r'°) I1' 0I�'°) OS II' h13 AIM 1h' IDS IE'�'f I 1h' IDS I' S
The Dudek team will provide a list of recommended
OTNSP revisions that address our evaluation in Task
2.1 and the concerns of stakeholders, including
community members and City officials. We anticipate
that revisions will be very targeted, and that the
majority of changes will be in Chapter 4, The Code.
2.2.1 Annotated Outline. Our first step in amending
the OTNSP will be to prepare an annotated outline
that includes our recommendations for amending the
current OTNSP. The purpose of this exercise will be
to give staff the opportunity to review the key issues
along with the overall structure of the proposed
revisions before the actual amendment begins. We
will provide recommended revisions on a chapter -by -
chapter basis, as follows:
Chapter 1 Introduction. Dudek will provide
recommended revisions needed to amend the existing
conditions, public participation, design principles, and
revitalization strategy (excluding economic analysis),
to reflect current conditions, funding constraints, and
a refreshed community vision.
Chapter 2 Form and Character. Dudek will provide
recommended revisions to amend the individual
components of this chapter to the extent that any
elements are found inconsistent with updated City
policies and funding mechanisms, community desires,
and/or best practices.
Chapter 3 Implementation. Dudek will provide
recommended revisions to amend OTNSP-wide
policies and the phasing strategy. This scope of work
includes additional economic analysis as an optional
task to address changed financial realities, especially
those pertaining to cities no longer able to use tax
increment financing. Old economic assumptions in
the OTNSP will be outdated and likely need modifying.
This chapter states that: "Adjustments to this strategy
are inevitable and subject to the needs and priorities
of the community over time. To this end, this chapter
should be reevaluated annually with the corresponding
changes made accordingly." Dudek will work with
the City to identify past accomplishments, planned
improvements, and potential funding sources to
amend this chapter.
Chapter 4: The Code. Dudek will provide
recommended revisions to amend this chapter
based on the results of our evaluation and annotated
outline conducted in previous tasks. We anticipate
modernizing and simplifying this chapter in a way
that bridges the gap between Euclidian and form -
based codes, to the extent that the "form -based"
regulatory approach is too confusing or cumbersome.
This may mean addressing conflicting information;
improving clarity; retaining objective measures as
much as possible; and limiting subjectivity and overly
prescriptive design criteria, perhaps alleviating some
traditional zoning restrictions as appropriate, based
upon a well -articulated vision and generally -accepted
design principles.
The RFPerr"ovides examples of where the flan has
not worked as intended, r"rld'i"r"rd; d'w"dy which we a&'"d-w� Q;ar"r"Yr&"rt';
f-orwwa"fir"dlhere into the °'3d;drpe of work k.)rrdwferdwarrce. Frr"
example, the 'l`rrrmb a9!ied,l code assumed a general
l"rdwarght of F. 3 stories while envisioning drr"aing higher density
housing rr ..
d"rd^waaTar" the Urban awrlar z2rd"rd^wa(Main w.'rl�ra^'wad^wat� and
the Newhall "w`etrolink slalionl' howwev(:a"ry the OTNSP's
dlev(:waldr"rr'renl and zoning qb & -q'&standards ra"�Nrd-w`' WrVdSrtid-w`'d
against °'floc, eff— rrls. The rd-w`' OTNSP P w SP also d-w`'lyminal'd-w`'dl Floor
Area Ralydrr:':n and residential
," d; d'w"9"rl'radensities, which ra%rd-wa
rrra-add the plan difficult to interpret, with plan la-njr iaa-aTdn
tar t rrlrllrrt d r rrllld tlrrT information.
2.2.2 Administrative Draft Amendment. Following
comments and edits to the annotated outline,
Dudek will prepare an initial draft amendment of
the updated OTNSP. We will work with the City to
determine the appropriate format for this amendment
(i.e., strikeout and underline, Word, In -Design, etc.).
Having worked for and with cities and developers in
the preparation and administration of specific plans,
Dudek understands how to craft plans that combine
simplicity and user -friendliness with flexibility and
predictability, and will be able to take the form -based
code to the next level to continue the revitalization of
Old Town Newhall in this 21st Century.
OUTPUT. Electronic copies in PDF, Word, and
InDesign as determined by City staff.
R.dalaos al for CII'II7 0II° SAIMTA 01LARIA IDII.ID BOB IWII:: IMl..11.. 5111Cllll C IRI..AN 2021. UDIITATE 25
CONSIIS'°'1'111'INCC Wil ['114 S [' 'h1h' 1°4 USIINO
0 111! J 111' C'°'1' 11 111' S
Dudek will provide a summary document demonstrating
how the proposed OTNSP amendments support the
City's housing obligations pursuant to current state
law. Dudek will do a consistency analysis with both the
City's current Housing Element and with current state
law to ensure that the OTNSP supports City goals and
meets the state's current housing requirements.
OUTPUT: Electronic copy of the summary document
in Microsoft Word format.
G11�1�1411�1�11AI..... 1P 11...... N C OICU S 11 S'°'1' 111' ICU C C
Upon receipt of comments from the City on the
Administrative Draft OTNSP, Dudek will prepare a
consistency analysis to ensure that the OTNSP is
consistent with the One Valley One Vision General Plan.
The consistency analysis will be prepared concurrently
with preparation of the second Draft OTNSP.
OUTPUT: Electronic copies in Microsoft Word.
1111 M 11' ['f IM 1P S AN[) 11�°] G U 11 111' S
Dudek will prepare revisions to the maps and figures
in the OTNSP, as needed, and incorporate them into
the Administrative Draft and all subsequent draft
amendments. We assume that the City will provide
the Dudek team with digital copies of all plan maps
and figures in their native formats for Dudek to revise.
Dudek will be responsible for preparing any new exhibits
recommended as part of the OTNSP amendment.
OUTPUT: Electronic copies in PDF as well as the
native file format.
OICU0OIIICU0 SI l�°II° I111Ill O11�° I1fI111I�° IP 0`11US1I
Following comments by the City on the initial
Administrative Draft, Dudek will prepare the Draft
OTNSP for City review. The City will review the Draft
to ensure all comments were addressed. Any further
edits will be made into a Public Review Draft, which will
be presented to the community for review. A Final Draft
OTNSP will be prepared that incorporates community
comments and is taken to the Planning Commission
and City Council for hearings. It is normal for additional
changes to occur during the hearing process —as with all
ordinances —and we will work with staff to ensure that
the adopted draft of the OTNSP incorporates all of the
agreed -to changes made across it.
Our project schedule allocates three (3) weeks
for review of each draft by City staff. However, we
will coordinate with staff to adjust review times as
necessary to provide adequate time for staff review
and discussion of the proposed revisions.
OUTPUT: Draft, Public Review Draft, Final Draft, and
Final Amended OTNSP in PDF, Word, and In -Design.
'° IIIIII :, COMM IN I[TY I'w'w'I IIN GAG III['w'w'I III'w'w'I III 'T III IIIII' III IIIV I' IIIII IIIII "� Illli° III'w'w'I IIIII
COA'i A'i 1VI l'y OUT1111,1,AC14
3.1.1 Outreach Plan: Dudek's outreach team, led by
Kearns & West, the team's outreach subconsultant, will
prepare an outreach memo that includes objectives for
involving the public in planning, descriptions of outreach
and engagement activities, methods for publicizing
involvement opportunities, and timeline showing
synchronization of activities with the planning process.
3.1.2 Targeted key stakeholder outreach: Dudek's
outreach team will participate with City staff on calls
with up to six (6) community leaders to tell them about
the project community involvement opportunities, hear
about best practices for getting the word out, and ask
for their help in publicizing the workshops.
3.1.3 Community Events: Dudek will support and
facilitate up to two (2) community outreach meetings.
The first outreach meeting will include a socially
distanced walking tour of Old Town Newhall, and will
include stakeholders, project team, City staff, and the
public. The second community meeting/workshop is
anticipated to be conducted virtually using a platform
that allows for polling, dialogue, and other forms of
interaction. Community meetings participants shall
include local business and property owners, the
Old Town Newhall Association, residents, and other
stakeholders.
For each meeting, Dudek will staff two facilitators and
an outreach specialist, prepare a logistics memo,
a tech annotated agenda for the virtual meetings,
coordination with team on preparation, dry run, and
an After Action Report that documents attendance,
format and presentation, input, and major discussion
themes.
3.1.4 Optional Workshop 3: In case the project
requirements and schedule necessitate an additional
workshop, Dudek will facilitate a virtual workshop to
introduce the proposed amendments to the public,
prior to the formal public hearings.
OUTPUT. Prepare outreach plan memorandum.
Conduct up to six (6) key stakeholder meetings.
Attend, organize, and conduct at least two (2)
community outreach meetings, with the possibility
of an optional third meeting. Provide electronic
copies of all outreach materials.
Rvposal for CII'II7 0II° SAIMTA 0I1LAIDIID' IDII.ID ] IW IWII:: IMl..11.. SMTIIHC II1II..AN 2021. UDIITATE 27
CII hC COUINCIIIl 01.....Ih1 hO N I14II1' 1 II.....II......
ChIA'"KI h-hllhllh Al llhlh' °1"HiMG
Dudek shall conduct a meeting with the City Council's
Old Town Newhall Committee prior to the noticing of
the first public hearing.
OUTPUT: Electronic copies of exhibits,
presentations, and attendance at one (1) City
Council Old Town Newhall Committee meeting.
AM1llh'II °1°IIINCS Wil ['14 01'Y CO11NCIIIL....1"111'1"I1I°iilllh'Ih1S
If requested by the City Manager and/or the
Community Development Director, Dudek shall meet
with individual members of the City Council.
OUTPUT: Attendance at up to two (2) meetings with
City Councilmembers.
CII 1 C COUINCIIIl IF)Il XiViViNG COA'i lA'i lIISSIIOIN S°'1'°!CII:'1C
SIll'SSIl IN
If required, Dudek shall attend a study session
with the City Council and Planning Commission to
introduce the decision makers to the proposed OTNSP
amendments.
OUTPUT: If required, create the meeting agenda and
attend at least one (1) study session with the City
Council.
I°)UI1I°filIL.....IIC II4IIh' II II YCS
Dudek will assist City staff in the preparation staff
reports, exhibits, and presentations to the Planning
Commission and City Council. Dudek's Project
manager and appropriate staff shall also attend all
public hearings held by the Planning Commission and/
or City Council, as needed.
OUTPUT: Electronic copies of draft/final staff
reports, exhibits, and presentations. Meeting
attendance of up to two (2) public hearings (Planning
Commission, City Council). Additional public
hearings (continued hearings) may be required.
rASK 4:, .......... AMAIII YSS
In 2005, the City certified the Downtown Newhall Specific Plan EIR evaluating potential environmental impacts
associated with ultimate buildout of the Downtown Newhall Specific Plan, now known as the Old Town Newhall
Specific Plan (OTNSP). The maximum buildout scenario, which was assumed to be the year 2025, evaluated in the
EIR is summarized in Table 2.
Table 2. OTNSP Buildout Scenario (2025)
As shown in Table 2, approximately 712 new dwelling units and close to 300,000 new square feet of non-
residential building was anticipated to be introduced to the Specific Plan area by 2025, thereby resulting in an
anticipated population increase of 2,670 individuals.
Rvposal for CII'II7 OF SAIMTA 0I..A1I1I 91I.ID B IW IWII:: IIA..II.. 911 ECIIIFIIC IRI..AN 2021. UDIITATE 29
The 2005 EIR determined that the following impacts
would be beneficial with implementation of the OTNSP
Aesthetic impacts at buildout with the
improvement of the visual appearance of the City
Within the 2005 EIR, the following impacts were
determined to be less...than skMftant.
Aesthetics, including light and glare along
visual corridors, and shading and shadows from
increased building heights;
Air quality consistency with the Air Quality
Management Plan and emissions from motor
vehicles;
Cultural resources with respect to archaeological
impacts;
Geology and soils with respect to development in
a seismically active region and soil erosion;
Hydrology and water quality with respect to
development incrementally affecting groundwater
recharge, increase in flows to existing stormwater
infrastructure, and implementation of the Basin Plan;
• Wastewater and wastewater infrastructure;
• Water supply and water infrastructure;
• Public services, including impacts to police, fire,
schools, and parks;
• Construction hazards and hazardous materials
impacts; and
• Construction impacts to utilities and
infrastructure.
Within the 2005 EIR, the following impacts were
determined to be less...than skMftant with.
implementation ntatio et nift9tion measures adopted
in the Mitigation Monitoring and Reporting Program
(MMRP).
Air quality and pollution buildup, including carbon
monoxide from parking structures;
Odors from commercial uses to residences;
Biological resources with respect to bridge
construction impacts and the loss of native
vegetation, loss of habitat for sensitive species,
impacts to a streambed and wildlife movement, and
indirect impacts to plan communities and wildlife
resulting from human presence;
Cultural resources with respect to removal or
alteration of buildings potentially eligible for listing
and context of potentially historic structures;
Geology and soils with respect to the proposed
pedestrian bridge terminating at a landslide
hazard area and development being exposed to
liquefaction hazards;
Hydrology and water quality impacts with respect
to development within a 100-year flood hazard area
and alteration of existing drainage patterns;
Noise generated by parking garage activities;
Groundborne vibration to development from the
adjacent railroad;
• Transportation and circulation impacts within the
plan area at most intersections;
• Traffic increase in 2025 buildout scenario;
• Construction impacts to biological resources;
• Construction impacts to hydrology and water
quality; and
Construction impacts upon traffic and circulation.
The 2005 EIR determined that the following impacts
would remain sIgU tw «.gat..and tinavoidablo even with
implementation of mitigation measures identified in
the MMRP.
• Cumulative air quality impacts and contributions to
existing exceedances;
• Traffic -generated noise throughout the OTNSP area;
• Transportation and circulation impacts under 2025
buildout at Lyons Road/Railroad crossing;
• Cumulative increases in the amount of solid waste
going to landfills;
• Construction air quality impacts; and
• Construction noise impacts.
To accompany proposed updates to the OTNSP,
Dudek will complete the required CEQA analysis and
documentation to evaluate and disclose any potential
new or different impacts associated with the OTNSP
update when compared against the 2005 EIR certified
for the OTNSP. As such, Dudek will complete the
following in support of the environmental analysis for
the OTNSP update.
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lh'I� IIIl f3I� AAIIh'I� 1"Al I[311nn Ilh'II AAIII� IIf3I�
The first step in determining what the appropriate
environmental document will be for the updated OTNSP
is the preparation of an Initial Study (IS) Checklist.
The results of the analysis within the IS Checklist
will determine whether any conditions would require
preparation of new or additional analysis, pursuant to
CEQA Guidelines Section 15162. Specifically, the IS will
determine the following:
Whether (1) the proposed and substantial changes
or (2) the circumstances under which the OTNSP
implementation is undertaken will require major
revisions to the 2005 EIR due to involvement
of new significant environmental effects or a
substantial increase in the severity of previously
identified significant effects; or
Whether new information of substantial
importance, which was not known or could not
have been known at the time the 2005 EIR was
certified, shows that (1) the updated OTNSP would
have one or more significant effects not discussed
in the 2005 EIR, (2) significant effects previously
examined will be substantially more severe than
those identified in the 2005 EIR, or (3) mitigation
measures or alternatives previously found to be
infeasible are now feasible and would substantially
reduce one or more significant effects but they will
not be implemented.
INITIAL STUDY CHECKLIST
Dudek will prepare a draft IS Checklist for the updated
OTNSP using the City -approved checklist format that
is consistent with the procedural and substantive
provisions of Sections 15063 and 15082 and
Appendices C, F, G, and I of the CEQA Guidelines. The
following will be the key focus areas in preparing an IS
Checklist to determine whether new, different, and/or
more severe impacts would occur than those identified
in the 2005 certified EIR.
AIR QUALITY AND
GREENHOUSE GAS EMISSIONS
Alllll"'t QCAIhJI°'11i°A
Dudek will prepare an assessment of the air
quality impacts of the proposed project utilizing
the significance thresholds in Appendix G of the
CEQA Guidelines and the South Coast Air Quality
Management District's (SCAQMD's) emissions -based
thresholds. The air quality analysis will include a
brief discussion of criteria air pollutants, regional
climate, and the attainment status of the South
Coast Air Basin. Federal, state, and local regulatory
agencies responsible for air quality management will
be identified; and applicable federal, state, and local
air quality policies, regulations, and standards will be
summarized. Details of the analysis (e.g., daily criteria
air pollutant emission calculations) will be included in a
technical appendix.
As such, Dudek will complete the following activities. Dudek will review available project information and
will submit a request for any outstanding data needs
Rvposal for CII'117 0II° SANTA 0I1LAIIIID' UDII.ID DIW IWII:: llN..11.. 3PNllll C II1II..AN 2021. UDPI ATE 31
to conduct the analysis. If precise information on a
particular factor is not available from City staff, Dudek
will make every effort to quantify these items using the
best available information for comparable data sources,
but in all cases will consult first with City staff regarding
the information needed.
The 2005 EIR did not estimate emissions generated from
the Downtown Newhall Specific Plan project construction
activities; however, Dudek will estimate criteria air
pollutant emissions associated with the proposed
project construction activities, as well as demolition of
the existing buildings using the California Emissions
Estimator Model (CaIEEMod) for disclosure. The analysis
of construction emissions will be based on scheduling
information (e.g., overall construction duration, phasing,
and phase timing) and probable construction activities
(e.g., construction equipment type and quantity,
workers, and haul trucks) developed by City staff and/
or standardized approaches. Dudek will evaluate the
significance of the construction emissions based on the
SCAQMD significance criteria.
The 2005 EIR determined that the Downtown
Newhall Specific Plan project would result in less
than significant impacts to air quality with appropriate
mitigation; however, cumulative air quality impacts
were determined to have a significant and unavoidable
impact. CaIEEMod will also be used to estimate project -
generated operational criteria air pollutant emissions
associated with mobile, energy, and area sources.
Dudek will estimate mobile source (e.g., motor vehicle)
emissions using the trip generation rate for the project
provided in the traffic analysis. Energy and area source
emissions (e.g., natural gas combustion and consumer
products) will be estimated using the default values
in CaIEEMod based primarily on the proposed building
square footages and the number of dwelling units. The
estimated operational emissions will be compared to the
significance thresholds established by SCAQMD.
Because 2005 EIR concluded that the Downtown Newhall
Specific Plan project is not anticipated to generate a
substantial increase in vehicle trips that would result
in carbon monoxide (CO) hotspots, it is assumed that
project -related traffic would not generate substantial
concentrations of criteria air pollutant emissions,
specifically CO "hot spots." As such, we will provide a
brief qualitative analysis of the project's potential to
generate emissions that may adversely affect nearby
sensitive receptors or result in a CO hotspot impact.
The analysis within the IS Checklist will not include a
construction or operational health risk assessment.
Instead, the assessment will refer to the 2005 EIR and
qualitatively address the project's potential impacts to
sensitive receptors. Additional Appendix G thresholds
will also be evaluated, including the potential for the
proposed project to result in other emissions such as
odors or to impede attainment of the SCAQMD air quality
management plan, which will similarly tier from the 2005
EIR analysis.
GAS" I1E11"]1 1ii IIISS" OIIN
At the time the 2005 EIR was adopted, an evaluation
of greenhouse gas (GHG) emissions was not required
under CEQA; however, since then California laws have
expanded in regard to GHG emissions with the passage
of the California's Global Warming Solutions Act of 2005
(AB 32) and SIB 32. While CEQA now requires evaluation
of potential GHG emission impacts of a project, based
on the findings of Citizens for Responsible Equitable
Environmental Development v. City of San Diego, GHG
impacts is not a topic that constitutes "new information"
triggering preparation of an EIR or negative declaration
rather than an analysis relying on a prior EIR or
negative declaration that did not analyze GHG impacts.
Accordingly, a GHG emissions analysis is not required
for the project. Nonetheless, for informational purposes
only, the GHG emissions for the project will be estimated
and presented in the addendum to understand the
potential magnitude of project -generated emissions.
Details of the analysis (e.g., annual GHG emission
calculations) will be included in a technical appendix.
In addition, the impact assessment of the project's
potential to conflict with an applicable GHG reduction
plan, policy, or regulation will be assessed. At the
local level, the City has adopted a Climate Action Plan
(CAP) that establishes City guidelines and polices
for development as they relate to GHG emissions.
However, the CAP is not a qualified GHG reduction plan.
Nonetheless, the GHG analysis will evaluate the project
for consistency with the CAP for disclosure, including
but not limited to identifying whether the project would
support the applicable strategies and measures, or
advances the actions identified in the CAP.
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CULTURAL RESOURCES
Dudek's robust Cultural Resources Practice is built
on the experience of highly qualified archaeologists
and architectural historians who meet the Secretary
of the Interior's Professional Qualification Standards,
and have extensive experience working throughout
the greater Los Angeles area and preparing both
project -specific and programmatic analyses in support
of complex CEQA projects. For the purposes of this
project, we assume that a programmatic cultural
resources analysis is most appropriate. After review
of the 2005 EIR Cultural Resources section, Dudek
will prepare a Cultural Resources section for the IS
Checklist that will include the following components:
Completion of a California Historical Resources
Information System (CHRIS) records search for the
entire Specific Plan area and a one -mile radius.
Dudek assumes direct fees for the South Central
Coastal Information Center (SCCIC) records search
will not exceed $2,000. Please note that due to
COVID-19 safety restrictions, the SCCIC response
time for records searches has been significantly
delayed.
Limited background research to develop a OTNSP
area context for the IS Checklist. In addition, Dudek
'Ari
will conduct archival research, including a review
of ethnographies, historical maps, and aerial
photographs to better determine the history of land
use and disturbance within the OTNSP area.
Limited reconnaissance -level survey of the OTNSP
area for historic built environment resources. Dudek
assumes an archaeological survey is not required
at this time, nor will resource evaluations will be
conducted as part of the analysis. However, if an
archaeological survey or resources evaluations
prove necessary, Dudek will be pleased to provide
these services for an additional fee.
Based on the findings of the above mentioned
investigative tasks, Dudek will prepare, for
inclusion in the IS Checklist, and ultimately the
Addendum, detailed mitigation measures for
identification and treatment of archaeological
and historic built environment resources to
facilitate future project -specific activities within
the OTNSP area. Dudek assumes a Tribal Cultural
Resources (TCR) section is not required as part
of this Addendum. Should tribal consultation be
conducted and a TCR section is required, Dudek
will be pleased to provide the following optional
tasks upon authorization by the City.
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NOISE
A Dudek noise specialist will review the proposed
amendments to the OTNSP to determine the potential
for an increase in the density of future land uses
adjacent to the railroad alignment, in comparison to
the approved OTNSP. Rail noise and vibration impacts
upon land uses in close proximity to the railroad were
identified as a potentially significant impact; introduction
of new uses or an increase in development density
may have the potential to increase the severity of such
impacts. A Dudek noise specialist will also examine the
proposed amendments to determine the potential for an
increase in the number of public parking garages and/
or a shift in the location of proposed parking garages,
which were found to have the potential for noise impacts
upon adjacent noise -sensitive land uses. Finally, Dudek
will examine whether there would be any substantial
changes to traffic noise from the amendments, based
upon a comparison of traffic volumes on major streets
for the approved OTNSP versus the OTNSP with
proposed amendments.
TRANSPORTATION
Dudek's in-house Transportation group will prepare a
trip generation analysis of the proposed project, an
addendum to the OTNSP. This analysis will determine
the potential differences in the level of service (LOS)
traffic impacts with those determined in the approved
Downtown Newhall Specific Plan EIR (2005) based on
a comparison of project trip generation estimates of
the proposed OTNSP with the approved OTNSP.
11i'll"tlllllP All°' AIhYS"l
Dudek will review the proposed amendments to the
OTNSP to determine the potential for an increase in
trip generation of proposed land uses in comparison
to the approved OTNSP. The Transportation and
Circulation section of the Downtown Newhall Specific
Plan EIR included the analysis of 11 study area
intersections for the build -out of Downtown Newhall
using LOS methodology and metrics for the years
2010 and 2025. The OTNSP area was analyzed as
six traffic analysis zones (TAZ) and using trip rates
from the Institute of Transportation Engineer's (ITE's)
Trip Generation, 7th Edition (2003) for the proposed
land uses as well as projections from the Santa
Clarita Valley Consolidated Model. Dudek will request
from the City the land use summary for the buildout
of the proposed OTNSP and prepare revised trip
generation estimate for the TAZs using the trip rates
from the latest edition if ITE's Trip Generation (10th
Edition, 2017).
If the trip generation of the proposed OTNSP is
determined to be less than the trip generation
originally estimated for the Downtown Newhall
Specific Plan EIR (2005), the proposed project would
be considered consistent with the LOS findings of
the previous EIR, and no new LOS analysis would
be required. The methodology and findings of the
trip generation analysis will be provided in the
Transportation section of the Addendum document.
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REMAINING ENVIRONMENTAL TOPICS
In addition to the above technical areas, all other
environmental topics evaluated in the 2005 EIR
will be re-evaluated in the IS Checklist for the
updated OTNSP. Dudek will provide the City with
an administrative draft IS in electronic format.
Once a consolidated set of review comments have
been received from the City, Dudek will incorporate
all comments and submit (electronically only) a
screencheck draft IS Checklist to the City for final
review before preparing whatever appropriate
environmental document should be prepared.
It is anticipated that comments received on the
screencheck draft IS will be minimal and mostly
editorial in nature. Substantive comments requiring
a second round of substantial edits will require an
amendment to the budget proposed.
ENVIRONMENTAL DETERMINATION
In the event that the results of the IS Checklist determine
that the updated OTNSP would not result in any new
or different environmental impacts than previously
identified, and therefore not trigger any of the conditions
under Section 15162 requiring the preparation of a
Subsequent EIR, Dudek will recommend to the City
preparation of an Addendum to the 2005 certified EIR
pursuant to CEQA Guidelines Section 15164. However,
if the results on the IS Checklist determine the potential
for new or different impacts than what were previously
identified in the 2005 EIR, Dudek will recommend
preparation of a (Mitigated) Negative Declaration,
which would be prepared consistent with CEQA
Guidelines Section 15168(c). Dudek's recommended
environmental determination will be made in the form
of a memorandum attached to the IS Checklist for
consideration by the City.
OUTPUT: IS Checklist with determination of
Addendum, and a Negative Declaration or Mitigated
Negative Declaration.
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l'fll II°°' Ilh'I�S IIIl 1"Al ANXiASIM
Depending on the results of the IS Checklist analysis,
Dudek will prepare either A) an Addendum, or B) a
(Mitigated) Negative Declaration (M)ND, outlined as
follows.
A. Addendum
In the event that the results of the analyses
completed under Task 4.1 determine that no new or
different environmental impacts than those identified
in the previously certified 2005 EIR would occur,
Dudek will assemble all supporting documentation,
the completed IS Checklist, and provide the City
with the complete Addendum package. Pursuant to
Section 15164 of the CEQA Guidelines, an Addendum
need not be circulated for public review, and the City
decision makers shall consider the findings within
both the previously certified EIR and the Addendum
when approving the project.
OUTPUT: One (1) hard copy of the Addendum,
one (1) PDF electronic copy of the Addendum,
and one (1) Microsoft Word electronic copy of the
Addendum
In the event the results of the analyses completed
under Task 4.1 determine that further environmental
analysis is required, Dudek assumes that the
appropriate type of environmental document, consistent
with Section 15168(c) of the State CEQA Guidelines,
would be an (M)ND. As such, in the event an (M)ND
is required, Dudek will, in addition to completing the
remainder of the environmental document, complete
the following supporting technical analyses:
AIR QUALITY, ENERGY, AND
GREENHOUSE GAS EMISSIONS
AlllF? QSAIhJI°'11i°A
Dudek will prepare an assessment of the air quality
impacts of the project utilizing the significance
thresholds in Appendix G of the CEQA Guidelines
and the SCAQMD emissions -based thresholds. After
reviewing all available project materials, Dudek will
prepare a request for any outstanding data needed
to conduct the analysis. If precise information on a
particular factor is not available from the City, Dudek
will make every effort to quantify these items using
the best available information for comparable data
sources, but in all cases will consult first with the
City regarding the information needed.
The air quality section of the IS/MND will include a
brief discussion of criteria air pollutants, regional
climate, and the attainment status of the South
Coast Air Basin. We will identify federal, state, and
local regulatory agencies responsible for air quality
management; and summarize applicable federal,
state, and local air quality policies, regulations, and
standards.
The 2005 EIR did not estimate emissions generated
from the Downtown Newhall Specific Plan project
construction activities; however, Dudek will estimate
criteria air pollutant emissions associated with the
proposed project construction activities, as well as
demolition of the existing buildings using CalEEMod.
The analysis of short-term construction emissions
will be based on scheduling information (e.g.,
overall construction duration, phasing and phase
timing) and probable construction activities (e.g.,
construction equipment type and quantity, workers,
Rvposal for CII'117 OF SAIMTA CiAlUA IDII.ID D"6 IW IWII:: MI.J.. 311FNI FIIC II1A6 2021. UDIITATE 36
and haul trucks) developed by the City and/or
standardized approaches. Dudek will then evaluate
the significance of the construction emissions based
on the SCAQMD significance criteria.
pollutant emissions between the existing land uses
and the project and compare the net change to the
SCAQMD significance thresholds. The net operational
emissions will be compared to the significance
thresholds established by SCAQMD.
Dudek will also assess the project's potential to
cause or contribute to exceedances of ambient Dudek will evaluate whether traffic associated with
air quality standards at sensitive receptors near
the proposed project using the SCAQMD localized
significance thresholds (LSTs). For projects with a
total site area of 5 acres or less, the assessment
may use a simple "lookup table" approach provided
by SCAQMD. Although the project site is more than 5
acres, for budgetary purposes, it is assumed that the
maximum daily area of disturbance will not exceed
5 acres for each construction phase; therefore, the
LST assessment will use the lookup table approach
provided by SCAQMD and the construction emission
estimates from CalEEMod.
CalEEMod will be used to estimate criteria air
pollutant emissions generated by mobile, energy,
and area sources for operation of the project. Dudek
will estimate mobile source (i.e., motor vehicle)
emissions using information provided in the traffic
analysis. Energy and area source emissions (e.g.,
natural gas combustion and consumer products) will
be estimated using the default values in CalEEMod
for the project land uses. In addition to operational
emissions for the project, emissions associated with
operation of the existing land uses will be estimated
using CalEEMod default values. If any of the existing
buildings are vacant, it will not be considered in the
baseline under CEQA. Dudek will estimate the net
change in mobile, energy and area source criteria air
an
the proposed project could lead to potential exposure
of sensitive receptors to substantial localized
concentrations of air pollutant emissions, specifically
CO "hot spots." The qualitative assessment will be
based on the traffic analysis prepared for the project
and applicable screening criteria recommended
by SCAQMD and/or the California Department of
Transportation. For budgetary purposes, it is assumed
that the study intersections would not exceed the
applied screening criteria and a quantitative CO
hotspots analysis would not be required.
For budgetary purposes, it is assumed that the air
quality analysis does not include a construction
or operational health risk assessment or criteria
air pollutant dispersion modeling. If a health risk
assessment or dispersion modeling is included in
the air quality analysis, Dudek can complete these
analyses under a separate scope and budget.
Additional Appendix G thresholds will also be
evaluated, including the potential for the proposed
project to result in other emissions such as odors,
or to impede attainment of the current SCAQMD air
quality management plan. Details of the analysis
(e.g., daily criteria air pollutant emission calculations)
will be included in an appendix to the IS/MND.
6M
GIII°fIIR�","Ih1��"i�l' 11°°IIO iSIIR�"," GAS I1R111l]V IIISSIIIOII S The SCAQMD GHG CEQA Significance Threshold
The GHG emissions section of the IS/MND will include
a brief description of global climate change and a
summary of key and applicable regulatory measures.
Dudek will estimate the GHG emissions associated
with construction as well as demolition of the existing
buildings using CaIEEMod, based on the same
construction scenario utilized in the air quality analysis.
Project -generated operational GHG emissions that will
be estimated will include those associated with mobile
sources, natural gas usage, electrical generation,
water supply, wastewater, and solid waste disposal.
When project details are not available, CaIEEMod
default values will be used to calculate direct and
indirect source GHG emissions. As with the air quality
analysis, the GHG emissions analysis will also estimate
emissions associated with operation of the existing
land uses using CaIEEMod default values and based on
the land use type and size. The estimated net change
in GHG emissions from baseline and the project will
then be calculated. Details of the analysis (e.g., annual
GHG emission calculations) will be included in an
appendix to the IS/MND.
Dudek will assess the significance of the project
with respect to the Appendix G thresholds;
specifically, whether a project would (a) generate
GHG emissions, either directly or indirectly, that may
have a significant impact on the environment and (b)
conflict with an applicable plan, policy, or regulation
adopted for the purpose of reducing GHG emissions.
Working Group has proposed options lead agencies
can select from to screen thresholds of significance
for GHG emissions; however, no thresholds have
been formally adopted. We will work with City staff to
determine the appropriate threshold for evaluating
the project's GHG emissions.
At the local level, the City has adopted a Climate
Action Plan (CAP) that establishes City guidelines
and polices for development as they relate to GHG
emissions. However, the CAP is not a qualified GHG
reduction plan. Nonetheless, the GHG analysis will
evaluate the project for consistency with the CAP for
disclosure, including but not limited to identifying
whether the project would support the applicable
strategies and measures, or advances the actions
identified in the CAP. In addition, Dudek will provide
a discussion of applicable state regulations (AB 32
Scoping Plan measures) and applicable development
standards that would increase energy efficiency,
such as the California Building Code. Dudek will also
provide a qualitative post-2020 analysis that will
evaluate whether or not the project -generated GHG
emissions would impede the attainment of the 2030
and 2050 reduction goals identified in SB 32 and
Executive Order S-3-05, respectively. Because the
City has not adopted a numeric post-2020 threshold
or provided guidance for demonstrating that a project
will not impede the implementation of State's post-
2020 GHG reduction goals, a qualitative assessment
is assumed to be sufficient.
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Dudek will prepare an energy assessment for the
project per Appendix G of the CEQA Guidelines.
Based on Appendix G of the CEQA Guidelines, the
impact analysis will assess if the project would
(1) result in potentially significant environmental
impact due to wasteful, inefficient, or unnecessary
consumption of energy resources, during project
construction or operation, and (2) conflict with or
obstruct a state or local plan for renewable energy
or energy efficiency. The project will be assessed
in regard to construction and operational energy
consumption, which will be quantified to the
extent estimation methods and project -specifics
are available. In addition to operational energy
consumption for the project, energy consumption
associated with operation of the existing land uses
will be estimated using CalEEMod default values.
Dudek will estimate the net change in petroleum,
electricity, and natural gas consumption between the
existing land uses and the project. Project electricity
(kilowatt-hours, kWh) and natural gas (British thermal
units, BTU) usage will be estimated based on project
specifics; CaIEEMod default values will be used, as
appropriate, when project specifics are not available.
Petroleum consumption will be estimated using
CalEEMod and based on the same equipment and
vehicle assumptions assumed in the air quality
and GHG emissions analysis. Project elements that
would reduce the project's energy demand during
construction and operations will be identified in the
analysis and quantified as available. Dudek assumes
that the City will provide a list of the project's energy
conservation measures prior to initiating air quality
and GHG emissions modeling, as the energy analysis
will be prepared consistent with the emissions
modeling assumptions.
CULTURAL RESOURCES
In support of an (M)ND, Dudek will complete the
following: (1) Native American Coordination, including
request of a Sacred Lands File (SLF) search from
the Native American Heritage Commission (NAHC),
(2) assist with the City's required AB 52 and SIB 18
processes, including drafting notification letters for
the City's approval and placement on City letterhead
for dissemination to appropriate Tribal groups, and
management of the consultation record for inclusion
in the CEQA Tribal Cultural Resource section. For
purposes of the Tribal Cultural Resources section
of the CEQA document, Dudek will summarize
the results of the CHRIS and NAHC SLF records
searches, background, and ethnographic research
and the City's AB 52 and SIB 18 tribal outreach
efforts and results including all communication
resulting from notification and consultation with
applicable tribes. In addition, the section will provide
a brief analysis of potential project -related impacts
to Tribal Cultural Resources in conformance with AB
52, SIB 18, and CEQA and will provide recommended
mitigation measures as appropriate. This optional
scope and associated estimated cost do not include
attendance of Dudek Staff at any virtual or in -person
meetings or any follow-up phone calls to Tribal
contacts on behalf of City.
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NOISE
Dudek will conduct a noise and vibration analysis
of potential impacts to existing and future noise -
sensitive and vibration -sensitive land uses which
could result from implementation of the proposed
OTNSP Amendments. The impact analysis will reflect
Appendix G of the CEQA Guidelines; specifically,
whether a project would (1) result in generation of
a substantial temporary or permanent increase in
ambient noise levels in the vicinity of the project in
excess of standards established in the local general
plan or noise ordinance, or applicable standards
of other agencies, and (2) result in generation of
excessive groundborne vibration or groundborne
noise levels. The Appendix G checklist will be used
as the basis for determining noise and vibration
impact significance, along with noise limits contained
in the Santa Clarita Municipal Code.
The analysis will tier from the Downtown Newhall
Specific Plan EIR where possible, identifying whether
any residual noise or vibration impacts would remain
significant even with incorporation of mitigation
measures required in the EIR. Additional mitigation
measures would be prescribed as necessary to
reduce any identified noise or vibration impacts to a
level that is less than significant.
The regulatory background, existing noise
environment, study methodology, results of the noise
analysis, findings of potential effects, and mitigation
measures (if needed) will be summarized in a
technical noise memo suitable for submittal to the
City and for inclusion as a technical appendix in the
project's CEQA environmental document.
TRANSPORTATION
If the trip generation analysis of the proposed OTNSP,
as scoped earlier for the Addendum, is greater
than the trip generation estimated in the Downtown
Newhall Specific Plan EIR, the proposed project may
result in significant LOS impacts. However, per SB
743 and the current CEQA guidelines, LOS and delay
are no longer considered an impact metric under
CEQA. CEQA now considers vehicle miles traveled
(VMT) to be the primary metric to determine a
project's transportation impacts. Therefore, a VMT
analysis (instead of an LOS analysis) will be required
to be conducted to determine whether the OTNSP
would have a significant transportation impact.
VIIVII1'' AlNAIYSIIIS
The VMT analysis will be prepared consistent with
the City's adopted VMT guidance and thresholds
using the SCAG travel demand model for VMT output.
Per review of Daily Home -based VMT per capita and
Daily Home -based Work VMT per Employee maps
included in the City's Transportation Analysis Update
(May 2020), a majority of the Specific Plan area
lies between 15% below City baseline VMT and City
Baseline VMT. Since the OTNSP would not be below
15% of City's average VMT, a detailed VMT analysis
would be required. The City recommends using the
SCAG regional travel demand model to estimate a
project's VMT. Additionally, for area plans, the use of
total VMT or VMT per service population is approved
per City's guidelines.
Dudek will prepare the VMT analysis and will sub-
contract with a SCAG-authorized traffic modeling
Rvposal for CII'117 OF SAIMTA 0II..AIIIIIA IDII.U,D I'00M I%[MiffiI.J.. SIFNIFIC II1AN 2021. UDIITATE 40
consultant to modify and run the SCAG model (or
appropriate sub -area model). Dudek will coordinate
with the City to modify the TAZ of the project site
with the land uses of the OTNSP and perform a
Select Zone model run to determine the project's trip
assignment. As part of the Select Zone run, the VMT
estimate of the OTNSP will be determined for the per
capita and per service population variables. Then,
the citywide baseline VMT estimate for the study
area for those same variables will also be provided
from the travel demand model. Dudek will analyze
that data using the City's adopted VMT thresholds.
It should be noted that since the OTNSP is located
within a low VMT zone and would promote transit -
oriented development and a higher mix and density
of uses, it is not anticipated to have a significant
VMT impact. However, if a significant VMT impact
is found, Dudek will identify feasible mitigation
measures that could avoid or reduce the impact.
Transportation Demand Management (TDM)
strategies to mitigate VMT will be utilized from the
document Quantifying Greenhouse Gas Mitigation
Measures, August 2010, prepared by California Air
Pollution Control Officers Association (CAPCOA), and/
or other approved sources from the City.
The methodologies, analysis, findings, and mitigation
measures (if any) of the VMT analysis described
above will also be provided in the Transportation
section of the project's CEQA document. All tables,
figures, and appendices of the assessment will also
be included in the CEQA document.
Dudek assumes one (1) round of review, comment,
and revision with City staff. Upon receipt of a
consolidated set of review comments, Dudek will
prepare a print -ready copy of the IS/(M)ND for final
approval by the City.
OUTPUT: One (1) hard copy of the Draft (M)ND,
one (1) PDF electronic copy of the Draft (M)ND, and
one (1) Microsoft Word electronic copy of the Draft
(M)ND
Rvposal for CII'II7 OF SANTA AnII..AIIDIIA DDII.ID D"DD IW IWII::M41IJIL SIFECIFIC IRI..AN 2021. UDIITATE 41
lh'1� 2 IIIl f21� 2A Ilh'1� 2 h Il 114011CII1NG, OU`1 Il Ilh' CI14,
MY Ih'2 Ih° II Il IHN G
A. Addendum
As discussed under Task 4.2A, in the event that
the appropriate environmental document is an
Addendum, the City is not required to circulate
this document for a public review period. The
point at which the City intends to make a decision
about the updated OTNSP, the Addendum and the
certified 2005 EIR can be presented together for
consideration of environmental impacts associated
with the OTNSP. As such, this scope of work does not
include any activities associated with environmental
noticing, outreach, or filing for an Addendum.
Upon approval from the City to circulate the Draft
(M)ND, Dudek will circulate the document to the
State Clearinghouse and responsible agencies,
trustee agencies, and any other interested parties
pursuant to the mailing list provided by the City.
Additionally, Dudek will prepare for City review and
approval a draft Notice of Intent (NO1) to adopt a (M)
ND for the OTNSP. It should be noted that the RFP
asks for the consultant to complete noticing and
consultation pursuant to SIB 18 and AB 52 with tribal
groups. Dudek will be pleased to assist the City with
preparing draft correspondence for the City to send;
however, Dudek cannot send tribal consultation
notices on behalf of the City because the intent of
both SIB 18 and AB 52 is to provide for direct agency -
to -tribe consultation. Dudek will be responsible for
transmittal of the final N01 to the Los Angeles County
Clerk, along with payment of applicable filing fees. If
required, the City will be responsible for publication
of the NO1 in a local newspaper.
OUTPUT: One (1) hard copy of the Draft (M)ND,
one (1) electronic copy of the Draft (M)ND in
PDF, one (1) electronic copy of the Draft (M)ND in
Microsoft Word format, one (1) hard of the NO1,
one (1) electronic copy of the NO1 in PDF format,
and one (1) electronic copy of the NO1 in Microsoft
Word format
Rvposal for CII'117 OF SAIMTA 0II.. RIIA 0II.B ] IW IWII:: H41JI.. SIFECIFIC IRIAN 2021. lUllTATE 42
h° II I14Il Il h' IDS II II t IDS A II h' IDS 1"Al ANA1 YSM
A. Addendum
The Addendum document prepared under Task 4.2A
would be the final version of the Addendum. As such,
this scope of work does not include any activities
associated with a final environmental analysis.
Dudek will prepare a final (M)ND by including the
following additional chapters to the published and
circulated Draft (M)ND: Response to Comments,
Revisions to the Draft (M)ND, and, if applicable,
MMRP. For cost -estimating purposes, Dudek assumes
no more than 20 substantive discrete comments
will be received on the Draft (M)ND; note that one
comment letter can contain multiple substantive
comments. Since the actual scope and extent of
public comments (assumed to be accepted only in
written format) cannot be definitively determined
at this time, if additional staff hours are needed to
prepare responses to comments, the scope of work
and budget provided in this proposal will be amended.
If the environmental document identifies mitigation
measures beyond those included in the 2005 MMRP,
Dudek will prepare an updated MMRP, in table
format, and will specify project -specific mitigation
measures and standard conditions of approval
that are applicable to the OTNSP. Mitigation timing
and responsible parties will also be identified. The
objective of the MMRP is to comply with California
Public Resources Code Section 21081.6, as
mandated by AB 3180, which requires that a lead
agency adopt an MMRP at the time an MND is
adopted.
Dudek will assist the City with providing the Final
(M)ND at least 10 days prior to consideration for
certification by the City to any commenting public
agency and any member of the public who has
requested the document.
OUTPUT: One (1) hard copy of the Final (M)ND,
one (1) electronic copy of the Final (M)ND in PDF
format, and one (1) electronic copy of the Final (M)
ND in Microsoft Word format
Rvposal for CII'117 0II° SANTA 0I1LAIDIA DDII.ID I IW IWII:: H411JIL SIIIECIlHC II1II..AN 2021. UDIITATE 43
['�'f 0I�'°)1 II 0N
A. Addendum
The Addendum document prepared under Task 4.2A
would be the final version of the Addendum and does
not require the preparation of new CEQA findings
prior to adoption. As such, this scope of work does
not include any activities associated with a final
environmental analysis.
I-JE ILD
For the adoption of a (M)ND, no CEQA findings
need to be made; instead, the conclusions can
be included in a staff report shared with decision -
makers. Once the Final (M)ND has been adopted,
Dudek will prepare a Notice of Determination (NOD)
and assist the City with filing the NOD with the State
Clearinghouse and Los Angeles County Clerk.
OUTPUT: One (1) hard of the NOD, one (1) electronic
copy of the NOD in PDF format, and one (1) electronic
copy of the NOD in Microsoft Word format
Rvposal for Cll'II'Y 0II° SAIMTA AnII.. RIIA 0II.B B IW IWII:: H41JI.. SIIECIlIHC IRIAN 2021. lUllTATE 44
"""' 111116' """' "IIIIII "" IIIIII IIIIII IIIIII......... """' rASK 5:, I'w'w'IIC' III IIIC AMAIII YSS
For a successful OTNSP, strong economic planning
is just as important as physical master planning
and design. Given that the previous plan was
prepared in 2005 (prior to the Great Recession),
we are proposing an optional economic analysis to
validate and ground truth the OTNSP's development
scenarios with current economic realities.
Pro Forma Advisors will provide Dudek with a market -
driven analysis of land use opportunities in the City.
By comparing existing supply against current and
future demand, Pro Forma Advisors will determine a
basis for "right sizing" the desired land use plan; in
other words, determining a realistic and achievable
development scale for the OTNSP from the outset
of the planning process. This will help ground truth
development aspirations with market realities based
on near-, mid-, and long-term projections.
Specifically, Pro Forma Advisors will:
Assess the market/economic parameters within
the study area;
Develop a socioeconomic database and forecast
for the study area;
Analyze the demand for retail, restaurant, office,
and creative spaces and the demand for multi-
family residential units within the study area; and
Forecast the financial feasibility of various land
use scenarios.
The economic analysis will determine the optimal
development mix within Old Town Newhall based
on historic and projected development trends in
the OTNSP area.
Mvposal for CII]IT DDII° 541WD"4 AnI1LAIDIID'4 DDII.ID D"DD IW IWII::M41IJIL S1II CIl I°IIC II1II..AN 2021. UDIITATE 45
(6) SIX STAKEHOLDER CALLS iST WORKSHOP 2ND WORKSHOP 3- WORKSHOP (OPTIONAL)
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XD
M,oposal for ClI'll'Y OF SANT A OLARITA OLD TOWN MEMAI.J.. SPECIFIC IRI..A6 2021. UPDATE 46
Rroject Mariagerrierit Appr,oa,ch
Dudek understands the importance of a well -managed
project team to meet tight schedules and budgets,
and efficiently address unanticipated project changes.
By clearly tracking and managing multiple concurrent
tasks, we can complete the OTNSP update within the
12-month performance period.
Organization. Mr. Srivastava and Ms. Cobleigh,
Dudek's project managers, are committed to providing
responsive, efficient, and high -quality multidisciplinary
planning services to the City. Mr. Srivastava will be
the City's point of contact and will be responsible for
assigning the most appropriate staff for each task
order. Mr. Srivastava has full authority to commit the
firm's resources. He will oversee each assignment to
verify that Dudek and its subconsultant team comply
with technical, regulatory, scope, schedule, and budget
requirements using the following methods. Ms. Cobleigh
will pay a similar role for all CEQA-related tasks. This
organization style involves touch -ins with key City
and Dudek staff at the appropriate time to complete
tasks on time, within budget, and in accordance with
expectations. Dudek utilizes Deltek Vision as its project
management platform, which provides robust tools to
track and report cost and schedule.
Communication. Mr. Srivastava will develop a
management framework that defines clear lines of
communication among consultant team members
and City staff, which is key to the successful
implementation of concurrent, multi -disciplinary tasks.
Flexibility. Our project management structure and depth
of staff allow us to be responsive to a variety of needs
on multiple, concurrent task orders and remain flexible
to changing requirements and unforeseen issues.
Applied Knowledge. The proposed management
team has long-term project experience and superior
technical knowledge of all issues related to the
work at hand. Dudek's experts are committed to
applying the latest, most reliable, and most inventive
approaches to solving complex planning problems.
Our practitioners seek out multiple forums and
avenues to stay abreast of the latest approaches
and techniques. Our staff regularly moderate and
participate on panels at state and national planning
conferences that address a variety of cutting -edge
issues. We are serious about our professional
responsibility to learn from our peers and, in
turn, share lessons from our own experience. We
understand the potential challenges in the regulatory,
physical, or local environment; develop effective
analyses; and expeditiously prepare well -written
documents that clearly communicate appropriate
solutions.
Availability and Collaboration. Mr. Srivastava and Ms.
Cobleigh are fully available to manage this contract
and are available for meetings, as required, with
City staff either in -person or via phone conference
and online meeting. Our management approach
emphasizes the following key elements:
Senior technical oversight and daily administrative
management;
• Continuous communication;
• Schedule and cost monitoring and reporting;
• Quality assurance/quality control program; and
• Virtual collaboration tools.
Rvposal for CII]IT UDII° SANTA 0II..AIIDIIA UDII.UD D"UD IW IMEWiffiI..II.. SPECIIRC IIRII..AN 2021. UDPh ATE 47
Rroject .......... r �-larn
Our team of Dudek staff and subconsultants has been
selected specifically based on the City's needs and
our history of working collaboratively on past efforts.
Gaurav Srivastava will serve as the Project Manager
and primary point of contact, in addition to leading
the OTNSP effort. Nicole Cobleigh will serve as CEQA
project manager and primary point of contact for the
CEQA component. Both have decades of experience
managing complex planning efforts and environmental
documents throughout Los Angeles County. They
understand the City's regulations, processes, and
data sources, and have a successful track record of
managing concurrent multilevel, large-scale projects.
Table 3. Team Organization Chart
Shannon Wages, AICP
Catherine Tang Saez, AICP
PUBLIC OUTREACH
Joan Isaacson (Kearns & West)
Jenna Tourje (Kearns & West)
III
MARKET ANALYSIS (OPTIONAL)
Lance Harris (Pro Forma Advisors)
III
MOBILITY AND PARKING
Dennis Pascua
The entire team is based in Southern California, with
all project team members located within a short drive
of the City. Mr. Srivastava and Ms. Cobleigh are fully
committed and available to manage this contract
through its duration and have no current project
obligations that will affect their level of responsiveness.
The Dudek team presented in this proposal is fully
committed and available for this contract.
Biographies of key staff are provided, and Table 3
lists the technical team's qualifications. Resumes are
provided in Appendix A.
Cal' *.:!. ► �, ,: '�.
lulia Roman— Environmental Planner
Jennifer Reed — Air Quality, Greenhouse Gas, Energy
Linda Kry — Archaeology/Tribal Cultural Resources
Jonathan Leech — Noise
Mvposal for CII17 OF SAIMTA 01..AlIl]A IDII.ID TID M IWII:: IQIJ1.. SIFITIFIC II1AN 2021. UDIITATE 48
Project Manager Gaurav Srivastava will be the City's primary point
of contact. Mr. Srivastava is an urban designer with 18 years'
experience. He leads Dudek's urban design practice and has
authored plans that range from grassroots neighborhood visions
to expansive open space plans. His award -winning work for both
private- and public -sector clients is grounded in rigorous analysis
and thoughtful explorations. Mr. Srivastava is adept at facilitating
workshops and shaping discussions before a variety of audiences.
He is an accomplished project manager and experienced at
orchestrating the efforts of complex, multidisciplinary teams. In
addition, Mr. Srivastava serves as a visiting lecturer and teaches
urban design at the University of California, Los Angeles Luskin
School of Public Affairs.
Urban Planning
Shannon Wages,, AM)
Shannon Wages is an urban planner with 19 years' experience
specializing in managing long-range planning documents and
complex land use entitlement projects. Ms. Wages has successfully
managed the preparation of multiple general plans, specific plans,
zoning ordinances, housing elements, downtown plans, visioning
plans, corridor studies, and economic feasibility studies, receiving
several awards from the APA for her planning projects. She also
helps cities implement their plans through entitling development
projects or assisting with funding and financing mechanisms.
Ms. Wages combines her experience in planning, urban design,
development, and community outreach to achieve desired projects
that realize the community's goals and objectives. From planning
and conceptual design to certificates of occupancy, she is involved
throughout the process, facilitating positive growth and change in
the communities she represents.
Education
Massachusetts Institute of Technology
MCP, City Planning
School of Planning and Architecture, Delhi
BArch, Architecture
AICP
ProkssionalAffithitions
APA
ULI Rose Center for Public Leadership,
Faculty Advisor
Visiting Urban Design Lecturer, University of
California, Los Angeles
Educaf,ion
University of Southern California
MA, Urban Planning/Design
Brigham Young University
BA, Humanities/Spanish
o"ii"'i"
AICP
Fir posal for CII'II7 91I° 941WT4 AnllAll ITA 91[B TOWN IMEWiffiI.J.. S1II :Cull C IRIAN 2021. lUllTATE 49
CEQA Project Manager
s�
JI
Nicole g ri
Nicole Cobleigh is a senior project manager with 20 years'
professional experience in environmental planning and land use
development in Southern California. Ms. Cobleigh manages all phases
of the project planning and environmental review process, including
budget allocations and monitoring, project team and subconsultant
oversight, scheduling, presentations at hearings, and public outreach.
She has produced numerous CEQA and National Environmental
Policy Act (NEPA) documents, including environmental impact reports
(EIRs); environmental impact statements (EISs); and technical reports
for visual resources and aesthetics, cultural resources, and other
environmental resources. Ms. Cobleigh applies her comprehensive
understanding of policy, planning, and environmental issues to meet
clients' needs on a variety of projects. She has extensive experience
working on complicated projects involving multiple regulatory
agencies.
CEQA Analyst
ldflia Rarrian
lulia Roman is an environmental planner with 3 years' experience
in environmental analysis and the application of CEQA and NEPA
through the preparation of environmental documentation. Ms. Roman
has a strong background in writing and assists with environmental
impact analysis for a variety of topics and projects, including
development, renewable energy, and projects with unique biological
resource issues. She has also served as deputy project manager
and project manager on a variety of projects throughout California.
E'ducaf,ion
California Polytechnic State University,
San Luis Obispo
MCRP, City and Regional Planning
University of California, Los Angeles
BA, Geography/Environmental Studies
(Public Policy/Urban Planning Minor)
ProftssionalAffifiations
AEP
E'duc f,ion
University of California, Santa Barbara
BA, Environmental Studies (Professional
Writing Minor)
Prokssion f if' ifh't
APA, AEP
Fir posal for Anll]IT OF SAIMTA OIILAIUTGILD TO IW IWII:: HA..II.. S1IITIIIFIIC II1II..AN 2021. lUllIDAT:: 50
Urban Design & Planning
Catheri[ne Tang Sam, AICI)
Catherine Tang Saez (KATH-er-in TAYNG-SIGH-ez; she/her) is a senior
urban designer and certified planner with 13 years' experience in
urban design, urban planning, and architecture. Ms. Saez works at
the intersection of design and policy to create vibrant, sustainable,
and healthy communities. Ms. Saez is experienced in the preparation
of site feasibility studies, community vision plans, new city master
plans, transit -oriented development plans, streetscape plans,
complete street plans, downtown plans, Specific Plans, design
guidelines, themed entertainment master plans, and office master
plans. In addition, Ms. Saez currently serves as adjunct instructor for
the executive masters of urban planning degree at the University of
Southern California Sol Price School of Public Policy.
Cultural Resources
Iiii
Linda Kry is an archaeologist with 13 years' experience in cultural
resource management specializing in various aspects of cultural
resources investigations. Ms. Kry's experience includes archival
research, reconnaissance surveys, archaeological excavations,
artifact analysis, and authoring technical reports pursuant to CEQA
and Section 106 of the National Historic Preservation Act.
Educaf,ion
Harvard University
MAUD, Urban Design
University of Southern California
BARCH, Architecture
PrAssionalAffifiations
APA
AICP
dud f'f n
University of California, Los Angeles
BA, Anthropology
Cerritos College
AA, Anthropology
Fir posal for CII'II7 OF SAIMTA OIARITA DDIi D TO IW IMEWiffiI.J.. 511 ECIIIFIIC IRIAN 2021. UDIITATE 51
Air Quailityl GHG University of California, Santa Barbara
i
's I� x �'1! BA, Environmental Studies,
( ® BA, Geography
Jennifer Reed is an air quality specialist/environmental planner with ProkssionalAffithitions
AEP
14 years' experience. Ms. Reed leads Dudek's air quality services
team and has been responsible for the management, research, and Air and Waste Management Association
analysis of projects subject to compliance with CEQA and NEPA.
She has completed numerous environmental documents in support
of a diverse range of public and private developments. Ms. Reed
specializes in air quality, greenhouse gas (GHG) emissions, health
risk assessment, and energy technical analyses, and continues
to be on the forefront of evolving science, emissions modeling
computer programs, and regulatory framework.
Ms. Reed has prepared air quality and GHG assessments for a wide
variety of development projects throughout California, including
large residential projects, commercial and retail projects, industrial
projects, mixed -use developments, colleges and universities,
healthcare facilities, energy projects, water and wastewater
infrastructure, and transportation improvements, including California
Department of Transportation air quality analyses. Additionally,
she has considerable experience in project planning and regulatory
compliance pursuant to the California Coastal Act and has
experience in project management, land -use permit processing,
constraints analysis, development feasibility studies, due diligence
investigations, and various other land -use planning projects.
��I v
e �'PYrrbTa�
Noise
Jonathan Leech is an acoustician with 34 years' environmental
planning experience, including environmental research, impact
assessment, field research, and land use analysis. Mr. Leech has
more than a decade of focused experience in noise assessments,
including exterior and interior noise exposure studies for single-
family homes, as well as large-scale evaluations of proposed sub-
divisions and specific plan projects, for inclusion in EIRs or negative
declarations (NDs). Mr. Leech has also performed noise evaluation
of commercial and industrial sources and provided noise monitoring
during construction for compliance with project conditions and noise
ordinance restrictions.
Mr. Leech has experience in environmental noise assessment;
commercial/industrial noise evaluation; title 24 interior space noise
isolation; transportation noise constraint analysis; air quality planning;
land development permit processing; CEQA procedures for public
agencies; environmental planning and impact analysis; specific
plan and master plan development; general plan elements; master
environmental assessments; and water resource development and
management.
Senior Transportation Planner
Dendis1
Dennis Pascua is a senior transportation planner and Dudek's
transportation services manager with 27 years' experience in
transportation planning/engineering in Southern California. Mr.
Pascua has successfully managed a variety of projects for local
agencies and private developers, including traffic and circulation
impact analyses and parking demand studies in both highly
urbanized and rural areas. He is highly experienced with CEQA/NEPA
and transportation topics and policies surrounding active
transportation, context sensitive solutions, and complete streets
throughout California. Mr. Pascua also offers an international
perspective, having managed transportation planning projects in the
Philippines, Japan, and the United Arab Emirates.
E'ducaf,ion
University of California, Santa Barbara
BA, Environmental Studies/Geology
Pennsylvania State University,
Coursework in Graduate Acoustics Program
AICP
P6, CA No. eon
Pro'f''ssf afAf''f°f"ff tion
APA, AEP
E'ducaf,ion
University of California, Irvine
BA, Social Ecology (Environmental Analysis
and Design)
Proft,ssionalAffifiations
APA, AEP
Institute of Transportation Engineers
Orange County Traffic
Engineering Council
Fir posal for An1l17 OF SANTA AnllAlRIT 0II..ID TOWN IWII:: I14II..II.. 511ICI FIIC IRIAN 2021. lUllTATE 53
Market Analysis
Lance rri
Pro Forma Advisors
With over 15 years' experience in land use economics, Mr. Harris
provides clients with market demand and feasibility studies, mixed -
use programming recommendations, financial analysis, economic
and fiscal impact assessments, and economic development strate-
gies. He also has vast experience with both fiscal/economic impact
analysis. Mr. Harris has created a variety of fiscal models and pro-
vided economic impact analysis at the city, county, state, and nation-
al level. His broad range of experience working with cities, counties,
redevelopment agencies, land planning/urban design firms, and
real estate development interests allows him to effectively evaluate
projects from both the private and public perspective.
Outreach
Joan Isaacson
Kearns & West
years' experience in community engagement, stakeholder facilitation,
and urban and environmental planning across Southern California.
At the core of her work is a commitment to formulating the best
facilitation and engagement strategy where participants' input informs
recommendations and their fingerprints on the outcomes are visible.
Ms. Isaacson has led successful public involvement programs and
advisory groups for several urban planning and design projects,
including Long Beach's Southeast Area Specific Plan and General Plan
studies on a citywide infill/transit/economic development framework
and place types. Her knowledge of planning issues and municipal
decision -making lead to engagement processes where communities
shape and form their futures.
Ms. Isaacson's strategy -based project approach typically includes a
mix of focus groups, advisory committees, stakeholder interviews,
customized website dialogue platforms, online and telephone surveys,
pop -ups, public workshops and open houses, webinars, success
story campaigns, storytelling, educational videos and newsletters,
and media monitoring. She also has special expertise in conducting
multi -language and multi -cultural community engagement and has
a proven track record in meaningfully involving disadvantaged and
environmental justice communities in local planning processes.
Education
University of Southern California
MA, Urban Planning
Trinity College
BA, Political Science
Education
San Diego State University
MA, Geography
CSU Fullerton
BS, Psychology
Fir posal for CII'II7 OF SANTA OII.. RIIT0I1J) TOWN IWII:: HNJI.. 511Fh::CI FIIC IRIAN 2021. lUllTATE 54
Outreach
Jenna Tdurj
Kearns & West
Jenna Tourje is a director at Kearns & West with 13 years' experience
in neighborhood capacity building, community engagement, and urban
planning. She is passionate about partnering with communities on the
path to creating healthy, whole, and equitable places, where people
love where they live and have a voice and a stake in the future.
As a practitioner of Asset Based Community Development (ABCD),
Ms. Tourje has led organizations and programs focused on building
the capacity of residents to organize and lead their neighborhoods in
selfcare, partner with other stakeholders, and collaboratively sustain
improvements. She worked alongside the Orange County Health Care
Agency to develop their first Resident Leadership Academy and was
Executive Director of Mika CDC, a non-profit focused on neighborhood
leadership and capacity development in Costa Mesa, California.
Ms. Tourje loves place -based projects that connect neighbor to neighbor,
and her outreach programs involve multi -pronged techniques, scaled to
engage even the hardest -to -reach community members. Ms. Tourje has
led outreach for urban planning and design projects, including the North
Atlantic Boulevard Plan in Long Beach and transit -oriented development
projects in Los Angeles and across the country.
E'ducaf,ion
University of California, Irvine
BA, International Relations
University of California, Irvine MURP, Urban and
Regional Planning
uIDS' III I�' III �. w I�' . Pew Ir't°, Iri IDS"'
Dudek will be supported by subconsultants Kearns &
West and Pro Forma Advisors to prepare the OTNSP
Update. Kearns & West will provide outreach for this
contract. Pro Forma will conduct (optional) economic
studies to assess the market feasibility for economic
uses and types of development within Old Town
Newhall to help define and target uses or projects that
will be compatible in the City.
We selected our teaming partners because they
provide specific services to complement our urban
design and planning expertise. Dudek has a long
IIIIIIIIIIIIIIIIIIIIIIII Kearns & West, I nc.
2942 Century Place, Costa Mesa, California 92626
Kearns & West, Inc., in business for 35 years,
helps government agencies connect with their
communities. They focus on public involvement and
stakeholder facilitation and have extensive expertise
involving community members in water policy and
projects. Their experience spans flood control, water
supply, storm water, contaminants and cleanup,
groundwater planning, watershed management,
and restoration, infrastructure design, and CEQA
environmental review. Government agencies rely on
Kearns & West to cultivate effective communication
channels, create proactive processes for identifying
and resolving issues and concerns, and ensure
public involvement has a place in shaping the future.
history of working with these firms and have multiple
ongoing efforts on which we are collaborating. As
teaming partners, we are finely attuned to each
other's processes that bring efficiencies to the
management and communication of our projects.
Additionally, we share ideals for consulting practices
and a philosophy for successful collaboration on
urban design and planning projects.
Brief subconsultant firm profiles follow, illustrating
their qualifications and expertise relevant to the
proposed project.
Their services include public involvement plans,
community workshops, advisory group facilitation,
online engagement, community organizational
partnerships, informational materials, and social
and traditional media. Of note is their track record
in engaging communities typically underrepresented
in public process due language, culture, ethnicity,
mobility, and/or economic constraints and historic
racism. Their approach starts with listening to
community members, learning about the types of
engagement works best for them, and developing
multi -pronged processes where their input shapes
and forms project outcomes, including federal
Section 508 compliance.
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ADDITIONAL DESCRIPTION OF SERVICES
Regardless of whether working at the regional level
or neighborhood level, Kearns & West always starts
by clearly identifying objectives for engagement. They
conduct research to understand local community
characteristics, communication opportunities and
challenges, and potential for community development
and change —all with the ultimate goal of understanding
what makes a place tick. Next, they develop a
customized engagement strategy that builds on the
objectives and what they have learned, including tried-
and-true methods and new ideas that surfaced through
their research on local needs and culture. Many of their
engagement programs incorporate proven strategies
for involving populations typically underrepresented in
public process, including identified disadvantaged and
environmental justice populations.
Kearns & West's outreach programs typically integrate
a range of online engagement, in -person activities,
formal meetings, less structured interactions, and
topic -driven outreach and activities designed purely
to build relationships and connection. And fun —fun
is always an important element! At the heart of their
work is elevating people -to -people and people -to -place
connections that makes make communities better.
(Kearns & West's services include
Citywide community engagement strategies
Public involvement plan preparation and
implementation
Stakeholder engagement and communications
Digital platforms for engagement and contact
management
• Committee and work group process facilitation
• Public meeting facilitation and planning
• CEQA/NEPA scoping and public review management
• Online engagement and content
• Mediation and alternative dispute resolution
• Messaging and talking points
• Informational materials development
• Media relations and social media outreach
• Issue tracking and response plans
• Graphic design and production
• Environmental justice community engagement plans
• Multi -language translation and interpretation
Rvposal for CII'II7 OF SAIMTA 0I1LAIDIID' iDII.ID BOB IWII:: HIDIJI.. 5111CI FIIC II1ILAN 2021. UDIITATE 57
PdII IIII lily hnvd4ernent, Carnmunications,
and S llll mmlllhmm llllm mmlllr Il lilllllktatillm lllrm for Udban
Water Master III' Illl&n Update, Susta llllrm llll lilllllllil
III" IIIIIIIIIIIIIIIII „ and Illhmmmlllr Rrojects
je
Client: Santa Clarita Valley Water Agency (SCV Water)
Reference: Stephen L. Cole, Assistant General
Manager
Address: Santa Clarita Valley Water Agency
26501 Summit Circle, Santa Clarita, California 91350
Direct: 661.705.7915 ext. 115
Cell: 661.810.7089
email° ::bs.;OEI '@.:bs. VMi, oirg
The recently formed unified water agency—SCV Water —
for the Santa Clarita Valley region has a convergence
of major planning efforts underway in 2020 and 2021.
These planning projects will provide the first opportunity
for more efficient strategies and implementation
frameworks for key issues and are an important
opportunity for SCV Water to meaningfully engage with
their customers, hear their ideas and questions, and
deepen relationships and trust.
Kearns & West is designing and implementing district -
wide public involvement programs for Sustainability and
Watershed Management, Urban Water Management
Plan Update, Water Shortage Contingency Plan, and
a future rates case. Kearns & West has played a
valuable role in helping the technical teams identify
questions for the public involvement programs that
will yield input that can help shape and form some
of the plan components. Using their experience on
similar water recycling and integrated water projects,
Kearns & West has also helped the technical team
consider potential community concerns and identify
ways to proactively address them in informational
and presentation materials. The engagement plans
assume extended social distancing protocols related to
COVID-19, and integrate virtual community meetings,
virtual smaller focus groups meetings, online input
activities, video, and extensive social media. To help
the public track the multiple involvement opportunities —
and to decipher how they relate to SCV Water's mission
and vision —a consolidate communications program was
developed by Kearns & West. For "one -stop" shopping,
it includes branding, an online dashboard, coordinated
icons for each planning project, and consolidated
communications via social media, local print media,
and email blasts.
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Burbank Citywide Complete Streets Plan
Client: City of Burbank
Reference: Hannah Woo, Project Manager,
Senior Planner, Transportation Division
Address: City of Burbank, Community Development
Department, 150 N. Third Street, Burbank, California
91502
Direct: 818.238.5270
email: Ihoo@bL:irbairiikc.;a.gov
i wm III ' IIIn a lllr llln t �` IIr
�` Illr �� IIllr llr� Ills �
the MissioIn ViejoCivic oIIr
Client: City of Mission Viejo
Reference: Larry Longenecker,
Planning and Economic Development Director,
Address: City of Mission Viejo, 200 Civic Center,
Mission Viejo, California 92691,
Direct: 949.47 0.3053,
email: Illlong awirnEw'ckEa'ire.',c.;l yofu ili:: sib onvlEE JO,,or
Kearns & West recently concluded a successful
community engagement program for an exciting
visioning process in Mission Viejo. The City Council
charged the team with involving the cross-section of
Mission Viejo communities in exploring possibilities for
new places, experiences, and walking in the central civic
and commercial core.
Reorienting and connecting activity to the beautiful
natural creek which is currently closed off at the back
of commercial centers became a new focus, building
on Mission Viejo's systems of trails and open spaces.
Prior planning attempts had been derailed by a small
but vocal group of entrenched community members.
The team's challenge was to involve the many newer
Kearns & West staff led a comprehensive community
outreach and engagement process to inform
development of a Citywide Complete Streets Plan for
the City of Burbank. Outreach and engagement activities
were organized into three phases; synchronized with
the steps in the planning process —Discovery and
Analysis, Alternatives, and Preferred Plan. Input was
gathered though community -wide events and through
direct engagement with a focused set of stakeholders.
Community -based activities included a community
walking and biking tour, several pop-up events hosted in
conjunction with existing community events, and a set of
workshops hosted in different neighborhoods throughout
the City. A community -driven process was important for
the City of Burbank, and this project represents a new
level of engagement in the Community.
residents who made decisions to make Mission Viejo
home, for more representative input.
Kearns & West, working closely with city staff and
the planning and design consultants, utilized a multi -
pronged approach of pop-up outreach, a series of
community workshops, website and social media
communications, property owner meetings, citywide
survey, and youth visioning workshops. Pop-up outreach
at a community dog walk and the annual symphony -
in -the -park summer event greatly expanded input in
addition to increasing participation in the workshop
series. The program was underpinned by a community
engagement strategy that integrated community
involvement in the steps of the planning process.
In "standing room only" chambers, the City Council
unanimously approved the plan in part due to the
successful public involvement.
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IIIIIIIIIIIIIIIIIIIIIIII Pro Forma Advisors, LLC 727 end street, Suite 1o8, Hermosa Beach, California 90254
Pro Forma Advisors will lead our team's real estate
economics tasks. Pro Forma Advisors is a partnership
committed to providing objective, unbiased economic
analysis of real estate development projects. They
specialize in land use economics consulting for
developers, owners, operators, investors, cultural
institutions, non -profits, and governments. They offer
exceptional market experience without offering ancillary
services that might compromise their objectivity,
allowing them to support firms in the areas of design,
engineering, or project management.
For over 15 years, Pro Forma Advisors has provided
clients with superior service in delivering accurate,
actionable, and objective assessments of a project's
market and financial potential. They apply extensive
experience, creative thinking, new business
approaches, and data -driven analysis to projects.
Examples of financial analysis include the ongoing
Housing Incentive Plan for Fullerton, California, the
Western Avenue Corridor Vision Plan, Shoppes II
Compass Blue Print Project, Cerritos Transit -Oriented
Development Demonstration, and Neighborhood -
Oriented Development Feasibility Study.
Downtown Ile lillllll Strategy
Client: San Diego, CA
Partners from Pro Forma Advisors were engaged by
the Centre City Development Corporation (CCDC)
to undertake a comprehensive analysis of retail
potential for downtown San Diego in coordination
with the CCDC's Downtown Community Plan. As part
of this analysis, residential market information was
utilized to more accurately predict potential retail
spending power in the downtown area as well as give
the redevelopment agency a better understanding of
contemporary growth patterns. This research formed
the basis for two complementary retail strategies for
the "C Street Corridor" and greater downtown area.
Downtown IIDev&bprnent Strategy
Client: Camarillo, CA
Partners from Pro Forma Advisors were retained by the
City of Camarillo to develop an economic development
strategy as a guide and measurement device for the
City in its future efforts at revitalization and continuing
development. The study established eight specific
strategy components for consideration as a part of
a consolidated citywide strategy forward. Each of
the sections of the strategy report was supported by
multiple progressive and updated data and forecasting
materials. The set of strategies provides opportunities
for initiatives and flexibilities which were necessary,
given the challenges in the regional, statewide and
national economies.
Downtown allrllllte IIInd Retafll A4Iysis
Client: Calimesa, CA
The City of Calimesa was interested in transforming
the piece meal developments along their main corridor
into a true functioning downtown. Principals at Pro
Forma led a retail and office market analysis for the
corridor and developed a set of strategies to focus
and encourage development along the main corridor.
Analysis included a detailed demographic profile of
socio-economic data and psychographic information
of the regional market, an in-depth review of the
current real estate inventory and market demand
analysis of retail, office, and residential uses in
the area. The project included a retail positioning
study and strategy document that evaluated the
strengths and weaknesses of the market, suggested
recommendations to capture appropriate retailers, and
outlined potential target tenants.
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The e III oppes PIhase IIIIII
Compass IIIIIIuepllrlilllllr IIP' roject
Client: Chino Hills, CA
Partners from Pro Forma Advisors were engaged by the
City of Chino Hills to create a preferred development
approach to transform the existing 8-acre Shoppes
II site from an empty lot into a vital, mixed -use
development that will complete the Shoppes and
Government Center complex. The work furthered the
vision of Chino Hills to create a revitalized downtown
core that encompasses retail, employment, civic,
cultural, and recreational components. This effort was
carried out in a number of stages, which included a site
overview, general market analysis,
Rvposal for CI'II7 0II° SANTA OILARIA GILD I IW IWII:: IIAJI.. SIIECIIRC IIRII AN 2021. lUllIDAT:: 61
mmamim
Gaurav AICP
Senior City Planner
Gaurav Srivastava is a city planner with 17 years' experience. Mr.
Srivastava leads Dudek's city planning practice and has authored plans
that range from grassroots neighborhood visions to expansive open space
plans. His award -winning work, for both private and public -sector clients,
is grounded in rigorous analysis and thoughtful explorations.
Mr. Srivastava is adept at faciliating workshops and shaping discussions
before a variety of audiences. He is an accomplished project manager and
experienced at orchestrating the efforts of complex, multidisciplinary
teams. In addition, Mr. Srivastava serves as a visiting lecturer and teaches
urban design at the University of California, Los Angeles' Luskin School
of Public Affairs.
Pro-Je t.Il::xperience
Burbank Complete Streets Plan, City of Burbank, California. Project
manager currently preparing the City of Burbank's ongoing Citywide
Complete Streets Plan called the Complete Our Streets Plan. The plan
analyzes the entire city street network and proposes improvements
through prioritized projects to address the needs of street users of all
ages and abilities, including pedestrians, bicyclists, individuals with
disabilities, electric scooters, rideshare users, transit users, and
automobile users. The plan places a special emphasis on access and
connectivity within disadvantaged communities, transit districts, and
neighborhood schools.
The Complete Our Streets Plan will identify future goals and policies,
catalog existing street infrastructure conditions, identify new infrastructure
standards, and develop an implementation plan for future complete
streets projects in the City of Burbank. The plan will identify benchmarks
for ways the City of Burbank can improve safety, sustainability, health,
transportation equity, connectivity, and economic vitality to build better
neighborhoods and develop responsibly in the future. The plan will be
adopted by the Burbank City Council in early 2020.
Edimation
lWassachusetts Institute of
Technolof y
IWCP, City Planr ing7 , 2001
School of Planning and
Architecture, Delhi
BArch, Architecture, 1997
Deft" tfoln;
American Institute of Certified
Planners (AICP)
American Planning Association
ULI Rose Center for Public
Leadership, Faculty Advisor
wards
Planning, Award, American
Planning, Association -- Los
Angeles Chapter, 2017 for Vision
Downtown Los Angeles.
Planning, Award, American
Planning, Association -- Los
Angeles Chapter, 2010 for Park
101. Freeway cap proposal.
Golden State Specific Plan and High -Speed Rail Station Area Plan, City of Burbank, California. Led a three -
pronged planning effort for the Golden State District (District) is a 640-acre commercial -industrial area adjacent
to Bob Hope Airport in Burbank, California. The project included a station area plan in anticipation of Burbank's
proposed high-speed rail station, the Golden State Specific Plan, and an environmental impact report that will
analyze environmental impacts of plan recommendations and recommend mitigations.
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D U !Eiil K
The plan leverages the District's current and future infrastructure assets and explores mechanisms to maximize
Burbank's housing supply, diversify land uses, and solidify Burbank's role as the media capital of the world.
IinkBURBANK Transit Oriented Development Vision Plan, City of Burbank and Burbank —Glendale —Pasadena
Airport Authority, Burbank, California. Project manager; led a team of transportation planners and urban designers
to develop a smart -growth transit-themed plan for 540 acres of airport -adjacent land in the City of Burbank. The
Transit -Oriented Development Vision Plan addressed mobility, land use, and transit -oriented development
opportunities. The industrial parcels adjoining Bob Hope Airport in the City of Burbank were the best transit -served
parcels in the region. The Golden State District will, in the coming years, increasingly benefit from opportunities
ushered in by growing local, regional, and state (high-speed transit) networks. The study area is primarily zoned
industrial. The plan recasts the notion of what is and is not considered "industrial," and extends the traditional
understanding of transit -oriented development by including air travel as a key component of transit networks to
stimulate the local economy. The plan explores how best to take advantage of rail and airport adjacencies to
attract the next generation of creative, clean, and innovative land uses.
The public process included multiple community workshops held near the airport terminal, with discussions that
focused on the future of the B6 parcel and the Terminal Replacement Project. The discussions were held prior to
Measure B's passage in November 2016, and played a role in highlighting the need for the terminal replacement.
The project also maintained a website that served as a portal for receiving input and disseminating information
(https://Iinkburbank.wordpress.com).
Mira Mesa Transit Priority Area Planning and Community Plan Update, City of San Diego, California. Project
manager for a transit priority area planning effort as part of the Mira Mesa Community Plan Update, under
Dudek's on -call contract. Mira Mesa, at 10,500 acres and 80,000 residents, is the largest and most populous of
San Diego's 50 community plan areas. This effort includes corridor planning and conceptual urban design studies
for four focus areas within the community. The studies test and illustrate new approaches to land use,
development standards, and mobility improvements. Dudek also prepared an urban framework map, assisted
with advisory committee meetings to educate and inform the public how urban design can be used in the public
realm, provided examples of suburban retrofit concepts, and prepared electronic 3D urban design concept
models for each of the four focus areas. Dudek is working closely with the City of San Diego to revitalize the focus
areas and retrofit suburban shopping malls with transit -supportive uses and development typologies. Dudek is
also preparing the EIR and supporting technical studies for this community plan update.
South Colton Livable Corridor Plan, Southern California Association of Governments, City of Colton, California.
Project manager for urban design, land use planning, market analysis, and community outreach services in
support of the South Colton Livable Corridor Plan development. South Colton's residents have used a do-it-
yourself approach to neighborhood design, with such features as cactus planted in a parkway, a makeshift street
basketball hoop, a hand -painted sandwich board, and other physical interventions. Residents with few resources
have used their imagination and resourcefulness to alter landscapes in ways that are intimate in scale and
personal in nature. The South Colton Livable Corridor Plan aims to strengthen these grassroots tactical urbanist
approaches and create guidelines and policies that will provide a regulatory framework for formalizing complete
streets. Dudek is providing urban design, land use planning, market analysis, and community outreach services in
support of the South Colton Livable Corridor Plan development. A critical goal of the outreach effort is to
proactively engage traditionally underserved groups (e.g., women, the elderly, youth, racial minorities, and
immigrants).
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D U !Eiil K
Vision Downtown, City of Los Angeles, California. Directed Vision Downtown, an effort that provides guidance to
Downtown Los Angeles Neighborhood Council's (DLANC's) board as it performs a review and advisory role for
projects within its jurisdiction. The DLANC is the first Neighborhood Council in Los Angeles that has sought to craft
its own vision for the future. Part vision and part manifesto, Vision Downtown provides a community -endorsed set
of goals that offer input to City leaders and assembles in one place a comprehensive set of aspirations that
embody the vision of this generation of the Downtown community.
Microsoft Campus Master Plan, City of Redmond, Washington. Served as urban design lead for the proposed
redevelopment of Microsoft's Redmond headquarters, which is globally associated with the firm's origins and
success. The bike -and -walk -only master plan manifests Microsoft's vision for its physical legacy, its aspirations for
the built environment, and the programmatic requirements of its business operations. The development program
proposes three million square feet of new construction spread over 18 new buildings on 72-acre site. About 20
acres of the site are dedicated to open space and programmed with a mix of active and passive recreational uses
Western Avenue Vision Plan, City of Rancho Palos Verdes, California. Led a team of public realm and transportation
professionals that recommended strategies to elevate Western Avenue into a complete street, where the needs of
all users (auto, pedestrian, bicycle, and transit) are equally met. Western Avenue is the primary corridor of the
South Bay, Palos Verdes Peninsula, and San Pedro communities in southern Los Angeles County.
Page 3
Shannon Waqes, AICP
Urban Planner
Shannon Wages is an urban planner with 19 years' experience
specializing in managing long-range planning documents as well as
complex land use entitlement projects. Ms. Wages has successfully
managed the preparation of multiple general plans, specific plans, zoning
ordinances, housing elements, downtown plans, visioning plans, corridor
studies, and economic feasibility studies. She has received several
awards from the American Planning Association (APA) for her planning
projects. Ms. Wages also helps cities implement their plans through
entitling development projects or assisting with funding and financing
mechanisms. She combines her experience in planning, urban design,
development, and community outreach to achieve desired projects that
realize the community's goals and objectives. From planning and
conceptual design, to certificates of occupancy, she is involved
throughout the process, facilitating positive growth and change in the
communities she represents.
Pro- Je t. Il::xperience
Edimation
University of southern California
IVfA, Urban I'lar7r7rr7r, VIesigrn, 2003
Brig, barn Ycrrar7g University
BA, Hurnanitles/ panish, 2000
American Institute of Certified
Planners (AICP)
C-17 Transition Master Plan, City of Long Beach, California. Dudek recently completed work on the Boeing C-17
Transition Master Plan for the City of Long Beach, as part of a larger C-17 Globemaster Plant Closure Transition
Project. This was a highly important project for the City of Long Beach as it helped the City commence a program
to recover from the significant loss in direct and indirect local and regional jobs, reduction in local and regional
earnings, and the displacement of hundreds of workers from the closure of the C-17 production plant. This was a
multipronged and multiagency effort involving economic development planning; land use and infrastructure
planning; and assistance to impacted defense firms and workers. Dudek took the lead on facilitating the land use
and infrastructure process, which included performing a detailed assessment of existing conditions on the C-17
site and surrounding area, formulating alternative land use alternatives for the C-17 site, facilitating public
workshops to receive and integrate community comments, and prepare a detailed annotated outline for the next
phase, which is anticipated to be a Specific Plan for the C-17 study area.
Hassen Development Project, City of Covina, California. Dudek is processing several entitlement applications for
the City of Covina in their Town Center. One project is a Tentative Tract Map (TTM) and Site Plan Review (SPR) for
eight residential units and 2,070 square feet of retail/office space. Dudek is working with the applicant to
address concerns related to the compatibility of the project with adjacent projects and ensure compliance with
the City's Town Center Specific Plan. Importantly, an historic structure that is located on site and was built in
1931, is one of the last remaining historic structures contributing to the historic ambiance and character of
Downtown Covina. Therefore, Dudek and the City are working with the applicant to revise the plans to preserve
and adaptively reuse the historic structure. Another project is for a SPR for a three-story mixed -use project
consisting of 2,330 square feet of retail space and 10 residential units. Dudek is working with the applicant to
address design -related concerns associated with the mixed -use building.
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I13 UI1, Il
The applicant is being asked to incorporate "plan ahead" design provisions such as sufficient ceiling height, a roof
deck area for grease -hood installation, ventilation, and grease interceptors to ensure that the commercial space
can accommodate restaurant uses. Such design installations will minimize the potential for the tenant space to
remain vacant due to inadequate provisions fit for restaurant use.
Henry Mayo Hospital Specific Plan, Henry Mayo Newhall Memorial Hospital (HMNH), Valencia, California. Dudek
recently completed preparation of a Specific Plan and addendum to an EIR for a hospital expansion project in
Valencia. The HMNH Specific Plan codifies the development parameters of the 2008 HMNH Master Plan and
provides a framework for future modifications to the 2008 Master Plan. The 2008 Master Plan, as amended,
continues to exist independent of the Specific Plan. A Development Agreement covering the 2008 Master Plan
area was approved by the City in December 2008. The Development Agreement will terminate in December
2023, unless extended. The Development Agreement, as amended, continues to exist independent of the Specific
Plan. The Specific Plan contains development plans, infrastructure development plans, development regulations,
design guidelines, and an implementation program for the HMNH campus. The purpose of the Specific Plan is to
outline existing uses, including those approved in the 2008 Master Plan, as well as to address modifications to
the HMNH campus. Modifications to the 2008 Master Plan are necessitated by 1) amendments to the California
Building Standards Code that impose mandatory new requirements related to the design and construction of
hospitals and 2) the expansion of the Obstetric Services Unit through construction of two new Caesarean section
rooms, in order to accommodate the growing need for obstetric services in the Santa Clarita Valley and better
contract services from insurance providers. The intent of the Specific Plan is to guide the orderly growth and
development of the hospital, medical office buildings, and associated outpatient services to create a visually
cohesive, operationally organized, and successful campus that balances the needs for medical service expansion
with the need to preserve the character of the neighborhoods that surround this regional institution. Additionally,
Dudek assisted with preparation of an addendum to the original Master Plan EIR. The potential environmental
effects of the Master Plan and Development Agreement were addressed in the certified Master Plan EIR.
However, the proposed project now includes a proposed General Plan and Zone Change, and proposed
amendments to the 2008 Master Plan and Development Agreement, which we were covered in the addendum.
General Plan Update, Zoning Code Update, Climate Action Plan, Airport Land Use Compatibility Plan and EIR, City
of Upland, California. Served as project manager for the processing of long-range comprehensive updates to the
City's General Plan, Zoning Code and Airport Land Use Compatibility Plan, a new Climate Action Plan, and Program
Environmental Impact Report (PEIR). Managed the project from the beginning, first with PlaceWorks (formerly The
Planning Center (DC&E)) and then directly for the City of Upland. The plans were adopted by City Council in
October of 2015. Plan preparation commenced in 2008, and has been informed by ongoing input from residents,
businesses, developers and decision makers. Key General Plan themes include strengthening community identity,
growing the local economy, growing "green", demonstrating responsible leadership, and maintaining Upland's
excellent quality of life. The Cable Airport Land Use Compatibility Plan was prepared in conjunction with the
General Plan to ensure compatibility between Cable Airport and the land uses that surround it. The General Plan's
policies and actions will be implemented by the updated Zoning Code, which will ensure that future development
reflects and implements the Upland General Plan; as well as the new Climate Action Plan, which provides a
framework for reducing greenhouse gas emissions in Upland.
Page 2
Catherine Tanq Saez, AIC,*
Senior Urban Designer
Catherine Tang Saez is a Senior Urban Designer and certified planner with
12 years' experience in urban design, urban planning, and architecture.
Ms. Saez is experienced in the preparation of site feasibility studies,
community vision plans, new city master plans, transit -oriented
development plans, streetscape plans, complete street plans, transit -
oriented development plans, downtown plans, specific plans, design
guidelines, themed entertainment master plans, and office master plans.
Ilevant. I[-.Yp erience
Mire Mesa Community Plan Update, San Diego, California. Serving as
urban designer to update the Mira Mesa Community Plan for the City of
San Diego, a transit -priority effort. Mira Mesa, at 10,500 acres and
80,000 residents, is the largest and most populous of San Diego's 50
community plan areas. This effort includes corridor planning and
conceptual urban design studies for four focus areas within the
community. The studies test and illustrate new approaches to land use,
development standards, and mobility improvements to revitalize the
focus areas and retrofit suburban shopping malls with transit -supportive
uses and development typologies.
Harvard University
IWArch, Urban Design n, 2012
University of southern California
BArch, Architecture, 2009
American Planning Association
Skid Row and Central City East Vision Plan, City of Los Angeles, California.
Serving as urban designer to prepare a study and vision plan for Central City East (CCE), which lies in the heart of
downtown Los Angeles and adjacent to and overlapping Skid Row, the nation's largest cluster of homelessness.
The plan addresses a growing concern: "How does a downtown industrial district address the dramatic changes
that are occurring at its doorstep, while also being subject to long-standing policies that make it the primary
location of homeless services for the entire region?" The plan focuses on land use, urban design, and economics -
issues that are often placed on the back burner whenever the future of CCE is discussed.
Citywide Complete Streets Plan, City of Burbank, California. Served as urban designer for the preparation of a
complete streets plan for the City of Burbank called the "CompleteOurStreets Plan." With a strong focus on urban
design and the City's built form, the plan analyzes the entirety of the City's 280 centerline miles of streets and
proposes improvements through prioritized projects to address the needs of street users of all modes, ages, and
abilities, including pedestrians, bicyclists, transit riders, and motorists. Connectivity within Burbank's urban core,
disadvantaged communities, transit districts, and neighborhood schools is prioritized. For more information, visit:
www.ComLoleteOurStreets.com.
Thousand Oaks Civic Arts Plaza Campus Master Plan, City of Thousand Oaks, California. Served as urban design
lead for the multi -disciplinary master plan of the City of Thousand Oak's 20-acre regional performing arts and civic
center campus, inclusive of City Hall, the Kavli Theater, and the Scherr Forum. In anticipation of the Civic Arts
Plaza's 25t" anniversary, the plan re -envisions the campus as the true heart of the city with a new town square,
Page 1
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13 U 1". IE�" Il
outdoor amphitheater, arts, entertainment, and retail uses centered along a new main street, which reorients the
"front door" of the existing buildings on site.
Microsoft Campus Refresh Master Plan, City of Redmond, Washington. Served as urban designer for the proposed
redevelopment of Microsoft's Redmond headquarters, which is globally associated with the firm's origins and
success. The bike -and -walk -only master plan manifests Microsoft's vision for its physical legacy, its aspirations for
the built environment, and the programmatic requirements of its business operations. The development program
proposes three million square feet of new construction spread over 18 new buildings on 72-acre site. About 20
acres of the site are dedicated to open space and programmed with a mix of active and passive recreational uses.
Upon completion of the master plan, also provided design coordination between civil, traffic, landscape, and
architectural teams through the development of construction drawings. For more information, visit:
http://news.microsoft.com/modern-campus.
Fresno High -Speed Rail Station District Master Plan. City of Fresno, California. Served as urban designer for the
station -area master plan for the first high-speed rail station in the United States. Collaborated with a multi-
disciplinary team to apply urban design, economic, transportation, historic preservation, and community outreach
tools to develop a comprehensive guide to implement policy changes that will allow public and private
development to reinvigorate the city's downtown, capitalizing on the significant public interest and investment
from the new high-speed rail line.
Universal Studios Hollywood Master Plan, Hollywood, California. Served as urban designer in the identification of
future expansion sites ("lands") for new or reconfigured themed-entertainment and attraction venues across
Universal Studios' 490-acre property in Hollywood. To support ongoing land entitlement negotiations with the
County of Los Angeles, the plan evaluated the "highest and best use" of key sites by addressing anticipated
program requirements, front -of -house and back -of -house operations, historic preservation requirements,
constructability, phasing, and cost drivers.
LinkBurbank/ Bob Hope AirportArea Land Use Study, City of Burbank, California. Served as urban designer for
the comprehensive transit-themed master plan for 540 acres of airport -adjacent industrial land in Burbank, CA.
The plan extends the traditional understanding of transit -oriented development by including air travel as a key
component of transit networks. The study explores how best to leverage the assets of transit and airport -
adjacency and position the area as a precedent -setting cluster of transit -industrial flex use.
Vision Downtown, City of Los Angeles, California. Served as urban designer for Vision Downtown, an effort that
provides guidance to Downtown Los Angeles Neighborhood Council's (DLANC's) board as it performs a review and
advisory role for projects within its jurisdiction. The DLANC is the first Neighborhood Council in Los Angeles that
has sought to craft its own vision for the future. Part vision and part manifesto, Vision Downtown provides a
community -endorsed set of goals that offer input to City leaders and assembles in one place a comprehensive set
of aspirations that embody the vision of this generation of the Downtown community.
Western Avenue Vision Plan and Implementation Guidelines, City of Rancho Palos Verdes, California. Served as
urban designer for the development of private development and public realm improvement guidelines for the 2.3-
mile segment of Western Avenue. The plan recommended phased strategies to elevate Western Avenue into a
complete street, where the needs of all users (e.g., auto, pedestrian, bicycle, transit) are equally met and the auto -
oriented nature of development along the corridor is reversed.
West Santa Ana Branch Station Are Design Concepts, Los Angeles County, California. Served as urban designer
for the transportation and land use study of five potential station locations (Cerritos, Cudahy, Downey, South Gate,
and Santa Clarita) to support transit -oriented development along Metro's proposed West Santa Ana Branch
transit corridor. To facilitate transit -oriented, mixed -use developments at each of the station sites, the plans
Page 2
D U DDo DID K
established land use and urban design frameworks for retail, office, housing, and recreational uses, including
community youth -soccer facilities.
Sunset Strip Specific Plan Update, West Hollywood, California. Served as urban designer for the effort to update
the existing Specific Plan with new standards and guidelines for off -site signs (i.e., billboards, tall walls, and digital
signs) on the iconic Sunset Strip.
Awa rd s
Planning Award, American Planning Association - Los Angeles Chapter, 2017 for Vision Downtown Los Angeles.
Page 3
Nicole Cobleigh
Senior Project Manager
Nicole Cobleigh is a senior project manager with 20 years' professional
experience in environmental planning and land use development in
Southern California. Ms. Cobleigh manages all phases of the project
planning and environmental review process, including budget
allocations and monitoring, project team and subconsultant oversight,
scheduling, presentations at hearings, and public outreach. She has
produced numerous California Environmental Quality Act (CEQA) and
National Environmental Policy Act (NEPA) documents, including
environmental impact reports (EIRs); environmental impact statements
(EISs); and technical reports for visual resources and aesthetics,
cultural resources, and other environmental resources. Ms. Cobleigh
applies her comprehensive understanding of policy, planning, and
environmental issues to meet clients' needs on a variety of projects.
She has extensive experience working on complicated projects
involving multiple regulatory agencies.
Pro- Je t. Il::xperience
Hill and Colorado Planned Development Project EIR, City of Pasadena,
California. Managed the preparation of an EIR for a planned
development consisting of two hotels on two separate parcels at the
intersection of Hill Street and Colorado Boulevard. Key issues
included consistency with the City of Pasadena's General Plan and the
East Colorado Specific Plan; impacts to existing historical buildings in
f.-dixation
California Polytechnic Stale
University, yarn Luis Obispo
IWCRP, Clay and Regional Planning,
2001
University of California,
Los Angeles
BA, Geography/Fr7vl�or�rrrer7t�1
Studies (Public Policy/Urban
Plar7r71r7g lWinor), 1998
Association of Environmental
Professionals
the project vicinity; and the scale, height, and density of proposed development at this key intersection in the city.
Garey Avenue Streetscape Project, City of Pomona, California. Dudek provided environmental support services to
the Garey Avenue Streetscape Project. The streetscape project is located along an approximately 2-mile street of
Garey Avenue extending south from Foothill Boulevard to Aliso Street. The project area is located within the City of
Pomona's adopted Corridor Specific Plan area and would implement identified Parkway Improvements within the
Specific Plan. Dudek evaluated the project's consistency with the adopted Corridor Specific Plan as well as the
City of Pomona General Plan Update, Corridors Specific Plan, Active Transportation Plan, and Green Plan EIR. The
project is consistent with what was previously envisioned and evaluated under CEQA. The project is also eligible
for Class 1 and Class 4 exemptions under CEQA. Dudek prepared the Notice of Exemption and backup supporting
documentation for this project.
Meridian South Campus Addenda, March JPA, California. Managed the preparation of three (3) addenda to the
2003 March Business Center Supplemental Final EIR for projects located within the South Campus of the Specific
Plan area. Addenda have focused on redistribution of traffic impacts resulting from shifting land uses on parcels
within the South Campus.
Page 1
Canyon Residences Project EIR, Trammell Crow Residential/County of Los Angeles, County of Los Angeles,
California. Managed the preparation of a project -level EIR for the construction of 775 for -lease residential units on
15.7 acres in Rowland Heights. Major issues addressed in the EIR included limited water availability, traffic
impacts, height and aesthetic impacts, air quality and greenhouse gas emissions, land use consistency impacts
associated with the creation of a new land use category in the Community Plan, and the incorporation of
community concerns expressed at a contentious public scoping meeting and through the receipt of over 350
comment letters in response to the Notice of Preparation.
Carol Kimmelman Sports and Academic Campus EIR, County of Los Angeles. The Carol Kimmelman Foundation,
in partnership with several other non-profit and business entities, is proposing to develop the Carol Kimmelman
Sports and Academic Campus project in the City of Carson. The project site is owned by the County of Los Angeles
yet located within the Carson city limits. The project would include 62 tennis courts, 10 soccer and multiuse
fields, and a new learning and academic support center run by the Tiger Woods Foundation. Managing the
preparation of technical reports and the EIR for this project. Key issues with this project include the dynamics
between the City and County on the role of the lead agency, cumulative impacts associated with a neighboring
development project, lighting impacts from field lighting, and noise, air quality and traffic impacts during
operations.
Sand Canyon Resort Project EIR, City of Santa Clarita. Located in the City of Santa Clarita, this project involves the
redevelopment of a former golf course into a resort hotel project. Key issues associated with this project include
potential impacts to sensitive biological resources, development within a Very High Fire Hazard Zone formerly
subject to wildfire and mud and debris flows, and the rezoning of Open Space to Commercial within in a
community sensitive to the loss of Open Space. Serving as the Project Manager for the Environmental Impact
Report (EIR) and supporting technical analyses for the proposed project.
7811 Santa Monica Boulevard EIR, City of West Hollywood, California. Managing the preparation of an EIR for a
hotel and residential 265,853-square-foot mixed -use development project along Santa Monica Boulevard in the
City of West Hollywood. The project would involve the demolition of a fitness center and one multifamily
residential structure and the construction of a new six -story building with 74 hotel rooms and 82 residential units.
Ground floor commercial/restaurant use would also be included a part of the project. Key issues associated with
this project include construction air quality, noise and traffic impacts to the Fountain Day School, which is located
immediately to the north of the site and operates as a year-round preschool.
417 N. Madison Avenue Project, City of Pasadena, California. Ms. Cobleigh managed the preparation of an
IS/mitigated negative declaration (MND) for a residential infill project in the City of Pasadena. The project would
involve the construction of 39 residential units within a multifamily, high -density residential area of the City. The
use is permitted by right; however, the minimum required set back requires a minor variance from the City so an
expedited IS/MND is being prepared for the project.
Marriott Residence Inn Project EIR, City of Pasadena, California. Managed the preparation of an EIR for an
extended -stay hotel project. The hotel will have 144 rooms in a five -story, 94,000-square-foot building. Key
project issues included traffic and circulation, air quality and noise impacts associated with the project site's
proximity to Interstate 210, land use compatibility, proximity to historical resources and an historical district, and
visual and aesthetic impacts.
Green Hotel Apartments EIR, City of Pasadena, California. Oversaw the preparation of an EIR for a proposed six -
story commercial and residential infill project, providing 5,000 square feet of commercial/retail space and 64
residential units. The project is adjacent to the existing National Register -listed Green Hotel Apartments and
Castle Green. Key issues included impacts to historical resources, views and aesthetics, traffic and circulation,
and air quality and noise impacts associated with the project site's proximity to sensitive land uses.
Page 2
Environmental Planner
lulia Roman is an environmental planner with 3 years' experience in
environmental analysis and the application of the California Environmental
Quality Act (CEQA) and the National Environmental Policy Act (NEPA)
through the preparation of environmental documentation. Ms. Roman has
a strong background in writing, and assists with environmental impact
analysis for a variety of topics and projects, including development,
renewable energy, and projects with unique biological resource issues.
She has also served as deputy project manager and project manager on a
variety of projects throughout California.
Pro- Je t. Il::xperience
Sunrise Specific Plan EIR, Integral Communities, San Marcos, California.
Project involves annexation of a portion of the project site into the City of
San Marcos, a General Plan Amendment, a Multi -Family Site
Development Plan, Tentative Subdivision Map, a Specific Plan, a
Edtivation
University of California,
Santa Barbara
BA, Environmental Studies
(Professional Writing Minor), 2016,
�'rt2 e s ic) {. t{t ltt m;
Conditional Use Permit, and a Grading Variance. Tasks performed
American t'lar7r71r7g Association
include preparation of various draft EIR sections including Geology and
Association of Er7vlror7rrrer7tal
Soils, Hazards and Hazardous Materials, Hydrology and Water Quality, Professionals
Land Use and Planning, Transportation, and Utilities.
Meridian South Campus Specific Plan Amendment -Parcel Delivery Terminal, March JPA, Riverside, California.
Served as environmental analyst for the Meridian South Campus Specific Plan Amendment -Parcel Delivery
Terminal Project and assisted with drafting the Addendum for the project. The proposed project is located within
the Meridian South Campus Specific Plan and proposes minor changes to the previously approved March
Business Center Specific Plan including removal of streets, change in parcel configurations, and allowing Parcel
Delivery Terminal as an allowed land use under the Business Park designation.
Canyon Springs Healthcare Campus Specific Plan Amendment, City of Riverside, California. Served as
environmental analyst for the project, which is proposed to be developed with a hospital, five medical office
buildings, a central energy plant, and two parking structures, as well as associated landscaping and infrastructure
improvements. Key issues involve aesthetics, air quality, noise, and traffic, as well as potential impacts from
helicopter operations. Tasks performed include preparation of the findings of fact document and the Statement of
Overriding Considerations.
Montclair Place District Specific Plan Environmental Impact Report. Served as environmental planner for the
Montclair Place District Specific Plan EIR. Tasks include revising the Population and Housing, Land Use, and Other
CEQA Considerations, draft EIR sections.
North Montclair Downtown Specific Plan (NMDSP) Project, City of Montclair, California. Served as an
environmental analyst for the NMDSP Project and assisted with the preparation of the Final Supplemental EIR.
The proposed amendment would amend the previous 2006 NMDSP to allow for future development of projects
Page 1
tied to the Montclair TransCenter and the anticipated extension of the Foothill Gold Line that would extend light
rail line service to the city. Tasks performed included drafting the findings of fact, statement of overriding
considerations, and response to comments.
Hassen Mixed -Use Development Sites B1-B2-C, City of Covina, California. Served as environmental analyst on
project and drafted sections of the IS/MND for a proposed mixed -use development project in the City of Covina.
Upon implementation of the proposed project, the sites would be redeveloped with 18 multifamily residential
units, 4,400 square feet of commercial uses (office space and retail space), and surface parking areas. Being in
close proximity to the Covina Metrolink station creates opportunities for supporting transit -oriented development
and multimodal transit use, including pedestrian and bicycle connectivity. Unique issues for the project include
aesthetics, historical resources, and traffic.
Mariner's Cove Redevelopment Project, Amico and M.W. Steele, City of San Diego, California. Serve as
environmental planner on the Mariner's Cove Redevelopment Project, which involves the demolition of an existing
500-unit residential apartment complex and construction of a new 772 dwelling unit multi -family residential apartment
complex development, complete with onsite residential amenities and open space areas. Tasks performed include
preparation of various draft EIR sections including Effects Found Not to Be Significant and Air Quality.
Carmel Mountain Ranch Golf Course Redevelopment Project, New Urban West Inc, City of San Diego, California.
Serve as environmental planner on the Carmel Mountain Ranch Golf Course Redevelopment Project, which
involves redevelopment of existing 18-hole golf course into residential uses, open space, and recreational
amenities. Tasks performed include preparation of various draft EIR sections including Geologic Conditions,
Health and Safety, Visual Effects and Neighborhood Character, and Cumulative Impacts.
Meridian West Campus -Lower Plateau, Meridian Park LLC, March JPA, California. Served as environmental analyst
for the Meridian West Campus -Lower Plateau Project and assisted in drafting the Final Environmental Impact
Report (EIR). The project is located within the jurisdiction of the March Joint Powers Authority (JPA) and involves
development of the West Campus -Lower Plateau area with a mixture of uses, including industrial buildings, office,
retail, and/or small business park.
Cowan Heights Residential Development, Sheldon Development LLC, Orange County, California. Served as
environmental analyst for the project and assisted in the preparation of the Draft EIR, including the Biological
Resources section. The project is a single-family residential development project located in unincorporated
Orange County. The proposed project would transform the site into 22 new detached single-family homes at a
density of approximately 3.6 units per acre. Unique issues for this project are traffic, aesthetics, and community
compatibility.
Santa Monica/Orange Grove Mixed -Use Development, City of West Hollywood, California. Served as
environmental analyst for this project. The project proposes a mixed -use structure consisting of a hotel,
restaurant, apartment units, and art gallery in the City of West Hollywood requiring the demolition of an existing
commercial structure, two surface parking lots, and a multi -family residential structure to construct the mixed -use
structure. Tasks performed in this role included producing sections of the draft EIR, including the project
description, aesthetics, public services, utilities and service systems, the energy consumption analysis, and the
cumulative impacts section.
West Oaks Residential Development, Carlsbad West Oaks Project Owner LLC, City of Carlsbad, California. Served
as environmental analyst for the West Oaks MND. The project involves development of 192 multifamily residential
units, with surface parking areas, a leasing and recreation center, and a pool. Tasks performed included
preparing MND sections and coordinating with technical specialists.
Page 2
ffa a M rA ift Ll M M
Air Quality Specialist, Environmental Planner
Jennifer Reed is an air quality specialist/environmental planner with
13 years' experience. Ms. Reed leads Dudek's air quality services
team, and has been responsible for the management, research, and
analysis of projects subject to compliance with the California
Environmental Quality Act (CEQA) and the National Environmental
Policy Act (NEPA). She has completed numerous environmental
documents in support of a diverse range of public and private
developments. Ms. Reed specializes in air quality, greenhouse gas
(GHG) emissions, health risk assessment (HRA), and energy technical
analyses, and continues to be on the forefront of evolving science,
emissions modeling computer programs, and regulatory framework.
Ms. Reed has prepared air quality and GHG assessments for a wide
variety of development projects throughout California, including large
residential projects, commercial and retail projects, industrial projects,
mixed -use developments, colleges and universities, healthcare facilities,
energy projects, water and wastewater infrastructure, and transportation
improvements, including California Department of Transportation
(Caltrans) air quality analyses. Additionally, she has considerable
experience in project planning and regulatory compliance pursuant to
the California Coastal Act (CCA) and has experience in project
Fducatlol-)
University of California,
Santa Barbara
BA, Environmental Studies, 2007
BA, Geography, 2007
Association of Environmental
Professionals
Air and Waste
lWanagernent Association
management, land -use permit processing, constraints analysis,
development feasibility studies, due diligence investigations, and various other land -use planning projects.
IProJe t.Il::xperience
Globernaster Corridor Specific Plan EIR/EIS, City of Long Beech, California. Prepared the air quality, GHG
emissions, and energy analysis for Phase 2 of the C-17 Transition Master Plan, which provides a framework for
development and improvement of the former Boeing C-17 site, Cherry Avenue corridor planning, and surrounding
area. Operational emissions were estimated for the Proposed Project (7,011,195 square feet) and Existing
Scenario (2,094,175 square feet), which included over 20 different land uses, including warehouse and
manufacturing. Mobile source emissions were evaluated in a spreadsheet model using EMFAC2017 emission
factors and project -specific vehicle miles traveled for automobiles and heavy-duty trucks separately and all other
emissions were estimated using CaIEEMod. In addition to the typical land use development emission sources,
sources associated with industrial and warehousing land uses such as off -road equipment (forklifts and yard
trucks), emergency generators, and transport refrigeration unit emissions were included to comprehensively
evaluate the potential emission inventory associated with Specific Plan implementation. To disclose the
magnitude of potential construction emissions, a construction modeling scenario was developed and feasible
mitigation measures were identified. A detailed list of feasible operational mitigation measures were identified to
reduce potential project impacts.
Page 1
Valor Academy Expansion IS/MN®, Los Angeles, California. Prepared the air quality and GHG assessment and
provided technical support for noise and traffic impact analysis. Valor Academy, a private school located in the Arleta
community of Los Angeles, is proposing to incrementally increase its enrollment from 200 to 480 students, establish
modular classrooms on the property until construction of new classroom and administration buildings are complete,
and construct a new surface parking lot over four phases of development.
Solana Torrance Air Quality/GHG Report, Reylenn Properties LLC, Torrance, California. Managed and prepared the
technical report that analyzed potential impacts associated with development of a 300-unit multifamily residential
development, which includes three-, four-, and five -story residential structures constructed over a parking garage
and associated amenities. The analysis included a construction HRA to evaluate cancer and non -cancer risk
associated with project -generated diesel particulate matter.
Five Lagunas Project, Merlone Geier Management LLC, Laguna Hills, California. Prepared the air quality and GHG
emissions assessment that analyzed potential impacts associated with redevelopment and reconfiguration of uses
within an approximately 68-acre portion of the approximately 240-acre Urban Village Specific Plan area of the City at
the Laguna Hills Mall. The project included the redevelopment of the existing mall property through the partial
demolition and reconstruction of the southern portion of the central mall building, the construction of new
commercial spaces on development pads (decreasing department store and retail space, but increasing restaurant,
health club, cinema, and flex retail/medical office uses), and development of high -density multifamily dwelling units.
Malibu Parks Public Access Enhancement Plan, Mountains Recreation and Conservation Authority, Los Angeles
County, California. Contributed to the air quality, noise, traffic and parking, and GHG sections of the EIR, which
analyzes impacts associated with implementation of a comprehensive plan, consisting of a public works plan and
City of Malibu Local Coastal Program Amendment, to address park and recreational facility program needs for state-
owned parklands.
Santa Monica City Yards Master Plan EIR, Santa Monica, California. Contributed to the air quality and GHG
emissions analysis for implementation of the City of Santa Monica City Yards Master Plan, which would entail
demolition of existing buildings/facilities and reconstruction of the City Yards Site with new buildings/facilities,
infrastructure upgrades, circulation improvements, and sustainable features to address existing deficiencies.
Emission sources included emergency generators, offroad equipment, welders, and fire department training.
California Air Resources Board (CARB) Southern California Consolidation Project, Department of General Services
(®GS), Riverside, California. Contributed to the air quality and GHG emissions analysis for the consolidation and
relocation of CARB's motor vehicle emissions standards development and testing to an 18-acre campus style
facility. The new campus, which will be a national and international center for air pollution and climate change
research, is designed to accommodate approximately 460 employees and will include approximately 800,000
square feet of development. Emissions were estimated for employee trips, vehicle testing, vehicle fueling, fuel
storage, boilers, a fuel cell plant, an emergency generator, chemistry laboratory, and miscellaneous operations
that generate criteria air pollutant, GHGs, and toxic air contaminant emissions. A net carbon storage and
sequestration analysis for the project was conducted.
Gless Ranch EIR and Air Quality and GHG Technical Report, City of Riverside, California. Prepared the air quality and
GHG technical report and EIR section for the proposed 40-acre commercial development in Riverside. The project
included approximately 420,000 square feet of retail and commercial space with three major stores and several
small stores. The air quality assessment included an analysis of the project's GHG emissions and the impact on
climate change, along with a review of project features and possible mitigation measures to reduce those emissions.
Page 2
Archaeologist
Linda Kry is an archaeologist with 12 years experience in cultural
resource management specializing in various aspects of cultural
resources investigations. Ms. Kry's experience includes archival
research, reconnaissance surveys, archaeological excavations, artifact
analysis, and authoring technical reports pursuant to the California
Environmental Quality Act and Section 106 of the National Historic
Preservation Act.
IProJe t.Il::xperience
F-ducalioll
University of California, Los Angeles
BA, Anthropology, 2006
Cerritos College
AA, Anthropology, 2004
City of Colton Modern Pacific 88-DU Residential Project, City of Colton, Colton, California. Technical lead for a
Phase I cultural resources study and Extended Phase I subsurface probing effort in accordance with CEQA. The
City of Colton is proposing the development of 89-detatched single-family homes on an approximately 41.58-acre
site within a single tract. (November 2018-Present)
Coronado Trunk Line Project, Los Angeles Department of Water and Power, Los Angeles, California. Technical lead
for a Phase I cultural resources study pursuant to CEQA and Section 106. Los Angeles Department of Water and
Power is proposing to construct a new 30-inch diameter welded steel pipe, approximately 7,200 feet in length,
along with a regulating and relief station vault and flow master vault. The proposed trunk line would add reliability
and redundancy to the system. (September 2018-October 2018)
Sand Canyon Resort, City of Santa Clarita, Santa Clarita, California. Served as technical lead for a cultural
resources study for a project that proposes to develop an abandoned, approximately 75-acre existing open space
into a new resort and spa in an effort to become the premiere golf destination in northern Los Angeles County.
Tasks include management of the technical study including the archival research, pedestrian survey, and
reporting of the study results. Additionally, authored the Cultural and Tribal Cultural Resources chapters for the
Environmental Impact Report (August 2018-December 2018)
San Jacinto II Wind Energy Repowering Project, Terra -Gen, LLC, Palm Springs, California. The project involves the
decommissioning of approximately 126 existing wind turbines and the construction and operation of up to seven
new wind turbines on private lands under the jurisdiction of the City of Palm Springs and on federal lands
administered by the Bureau of Land Management. Responsibilities as technical lead include the management of
a Phase I cultural resources study in compliance with the provisions of local regulations, CEQA, and Section 106
of the National Historic Preservation Act of 1966. (December 2018-Present)
Kaiser Permanente Moreno Valley Medical Center Master Plan, Kaiser Permanente, Moreno Valley, California.
Kaiser Permanente is proposing the development of an approximately 400-bed hospital, hospital support
buildings, outpatient medical office buildings, a central utility plant, and surface and structured parking within
their existing hospital campus through a three-phase plan. The City of Moreno Valley is the lead agency under
CEQA. As the technical lead for the project, responsibilities include the management of a Phase I cultural
resources study. (November 2018-Present)
Page 1
Protea Memory Care Facility Project, City of San Juan Capistrano, San Juan Capistrano, California. Technical lead
for a Phase I cultural resources study in accordance with CEQA and subject to California Assembly Bill 52 and
Senate Bill 18, in support of a project that proposes to construct a 59-unit (72-bed) memory care facility.
(September 2018-November 2018)
River Supply Conduit Unit 7 Project, Los Angeles Department of Water and Power, Los Angeles and Burbank,
California. Technical lead and monitoring coordinator for the River Supply Conduit (RSC) Unit 7 Project. The
existing River Supply Conduit (RSC) is a major transmission pipeline in the LADWP water distribution system. The
Project is critical to meet safety of water supplies, reliability of water infrastructure, and sustainability of water
supply. (August 2018-Present)
Creek at Dominguez Hills, Plentitude Holdings LLC, Carson, California. Served as contributing author for the
environmental impact report for a development project that consists of approximately 532,500 square feet of
buildings, including: a multiuse indoor sports complex; youth learning experience facility; indoor skydiving facility;
public golf recreation facility; marketplace; clubhouse; recreation and dining center; a sports wellness center; and
restaurants. Alternatively, a specialty grocery store may be developed in place of some of the restaurant uses.
(August 2018-December 2018)
levant. (Previous I[-.Yp erience
Los Angeles Metropolitan Transportation Authority Compliance Monitoring, Los Angeles, California. Served as
archaeological and paleontological monitor for the multiyear and multisite project within the greater Los Angeles
area, including the Crenshaw rail transit corridor and the 1.9-mile Regional Connector subway corridor, as well as
their associated stations. In addition, served as monitoring coordinator for the Regional Connector Archaeological
and Paleontological Monitoring Project. Responsibilities as Monitoring Coordinator included coordinating and
scheduling various contractors and archaeologists; developing and providing cultural resources training for new
contractors and archaeologists; monthly project updates to client; invoice and budget reviews; lab analysis of all
resources collected and preparation of those resources for curation. (April 2013-January 2018)
Los Angeles International Airport (LAX) Midfield Satellite Concourse, Los Angeles, California. Served as field
director for archaeological and paleontological monitoring project associated with the creation of a new aircraft
passenger concourse and associated elements at LAX. Responsibilities included coordinating with company
personnel and project contractors, scheduling, and recordation and collection of field data. (April 2017-
December 2017)
Los Angeles Department of Water and Power Division Creek, Inyo County, California. Served as deputy project
manager providing consultation and support in U.S. Forest Service and Bureau of Land Management consultation
for the assessment of historical structures associated with the Division Creek Power Plant and Los Angeles
Aqueduct. Responsibilities included assisting with work plans, project permitting, budgeting, and reporting. In
addition, served as crew chief for archaeological surveys and testing. Conducted lab analysis of artifacts,
prepared these resources for curation, and co-authored reports on the results of all findings. (July 2013-
November 2017)
Long Beach Courthouse, City of Long Beach, Long Beach, California. Served as lead archaeological and
paleontological monitor during construction of a new courthouse. Duties included providing workers training
regarding archaeological and paleontological resources for on -site contractors, documenting historical
archaeological features, and coordinating with clients and staff. In addition, conducted excavations of early 20th
century features discovered during monitoring. Also served as lab director for the analysis, cataloging and
processing artifacts for curation. Co-authored report documenting project results. (2010-2011)
Page 2
Jonathan Leech, AICP, PG
Senior Environmental Specialist, Acoustician
Jonathan Leech is an acoustician with 32 years' environmental planning
experience, including environmental research, impact assessment, field
research, and land use analysis. Mr. Leech has more than a decade of
focused experience in noise assessments, including exterior and interior
noise exposure studies for single-family homes, as well as large-scale
evaluations of proposed sub -divisions and specific plan projects, for
inclusion in environmental impact reports (EIRs) or negative declarations
(NDs). Mr. Leech has also performed noise evaluation of commercial and
industrial sources, and provided noise monitoring during construction for
compliance with project conditions and noise ordinance restrictions.
Mr. Leech has experience in environmental noise assessment;
commercial/industrial noise evaluation; title 24 interior space noise
isolation; transportation noise constraint analysis; air quality planning;
land development permit processing; California Environmental Quality Act
(CEQA) procedures for public agencies; environmental planning and
impact analysis; specific plan and master plan development; general plan
elements; master environmental assessments (EAs); and water resource
development and management.
Pro- Je t. Il::xperience
Villages of San Jacinto Specific Plan, City of San Jacinto, California.
Prepared the noise technical report and noise EIR section for the Villages
of San Jacinto Specific Plan, an approximately 600-acre site along the
west side of Sanderson Avenue in San Jacinto. The proposed project
consists of a suburban development including residential, commercial,
business park, public facility, and open space uses. One elementary
school and one high school are planned in the northeastern portion of the
site. A total of 100.7 acres of the site will be reserved for open space
Ytl ion
University of California, Santa
Barbara
BA, Environmental Studies/
Geology, 1984
Pennsylvania State University,
Coursework in Graduate Acoustics
Program, 2012
American Institute of Certified
Planners (AICP)
Professional Geologist, CA, 2011
American Planning, Association
Association of Environmental
Professionals
Institute of Noise Control
Engineers
uses, including four neighborhood parks, a greenbelt system, three lakes, and landscape easements.
Ocean Bluffs Specific Plan EIR, Cityof Carpinteria, California. Managed and co-authored the EIR for a specific plan
project located on 85 acres of oceanfront property in Carpinteria, California. The proposal included a 150-room
hotel, 325 semi -attached townhomes, several restaurants, and a gas station. Site constraints included an active
earthquake fault, an adjacent seal rookery, limited water supply, and problematic drainage.
Los Robles Del Mar Specific Plan EIR, County of San Luis Obispo, California. Co-authored the EIR for this project,
which included a range of residential lots and structures, as well as a private school site. Key sections authored in
the EIR included geology, surface drainage, water quality, and air quality.
Page 1
I13 IJ aN I1`DID
University Villages Specific Plan, SSBT LCRE V. LLC (% Meadow Lane LLC), Chula Vista, California. Prepared the
noise technical report and noise EIR section for the University Villages Specific Plan, an approximately 460-acre
site along the west side of State Route 125. The proposed project consists of a suburban development including
residential, commercial, industrial park, public facility, and open space uses. Three elementary schools and one
high school are planned. A total of 150 acres of the site will be reserved for open space uses, including
neighborhood parks, a greenbelt system, and natural reserve.
Emerald Hills EIR, County of San Luis Obispo, California. Managed and co-authored the EIR for this residential
proposal located outside of the urban limit line of the City of San Luis Obispo. Under the proposal, 37 homes were
to be sited on the 56-acre property. The site is located in an area of high scenic value, on gently to moderately
sloping land in the foothills of the Irish Hills of San Luis Obispo County. Key issues in the EIR included geology,
water supply (proposed from a localized, fractured bedrock aquifer), wastewater disposal (private wastewater
treatment plant), biology, aesthetics, traffic, drainage, and air quality.
Summerland Community Plan, County of Santa Barbara, Summerland, California. Co -managed the preparation of
the community plan for the Summerland Area, which was adopted by the County of Santa Barbara. Managed and
co-authored the EIR on the community plan. Issues of primary concern included traffic and circulation, parking
resources, water supply, wastewater treatment, biological habitat, and geology and soils.
Los Alamos Community Plan EIR Noise Study, County of Santa Barbara -Office of Long -Range Planning, Los
Alamos, California. The community of Los Alamos is a small unincorporated town in the north -central portion of
Santa Barbara County, at the junction of U.S. Highway 101 and State Route 135. The noise study evaluated
environmental noise effects upon proposed residential land use zones and project -related noise generation from
proposed mixed -use zoning.
Montecito Ranch Estates Lots 2 and 3, Fremont Investment and Loan, Summerland, California. Prepared
environmental noise evaluations for two separate proposed new residences in a large -lot subdivision with exposure
to traffic noise from U.S. Highway 101. Evaluation addresses exterior and interior noise levels from future traffic
levels, employing Traffic Noise Model (TNM) 2.5 for the analysis. Exterior noise exposure and interior noise exposure
were calculated and compared to adopted CEQA significance thresholds for Santa Barbara County.
1255 Coast Village Road, KIBO Group, Montecito, California. Prepared an environmental noise study addressing
transportation -related noise sources upon proposed mixed -use development (1,411 square feet of restaurant
space, 3,712 square feet of retail space, 3,342 square feet of office space, and two condominium residences)
and short-term construction noise effects of the project on surrounding residential neighborhood.
Ocean View Estates, Rick Engineering, Encinitas, California. Prepared an environmental noise evaluation
addressing a four -lot residential sub -division with direct exposure to Interstate 5 freeway. Construction -related
(short-term), exterior noise exposure, and interior noise exposure were calculated and compared to adopted CEQA
significance thresholds for Encinitas.
412-414 Anacapa Street Mixed Commercial and Residential Project, Anabuilt Properties LLC, Santa Barbara,
California. Prepared an environmental noise study addressing transportation -related noise sources upon
proposed mixed -use development (ground -floor commercial office with two levels of residential condominiums)
and short-term construction noise effects of the proposed project on the surrounding residential neighborhood.
Village Square Commercial Center Mitigation Monitoring and Reporting Plan (MMRP), City of Solvang, California.
This project involved the construction of a new commercial "factory outlet" center in Solvang, California. Dudek
prepared the MMRP and was retained by the City of Solvang to implement the MMRP. Responsible for
administration of MMRP implementation, including monitoring of dust control during site preparation, as well as
traffic, noise, and construction safety mitigations during the construction phase.
Page 2
NZIM942.9wo
Senior Transportation Planner
Dennis Pascua is a senior transportation planner and Dudek's
transportation services manager with 25 years' experience in
transportation planning/engineering in Southern California. Mr. Pascua
has successfully managed a variety of projects for local agencies and
private developers, including traffic and circulation impact analyses and
parking demand studies in both highly urbanized and rural areas. He is
highly experienced with California Environmental Quality Act/National
Environmental Policy Act and transportation topics and policies
surrounding active transportation, context sensitive solutions, and
complete streets throughout California. Mr. Pascua also offers an
international perspective, having managed transportation planning
projects in the Philippines, Japan, and the United Arab Emirates.
Pro- Je t. Il::xperience
LACED On -Call Environmental Services, Los Angeles County, California.
As part of an on -call contract with the Los Angeles County Sanitation
Districts (LACSD), Mr. Pascua managed the TIA for the Stormwater
Capture System at Puente Hills Material Recovery Facility in County
Sanitation District No. 2 to meet the Industrial General Permit's
industrial stormwater requirements. The project would primarily
involve construction of a proposed basin and supporting conveyance
facilities (piping) that would involve grading, excavating, and fencing.
Aicm i l-)
University of California, Irvine
BA, Social Ecology (Environmental
Analysis and Design)
American Planning Association
Association of Environmental
Professionals
Institute of Transportation
Engineers
Orange County Traffic
Engineering, Council
The TIA analyzed the potential traffic impacts for the temporary construction phase of the project, which would
generate construction -related traffic (due to construction workers, vendor trucks, and haul trucks) to and from
the project site.
LADWP On -Call Environmental Services, Los Angeles, California. Managed Traffic Impact Analysis (TIAs) for the
following projects prepared under an on -call contract with the City of Los Angeles Department of Water and Power
(LADWP), the nation's largest municipal utility: Power Plant 1 and Power Plant 2 Transmission Line Conversion;
Tujunga Central Groundwater Station; North Hollywood Groundwater Station; De Soto Avenue Trunk Line
Replacement; De Soto Water Tanks; and Van Norman Complex Vegetation and Maintenance Projects. The TIAs
prepared, or currently being prepared, involve the analysis of construction -related traffic and potential lane
closures on major public thoroughfares. Construction mitigation measures include the preparation of a
Construction Traffic Management Plan that includes traffic control plans for roadway construction, and
transportation demand management for construction worker traffic. Dudek has also coordinated with the
Department of Transportation and Bureau of Engineering on those projects.
Page 1
I1[ ! CIE. I1K
Sanborn Solar and Gen Tie Route Project, Kern County, California. Managed the in-house Transportation team
that prepared a TIA that identified potential construction -related traffic impacts associated with a proposed
photovoltaic solar facility and associated infrastructure (gen-tie) necessary to generate up to a combined 300
megawatts of renewable electrical energy. The proposed project consisted of two sites: the northern site is
approximately 1,118 acres; and, the southern site is approximately 983 acres. The southern site is directly north
of Edwards Air Force Base Solar project. The project impacts were evaluated under CEQA and NEPA. The TIA
evaluated existing traffic conditions, including roadway segment and intersection levels of service along or in
proximity to the gen-tie route options; estimated trip generation and trip characteristics for construction -related
activities of the gen-tie options; analyzed the potential for traffic impacts to occur as a result of construction of the
gen-tie; described the significance of the potential impacts; and, identified mitigation measures, for construction -
related traffic impacts.
Gen Tie Routes for Edwards Air Force Base Solar Enhanced Use Lease Project, Kern County, California. Managed
the in-house Transportation team that prepared a traffic impact analysis (TIA) that identified potential
construction -related traffic impacts associated with the proposed 230-kilovolt gen-tie route options that would
connect the Edwards Air Force Base (EAFB) solar generation site with the existing Westwind Substation in the first
phase of the project, and to the Southern California Edison Windhub Substation in subsequent phases of the
project. The project impacts were evaluated under CEQA and NEPA. This project is located south of the Sanborn
Solar and Gen -Tie project. The TIA evaluated existing traffic conditions, including roadway segment and
intersection levels of service along or in proximity to the gen-tie route options; estimated trip generation and trip
characteristics for construction -related activities of the gen-tie options; analyzed the potential for traffic impacts
to occur as a result of construction of the gen-tie; described the significance of the potential impacts; and,
identified mitigation measures, for construction -related traffic impacts.
Marsh Park Access Evaluation and Recommendations, Mountains Recreation and Conservation Authority, Los
Angeles, California. Conducted an evaluation of the existing access conditions at the driveways in Marsh Park in
the City of Los Angeles. The project was intended to address safety concerns at the park access including
obstructed sight distance, failure of vehicles to yield to bicyclists and pedestrians, and lack of visibility for drivers
to see when park gates are closed. Provided recommendations to improve safety for park users including
placement of stop signs, reflective markers for park gates, and signage to alert drivers to the presence of
pedestrians. Recommendations were made consistent with guidance provided in the California Manual of Uniform
Traffic Control Devices.
Page 2
A / 1
• San Diego, CA
• JIsaacson@kearnswest.com
SUMMARY OF QUALIFICATIONS
Joan Isaacson is Principal at Kearns & West and brings 2& years of experience
in community engagement, stakeholder facilitation, and urban and environmental
planning across Southern California including the Santa Clarita areaAt the core
of her work is a commitment to formulating the best facilitation and engagement
strategy where participants' input informs recommendations andtheir
fingerprints on the outcomes are visible.
Joan has led successful public involvement programand advisory groupsfor a
number of urban planning and design projectgacross Southern Cailfornia,
including historic Main Streets of smaller communties to the downtowns of Los
Angeles and San Diego. Manyfcher projects have integrated and accomplished
multi -benefit policies for revitalization and infill development, transit -oriented
development, mobility and active transportation, equity, economic repositioning,
climate action and resiliency, parks and ciir, facilities, brownfields, and CEQA
review. Her knowledge of planning issues and municipal decisiomnaking lead to
engagement processes where communities shape and form their futures.
• (619) 966-8077
Joan'sstrategy- based project approach, incorporating public involvement
principles and values, typicallyincludesa mix offocus groups, advisory
EXPERTISE
committees, stakeholder interviews, customized website dialogue platforms,
online and telephone surveys, popup outreach, public workshops and open
® Public Involvement
houses, webinars, success story campaignstorytelling, educational videos and
® Stakeholder Facilitation
® Participatory Process Design
newsletters, and media monitoring. She also has special expertise in conducting
® Training
multi -language and multicultural community engagement and has a proven track
® Urban and Environmental
record in meaningfully involving disadvantaged and environmental justice
Planning
communities in local plan ningprocesses.
I 01fill.W4 ,.I.0;10A .M Ill
BS, Psychology
Cal State University ( Fullerton, CA
MA, Geography
San Diego State University ( San Diego,
CA
International Association of Public
Participation Certification
American Institute of Certified
Planners, 1995-2017
American Planning Association —San
Diego Board, Professional
Development Chair
Lambda Alpha Honorary Land Use
Economics Society
City of Mission Viejo —Civic Core Vision Plan
Community Engagement Director
Joan led the public involvement program for an exciting visioning process in Mission
Viejo. The City Council charged the team with involving the cross-section of M ission
Viejo communities in exploring possibilities for new places, experiences and changes
in the central civic and commercial core. W orking closely with the team urban
designers and economists, Joan and her team conducted supporting popup
outreach, community workshops, website and social media communications,
citywide survey, and youth visioning workshops.
Santa Clarita Valley (SCV) Water Agency Recycled Water, Urban Water
Management Plan Update, and Additional Support
Advisor and Facilitator
As SCV W ater, a newly formed agency, initiates multiple water planning projects,
Joan and her team are formulating stakeholder and public involvement plans. In
addition to helping SCV Water create meaningful opportunities for public
involvement, they are continuing efforts to building trust and relationships and
reinforce SCV W ater's role in watershed stewardship. Joan and her team are also
developing a consolidated dashboard and communication program for their five -plus
plans and studies currently underway, to help the public navigate involvement
opportunities and understand SCV W ater's overarching objectives.
City of Burbank —Citywide Complete Streets Plan
Community EngagementDirector and Facilitator
Joan directs the Kearns & West's community engagement team, providing strategy, project management, and facilitation suppcfdr
the citywide mobility planning pr oject underway in Burbank. The team is exceeding City officials ' and staffs objective to use this
project to re -think their public involvement approach for greater inclusiveness and effectiveness. An important success factor has
been conducting more engagment outside, in the areas that are ripest for mobility makeovers.
City of Long Beach —Southeast Area Specific Plan
Public Involvement Manager
While mostly built out, several development opportunities exist near wetlands and along Pacific Coast Highway, the primary
commercial and transit corridor. Prior attempts to update planning policy languished due to controversy, but in 2013 the City
relaunched a participatory process to achieve an implementable plan, including a community advisory committee, public workshops
and open houses, informational materials, popup outreach, online discussions, and media relations which Joan led.
City of Newport B each —Listen & Learn for Housing, Land Use, and CirculationGeneral Plan Element Updates
Project Strategic Advisor
Joan is providing strategy and guidance on citywide public involvement for the 2021 housing element update and associated
circulation and land use element updates. A multi -pronged approach of virtual meetings and online engagement due to pandemic
social -distancing protocols is facilitating community -level and city-wide discussions to identify perspectives on options for
accommodating Newport B each's RH NA, working in partnership with the planning teams.
County of Los Angeles —Los Angeles River Master Plan Update
Facilitator
Joan facilitated the Steering Committee and Subcommittee process for the LA River M aster Plan U pdate, which addressed flood
management, water supply, ecological systems, parks and trails, and community health, housing, and dislocation issues. I n addition
to managing the meetings, she has provided substantial input on process design and wrote the committee protocols document. H er
team also provides logistics support for all meetings and handles all note -taking and meeting summary tasks.
City of Oxnard — Climate Action and Adaptation Plan and Parks Master Plan
Community Engagement Director
Building on her prior outreach work for the Oxnard Parks Master Plan, Joan is currently working with the City and technical teams
on public involvement, and provided valuable insight on organizing involvement around major steps of vulnerability assessment,
greenhouse gas inventory, mitigation, and GH G reduction exploration in order to optimize community understanding and
meaningful input to help inform planning. Involving Oxnard's Spanish-speaking communities is a priority.
Southern California Association of Governments —Transit Alternatives Analysis for Pacific Electric Corridor
Public Involvement Director
The extensive stakeholder and community outreach program was a fundamental component of the Alternatives Analysis for this
potential new transit corridor across Los Angeles and Orange Counties, which traverses communities diverse in socioeconomic
and cultural composition. Joan led the team that implemented multiple series of public workshops, graphic branding, and website.
City of Riverside—Northside Specific Plan
Public Involvement Director
Joan and her team implemented a multi -pronged program of traditional methods, including community workshops, and innovative
methods to involve low-income and Hispanic residents typically underrepresented, such as school open houses, booths at community
events, office hours with the planning team, and partnering with local organizations. Nearly 20 organizations provided input on the
community involvement plan itself.
Civic San Dego —Downtown San Diego Community Plan Update, ElRand Public Involvement
Project Manager
For this landmark plan addressing new development, housing, transit, mobility and public realm in all of downtown's neighborhoods,
Joan managed the extensive public outreach process as well as the plan preparation. It included a 30-person Steering Committee and
subcommittees, stakeholder and neighborhood meetings, newsletters, website, media relations, public workshops, and survey
California Strategic Growth Council —Best Practice Highlights for Sustainable Community Grant -Funded Activities
Project Director
Joan led the Kearns & West team's screening of 125 planning activities funded by the Strategic Growth Council —focused general plan
updates, corridor plans, specific and community plans, and regional sustainable community strategies. The end -product, intended for
elected officials, community leaders, and stakeholder interests, showcases planning activities that exemplify multiple sustainability
benefits, community engagement and stakeholder collaborations, and integration of unique local strengths.
0111111 IN
Q�` Costa Mesa, CA
jtourje@kearnswest.com
"�%, 760.296.9355
® Community Engagement
® Facilitation
® Urban Planning
EDUCATION C TIPICATI S
BA, International Relations
University of California, Irvine ( Irvine,
California
MURP, Urban and Regional Planning
University of California, Irvine ( Irvine,
California
American Institute of Certified
Planners (AICP)
American Planning Association
Certificate, Public Participation
International Association of Public
Participation (IAP2)
MEMBERSHIPS
American Planning Association,
Orange County Chapter (OC-APA)
International Association of Public
Participation (IAP2)
KEARNS WEST
Jenna Tourj6 is a Director at Kearns & West with 13 years of experience in
neighborhood capacity building, community engagement, and urban planning.
She is passionate about partnering with communities on the path tmreating
healthy, whole, and equitable places, where people love where they live and
have a voice and a stake in the future.
Jenna has led outreach and planning projects ieuburban communities where
infill development on Main Streets and town centersmakes and shapesa
community. Many of her projects involve multi -pronged strategies that bridge
virtual and in -person engagement activities, connecting stakeholders to
decision -making processes in tangible ways Jenna's unique expertise informs
each one of her projects. She loves placebased projects that connect neighbor
to neighbor.
Jenna is part of Kearns & West's Collaborative Technolog7eam andworks
with clients to implement digital engagementto connect people and placeAs a
planning commissionerand urban planner, Jenna understands City decision
making processes and how to engage community voice in shaping outcomEghe
has ledoutreach for urban planning and design projects including transit -
oriented development (TOD) projects in Los Angeles Countyand across the
country, specific plans, generaplans, infill development, economic
development, and active transportation . Jenna co -instruct ed the Graduate
Planning Practicumon Healthy Communities for the Master of Urban Planning
and Public PolicyDepartment at UC Irvine from 2014 to 2020. She alsoserves
as a Planning Commissioner for the City of Costa Mesa
111111011,1140111V rI't /2,ai �I4IlL ill
City of Burbank —Citywide Complete Streets Plan
Community Involvement Specialist
The City of Burbank is currently developing aComplete Streets Master Plan,
with the goal of ensuring accessible, safgand enjoyablecity streets for all users.
Jennaplays a key role in setting strategy and conducting dalo-day project
management efforts for the Community Engagement portion of the project. A
community -driven process is important for the City of Burbank, and this project
represents a new level of enggement in the Community.
City of Long Beach —Successor Agency North Atlantic Boulevard Plan
Community Involvement Director /Project Manager
Jenna and her team worked with the City of Long Beach to develop a vision and
implementation strategy for the North Atlantic Avenue corridor from the City
limits to 61st Street. Jenna led extensive public engagement, including workshops
and focus groups, an intefdisciplinary design charrette, and creabd an overall
vision for an improved multi -modal corridor enhancesafety, create a sense of
place, and encourage private investment.
City of Long Beach-15th Street Corridor Bicycle Boulevard
Community Involvement Lead
Jenna managed, coordinated, and facilitated outreach and engagement activities
for the 15th Street Corridor Bicycle Boulevard, part of a citywide network of
bicycle boulevard projects on local neighborhood roadways. The network of bicycle boulevards forms the backbone of the
city's bicycle master plan. The project consisted of Class 11 and Class III bicycle facilities, traffic circles, roadway rehabilitation,
signage and striping improvements, and traffic signal improvements with bicycle detection.
San Bernardino Association of Governments, Rim of the World Active Transportation Plan
Lead Faciltator
As public involvement manager on the project, Jenna's responsibilities included direction and coordination of outreach and
engagement activities throughout the planning process. Specific outreach programs and activities included interactive online
surveys, pop-up workshops, stakeholder tours, asset mapping, and community workshops.
City of Long Beach —Beach Concessions Improvement Project
Community Involvement Lead/ Project Manager
Jenna led public outreach and engagement for beachnprovements for the Tidelands Capital Improvements Division.
Outreach activities include stakeholder meetings and interviews, roadshows, popup workshops, open houses, and online
engagement.
City of Laguna Beach —Village Entrance Project
Community Involvement Lead
Jenna was responsible for coordinating the project communication and meetings as well as coordinating public outreach
activities. Improvements are underway, and include additional landscaping, a pedestrian/bicycle pathway and an exterior
renovation of the historic sewer digester facility.
Los Angeles County —LA River Master Plan Update Steering Committee
Facilitator
Jennawas part of the facilitation team for the LA River Master Plan Update Steering Committee and Subcommittee process.
The effort to update the LA RiverMaster Plan was launched to modernize an existing 1996 plan, synthesize more recent
ideas for portions of the LA River, and bring a coherent and comprehensive vision to the transformation and Fenagining of
the LA River.
City of Laguna Beach —Enhanced Mobility and Complete Streets Transition Plan
Facilitator & Planner
Jennadeveloped final plan and deliverables for the Enhancement Mobility and Complete Streets Transition Plan. The plan is
designed to provide the policy framework for the city to implement physical and operational changes to the roadway network
to improve conditions for all users including bicycles, pedestrians, transit, and motor vehicles. Extensive community outrehp
including an online survey, walk audit, and bike audit, resulted in community identification of issues and opportunities. The
project included an extensive analysis of the existing facilities in Laguna Beach that support or hinder mobility, including
sidewalk locations, street grades, and speed limits. The final plan inclad recommendations to improve mobility citywide.
Pennsylvania Department of Transportation —Harrisburg Transportation Center (HTC) Transit Oriented Development
(TOD) Master Plan
Facilitator
Jenna provided direction and support towards planning outreach activities including a week-long TOD Design Charrette in
Harrisburg, PA. A TOD Study was led byPennDOT study for a four -block area behind the HTC between State and Mulberry
Streets, Cameron Street, and the train tracks. Jenna's team led a Visioning Week in September 2016 , which was the
centerpiece of a multifaceted public engagement strategy. Following input from the immersive Visioning Week and open
house, a master plan was developed to establish an implementation phasing pirtor the TOD.
City of Los Angeles —Sea Level Rise Adaptation PlanningNenice Local Coastal Program Update
Community Involvement Specialist
For the series of community workshops, Jenna assisted with facilitating discussions with community members to convey
information about climate -related flooding risks, community vulnerabilities, and mitigation concepts. Facilitation has
required special attention to effective communication techniques for the ethnically and economically diverse communities in
Venice.
Pro Forma
a JiU41
Market Research/Impact Analysis
With over 15 years of experience in land use economics,
Mr. Harris provides clients with market demand and
feasibility studies, mixed -use programming
recommendations, financial analysis, economic and fiscal
impact assessments, and economic development
strategies.
Integral to Mr. Harris's work is the premium placed on
developing analysis techniques to gather data at the
micro level for market analysis. Using a combination of
public data sources, private secondary data sources, first
person interviews, GIS data, and on -the -ground site
inspection, he is able to construct various models of
analysis to effectively determine a development's market
area, capture rate, and absorption, which determine
overall demand and feasibly.
Mr. Harris also has vast experience with both fiscal/
economic impact analysis. Mr. Harris has created a
variety of fiscal models and provided economic impact
analysis at the city, county, state, and national level.
His broad range of experience working with cities,
counties, redevelopment agencies, land planning/urban
design firms, and real estate development interests
allows him to effectively evaluate projects from both the
private and public perspective.
Market/Financial Analysis
Mr. Harris' work in market analysis has included analysis
of variety of land uses including residential, industrial,
retail, office, hotel, recreational, and mixed -use
development. Illustrative projects for private developers
and municipal clients are included below.
Grantville Redevelopment Area Community Plan
Economics (San Diego, California)
Transit Village Specific Plan Economics (El Monte,
California)
Fresno High Speed Rail TOD Plan Economics (Fresno,
California)
Economic Futures Analysis of Nodes & Corridors (los
Angeles, California)
The Shoppes Phase II Compass Blueprint Project (Chino
Hills, California)
................c:-_i.. n c e R , H,�.,--i.r-iJs
IIPal iir°iineiiir
Feasibility of Alternative TOD Concepts (Los Angeles,
California)
Bob Hope Master Plan Mixed -Use TOD Analysis
(Burbank, California)
TOD Financial Analysis (Santa Monica, California)
SunCal's Proposed Waterfront Mixed -Use Project
(Redondo Beach, California)
San Diego Incentive Zoning Economics (San Diego,
California)
Sunroad Enterprises Confidential Market Analysis (San
Diego, California)
The Howard Hughes Development Corporation
Confidential Market Analysis (Dallas, Texas)
Forest City Confidential Market Analysis (Los Angeles,
California)
Impact Analysis
Mr. Harris' work in economic impact analysis has
included analysis of variety of land uses including real
estate development, gaming, themed attractions,
sporting venues, and special events. Illustrative projects
are included below.
NIKE, Inc.'s Corporate Headquarter Operations
(Beaverton, Oregon)
Proposed Los Angeles Football Stadium at Grand
Crossing (City of Industry, California)
Coachella Music Festival (Indio, California)
AMGEN Tour of California (Santa Clarita, California)
Previous Experience
Prior to joining Pro Forma Advisors, Mr. Harris was an
Associate Director of Economics at AECOM. He was
also a Senior Associate at Economics Research
Associates (ERA) prior to the company's acquisition.
Education
Lance received an M.A. in Urban Planning from the USC
Price School of Public Policy specializing in real estate
and economic development. He also has a B.A. degree
in Political Science from the Trinity College in Hartford,
Connecticut.
Professional Affiliations
Mr. Harris represents Pro Forma Advisors in the American
Planning Association. Mr. Harris is the former chair of
APA's national Economic Development Division.